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LL@(0000) UDC 005 ISSN 1820-0222 2008 - 47-48 Number 47-48, Year XIII April 2008. => UDK 005 ISSN 0354-8635 2008 - 47-48 Broj 47-48, Godina XII I April 2008.
LL@(0001) Publisher Faculty of Organizational Sciences - Belgrade Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Markovi ć, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of Interna tional Department Jovan Filipovi ć, Ph.D. Čedomir Nestorovi ć, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petovi ć, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Econ omics, Podgorica, Montenegro Jasmina Omerbegovi ć Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrovi ć - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sci ences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakuli ć, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknovi ć, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipovi ć, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak R epublic Milica Bulaji ć, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarovi ć, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Educat ion, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenkovi ć Andrej Novovi ć Address Belgrade, Jove Ili ća 154 Tel./fax. => Izdaje Fakultet organizacionih nauka Beograd Za izdava ča: ~~~ Dr Nevenka @arkić Joksimović Glavni i odgovorni urednik Dr Aleksandar Markovi ć Urednik unutra šnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipovi ć dr Čedomir Nestorovi ć, Faculty of Coimbra, Portugal Redakcioni odbor : dr Dejan Petrovi ć, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegovi ć Bijelović, FON, Beograd dr Sonja Petrovi ć Lazarević, Department of Management, Monash University, Australia dr Milan Marti ć, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakuli ć, FON, Beograd dr Miroslav Svato š, Faculty of Economics, Che sh Republic dr Milija Suknovi ć, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Mili ćević, FON, Beograd dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipovi ć, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulaji ć, FON, Beograd dr Sladjana Barjakta rović, FON, Beograd Časopis se redovno referi še u publikacijama : ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenkovi ć Andrej Novovi ć Adresa Redakcije Beograd, Jove Ili ća 154 Tel/fax 011/3950 -874 E-mail:menage¿fon.ac.yu http://management.fon.bg.ac.yu Časopis izlazi četiri puta godi šnje ili po potrebi Pretplata za 200 8. godinu 5900,oo din @iro račun:
LL@(0002) 381 11 3950874 E-mail: manage¿fon.bg.ac.yu http://management.fon.bg.ac.yu/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354-8635 = Management (Srpsko izd.) COBISS.
LL@(0003) ed.) => SR-ID 110318855 SADR@AJ 4 Faktori moći i izbor strategije u pregovaranju Milan Stamatović, Nebojša Zakić, Ilija Nikolić 13 Upravljanje zaradjenom vrednošću Wayne F. Abba 19 Savremeni menadžment u sistemu odbrane Aleksandar Majstorović, Marko Andrejić 28 Različite reakcije radnika na stimulacije menadžera:
LL@(0004) COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS 4 Power Factors and Negotiation Strategies Milan Stamatović, Nebojša Zakić, Ilija Nikolić 13 Earned Value Management Wayne F. Abba 19 Modern Management in the Defense System Aleksandar Majstorović, Marko Andrejić 28 Differential Responses to Managerial Incentives among Workers: Case Study Khalid Alrawi 39 Structural and Dynamic Aspects of Virtual Organizations Ivan Stefanović, Sloboda Prokić 44 Competitiveness trough Entrepreneurship: an International Analysis Isabel Martins, Ana Martins, Orlando Petiz 60 The Transport Policy between Regulation and Liberalisation Ljubinko Dedović 65 Marketing and Management Support Region Innovations within Human Resource Management Ivana Butoracová [indleryová 72 Marketing Activities of Faculties Beba Rakić, Mira Rakić 79 Marketing Beer - A Greek Brewerys Case Study Evangelia Blery, Eutyhia Kamaterou 87 Correlations between some Quality Management Practices and Internal Knowledge Transfer Dragan Manasijević, @ivan @ivković, Ivan Mihajlović Power factors and negotiation strategies UDC 005.21:005.574 Milan Stamatović, Nebojša Zakić, Ilija Nikolić UNION university, Faculty of Enterpreneurship, Belgrade The paper explains the major elements of negotiations, key power factors of negotiating skills, the selection of a proper enterpreneurial strategy as well as significant ethic issues. => Studija slučaja Khalid Alrawi 39 Strukturni i dinamički aspekti virtualnih organizacija Ivan Stefanović, Sloboda Prokić 44 Konkurentnost putem preduzetništva: ~~~ Međunarodna analiza Isabel Martins, Ana Martins, Orlando Petiz 60 Saobraćajna politika izmedju regulacije i liberalizacije Ljubinko Dedović 65 Podrška marketinga i upravljanja regionalnim inovacijama u okviru upravljanja ljudskim resursima Ivana Butoracová [indleryová 72 Marketinške aktivnosti fakulteta Beba Rakić, Mira Rakić 79 Marketing piva- studija slučaja jedne grčke pivare Evangelia Blery, Eutyhia Kamaterou 87 Odnosi između pojedinih oblasti menadžmenta kvaliteta i unutrašnjih transfera znanja firme Dragan Manasijević, @ivan @ivković, Ivan Mihajlović Faktori moći i izbor strategije u pregovaranju UDK 005.21:005.574 Milan Stamatović, Nebojša Zakić, Ilija Nikolić Univerzitet UNION, Fakultet za preduzetnički biznis, Beograd U radu se objašnjavaju glavni elementi pregovaranja, ključni faktori moći u pregovaranju, izbor odgovarajuće preduzetničke strategije i važna etička pitanja.
LL@(0005) Choosing a proper enterpreneurial strategy depends on what one finds more important the basic outcome, the relationship outcome, or both. => Izbor pregovaračke strategije se zasniva na tome da li nam je bitniji suštinski ishod, ishod odnosa ili obe ove dimenzije.
LL@(0006) Success in negotiating is a matter of attitude to how the negotiation processes itself is conducted and what is being done to reach optimal results. => Uspešnost u pregovaranju je stvar shvatanja kako se pregovaranja odvijaju i kako postići optimalni ishod.
LL@(0007) Our aim in this study is to provide guidelines to be used both for the purpose of successful negotiating and of dealing with various situations we might find ourselves in as negotiators. ~~~ 1. => Svrha ovog rada je da da vodiče za uspešno obavljanje pregovora i kako ih primeniti na različite situacije u kojima se kao pregovarači možemo naći.
LL@(0008) Drfining negotiation There are numerous definitions of negotiations, among which three characteristic examples are listed in this report. => Definisanje pregovaranja Ima brojnih definicija pregovaranja od kojih dajemo tri karakteristična primera.
LL@(0009) Gulliver defines negotiating as a process in which two parties, supported by others, attempt to achieve a mutual decision on the issue of dissagreement Š1Ë. => Gulliver definiše pregovaranje kao proces u kojem dve strane, uz podršku drugih, pokušavaju da postignu zajedničku odluku o problemu oko kojeg postoji neslaganje Š1Ë.
LL@(0010) According to Robinson and Volkov, negotiation is a process in which negotiators lay their objectives at the negotiating table, share information and search for effective alternatives Š2Ë. Duening and Sherrill view negotiating as a process in which two or several parties attempt to reach an agreement in a situation characterised by a certain level of real or possible disagreement Š3Ë. => Prema Robinsonu i Volkovu pregovaranje je proces u kojem učesnici svoje ciljeve unose na pregovarački sto, dele informacije i traže delotvorne alternative Š2Ë. ~~~ Duening i Sherrill vide pregovaranje kao proces u kojem dve ili više strana pokušavaju da sklope sporazum u situaciji koju karakteriše neki nivo stvarnog ili mogućeg neslaganja Š3Ë.
LL@(0011) As much as these definitions differ in details, they nevertheless share some mutual features: negotiation includes two or more negotiating parties; each of the parties have their objectives which may be incompatible to a smaller or to a larger extent; during some kind of process alternatives are sought for the purpose of reaching an agreement between/among the parties. => Mada se ove definicije razlikuju u detaljima, one dele neke opšte karakteristike: u pregovaranje je uključeno dve ili više pregovaračkih strana, svaka od njih ima neke ciljeve koji mogu biti manje ili više u nesaglasju, u nekoj formi procesa istražuju se alternative u svrhu postizanja sporazuma između strana.
LL@(0012) 2. ~~~ Elements of negotiation Negotiating normally consists of the following elements: 1. => Elementi pregovaranja Pregovaranje se, po pravilu, sastoji od sledećih glavnih elemenata:
LL@(0013) Negotiating is primarily a process that includes two parties two persons, two groups, two organizations, or an interpersonal relationship. => 1. ~~~ Pregovaranje je prvenstveno proces koji uključuje dve strane dve osobe, dve grupe, dve organizacije ili međulični proces.
LL@(0014) It is most frequently a one-to-one process. => Pregovaranje je najčešće jedan-na-jedan proces.
LL@(0015) Negotiation can also be a group process, e.g. planning group whose members jointly work out a strategic plan. => Takođe, pregovaranje može biti i grupni proces, kao npr. grupa za planiranje koja zajedničkim radom dolazi do strateškog plana.
LL@(0016) Negotiating can finally be viewed as a process going on within a sole person an inward debate on how we are going to act. 2. => Na pregovaranje se može gledati i kao na proces unutar osobe debata koja se odvija u nama šta ćemo činiti. 2.
LL@(0017) The parties interests are incompatible, that is, they disagree about some issue. => Strane imaju nesaglasje interesa tj. one se ne slažu oko nečega.
LL@(0018) The issue may be a conflict of preferences, disagreement in attitudes on priorities or, most frequently, a conflist as regards resources: disagreement as to who will obtain a certain volume, amount or grant. ~~~ 3. => To može biti sukob preferencija, nepodudarna mišljenja u vezi prioriteta ili najčešće sukob oko resursa: neslaganje oko toga ko će dobiti koju veličinu, iznos ili dotaciju. 3.
LL@(0019) Negotiating is a predominantly voluntary activity. => Pregovaranje je uglavnom voljna aktivnost.
LL@(0020) Few negotiators are actually forced to negotiate; it is us who choose to negotiate in the belief that the process will improve our outcomes. => Većina pregovarača je retko prisiljena da pregovara; već mi biramo da pregovaramo jer verujemo da će taj proces poboljšati naše ishode.
LL@(0021) Negotiations are voluntary in that we can always take it or leave it, however we negotiate in order to improve our outcomes via dialogue and discussion. => Pregovo ri su voljni u smislu da uvek možemo da prihvatimo li ostavimo, ali pregovaramo da bismo poboljšali ishode kroz dijalog i diskusiju. 4.
LL@(0022) 4. ~~~ Negotiations mean management of two types of entities: tangible and intangible assets. => Pregovori uključuju upravljanje sa dve vrste entiteta: materijalna i nematerijalna aktiva.
LL@(0023) Tangible assets cover all the real issues to be solved through negotiating and most attention in planning and negotiating is paid to these assets. => Materijalna aktiva su stvarna pitanja koja treba rešiti putem pregovaranja i većina pažnje u planiranju i pregovorima odnosi se na ovu aktivu.
LL@(0024) Intangible assets is not so visible, they are rather psychological. => Nematerijalna aktiva je manje vidljiva, više psihološka.
LL@(0025) The psychological goals and aspirations are paid less attention to, although they are sometimes more important. => Oni kojima se pridaje manja pažnja, mada su ponekad važniji, su psihološki ciljevi i stremljenja.
LL@(0026) Intangible assets may include superiority, better advancing compared to competitor, appear tough and strong, being just to all parties, etc. => Nematerijalni ciljevi mogu da uključuju nadmoć, bolje napredovanje od suparnika, izgledati izdržljivo i snažno, biti pravedan prema svim stranama, itd.
LL@(0027) Sound planning in negotiation require that the parties should determine any tangible and intangible assets important for the negotiations, and be careful about what is necessary to do so that intangible assets be efficiently satisfied. => Zdravo planiranje u pregovaranju zahteva da strane utvrde svu materjalnu i nematerijalnu aktivu važnu za pregovore, i moraju imati obzira prema onome što je potrebno da se efikasno zadovolji nematerijalna aktiva. 5.
LL@(0028) 5. ~~~ Negotiating is a process of giving and taking. => Pregovaranje uključuje proces davanja i uzimanja.
LL@(0029) When the parties envisage negotiations, the starting situations are not the same as those in which the negotiations are terminated. => Kada strane predviđaju pregovaranje, početne situacije nisu iste kao one kojima se pregovori završavaju.
LL@(0030) Formulating an initial offer is done expecting that both parties will do it, and that they will normally differ in their starting positions; then they will bargain until they reach some points of agreement. => Formulisanje početnog zahteva se obavlja uz očekivanje da će obe strane to učiniti, da će biti udaljeni u svojim početnim pozicijama, a da će se zatim cenkati kako bi došli do zajedničkih tačaka.
LL@(0031) Finally the parties expect that they come sloser to each other in a kind of expected but not really predictable game, in which different outcomes are possible. ~~~ 3. => Naposletku strane očekuju da se približe jedna drugoj, u nekom obliku očekivane ali ne tačno predvidive igre, pri čemu su mogući različiti krajnji ishodi.
LL@(0032) Power factors in negotiating There are different ways in which one negotiator can achieve advantage during negotiations. => Faktori moći u pregovaranju Postoji mnogo načina kojima pregovarač može postići nadmoć u toku pregovora.
LL@(0033) The power factor is an element that may significantly increase or reduce the negotiators capability of achieving his goals. => Faktor moći je element koji značajno može da uveća ili da umanji pregovaračevu sposobnost da postigne ciljeve.
LL@(0034) The following key factors act in such a way. ~~~ (1) the nature and kind of available information; (2) the presence of constitutive boards and their support; (3) time and deadlines; (4) alternatives in reaching the agreement proposed; (5) negotiators personal traits. => Sledećih pet ključnih faktora deluju na takav način. (1) priroda i vrsta raspoloživih informacija, (2) prisustvo konstitutivnih odbora i njihova podrška, (3) vreme i rokovi, (4) alternative u postizanju predloženog sporazuma i (5) lične osobine pregovarača.
LL@(0035) Information. => Informacije.
LL@(0036) In its core, negotiating is an exchange of information. ~~~ This information is directed and organized so as to convince the other party to see it the way we do. => U srži svog procesa, pregovaranje je razmena informacija; ove informacije su usmerene i organizovane da ubede drugu osobu da ih vidi na naš način.
LL@(0037) It does not suffice that we just declare (or require) that we want something, we have to be able to state why we want it and use convincing arguments to support our claim. => Nije dovoljno da samo izjavimo (ili zahtevamo) da nešto želimo, moramo biti sposobni da navedemo zašto to želimo i da koristimo argumente za ubeđivanje.
LL@(0038) Therefore, successful negotiators try to predict which information they will need in any possible situation and they prepare thoroughly. => Stoga, uspešni pregovarači pretpostavljaju koje informacije će im biti potrebne u bilo kojoj situaciji i temeljno se pripremaju.
LL@(0039) The better the preparation, organization and use of information, the better the chances that the party will have a more convincing case. => Što je bolja priprema, organizovanje i upotreba informacija, sve je više izgleda da će ta strana imati ubedljiviji slučaj.
LL@(0040) Although the real nature of information planning (which particular information will be needed) changes from one negotiation session to another, the following preparation of information is usually required in order that a favourable outcome be produced: Defining goals: What do we want to achieve? => Iako se tačna priroda planiranja informacija, koja će određena informacija biti potrebna, menja od jednog pregovora do drugog, sledeća priprema informacija je obično neophodna za uspeh:
LL@(0041) What are our goals? => Definicija cijeva:
LL@(0042)  => Šta želimo da postignemo?
LL@(0043) Defining information required to support our goals: How can we build a convincing case that will be in favour of our goals? => Šta su naši ciljevi? ~~~ Definicija informacija koje su potrebne za zagovaranje naših ciljeva: ~~~ Kako da gradimo ubedljiv slučaj koji će ići u prilog naših ciljeva?
LL@(0044) Which facts and figures do we need? => Koje činjenice i cifre su nam potrebne?
LL@(0045) Defining information required to challenge the other partys arguments: Can we predict what they will want? => Definicija informacija potrebnih za osporavanje argumenata drugog pregovarača: ~~~ Možemo li da predvidimo šta će oni želeti?
LL@(0046) How can we challenge the arguments they are going to produce? => Kako ćemo da osporimo argumente koje će oni da daju?
LL@(0047) After we have offered our arguments, how are they going to answer? => Pošto iznesemo svoje argumente, kakvim će oni uzvratiti?
LL@(0048) What can we do to refute their arguments or their attempts to undermine our position? => Šta možemo da uradimo da opovrgnemo njihove argumente ili njihove pokušaje da podrivaju našu poziciju?
LL@(0049) How shall we define our initial claim and our limitations? => Kako da definišemo svoj početni zahtev i svoja ograničenja?
LL@(0050) If we prepare information carefully, we may make wise decisions as to which extent our claim will be taken as reasonable, having in mind that we will have to make concessions, but that we achieve our goal. => Ako brižljivo pripremimo informacije, možemo da donesemo mudre odluke do kog nivoa će naš zahtev biti shvaćen kao razuman, imajući u vidu da ćemo morati da pravimo ustupke, a ipak da postignemo cilj.
LL@(0051) Negotiators should collect information on their counterparty, their goals, style, reputation, etc. => Pregovarači treba da pribave informacije o svom takmacu, o njegovim ciljevima, stilu, reputaciji itd.
LL@(0052) In any interaction, especially the competitive one, the more we get to know about or opponent, the better our predictions of his behaviour will be. => U svakoj interakciji, naročito takmičarskoj, što više saznamo o suparniku, bolje ćemo predvideti kako će se ponašati.
LL@(0053) A better preparation, predicting the necessary information in order to successfully discuss the position or challenge the other party help increase our power most. => Bolja priprema, kroz predviđanje potrebnih informacija da bi se uspešno raspravljala pozicija ili osporavali argumenti suparnika, je glavno za uvećavanje nečije moći.
LL@(0054) Constitutive board and organizational support. => Konstitutivni odbor i organizaciona podrška.
LL@(0055) In a large number of business negotiations the individual does not negotiate only for himself. => U mnogim poslovnim pregovorima, pojedinac ne pregovara samo za sebe.
LL@(0056) The goals and purposes are set together with other individuals and groups that will benefit from winning or lose if the negoriations are not terminated in our favour. => Ciljevi i svrhe su postavljeni zajedno sa drugim osobama i grupama koje će imati korist ako ih postigne ili će izgubiti ako to ne učini.
LL@(0057) A constitutive board is a group to which the negotiators belong and whose interests they promote or protect. => Konstitutivni odbor je grupa kojoj pregovarači pripadaju i čije interese zagovaraju ili štite.
LL@(0058) Constitutive boards play two important roles in negotiations. => Konstitutivni odbori igraju dve važne uloge u pregovaranju.
LL@(0059) Firstly, they help us define our goals, tell us what is acceptable and what is not as regards the initial offer, goal or final purpose. => Prvo, pomažu nam da definišemo naše ciljeve, govore nam šta je prihvatljivo ili ne u smislu počet ne ponude, cilja i krajnje svrhe.
LL@(0060) Secondly, constitutive boards evaluate our achievement after we have returned from negotiations. => Drugo, konstitutivni odbori nas ocenjuju kada se vratimo sa pregovora.
LL@(0061) They judge us on the basis of what we have achieved and they award or punish us accordingly. => Sude o nama na osnovu onoga što smo postigli, pa nas prema tome nagrađuju ili kažnjavaju.
LL@(0062) The role of constitutive boards may be summarised as follows: As their direct experience about the other party is rather limited, constitutive boards tend to believe that the goals set for the negotiations are not difficult to achieve. => Postoje sledeći zaključci u vezi sa ulogom konstitutivnog odbora: ~~~ Pošto imaju vrlo malo direktnog iskustva sa suparnikom, konstitutivni odbori su skloni da veruju da ciljevi koje su postavili pregovaraču nisu teški za postizanje.
LL@(0063) It appears that constitutive boards are almost always unreasonable and expect more than can be achieved. => Čini se da su konstitutivni odbori skoro uvek nerazumni i očekuju više nego što se može postići.
LL@(0064) As they usually do not hear the other partys arguments directly, constitutive boards do not see the reason to change their initial claims. => Pošto obično ne čuju suparnikove argumente iz prve ruke, konstitutivni odbori ne vide razlog da menjaju svoje početne zahteve.
LL@(0065) Thus the negotiators often find it more difficult to persuade their constitutive boards which goals can reasonably be achieved than to persuade the other party about the nature of their goals. => Tako je za mnoge pregovarače teže da ubede svoje konstitutivne odbore koji se ciljevi zaista mogu postići nego da ubede suparnike u prirodu svojih ciljeva.
LL@(0066) Hence, the negotiators always have to point out to their boards what is it that is possible and reasonable in negotiations, otherwise the expectations may slip the control. => Iz ovoga proizilazi da pregovarači moraju stalno isticati svojim odborima šta je to što je moguće i realno u pregovorima, tako da se ne dozvoli da očekivanja izmaknu kontroli.
LL@(0067) Constitutive boards appreciate and award a well done job, as well as criticize and punish the results contrary to expected. => Konstitutivni odbori daju pozitivne ocene i nagrade za dobro obavljen posao i negativne ocene i kazne u suprotnom slučaju.
LL@(0068) The boards efforts are directed towards forcing the negotiator to do his best to achieve the set goals. => Napori odbora su usmereni da nateraju pregovarača da se svom snagom bori za postavljene ciljeve.
LL@(0069) The boards also manage the negotiator in that they manage his authority, his capability of doing the job himself. => Takođe ovi odbori upravljaju pregovaračem tako što upravljaju njegovim ovlašćenjem, njegovom sposobnošću da sam obavi posao.
LL@(0070) Although those who are authorised to contract business themselves are thought to have more power, the negotiator usually does not find an absolute authority advantageous! => Iako se za one koji su ovlašćeni da mogu sami da sklapaju poslove misli da imaju više moći, neograničeno ovlašćenje obično nije prednost za pregovarača!
LL@(0071) All negotiators may be exposed to intense pressures from the part of the other party to agree; a negotiator who has to consult his constitutive board always has a safety gauge protecting him from yielding to unreasonable pressures. => Svi pregovarači mogu biti izloženi izuzetnim pritiscima od strane suparnika da se saglase; pregovarač koji mora da se dogovori sa svojim konstitutivnim odborom uvek ima sigurnosni ventil koji ga štiti da ne podlegne nerazumnim pritiscima.
LL@(0072) When a negotiator has a constitutive board that set reasonable goals to him and supports him in discussions, the negotiator is very powerful. => Kada pregovarač ima konstitutivni odbor koji mu postavi razumne ciljeve i podržava ga u dogovaranju, pregovarač je veoma moćan.
LL@(0073) In case the constitutive board does not support the negotiator or severely limits his authority, or when the negotiator enjoys absolute authority, his power decreases significantly. => Kada konstitutivni odbor ne podržava pregovarača i oštro ograničava njegova ovlašćenja ili kada pregovarač ima neograničena ovlašćenja, njegova moć značajno opada.
LL@(0074) Time and deadlines pressure. => Pritisak vremena i rokova.
LL@(0075) Negotiating is basically a time limited activity. => Pregovaranje je u osnovi vremenski ograničena aktivnost.
LL@(0076) As a popular saying provides, work fills the time available, so the negotiations fill the time available. => Kako poznata izreka kaže rad ispunjava raspoloživo vreme, tako i pregovori popunjavaju raspoloživo vreme.
LL@(0077) This means that the majority of concessions are made towards the end of negotiations. => To znači da većina ustupaka se pravi pri isteku roka za pregovore.
LL@(0078) The reasons for this are numerous: the parties fail to create a programme, they lose a sense of time, they argue for too long, etc. => Postoje mnogi razlozi zašto se ova pojava javlja: strane ne uspevaju da stvore program, izgube osećaj za vreme, raspravljaju predugo itd.
LL@(0079) The most important reason, however, is that the deadline is a welcome excuse for making concessions. => Ali najvažniji razlog je da rok stvara odgovarajuće opravdanje za pravlje nje ustupaka.
LL@(0080) Each party may state their arguments and points of view for an infinitely long time; without a deadline, the parties will continue to hesitate and put things off in order to exhaust each other. => Svaka strana može da iznosi svoje argumente i gledište beskrajno dugo; ako nema roka strane će neprestano nastavljati da oklevaju i odlažu kako bi iznurili jedni druge.
LL@(0081) However, when there is a deadline, the parties may use it to make concessions. => Ali kad postoji rok, strane ga mogu iskoristiti kao razlog za pravljenje ustupaka.
LL@(0082) Moreover, postponing may be useful for convincing your board that you stuck as long as you could before you were forced to make a major concession. => Štaviše, odlaganje može biti uspešno za ubeđivanje vašeg konstitutivnog odbora da ste se držali što je duže moguće pre donošenja ključnog ustupka.
LL@(0083) When both parties have the same deadline or neither has it, the power of deadline is balanced. => Kada obe strane imaju isti rok ili ga nijedna nema, snaga roka je izjednačena.
LL@(0084) However, when one party has a deadline, and the other does not, it is the party that does not, that has an advantage. => Ali kad jedna strana ima rok a druga ga nema, strana bez roka ima prednost.
LL@(0085) The reason for that is that the party that does have a deadline feels pressure to move towards reaching the agreement, whereas the party that does not have a deadline does not feel a pressure at all; as a reasult, the latter may postpone things and set an unreasonable time pressure upon the former. => Razlog za to je što strana koja ima rok oseća pritisak da načini pomak ka dogovoru, dok ova strana bez roka ne oseća takav pritisak; i kao rezultat toga, ovaj drugi može da odugovlači i postavlja neodgovarajući pritisak vremena na prvog.
LL@(0086) Options towards reaching the agreement. => Opcije do sporazuma.
LL@(0087) The fourth factor is the power to have more than one alternative. => Četvrti faktor je moć raspolaganja sa više alternativa.
LL@(0088) People always negotiate as if the outcome they wish to achieve were the only possible outcome; consequently, they entirely devote themselves to the process, doing whatever it takes to complete the task. => Ljudi stalno pregovaraju kao da je određeni ishod koji žele da postignu jedini moguć ishod; shodno tome, oni se u potpunosti predaju tom procesu, radeći štagod je potrebno da završe posao.
LL@(0089) This is a nonproductive negotiation behaviour; in an emotion-heated negotiation we become too eager to get a contract only to gain a feeling of psychological success from concluding the negotiations. => To je neproduktivno pregovaračko ponašanje; u emotivnoj vrelini pregovaranja, postajemo isuviše predani da dobijemo posao samo da bismo stekli osećaj psihološkog uspeha iz zaključenja pregovora.
LL@(0090) Psychologists call this process of excessive eagerness a falling into a trap. => Psiholozi nazivaju ovaj proces prevelike posvećenosti hvatanje u zamku.
LL@(0091) In such a situation we feel as if we depended on the desired goal. => U takvoj situaciji ponašamo se kao da smo zavisni od željenog cilja.
LL@(0092) We act like this because we are emotionally engaged; because we cannot withdraw in the face of obligations that are usually publicized, without fearing we will appear weak and silly to others; and because we invested so much time, money and energy so we cannot afford to withdraw. => Tako se ponašamo jer smo emocionalno angažovani; jer ne možemo da se povučemo pred obavezama, koje su obično javno objavljene, a da ne pomislimo da ćemo izgledati slabo i glupo; i jer smo uložili već toliko vremena, novca i energije da ne možemo da dozvolimo da se povučemo.
LL@(0093) Good options (for a possible agreement in negotiations) give us power, since they liberate us from these dynamics. => Dobre opcije (za mogući sporazum u raspravi) daju nam moć jer nas oslobađaju ovih dinamika.
LL@(0094) We no longer have to insist in order that we should reach an agreement at any price. => Ne moramo više da insistiramo da bi smo postigli dogovor po svaku cenu.
LL@(0095) If we have a good option, we will have no reason to feel desperate; if the job fails, we still have a chance to get back to that idea. => Ako imamo dobru opciju, onda nećemo imati ikakvo osećanje očajanja; ako posao propadne uvek imamo mogućnost da se vratimo na tu ideju.
LL@(0096) Similarly, good options act as alternative to a final solution or limitations. => Takođe, dobre opcije se ponašaju kao alternativa krajnjem rešenju ili ograničenjima.
LL@(0097) If we have a good option, we should continue negotiating only if we expect to gain an even better option. => Ako imamo dobru opciju onda treba da nastavimo pregovaranje samo ako će nam na izvestan način pružiti bolju opciju.
LL@(0098) Fisher and Ury call this the best alternative to a negotiated agreement BATNA (hereinafter we will use the term best alternative) Š5Ë. => Fisher i Ury nazivaju to najbolja alternativa za pregovarani sporazum BATNA, skraćenica od engleskih reči best alternartive to a negotiated agreement (u daljem tekstu ćemo koristiti izraz najbolja alternativa) Š5Ë.
LL@(0099) The best alternatives enable us to tell the other party how to shape their offers, as the job discussed must be better than our best alternative in order that we should accept it as attractive; it is also a powerful tool to persuade the other party that the job has to satisfy our needs. => Najbolje alternative nam omogućavaju da našim suparnicima kažemo kako da uobliče svoje ponude, jer posao o kome se raspravlja mora biti bolji od naše najbolje alternative da bismo ga smatrali privlačnim; takođe nam pruža moćno oruđe za ubeđivanje naših suparnika da posao mora da zadovolji naše potrebe.
LL@(0100) Personal power. => Lična moć.
LL@(0101) The negotiators also have some personal qualities that can make them more powerful. => Pregovarači imaju i određene lične kvalitete koji ih mogu učiniti moćnijim.
LL@(0102) These include: Pesuasiveness. => Oni uključuju: ~~~ Ubedljivost.
LL@(0103) Good negotiators have to stick to their attitudes and to create arguments in a way that they are persuasive. => Dobri pregovarači mogu da zastupaju svoje gledište i da grade argumente na način koji ih čini uverljivim.
LL@(0104) Good logic, good communication skills (eye contact, clear voice) and a strong personal committment to goals enhances persuasiveness. => Dobro logično razmišljanje, dobre komunikacijske veštine (kontakt očima, jasan glas) i jaka lična posvećenost ciljevima doprinosi ubedljivosti.
LL@(0105) Consistency. => Postojanost.
LL@(0106) Good negotiators are consistent. => Dobri pregovarači su postojani.
LL@(0107) At the beginning they do not accept no as an answer. => Na početku ne prihvataju ne kao odgovor.
LL@(0108) A negotiator must be careful not to become a pest, however, he must take care not to withdraw only because the first answer to his claim was no. => Pregovarač mora da bude oprezan da ne ispadne dosadna napast, ali isto tako mora da pazi da se ne povuče samo zato što je prvi odgovor na njegov zahtev bio ne.
LL@(0109) Consistency helps good negotiators to discover that there are many perhaps, it is possible or it depends, behind the initial no. => Postojanost pomaže dobrim pregovaračima da otkriju da ima mnogo možda, moguće ili zavisi od, iza prvog ne.
LL@(0110) Integrity and character. => Integritet i karakter.
LL@(0111) Successful negotiators are reputable for their reliability, honesty and principles. => Uspešni pregovarači uživaju ugled za svoju pouzdanost, poštenje i principijalnost.
LL@(0112) If our character and motivation are doubtful, people will refuse to negotiate with us since they fear we will cheat them or that we will fail to fulfill our obligations. => Ako su naš karakter i motivacija sumnjivi, ljudi će odbijati da pregovaraju sa nama jer se plaše da ne budu izigrani ili nisu sigurni da ćemo ispuniti obaveze.
LL@(0113) On the contrary, if we are reputed for high integrity, people will want to negotiate with us since they know we are truthful, that the offer is fair and that we will stick to the agreement. => Suprotno tome, ako imamo ugled visokog integriteta, ljudi će želeti da pregovaraju sa nama jer znaju da govorimo istinu, da je ponuda poštena i da ćemo se pridržavati sporazuma.
LL@(0114) Each of these factors can either increase or decrease the success of negotiating. => Svaki od ovih faktora može ili da uveća ili da umanji uspešnost pregovarača.
LL@(0115) The negotiators who feel powerless should study how each factor acts in the coming negotiations and work out the ways to either increase theiw own power or reduce the power of the other party. => Pregovarači koji se osećaju nemoćno treba da prouče kako svaki faktor deluje u predstojećim pregovorima i da istraže načine ili da uvećaju sopstvenu moć ili umanje suparnikovu.
LL@(0116) 4. ~~~ Choosing negotiating strategy Savage, Blair and Sorenson propose two questions that condition the choice of the strategy. => Kako odabrati pregovaračku strategiju Savage, Blair i Sorenson su naveli dva pitanja koja treba da odrede izbor strategije.
LL@(0117) According to these authors, prior to choosing a negotiating strategy, the manager should take into account his own interests as well as interests of the organization Š4Ë. => Prema ovim autorima pre odabiranja strategije pregovaranja, rukovodilac treba da uzme u obzir svoje interese kao i interese organizacije Š4Ë.
LL@(0118) These interests will shape the answers to two basic questions: (1) Is the basic outcome very important for the manager? (2) ~~~ Is the relationship outcome important for the manager? => Ovi interesi će oblikovati odgovore na dva osnovna pitanja: (1) Da li je suštinski ishod veoma važan za rukovodioca? (2) Da li je ishod odnosa važan za rukovodioca?
LL@(0119) These two critical questions should be dealt with separately. => Prema ova dva kritična pitanja moramo se odnositi zasebno.
LL@(0120) All the outcomes may appear very important in one moment, however, a decicion must be made on how high a priority these questions really have in negotiations. => Iako svi ishodi mogu izgledati veoma važno u nekom trenutku, mora se odličiti koliko visok prioritet pitanja u pregovorima zaista imaju.
LL@(0121) Similarly, we must decide upon the importance of relationships between the negotiators. => Takođe mora se odlučiti o bitnosti odnosa između pregovarača.
LL@(0122) Each negotiation has relationship outcomes as well as the basic relations of negotiations the way we negotiate now will affect the quality of our relationships in the future. => Svaki pregovor ima ishode odnosa kao i suštinske odnose pregovora kako sada pregovaramo, imaće uticaja na kvalitet našeg odnosa u budućnosti.
LL@(0123) The relationship is measured by factors such as: the extent of mutual independence (to what extent we depend on the behaviour of the other party if we wish to achieve our own results); time span between the relationship (whether we predict to work together for a longer period in the future); the level of friendship we feel towards the other party and the correctness and ease of communicating with the other party. => Odnosi se mere činiocima kao što su: stepen nezavisnosti između nas (koliko zavisimo od ponašanja druge strane da bismo postigli sopstvene rezultate?); vremenski razmak odnosa (da li predviđamo da ćemo raditi dugo u budućnosti?); nivo prijateljstva koji osećamo prema drugoj strani i korektnost i lakoća komunikacije sa drugom stranom.
LL@(0124) Duening and Sherrill point out that basic outcomes and relationship outcomes are not mutually exclusive, however, deciding in favour of one category as dominant in relation to the other will affect the choice of negotiating strategies Š2Ë. => Duening i Sherill ističu da suštinski ishodi i ishodi odnosa nisu uzajamno isključivi, ali opredeljenje za jednu kategoriju kao dominantnu u odnosu na drugu, će uticati na izbor pregovaračkih strategija Š2Ë.
LL@(0125) According to Savage, Blair and Sorenson Š4Ë, there are basically four main negotiating strategies, depending on what we find important basic outcomes or relationship outcomes, and these are presented in Figure 1. => Prema Savageu, Blairu i Sorensonu Š4Ë, u osnovi postoje četiri glavne strategije pregovaranja, zasnovano na tome šta nam je važno suštinski ishodi ili ishodi odnosa, što je dato na slici 1.
LL@(0126) Open inferiority. => Otvorena podređenost.
LL@(0127) The strategy to be followed when the parties are seriously concerned with their relationship and the basic outcome is of lesser importance is the open inferiority. => Strategija koju treba slediti kada su strane jako zabrinute za odnos a kada je suštinski ishod manje važan, jeste otvorena podređenost.
LL@(0128) According to this strategy, we give in in negotiating essential issues to make the oter party happy, that is, we give them what they want and keep and improve our relationship. => U ovoj strategiji, ustupamo pred pregovaranjem na suštinska pitanja da bismo drugu stranu učinili srećnom, odnosno, dajemo im ono što žele, a čuvamo i poboljšavamo odnos.
LL@(0129) Other terms for this strategy are cessions or even flattering. => Drugi nazivi za ovu strategiju su ustupak ili čak ulagivanje.
LL@(0130) Why should a negotiator choose this straegy? => Zašto bi pregovarač odabrao ovu strategiju?
LL@(0131) There may be a number of reasons: The negotiator is not really concerned with basic issues, but wants the other party to give him something else. => Može postojati nekoliko razloga: ~~~ Pregovaraču uopšte nije stalo do suštinskih pita nja, već želi nešto drugo od suprotne strane.
LL@(0132) The negotiator is willing to trade the possible basic outcomes in the present negotiations for a greater advantage in the future negotiations. => Pregovarač je voljan da trguje sa mogućim suštinskim ishodima u sadašnjim pregovorima zarad bolje prednosti u budućim pregovorima.
LL@(0133) The negotiator cares deeply about the relationship and does not wish to increase tensions by a possible conflict about current issues. => Pregovaraču je iskreno stalo do odnosa i ne želi da povećava napetost mogućim sukobom oko tekućih pitanja.
LL@(0134) Some negotiators find inferiority a difficult strategy since it looks lowly and degrading. => Podređenost je teška strategija za neke pregovarače jer se čini snishdljivom i ponižavajućom.
LL@(0135) However, experienced negotiators will agree that in some cases it is by all means advisable to let the other party win and thereby save the relationship and the opportunity for a later moment, when the stakes are much more important and attractive. => Ali iskusni pregovarači će se složiti da je u nekim slučajevima itekako podesno dozvoliti drugoj strani da pobedi i tako sačuvati odnos i priliku za kasnije, kada su ulozi mnogo važniji i primamljiviji.
LL@(0136)  => Stragegija 1 POUZDANA SARADNJA Obe vrste ishoda važne Situacija 1 Suštinski ishod Stragegija 2 OTVORENA PODREÐENOST Prvenstvo ishodu odnosa Situacija 2 Suštinski ishod veoma važan: ~~~ NE Ishod odnosa veoma važan:
LL@(0137)  => DA Stragegija 4 AKTIVNO IZBEGAVANJE PREGOVORA Nijedan ishod nije važan Situacija 4 Suštinski ishod veoma važan:
LL@(0138)  => NE Ishod odnosa veoma važan:
LL@(0139)  => NE veoma važan:
LL@(0140) Strategy 1 STEADY COLLABORATION Both outcomes important Situation 1 Basic outcome very important : YES Relationship outcome very important: YES Strategy 2 OPEN INFERIORITY Priority given to relationship outcome Situation 2 Basic outcome very important : NO Relationship outcome very important: YES Strategy 3 FIERCE COMPETITION Priority given to basic outcome Situation 3 Basic outcome very important : YES Relationship outcome very important: NO Strategy 4 ACTIVE EVASION OF NEGOTIATION Neither outcome is important Situation 4 Basic outcome very important : NO Relationship outcome very important: NO Figure 1. => DA Ishod odnosa veoma važan: ~~~ DA Stragegija 3 OŠTRO TAKMICENJE Prvenstvo suštinskom ishodu Situacija 3 Suštinski ishod veoma važan: ~~~ DA Ishod odnosa veoma važan: ~~~ NE Slika 1.
LL@(0141) Four negotiating strategies Active evasion. => Četiri strategije pregovaranja Aktivno izbegavanje.
LL@(0142) The strategy to be followed when neither the basic outcome nor the relationship is important is known as active avoidance. => Strategija koju pregovarač treba da sledi kada mu ni suštinski ishod ni odnos nisu važni, poznata je kao aktivno izbegavanje.
LL@(0143) Using this strategy in some circumstances, the negotiator may conclude that little can be achieved in negotiating essential (basic) issues and that the relationship is not worth wasting effort on. => Na taj način, u nekim okolnostima, pregovarač može da odredi da se vrlo malo može postići pregovorima o suštinskim pitanjima i da je odnos dovoljno nebitan da bi se i na to trošila energija.
LL@(0144) The plain refusal to negotiate is the most aggressive form of evasion; other forms are more agreable, politer and socially more acceptable, e.g. when we do not show much concern or do not complain but concentrate on things that can hardly be more productive. => Samo odbijanje da se pregovara je najagresivniji oblik izbegavanja, drugi oblici su prijatniji, kulturniji i društveno prihvatljiviji kao jednostavno kada ne izražavamo veliku zabrinutost ili primedbe i koncentrišemo se na stvari koje teško mogu da budu produktivnije.
LL@(0145) Competitive strategy (fierce competition). => Konkurentska strategija (oštro takmičenje).
LL@(0146) The competitive strategy is implemented when the negotiator is concerned with the outcome, rather than the relationship with the other party. => Konkurentska strategija se zastupa kada je pregovarač zabrinut za ishod ali ne i za odnos sa drugom stranom.
LL@(0147) It is followed when one is willing to do anythuing to achieve his goals. => Ona se sledi kada je neko voljan da učini sve što je potrebno da bi postigao ciljeve.
LL@(0148) The competitive strategy (I win you lose) is usually implemented in the following circumstances: (1) the negotiator has short-term goals and has to achieve the best possible contract now, no matter what happens in the future; (2) the negotiator believes that the goals of the two parties are basically disparate, i.e., the more the other party gets, the less remains for me; (3) the negotiator believes that the other party is probably competition oriented, which justifies, even makes it necessary that he should resort to fierce competition to protect himself; (4) when the inexperienced negotiators are told to negotiate, they will probably acquire some or all the qualities of a classic competitive negotiator. => Konkurentska strategija (dobijem-izgubiš) se obično primenjuje kada su sledeći uslovi prisutni: (1) pregovarač ima kratkoročne ciljeve, treba da obezbedi najbolji mogući dogovor sada, ne brinući o tome šta će se desiti u budućnosti; (2) pregovarač veruje da su ciljevi dve strane u osnovi nepodudarni, odnosno, što više druga strana dobije, to manje za mene; (3) pregovarač veruje da je druga strana vrlo verovatno takmičarski orjentisana, što opravdava, čak čini nužnim da odabere oštro takmičenje da zaštiti sebe; (4) kada se pregovaračima koji imaju malo iskustva u pregovorima kaže da pregovaraju, oni će verovatno primiti neke ili sve osobine klasičnog takmičarskog pregovarača.
LL@(0149) The competitive strategy requires that certain points in the bargain range be defined. => Konkurentska strategija zahteva definiciju nekih tačaka u opsegu cenkanja.
LL@(0150) These points are the following: The first point is the target point that marks where the negotiator would like to conclude the negotiations. => Ove tačke su sledeće: ~~~ Prva tačka je ciljna tačka koja označava gde bi pregovarač želeo da završi pregovore.
LL@(0151) For example, if the aim is to purchase a second-hand vehicle, the target point will be the amount of money one would normally be willing to spend. => Na primer, ako je cilj kupiti polovno vozilo, ciljna tačka je količina novca koju bi neko optimalno želeo da potroši.
LL@(0152) Suppose that RSD 250,000 were enough to by an appropriate car. => Pretpostavimo da je 250.000 rsd dovoljno da se kupe odgovarajuća kola.
LL@(0153) The amount may be determined on the basis of savings and earnings, by determining the type of car that is required and selecting those cheaper than RSD 250,000, or on the information that someone bought his car at the price that amounts to this. => Ova svota može biti određena na osnovu ušteđevine i zarade, određivanjem vrste kola koja su potrebna i odabirom onih do 250.000 rsd ili obaveštenjem da je neko toliko platio za njegova polovna kola.
LL@(0154) Although a better planning of the target point leads to a greater willingness to stick to it during negotiations, any valid argument may lead to setting a reasonable target point. => Iako bolje planiranje ciljne tačke vodi većoj spremnosti da se nje držite tokom pregovora, bilo koji dobar argument vodi postavljanju razumne ciljne tačke.
LL@(0155) The second point is the resistance point. => Druga tačka je tačka otpora.
LL@(0156) This is the ultimate point the negotiator will never go beyond. => Ovo je krajnja tačka preko koje pregovarač neće da ide.
LL@(0157) For example, the negotiator decided that he would under no circumstances spend more than RSD 300,000 to buy a car. => Npr. pregovarač je odlučio da ni pod kojim okolnostima neće potrošiti više od 300.000 rsd za vozilo.
LL@(0158) This is his resistance point. => Ovo je njegova tačka otpora.
LL@(0159) The advantage of the resistance point, especially the one set in advance, is that it enables the negotiator to resist being drawn into the business he will later be unhappy about. => Prednost tačke otpora, naročito unapred postavljene, je da omogućava pregovaraču da ne bude uvučen u posao kojim će kasnije biti nezadovoljan.
LL@(0160) The third point is the presence of the best alterna tive (BATNA). => Treća tačka je postojanje najbolje alternative (BATNA).
LL@(0161) The difference between this one and the resistance point is that the best alternative means an agreement resorted to in case the outcome of the current negotiations has not been reached, whwreas the resistance point is the one at which we abandon the negotiations. => Razlika između nje i tačke otpora je ta da je najbolja alternativa dogovor kome se pribegava ako ishod tekućih pregovora nije postignut, a tačka otpora je tačka na kojoj ispadamo iz pregovora.
LL@(0162) The best alternatives offer a solution we may insist on if the negotiations do not advance the way we planned. => Najbolje alternative nude rešenje koje možemo da tražimo ako se tekući pregovori ne odvijaju dobro.
LL@(0163) A very successful strategy is to cherish an appropriate best alternative and to insist that the other party either consent or offer a more viable option in order that we conclude a deal. => Jedna veoma uspešna strategija je da se neguje odgovarajuća najbolja alternativa i da se insistira da naš protivnik mora da se ili složi ili da ponudi bolju opciju od naše kako bi zaključili posao.
LL@(0164) If we know that we can purschase a second best car at RSD 270,000, we have to insist that the other party sell their car at a price lower than RSD 270,000, or we will decide in favour of our best alternative. => Ako znamo za druga dobra kola koja sigurno možemo da kupimo za 270.000 rsd, moramo da insistiramo na tome da naš protivnik je voljan da proda svoja za manje od 270.000 rsd ili ćemo se odlučiti za našu najbolju alternativu.
LL@(0165) The last defined point is the initial offer, which is the negotiators initial position: the first offer or claim. => Poslednja predodređena tačka je početna ponuda, koja je pregovaračeva početna pozicija: prva ponuda ili zahtev.
LL@(0166) Starting with an offer and gradually making cessions, the negotiator expects to move from the starting point towards the goal. => Počevši sa ponudom a zatim praveći ustupke, pregovarač očekuje da se kreće od početne tačke do cilja.
LL@(0167) This point is most difficult to define, since it depends on the circumstances in which we negotiate, rather than on what we want or are able to pay. => Ovo je najteža tačka za definisanje, jer ona zavisi manje od onoga što mi želimo ili možemo da platimo a više od okolnosti u kojima pregovaramo.
LL@(0168) In Table 1 we assume that the negotiator decided upon the starting amount of RSD 200,000. => U tabeli 1 pretpostavimo da se pregovarač odlučio za početnu ponudu od 200.000 rsd.
LL@(0169) Table 1 Bargain scope definition the buyers standpoint (in 000) Initial offer Target point Best alternative Resistance point RSD 200 RSD 250 RSD 270 RSD 300 These four points make the negotiators bargain range. => Tabela 1 Definicija opsega cenkanja kupčeva perspektiva (u 000) Pocetna ponuda 200 rsd Ciljna tacka 250 rsd Najbolja alternativa 270 rsd Tacka otpora 300 rsd Ove četiri tačke obrazuju pregovaračev opseg cenkanja.
LL@(0170) In terms of this range, we are in a position to discuss the essence of the competitions negotiating (Table 1). => Posmatrajući ovaj opseg u mogućnosti smo da razgovaramo o suštini konkurentskog pregovaranja (tabela 1).
LL@(0171) The bargain range spreads from the initial offer, where the negotiator starts with the initial offer, to the resistance point, beyond which the negotiator will not go. => Opseg cenkanja kreće se od početne ponude, gde pregovarač počinje sa prvom ponudom, do tačke otpora, preko koje pregovarač neće ići.
LL@(0172) In most negotiations we start negotiating knowing only our own points. => U većini pregovora, započinjemo pregovore poznavajući samo naše tačke.
LL@(0173) We may even be ignorant of the other partys initial offer. => Možda čak ne znamo početnu ponudu našeg protivnika.
LL@(0174) If, for example, the price of the car is shown on the car, it is the sellers initial offer; however, if an on sale advert is displayed, or if we bid without seeing it beforehand, we do not have any other information except our plan. => Na primer, ako je na kolima istaknuta cena, to je prodavčeva početna ponuda; ali ako na nalepnici piše Na prodaju ili ako se nadmećemo za kola na neviđeno, nemamo nikakvu drugu informaciju sem našeg planiranja.
LL@(0175) Therefore, the more information we collect on the initial offer, on the target point and on the other partys resistant point, the more intelligently we will plan our own range. => Stoga, što više informacija dobijemo o početnoj ponudi, ciljnoj tački i tački otpora druge strane to ćemo inteligentnije isplanirati naš sopstveni opseg.
LL@(0176) Similarly, it is obvious that we should plan our own target points and the resistance points in advance, so that we could be confident of our planning and understand that we might have to change these estimations when we obtain information on the others. an initial offer should be made that leaves the negotiator space to make cessions, at the same time offering an agreement that is equal, if not better, to someones target point. => Takođe, jasno je da treba da planiramo naše sopstvene ciljne tačke i tačke otpora unapred, kako bismo bili sigurni u naše planiranje, i kako bismo razumeli da ćemo možda morati da menjamo ove procene kada dođemo do informacija o drugima. ~~~ Dobijanje informacija o protivnikovoj početnoj ponudi, ciljnim tačkama i tačkama otpora su osnovni deo strategijskog razvoja. ~~~ Na primer, kada se određuje po četna ponuda, iskustvo nam govori da treba napraviti početnu ponudu koja ostavlja prostora pregovaraču za ustupke a ipak pruža dogovor koji je jednak, ako ne i bolji, nečijoj ciljnoj tački.
LL@(0177) Thus one buyer would spend RSD 250,000 for a second-hand car, but is willing to pay up to RSD 300,000 for an appropriate car, and he will certainly not grudge to pay RSD 280,000! => Tako bi jedan kupac želeo da potroši 250.000 rsd za polovan automobil, i voljan je potroši i do 300.000 rsd za odgovarajući, ali svakako se neće buniti ako kupi za 280.000 rsd!
LL@(0178) In order to do this, the buyer has to know how little he can offer and not offend the seller. => Da bi to učinio, kupac treba da zna koliko malo može da ponudi a da ne uvredi prodavca.
LL@(0179) Unfortunately, the practice does not offer a rule to this; rules differ largely from one negotiation to another and from one industry to another. => Na žalost, nema pravila u praksi za to; ona se značajno razlikuju od pregovora do pregovora i od industrije do industrije.
LL@(0180) If there is an active market for any kind of goods or services (such as cars or starting salaries for the employees), the market has probably defined a generally acceptable initial range. => Ako postoji aktivno tržište za bilo koju vrstu robe i usluga (kao što su automobili ili početne plate za zaposlenje) tržište je verovatno definisalo opšte prihvatljiv početni opseg.
LL@(0181) It is important that the negotiator is familiar with the negotiation range, if possible. => Važno je za pregovarača da zna opseg pre početka pregovora, ako je to moguće.
LL@(0182) A significant disturbance of range may cause major problems: a dramatically high or low initial offer will cause the loss of credibility. => Značajno narušavanje opsega može prouzrokovati glavne probleme: izrazito visoka ili niska početna ponuda izazvaće gubitak kredibiliteta.
LL@(0183) In order to learn more on the generally accepted range at any market, we should ask people who have already negotiated similar matter, read articles on the topic or ask an experts advice. => Da bi se saznalo više o uobičajeno prihvaćenom opsegu na bilo kom tržištu, treba pitati ljude koji su pregovarali o sličnim stvarima, čitati članke na tu temu ili potražiti savet stručnjaka.
LL@(0184) Collaboration strategy. => Strategija saradnje.
LL@(0185) The strategy to follow when both the basic and the relationship outcomes are important is the one dealing with a consistent collaboration (I win you win). => Strategija koju treba slediti kada su i suštinski ishod i ishod odnosa važni jeste ona koja se tiče pouzdane saradnje (dobijem-dobiješ).
LL@(0186) The negotiator wishes to achieve a favourable basic outcome, as well as ensure that the relationship retains open communication, the trust and the willingness of the parties to stay through the negotiations. => Pregovarač želi da postigne dobar suštinski ishod a takođe da obezbedi i da odnos zadrži otvorenu komunikaciju, poverenje i volju strana da istraju u tekućim pregovorima.
LL@(0187) The parties often view the negotiation situations as the problems to be solved, rather than the confrontation arguments. => Strane se često odnose prema pregovaračkim situacijama kao prema problemima koje treba rešiti pre nego kao prema konfrontacionim raspravama.
LL@(0188) In order to succeed in achieving the result and simultaneously retain the relationship, the parties will often have to sacrifiy some of the core issues, in order to protect and retain the relationship. => Da bi se uspešno postigao rezultat a da se istovremeno održi odnos, strane moraju često da žrtvuju nešto od suštinskih pitanja kako bi uspešno očuvali i zaštitili odnos.
LL@(0189) According to Fisher and Ury, behind the opposing positions lie not only the conflict, but also mutual and coinciding interests. => Prema Fisheru i Uryju iza suprotnih pozicija leže ne samo konfliktni, već i zajednički i podudarni interesi.
LL@(0190) We tend to assume that, since the other partys negotiators position is opposite to ours, their interests must also be opposite. => Mi težimo da pretpostavimo da zato što je pozicija pregovarača druge strane suprotna našoj, njihovi interesi moraju takođe biti suprotni.
LL@(0191) In a large number of situations, however, the investigation into the outcome issue will reveal the existence of many more interests that are mutual or that coincide than the opposite ones Š5Ë. => U mnogim situacijama, međutim, ispitivanje ishodišnog pitanja će otkriti postojanje mnogo više interesa koji su zajednički ili podudarni nego onih koji su suprotni Š5Ë.
LL@(0192) The method, which these authors Š5Ë termed principle based negotiation may be summarised into the following key points: 1. => Metod, koji su ovi autori Š5Ë nazvali principijelni pregovor, može se sumirati u sledeće ključne tačke: ~~~ 1.
LL@(0193) People separating people from the problems; 2. => Ljudi odvajanje ljudi od problema, 2.
LL@(0194) Interests focusing on interests, rather than to a position; Getting information on the other partys initial offer, his target points and the resistence points make the basic part of strategic development. => 
LL@(0195) For example, when the initial offer is determined, experience tells us that such 3. => Interesi usredsređenje na interese, ne poziciju, 3.
LL@(0196) Choices creating different options before decid ing on what to do and 4. => Izbori stvaranje različitih opcija pre odlučiva nja šta raditi i 4.
LL@(0197) Criteria make sure that the results be founded on objective measurements. => Kriterijumi nastojati da rezultati budu zasno vani na objektivnim merilima.
LL@(0198) The principle based negotiation approach is similar to that described by Menkel-Meadow Š6Ë in which she opposes the advantages derived from the problem solving approaches to the limitations included into the negotiating strategies based on competition, where the supreme principle is maximizing of individual profit on account of somebody others, which are claimed by this author to be based on wrong hypotheses. => Pristup principijelnog pregovaranja je sličan onom opisanom od Menkel-Meadow Š6Ë u kome ona suprotstavlja prednosti izvedene iz pristupa rešavanja problema ograničenjima uključenim u pregovaračke strategije zasnovane na takmičenju, gde maksimizovanje dobitka pojedinca, na račun drugog, je vrhovni princip, za šta ova autorka tvrdi da je zasnovano na pogrešnim pretpostavkama.
LL@(0199) Thus negotiations that stress collaboration may be reduced to two basic approaches to the collaboration process the approaches that view negotiations as a solution to a mutual problem and the model of principle based negotiation, designed by Fisher and Ury. => Tako pregovori koji naglašavaju saradnju, mogu da se svedu na dva osnovna pristupa procesu saradnje pristupi koji vide pregovore kao rešavanje zajedničkog problema i model principijenog pregovora koji su osmislili Fisher i Ury.
LL@(0200) The main concepts of successful principle based negotiations and problem solving are the following: (1) one party should try to understand the real problems of the other party; (2) either party should grant free flow of information; (3) one party should devote themselves to finding the best solution to the problem, the one that satisfies the needs of both the parties involved. => Glavni koncepti uspešnih principijelnih pregovora i rešavanja problema su sledeći: (1) svaka strana bi trebalo da se posveti razumevanju stvarnih potreba i ciljeva druge strane, (2) svaka strana treba da se obaveže na slobodan protok informacija, (3) svaka strana mora da se obaveže da dođe do najboljeg rešenja problema, koje zadovoljava potrebe obe strane.
LL@(0201) Having in mind that both parties agreed to fulfill the obligations they consented to, and on the basis of the model devised by Fisher and Ury Š5Ë, we highlight the following key points in collaboration strategy: Separating people from problems. => Imajući u vidu da su se obe strane obavezale da slede navedene obaveze, na osnovu modela koji su osmislili Fisher i Ury Š5Ë, ključne tačke u sarađivačkoj strategiji detaljnije ističemo: ~~~ Odvajanje ljudi od problema.
LL@(0202) When the goals of the negotiating parties stand opposite to each other or then they are in conflict, the parties tend to see things distorted. => Kada strane koje pregovaraju imaju suprotne ciljeve ili su u sukobu, one su veoma sklone da stvari gledaju iskrivljeno.
LL@(0203) Our ideas, needs and expectations are considered right, those posed by the other party are wrong. => Naše ideje, potrebe i očekivanja postaju ispravne, a one druge strane pogrešne.
LL@(0204) Moreover, we generalize our positive or negative attitudes towards people according to how we view their goals and activities. => Štaviše, sopstvene simpatije i antipatije prema ljudima uopštavamo prema našem viđenju valjanosti njihovih ciljeva i stremljenja.
LL@(0205) Successful collaborative negotiations require that we should be capable of separating personalities from processes, so as to communicate correctly with the other party and thus achieve an adequate share of expectations and attitudes. => Uspešni sarađivački pregovori zahtevaju da budemo u stanju da odvojimo ličnost od procesa, kako bismo valjano komunicirali sa drugom stranom i postigli odgovarajuću podelu očekivanja i gledišta.
LL@(0206) Fisher and Ury Š5Ë maintain that we should be polite to people, but strict to problems treat people with respect, but to be strict in our approach to problem solving and ensure that everybodys goals and endeavours be included and united. => Fisher i Ury Š5Ë kažu da treba da budemo fini prema ljudima ali čvrsti prema problemu da se prema ljudima odnosimo sa poštovanjem ali da zauzmemo strog pristup u rešavanju problema i obezbedimo da svačiji ciljevi i nastojanja budu zastupljeni i objedinjeni.
LL@(0207) Focusing upon needs and interests, rather than upon positions. => Usredsređenje se na potrebe i interese, ne na pozicije.
LL@(0208) The difference between the position and interest is best expressed as the difference between what we want and why we want it. => Razlika između pozicije i interesa je najbolje izražena kao razlika između šta želimo i zašto to želimo.
LL@(0209) In their initial statements the negotiators define their positions: statement on claims, positions and the target points of the agreement. => U svojim početnim izjavama, pregovarači definišu svoje pozicije: izjava o zahtevima, pozicijama i ciljnoj tački sporazuma.
LL@(0210) This mutual statement usually makes the negotiations look conflicting, or, at best, that the parties cannot achieve more than just a compromise. => Obično je ova zajednička izjava pozicija ta koja predstojeće pregovore čini da po svojoj prirodi izgledaju sukobljeno, ili u najboljem slučaju da strane ne mogu da postignu ništa više od kompromisa.
LL@(0211) However, when it comes to the interests, the parties may find that their hidden needs, values and interests are not really in serious conflict and that it is possible to find a mutually acceptable solution. => Međutim, prelazeći na interese, strane mogu da otkriju da njihove prikrivene potrebe, vrednosti i interesi nisu zapravo u većem sukobu i da je moguće pronaći zajednički prihvatljivo rešenje.
LL@(0212) Interests can be identified by asking the other party about their position; you learn why they want what they say they want. => Interesi se mogu otkri ti postavljanjem pitanja drugoj strani o njihovoj poziciji, da saznate zašto žele ono što kažu da žele.
LL@(0213) You should also put the same questions to yourselves if you want to share these interests with the others. => Potrebno je i sebi postaviti ova ista pitanja ako nameravate da podelite ove interese sa drugima.
LL@(0214) Creating different options for mutual gain. => Smišljanje različitih opcija za zajednički dobitak.
LL@(0215) The negotiators should create a mutual statement showing their interests, since this statement will be a problem to be solved. => Pregovarači bi trebalo da stvore zajedničku izjavu koja predstavlja njihove interese, jer će ta izjava biti problem koji treba da se reši.
LL@(0216) The next step is to find possible alternative way to solve problems or state some or all interests. => Sledeći korak je da se navedu mogući alternativni načini za rešavanje problema i izlaganje nekih ili svih interesa.
LL@(0217) The ways to create options are numerous. => Postoje brojni načini smišljanja opcija.
LL@(0218) A sudden idea is a technique used when a problem should be solved and the parties differ in their views to a desired solution; the parties are encouraged to offer alternative solutions, without discussing, evaluating or appreciating the quality of any of them. => Iznenadna ideja je tehnika koja se koristi kada treba da se reši problem a pregovaračke strane se razlikuju u željenom rešenju; strane se podstiču da navedu alternativa rešenja, bez rasprave, ocenjivanja i prosuđivanja kvaliteta bilo koje od njih.
LL@(0219) Streching a pie is used when the negotiation deals with the allocation of limited resources; here we are concerned with how to provide a larger quantity of resources so that, in case the parties have to share them, they be divided in such a way that either party gets more than 50 percent. => Razvlačenje pite se koristi kada je pregovor oko podele ograničenih resursa; ovde se smišlja kako da se obezbedi više resursa tako da, ako strane moraju da podele resurse, podela bude izvršena da obezbedi više od 50 procenata za svaku stranu.
LL@(0220) A non-specific compensation is a procedure where one party gets something that is not necessarily part of negotiation package, but is enough to state the needs and interests and allow the other party to achieve theirs. => Nespecifična kompenzacija je postupak kojim se nastoji da jedna strana dobije nešto što nije nužno deo pregovaračkog paketa ali je dovoljno da izloži potrebe i interese i dozvoli drugoj strani da postigne svoje.
LL@(0221) Insisting on applying objective criteria. => Insistirati na korišćenju objektivnog merila.
LL@(0222) A very important element in collaborative strategy is to create a good selection of options, finding ways to reduce the range of the options. => Bitan element u sarađivačkoj strategiji je da se napravi dobar izbor opcija tražeći načine da se smanji obim opcija.
LL@(0223) The parties may reduce the list of options using a defined scoring system, by which a majority of options are eliminated and only the best remain. => Strane mogu da smanje spisak opcija koristeći utvrđeni sistem bodovanja, pri čemu se većina opcija eliminiše i ostaju najbolje.
LL@(0224) These options should be evaluated on the basis of a type of objective criteria to classify which solutions are of best quality, which of them will suit both parties, etc. => Ove opcije treba ocenjivati na osnovu nekog oblika objektivnog merila koje će klasifikovati koja rešenja su najvišeg kvaliteta, koja su najviše odgovarajuća obema stranama i td.
LL@(0225) If the parties can reach an agreement on which criteria should be used, they are close to closing an agreement. => Ako strane mogu da se dogovore koja merila treba da se koriste za ocenjivanje rešenja, one su vrlo blizu sporazuma.
LL@(0226) If the choice of alternatives is expected to be very problematic, the more reason there is to opt for developing and applying criteria for solutions evaluation before the very optional solutions are discussed and evaluated. => Ako se očekuje da izbor alternativa bude veoma problematičan, tim pre se može zagovarati razvijanje i uklapanje merila za procenu rešenja pre nego što se raspravljaju i procenjuju sama opciona rešenja.
LL@(0227) In this type of negotiations the parties should make effort to draw a clear agreement, which calls for precisely recording the solutions and their implementation plan. => U ovoj vrsti pregovaranja strane treba da nastoje da sastave jasan sporazum što zahteva precizno zapisivanje rešenja i plana njegove primene.
LL@(0228) It usually happens that when the parties try to make a draw in a precise language and plan, the hidden disagreements and ambiguities surface. => Obično se dešava da kada strane pokušaju da sačine nacrt preciznog jezika i plana skriveni nesporazumi i nejasnoće izađu na površinu.
LL@(0229) In this phase of negotiations it may prove practical to use a unique text procedure where one negotiator records the precise language and the text of the agreement. => Na ovom stupnju pregovora praktično je koristiti postupak jednog teksta gde jedan pregovarač pokušava da zabeleži precizni jezik i tekst sporazuma.
LL@(0230) The draft of the agreement is then exchanged between the parties until they have agreed upon the language, the deadlines, the terms, etc. => Onda ovaj sporazum strane razmenjuju dok se ne slože oko jezika, rokova, uslova itd.
LL@(0231) A similar result can be achieved if the parties negotiate in a room that is equipped with a board or a computer screen. => Sličan rezultat može se postići ako strane vode pregovarački proces u prostoriji koja ima tablu ili računarski ekran.
LL@(0232) The process of recording their work brings to surface possible ambiguities; thus the ambiguities are being cleared and the probability of problems arising as parties proceede in fulfilling the agreement will be reduced. => Proces zapisivanja njihovog tekućeg rada počinje da iznosi na površinu moguće nejasnoće, sve ih razjašnjava i smanjuje verovatnoću da će se problemi pojaviti kako strane izvršavaju sporazum.
LL@(0233) 5. ~~~ Negotiators ethics In a competitive and ethically imperfect world business people face serious ethic challenges. => Etika pregovarača U kompetitivnom i moralno neperfektnom svetu poslovni ljudi su suočeni sa ozbiljnim etičkim izazovima.
LL@(0234) According to Cramton and Dees Š7Ë, a Macchiavellian gap between what is being done and what (ideally) should be done is a reality in business negotiations. => Prema Crantonu i Deesu Š7Ë makvijelistički jaz između onoga šta se radi i šta (idealno) treba da bude urađeno realan je u poslovnom pregovaranju.
LL@(0235) A Macchiavellian answer surely makes thins worse, however, a purely moralistic (or philosophical) one will probably be ineffective. => Svakako makvijelistički odgovor čini stvari lošim, ali čisto moralistički (ili filozofski odgovor) će verovatno biti neefektivan.
LL@(0236) It is necessary to search for various ways of narrowing this gap and building trust and openness. => Potrebno je istraživati različite načine za sužavanje pomenutog jaza i nastojati povećati poverenje i otvorenost.
LL@(0237) Evaluating negotiating strategy must include ethics. => Ocenjivanje pregovaračke strategije mora da uključi etiku.
LL@(0238) Here we can ask some relevant questions: what causes unethical behaviour, which type of unethical behaviour may a negotiator encounter and why the ethic standard should be part of the process. => U tom smislu možemo postaviti relevantna pitanja: zašto se javlja neetičko ponašanje, koju vrstu neetičkog ponašanja pregovarač može da doživi i zašto etički standard treba da bude deo procesa?
LL@(0239) What causes unethical behaviour. => Zašto se javlja neetičko ponašanje.
LL@(0240) Causes of unethical behaviour are probably numerous. => Ima verovatno mnogo razloga za neetičko ponašanje.
LL@(0241) Risking to oversimplify the matters, we list the most frequent factors motivating unethical bahaviour: Competition. => Uz rizik pojednostavljivanja, najčešći činioci koji motivišu neetičko ponašanje su sledeći: ~~~ Konkurencija.
LL@(0242) The very nature of competition forces people to act in a way that will take them to the competitive edge, even when this edge is beyond the boundaries of the rules. => Sama priroda takmičenja tera ljude na ponašanja koja će ih dovesti do konkurentske ivice, čak i kada se ta ivica kreće izvan granica pravila.
LL@(0243) The rules of adequate and inadequate behaviour should be established and clear to the parties and be approved of by the parties, i.e., the negotiatiors agree to play by those rules. => Pravila prikladnog i neprikladnog ponašanja treba da budu uspostavljena i jasna svim stranama, takođe treba da budu eksplicitno odobrena od svih strana tj. da se svi slažu da igraju po tim pravilima.
LL@(0244) The negotiations are especially sensitive to ambiguities, once the negotiators are generally expected to be legitimately unethical in their affort to satisfy their interests. => Pregovori su posebno osetljivi na nejasnoće jer se uopšte očekuje da će se pregovarači upustiti u izvesno legitimno nepoštenje u svojim pokušajima da zadovolje svoje interese.
LL@(0245) Thus it is expected that, e.g., from time to time the negotiatiors bluff their intentions or avoid telling the whole truth when stating their end point. => Tako se očekuje npr. da pregovarači s vremena na vreme blefiraju svoje namere ili da ne kažu celu istinu iznevši svoju krajnju tačku.
LL@(0246) A tough part for new negotiators is drawing a separation line between legitimate and illegitimate dishonesty! => Za nove pregovarače, težak deo je određivanje razdelne linije između legitimnog i nelegitimnog nepoštenja!
LL@(0247) Satisfying ones ego and greed. => Zadovoljenje ega i pohlepa.
LL@(0248) In an environment in which the parties are motivated to satisfy their own interests, feed their own ego and show their good image to important public (looking successful, powerful, wealthy, etc.), ethical standards may often be upset. => U okruženju gde su strane motivisane ka samozadovoljenju, služeći potrebama sopstvenog ega, i izgedajući dobro važnoj publici (izgledajući uspešno, moćno, bogato i sl.), etički standardi često mogu biti narušeni.
LL@(0249) We distort the rules to go ahead, we deny having acted incorrectly, we hide our errors, refuse to take responsibility for them or correct them. => Iskrivljujemo pravila da bismo išli napred, poričemo da smo nešto pogrešno uradili, zataškavamo greške, odbijamo da preuzmemo odgovornost ili da ih ispravimo.
LL@(0250) We are concerned with social approval and recognition rather than with the rules we violated in order to reach the position we are at. => Više nas brine društveno odobravanje i priznanje nego pravila koja smo narušili da bismo dotle stigli.
LL@(0251) Although sociologists claim that the me-generation is gone, their traces are present in our struggle to satisfy our ego, regardless of the rules. => Iako sociolozi tvrde da je ja generacija prošla, njeni tragovi ostaju u našoj potrazi zadovoljenja ega a na štetu pravila.
LL@(0252) Restoring justice. => Uspostavljanje pravde.
LL@(0253) A negotiator may believe that he was misused and that he has to resort to revenge. => Pregovarač može da veruje da se prema njemu nepravedno odnosilo i da mu je potrebno da se osveti.
LL@(0254) By this logic, the other party has already gained some competitive and tactical advantage, and our negotiator has to take drastic steps to regain some power and control. => Tom logikom, drugi je već stekao nepoštenu konkurentsku i taktičku prednost, i naš pregovarač treba da preduzme drastične mere da bi povratio nešto moći i kontrole.
LL@(0255) Lying and cheating in negotiations are often motivated by the claim that the other party has already done the same; although logics says that two wrong things do not amount to one right, emotional satisfaction resulting from the act of revenge often prevails. => Laganje u varanje u pregovoru su često motivisani izjavom da je druga strana već to radila; iako logika nalaže da dve pogrešne stvari ne daju jednu ispravnu, emocionalno zadovoljenje proizašlo iz čina osvete često pobeđuje.
LL@(0256) Short-term prospects. => Kratkoročni izgledi.
LL@(0257) What negotiators criticize most frequently is that in their activities they share a shortsighted, short-termed focus. => Najčešća kritika mnogih pregovarača je ta da dele kratkovidi, kratkoročni fokus u svojim delovanjima.
LL@(0258) The goal to be successful in a short time period results in their tending to neglect long-term relationships. => Cilj da se bude uspešan u kratkom roku vodi ih ka tome da zanemare dugoročne odnose.
LL@(0259) Competitive behaviours are more appropriate to short-term, individual negotiations, however, if used in long-term relations, they threaten to upset and destroy them. => Konkurentska ponašanja su prikladnija za kratkoročne, pojedinačne pregovore, ali ako se koriste u dugoročnim odnosima, narušiće i uništiti ove odnose.
LL@(0260) A short-sighted, short-term focus many negotiators use often makes them resort to competitive or even unethical tactics in order to ensure an instant advantage. => Kratkovidni, kratkoročni fokus mnogih pregovarača često ih vodi u takmičarske i čak neetičke taktike da bi obezbedili trenutnu prednost.
LL@(0261) Usual types of unethical behaviour. => Uobičajene vrste neetičkog ponašanja.
LL@(0262) Here we list a number of unethical behaviours that may be encountered in negotiations: Selective disclosing and exaggerating. => Navodimo nekoliko vrsti neetičkog ponašanja koje se mogu javiti u pregovaranju: ~~~ Selektivno otkrivanje i preterivanje.
LL@(0263) Giving emphasis to one side of the case while neglecting the other. => Isticanje jed ne strane slučaja i zanemarivanje druge.
LL@(0264) Incorrect presentation. => Pogrešno prikazivanje.
LL@(0265) The negotiator is deliberately dishonest in relation to a desired agreement or resistance point. => Pregovarač je namerno nepošten u vezi sa željenim sporazumom, ili tačkom otpora.
LL@(0266) Forgery. => Krivotvorenje.
LL@(0267) Giving false information. => Davanje netačnih informacija.
LL@(0268) Misleading. => Obmana.
LL@(0269) The previous behaviours are similar to misleading in that a logics is created that makes the other negotiator draw wrong conclusions. => Prethodna ponašanja su slična obmani u tome da se stvara logika koja navodi drugog pregovarača da donese zaključke koji nisu istiniti.
LL@(0270) In its stronger forms, misleading may turn into fraud, when negotiators confirm the facts, the events or the work which are, simply, false. => U svojim izraženijim oblicima, obmana može da se pretvori u prevaru kada pregovarači potvrđuju činjenice, događaje i rad koji su, jednostavno rečeno, lažni.
LL@(0271) Deliberate and direct evil doing. => Nanošenje direktnog i namernog zla.
LL@(0272) This is the worst distortion of ethics and may include serious offence, such as: spying on the other party, stealing their documentation, besmirching them by lying about them or obstructing their work in order to prevent them to compete successfully. => Ovo je najoštrije narušavanje etike, može da uključuje teške prestupe kao što su: špijuniranje suparnika i krađa dokumenata, njihovo blaćenje u očima drugih širenjem laži ili ometanje njihovog rada da ih sprečimo u uspešnom nadmetanju.
LL@(0273) Implementing ethical principles in negotiation. => Primena etičkih načela u pregovoru.
LL@(0274) The negotiators have to understand their own ethic standards and limitations. => Pregovarači moraju da razumeju sopstvene etičke standarde i ograničenja.
LL@(0275) Ethical reasoning must include the following factors: The negotiator has to realize that other factors of unethical behaviour may affect everybody, even most honest people. => Sledeći faktori moraju da uđu u etičko rezonovanje: ~~~ Pregovarač mora da shvati da navedeni i drugi činioci neetičkog ponašanja mogu da utiču na svakoga, čak i na najčasnije.
LL@(0276) Competition, greed, opportunity to gain advantage, especially when we forget that what we are doing now may punish us in the future, distort our efforts in various ways. => Konkurencija, pohlepa, prilika da se stekne prednost, naročito kada zaboravimo da ono što radimo sada može da nas progoni u budućnosti, iskrivljuju naša stremljenja na mnogo načina.
LL@(0277) Negotiators have to define their limitations in advance. => Pregovarači moraju da definišu svoja ograničenja unapred.
LL@(0278) They must develop their own beliefs, a set of principles defining what they will and what they will not do! => Oni moraju da razviju ličnu veru, skup načela koji razjašnjava šta će a šta neće raditi!
LL@(0279) This personal code is generally shaped by personal standards of honesty and integrity, by religion and philosophy and often by painful consequences of their own or somebody others unethical conduct. => Ovaj lični kodeks je obično oblikovan ličnim standardima poštenja i integriteta, verskim i filo zofskim učenjem i često teškim posledicama sopstvenog ili tuđeg neetičkog ponašanja.
LL@(0280) Negotiators have to realize that defining ethical boundaries in conflicts or in negotiations is not absolute. => Pregovarači moraju da prepoznaju da definisanje etičkih granica u sukobu i pregovorima nije apsolutno.
LL@(0281) As we said above, a certain amount of legitimate dishonesty is often considered appropri REFERENCE Š1Ë Gulliver P., Disputes and Negotiations: A CrossCultural Perspective, Academic Press, New York, Š2Ë Robinson W., Volkov V., Supporting the Negotiation Life Cycle, Communications of the ACM, 41(5), 95-102, 1998 Š3Ë Duening T. N., Sherrill W. W., Entrepreneurism, Atomic Dog, Cinncinati, 2006 Š4Ë Savage G.T., Blair J.D., Sorenson R.L., Consider both relationships and substance when negotiating strategically, Academy of Management Executive, 3, 37-47, 1989 Š5Ë Fisher R., Ury W., Patton B., Getting to Yes: Negotiating Agreement Without Giving in, Houghton Mifflin Books, 1991 Š6Ë Menkel-Meadow, C., Toward another view of legal negotiation: the structure of problem solving, UCLA Law Review, 31(4), 754-842, 1984 Š7Ë Cramton P. C., Dees G. J., Promoting honesty in negotiation: an exercise in practical ethics, Business Ethics Quarterly, Volume 3, Issue 4. => 
LL@(0282) 1993 ate in negotiations. => Kao što je ranije rečeno, izvesna količina legitimnog nepoštenja se uglavnom smatra prikladnom u pregovorima.
LL@(0283) There are no generally adopted ethical codes to help negotiators define what is appropriate and what is not (such as those valid for lawyers or some other professions). => Ne postoje opšte prihvaćeni kodeksi etike koji pomažu pregovaračima da definišu šta je prikladno (kao npr. etički kodeks za advokate ili neke druge profesije).
LL@(0284) Most negotiators seem to agree that slight exaggeration and selective disclosure (stressing positive features over negative and not disclosing the end point) are acceptable and within ethical boundaries of negotiations, however, more serious violation of ethics may be inappropriate and less acceptable. => Većina pregovarača čini se da se slaže da blago preterivanje i selektivno otkrivanje (naglašavanje pozitivnih osobina nad negativnim i ne saopštavanje krajnje tačke) su prihvaćeni u okviru etičkih granica pregovora ali drastičniji oblici kršenja etike, mogu biti neprimereni i manje prihvatljivi.
LL@(0285) It is an ethical challenge in negotiations not to disclose too much, but not to hide the truth and distort the rules in a way to destroy the trust and relationships between the parties either. => Etički izazov u pregovorima je da ne otkrivate i odajete isuviše, ali i da ne ispadnete oni koji iskrivljuju istinu i pravila na način koji uništava tkivo poverenja i odnosa između strana.
LL@(0286) Conclusion The paper focuses upon the key aspects of negotiations in business relations. => Zaključci Ovaj rad je usredsređen na ključne aspekte pregovaranja u poslovnim odnosima.
LL@(0287) The following basic components must be taken into consideration when planning and executing any kind of negotiations: Understanding major elements of negotiating cor rectly. => Sledeće osnovne komponente moraju biti uzete u obzir pri planiranju i izvršenju bilo kojih pregovora: ~~~ Dobro shvatanje glavnih elemenata pregovara nja.
LL@(0288) Role of key power factors in negotiating. => Uloga ključnih faktora moći u pregovaranju.
LL@(0289) Importance of basic outcomes as well as relation ship outcomes for both parties. => Značaj suštinskih ishoda i ishoda odnosa za obe strane.
LL@(0290) Ethical principles and their implementation in ne gotiating. => Etička načela i njihovu primenu u pregovoru.
LL@(0291) The above four categories will strongly affect the type of strategy the negotiating parties will select. => Navedene četiri kategorije imaće snažan uticaj na vrstu strategije koju će pregovaračke strane odabrati.
LL@(0292) Successfull negotiators understand that these factors contribute to firm agreements and try to manage them in a given strategic planning and execution. => Uspešni pregovarači shvataju kako ovi faktori doprinose čvrstim dogovorima i pokušavaju da upravljaju njima u datom strategijskom planiranju i izvođenju.
LL@(0293)  => LITERATURA Š1Ë Gulliver P., Disputes and Negotiations: ~~~ A Cross-Cultural Perspective, Academic Press, New York, 1979 Š2Ë Robinson W., Volkov V., Supporting the Negotiation Life Cycle, Communications of the ACM, 41(5), 95-102, 1998 Š3Ë Duening T. N., Sherrill W. W., Entrepreneurism, Atomic Dog, Cinncinati, 2006 Š4Ë Savage G.T., Blair J.D., Sorenson R.L., Consider both relationships and substance when negotiating strategically, Academy of Management Executive, 3, 37-47, 1989 Š5Ë Fisher R., Ury W., Patton B., Getting to Yes:
LL@(0294) Earned Value Management From Government Contracts to the Project Management Universe UDC 005.8 Wayne F. Abba Earned Value Management originated in the 1960s as a technique to manage large contracts in the United States Department of Defense. => Negotiating Agreement Without Giving in, Houghton Mifflin Books, 1991 Š6Ë Menkel-Meadow, C., Toward another view of legal negotiation: the structure of problem solving, UCLA Law Review, 31(4), 754-842, 1984 Š7Ë Cramton P. C., Dees G. J., Promoting honesty in negotiation: an exercise in practical ethics, Business Ethics Quarterly, Volume 3, Issue 4. 1993 Upravljanje zarađenom vrednošću Od vladinih ugovora do širokog spektra upravljanja projektima UDK 005.8 Wayne F. Abba Upravljanje stečenom vrednošću nastalo je 1960-ih godina kao tehnika kojom se upravljalo velikim ugovorima u Ministarstvu odbrane SAD.
LL@(0295) Over many years and many hundreds of contracts, EVM proved its value as the best way to measure progress in achieving contract objectives and to estimate the cost at completion. => Tokom godina i posle stotina ugovora, pokazalo se da EVM (upravljanje stečenom vrednošću) predstavlja najuspešniji način merenja napretka u postizanju ugovorenih ciljeva i procene troškova po završetku posla.
LL@(0296) EVM now is mandatory for all United States government agencies. => Sada je primena UZV obavezna za sve vladine agencije u SAD.
LL@(0297) Their budget requests must include strong business cases exhibiting effective use of EVM, both for government and contractor effort. => Njihova potraživanja sredstava moraju da sadrže i ubedljive poslovne situacije u kojima je prikazana efektivna primena EVM, kako za vladu tako i za izvođača.
LL@(0298) This paper traces EVM from its government origins and explains its increasing acceptance worldwide as the tool of choice for integrating work scope with schedule and technical performance metrics in project-based enterprises. => U ovom radu pratimo EVM od njegovog nastanka u vladi i objašnjavamo zašto se sve više prihvata u svetu kao izborni alat za integrisanje obima posla i plana i merenja učinka u projektno orijentisanim preduzećima.
LL@(0299) Beyond government, EVM is gaining acceptance for projects of all sizes, due to several factors. => Pored vladinih projekata, EVM se sve više prihvata kada se radi o projektima svih veličina, i to iz nekoliko razloga.
LL@(0300) First, the US government and its contractors developed an American National Standards Institute (ANSI) standard for EVM. => Prvo, Vlada SAD i njeni saugovarači razvili su jedan standard Američkog Instituta za nacionalne standarde (ANSI) za EVM.
LL@(0301) Issued in 1998, ANSI/EIA 748 has replaced government regulations and is being adopted by companies in various industries. => Ovaj standard, ANSI/EIA 748, objavljen 1998. godine i zamenio je vladine odredbe, a prihvatile su ga kompanije u raznim oblastima industrije.
LL@(0302) Second, inexpensive project management software has made EVM accessible to projects of any size. => Drugo, EVM ima jeftin softver za upravljanje projektima što ga je učinilo prihvatljivim za sve vrste projekata, bez obzira na veličinu.
LL@(0303) Third, the Project Management Institute has embraced EVM and published an EVM practice standard. => Treće, Institut za upravljanje projektima prihvatio je EVM i objavio je standard za primenu postupaka u EVM.
LL@(0304) These influences government leadership, technological innovation and advocacy by industrial and professional associations are converging to make EVM the preferred model for integrated project management. => Ovi uticaji promovisanje od strane vlade, tehnološke inovacije i podrška industrijskih i profesionalnih udruženja uticali su na to da EVM postane vodeći model za integrisano projektno upravljanje.
LL@(0305) Whether in government or industry, managers can use EVM to measure progress on the projects in their portfolios objectively, to quantify risk and to make informed decisions in the best interests of their project stakeholders. => Bez obzira da li se radi o vladi ili o industriji, menadžeri mogu da primenjuju EVM kako bi objektivno merili napredak na projektima u svom portfelju, da bi kvantifikovali rizik i da bi donosili utemeljene odluke u najboljem interesu svojih stejkholdera.
LL@(0306)  => Uvod U ovom radu razmatramo iskustva autora u jednoj velikoj organizaciji za projektno upravljanje Ministrastvu odbrane SAD, i kojoj je radio od 1982. do 1999. godine kao viši analitičar za sprovođenje ugovora za veliki broj raznih proizvoda, među kojima su avioni, brodovi, terenska vozila, softver, svemirski brodovi, elektronika i oružje.
LL@(0307)  => Važno je uzeti u obzir ovo iskustvo, pošto su koncepti upravljanja koji su kasnije prihvaćeni svuda u svetu upravo nastali u MO (Ministrastvo odbrane), razvijali se tokom autorovog radnog angažmana i nastavili da se razvijaju pod vođstvom industrijskih i profesionalnih udruženja.
LL@(0308)  => Uprkos razlikama koje postoje između vlade i komercijalnog poslovanja, u svim projektima važe isti osnovni principi upravljanja.
LL@(0309) Introduction The contracts were for research and development and production, for total systems and subsystems such as aircraft engines, for entirely new systems and improvement of old ones in short, the entire range of defense acquisition. => Vlada je sklapala ugovore za istraživanja i razvoj i proizvodnju, za celovite sisteme i za podsisteme kao što su avionski motori, za potpuno nove sisteme i za unapređenje starih ukratko, čitav asortiman nabavki za potrebe odbrane.
LL@(0310) The DoD sought constantly to improve project management. => U MO su stalno težili unapređivanju projektnog upravljanja.
LL@(0311) When mistakes happened, DoD learned from them and moved forward. => U MO su učili na greškama i išli dalje.
LL@(0312) As its knowledge base grew, DoD shared information with researchers in government and academia to understand the trends and to improve management. => Kako je rasla baza znanja, MO je razmenjivalo informacije sa istraživačima u vladi i u akademskim institucijama, kako bi shvatili trendove i poboljšali upravljanje.
LL@(0313) The Department meets its management challenges by relying on project management and a strong industrial base. => Ministarstvo reaguje na izazove u upravljanju tako što se oslanja na projektno upravljanje i na jaku industrijsku osnovu.
LL@(0314) The Department and its contractors originated many of the concepts that are used in modern project management. => Ministarstvo i njegovi saugovarači autori su velikog broja koncepata koji se danas koriste u projektnom upravljanju.
LL@(0315) In a sense, DoD and defense industry comprise a huge project management laboratory where new ideas are tested. => Na neki način, MO i odbrambena industrija predstavljaju ogromnu laboratoriju za upravljanje projektima u kojoj se testiraju nove ideje.
LL@(0316) Those that work stand the test of time; those that fail go into the trash bin. => One koje su dobre izdržaće probu vremena, one koje nisu, odbacuju se.
LL@(0317) Integrated Project Management The story begins in the 1960s, when Defense projects often produced unsatisfactory results. ~~~ Late delivery and cost overruns were common. => Integrisano upravljanje projektima Naša priča počinje 1960-ih, kada su rezultati projekata u sektoru Odbrane često bili nezadovoljavajući.
LL@(0318) This paper discusses the authors experience in a large project management organization the United States Department of Defense, where he served from 1982 until 1999 as the senior contract performance analyst in the Office of the Secretary of Defense. => Isporuke su kasnile, a prekoračenje troškova postalo je uobičajena pojava.
LL@(0319) He developed management policy and analyzed contractor performance for a wide variety of products including airplanes, ships, land vehicles, software, spacecraft, electronics and weapons. => 
LL@(0320) New management techniques such as the Program Evaluation and Review Technique, or PERT and PERT COST were developed to solve the problems posed by increasingly complex projects. => Da bi se rešili problemi izazvani sve većom složenošću projekata, razvijene su nove tehnike upravljanja, kao što je evaluacija programa i tehnika revizije, ili PERT i PERT COST.
LL@(0321) By 1964 the Army, Navy and Air Force had developed about ten different versions.1 That complicated business for defense contractors because each new contract brought with it a new requirement that specified how the contractor would manage the work. => Do 1964. godine Armija, Mornarica i Vazduhoplovstvo razvili su oko deset različitih verzija.1 Ovo je usložavalo poslovanje dobavljača za poslove MO pošto je svaki novi ugovor posebno precizirao uslove pod kojima dobavljač treba da vodi posao.
LL@(0322) It is useful to understand that experience because management concepts being embraced worldwide originated in DoD, evolved during the authors public service career and continue to grow under the leadership of industrial and professional associations. => 
LL@(0323) Despite the differences between government and commercial business, the same basic principles apply to the management of all projects. => 
LL@(0324) Department managers studied how the best American companies managed projects. => Menadžeri svih odeljenja proučavali su kako se u najboljim američkim kompanijama upravlja projektima.
LL@(0325) They observed how Boeing, Lockheed, Martin Marietta and others organized, planned, budgeted, scheduled, executed and reported their projects, captured the essential elements and in 1967 put them in defense regulations not as specific instructions, but rather as statements that defined the essential features of an effective management con trol system.2 The central concept was Earned Value Management or EVM, an extremely powerful management technique that took project management to a new level. => Posmatrali su kako Boeing, Lockheed, Martin Marietta i drugi organizuju, planiraju, finansiraju, struktuiraju, izvode i izveštavaju o svojim projektima, ovladali su osnovnim elementima i 1967. uneli su ih u odredbe u oblasti odbrane, ne kao specifična uputstva, nego kao stavove kojima se definišu osnovne odlike efektivnog sistema kontrole upravljanja.2 Centralni koncept bio je Upravljenje zarađenom vrednošću ili EVM (Earned Value Management), veoma moćna tehnika upravljanja koje je projektno upravljanje podigla na viši nivo.
LL@(0326) Until then, project managers focused mainly on technical performance and schedule. => Do tada su se projektni menadžeri uglavnom bavili tehničkim izvođenjem i planom.
LL@(0327) Before EVM came into existence, cost performance on contracts was measured simply by comparing the funds planned to be spent at any point in time with actual cost expenditures. => Pre nego što je nastao EVM, troškovi po izvršenju ugovora merili su se jednostavnim poređenjem planiranih sredstava koja su se trošila u određenom trenutku sa stvarno izvršenim troškovima.
LL@(0328) Thats called spend plan analysis and has a serious deficiency: it cannot provide an objective measure of how much work was completed in comparison with the plan. => Ovakav postupak nazivao se plan potrošnje i imao je značajnu slabost: nije mogao da pruži objektivan uvid u to koliko je posla zaista obavljeno u poređenju sa planom.
LL@(0329) With EVM, contractors were required to integrate their project work, schedules and cost in a single plan. => U slučaju EVM, od dobavljača se zahtevalo da svoj rad na projektu, planove i troškove uključe u jedinstven plan.
LL@(0330) As they performed the contract, they could measure progress on any of those parameters, use the information to report more accurate status to internal management and customers, and estimate reliably the time and money needed to complete the contract. => Kada su sprovodili ugovorene poslove, mogli su da mere kako napreduju po svakom ovom parametru, da koriste ove informacije kako bi preciznije prikazali status rada unutrašnjem rukovodstvu i korisnicima i da vrše pouzdane procene u vezi sa novcem i vremenom koje im je potrebno da završe ugovoreni posao.
LL@(0331) The Department issued procedures for reviewing and approving contractor management systems. => Ministarstvo je utvrdilo i objavilo postupke za pregled i odobravanje sistema upravljanja ugovaračima.
LL@(0332) The contractor could then use the approved system for contracts from any Army, Navy or Air Force customer. => Onda bi ugovarač mogao da koristi odobreni sistem za ugovaranje sa bilo kojim korisnikom iz armije, mornarice ili vazduhoplovstva.
LL@(0333) This new philosophy was a big step forward and the contractor reports created a knowledge base in the Pentagon that would prove invaluable in later years. => Ova nova filozofija predstavljala je veliki iskorak unapred a izveštaji ugovarača doprineli su da se u Penragonu stvori baza znanja koja će se kasnijih godina pokazati kao neprocenjivo vredna.
LL@(0334) Management and Reporting Problems Earned Value Management became defense policy in 1967. => Upravljanje i problemi u izveštavanju EVM je postalo zvanična politika u odbrani 1967. godine.
LL@(0335) In 1982 the author joined the Office of the Secretary of Defense., where for the next seventeen years he reviewed contractor reports from the Army, the Navy and the Air Force, prepared analyses for senior Pentagon leaders, and developed new management policy. => Godine 1982. autor je počeo da radi u Birou Sekretara odbrane, gde je narednih sedamnaest godina proveravao izveštaje dobavljača iz Armije, Mornarice i Vazduhoplovstva, pripremao analize za više zvaničnike u Pentagonu i razvijao novu politiku upravljanja.
LL@(0336) He quickly discovered that EVM was not working as desired. => Ubrzo je otkrio da EVM ne funkcioniše kako bi trebalo.
LL@(0337) Air Force aerospace contractors were providing good information, but Navy shipbuilding contractors were not. => Dobavljači za Vazduhoplovstvo dostavljali su validne informacije, ali oni u brodogradnji za Mornaricu nisu.
LL@(0338) Ship programs were in the news regularly with embarrassingly accurate stories of mismanagement. => Programi za brodove redovno su se pojavljivali u vestima i predstavljali su ubedljivi dokaz da se upravlja pogrešno.
LL@(0339) He spent much time in the 1980s evaluating the shipyard management systems and correcting the problems. => Tokom 1980-ih autor je proveo mnogo vremena ocenjujući sisteme upravljanja u brodogradilištima i ispravljajući greške.
LL@(0340) When DoD completed its improvement efforts, ship production was more efficient, management systems had been brought up to aerospace standards and the performance reports were much better. => Kada je MO privelo ovaj posao kraju, brodogradnja je bila efikasnija, sistemi upravljanja dovedeni su na nivo standarda za vazduhoplove, a izveštaji o učinku bili su mnogo bolji.
LL@(0341) The A-12 Fiasco In the late 1980s, two events affected project management in important ways. => Fijasko A-12 Krajem 1980-ih desila su se dva događaja koja su značajno uticala na upravljanje projektima.
LL@(0342) First, in 1989 the DoD EVM office was transferred from the financial organization to acquisition, placing it closer to the decision makers. => Prvo, 1989. godine EVM kancelarija MO premeštena je iz finansijske organizacije u sektor nabavke, čime se približila onima koji odlučuju.
LL@(0343) New leaders were happy to have the proven EVM capability available directly to them. => Novi lideri bili su zadovoljni što imaju na raspolaganju već dokazano uspešno EVM.
LL@(0344) Second, incoming officials in the George H.W. Bush administration asked the EVM office to analyze performance on a top secret program, the Navy A-12 Avenger II stealth bomber. => Drugo, novodošli službenici iz administracije Džordža H.W. Buša zatražili su od kancelarije EVM da analizira rad na jednom veoma poverljivom programu, mornaričkom A-12 Avenger II nevidljivom bombarderu.
LL@(0345) The A-12 program was so sensitive that its very existence was not acknowledged. => Program A-12 bio je tako osetljiv da je njegovo postojanje držano u tajnosti.
LL@(0346) But with just one look at the earned value information, EVM specialists in the Pentagon realized the program was a disaster. => Ali, samo jednim uvidom u informacije o stečenoj vrednosti, specijalisti EVM u Pentagonu shvatili su da je program veoma loš.
LL@(0347) The analysis report moved up the management chain very quickly to the Secretary of Defense. => Izveštaj o analizi brzo je doveo do Sekretara odbrane.
LL@(0348) The analysis showed that the two contractors, General Dynamics and McDonnell Douglas, were in danger of losing at least a billion dollars on the contract. => Analiza je pokazala da dva dobavljača, General Dynamics i McDonell Douglas rizikuju da izgube najmanje milijardu dolara po ovom ugovoru.
LL@(0349) If the design and manufacturing problems could not be solved, the contractors would lose even more money and there was no assurance the problems could be solved. => Ako se projektovanje i problemi u proizvodnji ne reše, dobavljači će izgubiti još više novca a nije bilo sigurno da će se rešiti.
LL@(0350) A Navy investigation revealed that the A-12 program contractors were not using their earned value information effectively. => Istraživanje sprovedeno u Mornarici pokazalo je da dobavljači u programu A-12 nisu efektivno koristili informacije o stečenoj vrednosti.
LL@(0351) By the end of 1990 it was clear that the program was a disaster.3 The Defense Secretary declared This program cannot be sustained unless I ask Congress for more money and bail the contractors out. => Do kraja 1990. ~~~ godine bilo je jasno da je program potpuno neuspeo.3 Sekretar za odbranu izjavio je: ~~~ Ovaj program se ne može održati ako ne zatražim od Kongresa još novca i ako ne raskinem ugovor sa dobavljačima.
LL@(0352) But I have made the decision that I will not do that. => Ali ja sam odlučio da to ne uradim.
LL@(0353) No one can tell me exactly how much more it will cost to keep this program going. ~~~ And I do not believe a bailout is in the national interest. => Niko mi ne može tačno reći koliko je još novca potrebno da se ovaj program nastavi, a ne verujem ni da je ovaj reskid ugovora u nacionalnom interesu.
LL@(0354) If we cannot spend the taxpayers' money wisely, we will not spend it.4 The contract was terminated for default, meaning the contractors were required to repay the government more than a billion dollars. => Ako ne možemo da iskoristimo novac poreznika na pravi način, nećemo ga ni koristiti.4 Ugovor je okončan po defoltu, što znači da se od dobavljača tražilo da vladi vrate više od milijardu dolara.
LL@(0355) They did not agree and sued for relief in the United States Federal Court. => Oni nisu pristali i tužbom su se obratili Saveznom sudu SAD tražeći odštetu.
LL@(0356) The A-12 is the largest contract termination case in history. => A-12 predstavljao je najveći slučaj prekida ugovora u istoriji.
LL@(0357) The litigation that began more than a decade ago is not finished, despite five trials that produced more than sixty million documents. => Parnica koja je počela pre više od deset godina još nije okončana, uprkos pet ročišta iz kojih je proisteklo više od šezdeset miliona dokumenata.
LL@(0358) The contractors won every decision in the first four trials. => Na prva četiri ročišta dobavljači su dobili spor.
LL@(0359) However, the judge would not admit into evidence testimony about the earned value information. => Ipak, sudija nije prihvatio da se u spise unese dokaz o informacijama o stečenoj vrednosti.
LL@(0360) When a higher court decided that the termination was based on contractor performance and overruled the judge, he finally heard the EVM testimony in 2001.5 In August of that year he reversed his previous judgments and found in favor of the government. => Kada je viši sud presudio da je prekid ugovora posledica poslovanja dobavljača i oborio odluku ovog sudije, on je 2001. ~~~ godine konačno prihvatio da sasluša i dokaze EVM.5 Avgusta iste godine povukao je svoje ranije presude i presudio spor u korist vlade.
LL@(0361) As it stands today, the contractors owe the government some $2.5 Billion in cash including accrued interest, which continues to grow by more than $200,000/day while legal appeals frustrate a final settlement. => Kako sada stvari stoje, dobavljači vladi duguju oko 2,5 milijarde dolara u gotovini, uključujući pripisane kamate, a ova suma se uvećava za više od 200000 dolara dnevno, kako žalbe ometaju konačno poravnanje.
LL@(0362) One thing is clear this case should not have gone to trial. => Jedno je jasno ovaj slučaj nije trebalo da dospe na sud.
LL@(0363) The courthouse is the wrong place for project management. => Sudnica nije pravo mesto za upravljanje projektima.
LL@(0364) Earned value data showed the contract status plainly and should have led to a negotiated conclusion. => Podaci o zarađenoj vrednosti jasno su ukazivali na status ugovora i trebalo je da se sve okonča pregovorima.
LL@(0365) Whoever wins in the end, the taxpayers will have lost millions of dollars in legal fees. => Ko god da pobedi na kraju, poreski obveznici će izgubiti milione dolara koje će otići na naknade advokatima.
LL@(0366) It is difficult to change the culture in any bureaucracy if indeed one can change culture at all. => Teško je promeniti kulturu u bilo kojoj birokratiji ako iko uopšte može da promeni kulturu.
LL@(0367) But it is possible to change behavior, especially when the catalyst for change is a crisis or a failure on the scale of the A-12. => Ali je moguće promeniti ponašanje, posebno kada je katalizator promene kriza ili neuspeh formata A-12.
LL@(0368) Industry and military careers and reputations were damaged and the Navy suffered as its aging airplanes became more expensive to operate. => Ovo je nanelo štete mnogim karijerama u industriji i u vojsci, a Mornarica je isto tako imala probleme, pošto je sve starijim avionima bilo teško upravljati.
LL@(0369) On the positive side, the A-12 fiasco prompted immediate changes as the Navy and its contractors took steps to improve project management. => Pozitivna strana bilo je to što je fijasko A-12 izazvao hitne promene, pošto su Mornarica i njeni dobavljači preduzeli korake da poboljšaju upravljanje projektima.
LL@(0370) For the aircraft program that replaced the A-12, the F/A-18E/F Super Hornet, they put responsibility for performance management earned value into the hands of the engineering and manufacturing teams, who used it weekly to maintain control. => Program izrade vazduhoplova koji je zamenio A12, F/A-18E/F Super Hornet, odgovornost za upravljanje učinkom zarađena vrednost prešla je u nadležnost projektnih i proizvodnih timova, koji su vršili kontrolu jednom nedeljno.
LL@(0371) The Super Hornet development contract was awarded to McDonnell Douglas for $3.4 Billion. => Ugovor o razvijanju Super Horneta potpisan je sa kompanijom McDonnell Douglas za sumu od 3,4 milijarde dolara.
LL@(0372) It was completed on time and within budget while meeting its performance requirements. => Izvršen je na vreme i u okviru budžeta, a odgovorio je svim zahtevima u proizvodnji.
LL@(0373) The Boeing Company acquired McDonnell Douglas a few years ago. => Pre dve godine kompanija Boeing preuzela je Mc Donnel Douglas.
LL@(0374) Since then, managers on programs like the Super Hornet have risen to senior positions and have adopted EVM for Boeings commercial business lines, having learned that EVM can be used on projects of any size, scaled using the same basic principles and tools. => Od tada su menadžeri na programima kao što je Super Hornet unapređeni na više položaje i usvojili su EVM za Boeing-ove komercijalne poslovne letove, pošto su shvatili da se EVM može koristiti na projektima svih veličina, po skali koja koristi iste osnovne principe i alate.
LL@(0375) International Interest in EVM Failure and crisis stimulate behavior change in bureaucracies. => Međunarodno interesovanje za EVM Neuspeh i kriza izazivaju promene u ponašanju u svakoj birokratiji.
LL@(0376) Unfortunately, that seems to be true everywhere. => Nažalost, izgleda da je to svuda istina.
LL@(0377) At the same time as the US DoD was discovering management and reporting problems on the A-12 and other programs, counterparts in other countries were experiencing similar difficulties. => Istovremeno kada je MO SAD otkrivalo probleme u upravljanju i izveštavanju na A-12 i na drugim programima, i drugi su u drugim zemljama nailazili na slične teškoće.
LL@(0378) First Australia and then Canada sent representatives to the Pentagon in search of better management techniques. => Prvo je Australija, a onda i Kanada poslala u Pentagon svoje predstavnike da potraže bolje tehnike upravljanja.
LL@(0379) In Australia, the search was required by a Parliamentary Committee of Inquiry after some serious cost blowouts on an Australian Navy ship program and on construction of the new Parliament House. => U Australiji je to zahtevao Istražni komitet Parlamenta nakon nekih ozbiljnih prekoračenja troškova na australijskom programu za proizvodnju brodova za mornaricu i na izgradnji nove zgrade Parlamenta.
LL@(0380) In Canada, the search was prompted by the Treasury Board Secretariat when problems arose in government information technology programs. => U Kanadi je ovakav postupak zahtevao Sekretarijat uprave Ministarstva finansija kada su se pojavili problemi u programima vladine informacione tehnologije.
LL@(0381) In 1995, the three countries executed a memorandum pledging to recognize contractor management systems accepted by any of the countries. => Godine 1995. ove tri zemlje potpisale su memorandum u kojem prihvataju sisteme upravljanja dobavljačima koji su prihvaćeni u bilo kojoj od ove tri zemlje.
LL@(0382) When Sweden and the United Kingdom took note of these developments and began using EVM, the countries created the International Performance Management Council as a forum to exchange information.6 Through cooperation a foundation of mutual trust and respect has been built, not only among the governments but also among their contractors. => Kada su u [vedskoj i u Velikoj Britaniji saznali za ova dostignuća i počeli da koriste EVM, ove zemlje su osnovale Savet za upravljanje međunarodnim poslovanjem kao forum za razmenu informacija.6 Kroz ovu saradnju izgrađen je sistem uzajamnog poverenja i poštovanja, ne samo između vlada, već i između njihovih dobavljača.
LL@(0383) The Role of Government In any country, government provides funding for capital projects such as roads, bridges, national defense, information technology, and so on. => Uloga Vlade U svakoj zemlji vlada finansira kapitalne projekte kao što su putevi, mostovi, narodna odbrana, informacione tehnologije itd.
LL@(0384) It also provides the legal framework for government acquisition and management. => Vlada takođe obezbeđuje zakonski okvir za kupovine i upravljanje koje sprovodi.
LL@(0385) Thus, governments exercise enormous influence through spending and regulation. => Stoga vlade imaju ogroman uticaj koji ostvaruju kroz potrošnju i zakonsku regulativu.
LL@(0386) But governments come and go through political changes and may not have the long term view that is needed to improve project management in large organizations. => Ali političkim promenama vlade dolaze i prolaze i možda nemaju onu dalekosežnu viziju šta je potrebno da bi se u velikim organizacijama unapredilo upravljanje projektima.
LL@(0387) Having established its reputation, the DoD EVM office enjoyed support from leaders in each new administration, even ones with reform agendas. => Pošto je potvrdila svoj ugled, kancelarija EVM u MO dobila je podršku lidera iz svake nove administracije, čak i od onih koji su zagovarali promene.
LL@(0388) The National Performance Review and defense acquisition reform initiatives in the Clinton administration were the most far-reaching in the authors experience. => Inicijative za kontrolu poslovanja i reformu nabavki u odbrani u Klintonovoj administraciji su, po mišljenju autora, bile najdalekosežnije.
LL@(0389) At a stroke of his pen, President Clintons Secretary of Defense cancelled thousands of military standards and other regulations. => Jednim potezom pera, Sekretar za odbranu predsednika Klintona stavio je van snage hiljade vojnih standarda i drugih odredaba.
LL@(0390) The choice for the bureaucracy was clear change the way you do business or go out of business. => Birokratija je pred sobom imala jasan izbor ili da menja način na koji posluje ili da ne posluje uopšte.
LL@(0391) In the end, DoD leaders reaffirmed EVM and embraced it as part of defense acquisition reform. => Na kraju, lideri iz MO su reafirmisali EVM i prihvatili ga kao deo reforme nabavki za potrebe odbrane.
LL@(0392) Those leaders also encouraged international and interagency cooperation. => Ovi lideri su podsticali i međunarodnu i međuagencijsku saradnju.
LL@(0393) With their approval, DoD reached out to other government organizations, especially NASA. => Sa njihovim odobrenjem MO je ostvarilo kontakt sa drugim vladinim organizacijama, posebno sa agencijom NASA.
LL@(0394) At one time NASA had its own unique contract management requirements although it awarded contracts to companies that also had defense contracts. => Jedno vreme NASA je imala svoje sopstvene posebne zahteve u upravljanju ugovaranjem iako je potpisivala ugovore i sa kompanijama koje su imale i ugovore sa odbranom.
LL@(0395) During the 1990s DoD and NASA brought their policies into alignment. => Tokom 1990-ih MO i NASA su uskladile svoje politike.
LL@(0396) However, other government agencies such as the Department of Transportation and the Department of Energy either ignored EVM or did not take it very seriously. => Ipak, druge vladine agencije kao što su Sektor transporta i Energetski sektor su ili ignorisale EVM ili ga nisu uzimale mnogo ozbiljno.
LL@(0397) As the 20th century drew to a close, the Office of Management and Budget in the Executive Office of the President extended to all federal agencies the same EVM management concepts used by Defense and NASA. => Krajem 20. veka, Kancelarija za upravljanje i budžet u izvršnom birou Predstednika poslala je svim federalnim agencijama isti EVM koncept kakav su koristili Ministarstvo odbrane i NASA.
LL@(0398) The OMB also required the agencies to report earned value status once a year during the budget development process. => OMB (Kancelarija za upravljanje i budžet) takođe je zahtevala od agencija da jednom godišnje pri javljuju status stečene vrednosti tokom procesa razrade budžeta.
LL@(0399) Each year since, OMB has continued to refine the requirements and has both penalized and rewarded agencies based on the quality of their business cases and EVM implementation.7 The Role of Industry When the author began his work at the Office of the Secretary of Defense, the government-industry rela tionship was adversarial. ~~~ The more he learned about the reasons for the tension, the more he realized that industry complaints were justified. => Otada je svake godine OMB usavršavala svoje zahteve i kažnjavala, odnosno nagrađivala agencije u skladu sa kvalitetom njihovog poslovanja i primenom EVM.7 Uloga industrije Kada je autor počinjao da radi u Kancelariji Sekretara za odbranu, odnos vlade i industrije bio je suparnički. [to je više ulazio u problematiku napetosti, bilo mu je sve jasnije da su pritužbe industije opravdane.
LL@(0400) Government contracts required too much detail and intruded too far into industrial management practices. => Vladini ugovori zahtevali su preveliki broj detalja i suviše su zadirali u postupke upravljanja u industriji.
LL@(0401) However, there is safety in numbers. => 
LL@(0402) DoD encouraged open communications channels to industry through NDIA. => 
LL@(0403) When issues arise, they are discussed in open forum and both sides provide members to joint working teams to develop solutions. => 
LL@(0404) Defense officials struggled with those issues and debated how much flexibility government should allow industry. => Zvaničnici u Odbrani raspravljali su o ovim pitanjima i o tome koliki stepen fleksibilnosti vlada može da ostavi industriji.
LL@(0405) In 1995, DoD suggested to the National Defense Industrial Association that it should undertake a transfer of responsibility for industrial management processes from government to industry. => Godine 1995. MO je predložilo Industrijskoj asocijaciji za narodnu odbranu (NDIA) da nadležnost za industrijske procese preusmeri sa vlade na industriju.
LL@(0406) NDIA accepted the challenge. => NDIA je prihvatila izazov.
LL@(0407) When the first draft was ready, NDIA sent a copy to DoD for comments. => Kada je prvi nacrt ugovora bio spreman, NDIA je poslala primerak ugovora MO i zatražila komentar.
LL@(0408) Because it looked very much like DoD EVM regulation, defense officials worried that NDIA might have written the document to satisfy the perceived interests of its main customer. => Pošto je ugovor veoma ličio na odredbe EVM u MO, zvaničnici iz sektora odbrane bojali su se da je NDIA možda sačinila ovakav dokument samo da bi udovoljila interesima svog glavnog klijenta.
LL@(0409) At DoDs request, NDIA invited other industry and professional associations to participate, then reassured DoD that the document reflected their views. => Na zahtev MO, NDIA je pozvala druge industrijske i stručne asocijacije da učestvuju, a onda je uverila MO da ovaj dokument predstavlja njihov stav.
LL@(0410) As a result, the American National Standards Institute issued the worlds first integrated project management standard in 1998.8 In 1999, DoD incorporated the standard in its acquisition regulations. => Završilo se tako što je 1998. godine Američki nacionalni institut za standarde (ANSI) objavio prvi integrisani standard za projektno upravljanje u svetu.8 Godine 1999. MO je ove standarde uvrstio u svoje zahteve prilikom nabavki.
LL@(0411) This marked an important step in the transfer of responsibility for industrial management standards from government regulation to industry. => Ovo je predstavljalo značajan korak i prenosu nadležnosti za standarde u industrijskom menadžmentu sa vlade na industriju.
LL@(0412) In 2002, OMB took the next step. => Godine 2002 MO je preduzelo sledeći korak.
LL@(0413) It required all government agencies and their contractors to use the ANSI standard as the basis for project management and reporting. => Zatražilo je od svih vladinih agencija da primenjuju ANSI standard kao osnovu projektnog upravljanja i izveštavanja.
LL@(0414) When agencies submit their budget proposals to OMB, they must provide strong business cases for their capital investments, supported by a project management plan based on the ANSI standard. => Kad agencije podnesu OMB svoje predloge budžeta, moraju da prilože jake poslovne primere za svoje kapitalne investicije, i da ih potkrepe planom za projektno upravljanje zasnovanom na standardu ANSI.
LL@(0415) In this way, government reform efforts begun in DoD are now fully defined in an ANSI standard and put all government agencies on equal footing in terms of management expectations. => Na ovaj način, vladina reforma koja je započela u MO sada je u potpunosti definisana ANSI standardom, a sve vladine agencije su stavljene u istu ravan u smislu očekivanja od upravljanja.
LL@(0416) Agencies are expected to achieve 90% of cost, schedule and performance goals and must report to OMB annually, including their contractors EVM data. => Od agencija se očekuje da ispune 90% ciljeva u oblasti troškova, planiranja i izvođenja, s tim da jednom godišnje izveštavaju OMB, pri čemu prilažu i podatke o EVM njihovih dobavljača.
LL@(0417) The 1990s witnessed arguably the largest industry shakeout in history as the US aerospace industry shrank from 26 contractors to four. => Tokom 1990-ih dogodio se možda najveći potres u istoriji industrije, kada je američka industrija vazduhoplo va spala sa 26 dobavljača na četiri.
LL@(0418) The survivors, Boeing, Lockheed Martin, Northrop Grumman and Raytheon, are using the EVM standard to define their enterprise management systems. => Oni koji su opstali, Boeing, Lockheed Martin, Northrop Grumman i Raytheon svoje organizacione sisteme upravljanja definišu EVM standardom.
LL@(0419) As they incorporate EVM for commercial lines of business, defense companies are discovering that it makes sense not only for large government contracts, but also for small projects and internally-funded projects. => Kako u svoje komercijalne poslovne letove uključuju EVM, kompanije koje su uključene u poslove odbrane počinju da shvataju da EVM nije korisno samo za velike vladine ugovore, već i za male projekte i za projekte koji se finansiraju u okviru kompanije.
LL@(0420) It is very difficult for individual companies to talk candidly to their customers about management issues. => Pojedinačnim kompanijama nije lako da otvoreno razgovaraju sa svojim klijentima o pitanjima upravljanja.
LL@(0421)  => Ipak, to je značajno za bezbednost.
LL@(0422)  => MO je putem NDIA podsticalo kanale otvorene komunikacije sa industrijom.
LL@(0423)  => Kada bi došlo do problema, o njima se raspravljalo otvoreno na sastancima, a obe strane bi odredile članove zajedničkih radnih timova koji bi nalazili rešenja.
LL@(0424) The Role of Professional Associations Professional associations are very important in project management. => Uloga stručnih asocijacija Stručne asocijacije su veoma značajne u upravljanju projektima.
LL@(0425) For many years the only association interested in EVM was a small organization called the Performance Management Association. => Godinama je jedina asocijacija koja se interesovala za EVM bila Asocijacija za upravljanje poslovanjem (PMA).
LL@(0426) In the late 1990s PMA discovered the Project Management Institute and decided to merge its 800 members with PMIs 35,000 as the PMI College of Performance Management. => Krajem 1990-ih PMA je otkrila Institut za projektno upravljanje (PMI) i odlučila da svojih 800 članova ujedini sa 35 000 članova u PMI, tako da je nastao PMI koledž za upravljanje poslovanjem.
LL@(0427) In 2005 PMI published the Practice Standard for Earned Value Management, making this management technique accessible to some 250,000 PMI members worldwide.9 International Trends Australia has more than ten years of successful experience with EVM as a government regulation. => Godine 2005. PMI je objavio Standarde postupaka za upravljanje stečenom vrednošću, čime je ova tehnika upravljanja postala dostupna za oko 250 000 članova PMI širom sveta.
LL@(0428) Canada also has been using EVM more than ten years and has adopted the ANSI standard because Canada and the USA are close trading partners. => Međunarodni trendovi Australija već duže od deset godina uspešno primenjuje EVM kao vladinu odredbu.
LL@(0429) Sweden and the United Kingdom began looking seriously at EVM more recently, in the late 1990s. => Kanada takođe primenjuje EVM već duže od deset godina, a prihvatila je standard ANSI zato što sa SAD ima bliske trgovačke veze. [vedska i Velika Britanija su odnedavno počele ozbiljno da se interesuju za EVM, tačnije od kraja 1990-ih.
LL@(0430) In both countries, early experiments were successful and EVM is being adopted more widely. => U ovim zemljama su prvi eksperimenti bili uspešni i EVM je šire prihvaćeno.
LL@(0431) The UK is emerging as a world leader, as EVM is used by commercial construction companies and as part of the Ministry of Defenses Smart Procurement initiatives. => Velika Britanija postaje svetski lider u ovoj oblasti, pošto EVM koriste građevinske kompanije, a uvodi se i u inicijative pametnih nabavki Ministarstva odbrane.
LL@(0432) The UK Association of Project Management produced a CD titled Earned Value Management: APM Guideline for the UK that is recognized by NDIA as philosophically equivalent to the ANSI standard. => Asocijacija za projektno upravljanje Velike Britanije izdala je CD pod naslovom Upravljanje zarađenom vrednošću: uputstva APM za Veliku Britaniju koja NDIA prihvata kao ekvivalentna ANSI standardu.
LL@(0433) Project Management in Transition The American experience with EVM has repeated itself in other countries. => Projektno upravljanje u tranziciji Američka iskustva sa EVM ponovila su se i u drugim zemljama.
LL@(0434) The direction of movement usually is from government to industry. => Pravac kretanja je uglavnom bio od vlade prema industriji.
LL@(0435) Along the way, typical issues arise: Should government or industry assume the leading role? => Usput su se javljali tipični problemi: ~~~ Da li vodeću ulogu treba da preuzme vlada ili industrija?
LL@(0436) Usually it is government, but progress cannot happen without cooperation from industry. => To obično biva vlada, ali napredak se ne može postići ako se ne sarađuje sa industrijom.
LL@(0437) How difficult will it be to implement this new management approach? => Koliko će biti teško da se primeni ovaj novi koncept upravljanja?
LL@(0438) It will not be easy, but nothing of value ever is. => Neće biti lako, ali ništa što vredi ne dobija se lako.
LL@(0439) The Future of EVM Where will EVM go in the future? => Budućnost EVM Kako će se EVM razvijati u budućnosti?
LL@(0440) These predictions are not really speculative; all are happening today in advanced organizations, but it will take some time for them to become the norm. => Ovakva predviđanja baš i nisu spekulativna: sve ovo se već odvija u naprednim organizacijama, ali će biti potrebno neko vreme da bi postalo standard.
LL@(0441) Perhaps the most important trend is the growing relationship between project management and an organizations business objectives. => Možda je najznačajniji trend sve veća povezanost između projektnog upravljanja i poslovnih ciljeva organizacije.
LL@(0442) Governments demand a strong business case supported by a sound project execution plan. => Vlade zahtevaju moćan poslovni program koji je podržan čvrstim planom za realizaciju projekta.
LL@(0443) Industry demands better results on the bottom line. => Industrija zahteva bolje rezultate već u startu.
LL@(0444) Better management systems integration makes it easier for common project management techniques to be used for smaller, less complex projects. => Bolja integracija sistema upravljanja olakšava uvođenje uobičajenih tehnika upravljanja projektima u manje, jednostavnije projekte.
LL@(0445) An enterprise management system can be constructed that does not require all projects to be managed exactly the same way, yet all can be managed and measured consistently. => Sistem upravljanja preduzećem može se projektovati tako da ne zahteva da se svi projekti izvode na isti način, a da se ipak svakim od njih može dosledno upravljati i da se može dosledno meriti.
LL@(0446) The demand for enterprise tools leads to more effective project management software. => Potreba za alatima u preduzećima dovela je do izrade efektivnijeg softvera u upravljanju.
LL@(0447) Tools once used at the high end are being adapted for wider application and tools used at the low end are becoming more sophisticated, thus providing more value and capability across the spectrum. => Alati koji su se ranije koristili na najvišem nivou sada su prilagođeni za širu primenu, a alati koji su se primenjivali na nižim nivoima usavršeni su, tako da je u čitavom ovom spektru stvorena veća vrednost i sposobnost.
LL@(0448) Of course, change on such a vast scale is not easy. => Naravno, sprovođenje promena u ovako širokom opsegu nije lako.
LL@(0449) But just because change presents a challenge does not mean it should not be undertaken. => Ali, to što svaka promena predstavlja izazov ne znači da je ne treba sprovesti.
LL@(0450) Counterparts in Australia, Canada, the United Kingdom and the United States have been through similar evolutions. => Slične kompanije u Australiji, Kanadi, Velikoj Britaniji i SAD su sve prošle kroz slične faze.
LL@(0451) Their representatives at international forums are candid and open. => Njihovi predstavnici otvoreno i iskreno govore na međunarodnim skupovima.
LL@(0452) They describe successes and challenges, recognizing that both kinds of experiences must be shared if we are to advance project management knowledge. => Oni opisuju uspehe i izazove i znaju da sva ova iskustva treba razmenjivati ukoliko želimo da unapredimo znanja o upravljanju projektima.
LL@(0453) As you ponder such questions, it is useful to keep in mind an essential difference between government and commercial management. => Kad se razmišlja o ovakvim pitanjima, treba imati na umu jednu suštinsku razliku između upravljanja u vladi i u komercijalnom poslovanju.
LL@(0454) If a company makes a fatally flawed or unethical decision, its responsibility ends with its owners. => Ako kompanija donese fatalno pogrešnu ili ne-etičku odluku, odgovornost je na njenim vlasnicima.
LL@(0455) A company may in fact go out of business ENRON and WorldCom may come to mind. => Kompanija može da propadne setimo se samo kompanija ELRON i WorldCom.
LL@(0456) REFERENCES 1. => Vlada ne može da funkcioniše na ovaj način.
LL@(0457)  => Ona svojim građanima mora da obezbedi bezbednost i usluge.
LL@(0458)  => Kada u tome zataji, to se oseti u novčaniku svakog poreskog obveznika i svake poslovne organizacije.
LL@(0459) Fox, J. R., Roots of Earned Value System, The Measurable News, published by the Performance Management Association (now the Project Management Institute College of Performance Management), March 1996, pp. 9-12. => Javnost s pravom očekuje da njihova vlada posluje po najvišim etičkim pravilima i da primenjuje najbolje moguće tehnike upravljanja. ~~~ Projektno upravljanje zasnovano na zarađenoj vrednosti predstavlja svetski standard.
LL@(0460) 2. => LITERATURA:
LL@(0461) Department of Defense Instruction 7000.2, Performance Measurement for Selected Acquisitions, December 22, 1967 (canceled; replaced by DoD Regulation 5000.2-R, Mandatory Procedures for Major Defense Acquisition Programs and Major Automated Information System Acquisition Programs, Part 3.3.4.3, March 15, 1996). ~~~ A-12 Administrative 3. => Fox, J.R., Koreni sistema zarađene vrednosti, Merljive novosti, objavila Asocijacija za upravljanje poslovanjem (sada Institut za projektno upravljanje Koledža za upravljanje poslovanjem), mart 1996, str. 9-12 Uputstva Ministarstva odbrane 7000.2, Merenje učinka za izabrane nabavke, 22. decembar 1967 (ukinuto; zamenjeno odredbama MO 5000.2-R, Obavezni postupci u glavnim programima nabavki za odbranu i Glavni programi za nabavku sistema automatizovanih informacija, Deo 3.3.4.3, 15. mart 1996) Ministarstvo odbrane SAD, sektor Mornarice, Istraga slučaja A-12 Memorandum za sekretara Mornarice, autor Chester Paul Beach:
LL@(0462) U.S. Department of Defense, Department of the Inquiry, Navy, Memorandum for the Secretary of the Navy by Chester Paul Beach: Office of the Secretary of the Navy, November 28, 1990. ~~~ 4. => Kancelarija sekretara Mornarice, 28. novembar 1990.
LL@(0463) Secretary of Defense to the Secretary of the Navy, Status of A-12 Carrier-Based Strike Aircraft Program, December 14, 1990. => Sekretar za odbranu Sekretaru Mornarice, Status programa A-12 borbenog aviona sa nosača, 14. decembar, 1990.
LL@(0464) 5. ~~~ The author testified as an expert witness for the US government in the fifth A-12 trial. ~~~ 6. => Autor je razgovarao sa veštakom vlade SAD koji je prisustvovao petom suđenju u slučaju A-12.
LL@(0465) The author drafted and negotiated on behalf of the US Department of Defense the Memorandum of Agreement with the defense organizations of Australia and Canada and served as the first chair of the International Performance Management Council. => Autor je u ime Ministrastva odbrane SAD sastavljao nacrt i pregovarao o Memorandumu o Sporazumu sa organizacijama za odbranu Australije i Kanade i bio prvi predsedavajući Međunarodnim savetom za upravljanje.
LL@(0466) 7. ~~~ See www.whitehouse.gov/omb/. => Videti www.whitehouse.gov/omb/.
LL@(0467) 8. ~~~ ANSI Standard EIA-748 is available through the American National Standards Institute webstore, http://webstore.ansi.org/. => ANSI standard EIA-748 dostupan je na stranici ANSI, http://webstore.ansi.org/.
LL@(0468) 9. ~~~ The PMI Practice Standard for Earned Value the Project Management Management Institute website, www.pmi.org. is available at Government cannot operate the same way. => PMI standardni postupci za upravljanje zarađenom vrednošću dostupni su na veb stranici Instituta za projektno upravljanje, www.pmi.org.
LL@(0469) It must deliver security and services to its citizens. => 
LL@(0470) When it fails, the pain is felt in the purse of every taxpayer and business organization. => 
LL@(0471) The public rightfully expects its government to operate with the highest ethics and to employ the best management techniques possible. => 
LL@(0472) Earned value based project management is the world standard. => 
LL@(0473) Wayne F. Abba Mr. Abba retired from public service with the United States Department of Defense in 1999. => Wayne F Abba G. Abba se povukao iz javne službe u Ministarstvu odbrane SAD 1999. godine.
LL@(0474) He is known internationally as a foremost expert in Earned Value Management and is an independent consultant specializing in public sector project and contract management. => U svetu je poznat kao vodeći stručnjak za upravljanje stečenom vrednošću a radi i kao samostalni konsultant u oblasti projekata za javni sektor i upravljenje ugovaranjem.
LL@(0475) He is active in the Project Management Institutes College of Performance Management, the National Defense Industrial Association, the Society of Cost Estimating and Analysis, and the National Contract Management Association. => Aktivan je na Koledžu za upravljanje poslovanjem Instituta za projektno upravljanje, u Nacionalnoj asocijaciji industrija za odbranu, Društvu za procenu i analizu troškova i Nacionalnoj asocijaciji za upravljanje ugovaranjem.
LL@(0476) Modern Management in the Defense System UDC 005:355.45 Dr Aleksandar Majstorović, Dr Marko Andrejić Military Academy, Belgrade The bases on which the plans in the defense systems are founded are usually rather uncertain due to dynamic change in the system, particularly to its close or farther environment. => Savremeni menadžment u sistemu odbrane UDK 005:355.45 dr Aleksandar Majstorović dr Marko Andrejić Vojna akademija Beograd Osnove na kojima se zasnivaju planovi u sistemu odbrane često su vrlo nesigurne zbog dinamičnih promena u sistemu, a posebno u njegovom bližem i daljem okruženju.
LL@(0477) Nevertheless, planned and organized activities in these conditions, and especially in the area of sellection, creating and developing modern managers are both a must and a need, and planning human resources in the conditions of uncertainty is both a liability and a challenge for the top management and the planning departments in the defense system of the Republic of Serbia and all its parts. => Pa ipak, planski i organizovani rad i u tim uslovima a posebno u oblasti izbora, stvaranja i razvoja savremenih menadžera su nužnost, ali i potreba, a planiranje ljudskih resursa u uslovima neizvesnosti upravo je i obaveza i izazov za najviši nivo menadžmenta i planske organe u sistemu odbrane Republike Srbije i svim njegovim delovima.
LL@(0478) An appropriate selection, supplying with adequate knowledge and an adequate development of a military manager bear a promise of a steadier work and fewer emergent tasks in the defense system. => Pravilna selekcija, opremanje adekvatnim znanjem i pravilan razvoj vojnog menadžera omogućuju mirniji rad i manje vanrednih zadataka u sistemu odbrane.
LL@(0479) The requirements posed by the practices, time requirements and modern trends in the field of military management demand that a photorobot of a modern manager of the 21st century be designed: desirable knowledge, education, conduct, techniques and methodology he uses. => Potrebe prakse, zahtevi vremena i savremeni trendovi u oblasti vojnog menadžmenta zahtevaju da se napravi fotorobot vojnog menadžera 21. veka: poželjna znanja, vaspitanje, edukacija, ponašanje, tehnike i metodologija koju koristi u svom radu.
LL@(0480) The developed countries and their defense systems have long realised that management is a scientific discipline, crucial in the successful work of the system and therefore worth paying due attention to. => Razvijene zemlje i njihovi sistemi odbrane odavno su shvatili da je menadžment naučna disciplina vrlo bitna za uspešno funkcionisanje sistema i iz tih razloga mu pridaju adekvatan značaj.
LL@(0481) It is for this reason that we devote this work to this issue of the Republic of Serbia defense system. => Upravo zbog toga odlučili smo da se u ovom radu pozabavimo upravo tom tematikom u okviru sistema odbrane Republike Srbije.
LL@(0482) Introduction We live in a world of great change and challenge, therefore the present social reality is characterised by ample organizational, formal and crucial changes, change in capital ownership, change in the value system, plurality of thought, lack of fear and powerful destructive propaganda in internal affairs, insisting on transparency in work, intensive proclamation and striving for consistent respect of human rights and liberties, general access to information, high level of aspirations in people in general. => Uvod @ivimo u vremenu velikih promena i izazova, tako da postojeću društvenu realnost karakterišu velike organizacione formalne i suštinske promene, promena vlasništva nad kapitalom, promena sistema vrednosti, pluralizam mišljenja, odsustvo straha i jake razorne propagande na unutrašnjem planu, insistiranje na transparentnosti u radu, ofanzivno proklamovanje i zalaganje za doslednim poštovanjem ljudskih prava i sloboda, opšta dostupnost informacija, visok nivo aspiracija kod ljudi uopšte.
LL@(0483) The ordinary people are faced with high level of demand and expectations, being promised little in return. => Od običnih ljudi se očekuje i zahteva mnogo, a nudi se zauzvrat malo.
LL@(0484) Human ideals have essentially changed. => Ideali ljudi su se suštinski promenili.
LL@(0485) Fewer and fewer are those who are willing to struggle for supreme ideals at a price of ruining their comfort, even fewer are those prepared to pay the extreme price for these ideals, to sacrify their lives. => Sve je manje ljudi koji su spremni da se bore za neke više ideale po cenu narušavanja svog komoditeta, a naročito je manje i onih koji su spremni da za svoje ideale podnesu najveću žrtvu, svoj život.
LL@(0486) People adopt change more or less voluntarily, they help it root or they resist change, they take change as a success or as a defeat, a profit or a loss, all along reacting in different ways: showing delight, resignation, indifference, passive or active resistance. => Ljudi lakše ili teže prihvataju prisutne promene, pomažu ih ili im se suprostavljaju, doživljavaju ih kao uspeh ili poraz, kao gubitak ili dobitak, pritom reagujući na različite načine: oduševljenje, rezignacija, indiferentnost, pasivan i aktivan otpor.
LL@(0487) It is this change that should be managed, and this is the task of strategic decisions makers (managers) and top managers. => Tim promenama, životom, radom i ponašanjem u njima treba upravljati, a to je posao donosilaca strateških odluka (menadžera) i rukovodilaca.
LL@(0488) Special emphasis is given to the management of the life and work in the defense system. => Posebno je karakterističan i značajan menadžment i rukovođenje životom i radom u sistemu odbrane.
LL@(0489) We may freely maintain that the current state of the defense system, the needs of practice, requirements of time and modern management trends have become a serious challenge to managers in the defense field. => Može se slobodno reći da su: trenutno stanje u sistemu odbrane, potrebe prakse, zahtevi vremena i savremeni upravljački trendovi postavili veliki izazov pred menadžere u odbrani.
LL@(0490) In the approaching period, the management in the Republic of Serbia defense system gains in importance and must actively and publicly take on the role of the front unit.1 In order that military managers should successfully cope with the growing problems, it is necessary that there exist a long-term conception of development with a built in organizational aspect, that candidates for military man agers be carefully selected and that they undergo continual education and qualification processes. => Menadžment u sistemu odbrane Republike Srbije, u vremenima koja su ispred nas dobija na značaju i mora ofanzivno i javno da preuzi ma ulogu prednjeg odreda1. ~~~ Da bi se vojni mendžeri uspešno nosili sa naraslim problemima neophodno je da postoji dugoročna koncepcija razvoja sa ugrađenim organizacionim aspektom, da se kontinuirano vrši kvalitetan izbor ljudi za dužnosti vojnih menadžera i da se kontinuirano radi na njihovom obrazovanju i osposobljavanju.
LL@(0491) The needs of modern practice that deals with situations of crisis, fighting terrorism and continual preparations for possible future wars require that the managers in the defence system should be chosen among people with leadership dispositions (abilities and inclinations) and knowledge of management, trained for the job they will do. => Potrebe savremene prakse, koja podrazumeva krizne situacije, borbu protiv terorizma i kontinuiranu pripremu za eventualne buduće ratove, nalažu da za rukovodioce (menadžere) u sistemu odbrane treba birati ljude sa liderskim predispozicijama (sposobnostima i sklonostima) i menadžerskim znanjima, školovanim za posao koji rade.
LL@(0492) For the time being, there are no appropriate and well elaborated criteria, publicly known and related to the selection and appointment of military managers to certain managing positions. => Za sada ne postoje pravilno i potpuno razrađeni kriterijumi, javni i opšte poznati, vezani za izbor i postavljenje vojnih menadžera na određene rukovodeće dužnosti.
LL@(0493) The prevailing choice of methods is not impartial enough and reduces (almost eliminates) the impact of public transparency to a significant degree.2 It is generally established that there are two global types of managers in our practice: those well acquainted with work with people; those well familiar with technology of the work the people they manage are engaged in. => Postojeći izbor metoda ne isključuje u dovoljnoj meri subjektivizam i značajno umanjuje (gotovo eliminiše) uticaj javnosti - transparentnost2. ~~~ Smatra se da u našoj praksi egzistiraju dva globalna tipa menadžera: oni koji dobro poznaju rad sa ljudima; oni koji dobro poznaju tehnologiju posla kojim se bave ljudi kojima oni rukovode.
LL@(0494) It is difficult to find managers familiar with both, and it is both of these qualities that are required in the operational activities (business activities in a most general sense) of the defense system. => Teško je sresti menadžere koji dobro poznaju i jedno i drugo, a upravo to je potrebno operativnoj delatnosti (poslovanju, u najširem smislu) sistema odbrane.
LL@(0495) Hence there are only a few accomplished military managers, a management gap increases daily and it is of paramount importance that education of management personnel be started, with new contents and methodologies. => Zato dobrih menadžera ima malo, upravljački jaz je svakim danom sve veći i potrebno je ubrzano otpočeti sa školovanjem upravljačkog kadra uz nove sadrža 1 A. Majstorović i M. Andrejić:
LL@(0496) Two problems arise in theory (and operational practice) related to adequate selection of military managers: insufficient number of candidates (alternatives) who meet the set requirements; biased and non-optimized selection of one among a 1 Majstorović, a: and Andrejić, M.: Savremeno upravljanje ljudskim resursima u sistemu odbrane (Modern Human Resource Management in Defense System) , the Tenth International Conference Quality and Reliability Management, DQM Faculty of Civil Engineering Belgrade, June 2007, p. 422. => Savremeno upravljanje ljudskim resursima u sistemu odbrane, 10. medunarodna konferencija Upravljanje kvalitetom i pouzdanošću, DQM Građevinski fakultet Beograd, jun 2007, str 422. 2 A. Majstorović:
LL@(0497) 2 Majstorović, A.: Državna revizija u sistemu odbrane, Economics and Finance Institute, Beograd, 2008, p. 144. number of candidates who meet the requirements, as well as incorrect ranking of other candidates. => Državna revizija u sistemu odbrane, Institut za ekonomiku i finansije, Beograd, 2008, str. 144. je i metodologiju. ~~~ U teoriji (a i u operativnoj praksi) se javljaju dve vrste problema kada je u pitanju pravilan izbor vojnih menadžera: nedovoljan broj kandidata (alternativa) koji ispu njavaju definisane uslove, neobjektivan i neoptimalan izbor jednog, između više kandidata koji ispunjavaju uslove i nepravilno rangiranje ostalih kandidata.
LL@(0498) It is very important that a prospective candidate (besides knowledge, desired traits and skills) desires to be a manager. => Vrlo je važno da potencijalni kandidat želi (pored znanja, poželjnih osobina i umeća) da obavlja rukovodeću funkciju.
LL@(0499) Any successful system, especially the defense system, must be work-incentive and use human resources (and any other resources) at its disposal appropriately and optimally. => Svaki uspešan sistem, a to naročito važi za sistem odbrane, treba da bude radno stimulativan i da pravilno i optimalno koristi ljudske resurse (i sve druge resurse) kojima raspolaže.
LL@(0500) In this report we discuss and propose a possible methodology of selection, creating and development of military managers as well as present the relevant knowledge that a modern and successful military manager needs. => U ovom radu razmatraće se i predložiti moguća metodologija izbora, stvaranje i razvoj vojnih menadžera i prezentirati relevantna znanja potrebna savremenom i uspešnom vojnom menadžeru.
LL@(0501) We will take into consideration the desirable predispositions and the development path, as well as education of military managers. => Sagledaće se poželjne predispozicije i razvojni put, kao i obrazovanje vojnih menadžera.
LL@(0502) Here the emphasis will be put on the current peaceful management activities in the defense system, since the analysis of management in the past wars would be inappropriate in the context of this work, whereas the projection of management in some possible future crises and wars would not be reliable enough, due to a large scope of unknown factors. => Naglasak će pritom biti na sadašnje - mirnodopsko funkcionisanje menadžmenta u sistemu odbrane, jer bi analiza menadžmenta iz prethodnih ratova bila nesvrsishodna u kontekstu ovog rada, a eventualna projekcija menadžmenta u nekim budućim krizama i ratovima ne bi mogla da ima zadovoljavajuću pouzdanost, zbog prevelikog obima nepoznatih faktora.
LL@(0503) It should also be pointed out that, in addition to systemic considerations, when selecting and appointing military managers we must take into account the situational approach and analyse each individual managing position a public function (operational activities in the units at troop level, in commands at operational level, in administration departments, in educational and scientific institutions, in research institutions, etc), thus precisely defining the manager profile for a particular work position. => Valja takođe naglasiti da prilikom izbora vojnih menadžera i njihovog postavljenja na dužnost mora se, pored sistemskog promišljanja, uvažiti i situacioni pristup i analizirati svako konkretno rukovodeće mesto - javna funkcija (operativne dužnosti u jedinicama trupnog nivoa, u komandama operativnog nivoa, u upravama, u obrazovnim i naučnim ustanovama, u istraživačkim ustanovama itd), a samim tim i precizno definisan profil menadžera za konkretno radno mesto.
LL@(0504) Specific features of management in the defense system Some specific features in terms of the complexity of military organizational systems (combat system, production system, logistics, business system, personnel turnover: permanent and temporary structure), of human rights and liberties, autonomy in decision making, personnel solutions, mode of functioning, etc. make up the management in the defense system considerably more complex than it is the case in civil organizational systems. => Specifičnosti menadžmenta u sistemu odbrane Određene specifičnosti u smislu složenosti vojnih organizacionih sistema (borbeni sistem, proizvodni sistem, sistem logistike, poslovni sistem, fluktuacija kadra: stalni i privremeni sastav), sloboda i ljudskih prava, autonomnosti odlučivanja, kadrovskih rešenja, način funkcionisanja i dr, čine menadžment u sistemu odbrane znatno složenijim nego što je to slučaj sa civilnim organizacionim sistemima.
LL@(0505) As regards the specific features of military organizational systems, if a non-incentive plan is established, it may lead to an average performance, implementation of double standards in personnel selecting and managing, to obstructions, eluding work obligations and to other negative consequences. => S obzirom na specifične karakteristike vojnih organizacionih sistema, ukoliko se uspostavi destimulativan sistem nagrađivanja, onda može doći do forsiranja osrednjosti, primene dvostrukih standarda u izboru i vođenju kadra, do opstrukcije, izbegavanja radnih obaveza i drugih negativnih posledica.
LL@(0506) The fundamental principles upon which the relations within defence system, especially those between the manager and other members are built are as follows: not all the members of the system are included into decision making on all the important issues of the system; the manager plays an organizational- technological-coordination role in order that the tasks are accomplished effectively, efficiently and economically; the manager helps all the work group members in the process of creating and liberating their will, creativeness and abilities, in order that they are adequately trained to achieve high performance and take an active part in improving management itself and the overall functioning of the system.3 In this sense, the most important features of a modern military manager are the following: the requirement to change both himself and others; collecting information, identifying problems, decision making in problem solving and their actual problem solving; translating solutions to the problems into decisions and actions; organizational frame within which he acts: he acts from the position that gives him power within the pyramidal structure, as well as responsibility. => Osnovni principi na kojima se izgrađuju odnosi unutar sistema odbrane, a naročito između menadžera i ostalih članova treba da: o svim važnim pitanjima sistema ne odlučuju direktno svi njegovi članovi; menadžer vrši organizaciono-tehničko-koordinacionu ulogu u cilju efektivnog, efikasnog i ekonomičnog izvršenja zadatka; menadžer pomaže svim članovima radne grupe u procesu kreiranja i oslobađanja njihove volje, stvaralaštva i sposobnosti, radi što boljeg osposobljavanja za visokoproduktivan rad i aktivno učešće u unapređenju samog menadžmenta i ukupnog poslovanja sistema3. U tom smislu, najvažnije karakteristike posla savremenog vojnog menadžera su: zahtev za menjanjem sebe i drugih; prikupljanje informacija, određivanje problema, donošenje odluka za rešavanje i njihovo rešavanje; rešenja problema mora sprovesti u odluke i akcije; organizacioni okvir u kojem deluje: ~~~ Deluje sa položaja koji daje moć unutar piramidalne strukture, ali i odgovornosti.
LL@(0507) His attitudes are authoritative. => Njegovi stavovi su autoritativni.
LL@(0508) People beneath him in the pyramid see themselves as more dependent than opposite. => Ljudi koji su u piramidi ispod njega, sebe vide zavisnijim od njega, nego obrnuto.
LL@(0509) Numerous forces in his environment act in such a way so as to render him in that position. => Mnoge snage u njegovoj okolini deluju tako da ga na tom položaju održavaju.
LL@(0510) Despite a great and independent power, the manager still depends on his subordinates due to the size of organization and technology etc. (identifying problems, data gathering, analyses, decision making, making a decision operational). => Uprkos velikoj i nezavisnoj moći menadžer je ipak zavistan od podređenih zbog veličine organizacije i tehnologije i dr. (određivanje problema, prikupljanje podataka, analitika, donošenje odluke, sprovođenje odluke u delo).
LL@(0511) He works by influencing other people and must position himself in such a way that he may always demand more. => Funkcije obavlja putem uticaja na druge ljude i mora se postaviti tako da uvek može tražiti još više.
LL@(0512) He is expected to, and must himself try to, act as an extension of the ego of his superior. => Od njega se traži, a i on sam treba da deluje kao produžetak ega nadređenog.
LL@(0513) He is required to think creatively and originally, but also to act in a way his superior would act in a similar situation. => Od njega se zahteva da misli stvaralački i izvorno, ali i da deluje onako kako bi to radio njegov šef u sličnoj situaciji.
LL@(0514) The essence of management in general is in devising such subtle ways of exerting pressure upon the subordinates so as to provoke least opposition and conflict between the subordinates and their superiors, between production forces and production relations, between the achieved work results and profit distribution, at the same time maintaining the existing relations, the method of functioning and the existing distribution of status. => Suština menadžmenta uopšte jeste u nalaženju takvih suptilnih načina za vršenje pritisaka na podređene koji će izazvati najmanje suprotnosti i konflikata između podređenih i nadređenih, između proizvodnih snaga i proizvodnih odnosa, između ostvarenih rezultata rada i raspodele dobiti i očuvati postojeće odnose, način funkcionisanja i postojeću raspodelu statusnih pozicija.
LL@(0515) In addition to overall human qualities (emotional and academic intelligence, energy, creativity, decisiveness and firm character) the managers in the defense system should be gifted with some specific traits, characteristic of the men and environment in this country, such as capability of selecting and developing personnel, knowledge of people and their problems, correct estimation of their abilities.4 The manager is always expected to be a leader, that is, to command great personal authority and power and to be able to conduct all the management functions and processes (planning, organizing, personnel, guidance, control, analysis, coordination, task assignment) successfully. => Menadžeri u sistemu odbrane, pored opšteljudskih kvaliteta (emocionalna i akademska inteligencija, energija, kreativnost, volja i čvrst karakter) treba da imaju i posebne kvalitete koji su svojstveni našem čoveku i našoj sredini podneblju, a to su sposobnost za izbor i razvoj kadrova, te poznavanje ljudi i njihovih problema, pravilno procenjivanje njihovih prednosti i nedostataka i pravilno korišćenje njihovih sposobnosti4. 3 A. Majstorovic i M. Andrejic:
LL@(0516) In addition to the abovementioned, the manager is expected to identify problems promptly, deeply and broadly, diagnosing them 3 Majstorović, A. and Andrejić, M., Teorijski aspekti upravljanja ljudskim resursima u sistemu odbrane, Novi glasnik br. 2/2007, Vojnoizdavaćki zavod Baograd, 2007, pp. 71-72. => Teorijski aspekti upravljanja ljudskim resursima u sistemu odbrane, Novi glasnik br. 2/2007, Vojnoizdavacki zavod Beograd, 2007, str. 71-72. 4 A. Majstorovic i M. Andrejic:
LL@(0517) 4 Majstorović, A. and Andrejić, M., Teorijski aspekti upravljanja ljudskim resursima u sistemu odbrane, Novi glasnik br. 2/2007, Vojnoizdavaćki zavod Baograd, 2007, p. 74. briefly, making a difference between what is important and what is not and to always move efficiently across the defence system. => Teorijski aspekti upravljanja ljudskim resursima u sistemu odbrane, Novi glasnik br. 2/2007, Vojnoizdavacki zavod Beograd, 2007, str. 74. ~~~ Od menadžera se uvek traži da bude i lider, tj. da uživa veliki lični autoritet i moć i da je u stanju da uspešno obavlja sve funkcije i procese menadžmenta (planiranje, organizovanje, kadrovi, vođenje, kontrola, analiza, koordinacija, dodela zadataka).
LL@(0518)  => Pored navedenog od menadžera se zahteva da može da probleme brzo uočava, sagledava široko i duboko, a pri tome brzo dijagnosticira i odvaja bitno od nebitnog i da se kroz sistem odbrane uvek kreće efikasno.
LL@(0519) In order that the manager master the right system of work, he must have some psychological qualities and act adequately in working with and addressing his subordinates. => Da bi menadžer ovladao pravim stilom rada on mora da poseduje određene psihološke kvalitete i da ispolji adekvatan način ponašanja pri delovanju i ophođenju sa podređenima.
LL@(0520) The means and methods used in management in the defense system are subjectively and significantly different, since they are part of knowledge and reason of the manager who sellects the methods he considers most appropriate to a given situation. => Sredstva i metode koje se koriste pri rukovođenju u sistemu odbrane se subjektivno i značajno razlikuju, jer prolaze kroz spoznaju i razum menadžera koji bira one metode, koje su po njegovom mišljenju najprimerenije konkretnoj situaciji.
LL@(0521) In order that his choice be adequate, it is very important that the manager possess certain qualities: highly developed intellect, broad general culture, adequate professional and social preparation, matching of character and temperament, skill in handling demands and complaints from his collaborators, skill in managing the organization (group) and getting the feedback right. => Da bi taj izbor bio adekvatan, neobično je važno da menadžer poseduje određene osobine: razvijen intelekt, široka opšta kultura, dobra profesionalna i društvena priprema, dobra usklađenost karaktera i temperamenta, umešnost pažljivog odnosa prema zahtevima i žalbama saradnika, umešnost vođenja organizacije (grupe) i povratnog učenja od nje.
LL@(0522) The modern managers personality in the defense system today must be a set of different qualities the minimal scope of which will be the following: 1. moral qualities: highly developed social awareness and social feeling; sence of economics, decisiveness, enterpreneurship; sense for responsibility; 2. intellectual skills: methodic approach in reasoning and acting; objectivity; realism and practical sense; capability of persuading others; 3. physical qualities: physical and psychical health; vitality; endurance; agreable appearance; 4. knowledge and experience: general education as well as knowledge of skills and managerial work as well as work in schools for managers, experience in educational work. => Ličnost savremenog menadžera u sistemu odbrane danas mora da predstavlja kompleks različitih kvaliteta koji minimalno treba da obuhvataju: ~~~ 1. moralne osobine: visoko razvijena socijalna svest i socijalno osećanje; smisao za ekonimiju; odlučnost; preduzimljivost; osećanje odgovornosti; 2. intelektualne sposobnosti: metodičnost u mišljenju i radu; objektivnost; realizam i praktičan smisao; sposobnost ubeđivanja; 3. fizičke osobine: telesno i duševno zdravlje; vital nost; izdržljivost; lep izgled; 4. znanje i iskustvo: opšte obrazovanje i stručno obrazovanje i rad na poslovima rukovodioca odnosno školama za menadžere, minuli rad na obrazovanju i vaspitanju.
LL@(0523) Projections of knowledge necessary to the modern manager in the defense system Knowledge in its broadest sense means a set of contents on a subject or a phenomenon and their definitions founded on the truth.5 The military manager is required to master the knowledge necessary to any other manager, but also knowledge specific of managing a military organizational system and the organization of modern work in them. => Projekcija znanja neophodnih savremenom menadžeru u sistemu odbrane U najširem smislu pod znanjem se podrazumeva skup sadržaja o nekom predmetu ili pojavi i njihovim odredbama zasnovanim na istini.5 Od vojnog menadžera se zahtevaju znanja koja su potrebna svakom rukovodiocu (menadžeru), ali i znanja koja su specifična za vođenje vojnog organizacionog sistema i organizaciju savremenog rada u njima.
LL@(0524) According to the principles of the modern theory of management, knowledge required from the manager can be classed as functional knowledge, system knowledge and knowledge in the field of situational analysis. => Prema principima savremene teorije menadžmenta, znanja potrebna rukovodiocu se mogu podeliti na funkcionalna, sistemska znanja i znanja iz oblasti situacione analize.
LL@(0525) Functional knowledge enables the manager to perform basic functions: planning, organization, task assignment, coordination and control. => Funkcionalna znanja omogućavaju menadžeru da uspešno obavlja osnovne funkcije: planiranje, organizovanje, dodelu 5 B. Nadoveza, A. Majstorovic i I. Milojevic:
LL@(0526)  => Racunovodstvo i upravljanje troškovima, Mladost Beograd, 2006, str. 16. zadataka, koordinaciju i kontrolu.
LL@(0527) System knowledge helps him get an insight into the organization (and problems in it) as a whole made up of interrelated parts that function and achieve planned goals in an uncertain environment. => Sistemska znanja omogućavaju sagledavanje organizacije (i problema u njoj) kao celine sastavljene od međusobno povezanih delova koji funkcionišu i ostvaruju planirane ciljeve u nestabilnom okruženju.
LL@(0528) 5 Nadoveza, B., Majstorović, A. and Milojević, I.: Raćunovodstvo i upravljanje troškovima, Mladost, Beograd, 2006, p. 16. => 
LL@(0529) Knowledge of situational analysis allows for the operationalization of system knowledge within a concrete problem to be solved with a maximum respect of its specific nature. => Znanja iz oblasti situacione analize omogućavaju operacionalizaciju sistemskih znanja na konkretan problem koji se rešava uz maksimalno uvažavanje njegove specifičnosti.
LL@(0530) It is necessary to specify the requirements of the military manager workplace, selecting candidates with natural tendency, candidates with knowledge needed in management in individual phases of the systems life cycle, candidates with experience in management or in training others in the field (teachers) and sellecting candidates who want to be managers. => Potrebno je da se definišu zahtevi radnog mesta vojnog menadžera, selektovanje kandidata koji imaju urođene sklonosti, selektovanje kandidata koji poseduju znanja potrebna za menadžment u pojedinim fazama životnog ciklusa sistema, selektovanje kandidata koji imaju iskustvo u menadžmentu ili su učili druge kako se to radi (nastavnici) i selektovanje kandidata koji žele da budu menadžeri.
LL@(0531) Similarly, the sellection of managers must not be based upon imposing the individual on the staff, but must respect the following requirements: the staff should voice their opinion when choosing their manager, since in this way they acknowledge the managers authority and approves of his mandate to manage; managers of broader organizational groups in the system should also be granted opportunity to express their view and consent, so that a vertical unity of the technological process be ensured, and senior managers should be in a position to influence directly the selection of their direct collaborators; the managing boards in charge make the final decision (approve of the choice) on the selection of individual managers, having in mind the interest of the system as a whole. => Takođe, izbor menadžera ne sme se zasnivati na nametanju pojedinca kolektivu, već mora uvažiti sledeće momente: kolektiv treba da izrazi mišljenje pri izboru svog menadžera, jer na taj način izražava priznanje autoriteta menadžera i daje mu mandat da rukovodi; menadžerima širih organizacionih grupa u sistemu treba takođe dati priliku da izraze svoj stav i slaganje kako bi se osiguralo vertikalno jedinstvo tehnološkog procesa i da se višim menadžerima omogući da direktno utiču na izbor svojih neposrednih saradnika; nadležni upravljački organi donose konačnu odluku (potvrđuju izbor) o izboru pojedinih menadžera imajući pri tome na umu interese sistema kao celine.
LL@(0532) One possible classification of knowledge required of the military manager is presented in the following table.6 Generally speaking, there are general managers and expert managers in the defense system. => Jedna moguća klasifikacija znanja potrebnih vojnom menadžeru data je u tabeli koja sledi6. U sistemu odbrane postoje, uslovno rečeno, opšti menadžeri i stručni menadžeri.
LL@(0533) In order that the general manager may perform his role he must form gather a circle of competent collaborators. => Da bi opšti menadžer obavio svoju ulogu mora formirati - okupiti oko sebe krug sposobnih saradnika.
LL@(0534) In this country, it is normally accomplished by forming a collegiate body. => Kod nas se to uglavnom ostvaruje angažovanjem kolegijuma.
LL@(0535) An increase in the scope of tasks within the management function, especially in large systems renders the modern management impossible without a permanent contact and collaboration with the expert managers in the system and results in splitting the unique function of management. => Porast obima zadatka u okviru funkcije menadžmenta, naročito u velikim sistemima čini savremen menadžment nemogućim bez stalnog kontakta i saradnje sa stručnim menadžerima (ekspertima) u sistemu i dovodi do raščlanjivanja jedinstvene funkcije rukovođenja.
LL@(0536) The role of middle management is the least defined in the defense system (acts, regulations, rules...). => Najmanje je u sistemu odbrane definisana uloga srednjeg nivoa menadžmenta (zakoni, propisi, pravila...).
LL@(0537) Junior managers may encounter some problems in practice, the problems that are not manifested in their inappropriate technical knowledge and education, but in their problematic inclusion into the work group collective as well as in their somewhat limited possibilities to actively and purposefully perform there.7 6 After: Majstorović, A. and Andrejić, M: Savremeno upravljanje ljudskim resursima u sistemu odbrane (Modern Human Resource Management in Defense System) , the Tenth International Conference Quality and Reliability Management, DQM Faculty of Civil Engineering Belgrade, June 2007, p. 423. => U praksi se kod mlađih menadžera mogu javiti određeni problemi koji se ne manifestuju u njihovom nedovoljnom tehničkom znanju i obrazovoanju, već u njihovom teškom uključenju u radnu grupu - kolektiv i na donekle ograničene mogućnosti da u njemu korisno i aktivno deluju.7 6 Prema: ~~~ A. Majstorovic i M. Andrejic:
LL@(0538) 7 Majstorović, A.: Revizija poslovanja sistema odbrane, doctoral thesis, Faculty of Trade and Banking BK, Beograd, 2007, p. 122. => Savremeno upravljanje ljudskim resursima u sistemu odbrane, 10. medunarodna konferencija Upravljanje kvalitetom i pouzdanošcu, DQM Gradevinski fakultet Beograd, jun 2007, str. 423. ~~~ 7 A. Majstorovic:
LL@(0539)  => Revizija poslovanja sistema odbrane, doktorska disertacija, Fakultet za trgovinu i bankarstvo BK, Beograd, 2007, str. 122.
LL@(0540) Table 1. => Tabela broj 1.
LL@(0541)  => Klasifikacija znanja poželjnih za vojnog menadžera ZNANJA PREMA NAMENI osnovna znanja; pomoæna znanja; podržavajuæa znanja.
LL@(0542) Classification of knowledge required of military manager KNOWLEDGE ACCORDING TO PURPOSE - basic knowledge; - auxiliary knowledge; - back up knowledge; KNOWLEDGE ACCORDING TO ORIGIN - knowledge acquired by education in the educational system; - knowledge acquired through practice in doing some jobs; - knowledge acquired through permanent education during work; KNOWLEDGE ACCORDING TO UNIVERSALITY - mutual for all mamnagers; - specific of a certain activity or organizational type; - very specific knowledge, related to very concrete types of activities; KNOWLEDGE ACCORDING TO SCIENTIFIC FIELDS AND PROBLEM SOLVING AREAS - general knowledge in the field of organization; - general management knowledge; - knowledge in techno logy and organization of the field in which the problem is solved through team work; - public relations knowledge; - knowledge in the field of acquaintance with the internal and external military and other fields; - knowledge in psychology, social psychology and communication with people; - specialized knowledge in the field of team work and team managing; - specialized knowledge in the field of project management; - methodology knowledge; - knowledge in the field od planning (predicting, decision making an d devising plans); - knowledge of information technology and disciplines closely related; - knowledge from the analysis of internal and external environment; The importance, role and tasks of managers in the defense system The job of the manager at any level in the defense system is specific, sensitive and complex and his position can be shown in the following way: 1. ~~~ There is no certain promotion if the given sequence of goals is absent. => ZNANJA PREMA POREKLU znanja steèena školovanjem u sistemu obrazovanja; znanja steèena praksom kroz obavljanje odreðenih poslova; znanja steèena permanentnim obrazovanjem uz rad. ~~~ ZNANJA PREMA STEPENU OPŠTOSTI zajednièka za sve menadžere; specifièna za odreðenu delatnost odnosno tip organizacije; znanja vrlo specifièna i vezana za vrlo konkretne vrste poslova. ~~~ ZNANJA PREMA NAUÈNIM OBLASTIMA I PODRUÈJIMA REŠAVANJA PROBLEMA opšta znanja iz oblasti organizacije; opšta upravljaèka znanja; znanja iz tehnologije i organizacije podruèja u kojem se problem rešava timskim radom; znanja iz oblasti odnosa sa javnošæu; znanja iz domena poznavanja internog i eksternog vojnog i ostalih okruženja; znanja iz psihologije, socijalne psihologije i komunikacije sa ljudima; specijalizovana znanja iz oblasti timskog rada i upravljanja timom; specijalizovana znanja iz oblasti upravljanja projektima; znanja iz oblasti metodologije; znanja iz oblasti planiranja (predviðanje, odluèivanje i izrada planova); znanja iz oblasti informatike i drugih srodnih disciplina; znanja iz analize internog i eksternog okruženja; Značaj, uloga i zadaci menadžera u sistemu odbrane Menadžer bilo kog nivoa u sistemu odbrane ima specifičan, osetljiv i složen posao i njegov položaj se može predstaviti sledećim:
LL@(0543) 2. => 1.
LL@(0544) Each of the phase goals requires adequate personal capacities and adequate characteristics of the environment. => Nema sigurnog napredovanja ako se preskače na vedeni redosled ciljeva. 2.
LL@(0545) 3. ~~~ In the first half of the career more attention should be paid to personal health, education and work than to promotion. ~~~ 4. => Svaki od faznih ciljeva zahteva odgovarajuće lične kapacitete i odgovarajuće karakteristike okruženja 3. U prvoj polovini karijere treba više pažnje posvetiti zdravlju, osposobljavanju i radu, nego napredovanju. 4.
LL@(0546) Results are a permanent and crucial goal in the career. => Rezultati su stalni i ključni cilj u karijeri.
LL@(0547) They should always be presented to the society so that the society grants a promotion in career and an opportunity for improving in professional work. => Njih treba stalno davati društvu da bi se od društva dobilo napredovanje u karijeri i mogućnost napredovanja u struci.
LL@(0548) Therefore, for promotion purposes, those results should be chosen for which there is a demand, opportunities and conditions, in order to ensure reputation (privileges) and position (protections). => Zato za napredovanje treba birati one rezultate za koje postoje potrebe, prilike i uslovi, da bi se obezbedili ugled (privilegije) i položaj (protekcije).
LL@(0549) Protections cannot be sought before the privileges are offered. ~~~ 5. => Ne mogu se tražiti protekcije, pre nego što se nude privilegije. 5.
LL@(0550) Quality of results conditions the quality of promotion and environmental response. => Od kvaliteta rezultata zavisi kvalitet napredova nja i reagovanje okruženja. 6.
LL@(0551) 6. ~~~ Each new position requires new capabilities, new knowledge, new work, new results and new reputation. => Za svaki novi položaj potrebne su nove sposobnosti, nova znanja, nov rad, novi rezultati i novi ugled.
LL@(0552) It is for this reason that one should publish his results, in order to create relations, privileges, protections and acceptability. => Zato treba objavljivati svoje rezultate da bi se stvorile veze, privilegije, protekcije i prihvatljivost.
LL@(0553) In his work, the military manager should observe global change and uncertainties they bring. => U svom delovanju vojni menadžer treba da uvažava globalne promene i neizvesnosti koje one nose sa sobom.
LL@(0554)  => Ako se planiranje svodi na puku rutinu ili zadovoljnje formalnih obaveza, bez definisane koncepcije razvoja, u sistemu ili njegovom delu, ono neće imati nikakvog smisla.8 Neke od promena i neizvesnosti kojima moramo prilagoditi razvoj menadžmenta, način razmišljanja, delovanje i ponašanje u sistemu odbrane se mogu globalno izraziti na sledeći način:
LL@(0555) If planning is reduced to mere routine or satisfying formal obligations, without a defined conception of development, in the system or in its part, it will be meaningless.8 Some of the changes and uncertainties to which we should adapt the development of management, the way of thinking, acting and behaviour in the defence system can be globally expressed in the following way: The representatives of states, frontiers and their sovereignty become only administrative categories, the power centres being shifted to powerful lobist groups, of whose decisions the states are merely informed; 8 Majstorović, A.: Revizija poslovanja sistema odbrane, doctoral thesis, Faculty of Trade and Banking BK, Beograd, 2007, p. 172. The 21st century is announced a century of knowledge, and the millenium we entered will be qualified by the nomad life of labour force; A new world architecture is formed from modular units existentially capable of surviving locally, however not powerful enough to affect the environment (region) and incapable of survive by themselves on a global plane, especially not in the paths leading to significant sources of raw materials energy paths; Unification of world business; A world government is formed, a world military force, a world religion, a unique language and a unique currency are introduced; The world has become small, a global village and each point in it is easily accessible; The world changes fast, so it is not easy to follow the changes; The worls has become complex and interdependent, even very complex and extremely interdependent; Temporary and flexible organizations are promoted; Clear and partial regulations are accepted, controls of results, not processes; State frontiers and frames are surpassed, external and international organizations are established; Transparent behaviour, cooperative relations and shallow organizational structure are developed; A growing primacy of ideas over manual work; A growing knowledge processing, a reduced data processing; More and more is being done in managing people, compared to managing processes, since technicaltechnological achievements and results of automatization and robotics facilitate manufacture management; Team work gains advantage over individual work, especially in the areas of research, development and management; There is an increasing stress upon free time and personal health management, not work management ...9 Perhaps more than the global changes listed above, the acting and thinking of people is affected by the present changes which are emerging worldwide, faster or more slowly: the rise in the living standard, higher level of education, general accessibility of information. => Predstavnici država, granice i njihov suvertenitet postaju samo administrativne kategorije, a centri moći premeštaju se na jake lobističke grupe, čije odluke se samo prosleđuju državama. 8 A. Majstorovic: ~~~ Revizija poslovanja sistema odbrane, doktorska disertacija, Fakultet za trgovinu i bankarstvo BK, Beograd, 2007, str. 172. ~~~ 21. vek je proglašen za vek znanja, a milenijum u koji smo ušli odlikovaće nomadski način života radne snage; formira se nova arhitektura sveta od modularnih celina egzistencijalno sposobnih da prežive lokalno, ali celina koje nisu moćne da mnogo utiču na bliže okruženje (region) i koje nisu u stanju da samostalno prežive na globalnom planu, naročito na pravcima koji vode ka svetski značajnim izvorima sirovina - energetskim putevima; unifikacija svetskog poslovanja; formira se jedna svetska vlada, jedna svetska oružana sila, jedna svetska vera, uvodi se jedan svetski jezik i jedna valuta; svet je postao malen, globalno selo i svaka je tačka na njemu lako dostupna; svet se menja brzo tako da te promene nije lako slediti; svet je postao složen i međuzavisan, čak vrlo slo žen i jako međuzavisan; forsiranje privremenih i fleksibilnih organizacija; prihvataju se pregledne i delimične regulacije, kontrole rezultata, a ne procesa; državne granice i okviri se prevazilaze, formiraju se eksterne i međunarodne organizacije; transparentno ponašanje, razvijaju se kooperativ ni odnosi i plitka organizaciona struktura; sve veći primat ideja nad manuelnim radom; sve veća obrada znanja, a manja obrada podataka; sve se više radi na upravljanju ljudima, a manje procesima jer tehničko-tehnološka dostignuća i rezultati automatizacije i robotizacije olakšavaju upravljanje proizvodnjom; imski rad dobija prednost nad individualnim, naro čito u istraživanjima, razvoju i menadžmentu; sve je veći naglasak na upravljanju slobodnim vre menom i ličnim zdravljem, a ne radom...
LL@(0556) The manager is always required to: define the organizational policy he makes; gather a group of people to make an organization ca pable of functioning and producing results; f ind a way to obtain a maximum from the members of the working team. => Možda više od navedenih globalnih promena, na delovanje i način razmišljanja ljudi utiču isto tako prisutne promene, koje se brže ili sporije, istovremeno događaju u svim delovima sveta: porast životnog standarda, sve veći stepen obrazovanja, opšta dostupnost informacija.
LL@(0557) In addition to knowledge, skills and habits necessary for a successful modern management, it is necessary to possess knowledge, skills and habits needed in managing specific fields of human activity in the defense sphere. => Od menadžera se uvek zahteva: da definiše politikuorganizacije koju stvara; da od grupe ljudi stvara i stvori organizaciju koja može da funkcioniše i realizuje zadatke; da nađe način da iz članova radnog tima izvuče maksimum; Pored znanja, veština i navika neophodnih za uspešni savremeni menadžment uopšte neophodno je i posedovanje znanja, veština i navika koje su potrebne za upravljanje specifičnim oblastima ljudske delatnosti u sferi odbrane.
LL@(0558) This knowledge of knowledge, skills and habits must be, in a required scope and in an adequate way, formally and content selected, classified and presented to the staff. => Ova znanja o znanjima, veštinama i navikama moraju biti, u potrebnom obimu i na adekvatan način formalno i sadržajno selektovana, klasifikovana i prezentirana kolektivu.
LL@(0559) The managers behaviour is preconditioned by his personality, his knowledge, education, independence and responsibility, the type of work as well as the nature of the tasks, knowledge, education, independence and responsibilities of people he manages. => Ponašanje menadžera dominantno zavisi od njegove ličnosti i njegovog znanja, vaspitanja, samostalnosti i odgovornosti, vrste posla i karaktera zadataka, znanja, vaspitanja, samostalnosti i odgovornosti ljudi sa kojima se rukovodi.
LL@(0560) Of course, in selecting a team, competent experts in problem solving are chosen, to be managed in their work after a unique methodology and offered a general, and sometimes specialized expert aid in certain spheres of problem solving. => Podrazumeva se da se pri izboru tima biraju kompetentni stručnjaci za rešavanje problema, kojima treba rukovodti pri radu po jedinstvenoj metodologiji i pružati opštu, a povremeno i uskospecijalističku stručnu pomoć u određenim sferama rešavanja problema.
LL@(0561) The managers development programme should be created in such a way that it helps people learn how to solve typical management problems in both typical and atypical situations, help them master the skill of gathering information from different fields, the skill of analysing this information, help them learn how to seek the possibilities for solving the problems and acting on their own choice, as well as enable people to obtain voluntary collaboration with other people to realise their own mission; as well as allow for maintaining balance and achieving objectivity in the conditions of time and psychological pressures. => Program razvijanja menadžera treba kreirati tako da pomaže ljudima da nauče rešavati tipične probleme menadžmenta u tipičnim i atipičnim situacijama, pomagati da nauče veštinu prikupljanja informacija iz različitih oblasti, veštinu analiziranja tih informacija, da nauče tražiti mogućnosti rešenja problema i delovanja prema sopstvenom izboru i da osposobljava ljude za postizanje dobrovoljne saradnje drugih ljudi u cilju realizacije sopstvene misije, kao i da omogući održanje ravnoteže i postizanje objektivnosti uz prisutnost vremenskog i psihološkog pritiska.
LL@(0562) Managers should be taught to identify relations, not contents, correctly, to understand, not know at any cost, to deal with every aspect of the problem and to solve them having in mind a goal. => Menadžere treba učiti da pravilno uočavaju odnose, a ne sadržaj, da razumeju, a ne da po svaku cenu znaju, da se bave svim aspektima problema i da ih ciljno rešavaju.
LL@(0563) Managers learn by acting, observing consequences, reorganizing and acting again. => Uči se putem delovanja, posmatranja posledica, reorganizovanja i ponovnog delovanja.
LL@(0564) People with outstanding organizational skills (talents are scarce) should be discovered, then developed and educated. => Ljude sa posebnim organizatorskim sposobnostima (talenti su malobrojni) treba otkriti, a zatim ih treba razvijati i obrazovati.
LL@(0565) A good manager is not merely a spontaneous product of nature; in order to be such he needs education, and this education means a long and painful effort in which the family, school, organization he works with and state participate.10 Managers education projection in the defense system Education of managers is a complex problem that cannot be solved in haste, but by long-termed and persistant work. => Dobar menadžer nije samo spontani produkt prirode; da bi bio takav potrebno je da ima obrazovanje, a to obrazovanje predstavlja dug i mukotrpan napor u kome učestvuju porodica, škola, organizacija u kojoj radi i država.10 Projekcija edukacije menadžera u sistemu odbrane Obrazovanje i edukacija menadžera je složen problem koji se ne može rešavati na brzu ruku kampanjski već trajnim i sistematskim radom na dugi rok.
LL@(0566) Forming and development of managers personality is influenced by numerous factors, such as: (cid:41) family, school, social organizations and political parties and associations; (cid:41) people he works with the company within which he works and acquires working and life experience; (cid:41) his immediate superior who imposes his own exam ple on a young manager; (cid:41) institutions for additional training (within the de fense system or outside it). => Na formiranje i razvijanje ličnosti menadžera utiču brojni faktori: (cid: ~~~ porodica, škola, društvene organizacije i političke partije i udruženja; (cid: ~~~ radni kolektiv - preduzeće u okviru kojeg radi i stiče svoje radno i životno iskustvo; (cid: ~~~ neposredni starešina koji deluje svojim živim pri merom na mladog menadžera; (cid:
LL@(0567) 9 Majstorović, A.: Revizija poslovanja sistema odbrane (Review of Defence Systems), Defence Technologies Symposium OTEH, Boegrad, October, 2007. => ustanove za dopunsko obrazovanje (u okviru si stema odbrane ili van njega). ~~~ 9 A. Majstorović:
LL@(0568) 10 Majstorović, A. and Andrić, M.: Planiranje, programiranje i budžetiranje u sistemu odbrane (Planning, Programming and Budgeting in the Defense System), the 34th Symposium on Operational Research SYM-OP-IS 2007, Zlatibor, September, 2007. => Revizija poslovanja sistema odbrane, Simpozijum o odbrambenim tehnologijama - OTEH 2007, Beograd, oktobar 2007. 10 A. Majstorovic i M. Andric: ~~~ Planiranje, programiranje i budžetiranje u sistemu odbrane, 34. simpozijum o operacionim istraživanjima SYM-OP-IS 2007.
LL@(0569) Possible techniques and methods of training a modern manager are: rotation among a number of jobs and organizational levels (experience); assisstance (work as an assisstant to a senior manag er); education in its broadest sense and on different lev els; group education directed towards solving (with perception reorganization) unprogrammed problems that require knowledge of the problem, knowledge of the groups and experience. => Zlatibor, septembar 2007. ~~~ Moguće tehnike i metode obučavanja savremenog mendžera su: rotacija kroz mnoge poslove i nivoe organizacije (iskustvo); asistencija (rad u svojstvu pomoćnika nekog od vi ših rukovodioca); školovanje u najširem smislu i na različitim nivoi ma; grupna edukacija usmerena na rešavanje, uz reorganizaciju percepcije, neprogramiranih problema koji zahtevaju znanje o problemu, znanje o grupama i iskustvo.
LL@(0570) The end goal of the managers education in our defense system should consist of a tendency to increase the efficiency of managers work and thus contribute to a better and more organized work, higher productivity of work and developing healthy and positive relationships among the employees, via a higher quality education. => Krajnji cilj edukacije menadžera u našem sistemu odbrane trebalo bi da se sastoji od težnje da se, putem boljeg obrazovanja, poveća efikasnost rada menadžera i time doprinese boljem i organizovanijem radu, većoj produktivnosti rada i razvijanju zdravih i pozitivnih odnosa u kolektivu. ~~~ Dakle, sistematskom, organizovanom i kontinuiranom edukacijom menadžera teži se da se: (cid:
LL@(0571) Therefore, a systemic, organized and continual education of managers has an aim to: (cid:41) enlarge and enrich their knowledge of sciences and humanities, significant for modern management and for improving the work organization in work collectives; (cid:41) refine methods, techniques and skills of manage ment and organization of work; (cid:41) broaden the mind and establish correct attitudes and views, enhance their initiative in developing healthy relationships within the organization and between the organization and the society. => proširi i produbi njihovo znanje iz prirodnih i društvenih nauka, koje je bitno za savremeni menadžment i unapređenje organizacije rada u radnim kolektivima; (cid: ~~~ usavrše metode, tehnike i veštine menadžmenta i organizacije rada; (cid: ~~~ prošire vidici i učvršćuju pravilna shvatanja i stavovi, te razvija njihova inicijativa na razvijanju zdravih odnosa unutar organizacije i između organizacije i društva.
LL@(0572) Immediate (concrete) goals of the education of managers in the defense system should stem from the analysis of real needs. => Neposredeni (konkretni ciljevi) edukacije menadžera u sistemu odbrane treba da proisteknu iz analize stvarnih potreba.
LL@(0573) The following questions should be answered: (cid:41) is the aim of education to prepare new people to work in managerial positions education of young managers (importance, essence and basic principles of management and organization, acquiring skills and habits in implementing certain sophisticated techniques and methods, development of attitudes and relations with people, training for Himan Resource Management HRM); (cid:41) do we tend to educate the present junior and medium level of management in order to prepare space for executing higher levels of managerial duties, bearing more responsibility education for the purpose of improving certain techniques and methods; (cid:41) is the aim of education to improve the present managers in order that they do their present job more efficiently education for the purpose of improvement (learning about the relevant achievements in scientific development for the purposes of more precise predicting, decision making, taking actions, breaking with the cases of staleness, of work blindness, improving the present methodology by mastering certain techniques and skills, forming new views as regards work and people, training people to prevent achieving a plateau in developing managerial personnel). => Treba dati odgovor na sledeća pitanja: (cid: ~~~ da li je cilj obrazovanja pripremiti nove ljude za rad na rukovodećim mestima edukacija mladih menadžera (značaj, suština i osnovni principi menadžmenta i organizacije, sticanje veština i navika u primeni određenih sofisticiranih tehnika i metoda, razvoj stavova i odnosi prema ljudima, obučavanje za menadžment ljudskim resursima (Human Recource Mannagement -HRM); (cid: ~~~ da li težimo da edukacijom postojećeg nižeg i srednjeg nivoa menadžmenta pripremimo teren za vršenje viših, odgovornijih menadžerskih dužnosti - obrazovanje u svrhu unapređenja određenih tehnika i metoda; (cid: ~~~ da li se cilj edukacije sastoji u tome da se postojeći menadžeri usavršavaju u svrhu boljeg vršenja svojih sadašnjih funkcija - edukacija u svrhu usavršavanja (upoznavanje sa relevantnim dostignućima naučnog napretka radi kvalitetnijeg predviđanja, odlučivanja preduzimanja akcija, razbijanje pojava učaurenosti i radnog slepila, usavršavanje postojeće metodologije putem ovladavanja određenim tehnikama i veštinama, formiranje novih stavova prema radu i prema lju dima, osposobljavanje za sprečavanje dostizanja platoa u razvoju rukovodećeg kadra.
LL@(0574) In terms of educational aims and the management level, the focus is set upon the following: in junior managers and those at lower levels, at acquiring knowledge in order to adopt the principles of modern management and broaden views; in medium level managers, at adopting techniques and skills that can be readily implemented, as well as at acquiring certain attitudes as regards these etchniques (stress is on exchange of experience and attitudes); in top managers, at discussions on establishing business policies of the defense system on the global level. => Zavisno od ciljeva edukacije i nivoa menadžmenta, smatra se da je težište: kod mlađih menadžera i onih na nižim mestima na sticanju znanja u cilju usvajanja principa savremenog menadžmenta i proširivanja vidika; kod srednjeg nivoa na usvajanju tehnika i veština koje se mogu odmah primeniti, kao i sticanju određenih stavova prema tim tehnikama (insistiranje na razmeni iskustava i mišljenja); kod viših (Top) menadžera važne su diskusije na nivou formiranja poslovne politike sistema odbrane na globalnom nivou.
LL@(0575) The contents of education of the managers must be lergely adapted to real needs and capabilities of the defense system, as well as to the requirements of the job the managers do or are trained to do. => Sadržaj obrazovanja menadžera mora se u velikoj meri prilagoditi stvarnim potrebama i mogućnostima sistema odbrane i zahtevima posla koji menadžeri obavljaju ili za koji se spremaju.
LL@(0576) In this sense, the possible forms of education are: schools for managers; courses and seminars; conferences; experience exchange groups; correspondence studies (open universities); individualised work (lack of spare time and ability to cope with an increasing quantity of writtwn material and documents). => U tom smislu, mogući oblici edukacije su: škole za menadžere, kursevi i seminari, konferencije, grupe za razmenu iskustava, dopisne studije, individualni rad (nedostatak slobodnog vremena i nesnalaženje u sve većoj količini pisanog materijala i dokumenata).
LL@(0577) In evaluating the results of manager education there are usually a number of methodological difficulties that arise out of the eduational results character and the ways in which these results are manifested. => Kod ocene rezultata edukacije menadžera, obično se javlja dosta metodoloških poteškoća koje proizlaze iz karaktera rezultata edukacije i načina na koji se ti rezultati manifestuju.
LL@(0578) Normally, there are three groups of results: visible results, those that can easily be perceived and quantified; results that cannot be measured, but are globally visible, e.g., functioning of the modern organization of work; results that are not so visible, but can be felt, such as improved interpersonal relationships, greater satisfaction of the staff, higher work morale, etc. => Najčešće razlikujemo tri grupe rezultata: vidljivi rezultati, tj oni koji se mogu lako zapaziti i koji se mogu kvantifikovati; rezultati koji se ne mogu meriti, ali koji su očigledno svima vidljivi kao npr. funkcionisanje savremene organizacije rada; rezultati koji nisu lako vidljivi, ali se ipak mogu osetiti kao što su npr. bolji odnosi među ljudima, veće zadovoljstvo kolektiva, veći radni moral itd.
LL@(0579) What is most criticized in our practice of selection and apointment of managers is the following: in most cases people are not familiar with the criteria and the weight of criteria on which they were selected; it is often remarked that the selection was biased; there are cases when it is obvious that the selection was conditioned by factors other than work place and the needs of the group; the subordinates protest strongly against any sign of protection in selecting the manager. => Pojave koje se najčešće kritikuju u našoj praksi izbora i postavljenja menadžera u sistemu odbrane su: u mnogim slučajevima ljudima nisu poznati kriterijumi i težina kriterijuma na osnovu kojih su izabrani, često se prigovara da izbor nije objektivan, ima slučajeva kad je očigledno da su na izbor pojedinca delovali razni faktori, a ne zahtevi radnog mesta i potrebe grupe, podređeni naročito negoduju na svaku pojavu protekcije pri odabiranju menadžera.
LL@(0580) Weaknesses emerging in practice concerned with defining the criteria are the ambiguously defined selection criteria, unsteady or insuficiently steady criteria, both of which result in the criteria being adapted to the candidates, not candidates to the criteria based on real needs, as well as a unilateral character of the criteria, that is, the lack of balance among the suitability, expert-technical and social criteria. => Slabosti koje se javljaju u praksi kad je u pitanju definisanje kriterijuma su nedovoljno jasno definisani kriterijumi selekcije, nestalni ili nedovoljno stabilni kriterijumi što ima za posledicu da se kriterijumi podešavaju prema kandidatima, a ne kandidati prema kriterijumima zasnovanim na stvarnim potrebama i jednostranost kriterijuma odnosno nedostatak odgovarajućeg balansa između podobnosti, stručnotehničkih i socijalnih kriterijuma.
LL@(0581) The decisions on the appointment of manager might be significantly improved if decision makers were presented the materials on: the directly superior officers views; the attitude of the group the candidate is to manage; data and attitudes of experts (psychologist, human resource manager ...). => Odluke o izboru menadžera mogle bi se značajno poboljšati ako bi se donosiocima odluka stavili na raspolaganje materijali o: mišljenju neposrednog pretpostavljenog, mišljenju grupe kojom treba da rukovodi, podaci i mišljenja stručnjaka (psihologa, menadže ra ljudskih resursa...).
LL@(0582) In addition to these, the following should be analysed and observed: competence (absolute and relative) for management, the work results achieved so far and the superiors recommendations; knowledge of people and of the organization and process technology in the relevant field; acceptance from the part of wider environment; acceptance from the part of the staff he is to manage; reputation and authority in his profession; work habits; knowledge, education; experiance; method and management style he uses in his work; way of speaking (brief, distinct, clearly understandable, commands the terminology of the field he manages); techniques of submitting data to the superiors, the method and intensity of presenting his organizational system in internal setting; the method and intensity of presenting his organizational system (entity) to subjects outside his organizational entity; charisma: ability to estimate who will do certain work in a most efficient way; suggestiveness, ability to negotiate and assure, to transmit his own will to the others and encourage others to willingly collaborate and act, all based on self-confidence, self-discipline and strong will; optimistic in nature; appearance and the way he dresses, etc.11 The preparation for manager promotion requires a situational approach conditioned by all the managers qualities, specific features of the new workplace and the work group that is engaged in the preparations. => Pored toga, pri izboru menadžera treba analizirati i respektovati sledeće: kompetentnost (apsolutna i relativna) za menadžment, dosadašnji rezultati rada i preporuke pretpostavljenih; poznavanje ljudi i poznavanje organizacije i teh nologije procesa u relevantnoj oblasti; prihvatanje od strane šireg okruženja; prihvatanje od strane kolektiva kojim će da ruko vodi; ugled i autoritet u svojoj branši; radne navike; znanje, obrazovanje, vaspitanje; iskustvo; metod i stil rukovođenja koji primenjuje u radu; način izražavanja (kratko, jasno, razumljivo, vladanje terminologijom oblasti u kojoj rukovodi), tehnike serviranja podataka pretpostavljenim, način i intenzitet prezentovanja svog organizacionog sistema u internom okruženju; način i intenzitet prezentovanja svog organizacionog sistema (celine) subjektima van svoje organizacione celine; harizmatske osobine: sposobnost da proceni na kojim poslovima se ko može najuspešnije koristiti unutar grupe; sugestivnost odnosno sposobnost ubeđivanja i pregovaranja, da se lična volja prenese na druge i da se drugi podstaknu na dobrovoljnu saradnju i aktivnost, zasnovana na unutrašnjoj sigurnosti, ličnoj ubeđenosti u cilj, samodisciplini i jakoj volji; da je po prirodi optimista.
LL@(0583) The individual preparation of the new manager has to be executed systematically, timely and according to a set plan, the direct superior being most responsible in this. => izgled i oblačenje itd.11 Priprema za promociju menadžera zahteva situacioni pristup uslovljen svim osobinama menadžera, specifičnošću novog radnog mesta i radne grupe koja radi na pripremi.
LL@(0584) The individual preparation plan may include: 11 After: Majstorović, A. and Andrejić, M.: Savremeno upravljanje ljudskim resursima u sistemu odbrane (Modern Human Resource Management in Defense System) , the Tenth International Conference Quality and Reliability Management, DQM Faculty of Civil Engineering Belgrade, June 2007, p. 423. education at workplace; changing jobs within organization according to the plan made in advance rotation; temporary substituting the superiors; courses; work outside the organization (internship and prac tice); scholarships, expert exchanges and visits; special tasks (committe work, work on plans, analy ses amd expert opinions) other elements requiring continual and systematic education. => Individualna priprema novog menadžera 11 Prema: ~~~ A. Majstorovic i M. Andrejic: ~~~ Savremeno upravljanje ljudskim resursima u sistemu odbrane, 10. medunarodna konferencija Upravljanje kvalitetom i pouzdanošcu, DQM Gradevinski fakultet Beograd, jun 2007, str. 423. mora se vršiti sistematski, po određenom planu i na vreme, a prvopretpostavljeni starešina je najodgovorniji za to. ~~~ Individualni plan priprema može sadržati: obrazovanje na radnom mestu, menjanje poslova u okviru organizacije po una pred napravljenom planu - rotacija, privremeno zamenjivanje pretpostavljenih, kursevi, delatnost van organizacije (stažiranje i praksa), stipendije, razmene stručnjaka i posete, posebni zadaci (rad u komisijama, rad na planovi ma, analizama i ekspertizama), drugi elementi koji zahtevaju kontinuirano i siste matsko obrazovanje.
LL@(0585) Conclusion We have already agreed that new times require new people. => Zaključak Već smo utvrdili da novo vreme traži i nove ljude.
LL@(0586) The focus is on the selection of people with modern attitudes to military management, on creating managers that absolutely adopt the transparency in work that calls for establishing an essentially different relationship between the defense system with the public and collaboration with the civil, democratically elected government, media, government and non-government organizations. => Težište je na izboru ljudi sa modernim poimanjem vojnog menadžmenta, stvaranju menadžera koji bezrezervno prihvata transparentnost u radu koje nalaže uspostavljanje sistemski drugačijeg odnosa sistema odbrane sa javnošću i saradnju sa civilnom demokratski izabranom vlašću, medijima, vladinim i nevladinim organizacijama.
LL@(0587) The time before us requires the managers who clearly understand their position, role and task, their scope of work and their real power, the managers who develop and use teamwork, in contrast to those who always know best and know everything Our times and our defense system require managers who understand the transient quality of life and a permanent need to change and develop the organization; who think about the resources necessary to accomplish the tasks (the price of the decision made and the price of managerial work estimated by cost/benefit analysis) and who view management as part of the development of the society and the system they manage; who have a clear vision and goals and understand their mission; the managers who focus upon the system (entity), not upon themselves and who are capable of translating the system into a higher quality state. => Vreme koje je pred nama traži menadžere koji nedvosmisleno shvataju svoje mesto, ulogu i zadatak, obim delovanja i svoju stvarnu moć, menadžere koji umeju da razvijaju i koriste timove nasuprot menadžerima koji sve najbolje znaju i u sve se razumeju. ~~~ Naše vreme i naš sistem odbrane traži menadžere koji shvataju prolaznost života i stalnu potrebu za promenama i razvojem organizacije, koji vode računa o resursima potrebnim za ostvarenje cilja (cena donete odluke i cena menadžerskog rada sagledane putem kost/benefit analize) koji posmatraju menadžment u funkciji razvoja društva i sistema kojim rukovode, koji imaju jasnu viziju i ciljeve i koji shvataju svoju misiju, rukovodioce koji u središte svog delovanja stavljaju sistem (celinu), a ne sebe i koji su u stanju da sistem prevedu u više kvalitativno stanje.
LL@(0588) It is for these reasons that the objectivisation of managers selection should be paid much more attention to. => Upravo zbog toga se objektivizaciji izbora menadžera mora posvetiti znatno više pažnje.
LL@(0589) Criteria for the military manager selection must be known and widely recognized beforehand. => Kriterijumi za izbor vojnog menadžera moraju biti unapred poznati i opštepriznati.
LL@(0590) Candidates for a large number of duties should be selected on the basis of results of the contest and they should be required to publicly explain their programmes of work in the four year period they are being selected to manage. => Za dobar deo dužnosti kandidate treba birati na osnovu rezultata konkursa i zahtevati od njih da izlože i javno odbrane (obrazlože) sopstveni program rada u narednom četvorogodišnjem periodu.
LL@(0591) The selection of military managers should be preceded by a consensus among influential subjects and an adequate preparation of public opinion and the immediate environment that are expected to accept a new manager. => Izboru vojnog menadžera treba da predstoji postizanje izvesnog konsenzusa sa uticajnim subjektima i adekvatna priprema javnog mnenja i neposrednog okruženja za prihvat novog menadžera.
LL@(0592) Our task is to prevent by all means the ascent to positions of anonymous, uncompetent people, unknown in their field of work and to their profession, since the profession will not support their appointment. => Na sve načine treba sprečiti da nekvalitetni, anonimni, nepoznati branši i stručnoj javnosti dođu na funkciju jer će izostati podrška branše.
LL@(0593) The new concept of the military manager means the one personnel oriented towards transformation, one who thinks in a different way, who understands global trends and changes in the environment and identifies the demands of time and practice; it means management that is not detached of what is going on and that is capable of acting apart from rigid bureaucratic structures, management capable of engaging resources avaliable in an optimal way, but also of saving resources, primarily human resources it is responsible for. => Novo poimanje vojnog menadžmenta podrazumeva kadrove reformski orijentisane, koji promišljaju na novi način, koji sagledavaju svetske (globalne) trendove i promene u širem okruženju, koji mogu da uoče zahteve vremena i potrebe prakse, menadžment koji nije zatvoren u sebe i koji može da deluje izvan krutih birokratskih struktura, menadžment koji je u stanju da optimalno angažuje raspoložive resurse, ali i da sačuva resurse, prvenstveno ljudske, koji su mu povereni.
LL@(0594) Generations of young officers are increasingly better educated, both technically and in the IT area and in any other way. ~~~ They are familiar with the general trends in the environment and have alternatives in terms of employment. => Generacije mlađih oficira su sve obrazovanije, tehnički i informatički i u svakom drugom pogledu, prate opšte trendove u okruženju i imaju i druge izbore kad je u pitanju zapošljavanje.
LL@(0595) For these reasons such a management is required as to be capable of working with them. => Iz tih razloga se traži vojni menadžment koji će znati uspešno da radi sa njima.
LL@(0596) We should use any organizational methods to ensure the role of management in the system, from the junior to top levels. => Svim svojim organizacionim metodama treba učvrstiti ulogu menadžmenta u sistemu, počevši od nižeg ka višim nivoima.
LL@(0597) The changes in the global plan, in the direct vicinity of the defense system, call for a different approach to the selection, development, education, training of managers and their substitution with younger personnel; they call for dynamic insight into the future and departing from the classic approach. => Promene koje se dešavaju na globalnom planu, u neposrednom okruženju sistema odbrane, zahtevaju drugačiji pristup izboru, razvoju, obrazovanju, vaspitanju i podmlađivanju vojnih menadžera, dinamičko sagledavanje budućnosti i napuštanje klasičnog pristupa.
LL@(0598) Completely worked out formulae for different acting unfortunately do not exist, however, this does not mean that nothing can and must be done. => Na žalost, potpuno gotovi obrasci za drugačije delovanje ne postoje, što uopšte ne znači, da se ništa ne može i ne mora učiniti.
LL@(0599) The weaknesses identified in the area of manager selection, development and education in the defense system require adapting to the needs of practice, social capacities, time and modern management trends. => Uočene slabosti u oblasti izbora, razvoja i školovanja menadžera u sistemu odbrane zahtevaju prilagođavanje potrebama prakse, društvenim mogućnostima, zahtevima vremena i savremenim upravljačkim trendovima.
LL@(0600) A more efficient and scientifically founded planning will allow for a higher quality of planned solutions, rational expenditure in the resource field, thus contributing greatly to raising the Armys combat readiness. => Efikasnijim i na naučnoj osnovi zasnovanim planiranjem postigao bi se viši kvalitet planskih rešenja, racionalno trošenje svih vrsta resursa i time dao značajan doprinos podizanju nivoa borbene gotovosti Vojske.
LL@(0601) An ever present requirement that the command be unified and the comand points be reduced in menpower, alongside raising operational skills and quality in work can be satisfied only by implementing theoretical achievements in the field of management. => Stalno prisutan zahtev za jedinstvom komandovanja i smanjenjem brojnog stanja komandi, uz istovremeno povećanje operativnosti u radu i kvaliteta planskih rešenja, može se zadovoljiti samo primenom teorijskih dostignuća u oblasti menadžmenta.
LL@(0602) Similarly, it is necessary that external consultants and representatives of superior commands be included into the planning process. => Takođe, potrebno je u proces planiranja više uključivati spoljne konsultanate i predstavnike pretpostavljenih komandi.
LL@(0603) The defense system must answer the need of unbroken functionality. => Sistem odbrane mora da odgovori neprekidnosti funkcionisanja.
LL@(0604) This means constant and organized planning, monitoring the situation, the impact factors and the elements of the situation in order to prevent possible unpredicted situations and be ready to find adequate solutions at any time. => To podrazumeva da kroz neprekidno i organizovano planiranje, praćenje stanja, uticajnih faktora i elemenata situacije i preduzimanje upravljačkih akcija, treba da spreči moguća iznenađenja i bude uvek spreman za iznalaženje adekvatnih rešenja.
LL@(0605) If we cannot plan the basic activities of military operational systems precisely enough, due to environmental change, we can certainly plan the organization, flexible enough to enable a wide range of activities. => Ako se ne može planirati dovoljno precizno osnovna delatnost vojnih organizacionih sistema, s obzirom na promene u okruženju, može se planirati organizacija, dovoljno fleksibilna za vrlo širok dijapazon aktivnosti.
LL@(0606) If we are aware of the speed and necessity of change, we have to establish mechanisms that will respond to change, identify it and capture even the faintest signals, and this is possible only by creating and projecting a modern model of management in the defense system. => Ako smo svesni brzine i nužnosti promena, moramo uspostaviti mehanizme koji će reagovati na promene, uočavati ih i prepoznavati čak i slabe signale, a to je moguće jedino kreiranjem i projekcijom savremenog modela menadžmenta u sistemu odbrane.
LL@(0607) LITERATURE 1. => LITERATURA 1.
LL@(0608) Lerner, A. Principi kibernetike, NIP Tehnička knjiga, Beograd, 1970. ~~~ 2. => Lerner, A. Principi kibernetike, NIP Tehnička knjiga, Beograd, 1970. 2.
LL@(0609) Majstorović A, Reforma sistema odbrane Srbije i Međunarodna konferencija Crne Gore, Ekonomskog direktorata NATO na globalnu temu: Ekonomske dimenzije u izgradnji savremenih institucija odbrane, Berlin, SR Nemačka, septembar 2004. => Majstorović A, Reforma sistema odbrane Srbije i Crne Gore, Međunarodna konferencija Ekonomskog direktorata NATO na globalnu temu:
LL@(0610) 3. => Ekonomske dimenzije u izgradnji savremenih institucija odbrane, Berlin, SR Nemačka, septembar 2004. 3.
LL@(0611) Majstorović A, Sistem planiranja rashoda odbrane, Međunarodni simpozijum Ministarstva odbrane SCG i Združenog Generalštaba SAD-a na globalnu temu Planiranje, budžetiranje i izvršavanje rashoda odbrane, Beograd, februar 2005. ~~~ 4. => Majstorović A, Sistem planiranja rashoda odbrane, Međunarodni simpozijum Ministarstva odbrane SCG i Združenog Generalštaba SAD-a na globalnu temu Planiranje, budžetiranje i izvršavanje rashoda odbrane, Beograd, februar 2005. 4.
LL@(0612) Majstorović A, Obračun naknada prema klasifikaciji Ujedinjenih nacija, Međunarodni seminar u organizaciji Skandinavskog međunarodnog centra za odbrambene studije, Oslo, Kraljevina Norveška, april 2005. ~~~ 5. => Majstorović A, Obračun naknada prema klasifikaciji Ujedinjenih nacija, Međunarodni seminar u organizaciji Skandinavskog međunarodnog centra za odbrambene studije, Oslo, Kraljevina Norveška, april 2005. 5.
LL@(0613) Majstorović A, Revizija poslovanja sistema odbrane, Međunarodni seminar u organizaciji Inspektorata odbrane SCG i Generalnog revizora Ministarstva kopnene vojske SAD-a, Beograd, septembar 2005. ~~~ 6. => Majstorović A, Revizija poslovanja sistema odbrane, Međunarodni seminar u organizaciji Inspektorata odbrane SCG i Generalnog revizora Ministarstva kopnene vojske SAD-a, Beograd, septembar 2005. 6.
LL@(0614) Majstorović A. i M. Andrejić, Savremeno upravljanje ljudskim resursima u sistemu odbrane, 10. međunarodna konferencija Upravljanje kvalitetom i pouzdanošću, DQM Građevinski fakultet Beograd, jun 2007. ~~~ 7. => Majstorović A. i M. Andrejić, Savremeno upravljanje ljudskim resursima u sistemu odbrane, 10. međunarodna konferencija Upravljanje kvalitetom i pouzdanošću, DQM Građevinski fakultet Beograd, jun 2007. 7.
LL@(0615) Majstorović A. i Andrić M, Planiranje, programiranje i budžetiranje u sistemu odbrane, 34. simpozijum o operacionim istraživanjima SYM-OPIS 2007. => Majstorović A. i Andrić M, Planiranje, programiranje i budžetiranje u sistemu odbrane, 34. simpozijum o operacionim istraživanjima SYMOP-IS 2007.
LL@(0616) Zlatibor, septembar 2007. ~~~ 8. => Zlatibor, septembar 2007. 8.
LL@(0617) Majstorović A, Revizija poslovanja sistema odbrane, Simpozijum o odbrambenim tehnologijama - OTEH 2007, Beograd, oktobar 2007. ~~~ 9. => Majstorović A, Revizija poslovanja sistema odbrane, Simpozijum o odbrambenim tehnologijama - OTEH 2007, Beograd, oktobar 2007. 9.
LL@(0618) Grupa autora, Savremena organizacija rada, Rad, Beograd, 1969. ~~~ 10. => Grupa autora, Savremena organizacija rada, Rad, Beograd, 1969. 10.
LL@(0619) Berglez, J. Odabrana poglavlja iz rukovođenja i komandovanja, CVT[ KoV JNA, Zagreb, 1985. ~~~ 11. => Berglez, J. Odabrana poglavlja iz rukovođenja i komandovanja, CVT[ KoV JNA, Zagreb, 1985. 11.
LL@(0620) Dessler G, Osnovi menadžmenta ljudskih resur sa, četvrto izdanje, Data status, Beograd, 2007. ~~~ 12. => Dessler G, Osnovi menadžmenta ljudskih resursa, četvrto izdanje, Data status, Beograd, 2007. 12.
LL@(0621) Zelenović D, Tehnologija organizacije industrijskih sistema - preduzeća, Naučna knjiga, Beograd, 1995. ~~~ 12. => Zelenović D, Tehnologija organizacije industrijskih sistema - preduzeća, Naučna knjiga, Beograd, 1995. 13.
LL@(0622) Laslo J, Koncepcije poslovne politike, Ekonomski glasnik broj 3, Savez društava ekonomista Bosne i Hercegovine za teoretska i praktična ekonomska pitanja, Sarajevo, 1986. => Laslo J, Koncepcije poslovne politike, Ekonomski glasnik broj 3, Savez društava ekonomista Bosne i Hercegovine za teoretska i praktična ekonomska pitanja, Sarajevo, 1986.
LL@(0623) Differential Responses to Managerial Incentives among Workers: Case Study UDC 005.32 005.66 Khalid Alrawi Al-Ain University of Science and Technology College of Business Administration MBA Program Director There is considerable interest and debate over the effectiveness of managerial incentives MI. => Različite reakcije radnika na stimulacije menadžera: studija slučaja UDK 005.32 005.66 Khalid Alrawi Al-Ain Univerzitet ua nauku i tehnologiju Koledž za poslovnu administraciju Programski direktor MBA Postoji značajno interesovanje i vode se rasprave o efektivnosti stimulacija u upravljanju MI (managerial incentives).
LL@(0624) The paper examines the impact of sub-culture on preferences kinds of managerial incentives. => U ovom radu analiziramo uticaj supkulture na preference kod stimulacija u upravljanju.
LL@(0625) The purpose is to investigate the popular assumption that cultural differences exist at this level and to see whether these differences have an impact on MI effectiveness. => Naša namera je da istražimo uobičajeno mišljenje da na ovom nivou postoje razlike u kulturi i da utvrdimo da li ove razlike utiču na efektivnost MI.
LL@(0626) An experimental design is used to test a series of hypotheses based on a sample of Indians and Egyptians employees. => Niz hipoteza testirali smo pomoću jednog eksperimentalnog projekta zasnovanog na zaposlenima, Indijcima i Egipćanima.
LL@(0627) The study was taken in Abu Dhabi, United Arab Emirates. => Studija je sprovedena u Abu Dabiju u Ujedinjenim Arapskim Emiratima.
LL@(0628) It is found that despite the existence of cultural differences at an ethnic level, culture does not appear to have a significant impact on employee responses to MI. => Zaključeno je da, uprkos tome što razlike na etničkom nivou postoje, kultura ipak nema značajnog uticaja na reakcije zaposlenih na MI.
LL@(0629) Finally the study also provides evidence that further validates a scale used for measurement of culture. ~~~ 1. => Konačno, u studiji smo prikazali i podatke koji dodatno potvrđuju vrednost skale koju smo koristili za merenje kulture. 1.
LL@(0630) Introduction The widespread use of managerial incentives MI has sparked considerable interest and debate over their effectiveness. => Uvod [iroka primena upravljačkih stimulacija MI izazvala je značajno interesovanje i rasprave u vezi sa njihovom efektivnošću.
LL@(0631) The discrepancy between effectiveness or no effects of MI suggest that there are conditions and factors that can influence the effectiveness of MI. => Razlike između efektivnosti i izostajanju efekata MI navode na stav da postoje određeni faktori i okolnosti koji mogu da utiču na efektivnost MI.
LL@(0632) Culture can influence both the development of a theory or concept and its application (Stewart and Gregersen, 1999). => Kultura utiče kako na razvoj teorije ili koncepta, tako i na njenu primenu (Stewart i Gregersen, 1999).
LL@(0633) Organizational culture is the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its member. => Organizaciona kultura predstavlja sistem zajedničkih aktivnosti, vrednosti i verovanja koja se razvijaju u okviru organizacije i na osnovu kojih se članovi organizacije ponašaju.
LL@(0634) In the business setting, this system is often referred to as the corporate culture. => U poslovnom okruženju ovaj sistem se obično naziva korporativna kultura.
LL@(0635) Just as no two individual personalities are the same, no two organizational cultures are identical. ~~~ Most significantly, management scholars and consultants increasingly believe that cultural differences can have a major impact on the performance of organizations and the quality of work life experienced by their member. => Kao što dve osobe nisu iste, ni dve organizacione kulture nisu identične. [to je veoma značajno, teoretičari menadžmenta i konsultanti u ovoj oblasti sve više veruju da razlike u kulturi mogu i presudno da utiču na poslovanje organizacije i na kvalitet radnog veka njihovih članova (Schein, 1990).
LL@(0636) (Schein, 1990). ~~~ The word culture is frequently used in organizational behavior in connection with the concept of corporate culture, the growing interest in workforce diversity, and the broad differences among people around the world. => U oblasti organizacionog ponašanja reč kultura se često koristi u vezi sa konceptom korporativne kulture, sa sve većim interesovanjem za raznovrsnost radne snage i sa širokim spektrom razlika među ljudima širom sveta.
LL@(0637) There is a need for research directed at understanding culturally-driven responses as incentives to MI, as cultures differ in their value systems, evaluations of management communication will differ. => 
LL@(0638) Therefore, there is a need for research to examine the effects of promotional activities on cultural groups within countries. ~~~ (John and Malhorta, 1993). => Postoji poreba da se sprovede jedno istraživanje u kojem bi se ispitali uticaji postupaka unapređivanja na kulturne grupe unutar pojedinih zemalja (John i Malhorta, 1993).
LL@(0639) It also has been suggested that an understanding of culture can assist in making managerial decisions, such as whether to pursue standardized or localized strategies. ~~~ (Schermerhorn, et al., 2003). => Takođe se smatra da razumevanje kulture može da pomogne menadžerima pri odlučivanju, na primer, da li da primenjuju standardizovane ili lokalne strategije. (Schermerhorn, i dr., 2003).
LL@(0640) In this respect organizational culture represents a complex pattern of beliefs, expectations, ideas, values, attitudes, and behaviors shared by the members of an organization that evolve overtime. => U ovom smislu organizaciona kultura predstavlja složeni sklop verovanja, očekivanja, ideja, vrednosti, stavova i ponašanja zajedničkih svim članovima jedne organizacije koji se vremenom razvijaju. (Kanfer i Kantrowitz, 2001).
LL@(0641) (Kanfer and Kantrowitz, 2001).Culture varies in their underlying patterns of values and atti tudes. => Kulture se razlikuju po svojoj osnovnoj strukturi i stavovima.
LL@(0642) The way people think about such matters as achievement, wealth and material gain, risk and change, may influence how they approach work and their relationships with organizations. ~~~ (Bluedom, 1992). => Način na koji ljudi razmišljaju o pitanjima kao što su postignuće, bogatstvo i materijalni dobitak, rizik i promena, može da utiče na njihov pristup radu i odnosima sa organizacijama. (Bluedom, 1992).
LL@(0643) In every culture, certain factors act as motivators and others act as demotivators. => U svakoj kulturi određeni faktori funkcionišu kao motivatori, a drugi kao demotivatori.
LL@(0644) Specific motivators and their relative importance are unique to each culture and, all too frequently, to each situation. => Specifični motivatori i njihov relativni značaj jedinstveni su za svaku kulturu posebno, a posebno često i za svaku situaciju posebno.
LL@(0645) Managers must be aware of the cultural backgrounds that they bring with them to the task of performance appraisal. => Menadžeri moraju da budu svesni kulturne pozadine koju unose u procenu učinka u izvršavanju zadataka.
LL@(0646) They should be careful to avoid criticizing employees for cultural differences. ~~~ (Adler, 1991). => Treba da izbegavaju da kritikuju zaposlene zbog kulturnih razlika. (Adler, 1991).
LL@(0647) However, many cross-cultural studies in management have mainly examined the impact of culture across nations. => Ipak, veliki broj uporednih studija o kulturi u vezi sa upravljanjem uglavnom se bavio istraživanjem uticaja kulture na nacije.
LL@(0648) It has been argued that cultural differences may also exist at an ethnic level. ~~~ (Jarvis, 2002). => Postoje i tvrdnje da kulturne razlike postoje i na etničkom nivou. (Jarvis, 2002).
LL@(0649) Cultural values, which represent collective beliefs, assumptions, and feelings about what things are good, normal, rational, and valuable. => Kulturne vrednosti predstavljaju zajednička verovanja, stavove i osećanja o tome šta je dobro, normalno, racionalno i vredno.
LL@(0650) Cultural values can be quite different from organization to organization, in some, employees may care deeply about money, but in others they may care more about technological innovation or employee well-being. => Kulturne vrednosti mogu da se razlikuju od organizacije do organizacije. ~~~ U nekim organizacijama zaposlenima je možda više stalo do novca, u drugima ih više interesuju tehnološke inovacije ili dobrobit zaposlenih.
LL@(0651) These values tend to persist over time, even when organizational membership changes. => Ove vrednosti teže da opstanu u dužem periodu, čak i kad se sastav zaposlenih u organizaciji promeni.
LL@(0652) Understanding and predicting employees motivation continues to be one of the most popular areas in management research. => Razumevanje i predviđanje motivacije zaposlenih još uvek je jedna od najpopularnijih oblasti istraživanja u upravljanju.
LL@(0653) The purpose of this study is to investigate cultural differences at this level. => Cilj ove studije jeste da istraži kulturne razlike na ovom nivou.
LL@(0654) The study was taken in Abu Dhabi, United Arab Emirates. => Studija je sprovedena u Abu Dabiju, u Ujedinjenim Arapskim Emiratima.
LL@(0655) As, in many nations, increasing use is being made of MI by a diverse ethnic mix of employees. => Kao i u mnogim nacijama, i ovde se sve više primenjuje MI, u okviru različite etničke mešavine zaposlenih.
LL@(0656) This study makes several important contributions to both management theory and practices. => Ova studija na više načina predstavlja značajan doprinos i teoriji i praksi upravljanja.
LL@(0657) Firstly, Although Chandon, Wansink, and Laurent (2000) attempted a cross-national replication; their analysis did not specifically explore the impact of culture. => Prvo, iako su Chandon, Wansink i Laurent (2000) pokušali da nađu neke odgovore na pitanja medunacionalnih razlika, njihova analiza nije posebno obuhvatila uticaj kulture.
LL@(0658) Thus by incorporating culture, this study redresses one of the limitations of early study. => U ovoj studiji smo obuhvatili kulturu, a time smo ispravili sla bosti prethodne studije.
LL@(0659) This study is one of many pieces of research in management that empirically measures culture at an ethnic group level. => Ova studija predstavlja jedno od brojnih istraživanja u oblasti upravljanja koja na empirijski način meri kulturu na nivou etničke grupe.
LL@(0660) It provides evidence to examine the popular assumption that cultural differences exist at this level. => U njoj iznosimo činjenice koje se odnose na popularni stav da na ovom nivou postoje kulturne razlike.
LL@(0661) Secondly, the study also contributes to theory development by providing further validation of a new scale for measuring culture in an employee context namely the CVSCALE (Yoo, Donthu and Lenartowicz (2001). => Drugo, ova studija takođe doprinosi razvoju teorije, tako što potvrđuje novu skalu za merenje kulture u kontekstu zaposlenih, t.j., CVSCALE (Yoo, Donthu i Lenartowitz, 2001).
LL@(0662) Finally, the study provides insights to management practitioners in the design of MI strategies. => Konačno, ova studija praktičarima u upravljanju pruža uvid u dizajn MI strategija.
LL@(0663) It addresses the issue of weather to standardize or localize MI between targeted ethnic groups. ~~~ (Uncle and Kwok, 2002). => Ona se bavi pitanjem da li standardizovati ili lokalizovati MI između ciljnih etničkih grupa. (Uncle i Kwok, 2002).
LL@(0664) 2. => 2.
LL@(0665) Managerial Incentives and the Potential Impact on Culture The majority of past studies on the effectiveness of MI have focused on monetary issues. => Stimulacije u upravljanju i potencijalni uticaj na kulturu Većina ranijih studija efektivnosti MI fokusirala se na pitanja novca. (Steers i dr., 1992).
LL@(0666) (Steers et al., 1992) .However, in practice, a range of both monetary and non-monetary incentives is used, and there are important differences between them. => Ipak, u praksi se koriste i novčane i ne-novčane stimulacije, a među njima postoje značajne razlike.
LL@(0667) Monetary incentives (e.g., increasing salary) tends to provide fairly immediate rewards to the employee and they are transactional in character, non-monetary incentives (e.g., shifting to new post) tend to involve delayed rewards and are more relationship-based. ~~~ (Tomer, 2001). => Cilj novčane stimulacije (na primer, povećanje plate) jeste da odmah nagradi zaposlenog i ona je po prirodi transakcionalna. ~~~ Ne-novčana stimulacija (na primer, premeštaj na viši položaj) predstavlja nagradu sa zadrškom i više se zasniva na međusobnim odnosima. (Tomer, 2001).
LL@(0668) Motivation refers to the individual forces that account for the direction, level, and persistence of a persons effort expended at work; therefore, managerial promotions can offer many benefits. => Motivacija se odnosi na pojedinačne sile koje utiču na pravac, nivo i upornost pojedinca da ulaže napore na poslu; stoga stimulacija menadžera može mnogo da mu koristi.
LL@(0669) Improving the quality of life may be regarded as the primary benefit. => Poboljšanje kvaliteta života može da bude najvažnija korist.
LL@(0670) However, there is evidence to suggest employees are motivated by several other benefits, including the desire for incentive pay, employment security, flexible job assignment, and labor relations. => Ipak, postoje dokazi da na zaposlene više utiču neke druge koristi, na primer želja za stimulativnom platom, sigurnim radnim mestom, fleksibilnim obavezama na poslu i odnosima na radu.
LL@(0671) These benefits are further classified as tangible incentives (monetary incentives) or intangible incentives (non-monetary incentives).Consistent with such understanding, the benefits of value expression, exploration and entertainment can be classified as intangible incentives. => Ove koristi se dalje dele na materijane stimuacije (novčane stimulacije) i na nematerijalne stimulacije (ne-novčane stimulacije). ~~~ U smislu ovakvog stava, koristi izražavanja, istraživanja i primanja vrednosti mogu se klasifikovati kao nematerijalne stimulacije.
LL@(0672) Culture is difficult to define, but typically it is seen as (the learned and shared ways of thinking and acting among a group of people or society). => Kulturu je teško definisati, ali se obično posmatra kao usvojeni i zajednički način mišljenja i ponašanja u grupi ljudi ili u društvu. (Lewis, 1996).
LL@(0673) (Lewis, 1996).This definition is appropriate for several reasons. => Ova definicija je prihvatljiva iz nekoliko razloga.
LL@(0674) Firstly, it implies that culture encompasses all the norms and beliefs of society- it is the total way of life in a society. => Prvo, ona podrazumeva da kultura obuhvata sve norme i verovanja društva to je ukupni način života u jednom društvu.
LL@(0675) Thus the definition allows for the possibility of culture to have an impact on employee behavior. => Stoga po ovoj definiciji kultura može da utiče na ponašanje pojedinca.
LL@(0676) Secondly, the definition is flexible in allowing for different levels of culture. => Drugo, ova definicija je fleksibilna i podrazumeva nekoliko nivoa kulture.
LL@(0677) This is evident by the notion of society within the definition, which means culture is not necessarily restricted to a country basis. => Ovo je očigledno iz pojma društva u okviru definicije, što znači da kultura nije neophodno ograničena na državu.
LL@(0678) This is important given the focus of this study is not on national culture. ~~~ (Allen and Katz, 2002). => Ovo je značajno ako se uzme u obzir da se ova studija ne fokusira na nacionalnu kulturu. (Allen i Katz, 2002).
LL@(0679) In this study, culture is examined at the ethnic-group level within the domestic Arabian context. => U ovoj studiji kultura se proučava na nivou etničke grupe u okviru arapskog konteksta.
LL@(0680) Ethnic groups can be considered as sub cultural within a country. => Etničke grupe mogu se posmatrati kao sup-kulture u jednoj zemlji.
LL@(0681) Thus, the study of culture by ethnicity within a domestic context is feasible and appropriate since each ethnic group will have its own unique set of cultural values. ~~~ (Gerstner and Day, 1994). => Stoga proučavanje kulture pristupom etnicitetu u domaćem kontekstu jeste održivo i primereno zato što svaka et nička grupa ima sopstveni skup kulturnih vrednosti. (Gerstner i Day, 1994).
LL@(0682) Based on the distinction between the types of MI and incentive benefits, Chandon, Wansink and Laurent (2000), showed that monetary incentives provide more benefits (tangible incentive) whilst non-monetary incentives provide more (intangible incentive) benefits. => Na osnovu razlika između tipova MI i benefita stimulacija Chandon, Wansink i Laurent (2000) su pokazali da novčane stimulacije pružaju veće koristi (materijalne stimulacije), dok ne-novčane stimulacije pružaju više nematerijalne koristi.
LL@(0683) These relationships are a matter of degree rather than absolute. => Ovi odnosi nisu apsolutni, više su pitanje stepena.
LL@(0684) In this study, culture is examined at the ethnic-group level within the domestic Emirates context. => U ovoj studiji kultura se posmatra na nivou etničke grupe u okviru domaćeg konteksta, u Emiratima.
LL@(0685) Ethnic groups can be considered as subcultures within a country. => Etničke grupe mogu se posmatrati kao supkulture u okviru jedne zamlje.
LL@(0686) They preserve the main characteristics of the national culture from which they originate but also develop their own unique norms and beliefs. ~~~ (Usunier, 2000). => One održavaju glavne odlike nacionalne kulture iz koje potiču, ali istovremeno razvijaju i sopstvene norme i verovanja. (Usunier, 2000).
LL@(0687) Each ethnic group constitutes a unique community because of common culture. ~~~ (Lee, Fairhurst, and Dillard, 2002). => Zahvaljujući svojoj kulturi, svaka ethička grupa predstavlja jedinstvenu zajednicu. (Lee, Fairhurst i Dillard, 2002).
LL@(0688) Given the potential relevance of culture, a basis is required for assessing its impact. => Kada se uzme u obzir potencijalni značaj kulture, potrebna je i odgovarajuća osnova za procenu njenog uticaja.
LL@(0689) Here use is made of the five cultural dimensions popularized by Hofsted in (1991): Power distance, uncertainty avoidance, individualism-collectivism, self-esteem, and time orientation. => Ovde smo koristili pet dimenzija kulture koje zagovara Hofsted u (1991): udaljenost moći, izbegavanje neizvesnosti, individualizam kolektivizam, samopoštovanje i orijentacija u vremenu.
LL@(0690) Alternative dimensions have been suggested by other researchers (Clarks 1990) but Hofstedes dimensions are by far the most widely accepted and have been applied in many cross-cultural studies. ~~~ (Sondergaard, 1994). => Neki drugi istraživači predlažu alternativne dimenzije (Clarks, 1990), ali Hofstedove dimenzije su najšire prihvaćene i primenjene su u najvećem broju kros-kulturnih studija. (Sondergaard, 1994).
LL@(0691) Admittedly; there are several poignant criticisms of Hofstedes dimensions. => Naravno, ima i nekoliko oštrih zamerki Hofstedovim dimenzijama.
LL@(0692) His original study is relatively old and may be outdated, however despite such limitation; Hofstedes dimensions remain conceptually valid for explaining cultural differences. => Njegova prvobitna studija je relativno stara i možda je zastarela, ali i pored ovih ograničenja, Hofstedove dimenzije ostaju koncepcijski validne za tumačenje kulturnih razlika.
LL@(0693) The appropriateness of these dimensions for this study is supported by the suggestion that there are specific relationships between (Hofstedes) cultural dimensions and the appropriate promotional policy (Kale and McIntyre, 1991).Indeed, one of the aims of this study is to verify whether there are any relationships between the cultural dimensions and employees responses to MI. => Primerenost ovih dimenzija za ovu studiju potkrepljena je i stavom da postoje posebni odnosi između (Hofstedovih) kulturnih dimenzija i odgovarajuće politike unapređivanja (Kale i McIntyre, 1991).
LL@(0694) Furthermore, although developed for cross-country comparisons, Hosfstedes dimensions are believed to be capable of explaining intra-country variations (Au, 1999), including at an ethnic-group level. => I zaista, jedan od ciljeva ove studije jeste da se utvrdi da li postoji odnos između kulturnih dimenzija i reagovanja zaposlenih na MI. [ta više, iako ih je razvio za uporedno proučavanje više zemalja, smatra se da se pomoću Hofstedovih dimenzija mogu objasniti i varijacije unutar jedne zemlje (Au, 1999), uključujući i one na nivou etničke grupe.
LL@(0695) Individual values and attitudes, both important aspects of motivation, have strong cultural foundations. => Pojedinačne vrednosti i stavovi, koji predstavljaju značajne aspekte motivacije, imaju snažne osnove u kulturi.
LL@(0696) What proves motivational as a reward in one culture, for example, might not work in another. => Ono što se pokaže kao motivacioni faktor, kao nagrada u jednoj kulturi, možda ne važi u nekoj drugoj.
LL@(0697) We should be sensitive to these issues and avoid being parochial or ethnocentric by assuming that people in all cultures are motivated by the same things in the same ways. ~~~ (Hofstede, 1993). => Kod ovih pitanja treba biti pažljiv i izbegavati uskogrude i etnocentrične stavove da ljude u svim kulturama motivišu iste stvari i na isti način. (Hofstede, 1993).
LL@(0698) We have to put in our mind that money has a complex effect on high achievers. => Moramo da budemo svesni i da novac ima složeni uticaj na ambiciozne ljude.
LL@(0699) They are aware of their abilities and limitations and thus are confident when they choose to do a particular job. => Oni su svesni svojih sposobnosti i svojih mana i stoga su samouvereni kada odaberu da se bave određenim poslom.
LL@(0700) They value money as a strong symbol of their achievement and adequacy. => Oni vrednuju novac kao snažan simbol svoga postignuća i sposobnosti.
LL@(0701) A financial incentive may create dissatisfaction if they feel that is inadequately reflects their contributions. ~~~ 3. => Finansijska stimulacija, ukoliko pomisle da su neade kvatno nagrađeni prema svom doprinosu, može kod njih da izazove nezadovoljstvo. 3.
LL@(0702) Hypotheses For the purpose of this research the researcher divides the MI into two types (i.e., Tangible and intangible) incentives. => Hipoteze Za potrebe ove studije istraživač je razdvojio MI na dva tipa stimulacija (t.j., materijalne i nematerijalne).
LL@(0703) The tangible represents any monetary benefits in the short or long term period of time, whereas the intangible incentives present any improvement in the employees status with no necessity of any financial benefits within the hierarchy of the organization. => Materijalne stimulacije obuhvataju sve novčane benefite, kratkoročne i dugoročne, dok nematerijalne stimulacije podrazumevaju svako poboljšanje statusa zaposlenog, a da to nije finansijska korist unutar organizacione hijerarhije.
LL@(0704) Individuals who are not able to recognize and respect the impact of culture on behavior may contribute to the emergence of dysfunctional situations. => Pojedinci koji nisu u stanju da prepoznaju i uvažavaju uticaj kulture na ponašanje mogu da doprinesu pojavi nekih disfunkcionalnih situacija.
LL@(0705) On the other hand, by approaching a cross-cultural work situation with sensitivity and respect, one can find ways to work together without great difficulty and even with the advantages that constructive conflict may offer. ~~~ (Latham, 2001). => S druge strane, ako toj kros-kulturalnoj situaciji na radnom mestu priđemo pažljivo i s uvažavanjem, možemo da radimo zajedno bez teškoća i čak koristeći prednosti koje bilo kakav konstruktivni sukob eventualno izazove. (Latham, 2001).
LL@(0706) In general, it is hypothesized that differences based on Hofstedes (1991) five cultural dimensions can lead to relative differences between ethnic groups in their performance for incentive types. => Uopšteno govoreći, pretpostavlja se da razlike zasnovane na pet Hofstedovih (1991) dimenzija mogu da imaju za posledicu relativne razlike između etničkih grupa u smislu njihovog rada i zasluga za neki od ova dva tipa stimulacija.
LL@(0707) With relationships established between tangible (monetary) /intangible (non-monetary) incentives and incentive types, ethnic groups may differ in their relative choices of monetary and non-monetary incentives for example, whilst monetary incentives might be more effective for employees, the choice share of monetary incentives may be higher for one ethnic group than another due to cultural differences. ~~~ (Locke, 2000). => Kada se na ovaj način postave odnosi između materijalnih (novčanih) i nematerijalnh (ne-novčanih) stimulacija i njihovih tipova, etničke grupe mogu da se razlikuju po svom relativnom opredeljenju za novčane ili ne-novčane stimulacije; na primer, bez obzira što novčane stimulacije mogu biti značajnije za zaposlene, zbog kulturnih razlika jedna etnička grupa može da ih ceni više nego druga. (Locke, 2000).
LL@(0708) The following hypotheses are detailed based around the five cultural dimensions. => Ove hipoteze su detaljno razrađene na osnovu pet kulturnih dimenzija.
LL@(0709) It is should be kept in mind that the theoretical strength of the hypotheses is not equal across the five dimensions. => Treba imati na umu da teorijska snaga hipoteza nije jednaka u svim dimenzijama.
LL@(0710) For example, hypothesis regarding collectivism have a stronger theoretical basis than hypothesis regarding power distance. ~~~ (Cummings, 2001). => Na primer, hipoteza koja se odnosi na kolektivizam teorijski je bolje utemeljena nego hipoteza koja ukazuje na distancu od moći. (Cummings, 2001).
LL@(0711) Also, reward power is the extent to which a manger can use extrinsic and intrinsic rewards to control other people. => Takođe, moć nagrade predstavlja stepen do kojeg menadžer može da koristi i bitno i nebitno nagrađivanje da bi kontrolisao ljude.
LL@(0712) However, all five dimensions have been included to ensure that the study is comprehensive. => Ipak, obuhvatili smo svih pet dimenzija da bi ova studija bila sveobuhvatna.
LL@(0713) Although all managers have some access to reward, success in accessing and utilizing rewards to achieve influence varies according to the skills of the manager. => Iako svi menadžeri imaju određeni pristup nagrađivanju, uspešnost u pristupu i korišćenju nagrada u cilju postizanja uticaja razlikuje se od menadžera do menadžera.
LL@(0714) Power distance: is the willingness of a culture to accept status and power differences among its members. => Distanca od moći: predstavlja spremnost jedne kulture da prihvati status i razlike u moći među njenim članovima.
LL@(0715) It reflects the degree to which people are likely to respect hierarchy and rank in organizations. => Ona odražava stepen do kojeg bi ljudi poštovali hijerarhiju i rang u organizacijama.
LL@(0716) In high power distance cultures, inequality is prevalent and accepted. => U kulturama u kojima postoji visok stepen distance od moći, nejednakost dominira i kao takva se prihvata.
LL@(0717) Indeed, privileges and status symbol are both expected and desired (Hofstede, 1991).Employees in such cul tures were thus likely to be more responsive to incentives that contain differential treatment. => Istina, privilegije i statusni simboli se i očekuju i priželjkuju (Hofstede, 1991). ~~~ U takvim kulturama zaposleni će verovatno biti osetljiviji na stimulacije koje podrazumevaju drugačiji tretman.
LL@(0718) These mainly involve non-monetary incentives, in which differential treatment may occur by giving priority to value (e.g., shifting to new position) or by chance (e.g., temporarily rewards). => Ove stimulacije su ne-novčane i u njima drugačiji tretman može da nastane davanjem prednosti vrednosti (na primer, premeštaj na novi po ložaj) ili slučajno (na primer, privremene nagrade).
LL@(0719) In contrast, cultures with lower power distance are less tolerant of inequalities and special privileges (Hofstede, 1991). => Nasuprot tome, kulture sa manjom distancom moći manje su tolerantne prema nejednakostima i specijalnim privilegijama (Hofstede, 1991).
LL@(0720) Employees in such a culture would have a relatively higher preference for managerial incentives that offer equal rewards for everyone. => U takvim kulturama zaposleni bi se radije opredelili za stimulacije koje daju jednake nagrade svima.
LL@(0721) These mainly involve monetary incentives, such as increasing salary, as they are generally available with the same level of benefit offered to every one. => To uglavnom obuhvata novčane stimulacije, kao što je veća plata, pošto su one uglavnom dostupne svima i svima znače istu dobit. ~~~ U ovom smislu razvijena hipoteza glasi:
LL@(0722) In this respect the developed hypothesis is: Monetary incentives (Tangible benefits) are more likely effective for low power distance cultures relative to high distance power cultures. => Novčane stimulacije (materijalne koristi) verovatno će imati više efekta u kulturama niskog stepena distance od moći u odnosu na kulture visokog stepena distance od moći.
LL@(0723) Uncertainty avoidance: is the cultural tendency to be uncomfortable with uncertainty and risk in everyday life (structured versus unstructured organizational situations). => Izbegavanje neizvesnosti: predstavlja tendenciju kulture da joj smeta neizvesnost i rizikovanje u svakodnevnom životu (struktuirane u odnosu na nestruktuirane organizacione situacije).
LL@(0724) In high uncertainty avoidance cultures, there is a tendency to prefer stable situations and avoid risk. ~~~ (Usunier, 2000). => U kulturama koje karakteriše visok stepen izbegavanja neizvesnosti postoji tendencija da se izaberu stabilne situacije i da se izbegne rizik. (Usunier, 2000).
LL@(0725) Thus to the extent that uncertainty avoidance is related to risk aversion such cultures would prefer incentives that offer more tangible and immediate rewards. => Stoga, u zavisnosti od toga koliko neizvesnost doprinosi rizičnim stanjima, ovakve kulture će se pre opredeliti za stimulacije koje nude opipljivije i neposredne nagrade (na primer, neposredne isplate).
LL@(0726) (e.g., immediate payment).This is expected since such rewards are more certain and involve minimal amounts of risk. => Ovo stoga što su takve nagrade sigurnije i podrazumevaju najmanji stepen rizika.
LL@(0727) On the other hand, cultures with low uncertainty avoidance are more risk tolerant and see opportunities within future uncertainties. => S druge strane, kulture u kojima je stepen izbegavanja neizvesnosti nizak rizik se više toleriše i u budućim neizvesnostima vidi se i nova prilika.
LL@(0728) Thus, employees of such a culture will be more accepting of MI that offer relatively less tangible and long-term rewards (e.g., new managerial post). ~~~ (Adler, 2002). => Stoga će zaposleni koji pripadaju ovakvoj kulturi radije prihvatiti MI koje podrazumevaju relativno manje materijalne i dugoročne nagrade (na primer, novo rukovodeće mesto). (Adler, 2002).
LL@(0729) The hypothesis developed in this respect is: Monetary incentives (tangible benefits) are more effective for high uncertainty avoidance culture relative to low uncertainty avoidance cultures. => Hipoteza u ovom slučaju glasi:novčane stimulacije (materijalna korist) imaće više efekta za kulture koje se odlikuju visokim stepenom izbegavanja neizvesnosti u odnosu na one u kojims je ovaj stepen niži.
LL@(0730) Individualism/Collectivism: refers to the tendency of cultures members to emphasize individual self-interests or group relationships. => Individualnost/kolektivizam: odnosi se na tendenciju pripadnika jedne kulture da naglase pojedinačne interese ili grupne odnose.
LL@(0731) It reflects the degree to which people are likely to prefer working as individuals or working together in groups. => Ova hipoteza pokazuje stepen do kojeg će ljudi radije raditi kao pojedinci, odnosno raditi u grupama.
LL@(0732) Relationships play an important role in the search and choice processes. => Značajnu ulogu u ovom procesu traženja i izbora igraju odnosi.
LL@(0733) Value is placed on self-interest and independence as well as pleasure. => Vrednost se pridaje sopstvenom interesu i zadovoljstvu.
LL@(0734) In addition individualistic culture emphasizes differentiation and the ability to express ones uniqueness. => Pored toga, individualistička kultura naglašava diferencijaciju i sposobnost da se izrazi sopstvena jedinstvenost.
LL@(0735) With such characteristics cultures might be more receptive to non-monetary incentives since the associated intangible benefits are entertaining and more experiential. => Za ovakve kulture verovatno su prihvatljivije ne-novčane stimulacije pošto su nematerijalne koristi koje donose zabavne i predstavljaju novo iskustvo.
LL@(0736) Furthermore such benefits can provide intrinsic value to individuals and provide an opportunity for self-expression. => Pored toga, ovakve koristi (benefiti) mogu da predstavljaju bitnu vrednost za pojedince i da im pruže priliku da se ispolje.
LL@(0737) Thus, the extent of individualism may affect employees choices between different types of MI. ~~~ (Nakata and Sivakumar, 2001). => Stoga stepen individualizma može da utiče na izbor zaposlenog između različitih tipova MI. (Nakata i Sivakumar, 2001).
LL@(0738) In contrast, less individualistic cultures are characterized by close relationships and interdependence. => Nasuprot tome, manje individualističke kulture se odlikuju bliskim odnosima i međuzavisnošću.
LL@(0739) There is strong emphasis on conforming to in-groups, which are typically close social groups such as family and friends. ~~~ (Sagie, Elizor, and Yamauchi, 1996). => Naglašena je sklonost unutrašnjim grupama, tipično zatvorenim društvenim grupama kao što su porodica i prijatelji. (Sagie, Elizor i Yamauchi, 1996).
LL@(0740) Thus, collectivistic cultures can be expected to be less responsive to relationship building incentives (e.g., incentive plan) since they will be reluctant to forge a relationship with an out-group. => Stoga će kolektivističke kulture biti manje otvorene prema stimulacijama koje podrazumevaju izgrađivanje stimulacija (na primer, plan stimulacija) pošto nisu rade da grade odnose sa grupom spolja.
LL@(0741) Instead, collectivistic cultures may be more likely to respond to monetary incentives since the benefits provided are more common (e.g., increasing salary) and are more readily shared amongst the in-group. => Umesto toga, kolektivističke kulture će biti otvorenije prema novčanim stimulacijama pošto su benefiti koje one donose zajednički (na primer, povećanje plate) i lakše se dele u okviru unutrašnje grupe (na primer, materijalni benefiti).
LL@(0742) (e.g., tangible benefits).The hypothesis under such attitudes is: Monetary incentives are more effective for collectivistic cultures relative to individualistic cultures. => Hipoteza izvedena na osnovu ovoga stava glasi: ~~~ Novčane stimulacije imaju više efekta za kolektivističke kulture u odnosu na individualističke kulture.
LL@(0743) Self-esteemed (masculinity)/Femininity: refers to the tendency of a culture to value stereotypical masculine or feminine traits. => Samopoštovanje (muževnost/ženstvenost): odnosi se na tendenciju kulture da pripiše vrednost stereotipu karakternih crta muškarca ili žene.
LL@(0744) It reflects the degree to which organizations emphasize competition and assertiveness versus interpersonal sensitivity and concerns for relationships. => Odražava stepen do kojeg organizacije naglašavaju takmičarski duh i (samo)isticanje u odnosu na osećajnost u međuljudskim odnosima i trud da se ti odnosi održe.
LL@(0745) In self-esteemed cultures, strong values are placed on materialistic success and assertiveness. ~~~ (Meyer, 2001). => U kulturama koje se odlikuju samoisticanjem članova vrednost se pridaje materijalnom uspehu i dokazivanju, isticanju. (Meyer, 2001).
LL@(0746) Employees in such culture are more likely to respond to monetary incentives, since the more tangible and transactional-based benefits can satisfy their need for personal and materialistic success. => U takvim kulturama zaposleni će radije prihvatiti novčane stimulacije, pošto benefiti koji su više materijalne i transakcione prirode mogu da zadovolje njihovu potrebu za ličnim i materijalnim uspehom.
LL@(0747) At the other end of the spectrum, less masculine cultures emphasize the caring for others and the quality of life, and relatively less emphasis on personal and materialistic gains. => Na drugom kraju spektra, kulture koje su manje muževne ističu brigu za druge i za kvalitet života, a manje značaja pridaju ličnoj i materijalnoj dobiti.
LL@(0748) We have to put in our mind that money has a complex effect on high achievers. => Moramo da imamo na umu da novac ima složen uticaj na ambiciozne ljude.
LL@(0749) They are aware of their abilities and limitations and thus are confident when they choose to do a particular job. => Oni su svesni svojih kvaliteta i mana i stoga su samouvereni kada odluče da se bave određenim poslom.
LL@(0750) They value money as a strong symbol of their achievement and adequacy. => Oni cene novac kao snažan simbol svog postignuća i prikladnosti.
LL@(0751) A financial incentive may create dissatisfaction if they feel that it inadequately reflects their contributions. quality of the We would predict that group work will motivate employees more when the countrys culture scores high on criterion. => Finansijska stimulacija može da izazove nezadovoljstvo ako misle da ne odražava njihov doprinos na zadovoljavajući način. guju samoisticanje (muževnost) u odnosu na kulture kod kojih je stepen samoisticanja nizak (ženstvene).
LL@(0752) (Rheem,2000).Thus, employees with such cultures are expected to be more responsive to non-monetary incentives, since the benefits offered are more relationship focused. => Poslednja dimenzija tiče se orijentacije prema vremenu:
LL@(0753) The hypothesis developed is: Monetary self-esteem incentives are more effective for self-esteemed (masculine) cultures relative to low self-esteemed (feminine) cultures. => 
LL@(0754) The final dimension concerns time orientation: The degree to which a culture emphasizes long-term or short-term thinking. => Predstavlja stepen do kojeg jedna kultura naglašava kratkoročno ili dugoročno mišljenje.
LL@(0755) It is the tendency of a culture to emphasize values associated with the future, such as thrift and persistence, or values that focus largely on the present. => To je tendencija kulture da naglašava vrednosti vezane za budućnost, kao što je štedljivost i upornost, ili vrednosti koje se u velikoj meri fokusiraju na sadašnjost.
LL@(0756) The higher or positive end is related to a future oriented perspective with values placed on persistence and loyalty. => Viši ili pozitivni krak vezuje se za orijentaciju u pravcu perspektiva u budućnosti, a vrednost se pripisuje upornosti i lojalnosti.
LL@(0757) Employees in such cultures are more willing to make short-term sacrifices or investments for long term gains. => Zaposleni koji pripadaju ovoj kulturi spremniji su da podnesu kratkoročne žrtve ili investicije zarad dugoročne koristi.
LL@(0758) This is supported by research studies which have shown that people with a future orientation have a preference for delayed reward (Klineberg, 1968). => To su dokazale istraživačke studije koje su pokazale da ljudi koji su orijentisani prema budućnosti više vole da dobiju nagradu kasnije (Klineberg, 1968).
LL@(0759) In effect, employees in cultures high on time orientation are expected to be more responsive to non-monetary incentives such as transferring to another department or getting a new job title, since many of the rewards are long term and loyaltybased. => U stvari, zaposleni u kulturi koja favorizuje ovakvu orijentaciju na vreme radije će se opredeliti za ne-novčane stimulacije kao što su premeštaj u drugo odeljenje ili nova titula na poslu, pošto su ovakve nagrade dugoročne i zasnovane na lojalnosti.
LL@(0760) In contrast, the lower or negative end is characterized by a past oriented perspective, with an emphasis on traditions. => Nasuprot tome, niži, odnosno negativni, kraj ukazuje na perspektivu orijentisanu na prošlost, koja naglašava tradiciju.
LL@(0761) Employees in such cultures favor short-term planning and more immediate financial gains (Spears, Lin and Mowen, 2001). => Zaposleni koji pripadaju ovakvim kulturama više vole kratkoročna planiranja i neposrednije finansijske dobitke. (Spears, Lin i Mowen, 2001).
LL@(0762) Thus, employees of cultures low on time orientation (Confucian dynamism) are expected to react relatively poorly towards non-monetary incentives due to the delayed gratification involved. => Stoga zaposleni u kulturama koje su niže na skali orijentacije prema vremenu (konfučijanski dinamizam) ne reaguju povoljno na ne-novčane stimulacije pošto je potrebno mnogo vremena da se one isplate.
LL@(0763)  => Umesto toga će radije primiti novčane stimulacije, pošto je korist od njih neposrednija i transakcionalna.
LL@(0764) Instead, they are expected to favor monetary incentives given the benefits are more immediate and transactional. => Stoga hipoteza glasi: ~~~ Novćane stimulacije imaju više efekta na kulture koje nisu značajno vremenski orijentisane u odnosu na one koje se odlikuju visokim stepenom orijentisanosti u vremenu.
LL@(0765) Therefore the hypothesis is : Monetary incentives are more effective for cultures low on time orientation relative to cultures high on time orientation. => Predviđamo da će grupni rad više motivisati zaposlene ukoliko kultura jedne zemlje pridaje veliki značaj kvalitetu kriterijuma samoisticanja. (Rheem, 2000).
LL@(0766)  => Stoga se očekuje da će zaposleni koji neguju takvu kulturu biti naklonjeniji ne-novčanim stimulacijama, pošto su benefiti koje dobijaju više okrenuti odnosima među ljudima. ~~~ Hipoteza u ovom slučaju glasi:
LL@(0767) Finally, an organization may use rewards and status symbols ineffectively and inconsistently. => Novčane stimulacije imaju više efekta kod kultura koje ne Konačno, organizacija može da koristi nagrade i statusne simbole neefektivno i nedosledno.
LL@(0768) If it does, it misses a great opportunity to influence its culture because an organizations reward practices and its culture appear to be strongly linked in the minds of its members. => Ako tako čini, onda propušta izvanrednu priliku da utiče na svoju kulturu pošto su praksa nagrađivanja i kultura organizacije tesno povezani u glavama njenih članova.
LL@(0769) In fact, some authorities believe that the most effective method of influencing organizational culture may be through the reward system. cross-cultural studies on MI include age, gender, income and level of education. => U stvari, neki stručnjaci veruju da je najefektivniji metod uticaja na organizacionu kulturu upravo uticaj putem sistema nagrađivanja. rali ili kao kovarijantne ili smo ih kontrolisali usklađenim uzorkovanjem.
LL@(0770) These have either been treated as covariate or controlled via matched sampling. => 
LL@(0771) However, it has also been argued that individual demographics do not explain any differential effectiveness of an incentive. ~~~ (Bond, 1988). => Ipak, postojale su rasprave i o tome da se demografijom pojedinca ne mogu objasniti bilo kakve razlike u efektivnosti stimulacije. (Bond, 1988).
LL@(0772) Given these varied findings in this study a mixed approach to the treatment of confounding sociodemographic factors is adopted. => Kad smo uzeli u obzir sve ove različite stavove i zaključke, odlučili smo da u ovoj studiji primenimo mešani pristup proučavanju tih zbunjujućih sociodemografskih faktora.
LL@(0773) Firstly, the level of education is matched. => Prvo smo uskladili nivo obrazovanja.
LL@(0774) The samples are restricted to graduate employees, to ensure a common level of education and reduce any bias from knowledge of a particular field. => Uzorak smo ograničili na zaposlene sa fakultetskom diplomom, da bi obrazovni nivo bio jednak za sve i da bismo predupredili bilo kakvu pristrasnost koja bi proizašla iz poznavanja neke posebne oblasti.
LL@(0775) Secondly, the factors gender, age and income are treated as covariates and they remain important to examine as gender and age differences in employee behavior are possible particularly across different cultures. => Drugo, faktore pola, starosnog doba i dohotka posmatrali smo kao kovarijetete i oni su značajni za istraživanje pošto je moguće da u različitim kulturama postoje razlike u ponašanju zaposlenih po polu i po starosnom dobu.
LL@(0776) However, despite the validity of self-identification, it may be confounded with the effect of acculturation (i.e., the extent of assimilation of new culture by an ethnic minority). => Ipak, uprkos validnosti samo-identifikacije, može doći do nejasnosti zbog efekata akulturacije (t.j., stepena do kojeg jedna etnička manjina asimiluje novu kulturu).
LL@(0777) In this study acculturation is analyzed using a persons country of birth and the time spent living in the United Arab Emirates. => U ovoj studiji akulturaciju smo analizirali tako što smo koristili faktore zemlje porekla zaposlenog i dužinu boravka u Ujedinjenim Arapskim Emiratima.
LL@(0778) In terms of recruitment, a self-identification process is used to determine the ethnicity of respondents. ~~~ (Simon and Mark, 2002). => Kada je reč o regrutovanju osoblja, u određivanju etniciteta ispitanika koristili smo proces samo-identifikacije. (Simon i Mark, 2002).
LL@(0779) Self-identification is believed to be more relevant for selecting subcultures within a country than other popular measures, such as the country of citizenship. => Smatra se da je za određenje supkultura unutar jedne zemlje bolje koristiti samo-identifikaciju nego neke druge popularne mere, kao što je zemlja državljanstva.
LL@(0780) Selfidentification represents a persons internal beliefs and hence is said to reflect a persons cultural reality. ~~~ (Bochner and Hesketh, 1994). => Samo-identifikacija predstavlja unutrašnji sistem vrednosti pojedinca i stoga predstavlja njegovu kulturnu realnost. (Bochner i Hesketh, 1994).
LL@(0781) The main experiment of the research consists of a selfadministered questionnaire, which is designed to test the validity of the CVSCALE and test the five hypotheses listed in the previous section (See Appendix A). => Glavni eksperiment u okviru istraživanja obuhvata upitnik koji smo sami pripremili, a koji ima za cilj da testira validnost CVSCALE i pet hipoteza koje smo naveli u prethodnom poglavlju (videti Dodatak 1).
LL@(0782) The questionnaire was pilot tested. => Upitnik smo prvo podvrgnuli pilot testiranju.
LL@(0783) In the main experiment, two versions were used to test for ordering effects. => U okviru glavnog eksperimenta, za testiranje redosleda efekata koristili smo dve verzije.
LL@(0784) Respondents were randomly assigned to one of the two versions of questionnaire. => Ispitanicima smo po slučajnom izboru dali jednu ili drugu verziju upitnika.
LL@(0785) For both versions respondents were asked to i) choose between options for three monetary and three non- monetary, ii) provide the relative preference for monetary and nonmonetary rewards preferences, iii) complete the CVSCALE items and, iv) complete demographic questions including gender, age, income, ethnicity and acculturation. => U obe verzije od ispitanika se tražilo da i) naprave izbor između tri novčana i tri ne-novčana (efekta), ii) navedu šta bi im više odgovaralo kao novčana ili ne-novčana nagrada, iii) popune odgovore na neka pitanja iz CVSCALE i iv) odgovore na demografska pitanja u vezi sa polom, starosnim dobom, dohotkom, etnicitetom i akulturacijom.
LL@(0786) Responses to the CVSCALE are used to determine the relative cultural values of both ethnic groups on the five cultural dimensions. => Ove odgovore na CVSCALE koristili smo da odredimo relativne kulturne vrednosti za obe etničke grupe, a na osnovu pet kulturnih dimenzija.
LL@(0787) For the whole sample, the reliability alpha of the cultural dimensions ranged from 0.58 to o.67 (Table 1). => Za ukupan uzorak, pouzdanost alfa za kulturne dimenzije kretao se u rasponu od 0,58 do 0,67 (tabela 1).
LL@(0788) Although these results are modest, they are comparable to those reported by Yoo, Donthu and Lenatowicz (2001) and they all satisfy the reliability threshold of 0.6 that is commonly accepted for new scales. => Iako su ovo skromni rezultati, oni se mogu porediti sa rezultatima do kojih su došli Yoo, Donthu i Lenatowitz (2001) i svi zadovoljavaju prag pouzdanosti od 0,6 koji se uobičajeno računa na novim skalama.
LL@(0789) Furthermore, no significant differences were found in the responses between the two versions of the questionnaire. => I dalje, između ove dve verzije upitnika nisu ustanovljene nikakve bitne razlike.
LL@(0790) Thus, there appear to be no ordering effects. => Stoga izgleda da redosleda efekata nema.
LL@(0791) It should be that reliability levels varied slightly between the ethnic groups. ~~~ Research Methodology and Analysis The two ethnic groups Indians and Egyptians are selected for investigation. => To bi trebalo da znači da nivo pou Metodologija istraživanja i analiza Za ovo istraživanje izabrali smo dve etničke grupe, Indijce i Egipćane.
LL@(0792) The source countries of these groups differ markedly in terms of Hofstedes (1991) cultural dimensions. => Zemlje iz kojih ove grupe potiču značajno se razlikuju u smislu Hofstedovih (1991) kulturnih dimenzija.
LL@(0793) Relatively Egyptians are seen as high power distance, low on uncertainty avoidance, collectivistic, self- esteemed and time oriented, whereas, Indians are , low power distance, high on uncertainty avoidance, individualistic, low self-esteemed and low time oriented. => Smatra se da Egipćane uglavnom odlikuje visok stepen distance od moći, nizak stepen izbegavanja neizvesnosti, kolektivizam, samoisticanje i orijentacija prema vremenu, dok se Indijci odlikuju niskim stepenom distance od moći, visokim stepenom izbegavanja neizvesnosti, individualisti su, nisu naklonjeni samoisticanju i imaju nizak nivo orijentacije prema vremenu.
LL@(0794) It is expected that the main differences will still evident at an ethnic level and hence facilitate the testing of the hypotheses. => Očekuje se da će glavne razlike još uvek biti uočljive i na etničkom nivou i da će stoga olakšati proveru hipoteza.
LL@(0795) The ethnic samples used are drawn from employees in Ajman University in United Arab Emirates. => Etnički uzorci izabrani su među zaposlenima na Univerzitetu Ajman u Ujedinjenim Arapskim Emiratima.
LL@(0796) The main purpose of this study is theory testing and does not effects application. => Glavni cilj ove studije jeste provera teorijskih postavki, a ne primena.
LL@(0797) Thus, the use of a homogeneous sample such as employees is acceptable and appropriate, as it reduces variability and the impact of irrelevant factors (Calder, Phillips and Tybout, 1981). => Stoga je izbor homogenog uzorka kao što su zaposleni prihvatljiv i prikladan, pošto umanjuje varijabilnost i uticaj beznačajnih faktora (Calder, Phillips i Tybout, 1981).
LL@(0798) The samples are controlled for non-cultural confounding factors. => Uzorak je proveren i iz razloga da bi se izdvojili ne-kulturološki faktori koji mogu da dovedu do zabune.
LL@(0799) Both macroeconomic and sociodemographic factors can affect employees of different cultures in their responses to MI. => Na reakciju zaposlenih iz različitih kultura na Mi utiču i makroekonomski i sociodemografski faktori.
LL@(0800) Macroeconomic factors, such as the level of national economic activity, are effectively controlled by examining only one country and thus, these factors can be treated as constants. => Makroekonomske faktore, na primer nivo nacionalne privredne aktivnosti, efektivno smo kontrolisali pošto smo ispitivanjem obuhvatili samo jednu zemlju, tako da se ti faktori mogu smatrati konstantnim.
LL@(0801)  => Kad je reč o sociodemografskim faktorima, uobičajene karakteristike koje se posmatraju u kros-kulturalnim studijama o MI obuhvataju starosno doba, pol, dohodak i nivo obrazovanja.
LL@(0802) In regard to sociodemographic factors, common characteristics considered in However, the variations are similar to those reported by Yoo, Donthu and Lenatowicz (2001) and in only one case did the reliability alpha fall below 0.6(0.52 for self-esteem among Indians). => Ove karakteristike smo treti zdanosti varira neznatno između etničkih grupa. ~~~ Ipak, ove varijacije su slične varijacijama koje su utvrdili Yoo, Donthu i Lenatowitz (2001), a samo u jednom slučaju je pouzdanost alfa pala ispod 0,6 (0,52 za parametar samo-vrednovanja kod Indijaca).
LL@(0803) After reliability testing, factor analysis was used to ascertain the validity of the items (Table 2). => Pošto smo testirali pouzdanost, primenili smo faktorsku analizu da bismo potvrdili validnost pitanja (tabela 2).
LL@(0804) Under the specification of five factors, the results of exploratory factor analysis provide preliminary support for the CVSCALEs validity. => Po specifikaciji pet faktora, rezultati probne faktorske analize preliminarno su potvrdili validnost CVSCALE.
LL@(0805) Overall, the results support the independence of the constructs Using AMOS 4.0, the key results of the standardized solution are shown in table (3). => 
LL@(0806) The overall fit of the measurement model was excellent: X2 (d.f. = 296) = 540.30, root mean square error of approximation (RMSEA) =0.03, normed fit index (NFI) =0.94, comparative fit index (CFI) = 0.96, and incremental fit index (IFI) = 0.96. => 
LL@(0807) These results provide strong conformity support for the CVSCALE and its use in studying the hypothesized constructs With regards to composite reliability, all the estimates were ranging from 0.76 to 0.82 (Table3). => Uglavnom, rezultati potvrđuju da su ovi konstrukti nezavisni. [to se tiče ukupne pouzdanosti, sve procene se kreću u rasponu od 0,76 do 0,82 (tabela 3).
LL@(0808) These results are evidence of the scales convergent validity. => Ovi rezultati potvrđuju konvergentnu validnost skale.
LL@(0809) In addition, whilst the average variance extracted for each dimension was only moderate at 0.50, they do satisfy the minimum acceptable level, thus the results provide support for the independence of the dimensions. => Pored toga, bez obzira što je prosečna varijacija koju smo dobili za svaku dimenziju bila skromna, 0,50, one ipak zadovoljavaju minimalni prihvatljivi nivo, tako da rezultati potvrđuju da su ove dimenzije samostalne.
LL@(0810) Having confirmed the reliability and validity of the CVSCALE, responses to the scale are then aggregated for analysis. => Pošto smo potvrdili pouzdanost i validnost CVSCALE, sve odgovore smo skupili za analizu.
LL@(0811) For the whole sample, an average score for each cultural dimension is computed for both ethnic groups. => Izračunat je prosečan broj (vrednost) za svaku kulturnu dimenziju iz odgovora u čitavom uzorku, za obe etničke grupe.
LL@(0812) The score is calculated as the average of the individual items of each cultural dimension answered by the respondents of each ethnic group. => 
LL@(0813) This approach reflects the flexibility of the CVSCALE in that it allows culture to be measured at the individual level but analyzed at an appropriate aggregate level. => Ovakav pristup ukazuje na fleksibilnost CVSCALE pošto omogućava da se kultura meri na individualnom nivou, ali da se analizira na odgovarajućem agregatnom nivou.
LL@(0814) Thus, individual respondents may differ from the average of their group but will remain appropriate for analysis. => Stoga pojedinačni ispitanici mogu da se razlkuju od proseka svoje grupe, ali će i dalje biti podobni za analizu.
LL@(0815)  => Onda smo uporedili prosečne skorove i napravili klasifikaciju relativnih kulturnih vrednosti ove dve etničke grupe, po svakoj dimenziji.
LL@(0816)  => Primenom AMOS 4,0 na tabeli 3 prikazali smo ključne rezultate standardizovanog rešenja.
LL@(0817)  => Ukupno uklapanje mernog modela bilo je izvanredno:
LL@(0818)  => X² (d.f. = 296) = 540,30, korenska srednja vrednost kvadratne greške aproksimacije (RMSEA) = 0,03, normirani fit indeks (NFI) = 0,94, uporedni fit indeks (CFI) = 0,96, a diferencijalni fit indeks (IFI) = 0,96.
LL@(0819) The average scores are then compared to classify the relative cultural values of the two ethnic groups on each dimension Although the absolute difference appears small, based on conventional statistical standards there are significant differences between the two ethnic groups on all of the cultural dimensions (P <0.05), except for uncertainty avoidance. => Ovi rezultati definitivno potvrđuju CVSCALE i njenu primenu u proučavanju konstrukata koje smo izrazli u našim hipotezama. ~~~ Iako vrednost apsolutne razlike izgleda mala, na osnovu konvencionalnih statističkih standarda postoje značajne razlike između ove dve etničke grupe u svim dimenzijama kulture (P< 0,05), osim za izbegavanje neizvesnosti.
LL@(0820) Using the relative averages, Indians can be classified as relatively low power distance, low on uncertainty avoidance, individualistic, feminine, and low on time orientation, and vice-versa for Egyptians. => Kad primenimo relativne prosečne vrednosti, Indijci se mogu klasifikovati kao grupa koja ima relativno nizak prag distance od moći, nizak prag izbegavanja neizvesnosti, individualistički su nastrojeni i pokazuju karakteristika ženstvenosti, imaju nizak prag orijentacije prema vremenu. ~~~ Vrednosti za Egipćane su suprotne.
LL@(0821) The classifications largely conform to Hofstedes (1991) results. => Ova klasifikacija se u velikoj meri poklapa sa rezultatima do kojih je došao Hofstede (1991).
LL@(0822) Indeed, as explained before, the purpose of using the CVSCALE is to provide a direct measure of culture and to avoid the limitations of inferring this from past studies such as Hofstede's. => Zaista, kako smo već objasnili, svrha primene CVSCALE jeste da se dobije neposredna mera kulture i da se izbegnu ograničenja u zaključivanju nasleđena iz ranijih studija kao što je Hofstedova.
LL@(0823) In order to examine each hypothesis, the results of the experiment are analyzed using two main procedures. => Da bismo ispitali svaku hipotezu, analizirali smo rezultate eksperimenta primenom dva postupka.
LL@(0824) Firstly, logistic regression is used to test the relationships between preference and MI types. => Prvo, za testiranje odnosa između preferenci i tipova MI koristili smo logističku regresiju.
LL@(0825) The dependent variable is the choice between incentive type (monetary or non-monetary) and the independent variables are incentive type (tangible or intangible) and the covariates of gender, age, and income. => Zavisnu varijablu predstavljao je izbor između tipa stimulacije (novčana ili ne-novčana), nezavisne varijable su tipovi stimulacije (materijalna ili nematerijalna), a kovarijeteti su pol, starosno doba i dohodak.
LL@(0826) Secondly, choice shares of incentive types are analyzed to identify any differences in the choices between ethnic groups. => Drugo, analizirali smo zastupljenost pojedinih tipova stimulacije u izboru da bismo utvrdili da li postoji razlika između etničkih grupa.
LL@(0827) Analysis is undertaken at an ethnic- group level and an individual level, each dimension. => 
LL@(0828) Thus, a total of 10 regressions were conducted (Table 5). ~~~ Results show that the regression models generally have a poor fit since the reduction in the -2 log likelihood values and the R2 values are relatively low. => Analizu smo sproveli i na nivou etničke grupe i na individualnom nivou i po različitim grupama po faktoru akulturacije. pokazuju da se modeli regresije slabo uklapaju, pošto su redukcija u -2 log vrednosti verovatnoće i vrednosti R² relativno niske.
LL@(0829) However, the omnibus test of model coefficients indicates that coefficients were significant for 5 of the model (p<0.05). => Ipak, omnibus test koeficijenata modela pokazuje da su koeficijenti značajni kod 5 za model (p<0,05).
LL@(0830) Within the significant models, promotion type was consistently shown to have a significant and negative relationship with incentive type: high power distance (B = -1.57, p=0.00), high uncertainty avoidance (B = -1.30, p = 0.00), individualism (B = -0.93, p = 0.00), self-esteem (B = -1.35, p = (0.00), and time orientation (B = -1.03, p = 0.00). => Unutar značajnih modela, tip stimulacije unapređenja je dosledno pokazivao da ima značajan i negativan odnos prema tipu stimulacije: visok prag distance od moći (B =-1,57, p=0,00), visok prag izbegavanja neizvesnosti (B =-1,30, p=0,00), individualizma (B = -0,93, p=0,00), samo-vrednovanja (B = -1,35, p=0,00) i orijentacije u vremenu (B = 1,03, p=0,00).
LL@(0831) These results indicate that for each significant dimension, intangible incentives are associated with the choice of non-monetary incentives and tangible incentives are associated with the choice of monetary incentives. => Ovi rezultatu ukazuju na to da su u slučaju svake značajne dimenzije nematerijalne stimulacije povezane sa izborom ne-novčanih stimulacija, a da su materijalne stimulacije povezane sa izborom novčanih stimulacija.
LL@(0832) The covariates of gender, age and income were generally found to be insignificant. => Utvrđeno je da kovarijeteti pola, starosnog doba i dohotka uglavnom nemaju značaj.
LL@(0833) The only exception is that higher income was found to be associated with the choice of non-managerial incentives under the individualism dimension (B = 1.26, p = 0.02). => Jedini izuzetak je da je viši dohodak u vezi sa izborom ne-menadžerskih stimulacija u dimenziji individualizma (B = 1,26, p=0,02).
LL@(0834) To test the hypotheses there are two pretests and one main experiment. => Da bismo testirali hipoteze koristili smo dva pred-testa i jedan glavni eksperiment.
LL@(0835) However, it is first necessary to discuss the stimuli and measurement scale. => Ipak, prvo će biti potrebno da govorimo o stimulusima i skali za merenje.
LL@(0836) This is summarized in Table 6 and Appendix (B). and across different acculturation groupings. => Ovo smo prikazali na tabeli 6 i u Dodatku (B).
LL@(0837) Edward Lawler, a management expert, has contributed greatly to our understanding of pay as an extrinsic reward. => Edward Lawler, stručnjak za menadžment, veoma nam je pomogao da shvatimo uticaj novčane isplate kao ne tako značajne nagrade.
LL@(0838) His research generally concludes that, for pay to serve as a source of work motivation, high levels of job performance must be viewed as the path through which high pay can be achieved. ~~~ (Lawler, 1981). => U svom istraživanju on izvodi uopšteni zaključak da, da bi ova isplata bila izvor motivacije za rad, onda se kao put za ostvarivanje visoke plate mora uzeti visok nivo postignuća na poslu. (Lawler, 1981).
LL@(0839) Logistic regression analysis is performed on each ethnic group for 4. => Analiza logističke regresije sprovedena je na obe etničke grupe, za svaku dimenziju.
LL@(0840)  => Tako je u stvari sprovedeno deset regresija (tabela 5).
LL@(0841) Summary and Conclusions Motivating employees has never been a simple task. => Rezultati 4. ~~~ Rezime i zaključci Motivisanje zaposlenih nikada nije bilo lako.
LL@(0842) Employees come into organizations with very different needs, personalities, skills, abilities, interests, and aptitudes. => Zaposleni dolaze u organizaciju sa različitim potrebama, ličnostima, veštinama, sposobnostima, interesovanjima i sklonostima.
LL@(0843) They have different expectations of their employers and different views of what they think their employer has a right to expect of them. => Njihova očekivanja od poslodavaca su različita u odnosu na ono što smatraju da poslodavac može da očekuje od njih.
LL@(0844) The key findings and contributions of the study can be summarized in two main areas: culture and MI, and culture and ethnicity. => Ključni zaključci i doprinos ove studije mogu se rezimirati u dve glavne oblasti: kultura i MI i kultura i etnicitet.
LL@(0845) Some employees derive a great deal of satisfaction in their jobs and are motivated to exert high levels of efforts. => Neki zaposleni veoma uživaju u svom poslu i spremni su da ulože veliki napor.
LL@(0846) Others get more satisfaction out of their personal interests and pursuits and nothing more. => Drugima su draži njihovi sopstveni interesi i ne intersuje ih ništa drugo.
LL@(0847) To work well, a merit pay plan should be based on realistic and accurate measures of individual work performance and create a belief among employees that the way to achieve high pay is to perform at high levels. => Da bi dobro funkcionisao, plan za isplate prema zasluzi treba da se zasniva na realističnim i preciznim merenjima radnog učinka pojedinca, a treba i razviti osećanje kod zaposlenih da je put do visoke plate visok učinak.
LL@(0848) In addition, merit pay should clearly discriminate between high and low performance in the amount of pay reward received. => Pored toga, plaćanje prema zaslugama mora da napravi jasnu razliku između visokog i niskog učinka po visini naknade koja se isplaćuje.
LL@(0849) This study provides empirical evidence and further validates the CVSCALE established by Yoo, Donthu and Lenartowicz (2001). => U ovoj studiji empirijski izvodimo zaključke i potvrđujemo CVSCALE koju su uspostavili Yoo, Donthu i Lenatowitz (20019.
LL@(0850) The flexibility of the CVSCALE is demonstrated, in that culture can be analyzed at both the ethnic and individual levels. => Pokazali smo fleksibilnost CVSCALE u smislu da se kultura može analizirati i na etničkom i na individualnom nivou.
LL@(0851) Thus, the study provides further evidence for the validity and usefulness of this scale. => Stoga ova studija još jednom dokazuje validnost i primenljivost skale.
LL@(0852) Another key contribution of the study is that despite cultural differences between ethnic groups, there are no significant differences in their preferences for MI types. => Drugi ključni doprinos ove skale jeste u tome da uprkos kulturnim razlikama između ove dve etničke grupe, ne postoje značajne razlike u njihovom opredeljenju za tip stimulacije MI.
LL@(0853) With only 2 exceptions, this result is found to be consistent at an ethnic-group level across all incentives and for each incentive type. => Uz samo 2 izuzetka, ovaj rezultat je ostao dosledan na nivou etničke grupe u svim stimulacijama i za svaki tip stimulacije.
LL@(0854) The absence of cultural effects is also evident at an individual level. => Izostanak kulturnih efekata očigledan je i na individualnom nivou.
LL@(0855) The implication of this finding is twofold. => Implikacije ovih zaključaka su dvojake.
LL@(0856) Firstly, although cultural differences may exist, these do not appear to affect employee responses to MI at an ethnic level. => Prvo, iako kulturne razlike mogu da postoje, one izgleda nemaju uticaja na reakcije zaposlenih na MI na etničkom nivou.
LL@(0857) This suggests that managers can use standardized MI when targeting different ethnic groups and avoid the use of more costly differential strategies. => To znači da menadžeri mogu da koriste standardizovane MI kada ciljaju na različite etničke grupe i stoga mogu da izbegnu skuplje diferencijalne strategije.
LL@(0858) Secondly, the finding highlights the fact that cultural distinctions may be more relevant in some areas of management than in others. => Drugo, ovaj zaključak naglašava činjenicu da kulturne razlike mogu da budu značajnije u nekim oblastima upravljanja u odnosu na druge.
LL@(0859) Thus, it would be a mistake to assume that cultural differences will affect all areas of management. => Stoga bi bilo pogrešno zaključiti da će kulturne razlike uticati na sve oblasti upravljanja.
LL@(0860) Hence, the relevance of ethnic management as suggested by researchers (Higgins and McAllaster, 2002) needs to be considered within the specific context in which it is applied. => Zato značaj etničkog upravljanja, kako su to predložili istraživači Higgins i McAllaster (2002) treba posmatrati unutar specifičnog konteksta u kojem se primenjuje.
LL@(0861) There are mixed findings in regard to the framework of managerial incentive effectiveness. => Osećanja su pomešana kada je u pitanju struktura efektivnosti stimulacija menadžera.
LL@(0862) With only a few exceptions, the covariates of gender, age and income were all significant in accounting for the choice of incentives. => Uz samo nekoliko izuzetaka, kovarijeteti pola, starosnog doba i dohotka bili su značajni za objašnjavanje izbora stimulacija.
LL@(0863) They were also evident across all cultural groups at all levels of analysis and thus, the impact of culture on these results appears to be minimal. => Oni su bili očigledni i u svim kulturnim grupama na svim nivoima analize i stoga izgleda da je uticaj kulture na ove rezultate minimalan.
LL@(0864) Limitations and Further Research There are several limitations relating to the focus of the study and the methodology used. => Ograničenja i dalja istraživanja U odnosu na fokus ove studije i primenjenu metodologiju ima nekoliko ograničenja.
LL@(0865) Some of these high light useful directions for future research. => Neka od njih ukazuju kojim putem treba ići u narednim istraživanjima.
LL@(0866) Ethnic groups are not expected to conform to any single cultural dimensions as they involve a whole set of cultural values. => Ne treba očekivati da će se etničke grupe podudariti sa bilo kojom kulturnom dimenzijom pošto one obuhvataju čitav skup kulturnih vrednosti.
LL@(0867) In this paper the cultural dimensions are examined separately. => U ovom radu svaku kulturnu vrednost posmatrali smo posebno.
LL@(0868) There is no examination of any correlation effects between the dimensions and no assessment of the relative importance of each dimension. => Nismo ispitivali korelacije između dimenzija i nismo ocenjivali relativni značaj svake dimenzije.
LL@(0869) Employees response may be differ if the focus on other human resource variables is considered; therefore, it would be worthwhile for further research to explore other effects along with the impact of culture on employees' incentives. => Reakcija zaposlenih možda bi bila drugačija ako bi se posmatrala neka druga varijabla ljudskih resursa. ~~~ Stoga bi vredelo istražiti i druge efekte uporedo sa uticajem kulture na stimulaciju zaposlenih.
LL@(0870) This study ignores the fact that employees may perceive themselves to belong to more than one ethnic culture and that the strength of identification with a particular ethnic group may differ between its members. => U ovoj studiji nismo uzimali u obzir da zaposleni možda smatraju da pripadaju većem broju etničkih kultura i da snaga identifikacije sa nekom posebnom etničkom grupom može da se razlikuje od člana do člana grupe.
LL@(0871) These issues deserve further studies. => I ova pitanja treba dalje istraživati.
LL@(0872) The current study only focused on employee motivation with a particular package of incentives, and other types of variables in other industries or economic sectors that may apply differently. => U ovoj studiji koncentrisali smo se samo na motivaciju zaposlenih određenim paketom stimulacija, a drugi tipovi varijabli u drugim industrijama ili privrednim sektorima mogu da funkcionišu na drugi način.
LL@(0873) Therefore, the study could be further extended by considering the use of alternative measures and stimuli, for example: culture may also be measured by using Hofsteds (1990) or the alternatives that have been proposed (e.g., Furr, Liu and Sudharshan, 2000). => Stoga se ova studija može proširiti tako što će se koristiti alternativne mere i stimulusi, na primer: kultura se može meriti i kao što je to radio Hofstede (1990), a postoje i druge alternative (na primer, Furr, Liu i Sudharshan, 2000).
LL@(0874) Finally, the generalizability of the results could be extended by other monetary and nonmonetary incentive within the hierarchy of an organization, or even other statistical methods in addition to the techniques used in this paper. => Na kraju, mogućnost da se ovi rezultati generalizuju može se iskoristiti u slučaju drugih novčanih ili ne-novčanih stimulacija u okviru hijerarhije jedne organizacije, ili čak drugih statističkih metoda pored tehnika koje smo koristili u ovom radu.
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LL@(0899) Š38Ë Sagie, A.et al., (1996), The Structure and Strength of achievement motivation, of Organizational Behavior, 17, 431-445. ~~~ Journal Š39Ë Spears, N., Lin, X., and Mowen, J.,(2001), Time orientation in the United State, China and Mexico, Measurement and Insights for Promotional Strategy, Journal of International Consumer Marketing, 13, (1),,57-75. ~~~ Š40Ë Tomer, J., (2001), Understanding HighPerformance Work Systems, the joint contribution of Economics and HRM, Journal of SocioEconomics, 30, 63-73. => Š38Ë Sagie, A.et al., (1996), The Structure and Strength of achievement motivation, Journal of Organizational Behavior, 17, 431-445. Š39Ë Spears, N., Lin, X., and Mowen, J.,(2001), Time orientation in the United State, China and Mexico, Measurement and Insights for Promotional Strategy, Journal of International Consumer Marketing, 13, (1),,57-75. Š40Ë Tomer, J., (2001), Understanding High-Performance Work Systems, the joint contribution of Economics and HRM, Journal of Socio-Economics, 30, 63-73. Š41Ë Sondergaard, M., (1994), Research Note, Hofstedes Consequences:
LL@(0900) Š41Ë Sondergaard, M., (1994), Research Note, Hofstedes Consequences: A study of Reviews, Citations and Replications, Organization Studies, 15 (3), 447-56. ~~~ Š42Ë Uncle, M. and Kwok, S., (2002), Sales Promotion Effectiveness (working paper), School of Marketing, University of New South Wales, Australia. => A study of Reviews, Citations and Replications, Organization Studies, 15 (3), 447-56. Š42Ë Uncle, M. and Kwok, S., (2002), Sales Promotion Effectiveness (working paper), School of Marketing, University of New South Wales, Australia.
LL@(0901) Š43Ë Usunier, J., (2000), Marketing Across Cultures, 3rd Ed, England, Prentice-Hall. => Š43Ë Usunier, J., (2000), Marketing Across Cultures, 3rd Ed, England, Prentice-Hall.
LL@(0902) Š44Ë Yoo, B. et al., (2001), Measuring Cultural Values, Development and Validation of CVSCALE, working paper, Georgia State University. => Š44Ë Yoo, B. et al., (2001), Measuring Cultural Values, Development and Validation of CVSCALE, working paper, Georgia State University.
LL@(0903) Š45Ë Yoo, B., and Donthu,N.,(2002), The effects of marketing education and individual cultural values on marketing ethics of students, Journal of Marketing Education, 24(2),92-104. ~~~ Š46Ë Yoo, B., Donthu, N., and Lenartowicz, T., (2001), Measuring Cultural Values, Development and Validation of CVSCALE, working paper, Georgia State university. => Š45Ë Yoo, B., and Donthu,N.,(2002), The effects of marketing education and individual cultural values on marketing ethics of students, Journal of Marketing Education, 24(2),92-104. Š46Ë Yoo, B., Donthu, N., and Lenartowicz, T., (2001), Measuring Cultural Values, Development and Validation of CVSCALE, working paper, Georgia State university.
LL@(0904) APPENDIX (B): Summary of Measures 1. => DODATAK (B): ~~~ Rezime mera 1.
LL@(0905) Increasing salary: Increasing salary benefits are defined and classified in this study according to the scale developed by Chandon, Wansink and Laurent (2000). => Povećanje plate: ~~~ Povećanje plate definiše se i klasifikuje u ovoj studiji prema skali koju su razvili Shandon, Wansink i Laurent (2000).
LL@(0906) The scale indicates six main benefits which can be classified as either monetary or non-monetary. => Skala pokazuje šest glavnih benefita koji se mogu klasifikovati kao novčani i ne-novčani.
LL@(0907) Specifically, increasing salary, incentive category, and piece work & profit distribution as monetary, whilst the incentive plan, sales incentives effectiveness, and shifting to new post are non-monetary. => Konkretno, povećanje plate, kategorija stimulacija i rad po komadu&distribucija profita kao novčani, a plan stimulacije, efektivnost stimulacija za prodaju i unapređenje kao ne-novčani.
LL@(0908) A direct replication of these classifications is appropriate as the scale has been shown to be valid and maintaining scale consistency can enhance the comparability of final results with the original research. => Neposredno poklapanje ovih klasifikacija je primereno pošto je dokazano da je skala validna, a održavanjem validnosti skale može se poboljšati uporedivost konačnih rezultata sa osnovnim istraživanjem.
LL@(0909) The measures for the pretest are the same 18-item agree/disagree scales used in the original study. ~~~ 2. => Mere za probni test su ista skala od 18 pitanja slažem se/ne slažem se kakva su primenjena i u osnovnoj studiji. 2.
LL@(0910) Incentive Category stimuli: In measuring the degree of monetary and non-monetary of incentive category, an adaptation of the scale by Batra and Ahtola (1990) is used. => Stimulusi kategorije stimulacije: ~~~ Za merenje stepena u kategoriji novčanih i ne-novčanih stimulacija adaptirali smo skalu koju su razradili Batra i Ahtola (1990).
LL@(0911) Specifically, incentive category is classified as either monetary or non-monetary based on a monetary index score. => Konkretno, kategorija stimulacija klasifikovana je kao novčana ili ne-novčana na osnovu skora monetarnog indeksa.
LL@(0912) The index consists of 9-point semantic differential scales on two nonmonetary items of '' fun/not fun '' and '' Pleasant/unpleasant'', and two monetary items of ''useful/useless'' and ''wise/foolish''. => Indeks se sastoji od 9-stepene semantičke diferencijalne skale za dva ne-novčana pitanja, zabavno/nezabavno i prijatno/neprijatno i dva novčana pitanja, korisno/beskorisno i mudro/glupo. 3.
LL@(0913) 3. => Stimulusi plana stimulacija:
LL@(0914) Incentive Plan stimuli: Examples of monetary and non-monetary incentives are used as stimuli for both the pretests and the main experiment. => Primeri novčenih i ne-novčanih stimulacija koriste se kao stimulusi i u probnim testovima i u glavnom eksperimentu.
LL@(0915) Specific examples of incentive techniques are used in the main experiment. => Specifični primeri tehnika stimulacija koriste se u glavnom eksperimentu.
LL@(0916) They are drawn from currently offered incentives in the workplace in the UAE to ensure realism. => Da bi rezultati bili realistični, ovi primeri su uzeti iz korpusa konkretnih ponuđenih stimulacija na radnim mestima u UAE.
LL@(0917) This involved the use of a combination of secondary data and judgment. => Onda je trebalo kombinovati sekundarne podatke i procene.
LL@(0918) Consideration is also given to the fact that monetary incentives will be preferred over non-monetary incentives of the same nominal value. => Pažnju smo posvetili i činjenici da će u uslovima iste vrednosti zaposleni pre prihvatiti novčane stimulacije nego ne-novčane.
LL@(0919) This is due to the time value of money and the psychological effect for both incentives. => Ovo se vezuje za vremensku vrednost novca i psihološki efekat obe stimulacije. 4.
LL@(0920) 4. => Kultura:
LL@(0921) Culture: Culture is measured using a personality approach based on direct value inference (Lenartowicz and Roth, 1999). => Kulturu smo merili putem pristupa ličnosti na osnovu izračunavanja neposredne vrednosti (Lenartowitz i Roth, 1999).
LL@(0922) In particular, use is made of the CVSCALE proposed by Yoo, Donthu and lenartowicz (2001).It consist of 26items, measured by 5-point Likert scales, relating to Hofesteds five cultural dimensions. => Konkretno, koristili smo CVSCALE koju predlažu Yoo, Donthu i Lenartowitz (2001). ~~~ Ona se sastoji od 26 pitanja, a meri se 5-stepenom Likertovom skalom, a u odnosu na Hodtedovih pet kulturnih dimenzija.
LL@(0923) It allows culture to be measured at the individual level and then aggregated to form groups at a chosen level for comparison. => Ona omogućava da se kultura meri na individualnom nivou i da se onda stvori agregat i oforme grupe na nivou koji nam je potreban za poređenje.
LL@(0924) This is appropriate as it recognizes that members of a society may not share the same cultural values (Au, 1999) and it allows different ethnic groups within one country to be analyzed. => Ovo je dobro, pošto se prihvata da članovi društva ne moraju da imaju iste kulturne vrednosti (Au, 1999), a omogućava i da se analiziraju različite etničke grupe u jednoj zemlji.
LL@(0925) The CVSCALE is useful for analyzing cultural values in a heterogeneous country like the UAE and thus, the scale is particularly relevant for this study. ~~~ Furthermore, the items of the scale have been adapted to suit the employee context. => CVSCALE je korisna kada se analziraju kulturne vrednosti u heterogenoj državi kao što je UAE i stoga je ova skala posebno značajna za našu studiju. [ta više, stavovi navedeni na skali prilagođeni su kontekstu zaposlenih.
LL@(0926) The CVSCALE has also been applied in cross-cultural research (Yoo and Donthu, 2002). => Skala CVSCALE je primenjena i u uporednim izučavanjima kultura (Yoo i Donthu, 2002).
LL@(0927) Thus there is strong evidence to support the use of this scale. => Stoga postoje pouzdani podaci koji potvrđuju ovu skalu.
LL@(0928) There are various ways to define and measure the effectiveness of MI. => Efektivnost MI može se definisati i izmeriti na nekoliko načina.
LL@(0929) For the purpose of this study this includes measuring the effectiveness of MI by management usage of the incentive. => Za potrebe ove studije merili smo efektivnost MI primenom stimulacija koje su u nadležnosti menadžera.
LL@(0930) Therefore MI are measured by managements decisions, which is a proxy for incentives volume. => Stoga Su MI mere ne odlukama menadžera, koje i određuju obim stimulacija.
LL@(0931) The effectiveness of MI is then determined by a comparison between the choice shares of incentive types across different decisions. => Efektivnost MI stoga se određuje poređenjem između izbora tipova stimulacija širom čitavog spektra odluka.
LL@(0932) This is consistent with Chandon, Wansink and Laurent (2000). => Ovaj zaključak se poklapa sa onim što tvrde Chandon, Wansink i Laurent (2000).
LL@(0933) 4. => 4.
LL@(0934) Piece work and Profit Distribution: There are various ways to define and measure the effectiveness of piece work and profit distribution incentives. => Rad na komad i raspoređivanje profita: ~~~ Postoji veliki broj načina da se definiše i izmeri efektivnost rada na komad i stimulacija u rasporedu profita.
LL@(0935) The measures typically used are short-term measures, as both incentives are mostly used to produce shortterm effects. => Tipične mere su kratkoročne mere, pošto stimulacije teže da proizvedu kratkoročne efekte.
LL@(0936) For the purposes of this study, the effectiveness of this incentive is measured by profit percentage, which is a proxy for revenues volume. => Za potrebe ove studije, efekat ove stimulacije meri se procentom profita, što odražava obim povraćaja.
LL@(0937) The effectiveness of piece work and profit distribution is then determined by a comparison between the choice shares of incentive across the industry. => Efektivnost rada na komad i rasporeda profita u tom slučaju se određuje poređenjem između zastupljenosti izbora određenih stimulacija u toj grani privrede.
LL@(0938) In testing the hypotheses, the data were analyzed at an ethnic level. => Prilikom testiranja hipoteza analizirali smo podatke na etničkoj osnovi.
LL@(0939) For the purpose of analysis, the upper median splits within each group on each cultural dimension are used. => Za potrebe analize primenjena je podela gornje medijane u obe grupe u svakoj kulturnoj dimenziji.
LL@(0940) The choice share results for each ethnic group on each dimension are shown in Table (7). => Rezultati zastupljenosti izbora za svaku etničku grupu prikazani su na tabeli 7.
LL@(0941) The results are reflective of the regression findings, in that financial incentives have a relatively higher choice share of monetary incentives than non-financial incentives. => Rezultati pokazuju zaključke regresije tako što u finansijskim stimulacijama postoji relativno veća zastupljenost novčanih stimulacija u odnosu na ne-novčane.
LL@(0942) Another key result is that for each ethnic split, monetary incentives are preferred over non-monetary incentives across all preferences and for each preference type. => Drugi ključni rezultat je da se više prihvataju novčane stimulacije nego ne-novčane u svim podelama i za svako opredeljenje, u svakoj etničkoj grupi.
LL@(0943) The choice share results also provide a basis to evaluate the hypotheses. => Rezultati o zastupljenosti izbora takođe predstavljaju osnov za procenu hipoteze.
LL@(0944) As is evident in Table (7), there were no significant differences in the choice share between ethnic groups across all incentives. => Kao što očigledno proizilazi iz tabele 7, između etničkih grupa nije bilo značajnih razlika u zastupljenosti izbora u bilo kojim stimulacijama.
LL@(0945) Within incentive types, differences were found in only 2 out of the possible 10 cases. => U okviru tipova stimulacija razlike su se pojavile samo u 2 od 10 mogućih slučajeva.
LL@(0946) Firstly, in the case of tangible incentives, low power distance Indians were found to have a higher preference for monetary incentives than higher power distance Egyptians (79% vs. 68%; p<0.05). => Prvo, u slučaju materijalnih stimulacija, zaključeno je da se Indijci, koji imaju nizak prag distance od moći, više opredeljuju za novčane stimulacije nego Egipćani, kod kojih je ovaj prag visok (79% prema 68%; p<0,05).
LL@(0947) This is in line with the prediction of hypothesis (1). => Ovo je u skladu sa predviđanjem hipoteze (1).
LL@(0948) Secondly, in the case of intangible incentives, Feminine Indians were found to have a lower preference for monetary incentives than masculine Egyptians (80% vs. 89%; p<0.05). ~~~ This is consistent with hypothesis (4). => Drugo, u slučaju nematerijalnih stimulacija, feministički tip Indijaca su pokazali niži nivo opredeljenja za novčane stimulacije nego muževni tip Egipćana (80% prema 89%; p<0,05).
LL@(0949) However, these were the only instances where differences were found. => Ipak, ovo su samo oni slučajevi u kojima su uočene razlike.
LL@(0950) It is evident that, in general, there was no difference in the choice shares between ethnic groups across all incentives and incentive types, despite differences in cultural values. => Očigledno je da između etničkih grupa, uopšteno govoreći, nije bilo razlike u zastupljenosti izbora u slučaju svih stimulacija i tipova stimulacija, uprkos razlikama u kulturnim vrednostima.
LL@(0951) Thus, there is insufficient evidence to support the hypotheses of this study. => Stoga nema dovoljno dokaza da bi hipoteze ove studije bile potvrđene.
LL@(0952) The results were confirmed with a quartile-split sample. => Rezultati su potvrđeni i na uzorku koji je podeljen na četiri dela.
LL@(0953) Although there was greater variance in the cultural values between ethnic groups, no significant differences in choice shares were observed for any of the cases. => Iako su se tu pojavile veće varijacije u kulturnim vrednostima između ove dve etničke grupe, ni za jedan slučaj nisu uočene značajne razlike u zastupljenosti izbora.
LL@(0954) Structural and dynamic aspects of virtual organizations UDK 005.71-021.131 Ivan Stefanović, Sloboda Prokić This paper depicts the basic characteristics of virtual organizations and some of their structural and dynamic aspects of functioning. => Dodatak A. CVSCALE Kulturna dimenzija Vrednost distance od moci Vrednosti izbegavanja nesigurnosti Vrednosti individualizma Samovrednovanje Orijentacija prema vremenu Pitanja koja se mere M1. ~~~ Ljudi na višim položajima treba da donose vecinu odluka bez konsultacija sa onima na nižim položajima. ~~~ M2.
LL@(0955)  => Ljudi na višim p oložajima ne treba cesto da se obracaju za mišljenje ljudima na nižim položajima. ~~~ M3.
LL@(0956) Key words: Virtual organization, organizational structure, develpment dynamics. => Ljudi na visokim položajima ne treba da se druže sa ljudima na nižim položajima M4.
LL@(0957)  => Ljudi na nižim položajima ne treba da se protive odlukama ljudi na visokim položajima.
LL@(0958)  => M5. ~~~ Ljudi na visokim položajima ne treba da prenose važne zadatke na ljude na nižim pozicijama.
LL@(0959) 1. => N 1.
LL@(0960)  => Važno je da se uputstva daju jasno, tako da uvek znam šte se od mene ocekuje da radim. ~~~ N2.
LL@(0961)  => Važno je stalno se pridržavati uputstava i procedura.
LL@(0962)  => N3. ~~~ Pravila i odredbe su važni zato što me informišu o tome šta se od mene ocekuje. ~~~ N4.
LL@(0963)  => Standardizovani postupci u radu su od pomoci. ~~~ N5.
LL@(0964)  => Važna su uputstva za operacije.
LL@(0965)  => I1. ~~~ Pojedinci treba da žrtvuju sopstveni interes u korist grupe (škole ili radnog mesta) I2.
LL@(0966)  => Pojedinci treba da se drže grupe, cak i kad imaju problema I3.
LL@(0967)  => Dobrobit grupe je važnija nego nagraðivanje pojedinca I4.
LL@(0968)  => Grupni uspeh je važniji od pojedinacnog I5.
LL@(0969)  => Pojedinci treba da ostvaruju svoje ciljeve samo u smislu dobrobiti grupe I6.
LL@(0970)  => Lojalnost grupi treba da prevlada cak i po cenu pojedinacnih interesa S1.
LL@(0971)  => Važnije je da muškarci ostvare profesionalnu karijeru nego žene S2.
LL@(0972)  => Muškarci probleme uglavnom rešavaju logickom analizom, žene to cine intuicijom S3.
LL@(0973)  => Rešavanje teških problema obicno podrazumeva aktivan, energican pristup, koji je tipican z a muškarce.
LL@(0974)  => Postoje poslovi koje ce muškarac uvek bolje obaviti nego žena. ~~~ V1.
LL@(0975)  => Pažljivo rukovanje novcem (cuvarnost) V2.
LL@(0976)  => Odlucan nastup uprkos protivljenu V3.
LL@(0977)  => Licna stabilnost i uravnoteženost V4.
LL@(0978)  => Dugorocno planiranje V5.
LL@(0979)  => Žrtvovanje trenutnog zadovoljstva zarad buduceg uspeha V6. ~~~ Ozbiljan rad da bi se postigao uspeh u buducnosti Petostepena skala 1 = Potpuno se slažem 2 = slažem se 3 = ni jedno ni drugo 4 = ne slažem se 5 = uopšte se ne slažem 1 = Potpuno se slažem 2 = slažem se 3 = ni jedno ni drugo 4 = ne slažem se 5 = uopšte se ne slažem 1 = Potpuno se slažem 2 = slažem se 3 = ni jedno ni drugo 4 = ne slažem se 5 = uopšte se ne slažem 1 = Potpuno se slažem 2 = slažem se 3 = ni jedno ni drugo 4 = ne slažem se 5 = uopšte se ne slažem 1 = Potpuno se slažem 2 = slažem se 3 = ni jedno ni drugo 4 = ne slažem se 5 = uopšte se ne slažem Strukturni i dinamički aspekti virtualnih organizacija UDK 005.71-021.131 Ivan Stefanović, Sloboda Prokić Sadržaj: ~~~ U ovom radu su opisane osnovne karakteristike virtualnih organizacija, kao i neki strukturni i dinamički aspekti njihovog funkcionisanja. ~~~ Ključne reči: ~~~ Virtualna organizacija, organizaciona struktura, dinamika razvoja. 1.
LL@(0980) Introduction Virtual organization is an electronically linked network of individuals and organizations whose aim is to achieve mutual interests, sharing the risks and resources, but also the benefits from the results obtained. => Uvod Virtualna organizacija je elektronski povezana mreža pojedinaca i organizacija sa ciljem ostvarivanja zajedničkih interesa, uz međusobnu podelu rizika i resursa, ali i koristi od postignutih rezultata.
LL@(0981) It functions as a temporary network of legally independent, but organizationally related entities, where each entity adds to the economic value to the final goal for the purpose of which the network is actually formed. => Funkcioniše kao privremena mreža pravno nezavisnih, ali organizaciono povezanih entiteta, pri čemu svaki entitet dodaje ekonomsku vrednost konačnom cilju zbog koga je mreža i formirana.
LL@(0982) Connecting into a virtual network, the members of the virtual organization help reduce the complexity and uncertainty of the environment, acting together as a unique organization. => Povezivanjem u virtualnu mrežu, članovi virtualne organizacije smanjuju kompleksnost i nepredvidljivost okru-ženja, pri čemu oni zajedno deluju kao jedinstvena organizacija.
LL@(0983) The logics that underlines the emergence and development of virtual organizations is founded in the idea that the survival in an ever more fierce competition on the global market largely depends on the organizations ability to clearly define their core competences and cooperate with a large number of other organizations of complementary competences, in order that they should mutually succeed in accomplishing the goals set before them in most effective and efficient ways. ~~~ 2. => Logika koja prati nastanak i razvoj virtualnih organizacija se temelji na ideji da opstanak u sve oštrijoj konkurenciji na globalnom tržištu u velikoj meri zavisi od sposobnosti organizacija da jasno definišu svoja jezgra kompetencija i ostvare koope-raciju sa većim brojem drugih organi-zacija koje poseduju komplementarne kompetencije, kako bi zajedno uspele da na efektivan i efikasan način ostvare ciljeve koji se pred njih postavljaju. 2.
LL@(0984) Basic characteristics of virtual organzations There are no results within virtual organization. => Osnovne karakteristike virtualnih organizacija Unutar organizacije ne postoje rezultati.
LL@(0985) Within an organization there are only efforts and costs borne. => Unutar jedne organizacije su samo uloženi napori i troškovi.
LL@(0986) The results are outside. => Svi rezultati su spolja.
LL@(0987) The only business results are created by the customer, who converts the efforts and the costs into the income and the profit, willingly exchanging his buying power for the products or services of the organization.Š2Ë This is the basic premise upon which the logics that supports the emergence and developmet of virtual organizations should be based on. => Jedine poslovne rezultate stvara kupac koji ostvarene troškove i uložene napore pretvara u prihod i profit svojom spremnošću da razmeni kupovnu moć za proizvode ili usluge organizacije Š2Ë. ~~~ Ovo je osnovna premisa na kojoj treba da se temelji logika koja prati nastanak i razvoj virtualnih organizacija.
LL@(0988) All members of the virtual network must be entirely marketing oriented, that is, they are to monitor the changes on the market and in other segments of the environment so as to be capable of permanently reviewing and improving the competences on which they base their competitive advantages. => Svi članovi virtualne mreže moraju u potpunosti da budu marketinški orijentisani, odnosno da prate promene koje se odigravaju na tržištu i u drugim segmentima okruženja, kako bi bili u stanju da permanentno preispituju i unapređuju kompetencije na kojima baziraju svoje kompetitivne prednosti.
LL@(0989) Besides the abovementioned premise which is the basic precondition an organization must satisfy in order to be an eligible candidate for a virtual network member, it is possible to identify several other characteristics of virtual organizations. => Pored navedene premise kao osnovnog uslova koji svaka organizacija mora da zadovolji, kako bi bila pogodan kandidat za člana virtualne mreže, moguće je identifikovati i nekoliko osnovnih karakteristika vir tualnih organizacija.
LL@(0990) These are: a mutual goal, adding economic value, a moduled organizational structure, heterogeneity of network members, cooperation, and switching. => U pitanju su: postojanje zajedničkog cilja, dodavanje ekono-mske vrednosti, modularnost organiza-cione strukture, heterogenost članova mreže, kooperacija i switching.
LL@(0991) The mutual goal is the basic goal any prospective member must achieve. => Postojanje zajedničkog cilja je osnovni uslov koji treba da ispune svi potencijalni članovi virtualne mreže.
LL@(0992) In order that an organization may become a member of a virtual organization, it has to identify its own interests within the interests of the goals of the project for which the network is formed. => Da bi neka organizacija postala član virtualne organizacije, ona mora da pronađe sopstvene interese u interesima ciljeva projekta zbog koga se mreža formira.
LL@(0993) In other words, it is necessary that there be a certain extent of goal integration on the virtual organization level and the goals of each of its members respectively. => Drugim rečima, neophodno je da postoji određeni nivo integracije ciljeva na nivou virtualne organizacije i ciljeva svake njene članice posebno.
LL@(0994) Adding economic value is a basic principle on the basis of which the broker selects the network members. => Dodavanje ekonomske vrednosti je osnovni princip na osnovu koga broker bira članove mreže.
LL@(0995) Each member must at any moment act as a link that adds economic value to the overall goal (for the purpose of which the network is designed) on the basis of its own core competence, otherwise its presence in the network fails to be economically justified. => Svaki član virtualne mreže u svakom trenutku mora da predstavlja kariku koja dodaje ekonomsku vrednost ukupnom cilju (zbog koga je mreža i oformljena) na bazi sopstvenog jezgra kompetencija, jer u suprotnom slučaju njegovo postojanje u mreži postaje ekonomski neopravdano.
LL@(0996) The moduled structure is the extent to which a virtual organization, based on customer oriented integrated processes, is composed of relatively small units that can be managed (modules). => Modularnost je stepen u kom je virtualna organizacija, bazirana na integrisanim procesima orjentisanim na kupca, sastavljena od relativno malih jedinica, kojima se može upravljati (modula).
LL@(0997) These units are distinguished according to their competence and their responsibilities for decentralised decision making Š12Ë. => Te jedinice su karakteristične po kompetenciji i odgovornostima decentra-lizovanog donošenja odluka Š12Ë.
LL@(0998) The moduled organizational structure enables the virtual organization to change its structure (in terms of network members) presently, depending on the conditions in the environment. => Modularnost organizacione strukture omogućava virtualnoj organizaciji da u kratkom vremenskom periodu izmeni sopstvenu strukturu (u smislu članova mreže) u zavisnosti od uslova u okruženju.
LL@(0999) Heterogeneity of the network members results from the need that the network members have different, but complementary core competences (moderate heterogeneity). => Heterogenost članova mreže proizilazi iz potrebe da članovi virtualne mreže poseduju različita, ali komplementarna jezgra kompetencija (umerena hetero-genost).
LL@(1000) The geographical dispersity of virtual organizations results in virtual organization members being culturally heterogeneous too. => Prostorna raspršenost virtu-alnih organizacija dovodi do toga da su članovi virtualne organizacije i kultu-rno heterogeni.
LL@(1001) Since the virtual organization is a network of small and medium organizations, they are forced to cooperate to carry out the projects which would never be realized without their cooperation. => S obzirom da je virtualna organizacija obično mreža malih organizacija i organizacija srednje veličine, one su prinuđene da sarađuju da bi realizovale projekte, koji ne bi bili ostvarivi bez njihove kooperacije.
LL@(1002) The virtual organization members make such a partnership with an aim to create a virtual size, simultaneously trying to render the flexibility of their small organizations. => Članovi virtualne organizacije žele partnerstvom da stvore virtualnu veličinu, ali u isto vreme nastoje da sačuvaju fleksibilnost njihovih malih organizacija.
LL@(1003) The model of cooperation may vary from ordinary contracts on delivering services or trading certain products, to forming strategic alliances. => Model kooperacije može da varira od običnih ugovora o pružanju usluga ili kupopro-daji određenih proizvoda, pa sve do formiranja strateških alijansi.
LL@(1004) Regardless of the model of cooperation applied, each network member must dispose of a satisfactory level of ICT facilities and competence so that they should successfully overcome the spatial and time differences in comparison with other network members Š10Ë. => Bez obzira na primenjeni model kooperaci-je, svaki član mreže mora da poseduje zadovoljavajući nivo ICT opremljenosti i kompetentnosti, kako bi uspešno premostio prostorne i vremenske razlike u odnosu na druge članove mreže Š10Ë.
LL@(1005) The principle of switching means a flexible (re)combination of individual competencies to form projects on an ad-hoc basis, which allows for the virtual organization to adapt to changeable market conditions Š8Ë. 3. => Princip switching-a podrazumeva fleksibilnu (re)kombinaciju individu-alnih kompetencija da bi se formirali projekti na ad-hoc bazi, što omoguća-va virtualnoj organizaciji da se adaptira na promenljive tržišne uslove Š8Ë. ~~~ Slika br. 1.
LL@(1006)  => Organizacione struktura: a) kao deo poslovnog procesa; b) kao okruženje poslovnog procesa Š7Ë. 3.
LL@(1007) Virtual organization structure In the conditions of discontinued environment, the organizational structure should have a high level of differentiation. => Struktura virtualnih organizacija U uslovima diskontinualnog okruženja organizaciona struktura treba da poseduje visok nivo diferencijacije.
LL@(1008) Dispersed organizational components should be composed of executors to whom a high level of authority and responsibility is delegated, so that they should be in a position to make the majority of decisions on the spot, that is, that they should be able to promptly respond to the environmental changes the frequency of which is increasing. => Raspršene organizacione komponente treba da budu sastavljene od izvršilaca kojima je delegiran visok nivo ovla-šćenja i odgovornosti, kako bi mogli da donose većinu odluka na licu mesta, odnosno kako bi bili u stanju da vrlo brzo odgovore na promene u okruženju čija je frekvencija sve veća.
LL@(1009) In the conditions of fast changes it is necassary that the decision making process is as close as possible to the execution process. => U uslovima brzih promena, neophodno je da se proces odlučivanja u što većoj meri približi procesu izvršavanja.
LL@(1010) This, of course, must be followed with a greater extent of organizational integration, i.e., with a highly efficient coordination system which will allow for all the employees to jointly act in a synchronised way towards achieving the set goals Š3Ë. Virtual organizations absolutely support such a logics of functioning. => Ovo naravno mora biti ispraćeno i većim stepenom organizacione integracije, odnosno kroz veoma efikasan sistem koordinacije, koji će omogućiti da svi zaposleni zajedno deluju na sinhro-nizovan način prema ostvarenju posta-vljenih ciljeva Š3Ë. ~~~ Virtualne organiza-cije u potpunosti podržavaju ovu logiku funkcionisanja.
LL@(1011) The virtual organization structure is flat, highly decentralised and spatially dispersed, with a strong coordination mechanisms in the form of mutual harmonization and the output standardization. => Struktura u virtualnim organizacijama je ravna, visoko decentralizovana i prostorno raspršena, sa jakim koordinacionim mehanizmima u formi međusobnog usaglašavanja i standardizacije izlaza.
LL@(1012) Interorganizational specialization and labour division in virtual organizations and the ad-hoc configuration of project networks implies that organizations have to manage quickly through cooperation in order that they should integrate the competences of their employees in mutual projects. => Interorganizaciona specijalizacija i podela rada u virtualnim organizaci-jama i ad hoc konfiguracija mreža projekata implicira da organizacije moraju brzo da upravljaju sarađujući da bi integrisale sposobnosti svojih zaposlenih u zajedničkim projektima.
LL@(1013) In order to achieve that, they need a flat organizational structure that provides a higher level of flexibility due to the vertical flow of information being reduced. => Da bi to postigle neophodna je ravna organizaciona struktura, koja obezbe-đuje veći stepen fleksibilnosti usled smanjenja vertikalnog protoka info-rmacija.
LL@(1014) As regards the processes it is permeated with, the organizational structure may be viewed in two ways (Figure 1): as part of business process that flows through it; and as a business process environment Š7Ë. Figure 1. => Organizaciona struktura se u odnosu na procese koji je prožimaju može posma-trati na dva načina (Slika br. 1): kao deo poslovnog procesa koji prolazi kroz nju; i kao okruženje poslovnog procesa Š7Ë.
LL@(1015) Organizational structure: a) as part of business process; b) environmental to business process Š7Ë. ~~~ The flat organizational structure allows that each virtual network member be allotted a clearly defined process or part of process it will be responsible for, and that the overall project be designed on a process basis (which is not frequent in traditional organizations). => Ravna organizaciona struktura omogu-ćava da svakom članu virtualne mreže bude dodeljen jasno definisan proces ili deo procesa za koji će biti odgovoran, kao i da celokupan proje-kat bude koncipiran na procesnoj osnovi (što često nije slučaj u tradici-onalnim organizacijama).
LL@(1016) A high level of decentralization grants all the virtual network members an adequate level of autonomy in decision making, thus enhancing the overall decision making process. => Visok stepen decentralizacije obezbe-đuje adekvatan nivo autonomije u odlučivanju svim članovima virtualne mreže, čime se pospešuje ukupan proces odlučivanja.
LL@(1017) Of course, each members decision making activity is subject to concrete limitations that are contracted with the network broker. => Naravno, odlučiva-nje svakog člana mreže podleže konkretnim ograničenjima koja su ugovorena sa brokerom mreže.
LL@(1018) Virtual organizations are departmentalized to a small or to no extent at all Š9Ë. => Virtualne organizacije su malo ili nimalo departmentalizovane Š9Ë.
LL@(1019) They are characterised by project oriented ad-hoc team creation. => Za njih je karakteristično projektno orjentisano ad- hoc formiranje timova.
LL@(1020) Coordination is mainly effected by way of mutual coordination and output standardization. => Koordinacija se pretežno odvija putem međusobnog usaglašavanja i standardi-zacije izlaza.
LL@(1021) Mutual coordination is carried out by way of modern communication technologies, as well as in the form of implicit coordination via data basis, where two or more organizational entities have access to the same data base Š4Ë. => Međusobno usaglašava-nje se realizuje uz pomoć savremenih komunikacionih tehnologija i u formi implicitne koordinacije putem baze podataka, kod koje dva ili više organizacionih entiteta imaju pristup istoj bazi podataka Š4Ë.
LL@(1022) The output standardization is achieved through contracts concluded among the network members and through various forms of specification. => Standardizacija izlaza se realizuje kroz ugovore između članica mreže i različite oblike specifikacija.
LL@(1023) A dispersed organizational structure allows for the work on the projects in virtual organizations to run without halts, in accordance with the time zones. => Raspršena organizaciona struktura omogućava da se u virtualnim organizacijama rad na projektima odvija bez prestanka, u skladu sa vremenskim zonama.
LL@(1024) When the organization members situated at one end of the planet finish their work day, for the network members on the other end it has just begun. => Kada članovi organizacije koji se nalaze na jednom kraju planete završe radni dan, on tek počinje za članove mreže koji se nalaze na njenom drugom kraju.
LL@(1025) This type of work means a maximum time saving, thus enhancing the efficiency of work on the projects under way. ~~~ 4. => Na ovaj način se obezbeđuje maksimalna ušteda vremena, čime se pospešuje efikasnost rada na preuzetim projekti-ma. 4.
LL@(1026) Dynamic aspects of virtual organizations The essence of virtual organization is the restructuring process. => Ddinamički aspekti virtualnih organizacija Suština virtualne organizacije je proces restrukturiranja.
LL@(1027) The theory of the virtual organization design and implementation that describes dynamic mechanisms is founded on three synthetised notions Š6Ë: work on the project has been completed, to continue with the previously agreed distribution of profit and possible mutual property. ~~~ The virtual organizations life cycle is presented in Figure 3. ~~~ Figure 3. ~~~ Virtual organizations life cycle Š11Ë. => 
LL@(1028) We propose introducing coordination roles as an adequate form of managing business operations in the virtual organization Š3Ë. => 
LL@(1029) They are part of a long-term structure of virtual organizations and a way to overcome typical barriers in cooperation. ~~~ The following coordination roles may be distinguished: The network trainer is in charge of overall management, infrastructure development, conflict management and defining relationships among network partners; The broker is responsible for the customer relations management (CRM), acquisition of offers and other market specific tasks; The task manager designs the configuration of a specific value chain, i.e., a short-term project network; The project manager is in charge of offer transaction, process management and, if necessary, project planning and management; The auditor takes care about the aspects of competition, especially about auditing and inspection (quality guarrantee). => 
LL@(1030) The In-/Outsourcing manager presents the interests of his organization to other partners. the network consisting of relevant, previously existing industrial structures, e.g., relations with partners in confidential cooperation or in the resources market, etc; virtual business doing, that is, cooperative processes that combine competences and resources during the period necessary to realise (materialize) the value; and value, as a force that makes the virtual organization restructure. => Teorija dizajna i implementacije virtualne organizacije, koja opisuje dinamičke mehanizme, se gradi na tri sintezovana pojma Š6Ë: (a) mreži koja se sastoji od relevantnih, prethodno postojećih, industrijskih struktura npr., odnosa sa partnerima u poverljivoj kooperaciji ili na tržištu, resursa, itd. (b) virtualnom poslovanju, odnosno kooperativnim procesima koji kombi-nuju kompetencije i resurse tokom perioda neophodnog da se realizuje vrednost; i (c) vrednosti, kao sili koja pokreće virtualnu organizaciju da se restruktu-rira.
LL@(1031) The processes of change in the virtual organization related to the network design, dynamic business restructuring, and creating new business opportunities or dynamic competition (Figure 2). => Procesi promene u virtualnoj organi-zaciji se odnose na dizajn mreže, restrukturiranje dinamičkog poslovanja, i stvaranje novih poslovnih šansi ili dinamičke konkurencije (Slika br. 2).
LL@(1032) Figure 2. => Slika br. 2:
LL@(1033) Conceptual model of virtual organizations design and implementation Š6Ë. => Konceptualni model dizajna i implementacije virtualnih organizacija Š6Ë. @ivotni ciklus virtualnih organizacija se može opisati kroz četiri faze: identifikacija poslova u okruženju, formiranje mreže, realizacija projekta i rasformiranje mreže Š11Ë.
LL@(1034) The virtual organizations life cycle can be described through four phases: task identification in the environment, network forming, project execution and network disintegration Š11Ë. Opportunity identification starts with market research, or the identification of demand for certain products or services. => Identifikacija prilika započinje istraži-vanjem tržišta, odnosno identifikaci-jom tražnje za određenim proizvodima ili uslugama.
LL@(1035) On the basis of the possibilities of market absorption identification, the organization selects the task (job) it wishes to execute. => Na osnovu identifikova-nih mogućnosti tržišne apsorpcije, ali i sopstvenih mogućnosti, organizacija vrši selekciju posla koji želi da realizuje.
LL@(1036) Network building is manifested through the identification and then the selection of members that will participate in the virtual network (at this moment the organization begins to act as a virtual network broker), so that in the end the network should be shaped by defining the position and role of each member of the network, tasks they are to accomplish, standards of their realization as well as their rights and liabilities during the project execution. => Formiranje mreže se manifestuje kroz identifikaciju, a zatim i odabir članova koji će učestvovati u virtualnoj mreži (u ovom trenutku organizacija počinje da deluje kao broker virtualne mreže), da bi se na kraju mreža uobličila definisanjem položaja i uloge svakog člana mreže, zadacima koje treba da ostvare, standardima njihove realiza-cije, kao i njihovih prava i obaveza u toku realizacije projekta.
LL@(1037) The organization wishing to set up a virtual network (broker) must first analyse the project before it. => Organizacija koja želi da osnuje virtualnu mrežu (broker) prvo mora da analizira projekat koji je pred nju postavljen.
LL@(1038) Having decided, on the basis of the analyses carried out, which jobs must be performed in order that the project be executed efficiently, the organization builds a network. => Kada na osnovu izvršenih analiza utvrdi koji se poslovi moraju obaviti kako bi se projekat uspešno realizovao, na redu je formiranje mreže. ~~~ Članovi mreže se biraju na osnovu kompete-ncija koje poseduju.
LL@(1039) For the defined jobs in the project designing those members are chosen that offer the most favourable terms or are found trustworthy on the basis of the previous experience Š5Ë. Project execution is a phase involving all the activities related to achieving the set project goals, that is, fulfilling the contracted obligations of a virtual organization as a whole, but also those of its individual members, as project subcontractors. => Za definisane poslove na izradi projekta, biraju se članovi koji nude najpovoljnije uslove ili kojima se veruje na osnovu poziti-vnog iskustva iz proteklog perioda Š5Ë. ~~~ Realizacija projekta je faza koja prati sve aktivnosti koje se odnose na dosti-zanje postavljenih projektnih ciljeva, odnosno ispunjavanje ugovorenih oba-veza virtualne organizacije kao celine, ali i svih njenih članova zasebno, kao projektnih podugovarača.
LL@(1040)  => Rasformiranje mreže je završna faza u životnom ciklusu virtualne organiza-cije koja započinje u trenutku završe-tka rada na projektu, da bi se zatim prešlo na prethodno ugovorenu podelu prihoda i eventualne zajedničke imovine.
LL@(1041) Network disintegration is the final phase in the virtual organizations life cycle and it starts at the moment the Figure 4. => Na slici br. 3 je dat prikaz životnog ciklusa virtualnih organiza-cija. ~~~ Slika br. 3: @ivotni ciklus virtualnih organizacija Š11Ë.
LL@(1042)  => Kao odgovarajući način za upravljanje poslovanjem u virtualnim organizaci-jama predlaže se uvođenje koordinaci-onih uloga Š3Ë.
LL@(1043)  => One su deo dugoročne strukture virtualnih organizacija i način kako da se savladaju tipične barijere u kooperaciji.
LL@(1044)  => Mogu se razlikovati slede-će koordinacione uloge: ~~~ Trener mreže je odgovoran za celokupno upravljanje, razvoj infrastrukture, upravljanje konfliktima i uređenje odnosa partnera mreže; Broker vodi računa o upravljanju odnosima sa kupcima (CRM), akviziciji porudžbina i drugim tržišno specifičnim zadacima; Menadžer zadataka konfiguriše specifični lanac vrednosti, odnosno kratkoročnu mrežu projekta; Menadžer projekta je odgovoran za transakciju porudžbina, upravljanje procesom i, ako je neophodno, za planiranje i upravljanje projektom; Revizor vodi računa o aspektima konkurencije, naročito o reviziji i inspekciji (garancija kvaliteta); In- / outsourcing menadžer predsta-vlja interes svoje organizacije drugim partnerima. ~~~ Slika br. 4:
LL@(1045) Roles within virtual organization Š3Ë. 5. => Uloge u virtualnoj organizaciji Š3Ë. 5.
LL@(1046) Conclusion The essential difference between the virtual organization concept and the traditional concepts is that the former incorporates the change into the organizational design, while in the traditional concepts the change is the force frustrating organizational processes. => Zaključak Suštinska razlika koncepta virtualne organizacije u odnosu na tradicionalne koncepte je što on inkorporira promenu u organizaioni dizajn, dok je u tradi-cionalnijim konceptima promena sila koja frustrira organizaicone procese.
LL@(1047) The advantage of virtual organizations is that they allow for a maximum flexibility, while simultaneously concentrating upon the best practices of the organization. => Prednost virtualnih organizacija je što obezbeđuju maksimum fleksibilnosti, dok se u isto vreme koncentrišu na ono što organizacija radi najbolje.
LL@(1048) The analysis of modern literature has shown that, generally, two perspectives may be identified: a structural and a process perspectives. => Analiza savremene literature pokazuje da, uopšteno, mogu biti identifikovane dve perspektive: strukturna i procesna.
LL@(1049) The former defines the virtual organization in terms of characteristics of elements and relationships within the virtual organization. => Prva definiše virtualnu organizaciju u smislu karakteristika elemenata i odnosa u okviru virtualne organizacije.
LL@(1050) The latter focuses upon the change process. => Potonja se forkusira na proces promene.
LL@(1051) Our aim in this paper has been to highlight the need for a holistic approach to virtual organization, which would allow for the management of the virtual organization to gain a better insight into how the virtual organization can be created in a dynamic business environment and thus be more successful. => Cilj ovog rada je bio da uka-že na potrebu sveobuhvatnog pristupa virtualnim organizacijama, koji bi pružio menadžmentu virtualne organi-zacije veći uvid u to kako da organizuje virtualnu organizaciju u dinamičkom poslovnom okruženju i na taj način ostvari veći uspeh. ~~~ LITERATURA Š1Ë Child J.:
LL@(1052) REFERENCE Š1Ë Child J.: Organizational Design and Performance: Contigency Theory and Beyond, in: Burack Elmer H., Negandhi Anant R. (eds.), Organization Design: Theoretical Perspectives and Empirical Findings, The Comparative Administration Research Institute, Kent State University, Ohio, 1977. => Organizational Design and Performance: ~~~ Contigency Theory and Beyond, in: ~~~ Burack Elmer H., Negandhi Anant R. (eds.), Organization Design:
LL@(1053) Š2Ë Drucker F. Peter, Moj pogled na menadžment: ideje koje su unapredile menadžment, Adizes, Novi Sad, 2006. ~~~ Š3Ë Göransson, A., & Schuh, G. (1997). => Theoretical Perspectives and Empirical Findings, The Comparative Administration Research Institute, Kent State University, Ohio, 1977. Š2Ë Drucker F. Peter, Moj pogled na menadžment: ideje koje su unapredile menadžment, Adizes, Novi Sad, 2006. Š3Ë Göransson, A., & Schuh, G. (1997).
LL@(1054) Das netzwerkmanagement in der virtuellen fabrik. => Das netzwerkmanagement in der virtuellen fabrik.
LL@(1055) In G. Müller-Stewens (Ed.), Virtualisierung von organisationen (pp. 61-81). => In G. Müller-Stewens (Ed.), Virtualisierung von organisationen (pp. 61-81).
LL@(1056) Stuttgart: SchäfferPoeschel. => Stuttgart: ~~~ SchäfferPoeschel.
LL@(1057) Š4Ë Groth L.: Future Organizational Design: The Scope for the IT Based Enterprise, Wiley & Sons, New York, 1999. => Š4Ë Groth L.: ~~~ Future Organizational Design:
LL@(1058) Š5Ë Jaško O., Stefanović I.: Virtualne organizacije kao savremeno rešenje za upravljanje projektima, IX internacionalni simpozijum iz projektnog menadžmenta, YUPMA, Zlatibor, 13-15. jun 2005. => The Scope for the IT Based Enterprise, Wiley & Sons, New York, 1999. Š5Ë Jaško O., Stefanović I.:
LL@(1059) Š6Ë Katzy, B.R. (1998), Design and Implementation of Virtual Organisations, Working Paper Series, 98.002, University BW Munich. => Virtualne organizacije kao savremeno rešenje za upravljanje projektima, IX internacionalni simpozijum iz projektnog menadžmenta, YUPMA, Zlatibor, 13-15. jun 2005. Š6Ë Katzy, B.R. (1998), Design and Implementation of Virtual Organisations, Working Paper Series, 98.002, University BW Munich.
LL@(1060) Š7Ë Kirikova M., Flexibility of Organizational Structures for Flexible Business Processes, Department of Systemy Theory and Design, Riga Technical Latvia, http://lamswww.epfl.ch/conference/bpmds05/program/ University, Š8Ë Mowshowitz, A. (1999). => Š7Ë Kirikova M., Flexibility of Organizational Structures for Flexible Business Processes, Department of Systemy Theory and Design, Riga Technical University, Latvia, http://lamswww.epfl.ch/conference/bpmds05/program/ Š8Ë Mowshowitz, A. (1999).
LL@(1061) The switching principle in virtual organization. eJoV - the Journal for Networks and Virtual Organizations, 1, 6-18. ~~~ Š9Ë Robbins, S. P. (2001). => The switching principle in virtual organization. eJoV - the Journal for Networks and Virtual Organizations, 1, 6-18. Š9Ë Robbins, S. P. (2001).
LL@(1062) Organizational Behavior. => Organizational Behavior.
LL@(1063) Prentice-Hall, Inc., Upper Saddle River, New Jersey. => Prentice-Hall, Inc., Upper Saddle River, New Jersey.
LL@(1064)  => Š10Ë Saabeel W.,Verduijn T.M., Hagdorn L., Kumar K.:
LL@(1065)  => A Model of Virtual Organization:
LL@(1066)  => A Structure and Process Perspective, Virtual Organization Net, Vol.
LL@(1067) Š10Ë Saabeel W.,Verduijn T.M., Hagdorn L., Kumar K.: A Model of Virtual Organization: A Structure and Process Perspective, Virtual Organization Net, Vol. 4, No. 1, http://www.virtual-organization.net Š11Ë Strader T.J., Lin F., Shaw M.J.: Information Structure for Electronic Virtual Organization Management, Decision Support Systems, No. 23, 1998. => 1, http://www.virtual-organization.net 4, No. ~~~ Š11Ë Strader T.J., Lin F., Shaw M.J.: ~~~ Information Structure for Electronic Virtual Organization Management, Decision Support Systems, No. 23, 1998. Š12Ë Wigand, R., Picot, A., and Reichwald, R. (1997), Information, organisation and management:
LL@(1068) Š12Ë Wigand, R., Picot, A., and Reichwald, R. (1997), Information, organisation and management: Expanding markets and corporate boundaries, New York: John Wiley & Sons. => Expanding markets and corporate boundaries, New York: ~~~ John Wiley & Sons.
LL@(1069) Competitiveness through Entrepreneurship: an International Analysis UDC 005.332.4:005.96 Isabel Martins Jean Piaget University of Cape Verde Ana Martins Glamorgan Business School, UK Orlando Petiz European Industrial and International Research Centre (NEEII) University of Minho, Portugal During the last decade there has been a vocal discussion pertaining to economic growth. => Konkurentnost putem preduzetništva: međunarodna analiza UDK 005.332.4:005.96 Isabel Martins Univerzitet Jean Piaget , Zelenortska ostrva Ana Martins Poslovna škola Univerziteta Glamorgan, Velika Britanija Orlando Petiz Evropski Centar za industrijska i međunarodna istraživanja (NEEII) Univerzitet Minho, Portugal Tokom poslednje decenije vodila se živa rasprava u vezi sa ekonomskim razvojem.
LL@(1070) Nevertheless, a consensus has not been reached among the different studies and various authors. ~~~ Moreover, while some focus upon the economic growth based on the traditional resources, others choose to highlight the technological changes, and others still pay special attention to the innovation phenomenon. => Ipak, među mnogim autorima i u mnogim studijama nije postignut kompromis. [ta više, dok neki u težište stavljaju ekonomski rast zasnovan na tradicionalnim resursima, drugi radije naglašavaju tehnološke promene, a treći, opet, posebnu pažnju poklanjaju fenomenu inovacija.
LL@(1071) The latter surpasses the technological change phenomenon to a large extent. => Ovaj poslednji u velikom stepenu nadmaša fenomen tehnoloških promena.
LL@(1072) In light of the above, this paper endeavours to reflect, question and relate those factors on which hinge the importance of the human resources in the economic dynamism. => U svetlu gore navedenog, u ovom radu analiziramo, ispitujemo i dovodimo u vezu faktore koji određuju značaj ljudskih resursa (HR) u ekonomskoj dinamičnosti.
LL@(1073) Yet, in order for these HR, in effective terms, to become a strategic organizational asset, there is a need to verify whether the education that is supplied by the market does indeed perpetrate the entrepreneurial future capacity. => Ipak, da bi ovi HR postali strateški organizacioni kapital u efektivnom smislu, treba da se utvrdi da li nauk koji dobijamo od tržišta zaista utiče na preduzetničke sposobnosti u budućnosti.
LL@(1074) This analysis is related to the fact that we are experiencing the upsurge of a new economic reality, already labelled as an economy based on knowledge where learning takes on a fundamental role. => Ova analiza se odnosi na činjenicu da smo u ovom trenutku svedoci uspona nove ekonomske realnosti, koja se već naziva ekonomijom zasnovanom na znanju, i u kojoj osnovnu ulogu ima učenje.
LL@(1075) Nevertheless, because the economic agents reactions towards this new reality appear to be conflicting we shall endeavour to analyse the extent to which the perceptions of the students are indeed influenced as a result of the responses of the Portuguese students taking Human Resource Management and Management degrees. => Ipak, pošto su reakcije ekonomskih činilaca na ovu novu realnost izgleda suprotstavljene, pokušaćemo da analiziramo do kog stepena zaista postoji uticaj na percepcije studenata, a na osnovu odgovora studenata u Portugaliji koji studiraju na Odseku za upravljanje ljudskim resursima i Odseku za upravljanje.
LL@(1076) The objective of this paper is to verify whether the aforementioned degrees do indeed instil dynamism within the minds of the assets of the future labour market so as to promote proactive and entrepreneurial behaviours. => Naš cilj u ovom radu jeste da utvrdimo da li gore navedena zvanja zaista podstiču dinamičnost u umovima onih koji će predstavljati vrednost na tržištu radne snage u budućnosti, tako što će promovisati proaktivno i preduzetničko ponašanje.
LL@(1077) The findings seem to demonstrate that the reason for the weak existing entrepreneurial characteristics within the people, seem to be related to the course and the geographical as such. => Zaključci do kojih smo došli ukazuju na to da su razlozi za slabo predizetničko opredeljenje ljudi izgleda vezani za studije i za geografsku oblast kao takvu. 1.
LL@(1078) 1. => Uvod 2.
LL@(1079) Introduction Entrepreneurship is an essential stone in the development of society. => Kultura, liderstvo i promena: ~~~ Osnovna Preduzetništvo je kamen temeljac u razvoju društva.
LL@(1080) Nevertheless, entrepreneurship is governed by a set of values amongst which are culture, leadership and change. => Ipak, preduzetništvo se rukovodi jednim skupom vrednosti među kojima su kultura, liderstvo i promena.
LL@(1081) According to our view of entrepreneurship, this paper will highlight a voyage through the various interrelated concepts. => Prema našem viđenju preduzetništva, u ovom radu osvetlićemo i različite međusobno povezane koncepte.
LL@(1082) The link between HRM and entrepreneurship is highlighted in the very aim of our research. => Povezanost između HRM i preduzetništva naglašena je već u naznaci cilja ovog istraživanja.
LL@(1083) The latter serves to ascertain to what extent the teaching done by various professors instils an entrepreneurship culture and mindset in the students, which are instrumental in the HRM realm. => U radu pokušavamo da utvrdimo u kojoj meri nastava koju drže različiti profesori pomaže da se kod studenata razviju preduzetnička kultura i preduzetnički duh, koji su najznačajniji u oblasti HRM.
LL@(1084) There seems to be a link between the general culture of and those values related to the education system. => Izgleda da postoji veza između opšte kulture i vrednosti koje se vezuju za obrazovni sistem.
LL@(1085) In view of the fact that Portugal is part of a wider economic European context, we consider it be pertinent to analyse the realities of these two realities: characteristics of general culture and those related to the educational culture. => U svetlu činjenice da je Portugalija deo šireg evropskog ekonomskog konteksta, smatramo da vredi analizirati vrednosti ove dve realnosti: karakteristike opšte kulture i karakteristike vezane za obrazovnu kulturu.
LL@(1086) According to this perspective, we endeavour to take into account some of the obstacles imposed upon this theme by the economic, social and cultural contexts. => U skladu sa ovom perspektivom, uzećemo u obzir neke od prepreka koje ovoj temi postavljaju ekonomski, društveni i kulturni kontekst.
LL@(1087) Hence, the variables that form part of this study, namely, openness of character, continuous learning, individual competitiveness, imagination-creativity, the person at centre. => Stoga uzimamo u razmatranje varijable koje čine deo ove studije, a to su otvorenost karaktera, kontinuirano učenje, takmičarski duh pojedinca, maštovitostkreativnost, ličnost u centru pažnje.
LL@(1088) Thus this study serves to identify and establish, in potential terms, a comparative analysis between the three geographical distinct settings, namely, Portugal (two northern regions) and Cape Verde. ~~~ 2. => 
LL@(1089) Culture, leadership and change: the basis of entrepreneurship. ~~~ 2.1 Culture and leadership There is a strong relationship between entrepreneurship and organizational change. => I stoga ova studija predstavlja, potencijalno, komparativnu analizu između tri geografski udaljene regije, Portugalije (dve oblasti na severu) i Zelenortskih Ostrva. preduzetništva 2.1 Kultura i liderstvo Postoji snažna veza između preduzetništva i organizacione promene.
LL@(1090) However, such a process puts the Schumpeterian theory into practice which, in turn, was made famous Schumpeter, during the process of his creative destructiveness. => Ovim je Schumpeterova teorija ostvarena u praksi, na osnovu čega je Schumpeter postao slavan - tokom procesa svoje kreativne destruktivnosti.
LL@(1091) Alongside this theory is the innovation perspective. => Uz ovu teoriju imamo i perspektivu inovacije.
LL@(1092) Thus the author, considers that it is necessary to learn how to destroy learning and behaviours already created. => Tako autor smatra da je neophodno da se nauči kako uništiti učenje i ponašanja koja su već stvorena.
LL@(1093) Consequently change and a more aggressive behaviour are more coherent and noteworthy. => To ima za posledicu da su promene i agresivnije ponašanje koherentniji i vredniji pažnje.
LL@(1094) In this context the entrepreneur is a change agent because he takes on the reigns of conducting the new processes and new projects (Freire, 2000: 331, cited in Petiz e Correia, 2004). => U ovom kontekstu preduzetnik je činilac promene zato što on preuzima kormilo i sprovodi nove procese i nove projekte (Freire, 2000:331; citirano u Petiz i Correia, 2004).
LL@(1095) He can also be seen as the economic agent who internalized both the importance and the capacity of making decisions about the different perspectives, (Ibid.op.cit.), namely: The perspective of directing and making the people aware through strategic thinking The operational perspective which entails current, consistent and flexible practices The business and organizational intuition perspective dealing with both potential and real opportunities and threats. => On se može posmatrati i kao ekonomski činilac u kojem se stiču i značaj i sposobnost odlučivanja o različitim perspektivama (Ibid. op.cit.), naime: ~~~ Perspektiva usmeravanja ljudi i unapređenja nji hove svesti pomoću strateškog razmišljanja; Operativna perspektiva koja obuhvata tekuće, konzistentne i fleksibilne postupke; Perspektiva poslovne i organizacione intuicije koja se bavi kako potencijalnim tako i stvarnim prilikama i opasnostima.
LL@(1096) According to this perspective, an entrepreneur faces responsibility for his actions, as well as the consequences thereof, leading to a predisposition towards change. => Prema ovoj perspektivi, preduzetnik snosi odgovornost za svoje postupke, kao i posledice tih postupaka, koji vode predispozicijama za promene.
LL@(1097) This responsibility, however, is the result of the symbiosis of various contexts namely, professional, personal and social. ~~~ As far as the allocation of available resources, the decisions faced by the entrepreneur constructs are governed by efficiency (Herbert and Link, 1989). => Ova odgovornost jeste posledica simbioze različitih kontekasta, ličnog, profesionalnog i društvenog. [to se tiče alokacije dostupnih resursa, odluke koje donosi preduzetnik rukovođene su efikasnošću (Herbert i Link, 1989).
LL@(1098) Some authors, as corroborated by Sahlman and Stevenson (1991), emphasise the capacity to identify and explore the opportunities in order to stress entrepreneurship and, thus, to construct strategies adapted to the particular situations. => Neki autori, kako se slažu i Sahlman i Stevenson (1991), naglašavaju sposobnost identifikovanja i istraživanja prilika u cilju naglašavanja preduzetništva i građenja strategija prilagođenih posebnim situacijama.
LL@(1099) Schein (1997:5) highlights the fact that leaders also change and create organizational culture while managers and administrators live within them. => Schein (1997:5) naglašava činjenicu da lideri takođe menjaju i stvaraju organizacionu kulturu, dok menadžeri i administratori postoje unutar njih.
LL@(1100) In accordance with Schein (ibid. op. cit.), and with which we also corroborate, leaders do indeed require to recognize and do something about this situation. => Kako ističe Schein (ibid. op. cit.), a s čim se i mi slažemo, lideri zaista moraju da prepoznaju situaciju i da učine nešto u vezi s njom.
LL@(1101) It is in this sense that leadership and culture are conceptually intertwined. => Upravo u ovom smislu su liderstvo i kultura konceptualno isprepletani.
LL@(1102) Culture is sometimes applied in different contexts. => Kultura se nekada pominje u različitim kontekstima.
LL@(1103) The specific concept of organisational culture is created through the inequality of meanings. => Specifični koncept organizacione kulture stvara se putem nejednakosti značanja.
LL@(1104) It is in this realm that Schein (1997:8-10) highlights critical issues which may be shared by the team and thus lead to consistency in organizational culture. => U ovoj oblasti Schein (1997:8-10) osvetljava kritička pitanja koja mogu biti zajednička za tim i koja time dovode do doslednosti u organizacionoj kulturi.
LL@(1105) In this context, Schein points out the following: 1. => U ovom kontekstu Schein ukazuje na sledeće: ~~~ 1.
LL@(1106) Observable Behavouiral Norms 1 2. => Norme ponašanja koje se mogu posmatrati1 2.
LL@(1107) Group Norms 3. => Grupne norme 3.
LL@(1108) Espoused values 4. => Združene vrednosti 4.
LL@(1109) Formal philosophy 2 5. => Formalna filozofija2 5.
LL@(1110) Ground Rules 6. => Osnovna pravila 6.
LL@(1111) Climate 7. => Klima 7.
LL@(1112) Deep rooted skills 8. => Duboko ukorenjene navike 8.
LL@(1113) Thinking habits, mental models and/or linguistic paradigms 3 9. => Navike u mišljenju, mentalni modeli i/ili lingvističke paradigme3 9.
LL@(1114) Shared meaning 10. => Zajednički smisao 10.
LL@(1115) Rooted metaphors or integrated symbols4 Despite the number of critical issues which Schein highlights in order to facilitate an understanding of organisational culture, he focuses on three major groups: i) artefacts (visible organisational processes, considered difficult to quantify and which have a high degree of subjectivity); ii) espoused values (strategies, goals, philosophies which are also seen as reasons for adopting these); iii) base of assumptions (values, perceptions, internalised subconscious feelings and thoughts ). => Ukorenjene metafore ili integrisani simboli4 Uprkos jednom broju kritičkih pitanja koja Schein ističe sa ciljem da olakša razumevanje organizacione kulture, on se koncentriše na tri glavne grupe: i) artefakti (vidljivi organizacioni procesi, koji se teško kvantifikuju i koji sadrže visok stepen subjektivnosti); ii) združene vrednosti (strategije, ciljevi, filozofije koje se posmatraju i kao razlog da se usvoje ove vrednosti); iii) osnova za pretpostavke (vrednosti, percepcije, unutrašnja i nesvesna osećanja i misli).
LL@(1116) 1 For this purpose, the author uses language, customs and traditions as examples. ~~~ 2 The ideological principle, which serves as a guideline for stakeholders 3 Cognitive shared parameters which guide perceptions through the use of a common language among team members, which are also used as socialization processes. ~~~ 4 Ideas, feelings and team images which develop as a form of self identification of the group. => 1 U ove svrhe autor kao primere uzima jezik, običaje i tradicije. 2 Ideološki princip koji služi kao smernica za stejkholdere. 3 Zajedni?ki kognitivni parametri koji rukovode percepcijama putem jezika zajedničkog za članove tima, a koji se takođe koriste kao procesi socijalizacije. 4 Ideje, osećanja i timske predstave koje se razvijaju kao oblik samoidentifikacije grupe.
LL@(1117) Interaction occurs between these three abovementioned blocks if placed within a specific context. => Do interakcije između ove tri napred navedene celine dolazi ukoliko se one postave u specifični kontekst.
LL@(1118) In this way, we understand culture as being an evolutionary process which presets a link between the culture of the organisations founder that associated with the experiences of the different members of the group, and which produces new values which, in turn, induces an adoption of culture. => Na ovaj način mi kulturu shvatamo kao evolutivni proces koji uspostavlja vezu između kulture osnivača organizacije koja se vezuje za iskustvo različitih članova grupe i koja stvara nove vrednosti što sa svoje strane utiče na usvajanje kulture.
LL@(1119) Therefore, we agree with Schein (1997:212) in that organisational culture is a process and not a goal. => Stoga se mi slažemo s onim što tvrdi Schein (1997:212), da organizaciona kultura predstavlja proces, a ne cilj.
LL@(1120) According to Schein (Ibid.) the founder conveys his ideas to the organisation; he is surrounded by a core group which shares this vision, and, in turn, other elements enter the organisation thus prompting the process of creating the history of the organisation. => Kako navodi Schein (ibid.), osnivač svoje ideje prenosi na organizaciju; okružen je jezgrenom grupom koja deli njegovu viziju, a, sa svoje strane, u organizaciju ulaze drugi elementi, čime se ubrzava proces stvaranja istorije organizacije.
LL@(1121) If this group manages to obtain important shared learning experiences this will gradually develop assumptions about itself and its environment allowing it to survive, grow and develop. => Ako ova grupa stekne značajna iskustva o razmeni znanja, ona će postepeno razviti stavove o sebi i svom okruženju, pomoću kojih će moći da opstane, da raste i da se razvija.
LL@(1122) This view of organisational culture set out by Schein is related to Senges (2001) view on profound change. => Ovaj stav o organizacionoj kulturi koji je izneo Schein poklapa se sa gledištem o dubokoj promeni koje iznosi Senge (2001).
LL@(1123) Senge views leadership as an internal capacity inherent to the human community so as to prepare its own future sustaining of the very process of change. ~~~ Furthermore, such a process is inexorably linked to the vision of leadership as is set out by Drucker (in Schein, 2001). => Senge posmatra liderstvo kao unutrašnju sposobnost prirođenu ljudskoj zajednici kojom ona sebi osigurava opstanak kroz sam proces promene. [ta više, ovakav proces je tesno povezan sa vizijom liderstva koju iznosi Drücker (kod Schein, 2001).
LL@(1124) Therefore, it is fitting for us to establish a relationship between leadership, vision and culture. => Stoga smatramo da treba da uspostavimo odnos između liderstva, vizije i kulture. 2.
LL@(1125) 2.2 Culture and change The issues of entrepreneurship, according to Kanter (2003), are related to the new criteria for a successful organization. => Kultura i promena Pitanja preduzetništva, kako navodi Kanter (2003) odnose se na nove kriterijume kojima se određuje uspešna organizacija.
LL@(1126) It is within this context, that she emphasises the importance of intangible assets, which include concepts5, competencies6 and relationships7. => Upravo u ovom kontekstu ona naglašava značaj nematerijalnih vrednosti, u koje ubraja koncepte5, kompetentnosti6 i odnose7.
LL@(1127) These three factors give rise to another concept, power8 as referred to by Kanter. => Ova tri faktora utiču na pojavu još jednog koncepta, kako Kanter navodi, a to je moć8.
LL@(1128) Power stems from directing the intangibles, which are easily and depreciated. => Moć proizilazi is sposobnosti usmeravanja nematerijalnih resursa koji se lako troše.
LL@(1129) In order for power to be sustainable, it is necessary that it be fed with an entrepreneurial focus by stressing on learning and greater collaboration. => Da bi se moć održala, potrebno je da uvek bude u žiži preduzetništva, time što će se insistirati na učenju i većoj saradnji.
LL@(1130) It is within this perspective that innovative processes are launched which, in turn, nurture all objectives. => Upravo u okviru ove perspektive pokreću se procesi kojima se onda postižu svi ciljevi.
LL@(1131) The underlying approach followed by all the authors under analysis, and many others who are not mentioned in this paper, is guided by the innovation processes, a concept which includes change. => Osnovni pristup koji prihvataju svi autori koje smo analizirali, ako i mnogi drugi koje u radu nismo pomenuli, rukovodi se procesima inovacija, konceptom koji obuhvata promene.
LL@(1132) Hence, we share the opinion that this approach adds value to the overall analysis of the tendency and reinforcement of entrepreneurship. ~~~ 5 The author links this concept with the latest ideas, the designs and formulations of products or services which, in turn, created value for clients, thus highlighting customer loyalty. ~~~ 6This refers to the ability to turn ideas into applicable forms of extremely high standards which, in turn, are to be used by clients. ~~~ 7 Refer to the alliances within the core business promoting nuclear competencies which, thus, created added value for customers, thereby, opening doors and widening horizons for the organization. ~~~ 8 Power tools include information, resources and support. ~~~ (Kanter, 1983:159). => Stoga delimo mišljenje da ovaj pristup dodaje vrednost ukupnoj analizi tendencija i unapređenja preduzetništva. 5 Autor povezuje ovaj koncept sa najnovijim idejama, projekcijama i formulacijama proizvoda ili usluga koji sa svoje strane stvaraju vrednost za klijente i time ističe lojalnost potrošača. 6 Ovo se odnosi na sposobnost da se ideje pretvore u primenljive oblike veoma visokih standarda koje će onda klijenti koristiti. 7 Odnosi se na saveze u okviru osnovnih poslovnih aktivnosti kojima se unapređuju jezgrene kompetentnosti koje tako stvaraju dodatu vrednost za kupca i time otvaraju organizaciji vrata i proširuju njene horizonte. 8 Alatke moći obuhvataju informacije, resurse i podršku. (Kanter, 1983:159).
LL@(1133) Power is derived from the capacity to dominate the intangible assets that leads to customer loyalty. => Moć se izvodi iz sposobnosti kontrole nad nematerijalnim sredstvima kojima se postiče lojalnost kupaca.
LL@(1134) We also share the opinion that entrepreneurship is based on change. => Takođe delimo mišljenje da se preduzetništvo zasniva na promeni.
LL@(1135) We can well ask what are the alternative and more viable ways of implementing it - how it fortifies the organization and how change is its sustainable base. => Možemo da se zapitamo i šta su alternative ili bolji načini primene preduzetništva kako ono utvrđuje organizaciju i kako promena predstavlja njegovu osnovu za opstanak.
LL@(1136) Other issues arise, namely, those related to the forces which block implementation. => Javljaju se i druga pitanja, na primer, pitanja vezana za sile koje sprečavaju primenu.
LL@(1137) These issues are wide ranging, complex and are interlocking. => Ova pitanja imaju širok spektar, složena su i isprepletana.
LL@(1138) Therefore, within this scenario, we are of the opinion that it is possible to bypass such complexities through an attempt to answer the following questions: (cid:190) What does change imply? (cid:190) How to implement a change process? (cid:190) How to quantify the change results? => Stoga u okviru ovog scenarija mislimo da je moguće zaobići ovakve složenosti tako što ćemo pokušati da damo odgovor na sledeća pitanja: (cid: ~~~ [ta podrazumeva promena? (cid:
LL@(1139) In order for change to occur naturally, there is a need to do away with the resistance blocks which are against it. => Kako primeniti proces promena? (cid: ~~~ Kako kvantifikovati rezultate promena?
LL@(1140) This should not be done by decree nor through coercive imposition. => Da bi do promene došlo prirodnim putem, potrebno je da uklonimo otpore koji su joj se isprečili.
LL@(1141) It is much wiser to do so through the cultural angle. => To se ne radi dekretom niti prisilnim nametanjem.
LL@(1142) The less resistance blocks there are, the greater the possibility the employees will give themselves entirely to the tasks at hand, as well as greater will be the levels of confidence in carrying out these tasks, and there will be also larger levels of information and knowledge sharing. => Mnogo je pametnije da se to učini iz kulturnog ugla. [to je manje otpora, veće su mogućnosti da se zaposleni u potpunosti predaju neposrednim zadacima, kao što će biti viši i nivo poverenja u izvođenju tih zadataka, a postojaće i viši nivo razmene informacija i znanja.
LL@(1143) Simultaneously, however, other values arise which may support the ethical culture of the organization, namely, tolerance and mutual respect. => Istovremeno, javljaju se nove vrednosti koje mogu da podrže etičku kulturu organizacije, što znači, tolerantnost i uzajamno poštovanje.
LL@(1144) We are convinced that the bigger these values are the greater the gains will be for the organisation. => Uvereni smo da, što su ove vrednosti veće, veći će biti dobitak za organizaciju.
LL@(1145) In this way, there has to be total commitment of employees, albeit a controlled and guided one through the clear explanation of their responsibilities. => Na ovaj način, jasnim objašnjenjima odgovornosti koje imaju, postići će se potpuna posvećenost zaposlenih, makar i kontrolisana i vođena.
LL@(1146) In this case, change can be seen as an abnormal disturbance upon the organisations stability. => U ovom slučaju promena se može sagledavati kao neprirodno narušavanje stabilnosti organizacije.
LL@(1147) This abnormality is related to the disequilibrium strategy; in order for equilibrium to be created, the foundations need to be laid. => Ova neprirodnost odnosi se na strategiju neravnoteže; da bi se postigla ravnoteža (ekvilibrijum), treba postaviti temelje.
LL@(1148) This, however has to be ongoing as it a process and not a situation. => Ovo mora da traje, pošto je to proces, a ne stanje.
LL@(1149) In this regard, business culture aims at uniting all its employees and, therefore, it can also be regarded as a linking channel of shared9 values. => U ovom smislu, poslovna kultura ima za cilj da ujedini sve zaposlene i stoga se može posmatrati i kao vezni kanal zajedničkih9 vrednosti.
LL@(1150) Thus, it complements the organisational structure in the creation of a system of relationships which promote integration and coordination in a company. => Stoga ona dopunjava organizacionu strukturu u stvaranju sistema odnosa koji pospešuju integraciju i koordinaciju u kompaniji. (Freire, 1997a:
LL@(1151) (Freire, 1997a:478, cited in Petiz e Correia, 2004). => citirano u Petiz i Correia, 2004).
LL@(1152) In this way the leader, in accordance with whichever type of leadership style10 he adopts, must set the example by acting as an agent of change. => Na ovaj način lider, u skladu sa bilo kojim stilom10 liderstva koji usvoji, mora da daje primer time što će delovati kao aktivator promene.
LL@(1153) Thus, business culture has its roots in the structural side of business and is not led by the circumstances in that organisational culture should present itself in an all encompassing and flexible form, which should be a unifying link between all individuals in the company during the course of time. => Stoga poslovna kultura ima korene u strukturnoj strani poslovanja i ne rukovodi se okolnostima tako što organizaciona kultura treba da se predstavi kao sveobuhvatna i fleksibilna forma koja će predstavljati kariku kojom se ujedinjuju svi pojedinci u kompaniji u jednom vremenskom periodu. (Freire, 1997a:
LL@(1154) (Freire, 1997a:475, cited ibid. op.cit.). => citirano u ibid. op. cit.).
LL@(1155) 9 In Marques (2000:27), the author regards culture as a concept made up of systemic, shared key values and beliefs. => 9 Kod Marques (2000:27), autor posmatra kulturu kao koncept koji se sastoji od sistemskih, zajedni?kih klju?nih vrednosti i verovanja 10 U ovom kontekstu upu?ujemo ?itaoca na poglavlje 10 priru?nika Strategia, sucesso em Portugal, autora Freire (1997a), Lisabon:
LL@(1156) 10 In this context, we refer the reader to chapter 10 of the handbook, Strategia, sucesso em Portugal, by Freire (1997a), Lisbon: Verbo, as well as, Appendix 10 of , Cultura Organizacional e Liderança. => Verbo, kao i Dodatak 10 u Cultura Organizacional e Lideranca.
LL@(1157) Innovation can be considered as being the business objective, thus strategy cannot be formulated by an elite and subsequently be implemented by the masses (Hamel, 1998a:51 cited ibid. op.cit.). => Inovacija se može smatrati poslovnim ciljem, stoga strategiju ne može da formuliše elita, pa da je onda primenjuju mase (Hamel, 1998a:
LL@(1158) Strategy must, therefore, leverage all the existing imagination within a company, and for this reason, the author states that instead of looking only at the financial return of the investments, managers have to bet on the emotional return of the investments, in other words, people are only prepared to get emotionally involved with their companies when they believe that the investment will have a return (Hamel, 1998a:52, cited ibid. op.cit.). => citirano u ibid. op. cit.). strategija stoga mora da uposli svu maštovitost kojom kompanija raspolaže i stoga autor navodi da umesto da se posmatra samo finansijski povraćaj od investicija, menadžeri moraju da se klade na emocionalni povraćaj od investicija, drugim rečima, ljudi su spremni da se emocionalno uključe u kompaniju samo ako veruju da će se takva investicija isplatiti (Hamel, 1998a: ~~~ citirano u ibid. op. cit).
LL@(1159) The abovementioned perspective set out by Hamel (1998a, cited ibid. op.cit.) is corroborated by Kanter (1998), Peters (1982), and Peters and Austin (1985). => Sa gore navedenom perspektivom koju je postavio Hamel (1998a, citirano u ibid. op. cit.) slažu se Kanter (1998), Peters (1982) i Peters i Austin (1985).
LL@(1160) Whereas Kanter (1998:80) deems the revolution to be an attack from top down upon organisational rigidity, to the restrictions and to traditions, Peters and Austin (1985), on the other hand, consider the revolution to be everything, adopting enthusiasm in favour of innovation through the revolution in the form of destruction; in this way these views corroborate to Schumpeters magic vision of creative destruction. => Dok Kanter (1998:80) smatra da je revolucija napad odozgo na dole na organizacionu krutost, na restrikcije i na tradicije, Peters i Austin (1985), s druge strane, tvrde da je revolucija sve, oduševljenje za inovacije putem revolucije u obliku destrukcije; na ovaj način, oni se u svojim pogledima slažu sa magičnom vizijom kreativne destrukcije koju je postavio Schumpeter.
LL@(1161) The authors believe that businessmen must employ people who are crazy and obsessed by renewal and revolution, hence the reason why they understand the word destruction to be the order of the day. => Autori veruju da poslovni ljudi moraju da zapošljavaju ljude koji su ludi i opsednuti obnovom i revolucijom, i iz tog razloga oni shvataju da je reč destrukcija krilatica dana.
LL@(1162) The revolution - evokes a ferocious attack on organisational rigidity - contends that change and learning work together; hence, Kanter (1998:81) justifies the fact that that those companies that are willing to change, recognise that learning and training are no longer exercises to be done from top down, but everyone, including the CEO has to be ready to listen and to learn. => Revolucija koja pretpostavlja snažan napad na organizacionu krutost priznaje da promena i znanje idu zajedno; stoga Kanter (1998:81) opravdava činjenicu da one kompanije koje su spremne da se menjaju, shvataju da učenje i obuka nisu više samo vežbe koje se sprovode s vrha naniže, već da svako, uključujući i CEO mora da bude spreman da sluša i da uči.
LL@(1163) All the hubbub around the concept of visionary, takes into consideration that the embryo of innovation is not to be found here, even though it is wrapped up into a spontaneous creativity (albeit this does not guarantee the sustainability of innovation itself). => Sva ova buka oko koncepta vizionarskog uzima u obzir da se embrion inovacija ne nalazi ovde, čak i ako je upakovan u spontanu kreativnost (mada to ne garantuje održivost same inovacije).
LL@(1164) Mayer (1998:90), however, holds a different view, as he considers that innovation can not be planned, therefore, it lives from creativity, intuition, spontaneity and from luck. => Mayer (1998:90), ipak, ima drugačiji stav, i smatra da se inovacija ne može planirati, da ona živi od kreativnosti, intuicije, spontanosti i sreće.
LL@(1165) This is corroborated by Belasco (1992) who sees vision as a form of making a difference, as something which stimulates and inspires people, even though he is fully conscious of the deep need for it to be understood. => Sa ovim stavom slaže se i Belasco (1992) koji viziju posmatra kao jedan oblik razlikovanja, kao nešto što stimuliše i inspiriše ljude, čak iako je potpuno svestan velike potrebe da se ona razume.
LL@(1166) He believes that language is a form of stimulation. => On veruje da je jezik jedna vrsta stimulacije.
LL@(1167) It is within this realm that he is in favour of training through vision, stating that one should stimulate managers through their consistent use of vision through training (Belasco, 1992:210). => U ovom smislu on podržava obuku putem vizije i tvrdi da menadžere treba stimulisati putem njihove dosledne primene vizije putem obuke (Belasco, 1992:210).
LL@(1168) In this context, Santos (1997a:6, cited in Petiz e Correia, 2004) affirms that managers and organisations need to prepare themselves to face the future; the answers cannot be found in anticipation nor in prediction, but rather in the creation and reinforcing of competencies. => U ovom kontekstu Santos (1997a: ~~~ citirano u Petiz i Correia, 2004) potvrđuje da menadžeri i organizacije treba da se pripreme za suočavanje sa budućnosšću; odgovori se ne mogu naći predviđanjem ili na osnovu pretpostavki, već stvaranjem i unapređivanjem kompetentnosti.
LL@(1169) These are linked to generating factors we can well inquire about the alternatives and more viable ways of implementing it in future contexts; these can be systematized in the development of a strategic vision of organizational cohesion and the adoption of a competitive positioning. => One se vezuju za faktore generisanja koje možemo da koristimo u pronalaženju alternativa i prihvatljivijih načina primene u budućim kontekstima; one se mogu sistematizovati u razvoju strateške vizije organizacione kohezije i u prihvatanju konkurentskog pozicioniranja.
LL@(1170) Therefore, he is in favour of the human factor, wherein, he believes, the lies competitive difference. => Stoga on govori u prilog ljudskog faktora, u kojem se, po njemu, nalazi konkurentna razlika.
LL@(1171) We concur with Santos (1997a:7, cited ibid.op.cit.) that the individual is the only factor possessing self-sustaining characteristics which enable him to be dynamic and able to respond to the challenges in a change context. => Slažemo se sa Santosom (1997a: ~~~ citirano u ibid. op. cit.) da pojedinac nije jedini faktor koji poseduje odlike samo-održanja koje mu omogućavaju da bude dinamičan i da reaguje na izazove u kontekstu promena.
LL@(1172) Peters (1982) also holds with this view; for him the future is based on the foundations of constant change undertaken by everyone and this needs a dramatic rise in their capacity to accept the unstable. => Peters (1982) takođe deli ovaj stav; prema njegovom mišljenju, budućnost se zasniva na temeljima stalnih promena koje iniciraju svi, a za ovo je potreban dramatičan uspon njihove sposobnosti da prihvate nešto što je nestabilno i promenljivo.
LL@(1173) This factor leads us to conclude that flexibility is only achieved through the accountability of people. => Ovaj faktor navodi nas na zaključak da se fleksibilnost može postići jedino pomoću odgovornih ljudi.
LL@(1174) However, organisational change is yet another type of change relevant in the business context. => Ipak, organizaciona promena je samo još jedan tip promena značajan u poslovnom kontekstu.
LL@(1175) Both organisational culture and structure are thus placed in disequilibrium. => I organizaciona struktura i organizaciona kultura su time stavljene u stanje neravnoteže.
LL@(1176) We are, therefore, led to think that this type of change is relevant in the process of innovation, namely, at the social and organisational levels. => To nas navodi da pomislimo da je ovaj tip promene značajan u procesu inovacija, na primer, tehnoloških promena, bez obzira na njegov vredan i radikalni položaj.
LL@(1177) They are crucial, as they lead to other types of changes and innovation, namely technological change, notwithstanding its incremental and radical position. => 
LL@(1178) In this way, we maintain that organisational change leads to other types of changes, previously designated as technological change. => Mislimo da na ovaj način organizaciona promena dovodi do drugih vrsta promena, koje su prethodno određene kao tehnološke promene. 2.
LL@(1179) 2.3 The relationship between change and entrepreneurship Despite the importance given to the above mentioned authors, others emphasise another view, thus relating entrepreneurship to new ideas and new perspectives with the notion of creating new opportunities. => Odnos između promena i preduzetništva Uprkos značaju koji smo dali gorepomenutim autorima, moramo da priznamo da ima i drugih koji ističu drugačije stavove kojima dovode preduzetništvo u vezu sa novim idejama i novim perspektivama čiji je cilj stvaranje novih prilika.
LL@(1180) This approach views the concept of change as a way of motivating the entrepreneurship capacity. => Ovaj pristup posmatra koncept promene kao način motivisanja preduzetničkih sposobnosti.
LL@(1181) This approach is shared by Audretsch (1995). => Ovakav pristup zastupa Audretsch (1995).
LL@(1182) Others such as Dubini and Aldrich, (1991:306) view the concept of entrepreneurship as being inherently a network activity; a view also shared by us. => Drugi autori, kao Dubini i Aldrich (1991:306) posmatraju koncept preduzetništva kao primarno mrežnu aktivnost; ovaj stav zastupamo i mi.
LL@(1183) According to Dubini and Aldrich, entrepreneurship is related to social capital. => 
LL@(1184) In turn, Aldrich and Zimmer (1986), view social and cultural capital as being of utmost importance in the entrepreneurship activities. => Sa svoje strane, Aldrich i Zimmer (1986) smatraju društveni i kulturni kapital najznačajnijim elementom preduzetničkih aktivnosti.
LL@(1185) The perspective of personal network is related to these theories, which is based on the premise that entrepreneurship is a social role imbedded in the social, political and cultural context. => Za ove teorije vezuje se perspektiva lične mreže, koja se zasniva na premisi da preduzetništvo predstavlja društvenu ulogu uklopljenu u društveni, politički i kulturni kontekst.
LL@(1186) Therefore, entrepreneurship means searching for change, and can even be considered as embodying change itself. => Stoga preduzetništvo znači traganje za promenom i može se čak smatrati i samom promenom.
LL@(1187) However, one cannot ignore the fact that the Entrepreneur is the instrument as well as the agent of change itself. => Ipak, ne može se zanemariti činjenica da je preduzetnik istovremeno i instrument i nosilac promene.
LL@(1188) According to the above discussion we believe that entrepreneurship itself can be associated with the actual processes of change. => Na osnovu prethodne diskusije verujemo da preduzetništvo samo po sebi može da bude povezano sa stvarnim procesom promene.
LL@(1189) There is a current debate in economic literature corroborating this view, namely, Dosi (1988), Dosi, Pavitt and Soete (1990), Drucker (1988; 1991), Metcalfe (1995), amongst others. ~~~ However, Hofstede et. => Upravo traje debata u ekonomskoj literaturi u kojoj se podržava ovo gledište, u tu se ističu Dosi (1988), Dosi, Pavitt i Soete (1990), Drucker (1988; 1991), Metcalfe (1995) i još neki autori.
LL@(1190) al. (cited in Audretsch :1995) are slightly more broad ranging in their analysis as they combine both entrepreneurial as well as economic variables with data emerging from cultural variables. => Ipak, Hofstede i dr. (citiran u Audretsch, 1995) u svojoj analizi zastupaju nešto šira gledišta i kombinuju i preduzetničke i ekonomske varijable sa podacima koje do bijaju u varijablama kulture.
LL@(1191) We agree with this opinion whereby the level of entrepreneurship is dynamic as it takes both quantitative and qualitative variables into account, in order to identify performance and the level of entrepreneurship capacity. => Slažemo se sa ovim gledištem po kome je nivo preduzetništva dinamičan pošto koristi i kvalitativne i kvantitativne varijable da bi odredio učinak i nivo preduzetničkih sposobnosti.
LL@(1192) There is yet another type of change which can be considered as being of utmost importance for the growth and development of business. => Još jedan tip promena se smatra veoma značajnim za rast i razvoj poslovanja.
LL@(1193) These are the so- called creative business changes. => To su takozvane kreativne poslovne promene.
LL@(1194) This type of change is important as it embraces both the actual concept as well as the process of innovation as the embodiment of the actual change. => One obuhvataju i aktuelni koncept i proces inovacije koji je deo stvarne promene, stoga su vaoma značajne.
LL@(1195) The very process of innovation is nurtured by initiative and by business creativity which holds the entrepreneurship stance. => Sam proces inovacije podržan je inicijativom i poslovnom kreativnošću a to su stubovi preduzetništva.
LL@(1196) However, change may originate within the actual market, through the changes compelled by the market. => Ipak, promena može da nastane i iz samog tržišta, kroz promene koje tržište nameće.
LL@(1197) In order for this change to be implemented, however, it is necessary that the economic agent pay attention to the fluctuations which occur in the market. => Da bi se primenila ovakva promena, neophodno je da ekonomski činilac ima u vidu fluktuacije do kojih dolazi na tržištu.
LL@(1198) This implies taking into account human beings specific characteristics in order to analyse the organisation internally as well as externally11. ~~~ Both the notion and the importance of entrepreneurship have undergone profound alterations especially in the last decade. => To znači da mora da uzme u obzir posebne osobine ljudi, kako bi mogao da da analizira organizaciju i spolja i iznutra11. I pojam i značaj preduzetništva pretrpeli su značajne promene, posebno u poslednjih desetak godina.
LL@(1199) This is changing the face of the economic sphere. => Time se menja i izgled ekonomske sfere.
LL@(1200) Given its contribution to change, entrepreneurship can be considered as an element of change both at the social as well as economic level. => Kad imamo na umu njegov doprinos promeni, preduzetništvo predstavlja element promene i na društvenom i na ekonomskom planu.
LL@(1201) In the dynamics of sustainable growth within the business context, one of the most important types of change is that which includes people and is thus known as human change or human development. ~~~ This change seems to be strategic as it shakes the communication structures. => U dinamici održivog rasta u poslovnom kontekstu, jedan od najvažnijih tipova promene jeste onaj koji obuhvata ljude i stoga je poznat kao promena ljudi ili razvoj ljudi Ova promena je strateška promena, pošto pogađa strukturu komunikacije.
LL@(1202) The accent has to be placed on training in order for this communication to be efficient. => Da bi ova komunikacija bila efikasna, naglasak se mora staviti na obuku.
LL@(1203) Training, considered as being a form of developing the human brain, leads to the enrichment of the people, thus providing them with new perspectives, new visions, and new work practices. => A, pošto obuka predstavlja oblik razvijanja ljudskog mozga, ona vodi bogaćenju ljudi, daje im nove prespektive, nove vizije i osposobljava ih za nove postupke u radu.
LL@(1204) Within this perspective, lies yet another embryo for organizational and human change. => U okviru ove perspektive leži još jedan embrion organizacione i ljudske promene.
LL@(1205) However, change may also arise due to the actual market changes. => Ipak, do promene može dođi i zbog stvarnih promena na tržištu.
LL@(1206) But, for this change to be implemented, it is important that the economic agents take heed of the fluctuations which are noticeable in the market. => Ali, da bi se ovakve promene primenile, važno je da ekonomski činioci obrate pažnju na fluktuacije koje su primetne na tržištu.
LL@(1207) This implies taking into account the specific human characteristics, through the analysis of the organisation and its external and internal contexts. => To podrazumeva posebne odlike ljudi, do kojih se dolazi analiziranjem organizacije i njenog unutrašnjeg i spoljnog konteksta.
LL@(1208) This is known as a SWOT analysis; it is also known as Porters five forces analysis. => Ova analiza poznata je pod imenom SWOT analiza, ali i kao analiza Porterovih pet sila.
LL@(1209) The basic aim of this analysis is to implement strategies; thus, simultaneously allowing for the optimization of choices, which rely upon those aspects of management, such as subjectivity and intuition. ~~~ 11 This combined analysis is undertaken by a SWOT analysis. => Osnovni cilj ove analize jeste da primeni strategije i tako istovremeno omogući optimizovanje izbora koji se oslanjaju na neke aspekte upravljanja, kao što su subjektivnost i intuicija. 11 Ova kombinovana analiza sprovedena je SWOT analizom.
LL@(1210) Innovative behaviour is related to change, as the latter can be understood as a form of innovation. => Inovativno ponašanje je vezano za promenu, pošto se promena smatra jednim oblikom inovacije.
LL@(1211) But, what is important to know is how to conceive and to implement a change strategy. => Ali, važno je znati kako da začnemo i kako da primenimo strategiju promene.
LL@(1212) This should, however, be based on the leadership principles, as a continuous and controlled involvement of the employees. => To treba da se zasniva na principima vođstva, kao neprekidno i kontrolisano uključivanje zaposlenih.
LL@(1213)  => Učinak kompanija može se posmatrati na različite načine, a navešćemo samo neke: (cid:
LL@(1214)  => Sposobnost upravljanja (cid:
LL@(1215) The performance of companies can be seen and measured through a wide lens, amongst which are the following: (cid:190) Management capacity (cid:190) Growth capacity and sustainable development (cid:190) Capacity to enlarge market quotas, paying special attention to external markets (cid:190) Strategic management capacity The change phenomenon and subsequently the innovation phenomenon are both linked to the abovementioned capacities. => Sposobnost za rast i održivi razvoj (cid: ~~~ Sposobnost za uvećavanje tržišnih kvota, pri čemu se posebna pažnja posvećuje spoljnim tržištima (cid: ~~~ Sposobnost za sprovođenje strateškog upravljanja Fenomen promene i shodno tome fenomen inovacije povezani su sa navedenim sposobnostima.
LL@(1216) Schumpeter advocates aforementioned theory of creative destructiveness. => Schumpeter se zalaže za pomenutu teoriju kreativne destruktivnosti.
LL@(1217) This is related to the desirable yet positive disequilibrium factors, from whence the Schumpeterian theory of creative destruction arises. => Ona je u vezi sa poželjnim i pozitivnim faktorima neravnoteže iz kojih i proizilazi njegova teorija o kreativnoj destrukciji.
LL@(1218) However, we corroborated that, in order for this creative destruction to occur it is necessary that the latter be based on entrepreneurship. => Potvrdili smo da, da bi došlo do ove kreativne destrukcije, sama destrukcija mora da se zasniva na preduzetnišrvu.
LL@(1219) This theory focuses on force and the importance of disequilibrium with a hint of the cause and effect processes of organisational change. => Ova teorija se bavi silom i značajem situacije neuravnoteženosti i ukazuje na procese uzroke i posledica organizacione promene.
LL@(1220) This destructive creativity is underlined by the creative and entrepreneurial spirit of the businessman, which is supported by innovation, whatever the degree or type. => Ova destruktivna kreativnost naglašena je kreativnim i preduzetničkim duhom poslovnog čoveka, a podržava je inovacija, ma kog stepena ili vrste da je. 3.
LL@(1221) 3. ~~~ Empirical analysis 3.1 Methodology The aim of our research is to reflect upon how potential learning effects in turn affect the entrepreneurship capacity of the student. => Empirijska analiza 3.1 Metodologija U ovom radu naš cilj je bio da posmatramo kako potencijalni efekti učenja sa svoje strane utiču na preduzetničke sposobnosti studenta.
LL@(1222) The objective of this study is thus to ascertain the students perceptions of the training they receive at the three universities. ~~~ With reference to the methodology chosen, three institutions of higher learning, namely Jean Piaget University of Cape Verde, University of Minho and Lusíada University in Porto were used, whereby we randomly selected students in the Degrees of Management and Human Resource Management. => Stoga nam je cilj da utvrdimo kako studenti doživljavaju obuku koju imaju na ova tri univerziteta. [to se tiče metodologije, ispitivanje smo sproveli na tri visokoškolske institucije, naime na Univerzitetu Jean Piaget u Cape Verde, Univerzitetu Minho i Univerzitetu Lusiada u Portu, a po slučajnom izboru izabrali smo studente sa Odseka za upravljanje i upravljanje ljudskim resursima.
LL@(1223) The sample under analysis was randomly selected. => Rekli smo da je uzorak određen metodom slučajnog izbora.
LL@(1224) Even though our concern was to survey the entire population of those degrees and years, this would be, however, unworkable and, therefore, we distributes the questionnaire to 400 students of which we managed to receive 160 answers. => Iako smo želeli da posmatramo ukupnu populaciju na ovim odsecima i tokom svih godina studija, to se pokazalo nemogućim za rad, te smo stoga odabrali 400 studenata i podelili im upitnike i dobili odgovore od njih 160.
LL@(1225) In view of the fact that 15 answers were less clear we decided to eliminate them in order to avoid bias on the analysis. => Od tog broja, 15 nije odgovorilo jasno na sva pitanja, pa smo ih eliminisali da objektivnost analize ne bi bila narušena.
LL@(1226) Therefore, our research totals 125 valid questionnaires for analysis. => Tako u našem istraživanju analiziramo 125 validnih upitnika.
LL@(1227) Moreover, the latter represents a 36.25% response rate which is considered as being reasonable and significant for our current research. => To iznosi 36,25% stope odgovora što se smatra dovoljnim i značajnim za istraživanje kojim se sada bavimo. 3.
LL@(1228) 3.2 The questionnaire The questionnaire was authorised by Prof. Simon L. Dolan, Catedratico de la Universidad Ramon Llull, Director of Research - IEL (Instituto de Estudios Laborales), ESADE Business School, Ramon Llull University, Avenida Pedralbes 60-62, 08034 Barcelona SPAIN. => Upitnik Upitnik je odobrio Prof. Simon L. Dolan, šef katedre na Universitad Ramon Llull, Direktor istraživanja IEL (Instituto de Estudios Laborales), Poslovna škola ESADE, Univerzitet Ramon Llull, Avenida Pedralbes 60-62, 08034 Barcelona, [PANIJA.
LL@(1229) In view of the fact that we are mainly conducting research on primary data we decided to formulate more generalised questions thus enabling us to infer beyond the concept of entrepreneurship. => Pošto istraživanje uglavnom sprovodimo na primarnim podacima, odlučili smo da sastavimo pitanja opštije prirode, što će nam omogućiti da donosimo zaključke i o pitanjima koja prevazilaze koncept preduzetništva.
LL@(1230) Thus, forty three wide-ranging questions were created. => Stoga smo postavili četrdeset tri opštija pitanja.
LL@(1231) In accordance with the current research objectives we decided to select those which seemed most pertinent irrespective of the answers obtained. => U skladu sa ciljevima našeg tekućeg istraživanja, odabrali smo ona koja su nam se činila najznačajnijim, bez obzira kakvi su bili odgovori koje smo dobili.
LL@(1232) In the second stage of analysis it was decided to choose only five of these forty three so as to demonstrate a more cohesive and concentrated analysis. ~~~ Moreover, age group and gender were also taken into consideration and analysed according to the selected five variables. => U drugoj fazi analize odlučili smo da odaberemo samo pet od ovih četrdeset tri, da bi naša analiza dobila na kohezivnosti i koncentrisanosti. [ta više, u obzir smo uzeli i starosno doba i pol ispitanika i vršili analizu prema pet odabranih varijabli.
LL@(1233) These variables are thus: openness of character, continuous learning, individual competitiveness, imagination-creativity, the person at centre. => Varijable su sledeće: otvorenost ličnosti, stalno usavršavanje, takmičarske duh pojedinca, maštovitostkreativnost i pojedinac u središtu pažnje.
LL@(1234) These variables are described as follows: i) openness of character receptiveness to new circumstances, cultures, challenges. => Varijable su sledeće: i) otvorenost ličnosti spremnost za prihvatanje novih okolnosti, kultura, izazova.
LL@(1235) The respondents perception of this dimension will, on the one hand, demonstrate the degree of sensitivity towards this dimension and on the other hand, convey the individuals perception of how the organization promotes a greater degree of entrepreneurial behaviour through this perception. ii) continuous learning enthusiasm towards enriching the individuals knowledge and know how. => Stavovi ispitanika u vezi sa ovom dimenzijom će, s jedne strane, pokazati njegovu osetljivost na ovu dimenziju, a, s druge strane, pokazati njegovo lično osećanje i shvatanje o tome kako organizacija unapređuje stepen preduzetničkog ponašanja. ii) stalno usavršavanje entuzijazam koji pokazuje prema obogaćivanju svog znanja i know how.
LL@(1236) The respondents perception, on the one hand, conveys the will to pursue the lifelong learning approach and to be imbued with this culture promoting entrepreneurial thinking, and on the other hand, the degree to which the organization nurtures this approach. iii) individual competitiveness persons ability to be demanding on him/herself and also in relation to the other colleagues/employees. => S jedne strane, ispitanik svojim stavom pokazuje volju da se neprekidno usavršava i sledi kulturu preduzetničkog načina razmišljanja, a, s druge strane, pokazuje do kog stepena organizacija pothranjuje ovaj pristup. ii) takmičarski duh pojedinca - sposobnost pojedinca da i sebi i drugim kolegama/zaposlenima postavi zahteve.
LL@(1237) The extent to which the individual has inner will and drive to search for challenging situations as well as the extent to which the organization instils this ability in order to promote a high degree of entrepreneurial behaviour. iv) imagination-creativity: the link between entrepreneurial behaviour and the individuals capacity to introduce innovative ideas as well as the degree to which the organization enriches and promotes the individuals entrepreneurial thinking with reference to this capacity. => Stepen u kome pojedinac poseduje unutrašnju volju i podsticaj da traga za izazovima i stepen do koga organizacija usađuje u njega ovu volju sa ciljem da uspostavi viši stepen preduzetničkog ponašanja. iv) maštovitost-kreativnost veza između preduzetničkog ponašanja i sposobnosti pojedinca da uvede inovativne ideje, kao i stepen u kome organizacija unapređuje i obogaćuje preduzetničko ponašanje kod pojedinca u odnosu na njegove mogućnosti.
LL@(1238) This will enhance the individuals awareness and receptiveness towards organizational change. v) person at the centre the importance of the individual as well as individuality in the organization and its link to enhancing entrepreneurial behaviour on the part of the individuals.. => Ovim će se poboljšati svest pojedinca i njegova spremnost da prihvati organizacionu promenu. v) pojedinac u sreduštu pažnje značaj pojedinca i individualnosti u organizaciji i njihova povezanost u unapređivanju preduzetničkogponašanja kod pojedinca.
LL@(1239) The individual is viewed as an important contributing element thereby ensuring the survival and success of the organization is also stressed. => Pojedinac se posmatra kao značajan činilac koji daje svoj doprinos i time obezbeđuje opstanak i uspeh organizacije, što se takođe naglašava.
LL@(1240) The human side is enhanced as people are given more value and are no longer seen merely as a factor in the production process but are much more important than that. => Ova ljudska strana se sve više uzima u obzir kako ljudi dobijaju sve veći značaj i više ne predstavljaju samo jedan od faktora u proizvodnom procesu već je njihov značaj mnogo veći.
LL@(1241) Thus we would further add that the human factor is much more important than other production factors and so takes on such an important role. => Stoga bismo dodali da je ljudski faktor značajniji nego drugi proizvodni faktori stoga i preuzima tako značajnu ulogu. 3.
LL@(1242)  => Prezentacija podataka 3.3.1 Uvod Pošto je uzorak brojčano ograničen, varijabla starosnog doba nam predstavlja teškoću kada donosimo neke normalne zaključke. [ta više, očigledno je da što je čovek stariji, njegova otvorenost prema preduzetništvu opada i stoga se ne postiže očekivana preduzetnička svest.
LL@(1243) 3.3 Data presentation 3.3.1 Introduction The data pertaining to the three different institutions was analysed using SPSS 11.5 for Windows; these three institutions all have very different cultures and are situated in very different geographic areas, entailing a population with specific characteristics albeit the data are not entirely comparable but we endeavoured to compare and thus identify a common base. => Ovo veoma zabrinjava. ~~~ Stalno usavršavanje pojedinca (jedinica analize) Stalno usavršavanje Malo Delimicno U razumnoj meri U potpunosti Ukupno Pol Ženski Muški Ukupno Podaci se odnose na ove tri različite institucije i analizirali smo ih pomoću SPSS 11,5 za Windows; ove tri institucije imaju različite kulture, nalaze se na sasvim različitim geografskim područjima i obuhvataju populaciju sa posebnim obeležjima.
LL@(1244)  => Stoga podaci nisu uporedivi u potpunosti, ali mi smo pokušali da ih poredimo i da nađemo zajedničku osnovu.
LL@(1245) We thus, opted for an analysis of each of the three institutions in order to conduct a comparative and general analysis. => Tako smo odlučili da izvršimo analizu svake ove institucije i da onda sprovedemo komparativnu i opštu analizu. 3.
LL@(1246) 3.3.2 Analysis of the individual at Jean Piaget University of Cape Verde The first variable considered to be most pertinent was the Openness of character. => Analiza pojedinca na Univerzitetu Jean Piaget, Zelenortska Ostrva Prva varijabla po značaju bila je otvorenost ličnosti.
LL@(1247) This decision stems from the fact that openness, attention and sagacity may lead to creating the characteristics linked to entrepreneurship. => To stoga što otvorenost, pažnja i promišljenost mogu da razviju sposobnosti koje se vezuju za preduzetništvo.
LL@(1248) In this way, the results obtained in relation to variables, the genders and age groups, were as follows: Openness of Character in personal life Openness of Character Total little some reasonable complete Gender Female Male Total Table 1: Openness of Character * Gender Crosstabulation (Source: the authors) If one compares the questions according to the gender and age group, several differences emerge. => Rezultati koje smo dobili u odnosu na varijable, polove i starosno doba bili su sledeći: ~~~ Tabela 2: ~~~ Stalno usavršavanje* unakrsna tabulacija (izvor: autori) Ovu varijablu ćemo analizirati u smislu sledećih kriterijuma: veći deo populacije odlučuje se za izbor u razumnj meri, muškarci u 72% slučajeva, što je visok procenat uprkos tome što i procenat kod žena iznosi 62%.
LL@(1249) The female gender is more tolerant and sensitive towards this question. => Ovo pokazuje da se razumno vezuje za klasifikaciju ove varijable i znači dovoljno u odnosu na u potpunosti što znači veoma dobro.
LL@(1250) It is not our aim to provide an answer to this issue but indeed it can be considered for future research. => Ipak, dok se u odgovorima žena zapaža tendencija ka ravnomernoj distribuciji po svim kriterijumima, odgovori muškaraca, s druge strane, više se koncentrišu na suprotnim polovima.
LL@(1251) Due to our dissatisfaction with these results we pose the following question: can this be related to the patriarchal culture? => Stoga ovo može da bude odrednica glavne razlike među polovima.
LL@(1252) If this is the case, it seems that the type of culture and social structure imposes certain rhythms upon the actual entrepreneurship mental model. => Tako izgleda očigledno da je potreba za stalnim usavršavanjem prisutna u celoj populaciji, bez obzira na pol.
LL@(1253) In relation to the limiting size of the sample, the age variable poses a difficulty to infer more reasonable interpretations. => Takmičarski duh pojedinca Otvorenost ličnosti Otvorenost liènosti Ukupno Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Rezultat Takmicarski duh Ukupno Malo U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 3:
LL@(1254) Moreover, it is evident that as age increases the openness to entrepreneurship decreases, and, therefore, it therefore does not produce the expected entrepreneurial awareness. => Takmičarski duh* unakrsna tabulacija po polu (izvor: autori) Tabela 1:
LL@(1255) This is most alarming. ~~~ Continuous Learning in personal life (Unit of analysis) Continuous Learning little some reasonable complete Total Gender Female Male Total Table 2: Continuous Learning* Crosstabulation Source: (Authors) As far as this variable is concerned we shall analyse it in terms of the following criteria: the majority of the population opts for the choice reasonable, the male respondents weigh 72% which is high in spite of the female responses weighing 62%. => Otvorenost ličnosti* unakrsna tabuacija po polu (izvor: autori) Ako poredimo pitanja u odnosu na pol i starosno doba, javljaju se nekolike razlike. @ene su tolerantnije i osetljivije na ovo pitanje.
LL@(1256) This connotes that reasonable is linked to the classification of this variable is considered as being sufficient as opposed to being complete which is linked to being very good. => Naš cilj nije da damo odgovor na ovo pitanje, ali bi to mogao da bude predmet drugih istraživanja u budućnosti.
LL@(1257) However, while the female responses demonstrate a tendency to an equal distribution through all the criteria, the male responses on the other hand, tend to be concentrated on the opposing positive poles. ~~~ This can thus be indicative of the major difference between genders. => Pošto nismo zadovoljni dobijenim odgovodima, postavljamo sledeće pitanje: da li se ovo može pripisati patrijarhalnoj kulturi?
LL@(1258) Thus, it seems to be evident that the need for continuous learning is present amongst the entire population regardless of gender. => Ako je tako, onda izgleda da tip kulture i društvena struktura nameću određeni ritam konkretom mentalnom modelu preduzetništva.
LL@(1259) Individual competitiveness in personal life Count Individual competitiveness Total little reasonable complete Gender Female Male Total Table 3: Individual competitiveness* Gender Crosstabulation Source: (Authors) This variable moves away from the previous one, in that both genders focus on reasonable - which coincides with the average of the variable, this is shown by the 75% of the female responses and 55,5% male responses. => Ova varijabla se razlikuje od prethodne po tome što se oba pola odlučuju za u razumnoj meri, što se poklapa sa prosečnom vrednošću varijable, a pokazuje procenat od 75% u odgovorima kod žena i 55,5% u odgovorima muškaraca.
LL@(1260) Thus, these results indicate that individualism adopts a prominent role in the entrepreneurial context. => Ovi rezultati stoga pokazuju da individualizam poprima istaknutu ulogu u kontekstu preduzetništva.
LL@(1261) This contradicts the theory which focuses on cooperativism and collectivism. => Ovo se suprotstavlja teoriji koja u svoje središte stavlja kooperativnost i kolektivizam. [to se tiče starosnog doba, bez obzira na starosnu grupu, rezultati pokazuju razumnu meru od 58,82%.
LL@(1262) With reference to age, regardless of the age group, the results indicate a reasonable value weighing 58,82%, If we join the answers complete, we confirm that the combined percentage adds up to 68% which is highly significant. => Ako dodamo odgovore u potpunosti, potvrdićemo da kombinovani procenat dostiže 68%, što je veoma značajno.
LL@(1263) Imagination and Creativity in personal life Count Imagination and Creativity Total some reasonable complete Gender Female Male Total Table 4: Source: (Authors) Imagination and Creativity * Gender Crosstabulation In general, the responses in relation to the imagination and creativity of the respondents demonstrate that 68% are in favour of reasonable and some 32% are in complete agreement. => Maštovitost i kreativnost u ličnom životu Rezultat Maštovitost i kreativnost Ukupno Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 4: ~~~ Maštovitost i kreativnost * Unakrsna tabulacija po polu Izvor: (Autori) Uopšteno, odgovori ispitanika koji se odnose na maštovitost i kreativnost pokazuju da se 68% odlučuje za odgovor u razumnoj meri, a 32% za u potpunosti.
LL@(1264) In the analysis of gender, the male respondents predominate and comprise 78% of the findings while the female respondents total 63%. => U analizi po polu, preovlađuju muškarci čiji procenat odgovora iznosi 78%, dok je procenat kod žena 63%.
LL@(1265) The age group demonstrates similar findings. => Kod starosne grupe došli smo do sličnih zaključaka.
LL@(1266) Person at the centre in personal life Count Person at Centre Total some reasonable completeh Gender Female Male Total Table 5: Person at the centre* Gender Crosstabulation Source: (Authors) This variable presents surprising findings but which were to be anticipated given the nature of the socio-economic reality and the weak infrastructure at their disposal. => Pojedinac u središtu pažnje Rezultat Pojedinac u središtu pažnje Ukupno Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Ukupno Tabela 5: ~~~ Pojedinac u središtu pažnje * Unakrsna tabulacija po polu Izvor: (Autori) Zaključci do kojih smo došli pomoću ove varijable veoma su nas iznenadili, ali ih je trebalo očekivati kad se uzme u obzir društveno-ekonomska stvarnost i slaba infrastruktura koja im je na raspolaganju.
LL@(1267) In general, 72% reveal some agreement as opposed to 28% which are in complete agreement. => Uopšte, 72% pokazuje delimično slaganje u poređenju sa 28% koji se slažu u potpunosti.
LL@(1268) The findings obtained according to gender are even more enthusiastic in so far as 89% of the male respondents attribute some agreement in comparison to the 62% of the female respondents. => Zaključci izvedeni na osnovu razlike u polu još više su nas obradovali, pošto 89% muškaraca odgovara delimično u poređenju sa 62% žena.
LL@(1269) In terms of the latter female findings, as opposed to the male findings, there is more concern in demonstrating the importance of this variable in that 38% of female respondents are in complete agreement. => Kad govorimo o ovom poslednjem zaključku u vezi sa ženskom populacijom, veću pažnju treba posvetiti značaju ove varijable, pošto je 38% žena dalo odgovor u potpunosti.
LL@(1270) There are no divergences concerning the behaviour of the age groups. => Odgovori dati po osnovu starosnog doba ne pokazuju nikakvu divergenciju. 3.
LL@(1271)  => Analiza pojedinca na Univerzitetu Minho Otvorenost ličnosti Rezultat Otvorenost licnosti Ukupno Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 6:
LL@(1272) 3.3.3 Analysis of the individual at University of Minho Openness of Character in personal life We are of the opinion that the findings concerning this variable are of interest as the total number of respondents which show reasonable and complete agreement reach 73%. => Otvorenost ličnosti * Unakrsna tabulacija po polu Izvor: (Autori) Smatramo da su zaključci do kojih smo došli na osnovu ove varijable interesantni pošto ukupan broj ispitanika koji su odgovorili u razumnoj meri i u potpunosti dostiže 73%.
LL@(1273) This demonstrates that variables importance. => Ovo ukazuje na značaj ove varijable.
LL@(1274) Comparing the behaviour of the male with the female gender the findings are somewhat different, even though these exhibit reasonable and complete indicators, as 84% of the males consider it as being of importance and 68% of females share the same opinion. => Kada uporedimo odgovore muškaraca sa odgovorima koje su dale žene, dolazimo do nešto drugačijih zaključaka, iako su i jedni i drugi odgovorili sa u razumnoj meri i u potpunosti, pošto 84% muškaraca smatra da je ovo pitanje značajno, a 68% žena se slaže sa tim.
LL@(1275) This can be analysed as a personality trait inducing aggressive behaviour. => Ovo se može analizirati kao crta karaktera koja podstiče agresivnost u ponašanju.
LL@(1276) In terms of age group, the behaviour is similar. => Po kriterijumu starosnog doba nema razlike u odgovorima.
LL@(1277) Continuous Learning in personal life Count Continuous learning Total Very little little some reasonable complete Gender Female Male Total Table 7: Continuous Learning* Gender Crosstabulation Source: (Authors) The findings from this variable are similar to openness of character in that 77% of the respondents consider it to be of importance. => Stalno usavršavanje ličnosti Rezultat Stalno usavršavanje Veoma malo Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 7: ~~~ Stalno usavršavanje * Unakrsna tabulacija po polu Izvor: (Autori) Zaključci do kojih smo došli na osnovu ove varijable slični su zaključcima u vezi sa otvorenošću ličnosti, pošto 77% ispitanika smatra da je ovo značajno.
LL@(1278) These findings allow us to assess the respondents need for continuous learning. => Na osnovu ovih zaključaka možemo da procenimo potrebu ispitanika za stalnim usavršavanjem.
LL@(1279) In analysing the behaviour according to gender we are aware of the existence of a great percentage of females, 75% who consider this variable to be of utmost importance, and the 81% of male respondents are indicators which can be considered as being extremely high. => U analizi ponašanja prema polu svesni smo da postoji veliki procenat žena, 75%, koje smatraju da je ova varijabla od ključnog značaja, a 81% muškaraca joj pridaje izuzetno veliki značaj.
LL@(1280) Another issue which we consider of importance is the fact that 70 of the 90 respondents (78%) are in the age group between 19-22 years old. => Smatramo da je veoma značajan i podatak da se 70 od 90 ispitanika (78%) nalazi u starosnom dobu od 19-22 godine.
LL@(1281) Individual Competitiveness in personal life Count Individual Competitiveness Total none Very little little some reasonable complete Gender Female Male Total Gender Female Male Total Table 8: Individual Competitiveness * Gender Crosstabulation Source: (Authors) Due to the findings obtained in the previous variables, we decided to divide this variable in three sections. => Takmičarski duh pojedinca Rezultat Takmicarski duh Ukupno Nimalo Veoma malo Malo Delimicno U razumnoj meri U potpunosti Pol Ukupno Ženski Muški Tabela 8: ~~~ Takmičarski duh * Unakrsna tabulacija po polu Izvor: (Autori) Na osnovu zaključaka koje smo izveli iz dve prethodne varijable, podelili smo ovu varijablu u tri dela.
LL@(1282) The first, made up of none, very little, and little; the second section made up of intermediary values such as some and the third section, which includes the maximum values of reasonable and complete. => Prvi obuhvata odgovore nimalo, veoma malo i malo, drugi obuhvata srednje vrednosti kao što je delimično, a treći deo obuhvata maksimalne vrednos ti u razumnoj meri i u potpunosti.
LL@(1283) If we ignore the second sec Count Openness of Character Total little some reasonable complete Table 6: Openness of Character * Gender Crosstabulation Source: (Authors) tion we are aware that in general terms only 18% of the respondents answered little agreement in contrast to the 43% which we find in the third block. => Ako zanemarimo drugi deo, dolazimo do zaključka da uopšteno samo 18% ispitanika pokazuje malo slaganje, u odnosu na 43% u trećem delu.
LL@(1284) These findings allow us to conclude that the population under analysis can not be considered as being individualistic and instead is in favour of cooperation and of group work, which is a relevant finding. the rest of the variables, they do nevertheless demonstrate that there is a desire to avoid placing the person at the centre of the issues. ~~~ However, we insist in the need to improve these indicators. => Ovi rezultati nam dozvoljavaju da zaključimo da populacija koju analiziramo ne naginje individualnosti, već pre saradničkim odnosima i grupnom radu, što je značajan zaključak.
LL@(1285) If this, however, does not occur, it may well neutralise the potential capacities highlighted in the remaining variables. => 
LL@(1286) In terms of age group, the findings do not have any elements worth mentioning. => U okviru starosnog doba podaci nisu dali ni jedan elemenat vredan pomena.
LL@(1287) In terms of age group, the findings do not have any elements worth mentioning. ~~~ 3.3.4. => Maštovitost i kreativnost Rezultat Maštovitost i kreativnost Ukupno Veoma malo Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 9:
LL@(1288) Analysis of the individual at Lusíada University in Porto Imagination and Creativity in personal life Count Imaginationand creativity Total Very little little some reasonable complete Gender Female Male Total Table 9: Imagination and Creativity * Gender Crosstabulation Source: (Authors) We were once again surprised by these findings, as 69% of the respondents consider this variable as being of utmost importance, and only 6% of the same population give it assess it as being very little and little. => Maštovitost i kreativnost * Unakrsna tabulacija po polu Izvor: (Autori) Ponovo smo bili iznenađeni ovim nalazima, pošto 69% ispitanika smatra da je ova varijabla od izuzetnog značaja, a samo 6% iste populacije odgovara sa vrlo malo i malo.
LL@(1289) In an analysis of the findings of the behaviour between male and female we conclude that there are positive behaviours, the male responses total 65% whereas the females are 71%. => U analizi zaključaka o odgovorima žena i muškaraca zaključujemo da su stavovi pozitivni; odgovori muškaraca dostižu 65%, a žena 71%.
LL@(1290) We can infer that the data arising from this specific variable demonstrate that the courses taught contribute in some way enrich the mind leading towards greater levels of entrepreneurship. => Možemo da zaključimo da podaci dobijeni pomoću ove specifične varijable pokazuju da predavanja na neki način doprinose obogaćivanju ličnosti i vode ka višim nivoima preduzetništva.
LL@(1291) In terms of age group, the findings do not have any elements worth mentioning. => U okviru kriterijuma starosnog doba nije se izdvojio ni jedan podatak vredan pomena.
LL@(1292) Person at the centre in personal life Openness of Character in personal life Count Openness of Character Total some reasonable complete Gender Female Male Total Table 11: Openness of Character * Gender Crosstabulation Source: (Authors) This variable shows data similar to those of Cape Verde. => Pojedinac u središtu pažnje Rezultat Pojedinac središtu pažnje u Ukupno Nimalo Veoma malo Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 10: ~~~ Pojedinac u središtu pažnje * Unakrsna tabulacija po polu Izvor: (Autori) Analiza ovih rezultata pokazuje da najviša skala odgovora pokazuje 40%, i to u razumnoj meri i u potpunosti.
LL@(1293) On a general level 70% of the answers pay little importance to this variable, hence the answers to the topics of some and reasonable, in contrast to the 30% of the answers which are in effect in complete agreement. => Ipak, odgovori 36% ispitanika su na prosečnoj vrednosti, a 24% odgovara sa nimalo, veoma malo i ma lo. ~~~ Iako ove vrednosti nemaju isti kvalitet kao ostale varijable, one ipak pokazuju da postoji želja da se izbegne da budemo u središtu dešavanja.
LL@(1294) If we analyse the data according to gender we can ascertain that they show similar behaviour seeing that 27% of the male answers are in complete agreement in contrast to 33% of the female respondents. => Ipak, insistiramo na potrebi da se ovi indikatori usavrše. ~~~ Ako do toga ipak ne dođe, to može u priličnoj meri da neutralizuje potencijalne sposobnosti naglašene u preostalim varijablama.
LL@(1295) In analysis of the age group it is evident that the respondents in the age group 25-30 are seen to be more negative than the others. => U okviru kriterijuma starosnog doba nismo dobili odgovore vredne pomena. 3.
LL@(1296) If we take into account that this group is in the peak of their productivity, than this indicator is somewhat alarming as it shows that the people dont have an open mental model, one which is based on cooperation, dialogue and listening to others. => Analiza pojedinca na Univerzitetu Lusiada u Portu Rezultat Otvorenost licnosti Ukupno Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Otvorenost ličnosti Tabela 11:
LL@(1297) Count Person centre Total at the None Very little little some reasonable complete Table 10: Person at the centre* Gender Crosstabulation Source: (Authors) An analysis of these findings shows that the highest scale of the responses constitutes 40%, these being reasonable and complete. => Otvorenost ličnosti * Unakrsna tabulacija po polu Izvor: (Autori) Za ovu varijablu dobili smo rezultate slične onima na Zelenortskim Ostrvima. ~~~ Na opštem nivou 70% odgovora ne pridaju veliku pažnju ovoj varijabli, i otuda odgovori delimično i »u razumnoj meri u odnosu na 30% koji odgovaraju sa u potpunosti.
LL@(1298)  => Ako analiziramo podatke u odnosu na pol, dobićemo slične rezultate pošto je 27% muškaraca dalo odgovor u potpunosti, kao i 33% žena.
LL@(1299) However 36% of the respondents are average, these being some; whereas, 24% of the findings are concentrated in the none, very little and little. => U analizi po kriterijumu starosnog doba, očigledno je da ispitanici u grupi od 25-30 godina starosti imaju negativniji stav u odnosu na druge grupe.
LL@(1300) Although these values are of less quality in comparison to Gender Continuous Learning in personal life Female Male Total Count Continuous Learning Total little some reasonable complete Gender Female Male Total Table 12: Continuous Learning * Gender Crosstabulation Source: (Authors) The general behaviour of the respondents is similar to that of gender. => Ako uzmemo u obzir da je ova grupa u naponu produktivnosti, onda ovaj indikator deluje donekle uznemiravajuće, pokazujući da ljudi nemaju otvoreni mentalni model, model zasnovan na saradnji, dijalogu i slušanju drugih. ~~~ Rezultat Stalno usavršavanje Ukupno Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Stalno usavršavanje pojedinca Tabela 12: stalno usavršavanje * Unakrsna tabulacija po polu Izvor: (Autori) Ponašanje ispitanika u globalu je slično kao i prema kriterijumu pola.
LL@(1301) Thus, in a general analysis it is visible that 30% of the respondents are in complete agreement. => Tako se u opštoj analizi vidi da 30% ispitanika odgovara u potpunosti.
LL@(1302) However, 23% of that same population are in little agreement. => Ipak, 23% iste populacije odgovara sa malo.
LL@(1303) If one adds a part of the percentage referring to those indecisive respondents but who answered reasonable we ascertain that this percentage will rise, this therefore, can be seen as an alarming indicator. => Ako dodamo procenat onih neodlučnih ispitanika koji su ipak odgovorili sa u razumnoj meri, zaključićemo da procenat raste i da stoga može da bude alarmantan.
LL@(1304) It may be an indicator of a reduced aggressive entrepreneurial and business behaviour. => On može da bude pokazatelj nedovoljne agresivnosti u preduzetničnom i poslovnom ponašanju.
LL@(1305) In terms of age group, there is little to highlight except that those between 26 and 27 years old tend to react in a more negative manner. => Po kriterijumu starosnog doba, nismo dobili značajne podatke osim da ispitanici između 26 i 27 godina starosti ispoljavaju negativniji stav.
LL@(1306) Individual Competitiveness in personal life Person at the centre in the organization Person at the centre in personal life Count none Very little little some reasonable complete Gender Female Male Total Table 15: Person at the centre* Gender Crosstabulation Source: (Authors) The behaviour of the different genders is surprising. => Rezultat Takmicarski duh Ukupno Ženski Pol Muški Nimalo Malo Delimicno U razumnoj meri U potpunosti Ukupno Takmičarski duh pojedinca Tabela 13:
LL@(1307) Whereas the male gender does not pay importance to the responses none, very little and little, giving these a weight of 13%, the opposite gender gives the same category a weight of 53%. => Takmičarski duh pojedinca * Unakrsna tabulacija po polu Izvor: (Autori) Ova varijabla pokazuje veliku razliku među polovima.
LL@(1308) On the other hand, those categories most answered at the level of some, reasonable and complete have a weight of 87%, this is in direct contrast with the weight of 47% given by the female gender to these categories, Therefore, we find a great difference between the genders. => Muškarci izgleda osetljivije reaguju na ovu varijablu. ~~~ Tako joj 60% populacije pridaje najveći značaj, na nivou u razumnoj meri i u potpunosti.
LL@(1309) Even though the findings of the females are high they are nevertheless considered to be much lower than those of the males, who believe they should be the centre of attraction. => 
LL@(1310) 67% of both genders are in favour of this issue. => Ovo je upravo suprotno odgovorima 33% žena.
LL@(1311) We are of the opinion that herein resides one of the major problems in energizing the entrepreneurial capacity. => Ipak, u opštim odnosima i za kategorije nimalo, malo i delimično, to predstavlja više od 53%.
LL@(1312) We can infer that herein resides one of the main stumbling blocks which energizes the entrepreneurial capacity. => U svetlu ovih procenata možemo da zaključimo da ova varijabla takmičarskog duha zaista pripada drugom planu.
LL@(1313) In terms of age group, there is little to highlight. ~~~ 3.3.5. => Po kriterijumu starosnog doba nismo dobili nikakav značajan rezultat.
LL@(1314) Analysis of the individual in the organization at University Jean Piaget of Cape Verde Openness of character in organizations in Cape Verde Count openness of character in the organization Total Little Some reasonable complete Gender Female Male Total Table 16: Openness of character in the organization * Gender Crosstabulation Source: (Authors) In general, with reference to this variable, it can be stressed that 76% responded reasonable and complete agreement while 24% chose little and some. => Rezultat Maštovitost i kreativnost Ukupno Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Maštovitost i kreativnost Tabela 14: ~~~ Maštovitost i kreativnost * Unakrsna tabulacija po polu Izvor: (Autori) Ovde zaključujemo da se samo 27% ispitanika slaže u potpunosti. ~~~ Kada vršimo analizu po polu, muškarci su u 33% slučajeva odgovorili sa u potpunosti, a žene u 20% slučajeva.
LL@(1315) In view of these responses we can conclude that there is some concern in relation to this variable. ~~~ This can be a positive indication. => U skladu sa tim procentima smatramo da ova populacija pati od nedostatka kreativnosti i maštovitosti i to im ne dopušta da razviju preduzetničke sposobnosti.
LL@(1316) There is nothing relevant to include in relation to the age group. => Po kriterijumu starosnog doba nema značajnih podataka.
LL@(1317) Count Individual Competitiveness Total none little some reasonable complete Gender Female Male Total Total Table 13: Individual Competitiveness *Gender Crosstabulation Source: (Authors) This variable shows a significant distinction between genders. => Pojedinac u središtu pažnje Rezultat Pojedinac u središtu organizacije Ukupno Nimalo Veoma malo Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 15:
LL@(1318) The male respondents seem to be more sensitive to this variable. => Pojedinac u središtu pažnje * Unakrsna tabulacija po polu Izvor: (Autori) Iznenadili su nas odgovori po kriterijumu pola.
LL@(1319)  => Dok muškarci zaobilaze odgovore nimalo, veoma malo i malo i njihov procenat iznosi 13%, suprotni pol istu kategoriju odgovora daje u 53% slučajeva.
LL@(1320) This can be seen by virtue of the fact that 60% of the population giving it maximum weight, at the level of reasonable and complete. => S druge strane, najviše odgovora, 87%, dobili smo na nivou delimično, u razumnoj meri i u potpunosti od muškaraca, što je u suprotnosti sa 47% istih odgovora žena.
LL@(1321) This is in direct contrast to 33% of the female gender. => Stoga smatramo da postoji velika razlika između polova.
LL@(1322) However, in general term and for the set of categories which are none, little and some this represents more than 53%. => Iako su rezultati među ženskim ispitanicima visoki, ipak su niži od rezultata muških ispitanika, koji veruju da treba da budu u centru pažnje. ~~~ Na ovo pitanje pozitivno je odgovorilo 67% ispitanika oba pola.
LL@(1323) In face of these percentages we can infer that this variable of individual competitiveness is indeed relegated to a second plane. => Smatramo da ovde leži jedan od glavnih problema u podsticanju preduzetničkih sposobnosti.
LL@(1324) In terms of age group, there is little to highlight. => Možemo da zaključimo da je u ovome i jedna od glavnih prepreka.
LL@(1325) Imagination and Creativity in personal life Count Imagination and creatividade Total some reasonable complete Gender Female Male Total Table 14: Imagination and Creativity* Gender Crosstabulation Source: (Authors) This variable we find that only 27% of the respondents show complete agreement. => Po kriterijumu starosne grupe nismo naišli na podatke vredne pomena. 3. ~~~ Analiza pojedinca u organizaciji na Univerzitetu Jean Piaget, Zelenortska Ostrva Otvorenost ličnosti u organizacijama na Zelenortskim Ostrvima Rezultat Otvorenost licnosti u organizaciji Ukupno Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 16:
LL@(1326) In terms of an analysis according to gender we ascertain that the male sector gives a weight of 33% to complete agreement whereas the female sector gives 20%. => Otvorenost ličnosti u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) Kada je reč o ovoj varijabli, treba naglasiti da je 76% ispitanika odgovorilo u razumnoj meri i u potpunosti, dok je 24% izabralo odgovore malo i delimično.
LL@(1327) In accordance with those percentages we are of the opinion that the population suffers from a deficit of creativity and imagination and thus does not allow for the revitalization of the entrepreneurship capacity. => U pogledu ovakvih odgovora možemo da zaključimo da se ovoj varijabli poklanja određena pažnja. ~~~ To može da bude pozitivan znak.
LL@(1328) In terms of age group, there is little to highlight. => Po kriterijumu starosne grupe nismo dobili nikakve relevantne podatke.
LL@(1329) Continuous Learning in organization Count Imagination and Creativity in the Organization Count continuous learning in organization Total little some reasonable complete Gender Female Male Total imagination in the organization Total little some reasonable complete Gender Female Male Total Table 17: continuous learning in the organization * Gender Crosstabulation Source: (Authors) The positive values relating to this variable are situated at the level of reasonable and complete agreement. => Stalno usavršavanje u organizaciji Rezultat Maštovitost i kreativnost u organizaciji Rezultat Stalno uavršavanje u organizaciji Ukupno Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Maštovitost u organizaciji Ukupno Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 17: ~~~ Stalno usavršavanje u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) Tabela 19: ~~~ Maštovitost u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) Pozitivne vrednosti u vezi sa ovom varijablom nalaze se na nivou u razumnoj meri i u potpunosti.
LL@(1330) While the remaining 28% responses lie in little and some importance. => Ostalih 28% ispitanika uglavnom je odgovorilo sa malo i delimično.
LL@(1331) We are confronted with a particularly relevant indicator in the realm of continuous learning. => Ovde se nalazimo pred veoma značajnim pokazateljem u oblasti stalnog usavršavanja.
LL@(1332) When a comparison is established between the genders and age groups, there are no great behavioural differences in this variable. => Kada se uporede polovi, ne uočava se velika razlika u odgovorima.
LL@(1333) Individual Competitiveness in the Organization Count Individual competitiveness in the organization Total some reasonable complete Gender Female Male Total Table 18: Individual competitiveness in the organization *Gender Crosstabulation Source: (Authors) In general terms, the respondents demonstrate that they are in some and reasonable agreement with this variable as 92% of the population conveys a less convincing response as opposed to the remaining 8% who are in complete agreement with the variable in relation to the variables importance. => Takmičarski duh pojedinca u organizaciji Rezultat Takmicarski duh u organizaciji Ukupno U razumnoj meri U potpunosti Delimicno Pol Ženski Muški Ukupno Tabela 18: ~~~ Takmičarski duh pojedinca u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) U globalu su ispitanici u 92% slučajeva odgovorili sa delimično i u razumnoj meri, tako da velika većina populacije nije baš uverena u to, za razliku od preostalih 8% koji su odgovorili sa u potpunosti kad je u pitanju značaj ove varijable.
LL@(1334) Moreover, the analysis of gender, we identify some difference albeit it is not considered notable. => I u analizi po polovima nailazimo na neke razlike, mada nisu značajne.
LL@(1335) In this way, 89% of the male respondents are unfavourable towards this variable which is in opposition to the female responses which total 94%. => Ovde 89% muških ispitanika imaju negativan stav prema ovoj varijabli, što je u suprotnosti sa odgovorima žena, čiji procenat iznosi 94%.
LL@(1336) These responses are equally weighted amongst the choices within the variable. => Odgovori su ravnomerno raspoređeni po celoj varijabli.
LL@(1337) Thus, in general we understand that the attribution of the lack of importance to this variable, lends itself towards absorbing the obstacles of entrepreneurship. => Stoga izvodimo opšti zaključak da nepridavanje značaja ovoj varijabli otvara mesto preprekama za razvoj preduzetništva.
LL@(1338) This results from the fact that the individual is not conscious of this variable and this lack of consciousness leads to the lack of awareness of the need for the individual to participate within the organization. ~~~ In relation to the age, albeit there seems to be a similar behaviour in all age groups, we observe that the respondents between the 22 and 23 years old, are, in turn, essentially discordant. => Ovo proizilazi iz činjenice da pojedinac nije svestan ove varijable, a ovaj nedostatak svesti dovodi do nepostojanja svesti o potrebi pojedinca da učestvuje u radu organizacije. [to se tiče starosnog doba, iako izgleda da su reakcije svih starosnih grupa slične, zapažamo da postoje bitne razlike između ispitanika starih 22 i 23 godine.
LL@(1339) Table 19: Imagination in the organization * Gender Crosstabulation Source: (Authors) This variable represents an identical behaviour as the abovementioned variable of Competitiveness as 92% of the respondents demonstrate little agreement towards this variable. => Ova varijabla predstavlja reagovanje identično onome o takmičarskom duhu, pošto se 92% ispitanika u stvari ne slaže sa postavkom iz ove varijable.
LL@(1340) The remaining 8% convey their complete agreement towards this variable. => Preostalih 8% potpuno se slaže.
LL@(1341) A comparison of the genders demonstrates that in general terms there is some divergence as the male respondents choose to exclude the extreme classifications. => Poredeći polove nailazimo na neka razilaženja pošto se muški ispitanici nisu opredelili za ekstremne vrednosti u odgovorima.
LL@(1342) In this way, the opposite genders attribute more weight, namely, 26%, to these extremes in equal proportions (13%), to little and to complete agreement. => Tako suprotni pol u 26% slučajeva daje odgovore u ekstremnim vrednostima (po 13% ), malo s jedne i u potpunosti s druge strane.
LL@(1343) In relation to age, we highlight the 23 year old age group who responded negatively. => U pogledu starosnog doba, naglasićemo da ispitanici stari 27 godina imaju negativan stav.
LL@(1344) Person at the Centre of analysis in the Organization Count person at centre in the organization Total None Little Some Reasonable Complete Gender Female Male Total Table 20: Person at centre in the organization * Gender Crosstabulation Source: (Authors) This variable seemed to be of great importance. => Pojedinac u središtu analize u organizaciji Pojedinac u središtu u organizaciji Ukupno Nimalo Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 20:
LL@(1345) 64% of the respondents noted they were in general agreement, contrary to 36% of the responses which attribute little importance and distribute the responses to none, little or some. => Pojedinac u središtu u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) Izgleda da je ova varijabla veoma značajna. 64% ispitanika su se uopšteno složili, nasuprot 36% odgovora u kojima se pridaje mala vrednost i gde preovlađuju odgovori nimalo, malo ili delimično.
LL@(1346) A comparison of the genders leads us to confirm that, even though the male responses exclude nothing or complete agreement, 56% of the respondents choose reasonable. => Kad poredimo polove, zaključićemo da, iako muška populacija izostavlja odgovore nimalo i u potpunosti, 56% ispitanika izabrali su odgovor u razumnoj meri.
LL@(1347) On the other hand the female responses choose to answer all categories. => S druge strane, odgovori ženskih ispitanika nalaze se u svim kategorijama.
LL@(1348) However, the two most answered categories are reasonable and complete which reaches 69%. => Ipak, dve kategorije koje obuhvataju najveći broj odgovora su u razumnoj meri i u potpunosti, što iznosi 69%.
LL@(1349) From the above analysis, we can infer the traces of individualism, as a success factor for entrepreneurship are evident. => Iz izvedene analize zaključujemo da postoje tragovi individualzma pošto je faktor uspeha za preduzetništvo očigledan.
LL@(1350) In terms of the age group, the behaviour is identical. => Sve starosne grupe ponašaju se isto. 3.
LL@(1351) 3.3.6 Analysis of the individual in the organization at University of Minho Openness of Character in the Organization In view of the above findings, we share the opinion that such a situation stems from the low level of intellectual and physical development. => Analiza pojedinca u organizaciji na Univerzitetu Minho Otvorenost ličnosti u organizaciji Rezultat Gender U svetlu gorenavedenih zaključaka, smatramo da je ovakva situacija posledica niskog intelektualnog i fizičkog razvoja.
LL@(1352) Thus, as the years go by, the people are more receptive to the needs and the importance of continuous training. => Tako, kako godine prolaze, ljudi su sve otvoreniji prema potrebama i značaju stalnog usavršavanja.
LL@(1353) Gender Female Male Total Individual Competitiveness in the Organization Count Individual Competitiveness in the organization Total none Very little little some reasonable complete Gender Female Male Total Table 23: Individual Competitiveness in the organization *Gender Crosstabulation Source: (Authors) This variable demonstrates that, regardless of gender and age, there is an entrenched worry in relation to the categories of some and reasonable. => Ženski Muški Ukupno Takmičarski duh pojedinca u organizaciji Otvorenost licnosti u organizaciji Ukupno Veoma malo Malo Delimicno U razumnoj meri U potpunosti Rezultat Takmicarski duh u organizaciji Ukupno Nimalo Veoma malo Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela23: ~~~ Takmičarski duh pojedinca u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) Iz ove varijable vidimo da, bez obzira na pol i starosno doba, postoji ukorenjena nesigurnost u vezi sa kategorijama delimično i u razumnoj meri.
LL@(1354) In this way, this variable seems to convey little importance in relation to the respondents in analysis. => Tako izgleda da ova varijabla nema nekog značaja za ispitanike.
LL@(1355) Thus, if collegiality is considered to be one of the strongest components of entrepreneurship, then how can the responses be interpreted? => Stoga, ako se uzme da je kolegijalnost jedan od najjačih elemenata preduzetništva, kako da tumačimo ove odgovore?
LL@(1356) In view of these results, we are convinced that the course syllabi of the Management and Human Resource Management Degrees are not launching the roots for entrepreneurship. => U pogledu ovih rezultata uvereni smo da predavanja na Odsecima za upravljanje i upravljanje ljudskim resursima ne daju osnova za nastanak preduzetništva.
LL@(1357) Imagination and Creativity in the Organization Count Imagination and creativity in the organization Total Very little little some reasonable complete Gender Female Male Total Table 24: Imagination and Creativity in the organization* Gender Crosstabulation Source: (Authors) In terms of the gender behaviour we can verify that 68% of the respondents consider that this variable to be interesting and very interesting. => Maštovitost i kreativnost u organizaciji Rezultat Maštovitost i kreativnost u organizaciji Veoma malo Ženski Pol Malo Delimicno U razumnoj meri U potpunosti Ukupno Muški Ukupno Tabela 24: ~~~ Maštovitost i kreativnost u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) Kad analiziramo odgovore po polu, vidimo da 68% ispitanika smatra da je ova varijabla interesantna ili veoma interesantna.
LL@(1358) However, the female sector continues to attribute more attention to it in view of 27% of these respondents are complete agreement in contrast to the male respondents in this category which total 10% . => Ipak, žene joj pridaju veći značaj pošto 27% odgovara sa u potpunosti u poređenju sa muškom populacijom u ovoj kategoriji, čiji je procenat 10%.
LL@(1359) It is here that we encounter yet another diverging aspect between the genders, regardless of age group, which can be considered significant in terms of the behaviour analysis. => Upravo ovde nailazimo na još jedan aspekt razlika među grupama bez obzira na starosno doba, koji može da bude značajan u smislu analize ponašanja.
LL@(1360) Count Openness of character in the organization Total Very little little Some reasonable complete Table 21: Openness of Character in the organization* Gender Crosstabulation Source: (Authors) As far as gender is concerned there are different behaviour patterns. => Tabela 21: otvorenost ličnosti u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) Obrazac ponašanja se razlikuje kada govorimo o polu.
LL@(1361) In a general sense the female respondents are in agreement as 36% show a complete agreement with the variable. => Uopšteno, ženski ispitanici se u 36% slučajeva u potpunosti slažu sa stavom u ovoj varijabli.
LL@(1362) In contrast with the male respondents, these do not go above 19%. => Na suprotnoj strani su muškarci, čiji broj ne prelazi 19%.
LL@(1363) However, in general terms, 39% of the respondents provide a negative answer and 39% show little or some agreement. => Ipak, u opštim uslovima, 39% ispitanika pokazuje negativan stav, a 39% je dalo odgovore malo i delimično.
LL@(1364) According to our interpretation this may signify that openness of character may be an obstacle to the entrepreneurship dynamics. => Prema našem tumačenju, ovo može da ukaže na to da otvorenost ličnosti može da predstavlja prepreku u preduzetničkoj dinamici.
LL@(1365) Continuous learning in the Organization Count Continuous learning in the organization Total none very little little some reasonable complete Gender Female Male Total Table 22: Continuous learning in the organization *Gender Crosstabulation Source: (Authors) The male respondents continue to attribute less importance to continuous learning, as reflected in fact 10% of the respondents are in complete agreement while 33% of the same respondents disagree or simply show some agreement. => Stalno usavršavanje u organizaciji Rezultat Stalno usavršavanje u organizaciji Ukupno Nimalo Veoma malo Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 22: stalno usavršavanje u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) Muški ispitanici i dalje pridaju manje značaja stalnom usavršavanju, što pokazuje podatak da 10% odgovara u potpunosti, dok se 33% istih ispitanika ne slaže ili odgovara sa delimično.
LL@(1366) On the other hand, the female sector, demonstrates a less favourable position as 32% of the respondents are in complete agreement. => S druge strane, ženski ispitanici pokazuju da su u podređenom položaju, pošto 32% odgovara sa u potpunosti.
LL@(1367) However, there is yet another disagreeing indicator which demonstrates that 27% of the respondents is in favour of some agreement. => Ipak, postoji još jedan pokazatelj koji se ne uklapa, i koji pokazuje da 27% odgovara sa delimično.
LL@(1368) In terms of age, we can verify that 31% of the respondents are in low agreement with the levels, namely, little and some. => Po kriterijumu starosnog doba, utvrdili smo da 31% ispitanika ne pokazuje pozitivan stav i odgovara sa malo ili delimično.
LL@(1369) But, if we verify the age group we can infer that there is some concentration in the responses among the 19-23 year olds from which the response tendency is inverted. => Ali, ako pogledamo starosnu grupu, videćemo da postoji izvesna koncentracija odgovora među ispitanicima starim 19-23 godine u kojoj je tendencija obrnuta.
LL@(1370) Gender Male none Female Person at the centre in the Organization Count Person at centre in the organization Total Very little little some reasonable complete Total Table 25: Person at the centre in the organization * Gender Crosstabulation Source: (Authors) With reference to this variable, it is considered strange that 80% of the respondents should demonstrate their agreement. => Pojedinac u središtu pažnje u organizaciji Stalno usavršavanje u organizaciji Pojedinac u središtu u organizaciji Ukupno Nimalo Veoma malo Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Rezultat Tabela 25: ~~~ Pojedinac u središtu pažnje u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) Kad govorimo o ovoj varijabli, čudno je da se 80% ispitanika slaže sa njom.
LL@(1371) Thus, seeing that this variable considers the person as being the centre of importance, this may indeed lead to the concentration of power. => Iz ovoga proizilazi da, pošto ova varijabla daje pojedincu najveći značaj, ona zaista može da vodi koncentraciji moći.
LL@(1372) This concentration does not however facilitate the sharing of power which can lead to a negative impact upon the organizations performance in the future. => Ova koncentracija sa svoje strane ne obezbeđuje podelu vlasti, a to može negativno da utiče na učinak organizacije u budućnosti.
LL@(1373) Thus, in view of the fact that the responses none, very little, and little do not go beyond 20%, we can infer that both genders represent an identical tendency and attribute equal importance to individualism in the realm of entrepreneurship. => Stoga, u svetlu činjenice da odgovori nimalo, veoma malo i malo ne prelaze 20%, možemo da zaključimo da kod oba pola postoji ista tendencija i da pridaju isti značaj individualizmu u oblasti preduzetništva.
LL@(1374) In this way, this demonstrates the way to sustain and nurture the entrepreneurial capacity. => Ovo predstavlja način da se održi i pothrani preduzetnička sposobnost.
LL@(1375) On the other hand, taking into the age group into consideration, it can be inferred that the behaviours are similar which thus leads to the need for structural change in the thought processes. => S druge strane, kad govorimo o starosnom dobu, možemo da zaključimo da postoji sličnost u reakcijama, a to pokazuje da postoji potreba za strukturnim promenama u načinu razmišljanja. 3.
LL@(1376) 3.3.7 Analysis of the individual in the organization at Lusíada University in Porto Openness of Character in the Organization Count Openness of character in organizations Total Very little some reasonable complete Gender Female Male Total Table 26: Openness of Character in the organization* Gender Crosstabulation Source: (Authors) On the one hand it can be inferred that the differences in behaviour are similar in relation to both genders. => Analiza pojedinca u organizaciji na Univerzitetu Lusiada u Portu Otvorenost ličnosti u organizaciji Rezultat Otvorenost licnosti u organizaciji Ukupno Veoma malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 26: ~~~ Otvorenost ličnosti u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) S jedne strane, može se zaključiti da oba pola pokazuju slične razlike u reakcijama.
LL@(1377) On the other hand, the response tendency orients itself towards valuing the variable as 70%, thus classifying this variable, in general terms, due to the responses being in reasonable and complete agreement. => S druge strane, tendencija odgovora veoma uvažava ovu varijablu, s obzirom da 70% ispitanika daje odgovore u razumnoj meri i u potpunosti.
LL@(1378) This fact is somewhat astonishing. ~~~ In terms of the age group, the level of relevant physical maturity, however, continues to be expressed through the less positive responses, such as, some and reasonable. => Na neki način ovo nas veoma zbunjuje. [to se tiče starosnog doba, ponavlja se tendencija da što su ispitanici stariji, njhovi stavovi su manje pozitivni i zadržavaju se na vrednostima delimično i u razumnoj meri.
LL@(1379) Continuous Learning in the Organization Count Continuous learning in the organization Total Very little little some reasonable complete Sexo dos inquiridos Feminino Masculino Total Table 27: Continuous Learning in the organization* Gender Crosstabulation Source: (Authors) It is astonishing that 33% of the respondents are against the importance of continuous learning in the institution as opposed to 17% which is complete agreement. => Stalno usavršavanje u organizaciji Ukupno Veoma malo Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 27: ~~~ Stalno usavršavanje u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) Zapanjuje nas da 33% ispitanika ne uvažava značaj stalnog usavršavanja u instituciji, nasuprot 17% koji su odgovorili sa u potpunosti.
LL@(1380) Individual Competitiveness in the Organization Count Individual competitiveness in the organization Total none little some reasonable complete Gender Female Male Total Table 28: Individual Competitiveness in the organization* Gender Crosstabulation Source: (Authors) In general terms, 60% of the respondents demonstrate that they are in favour of the individual competitiveness. => Takmičarski duh pojedinca u organizaciji Rezultat Takmicarski duh u organizaciji Ukupno Nimalo Malo Delimicno U razumnoj meri Ukupno Pol Ženski Muški Ukupno Tabela 28: ~~~ Takmičarski duh pojedinca u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) 60% ispitanika uglavnom uvažavaju značaj takmičarskog duha.
LL@(1381) This percentage appears to contradict the entrepreneurial capacity. => Izgleda da se ovaj procenat kosi sa preduzetničkim sposobnostima.
LL@(1382) We share the opinion that if the individual creativity is not collectively diffused, shared and matured it will not present positive effects. => Naše mišljenje jeste da, ako se kreativnost pojedinca ne prenese na ceo kolektiv, ako se ne podeli i ne sazri, neće ni dati pozitivne efekte.
LL@(1383) However, the fact that this behaviour is shared by both genders is also considered strange. => I činjenica da su oba pola odgovorila na sličan način deluje pomalo čudno.
LL@(1384) Imagination and Creativity in the Organization Count Imagination and creativity in the organization Total none some reasonable complete Gender Female Male Total Table 29: Imagination and Creativity in the organization* Gender Crosstabulation Source: (Authors) This variable is considered to be one of the base elements for the construction and actual building of the entrepreneurial capacity; albeit some disquiet stems from the findings obtained. => Maštovitost i kreativnost u organizaciji Rezultat Maštovitost i kreativnost u organizaciji Ukupno Nimalo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 29: ~~~ Maštovitost i kreativnost u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) Ova varijabla se smatra jednim od osnovnih elemenata za izgrađivanje i razvijanje preduzetničkih sposobnosti, iako su nas neki rezultati koje smo dobili zabrinuli.
LL@(1385) In general terms this is due to fact that the respondents attributed an average importance. => U opštem smislu, to je stoga što su ispitanici pokazali priličnu ravnodušnost.
LL@(1386) However, as we analyse the genders we verify that the male respondents have a greater tendency towards imagination and creativity compared to the females as 40% of the male findings focus on complete agreement as opposed to the 16% of the female findings. => Ipak, ako analiziramo odgovore po polu, vidimo da muški ispitanici pokazuju veću tendenciju prema maštovitosti i kreativnosti od žena, pošto je njih 40% odgovorilo u potpunosti u odnosu na 16% žena.
LL@(1387) However, in general terms, this variable is not valued by all. => U opštem smislu, međutim, ova varijabla ne nailazi na odobravanje kod svih.
LL@(1388) This allows us to infer that entrepreneurship is not nurtured through the findings obtained in relation to this variable. => Na osnovu ovoga zaključujemo da rezultati ne pokazuju da ispitanici uvažavaju značaj preduzetništva.
LL@(1389) In an analysis according to the age groups we verify that the behaviour is similar even though a lower importance is given by the older respondents. => U analizi po kriterijumu starosnog doba nailazimo na slične rezultate, mada stariji ispitanici ocenjuju varijablu nižom ocenom.
LL@(1390) Person at the Centre in the Organization Count Person at the centre in the organization Total none Very little little some reasonable complete Gender Female Male Total Table 30: Person at the Centre in the organization* Gender Crosstabulation Source: (Authors) This variable produces some dissatisfaction in relation to the findings because in general terms, 83% of the respondents are in favour of its importance. => Rezultat Pojedinac u središtu pažnje Ukupno Nimalo Veoma malo Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Pojedinac u središtu pažnje u organizaciji Tabela 30: ~~~ Pojedinac u središtu pažnje u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) U vezi sa ovom varijablom nismo sasvim zadovoljnu rezultatima pošto u opštem smislu 83% ispitanika uvažava njen značaj.
LL@(1391) The categories complete, reasonable and some agreement represent 83% of the findings. => U ovih 83% pripadaju kategorije odgovora u potpunosti, u razumnoj meri i delimično.
LL@(1392) In this way, the remaining 17% of the findings represent the levels of none, very little and little which lead us to infer that individualism starts to be highly adhered to and which then becomes an obstacle in the entrepreneurial production in Portugal. => Ostalih 17% zadržava se na nivoima nimalo, veoma malo i malo po čemu zaključujemo da se individualizam veoma poštuje i da to može da bude prepreka usponu preduzetništva u Portugaliji.
LL@(1393) A few differences were encountered in an analysis of the findings according to gender. => U odnosu na pol, u analizi smo naišli na nekoliko razlika.
LL@(1394) The male findings reveal that 93% are in complete agreement with this variable, in the categories of some, reasonable, complete agreement while the female findings represent 73% in this variable. => Muškarci su u procentu od 93% odgovorili sa u potpunosti, ostali su raspoređeni u kategorijama delimično i u razumnoj meri, dok su žene ovako odgovorile u 73% slučajeva.
LL@(1395) The negative responses add up to 27%. => Negativni odgovori dati su u 27% slučajeva.
LL@(1396) In general, different levels of entrepreneurship are related to the behaviour differences and which, in turn, are more evident in the female findings. ~~~ The latter shows a greater tendency and sensitivity towards entrepreneurship. => Ako uopštimo stvari, različiti nivoi preduzetništva vezani su za razlike u ponašanju i očigledniji su u odgovorima koje su dale žene. @ene takođe pokazuju veću tendenciju i osetljivost u odnosu na preduzetništvo.
LL@(1397) The behaviours are identical in terms of the age groups as there are no divergences in relation to the abovementioned factors in analysis. => Sve starosne grupe ponašaju se identično i tu nismo naišli na razlike kod navedenih faktora u analizi. 4.
LL@(1398) 4. ~~~ Conclusion Despite the fact that we consider those findings pertaining to Jean Piaget University of Cape Verde as being negative, on deeper analysis we are able to conclude that these are in accordance with the social and economic environments of that area and thus these findings may well not be as surprising as originally thought as these are close to the findings obtained for the Lusíada University in Porto. => Zaključak Uprkos tome što smatramo da su zaključci u slučaju Univerziteta Jean Piager na Zelenortskim Ostrvima negativni, dubljom analizom zaključujemo da su oni u skladu sa društvenim i ekonomskim okruženjem u toj oblasti i stoga ne mogu toliko da iznenade kako to na prvi pogled izgleda, pošto su slični sa rezultatima za Univerzitet Lusiada u Portu.
LL@(1399) The less reasonable findings we gathered are indeed many and this is irrespective of the geographic positioning of the respondents. => Ipak, naišli smo i na veliki broj teže objašnjivih zaključaka koji ne zavise of geografske oblasti u kojoj ispitanici žive.
LL@(1400) This issue may well be reflected in a less positive behaviour and through indicators of extremely low productivity. => Ovo pitanje se jasno odražava u manje pozitivnom ponašanju i u pokazateljima veoma niske produktivnosti.
LL@(1401) Our concern was mainly to ponder upon some qualitative variables with immediate impact and which reflect on the quality of performance of the economic agents. => Mi smo uglavnom želeli da analiziramo neke kvalitativne varijable čiji je uticaj neposredan i koje se odražavaju na kvalitet učinka ekonomskih činilaca.
LL@(1402) We highlight the creativity and imagination variable as an example, which are not highly valued, and if the lack of predisposition to mental openness is added to this, the result will be a decrease in cooperation and reduced predisposition towards the sharing of knowledge. => Kao primer ističemo varijablu maštovitosti i kreativnosti, koje nisu visoko vrednovane i, ako im se doda nedostatak predispozicije za mentalnu otvorenost, to će za posledicu imati manji stepen saradnje i smanjenu predispoziciju za razmenu znanja.
LL@(1403) We consider entrepreneurship as being the foundation for the dynamic factors that sustain aggressive competitiveness. => Smatramo da je preduzetništvo osnov dinamičkih faktora kojima se omogućava i održava agresivna konkurencija.
LL@(1404) In view of these general findings the economic agents continue to display traits of passive behaviour, which impose difficulties upon the more dynamic traits. => U svetlu ovih uopštenih zaključaka, ekonomski činioci i dalje pokazuju odlike pasivnog ponašanja koje ne dozvoljavaju da dinamičke odlike izađu na svetlost dana.
LL@(1405) All the findings from the University of Minho demonstrate highly attractive indicators in comparison to the two other universities, namely Jean Piaget University of Cape Verde as well as Lusíada University in Porto. => Svi zaključci sa Univerziteta Minho ukazuju na veoma dobre pokazatelje u poređenju sa prethodna dva univerziteta, Univerziteta Jean Piaget na Zelenortskim Ostrvima i Univeziteta Lusianda u Portu.
LL@(1406) The findings of the University of Minho demonstrate that they are apparently more consistent and more favourable. => Zaključci izvedeni na Univerzitetu Minho su konzistentniji i pozitivniji.
LL@(1407) However, we cannot categorically state that its respondents are necessarily more entrepreneurial than the others. => Ipak, ne možemo kategorički da tvrdimo da su ispitanici na ovom univerzitetu preduzetniji od ostalih.
LL@(1408) It seems obvious that the curricula taught exert an influence upon the capacity of sculpturing the personality of the students. => Ali je očigledno da nastavni program koji se tamo primenjuje ispoljava jači uticaj na izgradnju ličnosti studenata.
LL@(1409) An analysis of the organizational environments which form part of this study, and in accordance to the answers given, we are aware that there is a reduced attractiveness and diminished tendency towards entrepreneurship on the part of the institutions as such. => U analizi organizacionog okruženja koja je takođe deo ove studije prema dobijenim odgovorima vidimo da i same institucije manje teže preduzetništvu.
LL@(1410) Therefore, it is our opinion that the reduced awareness of entrepreneurship, as well as other more aggressive and dynamic behaviours in the quest for alternative answers of growth and of subsequent development and which are directly related to the actual institution are lacking. => Stoga smatramo da tu nedostaje svest o preduzetništvu, kao i drugi agresivniji i dinamičniji oblici ponašanja u potrazi za alternativnim odgovorima u vezi sa rastom i razvojem koji su neposredno vezani za ove institucije.
LL@(1411) However, seeing that the institution is composed of a set of elements, amongst which are professors and scientists, we believe that there must be an alignment in the entrepreneurial behaviour. => Ipak, pošto se institucija sastoji od skupa elemenata, među kojima su i profesori i naučnici, verujemo da mora doći do usklađivanja preduzetničkog ponašanja.
LL@(1412) The students show a great deficit in those variables which are at the basis of our analysis, namely, happiness, friendship, and collectivism, but we are aware that responsibility cannot, however, be placed entirely upon the given situation. => Studenti pokazuju veliki deficit u onim varijablama koje nisu bile predmet naše studije, kao što su sreća, prijateljstvo, kolektivnost, ali ne verujemo da se odgovornost može svaliti samo na datu situaciju.
LL@(1413) According to the systemic analysis focused upon by Senge, albeit other thinkers such as Lewin, Drucker, Kanter have also written extensively about this, and with whom we also corroborate, we thus consider ourselves as being interdependent agents, who are in constant interaction in the search of economic synergies. => Prema sistemskoj analizi kojom se posebno bavio Senge, mada su i drugi autori, Lewin, Drücker, Kanter, opširno pisali o ovome i sa njima se takođe slažemo, smatramo sebe međuzavisnim činiocima, koji su u stalnoj interakciji u traganju za ekonomskim sinergijama.
LL@(1414) In this context, either we are considered as being the raising agent of change, or it is our opinion that change, be it organisational, social and individual, will be difficult to implement. => U ovom kontekstu, ili se možemo smatrati činiocima promene u usponu, ili je naše mišljenje da će promenu, bez obzira da li je to organizaciona, društvena ili individualna promena, biti teško primeniti.
LL@(1415) Thus, even if some change is likely to occur, it will not be consistent and, therefore, it will produce negative externalities of entrepreneurship on which the society is so abundant and which forms the basis of our criticism. => Stoga, iako će verovatno doći do neke promene, ona neće biti dosledna i zato će imati negativne posledice po preduzetništvo kojih je tako mnogo u našem društvu i koje predstavljaju osnovu za našu kritiku.
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LL@(1431) Software of the Mind. => Software of the Mind.
LL@(1432) London: Harper CollinsPublishers. => London: ~~~ Harper CollinsPublishers.
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LL@(1434) KANTER, Rosabeth Moss (1983), The Change Masters. => 81, No.8, pp. 119-127. KANTER, Rosabeth Moss (1983), The Change Masters.
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LL@(1443) A Passion for Excellence. => A Passion for Excellence.
LL@(1444) The Leadership difference. => The Leadership difference.
LL@(1445) London: Harper Collins. => London: ~~~ Harper Collins.
LL@(1446) PETERS, Tom. ~~~ (1989). => PETERS, Tom. (1989).
LL@(1447) Thriving on Chaos. => Thriving on Chaos.
LL@(1448) London: Pan. => London: ~~~ Pan.
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LL@(1455) SENGE, Peter (2001), The Dance of Change. => SENGE, Peter (2001), The Dance of Change.
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LL@(1459) UHLANER, L.M., A.R. Thurik and J. Hutjes, 2002, Post-materialism as a cultural factor influencing entrepreneurial activity across nations, ERIM Report ERS-2002-62STR, Erasmus University Rotterdam. => UHLANER, L.M., A.R. Thurik and J. Hutjes, 2002, Post-materialism as a cultural factor influencing entrepreneurial activity across nations, ERIM Report ERS2002-62STR, Erasmus University Rotterdam.
LL@(1460) APPENDIX 1 The questionnaire was authorised by Prof. Simon L. Dolan, Catedratico de la Universidad Ramon Llull, Director of Research - IEL (Instituto de Estudios Laborales), ESADE Business School, Ramon Llull University, Avenida Pedralbes 60-62, 08034 Barcelona SPAIN, (+ 34) 93 280 6162 Ext. => DODATAK 1 Upitnik je odobrio Prof. Simon L. Dolan, šef katedre na Universitad Ramon Llull, Direktor istraživanja IEL (Instituto de Estudios Laborales), Poslovna škola ESADE, Univerzitet Ramon Llull, Avenida Pedralbes 60-62, 08034 Barcelona, [PANIJA, (+34) 93 280 6162, lokal 2483 ili 3749; Fax (+34) 93 204 8105, Email DOLAN@ESADE.
LL@(1461) 2483 or 3749 ; Fax (+34) 93 204 8105, Email: DOLAN@ESADE.EDU c.v.: www.arrakis.es/čdolan/dolancv.html In reflecting over the values below, think about work and life in the 21st Century. => EDU c.v.:www.arrakis.es/čdolan/dolancv.html Dok razmišljate o ponuđenim vrednostima, imajte na umu kakav će biti način života I rada u XXI veku.
LL@(1462) To what extent do you believe each of the values will be important to your personal and professional life? => Do kojeg stepena mislite da će svaka ponuđena vrednost imati značaja za Vaš lični I profesionalni život?
LL@(1463) Note: there is no right or wrong answer, simply mark only one digit (between 0 = of no importance at all; 1 = indifferent; 2 = of very little or no importance; 3 = of little importance; 4 = of moderate importance and 5 = very important) in every row and each column which reflect your belief. => Obrtatite pažnju: ne postoje tačni ili netačni odgovori, jednostavno obeležite jedan broj (između 0 = of uopšte ne pridajem značaj; 1 = svejedno mi je; 2 = veoma malo ili nimalo; 3 = of little importance; 4 = delimično mi znači i 5 = veoma značajno) u svakom redu i u svakoj koloni kojim ćete odrediti svoj sud.
LL@(1464) Values and action principles which really affect and influence my every day life… My personal life The organisation in which I work none very important none very important Happiness Love - sensitivity Open-mindedness Continuous practical Learning Harmony - aesthetics Adventure - bravery Friendliness Coherence Individual competitiveness Effective communication Confidence (rely on) Collaboration - companionship Family care 1. ~~~ 2. ~~~ 3. ~~~ 4. ~~~ 5. ~~~ 6. ~~~ 7. ~~~ 8. ~~~ 9. ~~~ 10. ~~~ 11. ~~~ 12. ~~~ 13. ~~~ 14. ~~~ Money - material survival 15. ~~~ 16. ~~~ Results efficiency 17. ~~~ Emotional empathy 18. ~~~ Work-Life balance 19. ~~~ Professional ethics 20. ~~~ Happiness (search for) 21. ~~~ Adaptive flexibility 22. ~~~ Generosity sharing 23. ~~~ Dignity / Humbleness 24. ~~~ Utopia - ideal Equality (no discrimination) 25. ~~~ Imagination - creativity 26. ~~~ Integrity 27. ~~~ Justice - social responsibility 28. ~~~ Person at the centre 29. ~~~ 30. ~~~ Freedom - initiative 31. ~~~ Order - organisation 32. ~~~ 33. ~~~ 34. ~~~ 35. ~~~ Respect for people 36. ~~~ Respect for the environment 37. ~~~ 38. ~~~ Health 39. ~~~ 40. ~~~ 41. ~~~ 42. => 
LL@(1465) 43. ~~~ Passion - illusion Pragmatism - realism Technical professionalism Emotional enjoyment Sacrifice - austerity Security-prudence Serenity Process simplification Transparency - sincerity Patience- tenacity 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 a. Age:….. => Vrednosti i principi delovanja koji zaista utiču na moj svakodnevni život… Moj privatni život Organizacija u kojoj radim nema značaja veoma značajno nema značaja veoma značajno Sreća Ljubav - osećajnost [iroki pogledi Stalno učenje u praksi Harmonija - estetika Avantura - hrabrost Srdačnost Koherentnost Lični takmičarski duh Efektivna komunikacija Poverenje (oslanjanje) Saradnja - drugarstvo Briga o porodici Novac materijalni opstanak Emocionalno uživanje Efikasnost rezultata Emocionalna empatija Ravnoteža između života i rada Profesionalna etika Sreća (potraga za srećom) Sposobnost adaptacije Velikodušnost deliti s drugim Dostojanstvo / Poniznost Utopija - ideal Jednakost (nema diskriminacije) Maštovitost - kreativnost Integritet Pravda društvena odgovornost Čovek u središtu pažnje Sloboda - inicijativa Red - organizacija Strast - iluzija Pragmatizam - realizam Tehnička stručnost Poštovanje prema ljudima Poštovanje prema životnoj sredini @rtva - strogost Zdravlje bezbednost mudrost Ozarenost Pojednostavljenje postupaka Transparentnost - iskrenost Patience- tenacity 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 a. ~~~ Starosno doba:….. b.
LL@(1466) b. Gender (M/F): …. => Pol (M/@): …. c.
LL@(1467) c. Place of residence (city/town): ..…………………………….. => Mesto stanovanja (grad): ..……………………………..
LL@(1468) The transport policy between regulation and liberalisation UDC 338.47(4) 005.51/.52:656(4) Prof. Dr. Ljubinko Dedović Faculty of Economics, Podgorica An active academic debate on whether the state should interfere on the transport market and influence the development of transport has been going on in the developed countries for quite a long time now. => 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. 42. 43. ~~~ Saobraćajna politika između regulacije i liberalizacije UDK 338.47(4) 005.51/. ~~~ Prof. dr Ljubinko Dedović Ekonomski fakultet u Podgorici U razvijenim evropskim zemljama se dugo vremena odvijala akademska debata oko toga da li zaista postoji potreba da država interveniše na saobraćajnom tržištu i da utiče na razvoj saobraćaja.
LL@(1469) On one side, there are the advocates of of the idea that the transport market has to be regulated, on the other, there are the promoters of its liberalisation (deregulation). => Na jednoj strani su zagovornici regulisanja saobraćajnog tržišta, a na drugoj poklonici njegove liberalizacije (dereglementacije).
LL@(1470) In the practice of these countries so far the transport sector has been an area in which the state interferes to a smaller or larger extent. => U dosadašnjoj praksi ovih zemalja saobraćajni sektor spada u područja na koja u većoj ili manjoj mjeri država utiče.
LL@(1471) The debate on the basic dilemma of the transport policy is today especially heated in the so-called transition countries, which abandoned the socialist paradigm and oriented themselves to developing a market oriented economy. => Debata povodom osnovne dileme saobraćajne politike danas je posebno aktuelna u tzv. zemljama u tranziciji, koje su napustile socijalističku paradigmu i orijentisale se na izgradnju tržišne privrede.
LL@(1472) The facts the creators of the transport policy in the Western Balkan countries, the transition countries, must not ignore are that, firstly, the transport market in the European Union area is liberated to a large extent, and, secondly, due to the insufficient development of economy in the Balkan countries, it is not easy to create and implement the transport policy that would be in harmony with the philosophy of transport development in the developed European countries, the EU members. => Kreatori saobraćajne politke u državama Zapadnog Balkana, koje su u grupi zemalja u tranziciji, ne smiju da ignorišu činjenicu da je saobraćajno tržište na nivou Evropske unije u priličnoj mjeri liberalizovano, kao ni to da u balkanskim uslovima, zbog nerazvijene privrede, nije lako koncipirati i implementirati saobraćajnu politiku koja bi bila u saglasju sa filozofijom razvoja saobraćaja u razvijenim evropskim zemljama, članicama EU-a. 1.
LL@(1473) 1. ~~~ Introduction Traditionally, regulation as a method of transport policy came into force with the beginnings of the modern transport system. => Uvod Istorijski gledano, regulisanje kao metod saobraćajne politike počinje da se primjenjuje sa pojavom modernog saobraćajnog sistema.
LL@(1474) At the beginning, it was the control of the railways monopoly. => U početku je riječ o kontroli monopola željeznice.
LL@(1475) Then, during the 1930s economic crisis, a more comprehensive protectionist system at the transport market was established. => Zatim, u vrijeme svjetske ekonomske krize tridesetih godina 20.vijeka uspostavlja se obuhvatniji sistem protekcionizma na saobraćajnom tržištu.
LL@(1476) A dramatic fall in demand and a fierce competition among the transport companies proved to be a serious threat to the existance of an efficient transport system, therefore the governments of the majority of countries decided to act as guardian angels. => Postojanje efikasnog saobraćajnog sistema bilo je stvarno ugroženo zbog dramatičnog pada tražnje i izuzetno oštre konkurencije među prevoznicima, pa su vlade u većini zemalja odlučile da djeluju poput »anđela čuvara«.
LL@(1477) The state control was still evident in the years after the Second World War. => Kontrola od strane države veoma je prisutna i u periodu poslije Drugog svejtskog rata.
LL@(1478) No really serious debates on the liberalisation in the transport sector had emerged until the mid sixties. => Čak nijesu zabilježene ni neke ozbiljnije rasprave o liberalizaciji u sektoru saobraćaja sve do sredine šezdesetih godina.
LL@(1479) A conclusion can be drawn that in the post war period, a model of controlled competition was implemented in the transport sector. => Može se konstatovati da je u poratnom razdoblju, kad je riječ o saobraćaju, primjenjivan model kontrolisane konkurencije.
LL@(1480) The debate on the role of the state in regulating the transport market became vigorous in the last two decades of the 20th century, however, its beginnings date back to the 19th century ŠDante Flore, V., Economics of Maritime Transport and State Intervention in the Maritime business, Institute of Economics, Zagreb, 1966, p. 83Ë. => Iako se spor o ulozi države u regulisanju odnosa na saobraćajnom tržištu vodi sa posebnim žarom u 80-im i 90-im godinama 20.vijeka, njegovo nastajanje seže u 19.vijek ŠDante Flore, V., Ekonomika pomorskog transporta i državna intervencija u pomorstvu, Ekonomski institut, Zagreb, 1966, str. 83Ë.
LL@(1481) The authors that maintain that it is necessary that the transport be regulated by the state support their thesis by the fact that transport is one of the most important factors of socio-economic development. => Autori koji su na stanovištu da je poželjno da država reguliše saobraćaj polaze od toga da je on jedan od najznačajnijih faktora društveno-ekonomskog razvoja.
LL@(1482) It has a direct impact on the possibilities of using natural resources, on the positioning of manufacturing plants, on employment and on the distribution of the population in a country. => Saobraćaj direktno utiče na mogućnosti korišćenja prirodnih resursa, na lokaciju proizvodnih kapaciteta, na zaposlenost i raspored stanovništva u nekoj zemlji.
LL@(1483) In a nutshell, transport plays the central role in achieving socio-economic goals and the decisions concerning this matter are too important to be entirely left to those operating in the transport sector. => Jednom riječju, saobraćaj ima centralnu ulogu u postizanju društveno-ekonomskih ciljeva i odluke u vezi sa njim su toliko značajne da se ne mogu prepustiti samo onima koji rade u djelatnosti saobraćaja.
LL@(1484) In the last years, however, there has been a growing number of theoreticians who approach the issue of transport not from socio-political, but from commercial aspects. => Međutim, posljednjih godina sve je više teoretičara koji saobraćaju prilaze sa komercijalnog, a ne sa socijalno-političkog stanovišta.
LL@(1485) An attitude prevails that transport is not best integrated into the market economy in a majority of countries. => Preovladava shvatanje da u većini zemalja saobraćajni sektor nije na najbolji način integrisan u tržišnu privredu.
LL@(1486) The advocates of this view maintain that it is impossible to structure an efficient transport system without a more consistent liberalisation of transport market. ~~~ 2. => Pobornici ovakvog shvatanja ukazuju da bez dosljednije liberalizacije saobraćajnog tržišta nije moguće strukturiranje efikasnog saobraćajnog sistema. 2.
LL@(1487) Regulation The advocates of transport market regulation claim that an abrupt turn from the policy of regulation to that of liberalisation may have a negative impact upon the transport sector, the overall economy and the development of the society in general. => Regulacija Zagovornici regulisanja saobraćajnog tržišta smatraju da bi nagli zaokret od politike regulisanja ka liberalizaciji djelovao negativno na sektor saobraćaja, privredu u cjelini i, uopšte, na razvoj društva.
LL@(1488) In an analysis of the works of these authors H. Baum has come to a conclusion that the most relevant arguments proving the necessity of regulating the transport market may be listed as follows: 1) a long-term effective competition, with a large number of competitors would present a threat to many transport companies; a tendency towards concentration would change the market structure in favour of oligopolies and incite a trust-type behaviour; 3) without the market protection the railways system would be destroyed; 4) a constant pressure upon the prices would challenge the legitimacy of investments into innovation, which would in turn reduce the opportunity to be competitive as regards the level and the quality of services; 5) without subsidies, the financial basis for sustaining the transport of the consumers whose material status is poor would disintegrate; 6) the services in non-developed and distant regions, especially rural ones, would fail to be provided; 7) the inflation would increase, aided by additional effects of the prices in the transport sector, which will be subject to frequent and significant changes in the absence of regulation; 8) the safety of transport would decrease, due to greater competition ŠBaum, H., Possibilities and Limits of Rgulation in Transport policy, ECMT, Paris, 1983, p. 90Ë. Regulation of transport market is generally explained by the following arguments: (1) the character of the very market structure; (2) external effects; and (3) state interest. => Analizom radova autora ove provenijencije H.Baum je došao do zaključka da se najznačajniji argumenti za nužnost regulisanja saobraćajnog tržišta mogu izložiti ovim redom: ~~~ 1) dugoročna efektivna konkurencija sa velikim brojem konkurenata, bila bi opasna za mnoge saobraćajne kompanije; 2) tendencija koncentracije bi izmijenila strukturu tržišta u pravcu oligopola i izazvala ponašanje kartel-tipa; 3) bez zaštite tržišta željeznici bi prijetilo uništenje; 4) stalni pritisak na cijene doveo bi u pitanje investiranje u inovacije, što bi umanjilo mogućnosti za konkurenciju u pogledu nivoa i kvaliteta usluga; 5) bez dotiranja, nestala bi finansijska osnova za alimentiranje prevoza korisnika koji su u lošem položaju; 6) usluge u nerazvijenim i udaljenim područjima, a posebno u ruralnim ne bi bile obezbijeđene; 7) inflacija bi rasla podstaknuta dodatnim efektima od cijena u sektoru saobraćaja, koje bi bez regulisanja bile podložne čestim i znatnim promjenama; 8) kao rezultat povećane konkurencije, bezbjednost saobraćaja bi se pogoršala ŠBaum, H.,Possibilities And Limits Of Regulation In Transport Policy, ECMT, Paris, 1983, str. 90Ë. ~~~ Regulisanje saobraćajnog tržišta se uopštenije obrazlaže sljedećim argumentima: (1) karakterom same tržišne strukture, (2) spoljnim efektima i (3) državnim interesom.
LL@(1489) The transport market is characterised by some specific features, for example, a constant surplus of capacities, lack of flexibility of the production factors, high fixed costs, technical unity of production, a remarkable fluctuation of demand due to short-term economic trends, etc. => Saobraćajno tržište ima svoje specifičnosti, kao što su, na primjer: hroničan višak kapaciteta, nefleksibilnost faktora proizvodnje, visoki fiksni troškovi, tehničko jedinstvo proizvodnje, velika kolebanja tražnje zbog kraktoročnih ekonomskih trendova itd.
LL@(1490) Regardless of whether these factors do justify the state regulation or do not, the supporters of interventionism maintain that these, at least, still remain open questions and issues of economic and political debates. => Bez obzira na to da li ovi faktori stvarano opravdavaju državnu regulaciju ili ne, pristalice intervencionizma stoje na stanovištu da oni, u najmanju ruku, i dalje predstavljaju otvorena pitanja i predmet ekonomsko-političkih rasprava.
LL@(1491) The regulation is also justified by the negative external effects of the transport (noise, pollution, safety risks, etc). => Regulacija se opravdava i negativnim saobraćajnim spoljnim efektima (buka, zagađenost, rizici sigurnosti itd.).
LL@(1492) The neutralization of these external, non-market impacts by way of regulation measures (taxi, subsidies, regulations or prohibitions) may help restore the efficiency of market coordination. => Neutralizovanjem ovih eksternih, netržišnih uticaja pomoću regulativnih mjera (taksi, subvencija, propisa i zabrana) može se povratiti efikasnost tržišne koordinacije.
LL@(1493) The advocates of interventionism maintain that the regulation policy is necessary for the reasons of the socalled state interest too. => Zagovornici intervencionizma smatraju politiku regulacije nespornom i zbog tzv. »državnog interesa«.
LL@(1494) The state interest is achieved by achieving certain political goals. => Državni interes se ostvaruje realizacijom određenih političkih ciljeva.
LL@(1495) There is a broad range of political goals, to mention only a few: the goals of the regional (development of undeveloped regions) and agricultural policy, railway system protection, improving safety on the roads and many others. => Postoji cijeli spektar političkih ciljeva, a za ilustraciju evo nekih: ciljevi regionalne (razvoj nerazvijenih područja) i agrarne politike, zaštita željeznice, poboljšanje bezbjednosti na putevima i mnogi drugi.
LL@(1496) According to Bass, one of the basic arguments the advocates of regulation offer is an inevitable rise of monopolies or oligopolies in all routes, except on those where the transport is busiest. => Po Bassu, jedan od osnovnih argumenata zastupnika regulisanja saobraćaja je neminovno stvaranje monopola ili oligopola na svim pravcima, sem na onim sa najgušćim saobraćajem.
LL@(1497) Achieving socio-political goals is also an important reason for the transport market regulation or for a specific interference of the state into some sectors of transport or some companies ŠBass, T., C., Passenger Transport, ECMT, Berlin, 1985, p. 234Ë. => Ostvarivanje socijalno-političkih ciljeva je, takođe, veoma bitan razlog za regulaciju saobraćajnog tržišta ili poseban uticaj države na pojedine saobraćajne grane i kompanije ŠBass, T., C., Passenger Transprot, ECMT, Berlin, 1985, str. 234Ë.
LL@(1498) A large number of economists understand regulation as an indirect method of achieving high technical and safety standards, which is a valid hypothesis and can be supported by evidence. => Mnogi ekonomisti regulaciju shvataju kao indirektan metod da se postignu visoki tehnički i sigurnosni standardi, što ima osnova i o čemu ima dokaza. 3.
LL@(1499) 3. => Liberalizacija U savremenoj ekonomskoj teoriji sve više dolaze do izražaja shvatanja o nužnosti liberalizacije saobraćajnog tržišta ŠO trendu liberalizacije privrede vidjeti:
LL@(1500) Liberalization The views on the necessity of liberalization in the field of transport market are becoming more and more evident in the modern economic practice ŠOn economy liberalization trend, see: Bajec, J., Joksimović, Lj., Modern Economic Systems, Faculty of Economy, Belgrade, 2006, pp. 117-119Ë. => Bajec, J., Joksimović, Lj., Savremeni privredni sistemi, Ekonomski fakultet, Beograd, 2006, str. 117-119Ë.
LL@(1501) These views are supported, on one hand, by the suboptimal functioning of transport system and the disfunction of the existing transport market, and, on the other hand, by the positive results of liberalization measures introduced by a majority of countries with highly developed market economy. => Ovi stavovi imaju uporište, s jedne strane, u suboptimalnom funkcionisanju saobraćajnog sistema i disfunkcionalnosti postojećeg saobraćajnog tržišta, a s druge strane, u pozitivnim rezultatima mjera liberalizacije koje je preduzela većina zemalja sa razvijenom tržišnom privredom.
LL@(1502) A large scale and often inadequate impact of the state upon the transport sector was subject to criticism by numerous prominent authors in the field of transport economy in the last two decades of the 20th century and at the beginning of this century. => Preveliki i često neadekvatan uticaj države na djelatnost saobraćaja bio je predmet kritike značajnih autora iz domena saobraćajne ekonomije, tokom 80-ih i 90-ih godina prošlog i u prvim godinama ovog vijeka.
LL@(1503) For example, in mid 1980s, Aberle warns that there is a strong and direct interest of some transport companies to prevent the emergence of any competition, which would be in accord with the rules of market economy and which suits to other sectors of economy. => Na primjer, još sredinom 80-ih godina prošlog vijeka Aberle upozorava da postoji snažan i direktan interes nekih prevoznika da se ni u kom slučaju ne dozvoli konkurencija, koja je u skladu sa pravilima tržišne ekonomije i koja odgovara drugim sektorima privrede.
LL@(1504) Interest groups always manage to prevent the creation of such a transport policy that would be competition oriented to a greater extent. => Interesne grupe stalno uspijevaju da onemoguće saobraćajnu politiku koja bi se više orijentisala na konkurenciju.
LL@(1505) In that way the state and certain special institutions of control become a sort of a guardian to the positions various lobies acquired, as well as an instrument in preventing competition ŠAberle, G., An Overview of European Transport Policy Objectives and Measures, ECMT, Berlin, 1985, p. 29Ë. => Tako država i odgovarajuće specijalne institucije kontrole u neku ruku postaju garant očuvanja stečenih pozicija raznih lobija i instrumentarijum za sprečavanje konkurencije ŠAberle, G., An Overview Of European Transport Policy Objektives And Measures, ECMT, Berlin, 1985, str. 29Ë.
LL@(1506) The arguments in favour of deregulation are based on the criticism of the market regulation results as well as on the positive effects of liberalisation measures experienced by many countries. => Argumenti u prilog deregulaciji zasnivaju se na kritici rezultata regulisanja tržišta i na pozitivnim iskustvima mnogih zemalja sa mjerama liberalizacije.
LL@(1507) Generally, Baum considers the claims for further liberalisation well founded for a number of reasons ŠBaum, H., Possibilities and Limits of Regulation in Transport Policy, op.cit., pp. 103-104Ë: 1) The basic principle of transport policy should be the efficiency of transport. => Uopšte uzevši, Baum zahtjeve za dalju liberalizaciju smatra opravdanim iz nekoliko razloga ŠBaum, H., Possibilities And Limits Of Regulation In Transport Policy, op.cit., str. 103-104Ë:
LL@(1508) The growth in the transports of goods means intensifying of competition and creating conditions for a larger scope of transport. => 1) Osnovno načelo saobraćajne politike treba da bude efikasnost transporta.
LL@(1509) 2) The role of the state is not to define nor to protect the revenues and part of the market in some transport routes and companies. => Porast prevoza robe podrazumijeva intenziviranje konkurencije i stvaranje uslova za veći obim saobraćaja. 2) Nije uloga države da određuje i štiti prihode, i dio tržišta pojedinim saobraćajnim granama i kompanijama.
LL@(1510) Performance should be evaluated the way it is done in other economic fields under the conditions of competition. => Učinak treba da se vrednuje kao i u ostalim oblastima privrede - u uslovima konkurencije.
LL@(1511) This enhances the flexibility of transport companies in the structural change process and ensures economic and technical progress. ~~~ 3) By the depolitisation of the conditions of competition the transport companies are given a chance to approach the commercial management in a more serious way. => To podstiče fleksibilnost saobraćajnih preduzeća u procesu strukturnih promjena i obezbjeđuje ekonomski i tehnički progres. 3) Depolitizacija uslova konkurencije daje saobraćajnim preduzećima šansu za ozbiljniji pristup komercijalnom menadžmentu.
LL@(1512) The states discretionary intervention in order that it should secure the citizens votes or for the purpose of budgetary policy should be abandoned. => Diskreciona intervencija države radi osiguranja glasova birača ili za potrebe budžetske politike treba da iščezne.
LL@(1513) With the stabilization of work conditions, transport companies would no longer be in a position to carry the main burden of opposing goals of economic policy. ~~~ 4) The basic problem in the debates on liberalisation is the railways system. => Stabilizacijom uslova za rad, saobraćajna preduzeća ne bi morala i dalje da nose glavni teret suprotstavljenih ciljeva ekonomske politike. 4) Osnovni problem u raspravama o liberalizaciji je željeznica.
LL@(1514) Opinions differ as regards the dilemma whether the far-reaching rationalisation measures should precede liberalisation or whether the liberalisation itself would allow for the rationalisation of railways. => Ima različtih mišljenja u vezi sa dilemom da li dalekosežne mjere racionalizacije treba da prethode liberalizaciji ili bi sama liberalizacija omogućila racionalizaciju željeznice.
LL@(1515) Waiting for rationalisation to come means blocking the progress that would follow deregulation for an indefinite period of time. => Čekanje na racionalizaciju znači blokiranje progresa koji bi nastupio sa deregulacijom na neodređeno vrijeme.
LL@(1516) The preceding liberalisation requires the railways to start an offensive policy, as well as the intervention and concentration strategy on the market, where the railways system has an advantage in providing services. ~~~ 5) Politicians would have to abandon the idea that the objectives of economic policy are to be achieved only through regulation, since such policy has already proved rather ineffective. => Prethodna liberalizacija od željeznice zahtijeva da preduzme ofanzivnu politiku na tržištu i strategiju »intervencije i koncentracije« tamo gdje željeznica ima prednost u vršenju usluga. 5) Političari bi morali da se oslobode ideje da ciljevi opšte ekonomske politike treba da se ostvare samo regulisanjem, jer je takva politika doživjela popriličan neuspjeh.
LL@(1517) A much more effective approach is intensifying competition. => Mnogo uspješniji prilaz je intenziviranje konkurencije.
LL@(1518) If some carriers are to perform special services not possible in the conditions of competition, then the state should pay for these services political prices in the form of specific and adequate reimbursement. ~~~ 6) Concealed competition, which sometimes involves illegal actions, would be revealed and would become public. => Ako određeni prevoznici treba da izvrše posebne usluge koje se ne mogu ostvariti u uslovima konkurencije, onda država mora da ih plati po »političkim cijenama« - u vidu specifične i odgovarajuće naknade. 6) »Prikrivena konkurencija«, koja ponekad uključuje ilegalne postupke, bila bi razotkrivena i postala javna .
LL@(1519) Those in charge of trust control could use their set of instruments, on the basis of competition laws, to prevent its distortion. => Nadležni za nadzor kartela , svojim arsenalom instrumenata, a na osnovu zakona konkurencije, mogu spriječiti njenu deformaciju.
LL@(1520) The concentration tendency would weaken and the possibilities for the companies to reach optimal size would increase. ~~~ 7) The negative external effects (pollution, noise, road accidents) could be efficiently reduced implementing limitations, sanctions and criteria intensifying. => Tendencija koncentracije bi oslabila i mogućnosti za postizanje optimalne veličine preduzeća bi se povećale. 7) Negativni spoljni efekti (zagađenja životne sredine, buka, udesi na putu) mogli bi se efiaksno redukovati putem zabrana, sankcija i pooštravanja kriterijuma.
LL@(1521) Here, market coordination always proved to be either inadequate, or its impact was weak. ~~~ 8) The solution to the problem of whether liberalisation should be implemented fast or slowly is in that a systematic effort must be made in a reasonable period of time, without seeking solution in postponing things devising various long-term programmes. => Ovdje se tržišna koordinacija uvijek pokazivala kao neadekvatna ili je njen uticaj bio slab. 8) Rješenje pitanja da li liberalizaciju treba sprovoditi brzo ili postepeno je u tome da se učini sistematski napor u nekom razumnom roku, a ne da se izlaz nalazi u odlaganju donošenjem raznih dugoročnih programa.
LL@(1522) Rask maintains that disfunctionality is immanent to the regulation concept. => Rask smatra da je konceptu regulacije imanentna disfunkcionalnost.
LL@(1523) It is more or less obvious that regulation may have a negative impact upon the costs and quality of transport ŠRask, L., O., International Goods Transport Regulation, ECMT, Berlin, 1985, p. 186Ë. => Manje više je jasno da regulacija može negativno da djeluje na troškove i kvalitet transporta ŠRask, L., O., International Goods TransprotRegulation, ECMT, Berlin, 1985, str. 186Ë.
LL@(1524) The supporters of transport market liberalisation claim that competition is an especially efficient mechanism. => Pristalice liberalizacije saobraćajnog tržišta su na stanovištu da je konkurencija jedan izuzetno efikasan mehanizam .
LL@(1525) Where it is efficient, it encourages carriers to be careful about the consumers preferences and thus an opportunity to increase their own efficiency. => Tamo gdje djeluje podstiče prevoznike da budu pažljivi prema preferencijama korisnika usluga i daje im najveći mogući podsticaj da povećaju sopstvenu efikasnost.
LL@(1526) Competition allows for the use of various skills and trying different ideas, as well as identifying and filling the gaps on the market. => Konkurencija omogućava primjenu različtih vještina i isprobavanje novih ideja, kao i identifikovanje i popunjavanje praznina na tržištu.
LL@(1527) The transport industry is not less competitive than other industries, therefore there is no reason that it should be treated otherwise. => U mnogo čemu djelatnost saobraćaja nije manje konkurenta od ostalih djelatnosti, pa nema razloga za njen drugačiji tretman.
LL@(1528) Besides, transport is not the only industry in which one should be cautious as regards creating monopoly or oligopoly. => Sem toga, saobraćaj nije jedina djelatnost u kojoj treba zadržati oprez u odnosu na stvaranje monopola i oligopola.
LL@(1529) Thinking of transport as predominantly a public service and neglecting its commercial aspect cannot be justified. => Shvatanje saobraćaja prevashodno kao javne službe i zanemarivanje komercijalnog aspekta je neopravdano.
LL@(1530) In case there are services that are of special inter est to the social community, but cannot be effected on the market, an efficient solution is found in subsidizing these services. => U slučaju da postoje usluge za koje je društvena zajednica posebno zainteresovana, a da se na tržištu ne bi mogle obezbijediti, efikasno rješenje se nalazi u dotiranju takvih usluga.
LL@(1531) Furthermore, there is little evidence that the standards of services really fall where competition is allowed to exist. => Zatim, veoma je malo dokaza da standardi usluga stvarno opadaju tamo gdje je dozvoljena konkurencija.
LL@(1532) On the contrary, numerous examples prove that the situation is opposite. => Čak bi se mogli navesti brojni primjeri koji ukazuju na suprotno.
LL@(1533) The next, very conclusive argument does not stand in favour of regulating either the competitions entry into the market or the prices regulation. => Sljedeći, vrlo ubjedljiv argument nimalo ne govori u prilog regulisanju ulaska konkurenata na saobraćajno tržište, kao ni regulisanju cijena.
LL@(1534) In fact, a motive to act efficiently and adapt the services to the market demand may be rather impaired by preventing competition in lower prices or setting barriers to the new competition to enter the market. => Zapravo, podsticaj da se djeluje efikasno i da se usluge prilagođavaju potrebama tržišta može da bude veoma oslabljen onemogućavanjem konkurencije nižim cijenama ili postavljanjem barijera za ulazak novih konkurenata na tržište.
LL@(1535) The advocates of the overall and prompt deregulation are convinced that it will allow for the competition to grow on the transport market and thus automatically decrease the importance of grey or black markets. => Zagovornici potpune i brze deregulacije uvjereni su da će ona omogućiti konkurenciju na saobraćajnom tržištu i tako automatski umanjiti značaj sivog tržišta i crne berze.
LL@(1536) Simultaneously, they expect the deregulation to contribute to the improvement of the service quality in accordance with the accelleration of technical progress, depolitisation of competition on the transport markets, administrative costs reduction and elimination of unnecessary bureaucracy. ~~~ 4. => Istovremeno, od nje očekuju da doprinese poboljšanju kvaliteta usluga u skladu sa ubrzanjem tehničkog progresa, depolitizaciji konkurencije na tržištima saobraćja, redukciji administrativnih troškova i eliminaciji nepotrebnog dijela birokratije. 4.
LL@(1537) Conclusion The liberalisation trend, especially evident in the countries of developed market economy, cannot be explained solely by the victory of a superior idea or a powerful economic concept. => Zaključak Trend liberalizacije, posebno izražen u zemljama razvijene tržišne privrede, ne može se objasniti samo pobjedom superiorne ideje ili nadmoćnog ekonomskog koncepta .
LL@(1538) It is largely a consequence of a level achieved in the development of a transport system and transport market, and, therefore, of a real pressure of transport companies. => On je u dobroj mjeri posljedica dostignutog nivoa u razvoju saobraćajnog sistema i saobraćajnog tržišta i, stoga, realnog pritiska saobraćajnih kompanija .
LL@(1539) Conditions for a business and enterprising approach and the development of competitive competences of transport companies are today more favourable than ever. => Danas su uslovi za poslovan i preduzimljiv nastup, i razvoj takmičarskih sposobnosti saobraćajnih preduzeća povoljniji nego ikad.
LL@(1540) The basic objective of the transport policy is to create conditions for the transport services to be provided to the community at the lowest prices possible. => Osnovni cilj saobraćajne politike je da se stvore uslovi koji osiguravaju da se saobraćajne usluge vrše po najnižim cijenama za zajednicu.
LL@(1541) The classic regulation of transport market cannot be expected to produce the results desired, regardless of whether in measuring these results the stress is put on the efficiency (commercial quality) or righteousness (social quality); therefore deregulation should become the basic method of a modern transport policy. => Kako se od klasičnog regulisanja saobraćajnog tržišta ne mogu očekivati željeni rezultati, bez obzira da li se kod mjerenja tih rezultata naglašava efikasnost (komercijalno) ili pravičnost (socijalno), deregulacija treba da postane osnovni metod savremene saobraćajne politike.
LL@(1542) The quintesence of liberalisation lies in establishing competitive relations that cannot be cancelled by discretionary decisions. => Kvintesencija liberalizacije je u uspostavljanju konkurencije koja se ne može opozvati diskrecionim odlukama.
LL@(1543) We are rather certain in our predictions that the transport services market in Europe will become more and more liberal. => Možemo sa sigurnošću predvidjeti da će tržište saobraćajnih usluga u Evropi biti sve liberalnije.
LL@(1544) Therefore it is logical to ask what role the state will play in the conditions of inevitable liberalisation of transport market. => Logično se nameće pitanje koju ulogu treba da ima država u uslovima neminovne liberalizacije saobraćajnog trži šta.
LL@(1545) State administrative bodies should participate in creating a development policy of investment into the traffic infrastructure, as well as in the harmonization of conditions of business operations, that is, in creating equal chances for competition on the transport market. => Državni organi bi morali da učestvuju u razvojnoj investicionoj politici saobraćajne infrastrukture i u harmonizaciji uslova privređivanja, odnosno u ujednačavanju uslova konkurencije na saobraćajnom tržištu.
LL@(1546) Thus an appropriate context would be created for competition development, in which the basic criteria for selecting a means of transportation would be the service quality, adaptability to the consumer demand and enhanced productivity. => Tako bi se stvorio prikladan ambijent za razvijanje konkurencije, u kojem bi osnovni kriterijumi za izbor saobraćajnog sredstva bili kvalitet usluge, prilagodljivost zahtjevima korisnika i veća produktivnost.
LL@(1547) Božić and Novaković point out that modern concepts of transport policy in the developed countries are oriented towards two aims: a) participation of state administration in defining development programmes and allocation of a large portion of capital for building and modernization of primary transport infrastructure, including railway infrastructure, and b) developing and maintaining the railways business operations on economic principles, including the necessary modernisation and improvement of technical and technologic parametres, so that it should act in the transport market on as equal a footing as possible ŠBožić, V., Novaković, S., Economy of Transport, Faculty of Economy, Belgrade, 2006, pp. 362-365Ë. => Božić i Novaković ističu da su savremene koncepcije saobraćajne politike u razvijenim evropskim zemljama orijentisane u dva osnovna pravca: a) učešće državnih organa u definisanju razvojnih programa i obezbjeđenju znatnog dijela sredstava za izgradnju i modernizaciju magistralne saobraćajne infrastrukture, uključujući i željezničku infrastrukturu i b) razvijanje i jačanje poslovnosti i privređivanja željeznice na ekonomskim principima uz neophodnu modernizaciju i poboljšanje tehničkih i tehnoloških parametara, kako bi mogla da nastupa na tržištu saobraćajnih usluga pod što ravnopravnijim uslovima ŠBožić, V., Novaković, S., Ekonomija saobraćaja, Ekonomski fakultet, Beograd, 2006, str. 362-365Ë.
LL@(1548) In creating the transport policy in European countries in transition we must not neglect the international aspect; in other words, the objective need to include these countries into coordinated activities undertaken within the European Union. => Kod koncipiranja saobraćajne politike u evropskim zemljama u tranziciji ne smije se zanemariti međunarodni aspekt ili, drugim riječima, objektivnost potrebe za uključivanje ovih zemalja u koordinirane aktivnosti koje se preduzimaju u okviru Evropske unije.
LL@(1549) REFERENCE Š1Ë Aberle, G., An Overview of European Transport Policy Objectives and Measures, ECMT, Berlin, 1985. ~~~ Š2Ë Bajec, J., Joksimović, Lj., Savremeni privredni sistemi, Ekonomski fakultet, Beograd, 2006. => LITERATURA Š1Ë Aberle, G., An Overview of European Transport Policy Objectives and Measures, ECMT, Berlin, 1985. Š2Ë Bajec, J., Joksimović, Lj., Savremeni privredni sistemi, Ekonomski fakultet, Beograd, 2006. Š3Ë Bass, T., C., Passenger Transport:
LL@(1550) Š3Ë Bass, T., C., Passenger Transport: Regulation Of International Transprot, ECMT, Berlin, 1985. ~~~ Š4Ë Baum, H., Possibilities And Limits Of Regulation In Transport Policy, ECMT, Paris, 1983. ~~~ Š5Ë Božić, V., Novaković, S., Ekonomija saobraćaja, Ekonomski fakultet, Beograd, 2006. ~~~ Š6Ë Dante Flore, V., Ekonomika pomorskog transporta i državna intervencija u pomorstvu, Ekonomski institut, Zagreb, 1966. => Regulation Of International Transprot, ECMT, Berlin, 1985. Š4Ë Baum, H., Possibilities And Limits Of Regulation In Transport Policy, ECMT, Paris, 1983. Š5Ë Božić, V., Novaković, S., Ekonomija saobraćaja, Ekonomski fakultet, Beograd, 2006. Š6Ë Dante Flore, V., Ekonomika pomorskog transporta i državna intervencija u pomorstvu, Ekonomski institut, Zagreb, 1966. Š7Ë Rask, L., O., International Goods Transport Regulation, ECMT, Berlin, 1985.
LL@(1551) Š7Ë Rask, L., O., International Goods Transport Regulation, ECMT, Berlin, 1985. ~~~ Marketing and Management Support for Region Innovations within Human Resource Management UDK 005.591.6 332.14(437.6) Ivana Butoracová, [indleryová Continual changes of regional global and local environment demend that new appropriate methods of area directing be found. => Podrška marketinga i upravljanja regionalnim inovacijama u okviru upravljanja ljudskim resursima UDK 005.591.6 332.14(437.6) Ivana Butoracová, [indleryová Stalne promene u regionalnom, globalnom i lokalnom okruženju zahtevaju da se pronađu novi, odgovarajući metodi za upravljanje ovom oblašću.
LL@(1552) Implementation of regional, even trendy, policy within the Slovak republic requires not only a space for innovation activities, but also the marketing support and suitable managerial access for their implementation. => Primena regionalne, primerene politike u Republici Slovačkoj zahteva ne samo odgovarajući prostor za inovacije, već i podršku marketinga i odgovarajuće upravljačke pristupe za njihovu primenu.
LL@(1553) The reform of inflexible and old-fashioned system of management is truly inevitable. => Postoji stvarna potreba za reformom nefleksibilnog i staromodnog sistema upravljanja.
LL@(1554) Regional marketing and management represent a new approach to the implementation of regional policy completely supporting the European model which is necessary for the human resource management and the real evaluation of human capital within the region in order to see its benefit for the regional innovations and development. => Regionalni marketing i upravljanje predstavljaju novi pristup primeni regionalne politike po evropskom modelu, neophodnoj u upravljanju ljudskim resursima i realnom vrednovanju ljudskog kapitala u ovoj oblasti, kako bi se sagledalo koliko ona koristi regionalnim inovacijama i razvoju.
LL@(1555) Prologue In relation to the fulfillment of Lisbon strategy goals by 2010, the Slovak Republic has set the human resources sector development and education as one of the four most important priorities of the national policy. => Uvod Da bi ostvarila ciljeve zacrtane Lisabonskom strategijom do 2010. godine, Slovačka Republika je kao najznačajnije prioritete nacionalne politike zacrtala razvoj i obrazovanje u sektoru ljudskih resursa.
LL@(1556) The increase of economic competition ability of the whole country as well as its single regions, even the backward ones, in the human capital may help create a market economy based on state support by creating appropriate conditions for development of knowledge, science, research and innovation potential. => Sve veće konkurentske sposobnosti privrede kako cele zemlje, tako i pojedinačnih regiona, čak i onih najzaostalijih, u ljudskom kapitalu dobija podršku države u oblasti tržišne ekonomije tako što se stvaraju odgovarajući uslovi za razvoj potencijala u oblasti znanja, nauke, istraživanja i inovacija.
LL@(1557) It is obvious that the knowledge economy is a challenge for the present system and contents of education and therefore any help of appropriate managerial skills and marketing promotion would be needed in its implementation into Slovak regions. => Jasno je da ekonomija znanja predstavlja izazov za trenutno važeći sistem i sadržaj obrazovanja, stoga je potrebna svaka pomoć koju mogu da pruže odgovarajuće upravljačke veštine i marketing u primeni obrazovanja u slovačkim regionima.
LL@(1558) The human capital is the most important one among the organizations capital sources, even the key one, in providing for the regional development. => Ljudski kapital je najznačajniji kapital jedne organizacije, čak je od ključnog značaja za regionalni razvoj.
LL@(1559) The real use of innovation capital of human resources is related not only to their identification or development but also to the regional potentials and the strategic marketing and management structure. => Stvarna primena inovacija u oblasti ljudskih resursa odnosi se ne samo na njihovu identifikaciju ili razvoj, nego i na regionalni potencijal i strukturu strateškog marketinga i upravljanja.
LL@(1560) Based on the decision No 1672/2006/EC of the European Parliament and the Council of October 2006, the Community Program for Employment and Social Solidarity — Progress was enacted. => Na osnovu Odluke br. 1672/2006/EC Evropskog parlamenta i Saveta iz oktobra 2006. godine, uspostavljen je Program Zajednice za zapošljavanje i društvenu solidarnost progres.
LL@(1561) The Lisbon European Council of 23 and 24 March 2000 incorporated the promotion of employment and social inclusion as an integral part of the overall strategy of the Union in order to achieve its strategic goal for the next decade, to become a most competitive and dynamic knowledgebased economy in the world, capable of sustainable economic growth, with more and higher quality jobs and a greater social cohesion. => Evropski Savet u Lisabonu održan 23. i 24. marta 2000. godine doneo je zaključke da se unapredi zapošljavanje i društveno uključivanje kao integralni deo ukupne strategije Unije, a u cilju da se postigne njen strateški cilj, da zemlja u narednoj deceniji postane najkonkurentnija i najdinamičnija ekonomija u svetu zasnovana na znanju, sposobna za održivi privredni razvoj, sa većim brojem boljih poslova i većom društvenom kohezijom.
LL@(1562) It set ambitious objectives and goals to the Union in order to create the conditions for full employment, to improve quality and productivity at work, and to promote social cohesion and an inclusive labor market. ~~~ Furthermore, the strategy was focused upon again by the Brussels European Council of 22 and 23 March 2005. => Pred Uniju su postavljeni ambiciozni ciljevi da se stvore uslovi za punu zaposlenost, da se poboljša kvalitet i produktivnost na radu i da se unapređuje društvena kohezija i zajedničko tržište rada. [ta više, ova strategija bila je središte pažnje Saveta Evrope u Briselu, 22. i 23. marta 2005. godine.
LL@(1563) Moreover, the Community created the Action program to promote organizations working at the European level in the field of equality between men and women was created, as well as ththe activities undertaken at the Community level in relation to working conditions. => Isto tako, uspostavljen je akcioni program Za jednice za unapređenje organizacija koje posluju na evropskom nivou, a u smislu jednakosti muškaraca i žena, kao i aktivnosti na nivou Zajednice koje se odnose na uslove rada. 1.
LL@(1564) 1. ~~~ Current Status of Regional Management and Marketing in Slovakia Planning is a typical feature of effective human work. => Sadašnje stanje regionalnog upravljanja i marketinga u Slovačkoj Tipična odlika efektivnog ljudskog rada jeste planiranje.
LL@(1565) The regional planning was part of the national planning process and its purpose was to provide a planned and proportional development of local infrastructure of the national economy. => Regionalno planiranje bilo je deo nacionalnog procesa planiranja i imalo je za cilj planski i proporcionalni razvoj lokalne infrastrukture nacionalne privrede.
LL@(1566) The regional planning presented activities related to an appropriate use of natural and social resources created and gained within the area in order to provide for an appropriate development of material environment for the social life. => Regionalno planiranje je obuhvatilo aktivnosti koje se odnose na zadovoljavajuću primenu prirodnih i društvenih resursa koji su ostvareni ili stečeni u datoj oblasti, a u cilju postizanja odgovarajućeg razvoja materijalne sredine kao osnove za društveni život.
LL@(1567) These activities were provided and guaranteed by national and local governments and national planning committees. => Ove aktivnosti propisivale su i obezbeđivale nacionalne i lokalne vlasti i nacionalni komiteti za planiranje.
LL@(1568) Regional management might be characterized as a process of cooperation among regional actors and personalities in order to promote the development concepts and create the conditions appropriate for a successful position of the region among its competitors. => Regionalno upravljanje može se opisati kao proces saradnje regionalnih činilaca i tela u cilju unapređivanja koncepcija razvoja i stvaranja uslova neophodnih za uspešno pozicioniranje regije u konkurentskom okruženju.
LL@(1569) The practice has shown that the regional management presents the board of practical tools, experiences and recommendations as well as theoretical attitudes, opinions and methods used to manage specific activities directed to the fulfillment of a hierarchy of objectives. => Praksa je pokazala da regionalno upravljanje predstavlja spektar praktičnih instrumenata, iskustava i preporuka, kao i teorijskih stavova, mišljenja i metoda koji se koriste u upravljanju specifičnim aktivnostima u cilju postizanja određene hijerarhije ciljeva.
LL@(1570) The objective of regional management is to eliminate the generality of planning system and its low flexibility by 1990. => Regionalno upravljanje trebalo je da zameni centralni sistem planiranja koji je vladao do 1990. godine i koji je bio veoma nefleksibilan.
LL@(1571) Regional marketing is a tool of planning, management and decision-making and it means the social managerial and change oriented process which enables the region to bring into harmony the demand and the offer in the local area using the specific methods and tools based on commercially oriented marketing, respecting the significant features of regional development. => Regionalni marketing pradstavlja instrument planiranja, upravljanja i odlučivanja. ~~~ To je proces usmeren ka upravljanju društvom i promenama pomoću kojeg se u jednoj oblasti ostvaruje sklad između potražnje i ponude, primenom specifičnih metoda i alata zasnovanih na tržišno orijentisanom marketingu, a u skladu sa značajnim odlikama regionalnog razvoja.
LL@(1572) Classical, economic view presents the regional marketing as the busi ness style of thinking oriented towards the market and defined by three main features: commitment to the market needs within all decisions, efforts of creation of preferences and gaining competitive advantage, systematic decision-making using modern methods in which marketing is to be a method, not a tool. => Klasični, ekonomski pristup posmatra regionalni marketing kao poslovni način razmišljanja orijentisan na tržište, a koji karakterišu tri osobine: sve odluke se donose u skladu sa potrebama tržišta, ulažu se napori da se odrede prioriteti i postigne konkurentska prednost i sistematsko odlučivanje pomoću savremenih metoda u kojima marketing predstavlja metod, a ne instrument.
LL@(1573) However, this view of marketing is being modernized. => Ipak, ovo viđenje marketinga se osavremenjuje.
LL@(1574) Within the process of change, a lot of ideas and services enter the marketing processes and therefore it stems from the basic idea that the success cannot be achieved without satisfying the needs of final target groups. => U procesu promena u proces marketinga ulazi veliki broj ideja i usluga i sve se zasniva na osnovnoj ideji da se uspeh ne može postići ukoliko se ne zadovolje zahtevi krajnjih ciljnih grupa.
LL@(1575) Regional policy has changed a lot since the 1990s. => Od devedesetih godina regionalna politika se promenila u velikoj meri.
LL@(1576) It was firstly devoted to the monitoring of regional disparities and the causes of them as well as outlining the problem regions. => U prvo vreme ona je bila posvećena praćenju regionalnih nejednakosti i njihovim uzrocima, kao i definisanju problematičnih regija.
LL@(1577) The precautions implied were selective and not effective at all. => Mere koje su preduzimane bile su selektivne i nisu imale nikakvog efekta.
LL@(1578) The regional policy carried out in the Slovak republic was inappropriate to the EU standards mainly because of partial realization of the agreements set on the government level, not creating the regional development fund, failing to adopt system measures and ignoring the current status. => Regionalna politika koja se primenjivala u Slovačkoj Republici nije odgovarala standardima EU uglavnom zbog nepotpunog ostvarivanja ugovora sklopljenih na nivou vlade, zbog toga što nije uspostavljen fond za regionalni razvoj, nisu usvojene sistemske mere i nije uzeto u obzir tekuće stanje privrede.
LL@(1579) However, the central management of the regional policy was later delegated as individual competences and responsibilities of the local regional actors and the development trend has been put forward. => Centralno upravljanje regionalnom politikom kasnije je preneto na odgovornost i kompetentnost lokalnim regionalnim činiocima i tako je uspostavljen trend bržeg razvoja. 2.
LL@(1580) 2. ~~~ Performance of Regional Policy of EU within Slovak Conditions and Challenges At the end of the 1990s, the Ministry of regional development and building was given the power to control and guide the regional policy in the Slovak republic and its regions. => Učinak i izazovi regionalne politike EU u uslovima Slovačke Republike Krajem 1990-ih, Ministarstvo za regionalni razvoj dobilo je pravo da kontroliše i sprovodi regionalnu politiku i Slovačkoj Republici i njenim regijama.
LL@(1581) The Integrated plan of regional and social development of the country has been processed, which will later be called the National Development Plan. => Donet je Integrisani plan regionalnog i društvenog razvoja zemlje, koji će kasnije dobiti naziv Nacionalni razvojni plan.
LL@(1582) These documents were proposed in terms of EU methodology and were based on strategic planning and long-term evaluation of the present sources and sustainable development possibilities. => Ovi dokumenti doneti su u smislu metodologije EU i zasnivaju se na strateškom planiranju i dugoročnoj evaluaciji sadašnjih izvora i mogućnosti održivog razvoja.
LL@(1583) Strategic planning is concerned with the target policy a respective performer wishes to achieve in the future by creation of conditions to respond to the risks and uncertainties. => Strateško planiranje predstavlja ishod koji osoba koja sprovodi ovu politiku želi da postigne u budućnosti, a to će učiniti tako što će stvarati dovoljno fleksibilne okolnosti da bi se podneo rizik i neizvesnost poslovanja.
LL@(1584) The regional development has become more and more dependable on the activities of the regional actors, the ability to learn and any innovation perspectives because of the continual dynamic changes of the regional macro-environment as well as of the business environment of the region. => Regionalni razvoj sve više zavisi od aktivnosti regionalnih činilaca, sposobnosti da se uči i inovativnih mogućnosti, zato što su promene u makro-okruženju, a i u poslovnom okruženju, neprekidne i dinamične.
LL@(1585) Therefore the regional management has become the tool of regional planning and a general means of access to current and future tasks of planning, the whole philosophy and management concept. => Stoga regionalno upravljanje postaje instrument regionalnog planiranja i opšti pristup tekućim i budućim zadacima planiranja, čitavoj filozofiji i konceptu upravljanja.
LL@(1586) Regional Management in Relation to Human Resource Sector Innovations and Challenges Regional management is related to: innovations and management of sector and intersector processes by qualified human resources on the basis of regional performers ideas having in mind the regional conditions, planning and managing of development intentions and processes, providing of regional interaction in order to increase the interregional identity and competition, activation, strengthening and use of human sources, interaction and coordination of regional sources from the aspect of quality, personal and organizational improvement. => Regionalno upravljanje i inovacije i izazovi u sektoru ljudskih resursa Regionalno upravljanje obuhvata: inovacije i upravljanje sektorskim i među-sektorskim procesima od strane ljudskih resursa, a na osnovu ideja regionalnih izvršilaca koji imaju na umu uslove u regionu; planiranje i upravljanje razvojnim namerama i procesima; obezbeđivanje regionalne saradnje da bi se pove ćao međuregionalni identitet i konkurentnost; aktiviranje, jačanje i primenu ljudskih resursa; interakciju i saradnju regionalnih izvora sa aspekta kvaliteta, ličnog i organizacionog usavršavanja.
LL@(1587) Regional management therefore might provide information necessary for regional development concerning new technologies and development trends. => Stoga regionalno upravljanje može da pruži informacije potrebne za regionalni razvoj imajući u vidu nove tehnologije i razvojne trendove.
LL@(1588) It might also bring applications of concrete plans and projects by personal project management and carry out a continual evaluation of self-responsibility and self-management tools. => Takođe može da primeni konkretne planove i projekte koje sprovodi projektni menadžer i da vrši stalnu evaluaciju instrumenata samoodgovornosti i samoupravljanja.
LL@(1589) This way it is also activated within project organized regional development and policy. => Na ovaj način bi trebalo da usmeri i aktivnosti u projektno organizovanom regionalnom razvoju i politici.
LL@(1590) All cooperating subjects must interact through information sources and they must be delegated competences. => Svi subjekti obuhvaćeni saradnjom moraju da budu povezani putem izvora informacija i moraju da imaju svoje kompetentnosti.
LL@(1591) The regional management is defined as the process of cooperation of all regional actors the purpose of which is to provide a suitable environment for devising development concepts, new project ideas and a successful positioning of business area and its products within the global competition. => Regionalno upravljanje treba da se definiše kao proces saradnje svih regionalnih činilaca koji mogu da obezbede odgovarajuće okruženje za donošenje razvojnih koncepata, novih projektnih ideja i da dovedu određenu poslovnu oblast i njene proizvode na uspešnu poziciju u okviru svetske konkurencije.
LL@(1592) Regional Marketing in Relation to European Regional Standards In relation to regional management, it is necessary to present the regional marketing as a managerial method, a tool, enabling effective realization of good ides in the market in order to maximize the satisfaction of the final customer needs and wishes through the process of change as well as to minimize the risk of failure and provide prosperity. => Regionalni marketing i Evropski regionalni standardi Kada govorimo o regionalnom upravljanju, neophodno je da predstavimo regionalni marketing kao metod u upravljanju, instrument koji omogućava efektivnu realizaciju dobrih ideja na tržištu. ~~~ Ono ima za cilj da u potpunosti zadovolji potrebe i želje krajnjeg korisnika putem procesa promena i da smanji rizik od neuspeha i time obezbedi prosperitet.
LL@(1593) Regional marketing is a tool of planning, management and decision-making. => Regionalni marketing predstavlja instrument planiranja, upravljanja i odlučivanja.
LL@(1594) It presents a continual social management and a change oriented process, which provides a chance for a more effective influence on the region development by creating interaction between the demand on the market and the offer of the region on the basis of implementation of specific methods and tools, which are based on the commercially oriented marketing having in mind the specific features of development and management of regions. => On predstavlja stalni proces društvenog upravljanja orijentisan na promene, koji pruža mogućnost za ostvarivanje efektivnijeg uticaja na regionalni razvoj putem interakcije između potražnje na tržištu i ponude kojom raspolaže region, a na osnovu primene specifičnih metoda i alata, zasnovanih na tržišno orijentisanom marketingu u skladu sa specifičnim odlikama razvoja i upravljanja u svakom pojedinačnom regionu.
LL@(1595) Regional marketing involves those activities that are devoted to the creation and change of attitudes or behavior in the region. => Regionalni marketing obuhvata aktivnosti usmerene na stvaranje i promene stavova ili ponašanja u regionu.
LL@(1596) It offers methods and tools to ensure the development of the area and gain prosperity. => On nudi metode i instrumente za postizanje razvoja i prosperiteta u određenoj oblasti.
LL@(1597) It defines products and perspectives of the development and evaluates the optimal use of its sources and the overall potential. => Njime se takođe definišu proizvodi i perspektive razvoja i procenjuje optimalno korišćenje resursa i ukupnog potencijala.
LL@(1598) Therefore it requires that the needs of the area be satisfied, emphasizing the social concern. => Stoga je njegova uloga da zadovoljava potrebe određene oblasti, naglašavajući brigu društva.
LL@(1599) Considering the entrance of the Slovak republic into the EU as well as the need of learning new market access trends we may put the methodology and skills of creating the program documents and their realization into the status of management and marketing structure. => Kad govorimo o ulasku Republike Slovačke u EU i potrebi da se usvoje novi trendovi pristupanja tržištu, možemo metodologiju i sposobnost donošenja programskih dokumenata i njihove realizacije da postavimo kao deo strukture upravljanja i marketinga.
LL@(1600) Management and marketing of a region as a tool of innovation and integration may allow for the Slovak regions to quickly adapt to the EU conditions. => Upra vljanje i marketing u regionu kao instrument inovacija i integracija može regionima u Slovačkoj da pomogne da se brže prilagode uslovima EU.
LL@(1601) The human and financial capital seems to be the key factor of regional development and innovation potential if supported by appropriate management and marketing strategy in the Slovak Republic. => Ljudski i finansijski kapital su izgleda ključni faktor regionalnog razvoja i inovativnih mogućnosti, uz podršku odgovarajuće strategije upravljanja i marketinga u Republici Slovačkoj.
LL@(1602) The European discussions since 70ties have mainly been concerned with the issue of general use of marketing in the communal area. => Evropske rasprave su se od 1970-ih uglavnom bavile pitanjem opšte primene marketinga u komunalnoj oblasti.
LL@(1603) However, we may say that marketing can be used in the areas such as commercial and business development, tourism support, education and culture area, public relations within the regional policy or the city image building and creation. => Ipak ćemo reći i da se marketing može primeniti i u oblastima kao što su trgovinski i poslovni razvoj, turizam, oblast obrazovanja i kulture, odnosa sa javnošću u okviru regionalne politike ili stvaranje slike grada.
LL@(1604) However, uncoordinated activities devoted to elimination of risk cannot be called regional marketing. => Ipak, nekoordinisane aktivnosti usmerene na eliminaciju rizika ne mogu se nazivati regionalnim marketingom.
LL@(1605) There is no unique definition of the term at all. => Za ovaj termin ne postoji jedinstvena definicija.
LL@(1606) However, only a complete satisfaction of the needs of customers can ensure the region a good name and image, a unique profile. => Ipak, samo potpuno zadovoljenje potreba korisnika može regionu doneti dobro ime i ugled i jedinstveni profil.
LL@(1607) The profile includes the development of the leader region image, which might answer the questions of its future steps, future planning and the ideas of the region. => Ovaj profil obuhvata razvoj liderske slike regiona, kojim se mogu dati odgovori na pitanja o budućim koracima, budućim planovima i zamislima o regionu.
LL@(1608) The creation of regional offer within marketing philosophy stems from four principles based on the business vision: 1. => Stvaranje regionalne ponude u okviru filozofije marketinga proizilazi iz četiri principa zasnovana na poslovnoj viziji:
LL@(1609) Philosophy, so that regional marketing claims to be devoted directly to the regional inhabitants and businesses as its target customers. ~~~ 2. => 1. ~~~ Filozofija, čime regionalni marketing potvrđuje da je posvećen neposredno stanovnicima i firmama tog regiona kao svojim ciljnim korisnicima. 2.
LL@(1610) Thinking in target groups. => Razmišljanje o ciljnim grupama.
LL@(1611) According to the target market segmentation, the regional marketing requires evaluation of different target groups SMEs, businessmen, cultural workers, social groups, etc. ~~~ 3. => Prema segmentaciji ciljnog tržišta, regionalni marketing zahteva da se vrši evaluacija različitih ciljnih grupa SME, poslovnih ljudi, kulturnih poslenika, društvenih grupa, itd. 3.
LL@(1612) Information. => Informacije.
LL@(1613) The target group orientation requires information about their needs and problems, the so called systematic market research and expectation analysis. ~~~ 4. => Orijentacija na ciljne grupe zahteva informacije o tome kakve su njihove potrebe i njihovi problemi, to su takozvano sistematsko istraživanje tržišta i analiza očekivanja. 4.
LL@(1614) Strategy. => Strategija.
LL@(1615) Regional marketing requires systematic and long-term planning of the marketing mix. => Regionalni marketing zahteva sistematsko i dugoročno planiranje marketinškog miksa.
LL@(1616) In order to achieve such perspective, the institution holder of regional marketing approach must create appropriate and flexible organizational consumption. => Da bi postigla takvu perspektivu, institucija nosilac regionalnog marketinškog pristupa mora da uspostavi odgovarajuće i fleksibilne organizacione pretpostavke.
LL@(1617) Marketing must follow the needs of all regional levels and communities. => Marketing mora da prati potrebe na svim nivoima i u svim zajednicama.
LL@(1618) The communities should be viewed as holders of functions, but also as service providing businesses. => Zajednice treba posmatrati kao nosioce funkcija, ali i kao uslužne firme.
LL@(1619) The regional market requires the region to be the subject of offer of the product, the company which promotes and enters the market and the locality and centre of the market penetration. => Regionalno tržište posmatra region kao subjekat ponude proizvoda, kompaniju koja unapređuje tržište i ulazi na tržište i koja je i lokalitet i središte tržišnog prodora.
LL@(1620) Figure 1: Regional marketing in three dimensions Source: own concept The need for regional marketing implementation into the regional policy performance is undoubtedly set by social and business megatrends which were created by higher needs and expectations of the target groups as well as by globalization trends such as technological innovations, demographic changes, economic structure challenges or value orientation changes. ~~~ 3. => Slika 1: ~~~ Regionalni marketing u tri dimenzije Izvor: sopstveni koncept Potreba za primenom regionalnog marketinga u sprovođenju regionalne politike nedvosmisleno je uslovljena društvenim i poslovnim megatrendovima koji su rezultat viših potreba i očekivanja ciljnih grupa kao i trendovima globalizacije, na primer, tehnološkim inovacijama, demografskim promenama, izazovima ekonomske strukture ili promenama u vrednosnim orijentacijama. 3.
LL@(1621) Innovation Potential as a Tool of Regional Social Disparities Elimination Regional development is primarily related to the effectiveness of economy affected by the local conditions such as employment possibilities, investors income, the use of state and European funds, the will to take the risk when entering the private sector, the mobility, etc. => Inovacione mogućnosti kao instrument za uklanjanje društvenih nejednakosti između regiona Regionalni razvoj se prvenstveno odnosi na efektivnost privrede na koju utiču lokalni uslovi kao što su mogućnosti zapošljavanja, prihod investitora, korišćenje državnih i evropskih fondova, volja da se rizikuje ulaskom u privatni sektor, pokretljivost, itd.
LL@(1622) The increase of region competition power is not possible to achieve without identification and support to the development of those dimensions that might lead to labor effectiveness and concern. => Porast regionalne konkurentske moći nemoguće je postići ako se ne identifikuje i ne podrži razvoj onih dimenzija koje mogu da rezultiraju efektivnošću rada i brigom o radnoj snazi.
LL@(1623) The innovation potential of the region but also of an individual must be taken into consideration when talking about a long-time perspective. => Inovacione mogućnosti regiona, ali i pojedinca, moraju se uzeti u obzir kada se govori o dugoročnoj perspektivi.
LL@(1624) Innovation policy involves innovation systems understood as science centers, universities, tools of innovation support and innovation potential use. => Politika inovacija obuhvata inovativne sisteme kao što su naučni centri, univerziteti, instrumenti podrške inovacijama i korišćenje inovativnih mogućnosti.
LL@(1625) The economic innovations are based on the creativity of individuals. => Ekonomske inovacije zasnivaju se na kreativnosti pojedinaca.
LL@(1626) Within the innovation strategy of the EU a standardized system of indicators has been approved and incorporated into the practices of all states. => U okviru strategije inovacija u EU usvojen je standardizovan sistem pokazatelja i uveden je u praksu svih država.
LL@(1627) The list of indicators includes: innovation level of human resources, knowledge creation, transfer and application of the knowledge, financial support to the knowledge and their application to the market. => Grupa pokazatelja odnosi se na: nivo inovacija ljudskih resursa, stvaranje znanja, transfer i primenu znanja, finansijsku podršku znanju i primenu svega ovoga na tržištu.
LL@(1628) The regions that lack the innovation potential show common features such as inappropriate physical infrastructure, lack of access to the free capital sources, low structure of supporting institutions, regional isolation and individuality, lack of skills and possibilities to gain the education required. => Uobičajene odlike regiona koji ne poseduju inovativne mogućnosti su nezadovoljavajuća fizička infrastruktura, uskraćen pristup izvorima slobodnog kapitala, regionalna izolacija i individualnost, nedostatak kvalifikacija i mogućnosti za sticanje potrebnog obrazovanja.
LL@(1629) Regions of Slovakia and Their Potential for Innovation Activities According to the specific conditions of regional development within the Slovak regions, considering the Slovak economy, their competitive power will be formed by development of inhabiting and cultivation of human capital based on its appropriate use and restructuring, followed by infrastructure changes and innova tive approach to the system of governing the regions. => Regioni u Slovačkoj i njihove mogućnosti za inovativne aktivnosti U skladu sa specifičnim uslovima regionalnog razvoja u regionima u Slovačkoj, a s obzirom na slovačku privredu, konkurentna moć regiona ostvaruje se razvojem naseljavanja i obrazovanja ljudskog kapitala zasnovanog na odgovarajućoj primeni kao i reorganizacijom, koju će pratiti promene u infrastrukturi i inova tivni pristup sistemu upravljanja regionima.
LL@(1630) The Slovak regions are typical for their specific development conditioned by their history and different ways of access to the European economy market because of their different positions though all being set in the middle of Europe. => Svaki slovački region odlikuje se specifičnim razvojem koji je određen njegovom istorijom i različitim pristupom evropskom ekonomskom tržištu zbog različitog položaja, mada se svi regioni u stvari nalaze u središtu Evrope.
LL@(1631) This historical division set the trends of economical development especially in the area of human resources use and qualification. => Ova istorijska podela uslovila je različite trendove ekonomskog razvoja posebno u oblasti ljudskih resursa i kvalifikacija. ~~~ Slika 2:
LL@(1632) Figure 2: Slovak regions divided according to the economy status (31.12.2001) Source: Regional development of Slovakia (2004) From all possible descriptions, we would like to consider especially the human resource potential. => Podela regiona u Slovačkoj prema ekonomskom statusu (31. 12. 2001.) Izvor: ~~~ Regionalni razvoj Slovačke (2004) Među svim mogućim opisima, mi bismo se posebno zadržali na opisu mogućnosti ljudskih resursa.
LL@(1633) Human capital of the regions of the Slovak republic was set according to the amount of educated population and ed ucation structure and following groups were formed: very good situation, appropriate situation, average situation, inappropriate situation, very inappropriate situation. => Ljudski kapital regiona Republike Slovačke određen je na osnovu broja obrazovanog stanovništva i obrazovne strukture, tako da su formirane sledeće grupe: veoma dobra situacija, odgovarajuća situacija, prosečna situacija, neodgovarajuća situacija, veoma neodgovarajuća situacija.
LL@(1634)  => Slika 3: ljudski potencijal u regionima u Slovačkoj prema obrazovnoj strukturi.
LL@(1635) Figure 3: Human potential within Slovak regions according to knowledge structure Source: Regional development of Slovakia (2004) The process of implementation of the innovations within the human resources sector depends upon many factors including education level and qualifications necessary to perform the work offered. => Izvor: ~~~ Regionalni razvoj Slovačke (2004) Proces primene inovacija u okviru sektora ljudskih resursa zavisi od velikog broja faktora, među kojima su obrazovni nivo i kvalifikacije neophodne za obavljanje ponuđenog posla.
LL@(1636) European policy within the social sphere is based on the principle of taking into consideration each factor and feature, without discriminating anyone. => Evropska politika u društvenoj sferi zasniva se na principu posmatranja svakog faktora i svake odlike, ne diskriminišući nikog. 4.
LL@(1637) 4. ~~~ Human Resource Sector and Regional Policy of EU - General European Framework Non-discrimination has become a fundamental principle of the European Union. => Sektor ljudskih resursa i regionalna politika EU opšti evropski okvir Odsustvo diskriminacije postalo je osnovni princip Evropske Unije.
LL@(1638) Article 13 of the Treaty provides that action be taken to combat discrimination based on sex, racial or ethnic origin, religion or belief, disability, age or sexual orientation. => Član 13 Sporazuma propisuje borbu protiv diskriminacije po polu, rasnom ili etničkom poreklu, religiji ili verovanjima, invalidnosti, starosnom dobu ili polnoj orijentaciji.
LL@(1639) Non-discrimination is also enshrined in Article 21 of the Charter of Fundamental Rights of the European Union. => Netolerancija diskriminacije pominje se i u članu 21 Povelje o osnovnim pravima Evropske Unije.
LL@(1640) The specific features of the diverse forms of discrimination should be accommodated, and appropriate action developed in parallel to prevent and combat discrimination on one or more grounds. => Posebne odlike različitih oblika diskriminacije moraju se prilagođavati i istovremeno se moraju razvijati odgovarajući postupci za sprečavanje i za borbu protiv diskriminacije u jednoj ili u više oblasti.
LL@(1641) Therefore, when considering the accessibility and results of the Program, the particular needs of people with disabilities should be taken into account in terms of ensuring their full and equal access to the activities funded by this Program and the results and evaluation of those activities, including the compensation of additional costs that they incur as a result of their disability. => Stoga, kada razmatramo pristupnost i rezultate Programa, moraju se uzeti u obzir posebne potrebe invalidnih lica, da bi se oni u potpunosti i pod jednakim uslovima uključili u aktivnosti koje se finansiraju ovim Programom, kao i rezultati i ocena ovih aktivnosti, uključujući i nadoknadu dodatnih troškova koje oni izazivaju, a koji su posledica njihove invalidnosti.
LL@(1642) Experience gained over many years of combating certain forms of discrimination, including discrimination based on sex, may be useful in combating other kinds of discrimination. => Iskustvo nakon dugogodišnje borbe protiv određenih oblika diskriminacije, uključujući i diskriminaciju po polu, može da bude korisno u borbi protiv drugih vrsta diskriminacije.
LL@(1643) The establishment of a general framework for equal treatment in employment and occupation which prohibits discrimination in employment and occupation on the grounds of religion or belief, disability, age and sexual orientation, and implementation of the principle of equal treatment between men and women have become the principal standards for European employment policy. => Uspostavljanje opšteg okvira za jednak tretman pri zapošljavanju i u profesiji kojim je zabranjena diskriminacija pri zapošljavanju i u profesiji po osnovu religije ili verovanja, invaliditeta, starosnog doba ili polne orijentacije i primena principa ravnopravnosti muškaraca i žena postali su glavni standardi evropske politike zapošljavanja.
LL@(1644) Section 1: Employment shall support the implementation of the European Employment Strategy by improving the understanding of the employment situation and prospects, in particular through analysis and studies and the development of statistics and common indicators within the framework, monitoring and evaluating the implementation of the European Employment Guidelines and Recommendations and their impact, notably through the Joint Employment Report, and analyzing the interaction between the EES and general economic and social policy and other policy areas, organizing exchanges on policies, good practice and innovative approaches, and promoting mutual learning, raising awareness, disseminating information and promoting the debate about employment challenges and police and the implementation of national reform programs, including among the social partners, regional and local actors and other stakeholders. => Deo 1: ~~~ Zapošljavanje će poštovati primenu Evropske strategije zapošljavanja tako što će unaprediti shvatanje situacije i mogućnosti u zapošljavanju, posebno putem analize i studija i razvijanja statistike i opštih pokazatelja unutar ovog okvira, što će pratiti i ocenjivati primenu Evropskih smernica i preporuka u zapošljavanju i njihov uticaj, posebno putem Zajedničkog izveštaja o zapošljavanju, i što će analizirati međusobne odnose između EES i opšte ekonomske i društvene politike i drugih oblasti politike, što će organizovati razmenu politika, dobre prakse i inovativnih pristupa, što će unapređivati međusobno učenje, podizanje svesti, širenje informacija i unapređivanje rasprava o izazovima zapošljavanja i politike i primeni nacionalnih programa reformi, uključujući partnere iz samog društva, regionalne i lokalne činioce i druge zainteresovane strane.
LL@(1645) Section 2: Social protection and inclusion shall support the implementation of the open method of coordination in the field of social protection and inclusion by improving the understanding of social exclusion and poverty issues, social protection and inclusion policies, in particular through analysis and studies and the development of statistics and common indicators, within the framework in the field of social protection and inclusion, monitoring and evaluating the implementation of the Program in the field of social protection and inclusion and its impact at national and Community level as well as analyzing the interaction between this Program and other policy areas, organizing exchanges on policies, good practice and innovative approaches and promoting mutual learning in the context of the social protection and inclusion strategy, raising awareness, disseminating information and promoting the debate about the key challenges and policy issues raised in the context of the Community coordination process in the field of social protection and inclusion, including among the social partners, regional and local actors other stakeholders, developing the capacity of key European level networks to support and further develop Community policy goals and strategies on social protection and inclusion. => Deo 2: ~~~ Društvena zaštita i obuhvat će poštovati primenu otvorenog metoda koordinacije u oblasti društvene zaštite i inkluzije tako što će unapređivati saznanja o problemima društvene izolovanosti i siromaštva, društvene zaštite i politike inkluzije, posebno putem analize i studija i razvijanja statistike i opštih pokazatelja unutar ovog okvira u oblasti društvene zaštite i inkluzije, što će pratiti i ocenjivati primenu Programa u oblasti društvene zaštite i obuhvata i njen uticaj na nacionalnom nivou i na nivou Zajednice, kao i analizirati međusobne odnose između ovog Programa i drugih oblasti politike, što će organizovati razmenu politika, dobre prakse i inovativnih pristupa, što će unapređivati međusobno učenje, podizanje svesti, širenje informacija i unapređivanje rasprava o izazovima zapošljavanja i politike i primeni nacionalnih programa reformi, uključujući partnere iz samog društva, regionalne i lokalne činioce i druge zainteresovane strane, razvijati sposobnosti ključnih mreža na evropskom nivou s ciljem da podrži i da dalje razvija ciljeve i strategije politike Zajednice na polju društvene zaštite i inkluzije.
LL@(1646) Section 3: Working conditions shall support the improvement of the working environment and working conditions, including health and safety at work and reconciling work and family life, by improving the understanding of the situation in relation to working conditions, in particular through analysis and studies and, where appropriate, the development of statistics and indicators, as well as assessing the effectiveness and impact of existing legislation, policies and practices, supporting the implementation of Community labor law through effective monitoring, the holding of seminars for those working in the field, the development of guides and networking amongst specialized bodies, including the social partners, initiating preventive actions and fostering the prevention culture in the field of health and safety at work, raising awareness, disseminating information and promoting the debate about the key challenges and policy issues in relation to working conditions, including among the social partners and other stakeholders. => Deo 3: ~~~ Uslovi rada će poštovati unapređivanje radnog okruženja i uslova rada, uključujući zaštitu zdravlja i bezbednost na radu i uspostavljanje ravnoteže između radnog i porodičnog života, tako što će unapređivati saznanja o situaciji u uslovima rada, posebno putem analize i studija i, tamo gde je to podobno, razvijanja statistike i pokazatelja, kao i tako što će ocenjivati efektivnost i uticaj važećeg zakonodavstva, politika i postupaka, što će podržavati primenu zakona o radu Zajednice putem efektivnog praćenja i održavanjem seminara za ljude koji rade na terenu, razvijanjem smernica i umrežavanjem specijalizovanih tela, uključujući i partnere iz društva, što će inicirati preventivne aktivnosti i negovati kulturu prevencije u sferi zaštite zdravlja i bezbednosti na radu, podizanja svesti, širenja informacija i unapređivanja debate o ključnim izazovima i pitanjima politike u odnosu na uslove rada, uključujući i partnere iz društva i druge zainteresovane strane.
LL@(1647) Section 4: Antidiscrimination and diversity shall support the effective implementation of the principle of non-discrimination and promote its incorporation in all Community policies by improving the understanding of the situation in relation to discrimination, in particular through analysis and studies and, where appropriate, the development of statistics and indicators as well as by assessing the effectiveness and impact of existing legislation, policies and practices, supporting the implementation of Community antidiscrimination legislation through effective monitoring, the holding of seminars for those working in the field and networking amongst specialized bodies dealing with antidiscrimination, raising awareness, disseminating information and promoting the debate about the key challenges and policy issues in relation to discrimination and the incorporation of antidiscrimination in all Community policies, including among the social partners and other stakeholders, developing the capacity of key European level networks to promote and further develop Community policy goals and strategies in the field of combating discrimination. => Deo 4: ~~~ Antidiskriminacija i raznovrsnost će poštovati efektivnu primenu principa ne-diskriminacije i unapređivati njen upliv u sve oblasti politike Zajednice tako što će usavršavati svoje shvatanje situacije u oblasti diskriminacije, posebno putem analize i studija i, tamo gde je to podobno, razvijanja statistike i pokazatelja, kao i tako što će ocenjivati efektivnost i uticaj važećeg zakonodavstva, politika i postupaka, što će podržavati primenu antidiskriminacionih zakona Zajednice putem efektivnog praćenja i održavanjem seminara za ljude koji rade na terenu, umrežavanjem specijalizovanih tela koja se bave borbom protiv diskriminacije, podizanja svesti, širenja informacija i unapređivanja debate o ključnim izazovima i pitanjima politike u oblasti diskriminacije i upliva borbe protiv diskriminacije u sve oblasti politike Zajednice, uključujući i partnere iz društva i druge zainteresovane strane, razvijati sposobnosti ključnih mreža na evropskom nivou s ciljem da podrži i da dalje razvija ciljeve i strategije politike Zajednice na polju borbe protiv diskriminacije. ~~~ Deo 5:
LL@(1648) Section 5: Gender equality shall support the effective implementation of the principle of gender equality and promote gender to be incorporated into all Community policies by improving the understanding of the situation in relation to gender issues and incorporating gender, in particular through analysis and studies and the development of statistics and, where appropriate, indicators, as well as assessing the effectiveness and impact of existing legislation, policies and practices, supporting the implementation of Community gender equality legislation through effective monitoring, holding seminars for those working in the field and networking amongst specialized equality bodies, raising awareness, disseminating information and promoting the debate about the key challenges and policy issues in relation to gender equality and gender aspect, developing the capacity of key European level networks to support and further develop Community policy goals and strategies on gender equality. => Jednakost između polova će poštovati efektivnu primenu principa jednakosti između polova i unapređivati njegov upliv u sve oblasti politike Zajednice tako što će usavršavati svoje shvatanje situacije u oblasti odnosa među polovima i upliva značaja polova, posebno putem analize i studija i razvijanja statistike i, tamo gde je to pogodno, pokazatelja, kao i tako što će ocenjivati efektivnost i uticaj važećeg zakonodavstvau oblasti odnosa između polova, politika i postupaka, što će podržavati primenu zakona Zajednice o jednakosti polova putem efektivnog praćenja i održavanjem seminara za ljude koji rade na terenu, umrežavanjem specijalizovanih tela koja se bave jednakošću između polova, podizanja svesti, širenja informacija i unapređivanja debate o ključnim izazovima i pitanjima politike u oblasti jednakosti među polovima i upliva ove jednakosti u sve oblasti politike Zajednice, razvijati sposobnosti ključnih mreža na evropskom nivou s ciljem da podrži i da dalje razvija ciljeve i strategije politike Zajednice na polju jednakosti između polova.
LL@(1649) An ex-post evaluation covering the whole Program shall be carried out, by 31 December 2015, by the Commission with the assistance of external experts, in order to measure the impact of the Program objectives and its European added value. => Do decembra 2015. godine Komisija će, uz pomoć spoljnih eksperata, sproveti jednu ex-post evaluaciju kojom će biti obuhvaćen ceo Program sa ciljem da se izmeri uticaj programskih ciljeva i njegova dodata vrednost u evropskim okvirima.
LL@(1650) The Commission shall submit the expert evaluation to the European Parliament, the Council, the European Economic and Social Committee and the Committee of the Regions. => Ova komisija će ocene stručnjaka predati Evropskom parlamentu, Savetu, Evropskom savetu za ekonomska i društvena pitanja i Komitetu za regione.
LL@(1651) The implementation of the individual sections of the Program, including the presentation of results and dialogue on future priorities, shall also be discussed within the framework of the Forum on the implementation of the Social Agenda. => Primena pojedinačnih delova Programa, uključujući i prikaz rezultata i dijalog o budućim prioritetima takođe će biti predmet razmatranja u okviru Foruma o primeni društvenog plana.
LL@(1652) The outcome of the Program expected within its future benefits may be seen in a completely equal social society. => Očekivani rezultati Programa koji podrazumevaju buduće benefite biće prisutni u jednom društvu u kojem vlada potpuna jednakost.
LL@(1653) Conclusion The importance of implementation of marketing and management into the process of regional innovations is definitely proven. => Zaključak Značaj primene marketinga i upravljanja u procesu regionalnih inovacija je očigledan.
LL@(1654) Human resource sector does need a continuous reform based on knowledge and innovations in order to be equal to European standards, which is also claimed within the European general framework policy a document based on the social policy priorities within the regional innovations and changes. => Sektoru ljudskih resursa zaista je potrebna stalna reforma utemeljena na znanju i inovacijama da bi odgovorio evropskim standardima, što istovremeno propisuje i Evropska politika u opštim okvirima dokument zasnovan na prioritetima društvene politike u okviru regionalnih inovacija i promena.
LL@(1655) However, Slovak regions still lack appropriate skills and human capital to achieve the goals set by the EU as for the education and its support by suitable marketing tools and managerial methods. => Ipak, regionima u Slovačkoj još uvek nedostaju odgovarajuće kvalifikacije i ljudski kapital da bi mogli da postignu rezultate koje je postavila EU u okviru obrazovanja i podrške obrazovanju od strane odgovarajućih instrumenata marketinga i metoda upravljanja.
LL@(1656) This study was processed within VEGA No. 1/4638/07. => Ova studija je sprovedena u okviru VEGA Br. 1/4638/07. LITERATURA FALTAN, L. et al.
LL@(1657) LITERATURE FALTAN, L. et al. Regionálny rozvoj Slovenska východiská a súčasný stav. => Regionálny rozvoj Slovenska východiská a súčasný stav.
LL@(1658) Bratislava: SAV, 2005, ISBN 80-85544-35-0. => Bratislava:
LL@(1659) KR[KO, M. Inovačný potenciál IQ spoločnosti. http://www.hnonline.sk 13.11.2003. => SAV, 2005, ISBN 80-85544-35-0. KR[KO, M. Inovačný potenciál IQ spoločnosti. http://www.hnonline.sk 13.11.2003.
LL@(1660) KREKÁČ, M. Od ?udských zdrojov k ?udskému kapitálu. => KREKÁČ, M. Od ?udských zdrojov k ?udskému kapitálu.
LL@(1661) SME, 15.3.2005, s.11. => SME, 15.3.2005, s.11.
LL@(1662) MOROVSKÁ, I. Uplatnenie marketingu a regionálneho marketingu pre zvyšovanie vzdelanostnej úrovne regiónov. => MOROVSKÁ, I. Uplatnenie marketingu a regionálneho marketingu pre zvyšovanie vzdelanostnej úrovne regiónov.
LL@(1663) In: Znalostné determinanty regionálneho rozvoja. => In: ~~~ Znalostné determinanty regionálneho rozvoja.
LL@(1664) Prešov: PU, 2007. => Prešov:
LL@(1665) ISBN 808068-695-6 MRVOVÁ, K.: Rešpektovanie individualít jednotlivých generačných skupín v procese výučby a personálnom manažmente. => PU, 2007. ISBN 808068-695-6 MRVOVÁ, K.: ~~~ Rešpektovanie individualít jednotlivých generačných skupín v procese výučby a personálnom manažmente.
LL@(1666) In: Zborník príspevkov zo sympózia doktorandov. => In: ~~~ Zborník príspevkov zo sympózia doktorandov.
LL@(1667) Sympózium manažment ´06. ~~~ 1. vyd. @ilina : @ilinská univerzita v @iline, 2006. => Sympózium manažment ´06. 1. vyd. @ilina : @ilinská univerzita v @iline, 2006. 348 s.
LL@(1668) 348 s. => ISBN:
LL@(1669) ISBN:80-8070572-0 PČOLINSKÁ, L.: Značka, imidž a identita Európskej Únie. => PčOLINSKÁ, L.: ~~~ Značka, imidž a identita Európskej Únie.
LL@(1670) In: Zborník výstupov vedeckovýskumného projektu VEGA č. => In:
LL@(1671) 1/3811/0 Analýza a rozvoj obchodných a marketingových aktivít malých a stredných podnikov košického a prešovského kraja v podmienkach jednotného trhu Európskej únie.. => Zborník výstupov vedeckovýskumného projektu VEGA č. 1/3811/0 Analýza a rozvoj obchodných a marketingových aktivít malých a stredných podnikov košického a prešovského kraja v podmienkach jednotného trhu Európskej únie..
LL@(1672) November 2007, ISBN 978-80-2252475-9 RÁKO[, J.: Zhodnotenie inovačných aktivít malých a stredných podnikov plynúcich z integrácie SR do EÚ. => November 2007, ISBN 97880-225-2475-9 RÁKO[, J.: ~~~ Zhodnotenie inovačných aktivít malých a stredných podnikov plynúcich z integrácie SR do EÚ.
LL@(1673) In: MEKON 2006. => In: ~~~ MEKON 2006.
LL@(1674) Ostrava : V[B - TU, 2006. => Ostrava :
LL@(1675) ISBN 80-248-1013-1. ~~~ [IRÁ, E. Manažment znalostí a znalostní pracovníci. => V[B - TU, 2006. ISBN 80-248-1013-1. [IRÁ, E. Manažment znalostí a znalostní pracovníci.
LL@(1676) In: Zborník z medzinárodnej Ba?ovej doktorandskej konferencie. => In: ~~~ Zborník z medzinárodnej Ba?ovej doktorandskej konferencie.
LL@(1677) Zlín: UTB, 2007. => Zlín:
LL@(1678) ISBN 807318-529-9. ~~~ [TEFKO, T. Akademické marketingové inštrumentárium v marketingu vysokej školy. => UTB, 2007. ISBN 80-7318-529-9. [TEFKO, T. Akademické marketingové inštrumentárium v marketingu vysokej školy.
LL@(1679) Bratislava: Royal Service, 2003. => Bratislava:
LL@(1680) 262 s. => Royal Service, 2003. 262 s.
LL@(1681) ISBN 80-968379-5-8. => ISBN 80-968379-5-8.
LL@(1682) Marketing activities of faculties UDC 658.8:37 Beba Rakić, Mira Rakic Faculty of Business stufies Megatrend University, Belgrade The purpose of this paper is to present the key marketing activities of faculties. => Marketinške aktivnosti fakulteta UDK 658.8:37 Beba Rakić, Mira Rakić Fakultet za poslovne studije Megatrend univerzitet u Beogradu Svrha rada je da predstavi ključne marketinške aktivnosti fakulteta.
LL@(1683) Faculties should differenciate their offer from the competition. => Fakulteti bi trebalo da diferenciraju svoju ponudu u odnosu na konkurenciju.
LL@(1684) The most important marketing decisions are: targeting target market selection (customers), relationship marketing, strategies for positioning and differentiation of producrs/services and tactics marketing programs. => Najvažnije marketinške odluke su u pogledu: izbora ciljnih tržišnih segmenata, strategija pozicioniranja i diferenciranja proizvoda/usluga, taktičkih marketing programa.
LL@(1685) Faculties should focus upon the value (of the faculties) and the benefit for students education and knowledge. ~~~ 1. => Fakulteti bi trebalo da se fokusiraju na vrednosti (fakulteta) ili koristi za studente obrazovanje i znanje. 1.
LL@(1686) Introduction In a hyper-competitive environment, faculties (both state and privately owned) are supposed to be marketing oriented. ~~~ Marketing is directed to a dialogue between the organization and its clients, that is, school and students and their parents Š1, p.31Ë. => Uvod U hiper-konkurentnom okruženju, fakulteti (i državni i privatni) bi trebalo da budu marketinški orijentisani. «Marketing je usmeren na dijalog između organizacije i njenih klijenata, tj. škole i studenata i roditelja» Š1, str. 31Ë.
LL@(1687) The faculty marketing is a process of creating and maintaining value for students (and other target segments); a favourable image and profit for the faculties (in case of non-profit faculties the word profit is omitted). => Marketing fakulteta je proces stvaranja i održavanja vrednosti za studente (i ostale ciljne segmente); povoljnog imidža i profita za fakultete (kod neprofitnih fakulteta izostavlja se reč profit).
LL@(1688) The key marketing decisions of the faculties Šcompiled after: 2-5Ë are made in terms of: the choice of target market segments, positioning and differentiating of services by value benefit creating and delivery, as well as tactic decisions concerning the marketing mix tools (Figure 1). => Ključne marketinške odluke fakulteta Šsastavljeno prema 2-5Ë su u pogledu: izbora ciljnih tržišnih segmenata, pozicioniranja i diferenciranja usluga stvaranjem i isporukom vrednosti koristi; i taktičkih odluka koje se odnose na instrumente marketing miksa (slika 1).
LL@(1689) The paper stresses the necessity and importance of the holistic marketing of faculties. => U radu se naglašava neophodnost i značaj holističkog marketinga fakulteta.
LL@(1690) After the introductory part, we analyse target segments, relationship marketing, positioning and Target market segments and Stakeholders selection; Relationship marketing Positioning and services differatiation strategie definition Tactic decisions marketing mix tools Students, pupils, parents, adoult, Organisations and public ; Establishing and maintaining Relationships with partners Creation and delivery of value - benefit (education, knowledge, etc.) => Posle uvodnog dela, u radu se razmatraju ciljni segmenti, relacioni marketing, pozicioniranje i digerenciranje usluga fakulteta.
LL@(1691) Services, teachers (and other employees), physical evidence, prices, distribution, integrated marketing communication. ~~~ Figure 1. ~~~ Crucial marketing decisions of faculties differentiation of faculties services. => Izbor ciljnih tržišnih segmenata i stejkholdera; Relacioni marketing Definisanje strategija pozicioniranja i di ferenciranja usluga Taktièke odluke instrumenti marketing miksa Studenti, uèenici, roditelji, odrasli, organizacije i javnost; Uspostavljanje i održavanje odnosa sa partnerima Stvaranje i isporuka vrednosti koristi (obrazovanje, znanja, itd.) Usluge, nastavnici (i ostali zaposleni), uslužni ambijent, proces usluživanja, cene, distribucija, integrisane market inške komunikacije Slika 1.
LL@(1692) In order that marketing activities of faculties be affective, it is necessary that two key questions in marketing management be answered: Who are our customers? => Ključne marketinške odluke fakulteta Za efektivne marketinške aktivnosti fakulteta potrebno je odgovoriti na dva ključna pitanja u upravljanju marketingom:
LL@(1693) What do customers recognize as value? => Ko su potrošači? [ta predstavlja vrednost potrošačima?
LL@(1694) Marketing oriented faculties address target groups and stakeholders such as: students (existing and prospective), parents (sudents parents), adults, organizations and public (government of the Republic of Serbia especially respective ministries, media, citizens, local community and broader public). => Š6Ë. ~~~ Marketinški orijentisani fakulteti su usmereni ka ciljnim grupama i stejkholderima kao što su: studenti (postojeći i potencijalni), roditelji (učenika - studenata), odrasli, organizacije i javnost (vlada Republike Srbije posebno odgovarajuća ministarstva, mediji, građani, lokalna i šira javnost).
LL@(1695) Due to the changes in the environment, specially important are the decisions regarding relationship marketing, i.e., creating, developing and maintaining relationship with students and business partners. => Zbog promena u okruženju od posebnog značaja su odluke u pogledu relacionog mar ketinga, tj. stvaranja, razvoja i održavanja odnosa sa studentima i poslovnim partnerima.
LL@(1696) Faculties are positioned in the minds of these target groups and are differentiated vs. other faculties by way of creating and delivering value benefit. => Fakulteti se pozicioniraju u svesti navedenih ciljnih grupa i diferenciraju u odnosu na druge fakultete stvaranjem i isporukom vrednosti koristi.
LL@(1697) On the basis of positioning strategy (in the minds of the selected target segments) and the differentiation strategy (as regards other competitive faculties) faculties make tactic decisions on the marketing mix tools. => Na osnovu strategije pozicioniranja (u svesti izabranih ciljnih segmenata) i strategije diferenciranja (u odnosu na druge konkurentske fakultete) fakulteti donose taktičke odluke o instrumentima marketing miksa.
LL@(1698) The integrated concept of a marketing mix includes: services, prices, distribution, promotion, human resources (emploees), service setting and the service process Šafter: 5,7Ë. => Integrisani koncept marketing miksa obuhvata: usluge, cene, distribuciju, promociju, ljude (zaposlene), uslužni ambijent i proces usluživanja Šprema 5, 7Ë.
LL@(1699) The basic competitive advantage of the faculty is the speed adopting (response to change in environment) and initiation change promptly. => Osnovna konkurentna prednost fakulteta je brzina brzo prihvatanje (reagovanje na promene u okruženju) i iniciranje promena.
LL@(1700) In addition to external marketing activities (directed towards target segments outside the faculty), it is also necessary to develop the internal marketing (directed towards all the employees at the faculty), in order that the employees should be aware of the necessity and significance of marketing orientation (of the faculty). => Pored eksternih marketing aktivnosti (usmerenih ka ciljnim segmentima izvan fakulteta), neophodan je i interni marketing (usmeren ka svim zaposlenima na fakultetu), kako bi zaposleni bili svesni neophodnosti i značaja marketinške orijentacije (fakulteta).
LL@(1701) The holistic (both external and internal) marketing allows for the orientation towards students and other crucial target segments. => Holistički (eksterni i interni) marketing omogućava orijentaciju ka studentima i drugim ključnim ciljnim segmentima.
LL@(1702) There are four groups that benefit from the education system: pupils/students, parents, owners of schools/faculties and the society in general Šafter: 1Ë. Theoreticalpractical knowledge guides the individuals, the organizations and the economy. => Koristi na osnovu obrazovnog sistema ostvaruju četiri grupe: učenici/studenti, roditelji, vlasnici škola/fakulteta i društvo u celini Šprema 1Ë. ~~~ Teorijsko-praktična znanja usmeravaju pojedince, organizacije i privrede.
LL@(1703) Individual and organizational knowledge allows for the countrys development strategy defining and implementation; strategies per individual activities, investment of money, time and engagement of human resources in the activities in which the country has achieved competitive advantage. => Znanja pojedinaca i organizacija omogućavaju definisanje i primenu strategije razvoja zemlje; strategija po pojedinim delatnostima; ulaganje novca, vremena i angažovanje ljudi u delatnostima u kojima zemlja ima konkurentnu prednost.
LL@(1704) This has a further impact upon the individuals income as well as the gross national product of the country Š8Ë. 2. => To dalje utiče na dohodak pojedinaca i bruto domaći proizvod zemlje Š8Ë. 2.
LL@(1705) Target segments The key segments are the existing and the prospective (grammar and secondary school) students. => Ciljni segmenti Ključni segment su postojeći i potencijalni (učenici srednjih škola i gimnazija) studenti.
LL@(1706) With the importance of continual adult education in mind, the faculties may expand their activities to target segments such as adults and organizations. => Imajući u vidu značaj kontinualnog obrazovanja odraslih, fakulteti mogu da prošire svoje aktivnosti ka ciljnim segmentima kao što su odrasli i organizacije.
LL@(1707) The Republic of Serbias Ministry of Education enacted the Strategy for the Development of Adult Education in the Republic of Serbia. => Ministarstvo prosvete Republike Srbije je donelo Strategiju razvoja obrazovanja odraslih u Republici Srbiji.
LL@(1708) The strategy of adult education is an invitation to create a culture of learning, of knowledge based social organizations and economics and of promoting the abilities and achievements of adults Š9Ë. => Strategija obrazovanja odraslih je poziv na stvaranje kulture učenja, društvene organizacije i ekonomije zasnovane na znanju i unapređenju sposobnosti i postignuća odraslih ljudi Š9Ë.
LL@(1709) The research results Šadapted after: 10-13Ë show that the student preferences of a particular faculty are affected by: courses/subjects (a total number of courses, optional, compulsory, desired, number of credits per course), curricula (subject, objective, research methods characteristic of a course), the institutions reputation (quality and expertise), facultys accreditation, people (lecturers, other employees and alumni information on graduated students), quality level of teaching staff (average or above average), quality of lectures and other teaching methods, opportunity of acquisition both theoretical and practical knowledge; group size number of students per group, possibility of getting a job on graduating (recogni tion of the diploma by future employers), price (scholarship fee, possibilities of delayed payment, necessary efforts in education process, distance from home, transport and living costs), integrated communications (public relations, publicizing academic research, scientific results of lecturers and students; advertizing in local and national printed media, advertizing in electronic media and other ways of integrated marketing communications) site (faculty location, other possibilities at loca tion) general atmosphere at the faculty, faculty type (old or modern, traditional or tech nologically oriented), recognizing previous qualifications. => Rezultati istraživanja Šadaptirano prema 10-13Ë pokazuju da na preferencije studenata u pogledu određenog fakulteta utiču: kursevi/predmeti (ukupni broj kurseva, željeni, obavezni, izborni kursevi, broj kredita po kursevima), nastavni programi (predmet, cilj, metode istraži vanja po kursevima), reputacija institucije (po kvalitetu i stručnosti), akreditacija fakulteta, ljudi (nastavnici, ostali zaposleni i alumni infor macije o diplomiranim studentima), kvalitet nastavnog osoblja (prosečan ili iznad prosečan), kvalitet predavanja i ostalih nastavnih metoda, mogućnost sticanja i teorijskih i praktičnih znanja, veličina grupe broj studenata u grupi, mogućnost dobijanja posla po završetku studija (priznavanje diplome od strane budućih poslodavaca), cena (školarina, mogućnosti odloženog plaćanja, potrebni napor radi obrazovanja, propuštene mogućnosti, udaljenost od kuće, troškovi prevoza i života), integrisane komunikacije (odnosi s javnošću, publicitet o akademskim istraživanjima, naučnoistraživačkim rezultatima nastavnika i studenata; oglašavanje u lokalnoj i nacionalnoj štampi, oglašavanje putem elektronskih medija i drugi načini integrisanih marketinških komunikacija), mesto (lokacija fakulteta, ostale mogućnosti u određenom mestu), atmosfera na fakultetu, tip fakulteta (star ili moderan, tradicionalan ili tehnološki orijentisan), spremnost priznavanja prethodnih kvalifikacija.
LL@(1710) Students may take into consideration even more personal factors, such as: the distance between home and faculty (including the time needed to reach university, public transport, parking lot) views and recommendations of family and friends as regards the faculty choice, friends choice of faculty Šafter 10Ë. 3. => Studenti mogu da razmatraju i ličnije faktore kao što su: udaljenost fakulteta od kuće (uključujući potrebno vreme do univerziteta, javni prevoz, parking prostor), mišljenje i preporuke porodice i prijatelja u po gledu fakulteta, fakultet koji žele da upišu prijatelji Šprema 10Ë. 3.
LL@(1711) Relationship marketing The basics of marketing are creating and management of relationship with consumers. => Relacioni marketing Osnova marketinga je izgradnja i upravljanje odnosima sa potrošačima.
LL@(1712) Grönroos Š14, p. 327Ë defines relationship marketing in the following way:Marketing is supposed to establish, maintain and promote relationship with consumers and other partners, profit included, so that the objectives of all parties involved be achieved. => Gronroos Š14, str. 327Ë definiše relacioni marketing na sledeći način: »Marketing bi trebalo da uspostavi, održava i poboljšava odnose sa potrošačima i drugim partnerima, uz profit, tako da se ostvaruju ciljevi svih angažovanih strana.
LL@(1713) The aforementioned is carried out on the basis of mutual exchange and promise keeping. => Navedeno se ostvaruje na osnovu međusobne razmene i ostvarivanja obećanja».
LL@(1714) Organizations establish and maintain long-term relationships with all the individuals and organizations business partners (internally with the employees, and externally with consumers, suppliers and other important partners) who can affect the organizations business. => Organizacije uspostavljaju i održavaju dugoročne odnose sa svim pojedincima i organizacijama poslovnim partnerima (kako interno sa zaposlenima, tako i eksterno sa potrošačima, dobavljačima i drugim važnim partnerima) koji mogu da utiču na poslovanje organizacije.
LL@(1715) Organizations manage relations with business partners and together with them they define and adapt the marketing offer. => Organizacije upravljaju odnosima sa poslovnim partnerima i zajedno sa njima definišu i prilagođavaju marketing ponudu.
LL@(1716) The relationship marketing concept includes marketing on the basis of databases, interactions and network marketing. => Koncept relacionog marketinga obuhvata marketing na osnovu baza podataka, interakcija i mrežni marketing.
LL@(1717) The Internet encourages and facilitates interactivity. => Internet podstiče i omogućava interaktivnost.
LL@(1718) Relationship marketing plays an important role in the development and implementation of a marketing plan and an educational organization strategy. => Relacioni marketing ima važnu ulogu u razvoju i primeni marketing plana i strategije obrazovnih organizacija.
LL@(1719) Relationship marketing stresses both the establishment and development of relationships with the existing consumers and network development; it starts from the marketing orientation and consumer oriented organizational culture development and focuses upon the quality of services. => Relacioni marketing naglašava uspostavljanje i razvoj odnosa sa postojećim potrošačima i razvoj marketing mreža; polazi od marketinške orijentacije i razvoja organizacione kulture koja je usmerena prema potrošačima i fokusira se na kvalitet usluga.
LL@(1720) The three crucial components of marketing orientation are the following: 1. consumer orientation; 2. competition orientation; and 3. interfunctional collaboration Š15Ë. Orientation towards consumers means that the employees at the faculty (management, deans, teaching staff, administration and others) study and recognize the demand and preferences of target markets, therefore create and deliver superior value Šafter: 15Ë. => Tri ključne komponente marketinške orijentacije su: ~~~ 1. orijentacija ka potrošačima, 2. orijentacija prema konkurentima i 3. interfunkcionalna saradnja Š15Ë. ~~~ Orijentacija ka potrošačima podrazumeva da zaposleni na fakultetu (menadžment, dekani, nastavnici, administrativno osoblje i ostali) istražuju i shvataju zahteve i preferencije ciljnih tržišta, stvaraju i isporučuju superiornu vrednost Šprema 15Ë.
LL@(1721) The facultys customer orientation is determined by the following factors: recognizing the students needs, care of the students welfare, effective response to parents demand, keeping promises to (students) parents, recognition of the type of studies parents value most, informing parents in a way that they understand the ways and methods of studying, teachers readiness to aid students, prompt response to the complaints from either parents or students, a simple complaint procedure, teachers being informed on the parents expectations, teachers politeness, managements and deans customer orientation, encourageing parents to contribute positive and constructive suggestions as well as negative comments (complaints, criticism), committment to the faculty, annual evaluation of parents and students satisfaction, good teachers the students are satisfied with, impact of parents attitudes on the studying process, response to parents and their childrens needs are the prioritised tasks Šafter 15Ë. Competirion orientation means that the employees at the faculty study and recognize strengths and weaknesses, capabilities and potentials of competiton. => Orijentaciju fakulte ta ka potrošačima određuju sledeći faktori: shvatanje potreba studenata, briga o blagostanju studenata, efektivni odgovori na zahteve roditelja, ispunjavanje obećanja roditeljima (studenata), shvatanje načina studiranja koje roditelji najviše vrednuju, informisanje roditelja koje im pomaže da shvate načine i uslove studiranja na fakultetu, spremnost nastavnika da pomognu studentima, brzina odgovora na žalbe roditelja i studenata, jednostavna procedura žalbi, informisanost nastavnika o željama roditelja, ljubaznost nastavnika, naglašavanje orijentisanosti ka potrošačima od strane dekana i menadžmenta, ohrabrivanje roditelja da daju konstruktivne pozitivne predloge i negativne komentare (žalbe, kritike), osećanje pripadnosti fakultetu, evaluacija zadovoljstva roditelja i studenata u toku svake školske godine, dobri nastavnici čiji su studenti zadovoljni, uticaj mišljenja roditelja na proces studiranja, odgovor na potrebe roditelja i dece je osnovni zadatak Šprema 15Ë. ~~~ Orijentacija ka konkurentima podrazumeva da zaposleni na fakultetu istražuju i shvataju snage i slabosti, sposobnosti i potencijal konkurentskih fakulteta.
LL@(1722) The listed activities in the competition study may have a positive impact upon decision making, especially in case of developing new initiatives additional services to students and their parents (as currently studying or prospective key consumers and influential personalities) Šafter: 15Ë. => Navedene aktivnosti istraživanja konkurenata mogu da imaju pozitivan uticaj na donošenje odluka, posebno razvoj novih inicijativa dodatnih usluga za studente i njihove roditelje (kao ključne postojeće i potencijalne korisnike usluga i uticajne licnosti) Šprema 15Ë.
LL@(1723) The faculties competition orientation is determined by the following factors: survey of the competitive faculties, permanent analysis of other faculties activities by the dean and the management, impact of information of the activities of teachers at other faculties on improving teaching, facultys response to new initiatives/cevelopment of new faculties, higher rank compared to other faculties Šafter: 15Ë. sis of information on parents requests at the faculty departments meetings, and towards promoting the facultys image; analysis of information in view of marketing activities with teachers teachers are not paid only to give lectures; they should give a hand in recruiting/enrolling prospective students; key elements in composing the programme curriculum or new initiatives are parents and students demands Šafter 15Ë. => Orijentaciju fakulteta ka konkurentima određuju sledeći faktori: istraživanje konkurentskih fakulteta, stalno razmatranje aktivnosti drugih fakulteta od strane menadžmenta i dekana, uticaj informacija o aktivnostima kolega na drugim fakultetima na poboljšanje predavanja nastavnika, odgovor fakulteta na nove inicijative/razvoj drugih fakulteta, bolje shvatanje potreba studenata i roditelja u odnosu na druge fakultete, bolja rangiranost u odnosu na druge fakultete Šprema 15Ë. ~~~ Za opstanak i uspeh fakulteta na konkurentnom tržištu od posebnog značaja je stvaranje superiorne vrednosti ciljnim korisnicima usluga. ~~~ Navedeno može da bude ostvareno samo na osnovu integracije i koordinacije resursa fakulteta, uspostavljanja i održavanja odnosa sa potrošačima. ~~~ Privlačenje i zadržavanje studenata-potrošača ne bi trebalo da bude samo odgovornost menadžmenta fakulteta, već svih zaposlenih. ~~~ Da bi se to ostvarilo, svi zaposleni bi trebalo da imaju pristup informacijama o studentima, konkurenciji, okruženju, zajednici itd. ~~~ Šprema 15Ë.
LL@(1724)  => Nivo interfunkcionalne koordinacije određuju sledeći faktori: doprinos svih odeljenja marketinškim aktivnostima fakulteta; saradnja nastavnika radi poboljšanja imidža fakulteta; za marketing ne bi trebalo da bude odgovoran samo menadžment; analiza informacija o zahtevima roditelja na sastancima odeljenja fakulteta radi poboljšanja imidža fakulteta; razmatranje informacija u pogledu marketinških aktivnosti sa nastavnicima - na stavnici nisu plaćeni samo da predaju, već bi trebalo da pomognu pri privlačenju/upisu potencijalnih studenata; ključni elementi pri sastavljanju programa kursa ili novih inicijativa su zahtevi roditelja i studenata Šprema 15Ë.
LL@(1725) An education offer chain is proposed that means collaboration among faculties, schools, students and employers (of their future graduate students) in selecting courses at the faculty. => Predlaže se obrazovni lanac ponude koji podrazumeva saradnju fakulteta, škola, studenata i poslodavaca (svojih budućih diplomiranih studenata) pri izboru kurseva fakulteta.
LL@(1726) Integration and collaboration ensure that the faculty establish and maintain communication with all target markets Šafter: 13Ë. => Integracija i saradnja omogućava da fakultet uspostavi i održava komunikaciju sa svim «ciljnim tržištima» Šprema 13Ë.
LL@(1727) Besides the abovementioned collaboration in selecting courses, further proposed is collaboration among lecturers, students and employees in organizations in practice reasearch. => Osim navedene saradnje pri izboru kurseva, predlaže se saradnja nastavnika, studenata i zaposlenih u organizacijama pri istraživanju prakse.
LL@(1728) At Harvard Business School (HBS) Š16Ë students are given opportunity to develop their practical skills in that they participate in projects and face the challenges of a particular organization. => U okviru «Harvard Business School» (HBS) Š16Ë studenti imaju mogućnosti da razviju svoje praktične sposobnosti učestvujući u projektima i suočavajući se sa izazovima određene organizacije.
LL@(1729) A team composed of three to six students works on a project of strategic value for the organization and makes recommendations at the end of the term. => Tim sastavljen od tri do šest studenata radi na projektu strategijske važnosti za organizaciju i sastavlja preporuke na kraju semestra.
LL@(1730) Each team is expected to conduct research, analysis and to prepare the report and a final presentation supported by the research results and recommendation. => Od svakog tima se očekuje da sprovede istraživanja, analizu, pripremi izveštaj, finalnu prezentaciju podržanu rezultatima istraživanja i preporukama.
LL@(1731) In addition to the HBS example, faculties may influence interaction among teachers, students and practitioners (organizations) towards engagement of teachers and students in these organizations. => Pored navedenog primera HBS, fakulteti bi mogli da utiču na interakcije nastavnika, studenata i praktičara (organizacija) u cilju angažovanja nastavnika i studenata u organizacijama.
LL@(1732) The employees in the organizations should recognize the communication with teachers and students as an investment of time into the future (not as a waste of time). => Zaposleni u organizacijama trebalo bi da shvate komunikacije sa nastavnicima i studentima kao ulaganje vremena u budućnost (a ne kao gubitak vremena).
LL@(1733) Namely, in engaging teachers and students, organizations acquire new knowledge and ideas from young people who want to show their skills. => Naime, organizacije angažovanjem nastavnika i studenata dolaze do novih znanja i ideja od strane mladih ljudi koji žele da pokažu svoje mogućnosti.
LL@(1734) Besides, organizations may choose among the best students and employ them. => Osim navedenog, organizacije mogu da izaberu najbolje studente i zaposle ih.
LL@(1735) Students are included into the activities of the organization, and teachers get an opportunity to use theoretical knowledge in practice. => Studenti se uključuju u poslovanje organizacija, a nastavnici teorijska znanja primenjuju u praksi.
LL@(1736) For the survival and success of faculties in a competitive market it is of special importance to provide superiour value to target consumers. => 
LL@(1737) This may be realized only on the basis of integration and coordination of the faculty resources, establishing and maintaining relations with the consumers. => 
LL@(1738) Recruiting and retaining students-consumers should not solely be in charge of management, but of all the employees. => 
LL@(1739) In order to accomplish this, all the employees must be entitled to an access to the information on students, on competition, environment, community etc. => 
LL@(1740) Šafter: 15Ë. ~~~ The level of interfunctional coordination is determined by the following factors: contribution of all departments to the facultys marketing activities, teaching staff collaboration towards improving the facultys image; marketing should not be solely responsibility of the management; analy Numerous authors emphasize the necessity and importance of theory and practice to be closely related, but also the problems of the faculties that are more theory than practice oriented. => Brojni autori ukazuju na neophodnost i značaj povezanosti teorije i prakse, ali i probleme fakulteta koji su više usmereni na teoriju u odnosu na praksu.
LL@(1741) Some 50 years ago, the Polaroid company suggested that every business school should have their own business. => U kompaniji «Polaroid» pre 50-ak godina predloženo je da bi svaka poslovna škola trebalo da ima sopstveni biznis.
LL@(1742) The ways of incorporating the teachers and the students into practice (engagement in problem solving) are: conducting this business, research for the purposes of other organizations, consultancies, etc. => Načini uključivanja nastavnika i studenata u praksu (angažovanje u rešavanju problema organizacija) su: sprovođenje sopstvenog biznisa, istraživanja za potrebe drugih organizacija, konsultantske usluge itd.
LL@(1743) Šafter: 17Ë. => Šprema 17Ë.
LL@(1744) Instead of having a gap between the academics and the practitioners there should be collaboration. => Umesto jaza između «teorije» i «prakse» potrebna je integracija; umesto jaza između «teoretičara» i «praktičara» potrebna je saradnja.
LL@(1745) Theoreticians need practical knowledge in as much as the prectitioners need theory. => Teoretičarima su potrebna praktična znanja, kao što su i praktičarima potrebna teorijska znanja.
LL@(1746) A graduate student should command both (be both a theoretician and a practitioner). => Diplomirani student trebalo bi da ima i teorijska i praktična znanja (trebalo bi da bude i teoretičar i praktičar).
LL@(1747) In which way can he acquire this knowledge? => Kako ih steći?
LL@(1748) A simple an swer would be: by modern curricula and methods. => Jednostavan odgovor bi glasio: savremenim nastavnim programima i metodama.
LL@(1749) Therefore, it is only necessary to define and implement modern curricula and methodologies at the faculties. => Dakle, potrebno je «samo» definisati i primenjivati savremene nastavne programe i metode na fakultetima.
LL@(1750) Integrated theoretical and practical knowledge results from joint, complementary actions of knowledge and interactions among lecturers/researchers, practitioners and students. => Integrisana teorijsko-praktična znanja rezultat su komplementarnog dejstva znanja i interakcija nastavnika/istraživača, praktičara i studenata.
LL@(1751) Integrated theoretical and practical students knowledge results from the complementary actions of multidisciplinary curricula and methodologies. => Integrisana teorijsko-praktična znanja studenata rezultat su komplementarnog dejstva multidisciplinarnih nastavnih programa i metoda.
LL@(1752) The teaching method is necessary, it is effective in learning theoretical bases and principles, however, it is not enough. => Metod predavanja je potreban, efektivan je za učenje teorijskih osnova i principa, ali nije dovoljan.
LL@(1753) In order that the students apply the learned theory, the teaching process should include case studies. => Da bi studenti primenjivali naučene teorijske osnove u nastavi bi trebalo da se koriste studije slučaja.
LL@(1754) Of special importance is the students engagement in organizations (practice) in the course of their studies. => Od posebnog značaja je angažovanje studenata u organizacijama («praksi») tokom studiranja.
LL@(1755) Faculties can: compose and apply modern teaching programmes and methods, have their own business, institutes, or conduct research for other organizations, provide consulting services, etc; engage students (in performing additional activities); and/or establish and maintain communication with other organizations in which students acquire additional practical knowledge (skills); and thus ensure that the students acquire integrated knowledge. => Fakulteti mogu da: sastave i primenjuju savremene nastavne programe i metode; imaju sopstveni biznis, institute, ili da sprovode istraživanja za potrebe drugih organizacija, bave se konsaltingom itd.; angažuju studente (pri sprovođenju dodatnih aktivnosti); i/ili uspostave i održavaju komunikacije sa drugim organizacijama u kojima studenti stiču dodatna praktična znanja; i na prethodno navedene načine omoguće svojim studentima sticanje integrisanih znanja.
LL@(1756) By acquisition of theoretical and practical knowledge graduate students will be qualified to tackle multidisciplinary issues of organizations and/or economy. ~~~ 4. => Sticanjem teorijskih i praktičnih znanja diplomirani studenti će biti osposobljeni da rešavaju multidisciplinarna pitanja organizacija i/ili privrede. 4.
LL@(1757) Positioning and differentiation of faculty provided services A large number of authors list seven tools of marketing mix (the so-called 7Ps) in service marketing. => Pozicioniranje i diferenciranje usluga fakulteta Brojni autori ističu sedam instrumenata marketing miksa (tzv. «7P») pri marketingu usluga.
LL@(1758) So, 7Ps are: products/service, people, process, physical evidence, price, promotion and place/distribution. => Dakle «7P» predstavljaju: proizvodi/usluge (product/ service), ljudi (people), proces usluživanja (process), uslužni ambijent (physical evidence), cena (price), promocija (promotion) i kanali distribucije (place/distribution).
LL@(1759) Faculty may position and differentiate themselves on the bases of the marketing mix tools quality services primarily education, curricula, scientific research results teachers obtained, employees politeness, physical evidence, the service rendering process, price, distribution and promotion. => Fakulteti mogu da se pozicioniraju i diferenciraju na osnovu instrumenata marketing miksa kvalitetnih usluga pre svega obrazovanja, nastavnih programa, naučnoistraživačkih rezultata nastavnika, ljubaznošću zaposlenih, uslužnog ambijenta, procesa usluživanja, cena usluga, distribucije i promocije.
LL@(1760) Internal marketing means the development of an internal organizational infrastructure ensuring the delivery of value Šafter: 18Ë. => Interni marketing podrazumeva razvoj interne organizacione infrastrukture koja omogućava isporuku vrednosti Šprema 18Ë.
LL@(1761) The basis of a facultys success is providing service benefit to students. => Osnova uspeha fakulteta je pružanje koristi vrednosti studentima.
LL@(1762) Students enter a particular faculty because of the benefit perceived. => Studenti upisuju određeni fakultet zbog percipiranih koristi.
LL@(1763) The crucial benefit is the opportunity of acquiring education and knowledge (and getting a job and further promotion based on these). => Ključna korist je mogućnost sticanja obrazovanja i znanja (i na osnovu istog dobijanje posla i dalje napredovanje).
LL@(1764) Marketing activities should be directed primarily towards education as a basic value. => Marketing aktivnosti bi trebalo da budu usmerene pre svega ka obrazovanju kao osnovnoj vrednosti.
LL@(1765) If not, everybody loses faculties, employees, students Šafter:18Ë and the society in general. => U suprotnom, gube svi fakulteti, zaposleni, studenti Šprema 19Ë i društvo u celini.
LL@(1766) Faculties provide the following services: For students an opportunity to acquire knowledge and specializing aided by modern curricula and methods, additional programmes (foreign language learning, work on computer etc.; For adults seminars (having in mind the necessity and importance of continuous education and professional learning); For organizations research and consulting. => Fakulteti pružaju sledeće usluge: ~~~ Za studente mogućnost sticanja znanja i usavršavanja na osnovu savremenih nastavnih programa i metoda, dodatne programe (učenja stranih jezika, rada na računaru i sl.), kvalitetna predava nja, vežbe i udžbenike, mogućnosti studiranja na daljinu itd.; ~~~ Za odrasle - seminare (imajući u vidu neophodnost i značaj kontinualnog obrazovanja i stručnog usavršavanja); Za organizacije - istraživanja i konsultantske usluge.
LL@(1767) The quality of services at a faculty depends on the expertise and motivation of the employees, especially teachers. => Kvalitet usluga na fakultetu zavisi od stručnosti i motivisanosti zaposlenih, a posebno nastavnika.
LL@(1768) A good management should carry out a clearly set vision and mission. => Dobar menadžment bi trebalo da ostvaruje jasno postavljenu viziju i misiju.
LL@(1769) In addition to the marketing activities aimed at the students, of special importance are marketing activities oriented towards teachers, as well as recruiting of appropriate personnel. => Pored marketing aktivnosti usmerenih prema studentima, od posebnog značaja su marketing aktivnosti usmerene ka nastavnicima i obezbeđivanje stručnog kadra.
LL@(1770) Faculties should encourage scientific research; participation in seminars, symposia and other activities aimed at improving scientific and research results. => Fakulteti bi trebalo da podstiču naučnoistraživački rad; učešće na seminarima, skupovima i druge aktivnosti usmerene ka poboljšanju naučnoistraživačkih rezultata.
LL@(1771) What is necessary, therefore, is the coordination of management, teaching staff, administration and technical staff as well as the employees committment to the faculty. => Potrebna je koordinacija menadžmenta, nastavnika, administrativnog i pomoćnog osoblja i posvećenost zaposlenih fakultetu. ~~~ Fakulteti mogu da se pozicioniraju i diferenciraju na osnovu procesa usluživanja načina pružanja usluga.
LL@(1772)  => Načini prenošenja znanja, metode nastave ex katedra, interaktivnost, diskusione grupe, seminari, kontrolni testovi i sl. predstavljaju bitne osnove diferenciranja usluga fakulteta.
LL@(1773) Physical evidence location, premises, number of students in a group, equipment may affect students perception of the service quality. => Uslužni ambijent lokacija, prostor, broj studenata u grupi, oprema - može da utiče na percepcije studenata u pogledu kvaliteta usluga.
LL@(1774) Privately owned and state faculties (for self-supporting students) may decide upon: reduced prices of services (scholarship fees) compared to other competitive faculties, as well as more relaxed terms of payment (in installments, throughout the school year) in order to attract a larger number of students, or high prices, in order to ensure a higher standard of working in smaller groups. => Privatni i državni fakulteti (za samofinansirajuće studente) mogu da odrede: niže cene usluga (školarine) u odnosu na ostale konkurentske fakultete, kao i povoljnije uslove plaćanja (na rate, tokom cele školske godine) da bi privukli veći broj studenata ili visoke cene, da bi obezbedili kvalitetniji rad u manjim grupama.
LL@(1775) The prices of symposia, research and consultancy for adults and for organizations should be aligned to the value of the offer. => Cene seminara, istraživanja i konsultantskih usluga za odrasle i organizacije trebalo bi da budu usklađene sa vrednošću ponude.
LL@(1776) Whether it is concrete premises or a virtual room, the conditions of studying and the equipment should clearly prove that the service given is expert, that the faculty takes its role for serious, investing in the place Š6Ë. Faculties may distinguish themselves on the basis of geographical distribution e.g. by adopting distance learning. => Bez obzira da li su u pitanju konkretni objekti ili virtuelna sala, uslovi studiranja i oprema trebalo bi da ostave utisak da se radi o stručnim uslugama, da fakultet shvata svoju delatnost ozbiljno ulaganjem u mesto Š6Ë. ~~~ Fakulteti mogu da se diferenciraju na osnovu geografske rasprostranjenosti npr. omogućavanjem studiranja na daljinu.
LL@(1777) Virtual faculties are of special importance for poor students (families) and/or working people who wish to study but lack financial means and/ot time to attend classic lectures. => Virtuelni fakulteti su od posebnog značaja za siromašne učenike/studente (porodice) i/ili zaposlene koji hoće da studiraju ali nemaju finansijske mogućnosti i/ili vreme za klasična predavanja.
LL@(1778) Faculties establish and maintain communication with various segments of public (secondary and grammar school students and directors, students parents, present and prospective students, respective ministries of the government, media, local community and broad public). => Fakulteti uspostavljaju i održavaju komunikacije sa različitim segmentima javnosti (učenicima i direktorima srednjih škola i gimnazija; roditeljima učenika i/ili studenata; postojećim i potencijalnim studentima; odgovarajućim ministarstvima vlade; medijima; lokalnom i širom javnošću).
LL@(1779) To communicate with students, they need to approach secondary and grammar school directors and teaching staff. => Za komunikaciju sa učenicima potrebna je komunikacija sa direktorima i nastavnicima srednjih škola i gimnazija.
LL@(1780) The basic ways of integrated marketing communications are advertizing, publis relations, direct marketing, promoting sales and personalised sales. => Osnovni načini integrisanih marketing komunikacija su oglašavanje, odnosi sa javnošću, direktni marketing, unapređenje prodaje i lična prodaja.
LL@(1781) Faculties may advertize their services by way of printed and electronic media (printed advertisements, newspaper and journal articles, brochures, bills, flyers, bilboards, promotive materials, radio and TV spots, websites, banners, CD, etc). => Fakulteti mogu da oglašavaju svoje usluge putem štampanih i elektronskih medija (štampanih oglasa, članaka u novinama i specijalizovanim časopisima, brošura, plakata, bilborda, promotivnog materijala; radio i tv spotova, sajta, banera, CD-a itd.).
LL@(1782) Especially effective is word-ofmouth advertizing (recommendations) from satisfied students and other segments of public. => Posebno je efektivno usmeno oglašavanje (preporuke) od strane zadovoljnih studenata i ostalih segmenata javnosti.
LL@(1783) Faculties may hire referent individuals (e.g. particular lecturers, graduate students of the faculty who became successful businessmen, famous and recognized personalities) to do the promotions. => Fakulteti mogu da angažuju referentne pojedince (npr. određene nastavnike, diplomirane studenate fakulteta koji su postali uspešni poslovni ljudi, poznate i priznate ličnosti) pri promociji.
LL@(1784) In addition to this one way monologue of the faculty (by advertizing), of special importance is a two way dialogue direct communication (with current as well as with prospective students, their parents and other target segments) on the basis of direct marketing. => Uz «jednosmerni monolog» fakulteta (putem oglašavanja), od posebnog značaja je «dvosmerni dijalog» direktna komunikacija (sa aktuelnim i potencijalnim studentima, njihovim roditeljima i ostalim ciljnim segmentima) na osnovu direktnog marketinga.
LL@(1785) Direct communication may be conducted at the faculty (with the public relations service and/or manager, with the dean, teaching staff, students) in the high school or the grammar school (oral presentation and appropriate promotive aids on the basis of CDs, DVDs), by telephone, classic or electronic mail (e-mail) etc. => Direktna komunikacija može da se sprovodi na fakultetu (sa službom i/ili menadžerom za odnose sa javnošću, dekanom, nastavnicima, studentima), u srednjoj školi/gimnaziji (usmenom prezentacijom i odgovarajućim promotivnim sredstvima na osnovu CD-a, DVD-a), putem telefona, klasične, elektronske pošte (e-mail) itd.
LL@(1786) Internet marketing provides a faster and more direct communication. => Internet marketing omogućava bržu i direktniju komunikaciju.
LL@(1787) Faculties may use websites to present their services, they may advertise by way of banners (ads on the internet); while the teaching staff and/or services can reply to enquiries promptly, by e-mail. => Fakulteti putem sajta mogu da predstave svoje usluge; oglašavaju se putem banera (oglasa na Internetu); a nastavnici i/ili odgovarajuće službe putem elektronske pošte mogu brzo odgovore na pitanja.
LL@(1788) Faculties may establish and maintain public relations by way of the following: publications brochures, annual reports, bulletins, journals (of international and/or national reputation) etc; events meetings and symposia (of international and/or national reputation), presentations of works and results of the teachers and/or students from the faculty, the awards obtained (of international or national reputation), anniversaries, sponsorships, press conferences; newsletters, speeches etc. => Fakulteti mogu da uspostave i održavaju odnose s javnošću pomoću sledećih sredstava: publikacija - brošura, godišnjih izveštaja, biltena, časopisa (međunarodnog i/ili nacionalnog značaja) itd.; događaja skupova i seminara (međunarodnog i/ili nacionalnog značaja), predstavljanja radova i rezultata nastavnika i/ili studenata fakulteta, dobijenih nagrada (međunarodnog i/ili nacionalnog značaja), godišnjica, sponzorstava, konferencija za štampu; vesti, govora itd.
LL@(1789) Promotion can be conducted on the basis of improvimg sales granting free scholarships for the best students, organizing specialized fairs, etc. => Promocija može da se sprovodi na osnovu unapređenja prodaje - obezbeđivanjem besplatnih školarina za najbolje studente, specijalizovanih sajmova itd.
LL@(1790) One university developed the student ambassador programme according to which each applicant student is assigned a student currently attending classes. => Jedan univerzitet je razvio «program studenata ambasadora» prema kome se za svakog prijavljenog kandidata pri upisu na univerzitet angažuje po jedan upisani student.
LL@(1791) The so-called student ambassador replies to any enquiries the applicant might pose, from the moment of application until he enters university Š12Ë. => Tzv. student ambasador odgovara na sva pitanja prijavljenog kandidata od momenta prijave do upisa na univerzitet Š12Ë.
LL@(1792) All the above mentioned elements are important for the students satisfaction, the facultys image, a university reputation and an increase in the number of applications. => Svi prethodno navedeni elementi utiču na zadovoljstvo studenata, dobar imidž, prepoznatljivo ime fakulteta, povećanje broja prijavljenih kandidata za upis na fakultet.
LL@(1793) According to Olins Š20, pp. 244-245Ë: competition among the high education institutions is cruel. => Prema Olinsu Š20, str. 244-245Ë: «konkurencija između institucija visokog obrazovanja je oštra.
LL@(1794) The best reputed universities get resources, and therefore the best lecturers and the best students. => Univerziteti sa najvećim ugledom privlače sredstava, a stoga i najbolje nastavnike i najuspešnije studente.
LL@(1795) They are also reputed for the best research. => Takođe obavljaju najbolja istraživanja.
LL@(1796) The best reputed brand is the one that wins. => Brend sa najvećim ugledom je onaj koji pobeđuje.
LL@(1797) Similarly to many commercial brands, the university brand is a combination of services, communication, behaviour and environment. => Kao i kod mnogih komercijalnih brendova, univerzitetski brend je kombimacije usluga, komunikacije, ponašanja i okruženja.
LL@(1798) The key role, of course, is played by the service. => Usluga je ovde, naravno, ključna.
LL@(1799) However, communication, especially with graduate students who are sometimes prospective donors as well, is also important. => Ali, komunikacija, posebno sa nekadašnjim studentima koji su često i potencijalni donatori, je takođe važna.
LL@(1800) The American universities always have this in mind. => Američki univerziteti ovo nikada ne gube iz vida.
LL@(1801) Their graduate student network is based on a simple premise of reciprocity we gave you something, now it is your turn to pay back. => Njihova mreža diplomiranih studenata zasnovana je na jednostavnoj pretpostavci reciprociteta dobili ste nešto od nas, sada nam uzvratite.
LL@(1802) American universities receive enormous summs from their former students. => Američki univerziteti dobijaju ogromne sume od svojih bivših studenata».
LL@(1803) The graduate students care profoundly about the image of the faculty they graduated from. => Diplomiranim studentima određenog fakulteta je značajan imidž fakulteta koji su završili.
LL@(1804) Therefore, faculties should continue communications with their graduate students. => U skladu sa navedenim fakulteti bi trebalo da nastave komunikacije sa svojim diplomiranim studentima.
LL@(1805) Faculties can create and update the databases of their graduate and successful students. => Fakulteti mogu da kreiraju i ažuriraju bazu podataka o diplomiranim i uspešnim studentima.
LL@(1806) Actually, graduate students get jobs and they still need additional training and specialisation (e.g. continuing studies and/or symposia) and/or research and/or consulting for the organization they are currently employed in. => Naime, diplomirani studenti postaju zaposlene osobe kojima je potrebno dodatno usavršavanje (npr. nastavak studiranja i/ili seminari) i/ili istraživanja i/ili konsalting za organizaciju u kojoj rade.
LL@(1807) Also, satisfied students convey their feeling of satisfaction and experience to their colleagues and friends, so the faculty gets an additional promotion. => Takođe, zadovoljni studenti prenose svoje zadovoljstvo i iskustva na svoje kolege i prijatelje, tako da se dodatno i najefektivnije promoviše fakultet.
LL@(1808) The rules for maintaining service brands Šadapted after: 20Ë are: Organizing activities related to brands; different organizational brands should communicate and understand what brand is, so that the employees can, and are willing to offer quality services; Training and motivating the emploees to live the brand; Behaviour in accordance with the promises given to consumers (students, parents) and all public segments: Employees for the brand exert the greatest influence on the service quality, creating and maintaining the brand image; Consistence and coherence; Respect for clients especially students they are not just the profit gaining units (indexes numbers), but young people that can affect the facultys success; Listening to clients accentuating services and replies to complaints; Following the exaample that comes from the top. => Pravila za održavanje uslužnih brendova Šadaptirano prema 20Ë su: ~~~ Organizovanje poslovanja oko brenda; različiti organizacioni delovi bi trebalo međusobno da komuniciraju i razumeju šta brend predstavlja tako da svi zaposleni zaista mogu, ali i žele da pruže kvalitetne usluge; Obuka i motivisanje zaposlenih da «žive brend»; Ponašanje u skladu sa obećanjima potrošačima (studentima, roditeljima) i svim segmentima javnosti; «Zaposleni su brend» - najviše utiču na kvalitet usluga, stvaranje i održavanje imidža brenda; Doslednost i koherentnost; Poštovanje klijenata posebno studenata - oni nisu «Jedinice za ostvarivanje dobiti» («brojevi indeksa»), već mladi ljudi koji mogu da utiču na uspeh fakulteta; Slušanje klijenata akcentiranje usluge i odgo vora na žalbe; Predvođenje primerom koji dolazi sa najvišeg mesta.
LL@(1809) On having conducted these activities, it is necessary to believe that the employees will live the brand Šafter: 20, p. 89Ë. 5. => Nakon sprovođenja navedenih aktivnosti, potrebno je poverenje «u svoje zaposlene da će oni živeti brend» Šprema 20, str. 89Ë. 5.
LL@(1810) Conclusion Marketing oriented faculties are oriented towards target segments such as: students (current and prospective), (students) parents, adults, employees, organizations and public (the Government of the Republic of Serbia especially the respective ministries, media, cit izens, local and broader communities). => Zaključak Marketinški orijentisani fakulteti su usmereni ka ciljnim segmentima kao što su: studenti (postojeći i potencijalni), roditelji (učenika - studenata), odrasli, zaposleni, organizacije i javnost (vlada Republike Srbije posebno odgovarajuća ministarstva, mediji, građani, lokalna i šira javnost).
LL@(1811) Due to the changes in the environment, relationship marketing, i.e., creating, developing and maintaining relations with students and business partners, is becoming increasingly important. => Zbog promena u okruženju od posebnog značaja je relacioni marketing, tj. stvaranje, razvoj i održavanje odnosa sa studentima i poslovnim partnerima.
LL@(1812) The bases of faculties positioning are: qualiuty services an opportunity to study, acquire theoretical and practical knowledge and specialize (on the basis of courses/subjects, curricula and methods) and products textbooks, collections of works of faculty teachers; people teaching staff (reputation, scientific and research results, lecturing quality, communication with students and other clients, replies to students enquiries and/or complaints); teachers conduct, conduct of student services as well as other services at the faculty; delivery process (service delivery) the process of conveying knowledge (methodology ex catedra, interactivity, discussion groups, seminars, control tests, etc.); communication process with teachers (during lectures, councelling, by e-mail); communication with student service (when entering faculty/school year, taking exam, etc. in the office or by e-mail); physical evidence space (enough space for students, theatres, rooms, teachers, cabinets, library, study-rooms, student club), parking lots, group size, equipment (computers, overhead projectors, video beam, etc), atmosphere at the faculty, etc; price scholarship fees, possibilities of deferred payment; distribution channels/place site (location) of faculty and/or electronic channels virtual faculty (possibilities of online sales of services and/or service delivery virtual rooms and lectures/practice); integrated marketing communications (public relations, advertising in local and national press, by electronic media; communication by the internet by website, e-mails; recommendations provided by family, friends and graduate students as regards faculty, etc.). => Osnove pozicioniranja i diferenciranja fakulteta su: kvalitetne usluge mogućnost obrazovanja, sticanja teorijskih i praktičnih znanja i usavršavanja (na osnovu kurseva/predmeta, nastavnih programa i metoda); i proizvodi udžbenici, zbornici radova nastavnika fakulteta; ljudi nastavnici (reputacija, naučnoistraživački rezultati, kvalitet predavanja, komunikacije sa studentima i drugim klijentima, odgovori na zahteve i/ili žalbe studenata); ponašanje nastavnika, studentske i ostalih službi na fakultetu; proces usluživanja (pružanja usluga) - proces prenošenja znanja (metode nastave: ex katedra, interaktivnost, diskusione grupe, seminari, kontrolni testovi i sl.); proces komunikacija sa nastavnicima (za vreme predavanja, konsultacija, emailom); proces komunikacija sa studentskom službom (pri upisu fakulteta/godine, prijavi ispita i sl. u službi i/ili email-om ); uslužni ambijent - prostor (dovoljan prostor za studente, amfiteatre, sale, nastavnike, kabinete, biblioteku, čitaonicu, studentski klub), parking prostor, broj studenata u grupi, oprema (računari, projektori, video bim itd.), atmosfera na fakultetu; cena usluga - školarina, mogućnosti odloženog plaćanja; kanali distribucije/mesto lokacija (mesto) fakulteta i/ili elektronski kanali - virtuelni fakultet (mogućnosti online prodaje usluga i/ili pružanja usluga - virtuelne sale i predavanja/vežbe); integrisane marketinške komunikacije (odnosi s javnošću; oglašavanje u lokalnoj i nacionalnoj štampi, putem elektronskih medija; komunikacije na osnovu Interneta putem sajta, e-milova; preporuke porodice, prijatelja i diplomiranih studenata u pogledu fakulteta itd.).
LL@(1813) The basic effects of holistic marketing activities of faculties are the following: for students education and science; for adults specialzation (having in mind the necessity and importance of continuous education and professional specialization); for other organizations research and consulting services; for faculties educated and satisfied graduate stu dents, favourable image (of faculty) and profit; for the country expert employees. => Osnovni efekti holističkih marketinških aktivnosti fakulteta su: za studente obrazovanje i znanja; za odrasle - usavršavanje (imajući u vidu neophodnost i značaj kontinualnog obrazovanja i stručnog usavršavanja); za druge organizacije - istraživanja i konsultant ske usluge; za fakultete obrazovani i zadovoljni diplomira ni studenti, dobar imidž (fakulteta) i profit; za zemlju - stručni zaposleni.
LL@(1814) LITERATURE Š1Ë Harvey, J. and H. Busher, Marketing schools and con sumer choice, International Journal of Educational Management 10/4, pp. 2632, 1996. ~~~ Š2Ë Vasiljev, S. Marketing principi, Birografika, Subotica, 2001. ~~~ Š3Ë Filipović, V. Marketing i tržište, FON, Beograd, 1997. ~~~ Š4Ë Filipović, V., M. Kostić, Marketing teorija i praksa, FON, Beograd, 2005. ~~~ Š5Ë Rakić, B. Marketing, Megatrend univerzitet, Beograd, 2005. => LITERATURA Š1Ë Harvey, J. and H. Busher, Marketing schools and consumer choice, International Journal of Educational Management 10/4, pp. 2632, 1996. Š2Ë Vasiljev, S. Marketing principi, Birografika, Subotica, 2001. Š3Ë Filipović, V. Marketing i tržište, FON, Beograd, 1997. Š4Ë Filipović, V., M. Kostić, Marketing teorija i praksa, FON, Beograd, 2005. Š5Ë Rakić, B. Marketing, Megatrend univerzitet, Beograd, 2005. Š6Ë Eccles, G. Marketing the corporate university or enterprise academy, The Journal of Workplace Learning, Vol.
LL@(1815) Š6Ë Eccles, G. Marketing the corporate university or enter prise academy, The Journal of Workplace Learning, Vol. 16 No. 7, pp. 410-418, 2004. => 16 No. 7, pp. 410-418, 2004.
LL@(1816) Š7Ë Veljković, S. Marketing usluga, Centar za izdavački de latnost Ekonomskog fakulteta, Beograd, 2006. => 
LL@(1817) Š8Ë Rakić, B., M. Rakić, Uloga znanja u smanjenju siro maštva u zemljama u tranziciji, Rezimei/Međunarodna naučna konferencija: Uloga obrazovanja u smanjenju posledica siromaštva na decu u zemljama u tranziciji, Institut za pedagoška istraživanja, Beograd, str. => Š7Ë Veljković, S. Marketing usluga, Centar za izdavački delatnost Ekonomskog fakulteta, Beograd, 2006. Š8Ë Rakić, B., M. Rakić, Uloga znanja u smanjenju siromaštva u zemljama u tranziciji, Rezimei/Međunarodna naučna konferencija:
LL@(1818) 46, Beograd, 2007. ~~~ Š9Ë Ministarstvo prosvete, Strategija razvoja obrazovanja odraslih u Republici Srbiji, http://www.mps.sr.gov.yu/code/navigate.php?Id=306200 7. => Uloga obrazovanja u smanjenju posledica siromaštva na decu u zemljama u tranziciji, Institut za pedagoška istraživanja, Beograd, str. 46, Beograd, 2007. Š9Ë Ministarstvo prosvete, Strategija razvoja obrazovanja odraslih u Republici Srbiji, http://www.mps.sr.gov.yu/code/navigate.php?
LL@(1819) Š10Ë Soutar, G. and J. Turner, Students preferences for university: a conjoint analysis, The International Journal of Educational Management, 16/1, pp. 40-45, 2002. => Id=3062007. Š10Ë Soutar, G. and J. Turner, Students preferences for university: a conjoint analysis, The International Journal of Educational Management, 16/1, pp. 40-45, 2002.
LL@(1820) Š11Ë Krampf, R., A. Heinlein, Developing marketing strategies and tactics in higher education through target market research, Decisions Sciences, Vol. 12, No. 2, pp. 175-93, 1981. => Š11Ë Krampf, R., A. Heinlein, Developing marketing strategies and tactics in higher education through target market research, Decisions Sciences, Vol. ~~~ 12, No. 2, pp. 175-93, 1981.
LL@(1821) Š12Ë Maringe, F. University and course choice Implications for positioning, recruitment and marketing, International Journal of Educational Management, Vol. 20 No. 6, pp. 466-479, 2006. => Š12Ë Maringe, F. University and course choice - Implications for positioning, recruitment and marketing, International Journal of Educational Management, Vol. ~~~ 20 No. 6, pp. 466-479, 2006.
LL@(1822) Š13Ë OBrien, E. and K. Deans, Educational supply chain: a tool for strategic planning in tertiary education? => Š13Ë OBrien, E. and K. Deans, Educational supply chain: a tool for strategic planning in tertiary education?
LL@(1823) Marketing Intelligence & Planning, 14/2, pp. 3340, 1996. => 
LL@(1824) Š14Ë Grönroos, C. ~~~ From marketing mix to relationship marketing towards a paradigm shift in marketing, Management Decision, 35/4, pp. 322339, 1997. ~~~ Š15Ë Oplatka, I. and J. Hemsley-Brown, The incorporation of market orientation in the school culture - An essential aspect of school marketing, International Journal of Educational Management, Vol. 21 No. 4, pp. 292-305, 2007. => Marketing Intelligence & Planning, 14/2, pp. 3340, 1996. Š14Ë Grönroos, C. From marketing mix to relationship marketing towards a paradigm shift in marketing, Management Decision, 35/4, pp. 322339, 1997. Š15Ë Oplatka, I. and J. Hemsley-Brown, The incorporation of market orientation in the school culture - An essential aspect of school marketing, International Journal of Educational Management, Vol.
LL@(1825) Š16Ë Harvard Business School HBS, Field studies, November 20, from the World Wide Web http://www.hbs.edu/mba/recruiting/connect/fieldstudies.html, 2007. ~~~ Š17Ë Bennis, W. and J. O'Toole, How Business Schools Lost their Way, Harvard Busines Review, May, 96-104, 2005. => 21 No. 4, pp. 292305, 2007. Š16Ë Harvard Business School HBS, Field studies, Novemthe World Wide Web ber http://www.hbs.edu/mba/recruiting/connect/fieldstudies.html, 2007. from 20, Š17Ë Bennis, W. and J. OToole, How Business Schools Lost their Way, Harvard Busines Review, May, 96-104, 2005.
LL@(1826) Š18Ë Ind, N. ~~~ Living the Brand, Kogan Page, London, 2001. => Š18Ë Ind, N. Living the Brand, Kogan Page, London, 2001. Š19Ë Rotfeld, H. Misplaced marketing - When marketing misplaces the benefits of Education, Journal of Consumer Marketing, Vol.
LL@(1827) Š19Ë Rotfeld, H. Misplaced marketing - When marketing misplaces the benefits of Education, Journal of Consumer Marketing, Vol. 16, pp. 415-417, 1999. => 16, pp. 415-417, 1999.
LL@(1828) Š20Ë Olins, V. O brendu, Profile, Beograd, 2003. => Š20Ë Olins, V. O brendu, Profile, Beograd, 2003.
LL@(1829) Marketing Beer A Greek Brewerys Case Study UDC 658.8:663.4(495) Evangelia Blery, Eutyhia Kamaterou The purpose of this paper is to examine the issues related to the promotion and marketing of Heineken, the famous Dutch beer, which in Greece is produced by the Athenian Brewery S.A. ~~~ The case study method was employed because its fundamental characteristic is the focus on a particular setting or event. => Marketing piva studija slučaja jedne grčke pivare UDK 658.8:663.4(495) Evangelia Blery, Eutyhia Kamaterou Naš cilj u ovom radu jeste da istražimo pitanja vezana za promociju i marketing Heineken piva, poznatog holandskog piva, koje u Grčkoj proizvodi Atinska pivara S.A. U istraživanju smo primenili metod studije slučaja zato što je njegova osnovna karakteristika fokusiranje na određenu situaciju ili događaj.
LL@(1830) The findings showed that the company offers a beer of high quality, which is marketed as a premium beer and it has a higher price than the other beers of the same category. => Naši zaključci su pokazali da ova kompanija nudi pivo visokog kvaliteta, koje se reklamira kao premijum pivo i ima višu cenu od ostalih piva u svojoj kategoriji.
LL@(1831) The company employs marketing practices to increase its market share to convince consumers to drink beer in any occasion and women to change their attitude towards beer. => Kompanija primenjuje marketinške postupke kako bi povećala svoj udeo u tržištu i ubedila potrošače da pivo konzumiraju u svakoj prilici, a žene da promene svoj stav prema pivu.
LL@(1832) This paper is one of the very few so far that have provided an insight in the production and marketing of beer in the Greek market. => Ovaj rad spada u malobrojne do sada objavljene radove koji pružaju uvid u proizvodnju i marketing piva na grčkom tržištu.
LL@(1833) The results of the study support the findings of other studies mentioned in the literature and they can be of definite interest and potential value to managers in this sector. ~~~ 1. => Rezultati studije potkrepljuju zaključke drugih studija koje smo pomenuli u literaturi i svakako će biti interesantni i potencijalno značajni za menadžere u ovom sektoru. 1.
LL@(1834) Introduction Heineken is a favourable beer in Greece produced by the Athenian Brewery S.A. ~~~ The company was established in Athens in 1963 and in 1981 got the licence from H. Heineken & Co brewery in the Nederland to produce the beer. => Uvod Heineken je omiljeno pivo u Grčkoj, a proizvodi ga Atinska pivara S.A. Kompanija je osnovana u Atini, 1963. godine, a godine 1981. dobila je licencu za proizvodnju piva od pivare H. Heineken & Co iz Holandije.
LL@(1835) H. Heineken & Co brewery was established in 1863, in the Nederland by Gerard Adrian Heineken. => Pivara H. Heineken & Co osnovao je Gerard Adrian Heineken u Holandiji, 1863. godine.
LL@(1836) Today the beer is manufactured in 110 breweries around the world and the yeast is transported from the factory in Nederland to all the breweries to maintain the high quality of the beer. => Danas se ovo pivo proizvodi u 110 pivara širom sveta, a da bi se održao kvalitet piva, kvas se u sve pivare dovozi iz fabrike u Holandiji.
LL@(1837) 2004. => Postoje tri glavne vrste piva: lager, svetlo pivo i jaka piva.
LL@(1838)  => Lager pivo služi se ohlađeno, svetla piva su braon boje, piju se ohlađena na sobnoj temperaturi, a jaka piva su teška, tamna piva (Nwabueze i Zoe, 2001).
LL@(1839)  => Najrasprostranjenija standardna lager piva na točenje su Heineken, Carlsberg, Carling, Fosters i Castlemaine XXXX.
LL@(1840)  => Pivo se pije uz sve vrste grickalica, sendviča, čak i uz školjke (mušule)!
LL@(1841)  => Kako kaže Corinne Goff Laveille iz francuskog Heinekena:
LL@(1842)  => Pivo ima dugu istoriju drugovanja i dopunjavanja svakog jela.
LL@(1843)  => Heineken je lager pivo i može se servirati uz svaku vrstu hrane, čak i uz pikantna jela iz Azije i Indonezije.
LL@(1844)  => Cilj ove studije jeste da se istraže pitanja vezana za marketinške postupke koje koristi Atinska pivara S.A. u promociji Heineken piva.
LL@(1845)  => Stoga smo analizirali sam proizvod, ciljno tržište za ovaj proizvod i konkurenciju; sproveli smo SWOT analizu i predstavili marketinški miks.
LL@(1846)  => Marketinške postupke ćemo onda oceniti na osnovu postupaka drugih pivara na međunarodnom tržištu piva. 2.
LL@(1847)  => Pregled literature 2.1 Globalno tržište piva Globalno tržište piva je u periodu između 1999. i 2004. godine pokazalo godišnji rast od 2,1%.
LL@(1848) Draught lager beer market is the largest cohesive segment in the beer market (Vignali and Vrontis, 2000). => Tržište lager piva na točenje predstavlja najveći jedinstveni segment na tržištu piva (Vignali i Vrontis, 2000).
LL@(1849) The market is reshaping continually through mergers and acquisitions. => Kroz merdžere i akvizicije ovo tržište se neprekidno menja.
LL@(1850) For example Heineken in Netherlands purchased Brau Union and several breweries in Russia in 2004 and 2005. => Na primer, Heineken je 2004. i 2005. godine u Holandiji kupio Brau Union i nekoliko pivara u Rusiji.
LL@(1851) In 2002 it took over the only brewer in Egypt to increase its presence in Eastern Europe and Asia (BMC, 2005). => Godine 2004. preuzeo je jedinu pivaru u Egiptu i povećao njeno prisustvo u Istočnoj Evropi i Aziji (BMC, 2005).
LL@(1852) Europe in 2004 leaded global brewing industry with 35.1% of the global beer production However, the consumption of beer in the European countries has been dipping slightly in recent years (BMC, 2005). => Godine 2004.
LL@(1853) There are three principal types of beer: lagers, ales and stouts Lagers are served chilled, ales are brown in color, they are drunk at an ambient temperature and stouts are heavy, dark-colored beers (Nwabueze and Zoe, 2001). => Evropa je prednjačila u globalnoj industriji piva sa udelom od 35,1% ukupne proizvodnje piva.
LL@(1854) The biggest standard lagers on draught are Heineken, Carlsberg, Carling, Foster's and Castlemaine XXXX. => Ipak, poslednjih godina u evropskim zemljema oseća se slab pad u potrošnji piva (BMC, 2005).
LL@(1855) Greeks are not big beer drinkers. => Grci nisu velike pivopije.
LL@(1856) The Greek market grew by an average of 3% per year between 1996 and 2001 and it is a competitive market, thus the entry is difficult. => Grčko tržište beležilo je između 1996. i 2001. godine prosečni porast od 3% godišnje, a to je konkurentno tržište, tako da je ulazak na njega otežan.
LL@(1857) However, there is a potential for growth in imports and most Greek breweries import beers, although consumers are somehow reluctant to try them (IOBE, 2001). => Ipak, postoji potencijal za porast i većina grčkih pivara uvozi pivo, iako potrošači baš nisu radi da probaju svako (IOBE, 2001).
LL@(1858) Beer can accompany all types of food snacks, sandwiches and even mussels! => 
LL@(1859) As Corinne Goff Lavielle of Heineken in France mentioned: Beer has a long history in accompanying and satisfying with every meal. => 
LL@(1860) Heineken, is a lager beer and can be served with any type of food even with piquant dishes from Asia and Indonesia. => 
LL@(1861) The objective of this study is to examine the issues related to the marketing practices implemented by the Athenian Brewery S.A. to promote Heineken beer. => 
LL@(1862) Thus, the product, its target market and competition are analyzed, a SWOT analysis is performed and the marketing mix is presented. => 
LL@(1863) The marketing practices implemented by the brewery will then be assessed, on the basis of those employed by other breweries in the international beer market. => 
LL@(1864) 2. ~~~ Literaure review 2.1 The Global Beer Market The global beer market showed a compound annual growth of 2.1% in the time period between 1999 and The European beer market is complex with many external elements influencing it. => Evropsko tržište piva je složeno i na njega utiču mnogi elementi sa strane.
LL@(1865) These are factors such as competitors, suppliers, government regulations, associations and legislation (Vrontis 1998). => Neki od ovih faktora su konkurencija, dobavljači, vladine odredbe, asocijacije i zakonodavstvo (Vrontis, 1998).
LL@(1866) In addition, it is influenced by fluctuations in import-export policy (i.e. protection of domestic brands) the economic situation, buying power, making investments and market orientation (Dumicic et al., 2003) 2.2 Competition In The Beer Market Beer is the predominant alcoholic drink in most of the European countries and has a large share of alcoholic drinks in all markets (Dumicic et al, 2003). => Pored toga, na ovo tržište utiču i fluktuacije u politici izvoza i uvoza (t.j., zaštita domaćih robnih marki), ekonomska situacija, kupovna moć, investicije i tržišna orijentacija (Dumicic i dr., 2003).
LL@(1867) However, competition from non-alcoholic drinks, together with consumer concerns over health issues and drinkdriving, has hampered beer demand. => 2.2 Konkurencija na tržištu piva Pivo je u većini evropskih država najrasprostranjenije piće, a na svim tržištima zauzima najveći udeo (Dumicic i dr., 2003).
LL@(1868) Moreover, consumer interest is stimulated by new product developments, such as ice beers, as well as on premium and luxury products. => Ipak, konkurencija od strane bezalkoholnih pića, a potom i briga potrošača za sopstveno zdravlje i strah od vožnje u pijanom stanju, pomalo koči potražnju za pivom. [ta više, interesovanje potrošača stimuliše se razvijanjem novih proizvoda, na primer, ledenih piva, kao i premijum i luksuznih vrsta.
LL@(1869) Competition is severe in the European beer market and the aggressive reactions of competitors cause changes and make this market unstable (Vrontis 1998). => Na evropskom tržištu piva konkurencija je oštra, a agresivne reakcije konkurenata izazivaju promene i čine ovo tržište veoma nestabilnim (Vrontis, 1998).
LL@(1870) 2.3 Marketing Practices In The International Beer Industry The analysis of the brewing industry enables several characteristics to be emphasized and highlighted. => 2.3 Marketinška praksa na međunarodnom tržištu piva U analizi industrije piva možemo da naglasimo nekoliko karakteristika.
LL@(1871) In this industry product differentiation, especially that relating to image and segmentation, is of great importance. => U ovoj industriji, posebno kad imamo u vidu imidž i segmentaciju, veoma je značajna diferencijacija proizvoda.
LL@(1872) In addition, the creation and maintenance of a strong portfolio and a clear positioning strategy are critical in sustaining competitive advantage. ~~~ Furthermore, the role of branding is important since it is an excellent defense against price competition. => Pored toga, za održavanje konkurentne prednosti značajni su i stvaranje i održavanje snažnog portfelja i jasna strategija pozicioniranja. [ta više, uloga brendiranja je važna, pošto ona predstavlja izvanrednu odbranu u konkurenciji u oblasti cena.
LL@(1873) In the UK, Carling Black Label beer is targeted at young, male football spectators and drinking this beer seems to imply a strong link with having a passion for football. => U Velikoj Britaniji, Carling Black Label cilja na mlade muškarce koji vole da gledaju fudbalske utakmice, pa ispijanje ovog piva izgleda da stvara snažnu vezu sa strašću za fudbalom.
LL@(1874) Carlsberg, which tries to portray a more serious, quality image and Carlsberg Ice are examples of brand extensions that penetrated the competitive beer market without any difficulty. => Carlsberg, koji nastoji da stvori ozbiljniju, kvalitetniju predstavu o sebi i Carlsberg Ice predstavljaju dodatak linije ove marke koji je prodro na konkurentno tržište piva bez ikakvih teškoća.
LL@(1875) In some cases brewers, despite possessing greater economies of scale, in order to maintain the quality image of the product, keep prices at a higher level (Vrontis, 1998). => U nekim slučajevima, bez obzira što imaju veću ekonomiju obima, pivare održavaju visoke cene da bi održale željenu sliku kvaliteta (Vrontis, 1998).
LL@(1876) In addition, Nwabueze and Zoe (2001) agreed that cost in the brewing industry is not an important factor. => Pored toga, Nwabueze i Zoe (2001) slažu se da troškovi u industriji piva ne predstavljaju značajan faktor.
LL@(1877) Price competition is not generally used and in many cases prices are made artificially high to promote the image of a premium quality brand. => Konkurencija cenom se uglavnom ne koristi i u mnogim slučajevima cene se veštački održavaju na visokom nivou da bi se promovisala slika piva premijum kvaliteta.
LL@(1878) For this reason, costs will be kept to a minimum only to increase profitability. => Stoga će se troškovi držati na minimumu, da bi se održala profitabilnost.
LL@(1879) Although, reduced costs can be passed onto the consumers in the form of cheaper prices, the industry focuses in below-the-line methods such as promotions and above-the-line advertising. => Mada, smanjeni troškovi mogu da se preliju na potrošače u vidu nižih cena, pa se ova industrija koncentriše na metode ispod crte, kao što je marketing i iznad crte, reklamiranje.
LL@(1880) Coors Light beer, which is brewed in Colorado, has captured the major share of the competitive beer market in Puerto Rico by developing a successful marketing and distribution strategy. => Pivo Coors Light, koje se pravi u Koloradu, osvojilo je glavni udeo tržišta piva u Portoriku dobrom strategijom marketinga i distribucije.
LL@(1881) It adopted a promotional campaign specifically tailored to the bars, restaurants, nightclubs and other social venues that account for 70% of the islands beer consumption. => Uveli su promotivnu kampanju koja je posebno prilagođena za barove, restorane, noćne klubove i druga mesta za izlaske u kojima se konzumira više od 70% piva na ovom ostrvu.
LL@(1882) The company reinforced the correlation between Coors Light and an active lifestyle by promoting the beer at international volleyball tournaments and other sporting events. => Kompanija je potencirala vezu između Coors Light i aktivnog života tako što je promovisala ovo pivo na međunarodnim odbojkaškim turnirima i na drugim sportskim takmičenjima.
LL@(1883) The beer is portrayed as being an integral part of the lifestyle and culture of its consumer group. => Pivo je prikazano kao sastavni deo živornog stila i kulture ove potrošačke grupe.
LL@(1884) This belief is reinforced also by using powerful slogans backed up by images of action and vitality, which also incorporate messages about the beers smoothness and drinkability (Strategic Direction, 2003). => Ovo uverenje potkrepljeno je i korišćenjem moćnih slogana čija pozadina su bile slike akcije, pokreta, vitalnosti, koje su takođe prenosile poruku o tome koliko je ovo pivo blago i pitko (Strategic Direction, 2003).
LL@(1885) 3. => 3.
LL@(1886) Researsh methodology 3.1 Case Study Approach Since the aim is to examine the marketing practices employed by a certain company, the Athenian Brewery S.A., to promote Heineken beer in the market, the case study method is employed, since its fundamental characteristic is the focus on a particular setting or event (Stake, 1995). => Metodologija istraživanja 3.1 Pristup putem studije slučaja Naš cilj je da istražimo marketinšku praksu određene kompanije, Atinske pivare S.A., u promociji Heineken piva na tržištu. ~~~ Primenili smo metod studije slučaja, pošto je njena osnovna karakteristika koncentrisanje na određenu situaciju ili događaj (Stake, 1995).
LL@(1887) 3.2 Sampling Method Purposeful sampling is the most appropriate for the case study approach, because information-rich cases can be selected so as to get more information (Patton, 1990). => 3.2 metod uzorkovanja Za studiju slučaja najviše odgovara ciljano uzorkovanje, pošto se tako mogu izabrati slučajevi bogati informacijama, tako da možemo da dobijemo više podataka (Patton, 1990).
LL@(1888) Two types of purposeful sampling were used in combination: snowball sampling and maximum variation sampling (Minichiello et al., 1990). => U ovoj studiji kombinovali smo dva tipa ciljanog uzorkovanja:lančano uzorkovanje i uzorkovanje maksimalnom varijacijom (Minichiello i dr., 1990).
LL@(1889) Snowball sampling relies on people identifying others to investigate. => Lančano uzorkovanje oslanja se na to da ljudi upućuju jedni na druge u istraživanju.
LL@(1890) The maximum variation sampling was needed because it allows to pick cases purposefully and illustrate a wide range of variation on dimensions of interest. => Uzorkovanje maksimalnom varijacijom bilo je potrebno zato što smo tako mogli da biramo slučajeve kako smo mi hteli i da ilustrujemo širok spektar varijacija u dimenzijama koje su nas interesovale.
LL@(1891) Thus, the interviewees came from different departments of the company. => Stoga su ispitanici bili iz različitih sektora kompanije.
LL@(1892) The On Premise & Key Accounts Field Manager was approached and he was asked to suggest five more people in the company from different departments. => Finansijskog rukovodioca smo zamolili da predloži još pet ljudi iz različitih sektora u kompaniji.
LL@(1893) In particular, six in-depth interviews were conducted with the On Premise & Key Accounts Field Manager and the managers and top executives of the departments: Exports, Marketing and Public Relations. => U stvari, sa finansijskim rukovodiocem i menadžerima i glavnim direktorima sektora izvoza, marketinga i odnosa sa javnošću održali smo šest detaljnih intervjua. 3.
LL@(1894) 3.3 Data Collection Methods In-depth interviews are considered to be the most valuable data collection method (Lincoln and Guba, 1985). => Metod prikupljanja podataka Detaljni intervjui smatraju se najboljim metodom prikupljanja podataka (Lincoln i Guba, 1985).
LL@(1895) The in-depth interviews were based on a questionnaire presented in Appendix ?. ~~~ The questions were broad, to allow respondents as much freedom in their answers as possible and an effort was made to avoid leading questions and create an interpersonal and communicative climate with the respondents. => Ovi intervjui zasnivaju se na upitniku kakav smo predstavili u Dodatku I. Pitanja su bila otvorenog karaktera, tako da su ispitanici imali dovoljno slobode u odgovaranju, a trudili smo se da ne postavljamo pitanja tako da ih navodimo, i da stvorimo prijatnu i komunikativnu atmosferu u kojoj će odgovarati.
LL@(1896) The summation of the responses was based on the content analysis method (Kent 1999). => Odgovore smo grupisali metodom analize sadržaja (Kent, 1999).
LL@(1897) Qualitative content analysis was applied and the material from the interviews was divided into content analytical units. => Primenili smo kvalitativnu analizu sadržaja i materijal dobijen intervjuima podelili smo u jedinice analize sadržaja.
LL@(1898) Thus, the results were carefully put into categories according to the points of interest of this study and the strong points were presented. => Tako smo rezultate pažljivo razvrstali u kategorije u skladu sa tačkama interesovanja ove studije, a predstavljamo jake tačke.
LL@(1899) However, several authors have suggested that it might be useful to gather data from multiple sources when conducting qualitative research (Patton, 1990, Mason 1996, Lincoln and Guba 1985). => Ipak, neki autori amatraju da bi bilo korisno da se prilikom kvalitativnog istraživanja prikupljaju podaci iz višečlanih izvora (Patton, 1990; Mason, 1996; Lincoln i Guba, 1985).
LL@(1900) Thus, apart from the in-depth interviews secondary data concerning general information about the companys operations and organizational structure were gathered through press articles, the companys leaflets, newsletters and monthly reports and its Web page. ~~~ 4. ~~~ The findings 4.1. => Stoga smo pored ovih intervjua prikupili i sekundarne podatke u vezi sa opštim informacijama o poslovanju kompanije i njenoj organizacionoj strukturi. ~~~ Izvore smo potražili u novinskim člancima, lecima kompanije, biltenima, mesečnim izveštajima i na njenoj web stranici. 4.
LL@(1901) General Information ATHENIAN BREWERY S.A. is producing and trading beer as well as the mineral water IOLI. => Zaključci 4.1 Opšti podaci ATHENIAN BREWERY S.A. proizvodi i prodaje pivo i mineralnu vodu IOLI.
LL@(1902) The beers include: Alfa, Amstel, Amstel Bock, Amstel light, Athenian Buckler, Carib, Chimay, Desperandos, Doreley, Duvel, Endiger, Weissbier, Ichiban, Konig, Kriska, Marathin, Mc Farland, Murphys Red. ?oday the company has 1.400 employees. => Piva su sledeća: ~~~ Alfa, Amstel, Amstel Bock, Amstel light, Athenian Buckler, Carib, Chimay, Desperandos, Duvel, Endiger, Weissbier, Ichiban, Konig, Kriska, Marathin, McFarland, Murphys Red. ~~~ U ovom trenutku kompanija ima 1400 zaposlenih.
LL@(1903) ATHENIAN BREWERY S.A. was established in 1963 by a group of entrepreneurs together with Amstel Brouwerij B.V. => ATHENIAN BREWERY S.A. osnovali su zajednički 1963. godine grupa preduzetnika i Amstel Brouwerij B.V. Prva fabrika osnovana je 1965. godine u Atini i proizvodila je pivo Amstel.
LL@(1904) In 1965 the first factory was established in Athens, which produced Amstel beer. => Od 1968. godine ATHENIAN BREWERY S.A. upravlja Heineken N.V. u Grčkoj, pošto su se Amstel i Heineken spojili u Holandiji. ~~~ Moto kompanije je:
LL@(1905)  => Poštovanje, uživanje i ljubav prema kvalitetu.
LL@(1906) Since 1968 is managing ATHENIAN BREWERY S. A. Heineken N.V in Greece, following the merging between Amstel and Heineken which took place in the Nederland. => Dobre strane: ~~~ Heineken je premijum lager pivo. ~~~ Smatra se najboljim pivom u svojoj kategoriji, a održava visok kvalitet i nepromenjen ukus.
LL@(1907) The company values are: Respect, enjoyment and passion for quality Packaging is important for Heineken, thus it gives special attention to the materials it uses. => Heineken mnogo pažnje poklanja pakovanju, posebno specijalnim materijalima za pakovanje.
LL@(1908) They can be recycled and do not pollute the environment. => Oni se mogu reciklirati i ne zagađuju sredinu.
LL@(1909) All its packages have an aluminum coating so that the beer can freeze quickly. => Sve vrste pakovanja imaju aluminijumsku prevlaku tako da se mogu zamrznuti za kratko vreme. 4.
LL@(1910) 4.2 The Market Heineken is very popular, it is the first beer in Europe, as far as its sales are concerned, and the second beer in Greece. => Tržište Heineken je veoma popularan, po prodaji to je prvo pivo u Evropi, a drugo u Grčkoj.
LL@(1911) Its success is due to its high quality. => Uspeh duguje visokom kvalitetu.
LL@(1912) It is marketed as a beer of perceived value and it is not sold everywhere, it is sold in good restaurants and bars. => Reklamiraju ga kao pivo prepoznatljive vrednosti i ne može se kupiti svuda; prodaje se u dobrim restoranima i barovima.
LL@(1913) There are three types of consumers: acceptors, adaptors and adorers or heavy users. => Postoje tri tipa potrošača: oni koji ga prihvataju, oni koji se prilagođavaju i obožavaoci ili teški zavisnici.
LL@(1914) Acceptors drink beer rarely. => Potrošači iz prve grupe retko piju pivo.
LL@(1915) Adaptors have chosen a certain type of beer and buy it regularly and adorers or heavy users buy this beer very often and prefer it from the other beers. => Oni koji se prilagođavaju izabrali su određenu vrstu piva i tu vrstu kupuju redovno, a obožavaoci kupuju ovo pivo često i više ga vole od ostalih vrsta piva.
LL@(1916) According to the EU legislation, beer is an alcoholic drink, thus only adults can consume it. => U skladu sa propisima EU, pivo je alkoholno piće, tako da ga mogu koristiti samo odrasli.
LL@(1917) Heineken is communicating the following message to consumers on its bottles: Enjoy responsibly, reminding to them that the consumption of alcohol should be done with responsibility. => Heineken na svojim bocama piva šalje potrošačima sledeću poruku: ~~~ Uživajte odgovorno, čime ih podseća da alkohol treba koristiti odgovorno.
LL@(1918) In this way the company is trying to educate consumers about the negative consequences alcohol can have and convince them to adopt a responsible attitude towards drinking alcohol. => Kompanija ovim želi da obavesti potrošače o negativnim posledicama koje alkohol može da ima i da ih ubedi da zauzmu odgovoran stav prema upotrebi alkohola.
LL@(1919) All the affiliates of Heineken are obliged to adopt this campaign. => Sve filijale Heinekena su u obavezi da prihvate ovu kampanju. 4.
LL@(1920) 4.3 Competition The main competitors of Heineken are: Amstel, which is a lager beer and it is sold .in a little lower price than Heineken. => Konkurencija Glavni konkurent Heinekenu je Amstel, lager pivo, koje se prodaje po nešto nižim cenama od Heinekena.
LL@(1921) In addition, it is Stella Artois, also a lager beer, which is cheaper than Amstel and Heineken. => Posle njega dolazi Stella Artois, takođe lager pivo, koje je jeftinije i od Amstela i od Heinekena.
LL@(1922) Furthermore, it is Mythos, a lager beer, which is sold in a lower price than the three beers mentioned. => Onda je tu i Mythos, lager pivo čija je cena niža od prethodne tri marke.
LL@(1923) It is also the lager beer Verginas which is the cheapest. => Konkurent je i Verginas, a ono je najjeftinije.
LL@(1924) Finally there is Kaizer, a pils beer, which has about the same price as Heineken. => Konačno dolazi Kaizer, pils pivo, koje otprilike košta koliko i Heineken.
LL@(1925) Apart from the above beers, which are manufactured in Greece, there are also the imported beers such as Bud, Pilsner, Corona etc., which are lager beers, however their price is much higher. => Pored ovih piva koja se proizvode u Grčkoj, uvoze se još neka, kao Bud, Pilsner, Corona itd. koja jesu lager piva, ali je njihova cena daleko viša. 4.
LL@(1926) 4.4 SWOT ?nalysis SWOT analysis is a tool for auditing an organization and its environment that helps marketers to focus on key issues. => SWOT analiza SWOT analiza predstavlja alat za kontrolu u organizaciji i njenom okruženju i koji pomaže marketarima da se koncentrišu na ključna pitanja.
LL@(1927) SWOT stands for strengths, weaknesses, opportunities, and threats and requires listing and analysing these four issues (Doyle 1994). => SWOT je skraćenica za dobre strane, slabosti, prilike i opasnosti i zahteva da se sva ova pitanja nabroje (Doyle, 1994).
LL@(1928) Thus, a SWOT analysis is performed to identify the companys strengths and weaknesses as well as its business opportunities and possible threats: Heineken is continually renewing its packaging for marketing reasons and to communicate to the consumers the various events which it sponsors. => Stoga se SWOT analiza sprovodi da bi se identifikovale slabosti i dobre strane kompanije, ali i njene poslovne prilike i moguće opasnosti koje joj prete:
LL@(1929) The Athenian brewery is regularly upgrading its mechanical equipment. => Heineken neprestano modernizuje pakovanja iz marketinških razloga, kao i da potrošačima pokaže koje događaje sponzoriše.
LL@(1930) In addition, the company has established an optical laser link between its two main buildings to facilitate communication. => Atinska pivara redovno usavršava mašinsku opremu.
LL@(1931) Furthermore, the company has a well-organized distribution system and supplies all the shops every week with the quantities required so that consumers can always find the beer. => Pored toga, kompanija je uspostavila optičku lasersku vezu između svoje dve zgrade, čime je olakšana komunikacija. [ta više, kompanija ima dobro organizovan sistem distribucije i jednom nedeljno snabdeva sva prodajna mesta potrebnim količinama, tako da potrošači uvek mogu da nađu ovo pivo.
LL@(1932) The company decides the packaging suitable for each shop (cans or bottles) so that consumers will buy fresh beers and not beers that have remained in the shops for months. => U kompaniji odlučuju o isporukama za svaku prodavnicu posebno (konzerve ili boce) tako da potrošači kupuju sveže pivo, a ne pivo koje je mesecima stajalo u prodavnici.
LL@(1933) The company always pays attention to customers complaints. => U kompaniji uvek posvećuju pažnju žalbama potrošača.
LL@(1934) Weaknesses Heinekens consumers are mainly men. ~~~ Women do not drink a lot of beer because they consider that it has a bitter taste and a lot of calories. => Slabosti Heinekenove mušterije su uglavnom muškarci. @ene ne piju mnogo piva zato što smatraju da je gorko i da sadrži mnogo kalorija.
LL@(1935) Heineken does not have line extensions, for example it does not produce beers with various tastes such as fruits, which would be more suitable for women. => Heineken nema pomoćne linije, što će reći, ne proizvodi pivo različitih ukusa, na primer, sa ukusom voća, koje bi više odgovaralo ženama.
LL@(1936) The price of Heineken is a little higher than that of the other beers in this category, because it is considered a premium beer and it has high quality. => Cena Heinekena je nešto viša nego cene drugih piva u ovoj kategoriji, pošto se smatra premijum pivom i odlikuje se visokim kvalitetom.
LL@(1937) Opportunities Heineken is distributed all over Greece and it is exported in Balkan countries such as Albany and FYROM. => Poslovne prilike Heineken se distribuira širom Grčke i izvozi se u zemlje Balkana, Albaniju i Bivšu Jugoslovensku Republiku Makedoniju.
LL@(1938) The company is planning to expand its exports in other Balkan countries. => U kompaniji planiraju da izvoz prošire i na druge balkanske zemlje.
LL@(1939) In addition Heineken is the first brewery in Greece that is planning to introduce in the Greek market a domestic apparatus for serving beer. => Pored toga Heineken je prva pivara u Grčkoj koja planira da na grčko tržište uvede domaći aparat za služenje piva.
LL@(1940) This is a small refrigerator with a small barrel containing the beer. => To je mali frižider sa burencetom u kojem je pivo.
LL@(1941) This apparatus will be ordered by phone and specialized technicians of the company will installed it in consumers houses. => Ovaj aparat će biti moguće poručiti telefonom i stručni tehničari iz kompanije će ga instalirati u kući potrošača.
LL@(1942)  => Kao što smo rekli, Heineken piju uglavnom muškarci, zato što je gorkog ukusa i ne smatra se prikladnim za žene.
LL@(1943)  => Ipak, sada planiraju da naprave novu promocionalnu kampanju sa ciljem da ubede žene ne samo da ga probaju, već da ga posmatraju kao alkoholno piće koje nije samo privilegija muškaraca, već je prihvatljivo i za žene.
LL@(1944)  => Opasnosti Dohodak potrošača je manji usled ekonomske krize, a to za posledicu može da ima manju potrošnju u oblasti uživanja, time i manju prodaju piva.
LL@(1945)  => Još jednu moguću opasnost za pivo mogu da predstavljaju promene kupovnih navika potrošača.
LL@(1946)  => Potrošači sve više pokazuju naklonost prema proizvodima koji se mogu piti odmah (Ready To Drink RTD) ili čak zamenama za alkohol kao što su osvežavajuća pića, voćni sokovi i mineralna voda.
LL@(1947)  => Na slici 1 predstavljamo SWOT analizu. se ukus pivo. pakovanje S (cid:
LL@(1948) Strengths Heineken is a premium lager beer. => Heineken je premijum lager (cid:
LL@(1949) It is considered the best beer in its category and it is keeping high quality and the same taste. => Održava visok kvalitet i isti (cid: ~~~ Savremeno stalno obnavlja. (cid:
LL@(1950) As it was mentioned, mostly men consume Heineken because it has a bitter taste and it is not considered suitable for women. => Materijali koji mogu se zagaðuju okolinu pakovanja imaju aluminijumsku prevlaku tako da pivo može brzo da se zamrzne. (cid:
LL@(1951)  => Pakovanje potrošacima saopštava koja sve dogaðanja sponzorišu. se koriste i ne (cid:
LL@(1952)  => Sva reciklirati opremu. distribucije. (cid:
LL@(1953) However, now it is planning to create a new promotional campaign to convince women not only to taste the beer but to consider it as an alcoholic drink which is not only an advantage of men but it is suitable for women as well. => Dobro organizovan sistem (cid: ~~~ Potrošaci mogu da kupe sveže pivo a ne pivo koje mesecima stoji u prodavnici. posvecuje žalbama potrošaca. (cid: ~~~ Uvek pažnju (cid:
LL@(1954) Threats Consumers income has decreased because of the economic crisis, this may result in a decrease in spending for entertainment and consequently in a decrease in sales for the beer. => Redovno usavršava mašinsku (cid: ~~~ Izvozi u Albaniju i BJR (cid: ~~~ Prva je na grcko tržište uvelo kucni aparat za služenje piva. (cid:
LL@(1955) Another possible future threat for the beer can be the changes in consumers buying habits. => Nova promotivna kampanja da se žene ubede ne samo da probaju pivo vec da ga smatraju alkoholnim picem koje nije samo privilegija muškaraca vec odgovara i ženama.
LL@(1956) Consumers tend to show a preference for Ready To Drink (RTD) products or even substitutes for alcohol such as refreshments, fruit juices and mineral water. => Makedoniju. ~~~ O W (cid: ~~~ Potrošaci piva su uglavnom muškarci, žene ne piju mnogo piva pošto smatraju da ima mnogo kalorija i da je gorko. pomocne linije (cid:
LL@(1957) In Figure 1, SWOT analysis is presented. => Nema proizvodnje (cid: ~~~ Viša cena. (cid:
LL@(1958) W (cid:214) Its consumers are mainly men because women do not drink a lot of beer since they consider it has a lot of calories and a bitter taste (cid:214) It does not have line extensions (cid:214) Higher price same taste S (cid:214) Heineken is a premium lager beer. (cid:214) It is keeping high quality and the (cid:214) Modern (cid:214) The materials used can be recycled (cid:214) All its packages have an aluminum and do not pollute the environment. packaging, renewed. continually coating so that the beer can freeze quickly. (cid:214) Packaging consumers sponsored. communicates the various to events (cid:214) Well-organized distribution system. (cid:214) Consumers can buy fresh beers and not beers that have remained in the shops for months. (cid:214) Always pays attention to customers (cid:214) Regularly upgrading its mechanical complaints. equipment. (cid:214) Exports in Albany and FYROM (cid:214) The first to introduce in the Greek market a domestic apparatus for serving beer. (cid:214) New campaign promotional to convince women not only to taste the beer but to consider it as an alcoholic drink which is not only an advantage of men but it is also suitable for women. (cid:214) The decrease in consumers (cid:214) Changes in consumers buying income alcohol for habits and preference Ready To Drink (RTD) products or even substit utes for as refreshments, fruit juices and mineral water. => Opadanje dohotka potrošaca (cid:
LL@(1959) T such Take in Figure 1 O 4.5 The ?arketing Mix The marketing mix is also known as the 'four Ps'. => Promene u kupovnim navikama potrošaca i okretanje picima koja se piju odmah (RTD) ili za cak alkohol, primer osvežavajucim picima, vocnim i mineralnoj vodi. zamenama sokovima na T Slika 1:
LL@(1960) The marketing mix elements are product, price, place and promotion. => SWOT analiza 4.5 Marketinški miks Marketinški miks je takođe poznat i pod nazivom četiri P. Elementi marketinškog miksa su proizvod, cena, mesto i promocija (product, price, place, promotion).
LL@(1961) A fifth p was also added to the marketing mix elements, people (Kotler 1994). => Ovim elementima često se dodaje i peto p, ljudi (people) (Kotler, 1994).
LL@(1962) The company pays special attention to all the components of the marketing mix and combines them in various ways in order to achieve its objectives. => U kompaniji obraćaju posebnu pažnju na sve elemente marketinškog miksa i kombinuju ih na različite načine da bi postigli cilj.
LL@(1963) Product Heineken is available in cans and bottles of 330 and 500 ml, which have a characteristic green color. => Proizvod Heineken se može kupiti u konzervama i bocama od 330 i 500 ml, koje imaju karakterističnu zelenu boju.
LL@(1964) In addition, there is Heineken XLN with a new elegant green bottle, which as it is mentioned in its promotional campaign it is so attractive that no bottle-opener can resist to it. => Pored toga, postoji i Heineken XLN, u novoj, elegantnoj zelenoj boci koja je, kako je navedeno u promotivnoj kampanji, toliko privlačna da joj ni jedan otvarač za boce ne može odoleti.
LL@(1965) This is presented in a successful promotional campaign titled: Openers Campaign together with the popular Heinekens bottle-opener. ~~~ Furthermore, there is Heineken Paco, a new pioneering green aluminum bottle with a very modern style and design. => Sve ovo se predstavlja u uspešnoj promotivnoj kampanji pod naslovom Kampanja otvarača u kojoj je i popularni Heinekenov otvarač za boce. [ta više, postoji i Heineken Paco, nova aluminijumska boca veoma modernog stila i dizajna, prva te vrste.
LL@(1966) It was designed by the French designer Ora-ito and it is sold in special nigh-clubs and bars. => Napravio ju je francuski dizajner Ora-ito, a prodaje se u posebnim noćnim klubovima i barovima.
LL@(1967) Finally there is the magnum bottle, either 1,5 or 3 litters, which is the festive packaging of Heineken. => Konačno, postoji i magnum boca, od 1,5 ili 3 litra, koja predstavlja praznično pakovanje Heineken piva.
LL@(1968) It is sold during Christmas and it looks like a Champaign bottle. => Prodaje se tokom Božića i izgleda kao boca za šampanjac.
LL@(1969) Price As it was mentioned, since Heineken is characterized a premium lager beer, which has a leading position in the Greek market, it has a higher price than the other beers of its category. => Cena Kao što smo rekli, pošto je Heineken okarakterisan kao premijum lager pivo na vodećoj poziciji na grčkom tržištu, njegova cena je viša nego cena drugih piva u ovoj kategoriji.
LL@(1970) Heinekens pricing is based on the cost of transportation of the yeast from Holland, the production cost, employees cost, the fixed expenses cost and the distribution cost. => Cena Heineken piva određuje se na osnovu troškova transporta kvasa iz Holandije, troškova proizvodnje, troškova za radnike, fiksnih troškova i troškova distribucije.
LL@(1971) However, a big amount of the budget is allocated to the promotion of the beer. => Ipak, veliki deo budžeta određen je za promociju piva.
LL@(1972) The price of Heineken slightly differs between the shops because the rent they pay is not the same in all the areas of the country. => Cena Heineken piva pomalo varira od jednog prodajnog mesta do drugog pošto zakup koji ove prodavnice plaćaju nije isti u celoj Grčkoj.
LL@(1973) As it was mentioned, consumers income has decreased because of the economic crisis and this may result in spending less for entertainment. => Kao što smo rekli, dohodak potrošača opao je usled ekonomske krize, a to može za posledicu da ima smanjenu potrošnju na uživanje.
LL@(1974) Then Heineken will have to decrease its prices to avoid a fall in sales. => U tom slučaju Heineken će morati sa snizi cene, da prodaja ne bi opala.
LL@(1975) Place Heineken has a well-organized distribution system and supplies every week all the shops with the necessary quantities of beer, so that consumers can always find the beer. => Mesto Heineken ima dobro organizovan sistem distribucije i svake nedelje dostavlja svim prodajnim mestima odgovarajuće količine piva, tako da potrošači uvek mogu da kupe ovo pivo.
LL@(1976) In addition, the company decides the packaging suitable for each shop (cans, bottles, barrels) so that consumers will buy fresh beer and not beer that has remained in the shops for months. => U kompaniji odlučuju o isporu kama za svaku prodavnicu posebno (konzerve, boce ili burad) tako da potrošači kupuju sveže pivo, a ne pivo koje je mesecima stajalo u prodavnici.
LL@(1977) This is convenient also for the shops because they do not have big stocks. => Ovo pogoduje i prodavnicama, pošto ne moraju da drže velike zalihe.
LL@(1978) Promotion Heineken, due to its successful advertising emphasizing the value of the beer, has gained a leading position in the Greek market. => Promocija Zahvaljujući uspešnim reklamama u kojima naglašava vrednost piva, Heineken je osvojio vodeći položaj u Grčkoj.
LL@(1979) It is advertised mainly on TV and sometimes on the radio. => Reklamira se uglavnom na TV i ponekad na radiju.
LL@(1980) In addition, it conducts outdoors and Internet campaigns. ~~~ Furthermore, the company places advertisements in newspapers and in magazines. => Pored toga, sprovodi kampanje na otvorenom i na internetu. [ta više, kompanija se oglašava i u novinama i u časopisima.
LL@(1981) Through its advertisements on TV, Heineken addresses its target market and creates a positive image for the product and for the company. => Preko svojih reklama na TV Heineken se obraća svom ciljnom tržištu i stvara pozitivnu sliku za proizvod i za kompaniju.
LL@(1982) The advertising spots of the beer are often renewed so as not to tire consumers. => Reklamni spotovi za pivo se menjaju, da se potrošači ne bi zamorili.
LL@(1983) They are created by Spot Thompson and they are filmed either in studios in Hollywood or outdoors. => Kreira ih Spot Thompson, a snimaju se ili u holivudskim studijima ili napolju.
LL@(1984) To create an advertising spot six to nine months are needed. => Za stvaranje reklamnog spota potrebno je šest do osam meseci.
LL@(1985) The company always assesses the results of its advertising campaigns. => U kompaniji uvek procenjuju rezultate reklamnih kampanja.
LL@(1986) The packaging of the beer is also an advertising mean. => Pakovanje piva takođe predstavlja sredstvo reklame.
LL@(1987) On the packages the sponsorships are advertised so as to attract new customers. => Na pakovanjima se reklamira i sponzorstvo,pa se i na taj način privlače novi kupci.
LL@(1988) Heineken has not combined its name with football, as other beers do. => Heineken svoje ime nije vezao za fudbal, kao druga piva.
LL@(1989) However, it sponsors very famous athletic events such as the Champions League, where no violent incidents occur. ~~~ Furthermore, for its promotion, the company issues advertising brochures and organizes events. => Ipak, sponzoriše veoma poznata atletska takmičenja kao što je Liga šampiona, na kojima nikada nema nasilja. [ta više, u cilju promocije kompanija izdaje reklamne brošure i organizuje razne događaje.
LL@(1990) However, since the beer is a premium one, with a leading position in the market, it does not make discounts and offer gifts. => Ipak, pošto je ovo premijum pivo, na vodećoj poziciji na tržištu, na daju se popusti niti se nude pokloni.
LL@(1991) In addition, the beer is never offered as a gift with other products. => Pored toga, ovo pivo se nikada ne nudi kao poklon uz druge proizvode.
LL@(1992) A characteristic example is when Mc Donalds, offered as a gift a collective bottle of Heineken with their menus, customers complained for the gift because Heineken is considered a premium beer and such promotion was considered inadequate. => Karakterističan primer bio je kada je McDonalds uz svoje menije poklanjao zajedničku bocu Heineken piva potrošači su se žalili na poklon pošto se Heineken smatra premijum pivom, te je stoga ovakva promocija neprikladna.
LL@(1993) Heineken is sponsoring various events, music, cinema, theatre, art, education, sports and cultural events. => Heineken sponzoriše različita događanja, muzičke, filmske, pozorišne, umetničke, obrazovne, sportske i kulturne događaje.
LL@(1994) Heineken sponsored the Olympic games of 2004 and the UEFA Champions League. => Heineken je sponzorisao Olimpijske igre 2004. godine i Ligu šampiona UEFA.
LL@(1995) About the 80% of the budget for advertising goes into sponsoring. created During its sponsorship in the Champions League the company site ChampionsPlanet.com, where spectators could send comments and photos. => Oko 80% budžeta za reklamu troši se na sponzorstvo. ~~~ Tokom sponzorisanja lige šampiona kompanija je napravila posebni website ChampionsPlanet.com, gde su gledaoci mogli da šalju komentare i fotografije.
LL@(1996) Then the best were selected and presented in the site. a special web People The companys success is also due to its well-trained employees who respect and obey the values of the company and they are doing their best to achieve customer satisfaction. ~~~ 5. => Onda su od njih birali najbolje i postavljali ih na sajt. ~~~ Ljudi Za svoj uspeh kompanija takođe ima da zahvali dobro obučenim zaposlenima koji uvažavaju i poštuju vrednosti kompanije i čine sve u svojoj moći da zadovolje potrošače. 5.
LL@(1997) Discussion Today Heineken is the first beer in sales internationally and the second in Greece. => Diskusija Danas je HEINEKEN pivo na prvom mestu po prodaji na svetu, a drugo u Grčkoj.
LL@(1998) The beer has succeeded because of its high quality in all the countries where it is produced. => Ovo pivo je imalo uspeha zbog svog visokog kvaliteta u svim zemljama u kojima se proizvodi.
LL@(1999) Thus, the aim of Heineken is to maintain its high quality and to have always the same taste, so as to differ from the other beers. => Stoga je Heineken odabrao za cilj da zadrži visok kvalitet i nepromenjen ukus, čime se razlikuje od ostalih vrsta piva.
LL@(2000) In addition, the success of the company is based on its well-trained employees who respect the values of the company. => Pored toga, za svoj uspeh kompanija takođe ima da zahvali dobro obučenim zaposlenima koji uvažavaju i poštuju vrednosti kompanije.
LL@(2001) Heineken has implemented an environmental protection policy and all the materials it uses can be recycled. => Heineken primenjuje politiku očuvanja životne sredine i svi materijali koje upotrebljava mogu da se recikliraju.
LL@(2002) The company is facing strong competition from many other beers produced in Greece and also from imported beers. => Ova kompanija je suočena sa jakom konkurencijom od strane drugih vrsta piva koja se proizvode u Grčkoj i od piva iz uvoza.
LL@(2003) In addition Greeks are not big beer drinkers and the market is not as big as it could. => Pored toga, Grci nisu velike pivopije, a tržište nije toliko veliko koliko bi moglo da bude.
LL@(2004) As (IOBE, 2001) mentioned competition in the Greek beer market is severe. ~~~ Furthermore, the economic situation and the falling income is a threat because consumers will spend less on entertainment. => Kako se (IOBE, 2001) navodi, konkurencija na grčkom tržištu piva je surova. [ta više, ekonomska situacija i sve niži dohodak predstavljaju opasnost, pošto će potrošači smanjiti izdatke za uživanje.
LL@(2005) As seen in the literature review, Dumicic et al. (2003) mentioned that the economic situation is an important factor influencing the beer market. => Kako smo videli u pregledu literature, Dumicic i dr. (2003) navode da je ekonomska situacija značajan faktor uticaja na tržište piva.
LL@(2006) Heineken is marketed as a premium beer and its price is a little higher than that of the other beers of the same category. => Heineken se reklamira kao premijum pivo i njegova cena je nešto viša nego cene ostalih piva iste kategorije.
LL@(2007) As Nwabueze and Zoe (2001) and Vrontis (1998) mentioned, in some cases brewers in order to maintain the quality image of the beer keep prices at a higher level. => Kako navode Nwabueze i Zoe (2001) i Vrontis (1998), u nekim slučajevima proizvođači piva i sami drže cene na višem nivou da bi održali sliku kvaliteta piva.
LL@(2008) Heineken has an excellent distribution system, which can individually cover the needs of each shop, so that consumers can find fresh beer any time. => Heineken raspolaže odličnim sistemom distribucije, koji pokriva potrebe svakog prodajnog mesta posebno, tako da potrošači u svako doba mogu da kupe sveže pivo.
LL@(2009) As it was mentioned, Heineken does not have line extensions, such as Carlsbergs Calsberg Ice (Vrontis, 1998). => Kako smo naveli, Heineken nema pomoćne linije, kao što Carlsberg ima Carlsberg Ice (Vrontis, 1998).
LL@(2010) This, the company could produce beers with various tastes such as fruits, which would also be more suitable for women. => Na taj način bi kompanija mogla da proizvodi piva različitog ukusa, na primer, voćnog, što bi takođe više odgovaralo ženama.
LL@(2011) As Nwabueze and Zoe (2001) claimed the beer industry focuses on below-the-line methods such as promotions and on above-the-line advertising. => Nwabueze i Zoe (2001) navode da se industrija piva koncentriše na metode ispod crte, kao što su promovije i na reklamu, iznad crte.
LL@(2012) Through advertising Heineken is trying to create a positive image for the product and for the company. => Reklamom Heineken teži da stvori pozitivnu sliku za proizvod i za kompaniju.
LL@(2013) However, it has not combined its name with football, as other beers do such as Carling Black Label (Vrontis, 1998), but it sponsors very famous athletic events. => Ipak, on svoje ime nije vezao za fudbal, kao što to čine neka druga piva, na primer, Carling Black Label (Vrontis, 1998), ali sponzoriše veoma poznata atletska takmičenja.
LL@(2014) As it was mentioned, a problem is that mostly men consume the beer, because women believe that it has a bitter taste and a lot of calories. => Rečeno je i da je problem u tome što pivo piju uglavnom muškarci, pošto žene smatraju da je gorko i da ima previše kalorija.
LL@(2015) Thus, the company will contact a promotional campaign to convince women that the beer can be a womens drink too. => Stoga će kompanija da sprovede promotivnu kampanju da uveri žene da pivo može da bude i žensko piće.
LL@(2016) In addition, in Greece beer is a drink, which is consumed mostly at night. => Pored toga, u Grčkoj je pivo piće koje se pije uglavnom noću.
LL@(2017) However, beer can be consumed all day long, thus, another promotional campaign would be conducted to convince consumers to drink beer in any occasion. => Ali, pivo može da se pije preko celog dana; stoga će se sprovesti još jedna promotivna kampanja da bi se potrošači uverili da pivo može da se pije u svakoj prilici.
LL@(2018) As it was mentioned, breweries through advertising influence consumers attitude and an example is Coors Light, which reinforced the correlation between the beer and an active lifestyle by using powerful slogans backed up by images of action and vitality (Strategic Direction, 2003). => Kao što smo rekli, pivare reklamom utiču na stav potrošača, a primer je Coors Light, kojim je podvučena veza između piva i aktivnog života, primenom moćnih slogana u čijoj su pozadini prizori akcije i vitalnosti (Strategic Direction, 2003).
LL@(2019) In addition, through advertising, Heineken is differentiating itself from the other beers by communicating the message Enjoy responsibly, trying in this way to educate consumers about the negative consequences alcohol can have. => Pored toga, putem reklame Heineken sebe izdvaja od drugih piva time što prenosi poruku Uživaj odgovorno, čime pokušava da skrene pažnju potrošačima na negativne posledice koje alkohol može da ima.
LL@(2020) The packaging of the beer is also an advertising mean, since all the events sponsored by the company are advertised on the package of the beer. ~~~ 6. => Pakovanje piva takođe predstavlja sredstvo reklame, pošto se svi događaji koje kompanija sponzoriše reklamiraju na pakovanjima piva. 6.
LL@(2021) The contribution of this study This study contributes to the alcoholic beverages sector since it is one of the few that have provided an insight in the marketing practices employed by breweries. => Doprinos ove studije Ova studija predstavlja doprinos sektoru alkoholnih pića, pošto je jedna od malobrojnih koje pružaju uvid u marketinšku praksu pivara.
LL@(2022) In addition, it is the only one so far that has gathered knowledge concerning a Greek brewery and the marketing of Heineken beer in Greece where very limited research has taken place in this sector. => Pored toga, ona je do sada jedina koja se odnosi na neku grčku pivaru i na marketing piva Heineken u Grčkoj, u kojoj je u ovom sektoru vršeno veoma malo istraživanja.
LL@(2023) The results of this study support the findings of other studies mentioned in the literature and they can be of definite interest and potential value to managers in this sector. => Rezultati ove studije potkrepljuju zaključke drugih studija koje navodi literatura i svakako su interesantni i predstavljaju potencijalnu vrednost za menadžere u ovom sektoru.
LL@(2024) Academically, further research based on these findings can add to the present pool of knowledge by further examining the marketing practices employed by other breweries in Greece and worldwide. => Teorijski, dalja istraživanja na osnovu ovih zaključaka mogu da obogate sadašnji fond znanja tako što će proučiti marketinške postupke drugih pivara u Grčkoj i širom sveta.
LL@(2025) REFERENCES (1999) BMC (2005) Global Beer Report: A Worldview (2005) Beverage Marketing Corporation November 2005. => LITERATURA BMC (2005) Global Beer Report: ~~~ A Worldview (2005) Beverage Marketing Corporation November 2005.
LL@(2026) Doyle P. (1994) => Doyle P. (1994) Marketing Management & Strategy, New Jersey:
LL@(2027) Marketing Management & Strategy, New Jersey: Prentice Hall. => Prentice Hall.
LL@(2028) Dumicic K., Renko S, Renko N. (2003), A case study of the Croatian beer market structure and performances British Food Journal, Vol. 105, No 3, pp 193-203, IOBE (2001), The Greek beer industry and market (2001), Foundation for Economic and Industrial Research (IOBE), December, 2005. => Dumicic K., Renko S, Renko N. (2003), A case study of the Croatian beer market structure and performances British Food Journal, Vol. ~~~ 105, No 3, pp 193-203, IOBE (2001), The Greek beer industry and market (2001), Foundation for Economic and Industrial Research (IOBE), December, 2005.
LL@(2029) Marketing Research: Kent, R.A. and Application, Measurement, Method International Thompson Business Press, London. => Kent, R.A. (1999) Marketing Research: ~~~ Measurement, Method and Application, International Thompson Business Press, London.
LL@(2030) Kotler, P. (1994). => Kotler, P. (1994).
LL@(2031) Marketing Management Analysis, Planning, Implementation and Control, New Jersey: Prentice Hall. => Marketing Management Analysis, Planning, Implementation and Control, New Jersey:
LL@(2032) Lincoln, Y.S. and Guba, E.G. (1985) => Prentice Hall.
LL@(2033) Naturalistic Inquiry, CA Sage, Newbury Park. ~~~ Mason, J. (1996) => Lincoln, Y.S. and Guba, E.G. (1985) Naturalistic Inquiry, CA Sage, Newbury Park.
LL@(2034) Qualitative Researching, CA Sage, London. => Mason, J. (1996) Qualitative Researching, CA Sage, London.
LL@(2035) Minichiello V., Aroni, R., Timewell, E. and Alexander, L. (1990) => Minichiello V., Aroni, R., Timewell, E. and Alexander, L. (1990) In-depth Interviewing:
LL@(2036) In-depth Interviewing: Researching People, Longman Creshire, Melbourne. => Researching People, Longman Creshire, Melbourne.
LL@(2037) Nwabueze U., Zoe C. L., (2001) The journey for survival: the case of new product development in the brewery industry, Journal of Product & Brand Management, Vol 10, No. 6, pp. 382-397. => Nwabueze U., Zoe C. L., (2001) The journey for survival: the case of new product development in the brewery industry, Journal of Product & Brand Management, Vol 10, No. 6, pp. 382-397.
LL@(2038) Patton M.Q. (1990) ~~~ Qualitative Evaluation and Research Methods, 2nd e.d.s., CA Sage, Newbury Park. => Patton M.Q. (1990) Qualitative Evaluation and Research Methods, 2nd e.d.s., CA Sage, Newbury Park.
LL@(2039) Stake, R. (1995), The art of case study research, CA Sage, Newbury Park Strategic Direction (2003) 'Three cheers for Coors Light: A surprise success in the Puerto Rico beer market, Volume 19 Number 4, pp. 8-10. => Stake, R. (1995), The art of case study research, CA Sage, Newbury Park Strategic Direction (2003) Three cheers for Coors Light: ~~~ A surprise success in the Puerto Rico beer market, Volume 19 Number 4, pp. 8-10.
LL@(2040) Vignali C., Vrontis D. (2000) => Vignali C., Vrontis D. (2000) Survey research in the UK beer industry, British Food Journal, Vol.
LL@(2041) Survey research in the UK beer industry, British Food Journal, Vol. 102 No. 5/6, 2000, pp. 371-378. => 102 No. 5/6, 2000, pp. 371-378.
LL@(2042) Correlations between sime qyality management practices and internal knowledge transfer UDC 005.6:005.94 Dragan Manasijević, @ivan @ivković, Ivan Mihajlović University of Belgrade, Faculty of Engineering in Bor, VJ 12, 19210 Bor, Srbija This paper analyzes the relationship between the degree of implementation of the different quality management (QM) practices, knowledge transfers and firms performance. => Odnosi između pojedinih oblasti menadžmenta kvaliteta i ubutrašnjih transfera znanja firme UDK 005.6:005.94 Dragan Manasijević, @ivan @ivković, Ivan Mihajlović Univerzitet u Beogradu, Tehnički fakultet u Boru, VJ 12, 19210 Bor, Srbija Ovaj rad se bavi istraživanjem odnosa između nivoa implementacije pojedinih oblasti menadžmenta kvaliteta (MK), transfera (prenosa) znanja unutar firme i poslovnih rezultata.
LL@(2043) The proposed model and the hypotheses were tested on a sample of 102 managers from 34 Serbian firms. => Predloženi model, kao i postavljene hipoteze testirane su na uzorku od 102 menadžera iz 34 srpske firme u kojima je uveden sistem kvaliteta.
LL@(2044) The analysis of obtained results was conducted using Structural Equation Modelling (SEM). => Analiza prikupljenih podataka je izvršena primenom SE modeliranja (SEM-Structural Equation Modeling).
LL@(2045) The results confirm the importance of the teamwork and process control as QM practices on internal knowledge transfers and strong positive correlation between internal knowledge transfers and firms performance. ~~~ 1. => Dobijeni rezultati potvrđuju da timski rad i kontrola procesa, kao komponente MK, pozitivno utiču na unutrašnje transfere znanja firme kao i da postoji izražena pozitivna korelacija između unutrašnjih transfera znanja i poslovanja firme. 1.
LL@(2046) Introduction Quality management (QM) is one of the most important research issues in the field of operational management Š1Ë as well as in academic circles Š2,3Ë. => Uvod Menadžment kvaliteta (MK) predstavlja jednu od najvažnijih istraživačkih tema u oblasti operativnog menadžmenta Š1Ë i u akademskim krugovima Š2,3Ë.
LL@(2047) The relationship between QM and financial and business results has been the subject of numerous research works Š4Ë. => Mnogi radovi su se bavili ispitivanjem odnosa između MK i finansijskih i poslovnih rezultata Š4Ë.
LL@(2048) In this work, our aim is to explore the relationship between quality management and business operations from a different point of view. => Ovaj rad ispituje odnos između menadžmenta kvaliteta i poslovanja iz drugačije perspektive.
LL@(2049) Here we analyse the implications of various areas of quality management upon the knowledge transfer within the firm. => On analizira implikacije različitih oblasti menadžmenta kvaliteta na transfere znanja unutar firme.
LL@(2050) The relationship between the QM field and business is not analysed directly, but on the basis of improvements in internal processes whose importance in generating competitive advantage has already been presented. => Odnos između oblasti MK i poslovanja se ne analizira na direktan način, već na osnovu poboljšanja u unutrašnjim procesima čija je važnost u generisanju konkurentskih prednosti već ranije predstavljena.
LL@(2051) The aim of this work is to prove the thesis that there is a relationship between the implementation of QM and organizational business operations. => Cilj rada je potvrđivanje teze da postoji veza između implementacije MK i organizacionog poslovanja.
LL@(2052) We follow the same research methodology used by Molina Š5Ë and collaborators. => Rad prati istu metodologiju istraživanja koju su primenili Molina i saradnici Š5Ë.
LL@(2053) Whatever the importance of knowledge management within the firm Š6Ë, there are only few empiric studies on its relationship with QM Š5Ë. => I pored značaja menadžmenta znanja unutar firme Š6Ë, samo nekoliko empirijskih studija bavi se njegovim odnosom sa MK Š5Ë.
LL@(2054) In the current study we analyse the impact of QM practices upon knowledge transfers, having in mind that the extent to which the firm employs knowledge transfers is taken as a key one in explaining the differences in business operations among firms. => Aktuelna studija analizira uticaj MK aktivnosti na transfere znanja, uzimajući u obzir da je stepen do kog firma koristi transfere znanje uzet kao ključni prilikom objašnjavanja razlika u poslovanju između firmi.
LL@(2055) This paper begins with a review of literature on QM and knowledge transfer. => Na početku rada je dat pregled literature koja se bavi MK i transferom znanja.
LL@(2056) Then, on the basis of literature data, we analyse to what extent the QM and the knowledge transfer fields are interrelated and certain hypotheses are set. => Potom je na osnovu literaturnih podataka analizirano u kojoj meri su oblasti MK i transfera znanja povezane i postavljene su hipoteze.
LL@(2057) The fourth chapter deals with the description of the methodology, and then the results are presented. => U četvrtom odeljku, dat je opis metodologije, a zatim su prezentovani dobijeni rezultati.
LL@(2058) The paper closes with the discussion on the results and a conclusion. => Na kraju su izneti diskusija rezultata i zaključak. 2.
LL@(2059) 2. ~~~ Quality management and knowledge transfers 2.1 Quality management Quality management is defined as a management approach consisting of a set of complementary principles, in which each principle is characterised by a set of areas and techniques Š7Ë. => Menadžment kvaliteta i transferi znanja 2.1. ~~~ Menadžment kvaliteta Menadžment kvaliteta definisan je kao pristup menadžmentu koji je sačinjen od skupa principa koji se međusobno dopunjavaju, a ipak, svaki od principa karakteriše skup oblasti i tehnika Š7Ë.
LL@(2060) In the area od business operations Š8Ë, this approach distinguished itself from other strategies by its features. => Ovaj pristup se izdvojio po svojim osobenostima u odnosu na druge strategije kada je u pitanju organizaciono poslovanje 8Ë.
LL@(2061) In order to determine the level of QM implementation in a firm, we have to analyse the fields that are possible to observe and estimate in QM, since we deal with very general principles, whereas, on the other hand, techniques are extremely detailed Š9Ë. => Da bismo odredili nivo implementacije MK u jednoj firmi, moramo analizirati oblasti koje je moguće posmatrati i procenjivati u okviru MK, s obzirom da se radi o veoma opštim principima, dok su, s druge strane, tehnike krajnje detaljne Š9Ë.
LL@(2062) Since the earliest works of Saraph and collaborators Š10Ë, many a study relied on the literature on quality management in an effort to identify different types of key areas of QM and develop measurement tools to analyse the QM implementation in the firm. => Počevši od najranijih radova Saraph-a i saradnika Š10Ë, mnoge studije su se oslanjale na literaturu koja se bavi menadžmentom kvaliteta kako bi se identifikovale različite vrste ključnih oblasti MK i razvili merni instrumenti kojima bi se analizirala implementacija MK u firmi.
LL@(2063) The review of the studies was conducted by Haynak Š4Ë. => Pregled ovih studija dao je Haynak Š4Ë.
LL@(2064) The studies have shown that QM includes the methods needed to improve both the firm environment and the relationship between the firm and the given environment. => Studije pokazuju da MK uključuje načine kojima bi se poboljšali, kako okruženje u kome se firma nalazi, tako i odnos firme i datog okruženja.
LL@(2065) It also includes the areas related to the technical amd social sections of the firm. => Takođe, ovo uključuje i oblasti koje se odnose na tehničke i društvene delove firme.
LL@(2066) In the field of the firms relationship with its environment QM plays an important part in the cooperation with the suppliers and the consumers alike. => U oblasti koja se bavi odnosom izmedu firme i njenog okruženja, MK ima značajnu ulogu u kooperaciji, kako sa kupcima, tako i sa snadbevačima.
LL@(2067) When talking on the cooperation with the suppliers and the consumers, we have in mind the organizational inclination to take part in non-competitive activities with the consumers and the suppliers, as well as to cherish good rapport with them Š11Ë. One of the basic ideas of QM is a premise that the firm functions as an integrated (unique) system Š8Ë. => Kada govorimo o kooperaciji sa snabdevačima i kupcima, mi mislimo na sklonost organizacije da se uključi u nekonkurentske aktivnost, sa kupcima i dobavljačima, kao i da održava otvorene i iskrene odnose sa njima Š11Ë. ~~~ Jedna od osnovnih ideja MK jeste pretpostavka da firma funkcioniše kao integrisani (celoviti) sistem 8Ë.
LL@(2068) This idea on the system, however, is not confined only to the relations existing within the organization. => Međutim, ova ideja o sistemu nije ograničena samo na odnose koji postoje unutar organizacije.
LL@(2069) It is also valid in the relations the firm establishes with the outer world. => Ona može da važi i za odnose koje firma uspostavlja sa spoljašnjim svetom.
LL@(2070) The total value chain of the product is thus viewed as one system, and so it must be viewed, for the purpose of its optimisation; after all, such a quality of the product should be achieved that will satisfy the customer Š12Ë. Schonberger Š13Ë maintains that, in accordance with QM, the firm is actually a part of the supplier-customer chain. => Lanac celokupne vrednosti proizvoda se ovako posmatra kao jedan sistem, koji zarad njegove optimizacije mora biti posmatran ovako, konačno, treba postići onakav kvalitet proizvoda koji zadovoljava potrošača Š12Ë. ~~~ Schonberger Š13Ë tvrdi da je u skladu sa MK, firma zapravo deo lanca potrošača i dobavljača.
LL@(2071) In a strictly internal arena, QM includes the areas related exclusively to the firms social component, the areas such as autonomy and team work, then the areas entailing technical issues, such as the process control. => U strogo internoj areni, MK uključuje oblasti koje se odnose isključivo na društvenu komponentu firme, na oblasti kao što su autonomija i timski rad, potom oblasti koje uključuju pitanja tehničke prirode, kao što je, na primer, kontrola procesa.
LL@(2072) Team work means a tendency to solve tasks within the group, rather than individually. => Pod timskim radom podrazumevamo tendenciju da se zadaci rešavaju u okviru grupe, pre nego individualno.
LL@(2073) Autonomy refers to the groups or individuals capabilities of being relatively independent and self-confident in accomplishing their tasks. => Autonomija se odnosi na sposobnosti grupa ili pojedinaca da budu relativno samostalni i samosvesni u obavljanju zadataka.
LL@(2074) The process control means explaining organizational tasks to people who are to accomplish them, as well as investigation into the sources of unintentional errors Š14Ë. 2.2 Knowledge transfer According to Darr Š15Ë, knowledge transfer is defined as a learning proces in which one organizational unit learns from the experience of the others. => Kontrola procesa odnosi se na objašnjavanje organizacionih zadataka ljudima koji ih sprovode, kao i na istraživanje izvora nenamernih grešaka 14Ë. 2. ~~~ Transfer znanja U skladu sa Darrom 15Ë, transfer znanja se definiše kao proces učenja jedne organizacione jedinice iz iskustva drugih.
LL@(2075) The internal knowledge transfer points to the fact that the unit providing the knowledge is situated within the firm. => Unutrašnji transfer znanja ukazuje na činjenicu da se jedinica koja obezbeđuje znanje nalazi unutar same firme.
LL@(2076) This field of research has recently become very interesting and includes studies that deal with both understanding of the transfer process, and identification of the factors that may enhance or hinder the transfers Š16Ë. => Ova oblast istraživanja je poslednjih godina postala jako interesantna, to jest studije koje se bave kako razumevanjem procesa transfera, tako i identifikovanjem faktora koji mogu da pomognu ili spreče transfere 16Ë.
LL@(2077) The factors determining the extent to which knowledge transfers may be easy or complicated may be classed into factors related to the source units only, factors connected with the recipient, factors related to the connection between the source unit and the recipient and factors related to knowledge only. => Faktori koji utiču na to koliko su laki ili komplikovani transferi znanja mogu biti klasifikovani na faktore koji se odnose na izvorne jedinice, faktore povezane sa primaocem, faktore koji se odnose na vezu između izvorne jedinice i primaoca i faktore koji se odnose na samo znanje.
LL@(2078) According to Krone Š17Ë, any communication consists of the following elements: message, sender, code system, communication channel, recipient and the decoding system. => Prema Kroneu 17Ë, bilo koja komunikacija sadrži sledeće elemente: poruku, pošiljaoca, kodni sistem, komunikacijski kanal, primaoca i sistem dekodiranja.
LL@(2079) Frome these elements factors are derived to explain in a simplified way both the transfer and knowledge characteristics (message) which the sender wishes to send as well as the difference between the two unit systems of coding. => Iz ovih elemenata su izvedeni faktori kojima se na jednostavan način objašnjava transfer, kao i karakeristike znanja (poruke) koju pošiljalac želi da pošalje i razlika između oba jedinična sistema kodifikacije. 3.
LL@(2080) 3. => Nastanak hipoteza i predloženi model 3.1.
LL@(2081) Postulating hypotheses and modelproposed 3.1 QM team work and internal knowledge transfer Structuring the firm into work teams is one of the basic principles of QM. => MK timski rad i unutrašnji transferi znanja Strukturisanje firme u radne timove jeste jedan od osnovnih principa MK.
LL@(2082) Improving coordination means that people who contact most due to the tasks they are assigned cannot communicate among themselves using classic hierarchal mechanisms. => Poboljšanje koordinacije znači da ljudi koji najaviše kontaktiraju zbog zadataka koje obavljaju, ne mogu da međusobno koordiniraju koristeći klasične hijerarhijske mehanizme.
LL@(2083) Instead, they have to use some other ways of communication that mean a greater extent of adapting mutually Š6Ë. Dean and Evans Š12Ë maintain that the QM team effectiveness consists of achieving the goals in quality area timely and of strengthening the relations within the team itself as well as within the organization as a whole. => Umesto ovoga, oni moraju da koriste neke druge vrste ophođenja koje podrazumevaju veći stepen međusobne adaptacije 6Ë. ~~~ Dean i Evans 12Ë tvrde da se timska efektivnost MK sastoji od postizanja ciljeva kvaliteta blagovremeno i jačanja odnosa unutar samog tima kao i čitave organizacije.
LL@(2084) In order to achieve these goals, it is very important that the problem selection process and information search be improved. => Da bi se ovi ciljevi ostvarili, veoma je važno da se poboljša proces selekcije problema i potrage za informacijama.
LL@(2085) Improving the knowledge transfer is a necessary precondition for the team work within the firm to be successful. => Usavršavanje transfera znanja neophodan je preduslov kako bi timski rad u okviru firme bio uspešan.
LL@(2086) In addition to this, the field of human resources is closely related to knowledge transfers. => Osim ovog, oblast ljudskih resursa je tesno povezana sa transferima znanja.
LL@(2087) Sparkes and Miyake Š18Ë even stress that, once a valid communication among people has been established, knowledge transfer is taken for granted and happens indirectly. => Sparkes i Miyake 18Ë čak tvrde da kada je uspostavljena dobra komunikacija među ljudima, prenos znanja se podrazumeva i dešava se indirektno.
LL@(2088) Team implementation is considered a fundamental element. => Implementacija tima smatra se fundamentalnim elementom.
LL@(2089) Hedlund Š19Ë states that organizations wishing to improve their knowledge managementshould consist of temporary constellations of workers, in which the lateral communication is dominant. => Hedlund 19Ë smatra da organizacije koje žele da poboljšaju svoj menadžment znanja treba da budu sastavljene od privremenih konstelacija radnika, gde je lateralna komunikacija dominantna.
LL@(2090) When talking about temporary constellations, Hedlund has in mind the idea of the flexibility of human resource mobilization after the system of temporary work teams. => Kada govori o privremenim konstelacijama, Hedlund misli na ideju o fleksibilnosti mobilizacije ljudskih resursa po sistemu privremenih radnih timova.
LL@(2091) Dougherty Š20Ë maintains that implementing the team in the work enhances the creation of the image of belonging together, which actually helps knowledge transfers in the organization. => Dougherty 20Ë smatra da korišćenje tima kod rada podstiče stvaranje imidža zajedništva, što u stvari potpomaže transfere znanja u organizaciji.
LL@(2092) Similarly, Crossan et al. Š21Ë state that action creates an opportunity to share common experience, which will lead to the development of one way of understanding common reality. => Takođe, Crossan i ostali 21Ë smatraju da akcija stvara mogućnost da se podeli zajedničko iskustvo, što će voditi ka razvoju jednog od načina razumevanja zajedničke stvarnosti.
LL@(2093) Brown and Duguid Š22Ë use the term practical communities to denote work groups created among the workers doing the same job. => Brown i Duguid 22Ë koriste termin praktične zajednice da označe radne grupe koje su stvorene među radnicima koji obavljaju isti zadatak.
LL@(2094) These communities should not be limitted to only one firm; on the contrary, they should consist of the members of different firms. => Ove zajednice ne bi trebalo da budu ograničene samo na jednu firmu, već naprotiv, one treba da se sastoje od članova različitih firmi.
LL@(2095) Brown and Duguid think that these groups of interdependent participants create a working context in which the members not only build their mutual identities, but also create a social context in which these identities are mutually shared and known, and the organization itself becomes something more than just a practical community. => Brown i Duguid smatraju da ove grupe međusobno zavisnih učesnika stvaraju radni kontekst u kojem članovi ne grade samo svoje zajedničke identitete, već oni stvaraju i društveni kontekst u kojem su ovi identiteti zajednički i poznati, a sama organizacija postaje nešto više od praktične zajednice.
LL@(2096) In such a way, by defining a shared (common) knowledge, work teams contribute to forming a common basis to which knowledge is transferred. => Ovako, određivanjem podeljenog (zajedničkog) znanja, radni timovi doprinose stvaranju zajedničke osnove na koju se prenosi znanje.
LL@(2097) In a similar way Orlikowski Š23Ë explains the way people acquire knowledge through practice, so that the practice of transferring knowledge within the group in order that a task be accomplished actually leads to acquiring that knowledge required for the transfer to be effected, both within one group and with other groups. => Na sličan način Orlikowski 23Ë objašnjava kako ljudi usvajaju znanja kroz praksu, tako da praksa prenosa znanja unutar grupe kako bi se izvršio neki zadatak, zapravo, neminovno vodi ka usvajanju znanja koje je potrebno da bi se sam transfer dogodio, kako unutar grupe, tako i sa ostalim grupama.
LL@(2098) In other words, the need to transfer knowledge in order that work be coordinated, in fact, creates knowledge necessary for the transfer. => Drugim rečima, potreba da se prenese znanje kako bi se radilo na koordinirani način, zapravo, stvara znanje, koje je neophodno za transfer.
LL@(2099) Hansen Š16Ë finds that the fewer the mediators in the relationship between two individuals that are not directly connected, the better the knowledge transfer. => Hansen 16Ë zaključuje da što je manje posrednika u odnosu između dve jedinice koje nisu direktno povezane, to je bolji transfer znanja.
LL@(2100) Here, structuring the firm into work groups shortens the communication chains, since it is no longer necessary that we stick to hierarchy in order to discover the possibilities other groups have already used. => Strukturiranje firme u radne grupe ovako skraćuje komunikacijske lance, s obzirom da više nije neophodno da se pridržavamo hijerarhije da bismo otkrili one mogućnosti koje su druge grupe već koristile.
LL@(2101) Grant Š24Ë finds that todays great interest in the team based structures is a result of the need to improve integration and knowledge transfer within organizations. => Grant 24Ë zaključuje da današnje veliko interesovanje za strukture zasnovane na timu jeste rezultat potrebe da se unapredi integracija i transfer znanja unutar organizacija.
LL@(2102) According to Grant, QM is in fact a technique based on team work that does not recognize hierarchy and that allows for the organization to approach the source of knowledge and use the individuals knowledge located in lower levels of the organization. => Za Granta je MK zapravo tehnika bazirana na timskom radu koja ne priznaje hijerarhiju i koja omogućava organizaciji da pristupi izvoru znanja i da koristi znanje pojedinaca locirano u nižim ešalonima organizacije.
LL@(2103) Having in mind all these we postulated the following hypothesis: H1. => Imajući na umu sva ova stanovišta, formulisali smo sledeću hipotezu:
LL@(2104) The level of team work implementation within QM shows a positive correlation with the internal knowledge transfer. => Hl. ~~~ Nivo implementacije timskog rada u okviru MK u pozitivnoj je korelaciji sa unutrašnjim transferom znanja. 3.
LL@(2105) 3.2 QM autonomy and internal knowledge transfers The importance of decision making among workers is in the fact that, according to the QM doctrine, the sites where the best information are stored are the very ones where the decisions are made, which may very often mean that the necessary knowledge (information) is actually stored in workers themselves. => Autonomija MK i unutrašnji transferi znanja Važnost donošenja odluka među radnicima leži u činjenici da, u skladu sa učenjem o MK, mesta gde se nalaze najbolje informacije jesu u stvari mesta donošenja odluka, što vrlo često može značiti da se neophodno znanje (informacije) zapravo krije kod samih radnika.
LL@(2106) Grant Š24Ë maintains that the more implicit knowledge is, the less efficient hierarchy is, since no manager is capable of integrating the knowledge of his subordinates. => Grant 24Ë tvrdi da što je implicitnije znanje, to je manje efikasna hijerarhija, pošto nijedan od upravnika ni je u stanju da integriše znanje svojih podređenih.
LL@(2107) Grant also suggests that decisions demanding idiosyncratic implicit knowledge that is not easily transferred, should be made at the sites where the knowledge is stored. => Grant takođe preporučuje da odluke koje zahtevaju idiosinkretičko implicitno znanje koje se ne prenosi lako, treba da budu donete na mestima gde je znanje locirano.
LL@(2108) QM requires that people make real changes in their way of work. => MK zahteva od ljudi da naprave stvarne promene u načinu rada.
LL@(2109) Dean and Evans Š12Ë comment that it is only the employees who are included into the processes that possess the necessary understanding, which is an important reason for which such a large number of managers think that inclusion and autonomy of the employees are a very important part of quality marketing. => Dean i Evans 12Ë komentarišu da jedino zaposleni koji su uključeni u procese poseduju neophodno razumevanje, što je veliki razlog zašto toliko veliki broj menadžera smatra da su uključenje i autonomija zaposlenih vrlo važan deo marketinga kvaliteta.
LL@(2110) Moreover, decision making normally requires integration of a large quantity of knowledge that is scattered all over the firm. => I pored ovoga, donošenje odluka normalno zahteva integrisanje velike količine znanja koje je rasuto i raštrkano svuda u firmi.
LL@(2111) This means that decision makers must serach for necessary knowledge within the organization, and then transfer that knowledge to work groups, where it is needed in a given moment. => Ovo znači da oni koji treba da donose odluke moraju da tragaju za neophodnim znanjem unutar organizacije, a onda da to znanje prenesu radnim grupama gde je ono potrebno u određenom trenutku.
LL@(2112) Where decisions are made in the head office, information must be steadily and equally transferred throughout the organization. => Tamo gde se odluke donose u centrali, informacije se moraju ravnomerno prenositi kroz čitavu organizaciju.
LL@(2113) If, however, a large quantity of information apperas, workers knowledge must be coded, summarised and shaped, so that the management can make decisions. => Ukoliko se, međutim, pojavi prevelika količina informacija, znanje koje poseduju radnici mora biti kodirano, rezimirano i uobličeno, tako da uprava može donositi odluke.
LL@(2114) Therefore, if workers do not enjoy a sufficient level of autonomy, there is a serious possibility that a powerful vertical transfer of coded knowledge or information appears, which may result in an extremely inefficient decision making process. => Stoga, ukoliko radnici nemaju dovoljan stepen autonomije, postoji velika verovatnoća da se pojavi snažan vertikalni transfer kodiranog znanja ili iinformacija koji može imati za posledicu krajnje neefikasan proces donošenja odluka.
LL@(2115) Similarly, Teece Š25Ë mentions that an efficient knowledge management requires not a bureaucratic, but a decentralised company structure. => Slično ovome, Teece 25Ë spominje da efikasan menadžment znanja zahteva strukturu kompanije koja nije birokratska i koja je decentralizovana.
LL@(2116) However, when the employees enjoy an increased level of autonomy, the implicit knowledge transfers among various work units and groups must be at a high level, since the decisions must be made and implemented by the workers themselves. => Medutim, kada radnici imaju povećan stepen autonomije, transferi implicitnog znanja među različitim radnim jedinicama i grupama moraju biti na visokom nivou, pošto odluke moraju donositi i primenjivati sami radnici.
LL@(2117) ODell and Grayson Š26Ë maintain that it is necessary that the employees should be responsible for their own work in order that internal transfers should come to being. => ODell i Grayson 26Ë smatraju da je neophodno da radnici snose odgovornost za sopstveni rad kako bi se unutrašnji transferi dogodili.
LL@(2118) Therefore, we propose the following hypothesis: H2. => Stoga, predlaže se sledeća hipoteza: ~~~ H2.
LL@(2119) The autonomy level within QM correlates positively with internal knowledge transfers. => Stepen autonomije u okviru MK u pozitivnoj je korelaciji sa unutrašnjim transferima znanja. 3.
LL@(2120) 3.3 QM processes and internal knowledge transfer control Processes control within QM requires that people understand the organizational processes they conduct Š10Ë, and also makes involuntary errors identification possible Š14Ë. => Kontrola procesa MK i unutrašnjih transfera znanja Kontrola procesa u okviru MK omogućava da ljudi razumeju organizacione procese koje sprovode 10Ë, kao što omogućava i identifikaciju izvora nenamernih greška 14Ë.
LL@(2121) In order to achieve these, QM implements a set of basic tools that include statistic control techniques (SCT). => Da bi se ovo postiglo, MK koristi skup osnovnih sredstava koja uključuju statističke kontrolne tehnike (SKT).
LL@(2122) These tools supply the organization with important information as regards the key aspects of the processes carried on within the organization. => Ova sredstva snadbevaju organizaciju važnim informacijama koje se tiču ključnih aspekata procesa koji se sprovode u organizaciji.
LL@(2123) An important standpoint in the relationship between the QM processes control and internal knowledge transfers refers to the fact that a systematic implementation of the control process in the organization clearly affects the search for information, as well as the very knowledge transfer these processes are applied to. => Važno stanovište u odnosu izmedu kontrole procesa MK i unutrašnjih transfera znanja odnosi se na činjenicu da sistematična upotreba procesa kontrole u organizaciji ima jasan uticaj na traganje za informacijama, kao i na sam transfer znanja na koje se ovi procesi primenjuju.
LL@(2124) This is the first step to take towards knowledge transfer. => Ovo je prvi korak ka transferu znanja koji treba preduzeti.
LL@(2125) Secondly, this helps identify the source of necessary information. => Drugo, ovo pomaže da se identifikuje izvor informacija koje su potrebne.
LL@(2126) Information as to the various processes carried out in the organization and the possibility of comparing and assessing this information facilitates work to a large extent and can serve as a signal system Š26Ë. => Informacije vezane za različite procese koji se sprovode u organizaciji, kao i mogućnost upoređivanja i procenjivanja ovih informacija umnogome olakšava posao i može poslužiti kao signalni sistem 26Ë.
LL@(2127) For this reason ODell and Grayson Š27Ë maintain that estimation of business activities may help when identifying some advanced area, otherwise it may not be enough by itself. => Iz ovog razloga, ODell i Grayson 27Ë tvrde da procena poslovanja može pomoći kada je u pitanju identifikovanje neke napredne oblasti, inače samo po sebi ovo možda nije dovoljno.
LL@(2128) The importance of QM in the continual improvement of processes is great and those firms that implement QM will search for knowledge and use the knowledge they need Š7Ë. => Značaj MK u konstantnom unapređenju procesa je veliki i one firme koje primenju MK tragaće za znanjem i koristiće znanje koje im je potrebno 7Ë.
LL@(2129) Similarly, a systemic implementation of the same tools (instruments) in the firm will ensure that the language become common. => Takođe, sistematična upotreba istih sredstava (instrumenata) u firmi obezbediće zajednički jezik.
LL@(2130) One of the basic problems in the knowledge transfer is the need that the sender and the recipient both communicate using the same code system, the one they both understand. => Jedan od osnovnih problema kod transfera znanja jeste potreba da i pošiljalac i primalac komuniciraju istim znakovnim sistemom koji i jedan i drugi razumeju.
LL@(2131) Therefore, when the knowledge transfer refers to goals, requirements or the flow of processes implemented among various groups, it is important that a language be used that is understood throughout the organization since this will enhance the transfer among the groups. => Stoga, kada se transfer znanja odnosi na ciljeve, zahteve ili odvijanje procesa koji se implementiraju među raznim grupama, važno je koristiti jezik koji je razumljiv za čitavu organizaciju jer će ovo pospešiti porast transfera među grupama.
LL@(2132) Hence, when the costs and benefits of each transfer are viewed, we can say that the control process, especially the one including SCT, can help reduce the costs of transfer. => Iz ovoga sledi da kada se pogledaju dobrobiti i troškovi svakog transfera, možemo reći da kontrolni proces, posebno onaj koji uključuje SKT, može smanjiti troškove transfera.
LL@(2133) Another important viewpoint is the reduced risk for those who have to learn and, as the case may be, have to implement the acquired knowledge. => Drugo važno stanovište jeste smanjen rizik koji se odnosi na one koji moraju da uče, i tamo gde je to slučaj, moraju da koriste preneto znanje.
LL@(2134) This risk can be reduced when the recipient is certain (knows, sure) about the data accumulated, since in this case, and this is statistically proven, the transfer of implemented knowledge is highly efficient. => Ovaj rizik može biti smanjen kada je primalac siguran (izvestan, poznat) u akumulirane podatke, jer u tom slučaju, dokazano je na osnovu statističkih podataka, da je transfer primenjenog znanja vrlo efikasan.
LL@(2135) Whether the words of the sender are believed to is not important; important is the quality of the data gathered. => Nije važno da li se veruje rečima pošiljaoca, već je važno kakvi su sakupljeni podaci.
LL@(2136) A lack of confidence in the real effectiveness of knowledge on the part of the recipient is a key problem of a satisfactory transfer of internal knowledge. => Nedostatak poverenja primaoca u stvarnu efektivnost znanja jeste ključni problem kod zadovoljavajućeg transfera unutrašnjeg znanja.
LL@(2137) Finally, the process control implementing SCT includes an attempt to decode part of implicit knowledge implemented in the processes. => Konačno, kontrola procesa koja koristi SKT uključuje pokušaj da se dekodira deo implicitnog znanja koje se koristi u procesima.
LL@(2138) Knowledge that failed to be decoded when it should have been is a lost chance. => Znanje koje se nije dekodiralo, onda kada je to moglo da se dogodi je izgubljena šansa.
LL@(2139) The transfer is halted, although the decoding of knowledge would help improve the operations throughout the organization, as well as allow for the transfer and implementation of knowledge in other units within the firm. => Transfer je zaustavljen, iako bi se dekodiranjem znanja unapredilo poslovanje čitave organizacije, kao što bi bio moguć i transfer i upotreba znanja u drugim jedinicama unutar firme.
LL@(2140) Having this in mind, we formulated the following hypothesis: H3. => Imajući na umu ovo, mi smo formulisali sledeću hipotezu: ~~~ H3.
LL@(2141) The level (extent) of processes control implementation within QM has a positive impact upon internal knowledge transfers. => Nivo (stepen) implementacije kontrole procesa u okviru MK pozitivno se odražava na unutarnje transfere znanja. 3.
LL@(2142) 3.4 Knowledge transfer and profitability ratio A positive ratio between a better internal knowledge transfer and the firms profitability is an amply studied theoretical issue, however, it is hardly mentioned in empirical studies. => Odnos između transfera znanja i profitabilnosti Pozitivan odnos između boljeg unutrašnjeg transfera znanja i profitabilnosti firme jeste predmet koji se dosta izučava u teoriji, iako se u empirijskim studijama ova tema gotovo i ne spominje.
LL@(2143) This ratio is supported by the fact that the transfer of best techniques and procedures improves the average operations of the firm Š28Ë. => Ovom odnosu u prilog ide činjenica da transfer najboljih tehnika i postupaka unapređuje prosečno poslovanje firme 28Ë.
LL@(2144) Therefore, if the inefficient actions and procedures are substituted by the more efficient ones, the general performance of the organization will be improved, especially if we take into account that the differences in the firms performance may be big even in case of one and the same process Š28Ë. => Tako, ukoliko zamenimo neefikasne radnje i postupke za one koje su se pokazale kao efikasnije, mi ćemo poboljšati prosečno poslovanje firme, a pogotovu ako uzmemo u obzir da razlike u poslovanju firme mogu biti velike kada je u pitanju jedan isti proces 28Ë.
LL@(2145) On the other hand, knowledge transfer from different members enhances integration and correlation among different workers. => S druge strane, transfer znanja različitih članova potpomaže integraciju i kooperaciju između različitih radnika.
LL@(2146) Thus, internal knowledge transfers help create a larger extent of familiar (mutual) terms and meanings understood by all the memebers of the firm, Likert scale was used again (1=never, 7=to a great extent) to find out to which extent: a) statistical methods are applied in quality control; b) whether the processes are performed in accord with the adopted attitudes and views on quality; c) whether the design of product/service and final quality are guaranteed; d) whether the employees are familiar with the statistic control techniques used in the process control. => Tako, unutrašnji transferi znanja pomažu da se stvori veći stepen bliskih (zajedničkih) termina i značenja razumljivih za članove firme, povećava se kreativnost, transmisija i konačno, stvaraju se uslovi da se ostvari saradnja sa mnogo manje napora 6Ë.
LL@(2147) 4.2.4 Internal knowledge transfer The respondents were requested to mark the extent of transfer in different units of the firm, on a Likert scale (from 1=never to 7=to a great extent): a) goals and responsibilities; b) specific tasks/requirements; c) procedures presented in writing and practical guidelines on how to approach these procedures; d) practical implementation that was proven most efficient in accomplishing tasks; and e) clear recommendations and advice as to how to improve accomplishing the tasks. ~~~ 4.2.5 Business operations We adopted the business operations measuring scale proposed by Murray and Kotabe Š29Ë. => 
LL@(2148) The managers in the firms were asked about what they appreciate, again according to the Likert scale (1=much worse compared to competition , to 7=much better compared to competition). the LISREL880 5. => 
LL@(2149) Results The data analysis was conducted using SE modeling (SEM-Structural Equation Modeling). => 
LL@(2150) To calculate and analyse data (LISREL-Linera Structural Relationship) program was applied Š30Ë. ~~~ The assumed hypothetical model of positive impact of certain quality management components: team work (T), autonomy (A), and process control (PC) upon the internal knowledge exchange (transfer) (IKT) as well as a beneficial impact of IKT upon the firms business operations (BO) is presented in Figure 1. creativity and transmission are increased and, finally, conditions are formed that workers collaborate well with less effort Š6Ë. => 
LL@(2151) On the basis of the abovestated, we formulate the following hypothesis: H4. => Na osnovu izloženog, formulišemo sledeću hipotezu: ~~~ H4.
LL@(2152) Internal knowledge transfers show a positive correlation with the firms performance. => Unutrašnji transferi znanja su u pozitivnoj korelaciji sa poslovanjem firme. 4.
LL@(2153) 4. => Metodologija istraživanja 4.1.
LL@(2154) Research methodology 4.1 Sample and data gathering In order to test the hypotheses proposed, we conducted an empirical research in thirty-four firms in Serbia that introduced a quality system. => Uzorak i prikupljanje podataka Da bismo proverili postavljene hipoteze, sproveli smo empirijsko istraživanje u trideset i četiri firme u Srbiji u kojima je uveden sistem kvaliteta.
LL@(2155) The questionnaire was specially designed to test the relationship between the quality management and the internal knowledge transfer. => Upitnik je specijalno dizajniran tako da proverava odnos između menadžmenta kvaliteta i unutrašnjeg transfera znanja.
LL@(2156) 102 valid answers were collected. => Sakupljeno je 102 validna odgovora.
LL@(2157) The answers were collected by means of personal interview, from May till July 2007. => Odgovori su sakupljani od maja do jula 2007. godine ličnim intervjuom.
LL@(2158) In all the cases that are taken as valid the respondents were quality managers or other very top managers in the firm. => U svim slučajevima koji se smatraju validnima, ispitanici su bili menadžeri kvaliteta ili drugi rukovodioci u samom vrhu firme.
LL@(2159) The managers were chosen to be respondents since they receive information from different departments, therefore they are a very important source of estimate of various variables in the organization. => Menadžeri su izabrani za ispitanike pošto oni dobijaju informacije iz raznih odeljenja i stoga su vrlo važan izvor procene različitih varijabli organizacije.
LL@(2160) They also have the main role in forming and shaping these relations in that they define the type of behaviour that is expected and encouraged. => Oni takođe igraju glavnu ulogu u formiranju i oblikovanju ovih odnosa određivanjem tipa ponašanja koje se očekuje i koje se ohrabruje. 4.
LL@(2161) 4.2 Questionnaire design The questionnaire design was similar to one used by Molina and collaborators Š5Ë in their research, and was composed on the basis of already published works Š11Ë. => Dizajn upitnika Dizajn upitnika je odgovarao onom primenjenom u istraživanju sprovedenom od strane Moline i saradnika 5Ë a koji je konstruisan na bazi ranijih publikovanih radova 11Ë.
LL@(2162) It had 5 groups of questions related to team work, autonomy, process control, internal knowledge transfers and business operations. => Upitnik je sadržao 5 grupa pitanja vezanih za timski rad, autonomiju, kontrolu procesa, unutrašnje transfere znanja i poslovanje.
LL@(2163) The total number of questions was 22 (see Appendix A). => Ukupno je sadržao 22 pitanja (vidi prilog A). ~~~ 4.2.1.
LL@(2164) 4.2.1 Team work Three indicators were used to determine the extent of team work in the firm: a) to what extent team work is enforced by management; b) how often the firm implements team work in solving prblems; and c) in which way the firm uses interfunctional teams. => Timski rad Da bi se odredio stepen zastupljenosti timskog rada u firmi, korišćena su tri indikatora: a) u kojoj meri se menadžmentom forsira timski rad; b) koliko često firma koristi timski rad kako bi rešila probleme i c) kako firma koristi intefunkcionalne timove.
LL@(2165) Likert scale was used (1=never, 7=to a great extent). => Likertova skala je korišćena (1 = nikada, 7 = u velikoj meri).
LL@(2166) 4.2.2 Autonomy Four indicators were used to determine the extent of autonomy within the firm. => 4.2.2. ~~~ Autonomija Četiri indikatora su korišćena kako bi se odredio stepen autonomije unutar firme.
LL@(2167) The task was to find out: a) the extent of control over workers and the extent to which they themselves bear responsibility for their work; the extent to which the workers are encouraged to identify and solve problems related to work process; c) if the extent of autonomy in decision making is increased. => Trebalo je ispitati: a) stepen kontrole radnika i u kojoj su meri oni sami odgovorni za svoj posao; b) u kojoj meri se radnici ohrabruju da sami identifikuju i rešavaju probleme vezane za posao; c) da li je stepen autonomije u donošenju odluka povećan.
LL@(2168) Likert scale of seven figures was used to measure this group of answers. => Likertovu skalu koja se sastoji od sadam brojki. 4.
LL@(2169) 4.2.3 Process control Four indicators wre used to determine the extent of process control present in the firm that is part of QM. => Kontrola procesa Pet indikatora su korišćena kako bi se odredio stepen zastupljenosti kontrole procesa u firmi koja je deo MK.
LL@(2170)  => Likertova skala je i ovog puta korišćena (1 = nikada, 7 = u velikoj meri), a trebalo je ispitati u kojoj se meri a) koriste statističke metode prilikom kontrole kvaliteta; b) da li se procesi odvijaju u skladu sa stavovima i razmišljanjima o kvalitetu; c) da li se garantuje dizajn proizvoda/usluga i finalni kvalitet; d) da li su uposlenici upoznati sa tehnikama statističke kontrole kojima se kontroliše proces. 4.
LL@(2171)  => Unutrašnji transfer znanja Od ispitanika je zahtevano da na Likertovoj skali (od 1= nikad do 7= u velikoj meri) označe stepen transfera različitih jedinica u firmi: a) ciljeva i odgovornosti; b) specifičnih zahteva; c) postupaka datih u pisanoj formi i praktične napomene kako pristupiti ovim postupcima; d) praktične primena koja se pokazala kao najefikasnija pri izvršenju zadataka; i e) jasne preporuke i saveta za unapređenje izvršavanja zadataka. 4. ~~~ Poslovanje Usvojena je skala za merenje poslovanja koju su predložili Murray i Kotabe 29Ë.
LL@(2172)  => Menadžeri u firmama su upitani šta oni cene, prema Likertovoj skali (1 = mnogo gore od mojih konkurenata, do 7 = mnogo bolje od mojih konkurenata). ~~~ 5.
LL@(2173)  => Rezultati Analiza podatka je izvršena primenom SE modeliranja (SEM-Structural Equation Modeling).
LL@(2174)  => Za proračun i analizu podataka korišćen je program LISREL880 (LISREL-Lineral Structural Relationship) 30Ë.
LL@(2175)  => Pretpostavljeni hipotetički model pozitivnog uticaja određenih komponenti menadžmenta kvaliteta: timskog rada (T), autonomije (A) i kontrole procesa (KP) na unutrašnju razmenu (transfer) znanja (URZ) kao i pozitivni uticaj URZ na poslovanje firme (P) prikazan je na slici 1.
LL@(2176) Figure 1. => Slika 1.
LL@(2177) Hypothetical model of certain areas of quality management impact upon the internal knowledge transfer and the firms business operations The values presented in Figure 1 mean the following: T1, T2, T3 variables from the questionnaire team work indicators (T). => Hipotetički model uticaja pojedinih oblasti menadžmenta kvaliteta na unutrašnji transfer znanja i poslovanje firme Na slici 1. prikazane veličine imaju sledeća značenja:
LL@(2178) A1, A2, A3, A4 variables from the questionnaire autonomy indicators (a) PC1, PC2, PC3, PC4, Pc5 indicators from the questionnaire process control indicators (PC) IKT1, IKT2, IKT3, IKT4, IKT5 variables from the questionnaire indicators of internal knowledge sharing (transfer) (IKT) B1, B2, B3, B4, B5 variables from the questionnaire business operations indicators (BO) T, A, PC, IKT, and B latent variables of team work, autonomy, process control, internal knowledge transfer and business operations, whose cause-effect relationaships are subject of our research. => T1,T2,T3- varijable iz upitnika-indikatori timskog rada (T) A1, A2, A3, A4-varijable iz upitnika-indikatori autonomije (A) KP1, KP2, KP3, KP4, KP5-varijable iz upitnika-indikatori kontrole procesa (A) URZ1, URZ2, URZ3, URZ4, URZ5-varijable iz upitnika-indikatori unutrašnje razmene (transfera) znanja (URZ) P1, P2, P3, P4, P5- varijable iz upitnika-indikatori poslovanja (P) T, A, KP, URZ i P - latentne varijable timski rad, autonomija, kontrola procesa, unutrašnja razmena znanja i poslovanje, čije uzročno-posledične odnose ispitujemo.
LL@(2179) The structural analysis results are presented in Figure 2. => Rezultati strukturalne analize prikazani su na slici 2.
LL@(2180) At the beginnning of the result analysis we analysed the values of the indicators obtained denoting whether the proposed model fits the starting data in a satisfactory way. => Na početku analize rezultata, analizirali smo vrednosti dobijenih indikatora koji određuju da li predloženi model zadovoljavajuće fituje polazne podatake.
LL@(2181) The following indicators were analysed: Root Mean Square Error of Approximation (RMSEA) and Goodness of Fit Index (GFI). => Razmatrani su sledeći indikatori: ~~~ Root Mean Square Error of Approximation (RMSEA) i Goodness of Fit Index (GFI).
LL@(2182) The RMSEA indicator shows the approximation error and the lower its value is, the better the model fits the starting data. => RMSEA indikator izražava grešku aproksimacije i što je njegova vrednost niža to model bolje fituje polazne podatke.
LL@(2183) The acceptable model is characterised by the values of this indicator lower than 0.1. => Prihvatljiv model se karakteriše vrednostima ovog indikatora koje su niže od 0,1.
LL@(2184) In our model, the RMSEA value amounts to 0.097 which is an acceptable value. => U našem modelu, RMSEA ima vrednost 0,097 što predstavlja prihvatljivu vrednost.
LL@(2185) The GFI lies within the values 0 to 1. => GFI se kreće u granicama od 0 do1. to je veća vrednost ovog indikatora to model bolje fituje polazne empirijske podatke.
LL@(2186) The higher the value of this indicator, the better the model fits the starting empirical data. => Prihvatljive vrednosti su iznad 0,9.
LL@(2187) The acceptable values amount to over 0.9. => 
LL@(2188) Therefore this indicator is acceptable for our model (GFI = 0.93). => Ovaj indikator je stoga prihvatljiv za naš model (GFI = 0,93).
LL@(2189) Figure 2 shows the calculated path coefficients (correlation) between the variables observed. => Na slici 2. su prikazani proračunati koeficijenti putanje (korelacije) između posmatranih varijabli.
LL@(2190) Figure 2. => Slika 2.
LL@(2191) Calculated path coefficients for the model observed It is evident that in case of all the proposed hypotheses the respective calculated values of the coefficient paths are positive. => Proračunati koeficijenti putanje za posmatrani model Uočljivo je da su u slučaju svih postavljenih hipoteza odgovarajuće proračunate vrednosti koeficijenata putanje pozitivne.
LL@(2192) Prior to concluding upon the acceptability of the hypotheses, the respective T-values had to be defined in order to test the statistical significance of the results obtained. => Pre donošenja zaključka o prihvatljivosti hipoteza trebalo je odrediti odgovarajuće tvrednosti kako bi se proverila statistička značajnost dobijenih rezultata.
LL@(2193) In order to test the statistical significance of the correlations obtained, T-values were calcualted for each path coefficient. => U cilju ispitivanja statističke značajnosti dobijenih korelacija izvršen je proračun tvrednosti za svaki koeficijent putanje.
LL@(2194) For the T-value above 2, the calculated path coefficient is significant and in this way the assumed a positive correlation between the variables observed is proven. => Ukoliko je t vrednost veća od 2 sledi da je odgovarajući izračunati koeficijent putanje statistički značajan i na taj način se potvrđuje pretpostavljena pozitivna korelacija između posmatranih varijabli.
LL@(2195) Figure 3 shows the calculated T-coefficient values: Figure 3. t-values in the model observed The calculated t-values prove the hypotheses H1, H3, and H4. => Na slici 3. prikazane su izračunate vrednosti t-koeficijenata: ~~~ Slika 3. t-vrednosti u posmatranom modelu Izračunate t-vrednosti potvrđuju tačnost hipoteza H1, H3 i H4.
LL@(2196) It is only a certain correlation in the case of ther H2 hypothesis (the autonomy level correlates positively with internal knowledge transfers) that is not statistically significant. => Jedino određena korelacija u slučaju hipoteze H2 (Stepen autonomije je u pozitivnoj korelaciji sa unutrašnjim transferima znanja) nije statistički značajna.
LL@(2197) Other relations proved to be significant to a large extent (p<0.05). => Ostali odnosi su se pokazali kao vrlo značajni (p< 0,05).
LL@(2198) The results prove the general hypotheses of the study; namely, the QM implementation in the firm has positive implications upon knowledge transfers. => Ovi rezultati dokazuju opšte hipoteze ove studije; naime, implementacija MK u firmi ima pozitivne implikacije na transfere znanja.
LL@(2199) Similarly, a beneficial impact of internal knowledge transfers upon the firms business results was proved. => Takođe, potvrđen je pozitivan uticaj unutrašnjih transfera znanja ne poslovne rezultate firme. 6.
LL@(2200) 6. ~~~ Discussion The first conclusion that can be drawn from this study is that the results prove a positive relationship between the team work within QM and knowledge transfer. => Diskusija Prvi zaključak koji može da se izvuče iz studije jeste da rezultati potvrđuju pozitivan odnos između timskog rada u okviru MK i transfera znanja.
LL@(2201) This result can be linked with a need to form strong connections among the members of one team as well as among various teams. => Ovaj rezultat može da se poveže sa potrebom stvaranja jakih veza kako između članova jednog tima tako i između različitih timova.
LL@(2202) Thus the knowledge transfer is increased within the group, but also among the various organizational units. => Na ovaj način dolazi do porasta transfera znanja unutar same grupe, ali i između različitih jedinica organizacije.
LL@(2203) In hypothesis 2 we assumed that the workers autonomy is in positive correlation with internal knowledge transfer. => U hipotezi 2, pretpostavili smo da je radnička autonomija u pozitivnoj koorelaciji sa unutrašnjim transferima znanja.
LL@(2204) Autonomy entitles individuals or groups to choose those procedures that suit their tasks best. => Autonomija daje pojedincima ili grupama slobodu da se opredele za postupke koji najviše odgovaraju zadacima.
LL@(2205) In most cases the workers have the best knowledge of their work, as well as the best information on the validity of some areas and their implementation. => U većini slučajeva radnici poseduju najbolje znanje vezano za njihov posao, kao i najbolju informaciju o validnosti nekih oblasti i njihovoj implementaciji.
LL@(2206) Although a positive correlation between autonomy and internal knowledge transfer was proven, the significance of this result is insufficient to prove the hypothesis. => Iako je utvrđena pozitivna korelacija između autonomije i unutrašnjeg transfera znanja statistička značajnost ovog rezultata je nedovoljna da bi potvrdili postavljenu hipotezu.
LL@(2207) Furthermore, the study supports the hypothesis that the process control within QM aids knowledge transfers, making the firms problems clearly visible and stressing the differences in efficiency among the various processes which are underway in the firm, and which are based on facts rather than on intuition. => Dalje, u ovoj studiji se potvrduje hipoteza da kontrola procesa u okviru MK pomaže transfere znanja, čineći da problemi firme postanu jasno vidljivi i ističući razlike u efikasnosti između različitih procesa koji se u firmi odvijaju, a koji su zasnovani na činjenicama, a ne na intuiciji.
LL@(2208) Similarly, the process control contributes to the search for more efficient processes and improves the level of knowledge coding in the firm. => Takođe, kontrola procesa doprinosi potrazi za efikasnijim procesima i unapređuje nivo kodiranja znanja firme.
LL@(2209) The relationship between the process control and internal transfers is verified, especially in case of the processes that are described. => Odnos između kontrole procesa i unutrašnjih transfera je verifikovan, naročito kada su u pitanju opisani procesi.
LL@(2210) The results presented in this report partly coincide with those of Molina and collaborators Š5Ë who also identified an express positive correlation between the process control and knowledge transfer as well as between the knowledge transfer and the firms business operations. => Rezultati prezentovani u ovom radu su u delimičnom slaganju sa rezultatima Moline i saradnika 5Ë u kojem je takođe identifikovana izražena pozitivna korelacija između kontrole procesa i transfera znanja i između transfera znanja i poslovanja firme.
LL@(2211) The essential difference is that the positive correlation between team work and knowledge transfer, verified in this work is not equally verified in theirs, whereas in their work a positive impact of autonomy upon knowledge transfers was verified. => Bitna razlika je da pozitivna korelacija između timskog rada i transfera znanja, potvrđena u ovom radu, nije dokazana u njihovom, dok je u njihovom istraživanju potvrđen pozitivni uticaj autonomije na transfere znanja.
LL@(2212) Results also show that the internal knowledge transfers are crucially important for the firms business operations. => Rezultati ukazuju na to da su unutrašnji transferi znanja izuzetno značajni za poslovanje firme.
LL@(2213) QM increases the firms capability of transferring knowledge. => MK povećava sposobnost organizacije da prenese znanje.
LL@(2214) This capability means meeting the requirement for creating competitive advantages and it can be used to explain a powerful impact of QM upon business operations. ~~~ 7. => Ova sposobnost znači ispunjavanje zahteva za stvaranjem konkurentskih prednosti i njome se može objasniti snažan uticaj MK na poslovanje. 7.
LL@(2215) Conclusion Our subject in this paper was to analyse the relationship among certain areas of QM, internal knowledge transfers and business operations. => Zaključak U ovom radu mi smo se bavili odnosima između određenih oblasti MK, unutrašnjih transfera znanja i poslovanja.
LL@(2216) We started by listing the results achieved so far in the fields of quality management and knowledge transfers. => Na početku je iznet pregled dosadašnjih rezultata iz oblasti menadžmenta kvaliteta i transfera znanja.
LL@(2217) On the bases of literature data four hypotheses were postulated, related to the SE modelling technique. => Na osnovu literaturnih navoda formirane su četiri hipoteze koje su proverene tehnikom SE modeliranja.
LL@(2218) The results obtained have shown that the mutual (joint) implementation of social and technical aspects of QM, such as team work, autonomy and process control has a paramount impact on knowledge management, especially on knowledge transfers. => Rezultati istraživanja pokazuju da zajednička (udružena) upotreba društvenih i tehničih aspekata MK kao što su timski rad, autonomija i kontrola procesa ima ogroman uticaj na menadžment znanja, posebno na transfere znanja.
LL@(2219) Applying the SE modelling helped prove the hypotheses on the positive impact of the QM elements, such as team work and process control towards an intensification of knowledge transfers within the firm. => Primenom SE modelovanja potvrđene su hipoteze koje govore o pozitivnom uticaju elemenata MK kao što su timski rad i kontrola procesa na intenziviranje transfera znanja unutar firme.
LL@(2220) The results of this work also support the thesis on a positive relationship between QM and business operations in a theoretical sense. => Rezultati ovog rade govore i u prilog pozitivnog odnosa između MK i poslovanja u teoretskom smislu.
LL@(2221) We can conclude that, since QM has a positive impact upon knowledge transfers, its influence upon the firms resources and capacities, as well as its competitive advantages is also positive. => Možemo zaključiti da, pošto MK ima pozitivan uticaj na transfere znanja, on takođe pozitivno utiče i na resurse i kapacitete firme, kao i na konkurentske prednosti firme.
LL@(2222) REFERENCE Š1Ë Filippini, R, Operations management research: some reflections on evolution, models and empirical studies in OM International Journal of Operations and Production Management, Vol. 17, No. 7, pp. 655670 1997 Š2Ë Chen, W. H., The human side of total quality management in Taiwan: leadership and human resource management, International Journal of Quality and Reliability Management, Vol. 14, No. 1, pp. 2445, Š3Ë Corbett, L. M., Rastrick, K. N., Quality performance and organizational culture: A New Zealand study, International Journal of Quality and Reliability Management, Vol. 17, No.1, pp. 1426, 2000 Š4Ë Haynak, H., The relationship between total quality management practices and their effects on firm performance, Journal of Operations Management, Vol. 21, pp. 405435, 2003 Š5Ë Molina, L. M., Llorens-Montes, J. Ruiz-Moreno, J. A., Relationship between quality management practices and knowledge transfer, Journal of Operations Management, Vol. 25, pp. 682701, 2007 Š6Ë Grant, R. M., Organization Science, Vol. 7, No. 4, pp.375387, 1996 Š7Ë Dean, J. W., Bowen, D.E., Management theory and total quality: Improving research and practice through theory development, Academy of Management Review, Vol. 19 No. 3, pp. 392418, 1994 Š8Ë Hackman, J. R., Wageman, R., Total Quality Management: Empirical, conceptual and practical issues, Administrative Science Quarterly, Vol. 40, pp. 309342, 1995 Š9Ë Sousa, R., Voss, C. A., Quality management re-visited: a reflective review and agenda for future research, Journal of Operations Management, Vol. 20, pp. 91109, 2002 Š10Ë Saraph, J. V., Benson, G., Schroeder, R.G., An instrument for measuring the critical factors of quality management, Decision Science, Vol. 20 pp. 810829, Š11Ë Flynn, B. B., Schroeder, R. G., Sakakibara, S., A framework for quality management research and an associated measurement instrument, Journal of Operations Management, Vol. 11, pp. 339366, 1994 Š12Ë Dean, J. W., Evans, J. R., Total Quality Management, Organization and Strategy. => LITERATURA Š1Ë Filippini, R, Operations management research: some reflections on evolution, models and empirical studies in OM International Journal of Operations and Production Management, Vol. ~~~ 17, No. 7, pp. 655-670 1997 Š2Ë Chen, W. H., The human side of total quality management in Taiwan: leadership and human resource management, International Journal of Quality and Reliability Management, Vol. ~~~ 14, No. 1, pp. 2445, 1997 Š3Ë Corbett, L. M., Rastrick, K. N., Quality performance and organizational culture: ~~~ A New Zealand study, International Journal of Quality and Reliability Management, Vol. ~~~ 17, No.1, pp. 1426, Š4Ë Haynak, H., The relationship between total quality management practices and their effects on firm performance, Journal of Operations Management, Vol. ~~~ 21, pp. 405435, 2003 Š5Ë Molina, L. M., Llorens-Montes, J. Ruiz-Moreno, J. A., Relationship between quality management practices and knowledge transfer, Journal of Operations Management, Vol. ~~~ 25, pp. 682701, 2007 Š6Ë Grant, R. M., Organization Science, Vol. ~~~ 7, No. 4, pp.375387, 1996 Š7Ë Dean, J. W., Bowen, D.E., Management theory and total quality: ~~~ Improving research and practice through theory development, Academy of Management Review, Vol. ~~~ 19 No. 3, pp. 392418, Š8Ë Hackman, J. R., Wageman, R., Total Quality Management: ~~~ Empirical, conceptual and practical issues, Administrative Science Quarterly, Vol. ~~~ 40, pp. 309342, 1995 Š9Ë Sousa, R., Voss, C. A., Quality management revisited: a reflective review and agenda for future research, Journal of Operations Management, Vol. ~~~ 20, pp. 91109, 2002 Š10Ë Saraph, J. V., Benson, G., Schroeder, R.G., An instrument for measuring the critical factors of quality management, Decision Science, Vol. ~~~ 20 pp. 810829, 1989 Š11Ë Flynn, B. B., Schroeder, R. G., Sakakibara, S., A framework for quality management research and an associated measurement instrument, Journal of Operations Management, Vol. ~~~ 11, pp. 339366, 1994 Š12Ë Dean, J. W., Evans, J. R., Total Quality Management, Organization and Strategy.
LL@(2223) Wet Publishing Co., St. Paul. => Wet Publishing Co., St.
LL@(2224) 1994. => Paul.
LL@(2225) Š13Ë Schonberger, R. J., Building a Chain of Customers., Free Press, New York 1990. => 1994. Š13Ë Schonberger, R. J., Building a Chain of Customers., Free Press, New York 1990. Š14Ë Ahire, S. L., Dreyfus, P., The impact of design management and process management on quality: an empirical investigation, Journal of Operation Management, Vol.
LL@(2226) Š14Ë Ahire, S. L., Dreyfus, P., The impact of design management and process management on quality: an empirical investigation, Journal of Operation Management, Vol. 18, pp. 549575, 2000 Š15Ë Darr, E. D., Argote, L., Epple, D., Management Science, Vol. 41 No. 11 pp. 17501762, 1995. in Š16Ë Hansen, M. T., Knowledge Networks: Explaining Effective Knowledge Sharing in Multiunit Companies, Organization Science, Vol. 13 No. 3 pp. 232248, 2002. => 18, pp. 549575, 2000 Š15Ë Darr, E. D., Argote, L., Epple, D., Management Science, Vol. ~~~ 41 No. 11 pp. 17501762, 1995. Š16Ë Hansen, M. T., Knowledge Networks: ~~~ Explaining Effective Knowledge Sharing in Multiunit Companies, Organization Science, Vol.
LL@(2227) Š17Ë Krone, K. J., Jablin, F. M., Putman, L. L., Communication theory and organizational communication. => 13 No. 3 pp. 232248, 2002. Š17Ë Krone, K. J., Jablin, F. M., Putman, L. L., Communication theory and organizational communication.
LL@(2228) In: Krone, K. J., Putman, L.L., Roberts, K. H., Porter, L. M. (Eds.), Handbook of organizational communication: an interdisciplinary perspective. => In: ~~~ Krone, K. J., Putman, L.L., Roberts, K. H., Porter, L. M. (Eds.), Handbook of organizational communication: an interdisciplinary perspective.
LL@(2229) Sage, Newbury Park, CA. 1987. => Sage, Newbury Park, CA. 1987.
LL@(2230)  => Š18Ë Sparkes, J. R., Miyake, M., Knowledge transfer and human resource development practices:
LL@(2231) Š18Ë Sparkes, J. R., Miyake, M., Knowledge transfer and human resource development practices: Japanese firms in Brazil and Mexico, International Business Review, Vol. 9 pp. 599612, 2000 Š19Ë Hedlund, G., A model of knowledge management and the n-form corporation Strategic Management Journal, Vol. 15 pp. 7390, 1994 Š20Ë Dougherty, D., Organizing practice-based knowledge service organizations. => Japanese firms in Brazil and Mexico, International Business Review, Vol. ~~~ 9 pp. 599612, 2000 Š19Ë Hedlund, G., A model of knowledge management and the n-form corporation Strategic Management Journal, Vol. ~~~ 15 pp. 7390, 1994 Š20Ë Dougherty, D., Organizing practice-based knowledge in service organizations.
LL@(2232) Academy of Management Proceedings, paper TIM: C1. ~~~ 2001. => Academy of Management Proceedings, paper TIM: C1. 2001.
LL@(2233) Š21Ë Crossan, M. M., Lane, H. W., White, R. E., An organizational learning framework: from intuition to institution, Academy of Management Review, Vol. 24 No. 3, pp. 522537, 1999 Š22Ë Brown, J. S., Duguid, P., Knowledge and Organization: A Social-Practice Perspective, Organization Science, Vol. 12, No.2, pp. 195213, 2001 Š23Ë Orlikowski, W. J., Knowing in Practice: Enacting a Collective Capability in Distributed Organizing, Organization Science, Vol. 13, pp. 249273, 2002 Š24Ë Grant, R. M., The knowledge-based view of the firm: Implications for management practice, Long Range Planning, Vol. 30, No.3, pp. 450454, 1997 Š25Ë Teece, D. J., Strategies for Managing Knowledge Assets: the Role of Firm Structure and Industrial Context, Long Range Planning, Vol. 33, pp. 3554, Š26Ë Morris, T., Asserting property rights: Knowledge codification in the professional service firm, Human Relations, Vol. 54, No. 7, pp. 819838, 2001 Š27Ë ODell, C., Grayson, C. J., If Only We Knew What We Know: Identification and Transfer of Internal Best Practices, California Management Review, Vol. 40, No. 3, pp. 154174, 1998. => Š21Ë Crossan, M. M., Lane, H. W., White, R. E., An organizational learning framework: from intuition to institution, Academy of Management Review, Vol. ~~~ 24 No. 3, pp. 522537, 1999 Š22Ë Brown, J. S., Duguid, P., Knowledge and Organization: ~~~ A Social-Practice Perspective, Organization Science, Vol. ~~~ 12, No.2, pp. 195213, Š23Ë Orlikowski, W. J., Knowing in Practice: ~~~ Enacting a Collective Capability in Distributed Organizing, Organization Science, Vol. ~~~ 13, pp. 249273, 2002 Š24Ë Grant, R. M., The knowledge-based view of the firm: ~~~ Implications for management practice, Long Range Planning, Vol. ~~~ 30, No.3, pp. 450454, 1997 Š25Ë Teece, D. J., Strategies for Managing Knowledge Assets: the Role of Firm Structure and Industrial Context, Long Range Planning, Vol. ~~~ 33, pp. 3554, 2000 Š26Ë Morris, T., Asserting property rights: ~~~ Knowledge codification in the professional service firm, Human Relations, Vol. ~~~ 54, No. 7, pp. 819838, Š27Ë ODell, C., Grayson, C. J., If Only We Knew What We Know: ~~~ Identification and Transfer of Internal Best Practices, California Management Review, Vol.
LL@(2234) Š28Ë G. Szulanski, G., Exploring internal stickiness: impediments to the transfer of best practice within the firm, Strategic Management Journal, Vol.17, pp. 2743, 1996 Š29Ë Murray, J.Y., Kotabe, M., Sourcing strategies of U.S. service companies: a modified transaction-cost analysis, Strategic Management Journal Vol. 20, pp.791809, 1999. => 40, No. 3, pp. 154174, 1998. Š28Ë G. Szulanski, G., Exploring internal stickiness: impediments to the transfer of best practice within the firm, Strategic Management Journal, Vol. ~~~ pp. 2743, 1996 Š29Ë Murray, J.Y., Kotabe, M., Sourcing strategies of U.S. service companies: a modified transaction-cost analysis, Strategic Management Journal Vol.
LL@(2235) Š30Ë http://www.ssicentral.com/lisrel/index.html Current project such and these 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 Internal transfer of knowledge Mark how often different kinds of knowledge, skills, techniques, information, etc. => 20, pp.791809, 1999. Š30Ë http://www.ssicentral.com/lisrel/index.html 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 Unutrašnji transfer znanja Obeležite koliko èesto se razlièite vrsta znanja, sposobnosti, tehnika, informacija, itd.
LL@(2236) Are transferred or shared among work groups. => prenose ili razmenjuju izmeðu radnih grupa. 1 = nikad, 7 = u velikoj meri 1.
LL@(2237) 1 = never, 7 = to a large extent 1. goals, responsibilities or activities of the group 2. => Aktuelni ciljevi, odgovornosti ili aktivnosti grupe 2.
LL@(2238) Specific requirements of the as predicting sales, market studies and customer needs analysis 3. => Specifièni zahtevi projekta kao što su predviðanje prodaje, tržišne studije ili analiza potreba kupaca 3.
LL@(2239) Procedures presented in practical writing knowledge necessary to procedures start (interpretation, term explaining, adapting to situation...) ~~~ 4. => Postupci dati u pisanoj formi i praktièno znanje neophodno za pokretanje ovih postupka (tumacenje, objašnjavanje termina, prilagoðavanje na situaciju...) 4.
LL@(2240) Areas that proved most successful their application 5. => Oblasti koje su se pokazale kao najuspešnije u svojoj primeni 5.
LL@(2241) Clear recommendations and tricks in improving operations Business operations Answer the following questions, having in mind the situation in your firm in the past three years. => Jasne preporuke i trikovi za unapreðenje poslovanja Poslovanje Odgovorite na sledeæa pitanja, uzimajuæi u obzir situaciju u vašoj firmi u zadnje tri godine.
LL@(2242) Compared with the competition, how would you estimate the performance of your firm in terms of the following aspects? => U odnosu na vaše konkurente, kako biste ocenili poslovanje vaše firme kada su u pitanju sledeæi aspekti?
LL@(2243) 1 = much worse than competition, 7 = much better than competition 1.Profitability of the firm measured by the profits of acquiring assets 2. => 1 = mnogo gore od mojih konkurenata, 7 = mnogo bolje od mojih konkurenata 1. ~~~ Profitabilnost firme merena profitima sticanja imovine 2.
LL@(2244) Profitability of the firm the profits measured by obtained own resources 3. => Profitabilnost firme merena profitima preko sopstvenih resursa 3.
LL@(2245) Profitability of the firm measured by profits obtained from sales 4. => Profitabilnost firme merena profitima preko prodaje 4.
LL@(2246) Placement of main products at the market 5. => Plasiranje glavnih proizvoda na tržište 5.
LL@(2247) Increase in sales of main products 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 in through work 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 Appendix A: Questionnaire Please mark (according to you) the extent to which you agree/disagree with the statements presented in the table and referring to the level of implementation of certain quality management areas in your firm. => Rast prodaje glavnih proizvoda 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 Prilog A: ~~~ Upitnik Molimo Vas da obeležite (u skladu sa svojim mišljenjem ) onaj stepen slaganja/neslaganja sa stavovima koji su dati u tabeli, a koji se odnose na nivo implementacije odreðenih oblasti menadžmenta kvaliteta u Vašoj firmi.
LL@(2248) Team work 1 = strongly disagree, 7 = strongly agree 1.Management encourages team work 2. => Timski rad 1 = apsolutno se ne slažem, 7 = u potpunosti se slažem 1. ~~~ Menadžment podstice 1 2 3 4 5 6 7 timski rad 2.
LL@(2249) Our firm uses team work to solve problems 3. => Naša firma koristi timski rad kako bi rešila probleme 3.
LL@(2250) Interfunctional team and group are implemented in our firm Autonomy 1 = strongly disagree , 7 = strongly agree 1.Workers have control and responsibility for their work 2. => Intefunkcionalni timski i grupni rad se koriste u našoj firmi Autonomija 1 = apsolutno se ne slažem, 7 = u potpunosti se slažem 1. ~~~ Radnici imaju kontrolu i 1 2 3 4 5 6 7 odgovorni su za svoj rad 2.
LL@(2251) Workers are motivated to seek solutions to problems they encounter in their work 3. => Radnici su motivisani da pronalaze rešenja za probleme na koje nailaze u radu 3.
LL@(2252) Workers autonomy in decision making increases 4. => Radnièka autonomija u donošenju odluka je u porastu 4.
LL@(2253)  => Radnici imaju kontrolu i odgovorni su za svoj rad Kontrola procesa 1 = apsolutno se ne slažem, 7 = u potpunosti se slažem 1.
LL@(2254)  => Mi primenjujemo statisticke metode kako bismo procenili i kontrolisali kvalitet 2.
LL@(2255)  => Organizacioni procesi ukljucuju mehanizme za obezbeðenje kvaliteta 3.
LL@(2256)  => Procesi dizajniranja novih proizvoda/usluga garantuju njihov finalni kvalitet 4.
LL@(2257) Workers have control and responsibility for their work Process control 1 = strongly disagree , 7 = strongly agree 1.We implement statistical methods to estimate and control quality 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 to Organizational include ensure 2. processes mechanisms quality 3. => Zaposleni koji su odgovorni za sprovoðenje razlicitih procesa u firmi upoznati su i znaju da koriste tehnike za kontrolu procesa. 5. ~~~ Varijacije u sprovoðenju zadataka i procesa u okviru firme retko se razmatraju kao nacin unapreðenja poslovanja 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 U svetu knjiga D. F. Spulber, Global Competitive Strategy (Globalna konkurentska strategija), Cambridge University Press, 2007.
LL@(2258) New products/services design processes guarantee their final quality Variations 4. employees responsible for conducting different processes in the firm are acquainted and skilled in using the process control techniques 5. in accomplishing tasks and processes within the firm are viewed as a way of business improvement Book review D.F. Spulber, Global Competitive Strategy, Cambridge University Press, 2007 The global competitive strategy means superior per formances as compared to the competition on both the national and the international markets. => Globalna konkurentska strategija podrazumeva supe Prva je strategija globalne platforme koja insistira na tome da se firma odredi odabirom aktivnosti koje će obavljati u skladu sa globalnim, svetskim standardom i onih koje će posebno krojiti u skladu sa zahtevima lokalnih tržišta. riorne performanse u odnosu na konkurente na domaćem i međunarodnom planu.
LL@(2259) The managers act with respect to the global perspective and standards in terms of costs, efficiency, product quality and innovations, at the same time adjusting their offer to the local tastes and specific demands. => Menadžeri deluju uvažavajući globalnu perspektivu i standarde u odnosu na troškove, efikasnost, kvalitet proizvoda i inovacije, uz istovremeno prilagođavanje ponude lokalnim željama i specifičnim zahtevima.
LL@(2260) The international global competitive strategy integrates the dual requirements put both in relation to the international standard and in relation to the local particularities. => Međunarodna, globalna konkurentska strategija integriše dualne zahteve postavljene u odnosu na međunarodni standard i u odnosu na lokalne specifičnosti.
LL@(2261) Differences among countries do create problems, however, they may be an opportunity to do business. => Razlike među zemljama stvaraju probleme ali istovremeno predstavljaju i šansu za poslovanje.
LL@(2262) The book presents a special tool called Analysis by the star that provides support to managers in their formulating the global strategy based on taking into account the key differences among countries. => U knjizi je predstavljen poseban alat nazvan «Analiza pomoću zvezde» koji pruža podršku menadžerima u formulisanju globalne strategije zasnovane na uvažavanju ključnih razlika među zemljama.
LL@(2263) The five arms of the star refer to the need that the firm should respect and adjust to the requirements of its own country, the supplier countries, consumers, partners and competition. => Pet kraka zvezde odnose se na potrebu da firma uvažava i prilagođava se zahtevima sopstvene zemlje, kao i zemalja snabdevača, kupaca, partnera i konkurenata.
LL@(2264) This method is praised to serve as a consistent and systematic approach to varied information on the specific features of the countries that the global firm does business with. => Ističe se da ovaj metod analize predstavlja konzistentan i sistematičan pristup raznovrsnim informacijama o specifičnostima zemalja za koje je vezano poslovanje globalne firme.
LL@(2265) The analysis by the star helps managers create a global competitive strategy, and the author, Daniel Spulber lists five basic types which he names the G5 strategies. => Analiza pomoću zvezde pruža podršku menadžerima da kreiraju globalnu konkurentsku strategiju, a autor Daniel Spulber navodi pet osnovnih tipova koje naziva «G5 strategije».
LL@(2266) The first is the strategy of global platform, insisting that the firm should define itself by choosing the activities to do in accordance with the global, world standard, as well as those it will tailor separately, as the demand of local markets may be. => 
LL@(2267) The global network strategy focuses upon the building of a large and complex network of consumers and suppliers, linked into global supply chains and distribution systems. => Globalna mrežna strategija stavlja fokus na izgradnji velike i složene mreže kupaca i snabdevača koji su povezani u globalne lance snabdevanja i sisteme distribucije.
LL@(2268) The global mediatory strategy means that the firm fo cuses upon the mediating activities or the activities of connecting the major players, or has the role of the creator of a specific market on which the parties concerned will compete. => Globalna posrednička strategija znači da se firma usredsređuje na aktivnosti posredovanja ili povezivanja među ključnim akterima ili se nalazi u ulozi kreatora specifičnog tržišta na kome će se sučeliti zainteresovane strane.
LL@(2269) In such a case, the focus of this strategy shifts towards increasing the efficiency of transactions to be executed by means of globally venturing beyond the national borders. => U tom slučaju fokus ove strategije se usmerava ka povećavanju efikasnosti transakcija koje se ostvaruju globalno prelazeći nacionalne granice.
LL@(2270) The fourth strategy is that of the global enterpreneur that creates new combinations in the consumer supplier relations in an international frame. => Četvrta je strategija globalnog preduzetnika koji kreira nove kombinacije u odnosima kupaca i snabdevača u međunarodnim okvirima.
LL@(2271) The global investment strategy stresses the difference between the horizontal and vertical forms of foreign direct investments and refers to the alternative possibilities of entering a target market. => Globalna investiciona strategija pravi razliku između horizontalnih i vertikalnih oblika stranih direktnih investicija i odnosi se na alternativne mogućnosti ulaska na ciljna tržišta.
LL@(2272) These strategies make it possible for the company to achieve a global competitive advantage in a more detailed and subtle way compared to the classic, traditional approach that means achieving competitive advantage by decreasing costs and/or by differenciation. => Ove strategije omogućavaju kompaniji da ostvari globalnu konkurentsku prednost detaljnije i suptilnije u odnosu na već klasični, tradicionalni, pristup koji gov ori o ostvarivanju konkurentnosti smanjivanjem troškova i/ili diferencijacijom.
LL@(2273) An important step in achieving global competitive advantage is related to the research into the global added value created within the company. => Važan korak u ostvarivanju globalne konkurentske prednosti je vezan za istraživanje globalne dodate vrednosti koja se stvara u kompaniji.
LL@(2274) The value of international business operations is estimated on the basis of the revenues achieved by trading that exceeds the national borders, from which the costs of such a trading are deducted. => Vrednost međunarodnog poslovanja sagledava se na osnovu prihoda koji se stiče trgovinom koja prelazi nacionalne granice od koje se oduzimaju troškovi takve trgovine.
LL@(2275) The profitability of international trading depends on the amount of value created the company may retain, having in mind the complexity of transactions normally expected in the international context. => Profitabilnost međunarodnog poslovanja zavisi od toga koliki deo vrednosti koju stvara kompanija može i da zadrži, imajući u vidu složenost transakcija koje međunarodni okviri podrazumevaju.
LL@(2276) This capability is said to be directly related to the global competitive advantage expressed by a relative ratio of added value the company offers in comparison to its competition. => Ističe se da je ova sposobnost u neposrednoj vezi sa globalnom konkurentskom prednošću iskazanom kroz relativni odnos dodate vrednosti koju kompanija nudi u odnosu na konkurente.
LL@(2277) International trade includes huge costs that are spent to go beyond national borders, thus the term sticky borders is used to depict more vividly the need to analyse in detail whatever sticks to the border when crossing it. => Međunarodno poslovanje podrazumeva brojne troškove vezane za prelazak nacionalnih granica, tako da se koristi izraz «lepljive» granice kako bi se još slikovitije istakla potreba da se detaljno sagleda sve ono što se «zalepi» za granicu prilikom njenog prelaska.
LL@(2278) Varied costs act as economic terms for the stickiness of international borders. => Raznovrsni troškovi predstavljaju ekonomski izraz «lepljivosti» međunarodnih granica.
LL@(2279) The transaction costs are listed as the first type of costs generated in international trading. => Transakcioni troškovi se navode kao prvi tip troškova koji nastaju u međunarodnom poslovanju.
LL@(2280) The firm accounts for costs related to adjusting to different business environments in different countries, which includes the difference between languages, cultures, social circumstances, business practices, political, legal and legislative conditions. => Firma ima troškove vezane za prilagođavanje različitim poslovnim ambijentima u različitim zemljama, podrazumevajući tu i različitost jezika, kultura, društvenih prilika, poslovne prakse, političkih, pravnih i zakonskih uslova.
LL@(2281) There are also differences in time zones, which require special type of adjusting, doing business using different currency with all costs and risks involved. => Razlike se javljaju i u različitosti vremenskih zona što iziskuje posebno prilagođavanje, poslovanje sa različitim valutama uz sve troškove i rizike.
LL@(2282) The firm meets different local suppliers and consumer groups at different localities, which will involve further adapting the business methods and approaches to use. => Ona se suočava sa različitim lokalnim snabdevačima i grupama potrošača na različitim lokacijama što će iziskivati posebno prilagođavanja u korišćenim poslovnim metodama i pristupima.
LL@(2283) In each of the concrete situations the international trading will require that prices, products, sales, services, contracts, supplies, employment and the very management practice should be adapted. => Za svaku od konkretnih situacija, međunarodno poslovanje će iziskivati prilagođavanje cena, proizvoda, prodaje, servisa, ugovora, nabavke, zapošljavanja i same menadžment prakse.
LL@(2284) The international trading makes a large number of international transactions by means of bringing into con tact the suppliers and the consumers from various parts of the world. => Međunarodno poslovanje ostvaruje brojne transakcije preko granica povezujući snabdevače i kupce u najrazličitijim krajevima sveta.
LL@(2285) The personal computer purchaser, for example, is virtually unaware that the producer has previously achieved the best combination of the parts for the computer through a global supply chain that links a large number of countries. => Kupac računara, na primer, često nije svestan da je proizvođač prethodno ostvario najbolju kombinaciju delova za taj računar u globalnom lancu snabdevanja koji povezuje veliki broj zemalja.
LL@(2286) These are, for the customer, the activities going on backstage, by linking different suppliers and customers from different countries via different legally valid contracts which are to ensure that the end product or service are offered timely and in the right place, and provide the required quality at a contracted price. => Za kupca su to aktivnosti koje se događaju «iza scene» povezivanjem različitih snabdevača i kupaca iz različitih zemalja uz različite pravno valjane ugovore koji treba da obezbede da se finalni proizvod ili usluga pruže na pravom mestu u pravo vreme uz traženi kvalitet i po dogovorenoj ceni.
LL@(2287) Transaction costs, however, may be a source of valu able advantage for the companies that use creative approaches to ensure greater efficiency and reduce these costs. => Transakcioni troškovi, međutim, mogu da budu i izvor velike prednosti za one kompanije koje su kreativnim pristupom u stanju da obezbede veću efikasnost i smanje ove troškove.
LL@(2288) This is a significant potential opportunity for achieving competitive advantage in international trading. => To je značajna potencijalna šansa za konkurentsku prednost u međunarodnom poslovanju.
LL@(2289) The author lists tariff and non-tariff costs, transport costs, as well as costs related to the time that elapses while the transaction is in progress. => Navode se tarifni i netarifni troškovi, transportn i troškovi, kao i troškovi vezani za vreme koje protekne u obavljanju međunarodnog posla.
LL@(2290) The international business brings a number of advantages that the managers can recognize and try to use to a highest possible extent; these include achieving a variety and economy of scope, a comparative advantage, a comparative availability of production factors, and innovation and technology transfer. => Međunarodno poslovanje donosi niz prednosti koje menadžeri prepoznaju i nastoje u što većoj meri da iskoriste: ostvarivanje varijeteta i ekonomije obima, komparativnie prednosti, komparativna raspoloživost proizvodnih faktora, inovacije i transfer tehnologije.
LL@(2291) The global and competitive advantage is achieved by creating an appropriate global investment strategy. => Globalna konkurentska prednost postiže se kreiranjem odgovarajuće globalne investicione strategije.
LL@(2292) Direct International Investments (DII) are executed in accordance with either a strategic choice to retain the operations within the house, in which case the firm is vertically integrated, or to outsource certain operations, in which case a certain operation is left to the others to do to suppliers, consumers or to partners. => Direktne inostrane investicije (DII) ostvaruju se u skladu sa strateškim odabirom zadržavanja operacija «unutar kuće», kada je firma vertikalno integrisana, ili «autsorsovanjem» određenih operacija kada se određena operacija prepušta drugima snabdevačima, kupcima ili partnerima.
LL@(2293) The global strategies are presented on the examples of the Lenovo, Cemex, Danone and other companies. => Globalne strategije predstavljene su na primerima kompanija Lenovo, Cemex, Danone i drugim.
LL@(2294) Dr Maja Levi-Jakšić ESTIEM Case Study Show WELCOME is not the first word which welcomed participants of Case Study Show 2008, but the sentence Are you ready for new challenge? => Dr Maja Levi Jakšić ESTIEM Case Study Show Dobrodošli, nije prva reč koja je dočekala učesnike Case Study Show-a 2008, već rečenica Da li ste i vi spremni za nove izazove.
LL@(2295) For the second time on the Faculty of Organizational Sciences hasty cravats could be seen, as messengers of new challenges. => Po drugi put na Fakultetu organizacionih nauka mogle su se videti užurbane kravate, kao vesnici novih izazova.
LL@(2296) The very thought of realization Case Study Show was born by young students which were ready for new chal lenges, keen on new experiences, opportunities, chances and knowledge. => Sama ideja o realizaciji Case Study Show-a rodila se kod mladih studenata koji su bili spremni na nove izazove, željni novih iskustva, prilika, šansi i znanja.
LL@(2297) The idea was born, and the spirit was spreading. => Ideja se rodila, a duh se širio.
LL@(2298) ESTIEM (European Students of Industrial Engineering and Management) and his representors of local group in Belgrade,which works on Faculty of Organisational Sciences,they were ready to respond on challenges which were set in front of them and once again to connect best with the bests-companies and students. => ESTIEM (European Students of Industrial Engineering and Management) i njegovi predstavnici lokalne grupe u Beogradu koja deluje na Fakultetu organizacionih nauka, bili su spremni da odgovore na izazove koji su pred njih postavljeni i da još jednom spoje najbolje sa najboljima kompanije i studente.
LL@(2299) ESTIEM is europian student organisation with general and productive management,established in Netherlands in 1990. => ESTIEM je evropska studentska organizacija opšteg i proizvodnog menadžmenta osnovana u Holandiji 1990 godine.
LL@(2300)  => Beograd sa svojom lokalnom grupom dobija priliku da se uplete u mrežu evropskih ideja čiji je cilj da poveže studente iz svih zemalja i integriše iskustva, znanja, sposobnosti, zelje i osmehe bez obzira na sve prepreke koje nam nameće društvo u kojem živimo.
LL@(2301) Belgrade with his local group got the opportunity to interweave in net of europian ideas which goal is to connect students of all countries and to integrate expiriences,knowledge,abilities,wishes and smiles In different seminars,workshops,projects,competitions and journeys which realises on international level,our students had a chance to see and learn how is studiing in Europe and to bring over some ideas in our desks.ESTIEM momentary assembles over of 45.000 active students,from 24 countries which operate in 65 local groups. spite of all obstacles which intrude in society where we live. => Putem različitih seminara, radionica, projekata, takmićenja i putovanja koji se realizuju na internacionalnom nivou, naši studenti imali su priliku da vide i nauče kako se studira u Evropi i da neke od ideja prenesu i u naše klupe. ~~~ ESTIEM trenutno okuplja više od 45.000 aktivnih studenata, iz 24 zemlje koji deluju u 65 lokalnih grupa. ~~~ Lokalna grupa ESTIEM Beograd postoji od 2005 godine, a 2007 godine stiče i status punopravnog člana.
LL@(2302) Local group ESTIEM Belgrade exists since 2005 ,in 2007 got the status of full-time member.Today counds around 50 members which are students of Faculty of Organisational Sciences which from the day of establishmend contribute development of global ESTIEM and raising studies on a higher level,with their creative ideas and initiative.Through different projects, droup has a goal to ennoble course of study with new themes and practical use of knowledge. => Danas broji oko 50-ak članova koji su studenti Fakulteta organizacionih nauka i koji od dana osnivanja doprinose svojim kreativnim idejama i inicijativom, kako razvoju globalnog ESTIEM-a tako i podizanju studiranja na viši nivo. ~~~ Kroz različite projekte, grupa ima za cilj da oplemeni nastavni program dodatnim temama i praktičnom primenom znanja.
LL@(2303) Some of the projects,that we realised until now ,stand as the witnesses of our ides and wishes. => Neki od projekata koje smo do sada realizovali, stoje kao svedoci naših ideja i želja.
LL@(2304) ESTIEM LG Belgrade succeeded to realise successfully next projects: Case Study section-as the goal has advancement of students practical knowledge from a territory of man agement through lectury and methods of learning , through solving case study. => ESTIEM LG Beograd do sada je uspeo da uspešno reazliuje sledeće projekte: ~~~ Case Study sekcija koja za cilj ima unapređivanje praktičnih znanja studenata iz oblasti menadžmenta kroz predavanja i metode učenja putem rešavanja studije slučaja.
LL@(2305) Motivation weekend-wants to gether representors of ESTIEM during the work and during the rest. => Motivacioni vikend koji želi da predstavnike ESTIEM-a okupi i onda kada se radi, ali i onda kada se odmara.
LL@(2306) Represents perfect opportunity to raise new ideas through game and smile. => Predstavlja savršenu priliku da se kroz igru i osmehe rode nove ideje.
LL@(2307) TIMES-the bigest europian competition of students in solving case studies. => TIMES - najveće evropsko takmičenje studenata u rešavanju studije slučaja.
LL@(2308) CR Coordination meeting-gathering of most successfull students of global ESTIEM. => CR Coordination meeting - okupljanje najuspešnijih studenata globalnog ESTIEM-a.
LL@(2309) Activity week gathering of students in Belgrade and Novi Sad from all parts of Europe with goal to make the acquaintance with Serbian culture and habits.Everyone of us desirously is waiting opportunity to show Europe his country,culture,habits and life Lecturing of proficient from different area ,who are always welcomed to share knowledge and experiences with students. => Activity week - okupljanje studenata iz svih delova Evrope u Beogradu i Novom Sadu u cilju upoznavanja sa kulturom i običajima u Srbiji. ~~~ Prilika koju svako od nas željno isčekuje, da prikaže svoju zemlju, kulturu, običaje i život u očima Evrope. ~~~ Predavanja stručnjaka iz različitih oblasti, koji su uvek dobrodošli da svoja znanja i iskustva podele sa stu dentima.
LL@(2310) Workshops and trenings (How to erite good CV and motivational letter , Goal-setting A Skill For Life...). ~~~ This is not the end of the ideas. => Radionice i treninzi (Kako napisati dobar CV i motivaciono pismo, Goal-setting A Skill For Life...). i tu idejama nije kraj.
LL@(2311) Case Study Show Show What You Know was the slogan that 2007. gathered for the first time companies and sudents who were ready for new chalenges. => Case Study Show Show What You Know bio je slogan pod kojim su se po prvi put 2007. godine okupile kompanije i studenti spremni na izazove.
LL@(2312) Untill now its the bigest project that LG Belgrade realised trough great support. => To je do sada najveći projekat koji je lokalna grupa Beograd realizovala uz mnogobrojnu podršku.
LL@(2313) Project itself was born in 2006. and its goal was to gather students od final years of Faculty of organisational sciences and confront them with claims of modern business of the most outstanding domestic and world companies. => Sam projekat zamišljen je 2006. godine i imao je za cilj da okupi studente završnih godina Fakulteta organizacionih nauka i suoči ih sa zahtevima modernog poslovanja najistaknutijih svetskih i domaćih kompanija.
LL@(2314)  => Na taj način došlo se do savršenog dugo-tražećeg sklada.
LL@(2315) The best srudents had the chance to get an emplyment and companies to charish a helathy employee politics and to give employment to the best. => Najbolji studenti mogli su da dobiju priliku da se zaposle, a kompanije koje neguju zdravu kadrovsku politiku, dobile su priliku da zaposle najbolje.
LL@(2316) Case study represents a modern way of studiing that demands of students to itegrate their theoretical knowl edges for a short time and solv real problems. => Studija slučaja predstavlja savremen način učenja koji zahteva da studenti sva svoja teoretska znanja stečena tokom studiranja integrišu i za kratko vreme prikažu u vidu rešanja konkretne problematike.
LL@(2317) Companies gave case studies in the spite of their needs, and students faithfully answered to their demands. => Kompanije su zadavale studije slučaja u skladu sa svojim potrebama, a studenti verno odgovorili na njihove za hteve.
LL@(2318) Selection of students is based on their CV-s and their motivacional letter, and companies give cases from diferent areas of their business. => Selekcija studenata od strane kompanija vršena je na osnovu CV-a i motivacinog pisma, ali takođe studenti su dobili priliku da odaberu za koju kompaniju bi voleli da rešavaju studiju slučaja.
LL@(2319) Students also chose companies as they wish. => Projekat Case Study Show 2007 sačinjavao je prve korake naše ideje.
LL@(2320) Project case study show 2007 contained the first steps of our idea. => Pored najsmelijih studenata, prošle godine učestvovale su i sledeće kompanije:
LL@(2321) Beside the most corageous students, last year participated these companies: LOreal, Saga, Uniqa, Daimler Chrysler i Coca-Cola HBC. => LOreal, Saga, Uniqa, Daimler Chrysler i Coca-Cola HBC.
LL@(2322) Case studies who, last year, gave mentioned comapanies were most from the area of PR, IT, marketing and logistic. => Studije slučaja koje su prošle godine zadavale navedene kompanije, bile su prvenstveno iz oblasti PR-a, IT-a, marketinga i logistike.
LL@(2323) Students had the chance to solve their case in seven days, and the presentaion of their solutions lasted for three days. => Studenti su imali priliku da svoju studiju slučaja rešavaju sedam dana, a prezentacija rešenja trajala je tri dana.
LL@(2324) Project got the support of the Peoples office, but it also had grait media attention and spnsors support.With us were Doncafe and MCDonalds, and to make the whole story complete, we owe great appreciation to media support (Radio3, Biznis&Finansije, Radio Index, E-magazin, Ekonometar, Monopolist, Preduzeće, Market, Politikin Magazin, Infostud...). => Projekat je dobio podrsku Narodne kancelarije, ali je takođe zauzeo veliku pažnju medija i sponzora. ~~~ Uz nas 2007. godine bili su Doncafe i MCDonalds, a kako bi cela priča bila ispraćena do kraja, veliku zahvalnost dugujemo medijskoj podršci (Radio3, Biznis&Finansije, Radio Index, E-magazin, Ekonometar, Monopolist, Preduzeće, Market, Politikin Magazin, Infostud...).
LL@(2325) Also, young potentials got their chance. => Priliku su dobili i mladi potencijali.
LL@(2326) We recorded the great response of high school puples. ~~~ And now their majority are students of Faculty of organistional sciences. => Zabeležen je veliki odziv srednjoškolaca, od kojih veliki broj danas čini studente prve godine Fakulteta organizacionih nauka.
LL@(2327) But the story doesnt end here. => Ali ni tu priči nije kraj.
LL@(2328) Company Show was the one more chance, and for those who werent involved in Case Study Show, they could come to the presentaion of the company and leave their CV. => Company Show činio je još jednu priliku i za one studente koji nisu bili uključeni u Case Study Show da dođu na prezentaciju kompanije i ostave svoj CV.
LL@(2329) With Company Show comapnies succeeded to accomplish interaction with all sudents, and also to present themselves to the public. => Kompanije su posredstvom Company Show-a uspele da ostvare interakciju sa svim studentima, kao i da se predstave širokoj javnosti.
LL@(2330) After the project two students got the job in LOreal company, one in Coca-Cola, and all companies re sumed cooperation, with students who solved their case, trough meny workshops and trainings. => Nakon projketa dvoje studenata zaposlilo se u kompaniji LOreal, jedan u kompaniji Coca-Cola, a sve kom panije nastavile su saradnju sa studentima koji su rešavali njihov case kroz brojne radionice i treninge.
LL@(2331) Project Case Study Show 2008 is realised succesfully, for the second time . => Projekat Case Study Show 2008 smo i ove godine po drugi put uspešno realizovali.
LL@(2332) Old idea and experience got us to spread our limits. => Stara ideja i iskustva naveli su nas na to da je vreme da ovaj put pomerimo granice dalje.
LL@(2333) This year the story is expanded for the foreign students too. => Ove godine priču smo proširili i na strane studente.
LL@(2334) We gathered 80 serbian and 20 foreign students. => Još smelije, izazovnije, okupili smo 80 domaćih i 20 stranih studenata.
LL@(2335) In this way we oppened new chances and opportunities. => Na ovaj način otvorili smo nove šanse i prilike.
LL@(2336) For our students to work in teams of international caracter, to exchange knowledges and expiriance, and companies to cooperate with foreign students, and in that way to ensure themselves promotion all over the Europe. => Našim studentima da rade u timove internacinoalnog karaktera, da razmenjuju znanja i iskustva gde granice gube svake smisao, a kompanijama priliku da sarađuju i sa inostranim studentima i da na taj način obezbede sebi promociju širom Evrope.
LL@(2337) This year companies participants spreaded . => Ove godine kompanije učesnice su se takođe širile.
LL@(2338) As last year with Case Study Show faithfully there were CocaCola HBC i LOreal, but the value of the project realised companies who participated for the first time this year Hemofarm Logica, Holcim i Delta Maxi Group. => Kako prošle tako i ove godine uz Case Study Show verno su stajale Coca-Cola HBC i LOreal, ali veličinnu projekta uvidele su i kompanije koje su ove godine bile po prvi put sa nama Hemofarm, Holcim i Delta Maxi Grupa.
LL@(2339) In this way companies show one public responsible menagement,and with that they are positive in the consciousness of the students, their potential emplyees. => Na ovaj način kompanije pokazuju i jedno društveno odgovorno poslovanje, samim tim pozitivno se pozicioniraju u svesti studenata, potencijalnih budućih kadrova.
LL@(2340) Trough case studies and their solutions, representors of the companies have clear access to the method and the way of thinking of every individual. ~~~ How they react on the work under preassure and function in teamwork, all that relives the process of selection and reduces the probability of mistake. => Putem zadavanja studija slučaja i praćenja procesa njihovog rešavanja, predstavnici kompanija imaju jasan uvid u način rada i razmišljanja pojedinaca, kako se snalaze u različitim ulogama, funkcionišu u timu, reaguju na rad pod pritiskom, što im dodatno olakšava proces selekcije i umanjuje verovatnoću greške pri odabiru kadrova.
LL@(2341) For them that solutions represent real threasure of fresh and original ideas and opinions that are possible to apply in pracitce. => Za njih, rešenja predstavljaju pravu riznicu ideja i mišljenja svežih i originalnih umova, koja su često vrlo primenjiva u praksi.
LL@(2342) Also this year we got numerous support. => Takođe i ove godine dobili smo mnogobrojnu podršku.
LL@(2343) We owe grand appreciation to the Fculty of organisational sciences, support of the Peoples office of the president, all companies that participated in project, PR agency Pleon Olaf&McAteer, Foreign Inestors Council, to the media who enabled our promotion and of course to students without who this projech wouldnt have any scence. => Veliku zahvalnostu dugujemo Fakultetu organizacinih nauka, podršci Narodnoj kancelariji predsednike, potom Ministarstvu za omladinu i sport, svim kompanijama koje su učestvovale na projektu, oficijalnoj PR agenciji Pleon Olaf&McAteer, zatim Foreign Inestors Council, medijima koji su omogućili da se naš glas daleko čuje i naravno na kraju studentima bez kojih ceo ovaj projkat ne bi imao smisla.
LL@(2344) This years story was just the ouverture for Case Study Show 2009. new names, chalenges, ideas and success es are waiting for us next year too. => Priču i ove godine privodimo kraju, ali samo kao uvertiru za Case Study Show 2009. ~~~ Nova imena, ideje, izazovi i uspesi čekaju nas i sledeće godine.
LL@(2345) Are you ready for new chalenges? => Da li ste i Vi spremni za nove izazove?
LL@(2346) ESTIEM LG Beograd Fakultet organizacionih nauka, Jove Ilića 154, 11000 Beograd; Kontakt telefoni: 011/3950 873, 064/265 28 38, 063/771 52 53, Faks:011/461 221; office¿estiem.org.yu, www.estiem.org.yu; Matični broj: 17641913, PIB: 104277015, @iro račun: 125000000173063231 Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => ESTIEM LG Beograd Fakultet organizacionih nauka, Jove Ilića 154, 11000 Beograd; Kontakt telefoni: ~~~ 011/3950 873, 064/265 28 38, 063/771 52 53, Faks: ~~~ 221; office¿estiem.org.yu, www.estiem.org.yu; Matični broj: ~~~ 17641913, PIB: ~~~ 104277015, @iro račun: ~~~ 125000000173063231 Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(2347) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(2348) 1. => We suggest your papers to be pre pared in form of this template. 1.
LL@(2349) INTRODUCTION Papers have to be written in English. => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(2350) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(2351) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(2352) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(2353) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(2354) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(2355) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(2356) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(2357) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(2358) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(2359) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(2360) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(2361) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(2362) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(2363) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(2364)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(2365) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(2366) 3. ~~~ SUBTITLE (example: COMPARATIVE ANALYSES) σ2 ( r p ) = E ( [ r p i , − E r ( p )] ) (12) n ∑ = i All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( p − p i , p n = i Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. 4.
LL@(2367) CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(2368) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(2369) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(2370) R[$] Figure 1. => R[$] Slika 3.
LL@(2371) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(2372) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(2373) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(2374) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(2375) Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 Cene oglašavanja u časopisu Menad žment po broju su:
LL@(2376)  => Zadnja strana korice Unutrašnje strane korice Unutrašnje strane Pun kolor 1/1 1/2 1/3 1/4 Crno-belo 1/1 1/2 1/3 1/4 13.500 8.500 / / / / / / 11.000 6.300 / 4.500 5.200 3.500 / 2.100 7.200 4.400 4.100 3.100 4.500 3.000 2.400 1.700 Pretplatnicima se odobrava popust od 30%. ~~~ U cenu oglasa je ura čunat PDV.
LL@(2377)  => Izdavač zadržava pravo da tra ži izmenu izgleda oglasa ukoliko se ne uklapa u koncepciju časopisa. (cid:
LL@(2378)  => NARUD@BENICA za 2007. godinu Pretplaćujem se na ________ kompleta časopisa Management:
LL@(2379)  => Godišnja pretplata:
LL@(2380)  => 5.900,00 dinara (u cenu je uračunat PDV) (cid:
LL@(2381) Protic D., Simulation of work on Airport Belgrade. => firma (cid: ~~~ pojedinac Iznos od ___________ dinara: (cid:
LL@(2382)  => uplaćen na @R 840-1344666-69 (račun: poslati, ne slati) Za potrebne informacije obratite se: na tel:
LL@(2383) Proceedings of work, SINFF-N, page 75 -81. => 011/3950-874 Ova narudžbenica je neopoziva.
LL@(2384)  => U slučaju spora nadležan je redovni sud u Beogradu.
LL@(2385)  => Uz narudžbenicu obavezno dostaviti dokaz o uplati. ~~~ Kao pretplatniku časopis mi dostavite na ovu adresu: (Ime i prezime - Naziv firme) (Sektor - služba - telefon - fax) (Mesto, ulica, broj) (@iro račun firme - broj čeka) (PIB Broj) (Datum) (M.P.) (Potpis) Napomena: (Samo za fizička lica) JMB ______________________ L.k. ___________ izdata _____________ 2008 - 49-50 Broj 49-50, Godina XIII Decembar 2008.
LL@(2386) Zlatibor UDC 005 ISSN 1820-0222 2008 - 49-50 Number 49-50, Year XIII December 2008. => Fakultet organizacionih nauka Beograd Izdaje Za izdava ča:
LL@(2387) Faculty of Organizational Sciences - Belgrade Publisher Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Markovi ć, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of Inte rnational Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of E conomics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Science s, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slova k Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Edu cation, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => Dr Nevenka @arkić Joksimović Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović dr Čedomir Nestorović, Faculty of Coimbra, Portugal Redakcioni odbor : dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelo vić, FON, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Chesh Republic dr Milija Suknović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barja ktarović, FON, Beograd Časopis se redovno referiše u publikacijama : ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 011/3950 -874 E-mail:menage¿fon.ac.yu http://management.fon.bg.ac.yu Časopis izlazi četiri puta godišnje ili po potrebi Pretplata za 200 8. godinu 5900,oo din @iro račun :
LL@(2388) 381 11 3950874 E-mail: manage¿fon.bg.ac.yu http://management.fon.bg.ac.yu/ Journal is publish ed quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354-8635 = Management (Srpsko izd.) COBISS.
LL@(2389) ed.) => SR-ID 110318855 SADR@AJ Važnost generalnih metoda, kvantitativnih tehnika i menadžerskih modela u profesionalizaciji menadžmenta Gheorghe Savoiu, Ondrej Jaško, @ivko Dulanović,Mladen Čudanov, Viorel Craciuneanu Nivo ciljnog obrtnog kapitala zasnovan na Vrednosti Gregorz Michalski Pozicioniranje upravljanja ljudskim resursima u novoj ekonomiji Ivana Jošanov Potencijali projektnog finansiranja projekata Sladjana Benković Da li finansijski leveridž odredjuje cenu duga?
LL@(2390) COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS The value of general methods, quantitative techniques and management models in professionalizing management Gheorghe Savoiu, Ondrej Jaško, @ivko Dulanovic, Mladen Cudanov, Viorel Craciuneanu Value based working capital level Gregorz Michalski The human resource management positioning in the new Economy Ivana Jošanov Potentials of project financing projects Sladjana Benkovic Does a financial leverage determine the cost of debt: the case of Slovenia Primož Dolenc, Igor Stubelj Implementation of advertising strategy Slavica Stanic Development of Slovenian selfgovernment in the new public management perspective Uroš Pinteric Raspberry marketing channel on the example of Arilje Cooperative and Jugoprom factory Katica Radosavljevic Approaches to non-verbal communication in the management of organization Martina Ferencova Mutual funds as a long-term financial source of the enterprise Jelena Ciric, Slobodan Moraca, Danijela Gracanin The role of HRM function in Serbian companies: challenges and limitations Biljana Bogicevic Milikic Managing risk: factoring influence on the enterprise value Gregorz Michalski Carbon market Milica Latinovic The effects of fiscal policy on development of companies Mihajlo Babin The value of general methods, quantitative techniques and management models in professionalizing management UDC 005.22 658.012.2 Gheorghe Savoiu1, Ondrej Jaško2, @ivko Dulanović2, Mladen Čudanov2 Viorel Craciuneanu1, 1Faculty of Econ omic Science, University of Pite sti 2Faculty of Organizational Sciences, University of Belgrade The economic organization has been considered, over the last two or even three decades, to be an open system structured into essential subsystems. => Slovenački slučaj Primož Dolenc, Igor Stubelj Primena strategije oglašavanja Slavica Stanić Razvoj lokalne samouprave u Sloveniji u svetlu Nove javne uprave Uroš Pinterič Analiza kanala marketinga maline na primeru zadruge Arilje i fabrike Jugoprom d.o.o. ~~~ Katica Radosavljević Pristupi neverbalnoj komunikaciji u upravljanju organizacijom Martina Ferencova Investicioni fondovi kao dugoročni izvor finansiranja preduzeća Jelena ]irić, Slobodan Morača, Danijela Gračanin Uloga funkcije upravljnja ljudskim resursima u srpskim prduzećima: izazovi i ograničenja Biljana Bogićević Milikić Upravljanje rizikom: uticaj faktoringa na vrednost preduzeća Gregorz Michalski Karbonsko tržište Milica Latinović Efekti fiskalne politike na razvoj kompanija Mihajlo Babin Važnost generalnih metoda, kvantitativnih tehnika i menadžerskih modela u profesionalizaciji menadžmenta UDK 005.22 658.012.2 Gheorghe Savoiu1, Ondrej Jaško2, @ivko Dulanović2, Mladen Čudanov2Viorel Craciuneanu1, 1 Faculty of Economic Science, University of Pite sti 2 Fakultet organizacionih nauka, Beogradski Univerzitet Privredna organizacija se u periodu od poslednje dve ili tri decenije posmatra kao otvoreni sistem strukturiran kroz ključne podsisteme.
LL@(2391) Consequently ,the management of the organization has been defined, in a systemic manner, in managerial literature, as bringing together elements having an informational, decisional, organizational, as well as a motivational character. => Posledično, menadžment organizacije je definisan sistemskim pristupom, u postojećoj menadžerskoj literaturi kao povezan skup elemenata informacione, odlučivačke, organizacione (gde se organizacija posmatra kao proces) i motivacione prirode.
LL@(2392) The subsystem of management methods and techniques is a methodological-experimental subsystem made up of methods, techniques, procedures and instruments characterized by rationality, complexity and formalization, which conduce to an ascending dynamics of the organizations managers professionalization. => Podsistem menadžerskih metoda je metodološko eksperimentalni podsistem koji čine metode, tehnike, procedure ili instrumenti karakteristični po racionalnosti, formalizaciji i kompleksnosti i koji doprinose rastućoj dinamici profesionalizacije menadžera.
LL@(2393) Recent research into comparative management comes to the conclusion that it is necessary to combine the techniques into new methods, and even methods into new leadership and management systems, with a view to attaining an increased effectiveness of management. => Skorija istraživanja u menadžmentu ukazuju da je neophodno kombinovati te tehnike u nove metode, i čak metode u nove sisteme menadžmenta i liderstva, s ciljem da se zadrži rastuća efikasnost menadžmenta. 1.
LL@(2394) 1. ~~~ Introduction Characterized by various cases of overlapping and interconnections between the economic aspects and the political, social, juridical, informational, moral, religious ones, the management, when approached in a functional manner, as a process, puts together a set of actions through which the manager (either as an individual or as a member of a team) plans, organizes, decides, sti mulates the employees, and controls activity, in order to achieve the organizations objectives. => Uvod Karakterističan po mnogim preklapanjima i vezama ekonomskih sa političkim, društvenim, pravnim, informacionim, moralnim, religijskim aspektima, menadžment, kada mu se pristupi funkcionalno, posmatran kao proces, spaja skup akcija kroz koje menadžer (bilo kao individua ili kao deo tima) planira, organizuje, odlučuje, stimuliše zaposlene i kotroliše aktivnosti sa ciljem da postigne ciljeve organizacije.
LL@(2395) To the frame of reference generated by the functions or attributes of management a number of further approaches have been added to management, as a process, in accordance with the dominant aspect, which has been treated as such in the managerial literature, be they of factorial, methodological, economic, informational, organizational, qualitative or successive nature. => Referentnom okviru menadžmenta kao procesa, koji čine funkcije ili atributi menadžmenta dodaje se određeni broj pristupa u skladu sa dominantnim aspektom obrađenim u literaturi, bez obzira da li su faktorske, metodološke, ekonomske, informatičke, organizacione, kvalitativne ili razvojne prirode. ~~~ B. Faktorski, kroz ulaze i izlaze 1. ~~~ Procena uticaja ulaza 2. ~~~ Reevaluacija kroz konkurenciju 3. ~~~ Kvantifikovanje informacije od stejkholdera* 4. ~~~ Evaluacija uticaja izlaza 5. ~~~ Racija efikasnosti optimalne transformacije u izlaze D. Ekonomski, kroz korelaciju potreba i resursa 1. ~~~ Determinacija potreba 2. ~~~ Analiza dostupnih resursa A.Funkcionalni, kroz atribute menad menta 1. ~~~ Planiranje ili prognoza 2. ~~~ Koherentno organizovanje aktivnosti 3. ~~~ Odlučivanje o optimizaciji 4. ~~~ Stimulisanje izvršilaca 5. ~~~ Kontrola organizacije C.Metodološki, kroz stanje sistema 1. ~~~ Razumevanje trenutnog stanja sistema 2. ~~~ Definisanje željenog stanja sistema 3. ~~~ Određivanje neusaglašenosti između ta dva stanja 3. ~~~ Optimalna alokacija resursa 4. ~~~ Odlučivanje o rešavanju neusaglašenosti E.Informacioni, kroz podatke 1. ~~~ Potraga za dostupnim informacijama 2. ~~~ Odabir/ dopuna korisnik informacija 3. ~~~ Obrada korisnih informacija 4. ~~~ Prenošenje rezultata obrade G. Kvalitativni, kroz kontrolu** 1. ~~~ Planiranje 2. ~~~ Akcija 3. ~~~ Verifikacija - kontrola 4. ~~~ Izvršavanje Tabela 1 Kriterijumi pristupa procesu menadžmenta, i njegovoj sadržini po koracima 4. ~~~ Korišćenje resursa i zadovoljavanje potreba F. Organizacioni, kroz menadžerska pravila 1. ~~~ Koherentno sakupljanje pravila, regulacija i normi 2. ~~~ Sumiranje metoda treninga i stimulacije 3. ~~~ Principi postavljanja odgovornosti 4. ~~~ Definisanje skupa pravila saradnje H. Logički serijski sled aktivnosti vezanih za proces 1. ~~~ Aktivnosti projektovanje (podešavanja) procesa 2.
LL@(2396) A.Functional, through managerial attributes 1.planning or prognosis of organization 2. coherent organizing of the activities 3.decision on organizations optimization 4.stimulating the labour resources 5.control of the organization C.Methodological, through the state of the system 1.understanding the current state of the system 2.defining the desired state of the system 3.determining the contradiction between the states 4.decision of solving the contradiction E.Informational, through databases 1.searching the available information 2.selection/completion of useful information B. Factorial, through inputs and outputs 1.evaluation of the inputs influence 2.re-evaluation through competing organizations 3.quantification of information from the stakeholders* 4.evaluation of the outputs influence 5.efficiency rates of the optimal transformation into outputs D. Economic, through the needs -resources correlation 1. determination of needs 2. analysis of available resources 3. optimal allotment of resources 4. utilization of resources and satisfying the needs F. Organizational, through managerial rules 1. coherent assembly of rules, regulations and norms 2. summing up the methods of training and stimulation 3.principles of setting up responsibility 4.defining the set of cooperation relationships H. Logical seriate arrangement of activ ities of the processes 1. activities of projecting (adjusting) the processes 2. activities of organizing the processes 3. activities of current direction of the processes 4. activities of optimizing the decision in the processes 3.processing the useful information 4.transmitting the results of the processing G.Qualitative, through control** 1. planning (plan) 2. action (act) 3. verification-control (check) 4. executing (do) Table 1 Criteria for approaching the process of management, and its stage-structured content Remarks: * In the first stage, the information is quantified from the stakeholders in the internal milieu (shareholders, associates, employees and the managers at the various levels of the organization), and in the second stage, from the stakeholders in the external milieu (suppliers, creditors, customers). ** Management as a qualitative process (Edward Deming). => Aktivnosti organizovanja procesa 3. ~~~ Aktivnosti usmeravanja procesa 4. ~~~ Aktivnosti optimizacije odluka tokom procesa Primedbe: * U prvom koraku, informacija od stejkholdera u internom miljeu (deoničari, saradnici, radnici i menadžeri) a u sledećem koraku, od stejkholdera eksternog miljea (dobavljači, kupci, kreditori) ** Menadžment kao kvalitativni proces (Edward Deming).
LL@(2397) 2. => 2.
LL@(2398) System approach applied on the management concept The acceptance of a system is however much more suitable for management in keeping with the evolution of the activities of the organizations in the contemporary milieu/environment, which is ever more unstable from the point od view of technologies, of labour force resources migration, of re-evaluation of the energy resources, of the diminution of the deposits of the main raw materials, of the informational explosion and asymmetry, of the continuous shifts in the province of the principles and rules of business ethics and social responsibility, etc. => Sistemski pristup primenjen na koncept menadžmenta Prihvatanje sistemskog pristupa je mnogo prikladnije za menadžment u zadržavanju razvoja aktivnosti organizacije u savremenom okruženju, koje je sve nestabilnije u polju tehnologija, migracija radne snage, re-evaluacije energetskih resursa, smanjenja depozita sirovina, asimetrične eksplozije informacija, stalne promene principa i pravila poslovanja i socijalne odgovornosti i sličnih tendencija.
LL@(2399) The economic organization has been considered, over the last two or even three decades,* to be an open system, whose internal processes are in a bilateral relationship to the external milieu, but also a subsystem of the economic external milieu, as it is significantly influenced by the external milieu, and subsequently it influences the latter, in its turn, but to a much more restricted manner. => Privredna organizacija se u periodu od poslednje dve ili tri decenije* posmatra kao otvoreni sistem čiji su interni procesi u bilateralnim odnosima sa spoljnim okruženjem, ali takođe i kao podsistem ekonomskog spoljnog okruženja, koje vrši značajan uticaj na sistem, i na koje sistem vrši, znatno manji, uticaj.
LL@(2400) At present, the organizations external milieu itself is perceived as a set of extensive, broad-scope interconnected subsystems (of a political, social, cultural, educational etc. nature), with which the contemporary organization has links that allow for possibilities and generate limitations Š1Ë, both harmonized through the management process. => Trenutno se spoljno okruženje organizacije posmatra kao skup značajnih, povezanih podsistema (političkih, društvenih, kulturnih, obrazovnih itd.) sa kojim moderna organizacija ima veze koje kreiraju mogućnosti i stvaraju ograničenja, što se usklađuje procesom menadžmenta.
LL@(2401) In its turn, the system of the organization is structured into essential subsystems, their imaging being different as to the operational or human criterion of systematization. => Sistem organizacije je strukturiran po osnovnim podsistemima, koji se drugačije sagledavaju u odnosu na operacioni ili humani kriterijum sistematizacije.
LL@(2402) Thus, in a first partitioning of an operational type, specific to the managerial literature written in English, five types of active subsystems are identified in the organization: the production subsystem, where inputs are tur ned into outputs; the supportive subsystem, which ensures the totality of the inputs in the external milieu (i.e. human, material, related to energy, informational, etc.), but also the placement of the outputs towards the same milieu, thus materializing the external connexions of the organization; the subsystem of conservation (the maintenance subsystem), where the mechanisms of recruiting and training, of social adjustment and motivation, in keeping with the norms of the organization, are reunited; * This type of systemic structuring of management was developed, after 1970, as part of the open systems school, which included some of the most prestigious repressentatives of contemporary compared management, such as Anant Neyhardi, S.D. Prosad, Bernard Estafeu, Rosalie Tung, etc. the subsystem of adaptation / adjustment (the adaptive subsystem), which elaborates the corrective measures, meant to adapt the system after researching into the influences in the external environment/milieu. the management subsystem, which directs/guides the activities of the other subsystems of the organization, through ensuring the functions of planning, organizing, decision-making, stimulation and control. ~~~ The second systemic partitioning of the organization results from the combination and relations among the human entities, groups and managers, which in turn create the other three vital subsystems: the individual subsystem, the group one, and that of the managers. => Stoga, u prvoj podeli po operacionom kriterijumu, specifičnoj za menadžersku literaturu napisanu na engleskom, postoji pet tipova aktivnih podsistema u organizaciji: proizvodni podsistem u kome se ulazi pretvaraju u izlaze; podsistem podrške, koji obezbeđuje celovite ulaze iz spoljnog okruženja (npr. kadrovske, materijalne, energetske, informacione i sl.), ali takođe i plasiranje izlaza u isto okruženje, tako materijalizujući spoljne veze organizacije; podsistem očuvanja (podsistem za održavanje), koji ujedinjuje mehanizme regrutacije i treninga, socijalnog podešavanja i motivacije, u skladu sa normama organizacije Podsistem za adaptaciju/podešavanje, koji razrađuje korektivne mere za promenu sistema nakon proučavanja uticaja iz spoljnog okruženja Menadžment podsistem, koji vodi aktivnosti ostalih podsistema u organizaciji kroz obezbeđivanje funkcija planiranja, organizovanja, donošenja odluka, stimulacije i kontrole. * Ovaj pristup sistemskog strukturiranja menad menta je razvijen, nakon 1970, kao deo otvorenog sistemskog koji je ukljuèio istaknute predstavnike poput Anant Neyhardi-a, S.D. Prosad-a, Bernard Estafeu-a, Rosalie Tung-a, i dr. Drugi pristup sistemskoj podeli organizacije rezultuje iz kombinacija i povezivanja ljudskih entiteta, grupa i menadžera, koji tako čine tri vitalna podsistema: podsistem pojedinaca, grupa i menadžera.
LL@(2403) In their turn, the management subsystem, analyzed as a self-reliant / independent system, irrespective of the organizations specificity, includes several components, which are to be distinguished as far as their area and weight within the organizational ensemble is concerned. => Menadžerski podsistem analizom apstrakovan kao samodovoljni/nezavisni sistem, bez obaziranja na specifičnosti organizacije, sadrži nekoliko komponenti, koje treba razlikovati do god se uzima u obzir njihov opseg i uticaj na organizacionu celinu.
LL@(2404) The first approach to the division of management subsystem was based on characteristic management tasks, planning, organization, command coordination and control Š2Ë. => Prvi pristup podeli menadžerskih podsistema se bazirao na karakterističnim menadžerskim zadacima, poput planiranja, organizovanja, komandovanja, koordinacije i kontroleŠ2Ë.
LL@(2405) The next approach was a division into operational, organizational and institutional levels. => Sledeći pristup je bila podela na operacioni, organizacioni i institucionalni nivoŠ3Ë.
LL@(2406) Š3Ë the division can also be individualized, in keeping with the nature and the characteristic features of the instruments utilized, as falling into five general subsystems: informational, decisional, organizational, of management methods and techniques, as well as a final category, generically called other elements. => Podela se takođe može individualizovati, uzimajući u obzir prirodu i karakteristike menadžerskog instrumenta koji se koristi na pet glavnih podsistema: informacioni, odlučivački, organizacioni, podsistem menadžerskih metoda i tehnika, kao i poslednji podsistem koji se generički naziva ostali elementi.
LL@(2407) Consequently, the management of the organization is defined, in a systemic manner, in managerial literature, as bringing together elements having an informational, decisional, organizational, as well as a motivational character, by means of which the ensemble of the management processes and relationships is exercised, with a view to obtaining the maximal degree of efficacy and efficiency. => Posledično, menadžment organizacije se definiše u sistemskom pristupu kao spoj elemenata koji imaju informacioni, odlučivački, organizacioni, odnosno motivacioni karakter, sa ciljem obavljanja skupa menadžerskih procesa i odnosa, i sa usmerenjem na postizanje maksimalnog nivoa efikasnosti i efektivnosti.
LL@(2408) Š4Ë The most visible component of the organizations management system has a prevalently form-related nature, and ensures the organizational framework, as well as the division, the combination and the functionality of the activities involved. => Š4Ë Najvidljivija komponenta menadžment sistema organizacije ima preovlađujujuću prirodu orijentacije na formu, i obezbeđuje kostur organizacije, kao i podelu, kasnije spajanje i funkcionalnost uključenih aktivnosti.
LL@(2409) The organizational subsystem puts together the prevalently form-related elements and a number of informal elements; identifies, relates and even combines the organizations components, subdivisions and resources. => Organizacioni podsistem menadžment podsistema organizacije kao celine uglavnom spaja formalne i neformalne elemente, identifikuje, povezuje i čak kombinuje organizacione komponente i resurse.
LL@(2410) The principal instruments of formal organization remain the organizing and functioning regulations, the organization charts, the descripti ons of functions and positions. => Glavni instrument formalne organizacije ostaju pravila organizovanja i funkcionisanja, organizacione šeme i opisi pozicija i poslova.
LL@(2411) In parallel to the formal organization, the one of an informal typeco-exists in the organization, which possesses, as essential elements, an informal group, an informal type of conduct, informal relationships, roles, organizational culture and even leaders Š5Ë. => Paralelno sa formalnom organizacijom, u organizaciji kao sistemu koegzistira i neformalni deo koji kao osnovne elemente poseduje neformalnu grupu, neformalni kod ponašanja, neformalne odnose, uloge, kulturu pa čak i neformalne lidereŠ5Ë.
LL@(2412) A good organization makes the informal and the formal overlap, and turns the informal leaders into formal ones, whenever possible. => Dobra organizacija obuhvata i jednu i drugu celinu, i pretvara neformalne lidere u formalne kad god je to moguće.
LL@(2413) The informational subsystem, represented by the ensemble of the messages decrypted from the organizations banks and databases, putting together informational flows and circuits, procedures and means of access, memorizing, processing and transfer of information, is permanently present in the existance of all the functions of management. => Informacioni podsistem, izlazno predstavljen skupom poruka koje su obrađene iz organizacionih baza, spajanjem informacionih tokova i mesta obrade, procedura i načina pristupa, čuvanja i transfera informacije stalno je prisutan u obavljanju funkcija menadžmenta.
LL@(2414) The quality of being an informational subsystem emerges from the aggregation of the quality of the data and information, of the flows and circuits, of the procedures and means of informational treatment. => Kvalitet informacionog sistema rezultuje iz agregacije kvaliteta podataka i informacija, tokova, procedu ra i načina obrade informacije.
LL@(2415) This system influences all dimensions of organizational structure and managerial tasks.Š6Ë The decisional subsystem, represented by the ensemble of the decisions made and enforced, is conditioned by the quality of all the other subsystems, and represents the most active part of the system; it directs the development of the organization and triggers the personnels actions, thus constituting the determining factor in increasing the organizations efficacy. => Ovaj sistem utiče na sve dimenzije organizacione strukture i menadžerskih zadataka.
LL@(2416) 3. => Š6Ë Odlučivački podsistem, koji je predstavljen skupom odluka koje se donose i primenjuju, uslovljen je kvalitetom ostalih delova menadžmenta, i predstavlja najaktivniju komponentu.
LL@(2417)  => On usmerava razvoj organizacije i pokreće akcije članova organizacije, čime postaje odlučujući faktor u povećanju organizacione efektivnosti. 3.
LL@(2418) The subsystem of management methods and techniques The subsystem of management methods and techniques is a methodological-experimental subsystem made up of methods, techniques, procedures and instruments characterized by rationality, complexity and formalization, which leads to an ascending dynamics of the organizations managers professionalization. => Podsistem menadžment metoda i tehnika Podsistem menadžment metoda i tehnika je metodološko-eksperimentalni podsistem koji se sastoji od metoda, tehnika, procedura i instrumenata koje karakteriše racionalnost, kompleksnost i formalizacija, koje vode ka povećanju dinamike profesionalizacije menadžmenta u organizaciji.
LL@(2419) The remaining micro-subsystems are grouped into the other elements category, and include various other significant components related to the transformations, and to the efficiency rates, adaptation to change and preservation, stimulation and control, continuous/lifelong learning, etc. => Preostali mikro-podsistemi se grupišu u kategoriju ostalih elemenata, i uključuju različite značajne komponenete koje se odnose na transformaciju, racija efikasnosti, adaptaciju na promenu i očuvanje, stimulaciju i kontrolu kontinualnog organizacionog učenja.
LL@(2420) Comparing the organization with the human organism system can surprise through immediate associations between the organizational subsystem and the bone system, between the informational subsystem and that of blood circulation, between the decision-making subsystem and the nervous system, between the methods and techniques subsystem and the subsystem of the sense organs, etc. => Poređenjem organizacije sa ljudskim organizmom dolazi se do začuđujuće momentalne asocijacije između organizacionog podsistema i skeleta, između informacionog sistema i sistema krvotoka, između odlučivačkog podsistema i podsistema za donošenje odluka, između podsistema menadžment metoda i tehnika i podsistema čula, i sl.
LL@(2421) The overall structure of the subsystems of management is a resultant of a theoretical nature, as these approaches to the leading/directing activity are difficult to identify and delimit in practice, because of the complex character of the management system, a system characterized by several variegated instances of overlapping of the economic aspects and the social, juridical, informational, moral, cultural, educational, religious, etc. ones. => Ukupna struktura podsistema menadžmenta je rezultanta teoretske prirode, jer su pristupi vođenju/upravljanju aktivnosti veoma nepodobni za praktičnu individualnu identifikaciju i razdvajanje zbog kompleksnog karaktera menadžerskog sistema, kojeg karakteriše mnoštvo raznolikih instanci preklapanja ekonomskih i društvenih, pravnih, informacionih, moralnih, kulturnih, obrazovnih i ostalih komponenti.
LL@(2422) In other words, any management system presents a set of common structural rules, while differing from one organization to another, and also in the point of efficiency. => Drugim rečima, svaki menadžment sistem predstavlja skup zajedničkih strukturnih pravila, različitih od organizacije do organizacije po prirodi i stepenu efikasnosti.
LL@(2423) That diversity has, as explanatory variables, both the objective factors that influence the organization (the resources available, the information already known, the quality of the human factor, etc.), and the subjective factors, mainly generated by the managers ability to cope with competition, conjuncture, instability, i.e. the permanent changes in the organizations business milieu. => Ta različitost ima, kao objašnjavajuće varijable, i objektivne faktore koji utiču na organizaciju (dostupne resurse, informacije koje su već poznate, kvalitetacije. ~~~ Ovaj sistem utiče na sve dimenzije organizacione strukture i menadžerskih zadataka.
LL@(2424) The practical management is a component organically integrated within the organization, which works in bilateral relationships or flows with the external milieu/environment, through transfer of information, human, material and financial resources. => Š6Ë Odlučivački podsistem, koji je predstavljen skupom odluka koje se donose i primenjuju, uslovljen je kvalitetom ostalih delova menadžmenta, i predstavlja najaktivrisana sa organizacijom, koja se uključuje u bilateralne relacije ili tokove sa spoljnim okruženjem kroz transfer informacija, ljudskih, materijalnih i finansijskih resursa.
LL@(2425) The content and the intensity of those flows exhibit defining / distinguishing aspects in each national economy, more often than not within the same economy, individualizing the organizations managerial systems. => Sadržaj i intenzitet tih tokova predstavlja definišuće karakteristike na osnovu kojih se procenjuje razlika među nacionalnim ekonomijama, i vrlo često unutar same nacionalne ekonomije, što individualizuje menadžerske sisteme u organizacijama.
LL@(2426) Thus, another important signification of management systems emerges, a pragmatically delimitative one. => Stoga se može uočiti još jedno važno značenje menadžment sistema, a to je pragmatični kriterijum za klasifikaciju.
LL@(2427) Along these lines, one can distinguish: management systems of a technics-focused type,Š7Ë characteristic of the last century, but still used today in economies under political dictatorship, and also in a specific form in the army, management systems almost exclusively based on human relationships, management systems centred on the analytic and holistic approach, specific to the developed economis, i.e. to the analytical organizations in North America, and the integrative organizations in Japan, etc. => Takvim pristupom mogu se uočiti tehnički fokusirani menadžment sistemi,Š7Ë koji su karakteristika prošlog veka, ali se i danas koriste u ekonomijama koje su pod političkim diktatom, i takođe u specifičnom obliku u vojsci, zatim menadžment sistemi koji se gotovo isključivo baziraju na međuljudskim odnosima i menadžment sistemi koji se usmeravaju na analitički i holistički pristup, karakteristični za razvijene ekonomije, to jest za analitičke organizacije Severne Amerike, integrativne organizacije u Japanu i slično.
LL@(2428) Cassette no 1. => Odeljak broj 1.
LL@(2429) The technics-focused managerial systems isolate the individual, underestimate or even annul human relationships, and take support on the individual qualities, unilaterally aiming at obtaining high performances. => Tehnički fokusirani menadžment sistemi izoluju pojedinca, podcenju ili čak negiraju međuljudske odnose, baziraju se na individualnim kvalitetima jednostrano pokušavajući da postignu visoke performanse.
LL@(2430) These systems are coherently applied in the military field, whereas, in the economy of the countries ruled dictatorially, they have led to gradual degeneration of all the functions of management; planning has lost its elasticity and become ever more rigid, organization has exclusively turned into commands and orders; any decision also implies the top manager, as stimulation and motivation has become manipulation, and control materializes in servile conformity and dedication to the leader. => Ovi sistemi se svesno primenjuju u vojsci, dok u zemljama pod diktatorskim sistemom vode ka postepenoj degeneraciji svih funkcija menadžmenta; planiranje je gubo elastičnost i očvršćuje kroz šablone, organizacija se pretvara isključivo u komande i naređenja, svaka odluka mora da uključuje vrhovne menadžere, stimulacija i motivacija se pretvaraju u manipulaciju, a kontrola u servilni konformizam i posvećenost vođi.
LL@(2431) The managerial systems based on human relationships ensure the harmonization of the leaders relations with his/her subordinates, the harmonization of the teams and the relationships between the individuals, in conformity with the principle of the individuals liberty of expression and communication, the goal being equally to obtain high performance. => Menadžerski sistemi koji se baziraju na međuljudskim odnosima obezbeđuju harmonizaciju relacija lidera sa podređenima, harmonizaciju timova i odnosa među pojedincima, u skladu sa principom slobode pojedinca da komunicira i da se izražava, uz ravnopravan cilj postizanja visokih performansi.
LL@(2432) The systems based on human relations have an organizational structure taking support on collaboration, and participative management allows the people to adapt, out of their own initiative, to the demands of the organization. => Sistemi koji su bazirani na međuljudskim odnosima imaju organizacionu strukturu koja podržava saradnju, i participativni menadžment koji dozvoljava ljudima da se na osnovu sopstvenih inicijativa prilagođavaju zahtevima organizacije.
LL@(2433) Thus, the organizational priority becomes a concrete information about the people/personnel, the teams, and the relations holding between all those elements and the manager. => Stoga, prioritet organizacije postaje konkretna informacija o ljudima u organizaciji, timovima i odnosima koji postoje između tih elemenata i menadžera.
LL@(2434) These managerial systems comparatively underestimate the importance of modern technologies in proportion to human resources. => Te menadžerske sisteme karakteriše relativno zanemarivanje modernih tehnologija u odnosu na ljudske resurse.
LL@(2435) The managerial systems centred on the analytical approach are based on the hypothesis according to which understanding of each detail leads to correctly perceiving the phenomenon in its entirety, and, on the operational plane, on the primordial character of the parts as to the whole, in consideration of the fact that, as long as each part of a whole is perfect, the whole as an aggregate will also function perfectly. => Menadžerski sistemi koji su usmereni na analitički pristup su bazirani na hipotezi po kojoj razumevanje svakog detalja vodi u korektno shvatanje feno mena kao celine, i na operacionom nivou, u primitivnom karakteru delova posmatranih u kontekstu celine, u razmatranju premise da do god je svaki deo celine savršen, celina kao skup će takođe funkcionisati savršeno.
LL@(2436) The consequence of the analytical systems is an exaggerated attention to details: the managements attention is directed to the components rather than the (essentially North-American) organization, as an ensemble. => Poslediva analitičkih menadžerskih sistema je prenaglašena pažnja na detalje: pažnja menadžera je usmerene na komponente pre nego na (naizraženije u severnoameričkoj organizaciji) celinu kao skup.
LL@(2437) The systems centred on the holistic approach are based on the theory of systems, according to which the whole is more than the mere sum of its parts, i.e. when the climate of the subsystems is perfect, the whole, or the organization, may not be perfect. => Sistemi koji su usmereni na holistički pristup se zasnivaju na teoriji sistema, po kojoj je celina više od same sume njenih delova, to jest kada je ambijent podsistema savršen, celina, to jest organizacija ne mora biti savršena.
LL@(2438) This type of management, Japanese in its origin, seeks to define, and put into practical use a philosophy of the organization, on the basis of which the other elements of management will be established and operationalized, beginning with the objectives, and ending in the specifications of the positions/posts. => Ovaj tip menadžmenta, po poreklu japanski, pokušava da definiše i praktično upotrebi filozofski okvir organizacije, od koga nastaju ostali elementi menadžmenta mogu, počinjući sa ciljevima, a završavajući specifikacijama pozicija.
LL@(2439) The nature of the managerial process highlights at least three dimensions naturally lacking finiteness, viz. the presence of the unknown (uncertainty), or the limitation that element gives the process under observation within the organization, the limitation of the observers competence in this case, the managers and mainly the limitation of the method used in the analysis. => Priroda menadžerskog procesa naglašava barem tri dimenzije koje su prirodno neograničene, a to su prisustvo nepoznatog (nesigurnost), ili ograničenje koje taj element daje procesu koji se posmatra u organizaciji, ograničenje kompetencije posmatrača (u ovom kontekstu menadžera) i ograničenje metoda koji se koristi u analizi.
LL@(2440) The relativity of managerial knowledge is of an exhaustive type, or that of the comprehensive analysis, the limitation as a result of the imperceptible presence of the unknown, or uncertainty, permanently gives the chance of attempting new solutions to still other managers, or their organizations, as The kingdom of the Unknown has no precise limitsŠ8Ë. => Relativnost menadžerskog znanja je po prirodi duboka pojava, ili rezultat razumljive analize ograničene zbog prisustva nepoznatog koje je nemoguće proceniti, što stalno pruža šansu da se predlažu nova rešenja u menadžmentu i organizaciji, kako kraljevstvo nepoznatog nema precizne graniceŠ8Ë.
LL@(2441) The self-limitation caused by the managers restricted ability, or his lack of skill and competence is a millennial tribute serenely paid to those competent, and mainly to their scrupulousness in evaluating their own skillessness.* If the fact is almost unanimously admitted that the fundamental means of scientific interpretation is the one provided by the method, then the limits imposed upon managerial analysis by the method used are, naturally, all the more important. => Samo-ograničavanje koje uzrokuje ograničena sposobnost menadžmenta, ili njegov nedostatak veština i znanja je hiljadugodišnji danak koji se mirno daje kompetentnim, uglavnom njihovoj principijelnosti i moralnosti po kojima izračunavaju sopstvenu veštinu. ~~~ Ukoliko je gotovo jednoglasno prihvaćena činjenica da je osnova naučne interpretacije data kroz metod kojom se ona sprovodi, onda se ograničenja koja metod koji se koristi nameće moraju posmatrati sa uvažavanjem.
LL@(2442) The slightly condensed statements made by ?tefan Odobleja, maybe the most vehement defender of the method, to the effect that We can study real, palpable things, but if we fail to study them in keeping with a rigorously scientific method, these studies do not represent science, or Neither the object nor the subject, but the method is the one that determines scienceŠ9Ë are arguments which support both the superiority of utilizing the method in the practice of any science, and the paramount contribution of the method in securing management its scientific character. => Jezgroviti iskaz Stefana Odobleje, možda najvatrenijeg branioca metoda, kažu da Možemo proučavati realne, jasne stvari, ali ukoliko propustimo da ih proučavamo uz zadržavanje rigoroznog naučnog metoda onda takva proučavanja ne predstavljaju nauku, ili Ni objekt ni subjekt, već metod predstavlja ono što određuje naukuŠ9Ë i predstavljaju argumente koji podržavaju istovremeno i superiornost korišćenja metoda u praksi bilo koje nauke, i značajan doprinos metoda u obezbeđivanju naučnog karaktera menadžmentu.
LL@(2443) In economic terms, the method Š10Ë is defined as the ensemble of the modalities of approach, of the principles, procedures, and analysis techniques of the economic phenomena and processes, of the procedures of expounding the results of the researches, capable of serving the mission of economic science. => U ekonomskom kontekstu, metodŠ10Ë je definisan kao skup modaliteta pristupa, principa, procedura i tehnika analize ekonomskih fenomena i procesa, procedura koje objašnjavaju rezultate istraživanja, koji ima kapacitet da služi funkciji misije ekonomske nauke.
LL@(2444) Within the entire scope of management, emphasis is laid on the degree of process-wise formalization, as being one of a relatively reduced type, and on the non-rigid formulations specific to this many-sided, yet coherent combination of principles, ideas, orientations, procedures and case studies that synthetise the body of the method.Š11Ë A management method is prevalently applicative as part of an organization, and implies a subsequent similarity as far as the specific procedures and techniques are concerned, in order to quantify and compare results, or measure them against one another, in time, in space, and from an organizational standpoint. => Unutar celog obuhvata menadžmenta, stavlja se naglasak na stepen procesne formalizacije, koji je relativno redukovan, i na olabavljene formulacije koje su karakteristične ovoj raznolikoj, ali koherentnoj kombinaciji principa, ideja, orijentacija, procedura i studija slučaja koje sintetišu korpus metodaŠ11Ë. ~~~ Menadžment metod je prvenstveno primenljiv kao deo organizacije, i implicira kontinualnu sličnost sa specifičnim procedurama i tehnikama, sa ciljem kvantifikovanja i upoređivanja rezultata, njihovog merenja po vremenskom, prostornom ili organizacionom gledištu.
LL@(2445) The category of the methods also includes a lot of subclasses of techniques based on scientific notions, which are used in applying the theoretical knowledge of management (from the technique of operational rese * I still remember the days when the scribes would leave blanks on a page (Confucius, in Analects). arch, to the technique of modelling by means of network-shaped graphs, or to various stochastic or simulation techniques, etc.). => Kategorija metoda takođe uključuje mnoge podklase tehnika koje se baziraju na naučnim idejama, koje se koriste u primeni teorijskog znanja menadžmenta (od tehnike operacionih istraživanja ka tehnici modelovanja na osnovu značenja ili mrežnih grafova, ili raznim stohastičkim ili simulacionim tehnikama i sl.).
LL@(2446) The same managerial technique is frequently utilized as part of several methods, which can more than once increase the degree of confusion between methods and techniques in contemporary management. => Često se dešava da se ista menadžerska tehnika simultano koristi u nekoliko različitih metoda, što u velikom broju slučajeva može povećati konfuziju u razgraničavanju pojmova metoda i tehnike u savremenom menadžmentu.
LL@(2447) The criteria of classification in the field of methods are manifold, and they continually make methods fall into diversely structured classes. => Kriterijumi klasifikacije u polju metoda su raznorodni, i konstantno dele metode u nekoliko različito strukturiranih klasa.
LL@(2448) For instance, in accordance with the sphere of applicability one can distinguish the class of the general methods, and that of the specific methods, in accordance with the domain of application the class of the production, research, commercial, financial and accountancy, and personnel methods; when one considers the functions of management, one distinguishes the class of the methods of planning, of organization, of decision-making, of stimulation, and of checking/control; as far as the objectives are concerned the class of the methods meant to increase the turnover, to scale up production, to cut down expenses, to augment labour productivity / work efficiency, to increase profit; starting from their scientific support, one distinguishes the class of the mathematical methods, of the information methods, of the statistical-economic, psychological, sociological ones; in relation to the classical reasoning the class of the inductive and deductive methods, etc. => Na primer, u skladu sa sferom primenljivosti mogu se razlikovati generalne i specifične metode, u skadu sa domenom primene mogu se razlikovati proizvodne, istraživačke, komercijalne, finansijske, računovodstvene i metode za personal; kada neko razmatra funkcije menadžmenta, može da razlikuje metode planiranja, organizacije, odlučivanja, stimulacije, i provere/kontrole; kada se razmatraju ciljevi, možemo uočiti klase metoda koje su usmerene na povećanje obrta, povećanje proizvodnje, smanjivanje troškova, povećanje produktivnosti radnika, povećanje profita; iz perspektive naučne podrške, mogu se razlikovati matematičke, informacione, statističko-ekonomske, psihološke i sociološke metode; u vezi sa klasičnom logikom induktivne i deduktivne metode, i tako dalje.
LL@(2449) In succintly describing methods, their manner is considered significant, of being structured as general methods, and specifically managerial methods. => U ukratko opisanim metodama, njihov pristup se smatra značajnim, kroz strukturiranje kao generalne ili specifične menadžerske metode.
LL@(2450) The specific methods are also techniques belonging to various disciplines and sciences (mathematics, statisticsŠ12Ë, sociology, psychology, etc.), which makes treating methods and techniques distinctly difficult. => Specifične metode su takođe tehnike koje pripadaju raznim disciplinama i naukama (matematika, statistika Š12Ë, sociologija, psihologija itd.), što otežava razlikovanje ovih metoda i tehnika.
LL@(2451) One of the optimization solutions seems to be the use of the concept of method where a general method is presented, and then, when it comes to specific methods, the special mention is in order that, in this case, such methods and techniques are joined together which are in principle inseparable and difficult to take apart. => Jedno od rešenja za poboljšanje može biti korišćenje koncepta metode kada je predstavljena generalna metoda i onda, kada se dođe do specifične metode, posebno treba napomenuti da su u tom slučaju specifične metode i tehnike spojene na taj način da su u principu neodvojive i teško ih je posmatrati pojedinačno.
LL@(2452) The first ten most usual and generally acknowledged general management methods remain: the method of previsional management (MP), the method through objectives (MPO), the method through exception (MPE), the method through projects (MPP), the method on the product (MPPr), the method through budgets (MPB), the method through results (MPR), the method through systems (MPS), the method through innovation (MPI), the collegial method (MC), and the method through consensus (MPC). => Deset najčešće korišćenih i široko prihvaćenih menadžerskih metoda su: metoda vizionarskog menadžmenta, metod menadžmenta preko ciljeva, metod izuzetaka, metod menadžmenta preko projekata, metod proizvoda, metod budžetiranja, metod menadžmenta preko rezultata, metod sistemskog menadžmenta, metod menadžmenta preko inovacija, kolegijalni metod i metod menadžmenta preko konsenzusa.
LL@(2453) Cassette no. ~~~ 2 -the method of previsional management (MP) is synthesized in the fact that the organizations objectives are made explicit over a long term, and that it involves the strategy or rational choice (i.e. based on studies) of the main objectives, of the necessary actions, and the apportioning/earmarking of the resources over a long term, in order to make possible the efficient fitting of the organization into the economic milieu, the policies, or its manner of organizing and coordinating the various activities, a kind of tactics or action iterated within the strategic constraints and the quantified objectives or targets proposed by the organization; -the method of management through objectives (MPO) has emerged as a solution to fighting functional deviations, starting from the idea that an organizations success and development depend on the correlation of its objectives with the objectives of the organizational subdivisions, and the employees own ones, as in a genuine control panel, as the very essence of the method lies in accurately and correctly setting a small number of such objectives (inter-correlated goals), for each hierarchal level, and each organizational subdivision; -the method of management through exception (MPE) has gained recognition as a consequence of the increase in the organizations dynamics, of the informational explosion, and the augmentation of the complexity of the management processes, and is represented by a system of identification, communication and rapid signalization addressed to the hierarchically superior manager, a system which entails the necessity for the latters periodical intervention; as a rule, the manager becomes apparently inactive, as his/her reaction is only visible for evolutions exceeding the admissible limits of tolerance statistically determined, through using the dispersion of the past values, and the tests of a t or F type, centered on the Student repartition (by means of the chart values of t), or on the Fisher-Snedecor repartition (by means of the chart values of F resulting from the function F = σ12 / σ22); -the method of management through projects (MPP) is characterized through the limited duration of any project, through the innovational character, and through the fact it helps solve a number of complex, precisely defined problems, and its stages are defining the project through its objectives, its scope and impact criteria, as well as the assessment of the final results; appointing the project manager, making up the team and systematically well-individualized concept concerning delegation of authority, and transforms the employees into collaborators, which makes it imperative that, apart from being assigned tasks, they are delegated the power of making decisions; this is a mixed method, simultaneously through the system, through the objectives, through exception, and through results, or on the product; -the method of management through innovation (MPI) is characterized by a permanent effort of renewing the organizations activity, in keeping with the demands of the market; special attention is paid to the incentives meant to help introduce innovative ideas, as the motto of the organization applying this method was new and different; -the method of management through consensus (MPC) unfurls gradually and in all the structures of the organization, being centered on the group decision, which increases its effectiveness and materializes in a high degree of employee involvement in all the major problems of the organizations management, as well as an accelerated process of application of the decision, thus becoming the corollary of modern Japanese management. => Odeljak broj 2. - metod vizionarskog menadžmenta je sažet u činjenici da se organizacioni ciljevi učine eksplicitnim na dugi rok, i da uključuju strategiju (koja se bazira na istraživanju) racionalnog izbora glavnih ciljeva, potrebnih akcija za njihovo ostvarivanje, dugoročnu alokaciju resursa, sa ciljem da se omogući efikasno usklađivanje organizacije u ekonomski milje, politike i preporuke, ili način organizacije i koordinacije različitih aktivnosti, vrsta taktike i akcija koje će se primenjivati u strateškim ograničenjima i kvantifikovanim operativnim ciljevima koji su predložene od strane organizacije. - metod menadžmenta preko ciljeva nastao je kao rešenje pitanja funkcionalne devijacije, baziran na ideji da organizacioni uspeh i razvoj zavise od korelacije ciljeva organizacije, ciljeva organizacionih jedinice i ciljeva zaposlenih u organizaciji, i kao na jedinstvenoj kontrolnoj tabli, sama suština metoda je u preciznom i ispravnom postavljanju malog broja takvih ciljeva koji su međusobno korelisani, za svaki hijerarhijski nivo, i za svaku organizacionu jedinicu; - metod izuzetaka je počeo šire da se primenjuje i priznaje zbog posledica porasta organizacione dinamike, eksplozije informacija, uvećanja kompleksnosti procesa menadžmenta i predstavljen je kroz sistem identifikacije, komunikacije i brze signalizacije usmerene ka hijerarhijski nadređenom menadžeru, sistem koji uključuje potrebu za njegovom periodičnom intervencijom; kao pravilo, menadžer postaje naizgled neaktivan, jer je reakcija menadžmenta vidljiva samo za događaje koji prevazilaze prihvatljive granice tolerancije koje su statistički određeni, kroz korišćenje disperzije prošlih vrednosti i statističkog testa t ili F tipa, centriranih na Studentovoj raspodeli (na osnovu tabelarnih vrednosti) ili na Fišer-Šnedekorovoj raspodeli (na osnovu tabelarnih vrednosti F po funkciji F = σ12 / σ22); - metod menadžmenta preko projekata karakteriše ograničeno trajanje bilo kog projekta, inovativni karakter i činjenica da se na taj način rešava veliki broj kompleksnih, precizno definisanih problema, i njegove faze su definisanje projekta preko ciljeva projekta, opsega projekta i kriterijuma uticaja, kao i ocena krajnjih rezultata; postavljanje projekt menadžera, sastavljanje tima i sistematsko posmatranje projekta su osnovni faktori njegovog uspešnog odvijanja. - metod proizvoda obezbeđuje novu strukturu, bez presedana u praksi, opisanu kroz tri dimenzije, gde se na dvofunkcionalnu, simultano hijerarhijsku i funkcionalnu strukturu dodaje struktura vođenja preko projekta; ovaj metod je kreiran zbog širokog spektra proizvoda koje proizvode neke organizacije, i uključuje sve aspekte koji se tiču proizvoda, tokom celokupnog vremena njegovog postojanja, od faze koncepta do usvajanja novog proizvoda; menadžer proizvoda interveniše na informacionim tokovima, da bi video koncept i složio se sa programima i ciljevima koji se postavljaju pred proizvod, proverom procesa proizvodnje sa ciljem optimalnog korišćenja resursa proizvodnje datog proizvoda; - metod budžetiranja je metod planiranja i kontrole specifičan za one aktivnosti gde su ciljevi posebno finansijski, i oblik izražavanja je usmeren ka računovodstvu, to jest izražavan u novčanim jedinicama, ostvarivanje budžeta počinje od principa učestvovanja u njegovom kreiranju i izvršenju, realnog pogleda na prihode i troškove koji su zabeleženi, kao i princip fleksibilnog planiranja; - metod menadžmenta preko rezultata je specifičan za empirijsku školu menadžmenta, i predstavlja organizovan način ostvarivanja određenih rezultata kao posledica razvoja i ocene aktivnosti lidera, u procesu ostvarivanja nekih ciljeva.
LL@(2454) 4. => Baziran je na konkretnoj realnosti, i usmerava se na međuzavisnost rezultata i napora da bi obezbedio efikasnost aktivnosti, ali ostaje otvoren za rizike neprilagođavanja promenama u društvenom i ekonomskom okruženju; stoga metod može biti privremeno primenjen u efikasnim, moćnim organizacijama, ali je neadekvatan u organizacijama koje imaju tehničke ili ekonomske probleme; - metod sistemskog menadžmenta naglašava činjenicu da je razvoj velikih, modernih organizacija sličan razvoju živih organizama, paralelno praćen značajnim povećanjem intenziteta procesa oslobađanja od menadžmenta, koji se stalno sistematizuju i pojednostavljuju kroz proceduralno obezbeđenje sadržaja i sleda aktivnosti, kroz automatizovane metode, mrežne sisteme (logikom 4.
LL@(2455) Conclusion The recent research into comparative management has come to the conclusion that it is necessary to combine the techniques into new methods, and even methods into new leadership and management systems, with a view of attaining an increased efficacy of management. => Zaključak Skorija istraživanja u menadžmentu ukazuju da je neophodno kombinovati navedene tehnike u nove metode, i čak metode u nove sisteme menadžmenta i liderstva, s ciljem da se zadrži rastuća efikasnost menadžmenta.
LL@(2456) All the broad classes of methods are ever more frequently structured in a relatively far-fetched, strained manner as aggregates of techniques, while the methods and the techniques are increasingly utilized in ever more diverse combinations by the managers, starting from the disadvantages of individual application of any method or technique, from the capacity of homogeneous ensembles of techniques grouped into methods of satisfying multifunctional managerial needs, up to the permanent desire of managers to achieve methodical and technical improvement or professionalization. monitoring the project are essential factors in the successful unfolding of the project; -the method of management on the product (MPPr) provides a novel, unexampled structure, of a three-dimensional type, adding to the two-functional, simultaneously hierarchical and functional structure, the structure of leading through the product; it has been generated by the variegated spectrum of a product manufactured by some organizations, and includes all the aspects concerning the product, all along its existence, from the concept stage up to the assimilation of a new one; the product manager intervenes in the information flows, in order to see to the conception and agree to the programs and the objectives of the product, by checking the production process, with a view to optimally using the factors of production; -the method of management through budgets (MPB) is a planning and control model specific to those activities where the objectives are especially financial, and so its form of expression is accountancy-related, i.e. by means of monetary units, the budgets being achieved starting from the principle of participation in construction and execution, of the realism of both the incomes and expenses recorded, as well as the principle of the flexible planning; -the method of management through results (MPR) is specific to the empiric managerial school, and represents an organized manner of obtaining certain results, as a consequence of the evolution and the leaders activity assessment, in the process of accomplishing some objectives; it rests on concrete reality, and turns to account the interdependence between results and efforts in order to ensure the efficiency of the activity, but also incurring the risk of failing to adjust to the changes that take place in social and economic life; hence, the method can be temporarily applied in efficient, powerful organizations, but is inadequate for those having technical and economic difficulties; -the method of management through systems (MPS) underlines the fact that the development of the big, modern organizations is similar to that of natural organisms, being accompanied, in a parallel, by a considerable increase in the volume of the management processes, which are permanently systematized and simplified through procedure-related provisions as to the content and succession of the activities, through automated methods, through networked systems (logically integrated schemes of activities and relations of precedence); -the method of collegial management (MC), or management centered on collaboration, is based on a REFERENCES Š1Ë Dulanović, @., Jaško, O (2007), Osnovi organizacije poslovnih sistema, Fakultet organizacionih nauka, Beograd, pp. 89. => Sve široke klase metoda su više nego ikada dosada strukturirane u relativno nelogične grupe, kao agregacije tehnika, dok se u praksi metode i tehnike sve više koriste u sve različitijim kombinacijama od strane menadžera, za šta razlozi polaze od mana pojedinačne primene bilo koje metode ili tehnike, preko kapaciteta homogenog skupa tehnika grupisanih u metode koje zadovoljavaju multifunkcionane potrebe menadžera, do stalne težnje menadžmenta da postignu metodsko i tehničko poboljšanje ili profesionalizaciju. integrisane sheme aktivnosti i relacija prioriteta); - kolegijalni metod, uslovno tako nazvan, kao metod menadžmenta je fokusiran na saradnju, baziran na dobro individualizovanom konceptu koji se tiče delegiranja autoriteta, i transformacije zaposlenih u saradnike, što stvara imperativ da, osim što im se dodeljuju zadaci, moraju im se dodeljivati i ovlašćenja za donošenje odluka; ovo je mešovita metoda, koja se ostvaruje simultano kroz sistem, ciljeve, rezultate ili proizvod. - metod menadžmenta preko inovacija karakteriše stalni napor obnavljanja organizacionih aktivnosti, uz očuvanje koraka sa zahtevima tržišta; posebna pažnja se obraća na podsticaje za uvođenje inovativnih ideja, jer osnovni moto organizacije koja primenjuje ovaj metod predstavlja novo i različito; - metod menadžmenta preko konsenzusa se postepeno ostvaruje u svim strukturama organizacije, centriran na grupno donošenje odluka, koje povećava efektivnost i materijalizuje se u visokom stepenu uključivanja zaposlenih u sve osnovne probleme organizacije, kao i ubrzani proces primene donesenih odluka, postajući primer modernog japanskog menadžmenta REFERENCES Š1Ë Dulanović, @., Jaško, O (2007), Osnovi organizacije poslovnih sistema, Fakultet organizacionih nauka, Beograd, pp. 89.
LL@(2457) Š2Ë Fayol, H., (1916) Administration industrielle et générale, Bulletin de la Société de lIndustrie Minérale, No. 10, 5-164. => Š2Ë Fayol, H., (1916) Administration industrielle et générale, Bulletin de la Société de lIndustrie Minérale, No. 10, 5-164. Š3Ë Petit, T., (1967) A Behavioral Theory of Management The Academy of Management Journal, Vol.
LL@(2458) Š3Ë Petit, T., (1967) A Behavioral Theory of Management The Academy of Management Journal, Vol. 10, No. 4, pp. 341. => 10, No. 4, pp. 341.
LL@(2459) Š4Ë Nicolescu, O., Verboncu, I., (1998), Profitul si decizia managerialã, Editura Tribuna Economicã, Bucuresti, pp. 38. => Š4Ë Nicolescu, O., Verboncu, I., (1998), Profitul si decizia managerialã, Editura Tribuna Economicã, Bucuresti, pp. 38.
LL@(2460) Š5Ë Dulanović, @., Jaško, O (2005), Organizaciona struktura i promene, Fakultet organizacionih nauka, Beograd, pp. 216. => Š5Ë Dulanović, @., Jaško, O (2005), Organizaciona struktura i promene, Fakultet organizacionih nauka, Beograd, pp. 216.
LL@(2461) Š6Ë Čudanov, M., (2007) Projektovanje organizacije i IKT, Zadužbina Andrejević, Beograd, pp. 27. => Š6Ë Čudanov, M., (2007) Projektovanje organizacije i IKT, Zadužbina Andrejević, Beograd, pp. 27.
LL@(2462) Š7Ë Puiu, A., (2004), Management analize si studii comparative, Editura Independenta Economicã, Pitesti, pp. 176-178. ~~~ Š8Ë Ruginã, A. M., (1992), Un miracol economic în România e încã posibil, Editura Porto-Franco, Galati, pp. 23-25 Š9Ë Odobleja, S., (1984), Introducere în logica rezonanâei, Editura Scrisul românesc, Craiova, pp. 45 Š10Ë Various authors, (2001), Dictionar de economie, editia a II-a, Editura Economicâ, Bucuresti, pp. 282-283 Š11Ë Dumitrescu, M., Altâr, M., Bran, P., Bârbulescu, C., Russu, C., Stolojan, Th., (1990), Enciclopedia conducerii întreprinderii, Editura Stiintifica si Enciclopedicâ, Bucuresti. => Š7Ë Puiu, A., (2004), Management analize si studii comparative, Editura Independenta Economicã, Pitesti, pp. 176-178. Š8Ë Ruginã, A. M., (1992), Un miracol economic în România e încã posibil, Editura Porto-Franco, Galati, pp. 23-25 Š9Ë Odobleja, S., (1984), Introducere în logica rezonanâei, Editura Scrisul românesc, Craiova, pp. 45 Š10Ë Various authors, (2001), Dictionar de economie, editia a II-a, Editura Economicã, Bucuresti, pp. 282-283 Š11Ë Dumitrescu, M., Altãr, M., Bran, P., Bãrbulescu, C., Russu, C., Stolojan, Th., (1990), Enciclopedia conducerii întreprinderii, Editura Stiintifica si Enciclopedicâ, Bucuresti.
LL@(2463) Š12Ë Sâvoiu G., (2007), Statistica. => Š12Ë Sâvoiu G., (2007), Statistica.
LL@(2464) Un mod stiintific de gândire, Editura Universitarâ, Bucuresti, pp.13,19-23. => Un mod stiintific de gândire, Editura Universitarâ, Bucuresti, pp.13,19-23.
LL@(2465) Value based target working capital level UDK 005.915 658.14/.17 Grzegorz Michalski1 The basic financial purpose of corporation is creation of its value. => Nivo ciljnog obrtnog kapitala zasnovan na vrednosti UDK 005.915 658.14/. ~~~ Grzegorz Michalski1 Stvaranje vrednosti predstavlja osnovni finansijski cilj svake korporacije.
LL@(2466) Liquidity management should also contribute to realization of this fundamental aim. => Ovom osnovnom cilju treba da doprinese i upravljanje likvidnošću.
LL@(2467) Many of the current asset management models that are found in financial management literature assume book profit maximization as the basic financial purpose. => Veliki broj današnjih modela upravljanja sredstvima (aktivom) na koje nailazimo u literaturi o finansijskom upravljanju polazi od stava da je osnovni finansijski cilj maksimizacija knjigovodstvene dobiti.
LL@(2468) These book profit-based models could be lacking in what relates to another aim (i.e., maximization of enterprise value). => Ovi modeli zasnovani na knjigovodstvenoj dobiti možda su uskraćeni za nešto što se vezuje za jedan drugi cilj (t.j., maksimizaciju vrednosti preduzeća).
LL@(2469) The corporate value creation strategy is executed with a focus on risk and uncertainty. => Strategija stvaranja korporativne vrednosti sprovodi se tako što se sve vreme imaju na umu rizik i neizvesnost.
LL@(2470) Firms hold cash for a variety of different reasons. => Firme čuvaju gotovinu iz različitih razloga.
LL@(2471) Generally, cash balances held in a firm can be called considered, precautionary, speculative, transactional and intentional. => Uopšteno govoreći, gotovina koju firma čuva u rezervi može se svrstati u unapred planiranu, onu koja se drži iz mera predostrožnosti, špekulacijsku, transakcionu i svrsishodnu.
LL@(2472) The first are the result of management anxieties. => Prvom tipu pripada gotovina koja se čuva zato što uprava odgovorno postupa.
LL@(2473) Managers fear the negative part of the risk and hold cash to hedge against it. => Menadžeri se plaše negativne strane rizika i drže gotovinu kako bi se zaštitili.
LL@(2474) Second, cash balances are held to use chances that are created by the positive part of the risk equation. => Na drugom mestu je gotovina koja služi da se iskoristi prilika nastala na pozitivnoj strani jednačine rizika.
LL@(2475) Next, cash balances are the result of the operating needs of the firm. => Onda, ova gotovina je izraz operativnih potreba firme.
LL@(2476) In this article, we analyse the relation between these types of cash balances and risk. => U ovom radu analiziramo odnos između ovih tipova gotovine i rizika.
LL@(2477) This article presents the discussion about relations between firms net working investment policy and as result operating cash balances and firms value. => Stoga ovaj rad predstavlja diskusiju o odnosima između firmine politike neto obrtnih investicija i operativne gotovine koja iz nje proizilazi, s jedne strane, i vrednosti firme, s druge strane.
LL@(2478) This article also contains propositions for marking levels of precautionary cash balances and speculative cash balances. => U ovom radu takođe dajemo neke predloge kako određivati nivoe gotovine u svrhe predostrožnosti i špekulacijske gotovine.
LL@(2479) Application of these propositions should help managers to make better decisions to maximize the value of a firm. ~~~ 1. => Primenom ovih predloga menadžeri će biti u mogućnosti da donesu bolje odluke o tome kako da maksimizuju vrednost firme. 1.
LL@(2480) Introduction Corporate cash management depends on demands for cash in a firm. => Uvod Upravljanje gotovinom u korporacijama zavisi od potražnje za gotovinom u firmi.
LL@(2481) The aim of cash management is such that limiting cash levels in the firm maximizes owner wealth. => Cilj upravljanja gotovinom jeste da se putem ograničavanja nivoa gotovine u firmi maksimizuje bogatstvo vlasnika.
LL@(2482) Cash levels must be maintained so as to optimize the balance between costs of holding cash and the costs of insufficient cash. => Nivo gotovine mora se održavati tako da se postigne optimalna ravnoteža između troškova držanja gotovine i troškova nedovoljne gotovine.
LL@(2483) The type and the size of these costs are partly specific to the financial strategy of the firm. => Tip i obim ovih troškova relativno su specifični za strategiju svake firme posebno.
LL@(2484) In addition, cash management influences firm value, because its cash investment levels entail the rise of alternative costs, which are affected by net working capital levels. => Pored toga, upravljanje gotovinom utiče na vrednost firme, pošto nivoi njenih gotovinskih investicija podrazumevaju i porast alternativnih troškova, na koje utiče nivo neto obrtnog kapitala.
LL@(2485) Both the rise and fall of net working capital levels require the balancing of future free cash flows, and in turn, result in firm valuation changes. => I porast i pad nivoa neto obrtnog kapitala zahteva da se izbalansiraju budući slobodni gotovinski tokovi, a to sa svoje strane ima za posledicu promene u vrednovanju firme.
LL@(2486) Liquidity management requires that a sufficient balance of cash and other working capital assets - receivables and inventories should be ensured2. ~~~ If the level of liquid assets is not adequate, it enhances the companys operating risk loss of liquidity. => Upravljanje likvidnošću zahteva da se obezbedi zadovoljavajuća ravnoteža gotovine i drugih oblika obrtnog kapitala potraživanja i zaliha.2 Ako je nivo tekućih sredstava neadekvatan, pojačaće se operativni rizik kompanije gubitak likvidnosti.
LL@(2487) Maintenance of working capital assets generates costs, thus affecting the companys profitability. => Održavanje sredstava obrtnog kapitala iziskuje troškove, a to utiče na profitabilnost kompanije.
LL@(2488) The problem of this paper is how liquidity can be combined with profitability. => Problem kojim se bavimo u ovom radu jeste kako se likvidnost može kombinovati sa profitabilnošću.
LL@(2489) If the level of liquid assets is too low, then a company may encounter problems with timely repayment of its liabilities, while discouraging clients by an excessively restrictive approach to recovery of receivables or shortages in the offered range of goods. => Ukoliko je nivo tekućih sredstava isuviše nizak, kompanija može da ima probleme u vezi sa pravovremenim plaćanjem svojih obaveza, a istovremeno će krajnje restriktivnim pristupom naplati potraživanja ili smanjenim asortimanom robe odbijati klijente.
LL@(2490) Therefore, the level of liquid assets cannot be too low. => Stoga nivo tekućih sredstava ne treba da bude nizak.
LL@(2491) Fig. 1. => Slika 1.
LL@(2492) Liquidity level vs. profitability source: own study. ~~~ At the same time (as we can see at fig. 1), surplus liquid assets may negatively affect the companys profitability. => Nivo likvidnosti u odnosu na profitabilnost Profitabilnost Izvor: autorova studija Nivo likvidnosti Istovremeno (kako vidimo na slici 1), višak tekućih sredstava može da ima negativni uticaj na profitabilnost kompanije.
LL@(2493) This is because upon exceeding the necessary level of liquid assets, their surpluses, when the market risk remains stable, become a source of ineffective utilisation of resources. => Ovo stoga što kad se prevaziđe neophodni nivo tekućih sredstava, a u slučajevima kada tržišni rizik ostane stabilan, njihovi viškovi uzrokuju upotrebu resursa koja nema efekta. 1 Grzegorz Michalski PhD, Wroclaw University of Economics, Department of Corporate Finance and Value Management, ul. Komandorska 118/120, pok. 1-Z (KFPiZW), PL53-345 Wroclaw, Poland, Grzegorz.
LL@(2494)  => Michalski¿ue.wroc.pl; http://michalskig.ue.wroc.pl/ 2 Graham J.E., Firm Value and Optimal Level of Liquidity, Garland, New York 2001, pp. 4-6.
LL@(2495) Along with an increased risk of the companys daily operations, you should increase the level of liquid assets to exceed the required levels as this will protect your company against negative consequences of unavailable liquid assets. => Uporedo sa povećanim rizikom u svakodnevnom poslovanju kompanije treba povećati nivo tekućih sredstava, pošto će se na ovaj način kompanija zaštititi od negativnih posledica proizašlih iz nedostupnosti tekućih sredstava.
LL@(2496) It is possible to measure profitability of liquidity management decision in two ways. => Profitabilnost odluka u upravljanju likvidnošću moguće je meriti na dva načina.
LL@(2497) Firstly, it is possible to check how it affects the net profit and its relation to equity, total assets, or anoth 1 Grzegorz Michalski PhD, Wroclaw University of Economics, Department of Corporate Finance and Value Management, ul. ~~~ Komandorska 118/120, pok. => Prvo, moguće je proveriti kako odluka utiče na čist profit i njegov odnos prema akcijskom kapitalu, ukupnim sredstvima ili nekom drugom delu aktive.
LL@(2498) 1-Z (KFPiZW), PL53-345 Wroclaw, Poland, Grzegorz.Michalski¿ue.wroc.pl; http://michalskig.ue.wroc.pl/ 2 Graham J.E., Firm Value and Optimal Level of Liquidity, Garland, New York 2001, pp. 4-6. er item of assets. => 
LL@(2499) Secondly, it is possible to assess profitability in relation to value of the company. => Drugo, moguće je ocenjivati profitabilnost u odnosu na vrednost kompanije.
LL@(2500) Individual elements influencing liquidity management decisions affect the level of free cash flows to firm (FCFF) and thus the value of the company. => Pojedinačni elementi koji utiču na odlučivanje u upravljanju likvidnošću utiču na nivo slobodnih gotovinskih tokova prema firmi (FCFF), a stoga i na vrednost kompanije.
LL@(2501) Let us assume that the company is faced with a decision regarding the level of liquid assets. => Pretpostavimo da kompanija treba da donese odluku u vezi sa nivoom tekućih sredstava.
LL@(2502) As we know, a higher debtors turnover ratio and inventory turnover ratio (resulting from a more liberal approach to granting a trade credit for the purchasers and offering a shorter turnaround on clients orders) will be accompanied by more sales (larger cash revenues) but also higher costs. => Kao što znamo, viši koeficijent dužničkog obrta i viši koeficijent obrta zaliha (koji su posledica liberalnijeg pristupa u odobravanju potrošačkih kredita i ponude povraćaja po porudžbinama) pratiće i veći obim prodaje (veći povraćaj gotovine), ali i veći troškovi.
LL@(2503) Fig. 2. => Slika 2.
LL@(2504) Liquid assets influence on value of the corporation where FCFF = free cash flows to firm; ∆NWC = net working capital growth; k = cost of the capital financing the corporation; and t = the forecasted lifetime of the corporation and time to generate single FCFF. => Uticaj tekućih sredstava na vrednost korporacije gde je FCFF = slobodni gotovinski tokovi do firme; ∆NWC = rast neto obrtnog kapitala; k = cena kapitala kojim se finansira korporacija; a t = predviđeno trajanje korporacije i vreme da se generiše jedan FCFF.
LL@(2505) Source: own study. ~~~ Profitability measured by ROE indicates that medium liquidity level is optimal. => Izvor: autorova studija Profitabilnost merena putem ROE ukazuje da je optimalni nivo - nivo srednje likvidnosti.
LL@(2506) Similar results will be achieved if estimating influence on the companys value (see fig. 2.). => Slični rezultati će se dobiti kao se ocenjuje uticaj na vrednost kompanije (videti sliku 2).
LL@(2507) Again, the optimal variant was one that assumed a medium liquidity level as applying such level of liquidity ensures potentially the highest increase in the companys value measured by ∆V. ~~~ If the level of liquid assets is too low, it downsizes the sales thus discouraging clients with an overly restrictive trade credit policy. => Opet, optimalna varijanta bila je ona koja je pošla od nivoa srednje likvidnosti, pošto primena takvog nivoa likvidnosti potencijalno obezbeđuje najviši porast vrednosti kompanije mereno ∆V. Ukoliko je nivo tekućih sredstava suviše nizak, umanjiće prodaju i na taj način će preterano restriktivnom trgovinskom kreditnom politikom obeshrabriti klijente.
LL@(2508) On the other hand, excessive exposure to liquid assets under the high level of liquid assets variant generated higher sales revenues than under the medium variant, but at the same time the positive result of increase in the sales volumes has been offset by high level of generated costs. => S druge strane, prevelika izloženost tekućim sredstvima u varijanti visokog nivoa likvidne aktive dovodila je do većeg povraćaja od prodaje nego u uslovima srednje varijante, ali je istovremeno pozitivni rezultat povećanja obima prodaje ublažen visokim nivoom izazvanih troškova.
LL@(2509) If the advantages of holding cash at a chosen level are greater than the influence of the alternative costs of holding cash, thereby increasing net working capital, then firms value will also increase. => Ako su prednosti držanja gotovine na izabranom nivou veće nego uticaj alternativnih troškova držanja gotovine, pri čemu se povećava neto obrtni kapital, onda će se povećati i vrednost firme.
LL@(2510) The net working capital (current assets less current liabilities) results from lack of synchronization of the formal rising receipts and the real cash receipts from each sale. => Neto obrtni kapital (tekuća aktiva umanjena za tekuću pasivu) posledica je nepostojanja sinhronizacije formalnih sve viših prihodovanja i stvarnih gotovinskih prihodovanja od svake prodaje.
LL@(2511) Net working capital also results from divergence during time of rising costs and time, from the real outflow of cash when a firm pays its accounts payable. => Neto obrtni kapital takođe proizilazi iz odstupanja u vremenu rastućih troškova u odnosu na vreme od stvarnog odliva gotovine kada firma plaća dospele račune.
LL@(2512) NWC = CA − CL = AAR + ZAP + G − AAP (1) Where: NWC = Net Working Capital, CA = Current Assets, CL = Current Liabilities, AAR = Accounts Receivables, ZAP = Inventory, G = Cash and Cash Equivalents, AAP = Accounts Payables. => NWC = CA − CL = AAR + ZAP + G − AAP (1) Gde je: ~~~ NWC = čist obrtni kapital, CA = tekuća aktiva, CL = tekuća pasiva, AAR = potraživanja, ZAP = zalihe, G = gotovina i ekvivalenti gotovine, AAP = tekuće obaveze.
LL@(2513) When marking free cash flows, cash possession and increased net working capital is the direct result of amounts of cash allocated for investment in net working capital allocation. => Kada se određuju slobodni gotovinski tokovi, posedovanje gotovine i uvećani čist obrtni kapital predstavljaju neposrednu posledicu količine gotovinskih sredstava opredeljenih u investiranje prilikom opredeljivanja neto obrtnog kapitala.
LL@(2514) If an increase of net working capital is positive, then we allocate more money for net working capital purposes and thereby decrease future free cash flow. => Ukoliko je porast neto obrtnog kapitala pozitivan, onda veću količinu novca opredeljujemo u svrhe neto obrtnog kapitala i time umanjujemo buduće slobodne gotovinske tokove.
LL@(2515) It is important to determine how changes in cash levels change a firms value. => Važno je da se odredi kako promene u nivou gotovine utiču na promene vrednosti firme.
LL@(2516) Accordingly, we use equation, based on the premise that a firms value is the sum of its discounted future free cash flows to the firm. ∆ V p = n ∑ = t ∆ FFCF t ( ) + t k , (2) Where: ∆Vp = Firm Value Growth, ∆FCFFt = Future Free Cash Flow to Firm Growth in Period t, k = Discount Rate3. => Stoga koristimo jednačinu koja se zasniva na pretpostavci da je verdnost firme jednaka zbiru umanjenih budućih slobodnih gotovinskih tokova usmerenih ka firmi. ∆ V p = n ∑ = t ∆ FFCF t ( ) + t k , (2) Gde je: ∆Vp = rast vrednosti firme, ∆FCFFt = budući slobodni gotovinski tokovi u rastu firme u periodu t, k = diskontna stopa3. t WD − = t − FC ( CR Budući slobodni gotovinski tok imamo u obliku:
LL@(2517) Future free cash flow we have as: FCFF t = ( CR t − FC WD − VC t − NCE ) −× 1( + T ) NCE ∆− NWC t − Capex t (3) Where: CRt = Cash Revenues on Sales, FCWD = Fixed Costs, VCt = Variable Costs in Time t, NCE = Non Cash Expeses (i.e. Depreciation), T = Effective Tax Rate, DNWC = Net Working Capital Growth, Capex = Operational Investments Growth. => FCFF T Gde je: ~~~ CRt = gotovinski povraćaj od prodaje, FCWD = fiksni troškovi, VCt = varijabilni troškovi u vremenu t, NCE = negotovinski troškovi (na primer, amortizacija), T = efektivna poreska stopa, DNWC = rast neto obrtnog kapitala, Capex = rast poslovnih investicija. ) −× 1( Capex NWC NCE NCE − VC t − t ∆− + ) t (3) Promene u nivou gotovine koja se čuva iz mera predostrožnosti utiču i na nivoe neto obrtnog kapitala, kao i na nivo operativnih troškova upravljanja gotovinom u firmi.
LL@(2518) Changes in precautionary cash levels affect the net working capital levels and as well the level of operating costs of cash management in a firm. => Postoje tri osnovna razloga što kompanije ulažu u gotovinske rezerve: tencijalnih negativnih posledica rizika, a to su neočekivani, negativni gotovinski bilansi koji mogu da nastanu zbog kašnjenja u naplati prispelih dugovanja firmi ili kašnjenja u prikupljanju drugih očekivanih sredstava.
LL@(2519) Companies invest in cash reserves for three basic reasons: First, firms are guided by transactional and intentional motives resulting from the need to ensure sufficient capital to cover payments customarily made by the company. => Prvo, firme se rukovode transakcionim i intencionim motivima koji proizilaze iz potrebe da se obezbedi dovoljan kapital da se pokriju uobičajeni troškovi kompanije.
LL@(2520) A firm retains transactional cash to ensure regular payments to vendors for its costs of materials and raw materials for production. => Firma zadržava transakciona gotovinska sredstva da bi obezbedila redovne isplate prodavcima za troškove materijala i sirovina za proizvodnju koju vrši.
LL@(2521) As well, a firm retains intentional cash for tax, social insurance and other known non-transactional payment purposes. => Isto tako, firma zadržava intenciona gotovinska sredstva u svrhu plaćanja poreza, socijalnog osiguranja i drugih poznatih isplata netransakcione prirode.
LL@(2522) Second, firms have precautionary motives to invest in cash reserves in order to protect the company from the potential negative consequences of risk, which are unexpected, negative cash balances that can occur as a result of delays in accounts receivable collection or delays in receiving other expected monies. => Drugo, firme investiraju u gotovinske rezerve iz razloga predostrožnosti, da bi zaštitile kompaniju od po Treće, kompanije imaju i špekulacijske motive4 da zadrže gotovinske rezerve. [pekulacijska gotovina omogućava firmi da iskoristi pozitivnu stranu jednačine rizika5 u svoju korist.
LL@(2523) Third, companies have speculative motives4 to retain cash reserves. => Kompanije drže ovakvu gotovinu da bi zadržale mogućnost da kupe sredstva po ina za proizvodnju koju vrši.
LL@(2524) Speculative cash makes it possible for the firm to use the positive part of the risk5 equation to its benefit. => Isto tako, firma zadržava intenciona gotovinska sredstva u svrhu plaćanja poreza, socijalnog osiguranja i drugih poznatih isplata netransakcione prirode.
LL@(2525) Companies hold speculative cash to retain the possibility of purchasing assets at exceptionally attractive prices. => Drugo, firme investiraju u gotovinske rezerve iz razloga predostrožnosposebno povoljnim cenama. ~~~ Slika 3:
LL@(2526) Figure 3: Reasons for Holding Cash by Companies and Their Relation to the Risk. => Razlozi iz kojih kompanije čuvaju gotovinu i njihov odnos prema riziku.
LL@(2527) Source: own study 3 To estimate changes in cash management, we accept discount rate equal to the average weighed cost of capital (WACC). => POSLOVNI RIZIK FINANSIJSKI RIZIK TRANSAKCIONA & INTENCIONALNA GOTOVINSKA SREDSTVA GOTOVINSKA SREDSTVA U SVRHE PREDOSTROŽNOSTI ŠPEKULACIJSKI KAPITAL Izvor: autorova studija 3 Da bi se ocenile promene u upravljanju gotovinskim sredstvima, prihvatamo diskontnu stopu jednaku prosečnoj ceni kapitala (WACC).
LL@(2528) Such changes and their results are strategic and long term, although they refer to cash and short term area decisions ŠT.S. Maness 1998, s. => Takve promene i njihove posledice su strateške prirode i dugotrajne su, iako se odnose na gotovinu i kratkoročne odluke ŠT.
LL@(2529) 62-63Ë. 4 ŠM.H. Miller 1966, s. => S. Maness 1998, str. 62-63Ë 4 ŠM.
LL@(2530) 417-418Ë. 5 We define risk as the probability of obtaining a different effect than anticipated. => H. Miller 1966, s. 417-418Ë. 5 Rizik definišemo kao verovatnoću da će efekat biti drugačiji od očekivanog.
LL@(2531) Companies hold speculative cash to benefit from chance. => Kompanije čuvaju špekulacijska gotovinska sredstva da bi iskoristile povoljnu priliku.
LL@(2532) Chance is the positive part of the risk equation, or the probability of obtaining an effect that is better than anticipated. ~~~ 2. => Ova pripartment of Corporate Finance and Value Management, ul. Komandorska 118/120, pok. 1-Z (KFPiZW), PL53-345 Wroclaw, Poland 2.
LL@(2533) Value based strategy in working capital management The issue discussed here attempts to address the question of which net working capital management strategy should be applied to bring the best results for a specific type of business. => 
LL@(2534) Financial decisions of a company always focus on selecting the anticipated level of benefits in conditions of risk and uncertainty. => Strategija upravljanja kapitalom zasnovana na vrednosti vrednosti Tema o kojoj ovde raspravljma rizika i neizvesnosti.
LL@(2535) Decisions regarding net working capital management strategy, whether focused on assets (strategy of investing in the net working capital) or liabilities (strategy of financing the net working capital), affect free cash flows and the cost of capital financing the company. => Odluke koje se tiču strategije upravljanja neto obrtnim kapitalom, bez obzira da li se fokusiraju na aktivu (strategija investiranja u neto obrtni kapital) ili na pasivu (strategija finansiranja neto obrtnog kapitala), utiču na slobodne gotovinske tokove i cenu kapitala kojim se kompanija finansira.
LL@(2536) The principle of separating financial decisions from operating decisions, i.e. separating consequences of operations from changes in the capital structure, calls for a need to take the net working capital management decision first focusing on assets (it affects free cash flows to the company) and then on liabilities (it affects the structure and cost of capital used for financing the company). => Princip razdvajanja finansijskih odluka od operativnih odluka, t.j., odvajanja posledica operacija od promena u strukturi kapitala, zahteva da se odluka u upravljanju neto obrtnim kapitalom donese tako što se prvo fokusira na aktivu (ona utiče na gotovinske tokove prema kompaniji) a onda na pasivu (ona utiče na strukturu i cenu kapitala kojim se finansira kompanija).
LL@(2537) Management of net working capital aimed at creation of value of the company. => Upravljanje neto obrtnim kapitalom ima za cilj da stvori vrednost kompanije.
LL@(2538) If the benefits of maintaining net working capital at the level determined by the company outweigh the negative influence of the alternative cost of such maintenance, then an increase in net worth of the company will be reported. => Ukoliko koristi od upravljanja neto obrtnim kapitalom na nivou koji je odredila kompanija budu veće od negativnih uticaja alternativnih troškova takvog upravljanja, onda se može potvrditi porast neto vrednosti kompanije.
LL@(2539) Interesting from our point of view, determined by the need to obtain the main objective of the companys financials management, is how a change in the net working capital level may impact the value of the company. => Sa naše tačke gledišta, određene potrebom da se postigne glavni cilj finansijskog upravljanja kompanijom, interesantno je kako promena nivoa neto obrtnog kapitala utiče na vrednost kompanije.
LL@(2540) Net working capital is, most generally, the portion of current assets financed with permanent funds. => Neto obrtni kapital je, uopšteno posmatrano, deo tekuće aktive koja se finansira iz stalnih fondova.
LL@(2541) The net working capital is a difference between current assets and current liabilities or a difference between permanent liabilities and permanent assets. => Neto obrtni kapital predstavlja razliku između tekuće aktive i tekuće pasive, odnosno razliku između stalne pasive i stalne aktive.
LL@(2542) It is a consequence of dichotomy between the formal origination of the sales revenue and the actual inflow of funds from recovery of receivables and different times when costs are originated and when the funds covering the liabilities are actually paid out. => On predstavlja posledicu nesklada između formalnih izvora prihoda od prodaje i stvarnog priliva fondova u okviru naplate potraživanja i različitih momenata u kojima su troškovi nastali i kada su isplaćena sredstva kojima se pokrivaju obaveze.
LL@(2543) When estimating free cash flows, maintaining and increasing net working capital means that the funds earmarked for raising that capital are tied. => Kada se vrši procena slobodnih gotovinskih tokova, održavanje i uvećavanje neto obrtnog kapitala znači da su sredstva namenjena prikupljanju kapitala vezana.
LL@(2544) If the increase is positive, it means ever higher exposure of funds, which reduces free cash flows for the corporation. => Ukoliko je porast pozitivan, to će značiti još veću izloženost (ranjivost) fondova, čime se korporaciji smanjuju slobodni gotovinski tokovi.
LL@(2545) An increase in production usually means the need to boost inventories, receivables, and cash assets. => Povećanje proizvodnje obično znači potrebu da se povećaju zalihe, računi za naplatu i gotovinska sredstva.
LL@(2546) A portion of this increase will be most probably financed with current liabilities (which are also usually automatically up along with increased production volumes). => Deo ovog porasta najverovatnije će se finansirati iz tekuće pasive (koja se takođe obično automatski povećava uporedo sa povećanjem obima proizvodnje).
LL@(2547) The remaining part (indicated as an increase in net working capital) will need an alternative source of financing. => Preostali deo (koji se definiše kao porast neto obrtnog kapitala) zahtevaće finansiranje iz nekog alternativnog izvora finansiranja.
LL@(2548) Current asset financing policies are driven by the manner of financing current assets. => Važeća politika finansiranja tekuće aktive rukovodi se načinom finansiranja tekućih sredstava.
LL@(2549) Any changes to the selected current asset financing policy affect the cost of capital but do not impact the level of free cash flows. => Svaka promena u odnosu na izabranu politiku finansiranja tekuće aktive utiče na cenu kapitala, ali ne i na nivo slobodnih gotovinskih tokova.
LL@(2550) The company can choose one of the three policies: a) an aggressive policy whereby a major portion of the companys fixed demand and the entirety of its volatile demand for financing current assets is satisfied with short-term financing. => Kompanija ima na raspolaganju jednu od tri politike: a) agresivnu politiku kojom se najveći deo fiksne potražnje kompanije i ukupna promenljiva potražnja za finansiranje tekuće aktive zadovoljava kratkoročnim finansiranjem.
LL@(2551) Fig. 4. => Slika 4:
LL@(2552) Aggressive strategy Source: own study b) a moderate policy aiming to adjust the period when financing is needed to the period when the company requires given assets. => Agresivna strategija Izvor: autorova studija b) umerenu politiku čiji je cilj da prilagodi u kojem je potrebno finansiranje periodu u kojem kompanija potražuje datu aktivu.
LL@(2553) As a result of such approach, a fixed portion of current assets is financed with longterm funds, while the volatile portion of these assets is financed with short-term funds. c) a conservative policy whereby both fixed and volatile levels of current assets are maintained with long-term financing. => Posledica ovakvog pristupa jeste da se fiksni deo tekuće aktive finansira iz dugoročnih fondova, dok se promenljivi deo aktive finansira iz kratkoročnih fondova. c) konzervativnu politiku kojom se finansiranje i fiksne i promenljive tekuće aktive vrši u vidu dugoročnog finansiranja.
LL@(2554) Fig. 5. => Slika 5.
LL@(2555) Conservative strategy Source: own study The aggressive policy will most probably mean the highest increase in the net worth of the company. => Konzervativna strategija Izvor: autorova studija Agresivna politika će najverovatnije podrazumevati najveći rast neto vrednosti kompanije.
LL@(2556) However, this result is not that obvious. => Ipak, ovaj rezultat nije baš toliko očigledan.
LL@(2557) This is because an increase in financing with an external short-term capital and a decrease in financing with an external long-term capital (namely shifting from conservative to aggressive policy of financing current assets) means enhanced risk level. => Ovo stoga što rast finansiranja pomoću eksternog kratkoročnog kapitala i smanjenje finansiranja putem eksternog dugoročnog kapitala (u stvari prelaz sa konzervativne na agresivnu politiku finansiranja tekuće aktive) znači povećan nivo rizika.
LL@(2558) Such increased risk level should be reflected in an increased cost of own capital. => Tako povećan nivo rizika trebalo bi da se pokaže u vidu povećane cene sopstvenog kapitala.
LL@(2559) This stems from increased costs of financial difficulties. => Ovo proizilazi iz povećane cene finansijskih teškoća.
LL@(2560) The aggressive policy of financing current assets is the least favourable, considering an increased cost of own capital. => Agresivna politika finansiranja tekuće aktive je najnepovoljnija kad imamo na umu povećanu cenu sopstvenog kapitala.
LL@(2561) Policies regarding investments in current assets are applied by the company as measures determining amounts and structure of current assets. => Kompanija primenjuje različite oblike politike investiranja u tekuću aktivu kao mere kojima se određuju količine i struktura tekuće aktive.
LL@(2562) There are three major policies available: a) an aggressive policy whereby the level of tangible assets is minimised and a restrictive approach to merchant lending is applied. => Kompaniji su na raspolaganju tri glavna tipa politike: a) agresivna politika kojom se nivo materijalne aktive minimizira, a primenjuje se restriktivan pristup trgovačkog zajma.
LL@(2563) Minimising current assets results, on the one hand, in savings which later translate to higher free cash flows. => Ovakvo smanjivanje tekuće aktive s jedne strane ima za posledicu uštedu koja će se kasnije pokazati u okviru većih slobodnih gotovinskih tokova.
LL@(2564) On the other hand, insufficient level of current assets increases the operational risk. => S druge strane, nedovoljan nivo tekuće aktive povećava rizik poslovanja.
LL@(2565) Too low inventories may interrupt the production and sales process. => Suviše male zalihe mogu da izazovu prekid proizvodnje i prodaje.
LL@(2566) Insufficient level of receivables will most often lead to a restrictive merchant lending policy and, consequently, potentially lower sales revenue than in the case of a liberal merchant lending policy. => Nedovoljan nivo potraživanja načešće ima za posledicu restriktivnu politiku trgovačkih zajmova, i stoga, potencijalno niži priliv sredstava od prodaje nego u slučaju liberalne politike trgovačkog zajma.
LL@(2567) Insufficient transactional cash levels may disrupt settlement of liabilities and as a result negatively affect the companys reputation. b) a moderate policy whereby the level of current assets, and in particular inventories and cash, is held on an average level. c) a conservative policy whereby a high level of current assets (and especially inventories and cash) is maintained at the company and ensuring a high level of receivables by using a liberal trade creditors recovery policy. => Nedovoljni nivoi transakcionih gotovinskih sredstava mogu da dovedu do prekida u otplati dugovanja, a to će se negativno odraziti na ugled kompanije. b) umerena politika kojom se nivo tekuće aktive, a posebno zaliha i gotovinskih sredstava, održava u okviru proseka. c) konzervativna politika kojom se u kompaniji održava visok nivo tekuće aktive (a posebno zaliha i gotovinskih sredstava) i obezbeđuje se visok nivo naplate potraživanja primenom liberalne tržišne politike kojom se vraćaju kreditori.
LL@(2568) If the company aims at maximising ?V, it should select the aggressive policy. => Ako je cilj kompanije da maksimizuje ∆V, onda treba da se odluči za agresivnu politiku.
LL@(2569) However, similarly as in the preceding item, it is worth considering the relation between the risk increase and the cost of own capital (and probably also external capital). ~~~ The more aggressive the current asset investment policy, the higher risk. => Ipak, isto kao i u prethodnom slučaju, trebalo bi uzeti u obzir odnos između porasta rizika i cene sopstvenog kapitala (i verovatno takođe eksternog kapitala). [to je politika investiranja u tekuću aktivu agresivnija, veći je rizik.
LL@(2570) Higher risk, on the other hand, should be accompanied by higher costs of own capital and probably also external capital. => Veći rizik, s druge strane, trebalo bi da prati i skuplji sopstveni kapital, a verovatno i eksterni kapital.
LL@(2571) Changes of the policy, from conservative to aggressive, cause an increase in the cost of capital financing the companys operations due to enhancement of risk. => Promene politike, od konzervativne do agresivne, izazvaće porast cene kapitala kojim se finansira poslova nje kompanije, zato što je i rizik veći.
LL@(2572) It is possible that in specific circumstances, the risk may drive the cost of capital to such a high degree that the aggressive policy will be unfavourable. => U posebnim okolnostima rizik može da utiče na to da cena kapitala postane tako visoka da agresivna politika više ne predstavlja dobar izbor.
LL@(2573) In the discussed examples, the company should select a conservative current asset financing strategy and an aggressive current asset investment policy. => U primerima koje smo analizirali, kompanija bi trebalo da se opredeli za konzervativnu strategiju finansiranja tekuće aktive, a za agresivnu politiku investiranja u tekuću aktivu.
LL@(2574) The primary objective of financing the companys operations is to maximise the companys net worth. => Glavni cilj finansiranja poslovanja kompanije jeste da se maksimizuje njena neto vrednost.
LL@(2575) It can be estimated among others by totalling all the future free cash flows generated by the company, discounted with the cost of capital. => Ona se između ostalog može izračunati tako što se uzima zbir svih budućih slobodnih gotovinskih tokova koje kompanija stvara, i umanji se za cenu kapitala.
LL@(2576) Decisions regarding management of net working capital should also serve the purpose of achieving the primary objective, that is maximising the companys net worth. => Odluke u vezi sa upravljanjem neto obrtnim kapitalom takođe treba da doprinesu postizanju ovog glavnog cilja, t.j., maksimizaciji neto vrednosti kompanije.
LL@(2577) These decisions may impact both the level of free cash flows and the cost of capital used for financing the companys operations. => Ove odluke mogu da utiču kako na nivo slobodnih gotovinskih tokova, tako i na cenu kapitala koji se koristi za finansiranje poslovanja kompanije.
LL@(2578) The module discusses probably changes of the capital cost rate, resulting from changes in selection of the net working capital management policy and, consequently, the anticipated impact of such decisions on the companys net worth. => U ovom odeljku raspravljamo o verovatnim promenama stope cene kapitala koja proizilazi iz promena u izboru politike upravljanja neto obrtnim kapitalom i, stoga, o očekivanom uticaju ovakvih odluka na neto vrednost kompanije. 3.
LL@(2579) 3. ~~~ Value based strategy in cash management The most liquid current assets are cash balances. => Strategija upravljanja gotovinskim sredstvima zasnovana na vrednosti Većinu likvidne tekuće aktive predstavljaju gotovinski bilansi.
LL@(2580) The purpose of cash management is to determine the level of cash resources at the company so that it increases the wealth of the company owners. => Svrha upravljanja gotovinskim sredstvima jeste da se odredi nivo gotovinskih resursa u kompaniji tako da vlasnici zarade još veće bogatstvo.
LL@(2581) In other words, the objective is to maintain such level of cash resources at the company that is optimal from the point of view of tradeoff between the costs of maintaining cash balances against the costs of holding insufficient cash balances. => Drugim rečima, cilj je da se održi nivo gotovinskih resursa u kompaniji koji će biti optimalan sa tačke gledišta ravnoteže između troškova održavanja gotovinskih bilansa u odnosu na troškove držanja nedovoljnih gotovinskih bilansa.
LL@(2582) The type and amount of these costs is partially driven by the particular financial policy applied by the company. => Tip i visina ovih troškova delimično su uslovljeni posebnom finansijskom politikom koju kompanija primenjuje.
LL@(2583) Based on observation of current inflows and outflows of the company, it may be noticed that there are four basic situations at the company in terms of operational cash flows: 1. when future inflows and outflows are foreseeable and inflows exceed outflows, 2. when future inflows and outflows are foreseeable and outflows exceed inflows, 3. when future inflows and outflows are foreseeable but it is impossible to determine which are in excess of which, 4. when future inflows and outflows are not foresee able. => Na osnovu posmatranja tekućih priliva i odliva u kompaniji, u smislu operativnih gotovinskih tokova, mogu se zapaziti četiri osnovne situacije: ~~~ 1. kada se budući prilivi i odlivi mogu predvideti i kad prilivi premašuju odlive, 2. kada se budući prilivi i odlivi modu predvideti i kad odlivi premašuju prilive, 3. kada se budući prilivi i odlivi mogu predvideti, ali kada nije moguće odrediti koji su veći od kojih, 4. kada se budući prilivi i odlivi ne mogu predvideti.
LL@(2584) Depending on the type and volumes of inflows and outflows at the company, it is possible to select one of the four models of cash flow management. => U zavisnosti od tipa i obima priliva i odliva u kompaniji može se izabrati jedan od ova četiri modela upravljanja gotovinskim tokovima.
LL@(2585) It is certainly not necessary for only one of the above situa tions to prevail at the company. => Svakako da nije neophodno da u kompaniji preovladava samo jedna od navedenih situacija.
LL@(2586) The same business may have periods when inflows exceed outflows on a permanent basis, as well as periods when a reversed trend is noted or it is not possible to determine the trend. => U jednoj istoj firmi može da postoji period kada priliv nadmašuje odliv, i to na duže vreme, kao i period kada se zapaža obrnut proces ili da nije moguće odrediti pravac kretanja.
LL@(2587) It is similar in case of projecting future inflows and outflows. => Slično se događa i kada treba projektovati buduće prilive i odlive sredstava.
LL@(2588) It is possible that in some periods of time inflows and outflows can be projected without any major difficulty, while in other periods such projection is very hard or completely impossible. => U nekim periodima prilivi i odlivi mogu se projektovati bez ikakvih posebnih problema, dok je u drugim ovakav zadatak veoma težak ili ga je nemoguće izvršiti.
LL@(2589) Using information about future cash inflows and outflows, we are able to apply, for example, the Baumol model or the Beranek model. => Kad imamo na raspolaganju informacije o budućim prilivima i odlivima, možemo da primenimo, na primer, Baumol model ili Beranek model.
LL@(2590) If we anticipate that cash inflows are greater than outflows, we are able to use the Beranek model [W. Beranek 1963 also: F. C. Scherr 1989, pp. 131-132] to determine cash flow management within a firm. => Ako očekujemo da će priliv biti veći od odliva, možemo da koristimo Beranek model ŠW. ~~~ Beranek 1963 takođe: ~~~ F. C. Scherr 1989, pp. 131-132Ë da bismo odredili način upravljanja gotovinskim tokom u firmi.
LL@(2591) On the other hand, if we predict that cash outflows are greater than inflows we use Baumol model [W. Baumol 1952]. => S druge strane, ako predviđamo da će odliv gotovine biti veći od priliva, koristićemo Baumol model ŠW.
LL@(2592) When we cannot forecast longterm cash flows, for a period longer than approximately 14 days, we are able to use the Stone model [B. Stone 1972; T. W. Miller 1996] to determine cash flow management. => Baumol 1952Ë. ~~~ U slučajevima kada nismo u mogućnosti da predvidimo dugoročne gotovinske tokove, za periode duže od približno 14 dana, za određivanje tipa upravljanja gotovinskim tokovima možemo da koristimo Stone model [B. Stone 1972; T. W. Miller 1996].
LL@(2593) However, when we cannot predict future cash inflows and outflows at all, the Miller-Orr model6 can be used to determine cash flow management. => Ipak, kada uopšte ne možemo da predvidimo budući priliv i odliv, za određivanje tipa upravljanja gotovinskim tokovima na raspolaganju nam je Miller-Orr model6.
LL@(2594) According to the BAT model assumptions, the company receives both regular and periodic cash inflows, while it spends cash in an ongoing manner, at a fixed rate. => Prema postavkama BAT modela, kompanija ima i regularne i periodične prilive gotovine, a tu gotovinu troši prema prilici, u fiksnim stopama.
LL@(2595) At the time of receiving funds, the company earmarks a sufficient portion of these funds to cover its outflows. => U vreme kada sredstva pristižu, kompanija određuje dovoljan deo ovih sredstava kojima će pokriti odliv.
LL@(2596) This is performed until the next inflow of cash. => Ovo čini do narednog priliva gotovinskih sredstava.
LL@(2597) This model can be recommended in a situation when future inflows and outflows related to operations of the company can be foreseen and, at the same time, operational outflows exceed inflows. => Ovaj model se preporučuje u situacijama kada se budući priliv i odliv u vezi sa poslovanjem kompanije može predvideti i kad istovremeno operativni odliv prevazilazi priliv.
LL@(2598) The BAT model comprises two types of assets: cash and (external) marketable securities, which generate profit in the form of interest during each period. => BAT model obuhvata dva tipa sredstava: gotovinska i (eksterne) hartije od vrednosti kojima se može trgovati na berzi, a koje u svakom periodu stvaraju profit u obliku kamate.
LL@(2599) The BAT model has been developed for two reasons: in order to specify the optimal cash balance at the company and to suggest how the company managers should proceed to ensure optimal cash management. => Slika 6. BAT model BAT model je razvijen iz dva razloga: da bi se specifično odredio optimalni gotovinski bilans u kompaniji i da bi se preporučilo menadžerima kako da postupaju da bi obezbedili optimalni gotovinski bilans.
LL@(2600) The company which decides to follow recommendations regarding cash management, arising from the BAT model, determines an optimal cash level C* bau. => Kompanija koja postupi po preporukama BAT modela u vezi sa upravljanjem gotovinskim sredstvima određuje optimalni nivo gotovinskih sredstava C* bau.
LL@(2601) It stems from the BAT model that when cash is spent, the company should secure cash from nonoperational sources of cash. => Iz BAT modela proizilazi da, kad se potroši gotovina, kompanija treba da obezbedi gotovinu iz neoperativnih izvora gotovinskih sredstava.
LL@(2602) Most often, this means that it should sell (external) securities, close the held deposit, and/or raise a short-term loan. => U najvećem broju slučajeva ovo znači da treba da proda (eksterne) hartije od vrednosti, zatvori depozit koji je čuvala i/ili podigne kratkoročni zajam.
LL@(2603) The total amount of raised funds should be in each event twice as high as an average cash balance. => Ukupna suma prikupljenih sredstava u svakom slučaju treba da iznosi dvostruko više od prosečnog gotovinskog bilansa.
LL@(2604) The ratio of the total demand for cash in a given period and one transfer, provides information on how many such operations must be performed during the year. => Iz odnosa ukupne potražnje za gotovinom u nekom periodu i jednog transfera može se zaključiti koliko takvih operacija mora da se izvede u toku godine.
LL@(2605) It is clear that if conditions, which enable application of the BAT model, have existed at the company for less than one year, then shorter periods should be taken into account. => Jasno, ako okolnosti koje omogućavaju primenu BAT modela preovladavaju u kompaniji u periodu kraćem od godinu dana, onda treba uzeti u obzir kraće periode vremena.
LL@(2606) Fig 7. => Slika 7.
LL@(2607) Beranek model Source: own study The basic assumption of the Miller-Orr model is that changes in cash balance at the company are unforeseeable. => Beranek model Izvor: autorova studija Osnovna postavka Miller-Orr modela je da se promene gotovinskih bilansa u kompaniji ne mogu predvideti.
LL@(2608) The company managers react automatically when cash balance equals either the upper or lower level. => Menadžeri kompanije reaguju automatski kad se gotovinski tok poklopi sa gornjim ili donjim nivoom.
LL@(2609) This model is presented in the figure. => Ovaj model predstavljamo i na slici.
LL@(2610) Fig 6. => Slika.
LL@(2611) BAT model Fig. 8. => 8.
LL@(2612) Miller-Orr Model Source: P. J. Beehler, Contemporary Cash Management, J. Willey & Sons, New York 1978, p. 193. => Miller-Orr Model Izvor:
LL@(2613) Source: P. J. Beehler, Contemporary Cash Management, J. Willey & Sons, New York 1978, p. 191. => P. J. Beehler, Contemporary Cash Management, J. Willey & Sons, New York 1978, str. 191.
LL@(2614) 6 ŠM. => 6 ŠM.
LL@(2615) H. Miller 1984Ë also: ŠG. => H. Miller 1984Ë also: ~~~ ŠG.
LL@(2616)  => Michalski 2005Ë. izvor:
LL@(2617) Michalski 2005Ë. Reacting to the situation when the cash balance at the company reaches the upper or lower limit, the management board buys or sells (external) short-term securities, opens or closes short-term deposits and/or repays or raises a short-term loan in order to restore the *. target cash balance Cmo This model is used traditionally in such a manner that the management board of the company first specifies the lower limit of cash L that it finds acceptable. ~~~ This value is specified subjectively based on experience of the company managers. => P. J. Beehler, Contemporary Cash Management, J. Willey & Sons, New York 1978, str. 193. ~~~ Upravni odbor reaguje na situaciju kada se gotovinski tok u kompaniji približi gornjoj ili donjoj granici tako što kupuje ili prodaje (eksterne) kratkoročne hartije od vrednosti, otvara ili zatvara kratkoročne depozite i/ili otplaćuje ili podiže kratkoročni zajam, a sve u ci*. lju da povrati ciljni gotovinski bilans Cmo Ovaj model se tradicionalno primenjuje tako što upravni odbor kompanije prvo definiše prihvatljivi donji gotovinski limit L. Ova vrednost je subjektivno definisana, a odluka je zasnovana na iskustvu menadžera kompanije.
LL@(2618) As in a sense it is a minimum level of cash balance, it depends on such factors as availability of the companys access to external financing sources. => Pošto u određenom smislu predstavlja najniži nivo gotovinskog bilansa, ta vrednost zavisi od faktora kao što su mogućnost da kompanija pristupi spoljnim izvorima finansiranja.
LL@(2619) If in the opinion of the management board members this access is easy and relatively inexpensive, liquidity at the company is lower and L can be set on a relatively low level. => Ako je po mišljenju članova upravnog odbora ovaj pristup lak i relativno jeftin, likvidnost u kompaniji je niža i L se može postaviti na relativno nizak nivo.
LL@(2620) The Miller-Orr model assumes that the target cash balance C* depends on the (alternative) costs of holding funds, costs of cash shortages (transfer) and variants of cash flows during the considered period (this period must equal the period for which an interest rate has been set). => Miller-Orr model polazi od pretpostavke da ciljni gotovinski bilans C* zavisi od (alternativnih) troškova držanja sredstava, troškova izazvanih nedostatkom gotovine (transfera) i varijanti gotovinskih tokova tokom posmatranog perioda (ovaj period mora da bude jednak periodu za koji je određena kamatna stopa).
LL@(2621) The level of variance of cash flows during the analysed period is best determined based on historic data. => Nivo varijancije gotovinskih tokova tokom analiziranog perioda najbolje se određuje na osnovu podataka iz prethodnih perioda.
LL@(2622) The target cash balance according to the Miller-Orr model is calculated based on the formula for C*mo: In this model, after setting the target cash balance C* mo the upper limit U* is determined as a difference between triple target cash balance and double lower control limit. => Prema Miller-Orr modelu, ciljni gotovinski bilans izračunava se na osnovu formule za C*mo: ~~~ Po ovom modelu, pošto se odredi ciljni gotovinski bilans C*mo, gornji limit U* se određuje kao razlika između trostruke vrednosti ciljnog gotovinskog bilansa i dvostrukog najnižeg kontrolnog limita.
LL@(2623) The Stone model is a modification of the Miller-Orr model for the conditions when the company can forecast cash inflows and outflows in a few-day perspective. => Stone model predstavlja modifikaciju Miller-Orr modela u uslovima kada kompanija može da predvidi priliv i odliv gotovinskih sredstava u rokovima od dandva.
LL@(2624) Similarly to the Miller-Orr model, it takes into account control limits and surpassing these limits is a signal for reaction. => Slično Miller-Orr modelu, i ovaj model uzima u obzir kontrolne limite, a prelaženje tih limita predstavlja signal za reakciju.
LL@(2625) In case of the Stone model, however, there are two types of limits, external and internal, but the main difference is that in case of the Stone model, such signal does not mean an automatic correction of cash balance as in the Miller-Orr model. => Ipak, u slučaju Stone modela postoje dve vrste limita, spoljni i unutrašnji, ali glavna razlika je u tome da kod Stone modela takav signal ne znači da se gotovinski bilans mora automatski korigovati, kao što to predviđa Miller-Orr model.
LL@(2626) Fig. 9. => Slika 9.
LL@(2627) Stone Model If the cash balance exceeds the upper external limit H1 or the lower external limit H0, the management board analyses future cash inflows by projecting future cash balance by calculating the S level. ~~~ If the S level (determining the cash balance after n days from the moment of surpassing either of the external control limits) continues to surpass any of the internal limits, the management board should prevent variations from the target balance by purchase or disposal of securities in the amount sufficient for the cash balance at the company to be restored to its optimal level Cs*. => Stone model Ukoliko gotovinski bilans prevazilazi gornji spoljni limit H1 ili donji spoljni limit H0, upravni odbor će analizirati budući priliv tako što će projektovati budući gotovinski bilans izračunavanjem nivoa S. Ako nivo S (koji određuje gotovinski bilans posle n dana računajući od momenta prevazilaženja bilo kojeg eksternog kontrolnog limita) nastavi da prevazilazi bilo koji interni limit, upravni odbor bi trebalo da spreči varijacije ciljnog bilansa kupovinom ili stavljanjem u promet hartija od vrednosti u onom iznosu koji je dovoljan da se gotovinski tok u kompaniji vrati na svoj optimalni nivo Cs*.
LL@(2628) This model is presented in Figure 4. ~~~ It shows that the cash balance has been growing as from the beginning of the analysed period. => Ovaj model predstavljen je na slici 4 i tu vidimo da gotovinski bilans raste od početka posmatranog perioda.
LL@(2629) At some point, it exceeded the upper internal limit U*. => U jednom momentu on prelazi gornji interni limit U*.
LL@(2630) Then it exceeded the external control limit H1. => 
LL@(2631) At the time of exceeding the external control limit, the management board of the company forecast future inflows and outflows. => 
LL@(2632) As the forecast indicated that the cash balance would continue to exceed the internal control limit (the grey line), the management board decided to adjust this level to the anticipated C*. => Onda prelazi i eksterni kontrolni limit H1. U trenutku kada prelazi eksterni kontrolni limit (sivu liniju), upravni odbor je odlučio da prilagodi ovaj nivo predviđenom C*.
LL@(2633) After the appropriate adjustment, the cash balance started to decrease after a few days and it surpassed the lower external control limit. => Nakon odgovarajućeg prilagođavanja, posle nekoliko dana gotovinski bilans počeo je da se smanjuje i prešao je donji eksterni kontrolni limit.
LL@(2634) Another forecast was prepared and it turned out that for several days the cash balance would remain below the lower internal control limit. => Pripremljen je još jedan proračun i ispostavilo se da će nekoliko dana gotovinski bilans ostati ispod donjeg internog kontrolnog limita.
LL@(2635) Therefore, the cash balance was reduced down to C* S. 4. => Tako je gotovinski bilans snižen na C* S. 4.
LL@(2636) Cash balance forecasting Maintaining the appropriate cash balance requires not only ongoing monitoring of the currently held current assets and liabilities that mature in the forthcoming future, but also those that should be anticipated in the future. => Predviđanje gotovinskih bilansa Održavanje odgovarajućeg gotovinskog bilansa ne samo da zahteva trajno nadgledanje trenutnog stanja tekuće aktive i pasive koje dospevaju u narednom periodu, nego i onih koje se mogu očekivati u budućnosti.
LL@(2637) Therefore, it is necessary to plan future cash inflows and outflows7. => Stoga treba planirati budući priliv i odliv gotovinskih sredstava7.
LL@(2638) Cash forecast is performed based on cash budget. => Predviđanje gotovinskih sredstava vrši se na osnovu gotovinskog budžeta.
LL@(2639) This tool contains a forecast of recovered receivables, expenditure on inventories and repayment of liabilities. => Ovaj instrument obuhvata predviđanje ubiranje dospelih potraživanja, troškove za zalihe i isplate dospelih dugovanja.
LL@(2640) It provides information about the cash balance, as cash balance is a result of inflows from sales (payment of receivables) and outflows due to purchase of materials and other costs of the company. => On pruža informacije o gotovinskom bilansu, pošto gotovinski bilans predstavlja rezultat priliva od prodaje (plaćanja potraživanja) i odliv usled kupovine materijala i drugih troškova kompanije.
LL@(2641) Cash budget is most often prepared several periods in advance subject to the companys information capabili Source: own study 6 Moir L., Managing corporate liquidity, Woodhead, Glenlake/Amacom, New York 1999, pp. 11-39. ties and needs. => Gotovinski budžet se najčešće priprema prilično unapred, zbog sposobnosti informisanja i potreba kompanije.
LL@(2642) The most popular version of a cash budget is one prepared for six monthly periods. => Najpopularnija verzija gotovinskog budžeta jeste ona koja se priprema za šestomesečne periode.
LL@(2643) However, there are no reasons why cash budgets should not be prepared for six weeks or six biweekly periods. => Naravno, nema razloga da se gotovinski budžeti ne pripre Izvor: autorova studija 7 Moir L., Managing corporate liquidity, Woodhead, Glenlake/Amacom, New York 1999, str. 11-39. maju i za periode od šest nedelja ili periode od šest puta po dve nedelje.
LL@(2644) In any case, the rolling wave planning is used, which requires that subsequent periods be added to the budget on an ongoing and regular basis so that at any one time the company has a forecast for the fixed number of forecast periods (namely, if the budget is prepared for 8 biweekly periods, then it should be adequately extended when required so that a sixteen-week budget is available at any time). => U svakom slučaju, koristi se talasno planiranje, koje zahteva da se budžetu dodaju i naredni periodi, i to stalno i redovno, tako da kompanija u svakom trenutku ima prognozu za fiksni broj perioda predviđanja (naime, ako se budžet planira za 8 dvonedeljnih perioda, onda ga redovno treba produžavati, tako da je u svakom trenutku dostupan pregled budžeta u periodu od šesnaest nedelja).
LL@(2645) This requirement ensures for the budget to be constantly valid and applicable. ~~~ Six-month budgets are most frequently prepared based on monthly time bands. => Time se obezbeđuje neprekidna validnost i primenljivost budžeta. [estomesečni budžeti se najčešće pripremaju na osnovu mesečnih perioda.
LL@(2646) For some companies it is absolutely necessary to determine inflows and outflows for individual weeks and sometimes even days. ~~~ The more detailed the control of cash inflows and outflows, the more probable the precise and correct control of cash flow levels. => Neke kompanije obavezno moraju da utvrde priliv i odliv i za svaku pojedinačnu nedelju, pa čak i dnevno. [to je kontrola gotovinskih priliva i odliva detaljnija, i kontrola nivoa gotovinskih tokova biće verodostojnija i tačnija.
LL@(2647) When developing a cash budget, it is a matter of top priority to hold a forecast of the companys sales revenues. => Prilikom razrade gotovinskog budžeta, najvažnije je predvideti povraćaje koje kompanija dobija od prodaje.
LL@(2648) Preparing such forecast is the primary and at the same time the hardest task. => Pripremanje takvih prognoza je glavni, ali istovremeno i najteži zadatak.
LL@(2649) Next, the demand arising from the held fixed assets and inventories, resulting from production of goods for sale, is forecast. => Dalje, treba predvideti potražnju koja proizilazi iz držanja fiksnih sredstava i zaliha, koji su rezultat proizvodnje robe i prodaje.
LL@(2650) This information is combined with information on delays in recovery of receivables. => Ova informacija se kombinuje sa informacijama o kašnjenju u naplati potraživanja.
LL@(2651) Also tax due dates, interest due dates, and other factors are taken into account. ~~~ 5. => Takođe se moraju uzeti u obzir rokovi za plaćanje poreza, dospeća kamata i drugi faktori. 5.
LL@(2652) Precautionary cash management - safety stock approach Current models for determining cash management, for example Baumol, Beranek, Miller-Orr or Stone models, assign no minimal cash level, and are based on the managers intuition. => Upravljanje gotovinom iz razloga predostrožnosti - pristup pomoću rezervnih zaliha Trenutno važeći modeli kojima se određuje način upravljanja gotovinom, na primer Baumol, Beranek, Miller-Orr ili Stone model, ne propisuju minimalni nivo gotovine i sve zavisi od intuicije menadžera.
LL@(2653) In addition, these models are based inventory managements models. => Pored toga, ovi modeli se zasnivaju na modelima upravljanja zalihama.
LL@(2654) In this study, we address the potential for adaptation of these methods of determining safety stock to determine minimal cash levels in the firm. => U ovoj studiji razmatraćemo mogućnosti za prilagođavanje ovih metoda za određivanje rezervnih zaliha tako da mogu da odrede minimalne nivoe gotovine u firmi.
LL@(2655) Safety stock is a result of information about the risk of inventories. => Rezervne zalihe posledica su informacija o riziku zaliha.
LL@(2656) To calculate safety stock we use Equation 4 ŠM. => Za izračunavanje rezervnih zaliha koristimo jednačinu broj 4:
LL@(2657) Piotrowska 1997, p. 57Ë: Z b ×−= s × ln Π×××× vsQC KP × bz (4) LCL ×−= s × ln × Π×× sGk * × bspKP (5) Where: LCL = Low Cach Level (Precautionary Cash Level), k = Cost of Capital, G* = Average Size of One Cash Transfer8 which are the basis of standard deviation calculation, P = the Sum of all Cash Inflows and Outflows in the Period, s = Standard Deviation of Daily Net Cash Inflows/Outflows, Kbsp = Cost of Cash Lack. => ŠM. ~~~ Piotrowska 1997, p. 57Ë: Z ×−= s × ln (4) Π×××× vsQC KP × bz b Gde je: zb = rezervne zalihe, C = troškovi zaliha (u procentima), Q = količina po jednoj porudžbini, v = troškovi zaliha (cena), P = godišnja potražnja za zalihama, s = standardna devijacija u potrošnji zaliha, Kbz = troškovi nedostatka zaliha. ~~~ LCL ×−= s × ln × Π×× sGk * × bspKP (5) Gde je:
LL@(2658)  => LCL = nizak gotovinski nivo (gotovinski nivo iz mera predostrožnosti), k = cena kapitala, G* = prosečni troškovi jednog gotovinskog transfera8 koji služe kao osnova za izračunavanje standardne devijacije, P = zbir ukupnog priliva i odliva tokom datog perioda, s = standardna devijacija neto priliva/odliva na dnevnom nivou, Kbsp = cena nedostatka gotovine.
LL@(2659) Part of the information necessary to determine LCL, still requires the managers intuition. => Jedan broj podataka neophodnih da bi se odredio LCL još uvek zavisi od intuicije menadžera.
LL@(2660) For example, costs of lack of cash, contains not only costs known from accountant records, but also other costs, such as opportunity costs. => Na primer, troškovi nedostatka gotovine ne sadrže samo troškove koji su prikazani u knjigovodstvu, već i druge troškove, na primer oportjuniti troškove.
LL@(2661) Precautionary cash reserves are, first of all the result of anxieties before negative results of risk. => Rezerve gotovine iz razloga predostrožnosti su, pre svega, rezultat zabrinutosti i straha od negativnih posledica rizika.
LL@(2662) Its measure is the standard deviation. => Mera tih posledica je standardna devijacija.
LL@(2663) Case 1. => Slučaj 1:
LL@(2664) Managers of the firm X, value the cost of the lack of cash as 5000. => Menadžeri firme X pripisuju ceni nedostatka gotovine vrednost 5000.
LL@(2665) The day?s standard deviation of cash inflows/outflows is 35,466 monthly. => Dnevna standardna devijacija gotovinskog priliva/odliva iznosi 35 466 na mesečnom nivou.
LL@(2666) Average single cash inflow/outflow is 27,250. => Prosečni pojedinačni gotovinski priliv/odliv iznosi 27 250.
LL@(2667) The monthly sum all cash inflow/outflow is: 817,477. => Mesečni zbir svih gotovinskih priliva/odliva iznosi 817 477.
LL@(2668) The alternative cost of capital is 18%. => Alternativna cena kapitala iznosi 18%.
LL@(2669) For the firm X, precautionary cash level is: LCL ×−= × ln × 18,0 × × Π× = 42. = 0 = NWC When cash outflows and inflows volatility is 0, precautionary cash balance is also 0: LCL Then we can estimate net working capital growth: ∆ The standard deviation is 35,466 and tax rate is 20%. => Za firmu X, gotovinski nivo iz predostrožnosti iznosi: ~~~ LCL ×−= × ln × 18,0 × × Π× = 42. 0 = NWC Kada promenljivost gotovinskog priliva i odliva iznosi 0, gotovinski bilans iz predostrožnosti takođe iznosi 0:
LL@(2670) So, we can estimate yearly alternative cost precautionary cash reserves and the influence on the value of the firm: ∆ 42,961 LCL LCL ∆−= tCF ∆= − = = NWC =× k 42. × 18.0 = 733,25 TCC ∞ ; = ∆− CF = t ...1 − T 1( ) ∆=∆ V 257−= 330, CF t ∆+ ( CF t = ) ∞= ...1 k −× 1( T ) −= 961,142 42. −+ × 733,25 18.0 8.0 = Where: zb = Safety Stock, C = Cost of Inventories (in percentage), Q = One Order Quantity, v = Cost of Inventories (Price), P = Yearly Demand for Inventories, s = Standard Deviation of Inventory Spending, Kbz = Cost of Inventories Lack. => LCL Onda možemo da izračunamo rast neto obrtnog kapitala: ∆ Standardna devijacija iznosi 35,466 a poreska stopa je 20%. ~~~ Stoga možemo da izračunamo alternativnu cenu gotovinskih rezervi iz predostrožnosti na godišnjem nivou i njen uticaj na vrednost firme: ∆ TCC 42,961 LCL LCL 733,25 ∆−= NWC =× tCF 18.0 ∆= 42. − = = = = = × ; k ∞ ∆− CF = t ... ~~~ − T 1( ) ) T 1( 42. −= CF t −+ −× 961,142 ) ∞= ...
LL@(2671) It is also possible to apply the following equation to determine minimal cash level ŠG. => k CF = t 330, ∆+ ( ∆=∆ V 257−= Kako smo pokazali, da bi gotovinski bilans iz predostrožnosti ostao na istom nivou, uz standardnu devijaciju od 35 466, vrednost firme biće smanjena za 257 330. × 733,25 18.0 8.0 = Za određivanje minimalnog nivoa gotovine može se primeniti i sledeća jednačina ŠG.
LL@(2672) Michalski 2006Ë: ŠM. => Michalski 2006Ë:
LL@(2673) H. Miller 1984Ë also: ŠG. => 
LL@(2674) Michalski 2005Ë. => 
LL@(2675) In Beranek model and Baumol models, G* is twice optimal cash level. => 
LL@(2676) In Stone and Miller-Orr models, the average transfer G* is assigned from real historic data or from its anticipation. => 
LL@(2677) 8 Moir L., Managing corporate liquidity, Woodhead, Glenlake/ /Amacom, New York 1999, pp. 11-39. => 8 U Beranek i Baumol modelu, G* predstavlja dvostruki optimalni nivo gotovine.
LL@(2678) As demonstrated in order for the precautionary cash balance to remain level, with the standard deviation equal to 35,466; a decrease in the firms value of 257,330 results. => U Stone and Miller-Orr modelu, prosecni transfer G* pripisuje se iz stvarnih podataka u prošlom periodu ili na osnovu predvidanja. 6.
LL@(2679) 6. ~~~ Speculative cash balance management - option approach All firms do not necessarily hold speculative cash balances. ~~~ Speculative cash is held in order to utilize the positive part of the risk equation. => Upravljanje špekulativnim gotovinskim bilansom - opcioni pristup Nemaju sve firme špekulativne godišnje bilanse. [pekulativna gotovina čuva se da bi se iskoristila na pozitivnom kraku jednačine rizika.
LL@(2680) Firms want to retain opportunities that result from price volatility. => Firme žele da zadrže povoljne prilike koje nastaju zbog promenljivosti cena.
LL@(2681) For example, in the ordinary practice of Polish firms, we see that speculative cash balances can be useful to benefit from transactions in foreign exchanges. => Na primer, u uobičajenoj praksi poljskih firmi vidimo da špekulativni gotovinski bilansi mogu da budu vrlo korisni za ostvarivanje koristi u transakcijama u stranoj valuti.
LL@(2682) It can be profitable for firms to purchase necessary products or services in foreign exchange at prices cheaper than its average purchase price. => Firmi odgovara da kupi neophodne proizvode ili usluge po cenama koje su niže od prosečnih tržišnih cena.
LL@(2683) Such purchase is possible if the firm maintains speculative cash balances. => Ovakva kupovina moguća je ako firma raspolaže špekulativnim gotovinskim bilansima.
LL@(2684) Speculative cash balances give the firm the ability to use of their purchasing power any time. => Ovi bilansi joj daju mogućnost da iskoristi njihovu kupovnu moć kad poželi.
LL@(2685) Such cash superiority over other assets shows option value of speculative cash balances9. => Ovakva nadmoć gotovine nad drugim sredstvima ukazuje na opcionu vrednost špekulativnih gotovinskih bilansa9.
LL@(2686) Case 2. => Slučaj 2.
LL@(2687) The entrepreneur can choose from one of two possibilities: He can to invest in the firm activity, for example, he can purchase in foreign exchange, or He can decide to hold cash (national currency). => Preduzetnik ima pred sobom izbor između dve mogućnosti: može da investira u poslovanje firme, na primer, može da kupuje u stranoj valuti, ili može da odluči da čuva gotovinu (u nacionalnoj valuti).
LL@(2688) Entrepreneur make the decision between these two possibilities at least once every day. => Preduzetnik pravi ovakav izbor najmanje jednom dnevno.
LL@(2689) The purchase of foreign exchange and its use in the operating activity of a firm makes other cash resources inaccessible for continued speculation. => Kupovina strane valute i njena primena u operativnom poslovanju firme čini da drugi gotovinski resursi postanu nedostupni za trajne špekulacije.
LL@(2690) If the entrepreneur chooses to hold cash, he still has the possibility to purchase foreign exchange. => Ako preduzetnik odluči da zadrži gotovinu, on još uvek ima mogućnost da kupi stranu valutu.
LL@(2691) Yet, foreign exchange price changes from day to day. => Ipak, cena strane valute menja se svakodnevno.
LL@(2692) The daily standard deviation of the foreign exchange price is 4%. => Dnevna standardna varijacija cene strane valute je 4%.
LL@(2693) This means that the foreign exchange price today is 1.00 PLN. => To znači da je danas cena strane valute 1,00 PLN.
LL@(2694) The next day the foreign exchange price can be 1.04 PLN with the probability 0.5; or 0.96 PLN with the probability 0.5. => Sutradan ta cena može da bude 1,04 PLN, uz verovatnoću da će biti i 05; ili 0,96 PLN, uz verovatnoću da će biti i 0,5.
LL@(2695) Suppose that next, the foreign exchange price meets its long-term value of 1.00 PLN. => Pretpostavimo, dalje, da se cena strane valute poklopi sa dugoročnom vrednošću od 1,00 PLN.
LL@(2696) If on the first day, an entrepreneur decides to hold cash, and the next day?s foreign exchange price falls to the level of 0.96 PLN (lower than its expected value), the entrepreneurs expected income will be 0.04 PLN. => Ako prvog dana preduzetnik odluči da zadrži gotovinu, i ako sutradan cena strane valute padne na nivo od 0,96 PLN (niža nego očekivana cena), očekivani prihod preduzetnika biće 0,04 PLN.
LL@(2697) On the other hand, if the foreign exchange price reaches the level of 1.04 PLN (above its expected value), then the entrepreneur wont purchase foreign exchange, and his expected income will be 0 PLN. => S druge strane, ako cena strane valute dostigne nivo od 1,04 PLN (iznad očekivane cene), onda preduzetnik neće da kupi stranu valutu i njegov očekivani prihod biće 0 PLN.
LL@(2698) So, if an entrepreneur has cash for 10,000 foreign exchange units, his expected value of the benefit of holding in national currency (in cash) by one day, will be: × PLN05.0 PLN 5.0 ,10 90. × E(benefit) benefit × ip = 04.0 n = ∑ = i PLN .1 × + ≈ The daily alternative cost of capital financing for the firm is: %18 %05.0 = Therefore, we can also express it for 10,000 foreign exchange units: = 000,10%05.0 PLN5 × This means that the expected benefit is 199.9 PLN. => Stoga, ako preduzetnik raspolaže gotovinom u vrednosti od 10000 jedinica strane valute, očekivana vrednaost benefita zato što je čuvao novac u nacionalnoj valuti (u gotovini) po danu će iznositi: ~~~ E(benefit) n = ∑ = i benefit × ip = 04.0 ,10 PLN .1 × × PLN05.0 + × 5.0 ≈ 90. PLN = %05.0 Dnevni alternativni trošak za finansiranje kapitala za firmu iznosi: %18 Stoga ovo možemo da izrazimo i za 10,000 jedinica strane valute: ~~~ 000,10%05.0 PLN5 × = To znači da je očekivani benefit 199,9 PLN.
LL@(2699) This demonstrates the basis for holding speculative cash balances in a firm. => Ovo pokazuje osnov za čuvanje špekulativnih gotovinskih bilansa u firmi.
LL@(2700) Of course, the size of speculative cash balances should be an effect of the firms customary activities and its real operational needs. => Naravno, veličina špekulativnih gotovinskih bilansa treba da bude rezultat uobičajenog poslovanja firme i njenih stvarnih operativnih potreba.
LL@(2701) The legitimacy of holding speculative cash balances increases here together with the increase of volatility of foreign exchange pricing (or volatility of the price of any other assets necessary to the firm) and grows smaller together with the height of the alternative costs of capital financing for the firm. => Legitimnost posedovanja špekulativnih gotovinskih bilansa ovde se povećava uporedo sa sve većom promenljivošću cena strane valute (ili promenljivošću cena bilo kojeg drugog sredstva koje firmi treba), a smanjuje se sa visinom alternativnih troškova finansiranja kapitala za firmu. 7.
LL@(2702) 7. ~~~ Conclusion Liquid assets management decisions are very complex. => Zaključak Odlučivanje u upravljanju tekućom aktivom veoma je složeno.
LL@(2703) On the one hand, when too much money is tied up in working capital, the business face higher costs of managing liquid assets with additional high alternative costs. => S jedne strane, kada je suviše novca zarobljeno u obrtnom kapitalu, firma podnosi veće troškove u upravljanju tekućom aktivom uz dodatne visoke alternativne troškove.
LL@(2704) On the other hand, the higher liquidity assets policy could help enlarge income from sales. => S druge strane, politika više likvidnosti aktive može da utiče na povećanje dohotka iz prodaje.
LL@(2705) Firms hold cash for a variety of different reasons. => Firme čuvaju gotovinu iz različitih razloga.
LL@(2706) Generally, cash balances held in a firm can be called considered, precautionary, speculative, transactional and intentional. => Uopšteno govoreći, gotovina koju firma čuva u kasi može se svrstati u unapred planiranu, onu koja se drži iz mera predostrožnosti, špekulacijsku, transakcionu i svrsishodnu.
LL@(2707) The first are the result of management anxieties. => Prvom tipu pripada gotovina koja se drži na osnovu odgovornog stava uprave.
LL@(2708) Managers fear the negative part of the risk and hold cash to hedge against it. => Menadžeri se plaše negativne strane rizika i drže gotovinu kako bi se zaštitili.
LL@(2709)  => Na drugom mestu je gotovina koja služi da se iskoristi prilika nastala na pozitivnoj strani jednačine rizika.
LL@(2710)  => Onda, ova gotovina je izraz operativnih potreba firme.
LL@(2711)  => U ovom radu razmatramo odnos između ovih tipova gotovine i rizika.
LL@(2712) Second, cash balances 9 ŠS. => Stoga ovaj rad predsta 9 [S. E. Beck 1993].
LL@(2713) E. Beck 1993Ë. Cash we can compare to American option without expiration date. => Gotovinu mo emo porediti sa americkom opcijom bez va nosti.
LL@(2714) Other near to cash assets can be compared to European option, see: ŠJ. ~~~ Ingersoll 1992, pp. 5-6, and S. E. Beck 1993Ë. => Druga sredstva koja su slicna gotovini mogu se porediti sa evropskom opcijom, videti: [J. Ingersoll 1992, str. 5-6, i S. E. Beck 1993].
LL@(2715) The right to faster acquisition has a value, and such value gives base to have speculative cash balances. => Pravo br e kupovine ima svoju vrednost, a takva vrednost opravdava posedovanje špekulativnih gotovinskih bilansa.
LL@(2716) Costs of expectation on realization of other options can cause loss that is not recovered by future earnings from these (less liquid than cash) assets, see: ŠS. ~~~ E. Beck 2005Ë. are held to use chances that are created by the positive part of the risk equation. ~~~ Next, cash balances are the result of the operating needs of the firm. ~~~ In this article, we analyze the relation between these types of cash balances and risk. => Cena ocekivanja da se realizuju druge opcije mo e da dovede do gubitaka koji se ne mogu nadoknaditi kasnijom zaradom od tih sredstava (koja su manje likvidna of gotovine), videti: [S. E. Beck 2005]. vlja diskusiju o odnosima između firmine politike neto obrtnih investicija i operativne gotovine koja iz nje proizilazi, s jedne strane, i vrednosti firme, s druge strane.
LL@(2717) This article also contains propositions for marking levels of precautionary cash balances and speculative cash balances. => U ovom radu takođe dajemo neke predloge kako određivati nivoe gotovine u svrhe predostrožnosti i špekulativne gotovine.
LL@(2718) Application of these propositions should help managers to make better decisions to maximize the value of a firm. => Primenom ovih predloga menadžeri će biti u mogućnosti da donesu bolje odluke o tome kako da maksimizuju vrednost firme.
LL@(2719) REFERENCE Š1Ë BEEHLER P. J., Contemporary Cash Management, J. Willey & Sons, New York 1978. => LITERATURA Š1Ë BEEHLER P. J., Contemporary Cash Mana gement, J. Willey & Sons, New York 1978. Š2Ë BAUMOL W., The Transactions Demand for Cash:
LL@(2720) Š2Ë BAUMOL W., The Transactions Demand for Cash: An Inventory Theoretic Approach, Quarterly Journal of Economics, October 1952, p. 545-556. ~~~ Š3Ë BECK S. E., D. R. STOCKMAN, Money as Real Options in a Cash-in-Advance Economy, Economics Letters, 2005, vol. 87, pp. 337-345. ~~~ Š4Ë BECK S. E., The Option Value of Money, Working Paper nr 93-15, University of Delavare, Newark 1993. => An Inventory Theoretic Approach, Quarterly Journal of Economics, October 1952, p. 545-556. Š3Ë BECK S. E., D. R. STOCKMAN, Money as Real Options in a Cash-in-Advance Economy, Economics Letters, 2005, vol. 87, pp. 337-345. Š4Ë BECK S. E., The Option Value of Money, Working Paper nr 93-15, University of Delavare, Newark 1993. Š5Ë BERANEK W., Analysis for Financial Decisions, R. D. IRWIN, Homewood 1963, chpt. 11.
LL@(2721) Š5Ë BERANEK W., Analysis for Financial Decisions, R. D. IRWIN, Homewood 1963, chpt. => Š6Ë INGERSOLL J., S. A. ROSS, Waiting to Invest:
LL@(2722) 11. ~~~ Š6Ë INGERSOLL J., S. A. ROSS, Waiting to Invest: Investment and Uncertainty, Journal of Business, 1992, 65:1-29, pp. 5-6. => Investment and Uncertainty, Journal of Business, 1992, 65:
LL@(2723) Š7Ë MANESS T.S., J.T. ZIETLOW, Short-Term Financial Management, Dryden Press, Fort Worth 1998. ~~~ Š8Ë MILLER M. H., D. ORR, Mathematical Models for Financial Management, [w:] Frontiers of Financial Management, South Western Publishing Co., Cincinati, 1984, pp. 238-239. ~~~ Š9Ë MILLER M.H., D. ORR, A model of the demand for money by firms, Quarterly Journal of Economics, Aug 66, Vol. 80 Issue 3, pp. 417-418. => pp. 5-6. Š7Ë MANESS T.S., J.T. ZIETLOW, Short-Term Financial Management, Dryden Press, Fort Worth 1998. Š8Ë MILLER M. H., D. ORR, Mathematical Models for Financial Management, [w:] Frontiers of Financial Management, South Western Publishing Co., Cincinati, 1984, pp. 238-239. Š9Ë MILLER M.H., D. ORR, A model of the demand for money by firms, Quarterly Journal of Economics, Aug 66, Vol.
LL@(2724) Š10Ë MILLER T. W., B. K. STONE, The Value of Short-Term Cash Flow Forecasting Systems, Advances in Working Capital Management, JAI Press Inc., Londyn 1996, vol. 3, pp. 3-63. ~~~ Š11Ë SCHERR F. C., Modern Working Capital Management. => 80 Issue 3, pp. 417-418. Š10Ë MILLER T. W., B. K. STONE, The Value of Short-Term Cash Flow Forecasting Systems, Advances in Working Capital Management, JAI Press Inc., Londyn 1996, vol. 3, pp. 3-63. Š11Ë SCHERR F. C., Modern Working Capital Management.
LL@(2725) Text and Cases, Prentice Hall, Englewood Cliffs 1989. ~~~ Š12Ë STONE B., The Use of Forecasts and Smoothing in Control - Limit Models for Cash Management, Financial Management, wiosna 1972, pp. 72-84. ~~~ Š13Ë BRIGHAM E.F., Daves P.R., Intermediate Financial Management, Thomson, Mason 2004. ~~~ Š14Ë GRAHAM J.E., Firm Value and Optimal Level of Liquidity, Garland, New York 2001. ~~~ Š15Ë MANESS T.S., J.T. Zietlow, Short-Term Financial Management, Dryden Press, Fort Worth 1998. ~~~ Š16Ë MOIR L., Managing corporate liquidity, Woodhead, Glenlake/Amacom, New York 1999. ~~~ Š17Ë SCHERR F. C., Modern Working Capital Management. => Text and Cases, Prentice Hall, Englewood Cliffs 1989. Š12Ë STONE B., The Use of Forecasts and Smoothing in Control - Limit Models for Cash Management, Financial Management, wiosna 1972, pp. 72-84. Š13Ë BRIGHAM E.F., Daves P.R., Intermediate Financial Management, Thomson, Mason 2004. Š14Ë GRAHAM J.E., Firm Value and Optimal Level of Liquidity, Garland, New York 2001. Š15 MANESS T.S., J.T. Zietlow, Short-Term Financial Management, Dryden Press, Fort Worth 1998. Š16Ë MOIR L., Managing corporate liquidity, Woodhead, Glenlake/Amacom, New York 1999. Š17Ë SCHERR F. C., Modern Working Capital Management.
LL@(2726) Text and Cases, Prentice Hall, Englewood Cliffs 1989. => Text and Cases, Prentice Hall, Englewood Cliffs 1989.
LL@(2727) Grzegorz Michalski PhD Department of Corporate Finance and Value Management Wroclaw University of Economics http://michalskig.ue.wroc.pl/ Grzegorz.Michalski¿ue.wroc.pl The human resource management positioning in the new economy UDC 005.96 Ivana Jošanov1 1 The Business College of Professional Studies, Novi Sad The development of information-communication technologies and the Internet has instigated the economic growth in highly developed countries, which is known in literature as the new economy. => Grzegorz Michalski PhD Department of Corporate Finance and Value Management Wroclaw University of Economics http://michalskig.ue.wroc.pl/ Grzegorz. ~~~ Michalski@ue.wroc.pl Pozicioniranje upravljanja ljudskim resursima u novoj ekonomiji UDK 005.96 Ivana Jošanov1 1 Visoka poslovna škola strukovnih studija Novi Sad Razvoj informaciono-komunikacionih tehnologija i Interneta podstakao je ekonomski rast u najrazvijenijim zemljama, u literaturi poznat kao nova ekonomija.
LL@(2728) Human resource management in newborn, innovative companies plays one of the most important roles, the one which is based on creative digital strategies. => Upravljanje ljudskim resursima u novonastalim, inovativnim kompanijama dobilo je jednu od najznačajnijih uloga u njihovoj postavci, koja se zasniva na kreativnim digitalnim strategijama.
LL@(2729) This paper observes basic theoretical postulates of these companies, their approaches to human resource management, the overview of new workplaces which are planned by infrastructure that is based on the Internet and ICT, as well as the work place analysis of a successfull virtual company in our enviroment. => Ovaj rad obuhvata osnovne teorijske postavke ovih kompanija, njihove pristupe upravljanju ljudskim resursima, pregled novonastalih radnih mesta koje donosi infrastruktura zasnovana na Internetu i ICT, kao i analizu radnih mesta jedne uspešne virtuelne kompanije u našoj sredini. 1.
LL@(2730) 1. ~~~ The basics of new economy The new economy has been the issue of discussions since 1997, when a strong ten-year long economic growth in the U.S.A. could not be described by the then prevailing methods of evaluation, and the general attitude was that the roots of this great expansion of the post-industrial society lie in the implementation of ICT (information-communicational technologies) and its strong influence upon the organization, inovation, costs, development, and productivity. => Osnovne postavke nove ekonomije O novoj ekonomiji govori se od 1997. godine, kada snažan desetogodišnji rast ekonomije SAD nije mogao biti opisan tada aktuelnim metodama vrednovanja, već je zaključeno da se osnova ove velike ekspanzije post-industrijskog društva nalazi u primeni ICT (informaciono-komunikacionih tehnologija) i njenom snažnom uticaju na organizaciju, inovativnost, troškove, razvoj i produktivnost.
LL@(2731) The implementation of the ICT is accompanied by a specific paradox: a significant, many decades long growth in its implementation is accompanied by a steady fall in its prices Š11Ë. => Primenu ICT prati svojevrsni paradoks: značajno višedecenijsko povećanje njene primene prati isto tako i stalni pad njenih cena Š11Ë.
LL@(2732) The direct consequences of this trend are very serious and complex tasks put before the software industry as well as large investments into the ICT worldwide. => Direktna posledica ovog trenda su vrlo ozbiljni i složeni zadaci postavljeni pred softversku industriju i velika ulaganja u ICT u celom svetu.
LL@(2733) Thus the new economy becomes a global phenomenon. => Time nova ekonomija postaje globalni fenomen.
LL@(2734) If we make a comparison between the classic and the new economies, we can observe the following sequence of evolutionary changes Š12Ë: the business environment leaves the local and physical milieu and becomes global and virtual; the so far physical and tangible business resources become increasingly part of a network and are therefore intangible; periodical and gradual changes in the classic economy accelerate and become permanent and unpredictable; the so far dominant mass production is increasingly replaced by individual production which is to meet individual demands, and computer networks and electronic exchange of information are becoming an inseparable part of a new business environment. => Ako poredimo klasičnu i novu ekonomiju, možemo uočiti sledeći niz evolucionih promena Š20Ë: poslovno okruženje iz lokalnog i fizičkog ambi jenta prelazi u globalni i virtuelni, do sada fizički i opipljivi poslovni resursi prelaze sve više u mrežni ambijent i postaju neopipljivi, periodične i postupne promene u klasičnoj ekonomiji dobijaju veliku brzinu i postaju stalne i nepredvidive, do sada dominantna masovna proizvodnja sve se više zamenjuje sa pojedinačnom proizvodnjom prema željama pojedinaca i računarske mreže i elektronska razmena informacija postaju sastavni deo novog poslovnog ambijenta.
LL@(2735) The starting point for creating a strategy in the classic economy was traditionally a company whose strategy is defined. => Polazna tačka za postavljanje strategije u klasičnoj ekonomiji tradicionalno je bila kompanija čija se strategija postavlja.
LL@(2736) The new economy does not accept this and places the focus of the process of creating the business strategy upon new forms of creating new values. => Nova ekonomija to ne prihvata i fokus procesa postavljanja poslovne strategije pomera na nove oblike stvaranja novih vrednosti.
LL@(2737) Competition on the market is directed towards the innovation of the model of business operations which is in turn directed towards using a new business network created by the Internet, where the companies compete in offering the customers the new values in their products and services. => Nadmetanje na tržištu usmereno je na inoviranje modela poslovanja usmerenog na iskorišćenje nove poslovne mreže koju donosi Internet, pri čemu se konkurenti takmiče ko će kupcima bolje pružiti nove vrednosti u svojim proizvodima i uslugama.
LL@(2738) The innovations in the sales channels, in the product itself or in the distribution, the improvement of business operations, the cost reduction or complying with the demands of individual customers are some of the most frequent ways of new values creation Š15Ë. => Inovacije u kanalima prodaje, samom proizvodu ili njihovoj distribuciji, unapređenje dotadašnjeg poslovanja, smanjenje troškova ili prilagođavanje željama pojedinih kupaca neki su od najčešćih načina stvaranja novih vrednosti Š15Ë.
LL@(2739) In these new circumstances the companies have realised that they can no longer rely on on the existing modes of doing business and creating new value. => U ovakvim uslovima kompanije su shvatile da se više ne mogu oslanjati na postojeće modalitete poslovanja i stvaranja nove vrednosti.
LL@(2740) Therefore the new economy models are created through adapting the existing models, making changes in the following fields Š21Ë: the business infrastructure moves from the phys ical towards electronic, network infrastructure; the traditional hierarchy business organization is replaced by a new organic, modular and virtual organization; instead of traditional models we now have innovative models, based on electronic business operations; the business strategy changes and abandons the chain for the network values; new management models require new manageri al profiles; and new metrics of analysing the business models performances are developed. => Tako modeli poslovanja koji se pojavljuju u novoj ekonomiji nastaju prilagođavanjem postojećih modela, sa promenama u sledećim područjima Š21Ë: infrastruktura poslovanja seli se sa fizičke na elektronsku, mrežnu infrastrukturu, tradicionalna hijerarhijska organizacija poslovanja zamenjuje se novom organskom, modularnom i virtuelnom organizacijom, umesto tradicionalnih modela nastaju inovativni koji su zasnovani na elektronskom poslovanju, strategija poslovanja se menja i prelazi sa lanca na mreže vrednosti, novi modeli upravljanja zahtevaju nove mena džerske profile i razvijaju se nove metrike analize uspešnosti po slovnih modela.
LL@(2741) Building the business based on the premises of new economy often requires that a complete breakdown be made with the classic concepts and that an entirely new model be created, widely different from any classical concepts. => Izgradnja poslovanja zasnovanih na postulatima nove ekonomije često zahteva potpuni raskid sa klasičnim konceptima i postavljanje potpuno novog modela, koji je potpuno različit od svih klasičnih koncepata.
LL@(2742) This is why probably most successful managers of the new economy are relatively young people, those who managed to get free from the experiences that were long considered to be indispensable in the organization of a successful model of doing business. ment, related to the company strategy, in which people are the resources to be actively managed in accordance to the long-term interests of the organization Š2Ë. => Verovatno zato su danas najuspešniji menadžeri nove ekonomije relativno mlađi, tj. oni koji su se uspeli osloboditi iskustava koja su dugo bila smatrana neophodnim za organizaciju uspešnog modela poslovanja.
LL@(2743) According to Spremić Š20Ë, the customers who make their purchases using information-communicational infrastructure expect, in addition to high quality, favourable prices of products and services, whereas the owners and shareholders, on the other hand, focus upon the profit that is to result from such a type of business. => Prema Spremiću Š20Ë, kupci koji kupuju putem informaciono-komunikacione infrastrukture očekuju, pored visokog kvaliteta, povoljne cene proizvoda i uslu ga, a vlasnici i deoničari, sa druge strane, u svom fokusu imaju profit od ovakvog načina poslovanja.
LL@(2744) On the third hand, the globalized, turbulent market does not leave much space for the companies to relax, but imposes on them the demands that they always offer new values to the customers at lower prices, and to earn profit to their owners and shareholders. => Sa treće strane, globalizovano, turbulentno tržište ne ostavlja mnogo mogućnosti kompanijama da se opuste, već im nameće zahteve da kupcima stalno nude nove vrednosti po nižoj ceni, pri čemu su u obavezi da donose profit svojim vlasnicima i deoničarima.
LL@(2745) Thus the business environment is exposed to constant uncertainty and ample changes, and prompt response has become a must. => Tako je poslovno okruženje izloženo stalnoj neizvesnosti i velikim promenama, a brzina reagovanja je postala neminovnost.
LL@(2746) The actual moving force of the new economy is knowledge, described by a model of asymetric information, according to which the market is no longer based on the offer-demand relations, but the greatest advantage in this trade relation belongs to a better-informed party, the one who has more knowledge. => Suštinski pokretač nove ekonomije je znanje, opisano modelom asimetrične informisanosti, prema kojem se tržište više ne zasniva na odnosu ponude i potražnje, već glavnu prednost ima ona strana u kupo-prodajnom odnosu koja je bolje informisana, tj. poseduje više znanja.
LL@(2747) The cost of lack of knowledge, i.e., the difference in knowledge in the new economy governed transactions has to be paid, and this is the main source of value that is earned on this market. => Cena neznanja, odnosno razlike u njihovim znanjima se, u transakcijama nove ekonomije, uvek mora platiti i to je glavni izvor vrednosti koja se prihoduje na ovom tržištu.
LL@(2748) The implementation of this knowledge is the initial trigger for all the mentioned changes, making it possible for business people to be essentially innovative and creative. => Implementacija ovog znanja predstavlja inicijalnu kapislu za sve navedene promene, omogućavajući poslovnim ljudima da budu suštinski inovativni i kreativni.
LL@(2749) The requirements and expectations from the employees set in such a way bring the Human Resource Management (HRM) into the focus of interest of the managements of the companies based on the ICT and the Internet infrastructure. => Ovako postavljeni zahtevi i očekivanja od zaposlenih dovode upravljanje ljudskim resursima (Human Resource Management HRM) u fokus interesa menadžmenta kompanija koje su zanovane na ICT i infrastrukturi Interneta.
LL@(2750) 2. => 2.
LL@(2751) The development of the hrm idea The HRM is an approach actualised in the 1980s as part of organized restructuring of processes in the companies. => Razvoj ideje hrm HRM je pristup aktueliziran u 80-im godinama prošlog veka kao deo organizovanog ponovnog osmišljavanja procesa u kompanijama.
LL@(2752) The idea of managing the employees emerged with the growth and the diversification of the companies fields of work. => Ideja menadžmenta zaposlenima narastala je sa rastom i raznovrsnošću oblasti delovanja kompanija.
LL@(2753) The flow of events in the usual processes brought fundamental changes in personnel management. => Obrt događaja kod uobičajenih poslovnih procesa doneo je i fundamentalne promene upravljanja kadrovima.
LL@(2754) Its further development gave rise to the HRM, where the previous personnel files keeping grows into a type of employee management in the company, on which we can find significant analyses and discussions in literature Š10Ë. => Njegov dalji razvoj doveo je do pojave HRM, kod kojeg se prethodno vođene kadrovske evidencije proširuju u jednu vrstu menadžmenta zaposlenima u kompaniji, o čemu u literaturi nailazimo na značajne analize i diskusije Š10Ë.
LL@(2755) From the strategy point of view, the HRM is an organizational function directed towards supplying adequate human resources for a certain company. => Iz ugla strategije, HRM prestavlja organizacionu funkciju usmerenu na obezbeđivanje odgovarajućih ljudskih resursa za određenu organizaciju.
LL@(2756) Thus it is held that personnel files focus on work, contrary to the HRM, which brings a radically new approach to the employee manage The move from collectivism to individualism in this case corresponds with the transformations going on in the past two decades, when the companies practice shifted from a primarily administrative to a mostly active, strategic role it plays in practice. => Tako se smatra da kadrovske evidencije imaju rad u svom fokusu, za razliku od HRM, koji donosi radikalno novi pristup menadžmentu zaposlenima i to vezanog za strategiju kompanije, u kojoj ljudi predstavljaju resurse kojima treba aktivno upravljati u skladu sa dugoročnim interesima organizacije Š2Ë. ~~~ Pomak sa kolektivizma na individualizam u ovom slučaju odgovara transformacijama koje se događaju u poslednje dve decenije, kada se praksa kompanija pomerila sa prvenstveno administrativne prema više aktivnoj, strateškoj ulozi koju ona nosi u toj praksi.
LL@(2757) Thus the HRM is not only the responsibility of personnel departments, but also of managers in the entire environment. => Ta ko HRM više nije samo odgovornost kadrovskih službi, već i menadžera u kompletnom okruženju.
LL@(2758) It includes the objectives that embrace both the employees, the work processes, the change management and employee files, i.e., all the key components, indispensable in corporate functioning Š23Ë. => Ono sadrži ciljeve u koje su uključeni zaposleni, radni procesi, upravljanje promenama i evidencije zaposlenih, tj. svih bitnih i neophodnih komponenti za funkcionisanje kompanije Š23Ë.
LL@(2759) In accordance to the abovementioned, the key elements related to the activities concerning the HRM are formulated by Bloisi Š2Ë in the following way: it is necessary to ensure that the right team of employees be available, in the right place and in the right time; the employers encourage the employees to use the already established system of promotion to analyse their own ambitions and capabilities, and hence develop appropriate strategies respective to their ambitions; innovative organizations that adapt easily to the market should be flexible towards the changes in management in order to continuously improve their development; and administration should function in such a way as to ensure a regular and appropriate pay, and the employees files should be updated on a regular basis and suit the objectives of the companys organization. => U skladu sa navedenim, ključne osnove vezane za aktivnosti sa ljudskim resursima Bloisi Š2Ë analitički formuliše na sledeći način: potrebno je obezbediti da prava ekipa zaposlenih bude dostupna u pravo vreme na pravom mestu, poslodavci pozivaju zaposlene da koriste formirani sistem napredovanja da bi analizirali svoje mogućnosti i ambicije, te da razviju odgovarajuće strategije koje će odgovarati njihovim ambicijama, inovativne organizacije koje se brzo prilagođavaju na tržištu treba da budu prilagodljive i fleksibilne na izmene u upravljanju da bi stalno ojačavale razvoj i administracija treba da funkcioniše tako da obezbedi redovno i odgovarajuće plaćanje, a podaci o zaposlenima treba da budu ažurni i da odgovaraju ciljevima organizacije kompanije.
LL@(2760) The HRM function means recruiting, estimating, motivating and retaining the employees who are necessary in order that the company should do business effectively. => Funkcija HRM odnosi se na privlačenje, procenjivanje, motivisanje i zadržavanje zaposlenih potrebnih da bi kompanija efektivno funkcionisala.
LL@(2761) This function is also responsible for the activities such as training of employees and the management of the company, planning generally approved activities and the evaluation of safety of the work environment Š4Ë. => Ova funkcija je takođe odgovorna i za aktivnosti kao što su obuka zaposlenih i menadžmenta kompanije, planiranje opšteprihvatljivih akcija i procena sigurnosti radnog okruženja Š4Ë.
LL@(2762) Similarly, the value chain of business companies generally has a complete level that (according to quotations in Š1Ë) includes recruiting, hiring, retaining in the company, training, career development, compensations, administration of values achieved and negotiating the planned activities at work. => Slično navedenom, vrednosni lanac poslovnih kompanija obično sadrži jedan kompletan sloj koji (prema navodima u Š1Ë) sadrži regrutovanje, zapošljavanje, zadržavanje u kompaniji, obuku, razvoj karijere, kompenzacije, administraciju ostvarenih dobiti i pregovaranje o predviđenim radnim aktivnostima.
LL@(2763) The main objective of these activities may be matching the appropriate people to their respective jobs, and, on the basis of the results of this, all the other activities in the company. => Kao glavni cilj iz ovih aktivnosti može se izvesti uparivanje odgovarajućih ljudi sa raspoloživim poslovima, a rezultate toga omogućava sve druge aktivnosti u kompaniji.
LL@(2764) Since the activities related to human resources may in clude factors from both inside and outside the company, the demand for effective HRM strategies becomes more important as companies face an ever greater competition, participate in the global market, suffer continuous technological changes and, especially, interact with business partners by means of direct transactions over the Internet Š3Ë. => Kako aktivnosti sa ljudskim resursima mogu uključiti faktore unutar i izvan kompanije, potreba za efektivnim strategijama HRM postaje značajnija kada kompanije dobijaju sve veću konkurenciju, učestvuju u globalnom tržištu, trpe stalne tehnološke promene i, posebno, kada dolaze u interakcije sa poslovnim partnerima preko direktnih transakcija na Internetu Š3Ë.
LL@(2765) If the company management understands the mentioned HRM functions and its specific features in a given organization, the company has good chances to create a plan to support digital activities included in the HRM in the company. => Ukoliko menadžment kompanije shvata navedene funkcije HRM i njene specifičnosti u određenoj organizaciji, ona je na dobrom putu da formira plan kojim će podržati digitalne aktivnosti uključene u HRM kompanije. 3.
LL@(2766) 3. ~~~ The digital strategy concept Every business organization has a goal or a reason they exist for. => Koncept digitalne strategije Sve poslovne organizacije imaju neki cilj ili razlog zbog kojeg postoje.
LL@(2767) In order to achieve this goal they must have a strategy. => Da bi to ostvarile, neophodno je da imaju strategiju.
LL@(2768) Andrews defines the business strategy as a path with the decisions within the company that serve to determine and identify the objects, purposes and goals on the basis of which general policies and plans for achieving given goals are defined, as well as the level of business the company aims to achieve Š12Ë. => Andrews definše poslovnu strategiju kao put sa odlukama unutar kompanije kojim se determinišu i otkrivaju objekti, svrhe i ciljevi na osnovu kojih se kreiraju opšte politike i planovi za postizanje navedenih ciljeva i definiše nivo poslovanja koji kompanija namerava da postigne Š12Ë.
LL@(2769) The specific features of digital strategy are reflected in the creation of a general plan to formulate digital activities, the completion of which will serve to establish the direction and execution of digitally supported goals Š4Ë. information-communicational New technologies (ICT) on the Internet infrastructure ensured the customers the access to free or very inexpensive information easily, so that they are now informed in a much better way. => Specifičnosti digitalne strategije ogledaju se u izradi opšteg plana kojim se formulišu digitalne aktivnosti čijim će ispunjenjem uspostaviti pravac i ostvarenje digitalno podržanih ciljeva Š4Ë. ~~~ Nove informaciono-komunikacione tehnologije (ICT) na infrastrukturi Interneta omogućile su kupcima da jednostavnije dođu do besplatnih ili vrlo jeftinih informacija, čime su oni postali značajno bolje obavešteni.
LL@(2770) Porter Š16Ë maintains that the Internet can be used to create economic value only in cases the technology brings profitability, and these are the industry structure and the sustainable advantage in comparison to the competition. => Porter Š16Ë smatra da Internet može biti iskorišćen za kreiranje ekonomske vrednosti samo kada tehnologija donosi profitabilnost usmeravanjem na dva pokretača profitabilnosti, a to su struktura industrije i održiva prednost u odnosu na konkurenciju.
LL@(2771) On such a basis the author claims that electronic commerce is a moving force with a powerful set of tools that may be used, cleverly or not so cleverly, as a strategy basis in every industry. => Na osnovu toga, ovaj autor zaključuje da je elektronska trgovina pokretač sa snažnim skupom alata koji mogu biti korišćeni, pametno ili ne baš pametno, u svakoj industrijskoj grani kao osnova za strategiju.
LL@(2772) In the process of defining the digital strategy the companies do their best to create their digital future. => U procesu formulisanja digitalne strategije kompanije izvršavaju svoje najveće napore da bi kreirale svoju digitalnu budućnost.
LL@(2773) The organizational function is a key activity within an organization and incorporates research and development, marketing, financing and the HRM. => Organizaciona funkcija je ključna aktivnost u okviru jedne organizacije i ona uključuje istraživanje i razvoj, marketing, finansije i HRM.
LL@(2774) Therefore the IBM defines a list of key factors of success: an acceptable strategy that has a full support from the top management of the company; a clear objective with creating leng-term rela tions with customers and new values; introduction of full implementation of the Internet and its technologies; and adaptable and integrated business processes and infrastructure. => Tako IBM definiše listu kritičnih faktora uspeha: prihvatljiva strategija koja ima punu podršku najvišeg menadžmenta kompanije, jasan cilj sa kreiranjem dugoročnih veza sa kup cima i novih vrednosti, uvođenje pune upotrebe Interneta i njegovih tehnologija i prilagodljivi i integrisani poslovni procesi i infra struktura.
LL@(2775) Central to these factors are people that will make their implementation possible and the work in a new work environment created by the digital strategy. => U centru ovih faktora su ljudi koji će omogućiti njihovu primenu i rad u novom poslovnom okruženju koje donosi digitalna strategija.
LL@(2776) When the company decides to undertake strategic actions, the role of the organizational part of the company in charge of human resources is to prepare the employees who will help execute this strategy. ~~~ 4. => Kada kompanija odluči da preduzme strateške akcije, uloga organizacionog dela kompanije koji je zadužen za ljudske resurse je da pripremi zaposlene koji će pomoći da strategija bude ostvarena. 4.
LL@(2777) Ict implementation in hrm The companies that use electronic infrastructure in their business must pay special attention to the employees pay, because it is constantly rising Š6Ë. => Primena ict u hrm Kompanije koje koriste elektronsku infrastrukturu u svom poslu moraju posvetiti posebnu pažnju platama zaposlenih, jer su one u stalnom rastu Š6Ë.
LL@(2778) Since the ICT experts usually have different needs and demands, they are not happy with a remuneration system fixed in advance, hence in such cases usually flexible conditions are favoured, where these expert may choose among a range of bonuses such as flexible working hours, child care, language or driving courses, accomodation, etc. => Kako su eksperti za ICT često sa vrlo različitim potrebama i zahtevima, unapred fiksirani sistem nagrađivanja njima često ne odgovara, tako da se u ovim slučajevima često pristupa fleksibilnim uslovima, pri čemu ovi eksperti mogu da biraju između različitog izbora povlastica kao što su pokretno radno vreme, uslovi za brigu o deci, časovi jezika i vožnje, mogućnost smeštaja isl.
LL@(2779) Dissatisfaction with work is usually connected with the design of work places. ~~~ i.e., there is a relationship between the complexity and the job satisfaction: the monotony of repetition of the jobs that do not require special skills leads to frustrations and boredom Š6Ë. => Nezadovoljstvo poslom povezano je sa dizajnom radnih mesta, odnosno postoji relacija između kompleksnosti i zadovoljstva poslom: jednoličnost ponavljanja poslova za koje nisu potrebne značajne veštine vodi ka frustracijama i dosadi Š6Ë.
LL@(2780) Therefore the redesign of these jobs, accompanied with an adequate training, may be of significant help in such situations. => Tako redizajn ovakvih poslova uz odgovarajuću obuku može značajno pomoći u ovakvim slučajevima.
LL@(2781) The ICT implementation brings an essential change into the work place design. => Implementacija ICT menja suštinski dizajn radnih mesta.
LL@(2782) The implications are felt in the requirements for necessary skills and roles of individuals in the work process. => Implikacije se osećaju na zahtevima za neophodnim veštinama i ulogama pojedinaca u radnom procesu.
LL@(2783) Thus the emergence of callcentres radically changed the standard design of workplaces, since in this case it is necessary to repeat the activities endlessly, incessantly talking to the customers over the telephone, simultaneously monitoring the information enetered by the supervisor Š6Ë. => Tako je pojava call-centara suštinski promenila standardni dizajn radnih mesta, jer je u ovom slučaju neophodno stalno ponavljati akcije u radu, stalno telefonirati sa kupcima uz neprestani nadzor nad evidentiranim informacijama od strane supervizora Š6Ë.
LL@(2784) Thus the technology implementation centralised the functions and influenced the redesigning of jobs, the employees no longer being in a position to rely on their personal information on customers. => Tako je implementacija tehnologija centralizovala funkcije i uticala na redizajn poslova, a zaposleni se više ne mogu oslanjati na svoje lične informacije o kupcima.
LL@(2785) In this way the local knowledge was transferred into the computer database. => Tako je lokalno znanje preneto u bazu podataka računara.
LL@(2786) The concepts of new skills required from the employees brings into the focus of the strategy the idea of organized learning. => Koncepti novih veština među zaposlenima donosi ideju organizovanog učenja u fokus strategije.
LL@(2787) Central to this idea is the companys competence to effectively reconcile the different understandings, knowledge and mental models built on the previous knowledge and experiences, i.e., on memory Š22Ë. => U centru ove ideje nalazi se sposobnost kompanije da efektivno ujednači podeljena shvatanja, znanja i mentalne modele izgrađene na prethodnom znanju i iskustvima, tj. na memoriji Š22Ë.
LL@(2788) Successful companies have always been capable of accepting the techniques of learning on their own development and of understanding their own processes and functions, and consequently of achieving a dominant position in their field of work through a process of superior organizational training in skills and on the basis of their ability to make their vision real. => Uspešne kompanije su uvek bile u mogućnosti da prihvate tehnike učenja o svom razvoju i da razumeju svoje procese i funkcije, te da zatim postignu dominantan položaj u svojoj oblasti rada pomoću procesa superiornog organizacionog obučavanja u veštinama i na osnovu mogućnosti da sprovedu svoju viziju.
LL@(2789) An interesting example is Aetna Training Center, described in Š4Ë, which after a long period of training employees in a classic way, decided to create a distance learning model, and thus managed to train 3,000 employees in 2 years. => Zanimljiv primer vezan je za Aetna Training Center, opisan u Š4Ë, koji je nakon dugog perioda obučavanja zaposlenih na klasičan način odlučio da formira model učenja na daljinu, kojim je za 2 godine obučio 3.000 zaposlenih, koji su pokazali za 4% bolju obučenost od onih koji su obučavani u klasičnim učionicama.
LL@(2790) Their training results were 4 per cent superior to those of people trained in classic schoolrooms. to act as organized groups Undertaking complex activities such as work on creating mutual knowledge is based on the establishment of social relations among the employees as a basis for the individuals Š13Ë. Dissemination of information in the company, based on a mutual space in which the individuals can collaborate, helps surpass the barriers that separated some organizational units and individuals. => Preduzimanje kompleksnih akcija kao što je rad na formiranju zajedničkog znanja zasniva se na uspostavljanju društvenih odnosa među zaposlenima kao osnovi da pojedinci deluju kao organizovane grupe Š13Ë. ~~~ Širenje informacija u kompaniji, koje bi bilo zasnovano na zajedničkom prostoru u kojem pojedinci mogu da međusobno kolaboriraju, pomaže prevazi laženju granica koje su odvajale njene pojedine organizacione celine i pojedince.
LL@(2791) Allowing all the employees, on all levels, to access the company information and share their ideas with others erases vertical barriers in the company. => Omogućavanje svim zaposlenima na svim nivoima da pristupaju kompanijskim informacijama i da svoje ideje dostave drugima ukidaju se vertikalne granice u kompaniji.
LL@(2792) As such an organization also erases horizontal barriers, a logical conclusion follows that the Internet can tear off all the walls within the company Š7Ë. => Kako se ovakvom organizacijom ukidaju i horizontalne granice, logičan je zaključak da Internet može srušiti sve zidove unutar kompanije Š7Ë.
LL@(2793) In this way there would be no further need for the middle level of management, and the ICT experts would have more working space. => Na ovaj način prestala bi potreba za srednjim slojem menadžera, a ICT eksperti dobili bi više prostora za rad.
LL@(2794) The research into this approach to organization is limited, in the first place, by the trust related factors. => Istraživanja na ovakvom pristupu organizacije ograničena su, pre svega, faktorima vezanim za poverenje.
LL@(2795) The companies, however, increasingly invest into such a type of relations, thus improving the trust, the commitment to the company and a shared understanding of the goals of business activities, however the real benefits from these can be expected only after a longer period of implementation Š19Ë. 5. => Ipak, kompanije sve više investiraju u ovakav tip veza, jačajući na taj način poverenje, privrženost kompaniji i podeljeno razumevanje ciljeva poslovnih akcija, no prave koristi od ovoga očekuju se tek nakon dužih perioda primene Š19Ë. 5.
LL@(2796) The digital strategy and the strategic human resource management Business organizations tend to increase the profit, to reduce the costs and to find the best way to employ all their resources: financial, material and human. => Digitalna strategija i strateško upravljanje ljudskim resursima Poslovne organizacije uvek pokušavaju da povećaju profit, smanje troškove i da na najbolji način angažuju sve svoje resurse: finansijske, materijalne i ljudske.
LL@(2797) And while, according to Nelson Š14Ë, the products and the financial markets are still important, the creation and realisation of new values is increasingly shifting towards the global market of talents. => I dok su, prema Nelsonu Š14Ë proizvodi i finansijska tržišta još uvek bitni, kreiranje i ostvarivanje novih vrednosti sve se više premešta ka globalnom tržištu talenata.
LL@(2798) A saying that is gaining importance in the modern business world is that 90 percent of value of successful companies leaves them every day at the end of the work time and go home. => U savremenom poslovnom svetu danas je sve aktuelnija izreka da 90% vrednosti uspešnih kompanija svako popodne na kraju radnog vremena ih napušta u liftovima i odlazi svojim kućama.
LL@(2799) The new economy ideas brought the employees into the centre of the companys strategic values. => Ideje nove ekonomije dovele su zaposlene u fokus kompanijinih strateških vrednosti.
LL@(2800) Companies increasingly evolve towards those based on knowledge, and the intellectual potentials of the employees, enriched by the ICT values, make the greatest corporate value Š17Ë. De Cieri and Kramar Š6Ë define strategic human re source management as a path of planned development of human resouces with the activities the purpose of which is to enable the organization to achieve its goals. => Kompanije sve više evoluiraju prema onima koje su zasnovane na znanju, a intelektualni potencijali zaposlenih uvećani ICT veštinama predstavljaju najveću korporativnu vrednost Š17Ë. ~~~ De Cieri i Kramar Š6Ë definišu strateško upravljanje ljudskim resursima (SHRM) kao putanju planiranog razvoja ljudskih resursa sa aktivnostima čija je namena da se organizaciji omogući da postigne svoje ciljeve.
LL@(2801) The SHRM is developed as an attempt to connect the policies and practices concerned with human resources into an organizational strategy for the purpose of achieving the advantages as regards competition. => SHRM je razvijeno kao jedan pokušaj da se politike i prakse vezane za ljudske resurse povežu u organizacionu strategiju sa namerom da se postignu prednosti u odnosu na konkurenciju.
LL@(2802) Therefore the elements of the SHRM comprise strategy formulation and strategy implementation. => Osnovne komponente SHRM pristupa su formulisanje strategije i primena strategije.
LL@(2803) The key component in the company that attempts to establish a successful business strategy is made up of human resources. => U kompaniji koja pokušava da uspostavi uspešnu poslovnu strategiju, ključnu komponentu čine ljudski resursi.
LL@(2804) The HRM can safely be said to be a better way of understanding and managing the employes in the context of radical global and technological changes Š8Ë. => Može se reći da HRM nudi bolji način za razumevanje i upravljanje zaposlenima u kontekstu radikalnih globalnih i tehnoloških promena Š8Ë.
LL@(2805) These authors also maintain that the HRM can be used to define the managements limitations and policies related to creating interests, employment, the work of the employees, their pay and the work discipline. => Isti autori smatraju da HRM može biti korišćen da bi se defini sali ograničenja i politike menadžmenta koji se odnose na stvaranje interesa, zapošljavanje, rad zaposlenih, njihovo plaćanje i radnu disciplinu.
LL@(2806) Hence the HRM becomes part of strategic management of the employees, by which the basis for a general business strategy is formed. => Tako HRM postaje deo strateškog upravljanja zaposlenima, čime se formira osnova za opštu poslovnu strategiju.
LL@(2807) Such management includes the instruments for tuning human resources, such as the work places design, training and improvement, as well as the career developmet structure. => Ovo upraljanje uključuje instrumente podešavanja ljudskih resursa kao što su dizajn radnih mesta, obuka i usavršavanje i struktura razvoja karijere.
LL@(2808) The task of the strategy of the company developing on an ICT basis is to achieve a successful mix of two sets of skills the skills required in managing relations among the employees, and the technical skills Š17Ë. => Strategija kompanije čiji je razvoj zasnovan na ICT treba da postigne uspešnu mešavinu dva skupa veština onih za upravljanje odnosima među zaposlenima, kao i tehničkih veština Š17Ë.
LL@(2809) The transformations of business ideas into technical solutions in a short period of time is an essential part of new economy, where technology cannot be separated from managing relations among the employees. => Transformacija poslovnih ideja u tehnička rešenja u kratkom periodu nalazi se u suštinskoj prirodi nove ekonomije, pri čemu nije prihvatljivo razdvajanje tehnologije od upravljanja odnosa među zaposlenima.
LL@(2810) The companies should retain the employees and then develop their adaptability and flexibility, and the lack of required skills is filled in with the employees ambition to improve in order to obtain better work positions and other priviledges. => Kompanije treba da zadrže zaposlene i zatim razviju njihovu prilagodljivost i fleksibilnost, a nedostatak potrebnih veština pokreću ambicije među zaposlenima za usavršavanje radi zauzimanja boljih radnih mesta i drugih privilegija.
LL@(2811) A creative atmosphere and the freedom of choice are the triggers of these processes. => Kreativna atmosfera i sloboda u izboru predstavljaju pokretače ovih procesa.
LL@(2812) The group of predominantly technical skills include the knowledge management, the software for managing the information system known as company resources planning, as well as data storage. => Grupa veština prvenstveno tehničke prirode sastoji se iz upravljanja znanjem, softvera za upravljanje informacionim sistemom poznatim kao planiranje resursa preduzeća, kao i skladištenje podataka.
LL@(2813) A powerful concept whose idea is to reduce the cycle times, requires, apart from the abovementioned skilss, the skills for managing customer realtions and knowledge of various fields of management. => Snažni koncept čija je ideja da smanji vremena ciklusa, pored navedenih veština, zahteva takođe i veštine za upravljanje odnosa sa kupcima i poznavanje različitih oblasti menadžmenta.
LL@(2814) An exceptionally important segment of the discussions of business strategies is related to intensive networking business behaviours. => Izuzetno značajan segment diskusija o poslovnim strategijama vezan je za poslovna ponašanja sa intenzivnim korišćenjem mreža.
LL@(2815) Of specific interest are individual knowledge and the resources of the corporate collec tive knowledge that are the result od the growing specialization in acquiring as large a fund of knowledge as possible in a direct field of interest, but in the other fields as well Š9Ë. Powerful services for supplying the required knowledge are becoming ever more innovative and enable the clients to undertake various creative activities Š18Ë. => Poseban interes predstavljaju pojedinačna znanja i resursi kolektivnog znanja kompanije, kao rezultat povećanja specijalizacija za akvizaciju što većeg fonda znanja u neposrednoj oblasti interesa, ali i u drugim oblastima Š9Ë. ~~~ Snažne usluge obezbeđenja potrebnog znanja postaju sve inovativnije i omogućavaju klijentima različite kreativne akcije Š18Ë.
LL@(2816) These serviuces are crucial in the transformation of companies into dynamic learning organizations, at the same time taking on the informative, councelling role, or a role of directly supporting the execution of certain processes. => Ove usluge imaju ključno mesto u transformaciji kompanija u dinamične organizacije koje uče, preuzimajući pri tome informativnu, savetodavnu ulogu ili ulogu neposrednog omogućavanja sprovođenja određenih procesa.
LL@(2817) These services are backed up by a highly trained team of employees with the skills and knowledge to support innovative systems in the very centre of business activities. => U pozadini ovih servisa nalazi se visoko obučena ekipa zaposlenih sa veštinama koja znanjem podržava inovativne sisteme u samom centru poslovnih aktivnosti.
LL@(2818) The formulation and implementation of digital strategy will not be the same in new companies created on the Internet infrastructure, in those previously developed and well grounded companies that are beginning to use the Internet in their business, and in the groups of companies in the form of consortium on the Internet structure, however, the extent to which the HRM is implemented is in direct proportion to to the success of the strategy established. ~~~ 6. => Formulacija i implementacija digitalne strategije neće biti ista kod novih kompanija nastalih na infrastrukturi Interneta, kod ranije razvijenih i dobro uhodanih kompanija koje počinju da intenzivno koriste Internet u svom poslovanju ili kod grupa kompanija okuplje nih u obliku konzorcijuma na infrastrukturi Interneta, ali je kod svih njih stepen korišćenja HRM u direktnoj proporciji sa uspehom postavljene strategije. 6.
LL@(2819) The work position structure in digital companies Following the commercialisation of the Internet and the emergence of the WorldWideWeb technologies towards the end of 1994, this electronic infrastructure witnessed an extremely important business development. => Struktura radnih mesta u digitalnim kompanijama Interneta Nakon komercijalizacije i pojave WorldWideWeb tehnologija krajem 1994. godine došlo je do izuzetno značajnog razvoja poslovanja na ovoj elektronskoj infrastrukturi.
LL@(2820) Since in the background of any successful company are the employees who predict the challenge and fight it, they normally expect to get dynamic and well paid positions in this new economy, as well as a chance to build successful careers. => Kako se u pozadini svake uspešne kompanije nalaze njeni zaposleni koji predviđaju i prihvataju se borbe sa uočenim izazovima, oni u okruženju nove ekonomije očekuju dinamična i dobro plaćena radna mesto sa mogućnošću izgradnje uspešne karijere.
LL@(2821) The majority of the managers view these new, leading personnel of new infrastructure as the team from the ICT organizational unit. => Većina menadžera ove nove, noseće kadrove nove infrastrukture vidi kao ekipu iz organizacione celine zadužene za ICT.
LL@(2822) As the managers in charge of human resources are expected to understand the organizational design, they have to design a strategic approach to ensure that the human resource development will be in accord with the corporate ideas of development. => Kako menadžeri zaduženi za ljudske resurse moraju razumeti dizajn organizacije, oni moraju izgraditi strateški pristup da bi obezbedili da će razvoj ljudskih resursa biti u skladu sa idejama razvoja kompanije.
LL@(2823) The research conducted by Chan & Swatman Š5Ë carried out a thorough analysis of the work positions necessary in such companies. => U istraživanju koje su sproveli Chan & Swatman Š5Ë formirana je vrlo obimna analiza neophodnih radnih mesta za ovakve kompanije.
LL@(2824) Thus the authors identified the jobs they classed into eight basic categories, two of which were related to technical infrastructure, five describing various services, while the last category was related to legal aspects of the business. => Tako su ovi autori uočili poslove koje su razdelili u osam osnovnih kategorija, od kojih su dve vezane za tehničku infrastrukturu, u sa pet su opisane različite uslužne delatnosti, dok je poslednja kategorija vezana za pravne aspekte u poslovanju.
LL@(2825) The names of the work positions they defined have different synonyms in practice, however the substance, i.e., the jobs they do, is generally the same everywhere, the synonym for the term electronic commerce being often replaced by a somewhat wider concept of electronic business. => Navedeni nazivi radnih mesta imaju u praksi različite sinonime, ali je suština, tj. poslovi koje oni obavljaju, uglavnom ista u svim sredinama, a u nazivima se kao sinonim za termin elektronska trgovina koristi nešto širi pojam elektronsko poslovanje.
LL@(2826) The review of these categories is as follows: The first category is related to the development and programming of Web applications. => Sledi pregled ovih kategorija: ~~~ Prva kategorija vezana je za razvoj i programiranje Web aplikacija.
LL@(2827) The highest position in this category is the Web director and requires a significant work experience following graduation. => Najviša pozicija u ovoj kategoriji je Web direktor, za koju je neophodno značajno radno iskustvo nakon završenih studija.
LL@(2828) The application software director is in charge of the development of multimedia solutions in the electronic business, the programmer-analyst uses various ICTs necessary for the development of the Web site, whereas the electronic commerce designer works on the developmet and maintenance of the various products of the electronic commerce. => Dizajner aplikacionog softvera je odgovoran za razvoj multimedijalnih rešenja u elektronskom poslovanju, programer-analitičar koristi u radu različite ICT neophodne za razvoj Web sajta, a dizajner elektronske trgovine radi na razvoju i održavanju različitih proizvoda elektronske trgovine.
LL@(2829) The work in the category of systems and solutions of electronic commerce is directed towards information systems lying behind the electronic commerce applications (developed by the employees from the first category). => U kategoriji sistema i rešenja elektronske trgovine rad je usmeren na informacione sisteme koji se nalaze u pozadini aplikacija elektronske trgovine (koje razvijaju zaposleni iz prve kategorije).
LL@(2830) The main skills of the employees from this category are connected with the ICT used in the development and production of information systems, however, new specialisations emerge. => Glavne veštine zaposlenih iz ove kategorije vezane su za ICT koje se koriste u razvoju i produkciji informacionih sistema. ~~~ Nazivi radnih mesta u ovoj kategoriji većim delom su korišćeni u organizacionim celinama zaduženim za rad informa cionog sistema, no pojavljuju se i nove specijalizacije radnih mesta.
LL@(2831) Thus we here encounter the project manager, the team manager, the electronic business development manager, the system architect, the electronic commerce specialist, the system administrator, the system analyst, the database analyst, the database designer, the database administrator, the system engineer, the web administrator, the safety and risk consultant, the electronic commerce architect, the logistics manager and the system tester. => Tako ovde nailazimo na menadžera projekta, rukovodioca tima, menadžera razvoja elektronskog poslovanja, arhitektu sistema, specijalistu za elektronsku trgovinu, administratora sistema, sistem analitičara, analitičara baze podataka, dizajnera baze podataka, administratora baze podataka, sistemskog inženjera, administratora mreže, konsultanta za sigurnost i rizik, arhitektu elektronske trgovine, menadžera tehničke podrške i testera sistema.
LL@(2832) The employed in the third of the categories are to ensure the detailed descriptions, the system requirements, the business processes analysis and the cost and benefit analysis related to the knowledge of solutions and activities in electronic commerce. => Zaposleni u trećoj od navedenih kategorija treba da obezbede detaljnije opise, sistemske zahteve, analizu poslovnih procesa i analizu troškova i dobiti vezanih za saznanja o rešenjima i poslovanju u elektronskoj trgovini.
LL@(2833) The names of work positions in this category are the business solutions manager, the business development manager, the electronic commerce product engineer, the business system analyst and the electronic commerce system analyst. => Nazivi radnih mesta u ovoj kategoriji su menadžer poslovnih rešenja, menadžer razvoja poslovanja, menadžer proizvoda elektronske trgovine, analitičar poslovnih sistema i analitičar sistema elektronske trgovine.
LL@(2834) The highest growth is recorded in the category of sales and consulting activities. => Najveći rast zabeležen je u kategoriji sa aktivnostima prodaje i konsaltinga.
LL@(2835) These jobs are present in every industry in which electronic commerce is important. => Ovi poslovi se mogu naći u bilo kojoj grani industrije kod koje je elektronska trgovina značajna.
LL@(2836) Performing these activities requires much less ICT knowledge. => Za njihovo izvrđenje potrebno je znatno manje obrazovanja o ICT.
LL@(2837) The names of work positions we find here are: the business manager, the electronic business development manager, the marketing and business development manager, the top editor of contents, the electronic commerce specialist, the specialist engaged in the call-centre, the electronic business safety consultant, the electronic commerce consultant, the employment consultant, the PR consultant, the ICT consultant, the ERP/CRM consultant (i.e., the business programme packages consultant), the marketing manager, the electronic commerce accounting manager, the sales manager, the sales person and the supply manager. => Ovde nailazimo na sledeće nazive radnih mesta: poslovni menadžer, menadžer razvoja elektronskog poslovanja, direktor razvoja marketinga i poslovanja, glavni urednik sadržaja, specijalista za elektronsku trgovinu, specijalista u call-centru, konsultant za sigurnost elektronskog poslovanja, konsultant za elektronsku trgovinu, konsultant za zapošljavanje, konsultant za PR, konsultant za ICT, ERP/CRM konsultant (tj. konsultant za poslovne programske pakete), menadžer marketinga, menadžer knjigovodstva elektronske trgovine, menažer prodaje, prodavac i menadžer nabavke.
LL@(2838) The work positions in the new economy companies, related to senior management are classed into the category called strategic planning. => Radna mesta u kompanijama nove ekonomije vezana za viši menadžment nalaze se u katagoriji koja je nazvana strateško planiranje.
LL@(2839) The positions are called the vicepresident in electronic commerce, the general manager in electronic commerce, the senior manager, the executing manager in electronic commerce, the business manager in planning, the business manager in communications, the business strategist in electronic commerce, the national business strategist and the credit manager. => Nazivi radnih mesta su podpredsednik za elektronsku trgovinu, glavni menadžer za elektronsku trgovinu, viši menadžer, izvršni menadžer za elektronsku trgovinu, poslovni menadžer za planiranje, poslovni menadžer za komunikacije, poslovni strateg za elektronsku trgovinu, strateg za nacionalno poslovanje i menadžer za kredite.
LL@(2840) The category of jobs in education and training can be divided into 2 groups of jobs: the first group provides training for the employees and the companys business partners, while the other group includes people working in regional educational or training institutions. => Kategorija sa poslovima za obrazovanje i obuku miže biti podeljena u 2 grupe poslova: prva grupa obezbeđuje obuku za zaposlene i poslovne partnere kompanije, dok su u drugoj grupi oni koji rade u regionalnim obrazovnim institucijama.
LL@(2841) The names of work positions are: the instructor or tutor of electronic commerce, the training manager, the lecturer, and the professor of electronic commerce/electronic business. => Nazivi radnih mesta su instruktor i nastavnik za elektronsku trgovinu, menadžer obuke, predavač i profesor elektronske trgovine/elektronskog poslovanja.
LL@(2842) The category related to research includes more than 20 fields of research, and the names of the work positions are the researcher in electronic commerce, of either academic or occupational direction. => Kategorija vezana za istraživanje sadrži više od 20 oblasti istraživanja, a nazivi radnog mesta su istraživač u elektronskoj trgovini i to akademski ili strukovni.
LL@(2843) Finally, the task of last category of professionals in legal matters is to establish laws and prepare the government policy in the electronic commerce field. => Konačno, poslednja kategorija profesionalaca za pravo treba da uspostavi zakone i pripremi politiku vlade u elektronskoj trgovini.
LL@(2844) Their fields of interest are business and criminal law, contracting processes, intellectual property, legislation concerning industry matter, conditions of legal jurisdiction, privacy and freedom of information. => Oblasti njihovog interesa su poslovno i kriminalno pravo, procesi ugovaranja, intelektualno vlasništvo, industrijsko zakonodavstvo, uslovi pravne nadležnosti, privatnost i sloboda informisanja.
LL@(2845) The titles in this category are the electronic commerce legal advisor, the electronic commerce policy planner and the parliamentary advisor for electronic commerce. => Nazivi radnih mesta u ovoj kategoriji su pravnik za elektronsku trgovinu, planer politike elektronske trgovine i parlamentarni savetnik za elektronsku trgovinu.
LL@(2846) An example of the structure of a new economy company in practice can be observed in the case of the biggest on-line bookstore the Knjizara.com. => Kako u praksi izgleda struktura jedne kompanije nove ekonomije može nam poslužiti primer najveće online prodavnice knjiga u širem regionu, poznate pod nazivom Knjizara.com.
LL@(2847) The company is territorially located in Belgrade and functions on the principle created by the biggest book (and not only book) sales system, the Amazon.com. => Ova kompanija je fizički locirana u Beogradu, a funkcioniše u stilu koji je kreirao najveći svetski sistem prodaje knjiga (i ne samo knjiga), Amazon.com.
LL@(2848) The manager of the company which the region, in performs sales exclusively via the Internet has provided the following data: the Web site of the company is daily visited by 8,700 to 13,000 visitors. => Od menadžera ove kompanije, koja prodaju vrši isključivo preko Interneta, dobijeni su sledeći podaci:
LL@(2849) The company daily delivers between 30 and 70 packages of books. => Web sajt kompanije dnevno poseti između 8.700 i 13.000 posetilaca.
LL@(2850)  => Dnevno isporučuje između 30 i 70 paketa sa knjigama.
LL@(2851) The software solution for work was bought from the third party. => Softversko rešenje za svoj rad kompanija je kupila od treće strane.
LL@(2852) The system is backed up by a book catalogue containing about 30.000 titles by about 850 publishers, as well as a catalogue with about 10,000 antique books. => U pozadini sistema nalazi se katalog knjiga sa oko 30.000 naslova od oko 850 izdavača, kao i katalog sa oko 10.000 antikvarnih knjiga.
LL@(2853) The lager of the company is quite small and is limited to the books that are currently in demand. => Lager ove kompanije je vrlo mali i ograničen je na trenutno najtraženija izdanja.
LL@(2854) The Knizara. com realizes approximately 85 percent of its sales on the national market, and its largest exports are to the former Yugoslav countries, which mostly order technical literature, while the fiction share in the exports to these markets is negligible. => Oko 85% prodaje Knizara.com realizuje na domaćem tržištu, a najveći izvoz je u zemlje bivše Jugoslavije, odakle se naručuje po pravilu stručna literatura, dok je udeo beletristike u izvozu na ovo tržište zanemariv.
LL@(2855) The Knizara.com also delivers books into other countries, in which people are interested in the literature in the Serbian language, mostly into the countries of the European Union, the U.S.A., Canada and Australia. => Knjizara.com isporučuje knjige i u druge zemlje, u kojima ima ljudi zainteresovanih za literaturu na srpskom jeziku, a najčešće u zemlje Evropske Unije, SAD, Kanadu i Australiju.
LL@(2856) The company ranks among small enterprises, with only 10 employees. => Ova kompanija spada u grupu malih preduzeća, jer ima svega 10 zaposlenih.
LL@(2857) Among them are the Web site editor and the ICT system engineer, who cover the first two groups of jobs. => Među njima mogu se naći urednik Web sajta i ICT sistem inženjer, sa kojima su pokrivene 2 prve grupe poslova.
LL@(2858) The others are the companys general manager, the accountant and the courier, whereas the jobs concerning the orders processing, monitoring the orders towards the publishers, book receipt, completing orders, packaging, addressing and invoicing is jointly executed by the rest of the employees. => Među ostalima, pored glavnog menadžera kompanije, nalaze se knjigovođa i kurir, dok poslove vezane za obradu narudžbi, praćenje narudžbi prema izdavačima, prijem knjiga, kompletiranje narudžbi, pakovanje, adresiranje i fakturisanje obavljaju solidarno preostali zaposleni.
LL@(2859) Even at a glance at this structure it is clear that not one employee is engaged in the sale itself. => Posle letimičnog pogleda na ovu strukturu, vidljivo je da se niko od zaposlenih ne bavi samom prodajom.
LL@(2860) This crucially important function in each shop is in charge of the application software of the company, working on the model of a good salesperson. => Za ovu, izuzetno značajnu funkciju u svakoj prodavnici, zadučen je aplikativni softver kompanije, koji radi prema modelu dobrog prodavca.
LL@(2861) Since all the shops and every customers order are entered in the corporate database, on each subsequent visit to the shop the programme searches the database and identifies the interests, inclinations and similar behaviors and suggests new purchases to the customer on this basis. => Kako su, naime, svi obilasci radnje i porudžbine svakog kupca evidentirani u bazi podataka kompanije, pri svakom ponovnom ulasku u prodavnicu program pretražuje bazu podataka i prepoznaje interese, sklonosti i slična ponašanja i na osnovu toga predlaže nove kupovine kupcu.
LL@(2862) In order that such an approach should be executed, it was necessary that every book be precisely described with different classification notions, which can serve as a framework for composing an offer to any prospective customer. ~~~ 7. => Da bi se ovakav pristup realizovao, bilo je neophodno svaku knjigu precizno opisati sa različitim klasifikacionim pojmovima, koji predstavljaju okvir za formiranje ponude svakom potencijalnom kupcu. 7.
LL@(2863) Concluding remarks The global trends in the past 10 years have been directed towards an intensive use of the Internet infrastructure and the accompanying ICTs, dominant among which was the WorldWideWeb. => Završna razmatranja Globalni trendovi poslovanja u proteklih 10 godina usmereni su na intenzivno korišćenje infrastrukture Interneta i pratećih ICT, među kojima je dominantan WorldWideWeb.
LL@(2864) The transfer from direct business contacts in contracting towards electronic modes of commerce caused a new strategic positioning of companies and the emergence of a large number of new jobs whose executors are the special ists with new skills. ~~~ As such, they do not always comply with the prevailing ideas on the inclinations and demands of the employees. => Prelazak sa neposrednih poslovnih kontakata u procesu sklapanja posla na elektronske modele trgovine prouzrokovao je novo strateško pozicioniranje kompanija i pojavu velikog broja novih poslova čiji su izvršioci specijalisti sa novim veštinama i ne uklapaju se u potpunosti u do sada važeće predstave o sklonostima i zahtevima zaposlenih.
LL@(2865) Therefore the HRM specialists are faced with a serious task to get to know them better and to create new frameworks in which both interested parties will find enough reasons to try to find mutual interests. => Tako je pred specijalistima za HRM ozbiljan zadatak da ih bolje upoznaju i stvore nove okvire u kojima će obe zainteresovane strane naći dovoljno razloga za pronalaženje zajedničkih ciljeva.
LL@(2866) On the other hand, a succession of new, so far relatively unknown jobs emerge, for which it is necessary that a most appropriate solution be found. => Sa druge strane, pojavljuje se niz novih, do sada relativno nepoznatih poslova za koje je potrebno naći najprikladnije rešenje.
LL@(2867) In this report we tried to offer a relatively broad review of new work positions, without providing any strict differentiation, since the main idea of this report is to create an introductory, broad idea of this new segment of global business, not to provide final answers to newly created, still very open-ended demands. => U ovom tekstu pokušano je da se napravi relativno širi pregled novih radnih mesta, pri čemu ona nisu strogo izdiferencirana, jer je glavna ideja ovog teksta da stvori prvu, širu sliku ovog novog segmenta globalnog poslovanja, a ne da pruži konačne odgovore na novonastale, još uvek vrlo otvorene zahteve. ~~~ LITERATURA Š1Ë Awad E. (2007):
LL@(2868) Bibliography Š1Ë Awad E. (2007): Electronic Commerce: From Vision to Fulfillment (3rd ed.), Pearson Prentice Hall Š2Ë Bloisi W. (2007): An Introduction to Human Resource Management, McGraw-Hill Š3Ë Blount, Y., T. Castleman, T., P. Swatman (2003): Linking eCommerce and Human Resource Strategies: A Case Study in Large Australian Retail Bank, Zbornik radova 16th eCommerce Conference: eTransformation: 1-14 Š4Ë Certo S.C., M.W. Certo (2000): Digital Dimensioning: Finding the Ebusiness in Your Business, Mc Graw-Hill Š5Ë Chan E.S.K., P.M.C. Swatman (2000): Electronic Commerce Careers: A Preliminary Survey of the Online Marketplace, Zbornik radova 13th eCommerce Conference: Electronic Commerce: The End of the Beginning: 1-20 Š6Ë De Cieri, H., R. Kramar (2003): Human Resource Management in Australia: Strategy, People, Performance,Sydney, McGraw-Hill Australia Pty Limited. => Electronic Commerce: ~~~ From Vision to Fulfillment (3rd ed.), Pearson Prentice Hall Š2Ë Bloisi W. (2007): ~~~ An Introduction to Human Resource Management, McGraw-Hill Š3Ë Blount, Y., T. Castleman, T., P. Swatman (2003): ~~~ Linking eCommerce and Human Resource Strategies: ~~~ A Case Study in Large Australian Retail Bank, Zbornik radova 16th eCommerce Conference: eTransformation: ~~~ 1-14 Š4Ë Certo S.C., M.W. Certo (2000): ~~~ Digital Dimensioning: ~~~ Finding the Ebusiness in Your Business, Mc Graw-Hill Š5Ë Chan E.S.K., P.M.C. Swatman (2000): ~~~ Electronic Commerce Careers: ~~~ A Preliminary Survey of the Online Marketplace, Zbornik radova 13th eCommerce Conference: ~~~ Electronic Commerce: ~~~ The End of the Beginning: ~~~ 1-20 Š6Ë De Cieri, H., R. Kramar (2003): ~~~ Human Resource Management in Australia: ~~~ Strategy, People, Performance,Sydney, McGraw-Hill Australia Pty Limited. ~~~ Š7Ë Farhoomand A., P. Lovelock (2001): ~~~ Global e-Commerce: ~~~ Text and Cases, Prentice Hall:
LL@(2869) Š7Ë Farhoomand A., P. Lovelock (2001): Global e-Commerce: Text and Cases, Prentice Hall: Pearson Education Asia Pte Ltd Š8Ë Gardner, M., G. Palmer (1997): Employment Relations Industrial Relations and Human in Australia, South Resource Management Melbourne, Macmillan Education Australia Pty Ltd. Š9Ë Grimshaw, D., H. Beynon (2002): The restructuring of career paths in large service sector organizations: delayering, upskilling and ploarisation, Sociological Review 50(1): 89-116. => Pearson Education Asia Pte Ltd Š8Ë Gardner, M., G. Palmer (1997): ~~~ Employment Relations Industrial Relations and Human Resource Management in Australia, South Melbourne, Macmillan Education Australia Pty Ltd. ~~~ Š9Ë Grimshaw, D., H. Beynon (2002): ~~~ The restructuring of career paths in large service sector organizations: delayering, upskilling and ploarisation, Sociological Review 50(1):
LL@(2870) Š10Ë James, P., D. Dibben, P (2002). => 89-116. Š10Ë James, P., D. Dibben, P (2002).
LL@(2871) Modern HRM: does it have a human face?, Society in Transition 33(2): 213-226. => Modern HRM: does it have a human face?, Society in Transition 33(2): ~~~ 213-226. Š11Ë Jošanov B. (2006):
LL@(2872)  => Elektronsko poslovanje, Viša poslovna škola, Novi Sad Š12Ë Mintzberg H., J.B. Quinn (1998):
LL@(2873) Š11Ë Jošanov B. (2006): Elektronsko poslovanje, Viša poslovna škola, Novi Sad Š12Ë Mintzberg H., J.B. Quinn (1998): The Strategy Process: Concepts and Contexts, Prentice Hall International Edition Š13Ë Nahapiet, J., S. Ghoshal (1998) Social capital, intellectual capital, and the organizational advantage, Academy of Management Review, Vol. 23: 242-266 Š14Ë Nelson J. (2006): Contours for a new business strategy, New Zeland Management, February Š15Ë Panian @. => The Strategy Process: ~~~ Concepts and Contexts, Prentice Hall International Edition Š13Ë Nahapiet, J., S. Ghoshal (1998) Social capital, intellectual capital, and the organizational advan tage, Academy of Management Review, Vol. ~~~ 23: 242-266 Š14Ë Nelson J. (2006): ~~~ Contours for a new business strategy, New Zeland Management, February Š15Ë Panian @. (2002): ~~~ Izazovi elektroničkog poslovanja, Narodne novine, Zagreb Š16Ë Porter, M. E. (2001): ~~~ Strategy and the Internet, Harvard Business Review Vol. ~~~ 79 (Issue 3): ~~~ 62-79 Š17Ë Plant R. (2000): eCommerce: ~~~ Formulation of Strategy, Prentice Hall HTR Š18Ë Rajala R., M. Westerlund (2005): ~~~ Business Models: ~~~ A New Perspective on Knowledge-Intensive Services in the Software Industry, Zbornik radova 18th eConference: eIntegration in Action: ~~~ 115 Š19Ë Riemer K. (2004): ~~~ The Role Of Social Capital In Managing Relationships With eCommerce Suppliers, Zbornik radova 17th eConference: eGlobal: ~~~ 1-16 Š20Ë Spremić M. (2004): ~~~ Menadžment i elektroničko poslovanje, Narodne novine, Zagreb Š21Ë Srića V., J. Muller (2001):
LL@(2874) (2002): Izazovi elektroničkog poslovanja, Narodne novine, Zagreb Š16Ë Porter, M. E. (2001): Strategy and the Internet, Harvard Business Review Vol. 79 (Issue 3): 62-79 Š17Ë Plant R. (2000): eCommerce: Formulation of Strategy, Prentice Hall HTR Š18Ë Rajala R., M. Westerlund (2005): Business Models: A New Perspective on KnowledgeIntensive Services in the Software Industry, Zbornik radova 18th eConference: eIntegration in Action: 1-15 Š19Ë Riemer K. (2004): The Role Of Social Capital In Managing Relationships With eCommerce Suppliers, Zbornik radova 17th eConference: eGlobal: 1-16 Š20Ë Spremić M. i elektroničko poslovanje, Narodne novine, Zagreb Š21Ë Srića V., J. Muller (2001): Put k elektroničkom poslovanju, Sinergija, Zagreb Š22Ë Stata R. (1989): Organizational Learning The Key to Management Innovation, Sloan Mangement Review, Spring Š23Ë Torrington D., L. Hall, S. Taylor (2002): Human Resource Management (5th edition), Pearson Education Limited (2004): Menadžment Potentials of project financing projects UDC 005.8 Sladjana Benković Faculty of Organizational Sciences, Beograd, benko¿fon.bg.ac.yu XI International Symposium SymOrg 2008, 10th - 13th. => Put k elektroničkom poslovanju, Sinergija, Zagreb Š22Ë Stata R. (1989): ~~~ Organizational Learning The Key to Management Innovation, Sloan Mangement Review, Spring Š23Ë Torrington D., L. Hall, S. Taylor (2002): ~~~ Human Resource Management (5th edition), Pearson Education Limited Potencijali projektnog finansiranja projekata UDK 005.8 Slađana Benković Fakultet organizacionih nauka u Beogradu, benko¿fon.bg.ac.yu XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(2875) September 2008, Belgrade, Serbia As a model of financing of a project, project financing is being widely used in both developed countries and developing countries, especially in case of the capital intensive investment projects. => Septembar 2008, Beograd, Srbija Projektno finansiranje kao način finansiranja projekata, primenjuje se danas u visoko razvijenim zemljama, ali i u zemljama u razvoju, za finansiranje kapitalno intezivnih investicionih projekata.
LL@(2876) Project financing is superior compared to direct investments and other models of financing, which makes it attractive and appealing way of project financing. => To ukazuje na njegovu superiornost u poređenju sa direktnim investiranjem, i drugim oblicima ulaganja, te ga čini atraktivnim i aktuelnim vidom finansiranja projekata.
LL@(2877) Project financing helps putting to use the funds in many infrastructural projects in the different industry fields in both public and private sectors, for the purpose of improving the quality, efficiency and effectiveness of investments. => Projektnim finansiranjem mobilišu se sredstva za finansiranje industrijskih i infrastrukturnih projekata u različitim privrednim granama iz privatnog i javnog sektora, u cilju unapređenja nivoa kvaliteta, efikasnosti i efektivnosti ulaganja.
LL@(2878) This model takes into consideration only the investment justifiability and the results of projects, not the previous period of the companyžs activity. ~~~ The increasing number of investors in the Republic of Serbia, as well as an increasing demand for investing in industrial and infrastructural projects gave rise to project financing as a model of financing. => Povećanjem broja investitora u Republici Srbiji, i razvojem potreba za unapređenjem i izgradnjom infrastrukture, ukazala se potreba i za projektnim finansiranjem, koje se ne zasniva samo na sagledavanju poslovanja preduzeća u prethodnom periodu, već se bavi i sagledavanjem opravdanosti i efektima ulaganja u sam projekat.
LL@(2879) To make the implementation of this way of financing possible, the Republic of Serbia created a respective legal framework. => Istovremeno, u Republici Srbiji su stvoreni zakonski okviri za realizaciju ovoga vida finansiranja.
LL@(2880) Based on the previously mentioned facts, this model of financing could be applied on infrastructural projects, such as transport, energy, irrigation, soil improvement, telecommunications, oil and gas refinement, projects on education and health care, but also on investments in housing and business premises. => Shodno tome, ovaj vid finansiranja posebno bi doprineo unapređenju procesa finansiranja izgradnje infrastrukturnih projekata kao što su ulaganja u sektor energetike, transporta, navodnjavanja, meliorizacije, telekomunikacija, prerade i korišćenja nafte i gasa, projekte obrazovanja i zdravstvene zaštite, ali i unapređenju ulaganja u projekte poslovanja i podrške poslovanju, kao što su ulaganja u poslovne i stambene jedinice.
LL@(2881) The purpose of this paper is to point out the potentials of project financing as one mode of financing and its contribution to economic development. ~~~ 1. => Radom se želi ukazati na potencijale projektnog finansiranja, kao modaliteta finansiranja koji može doprineti unapređenju ekonomskog razvoja. 1.
LL@(2882) Introduction Project financing is defined as financing of a certain project, mostly an infrastructure or industry project, where the creditors rely upon cash flow and project revenues as financial sources to service the investment. => Uvod Projektno finansiranje definiše se kao finansiranje određenog projekta, najčešće infrastrukturnog ili industrijskog, pri čemu se zajmodavci oslanjaju na tok gotovine i prihode projekta kao izvore sredstava iz kojih će se otplatiti investirana sredstva.
LL@(2883) This basically means that the creditor has control over the cash flows and that the profit achieved is the only way he can use to retrieve the invested capital, i.e., that the project assets are to ensure the financing of the project itself Š3Ë, and is therefore the only guarantee of the project realization. => To u osnovi znači da investitor ima uvid u novčane tokove, te da je ostvareni profit jedini način da vrati investirana finansijska sredstva, odnosno da aktiva projekta treba da osigura finansiranje samog projekta Š3Ë, te da je ona u tom smislu i jedina garancija za realizaciju ovoga projekta.
LL@(2884) The project sponsors and investors make up the motive power of project financing. => Pokretačku snagu projektnog finansiranja čine njegovi sponzori i finansijeri (investitori).
LL@(2885) The project sponsor is the party behind the project, the motive power, most often the government of a country, an independent entity of a certain industry sector or a consortium (trust), a future purchaser of the products or services provided by the project. => Sponzor projekta je strana koja stoji iza projekta i čini njegovu pokretačku stranu, najčešće Vlada neke zemlje, samostalni entitet privrednog sektora ili konzorcijum, budući kupac proizvoda ili usluga projekta.
LL@(2886) The investors are usually financial institutions, such as: international organizations for development financing, banks, investment funds, equipment manufacturers, contractors, prospective customers, etc. => Finansijeri projekta su uglavnom finansijske institucije kao što su: međunarodne organizacije za finansiranje razvoja, banke, investicioni fondovi, proizvođači opreme, izvođači radova, budući kupci i sl.
LL@(2887) Š1Ë. ~~~ A project may have one or more sponsors who promote the project idea and motivate all the participants in the project execution. => Š1Ë Projekat može imati jednog ili više sponzora koji forsiraju ideju o projektu i motivišu sve učesnike u njegovoj realizaciji.
LL@(2888) The governments worldwide supported the initiative for using the individual investors' funds in financing infrastructure and services in a wide range of activities in industry, such as: power supply, transportation, irrigation and land-improvement systems, telecommunications, oil and gas, mines, schools and hospitals. => Vlade država širom sveta su pokazale inicijativu za angažovanjem finansijskih sredstava individualnih investitora u infrastrukturu i usluge u vrlo širokoj paleti aktivnosti industrijskih delatnosti, uključujući oblast energetike, transporta, navodnjavanja i meliorizacije, telekomunikacija, nafte i gasa, rudnika, škola i bolnica.
LL@(2889) Such a way of fund raising ensures improvements in a great number of public activities and services which are indispensable in ensuring a quality work and business operations. => Ovakav način obezbeđenja finansijskih sredstava omogućuju unapređenje mnogih javnih poslova i usluga bez kojih nije lako obezbediti kvalitet delovanja i poslovanja.
LL@(2890) Simultaneously, the companies in the privatization process, or those that have just completed it, are burdened with high costs, the variability of demand on the market and frequently the decrease in value of the national currency compared to euro or dollar. => U isto vreme, preduzeća koja prolaze kroz proces privatizacije, ili je ta faza iza njih, opterećena su visokim troškovima, promenljivošću tražnje na tržištu, kao i vrlo često umanjenjem domaće valute u odnosu na evro ili dolar.
LL@(2891) Hence project financing gains in importance, as one aspect of infrastructure and capital intensive project financing, since, according to its qualities, it means improvement in the project evaluating and financing. ~~~ 2. => U tom smislu projektno finansiranje dobija poseban značaj, kao vid finansiranja infrastrukture i kapitalno intezivnih projekata, budući da svim svojim karakteristikama predstavlja unapređenje metodologije vrednovanja i finansiranja projekata. 2.
LL@(2892) Advantages of project financing projects The financial evaluation of infrastructure and capital intensive projects is complex. => Prednosti projektnog finansiranja projekata Finansijsko vrednovanje infrastrukturnih i kapitalno intezivnih projekata je kompleksno.
LL@(2893) Implementation of project financing scheme means using a specific technique of risk and uncertainty, which makes the designing of the Report on cash flows extremely complex. => Primena projektnog finansiranja podrazumeva i primenu specifične tehnike rizika i neizvesnosti, što upravo čini i projektovanje Izveštaja o novčanim tokovima izuzetno složenim.
LL@(2894) Project financing is an atrractive financing model in the countries with low credit rating, too, on condition that the project earns a satisfactory hard-currency revenue to service the liabilities to the creditors, and on condition there are legal and other kinds of certainty that the revenues earned will be used to the purpose of servicing the debts related to project financing. => Projektno finasiranje je primenljiv model finansiranja i u zemljama s niskim kreditnim rejtingom, ukoliko projekat obezbeđuje dovoljne prihode u čvrstoj valuti koji će omogućiti uredno servisiranje obaveza prema kreditorima, i ukoliko postoji pravna i druga sigurnost da će na taj način ostvareni prihodi biti upotrebljeni za servisiranje dugova vezanih za projektno finansiranje.
LL@(2895) The aim of project financing is not to hide the debt from the creditors, the credit rating estimating agencies or the shareholders, but to make each stakeholder share the risk of the project among them. => Cilj projektnog finansiranja nije da se sakrije dug od kreditora, agencija za procenjivanje kreditnog rejtinga ili akcionara, već da se podeli rizik projekta.
LL@(2896)  => Pored snižavanja rizika projekta i finansijskog rizika postoji još dosta važnih prednosti projektnog finansiranja, među kojima su Š2Ë: (cid:
LL@(2897)  => sponzor je u prilici da dobije nedostajući kapi tal za određeni projekat koji on sam nema, (cid:
LL@(2898) In addition to reducing the project and the financial risks, there are a lot of important advantages of project financing, among which Š2Ë are: (cid:190) the sponsor has an opportunity to obtain the capital for a certain project which he himself cannot provide; (cid:190) the project is an easier way to obtain guarantees that the sponsor might not get himself; (cid:190) in case the sponsor's credit rating is low, and the project is good, chances are better that he can raise capital and obtain favourable conditions for his project; (cid:190) financial burden in servicing the debt is much lower for the investor; (cid:190) the project can easily comply with certain investment regulations the sponsor may have difficulties to comply with; (cid:190) the sponsor finds it easier to avoid certain problems (e.g., blame in case the project fails, etc.); (cid:190) the costs per investor(s) are significantly low er; etc. => projekat lakše dolazi do garancija koje even tualno sponzor ne bi dobio, (cid: ~~~ ukoliko sponzor ima nizak kreditni rejting, a projekat je dobar, postoji veća šansa da se dođe do finansijskih sredstava i povoljnijih uslova za projekat, (cid: ~~~ mnogo je niže finansijsko opterećenje po inve stitoru vezano za vraćanje duga, (cid: ~~~ projekat može da zadovolji određene investicione propise koje sam sponzor teško može da zadovolji, (cid: ~~~ sponzor lakše izbegava određene probleme (npr. optužbe u slučaju neuspeha, i sl.), (cid: ~~~ znatno su niži toškovi po investitoru, i sl.
LL@(2899) A very important feature of project financing is the certainty that the funds invested will be returned with a respective revenue. => Jako bitna karakteristika projektnog finansiranja je sigurnost da će se investirana sredstva povratiti uz odgovarajući prinos.
LL@(2900) This usually stems from the guarantees, both direct and indirect, issued by the third party, most often the state. => Ova stavka najčešće proizilazi iz garancija, kako direktnih tako i indirektnih, koje izdaje neka treća strana, najčešće sama država.
LL@(2901) The necessity to insure these projects results from the fact that they are capital intensive, i.e., that they most frequently require that a vast amount of capital is invested. => Potreba za osiguravanjem ovih projekata proizilazi iz činjenice da su kapitalno intezivni, odnosno, da najčešće zahtevaju ulaganje visokog iznosa pozajmljenih finansijskih sredstava.
LL@(2902) In such a case, all the previously mentioned financial sources are possible, however, each of them has its own price and risks. => U tom slučaju svi prethodno navedeni izvori finansiranja su mogući, ali svaki od njih ima svoju cenu koštanja i svoje rizike.
LL@(2903) The companies choose project financing when investing into large projects, in which case they most frequently decide upon the so-called structural financing. => Projektno finansiranje koriste preduzeća prilikom investiranja u velike projekte, pri čemu najčešće koriste tzv. strukturno finansiranje.
LL@(2904) The structural financing is such a type of financing that allows for the investors to track the cash flows, and they can do it through forming a Special Purpose Vehicle (SVP) as a unit responsible for achieving the defined financial goals. => Strukturno finansiranje je finansiranje koje omogućava ulagačima praćenje novčanih tokova, zahvaljujući formiranju Special Purpose Vehicle (SPV), kao jedinice zadužene za realizaciju definisanih finansijskih ciljeva.
LL@(2905) Project financing is of special interest for the companies engaged in manufacturing industry, in the production and transmission of power supply. => Za projektno finansiranje posebno su zainteresovana preduzeća uključena u industrijsku proizvodnju, zatim obradu i transport energije.
LL@(2906)  => Razlog za to su najčešće njihovi ograničeni izvori kapitala, ali i Š2Ë: (cid:
LL@(2907) This is because their sources of capital are most often rather scarce, but also because of the possibility to Š2Ë: (cid:190) avoid the balance sheet encumberment; (cid:190) avoid to report the debt so that it does not affect the shares price, i.e., avoid financial response; (cid:190) avoid the fall in the sponsor's credit rating due to the existing liabilities; As regards the project investors, we should point out to an increasing interest in joint projects that is present worldwide. => izbegavanje opterećenja bilansa stanja, (cid: ~~~ izbegavanje prikaza duga tako da ne utiče na cenu akcije, odnosno izbegavanje finansijske reakcije, (cid: ~~~ izbegavanje opadanja kreditnog rejtinga spon zora zbog postojećeg duga, (cid: ~~~ ograničenje direktne odgovornosti u rizičnim fazama realizacije i efektuiranja projekta.
LL@(2908) Numerous factors motivate people to enter the project execution jointly with partners, the most frequent of which are the following: (cid:190) the project is beyond the financial or manage ment means of just one enterprise; (cid:190) a lower risk exposure for each participant in the project execution; (cid:190) it is financially more reasonable to invest joint ly with another enterprise: (cid:190) one or more partners enjoy rating reliefs. => Kada se govori o investitorima projekta, treba istaći da se u svetu javlja povećano interesovanje za zajedničke projekte. ~~~ Mnogo je faktora koji podstiču ulazak u realizaciju projekta s partnerima, pri čemu se najčešćim smatraju sledeći: (cid: ~~~ projekat je izvan finansijskih ili upravljačkih mogućnosti samo jednog preduzeća, (cid: ~~~ niži je rizik finansiranja za svakog od učesnika u realizaciji projekta, (cid: ~~~ finansijski je opravdanije ući u zajedničko ula ganje s još nekim preduzećem, (cid: ~~~ jedan ili više partnera ima poreske olakšice.
LL@(2909) The final goal of project financing is to raise enough capital required for the project execution, as well as enough profit to regain the invested funds easily. => Konačan cilj projektnog finansiranja je obezbeđenje do voljno finansijskih sredstava neophodnih za realizaciju projekta, i dovoljno visok profit tako da je omogućeno nesmetano vraćanje uloženih finansijskih sredstava.
LL@(2910) One way to achieve this goal is insurance issued by a third party, which has already been mentioned; however, rare are the projects supported by a third party without that party gaining some direct profit from the project. ~~~ 3. => Jedan od načina za postizanje ovoga cilja je i osiguranje od treće strane, što je već pomenuto, no svakako da su retki projekti koji su podržani od treće strane, a da ona pri tome nema neku direktnu korist od tog istog projekta. 3.
LL@(2911) Elements of project financing A successful completion of a project depends on a number of elements, therefore they should be thoroughly analysed by both the sponsor and the project financier. => Elementi projektnog finansiranja Postoji dosta elemenata koji utiču na mogućnost uspešne realizacije projekta, te ih je neophodno dobro proučiti i od strane sponzora i finansijera projekta.
LL@(2912) Some of the most important elements are as follows Š2Ë: (cid:190) a satisfactory feasibility study and financial plan; both should be based on realistic premises, and be able to conform to the capital market conditions, such as interest rates, inflation, etc. (cid:190) an adequate insurance cost of the future proj ect; (cid:190) an estimation of real consumption and the price of power resources that must be supplied for the implementation of the project; (cid:190) an adequate market for the future product or service; (cid:190) determining the need and the time of investment as regards the materials involved in the project construction; (cid:190) selecting an experienced and reliable contractor to do the job; (cid:190) selecting an experienced and reliable manage ment; (cid:190) incorporating only tested technological compo nent into the project; (cid:190) closing a contract to the satisfaction of all the contracting parties; (cid:190) all the most important sponsors should be in volved in the creation of the SPV (cid:190) limit the direct responsibility in the risky phases (cid:190) the project plan should incorporate the project of the project execution and effecting. solution as well; (cid:190) the project should promise a guaranteed profit; (cid:190) environmental risks should be acceptable for all the parties participating in the project. => Neki od najvažnijih elemenata su Š2Ë: (cid: ~~~ zadovoljavajuća studija o izvodljivosti i finansijski plan; treba da su zasnovani na realnim pretpostavkama, te da prate uslove na tržištu kapitala kao što su kamatne stope, inflacija, itd, (cid: ~~~ odgovarajuća cena osiguranja budućeg pro jekta, (cid: ~~~ procena realnih utrošaka i cena energenata koje je neophodno obezbediti za implementaciju projekta, (cid: ~~~ obezbeđenje adekvatnog tržišta za budući pro izvod ili uslugu, (cid: ~~~ utvrđivanje potreba i vremena ulaganja prema materijalima koji su u funkciji konstrukcije projekta, (cid: ~~~ izbor izvođača radova koji mora biti iskusan i pouzdan, (cid: ~~~ izbor menadžmenta koji mora biti iskusan i pouzdan, (cid: ~~~ inkorporiranje samo isprobanih tehnoloških komponenti u projekat, (cid: ~~~ sastavljanje ugovora kojim će biti zadovoljne sve strane koji učestvuju u projektu, (cid: ~~~ u stvaranju SPV treba da budu uključeni naj važniji sponzori, (cid: ~~~ u plan projekta treba da bude uključeno i pro jektno rešenje, (cid:
LL@(2913) In case the project is executed abroad, it is necessary to take into consideration certain factors, such as: (cid:190) a stable and friendly political environment; (cid:190) the opportunities of obtaining the licences, con tracts and rights; (cid:190) the acceptability of the estimated political risk; (cid:190) risks related to raising capital and the conversion of capital are evaluated and are acceptable for the investor; (cid:190) chances for protection from criminal activities; (cid:190) the rule of laws that protects the enterprise, property and rights related to the investment itself. => projekat treba da ima zagarantovan profit, (cid: ~~~ rizici iz okruženja treba da su prihvatljivi za sve strane koje su angažovane na realizaciji projekta. ~~~ Ukoliko se projekat izvodi u inostranstvu, neophodno je obratiti pažnju na faktore kao što su: (cid: ~~~ stabilno i prijateljsko političko okruženje, (cid: ~~~ mogućnost dobijanja dozvola, ugovora i pra va, (cid: ~~~ prihvatljivost procenjenog političkog rizika, (cid: ~~~ rizici vezani za obezbeđenje finansijskih sredstava i konverziju finansijskih sredstava su procenjivani i prihvatljivi su za investitora, (cid: ~~~ mogućnost zaštite od kriminalnih aktivnosti, (cid: ~~~ postojanje zakona koji štite preduzeće, imovi nu i prava vezana za samo ulaganje.
LL@(2914) Any factors that may lead to the failure of the project should be paid special attention to and analysed. => Posebno treba obratiti pažnju i analizirati sve faktore koji mogu dovesti i do neuspeha projekta.
LL@(2915) In the first place is a possibility of delay, incurring additional expences, and, as a result, exceeding the budget. => Na prvom mestu je mogućnost dolaska do zastoja, stvaranja dodatnih troškova i kao posledica toga probijanje budžeta.
LL@(2916) Especially dangerous are poorly designed technical solutions, financial bankruptcy of one of key parties, a rise in prices or the lack of material. => Svakako posebnu opasnost predstavljaju loše projektovana tehnička rešenja, finansijski bankrot neke od ključnih strana, povećanje cena ili nedostatak materijala.
LL@(2917) The consequences may be lower competitiveness on the market, i.e., the replacement of the management of the project. => Kao posledica toga može se javiti gubitak konkurentnosti na tržištu, odnosno smena rukovodstva projekta.
LL@(2918) In case the project is executed abroad, special attention should also be paid to the factors such as the influence of public institutions upon the project execution, a possibility that personal property be withdrawn, or a financial insolvency of the Government. => U slučaju realizacije projekta u inostanstvu posebno treba obratiti pažnju na faktore kao što su uticaj državnih institucija na realizaciju projekta, potencijalna mogućnost oduzimanja lične svojine, kao i finansijska nesolventnost Vlade.
LL@(2919) A successful realization of the project requires an imperative and thorough analysis of the abovementioned factors, but also their further monitoring and, if necessary, avoiding them during the project execution. => Uspešna realizacija projekta nameće obaveznu i detaljnu analizu navedenih faktora, ali i njihovo kasnije praćenje i eventualno izbegavanja tokom realizacije projekta.
LL@(2920) Any one of these reasons may be sufficient enough to the creditor to make him search for the possibility of financing the project jointly with the sponsor. => Bilo koji od ovih razloga može biti dovoljan zajmodavcu da potraži mogućnost finansiranja projekta uz pomoć sponzora.
LL@(2921) The liability for a debt may be acceptable for a certain part of the project, not for a project as a whole. => Odgovornost za dug projekta može biti prihvatljiva za određeni deo projekta, ali ne i za ceo projekat.
LL@(2922) Where the sponsor is not in a position to avoid a long-term loan to be serviced out of the project profit, the sponsor may agree with a creditor to pay the money back upon the completion of a given phase of the project. => Tamo gde sponzor nije u mogućnosti da izbegne dugoročan zajam koji se vraća iz profita projekta, može se dogovoriti sa zajmodavcem da novac uplati po okončanju određene faze projekta. 4.
LL@(2923) 4. ~~~ Consolidating the project financing sources The financial instruments that can be used in the acquisition of the project fixed assets vary. => Formiranje izvora finansiranja projekta Različiti finansijski instrumenti mogu biti korišćeni u akviziciji fiksne aktive projekata.
LL@(2924) They include capital (current equity), loans (for a defined period of time), and a hybrid capital. => To uključuje kapital (trenutno raspoloživi kapital), zaduživanje (na određeni vremenski period) i hibridni kapital.
LL@(2925) Capital refers to plain shares, rein vested capital and dead (non-engaged) capital. => Kapital se odnosi na obične akcije, reinvestirani kapital i neangažovani kapital.
LL@(2926) As a form of financing, however, capital is rarely used as such; far more frequently the capital is raised through loans, both the long-term loans and the sub-prime loans. => Međutim kapital kao forma finansiranja, retko se kao takav koristi, odnosno daleko učestalije je korišćenje zajmova, i to kako dugoročnih zajmova, tako i nižerazrednih kredita.
LL@(2927) The long-term financing through credit (use of longterm loans) is by all means most frequent compared to other types of financing, while the sub-prime loans are used most rarely, from the point of view of ranking of various types of project financing. => Naravno dugoročno kreditiranje (odnosno korišćenje dugoročnih zajmova) ima daleko najviši nivo učestalosti u odnosu na druge vidove finansiranja, dok nižerazredna kreditiranja su najređe korišćen vid finansiranja, gledano sa aspekta rangiranja različitih vidova projektnog finansiranja.
LL@(2928) The hybrid capital refers to the types of financing that basically are a form of financial instruments, and the firm achieves this capital through loans; however, they also display some characteristics and liabilities, such as preferential shares, or convertible bonds. => Hibridni kapital odnosi se na vidove finansiranja koji u svojoj osnovi predstavljaju formu finansijskih instrumenata, i do njih se dolazi zaduživanjem, ali isto tako one imaju i osobine i zaduživanja, kao što su preferencijalne akcije, ili konveribilne obveznice.
LL@(2929) Convertible bonds may be converted into a certain number of shares, whereas preferential shares are treated as capital, but the value of the dividends paid to them is fixed. => Konvrtibilne obveznice mogu se konvertovati u određeni broj akcija, dok se preferencijalne akcije tretiraju kao kapital, ali vrednost dividende koja se plaća na njih je fiksna.
LL@(2930) The company set up for the purpose of executing a project may decide not to pay the dividends on its preferential shares, upon the completion of public auction of shares, assuming that the failure to pay the dividends on shares shall be understood as part of agreed relations on announcing the public auction of shares. => Preduzeće osnovano radi izvođenja određenog projekta može doneti odluku da ne isplaćuje dividende, po osnovu svojih preferencijalnih akcija, nakon završene javne prodaje akcija, pri čemu će se nemogućnost isplate dividende na akcije, tretirati kao sastavni deo postavljenih odnosa prilikom raspisivanja javne prodaje akcija.
LL@(2931) The company set up for the purpose of execution of a complex project rarely decides upon raising capital through capital issue. => Preduzeće osnovano za realizaciju složenog projekta retko kada će sebi dozvoliti finansiranje kroz emisiju kapitala.
LL@(2932) Only in exceptional circumstances, when there is no other possibility, will a company turn to this type of financing (financing through the hybrid securities issuing). => Samo u vanrednim situacijama, kada nema drugih mogućnosti pribegava se ovom vidu finansiranja (finansiranje kroz emisiju hibridnih hartija od vrednosti).
LL@(2933) Other types of financing should also be mentioned, for example, leasing, joint venture or various forms of sponsorships Š4,5Ë. 5. => Treba pomenuti da se koriste i drugi vidovi finansiranja takvih projekata, kao što su lizing, zajedničko ulaganje i različite vrste sponzorstava.
LL@(2934) Project capital structure The costs of project financed projects are in fact the costs incurred on the basis of combining various types of financing instruments to finance the project. => Š4,5Ë 5. ~~~ Struktura kapitala projekta Troškovi kapitala projekta finansiranih primenom projektnog finansiranja, su u osnovi troškovi nastali po osnovu kombinacije različitih vrsta finansijskih instrumenata kojima se finansira projekat.
LL@(2935) Therefore the capital structure of the company set up for the purpose of project execution is defined according to four elements: the type of financial instruments; the extent to which the financial instrument participates in the capital structure; the method of obtaining certain financial instruments; an adequate conceptual relationship, characteristic of financial instruments (for example, grace-period, the repayment period or the government's guarantee to participate in project financing up to a certain amount). => U tom smislu, je i struktura kapitala, preduzeća formiranog za realizaciju projekta, definisana u zavisnosti od četiri elementa: tipa finansijskih instrumenata, obima učešća u strukturi kapitala, određenog fi nansijskih instrumenata, načina dolaženja do određenih finansijskih in strumenata, odgovarajućeg konceptualnog odnosa, karakterističnog za finansijske instrumente (kao što je npr. Grace period, period otplate duga ili garancija Vlade da će učestovati do određenog iznosa u finansiranju projekta).
LL@(2936) Each of the above mentioned elements may have a lasting impact upon the total costs of the project, and therefore to the financial feasibility of the project. => Svaki od prethodno navedenih elemenata može trajno uticati na ukupne troškove projekta, i shodno tome na finansijsku izvodljivost projekta.
LL@(2937) For example, capital costs are, as a rule, higher than the costs of financing out of the debt, since the securities owners regularly require that a revenue rate be higher than the interest rate to the loaned assets, especially when the debt share in the project formed company's assets financing is high. => Na primer, troškovi kapitala su po pravilu viši od troškova finansiranja iz duga, budući da vlasnici hartija po pravilu zahtevaju da stopa povraćaja na dug bude viša od kamatne stope na pozajmljena sredstva, naročito kada je visoko učešće duga u finansiranju aktive projektno formiranog preduzeća.
LL@(2938) We may say that a lower level of capital reduces the costs of the project itself, which simultaneously means a higher risk for the project. => Može se reći da niži nivo kapitala umanjuje istovremeno i troškove samog projekta, što istovremeno znači i viši rizik po projekat.
LL@(2939) Banks and other financial institutions may not be interested in financing the project, or they may raise the risk premiums for projects in which the capital share is extremely low. => Banke i druge finansijske institucije možda neće biti zainteresovane za finansiranje projekta, ili mogu povećati premije na rizik za projekte kod kojih je učešće kapitala izuzetno nisko.
LL@(2940) There also are some advantages and disadvantages in comparing such projects through the issue of bonds and commercial credits. => Postoje isto tako određene prednosti i nedostaci kada se vrši upoređivanje takvih projekata kroz emisiju obveznica i komercijalnih kredita.
LL@(2941) The interest rate to the credit as well as the payoff period itself may be fixed or flexible, whereas in case of bonds they are always fixed. => Kamatna stopa na kredit, kao i sam period povraćaja, mogu biti fiksni ili promenljivi, dok kod obveznica su gotovo uvek fiksni.
LL@(2942) In case of flexible period of payoff and variable interest rates, bank loans allow for some flexibility in the form of financial engineering. => U slučaju fleksibilnog perioda povraćaja i promenljiviih kamatih stopa bankarsko zaduživanje dozvoljava fleksibilnost u vidu primene finansijskog inženjeringa.
LL@(2943) This can be of utmost importance for privately financed projects, where the risk level is high and whose revenues are due in far future, compared to the investment period. => To može biti izuzetno značajno kod projekata, finansiranih iz privatnog sektora, kod kojih je visok nivo rizika, i čiji prihodi dospevaju daleko u budućnosti u odnosu na period investiranja.
LL@(2944) In comparison with the bonds, however, the debt is normally less expensive and is due in a shorter period of time. => Međutim dug je po pravilu manje skup i ima kraći period dospeća u odnosu na obveznice.
LL@(2945) Long-term financial instruments are important in project financing since the project cannot generate revenues during the construction phase and tends to gradually build the cash flow during the operational phase. => Dugoročni finansijski instrumenti su važni u projektnom finansiranju budući da projekat ne generiše prihode tokom konstrukcione faze i nastoji da polako gradi novčani tok tokom operativne faze.
LL@(2946) Therefore, at the very beginning of the operational phase, revenues may be minimal and consequently insufficient to service high payments on the credit. => Stoga, na samom početku operativne faze, prihodi mogu biti minimalni, i nedovoljni da pokriju visoka izdavanja po osnovu kredita.
LL@(2947) Such payments may prove to be a serious burden to the project and may therefore have a significant impact upon a normal operation of the project and eventually ruin the project itself. => Velika izdavanja po osnovu kredita mogu biti veliko opterećenje po projekat i shodno tome mogu značajno uticati na normalno poslovanje projekta pa konačno i uništiti sam projekat.
LL@(2948) Furthermore, in economically non-developed countries, or in the countries with insufficiently deveoped legal economic environment, the creditors may, and they frequently do demand extra guarantees from the government of the country in which the financing is to be approved, or they may demand that the Agency for exports financing and international agencies, such as the World Bank, the Asian Development Organization and the International Finance Corporation be included, all for the purpose of covering the political and the economic risks. => Nadalje, u zemljama koje su ekonomski nerazvijene, ili koje nemaju dovoljno razvijeno pravno privredno okruženje, zajmodavci mogu, a često i zahtevaju izuzetne garancije od strane Vlade zemlje u kojoj se vrši finansiranje, ili uključivanje Agencije za kreditiranje izvoza i međunarodnih agencija kao što su World Bank, Asian Development Organization and International Finance Corporation, a sve u cilju da se pokrije politički i ekonomski rizik.
LL@(2949) Incorporating international agencies means higher reliability, therefore commercial banks engaged in the project may reduce interest rates on the borrowed capital. => Uključivanje međunarodnih institucija uvećava pouzdanost, te shodno tome komercijalne banke angažovane na projektu mogu umanjiti kamatne stope na pozajmljena sredstva.
LL@(2950) The lower cost of capital directly increases the probability that the project itself be completed successfully. => Snižavanjem troškova kapitala istovremeno se povećava verovatnoća realizacije samoga projekta. 6.
LL@(2951) 6. ~~~ Capital share on the basis of stock issue The project capital structure often depends on the type of financial institutions and, generally, on the investors' readiness to invest into the project; on their relationship, as well as on the amounts they are willing to invest. => Učešće kapitala po osnovu emisije akcija Struktura kapitala projekta, često zavisi od tipa finansijskih institucija i uopšte investitora spremnih da investiraju u projekat, njihovih odnosa, kao i iznosa koji su spremni da investiraju.
LL@(2952) According to the definitions characteristic of different types of capital, the capital level characteristic of project financing of the project is defined through the capital share in the total amount of assets used to finance the project, where only the assets raised in stock issue are viewed as capital. => U skladu sa definicijama karakterističnim za različite vidove kapitala, nivo kapitala karakterističan za projektno finansiranje projekta je definisan kroz učešće kapitala u ukupnom iznosu finansijskih sredstava kojima se finansira projekat, pri čemu se samo sredstva prikupljena emisijom običnih akcija smatraju kapitalom.
LL@(2953) In practice, the capital share may vary from 0 to 100 percent, according to the type of the project. => U praksi, učešće kapitala može se naći u iznosu od 0 do 100%, u zavisnosti od tipa projekta.
LL@(2954) Shortly, project financing project in the power supply sector means the capital share of 10 to 30 percent. => Konkretno, projektno finansiranje projekata u sektoru energetike najčešće podrazumeva učešće od 10 do 30% akcijskog kapitala.
LL@(2955) Therefore, an adequate capital share is the most important variable that accompanies capital structure creation in both the private and the public sectors. => U tom smislu, adekvatno učešća kapitala je najvažnija varijabla koja prati formiranje strukture kapitala i iz privatnog i iz javnog sektora.
LL@(2956) Hence, there are three key parties interested in the capital share level: stockholders (who are at the same time the stakeholders of the project), creditors (banks and other financial institutions that invest capital into the project), and the government (that tends to engage private investors and perhaps grant guarantees or other forms of support to the project). => U tom smislu tri su glavne strane koje su zainteresovane za nivo učešća kapitala: vlasnici akcija (koji su istovremeno i akcionari projekta), zajmodavci (banke i druge finansijske institucije koje ulažu finansijska sredstva u projekat) i Vlada (koja želi angažovati privatne izvore finansiranja projekta i možda obezediti garancije ili druge oblike podrške samom projektu).
LL@(2957) The three different parties, the participants in the same project, view the project each in its own way, but also express their own estimations as to how large a capital share is really necessary in the project itself, and their interests depend to a certain degree on the scope of the project itself. => Tri različite strane, učesnika na samom projektu imaju različite poglede na sam projekat, ali i na stav o tome koliko je realno neophodno učešće kapitala u samom projektu i njihovi interesi zavise u nekoj meri od obima samog projekta.
LL@(2958) In case of capital owners, their capital is covered by various project activities, including consulting, designing, construction, maintenance and business operations, and the property related to the execution of the project itself. => Za vlasnike kapitala, njihov kapital je pokriven različitim aktivnostima projekta, uključujući savetodavnu aktivnost, dizajniranje, konstrukciju, održavanje i poslovanje, i imovinu koja je vezana za realizaciju samog projekta.
LL@(2959) They will consider the project financially justified if the internal revenue rate to the capital exceeds the projected rate. => Oni će smatrati da je projekat finansijski opravdan ukoliko je interna stopa prinosa na kapital viša od projektovane.
LL@(2960) Therefore the capital owners will always tend to maximize the internal revenue rate to the capital. => U tom smislu vlasnici kapitala će uvek nastojati da internu stopu prinosa na kapital maksimiziraju.
LL@(2961)  => Razlozi zašto vlasnici kapitala ne ulažu visok iznos kapitala u projekte ovoga tipa su Š15Ë: (cid:
LL@(2962)  => potrebe minimiziranja rizika projekta; (cid:
LL@(2963) The reasons that the capital owners do not invest a large amount of capital in such projects are Š15Ë: (cid:190) the need to minimize the project risk; (cid:190) allocating their limited amounts of capital in other, possibly more profitable projects; (cid:190) raising the internal revenue rate to the capital engaged by reducing the capital share as long as the interest rate on the credit is lower than the internal profitability rate of the capital; (cid:190) lack of assets to invest more capital, and (cid:190) increasing the working capital share. => alociranja njihovog ograničenog iznosa sred stva u druge i možda profitabilnije projekte; (cid: ~~~ uvećanje intene stope prinosa na angažovani kapital sniženjem učešća kapitala sve dok je kamatna stopa na kreditna sredstva niža od interne stope rentabilnosti na kapital; (cid: ~~~ nedostatak finansijskih sredstava za više uče šće kapitala i (cid: ~~~ uvećanje učešća obrtnog kapitala.
LL@(2964) Creditors simultaneously prefer a higher level of capital share, since in that way they reduce the risk on the loaned capital, i.e., the credit is rated higher when it comes to repayment of the investment capital. => Zajmodavci, u isto vreme preferiraju viši nivo učešća kapitala, jer time sebi snižavaju rizik na pozajmljena sredstva, odnosno kredit ima viši rang prilikom povraćaja investiranog kapitala.
LL@(2965) To the creditors, the financial justification of the capital loaned should meet a minimal level of the service provided on an annual level, expressed by a coverage ratio. => Za kreditore, finansijska opravdanost na pozajmljena sredstva treba da zadovolji minimalni nivo pružene usluge na godišnjem nivou izražene kroz racio pokrića.
LL@(2966) A lower level of capital share means an increase in the risk that will not meet the coverage ratio for the invested capital, and in such conditions the creditors may demand higher risk premiums for a lower capital share. => Niži nivo učešća kapitala znači povećanje rizika koji neće zadovoljiti racio pokrića na angažovana sredstva, pri čemu u takvim okolnostima zajmodavci mogu tražiti više premije na rizik, a za niže učešće kapitala.
LL@(2967) One more reason that creditors may demand a higher level of capital share results from the fact that a higher level of capital share will normally mean a higher level of equity capital share, and therefore ensure the increase in share and the revenues of the project. => Još jedan od razloga zašto zajmodavci mogu tražiti viši nivo učešća kapitala, proizilazi iz činjenice da će viši nivo učešća kapitala podrazumevati po pravilu i više učešće vlasničkog kapitala, te shodno tome osigurati povećanje učešća i doprinosa projekta.
LL@(2968) In infrastructure projects financing, the government representatives should especially take into consideration the following four elements: (cid:190) the completion of the construction phase, to gether with the budget allocated for the costs; (cid:190) especially sensitive activities and qualitative performances during the operational phase; (cid:190) the presence of services and products character istic of the project in public; (cid:190) a low cycle of costs accompanying the project it self. => Prilikom finansiranja infrastrukturnih projekata, četiri elementa posebno podležu razmatranju od strane predstavnika Vlade: (cid: ~~~ Završetak konstrukcione faze, zajedno sa bu džetom predviđenim na ime troškova, (cid: ~~~ Posebno osetljive aktivnosti i kvalitativne per formanse tokom operativne faze, (cid: ~~~ Prisutnost u javnosti usluga i proizvoda koji su karakteristični za projekat, (cid: ~~~ Nizak ukupni ciklus postojanja troškova koji prate sam projekat.
LL@(2969) The success based on the abovementioned elements requires an adequate capital structure and a long-term acceptance from the part of the participants in the project. => Uspeh zasnovan na prethodno iznetim elementima zahteva odgovarajuću strukturu kapitala i dugoročno prihvatanje učesnika u realizaciji samog projekta.
LL@(2970) The govrnment will, unfortunately, insist on retaining a minimal amount of capital as a long-term guarantee of the participants in the project, as their promise to accept the liabilities for the project. => Nažalost, Vlada će zahtevati izvesan minimalni nivo kapitala kao dugoročnu garanciju učesnika projekta u vidu njihove obaveze da prihvataju obavezu na projektu.
LL@(2971) In any case, all the other conditions will remain unchanged, e.g., a low level of cost share, which results from the ratio between the demanded internal revenue rate on the capital expected by the capital owners and the interest rate to the capital borrowed from the bank. => U svakom slučaju, svi ostali uslovi će ostati isti, kao što su nizak nivo učešća troškova, što proizilazi iz odnosa zahtevane interne stope prinosa na kapital koju očekuju imaoci kapitala, u odnosu na kamatnu stopu na pozajmljena sredstva u banci. ne države, koja shodno tome, preuzima na sebe i odgovarajuće obaveze sufinansiranja, što se uostalom vrlo često može videti kod naplate putarine, ili sufinansiranja sličnog tipa.
LL@(2972) The government should, therefore, ensure the conditions in which the capital level used will be satisfactory for both the investor, the creditors, and the public itself. => Stoga, Vlada treba da obezedi uslove da odgovarajući nivo kapitala koji se koristi bude odgovarajući i za investitora kapitala, zajmodavce ali za samu javnost. 7.
LL@(2973) 7. ~~~ Project financing risk analysis The greatest risks the project sponsors encounter are the political, the financial, the constructional, the operational and the market risks. => Analiza rizika projektnog finansiranja Najveći rizici s kojima se sponzori projekta suočavaju su politički, finansijski, konstrukcioni, operativni i tržišni rizik.
LL@(2974) The political risk stems from the possibilities of emergence of some political disturbances, such as war, revolution, assets expropriation, changes in tax policy, currency depreciation, problems in controlling foreign trade, export limitations and any other activities of the government that may have an impact upon the project profitability Š6Ë. Political risks may be extraordinary high, especially in developing countries, with unstable governments Š8Ë, therefore the changes within the government may influence not only the project policy, but also the project sponsorship. => Politički rizik proizilazi iz potencijalnih mogućnosti pojavljivanja političkih događaja, kao što je rat, revolucija, eksproprijacija aktive, promena poreske politike, devalvacija valute, problemi kontrole razmene s inostranstvom, izvozna ograničenja i sva ostale aktivnosti Vlade, koje mogu uticati na profitabilnost projekta. ~~~ Š6Ë Politički rizici mogu biti izuzetno visoki, naročito u zemljama u razvoju, koje imaju nestabilnu Vladu, Š8Ë te shodno tome promene u Vladi mogu uticati na politiku projekta, ali i na sponzorstvo projekta.
LL@(2975) The financial risk is related to the rates of currency exchange, the inflation and the capital costs (interest rates). => Finansijski rizik vezan je za stope po kojima se menja valuta, inflaciju, i troškove kapitala (kamatne stope).
LL@(2976) The risk in foreign trade is often extremely high in developing countries, especially those characterised by a high depreciation rate. => Rizik razmene s inostranstvom često je izuzetno visok u zemljama u razvoju, naročito u onima u kojima je karakteristična visoka stopa inflacije.
LL@(2977) The cost of capital need not be directly related to the country in which the project is to be executed, but may be directly related to the countries in which it is to be raised. => Trošaka kapitala i ne mora biti vezan direktno sa zemljom u kojoj treba da se realizuje, ali može direktno biti vezan sa zemljama u kojima se prikuplja.
LL@(2978) The construction risk is primarily related to deferring the construction phase and the time of cost coverage. => Konstrukcioni rizik prevashodno se odnosi na odlaganje konstrukcione faze i vreme pokrića troškova.
LL@(2979) The deferring of the construction phase may be conditioned by technical difficulties, poor management or both. => Odlaganje konstrukcione faze može biti uslovljeno tehničkim poteškoćama, lošim menadžmentom, ili sa oba faktora podjednako.
LL@(2980) As in project financing the investors rely on the revenues achieved on the basis of the project completion, in the sense of investment cost settlement, it is clear that any deferral of the project termination will simultaneously defer their chances to obtain the payments due to them on the basis of the revenues earned. => Kako se kod projektnog finansiranja investitori oslanjaju na prihod ostvaren po osnovu realizovanog projekta, u smislu pokrića troškova investicije, izvesno je da će svako odlaganje završetka samog projekta, istovremeno odložiti i njihovu mogućnost naplate po osnovu ostvarenog prihoda.
LL@(2981) The cost coverage will affect the project profitability by increasing the construction and financial costs. => Troškovi pokrića će uticati na profitabilnost projekta uvećanjem konstrukcionih i finansijskih troškova.
LL@(2982) The operational risk is related to the operational costs of the entire capital. => Operacioni rizik se odnosi na troškove poslovanja kompletnog osnovnog sredstva.
LL@(2983) Basically, the operational and the maintenance costs may exceed the planned costs. => U osnovi, troškovi poslovanja i održavanja mogu prevazići planirane troškove.
LL@(2984) The costs not included may also have a negative impact on the project profitability. => Neuključeni troškovi poslovanja će isto tako delovati negativno na profitabilnost projekta.
LL@(2985) The market risk most often results from the risks of demand and prices. => Tržišni rizik najčešće proizilazi iz rizika tražnje i cena.
LL@(2986) The risk od demand is certainly based on the demand for the product or the service themselves, which are to be provided by the completion of a certain project. => Rizik tražnje je svakako zasnovan na tražnji za samim proizvodom ili uslugom, koju je moguće pružiti realizacijom određenog projekta.
LL@(2987) The price risk is the one that is directly related to a later defined price of a product or a service provided upon the completion of the project. => Rizik cene je rizik koji se odnosi direktno kasnije na cenu proizvoda ili usluge, koji se obezbeđuju realizacijom projekta.
LL@(2988) Normally, the price is always subject to certain corrections by the state, which consequently takes on respective obligations as to co-financing, which is often ob served in charges imposed for the motorway toll, or in some similar way of co-financing. => 
LL@(2989) The understanding of the project risk is of great importance in defining an appropriate financing strategy. => Naravno cena je uvek podložna izvesnim korekcijama od stra Razumevanje rizika projekta je izuzetno značajno prilikom definisanja odgovarajuće strategije finansiranja.
LL@(2990) The creditors, as well as investors themselves, will certainly try to avoid highly risky projects, except in situations when they are too tempted by extremely high revenue rates on the capital invested. => Zajmodavci, baš kao i sami investitori, svakako izbegavaju učestvovanje u projektima koji su visokorizični, osim u situacijama kada ne mogu odoleti zbog izuzetno visoke stope povraćaja na angažovana sredstva.
LL@(2991) The BOT sponsors usually protect themselves using strategies which will serve as logistics for the risk taken, in terms of reducing financing costs as well as in terms of gaining competitive advantage Š10, 11Ë. => Sponzori BOT projekata obično se obezbeđuju strategijama, koje će im predstavljati podršku za preuzeti rizik, u smislu snižavanja troškova finansiranja, i u smislu obezbeđenja konkurentske prednosti.
LL@(2992) It should be nevertheless pointed out that the most important item related to planning support is the selection of an adequate financing strategy. ~~~ 8. => Š10,11Ë Ipak, treba istaći, da je svakako najvažnija stavka koja se odnosi na podršku planiranju, izbor adekvatne strategije finansiranja. 8.
LL@(2993) Bot project financing model Building and transfer of buildings, plants and factories is a specific form of project financing and is based on financing on the BOT model. ~~~ The BOT model is based on the contract on the construction and financing of the entire facility, the building, the plant or the workshop, on using the facility and later transferring it to the ownership of the state (the issuer of rights, most often to the state that is the concession issuer) upon the expiry of the period not longer than 30 years. => Bot model projektnog finansiranja Posebnim oblikom projektnog finansiranja smatra se ustupanje i izgradnja objekata, postrojenja ili pogona, putem finansiranja po BOT modelu, koji se zasniva na ugovoru o izgradnji i finansiranju kompletnog objekta, postrojenja ili pogona, njegovom korišćenju i predaji u svojinu državi (izdavaocu prava, najčešće državi koja je davalac koncesije) po isteku roka koji ne može biti duži od 30 godina.
LL@(2994) BOT is a cpecific model of project financing of infrastructure products, implemented more seriously from mid-1980s. => BOT je specifičan model projektnog finansiranja infrastrukturnih objekata, koji se ozbiljnije koristi od sredine osamdesetih godina prošlog veka.
LL@(2995) BOT may be defined as a form of project financing from limited sourcesof capital, based on a concession type agreement. => Može se reći da je BOT forma projektnog finansiranja iz ograničenih izvora kapitala, zasnovan na sporazumu koncesionog tipa.
LL@(2996) The first successful BOT project was the Suez Canal, completed in 1868 Š7Ë. ~~~ Numerous other BOT projects followed. => Prvi uspešan moderan BOT projekat bio je Sueski kanal, koji je završen 1868. Š7Ë Naravno nakon toga projekta usledili su mnogi drugi BOT projekti.
LL@(2997) The BOT arrangement is used for financing the projects of public character, which are financed out of private funds, and the ownership over the facility that is the subject of contract is transferred from the private owner to the state after a period stipulated in the contract Š13Ë. => BOT aranžman, kao vid finansiranja, primenjuje se za projekte javnog karaktera, kod kojih se finansiranje vrši iz privatnih izvora, a vlasništvo nad objektom koji je predmet ugovora, kao i sticanje prihoda od tog objekta za ugovorenu obavezu, prenosi se s privatnog vlasnika na državu nakon ugovorenog roka.
LL@(2998) The concession in BOT projects is granted to privately owned companies to build and manage the facility which would normally have been built and managed by the state. => Š13Ë Kod BOT projekata se daje koncesija privatnim preduzećima da izgrade i upravljaju objektom koji bi normalno bio izgrađen i vođen od strane države.
LL@(2999) The project investment company is also responsible for project financing and designing. => Projektno investiciono preduzeće je takođe odgovorno za finansiranje i projektovanje objekta.
LL@(3000) The projects may be power plants, airports, highways, tunnels or water cleaning plants. => To mogu biti elektrane, aerodromi, autoputevi, tuneli ili postojenja za prečišćavanje vode.
LL@(3001) At the end of the concession period the private company transfers the ownership over the facility to the state, however, this may not always be the case. => Na kraju koncesionog perioda privatna kompanija prenosi vlasništvo nad objektom na državu, mada to ne mora uvek da bude tako.
LL@(3002) The concession period is, first and foremost, defined by the time required that the revenues generated by the facility repay the debt of the company and provide a reasonable revenue rate in return for the company's engagement and risk Š14Ë. => Koncesioni period je, pre svega, određen vremenom koje je potrebno da prihodi koji potiču od izgrađenog objekta otplate dug preduzeća i obezbede razumnu stopu povraćaja za njeno angažovanje i rizik.
LL@(3003) As any other forms of project financing, BOT is based on the repayment of debts of the project out of the revenues generated by the project, under the obligation that, upon the expiry of a defined period, the project, or the facility constructed and its further exploitation be transferres to the state. => Š14Ë Kao i svi oblici projektnog finansiranja, i BOT se zasniva na otplati zaduženja projekta iz prihoda koji generiše projekat, ali uz obavezu da se, po isteku određenog perioda, projekat, odnosno izgrađeni objekat i njegovo produživanje, prenese na državu.
LL@(3004) The specific feature of this model is the element of concession, where in the legal theory the concession is defined as a legally binding relationship between the state (concedent) and a legal or a physical entity as a private entrepreneur (concessioner), by which the concedent transfers the usage of a public facility or of execution of a public service, in return for a compensation, for the purpose of meeting public interests. => Njegova je specifičnost elemenat koncesionarstva, gde se koncesija u pravnoj teoriji uglavnom definiše kao pravni odnos između države (koncedenta) i pravnog ili fizičkog lica kao privatnog preduzetnika (koncesionara), u kome koncedent ustupa pravo korišćenja javnog dobra ili vršenja javne službe, uz određenu naknadu, radi ostvarivanja javnih interesa.
LL@(3005) The BOT projects financing is usually not based on the sponsor's credit rating, nor is it based on the physical value of the project assets, but is based on the key financial performances of the project. => Finansiranje BOT projekata obično nije zasnovano na kreditnom rejtingu sponzora ili na fizičkoj vrednosti aktive projekta, ali je zato zasnovano na ključenim finansijskim performansama projekta.
LL@(3006) The creditors view the project revenues as a source out of which they can repay the assets engaged in the project and simultaneously as a collateral of the project assets. => Zajmodavci smatraju prihode projekta kao izvor za vraćanje angažovanih sredstava projekta i istovremeno koleteral aktive projekta.
LL@(3007) The added value of the project is not expected to cover the value of the borrowed capital, however it is used as a means of insurance of the project, in case of interference of a third party. => Od dodatne vrednosti projekta se ne očekuje da pokrije vrednost pozajmljenih sredstava, ali se koristi kao osiguranje projekta, u slučaju intervencije neke treće strane.
LL@(3008) The borrowed capital in the BOT projects is understood as an off-balance loan of the participants in the project, as long as that very loan does not endanger their credit rating or a credit potential. => Pozajmljena sredstva kod BOT projekata smatraju se vanbilansnim zajmom učesnika u projektu, sve dok taj isti zajam ne ugrožava njihov kreditni rejting ili mogućnost pozajmljivanja.
LL@(3009) Due to the length of the period the concessioner's financial assets are engaged, the BOT project loans in the majority of cases enjoy a long maturity period and higher interest rates compared to other commercial business loans Š6Ë. BOT projects are financed on the basis of the capital sources that may be of different origin, i.e., may be both the capital and the loan. => Zbog dužine perioda na koji se vežu finansijska sredstava koncesionara, zajmovi BOT projekata u najvećem broju slučajeva imaju dug perioda dospeća, i više kamatne stope, nego ostali komercijalni poslovni zajmovi. ~~~ Š6Ë BOT projekti se finansiraju po osnovu izvora kapitala koji mogu biti različitog porekla, odnosno mogu biti kapital i zajam.
LL@(3010) The capital structure in the majority of BOT projects means an exceptionally high leverage. => Struktura kapitala u većini BOT projekata podrazumeva izuzetno visok leverage.
LL@(3011) The capital usually makes up 10-30 percent of total project costs, whereas the credit covers the remaining 70-90 percent of the debt. => Kapital obično iznosi, 10-30% ukupnih troškova projekta, dok kreditno finansiranje pokriva ostatak od 70-90% duga.
LL@(3012) As the debt/capital ratio varies from project to project, the general strategy that is followed is to incur the debt that can be serviced by the cash flow of the project in terms of an acceptable revenue rate on the investor's capital. => Kako odnos dug/kapital varira od projekta do projekta, opšta strategija je da se obezbedi onoliko duga, koliko novčani tok projekta može da se obezbedi u vidu prihvatljive stope povraćaja na kapital investitora.
LL@(3013) In any case, a low level of capital share means a significantly higher risk for both the profit from the project and satisfactory didvidends for the investor(s), which stresses the importance of the correct positioning of the project debt and capital ratio. => U svakom slučaju, nizak procenat učešća kapitala podrazumeva unošenje znatno višeg nivoa rizika, po sam profit projekta i ostvarenje zadovoljavajuće dividende investitora, što ukazuje na vrlo visok značaj pravilnog postavljanja odnosa duga i kapitala projekta.
LL@(3014) The capital investor may be anyone who invests and expects revenue on investment, such as shareholders and institutional investors; however, they all (designers, project-makers, and enterprises engaged in building and maintenance) directly benefit from the investment realization Š9Ë. => Investitori kapitala mogu biti svi oni koji investiraju i koji očekuju povraćaj na investiciju, kao što su akcionari i institucionalni investitori, ali i svi oni koji imaju direktnu korist od realizacije investicije, kao što su projektanti, dizajneri, kao i preduzeća koja se bave izvođačkim radovima i radovima održavanja.
LL@(3015) The investors and creditors are mainly interested in the level of capital share, especially when estimating risk and evaluating the project. => Š9Ë Ulagači i zajmodavci uglavnom su zainteresovani za nivo učešća kapitala posebno prilikom ocene rizika i vrednovanja projekta.
LL@(3016) In case of a public tender for a BOT project execution, a significant amount of capital invested means a competitive advantage, since it points to a high level of liabilities the sponsors have taken. => Značajan nivo investiranog kapitala predstavlja konkurentsku prednost, prilikom javnog tendera za realizaciju BOT projekta, jer ukazuje na visok nivo obaveza koje su sponzori prihvatili.
LL@(3017) Š9Ë The non-source debt instruments are used in project financing as participants in the role of creditors, therefore the participants in the sponsorship consortium, which is certainly more acceptable compared to the situation in which they directly or exclusively rely on the revenues achieved on the basis of the project as the payoff basis. => Š9Ë Neizvorni dužnički instrumenti se koriste za finansiranje BOT projekata, u vidu obezbeđenja učesnika koji su zajmodavci i shodno tome učesnici u sponzorskom konzorcijumu, što je svakako prihvatljivije nego li da se direktno i isključivo oslanjaju na prihod ostvaren po osnovu projekta kao osnove za vraćanje kredita.
LL@(3018) The goals of the BOT project sponsors are to maximize a long-term financing by debtor financing, as well as to maximize the fixed financial share rate, and simultaneously minimize the refinancing risk. => Ciljevi sponzora BOT projekata je pokušaj da se kod dužničkog finansiranja ostvari maksimizacija dugoročnog finansiranja, maksimizacija fiksne stope finansijskog učešća, i naravno minimizacija rizika refinansiranja.
LL@(3019) Š12Ë The BOT projects may basically be grouped into two sub-sets, as highly risky construction projects in the first phase and relatively low-risk operational activities and activities related to project maintenance in the subsequent phase. => Š12Ë BOT projekti se mogu u osnovi grupisati u dva osnovna podskupa, kao visokorizični konstrukcioni projekti u prvoj fazi i relativno niskorizične operativne aktivnosti i aktivnosti vezane za održavanje projekta u narednoj fazi.
LL@(3020) Many creditors are not willing to take risks in the construction phase. => Mnogi zajmodavci nisu spremni na preuzimanje rizika u konstrukcionoj fazi.
LL@(3021) Simultaneously, it is not possible to abandon the non-source financing instruments until the construction phase has been finished. => U isto vreme, odsustvo neizvornih instrumenata finansiranja, ne može biti izvodljivo dok ne bude završena konstrukciona faza.
LL@(3022) The project sponsors can use the capital to finance the construction phase and refinance the capital, or to offer it on a public auction of shares upon the completion of the construction phase. => Sponzori projekta mogu koristiti kapital u vidu finansiranja konstrukcione faze i refinansiranje duga, ili javnom prodajom akcija nakon završetka konstrukcione faze.
LL@(3023) Conclusion The fact that project financing is implemented today in both the developed and the developing countries to finance the largest investment enterprises points put to its superiority in comparison to direct investments and other forms of investments abroad, which makes it attractive and modern in the circumstances in which we live now. => Zaključak Činjenica da se projektno finansiranje danas primenjuje kako u nerazvijenim tako i u visoko razvijenim zemljama za finansiranje najkrupnijih investicionih zahvata, ali i kod zemalja u razvoju, ukazuje na njegovu superiornost u poređenju sa direktnim investiranjem, i drugim oblicima ulaganja u inostranstvu, što ga čini atraktivnim i aktuelnim i u našim uslovima, i za naše prilike.
LL@(3024) The increase in the number of investors in Serbia and an ever greater demand for improving and building infrastructure resulted into the need for project financing, which is based on an insight into not only the company's business in the previous period, but also into the justification of financing, by analysing the project itself. => Povećanjem broja investitora u Srbiji, i razvojem potrebe za unapređenjem i izgradnjom infrastrukture, ukazala se potreba i za projektnim finansiranjem, koje se ne bazira samo na sagledavanju poslovanja preduzeća u prethodnom periodu, već se bavi i sagledavanjem opravdanosti finansiranja analizom samog projekta.
LL@(3025) At the same time, the legal framework for effecting of this sort of financing has been created. => Istovremeno, stvoreni su i zakonski okviri za realizaciju ovog vida finansiranja.
LL@(3026) This type of financing would greatly contribute to the improvements in the financing the construction of business and residential facilities, industrial and tourist resources (hotels, industry workshops, store houses, logistics centres), commercial facilities (hypermarkets, shopping malls, etc.), but primarily the infrastructure facilities (such as investments into the business premises and the business operations support in the fields of power supply, transport, irrigation, land improvement, telecommunications, oil, gas, education and health care) in Serbia. => U tom smislu bi ovaj vid finansiranja posebno doprineo unapređenju procesa finansiranja izgradnje stambenih i poslovnih objekata, industrijskih i turističkih kapaciteta (hoteli, industrijske hale, magacini, logistički centri), komercijalnih objekata (hipermarketi, šoping centri itd.), ali na prvom mestu infrastrukturnih objekata (kao što su ulaganja u objekte poslovanja i podrške poslovanju iz oblasti energetike, transporta, navodnjavanja, meliorizacije, telekomunikacija, nafte, gasa, obrazovanja i zdravstvene zaštite) u Srbiji.
LL@(3027) Quantitative methodologies support project financing and include stimulation and the financial engineering techniques. => Kvantitativne metodologije podržavaju projektno finansiranje, i uključuju simulaciju i tehnike finansijskog inženjeringa.
LL@(3028) They optimize the capital structure and evaluate the financial change of the project, in risky circumstances, especially in cases when the project realisation is accompanied by the construction risk, the risk of potential bankruptcy and the economic crisis, as well as any other limitations emerging as a consequence of the capital scarcity. => One optimiziraju strukturu kapitala i vrednuju finansijsku promenljivost projekta, u rizičnim okolnostima, naročito kada realizaciju projekta prati konstrukcioni rizik, rizik potencijalnog bankrotstva, i ekonomske krize, kao i sva ostala ograničenja koja nastaju kao posledica nedostatka kapitala.
LL@(3029) This type of financing undoubtedly has an impact upon the quality, the type and the value of the guarantees provided by the government and by other participants, however, it also takes into consideration the method of capital raising, the concept, idea and risk of the project, and the possibility of failure in the construction phase of the project, in both the private and the public sectors. => Ovaj vid finansiranja svakako utiče na kvalitet, vid i vrednost garancija koje obezbeđuje Vlada i ostali učesnici, ali vodi računa i o načinu prikupljanja kapitala, konceptu, ideji i riziku projekta, uključujući pri tome i javni i privatni sektor, kao i o verovatnoći potencijalnog neuspeha tokom konstrukcione faze projekta.
LL@(3030) BIBLIOGRAPHY Š1Ë Benković S, Budžetiranje kapitala, FON, Beograd, 2007. ~~~ Š2Ë Fabozzi J. F, Peterson P. P, Financial Management and Analysis, John Willey & Sons, Inc, New Jersey, 2003. => LITERATURA Š1Ë Benković S, Budžetiranje kapitala, FON, Beograd, 2007. Š2Ë Fabozzi J. F, Peterson P. P, Financial Management and Analysis, John Willey & Sons, Inc, New Jersey, 2003. Š3Ë Euromoney, Institutional Investor PLC, London, 2008. Š4Ë Culp, C. L:
LL@(3031) Š3Ë Euromoney, Institutional Investor PLC, London, 2008. => The art of risk management:
LL@(3032) Š4Ë Culp, C. L: The art of risk management: Alternative risk transfer, capital structure, andconvergence of insurance and capital markets, J. Wiley, New York, 2002. => Alternative risk transfer, capital structure, and convergence of insurance and capital markets, J. Wiley, New York, 2002. Š5Ë Merna T. and Dubey R:
LL@(3033) Š5Ë Merna T. and Dubey R: Financial engineering in the procurement of projects,Asia Law & Practice, Hong Kong, 1998. => Financial engineering in the procurement of projects, Asia Law & Practice, Hong Kong, 1998. Š6Ë Lang.
LL@(3034) Š6Ë Lang. => L. H. P:
LL@(3035) L. H. P: Project finance in Asia, NorthHolland, Amsterdam, 1998. => Project finance in Asia, NorthHolland, Amsterdam, 1998. Š7Ë Levy, S. M:
LL@(3036) Š7Ë Levy, S. M: Build, operate, transfer: Paving the way tomorrow's infrastructure, J. Wiley, New York, 1996. => Build, operate, transfer: ~~~ Paving the way tomorrows infrastructure, J. Wiley, New York, 1996. Š8Ë Tam C. M:
LL@(3037) Š8Ë Tam C. M: Financial commitments of BOT projects, International Journal of Project Management, 17(6), 1999. => Financial commitments of BOT projects, International Journal of Project Management, 17(6), 1999. Š9Ë Tiong R. L. K:
LL@(3038) Š9Ë Tiong R. L. K: Competitive advantage of equity in BOT tender, Journal of Construction Management, 121(3), 1995a. Š10Ë Tiong R. L. K: Risks and garanties in BOT tender, Journal of Construction Management, 121(2), 1995b. Š11Ë Tiong R. L. K: CSFs in competitive tendering and negotiation model for BOT projects,Journal of Construction Management, 122(3), 1996. => Competitive advantage of equity in BOT tender, Journal of Construction Management, 121(3), 1995a. ~~~ Š10Ë Tiong R. L. K: ~~~ Risks and garanties in BOT tender, Journal of Construction Management, 121(2), 1995b. ~~~ Š11Ë Tiong R. L. K:
LL@(3039) Š12Ë Tiong R. L. M. and Alum J: Financial commitments for BOT projects, International Journal of Project Management, 16(2), 1997. => CSFs in competitive tendering and negotiation model for BOT projects, Journal of Construction Management, 122(3), 1996. Š12Ë Tiong R. L. M. and Alum J:
LL@(3040) Š13Ë UNIDO, ¨Industry and Development - Global Report 1991/92¨, Vienna, 1991. ~~~ Š14Ë UNIDO ¨BOT Guidelines¨, Vienna, 1996. => Financial commitments for BOT projects, International Journal of Project Management, 16(2), 1997. Š13Ë UNIDO, ¨Industry and Development Global Report 1991/92¨, Vienna, 1991. Š14Ë UNIDO ¨BOT Guidelines¨, Vienna, 1996. Š15Ë Xueqing Z:
LL@(3041) Š15Ë Xueqing Z: Finanacial Viability Analaysis and Capital Structure Optimization in Privatized Public Infrastruture Projects, Journal of Construction Management, 656(6), 2005. => Finanacial Viability Analaysis and Capital Structure Optimization in Privatized Public Infrastruture Projects, Journal of Construction Management, 656(6), 2005.
LL@(3042) Does a financial leverage determine the cost of debt? => Da li finansijski leveridž određuje cenu duga?
LL@(3043) The case of slovenia UDK 005.915 347.72028(497.1) Primož Dolenc and Igor Stubelj University of Primorska, Faculty of management Koper XI International Symposium SymOrg 2008, 10th - 13th. => Slovenački slučaj UDK 005.915 347.72028(497.1) Primož Dolenc i Igor Stubelj Univerzitet Primorska, Fakultet za menadžment u Kopru XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(3044) September 2008, Belgrade, Serbia The capital (debt and equity) is the essential part of corporations (long-term) financing; it is one of production factors. => Septembar 2008, Beograd, Srbija Kapital (po osnovu zajma ili akcijski kapital) predstavlja suštinski deo (dugoročnog) finansiranja kompanije; on je jedan od faktora proizvodnje.
LL@(3045) Capital, either debt or equity is scarce and is therefore not a free commodity. => Bilo da je to kapital po osnovu zajma ili da je akcijski (sopstveni), kapital je deficitarna roba i stoga se ne može smatrati besplatnim.
LL@(3046) Due to higher risk equity capital is usually a more expensive source of financing that debt capital. => Zahvaljujući većem riziku, akcijski kapital se obično smatra skupljim izvorom finansiranja u odnosu na kapital po osnovu zajma.
LL@(3047) In capital budgeting decisions managers could be stimulated to finance a portion of the total capital needs of the company with debt capital at expected lower costs. => Prilikom donošenja kapitalnih odluka u finansiranju, menadžeri mogu da se opredele da finansiraju deo ukupnih potreba kompanije za kapitalom iz zajma, po očekivano nižim cenama.
LL@(3048) The use of debt capital tends to lower weighted average cost of capital, but induces an additional risk: due to fixed obligations that come together with debt financing, the company becomes more risky. => Primena kapitala iz zajma obično snižava ponderisanu prosečnu cenu kapitala, ali proizvodi dodatni rizik: zbog fiksnih obaveza koje prate finansiranje pomoću zajma, kompanija postaje rizičnija.
LL@(3049) We denote companies that use debt capital as financial leveraged companies. ~~~ Higher the financial leverage, higher the risk of the company and higher (in normal terms) the cost of debt. => Kompanije koje koriste kapital po osnovu zajma mi definišemo kao kompanije koje posluju pomoću finansijskog leveridža. [to je finansijski leveridž veći, veći je i rizik za kompaniju i veća je (u uobičajenom smislu) cena duga.
LL@(3050) The aim of the presented research was establish and analyze the relationship between financial leverage and costs of debt financing in Slovenian publicly traded corporations. => Naš cilj u ovom radu bio je da utvrdimo i analiziramo odnos između finansijskog leveridža i troškova finansiranja dugova u slovenačkim javnim korporacijama.
LL@(3051) Due to the lack of primary data on cost of debt, we estimated the cost of debt using two different methodologies and involved regression analysis to analyze the relationship between the two variables. => Pošto nismo raspolagali primarnim podacima o ceni duga, ovu cenu smo proračunali primenom dve različite metodologije, a koristili smo i regresivnu analizu da bismo posmatrali odnos između ove dve varijable.
LL@(3052) We used linear regression function to establish the relationship between the variables and used also selected controlling to eliminate the time and cluster dimension of the data. => Odnos između varijabli uspostavili smo pomoću linearne regresivne funkcije, a da bismo eliminisali vremensku i klaster dimenziju podataka, primenili smo metod selektivne kontrole.
LL@(3053) With the presented analysis we could not find a statistically significant relationship that we were seeking, but some ending results gives impulse for future work. ~~~ 1. => Analizom koju ovde predstavljamo nismo našli statistički značajan odnos koji smo tražili, ali neki konačni rezultati mogu da predstavljaju izazov za buduća istraživanja. 1.
LL@(3054) Introduction The capital (debt and equity) is the essential part of corporations (long-term) financing; it is a typical production factor, besides labor. => Uvod Kapital (po osnovu zajma ili akcijski kapital) predstavlja suštinski deo (dugoročnog) finansiranja kompanije; uz rad, on je jedan od tipičnih faktora proizvodnje.
LL@(3055) Capital, either debt or equity is scarce and is therefore not a free commodity (Stewart 1999). => Bilo da je to kapital po osnovu zajma ili da je akcijski, kapital je deficitarna roba i stoga se ne može smatrati besplatnim (Stewart, 1999).
LL@(3056) The use of capital induces on one hand costs for its users and on the other hand the profitability for the investors. => Korišćenje kapitala s jedne strane izaziva troškove kod korisnika, a s druge strane, investitorima donosi dobit.
LL@(3057) The combination of debt and equity is denoted as capital structure and capital structure decisions are one of the most challenging financial management decisions. => Kombinacija zajma i akcijskog kapitala naziva se strukturom kapitala, a odluke koje se odnose na strukturu kapitala predstavljaju možda najznačajniji i najveći izazov za finansijsko rukovodstvo.
LL@(3058) Debt is normally cheaper than equity (due to lower risk and tax shield). => Zajam je obično jeftiniji nego sopstveni (akcijski) kapital (pošto je rizik niži, i zaštićen je kad je u pitanju porez).
LL@(3059) Therefore debt can be used to lower the costs of financing and increase the profitability of equity capital. => Stoga se pozajmljeni kapital može koristiti za snižavanje troškova finansiranja, tako da se poveća profitabilnost akcijskog kapitala.
LL@(3060) This is so-called financial leverage, which is induced with the use of debt financing and can be beneficial for the corporation in the case of its good performance (Brigham and Ehrhardt 2005). => Ovo je tzv. finansijski leveridž, koji se stvara finansiranjem zajma i u slučaju da kompanija dobro posluje, može da bude koristan za kompaniju (Brigham i Ehrhardt, 2005).
LL@(3061) On the other hand, in case of bad performance of the business, debt capital can induce additional risk while debt obligations (interests) are fixed and not bound to a firms performance. => S druge strane, ukoliko firma posluje loše, pozajmljeni kapital može da izazove dodatni rizik, dok su obaveze po zajmu (kamate) fiksne i nisu vezane za učinak firme.
LL@(3062) Higher financial leverage therefore can cause the companys insolvency in bad times. => Stoga u nekim teškim vremenima veći finansijski leveridž može da dovede do nesolventnosti kompanije.
LL@(3063) Due to the risk of financial leverage it is the postulate of financial management that higher financial leverage increases the costs of debt financing. => Zbog rizika od finansijskog leveridža, finansijski menadžment polazi od stava da veći finansijski leveridž povećava troškove finansiranja duga.
LL@(3064) The aim of the presented research was to establish and analyze the relationship between financial leverage and costs of debt financing in Slovenian publicly traded corporations. => Naš cilj u ovom radu bio je da utvrdimo i analiziramo odnos između finansijskog leveridža i troškova finansiranja dugova u slovenačkim javnim korporacijama.
LL@(3065) Due to the lack of primary data on cost of debt, we estimated the cost of debt using two different methodologies and involved regression analysis to analyze the relationship between the two variables. => Pošto nismo raspolagali primarnim podacima o ceni duga, ovu cenu smo proračunali primenom dve različite metodologije, a koristili smo i regresivnu analizu da bismo posmatrali odnos između ove dve varijable.
LL@(3066) We also included two sets of controlling variables: time variable and cluster classification variable(s). => Takođe smo primenili dva skupa kontrolnih varijabli: varijablu vremena i varijablu klaster klasifikacije.
LL@(3067) Our analysis could not prove a statistically significant relationship between estimated cost of debt and financial leverage. => Našom analizom nismo mogli da dokažemo postojanje statistički značajnog odnosa između procenjene cene duga (zajma) i finansijskog leveridža.
LL@(3068) However, after we filtered the data, we could find some form of possible correlation between the two variables, but the relationship was not statistically significant due to a very low number of observations (n=8) in this analysis. => Ipak, pošto smo filtrirali podatke, mogli smo da uočimo neke oblike moguće korelacije između ove dve varijable, ali odnos nije bio statistički značajan, pošto je broj posmatranih slučajeva (n=8) u ovoj analizi bio veoma mali.
LL@(3069) We can interpret the results as not confirming the initial hypothesis, but the last analysis stimulates further work in gathering more data and analyzing thoroughly the phenomena. => Rezultate možemo da tumačimo u smislu da ne potvrđuju početnu hipotezu, ali poslednja analiza pokazala je da ima mesta daljem radu na prikupljanju podataka i na podrobnom analiziranju ovih pojava.
LL@(3070) One of the explanations could also be the extensive competition in banking sector in last couple of years, when banks in Slovenia were not so careful granting favorable interest rates for loans. => Jedno od objašnjenja može da bude i velika konkurencija u bankarskom sektoru u poslednjih nekoliko godina, kada su slovenačke banke prilično lakomisleno odobravale zajmove po primamljivim kamatnim stopama.
LL@(3071) We speculate that after the problems of subprime crisis hit Slovenian banks as well, banks would be more finical and that the expected relationship could probably be found later on. => Mislimo da će nakon problema proizašlih iz subprime krize s kojima su se i same suočile , slovenačke banke biti opreznije i da će očekivani odnos kasnije biti očigledniji.
LL@(3072) The article is organized as follows. => Rad je organizovan na sledeći način.
LL@(3073) After the introduction, basic theoretical background is explained. => Nakon uvodnog dela, izložili smo osnovne teorijske postavke.
LL@(3074) In chapter 3 we present initial hypothesis, restraints and academic value of the research. => U poglavlju 3 predstavljamo početnu hipotezu, ograničenja i akademsku vrednost istraživanja.
LL@(3075) Further, in chapter 4 data and methodology is described. => Dalje, u poglavlju 4, opisujemo podatke i metodologiju.
LL@(3076) Chapter 5 shows and discusses results. => U poglavlju 5 prikazali smo i analizirali rezultate.
LL@(3077) We conclude with final remarks. ~~~ 2. => Rad završavamo zaključnim opaskama. 2.
LL@(3078) Theoretical background Business decisions/business operations require capital. => Teorijska postavka Poslovne odluke/poslovne aktivnosti traže kapital.
LL@(3079) According to financial management theory a capital is composed of three components: equity, preferred capital and debt. => Prema teoriji finansijskog menadžmenta, kapital ima tri komponente: akcijski kapital, preferentni kapital, i zajmovni kapital.
LL@(3080) Capital is scarce and is therefore not a free commodity (Stewart 1999). => Kapital je deficitarna roba i stoga se ne može smatrati besplatnim (Stewart, 1999).
LL@(3081) Different components of capital have different costs, which are obviously determined by the risk investors are exposed to when lending the money to a corporation. => Različite komponente kapitala imaju različitu cenu, a ona je, očigledno, određena rizikom kojem su investitori izloženi kad kompaniji pozajmljuju novac.
LL@(3082) Corporations decide about their capital structures on the basis of capital costs and tend to find an optimal capital structure: a capital structure where the weighted average cost of capital is lowest possible. => Korporacije donose odluke o svojoj strukturi kapitala na osnovu cene kapitala i trude se da nađu optimalnu strukturu kapitala: strukturu kapitala u kojoj je ponderisana prosečna cena kapitala najmanja.
LL@(3083) Debt is normally cheaper than equity (due to lower risk and tax shield). => Pozajmljeni kapital je u normalnim uslovima jeftiniji od akcijskog (zato što je rizik manji, a i zaštićen je kada je u pitanju porez).
LL@(3084) Companies therefore try to use debt to lower the costs of financing and increase the profitability of equity capital. => Stoga kompanije teže da koriste zajam da bi snizile troškove finansiranja i povećale profitabilnost akcijskog kapitala.
LL@(3085) In fact, they use socalled financial leverage1, which is induced with the use of debt financing and can be beneficial for the corporation in the case of its good performance (Brigham and Ehrhardt 2005). => U stvari, one koriste tzv. finansijski leveridž1, koji nastaje finansiranjem dugovanja i može da donese dobit u slučaju da kompanija uspešno posluje (Brigham i Ehrhardt, 2005).
LL@(3086) On the other hand, in case of bad performance of the business, debt capital can induce additional risk while debt obligations (interests) are fixed and not bound to a firms performance. => S druge strane, ukoliko firma posluje loše, pozajmljeni kapital može da izazove dodatni rizik, dok su obaveze po zajmu (kamate) fiksne i nisu vezane za učinak firme.
LL@(3087) Higher financial leverage therefore can cause the companys insolvency in bad times. => Stoga u nekim teškim vremenima veći finansijski leveridž može da dovede do nesolventnosti kompanije.
LL@(3088) Tirole (2006) notes that companies that are safe, produce steady cash flows, and have easily redeployable assets that they can pledge as collateral, can afford high debt-equity ratios, i.e. higher financial leverage. => Tirole (2006) navodi da kompanije koje su bezbedne proizvode ravnomerne gotovinske tokove i raspolažu aktivom koja se malo može prestrojiti i koju mogu proglasiti garancijom. ~~~ One sebi mogu dozvoliti da imaju visoku stopu odnosa pozajmljenog i akcijskog kapitala, t.j., veći finansijski leveridž.
LL@(3089) In contrast, risky firms tend to have lower leverage as such. => Nasuprot njima, rizične firme će imati niži leveridž u ovom smislu.
LL@(3090) Higher financial leverage on average result in higher expected profitability of equity capital, but it results also in higher risk of debt for investors. => Viši finansijski leveridž u proseku ima za posledicu višu očekivanu profitabilnost akcijskog kapitala, ali i veći rizik za zajam za investitore.
LL@(3091) Due to the risk of financial leverage it is the postulate of financial management that higher financial leverage increases the costs of debt financing. => Zbog rizika od finansijskog leveridža finansijski menadžment polazi od stava da viši finansijski leveridž povećava troškove finansiranja duga.
LL@(3092) Although the relationship is theoretically straightforward, the problem has not been heavily tested on real data. => Iako je ovaj odnos teorijski jasan, ovaj problem još nije ozbiljno testiran na stvarnim podacima.
LL@(3093) Hull (2007) develops a model in which change in borrowing costs (which is in the model leverage-related) is used in a capital structure model. => Hull (2007) razvija model u kojem se promena u troškovima pozajmljivanja (koja je u modelu vezana za leveridž) koristi u modelu strukture kapitala.
LL@(3094) The author argues the use of financial leverage as significantly better than pioneer approaches developed by Modigliani and Miller (1963) or Miler (1977). => Autor smatra da je korišćenje finansijskog leveridža značajno bolje nego prvi pristupi koje su razradili Modigliani i Miller (1963) ili Miller (1977).
LL@(3095) That a higher financial leverage involves higher risk confirms also early research by Baxter (1967), and Kraus and Litzenberger (1973), who advocated a trade-off model where increasing levels of risky debt lead to increasing bankruptcy costs. => Da viši finansijski leveridž znači i veći rizik potvrdili su u svojim ranim radovima i Baxter (1967) i Kraus i Litzenberger (1973), koji su se zalagali za model ravnoteže u kojem povećani nivo duga opterećenog rizikom vodi povećanim troškovima bankrota.
LL@(3096) The significant influence of financial leverage point out also Hook and Opler (1993), who note that one of the crucial determinants of bank lending to companies is (besides others) also its financial leverage. => Ovaj značajan uticaj finansijskog leveridža ističu i Hook i Opler (1993) koji navode da je jedna od ključnih odrednica zajmova koje banka daje kompanijama (uz ostalo) njen finansijski leveridž.
LL@(3097) Banks is prepared to lend (debt) capital at lower price to low-financial-leveraged companies. => Banka je spremna da pozajmi (zaduži) kapital po nižoj ceni kompanijama sa niskim finansijskim leveridžom.
LL@(3098) Dhaliwal, Heitzman and Li (2005) explore the effect of taxes and leverage on the cost of capital. => Dhaliwal, Heitzman i Li (2005) proučavaju efekat poreza i leveridža na cenu kapitala.
LL@(3099) They advocate that however the basic postulate holds (i.e. a positive effect of financial leverage on the cost of (debt) capital), one must have in view also the effect of taxes. => Oni tvrde da, bez obzira koliko je osnovni postulat dobar (t.j., pozitivni efekat finansijskog leveridža na cenu (pozajmljenog) kapitala), mora se imati u vidu i efekat poreza.
LL@(3100) Corporate taxes lover the effect of leverage, while personal taxes increase this effect. => Korporativni porezi snižavaju efekat leveridža, dok personalni porezi ovaj efekat pojačavaju.
LL@(3101) Also other studies (e.g. Durand 1960, Solomon 1963, Barnes 1964, Baumol and Durton 1967, Scott 1977, Haley 1966, Schell and Halley 1977, Elliot 1980) have studied the relationship between capital structure (which determines the financial leverage) and cost of capital (where the cost of debt is one of the components) and come so important, but similar finding as summarized above. => I drugi autori (na primer, Durand, 1960; Solomon, 1963; Barnes, 1964; Baumol i Durton, 1967; Scott, 1977; Haley, 1966; Schell i Halley, 1977, Elliot, 1980) bavili su se u svojim studijama odnosom između strukture kapitala (koja određuje finansijski leveridž) i cene kapitala (u kojoj je cena duga jedna od komponenti) i došli do značajnih, ali sličnih zaključaka kakve smo već prikazali.
LL@(3102) However, all these studies have two restrictions from our perspective. => Ipak, iz naše perspektive, sve ove studije imaju dva ograničenja.
LL@(3103) First, they have all been done a couple of decades ago. => Prvo, sve su rađene pre nekoliko decenija.
LL@(3104) Second, these studies were all mostly based on data available in the advanced countries (UK, US…) and not in post-communist or any other transition economies. => Drugo, sve ove studije uglavnom se zanivaju na podacima koji se odnose na razvijene zemlje (Velika Britanija, SAD ...), a ne na post-komunističke zemlje ili neke druge privrede u tranziciji.
LL@(3105) In these countries some concepts are crucially different and have to be pointed out separately. => U ovim zemljama neki koncepti se suštinski razlikuju i moraju se analizirati posebno. 3.
LL@(3106)  => Hipoteza, ograničenja i akademska vrednost istraživanja Glavni cilj istraživanja bio je da proveri sledeću hipotezu:
LL@(3107) 3. => H1:
LL@(3108) Hypothesis, restraints and academic value of the research The main focus of the research was to test the following hypothesis: H1: In Slovenia the fundamental financial logic holds; companies with higher financial risk (i.e. higher financial leverage) have significantly higher cost of debt. => Osnovna finansijska logika koja vlada u Sloveniji kaže: kompanije koje su opterećene većim finansijskim rizikom (t.j., višim finansijskim leveridžom) imaju značajno veće troškove duga.
LL@(3109) Some restraints of the research have to be pointed out. => Trebalo bi naglasiti i neka ograničenja u ovom istraživanju.
LL@(3110) First, some restraints come from data limitation, which is explained in next section. => Prvo, neka ograničenja posledica su ograničenim izborom podataka, što ćemo objasniti u narednom poglavlju.
LL@(3111) Second, due to extensive competition in banking sector in last couple of years banks in Slovenia have been approving most favorable interest rates for most companies, especially to publicly traded corporations, which have been considered as least risky. => Drugo, zbog velike konkurencije u bankarskom sektoruu poslednjih nekoliko godina, banke u Sloveniji odobravale su većini kompanija veoma povoljne kamatne stope, a to je posebno važilo za preduzeća pod javnom upravom, koja su smatrana najmanje rizičnim.
LL@(3112) Not before subprime financial crisis have banks really been careful with approved interest rates and really considered the differences in riskiness of the investment from the perspective of fi nancial leverage, again especially for publicly traded corporations. => Tek posle subprajm krize banke su počele pažljivije da se odnose prema određivanju kamatnih stopa i zaista su počele da uzimaju u obzir razlike u rizičnosti investicije u odnosu na perspektivu finansijskog leveridža, i to opet posebno za kompanije u javnom vlasništvu.
LL@(3113) And last, comparison to other research, preferably to some research of the similar topic in Slovenia or other post-communist/transition economy was unfortunately not possible due to their nonexistence. => I poslednje, poređenje sa drugim istraživanjima, posebno sa nekim istraživanjem sličnog problema u Sloveniji ili nekoj drugoj post-komunističkoj zemlji ili privredi u tranziciji nije bilo moguće, s obzirom da takvih istraživanja nema.
LL@(3114) However, taking into consideration these restraints, the research is to our knowledge a pioneer research of the similar topic either in Slovenia or other post-communist/transition economy, and as such it could be taken into consideration in future research. ~~~ 4. => Ipak, ako uzmemo u obzir ova ograničenja, ovo istraživanje je, bar koliko mi znamo, pionirsko istraživanje nekog takvog pitanja bilo kad je reč o Sloveniji ili o nekoj drugoj post-komunističkoj zemlji ili privredi u tranziciji i kao takvo može se uzeti u obzir prilikom kasnijih istraživanja. 4.
LL@(3115) Data and methodology We tested the hypothesis on public corporations that are listed on Ljubljana Stock Exchange. => Podaci i metodologija Hipotezu smo testirali na javnim korporacijama koje se kotiraju na Ljubljanskoj berzi.
LL@(3116) In the database we included 18 corporations in the period from 2005 until 2007. => U bazi podataka našli smo 18 korporacija u periodu od 2005. do 2007. godine.
LL@(3117) Data was obtained from GViN database. => Podatke smo dobili iz GViN baze podataka.
LL@(3118) For more detailed insight in the data source see Stubelj (2008). => Za detaljniji uvid u izvor podataka videti Stubelj (2008).
LL@(3119) Data on financial leverage is calculated and published for all selected companies on yearly basis, so this data was easy achievable. => Podatke o finansijskom leveridžu izračunali smo na godišnjem nivou i objavili za sve kompanije, tako da su ovi podaci lako dostupni.
LL@(3120) On the other hand, we had hard time determining the adequate cost of debt for those companies. => S druge strane, imali smo mnogo problema da odredimo odgovarajuću cenu duga/zajma za ove kompanije.
LL@(3121) Following our hypothesis we needed the (estimate for) cost of debt (in percentage) on case and on yearly basis (so, cross section and longitudinal data). ~~~ Unfortunately, such data is not publicly available, neither in individual yearly reports of selected companies nor in any of the available databases. => Za potrebe naše hipoteze bili su nam potrebni (po proceni) troškovi zajma (u procentima) po slučaju i na godišnjem nivou (stoga, unakrsni presek i longitudinalni podaci) nažalost, takvi podaci nisu objavljeni ni u pojedinačnim godišnjim izveštajima izabranih kompanija ni u bilo kojoj dostupnoj bazi podataka.
LL@(3122) Further, in Slovenia companies mainly use bank financing (and not raise debt capital on capital markets with bonds), therefore we could not use market required rate of return (on companys bonds) as a relevant data source. => Pored toga, kompanije u Sloveniji uglavnom finansiraju banke (ne prikupljaju kapital na tržištima kapitala putem obveznica), tako da nismo mogli da koristimo tržišnu stopu povraćaja (na obveznice kompanije) kao relevantan izvor podataka.
LL@(3123) Due to the lack of relevant academic or expert guidelines on the topic under these specific conditions, we used two methodologies, that both have some advantages and disadvantages, respectively. => Pošto nismo imali relevantne niti stručne smernice za obradu teme pod ovako specifičnim okolnostima, koristili smo dve metodologije, od kojih svaka ima i prednosti i nedostatke.
LL@(3124) First, we estimated the cost of debt simply as a quotient between paid interests on companys debt in the year t and the value of debt at the beginning of the year t (i.e. at the end of year t-1). => Prvo smo proračunali cenu pozajmice jednostavno kao količnik između plaćenih kamata na dugove kompanije u godini t i vrednosti duga na početku godine t (t.j., na kraju godine t-1).
LL@(3125) The same procedure was used also for the estimation of (average) cost of government debt in Slovenia (see Dolenc 2006). => Isti postupak primenili smo za procenu (prosečne) cene vladinog duga u Sloveniji (videti Dolenc 2006).
LL@(3126) So, the estimated cost of debt of the company i in year t was calculated as: r t,id = I D − 1t,i t,i , (1) where: - dri,t … estimated cost of debt for the company i in the year t, - Ii,t … interests paid by the company i in the year t and - Di,t-1 … the value of debt of the company i in the end of year t-1. => Stoga se procenjena cena duga kompanije i u godini t izračunava kao: r t,id = I D − 1t,i t,i , (1) gde je: dri,t … procenjena cena duga u kompaniji i za godinu t, Ii,t … kamate koje plaća kompanija i u godini t i Di,t-1… vrednost duga kompanije i na kraju godine t-1.
LL@(3127) This procedure is quite straightforward, but it has, however, some disadvantages when used in the present context. => Ovaj postupak je sasvim jasan, ali ipak ima nekih slabosti kada se primenjuje u današnjem kontekstu.
LL@(3128) First, the estimation can be either a) overestimated or b) underestimated, if a) a company does not hold short-term debt at the end of the year but uses heavily the short-term debt during the year, and b) a company pays off a larger amount of debt in the beginning of the year. => Prvo, procena može da bude ili a) precenjena ili b) potcenjena, ako a) kompanija nema kratkoročni zajam/dug na kraju godine nego često koristi kratkoročni zajam tokom godine i b) kompanija otplaćuje veći iznos duga na početku godine.
LL@(3129) Second, estimated cost of debt is actually the average interest rate a company pays on existing debt in current year, and not in fact the cost of debt the company has risen in the current year. => Drugo, procenjena cena duga u stvari predstavlja prosečnu kamatnu stopu koju kompanija plaća na postojeći dug u tekućoj godini, a ne u stvari cenu zajma koji je kompanija podigla u tekućoj godini.
LL@(3130) The second solution that seemed worthwhile taking into consideration was the estimation of additional interests paid in current year (compared to last year) relative to additional value of debt at the end of the previous year (compared to the year before). => Drugo rešenje koje je izgledalo vredno pažnje bilo je procena dodatnih kamata koje se isplaćuju u tekućoj godini (u poređenju sa prošlom godinom) u odnosu na dodatu vrednost duga na kraju prethodne godine (u poređenju sa godinom pre toga).
LL@(3131) Analytically, this can be expressed as: r t,id = ∆ I t,i ∆ D t,i , (2) year t, where: dri,t … estimated cost of debt for the company i in the ∆Ii,t … (interests paid by the company i in the year t) (interests paid by the company i in the year t-1) and ∆Di,t … (the value of debt of the company i in the end of year t) - (the value of debt of the company i in the end of year t-1). => Analitički se ovo može izraziti kao: r t,id = ∆ I t,i ∆ D t,i , (2) gde je: dri,t … procenjena cena duga kompanije i u godini t, ∆Ii,t … (kamate koje plaća kompanija i u godini t) (kamate koje plaća kompanija i u godini t-1) i ∆Di,t … (vrednost duga kompanije i na kraju godine t) - (vrednost duga kompanije i na kraju godine t-1).
LL@(3132) These estimates should in fact be better proxies of the companys cost of debt that a company must pay in the year t. => Ove procene u stvari bi trebalo da predstavljaju bolje pokazatelje cene duga kompanije koji ona mora da isplati u godini t.
LL@(3133) However, some drawbacks arise again. => Ipak, i tu se javljaju neki nedostaci.
LL@(3134) Two are crucial. => Dva su ključna.
LL@(3135) First, if a company lowers the outstanding amount of debt, it should also lower the interests paid, otherwise we get unexpected (i.e. negative) value of estimated interest rate. => Prvo, ako kompanija snizi preterano veliku svotu duga, trebalo bi da smanji i kamatu, inače dobijamo neočekivanu (t.j., negativnu) vrednost procenjene kamatne stope.
LL@(3136) This has proven not to be the case for all cases and all years. => Pokazalo se da ovo ne važi za sve slučajeve i u svim godinama.
LL@(3137) Second, the dynamics of the borrowing plays a crucial role as well: if a company raises debt towards the end of the year, it will pay low interests in the current year (if any at all), but the value of debt will significantly rise. => Drugo, dinamika pozajmljivanja takođe ima ključnu ulogu: ako kompanija podiže zajam krajem godine, platiće niže kamate u tekućoj godini (ako uopšte plati), ali će vrednost duga značajno da poraste.
LL@(3138) But, even though neither of the suggested methodologies is perfect, we decided to use both and have additional safety procedure incorporated. => Ali, iako ni jedna od predloženih metodologija nije savršena, odlučili smo da primenimo obe, a da uključimo i dodatnu sigurnosnu proceduru.
LL@(3139) We decided to eliminate from the analysis those observations (cases in different points in time) that deviate from average for more than one standard deviation. => Iz analize smo eliminisali one posmatrane slučajeve (slučajeve u različitim trenucima u vremenu) koji se udaljavaju od proseka za više od jedne standardne devijacije.
LL@(3140) Effectively under assumption of normal distribution of the observations we end up using 66% of all observations for which the cost of debt was possible to be estimated. => Efek tivno pod pretpostavkom normalne distribucije posmatranih slučajeva na kraju smo koristili 66% svih posmatranih slučajeva za koje je bilo moguće proračunati cenu duga.
LL@(3141) In order to get as homogeneous groups of observations, we tested the rationale of clustering the data into groups. => Da bismo dobili homogene grupe za posmatranje, testirali smo načelo grupisanja podataka.
LL@(3142) In order to do so we used cluster analysis with Wards method of clustering. => U tu svrhu koristili smo klaster analizu sa Word-ovim metodom grupisanja.
LL@(3143) Eventual significant cluster grouping is included in the regression analysis using set of dummy variables (their number is set as number of clusters less one). regression analysis became obvious. => Značajni klasteri obuhvaćeni su regresivnom analizom koja koristi skup lažnih varijabli (njihov broj je predstavljen kao broj klastera manje jedan).
LL@(3144) We still tested the relationship between estimated cost of debt and financial leverage2 controlled for time and cluster specific effects, so we tested in fact: = ⋅+ βα FL a rˆ t,i − γ ⋅Γ+⋅+ 1t,i t i CLU i , (3) where: FLi, t-1 … financial leverage of company i in the year t-1, β … effect of financial leverage on cost of debt, ti … time dimension of the data for company i, γ … time specific effect on cost of debt, CLUi … set of dummy variables to represent the clustering, and G … the matrix of regression coefficients for cluster dimension of the data. => 
LL@(3145) At first sight the panel data analysis seems a natural way of analyzing the relationship between cost of debt and financial leverage (for i and t). => Na prvi pogled analiza panel podataka predstavljala bi prirodni način analize odnosa između cene duga i finansijskog leveridža (za i i t).
LL@(3146) However, because of some gaps in the data, we could not estimate all costs of debt (for all i and t). => Ipak, zbog nekih praznina u podacima, nećemo procenjivati sve cene duga (za sve i i t).
LL@(3147) Therefore, panel data analysis came out of the question, and simple (OLS) 5. => Stoga panel analiza nije uzeta u obzir, a kao očigledan izbor ukazala se jednostavna regresivna (OLS) analiza.
LL@(3148)  => Još uvek smo proveravali odnos između procenjene cene duga i finansijskog leveridža2 ko ji smo kontrolisali u smislu vremena i efekata specifičnih za klastere, tako da smo u stvari testirali: = ⋅+ βα FL − γ ⋅Γ+⋅+ 1t,i t i CLU i , (3) a rˆ t,i gde je:
LL@(3149)  => FLi, t-1 … finansijski leveridž i u godini t-1, ∆ … efekat finansijskog leveridža na cenu duga, ti … vremenska dimenzija podataka za kompaniju i, ∆ … efekat vremena na cenu duga, CLUi … skup lažnih varijabli koje će predstavljati dug, i ∆ … matrica regresivnih koeficijenata za klaster dimenziju podataka. 5.
LL@(3150) Results and discussion As explained above, the analysis was performed using two methodologies for estimation of cost of debt. => Rezultati i diskusija Kao što smo već objasnili, analizu smo sproveli pomoću dve metodologije za izračunavanje cene duga.
LL@(3151) Table 1 shows descriptive statistics for the first set of data (interest rates estimated according to eq. ~~~ 1). => Na tabeli 1 prikazana je opisna statistika za prvi skup podataka (kamatne stope proračunate prema eq.1) Tabela 1:
LL@(3152) Table 1: Descriptive statistics for the first set of data FV dri,t N Min Max Mean 17,63 0,40% 244,84 15,98% 86,08 5,20% Standard deviation 65,71 2,55% As it can be noted the variability of the data is quite high, and to some level also unexpected. => Deskriptivna ststistika za prvi skup podataka FV dri,t N Min Max 17,63 0,40% 244,84 15,98% Srednja vrednost 86,08 5,20% Standardna devijacija 65,71 2,55% Kao što se može zapaziti, promenljivost podataka je prilično visoka, i do nekog nivoa i neočekivana.
LL@(3153) This holds especially for the estimated cost of debt, which ranges from 0,4% to 16,0%. => Ovo važi posebno za izračunatu cenu duga,, koja iznosi 0,4% do 16,0%.
LL@(3154) Therefore we eliminated as noted before the observations for which the estimated cost of debt deviate from average for more than 1 standard deviation. => Stoga smo eliminisali kao što smo već naveli posmatranja za koja se procenjena cena duga udaljava od proseka za više od 1 standardne devijacije.
LL@(3155) Descriptive statistics for filtered first set of data is shown in Table 2. => Opisna statistika za filtrirani prvi skup podataka prikazana je na tabeli 2.
LL@(3156) Table 2: Descriptive statistics for filtered first set of data FV dri,t N Min Max Mean 17,63 2,69% 244,84 6,82% 90,18 4,62% Standard deviation 66,71 1,22% With filtering the data we eliminated from the analysis the tails of the data, ending up with a set of observations with relatively normal levels of estimated cost of debt and financial leverage. => Tabela 2: ~~~ Deskriptivna ststistika za filtrirani prvi skup podataka N Min Max 17,63 2,69% 244,84 6,82% Srednja vrednost 90,18 4,62% Standardna devijacija 66,71 1,22% FV dri,t Filtriranjem podataka eliminisali smo iz analize repove podataka i ostao nam je skup posmatranih podataka kaoji pokazuje relativno normalne nivoe procenjene cene duga i finansijskog leveridža.
LL@(3157) However, cluster analysis reveals that data can be clustered into two more homogeneous groups. => Ipak, klaster analizom smo otkrili da se podaci mogu grupisati u još dve homogene grupe.
LL@(3158) The dendrogram for this set of data is shown in Figure 1. => Dendogram za ovaj skup podataka prikazan je na slici 1.
LL@(3159) Finally, the data is confronted in regression analysis. => Na kraju, podatke smo obradili regresivnom analizom.
LL@(3160) In this first regression we included financial leverage as (theoretical) explanatory factor of the cost of debt, controlled for both time and cluster specific effects. => Ovom prvom regresijom obuhvatili smo finansijski leveridž kao faktor koji (teorijski) objašnjava cenu duga, i po osnovu vremena i po osnovu klaster specifičnih efekata.
LL@(3161) Results are presented in Table 3. => Rezultate smo prikazali na tabeli 3.
LL@(3162) Table 3: Results of regression analysis for filtered first set of data Regression coefficients 0,0441 -0,0006 0,0071 -0,0146 Model = rˆ t,ia α β ⋅+ γ ⋅+ ⋅Γ+ t,i FL t i CLU i * - significant at 5% * - significant at 10% t statistics R2 F statistics 0,32 5,28 5,730** -1,313 3,411** -2,327* Sig. of the regression 0,02 DW statistics 1,33 As we can clearly see, the hypothesis cannot be confirmed with the use of this set of data. => Tabela 3: ~~~ Rezultati regresivne analize za filtrirani prvi skup podataka Koeficijenti regresije 0,0441 -0,0006 0,0071 -0,0146 Model = rˆ t,ia α ⋅+ β ⋅+ γ ⋅Γ+ t,i FL t i CLU i * - značajno na 5% ** - značajno na 10% t statistika R2 F 0,32 statistika 5,28 5,730** -1,313 3,411** -2,327 * Značaj regresije 0,02 DW statistika 1,33 Može se jasno videti da se primenom ovog skupa podataka hipoteza ne može potvrditi.
LL@(3163) Even though the regression function as such is statistically significant, its explaining power is relatively low (determination coefficient is slightly more than 0,3). => Iako je funkcija regresije kao takva statistički značajna, njena moć da objasni slučaj je relativno mala (koeficijent određenosti je samo malo viši od 0,3).
LL@(3164) Looking partially, the regression coefficient for financial leverage is the only not significant one (the exact significant level is 0,2), therefore we cannot confirm the hypothesis that financial leverage effects the cost of debt3. => Kad posmatramo parcijalno, koeficijent regresije za finansijski leveridž je jedini koji nije značajan (stvarni značajni nivo iznosi 0,2), tako da ne možemo da potvrdimo hipotezu da finansijski leveridž utiče na cenu duga3.
LL@(3165) Other factors, which we denoted as controlling variables turned out to be statistically significant at low levels of significance. => Ispostavilo se da su drugi faktori, koje smo označili kao kontrolne varijable, statistički značajni na niskom nivou značaja.
LL@(3166) Further we used the second set of data4, where we used the cost of debt, calculated as additional interests paid relatively to increase of debt. => Potom smo pristupili drugom skupu podataka4, gde smo koristili cenu duga izračunatu u smislu dodatnih kamata koje se isplaćuju u odnosu na porast dugovanja.
LL@(3167) Descriptive statistics for unfiltered data is presented in Table 4. => Opisna statistika za nefiltrirane podatke predstavljena je na tabeli 4. FV dri,t Tabela 4:
LL@(3168) Table 4: Descriptive statistics for the second set of data FV dri,t N Min Max Mean 17,63 -61,38% 244,84 228,06% 85,96 5,61% Standard deviation 69,23 43,06% Obviously this methodology has even more drawbacks as the first one. => Deskriptivna statistika za drugi skup podataka N Min Max 17,63 244,84 -61,38% 228,06% Srednja vrednost 85,96 5,61% Standardna devijacija 69,23 43,06% Ova metodologija očigledno ima još više slabosti nego prethodna.
LL@(3169) The estimated cost of debt ranges from -61% to 228% (!). => Procenjena cena duga kreće se u rasponu od -61% do 228% (!). ako uzmemo u obzir procenjenu standardnu devijaciju, jasno je da primenom Š?-?, ?+?
LL@(3170) Taking into consideration estimated the standard deviation its clear that the use of Š∆-∆, ∆+∆Ë would not help eliminating the spurious observations. => Ë nećemo moći da eliminišemo nepouzdana posmatranja.
LL@(3171) Therefore we decided to take into consideration only observations where the estimated cost of debt was higher than EURIBOR+50bps and lower than interest rate for late payments. => Stoga smo odlučili da uzmemo u obzir samo ona posmatranja u kojima je procenjena cena duga bila viša od EURIBOR+50bps, a niža od kamatne stope za zakasnela plaćanja.
LL@(3172) This should be a normal interval of interest rate on bank loan a public corporation has to pay for its debt. => Ovo bi trebalo da bude normalni interval kamatne stope na bančin zajam koji javna korporacija mora da isplati na ime duga.
LL@(3173) Relevant descriptive statistics is shown in Table 5. => Relevantna opisna statistika prikazana je na tabeli 5.
LL@(3174) Table 5: Descriptive statistics for filtered second set of data FV dri,t N Min Max Mean 25,26 4,17% 158,71 9,79% 76,90 6,46% Standard deviation 56,56 1,99% Even though we ended up with only 8 observations, the cluster analysis shows that (again) two groups of corporations should be taken into consideration (see Figure 2). => Tabela 5: ~~~ Deskriptivna statistika za filtrirani drugi skup podataka FV dri,t N Min Max 25,26 4,17% 158,71 9,79% Srednja vrednost 76,90 6,46% Standardna devijacija 56,56 1,99% Iako smo ostali na samo 8 posmatranih slučajeva, klaster analiza pokazuje da (ponovo) treba da uzmemo u obzir dve grupe slučajeva (videti sliku 2).
LL@(3175) Using this set of (well reduced) data, the ending result is more or less obvious. => Uz ovaj skup (prilično redukovanih) podataka krajnji rezultat je manje-više očigledan.
LL@(3176) The regression in not statistically significant (see Table 6), which is normal due to low number of observations in the analysis. => Regresija nije statistički značajna (videti tabelu 6), što je i normalno, pošto imamo na raspolaganju mali broj slučajeva u analizi.
LL@(3177) Therefore we cannot confirm the hypothesis we have tested; we cannot statistically correctly conclude on relationship/correlation between estimated cost of debt and financial leverage of the selected publicly traded corporations. => Stoga ne možemo da potvrdimo hipotezu koju smo testirali; ne možemo statistički korektno da zaključimo kakav je odnos/korelacija između procenjene cene zaduženja i finansijskog leveridža izabranih javnih korporacija.
LL@(3178) Nevertheless, we can assume that with gathering more data and using the same methodology we might be able to come to some more firm conclusions. => Ipak, možemo da zaključimo da uz više podataka i primenom iste metodologije možda i možemo da dođemo do nekih čvršćih zaključaka.
LL@(3179) Scatterplot between financial leverage and estimated cost of debt (including inserted linear fitted line5) shows that the tendency of the relationship might be positive, which would confirm theoretical expectations also for Slovenian case. => Rasejanje između finansijskog leveridža i procenjene cene duga (uključujući unetu linearno postavljenu liniju5) pokazuje da tendencija odnosa može da bude pozitivna, što bi potvrdilo teorijska očekivanja i za slovenački slučaj.
LL@(3180) This is left for further research, where the database should be expanded heavily with inclusion of other companies, not only publicly traded corporations. => Ovo ostaje za naredna istraživanja, u kojima baza podataka mora da bude mnogo šira pošto treba uključiti i druge kompanije, ne samo javne korporacije. 6.
LL@(3181) Summary The capital (debt and equity) is the essential part of corporations (long-term) financing; it is one of production factors. => Rezime Kapital (pozajmljeni i akcijski/sopstveni) predstavlja osnovni deo (dugoročnog) finansiranja kompanije; to je jedan od faktora proizvodnje.
LL@(3182) Capital, either debt or equity is scarce and is therefore not a free commodity. => Bilo da je to kapital po osnovu zajma ili da je akcijski, kapital je deficitarna roba i stoga se ne može smatrati besplatnim.
LL@(3183) Due to higher risk equity capital is usually a more expensive source of financing that debt capital. => Zahvaljujući većem riziku, akcijski kapital se obično smatra skupljim izvorom finansiranja u odnosu na kapital po osnovu zajma.
LL@(3184) In capital budgeting decisions managers could be stimulated to finance a portion of the total capital needs of the company with debt capital at expected lower costs. => Prilikom donošenja kapitalnih odluka u finansiranju, menadžeri mogu da se opredele da finansiraju deo ukupnih potreba kompanije za kapitalom iz zajma, po očekivano nižim cenama.
LL@(3185) The use of debt capital tends to lower weighted average cost of capital, but induces an additional risk: due to fixed obligations that come together with debt financing, the company becomes more risky. => Primena kapitala iz zajma obično snižava ponderisanu prosečnu cenu kapitala, ali proizvodi dodatni rizik: zbog fiksnih obaveza koje prate finansiranje pomoću zajma, kompanija postaje rizičnija.
LL@(3186) We denote companies that use debt capital as financial leveraged companies. ~~~ Higher the financial leverage, higher the risk of the company and higher (in normal terms) the cost of debt. => Kompanije koje koriste kapital po osnovu zajma mi definišemo kao kompanije koje posluju pomoću finansijskog leveridža. [to je finansijski leveridž veći, veći je i rizik za kompaniju i veća je (u uobičajenom smislu) cena duga.
LL@(3187) The aim of the presented research was to establish and analyze the relationship between financial leverage and costs of debt financing in Slovenian publicly traded corporations. => Naš cilj u ovom radu bio je da utvrdimo i analiziramo odnos između finansijskog leveridža i troškova finansiranja dugova u slovenačkim javnim korporacijama.
LL@(3188) Due to the lack of primary data on cost of debt, we estimated the cost of debt using two different methodologies and involved regression analysis to analyze the relationship between the two variables. => Pošto nismo raspolagali primarnim podacima o ceni duga, ovu cenu smo proračunali primenom dve različite metodologije, a koristili smo i regresivnu analizu da bismo posmatrali odnos između ove dve varijable.
LL@(3189) We also included two sets of controlling variables: time variable and cluster classification variable(s). => Takođe smo uključili dva skupa kontrolnih varijabli: varijablu vremena i varijablu/varijable klaster klasifikacije.
LL@(3190) Our analysis could not prove a statistically significant relationship between estimated cost of debt and financial leverage. => Našom analizom nismo mogli da dokažemo postojanje statistički značajnog odnosa između procenjene Tabela 6:
LL@(3191) However, after we filtered the data, we could find some form of possible correlation between the two variables, but the relationship was not statisti Table 6: Results of regression analysis for filtered second set of data Model = rˆ t,ia α β ⋅+ γ ⋅+ ⋅Γ+ t,i FL t i CLU i Regression coefficients 0,1205 -0,0003 0,0062 -0,0642 * - significant at 5% ** - significant at 10% t statistics R2 F statistics 0,62 2,17 2,055 -0,960 0,445 -1,743 Sig. of the regression 0,23 DW statistics 2,40 1 Analytically financial leverage is calculated as the quotient between EBIT (earnings before interests and taxes) and EBT (earnings before taxes). => Rezultati regresivne analize za filtrirani drugi skup podataka Koeficijenti regresije 0,1205 -0,0003 0,0062 -0,0642 Model = rˆ t,ia α ⋅+ β ⋅+ γ ⋅Γ+ t,i FL t i CLU i * - značajno na 5% ** - značajno na 10% t statistika R2 F 0,62 statistika 2,17 2,055 -0,960 0,445 -1,743 Značaj regresije 0,23 DW statistika 2,40 1 Analitički, finansijski leveridž se izračunava kao količnik između EBIT (zarada pre nego što se izdvoje kamate i porezi) i EBT (zarada pre poreza).
LL@(3192) 2 It is assumed that a financial leverage of the previous year affects the cost of debt in the current year (if there is such correlation at all). => 2 Pretpostavlja se da finansijski leveridž iz prethodne godine utiče na cenu duga i tekućoj godini (ukoliko takva korelacija uopšte postoji).
LL@(3193) 3 The reason is simply accounting based, because the relevant data in current year is available for the last day of previous year. ~~~ For the selected sample. => Razlog je jednostavno računovodstvene prirode, pošto su relevantni podaci za tekuću godinu dostupni poslednjeg dana prethodne godine. 3 Za izabrani uzorak. 4 Zbog metoda izračunavanja izgubili smo oko jednu trećinu podataka koje smo imali na raspolaganju 5 Ali nismo uopšte uzeli u obzir statistički značaj. cene duga (zajma) i finansijskog leveridža.
LL@(3194) 4 Because of the calculation method we lost about one third of available data. ~~~ 5 Without any consideration to statistical significance, though. cally significant due to a very low number of observations (n=8) in this analysis. => Ipak, pošto smo filtrirali podatke, mogli smo da uočimo neke oblike moguće korelacije između ove dve varijable, ali odnos nije bio statistički značajan, pošto je broj posmatranih slučajeva (n=8) u ovoj analizi bio veoma mali.
LL@(3195) We can interpret the results as not confirming the initial hypothesis, but the last analysis stimulates further work in gathering more data and analyzing thoroughly the phenomena. => Rezultate možemo da tumačimo u smislu da ne potvrđuju početnu hipotezu, ali poslednja analiza pokazala je da ima mesta daljem radu na prikupljanju podataka i na podrobnom analiziranju ovih pojava.
LL@(3196) One of the explanations could also be the extensive competition in banking sector in last couple of years. => Jedno od objašnjenja može da bude i velika konkurencija u bankarskom sektoru u poslednjih nekoliko godina.
LL@(3197) Although we could not find a statistically significant relationship between estimated cost of debt and financial leverage some ending results gives impulse for future work. => Iako nismo uspeli da ustanovimo statistički znašajan odnos između procenjene cene duga i finansijskog leveridža, neki rezultati do kojih smo došli predstavljaju impuls za buduća istraživanja.
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LL@(3261) The Theory of Corporate Finance. => The Theory of Corporate Finance.
LL@(3262) Princeton: Princeton University Press. => Princeton: ~~~ Princeton University Press.
LL@(3263) Corresponding Author Primož Dolenc, assistant professor University of Primorska, Faculty of management Koper Cankarjeva 5, SI6104 Koper email: primoz.dolenc¿fm-kp.si Figure 1: Dendrogram using Ward Method for filtered first set of data Figure 2: Dendrogram using Ward Method for filtered second set of data Figure 3: Scatterplot between financial leverage and estimated cost of debt Implementation of advertising strategy UDC 659.11 Slavica Stanić JP @eleznice Srbije, Belgrade One of the most important components of an integrated marketing communications program is the advertising. => Kontakt autor Primož Dolenc, vanredni profesor Univerzitet Primorska, Fakultet za menadžment u Kopru Cankarjeva 5, SI6104 Koper E mail: primoz.dolenc¿fm/kp.si Slika 1: ~~~ Dendrogram za filtrirani prvi skup podataka dobijen pomocu Ward Metoda Slika 2: ~~~ Dendrogram za filtrirani drugi skup podataka dobijen pomocu Ward Metoda Slika 3: ~~~ Rasejanje izmedu finansijskog leveridža i procenjene cene duga Primena strategije oglašavanja UDK 659.11 Slavica Stanić JP @eleznice Srbije, u Beogradu Oglašavanje predstavlja jedan od najvažnijih elemenata programa integrisanih marketing komunikacija.
LL@(3264) Advertising can be used to create images or associations and position a brand in the customers mind. => Oglašavanje se može koristi za stvaranje mentalne slike ili asocijacije i pozicioniranje brenda u svesti potrošača.
LL@(3265) The advertising strategy is based on several factors, including identification of the target audience, the basic proble or issue the advertising must address, the major selling idea the message needs to communicate, as well as creating and positioning of the advertising message. => Strategija oglašavanja se temelji na nekoliko faktora, uključujući identifikovanje ciljnog auditorijuma, ključni problem ili temu oglašavanja, definisanje ključne ideje, kao i stvaranje i pozicioniranje oglasne poruke.
LL@(3266) From the marketers perspecteive, the advertising message is a way to tell consumers how the product or service can solve a problem or help satisfy desires or achieve goals. => Posmatrano iz ugla marketing stručnjaka, oglasna poruka predstavlja način saopštenja poruke o proizvodu ili usluzi u cilju rešavanja odredjenog problema i zadovoljenja potreba i postizanja odredjenih ciljeva.
LL@(3267) The media plan, as an integral part of the advertising strategy determines the best way to get the advertisers message to the market. ~~~ 1. => Medijski plan kao sastavni deo strategije oglašavanja, predstavlja najbolji način da se oglasna poruka pošalje na tržište. 1.
LL@(3268) Defining the goals of advertizing Defining the advertizing campaign issue The advertizing strategy has to allow for the process of communication between the company and prospective customers in order that such an attitude be created towards certain products and services, so as they should be favoured in the market1. ~~~ The entire procedure of creating and executing the adverising messages has to be based on the results of a complex marketing research (research into the market, into motivation, into an appropriate wording od the message, media, etc.). => Definisanje ciljeva oglašavanja 1.1 Definisanje teme promotivne kampanje Strategija oglašavanja treba da omogući proces komuniciranja između kompanije i potencijalnih kupaca sa ciljem da se ostvari pozitivan stav o određenim proizvodima i uslugama, koji vodi ka njihovom favorizovanju u procesu kupovine na tržištu.1 Celokupan postupak kreiranja i realizovanja oglasnih poruka mora se zasnivati na rezultatima kompleksnih marketing istraživanja (tržišta, motivacije, odgovarajuće formulacije poruke, medija, itd.).
LL@(3269) The basic issue is that of defining the concrete goals of advertizing that can be directed towards: raising the number of prospective customers who are already informed about a certain product or service, improving the image, differentiation of the products and services, increasing the extent of preferences, etc. => Osnovno pitanje predstavlja definisanje konkretnih ciljeva oglašavanja koji mogu biti usmereni u pravcu: povećanja broja potencijalnih kupaca koji su informisani o određenom proizvodu ili usluzi, poboljšanja imidža, diferenciranja proizvoda i usluga, povećanje stepena preferencija, itd.
LL@(3270) The goals of advertizing directly depend upon the extent to which the prospective customers are informed about a certain product or service (completely uninformed, partially informed, strongly inclined towards a certain product or service, or highly satisfied and willing to use a certain product or service). => Ciljevi oglašavanja direktno zavise od stepena informisanosti potencijalnih kupaca o određenom proizvodu ili usluzi (potpuno neinformisani, delimično informisani, sa izraženom naklonošću prema određenom proizvodu ili usluzi, sa izraženim zadovoljstvom i spremnošću da koriste određeni proizvod ili uslugu).
LL@(3271) The advertizing strategy is affected by the following factors: the key idea, which will become the central issue of the promotive campaign and the target audience. => Na strategiju oglašavanja utiču sledeći faktori: ključna ideja koja će postati centralna tema promotivne kampanje i ciljni auditorijum.
LL@(3272) In order that the advertizing strategy should be efficiently realized, it is necessary to determine the procedure of promotional activities execution: define the issue of the advertizing campaign; define the target audience; collect any relevant information and define the key idea of the message; create and position a genuine advertizing mes sage. => Da bi strategija oglašavanja bila uspešno realizovana, neophodno je utvrditi postupak sprovođenja promotivnih aktivnosti: definisati temu promotivne kampanje, odrediti ciljni auditorijum, prikupiti sve relevantne informacije i definisati ključnu ideju poruke, kreirati i pozicionirati jedinstvenu oglasnu poruku.
LL@(3273) The advertizing campaign is a set of interlinked and coordinated marketing activities directed towards a specific issue and idea that apperas in various media, in a designed period of time2. ~~~ The defining of the genuine issue on which the entire advertizing campaign will be based is the main task of the advertizing strategy. => Promotivna kampanja predstavlja skup međusobno povezanih i koordiniranih marketing aktivnosti usmerenih ka specifičnoj temi i ideji koja se pojavljuje u različitim medijima, u predviđenom vremenskom periodu.2 Definisanje jedinstvene teme na kojoj će se zasnivati celokupna promotivna kampanja predstavlja najvažniji zadatak strategije oglašavanja.
LL@(3274) By their very nature the advertizing campaigns are time limited; the campaign issue is created to last much longer. => Iako su po svojoj prirodi promotivne kampanje vremenski ograničene, tema kampanje nastaje sa ciljem da traje mnogo duže.
LL@(3275) The issue of any advertizing campaign has to be based on an authentic idea which is in fact the central message directed towards the target audience. => Tema svake promotivne kampanje mora se zasnivati na autentičnoj ideji koja praktično čini centralnu poruku koja se upućuje ciljnom auditorijumu.
LL@(3276) In practice, the advertizing campaign issues are often short lived since their authenticity is unexpectedly affected by the acts of competition or by fast changes in the market. => U praksi se često dešava da su teme promotivnih kampanja kratkog veka jer im je autentičnost narušena neočekivanim konkurentskim uticajima i brzim tržišnim promenama.
LL@(3277) Well-planned issues in some advertizing campaigns, however, may last for years, as is the case of the issue of the Phillip Morris Marlborro Country advertizing campaign that has lasted for more than 40 years. => Međutim, dobro osmišljene teme nekih promotivnih kampanja mogu trajati godinama, kao što je slučaj sa temom promotivne kampanje Marlboro country kompanije Philip Morris koja traje preko 40 godina.
LL@(3278) Similarly, some companies may cooperate with different marketing agencies, the campaign issue remaining unchanged for years, as is the example of the BMW company which has changed a number of marketing agencies in the past 30 years, remaining faithful to the issue of its advertizing campaign. => Isto tako, dešava se da neke kompanije sarađuju sa različitim marketing agencijama, a da tema kampanje ostaje godinama nepromenjena, što je primer kompanije BMW koja je u poslednjih 30 godina promenila nekoliko marketing agencija ali je ostala verna temi svoje promotivne kampanje. 1.
LL@(3279) Defining the target audience A large number of marketing agencies conduct various psychographic and etnographic annual research into the profile of the users of certain products and services, applying different methods and techniques of research (in-depth interviews, focus groups, etc) in order to get a clearer insight into a certain target audience. => Određivanje ciljnog auditorijuma Mnoge marketing agencije sprovode različita psihografska i etnografska istraživanja na godišnjem nivou o profilu korisnika određenih proizvoda i usluga, pri čemu koriste različite metode i tehnike istraživanja (dubinski intervjui, fokus grupe i dr.) kako bi dobile 1 Dr Savo Vasiljević, Upravljanje marketingom železnice 1999, str.425 2 Burnet, J., Moriarty, S., Introduction to Marketing Communications An Integrated Approach, 2003, str.251 precizniju sliku o određenom ciljnom auditorijumu.
LL@(3280) When defining the target audience it is especially important to determine the following: the users attitude towards the 1 Dr Savo Vasiljevic, Upravljanje marketingom železnice 1999, p.425 2 Burnet, J., Moriarty, S., Introduction to Marketing Communications - An Integrated Approach, 2003, p.251 products that are the subject of advertizing campaign; the prevailing factors in the choice of a certain brand; and the extent to which their needs are satisfied. => Pri utvrđivanju ciljnog auditorijuma posebno je važno utvrditi: kakvo mišljenje i stav imaju korisnici o proizvodima koji su predmet promotivne kampanje, koji faktori su presudni u izboru određenog brenda i u kojoj meri su njihove potrebe zadovoljene.
LL@(3281) On the basis of the results of the marketing research obtained for the purposes of defining the advertizing messages and the goals of the planned marketing activities, the concrete target audience is determined (a specific group of prospective buyers, one segment of the market, more segments of the market, etc.). => Na osnovu rezultata sprovedenih marketing istraživanja za potrebe definisanja oglasnih poruka i ciljeva planiranih marketing aktivnosti određuje se konkretni ciljni auditorijum (posebna grupa potencijalnih kupaca, jedan segment tržišta, više segmenata tržišta, itd).
LL@(3282) As regards the type of the target audience to which the message is directed, it is necessary to define the following elements: the key idea and contents of the message; the way of promoting the message; the term in which the message is to be broadcast; the media to be used in message broadcasting. => U zavisnosti od tipa ciljnog auditorijuma kojem se poruka upućuje potrebno je definisati sledeće elemente: ključnu ideju i sadržaj poruke, način promocije poruke, termin emitovanja poruke, medije koji se koriste za emitovanje poruke. 1.
LL@(3283) Defining the key idea The procedure of marketing research (qualitative and quantitative) and of collecting all relevant information for the promotional purposes started in the 1960s and 1970s in Great Britain, subsequently spreading to Europe and Asia. => Definisanje ključne ideje Postupak sprovođenja marketing istraživanja (kvalitativnih i kvantitativnih) i prikupljanja svih relevantnih informacija u promotivne svrhe započeo je šezdesetih i sedamdesetih godina prošlog veka u Velikoj Britaniji, a kasnije se proširio na Evropu i Aziju.
LL@(3284) The techniques of collecting useful information vary, and any available sources are used (professional literature, reports, articles, publications, sales personnel, customers, etc.). => Tehnike prikupljanja svrsishodnih informacija su različite, pri čemu se koriste svi dostupni izvori (stručna literatura, izveštaji, članci, publikacije, prodajno osoblje, kupci, itd.).
LL@(3285) John Still, the vicepresident and the director of a well-known marketing agency in San Francisco, wrote a book The Truth, Lies and Advertizing in which he maintains, among other things, that collecting all relevant information is the precondition for making a correct decision and defining an authentic advertizing message. => Džon Stil, potpredstednik i direktor poznate marketing agencije u San Francisku napisao je knjigu Istina, laži i oglašavanje u kojoj između ostalog ističe da je prikupljanje svih relevantnih informacija preduslov za donošenje ispravne odluke i definisanje autentične oglasne poruke.
LL@(3286) The nature of advertizing requires that each member of the marketing team think creatively, and the greatest challenge they face is determining a genuine great idea that should be powerful enough to attract the attention of large audience, cause a desired response and differentiate the product from those offered by the competition. => Priroda oglašavanja zahteva kreativan način razmišljanja svakog člana marketing tima, a najveći izazov sa kojim se suočavaju predstavlja određivanje jedinstvene velike ideje koja će imati moć da privuče pažnju širokog auditorijuma, izazove željenu reakciju i diferencira taj proizvod od konkurentskih.
LL@(3287) One of the most successful authors, David Ogilvy, states: I do not believe it is possible to create more than one great idea in 100 advertizing campaigns. => Jedan od najuspešnijih autora tekstova David Ogilvi kaže: ~~~ Sumnjam da je moguće pronaći više od jedne velike ideje u 100 promotivnih kampanja.
LL@(3288) I am said to be one of the most proliferous creators of great ideas, however, in my long career I have not come to more than 20 such ideas, if that many at all3. ~~~ Although the task od creating a genuine and interesting idea to present a product is a really difficult one, numerous ideas have become a basis of successful advertizing campaigns, as is the case of the Pepsi Generation promotional campaign, with the variations that followed, The taste of a new generation and Generation next. => Za mene kažu da sam jedan od najplodnijih stvaralaca velikih ideja, ali u mojoj dugoj karijeri nisam imao više od 20 takvih ideja, ukoliko ih je uopšte bilo i toliko.3 Iako je zaista težak zadatak osmisliti jedinstvenu i interesantnu ideju koja će prezentovati proizvod, mnoge ideje postale su osnovna baza uspešnih promotivnih kampanja, kao što se desilo u slučaju promotivne kampanje Pepsi generation sa varijacijama koje su usledile kasnije The taste of a new generation i Generation next.
LL@(3289) The inspiration for great ideas does not come easy, and it is even more difficult to teach people who work in marketing how to do that. => Teško je pronaći inspiraciju za velike ideje, a još teže naučiti ljude koji se bave oglašavanjem kako to da čine.
LL@(3290) Jeremy Jeweller, the author of the book The Creative Advertizing Strategy, maintains: The idea of advertizing campaign should be the main argument of the product or a service. => Autor knjige Kreativna strategija oglašavanja Džeromi Džueler kaže: ~~~ Ideja promotivne kampanje treba da predstavlja glavni argument proizvoda ili usluge.
LL@(3291) Once you define the message, make sure you can live with it and it will be a leading idea of any subsequent advertizing campaign4. => Kada jednom odredite poruku, budite sigurni da možete živeti sa njom i da će ona biti ideja vodilja svake naredne promotivne kampanje.4 1.4.
LL@(3292) Creating and positioning advertizing message The concept of positioning the advertizing message that is meant to be the basis of the advertizing strategy was first applied by Jack Trout and Al Rise in 1970s. => Stvaranje i pozicioniranje oglasne poruke Koncept pozicioniranja oglasne poruke koja predstavlja bazu strategije oglašavanja, prvi put su primenili sedamdesetih godina Džek Trout i Al Rajs.
LL@(3293) The basic idea is on the positioning of the product or service in the consumers minds. => Osnovna ideja se bazira na pozicioniranju proizvoda ili usluge u svesti kupaca.
LL@(3294) The positioning process is equally used for companies as well for brands. => Proces pozicioniranja podjednako se koristi kako za kompanije, tako za brendove.
LL@(3295) Products may be positioned on the basis of: main characteristics, quality, method of use, price, etc. => Proizvodi se mogu pozicionirati na osnovu: glavnih karakteristika, kvaliteta, načina primene, cene i slično.
LL@(3296) Different approaches to the advertizing message positioning may be used as basis of a successful creative strategy. => Različiti pristupi pozicioniranju oglasne poruke mogu se koristiti kao osnova uspešne kreativne strategije.
LL@(3297) A unique advertizing message is aimed to arouse the desires and interest of prospective customers and set them to action. => Jedinstvena oglasna poruka ima za cilj da probudi želje i interesovanja potencijalnih kupaca i pokrene na akciju.
LL@(3298) The process of a unique advertizing message creation is a very important task the accomplishment of which meets the following conditions: stating the message contents; defining the message structure and form; selecting the message. => Proces stvaranja jedinstvene oglasne poruke predstavlja veoma važan zadatak čiji cilj je ispunjenje sledećih uslova: utvrđivanje sadržaja poruke, definisanje strukture i oblika poruke, izbor poruke.
LL@(3299) The marketing research conducted for the purpose of creating the contents, structure and form of the message involves the testing of a certain number of the product or service consumers, thus checking the success of the message solution (TV spots, films, verbal messages, advertisments, artistic solutions for posters, etc.). => Marketing istraživanja koja se sprovode za potrebe kreiranja sadržaja, strukture i oblika poruke obuhvataju testiranje određenog broja korisnika proizvoda ili usluga i na taj način se proverava uspešnost rešenja poruke (TV spotova, filmova, verbalnih poruka, oglasa, likovnih rešenja za plakate i sl.).
LL@(3300) Using various techniques and methods we learn about the extent to which the message attracts attention, to what extent it can be understood, what the consumers basic complaints are, etc. => Upotrebljavaju se razne tehnike i metode i na taj način se dolazi do saznanja u kojoj meri poruka privlači pažnju, koliko je razumljiva, koje su osnovne zamerke kod potencijalnih korisnika, itd.
LL@(3301) Such tests help design the sequence of prepared messages according to the quality, contents, clarity, etc5. => Pomoću tih testiranja dobija se redosled pripremljenih rešenja poruka po kvalitetu, sadržajnosti, jasnoći, itd5.
LL@(3302) The advertizing message may be directed towards rational or emotional motives of prospective customers. => Oglasna poruka može biti usmerena na racionalne ili emocionalne motive potencijalnih kupaca.
LL@(3303) The message focusing upon the rational approach advocates the development of practical and functional 3 Burnet, J., Moriarty, S., Introduction to Marketing Communications An Integrated Approach, 2003, p.251 4 Burnet, J., Moriarty, S., Introduction to Marketing Communications An Integrated Approach, 2003, p.251 5 George E.Belch & Michael A. Belch, Advertising and Promotion: An Integrated Marketing Communications Perspective, 2003, p.256 needs for certain products or services. => Poruka ko 3 George E.Belch & Michael A. Belch, Advertising and Promotion: ~~~ An Integrated Marketing Communications Perspective, 2003, str.256 4 George E.Belch & Michael A. Belch, Advertising and Promotion: ~~~ An Integrated Marketing Communications Perspective, 2003, str.255 5 Dr Savo B. Vasiljevic, Upravljanje marketingom železnice, 1999, str. 432 ja se fokusira na racionalno obraćanje apeluje na razvijanje praktičnih i funkcionalnih potreba za određenim proizvodima ili uslugama.
LL@(3304) The emotional approach offers the customers to satisfy their social and psychological needs by purchasing a certain product or service. => Emocionalni način obraćanja nudi zadovoljenje društvenih i psiholoških potreba kupaca kupovinom određenog proizvoda ili usluge.
LL@(3305) Numerous advertisers maintain that the effect of emotional messages is by far greater and longer-lasting compared to that of the rational ones, which is further proven by the research whose results show that positive feelings and moods are directly associated with the affirmative way of evaluating customers. => Mnogi oglašivači smatraju da je učinak emocionalnih poruka mnogo veći i dugotrajniji od racionalnih, što potvrđuju i sprovedena istraživanja koja direktno dovode u vezu pozitivna osećanja i raspoloženja sa afirmativnim načinom vrednovanja kupaca. 2.
LL@(3306) 2. ~~~ The media campaign of the company Media are the basic advertizing means, using a variety of methods (posters, advertisments, brochures, etc.) to convey certain information (advertizing messages) to the customers. => Medijski nastup kompanije Mediji predstavljaju osnovne nosioce oglašavanja koji uz pomoć različitih sredstava (plakata, oglasa, prospekata, itd.) prenose potencijalnim kupcima određene informacije (oglasne poruke).
LL@(3307) The access to information and media control become the key points on which the economic power of the company lies. => Pristup informacijama i kontrola medija postaju ključne tačke na kojima se zasniva ekonomska moć kompanije.
LL@(3308) Without the means of communication, the news on certain products, services and ideas could not reach certain segments of the public. => Bez posredovanja komunikacijskih sredstava, vesti o određenim proizvodima, uslugama i idejama ne bi dospele do pojedinih segmenata javnosti.
LL@(3309) The most frequently used mass media are television, radio, exhibitions, fairs, newspapers, magazines and other publications, while varied elements of a promotional mix (direct marketing, interactive media, sales promotion, advertizing and personalized sales) provide the universal media support to the company. => Kao sredstva masovnih medija najčešće se koriste televizija, radio, izložbe, sajmovi, novine, časopisi i ostale publikacije, a različiti elementi promotivnog miksa (direktni marketing, interaktivni mediji, unapređenje prodaje, oglašavanje i lična prodaja) obezbeđuju svestranu medijsku podršku kompaniji.
LL@(3310) The media plan implements its strategy to transfer information on the company to a certain target audience in a most efficient and most inexpensive way. => Medijski plan primenom svoje strategije ima zadatak da obezbedi najefikasniji i najjeftiniji transfer informacija o kompaniji do određene ciljne javnosti.
LL@(3311)  => Na slici 1 prikazan je redosled aktivnosti (analiza tržišta, postavljanje medijskih ciljeva, određivanje i primena medijske strategije i procena efektivnosti) u procesu stvaranja medijskog plana. ~~~ Analiza tr išta (cid: ~~~ (cid:
LL@(3312) Figure 1 presents the sequence of activities (market analysis, setting media objectives, defining and implementing media strategy and effectiveness evaluation) in the process of media plan creation. => (cid: ~~~ Postavlanje medijskih Odredivanje ciljeva i primena medijske strategije Slika 1: ~~~ Medijski plan Procena efektivnosti Izvor: ~~~ George E.Belch & Michael A. Belch, Advertising and Promotion:
LL@(3313) The media plan creation process is usually characterised by the following problems: incomplete information, inadequate terminology, time limits and difficulties in measuring plan effectiveness. => An Integrated Marketing Communications Perspective, 2003, str.306 U procesu izrade medijskog plana obično se pojavljuju sledeći problemi: nepotpune informacije, neadekvatna terminologija, vremenska ograničenja i teškoće u merenju efektivnosti plana.
LL@(3314) A host of information circulates the media, however, media planners usually need more information on the company than they have access to at the moment. => Iako kroz medije cirkuliše ogromna količina informacija, medijskim planerima je obično potrebnotrajniji od racionalnih, što potvrđuju i sprovedena istraživanja koja direktno dovode u vezu pozitivna osećanja i raspoloženja sa afirmativnim načinom vrednovanja kupaca. 2.
LL@(3315) The lack of information is generally characteristic of smaller advertisers who for different reasons are unable to acquire the required information, so their decisions are frequently based on limited or obsolete data. => Medijski nastup kompanije Mediji predstavljaju osnovne nosioce oglašavanja koaničenim ili zastarelim podacima.
LL@(3316) Some information remains unavailable due to the fact that it is either imposible to conduct the necessary research in a given period of time or the price is too high. => Neke informacije su nedostupne jer je nemoguće sprovesti potrebna istraživanja u određenom vremenskom periodu ili im je cena previsoka.
LL@(3317) Figure1: Media plan Market analysis Setting media objectives (cid:206) (cid:206) (cid:206) Defining and implementing media strategy Effectiveness evaluation Source: George E.Belch & Michael A. Belch, Advertising and Promotion: An Integrated Marketing Communications Perspective, 2003, p.306 The problem of inadequate terminology arises as a result od using different methods and discrepancies in the standards in media research, and sometimes even different terms are used as synonyms, which makes the confusion greater. => Problem neadekvatne terminologije pojavljuje se usled primene različitih metoda i neusaglašenih standarda u medijskim istraživanjima, ali ponekad se koriste i različiti termini kao sinonimi što stvara dodatnu konfuzijiu.
LL@(3318) Time limits and pressures are frequently the consequence of different competitive activities that require prompt responses and efficient media reactions. => Vremenski pritisci i ograničenja često su prouzrokovani delovanjem različitih konkurentskih aktivnosti, koje zahtevaju brze reakcije i efikasne medijske odgovore.
LL@(3319) Although it sometimes does happen that the urgency in the execution of a certain job results in unexpected time limitations which practically force people to make urgent media decisions, without a clear plan and a detailed market analysis. => Mada se ponekad dešava da hitnost realizacije nekog posla, prouzrokuje neočekivana vremenska ograničenja koja praktično iznude donošenje brze medijske odluke bez jasnog plana i detaljne analize tržišta.
LL@(3320) The measurement of the effectiveness of various media is a difficult task, since not all media decisions can be measured quantitatively, and therefore managers sometimes make decisions without having previously acquired enough alternative solutions. => Merenje ostvarene efektivnosti različitih medija predstavlja težak zadatak, obzirom da nisu sve medijske odluke merljive kvantitativnim pokazateljima, zbog čega se ponekad dešava da menadžeri donose odluke bez dovoljno prikupljenih alternativnih rešenja. 2.
LL@(3321) 2.1 Market analysis and media objectives defining Defining a media strategy requires that a market analysis be conducted, focusing upon media and information. => Analiza tržišta I definisanje medijskih ciljeva Da bi se definisala medijska strategija potrebno je sprovesti analizu tržišta u čijem fokusu se nalaze mediji i informacije.
LL@(3322) The market analysis includes research into the competitive strategies as well as examining the internal and the external factors meant to provide the answers to the following questions: which target group is the advertizing message directed to, which type of internal and external factors affects the media plan and which geographical segment should be focused. => Analiza tržišta obuhvata preispitivanje konkurentskih strategija i istraživanje internih i eksternih faktora koji treba da obezbede odgovore na sledeća pitanja: kojoj ciljnoj grupi se upućuje oglasna poruka, koja vrsta internih i eksternih faktora utiče na medijski plan i na koji geografski segment se treba fokusirati.
LL@(3323) In order to define the target market it is necessary that a basic research be conducted, as well as an analysis of any available secondary data sources (publications, brochures, studies, etc.). => Da bi se odredilo ciljno tržište potrebno je sprovesti osnovno istraživanje, kao i analizu svih dostupnih sekundarnih izvora podataka (publikacija, brošura, studija i sl.).
LL@(3324) The media parametres obtained should be presented as percentage and index values showing the real situation of the market conditions. => Dobijene medijske parametre treba iskazati u vidu procentualnih i indeksnih vrednosti koje pokazuju stvarnu sliku tržišnih prilika.
LL@(3325) The choice of media strategy is certainly conditioned by internal and external factors too. => Na izbor medijske strategije svakako utiču interni i eksterni faktori.
LL@(3326) The internal factors include: the amount of media budget, the competence of management and administrative structure within the media department of the company or the hired marketing agency. => Interni faktori obuhvataju: veličinu medijskog budžeta, sposobnosti rukovodeće i administrativne strukture u okviru medijskog odelenja kompanije ili angažovane marketing agencije.
LL@(3327) The external factors include: economic indicators (media price) and technological facilities (availability of new media). => Eksterni faktori obuhvataju: ekonomske pokazatelje (cenu medija) i tehnološke mogućnosti (dostupnost novih medija).
LL@(3328) Companies often direct their advertizing expences towards the geographical segments which bring the greatest profit and through which they will acieve their goals most easily. => Kompanije često usmeravaju svoje troškove oglašavanja prema onim geografskim segmentima tržišta koja donose najveći profit i preko kojih će najlakše ostvariti svoje ciljeve.
LL@(3329) The basic task of the media analysis is to identify the specific media goals to be achieved by a media strategy. => Osnovni zadatak medijske analize jeste da odredi specifične medijske ciljeve koji se sporovode putem medijske strategije. 2.
LL@(3330) 2.2 The media strategy determining, implementation and effectiveness evaluation Media planners make a decision on the selection of the appropriate media strategy they will use to achieve the set media objectives. => Određivanje, primena i procena efektivnosti medijske strategije Medijski planeri donose odluku o izboru odgovarajuće medijske strategije preko koje će realizovati postavljenje medijske ciljeve.
LL@(3331) According to Joseph Ostrow, the media strategy is an art, rather than a science, since it contains the following activities: media mix, coverage of target public, geographical coverage, media scheme, the scope of the target public included, the frequency of media coverage, creative aspects, flexibility and the budget. => Prema autoru Džozefu Ostrou medijska strategija više predstavlja umetnost nego nauku, imajući u vidu činjenicu da obuhvata sledeće aktivnosti: medijski miks, pokrivenost ciljne javnosti, geografsku pokrivenost, medijsku šemu, obim obuhvaćene ciljne javnosti, frekventnost medijske pokrivenosti, kreativne aspekte, fleksibilnost i budžet.
LL@(3332) Advertizers have access to varied media, the choice and combibation of which depend on various factors, such as: the set media objectives, the characteristics of products or services, the budget, the company preferences, etc. => Oglašivačima su dostupne različite vrste medija, čiji izbor i kombinacija zavise od različitih faktora, kao što su: postavljeni medijski ciljevi, karakteristike proizvoda ili usluga, veličina budžeta, preference kompanije i sl.
LL@(3333) The use of the media mix guarantees the advertizers a free access to media strategies, since each of the media has specific advantages. => Korišćenje medijskog miksa, oglašivačima omogućava svestran pristup medijskim strategijama, obzirom da svaki medij poseduje specifične prednosti.
LL@(3334) By combining more types of media, they achieve a higher level of target public coverage and increase the probability of achieving the overall communication and marketing goals. => Kombinovanjem više vrsta medija postiže se veći nivo pokrivenosti ciljne javnosti i povećava verovatnoća realizacije sveukupnih komunikacijskih i marketing ciljeva.
LL@(3335) The task of a media planner is to increase the media and geographical coverages by choosing an appropriate media strategy. => Medijski planer ima zadatak da izborom odgovarajuće medijske strategije, poveća medijsku i geografsku pokrivenost ciljne javnosti.
LL@(3336) Many companies need to use their advertizers to constantly remind prospective buyers of their brands, however, it is impossible to achieve, not only because of the funds, but also because it is not necessary. => Mnoge kompanije imaju potrebu da preko svojih oglašivača konstantno podsećaju potencijalne kupce na svoje brendove, međutim to je nemoguće postići, ne samo iz finansijskih razloga, već i zato što to nije nužno.
LL@(3337) But it is necessary to employ the media scheme method to determine appropriate terms for certain advertising activities, and these should coincide with the periods of potential demand for the given product. => Zbog toga je potrebno metodom medijske šeme odrediti odgovarajuće termine za određene promotivne aktivnosti, koje treba da se poklope sa vremenom potencijalne tražnje za datim proizvodom.
LL@(3338) It is not easy to define the media scheme for some products, while for others, it is a simple task. => Za neke proizvode teško je odrediti medijsku šemu, dok je za druge to dosta jednostavan zadatak.
LL@(3339) The media planners use three methods for that purpose: the continuity method, the interruption/time-out method and the pulsation method (Figure 2). \ . . . . . . . . . . . . Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Figure 2 : Media scheme methods Source: George E.Belch & Michael A. Belch, Advertising and Promotion: An Integrated Marketing Communications Perspective, 2003, str.316 - The continuity method is used in lasting, constant advertizing which may be daily, weekly or monthly, regardles of coinciding with the period of demand for the product. => Medijski planeri u tom cilju koriste tri metode: metodu kontinuiteta, metodu prekida i metodu pulsiranja (slika 2). . . . . . . . . . . . . ~~~ Jan Feb Mar Apr Maj Jun Jul Avg Sep Okt Nov Dec Slika 2 : ~~~ Metode medijske šeme Izvor: ~~~ George E.Belch & Michael A. Belch, Advertising and Promotion: ~~~ An Integrated Marketing Communications Perspective, 2003, str.316 - Metoda kontinuiteta koristi se za konstantno vremensko oglašavanje koje može biti svakodnevno, nedeljno ili mesećno, bez obzira na podudarnost sa vremenom tražnje za datim proizvodom.
LL@(3340) This strategy is mostly used in advertising chemicals, food and other products. => Ova strategija se najčešće primenjuje za oglašavanje sredstava za higijenu, prehrambenih i drugih proizvoda.
LL@(3341) - The interruption method is a form of interrupted periods of advertizing, depending on the season of demand for certain products or services. => - Metoda prekida se koristi u vidu isprekidanih vremenskih perioda oglašavanja, u zavisnosti od sezone tražnje za određenim proizvodima ili uslugama.
LL@(3342) For example, banks usually use the media services during a better part of the year, excluding the summer period. => Banke recimo, obično koriste medijske usluge tokom većeg dela godine, izuzimajući letnji period.
LL@(3343) - The pulsation method is a combination of the above two methods. ~~~ Here, there is a continuity in advertizing, with the intensity of advertizing activity increasing in certain periods. => - Metoda pulsiranja predstavlja kombinaciju prethodne dve metode, u kojoj postoji kontinuitet oglašavanja, s tim što se u određenim vremenskim intervalima intenzitet promotivne aktivnosti povećava.
LL@(3344) The Coca-Cola company, for example, advertizes its carbonated beverage of the same name, increasing the intensity of the advertizing campaign during the summer period. => Kompanija Coca-Cola na primer, tokom cele godine oglašava svoj istoimeni gazirani napitak, s tim sto je promotivna kampanja pojačanog intenziteta u toku letnjeg perioda.
LL@(3345) The selection of the appropriate media scheme method depends on the set media objectives, purchasing cycle, the companys budget and other factors. => Izbor odgovarajuće metode medijske šeme zavisi od postavljenih medijskih ciljeva, kupovnog ciklusa, budžetskih sredstava kompanije i drugih faktora.
LL@(3346) Since the advertizers have different media objectives and limited budgets, it is necessary that a correct decision be made concerning the scope of the target public coverage and the frequency of media coverage. => Obzirom da oglašivači imaju različite medijske ciljeve i ograničena budžetska sredstva, neophodno je doneti ispravnu odluku o obimu obuhvaćene ciljne javnosti i frekventnosti medijske pokrivenosti.
LL@(3347) New brands require a higher level of media coverage so that the new production programme should be introduced to as many prospective buyers as possible. => Novi brendovi zahtevaju veći nivo medijske pokrivenosti kako bi se što veći broj potencijalnih kupaca upoznao sa novim proizvodnim programom.
LL@(3348) There is no method, however, that could predict whose scope of coverage is required to ensure a sufficient support of the consumers, nor is there a method by which an insight into the extent to which a certain target public is informed could be obtained. => Međutim, ne postoji metoda koja će predvideti koji obim pokrivenosti je potreban da bi se obezbedila dovoljna podrška kupaca, kao ni metoda kojom bi se stekao uvid u stepen informisanosti određene ciljne javnosti.
LL@(3349) In his studies Joseph Ostrow has found that the frequency of advertizing greatly increases the knowledge of the product, however, it does not directly affect the change in behaviour and attitudes of prospective buyers6. => 
LL@(3350) He recommends the following tactics for increasing the effectiveness of the advertizing results: to achieve an effective frequency of advertizing messages, it is necessary to analyse the set media objectives. instead of the average frequency of the advertizing messages, it is necessary to determine the frequency minimum for achieving effective advertizing results, and then gradually increase the scope of the covered target public and the frequency level. ~~~ 6 George E.Belch & Michael A. Belch, Advertising and Promotion: An Integrated Marketing Communications Perspective, 2003, p.255 Some media strategies require that certain types of media be used, such as is the case with television, which is, due to the picture and sound, by far a more influential medium in rousing different emotions in spectators compared with some other media. => Džozef Ostrou je u svojim istraživanjima dokazao da učestalost oglašavanja u velikoj meri povećava informisanost, ali ne deluje bitno na promenu ponašanja i stavova potencijalnih kupaca6 On je preporučio sledeću taktiku za povećanje efektivnosti rezultata oglašavanja: da bi se postigla efektivna frekventnost oglasnih poruka, neophodno je razmotriti postavljene medijske ciljeve, umesto prosečne frekventnosti oglasnih poruka, potrebno je odrediti minimum frekventnosti za postizanje efektivnih rezultata oglašavanja, a zatim postepeno povećavati obim obuhvaćene ciljne javnosti i nivo frekventnosti. 6 Josep W. Ostrow, What Level frequency?, Advertising Age, 1995, str. 13-18 Neke medijske strategije zahtevaju upotrebu određenih vrsta medija, kao što je recimo slučaj sa televizijom, koja zbog slike i tona predstavlja dosta uticajniji medij u pogledu izazivanja različitih emocija kod gledalaca u odnosu na neke druge medije.
LL@(3351) A genuine, creative campaign may greatly contribute to the success of a new product. => Originalna, kreativna kampanja može u značajnoj meri doprineti uspehu novog proizvoda.
LL@(3352) However, in order that an appropriate creativity should be obtained, it is necessary to select the type of media that can adequately convey the advertizing message and support a concrete strategy. => Ali, da bi se obezbedila odgovarajuća kreativnost, potrebno je izabrati onu vrstu medija koji može na adekvatan način da prenese promotivnu poruku i da podrži konkretnu strategiju.
LL@(3353) A successful media strategy requires an extent of flexibility due to prompt changes in the marketing environment. => Uspešna medijska strategija zahteva određeni stepen fleksibilnosti zbog brzih promena marketing okruženja.
LL@(3354) If the media plan is not flexible enough, the company may miss the opportunity to successfully respond to new challenges. => Ukoliko medijski plan nije dovoljno fleksibilan, kompanija može propustiti priliku da uspešno odgovori na nove izazove.
LL@(3355) Budget allocation is absolutely one of the most important decisions to be made in developing a media strategy, and this is affected by the above mentioned factors (target public coverage, message frequency). => Određivanje budžetskih sredstava svakako spada u jednu od najvažnijih odluka u razvoju medijske strategije, na koju utiču prethodno navedeni faktori (obuhvaćenost ciljne javnosti, frekventnost poruka).
LL@(3356) Promotive prices are classed into two groups: absolute and relative. => Promotivne cene se svrstavaju u dve grupe: apsolutne i relativne.
LL@(3357) The absolute media price is the total amount of price, depending on the media type (for example, the price of the advertisment in colour covering the entire page in the Time magazine amounts to $200000). => Apsolutna cena medija predstavlja celokupan iznos cene, u zavisnosti od vrste medija (na primer cela strana oglasa u boji u magazinu Time košta 200.000 $).
LL@(3358) The relative price is the amount determined by the price of the advertisment and the scope of the target public covered. => Relativna cena predstavlja iznos koji je određen cenom oglasa i veličinom obuhvaćene ciljne javnosti.
LL@(3359) The relative price is convenient because it allows for the adjustment and optimization of target public with the budget. => Relativna cena je pogodna zbog mogućnosti usklađivanja i optimizacije ciljne javnosti sa budžetskim sredstvima.
LL@(3360) The effectiveness of media strategy is determined by two factors: a successful achievement of the set media objec tives; a contribution of the media plan to the overall achievement of the set marketing and communication objectives REFERENCE Š1Ë Burnet, J., Moriarty, S., Introduction to MarketingCommunications An Integrated Approach, Prentice- Hall, New Jersey, 1998. => Efektivnost medijske strategije određuju dva faktora: - uspeh realizacije postavljenih medijskih ciljeva, -doprinos medijskog plana celokupnom ostvarenju postavljenih marketing i komunikacijskih ciljeva.
LL@(3361) Š2Ë Dawn Iacobucci, Bobby J.Calder, Kellogg on Integrated Marketing, John Wiley & Sons, Inc.Hoboken, New Jersey, 2002. => LITERATURA Š1Ë Burnet, J., Moriarty, S., Introduction to Marketing Communications An Integrated Approach, Prentice-Hall, New Jersey, 1998. Š2Ë Dawn Iacobucci, Bobby J.Calder, Kellogg on Integrated Marketing, John Wiley & Sons, Inc.
LL@(3362) Š3Ë Don E.Schultz & Heidi Schultz, IMC, The Next Generation: Five Steps for Delivering Financial Integrated Returns, The McGraw-Hill Companies, New York, 2003. => Hoboken, New Jersey, 2002. Š3Ë Don E.Schultz & Heidi Schultz, IMC, The Next Generation:
LL@(3363) Š4Ë Don E.Schultz, Stanly I.Tannenbaum, Robert F.Lauterborn, Marketing Communications: Putting It Together & Making It Work, NTC Publishing Group, Chicago, 1993. => Five Steps for Delivering Financial Returns, The McGraw-Hill Companies, New York, 2003. of Integrated Š4Ë Don E.Schultz, Stanly I.Tannenbaum, Robert F.Lauterborn, Integrated Marketing Communications:
LL@(3364) Š5Ë Džefkins, F., Oglašavanje, Clio, Beograd, 2003. ~~~ Š6Ë Evans J.R., Berman B., Marketing, Prentice Hall International, USA, 1997. ~~~ Š7Ë Filipović, V., Marketing i tržište, Fakultet organizacionih nauka, Beograd, 1997. => Putting It Together & Making It Work, NTC Publishing Group, Chicago, 1993. Š5Ë Džefkins, F., Oglašavanje, Clio, Beograd, 2003. Š6Ë Evans J.R., Berman B., Marketing, Prentice Hall International, USA, 1997. Š7Ë Filipović, V., Marketing i tržište, Fakultet organizacionih nauka, Beograd, 1997. Š8Ë George E.Belch & Michael A. Belch, Advertising and Promotion:
LL@(3365) Š8Ë George E.Belch & Michael A. Belch, Advertising and Promotion: An Integrated Marketing Communications Perspective, Sixth edition, McGraw-Hill/Irwin, New York, 2003. ~~~ Š9Ë Hansted K., Hemanth, M. G., Integrated Marketing Communications, A Valuable Tool in Emerging Markets, Integrated Communications, Northwestern University, 2000. ~~~ Š10Ë Husted S.W., Variable D.L., Lowry J.R., Principles of Modern Marketing, Allyn and Bacon, Boston, 1989. ~~~ Š11Ë Yastrow S., Fully integrated Marketing, Communications, Journal Northwestern University, 2000. ~~~ Š12Ë McArthur, D.N., Griffin T., A Marketing Management View of Integrated Marketing Communications, Journal of Advertising Research, 1997. ~~~ Š13Ë Milisavljević M., Marketing, Savremena administracija, Beograd, 2003. ~~~ Journal of of Integrated Š14Ë Monye, S.O., The Handbook of International Marketing Communications, Blackwell Business, USA, 2000. ~~~ Š15Ë Olson J.C., (1990), Consumer behavior and Marketing Strategy, Irwin, USA, 1990. ~~~ Š16Ë Ostrow Josep W., What Level frequency?, Advertising Age, str. ~~~ 13-18, 1995. ~~~ Š17Ë Rakić B., Marketing, Megatrend univerzitet primenjenih nauka, Beograd, 2002. ~~~ Š18Ë Stanić S., Primena koncepta integrisanih marketing komunikacija, magistarska teza Beograd, 2007. ~~~ Š19Ë Stanton, W.J., Etzel, M.J., Walker, B.J., Fundamentals of Marketing, McGraw-Hill Inc., USA, 1994. ~~~ Š20Ë Vasiljević S., Upravljanje marketingom železnice, Saobraćajni fakultet i @elnid, str. => An Integrated Marketing Communications Perspective, Sixth edition, McGraw-Hill/Irwin, New York, 2003. Š9Ë Hansted K., Hemanth, M. G., Integrated Marketing Communications, A Valuable Tool in Emerging Markets, Journal of Integrated Communications, Northwestern University, 2000. Š10Ë Husted S.W., Variable D.L., Lowry J.R., Principles of Modern Marketing, Allyn and Bacon, Boston, 1989. Š11Ë Yastrow S., Fully integrated Marketing, JoCommunications, urnal Northwestern University, 2000. Š12Ë McArthur, D.N., Griffin T., A Marketing Management View of Integrated Marketing Communications, Journal of Advertising Research, 1997. Š13Ë Milisavljević M., Marketing, Savremena administracija, Beograd, 2003. Š14Ë Monye, S.O., The Handbook of International Marketing Communications, Blackwell Business, USA, 2000. Š15Ë Olson J.C., (1990), Consumer behavior and Marketing Strategy, Irwin, USA, 1990. Š16Ë Ostrow Josep W., What Level frequency?, Advertising Age, str. 13-18, 1995.
LL@(3366) 432, Beograd, 1999. ~~~ Š21Ë Wells, W., Burnet, J., Moriarty S., Advertising Principles and Practices, Prentice Hall, New Jersey, 2000. => Š17Ë Rakić B., Marketing, Megatrend univerzitet primenjenih nauka, Beograd, 2002. Š18Ë Stanić S., Primena koncepta integrisanih marketing komunikacija, magistarska teza Beograd, 2007. Š19Ë Stanton, W.J., Etzel, M.J., Walker, B.J., Fundamentals of Marketing, McGraw-Hill Inc., USA, 1994. Š20Ë Vasiljević S., Upravljanje marketingom železnice, Saobraćajni fakultet i @elnid, str. 432, Beograd, 1999. Š21Ë Wells, W., Burnet, J., Moriarty S., Advertising Principles and Practices, Prentice Hall, New Jersey, 2000.
LL@(3367) Development of slovenian local self-government in the new public management perspective UDC 352.07(497.4) PhD. => Razvoj lokalne samouprave u sloveniji u svetlu nove javne uprave UDK 352.07(497.4) PhD.
LL@(3368) Uroš Pinterič, University and Research Centre Novo mesto, uros.pinteric¿gmail.com XI International Symposium SymOrg 2008, 10th - 13th. => Uroš Pinterič Univerzitetski istraživački centar u Novom Mestu, uros.pinteric¿gmail.com XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(3369) September 2008, Belgrade, Serbia Abstract: From the first half of 1990s Slovenian local self-government was involved in the ongoing process of public administration reforms. => Septembar 2008, Beograd, Srbija Od prve polovine devedesetih lokalna samouprava u Sloveniji prolazi kroz stalni proces reformi javne uprave.
LL@(3370) In this context main emphasis was on modernisation of public administration at all levels. => U ovom kontekstu naglasak se stavljao na modernizaciju javne uprave na svim nivoima.
LL@(3371) Two main elements were influencing these processes. => Na ove procese posebno su uticala dva elementa.
LL@(3372) First it was tendency to fulfil criteria of the European Union concerning effective and democratic political and administrative system. => Prvi je tendencija da se ispune kriterijumi Evropske unije koji se odnose na stvaranje efektivnog i demokratskog političkog i upravnog sistema.
LL@(3373) Second one was theoretical background of New Public Management (NPM), that was present in Europe for longer period of time but in Slovenia it emerged only after 1990. => Drugi je teorijska osnova Nove javne uprave (New Public Management NPM) koja je u Evropi prisutna već duži period vremena, a u Sloveniji se pojavila tek posle 1990. godine.
LL@(3374) In this context paper will try to show all the main elements of local self-government reforms in the context of New Public Management approach as the criteria of desired form and functioning of public administration. => U ovom kontekstu, u radu ćemo pokušati da ukažemo na sve glavne elemente reformi lokalne samouprave u kontekstu pristupa putem Nove javne uprave, kao kriterijume željene forme i funkcionisanja javne uprave.
LL@(3375) We will evaluate Slovenian local self-government via main elements of NPM, namely effectiveness, client-friendliness and economic performance. => Lokalnu samoupravu ocenjivaćemo primenom glavnih elemenata NPM, a to su efektivnost, otvorenost prema klijentima i ekonomski učinak. 1.
LL@(3376) 1. ~~~ Introduction Citizens around the world are awakened as never before to their right to an effective government, to a government that can perform honestly and efficiently. => Uvod [irom sveta građani postaju sve svesniji svog prava da imaju efektivnu vlast, vladu koja može da radi pošteno i efikasno.
LL@(3377) This awakening is the greatest source of pressure for better public policies, administrative reform, and a New Public Management. => Ova svest postala je najznačajniji izvor pritiska da se usvoje kvalitetnija javna politika, reforma uprave i nova javna uprava.
LL@(3378) Administrative reform is now an unquestioned priority of the international community, of OECD, of the World Bank, of the European Union, and of many regional bodies. => Reforma uprava danas predstavlja neupitni prioritet međunarodne zajednice, OECD, Svetske banke, Evropske unije i mnogih regionalnih tela.
LL@(3379) This is also the case in Slovenia. => To je slučaj i u Sloveniji.
LL@(3380) Since the Independence of Slovenia in 1991, there was a strong need for reform of public sector, connected to the new situation where some institutional structures and practices had to be replaced with more democratic and flexible ones. => Od sticanja nezavisnosti Slovenije, 1991. godine, postojala je velika potreba za reformama u jevnom sektoru, a u vezi sa novom situacijom gde je neke institucionalne strukture i postupke trebalo zameniti demokratskijim i fleksibilnijim oblicima.
LL@(3381) Former communist Yugoslav institutional framework was destroyed and inappropriate for unified small state trying to adopt democratic tradition of Western Europe and to enter the European Union as final instance of its formal democratization. => Bivši komunistički jugoslovenski institucionalni okvir bio je uništen i nije više odgovarao maloj, pojedinačnoj državi koja se trudila da usvoji demokratske tradicije Zapadne Evrope i da na kraju svojg formalnog procesa demokratizacije uđe u Evropsku uniju.
LL@(3382) If first years after the Independence were mostly burdened with revitalizing Slovenian economic system and defining major shape of political and administrative institutions, only after the 1995 and due to accession to European Union Slovenia started to think about more effective and customer oriented public administration. => Pošto su prve godine posle sticanja nezavisnosti bile uglavnom opterećene oživljavanjem slovenačkog privrednog sistema i definisanjem glavnih oblika političkih i administrativnih institucija, tek posle 1995. godine i zahvaljujući pristupu Evropskoj uniji, u Sloveniji su počeli da razmišljaju o efektivnijoj upravi, orijentisanoj na klijente.
LL@(3383) Slovenian reform of public administration was mostly theoretically supported by the New Public Management approach defined by Lane and Osborne and Geabler (1993) as most influential writers on reforming public sector in the way opposite to bureaucratic organization. => Reforma javne uprave u Sloveniji uglavnom se teorijski zasnivala na ideji Nove javne uprave koju su definisali Lane i Osborne i Geabler (1993) kao najuticajniji autori u reformi javnog sektora koja je podrazumevala udaljavanje od birokratske organizacije.
LL@(3384) Slovenian researchers and academics prepared different studies on how to implement ideas on more flexible, effective, economic and user oriented administration in Slovenia. => Istraživači i teoretičari u Sloveniji pripremili su različite studije o tome kako primeniti ideje o fleksibilnijoj, efektivnijoj upravi u Sloveniji, koja bi bila više orijentisana na privredu i na klijente.
LL@(3385) Under the pressure of public dissatisfaction with public administration performance and after quite loud academic debate on reforms and under the pressure of European Union Slovenia started with more serious public sector reform in 1997. => Pritisnuti nezadovoljstvom građana radom javne uprave, prilično žučne teorijske rasprave i pod pritiskom Evropske unije, Slovenija je 1997. godine otpočela ozbiljnije reforme u javnom sektoru.
LL@(3386) The reforms of Slovene public sector can be divided in four basic periods of development. => Reforme slovenačkog javnog sektora mogu se podeliti na četiri osnovna perioda u razvoju.
LL@(3387) In this overview of Slovenian public sector reform we will try to define basic characteristics of Slovenian public administration reforms in its historical aspect, stressing basic shifts towards more effective, better organized, more user-friendly and less clientelistic and bureaucratic practices of work. => U ovom pregledu reforme slovenačkog javnog sektora pokušaćemo da definišemo osnovne karakteristike reforne slovenačke javne uprave iz istorijskog aspekta, naglašavajući glavne pomake u smeru efektivnijoj, organizovanijoj, otvorenijoj i manje birokratizovanoj praksi.
LL@(3388) With other words we will try to define best practices and warn from some missteps on the way towards better public administration in Slovenia. => Drugim rečima, pokušaćemo da definišemo najbolju praksu i da upozorimo na neke pogrešne korake na putu ka boljoj javnoj upravi u Sloveniji.
LL@(3389) Contemporary public administration is headed towards a concept of new public management that is overshadowing old Webers bureaucratic administration. => Savremena javna uprava stremi konceptu nove javne uprave koja prevazilazi staru birokratsku upravu kakvu je uspostavio Weber.
LL@(3390) In this manner, new values like networking, flexibility and efficiency were introduced and are replacing old hierarchical and inflexible organizational structures that were not able to effectively manage problems in an unstable world. => Ovim putem uvedene su nove vrednosti kao što su umrežavanje, fleksibilnost i efikasnost i one zamenjuju stare hijerarhijske i nefleksibilne organizacione strukture koje nisu bile u stanju da se nose sa problemima u našem nestabilnom svetu.
LL@(3391) Snellen (2003: 129) is defining change in administrative relations as a move from vertical towards horizontal. => Snellen (2003:129) definiše promene u upravnim odnosima kao korak od vertikalnog ka horizontalnom.
LL@(3392) According to this change, public servants have to change their attitude from hierarchy toward cooperation and flexibility. => Putem ove promene, zaposleni u javnoj upravi moraće da promene svoje postupke, od hijerarhijski utvrđenih, prema saradničkom i fleksibilnom odnosu.
LL@(3393) Contemporary issues and problems require new approach; preferably networking of institutions. => Savremene teme i problemi zahtevaju novi pristup, a to je u najboljem slučaju umrežavanje institucija.
LL@(3394) Lane (1995: 195) is defining basic changes in understanding public administration and its role. => Lane (1995:195) definiše osnovne promene u shvatanju javne uprave i njene uloge.
LL@(3395) Written procedures and rules, sticking to old habits and law are updated with more flexibility, efficient and client friendly orientations. => Pisane procedure i pravila koja su se oslanjala na stari sistem rada dopunjeni su većom fleksibilnošću, efikasnijim i otvorenijim odnosom prema klijentima.
LL@(3396) Efficiency is defined as relation between used resources (input) and results (output); administration is at its most efficient when fewer resources are used for the same amount of output. => Efikasnost se definiše kao odnos između utrošenih resursa (input) i rezultata (autput); uprava je najefikasni ja kada koristi manje resursa a postiže iste rezultate.
LL@(3397) Efficiency, in other words, is measure of better economic use of resources at the same level of the output (@urga, 2001: 82-83). => Drugim rečima, efikasnost je mera bolje ekonomske primene resursa za isti nivo autputa (@urga, 2001:8283).
LL@(3398) However, we can also argue that efficiency can be understood in context of relativity. => Ipak, možemo da tvrdimo i da se o efikasnosti može govoriti i u kontekstu relativnosti.
LL@(3399) In this case, more resources can be introduced but output has to grow exponentially and not linearly. => U ovom slučaju, može se upotrebiti više resursa, ali će autput rasti eksponencijalno, a ne linearno.
LL@(3400) At the same time, it is important to notice that some public services cannot be translated into monetary value, because of very nature of output. => Istovremeno, važno je da shvatimo da se zbog same prirode svog autputa neke javne službe ne mogu iskazati novčanim sredstvima.
LL@(3401) Such case is also the value of information. => Takav je, recimo, slučaj sa vrednošću informacije.
LL@(3402) The value of information is not equal to the expense (in money and time) of producing the same amount of information. => Vrednost informacije ne može se izjednačiti sa troškovima (u novcu ili u vremenu) obezbeđivanja iste količine informacija.
LL@(3403) The value of information can be much higher than the value of resources spent to produce information. ~~~ 2. => Vrednost informacije može da bude mnogo veća nego što je vrednost resursa utrošenih na obezbeđivanje te informacije. 2.
LL@(3404) Historical development of local self-government in slovenia Historical development of Slovenian local government started already in the Middle Ages when some Slovenian cities already had some kind of communal infrastructure administration (created under the influence of neighbour political entities). => Istorijski razvoj lokalne samouprave u Sloveniji Počeci razvoja lokalne samouprave u Sloveniji vezuju se za srednji vek, kada su neki slovenački gradovi već imali neku vrstu komunalne unutrašnje uprave (stvorene pod uticajem političkih zajednica u okruženju).
LL@(3405) From Slovenian župa and monarchical feuds neighbourhoods came out as ancestor of Slovenian administrative municipalities. => Od slovenačke župe i monarhijskih feuda, komšiluk je postao neka vrsta pretka administrativnim opštinama u Sloveniji.
LL@(3406) Despite administration was opposing local selfgovernment in the area of Slovenia on June 24th 1850 in Leše first municipal representative organ was elected (Vlaj, 2006: 32). => Iako je glavna uprava osporavala lokalnu samoupravu na prostoru Slovenije, 24. juna 1850. godine izabran je prvi opštinski organ u mestu Leše (Vlaj, 2006:32).
LL@(3407) Under strong influence of Hapsburg monarchy and absolutist regime in the area of todays Slovenia there were 348 municipalities (reduced from 501 in 1866) and they had relatively strong self-governance (Vlaj, 2006: 32-33). => Pod jakim uticajem Habsburške monarhije i pod vlašću apsolutističkog režima, na prostoru sadašnje Slovenije postojalo je 348 opština (od prethodnih 501, 1866. godine) i one su imale relativno jaku samoupravu (Vlaj, 2006: 32-33).
LL@(3408) In the area of Slovenia there were village and city municipalities, districts and Kresije. => Na prostoru Slovenije postojale su seoske i gradske zajednice, oblasti i Kresije.
LL@(3409) Based on law from 1870 municipalities were responsible for municipal property, finances, and public safety, especially in the field of healthcare, cleaning streets and creeks, fire-fight brigades, maintaining municipal buildings, local paths and roads, bridges, wells, inspection of municipal border, food supply, etc. => Na osnovu zakona iz 1870. godine, opštine su bile odgovorne za opštinsko imanje, finansije i javnu bezbednost, posebno u oblasti zdravstva, čišćenja ulica i vodotokova, vatrogasaca, održavanja opštinskih zgrada, likalnih staza i puteva, mostova, bunara, kontrole opštinskih granica, dobavljanje hrane, itd.
LL@(3410) Legal state, organisation and functions are defined by municipal orders, accepted at the level of land. => Pravna država, organizacija i funkcije definišu se opštinskim propisima prihvaćenim na nivou zemlje.
LL@(3411) Local government layer above municipalities were administrative districts, with at least 16.000 inhabitants, and regional administrative units. => Nivo lokalne uprave iznad opština bile su upravne oblasti, koje su imale najmanje 16000 stanovnika i regionalne administrativne jedinice.
LL@(3412) Municipal representative organs were elected by male of age inhabitants of each munic ipality. => Predstavničke organe opštine birali su muški punoletni žitelji svake opštine.
LL@(3413) After the fall of Meternich absolutism bigger cities were entitled to get their own statutes and privileged status of so called statutory cities. => Po padu apsolutističke vlasti Meterniha, glavni gradovi su dobili pravo da imaju svoje statute i privilegovani status tzv. Statutarnih gradova.
LL@(3414) Namely they were Ljubljana, Maribor, Celje, Gorica, Celovec and Ptuj (Vlaj, 2006: 33). => To su, naime, bili Ljubljana, Maribor, Celje, Gorica, Celovec i Ptuj (Vlaj, 2006:33).
LL@(3415) In the beginning of XIXth century there were many political changes that strongly and frequently reshaped Slovenian sub-national administration (as well as national) that ended only in 1955 whit introduction of decentralised communality system that sets municipality as basic socio-economic cell that is also main unit of state government (see Vlaj, 2006: 34). => Početkom XIX veka dešavale su se brojne političke promene koje su mnogo i često preoblikovale slovenačku sub-nacionalnu upravu (kao i nacionalnu), a taj period je završen tek 1955. godine sa uvođenjem sistema decentralizacije koji je definisao opštinu kao osnovnu društveno-ekonomsku ćeliju koja je istovremeno i osnovna jedinica državne uprave (videti Vlaj, 2006:34).
LL@(3416) Great municipalities with 31.740 inhabitants and 321km2 (in average) were created as institutions responsible (according to the constitution) for implementation of all federal and state acts if there was not set differently by specific law. => Velike zajednice sa 31740 stanovnika i (prosečno) 321km2 postale su institucije koje su odgovorne (prema ustavu) za primenu svih saveznih i državnih zakona, ukoliko posebnim zakonom nije drugačije propisano.
LL@(3417) Despite municipalities are primarily responsible to deliver public services that are important for local inhabitants, in Yugoslavia municipality was simultaneously governing and self-governing institution that was mainly providing services for the state and it was used as first level implementer of public policies (Vlaj, 2006: 35-36). => Uprkos tome što su opštine bile prvenstveno odgovorne za pružanje javnih usluga značajnih za lokalno stanovništvo, u Jugoslaviji je opština istovremeno bila i upravna i samo-upravna institucija koja je pružala usluge državi i predstavljala je prvi nivo primene politike javne uprave (Vlaj, 2006:35-36).
LL@(3418) In 1960s municipalities were abolished and tasks were moved to regional centres. => Tokom 1960-ih, ovaj koncept je napušten, a ove zadazke preuzeli su regionalni centri.
LL@(3419) Local problems were addressed through newly shaped local communities that never gained importance of municipalities but especially in the case of rural areas they served public needs relatively effectively. => Lokalnim problemima pristupalo se putem novo-formiranih lokalnih zajednica koje nikada nisu dostigle značaj opština, ali su posebno na seoskim područjima efikasno zadovoljavale potrebe stanovništva.
LL@(3420) In Slovenia there were 62 municipalities communes that supplemented districts (in Slovenia finally abolished in 1965) that had representative organs elected on general and anonymous election, executive institutions and administrative services, connected to the central state administrative institutions (especially in the sense of legality supervision) but relatively autonomous under strong influence of different local interests (Vlaj, 2006: 36-41). => Ovakvih zajednica opština na teritoriji Slovenije bilo je 62 i one su dopunjavale srezove (distrikte, koji su u Sloveniji konačno ukinuti 1965. godine) koji su imali predstavnička tela izabrana na opštim anonimnim izborima, institucije izvršne vlasti i upravne službe koje su bile povezane sa upravnim institucijama centralne države (posebno u smislu kontrole zakonitosti), ali i relativno autonomne usled jakih pritisaka različitih lokalnih interesa (Vlaj, 2006:36-41).
LL@(3421) In 1991, with new constitution of independent Republic of Slovenia local government system in Slovenia returned back to classic role of municipality as foundation of local self-governance, where people manage their public matters of local importance (Vlaj, 2006: 41). => Godine 1991, sa usvajanjem novog ustava nezavisne Republike Slovenije, sistem lokalne vlasti u Sloveniji vratio se na klasičnu ulogu opštine kao osnova lokalne samouprave, u kojima ljudi rešavaju probleme lokalnog značaja (Vlaj, 2006:41).
LL@(3422) Slovenian constitution is defining local government as important part of Slovenian political system. => Slovenački ustav definiše lokalnu vlast kao značajan deo slovenačkog političkog sistema.
LL@(3423) In this manner article 9 of Slovenian constitution (2001) argues that in Slovenia assured local self-government. => U tom smislu, član 9 slovenačkog ustava (2110) kaže da je u Sloveniji obezbeđena lokalna samouprava.
LL@(3424) Further on, chapter 5 (articles 138 145) on self-governance defines that people can fulfil their right to selfgovernance in municipalities and other local communities. => Dalje, u poglavlju 5 (članovi 138-145) koje se bavi samopuravom, definisano je da ljudi mogu da ostvaruju svoje pravo na samoupravu u opštinama i drugim lokalnim zajednicama.
LL@(3425) According to the constitution, municipality is selfgovernment local community consisting form place more places connected together with common needs and interests of population in defined area. => Prema ustavu, opština je samoupravna lokalna zajednica koja se sastoji od nekoliko mesta povezanih zajedničkim potrebama i interesima stanovništva u toj oblasti.
LL@(3426) According to second paragraph of 139th article of Slovenian constitution, municipality can be created by the law based on referenda carried out among local citizens. => Po drugom stavu člana 139 slovenačkog ustava, opština se može uspostaviti zakonom na osnovu referenduma sprovedenog među lokalnim stanovništvom.
LL@(3427) Next to defining basic competences and financing of municipalities (which are defined by different laws) there is also important article on broader self-governing structures combined of more municipalities joined together in order to provide services of broader importance, that is still not national. => Pored definicije osnovnih kompetencija i finansiranja opština (koje se definišu drugim zakonima), postoji i važan član o širim samoupravnim strukturama koje se sastoje od opština povezanih tako da mogu da pružaju usluge šireg značaja, koji još uvek nije nacionalni značaj.
LL@(3428) This is important element that enables creation of regions. => Ovo je važan elemenat jer se tim putem stvaraju regije.
LL@(3429) Regions in Slovenia are one of most important issues since independence. => Regionalizacija u Sloveniji jedna je od najvažnijih tema od nezavisnosti.
LL@(3430) If we want to quantify development of Slovenian municipalities we can see need to decentralise local government on smallest parts possible. => Ako bismo želeli da kvantifikujemo razvoj slovenačkih opština, uočićemo potrebu za decentralizacijom lokalne vlasti na najmanje jedinice.
LL@(3431) Slovenia made four reforms of local governments that caused rise on number of municipalities for more than 333,3% form 63 before 1994 to 210 in 2006. => Slovenija je sprovela četiri reforme lokalne vlasti što je za posledicu imalo porast broja opština za više od 333,3%, od 63 pre 1994. godine, do 210, koliko ih je bilo 2006. godine.
LL@(3432) From the initial situation in 1993 only 13 municipalities were unchanged, while on the other hand, initial municipality Ptuj was in 15 years divided on 16 mostly rural municipalities with insufficient financial and human resources for successful further development. => Od početne situacije 1993. godine., samo je 13 opština ostalo nepromenjeno, dik je, s druge strane, početna opština Ptuj tokom 15 godina podeljena na 16 uglavnom seoskih opština koje nemaju dovoljno finansijskih i ljudskih resursa za dalji uspešan razvoj.
LL@(3433) These two examples can be seen as indicator of lack of serious financial, development and any other analysis prior to establishing new municipalities. => Ova dva primera mogu se smatrati pokazateljima nedostatka ozbiljne finansijske, razvojne i svake druge analize pre uspostavljanja novih opština.
LL@(3434) In order to additionally support the argument about political nature of local development in Slovenia we can describe the case of Koper municipality (its area was not changed from the initial situation in 1993). => U cilju dodatne podrške argumentu u vezi sa političkom prirodom razvoja lokalnih zajednica u Sloveniji možemo da opišemo slučaj opštine Koper (njena oblast se nije menjala od početnog stanja, 1993. godine) u svakom ciklusu uspostavljanja novih opština (1994,1998, 2002, 2006) postojali su mnogi pokušaji da se Koper podeli na manje opštine.
LL@(3435) In every cycle of establishing new municipalities (1994, 1998, 2002, 2006) there were many attempts to divide Koper into smaller municipalities, some of those attempts were initiated even by National Assembly and Koper citizens refused such ideas on referenda. => Neke pokušaje inicirala je čak narodna skupština, ali građani Kopra su na referendumu odbijali takve ideje.
LL@(3436) If we know that Koper is costal municipality with sea-port and it is one of those municipalities that is realising budgetary surplus and has sufficient revenues to cover all expenses without additional state support it can be clear indicator that there is limited logic in the process of creating small and state-dependent municipalities. => Ako znamo da je Koper primorska oblast koja ima luku i jedna je od opština koja ostvaruje budžetski višak i ima dovoljno povraćaja da može da pokrije sve troškove bez dodatne pomoći države, jasno je da u procesu stvaranja malih opština zavisnih od države nema neke logike.
LL@(3437) Slovenian administrative system accepted new public management reform approach already prior to the entering the EU. => Slovenački sistem uprave prihvatio je pristup reformi putem koncepta nove javne uprave još pre ulaska u Evropsku zajednicu.
LL@(3438) Slovenian scientists wrote about introducing new public management elements into the work at all levels of Slovenian public administration already in the late nineties of previous century (e.g. Kovač, 1999, Kovač, 2004). => Slovenački autori pisali su o uvođenju elemenata nove javne uprave u poslovanje na svim nivoima slovenačke javne uprave već krajem devedesetih godina prošloga veka (na primer, Kovač, 1999; Kovač, 2004).
LL@(3439) At the turn of the century Slovenia introduced complete reform of Slovenian public sector that followed some basic ideas on more modern, effective and user-friendly public administration that was strongly related to the Slovenian efforts to enter the European Union. => Na početku novog veka, Slovenija je sprovela kompletnu reformu slovenačkog javnog sektora na osnovu nekih osnovnih ideja o modernijoj, efektivnijoj upravi, otvorenijoj za klijente koja je bila veoma povezana sa slovenačkim naporima da uđu u EU.
LL@(3440) Despite there are some areas that can be understood as examples of good practices (some forms of e-government (see Vintar, Kunstelj, Leben, 2004)), Slovenia still can be more or less passive observer and learner of user friendly and effective public services to the citizens. => Iako postoje neke oblasti koje se mogu podvesti pod dobru praksu (neki oblici e-vlade (videti Vintar, Kunstelj, Leben, 2004), Slovenija bi još uvek mogla da ostane pasivni posmatrač i da uči o otvorenim i efektivnim javnim uslugama građanima.
LL@(3441) Different attempts to reorganize work of Slovenian public administration at all levels were mainly concentrated on changes of legislation. => Različiti pokušaji reorganizacije slovenačke javne uprave na svim nivoima uglavnom su se koncentrisali na promene zakonodavstva.
LL@(3442) On the other hand there was no systematic effort to change administrative culture that is in fact basic element of every successful change and should be connected to the development of appropriate system of motivation for civil servants. => S druge strane, nije bilo sistematskih pokušaja da se promeni administrativna kultura, što u stvari predstavlja osnovni element svake uspešne promene i trebalo bi da je u vezi sa razvijanjem odgovarajućeg sistema motivisanja građana.
LL@(3443) This can be supported by the research on use of e-mail in Slovenian public administration. ~~~ Where basic finding was that institution of public administration are not answering citizens e-mails despite they are legally requested to do so. => Ovo potvrđuje istraživanje primene e-mejla u slovenačkoj javnoj upravi, gde su osnovni zaključci glasili da institucije javne uprave ne odgovaraju na e-mejlove građana iako im zakon nalaže da to čine.
LL@(3444) From this point it is evident that in this point of view legislation is not the reason of complete change of public administration and that much more attention should be paid to soft methods of motivation in combination with legal demands. ~~~ 3. => Iz ovog slučaja jasno je da zakonodavstvo ovde nije razlog za ukupnu promenu javne uprave i da više pažnje treba posvetiti mekšim metodama motivacije i kombinaciji sa zakonskim obavezama. 3.
LL@(3445) Legislative reforms of public sector in slovenia In first years after the independence the strategies for the reform were placed. => Reforme zakonodavstva u javnom sektoru slovenije U prvoj godini po sticanju nezavisnosti postavljena je strategija reforme.
LL@(3446) This preparational period for the reform of public administration was quite long and also demanding. => Ovaj pripremni period za reformu javne uprave bio je i dugotrajan i zahtevan.
LL@(3447) The result of preparational period was the scheme of organizational structure of new Slovenian public administration and timeline needed for the reforms to be implemented. => Rezultat je bila šema organizacione strukture nove slovenačke javne uprave i vremenski rokovi za sprovođenje reformi.
LL@(3448) Due to the accession to European Union in 1997 and demands of administrative environment for greater efficiency of public administration and better quality of public services, the reform of public administration became urgent and it has been carrying out since then. => Zbog pristupanja Evropskoj uniji 1997. godine i zahteva javnosti da javna uprava bude efikasnija, a javne usluge kvalitetnije, reforma uprave postala je hitan zadatak i od tada se sprovodi.
LL@(3449) The role of public administration was very important in the process of the Slovenian accession to the EU because Slovenia needed to develop and adapt the administration systems to the point that they were able to work in the framework of European administration integration (so called common European administrative space). => Uloga javne uprave bila je veoma važna u procesu pristupanja Slovenije Evropskoj uniji, zato što je Slovenija želela da se razvija i da sistem uprave prilagodi do te mere da službe mogu da posluju u okviru evropskih integracija u upravi (tzv. Zajednički evropski upravni prostor).
LL@(3450) So, during the years 1996 - 1999 the reform was based on the implementation of two main goals written in previous mentioned strategy: to increase the effectiveness of public administration and to adjust its structure and functions to the needs of uniting with European community. => Stoga je u periodu 1996.-1999. reforma bila zasnovana na primeni dva glavna cilja zapisana u pomenutoj strategiji: povećati efektivnost javne uprave i prilagoditi njenu strukturu i funkcije potrebama ujedinjenja sa EU.
LL@(3451) The core institution for the implantation of the reforms was Office for organization and development of government, which combined four different sectors: sector for organization and activities of public administration, sector for normative activities, sector for inspectors and governmental academy. => Centralna institucija za uvođenje reforme bio je Biro za organizaciju i razvoj uprave, koji je obuhvatao četiri sektora: sektor za organizaciju i rad javne uprave, sektor za normativni rad, sektor inspekcije i vladina akademija.
LL@(3452) The Office rep resents strategic and performing part of the whole public reform process later on. => Biro je kasnije predstavljao strateški i izvršni deo ukupnih javnih reformi.
LL@(3453) During 1996 - 1999 period the process of decentralization of decision making and organizational structures started, strive for professionalization was obvious, the inclusion of improvement of vertical and horizontal coordination of work happened and much clearer division of work between parliament and government was seen. => U periodu 1996.-1999. počeo je proces decentralizacije u odlučivanju organizacionim strukturama i stremljenje ka profesionalizaciji postalo je očigledno. ~~~ Počelo je usavršavanje vertikalne i horizontalne koordinacije rada i jasnije podele rada između parlamenta i vlade.
LL@(3454) In those years also the status of para-state institutions was clarified. => Tih godina razjašnjen je i status paradržavnih institucija.
LL@(3455) Next to this, positive was also change in legislative part of the reforms. => Pored toga, pozitivna promena bila je zakonodavni deo reforme.
LL@(3456) There were first changes in administrative legislation such as Law on Government, Law on public sector, Law on public agencies, Law on civil servants and legislation on local self-governance. => Nastale su prve promene u javnom zakonodavstvu, na primer, Zakon o vladi, Zakon o javnom sektoru, Zakon o javnim agencijama, Zakon o javnim službenicima i zakonodavstvo koje obuhvata lokalnu samoupravu.
LL@(3457) According to the previous legislation in this area, much more clear relations between institutions were defined as well as their competences and work control possibilities. => U odnosu na prethodno zakonodavstvo u ovoj oblasti uspostavljeni su jasniji odnosi između institucija, kao i njihove kompetencije i mogućnosti kontrole njihovog rada.
LL@(3458) However, the European Commission stated in its 1998 annual report on Slovenian pre-accession reforms: »Slovenia has made progress in the construction of some governmental institutions, but it still hadnt made enough progress in legislative area and jurisdiction. => Ipak, Evropska komisija je u svom godišnjem izveštaju o slovenačkim pretpristupnim reformama iz 1998. godine navela: ~~~ Slovenija je napravila napredak u stvaranju nekih institucija vlasti, ali ne i dovoljan napredak u oblasti zakonodavstva i sudstva.
LL@(3459) Slovenia was more concerned of economic reforms and less in short time priorities for membership«. => Slovenija se više posvetila ekonomskim reformama a manje kratkoročnim prioritetima neophodnim za članstvo.
LL@(3460) So at the end of 1998 Slovenia was still not enough prepared for the membership in EU from the public administration point of view. => Tako na kraju 1998. godine, sa stanovišta javne uprave, Slovenija još uvek nije bila spremna za članstvo u EU. 3.
LL@(3461) 3.1. ~~~ Preparing for the EU - Reforms during 2000 and 2003 The reforms during this period were not written down in a special strategy like those that were happening in the years 1996-1997, but the effects of the reform were obvious in various legal documents and laws that were accepted and implemented during this period. => Pripreme za EU reforme tokom 2000. i 2003. godine Reforme koje su se odvijale u ovom periodu nisu bile navedene u posebnoj strategiji kao one iz perioda 1996.-1997. godine, ali su efekti reforme bili vidljivi u različitim zakonskim dokumentima i zakonima koji su prihvaćeni i primenjeni u ovom periodu.
LL@(3462) Some most important laws that were accepted or significantly changed are: Law on civil servants, Law on system of payments in public sector, Law on public agencies and public structural funds, Law on Local government and changes of General Administrative procedure act. Basic characteristic of change in this part was more accountability of public sector and higher level of transparency that was requested especially in public spending concerning payments of civil servants and public procurements. => Najznačajniji zakoni koji su izglasani ili značajno izmenjeni su: ~~~ Zakon o javnim službama, Zakon o javnoj upravi i promene u Zakonu o javnom upravnom postupku. ~~~ Osnovna karakteristika promene u ovom delu bilo je utvrđivanje veće odgovornosti u javnom sektoru i viši nivo transparentnosti koji je bio posebno potreban u oblasti javne potrošnje, a ticao se isplate državnim službenicima i javnih nabavki.
LL@(3463) In the year 2001 also enactment of public operation with clients was accepted. => Godine 2001. prihvaćen je i zakon o radu sa klijentima.
LL@(3464) Enactment foresees the public informer, the complaints book, unified schedule of public administration units across the country and across different branches (Administrative units, Units of social security services, tax offices, etc.), informing the clients on procedures, rights, their work, etc. => Njime je obuhvaćen javni informator, knjiga žalbi, jedinstvena šema jedinica javne uprave u celoj zemlji i u svim granama (jedinicama uprave, jedinicama službi društvene bezbednosti, poreskih službi, itd.), kojim su klijenti obavešteni o postupcima, pravima, njihovom radu, itd.
LL@(3465) According to this, there are special civil servants (so called informators) in Administrative units, who are providing all necessary information to citizens concerning their procedure (like what one needs to get ID card, passport, driving license, etc.). => Prema njemu, u administrativnim jedinicama postoje posebni državni službenici (tzv. informatori) koji građanima obezbeđuju sve neophodne informacije vezane postupak zbog kojeg dolaze (na primer, šta je potrebno za dobijanje lične karte, pasoša, vozačke dozvoje, itd.).
LL@(3466) Informators helped especially administrative units to reduce unnecessary long waiting time at counters, only to get basic information on how to begin procedure for some specific document. => Ovi informatori su su posebno pomogli da se skrati nepotrebno čekanje na šalterima upravnij jedinica samo da bi se dobilo osnovno obaveštenje o tome kako započeti postupak da dobijanje nekog dokumenta.
LL@(3467) Positive effect was double, civil servants at counters could become more concentrated on procedures and citizens got information on how to act in specific procedure, which forms to fulfill in much shorter time (we have to understand that citizens are mostly not familiar with work of public administration and procedures before administrative organs). => Pozitivni efekat bio je dvostruk: službenici na šalterima mogli su potpunije da se koncentrišu na postupak, a građani su dobili obaveštenja o tome šta da rade u posebnim postupcima, koje formulare da popune za kraće vreme (moramo da imamo na umu da građani uglavnom ne poznaju rad javne uprave i postupke pred organima javne uprave).
LL@(3468) Books of complaints must be not only exposed at visible location in institution but also regularly checked and signed by director of administrative unit or manager in other institution. => Knjige žalbi moraju da budu izložene na vidnom mestu u institucijama a direktor administrativne jedinice ili menadžer neke druge institucije moraju redovno da ih pročitaju i potpišu.
LL@(3469) Citizens have also right to get the information on how the complaint about the institution or his/her subject was resolved. => Građani takođe imaju pravo na informaciju kako je žalba na određenu instituciju rešena.
LL@(3470) Right to complain or to get the information were not completely new (book of complaints was present for longer time), new was obligation of high civil servants to solve the problem and to inform citizens on what was done about complaint or about some indicative. => Ovo pravo na žalbu i na informaciju nije neka novina (knjige žalbi već neko vreme su postojale), ali novo je bila obaveza visokih državnih službenika da reše problem i da obaveste građanina šta su uradili povodom žalbe ili povodom neke napomene.
LL@(3471) This forced civil servants to take book of complaints much more serious as before what resulted in improving quality of providing social services to the citizens. => Ovo je nateralo državne službenike da knjigu žalbi shvate mnogo ozbiljnije nego ranije, što je za posledicu imalo viši kvalitet društvenih usluga za građane.
LL@(3472) Also a special program for diminishing administrative obstacles and law about gaining information was introduced, empowering the citizens to access all the information that are collected about them by different governmental institutions, with only limited exceptions of those information that can be proved as matter of state security. => Uvedeni su i poseban program za prevazilaženje administrativnih prepreka i zakon o prikupljanju podataka, čime su građani dobili mogućnost pristupa svim informacijama koje su o njima prikupljene u različitim institucijama, uz samo neke izuzetke u koje se ubrajaju informacije koje zadiru u bezbednost države.
LL@(3473) This pack of anti-bureaucratic reforms introduced new understanding of public administration in Slovenia as more client-oriented and client friendly as opposition as previous model of state-oriented services. => Ovaj paket anti-birokratskih reformi doveo je do toga da se javna uprava u Sloveniji smatra više orijentisanom prema klijentima, za razliku od prethodnog modela kada su uslude bile više orijentisane ka državi.
LL@(3474) Change of legislation on civil servants payments also introduced more effect rewarding payment system and de-secured their jobs and positions. => Promene u zakonodavstvu o državnim službenicima takođe su uvele sistem koji nagrađuje efekte na radu, s tim što mogu da budu smanjeni s položaja ili da dobiju otkaz.
LL@(3475) Special concern was paid to the Small-medium enterprises public administration relations in the way to simplify possibilities to register company (within 3 days instead of month or more at it was previous case), and to automates most of the processes possible (e.g.: entrance in multiple databases (register of companies, tax office database, etc.) is done automatically by competent institution for regis tering new companies and it is not obligation of new-established company). => Posebna pažnja posvećena je malim i srednjim preduzećima u odnosu na javnu upravu pojednostavljeni su postupci registrovanja kompanije (u roku od tri dana u odnosu na mesec dana i duže, kako je bilo ranije) i automatizovani su svi procesi koji su mogli da se automatizuju (na primer, unos u višečlane baze podataka registar kompanija, bazu podataka za poreze, itd. automatski vrši institucija kompetentna za registrovanje novih kompanija; to više nije obaveza novo-osnovanih kompanija).
LL@(3476) At the same time Slovenian government also introduced norms of quality in this time. => Istovremeno je slovenačka vlada uvela neke standarde kvaliteta.
LL@(3477) The administration uses European standards of evaluation, called CAF (Common Assessment Framework) ISO standards and internal control of work quality. => Uprava primenjuje evropske standarde ocenjivanja, CAF (Common Assessment Framework okvir za zajedničko ocenjivanje), ISO standarde i unutrašnju kontrolu kvaliteta rada.
LL@(3478) Combination of higher public control over public administration work, introduction of objective quality control mechanisms and destabilization of security of job in public administration created environment suitable for change of public administration. => Kombinacijom veće javne kontrole rada javne uprave, uvođenja objektivnih mehanizama kontrole kvaliteta i nestabilnosti radnog mesta u javnoj upravi stvoreno je okruženje spremno za promene u javnoj upravi.
LL@(3479) By 2003 Slovene legislation was already in accordance to the European Union legal system (acquise communautaire). => Do 2003. godine slovenačko zakonodavstvo već je bilo usklađeno sa zakonodavnim sistemom Evropske unije (acquise communautaire).
LL@(3480) Slovenian government has also accepted Strategy for further development of Slovene public sector. => Slovenačka vlada je usvojila i strategiju za dalji razvoj slovenačkog javnog sektora.
LL@(3481) Strategy is based on New Public Management, Good governance approaches and European legislature. => Strategija se zasniva na novom javnoj upravi, pristupu dobrim upravljanjem i evropskom zakonodavstvu.
LL@(3482) New systematization of civil servants passed. => Usvojena je i nova sistematizacija državnih službenika.
LL@(3483) It divided civil servants by names and status. => Njome su državni službenici razvrstani po imenu i statusu.
LL@(3484) Former officials of different rank were sorted in five different career classes; administrative civil servant (ranked I IV), higher administrative civil servant (IIII) adviser (I III), senior adviser (I III), secretary general (I-III). => Raniji zvaničnici različitih rangova klasifikovani su u pet različitih razreda: administrativni službenik (ranga I IV), viši administrativni službenik (I III), savetnik (I III), viši savetnik (I III), generalni sekretar (I III).
LL@(3485) Connected with the title are proper education, responsibilities and wages. => Titula je u vezi sa odgovarajućim obrazovanjem, odgovornošću i platom.
LL@(3486) Wage system becomes much more defined, despite still not achievement oriented (major rule of raising wage is still seniority with almost automatic promotions every three years). => Sistem plaćanja je određeniji, mada još uvek nije određen postignućima (glavni razlog za povećanje plata još uvek je starost, a unapređenja se dobijaju skoro automatski svake tri godine).
LL@(3487) Rewarding good practices in public administration is still not the case in Slovenia. => Nagrađivanje dobrog rada u javnoj upravi još uvek nije postala praksa u Sloveniji.
LL@(3488) Sum of money reserved for rewarding good civil servants is still divided between all the employees in the organization in order to prevent tensions between workers. => Količina novca predviđena za nagrađivanje dobrih službenika još uvek se deli na sve zaposlene u organizaciji, da bi se sprečile tenzije između radnika.
LL@(3489) In this sense, the civil servants reform is a crucial part of administrative reform that failed. => U ovom smislu, reforma u oblasti državne službe i službenika predstavlja ključni deo reforme uprave koji nije uspeo.
LL@(3490) The reform has experienced many corrections and interventions with the main effect of higher inefficiency and lack of clearness that enabled old administrative structures to more or less keep their positions or at least wages. => Reforma je prošla kroz brojne popravke i intervencije, a glavni rezultat bio je još veća neefikasnost i nejasnoće koje su omogućile starim upravnim strukturama da manje ili više zadrže svoje pozicije ili bar plate.
LL@(3491) Civil servants system reform was from the beginning closely connected with integration to the EU, being one of the main goals of the Slovenian Government strategy, successful enough to enter EU and ineffective enough that Slovenia still did not make complete shift from classical bureaucratic public administration to more flexible one. => Reforma sistema državnih službenika od početka je bila u tesnoj vezi sa integracijom u EU, pošto je bila jedan od glavnih ciljeva strategije slovenačke vlade, dovoljno uspešna da se uđe u EU, a dovoljno neuspešna da Slovenija ni do danas nije iskoračila iz klasične birokratske javne uprave i stvorila fleksibilnu upravu.
LL@(3492) Next to the more or less blurred civil servants system reform there was also another much more important and successful reform that enabled Slovenian government to plan development more in advance. => Pored manje-više nejasne reforme sistema državnih službenika sprovedena je još jedna značajna i uspešna reforma koja je omogućila slovenačkoj vladi da sigurnije planira razvoj unapred.
LL@(3493) For the financial years 2002 and 2003 Slovenian government for the first time prepared two-year budged that enabled government to plan financial expenses and development in advance what was important for stabilization of state-supported and financed projects. => Za fiskalne godine 2002. i 2003., slovenačka vlada je po prvi put pripremila dvogodišnji budžet na osnovu kojed je mogla da planira finansijske troškove i razvoj unapred, a što je bilo važno za stabilizaciju projekata koje vlada podržava i finansira.
LL@(3494) Rebalance of budget caused by two-year-budget approach caused some political instability in 2002 because of misunderstanding of public finances. => Rebalans budžeta do kojeg je došlo zbog pristupa na bazi dve godine izazvao je 2002. godine malu političku nestabilnost zbog pogrešnog tumačenja javnih finansija.
LL@(3495) However, on long run, since 2002 Slovenian public finances become much more transparent and stable. => Ipak, na dugi rok, slovenačke javne finansije su od 2002. godine postale mnogo transparentnije i stabilnije.
LL@(3496) In providing more user-friendly services great progress was made via introducing information technology into administrative processes and procedures. => Veliki napredak u vršenju usluga većom orijentacijom prema klijentima postignut je uvođenjem informativne tehnologije u upravne procese i postupke.
LL@(3497) We already discussed role of information technology in Slovenian government in previous issues of The Public Manager, but we will again pay some attention to this topic. => Već smo raspravljali o ulozi informacione tehnologije u slovenačkoj vladi u ranijim izdanjima Javnog upravnika, ali ćemo i sada posvetiti malo pažnje ovoj temi.
LL@(3498) Quick development of Slovenian e-government from isolated attempts to organized reform flow towards egovernance introduced not only more diversified options to access public services such as e-taxes or e-government portals but also more user-oriented administrative culture. => Brzi razvoj slovenačke e-vlade od pojedinačnih pokušaja do organizovanog reformskog toka u pravcu stvaranja e-vlade uveo je ne samo različitije opcije u pristupu javnim uslugama, kao što su portali e-poreza i evlade, već i administrativnu kulturu koja je više orijentisana na korisnika.
LL@(3499) We can see that the reform of Slovenian public administration has moved from structural and organizational changes also to human resource management, the potential of civil servants and orientation towards their professional development. => Vidimo da je reforma slovenačke javne uprave od strukturnih i organizacionih promena prešla i na upravljanje ljudskim resursima, potencijal državnih službenikai orijentaciju prema njihovom stručnom usavršavanju.
LL@(3500) Main goals of the reforms in public sector were then its modernization, effectiveness and the beginning of communication with users through modern IT technology. => Glavni ciljevi reformi u javnom sektoru onda su bili njegova modernizacija, efektivnost i početak komunikacije sa korisnicima putem savremene IT tehnologije. 3.
LL@(3501) 3.2. ~~~ Reforms after 2004: Re-politization of public administration reforms Reforms of Slovenian public administration after 2004 need some additional explanation to readers. => Reforme posle 2004: ponovna politizacija reformi javne uprave Potrebno je da čitaocima damo neka dodatna objašnjenja o reformama u slovenačkoj javnoj upravi posle 2004. godine.
LL@(3502) Slovenia joined the European Union, and only month later elections to the European Parliament were held. => Slovenija se priključila Evropskoj uniji, a samo mesec dana kasnije održani su izbori za Evropski parlament.
LL@(3503) Twelveyear period of medium left coalition was challenged but nobody put too much attention to electoral result. => Dovedena je u pitanje dvanaestogodišnja vlast koalicije levog centra, ali niko nije obratio mnogo pažnje na izborne rezultate.
LL@(3504) In the autumn 2004 there were also national parliamentary elections, where previously mentioned coalition absolutely lost its position. => U jesen 2004. godine održani su i nacionalni parlamentarni izbori na kojima je pomenuta koalicija u potpunosti izgubila položaj.
LL@(3505) New, moderate right coalition stepped into a government and started great reforming processes in different areas including economy, public media and public administration (especially state administration). => Nova, umereno desna koalicija formirala je vladu i započela obimne reformske procese u različitim oblastima uključujući ekonomiju, javne medije i javnu upravu (posebno državnu upravu).
LL@(3506) Some of more indisputable reforms were already planned in previous terms (2002 and later) while others were absolutely politically motivated consequence of changing relations in political arena. => Neke od neizostavnih reformi već su ranije planirane (posebno u javnoj upravi) dok su druge bile u potpunosti politički motivisane kao posledica izmenjenih odnosa u političkoj areni.
LL@(3507) Main reforms in this period connected to the Slovenian public administration can be divided into client/citizen oriented and into administration oriented. => Glavne reforme u ovom periodu vezane za slovenačku javnu upravu mogu se podeliti na one koje su orijentisane na klijeenta/građanina i na orijentisane na upravu.
LL@(3508) Among client oriented positive reforms in this period we can find slow erosion of territorial competence, meaning that citizens can go to the any administrative unit in the territory of Slovenia and ask for some services such as registration of car or getting the ID or passport. => Među pozitivnim reformama orijentisanim na klijente u ovom periodu možemo da zapazimo blagi pad teritorijalnih kompetentnosti, što znači da građani mogu da odu u bilo koju administrativnu jedinicu na teritoriji Slovenije i zatraže neke usluge, na primer da registruju vozilo ili da dobiju ličnu kartu ili pasoš.
LL@(3509) Prior it was only possibly to ask for these and other documents at administrative unit covering the area of individual permanent address. => Ranije je ovo bilo moguće dobiti ova i druga dokumenta samo u administrativnoj jedinici nadležnoj za teritoriju na kojoj stalno živite.
LL@(3510) Second such improvement in the work of Slovenian public administration was connected to the state of e-government in Slovenia that was detailed described in previous issues of The Public Manager. => Drugi takav značajan napredak u radu slovenačke javne uprave vezan je za stanje e-vlade u Sloveniji koje je detaljno opisano u prethodnim izdanjima Javnog upravnika.
LL@(3511) Here we can only say that in this sense government stimulated e-communication with citizens, introducing more and more services available on-line (main example is e-income tax form). => Ovde samo možemo da dodamo da je u ovom smislu vlada stimulisala e-komunikaciju sa građanima, i uvodila sve više usluga on-line (glavni primer je e-formular za porez na dohodak).
LL@(3512) In the field of epublic services latest achievement in Slovenia is e-car registration. => Poslednji uspeh u oblasti e-javnih usluga jeste e-registracija vozila.
LL@(3513) Procedure that previously took more than half day running from office to office at the area where car was registered for the first time now take significantly less time. => Prostupak koji je ranije oduzimao više od pola dana kada ste trčali od kancelarije do kancelarije u oblasti u kojoj vam je auto prvi put registrovan, sada traje značajno kraće.
LL@(3514) Citizen now only have to pass test of car reliability (bakes check, CO pollution, lights, noise of engine) and all the other paper work can be done from their couch and signed with digital signature. => Građanin sada samo mora da prođe test pouzdanosti automobila (provera kočnica, zagađenje ugljen-monoksidom, svetla, nivo buke koju pravi motor) i svu papirologiju može da završi sedeći na svom kauču i koristeći digitalni potpis.
LL@(3515) Via internet application they can access public unite, insert data confirming that car passed the test, register car, and also insure it at the same moment (previous it was necessary to go to the insurance company and wait in row again), pay via e-banking system and so they complete whole transaction for the one year, without spending holiday leave for absence from work (because administrative units have official hours when citizens are at their jobs). => Pomoću interneta može da stupi u kontakt sa određenom službom, da unese podatke da je automobil prošao test, da registruje auto i da ga osigura, sve u isto vreme (ranije je morao da ide u osiguravajuće društvo i da opet čeka u redovima), da plati putem sistema e-bankarstva i da završi sve transakcije koje će važiti godinu dana, umesto da utroši ceo godišnji odmor na ovaj posao (zato što ove administrativne jedinice rade u vreme kada je i građanin na poslu).
LL@(3516) However, on the local level there was no systematic change in the way citizens inclusion into policy processes or to enhance other forms of participation in policymaking processes. => Ipak, na lokalnom nivou nije bilo sistemskih promena u načinu uključivanja građana u političke procese, niti u unapređenju nekih drugih oblika učestvovanja u donošenju političkih odluka.
LL@(3517) Institution of local government slowly introduced use of Information and communication technologies in their work with citizens in form of different eforms that can be downloaded and fulfilled. => Institucije lokalne vlasti lagano su uvodile informacione i komunikacione tehnologije u svoj rad sa građanima u obliku e-formulara koji bi se mogli skinuti i popuniti.
LL@(3518) They improved also other forms of ICT communication with citizens, despite their results are still far from satisfactory. => Vlasti su takođe unapredile druge oblike ICT komunikacije sa građanima, mada su njihovi rezultati još uvek daleko od zadovoljavajućih.
LL@(3519) Second part of reforms was connected to the system of civil servants and reforms in this part took place only after few months of new government in role. => Drugi deo reformi odnosio se na sistem državnih službenika i reforme u ovom delu počele su samo nekoliko meseci pošto je nova vlada preuzela kormilo.
LL@(3520) If secretary general in pre-2004 government responsible for public administration was trying to provide as politically independent public administration in Slovenia as possible, after his appointment to the position of minister for public administration he started to destroy his own system of civil servants positions; officially in the name of more flexible public administration. => Ako je generalni sekretar u vladi koja je bila u funkciji pre 2004. godine, a čiji resor je bila javna uprava, pokušavao da stvori što je moguće nezavisniju javnu upravu u Sloveniji, nakon što je imenovan za ministra za javnu upravu, počeo je da razara sopstveni sistem radnih mesta državnih službenika zvanično, da bi stvorio fleksibilniju javnu upravu.
LL@(3521) Main measures in field of civil servants system were connected with payments, responsibility and stability of employment in public administration. => Glavne mere na polju sistema državnih službenika bile su u vezi sa isplatama, odgovornosti i stabilnosti radnog mesta u javnoj upravi.
LL@(3522) There were attempts to better connect payments in public administration with effectiveness of civil servants, and limit automatic rewarding of civil servants, what is positive. => Bilo je pokušaja da se bolje povežu plate u javnoj upravi sa boljim učinkom službenika i da se ograniči automatsko nagrađivanje službenika, što je bilo pozitivno.
LL@(3523) Main part of his civil servants system reform was enacted within document giving to the minister of public administration the power to dismiss high civil servants without any reason and appoint new individuals within first few months after being appointed to the minister position. => Glavni deo njegove reforme u ovoj oblasti sadržan je u dokumentu kojim ministar za javnu upravu dobija moć da otpušta visoke državne službenike bez ikakvog razloga i da postavlja nove osobe u toku prvih meseci otkada je postavljen na položaj ministra.
LL@(3524) Slovenian tradition of relatively apolitical and stable job in public administration was strongly endangered with this document. => Slovenačka tradicija u vezi sa relativno apolitičnim i stabilnim radnim mestima u javnoj upravi ovim dokumentom je ozbiljno dovedena u opasnost.
LL@(3525) This case went to the constitutional court that ruled out that such act is completely against of existing legal system in Slovenia and it could cause stronger political influence on professionalism of Slovenian public administration. => Slučaj je stigao do ustavnog suda koji je presudio da je takav postupak apsolutno protivan važećeg pravnog sistema u Sloveniji i da bi mogao ozbiljno da utiče na profesionalizam u slovenačkoj državnoj upravi.
LL@(3526) After initial period after 2004 elections only some smaller systemic changes were enacted (one of them was also act requesting to treat e-communication with citizens equally to the other forms of communication) with unsuccessful to reduce number of employees in Slovenian public sector, especially in the state administration, were we are witnessing growing number of civil servants connected to the preparations for 2008 Slovenian presidency in the European Union and we can expect new wave of civil servants with introduction of second (regional) layer of governance. ~~~ 4. => Posle početnog perioda posle izbora 2004. godine stupile su na snagu neke manje sistemske promene (jedna od njih bila je i zakon kojim se e-komunikacija izjednačava sa drugim oblicima komunikacije), ali nisu pomogle da se smanji broj zaposlenih u javnom sektoru u Sloveniji, posebno u državnoj upravi, u kojoj smo svedoci sve većeg broja zaposlenih, posebno u vezi sa pripremama za predsedavanje Slovenije Evropskom uni jom 2008. godine, a sa uvođenjem drugog (regionalnog) nivoa vlasti, možemo očekivati novi talas državnih službenika. 4.
LL@(3527) Political reforms of slovenian local governance Municipalities made significant development form rural type of running local affairs to more sophisticated way of dealing with development problems. => Političke reforme lokalne vlasti u sloveniji Opštine su značajno napredovale od ruralnog tipa vođenja lokalnih poslova do sofisticiranijeg načina rešavanja razvojnih problema.
LL@(3528) If first set of municipalities in 1994 was mainly concerned with establishing democratic practice of political activities one can argue that in 1998 local election and later on, specific pattern of local political culture emerged and is developing. => Ako uzmemo da se prva garnitura opština 1994. godine uglavnom bavila uspostavljanjem demokratske prakse političkog delovanja, možemo da tvrdimo da se posle lokalnih izbora 1998. godine i kasnije pojavio i razvija se jedan specifičan oblik lokalne političke kulture.
LL@(3529) Number of municipalities was steadily growing from 63 before 1994 to 144 after 1994. => Broj opština je već porastao od 63 pre 1994. godine do 144 posle 1994. godine.
LL@(3530) In 1998 number of municipalities grew to 192 and later on in 2002 to 193. ~~~ Increasing number of municipalities caused serious reorganisation of local governance especially with correlated growing financial and human resources needs. => Godine 1998. broj opština porastao je na 192, a kasnije, 2002. godine, na 193. sve veći broj opština zahtevao je ozbiljnu reorganizaciju lokalne vlasti, posebno kad se imaju u vidu i sve veće finansijske potrebe i potrebe u ljudskim resursima koje uz to idu.
LL@(3531) In this sense it is possible to connect inflation of municipalities (that are in general not financially and human resource self-sufficient) with two different development strategies of new municipalities. => U ovom smislu moguće je povezati ovu inflaciju opština (koje uopšteno govoreći nisu samodovoljne ni finansijski ni u ljudskim resursima) sa dve različite strategije razvoja novih opština.
LL@(3532) First one is interest of those searching for political opportunities to es tablish themselves as part of (at least local) political elite. => Prva strategija pripada onima koji traže političku šansu da zauzmu položaj u okviru (bar lokalne) političke elite.
LL@(3533) Second reason for the inflation of municipalities is money flow within the individual municipalities where most of money was invested in development of municipal centre, while municipal periphery was systematically forgotten in investment plans. => Drugi razlog za inflaciju opština leži u novčanim tokovima unutar pojedinih opština u kojima se većina novca ulaže u razvoj centra opštine, dok se u investicionim planovima periferija sistematski zaboravlja.
LL@(3534) In these cases it was only logical solution to split form the centre and establish new municipality with independent financial resources form taxes and granted state support. => U ovakvim slučajevima, jedino logično rešenje bilo je da se jedna teritorija odvoji od centra i uspostavi novu opštinu sa nezavisnim finansijskim resursima iz poreza i iz garantovane državne pomoći.
LL@(3535) Despite initial effect in first and second kind of establishment of new municipalities are similar the difference is more than evident when one observe long run development success. => Uprkos početnim uspesima i u prvoj i u drugoj vrsti uspostavljanja novih opština koji su međusobno slični, razlika je više nego uočljiva ako se razvoj posmatra na duži period.
LL@(3536) Municipalities established on the basis of the second Cause are decade later are redistributing large share of budgetary money to investments compared to material and work expenses, are more successful in attracting additional state and European money for investments and municipality has positive statistics in every kind of development (infrastructure, services, social environment, etc.)On the other hand, municipalities established on the basis of private interests are in general spending highest percent of money for work and material expenses while investments are low. => Opštine nastale na osnovu drugog razloga deceniju kasnije vrše preraspodelu velikog dela novca iz budžeta na investicije u idnosu na materijalne i operativne troškove, uspešnije su u privlačenju dodatnog novca za investicije iz države i iz Evrope i opština ima pozitivnu statistiku u svakoj oblasti tazvoja (infrastruktura, usluge, društveno okruženje, itd.). ~~~ S druge strane, opštine nastale na osnovu privatnih interesa uglavnom troše najveći procenat novca na operativne i materijalne troškove, dok su investicije na niskom nivou.
LL@(3537) We can hardly say if this pattern is also significant for one municipality established in 2002 and even less for those 17 established in 2006. => Teško je reći da li je ovakva šema jednako značajna za opštinu osnovanu 2002. godine, a još manje za obe koje su osnovane 2006.
LL@(3538) However, according to the 2006 local election we can observe new phenomenon in Slovenian municipalities and local politics. => Ipak, na osnovu lokalnih izbora 2006. godine, zapažamo novu pojavu u slovenačkim opštinama i lokalnoj politici. 4.
LL@(3539) 4.1. => Nova lokalna uprava?!
LL@(3540) New local management?! As it was mentioned above, in 2006 new wave of municipalities brought 17 new ones to the sum of 210 Slovenian municipalities. => Kako je već pomenuto, novi talas formiranja opština 2006. godine povećao je broj za 17 opšrina, što ukupno čini 210 opština u Sloveniji.
LL@(3541) Despite we are talking about relative young municipalities we can connect to the 2006 local election also important change in the local political arena that will probably strongly influence further development of Slovenian municipalities. => Uprkos tome što govo rimo o relativno mladim opštinama, za lokalne izbore 2006. godine možemo da vežemo značajne promene u lokalnoj političkoj areni koje će verovatno snažno uticati na dalji razvoj slovenačkih opština.
LL@(3542) Burdened with changes in national political arena and opportunity offered by first general election may of previous managers decided to enter the politics at the local levels as well as other independent candidates. => Opterećeni promenama u nacionalnoj političkoj areni i prilikama koje im se nude na prvim opštim izborima, mnogi dotadašnji menadžeri odlučili su da uđu u politiku na lokalnom nivou kao i drugi nezavisni kandidati.
LL@(3543) But surprising thing was change in trend of electorate that under the uncertainty at the national level elected much higher proportion of independent candidates (or those who were not explicitly supported by any of major national political parties). => Ali iznenađuje promena u ponašanju izbornog tela koje je usled neizvesnosti na nacionalnom nivou u mnogo većoj meri izabralo nezavisne kandidate (ili one koje nije eksplicitno podržala ni jedna glavna politička stranka).
LL@(3544) De-politization of local politics brought new way of runnsionalism of Slovenian public administration. => Depolitizacija lokalne politike donela je novi način upravljanja opštinama, uz veći uticaj menadžerstva u odnosu na prethodne političke sukobe interesa.
LL@(3545) After initial period after 2004 elections only some smaller systemic changes were enacted (one of them was also act requesting to treat e-communication with citizens equally to the other forms of communication) with unsuccessful to reduce numbZoran Janković was appointed manager (state had strong stock share in this company) of Mercator system in late 1990s, made international imperia from small weak system of local grocery stores. => Jedna poznata priča tiče se ljubljanske opštine (glavni grad) koja se može posmatrati kao model promene koji je zaista značajan za druge opštine. ~~~ Zoran Janković je krajem 1990-ih imenovan za menadžera (država je imala veliki paket akcija u ovoj kompaniji) sistema Mercator, stvorio je međunarodnu imperijuod jednog malog i slabog sistema lokalnih prodavnica.
LL@(3546) After 2004 change of ruling coalition on national level he was resigned, despite there was no business reason. => Posle izmene vladajuće koalicije 2004. godine smenjen je, mada za to nije bilo poslovnih razloga.
LL@(3547) In late 2005 he announced to enter politics and run for the local election in 2006. => Krajem 2005. godine objavio je da ulazi u politiku i kandiduje se za lokalne izbore 2006. godine.
LL@(3548) He established political group List of Zoran Janković and started with defining crucial problems of Ljubljana municipality and its inhabitants. => Osnovao je političku grupu Lista za Zorana Jankovića i počeo da definiše ključne probleme Ljubljanske opštine i njenih stanovnika.
LL@(3549) List of 22 things to be changed or done become his political program when he started campaign for the mayor position. => Lista 22 stvari koje treba promeniti ili uraditi postala je njegov politički program kada je počeo kampanju za položaj gradonačelnika.
LL@(3550) His personality created in era of Mercator manager position was unbeatable. => Ugled koji je stvorio kao menadžer Merkatora nije se mogao pobijati.
LL@(3551) People (in Slovenia in general) loved him, they knew that he is employing thousands of employees or students. => Ljudi su ga voleli (u celoj Sloveniji), znali su da zapošljava hiljade radnika ili studenata.
LL@(3552) His economic success was combined with constant smile on his face and personal touch with all employees (also shop clerks). => Njegov privredni uspeh bio je praćen stalnim osmehom na licu i ličnim kontaktima koje je negovao sa svim zaposlenima (i sa prodavcima).
LL@(3553) On the day of the local election in 2006 he was absolute winner, gaining 62,99% of votes, beating 15 other candidates. => Na dan lokalnih izbora on je bio apsolutni pobednik, dobio je 62,99% glasova, pobedio 15 drugih kandidata.
LL@(3554) List of Zoran Jankovič won 41,37% of votes and 23 out of 45 seats in municipal council. => Lista za Zorana Jankovića osvojila je 41,37% glasova i 23 od 45 mesta u gradskom veću.
LL@(3555) He got mandate of absolute ruler. => Dobio je mandat apsolutnog vladara.
LL@(3556) He kept his first promise and block his mayor salary for one year (whit his other resources it was easy to do so) and decided to get paid on the basis of his success in first year of his mandate measured with support of citizens to his activities. => Održao je prvo obećanje i odbio je gradonačelničku platu za prvu godinu (zahvaljujući sredstvima koje ima to mu nije bilo teško) i odlučio da dobija platu na osnovu uspešnosti u prvoj godini svoga mandata, mereno podrškom koju građani daju njegovom radu.
LL@(3557) His popularity was growing because Ljubljana started to regain its capital nature that was almost abandoned in previous mandates due to political disputes and inactivity. => Njegova popularnost je rasla pošto je Ljubljana ponovo dobijala značaj glavnog grada koji je skoro izgubila tokom prethodnih mandata, zbog političkih neslaganja i neaktivnosti vlasti.
LL@(3558) Janković restructured municipal administration, finances and life in the city. => Janković je prestruktuirao gradsku upravu, finansije i život u gradu.
LL@(3559) His list of 22 things to be done is becoming more and more checked as fulfilled and even expensive and unrealistic projects as new football stadium (that is certainly necessary but expensive investment) are becoming reality (Stadium is under construction in second year of Jankovićs mandate, after mandate or two of thinking what to do). => Na njegovoj od 22 stvari bilo je sve više ostvarenih tačaka i čak skupi i nerealni projekti kao što je novi fudbalski stadion (koji je svakako neophodna, ali skupa investicija) postaju stvarnost (stadion se gradi od druge godine Jankovićevog mandata, posle jednog ili dva mandata u kojima se razmišljalo šta da se radi).
LL@(3560) He is breaking all the public administration procedures and rules. => On razbija sve administrativne procedure i pravila.
LL@(3561) Strongly supported by his list in municipal council, and his managerial ability enables him to change the system as well as [rot in Celje municipality and Popović in Koper municipality did it already before and endangered Ljubljana position of central city (for some time before 2006 election there was some whispering that some of central institution could move out form Ljubljana). => Sa jakom podrškom svoje liste u gradskom veću i svojim menadžerskim sposobnostima u stanju je da menja sistem kao što su to uradili i [rot u Celju i Popović u Kopru i ugrozili položaj Ljubljane kao centralnog grada (neko vreme pre izbora 2006. bilo je glasina kako neke centralne institucije treba izmestiti iz Ljubljane).
LL@(3562) If other municipalities with weak political arena and strong managerial leaders will follow his example we can expect change in local governance principles that will brought potential to influence also national level of public administration and state institutions or they will more and more ignore state level and organize development independent form state development strategies. ~~~ 4.2. => Ako druge opštine koje imaju slabu političku arenu i jake lidere menadžere slede njegov primer, možemo očekivati promene u principima lokalne vlasti čiji će se uticaj osetiti i na nacionalnom nivou javne uprave i u državnim institucijama, ili će oni sve više ignorisati državni nivo i organizovati razvoj nezavisno od državnih strategija razvoja. 4.
LL@(3563) Regionalization Debate on regionalization in Slovenia exists since reform of local governance. => Regionalizacija Debata o regionalizaciji u Sloveniji traje još od reforme lokalne uprave.
LL@(3564) In different waves intensity of regionalisation efforts increases and declines, but in general, for 15 years no significant progress was made. => Intenzitet pokušaja da se postigne regionalizacija jača i slabi u talasima, ali uopšteno govoreći, za 15 godina nije postignut nikakav napredak.
LL@(3565) Last attempt to establish regions as second layer of subnational government was going on in second half of 2007 and first half of 2008 and it failed. => Poslednji pokušaj da se uspostave regije kao drugi nivo sub-nacionalne vlasti bio je u drugoj polovini 2007. godine i u prvoj polovini 2008. godine i on se završio neuspehom.
LL@(3566) Main reason for the constant inability to create regional governmental structure is strongly connected to different political interests and lack economic sustainability (not even thinking of social or environmental one). => Glavni razlog te stalne nesposobnosti da se uspostavi regionalna struktura vlasti blisko je povezan sa različitim političkim interesima i nemogućnosti ekonomske održivosti (da i ne razmišljamo o društvenoj održivosti ili o okruženju).
LL@(3567) Drafts of regional plans are not including clear goals that should be measured and evaluated in easy sense what blurs role of the regions as accelerators of development. => Nacrti regionalnih planova ne sadrže jasne ciljeve koje je moguće lako izmeriti i ocenjivati što zamagljuje ulogu regija kao faktora ubrzanja razvoja.
LL@(3568) This makes regions politico-administrative octopus that will re-direct money flow from municipalities and create new level of civil servants and bureaucratic decision-makers who will certainly not be supportive for investments and development. => To od regija stvara političko administrativne hobotnice koje će preusmeriti novčane tokove dalje od opština i i stvoriti novi sloj državnih službenika i birokrata koji sede na mestima na kojima se odlučuje i koji sigurno neće dati svoj glas za investicije i razvoj.
LL@(3569) Basic argument in favour of this opinion can be sole nature of hierarchical decisionmaking processes according to which each new level of bureaucracy demands additional time and money in order to make decisions. => Osnovni argument koji potkrepljuje ovaj stav jeste sama priroda hijerarhijskih procesa odlučivanja po kojoj svaki novi sloj birokratije zahteva dodatno vreme i novac da bi doneo odluku.
LL@(3570) With such situation it seems much better to use Slovenian statistical regions as equivalent to political regions (at least development performance will be easily measured) or to keep current situation and strongly support better cooperation among municipalities. ~~~ 5. => U takvoj situaciji izgleda da je mnogo bolje da se slovenačke statističke regije uzmu kao jednake političkim regijama (bar će razvojni učinak moći lako da se izmeri) ili da se zadrži sadašnja situacija i da se snažno podrži bolja međuopštinska saradnja. 5.
LL@(3571) Concluding remarks In general one can say that there was significant progress in the area of local self-government reform connected to the public administration reform. => Zaključne napomene Uopšteno, može se raći da je ostvaren značajan napredak u oblasti reforme lokalne samouprave a u vezi sa reformom javne uprave.
LL@(3572) On the other hand there is still great lack of clear idea what is main mission of local self-government defined in the context of the new public management. => S druge strane, još uvek ne postoji jasna ideja o tome koja jeglavna misija lokalne samouprave definisane u kontekstu nove javne uprave.
LL@(3573) Slovenian local self-government lacks of organizational, financial and human resources in order to provide appropriate level of effectiveness, efficiency, economy, and user-friendliness. => Slovenačkoj lokalnoj samoupravi nedostaju organizacioni, finansijski i ljudski resursi da bi ostvarila odgovarajući nivo efektivnosti, efikasnosti, ekonomije i otvorenosti prema korisniku.
LL@(3574) From the presented reform way it is obvious that main source of reforms is legislation and not administrative processes. => Iz prezentiranog načina reforme jasno je da je glavni izvor reforme zakonodavstvo, a ne administrativni procesi.
LL@(3575) 2007-2008 period was strongly marked by regionalization debate that shows real impotence of Slovenian local self-government reform. => Period 2007-2008. godine posebno je obeležen raspravama o regionalizaciji koja pokazuje stvarnu nemoć reforme lokalne samouprave u Sloveniji.
LL@(3576) If we know that regionalization debate started already in 1992 we can see that only limited progress towards new legislation was made with no consensus on number and role of regions. => Ako znamo da je ova rasprava o regionalizaciji počela još 1992. godine, vidimo da je učinjen ograničen napredak u pravcu novog zakonodavstva pri čemu ne postoji konsenzus u vezi sa brojem i ulogom regija.
LL@(3577) Slovenia is still facing (on all levels of government) intensive political influence of administrative work and management. => Slovenija je još uvek suočena (na svim nivoima vlasti) s jakim političkim uticajima administrativne vlasti i uprave.
LL@(3578) Regions in Slovenia will (according to the current situation) cause additional bureaucratization of local administrative processes instead of shift towards providing better administrative environment for the development of local governance and social inclusion into local policy processes. ~~~ 6. => Regije u Sloveniji će (prema sadašnjoj situaciji) dovesti do dodatne birokratizacije lokalnih upravnih procesa umesto da dovedu do stvaranja boljeg administrativnog okruženja za razvoj lokalne samouprave i uključivanja društva u procese lokalne politike. 6.
LL@(3579) Bibliography Š1Ë Kovač, P., Tradicionalno in novo upravljanje javnega sektorja primer upravnih enot, Javna uprava, 35(1999) 29-48. ~~~ Š2Ë Kovač, P., Novi javni management in slovenska uprava, M. Brezovšek in M. Haček (eds), Upravna kultura, Fakulteta za družbene vede, Ljubljana, 2004, 177-196. ~~~ Š3Ë Lane, J. E., The Public Sector, Sage publications, London, Thousand Oaks, New Delhi, 1995. => Bibliografija Š1Ë Kovač, P., Tradicionalno in novo upravljanje javnega sektorja primer upravnih enot, Javna uprava, 35(1999) 29-48. Š2Ë Kovač, P., Novi javni management in slovenska uprava, M. Brezovšek in M. Haček (eds), Upravna kultura, Fakulteta za družbene vede, Ljubljana, 2004, 177-196. Š3Ë Lane, J. E., The Public Sector, Sage publications, London, Thousand Oaks, New Delhi, 1995. Š4Ë Osborne, D., Gaebler, T., Reinventing Government:
LL@(3580) Š4Ë Osborne, D., Gaebler, T., Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector, Plume/Penguin Books, New York, London, Victoria, Toronto, Auckland, 1993. ~~~ Š5Ë Pinteri, U., Benda, N., Belak, B., Modernizacija slovenskih občinskih uprav: izbrane teme, URS Novo mesto, Novo mesto, 2008. => How the Entrepreneurial Spirit is Transforming the Public Sector, Plume/Penguin Books, New York, London, Victoria, Toronto, Auckland, 1993. Š5Ë Pinteri, U., Benda, N., Belak, B., Modernizacija slovenskih občinskih uprav: izbrane teme, URS Novo mesto, Novo mesto, 2008. Š6Ë Snellen, I. (2003):
LL@(3581) Š6Ë Snellen, I. (2003): Matching ICT networks and PA networks: Lessons to be learned, In A. Salminen (ed.), Governing networks: EGPA Yearbook, IOS Press, Amsterdam, 2003, 129-141. => Matching ICT networks and PA networks: ~~~ Lessons to be learned, In A. Salminen (ed.), Governing networks:
LL@(3582) Š7Ë Vintar, M., Kunstelj, M., Leben, A., Benchmarking the Quality of Slovenian Life-Event Portals, In E. Löffler and M. Vintar (eds), Improving the Quality of East and West European Public Services, Ashgate, Hampshire, Burlington, 2004, 208-221. => EGPA Yearbook, IOS Press, Amsterdam, 2003, 129-141. Š7Ë Vintar, M., Kunstelj, M., Leben, A., Benchmarking the Quality of Slovenian Life-Event Portals, In E. Löffler and M. Vintar (eds), Improving the Quality of East and West European Public Services, Ashgate, Hampshire, Burlington, 2004, 208-221. Š8Ë Vlaj, S., Lokalna samouprava: teorija in praksa, Fakulteta za upravo, Ljubljana, 2006. Š9Ë @urga, G., Kakovost državne uprave, FDV, Ljubljana, 2001.
LL@(3583) Š8Ë Vlaj, S., Lokalna samouprava: teorija in praksa, Fakulteta za upravo, Ljubljana, 2006. => Analiza kanala marketinga maline na primeru zadruge arilje i fabrike jugprom d.o.o.
LL@(3584) Š9Ë @urga, G., Kakovost državne uprave, FDV, Ljubljana, 2001. ~~~ Raspberry marketing channel on the example of arilje cooperative and jugoprom factory UDC 658.8:634.711(149.11) Mr Katica Radosavljević Faculty of Economics, Arilje The paper is an attempt to explain the complexity of the internal relations governing the agricultural produce. => UDK 658.8:634.711(149.11) Mr Katica Radosavljević Ekonomski fakultet u Beogradu Kroz analizu specifičnosti maline njene strukture kanala marketinga, problema u formiranju cena i promocije u zavisnosti od odnosa u kanalima marketinga, a uz pomoću benčmarking analize dve fabrike pokazaće se složenost odnosa unutar poljoprivrednih proizvoda.
LL@(3585) It is an analysis of raspberry specific nature, its marketing channel structure, the problems of forming prices and of promotion depending on marketing channels relations, conducted through the benchmarking analysis of these two factories. => 
LL@(3586) Sprecific features of fruit marketing channels are presented thoughout the marketing process or through individual marketing activities having in mind the characteristics of certain sorts of fruit. => Specifičnosti kanala marketinga voća se iskazuju kroz ceo marketing proces ili kroz pojedine marketing aktivnosti u zavisnosti od karakteristika pojedinih vrsta voća.
LL@(3587) In terms of spatial coverage, agricultural production can be defined as unevenly spread and seasonal in character (especially in case of the primary agricultural production). => Poljoprivredna proizvodnja je u prostornom pogledu veoma neravnomerno raspoređena i ima sezonski karakter (u prvom redu primarna poljoprivredna proizvodnja).
LL@(3588) On the other hand, the need for the agricultural produce is rather continual. => Na drugoj strani, potrebe za agroproizvodima su vremenski uglavnom kontinuirane.
LL@(3589) In addition to the specific features of the marketing channels for the agricultural produce, it is necessary that the specific nature of the marketing channel for each sort of agricultural produce be analysed within the overall industry, and for the purpose of satisfying the demend of end users in the best possible manner. => Pored posebnih karakteristika kanala marketinga za poljoprivredne proizvode, javlja se nužnost u sagledavanju specifičnosti kanala marketinga za svaki poljoprivredni proizvod unutar ukupnog agrobiznisa, kako bi se na najbolji način zadovoljile potrebe krajnjih potrošača.
LL@(3590) Another fact that supports our assumption on the necessity to analyse the specific feature of each of the agricultural produce is a different perishability rate, storage period, territorial coverage, time of offer which is conditioned by a natural production process each sort of the produce has. => Još jedna od činjenica, koja je u prilog našoj pretpostavci u nužnosti sagledavanja specifičnosti kanala marketinga za svaki poljoprivredni proizvod, je različit stepen kvarljivosti, vremena čuvanja, teritorijalne određenosti, vremena ponude koje je uslovljeno prirodnim procesom proizvodnje, svakog poljoprivrednog proizvoda ponaosob.
LL@(3591) The empiric analysis of the Jugprom, d.o.o company and the Arilje Cooperative is intended to explain a different combination of marketing mix and the company marketing channels, especially in case of raspberry, implemented to achieve both the companies goals and the customers demand. ~~~ Table 1. => Kroz empirijsku analizu fabrike «Jugpom» d.o.o i Zadruge Arilje, uočiće se različita kombinacija marketing miksa i kanala marketinga preduzeća, posebno za malinu, radi ostvarenja ciljeva preduzeća i zadovoljenja potreba potrošača.
LL@(3592) Raspberry production balance1 Raspberry counts as one of the most important export produce, a key feature of rural development in some parts. => Malina je jedan od najvažnijih izvoznih proizvoda i predstavlja okosnicu ruralnog razvoja u pojedinim sredinama.
LL@(3593) The present and the future of Serbia is branding the raspberry. => Sadašnjost i budućnost Srbije je formiranje brenda srpske maline.
LL@(3594) Serbia is one of the worlds largest producers of raspberry, covering one fourth of the total production of raspberry worldwide. => Srbija je jedan od najvećih proizvodjača maline u svetu sa oko četvrtinom svetske proizvodnje.
LL@(3595) The income statement for raspberry presented below allows for a conclusion that there is a tendency in increasing the number of actively yielding bushes, however, the yield generally remains unchanged. => Iz narednog bilansa uspeha maline možemo zaključiti da je tendencija u povećanju broja rodnih stabala, ali da prinos ostaje uglavnom nepromenjen.
LL@(3596) This highlights great potentials of Serbia, which are still not appropriately put to use, due to inadequate agricultural engineering measures. => To ukazuje na velike potencijale Srbije, ali nedovoljno iskorišćene, zbog neadekvatne primene agrotehničkih mera.
LL@(3597) The analysis of exports and consumption reveals a stagnation trend over the years, with the rise of prices in its wake. => Analizom izvoza i potrošnje uočavamo trend stagnacije iz godine u godinu, praćene porastom cena.
LL@(3598) We can draw a conclusion that it is an insufficient production of raspberry that triggers the rise in prices and consequently a smaller share it has in human consumption. => Zaključak je da zbog nedovoljne proizvodnje maline, dolazi do porasta cena, i nemogućnosti veće potrošnje u ljudskoj ishrani iz ekonomskih razloga.
LL@(3599) The export stagnation is also the result of too small a quantity of raspberry produced. => Stagnacija izvoza je uzrokovana takođe nedovoljnom količinom proizvedene maline.
LL@(3600) CATEGORY Number of actve bushes Yield Total production National production Imports Total quantities at disposal Industry consumption Consumption in human Per inhabitant Total national Loss Exports Total consumption Average market price Currency rate UNIT OF MEASURE 1.000 bushes 12.996 13.519 4.14 56.00 56.00 0.03 56.00 1.32 1.17 0.12 2.49 2.80 50.71 56.00 35.34 66.84 Kg/bush 1.000 tons 1.000 tons 1.000 tons 1.000 tons 1.000 tons 1.000 tons Kg/inhabitant 1.000 tons 1.000 tons 1.000 tons 1.000 tons din/kg din/$USD 4.14 53.81 54.00 11.66 14.753 15.293 16.354 4.83 78.97 79.00 0.00 79.00 3.03 5.13 1.10 8.16 3.95 66.86 79.00 93.09 57.27 5.27 77.78 78.00 0.19 78.00 4.98 11.06 1.12 16.05 3.89 57.84 78.00 73.81 64.19 6.15 93.98 94.00 0.19 94.00 3.99 7.26 0.73 11.24 4.70 78.04 94.00 80.11 57.43 (Projection) 17.000 4.71 80.00 80.00 0.30 80.00 3.50 5.50 1.10 9.00 1.00 70.00 80.00 95.00 58.00 1 The Republic Statistical Institute, Customs Administration, Industrial and human nutrition use, calculated by the USAID method, loss estimated Together with blackberry, raspberry is one of the most recognizable Serbian brands in the world. => Tabela br. 1. ~~~ - Bilans proizvodnje malina1 KATEGORIJA Broj rodnih stabala Prinos Ukupno proizvodnja Domaća proizvodnja Uvoz Ukupno raspoložive količine Industrijska potrošnja Potrošnja za ljudsku ishranu Po stanovniku Ukupna domaća potrošnja Gubitak Izvoz Ukupno potrošnja Prosečna tržišna cena Devizni kurs JEDINICA MERE 1.000 stabala Kg/stablu 1.000 tona 1.000 tona 1.000 tona 1.000 tona 1.000 tona 1.000 tona Kg/stanovniku 1.000 tona 1.000 tona 1.000 tona 1.000 tona din/kg din/$USD 12.996 4.14 53.81 54.00 11.66 13.519 4.14 56.00 56.00 0.03 56.00 1.32 1.17 0.12 2.49 2.80 50.71 56.00 35.34 66.84 14.753 5.27 77.78 78.00 0.19 78.00 4.98 11.06 1.12 16.05 3.89 57.84 78.00 73.81 64.19 15.293 6.15 93.98 94.00 0.19 94.00 3.99 7.26 0.73 11.24 4.70 78.04 94.00 80.11 57.43 16.354 4.83 78.97 79.00 0.00 79.00 3.03 5.13 1.10 8.16 3.95 66.86 79.00 93.09 57.27 (Projekcija) 17.000 4.71 80.00 80.00 0.30 80.00 3.50 5.50 1.10 9.00 1.00 70.00 80.00 95.00 58.00 1 Republiki zavod za statistiku, Uprava carina, Industrijska i potrošnja za ljudsku ishranu, izračunati po metodi USAID, gubitak procenjen Malina se pored kupine smatra jednim od najprepoznatljivijih brendova Srbije u svetu.
LL@(3601) This position is achieved due to a good quality and competitive quantities and prices. => Tu poziciju je stekla zahvaljujući dobrom kvalitetu i konkurentnošću u pogledu količina i cena.
LL@(3602) The positioning of raspberry in the world is related to the perception of Serbia and its political and social system abroad. => Pozicioniranje maline u svetu se vezuje i za percipiranje Srbije, njenog političkog, društvenog i socijalnog uređenja.
LL@(3603) Therefore, the greatest contribution to improving our brands worldwide may come from our politicians and ministers. => Shodno navedenom, najveći doprinos na popravljanju naših brendova u svetu, mogu dati naši političari i ministri.
LL@(3604) A favourable attitude towards Serbia as a reliable partner and a steady socio-political environment may significantly help our exporters throughout the world and in the media. => Pozitivno mišljenje o Srbiji, kao o pouzdanom partneru i stabilnom društveno-političkom okruženju, može dati značajno mesto našim izvoznicima u svetskoj javnosti i medijima.
LL@(3605) The following table will give an idea of the Serbian raspberry quotation on world market. => Narednom tabelom možete stvoriti predstavu o kotiranju srpske maline na svetskom tržištu.
LL@(3606) The following shows that Serbia has excellent conditions to increase the production of raspberry. => Kao što se može zaključiti iz narednog prikaza, Srbija ima najveće mogućnosti za proizvodnju većih količina maline.
LL@(3607) However, to improve its position on the world market, Serbia has to renew old plantations and to be more efficient in introducing world standards, since in this area it is still at the beginning, wheras Chile is at the very top in using protection control. => Međutim, da bi u potpunosti popravila svoj položaj na svetskom tržištu, mora da obnovi stare zasade, da bude efikasnija u uvođenju svetskih standarda, jer je njena sledljivost svetskih standarda na početku, dok je Čile u vrhu po primeni kontrole zaštite.
LL@(3608) There is a positive correlation between a high level of protection control and standard implementation. => Pozitivan je stepen korelacije između visokog stepena kontrole zaštite i primene standarda.
LL@(3609) Table 2. => Tabela br. 2.
LL@(3610) - Comparative analysis of raspberry production in the world 2 DESCRIPTION Raspberry sort Potential annual production of raspberry (t) Form of lots organization Type of plantations Standards on the lots Use of machinery Succession Protection control CHILE Miker 45.000 - 55.000 Large lots SERBIA Vilamet, Miker 55.000 - 80.000 Small lots Old and new plantations Old plantations with few new ones EU, USA, Japanese YUS High level 100% 100% Low level Start Impossible POLAND Polana 45.000 Grouping into larger lots New plantations Beginnings of setting the USA and Japanese EU, new 70% 90% With their effective placement of raspberry on the world market the Arilje Cooperative and the Jugprom, d.o.o company improved Serbian quotation significantly. => Komparativna analiza proizvodnje maline u svetu2 OPIS Sorta maline Moguća godišnja proizvodnja maline (t) Oblik organizovanja parcela Vrsta zasada ČILE Miker 45.000 - 55.000 Velike parcele Stari i novi zasadi SRBIJA Vilamet, Miker 55.000 - 80.000 Male parcele Stari zasadi i malo novih Standardi na parcelama EU, USA, Japanski YUS POLjSKA Polana 45.000 Grupisanje u veće plantaže Novi zasadi EU, početak postavljanja USA i Japanskih Upotreba mehanizacije Sledljivost Kontrola zaštite Visoka 100% 100% Nizak stepen Početak Nemoguća Nova 70% 90% Zadruga Arilje i preduzeće Jugprom d.o.o., svojim dobrim plasmanom maline na svetskom tržištu, značajno su popravili kotiranje Srbije.
LL@(3611) We will conduct an analysis of the raspberry marketing channels compared to other marketing instruments via benchmarking analysis of the Arilje Cooperative and the Jugprom, d.o.o, to explain the work of the Serbian raspberry market. => Analizom kanala marketinga maline, u odnosu na ostale instrumente marketinga kroz benčmarking analizu Zadruge Arilje i preduzeća Jugprom d.o.o., predstavićemo funkcionisanje srpskog tržišta maline.
LL@(3612) Arilje is widely known for the production of berry fruits, especially raspberry, therefore it is often referred to as the raspberry metropolis. => Arilje je u svetu prepoznatljivo po proizvodnji sitnojagodastog voća, naročito maline, pa se često naziva i svetskom prestonicom maline.
LL@(3613) The growing of raspberry is an industry employing the entire population of the municipality. => Gajenjem maline se u opštini Arilje bavi gotovo celokupno stanovništvo.
LL@(3614) Arilje also shows the greatest concentration of raspberry plantations in the world, it houses the largest fruit cold-storage plant in Europe (The Arilje Cooperative). => U Arilju je najveća koncentracija zasada na svetu, najveća hladnjača za zamrzavanje voća u Evropi (Zemljoradnička zadruga Arilje).
LL@(3615) The company Jugprom d.o.o, Leskovac, was set up in 1984 as a private carrier. => Postojeće preduzeće Jugprom d.o.o.
LL@(3616) The founder and owner is Mr. Slobodan Stojanović, who was already in the business of transport, organization of agricultural produce purchasing and cooperation with the fresh fruit producers in the area. => Leskovac počelo je sa radom kao privatna autoprevoznička firma, 1984. godine, čiji je osnivač i vlasnik g. Slobodan Stojanović, koje se bavilo transportom, organizacijom otkupa i kooperacijom sa proizvođačima svežeg voća na terenu.
LL@(3617) In a short period the business was 2 Authors own presentation extended, to get the present name in 1992 and become engaged in the production and sales of frozen fruit, which still is the basic line of business in the company. ~~~ 1.1. => Nakon osnivanja, delatnost preduzeća se proširuje, da bi 1992. godine preduzeće dobilo sadašnje ime i počelo da se bavi proizvodnjom i prodajom zamrznutog voća, što i danas čini osnovnu delatnost preduzeća. 1.
LL@(3618) Specific nature of products and marketing channels structure The selection of marketing channel is significantly conditioned by the stages of the life cycle in the raspberry production in the company Jugprom, d.o.o. and the Arilje Cooperative. => Specifičnosti proizvoda i struktura kanala marketinga Jedan od značajnih uticaja na izbor kanala marketinga je faza životnog ciklusa proizvodnje maline u preduzeću Jugprom d.o.o. i Zadruzi Arilje.
LL@(3619) Jugprom, d.o.o. stocks the frozen or pre-frozen fruit products, of different types and quality. => U Jugpromu d.o.o., proizvodi mogu da budu u obliku duboko zamrznutog ili prethlađenog voća, različitih tipova, odnosno kvaliteta.
LL@(3620) In addition to raspberry, they produce deep frozen and pre-frozen plum as well as deep frozen and pre-frozen sour cherry. => Pored toga, proizvodi se i duboko zamrznuta šljiva, prethlađena šljiva i duboko zamrznuta i prethlađena višnja.
LL@(3621) Their target market are the juice, jam and preserves producers. => Ciljno tržište čine proizvođači sokova, slatka i džemova.
LL@(3622) The company also offers its products on export market. => Preduzeće plasira proizvode na inostrano tržište.
LL@(3623) The basic feature of the export market is its demand for high quality finished products, as well as of the entire production process. => Osnovna karakteristika ino tržišta je zahtevanje visokog kvaliteta gotovih proizvoda, kao i celokupnog procesa proizvodnje.
LL@(3624) Among the largest buyers of Jugprom raspberry are: Descours, France (20%), Agrana, Belgium (20%), Crops, Belgium (20%), Sentis, Germany (20&), and Melzer, Germany (20%). => Najveći kupci su Jugprom maline su: ~~~ Descours 20% iz Francuske, Agrana 20% iz Belgije, Crops 20% iz Belgije, Sentis 20% iz Nemačke i Melzer 20% iz Nemačke.
LL@(3625) The Arilje Cooperative sells raspberry and raspberry processed produce to Descours (40%), Paulos, Belgium (30%), and to a group of smaller buyers (30%). => Zadruga Arilje malinu i proizvode od maline prodaje:
LL@(3626) The customary period from the beginning of sales negotiations (signing the letter of purpose or agreement for sale) is April, when the condition of plantation is known, that is, the yield is estimated. => Descours 40%, 30% Paulos iz Belgije i 30% grupi manjih kupaca. 2 Sopstveni prikaz Uobičajeni period početka ugovaranja prodaje, za obe hladnjače (potpisivanje pisma o namerama ili predugovor), je mesec april, kada se sagledava stanje zasada, odnosno procenjuju prinosi.
LL@(3627) The contracts, stipulating the range of products, the quantity, the price and the delivery rate, are signed towards the end of May. => Krajem maja se potpisuju ugovori kojima se precizno utvrđuje asortiman proizvoda, količina, cena i dinamika isporuke.
LL@(3628) It is much more difficult to ensure a firm longterm contract by which conditions for more accurate planning would be created. => Teže se sklapaju dugoročni ugovori koji bi stvorili uslove za bolje planiranje.
LL@(3629)  => Konkurenciju na regionalnom nivou, za obe hladnjače, predstavljaju 220 hladnjača, a na lokalnom nivou Jugpromu d.o.o. je konkurencija Porečje Vučje, a Zadruzi Arilje 80 hladnjača na teritoriji opštine Arilje čiji kapaciteti lagera variraju od 100 do 4000 tona.
LL@(3630)  => Konkurenciju predstavljaju preduzeća i zadruge koja otkupljuju voće i šumske plodove za svoj račun, ali i u ime preduzeća prerađivačke industrije.
LL@(3631) In this main area of business the company is facing fierce competition, both locally and internationally. => Na području glavne delatnosti preduzeća, konkurencija je brojna, kako na lokalnom i regionalnom, tako i na međunarodnom planu.
LL@(3632) Only in a couple of past years have almost 20 coldstorage plants been set up (70 are in private ownership) which clearly explains the profitability of the business. => Samo u proteklih par godina otvoreno je blizu 20 novih hladnjača (sada ih ukupno ima 70 u privatnom vlasništvu) što govori o profitabilnosti ovog biznisa.
LL@(3633) International competition comes from Bosnia and Herzegovina, Bulgaria, Poland, Hungary, Russia and Chile. => Međunarodnu konkurenciju čine BIH, Bugarska, Poljska, Mađarska, Rusija i Čile.
LL@(3634) From 1996 till 2002 the average export from Serbia amounted to 63,000 tons of frozen raspberry, at the average price of €0.989 per kilo. => U periodu između 1996. i 2002. godine, iz Srbije je u proseku izvezeno 63.000 tona zamrznute maline, po prosečnoj ceni od 0,989 EUR/kg.
LL@(3635) The production in Russia exceeded that of Serbia the Russians produced 96,000 tons, however, more that 90% of the production is consumed in the producers households. => Više od Srbije proizvela je Rusija, 96.000 tona, ali se u ovoj zemlji više od 90% proizvodnje troši u domaćinstvima proizvođača.
LL@(3636) Besides Russia, the worlds three larger producers are Serbia, 80,000 tons, Chile, 45,000 tons and Poland, 40,000 tons. => Veća tri svetska proizvođača maline pored Rusije su:
LL@(3637) Out of the total of the quantity produced, Serbia exports 70,000 tons, Chile exports 40,000 tons, Poland exports 35,000 tons, whereas the total exports of Hungary, Bulgaria and BIH amount to 10,000 tons. => Srbija 80.000 tona, Čile 45.000 tona, Poljska 40.000 tona.
LL@(3638) According to the abovestated, Serbia occupies the second top position in production and the very top position in the exports of frozen raspberry in the world (the Serbian share in the worlds exports of raspberry ranges around 45,16%)3. => Od ukupno proizvedenih količina Srbija izvozi 70.000 tona, Čile 40.000 tona, Poljska 35.000 tona, dok Mađarska, Bugarska i BIH ukupno izvoze 10.000 tona.
LL@(3639) On the regional level, the two cold-storage plants face competition from 220 other cold-storage plants, while locally, Jugprom, d.o.o. is rivalled by Porečje Vučje, and the Arilje Cooperative competes with 80 coldstorage plants on the territory of the Arilje municipality whose lager capacities amount to 100 to 4000 tons each. => 
LL@(3640) Competition actually comes from companies and cooperatives that buy raspberry and forest fruit for their own purposes, but also on behalf of the processing industry companies. => Prema navedenom, Srbija zauzima drugo mesto po proizvodnji i prvo po izvozu zamrznute maline na svetskom nivou (oko 45,16% učešće Srbije u svetskom izvozu maline)3.
LL@(3641) Table 3. => Tabela br. 3.
LL@(3642) Frozen raspberry exports in the 2002 do 2005 period3 Year 2002. ~~~ 2003. ~~~ 2004. ~~~ 2005. => Izvoz zamrznute maline u periodu od 2002. do 2005. godine3 Godina 2002. 2003. 2004. 2005.
LL@(3643) Exported frozen raspberry in tons 94.000 67.900 57.600 71.700 Jugprom d.o.o. plans a market share of 1,000 tons of raspberry for the following year, while the market share of Arilje Cooperative is planned to be 4,000 tons. => Izvezena zamrznuta malina u tonama 94.000 67.900 57.600 71.700 Preduzeće Jugprom d.o.o. u nastupajućoj godini planira tržišno učešće od 1000 tona maline, a Zadruga Arilje 4000 tona.
LL@(3644) There is a threat coming from the backwards horizontal and the vertical integrations. => Postoji opasnost od horizontalne i vertikalne integracije unazad.
LL@(3645) Competition on the basis of the horizontal integration would come from the cold-storage plants, while the vertical integration would mean the building of cold-storage plants by the companies that deal in further fruit processing. => Konkurencija na bazi horizontalne integracije bi došla od strane hladnjača, koje se bave zamrzavanjem povrća, a vertikalna integracija unazad bi podrazumevala izgradnju sopstvenih hladnjača od strane preduzeća koja se bave daljom preradom voća.
LL@(3646) However, since the largest buyers come from the European Union, and they do not have the opportunity of vertical integration, this is not supposed to be a serious threat to the business. => Međutim, pošto najveći kupci dolaze iz Evropske unije, a oni nemaju mogućnost vertikalne integracije, ovo neće predstavljati naročitu opasnost za poslovanje.
LL@(3647) Table 4. => Tabela br. 4.
LL@(3648) SWOT analysis of the conditions and capabilities of the Arilje Cooperative4 STRENGTHS - picking period lasts 50 days (due to differences in height above sea level) - fair and correct relationship with suppliers - quality products - vicinity of supply source - hygienic conditions of work - concern about the employees - the greatest lager capacity in Serbia OPPORTUNITIES - building long-term cooperation with export buyers - lower cost of workforce - improving Serbia's reputation in the world WEAKNESS ES - lower level of promotive activities THREATS - high level of competition - long way Serbia has to go to join the EU - new standards and processing technologies 3 www.fao.org 4 Authors own presentation The production of raspberry is subject to oscillations, however, we can talk of the production growth trend due to the implementation of a modern method of growth. => SWOT analiza stanja i mogućnosti Zadruge Arilje4 SNAGE SLABOSTI - berba traje oko 50 dana (zbog razlike u nadmorskoj visini) - fer i korektan odnos sa dobavljačima - kvalitetni proizvodi - blizina izvora snabdevanja - higijenski uslovi poslovanja - briga o zaposlenima - najveći kapacitet lagera u Srbiji MOGU]NOSTI - niži nivo promotivnih aktivnosti PRETNJE - stvaranje dugoročne saradnje sa kupcima iz inostranstva - niže cene radne snage - jačanje ugleda Srbije u svetu - visok nivo konkurencije - dug put Srbije do ulaska u EU - novi standardi i tehnologije prerade 3 www.fao.org 4 Sopstveni prikaz Proizvodnja maline je podložna oscilacijama, međutim, može se govoriti o trendu rasta proizvodnje zbog primene savremenog metoda gajenja.
LL@(3649) From the above presented, a conclusion can be drawn that the capabilities of the companies subject to our analysis are great, however, due to a low level of promotional activities and an insufficient implemantation of standards, the business efficiency does not reach the value of 100%. => Iz prethodnih prikaza, može se zaključiti da su mogućnosti fabrika koje su predmet naše analize velike, ali da uglavnom zbog niskog nivoa promotivnih aktivnosti i nepotpune primene standarda efikasnost poslovanja nije 100%.
LL@(3650) Table 5. => Tabela br. 5.
LL@(3651) - SWOT analysis of the conditions and capabilities of Jugprom d.o.o.5 STRENGTHS WEAKNESS ES - lack of raw materials base in the south of Serbia THREATS - high level of competition - long way Serbia has to go to join the EU - picking period lasts ABOUT 25 days - fair and correct relationship with suppliers - quality products - vicinity of supply source - hygienic conditions of work - concern about the employees - own transport vehicles OPPORTUNITIES - building long-term cooperation with export buyers - lower cost of workforce - improving Serbia's reputation in the world The following tables show the percentage of the raspberry programme shares of Jugprom, d.o.o. and Arilje Cooperative in sales for the year 2006, in which Jugprom,d.o.o sold 500 tons, and Arilje Cooperative sold 3,500 tons of raspberry. => - SWOT analiza stanja i mogućnosti preduzeća Jugprom d.o. ~~~ o.5 SNAGE - berba traje oko 25 dana - fer i korektan odnos sa dobavljačima - kvalitetni proizvodi - blizina izvora snabdevanja - higijenski uslovi poslovanja - briga o zaposlenima - sopstveni vozni park MOGU]NOSTI - stvaranje dugoročne saradnje sa kupcima iz inostranstva - niže cene radne snage - jačanje ugleda Srbije u svetu SLABOSTI - nemanje sirovinske baze na jugu Srbije PRETNjE - visok nivo konkurencije - dug put Srbije do ulaska u EU Naredne tabele predstavljaju procentualno izraženo učešće programa maline preduzeća Jugprom d.o.o. i Zadruge Arilje u prodaji za 2006. godinu, u kojoj je Jugprom d.o.o. prodao 500 tona maline, a Zadruga Arilje 3500 tona.
LL@(3652) Table 6. => Tabela br. 6.
LL@(3653) Participation of Jugprom d.o.o. raspberry programme in percentages6 number Program title Purpose 1. => Procentualno učešće programa maline u Jugpromu d.o.
LL@(3654) 2. ~~~ 3. => o.6 Redni broj 1. 2. 3. 4.
LL@(3655) 4. => Naziv programa Namena Duboko zamrznuta malina rolend (celi plodovi) Duboko zamrznuta malina griz (mlevena malina) Duboko zamrznuta malina bruh Duboko zamrznuta malina blok Torte, pekarska industrija, jogurti, džemovi Džemovi, marmelada, prelivi, želatini, jogurti, arome jogurti sokovi % učešće u 2006.
LL@(3656) Deep frozen rolend raspberry (whole fruit) Deep frozen groats raspberry (groundraspberry) Deep frozen bruch raspberry Deep frozen block raspberry Cakes, bakery industry, yogurts, jams Jams, marmelade, toppings, jellies, yogurts, aromas yogurts juices % perticipation in 2006 50% 35% 10% 5% Table 7. => god. 50% 35% 10% 5% Tabela br. 7. ~~~ Procentualno učešće programa maline u Zadruzi Arilje7 Redni broj Naziv programa Namena % učešće u 2006.
LL@(3657) Participation of Arilje Cooperative raspberry programme in percentages7 Number Program title Purpose 1. => 
LL@(3658) 2. => god. 1.
LL@(3659) 3. ~~~ 4. => Duboko zamrznuta malina rolend 2. 3. 4.
LL@(3660) Deep frozen rolend raspberry (whole fruit) Deep frozen groats raspberry (ground raspberry) Deep frozen bruch raspberry Deep frozen block raspberry Cakes, bakery industry, yogurts, jams Jams, marmelade, toppings, jellies, yogurts, aromas yogurts juices % participation in 2006 55% 40% 2% 3% 5 Authors own presentation 6 Authors own presentation 7 Authors own presentation The entire production programmes in both cold-storage plants, are in the growth stage, since the demand for raspberry in the world steadily increases. => Duboko zamrznuta malina griz (mlevena malina) Duboko zamrznuta malina bruh Duboko zamrznuta malina blok Torte, pekarska industrija, jogurti, džemovi Džemovi, marmelada, prelivi, želatini, jogurti, arome jogurti sokovi 55% 40% 2% 3% 5 Sopstveni prikaz 6,7 Sopstveni prikaz 7 Izvor: www.serbiafood.co.yu, www.poljoprivreda.co.yu Celokupni proizvodni programi, u obe hladnjače, nalaze se u fazi rasta pošto je tražnja za malinom u svetu u stalnom porastu.
LL@(3661) Jugprom, d.o.o does not plan market evaluation, since climate and geographical conditions in the south do not allow for the growth in raspberry production and consequently, intensive distribution and adjusting to the changes in demand are out of the question. => Jugprom d.o.o. ne planira evaluaciju tržišta, jer klimatski i geografski uslovi u južnom kraju ne dozvoljavaju veću proizvodnju maline, a samim tim i intenzivnu distribuciju i prilagođavanje promenama tražnje.
LL@(3662) The Arilje Cooperative is another matter. => Kod Zadruge Arilje je drugačiji slučaj.
LL@(3663) Geographical and climatic conditions in the Arilje area offer an opportunity for the growth of production and to planning the market coverage evaluation due to increased demand. => Geografski i klimatski uslovi u ariljskom kraju daju šansu povećanoj proizvodnji i planiranju evaluacije pokrivenosti tržišta usled povećane tražnje.
LL@(3664) The main obstacle to the Arilje Cooperative to select a specific marketing channel may be the absence of HACCP and EUREPGAP standards. => Glavna prepreka Zadruzi Arilje u izboru navedenog kanala marketinga, može biti ne postojanje HACCP i EUREPGAP standarda.
LL@(3665)  => Sve cene, koje se slobodno oblikuju, imaju veliku pokretljivost i veoma su dinamične.
LL@(3666)  => Posebno su značajne za posmatranje pojave dispariteta cena.
LL@(3667)  => Dispariteti cena nastaju kao posledica dejstva mera ekonomske politike, a ne kao rezultat razlika u stvarnim troškovima reprodukcije određenih proizvoda.
LL@(3668)  => Tržište ima moć da putem ponude i tražnje, ne samo određuje nivo cene jednog proizvoda, nego i da uspostavlja ravnotežu između raznih proizvoda, davanjem jačeg impulsa proizvodnji čas jednog, čas drugog proizvoda.
LL@(3669)  => Mehanizam ne deluje u ovom pravcu samo onda, kada mu se ispreče posebne mere društva u oblasti tržišta i cena, pa tako nastaju dispariteti u cenama.
LL@(3670) The Arilje Cooperative and Jugprom d.o.o. can undertake planning the extension of the raspberry programme range, mainly by asepic and purée raspberry. => Zadruga Arilje i Jugprom d.o.o. mogu planirati proširenje asortimana programa maline, i to asepik malinom i pire malinom.
LL@(3671) In this case, the most appropriate strategy of marketing channel selection in planning and introducing the new programmes, for both companies would be: engaging all members in generating asepic and purée raspberry, adapting new programmes to the existing channels, estimation of the roles of Decours, Agrane, Crops, Sentis, Melzer, Grunword, SVZ, etc. in the diffusion of asepic and purée raspberry. ~~~ 1.2. => U navedenom slučaju, planiranju i uvođenju novih programa, najadekvatnija strategija izbora kanala marketinga bi bila za obe fabrike: angažovanje svih članova na generisanju asepik i pire maline, slaganje novih programa sa postojećim kanalima, ocena uloge Descoursa, Agrane, Cropsa, Sentisa, Melzer, Grunvorda, SVZ-a itd u difuziji asepik i pire maline. 1.
LL@(3672) Price problems and marketing channels relations The prices of agricultural produce in the world may often exert a crucial influence upon forming the prices at home. => Problemi cena i odnosi u kanalima marketinga Svetske cene agroproizvoda imaju nekad i presudan uticaj na formiranje cena u zemlji.
LL@(3673) For example, every year, in the eve of raspberry picking we witness the producers speculating about the buying price of raspberry. => Na primer, svake godine, uoči berbe malina, slušamo zahteve proizvođača o tome kolika bi trebala da bude otkupna cena maline.
LL@(3674) In the last two years the producers demanded that the price be €1 a kilo of fresh, raw raspberry, whereas the buyers unions offered half the price, explaining this by the level of prices on the world market which absorbs a larger quantity of the production. => Proizvođači su u prethodne 2 godine tražili da cena za kilogram sveže maline bude 1 euro, dok je unija otkupljivače plaćala duplo manje, pravdajući to kretanjem cena na svetskom tržištu, koje apsorbuje veći deo proizvodnje.
LL@(3675) Exports and imports are good instruments to compare home market prices with the level of prices achieved on the world market. => Putem izvoza i uvoza nužno se upoređuju cene na domaćem tržištu sa dostignutim nivoom cena na svetskom tržištu.
LL@(3676) This fact has to be paid special attention to since the world prices of agricultural produce are defined by the countries in which agriculture is highly developed. => Ova činjenica se posebno mora uvažavati, jer svetske cene agrarnih proizvoda određuju zemlje, u kojima je agrarna proizvodnja veoma razvijena.
LL@(3677) Countries with a less developed agriculture try to lessen or surpass the discrepancy between the home prices and the lower, world prices by closing the national frontier or by introducing protective measures (agricultural protectionism). => Zemlje sa manje razvijenom agrarnom proizvodnjom pokušavaju da nesklad između viših domaćih cena i nižih svetskih cena, smanje ili prevaziđu zatvaranjem domaće granice, kao i uvođenjem brojnih zaštitnih mera (agrarni protekcionizam).
LL@(3678) The problem of prices in agriculture can be described as rather complex and sensitive, from the points of view of both the consumers and the producers and the state, since it is on the issue of prices that their interest clash, and these interests are different and often opposing to one another. ~~~ All the freely formed prices are extremely dynamic and changeable. ~~~ They are especially important in observing the phenomenon of prices disparity. => 
LL@(3679) The prices disparities emerge as a consequence of the economic policy measures applied, not as a result of the differences in the real cost of reproduction of certain products. => 
LL@(3680) By way of demand and offer, the market has the power to not only determine the price of a product, but also to establish a balance among various products, in that it gives a stronger stimulus to the production of one or another product. => Moglo bi se reći da je problematika cena u agraru izuzetno složena i osetljiva, gledano i sa stanovišta potrošača, proizvođača, a i države, jer se na pitanjima cena prelamaju njihovi interesi, koji su veoma različiti i suprotstavljeni.
LL@(3681) The mechanism fails to act in this way only when it is hindered by some social measures in the market and prices areas, and this is how price disparities emerge. => 
LL@(3682) Fruit processing in the Republic of Serbia suffered serious oscillations resulting from the shrinking of market caused by the dissembling of the former SFRY, the economic sanctions, the customs and non-customs barriers imposed by the EU, but also by the fall in domestic demand due to the overall fall of the standard of living. => Prerada voća, u Republici Srbiji, imala je ozbiljne oscilacije koje su posledica nedostatka tržišta plasmana, izazvanog raspadom bivše SFRJ, ekonomskim sankcijama, carinskim i vancarinskim barijerama EU, ali i padom tražnje na domaćem tržištu zbog opšteg pada standarda.
LL@(3683) The price of raspberry depends on the quality achieved. => Cena maline zavisi od ostvarenog kvaliteta.
LL@(3684) The fruit is classed into categories and the prices are determined according to the category concerned. => Voće se svrstava u kategorije i spram toga se određuju cene.
LL@(3685) Prices for certain categories vary a great deal from one reagion of Serbia to another. => Cene za pojedine kategorije ne variraju mnogo po različitim krajevima Srbije.
LL@(3686) The last year (2006 picking) prices for category I amounted to around RSD 55 per kilo, and for category II they were around RSD 50 a kilo. => Prošlogodišnje (berba 2006) cene za I kategoriju malina kretale su se oko 55 dinara po kilogramu, a za II kategoriju oko 50 din/kg.
LL@(3687) Since the majority of products of the companies are placed on the export markets, the price is primarily conditioned by economic events on the world stage. => Pošto se najveći deo proizvoda preduzeća plasira na inostrano tržište, cena je prvenstveno uslovljena ekonomskim zbivanjima na svetskoj sceni.
LL@(3688) The demand offer relations also have an impact upon the price. => Na cenu još utiču odnos ponude i tražnje.
LL@(3689) The table below presents the prices of the Rawland type of raspberry on the free receiver parity in the previous years. => U tabeli su date cene maline »ROLEND« kvaliteta na paritetu »franko kupac« u prethodnim godinama.
LL@(3690) Table 8. => Tabela br. 8.
LL@(3691) - Izvozna cena maline8 Year 1998. => 
LL@(3692) 1999. => 
LL@(3693) 2000. => 
LL@(3694) 2001. => 
LL@(3695) 2002. => 
LL@(3696) 2003. => 
LL@(3697) 2004. => 
LL@(3698) 2005. => 
LL@(3699) 2006. ~~~ Export price of raspberry in EUR/kg 1,167 0,997 0,948 0,843 1,094 1,35 1,64 1,4 1,55 8 Source:www.serbiafood.co.yu,www.poljoprivreda.co.yu Table 9. => - Izvozna cena maline8 Godina Izvozna cena maline u EUR/kg 1998. 1999. 2000. 2001. 2002. 2003. 2004. 2005. 2006. 1,167 0,997 0,948 0,843 1,094 1,35 1,64 1,4 1,55 8 Izvor: www.serbiafood.co.yu, www.poljoprivreda.co.yu Tabela br. 9.
LL@(3700) Sales price of raspberry9 Year 1998. ~~~ 1999. ~~~ 2000. ~~~ 2001. ~~~ 2002. ~~~ 2003. ~~~ 2004. ~~~ 2005. => - Otkupna cena maline9 Godina 2001. 2002. 2003. 2004. 2005.
LL@(3701) 2006. ~~~ Export price of raspberry in EUR/kg 1,167 0,997 0,948 0,843 1,094 1,35 1,64 1,4 1,55 Table 10 Comparative analysis of fall and growth in the purchasing and exports prices of raspberry10 Year Purchasing price of raspberry in EUR/kg 0,545 0,733 0,697 0,613 Difference in amounts fo purchasing prices EUR/Kg +0,023 +0,188 -0,036 -0,084 Export price EUR/Kg 1,094 1,35 1,64 1,40 Difference in amounts of export prices EUR/Kg +0,251 +0,256 +0,29 -0,24 From the above presented comparative analysis a conclusion can be drawn that the rise and fall o channel may be the absence of HACCP and EUREPGAP standards. => Otkupna cena maline u EUR/kg 0,522 0,545 0,733 0,697 0,613 Tabela br. 10 - Komparativna analiza pada i rasta otkupnih i izvoznih cena maline10 Godina Otkupna cena EUR/Kg Razlika u iznosu otkupnih cena EUR/Kg Izvozna cena EUR/Kg 0,545 0,733 0,697 0,613 +0,023 +0,188 -0,036 -0,084 1,094 1,35 1,64 1,40 Razlika u iznosu izvoznih cena EUR/Kg +0,251 +0,256 +0,29 -0,24 Iz prethodno navedene komparativne analize zaključujemo da porast i pad otkupnih i izvoznih cena nije proporcionalan.
LL@(3702) The Arilje Cooperative and Jugprom d.o.o. can undertake planning the extension of the raspberry programme range, mainly by asepic and purée raspberry. => Nedovoljno poznavanje tržišta od strane proizvođača, ima za posledicu neproporcionalan porast otkupnih u odnosu na izvozne cene.
LL@(3703) In this case, the most appropriate strategy of marketing channel selection in planning and introducing the new programmes, for both companies would be: engaging all members in generating asepic and purée raspberry, adapting new programmes to the existing channels, estimation of the roles of Decours are deprived of such aid. => Rešenje bi moglo da bude bolje organizovanje kanala marketinga, u kome bi proizvođači bili prisutniji u domenu trgovine i industrije. ~~~ Dodatni doprinos navedenom disbalansu cena, ima i uloga Države, koja za određene proizvode daje stimulaciju na izvoz od 7% fabrikama, a proizvođači su uskraćeni te pomoći.
LL@(3704) This disproportion in prices further results into a fall in the production of fresh raspberry, since the producer is not stimulated to develop the business. => Navedena disproporcija u ceni ima za posledicu pad proizvodnje sveže maline, jer ne stimuliše proizvođača da razvija svoju aktivnost.
LL@(3705) The programme of allocation and use of subsidies for the year 2007 includes resourcing of input into the field crops and vegetable production by 5,632,000,000 dinars. => Programom raspodela i korišćenja subvencija za 2007. godinu, predviđeno je regresiranje inputa u ratarsko-povrtarskoj proizvodnji u iznosu od 5.632.000.000 dinara.
LL@(3706) The price flexibility of demand in the primary processing of fruit is primarily preconditioned by the price flexibility for final products. => Cenovna elastičnost tražnje, u delatnosti primarne prerade voća, je prvenstveno uslovljena cenovnom elastičnošću tražnje za finalnim proizvodima.
LL@(3707) Since the price flexibility in the consumption of jams and juices in Serbia is still significant, having in mind the quality of living here, the lower prices of inputs in their production have an impact upon the quantity demanded. => Pošto je u potrošnji sokova i džemova, uzimajući za sada životni standard u Srbiji, cenovna elastičnost još uvek izražena, to i niže cene neophodnih inputa za njihovu proizvodnju, utiču na traženu količinu.
LL@(3708) On the world market, however, the demand for semi-frozen and frozen fruit is primarily conditioned by the price and the quality. => Na svetskom tržištu, na tražnju, za poluzamrznutim i zamrznutim voćem, prvenstveno utiču cena i kvalitet.
LL@(3709) Serbian raspberry still remains more competitive compared to Chilean, Polish, Hungarian, Russian therfore Jugprom,d.o.o. and the Arilje Cooperative implement the strategy of high and low price. => Srpska malina je još uvek konkurentnija u odnosu na malinu iz Čilea, Poljske, Mađarske, Rusije i Bugarske, pa zbog toga Jugprom d.o.o. i Zadruga Arilje primenjuju strategiju visoke i niske cene.
LL@(3710) The higher sales price is achieved by the direct contact and sales to industry buyers. => Veća prodajna cena se postiže direktnim kontaktom i prodajom proizvoda industrijskim kupcima.
LL@(3711) Thus a greater impact upon buyers and a longer-term cooperation are achieved, gaining significant sources of information along the way. and Bulgarian raspberry, The companies, the subject of our analysis, calculate the raspberry and raspberry products costs, in the following manner (example : average costs of yield 2007). => Time se postiže veći uticaj na kupce, dugoročnija saradnja, stiču se značajni izvori informacija. ~~~ Kalkulaciju cene koštanja maline i njenih proizvoda preduzeća, koja su predmet naše analize, određuju se na sledeći način (primer : prosečne cene berbe 2007).
LL@(3712) 9 Source:www.serbiafood.co.yu,www.poljoprivreda.co.yu 10 Authors own presentation CALCULATIONS FOR D/F RASPBERRY ORIGINAL A. 1. => 9 Izvor: www.serbiafood.co.yu, www.poljoprivreda.co.yu 10 Sopstveni prikaz KALKULACIJE ZA D/Z MALINU ORIGINAL A. 1.
LL@(3713) Raw materials price eur/kg (95 din) 1 eur = 79 din. ~~~ 2. => Cena sirovine eur/kg (95 din) 1 eur = 79 din. 2.
LL@(3714) Costs of purchase eur/kg 3. => Trošak otkupa eur/kg 3.
LL@(3715) Loss of weight 1% to purchase price eur/kg 4. => Kalo prevoza 1% na otk. cenu eur/kg 4.
LL@(3716) Loss of weight freeze-processing max. ~~~ 7% TOTAL A 1,358 B. 1. => Kalo zamrz-prerada max. 7% TOTAL A 1,358 B. 1.
LL@(3717) Receipt, unload, freeze, shake, ,package,int. trans., electricity,water,gas eur / kg (PLATE) TOTAL B 0,055 C. 1. => Prijem, istov., zamrz., istres,pakov.,un.trans, el. ~~~ E,voda,gas eur / kg (PLATE) TOTAL B 0,055 C. 1.
LL@(3718) Packaging for receipt for 2 years eur/kg TOTAL C 0,020 TOTAL 1,433 1,202 0,060 0,012 0,084 0,055 0,020 The deep frozen (D/F) raspberry original makes the first stage of processing, which entails the change of fresh raspberry into the frozen form, without finishing processing. ~~~ 1. => Ambalaža za prihvat na 2 godine eur/kg TOTAL C 0,020 UKUPNO 1,433 1,202 0,060 0,012 0,084 0,055 0,020 Duboko zamrznuta malina original (D/Z) je prva faza prerade, koja podrazumeva prelazak sveže maline u zamrznutu bez dorade.
LL@(3719) The loss of weight in the freezing procedure of the processed material is the weight lost by in fresh raspberry during the freezing process. => 
LL@(3720) A 1. => A 1.
LL@(3721) The raw material price is the price of fresh raspberry in the given moment. => Cena sirovine predstavlja cenu u datom mo mentu sveže maline na plantaži.
LL@(3722) 2. => B C 4.
LL@(3723) The buying costs include the organization of purchase and the transport of fresh raspberry to the cold-storage plant. ~~~ 3. => Kalo zamrzavanja prerade predstavlja težinu koju sveža malina tokom zamrzavanja izgubi. 1.
LL@(3724) The 1% loss of weight at purchasing price is the raspberry weight lost during the transport. => Troškovi prve faze prerade 2.
LL@(3725) B C 1. ~~~ The costs of the first stage of processing. => Troškovi otkupa podrazumevaju organizaciju 1.
LL@(3726) 1. ~~~ The costs of packaging used as primary pack aging in the first stage of processing. => Troškovi ambalaže koja se upotrebljava kao otkupa i prevoz sveže maline do hladnjače. 3.
LL@(3727)  => Kalo 1% na otkupnu cenu predstavlja izgu bljenu težinu sveže maline tokom prevoza. primarna ambalaža za prvu fazu prerade.
LL@(3728) CALCULATIONS FOR D/F RASPBERRY ROWLAND 4?2,5 A. 1. => KALKULACIJE ZA D/Z MALINU ROLEND 4x2,5 A. 1.
LL@(3729) 2. => 2.
LL@(3730) Shaking up, manipul. => Rastresanje, manipul.
LL@(3731) Eur /kg Processing, packaging. eur /kg TOTAL A B. 1. => Eur /kg Prerada,pakov. eur /kg TOTAL A B. 1.
LL@(3732) Packaging:box,bag, tape,stretch foil eur/kg TOTAL B C. 1. ~~~ Transport TOTAL C PRICE FOR D/Z RASPBERRY ORIGINAL TOTAL 0,005 0,350 0,355 0,006 0,006 0,004 0,004 1,433 1,798 0,005 0,250 0,255 0,006 0,006 0,004 0,004 1,433 1,698 0,005 0,200 0,205 0,006 0,006 0,004 0,004 1,433 1,648 The D/F raspberry original is transformed into Rawland raspberry and is packed into cardboard packaging of 10 kg each (4 bags of 2.5 kilos each). => Ambalaža:kutija,kesa, traka,strec. folija eur/kg TOTAL B C. 1. [pedicija TOTAL C CENA KO[TANjA D/Z MALINE ORIGINAL UKUPNO 0,005 0,350 0,355 0,006 0,006 0,004 0,004 1,433 1,798 0,005 0,250 0,255 0,006 0,006 0,004 0,004 1,433 1,698 0,005 0,200 0,205 0,006 0,006 0,004 0,004 1,433 1,648 Od maline D/Z original se dobija malina rolend koja se pakuje u kartonsku ambalažu od 10 kg (4 kese po 2,5 kg).
LL@(3733) The Rawland D/F raspberry means: whole, sound, unified produce with no traces of impurity. => D/Z malina rolend podrazumeva: cele, zdrave i plodove ujednačene boje bez stranih tela, biljnih primesa.
LL@(3734) To obtain the price for Rawland D/F raspberry the calculation for D/F raspberry original is used, adding the costs of Rawland D/F raspberry processing. => Da bi se dobila cena koštanja D/Z maline rolend treba koristiti obračun za D/Z malinu original i troškove prerade D/Z maline rolend.
LL@(3735) B C 1. => B C 2.
LL@(3736)  => Prerada podrazumeva selekciju zdravih celih plodova i kondicioniranje. 1.
LL@(3737) The costs of new packaging, such as box, bag, tape, stretch foil. ~~~ 1. => Koštanje nove ambalaže kao što je kutija, ke sa, lepljiva traka, streč folija. 1.
LL@(3738) The cost of transport. ~~~ A 1. => Cena koštanja špediterskih usluga.
LL@(3739) D/F raspberry original stored in chambers enters the processing procedures that also include shaking and manipulation. ~~~ 2. => A 1. D/Z malina original koja je odložena u komorama ulazi u proces prerade koji podrazumeva rastresanje i manipulaciju.
LL@(3740) The processing means the selection of sound whole units of produce and conditioning. => 
LL@(3741) The costs of processing will vary in accordance with the quality of raw materials. => U zavisnosti od kvaliteta sirovine razlikovaće se i troškovi prerade.
LL@(3742) The higher the quality of raspberry, the lower the input into the workforce and consequently the lower the prices are. => Bolji kvalitet maline zahteva manji utrošak radne snage i samim tim smanjuje cenu koštanja.
LL@(3743) CALCULATIONS FOR D/F RASPBERRY (BRUCH) Shaking up, manipul. => KALKULACIJE ZA D/Z MALINA (BRUH) Rastresanje.manipulac.
LL@(3744) Eur /kg Processing, packaging. eur /kg A. 1. => Eur/kg Prerada,pakovanje Eur/kg A. 1.
LL@(3745) 2. ~~~ TOTAL A 0,326 B. 1. => 2. TOTAL A 0,326 B. 1.
LL@(3746) TOTAL B 0,052 C. 1. ~~~ Packaging:box,bag, tape,stretch foil eur/kg Transport - eur/kg TOTAL C 0,004 SALES PRICE FOR D/F RASPBERRY ORIGINAL TOTAL 1,815 The D/F raspberry of the bruch type contains 50% of whole fruits, 25% of industrial litter and 25% of raspberry groats (ground raspberry). => TOTAL B 0,052 C. Ambalaža:kutija,kesa,strec. folija - Eur/kg 1. [pedicija - eur/kg TOTAL C 0,004 CENA KO[TANjA D/Z MALINE ORIGINAL UKUPNO 1,815 0,005 0,321 0,052 0,004 1,433 U sastavu D/Z maline bruh se nalazi 50% celih plodova maline, 25% industrijskog loma i 25% griza maline (mlevena malina).
LL@(3747) The D/F bruch raspberry is absolutely pure fruits, withnno traces of impuri ty. => D/Z malina bruh je besprekorno čista roba, bez primesa stranih tela.
LL@(3748) The total costs ofr D/F bruch raspberry start from the calculation for D/F raspbery original to which the costs of D/F bruch raspberry are added. => Ukupni troškovi D/Z maline bruh počinju od kalkulacije D/Z maline original na koje se dodaju troškovi D/Z maline bruh.
LL@(3749) 0,005 0,321 0,052 0,004 1,433 CALCULATIONS FOR D/F RASPBERY GROATS - OF ALREADY SEPARATED MASS A. SHAKE UP, MANIPULATION SELECTING FROM THE MASS FOR GROATS 0,005 0,100 TOTAL A 0,105 EUR/KG EUR/KG GROUNDING 0,037 TOTAL B 0,037 EUR/KG PACKAGING:CARDBOARD BOX,PE BAG,TAPE, STRETCH FOIL EUR/KG 0,055 TOTAL C 0,055 TRANSPORT EUR/KG 0,004 TOTAL D 0,004 PRICE OF D/F RASPBERRY ORIGINAL 1,433 1,634 EUR/KG 1. ~~~ 2. ~~~ 1. => KALKULACIJE ZA D/Z MALINA GRIZ OD VE] IZDVOJENE MASE 1. 2. 1. 1. ~~~ A. B. C. D. RASTRESANJE,MANIPULACIJE PREBIRANJE MASE ZA GRIZ 0,005 0,100 TOTAL A 0,105 EUR/KG EUR/KG MLEVENJE 0,037 TOTAL B 0,037 EUR/KG AMBALA@A:KART.
LL@(3750) 1. ~~~ B. C. D. 1. ~~~ TOTAL The D/F groats raspberry is entirely made up of litter resulting from the freezing process, malformed fruit items, dark fruits, which in total makes the material for groats. => KUT.,PE KESA,TRAKA, STREC FOLIJA EUR/KG 0,055 TOTAL C 0,055 1. [PEDIICIJA EUR/KG 0,004 TOTAL D 0,004 CENA KO[TANjA D/Z MALINE ORIGINAL 1,433 UKUPNO EUR/KG 1,634 D/Z malina griz je ukupan lom D/Z maline koji je nastao tokom zamrzavanja, zatim deformisani plodovi, plodovi tamne boje, što sve zajedno predstavlja masu za griz.
LL@(3751) This mass is subjected to further grinding the result of which is the D/F groats raspberry mass. => Navedena masa se dalje u postupku prerade melje i tako dobijamo D/Z malinu griz.
LL@(3752) CALCULATIONS FOR D/Z RASPBERRY BLOCK SHAKE UP, MANIPULATION EUR/KG GROUNDING, PACKAGING A. 1. => KALKULACIJE D/Z MALINA BLOK RASTRESANjE,MANIPULAC EUR/KG MLEVENjE,PAKOVANjE A. 1.
LL@(3753) 2. ~~~ TOTAL A 0,090 B. 1. => 2. TOTAL A 0,090 B. 1.
LL@(3754) 2. ~~~ TOTAL B 0,012/0,055 C. 1. => 2. TOTAL B 0,012/0,055 C. 1. ~~~ AMBALA@A:
LL@(3755) PACKAGING: - KRAFT PAPER BAG 25/1 CARDBOARD BOX,PE BAG,TAPE, FOIL - EUR/KG TRANSPORT - EUR/KG TOTAL C 0,004 PRICE OF D/Z RASPBERRY ORIGINAL 1,433 TOTAL kraft paper bag 1,539 TOTAL cardboard box 1,582 0,005 0,085 0,012 0,055 0,004 The block raspberry is whatever remains of D/F raspberry Rowland, the D/F bruch raspberry and the D/F groats raspberry. => - NATRON VRE]A 25/1 KART. ~~~ KUTIJA,PE KESA,TRAKA, FOLIJA - EUR/KG [PEDICIJA - EUR/KG TOTAL C 0,004 CENA KO[TANjA D/Z MALINE ORIGINAL 1,433 UKUPNO natron vreća 1,539 UKUPNO kartonska kutija 1,582 0,005 0,085 0,012 0,055 0,004 Malina blok predstavlja sve što je otpalo od D/Z maline rolend, D/Z maline bruh i D/Z maline griz.
LL@(3756) These are malformed fruit items which include: rotten fruits, half-rotten fruits, burned fruits, overripe and fermented fruits. => To su neuslovni plodovi koji podrazumevaju: trulu malinu, natrulu, plodove sa ožegotinama, prezrele i fermentisane plodove.
LL@(3757) Such malformed fruits are further subjected to a process of making semi-products by grinding. => Neuslovni plodovi idu u dalji tok dobijanja poluproizvoda procesom mlevenja.
LL@(3758) Two types of packaging are used for this raspberry semi-product: kraft paper bags of 25 kilos or cardboard boxes and bags. => Za naveden poluproizvod maline, koriste se dva tipa ambalaže: natron vreće od 25 kg ili kartonska kutija i kesa. 1.
LL@(3759) Promotion in the marketing channels The position and the role of promotion are very important. => Promocija u kanalima marketinga Mesto i uloga promocije je veoma značajna.
LL@(3760) The promotion (as a marketing mix instrument) is efficient if the other instruments (product, prices, sales channels) function adequately. => Promocija (kao instrument marketing miksa) efikasna je ukoliko ostali instrumenti (proizvod, cene, kanali prodaje) obavljaju svoju funkciju.
LL@(3761) For example, if by its properties an agricultural produce is below the market criteria (e.g., the price is too high, the sales channels inefficient), these flaws cannot be compensated by the promotion, so the promotion will not be as efficient as it is planned. => Na primer, ako je agroproizvod po svojim svojstvima ispod tržišnih kriterijuma (npr. cena previsoka, a kanali prodaje neefikasni), promocija ne može da nadoknadi njihove propuste i da obavi svoju ulogu na način kao što bi to trebalo.
LL@(3762) It is important to know that the raspberry and raspberry products of Jugprom, d.o.o and of the Arilje Cooperative are meant primarily for export buyers. => Treba istaći da su malina i proizvodi od maline Jugproma d.o.o. i Zadruge Arilje namenjeni prvenstveno industrijskim kupcima.
LL@(3763) The communication with this category of buyers differs from that with the end buyers. => Način komunikacije sa ovom kategorijom kupaca se razlikuje od komunikacije sa finalnim potrošačima.
LL@(3764) Having in mind all the promotional elements (economic advertising, personalized sales, sales improvements, public relations) we can say that Jugprom d.o.o. implements the sales promotion. => Imajući u vidu sve promotivne elemente (privredna propaganda, lična prodaja, unapređenje prodaje, odnosi sa javnošću) Jugprom d.o.o. primenjuje unapređenja prodaje.
LL@(3765) In this field the company takes part in FAIRS, CONGRESSES. => Na polju unapređenja prodaje, učestvuje na SAJMOVIMA, KONGRESIMA.
LL@(3766) For these purposes the company has prepared a promotional catalogue, since it communicates mostly with the export buyers. => U te svrhe, preduzeće ima promotivni katalog, jer ostvaruje najefektniju komunikaciju, prvenstveno, sa kupcima iz inostranstva.
LL@(3767) Economic advertising is not the dominant kind of mass communication in the area of frozen fruit placement. => Privredna propaganda nije dominantna na polju plasmana zamrznutog voća kao vid masovnog komuniciranja.
LL@(3768) Personalized sales concentrate on direct introducing the buyers to the plantations, to the production process, and to the quality of the produce on offer, which is what the Jugprom d.o.o. cold-storage plant does. => Lična prodaja je koncentrisana na direktnom upoznavanju kupaca sa zasadima, proizvodnim procesom i kvalitetom ponuđenih proizvoda, što hladnjača Jugprom d.o.o. primenjuje.
LL@(3769) One aspect of communication and presentation could is also a web-site on the Internet. => Jedan vid komunikacije i prezentacije bi obuhvatio i web stranicu na internetu.
LL@(3770) A short marketing channel that entails a direct contact contributes to making a higher impact upon the buyers, as well as to building a longer-term collaboration, and accessing significant sources of information along the way. => Kratak kanal marketinga, koji obuhvata direktan kontakt, doprinosi većem uticaju na kupce, kao i dugoročnijoj saradnji, a stiču se i značajni izvori informacija.
LL@(3771) The company uses the telephone and the Internet facilities to contact the mediators, and also uses the medium in addition to short marketing channels. => Preduzeće ostvaruje kontakte internetom i telefonom. ~~~ Preduzeće kontaktira posrednike, i koristi pored kratkih i »srednje« kanale marketinga.
LL@(3772) The Jugprom d.o.o. company, Leskovac, uses the short marketing channel, since it has its own rolling plant consisting of 6 trucks of 25 tons transport capacity and the cold-storage plant. => U kratkom kanalu marketinga koristi se preduzeće Jugprom d.o.o. iz Leskovca, koje raspolaže sopstvenim voznim parkom, od 6 kamiona, nosivosti 25 tona i hladnjačom.
LL@(3773) This allows for the transport to be conducted smoothly, both in case of purchasing from the producers to the cold-storage plant and in case of the finished produce transport to end buyers throughout Europe. => Ovo omogućava de se nesmetano vrši transport, kako prilikom otkupa od proizvođača do hladnjače, tako i transport gotovog proizvoda do krajnjih kupaca širom Evrope.
LL@(3774) Promotional activities for the Arilje Cooperative are identical, and as both cold-storage plants sell the raspberry and raspberry produce to industrial buyers, the strategy of promoting the produce at fairs, congresses and promotional catalogues is satisfactory from the promotional standpoint. => Promotivne aktivnosti su identične za Zadrugu Arilje, i obzirom da obe hladnjače prodaju maline i proizvode od maline industrijskim kupcima, strategija guranja proizvoda kroz sajmove, kongrese i promotivne kataloge, ima zadovoljavajući nivo promotivnog aspekta.
LL@(3775) Since the sales in both plants are created through the stock system, the strategy of raspberry produce promotion proves to be a relevant strategy in this field as well. => Obzirom da se prodaja u obe hladnjače krei ra kroz sistem zaliha, strategija guranja proizvoda maline i po tom osnovu predstavlja relevantnu strategiju.
LL@(3776) BIBLIOGRAPHY Š1Ë Berman B., Marketing Channels, John Wiley & Sons, Inc., New York, 2004. ~~~ Š2Ë Dawson J., Trade and Competition Oriented Developments in EEA, u zborniku Izazovi menadžmenta i marketinga u globalnom okruženju, Ekonomski fakultet Beograd, 1998. ~~~ Š3Ë H. Evan Drummond, John Wgoodwin, Agricultural Economics, Prentice Hall, New Yersey, 2001. ~~~ Š4Ë Kotler, R, Marketing management, Prentice Hall, 2004. => LITERATURA: Š1Ë Berman B., Marketing Channels, John Wiley & Sons, Inc., New York, 2004. Š2Ë Dawson J., Trade and Competition Oriented Developments in EEA, u zborniku Izazovi menadžmenta i marketinga u globalnom okruženju, Ekonomski fakultet Beograd, 1998. Š3Ë H. Evan Drummond, John Wgoodwin, Agricultural Economics, Prentice Hall, New Yersey, 2001. Š4Ë Kotler, R, Marketing management, Prenti ce-Hall, 2004. Š5Ë Lovreta S. Opravdanost izgradnje veletržnice na mikrolokaciji u Beogradu Ekonomski Fakultet, Beograd 2003. Š6Ë Lovreta S., Projekat:
LL@(3777) Š5Ë Lovreta S. Opravdanost izgradnje veletržnice na mikrolokaciji u Beogradu Ekonomski Fakultet, Beograd 2003. ~~~ Š6Ë Lovreta S., Projekat: Strategija i politioka trgovine Republoke Srbije Vlada Republike Srbije i Ekonomski Fakultet, Beograd 2003 Š7Ë Walker B. an Haynes J., Marketing Channels and Institutions, Selected Reading Grid Inc, Ohio, 1978. ~~~ Š8Ë Republički zavod za statistiku, Uprava carina, Industrijska i potrošnja za ljudsku ishranu, izračunati po metodi USAID, gubitak procenjen www.minpolj.sr.gov.yu www.fao.org www.ekonomist.co.yu www.serbiafood.co.yu, www.poljoprivreda.co.yu Approaches to Non-verbal Communication in the Management of Organisation UDC 005.57:159.925 658.310.42(437.6) Martina Ferencová XI International Symposium SymOrg 2008, 10th - 13th. => Strategija i politioka trgovine Republoke Srbije Vlada Republike Srbije i Ekonomski Fakultet, Beograd 2003 Š7Ë Walker B. an Haynes J., Marketing Channels and Institutions, Selected Reading Grid Inc, Ohio, 1978. Š8Ë Republički zavod za statistiku, Uprava carina, Industrijska i potrošnja za ljudsku ishranu, izračunati po metodi USAID, gubitak procenjen www.minpolj.sr.gov.yu www.fao.org www.ekonomist.co.yu www.serbiafood.co.yu, www.poljoprivreda.co.yu Pristupi neverbalnoj komunikaciji u upravljanju organizacijom UDK 005.57:159.925 658.310.42(437.6) Martina Ferencová XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(3778) September 2008, Belgrade, Serbia Non-verbal communication communicating meanings by means of non-verbal clues (facial expressions, gesticulation, posturics, proxemics) is an inseparable part of communication in corporation. => Septembar 2008, Beograd, Srbija Neverbalna komunikacija saopštavanje značenja pomoću neverbalnih znakova (izrazima lica, gestikulacijom, položaja tela, rastojanja između sagovornika) predstavlja neodvojivi deo komunikacije u korporaciji.
LL@(3779) Apart from supplementing verbal communication it unmasks emotional part of personality of communicators . => Pored toga što dopunjava verbalnu komunikaciju, neverbalna komunikacija otkriva emotivni deo ličnosti koja učestvuje u komunikaciji.
LL@(3780) In this article we focus on the mapping of superiors use of facial expressions and proxemics in communication with subordinates in a transport company in Košice. => U ovom radu fokusiramo se na mapiranje izraza lica i rastojanja između sagovornika nadređenog u komunikaciji sa podređenima u prevozničkoj firmi u Košicama.
LL@(3781) We analyse data collected by means of a questionnaire. => Analiziraćemo podatke prikupljene primenom upitnika.
LL@(3782) Introduction The aim of the paper Interpersonal communication is interaction by means of symbols (Vybíral 2000, p. 19). => Uvod Komunikacija između ljudi predstavlja sporazumevanje putem simbola (Vybíral, 2000, str. 19).
LL@(3783) By symbols we mean not only language (applied in verbal communication), but also facial expressions and gestures (used in non-verbal communication). => Pod simbolima ne podrazumevamo samo jezik (koji se koristi u verbalnoj komunikaciji), već i izraze lica i gestove (koji se koriste u neverbalnoj komunikaciji).
LL@(3784) The aim of the paper is to ascertain the current status of the non-verbal communication of management representatives in the transport company in Košice and to propose changes which would improve non-verbal communication and remove communication imperfections. => Neverbalna komunikacija može se definisati kao razmena poruka putem neverbalnih znakova (izraza lica, gestikulacije, položaja tela, proksemije; Ferjenčík 2001; str. 7.
LL@(3785) Nonverbal communication could be defined as sharing messages by means nonverbal clues (facial expressions, gesticulation, posturics, proxemics; Ferjenčík, 2001, p. 7, 8). => Izrazi lica jezk lica (namigivanje, podignute obrve, napućene usne, jezik pogleda, itd.) zasniva se na urođenim programima (u odnosu na druge oblike komunikacije, mi ove oblike ne moramo da učimo).
LL@(3786) Facial expressions‚face language (winking,raised eyebrows,pouted lips, language of eyes, etc.) are based on innate programmes (in contrast to other forms of communication we do not have to learn them).They send out information about emotions (fear, joy, suprise etc.). => Ovi oblivi komunikacije šalju poruke o emocijama (strahu, radosti, iznenađenju, itd.).
LL@(3787) Gesticulation is communication by movements of arms, legs or head. => Gestikulacija predstavlja oblik komunikacije pomoću pokreta ruku, nogu ili glave.
LL@(3788) Like facial expressions it provides others with information about emotions. => Kao i izrazi lica, i ona šalje ljudima informacije o našim emocijama.
LL@(3789) However ,it is determined by upbringing and acquired by experience to a larger extent (nodding head , pointing finger etc.) .We consider posturics to be a language of body postures as it communicates an attitude (relation) of a communicator to their partner in communication, to themselves and an object of communication (slouched body and stooped shoulders, bowed headsubmissiveness, meekness, resignation; upright posture, raised head and chin dominancy superiority, etc.). => Ipak, ovaj tip komunikacije je u većoj meri određen vaspitanjem i uglavnom se stiče iskustvom (klimanje glavom, pokazivanje prstom, itd.). ~~~ Položaj tela se definiše kao jezik pokreta tela, pošto saopštava stav (odnos) osobe prema sagovorniku u komunikaciji, prema sebi i prema predmetu komunikacije (nemarno ponuto telo i obešena ramena, sagnuta glava predstavlja pokornost, slabost, rezignaciju; uspravan položaj tela, podignuta glava i brada dominaciju, superiornost, itd.).
LL@(3790) Proxemics (the language of distances) pays attention the position of communicators in space and the maintenance of mutual distance (intimate, personal, social, public; Bašistová Treščáková, 2007, p.93-95). to All components of non-verbal communication are objects of interest of many scientific reflections due to their uniqueness. => Proksemika (jezik rastojanja) ima u vidu položaj sagovornika u prostoru i održavanje rastojanja između njih (intimno, javno; Bašistová Treščáková, 2007, p.93-95). lično, društveno, Zahvaljujući tome što su na određeni način jedinstvene, sve komponente neverbalne komunikacije predstavljaju predmet interesovanja mnogih naučnih istraživanja.
LL@(3791) In this paper we focused our research on the finding of usage of non-verbal communication (specifically facial expressions and proxemics) in the transport company in Košice. => U ovom radu istraživali smo primenu neverbalne komunikacije (posebno izraze lica i proksemiju) u jednoj prevozničkoj kompaniji iz Košica.
LL@(3792)  => Cilj rada Cilj rada jeste da se utvrdi trenutni status neverbalne komunikacije predstavnika menadžmenta u prevozničkoj kompaniji u Košicama i da se predlože promene koje bi unapredile neverbalnu komunikaciju i uklonile manjkavosti u komunikaciji.
LL@(3793) Research methodology We carried out research by means of a questionnaire in two departments of the transport company in Košice (for the purpose of this paper we designated them as a department A and a department B) in autumn 2007. => Metodologija istraživanja Istraživanje smo sproveli putem upitnika u dva sektora prevozničke firme iz Košica (za potrebe ovoga rada označili smo ih kao sektor A i sektor B), u jesen 2007. godine.
LL@(3794) The questionnaire items mapped the overall situation in vertical and horizontal communication in the organisation. => Pitanjima u upitniku pokušali smo da mapiramo (odredimo) sveukupnu situaciju u vertikalnoj i horizontalnoj komunikaciji u organizaciji.
LL@(3795) For the purpose of this paper we evaluated the part aimed at the finding of non-verbal communication between the superior and subordinate employees. => Za potrebe ovoga rada izvršili smo procenu dela koji se odnosi na nalaze o okviru neverbalne komunikacije između pretpostavljenog i podređenih zaposlenih.
LL@(3796) Research question What distance do the superiors maintain when they communicate with the subordinates at the workplace? => Tema istraživanja Na kom rastojanju stoje pretpostavljeni kada komuniciraju sa podređenima na radnom mestu?
LL@(3797) Hypothesis H1: 80% of the repondents think that the superiors maintain social distance: 1,22,1 m when they communicate with them at the workplace. => Hipoteza H1: 80% ispitanika misli da pretpostavljeni održavaju društvenu distancu: ~~~ 1,2 2,1 metar kada komuniciraju s njima na radnom mestu.
LL@(3798) Research sample Research sample was formed by the 43 superior and subordinate employees of the transport company in Košice. => Uzorak u istraživanju Uzorak u ovom istraživanju iznosio je 43 nadređenih i podređenih zaposlenih u prevozničkoj firmi u Košicama.
LL@(3799) The employees of the two departments took part in the research (department A 25 respondents, department B 18 respondents ). => U istraživanju su učestvovali zaposleni iz dva sektora (sektor A 25 ispitanika, sektor B 18 ispitanika).
LL@(3800) There were 51 % of males and 49 % of females. => Među njima je bilo 51% muškaraca i 49% žena.
LL@(3801) The respondents with university education constituted 60%, with secondary education 40 % and with primary education 0% of all the enquired. => Ispitanici sa fakultetskim obrazovanjem bili su zastupljeni sa 60%, sa srednjim obrazovanjem činili su 40% ispitanika, a sa osnovnim obrazovanjem 0% ispitanika.
LL@(3802) Concerning the numbers of years in the company, the employees who have worked in the company for 1 5 years made up 49 %, the employees who have worked in the company for 6 10 years comprised 37 %. => U pogledu broja godina provedenih u kompaniji, ispitanika koji su radili u kompaniji od 1-5 godina bilo je 49%, onih koji su radili u kompaniji 6-10 godina bilo je 37%.
LL@(3803) The employees who have worked in the company for less than a year made up 14 % of all the respondents. => Onih koji su radili u firmi kraće od godinu dana bilo je 14%.
LL@(3804) Analysis of research results In this part we analyse the data focused on non-verbal communication, specifically the use of facial expressions (eye contact) and proxemics in communication between the superiors and the subordinates of the explored company. => Analiza rezultata istraživanja U ovom delu analiziramo podatke koji se tiču neverbalne komunikacije, posebno korišćenje izraza lica (kontakt pogledom) i rastojanje između sagovornika u komunikaciji između pretpostavljenih i podređenih u kompaniji koju posmatramo.
LL@(3805) Question number 1: Where does your superior look when he or she communicates with you? => Pitanje broj 1:
LL@(3806) Graph 1 Eye contact of the superior in communication with the subordinate Source: Own graph Of a total number of the respondents 49 % stated that the superior looks directly into their eyes in communication with them. => 
LL@(3807) 9% of the respondents selected the option intent, long-lastning look without turning away. => U kom pravcu gleda vaš pretpostavljeni kada razgovara s vama?
LL@(3808) 39 % of the respondents from the department A, and 24% of the respondents from the department B said the superior avoids eye contact with them. => Grafikon 1 Kontakt pogledom pretpostavljenog u komunikaciji sa podređenim Izvor: autorov grafikon Od ukupnog broja ispitanika 49% navelo je da ih pretpostavljeni u toku razgovora gleda u oči. 9% ispitanika opredelilo se za odgovor: dug pogled, netremice, ne skreće pogled. 39% ispitanika iz sektora A i 24% ispitanika iz sektora B odgovorilo je da pretpostavljeni izbegava da ih gleda u oči.
LL@(3809) Question number 2: What distance does your superior maintain in communication with you? => Pitanje broj 2: ~~~ Na kom odstojanju vaš pretpostavljeni stoji kad razgovara s vama?
LL@(3810) Graph 2 Distance in communication Source:Own graph In both department A and B the superiors move within the personal zone most often when they communicate with the subordinates. => Grafikon 2 Rastojanje u komunikaciji Izvor: autorov grafikon U oba sektora, A i B, pretpostavljeni se najčešće kreću u okviru ličnog prostora kada komuniciraju sa podređenima.
LL@(3811) They keep personal distance (space 4590 cm) this option was chosen by 56% of the total numer of the enquired (61% from the department A, 52% from the department B). => Održavaju ličnu distancu (rastojanje od 4590cm) ovako je odgovorilo 56% od ukupnog broja ispitanika (61% iz sektora A i 52% iz sektora B).
LL@(3812) 23% of the respondents stated that the superior communicates with them in intimate distance. => 23% ispitanika navelo je da pretpostavljeni komunicira s njima stojeći na rastojanju koje bi se moglo nazvati intimnijim.
LL@(3813) Only 21% of all the examined reported that the superior communicates with them in optimal (social) distance distance 1,2 3,7 m. => Samo 21% ispitanika navelo je da pretpostavljeni komunicira s njima na optimalnoj (društvenoj ) distanci rastojanju od 1,2 3,7m.
LL@(3814) Hyptheses verification On the basis of the result analysis we refuse hypothesis H1: 80% of the repondents think that the superiors maintain social distance: 1,22,1 m when they communicate with them at the workplace,as the most respondents (56% - 61% from the department A,52% from the department B) stated that the superiors move most often in personal zone in communication with the subordinates , they maintain personal distance (distance 45 90 cm) . => Verifikacija hipoteze Na osnovu analize rezultata odbacujemo hipotezu H1: 80% ispitanika misli misli da pretpostavljeni održavaju društvenu distancu: ~~~ 1,2 2,1m kada komuniciraju s njima na radnom mestu, kao što je većina ispitanika (56% - 61% iz sektora A, 52% iz sektora B) navela da se pretpostavljeni najčešće kreću u zoni ličnog prostora u komunikaciji sa podređenima, održavaju ličnu distancu (rastojanje od 45 90cm).
LL@(3815) Suggestions and recommendations in the field of non-verbal communication Scientific studies prove that a person perceives approximately 80 % of information by sight.The act of looking signifies interest in the object and the other way round.Our culture requires eye contact in communication.The fact that the superior and the subordinate look directly into the eyes in communication (49% of the respondents selected this option) indicates interest in feedback, which can be highly appraised in an organisation. => Sugestije i preporuke u oblasti neverbalne komunikacije Naučne studije pokazuju da pojedinac opaža približno 80% informacija pogledom. ~~~ Čin gledanja (pogled) otkriva interesovanje za predmet obraćanja i obratno. ~~~ Naša kultura zahteva da se u komunikaciji ljudi gledaju u oči.
LL@(3816) On the other hand the superior´s avoidance of eye contact in communication (in total 30% of the respondents chose this option) could result into the subordinate´s feeling of insecurity and give the impression of superior´s disinterest.This could cause communication breakdown and conflicts at the workplace.Thus, it is necessary to prevent such undesirable phenomena by for example communication training sessions. => Činjenica da se pretpostavljeni i podređeni gledaju u oči tokom razgovora (49% ispitanika dalo je ovakav odgovor) pokazuje da postoji interesovanje za povratnu informaciju, koje može visoko da se rangira u organizaciji. ~~~ S druge strane, kad pretpostavljeni izbegava pogled tokom razgovora (što je navelo 30% ispitanika), to može da ima za posledicu osećanje nesigurnosti kod podređenih i utisak da pretpostavljeni nije zainteresovan. ~~~ Ovo može da dovede do prekida u komunikaciji i do sukoba na radnom mestu. ~~~ Stoga je neophodno sprečiti ovakve neželjene pojave, na primer organizacijom časova obuke u oblasti komunikacije.
LL@(3817) Exploring the positioning of the communication participants we found out that in both department A and B the superiors use personal zone (distance 45 90 cm) most frequently in contact with the subordinates. => Pri istraživanju položaja učesnika u komunikaciji zaključili smo da i u sektoru A i u sektoru B pretpostavljenji u komunikaciji sa podređenima najčešće koriste zonu ličnog prostora (rastojanje od 45 90cm).
LL@(3818) Although this is the most common distance in the explored company the superiors should maintain mainly social zone (1,2 3,7 m) in formal communication with employees. => Iako ovo predstavlja najuobičajenije rastojanje u kompaniji koju smo posmatrali, pretpostavljeni bi uglavnom trebalo da koriste društvenu zonu (1,2 3,7m) u zvaničnoj komunikaciji sa zaposlenima.
LL@(3819) Such a distance provides communication participants (in our case maily the subordinate employees) with the feeling of psychic security. => Ovakvo rastojanje obezbeđuje da se učesnici u komunikaciji (u našem slučaju uglavnom podređeni zaposleni) osećaju psihički sigurnije.
LL@(3820) All leading employees should master necessary communication skills, they should be led to self-refection and to personal development in this field (Butoracová [indleryová, 2006). => Svi vodeći zaposleni moraju da ovladaju neophodnim umećima komunikacije, treba uvek da sagledavaju se be i da se lično razvijaju i napreduju u ovoj oblasti (Butoracová [indleryová, 2006).
LL@(3821) As a result we suggest that the company start in-company training and education in the field of nonverbal communication or more precisely communication training. => Kao rezultat, predlažemo da kompanija organizuje svojim zaposlenima obuku na polju neverbalne komunikacije ili, preciznije, obuku u komunikaciji.
LL@(3822) The training should be focused not only on the improvement of verbal and non-verbal communication, but also on the identification and elimination of the most frequent flaws in communication. => Ova obuka ne treba da se fokusira samo na unapređenje verbalne i neverbalne komunikacije, već i na prepoznavanje i eliminisanje najčešćih mana u komunikaciji.
LL@(3823) After undergoing the communication training the leaders will demonstrate better knowledge and information in the field of verbal and non-verbal communication ,which could significantly help the company increase the work productivity (Mrvová, 2006, p. 270) and improve relations at the workplace. => Pošto prođu obuku u komunikaciji, lideri će raspolagati boljim znanjem i informisanošću u oblasti verbalne i neverbalne komunikacije, što može značajno da pomogne kompaniji da poveća produktivnost na radu (Mrvová, 2006, str. 270) i poboljša odnose na radnom mestu.
LL@(3824) Conclusion Body language, non-verbal communication can put the finishing touches to the meaning of exchanged information since posture, facial expressions or gestures add emotional charge to the content of communication. => Zaključak Govor tela, neverbalna komunikacija, može da predstavlja šlag na torti kada se radi o značenju razmenjenih informacija, pošto položaj tela, izrazi lica ili gestovi dodaju sadržaju informacije emocionalni naboj.
LL@(3825) They can highlight ,question,gloss or utterly deny the content of the information. => Menadžer treba da poznaje oblike neverbalne komunikacije tako da može efektivno i primereno da ih primeni u vertikalnoj komunikaciji (u odnosima sa podređenima), ali i u horizontalnoj komunikaciji (u kontaktima sa zaposlenima njegovog ranga).
LL@(3826) A manager should be familiar with the forms of non-verbal communication so that he or she could apply them within vertical communication (in relation to subordinates), but also in horizontal communication (in contact with employees in the same position) appropriately and effectively.The mastery of non-verbal communication would enable managers to eliminate signals revealing their weaknesses and decode non-verbal communication of other coworkers in the organisation. ~~~ BIBLIOGRAPHY Košice: Sv. => Dobro poznavanje neverbalne komunikacije omogućiće menadžerima da eliminišu signale koji otkrivaju njihove slabosti i da dešifruju neverbalnu komunikaciju drugih saradnika u organizaciji.
LL@(3827) Seminár Š1Ë BA[ISTOVÁ, A. TRE[ČAKOVÁ, J.: Vybrané kapitoly z mana érskej psychológie. => BIBLIOGRAFIJA Š1Ë BA[ISTOVÁ, A. TRE[ČAKOVÁ, J.:
LL@(3828) 1. vyd. => Vybrané kapitoly z manažérskej psychológie. 1. vyd.
LL@(3829) Karola Bartolomejského, 2007. => Košice: ~~~ Seminár Sv. Karola Bartolomejského, 2007. ISBN 978-80-89138-66-1 Š2Ë BUTORAC, D.:
LL@(3830) ISBN 978-80-89138-66-1 Š2Ë BUTORAC, D.: Marketingová komunikácia v spojení s brand mana mentom budovanie značky SABI. => Marketingová komunikácia v spojení s brand manažmentom budovanie značky SABI. ~~~ In:
LL@(3831) In: Nové trendy v marketingu. => Nové trendy v marketingu.
LL@(3832) Trnava: UCM FMK, 2008. s.86-98. => Trnava: ~~~ UCM FMK, 2008. ~~~ s.86-98. ISBN:
LL@(3833) ISBN: 808105-006-0 Š3Ë BUTORACOVÁ [INDLERYOVÁ, : Aplikácia psychológie práce na vedenie projektového tímu. => 808105-006-0 Š3Ë BUTORACOVÁ [INDLERYOVÁ, I. : ~~~ Aplikácia psychológie práce na vedenie projektového tímu.
LL@(3834) In: Psychológia práce 2006 Zborník príspevkov. => In: ~~~ Psychológia práce 2006 Zborník príspevkov.
LL@(3835) Košice: SAV, 2006. => Košice:
LL@(3836) ISBN: 80-969628-0-9 I. Š4Ë FERJENČIK, J.: Komunikácia v organizáciách. => SAV, 2006. ISBN: ~~~ 80-969628-0-9 Š4Ë FERJENČIK, J.:
LL@(3837) 1. vyd. => Komunikácia v organizáciách. 1. vyd.
LL@(3838)  => Bratislava:
LL@(3839) Bratislava: Ekonóm, 2001. => Ekonóm, 2001. ISBN 80-225-1415-2 Š5Ë KERUL, R.:
LL@(3840) ISBN 80-2251415-2 Š5Ë KERUL, R.: Marketing Support to the Management of Regional Development Trends and SMEs Innovations in Slovakia. => Marketing Support to the Management of Regional Development Trends and SMEs Innovations in Slovakia. ~~~ In:
LL@(3841) In: Zborník vedeckých prác katedry ekonómie a ekonomiky ANNO 2008. => Zborník vedeckých prác katedry ekonómie a ekonomiky ANNO 2008.
LL@(3842) Prešov: Prešovská univerzita v Prešove, 2008. => Prešov:
LL@(3843) ISBN: 80-8068-798-4. => Prešovská univerzita v Prešove, 2008. ISBN:
LL@(3844) Š6Ë KOTULIč, R., ADAMIšIN, P. 2003. => 80-8068-798-4. Š6Ë KOTULIČ, R., ADAMIšIN, P. 2003.
LL@(3845) Perspektívy In-Store komunikácie na prelome milénia. => Perspektívy In-Store komunikácie na prelome milénia.
LL@(3846) In: Marketingová panoráma, roč. => In: ~~~ Marketingová panoráma, roč. 1, 2006, č. 3, s.35-36, ISSN:
LL@(3847) 1, 2006, č. => 1336-1864 Š7Ë MOROVSKÁ, I.:
LL@(3848) 3, s.3536, ISSN: 1336-1864 Š7Ë MOROVSKÁ, I.: Marketingová komunikácia a jej úloha v regionálnom marketingu. => Marketingová komunikácia a jej úloha v regionálnom marketingu. ~~~ In:
LL@(3849) In: Zborník z medzinárodnej vedeckej konferencie Nové trendy v marketingu. => Zborník z medzinárodnej vedeckej konferencie Nové trendy v marketingu.
LL@(3850) Trnava: UCaM, FMK, 2008. s. => Trnava: ~~~ UCaM, FMK, 2008.
LL@(3851) 276 - 281. => s. 276 - 281. ISBN 978-80-8105-006-0 Š8Ë MRVOVÁ, K.:
LL@(3852) ISBN 978-80-8105-006-0 Š8Ë MRVOVÁ, K.: Marketingová analýza v orientácii na podnik cestovného ruchu. => Marketingová analýza v orientácii na podnik cestovného ruchu. ~~~ In:
LL@(3853) In: Zborník referátov a príspevkov &#8211; VEDECKÉ KONFERENCIE. => Zborník referátov a príspevkov &#8211; VEDECKÉ KONFERENCIE.
LL@(3854) Dni otvorených dverí. => Dni otvorených dverí.
LL@(3855) Bratislava: Centrum ?alšieho vzdelávania Ekonomickej univerzity, 2006. => Bratislava: ~~~ Centrum ?alšieho vzdelávania Ekonomickej univerzity, 2006. ISBN 80225-2175-2 Š9Ë BUTORACOVÁ [INDLERYOVÁ, I. :
LL@(3856) ISBN 80-2252175-2 Š9Ë BUTORACOVÁ [INDLERYOVÁ, : Aplikácia psychológie práce na vedenie projektového tímu. => Aplikácia psychológie práce na vedenie projektového tímu. ~~~ In:
LL@(3857) In: Psychológia práce 2006 Zborník príspevkov. => Psychológia práce 2006 Zborník príspevkov.
LL@(3858) Košice: SAV, 2006. => Košice:
LL@(3859) ISBN: 80-969628-0-9. => SAV, 2006. ISBN:
LL@(3860) I. Š10Ë TEJ, J.: Súčasné trendy vo výchove k podnikaniu. => 80-969628-0-9. Š10Ë TEJ, J.: ~~~ Súčasné trendy vo výchove k podnikaniu.
LL@(3861) In: Pedagogická profesia v kontexte aktuálnych spoločenských zmien : (riziká, problémy, perspektívy). => In: ~~~ Pedagogická profesia v kontexte aktuálnych spoločenských zmien : (riziká, problémy, perspektívy). ~~~ Prešov:
LL@(3862) Prešov: Fakulta humanitných a prírodných vied Prešovskej univerzity, 2001, s. ~~~ 368-372. ~~~ ISBN 80-8068-037-X PhDr. => Fakulta humanitných a prírodných vied Prešovskej univerzity, 2001, s. 368-372. ISBN 80-8068-037-X PhDr.
LL@(3863) PaedDr.. => PaedDr..
LL@(3864) Martina Ferencová, PhD. => Martina Ferencová, PhD.
LL@(3865) University of Prešov in Prešov, Faculty of Management mferencova¿centrum.sk Mutual funds as a long-term financing source of the enterprise UDC 347.72.028:330.142.211 336.1.07 Mr Jelena ]irić1, Mr Slobodan Morača2, Msc Danijela Gračanin3 1Faculty of Technical Sciences, Novi Sad, Trg Dositeja Obradovića 6 2Faculty of Technical Sciences, Novi Sad, Trg Dositeja Obradovića 6, boban¿iis.ns.ac.yu 3Faculty of Technical Sciences, Novi Sad, Trg Dositeja Obradovića 6, gracanin¿iis.ns.ac.yu XI International Symposium SymOrg 2008, 10th - 13th. => University of Prešov in Prešov, Faculty of Management mferencova¿centrum.sk Investicioni fondovi kao dugoročni izvor finansiranja preduzeća UDK 347.72.028:330.142.211 336.1.07 mr Jelena ]irić 1, mr Slobodan Morača 2 , msc Danijela Gračanin3 1 Fakultet tehničkih nauka, Novi Sad, Trg Dositeja Obradovića 6, jelena¿iis.ns.ac.yu 2 Fakultet tehničkih nauka, Novi Sad, Trg Dositeja Obradovića 6, boban¿iis.ns.ac.yu 3 Fakultet tehničkih nauka, Novi Sad, Trg Dositeja Obradovića 6, gracanin¿iis.ns.ac.yu XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(3866) September 2008, Belgrade, Serbia Mutual funds are nonbanking financial institutions that collect savings of individual investors in order to invest capital on financial market. => Septembar 2008, Beograd, Srbija Investicioni fondovi su nebankarske finansijske institucije koje prikupljaju štednju pojedinačnih investitora, a zatim prikupljena sredstva plasiraju na finansijskom tržištu.
LL@(3867) Capital market in Serbia is underdeveloped and shallow, characterised by a chronical shortage of quality long-term capital sources, and there are only few enterprises listed on the Stock Exchange A list attractive to mutual funds. => Tržište kapitala u Srbiji je prilično nerazvijeno i plitko, postoji hronična oskudica kvalitetnih dugoročnih izvora sredstava, mali je broj preduzeća koja se nalaze na berzanskom A listingu i atraktivna su investicionim fondovima za ulaganje.
LL@(3868) The offer of quality shares, known as blue chips, is rather poor, however great demand for them is. => Naročito je slaba ponuda tzv. blue chip akcija visokog kvaliteta za kojima je izražena velika tražnja.
LL@(3869) In such circumstances companies are often faced with the problem of how to raise capital in case they do not have enough of their own. => U takvim uslovima preduzeća često imaju problem sa pribavljanjem kapitala, u slučaju nedovoljne sopstvene akumulacije.
LL@(3870) National companies still opt in favour of long-term loans (often under extremely unfavourable conditions), although the capital raising through IPO (initial public offer) and listing on the stock exchange would be a much more profitable solution in the long run. => Domicilna preduzeća se još uvek najčešće opredeljuju za uzimanje dugoročnih kredita (često pod vrlo nepovoljnim uslovima), iako bi pribavljanje kapitala putem javne ponude akcija i izlazak na berzu, dugoročno posmatrano, bilo racionalnije rešenje.
LL@(3871) Banks and international monetary institutions are still the main creditors in Serbia. => Kod nas još uvek dominantnu ulogu kreditora imaju poslovne banke i međunarodne finansijske instituticije.
LL@(3872) The mutual funds make decisions on investing into a company on the basis of financial statements, plans and projections, rather than on the basis of the prospectus. => Odluku o učešću u kapitalu preduzeća investicioni fondovi prvenstveno donose na osnovu finansijskih izveštaja, planova i projekcija, na osnovu prospekta.
LL@(3873) Companies are advised to make efforts to atract mutual funds which are considered to be long-term capital sources and the best way to do that is doing business transparently and constantly improving business results.This would contribute to reducing costs of company financing, improving the current market position, as well as capturing new market segments, improving the quality of the products and services, and financing new development projects. => Preduzeća treba da se potrude da transparentnim poslovanjem i kontinuiranim poboljšanjem rezultata poslovanja privuku investicione fondove, kao kvalitetne dugoročne izvore finansiranja. ~~~ To bi doprinelo snižavanju troškova finansiranja preduzeća, jačanju postojeće tržišne pozicije, kao i osvajanju novih tržišnih segmenata, poboljšanju kvaliteta proizvoda i usluga, finansiranju novih razvojinih poduhvata.
LL@(3874) It is important that there be a mutual interest shared by both the management of the fund and that of the company, and this is, above all, the profit. => Važno je da postoji zajednički interes na relaciji menadžment fonda i menadžment kompanije, a to je iznad svega profit. 1.
LL@(3875) 1. ~~~ Introduction Mutual funds are non-banking financial institutions that collect savings of individual investors and invest the collected capital on financial market. => Uvod Investicioni fondovi su nebankarske finansijske institucije koje prikupljaju štednju pojedinačnih investitora i prikupljena sredstva plasiraju na finansijsko tržište.
LL@(3876) On the basis of the funds invested, the investors become the coowners of the investment fund portfolio. => Na osnovu uloženih sredstava, investitori postaju suvlasnici portfolia investicionog fonda.
LL@(3877) Mutual funds are a most appropriate form of capital mobilization. => Investicioni fondovi predstavljaju najpogodniju formu mobilizacije kapitala.
LL@(3878) They appeared by far later compared to commercial (business) banks; however, as financial institutions, they contributed greatly to the in-depth growth of the capital market and its further development. => Pojavili su se mnogo kasnije u odnosu na poslovne banke, ali su kao finansijske institucije značajno doprineli produbljivanju tržišta kapitala i njegovom daljem razvoju. 1.
LL@(3879) The facilities offered by mutual funds are numerous, such as: 1. ~~~ Professional management, through experienced professionals who manage the portfolio in a way better than any individual investor would, even upon a detailed market analysis. ~~~ 2. => Profesionalni menadžment, preko Brojne su pogodnosti koje nude investicioni fondovi: iskusnih stručnjaka koji upravljaju portfoliom mnogo bolje nego što bi to i jedan pojedinačni investitor mogao da uradi, čak i nakon detaljne analize tržišta. 2.
LL@(3880) Diversification means that the mutual fund portfolio contains various issuers securities, by which the risk is reduced in case some issuers financial results prove to be unfavourable. ~~~ This is so because the share of their securities in the entire portfolio is small, so they cannot induce any serious harm to the whole of the portfolio. ~~~ 3. => Diversifikacija znači da se u portfoliu investicionog fonda nalaze hartije od vrednosti različitih emitenata, čime se smanjuje rizik u slučaju da pojedini emitenti ostvare loše finansijske rezultate, jer je učešće njihovih hartija od vrednosti u ukupnom portfoliu malo, te ne mogu značajnije da ugroze kompletan portfolio. 3.
LL@(3881) The simplicity of (re)investing, which means that there is no preconditioned minimum amout of investing, whereas there is a possibility of further purchase of additional shares, even in case when the investor is not in possession of any larger sum of financial assets. => Jednostavnost (re)investiranja, što znači da se najčešće ne uslovljava minimalni iznos ulaganja, uz mogućnost naknadne kupovine dodatnih akcija, čak i ako investitor ne raspolaže većim iznosom finansijskih sredstava.
LL@(3882) Mutual funds also offer a possibility of automatic reinvestment of dividends, as well as plans for financial assets withdrawal. ~~~ 2. => Investicioni fondovi nude i mogućnost automatskog reinvestiranja dividendi, kao i planove povlačenja finansijskih sredstava. 2.
LL@(3883) The mutual funds phenomenon 2.1 Mutual funds on developed countries financial markets and on those of former socialist countries of Europe The mutual funds phenomenon is so widely spread that their net property worldwide at the end of 2007 amounted to $26.2 trillion, and the number of open mutual funds reached 66,350. => Fenomen investicionih fondova 2.1 Investicioni fondovi na finansijskim tržištima razvijenih zemalja i biviših socijalističkih zemalja Evrope Fenomen investicionih fondova je u toj meri rasprostranjen, da njihova neto imovina širom sveta na kraju 2007. godine iznosi 26,2 triliona dolara, a broj otvorenih investicionih fondova je 66.350.
LL@(3884) Almost half of the total number of funds are funds containing shares, bonds and funds on the money market. => Pri tome skoro polovinu od ukupnog broja fondova čine fondovi akcija, obveznica i fondovi na tržištu novca.
LL@(3885) The three types of funds we mentioned above are evenly spread, the rest are the balanced and other types of funds. => Tri navedena tipa fondova su podjednako zastupljeni, a ostatak čine balansirani i ostali tipovi fondova.
LL@(3886) According to the territorial spread, more than half of the total number of funds in the world come from the U.S.A., about one third of the number are from Europe, whereas the rest are of Asian origin. => Po teritorijalnoj zastupljenosti fondova više od polovine svih investicionih fondova u svetu potiču iz SAD, dok je oko trećina fondova iz Evrope, a ostatak je azijskog porekla.
LL@(3887) The U.S.A. also has a large number of the so-called fund families, where there is a large number of different types of funds under one umbrella. => Takođe u SAD su vrlo zastupljene i tzv. familije fondova, gde se pod jednim kišobranom nalazi veliki broj različitih tipova fondova.
LL@(3888) The developed countries of Europe follow the rising trend of popularity of funds that governs the American market. => Razvijene evropske zemlje prate uzlazni trend popularnost fondova koji vlada na američkom tržištu.
LL@(3889) During the 1990s, in almost all the former socialist countries od the Central and Eastern Europe, a model of mass voucher privatization (MVP) was implemented as a method of privatization of state or publicowned enterprises. => U gotovo svim bivšim socijalističkim zemljama Centralne i Istočne Evrope je tokom devedesetih godina bio primenjen model masovne vaučerske privatizacije (MVP) kao način privatizacije preduzeća u državnoj, odnosno društvenoj svojini.
LL@(3890) The point of MVP is that the citizens are given free (or at a minimal comission) vouchers they could use to purchase the company shares, that is, exchange them for the stakes in the privatization-investment fund. => Suština MVP jeste da se građanima besplatno (ili uz minimalnu proviziju) podele vaučeri kojima mogu da kupuju akcije kompanija, odnosno da ih zamenjuju za uloge u privatizacionom investicionom fondu.
LL@(3891) The mass voucher privatization is the fastest and very popular privatization technique, aimed to ensure as just as possible a distribution of state or public property among all the citizens of a country who are of age. => Masovna vaučerska privatizacija je najbrža i vrlo popularna tehnika privatizacije, kojom se teži ostvariti što pravednija raspodela državne, odnosno društvene svojine svim punoletnim građanima jedne zemlje.
LL@(3892) The MVP effects vary depending on the state, the economic and political situations in the period the MVP is conducted, as well as on the consistency of its implementation. => Efekti MVP variraju u zavisnosti od države, ekonomske i političke situacije u periodu sprovođenja MVP, kao i doslednosti njene primene.
LL@(3893) Outstanding results have also been achieved in former socialist countries in which the funds achieved the value of tens of billions euros in a very short time, with a large number of citizens inveszing in mutual funds. => Impozantni rezultati su ostvareni i u bivšim socijalističkim zemljama, u kojima su fondovi za vrlo kratak vremenski period (malo duže od jedne decenije) dostigli vrednost imovine izražene u desetinama milijardi evra, a veliki broj građana ulaže u investicione fondove.
LL@(3894) In Croatia, for example, 11 years upon their appearance, such funds control the net property of about €4 billion, with 95 open funds being active. => Tako na primer fondovi u Hrvatskoj 11 godina nakon njihovog pojavljivanja, upravljaju neto imovinom od oko 4 milijarde evra, uz poslovanje 95 otvorenih fondova.
LL@(3895) In Slovenia, about €3 billion was invested into mutual funds, with about one hundred different types of funds actively working. => U Sloveniji je u investicione fondove investirano oko 3 milijarde evra, a posluje oko stotinu različitih tipova fondova. 2.
LL@(3896) 2.2 Mutual funds on the Serbian financial market Serbia is the only country in these parts in which the privatization is not carried out using the MVP model. => Investicioni fondovi na finansijskom tržištu Srbije Srbija je jedina zemlja u okruženju u kojoj privatizacija društvene imovine nije ostvarena primenom modela MVP.
LL@(3897) The question is: why did we use other methods of privatization and would the implementation of the MVP model result in fairer effects of privatization, as a majority of citizens would be included. => Ostaje pitanje, zašto su kod nas primenjene druge metode privatizacije, i da li bi se modelom MVP ostvarili pravedniji efekti privatizacije, s obzirom da bi bila uključena većina stanovništva.
LL@(3898) Throughout the privatization period there was no obligation to verify the origin of capital with which a large number of enterprizes were privatized in Serbia. => Tokom privatizacije nije postojala obaveza provere porekla kapitala kojim su privatizovana mnoga preduzeća u Srbiji.
LL@(3899) Until a couple years ago Serbia was one of the few countries in Europe where enterprises with a significant development and profit potential could be bought at low investment, and this was the main reasom the venture funds emerged. investors, the rest goes to the professional management). => Do pre nekoliko godina Srbija je bila jedna od retkih zemalja u Evropi u kojoj su se uz manja ulaganja mogla kupiti preduzeća koja imaju razvojni i profitni potencijal, te je to bio glavni razlog pojave venture fondova. ~~~ Investiciona logika venture fondova se bazira na tome da tokom nekoliko godina prisustva u kompaniji ovi fondovi investiraju veće iznose kapitala i obezbeđuju potrebna menadžerska znanja, kako bi uvećali tržišnu vrednost preuzete kompanije.
LL@(3900) The expected revenues are high and range from 15% to 20% annually, over a 5 to 7 year period, however, these investments are highly risky and amounts of less than $200 million are rarely invested. => Zatim se berzanskim putem akcije izlečenog preduzeća prodaju po nekoliko puta većoj ceni od kupovne, a venture fondovi se povlačim građanima jedne zemlje.
LL@(3901)  => Efekti MVP variraju u zavisnosti od države, ekonomske i političke situacije u periodu sprovođenja MVP, kao i doslednosti njene primene.
LL@(3902)  => Impozantni rezultati su ostvareni i u bivšim socijali stičkim zemljama, u kojima su fondovi dina, ali se isto tako radi o veoma rizičnim ulaganjima i najčešće se ne investiraju iznosi manji od 200 miliona $.
LL@(3903) In the former socialist countries, in which the financial market has come to life in the last 10 to 15 years, there was a real battle going on between multinational corporations and venture funds concerning the takeover of the companies that could, with a substantial financial injection and professional management, be successfully restructured and sold in a later period, at a prospectively high profit for the investors. => U bivšim socijalističkim zemljama, u kojima u poslednjih 10 do 15 godina oživljava finansijsko tržište, vladala je velika borba između multinacionalnih kompanija i venture fondova oko preuzimanja preduzeća koja se uz veću finansijsku injekciju i profesionalni menadžment mogu uspešno restruktirati i kasnije prodati uz potencijalno visoku zaradu za investitore.
LL@(3904) After a decade of Serbias lagging behind the countries in the region, the Investment Funds Act was passed and enforced towards the end of 2006. => Nakon decenije zakašnjenja u odnosu na zemlje u našem regionu, 2006. godine je usvojen i krajem godine stupio na snagu Zakon o investicionim fondovima.
LL@(3905) Given the obvious fact that such funds achieved outstanding results on the capital markets of neighbouring countries, it would have been much better if this Act had been enforced at an earlier time, and especially before the first venture funds invested their capital. => S obzirom da su investicioni fondovi na tržištima kapitala u susednim zemljama ostvarivali odlične rezultate, za razvoj domicilnog tržišta kapitala bi takođe bilo mnogo bolje da je Zakon ranije stupio na snagu, a naročito pre ulaganja kapitala prvih venture fondova.
LL@(3906) The Law in this country provides that three types of funds are allowed to operate: the open funds (which are organized), closed funds (which are founded) and private funds. => Prema našem Zakonu, predviđa se mogućnost poslovanja tri vrste fondova: otvorenih (koji se organizuju), zatvorenih (koji se osnivaju) i privatnih fondova.
LL@(3907) The minimum amount of equity capital for open and closed funds is €200,000, whereas for the private funds it amounts to €50,000 (in dinar equivalent value on the day of subscription). => Za otvorene i zatvorene fondove minimalni novčani iznos osnovnog kapitala je 200.000 €, a za privatne fondove 50.000 € (u dinarskoj protivvrednosti na dan uplate).
LL@(3908) A wide range of financial instruments into which the fund property may be invested is stated. => Predviđen je širok dijapazon finansijskih instrumenata u koje se može ulagati imovina fonda.
LL@(3909) The Law also defined the upper limits of investments in certain types of securities of one issuer, the costs and incomes the fund achieves in the course of its operations, the method of fund management, the obligation of giong public with the prospectus and the minimum of its information contents, as well as any other issues included into the legislative of this relatively new field. => Definisani su gornji limiti ulaganja u pojedine tipove hartija od vrednosti jednog emitenta, troškovi i prihodi koje fond ostvaruje u svom poslovanju, način upravljanja fondovima, obaveza objavljivanja prospekta i minimum njegove informativne sadržine, kao i sva druga pitanja kojima se zakonski uređuje ova relativno nova oblast.
LL@(3910) The following types of funds are mentioned to operate in the future: a) funds for raising the value of property; b) balanced funds and c) funds for retaining the value of property. => Predviđeno je poslovenja sledećih tipova investicionih fondova: a) fondovi rasta vrednosti imovine, b) fondovi prihoda, c) balansirani fondovi i d) fondovi očuvanja vrednosti imovine.
LL@(3911) The investment logics of venture funds says that during a number of years of presence in the company, these funds invest rather substantial sums of capital and supply the necessary management knowledge, in order to raise the market value of the company they took over. => Prvi otvoreni investicioni fond u Srbiji je osnovan februara 2007. godine, i to balansirani fond, a svi ostali su fondovi rasta vrednosti imovine.
LL@(3912) Then, the shares of the cured company are sold at the stock exchange at a price several times higher than the innitial, purchase price, and the venture funds withdraw from the ownership in the company, taking their share in the income in proportion to the funds invested (about 80% of profit belongs to the The first mutual fund in Serbia was founded in February 2007. ~~~ It was a balanced fund, and all the rest were the funds for raising the value of property. => 
LL@(3913) The value of property of these funds on 25th June, 2008 amounted to 3.5 billion dinars or approximately €45 million. => Vrednost imovine ovih fondova na dan 25.06.2008. godine je 3,5 milijarde dinara ili blizu 45 miliona evra.
LL@(3914) During the early months of operating, the investment units of the majority of funds reached the price by 30% to 40% higher compared to their innitial price. => U prvim mesecima poslovanja investicione jedinice većine fondova su dostigle cenu za 30 % do 40 % veću od početne.
LL@(3915) Following these, two closed mutual funds started their operations, and in the second half of the year a new close fund will start, investing into real estate. => Uskoro počinju da posluju i dva zatvorena investiciona fonda, a u drugoj polovina godine se očekuje početak poslovanja zatvorenog fonda koji će ulagati u nekretnine.
LL@(3916) Closed funds raise capital by public sale of shares, they invest long-term and are generally more profitable compared to open funds, however, the innitial investments into closed funds are much higher (shares are significantly more expensive) and investors should be informed beforehand on the investment logics of these funds. => Zatvoreni fondovi prikupljaju sredstva putem javne prodaje akcija, ulažu dugoročno i uglavnom su profitabilniji od otvorenih fondova, ali su istovremeno početna ulaganja u zatvorene fondove mnogo veća (akcije imaju mnogo višu cenu) i investitiori treba da imaju određena predznanja o investicionoj logici ovih fondova.
LL@(3917) With the rise of the number of closed funds, the Belgrade Stock Exchange plans to organize a separate segment of quotation. => Sa porastom broja zatvorenih fondova, Beogradska berza planira da organizuje poseban segment kotacije.
LL@(3918) It is a fact that open funds are much more available to a greater number of small investors in possession of smaller amounts of capital to invest through the mutual fund. => Poznato je da su otvoreni fondovi mnogo pristupačniji većem broju sitnih investitora koji raspolažu manjim iznosima kapitala slobodnog za plasman putem investicionog fonda.
LL@(3919) In case of both open and closed funds the investors are advised to invest over a period of a minimum 3 to 5 years, since the advantages of investing into mutual funds can be felt and the stock exchange oscillations reflected on the fund performances can be annulled only over a longer period of time. => I kod otvorenih i kod zatvorenih fondova investitorima se savetuje ulaganje na minimum 3 do 5 godina, jer se tek u dužem periodu mogu osetiti prednosti ulaganja u investicione fondove i anulirati berzanske oscilacije koje se reflektuju na performanse fondova.
LL@(3920) A growing number of mutual funds is an indicator of a positive trend on the domicile financial market, which is mirrored in the growing diversity of investment possibilities, where every owner of capital will be in a position to find a mutual fund according to his investment objectives and the risk tolerance. => Sve veći broj investicionih fondova je pokazatelj pozitivnog trenda na domicilnom finansijskom tržištu, što se odražava na povećanje raznovrsnosti investicionih mogućnosti, gde će svaki vlasnik kapitala moći da pronađe investicioni fond u skladu sa svojim investicionim ciljevima i tolerancijom rizika.
LL@(3921) A number of funds from Croatia and Slovenia are also licenced on the Serbian financial market, and an increased interest of mutual funds from the more advanced countries in this reagion to invest in the domicile financial market is expected. => Na finansijskom tržištu Srbije dozvolu za osnivanje i poslovanje je dobilo i nekoliko fondova iz Hrvatske i Slovenije, tako da se očekuje još veća zainteresovanost investicionih fondova iz razvijenijih zemalja u regionu za ulaganje na domicilnom finansijskom tržištu.
LL@(3922) Figure 1: Participation of certain mutual funds on the Serbian financial market on 25th June, 2008 Figure 1 shows that out of the total of invested capital into mutual funds, ¼ belongs to each of the funds that were the first to be founded and start operations on the financial market of this country, and these are one balanced fund (Delta Plus) and one for raising the value of property (Fima Proactive). => Slika 1: ~~~ Učešće pojedinih investicionih fondova na finansijskom tržištu Srbije na dan 25.06.2008. godine Na slici br. 1 se može videti da od ukupno uloženih sredstava u investicione fondove, po ¼ pripadaju fondovima koji su među prvi osnovani i počeli da posluju na našem finansijskom tržištu, a to su jedan balansirani fond (Delta Plus) i jedan fond rasta vrednosti imovine (Fima Proactive).
LL@(3923) All the other funds were founded somewhat later, therefore their market share is smaller. => Svi ostali fondovi su nešto kasnije osnovani i imaju manje tržišno učešće.
LL@(3924) As well as in other countries in this region, it is banks who lead in founding the funds, which is a proof of banksgrowing interests in investment banking and their response to an ever fiercer competition coming from the part of institutionalized investors. => U Srbiji kao i u zemljama u regionu (pre desetak godina) banke prednjače u osnivanju investicionih fondova, što je odraz rastuće zainteresovanosti banaka za investiciono bankarstvo i njihov odgovor na pojačanu konkurenciju koja dolazi od strane institucionalnih investitora.
LL@(3925) It is also evident that the citizens are becoming increasingly interested to direct their savings towards mutual funds and other institutionalized investors due to higher revenues compared to classic fixed-term deposits with the banks (average revenues of mutual funds range from 8 to 15%). => Evidentna je sve veća zainteresovanost građana za usmeravanje štednje ka investicionim fondovima i drugim institucionalnim investitorima zbog većih pri nosa u odnosu na klasično oročavanje sredstava kod banaka (prosečni prinosi investicionih fondova se kreću od 8 do 15 % ).
LL@(3926) 2.3 Mutual funds as long-term financing source of domicile enterprises The problem with our capital market is that it is rather shallow; that is, there is no adequate offer of financial instruments into which mutual funds, but also other institutionalized investors would invest. => 2.3 Investicioni fondovi kao dugoročni izvor finansiranja domicilnih preduzeća Problem je što je naše tržište kapitala vrlo plitko, tj. nema adekvatne ponude finansijskih instrumenata u koje bi ulagali investicioni fondovi, ali i drugi institucionalni investitori.
LL@(3927) The listing of public corporations in the fields of telecommunications, electric power supply, oil industry, on the Stock Exchange would greatly improve the quality of offer of securities, since their shares are considered to be of high quality, and are known as blue chips. => Kvalitet ponude hartija od vrednosti bi se drastično popravio izlaskom na berzu javnih preduzeća iz oblasti telekomunikacija, elektroprivrede, naftne industrije, s obzirom da se njihove akcije tretiraju kao veoma kvalitetne, a poznate su kao blue chip (plavi žeton).
LL@(3928) There is a shortage of firms interesting to the mutual funds on capital market at the moment and, unless the situation develops in that direction, a possible scenario may be that the investment funds raise capital on the domicile market and place it on the foreign capital markets. => Trenutno je na tržištu kapitala nedovoljan broj firmi koje su interesantne investicionim fondovima i ukoliko se situacija ne bude razvijala u tom smeru, mogući scenario bi mogao biti da investicioni fondovi prikupljaju kapital na domicilnom tržištu, a plasiraju isti na tržištima kapitala u inostranstvu.
LL@(3929) Such an outcome would be very unfavourable for the development of national economy, since mutual funds can be a very prolific longterm financing source of the enterprise. => Ovakav ishod nikako ne bi odgovarao razvoju domaće privrede, s obzirom da investicioni fondovi mogu biti veoma izdašan dugoročni izvor finansiranja preduzeća.
LL@(3930) The interest rates paid to bank loans in Serbia are significantly higher compared to the average interest rates in the countries in this region. => Kamatne stope na bankarske kredite u Srbiji su znatno više od prosečnih kamatnih stopa u zemljama u regionu.
LL@(3931) One of the reasons is a high risk of the country and a low credit rating, due to which the domicile banks borrow capital on the world markets under rather unfavourable conditions. => Jedan od razloga je visok rizik zemlje i nizak kreditni rejting, zbog čega domicilne banke pod nepovoljnijim uslovima pozajmljuju kapital na svetskom tržištu.
LL@(3932) Another reason is a restrictive monetary politics conducted by the Central Bank, aiming to control inflation and reduce credit expansion by ways of increasing the effective interest rate, the rate of statutary reserve on foreign currency deposits and other instruments. => Drugi razlog je restriktivna monetarna politika centralne banke, kojom pokušava da obuzda inflaciju i smanji kreditnu ekspanziju, putem povećanja efektivne kamatne stope, stope obavezne rezerne na devizne depozite i drugim instrumentima.
LL@(3933) To these should be added the bank margins, all of which together result a high price of borrowing and a heavy burden for the firms. => Ovome treba takođe dodati i bankarske marže, što sve zajedno uslovljava visoku cenu zaduživanja i veliko opterećenje za preduzeća.
LL@(3934) With the growing competirion among banks and a more significant role of institutionalized investors (investment, pension and insurance funds) on the financial market of Serbia it can be expected that the price of borrowing will fall. => Sa jačanjem konkurencije među bankama i značajnijom ulogom institucionalnih investitora (investicionih, penzionih i osiguravajućih fondova) na finansijskom tržištu Srbije može se očekivati smanjenje cene zaduživanja.
LL@(3935) All this, however, should be observed in the context of movements on the global market and the presence of macroeconomic (in)stability in Serbia. => Međutim sve to treba posmatrati u kontekstu dešavanja na globalnom tržištu i postojanja makroekonomske (ne)stabilnosti u Srbiji.
LL@(3936) For example, the mortgage crisis has for months been present on the U.S. market, the recession is possible, and these conditions have greatly diminished the offer of capital. => Na primer, već nekoliko meseci na tržištu SAD je izražena hipotekarna kriza, uz mogućnost recesije, što je u velikoj meri umanjilo ponudu kapitala.
LL@(3937) Enterprises are still reluctant and not knowledgeable enough as regards the execution of the initial public offer of shares (IPO), although that could be a most inexpensive and a very efficient way of financing the growth of the enterprise. => Preduzeća još uvek oklevaju i nemaju dovoljno saznanja po pitanju realizacije inicijalne javne ponude akcija (IPO Initial Public Offer, eng.), iako to može biti najjeftiniji i veoma efikasan način finansiranja razvoja preduzeća.
LL@(3938) The Security Commission is ready to face the initial public offers of shares, however, our firms do not show enough interest in it. => Iako je Komisija za hartije od vrednosti spremna za inicijalne javne ponude akcija, još uvek nema dovoljno interesa naših preduzeća.
LL@(3939) The initial public offer is the first appearance of shares on the financial market, the primary one, that is. => Inicijalna javna ponuda predstavlja prvo pojavljivanje akcija na finansijskom tržištu, i to na primarnom.
LL@(3940) In this way the firm offers its shares to a wide range of prospective investors and raises capital necessary in financing the development of business operations. => Na taj način preduzeće nudi svoje akcije širokom krugu potencijalnih investitora i stiče kapital neophodan za finansiranje razvoja poslovanja.
LL@(3941) If the domicile firms opted for the initial public offer more often, the range of investors would equally often include large institutionalized investors too, e.g., mutual funds, which would in this way place the capital raised by the sale of the funds investment units. => Ako bi se domicilna preduzeća češće opredeljivala za inicijalnu javnu ponudu akcija, u krugu investitora bi se sve češće nalazili i veliki institucionalni investitori, kao na primer investicioni fondovi, koji bi na taj način plasirali kapital prikupljen prodajom investicionih jedinica fonda.
LL@(3942) Mutual funds, similarly to other institutionalized investors, can influence the development of small and medium companies (SME) by participating in the long-term sources of financing the company, either as majority or minority proprietors, and over a limited or an unlimited period of time. => Investicioni fondovi, kao i drugi institucionalni investitori, mogu uticati na razvoj malih i srednjih preduzeća (MSP) tako što će učestvovati u dugoročnim izvorima finansiranja preduzeća, u svojstvu većinskog ili manjinskog vlasnika, na ograničeni ili neograničen vremenski rok.
LL@(3943) That would enhance the efficiency of a firm, the strenghtening of the existing market position, as well as capturing new market segments, improving the quality of products and services and financing new development initiatives. => To bi doprinelo povećanju efikasnosti preduzeća, utemeljenju postojeće tržišne pozicije, kao i osvajanju novih tržišnih segmenata, poboljšanju kvaliteta proizvoda i usluga, i finansiranju novih razvojinih poduhvata.
LL@(3944) It is important that there is a mutual interest shared by the management of the fund and the management of the company, and this is, first and foremost, the profit. => Važno je da postoji zajednički interes na relaciji menadžment fonda i menadžment kompanije, a to je pre svega profit.
LL@(3945) An additional motive can be a sector or regional economic development. => Dodatni motiv može biti sektorski ili regionalni privredni razvoj.
LL@(3946) The funds make decisions on participating in the SME capital primarily on the basis of financial statements, plans and projects, on the basis of prospecti, while the companies should try to attract mutual funds as reliable long-term financing sources by their transparent business and a continual improvement of performance. => Odluku o učešću u kapitalu MSP fondovi će prvenstveno doneti na osnovu finansijskih izveštaja, planova i projekcija, na osnovu prospekata, a preduzeća treba da se potrude da transparentnim poslovanjem i kontinuiranim poboljšanjem rezultata poslovanja privuku investicione fondove, kao kvalitetne dugoročne izvore finansiranja.
LL@(3947) An additional motive for the mutual funds to invest into companies will also be the termination of the privatisation process, when a clearly defined ownership structure, profit guided business, business objectives and growth orientation of the company will become the factors on the basis of which the mutual funds will decide on investing into concrete companies. => Dodatni podsticaj zainteresovanosti investicionih fondova za ulaganje u preduzeća će biti i završetak procesa privatizacije, kada će jasno definisana vlasnička strukutra, profitno poslovanje, poslovni ciljevi i razvojna orijentacija preduzeća biti faktori na osnovu kojih će se investicioni fondovi odlučiti za ulaganje u konkretna preduzeća.
LL@(3948) All these should be viewed in the context of the growing indebtedness of Serbian companies; namely, only in the first quarter of this year the liabilities (debt) of national companies increased by 10% and amounted to €8.5 billion, whereas the net indebtedness in the same period also increased in comparison with the previous years and amounted to €525 million. => Sve ovo treba posmatrati u kontekstu rastuće zaduženosti preduzeća u Srbiji, pa je tako dug domaćih preduzeća samo u prvom kvartalu ove godine povećan za 10 % i dostigao je ukupan iznos od 8,5 milijardi evra, dok je neto zaduženje u pomenutom periodu takođe uvećano u poređenju sa prethodnom godinom i dostiglo je iznos od 525 miliona evra.
LL@(3949) Due to an increasingly more difficult debt servicing both from the point of view of the state and that of the companies, decisions should be made more in favour of the alternative sources of capital instead of classic bank loans. => Zbog sve težeg servisiranja dugova i sa aspekta države i sa aspekta preduzeća treba se više opredeljivati za alternativne izvore kapitala, u odnosu na klasično bankarsko kreditiranje.
LL@(3950) Recently, the SEAF fund (Small Enterprise Assistance Fund) came to Serbia. ~~~ This is a fund providing aid to small enterprises. => U Srbiji se nedavno pojavio i SEAF fond (Small Enterprise Assistance Fund), tj. fond za pomoć malim preduzećima.
LL@(3951) The SEAF provides the capital and operational support to the companies that have no access to traditional sources of capital, and operate on the developing markets. => SEAF fond obezbeđuje kapital i operativnu podršku preduzećima koja ne mogu da pristupe tradicionalnim izvorima kapitala, a posluju na tržišti ma koja se tek razvijaju.
LL@(3952) The SEAF also helps the chosen company to make contacts on a global level and improve its credibility, which makse the development and profitability of the company faster. => SEAF takođe omogućuje i povezivanje odabranog preduzeća na globalnom nivou i jačanje njegovog kredibiliteta, čime se ubrzava razvoj i profitabilnost istog.
LL@(3953) Although by investing into a chosen company the SEAF becomes a co-owner of it, the advantage the company gains is that there are no high costs of borrowing (as in traditional bank loans) and threats to liquidity. => Iako investiranjem u odabrano preduzeće SEAF postaje suvlasnik istog, prednost za preduzeće je što nema visokih troškova zaduživanja (kao kod tradicionalnih bankarskih kredita) i ugrožavanja likvidnosti.
LL@(3954) After a number of years the fund sells its share and withdraws from the ownership structure, achieving higher revenue rates, in accordance with the risk taken. => Nakon nekoliko godina fond prodaje svoje učešće i povlači se iz vlasničke strukture, ostvarujući više stope prinosa, u skladu sa preuzetim rizikom.
LL@(3955) A greater number of such funds could be very useful for small or newly established firms with a solid growth potential, a genuine product or service, but lack in capital, managing experience and contacts to facilitate their appearance on the foreign market. => Pojava više ovakvih fondova mogla bi biti veoma korisna za brojna mala ili tek osnovana preduzeća koja imaju solidan razvojni potencijal, jedinstven proizvod ili uslugu, i istovremeno im nedostaje kapital, menadžersko iskustvo i kontakti za lakši nastup na inostranom tržištu. 2.
LL@(3956) 2.4 Conditions for a more important role of mutual funds on the Serbian financial market In order that the capital market develop and the quantity and quality of the offer and demand of financial instruments be improved, it is necessary that the corporative management be raised to a higher level. => Uslovi za značajniju ulogu investicionih fondova na finansijskom tržištu Srbije U cilju razvoja tržišta kapitala i povećanja kvaliteta i kvantiteta ponude i tražnje finansijskih instrumenata, nužno je korporativno upravljanje podići na viši nivo.
LL@(3957) Transparency in business doing does not mean only reporting the financial statements in mass media or on the Internet. => Transparentnost u poslovanju ne znači samo objavljivanje finansijskih izveštaja u sredstvima informisanja ili putem interneta.
LL@(3958) It means a continuous communicating all the events relevant to the company performance and its results to all the present and prospective shareholders (co-owners) of the company. => To podrazumeva stalno obaveštavanje svih sadašnjih i potencijalnih akcionara (suvlasnika) kompanije o svim događajima relevantnim za poslovanje preduzeća i njegove rezultate.
LL@(3959) Medium and large companies (in this country) are also obliged to review their financial statements. => Srednja i velika preduzeća (kod nas), takođe imaju i obavezu revizije finansijskih izveštaja.
LL@(3960) A majority of activities that are understood as corporative management make at the same time the conditions for including a company into the A listing of the Belgrade Stock Exchange. => Većina aktivnosti koje podrazumeva korporativno upravljanje su ujedno i uslovi za uključivanje neke kompanije na A listing Beogradske berze.
LL@(3961) The companies listed on the Stock Exchange only following legal regulations, most often fearing the competition, still fail to reveal their reports. => Kompanije koje su uključene na berzu samo po osnovu zakonskih odredbi, najčešće u strahu od konkurencije još uvek prikrivaju svoje poslovanje.
LL@(3962) With no reports on the performance of such companies, investment funds will hesitate to invest in them. => Pri tome nema nikakvih izveštaja o poslovanju tih kompanija, te se investicioni fondovi neće opredeliti za investiranje u takve kompanije.
LL@(3963) Out of the total number of newly incorporated shares, only a small number of market active securities is expected. => Od ukupnog broja novopriključenih akcija očekuje se samo manji broj tržišno aktivnih hartija od vrednosti.
LL@(3964) In some large, successful corporations that were privatized earlier (breweries, dairies, cement works, etc.) the majority ownership ranges up to 90% of the total capital, which diminishes the possibility that these so called blue chips will soon become an issue of secondary trading. => U velikim uspešnim kompanijama koje su ranije privatizovane (pivare, mlekare, cementare, i sl.) većinsko vlasništvo se u nekima od njih kreće i do 90% od ukupnog kapitala, što umanjuje mogućnost da će ovi tzv. blue chip-ovi u skorije vreme budu predmet sekundarne trgovine.
LL@(3965) Such conditions also affect the operations and structure of the mutual funds portfolios, which, although interested in investing into quality securities, will not face an adequate offer. => Ovakvo stanje se odražava i na poslovanje i strukturu portfelja investicionih fondova, koji iako zainteresovani za ulaganje u kvalitetne hartije od vrednosti, neće susresti adekvatnu ponudu.
LL@(3966) The fact is that a lack of quality market material still remains a crucial problem and a limiting factor of the domicile capital market growth. => Činjenica je da nedostatak kvalitetnog tržišnog materijala i dalje ostaje krucijalni problem i ograničavajući faktor razvoja domicilnog tržišta kapitala.
LL@(3967) Apparently, inclusion of new companies into an off- market trading will improve quantity, rather than quality of the market offer, which may hinder the development pace of the domicile mutual funds. => Izvesno je, da će uključivanje novih kompanija na vanberzansko tržište mnogo više doprineti kvantitetu nego kvalitetu tržišne ponude, što može usporiti tempo razvoja domicilnih investicionih fondova.
LL@(3968) In order that a companys shares be included into the A listing of the Belgrade Exchange, it is necessary that the company operate for a period of at least three years, that its minimum amount of capital be €10 million, the review of financial statements be performed in accordance with the Ministry of Work of Serbia and judged as positive without reserve, that the minimum of 25% of totally issued shares be engaged in free trade, and that the dividends are paid to the owners of preference shares. => Da bi akcije neke kompanije bile uključene na A listing Beogradske berze, kompanija treba da posluje najmanje 3 godine, da ima minimalni iznos kapitala od 10 miliona €, da je izvršena revizija finansijskih izveštaja u skladu sa MRS uz pozitivno mišljenje bez rezerve, da je minimum 25 % od ukupno emitovanih akcija u slobodnom prometu, i da se isplaćuju dividende vlasnicima prioritetnih akcija.
LL@(3969) By May 2008 only three national companies were incorporated into the A listing of the Stock Exchange or in the BELEX BEST index. => Do maja 2008. godine, samo tri domaće kompanije se nalazi na A listingu berze ili u BELEX BEST indeksu.
LL@(3970) Viewed from the standpoint of the capital market, the society and the national economy, the more conditions for inclusion into the exchange listing the company meets, the safer, more reliable and the more attractive the market will be for national and foreign investors. => Posmatrano sa aspekta tržišta kapitala, društva i nacionalne ekonomije, što više kompanija ispuni uslove za uključivanje na berzanski listing, tržište će postati sigurnije, pouzdanije i atraktivnije mesto za domaće i strane investitore.
LL@(3971) The exchange index BELEX15 is made up of the shares of 15 most liquid national companies and banks whose shares were traded most. => Berzanski indeks BELEX15 čine akcije 15 najlikvidnijih domaćih kompanija i banaka čijim se akcijama najviše trgovalo.
LL@(3972) However, due to unstable political conditions and to uncertainty as regards further development of Serbia, foreign investors hesitate to invest into national securities. => Međutim zbog nestabilne političke situacije i neizvesnosti oko daljeg pravca razvoja Srbije, strani investitori sa rezervom pristupaju investiranju u domaće hartije od vrednosti.
LL@(3973) The participation of foreign investors in the overall trade and in share transactions in the past year was around 40%, it was only in April that it rose to around 80%, to plumet to around 35% in May. => U prethodnih godinu dana učešće stranih investitora u ukupnom prometu i u kupoprodajnim transakcijama sa akcijama, je iznosilo oko 40 %, a jedino se u aprilu njihovo učešće kretalo oko 80 %, da bi u maju ponovo drastično palo njihovo učešće na oko 35 %.
LL@(3974) For a substantial period the exchange indices kept falling, which directly influenced the fall in the value of funds investment units. => Berzanski indeksi su već duži period u padu, što se direktno odražava i na pad vrednosti investicionih jedinica fondova.
LL@(3975) In such circumstances, following excellent initial results in the work of the funds and the capital owners increasing interest in investing through new financial intermediators on the financial market of Serbia, it is very hard to motivate prospective investors to invest into funds. => U takvim uslovima, nakon odličnih početnih rezultata rada fondova i rastuće zainteresovanosti vlasnika kapitala za ulaganje putem novih finansijskih intermedijatora na finansijskom tržištu Srbije, vrlo je teško motivisati potencijalne investitore da ulažu u fondove.
LL@(3976) From the moment the parlamentary elections in Serbia were announced, the exchange indices were falling constantly, and the values of the investment units of all funds fell under their initial nominal value. => Od momenta raspisivanja parlamentarnih izbora u Srbiji, berzanski indeksi su bili u konstantnom padu, a vrednosti investicionih jedinica svih fondova su pale ispod njihove početne nominalne vrednosti.
LL@(3977) Investors are advised to invest into funds over a longer period (a couple of years) to neu tralize the losses and achieve revenues above the fixed-term deposit revenues with the banks, for example. => Preporuka investitorima je da ulažu u fondove na duži period (od nekoliko godina) da bi se neutralisali gubici, i ostvarili prinosi iznad prinosa na oročenu štednju kod banaka, na primer.
LL@(3978) Evidently, the inhabitants of Serbia enjoy a financial suficit, since DM8 billion were converted into a new currency, euro (€) in the course of 2002. => Evidentno je da je stanovništvo u Srbiji finansijski suficitarno, jer je tokom 2002. godine konvertovano oko 8 milijardi nemačkih maraka (DM) u novu valutu evro (€).
LL@(3979) Similarly, new foreign currency savings of our citizens amounts to over €3 billion, which means that there is a free, dispersed capital that ought to be employed through investment funds. => Takođe, nova devizna štednja građana iznosi preko 3 milijarde evra, što znači da postoji slobodan, usitnjen kapital koji treba mobilisati putem investicionih fondova.
LL@(3980) In order that the quantity and quality of offer on the capital market be improved, it would be useful if the cities, municipalities or the state issued low-risk hipotecary securities, worldwide known as municipal bonds (munis), by which they would make themselves less dependents on the classic financial sources (the budget or bank loans). => U cilju povećanja kvantiteta i kvaliteta ponude na tržištu kapitala bilo bi veoma korisno kada bi gradovi, opštine ili država emitovali niskorizične dužničke hartije od vrednosti, u svetu poznate kao municipalne obveznice (munis), čime bi manje zavisili od klasičnih izvora finansiranja (iz budžeta ili bankarskih kredita).
LL@(3981) This is especially recommended having in mind a constant budgetary deficit and still very expensive long-term bank loans. ~~~ 3. => Ovo se naročito preporučuje, ako se ima u vidu konstantni budžetski deficit i još uvek vrlo skupi dugoročni bankarski izvori. 3.
LL@(3982) CONCLUSION Funds will best justify their presence on the financial market and accept the trust they are granted if they enable the owners of the investment units to achieve the revenue rate above the fixed-term deposit interest rates with the banks. => ZAKLJUČAK Fondovi će najbolje opravdati svoj dolazak na finansijsko tržište i prihvatiti ukazano poverenje, ako omoguće vlasnicima investicionih jedinica da ostvare stopu prinosa iznad kamatne stope na oročena sredstva kod banaka.
LL@(3983) An opportunity to earn more, with a relatively acceptable risk is a safe instrument to attract new investors and larger amounts of capital into funds. => Mogućnost za veću zaradu, uz relativno prihvatljiv rizik je sigurno sredstvo za privlačenje novih investitora i sve većeg kapitala u fondove.
LL@(3984) It should be pointed out that on financial markets in the region, where investment funds have been around for a number of years, the revenue rate amounts between 20% and 30% on an annual level, which is several times more compared to the average annual interest rate on fixed-term deposits with commercial banks. ~~~ A larger number of investment funds on the domicile financial market and a larger amount of raised capital will ensure that investment funds, according to their investment objectives, invest into various sectors, activities, enterprises that have already shown high productivity or that are still to develop. => Treba naglasiti, da se na finansijskim tržištima u regionu gde su investicioni fondovi prisutni već određeni broj godina, stopa prinosa kreće između 20 % i 30 % na godišnjem nivou, što je nekoliko puta više od prosečne godišnje kamatne stope na oročena sredstva kod poslovnih banaka. [to više investicionih fondova na domicilnom finansijskom tržištu i što više prikupljenog kapitala, omogućiće da investicioni fondovi u skladu sa svojim investicionim ciljevima ulažu u različite sektore, delatnosti, preduzeća koja su se već dokazala svojim poslovanjem ili koja će se tek razvijati.
LL@(3985) Thus the investment funds, as large institutionalized investors become co-owners of enterprises, however, they simultaneously grant an easier and less expensive access to long-term sources of capital, which are often scarce. => Na ovaj način investicioni fondovi, kao veliki institucionalni investitori postaju suvlasnici preduzeća, ali im istovremeno omogućavaju lakši i jefitniji pristup dugoročnim izvorima sredstava, koji su vrlo često deficitarni.
LL@(3986) Due to fiercer competition and their taking over a classic function of loans from the banks, mutual funds contribute to improving the quality and reducing the price of financial services and capital. => Zbog pojačane konkurencije i preuzimanja klasične funkcije kreditiranja od banaka, investicioni fondovi doprinose povećanju kvaliteta i pojeftinjenju finansijskih usluga i kapitala.
LL@(3987) All this mentioned, it is important that companies, with their profitability and transparent activities, growth potential and quotation on the Exchange, become attractive to investment funds, since this is certainly an easier way to raise the necessary capital. => Zbog svega navedenog, vrlo je važno da preduzeća svojim profitabilnim, transparentnim poslovanjem, razvojnim potencijalom i kotacijom na berzi postanu atraktivna investicionim fondovima, jer će to sigurno za preduzeća biti lakši put obezbeđenja neophodnog kapitala.
LL@(3988) It is also necessary that the companies be adequately informed about the advantages of the initial public offer of shares (IPO), as an inexpensive and efficient way of raising the necessary capital and financing the companys development. => Takođe je potrebno da preduzeća budu upoznata sa prednostima inicijalne javne ponude akcija (IPO), kao jeftinog i efikasnog načina pribavljanja potrebnog kapitala i finansiranja razvoja preduzeća.
LL@(3989) In addition to all mentioned above, also important is the political stability in the country and in the region and a comittment to European integrations as one of the preconditions for a normal functioning of financial market and all its participants and the realization of their roles on this market. => Uz sve pomenuto pretpostavlja se i politička stabilnost u zemlji i regionu i pravac evropskih integracija kao jedan od preduslova za normalno funkcionisanje finansijskog tržišta i svih njegovih učesnika i ostvarenje njihovih uloga na pomenutom tržištu.
LL@(3990) BIBLIOGRAPHY Š1Ë Benz, C., Di Teresa, P., Kinnel, R., Morningstar Guide to Mutual Funds 5-star Strategies for Success, John Wiley & Sons, Inc. (2003) => LITERATURA Š1Ë Benz, C., Di Teresa, P., Kinnel, R., Morningstar Guide to Mutual Funds - 5-star Strategies for Success John Wiley & Sons, Inc. (2003) Š2Ë Dugalić, V., [timac, M., Osnove berzanskog poslovanja , Beograd, (2006) Š3Ë Investment Company Institute - Fact Book, A Review of Trends and Activity in the Investment Company Industry, 46th edition, (2006) Š4Ë Levy, H. Fundamentals of Investments, Pearson Education, (2002) Š5Ë Malinić, D., Finansijsko izveštavanje predu slov aktivnosti finansijskog tržišta, 37.
LL@(3991) Š2Ë Dugalić, V., [timac, M., Osnove berzanskog poslovanja, Beograd, (2006) Š3Ë Investment Company Institute Fact Book, A Review of Trends and Activity in the Investment Company Industry, 46th edition, (2006) Š4Ë Levy, H., Fundamentals of Investments, Pearson Education, (2002) Š5Ë Malinić, D., Finansijsko izveštavanje preduslov aktivnosti finansijskog tržišta, 37. simpozijum Saveza računovođa i revizora Srbije, Zlatibor, (2006) Š6Ë Van Horne, J., Fundamentals of Financial Management 12th edition, Pearson Education, (2004) Š7Ë Zakon o investicionim fondovima, Službeni glasnik Republike Srbije br. 46/06 Š8Ë Zakon o tržištu hartija od vrednosti i drugih fin. ~~~ Instrumenata, Sl. => Simpozijum Saveza računovođa i revizora Srbije, Zlatibor (2006) Š6Ë Van Horne, J., Fundamentals of Financial Management 12th edition, Pearson Education, (2004) Š7Ë Zakon o investicionim fondovima, Službeni glasnik Republike Srbije br. 46/06 Š8Ë Zakon o tržištu hartija od vrednosti i drugih fin. instrumenata, Sl. glasnik R Srbije br. 46/06 Š9Ë [oškić D., Hartije od vrednosti:
LL@(3992) Glasnik R Srbije br. 46/06 Š9Ë [oškić, D., Hartije od vrednosti: upravljanje portfoliom i investicioni fondovi, Ekonomski fakultet, Čigoja štampa, Beograd, (2001) The role of hrm function in serbian companies: challenges and limitations UDC 005.96(497.11) Dr Biljana Bogićević Milikić Faculty of Economy, University of Belgrade, Serbia, bbiljana¿eunet.yu XI International Symposium SymOrg 2008, 10th - 13th. => Upravljanje portfoliom i investicioni fondovi, Ekonomski fakultet, Čigoja štampa, Beograd, (2001) Uloga funkcije upravljanja ljudskim resursima u srpskim preduzećima: izazovi i ograničenja UDK 005.96(497.11) dr Biljana Bogićević Milikić Ekonomski fakultet, Univerzitet u Beogradu, Srbija, bbiljana¿eunet.yu XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(3993) September 2008, Belgrade, Serbia The renewal of the transition process, the liberalisation of economy and the entrance of foreign companies caused, altogether, considerable changes concerning the development of the HRM function in Serbia. => Septembar 2008, Beograd, Srbija Obnavljanje procesa tranzicije, liberalizacija privrede i ulazak stranih kompanija izazvali su značajne promene u razvoju funkcije ULjR u Srbiji.
LL@(3994) Regardless of the changes which have taken place in the last few years, there is still no relevant research in Serbia which will confirm or disprove this trend. => Uprkos promenama koje su se desile poslednjih godina, još uvek ne postoje relevantna istraživanja u Srbiji koja bi potvrdila ili opovrgla ovaj trend.
LL@(3995) Thus, the aim of this paper is to investigate what the role of the HRM function in Serbia is today, and whether there are some limitations to the faster convergence of Serbian HRM practices toward contemporary HRM trends. => Zato je cilj ovog rada da istraži kakva je uloga ULjR funkcije u Srbiji danas i da li postoje neka ograničenja njenom bržem približavanju savremenim ULjR trendovima.
LL@(3996) In order to examine the role of the HRM function in Serbia, we carried out an exploratory research in 38 companies (with more than 66,000 of employees) which operate in Serbia, by using a questionnaire. => Da bismo ispitali mesto ULjR funkcije u Srbiji, uradili smo eksplorativno istraživanje u 38 preduzeća (sa više od 66.000 zaposlenih) koja posluju u Srbiji, korišćenjem upitnika.
LL@(3997) The research results pointed out a few important conclusions indicating some changes did occur regarding the organizational position of the HRM function. => Rezultati istraživanja su ukazali na nekoliko važnih zaključaka koji su potvrdili da je do izvesnih promena u organizaciji ULjR funkcije došlo.
LL@(3998) However, Serbia still lacks competent HRM specialists regardless of the fact that Serbian HR departments are overstaffed. ~~~ 1. => Međutim, Srbiji još uvek nedostaju kompetentni ULjR stručnjaci uprkos činjenici da sektori ULjR u Srbiji zapošljavaju prevelik broj zaposlenih. 1.
LL@(3999) Introduction The renewal of the transition process in Serbia towards market economy, at the beginning of 2001, its opening towards the world and the entrance of foreign companies with their management practices and technologies onto the Serbian market meant remarkable turnpoints in the development of the HRM function in this country. => Uvod Obnavljanje procesa tranzicije ka tržišnoj ekonomiji u Srbiji početkom 2001. godine, njeno otvaranje prema svetu i ulazak stranih kompanija sa svojim menadžment praksama i tehnologijama na srpsko tržište izazvali su značajne preokrete u razvoju funkcije ULjR u Srbiji.
LL@(4000) The function of HRM in many Serbian companies is still known as the personnel function and includes whatever it included in the first half of the twentieth century world, however, there have been significant changes in a number of Serbian companies which can freely be said to mark the beginning of the transformation of the personnel function into the HRM function. => Iako se, još uvek, u mnogim srpskim preduzećima funkcija ULjR zove «Kadrovska funkcija» (Personnel Function) i svodi se na ono što je ova funkcija u svetu označavala u prvoj polovini XX veka, dogodile su se značajne promene u mnogim srpskim preduzećima koje, slobodno se može reći, označavaju početak transformacije kadrovske funkcije u funkciju ULjR.
LL@(4001) One innovation is that the HRM function is legally introduced into the public administration. => Jedna od novina je i da je funkcija ULjR zakonski uvedena i u državnu upravu.
LL@(4002) Nevertheless, regardless of the changes that have taken place in the past years, there is no research in Serbia to confirm or disprove the change. => Međutim, bez obzira na promene koje su se poslednjih godina dogodile, ne postoje istraživanja u Srbiji koja bi to potvrdila ili opovrgla.
LL@(4003) There even are some signs that the HRM function is still limited to a number of basic activities, to the administrative part in particular, such as: announcmenets for recruitment of prospective candidates, the employees files, observing the regulations in the field of labour and labour relations, scheduling vacations, tracking absences of the employees, organization of sporadic training programmes for certain employee groups etc. => Čak postoje i naznake da se u većini preduzeća u Srbiji funkcija ULjR i dalje svodi na nekoliko osnovnih aktivnosti i to na njihov administrativni deo, kao što su: objavljivanje konkursa za regrutovanje potencijalnih kandidata, evidencija zaposlenih, praćenje propisa iz oblasti rada i radnih odnosa, pravljenje rasporeda korišćenja godišnjih odmora, evidencija dolaska na posao, organizacija sporadičnih programa obuke za određene grupe zaposlenih i sl.
LL@(4004) Many important areas of HRM are therefore neglected, among them: human resource planning, rewarding, employee performance evaluation, permanent training and development of the employees, development of the employer employee relations, etc. => Time su mnoge važne oblasti ULjR-a zanemarene, kao što su: planiranje ljudskih resursa, nagrađivanje, ocenjivanje performansi zaposlenih, sistematska obuka i razvoj zaposlenih, razvoj odnosa sa zaposlenima i sl.
LL@(4005) The consequence of such a scope of work of the HRM function in the Serbian companies is its specific organizational positioning in the company structure. => Takav delokrug rada funkcije ULjR u srpskim preduzećima ima za posledicu i njeno specifično organizaciono pozicioniranje u strukturi preduzeća.
LL@(4006) A usual solution is to group the personnel activities together with the administrative and legislative activities within the administrative, legal and personnel department. => Uobičajeno rešenje je da se «kadrovski» poslovi grupišu zajedno sa opštim i pravnim poslovima u Sektoru opštih, pravnih i kadrovskih poslova.
LL@(4007) The microorganizational structuring, regardless of the company size, is generally in charge of two positions: Personnel manager and Personnel officer, with a smaller or larger staff, depending on the company size and the number of employees. => Mikroorganizaciono strukturiranje, bez obzira na veličinu preduzeća, uglavnom bazira na dva radna mesta: ~~~ Rukovodilac kadrovskih poslova i Referent za kadrovske poslove, sa manjim ili većim brojem izvršioca u zavisnosti od veličine preduzeća, odnosno broja zaposlenih.
LL@(4008) To do these jobs the officers need the secondary education, or, in case university education is required, the job is usually performed by the lawyers. => Zahtevi u pogledu kvalifikacione osposobljenosti se svode na srednju stručnu spremu ili ako je zahtev za fakultetskim obrazovanjem, onda ove poslove uglavnom obavljaju pravnici.
LL@(4009) Some activities in the field of hunam resource management are sometimes performed by the company attorney a position within the legal department whose responsibility is drawing and keeping work contracts. => Neki poslovi iz oblasti menadžmenta ljudskih resursa obično se obavljaju na još jednom radnom mestu lociranom u pravnoj službi Pravni referent koji se bavi poslovima izrade i čuvanja ugovora o radu.
LL@(4010) The result of such an organizational solution is that this function becomes neglected, the development of these jobs is hindered, and so is the specialisation of professionals who would otherwise deal with this function in a proper way. => Ovakvo organizaciono rešenje dalje vodi zanemarivanju ove funkcije i onemogućavanju razvoja ovih poslova i specijalizacije stručnjaka koji bi se na pravi način bavili ovom funkcijom.
LL@(4011) Furthermore, since the specialisation of the professionals meant to do the HRM jobs is inadequate, and so is their position in the company organization, all important decisions in the HRM field on recruiting staff, on firing staff, on the amounts and structure of wages, etc. are made by the managing director of the company. => Posledica nedovoljne profesionalizacije stručnjaka za ULjR poslove, neadekvatna pozicija u organizaciji preduzeća uslovili su i da sve važne odluke iz oblasti ULjR-a donosi generalni direktor preduzeća o zapošljavanju, otpuštanju, veličini i strukturi zarada i sl.
LL@(4012) Our aim in this work is to find out whether the personnel function in Serbia is really beginning to turn into the HRM function, i.e., which position and role of the HRM function in Serbia occupies, as well as whether there are any obstacles to a faster convergence of Serbian companies to modern trends in the development of this function. => U ovom radu želimo da proverimo da li je zaista došlo do početka transformacije kadrovske funkcije u funkciju ULjR u Srbiji, odnosno da sagledamo kakvo je mesto i uloga funkcije ULjR u Srbiji danas i da li postoje ograničenja bržem približavanju srpskih kompanija savremenim trendovima u razvoju ove funkcije.
LL@(4013) In order to learn about the position and role of the HRM function in Serbia, we analyse the facts on the position and role of the HRM function on a sample of 38 companies operating in Serbia. => Da bi se sagledali mesto i uloga funkcije ULjR u Srbiji, u ovom radu analizirani su podaci o mestu i ulozi ULjR funkcije na uzorku od 38 preduzeća koja posluju u Srbiji.
LL@(4014) 2. => 2.
LL@(4015) Modern tendencies in the hrm function development The human management (HRM) is not only a well defined scientific discipline exploring all aspects of employment in the organization (Heneman, 1969; Dulebohn et al, 1995), but also a significant business and management function in the organization. => Savremene tendencije u razvoju funkcije ULJR Menadžment ljudskih resursa ili upravljanje ljudskim resursima (ULjR), kako se još naziva u domaćoj stručnoj praksi, ne samo da predstavlja prepoznatljivu naučnu disciplinu koja se bavi proučavanjem svih aspekata zaposlenosti u organizaciji (Heneman, 1969; Dulebohn et al, 1995), već istovremeno i važnu po slovnu i upravljačku funkciju u organizaciji.
LL@(4016) The HRM function is made up of varied activities directed towards the personal aspects of people management in the organization, which have gradually developed over time and in accordance with the needs of the practice. => Funkciju ULjR čini niz raznovrsnih aktivnosti usmerenih na personalne aspekte upravljanja ljudima u organizaciji, a koje su se tokom vremena postepeno razvijale u skladu sa potrebama prakse.
LL@(4017) The human resources management is a relatively new term, adopted towards the end of 1970s and in the early 1980s, mainly under a strong influence of American literature. => Menadžment ljudskih resursa je noviji naziv koji je, pod jakim uticajem prvenstveno američke literature, prihvaćen krajem 1970-ih i početkom 1980-ih godina XX veka.
LL@(4018) The previous term was personnel function. => Dotadašnji naziv funkcije je bio personalna ili kadrovska funkcija.
LL@(4019) The change in the name actually marked a qualitatively new phase in the development of this function the focus shifts from the operations costs control towards the understanding of the employees and their competences as an important resource in the organization and assigning strategic importance and role to the managing of these resources in the organization (Tyson, York, 1996). => Promena naziva je suštinski označila i kvalitativno novu fazu u razvoju ove funkcije fokus se sa kontrole troškova rada pomera na shvatanje zaposlenih i njihovih sposobnosti kao važnog resursa u organizaciji i davanje strateškog značaja i uloge upravljanju tim resursima u organizaciji (Tyson, York, 1996).
LL@(4020) In order to understand the level to which the HRM function in Serbia developed, it is necessary to define the phases in its development first. => Da bi se sagledao stepen razvijenosti ULjR funkcije u Srbiji potrebno je najpre jasno definisati faze u razvoju ove funkcije.
LL@(4021) For the time being, there is a general understanding that the HRM function has so far developed through four principal phases (Cascio, 1995). => Za sada, u literaturi postoji konsenzus da je u svom razvoju funkcija ULjR prošla kroz četiri osnovne faze (Cascio, 1995).
LL@(4022) Phase I is the period from the beginnings (the period of the World War I) until the 1960s. => I faza obuhvata period od nastanka (period I sv. rata) do 1960-ih godina.
LL@(4023) The focus was upon drawing and storage (keeping) the personal files of the employees. => Fokus je bio na formiranju i čuvanju personalnih dosijea zaposlenih.
LL@(4024) This phase is characterised by introducing a specific organizational unit to deal with the HRM matter. => Ovu fazu karakteriše uvođenje posebne organizacione jedinice koja se bavila poslovima ULjR.
LL@(4025) The typical activities in this period were the following: testing the candidates for a job, creating and conducting the guidance programmes for the newly employes, collecting and storing personal data of the employees (date of birth, working life period, education level, etc.), organization of socializing among the employees and informing the employees about important events in the organization. => Tipični poslovi u ovom periodu obuhvatali su: testiranje kandidata za posao, kreiranje i sprovođenje programa orijentacije za novozaposlene, prikupljanje i čuvanje ličnih podataka o zaposlenima (datum rođenja, dužina radnog staža, stepen obrazovanja itd), organizovanje druženja zaposlenih i informisanje zaposlenih o važnim dešavanjima u organizaciji.
LL@(4026) Phase II begins in 1964, when the Civil Rights Act in the U.S.A. was enacted. => II faza započinje 1964. godine sa usvajanjem Zakona o građanskim pravima u SAD.
LL@(4027) The focus now shifts towards the increased responsibility of the state in the field of labour force and labour relations, hence the laws on retirement insurance, health insurance, as well as the laws protecting the employees from any discrimination on their workplace. => Fokus se pomera na povećanje odgovornosti države u oblasti rada i radnih odnosa, pa su doneti zakoni o penzijskom osiguranju, zdravstvenom osiguranju i zakoni koji su štitili zaposlene protiv bilo kakve diskriminacije na radnom mestu.
LL@(4028) The newly passed laws increased the importance of the HRM function, since every area of employment had to be regulated by respective legal acts, as the organizations realised that it was important to avoid any expensive law suits and negative propaganda. => Novi zakoni su povećali značaj funkcije ULjR, jer je svaka oblast zaposlenosti bila regulisana odgovarajućim zakonskim aktima, pa je za organizacije postalo važno da na svaki mogući način izbegnu skupe sudske procese i lošu propagandu.
LL@(4029) This also resulted in the managers being much more included in almost all the aspects of HRM. => To je imalo uticaja i na veće uključivanje menadžmenta u skoro sve aspekte ULjR-a.
LL@(4030) New jobs, and consequently new workposts emerge within the organizational unit (department) in charge of the HRM, such as: an expert (specialist) in rewarding, an expert in education and training, an expert in labour relaltions, etc. => U ovoj fazi se u okviru organizacione jedinice (sektora) zadužene za ULjR pojavljuju novi poslovi i time nova radna mesta, kao što su: stručnjak (specijalista) za nagrađivanje, stručnjak za obuku i razvoj, stručnjak za radne odnose itd.
LL@(4031) Phase III is related to the periods of 1970s and 1980s and is characterised by shifting of the focus towards costs control and increased efficiency of the HRM activities. => III faza vezuje se za period 1970-ih i 1980-ih godina i nju karakteriše pomeranje fokusa na kontrolu troškova i veću efikasnost ULjR aktivnosti.
LL@(4032) Especially stressed are the permanent training of the employees, alternative methods in managing ethnically diversified employee structure, as well as efficient bridging of cultural differences, since 1980s were the scene of a large number of mergers and acquisitions a consequence of which was a cultural diversification of the employees, and, on the other hand, the HRM put it as a challenge to formulate and implement a unique strategy and policy of the HRM on the corporate level. => Akcenat je na kontinuiranoj obuci i dokvalifikaciji zaposlenih, alternativnim načinima upravljanja etnički diversifikovanom strukturom zaposlenih i efikasnom premošćavanju kulturnih razlika, budući da osamdesete godine XX veka karakteriše veliki talas merdžera i akvizicija koji je uticao na kulturnu diversifikaciju zaposlenih, a s druge strane ULjR-u nametnuo izazov kako da na nivou kompanije obezbede formulisanje i implementaciju jedinistvene strategije i politike ULjR.
LL@(4033) Phase IV starts in the early 1990s and lasts up to the present day. => IV faza vezuje se za period od početka 1990-ih godina na ovamo.
LL@(4034) It focuses upon using the employees to create a competitive advantage. => Karakteriše je fokus na stvaranju konkurentske prednosti preko zaposlenih.
LL@(4035) All the management levels in the organization and the experts in the human resources department become specific strategic partners in the processes of costs control, incresing competitiveness and added value creating. => Svi nivoi menadžmenta u organizaciji i stručnjaci u odeljenju ljudskih resursa postaju svojevrsni strateški partneri u procesu kontrole troškova, povećanju konkurentnosti i stvaranju dodatne vrednosti.
LL@(4036) In the last years, the focus in the HRM function development has strikingly shifted towards: reducing the number of people employed within the HRM function; a high level of work division between line managers and the employees in the HRM function (Brewster et al., 2004); dislocating the HRM activities to external consultants and agencies (Lawler III et al., 2004); the growth of budget allocated for the development of the employees; the professionalisation of the employees in th HRM function and a strategic position and role of the function in the organizational hierarchy structure and in strategic decision making, so that in the majority of companies the manager is directly included into the managing board, and therefore into the process of strategic decision making. => Poslednjih godina, primetno je da se fokus u razvoju funkcije ULjR pomera na: smanjivanje broja zaposlenih u okviru ULjR funkcije, visok stepen podele rada između linijskih rukovodilaca i zaposlenih u funkciji ULjR (Brewster et al, 2004), dislociranje ULjR aktivnosti eksternim konsultantima i agencijama (Lawler III et al, 2004), rast budžeta namenjenog razvoju zaposlenih, profesionalizacija zaposlenih u funkciji ULjR i strateško mesto i uloga funkcije u hijerarhijskoj strukturi organizacije i strateškom odlučivanju, tako da je u najvećem broju kompanija rukovodilac ove funkcije uključen u upravni odbor, a time i u proces strateškog odlučivanja.
LL@(4037) In order that the HRM function be understood as important, the indicators of the quality of management in different aspects of human resources management have been developed for years (Fitz-enz, Davison, 2002), based on a developed and unique human resources information system. => Kako bi se funkcija ULjR nametnula kao važna, godinama su razvijani indikatori, odnosno pokazatelji kvaliteta upravljanja različitim aspektima upravljanja ljudskim resursima (Fitzenz, Davison, 2002) bazirani na razvijenom i jedinstvenom informacionom sistemu za ljudske resurse.
LL@(4038) This provided a clearer insight into the rela tionship among the corporate strategy, the business results achieved, and the investment into human resources (Becker et al., 2001). => Time je omogućeno da se jasnije sagleda odnos između strategije preduzeća, ostvarenih poslovnih rezultata i ulaganja u ljudske resurse (Becker et al, 2001).
LL@(4039) Such trends and shifts in the organization and in the functioning of the HRM function are the result of the tendencies in the modern environment in which companies operate, and which make companies face nu merous challenges for which there are no ready made recommendations nor solutions. => Takvi trendovi i pomeranja u organizaciji i funkcionisanju funkcije ULjR rezultat su tendencija u savremenom okruženju u kojem organizacije danas posluju, a koje organizacijama nameću brojne izazove za koja ne postoje gotove preporuke i rešenja.
LL@(4040) Fast changes in the market characteristics, expected to intensify in the XXI century have influenced the changes in the strategic goals and the nature of problems the companies face, which has had significant implications on the employment rate and consequently on the HRM policy in the organization (see Fifure 1). => Brze promene karakteristika tržišta, za koje se očekuje da će se dalje intenzivirati tokom XXI veka, značajno utiču na promenu strateških ciljeva i prirode problema sa kojima se kompanije suočavaju, što ima značajne implikacije i na zaposlenost, a time i politike ULjR u organizaciji (vidi sliku 1). ~~~ Slika 1:
LL@(4041) (Source: Adapted after Dessler, G., 2000, Human Resource Management, 8th ed. Prentice Hall, p. 14) Figure 1: Challenges the managers face Among the trends that have significant implications for the HRM surely most important are the following: the slowdown of economic growth, the Internet revolution, the globalisation, the changes in legislation and the changes in the labour force characteristics (Bernardin, Russel, 1998; Fisher et al., 1993; GomezMejia et al., 2001; Dressler, 2000). => Izazovi sa kojima se suočavaju menadžeri (Izvor: ~~~ Adaptirano prema Dessler, G., 2000, Human Resource Management, 8th ed, Prentice Hall, str. 14.) Među trendovima koji imaju važne implikacije na ULjR svakako su najznačajniji sledeći: usporavanje privrednog rasta, internet revolucija, globalizacija, promene zakonodavstva i promene karakteristika radne snage (Bernardin, Russell, 1998; Fisher et al, 1993; Gomez-Mejia et al, 2001; Dessler, 2000).
LL@(4042) Slowdown of economic growth. => Usporavanje privrednog rasta.
LL@(4043) All the lower economic growth rates have, in the course of the 1990s, triggered a strong wave of downsizing and firing of a large number of employees. => Sve niže stope privrednog rasta izazvale su tokom 1990-ih godina XX veka snažan talas daunsajzinga i otpuštanja velikog broja zaposlenih.
LL@(4044) Some research has shown that out of 600 organizations observed in the early 1990s, as many as 60% or 70% analysed the prospects of downsizing.1 The focus in business increasingly shifts towards: costs reduction, quality and difference in comparison to competition, transfer of business and dislocation of certain business functions, change in the nature of jobs, change in the demands for individual skills and knowledge, change in the structure of employees and of the management by temporary employment, flexibility and creation of shallow organizations in order to eliminate unnecessary levels of management, the problem of employees lack to identify with the 1 See: 1991 Survey of Human Resources Trends, p. 18 2 See Human Resource Compensation Survey, 1993, Dearfield, III: William M. Mercer, Inc; see also Human Resource Compensation Survey, Bulletin to Management, July 22, 1993, pp. 228-229 company they work with and massive dismissals. => Neka istraživanja su pokazala da je među 600 obuhvaćenih organizacija početkom 1990-ih godina XX veka čak između 60% i 70% njih razmatralo mogućnost daunsajzinga.1 Fokus u poslovanju se sve više pomera na: smanjenje troškova, kvalitet i različitost u odnosu na konkurente, transfer biznisa i dislociranja pojedinih poslovnih funkcija, promenu prirode poslova, promenu zahteva prema individualnim veštinama i znanjima, promenu strukture zaposlenih i menadžmenta kroz privremeno zapošljavanje, fleksi bilnost i kreiranje plitkih organizacija da bi se eliminisao nepotreban nivo menadžmenta, problem gubitka identiteta zaposlenih sa kompanijom u kojoj rade i značajna otpuštanja.
LL@(4045) It is to be expected that the HRM will become the managements key instrument in adapting to the predicted changes through attracting and recruitment of the required profiles of employees, ensuring the corporate ethical and social responsibility, the increase in productivity, supporting the employees independence, reducing the negative consequences of an increasing uncertainty of employment, reducing the probability of losing deficient profiles of experts, etc. => Za očekivati je da će ULjR biti ključan instrument menadžmenta u prilagođavanju očekivanim promenama kroz privlačenje i zapošljavanje potrebnih profila zaposlenih, obezbeđenje etičke i društvene odgovornosti kompanija, povećanje produktivnosti, jačanje samostalnosti zaposlenih, smanjivanje negativnih posledica povećanja nesigurnosti zaposlenja, smanjenje verovatnoće gubljenja deficitarnih profila stručnjaka i sl.
LL@(4046) The Internet revolution. => Internet revolucija.
LL@(4047) An incredibly fast development of the Internet in the last few years is certainly one of the greatest changes in the environment, bearing strong implications for organizations and their HRM policies. => Neverovatno brz razvoj Interneta u poslednjih nekoliko godina verovatno predstavlja jednu od najznačajnijih promena u okruženju, sa snažnim implikacijama na organizacije i njihove politike ULjR.
LL@(4048) While the term web economics was still something new in mid 1990s, today, only a few years later, it has become a commonly used phrase in business circles. => Dok je polovinom 1990-ih godina izraz «veb ekonomija» još uvek bio nešto novo, danas, samo nekoliko godina kasnije, predstavlja uobičajenu frazu u 1 See:
LL@(4049)  => 1991 Survey of Human Resources Trends, p. 18 2 See Human Resource Compensation Survey, 1993, Dearfield, III:
LL@(4050)  => William M. Mercer, Inc; see also Human Resource Compensation Survey, Bulletin to Management, July 22, 1993, pp. 228-229 biznis krugovima.
LL@(4051) Statistical data in the developed countries show thet the web economics is not an exagerration any longer. => Statistički podaci u razvijenim zemljama pokazuju da «veb ekonomija» više nije samo hiperbola.
LL@(4052) For example, according to some data, the American economics investments into the Internet technology doubled in the 1998 2000 period, and are going to be five times larger by 2004, amounting to US$300 billion (Anders, 1999). => Na primer, neki podaci pokazuju da su se ulaganja američke privrede u internet tehnologiju duplirala u periodu 1998 - 2000. godine, i da će se do 2004. godine upetostručiti i dostići iznos od 300 milijardi US$ (Anders, 1999).
LL@(4053) In some departments, such as transport and services, wholesale, and constructions, the investments into the Internet technology increased by more than 70% in the 1998 2000 period. => U nekim sektorima, kao što su transport i usluge, veletrgovina i građevina investicije u internet tehnologiju su porasla za više od 70% u periodu 1998 - 2000. godina.
LL@(4054) At the beginning of the 21st century, as many as 80% of American companies use the Internet. => U američkoj privredi početkom XXI veka čak 80% kompanija koristi internet.
LL@(4055) The Internet revolution had a powerful influence upon employment, the most important being: the development of literacy and communication competences in the employees, the redefinition of a large number of jobs, the barrier elimination on the labour market, a more satisfactory treatment of the employees in order to reduce the likeliness of their leaving the organization, disseminating the on-line learning practice. => Internet revolucija proizvela je značajne efekte na zaposlenost, među kojima su najvažniji: razvoj pismenosti i komunikacionih sposobnosti zaposlenih, redefinisanje mnogih poslova, eliminisanje barijera na tržištu rada, bolji tretman zaposlenih radi smanjenja verovatnoće napuštanja organizacije, širenje prakse onlajn (on-line) učenja.
LL@(4056) All these will require the implementation of a more generalised managerial focus in the HRM field, due to the increased possibility of doing a larger number of different activities. => Sve to zahtevaće i primenu generalizovanijeg menadžerskog fokusa u ULjR, usled povećanja mogućnosti istovremenog obavljanja većeg broja različitih aktivnosti.
LL@(4057) Globalisation. => Globalizacija.
LL@(4058) One of the greatest challenges the companies face at the beginning of the 21st century is competition from foreign companies, both on national and on international markets. => Jedan od najvećih izazova sa kojim se kompanije suočavaju početkom XXI veka jeste kako da konkurišu stranim kompanijama, i to kako na nacionalnom tako i na stranim tržištima.
LL@(4059) The development of the Internet significantly accelerates the globalisation process and the greatest number of companies entered joint ventures to form international corporations, either to start a new business or to ensure their presence on the markets of other countries, without establishing subsidiaries. => Razvoj interneta značajno ubrzava proces globalizacije i najveći broj velikih kompanija je kroz zajednička ulaganja stvorio internacionalne kompanije bilo da bi obavljale novi biznis bilo da bi obezbedile prisutnost na tržištima drugih zemalja bez osnivanja posebne filijale.
LL@(4060) Some companies collaborate with foreign companies on specific projects, or dislodge pro duction into other countries. => Neke kompanije sarađuju sa stranim kompanijama na specifičnim projektima ili, pak, dislociraju proizvodnju u druge zemlje.
LL@(4061) This was enhanced by lowering commercial barriers among developed countries. => Tome je doprinelo i smanjivanje trgovinskih barijera između razvijenih zemalja.
LL@(4062) The intensification of the linking trend among the companies worldwide is a significant challenge for the HRM function in terms of creating a balance between the need to conduct a uniform HRM strategy and policy on the level of the entire company and the need to comply with the local regulations and customs. => Intenziviranje trenda internacionalnog povezivanja kompanija širom sveta predstavlja značajan izazov za funkciju ULjR u pogledu pravljenja balansa između potrebe vođenja jedinstvene strategije i politike ULjR na nivou celine i potrebe prilagođavanja lokalnim propisima i običajima.
LL@(4063) That is why more and more companies worldwide find international human resources management increasingly important. => Zato je u novije vreme internacionalni menadžment ljudskih resursa sve važniji za sve veći broj kompanija širom sveta.
LL@(4064) Changes in legislation. => Promena zakonodavstva.
LL@(4065) One of the most important sources of the HRM function development is, according to many authors, related to the corporate obligation to observe strict law regulations in the field of labour and labour relations (Gomez-Mejia, 1994). => Mnogi autori jedan od najznačajnijih izvora razvoja funkcije ULjR poslednjih godina uglavnom vezuju za obavezu kompanija da poštuju stroge zakonske propise u oblasti rada i radnih odnosa (Gomez-Mejia, 1994).
LL@(4066) The changes in legislation in the last years are directed towards shifting a number of social and political goals from the state to the employers. => Poslednjih godina promene zakonodavstva idu u pravcu prebacivanje jednog dela socijalnih i političkih ciljeva sa države na poslodavce.
LL@(4067) This is especially true in the area of respecting the rights and ensuring equal treatment of minorities and other sensitive social groups, such as: women, individuals of other races, individuals with special needs, AIDS victims, war veterans, employees older than 40, etc. => To se prvenstveno odnosi na poštovanje prava i obezbeđenje jednakog tretmana nacionalnih manjina i drugih «osetljivih» socijalnih grupa, kao što su: žene, pripadnici drugih rasa, invalidi, oboleli od side, ratni vojni veterani, zaposleni stariji od četrdeset godina itd.
LL@(4068) It often happens that the law serves to achieve certain objectives of population policy: employers are forced to pay wages during the maternity leave, to equalize the salaries of men and women, etc. => Čest je slučaj da se preko zakona ostvaruju i ciljevi populacione politike: nalaganja poslodavcima da plate porodiljsko odsustvo, ujednačavanje visine zarada za muškarce i žene i sl.
LL@(4069) Introducing the social function into organizations will require the changes in the human resources management towards complying with new demands. => Uvođenje socijalne funkcije u organizacije zahtevaće i promene menadžmenta ljudskih resursa u pravcu prilagođavanja novim zahtevima.
LL@(4070) Changes in the labour force characteristics. => Promena karakteristika radne snage.
LL@(4071) The changes in the labour force characteristics are being directed towards the increase in the diversification levels among the working-age population in two dimensions: (1) primary, including age, gender, race, nationaliy, physical skills, sexual orientation and (2) secondary, such as education, previous work experience, parental status, marital status, religious beliefs, army experience, geograpgical location, income. => Promene karakteristika radne snage idu u pravcu povećanja stepena diversifikovanosti radno sposobnog stanovništva kroz dve dimenzije: (1) primarne, u koje spadaju starost, pol, rasa, nacionalnost, fizičke sposobnosti, seksualna orijentacija i (2) sekundarne, kao što su obrazovanje, prethodno radno iskustvo, roditeljski status, bračni status, religiozna uverenja, vojno iskustvo, geografska lokacija, visina prihoda.
LL@(4072) Perhaps the most important changes in the labour force characteristics are reflected in the increase in women participation in the working age population as well as the increase in the average age of the employees. => Možda najvažnije promene u pogledu karakteristika radne snage ogledaju se u povećanju učešća žena u radno sposobnom stanovništvu i povećanje prosečne starosti zaposlenih.
LL@(4073) According to some estimates, by 2010, 25% of American population will be older than 55 , and 14% of the total population will be older than 65. => Neke procene pokazuju da će 2010. godine, na primer, u SAD 25% američke populacije biti staro 55 godina a 14% ukupne populacije 65 godina.
LL@(4074) This brings a challenge for the HRM, on one hand, to devise the ways of training and further qualifying the elderly employees to be able to follow technological changes, and, on the other hand, to create opportunities for the young to advance along their career paths, regardless of a large number of their older collegues at higher hierarchy positions. ~~~ 3. => To postavlja, s jedne strane, izazov ULjR u pogledu obuke i dokvalifikacije starijih zaposlenih u skladu sa tehnološkim promenama i, s druge strane, da se mladim zaposlenima stvore šanse za napredovanje u karijeri uprkos velikom broju starijih kolega na višim hijerarhijskim pozicijama. 3.
LL@(4075) Position and role of hrm function in serbia 3.1. => Mesto i uloga funkcije ULJR u srbiji 3.1.
LL@(4076) Research methodology Our aim in this work was to explore the position and role of the HRM function in Serbia. => Metodologija istraživanja Cilj ovog rada je da se istraži kakvo je mesto i uloga ULjR funkcije u Srbiji.
LL@(4077) The research method was chosen to suit the purpose of the research it was the explorative research method which is used to explore the phenomena and situations which we know little or nothing about (Reaves, 1992, p.9). => U skladu sa ciljem istraživanja, izabran je i metod istraživanja eksplorativno istraživanje koji podrazumeva istraživanje fenomena ili situacija o kojima se malo ili ništa ne zna (Reaves, 1992, str. 9).
LL@(4078) We used the questionnaire method on the sample of 38 companies currently operating in Serbia to analyse the position and role of the HRM function. => U tom cilju u ovom radu učinjen je pokušaj da se na uzorku od 38 preduzeća koja posluju u Srbiji metodom upitnika sagleda i analizira mesto i uloga ULjR funkcije.
LL@(4079) The research was conducted in the 2006 2007 period and the questionnaire contained 15 questions concerning the position and role of the HRM function, complemented by 21 questions concerning general information on the company, such as the size and age of the company, the type of activities and the industry field, the number and structure of employees according to age, education, profession, the main problem areas in the HRM department, etc. => Istraživanje je sprovedeno tokom 2006. i 2007. godine na bazi upitnika koji je obuhvatio 15 pitanja koji se odnose na mesto i ulogu ULjR funkcije, ali i 21 pitanje koja se odnose na opšte podatke o preduzeću kao što su veličina i starost preduzeća, delatnost, broj i struktura zaposlenih prema starosti, obrazovanju, zanimanju, zatim glavne oblasti problema u oblasti ULjR i sl.
LL@(4080) The questionnaire was completed during the direct interviews with the managers of organizational units, who are in charge of HRM activities. => Upitnik je popunjavanj tokom neposrednih intervjua sa rukovodiocima organizacionih jedinica zaduženih za poslove iz oblasti ULjR.
LL@(4081) The data obtained from the questionnaires were further processed using the descriptive statistics methods. => Podaci iz popunjenih upitnika obrađeni su korišćenjem deskriptivne statistike.
LL@(4082) The companies included in the sample employ 66419 people, 819 of whom work in the human resources departments (personnel departments). => U preduzećima obuhvaćenim uzorkom zaposleno je ukupno 66.419 zaposlenih, od čega 819 zaposlenih u sektorima ljudskih resursa (kadrovskim sektorima).
LL@(4083) The companies in the sample came from various industries, of various sizes and ages and various ownership structures. => Uzorak je obuhvatio preduzeća iz različitih industrijskih grana, različite veličine i starosti i vlasničke strukture.
LL@(4084) The sample had 63% Serbian and 37% foreign companies, the average age of the company being 43.9 years. => U obrađenom uzorku 63% je srpskih i 37% stranih kompanija, a prosečna starost preduzeća u celom uzorku je 43,9 godina.
LL@(4085) The ownership structure in the companies is presented in Table 1. => Struktura vlasništva u preduzećima obuhvaćenim uzorkom predstavljena je u tabeli 1.
LL@(4086) Ownership type Private State Mixed Total Share in the total number of included companies 57.9 % 26.3% 15.8% 100% Table 1. => Tip svojine Privatna Državna Mešovita Total Uèešæe u ukupnom broju obuhvaæenih preduzeæa 57.9 % 26.3% 15.8% 100% Tabela 1.
LL@(4087) Ownership structure in the processed sample 3.2. => Struktura vlasništva u obrađenom uzorku 3.2.
LL@(4088) Research findings The results obtained in the reesarch have shown that the majority of the companies (86.8%) have a separate organizational unit engaged in human resources management issues, or personnel matters. => Rezultati istraživanja Rezultati istraživanja su pokazali da većina preduzeća (86,8%) ima zasebnu organizacionu jedinicu koja se bavi poslovima upravljanja ljudskim resursima, odnosno kadrovskim poslovima.
LL@(4089) Personal data on the HRM managers included in the processed sample show that in 43% of these companies the HRM managers have less than five years of work experience in the HRM field. => Personalni podaci o ULjR menadžerima u obrađenom uzorku pokazuju da u 43% obuhvaćenih preduzeća ULjR menadžeri imaju manje od pet godina radnog iskustva u oblasti ULjR.
LL@(4090) In almost all the companies in the sample the majority of HRM positions are occupied by women, therefore their share in the total sample in the number of the employed in the HRM function amounts to 75%. => U skoro svim preduzećima u uzorku većina ULjR pozicija je popunjeno ženama, pa je njihovo učešće u ukupnom uzorku u broju zaposlenih u ULjR funkciji 75%.
LL@(4091) This result coincides with the findings of Hofstede, that in the so-called female cultures, as is the Serbian national culture (Hofstede, 2001) there is a clear division between the male and female professions (Hofstede, 1984), therefore the jobs in the HRM in Serbia can conditionally be classed as female professions. => Ovaj rezultat koindicira sa nalazima Hofstedea da u tzv. ženskim kulturama kakva je srpska nacionalna kultura (Hofstede, 2001) postoji jasna podela između »muških« i »ženskih« zanimanja (Hofstede, 1984), pa se poslovi u oblasti ULjR u Srbiji izgleda mogu uslovno svrstati u »ženska zanimanja«.
LL@(4092) The findings obtained from the answers to the question on where the HRM function managers are recruited from have shown that in most companies they are generally recruited internally, either from the HRM department itself (in 32% of companies) or among other professionals in the company (26.3%). => Na pitanje odakle se regrutuju rukovodioci ULjR funkcije, rezultati su pokazali da se u najvećem broju preduzeća oni uglavnom regrutuju interno bilo iz samog ULjR sektora (u 34,2% preduzeća) ili iz redova drugih stručnjaka u preduzeću (26,3%).
LL@(4093) Approximately 23.7% of companies recruit the managers for the HRM department externally, among the experts in this field. => Oko 23,7% preduzeća regrutuje rukovodioce ULjR sektora eksterno, iz redova stručnjaka za ovu oblast.
LL@(4094) The research results also show that in the majority of companies (75%) the HRM department manager is generally not a member of Managing Board or the Board of Directors. => Rezultati istraživanja pokazuju i da rukovodilac ULjR sektora obično nije član UO ili Odbora direktora u većini obuhvaćenih preduzeća (75,7%).
LL@(4095) In most companies (60%) the managing director general is the highest authority in decision making in the field of HRM, whereas in the 40% of remaining companies this authority belongs to the administrative director. => U većini preduzeća (60%) generalni direktor ima najveći autoritet u donošenju odluka iz oblasti ULjR-a, dok u preostalih 40% preduzeća ovaj autoritet ima direktor pravnih poslova.
LL@(4096) According to the data processed, the role of the HRM function in business strategy creation in the companies is of rather small or no importance at all. => Obrađeni podaci su pokazali i da je uloga ULjR funkcije u formuslisanju poslovne strategije u preduzećima prilično mala ili nikakva.
LL@(4097) The role of the HRM function somewhat gains in importance in the business strategy implementation stage (in 36.4% of companies in the sample). => Uloga ULjR funkcije posta je nešto značajnija u fazi implementacije poslovne strategije (u obuhvaćenih 36,4% preduzeća).
LL@(4098) The HRM department, however, is not included in either the creation stage or the implementation stage of the companys business strategy in 21.2% of the companies from the sample. => Međutim, u 21,2% obuhvaćenih preduzeća ULjR sektor nije uključen niti u fazu formulisanja niti u fazu implementacije poslovne strategije preduzeća.
LL@(4099) In 24% of the companies the HRM departments attitude was only requested concerning the business strategy. => U 24% obuhvaćenih preduzeća ULjR sektor je samo konsultovan u vezi sa poslovnom strategijom.
LL@(4100) The number of employees in these organizational units included in the sample is strikingly large and ranges from 0.3 to 9.4, that is the average 1.8 employed in the HRM department per 100 employed in the company. => Broj zaposlenih u ovim organizacionim jedinicama u izabranom utorku je izrazito velik i kreće se od 0,3 do 9,4 i prosečno iznosi 1,8 zaposlenih u sektoru ljudskih resursa na 100 zaposlenih u preduzeću.
LL@(4101) Having in mind that the average size of companies measured by the number of employees is 1748, a conclusion can be drawn that the main characteristic of these departments is that of being overstaffed. => Imajući u vidu da je prosečna veličina preduzeća merena brojem zaposlenih u izabranom uzorku 1748, može se zaključiti da je osnovna karakteristika ovih sektora njihova prezaposlenost.
LL@(4102) For the comparison purposes: the same ratio for this size of company in the U.S.A. is 0.82. => Poređenja radi isti racio u SAD je 0,8 za ovu veličinu preduzeća87.
LL@(4103) Regardless of a large number of employees in the human resource management department, these departments still do not perform all the key activities of this function, the central responsibility still remaining within the administration department. => Međutim, bez obzira na veliki broj zaposlenih u odeljenju za ljudske resurse, ona još uvek ne obavljaju sve ključne aktivnosti ove funkcije, već je i dalje težište na administrativnim poslovima.
LL@(4104) A large number of companies (76.3%) have no written documents defining the company policy in various HRM areas. => Veliki broj preduzeća (76,3%) nema u pisanoj formi dokumenta kojima se definiše politika preduzeća u različitim ULjR oblastima.
LL@(4105) The Serbian companies mainly do have defined policies in three basic areas: earnings (71.1%), employment (57.9%) and training and development (57.9%). => Srpska reduzeća uglavnom imaju definisane politike u tri osnovne oblasti: zarade (71,1%), zapošljavanje (57,9%) i obuka i razvoj (57.9%).
LL@(4106) The facts prove that these are the three most highly developed areas in the HRM field in Serbian companies. => Ovi podaci ukazuju da su ovo tri oblasti ULjR-a koje su najrazvijenije u srpskim preduzećima.
LL@(4107) These are simultaneously the areas in which these companies hire external consultants on demand: earnings (33.3%), recruitment and selection of candidates (25%) and training and development of employees (55.6%). => To su i oblasti u kojima obuhvaćena preduzeća po potrebi angažuju eksterne konsultante: zarade (33,3%), regrutacija i selekcija kandidata (25%), obuka i razvoj zaposlenih (55,6%).
LL@(4108) Only 27% of companies from the sample do all the HRM jobs by themselves. => Samo 27% preduzeća u obrađenom uzorku obavlja sve ULjR poslove samostalno.
LL@(4109) Here it is important to point out that in case of the companies hiring external consultants for training and development of the employees, the company hires the trainers, not the consultants who would systematically do the jobs of training and development for the company. => Pri tome je važno naglasiti da kada je reč o preduzećima koja angažuje eksterne konsultante za obuku i razvoj zaposlenih misli se prvenstveno na angažovanje eksternih trenera, a ne konsultanata koji bi sistematski obavljali poslove obuke i razvoja za preduzeće.
LL@(4110) The data from the questionnaire show that only 50% of companies from the sample have the HRM strategy in writing, whereas one third of the companies (34%) never evaluate the quality and performance of the HRM department. => Obrađeni podaci na osnovu upoitnika pokazuju da samo 50% obuhvaćenih preduzeća ima ULjR strategiju u pisanoj formi, a da jedna trećina preduzeća (34%) uopšte ne ocenjuje kvalitet i performanse ULjR sektora.
LL@(4111) In the companies that conduct the evaluations, the job is usually performed by the top management (70% of companies). => U preduzećima koja to čine, ocenjivanje uglavnom sprovodi top menadžment (u 70% preduzeća).
LL@(4112) As regards the authority in making important decisions in the field of HRM, the research findings show that the highest authority in decision making in the HRM field (either independently or upon consulting the HRM depertment) in the Serbian companies is the line manager, which further stresses the little importance the HRM function is given in the hierarchy of the company (see Table 2). => U pogledu autoriteta za donošenje važnih odluka iz oblasti ULjR, rezultati istraživanja su pokazali da u srpskim preduzećima linijski menadžment ima najveći autoritet za donošenje odluka iz oblasti ULjR (bilo samostalno, bilo u konsultaciji sa ULjR sektorom), što govori o malom uticaju ULjR funkcije u hijerahijskoj struktiri preduzeća (vidi tabelu 2). Linijski menadžment Linijski menadžment u konsultaciji sa ULJR sektorom ULJR sektor u konsultaciji sa menadžmentom ULJR sektor Zarade Regrutacija i selekcija Obuka i razvoj Industrijski odnosi Smanjivanje broja zaposlenih Tabela 2.
LL@(4113) Line management Line management in coordination with the HRM sector HRM sector in coordination with management HRM sector Salaries Recruitment and selection Training and development Industrial relations Downsizing 45.16 33.33 36.67 53.85 36.67 22.58 23.33 13.33 15.38 36.67 25.8 33.33 19.23 6.45 13.33 16.67 11.54 6.66 Table 2. => Autoritet za donošenje odluka u oblasti ULjR (% preduzeća) 45.16 33.33 36.67 53.85 36.67 22.58 23.33 13.33 15.38 36.67 25.8 33.33 19.23 6.45 13.33 16.67 11.54 6.66 Na pitanje da li se autoritet za donošenje ključnih odluka iz oblasti ULjR promenio u poslednje tri godine većina preduzeća (80%) je odgovorila da se nije promenio, a u 20% preduzeća odgovornost linijskog menadžmenta se čak i povećala.
LL@(4114) Authority in decision making in the HR; field (% of companies) To the question on whether the authority in making key decisions in the HRM field has changed in the last three years, the answer of the majority companies (80%) was that it has not, while in the 20% of companies the answer was that the responsibility of the line management has even increased. => Međutim, intervjui sa rukovodiocima ULjR sektora su pokazali da pod linijskim menadžmentom oni ne podrazumevaju stvarno linijski menadžment već prvenstveno misle na generalnog direktora preduzeća, što govori o visokoj centralizaciji odlučivanja u oblasti ULjR-a. 3.
LL@(4115) The interviews with the HRM department managers show, however, that line management according to their understanding is not presented by the real line management, but mostly by the managing director of the company, which reveals a high level of centralization in decision making in the HRM department. ~~~ 3.3. => 
LL@(4116) Discussion The research findings pointed to some important conclusions as regards the position and role of the HRM function in Serbia today. => Diskusija Rezultati istraživanja su ukazali na nekoliko važnih zaključaka u pogledu mesta i uloge ULjR funkcije u Srbiji danas.
LL@(4117) Firstly, a large majority of the companies from the sample (86.6%) have a separate organizational unit dealing with HRM (personnel) issues. => Prvo, velika većina obuhvaćenih preduzeća (86,6%) ima zasebnu organizacionu jedinicu koja se bavi ULjR (kadrovskim) poslovima.
LL@(4118) This is an am ple change compared to previous organizations of personnel departments, generally within or in coordination with the administrative department. => To je ogromna promena u odnosu na ranije organizovanje kadrovskih poslova, obično unutar Sektora za opšte i pravne poslove ili zajedno sa pravnim poslovima.
LL@(4119) The organizational independence of these jobs shows that the HRM function has gained a far greater organizational power and that its further importance and a more important role in decision making in the hRM field are to be expected, however, only in the field of strategic decision making. => Organizaciono osamostaljivanje ovih poslova pokazuju da je ULjR funkcija dobila daleko veću organizacionu moć i da se može očekivati njeno dalje jačanje i daleko veća uloga u donošenju odluka iz oblasti ULjR, ali i u strateškom odlučivanju.
LL@(4120) Naturally, this will hardly be achieved in the near future, since the research findings show that Serbian companies have yet not developed the written documents in human resource strategy, that the HRM departments have not yet been included in the process of company strategy creating, nor in the business strategy implementation process. => Naravno, to se može očekivati tek za nekoliko godina, budući da su rezultati istraživanja pokazali da srpska preduzeća još uvek nemaju strategiju razvoja ljudskih resursa u pisanoj formi, da ULjR sektori još uvek nisu uključeni u process formulisanja strategije preduzeća, ali ni u process implementacije poslovne strategije.
LL@(4121) Instead of the human resource departments and the line managers, the managing directors still have the last say in capital decision making in the HRM field in Serbian companies. => Umesto sektora ljudskih resursa i linijskih menadžera, u srpskoj praksi generalni direktori još uvek imaju poslednju reč prilikom donošenje najvažnijih odluka iz oblasti ULjR-a.
LL@(4122) Secondly, Serbia is still deficient in experts specialised in the HRM field, since in almost half of the companies from the sample, the department manangers work experience in the HRM field is less than five years. => Drugo, u Srbiji još uvek ne postoji dovoljno stručnjaka specijalizovanih u oblasti ULjR-a, budući da u skoro polovini obuhvaćenih preduzeća menadžeri sektora imaju manje od pet godina radnog iskustva u ULjR oblasti.
LL@(4123) The poor competence of the HRM departments staff in Serbia is an important factor influencing the present position and level of development of the HRM function in Serbia (Sparrow, Hiltrop, 1997). => Nedovoljna kompetentnost zaposlenih u ULjR sektorima u Srbiji predstavlja važan faktor sa dašnjeg položaja i stepena razvijenosti ULjR funkcije u Srbiji (Sparrow, Hiltrop, 1997).
LL@(4124) This means that in the years to come a new generation of HRM professionals will have to grow, which will require certain changes in the education curricula offered at the universities in Serbia. => Ovaj podatak govori o tome da će u narednim godinama biti potrebno da se stvori nova generacija stručnjaka za ULjR poslove, što će zahtevati i određene promene u programima obrazovanje koje nude univerziteti u Srbiji.
LL@(4125) Thirdly, compared to the US model of HRM, the findings show that the HRM departments in Serbia are overstaffed the ratio is 1.9 employed in the HRM department per 100 employees, compared to the 0.8 ratio inntensification of the linking trend among the companies worldwide is a significant challenge for the HRM function in terms of creating a balance between the need to conduct a uniform HRM strategy and policy on the level of the entire company and the need to comply with the local regulations and customs. => Treće, u poređenju sa američkim modelom ULjR, rezultati pokazuju da ULjR sektori u preduzećima u Srbiji zapošljavaju prevelik broj zaposelnih racio je 1,8 zaposlenih u ULjR sektoru na 100 zaposlenih u preduzeću prema raciju od 0,8 u američkim kompanijama.
LL@(4126) That is why more and more companies worldwide find international human resources management increasingly important. => Ovaj racio je sigurno i veći, budući da u velikom broju preduzeća zaposleni koji se bave nekim od aktivnosti ULjR uopšte nisu organizaciono locirani unutar ULjR (kadrovskih) sektora, već u u različitim organizacionim jedinicama.
LL@(4127) Changes in legislation. ~~~ One of the most important sources of the HRM function developmeve department (service). => To je najčešće slučaj sa zaposlenima koji rade na obračunu zarada, koji su obično locirani unutar Sektora finansija i računovodstva, i sa zaposlenima koji rade na poslovima zaštite na radu, koji su obično organizaciono locirani u Sektoru (službi) opštih poslova.
LL@(4128) In some companies, even the staff engaged in training and development of the employees are placed outside the HRM department. => U nekim preduzećima su čak i zaposleni koji se bave obukom i razvojem zaposlenih locirani izvan ULjR sektora.
LL@(4129) If this dislocated staff were added to the staff in the HRM departments, it is fairly possible that that the facts on the employment in the HRM departments would be even more dramatic. => Kada bi se broju zaposlenih u ULjR sektoru dodao i ovaj broj zaposlenih na dislociranim radnim mestima sasvim je verovatno da bi podaci o zaposlenosti u ULjR sektoru u preduzećima u Srbiji bili još dramatičniji.
LL@(4130) Finally, this large staff in the HRM departments is even larger if we have in mind the fact that the HRM departments from the sample are still mainly engaged in administration, leaving them out of many an HRM activity, such as: human resource planning, employee development, employee relations, evaluating employees performances, fringe benefit development, the earning system development etc. => Najzad, velik broj zaposlenih u ULjR sektoru je utoliko veći imajući u vidu i činjenicu da se ULjR sektori u obrađenom uzorku i dalje uglavnom bave administrativnim poslovima i da ne obavljaju velik broj ULjR aktivnosti, kao što su planiranje ljudskih resursa, razvoj zaposlenih, odnosi sa zaposlenima, ocenjivanje performansi zaposlenih, razvoj beneficija, razvoj sistema zarada i sl.
LL@(4131) On the other hand, some European countries, too, are overstaffed in the HRM departments (Brewster et al., 2004) in comparisom to the U.S.A., so we can conclude that we are, at least in the HRM sector, closer to the European than to the American companies. => S druge strane, neke evropske zemlje, takođe, imaju veliki broj zaposlenih u ULjR sektoru (Brewster et al, 2004), u poređenju sa SAD, tako da se može zaključiti da smo, bar prema broju zaposlenih u ULjR sektoru, mnogo sličniji evropskim nego američkim kompanijama.
LL@(4132) Fourthly, the most developed areas intensification of the linking trend among the companies worldwide is a significant challenge for the HRM function in terms of creating a balance between the need to conduct a uniform HRM strategy and policy on the level of the entire company and the need to comply with the local regulations and customs. => Četvrto, najrazvijenije oblasti ULjR-a u Srbiji su svakako regrutacija i selekcija, obuka zaposlenih i zarade (sa tradicionalnim pristupom u određivanju zarada koji bazira na uglavnom fiksnim zaradama i eventualno povišicama sa ciljem postizanja prvenstveno interne pravednosti u sistemu zarada).
LL@(4133) That is why more and more companies worldwide find international human resources management increasingly important. => Neke oblasti ULjR-a su jako malo razvijene, kao što je to slučaj sa ocenjivanjem performansi.
LL@(4134) Changes in legislation. ~~~ One of the most important sources of the HRM function developmes, since the employee evaluation does not coincide with a high level of collectivism in the Serbian national culture (Triandis, 1995), therefore the development and implementation of this HRM activity will probably be one of the greatest challenges for the HRM experts in Serbia. => Slaba razvijenost ove oblasti ULjRa obično se vezuje za dominantne kulturne vrednosti zaposlenih, budući da ocenjivanje zaposlenih nije u skladu sa visokim kolektivizmom u srpskoj nacionalnoj kulturi (Triandis, 1995), pa će razvoj i implementacija ove ULjR aktivnosti verovatno predstavljati jedan od najvećih izazova za ULjR stručnjake u Srbiji.
LL@(4135) Fifthly, if we try to locate the phase in the development of the HRM function in the Serbian companies, we can draw a conclusion, on the basis of the findings, that we are still somewhere in between the first and the second phases, with not even the first phase being completed in some companies. => Peto, ako pokušamo da lociramo fazu u razvoju ULjR funkcije u Srbiji, na osnovu rezultata istraživanja može se zaključiti da se još uvek nalazimo između prve i druge faze, pri čemu u mnogim preduzećima ni prva faza još uvek nije završena.
LL@(4136) The development of the HRM function will require that this function be absolutely independent, its scope of work be well defined and the specialists in certain HRM areas be trained, apart from their work in the company. ~~~ Sixthly, if we analyse the HRM function in the Serbian companies from the point of view of comparative human resource management, i.e., to find out whether we are closer to the European or to the American companies, or we are absolutely specific, the situation becomes rather complax. => Razvoj ULjR funkcije zahtevaće potpuno osamostaljivanje ove funkcije, zaokruživanje njenog delokruga i razvoj specijalista za pojedine ULjR oblasti, izvan radnih odnosa. [esto, ako pokušamo da analiziramo ULjR funkciju u preduzećima u Srbiji sa stanovišta komparativnog menadžmenta ljudskih resursa, odnosno da vidimo da li smo bliži američkim ili evropskim kompanijama, ili potpuno različiti i specifični, situacija postaje prilično kompleksna.
LL@(4137) The research findings clearly show that in the HRM function Serbia diverges from the American model. => Rezultati istraživanja upravo pokazuju da u pogledu mesta i uloge ULjR funkcije Srbija divergira u odnosu na američki model.
LL@(4138) The divergence observed can be axplained by several factors, such as: the role and competence of the HRM professionals, institutional and cultural factors (Sparrow, Hiltrop, 1997; Holden, 2001; Hoffman, 1999; Rollinson, Broadfield, 2002; Schuler et al., 2001; Hofstede, 1980; GomezMejia et al., 2001; Schwartz, 1004; Schuler, Rogovsky, 1998). => Uočena divergencija može se objasniti sa nekoliko faktora, kao što su: uloga i kompetentnost ULjR stručnjaka, institucionalni faktori i kulturni faktori (Sparrow, Hiltrop, 1997; Holden, 2001; Hoffman, 1999; Rollinson, Broadfield, 2002; Schuler et al, 2001; Hofstede, 1980; Gomez-Mejia et al, 2001; Schwartz, 1994; Schuler, Rogovsky, 1998).
LL@(4139) These findings coincide with the findings in the previous article (Clark at al., 1999, p. 529) in which, on the basis of the review of articles published in the leading journals in the fields of human resources management, organisational conduct management and other relevant journals in the fields of social sciences, we established that according to almost 50% articles, the reasons for the differences or similarities observed in the HRM practices are the cultural (21.8%) and the institutional (19%) contexts or the combination (10.4%) of the two. ~~~ The fact, however, that an increasing number of companies in Serbia introduce the HRM department as an independent organizational unit, and that a majority of them are engaged in certain crucial HRM activities may be taken as a promising sign of convergence towards the American model. => Ovakvi rezultati su saglasni sa nalazima preglednog članka (Clark et al, 1999, p. 529) u kome je na osnovu pregleda članaka objavljenih u vodećim časoposimia iz oblasti menadžmenta ljudskih resursa, menadžmenta, organizacionog ponašanja i dr. relevantnih časopisa iz oblasti društvenih nauka, ustanovljeno da u skoro 50% članaka razlozi za uočene razlike ili sličnosti između ULjR praksi leže u kulturnom (21.8%) i institucionalnom kontekstu (19%) ili njihovoj kombinaciji (10.4%) Međutim, činjenica da sve više preduzeća u Srbiji uvodi sektor ULjR kao zasebnu organizacioniu jedinicu, i da većina njih u suštini obavlja neke ključne ULjR poslove može se shvatiti kao obećavajući znak konvergencije ka američkom modelu.
LL@(4140) On the other hand, if we analyse the European HRM model (Brewster, Larsen, 1992) that includes two dimansions, the integration and the decentralization of the HRM, Serbia could, at first glance, be placed together with some European countries, within a quadrant designed the Wild West type of HRM (Brewster, Larsen, 1992, p. 414). => S druge strane, ako analiziramo evropski model ULjR-a (Brewster, Larsen, 1992) koji uključuje dve dimenzije, integraciju i decentralizaciju ULjR-a, na prvi pogled Srbija bi se mogla locirati zajedno sa nekim od evropskih zemalja, i to u okviru kvadranta označenog kao »the Wild West type of HRM« (Brewster, Larsen, 1992, str. 414).
LL@(4141) This HRM type means that ...managers are free to develop relations with the employees, and that in extreme cases they will be empowered to hire or fire, reward or invest into an employee as they please, which in turn may cause incoherency, inconsistency and a fierce response of the employees (pp. 414-415). => Ovaj tip ULjR-a podrazumeva da je ...svaki menadžer slobodan da razvije slobodno svoj odnos sa zapsolenima i da će u ekstremnim slučajevima imati i moć da zaposlei ili otpusti, nagradi ili investira u zaposlenog onanko kako on to želi«, što, zauzvrat, može prouzrokovati nekoherentnost, nekonzistentnost i snažnu reakciju zapsolenih (s. 414-415).
LL@(4142) The reasearch findings have shown further that the extent to which the HRM function is integrated into the business strategy is very small, although the level of decentralization of HRM activities and decisions towards line managers is rather high, given that the primary responsibility for the HRM decisions lies with the line management, either entirely or in coordination with the HRM department. => Rezultati istraživanja su pokazali da je stepen integracije ULjR funkcije i poslovne strategije izuzetno nizak, iako je stepen decentralizacije ULjR poslova i odluka na linijske menadžere prilično visoko, budući da primarnu odgovornost za ULjR odluke ima linijski menadžment samostalno ili u saradnji sa ULjR sektorom.
LL@(4143) These findings place Serbia directly into the right bottom corner of the matrix, together with the Netherlands and Denmark. => Ovi rezultati Srbiju direktno smeštaju u donji desni igao matrice, zajedno sa Holandijom i Danskom.
LL@(4144) Having in mind, however, that according to the interviews, the line managers are in reality not authorised at all to make important HRM decisions, since such authority, in most companies, lies with the managing director (a high power distance) we believe, in spite of the findings, that the real decentralization of the HRM function through a wider inclusion of line managers is really on a very low level. => Međutim, imajući u vidu da u realnosti linijski menadžeri u Srbiji, kako su intervjui pokazali, suštinski nemaju nikakav autoritet za donošenje važnih ULjR odluka, jer taj autoritet, u najvećem broju preduzeća, ima generalni direktor (visoka distanca moći), uprkos rezultatima verujemo da je stvarna decentralizacija ULjR funkcije kroz veće uključivanje linisjkih menadžera u suštini vrlo niska.
LL@(4145) Simultaneously, contrary to the Brewster and Larsen model, this fact does not automatically mean that the HRM managers in Serbian companies have all the power in decision making. => U isto vreme, suprotno Brewsterovom i Larsenovom modelu, ova činjenica ne znači automatski da ULjR menadžeri u preduzećima u Srbiji imaju sav autorite za odlučivanje.
LL@(4146) Actually, we have a situation in Serbia that the model described cannot be applied, since the decentralisation as defined in the model, cannot be implemented. ~~~ 4. => U stvari, u Srbiji mi imamo siuaciju da se navedeni model ne može primeniti, budući da se decentralizacija na način kako je u modelu definisana ne može primeniti. 4.
LL@(4147) Conclusion and implications for the management This work is an attempt to understand the position and role of the HRM function in Serbia today. => Zaključak i implikacije za menadžment U ovom radu učinjen je pokušaj da se sagleda mesto i uloga ULjR funkcije u Srbiji danas.
LL@(4148) According to the research findings, some changes did hapen in the past years as regards the organizational independence of the HRM function and its gaining professional potential. => Rezultati istraživanja su pokazali da su se poslednjih godina dogodile izvesne promene u pogledu organizacionog osamostaljivanja ULjR funkcije i jačanja njenog profesionalnog potencijala, ali nedovoljne, pa smo još uvek daleko od savremenih trendova u razvoju ULjR funkcije, kako u Evropi tako i u SAD.
LL@(4149) These are, however, insufficient, therefore we are still far away from modern trends in the development of the HRM function, both in Europe and in the U.S.A. the reasons for a poorly developed HRM function should certainly be primarily observed in the incompetence of the staff employed in the HRM department, but also in the features of Serbian national culture and institutional context. => Razloge za nedovoljno razvijenu funkciju ULjR u Srbiji svakako treba tražiti prvenstveno u nekompetentnosti zaposlenih u ULjR sektoru, ali i u karakteristikama srpske nacionalne kulture i institucionalnog konteksta.
LL@(4150) It is to be expected, how ever, that further competition and entrance of foreign companies, as well as closer relationsntensification of the linking trend among the companies worldwide is a significant challenge for the HRM function in terms of creating a balance between the need to conduct a uniform HRM strategy and policy on the level of the entire company and the need to comply with the local regulations and customs. => Međutim, za očekivati je da će dalje jačanje konkurencije i ulazak stranih kompanija, kao i približavanje EU dovesti do značajnih pomeranja u institucionalnim okvirima, pa će funkcija ULjR sve više dobijati na značaju.
LL@(4151) That is why more and more companies worldwide find international human resources management increasingly important. ~~~ Changes in legislation. => Sa povećanjem značaja ove funkcije, top menadžment preduzeća moraće da razmisli o organizacionom i per sonalnom jačanju ove funkcije kroz izdvajanje ovih poslova u zasebnu organizacionu jedinicu i zapošljavanje stručnjaka humanističkih profila koji će se profesionalno baviti ovim poslovima.
LL@(4152) One of the most important sources of the HRM function developmeaken with some reserve, due to several limitations. => Naravno, zaključke ovog istraživanja treba uzeti sa rezervom, budući da ima nekoliko ograničenja.
LL@(4153) In the first place, the research conducted on the sample of only 38 companies is a significant methodological limitation for a broader generalization of the results obtained. => Prvo, istraživanje na uzorku od samo 38 preduzeća predstavlja važno metodološko ograničenje za šire generalizovanje dobijenih rezultata.
LL@(4154) In the second place, the research was conducted in a short period of time during 2006 and 2007 which prevented us from observing the development of the HRM function in time. => Drugo, istraživanje je sprovedeno u kratkom vremenskom periodu tokom 2006. i 2007. godine, što nas je sprečilo da posmatramo razvoj ULjR funkcije u vremenu.
LL@(4155) This research, however, is only the first step in understanding the position and the role of the HRM function in Serbia and the way in which the transitional countries behave and face the implementation of Western management systems and technologies. => Međutim, ovo istraživanje predstavlja samo prvi korak ka razumevanju mesta i uloge ULjR funkcije u Srbiji i načina kako se zemlje u tranziciji ponašaju i suočavaju sa primenom zapadnih menadžment sistema i tehnologija.
LL@(4156) Further research should follow in the direction of including a larger sample and a more detailed analysis of some HRM activities in order to obtain more substantial information on the features of the Serbian HRM model. => Buduća istraživanja bi trebalo a idu u pravcu obuhvatanja većeg uzorka i detaljnije analize pojedinih ULjR aktivnosti kako bi se dobile potpunije informacije o karakteristikama srpskog ULjR modela. 5.
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LL@(4178) Š26Ë Sparrow, P., Hiltrop, J.M., »Redefining the Field of European Human Resource Management: A Battle between National Mindsets and Forces of Business Transition«, Human Resource Management, Summer, Vol. 36, No. 2 (1997) 201219. => Sage, (1994) 85-119. Š25Ë Sparrow, P., Hiltrop, J.M., »Redefining the Fi eld of European Hu0. Š26Ë Schuler, R., Rogovsky, N., »Understanding Compensation Practice Variations across Firms:
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LL@(4181) Schwartz, S.H., New c1 See: 1991 Survey of Human Resources Trends, p. 18 2 See Human Resource Compensation Survey, 1993, Dearfield, III: William M. Mercer, Inc; see also Human to Resource Compensation Management, July 22, 1993, pp. 228-229 Survey, Bulletin Managing risk: factoring influence on the enterprise value UDC 005.334 Grzegorz Michalski 1 The basic financial purpose of an enterprise is maximization of its value. => A Battle between National Mindsets and Forces of B Upravljanje rizikom: uticaj faktoringa na vrednost preduzeća UDK 005.334 Grzegorz Michalski 1 Osnovni finansijski cilj preduzeća je da postigne najveću moguću vrednost.
LL@(4182) Operating cycle management should also contribute to realization of this fundamental aim. => Postizanju ovog osnovnog cilja treba da doprinese i rukovođenje poslovnim ciklusom.
LL@(4183) The enterprise value creation strategy is executed with a focus on risk and uncertainty. => Strategija stvaranja vrednosti ostvaruje se tako što preduzeće uvek ima na umu rizik i neizvesnost poslovanja.
LL@(4184) This paper presents the consequences for the firm that can result from changes in operating cycle and operating risk that are related to using factoring as instrument to short target operating cycle of the firm and advantages resulting in risk reduction caused by transferring it to factor. ~~~ 1. => U ovom radu predstavljamo posledice koje firma može da ima usled promena u poslovnom ciklusu i poslovnom riziku, a koje su u vezi sa primenom faktoringa kao instrumenta kojim se skraćuje ciljni poslovni ciklus firme, kao i prednosti koje proizilaze iz smanjivanja rizika putem prebacivanja rizika na posrednika. 1.
LL@(4185) Introduction Managing the operating cycle of the enterprise requires providing with the appropriate level of cash as well as other current assets: accounts receivable and supplies. => Uvod Upravljanje poslovnim ciklusom preduzeća podrazumeva obezbeđivanje odgovarajuće količine gotovine kao i druge vrste obrtnog kapitala: potraživanja i zalihe.
LL@(4186) Keeping current assets generate costs, and so it influences the profitability of the company. => Držanje obrtnog kapitala izaziva troškove i stoga utiče na profitabilnost kompanije.
LL@(4187) Factoring is one of tools allowing to shorten the operating cycle which relies on the fact that the factor is purchasing present and future accounts receivable (amounts due of the enterprise), on ones own suffering the risk of the overdue regulation liabilities. => Faktoring predstavlja jedan of instrumenata kojim se može skratiti poslovni ciklus koji se oslanja na činjenicu da posrednik kupuje sadašnja i buduća potraživanja (sume koje se duguju preduzeću) i sam snosi rizik obaveze regulisa nja prekoračenja u plaćanju.
LL@(4188) Enterprise after presenting a duplicate invoice to the factor, receives the majority of money from him (up to the 80% of the amount), and the rest part in the moment of regulating the liability by the customer. => Pošto podnese kopiju fakture posredniku, preduzeće od njega dobija većinski deo novca (do 80% sume), a ostatak kad kupac izmiri svoje obaveze.
LL@(4189) Factor in exchange for the commission takes over all duties of the enterprise resulting from the sale on the principle of trade credit2. => Posrednik preuzima sve obaveze preduzeća koje proističu iz prodaje po principu komercijalnog kredita2, za šta naplaćuje proviziju.
LL@(4190) There is many varieties of the factoring enterprise, most beneficial of a point of view of the functionality of the enterprise exist, there is a full-service factoring which is embracing with ones scope three functions: (a) financial (the immediate payment for financial documents received from the enterprise using the factoring and later cribbing purchased amounts due from the debtor), FACTORING Source: own study Fig. 1. => Postoji veliki broj faktoringa koji su veoma korisni sa tačke gledišta funkcionalnosti preduzeća. ~~~ Postoji faktoring kao kompletna usluga koji obuhvata tri funkcije: ~~~ FACTORING Slika 1.
LL@(4191) Influence of the factoring on the operating cycle (CO) 1 Grzegorz Michalski PhD, Wroclaw University of Economics, Komandorska 118/120, p. Z-1, KFPiZW, PL53-345 Wroclaw, Poland, michalskig@ue.wroc.pl; http://michalskig.ue.wroc.pl; tel. => Uticaj faktoringa na poslovni ciklus (CO) Izvor: autorova studija (a) finansijsku (isplata odmah pošto preduzeće koje koristi faktoring podnese finansijsku dokumentaciju, i kasnije prikupljanje sume koju dužnik duguje), (b) funkciju smanjivanja rizika (garancije, koje se sastoje u tome što posrednik pomera rizik komercijalnog kredita koji proističe iz nemogućnosti naplate dugovanja od kupca po ovom principu kreditiranja), 1 Grzegorz Michalski PhD, Wroclaw University of Economics, Komandorska 118/120, p.
LL@(4192) 0048503452860, fax 0048717181717. => Z -1, KFPiZW, PL53-345 Wroclaw, Poland, michalskig@ue.wroc.pl; http://michalskig.ue.wroc.pl; tel. 0048503452860, fax 0048717181717. L.
LL@(4193) 2 L. Stecki, The Factoring in the commercial practice (in Polish: Faktoring w praktyce handlowej, Dom Organizatora TNOiK, Toruñ 1995, s. => Stecki, The Factoring in the commercial practice (in Polish: ~~~ Faktoring w praktyce handlowej, Dom Organizatora TNOiK, Toruñ 1995, s. 52.
LL@(4194) 52. (b) lowering the risk (guarantee, consisting in moving on of factor of the risk of trade credit resulting from the impossibility of cribbing the liability from the customer using the purchase on the principle), Factoring is sometimes misused synonymously with financing of accounts receivable process. => Faktoring se ponekad pogrešno shvata kao finansiranje procesa naplate potraživanja.
LL@(4195) In this paper factoring is a transaction in which a firm of factor client sells its accounts receivable at a discount. => U ovom radu pod faktoringom se podrazumeva transakcija kojom posrednik vrši diskontni otkup faktura od svoga klijenta, proizvođača.
LL@(4196) Factoring is not a kind of bank loan, in fact it depends on the value of the accounts receivables and by it depends on the factor client clients not the firm of factor client itself. => Faktoring nije bankarski kredit, on u stvari zavisi od vrednosti potraživanja i prema tome od klijenata posrednikovog klijenta, ne od firme samog posrednikovog klijenta.
LL@(4197) In factoring process we have three parties involved: the factor client (the seller of the goods or work performed), credit purchaser of the goods (the debtor), and the factor. => U proces faktoringa uključene su tri strane: klijent posrednika (koji prodaje svoju robu ili izvršeni rad), kupac koji robu kupuje na kredit (dužnik) i posrednik.
LL@(4198) The factor client is owed money by the purchaser of the goods sold. => Posrednikovom klijentu kupac robe duguje novac.
LL@(4199) The factor then sells its invoices at a discount to the factor to obtain cash faster. => Prodavac (klijent) onda prodaje fakture po diskontnoj ceni posredniku, da bi brže došao do gotovine.
LL@(4200) Next the client of the factor client directly pays the factor the full value of the invoice. => Onda kupac direktno plaća posredniku punu cenu fakture.
LL@(4201) As we see on fig. 2, in factoring process, relation between factor and its client (the firm which sells on trade credit and uses factoring to free cash tied in its accounts receivables) is a kind of swap. => Kako vidimo na slici 2, u procesu faktoringa odnos između posrednika i njegovog klijenta (firme koja prodaje robu putem komercijalnog kredita i koristi faktoring da bi oslobodila gotovinu zarobljenu u potraživanjima) predstavlja oblik swap aranžmana.
LL@(4202) Fig. 2. => Slika 2.
LL@(4203) The factoring as the SWAP. => Faktoring kao SWAP.
LL@(4204) Exchange of assets about unsure of the size to the influences devoid of the Source: own study. uncertainty. (c) services (the factor leads to the thing and on behalf of accounting for the customer accountants connected with the accounts receivable management). => Razmena sredstava čiji obim nije siguran usled uticaja neizvesnosti. ~~~ Izvor: autorova studija (c) uslužnu (posrednik se u ime svog klijenta bavi obračunom koji se odnosi na upravljanje potraživanjima).
LL@(4205) Many other varieties are also factoring, omitting some elements of the full factoring are numerous. => Faktoring obuhvata i mnoge druge vrste, a negde su neki elementi punog faktoringa izuzeti.
LL@(4206) Using these services causes, that more effectively it is possible to manage reserves of the liquidity, because influences of amounts due are far more predictable and manageable. ~~~ 2. => Primenom ovih usluga moguće je efektivnije upravljati rezervama tekućih sredstava, pošto se suma koja dospeva za naplatu može lakše predvideti i njome se može lakše upravljati. 2.
LL@(4207) Relation of the length of the operating cycle to the firm value The effectiveness of operating cycle management decisions and the level of assets can be measured in a few ways. => Odnos između dužine poslovnog ciklusa i vrednosti firme Efektivnost odluka u upravljanju poslovnim ciklusom i nivo aktive mogu se meriti na nekoliko načina.
LL@(4208) One of them is focusing on the influence on the net profit and its relation to the shareholders equity, total assets or other item of assets. => Jedan je fokusiranje na uticaj neto profita i njegov odnos prema akcijskom kapitalu, ukupnoj aktivi ili drugim vidovima aktive.
LL@(4209) Second, assess Fig. 3. => Drugo, može se ocenjivati profitabilnost u od Slika 3.
LL@(4210) Influence of account receivable policy on the value of the company Where: CF free cash flows, ∆NWC increase in the net working capital, k cost of capital financing the enterprise; t period in which generated free financial flows will be. => Uticaj politike potraživanja na vrednost kompanije Gde je: ~~~ CF = slobodni gotovinski tokovi, ∆NWC = uvećanje neto obrtnog kapitala, k = troškovi kapitala kojim se finansira preduzeće, t = period u kojem će se stvoriti slobodni finansijski tokovi.
LL@(4211) Source: own study profitability in a way that it relates to the value of the company. => Izvor: autorova studija nosu prema vrednosti kompanije.
LL@(4212) If given commitment of means to liquid assets, will help to increase the value of the enterprise, it will be profitable, but if it influences lowering, will be spelling unprofitable investment (in liquid balances). => Ako se sredstva usmere na tekuću aktivu, to će pomoći da se uveća vrednost preduzeća i onda govorimo o profitabilnosti, ali ako se uticaj sredstava smanjuje, onda to znači neprofitabilnu investiciju (u bilansima tekućih sredstava).
LL@(4213) As shown in fig. 3, individual elements influencing decisions in scope of the length of the operating cycle, influence the level of free cash flows (CF), and thus the value of the firm. ~~~ 3. => Kao što je prikazano na slici 3, pojedinačni elementi koji utiču na odluke u vezi sa dužinom poslovnog ciklusa utiču na nivo slobodnih gotovinskih tokova (CF), a time i na vrednost firme. 3.
LL@(4214) Influence of the factoring the value of the company From a point of view of managing the operating cycle of the enterprise, should be considered making use of factor services, or insuring the liability too as the most desired in every production company, whose sales sizes to allow credit. => Uticaj faktoringa na vrednost kompanije Sa tačke gledišta upravljanja poslovnim ciklusom preduzeća, treba uzeti u obzir korišćenje usluga posrednika ili osiguranja obaveza dužnika, što je najpoželjnije u svakoj proizvodnoj firmi koja svoje proizvode prodaje na kredit.
LL@(4215) The entrepreneur has an opportunity to feed with financial means of the enterprise resulting from using of factoring services. => Korišćenjem usluga faktoringa, preduzetnik ima priliku da svom preduzeću obezbedi finansijska sredstva.
LL@(4216) Factoring relies on it, that enterprise, causing the sale on principles of trade credit, is not expected to rafting amounts due for sold products and/or services, but receives due financial means resulting from the sale from a subsidizing financial institution services of factoring. => Faktoring se oslanja na činjenicu da preduzeće, kad prodaje robu na kredit, ne očekuje da će odmah naplatiti sumu od prodatih proizvoda i usluga, već da će sredstva dobijati od usluga faktoringa.
LL@(4217) After the time of the maturity have passed, a financial institution is regaining means handed over to the enterprise, by collecting the amount due from recipients. => Pošto prođe rok dospeća, finansijska institucija će povratiti sredstva koja je isplatila proizvođaču time što će ih naplatiti od dužnika.
LL@(4218) A commission is remunerating for the institution serving for the factoring. => Za ovu uslugu faktoringa institucija posrednik dobija proviziju.
LL@(4219) The enterprise, carrying the sale out on principles of trade credit which uses services of the factoring, called the supplier. => Preduzeće koje prodaje robu po principu komercijalnog kredita i koristi usluge faktoringa naziva se dobavljač.
LL@(4220) The supplier should decide to use from services of the factoring, only if the use of this service influences an increase the firm value. => Dobavljač donosi odluku da koristi usluge faktoringa samo u slučaju da korišćenjem takve usluge utiče na povećanje vrednosti firme.
LL@(4221) The providing services of the factoring, named institution is a factor. ~~~ Fig. 4. a scheme is describing action of the factoring in the case of applying the promotion method. => Institucija koja obezbeđuje usluge faktoringa naziva se posrednik. [ema na slici 4 prikazuje funkcionisanje faktoringa u slučaju primene metoda promocije.
LL@(4222) Fig. 4. => Slika 4.
LL@(4223) Mechanism of the factoring traditional method. => Mehanizam faktoringa tradicionalni metod Legenda:
LL@(4224) Labels: Š1aË - the firm is carrying the sale out on trade credit principles handing down to the recipient products or services, Š1bË - the information about the transaction is being passed on to the factor, [2] - the factor is handing the equivalent over to the supplier near to 80%-90% of the amount due directly after the transaction, and rest (reduced for the commission) in the more late time, Š3Ë - the recipient is transferring the amount due for purchased products or services to the account of the factor. => Š1aË firma vrši prodaju na principu komercijalnog kredita, tako što daje primaocu proizvode ili usluge, Š1bË informacija o transakciji se prenosi posredniku, Š2Ë posrednik isplaćuje dobavljaču odgovarajuću sumu koja je ekvivalentna oko 80%-90% sume ugovorene transakcijom, a ostatak (umanjen za proviziju) kasnije, Š3Ë primalac prenosi na račun posrednika sumu novca koju duguje za kupljenje proizvode ili usluge.
LL@(4225) Source: A. Skowronek -Mielczarek, Sources of financing the SME (in Polish: Ma³e i œrednie przedsiêbiorstwa: Ÿród³a finansowania), C.H. Beck, Warsaw 2003, s. => Izvor: ~~~ A. Skowronek-Mielczarek, Sources of financing the SME (u prevodu na poljski:
LL@(4226) 98 3 A. Skowronek-Mielczarek, Ma³e i œrednie przedsiêbiorstwa. (cid:143)ród³a finansowania , C.H. Beck, Warszawa 2003, p. 99. => Ma³e i œrednie przedsiêbiorstwa:
LL@(4227) 4 The topic of nonfinancial functions of the factoring and more accurate discussing its types contain: J. Grzywacz, The Factoring (in Polish: Faktoring), Difin, Warsaw 2001, p.42 -103. => 
LL@(4228) A key function of the factoring, is the securing financial means for the enterprise carrying the sale out is on principles of trade credit. => Ÿród³a finansowania), C.H. Beck, Warsaw 2003, s. 98 Ključna funkcija faktoringa jeste da obezbedi finansijska sredstva za preduzeće koje prodaje svoje proizvode na kredit.
LL@(4229) Practicing the factoring has this virtue, that even if enterprise carrying the sale of its products out, isnt qualifying to receiving of bank loan, because of too low of the own credit credibility and/or the lack of credit rating, it is often possible applying the factoring and lending money up to the pledge of the amount due or the sale amounts due. => Primena faktoringa ima i tu dobru stranu da, čak i ako preduzeće koje prodaje robu na kredit nema uslova da dobije kredit od banke zbog svoje niske kreditne sposobnosti i/ili zato što uopšte nema kreditni rejting, pomoću faktoringa uvek može da dobije sumu do visine sredstava koja treba da na plati od prodaje.
LL@(4230) Factor is, in the first row, isnt judging the enterprise carrying the sale out, but institutions which from it they are purchasing and it is a quality of their amount due is a base for establishing the cooperation on principles of the factoring. => U prvom redu, posrednik ne procenjuje preduzeće koje prodaje svoju robu, već one koji od njega kupuju i suma njihovog dugovanja predstavlja osnovu za uspostavljanje odnosa saradnje na principu faktoringa.
LL@(4231) Two essential methods of the transfer of financial means exist between the factor and the supplier3. => Između posrednika i dobavljača postoje dva osnovna metoda transfera finansijskih sredstava3.
LL@(4232)  => Prvi metod 3 A. Skowronek-Mielczarek, Ma³e i œrednie przedsiêbiorstwa. (cid:
LL@(4233) The first method relies on it, that directly after presenting a documenting duplicate invoice causing the sale on principles of trade credit, the supplier is receiving a down payment from the factor in the height about 80%-90% of the invoice value. => finansowania , C.H. Beck, Warszawa 2003, str. 99. se zasniva na tome da neposredno po podnošenju dokumenata, duplikata fakture o prodaji robe na kredit, dobavljač od posrednika prima avansni iznos u visini od oko 80%-90% fakturisane vrednosti.
LL@(4234) The second method, works in the way in which the factor is purchasing amounts due and immediately pay the whole of the amount due reduced for the discount resulting from the fact amounts due will be received by it later and reduced for the commission for services provided for the supplier. => Po drugom metodu, posrednik kupuje dugovanu sumu i odmah isplaćuje celu svotu, umanjenu za dogovoreni diskont, s tim što će dugovanu sumu naplatiti kasnije, s tim što će izdvojiti proviziju ostvarenu na osnovu usluga pruženih dobavljaču.
LL@(4235) The main idea of factoring at first assumed realizing the financial function. => Osnovni smisao faktoringa u početku je bio ostvarivanje finansijske funkcije.
LL@(4236) At present however, they require in order to object of the factoring apart from the assignment supplemented was also as least with two different additional services because otherwise, in the case of very financial function, a duty of making stamp duties is arising because such a factoring is treated as the transfer amounts due, in spite of, that assignment made without the factoring, differs from the factoring in it, that at the transfer, cessionary (e.g. bank which by the enterprise amounts due stayed for ceded)4 is an owner of the amount due, but of them taking down is responsibility of a transferor (of enterprise which made the transfer), while in the case of the factoring, most often with the owner of the amount due and the subject responsible for attracting them, is a factor. => U današnje vreme, faktoring je potreban i zbog dve dodatne usluge koje nudi, zato što inače, ako se svede samo na finansijsku funkciju, javlja se nužnost primene taksene marke, pošto se takva vrsta faktoringa smatra samo transferom dugovanih suma novca, dok se ugovori bez faktoringa razlikuju od samog faktoringa po tome što prilikom transfera cesionar (na primer, banka kojoj preduzeće ustupa dugovanu sumu)4 postaje vlasnik dugovane sume, ali obaveza da sumu naplati leži na preduzeću koje obavlja transfer, dok je u slučaju faktoringa posrednik vlasnik dugovane sume odgovoran za njenu naplatu.
LL@(4237) In addition to major benefits, such as reducing investing funds in the net working capital and reduction of costs of collecting receivables, using the factoring is connected with such burdens as5: interests, in the case of providing credit, similar with height up to a bank loan, the front-end fees dependent on the limit of fac toring, commission for assuming the risk of the bankruptcy of recipients depends on the level of the assessed risk, administrative commissions depend on the amounts of the liability, for providing additional services in the scope of the bookkeeping, the debt collection, the term credit rating of debtors, of monitoring debtors of the enterprise and the consultancy. ~~~ Moreover, for the firms weakening contacts with customers can have grave consequences. => Pored glavnih benefita, kao što su smanjenje investicionih sredstava u neto obrtnom kapitalu i smanjenja troškova u naplati potraživanja, primena faktoringa ima i neke nepovoljne aspekte, kao što su5: kamate, u slučaju kredita, slične po visini kama tama na bankarski kredit, polazne provizije čija visina zavisi od limita fak toringa, provizija na pretpostavljeni rizik od bankrotstva dužnika zavisi od nivoa procenjenog rizika, administrativne provizije zavise od visine zaduženja, za obezbeđenje dodatnih usluga u smislu knjigovodstva, naplate dugovanja, kreditne procene dužnika, praćenje dužnika preduzeća i konsultantske usluge. [ta više, firme koje oslabe kontakte sa kupcima mogu da snose ozbiljne posledice.
LL@(4238) Most often, the direct acquaintance of customers with his owner is playing a significant role. => Najčešće, neposredan kontakt kupaca sa vlasnikom duga igra značajnu ulogu.
LL@(4239) Takeover through of factor of many functions bound with the accounts receivable management and the sale on trade credit terms, is weakening this bond. => To što posrednik preuzima mnoge funkcije u vezi sa upravljanjem potraživanjima i prodajom putem komercijalnog kredita slabi ovu vezu.
LL@(4240) Moreover a threat resulting from the problem of the agency and the asymmetry is arising of information. => Pored toga, iz posredništva proizilazi i opasnost asimetričnosti informacija.
LL@(4241) In cases, when all contacts with recipients, will be taken over through of factor (which will be making selection of recipients being able to use from trade credit), straight out lowering the sales revenue is possible, enterprises resulting from the too rigorous assessment of customers and of the lack of fitting the offer to needs of recipients which would have the greater chance of identifying in the case of traditional forms of the contact. => U slučajevima kada se svi kontakti sa primaocima (kupcima) vrše preko posrednika (što znači procena kupaca koji su u stanju da otplate kredit), moguć je neposredan pad prinosa od prodaje, zato što je procena kupaca previše stroga i zato što ponuda nije prilagođena potrebama kupaca koje bi preduzeće lakše privuklo putem tradicionalnih načina sklapanja ugovora.
LL@(4242) Example 1. => Primer broj 1.
LL@(4243) The enterprise had amounts due in previous years from recipients which made purchases before the season, on level 70000€. => Preduzeće ima potraživanja iz prethodne godine prema kupcima koji su izvršili kupovinu unapred, u visini od €70000.
LL@(4244) Recipients usually received postponing the payment lengths of 45 days from the moment of the purchase. => Kupcima se obično garantuje odlaganje plaćanja do 45 dana po kupovini.
LL@(4245) The firm took advantage of services of the factor, arranging to meet with him, that in the moment of causing the sale, a 95% will receive sale values from it (that is gave her amounts due from the 5% with discount). => Firma je iskoristila prednosti usluga posrednika, ugovorila da u momentu prodaje od njega dobije 95% vrednosti prodate robe (t.j., prodala svoja potraživanja uz diskont od 5%).
LL@(4246) In order to estimate the cost of this solution, one should divide the per cent of the discount by the per cent of the amount get from the sale after applying the factoring, that is: 5 T. S³oñski, Financing current financial decisions (In Polish: Finansowanie dzia³alnoœci bie¿¹ cej), [in:] SME Finance (in Polish: Finanse ma³ych i œrednich przedsiêbiorstw), W. Pluta (ed.), PWE, Warszawa 2004, p. 186189. => Da bi se izračunala cena ovakve odluke, treba podeliti procenat diskonta sa procentom sume dobijene prodajom po primeni faktoringa, što znači:
LL@(4247) Efektivni troškovi faktoringa =  +   %5 %95    =− %73,50 Next, knowing that the average payment is finding its way to the enterprise after 45 days, and at the assumption that the year has 360 days, we receive the effective annual cost of the factoring: Nominalni troškovi faktoringa = %5 %95 = 26,5 %. => Efektivni troškovi faktoringa =  +   %5 %95    =− %73,50 Dalje, kad znamo da je prosečni rok isplate preduzeću 45 dana, a pod pretpostavkom da godina ima 360 dana, dobijamo efektivnu cenu faktoringa na godišnjem nivou: ~~~ Nominalni troškovi faktoringa = %5 %95 = 26,5 %.
LL@(4248) We should however remember, that of applying the factoring in the result, the company is not having incur the costs connected with the vindication of the amount due, amount 70 000€, directly will inflow into the firm and, what is more important, the factor takes the risk connected with the financial problems and eventually bankruptcy of firm customers from it. => Prema tome, cena faktoringa koji je firma primenila je značajna i moguće je da će prevazići troškove finansiranja ove kompanije. ~~~ Treba ipak da se setimo da je zbog primene faktoringa kompanija izbegla troškove koje bi imala prilikom naplate potraživanja sudskim putem, tako da će suma od €70000 ući u kompaniju, a što je još važnije, posrednik preuzima sav rizik vezan za finansijske probleme i eventualno bankrotstvo kupca.
LL@(4249) If costs of the vindication of the amount due we will mark as ŠAË, amount of the amount due of the enterprise as ŠBË, opportunities cost connected with freezing funds in amounts due as ŠCË, and risk as ŠDË (it will lower as a result of applying the factoring), it about applying the factoring in the following way will influence the influence of the decision to the value of the company: So cost of the factoring applied by the firm, is considerable and it is likely that it is exceeding the cost of financing this company. => Ako troškove naplate sudskim putem označimo sa [A], sumu potraživanja preduzeća sa [B], oportjuniti troškove koji su u vezi sa zamrzavanjem sredstava za potraživanja kao [C] i rizik sa [D] (on će biti niži zahvaljujući primeni faktoringa), primenom faktoringa na sledeći način uticaćemo na odluku o vrednosti kompanije: ~~~ 4 Temu o ne-finansijskim funkcijama faktoringa i precizniju analizu njigovih vrsta videti kod: ~~~ J. Grzywacz, The Factoring (u prevodu na poljski: ~~~ Faktoring), Difin, Warsaw 2001, str.42 -103. 5 T. S³oñski, Financing current financial decisions (u prevodu na poljski: ~~~ Finansowanie dzia³alnoœci bie¿¹ cej), [in:] SME Finance (u prevodu na poljski: ~~~ Finanse ma³ych i œrednich przedsiêbiorstw), W. Pluta (ed.), PWE, Warszawa 2004, str. 186 189.
LL@(4250) NPV +↓⇐ NWC ]D[ ∑ ↓ ]B[ ∆−= ( − −⇐ n = t t roškovi ( š +↓⇐ [C]A[ ) ↓⇐+ n k ]D[ ć ) ( −×↓ ] ↓−⇐ ]D[ ) T −    Troškovi primene faktoringa    Costs of the vindication of the amount due ŠAË, lowering, can influence lowering of costs (but they must not, if the cost connected with the factoring exceeds them), and it influences value of forecast financial flows and the firm value. => NPV ∆−= NWC +↓⇐ ]B[ n ( − t −⇐ ]D[ ∑ ↓ = t š +↓⇐ [C]A[ ) ↓⇐+ n k ]D[ ć ) ( −×↓ ] ↓−⇐ ]D[ roškovi ( ) T −    Troškovi primene faktoringa    Troškovi naplate potraživanja sudskim putem [A], ako opadnu, mogu da utiču na pad troškova (mada ne smeju, ako ih troškovi faktoringa prevazilaze), a to utiče na vrednost predviđanja finansijskih tokova i vrednosti firme.
LL@(4251) Level of the amount due ŠBË, as a result of lowering, is increasing the firm value as a result of freeing the amount previously tied in the working net capital. => Visina potraživanja [B], koja je posledica pada troškova, povećava vrednost firme što je posledica oslobađanja sume koja je dotad bila zarobljena u neto obrtnom kapitalu.
LL@(4252) Opportunities cost ŠCË lowering, they are increasing the level of forecasted free cash flows and by it influence the firm value. => Ako se smanje oportjuniti troškovi [C], porašće nivo predviđenih slobodnih tokova kapitala i to će uticati na vrednoat firme.
LL@(4253) Assumed risk through of factor ŠDË first influences the expected firm lifetime (n), and what behind it is going, contributing to the height of the value company, at the same time fall in the risk, can influence the rate of cost of capital raised by the company from different sources and in this way, by lowering it after which forecasted free cash flows are being discounted, the value of the firm is changing. => Predviđeni rizik koji preuzima posrednik [D] pr vo utiče na očekivani životni vek firme (n), a ono što se događa iza toga, i što doprinosi visini vrednosti kompanije, sniženi rizik, može da utiče na stopu cene kapitala koji kompanija prikuplja iz različitih izvora, tako što će cenu sniziti nakon čega će predviđeni slobodni tokovi kapitala biti sniženi i vrednost firme se menja.
LL@(4254) Example 2. => Primer broj 2.
LL@(4255) The firm is considering use of the factoring in order to shorten the operating cycle. => Firma razmatra primenu faktoringa da bi skratila poslovni ciklus.
LL@(4256) Data concerning the example is in Table 1. => Podaci koji ilustruju ovaj primer prikazani su na tabeli 1.
LL@(4257) Table 1. => Tabela 1.
LL@(4258) Influence of the factoring on the firm value CR (Cash revenues) CE (Cash expenses) NCE (non-cash expenses) EBIT (earnings before interest and taxes) NOPAT (net operating profit after taxes) NCE (non-cash expenses) ? => Uticaj faktoringa na vrednost firme bez primene faktoringa Uz primenu faktoringa promena CR (gotovinski prinos) CE (gotovinski troškovi) NCE (negotovinski troškovi) EBIT (zarada pre oduzimanja kamata I poreza) NOPAT (neto poslovni profit p o oporezivanju) NCE (negotovinski troškovi) ?
LL@(4259) NWC (net working capital growth) Capex (capital expenditures) CF(1…n-1) RCP ICC fixed assets without the factoring 316,8 353,2 with the factoring change 7,2 -7,2 286,092 280,26 -5,832 286,092 280,26 -5,832 Accounts receivable Inventory Cash nonfinancial current liabilities ke (rate of the cost of the shareholders equity) kd (rate of the cost of the debt) participation of the debt in capital (D/(D+E)) CF(0) CF(n) Rate of the cost of capital Expected period (in years) NPV Source: hypothetical data without the factoring 21,6 30% 11% 50% -451,6 737,692 19% 846,7047442 with the factoring 21,6 29% 10% 50% change -0,01 -0,01 -391,6 671,86 19% -65,832 -0,00905 915,1060078 68,40126361 In this example was assumed that a full factoring was being considered. => NWC (rast neto obrtnog kapitala) Capex (kapitalni troškovi) CF(1…n-1) RCP ICC Fiksna aktiva Potraživanja Zalihe Gotovina Nefinansijske tekuæe obaveze ke (stopa troškova akcijskog kapitala) kd (stopa troška duga) Uèešæe duga u kapitalu (D/(D+E)) CF(0) CF(n) Stopa troška kapitala Oèekivani period (obraèunat u godinama) NPV Izvor: hipotetički podaci 316,8 353,2 286,092 286,092 21,6 30% 11% 50% -451,6 737,692 19% 280,26 280,26 21,6 29% 10% 50% -391,6 671,86 19% 7,2 -7,2 -5,832 -5,832 -0,01 -0,01 -65,832 -0,00905 846,7047442 915,1060078 68,40126361 U ovom primeru pretpostavili smo da se radi o punoj usluzi faktoringa.
LL@(4260) Hence we have the reduction in rates of costs of capital financing the firm resulting from the fact that the part of the operating risk is taken over through of factor thanks of the guarantee function. => Stoga imamo i sniženje stope troškova finansiranja kapitala kojim se finansira firma, a koji su posledica činjenice da deo poslovnog rizika snosi posrednik zahvaljujući garanciji.
LL@(4261) In another way, the effect of the reduction in the risk would be smaller in rate of the cost of capital, and result in firm value change could not appear. => Drugim rečima, efekat smanjenja rizika biće manji u stopi troška kapitala, i neće imati za posledicu promenu vrednosti firme.
LL@(4262) As can be seen, in the example, applying the factoring is contributing to the increase in the value of the firm (NPV increase). => Kako se vidi u primeru, primena faktoringa znači doprinos porastu vrednosti virme (porast NPV).
LL@(4263) Conclusion Steering the operating cycle is counting and he influences the value of the company. => 4. ~~~ Zaključak Usmeravanje poslovnog ciklusa je značajno i utiče na vrednost firme.
LL@(4264) Applying the factoring which can also influence is one of methods of shortening this cycle for curbing the operating risk but because of that for lowering rates of the cost of capital financing the enterprise. => Primena faktoringa, koji je takođe od uticaja, jeste jedan od metoda kojim se skraćuje ciklus sputavanja rizika poslovanja, ali i snižavanja troškova kapitala kojim se finansira preduzeće.
LL@(4265) The basic financial purpose of an enterprise is maximization of its value. => Osnovni finansijski cilj preduzeća je da postigne najveću moguću vrednost.
LL@(4266) Operating cycle management should also contribute to realization of this fundamental aim. => Postizanju ovog osnovnog cilja treba da doprinese i i rukovođenje poslovnim ciklusom.
LL@(4267) The enterprise value creation strategy is executed with a focus on risk and uncertainty. => Strategija stvaranja vrednosti ostvaruje se tako što preduzeće uvek ima na umu rizik i neizvesnost poslovanja.
LL@(4268) This paper presented the consequences for the firm that can result from changes in operating cycle and operating risk that are related to using factoring as instrument to short target operating cycle of the firm and advantages resulting in risk reduction caused by transferring it to factor. => U ovom radu predstavili smo posledice koje firma može da ima usled promena u poslovnom ciklusu i poslovnom riziku, a koje su u vezi sa primenom faktorings kao instrumenta kojim se skraćuje ciljni poslovni ciklus firme, kao i prednosti koje proizilaze iz smanjivanja rizika putem prebacivanja rizika na posrednika.
LL@(4269) REFERENCES Š1Ë Grzywacz J., The Factoring (in Polish: Faktoring), Difin, Warsaw 2001. => Bibliografija Š1Ë Grzywacz J., The Factoring (in Polish:
LL@(4270) Š2Ë Hundley G., C. K. Jacobson, S. Ho Park, Effects of Profitability and Liquidity on R&D Intensity: Japanese and U.S. Companies Compared; The Academy of Management Journal, Vol. 39, No. 6, 1996. => Faktoring), Difin, Warsaw 2001. Š2Ë Hundley G., C. K. Jacobson, S. Ho Park, Effects of Profitability and Liquidity on R&D Intensity: ~~~ Japanese and U.S. Companies Compared; The Academy of Management Journal, Vol.
LL@(4271) Š3Ë Kalberg J. G., K. L. Parkinson, Corporate liquidi ty: Management and Measurement, IRWIN, Homewood 1993. => 39, No. 6, 1996. Š3Ë Kalberg J. G., K. L. Parkinson, Corporate liq uidity:
LL@(4272) Š4Ë Pluta W., Michalski G., Short-term capital man agement (in Polish: Krótkoterminowe zarzadzanie kapitalem), CHBeck, Warsaw 2005. => Management and Measurement, IRWIN, Homewood 1993. Š4Ë Pluta W., Michalski G., Short-term capital management (in Polish:
LL@(4273) Š5Ë Sierpinska M., D. Wedzki, Managing the financial liquidity in the enterprise (in Polish: Zarzadzanie plynnoscia finansowa w przedsiebiorstwie), WN PWN, Warsaw 2002. => Krótkoterminowe zarzadzanie kapitalem), CHBeck, Warsaw 2005. Š5Ë Sierpinska M., D. Wedzki, Managing the financial liquidity in the enterprise (in Polish:
LL@(4274) Š6Ë Sizer J., Some Implications for Operational Research in the Area of Inflation as It Affects a Companys Profitability and Liquidity, Operational Research Quarterly (1970-1977), Vol. 28, No. 1, Part 2, 1977, p. 125-137. => Zarzadzanie plynnoscia finansowa w przedsiebiorstwie), WN PWN, Warsaw 2002. Š6Ë Sizer J., Some Implications for Operational Research in the Area of Inflation as It Affects a Companys Profitability and Liquidity, Operational Research Quarterly (1970-1977), Vol.
LL@(4275)  => 28, No. 1, Part 2, 1977, p. 125-137. Š7Ë Skowronek-Mielczarek A., Sources of financing the SME (in Polish:
LL@(4276) Š7Ë Skowronek-Mielczarek A., Sources of financing the SME (in Polish: Male i srednie przedsiebiorstwa: zródla finansowania), C.H. Beck, Warsaw 2003. => Male i srednie przedsiebiorstwa: zródla finansowania), C.H. Beck, Warsaw 2003. Š8Ë Slonski T., Financing current financial decisions (In Polish:
LL@(4277) Š8Ë Slonski T., Financing current financial decisions (In Polish: Finansowanie dzialalnosci biezacej), Šin:Ë SME Finance (in Polish: Finanse malych i srednich przedsiebiorstw), W. Pluta (ed.), PWE, Warszawa 2004. => Finansowanie dzialalnosci biezacej), Šin: ~~~ Ë SME Finance (in Polish: ~~~ Finanse malych i srednich przedsiebiorstw), W. Pluta (ed.), PWE, Warszawa 2004. Š9Ë Stecki L., The Factoring in the commercial practice (in Polish:
LL@(4278) Š9Ë Stecki L., The Factoring in the commercial practice (in Polish: Faktoring w praktyce handlowej, Dom Organizatora TNOiK, Torun 1995. => Faktoring w praktyce handlowej, Dom Organizatora TNOiK, Torun 1995.
LL@(4279) Summary The basic financial purpose of an enterprise is maximization of its value. => Rezime Osnovni finansijski cilj preduzeća je da postigne najveću moguću vrednost.
LL@(4280) Operating cycle management should also contribute to realization of this fundamental aim. => Postizanju ovog osnovnog cilja treba da doprinese i rukovođenje poslovnim ciklusom.
LL@(4281) The enterprise value creation strategy is execut ed with a focus on risk and uncertainty. => Strategija stvaranja vrednosti ostvaruje se tako što preduzeće uvek ima na umu rizik i neizvesnost poslovanja.
LL@(4282) This paper presents the consequences for the firm that can result from changes in operating cycle and operating risk that are related to using factoring as instrument to short target operating cycle of the firm and advantages resulting in risk reduction caused by transferring it to factor. => U ovom radu predstavljamo posledice koje firma može da ima usled promena u poslovnom ciklusu i poslovnom riziku, a koje su u vezi sa primenom faktoringa kao instrumenta kojim se skraćuje ciljni poslovni ciklus firme, kao i prednosti koje proizilaze iz smanjivanja rizika putem prebacivanja rizika na posrednika. ~~~ Karbonsko tržište UDK 339.54:502.174/.
LL@(4283) Carbon Market UDC 339.54:502.174/.175 Milica Latinović Faculty of Organizational Sciences, latinovicm¿fon.bg.ac.yu XI International Symposium SymOrg 2008, 10th - 13th. => Milica Latinović Fakultet organizacionih nauka, HYPERLINK mailto:latinovicm¿fon.bg.ac.yu latinovicm¿fon.bg.ac.yu XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(4284) September 2008, Belgrade, Serbia Abstract: The corporate social responsibility is a process driven by globalization, deregulation and privatization. => Septembar 2008, Beograd, Srbija Korporativna društvena odgovornost predstavlja proces koji je pokrenut globalizacijom, deregulacijom i privatizacijom.
LL@(4285) Proponents of corporate social responsibility are keen to demonstrate that the businesses have responsibilities beyond the production of goods, services and profit making, and that socially responsible businesses can help solve important social and environmental problems. => Pristalice koncepta korporativne društvene odgovornosti žele da prikažu da organizacije nisu samo odgovorne za proizvodnju dobara i usluga, ne samo za stvaranje profita, već da njihova odgovornost seže mnogo dalje. ~~~ Društveno odgovorna organizacija može pomoći da se razreše važni problemi vezani za društvo i ekologiju.
LL@(4286) Hence, businesses perform best when they play a strong role in the communities in which they operate. => Takodje može se reći da organizacije postižu najbolje rezultate kada imaju značajnu ulogu u društvenoj zajednici u kojoj funkcionišu.
LL@(4287) Awareness of financial implications by climate change is growing among participants in the financial sector, especially after the ratification of the Kyoto protocol. => Svesnost o finansijskim implikacijama koje nose klimatske promene na organizaciju narasta medju učesnicima u finansijskom sektoru, naročito posle ratifikacije Kyoto protokola.
LL@(4288) The majority of regulations constrain emissions of greenhouse gases (GHG), and on the other hand they enable a purchase of the so-called emission credits within and out of the regulated area. => Većina donetih regulative ograničava emisiju gasova koji izazivaju efekat staklene bašte (GHG) ali istovremeno dozvoljava i kupovinu takozvanih emisionih kredita u okviru i van oblasti u kojima se regulative primenjuju.
LL@(4289) All this led to the growth of market called carbon market, Carbon transactions are the contracts between two parties, where one party purchases a certain quantity og emission credits that it can further use as a buyer, from the other party. => Sve ovo dovelo je do narastanja tržišta koje koje se naziva karbonsko tržište. ~~~ Karbonske transakcije predstavljaju ugovore medju dvema stranama, gde jedna strana kupuje od druge strane odredjenju količinu emisionih kredita koje kupac može koristiti.
LL@(4290) Emission credits are traded on the climate exchanges. => Emisionim kreditima se može trgovati na formiranim klimatskim berzama.
LL@(4291) Participants on the carbon market are various, such as corporations, individuals, and institutional investors. => Učesnici na ovom tržištu su različiti, i pored korporacija mogu se javiti i individualni i institucionalni investitori.
LL@(4292) Carbon credits represent significant potential for investments, and investors can also diversify their portfolio with it, because this asset class shows low correlation with other asset classes. => Karbonski krediti predstvaljaju značajan potencijal za ulaganje, takodje investitori mogu diverzifikovati svoj portfolio jer ova klasa aktive pokazuje malu korelaciju sa drugim klasama aktive.
LL@(4293) Potential benefits and risks associated with this asset class are yet to be researched. => Potencijalne koristi i rizici vezani za ovu klasu aktive moraju se istraživati. 1.
LL@(4294) 1. ~~~ Introduction The corporate social responsibility is a process driven by globalization, deregulation and privatization. => Uvod Korporativna društvena odgovornost predstavlja proces koji je pokrenut globalizacijom, deregulacijom i privatizacijom.
LL@(4295) The companies that act in a socially responsible manner define and conduct activities related to human resources management, activities related to an active participation in a broader social community, activities related to consumers management as well as activities related to environment protection. => Preduzeća koja se ponašaju društveno odgovorno definišu i sprovode aktivnosti vezane za upravljanje zaposlenima, aktivnosti za uzimanje aktivnog učešća u široj društvenoj zajednici, aktivnosti vezane za upravljanje kupcima i sprovodjenje aktivnosti vezanih za očuvanje životne sredine.
LL@(4296) Ecology and environment protection are becoming increasingly important in companies long-term investment decision making. => Ekologija i zaštita životne sredine počinju da zauzimaju sve značajniju ulogu prilikom donošenja dugoročnih investicionih odluka kompanija.
LL@(4297) On one hand, the emissions of certain gases are becoming a scarce resource, and therefore an attractive investment, whereas on the other hand, the investors now tend to prefer the companies that do business in an environmentally responsible manner and such companies become their choice when it comes to investing capital. => Sa jedne strane emisije odredjenih gasova postaju ograničeni resurs i samim tim atraktivna investicija, dok sa druge strane investitori počinju sve više da vrednuju kompanije koje se ponašaju ekološki odgovorno i svoja sredstva alociraju u takve kompanije.
LL@(4298) Different countries, companies and individuals started reducing the greenhouse gases emissions. => Različite države, kompanije i pojednici počeli su da se bave smanjivanjem emisije gasova koji izazivaju efekat staklene bašte.
LL@(4299) This was the consequence of the signing of the Kyoto Protocole and introducing a number of regulations Š5Ë. => Ovakva potreba se javila usled potpisivanja Kyoto protokola i uvodjenja odredjenog broja regulativa Š5Ë.
LL@(4300) As the greengouse gases uniformly spread through the atmosphere, the reduction in their emissions is, from the environmental point of view, independent from political frontiers and can be performed anywhere in the world. => Iz razloga što se gasovi koji izazivaju efekat staklene bašte uniformno mešaju u atmosferi, sa ekološkog stanovišta, smanjenje njihove emisije je nezavisno od političkih granica i može se vršiti bi lo gde na planeti.
LL@(4301) In accordance with the regulations concerning such emissions, emission credits may be bought within and without the defined areas. => U skladu sa regulativama koje se odnose na ovakve emisije, emisioni krediti mogu se kupovati u okviru i van regulisanih oblasti.
LL@(4302) All these led to the creation of the so-called carbon market Š5Ë. => Sve ovo dovelo je do stvaranja takozvanog karbonskog tržišta Š5Ë.
LL@(4303) The costs related to introducing the equipment for pollution reduction purposes are lower in the developing countries, therefore the carbon market contributes to the sustainable growth, attracting new public and private investments into pure technologies into transition countries, as well as into the developing countries Š5Ë. 2. => Troškovi vezani za uvodjenje opreme koja dovodi do smanjenja zagadjenja su niži u zemljama u razvoju, tako da karbonsko tržište doprinosi održivom razvoju jer dovodi nove javne i privatne investicije u čiste tehnologije u tranzicione zemlje, kao i u zemlje u razvoju Š5Ë. 2.
LL@(4304) The carbon market structure We find it necessary to define the notion of carbon transactions in the first place. => Struktura karbonsog tržišta Najpre je potrebno definisati šta se podrazumeva pod samim pojmom karbonskih transakcija.
LL@(4305) The carbon transactions are the contracts by which one party accepts the obligation to pay to the other party a certain amount of money in return for a stipulated amount of emission credits which the purchaser can use for his purposes Š5Ë. Carbon transactions can be classed into two categories Š5Ë: (cid:190) Emission permits, or credits, such as AAU1 and EUA2. => Karbonske transakcije predstavljaju ugovore gde se jedna strana obavezuje da će drugoj ugovornoj strani platiti odredjeni iznos novčanih sredstava a zauzvrat će dobiti odredjenju količinu emisionih kredita koje kupac može koristiti da postigne svoje ciljeve Š5Ë. ~~~ Karbonske transakcije mogu se podeliti u dve grupe Š5Ë: (cid: ~~~ Emisionih dopuštenja, odnosno kredita, kao što su AAU101 i EUA2.
LL@(4306) This type of emission transactions is created and assigned by regulatory bodies. => Ova vrsta emisionih transakcija kreirana je i rasporedjena od strane regulatornih organa.
LL@(4307) One regime under which they are assigned and disposed of is the so-called cap-and-trade3 regime. ~~~ 1 Assigned Amount Units (AAUs) the assigned quantity is a total quantity of pollutant gases (GHG) which the Annex B countries (members of OECD, Central and Eastern Serbia and the Russian Federation) are permitted to emit in accordance to the Kyoto Protocole (AA), whereas the Assigned Quantity Unit is a unit to be used in trading, and equals the quantity of 1 ton of carbon-dioxide Š13Ë. 2 European Union Allowances (EUA) the quantity unit allowing the emission of 1 ton of carbon-dioxide. => Jedan od režima pod kojim se oni dodeljuju i prema kome se njima raspolaže je tzv. cap-and-trade2 režim. 1 Assigned Amount Units (AAUs Dodeljena Količinska Jedinica) Dodeljena količina je ukupna količina štetnih gasova (GHG) koje zemlje iz Aneksa B (članice OECD-a, centralno i istočno Evropske zemlje, kao i Ruska federacija) mogu emitovati u skladu sa Kyoto protokolom (AA), dok Dodeljena količinska jedinica predstavlja jedinicu kojom se mo e trgovati a koja glasi na količinu od 1 tone ugljen dioksida Š13Ë 2 European Union Allowances (EUA) količinska jedinica koja dozvoljava emisiju 1 tone ugljen dioksida, I ovaj kredit je odobren po Evropskoj šemi trgovanja emisionim kreditima (EU ETS) Š12Ë 3 cap-and-trade šema po kojoj je odredjen limit na ukupnu emisiju GHG gasova, a potom se dodeljuju dozvole za emisiju kompanijama u vidu emisionih kredita Š9Ë (cid:
LL@(4308) This credit, too, was approved of following the emission credit transaction scheme (EU ETS) Š12Ë. 3 Cap-and-trade the scheme by which a limit is set to the total amount of GHG emission, after which the companies are granted emission permits in the form of emission credits Š9Ë. (cid:190) Transactions based on projects are those by which the purchaser participates in finansing the project meant to reduse the emission of gases causing the greenhouse effect, i.e., gases responsible for global warming. => Transakcije koje su zasnovane na projektima predstavljaju transakcije u kojima kupac učestvuje u finansiranju projekta koji smanjuje emisiju gasova koji izazivaju efekat staklene bašte, odnosno gasova koji izazivaju globalno zagrevanje.
LL@(4309) According to the effects of the realization of the project, the purchaser is assigned a certain quantity of emission credits. => Na osnovu efekata koji se postižu realizacijom ovog projekta, kupac dobija odredjenu količinu emisionih kredita zauzvrat.
LL@(4310) There are two types of assets within this category, projects intended for complying with the Kyoto Protocole and those that do not belong to this group. => U okviru ove kategorije razlikuju se dve vrste sredstava, i to projekti koji su namenjeni za usaglašavanje sa Kyoto protokolom i oni koji to nisu.
LL@(4311) There is a number of emission credit transaction schemes at the moment, and they are binding for the companies from certain industry branches. ~~~ Failing to comply with the quoted obligations incurs penalties the companies will have to pay. => Trenutno postoji nekoliko šema za trgovanje emisionim kreditima, i one su obavezne za kompanije iz odredjenih grana industrije, i ne ispunjavanje definisanih obaveza povlači odredjene kazne koje kompanije moraju platiti.
LL@(4312) These are not the sole expenses incurred in relation to emission credits and emission of pollutant gases that cause global warming. => Ovo nisu jedini troškovi koji se mogu javiti u u vezi sa emisionim kreditima i emitovanjem štetnih gasova koji izazivaju globalno zagrevanje.
LL@(4313) If a company wishes to double the electricity production, it will have to either buy the additional emission credits to cover for the additional carbondioxide emission, or to invest a substantial amount of capital into a technology emitting a low level of carbon-dioxide and thus prevent excess emissions. => Ako preduzeće želi da udvostruči proizvodnju električne energije, ono će morati bilo da kupi dodatne emisione kredite koji će pokriti dodatnu emisiju ugljen dioksida, bilo da izdvoji značajna sredstva i da investira u tehnologiju koja će emitovati nizak nivo ugljen dioksida i da se na taj način osigura da neće doći do dodtne emisije.
LL@(4314) To emit carbon-dioxide, a company has to invest substantial capital Š8Ë. => Da bi kompanija mogla da emituje ugljen dioksid potrebno je da izdvaja odredjena novčana sredstva Š8Ë.
LL@(4315) The carbon market can be divided into the primary and the seconrady markets. => Karbonsko tržište može se podeliti na primarno i na sekundarno.
LL@(4316) The primary carbon market is a market of forward contracts where there is no guarantee the emission credits will be assigned upon project realization. => Primarno karbonsko tržište je tržište forvard ugovora gde ne postoji garancija da će emisioni krediti biti i dobijeni realizacijom projekta.
LL@(4317) The secondary market is the socalled spot market, where the emission credits are approved. => Sekundarno tržište je takozvano spot tržište, na kome je došlo do odobrenja emisionih kredita.
LL@(4318) The risk of emission credits delivery is a risk of exploiting a beforehand defined quantity of emission credits. => Rizik isporuke emisionih kredita predstavlja rizik ostvarenja unapred definisane količine emisionih kredita.
LL@(4319) This risk is reflected in the difference in prices on the primary and the secondary markets. => Ovaj rizik reflektuje se kroz razliku cena na primarnom i sekundarnom tržištu.
LL@(4320) The primary market has recently witnessed the rise in prices due to an increased interest of investors, as well as of a limited offer of large projects Š3Ë. 3. => Na primarnom tržištu došlo je u skorijem periodu do rasta cena iz razloga povećanog interesovanja investitora kao i zbog ograničene ponude velikih projekata Š3Ë. 3.
LL@(4321) Carbon market segments The best known regulation related to the carbon market is surely the Kyoto Protocole, the document requesting industrialized countries and transitional economies (the Annex B countries) not to exceed the target level of GH gases emission in the 2008 2012 period. => Segmenti karbonskog tržišta Najpoznatija od regulativa vezanih za karbonsko tržište svakako predstavlja Kyoto protocol, koji poziva industrijalizovane zemlje i ekonomije u tranziciji (zemlje iz Aneksa B), da ne prekorače ciljni nivo emisije gasova koji izazivaju efekat staklene bašte u periodu 2008-2012 godine.
LL@(4322) The Annex B countries are allowed to purchase a certain amount of Assigned Amount Units and also implement the projects to reduce the pollutant gases emission, called the Joint Implementation projects Š5Ë. => Zemlje iz Aneksa B mogu kupiti odredjeni iznos Dodeljenih količinskih jedinica, i takodje mogu implementirati projekte koji snižavaju emisiju štetnih gasova koji se nazivaju Joint Implementation projekti Š5Ë.
LL@(4323) The Joint Implementation projects are a mechanism defined by the Kyoto Protocole allowing the countries to which the GH gases emissions are limited, i.e., the Annex B countries, to earn the Emission Reduction Units (ERU). => Joint Implementation, ili pro jekti zajedničke implementacije, predstavljaju mehanizam definisan Kyoto protokolom koji dozvoljava zemljama koje imaju ograničenje na emisiju štetnih gasova, i to zemljama iz Aneksa B, da zarade Jedinice smanjenja emisije (ERU).
LL@(4324) This they can do by the realization of a project by which the GH gases emission in another Annex B country is reduces or eliminated. ~~~ Each ERU equals one ton of carbon-dioxide and is regarded as achieving the emission objectives defined in the Kyoto Protocole. => Zemlje mogu zaraditi realizacijom projekta koji smanjuje ili odstranjuje emisiju štetnih gasova u drugoj zemlji iz Aneksa B. Svaka jedninica smanjenja emisije glasi na iznos od jedne tone ugljen dioksida i može se smatrati ispunjavnjem emisionih ciljeva definisanih Kyoto protokolom.
LL@(4325) Such a type of project is a flexible and cost effective solution in fulfilling the obligations related to the Kyoto Protocole. => Ovakav vid projekta predstavlja fleksibilno i troškovno efikasno rešenje za ispunjavanje obaveza vezanih za Kyoto protocol.
LL@(4326) The party acting as host in the realisation of such projects benefits from foreign investments and technology transfer Š14Ë. => Strana koja predstavlja domaćina za realizaciju ovakvog projekta ima koristi u vidu stranih investicija i transfera tehnologije Š14Ë.
LL@(4327) The countries that do not belong to Annex B may implement projects by the Clean Development Mechanism Š5Ë. => Zemlje koje nisu iz Aneksa B mogu implementirati projekte po Clean Development Mechanism-u Š5Ë.
LL@(4328) The Clean Development Mechanism is the one defined by the Kyoto Protocole and allowing the Annex B countries to implement a project in a developing country to reduce the global warming gases emission. => Clean Development Mechanism je mehanizam koji je definisan Kyoto protokolom i koji dozvoljava zemljama iz Aneksa B da implementiraju projekat u zemlji u razvoju a koji će dovesti do smanjenja emisije gasova koji izazivaju globalno zagrevanje.
LL@(4329) Such projects may earn the country the sertified emision reduction credits (CER), each of which equals one ton of carbon-dioxide. => Ovakvi projekti mogu zaraditi sertifikovane kredite emisionog smanjenja (CER), gde svaki glasi na jednu tonu ugljen dioksida.
LL@(4330) The projects that can be implemented by this mechanism are, e.g., electrification of rural regions by using solar energy or installation of energy efficient boilers Š15Ë. => Projekti koji se mogu realizovati po ovom mehanizmu su npr. elektrifikacija ruralnih oblasti upotrebom solarne energije ili instalacija energetski efikasnijih kotlova Š15Ë.
LL@(4331) The European Emission Trading Scheme4 includes large scale emitters from the European Union assigned a certain number of European emission credits by the government of the countries members of the European union, to trade throughout Europe. => Evropska šema trgovanja emisijama3 uključuje velike emitente iz Evropske unije kojima su vlade zemalja članica u Evropskoj uniji dodelile odredjeni broj Evropskih emisionih dopuštenja (kredita) kojima se može trgovati na tržištu širom Evrope.
LL@(4332) The relation between the European Emission Trading Scheme and the Kyoto Protocole (directive 7) is in that the entities under the European Emission Trading Scheme may, under certain conditions, use the emission reduction credits from either Joint Implementation Projects or Clean Development Mechanism projects Š5Ë. => Veza izmedju Evropske šeme trgovanja emisijama i Kyoto protokola (direktiva 7) ogleda se u tome što entiteti koji su pod Evropskom šemom trgovanja emisijama mogu pod odredjenim uslovima koristiti kredite za redukciju emisija od projekata bilo Joint Implementation projekata bilo projekata po Clean Development Mechanism-u Š5Ë.
LL@(4333) Other Annex B countries, primarily Canada and Norway, created a cap-and-trade scheme as their strategy for achieving the Kyoto Protocole objectives. => Druge zemlje iz Aneksa B, u prvom redu Kanada i Norveška, kreirale su šemu cap-and-trade kao deo njihove strategije dostizanja ciljeva odredjenih Kyoto protokolom.
LL@(4334) Under this scheme, the entities subject to the limitation of GH gases emission would be allowed to implement mechanisms based on projects to reduce or completely aleviate the amount of their obligations Š5Ë. => Po ovoj šemi, enititetima koji podležu ograničenju emisije štetnih gasova bilo bi dozvoljena upotreba mehanizama zasnovanih na projektima da se smanji ili u potpunosti otkloni deo njihovih obaveza Š5Ë.
LL@(4335) In addition to these international regulations guided by the Kyoto Protocole, there are other regulatieons, 4 EU Emissions Trading Scheme EU ETS independent from the Protocole, such as regulations created in the U.S.A. and Australia. => Pored ovih medjunarodnih i internacionalnih regulative koje su vodjene Kyoto protokolom, postoje i dru 4 EU Emissions Trading Scheme EU ETS ge regulative koje su nezavisne od njega, kao što su regulative kreirane u Sjedinjenim Američkim državama i Australiji.
LL@(4336) These regimes are different and less rigorous compared to those defined by the Kyoto protocole Š5Ë. => Ovi režimi su drugačiji i manje rigorozni od onih propisanih na osnovu Kyoto protokola Š5Ë.
LL@(4337) Some companies chose to join the carbon transaction market out of their own free will. => Neke kompanije su se dobrovoljno uključile u transakcije karbonskog tržišta.
LL@(4338) One reason for this is the adoption of voluntary emission objectives, or there may be some strategic reasons. => Jedan od razloga ovakvog njihovog delovanja je usvajanje dobrovoljnih emisionih ciljeva, ili odredjeni strategijski razlozi.
LL@(4339) Their participation is mainly connected to transactions based on projects. => Njihovo učešće je uglavnom vezano za transakcije bazirane na projektima.
LL@(4340) The Chicago Climate Exchange (CCX) is a private and voluntarily created market for emission permits trading among a number of companies Š5Ë. => Čikaška klimatska berza (CCX) predstavlja privatno i dobrovoljno kreirano tržište za trgovinu emisionim dopuštenjima izmedju različitih kompanija Š5Ë.
LL@(4341) In addition to the abovementioned segments, the carbon market also has a so-called retail market. => Karbonsko tržište pored već navedenih segmenata ima i takozvano malorpodajno tržište.
LL@(4342) The players on this market are the companies and individuals without significant emission activities and are therefore excluded from regulation under a household regime. => Učesnici koji se javljaju na ovom tržištu su kompanije i pojedinci bez značajnih emisionih aktivnosti, koji zbog toga nisu regulisani pod režimom domaćinstava.
LL@(4343) They join the carbon market to demonstrate their social responsibility or to promote a certain brand. => Razlog njihovog uključivanja na karbonsko tržište predstavlja demonstriranje njihove socijalne odgovornosti ili promocija odredjenog brenda.
LL@(4344) The players on the retail market buy small quantities of emission credits Š5Ë. => Učesnici na maloprodajnom tržištu kupuje male količine emisionih kredita Š5Ë.
LL@(4345)  => Da bi se u potpunosti shvatio obim i značaj narastajućeg karbonskog tržišta u tabeli 1. prikazani su podaci o obimu trgovanja emisijama, kao i broj projekata za transakcije bazirane na projektima kao i podaci vezani za trgovanje emisionim kreditima (dopuštenjima) Š5Ë. ~~~ Tabela1:
LL@(4346)  => Obim trgovanja emisionim kreditima u periodu 1998-2004. godine Obim vinjete do 2012. godine Broj transakcija 1998-2004 1998-2004 293.611. ~~~ 64.870. ~~~ 151.890. ~~~ 61.394. ~~~ 139.148. ~~~ 2.299.
LL@(4347) In order that the volume and the importance of a growing carbon market be clearly understood, Table 1 presents the facts on the volume of emission trading, the number of projects for the project based transactions, as well as facts related to emission credit (amounts) transactions Š5Ë. Table 1: Volume of emission credit trading in the 1998 2004 period Vignette volume by 2012 Number of transactions 1998-2004 1998-2004 293.611.881 64.870.588 151.890.882 61.394.093 139.148.129 2.299.050 1.493.870 98.445 7.218.183 2.088.408 Average volume of transaction 1998-2004 848.589 1.234.885 1.209.984 14.093 9.436 300.830.064 66.958.996 1.125 267.405 Total amount of project based transactions: 1.Transactions under the Kyoto Protocole 2. => 1.493. ~~~ 98.445 7.218.183 2.088.408 Prosečna veličina transakcije 1998-2004 848.589 1.234.885 1.209.984 14.093 9.436 300.830.064 66.958.996 1.125 267.405 Ukupan iznos transakcija zasnovanih na projektima: ~~~ 1. ~~~ Transakcije u skladu sa Kyoto protokolom 2.
LL@(4348) Voluntary engagement 3. => Dobrovoljno angažovanje 3.
LL@(4349) Retail market Emission credit trading Total value of carbon market transactions 4. => Malorpodajno tržište Trgovanje emisionim kreditima Ukupna vrednost transakcija na karbonskom tržištu 4.
LL@(4350) THE CARBON MARKET PLAYERS The Japanese private companies count as the largest buyers of emission credits on the carbon market. => Učesnici na karbonskom tržištu Kao najveći kupci emisionih kredita na karbonskom tržištu javljaju se Japanske privatne kompanije.
LL@(4351) One reason is their sense of responsibility, but such a state also reflects their uncertainty as to the regulations that will be implemented in Japan and the way the process will be conducted Š5Ë. => Razlog tome može biti osećaj odgovornosti, ali takvo stanje oslikava i nesigurnost u pogledu regulative koja će se primenjivati u Japanu i na koji način Š5Ë.
LL@(4352) The second biggest buyer in this market is the Dutch government, while the third is the Carbon Finance Business, trading through its funds. => Drugi najveći kupac na ovom tržištu je vlada Holandije a treći je Carbon Finance Business, koji obavlja kupovinu kroz svoje fondove.
LL@(4353) In the period from January 2003 till May 2004, these three groups were responsible for 88% of the total volume of trade Š5Ë. => U periodu od januara 2003 godine do maja 2004 godine, ove tri grupe kupaca učestvovale su 88% od ukupnog obima trgovanja Š5Ë.
LL@(4354) The share of the US and Canadian buyers had a decreasing trend by 2004. => Udeo kupaca iz Sjedinjenih Američkih Država kao i Kanade beležio je opadajući trend u periodu zaključno sa 2004. godinom.
LL@(4355) The U.S.A. does not have federal regulations, although certain states are trying to limit greenhouse gases emissions, which results in their limited participation on the carbon market. => U SAD-u ne postoji federalna regulativa, iako pojedine zemlje pokušavaju da ogra niče emisije gasova koji izazivaju efekat staklene bašte, što dovodi do njihovog ograničenog učešća na karbonskom tržištu.
LL@(4356) Similarly, the Canadian trend decreased, but the decrease was mainly conditioned by the uncertainty as to the final form their national programme of emission credit trading will take Š5Ë. => U istom periodu došlo je i do pada udela Kanadskih kupaca na karbonskom tržištu, ono se odigralo jer je postojala neizvesnost u pogledu krajnje forme koju će imati njihov nacionalni program trgovanja emisionim kreditima Š5Ë.
LL@(4357) In the early years, while the carbon market was still being created, the majority of project based transactions were conducted among industrialized countries. => Tokom prvih godina, kada je kreirano karbonsko tržište, većina transakcija baziranih na projektima odvijala se izmedju industrijalizovanih zemalja.
LL@(4358) Since 2001, however, the situation has changed significantly and the share of the developing and transitional countries increased, from 38% in 2001 to 93% in 2004. => Medjutim počevši od 2001. godine situacija se znatno izmenila, gde udeo zemalja u razvoju i tranziciji povećao sa 38% u 2001. godini na 93% u 2004. godini.
LL@(4359) The largest number of projects in the 2003 2004 period came from Asia, followed by Latin America, with the East European region occupying the third position. => Najveći broj projekata u periodu 2003-2004 godine došao je iz Azije, zatim, Latinske Amerike, dok je region Istočne evrope na trećem mestu.
LL@(4360) In this period Russia and Ukraine did not take part in the project based transactions. => Rusija i Ukrajna u navede nom periodu nisu učestvovale u realizaciji transakcija baziranih na projektima.
LL@(4361) The smallest transaction scope was reported in Africa Š5Ë. => Najmanji obim transakcija obavljen je u Africi Š5Ë.
LL@(4362) The European buyers dominated the market of projects realised on the basis of the Clean Development Mechanism (86% of overall realised transactions) in 2006. => Kupci iz evropskih zemalja dominirali su na tržištu projekata realizovanih po Clean Development Mehanizmu u 2006. godini i to sa 86% od ukupno ostvarenih transakcija.
LL@(4363) This year also makes a turnpoint since in the previous year the Japanese and the European buyers had equal shares in this market. => Ova godina predstavlja i godinu preokreta jer u prethodnom periodu japanski i evropski kupci imali su jednak udeo na ovom tržištu.
LL@(4364) The Japanese buyers were sensitive to the change of project prices and more cautious in negotiations. => Japanski kupci bili su osetljiviji na promenu cena projekata, i oprezniji prilikom pregovora.
LL@(4365) The European buyers were willing to pay a higher price for a certain CDM mechanism project. => Kupci iz evropskih zemalja bili su spremniji da plate višu cenu za odredjeni projekat po CDM mehanizmu.
LL@(4366) In 2006, 90% of purchasing transactions were performed by the private sector participants from Europe. ~~~ Contrary to the CDM implemented projects, the projects implemented following the Joint Implementation Mechanism were domonated by the public sector buyers from the Netherlands, Denmark and Austria. => U 2006. godini 90% kupovinih transakcija obavili su učesnici iz privatnog sektora iz Evrope. [to se tiče strane ponude u transakcijama na karbonskom tržištu dominantnu ulogu ima Kina.
LL@(4367) Their share in the overall scope of effected transactions amounted to 92% in 2006, whereas in 2004 and 2005 it was around 80%. => 
LL@(4368) If the project based transactions were observed cummulatively, the European countries share on this market amounts to 70%, whereas the share of Japan is around 30% Š1Ë. => 
LL@(4369) As far as the foreign offer in the carbon market transactions is concerned, the dominant role belongs to China. => 
LL@(4370) In 2006 China achieved 61% of the total of transactions, observed from the position of sellers on the carbon market. => Kina je ostvarila u 2006. godini 61% od ukupnog obima transakcija, ako se posmatraju prodavaci na karbonskom tržištu.
LL@(4371) In 2005 its share amounted to 73%. => U 2005. godini njen udeo je iznosio 73%.
LL@(4372) The second top position of sellers is occupied by India, with a share of 12%, which represents a rise of 3% compared to 2005. => Na drugom mestu prodvaca karbonskog tržišta javlja se Indija čiji udeo iznosi 12%, što predstavlja rast od 3% u odnosu na 2005. godinu.
LL@(4373) The largest sellers on the carbon market are the Asian countries, followed by the Latin American countries, dominated by Brasil. => Kao najveći prodavci na karbonskom tržištu javljaju se zemlje Azije, dok na drugom mestu se zemlje latinske Amerike medju kojima dominira Brazil.
LL@(4374) The overall share of Latin America amounts to 10% from CDM based transactions. => Ukupni udeo latinske Amerike je 10% od transakcija po CDM mehanizmu.
LL@(4375) The share of the African continent is 3% Š1Ë. 4. => Udeo Afričkog kontinenta iznosi 3% Š1Ë. 5.
LL@(4376) The carbon market players The majority of project based transactions are based on the commodity model. => Struktura transakcija baziranih na projektima Većina transakcija baziranih na projektima se zasnivaju na robnom modelu.
LL@(4377) The commodity model means that the carbon buyer purchases emission credits generated by the project, and the transaction is carried out as any other transaction, of any good or services. => Robni model podrazumeva da kupac karbona kupuje emisione kredite koje generiše projekat, i ta kupovina se odvija kao bilo koja druga kupovina, bilo kog dobra ili usluge.
LL@(4378) Only a few transactions were conducted under an investment model, by which the buyer invests the shares or a debt into a certain project and gets emission credits as part of revenues realized on the basis of the investment Š5Ë. => Samo nekoliko transakcija obavljeno je po investicionom modelu, gde kupac investira akcije ili dug u odredjeni projekat i zauzvrat dobija emisione kredite kao deo prinosa koji ostvaruje po osnovu tog ulaganja Š5Ë.
LL@(4379) The implementation of an appropriate model is important for the very financial structure of the project. => Primena odgovarajućeg modela je od značaja za samu finansijsku strukturu projekta.
LL@(4380) If in a purchase a commodity model is used, the buy ers pay for the carbon upon delivery and thus decrease the exposure to risks borne by the project itself. => Kada se prilikom kupovine primenjuje robin model, kupci plaćaju za karbon prilikom isporuke i na taj način smanjuju izloženost rizicima koje nosi sam projekat.
LL@(4381) These project demand innitial financing. => Ovakvim projektima je potrebno početno finansiranje.
LL@(4382) The sales of emission credits are effected in hard currency and their buyers credit rating is always high which enhances the confidence of a financier and allows for the project capital to be increased through loans Š5Ë. => Prodaja emisionih kredita obavlja se za čvrste valute i njihovi kupci imaju visok kreditni rejting što može povećati poverenje finansijera i omogućiti da se kapital projekta uveća putem zaduživanja Š5Ë.
LL@(4383) In the 1996 2001 period one fourth of contracts were made as purchasing options, which allowed for the purchase of emission credits in a certain future period at a previously stipulated price. => U periodu od 1996-2001 godine četvrtina ugovora koji su bili sklopljeni, bili su u vidu kupovne opcije koja je kupcima davala opciju kupovine emisionih kredita u odredjenom budućem trenutku po prethodno utvrdjenoj ceni.
LL@(4384) Upon adoption of the Marakesh Accord, the purchase is effected in the form of forward contracts. => Nakon usvajanja Akorda iz Marakeša, kupovina postaje u formi forvard ugovora.
LL@(4385) On closing such contracts, the buyer gets a number of future vignettes expected to result from the project Š5Ë. => Priliom sklapanja ove vrste ugovora kupac dobija nekoliko budućih vinjeta koje se očekuje da će projekat proizvesti Š5Ë.
LL@(4386) The actual form of a certain contract arrangement between the parties will depend on how different types of risk will be allocated between the seller and the buyer. => Kako će konkretno izgledati odredjeni ugovorni aranžman medju dvema stranama, zavisi od toga na koji način će različite vrste rizika biti alocirane izmedju prodavca i kupca.
LL@(4387) The risks that may occur in such transactions are the risk implied by the project itself (that the project will not give expected results and will not achieve the expected reduction of emissions), the risk of the country, and the risk related to the Kyoto Protocole (that the project will not be registered under its conditions). => Neki od rizika koji se mogu javiti prilikom ovakvih transakcija su rizik koji nosi sam projekat (da projekat neće proizvesti očekivane rezultate i da neće proizvesi očekivanu količinu emisionih smanjenja), rizik zemlje, rizik vezan za Kyoto protokol (da projekat neće biti registrovan pod njegovim uslovima).
LL@(4388) The risks are allocated between the buyer and the seller using a variety of contractual features, such as monitoring plans, guarantees, penalties etc. ~~~ Š5Ë. 5. => Rizici se alociraju izmedju kupca i prodavca upotrebom različitih ugovornih karakteristika, kao što su planovi za monitoring, garancije, kazne Š5Ë. 6.
LL@(4389) Project based transactions structure Price is only one of the features of the contracts to be closed, and, due to the lack of standardization in contract closing matters, an adequate comparison among prices of different transactions is not possible to perform. => Karakterisitike sklopljenih ugovora Cena predstavlja samo jednu od karakteristika ugovora koji se sklapaju, i iz razloga ne postojanja standardizacije medju ugovorima, nije moguće adekvatno poredjenje cena različitih transakcija.
LL@(4390) If the contract stipulates that a larger portion of contracted amount shiuld be paid in advance, then the nominal price of carbon-dioxide per ton will be lower. => Ako ugovor podrazumeva da se isplate većeg dela ugovorenog iznosa vrši unapred, tada će nominalna cena po toni ugljen dioksida biti niža.
LL@(4391) If the payment is effected immediately upon the delivery of emission credits, in determining the amount of payment the appropriate discount factor must be taken account of, and in such a case the buyer is more exposed to the risk borne by the project itself Š5Ë. => Ako se isplata vrši prilikom isporuke emisionih kredita, tada prilikom utvrdjivanja visine te isplate mora se uzeti u obzir odgovarajući diskontni faktor, i u tom slučaju je kupac više izložen riziku koji nosi sam projekat Š5Ë.
LL@(4392) In a majority of cases the prices are not publicised, and the manner of reporting5 among buyers is not uniform. => Cene u većini slučajeva nisu javno objavljene, i način izveštavanja4 nije ujednačen medju kupcima.
LL@(4393) A largest number of companies in the role of the buyer are obliged to report the contracted price, whereas the private individual buyers are not bound by the same obligation Š5Ë. => Većina javnih kompanija koje su u ulozi kupca su u obavezi da u svojim izveštajima objavljuju ugovornu cenu, dok privatna lica koja se javljaju u ulozi kupca nemaju istu obavezu Š5Ë.
LL@(4394) In some countries, e.g., the U.S.A. and Great Britain, there is an obligation for the companies to report on the expenses on environment protection, on obligations and on future risks. => U nekim zemljama, kao što su Sjedinjene Američke Države i Velika Britanija, postoje obaveze izveštavanja o troškovima vezanim za očuvanje životne sredine, obavezama, budućim rizicima.
LL@(4395) Such a type of reporting aims to inform the investor on the nature and type of effort the company takes when making decisions on environmental care Š4Ë. => Ovakav vid izveštavanja ima za cilj informisanje investitora o prirodi i vrsti napora koje kompanija ulaže prilikom donošenja odluka vezanih za očuvanje životne sredine Š4Ë.
LL@(4396) In transactions generating emission reductions and in accordance with the Kyoto Protocole, we make out two classes of transactions Š5Ë: Transactions by which the buyer takes on the risk of registration, i.e., the buyer purchases the Verified Emission Reductions (VER6), and will continue to purchase them although the project is not registered according to CDM or JI; Transactions by which the seller takes on the largest portion of registration risk, the buyer purchases CER or ERU and can waive the contract under certain conditions, is the project fails to register. => U okviru transakcija koje generišu emisiona smanjenja i u skladu su sa Kyoto protokolom, razlikuju se dve kategorije transakcija Š5Ë: (cid: ~~~ Transakcije gde kupac preuzima rizik registracije, tj. kupac kupuje Verifikovana emisiona smanjenja (VER5), i kupovaće ih iako se projekat ne registruje po CDM ili JI; (cid: ~~~ Transakcije gde prodavac preuzima najveći deo registracionog rizika, kupac kupuje CER ili ERU, i pod odredjenim uslovima može otkazati ugovor, ako projekat ne uspe da se registruje.
LL@(4397) The transactions conducted within either category may differ greatly. => Transakcije obavljene u okviru bilo koje kategorije mogu biti veoma različite.
LL@(4398) Transactions may be structured in a way that payments will cease if the emission reductions fail to register as CER or ERU, while other transactions may provide that the seller be liable to ensure an adequate replacement of emission credits at a prevailing market price unless the project ensures the CER or ERU. => Transakcije mogu biti strukturirane na taj način što će isplate prestati ako emisiona smanjenja ne registruju kao CER ili ERU, dok druge transakcije mogu predvideti da će prodavac morati da obezbedi adekvatnu zamenu emisionih kredita po preovladjujućoj ceni na tržištu ako projekat ne obezbedi CER ili ERU.
LL@(4399) The price of the transaction depends on the concrete goods traded, therefore the price for projects bearing emission credits that do not conform to the Kyoto Protocole may vary from $0.37 to $3.00 per ton of carbon-dioxide. => Cena transakcije zavisi od konkretne robe kojom se trguje, tako za projekte koje donose emisione kredite koji nisu u skladu sa Kyoto protokolom cena varira od 0,37$ do 3,00$ po toni ugljen dioksida.
LL@(4400) In case of the transactions conforming to the Kyoto Protocole, if the buyer takes on the risk of registration, the price of VER amounts to $3.00 to $4.25. in case the seller takes the registration risk, the price is slightly higher and ranges between $3.00 to $6.37 Š5Ë. 6.1. => U okviru transakcija koje su u skladu sa Kyoto protokolom, ako kupac na sebe preuzima rizik registracije cena VER-a iznosi od 3,00$ do 4,25$. ~~~ U slučaju da prodavac na sebe preuzima rizik registracije cena je nešto viša i kreće se u granicama od 3,00$ do 6,37$ Š5Ë. 6.
LL@(4401) Price features The better the guarantees the seller can grant in terms of obtaining emission credits, the higher the transaction price. => Karakteristike cene [to veće garancije može dati prodavac u pogledu dobijanja emisionih kredita, cena transakcije će biti viša.
LL@(4402) Besides guarantees, there are other features determining the transaction price. => Pored garancija postoje i druge karaktiristike koje odredjuju kolika će cena transakcije biti.
LL@(4403) Among the key determinants collected from the players on the carbon market Lecocq quotes the following Š5Ë: (cid:190) The project sponsors credit rating and experience, as well as the reliability of the project itself; (cid:190) The confidence in the quality of carbon resources management and consequently the delivery of emission credits during the life cycle of the project; (cid:190) The contract structure; (cid:190) The emission reduction vignettes (only a few are capable of meeting the demands of the protocole); (cid:190) The verification and the potential certification costs; (cid:190) The host countrys support and willingness to cooperate; (cid:190) The additional ecologic and social benefits. => Kao ključne determinante cene koje su prikupljene od strane učesnika na karbonskom tržištu, Lecocq navodi sledeće Š5Ë: (cid: ~~~ Kreditna sposobnost i iskustvo koje ima sponzor projekta, kao i pouzdanost samog projekta; (cid: ~~~ Poverenje u kvalitet upravljanja karbonskim sredstvima i samim tim i isporuku emisionih kredita tokom životnog veka projekta; (cid: ~~~ Struktura ugovora; (cid: ~~~ Vinjete emisionog smanjenja (samo neke imaju sposobnost da ispune zahteve protokola); (cid: ~~~ Troškovi verifikacije i potencijalne sertifikacije; (cid: ~~~ Podrška zemlje domaćina i spremnost za sarad nju, (cid: ~~~ Dodatna ekološke i socijalne koristi.
LL@(4404) The majority of academic models that define the factors determining the carbon-dioxide price suggest that the price of energy and time factors do have an impact upon the forming of the emission credit prices. => Većina teorijskih modela koji definišu faktore koji odredjuju cenu ugljen dioksida, sugerišu da cena energije i vremenski faktori imaju uticaj na formiranje cene emisionih kredita.
LL@(4405) According to the research conducted by MansanetBataller et al., the most important factors affecting the change in the prices of carbon-dioxide are the changes in the prices of natural gas and the Brent oil. => Prema istrživanju koje su obavili Mansanet-Bataller et al., najvažniji faktori koji utiču na promenu cene ugljen dioksida su promene cena prirodnog gasa i Brent cene nafte.
LL@(4406) It was also found that extremely hot or extremely cold weather in Germany influence the carbon-dioxide price in a positive way. => Takodje je utvrdjeno da ekstremno toplo i hladno vreme u Nemačkoj imaju pozitivan uticaj na cenu ugljen dioksida.
LL@(4407) The change in the price of the most intensive source of carbon-dioxide coal was found not to affect the change in the price of carbon-dioxide itself. => Utvrdjeno je da promena cene najintezivnijeg izvora emisije ugljen dioksida uglja, ne utiče na promenu cene samog ugljen dioksida.
LL@(4408) The study findings confirmed the existence of a certain rationality of the carbon market, reflected in that the daily value of forward contracts mirrors the micro-level conditions Š7Ë. 7. => Studija je utvrdila dokaze postojanja odredjene racionalnosti karbonskog tržišta, koja se ogleda u tome što dnevna vrednost cena forvard ugovora oslikava stanje na mikro nivou Š7Ë. 7.
LL@(4409) Emission credit market Emission permits can be traded on four markets. => Tržište emisionih kredita Postoje četiri tržišta na kojima se može trgovati emisionim dopuštenjima.
LL@(4410) These are: the UK Trading Scheme, the EU Emissions Trading Scheme, the Chicago Climate Exchange, as well as the New South Wales GHG Reduction Scheme Š5Ë. 7.1. => Ta tržišta su: trgovinska šema Velike Britanije, trgovinska šema emisija Evropske Unije, Čikaška klimatska berza, kao i šema smanjenja GHG-a Novog Južnog Velsa Š5Ë. 7.
LL@(4411) The UK Emissions Trading Scheme Great Britain introduced the emissions trading scheme before the European Union. => [ema trgovanja emisijama Velike britanije Velika Britanija je uvela šemu trgovanja emisionim kreditima pre Evropske Unije.
LL@(4412) The scheme was launched in March 2002. => Ova šema je lansirana marta 2002. godine.
LL@(4413)  => Učešće na ovom tržištu je bilo na dobrovoljnoj bazi Š1Ë. ~~~ Vlada je pregovarala sa kompanijama u vezi Sporazuma vezanih za klimatske promene (CCA), gde su kompanije pristale da u zamenu za 80% oslobadjanja od poreza vezanog za industrijsku ili komercijalnu potrošnju energije6, postave energetski vezane ciljeve bilo u vidu apsolutnih iznosa ili procentualnih ograničenja i to bilo vezanih za emisiju GHG bilo za potrošnju energije tih kompanija.
LL@(4414)  => Tip usvojenih ograničenje odredjuje koja tržišna pravila će data kompanija morati da poštuje i vreme kada će ta kompanija od Vlade dobijati emisione kredite kojima će moći trgovati Š5Ë.
LL@(4415)  => Kompanije sa CCA ciljevima koristile su šemu trgovanja Velike Britanije za kupovinu emisionih kredita ili za prodaju iznosa emisionih kredita koji su bili suvišni za kompaniju.
LL@(4416)  => Kazne koje su preminjivane za neprimenjivanje sporazuma bile su uskraćivanje poreskih olakšica, kao i dozvoljenog nivoa emisije štetnih gasova.
LL@(4417) Participation in this market was on voluntary basis Š1Ë. => Samo se domaćim kreditima moglo trgovati u okviru ovog tržišta Š1Ë.
LL@(4418) The government negotiated with companies on the issue of the Agreements related to climate changes (CCA), and the companies agreed to set ener 5 About 85% of reporting on the corporate social responsibility is related to climatic changes. => U godi 5 Oko 85% izveštavanja vezanog za korporativnu društvenu odgovornost odnosi se na klimatske promene.
LL@(4419) The majority of reports present information on the amount of GH gases emission resulting directly from the companys operations, while only a small number reports on indirect amount of GH gases emissions. => Večina izveštaja vezana je za predstavljanje informacija o iznosu emisije štetnih gasova do koje dolazi direktno od poslovnih operacija kompanije, dok samo manji broj izveštava i o indirektnom iznosu emisije štetnih gasova.
LL@(4420) The sources of indirect GHG emissions used in reporting are the amount of electricity purchase, transport or emission resulting from the use of products or services a company offers. => Izvori indirektnog emitovanja GHG gasova koji se koriste u izveštavanju su kupovina električne energije, transport ili emisija nastala upotrebom proizvoda ili usluga koje kompanija vrši.
LL@(4421) Many companies report on the basis of a wide range of activities conducted for the purposes of reducing the emission of gases that cause global warming Š2Ë. 6 Verified Emission Reductions (VER) the unit or reduction of GHG emission verified by an independent auditor, but that has not passed the verification procedure to obtain CER or ERU according to the Kyoto Protocole. => Mnoge kompanije izveštavaju na osnovu širokog spectra aktivnosti koje sprovode radi smanjenja emisije gasova koji izazivaju globalno zagrevanje Š2Ë 6 Verifikovana emisiona smanjenja (VER) Jedinica smanjenja emisije GHG koju je verifikovao nezavisni revizor, ali koja još nije prošla proceduru verifikacije za izdavanje CER-a ili ERU-a po Kyoto protokolu.
LL@(4422) The buyers take on the risk and pay the discount price for VER. => Kupci na sebe preuzimaju rizik i plačaju diskontovanu cenu za VER.
LL@(4423) One VER equals the amount of one metric ton of carbon-dioxide equivalent. gy related objectives in the form of absolute amounts or percentage limitations, either related to the GHG emission or to these companies energy consumption, in exchange for 80% exemption from taxation related to industrial or commercial energy consumption7. => Jedan VER odgovara iznosu od jedne metričke tone ekvivalenta ugljen dioksida. nama kada su kompanije morale da ispoštuju svoje obaveze, dolazilo je do znatno višeg obima trgovanja.
LL@(4424) The type of the limitations agreed upon defines the market rules the company will have to observe as well as the period in which the governmant will grant the company the emission credits to trade Š5Ë. => 
LL@(4425) The companies with CCA objectives used the UK Emissions trading scheme to buy emission credits or to sell the amounts of emission credits that are in excess in the company. => Mart 2007 godine bio je jedan od rokova koji su kompanije morale ispoštovati u vezi sa odredjenim nivoom emisije GHG.
LL@(4426) The penalties enforced for disregarding the agreement were the deprivation of tax exemptions as well as the allowed level of pollutant gases emissions. => 
LL@(4427) This market allowed only the transactions with the national credits Š1Ë. => 
LL@(4428) In the years when the companies had to honour their obligations, a significantly larger volume of trading was observed. => 
LL@(4429) March 2007 was one of the deadlines the companies had to observe in relation with a defined level of GHG emissions. => 
LL@(4430) In the period preceeding this deadline, from December 2006 till february 2007, the majority of transactions were effected Š1Ë. 7.2. => U periodu koji je prethodio ovom roku, od decembra 2006 do februara 2007 godine, obavljena je većina trgovanja Š1Ë. 7.
LL@(4431) The European Union Emission Trading Scheme The European Union Emissions Trading Scheme (EU ETS) commenced on 1st January, 2005 and is the framework of the European Union policy towards implementation and the Kyoto Protocole observing. => Evropska šema trgovanja Evropska šema trgovanja (EU ETS) počela je sa radom 1. januara 2005. godine, i predstavlja okosnicu politike Evropske Unije ka implementaciji i poštovanju Kyoto protokola.
LL@(4432) In the first stage of its existence, from 1st January, 2005 until 31st December, 2007, the EU ETS regulated 40% of the total carbon-dioxide emissions in Europe, and the amount of emission was limited to 6,600MtCO2 during the period. => U svojoj prvoj fazi postojanja koja je obuhvatala period od 1. januara 2005 do 31. decembra 2007. godine, EU ETS regulisala je 40% od ukupne količine emisija ugljen dioksida u Evropi, i iznos emisije bio je ograničen na 6.600 MtCO2 tokom ovog perioda.
LL@(4433) In terms of allocation of emission credits of the European Union (EUA) across the states-participants on this market, it is clear that within the first stage Germany obtained almost a quarter of the total number of credits for the first stage, while Great Britain, Italy and Poland each obtained approximately 10%. => Ako se posmatra alokacija emisionih kredita Evropske Unije (EUA) po zemljama učesnicama na ovom tržištu, može se videti da je u okviru prve faze Nemačka dobila skoro četvrtinu ukupnog broja kredita prve faze, Velika Britanija, Italija i Poljska dobile su skoro 10% pojedinačno.
LL@(4434) If the allocation of emission credits is observed across the industry branches, the energy sector obtained almost 55% of credits, the mining and metal industries obtained 12% each, while the petroleum and gas industry obtained around 10% each Š1Ë. => Ako se alokacija emisionih kredita posmatra po granama industrije, energetski sektor dobio je skoro 55% kredita, rudarska i metalna industrija dobile su po 12%, dok su naftna i gasna industrija dobile oko 10% Š1Ë.
LL@(4435) In April 2004, the European Parliament passed a directive relating the EU ETS with the Kyoto Protocole, in that the introduction of ERU and CER credits into the EU ETS market became possible under certain conditions Š5Ë. 7 Climate Change Levy In the second year of its presence on the European Emissions Trading Scheme the overall scope of credit trading reached 1.1 million of emission credits, or €18.7 billion which is three times as much compared to the first year in which the overall value of trading amounted to €6 billion. => Aprila 2004 godine Evropski parlament doneo je direktivu koja spaja EU ETS sa Kyoto protokolom, na taj način što pod odredjenim uslovima dozvoljava uvodjenje ERU i CER kredita na EU ETS tržišteŠ5Ë. ~~~ U drugoj godini svog postojanja na tržištu Evropske šeme trgovanja ukupan obim trgovanja kreditima iznosio je 1.1 milion emisionih kredita, ili 18.7 milijardi €, što predstavlja trostruko povećanje u odnosu na prvu godinu gde je ukupna vrednost trgovanja iznosila 6 milijardi €.
LL@(4436) The increase was achieved in spite of the 10% fall in prices compared to the first year, i.e., from €19 to €17. => Ovo povećanje se odigralo uprkos padu cene od 10% u odnosu na prvu godinu, sa 19€ na 17€.
LL@(4437) Within the first stage of emission credit trading the number of conducted transactions increased on monthly basis. => U toku prve faze trgovanja emisionim kreditima, broj obavljenih transakcija na ovom tržištu povećavao se iz meseca u mesec.
LL@(4438) With the acceptance of new member-states into the European Union, the number and the type of players on this market also increased Š1Ë. => Sa pridruženjem novih zemalja članica Evropskoj Uniji, broj i tip učesnika na ovom tržištu se takodje povećao Š1Ë.
LL@(4439) The operations on the EU ETS market in the first stage of trading helped draw significant conclusions that will contribute to the development of trading in the subsequent stage. => Operacije na EU ETS tržištu u okviru prve faze trgovanja donele su značajne zaključke koji će doprineti razvoju trgovanja u narednoj fazi.
LL@(4440) One of the most significant contributions of this market is that the market players became aware of the limitations as regards carbon, contrary to the period prior to the formation of this market, when their emissions of carbon were unlimited. => Jedan od najznačajnijih doprinosa ovog tržišta ogleda se u tome da su tržišni učesnici postali svesni ograničenja vezanih za ugljenik, za razliku od perioda pre zasnivanja ovog tr 7 Climate Change Levy žišta gde su oni vršili neograničenu emisiju ugljenika.
LL@(4441) Various studies confirmed that these activities led to real reduction of carbon-dioxide emissions Š1Ë. => Različite studije potvrdile su da su ove aktivnosti dovele do stvarnog smanjenja emisije ugljen dioksida Š1Ë.
LL@(4442) The impossibility of transferring the unexpired emission credits of the first stage into the second stage led to a collapse. => Zbog nemogućnosti prenošenja neiskorišćenih emisionih kredita prve faze u drugu fazu ovog tržišta došlo je do kolapsa.
LL@(4443) For that reason, stage two allows for the unexpired emission credits transfer or banking. => Iz tog razloga faza dva dozvoljava prenošenje ili bankiranje neiskorišćenih emisionih kredita.
LL@(4444) As the limitations in the field of carbon-dioxide emission become ever stricter from stage to stage, the carbon emission reduction becomes a permanent part of the companies strategic management, playing an ever more important role in long-term investments decision-making Š1Ë. 7.3. => Kako ograničenja vezana za emisiju ugljen dioksida postaju sve stroža, iz faze u fazu, smanjenje emisije ugljenika postaje stalni deo strateškog upravljanja kompanijama, i počinje da zauzima važnu ulogu prilikom donošenja dugoročnih investicionih odluka Š1Ë. 7.
LL@(4445) The Chicago Climate Exchange (CCX) The Chicago Climate Exchange (CCX) is a cap-andtrade system created as a group of North-American companies (13 in number) formed a voluntary organization to reduce the emissions of pollutant gases that cause global warming Š5Ë. => Čikaška klimatska berza (CCX) Čikaška klimatska berza (CCX) predstavlja cap-andtrade sistem koji je kreiran na taj način što se grupa severnoameričkih kompanija (njih 13) udružila na dobrovoljnoj bazi u cilju smanjenja emisije štetnih gasova koji izazivaju globalno zagrevanje Š5Ë.
LL@(4446) Among the founders of this exchange were the companies such as American Electric Power, DuPont, Motorola Inc., as well as the City of Chicago Š10Ë. => Kao osnivači ove berze javile su se kompanije kao što su American Electric Power, DuPont, Motorola Inc. kao i grad Čikago Š10Ë.
LL@(4447) These companies can fulfill their obligation to reduce GHG emissions through internal reductions, through the purchase of emission credits from other companies that are also limited as regards the levels of pollutant gases emissions, or through the purchase of emission credits from projects that reduce the emission while meeting certain conditions Š5Ë. => Ove kompanije mogu ispuniti svoju obavezu smanjenja emisije GHG kroz interna smanjenja, kupovinu emisionih kredita od drugih kompanija koje takodje imaju ograničenja u pogledu nivoa emisije štetnih gasova, ili kroz kupovinu kredita od projekata koji smanjuju emisiju a ispunjavaju odredjene uslove Š5Ë.
LL@(4448) The companies founders of the Chicago Climate Exchange were the first in the world to accept a legal obligation concerning all six pollutant gases causing global warming. => Kompanije osnivači čikaške klimatske berze bile su prve u svetu koje su se pravno obavezale da će smanjiti emisiju svih šest štetnih gasova koji izazivaju globalno zagrevanje.
LL@(4449) This exchange is the only system of emission credit trading for all GHGs and also the only system of emission credit trading in North America. => Ova berza je jedini system za trgovanjem emisionim kreditima za sve GHG i jedni sistem za trgovanje emisionim kreditima u Severnoj Americi.
LL@(4450) Today, the Chicago Climate Exchange has almost 300 members from all industry fields Š10Ë. => Danas Čikaška klimatska berza ima skoro 300 članova iz svih industrijskih grana Š10Ë.
LL@(4451) The transactions effected at the Chicago Climate Exchange in 2006 reached the scope of 10.3MtCO2 which is seven times as much compared to 2005. => Transakcije koje su obavljene na Čikaškoj klimatskoj berzi u 2006. godini dostigle su obim od 10.3 MtCO2, što predstavlja sedam puta višu vrednost u odnosu na 2005.
LL@(4452) The value of the transactions effected amounted to €30 million Š1Ë. 7.4. => Vrednost obavljenih transakcija bila je 30 milliona € Š1Ë. 7.
LL@(4453) The New South Wales GHG Abatement Scheme New South Wales, Australia, has a greenhouse gas abatement programme8 the purpose of which is to regulate the energy sector and be operative until 2012. => The New South Wales GHG Abatement Scheme U Australiji, u Novom Južnom Velsu postoji program za smanjenje emisije štetnih gasova7 koji će biti operativan do 2012. godine i koji reguliše energetski sektor.
LL@(4454) Both small and large New South Wales consumers of electricity are, as of 1st January, 2005, obliged to achieve the statutory defined target pollutant gas emissions causing global warming, the emissions incited by the production and consumption of elestrical energy. => Mali potrošači kao i veliki potrošači električne energije, u Novom Južnom Velsu od 1. jauara 2005. godine su u obavezi da dostignu statutom odredjene ciljne emisije štetnih gasova koji izazivaju globalno zagrevanje, i to emisije izazvane proizvodnjom električne energije ili njenom upotrebom.
LL@(4455) The energy sector companies that have the obligation to reduce emissions can achieve their objectives by purchasing a certificate generated through conducting activities such as a low level of emission during the electrical energy production process or the improved generator efficiency, activities resulting into the reduction of electrical energy consumption or implementation of sequestration. => Kompanije iz energetskog sektora koje imaju obavezu smanjenja emisije mogu dostići svoje ciljeve kupovinom sertifikata koji se generišu kroz sprovodjenje aktvnosti kao što su nizak nivo emisije prilikom proizvodnje struje ili poboljšana efikasnost generatora, aktivnosti koje rezultuju smanjenom potrošnjom električne energije, ili primena sekvestracije.
LL@(4456) The programme allows for the existence of the Renewable Energy Certificate. => Ovaj program dozvoljava postojanje i Sertifikata obnovljive energije.
LL@(4457) No other forms of credits, such as credits generated through project based transactions are allowed on this market for the time being Š1Ë. => Nijedna druga forma kredita kao što su krediti koji se generišu kroz transakcije zasnovane na projektima nisu dozvoljene na ovom tržištu u ovom trenutku Š1Ë.
LL@(4458) If a company exceeds the granted limit of pollutant gases emission, it is subject to penalties Š5Ë. => Postoje i kazne ako kompanija prekorači dozvoljeni nivo emisije štetnih gasova Š5Ë.
LL@(4459) After the European Emission Trading Scheme, the New South Wales Scheme counts as the second largest market with the trading scope of around 20.2 million certificates during 2006, the total value of which amounted to €173 million. => Posle Evropske šeme trgovanja emisionim kreditima, šema Novog Južnog Velsa je drugo najveće karbonsko tržište sa obimom trgovanja od oko 20.2 milliona sertifikata u toku 2006. godine, čija ukupna vrednost je iznosila 173 milliona €.
LL@(4460)  => Veličina tržišta u 2006. godini pokazuje rast u odnosu na veličinu tržišta u 2005. godini.
LL@(4461) The size of the2006 market shows a rise compared to the size of 2005 market. ~~~ The trading scope increased by 3.3 times compared to 2005, whereas the total value of the transactions effected increased by 3.8 times compared to the previous year. => Obim trgovanja se povećao 3,3 puta u odnosu na 2005. godinu dok se ukupna vrednost obavljenih transakcija povećala 3,8 puta u odnosu na prethodnu godinu.
LL@(4462) There is also an increased interest in the voluntary sertificate market of New South Wales Š1Ë. 8. => Takodje postoji povećano interesovanje za dobrovoljno tržište sertifikata Novog Južnog Velsa Š1Ë. 8.
LL@(4463) Carbon market development Carbon is something more than just a new type of goods to be traded in; it is becoming a specific class of assets Š6Ë. => Razvoj karbonskog tržišta Ugljenik (Karbon) predstavlja nešto više od nove vrste robe kojom se može trgovati, on postaje posebna klasa aktive Š6Ë.
LL@(4464) Only a few participants in the period until 2006 sold their emission credits, which led to discrepancies between the offer and the demand and to the forming of higher prices, instead of the market players having adopted the sales strategy in terms of a more regular sales of credits. => Samo nekolicina učesnika u periodu do 2006. godine, izvršila je prodaju svojih emisionih kredita, što je dovelo do neuskladjenosti ponude i tražnje i formiranju cene na višem nivou nego da su tržišni učesnici usvojili strategiju prodaje u vidu redovnije prodaje kredita.
LL@(4465) The results of the study published in the European Power News journal show that it is very likely that 63% of the emission credit reserve a certain company owns will be sold, while the additional 33% will probably be sold, whereas only 4% of emission credits will certainly be retained within in the company Š11Ë. => Rezultati studije objavljeni u časopisu European power news, pokazuju da postoji velika verovatnoća da će 63% rezervi emisionih kredita koje neka kompanija poseduje biti i prodati, dok će dodatnih 33% rezervi biti verovatno prodate, dok će samo 4% emisionih kredita biti sa sigurnošću zadržani u okviru kompanije Š11Ë.
LL@(4466) The UN forecasts that in 2012, 2.5 billion emission credits will be offered on the market. => Predvidjanja UN su da će 2012. godine, u opticaju biti 2.5 milijarde emisionih kredita.
LL@(4467) An investment race is predicted for the period to come, for the purpose of investing into projects in the early stage of execution, showing a strong likelihood of obtaining a formal approval from the United Nations Framework Convention on Climate Change (UNCCC). => Pretpostavlja se da će u narednom periodu doći do investicione trke, radi investiranja u projekte koji su u ranoj fazi realizacije i koji imaju veliku verovatnoću da će dobiti odobrenje United Nations Framework Convention on Climate Change (UNCCC).
LL@(4468) At the moment the approval process is very slow, due to the shortage of qualified evaluators. => Trenutno proces odobravanja odvija se veoma sporo, zbog nedostatka kvlifikovanih procenitelja.
LL@(4469) This is the cause of the current pressure upon the price Š6Ë. => Ovo je razlog trenutnog pritiska na cenu Š6Ë.
LL@(4470) There is a positive effect of the selection of credits created using CDM mechanisms by the perticipants voluntarily involved in the carbon market. => Postoji pozitivan efekat odabira kredita kreiranih upotrebom CDM mehanizma od strane učesnika koji su dobrovoljno uključeni u karbonsko tržište.
LL@(4471) The buyer who is under obligation to observe a defined target value of the pollutant gas emissions, finds CER to be just CER, no more. => Za kupca koji je u obavezi da ispoštuje odredjenu ciljnu vrednost emisije štetnih gasova, CER je CER.
LL@(4472) The participants who are voluntarily involved in the market have a different view of emission credits. => Učesnici koji su na tržištu dobrovoljno, drugačije gledaju na emisione kredite.
LL@(4473) The wind energy based project are in greatest demand, and also the absorption of metane in the Brasilian agricultural communities, by which electricity and heating are provided for distant communities. => Najtraženiji su projekti koji su bili zasnovani na energiji vetra, ili absorbcija metana u Brazilskim poljoprivrednim zajednicama, koji obezbedjuje struju i grejanje za udaljene zajednice.
LL@(4474) The social aspect of the project is a significant characteristic valued by the participants voluntarily involved in the market. => Socijalni aspekt projekta predstavlja značajnu karakteristiku koju vrednuju učesnici koji su dobrovoljono uključeni na tržište.
LL@(4475) Therefore the highest quality projects can be expected to bring in a substantial premium, while the credits earned by less desirable projects will be more difficult to sell Š6Ë. => Iz tog razloga može se očekivati da će projekti najvišeg kvaliteta donositi značajnu premiju, dok će kredite koje će doneti manje poželjni projekti biti teže prodati Š6Ë.
LL@(4476) There is an increasing interest in the carbon market shown by institutional investors, not only in terms of potential rise in the emission credit price, but also in terms of a diversification of their portfolios. => Povećano je interesovanje institucionalnih investitora za karbonsko tržište, ne samo u smislu potecijalnog rasta cene emisionih kredita, nego u vidu diverzifikacije njihovog portfolia.
LL@(4477) The carbon market displays a low amount of correlation with other segments of financial market in the short-term and the long-term periods. => Karbonsko tržište pokazuje mali iznos korelacije sa ostalim delovima finansijskog tržišta u kratkoročnom i srednjeročnom periodu.
LL@(4478) A low level of correlation between carbon and corporative debtor securities, shares and goods is observed Š5Ë. Institutional investors, especially pension funds, are in some countries obliged to report on the social responsibility and environment protection, and show how much they 8 NSW Greenhouse Abatement Scheme (GGAS) have taken these into consideration when investing their capital. => Nizak stepen korelacije karbon ima sa korporativnim dužničkim hartijama od vrednosti, akcija, robom Š5Ë. ~~~ Institucionalni investitori, posebno penzioni fondovi su u odredjenim zemljama u obavezi da na odredjeni način izveštavaju o društvenoj odgovornosti i zaštiti životne sredine, i prikažu koliko su ih uzimali u razmatranje prilikom investiranja svoje imovine.
LL@(4479) The legal obligations of institutional investors in some countries force these investors to pay special attention to climate changes in their analyses as to which companies they will invest into Š4Ë. => Zakonske obaveze koje imaju institucionalni investitori u odredjenim zemljama, obavezuju ih da posebno obrate pažnju na klimatske promene kada vrše analizu u koje kompanije će ulagiti Š4Ë.
LL@(4480) In the early days the market makers regarded carbon as definite goods, however, as market develops, their attitudes change. => U začetku market mejkeri su karbon posmatrali kao odredjenu robu, ali kako se tržište razvija mišljenje se menja.
LL@(4481) Fundamentally, we can say there is no limited amount of carbon.the most important fact is that this market is established by the governments of various countries and it is not subject to classic laws of offer and demand in some goods. => Na fundamentalnom nivou može se reći da ne postoji ograničen iznos ugljenika. ~~~ Najvažnija je činjenica da je ovo tržište osnovano od strane Vlada različitih zemalja i da ne podleže klasičnim zakonima ponude i tražnje odredjene robe.
LL@(4482) All this shows that carbon becomes a specific type of assets Š6Ë. => Sve ovo ukazuje na to da se ugljenik (karbon) razvija u zasebnu klasu aktive Š6Ë.
LL@(4483) Due to the failure of credit market in the previous year, hedge funds invested substantial capital into emission credits. => Zbog kraha kreditnog tržišta u prošloj godini, hedž fondovi su značajna sredstva uložili u emisione kredite.
LL@(4484) A significant increase in demand is expected, which led to the emergence of instruments to manage risk on the carbon market. => Očekuje se da će doći do značajnog rasta tražnje, što je dovelo do pojave instrumenata kojima će moći upravljati rizikom karbonskom tržištu.
LL@(4485) One instrument is the structured product (CDO) which enables the investors to select a risk level they are willing to accept. => Jedan od instrumenata je strukturirani proizvod (CDO) koji omogućava investitorima da odaberu nivo rizika koji su spremni da private.
LL@(4486) Insurance companies, too, have begun to offer insurance policies in case the emission credit delivery fails to be effected Š3Ë. 9. => 
LL@(4487) Conclusion Ecology in its broadest sense and climate changes in their narrower sense count among the areas of socially responsible companies activities. => 
LL@(4488) Carbon market is a relatively new market, artificially created to help fighting climate changes. => 
LL@(4489) Companies can enter this market either of of their own will or in accordance with the regulations issued by the Kyoto Protocole or one of the trading schemes. => 
LL@(4490) Emission credits can be obtained either from the government of the country in which a company is located or through the project execution, or by purchasing them on the market. => 
LL@(4491) Due to the increasing growth of this market and its passage into the second stage in which certain target values of pollutant gases emission (EU ETS) must be observed, companies will be obliged to take into consideration the projects to be executed either through the Joint Implementation Mechanism or through the Clean Development Mechanism in their long-term investment decision making. => 
LL@(4492) In order that the projects and emission credits they realize earn a substantial premium, it is necessary that they have certain social implications, which are in accordance with the concept of socially responsible organization. => 
LL@(4493) In making decisions on investing into certain companies the institutional investors are obliged to report on how much they take into consideration these companies care about envi ronmental protection. => 
LL@(4494) Similarly, institutional investors become the players in this market for the purpose of diversification of their portfolios. => 
LL@(4495) Carbon market is developing daily. => 
LL@(4496) A further growth of the market is reflected in the introduction of various financial instruments to protect the carbon market players from risk. => 
LL@(4497) Companies which have the obligation of limiting their carbon-dioxide emissions have to allocate substantial capital to honour that obligation. => 
LL@(4498) All these affects their investment decisions. ~~~ Such companies are not only burdened by the expences related to regulating the pollutant gases emissions; their socially responsible conduct may attract investors, a new capital, and may result in a more favourable financing they achieve. => 
LL@(4499) Such conduct does impose an obligation, however, carbon market offers numerous opportunities for more favourable investments, earning substantial premiums in emission credit trading. => 
LL@(4500) Above all, the development of this market contributes to environmental protection and the companies that are involved in it announce their resolution to behave in a socially responsible manner. ~~~ BIBLIOGRAPHY Š1Ë Capoor, K. and Ambrosi, P., State and Trends of the Carbon Market, The World Bank, 2007. => I osiguravajuće kompanije su počele da nude polise osiguranja koje osiguravaju u slučaju da ne dodje do isporuke emisionih kredita Š3Ë. 8 NSW Greenhouse Gas Abatement Scheme (GGAS) LITERATURA: Š1Ë Capoor, K. and Ambrosi, P., State and Trends of the Carbon Market, The World Bank, 2007.
LL@(4501) Downloaded from http://carbonfinance.org/docs/Carbon_Trends_2007-_FINAL__May_2.pdf Š2Ë Kolk, A., Van der Veen, M., Pinkse, J and Fortanier, F., KPMG International Survey of Corporate Responsibility Reporting 2005, Research conducted by University of Amsterdam and KPMG Global Sustainability ServicesTM. => Downloaded from http://carbonfinance.org/docs/Carbon_Trends_2007-_FINAL__May_2.pdf Š2Ë Kolk, A., Van der Veen, M., Pinkse, J and Fortanier, F., KPMG International Survey of Corporate Responsibility Reporting 2005, Research conducted by University of Amsterdam and KPMG Global Sustainability ServicesTM.
LL@(4502) Downloaded from http://www.kpmg.com.au/Portals/0/KPMG%20Survey%202005_3.pdf Š3Ë Kwong, R. New products and players in carbon credit market, Hong Kong, 2008., Downloaded from http://www.ft.com/cms/s/0/16fdd722-12f1-11dd8d91-0000779fd2ac,dwp_uuid=3c093daa-edc111db-8584-000b5df10621.html?nclick_check=1 Š4Ë Labatt, S. and White, R. R., Carbon Finance: The Financial Implications of Climate Change, John Wiley & Sons, 2007. => Downloaded from http://www.kpmg.com.au/Portals/0/KPMG%20Survey%202005_3.pdf Š3Ë Kwong, R. New products and players in carbon credit market, Hong Kong, 2008., Downloaded from http://www.ft.com/cms/s/0/16fdd722-12f1-11dd8d91-0000779fd2ac,dwp_uuid=3c093daa-edc111db-8584-000b5df10621.html?nclick_check=1 Š4Ë Labatt, S. and White, R. R., Carbon Finance:
LL@(4503) Š5Ë Lecocq, Franck. => The Financial Implications of Climate Change, John Wiley & Sons, 2007. Š5Ë Lecocq, Franck.
LL@(4504) State and Trends of the Carbon Market 2004. => State and Trends of the Carbon Market 2004.
LL@(4505) Washington, DC, USA: World Bank Publications, 2005. => Washington, DC, USA:
LL@(4506) Š6Ë Longden, C., Carbon: a new asset class?, 2007. => World Bank Publications, 2005. Š6Ë Longden, C., Carbon: a new asset class?, 2007.
LL@(4507) Downloaded from http://jefingreen.blogspot.com/2007/12/carbon-new-asset-class.html Š11Ë Emissions trading tn pick up in 07, European Power News, 2006. ~~~ Downloaded from www.epnmagazine.com Š7Ë Mansanet-Bataller, M., Angel Pardo, A. and Enric Valor, E., CO2 Prices, Energy and Weather The Energy Journal; 28(3), 2007, 73-93. ~~~ Š8Ë Stubbs, C. and Lockwood, D., Carbon Emissions Management, Risk Management, 54(8), 2007, 42-48. => Downloaded from http://jefingreen.blogspot.com/2007/12/carbon-new-asset-class.html Š7Ë Mansanet-Bataller, M., Angel Pardo, A. and Enric Valor, E., CO2 Prices, Energy and Weather The Energy Journal; 28(3), 2007, 73-93. Š8Ë Stubbs, C. and Lockwood, D., Carbon Emissions Management, Risk Management, 54(8), 2007, 42-48. Š9Ë Yamin, F., Climate Change and Carbon Markets :
LL@(4508) Š9Ë Yamin, F., Climate Change and Carbon Markets : A Handbook of Emissions Reduction Mechanisms. => A Handbook of Emissions Reduction Mechanisms.
LL@(4509) Toronto, Canada, 2005. => Toronto, Canada, 2005. 9.
LL@(4510)  => Zaključak Jedna od oblasti delovanja društveno odgovornih kompanija je i ekologija u širem smislu, odnosno klimatske promene u užem smislu.
LL@(4511)  => Karbonsko tržište je relativno novo tržište, veštači kreirano, koje pomaže u borbi protiv klimatskih promena.
LL@(4512)  => Kompanije se mogu uključiti u ovo tržište bilo na dobrovoljnoj bazi bilo u skladu sa regulativama koje propisuje Kyoto sporazum ili neka od šema trgovanja.
LL@(4513)  => Emisioni krediti mogu se dobiti bilo od strane Vlade zemlje u kojoj se kompanija nalazi, bilo putem realizacije projekata, bilo njihovom kupovinom na tržitu.
LL@(4514)  => Zbog sve većeg rasta ovog tržišta i njegovog ulaska u drugu fazu u kojoj se moraju ispoštovati odredjene ciljne vrednosti emitovanja štetnih gasova (EU ETS), kompanije će prilikom donošenja dugoročnih investicionih odluka morati da uključe u razmatranje projekte koji se realizuju bilo po Joint Implementation mehanizmu bilo po Clean Development Mechanism-u.
LL@(4515)  => Da bi projekti i emisioni krediti koje oni realizuju ostvarili značajnu premiju potrebno je da oni imaju odredjene socijalne implikacije, što je u skladu sa konceptom društveno odgovorne organizacije.
LL@(4516)  => Institucionalni investitori imaju obavezu izveštavanja koliko u obzir prilikom donošenja svojih investicionih odluka uzimaju u razmatranje koliko kompanije u koje ulažu vode računa o zaštiti životne sredine.
LL@(4517)  => Takodje, institucionalni investitori javljaju se kao učesnici na ovom tržištu, iz razloga bolje diverzifikacije portfolia.
LL@(4518)  => Karbonsko tržište svakodnevno se razvija.
LL@(4519)  => Dalji razvoj tržišta ogleda se u tome što je došlo do uvodjenja različitih finansijskih instrumenata koji služe zaštiti od rizika učesnika na karbonskom tržištu.
LL@(4520)  => Kompanije koje su u obavezi da ograničavaju emitovanje ugljen dioksida, moraju izdvajati značajna novčana sredstva da bi ispoštovala tu obavezu.
LL@(4521)  => Sve to utiče na njihove investicione odluke. ~~~ Takve kompanije nemaju samo troškove vezane za regulacije emitovanja štetnih materija; njihovo društveno odgovorno ponašanje privlači investitore, nov kapital i može uticati na njihovo povoljnije finansiranje.
LL@(4522)  => Karbonsko tržište iako nameće obavezu, ono otvara brojne mogućnosti za povoljnije investiranje, sticanje značajnih premija prilikom trgovanja emisionim kreditima, ali iznad svega razvoj ovog tržišta doprinosi zaštiti životne sredine i kompanije koje su uključene u njega prikazuju svoju odluku da se ponašaju društveno odgovorno.
LL@(4523) Š10Ë http://www.chicagoclimatex.com/content.jsf?id=1 Š12Ë http://www.orbeo.com/-Glossary-.html?lettre=E Š13Ë http://www.orbeo.com/-Glossary-.html?lettre=A Š14Ë http://unfccc.int/kyoto_protocol/mechanisms/joint_implementation/items/1674.php Š15Ë http://unfccc.int/kyoto_protocol/mechanisms/clean_development_mechanism/items/2718.php The effects of fiscal policy on development of companies UDC 005.336.4 Mihajlo Babin Faculty of economics, finances and adminitration The research within this work is aimed at determining the effects of allocating larger funds for university education upon the development of companies. => Š10Ë http://www.chicagoclimatex.com/content.jsf?id=1 Š13Ë http://www.orbeo.com/-Glossary-.html?lettre=A Š11Ë Emissions trading tn pick up in 07, European Power News, 2006. ~~~ Downloaded from www.epnmagazine.com Š12Ë http://www.orbeo.com/-Glossary-.html?lettre=E Š14Ë http://unfccc.int/kyoto_protocol/mechanisms/joint_implementation/items/1674.php Š15Ë http://unfccc.int/kyoto_protocol/mechanisms/clean_development_mechanism/items/2718.php Efekti fiskalne politike na razvoj kompanija UDK 005.8 Mihajlo Babin Fakultet za ekonomiju, finansije i administraciju, Beograd. ~~~ Istraživanje u okviru ovog rada će biti usmereno ka utvrđivanju efekata povećanja sredstava za finansiranje visokog obrazovanja na razvoj kompanija.
LL@(4524) The corporate development can be based on the rise in the number of employees who are studying for the doctoral degree and attend the courses in permanent training and education. => Razvoj kompanija se može zasnovati na povećanju broja zaposlenih koji studiraju doktorske studije i pohađaju programe obrazovanja tokom čitavog života.
LL@(4525) The analysis of the transmission mechanism of alternative measures of fiscal policy used to increase the funds allocated for the university education will help establish whether the larger funds allocated for the university education can be justified. ~~~ 1. => Analiza transmisionog mehanizma alternativnih mera fiskalne politike, kojima se povećavaju sredstava za finansiranje visokog obrazovanja, će omogućiti utvrđivanje opravdanosti povećanja alokacije sredstava za visoko obrazovanje. 1.
LL@(4526) Introduction The starting point of the work is the belief that the larger funds allocated for the purpose of financing university education will have a positive effect upon the development of companies. => Uvod Polazna teza rada je uverenje da će povećanjem sredstava za finansiranje visokog obrazovanja pozitivno uticati na razvoj kompanija.
LL@(4527) Here we will analyse the effects of alternative measures of fiscal policy the aim of which is the increase in funds to finance university education in Serbia. => U radu će biti analizirani efekti alternativnih mera fiskalne politike čiji je cilj povećanje sredstava za finansiranje visokog obrazovanja u Srbiji.
LL@(4528) From the point of view of corporate competitiveness, special importance is attached to the realisation of doctoral studies and permanent training programmes. => Sa stanovišta povećanja konkurentnosti kompanija posebnu važnost ima realizacija doktorskih studija i programa obrazovanja tokom čitavog života.
LL@(4529) The existing machanism of allocation defined in the Decree (the Government of the Republic of Serbia, 2005) does not recognize nor does it ensure the allocation of funds for financing either doctoral studies or permanent training programmes. => Postojeći alokativni mehanizam definisan u Uredbi (Vlada Republike Srbije, 2005) ne prepoznaje niti obezbeđuje alokaciju sredstava za finansiranje doktorskih studija ni programa obrazovanja tokom čitavog života.
LL@(4530) The attitudes on the need for neutral allocative role of fiscal policy can be given emphasis to on an academical level, however, in practice, the measures of fiscal policy directly influence the private sector (Rothbard, 1981). => Iako se na teorijskom nivou mogu isticati stavovi o potrebi neutralne alokativne uloge fiskalne politike, u praksi mere fiskalne politike direktno utiču na privatni sektor (Rothbard, 1981).
LL@(4531) If the need to increase the funds for the purposes of financing university education be adopted as a goal, it will be necessary to determine whether and to which extent it is possible to allocate additional funds in the budget (Johnstone, 2003). => Ukoliko se kao cilj usvoji potreba povećanja sredstava za finansiranje visokog obrazovanja, potrebno je odrediti da li i u kom obimu je u budžetu moguće alocirati dodatna sredstva (Johnstone, 2003).
LL@(4532) One potential channel for increasing funds for university education is adopting the measures that will stimulate companies to increase the allocation of funds for university education. => Jedan od potencijalnih kanala povećanja sredstava za visoko obrazovanje je usvajanje mera kojima bi se kompanije stimulisale da povećaju alokaciju sredstava za visoko obrazovanje.
LL@(4533) The relationship between the university education and economy should function on the feed-back principle: 1. a quality and efficient university education enhances the development and improvement of the competitiveness of economy 2. by employing university graduates economy gives a feed-back information on the quality of the existing study curricula, or on the necessity that these curricula should be adapted to the changing demands of economy. ~~~ 2. => Odnos između visokog obrazovanja i privrede bi trebalo da funkcioniše po principu povratne sprege: ~~~ 1. kvalitetno i efikasno visoko obrazovanje utiče na razvoj i poboljšanje konkurentnosti privrede 2. ~~~ na osnovu zapošljavanja nakon završetka visokog obrazovanja privreda pruža povratnu informaciju o kvalitetu postojećih studijskih programa ili o neophodnosti prilagođavanja studijskih programa promenjenim potrebama privrede. 2.
LL@(4534) Effects of increase of funds for university education upon the development of companies The field of reasearch into the university education financing will focus upon the financing of doctoral studies and the permanent training programmes, since the current academic programmes display the following characteristics: 1. => Efekti povećanja sredstava za visoko obrazovanje na razvoj kompanija Oblast istraživanja finansiranja visokog obrazovanja će biti fokusirana na finansiranje doktorskih studija i programa obrazovanja tokom čitavog života, jer dati akademski programi imaju sledeća obeležja: ~~~ 1.
LL@(4535) Doctoral studies The importance of doctoral studies is reflected in the very contents of the teaching process, which consists of the educational and the scientific-reasearch work. => Doktorske studije Značaj doktorskih studija se ogleda u samom sadržaju nastavnog procesa, koji je sastavljen od obrazovnog i naučno- istraživačkog rada.
LL@(4536) Hence having completed the doctoral studies, the students are competent to conduct reasearch independently. => Samim tim, studenti se po završetku doktorskih studija osposobljavaju za samostalan istraživački rad.
LL@(4537) Apart from universities and institutes, the reasearch can be conducted in companies as well. => Nakon završetka studija istraživački rad se, osim na univerzitetima i institutima, može sprovoditi i u kompanijama.
LL@(4538) The reasearch work of the employees may be a significant factor of improving competitiveness and development of companies. => Istraživački rad zaposlenih može predstavljati važan faktor unapređenja konkurentnosti i razvoja kompanija. 2.
LL@(4539) 2. ~~~ Permanent training programmes Permanent training programmes play a very important role in improving and modernizing the knowledge of the employees who completed their education processes and have since never been in contact with new theoretic and empiric achievements. => Programi obrazovanja tokom čitavog života Programi obrazovanja tokom čitavog života imaju važnu ulogu u unapređenju i osavremenjavanju znanja zaposlenih, koji su obrazovni proces završili i nakon toga više nisu imali kontakta sa novim teorijskim i empirijskim dostignućima.
LL@(4540) The structure of tuition at the doctoral studies and the permanent training programmes forms the basis for a sustainable economic growth over a long-term period. => Struktura nastavnog procesa na doktorskim studijama i programima obrazovanja tokom čitavog života stvara osnovu za održivi razvoj privrede u dugom roku.
LL@(4541) The competitiveness of companies whose employees follow these programmes grows as a result of developing innovation (doctoral studies) and a continuous improvement of knowledge and skills (permanent training). => Konkurentnost kompanija, čije zaposleni studiraju navedene programe, se povećava razvojem inovativnosti (doktorske studije) i kontinualnim unapređenjem znanja i veština (obrazovanje tokom čitavog života).
LL@(4542) In numerous studies a qualitative reasearch was conducted into a cause-effect ratio between the effect of an increased level of education upon qualification and the resulting rise in the individual's income on the micro plane. => Postoje brojne studije koje su kvalitativno istraživale uzročno- posledičnu vezu uticaja povećanja nivoa obrazovanja na povećanje kvalifikacija i posledično povećanje dohotka pojedinca na mikro nivou.
LL@(4543) The reason for this attitude is based on equalizing investments into people to investments in to capital. => Osnova datog uverenja se zasniva na izjednačavanju ulaganja u ljude sa ulaganjem u kapital.
LL@(4544) Hence the increased investments result in increased productivity (Becker, 1975). => Iz toga proističe da se sa povećanjem ulaganja povećava i produktivnost (Becker, 1975).
LL@(4545) It is necessary, however, to determine to which extent the increase in the level of education affects the rise in the individual's income, i.e., whether the increase in the education level has a crucial impact upon the rise of the individual's income. => Međutim, potrebno je utvrditi u kojoj meri povećanje nivoa obrazovanja utiče na povećanje dohotka pojedinca, odnosno da li je povećanje nivoa obrazovanja ima presudnu ulogu na povećanje dohotka pojedinca.
LL@(4546) The alpha factor marks the correlation of additional education share in the rise of the income an individual earns (Glennester, 1998). => Faktor alfa označava korelaciju učešća dodatnog obrazovanja u povećanju dohotka koji pojedinac ostvaruje (Glennerster, 1998).
LL@(4547) In this work we present a hypothesis that the value of the alpha factor = 0.6 (that is, that 60 per cent of additional income is the result of additional education, whereas the remaining 40 per cent of additional income is earned on the basis of natural capacities). => U radu se iznosi pretpostavka da je vrednost faktora alfa= 0, 6 (odnosno da je 60% dodatnog dohotka uzrokovano većim nivoom obrazovanja, a da se ostatak od 40% dodatnog dohotka ostvaruje na osnovu prirodnih sposobnosti).
LL@(4548) Therefore, the prevailing role in the individual's income increase is directly related to the increase in the level of education. => Dakle, preovlađujuća uloga u povećanju dohotka pojedinca se direktno povezana sa povećanjem nivoa obrazovanja.
LL@(4549) Although the reaserch so far can be conditionally approved of, due to the arbitrary calcualted alpha factor (and the variables affecting the alpha factor), the increase in education clearly has a dominant impact upon generating additional income. => Iako bi se prethodno istraživanje moglo uslovno prihvatiti zbog arbitrernog izračunavanja faktora alfa (i varijabli koje utiču na vrednost faktora alfa), nesumnjivo je da povećanje obrazovanja ima dominantan uticaj na generisanje dodatnog dohotka.
LL@(4550) Natural capacity, albeit an important factor of production, only forms the basis necessary for the production process to be performed. => Prirodne sposobnosti, iako predstavljaju značajan proizvodni faktor, čine samo osnovu koja je potrebna da bi se ostvarivao proizvodni proces.
LL@(4551) An important aspect is also the awareness of a manifest fact that the offer of natural capacities is limited. => Važan aspekt predstavlja i sagledavanje opštepoznate činjenice da je ponuda prirodnih sposobnosti je ograničena.
LL@(4552) Unless these natural capacities are upgraded by modern knowledge and skills, the productivity will obviously decrease. => U slučaju da se prirodne sposobnosti ne nadograđuju savremenim znanjem i veštinama, nesumnjivo se može zaključiti da će se produktivnost smanjivati.
LL@(4553) On the basis of the attitudes presented we can draw a conclusion that an optimal effect upon the economic development can be achieved only if conditions are created for a continuous improvement of the employees' knowledge and skills. ~~~ 3. => Na osnovu iznetih stavova se može zaključiti da se optimalan efekat na razvoj privrede može postići jedino u slučaju stvaranja uslova za kontinualno unapređenje znanja i veština zaposlenih. da za navedene namene ne bi imalo značajniji negativan uticaj na budžetski bilans u kratkom roku.
LL@(4554) Possible solutions to the issue of increasing funds for university education Increasing funds for financing doctoral studies and permanent training programmes is possible to achieve by either increasing public expenditures or determining tax reliefs for the companies. => 
LL@(4555) On the academic level, the decision of the state on the increase in public expenditures for the purpose of financing the doctoral studies and the permanent training programmes has a negative impact upon the budgetary balance, decreases the level of national savings, consequently putting pressure towards increasing a balanced interest rate and decreasing investments. => 
LL@(4556) The accumulation of budgetary deficits in a long-term period increases the level of public debt, shifting the burden of too big present public expenditures to future generations. => 
LL@(4557) On the other hand, in practice, the increase in public expenditures for the abovementioned purposes would not have any significant negative effects upon the budgetary balance over a short-term period. => 
LL@(4558) The analysis of potential negative effects of the increase in public expenditures upon the macroeconomic stability in a short-term period has to be supplemented by the long-term effects. => Razmatranje potencijalnih negativnih efekata povećanja javnih rashoda na makroekonomsku stabilnost u kratkom roku je potrebno upotpuniti efektima u dugom roku.
LL@(4559) Namely, in case the gross national product increases over a long-term period as a consequence of larger investment into education, then a resulting increase in public revenues will make it possible to service the accumulated public debt. => Naime, ukoliko se u dugom roku kao posledica većeg ulaganja u obrazovanje poveća bruto domaći proizvod, onda će posledično povećanje javnih prihoda omogućiti servisiranje akumuliranog javnog duga.
LL@(4560) The transmission channel of increasing public expenditures for university education is specific (Stiglitz, 2004), since the period in which the effects will be visible cannot be foreseen at the moment the measures are adopted. => Transmisioni kanal povećanja javnih rashoda za visoko obrazovanje je specifičan (Stiglitz, 2004), jer se pri usvajanju mera ne može unapred predvideti trajanje perioda u kome će nastupiti efekti.
LL@(4561) The basic obstacle for predicting the effects is that it is not possible to establish the average duration and success of studies, especially not finding employment upon graduation. => Osnovna prepreka za predviđanje efekata je nemogućnost utvrđivanja proseka trajanja i uspešnosti studiranja, a posebno zapošljivosti nakon završetka studija.
LL@(4562) The positive effects of the increase in public expenditures on macroeconomic stability can therefore be expected only upon the completion of the study cycle of the first generations which is financed according to a new system and upon their employment. => Pozitivni efekti po makroekonomsku stabilnost se stoga mogu očekivati povećanje javnih prihoda tek nakon završetka ciklusa studiranja prvih generacija po novom sistemu finansiranja i njihovog zapošljavanja.
LL@(4563) The changes in taxation can influence the changes in the behaviour of the private sector (Feldstein, 2008). => Promenama poreskog opterećenja je moguće uticati na promene ponašanja u privatnom sektoru (Feldstein, 2008).
LL@(4564) The majority of Serbian companies are not yet sufficiently aware of the need to invest into the additional knowledge of their employees, therefore it is necessary that these companies be in a short-time period stimulated by tax reliefs, so that they can allocate part of their funds into improving their employees' knowledge. => Većina kompanija u Srbiji nema dovoljno razvijenu svest o potrebi ulaganja u dodatno znanje zaposlenih, te je u kratkom roku potrebno stimulisati kompanije poreskim olakšicama, kako bi kompanije alocirale deo sredstava u unapređenje znanja zaposlenih.
LL@(4565) The desired effect, the increase in the funds for the purpose of financing university education, can be achieved by fiscal policy measures by which the companies will be encouraged to finance the studies and attendance of given academic programmes for their employees. => Postizanje željenog efekta, povećanja sredstava za finansiranje visokog obrazovanja, se može postići merama fiskalne politike kojima bi kompanije bile stimulisane da finansiraju studiranje i pohađanje navedenih akademskih programa za svoje zaposlene. 3.
LL@(4566)  => Moguća rešenja za povećanje sredstava za visoko obrazovanje Povećanje sredstava za finansiranje doktorskih studija i programa obrazovanja tokom čitavog života je moguće sprovesti povećanjem javnih rashoda ili utvrđivanjem poreskih olakšica za kompanije.
LL@(4567) A most appropriate form of taxation for enforcing the proposed measures is the capital gains tax. => Najadekvatniji poreski oblik za sprovođenje predloženih mera je porez na dobit korporacija.
LL@(4568) It is necessary that the limit (a given amount in percentage) be established to which the company expenditure for financing doctoral studies and permanent training programmes would be exempt from the tax base of the corporate capital gains tax (tax deductions). => Potrebno je zakonski utvrditi limit (odgovarajući procentualni iznos) do koga bi rashodi kompanije za finansiranje doktorskih studija i programa obrazovanja tokom čitavog života bili izuzeti iz poreske osnovice poreza na dobit korporacija (poreski odbitak).
LL@(4569)  => Na teorijskom nivou, odluka države o povećanju javnih rashoda za finansiranje doktorskih studija i realizaciju programa obrazovanja tokom čitavog života negativno utiče na budžetski bilans, smanjuje nivo nacionalne štednje, čime se stvara pritisak na povećanje ravnotežne kamatne stope i smanjenje investicija.
LL@(4570)  => Akumulacija budžetskih deficita u dužem periodu povećava nivo javnog duga, čime se teret prevelike javne potrošnje u sadašnjosti prenosi na buduće generacije.
LL@(4571) It is necessary that the allocation mechanism of public expenditures be compared to the allocation mechanism of the tax concessions. => Sa druge strane u praksi, povećanje javnih rasho Alokativni mehanizam povećanja javnih rashoda je potrebno uporediti sa alokativnim mehanizmom smanjenja poreskog opterećenja.
LL@(4572) On an academic level, it is possi ble to identify the arguments in favour of either approach, however, in the case observed, the decrease in taxation would create a significant external effect. => Iako je na teorijskom planu moguće identifikovati argumente koji govore u prilog i jednog i drugog pristupa, u posmatranom slučaju smanjenje poreskog opterećenja bi se stvorilo važan eksterni efekat.
LL@(4573) The transfer of resources allocation from the public into the private sector would allow for the creation of a feedback between the private sector and the university education by establishing the study curricula/programmes that offer the knowledge and skills required and applicable in the corporate evelopment and business. => Prenošenje alokacije resursa iz javnog u privatni sektor bi omogućilo stvaranje povratne sprege između privatnog sektora i visokog obrazovanja utvrđivanjem studijskih programa koji pružaju znanja i veštine potrebne i primenljive u razvoju i poslovanju kompanije.
LL@(4574) The proposed solution has four advantages compared to that of the increase in the public expenditures: 1. in case the public expenditures are increased, the effect upon the budget deficit is direct, since the overall increase in the public expenditures increases the budgetary deficit, whereas in the case of tax deductions (decrease in public revenues) the effect upon the budgetary deficit is indirect. => Navedeno rešenje ima četiri prednosti u odnosu na povećanje javnih rashoda:
LL@(4575) 2. the increase in the public expenditures for the purpose of financing university education is strongly irreversible, since in unfavourable market conditions it is very difficult to enforce the decrease in public expenditures (such measures would cause the dissatisfaction of the employees, the blockade of the already launched projects ...). => 1. u slučaju povećanja javnih rashoda, uticaj na budžetski deficit je direktan jer celokupno povećanje javnih rashoda povećava budžetski deficit, dok je u slučaju poreskih odbitaka ( smanjenjem javnih prihoda) uticaj na budžetski deficit indirektan. 2. povećanje javnih rashoda za finansiranje visokog obrazovanja je izrazito ireverzibilno jer je veoma teško u slučaju nepovoljnih tržišnih prilika sprovesti smanjenje javnih rashoda ( takve mere bi izazvale nezadovoljstvo zaposlenih, blokiranje započetih projekta...).
LL@(4576) 3. the approval of tax incentives is reversible, since certain forms of tax incentives (among which the solution proposed) are of temporary character they last only until the market has improved the resources allocation. ~~~ 4. part of the resources allocation is transferred from the public into the private sector thus promoting the competition among universities and colleges, which has a positive effect upon improving the quality of study programmes. ~~~ 4. => 3. usvajanje poreskih olakšica je reverziblno, jer pojedini oblici poreskih olakšica (u koje spada i predviđeno rešenje) imaju privremen karaktertraju dok tržište samo ne unapredi alokaciju resursa. 4. deo alokacije sredstava se pomera iz javnog u privatni sektor čime se unapređuje konkurencija između visokoškolskih ustanova, što pozitivno utiče na poboljšanje kvaliteta studijskih programa. 4.
LL@(4577) Conclusion Investments into university education results into the increase of the human capital, which enhances the competitiveness of the economy. => Zaključak Ulaganje u visoko obrazovanje povećava humani kapital, čime se pozitivno utiče i na povećanje konkurentnosti privrede.
LL@(4578) The challenges to the development of small economies will be based on improving the existing resources management, development of innovation and continual development of knowledge. => Izazovi razvoja modernih privreda će se bazirati na unapređenju upravljanja postojećim resursima, razvoju inovacija i kontinualnom razvoju znanja.
LL@(4579) Therefore the prerogative of any society that tends to develop and improve the standard of living is to increase the funds allocated for financing university education on the macro level. => Stoga je prerogativ svakog društva, koje teži razvoju i povećanju životnog standarda, povećanje sredstava za finansiranje visokog obrazovanja na makro nivou.
LL@(4580) To achieve the set objective - a positive effect of fiscal policy measures upon the corporate development - it is necessary to adopt incentive measures of taxation policy which are a superior allocation mechanism compared to the increase in public expenditures. => Ispunjenje postavljenog cilja pozitivnog uticaja mera fiskalne politike na razvoj kompanija se može postići usvajanjem stimulativnih mera poreske politike koje predstavljaju bolji alokativni mehanizam u odnosu na povećanje javnih rashoda.
LL@(4581) BIBLIOGRAPHY Š1Ë Tanzi V., Schuknecht L., Reconsidering the fiscal role of government: The international perspective, The American Economic Review, Vol. 87, No. 2, 1997. => LITERATURA Š1Ë Tanzi V., Schuknecht L., Reconsidering the fiscal role of government:
LL@(4582) Š2Ë Popović D., Poresko pravo- opšti deo, Cekos, Beograd, 2006. => The international perspective, The American Economic Review, Vol.
LL@(4583) Š3Ë Vlada Republike Srbije, Uredba o finansiranju, normativima i standardima rada univerziteta i fakulteta za delatnosti koje se finansiraju iz budžeta, Službeni glasnik Republike Srbije, 12/2002, 100/2004, 26/ 2005. => 
LL@(4584) Š4Ë N.G.Mankju, Principi ekonomije, Beograd, Ekonomski fakultet, 2005. => 
LL@(4585) Š5Ë Burda i Viploš, Makroekonomija, Evropski udžbenik, Beograd, 2004. => 
LL@(4586) Š6Ë Stiglitz J. E. , Ekonomija javnog sektora, Ekonomski fakultet, Beograd, 2004. ~~~ Š7Ë Schuknecht L., Fiscal policy cycles and public exin developing countries, Public penditure Choice, 102, 2000. => 87, No. 2, 1997. Š2Ë Popović D., Poresko pravo- opšti deo, Cekos, Beograd, 2006. Š3Ë Vlada Republike Srbije, Uredba o finansiranju, normativima i standardima rada univerziteta i fakulteta za delatnosti koje se finansiraju iz budžeta, Službeni glasnik Republike Srbije, 12/2002, 100/2004, 26/ 2005. Š4Ë N.G.Mankju, Principi ekonomije, Beograd, Ekonomski fakultet, 2005. Š5Ë Burda i Viploš, Makroekonomija, Evropski udžbenik, Beograd, 2004. Š6Ë Stiglitz J. E. , Ekonomija javnog sektora, Ekonomski fakultet, Beograd, 2004. Š7Ë Schuknecht L., Fiscal policy cycles and public exin developing countries, Public penditure Choice, 102, 2000.
LL@(4587) Š8Ë Feldstein M., Effects of taxes on economic be havior, NBER Working paper 13745, 2008. => Š8Ë Feldstein M., Effects of taxes on economic be havior, NBER Working paper 13745, 2008.
LL@(4588)  => Š9Ë Glennerster H., The state of welfare:
LL@(4589) Š9Ë Glennerster H., The state of welfare: The economics of social spending, Oxford: Oxford University Press, 1998 Š10Ë Barr N., The economics of welfare state(3rd ed.), Oxford: Oxford University Press, 1998. => The economics of social spending, Oxford: ~~~ Oxford University Press, 1998 Š10Ë Barr N., The economics of welfare state(3rd ed.), Oxford:
LL@(4590) Š11Ë Johnstone D. B., Cost sharing in higher education: tuition, financial assistance and accessibilitz in a comparative perspective, Cyech Sociological Review, Vol. 39, No. 3, 351- 374, 2003. => Oxford University Press, 1998. Š11Ë Johnstone D. B., Cost sharing in higher education: tuition, financial assistance and accessibilitz in a comparative perspective, Cyech Sociological Review, Vol.
LL@(4591) Š12Ë Vossensteyn H., Fiscal stress: Worlwide Trends finance, NASFAA, in higher education vol. 34, No.1, 2004. => 39, No. 3, 351- 374, 2003. ~~~ Š12Ë Vossensteyn H., Fiscal stress:
LL@(4592) Š13Ë Schwartz G., Ter- Minassian T., (2000), The distribution effects of public expenditure, Journal of economic surveys, Vol. 14, No.3. => Worlwide Trends finance, NASFAA, in higher education vol. 34, No.1, 2004. Š13Ë Schwartz G., Ter- Minassian T., (2000), The distribution effects of public expenditure, Journal of economic surveys, Vol.
LL@(4593) Š14Ë Musgrave R., Reconsidering the fiscal role of government, The American Economic Review, Vol. 87, No. 2., 1997. => 14, No.3. ~~~ Š14Ë Musgrave R., Reconsidering the fiscal role of government, The American Economic Review, Vol.
LL@(4594) Š15Ë Medina Cas S., Ota R., Big government, high debt and fiscal adjustment in small states, IMF Working Paper 08/ 39, 2008. => 87, No. 2., 1997. Š15Ë Medina Cas S., Ota R., Big government, high debt and fiscal adjustment in small states, IMF Working Paper 08/ 39, 2008.
LL@(4595) Š16Ë Hillman A., Public finance and public policy, Cambridge University Press, New York, 2003. ~~~ Š17Ë Vickery W., Meaningfully defining deficits and debt, The American Economic Review, Vol. 82, No. 2, str. => Š16Ë Hillman A., Public finance and public policy, Cambridge University Press, New York, 2003. Š17Ë Vickery W., Meaningfully defining deficits and debt, The American Economic Review, Vol.
LL@(4596) 305- 310, 1992. => 82, No. 2, str. 305- 310, 1992.
LL@(4597) Š18Ë Kopcke R., (ed.), The macroeconomics of fiscal policy, The MIT Press, 2006. => Š18Ë Kopcke R., (ed.), The macroeconomics of fiscal policy, The MIT Press, 2006. Š19Ë Becker V.G., Human Capital:
LL@(4598) Š19Ë Becker V.G., Human Capital: A Theoretical and empirical analysis with special references to education, NBER, Columbia University Press, 1975. => A Theoretical and empirical analysis with special references to education, NBER, Columbia University Press, 1975. Š20Ë Rothbard M., The myth of neutral taxation, Cato Journal, Vol.
LL@(4599) Š20Ë Rothbard M., The myth of neutral taxation, Cato Journal, Vol. 1, No. 2, 1981. => 1, No. 2, 1981. U svetu knjiga B. Laperche, D. Uzundis, N. V. Tunzelmann, red., The Genesis of Innovation-Systemic Linkages Between Knowledge and the Market T ehnološke inovacije i preduzetništvo predstavljaju (Geneza inovacija-sistemska povezanost znanja i tržišta), Edward Elgar, 2008. učnih i tehnoloških inputa.
LL@(4600) Book review F. Malerba, F. S. Brusoni, ed., Perspectives on Innovation, Cambridge University Press, 2007 T he book is a collection of works of eminent and widely known scientists in the field of technology and innovation management, as well as in industrial engineering. => Izbor lokacije za firmu predstavlja jedan od preduslova uspešnog jačanja njenih inovacionih kapaciteta, prema zaključcima istraživanja.
LL@(4601) Richard Nelson, Jan Fagerberg, Timothy Bresnahan, Bengt-Ake Lundvall, Giovanni Dosi, Stan Metcalfe these are only some of the authors that dedicated their work to eight basic areas: innovation and economic growth, microdynamics of innovation processes, innovation and industrial dynamics, innovation and institutions, the relationship among innovation, organization and business strategy, innovation and entrepreneurship, innovation and the university system, innovation and public policy. => Lokacija utiče na mogućnosti pristupa novim tržištima i kompleksnim mrežama u kojima su druge relevantne organizacije, istraživački centri i druge institucije. ~~~ Kreiranje stalnih, sistemskih relacija u okviru mreža postaje «uslov bez koga se ne može» jer su stalni pritisci da se proizvodi, usluge i procesi unapređuju što stvara uslove neprekidne utakmice na tržištu.
LL@(4602) Already in the introduction of the book the editors point out that the discussion on innovation will remain an issue of the hour and be in the focus of academics and practitioners attention in the future. => Troškovi i rizici vezani za izgradnju kompetentnosti, sticanje znanja i razvoj novih tehnologija rastu, a neprekidne inovacije i promene su stvarnost savremenog doba i jedini put ka ostvarenju konkurentnosti.
LL@(4603) New developments and results, as well as answers to numerous open-ended questions are to be expected. ~~~ The selection among the titles of some issues and the book structure are a contribution in themselves, dince upon a many a decade of research from various aspects and using a number of approaches, there arises the issue of the basic theoretical framework of this field. => U tim uslovima pitanje kolaboracije u mreži postaje esencijalno i u ovoj knjizi je to naglašeno posebno kroz razmatranje pitanja benefita autsorsinga i nezavisnih jedinica, klastera, strategija kopmanije, decentralizacije, eksternih benefita i eksternih investicija, odnosa između firmi različitih veličina i inovacija, transakcionih troškova, direktnih inostranih investicija i drugih. osnovu privrede i društva modernog doba, a razvoj nauke i znanje su osnovni podsticaji i snaga kojom se ostvaruje savremeni razvoj.
LL@(4604) The authors deal with the innovation and the economic growth in the first section of the book, and this is simultaneously one of the earliest fields of study, primarily in the economic science. => Celovit, sistemski pristup inovacijama i razvoju ukazuje na skup relevantnih faktora, odnosa i uticaja kojima se stvaraju nove tehnologije proizvoda, usluga i procesa, zatim nova tržišta, nove organizacione i menadžerske prakse.
LL@(4605) We have long been aware that technology is the main source of economic growth. => Taj opšti, svestrani pristup u ovoj knjizi predstavljen je u tri osnovna dela.
LL@(4606) The contribution of Marx ans Schumpeter serves as the foundations in the study of this relationship, after which comes a period of no significant results, until the times when this topic becomes a subject of study of Christopher Freeman, Nathan Rosenberg, Richard Nelson, Moses Abramovitz and others, whose research findings make a basis and an incentive for a new swing in this field. => Prvi govori o ključnim vezama u nastanku i razvoju inovacija i o faktoru znanja u tom procesu, drugi o inovacionim mrežama u čijoj osnovi je vojni kompleks, a treći se bavi sistemskom povezanošću znanja i tržišta. [esnaest autora je predstavilo svoja istraživanja koja su vođena u okviru univerziteta, instituta, istraživačkih centara u Francuskoj, [paniji, [vajcarskoj, Australiji, SAD, Grčkoj i Velikoj Britaniji.
LL@(4607) Thus the foundations were built for a new theory of growth that contributed to obtaining results in the ensuing economic growth. => Knjiga «Geneza inovacija» ističe da su veze i odnosi koji se uspostavljaju u mrežama različitih aktera ključni za uspešnost inovacija i ostvarenje društvenog razvoja.
LL@(4608) However, numerous questions are still unanswered and they attract the attention of the scientists, such as a crucial question: which are the ways the innovation conditions the economic growth and developmet; what causes the unequal development that is reflected in the non-uniform income and productivity recorded by some countries in comparison to the others as well as which analytical tools are necessary to understand economic growth. => Zaključak analize je da posebni akteri te mreže, kao što su država i preduzeća, imaju svoje specifične i posebne odgovornosti i uloge, ali da istovremeno ostvaruju i važne zajedničke zadatke u procesima difuzije, koordiniacije i standardizacije znanja i tehnologija. ~~~ Institucionalne i preduzetničke mreže igraju fundamentalnu ulogu u odnosu na poslodavce-preduzetnike i zaposlene kako bi se ispunili svi složeni ciljevi savremenog inovativnog poslovanja.
LL@(4609) Attention should certainly be paid to a set of questions related to a selection of an adequate level of research macro, mezzo, or micro as related to the study of the influence of technology and innovation upon the economic growth and development. => Permanentna inovativna strategija preduzeća iziskuje kontinuirani priliv na Pitanja aproprijabilnosti istraživanja se izučavaju sa aspekta tipologije istraživačkih aktivnosti u kontekstu privrede zasnovane na znanju.
LL@(4610) Which is the way to achieve thoroughness in the study and does the modern theory provide a satisfactory answer? => Državni sistemi za istraživanje i razvoj su doživeli korenite promene posle 1980-ih.
LL@(4611) In his contribution to this book Bart Vespargen systemically puts and monitors the development of the various growth theories in the last fifty years, stressing the basic antagonism of the neo-classic and evolutionary theories . => Usvajanjem Lisabonske strategije evropske zemlje su prihvatile principe vezane za razvoj privrede i društva zasnovanog na znanju.
LL@(4612) The neoclassic growth theory is usually related to the contribution of Robert Solow, presented in his article published 1956, at the time when other works with similar concepts appeared, which basically promote the basic message of neo-classical approach that says that economy is viewed as a set of a large number of selfish actors who are perfectly informed and who trade their goods and services in order that they should maximize their individual profits. => 
LL@(4613) Solow points out that it is in such circimastances that balance, stable and unchanged conditions are achieved in which work productivity remains unchanged as well. => Promene koje se zapažaju u domenu istraživanja i razvoja su pre svega veća orijentisanost ka potrebama privrede i društva, kao i zaštite rezultata istraživanja i veća povezanost sa privatnim sektorom.
LL@(4614) Although the accumulation of capital the substitution of work for the capital may lead to a short-term growth in producivity, it does not pay in the long run. => Sve viši nivo umrežavanja prilikom ostvarivanja inovativnih aktivnosti iziskuje sve suptilinije pristupe u zaštiti intelektualne svojine.
LL@(4615) This theory concludes that every growth in productivity is a result of the impact of exogenic factors, the development of science and technology, for example. => Marc Isabelle razmatra pitanja odnosa zaštite i otvorenog pristupa znanjima kao suprostavljene strategije.
LL@(4616) In terms of economic policy a conclusion is drawn that a long-term economic growth with full employment can be realised as long as the market forces are allowed to act freely. => Istraživanja ukazuju na to da veći naglasak na zaštiti intelektualne svojine u javnim istraživačkim organizacijama stvara konflikte u naučnoj komunikaciji između samih organizacija i unutar laboratorija.
LL@(4617) The central hypothesis of post-Keynsianism that the sustainable economic growth demands an extensive state intervention has been at least temporarily neglected. => Autori Alfredo Ilardi i Blandine Leperche istražuju mogućnosti uspostavljanja integrisanog patentnog sistema Evrope.
LL@(4618) As it was difficult to understand the explanation that the long-term economic growth is based on non-economic factors and since the practice disproved the hypothesis that given the same conditions everybody will make a long-term progress to an equal extent, a new theory of growth emerged during the 1980s and 1990s, strongly relying on formal mathematical methods. => Ističe se da su napori ka harmonizovanju domena zaštite prava intelektualne svojine u Evropi prisutni više od jednog veka i da se uklapaju u modele globalizacije.
LL@(4619) The central hypothesis of this new theory says that individual investment into new technologies brings positive effects, not only as regards the investor himself, but also because it results into spillovers, hence the effects of the falling revenues to investments, which is the key hypothesis of Solows model, will assume a directly opposite direction. => Utvrđeno je da su glavne prepreke na putu ostvarenja ciljeva harmonizacije vezane za konflikt interesa. ~~~ Interesantno pitanje koje se analizira je uloga politič ke i ekonomske moći u inovacionim procesima.
LL@(4620) Contrary to the stationary state of balance, the new theories introduced the model of moving balance in which the growth is achieved on the basis of encouraging investments into new technology (of knowledge) and the spill-overs from these investments. => Posebno se istražuju uslovi slobodne tržišne ekonomije u podsticanju inovativnih procesa.
LL@(4621) The analysis of innovation processes has long been focal to the researchers, there are arguments on the importance of the model of the pushing technology and the dominant demand model, as well as of the linear and chain models. => Zaključci istraživanja nedvosmisleno ukazuju na to da su vojni programi i vojna industrija jedan od ključnih izvora i rasadnika inovacija koje su dale pečat razvoju privrede civilnog sektora u celom posleratnom periodu.
LL@(4622) Linking innovation to industrial dynamics is discussed as a separate issue and the importance of this field in the last decades is stressed. => Dokazuje se da je njihova uloga značajnija od doprinosa velikih kompanija ili regulatornog uticaja države.
LL@(4623) One topic of discussions is also the dynamics of certain branches development in relation to the analysis of life cycles and to the extent of innovation in the new, compared to the already established firms. => Polazeći od značaja i centralne uloge koju istraživanje i razvoj u vojnom sektoru ima u generisanju radikalnih inovacija u razvijenim privredama, drugi deo ove knjige u celini je posvećen analizi i funkcionisanju inovacionih sistema u vojnom i civilnom sektoru.
LL@(4624) As to the impact of innovations upon the firms organization and strategy, the authors point out the increasing importance of this link in establishing a new theory and practice of modern firms business. => Claude Serfati analizira uspešnost inovacija koje su iz vojnog sektora iskorišćene u civilnom, a taj pravac uticaja je nazvan «spin-off».
LL@(4625) Special attention is paid to the issues of cooperation and joint strategies of firms that work rogether in order to use the joint resources, competences and capabilities to achieve competitive advantage. => Zaključuje se da je skoro jednak broj uspešnih i neuspešnih prelazaka.
LL@(4626) Entrepereneurship is the environment for successful innovations so an entire chapter is dedicated to the analysis of entrepereneurship which is approached in different technology, sector, local and national contexts. => Posle 1980-ih situacija se menja i sve je značajnije kretanje novih tehnologija iz komercijalnog u vojni sektor, što je označeno kao «spin-in».
LL@(4627) A very important field of research is the analysis of the particular role of universities in the innovation processes, therefore this issue is thoroughly analysed in the light of the fundamental contribution of the universities by developing scientific knowledge, but also by the different roles the universities play in diffusion and commercialization of new knowldge. => Ovaj obrnuti pravac prelivanja inovacija nastao je kao rezultat činjenice da su zemlje sa velikim vojnim izdvajanjima bile suočene sa opadanjem konkurentske moći, a da su konkurentnost ojačale zemlje sa malim vojnim budžetom.
LL@(4628) Universities are expected to increasingly undertake enterpreneural roles in launching innovations, the so-called spin-offs. => Kao predstavnici prve grupe navode se SAD, Francuska i Velika Britanija, dok su u drugoj grupi zemalja Nemačka, Japan, [vedska.
LL@(4629) Entrepereneurship based on the contributions of the university is discussed as a separate field, where there are also analysed the performances that can serve to measure the achievement and contribution of the university. => Komercijalne tehnologije su toliko napredovale da su počele da se koriste u vojne svrhe.
LL@(4630) The performances are to be clearly defined, the question is whether they are scientific publications, patents, innovation launching, trained academics reasearchers (number), or practitioners (who are capable of implementing new technologies). => Njihova niska cena i visoka pouzdanost su itekako prilagođene sve manjim izdvajanjima koja se odobravaju za vojne namene, tako da su ove tehnologije postale posebno značajne.
LL@(4631) The key issue that is analysed refers to the type of data, the indicators and the methods that can be used in measuring the output of university research. => Novi koncept koji se razvija je «dualno korišćenje tehnologije» koji se razlikuje od «tehnološkog prelivanja» iz jednog sektora u drugi.
LL@(4632) The contribution of knowledge and the knowledge based economy in the public policy shaping is the focus of a separate part of the book that deals with the macro aspects of the public policy in the light of the new role of innovation and technology in economic growth and development. => Sve se više razmišlja o dualnoj upotrebi tehnologija koje podrazumeva raz voj i primenu tehnologije u vojne i svemirske svrhe, paralelno sa mogućnostima njihove primene u civilnom sektoru.
LL@(4633) The conclusions are drawn that openness, interdisciplinary approach, a dynamic character and cultivation of difference in approaches are the key features of the innovation and growth fields. => Elena Castro Martinez sa saradnicima analizira sve veću orijentaciju ka komercijalizaciji u državnim vojnim laboratorijama.
LL@(4634) B. Laperche, D. Uzundis, N.V. Tunzelmann, ed., The Genesis of Innovation Systemic Linkages Between Knowledge and the Market, Edward Elgar, 2008 T echnologic innovation and entrepereneurship are the bases of the economy and society of the modern times, and the development of science and knowledge are the basic incentives and the strenghts to achieve modern growth. => 
LL@(4635) A holistic, systemic approach to innovation and development points to a set of relevant factors, relations and influences that help produce new technologies of products, services and processes, new markets, new organizational and managerial practices. => Stvaranje Agencije za diversifikaciju odbrane u Velikoj Britaniji je povezano sa procesima komercijalizacije u vojnim istraživanjima i deo je napora da se izvrši reforma državnih istraživačkih projekata pre svega uz uvođenje principa veće vrdnosti za uloženi novac.
LL@(4636) This general, holistic approach is presented in this book in three genaral parts. => Treći deo knjige istražuje sistemske veze i odnose na lokalnom nivou kojima se ostvaruje dugi lanac od znanja do tržišta.
LL@(4637) The first is about the key links in the emergence and development of innovation and about the knowledge factor within this process; the second describes the innovation networks in the basis of which is a military complex, while the third is concerned with the systemic linkage between knowledge and the market. => Dimitri Uzunidis istražuje inovaciono okruženje koje po njegovom shvatanju bazira na interakciji između firmi, institucija i ljudskih resursa.
LL@(4638) Sixteen authors present their research conducted at universities, institutes, research centres in France, Spain, Switzerland, Australia, the U.S.A., Greece and The United Kingdom. => U posebnom delu autori Boutillier, Laperche i Uzunidis bave se preduzetništvom kao oblikom inovacija.
LL@(4639) The book The Genezis of Innovation shows that the relations and linkages established within the networks of various actors are of essential importance for the success of innovation and of achieving social development. => Oni istražuju zašto se [umpeterov pristup preduzetništvu više ne može smatrati aktuelnim naglašavajući da je inovaciono okruženje i konkretni geografski, istorijski i drugi set prilika i okolnosti značajan u ostvarivanju preduzetničke funkcije.
LL@(4640) The conclusion of the analysis is that special actors in this network, such as the state and the companies, have their specific and respective responsibilities and roles, however, they simultaneously accomplish important tasks in the processes of knowledge and technology diffusion, coordination and standardization. => Potencijal resursa kojima preduzetnik raspolaže nije više dovoljno stabilan preduslov njegovom uspehu, već preduzetnički uspeh zavisi od mreža koje preduzetnik stvara.
LL@(4641) Institutional and entrepreneural networks play a fundamental role related to employers-entrepreneurs and employees in order that all the complex goals of modern innovative business should be achieved. => Taj skup različitih faktora autor naziva «organski kvadrat preduzetništva» i tu se ističu vremenska ograničenost i zavisnost od teritorijalnog određenja kao ključne dimenzije preduzetničke funkcije.
LL@(4642) A permanent innovative corporate strategy needs a continuous inflow of scientific and technologic inputs. => Paul Sommers se bavi pitanjem klastera i drugih ob lika povezivanja među firmama.
LL@(4643) The selection of the location for the firm is one of the preconditions of a succesfull strengthening of its innovative capacities, the findings have shown. => Navodi se klasični model klastera koji je postavio Majkl Porter u kome je naglasak na konkurentskoj borbi koja se odvija među firmama određene delatnosti u nastojanju da se zadovolje zahtevi kupaca, kao i između snabdevača tih firmi, koji su svi i lokacijski povezani.
LL@(4644) Location is very important if the firm is to access new markets and complex networks that include other relevant organizations, research centres and other institutions. => Drugi pristupi, međutim, ističu značaj kolaboracije među firmama i ključnim institucijama koje pripadaju regionalnom klasteru.
LL@(4645) Creating permanent, systemic relations within the networks becomes the conditio sine qua non, due to the permanent pressure to improve the products, services, and processes, which creates the conditions of a continuous competition on the market. => 
LL@(4646) The costs and risks related to the building up of competences, knowledge acquisition and the development of new technologies rise, and endless innovations and change are becoming the reality of the modern times and the only path to achieving competitive advantage. => Oba ova pristupa naglašavaju da su firme i institucije u klasteru svesne svoje međusobne zavisnosti i da koriste konkurentske ili kolaborativne mehanizme da bi ostvarile prednosti te zavisnosti.
LL@(4647) It is in such circumstances that the issue of collaboration within a network becomes essential and in this book it is paid special attention to, especially in the discussion of the issue of the benefit from outsourcing and independent units, clusters, corporate strategies, decentralisation, external benefits and external investments, relations among the firms of different sizes and innovations, transaction costs, direct foreign investments etc. => U zaključku Sommers nudi mogućnosti različitih strateških alternativa za klastere koji se zasnivaju na istraživačkim aktivnostima.
LL@(4648) The issue of appropriateness of the research is dealt with from the point of view of the typology of reasearch activities in the context of the knowledge based economy. => U tim slučajevima visok je stepen zavisnosti od jakih državnih i regionalnih organizacija za razvoj u ostvarivanju strateških ciljeva na kratak i na dugi rok.
LL@(4649) The state system for research and development were subject to fundamental change after the 1980s. => 
LL@(4650) By the adoption of the Lisboa strategy, European countries adopted the principles governing the knowledge based economy and society. ~~~ The change observed in the domain of research and development are primarily a decisive orientation towards the needs of the economy and society, as well as towards the protection of the research findings, and a better link with the private sector. => Knjiga «Geneza inovacija» predstavlja dragocena istraživanja i zaključke a među najznačajnijima je neophodnost primene celovitog, sistemskog pristupa inovacijama jer su inovacioni sistemi na svim nivoima ustvari otvoreni sistemi čija snaga počiva na gustini internih veza i odnosa, ali i na njihovoj sposobnosti da se menjaju i prilagođavaju u skladu eksternim razvojnim pravcima.
LL@(4651) An increasing level of networking when conducting innovative activities calls for ever more subtle approaches in the intellectual property protection. => Malerba, F., S. Brusoni, red., Perspectives on Innovation (Razmatranje inovacija),Cambridge University press, 2007.
LL@(4652) Marc Isabelle analyses the issue of the relationship between the protection and an open access to knowledge as contrasting strategies. => Ova knjiga predstavlja zbirku radova eminentnih i u svetu priznatih naučnika u oblasti menadžmenta tehnologije i inovacija, kao i industrijskog inženjerstva.
LL@(4653) The research have shown that a greater stress on the intellectual property protection in the public research organizations results in conflicts in the scientific communication among the organizations themselves as well as within laboratories. => Richard Nelson, Jan Fagerberg, Timothy Bresnahan, Bengt-Ake Lundvall, Giovanni Dosi, Stan Metcalfe samo su neka od imena autora radova koji su svoje priloge tematski vezali za osam osnovnih delova: inovacije i ekonomski rast, mikrodinamika inovacionih procesa, inovacije i industrijska dinamika, inovacije i institucije, odnos inovacije, organizacije i poslovne strategije, inovacije i preduzetništvo, inovacije i univerzitetski sistem, inovacije i javna politike.
LL@(4654) Alfredo Ilardi and Blandine Leperche investigate into the possibility of establishing of an integrated patent system of Europe. => Redaktori ove knjige već u samom uvodu naglašavaju da će razmatranje inovacija i dalje biti veoma aktuelna oblast i zaokupljati pažnju teoretičara i praktičara u budućnosti.
LL@(4655) They point out that the efforts in the harmonization of the domain of intellectual property protection have been present in Europe for more than a century and that they fit into the globalization models. => Očekuju se novi doprinosi i rezultati, kao i nalaženje odgovora na brojna otvorena pitanja.
LL@(4656) The main obstacles in achieving the goals of harmonization are said to be related to the conflict of interests. => Odabir naslova pojedinih tematskih celina i struktura knjige sama je po sebi doprinos jer posle višedecenijskog izučavanja inovacija sa veoma različitih aspekata i uz primenu mnoštva pristupa, postavlja se pitanje osnovnih tematskih okvira ove oblasti.
LL@(4657) One interesting issue that is analysed is the role of the political and economic power in the innovation processes. => Inovacijama i ekonomskim rastom bave se autroi u prvom delu knjige, a to je ujedno i jedna od najstarijih oblasti istraživanja pre svega u ekonomskoj nauci.
LL@(4658) Particular attention is paid to the research into the conditions of free market economy in encouraging innovative processes. => Duže vremena je već prisutna svest o tome da je tehnologija osnovni izvor ekonomskog rasta.
LL@(4659) The research findings clearly state that military programmes and military industry are one of key sources of innovation that marked the development of the civil society economy throughout the post-war period. => Doprinosi Marksa i [umpetera postavljaju osnovni temelj u izučavanju ovog odnosa, a potom nastaje duži period odsustva značajnijih rezultata, da bi istraživanju ove teme ponovo pristupili Chrisopher Freeman, Nathan Rosenberg, Richard Nelson, Moses Abramovitz i drugi čiji su rezultati istraživanja osnovica i podsticaj za novi zamah ove oblasti.
LL@(4660) Their role is proved to be more important than the contribution of large corporations or the regulatory influence of the state. => Tako su se gradili temelji za novu teoriju rasta koja je doprinela rezultatima u ekonomsom razvoju koji je usledio.
LL@(4661) Starting from the importance and the central role that the research and development within military sector has in generating radical innovations in developed economies, the second part of the book is entirely devoted to the analysis and function of innovation systems in the military and civil sectors. => Ipak brojna pitanja i dalje traže odgovor i zaokupljaju pažnju naučnika poput krucijalnog pitanja na koje sve načine inovacije uslovljavaju ekonomski rast i razvoj, zašto dolazi do neravnomernog razvoja koji se odražava kroz neujednačeni prihod i produktivnost koji beleže određene zemlje u odnosu na druge i koji su to analitički alati neophodni u razumevanju ekonomskog rasta.
LL@(4662) Claude Serfati analyses the achievent of innovations in the military sector that were implemented in the civil sector, and this direction of influence is called the spin-off. => Posebno je interesantan skup pitanja vezan za izbor adekvatnog nivoa istraživanja makro, mezo ili mikro - u odnosu na izučavanje uticaja tehnologije i inovacije na ekonomski rast i razvoj.
LL@(4663) The conclusion is drawn that the number of transfers from one sector to another is almost equal. => Kako ostvariti celovitost u izučavanju i da li moderna terojia rasta pruža zadovoljavajući odgovor.
LL@(4664) The situation changes after the 1980s, the transfer of new technologies from the commercial into the military sector is ever more important, and this is marked as a spin-in. => Bart Vespargen u svom doprinosu u ovoj knjizi sistemski postavlja i prati razvoj teorija rasta u poslednjih pedeset godina uz naglasak na osnovnu suprotstavljenost koncepata neoklasičnih i evolucionih teorija.
LL@(4665) This opposite direction of the innovation spill-over resulted from the fact that the countries with large military budgets were experiencing the falls in their competitive power, while the countries with modest military budgets became more competitive. => Uobičajeno je da se neoklasična teorija rasta vezuje za doprinose Roberta Solow-a predstavljene u njego vom članku objavljenom 1956. godine, u vreme kada se javljaju i drugi radovi sa sličnim konceptima, koji u suštini ističe ključnu poruku neoklasičnog pristupa vezanu za to da se ekonomija sagledava kao skup velikog broja sebičnih aktera koji su «perfektno informisani» i koji razmenjuju robu i usluge sa ciljem da maksimizuju svoju individualnu dobit.
LL@(4666) The representatives of the first group were the U.S.A., France, and the United Kingdom, whereas the other group included Germany, Japan, Sweden. => Solow je isticao da se u tim uslovima postiže ravnoteža, stabilno i nepromenjeno stanje u kome je i produktivnost rada nepromenjena.
LL@(4667) The commercial technologies have improved to such a great extent that they began to be implemented for the military purposes. => Iako akumulacija kapitala supstitucija rada za kapital može da dovede do rasta produktivnosti na kratak rok, na dugi rok se ovakva akumulacija ne isplati.
LL@(4668) Their low price and high fidelity are adapted to the decreasing allocations for the military budgets to such a great extent that these technologies became extremely important. => Prema ovoj teoriji se zaključuje da se na dugi rok svaki porast produktivnosti duguje egzogenim faktorima, na primer razvoju nauke i tehnologije.
LL@(4669) A new concept that is developed is the dual implementation of technology which is different from the technological spill-off from one sector into another. => U odnosu na ekonomsku politiku izveden je zaključak da dugoročni ekonomski rast uz punu zaposlenost može da se ostvari sve dok se omogućava da tržišne sile slobodno deluju.
LL@(4670) The dual implementation of technology that also means the development and implementation of technology for both military and space purposes is increasingly thought about, together with the possibilities that they be used in the civil sector. => Centralna postavka post-kejnzijanizma o tome da održivi ekonomski rast zahteva ekstenzivno intervenisanje države je barem neko vreme zanemarena.
LL@(4671) Elena Castro Martinez et al. analyse a growing orientation towards commercialisation in the state owned military laboratories. => Budući da je bilo teško prihvatiti objašnjenje dugoročnog ekonomskog rasta ne-ekonomskim faktorima i da je praksa negirala postavku o tome da će u datim istim uslovima svi podjednako da napreduju na dugi rok, došlo je do razvoja nove teorije rasta tokom 1980-i i 90-ih godina, uz snažni oslonac na formalne matematičke metode.
LL@(4672) The establishment of the Defence Diversification Agency in the United Kingdom is linked with the commercialisation processes in military research and is part of the effort to reform the state research projects, primarily by introducing the principle of greater value for the money invested. => Centralna postavka nove teorije je da individualno investiranje u nove tehnologije imaju pozitivne efekte i to ne samo u odnosu na samog investitora, već da dolazi do «prelivanja» , (engl. spill-overs) i da će zato efekti opadajućih prinosa na investicije, što je ključna pretpostavka modela Solow-a, da poprime sasvim suprotan tok.
LL@(4673) The third part od the book deals with the systemic linkages and relations on the local level, which are part of a long chain connecting knowledge and the market. => Za razliku od stacionarnog stanja ravnoteže, nove teorije su uvele model «pokretne ravnoteže» u kojima se rast ostvaruje zahvaljujući podsticanju investicija u novu tehnologiju (znanja) i prelivanju od tih investicija.
LL@(4674) Dimitri Uzunidis explores the innovative environment that, according to him, is based on the interactivity among firms, institutions and human resources. => Analiza inovacionih procesa dugo je u centru pažnje istraživača, vodi se rasprava o značaju modela «tehnologije koja gura» i modela «dominantne tražnje», kao i linearnih i lančanih modela.
LL@(4675) There is a separate part in which Boutillier, Laperche and Uzunidis study entrepreneurship as a specific type of innovation. => Povezivanje inovacija sa industrijskom dinamikom se kao zasebna celina razmatra uz naglašavanje značaja ove oblasti poslednjih decenija.
LL@(4676) Their research deal with why Schumpeters approach to entrepreneurship can no longer be considered prevailing, pointing out that innovative environment and concrete geographical, historical and other sets of circumstances are important in accomplishing the entrepreneurial function. => Razmatra se dinamika razvoja pojedinih grana u vezi sa razmatranjem životnih ciklusa i u vezi sa istraživanjem stepena inovativnosti novih u odnosu na već uspostavljene firme. ~~~ Kada je reč o uticaju inovacija na organizaciju i strategiju firme, ističe se rastući značaj ove povezanosti za uspostavljanje moderne teorije i prakse poslovanja savremenih firmi.
LL@(4677) The potential of resources that are at entrepreneurs disposal is no longer a stable precondition of his success, but the entrepreneurial success depends on the networks the entrepreneur creates. => Poseba pažnja posvećena je pitanjima kooperacije i zajedničkih strategija firmi koje se povezuju da bi zajedničkim resursima, sposobnostima i kompetentnostima ojačale konkurentnost.
LL@(4678) The author calls this set of different factors the organic entrepreneurial square where time limits and territorial dependance stand out as key dimensions of the enterpreneurial function. => Preduzetništvo je okruženje za uspešne inovacije i analizi preduzetništva se u posebnom poglavlju knjige pristupa u različitim tehnološkim, sektorskim, lokalnim i nacionalnim kontekstima.
LL@(4679) Paul Sommers deals with the issue of clusters and other forms of linkage among firms. => Veoma značajnu oblast istraživanja predstavlja analize posebne uloge univerziteta u inovacionim procesima, tako da se ovo pitanje svestrano analizira u svetlu osnovnih doprinosa univerziteta kroz razvoj naučnih saznanja, ali i kroz posebne uloge univerziteta vezane za difuziju i komercijalizaciju novih znanja.
LL@(4680) He quotes a classical model of clusters set up by Michael Porter, where the focus lies in the competition going on among the firms within a certain industry in which they all struggle to meet the customers needs, as well as among the suppliers of these firms, who are linked by the locations they are at. => Očekuje se da univerziteti sve više preuzimaju i preduzetničke uloge u lansiranju inovacija, tzv. «spin-offs».
LL@(4681) Other approaches, however, stress the importance of collaboration among the firms and the key institutions belonging to a regional cluster. => Razmatra se preduzetništvo zasnovano na doprinosima univerziteta kao posebna oblast, a u vezi sa tim se analiziraju i performanse kojima može da se meri uspešnost i doprinos univerziteta.
LL@(4682) Both these approaches stress that the firms and institutions in a cluster are well aware of their interdependance and that they use competitive or collaborative mechanisms to achieve advantages of such dependance. => Performanse treba da se jasno definišu, postavlja se pitanje da li su to naučne publikacije, patenti, lansiranje inovacije, obučeni naučnici istraživači (broj), ili praktičari (oni koji su u stanju da primene nove tehnologije).
LL@(4683) Sommers concludes in that he offers the possibilities of varied strategic alternatives for the clusters based on research activities. => Ključno pitanje koje se analizira odnosi se na tip podataka, indikatore i metode koje se mogu upotrebiti da bi se izmerio autput univerzitetskog istraživanja.
LL@(4684) In such cases there is a high level of dependance on powerful state or regional organizations for development so as to achieve both short-term and long-term goals. => Doprinos znanja i ekonomije zasnovane na znanju u oblikovanju javne politike predstavlja okosnicu posebnog dela knjige koji se bavi makro aspektima javne politike u svetlu nove uloge tehnologije i inovacija u ekonomskom rastu i razvoju.
LL@(4685) The Genesis of Innovation presents valuable research and conclusions, the most significant among which is the necessity that a holistic, systemic approach to innovation is necessary, since the innovation systems at all levels are in fact open-ended systems whose strength lies in the thickness of internal relations and links, but also in their capabilities of changing and adapting in accordance with the external principles of development. => Zaključuje se da su otvorenost, interdisciplinarnost, dinamički karakter i negovanje različitosti pristupa ključna obeležja oblasti inovacija i razvoja.
LL@(4686) Dr Maja Levi-Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade ANALYSES) Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Dr Maja Levi Jakšić Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(4687) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(4688) 1. => We suggest your papers to be pre pared in form of this template. 1.
LL@(4689) INTRODUCTION Papers have to be written in English. => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(4690) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(4691) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(4692) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(4693) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(4694) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(4695) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(4696) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(4697) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(4698) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(4699) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(4700) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(4701) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(4702) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(4703) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(4704)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(4705) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(4706) 3. ~~~ SUBTITLE (example: COMPARATIVE σ2 ( r p ) = E ( [ r p i , − E r ( p )] ) (12) n ∑ = i All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( p − p i , p Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. n = i 4. ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(4707) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(4708) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(4709) R[$] Figure 1. => R[$] Slika 3.
LL@(4710) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(4711) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(4712) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(4713) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(4714) Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. ~~~ Proceedings of work, SINFF-N, page 75 -81. => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 Broj 51, Godina XIV April 2009.
LL@(4715) Zlatibor UDC 005 ISSN 1820-0222 Number 51, Year XIV April 2009. => Fakultet organizacionih nauka Beograd Izdaje Za izdava ča:
LL@(4716) Faculty of Organizational Sciences - Belgrade Publisher Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Markovi ć, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of Internation al Department Jovan Filipović, Ph.D. Editorial Board: Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economic s, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Science s, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Lesk ovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belg rade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Repub lic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => Dr Nevenka @arkić Joksimović Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović Redakcioni odbor : dr Čedomir Nestorović, Faculty of Coimbra, Portugal dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović, FO N, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Chesh R epublic dr Milija Suknović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Set nikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barjaktarović, FON, Beograd Časopis se redovno referiše u publikacijama : ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 011/39 50-868 E-mail: menage¿fon.rs http://management.fon.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun :
LL@(4717) 381 11 3950 868 E-mail: manage¿ fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820 -0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354 -8635 = Manag ement (Srpsko izd.) COBISS.
LL@(4718) ed.) => SR -ID 110318855 SADR@AJ Organizacija koja uči:
LL@(4719) COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS The learning organization: Model of organizational structure or the characteristic of the organization Mirjana Petković Elecrtonic negotiation Systems (ENS) Vojkan Vasković, Dario Kršić Managing action programs for organization development Ljubomir Drakulevski, Leonid Nakev Upgrading direct marketing by using the CRM concept Ivana Domazet, Jovan Zubović, Božo Drašković Business intelligence model for sales analysis Suzana Djukić, Ljiljana Kašćelan Pluralism in creative organizational development management Slavica Petrović The corporate social responsibility and stakeholder management Biljana Predić, Maja Ivanović-Djukić Analysis Motivation of Management chemes A. S. HUMENNE Miloš Hitka, Maria Sirotiakova The Learning Organization: Model of Organizational Structure or the Characteristic of the Organization UDC 005.71 Mirjana Petković Faculty of Economics, Belgrade The paper draws on the dilemma of whether a learning organization is a new model of organizational design, or is just a composite of certain characteristics which need to be developed in the existing and, within literature and practice, known models of organizational structure. => Model organizacione strukture ili osobina organizacije Mirjana Petković Sistemi za elektronsko pregovaranje (ENS) Vojkan Vasković, Dario Kršić Upravljanje akcionim programima u cilju organizacionog razvoja Ljubomir Drakulevski, Leonid Nakov CRM koncept u funkciji unapredjenja direktnog marketinga Ivana Domazet, Jovan Zubović, Božo Drašković Model poslovne inteligencije za analizu prodaje Suzana Djukić, Ljiljana Kašćelan Pluralizam u kreativnom upravljanju razvojem organizacije Slavica Petrović Društvena odgovornost preduzeća i steikholder management Biljana Predić, Maja Ivanović-\ukić Analiza motivisanosti u upravljanju kompanijom Chemes A. S. Humenne Miloš Hitka, Maria Sirotiakova Organizacija koja uči: model organizacione strukture ili osobina organizacije UDK 005.71 Mirjana Petković Ekonomski fakultet, Beograd U radu se polazi od dileme da li je organizacija koja uči novi pojavni oblik, odnosno model organizacionog dizajna, ili je u pitanju samo skup novih karakteristika koje treba razviti u nekom od postojećih, u literaturi i praksi poznatih, oblika ili modela organizacione strukture.
LL@(4720) The author approaches this dilemma by trying to explain the concept of organizational learning, on which the phenomenon of learning organization is based, the learning types and processes, and consequently suggesting in that way a logical conclusion. => Razrešavanje ove dileme autor nastoji da postigne tako što je prvo objašnjen pojam organizacionog učenja, na kojem se zasniva fenomen organizacije koja uči, vrste i proces učenja, da bi se logički nametnuo određeni zaključak kojim se daje odgovor na postavljenu dilemu.
LL@(4721) The starting point of the paper is that the construct »learning organization« refers to the description of the characteristics of the model, and not on the model per se. => Polazni stav rada jeste da je sintagma »organizacija koja uči« zapravo opis karakteristika određenog modela strukture, a ne model kao takav.
LL@(4722) Introduction The subject the learning organization is ever more present in the national literature in the field of organization and management. => Uvod u temu Tema »organizacija koja uči« je sve prisutnija u domaćoj literaturi iz oblasti organizacije i menadžmenta.
LL@(4723) As knowledge has become a superior resource that will, according to some researchers, soon take its place in the companies balance sheetsŠ1Ë, the concept of organizational learning and the design of the learning organization based upon it have become a real challenge for doctorands, postgraduates doing their masters degree and those with the masters degree achieved, but for conslutants and managers as well. => Budući da je znanje postalo superioran resurs koji će se, kako neki istraživači tvrde, u dogledno vreme naći u kompanijskim bilansima stanjaŠ1Ë, koncept organizacionog učenja i na njemu baziran dizajn organizacije koja uči postali su pravi izazov za doktorante, magistrante i mastere, ali i za konsultante i menadžere.
LL@(4724) Such an interest in this topic is undoubtedly a good sign, since it proves that there is awareness of the importance of learning, however, evident is a certain confusion in the interpretation and understanding of this issue. => Iako je za svaku pohvalu veliko interesovanje za ovu temu, jer ona i simbolički nosi poruku da postoji svest o značaju učenja, primećuje se i određena konfuzija u tumačenju i razumevanju ove teme.
LL@(4725) The dilemma that is ever more present at expert seminars and in open students works defences at various study levels is: well then, what is the learning organization a new model of organizational structure or a property a model should have or develop. => Sve češće se na stručnim skupovima i javnim odbranama studentskih radova na različitim nivoima studiranja pokreće pitanje tipa: pa dobro šta je onda organizacija koja uči novi model organizacione strukture ili osobina koju neki model ima ili treba da razvije.
LL@(4726) In this sense, some other important questions emerge: can a learning organization be presented by an organizational chart, which has so far been the only known way of presenting an organizational model, or does a knowledge and learning era offer new mechanisms, such as social networks that are presented by the number and the density of communications among organizational parts, management positions or members of a teamŠ2Ë. => U tom smislu, nameću se i druga važna pitanja: da li se organizacija koja uči može predstaviti organizacionom šemom, koja je do sada bila jedini poznati način za predstavljanje modela organizacije, ili nam era znanja i učenja nudi nove mehanizme, kao što su socijalne mreže koje se predstavljaju brojem i gustinom komunikacija između delova organizacije, rukovodećih pozicija ili članova jednog tima.
LL@(4727) In case the learning organization is not a specific model of organizational structure, do the structures differ according to the extent to which they are appropriate/inappropriate for learning, that is, are some structures a barrier to organizational learning? => Š2Ë U slučaju da organizacija koja uči nije poseban model organizacione strukture, da li se onda strukture razlikuju po tome koliko pogoduju/nepogoduju učenju, odnosno da li su neke strukture barijera za organizaciono učenje.
LL@(4728) Some authors maintain that the centralized structure blocks learning since it stresses the importance of the sequence of events from the past, whereas a somewhat more decentralised structure leaves more space for creativity and experimenting, which naturally leads to the conclusion that hierarchy is not a suitable learning environment. => Neki autori tvrde da centralizovana struktura blokira učenje jer pojačava važnost sleda događaja iz prošlosti, a da nešto decentralizovanija struktura daje više prostora za kreativnost i eksperimentisanje što, po prirodi stvari, upućuje na zaključak da hijerarhija ne pogoduje učenju.
LL@(4729) Some research, however, show that effective and long-term learning is as possible in hierarchal bureaucratic societies as in decentralized structures, which challenges the above conclusion that hierarchy is not a suitable milieu for learning and gives support to those authors that claim that the learning organization is not a specific model of organozational structure, but a model characteristicŠ3Ë. => Međutim, neka istraživanja su pokaza la da je efektivno i dugoročno učenje podjednako moguće u hijerarhijskim birokratskim strukturama kao i u decentalizovanim strukturama, što dovodi u sumnju zaključak da hijerarhija ne pogoduje učenju i govori u prilog onih autora koji tvrde da učeća organizacija nije zaseban model organizacione strukture već osobina modela.
LL@(4730) The differences among the authors are logical and result from a rigidity of a bureaucratic structure that gives major resistance to change; however, this does not mean that changes are not possible in bureaucratic structures, that is, that bureaucratic organizations do not learn. => Š3Ë Razlike u stavovima autora su logične i posledica su rigidnosti birokratske strukture, koja pruža najveći otpor promenama, ali to nikako ne znači da u birokratskim strukturama promene nisu moguće, odnosno da birokratske organizacije ne uče.
LL@(4731) On the contrary, it only needs to provide the conditions for learning and adapt the learning process. => Naprotiv, samo je potrebno stvoriti uslove za učenje i prilagoditi proces učenja.
LL@(4732) The key issue is how to teach bureaucracy and at the same time retain a necessary level of hierarchy which is synonymous to order, discipline and efficiency. => Ključno pitanje je kako podučavati birokratiju a da, pri tom, zadržimo potreban stepen hijerarhije koja je sinonim za red, disciplinu i efikasnost.
LL@(4733) Bureaucratic structures are formalized and structured according to the rules, therefore strict rules form a kind of internal equilibrium. => Birokratske strukture su formalizovane i uređene prema pravilima tako da čvrsta pravila stvaraju neku vrstu unutrašnjeg ekvilibrijuma.
LL@(4734) Nonaka maintains that bureaucracy learns best if this equilibrium is upset. => Nonaka tvrdi da birokratija najbolje uči ako se taj ekvilibrijum poremeti.
LL@(4735) In order that bureaucratic organizations shouild learn, it is important that self-awareness of the necessity to learn be developed to a greater extent than it is today.Š4Ë The starting premise in this work is that the learning organization is not a specific model of organizational structure, but a characteristic of a model that can be manifested in different forms (functional, divisional, network, matrix model, etc.). => Za organizaciono učenje birokratskih organizacija bitno je da se razvije samosvest o neophodnosti učenja u mnogo većoj meri nego što trenutno postoji. ~~~ Š4Ë Polazni stav u ovom radu je da »organizacija koja uči« nije poseban model organizacione strukture, nego da je to osobina modela koji može imati različite pojavne oblike (funkcionalni, divizionalni, mrežni, matrični i sl.).
LL@(4736) If we adopt the view that the learning organizations are flat (non-hierarchal), without rules or procedures, with despecialised executives, as some authors maintain, we will inevitably come to the conclusion that 90% among hierarchal and regulated organizations do not learn, that is, that they are non-learning organizations, which would be absolutely incorrect. => Ako bismo prihvatili stav da su organizacije koje uče ravne (nehijerarhijske), bez pravila i procedura, sa despecijalizovanim izvršiocima, kao što neki autori pišu, onda bismo morali da zaključimo da 90% organizacija, koje su hijerarhizovane i uređene, ne uči, odnosno da su neučeće organizacije, što bi bilo potpuno netačno.
LL@(4737) The structure of an organization is important in its learning, however, there are other conditions besides the structure that are to be met, and they also affect the employees behaviour: motivation, carrer management, the learning climate and culture, leadership, etc. ~~~ This author plans to, first, explain organizational learning and the learning process, then to define the concept of the learning organization, and, finally, to try to solve the above dilemma. => Za učenje u organizacijama njihova struktura jeste važna, ali je pored strukture potrebno ispuniti i druge uslove koji utiču na ponašanje zaposlenih: motivacija, upravljanje karijerom, klima i kultura učenja, liderstvo i dr. Plan autora je da prvo objasni organizaciono učenje i proces učenja, zatim da definiše pojam organizacija koja uči i da na kraju pokuša da razreši iznetu dilemu. 1.
LL@(4738) 1. ~~~ Organizational learning Organizational learning is a new concept in management; it emerged in the late 1970s and in the early 1980s, aiming to provide explanations to the phenomena that resulted from new trends in organizations. => Organizaciono učenje Organizaciono učenje je mlad koncept u menadžmentu, koji se pojavio krajem 70-ih i početkom 80-ih godina XX-tog veka, sa ciljem da se objasne pojave do kojih je došlo pod uticajem novih trendova u organizacijama.
LL@(4739) The traditional practice of leading companies, to invest into the competences of an individual and favour the function of research and development was destined to fail with the emergence of Japanese companies that based their achievement on an integral process of learning and development of all their employees. => Tradicionalna praksa vodećih kompanija, da se ulaže u razvoj kompetentnosti pojedinaca i favorizovanje istraživačko-razvojne funkcije, doživela je veliki neuspeh sa pojavom japanskih kompanija, koje su svoj uspeh zasnivale na integralnom procesu učenja i razvoja svih zaposlenih.
LL@(4740) Long periods of stability have shown to last due to the lack of competition rather than to creative efforts of managers and experts on research and development. => Pokazalo se da su dugi periodi stabilnosti bili više posledica nedostatka prave konkurencije, nego kreativnog rada menadžera i eksperata iz istraživačko-razvojne funkcije.
LL@(4741) It was for these reasons that in the 1980s and 1990s, in the course of transformation and restructuring of these companies, the development managers and the experts in IT sector were increasingly made redundant.Š5Ë The concept of Organizational Learning and the concept od the Learning Organization based on it links learning to the organizational (enterprise) performance. => Zato su, u talasu transformacije i restrukturiranja ovih kompanija, tokom 1980-ih i 1990-ih godina, menadžeri za razvoj i stručnjaci iz IR sektora masovno otpuštani. ~~~ Š5Ë Koncept organizacionog učenja (Organizational Learning) i na njemu zasnovan koncept učeće organizacije (The Learning Organization) ili, u duhu našeg jezika, organizacije koja uči dovodi u vezu učenje sa performansama organizacije (preduzeća).
LL@(4742) According to this concept learning is a process of critical importance for the organizational survival and success. => Prema ovom konceptu, učenje je proces od kritične važnosti za opstanak i uspeh organizacija.
LL@(4743) Basic to this concept is the pledge for radical changes in the behaviour of managers and employees in organizations, the changes that will result in the change of the organizations themselves, in that they should be transformed from low level performance organizations into the high level performance ones. => U osnovi koncepta je zalaganje za radikalne promene u ponašanju menadžera i zaposlenih u organizacijama, koje treba da dovedu do promene samih organizacija, u smislu da se one od organizacija sa niskim performansama transformišu u organizacije sa visokim performansama.
LL@(4744) Essentially, the organizational learning concept supports and generates ample changes in the company. => Suštinski, koncept organizacionog učenja podržava i generiše velike promene u preduzeću.
LL@(4745) Therefore organizational learning is often classed in management literature among the concepts of organizational changes (of restructuring and revitalisation of the company). => Zbog toga se, u menadžment literaturi, organizaciono učenje često svrstava u koncepte organizacionih promena (restrukturiranja i revitalizacije preduzeća).
LL@(4746) In the literature on organizational behaviour the organizational learning is related to new trends in the organization as well as to the need to explain new complex phenomena, such as leadership, organizational culture, teams and teamwork, making the employees independent etc., that are to support organizational learning. => U literaturi iz organizacionog ponašanja organizaciono učenje se povezuje sa novim trendovima u organizaciji i potrebom da se objasne novi kompleksni fenomeni, kao što su vođstvo, organizacioina kultura, timovi i timski rad, osamostaljivanje zaposlenih i sl., koji treba da podrže organizaciono učenje.
LL@(4747) Here organizational learning is perceived as a generator of the changes of cognitive and behavioral nature, as a motive force creating enthusiasm and innovation and change-bound organizational competence. => Ovde se organizaciono učenje vidi kao generator promena kognitivine i bihejviorističke prirode, kao pokretačka sila koja proizvodi entuzijazam i organizacionu sposobnost za inoviranje i promene.
LL@(4748) The organizational behaviour theory knows a relation between the individualized and the organized le arning concepts. => U teoriji organizacionog ponašanja postoji veza između koncepata individualnog i organizacionog učenja.
LL@(4749) Analogous to the individualized learning concept, which explains that learning is a process in which an individuals behaviour continually changes, the changes resulting from the experience and new knowledge acquisition, we can claim that organizational learning is a continual process of change that means promotion, innovation and improvements in production, services, customer service and other sectors, these changes being a result of experiences and new knowledge acuired by an organization.Š6Ë The knowledge remains within the organization regardless of the changes and the fluctuation of the employees. => Analogno konceptu individualnog učenja, koji tumači da je učenje proces u kojem dolazi do stalnih promena ponašanja pojedinaca, koje nastaju kao rezultat iskustva i sticanja novih znanja, može se tvrditi da je organizaciono učenje stalni proces promena koje znače unapređenja, inoviranja i poboljšanja u proizvodnji, uslugama, potrošačkom servisu, i drugim sektorima, koje nastaju kao rezultat iskustva i novih znanja do kojih je došla jedna organizacija. ~~~ Š6Ë Ono uvek ostaje u organizaciji bez obzira na promene i fluktuaciju zaposlenih.
LL@(4750) All the processes in organizations are assumed to be the learning systems.Š7Ë Hence, organizational learning can be defined as a continual process of creating and improving the organizations (enterprises) capability of changing. => Smatra se da su svi procesi u organizacijama sistemi koji uče. ~~~ Š7Ë U tom smislu, organizaciono učenje se može definisati kao kontinuirani proces stvaranja i usavršavanja sposobnosti organizacija (preduzeća) za promene.
LL@(4751) The organizational learning concept promoted continual learning that includes both learning from ones own experience and from the experience of the others. => Koncept organizacionog učenja je promovisao kontinuirano učenje, koje uključuje učenje na sopstvenom iskustvu i iskustvima drugih.
LL@(4752) The idea is that the people in organizations be inspired to continuously learn, explore, experiment, research and change opinions, attitudes and approaches to the phenomena and problems in the organization. => Suština je u tome da se ljudi u organizaciji inspirišu da stalno uče, ispituju, eksperimentišu, istražuju i menjaju mišljenje, stavove i pristupe pojavama i problemima u organizaciji.
LL@(4753) Thus they develop their abilities to anticipate the customers needs and the competitions intentions, as well as to listen to the consumers and meet their expectations. => Na taj način, ljudi u organizacijama razvijaju svoje sposobnosti da anticipiraju potrebe potrošača i namere konkurenata, kao i da slušaju potrošače i ispunjavaju njihova očekivanja.
LL@(4754) The organizational learning concept enriched the language of management with terms such as: systems thinking, creative dialogue, team learning, and gave birth to a new perspective for understanding the managerial role. => Koncept organizacionog učenja obogatio je jezik menadžmenta terminima kao što su: sistemsko mišljenje, kreativan dijalog, timsko učenje, i otvorio novu perspektivu za razumevanje menadžerske uloge.
LL@(4755) Managers are advised to abandon the problem solving approach (manager is the one who solves the problem) and to perceive themselves as people who constantly remodel the organization. => Menadžerima se sugeriše da napuste pristup »problem solving« (menadžer je onaj koji rešava problem) i da vide sebe kao ljude koji stalno iznova remodeliraju organizaciju.
LL@(4756) The organizational learning concept suggests a type of learning (generative learning) different from the one that is taken to be the manager routine (adaptive learning). => Koncept organizacionog učenja sugeriše drugačiju vrstu učenja (generativno učenje), od onoga što predstavlja menadžersku rutinu (adaptivno učenje).
LL@(4757) Š8Ë The learning era in management is considered to have started in 1990, with the appearance of Peter Senges book (Sloan School of Management, MIT) symbolically titled The Fifth Discipline, in which the author describes the five new competence technologies, by which the organizations of control can grow into the learning organizations. => Š8Ë Smatra se da je era učenja u menadžmentu otpočela 1990 godine, sa pojavom knjige Peter-a Senge-a (Sloan School of Management, MIT) pod simboličnim naslovom »Peta disciplina« (The Fift Discipline), u kojoj autor opisuje pet novih »tehnologija kompetentnosti«, putem kojih »organizacije kontrole«, mogu postati organizacije koje uče.
LL@(4758) Systems thinking, personal skills, mental models, participation in vision shaping and team learning are the basic dimensions in shaping the organizations believing in the power of learning.Š9Ë Senges work was a good starting point in understanding the concept and in affirming the organization as a learning system. => Sistemsko mišljenje, lične veštine, mentalni modeli, učestvovanje u oblikovanju vizije i timsko učenje su bazične dimenzije u oblikovanju organizacija koje veruju u moć učenja. ~~~ Š9Ë Senge-ov rad je bio dobar početak za razumevanje koncepta i afirmisanje organizacije kao sistema koji uči.
LL@(4759) The Sloan School of Management was the site where the Organizational Learning Center OLC was established the worlds best known centre that attracts researchers from numerous universities and business schools. => U okviru Sloan School of Management osnovan je centar za organizaciono učenje (Organizational Learning Center OLC), koji je najpoznatiji u svetu, i koji okuplja istraživače sa brojnih univerziteta i poslovnih škola.
LL@(4760) Their empiric research into organizations worldwide enabled them to describe the learning organization, to identify its key characteristics, to differentiate between organizations that learn in a proper way from those that learn in a wrong way, to suggest organizational design and the culture that will facilitate learning and, on this basis, to create a model of the organization as a learning system. => Njihova empirijska istraživanja u organizacijama širom sveta omogućila su im da opišu organizaciju koja uči, da identifikuju njene osnovne karakteristike, da naprave razliku između organizacija koje uče na pravi način i onih koje uče na pogrešan način, da upute na dizajn organizacije i kulture pogodne za uče nje i da, na osnovu toga, kreiraju obrazac organizacije kao sistema koji uči.
LL@(4761) Our further discussion on this topic will be based on the OLC research. ~~~ 2. => Naša dalje izlaganja o ovoj temi će se zasnivati na istraživanjima OLC. 2.
LL@(4762) Types of organizational learning All organizations are considered to be learning systems, however, they differ from one another in accordance to the way they learn, that is, the method they use to adapt to the changes in the environment. => Vrste organizacionog učenja Smatra se da su sve organizacije sistemi koji uče, ali da se međusobno razlikuju prema načinu kako uče, odnosno prema načinu kako se prilagođavaju promenama u okruženju.
LL@(4763) Some organizations learn in that they correct the existing behavioral practices, others completely abandon old practices and embrace new ones. => Neke organizacije uče tako što koriguju postojeće prakse ponašanja, a druge u potpunosti odbacuju stare i usvajaju nove.
LL@(4764) Some learn exploitatively, others learn exploratively.Š10Ë Both start from their own past experience, from the experience and practice of similar organizations, and evaluate their competences for changing their behaviour. => Jedne uče eksploatativno a druge eksplorativno. ~~~ Š10Ë I jedne i druge polaze od vlastitog iskustva iz prošlosti, iskustva i prakse sličnih organizacija, i procenjuju svoje sposobnosti za promene ponašanja.
LL@(4765) In their well-known book, Organizational Learning: A Theory of Action Perspective (1978), the early researchers in this field, Chris Argyris, professor at Harvard Graduate School of Business, and Donald A. Schön, professor of Massachusetts Institute of Technology, explain that there are two levels of learning, a single-loop learning, based on the ability to detect and correct the errors in activities, within a set of hypotheses, which is classed as adaptive learning, and a double-loop learning, based on the ability to chech the validity of fundamental hypotheses, which is classed as generative learning.Š11Ë The adaptive learning, or the one-loop learning is the one in which the organization adapts its behaviour to the changes in the environment, in that it undertakes slight interventions within its existing strategy, design and culture, in order to adapt. => Rani istraživači u ovoj oblasti Chris Argyris, profesor na Harvardskoj poslovnoj školi (Harvard Graduate School of Business) i Donald A. Schön, profesor na Massachusetts Institute of Technology, u svojoj poznatoj knjizi Organizational Learning: ~~~ A Theory of Action Perspecitve (1978) objašnjavaju da postoje dva nivoa učenja, učenje u jenom krugu (single-loop learning) koje se zasniva na sposobnosti da se detektuju i koriguju greške u aktivnostima, a u okviru postavljenog seta pretpostavki, što predstavlja adaptivno učenje, i učenje u duplom krugu (double-loop learning) koje se zasniva na sposobnosti da se proveri ispravnost bazičnih pretpostavki, što predstavlja generativno učenje. ~~~ Š11Ë Adaptivno učenje, ili učenje u jednom krugu, je vrsta učenja kada organizacija prilagođava svoje ponašanje promenama u okruženju, tako što u okvirima postojeće strategije, dizajna i kulture preduzima određene manje intervencije, da bi se prilagodila.
LL@(4766) The result of adaptive learning is a reactive organizational behaviour, which means that the organization adapts after the changes in the environment have already taken place. => Rezultat adaptivnog učenja je reaktivno ponašanje organizacije, što znači da se organizacija prilagođava nakon što su se promene u okruženju već desile.
LL@(4767) Such organizations learn by using the others good experiences to correct some dimensions in the existing structural and behavioural model, e.g., they reduce the level of formalization and delegate the authority to junior managers as well as to non-managers, so that the problems might be solved where they emerge. => One uče tako što koriste tuđa dobra iskustva da bi korigovale neke dimenzije u postojećem modelu strukture i ponašanja, na primer smanjuju stepen formalizacije i delegiraju autoritet na niže rukovodioce kao i na nerukovodioce, da bi se problemi rešavali tamo gde i nastaju.
LL@(4768) The generative learning, or the double-loop learning, is actually a two-fold learning: rejecting the old and learning the new. => Generativno učenje, ili učenje u dva kruga, u suštini predstavlja dvostruko učenje: odučavanje od starog i učenje novog.
LL@(4769) Senge defined this process as learning to learn. => Senge je ovaj proces definisao kao »učenje kako se uči«.
LL@(4770) This is a delicate process that consists of rejecting the already learned and adopting the new, which means the change in the peoples minds, the change in their attitudes, premises and value systems. => To je delikatan proces koji se sastoji u odbacivanju već naučenog i usvajanju novog, koji podrazumeva promene u glavama ljudi, njihovih stavova, pretpostavki i sistema vrednosti.
LL@(4771) The generative learning is a cognitive effort related to the processes of invention, imagi nation and creation. => Generativno učenje je kognitivni napor vezan za proces invencije, imaginacije i kreacije.
LL@(4772) In organizations, the generative learning results into deep, ample and radical changes. => U organizacijama generativno učenje ima za rezultat dubinske, velike i radikalne promene.
LL@(4773) It generates the change in the basic characteristics of the organizational model itself. => Ono generiše promenu bazičnih karakteristika samog modela organizacije.
LL@(4774) The contribution to the development of the organizational learning concepts also came from the Japanese author Ikujiro Nonaka who, jointly with Tekeuchi, developed (1995) a model of organizational learning which explains the process of conversion of one form of knowledge into another: implicit and explicit knowledge. => Razvoju koncepta organizacionog učenja doprineo je i japanski autor Ikujiro Nonaka, koji je sa koautorom Tekeuchi-om (1995) razvio model organizacionog učenja koji objašnjava proces konverzije jednog oblika znanja u drugi: implicitno i eksplicitno znanje.
LL@(4775) The subjective or implicit knowledge can be transformed into the explicit knowledge through the externalization process. => Subjektivno ili implicitno znanje se može transformisati u eksplicitno znanje putem procesa eksternalizacije.
LL@(4776) In this way the subjective, personal, or implicit knowledge is converted into a certain form of procedures, rules, instructions, i.e., into the explicit knowledge of an organization, and then the explicit knowledge can in turn be converted into the implicit knowledge, via an internalization process. => Na taj način se subjektivno, lično odnosno implicitno znanje transformiše u određenu formu procedura, pravila, uputstava, odnosno u eksplicitno znanje organizacije, a zatim se eksplicitno znanje može konvertovati u implicitno znanje putem procesa internalizacije.
LL@(4777) The internalization forms that appear most frequently are learning through practice, employee education and trainings. => Najčešći oblici internalizacije su učenje kroz praksu, obuke i treninzi zaposlenih.
LL@(4778) Nonaka and Tekeuchi explained two other processes of knowledge conversion: the socialization process which deals with the transfer of implicit knowledge from one member of the organization to another; and the combination process, which includes combining and systematizing of explicit knowledge, to be disseminated throughout the organization. => Nonaka i Tekeuchi su objasnili još dva procesa konverzije znanja: proces socijalizacije koja se odnosi na prenošenje implicitnog znanja sa jednog na drugog člana organizacije, i proces kombinacije koji podrazumeva kombinovanje i sistematizovanje eksplicitnog znanja, u cilju širenja kroz organizaciju.
LL@(4779) According to this model, the knowledge creation and organizational learning are conducted via an endless spiral of socialization, externalization, combination and internalization. => Prema ovom modelu, kreiranje znanja i organizaciono učenje se sprovodi kroz beskonačnu spiralu socijalizacije, eksternalizacije, kombinacije i internalizacije.
LL@(4780) Š12Ë The generative learning outputs are innovation and change, which means that generative learning equals creativity. => Š12Ë Ishod generativnog učenja je inovacija i promena, što znači da je generativno učenje isto što i stvaralaštvo.
LL@(4781) The creative skill is reflected in discovering and valuating the factors that generate organizational life, and the processes that the organization values most. => Veština stvaralaštva se ogleda u otkrivanju i vrednovanju onih faktora koji generišu život organizacije, i onih procesa koji su za organizaciju najvredniji.
LL@(4782) The contents of generative learning, according to Senge, is made up of generative talks that move the boundaries of valuating the existing (what an organization is) to anticipating what an organization may become. => Sadržaj generativnog učenja, prema Senge-u, čine generativni razgovori, koji pomeraju granice vrednovanja postojećeg (šta organizacija jeste) na predviđanje onoga šta bi organizacija mogla da bude.
LL@(4783) Creativity requires both emotional and cognitive energies to create a positive image of the desired future. => Stvaralaštvo zahteva emotivnu i kognitivnu energiju da bi se stvorila pozitivna predstava o željenoj budućnosti.
LL@(4784) Hence organizational learning is generative learning, and includes five new learning technologies: Š13Ë Systems thinking brings systems perspective into the perception of phenomena and processes in an organization. => Proističe da je organizaciono učenje generativno učenje, koje uključuje pet novih tehnologija učenja: ~~~ Š13Ë Sistemsko mišljenje unosi sistemsku perspektivu u posmatranje pojava i procesa u organizaciji.
LL@(4785) It is essential that the organization is observed as a whole, not in terms of isolated parts. => Suština je u tome da se posmatra celina organizacije a ne samo izolovani delovi.
LL@(4786) When people in an organization are taught to understand the organization as a whole entity or as a system built up of interdependent and interrelated parts, they will be able to learn from the cause-consequence relations which make up their organizations method of functioning. => Kada su ljudi u organizaciji osposobljeni da razumeju organizaciju kao celinu ili sistem sastavljen od međusobno zavisnih i povezanih delova, onda će oni moći da uče iz uzročno-posledičnih odnosa, koji čine način funkcionisanja njihove organizacije.
LL@(4787) Personal skills are developed by training em ployees. => Lične veštine se razvijaju usavršavanjem zaposlenih.
LL@(4788) The learning organization develops a practice of permanent learning, both on the basis of the results achieved and on the basis of errors made. => Organizacija koja uči razvija praksu permanentnog učenja, kako na bazi postignutih uspeha, tako i iz učinjenih grešaka.
LL@(4789) The perceptive competence of the people in an organization leads to a permanent challenging of their own attitudes, to learning and to changes in behaviour. => Sposobnost percepcije ljudi u organizaciji vodi ka stalnom preispitivanju vlastitih stavova, učenju i promeni ponašanja.
LL@(4790) Mental models are personal images or pictures people have about the world, the processes and the phenomena. => Mentalni modeli su lične predstave ili slike koje ljudi imaju o svetu, pojavama i procesima.
LL@(4791) These are gathered knowledge and experiences acting from behind, subconsciously, and affect the individuals behaviour in the organization. => To su nataložena saznanja i iskustva koja deluju iz dru gog plana, tj. iz podsvesti, utiču na određeno ponašanje pojedinaca u organizaciji.
LL@(4792) People change their images of the phenomena and processes in the organization when they learn something different from what they knew, or have different experience. => Ljudi menjaju predstave o pojavama i procesima u organizaciji onda kada o njima saznaju različito od onoga što su znali, ili imaju drukčije iskustvo.
LL@(4793) Working together people learn from one another and modify their mental models. => Radeći zajedno ljudi međusobno uče i modifikuju svoje mentalne modele.
LL@(4794) Participating in vision creation (mutual vision), means education and training employees to understand the idea and develop awareness of its benefits. => Učestvovanje u kreiranju vizije (zajednička vizija), podrazumeva edukaciju i osposobljavanje zaposlenih da razumeju ideju i da imaju svest o njenoj korisnosti.
LL@(4795) To become supporters and promoters of the vision, the employees should be included into its creation. => Da bi bili podržavaoci i promoteri vizije zaposlene treba uključiti u njeno kreiranje.
LL@(4796) Team learning is a synergy effect of team work that improves the way of thinking, the change of mental models, abandoning of prejudices and stereotypes. => Timsko učenje je sinergetski efekat timskog rada, koji unapređuje način razmišljanja, promenu mentalnih modela, odbacivanje predrasuda i stereotipa.
LL@(4797) Teamwork encouraged dialogue, arguing and generating unique solutions. => Timski rad podstiče dijalog, suprotstavljanje mišljenja i generisanje originalnih rešenja.
LL@(4798) The organizational learning concept contributed to the rise of intrapreneurship which is reflected in the willingness of people in organizations to collaborate within work groups and teams, to share knowledge and experience in their interaction, to learn and develop their com petences in order that they should be included into the unstructured and non-programmed activities in organizations. => Koncept organizacionog učenja je doprineo usponu internog preduzetništva (intrapreneurship), koje se ogleda u spremnosti ljudi u organizacijama da međusobno sarađuju u okviru radnih grupa i timova, da u interaktivnim odnosima razmenjuju znanje i iskustvo, da uče i razvijaju svoje sposobnosti, kako bi mogli da se uključe u nestrukturirane i neprogramirane aktivnosti u organizacijama.
LL@(4799) The intrapreneurs are the people in factories and in workshops; they redefine technological processes, remodel work processes, redesign workposts, improve the quality, increase work productivity etc. => Interni preduzetnici su ljudi u fabrikama i pogonima, koji redefinišu tehnološke procese, remodeliraju procese rada, redizajniraju radna mesta, unapređuju kvalitet, povećavaju produktivnost rada, i sl.
LL@(4800) Hence organizational learning and intrapreneurship are gererating factors in high performance organizations. => Proističe da su organizaciono učenje i interno preduzetništvo generički faktori u organizacijama visokih performansi.
LL@(4801) Š14Ë 3. => Š14Ë 3.
LL@(4802) The organizational learning process The understanding of the organizational learning process can be facilitated by a system approach, according to which the organization is a complex system consisting of interrelated parts and open to the environmant. => Proces organizacionog učenja Za razumevanje procesa učenja u organizacijama pomaže sistemski pristup, prema kojem je organizacija složen sistem sastavljen iz međusobno povezanih delova, i koji je otvoren prema okruženju.
LL@(4803) Starting from the organization as a learning system we can draw a conclusion that learning is an integrative process permeating the entire organization. => Polazeći od organizacije kao sistema koji uči može se zaključiti da je učenje integrativni proces koji prožima celu organizaciju.
LL@(4804) The learning process, as well as other organizational processes, follows its own course, which means that organizatinal learning goes gradually, or in phases. => Proces učenja, kao i drugi procesi u organizacijama, ima svoj tok, što znači da se učenje u organizaciji odvija postupno, ili po fazama.
LL@(4805) The majority of studies on organizational learning largely deal with the same activities in the learning process, the only difference being that different authors group them differently, therefore literature lists the models of learning process structures in three phases (creation, dissemination, application) or in four phases (acquisition, information distribution, information interpretation, memorizing).Š15Ë Basically, there is no significant difference between these two models, therefore an integral organizational learning model can be created and structured into four phases: it starts with the creation of knowledge (1), continues with the knowledge dissemination throughout the organization (2), then knowledge is memorised (3) and finally applied (4), as presented in Figure 1. => Većina studija o organizacionom učenju se bave pretežno istim aktivnostima procesa učenja, s tim što ih pojedini autori različito grupišu, pa se u literaturi sreću modeli procesa učenja struktura u tri faze (kreiranje, diseminacija, korišćenje), odnosno u četiri faze (akvizicija, distribucija informacija, interpretiranje informacija, memorisanje. ~~~ Š15Ë Suštinski, između ovih modela nema bitne razlike, tako da se može kreirati jedan integralni model organizacionog učenja strukturiran u četiri faze: počinje se sa kreiranjem znanja (1), zatim se vrši širenje znanja kroz organizaciju (2), nakon toga znanje se memoriše (3), i na kraju sledi njegovo korišćenje (4), kao što je prikazano na slici 1.
LL@(4806) Inputs knowledge dissemi- organizational knowledge outputs (inform.) creation nation memory application (perform.) Experien Figure 1: The learning model Phase one: knowledge creation organizations collect information from internal and external sources, then process and interpret it. => Inputi kreiranje disemi- organizaciona korišæenje outputi znanja nacija memorija znanja (perform.) Iskustvo Slika 1: ~~~ Model učenja Prva faza: kreiranje znanja - organizacije prikupljaju informacije iz internih i eksternih izvora, zatim ih obrađuju i daju njihovu interpretaciju.
LL@(4807) Real knowledge is more than the information itself. => Pravo znanje je više od same informacije.
LL@(4808) It incorporates the meanings contained in the information, but also the messages that are not always manifest. => Ono uključuje značenja koja sadrže inofrmacije kao i poruke koje često nisu očevidne.
LL@(4809) Therefore, in creating knowledge it is very important who is the one that interprets the collected information. => Zato je za kreiranje znanja veoma važno ko interpretira prikupljene informacije.
LL@(4810) Phase two: knowledge dissemination organizational learning is collective learning. => Druga faza: diseminacija znanja - organizaciono učenje je kolektivno učenje.
LL@(4811) Hence the organizational learning process means that knowledge is disseminated throughout organization, it is available to everyone. => Otuda proces organizacionog učenja podrazumeva da se znanje širi kroz organizaciju, i da bude dostupno svima.
LL@(4812) There are two basic forms of knowledge dissemination in organizations: formal, when knowledge is disseminated in a prescribed way, using established methods, manners and means, and informal, when knowledge is shared in informal relations among the employees. => Dva su osnovna oblika diseminacije znanja u organizacijama: formal ni, kada se znanje širi na propisan način, primenom utvrđenih metoda, načina i sredstava, i neformalni, kada se znanje prenosi u neformalnim odnosima između zaposlenih.
LL@(4813) Phase three: knowledge memorizing organizational memory is a critical factor in the organizational learning process. => Treća faza: memorisanje znanja - organizaciona memorija predstavlja kritičan faktor u procesu organizacionog učenja.
LL@(4814) The basic difference between individual and organizational learning is in that the individual knowledge is the property of an individual, whereas the organizational knowledge is an organizational resource. => Osnovna razlika između individualnog i organizacionog učenja je u tome što je individualno znanje svojina pojedinca, a organizaciono znanje je resurs organizacije.
LL@(4815) Hence the organizational knowldge has to be stored as organizational property. => Zato organizaciono znanje mora biti sačuvano u vlasništvu organizacije.
LL@(4816) Organizational memory consists of written documents, such as the statute and codes, strategies and plans, decisions, monografies, etc; as welll as unwritten rules of behaviour, such as norms, standards, jargon, style and other elements of organizational culture. => Organizacionu memoriju čine pisani dokumenti, kao što su statut i pravilnici, strategije i planovi, odluke, monografije, i sl.; kao i nepisana pravila ponašanja, kao što su norme, standardi, žargon, stil i drugi elementi organizacione kulture.
LL@(4817) Phase four: knowledge application the knowledge application phase includes the activities of implementation of what is learned. => Četvrta faza: korišćenje znanja - faza korišćenja znanja sadrži aktivnosti implementacije naučenog.
LL@(4818) The outcome of this phase should be a change in the behaviour of an individual and the change in the behaviour of the organization, that is, a general increase of individual and organizational performance. => Ishod ove faze treba da bude promena ponašanja pojedinaca i promena ponašanja organizacije, odnosno opšti porast individualnih i organizacionih performansi.
LL@(4819) It is this phase that new experience is formed, to become a useful source of information in the repeated process of learning in the organization itself as well as for other organizations, those that use benchmarking in the learning process. => U ovoj fazi formira se novo iskustvo, koje će postati koristan izvor informacija u ponovljenom procesu učenja u samoj organizaciji, kao i za druge organizacije, koje u procesu učenja koriste benčmarking.
LL@(4820) The role of benchmarking in the organizational learning concept is to collect useful information on those who are better and who implement superior work proceses. => Uloga benčmarkinga u konceptu organizacionog učenja je u tome da se dođe do korisnih informacija o drugima koji su bolji i koji primenjuju superiornije procese rada.
LL@(4821) Comparison to others who do their job better and more efficiently is a very popular method of self-evaluation of strengths and competences, and of collecting information and knowledge created by the best and the most successful. => Poređenje sa drugima koji bolje i efikasnije obavljaju poslovnu aktivnost je veoma popularan metod samoocenjivanja snaga i sposobnosti, i prikupljanja informacija i znanja koje su kreirali najbolji i najuspešniji.
LL@(4822) Benchmarking is in fact a comparative analysis in which an organization compares with the best in the industry and gets information and knowledge about the way the best achieve highest performance and tries to find ways to become a high performance organization. => Benčmarking je u stvari komparativna analiza, u kojoj se organizacija poredi sa najboljim u grani, kojom se dolazi do informacija i znanja kako najbolji postižu visoke performanse i pronalaze načini kako postati organizacija sa visokim performansama. 4.
LL@(4823) 4. ~~~ The learning organization Given the definitions of organizational learning and the learning types and processes, it is logical to define the learning organization as an organization that has potentials for organizational learning development and that implements the characteristics of its basic dimensions, such as the level of bihavioral formalisation, the authority centralisation level, the process standardization extent, coordination mechanisms, etc. to create conditions and encourage its employees to permanently learn and improve. => Organizacija koja uči Ako pođemo od prethodnih definicija organizacionog učenja, vrsta i procesa učenja, onda se kao logična definicija nameće da je organizacija koja uči organizacija koja ima potencijal za razvoj organizacionog učenja i koja karakteristikama svojih bazičnih dimenzija, kao što su stepen formalizacije ponašanja, stepen centralizacije autoriteta, stepen standardizacije procesa, mehanizmi koordinacije, i dr., stvara uslove i ohrabruje zaposlene da kontinuirano uče i da se usavršavaju.
LL@(4824) The learning organization actively creates, transfers, stores and uses knowledge in order that it should improve its competencies, adapt to environmental changes and achieve superior perfor mance. => Organizacija koja uči aktivno kreira, transferiše, čuva i koristi znanje da bi usavršila svoje sposobnosti, izgradila nove kompetencije, omogućila prilagođavanje promenama u okruženju i ostvarila superiorne performanse.
LL@(4825) The learning organization promotes exchange of information among the employees and ensures the conditions for their permanent development and promotion. => Organizacija koja uči promoviše razmenu informacija između zaposlenih i kreira uslove za njihov stalni razvoj i napredovanje.
LL@(4826) Thus it reduces rigidity while increasing organizational flexibility, that is, reduces the extent of organizational bureaucracy, which is a key barrier to learning. => Na taj način se smanjuje rigidnost a povećava fleksibilnost organizacija, odnosno smanjuje stepen birokratizacije organizacije, što jeste ključna barijera za učenje.
LL@(4827) According to Senge, The learning organization is one that permanently increases its competence for creating its own future. => Prema Senge-u, Organizacija koja uči je organizacija koja neprestano proširuje svoju sposobnost za stvaranje sopstvene budućnosti.
LL@(4828) It does not stop at just mere survival. => Za nju nije dovoljno samo da opstane.
LL@(4829) The aim of the learning organization is not only to achieve the planned business performance, but to achieve a higher level of competencies, primarily of its employees, and then of the organization itself. => Organizacija koja uči nema samo za cilj direktno ostvarivanje planiranih poslovnih performansi, već i ostvarivanje višeg nivoa kompetencija, na prvom mestu zaposlenih a onda i same organizacije.
LL@(4830) Š16Ë Consultants are frequently faced with numerous questions, dilemmas and doubts that people from practice put befor them, such as: Even if I come across the learning organization, how will I be able to recognize it? => Š16Ë Konsultanti se često suočavaju sa brojnim pitanjima, dilemama i sumnjama koje im izražavaju ljudi iz prakse, tipa: »kada bih naišao na nju kako bih znao da je to organizacija koja uči«?
LL@(4831) Indeed, this question can be asked by any of us. => Zaista ovo pitanje može da postavi svako od nas.
LL@(4832) How will we know that the organization we analyse is the learning organization? => Kako ćemo znati da li je organizacija koju analiziramo organizacija koja uči.
LL@(4833) Literature brings a variety of descriptions of organizations that can be deemed the learning organizations, or are on their way to achieve this status. => U literaturi postoje brojni opisi organizacija koje se mogu smatrati organizacijama koje uče, ili su na putu da to postignu.
LL@(4834) Most frequently used are the above quoted Senges disciplines, such as the test on whether an organization is a learning one or it is on its way to become such. => Najčešće se koriste gore opisane Sengeove discipline kao test provere da li je neka organizacija učeća ili je na putu da to bude.
LL@(4835) A more pragmatic formula for testing organizational characteristics is provided by the consultants of Sloan School of Management who found that all successful companies use a more or less the same model to develop into a learning organization. => Pragmatičniju formulu za proveru osobine organizacije dali su konsultanti sa Sloan School of Management koji su utvrdili da sve uspešne kompanije primenjuju u osnovi manje više isti obrazac, da bi se razvile u organizaciju koja uči.
LL@(4836) Similar to Senge, who in fact belongs to this same school, the consultants, too, focus upon five elements: (1) leader with clear vision; (2) a detailed and measurable action plan; (3) prompt exchange of information; (4) inventiveness; (5) capability of turning activities into results. => Slično Sengeu, koji inače pripada istoj školi, konsultanti se fokusiraju takođe na pet elemenata: (1) lider sa jasnom vizijom; (2) detaljan i merljiv plan akcija; (3) brza razmena informacija; (4) inventivnost; (5) sposobnost za sprovođenje akcija u delo.
LL@(4837) A formula to create a learning organization (LO) goes as follows: LO = Leader with vision x Plan/Metrics x Information x Inventiveness x Implementation. => Formula za stvaranje organizacije koja uči (OKU) glasi: ~~~ OKU = Lider sa vizijom x Plan/Metrika x Informacija x Inventivnost x Implementacija.
LL@(4838) The organizations that are characterised with the five quoted elements are on their way to become learning organizations. => Organizacije koje imaju navedenih pet elemenata su na putu da postanu organizacija koja uči.
LL@(4839) In order that they should really become such, each of the elements should be filled with the right contents.Š17Ë Anyway, the focus is upon the organizational characteristics that are reflected in the leader style characteristics, the state of development and maturity to accept authority for disseminating the vision and team work, to change their attitudes, values and mental models, to act in an entrepereneurial manner, by creating new ideas, or new products and services. => Da bi zaista to i postale, svaki element treba popuniti pravim sadržajem. ~~~ Š17Ë U svakom slučaju, fokus je na osobinama organizacije, koje se ogledaju u karakteristikama stila liderstva, razvijenosti i zrelosti zaposlenih da prihvate autoritet za širenje vizije i timski rad, da menjaju stavove, vrednosti i mentalne modele, da se preduzetnički ponašaju, tako što će da kreiraju nove ideje, ili nove proizvode i usluge.
LL@(4840) After we have learnt how to recognize the learning organization, lets try to answer the question on whether it is a new organizational model or is just a new characteristic to be developed within the model. => Kada znamo po čemu se prepoznaje organizacija koja uči, pokušajmo da odgovorimo na pitanje da li je to novi model organizacije ili je to samo nova osobina koju treba razviti u modelu.
LL@(4841) Here we will adopt the frame and picture metaphor, frequently used in the philosophy of Christianity, especially in the Orthodox tradition, when explaining the religious rites. => Oslonićemo se ovde na metaforu rama i slike, koja se često koristi u filozofiji hrišćanstva, naročito u pravoslavlju, kada se objašnjavaju slavski obredi.
LL@(4842) The frame is the folklore, the picture is the essence or the contents of the rite. => Ram je folklor, a slika je smisao ili sadržaj obreda.
LL@(4843) The frame without the picture is nothing, however the picture, even if left without a frame, retains its meaning. => Ram bez slike je ništa, ali slika bez rama ne gubi smisao.
LL@(4844) Similarly, the organizational architecture as a frame is a mere organi zational scheme, meaningless until we have seen the organizational picture, made up of processes and systems. => Analogno tome, organizaciona arhitektura kao ram je puka organizaciona šema, koja ništa ne znači dok ne vidimo sliku organizacije, koju čine procesi i sistemi.
LL@(4845) Herefore, some attitudes presented in literature must be questioned, since it is an extremely simplified and artificial to a priori pronounce some structural models, bureaucracy, for example, as inapropriate to learn. => U tom smislu, neke stavove iz literature treba dovesti u sumnju, zato što krajnje pojednostavljeno i šablonski neke modele strukture apriori i bez mere proglašavaju nepodobnim za učenje, na primer birokratiju.
LL@(4846) On the other hand, shallow structures are a priori considered appropriate to learn (Figure 2).Š18Ë Responsibilities for decision making and decision enforcement Figure 2: The Learning organizations evolution According to Daft, organizations have undergone a certain process of evolution, in three phases: (1) from hierarchally structured systems that built their success upon bureaucracy, in which the responsibility in decision-making and action implementation control is delegated to top management, (2) through hierarchally constituted systems that build their success upon interfunctional teams and training their employees to take over the authority independently, and (3) to organizational systems as learning organizations that base their success upon process teams and upon strategic responsibilitise of the employees. => S druge strane, plitke strikture apriori smatraju pogodnim za učenje (slika2). ~~~ Š18Ë Odgovornost za donošenje odluka i sprovođenje akcija Slika 2: ~~~ Evolucija organizacije koja uči Prema Daftu, organizacije su prošle određeni evolutivni proces, u tri faze: (1) od hijerarhijski sturkturiranih sistema koji su svoj uspeh gradili na birokratiji, u kojima odgovornost za donošenje odluka i kontrolu sprovođenja akcija ima top menadžment, (2) preko hijerarhijski uređenih sistema koji svoj uspeh grade na interfunkvcionalnim timovima i osamostaljivanju zaposlenih za preuzimanje autoriteta, i (3) do organizacionih sistema kao učećih organizacija koje svoj uspeh baziraju na procesnim timovima i strateškoj odgovornosti zaposlenih.
LL@(4847) We are justified in wondering how many organizations today have reached the phase (3). => S pravom se može postaviti pitanje koliko je organizacija danas u fazi (3).
LL@(4848) Every organization, according to the frame and picture metaphor, is known to be more or less bureaucratic. => Pouzdano se zna da je svaka organizacija, prema metafori »rama i slike« manje ili više birokratska.
LL@(4849) According to Figure 2, the frame corresponds to phase (1), and the picture is the following: high horizontal and vertical specialisations, standardized processes, formalized behaviour and lack of flexibility. => Prema slici 2, ram je kao u fazi (1) a slika je sledeća: visoka horizontalna i vertikalna specijalizacija, standardizovani procesi, formalizovano ponašanje i nefleksibilnost.
LL@(4850) The consequences of such a picture for organizational learning are:Š19Ë any information, however objective, that may endanger the existing hierarchal system is not welcome; certain information, due to its bad flow, most often does not reach the people that would learn most from it; slow implementation of some decisions. => Posledice ovakve slike po organizaciono učenje su sledeće: ~~~ Š19Ë bilo koja informacija, ma koliko objektivna, koja može ugroziti trenutni hijerarhijski sistem nije dobrodošla; određene informacije imaju loš protok i najčešće ne dođu do onih koji bi iz njih najviše naučili; spora implementacija određenih odluka.
LL@(4851) When we get to know the bureaucracy picture, we need not necessarily change the frame in order that we change the picture, since changing the frame without changing the picture would not ensure the conditions for the development of a learning organization. => Kada upoznamo sliku birokratije, onda ne moramo neizostavno da menjamo ram da bismo promenili sliku, jer sa promenom rama bez promene slike ne bismo stvorili uslove za razvoj organizacije koja uči.
LL@(4852) Hence we should educate bureaucratic models how to become learning organizations, or, as Senge says, to learn how to learn. => Zato treba da podučavamo birokratske modele kako da postanu učeće organizacije, ili kako Senge kaže da nauče kako da uče.
LL@(4853) The bureaucracy level should be reduced to increase the learning speed of bureaucracy models and thus maintain hierarchy without which no organization can survive. => Treba smanjiti stepen birokratizacije da bi se povećala brzina učenja birokratskih modela i na taj način održala hijerarhija bez koje ne može opstati ni jedna organizacija.
LL@(4854) CONCLUSION A scientific field of management and organization is rather prone to the impacts of fashions. => ZAKLJUČAK Naučno područje menadžmenta i organizacije je veoma podložno uticajima »mode«.
LL@(4855) Since the emergence of scientific management up till the present times, literature has marked numerous revoultionary inventions, that were never scientifically founded and were never proven in practice. => Od pojave naučnog menadžmenta do danas u literaturi su zabeleženi mnogi »revolucionarni« izumi, koji nisu imali naučno utemeljenje i koji nikada nisu potvrđeni u praksi.
LL@(4856) The views presented in this paper rely on the historical development of theories and concepts, not only in the management and organization sciences, but also in other scientific fields. => Izneti stavovi u ovom radu imaju uporište u istorijskom razvoju teorija i koncepata, ne samo u nauci menadžmenta i organizacije nego i u drugim oblastima nauke.
LL@(4857) New concepts stem from the weaknesses of the previous ones, in that they develop new, different approaches to the same problem and become a consistent and complete learning system to represent a new paradigm. => Novi koncepti nastaju na nedostacima prethodnih, tako što razvijaju nove različite pristupe istom problemu i kao konzistentan i zaokružen sistem učenja predstavljaju novu paradigmu.
LL@(4858) It is the same with the concept of the organization that learns or the learning organization. => Ista stvar je sa konceptom »organizacija koja uči«, ili »učeća organizacija«.
LL@(4859) In order to survive, organizations have to change constantly. => Organizacije su, da bi opstale, morale stalno da se menjaju.
LL@(4860) Nowadays, in an era of informatics and a high rate of change in the environment, when knowledge is doubled on a yearly basis, they have to change even faster. => Danas, u eri informatizacije i visokog tempa promena u okruženju, kada se znanje udvostručuje godišnje, one moraju da se menjaju brže.
LL@(4861) This is the main difference in their learning, and the speed has become their basic characteristics or capacity. => U tome je osnovna razlika u njihovom učenju, a brzina je postala njihova osnovna sposobnost ili kapacitet.
LL@(4862) Hence it is incorrect to maintain that bureaucratic organizations are non-learning models, while debureaucratized models are the learning organizations. => U tom smislu, nije korektno tvrditi da su birokratske organizacije modeli koji ne uče, a da su debirokratizovani modeli organizacije koje uče.
LL@(4863) As shown in the above analysis, the model is only a frame, whereas the substance of the model is in the pisture, that is, in the characteristics of the system and the process that are going on within that model (frame). => Kao što je u prethodnoj analizi pokazano, model je samo ram, a suština modela je u slici, odnosno u osobinama sistema i procesa koji se u tom modelu (ramu) odvijaju.
LL@(4864) Every organization will be a learning organization if designed in such a way that there are no obstacles to learning and knowledge dissemination throughout the organization, to the information flow, to the employees satisfaction, to solving problems where they emerged. => Svaka organizacija će biti učeća ako se dizajnira tako da ne postoje prepreke za učenje i širenje znanja kroz organizaciju, za protok informacija, za satisfakciju zaposlenih, za rešavanje problema tamo gde su i nastali.
LL@(4865) That means that bureaucratic models cannot survive today with the smae characteristics they had one and a half a century ago, however they do survive with the characteristics that improved their potentials for change and adapting to the environment. => To znači da birokratski modeli danas ne mogu opstati sa osobinama od pre vek i po, ali da opstaju sa osobinama koje su unapredile njihove potencijale za promene i prilagođavanje okruženju.
LL@(4866) Ford Motros Co., an image of Taylorism and a synonym to bureaucratic organizations was indeed a learning organization. => Ford Motors Co., kao oličenje »tejlorizma« i sinonim za birokratsku organizaciju je itekako bila učeća organizacija.
LL@(4867) A century ago, with a change in the working practice, having introduced Taylors inventions, the process standardization and the assembly line, the company became a paradigm of learning and mass production. => Pre jednog veka, sa promenom načina rada tako što je uvela Taylorov-e izume, standardizaciju procesa i rad na pokretnoj traci, ova kompanija je postala paradigma učenja i masovne proizvodnje.
LL@(4868) Today it is still a learning organization, only, in order to increase its capacity of learning faster and responding to change, it had to improve its bureaucratic structure by building teams. => Danas je ona i dalje učeća organizacija, samo što je morala, da bi povećala svoje kapacitete za brže učenje i reagovanje na promene, svoju birokratsku strukturu da nadogradi timovima.
LL@(4869) It is with pleasure that the author of this paper states that she is not in the minority, since modern literature lists a large number of authors whose approach to the development of new theories and concepts in management and organization is similar to hers.Š20Ë BIBLIOGRAPHY Š1Ë Miles, E.R, Snow, C. Ch, Mathews, A. J, Miles G., Coleman J. H, Organizing in the Knowledge Age: Anticipating the Cellular Form, in Osland J., Kolb D., Rubin I., The Organizational Behavior Reader, Prentice Hall, 2001. => Autor ovog rada ima zadovoljstvo da primeti da nije usamljen u svojim stavovima, budući da se u savremenoj literaturi mogu naći radovi autora koji imaju sličan pristup razvoju novih teorija i koncepata u menadžmentu i organizaciji. ~~~ Š20Ë LITERATURA Š1Ë Miles, E.R, Snow, C. Ch, Mathews, A. J, Miles G., Coleman J. H, Organizing in the Knowledge Age:
LL@(4870) Š2Ë Aleksić Mirić A, ,,Primena analize društvenih mreža u istraživanjima organizacionog dizajna, XXXV Simpozijum o operacionim istraživanjima SimOpIs (2008) Š3Ë Dierkes, M., Berthoin Antal,A.,Child, J., No naka,I., Handbook of Organizational Knowledge, Oxford University Press, 2001 Š4Ë Ibid Š5Ë Luthans F., Organiyational Behavior, McGraw-Hill, New York, 1989. ~~~ Š6Ë Greenberg J., Baron R., Ponašanje u organi zacijama-Razumevanje i upravljanje ljudskom stranom rada, @elnid, Beograd, 1998. => Anticipating the Cellular Form, in Osland J., Kolb D., Rubin I., The Organizational Behavior Reader, Prentice Hall, 2001. Š2Ë Aleksić Mirić A, ,,Primena analize društvenih mreža u istraživanjima organizacionog dizajna'', XXXV Simpozijum o operacionim istraživanjima SimOpIs (2008) Š3Ë Dierkes, M., Berthoin Antal,A.,Child, J., Nonaka,I., Handbook of Organizational Knowledge, Oxford University Press, 2001 Š4Ë Ibid Š5Ë Luthans F., Organiyational Behavior, McGraw-Hill, New York, 1989. Š6Ë Greenberg J., Baron R., Ponašanje u organi zacijama-Razumevanje i upravljanje ljudskom stranom rada, @elnid, Beograd, 1998. Š7Ë E.Nevis, A.DiBella, J.Gould, (1995), Understanding Organizations as Learning Systems, Sloan Management Review, Winter Š8Ë Senge P., The Fifth discipline:
LL@(4871) Š7Ë E.Nevis, A.DiBella, J.Gould, (1995), Understanding Organizations as Learning Systems, Sloan Management Review, Winter Š8Ë Senge P., The Fifth discipline: The Art and Practice of the Learning Organization, Doubleday, 1990. => The Art and Practice of the Learning Organization, Doubleday, 1990. Š9Ë Ibd Š10Ë Petković M, Aleksić A,,,Perspektive eksplo racije i eksploatacije u procesu redizajna'', Menadžment tehnologije i inovacija:
LL@(4872) Š9Ë Ibd Š10Ë Petković M, Aleksić A,,,Perspektive eksplo racije i eksploatacije u procesu redizajna, Menadžment tehnologije i inovacija: Ključni faktor superiornih operacija i konkurentnosti, ISBN 86 7680- 096 0. str. => Ključni faktor superiornih operacija i konkurentnosti, ISBN 86 - 7680- 096 - 0.
LL@(4873) 33-38 (2006) Š11Ë Gareth Morgan, Images of Organization, Sa ge Publications , Inc 2006 Š12Ë Nonaka, I., 1991, »The Knowledge Creating Company«, Harvard Business Review, NovDec: 96; Nonaka, I., 1994, »A Dynamic Theory of Organizational Knowledge Creation«, Organization Science, Vol, 5, No.1, 1437; Nonaka, I., Takeutchi, H., 1995, The Knowledge Creating Company, New York: McGrawHill Š13Ë Senge P., The Fifth discipline: The Art and Practice of the Learning Organization, Doubleday, 1990. => str. 33-38 (2006) Š11Ë Gareth Morgan, Images of Organization, Sage Publications , Inc 2006 Š12Ë Nonaka, I., 1991, The Knowledge Creating Company, Harvard Business Review, NovDec: ~~~ 96; Nonaka, I., 1994, A Dynamic Theory of Organizational Knowledge Creation, Organization Science, Vol, 5, No.1, 14-37; Nonaka, I., Takeutchi, H., 1995, The Knowledge Creating Company, New York:
LL@(4874) Š14Ë Bird B., Enterpreneurial Behavior, Scott, Foresman and Company Glenvim, Illinois, 1989. => McGrawHill Š13Ë Senge P., The Fifth discipline:
LL@(4875) Š15Ë E.Nevis, A.DiBella, J.Gould, (1995), Understanding Organizations as Learning Systems, Sloan Management Review, Winter Š16Ë Peter M. Senge, The Fifth discipline: The Art and Practice of the Learning Organization, Doubleday, 1990., s 19 Š17Ë More on this Petković M., Organizaciono po našanje sa menadžmentom ljudskih resursa, CID, Ekonomski fakultet, Beograd, 2008. => The Art and Practice of the Learning Organization, Doubleday, 1990. Š14Ë Bird B., Enterpreneurial Behavior, Scott, Foresman and Company Glenvim, Illinois, 1989. Š15Ë E.Nevis, A.DiBella, J.Gould, (1995), Understanding Organizations as Learning Systems, Sloan Management Review, Winter Š16Ë Peter M. Senge, The Fifth discipline:
LL@(4876) Š18Ë Daft R., Essentials of Organization Theory and Design, South-Western College Publishing, 1998., str. => The Art and Practice of the Learning Organization, Doubleday, 1990., s 19 Š17Ë Više o ovome u Petković M., Organizaciono ponašanje sa menadžmentom ljudskih resursa, CID, Ekonomski fakultet, Beograd, 2008. Š18Ë Daft R., Essentials of Organization Theory and Design, South-Western College Publishing, 1998., str. 346 Š19Ë Dierkes, M., Berthoin Antal,A.,Child, J., Nonaka,I., Handbook of Organizational Knowledge, Oxford University Press, 2001 Š20Ë Grant, R.M., 2008, The Future of Management:
LL@(4877) 346 Š19Ë Dierkes, M., Berthoin Antal,A.,Child, J., Nonaka,I., Handbook of Organizational Knowledge, Oxford University Press, 2001 Š20Ë Grant, R.M., 2008, The Future ofManage ment: Where is Gary Hamel Leading Us? => Where is Gary Hamel Leading Us?
LL@(4878) Long Range Planning (41), 469 428. => Long Range Planning (41), 469 - 428.
LL@(4879) Electronic Negotiation Systems (ENS) UDC 005.574 ; 004.738.5:339 Doc. dr Vojkan Vasković1, Dario Kršić2 1 The Technical Faculty of Bor 2 Magistrand of the Faculty of Political Sciences E-business is a broad concept, in which business partners are connected by use of modern information-communication technologies (ICT). => Sistemi za elektronsko pregovaranje (ENS) UDK 005.574 ; 004.738.5:339 Doc. dr Vojkan Vasković1, Dario Kršić2 1 Tehnički Fakultet Bor 2 Magistrant Fakulteta Političkih Nauka Elektronsko poslovanje predstavlja širok pojam, gde se upotrebom savremenih informaciono-komunikacionih tehnologija (IKT) povezuju poslovni partneri.
LL@(4880) The communication alone is not sufficient to establish a business relationship; it is necessary that the parties in communication have technologies and tools for automatized negotiations at their disposal. => Sama komunukacija nije dovoljna da bi se uspostavio poslovni odnos, već je potrebno da partneri u komunikaciji raspolažu tehnologijama i alatima za automatizovano pregovaranje.
LL@(4881) Electronic Negotiation Systems (ENS) are especially significant in the realm of supply, with a special emphasis on public sector supplies. => Sistemi za elektronsko pregovaranje (Electronic Negotiation Systems: ~~~ ENS) posebno su značajni u domenima nabavki, sa posebnim naglaskom na nabavke u javnom sektoru.
LL@(4882) In this work the advantages of use of ENS in negotiation processes are analyzed and a review, as well as basic characteristics of some of the best-known electronic negotiation systems, are presented. => U ovom radu analiziraju se prednosti korišćenja ENS u procesima pregovaranja i daje se pregled, kao i osnovne karakteristike nekih od najpoznatijih sistema za elektronsko pregovaranje.
LL@(4883) Introduction The earliest electronic negotioation systems working via the Internet were the configurators, uploaded on the sites selling computers. => Uvod Prvi sistemi za elektronsko pregovaranje preko Interneta bili su konfiguratori, postavljani na sajtovima, koji su se bavili prodajom računara.
LL@(4884) These tools served as basis upon which the Internet sales of computers were conducted. => Ovi alati su predstavljali osnovu na kojoj se zasnivala prodaja računara preko Interneta.
LL@(4885) They allowed for anyone who wanted to purchase a computer via the Internet to create their own configuration, i.e., to select the elements and components of the computer by deciding on the parts of the computer, the software supporting the site analysing whether it was possible to assemble the computer using these components. => Omogućavaju da svako ko želi da nabavi računar preko Interneta može sam da konfiguriše mašinu to jest da odabere elemente i delove računara tako što odabira delove računara a softver koji se nalazi u pozadini sajta analizira da li je moguće sklopiti računar sa odabranim delovima.
LL@(4886) The customers are thus in a position to optimize the computers performances on the basis of the amount of money they had to spend, since the software computed the total price of the chosen components. => Ovde je omogućeno korisnicima koji kupuju računar da na bazi količine novca optimizuju performanse računara jer softver u pozadini izračunava ukupnu cenu izabranih komponenti.
LL@(4887) Today, these tools are numerous, supplied with various auxiliary programs (smart software agents). => Danas ovakvih alata ima sijaset, s raznim pomoćnim programima (inteligentnim softverskim agentima).
LL@(4888) The customer can put together a computer (or any other device or machine) he likes, following a set of given rules, and the task of these tools is to use these same rules to show the customer how much he will have to pay. => Zadatak im je da korisnik, prema zadatim pravilima, može sam sebi da formira računar (ili bilo koji drugi uređaj ili mašinu) i vidi koliko će to da ga košta.
LL@(4889) The configurators, however, are only one in a series of the Internet e-negotiation systems. => Međutim, konfiguratori su samo jedan od niza sistema za e-pregovaranje preko Interneta.
LL@(4890) In addition to these, there are also Negotiation Support Systems (NSS), and the Decision Support Systems (DSS). => Uz njih postoje još i sistemi podrške pregovorima (Negotiation Support Systems: ~~~ NSS) i sistemi podrške u odlučivanju (Decision Support Systems:
LL@(4891) These are the softwares created to help the negotiator during all or only certain stages in negotiations and may be categorized in different ways. => DSS). ~~~ To su softveri kreirani da pruže pomoć pregovaraču tokom svih ili samo nekih faza pregovora i mogu se kategorisati na mnoštvo načina.
LL@(4892) The ENS differ from some other information systems in several key aspects. => ENS se razlikuju od nekih drugih informacionih sistema u nekoliko ključnih aspekata.
LL@(4893) Firstly, they are directed towards the network and have to be linked to the Internet at all times. => Pre svega, usmereni su na mrežu i zavise od neprestane povezanosti s Internetom.
LL@(4894) Then, they provide for the close link between the business processes within and out of the company (e.g., supply chain management), as well as a large number of access systems from any place you are. => Potom, omogućavaju čvrstu vezu poslovnih procesa unutar i van preduzeća (npr. upravljanje lancem snabdevanja), te veliki broj sistema za pristup s bilo kog mesta.
LL@(4895) Their interface with the users is ensured through the web-browser: it is easy to understand and common to many different applications. => Njihov interfejs sa korisnicima je omogućen pomoću veb pretraživača; lak je za razumevanje i zajednički kod mnogih različitih aplikacija.
LL@(4896) Besides the ENS, Video Conferencing is also used in economics or political negotiation processes, and this is also a type of electronic negotiations, given that information and communication technologies are used throughout all the phases of the negotiation process. => Osim ENS sistema, video konferencije (Video Conferencing) često služe u ekonomskim ili političkim pregovaračkim procesima, a pošto se tokom svih faza pregovaračkog procesa koriste informacione i komunikacione tehnologije, reč je o vrsti elektronskog pregovaranja.
LL@(4897) The history of video conferencing dates back as early as 1956, when the US firm AT&T first tried its invention a video telephone (Pisturephone). => Istorija video konferencije traje decenijama, tačnije od 1956. godine, kada je firma AT&T u Sjedinjenim Američkim Državama isprobala svoj izum video telefon (Picturephone).
LL@(4898) Fourteen years later, the users of the AT&T picturephone paid a monthly subscription fee of $180, and as early as 1971 the Ericsson company presented their product the transatlantic video telephone LME. => Četrnaest godina kasnije, korisnici video telefona AT&T plaćali su mesečnu pretplatu od 180 $, a već 1971. godine, preduzeće Ericsson demonstriralo je svoj proizvod transatlantski video telefon nazvan LME.
LL@(4899) The first actual video conference was conducted using the analogous TV and satellites, then conferences followed using the digital systems, and then via the computer systems. => Prva prava video konferencija izvedena je sa analognom TV i satelitima, a zatim sa digitalnim sistemima, te upotrebom kompjuterskih sistema.
LL@(4900) These became a routine in the work of multinational companies in the 1980s. => Upotrebljavane su već rutinski 80-ih godina XX veka od strane multinacionalnih kompanija.
LL@(4901) Today, the signal transmitting the piscture and the sound is digital, therefore it can be sent in different ways. => Danas je signal kojim se vrši prenos slike i zvuka digitalan, te može biti poslan na različite načine.
LL@(4902) The video conference is most commonly carried out within a local network (e.g., LAN) or through the public telephone network (most frequently the ISDN, because of its financial profitability and a satisfactory quality of transmission). => Video konferencija najčešće se izvodi unutar lokalne mreže (npr. LAN) ili preko javne telefonske mreže (najčešće ISDN zbog financijske isplativosti i zadovoljavajućeg kvaliteta prenosa).
LL@(4903) Functions and activities of ENS The negotiation systems used on the Internet differ from the systems used in autonomous computers and in the networks covering large areas in their mechanisms as well as in the methodologies they use. => Funkcije i aktivnosti ENS Sistemi pregovaranja koji se koriste na Internetu, razlikuju se od sistema koji se koriste na samostalnim kompjuterima i mrežama koje pokrivaju velike oblasti po mehanizmima i tehnologijama za primenu.
LL@(4904) Some of these systems facilitate communication, others act as active mediators. => Neki od ovih sistema olakšavaju komunikaciju, a ostali su aktivni posrednici.
LL@(4905) There are also systems that facilitate a mutual preparation of the contents of documents (Schoop and Quix 2001), and the systems that allow the negotiators to present offers to be further forwarded to experts (Cybersettle 2000, NovaForum 2000). => Takođe postoje sistemi koji olakšavaju zajedničku pripremu sadržaja dokumenata (Schoop i Quix 2001), te sistemi koji omogućavaju pregovaračima da iznesu ponude koje se prosleđuju stručnjacima (Cybersettle 2000, NovaForum 2000).
LL@(4906) A mutual characteristic of both the software meant to be used in e-negotiating and of the systems that incorporate some elements of e-negotiations is that they are uploaded on the Internet and are able to support, aid or act in place of one or more negotiators, mediators or assistants. => Zajednička osobina softvera koji je namenski napravljen za e-pregovaranje i sisteme koji imaju sastojke e-pregovaranja jeste da su raspoređeni na Internetu i u stanju su da podržavaju, pomažu ili zamene jednog ili više pregovarača, posrednika ili pomoćnika.
LL@(4907) They are, as said above, entitled the e-negotiation systems (ENS), similar to the systems of e-commerce, e-business, or e-market. => Oni se, kao što je navedeno, nazivaju sistemi e-pregovaranja (ENS), slično sistemima e-trgovine, e-poslovanja ili etržišta.
LL@(4908) The ENS can be defined as a software using the Internet technologies, positioned on the Internet and characterized by one or more following properties: a) supports decision-making and giving concessions; b) proposes offers and agreements; c) evaluates and critically analyses offers and counteroffers; d) provides a structural arrangement and organization of the process; e) provides information and expert opinion; f) facilitates and organizes communication; g) helps in preparations of agreements; h) provides access to negotiation knowledge. => ENS se može definisati kao softver koji koristi Internet tehnologije, a postavljen je na Internetu i ima jednu ili više od sledećih sposobnosti: a) podržava odlučivanja i davanje ustupaka, b) predlaže ponude i sporazume, c) procenjuje i kritički sagledava ponude i protiv ponude, d) strukturno uređuje i organizuje proces, e) pruža informacije i stručno mišljenje, f) olakšava i organizuje komunikaciju, g) pomaže u pripremi sporazuma, h) pruža pristup pregovaračkom znanju.
LL@(4909) As softwares uploaded on the Internet, capable of aiding one or a number of negotiators, mediators or assistants, the ENS allow for the use of e-mail, chat and video technology, as well as automatic negotiations and auctions. => ENS kao softveri postavljeni na Internetu, koji su u stanju da pomognu jednom ili više pregovarača, posrednika ili pomoćnika, omogućavaju upotrebu e-pošte (e-mail), ćaskanje (chat) i video tehnologiju, kao i automatske pregovore i aukcije.
LL@(4910) The role of the ENS is in some processes passive (e-mail and video). => U nekim procesima, uloga ENS je pasivna (e-mail i video).
LL@(4911) More advanced systems take an active participation in the process, including the estimation of the consequences of the offers placed, the propositions for new offers and agreements as well as a critical evaluation of counteroffers. => Napredniji sistemi aktivno učestvuju u procesu, uključujući procenu posledica datih ponuda, predloge za nove ponude i sporazume kao i kritičku procenu protivponuda.
LL@(4912) The overall role and behaviour of the ENS in negotiations is of crucial importance when it comes to their creation and use. => Ukupna uloga i ponašanje ENS u pregovorima od ključne su važnosti prilikom njihove izrade i upotrebe.
LL@(4913) While passive systems can be understood as fast and sophisticated transmitters of messages, active systems can provide support, facilitate work and act as mediators. => Dok se pasivni sistemi mogu shvatiti kao brzi i usavršeni prenosioci poruka, aktivni sistemi mogu da pružaju podršku, olakšavaju rad i posreduju.
LL@(4914) The systems capable of accessing and processing knowledge and able to work autonomously as regards their users are characterised by a certain level of intelligence and can be proactive. => Sistemi koji mogu da pristupe i obrade znanje i koji su u stanju da rade nezavisno od svojih korisnika poseduju izvesni nivo inteligencije i mogu biti proaktivni.
LL@(4915) It is from this aspect that we can class the ENS into three broad groups: 1. => Iz ove perspektive, možemo razlikovati tri velike vrste ENS: ~~~ 1.
LL@(4916) Passive systems facilitate communication and interaction of users situated in different places. ~~~ They help them present their ideas, offers and arguments. => Pasivni sistemi - koji olakšavaju komunikaciju i interakciju korisnika koji se nalaze na različitim mestima i iznošenje njihovih ideja, ponuda i argumenata.
LL@(4917) These systems can also provide support in information collecting, organizing, and processing. => Ovi sistemi takođe mogu da pružaju podršku prikupljanja, organizovanja i obrade informacija.
LL@(4918) Passive systems, such as e-mail and chat, are not concerned with the manner in which the contents is created, nor with the use of resources required for the given contents. => Pasivni sistemi kao što su e-mail i čet, ne bave se načinom na koji nastaje ovaj sadržaj kao ni upotrebom resursa koji su potrebni za dati sadržaj. 2.
LL@(4919) 2. ~~~ Active facilitating-mediating systems help users in formulating, evaluating and solving difficult problems, giving concessions and creating offers, as well as in evaluating processes and agreements. => Sistemi aktivnog olakšavanja-posredovanja - pomažu korisnicima prilikom uobličavanja, procene i rešavanja teških problema, donošenja ustupaka i stvaranju ponuda, i prilikom procene procesa i sporazuma.
LL@(4920) As a rule, these systems follow a negotiation process model to which the users have to reconcile. => Ovi sistemi po pravilu slede model procesa pregovora kojima se korisnici moraju prilagoditi.
LL@(4921) They also have the components for problem and solution structuring, as well as those for offering evaluation and for creating counteroffers. => Oni takođe imaju komponente za strukturiranje problema i rešenja, kao i za procenu ponuda i stvaranje protivponuda.
LL@(4922) Models built into active systems are the models of the problem, of the negotiator and of the process itself. => Modeli ugrađeni u aktivne sisteme su modeli problema, pregovarača i samog procesa. 3.
LL@(4923) 3. ~~~ Systems of proactive intervention-mediation are characterized by the same properties as the systems of active facilitating-mediating, however, they are capable of coordinating the negotiators activities, of supervising their activities, as well as of giving propositions as to what offer should be given or what agreement should be accepted. => Sistemi proaktivne intervencije-posredovanja imaju iste sposobnosti kao sistemi aktivnog olakšavanja-posredovanja, ali su takođu stanju da koordinišu aktivnosti pregovarača, kritički sagledavajući njihove aktivnosti, kao i da iznose predloge po pitanju toga kakvu ponudu treba izneti ili kakav sporazum treba da se prihvati.
LL@(4924) In order to be able to act in this way, the systems of active intervention-mediation access and use the data bases and make use of the means of intelligent softwares that supervise both the negotiation process and the individual activities of the negotiators. => Da bi pružili ove mogućnosti, sitemi aktivne intervencije-posredništva pristupaju i koriste baze podataka te se služe sredstvima inteligentnih softvera koji nadgledaju pregovarački proces kao i pojedinačne aktivnosti pregovarača.
LL@(4925) ENS functions and activities Functions Transfer and storage Browsing and retrieval Formatting, presentation i interaction Activities Communication, presentation and interaction Infromation transfer among heterogeneous systems; storage in arrayed systems; safety Retrieval, selection, comparison and collecting shared information Data formatting for use in other systems; data vizualization, presentation of alternative data, user -system interaction Functions Decision-making problem formulation Technical data on the decision maker Strategies and tactics Forming and evaluation of offers and messages Analysis of the partners What if, sensitivity and analysis of stability Process, history and their evaluation Search for knowledge and its application Negotiations protocoles Strategies and tactics Activities Decision-making and negotiator problem Decision-making problem formulating and analysis; viable alternatives; decision -making space, measuring Technical data on decision makers description notions; desires; alternative comparison measures; negotiators models and styles Evaluation and selection of initial strategies and tactics Process Forming offers and concessions: message and argument analysis; argumentation models Shaping and cheking of the models of negotiating parties; evaluation and anticipation of t heir behaviour Offer and counteroffer analysis; balance analysise; possible agreements evaluation Knowledge Shaping the negotiations history; process analysis; evaluation progress/regress; history based anticipation Access to external information and their use, knowledge of the situations in negotiations and the problems emerging in the course of the process; comparati ve analysis Specification and observing the plan in the negotiation rules Estimation of the other partys strategies and tactics in negotiations; change of strategies and tactics Source: Gregory E. Kersten: E-negotiation systems: Interaction of people and technologies to resolve conflicts, http://interneg.concordia.ca/interneg/research/papers/2004/08.pdf The use and the impact of passive systems upon the negotiation process and its outcomes has also been studied. => Funkcije Prenos i skladištenje Pretraga i vađenje Formatiranje, iznošenje i interakcija Aktivnosti Komunikacija, iznošenje i interakcija Prenos informacija između heterogenih sistema; skladištenje u raspoređenim sistemima; bezbednost Vađenje, odabir, poređenje i sakupljanje podeljenih informacija Formatiranje podataka radi upotrebe u ostalim sistemima; vizuelizacija podataka, iznošenje alternativnih podataka, interakcija korisnik-sistem Funkcije Formulisanje problema odlučivanja Tehnički podaci o donosiocu odluka Strategije i taktike Oblikovanje i procena ponuda i poruka Analiza partnera [ta ako, osetljivost i analiza stabilnosti Proces, istorija i njihova procena Potraga za znanjem i njegovo korišćenje Protokoli pregovora Strategije i taktike Aktivnosti Problem odlučivanja i pregovarača Formulisanje i analiza problema odlučivanja; izvodljive alternative; prostor za donošenje odluka, merenje Tehnički podaci o pojmovima koji opisuju donosioce odluka; želje; mere za alternativno poređenje; modeli i stilovi pregovarača Procena i odabir početnih strategija i taktika Proces Uobličavanje ponuda i ustupaka: analiza poruka i argumenata; modeli argumentovanja Oblikovanje i provera modela partnera u pregovorima; procena i predviđanje njihovog ponašanja Analiza ponuda i protivponuda; analiza ravnoteže; procena mogućih sporazuma Znanje Oblikovanje istorije pregovora; analiza procesa; napredak/nazadovanje procene; predviđanja zasnovana na istoriji Pristup spoljnim informacijama i njihovo korišćenje i znanje o situacijama u pregovorima i problemima koji se javljaju tokom tog procesa; uporedna analiza Specifikacija i pridržavanje planu u pravilima pregovora Procena strategija i taktika suprotne strane u pregovorima; promena strategija i taktika Izvor: ~~~ Gregory E. Kersten: ~~~ E-negotiation systems: ~~~ Interaction of people and technologies to resolve conflicts, http://interneg.concordia.ca/interneg/research/papers/2004/08.pdf Proučavana je upotreba i uticaj pasivnih sistema na pregovarački proces i ishode, te su predložene i neke preporuke.
LL@(4926) Negotiations via e-mail have shown that a narrow scope of communication has a negative impact upon the negotiation process, therefore the scope should be increased by the methods of communication known so far. => Pregovori putem elektronske pošte pokazali su da uzak obim komunikacije ima nepovoljan uticaj na pregovarački proces, tako da se taj obim treba povećati pomoću do sada korišćenih oblika komunikacije.
LL@(4927) The findings in the reasearch have also stressed the importance of the activities that are not related to the negotiation task itself, as regards the re lations and the outcomes of the negotiations. => Rezultati istraživanja su takođe pokazali važnost delatnosti koje nisu vezane za sam pregovarački zadatak, kada je reč o odnosima i ishodima pregovora.
LL@(4928) The activities that are not related to the task are very important to the negotiators who are supposed to establish a close relationship and trust. => Delatnosti koje nisu vezane za zadatak, od naročite su važnosti za pregovarače koji treba da uspostave blizak odnos i poverenje.
LL@(4929) They ought to bridge the social differences existing between themselves and the other party, as well as use a positive or a negative emotional style instead of a rational style. => Oni bi morali da smanje društvene razlike koje postoje sa drugom stranom, kao i da upotrebe pozitivan ili negativan emotivni stil, za razliku od racionalnog stila.
LL@(4930) Other researchers perceived the presence of prejudices when it comes to negotiations via e-mail, i.e., temporary simultaneity, bridges burnt, the information circle and the malicious imputation.1 ENS review In order that the differences among the passive, active and proactive ENS be better understood, we will give some examples of the existing systems developed at the Concordia University SimpleNS, Inspire, Aspire and eAgora. => Ostali istraživači su primetili postojanje predrasuda koje postoje kada je u pitanju pregovaranje putem e-maila, tj. privremenu istovremenost, spaljene mostove, krug informacija i zlokobno pripisivanje.1 Pregled sistema ENS Da bi se očitije prikazale razlike između pasivnih, aktivnih i proaktivnih ENS, navešćemo neke primere postojećih sistema razvijenih na Univerzitetu Konkordija (Concordia University) SimpleNS, Inspire, Aspire i eAgora.
LL@(4931) The SimpleNS, as a passive ENS, does not impose upon the negotiators the need to formulate and exchange complete offers. => SimpleNS, kao pasivni ENS, ne nameće učesnicima pregovora potrebu da uobliče i razmene potpune ponude.
LL@(4932) The system does not enquire into the negotiators wishes, it does not create a benefit function, nor does it show the negotiation graphs. => Ovaj sistem ne pita za želje korisnika, ne stvara funkciju koristi i ne prikazuje grafikone pregovora.
LL@(4933) It is only slightly more eligible than the e-mail system, since it allows for the separation of offers as regards messages, and the whole negotiation flow is readily accessible to view and chronologically presented on one side. => On je tek malo pogodniji od e-mail sistema, zbog toga što omogućava razdvajanje ponuda od poruka, a ceo tok pregovora lako je pristupačan na uvid i predstavljen na jednoj strani, po hronološkom redu.
LL@(4934) The SimpleNS has only three pages: one with the case description, one with the data entered and one showing the negotiation flow. => U SimpleNS postoje samo tri stranice: stranica sa opisom slučaja, stranica sa unetim podacima i stranica na kojoj se nalazi tok pregovora.
LL@(4935) A different, active system Inspire was developed in 1995, as part of the InterNeg research programme. ~~~ Since 1996 it has been used to conduct anonymous bilateral negotiations. => Za razliku od njega, aktivni sistem Inspire razvijen je 1995, kao deo istraživačkog programa InterNeg, a od 1996. koristi se za vođenje anonimnih bilateralnih pregovora.
LL@(4936) The system uses a threefold negotiation model: 1. prenegotiations; 2. egotiations; and 3. a phase following reaching the agreement (negotiations termination). => Sistem primenjuje trofazni model pregovaranja: ~~~ 1. predpregovaranje, 2. vođenje pregovora i 3. fazu nakon postizanja sporazuma (okončanje pregovora).
LL@(4937) The Inspire system is commonly used in lectures and trainings. => Sistem Inspire se uglavnom koristi na predavanjima i obuci.
LL@(4938) The use of the system is free of charge, on condition that the users fill in two questionnaires and that the developers of the system are allowed to use the obtained information, which they exchange for the purpose of further study. => Upotreba sistema je besplatna, pod uslovom da korisnici popune dva upitnika i da oni koji su razvili ovaj sistem mogu upotrebiti dobijene informacije, koje razmenjuju u svrhu istraživanja.
LL@(4939) Typical negotiations via the Inspire system last three weeks, however, the users may demand that the terms are prolongated. => Tipični pregovori pomoću sistema Inspire traju tri sedmice, ali korisnici mogu zatražiti i produženje krajnjeg roka.
LL@(4940) During the negotiations the participants can check the history of the offers and counteroffers presented, as well as view a graphic presentation of the offer exchange flow. => Tokom pregovora, učesnici mogu da provere istorijat iznetih ponuda i protivponuda, kao i da vide grafičku prezentaciju toka razmena ponuda.
LL@(4941) On reaching the agreement by the negotiating parties, the system decides whether the negotiations are concluded successfully. => Nakon što pregovaračke strane postignu kompromis, sistem određuje da li je pregovaranje uspešno okončano.
LL@(4942) If the compromise was not successful, the system proposes entering the negotiations 1 L. Thompson, J. Nadler: Negotiation via Information Technology: Theory and Application, Journal of Social Studies, no. ~~~ 58/2002, pp. 109-124. termination phase. => Ako je kompromis bio neuspešan, sistem predlaže ulazak u fazu nakon postizanja dogovora.
LL@(4943) This phase starts by calculating successful alternatives prevailing in the compromise reached. => Ova faza počinje izračunavanjem uspešnih alternativa, koje preovlađuju u ostvarenom kompromisu.
LL@(4944)  => Nakon okončanja pregovora, 1 L. Thompson, J. Nadler:
LL@(4945)  => Negotiation via Information Technology:
LL@(4946) Once the negotiations have been terminated, the parties may agree on whether either of them should present its desires to the other party. => Theory and Application, Journal of Social Studies, br. 58/2002, str. 109-124. strane se mogu dogovoriti o tome da li svaka od njih treba drugoj da iznese svoje želje.
LL@(4947) This allows for the system to create a negotiation flow graph. => Ovo omogućava sistemu da izradi grafikon toka pregovora.
LL@(4948) Since the users achieved a favourable agreement, no improvements of the situation are necessary. => Pošto su korisnici postigli uspešan sporazum, nije potrebno nikakvo poboljšanje situacije.
LL@(4949) In the 1996 2004 period, 6,126 people from 62 countries used the Inspire system to negotiate. => U razdoblju od 1996. do 2004. godine 6,126 ljudi iz 62 zemlje je pregovaralo pomoću sistema Inspire.
LL@(4950) The majority of users were students, managers, lawyers, engineers, and physicians. => Većina korisnika bili su studenti, menadžeri, advokati, inženjeri i lekari.
LL@(4951) One example of a classic proactive electronic negotiation system is the Aspire, which is actually the Inspire active system expanded by a software agent called Atin (Aspire = Inspire + Atin). => Primer klasičnog proaktivnog sistema za elektronsko pregovaranje jeste Aspire, koji predstavlja proširenje aktivnog sistema Inspire jednim softverskim agentom nazvanim Atin (Aspire = Inspire + Atin).
LL@(4952) The Atin negotiation software retrives the information from the basis of negotiation knowledge and gives advice to the negotiator. => Softver za vođenje pregovora Atin vadi informacije iz baze pregovaračkog znanja i daje savet pregovaraču.
LL@(4953) The advice is based upon: 1. the rules of negotiations derived from literature; 2. the status of the actual negotiation process; and 3. information on the negotiator stored in the database of one user. => Taj savet se zasniva na: ~~~ 1. pravilima pregovaranja izvedenim iz literature, 2. statusu trenutnog pregovaračkog procesa i 3. informacijama o pregovaraču pohranjenim u bazi podataka jednog korisnika.
LL@(4954) At the beginning of negotiations each negotiator decides, using the Aspire system, whether they wish to use the services of the Atin. => Svaki korisnik na početku pregovora pomoću sistema Aspire, odlučuje da li želi da koristi usluge Atina.
LL@(4955) The users agent can access only the information available to this user and his knowledge database; private information on the other negotiating party are not available. => Korisnikov agent može samo da pristupi podacima koji su dostupni ovom korisniku i njegovoj bazi znanja; privatni podaci o drugoj strani u pregovorima nisu dostupni.
LL@(4956) The Atin constantly supervises the negotiation process, thus giving the agent an opportunity to warn the user about the actions he undertakes, especially those which may have a negative impact upon his situation in negotiations. => Atin neprestano nadgleda pregovarački proces, što omogućava agentu da upozori korisnika o akcijama koje preduzima i koje mogu imati negativan uticaj na njegovu pregovaračku situaciju.
LL@(4957) The Atin uses simple traffic signs, to show the user the evaluation it created of the situation at one particular moment. => Atin koristi jednostavne saobraćajne znakove, pomoću kojih stavlja korisniku na uvid sopstvenu procenu trenutne situacije.
LL@(4958) Thus the green colour means there are no warnings for the user (negotiations proceed as planned), the yellow colour means a warning, while the red colour warns the user that the Atin perceives a certain step as a wrong one. => Tako, zelena boja znači da nema nikakvih upozorenja za korisnika (pregovori teku željenim tokom), žuta boja označava upozorenje, a crvena upozorava korisnika da Atin vidi neki korak kao pogrešan.
LL@(4959) In such a case the user opens a separate window in which the reasons for showing the red sign are shown, as well as a proposition towards the solution to the problem. => U tom slučaju korisnik otvara poseban prozor, u kojem su navedeni razlozi za pokazivanje crvenog znaka, kao i predlog za rešenje problema.
LL@(4960) Besides, the user can require that the agent make an evaluation of the previous activities, as well as advise on potential further steps. => Osim toga, korisnik može zatražiti od agenta procenu prethodnih aktivnosti, kao i savet u vezi sa mogućim potezima.
LL@(4961) In order to give the best possible propositions, the Atin may ask the user for additional information (e.g., negotiation strategy, willingness to make concessions, etc.). then, the user may ask the Atin for advice concerning possible strategies. => Da bi dao što bolje predloge, Atin može od korisnika zatražiti neke dodatne informacije (npr. strategiju pregovora, volja da se naprave ustupci, itd.). ~~~ Nadalje, korisnik može tražiti od Atina savet u vezi sa mogućim strategijama.
LL@(4962) The agent then shows a list of strategies together with explanations of their positive and negative aspects. => Agent tada pokazuje spisak strategija zajedno sa objašnjenjima o njihovim pozitivnim i negativnim aspektima.
LL@(4963) The eAgora system is a proactive ENS prototype providing the services of an electronic market to the users who wish to sell or buy goods in such a way. => Sistem eAgora je proaktivni prototip ENS koji omogućuje elektronsko tržište korisnicima, koji žele da na taj način kupuju i prodaju robu.
LL@(4964) The services of this system include the existence of a software agent that presents offers and criticizes the ones presented by the purchaser (seller) and their partners in negotiations. => Usluge ovog sistema uključuju postojanje jednog softverskog agenta koji iznosi ponude i kritikuje one koje iznosi kupac (pro davac) i njihovi sagovornici u pregovorima.
LL@(4965) If the user activates the agent, the agent will require the information on the approach and the strategy of the user. => Ako korisnik aktivira agenta, on zahteva informacije o pristupu i strategiji tog korisnika.
LL@(4966) This data, together with the offers and counteroffers exchanged during the negotiations are used to determine a number of possible offers (packages) which are presented to the user. => Ovi podaci, zajedno sa ponudama i protivponudama razmenjenim tokom pregovora, koriste se da odrede nekoliko mogućih ponuda (paketa) koji se predstavljaju korisniku.
LL@(4967) The agent analyses the information on the user, his approach, wishes and the reserve levels, in order that it should evaluate the offer the user wants to place, as well as the offers the user is given. => Agent analizira informacije o korisniku, njegovom pristupu, željama i nivoima rezervisanosti, kako bi procenio ponudu koju korisnik želi da iznese, kao i ponude koje korisnik dobija.
LL@(4968) If the user wants to propose an offer that violates the reserve levels of a certain disputable issue or that does not conform to the chosen negotiation strategy (e.g., a competition bound user offers a significant concession), the agent warns the user and criticizes the offer. => Ako korisnik želi da predloži neku ponudu koja krši nivoe rezervisanosti nekog spornog pitanja ili koja nije u skladu sa izabranom strategijom pregovora (npr. takmičarski nastrojen korisnik iznosi značajan ustupak), agent upozorava korisnika i kritikuje tu ponudu.
LL@(4969) It also criticizes the users move to accept an offer that does not fulfill his reserve level. => On takođe kritikuje pokušaj korisnika da prihvati neku ponudu koja ne ispunjava njegov nivo rezervisanosti.
LL@(4970) The agents capability of criticizing helps the user understand the possible deviations from the strategy and the innitially agreed wishes, as well as a need that they should be corrected. => Sposobnost agenta za kritiku pomaže korisniku da shvati moguća odstupanja od strategije i želja koje su na početku usvojene, kao i potrebu za njihovom ispravkom.
LL@(4971) Negotiations via video conferences (Video conferencing) Video conferences, defined as communication by which the sound and the motion picture are exchanged among two or more locations2, are the most suitable method of conducting international electronic negotiations. => Pregovaranje putem video konferencije (Video conferencing) Video konferencije, koje se definišu kao komunikacija putem koje se zvuk i slika u pokretu izmenjuju između dve ili više lokacija2, najpodesniji su način vođenja međunarodnih elektronskih pregovora.
LL@(4972) Using information and communication technologies (ICT), the video conference allows for the people situated in different places to see and hear one another, which is very important in conducting negotiations with high stakes. => Korišćenjem informacionih i komunikacionih tehnologija (IKT), video konferencija omogućava ljudima na različitim lokacijama da se međusobno, vide i čuju, što je veoma značajno za vođenje pregovora s velikim ulozima.
LL@(4973) Therefore the video conference is frequently used, not only in Distance Education, but also in business, and increasingly so in international politics. => Stoga se video konferencija, osim za učenje na daljinu (Distance Education), vrlo često upotrebljava u poslovne svrhe, a sve češće i u međunarodnoj politici.
LL@(4974) In terms of the quality required in transmitting the motion picture and the sound and in terms of financial means, we distinguish between the Desktop Video Conference System and the Room-based Video Conference System. => Zavisno o potrebi za kvalitetom prenosa slike u pokretu i zvuka, te finansijskim mogućnostima, razlikujemo stonu video konferencijsku opremu (Desktop Video Conference System) i sobnu video konferencijsku opremu (Room-based Video Conference System).
LL@(4975) Also, in terms of the type of the equipment used, we can distinguish between the Desktop and Room-based Video Conferences. => Takođe razlikujemo, zavisno od tipa opreme koja se koristi, na stonu i sobnu video konferenciju (Desktop and Room-based Video Conference).
LL@(4976) Besides the basic equipment required for conducting a video conference, there is additional equipment which allows for presenting written materials, graphs, or the presentation of the screen background. => Osim osnovne opreme koja je nužna za izvođenje video konferencije, može se još koristiti i dodatna oprema s mogućnošću prikazivanja pisanog materijala, grafičkog prikazivanja, te prikazivanja pozadine ekrana.
LL@(4977) The equipment used by 2 Introduction to Videoconferencing, http://www.video.ja.net/intro/ the participants in a video conference may come from different manufacturers and may vary in terms of model and size. => Oprema koju koriste sagovornici video konferencije može biti od različitih proizvođača kao i različitih modela i veličina. 2.
LL@(4978) The desktop video conference is the most commonly conducted video conference, employing the computer to which the monitor, the video camera, the microphone, loudspeakers, and the processing unit called codec (Coder-decoder) are attached. ~~~ The codec provides video conferencing via telephone (in case of desktop negotiations). => Introduction to Videoconferencing, http://www.video.ja.net/intro/ Stona video konferencija je najčešće izvođena video konferencija, uz korišćenje računara na koji su priključeni: monitor, video kamera, mikrofon i zvučnici, te procesorska jedinica zvana kodek (Coder-decoder), koji obezbeđuje video konferenciju preko telefonske linije (ako se radi o stonim pregovorima).
LL@(4979) Its task is twofold. => Njegov zadatak je dvostruk.
LL@(4980) On the front it has a role of the coder, that is, it receives the analogous video signal and codes it (digitalizes and compresses it). => Na predajnoj strani ima ulogu kodera, tj. uzima analogni video signal i kodira ga (digitalizuje i kompresuje).
LL@(4981) On the reception side it has a role of a decoder, that is, it decompresses the incoming, digitalized video signal and transforms it into the analogous signal. => Na prijemnoj strani ima ulogu dekodera, tj. dekompresuje ulazni, digitalizovani video signal, i ga pretvara u analogni signal.
LL@(4982) The quality of picture and sound transmittance largely depends on the codec, since losses occur during the compression of the outcoming video signal and the bandwidth. => Kvalitet prenosa slike i zvuka uveliko zavisi o kodeku, jer ima gubitke prilikom kompresije izlaznog video signala, i propusnosti komunikacijske linije (Bandwidth).
LL@(4983) The consequences of a slow codec or a poor bandwidth are the interrupted picture and the delay in the sound signal. => Posledice sporog kodeka ili niske propusnosti komunikacijske linije su isprekidana slika i kašnjenje zvučnog signala.
LL@(4984) In February 1994 the CU-SeeMe software for Macintosh was created, making it possible for the video conference to be conducted. ~~~ Next year the same was created for the Windows. => Februara 1994. godine osmišljen je softver CU-SeeMe za Macintosh, koji je omogućavao održavanje video konferencije, a sledeće godine je napravljen i za Windows.
LL@(4985) The Microsoft NetMeeting, whose improved version is still used in computer-conducted video conferences, was created in April 1999. => Microsoft NetMeeting, koji se u poboljšanoj verziji i danas često koristi za održavanje video konferencija pomoću računara, zaživeo je aprila 1999. godine.
LL@(4986) As regards the type of communication network, the desktop video conference can be conducted in the following two ways: a) by an analogous video conference via a modem the modem and an analogous telephone line are used to connect the computer with another personal computer, i.e., the participant that uses similar communication equipment. b) using digital networks digital networks ensure a high quality of picture and sound transmission. => Zavisno od vrste komunikacijske mreže, stonu video konferenciju moguće je realizovati na sledeća dva načina: a) analognom video konferencijom pomoću modema računar je preko modema i analogne telefonske linije spojen s drugim personalnim računarom, tj. sagovornikom koji koristi sličnu komunikacijsku opremu. b) korišćenjem digitalnih mreža digitalne mreže osiguravaju vrlo visok kvalitet prenosa slike i zvuka.
LL@(4987) The above qouted equipment, the modem, the analogous or digital communication lines help conduct an Internet video conference, too. => Navedenom opremom, uključujući i modem, te analogne ili digitalne komunikacijske linije, moguće je realizovati i Internet video konferenciju.
LL@(4988) The Internet is, however, still too slow for conducting a quality video conference. => Međutim, Internet je još uvek prespor za izvođenje kvalitetne video konferencije.
LL@(4989) An additional flaw is that the line capacity is shared with other Internet data, which causes an interrupted video picture and a delay in the sound signal. => Dodatni nedostatak je deljenje kapaciteta linije s drugim Internet podacima, što uzrokuje isprekidanu video sliku i kašnjenje zvučnog signala.
LL@(4990) New methods in picture and sound compressions, as well as new capabilities of the Internet technology will allow for a higher quality video conferencing in the near future. => Novi načini kompresija slike i zvuka, kao i nove mogućnosti Internet tehnologije omogućiće kvalitetniju video konferenciju u skoroj budućnosti.
LL@(4991) Every participant in an audio or a video conference must be supplied by a necessary software that controls the messages exchange process between the partici pants. => Svaki učesnik audio ili video konferencije mora imati neophodan softver koji upravlja procesom razmene poruka između učesnika.
LL@(4992) Certain programmes, such as the above mentioned Microsoft NetMeeting and the virtual classrooms packages produced by Centra and LearnLinc companies are specially created for conferences, while in some other cases the necessary functionality may be achieved at special Web sites. => Neki programi, kao što je pomenuti Microsoft NetMeeting i paketi za virtuelne učionice firmi Centra i LearnLinc, namenski su pravljeni za konferencije, dok se u drugim slučajevima neophodna funkcionalnost može postići na posebnim Web stranicama.
LL@(4993) Besides the change in the video picture, the sound and the data, the desktop video conference frequently includes the document sharing. => Desktop video konferencija često osim izmene video slike, zvuka i podataka uključuje i deljenje dokumenata (Document sharing).
LL@(4994) The notion shared document means a possibility to add, amend, prepare or print a document which is simultaneously available to other parties. => Pod pojmom deljeni dokument, podrazumeva se mogućnost dodavanja, prepravljanja, spremanja ili štampanja nekog dokumenta, dostupnog u isto vreme različitim stranama.
LL@(4995) Thus, for example, if one of the participants has an open Word document and is writing in it, the other participant can see the same document on his screen and can add, alter, write in or print that same document. => Tako npr. ako neko od sagovornika ima otvoren Word dokument i nešto u njega piše, tada drugi sagovornik može na svom ekranu takođe videti taj isti dokument i može dodavati, prepravljati, upisivati ili štampati isti.
LL@(4996) The room-based video conference is meant for work among a larger number of participants, which meets all the conditions required in conducting any more complex negotiations. => Sobna video konferencija namenjena je za rad u prisustvu većeg broja sagovornika, što zadovoljava sve uslove potrebne za vođenje složenijih pregovora.
LL@(4997) A video conference may have a very high quality of transmission, however, the price of the communication and equipment in this case is equally high. => Video konferencija može imati vrlo visok kvalitet prenosa, ali zbog toga i vrlo visoku cenu komunikacije i opreme.
LL@(4998) Contrary to the desktop video conference, the room-based video conference uses one or two large monitors similar to television screens, larger loudspeakers and a larger vide camera, most commonly positioned between the monitors. ~~~ Nowadays videobeams are increasingly used. => Za razliku od stone video konferencije, sobna video konferencija koristi jedan ili dva velika monitora slična televiziji, veće zvučnike i veću video kameru, najčešće smeštenu između monitora, a danas se sve češće koriste i video-bimovi (video-beam).
LL@(4999) The equipment is usually mounted on a moving platform, therefore it is not confined to only one location, especially as regards the video-beam. => Oprema se obično nalazi na pokretnom postolju tako da nije vezana samo za jednu lokaciju, posebno što se tiče video-bima.
LL@(5000) It is connected to the communication network by more than two digital lines (most frequently a combination of 3 to 6 digital lines is used). => Obično je na digitalnu komunikacijsku mrežu spojena s više od dve digitalne linije (najčešće se koristi kombinacija od 3 do 6 digitalnih linija).
LL@(5001) The desktop and the room-based video conferences are only the types of video conferences as regards the equipment used, and they can be employed in the point-to-point and the multi-point types of communication too. => Stona (desktop) i sobna video konferencija samo su tipovi video konferencije obzirom na korišćenu opremu, a mogu biti primenjene i u point-to-point i u multi-point komunikaciji.
LL@(5002) Participation of more than five parties in a video conference is considered to result into a poor, ineffective communication. => Smatra se da učestvovanje više od pet strana u video konferenciji rezultuje lošom, neefektivnom komunikacijom.
LL@(5003) The multi-point videoconference is conducted via a specific device called bridge (Multiple conference unit). => Multi-point video konferencija izvodi se upotrebom posebnog uređaja zvanog most (Multiple conference unit), odnosno ako se radi o računaru, onda o posebnom softveru.
LL@(5004)  => Satelitska video konferencija podrazumeva video konferenciju pomoću digitalne satelitske televizije, a često je koriste poznati svetski univerziteti kao način za povezivanje grupa studenata s različitih geografskih područja.
LL@(5005) In case a computer is used, there must be a specific software. => Ta komunikacija može biti putem elektronske pošte, slike ili zvuka.
LL@(5006)  => Satelitska video konferencija osigurava vrlo veliku propusnost (Bandwidth) i velike transmisijske brzine ka satelitu i od njega.
LL@(5007) Todays mobile phones allow for the meetings to be held in real time, with picture and sound, therefore we can also talk about a mobile video conference. => Današnji mobilni telefoni omogućavaju sastanke u realnom vremenu, uz sliku i zvuk, tako da možemo govoriti i o mobilnoj video konferenciji.
LL@(5008) They are available to all the subscribers of the third-generation network (3 G) who own the respective models of mobile phones. => Dostupni su svim pretplatnicima mreže treće generacije (3 G), koji imaju odgovarajuće modele mobilnih telefona.
LL@(5009) A number of persons can participate in such conferences, with the screen showing each of the participants. => U takvim konferencijama može sudelovati više osoba, pri čemu ekran prikazuje svakog od učesnika.
LL@(5010) It is also possible that the screen is not shared, that it shows only the portrait of the participant currently speaking. => Takođe, postoji i mogućnost da ekran ne bude podeljen, pa da na njemu bude slika samo onog učesnika koji trenut no govori.
LL@(5011) These conferences have become a commonplace in the business world, at least when the negotiations including lower stakes are concerned. ~~~ In the world of foreign affairs they can be used as a modernized version of the so-called napkin diplomacy. => U poslovnom svetu ovakve video konferencije su postale svakodnevne, bar što se tiče pregovora s manjim ulozima, dok se u svetu spoljne politike mogu koristiti kao osavremenjeni vid tzv. salvet diplomatije.
LL@(5012) CONCLUSION The development of the ICT and electronic business brought forth a significant acceleration in the negotiation process. => ZAKLJUČAK Razvoj IKT-a i elektronskog poslovanja doveo je do značajnog ubrzavanja procesa pregovaranja.
LL@(5013) This acceleration reached the level at which it is difficult to follow the processes without appropriate tools. => Ovo ubrzavanje dostiglo je nivo u kojem je teško pratiti procese bez pomoći odgovarajućih alata.
LL@(5014) On the other hand, globalization of business made it necessary that the negotiation processes be conducted on a world level, among the parties geographically distant from one another. => S druge strane, globalizacija poslovanja stvorila je potrebu da se pregovarački procesi obavljaju na svetskom nivou između strana koje su na različitim geografskim lokacijama.
LL@(5015) Companies became global, with a need for the communication to be conducted both within their organizational units and with the environment. => Kompanije su postale globalne, sa potrebom da komuniciraju unutar svojih organizacionih jedinica i sa okruženjem.
LL@(5016) Communication is carried out on a number of levels: Communication within the organization; Communication between organizations (bilateral); Communication among organizations (multilateral, network communication); Communication with local leaders; Communication with and among decision makers; Communication with the media; Communication between the conflicting parties. => Komunikacija se ostvaruje na više nivoa: ~~~ Komunikacija u okviru organizacije. ~~~ Komunikacija između organizacija (bilateralna).
LL@(5017) In order that contacts on a global world level should be conducted, it is necessary that we dispose of the technology capable of supporting such contacts. => Komunikacija između organizacija (multilateralna, mrežna komunikacija).
LL@(5018) It is the ENS that make the preconditions of business linking and negotiations. => Komunikacija sa lokalnih lidera. ~~~ Komunikacija sa i između donosioca odluka.
LL@(5019) The Satellite video conference is a video conference via digital satellite television, and is commonly used by well-known world universities as a method of linking groups of students from different geographical areas. => Komunikacija sa medijima. ~~~ Komunikacija između strana u konfliktu.
LL@(5020) This communication may be conducted via electronic mail, via picture or via sound. => Da bi se na globalnom svetskom nivou ostvarili kontakti, potrebno je imati tehnologiju koja omogućava ovakve kontakte.
LL@(5021) The satellite video conference ensures a high bandwidth and great transmission speeds towards the satellite and back. => Upravo su ENS sistemi ti koji stvaraju preduslove za poslovno povezivanje i pregovaranje.
LL@(5022) The ENS differ from other information systems in that they are primarily directed towards networks and depend on an ever-present connection to the Internet. => ENS se razlikuju od drugih informacionih sistema u tome što su pre svega usmereni na mrežu i zavise od uvek prisutne povezanosti s Internetom.
LL@(5023) They allow for a close connection of business processes within and without the company (e.g., value chain systems and supply chain management) as well as a large number of systems ensuring access from any place. => Oni omogućavaju čvrstu vezu poslovnih proseca unutar i van preduzeća (npr. sistemi lanaca vrednosti i upravljanje lancem snabdevanja) i veliki broj sistema za pristup sa bilo kog mesta.
LL@(5024) The negotiation systems used on the Internet dif fer from the previous systems that were used on personal computers and in local and even the networks covering large areas in both the mechanisms and the technologies of use. => Sistemi pregovaranja koji se koriste na Internetu razlikuju se od prethodnih sistema koji se koriste na samostalnim kompjuterima ili lokalnim, pa čak i mrežama koje pokrivaju velike oblasti, i to po mehanizmima i tehnologijama primene.
LL@(5025) Finally, a conclusion can be drawn that electronic negotiations in local and international business and political relations have a future, because of the safety of negotiating parties, because mutually favourable agreements can be reached in a shorter period of time and because of the lower costs in conducting the negotiation process in comparison to classic negotiations. => Na kraju, može se zaključiti da elektronsko pregovaranje u lokalnim i međunarodnim poslovnim i političkim odnosima ima svoju budućnost zbog: bezbednosti pregovaračkih strana, bržeg dolaženja do obostrano zadovoljavajućeg sporazuma, te malih troškova održavanja pregovaračkog procesa u odnosu na klasično pregovaranje. ~~~ LITERATURA Š1Ë Gregory E. Kersten:
LL@(5026) REFERENCE Š1Ë Gregory E. Kersten: E-negotiation systems: Interaction of people and technologies to resolve conflicts, http://interneg.concordia.ca/interneg/research/papers/2004/08.pdf Š2Ë L. Thompson, J. Nadler: Negotiation via Infor mation Technology: Theory and Application, Journal of Social Studies, br. 58/2002. => E-negotiation systems: ~~~ Interaction of people and technologies to resolve conflicts, http://interneg.concordia.ca/interneg/research/papers/2004/08.pdf Š2Ë L. Thompson, J. Nadler: ~~~ Negotiation via Infor mation Technology: ~~~ Theory and Application, Journal of Social Studies, br. 58/2002. Š3Ë Branko Rakita:
LL@(5027) Š3Ë Branko Rakita: Direktna prodaja i poslovno pregovaranje na inostranim tržištima, Plasman i tržište - Naučno-stručni časopis za permanentno obrazovanje kadrova, Beograd, br. 34/2000. => Direktna prodaja i poslovno pregovaranje na inostranim tržištima, Plasman i tržište - Naučno-stručni časopis za permanentno obrazovanje kadrova, Beograd, br. 34/2000. Š4Ë The Impact of the e-Economy on European Enterprises:
LL@(5028) Š4Ë The Impact of the e-Economy on European Enterprises: Economic Analysis and Policy Implications, http://www.eeuropestandards.org/Docs/COM_2001_711%20du%202911-2001-EN.pdf Š5Ë The e-Economy in Europe Conference, http://europa.eu.int/comm/enterprise/events/eeconomy/index.htm Š6Ë David Rothkopf: Cyberpolitik: The Changing Nature of Power in the Information Age, Journal of International Affairs, 2/1998. => Economic Analysis and Policy Implications, http://www.eeuropestandards.org/Docs/COM_2001_711%20du%202911-2001-EN.pdf Š5Ë The e-Economy in Europe Conference, http://europa.eu.int/comm/enterprise/events/eeconomy/index.htm Š6Ë David Rothkopf: ~~~ Cyberpolitik:
LL@(5029) Š7Ë e-Learning Site - Negotiation Analysis: http://www.negotiation.hut.fi Š8Ë C. Richards: Distance Education On-Campus Learning and E-Learning Convergences: An Australian Exploration, International Journal on e-Learning, br. 1, 2000. => The Changing Nature of Power in the Information Age, Journal of International Affairs, 2/1998. Š7Ë e-Learning Site - Negotiation Analysis: http://www.negotiation.hut.fi Š8Ë C. Richards: ~~~ Distance Education On-Campus Learning and E-Learning Convergences:
LL@(5030)  => An Australian Exploration, International Journal on e-Learning, br. 1, 2000. Š9Ë Fred Charles Iklé:
LL@(5031) Š9Ë Fred Charles Iklé: How Nation Negotiate, Fre derick A. Praeger, NewYork/Washington/London, 1968. => How Nation Negotiate, Fre derick A. Praeger, New York/Washington/London, 1968. Š10Ë R. Fišer, V. Juri:
LL@(5032) Š10Ë R. Fišer, V. Juri: Kako stići do DA, Mono & Mañana, Beograd, 2005. => Kako stići do DA, Mono & Mañana, Beograd, 2005. Š11Ë Introduction to Videoconferencing, http://www.video.ja.net/intro/ Š12Ë @ivorad Kovačević:
LL@(5033) Š11Ë Introduction to Videoconferencing, http://www.video.ja.net/intro/ Š12Ë @ivorad Kovačević: Međunarodno pregovara nje, Filip Višnjić / Diplomatska akademija MSP SCG, Beograd, 2004. => Međunarodno pregovara nje, Filip Višnjić / Diplomatska akademija MSP SCG, Beograd, 2004. Š13Ë James R. Silkenat, Jeffrey M. Aresty:
LL@(5034) Š13Ë James R. Silkenat, Jeffrey M. Aresty: International Busines Negotiations: A Comparsion of Cross-Cultural Issues ans Succesful Approaches, American Bar Association, Chicago, 1994. => Inter national Busines Negotiations: ~~~ A Comparsion of Cross-Cultural Issues ans Succesful Approaches, American Bar Association, Chicago, 1994. Š14Ë David Bollier:
LL@(5035) Š14Ë David Bollier: The Rise of Netpolitik, The Aspen Institute, Washington, 2003. => The Rise of Netpolitik, The Aspen Institute, Washington, 2003. Š15Ë Paul Walker:
LL@(5036) Š15Ë Paul Walker: A Chronology of Game Theory, http://www.econ.canterbury.ac.nz/hist.htm Š16Ë Berglund Center for Internet Studies, http://bcis.pacificu.edu/journal/2002/03/editorial.php Š17Ë www.management.org.yu/pdf/issues.pdf Š18Ë http://www.carleton.ca/e-mer ge/v2_art/v2_art1/9.html Š19Ë http://www.isn.ethz.ch/onlinepubli/publihouse/infosecurity/volume_7/a2/A2_index.htm, authors: Sheryl J. Brown and Margarita S. Studemeister Š20Ë http://www.usip.org/oc/virtual_dipl.html.) => A Chronology of Game Theory, http://www.econ.canterbury.ac.nz/hist.htm Š16Ë Berglund Center for Internet Studies, http://bcis.pacificu.edu/journal/2002/03/editorial.php Š17Ë www.management.org.yu/pdf/issues.pdf Š18Ë http://www.carleton.ca/e-mer ge/v2_art/v2_art1/9.html Š19Ë http://www.isn.ethz.ch/onlinepubli/publihouse/infosecurity/volume_7/a2/A2_index.htm, authors:
LL@(5037) Š21Ë http://www bsac.eecs.berkeley.edu/čwarneke/pubs/cbnp_workshop-summary.html Š22Ë http://www.cse.ohio-state.edu/sie fast/nest/nest_webpage/ALineInTheSand.html Š23Ë http://www.eng.ohio-sta te.edu/news/coe_news/nie/nie752/feature_wires.html Š24Ë http://www-bsac.eecs.berkeley.edu/archi ve/users/warneke-brett/SmartDust/ Š25Ë http://robotics.eecs.berkeley.edu/čpi ster/SmartDust/ Š1Ë http://www.csis.org/ics/dia/concept.htm Managing Action Programs for Organization Development UDC 005.332.3 prof. dr Ljubomir Drakulevski, asis. mr Leonid Nakov Univerzitet Sv. ~~~ Kiril I Metodij, Ekonomski Fakultet, Skopje, drakul¿eccf.ukim.edu.mk; lnakov¿eccf.ukim.edu.mk XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. => Sheryl J. Brown and Margarita S. Studemeister Š20Ë http://www.usip.org/oc/virtual_dipl.html.) Š21Ë http://www bsac.eecs.berkeley.edu/čwarneke/pubs/cbnp_workshop-summary.html Š22Ë http://www.cse.ohio-state.edu/sie fast/nest/nest_webpage/ALineInTheSand.html Š23Ë http://www.eng.ohio-sta te.edu/news/coe_news/nie/nie752/feature_wires.html Š24Ë http://www-bsac.eecs.berkeley.edu/archi ve/users/warneke-brett/SmartDust/ Š25Ë http://robotics.eecs.berkeley.edu/čpi ster/SmartDust/ Š26Ë http://www.csis.org/ics/dia/concept.html Upravljanje akcionim programima u cilju organizacionog razvoja UDK 005.332.3 prof. dr Ljubomir Drakulevski, asis. mr Leonid Nakov Univerzitet Sv. Kiril I Metodij, Ekonomski fakultet, Skopje, drakul¿eccf.ukim.edu.mk; lnakov¿eccf.ukim.edu.mk XI internacionalni simpozijum SymOrg 2008. 10.-13. septembar 2008.
LL@(5038) Belgrade, Serbia The process of managing organization development is fundamentally a comprehensive, highly planned and systematic approach to implement and further improve a broader, long-range perspective of the change management efforts. => Beograd, Srbija Proces upravljanja organizacionim razvojem je u osnovi detaljan, pažljivo planiran i sistematski pristup u implemetaciji i unapređivanju jedne šire, dugoročne perspektive u upravljanju promenama.
LL@(5039) The very organization development, as an emerging discipline aimed at improving the overall organization effectiveness, developing the potential of the individual members and creating the basis for a continuous and profound change is neither a micro approach to change, nor it refers to a single, random or an ad-hoc change technique. => Sam organizacioni razvoj, kao nova disciplina nastala sa ciljem da se unapredi ukupna efektivnost organizacije, razvije potencijal pojedinačnih članova i stvori osnova za stalne i duboke promene, nije ni mikro pristup promenama, niti se pak odnosi na neku pojedinačnu, slučajnu ili ad-hoc tehniku promene.
LL@(5040) Therefore, it is often considered as an integration of action programs aimed at creating and maintaining the organization capability to predict, adapt and change, particularly the attitudes, capabilities and the morale of the organization members. => Stoga se često smatra spojem akcionih programa za stvaranje i održavanje sposobnosti organizacije da predvidi, da se prilagodi i da se menja, posebno kada su u pitanju stavovi, sposobnosti i moral članova organizacije.
LL@(5041) Nowadays, the principal issues of organization development emerges from transformational restructuring, reengineering and responsible flattening the management hierarchy, to creating and managing a reconfigurable organization, as a flexible and able to change system on an annual, monthly, weekly, daily, or even hourly time frame. => U današnjem svetu, najznačajnija pitanja organizacionog razvoja tiču se transformacionog restruktuiranja, reinženjeringa i odgovorhog splošnjavanja upravljacke hierarhije, kreiranja i održavanja organizacije koja se može preoblikovati, kao sistemu koji je fleksibilan i sposoban za promenu, na godišnjoj, mesečnoj, nedeljnoj, dnevnoj osnovi, pa čak i kad su u pitanju sati.
LL@(5042) The reconfigurable organization focuses the attention to the continuing need for a long-range strategies to improve strategic organizational decision making process and the relationships among organization members, in order to meet the changing conditions. => Organizacija koja se rekonfiguriše fokusira svoju pžnju na kontinuiranu potrebu za dugoročnim strategijama za unaprđjivanje procesa strategijskog odlučivanja i odnosima između članova u organizaciji, sa ciljem da se predvide okolnosti koje se konstantno menjaju.
LL@(5043) These strategies are the framework for the planned change techniques, well known as the action programs for organization development. => Ove strategije su osnov za planirane tehnike promena, dobro poznate kao akcioni programi za organizacioni razvoj.
LL@(5044) The process of managing the action programs for organization development would be a central point in the proposed scientific work. => Proces upravljana akcionim programima za organizacioni razvoj predstavlja središnju tačku ovog naučnog rada.
LL@(5045) It is of such an importance that determines the necessity to further modify, continue or discontinue the overall change efforts in the organization. => On je utoliko značajniji ukoliko ističe potrebu za daljim promenama, kontinuitetom ili diskontinuitetom ukupnih napora za promene u organizaciji.
LL@(5046) Finally, a successful action program for organization development must result in a modified or changed organization behavior and capacity for further organization development. => Konačno, uspešan akcioni program za organizacioni razvoj rezultira u izmenjeno ili u celosti promenjeno organizaciono ponašanje i sposobnostza dalji organizacioni razvoj.
LL@(5047) Introduction The fundamental evolutionary definition of the management discipline organizational development has been created by Richard Beckhard1, back in 1969, according to whom it is determined as an effort, planned, organization wide and managed from the top, to increase organization development and health through planned interventions in the organizations process, using behavioral science knowledge. => Uvod Osnovnu razvojnu definiciju organizacionog razvoja kao discipline menadžmenta dao je još 1969. godine Richard Beckhard1, koji ju je definisao kao planiranu, ciljanu organizaciju kojom se upravlja odozgo, a cilj joj je da unapredi razvoj i zdravlje organizacije putem planiranih intervencija u organizacionom procesu, a primenom znanja iz oblasti bihejviorističke teorije.
LL@(5048) The content of the above principal definition implies to the integration of theoretically systematic and practically oriented methods and techniques, fundamentally known as interventions, which are principally distinct from the general field of organizational change management. => Sadržaj gore navedene definicije podrazumeva integraciju teorijski sistematičnih i praktično orijentisanih metoda i tehnika, koje su u osnovi poznate kao intervencije, a koje su u suštini izdvojene iz opšte oblasti upravljanja organizacionim promenama.
LL@(5049) The basic reason for the distinction between the organizational change theory and the practice of organizational development lies in the momentum that most of the change management implementation methodologies have been influenced by the core values, concepts and framework of the organizational development, as a long range, stable, deliberate and highly planned framework for any change management effort. => Osnovni razlog što pravimo razliku između teorije o organizacionim promenama i prakse organizacionog razvoja nalazi se u stavu da je većina metodologija za implementaciju upravljanja promenama nastala pod uticajem osnovnih vrednosti, koncepata i okvira organizacionog razvoja, kao dalekosežni, stabilan, nameran i brižljivo planirani okvir za svaki postupak u upravljanju promenama. 1 Beckhard R., Organization Development:
LL@(5050) 1 Beckhard R., Organization Development: Strategies and Models, Addison - Wesley, Reading, Mass, 1969, p.9 At early days, in 40s, 50s and 60s, organizational development has been quite sober and business oriented, emphasizing the fact that an individual could flourish only when contributing to organizational purposes, theories predominantly influenced by the work of McGregor, Maslow and Herzberg. => Strategies and Models, Addison Wesley, Reading, Mass, 1969, p.9 Na samom početku, četrdesetih, pedesetih i šezdesetih godina dvadesetog veka, organizacioni razvoj bio je normalan i poslovno orijentisan proces koji je insistirao na činjenici da pojedinac može da postigne uspeh samo kada doprinosi ciljevima organizacije, a na ovakve teorije koje su svojim radovima prevsahodno uticali Mc Gregor, Maslow i Herzberg.
LL@(5051) OD has been perceived as mobilization of information, energy and resources that are present in an organization, but currently diverted to unconstructive channels, for organizational improvement. => OD (organizacioni razvoj) posmatran je kao mobilizacija informacija, energije i resursa kojima organizacija raspolaže, ali koji su do tada bili usmereni u pravcu koji nije donosio uspeh. ~~~ Cilj ove mobilizacije jeste organizaciono poboljšanje.
LL@(5052) Starting from the 80s, an enormous accent in the organizational development is given to the human centered strategies and tactics which contributed committed practitioners of the organizational development to build-up a clear and prescriptive value orientation. => Od osamdesetih godina dvadesetog veka veliki značaj u oblasti organizacionog razvoja pripisuje se strategijama i taktikama koje u središte pažnje postavljaju ljudski faktor, a na osnovu kojih praktičari u oblasti organizacionog razvoja kreiraju i propisuju jasnu vrednosnu orijentaciju.
LL@(5053) The importance of creating a value principally for the overall organization, and also for the individuals and groups or teams, in accordance with the prevailing view of the foremost management authors, is centered in the following assumptions: 1. => Značaj kreiranja vrednosti za organizaciju u celini, ali i za pojedince i grupe ili timove, u skladu sa stavovima najistaknutijih autora u oblasti menadžmenta, ogleda se u sledećim pretpostavkama: ~~~ 1.
LL@(5054) Every individual affected by change should be involved in the change implementation 2. => Svaki pojedinac na kojeg će promena uticati tre ba da bude obuhvaćen primenom promena. 2.
LL@(5055) Any effort in developing the organization should rely on the capability of the employees to prepare and implement the action change programs, well known as action programs 3. => Svaki napor u razvoju organizacije treba da se oslanja na sposobnosti zaposlenih da pripreme i primene programe akcionih promena, poznatije kao akcione programe. 3.
LL@(5056) The prevailing focus of this programs should be placed in the organizational dimensions that constitute the core competence and competitive advantage The goal of any organizational development intervention is to create a methodological approach in order to effect change in the target organization, or in a specific organizational section, and reframe the structure, context and the behavior of the specific organization. => Najveću pažnju u ovim programima treba posvetiti organizacionim dimenzijama koje predstavljaju osnovnu kompetentnost i konkurentnu prednost. ~~~ Cilj svake intervencije u domenu organizacionog razvoja jeste da se razvije metodološki pristup pomoću kojeg će se ostvariti promene u ciljnoj organizaciji ili u određenom sektoru organizacije i preoblikovati struktura, kontekst i ponašanje te određene organizacije.
LL@(5057) Organizational development is an ongoing process because an organization can not remain static and effective, at the same time. => Organizacioni razvoj predstavlja trajni proces, pošto organizacija ne može u isto vreme da ostane statična i da bude efikasna.
LL@(5058) Therefore, organizations develop anticipative management systems and methods, such as action change programs. => Stoga organizacije razvijaju sisteme i metode upravljanja pomoću kojih mogu da predviđaju, kao što su akcioni programi za promene.
LL@(5059) As a process for continuous improvement, organizational development states that the completion of one change cycle leads to another cycle in the development process, whereas changes on the following cycle are on a higher level than of the previous one. => Pošto je u pitanju proces stalnog usavršavanja, organizacioni razvoj nalaže da završetak jednog ciklusa promena vodi u novi ciklus u razvojnom procesu, pri čemu su promene u tom narednom ciklusu na višem nivou nego u prethodnom ciklusu. 1.
LL@(5060) 1. => Model akcionog istraživanja Teorija menadžmenta poznaje dva klasična tipa modela intervencije u oblasti organizacionog razvoja2: (cid:
LL@(5061) Action research model In the theory of management exist two classical types of intervention models in the field of organizational development2: (cid:34) The planning model and (cid:34) The action research model Evolutionary, the strategy for action science in organizational development was defined and vigorously advanced by the work of Kurt Lewin, back in 1946, and also by Chris Argyris, Donald Schon, John Dewey and others. => model planiranja i (cid: ~~~ model akcionog istraživanja U evolucionom smislu, strategiju učenja o akciji u oblasti organizacionog razvoja u svojim radovima definisali su i veoma unapredili Kurt Lewin, još 1946. godine, a onda i Chris Argyris, Donald Schon, John Dewey i drugi.
LL@(5062) In the field of the organizational development, action science is also known as action inquiry, action research most commonly used, or organizational learning. => U oblasti organizacionog razvoja, učenje o akciji je poznato i pod nazivom akciono ispitivanje, akciono istraživanje što se najčešće i upotrebljava, ili organizaciono učenje.
LL@(5063) Action research aims to contribute both to the practical concerns of people in immediate problematic situation and to the goals of the social science by joint collaboration within a mutually acceptable ethical framework. => Cilj akcionog istraživanja jeste da doprinese kako praktičnim potrebama ljudi u neposrednim problemskim situacijama, tako i ciljevima nauke o društvu, zajedničkim delovanjem i okviru obostrano prihvatljivog etičkog okvira.
LL@(5064) As such, it is a type of applied social research intervention model. => Kao takvo, akciono istraživanje predstavlja jednu vrstu interventnog modela primenjenog istraživanja društva.
LL@(5065) Each action research focuses primarily on identifying and resolving difficult, complex, real life problems, vital for the organizational change and development. => Svako akciono istraživanje prvenstveno se fokusira na otkrivanje i rešavanje teških i složenih problema iz realnog života, a koji su od presudnog značaja za organizacione promene i razvoj.
LL@(5066) It uses actionable data in order to detect and correct gaps between descriptive claims and practical outcomes. => Ono koristi primenljive podatke pomoću kojih pronalazi i ispravlja neusklađenosti između opisnih, teorijskih tvrdnji i praktičnih ishoda.
LL@(5067) In spite of the numerous individual methods and techniques for the organizational development intervention, such as sensitivity training, structural change, process consultation, survey feedback, team building, intergroup development, role negotiation and many others, the fundamental types of intervention models form a broader perspective through which changes are planned, effected, monitored and controlled. => Uprkos velikom broju pojedinačnih metoda i tehnika koji se koriste pri intervencijama u organizacioni razvoj, na primer, obuka u oblasti osetljivosti, strukturne promene, konsultacije u procesu, povratna sprega dobijena ispitivanjem, stvaranje timova, razvoj saradnje između grupa, primena uloga i mnogim drugima, osnovni tipovi modela intervencije čine širu perspektivu u okviru koje se promene planiraju, izvode, prate i kontrolišu.
LL@(5068) The first, planning model refers to creating, acting and stabilizing a plan for organizational development and consequently following a detailed prescription of the road to be followed. => Prvi, model planiranja, odnosi se na stvaranje, primenu i stabilizaciju plana organizacionog razvoja i doslednog praćenja detaljnog uputstva o tome kako preduzimati planom propisane aktivnosti.
LL@(5069) However, the originally created plan is usually subject to modification and refinement, as a result of the internal and external unforeseen changes. => Ipak, prvobitni plan se često mora menjati ili usavršavati, što će zavisiti od nepredviđenih promena kako unutar organizacije tako i van nje.
LL@(5070) The organizational framework of the action programs for organizational development is placed in the action research model, that differs from the traditional planning model in the following respects3: It is a cyclical or iterative process, meaning that the results from the interventions are fed back in such a way that further changes and improvements can be implemented The very research signals the aim of generating knowledge which can be applied in other organizational settings While planning model presumes a so called one off intervention, the action research model emphasizes the cyclical character of the organizational change and development. => Organizacioni okvir akcionih programa za organizacioni razvoj postavlja se u model akcionog istraživanja, koji se od tradicionalnog modela planiranja razlikuje po sledećim karakteristikama3: ~~~ To je ciklični i iterativni proces, što znači da o rezultatima intervencije postoji takva povratna informacija koja omogućava sprovođenje daljih promena i poboljšanja. ~~~ I samo istraživanje ukazuje na to da je cilj stvaranje znanja koje se onda može primeniti i u drugim organizacionim situacijama.
LL@(5071) At the same time, the goal of the planning model is to improve the personal and organizational effectiveness, whereas the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances. => Za razliku od modela planiranja koji podrazumeva takozvanu jednokratnu informaciju, model akcionog istraživanja insistira na cikličnoj prirodi organizacione promene i razvoja.
LL@(5072) The applicative importance of the action research model lies in the fact that it4 involves collecting information about the organization, feeding this information back to the client system, and developing and implementing action programs to improve system performance. => Istovremeno, cilj modela planiranja jeste da poboljša ličnu i organizacionu efektivnost, dok je cilj modela akcionog istraživaja da stvori novo organizaciono znanje i uvide koji bi mogli da se primene u različitim organizacionim okolnostima. 2 Cummings T and Worley C., Organizational Development and Change, West Publishing Company, Minneapolis/St.
LL@(5073) Fundamentally, the purpose of each action program is to increase the organizational effectiveness, by the ap 2 Cummings T and Worley C., Organizational Development and Change, West Publishing Company, Minneapolis/St. Paul, 8th ed., 2004, p.223 3 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 4 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.16 plication of the organizational development value and techniques. => Paul, 8th ed., 2004, p.223 3 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 4 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.16 Značaj primenljivosti modela akcionoh istraživanja jeste u činjenici da on4 obuhvata prikupljanje informacija o organizaciji, unošenje ovih informacija u klijentov sistem i razvijanje i primenu akcionih programa u cilju poboljšanja rada i učinka sistema.
LL@(5074) Therefore, the primary challenge of managers and change agents is to manage the above mentioned action programs, in order to direct the changes within the scope of the organization development. => U osnovi, cilj svakog akcionog programa jeste da poveća efektivnost organizacije primenom vrednosti i tehnika za organizacioni razvoj. 1.
LL@(5075) 1.1. ~~~ Relationship between action research and organizational development The challenge of detailing the relationship between the action research and the overall organization development, in fact, implies to creating an action research perspective to the organizational development. => Odnos između akcionog istraživanja i organizacionog razvoja Detaljno obrazlaganje odnosa između akcionog istraživanja i ukupnog organizacionog razvoja u stvari predstavlja osnovu za stvaranje jedne perspektive akcionog istraživanja u cilju organizacionog razvoja.
LL@(5076) This approach stimulates continual inquiry, development and consciousness in our selves and our colleges, through creating processes and structures for so called collaborative inquiry. => Ovaj pristup podrazumeva neprekidno ispitivanje, razvoj i svest o sebi i o kolegama, a putem razvijanja procesa i struktura za takozvano saradničko ispitivanje.
LL@(5077) The nature of their relations specifies the fact that both of them are pragmatic, rooted in participative management methods and aimed to improve the behavior through engagement of all concerned. => Priroda ovih odnosa naglašava činjenicu da su i jedno i drugo pragmatični, ukorenjeni u metode učesničkog menadžmenta i da im je cilj da unaprede ponašanje putem angažovanja svih zainteresovanih strana.
LL@(5078) In other words, both of them propose that we can not generate a valid understanding of a certain person, unless we fully engage with him/her. => Drugim rečima, i akciono istraživanje i organizacioni razvoj podrazumevaju da neku osobu ne možemo zaista razumeti i sagledati ako s njom/njim ne sarađujemo sve vreme.
LL@(5079) Action research is a practice for systematic development of knowing and knowledge which brings together the action and reflection, theory and practice. => Akciono istraživanje predstavlja postupak sistematskog razvijanja saznavanja i znanja koje spaja akciju i razmišljanje, teoriju i praksu.
LL@(5080) The organizational perspective of the action research bears the following dimensions5: a. Pragmatic and concerned with addressing practi cal issues b. Democratic, both in the sense of involving people and in seeking to enable people to create their own knowledge in learning organizations c. Extended epistemology of many ways of know ing and valuing, propositional and conceptual d. Value oriented in terms of contribution economic, political, psychological, spiritual and ecological e. => Organizaciona perspektiva akcionog istraživanja odlikuje se sledećim dimenzijama5: a. ~~~ Pragmatičnost i okrenutost praktičnim problemima b.
LL@(5081) Developmental from tentative beginnings to ward more significant influence Action research and the organization development involve an active interplay between me my own experience and behavior, us our immediate peers and them the wider organization and encourage simultaneous attention to all 3 perspectives. => Demokratičnost, kako u smislu obuhvata ljudi, tako i u smislu njihovog osposobljavanja da stvaraju sopstveno znanje u organizacijama koje uče c. ~~~ Proširena epistemologija velikog broja načina saznavanja i vrednovanja, predloženog i konceptualnog d.
LL@(5082) Initially, organization development, in relation to the action research, is needed in the following situations6: 1. => Usmerenost na vrednosti u smislu doprinosa ekonomskog, političkog, psihološkog, duhovnog i ekološkog e.
LL@(5083) The current nature of the organization is leading to a failure to achieve objectives 2. => Opredeljenost za razvoj od početaka kroz probne aktivnosti do značajnijeg uticaja.
LL@(5084)  => Akciono istraživanje i organizacioni razvoj podrazumevaju aktivni odnos između mene mog sopstvenog iskustva i ponašanja, nas naših neposrednih saradnika i njih šire organizacije i podstiču nas da istovremeno uzimamo u obzir sve tri ove perspektive.
LL@(5085) Change is required to react faster to external alter ations 3. => U početku, organizacioni razvoj je, u odnosu na akciono istraživanje, potreban u sledećim situacijama6:
LL@(5086) The introduction of factors, such as new technology requires change in the organization itself and 4. => Trenutno stanje organizacije dovodi do toga da neće moći da ostvari ciljeve Promena je potrebna da bi se brže reagovalo na promene u okruženju Uvođenje nekih činilaca, na primer, nove tehnologije, zahteva promene u samoj organizaciji i Uvođenje promena zahteva da se usvoji novi pristup.
LL@(5087) The introduction of change allows a new approach to be adopted The contemporary state of development of the action research model, in the state of action programs for organization development, has been originally created as a model in consecutive phases, integrated with a feedback mechanism. => Trenutno stanje u razvoju modela akcionog istraživanja u okviru akcionih programa za organizacioni razvoj u početku se razvijalo kao model u uzastopnim fazama, i integrisalo se sa mehanizmom povratne sprege.
LL@(5088) Table 1. => Tabela 1.
LL@(5089) The action research model Phases Stage 1 Stage 2 Stage 3 Key executive perception of problems Consultation with behavioral scientist consultant Data gathering and diagnosis by consultant Further data gathering Feedback to key client or client group 5 Reason P. and McArdle L. K., Action Research and Organizational Development, Organizational Development, Sage Publications, 2005, p.5 6 Paton R. A. and McCalman J., Change Management - A Guide to Effective Implementation, Sage Publications, 3rd ed., 2008, p.217 Phases Stage 1 Stage 2 Stage 3 Joint action planning Data gathering Feedback to client group Discussion and work on data feedback and data by client group Action planning Action (new behavior) Data gathering Feedback Discussion and work on feedback and emerging data Action planning Action Source: Regents of the University of California, Reprinted from California Management Review, XII(2):26, Fig. 1 he popularity of the action research model grew in the 70s, owing to the intensive usage of the participative management and the concept of organization development. => Model akcionog istraživanja Faze Etapa 1 Upravni organ zapaža problem Konsultacije sa savetnikom za proučavanje ponašanja Konsultant prikuplja podatke i utvrđuje dijagnozu Dalje prikupljanje podataka Povratna informacija ključnom klijentu ili klijentskoj grupi Etapa 2 Etapa 3 5 Reason P. and McArdle L. K., Action Research and Organizational Development, Organizational Development, Sage Publications, 2005, p.5 6 Paton R. A. and McCalman J., Change Management A Guide to Effective Implementation, Sage Publications, 3rd ed., 2008, p.217 Faze Etapa 1 Zajedničko planiranje akcije Etapa 2 Etapa 3 Prikupljanje podataka Povratna informacija klijentskoj grupi Diskusija i rad na povratnoj informaciji i podacima koje je dala klijentska grupa Planiranje akcije Akcija (novo ponašanje) Prikupljanje podataka Povratna informacija Diskusija i rad na povratnim informacijama i novim podacima Planiranje akcije Akcija Izvor: ~~~ Važeći podaci sa Univerziteta u Kaliforniji, preneti iz California Management Review, XII(2): ~~~ slika 1. Popularnost modela akcionog istraživanja porasla je 1970-ih godina zahvaljujući veoma naglašenoj primeni participativnog upravljanja i koncepta organizacionog razvoja.
LL@(5090) It is highly important to emphasize that the new behavior arises in the 11th phase, in the 2nd stage, which indicates the depth of the model. => Veoma je važno naglasiti da se novo ponašanje javlja u jedanaestoj fazi, u 2. etapi, što ukazuje na to kolika je dubina modela.
LL@(5091) In the essence of the participative management and the concept of organization development is the fundamental belief that effective change requires joint decision making by the managers and the employees, which is initially connected with the fact that the corporate environment and the conditions of business must be understood before the research begins, as a fundamental point of the action research model. => U biti participativnog upravljanja i koncepta organizacionog razvoja nalazi se osnovni stav da efektivna promena zahteva da menadžeri i zaposleni zajednički odlučuju, što je u početnoj fazi povezano s činjenicom da se korporativno okruženje i uslovi poslovanja moraju razumeti i upoznati pre nego što počne istraživanje, a što je osnovna postavka modela akcionog istraživanja.
LL@(5092) The fundamental scientific importance of the action research model is in the fact that it integrates the organizational perspective of the action research process. => Vrednosno ispunjeno Induktivno Pokazuje međusobnu povezanost faktora Kontekstualno povezano i Nameće situacionu teoriju Organizaciona dimenzija akcionog istraživanja pokazuje da ono predstavlja veoma ubedljiv prikaz povezanosti između programa promena i postignutog učinka.
LL@(5093) As a phenomenological, i.e. qualitative management technique, action research possesses the characteristics7 of being: Subjective, as seen by the eyes of the study par ticipant Interactive Value laden Inductive Showing interaction of factors Context bound and Imposes situational theory The organizational dimension of the action research states that it links a highly persuasive demonstration of the linkage between the change program and the achieved performances. => Prvobitni dokaz za ovo jeste da pojedinci koji su neposredno učestvovali u intervencijama za promene lako prihvataju takozvanu uzročno-posledičnu vezu koja je razvijena tokom primene modela akcionog istraživanja. 1.
LL@(5094) The original proof of this is the true that those individuals that participated directly in the change interventions are easily inclined to ac 7 Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006, p.316 cept the so-called the cause-and-effect relationship, that has been developed during the usage of the action research model. ~~~ 1.1.1. => Organizacija sposobna da se preoblikuje Osnovni naučni značaj modela akcionog istraživanja jeste da on integriše organizacione perspektive procesa akcionog istraživanja.
LL@(5095) Reconfigurable organization In order to predict and achieve the dynamic and intensive changes in the market circumstances, todays forms of organizations dramatically change. => Da bi se predvidele i postigle dinamične i intenzivne promene u tržišnim uslovima, današnji oblici organizacije doživljavaju dramatične promene.
LL@(5096)  => Kao fenomenološka, t.j., kvalitativna tehnika upravljanja, akciono istraživanje ima određene karakteristike.
LL@(5097) Global, cultural, technological, competitive and management determinants change the prevalent method of doing business. => Ono je7: ~~~ Globalne, kulturne, tehnološke, konkurentske i upravljačke odrednice utiču na promene u preovlađujućem metodu poslovanja.
LL@(5098) Therefore, organizations usually react by flattering the management and particularly organizational hierarchy, restructuring around partly or completely various core business competences, reengineering the processes, downsizing the number of the employees, outsourcing the less fundamental activities, benchmarking etc. => Stoga organizacije obično re Subjektivno, pošto se promatra očima učesnika u studiji Interaktivno 7 Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006, p.316 aguju tako što smanjuju broj nivoa u hijerarhiji organizacije, i to tako što delimično ili sasvim preoblikuju različite osnovne poslovne kompetentnosti, pre-projektuju procese, smanjuju broj zaposlenih, iznajmljuju stručnjake sa strane za manje značajne aktivnosti, vrše benčmarking, itd.
LL@(5099) The contemporary term for the above explained type of organization is reconfigurable organization8, which is defined as an organization that is flexible and able to change on an annual, monthly, weekly, daily, or even hourly time frame. => Savremeni naziv za tip organizacije koji smo napred opisali jeste organizacija koja je sposobna da se preoblikuje8, a koja se definiše kao fleksibilna organizacija, sposobna da se menja na godišnjem, mesečnom, nedeljnom i dnevnom nivou, pa čak i iz sata u sat.
LL@(5100) The reconfigurable organization imposes the need to meet the changing conditions by developing a longrange strategies for improving the organizational decision making process. => Organizacija koja se preoblikuje nameće potrebu da se prilagodi promenljivim uslovima tako što će razviti dugoročne strategije za poboljšanje procesa odlučivanja u organizaciji.
LL@(5101) The process of creating a set of change techniques in order to constitute a systematic approach to the future organizational perspective leads to the organizational development. => Proces stvaranja skupa tehnika promene da bi se postigao sistematski pristup perspektivi organizacije u budućnosti vodi organizacionom razvoju.
LL@(5102) Within the organization development, the long-term capacity of maintaining and further developing the reconfigurable organization is effected through the action programs for organizational development. => U okviru organizacionog razvoja, ova dugoročna sposobnost za održavanje i dalji razvoj organizacije koja se preoblikuje, ispoljava se kroz akcione programe za organizacioni razvoj. 2.
LL@(5103) 2. ~~~ Action change programs Action change programs for organization development are based upon a systematic analyses of problems and an active commitment of the top management to develop and implement the change effort. => Programi akcionih promena Programi akcionih promena za organizacioni razvoj zasnivaju se na sistematskoj analizi problema i aktivnoj posvećenosti top menadžmenta razvijanju i primeni promena.
LL@(5104) The initial step in creating a sustainable action program is determining the organizational perception that the state of equilibrium needs to be changed in order to bring the system to new, qualitatively higher organizational vitality and predictability for changes. => Početni korak u kreiranju održivog akcionog programa jeste da organizacija shvati da se stanje ravnoteže mora menjati da bi se sistem doveo u novu, kvalitativno višu organizacionu vitalnost i novo predviđanje promena.
LL@(5105) The relationship of the organizational perspective of action research and the action change programs is conducted through 2 types of principles9: (cid:34) The research principles, which suggest the need for being creative in defining the real research question, generating theoretical concepts from the field, integrating concepts with the real life assumptions, manipulating and using multiple perspectives, verifying interpretations with perspectives in the field and treating the research setting as a case study (cid:34) The change principles, that refer to developing a collaborative relationship, conceptualizing the need of the changes to be made, changing the behavior and recognizing that expectations amplify or reduce resistances 2.1. => Odnos organizacionog viđenja programa akcionog istraživanja i programa akcione promene teče u skladu sa dve vrste principa9: (cid: ~~~ Principi istraživanja, koji pretpostavljaju potrebu da se bude kreativan prilikom definisanja prave teme istraživanja, stvaranja teorijskih koncepata na osnovu terenskih zapažanja, povezivanja koncepata sa pretpostavkama iz realnog života, proigravanje i primena višestrukih perspektiva, verifikacije tumačenja sa perspektivama na terenu i posmatranje mesta istraživanja kao studije slučaja. (cid: ~~~ Principi promena koji se odnose na razvijanje saradničkih odnosa, konceptualizaciju potrebe za promenama, promenu ponašanja i prihvatanja stava da očekivanja (mogu da) povećavaju ili smanjuju otpore. 2.
LL@(5106) Action programs in the model of organizational change The model of organizational changes that emphasizes the necessity of the action change programs consists of the following phases10: I Anticipating the need of change meaning that managers must anticipate the need for undertaking changes through action programs. => Akcioni programi u modelu organizacione promene Model organizacionih promena koji naglašava neophodnost programa akcionih promena ima sledeće faze10: ~~~ I Predviđanje potrebe za promenom što znači da menadžeri moraju da predvide potrebe za preduzimanjem promena u svojim programima aktivnosti.
LL@(5107)  => Ovu potrebu za promenama mora da oseti većina zaposlenih, da bismo mogli da ih ubedimo da usvoje novi način ponašanja.
LL@(5108) The need for change must be felt by the majority of employees in order to convince them to adopt the new behavior II Developing the consultant client relationship this phase predominantly determines the overall success or failure of the action program. => II Razvijanje odnosa konsultant klijent. ~~~ Ova faza je ključna za ukupni uspeh ili neuspeh akcionog programa.
LL@(5109) It is important to stress that the leader of the change initiative can be a non manager, or even a person from outside the organization III The diagnostic phase where actual collection of data, relevant to the situation perceived to be the problem, takes place. => Važno je naglasiti da lider inicijative za promene ne mora da bude menadžer; to može da bude čak i neko van organizacije. ~~~ III Faza dijagnoze u kojoj se vrši konkretno prikupljanje podataka značajnih za situaciju koja se doživljava kao problem.
LL@(5110) It is a very sensitive phase owing to the fact that week, inaccurate or faulty diagnosis can easily lead to creating a costly or ineffective action programs. => Ova faza je veoma osetljiva, zbog toga što slaba, neprecizna ili pogrešna dijagnoza može lako da dovede do kreiranja skupih programa koji nemaju efekta.
LL@(5111) This phase sets the stage for the action programs, in the scope of the long-range strategies and techniques IV Action Plans, strategies and techniques where various interventions, activities or programs, aimed at resolving problems and increasing organization effectiveness, take place. => U ovoj fazi stvara se podloga za akcione programe u okviru dugoročnih strategija i tehnika. ~~~ IV Akcioni planovi, strategije i tehnike gde se odvijaju različite intervencije, aktivnosti ili programi čiji je cilj rešavanje problema i povećanje efektivnosti organizacije.
LL@(5112) In the framework of this phase are placed the so called theories of action, as programs, patterns, designs, sets of rules 8 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.455 9 Cunningham J. B., Action Research and Organizational Development, Praeger Publications, 1993, p.243 10 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.16 or propositions that people use to design and carry out their actions. => U okviru ove faze nalaze se takozvane teorije akcije, kao što su programi, šeme, projekti, skupovi pravila i predloga koje ljudi koriste da bi planirali i sprovodili svoje aktivnosti.
LL@(5113) This phase ends with the implementation of the action programs V Self renewal, monitoring and stabilizing for assessing the effectiveness of the change programs in attaining the stated objectives. => Ova faza se završava primenom akcionih programa. ~~~ V Samo-obnavljanje, praćenje i stabilizacija u cilju ocenjivanja efektivnosti programa promena u postizanju zacrtanih ciljeva.
LL@(5114) Once the problem has been corrected and a change program implemented and monitored, means must be devised to make sure that the new organizational behavior is stabilized and internalized. => Kada se problem ispravi/reši i kada se program promena primeni i prati, moraju se naći načini da se obezbedi da se novo organizaciono ponašanje stabilizuje i usvoji.
LL@(5115) Indication of success is when the system develops capability to maintain innovation without outside support VI Continuous improvement process the most important issue in this phase is determining the existence or not of the capacity of the leader to deal effectively with the use of power, and at the same time to achieve the organization vision A useful method to increase the potential of the action programs for organization development, in the model of organizational change, is to increase the range or the depth of the available data, by interview or questionnaire, as a fundament for a better prepared action programs. ~~~ 2.2. => Uspeh je na vidiku kad sistem razvije sposobnost da održi inovaciju bez podrške sa strane. 8 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.455 9 Cunningham J. B., Action Research and Organizational Development, Praeger Publications, 1993, p.243 10 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.16 VI Neprekidni proces usavršavanja najvažnije u ovoj fazi jeste da se utvrdi da li je lider sposoban ili nije sposoban da efektivno koristi svoju moć, a u isto vreme da se postigne vizija organizacije. ~~~ Jedan koristan metod da se u okviru modela organizacione promene poveća potencijal akcionih programa u razvoju organizacije jeste da se poveća opseg ili dubina raspoloživih podataka, putem intervjua ili upitnika, a što je osnovna postavka bolje pripremljenih akcionih programa. 2.
LL@(5116) Dynamics of the action programs In order to create an action program for the organization development, that is dynamic and sustainable at the same time, measuring the organizational progress, stabilizing the changed desired behavior and overall evaluation of the action programs are needed. => Dinamika akcionih programa Da bi se izradio akcioni program za organizacioni razvoj, program koji je istovremeno dinamičan i održiv, potrebno je meriti organizacioni napredak, stabilisati promenjeno željeno ponašanje i napraviti ukupnu evaluaciju akcionih programa.
LL@(5117) The feedback of information related to determining how efficiently the action program has been effected is a beginning of creating a dynamics of the action programs. => Povratna sprega informacija koje se odnose na procenu o tome koliko efikasno je akcioni program sproveden predstavlja početak stvaranja dinamike akcionih programa.
LL@(5118) Its importance is higher owing to the fact that it creates an organizational commitment among organizational members, that derives from the open communication and managements capability to reinforce the new behavior. => Njegov značaj je veći zato što ima za posledicu posvećenost članova organizacije samoj organizaciji, što proizilazi iz otvorene komunikacije i sposobnosti menadžmenta da nametne novu vrstu ponašanja.
LL@(5119) This changed behavior is a result of a continuous and profound change, implemented through the action programs. => Ovo izmenjeno ponašanje posledica je stalne i duboke promene primenjene putem akcionih programa.
LL@(5120) Probably the most intriguing phase of the dynamics of the programs refers to creating a stabilizing effect of the changes made in the whole or a section of the organization. => Verovatno najinteresantnija faza dinamike ovih programa odnosi se na postizanje stabilizujućeg efekta promena izvršenih u celoj organizaciji ili u jednom njenom delu.
LL@(5121) An effective indicator of the effects of the action programs is the level of direct or indirect reinforcement to maintain the reached modified behavior, the higher the direct reinforcement is, the lower tend to be the indirect reinforcement techniques, as a non desired state. => Jedan od efektivnih pokazatelja efekata akcionih programa jeste i nivo neposredne ili posredne prinude u cilju održavanja postignutog promenjenog ponašanja. [to je neposredna prinuda veća, slabije su tehnike posredne prinude, kao neželjeno stanje.
LL@(5122) In this cases, certain form of continuing assessment should be introduced against future time degradation of the achieved results. => U ovim slučajevima treba uvesti neke oblike stalnog procesa ocenjivanja, da se postignuti rezultati ne bi izgubili u budućnosti.
LL@(5123) The final evaluation of the action programs must take place in the framework of the detailed change process, leading to an increased performances and relationship among organizational members, and particularly in increased key factor indicators and bottom line measures. => Krajnja procena akcionih programa mora da se vrši u okviru detaljnog procesa promena, koji će dovesti do povećanog učinka i boljeg odnosa među članovima organizacije, a posebno u boljim ključnim pokazateljima i osnovnim merilima.
LL@(5124) By integrating the action programs in the model of action research, we develop the stages of the action research program11, on the following way: 1. => Uklapanjem akcionih programa u model akcionog istraživanja razvijamo faze programa akcionog istraživanja11 na sledeći način: ~~~ 1.
LL@(5125) Problem identification 2. => Identifikacija problema 2.
LL@(5126) Preliminary diagnosis 3. => Preliminarna dijagnoza 3.
LL@(5127) Data gathering from the client group 4. => Prikupljanje podataka od klijentske grupe 4.
LL@(5128) Data feedback to the client group 5. => Povratna informacija o podacima klijentskoj grupi 5.
LL@(5129) Joint evaluation of data 6. => Zajedničko ocenjivanje podataka 6.
LL@(5130) Joint action planning 7. => Zajedničko planiranje aktivnosti 7.
LL@(5131) Action or implementation of proposals for change 8. => Aktivnost na primeni predloga promena 8.
LL@(5132) Repeat the cycle fresh data gathering and feedback of results of change The above stated phases are the most important approach to integrate the content of the action programs, within the model of organizational change and the process of organizational development. => Ponavljanje ciklusa ponovno prikupljanje podata ka i povratna informacija o rezultatima promena. ~~~ Gorenavedene faze predstavljaju najvažniji pristup u integraciji sadržaja akcionih programa u okviru modela organizacione promene i procesa organizacionog razvoja.
LL@(5133) Each contemporary organization must manage the action programs for organization development in the attempt to make the entire benefit in the organization processes, structure and entire behavior. => Svaka savremena organizacija mora da upravlja akcionim programima za organizacioni razvoj da bi postigla ukupni napredak u organizacionim procesima, strukturi i ukupnom ponašanju.
LL@(5134) CONCLUSION The organization development is not only a process of organizational improvement, but far more a process of deliberate and mutual inquiry and belief in the change efforts. => ZAKLJUČAK Organizacioni razvoj nije samo proces organizacionog usavršavanja, to je u mnogo većoj meri proces odlučnog i zajedničkog istraživanja i verovanja u postupke promena.
LL@(5135) On the other hand, the action research is not only a methodology, but an approach that shapes the methodological practices. => S druge strane, akciono istraživanje nije samo metodologija, već i pristup kojim se oblikuju metodološki postupci.
LL@(5136) It fully endeavors to make the most appropriate choice in various organization circumstances. => Ono je u potpunosti angažovano u nalaženju najboljeg izbora u različitim organizacionim okolnostima.
LL@(5137) The actual choice must be clear, transparent, articulated to each selves, to other inquiry partners, individually or as a members of the groups or teams and of the broader organization. => Stvarni izbor mora da bude jasan, transparentan, razumljiv nama samima, drugim saradnicima u istraživanju, pojedinačno ili kao članovima grupa ili timova, i konačno, široj organizaciji.
LL@(5138) The primary difference between the organization development and other behavioral science techniques is the application of the organizational wide approach to the functional, structural, technical and personal relationships in organizations. => Osnovna razlika između organizacionog razvoja i drugih bihejviorističkih tehnika jeste primena pristupa funkcionalnim, strukturnim, tehničkim i ličnim odnosima u organizacijama na nivou cele organizacije.
LL@(5139) 11 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 The organization perspective of the action research represents a major change from the traditional methods of management development and training. => Organizaciona perspektiva akcionog istraživanja predstavlja glavnu promenu u odnosu na tradicionalne metode razvijanja i obučavanja u menadžmentu.
LL@(5140) It functions through an iterative series of steps, involving data collection and joint problem solving, that brings about the new knowledge. => Ono funkcioniše putem jednog iterativnog niza koraka, i obuhvata prikupljanje podataka i zajedničko rešavanje problema, kojim se stiču nova znanja.
LL@(5141) Action research is the process of systematically data gathering for the system objective, or the particular need or objective of the system, implementing the data in the system, involving the action programs for organization development with the application of altering selected variables that are based on specific data or on hypothesis and monitoring and evaluating of the action programs in order to achieve the continuous and profound change. => Akciono istraživanje predstavlja proces sistematičnog prikupljanja podataka za ciljeve celog sistema ili za neke posebne potrebe ili ciljeve sistema, primenu podataka u sistemu, uključujući akcione programe za or 11 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 ganizacioni razvoj i primenu izabranih varijabli da bi se postigla trajna i duboka promena.
LL@(5142) The fundamental action research model consists of 16 phases, organized in 3 stages, that comprise the entire sequence from the perception of the problems by the key executives, to the final action, whereas the new behavior arises in the 11th phase of the 2nd stage. => Osnovni model akcionog istraživanja ima 16 faza, organizovanih u 3 etape. ~~~ One obuhvataju ceo niz, od prepoznavanja problema od strane direktora, do konačne akcije, a novo ponašanje nastaje u jedanaestoj fazi 2. etape.
LL@(5143) The research and the change principles are prevalent both for the action research and the action change programs for organization development. => Principi istraživanja i promene preovlađuju i u programima akcionog istraživanja i u programima akcionih programa u organizacionom razvoju.
LL@(5144) Action programs are vital for the long term capacity of creating and maintaining the reconfigurable organization, as a flexible and able to change on a various range of level, staring from the annual and ending with an hourly time frame. => Akcioni programi su od suštinskog značaja za dugoročnu sposobnost stvaranja i održavanja organizacije koja se preoblikuje, kao organizacije sposobne da se menja na raznim nivoima, kako na godišnjoj osnovi, tako i iz sata u sat.
LL@(5145) Once the action programs are implemented, its dynamics refer to measuring the organizational progress, stabilizing the changed desired behavior and overall evaluation of the action programs are needed. => Kad se akcioni programi primene, potrebno je stalno meriti organizacioni progres, stabilizovatiati promenjeno željeno ponašanje i vršiti ukupnu ocenu akcionih programa.
LL@(5146) Finally, while the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances, the objective of the action programs for organization development inclines to establishing a continuous improvement process, self aware of the change needs and of the potential to allow the flow of fresh data from the environment, in order to further develop the capacities for a qualitative and planned change technique. => Konačno, dok je cilj modela akcionog istraživanja stvaranje novog organizacionog znanja i uvida koji će se koristiti u različitim organizacionim okolnostima, cilj akcionih programa za organizacioni razvoj jeste uspostavljanje neprekidnog procesa usavršavanja, svest o potrebama za promene i o potencijalima da se omogući protok svežih podataka iz okruženja, da bi se dalje razvijali kapaciteti za kvalitativne i planirane tehnike promene. ~~~ LITERATURA Š1Ë Beckhard R., Organization Development:
LL@(5147) LITERATURE Š1Ë Beckhard R., Organization Development: Strategies and Models, Addison Wesley, Reading, Mass, 1969 Š2Ë Cummings T.G. and Worley C.G., Organizational Development and Change, West Publishing Company, Minneapolis/St. Paul, 8th ed., 2004 Š3Ë Cunningham J. B., Action Research and Organizational Development, Praeger Publications, 1993 Š4Ë Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006 Š5Ë Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001 Š6Ë Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001 Š7Ë Kogut B. and Zander U., Knowledge of the firm, combinative capabilities and the replication of technology, Organization Science, 1992, 3 (3) Š8Ë Pasmore A. W., Participation, Individual Development and Organization Change, Organizational Dynamics, June 1992, 18 (2) Š9Ë Paton R. A. and McCalman J., Change Management A Guide to Effective Implementation, Sage Publications, 3rd ed., Š10Ë Reason P. and McArdle L. K., Action Research and Organizational Development, Organizational Development, Sage Publications, 2005 Š11Ë Steward T. A., Rate Your Readiness for Change, Fortune, February 1994 Š12Ë Townley B., Cooper D.J., Oakes L., Performance Measures and the rationalization of the organizations, Organization Studies, 2003, 24 (7), Š13Ë Waddell D. M., Cummings T.G. and Worley C.G., Organization Development and Change, Nelson Thomson Learning, Melbourne, 2000 Upgrading Direct Marketing by Using the CRM Concept UDC 004.738.5:658.8 mr Ivana Domazet, mr Jovan Zubović, dr Božo Drašković Institute of Economics, ivanad¿ien.bg.ac.yu , jovanz¿ien.bg.ac.yu, dbozo¿ien.bg.ac.yu XI International Symposium SymOrg 2008. => Strategies and Models, Addison Wesley, Reading, Mass, 1969 Š2Ë Cummings T.G. and Worley C.G., Organizati onal Development and Change, West Publishing Company, Minneapolis/St. ~~~ Paul, 8th ed., Š3Ë Cunningham J. B., Action Research and Organizational Development, Praeger Publications, 1993 Š4Ë Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006 Š5Ë Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001 Š6Ë Huczynski A. and Buchanan D., Organizatio nal Behaviour, Prentice Hall International, 4th ed., 2001 Š7Ë Kogut B. and Zander U., Knowledge of the firm, combinative capabilities and the replication of technology, Organization Science, 1992, 3 (3) Š8Ë Pasmore A. W., Participation, Individual Development and Organization Change, Organizational Dynamics, June 1992, 18 (2) Š9Ë Paton R. A. and McCalman J., Change Mana gement A Guide to Effective Implementation, Sage Publications, 3rd ed., 2008 Š10Ë Reason P. and McArdle L. K., Action Research and Organizational Development, Organizational Development, Sage Publications, Š11Ë Steward T. A., Rate Your Readiness for Change, Fortune, February 1994 Š12Ë Townley B., Cooper D.J., Oakes L., Performance Measures and the rationalization of the organizations, Organization Studies, 2003, 24 (7), Š13Ë Waddell D. M., Cummings T.G. and Worley C.G., Organization Development and Change, Nelson Thomson Learning, Melbourne, CRM koncept u funkciji unapređenja direktnog marketinga UDK 004.738.5:658.8 mr Ivana Domazet, mr Jovan Zubović, dr Božo Drašković Institut ekonomskih nauka, ivanad¿ien.bg.ac.yu, jovanz¿ien.bg.ac.yu, dbozo¿ien.bg.ac.yu XI internacionalni simpozijum SymOrg 2008. 10.-13.. septembar 2008.
LL@(5148) 10th-13th September 2008. ~~~ Belgrade, Serbia Mass communication techniques and promotion mix which included advertising and sales promotion were favuored in previous decades. ~~~ Recently direct marketing as a new tool with high development potential has become their competitor. => Beograd, Srbija Tehnike masovnih komunikacija, toliko favorizovane proteklih decenija, i promotivni miks koji se uglavnom sastojao od sredstava kao što su oglašavanje i unapređenje prodaje, dobili su konkurenta sa izuzetnim razvojnim potencijalom direktni marketing.
LL@(5149) Target markets and media became very fragmented and thus inhibit companies efforts to approach mass markets. => Ciljni auditorijum i mediji postali su vrlo fragmentirani, zbog čega je kompanijama teško da dopru do masovnog tržišta.
LL@(5150) Direct marketing is a tool which comprises precise targeting of customers by using a variety of different techniques like data bases, e-marketing, direct mail, telemarketing, mobile marketing, promotion with direct response and catalogues marketing. => Direktni marketing je oblast koja podrazumeva precizno targetiranje kupaca upotrebom niza različitih tehnika uključujući baze podataka, e-marketing, direktnu poštu, telemarketing, mobilni marketing, propagandu sa direktnim odgovorom i kataloški marketing.
LL@(5151) Internet technologies offer several innovative tools for adapting marketing mix to specific business problems. => Internet tehnologije obezbeđuju neka vrlo inovativna sredstva za adaptiranje marketing miksa prema specifičnim poslovnim problemima.
LL@(5152) Improvement of the Internet created new business opportunities and potential competitive advantages, some of which are of lower costs and prices, a perfect customer service, a wider variety and a products customization. => Napredak interneta je omogućio nove poslovne mogućnosti i potencijalne prednosti nad konkurentima, kao što su niži troškovi i cene, izuzetnu uslugu prema kupcima, veći izbor i kastumizaciju proizvoda.
LL@(5153) Along with computer technology, the Internet and database software developments, a most important company activity is becoming a two way communication between the companies and their customers. => Paralelno sa razvojem računarske tehnologije, Interneta i softvera za kreiranje baza podataka, prioritet poslovne aktivnosti postaje dvosmerna komunikacija preduzeća i potrošača proizvoda ili korisnika usluga.
LL@(5154) Customer relationship management (CRM) is a new concept which, as a result of changes made in management, strategic business planning and personalized customer services, develops fast. => CRM ili upravljanje odnosima sa potrošačem predstavlja relativno mlad koncept, koji se zahvaljujući promenama u menadžmentu, strategijskom poslovnom planiranju i personalizovanom servisu potrošača, sve više razvija.
LL@(5155) Developments of new information technologies have influence on business transactions to change from product push strategy to customer pull strategy, which will, as a result, change the position of the customer in the chain value. => Razvoj novih informacionih tehnologija utiče i na promene poslovnih transakcija od push strategije proizvoda do pull strategije kupca, odnosno na promene koje će rezultirati i promenom pozicije kupca u lancu vrednosti.
LL@(5156) Customers, as most important company assets, are becoming sophisticated and increasingly demanding in their purchasing behaviour. => Kupci, kao glavni assets preduzeća, postaju sofisticirani i sve zahtevniji pri kupovnom ponašanju.
LL@(5157)  => Otuda je bitno sagledati osnovne dimenzije Customer Relationship Managementa, koji može značajno unaprediti konkurentsku poziciju preduzeća:
LL@(5158) In order to improve the companys competitive position it is important to analyze several aspects of Customer Relationship Management: Customer Selection, Customer Acquisition, Customer Retention and Customer Growth. => Customer Selection (identifikacija, selekcija), Customer Acquisition (privlačenje), Customer Retention (zadržavanje), Customer Growth (rast, održavanje dugoročnih odnosa).
LL@(5159) 1. => 1.
LL@(5160) Introduction In order to adequately respond to the challenges of the modern business environment, we must take into account some specific features of the situation the Serbian economy and society are in, but also the developments of the world theory and practice, primarily in the fields of marketing and management. => Uvod Da bi se na pravi način odgovorilo izazovima savremenog poslovnog okruženja moraju se uvažavati specifičnosti situacije u kojima se nalazi srpska privreda i društvo, ali i savremena dostignuća svetske teorije i prakse, pre svega u oblasti marketinga i menadžmenta.
LL@(5161) New business strategy creation and the quality of business environment are key preconditions for the competitive growth of our economy. => Kreiranje poslovnih strategija i kvalitet poslovnog okruženja bitni su preduslovi za jačanje konkurentnosti privrede.
LL@(5162) The growth in Serbian competitiveness should be sought in shifting the focus towards the microeconomic level of the business decision making, as well as in adopting a new philosophy of production strategic management and innovation. => Unapredjenje konkurentnosti Srbije treba tražiti u pomeranju fokusa na mikroekonomski nivo donošenja poslovnih odluka, kao i u prihvatanju nove filozofije privredjivanja strategijskom upravljanju i inovativnosti.
LL@(5163) One way to significantly enhance the competitive level is the development of direct marketing via the CRM (Customer Relationship Managemant) concept. => Jedan od načina kojima se može značajno uticati na podizanje nivoa konkurentnosti je razvoj direktnog marketinga kroz koncept CRM (Customer Relationship Management).
LL@(5164) The focus of market oriented business shifts increasingly towards the consumers, as companies become aware of the growing importance and role the consumers play in profitable business activities. => Fokus tržišnog poslovanja pomera se sve više ka potrošačima, jer kompanije postaju svesne rastućeg značaja i uloge koje potrošač ima u profitabilnom poslovanju.
LL@(5165) The companies explore, monitor and try to identify the existing and anticipate the customers future needs and desires, since the basic aim of any company is to meet the needs in a profitable way and create customer loyalty, as basis of a long-term growth. => Kompanije istražuju, prate i pokušavaju da prepoznaju postojeće i anticipiraju buduće potrebe i želje potrošača, jer je bazični cilj svake kompanije profitabilno zadovoljenje potreba i stvaranje lojalnosti potrošača, kao osnove dugoročnog rasta.
LL@(5166) The companies response to the change in demand, as well as a continuous adjusting the products and/or services to the customers needs are only some elements that affect the customers overall satisfaction and loyalty. => Reakcije kompanija na promene potreba, kao i kontinuelno prilagođavanje proizvoda i/ili usluga zahtevima potrošača samo su neki od elemenata koji utiču na ukupno zadovoljstvo i lojalnost potrošača.
LL@(5167) It is necessary to carry on a segmentation and targeting processes of prospective clients and create marketing campaigns geared to each segment individually. => Potrebno je izvršiti segmentaciju i targetiranje potencijalnih klijenata i kreirati marketinške kampanje prilagođene svakom segmentu zasebno. 2.
LL@(5168) 2. ~~~ Features and concepts of direct marketing Direct marketing is an activity by which a direct relationship between the company and a customer is created, its basic features being: 1. the direct marketing is interactive, which means that there is a two-way communication, i.e., a mutual contact between the participants (the company and the customer) in the communication process; 2. the direct marketing implies (prompt) response or customers reaction. => Karakteristike i koncepti direktnog marketinga Direktan marketing je aktivnost koja stvara i eksploatiše direktan odnos između kompanije i kupca a njegove osnovne karakteristike su: ~~~ 1. direktan marketing je interaktivan, što znači da postoji dvosmerna komunikacija, tj. obostrani kontakt između učesnika (preduzeća i kupca) u procesu komuniciranja. 2. direktan marketing implicira (trenutni) odgovor odnosno reakciju kupca.
LL@(5169) The customers response may be: a telephone call, direct mail, an enquiry to get more specific information, an order, etc. => Odgovor (reakcija) kupca može biti: telefonski poziv, slanje adrese, upit odnosno zahtev za podrobnijim informacijama, narudžbina, i sl.
LL@(5170) 3. the results of the direct marketing activities (customers response or reactions) are measurable. => Zbog toga se često direktni marketing naziva i marketing direktnog odgovora ili marketing direktnog naručivanja. 3. rezultati akcija direktnog marketinga (odgovori odnosno reakcije kupaca) su merljivi.
LL@(5171) The results of the direct marketing activities are most commonly expressed in the form of response rates, which specifies a percentage share of the number of customers responding within a total number of contacted customers, or in the form of a rate of conversion of enquiries into orders, that specifies a percentage share of the number of orders in the total number of enquiries. => Rezultati akcija direktnog marketinga najčešće se izražavaju u obliku stope odziva, koja izražava procentualni udeo broja kupaca koji su reagovali u ukupnom broju «kontaktiranih» kupaca, ili u obliku stope konverzije pitanja u porudžbine, koja izražava procentualno učešće broja porudžbina u ukupnom broju upita.
LL@(5172) Compared to the mass marketing (marketing based on varied forms of mass communication with customers), the direct marketing has a number of advantages (1, pp. 315-319): Precise aiming (targeting) addressing specific, well defined target segments of existing and prospective consumers; Controlability a possibility to control the media, message and other elements of the direct marketing campaign, such as the timing of activity, costs, etc.; Personalization a possibility of addressing consumers on an individual basis; on the basis of a historical analysis of purchases, a psychographic analysis and an updated and well-developed database it is possible to create messages in such a way that they appear to be made to measure of each individual customer. => U odnosu na masovni marketing (marketing zasnovan na raznim oblicima masovnog komuniciranja sa kupcima), direktni marketing ima niz prednosti (1, str. 315-319): ~~~ Precizno ciljanje (targetiranje) obraćanje uskim, dobro definisanim ciljnim segmentima stvarnih i potencijalnih potrošača Kontrolabilnost mogućnost kontrole medija, poruke i drugih elemenata kampanje direktnog marketinga, kao što su vreme sprovođenja akcije, troškovi i sl. ~~~ Personalizacija mogućnost individualnog obraćanja; na osnovu analize istorijata kupovina, psihografske analize, te ažurne i dobro razvijene baze podataka moguće je kreirati poruke tako da izgledaju da su «skrojene po meri» svakog kupca ponaosob.
LL@(5173) This is why direct marketing is often called the one-to-one marketing. => Zbog ove osobine direktan marketing se često zove «jedan na jedan» marketing.
LL@(5174) Invisibility of strategy direct marketing is good in concealing the marketers strategy from the competition. ~~~ Economising modern database management systems allow direct marketers to select the best prospective buyers (prospects) for any product they wish to sell, and therefore reduce costs by the unit of order. => Nevidljivost strategije direktan marketing dobro skriva strategiju marketara od konkurencije Ekonomičnost savremeni sistemi upravljanja bazama podataka omogućavaju direktnim marketarima da izdvoje najbolje potencijalne kupce (prospekte) bilo kojeg proizvoda koji žele da prodaju i, na taj način, smanje troškove po jedinici narudžbine.
LL@(5175) Possibility of testing all variables affecting the success of the promotive campaign, such as mailing the customers list, the delivery size, the contents, the format of advertizing message, the shape and colour of letters, etc. => Mogućnost testiranja svih varijabli od kojih zavisi uspeh promotivne kampanje, kao što su mailing liste kupaca (liste slanja pošte), veličina pošiljke, sadržaj, format propagandne poruke, oblik i boja pisama i sl.
LL@(5176) Possibility of cross-sales analysing the database of the existing buyers of a given product, direct marketers can obtain information on the customers possible needs for other products; Possibility of creating long-term relationships with customers on the basis of updated and well-developed databases, the real, loyal and profitable customers can be identified with whom the company should create closer contacts and develop permanent relations; Possibility of integration with other elements of the marketing communication system direct marketing is easily supplemented by other elements of promotive and marketing mix, allowing for a welldevised and integrated marketing communication. => Mogućnost unakrsne prodaje analizom baze postojećih kupaca određenog proizvoda, direktni marketari mogu doći do informacija o mogućim potrebama kupaca za nekim drugim proizvodima. ~~~ Mogućnost razvijanja dugoročnih odnosa sa kupcima - na osnovu ažurnih i dobro razvijenih baza podataka mogu se identifikovati «pravi», odani i profitabilni kupci s kojima preduzeće treba da uspostavi bliži kontakt i razvija stalne odnose Mogućnost integrisanja sa ostalim elementima sistema marketinških komunikacija direktan marketing se uspešno dopunjuje sa ostalim ele mentima promotivnog i marketinškog miksa, omogućavajući dobro osmišljenu i integrisanu marketinšku komunikaciju.
LL@(5177) A basic drawback of direct marketing is reflected in very high innitial costs in attracting customers. => Osnovni nedostatak direktnog marketinga ogleda se u veoma visokim početnim troškovima pridobijanja kupaca.
LL@(5178) Direct mar keting can be an especially expensive form of promotion if used towards only one sale. => Direktan marketing može biti izuzetno skup oblik promocije ako se koristi samo za jednokratnu prodaju.
LL@(5179) Besides, certain forms of direct marketing, such as direct mail and telemarketing, are very aggressive and are an attack on the customers privacy. => Osim toga, pojedini oblici direktnog marketinga, kao što su direktna pošta i telemarketing, veoma su nametljivi i predstavljaju napad na privatnost kupaca.
LL@(5180) Finally, if used inefficiently, direct marketing may endanger the corporate reputation and result in a decrease in sales. => Konačno, ako se upotrebi neefikasno, direktan marketing može da ugrozi korporacijski imidž i da dovede do smanjenja prodaje.
LL@(5181) Forms of direct marketing are often defined in terms of media, or means used in conveying advertizing messages. => Oblici direktnog marketinga se često definišu u smislu medija odnosno sredstava koja se koriste za prenos propagandnih poruka.
LL@(5182) The basic media of direct marketing are: mailed media (direct mail and catalogues); printed media (newspapers and magazines), and electronic media (telephone, radio, television, ca ble television, the Internet). => Osnovni mediji direktnog marketinga su: poštanski mediji (direktna pošta i katalozi), štampani mediji (novine i časopisi) i elektronski mediji (telefon, radio, televizija, ka blovska televizija, Internet).
LL@(5183) A very large number of factors affect peoples behaviour and they can be classed as internal and external. => Na ponašanje ljudi kao potrošača utiče izuzetno veliki broj faktora koje možemo razvrstati u interne i eksterne.
LL@(5184) Internal factors (psychological) refer to the mental state, the customers personality and his/her character traits. => Interni faktori (psihološki) pripisuju se mentalnom stanju, ličnosti potrošača i njenim karakteristikama.
LL@(5185) They affect the formation of customers attitudes and views and are strongly influenced by external factors. => Utiču na formiranje stavova i mišljenja potrošača i pod snažnim su dejstvom eksternih faktora.
LL@(5186) External factors are environmentally created factors that affect customers. => Eksterni faktori su oni koji deluju na potrošače iz okruženja.
LL@(5187) Until the appearance of marketing as a scientific discipline that gave rise to a succession of other disciplines, the customer had a marginal position and a passive role. => Potrošač je imao periferno mesto i pasivnu ulogu sve do pojave marketinga kao naučne discipline iz koga se kasnije razvio čitav niz disciplina.
LL@(5188) The customers behaviour is a discipline focusing upon the customer and studies him/her both as an individual and as a member of the community, aiming to learn about their behaviour and about the factors that influence the behaviour. => Ponašanje potrošača je disciplina koja u fokusu ima potrošača, i proučava ga i kao individuu i kao člana zajednice, težeći da prodre u njegovo ponašanje i faktore koji na to ponašanje utiču.
LL@(5189) It does not, however, deal with the development and definition of the strategy of establishing and maintaining the customers relations, but serves as background for other disciplines that are being born. => Međutim, ne bavi se razvojem i definisanjem strategije uspostavljanja i održavanja odnosa sa kupcima, već služi kao baza za druge discipline koje su nastajale.
LL@(5190) In the past decade or so a succession of new marketing concepts have developed, giving the role and importance of marketing a new, long-term dimension and focusing on developing not only the loyalty, but also the long-term collaboration and partnership relations with key buyers and customers; therefore, as such, they present a dynamic aspect of direct marketing. => U poslednjih desetak godina razvio se čitav niz novih koncepata marketinga koji ulozi i značaju potrošača daju jednu novu, dugoročnu dimenziju i u fokusu imaju razvijanje ne samo lojalnosti već i dugoročnih odnosa saradnje i partnerstva sa ključnim kupcima i potrošačima, te kao takvi predstavljaju dinamičan aspekt direktnog marketinga.
LL@(5191) The most commonly mentioned direct marketing concepts in this context are as follows: Relationship marketing; Customer Relationship Management (CRM); Retention marketing; Licenced marketing; Loyalty marketing; Database marketing; Interdependent marketing; One-to-one marketing; Frequency marketing; Partnership marketing; Real-time marketing. ~~~ 2.1. => U tom kontekstu najčešći spominjani koncepti direktnog marketinga su: ~~~ Relationship marketing; Customer Relationship Management (CRM); Marketing zadržavanja; Marketing sa dozvolom; Marketing lojalnosti; Database marketing; Međuzavisni marketing; 1:1 (One-to-One) marketing; Frequency marketing; Partnership marketing; Real-time marketing. 2.
LL@(5192) Relationship marketing: The relationship marketing paradigm dominates the modern marketing practice, but also the academic circles, regardless of the fact that the ideas it is based upon are not new. => Relationship marketing Paradigma relationship marketing dominira u praksi savremenog marketinga, ali i u naučnim krugovima, uprkos tome što ideje na kojima se zasniva nisu nove.
LL@(5193) The research has shown that the term relationship marketing is a specific challenge to the traditional marketing practice and academic thought. => Istraživanja su pokazala da termin relationship marketing predstavlja svojevrstan izazov tradicionalnoj marketing praksi i naučnoj misli.
LL@(5194) This is a new conception founded on the basic marketing premise, that it is a profitable way of meeting the customers needs, viewed in the long term. => To je nova koncepcija koja se bazira na osnovnoj pretpostavci marketinga, a to je profitabilno zadovoljavanje potreba potrošača, ali dugoročno posmatrano.
LL@(5195) The approaches to the development of programs and strategies as well as necessary elements differ as to whether, in terms of ensuring the ways of building stronger and longer-termed relations, it is regarded as a specific marketing field or as a development of the existing conceptions. => U zavisnosti od toga da li se posmatra kao posebna oblast marketinga ili kao nadogradnja postojećih koncepcija, u smislu obezbeđivanja načina za čvršće i dugotrajnije veze, razlikuju se i pristupi razvoju programa i strategija, te elemenata koji su potrebni za to.
LL@(5196) The importance of customers (and other partners) is stressed in a large number of cases, as is the development of long-term relationships with them, however, too much attention is paid to various sections of programmes and strategies, instead of their analysing as a whole. ~~~ Therefore some authors stress the types of rewards the companies are to ensure, others pay perticular attention to the customer cycle and the relationship marketing position within the organizational structure, while others still highlight the components and elements of the relation marketing, however, without a defined strategy and program, etc. => U dosta slučajeva se potencira značaj potrošača (i drugih partnera) i razvoja dugoročnih veza sa njima, ali se previše pažnje obraća na razne delove programa i strategija, umesto da se iste celovito posmatraju, pa tako neki autori pažnju posvećuju vrstama nagrada koje preduzeće treba da obezbede, drugi ciklusu potrošača i mestu relationship marketinga u organizacionoj strukturi, treći komponentama i elementima relationship marketimga, ali bez definisane strategije i programa itd.
LL@(5197) Relation marketing can, of course, be observed on different levels. => Treba napomenuti i da se relationship marketing može posmatrati i na različitim nivoima.
LL@(5198) The basic three are the following: Tactical level (similar to the activities in improving sales); Strategic level (stress on the development of part nership relations with customers); Philosophical level (reflects the essence of the marketing philosophy the whole organization focuses upon the delivery of total satisfaction to customers and maintanance of its own business). => Tako su tri osnovna: ~~~ Taktički nivo (sličnost sa aktivnostima unapređe nja prodaje); Strateški nivo (naglasak na razvijanju partner skih odnosa sa potrošačima); Filozofski nivo (odražava suštinu filozofije marketinga-celokupna organizacija je fokusirana na isporuku totalne satisfakcije potrošačima i održavanje i razvijanje svog biznisa).
LL@(5199) A large extent of interrelations is seen between relationship marketing and direct marketing and the CRM concept via different types of loyalty marketing which in turn can be viewed both as a separate conception and as part of relationship marketing. => Preplitanje relationship marketinga naročito je veliko sa direktnim marketingom i CRM konceptom kroz različite vrste loyalty marketinga, koji se može posmatrati i kao zasebna koncepcija i kao deo relationship marketinga. 2.
LL@(5200) 2.2. ~~~ Customer Relationship Management (CRM) The CRM (Customer Relation Management) or managing the relationship with customers is a relatively recent concept that increasingly improves, due to the changes in management, in strategic business planning and in the personalized customer service. => Customer Relationship Management (CRM) CRM (Customer Relationship Management) ili upravljanje odnosima sa potrošačem predstavlja relativno mlad koncept, koji se zahvaljujući promenama u menadžmentu, strategijskom poslovnom planiranju i personalizovanom servisu potrošača, sve više razvija.
LL@(5201) In a modern market-oriented economy, alongside the advance of the computer technology, the Internet and database creating software, the two-way communication between the company and its customers or clients becomes a priority in business activities. => U savremenoj tržišnoj privredi, paralelno sa razvojem računarske tehnologije, Interneta i softvera za kreiranje baza podataka, prioritet poslovne aktivnosti postaje dvosmerna komunikacija preduzeća i potrošača proizvoda ili korisnika usluga.
LL@(5202) The Internet technology affects the changes in business transactions from the product push strategy to the customers pull strategy, namely, the change that will result into the change of the customers position in the value chain. => Internet tehnologija utiče na promene poslovnih transakcija od push strategije proizvoda do pull strategije kupca, odnosno na promene koje će rezultirati i promenom pozicije kupca u lancu vrednosti.
LL@(5203) Hence it is of vital importance to consider the elementary dimensions of the Customer Relationship Management (2, pp. 81-86): (cid:190) Customer selection; (cid:190) Customer acquisition; (cid:190) Customer retention; (cid:190) Customer growth. => Otuda je bitno sagledati osnovne dimenzije Customer Relationship Managementa (2, str.81-86): (cid: ~~~ Customer selection (identifikacija, selekcija) (cid: ~~~ Customer acquisition (privlačenje) (cid: ~~~ Customer retention (zadržavanje) (cid:
LL@(5204) The CRM means the possibilities, the methodology and the technology that allows for a company to work through the customer relationship regulation. => Customer growth (rast, održavanje dugoročnih odnosa) CRM podrazumeva mogućnosti, metadologiju i tehnologiju koja omogućava da funkcioniše preduzeće kroz regulisanje odnosa sa potrošačima.
LL@(5205) The basic purpose of the CRM is to enable the companies to manage customers more efficiently by presenting reliable systems, processes and procedures. => Osnovna svrha CRM je da omogući preduzećima da bolje upravljaju potrošačima kroz predstavljanje pouzdanih sistema, procesa i procedura.
LL@(5206) The CRM is a corporative level of the strategy focusing on creating and maintaining lasting relationships with customers. => CRM je korporativni nivo strategije koja se fokusira na kreiranje i održavanje trajnih odnosa sa potrošačima.
LL@(5207) There are a number of commercial CRM program packages supporting the CRM strategy in the market, however, it is not a technology per se, but a substantial change in the organizational philosophy, that places the stress upon the customer. => Iako postoji nekoliko komercijalnih CRM programskih paketa na tržištu koji podržavaju CRM strategiju, to nije tehnologija sama po sebi, već je to suštinska promena u organizacionoj filozofiji čiji je naglasak na potrošaču.
LL@(5208) These program packages, i.e., the development of a respective software and hardware, allow for the CRM system to become a largely automated process, the purpose of which is not only to offer information, but to serve as a significant support in decision making and in the market situation analysis. => Ti programski paketi tj. razvijanje odgovarajućeg softvera i hardvera, omogućavaju da CRM sistem postane u velikoj meri automatizovan proces, sa zadatkom da pruži ne samo informacije, već i da služi kao značajna podrška donošenja odluka i analizi situacije na tržištu.
LL@(5209) A successful CRM strategy, however, cannot be carried out by just installing and integrating the program package and cannot be executed in a moment. => Međutim, uspešna CRM strategija ne može biti sprovedena jednostavnom instalacijom i integrisanjem programskog paketa i ne može se sprovesti preko noći.
LL@(5210) Change must occur on all levels, including the company policy, employee trainings, marketing systems, information management etc. => Promene se moraju desiti na svim nivoima, uključujući kompanijsku politiku, treninge zaposlenih, marketing sisteme, informacioni menadžment i sl.
LL@(5211) This means that all the aspects of business must be harmonized with the CRM principles. => To znači da se svi aspekti poslovanja moraju uobličiti u skladu sa principima CRM.
LL@(5212) In order to be efficient, the CRM process must be integrated via marketing, sales, as well as via the customer relationship. => Da bi bio efikasan CRM proces mora da bude integrisan kroz marketing, prodaju i kroz odnos sa potrošačima.
LL@(5213) A valid CRM has to: identify factors that contribute to a successful cus tomer relationship; create a customer relationship practice; adopt measures necessary to make a good CRM; develop a customer -friendly relationship; suggest questions to be put to customers in order to solve a problem; propose a solution to the customers complaining about the service; monitor all the sales aspects, as well as support to customers. => Dobar CRM mora da: identifikuje faktore koji doprinose uspešnom od nosu sa potrošačima, da stvori praksu odnosa sa potrošačima, da usvoji mere neophodne za dobar CRM, da razvije proces koji će pogodovati potrošačima, da preporuči pitanja koja treba da se postave po trošačima kako bi se rešio problem, da preporuči rešenje za potrošače koji imaju žal bu na uslugu, da prati sve aspekte prodaje kao i podršku potro šačima.
LL@(5214) In establishing the CRM segment in the company it is of greatest importance to specify the aspects that are crucial for its business, the information to be served to customers, to give an insight into the customers financial past record, to identify the effects of CRM segments and to identify unnecessary information. => Kada se uspostavlja CRM segment za preduzeće je najvažnije da precizira koji su najvažniji aspekti za njeno poslovanje, koje informacije treba servisirati potrošačima, kakva je finansijska prošlost potrošača, koji su efekti CRM segmenata i identifikovati nepotrebne informacije.
LL@(5215) The possibility to eliminate the unnecessary information is a very important aspect of the CRM system implementation. => Mogućnost eleminisanja nepotrebnih informacija je veoma važan aspekt primene CRM sistema.
LL@(5216) When creating a CRM structure, a very important task of the company should be the provision of as detailed information as possible for its primary (loyal) clients. => Prilikom stvaranja CRM strukture važniji zadatak preduzeća bi trebao da bude obezbeđenje što potpunih informacija za njihove primarne (lojalne) krijente.
LL@(5217) The CRM can be defined as a business strategy the purpose of which is to bring into accord the revenue and the profit with the customers satisfaction and the value delivered to them, taking into consideration a number of levels: measuring, customers behaviour, processes and technologies. => CRM bi se mogao definisati kao poslovna strategija čija je svrha da uravnoteži prihode i profit sa satisfakcijom potrošača i vrednošću koja mu se isporučuje, u okviru koje se vodi računa o više nivoa: merenjima, ponašanju potrošača, procesu i tehnologijama.
LL@(5218) For fruitful customer relationship to be developed it needs aligning all the elements in the company. => Za razvoj uspešnih odnosa sa potrošačima potrebno je ukomponovati sve elemente u preduzeću.
LL@(5219) The necessary elements in building a fruitful customer relationship are: knowledge (market and customers appreciation); targeting, i.e., offer stremlining and adapting; sales (customer acquisition); service (customer retention). => Osnovni elementi za građenje uspešne veze sa potrošačima su: znanje (razumevanje tržišta i potrošača), targetiranje, odnosno usmeravanje i prilagođava nje ponude, prodaja (pridobijanje potrošača), usluga (zadržavanje potrošača).
LL@(5220) Of crucial importance are strategy planning and development, organization, implementation, as well as the CRM process control. => Od izuzetnog značaja je planiranje i razvijanje strategije, organizacija, implementacija kao i kontrola CRM procesa.
LL@(5221) Therefore the process of successful CRM concept implementation can be observed through (3): strategy development; information analysis; needs identification (appreciation of customers, their needs and desires); change definition (corporative revolution from a reactive towards a proactive approach); building the future (building the corporate business and technical structures to deliver the expected benefits to the customers); measuring results and improving the CRM system. => Otuda se proces uspešne primene CRM koncepta može posmatrati kroz (3): razvijanje strategije, analiziranje informacija, identifikovanje potreba (spoznaja potrošača, nji hovih želja i potreba), definisanje promene (korporativna revolucija od reaktivnog ka proaktivnom pristupu), građenje budućnosti (konstruisanje poslovne i tehničke strukture u preduzeću koja će isporučiti očekivane koristi potrošačima), merenje rezultata i unapređivanje CRM sistema.
LL@(5222) While the transaction marketing, based on the idea that the customer should be subject to some influence so that the transaction be effected as fast and as efficiently as pos sible, the new marketing and relationship management concepts insist upon creating and maintaining contacts with every individual buyer (4, pp. 164-195) even after the transaction has been completed, which significantly contributes to the increase in the companys competitive advantage. => Za razliku od transakcionog marketinga, koji se zasniva na ideji da se utiče na potrošača, kako bi se transak cija što brže i lakše obavila, novim konceptom marketinga i menadžmenta odnosa, insistira se na uspostavljanju i održavanju kontakta sa svakim pojedinim kupcem (4, str. 164-195) i onda kada je transakcija završena, što značajno doprinosi povećanju konkurentne prednosti preduzeća.
LL@(5223) A research carried out in the EU in 2006 confirmed that the firms without a developed CRM: lose an average of 50 percent of their clients over the period of five years; about 65 percent lost clients have actually left be cause of bad service and communication; the costs of acquiring a new customer are five times the costs of retaining the old one. => Istraživanje sprovedeno tokom 2006. godine u EU je potvrdilo da firme koje nemaju razvijen CRM: u proseku izgube 50% svojih klijenata svakih pet godina, oko 65% od svih izgubljenih klijenata je otišlo zbog loše usluge i komunikacije, troškovi pridobijanja novog klijenta su pet puta viši nego troškovi zadržavanja starog.
LL@(5224) Whereas the firms with a developed CRM concept: grow approximately 60 percent faster compared to the competition without a developed CRM; expand their market by the rate of 6 percent annu ally; charge 10 percent plus for their products; realize the return on investment (ROI) of 12 per cent; a 5 percent increase in the customer loyalty may result in a 25-85 percent increase in profitability. => Dok firme koje imaju razvijen CRM koncept: rastu skoro 60% brže od konkurencije koja ne ma razvijen CRM, proširuju tržište za 6% godišnje, naplaćuju 10% više za svoje proizvode, ostvaruju povratak na investiciju (ROI) od 12%, povećanje odanosti klijenata za 5% može da rezultira u povećanju profitabilnosti od 25% - 85%.
LL@(5225) The CRM focuses upon creation and maintenance of lasting relationships with the customers. => CRM se fokusira na kreiranje i održavanje trajnih odnosa sa potrošačima.
LL@(5226) Although there are a number of commercial CRM program packages in the market that support the CRM strategy, it is not a technology by itself; it is rather a crucial change in the organizational philosophy that places a customer in the centre of attention. => Iako postoji nekoliko komercijalnih CRM programskih paketa na tržištu koji podržavaju CRM strategiju, to nije tehnologija sama po sebi, već je to suštinska promena u organizacionoj filozofiji čiji je naglasak na potrošaču.
LL@(5227) The program packages, i.e., the development of appropriate software and hardware allow for the CRM system to become a largely automated process, with a task not only to provide information, but to serve as significant logistics to decision making and the situation analysis in the market. => Ti programski paketi tj. razvijanje odgovarajućeg softvera i hardvera, omogućavaju da CRM sistem postane u velikoj meri automatizovan proces, sa zadatkom da pruži ne samo informacije, već i da služi kao značajna podrška donošenja odluka i analizi situacije na tržištu.
LL@(5228) A successful CRM strategy however cannot be conducted by just a simple installation and integration of a program package and cannot be executed overnight. => Međutim, uspešna CRM strategija ne može biti sprovedena jednostavnom instalacijom i integrisanjem programskog paketa i ne može se sprovesti preko noći.
LL@(5229) Changes have to occur on all the levels, including the company policy, the employee training, the marketing systems, information management, etc. => Promene se moraju desiti na svim nivoima, uključujući kompanijsku politiku, treninge zaposlenih, marketing sisteme, informacioni menadžment i sl.
LL@(5230) That means that all aspects of business must be shaped in accordance with the CRM principles. => To znači da se svi aspekti poslovanja moraju uobličiti u skladu sa principima CRM.
LL@(5231) The efficiency of the CRM process, which should be integrated through marketing, sales, and customer relationships means (5): identification of factors contributing to successful customer relations; development of the customer relationship practice; development of customer-friendly processes; devising questions that will help solving potential customers problems in a most adequate way; suggesting the solution to the customers complain ing about a product/service; sales monitoring as well as customer support. => Efikasnost CRM procesa, koji treba da bude integrisan kroz marketing, prodaju i kroz odnos sa potrošačima podrazumeva (5): identifikaciju faktora koji doprinose uspešnom odnosu sa potrošačima, razvoj prakse odnosa sa potrošačima, razvoj procesa koji će pogodovati potrošačima, formulisanje pitanja koja bi na najadekvatniji način pomogla rešenju potencijalnih problema potrošača, preporuku rešenja za potrošače koji imaju žalbu na proizvod/uslugu, praćenje prodaje kao i podršku potrošačima.
LL@(5232) In establishing the CRM concepts it is most important that a company stipulate the key aspects of business, such as which information should be served to customers, what the customers financial history is, what the effects of the CRM segments are. => Pri uspostavljanju CRM koncepta za preduzeće je najvažnije da precizira najvažnije aspekte poslovanja, koje informacije treba servisirati potrošačima, kakva je finansijska prošlost potrošača, koji su efekti CRM segmenata.
LL@(5233) A very important aspect, too, of the CRM structure implementation is the identification and elimination of unnecessary information. => Takodje, veoma važan aspekt primene CRM sistema je identifikovanje i eliminisanje nepotrebnih informacija.
LL@(5234) When creating a CRM structure, a major task of the company should be collecting as accurate as possible information on its primary (loyal) clients. => Prilikom stvaranja CRM strukture važniji zadatak preduzeća bi trebao da bude obezbeđenje što potpunijih informacija za njihove primarne (lojalne) klijente.
LL@(5235) In this context the CRM can be defined as a business strategy the purpose of which is to balance the revenues and the profit with the customers satisfaction and the value delivered to them, within which a number of levels should be taken into account: measuring, customers behaviour, processes, and technologies. => U tom kontekstu CRM bi se mogao definisati kao poslovna strategija čija je svrha da uravnoteži prihode i profit sa satisfakcijom potrošača i vrednošću koja mu se isporučuje, u okviru koje se vodi računa o više nivoa: merenjima, ponašanju potrošača, procesu i tehnologijama.
LL@(5236) The basic structure of the CRM is three-fold: Operational basic business processes (marketing, sales, services); Analytical serves as support in the analysis of customers behaviour and conducts the business philosophy and technology; Collaborative provides contacts with customers by way of telephone, fax, the Internet, mail, direct contacts, etc. => Bazična struktura CRM se sastoji od tri dela: ~~~ Operativni osnovni biznis procesi (marketing, prodaja, usluge); Analitički predstavlja podršku u analizi ponašanja potrošača i sprovodi filozofiju poslovanja kao i tehnologiju; Saradnički omogućava kontakt sa potrošačima putem telefona, fax-a, interneta, poštom, lično itd.
LL@(5237) The Customer Relationship Management combines the business strategy and technology aiming to identify, attract and retain long-term relations with customers by creating value that results from the interaction between a business organization and customers. => Customer Relationship Management kombinuje poslovnu strategiju i tehnologiju sa ciljem da identifikuje, privuče i održi dugoročne odnose sa kupcima stvaranjem vrednosti, koja nastaje kao rezultat interakcije poslovne organizacije i kupaca.
LL@(5238) The CRM includes the knowledge of strategic management and Internet technologies, and the purpose of this concept is to identify the opportunity to establish profitable relations with clients, creating new relationships as well as retaining such profitable customer relationships. => CRM uključuje poznavanje strateškog menadžmenta i Internet tehnologija, a svrha ovog koncepta je - identifikacija mogućnosti za uspostavljanje profitabilnih odnosa sa klijentima, formiranje odnosa, kao i zadržavanje (retencija) profitabilnih odnosa sa klijentima.
LL@(5239) As a strategic set of activities the CRM starts with a detailed analysis of the companys organizational strategy, and ends with measuring value for shareholders. => CRM kao strateški skup aktivnosti započinje detaljnom analizom organizacione strategije preduzeća, a završava se merenjem vrednosti za shareholdere.
LL@(5240) The concept of competitive advantage that simultaneously generates value for both the customer and the company is a key to the CRM success, being a managerial approach to creating, developing and establishing relationships with precisely defined target groups in order to optimize the value for the customer, the corporate profitability and consequently, the value for the stakeholders. => Pojam konkurentske prednosti, koja istovremeno generiše vrednost za kupca i za kompaniju, jeste ključ uspeha CRM-a, koji predstavlja menadžerski pristup kreiranju, razvoju i uspostavljanju odnosa sa precizno definisanim ciljnim grupama u cilju optimizacije vrednosti za kupca, korporativne profitabilnosti, pa samim tim, i vrednosti stakeholdera.
LL@(5241) It is for this reason that the CRM is highly positioned on the priority list of the modern corporate agenda and is closely associated to employing information technologies, necessary in implementation of customer relations marketing strategies. => Ovo je razlog zbog čega se CRM pozicionira visoko na listi prioriteta današnje korporativne agende i tesno je povezan sa korišćenjem informacionih tehnologija, neophodnih za implementaciju marketinških strategija odnosa sa kupcima. 3.
LL@(5242) 3. ~~~ The long-term customer relationships development strategy The long-term customer relationships concept must always have in mind the value chain of the customer relationships development, that is, the activities to be undertaken in order that profitable relationships should be developed. => Strategija razvoja dugoročnih odnosa sa potrošačima Koncept razvoja dugoročnih odnosa sa potrošačima mora voditi računa o lancu vrednosti upravljanja odnosima sa potrošačima, odnosno o aktivnostima koje treba preduzeti da se razviju profitabilni odnosi.
LL@(5243) The customer relationships management chain is based upon four steps: definition of offer value; segmentation, targeting and positioning; business operations and delivery systems; measuring and feedback. => Lanac upravljanja odnosima sa potrošačima zasniva se na četiri koraka: definisanje vrednosti ponude; segmentacija, targetiranje i pozicioniranje, sistem poslovnih operacija i isporuke; merenja i povratna sprega.
LL@(5244) Strategy is the basis of the development of long-term relations with customers and key partners. => Strategija je osnova razvoja dugoročnih odnosa sa potrošačima i ključnim partnerima.
LL@(5245) The basic aim is to deliver a quality service and thus enhance a lasting customer satisfaction, which is a precondition of unquestioned loyalty. => Osnovni cilj je da se isporučivanjem kvalitetne usluge utiče na dugoročnu satisfakciju potrošača, koja je glavni preduslov pune lojalnosti.
LL@(5246) Customers loyalty means the rise in profits which all affects the satisfaction and loyalty of employees in a services delivering company (customer and employee satisfactions are mutually conditioned). => Lojalnost potrošača znači i porast profita, što sve utiče na satisfakciju i lojalnost zaposlenih u uslužnom preduzeću (satisfakcija potrošača i zaposlenih međusobno je uslovljena).
LL@(5247) In order that the concept be conducted there must be some basic preconditions, and they are defined as to the concept needs. => Moraju postojati osnovne pretpostavke da bi se koncept sproveo i one su definisane polazeći od potreba koncepta.
LL@(5248) They comprise (6, pp. 124 126): Top management, leadrship and vision oriented, expert and competent, aware of the value and importance of services marketing and long-term relationship development; Project team to introduce a concept into the organizational business practice, for the service providing companies that have not implemented it so far; Designing an appropriate micro- and macro-organizational structure of the company oriented to customers and to services; A governing service corporate culture; Appropriate technical-technological preconditions (primarily as regards the development of a data basis and information technology); Availability of the required human resources on various levels, the key factor being the persons that interact with clients; The necessary capital. => One u sebi sadrže (6, str. 124-126): ~~~ Top menadžment, liderski i vizionarski orijentisan, stručan i sposoban, svestan vrednosti i značaja marketinga usluga i razvoja dugoročnih odnosa; Projektni tim za uvođenje koncepta u poslovnu praksu preduzeća, za uslužna preduzeća koja ga do tada nisu primenjivala; Dizajniranje odgovarajuće mikro i makro organizacione strukture preduzeća u skladu sa orijentacijom na potrošače i usluživanje; Vladajuću uslužnu korporativnu kulturu; Odgovarajuće tehničko-tehnološke pretpostavke (pre svega u pogledu razvoja baze podataka i informatičke tehnologije); Raspolaganje potrebnim ljudskim resursima, na različitim nivoima, pri čemu su osobe koje stupaju u interakciju sa klijentima ključan faktor; Potrebna finansijska sredstva.
LL@(5249) The phases of the long-term relationshipss with customers include: data collecting, data analysis, establishing and maintainance of long-term relationships, as well as the concept implementation monitoring, analysis, and control. => Faze razvoja dugoročnih odnosa sa potrošačima obuhvataju: prikupljanje podataka, analizu podataka, uspostavljanje i održavanje dugoročnih odnosa, kao i praćenje, analizu i kontrolu sprovođenja koncepta.
LL@(5250) The basic elements of the long-term relationships development stem from the elements necessary for a proper functioning of marketing in the field of services, and they are the following: Getting to know the consumers, their needs and desires, their characteristics, the influence of certain factors upon their conduct; Marketing, i.e., market-oriented thinking; Achievements of modern concepts that place the emphasis upon the customer relationships nurturing; Company capabilities and needs; Understanding the role and importance of every individual included in the service creation and delivery processes; Long-term way of thinking and behaviour; Operations are conducted company-wide. => Osnovni elementi razvoja dugoročnih odnosa proističu iz elemenata neophodnih za dobro funkcionisanje marketinga u uslužnim delatnostima, i to su: ~~~ Poznavanje potrošača, njegovih potreba i želja, karakteristika, uticaja pojedinih faktora na njegovo ponašanje; Marketinški odnosno tržišni način razmišljanja; Dostignuća savremenih koncepata koji akcenat stavljaju na razvoj odnosa sa potrošačima; Mogućnosti i potreba preduzeća; Shvatanje uloge i značaja svih osoba uključenih u proces kreiranja i isporuke usluge (vrednosti); Dugoročan način razmišljanja i ponašanja; Delovanje preduzeća kao celine. ~~~ Često se mogu uvesti neke nagrade koje su nepotrebne, u smislu da bi se klijenti ponašali na isti način i da ih nema, pa je to trošak; Nekad klijenti uspostavljaju saradnju ne zato što su lojalni, već prosto zato što nemaju izbora, odnosno nema odgovarajućih supstituta. ~~~ Sa promenom stanja može doći do negativnih efekata, jer će većina njih otići.
LL@(5251) Hence the process of long-term relationships development can be divided into the following steps: Data base formation; Customer identification and classification; Customer personalization; Customer differentiation according to their values and needs; Interaction with customers; A service process adjustment, treating every customer as an individual through direct contact or automated process; Loyalty program creation rewards and added values; Continuous concept improvement (control, meas uring and feedback information). => Na osnovu toga se proces razvoja dugoročnih odnosa može razložiti na sledeće korake: ~~~ Formiranje baze podataka; Identifikovanje i klasifikovanje potrošača; Prepoznavanje (personalizacija) potrošača, Diferencijacija potrošača po njihovim vrednosti ma i potrebama; Interakcija sa potrošačima; Prilagođavanje uslužnog procesa, tretiranje svakog potrošača kao pojedinca kroz lični kontakt ili automatizirani proces; Kreiranje programa lojalnosti nagrada i dodat nih vrednosti; Stalno unapređenje koncepta (kontrola, merenje i feedback informacija).
LL@(5252) Introducing a new concept into the company is an investment into the future, therefore we must start from a planned long-term approach. => Uvođenje novog koncepta u preduzeću je investicija u budućnost, stoga se mora poći od planskog dugoročnog pristupa.
LL@(5253) The company must analyse the profitability of investment into the concept development and must compare its performance and results to the results of the leading companies in the industry and wider. => Preduzeće mora izvršiti analizu isplativosti ulaganja u razvoj koncepta i mora upoređivati svoje performanse i rezultate sa rezultatima vodećih preduzeća u grani i šire.
LL@(5254) At the same time, specific features of the company must be properly observed. => U isto vreme se moraju uvažiti specifičnosti koje svako preduzeće poseduje.
LL@(5255) Threats and possible errors in the concept implementation have to be located and corrected. => Opasnosti i moguće greške u primeni koncepta treba locirati i otkloniti.
LL@(5256) In the analysis of strengths and weaknesses in the concept implementation special attention should be paid to the following potential problems (7, 106): An assumption that the customer does want longterm relationships to be built (perhaps there is no reason whatsoever that the customer would ever want to go back to the seller, or the customer chooses to avoid being dependent on the seller); An assumption that a client (individual) is willing to interact and act together. => U analizi dobrih i loših strana u primeni koncepta treba pre svega skrenuti pažnju na sledeće potencijalne probleme (7, 106):
LL@(5257) An assumption that an individuals satisfaction is sufficient per se; If clients are transferred to higher classes and are notified as to how important they are for the company, their expectations grow higher; A problem not to hurt the clients that are not the top ones, either as regards their profile, or the attention paid to them by the company, however their contribution is important; A problem of change in the rules governing the relationships with key clients-donors that may cause confusion; Certain awards are introduced that prove to be unnecessary, since the clients would act in the same way even without them, therefore this is unnecessary cost; Sometimes clients build a relationship, not because they are loyal, but because they have no other choice, i.e., there are no appropriate substitutes. => Pretpostavka da klijent uopšte želi izgradnju dugoročnih veza (možda sa njegove tačke gledišta nema razloga zašto bi kupac ikada poželeo da se vrati prodavcu ili kupac izbegava da postane zavistan od prodavca); Pretpostavka da je klijent (pojedinac) spreman na interakciju i zajedničko delovanje.
LL@(5258) The change in the situation may result into negative effects, since the majority will leave. ~~~ Varied research conducted among the different level managers in the banking, telecommunications and public service sectors in the U.S.A. have shown that the biggest obstacles to the introduction of the long-term customer relationships are the speed required to introduce and activate the concept, the organizational culture, the issue of capital necessary for the process to start and a host of other innitiatives present in companies. => Pretpostavka da je zadovoljstvo osobe dovoljno samo po sebi; Ukoliko se klijenti prebace u više klase, i stavi im se do znanja koliko su značajni za preduzeće, onda više i očekuju; Problem da se ne povrede klijenti koji nisu na vrhu ni po profitu, ni po pažnji koja im je od preduzeća upućena, ali imaju značajan doprinos; Problem promena pravila u odnosima sa ključnim klijentima-donatorima, koji mogu izazvati konfuziju i zbunjenost; Razna istraživanja sprovedena među menadžerima različitog nivoa u sektorima bankarstva, telekomunikacije i javnih službi u SAD pokazala su da najveće prepreke uvođenju koncepta dugoročnih odnosa sa potrošačima predstavljaju brzina potrebna da se koncept uvede i počne da deluje, kultura organizacije, pitanje sredstava potrebnih da ovaj proces zaživi i previše raznih drugih inicijativa koje postoje u kompanijama.
LL@(5259) The concept of long-term relationships means a continual interaction between the company and the customers. => Koncept razvoja dugoročnih odnosa podrazumeva stalnu interakciju između preduzeća i potrošača.
LL@(5260) The communication between the company and customers is to ensure specific connections to be created, developed and improved. => Komunikacija između preduzeća i potrošača treba da obezbedi postojanje specifičnih veza treba da obezbedi postojanje specifičnih veza koje će biti razvijane i unapređivane.
LL@(5261) The course of these relationsips, i.e., the method and the site where the customer and the company meet and exchange information must also be paid attention to. => Mora se voditi računa i o toku odnosa tj. o načinu i mestima u kojima se potrošač i preduzeće susreću i razmenjuju informacije.
LL@(5262) To ensure the interaction we must achieve an accord between the interaction itself and the communication process, but also meet the other elemets affecting positive attitudes forming (personal experience, influences by friends and family,…), those that will favour the brand and be a precondition for loyalty. => Da bi interakcija bila obezbeđena mora da postoji sklad između nje i procesa komunikacije, ali i ispunjeni ostali elementi koji utiču na formiranje pozitivnih stavova (lično iskustvo, uticaj prijatelja i rodbine...) koji će favorizovati marku preduzeća i biti preduslov lojalnosti.
LL@(5263) The customer must be shown that the company cares about his satisfaction and his attitude. => Treba se staviti potrošaču do znanja da je preduzeću stalo do njegovog zadovoljstva i njegovog mišljenja.
LL@(5264) Especially important in developing the long-term relationships are the following types of communication with customers: direct contact (by telephone or in person); direct mail; Internet and e-mail In addition to these, the importance of certain promotional mass media (advertizing in the first place) and word-of-mouth advertizing must be understood. => Za razvoj dugoročnih odnosa naročito su značajni sledeći vidovi komunikacije sa potrošačima: personalni kontakt (putem telefona i lično), personalizovana pošta, internet i e-mail. ~~~ Osim ovih mora se shvatiti i značaj pojedinih masovnih sredstava promocije (pre svega propagande), te usmene propagande.
LL@(5265) Mass marketing in media is used parallelly, to acquire prospective new customers, but also to remind the existing customers of the products. => Masovna sredstva promocije koriste se uporedno, za privlačenje potencijalnih novih potrošača, ali i za prisutnost u svesti postojećih potrošača.
LL@(5266) The word-of-mouth advertizing is not under the direct control of the company. => Usmena propaganda se odvija van direktnog uticaja preduzeća.
LL@(5267) There are, however, some limits in the communication with customers and some rules that have to be observed (7, p. 207): do not innitiate interaction with the customer with out a clearly defined aim; do not ask the customer the same question more than once; carry out the interaction in between two customers choices (purchases); start interaction not with the product, but with a customer; interaction should be direct and adjusted to the concrete customer; make sure the customer (always) welcomes the in teraction; a good approach is to use a principle (and technology) of mass adjustment to reduce the costs and make the message personal; protect the customers privacy; innitiate the dialogue by putting at disposal a phone number to be dialled free, or printing the web site address on whatever is connected with the company (business cards, memeranda, billboards, etc.); make sure the customer is well aware of the value of the interaction, otherwise it will not serve its purpose; take care of the customers time (you cannot learn everything about the customer at once). => Međutim, postoje određene granice u komunikaciji sa potrošačima i moraju se poštovati neka pravila (7, str. 207): ne treba inicirati interakciju sa potrošačem ukoli ko ne postoji jasan cilj, ne pitati potrošača istu stvar više od jednog puta, interakcija se treba sprovesti u periodu između dva izbora (kupovine) potrošača, kada se ostvaruje interakcija počinje se sa potro šačem a ne sa proizvodom, interakcija mora biti lična i prilagođena konkret nom potrošaču, mora se utvrditi da li potrošač želi (uvek) interak ciju, poželjno je koristiti princip masovnog prilagođavanja (i tehnologiju) kako bi se snizili troškovi interakcije i poruka bila personalnog tipa, privatnost potrošača mora biti zaštićena, inicirati dijalog štampanjem broja telefona na koji se može uputiti besplatan poziv i štampanjem adrese web sajta na sve što ima veze sa preduzećem (vizit karte, memorandumi, bilbordi i sl.), uveriti se da potrošač vidi vrednost interakcije, jer u protivnom ona ne postiže svoju svrhu, voditi računa o potrošačevom vremenu (ne može se sve o potrošaču naučiti odjednom).
LL@(5268) Establishing a dialogue with the customer is important because: dialogue is a means to acquire information; information is translated into knowledge (that is, knowing the customer and his/her wishes and needs); knowledge serves as basis to adjusting the offer and achieving customer growth; efficient and effective action brings customers sat isfaction, customers trust and familiarity; customers satisfaction, trust, and commitment bring in their loyalty; loyalty brings profit. company to search for new, more efficient and more effective ways to enter the market, because the market performance of the company depends primarily upon how successful it is in meeting the customers needs, thus creating loyalty and consequently the growth in profits. => Stvaranje dijaloga sa potrošačem je važno jer: dijalogom se dolazi do informacija, informacije se pretvaraju u znanje (tj. poznava nje potrošača i njegovih želja i potreba), znanje predstavlja osnovu za prilagođavanje ponude i preduzimanje akcija preduzeća na uspostavljanju dugoročnih odnosa, efikasna i efektivna akcija dovodi do satisfakcije potrošača, kreiranja poverenja i familijarnosti, satisfakcija, poverenje i privrženost potrošača vo de lojalnosti, i lojalnost dovodi do profita. ~~~ ZAKLJUČAK Interakcijom sa potrošačima inicira se profitabilnost preduzeća i satisfakcija potrošača, jer savremeni uslovi poslovanja, sa veoma izraženom konkurencijom, zahtevaju od preduzeća da iznalazi nove, efektivnije i efikasnije načine nastupa na tržište, jer tržišni uspeh kompanije zavisi, pre svega, od toga koliko uspešno zadovoljava potrebe potrošača stvarajući lojalnost, koja utiče na nivo rasta profita.
LL@(5269) The majority of firms claim that their products and services are geared to the customers needs and requirements, however it does not show in practice. => I dok većina firmi tvrdi da su njihovi proizvodi i usluge prilagođeni potrebama i zahtevima potrošača, u praksi se to najčešće ne pokazuje.
LL@(5270) Reasons are numerous, the key ones being the inconsistent implementation of the marketing concept, the growing needs and desires of the modern customer and the limitations of the classic marketing approach. => Razloga ima više, a ključni su nedosledna primena marketing koncepta, rastuće potrebe i želje savremenog potrošača i ograničenja klasičnog marketing pristupa.
LL@(5271) To formulate the marketing strategy rules it is necessary that we know both the customer and the way he purchases and uses products and services, as well as what causes his satisfaction or dissatisfaction. => Da bi se formulisala pravilna marketing strategija potrebno je poznavati potrošača i način na koji on kupuje i troši proizvode i usluge, te na koji način sa javlja njegovo zadovoljstvo ili nezadovoljstvo.
LL@(5272) The overall activity must be market-, that is, customer- oriented. => Celokupna aktivnost mora biti okrenuta tržištu, odnosno potrošaču.
LL@(5273) The starting point must be the customers value for the company, hence the company has to adjust its behaviour to this fact, with the techniques and concepts of direct marketing contributing to this to a large extent. => Mora se poći od vrednosti potrošača za preduzeće i shodno tome preduzeće mora prilagoditi svoje ponašanje toj činjenici, čemu u značajnoj meri doprinose tehnike i koncepti direktnog marketinga.
LL@(5274) The last couple of decades of the twentieth century bring a succession of new marketing concepts giving the role and importance of the customer a new, long-term dimension and focusing upon developing not only loyalty, but also long-term collaborative relationships with key customers and consumers, with a significant aspect of personalization of these relationships. => Poslednjih decenija XX veka javlja se čitav niz novih koncepata marketinga koji ulozi i značaju potrošača daju novu, dugoročnu dimenziju i u fokusu imaju razvijanje ne samo lojalnosti već i dugoročnih odnosa saradnje i partnerstva sa ključnim kupcima i potrošačima, sa značajnim vidom personalizacije tih odnosa.
LL@(5275) The best and the most profitable customers merit the best treatment. => Najbolji i najprofitabilniji kupci zaslužuju i najbolji tretman.
LL@(5276) The marketers task is to identify his best customers and to maintain a continual and personalized communication with them. => Zadatak marketara je da identifikuje svoje najbolje kupce i da sa njima održava neprekidnu i personalizovanu komunikaciju.
LL@(5277) In order to obtain valid response and measurable results the marketing manager has to be trained to create the customers intelligence on the basis of hundreds of incoherent details that a number of sectors collect in a day. => Da bi se dobili valjani odgovori i merljivi rezultati marketing menadžer mora biti obučen da kreira inteligenciju kupca na osnovu desetina i stotina nepovezanih podataka koju nekoliko sektora sakuplja u toku dana.
LL@(5278) The CRM solutions are designed in such a way as to provide knowledge required to develop and implement smart strategies in order to maximize the customers profitability, thus ensuring the competitive advantage for the company. => CRM rešenja su tako dizajnirana da pružaju znanje koje je neophodno za razvoj i implementaciju pametnih strategija u cilju maksimiziranja kupčeve profitabilnosti, a time i obezbedjuju konkurentsku prednost preduzeća.
LL@(5279) The analysis of the CRM technologies helps us understand the customer, so we can avoid acting anew when a problem arises, but act proactively, discovering hidden possibilities to meet the increasing demand of the customers. => Analizom CRM tehnologija možemo razumeti kupca i nećemo ponovo reagovati kada dođe do problema, već ćemo proaktivno otkrivati skrivene mogućnosti za zadovoljenje sve većih zahteva kupaca.
LL@(5280) 4. ~~~ CONCLUSION The interaction with customers innitiates the companys profitability and the customers satisfaction, since modern, highly competitive, business conditions require the The key factors of the CRM concept success are the customers expectations the firms should anticipate. => Ključni faktor uspeha CRM koncepta predstavljaju očekivanja potrošača koja firme treba da anticipiraju.
LL@(5281) Hence it is necessary that a platform should be created which allows for the communication with the customers, for collecting and for the analysis of essential information they provide. => U tom cilju je neophodno napraviti platformu koja omogućava komunikacije sa potrošačoma, sakupljanje i analitiku bitnih informacija od njih.
LL@(5282) Specialised statistical software packages within the web-sites allow for monitoring and collecting replies to various questions that can be stored in a respective data base. => U okviru web site-ova, specijalizovani statistički softverski paketi omogućavaju nadgledanje i sakupljanje odgovora na razna pitanja koji se mogu čuvati u odgovarajućoj bazi podataka.
LL@(5283) Therefore the record can be kept on the customers habits and special interests they may have. => Na ovaj način se može voditi evidencija o potrošačkim navikama i njihovim specijalnim interesovanjima.
LL@(5284) The objective the companies wish to achieve is to influence prospective customers to buy, to subscribe, to register, to answer questionnaires and polls, to generate recommendations, thus contributing to the companys competitive position in the long run. => Cilj koji preduzeća žele da ostvare je da utiču na potencijalne kupce da kupuju, da se pretplate, da se registruju, odgovaraju na upite i ankete, da generišu preporuke, čime u krajnjoj instanci utiču na konkurentsku poziciju preduzeća.
LL@(5285) Prospective customers, as well as the company, have their own objectives satisfaction of their needs and understanding, as well as strategies to achieve what they planned. => Potencijalni kupci, kao i preduze će, imaju svoje ciljeve - zadovoljenje potreba i razumevanje, kao i strategije za postizanje planiranog.
LL@(5286) The measure of the companys ability to persuade prospective customers to plan action and carry it out is the conversion as a result of the companys effectiveness and the customers satisfaction. => Mera sposobnosti preduzeća da ubedi potencijalne kupce da planirane akciju i realizuju je konverzija kao rezultat efektivnosti preduzeća i zadovoljstva kupaca.
LL@(5287) The process during which the customer becomes and remains a real customer, contributing to the companys business by his loyalty, is based on proven principles that incorporate analysis, the art of communication, the CRM concept and the fundamental knowledge of economics. => Proces u kome potencijalni kupac postaje i ostaje stvarni kupac, koji svojom lojalnošću unapredjuje poslovanje preduzeća utemeljen je na proverenim principima koji uključuju analitiku, umetnost komunikacije, CRM koncept i fundamentalna ekonomska znanja. 5.
LL@(5288) REFERENCE Š1Ë Hanić Hasan, Principi marketinga, Beogradska Bankarska Akademija, Beograd, 2006. ~~~ Š2Ë Domazet I., J. Zubović, CRM (Customer Relationship Management) a factor of global competitiveness improvement (81-86), Medjunarodna naučna konferencijaManagement and Marketing und Management and Marketing Under Globalization /International Scientific, Ekonomski fakultet, Beograd, 2007. ~~~ Š3Ë www.crm-forum.com Š4Ë Milisavljević M., Maričić B., Gligorijević M., Osnovi marketinga, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2004. ~~~ Š5Ë www.en.wikipedia.org Š6Ë Maričić R. Branko, Ponašanje potrošača, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2005. ~~~ Š7Ë Veljković Saša, Marketing usluga, Centar za iz davačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2006. ~~~ Š8Ë Filipović V., Kostić Milica, Marketing menadžment-teorija i praksa, FON - Institut za menadžment, Beograd, 2003. ~~~ Š9Ë Rose S. Peter, Hundgins C. Sylvia, Bankarski menadžment i finansijske usluge, Data status, 2005. ~~~ Š10Ë Kotler Phillip, A Framework for Marketing Management, Prentice Hall, New Jersey, 2003. => LITERATURA Š1Ë Hanić Hasan, Principi marketinga, Beogradska Bankarska Akademija, Beograd, 2006. Š2Ë Domazet I., J. Zubović, CRM (Customer Re lationship Management) a factor of global competitiveness improvement (81-86), Medjunarodna naučna konferencijaManagement and Marketing und Management and Marketing Under Globalization /International Scientific, Ekonomski fakultet, Beograd, 2007. Š3Ë www.crm-forum.com Š4Ë Milisavljević M., Maričić B., Gligorijević M., Osnovi marketinga, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2004. Š5Ë www.en.wikipedia.org Š6Ë Maričić R. Branko, Ponašanje potrošača, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2005. Š7Ë Veljković Saša, Marketing usluga, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2006. Š8Ë Filipović V., Kostić Milica, Marketing menadž ment-teorija i praksa, FON - Institut za menadžment, Beograd, 2003. Š9Ë Rose S. Peter, Hundgins C. Sylvia, Bankarski menadžment i finansijske usluge, Data status, 2005. Š10Ë Kotler Phillip, A Framework for Marketing Management, Prentice Hall, New Jersey, 2003.
LL@(5289) Business Intelligence Model for Sales Analysis UDC 005.94 ; 005.52:658.8 MSc Suzana \ukić1, prof. dr Ljiljana Kašćelan2 1HERMES SoftLab Crna Gora 2Faculty of Economics, Podgorica As the technology is progressing and the dynamism of business environment is changing, not only the market competition keeps growing but the customers are starting to dominate the approach to the product. => Model poslovne inteligencije za analizu prodaje UDK 005.94; 005.52:658.8 MSc Suzana \ukić1, Prof. dr Ljiljana Kašćelan2 1HERMES SoftLab Crna Gora 2Ekonomski fakultet, Podgorica Tehnologija beleži sve veći napredak, dinamika poslovnog okruženja se menja, a uporedo sa tim povećava se i konkurencija na tržištu, a pristup potrošača proizvodu postaje sve dominantnije obeležje moderne trgovine.
LL@(5290) These days the supply exceeds the demand by far and we need more information and knowledge in order to build a better product and a product with added value. => Danas je ponuda višestruko veća od potražnje; stoga nam je potrebno mnogo više informacija i znanja da bismo mogli da napravimo bolji proizvod i to proizvod sa dodatom vrednošću.
LL@(5291) On the other side, we need to avoid being snowed under enormous amounts of internal and external data. => S druge strane, ne želimo da budemo zatrpani ogromnim brojem podataka i iznutra i spolja.
LL@(5292) The application of the business intelligence concept allows business systems to use only those pieces of information that, while being presented in the best way, are needed at a particular time to make business decisions. => Primenom koncepta poslovne inteligencije poslovni sistemi će biti u mogućnosti da primenjuju samo one informacije koje su, pored toga što su prikazane na najbolji način, potrebne u jednom određenom trenutku poslovnog odlučivanja.
LL@(5293) At the same time, if the concept is being implemented properly, the amount of data and information business system employees are receiving is being reduced, while simultaneously the quality is being increased. => Istovremeno, ako se ovaj koncept pravilno primenjuje, smanjiće se broj podataka koje zaposleni u tom poslovnom sistemu dobijaju, a kvalitet tih informacija će biti bolji.
LL@(5294) That is why the main objective of the business intelligence concept is to generate high-quality information business systems need in order to make correct business decisions. ~~~ 1. => Stoga je glavni cilj koncepta poslovne inteligencije da stvori visoko-kvalitetne informacije, potrebne poslovnim sistemima da bi doneli pravilne poslovne odluke. 1.
LL@(5295) Introduction We live in a time marked by ever-increasing acceleration and mutual interdependency. => Uvod @ivimo u doba koje odlikuju sve brži ritam i sve veća međusobna zavisnost.
LL@(5296) That is why the new economy favours global players who are quick to notice changes and challenges and meet their requirements. => Upravo zato se nova ekonomija okreće globalnim igračima koji su u stanju da brzo uoče promene i izazove i da odgovore na njihove zahteve.
LL@(5297) The times when you could build an information system easily and tomorrow, without a serious approach, are behind us. => Vremena u kojima ste mogli da kreirate neki informacioni sistem polako i sutra, da pritom nemate jedan ozbiljan pristup tom zadatku, daleko su za nama.
LL@(5298) With the dynamic development of information technologies - data gathering, storage, analysis, processing and use - modern management and communication with the environment start to have a new character. => Dinamičnim razvojem informacionih tehnologija prikupljanja, skladištenja, analize, obrade i korišćenja podataka savremeni menadžment i komunikacija sa okruženjem dobijaju novi karakter.
LL@(5299) Timely, complete and accurate information is one of the main business resources and is a key for making best business decision no matter what level we are talking about - operational or strategic management, current or long-term business activities. => Pravovremene, potpune i precizne informacije predstavljaju jedan od glavnih poslovnih resursa i ključ za donošenje najboljih poslovnih odluka, bez obzira o kojem nivou je reč o operativnom ili strateškom menadžmentu, o tekućem ili o dugoročnom poslovanju.
LL@(5300) Processing data, finding hidden relations between them, identifying new possibilities for better business efforts, all these are indispensable factors that help us make the best business decisions. => Obrada podataka, pronalaženje skrivenih odnosa među njima, identifikovanje novih mogućnosti za bolje poslovanje sve su ovo nezamenljivi faktori koji nam pomažu u donošenju najboljih poslovnih odluka.
LL@(5301) In turn, such decisions are necessary if our company is to survive and grow. => Opet, ovakve odluke je neophodno doneti ako kompanija treba da opstane i napreduje.
LL@(5302) Managing knowledge through business intelligence is a vital element of strategies of successful business systems that want to use information better in order to increase their market share, improve their relations with buyers and customers, increase profitability and hold market advantage over their rivals Š1,2Ë. => Upravljanje znanjem putem poslovne inteligencije predstavlja ključni element strategija uspešnih poslovnih sistema koji žele da koriste informacije na bolji način da bi povećali svoj udeo u tržistu, poboljšali odnose sa kupcima i potrošačima, povećali profitabilnost i zadržali tržišnu konkurentnost u odnosu na svoje takmace Š1,2Ë.
LL@(5303) This paper is elaborating on a concept of sale business intelligence analytic system in a trading firm Š3Ë; this includes: Identifying basic decision processes needed to analyze the sale of the company. => U ovom radu razvijamo koncept sistema poslovne inteligencije u analizi prodaje u jednoj trgovinskoj firmi Š3Ë; a obuhvatili smo sledeće: ~~~ Identifikovanje osnovnih procesa odlučivanja potrebnih za analizu prodaje te kompanije.
LL@(5304) Defining sources of data for the identified processes. => Definisanje izvora podataka za procese koje smo identifikovali.
LL@(5305) Implementing data mart, defining its objectives, design and realization. => Primenu tržišta podataka, definisanje njegovih ciljeva, dizajna i realizacije.
LL@(5306) Realizing the decision model, describing the way the OLAP tools are being used and presenting developed OLAP models. => Realizacija modela odluke, opis načina na koji se koriste OLAP alati i predstavljanje razvijenih OLAP modela.
LL@(5307) The results we get by using the proposed business intelligence system can be used in turn to learn more about the customers and suppliers in order to facilitate negotiations with them, use the existing resources more efficiently, become more competitive and make right decisions needed to attain a better market position - since we always have to keep in mind that the market becoming more global all the time. ~~~ 2. => Rezultati koje dobijemo primenom predloženog sistema poslovne inteligencije mogu se onda koristiti da se bolje upoznaju potrošači i dobavljači da bi se olakšali pregovori s njima, da bi se efikasnije koriatili postojeći resursi, da bi se povećala konkurentnost i donosile pravilne odluke potrebne za osvajanje bolje tržišne pozicije pošto uvek moramo da imamo na umu da je tržište svakim danom sve globalnije. 2.
LL@(5308) Identifica of decision models Today companies are operating in an environment of extreme competition and developed channels of distribution, where more goods are services are available than are needed. => Identifikacija modela odlučivanja Danas kompanije posluju u okruženju koje se odlikuje visokim nivoom konkurencije i razvijenim kanalima distribucije i u kojem se nudi više robe i usluga nego što je tržištu potrebno.
LL@(5309) In this time of the supply considerably exceeding the demand any increase of production is focused on increasing the amount of data and knowledge in order to produce a better product, a product with added value. => U ovo vreme, kada ponuda u značajnoj meri premaša potražnju, svako povećanje proizvodnje fokusira se na sve veći broj podataka i znanja sa ciljem da se proizvede bolji proizvod, proizvod koji sadrži i dodatu vrednost.
LL@(5310) Some companies are trying to gain strategic advantages through more efficient use of existing resources, including their information system. => Neke kompanije pokušavaju da steknu stratešku prednost putem efikasnije primene postojećih resursa, uključujući i informacioni sistem kojim raspolažu.
LL@(5311) By skilfully using analytical application one can turn data into information needed for making strategic decisions, thereby gaining advantage over his rivals. => Veštom primenom analitičkih aplikacija podaci se mogu preobratiti u informacije potrebne za donošenje strateških odluka, a time se postiže i prednost u odnosu na konkurenciju.
LL@(5312) The decision-making process is a generic process that can be applied to all forms of organized activities aimed at achieving a predefined goal. => Proces odlučivanja predstavlja generički proces koji se može primeniti na sve oblike organizovanih aktivnosti koje imaju za cilj postizanje unapred zacrtanog cilja.
LL@(5313) Our use of this process can be intentional or unintentional. => Mi ovaj proces možemo da primenimo namerno ili nenamerno.
LL@(5314) When trying to make deliberate decisions people do the following: consider all known available options; use the greatest available amount of data; carefully consider possible costs and benefits of every option; meticulously analyze the probability of various outcomes; invest the greatest possible amount of rational reasoning based on all abovementioned phases. => Kada donose namerne odluke, ljudi se ponašaju na sledeći način: uzimaju u obzir sve poznate opcije koje su im na raspolaganju, koriste najveći broj podataka koji im je na raspolaganju, pažljivo razmatraju moguće troškove i koristi koje donosi svaka posmatrana opcija, prilježno analiziraju verovatnoću različitih ishoda, veoma mnogo razmišljaju o posledicama uzimajući u obzir sve napred navedene faze.
LL@(5315) We do not analyze different types of data using the same method. => Različite vrste podataka ne analiziramo primenom istog metoda.
LL@(5316) It is important to indentify the best analytic method to apply to a certain type of data. => Važno je prepoznati najbolji analitički metod koji se može primeniti na određenu vrstu podataka.
LL@(5317) When the customer demand is defined, including the type of data and the method of data gathering and distribution, the choice of analytic method becomes the key for creating a highquality decision-making basis. => Pošto se definiše potražnja koju su izrazili potrošači, što obuhvata i vrstu podataka i metod prikupljanja i distribucije podataka, izbor metoda analize postaje ključ za stvaranje veoma kvalitetne baze za odlučivanje.
LL@(5318) For instance, a simple descriptive statistics can sometime provide a better basis than a sophisticated business econometric model. => Na primer, jednostavna deskriptivna statistika nekada može da posluži kao bolja osnova nego neki sofisticirani ekonometrijski poslovni model.
LL@(5319) Data analysis and ideal problem for OLAP reporting, since the source of data for such a multidimensional analysis can be found in every companys sale invoices. => Analiza podataka predstavlja idealni problem za izveštavanje OLAP, pošto se izvori podataka za ovakvu višedimenzionalnu analizu mogu naći na fakturama svake kompanije.
LL@(5320) The realized models that are presented in this paper help understand the relations between all critical aspects of the organizations (costs, income and profit). => Realizovani modeli koje predstavljamo u ovom radu pomažu nam da shvatimo odnose između svih kritičkih aspekata organizacija (troškovi, prihod i profit).
LL@(5321) Once this analysis is understood we can reduce a (possible) deviation between the planned and the real profit by modifying these elements. => Pošto shvatimo ovu analizu, modifikovanjem ovih elemenata možemo da smanjimo (moguća) odstupanja između planiranog i stvarnog profita.
LL@(5322) Also we can answer the following questions: Which are the best-selling products, what are the most profitable shops, which is the key product as far as sale results are concerned? => Takođe možemo da odgovorimo na sledeća piutanja: koji se proizvodi najbolje prodaju, koje prodavnice su najprofitabilnije, koji proizvod je najznačajniji u smislu uspeha u prodaji.
LL@(5323) Has my business practice improved or deteriorated since last year/quarter/month? => Da li se moje poslovanje poboljšalo ili pogoršalo u odnosu na prethodnu godinu/tro mesečje/mesec?
LL@(5324) It is possible to compare similar products over the same time period and that reveals which brands are sought by consumers. => Moguće je porediti slične proizvode u istom periodu vremena, a ovo poređenje može da pokaže koje brendove kupci najviše traže.
LL@(5325) These and many other answers make it easier for us to make best business decisions and discover relations that were not obvious before. => Ovi i mnogi drugi odgovori pomažu nam da donesemo najbolje poslovne odluke i da otkrijemo odnose koji do sada nisu bili vidljivi. 3.
LL@(5326) 3. ~~~ Data mart implementation A data warehouse includes a large quantity of data organized in smaller logical elements, data marts. => Primena tržišta podataka Skladište podataka obuhvata veliki broj podataka koji su organizovani u logičke elememnte manjeg obima, tržišta podataka.
LL@(5327) Data marts are usually subsets of logically linked data warehouse information that refers to a certain area. => To su obično podskupovi logički povezanih informacija iz skladišta podataka koje se odnosi na određenu oblast.
LL@(5328) A data mart that reflects a business segment of a company will enable us to implement an OLAP model. => Tržište podataka koje odražava poslovni segment kompanije omogućiće nam da primenimo model OLAP.
LL@(5329) Such a model makes the following analyses possible: Analyzing profit, income and sales according to customers, groups of products and years. => Ovakav model omogućava nam da uradimo sledeće analize:
LL@(5330) Analyzing sales according to producers, shops and years. => Analiza profita, dohotka i prodaje po potrošačima, po grupama proizvoda i po godinama.
LL@(5331) Analyzing profit according to months and shops in any desired year. => Analiza prodaje po proizvođaču, prodajnim mestima i godinama.
LL@(5332) Analyzing profit according to groups of products, shops and years. => Analiza profita prema mesecima i prodajnim mestima u bilo kojoj godini.
LL@(5333) Doing a comparative analysis of profit according to years, brand groups and customers. ~~~ Analyzing income, profit and cost according to products, shops, regions and years. => Komparativna analiza profita po godinama, po grupama brendova i po potrošačima, Analiza dohotka, profita i troškova u odnosu na proizvode, prodavnice, regione i godine.
LL@(5334) Analyzing profit in successive quarters. => Analiza profita u nekoliko tromesečja zaredom.
LL@(5335) Analyzing income according to months, products in selected years. => Analiza dohotka po mesecu ili po proizvodima u određenoj godini.
LL@(5336) Data marts can be used for exploration, data mining, managed inquiries or on-line analytical processing (OLAP) and they are a direct source of information for end customers. => Tržišta podataka mogu se koristiti za istraživanje, za iskopavanje podataka, za kontrolisane upite ili za analitičku obradu on-line (OLAP) i predstavljaju neposredni izvor informacija za krajnje korisnike.
LL@(5337) A data mart used for on-line analytical data processing needs to be easily and intuitively accessible by end users. => Tržište podataka koje se koristi za analitičku obradu podataka on-line treba da bude lako i intuitivno dostupno krajnjim korisnicima.
LL@(5338) The dimensional model is the best in such cases. => U ovakvim slučajevima najbolje je koristiti dimenzionalni model.
LL@(5339) The most frequently used method for managing linked multidimensional analysis data is the star schema. => Najčešće korišćeni metod za upravljanje vezanom multidimenzionalnom analizom podataka jeste šema zvezde.
LL@(5340) The fact table is in the centre of the schematic. => U centru šeme nalazi se tabela činjeničnog stanja.
LL@(5341) This table contains data for analysis and keys for links with dimension tables. => Ova tabela sadrži podatke za analizu i ključeve za veze sa dimenzionim tabelama.
LL@(5342) The fact table usually include several million short records. => Tabela činjeničnog stanja obično obuhvata nekoliko miliona kratkih zapisa.
LL@(5343) The records in the fact table are compressed in order to improve performance, while the dimension tables have fewer records, but these are bigger. => Ti zapisi u tabeli su kompresovani u cilju poboljšanja učinka. ~~~ Dimenzione tabele sadrže manji broj zapisa, ali su ovi zapisi obimniji.
LL@(5344) They give additional information for the fact table records by providing description, name and other text values. => Oni pružaju dodatne informacije u vezi sa zapisima na tabeli činjeničnog stanja, tako što daju opis, naziv i druge vrednosti.
LL@(5345) Every dimension table has a single primary key that directly corresponds to one of the components of a multiple key in the fact table. => Svaka dimenziona tabela ima jedinstveni primarni ključ koji neposredno odgovara jednoj od komponenti višečlanog ključa u tabeli činjeničnog stanja. ski nivo nastavlja se drugim hijerarhijskim nivoom.
LL@(5346)  => Prema Š4Ë, realizaciju tržišta podataka posmatramo kroz sledeće faze:
LL@(5347) In our example (Picture 3.1), the process of producing dimension tables is linked to inclusion of calendars, customers, producers, products and shops. => U našem primeru (slika 3.1) proces stvaranja dimenzionih tabela povezan je tako što su obuhvaćeni kalendari, potrošači, proizvođači, proizvodi i prodajna mesta.
LL@(5348) Dimension tables can be organized in hierarchies. => Dimenzione tabele mogu se organizovati po hijerarhijskim nivoima (hijerarhijama).
LL@(5349) Each hierarchy level continues with another hierarchy level. => Svaki hijerarhij faza definisanja, faza generisanja, faza unošenja podataka.
LL@(5350) According to Š4Ë, we observe the realization of the data mart through the following phases: Definition phase. ~~~ Generation phase. ~~~ Data loading phase. => 
LL@(5351) The definition phase includes definitions of dimensional models and aggregations, generation of data sources and ETL procedures. => Faza definisanja obuhvata definicije dimenzionalnih modela i agregacija, generisanje izvora podataka i ETL postupke.
LL@(5352) For instance, the star schematics definition looks like Picture 3.2. => Slika 3.1 Šema zvezde Prodaja 1 Slika 3.2 Šema zvezde Prodaja 2 Slika 3.3 Mapiranje tabele činjeničnog stanja Prodaja Na primer, definicija šeme zvezde izgleda kao što je prikazana na slici 3.2.
LL@(5353) Picture 3.1 Star schema Sales 1 Picture 3.2 Star schema Sales 2 Picture 3.3 Mapping the fact table Prodaja The generation phase includes configuration, validation, script and object generation. => Faza generisanja obuhvata izradu konfiguracije, validaciju, pisanog programa (script) i izradu predmeta.
LL@(5354) The data loading phase includes a definition of sequence for execution of ETL procedure scripts. => Faza unošenja podataka obuhvata definisanje niza postupaka za sprovođenje programa ETL postupaka.
LL@(5355) Definition of ETL procedure for a fact sales is described by Picture 3.3. => Definicija ETL postupka za prodaju opisana je na slici 3.3.
LL@(5356) The suggested data mart model is realized through application of Oracle tools: Oracle9i RDBMS, Oracle9i Warehouse Builder Š4Ë. => Predloženi model tržišta podataka izveden je primenom Oracle alata: ~~~ Oracle9i RDBMS, Oracle9I Warehouse Builder Š4Ë.
LL@(5357) The Oracle Discoverer Š5Ë, as part of Oracles Business Intelligence set of tools, is used for implementing the identified models. => Oracle Discoverer Š5Ë, kao deo kompleta alata Oracle Business Intelligence, koristi se za primenu identifikovanih modela.
LL@(5358) Discoverer is intended to provide end users with an easy access to data and allow them to do data analysis and set-up ad-hoc queries Š6Ë. 4. => Discoverer je razvijen sa ciljem da krajnjim korisnicima omogući da lako pristupaju podacima i da mogu da vrše analizu podataka i postavljaju ad-hok pitanja Š6Ë. 4.
LL@(5359) Case study For these analyses we used data from a trade company from Podgorica that sells chemical products in retail shops in six towns and also offers wholesale sale of its products. => Studija slučaja Za ove analize koristili smo podatke jedne trgovinske firme iz Podgorice. ~~~ Firma se bavi prodajom hemijskih proizvoda trgovinama na malo u šest gradova i takođe nudi mogućnost prodaje svojih proizvoda na veliko.
LL@(5360) The Case Study data - for data mart realization we used records from 2005, 2006 and 2007. => Podatke za studiju slučaja za realizaciju tržišta podataka uzeli smo za 2005., 2006., i 2007. godinu.
LL@(5361) More than 2,000,000 lines have been imported. => Više od 2.000.000 linija je iz uvoza.
LL@(5362) The fact of sales contained about 410,000 lines, the mapping procedure was excellent and lasted about 5 seconds. => Činjenično stanje prodaje sadržalo je oko 410.000 linija, postupak mapiranja bio je izvanredan i trajao je oko 5 sekundi.
LL@(5363) The observed 4.1 model is analyzing income, profit and quantity categories. => Model 4.1 koji smo posmatrali predstavlja analizu kategorija dohotka, profita i količine.
LL@(5364) On the Page Item level we selected a year (or all of them) and product categories for which we do the analysis. => Na nivou Predmet obrade (Page Item) odabrali smo godinu (ili sve godine) i kategorije proizvoda za koje vršimo analizu.
LL@(5365) We observe all this in relation with customers, towns or regions. => Sve ovo posmatrali smo u odnosu na potrošače, gradove ili regione.
LL@(5366) This analysis will provide us with precious data on most profitable groups of products. => Ova analiza pružiće nam dragocene podatke o najprofitabilnijim grupama proizvoda.
LL@(5367) We can also see which customers buy most of a particular product and this can affect future sales conditions, discounts, special conditions and the way we treat that particular customer. => Takođe možemo da vidimo koji potrošači kupuju majveći broj određenih proizvoda, a ovo može da ima uticaja na buduće uslove prodaje, na popuste, na posebne uslove i na način na koji se ponašamo prema tom određenom potrošaču.
LL@(5368) Picture 4.2 shows a graphical presentation of profit according to regions. => Slika 4.2 prikazuje grafički pregled profita po regionima.
LL@(5369) Picture 4.3 shows a multidimensional model that is being used for analyzing quantities of sold products according to brands. => Slika 4.3 prikazuje multidimenzionalni model koji se koristi u analizi količina prodatih proizvoda po brendovima.
LL@(5370) One of the possibilities (the one depicted here) is to analyze all the years - or we can select one of them. => Jedna od mogućnosti (ovde opisana) jeste da se analiziraju sve godine ili možemo odabrati jednu od njih.
LL@(5371) This clearly shows which brands are attractive and which are not accepted by the market. => Ovim se jasno pokazuje koji brendovi privlače kupce, a koje brendove tržište ne prihvata.
LL@(5372) We can also display data on shops. => Takođe možemo da prikažemo podatke po prodajnim mestima.
LL@(5373) For instance, we notice that only one Elisabeth Arden product was sold in Berane over all three observed years, while 11 Dolce Gabana products were sold in the same store. the most profitable month. => Na primer, zapazićemo da je u Beranama prodat samo jedan proizvod marke Elizabet Arden tokom sve tri posmatrane godine, dok je u istoj radnji prodato 11 proizvoda Dolče i Gabana. ~~~ Jedan od realizovanih radnih listova može da izgleda kao na slici 4.4.
LL@(5374) This analysis is valid for the entire observed period but if, for instance, we examine only 2006, then July is the most profitable month and the most profitable shop is the Central Depot in the central region (just like in the previous case). => Ovde vršimo komparativnu analizu profita po mesecima i po prodajnim mestima i možemo da pratimo oscilacije po mesecima ili po sezonama. ~~~ Jasno ja da u pogledu profita dominira centralna oblast, a da je mesec mart najprofitabilniji mesec.
LL@(5375) The following OLAP model described by Picture 4.5, is a model of comparative analysis of profit, where select a product group for observed ships in Page Item. => Ova analiza važi za ceo posmatrani period, ali ako, na primer, posmatramo samo 2006. godinu, onda je juli najprofitabilniji mesec, a najprofitabilnije prodajno mesto je Centralni Depo u centralnoj oblasti (upravo kao i prethodnom slučaju) Naredni OLAP model opisan je na slici 4.5 i predstavlja model komparativne analize profita, gde smo izdvojili grupu proizvoda u posmatranim prodajnim mestima na Predmetu obrade.
LL@(5376) In this particular case we analyze profit from sale of the perfume product group. => U ovom posebnom slučaju analiziramo profit od prodaje parfema.
LL@(5377) Adding an exception is simple - in this case it excludes the shops where the sale of perfume exceeded 1,000 euros. => Izuzetke je jednostavno uvesti u ovom slučaju isključene su prodavnice u kojima je prodaja parfema premašala sumu od 1000 evra.
LL@(5378) The following Picture 4.6 shows a multidimensional model for analyzing income, profit and cost per product, ship, region and year. => Sledeća slika, 4.6, prikazuje multidimenzionalni model za analizu dohotka, profita i troškova po proizvodu, prodavnici, regionu i godini.
LL@(5379) The following OLAP model described by Picture 4.7 deals with comparative analysis of profit by quarter. => Naredni OLAP model, opisan na slici 4.7, predstavlja komparativnu analizu profita po tromesečju.
LL@(5380) The first quarter profit is compared to the second quarter and so on for two consecutive years, 2005 and 2006. => Profit iz prvog tromesečja poredi se sa profitom iz drugog i tako redom tokom dve uzastopne godine, 2005. i 2006.
LL@(5381) The LAG function is used to realize this model. => Za sprovođenje ovog modela korišćena je LAG funkcija.
LL@(5382) This function allows us to do this comparison but also to compare a single period of one year with the same period of the next year or following years. => Ova funkcija nam dozvoljava da obavimo ovo poređenje, ali takođe da poredimo jedan period jedne godine sa istim tim periodom sledeće godine ili narednih godina.
LL@(5383) We are using the Rank function that enables us to rank the deviation percentage from the greatest increase to the greatest drop in consecutive quarters. => Ovde primenjujem funkciju Rank pomoću koje možemo da rangiramo procenat odstupanja od najvećeg porasta do najvećeg pada u uzastopnim kvartalima.
LL@(5384) In the abovementioned example we can notice that there is no date for years before 2005 so the column for the preceding period for the first quarter of 2005 is empty, producing the number 1 in the rankings. ~~~ On the other hand, the profit in the second quarter of 2005 has increased by 20.33 per cent compared to the first quarter of the same year. => U gore navedenom primeru zapažamo da nema podataka za godine pre 2005., tako da je kolona za prethodni period za prvo tromesečje 2005. godine je prazna, a to u rangiranju daje broj 1. S druge strane, profit u drugom kvartalu 2005. godine porastao je za 20.33% u poređenju sa prvim kvartalom iste godine.
LL@(5385) The rankings show that this is also the greatest single increase in the entire comparative list for consecutive quarters. => Rangiranje pokazuje da je ovo istovremeno i najveći pojedinačni porast na celoj komparativnoj listi za uzastopne tromesečne periode.
LL@(5386) The greatest loss of profit was in the fourth quarter of 2005 compared to the third quarter - 32.97 per cent. => Najveći pad profita zabeležen je u četvrtom tromesečju 2005. godine u poređenju sa trećim tromesečjem 32.97%.
LL@(5387) The next observed model (Picture 4.8) is analyzing profit from sale of perfumes in 2005 by months. => Sledeći posmatrani model (slika 4.8) predstavlja analizu profita od prodaje parfema tokom 2005. godine, po mesecima.
LL@(5388) The greatest profit was made in September, despite expectations that this would happen in March due to the 8 March holiday. => Najveći profit ostvaren je u septembru, uprkos očekivanjima da će to biti u martu, zbog praznika 8. marta.
LL@(5389) December was the next most profitable month. => 
LL@(5390) One of the realized workbooks can look like the Picture 4.4. => Decembar je bio na drugom mestu po visini ostvarenog profita.
LL@(5391) Here we do a comparative analysis of profit by month and by shops and we can observe monthly or seasonal oscillations. => 
LL@(5392) It is obvious that the central region is dominant as far as profit is concerned and that March is The 4.9 example shows seasonal oscillations. => Primer prikazan na slici 4.9 pokazuje sezonske oscilacije.
LL@(5393) If we examine the Sun sun screen we notice that over half a year (October, November, December, January, February and March) not one item was sold, while the greatest profit, as expected, was made in June and July. => Ako analiziramo Sun mleko za sunčanje, videćemo da tokom pola godine (oktobar, novembar, de cembar, januar, februar i mart) nije prodat ni jedan proizvod, dok je najveći profit, kako se i očekivalo, ostvaren u junu i julu.
LL@(5394) Picture 4.1 Analysis of profit, income and quantity of sold items according to customers, groups of products and years Picture 4.2 Graphical presentation of profit according to regions Picture 4.3 Analysis of sold quantities of products according to producers, shops and years Picture 4.4 Analysis of profit according to months and shops in selected years Picture 4.5 Comparative analysis of profit according to years, product groups and customers Picture 4.6 Analysis of income, profit, cost per product, shop, region and year Picture 4.7 Analysis of profit by quarters Picture 4.8 Analysis of profit according to months and products in selected years 1 Picture 4.9 Analysis of profit according to months and products in selected years 2 These analyses can clearly tell the acquisition department about periods when it is pointless to purchase a particular product or when they should focus on getting new stocks. => Slika 4.1 Analiza profita, dohotka i količine prodatih proizvoda po potrošačima, po grupi proizvoda i po godinama Slika 4.2 Grafički prikaz profita po regionima Slika 4.3 Analiza prodatih količina proizvoda po proizvođačima, prodajnim mestima i godinama Slika 4.4 Analiza profita prema mesecima i prodajnim mestima u odabranim godinama Slika 4.5 Komparativna analiza profita prema godinama, grupama proizvoda i potrošačima Slika 4.6 Analiza dohotka, profita, troškova po proizvodu, prodajnom mestu, regionu i godini Slika 4.7 Analiza profita po tromesečjima Slika 4.8 Analiza profita po mesecima i proizvodima u odabranim godinama 1 Slika 4.9 Analiza profita prema mesecima i proizvodima u odabranim godinama 2 Ove analize jasno pokazuju odeljenju za nabavke u kojim periodima nema svrhe kupovati određeni proizvod, odnosno kada treba obezbeđivati nove zalihe.
LL@(5395) This is particularly important for products with short expiry date. ~~~ 5. => Ovo je posebno značajno kada je reč o proizvodima kratkog roka trajanja. 5.
LL@(5396) CONCLUSION Using business intelligence tools enables us to collect available internal and significant external data in order to transform them into useful information that can help business users make their decisions. => ZAKLJUČAK Primenom alata poslovne inteligencije možemo da prikupimo dostupne interne i značajne eksterne podatke i da ih pretvorimo u korisne informacije koje mogu da pomognu korisnicima u odlučivanju.
LL@(5397) Business intelligence systems are focused on improving information access and distribution capabilities, both for those who make and for those who use such systems. => Sistemi poslovne inteligencije imaju za cilj da poboljšaju pristup informacijama i mogućnosti distribucije, kako za one koji razvijaju ovakve sisteme, tako i za one koji ih koriste.
LL@(5398) Data based on use of business intelligence tools provide a trade company with an opportunity to identify not only advantages but also problems. => Podaci zasnovani na primeni alata poslovne inteligencije pružaju trgovinskoj firmi mogućnost da identifikuje prednosti, ali i probleme.
LL@(5399) Therefore the company can deal with causes in a timely manner instead of having to deal with consequences. => Stoga ta firma može pravovremeno da se bavi uzrocima, a ne da mora da se bavi posledicama. 6.
LL@(5400) REFERENCES: Š1Ë Balaban N., Ristić @.: Poslovna inteligencija, Ekonomski fakultet, Subotica, 2006 Š2Ë ]irić, B.: Poslovna inteligencija, Data status, Beograd, 2006 Š3Ë \ukić, S., Model sistema poslovne inteligencije za analizu prodaje, magistarski rad, Ekonomski fakultet, Podgorica Š4Ë Oracle Warehouse Builder Users Guide 10g Release 1 (10.1), PDF version, Š5Ë Oracle Business Intelligence Discoverer Administration Guide, Release 10g, PDF version Š6Ë Kašćelan, Lj., Kreiranje OLAP modela u Oracle Discoverer-u, INFO-M, Br. 13/2005, str. => LITERATURA Š1Ë Balaban N., Ristić @.: ~~~ Poslovna inteligencija, Ekonomski fakultet, Subotica, 2006 Š2Ë ]irić, B.:
LL@(5401) 18-22 Pluralism in Creative Organizational Development Management UDC 005.342:005.412 Prof. dr Slavica P. Petrović Faculty of Economics, University of Kragujevac, e-mail: pslavica¿kg.ac.yu XI International Symposium SymOrg 2008. => 
LL@(5402) 10th-13th- September 2008. ~~~ Belgrade, Serbia Pluralism, in the broadest sense, can be understood, on one hand, as the appreciation of different perceptions and interpretations of management problem situations in organizations, and, on the other hand, as a combined use of various methodologies, methods, models, techniques in problem situations structuring and problem solving. => Poslovna inteligencija, Data status, Beograd, 2006 Š3Ë \ukić, S., Model sistema poslovne inteligenci je za analizu prodaje, magistarski rad, Ekonomski fakultet, Podgorica Š4Ë Oracle Warehouse Builder Users Guide 10g Release 1 (10.1), PDF version, Š5Ë Oracle Business Intelligence Discoverer Ad ministration Guide, Release 10g, PDF version Š6Ë Kašćelan, Lj., Kreiranje OLAP modela u Oracle Discoverer-u, INFO-M, Br. 13/2005, str. 18-22 Pluralizam u kreativnom upravljanju razvojem organizacije UDK 005.342:005.412 Prof. dr Slavica P. Petrović Ekonomski fakultet Univerziteta u Kragujevcu, e-mail: pslavica¿kg.ac.yu XI internacionalni simpozijum SymOrg 2008., 10.-13. septembra 2008, Beograd, Srbija U najširem smislu, pluralizam može biti shvaćen kao respektovanje različitih percepcija i interpretacija istraživanih upravljačkih problemskih situacija u organizacijama, i kao odgovarajuće kombinovano korišćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema.
LL@(5403) Initially determined in this way, pluralism should be treated as a research area that is specially significant for organizational development management, in theoretical, methodological and applicable senses. => Tako preliminarno opredeljen, pluralizam neosporno predstavlja posebno istraživačko problemsko područje, relevantno za upravljanje razvojem organizacija, u teorijskom, metodološkom i aplikativnom smislu.
LL@(5404) A relevant break-through is made in dealing with pluralism in systems thinking and systems practice. => U sistemskom mišljenju i sistemskoj praksi napravljen je ozbiljan iskorak u bavljenju pluralizmom.
LL@(5405) In the first place, the important result of confronting the different system conceptualizations of organizational problem areas is the powerful Systems movement. => Pre svega, iz sučeljavanja različitih sistemskih konceptualizacija relevantnih organizacijskih problemskih područja, Sistemski pokret je izašao osnažen.
LL@(5406) At the same time, systems thinking has shown a great potential for fruitfully linking the theory with practice. => Istovremeno, sistemsko mišljenje je pokazalo izuzetan potencijal za argumentovano i korisno povezivanje teorije i prakse.
LL@(5407) Namely, in order to understand a management problem situation in a proper way, and to intervene in such situation effectively and efficiently, systems thinking, through employing the valuable contributions of social sciences, tries to support a variety of perspectives on the management problem situation under consideration. => Koristeći doprinose društvenih nauka, sistemsko mišljenje nastoji da podrži određenu varijetetnost stanovišta o istraživanoj upravljačkoj problemskoj situaciji, koja se pokušava shvatiti i u kojoj se želi efektivno i efikasno intervenisati.
LL@(5408) Also, systems thinking, through the combined use of methodologies for problem situations structuring, attempts to creatively manage the interventions in organizations. => Uz to, sistemsko mišljenje nastoji da kroz kombinovano korišćenje metodologija strukturiranja upravljačkih problemskih situacija kreativno vodi intervencije u organizacijama.
LL@(5409) System research tries to improve pluralistic practice in organizations by continual thinking about relevant implications of pluralism at a theoretical level. => Kroz promišljanje o implikacijama pluralizma na teorijskom nivou, sistemsko istraživanje nastoji da unapredi pluralističku praksu u organizacijama.
LL@(5410) In order to identify the possibilities of founding the systems thinking on pluralism and to determine the usefulness of systems practice in organizations when they are managed by means of pluralism, it is necessary: a) to examine the relationship between pluralism, as a special developmental strategy of systems thninking, and strategies of isolationism, imperialism and pragmatism, and b) to consider the basic pluralistic systemic theoreticalmethodological and applicable developments System of Systems Methodologies, Total Systems Intervention and Multimethodology. => U utvrđivanju mogućnosti utemeljivanja sistemskog mišljenja na pluralizmu i opredeljivanju koristi koje sistemske prakse u organizacijama mogu imati ukoliko su upravljane uz pomoć pluralizma neophodno je: a) preispitati odnos pluralizma, kao posebne strategije razvoja sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma, i b) razmotriti osnovne pluralističke sistemske teorijsko-metodološke i aplikativne razvoje - Sistem Sistemskih Metodologija, Sveukupnu Intervenciju u Sistemima i Multimetodologiju.
LL@(5411) 1. => 1.
LL@(5412) Introduction Broadly speaking, pluralism in organizational development management should be understood as: a) appreciation of different perceptions and interpretations of the management problem situations under consideration, and b) an appropriate combined use of various methodologies, methods, models, and techniques in structuring the management problem situations and problem solving. => Uvod U najširem smislu, pluralizam u upravljanju razvojem organizacija treba biti shvaćen kao: a) respektovanje različitih percepcija i interpretacija istraživanih upravljačkih problemskih situacija, i b) odgovarajuće kombinovano korišćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema.
LL@(5413) Initially defined in this way, pluralism is obviously a distinctive problem area, relevant in terms of both theory, methodology, and application. => Tako preliminarno opredeljen, pluralizam neosporno predstavlja posebno istraživačko problemsko područje, relevantno u teorijskom, metodološkom i aplikativnom smislu.
LL@(5414) The key reasons for a broad, well founded study of pluralism in the modern Systems Science and Management Science are numerous and varied Š6, 2000, pp. 377 378Ë. => Ključni razlozi širokog, utemeljenog bavljenja pluralizmom u savremenom Systems Science-u i Management Science-u su brojni i različiti Š6, 2000, pp. 377 378Ë.
LL@(5415) Primarily, it is a well known fact that traditional approaches have become the issue of much criticism in various applied disciplines. => Pre svega, činjenica je da su u različitim primenjenim disciplinama tradicionalni prilazi predmet ozbiljnih kritika.
LL@(5416) In the systems thinking, in organizational theory, and in classic operational research, the old, orthodox approaches have become the issue of justified challenge, the new perspectives being opened in the paradigmatic sense. => U sistemskom mišljenju, organizacionoj teoriji, klasičnim operacionim istraživanjima, stari, ortodoksni prilazi su predmet argumentovanih osporavanja, a, u paradigmatskom smislu nove perspektive se otvaraju.
LL@(5417) The relations be tween different approaches to the development of each particular discipline are the topic of special study. => Odnosi između različitih pristupa razvijanju svake pojedine discipline su predmet po sebnih promišljanja.
LL@(5418) Challenging totalyzing discourses that claim to command the truth and generating conditions for the emergence of respective relativism, appears as special support to research into pluralism. => Takođe, suprotstavljanje totalizujućim diskursima, koji tvrde da raspolažu istinama, i generisanje uslova za odgovarajući relativizam, predstavlja posebnu podršku istraživanju pluralizma.
LL@(5419) Besides, from the practitioners point of view, pluralism apparently becomes indispensable in the processes of creative management of the development of modern organizations. => Uz navedeno, sa stanovišta praktičara, čini se da je u procesima kreativnog upravljanja razvojem savremenih organizacija pluralizam neophodan.
LL@(5420) An important breakthrough has been made in the systems thinking and practice into the study of pluralism. => U sistemskom mišljenju i sistemskoj praksi napravljen je ozbiljan iskorak u bavljenju pluralizmom.
LL@(5421) In the first place, through the conflict among various systemic conceptualizations of relevant organizational problem areas, the Systems movement came out stronger. => Pre svega, iz sučeljavanja različitih sistemskih konceptualizacija relevantnih organizacijskih problemskih područja, Sistemski pokret je izašao osnažen.
LL@(5422) Simultaneously, systems thinking displayed a remarkable potential for a reasoned and useful linking of theory and practice. => Istvremeno, sistemsko mišljenje je pokazalo izuzetan potencijal za argumentovano i korisno povezivanje teorije i prakse.
LL@(5423) Making use of respective contributions of social sciences, systems thinking tries to support a certain variability of standpoint on a complex and manyfold management problem situationunder consideration that we wish to apprehend and effectively and efficiently inter vene into. => Koristeći odgovarajuće doprinose društvenih nauka, sistemsko mišljenje nastoji da podrži određenu varijetetnost stanovišta o istraživanoj složenoj i višeznačnoj upravljačkoj problemskoj situaciji, koja se pokušava shvatiti i u kojoj se želi efektivno i efikasno intervenisati.
LL@(5424) Furthermore, systems thinking applies a combined use of methodologies of management problem situations structuring to creatively conduct interventions in complex and dynamic organizations. => Uz to, sistemsko mišljenje nastoji da kroz kombinovano korišćenje metodologija strukturiranja upravljačkih problemskih situacija kreativno vodi intervencije u kompleksnim i dinamičkim organizacijama.
LL@(5425) Systems thinking tries to improve pluralistic practice through reasoning on the implications of pluralism on a theoretical level. => Kroz promišljanje o implikacijama pluralizma na teo rijskom nivou, sistemsko istraživanje nastoji da unapredi pluralističku praksu.
LL@(5426) Dealing with pluralism in purposeful managing the relevant problem areas in organizations means: analysing the relationship between pluralism as a distinctive Management Science development strategy, that is, systems thinking, and the strategies of isolationism, imperialism and pragmatism, and analysing basic pluralistically-systemic theoretical, methodological and applicable developments. ~~~ 2. => Bavljenje pluralizmom u svrhovitom upravljanju relevantnim problemskim područjima u organizacijama podrazumeva: preispitivanje odnosa između pluralizma, kao posebne strategije razvoja Management Science-a, odnosno, sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma, i razmatranje osnovnih pluralističko sistemskih teorijsko-metodoloških i aplikativnih razvoja. 2.
LL@(5427) Pluralistic strategy of systemic thinking and practice development In defining the possibilities of using pluralism as basis to establish systems thinking and in determining the benefit the systems practices may have in organizations if managed through pluralism, it is necessary, in the first place, to analyse the relationship between pluralism as a distinctive strategy of systems thinking development and the isolationism, imperialism and pragmatism strategies. => Pluralistička strategija razvoja sistemskog mišljenja i prakse U utvrđivanju mogućnosti utemeljivanja sistemskog mišljenja na pluralizmu i opredeljivanju koristi koje sistemske prakse u organizacijama mogu imati ukoliko su upravljane uz pomoć pluralizma neophodno je, pre svega, preispitati odnos između pluralizma, kao posebne strategije razvoja sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma.
LL@(5428) The efforts to determine the nature of pluralism in the systems erea and to find out whether pluralism is the best practice of improving systems thinking stemmed, on one hand, from a certain lack of trust in the success of the traditional Management Science (MS), and, on the other hand, from an evident development of Organizational cybernetics, the soft systems approaches and the critically-systemic alternatives to the ortodox traditional MS. Each of the mentioned theoreticalmethodological alternatives was claimed to significantly contribute to the building of MS. Efforts were also made to investigate into how the relationship between the traditional MS and these alternative theoretical-methodological developments can be best explained scientifically and used in such a way so that MS should be most fruitfully applied in organizations and in the society. => Za nastojanja da se opredeli priroda pluralizma u sistemskom polju, i ispita da li je pluralizam najbolji načun unapređivanja sistemskog mišljenja od odgovarajuće važnosti su bili, s jedne strane, izvesno neverovanje u uspeh tradicionalnog Management Science-a (MS), i, s druge strane, evidentni razvoj Organizacione kibernetike, soft sistemskih prilaza i kritičko sistemskih alternativa za ortodoksnost tradicionalnog MS-a. ~~~ Sugerisano je da svaka od dotičnih teorijskometodoloških alternativa značajno doprinosi građenju MS-a. ~~~ Takođe je ispitivano kako odnos između tradicionalnog MS-a i tih alternativnih teorijsko-metodoloških razvoja može biti najbolje naučno argumentovan i upotrebljen tako da MS pruži najkorisniji doprinos organizacijama i društvu.
LL@(5429) As regards the above mentioned, the following four MS developmental strategies emerged: isolationism, imperialism, pragmatism and pluralism Š5, 1995, pp. 311 - 316Ë. => U vezi sa navedenim, izdvojile su se sledeće četiri razvojne strategije MS-a: izolacionizam, imperijalizam, pragmatizam i pluralizam Š5, 1995, pp. 311 - 316Ë.
LL@(5430) The strategy of isolationism is supposed to result into the presence of various trends in MS, the trends that develop independently, on the bases of their own hypotheses, and with a minimum interaction. => Izolacionistička strategija bi trebala rezultirati postojanjem različitih tokova u MS-u, koji se nezavisno razvijaju, na osnovama sopstvenih pretpostavki, i sa minimalnim među-kontaktom.
LL@(5431) The promoters of isolationism deem their MS approach to be self-sufficient. => Predstavnici izolacionizma shvataju sopstveni MS- prilaz kao samodovoljan.
LL@(5432) They believe that there is nothing to learn from other perspectives, which are considered useless. => Oni veruju da ne postoji ništa što se može naučiti iz drugih perspektiva, koje se smatraju nekorisnim.
LL@(5433) In such circumstances, the attempts of building the ideas of alternative methodological tendencies into a certain preferential position might weaken the given position, therefore they are taken as a serious threat. => U tim okolnostima, pokušaji ugrađivanja ideja iz alternativnih metodoloških tendencija u određenu preferiranu poziciju bi mogli oslabiti dotičnu poziciju, i stoga se shvataju kao ozbiljna pretnja.
LL@(5434) The isolationists are especially powerful in the traditional MS and in the Organizastional cybernetics. => Izolacionisti su posebno moćni u tradicionalnom MS-u i Organizacionoj kibernetici.
LL@(5435) The paradigmatic incompatibility1 can be quoted as supportive to isolationistic strategy. => Paradigmatska nesamerljivost1 bi mogla biti navedena kao podrška izolacionističkoj strategiji.
LL@(5436) There are suggestions that isolationism should be abandoned since it disintegrates MS as a scientific discipline, prevents establishing purposeful relationships of different methodological tendencies, and discredits the profession with clients who do not believe that one method is enough to solve all the problems. => Smatra se da izolacionizam treba biti odbačen, zato što dezintegriše MS kao naučnu disciplinu, sprečava uspostavljanje osmišljenih odnosa između različitih metodoloških tokova, i diskredituje dotičnu profesiju kod klijenata koji ne veruju da jedan metod može rešiti sve probleme.
LL@(5437) The imperialistic strategy has it that one MS approach is superior to its other methodological trends, capable of providing adequate premises for the development of MS as a distinct scientific discipline. => Imperijalistička strategija pretpostavlja da je jedan MS prilaz, u odnosu na ostale njegove metodološke tokove, superioran, i sposoban da obezbedi adekvatne premise razvoja MS-a kao posebne naučne discipline.
LL@(5438) It is simultaneously willing to incorporate certain aspects of other methodological trends, provided that they can, in terms of favoured approach, be useful and fortifying. => Istovremeno, postoji spremnost da se inkorporiraju izvesni aspekti drugih metodoloških tokova, ukoliko se smatra da oni, u kategorijama favorizovanog pristupa, mogu biti korisni i mogu ga osnažiti.
LL@(5439) The knowledge gained from other methodological developments will be integrated into the theoreticalmethodological aparatus of the favoured approach as long as these do not endanger its key principles. => Saznanja iz drugih metodoloških razvoja će biti integrisana u teorijsko-metodološku aparaturu favorizovanog prilaza sve dotle dok ne prete njegovim ključnim načelima.
LL@(5440) The representatives of the imperialistic strategy believe that they can explain the presence of alternative approaches, as well as analyse the limited sphere of their use, in the category of the approach they consider to be the leading one. => Predstavnici imperijalističke strategije veruju da mogu razjasniti postojanje alternativnih prilaza, i analizirati ograničenu sferu njihove primene, u kategorijama pristupa kome oni priznaju vodeću poziciju.
LL@(5441) Especially powerful imperialistic aspirations are identified in the soft systems thinking (hard systems thinking is often taken to be a special case of soft systems thinking) Š1, 1985, pp. 757 - 767Ë and Organizational cybernetics. => Posebno snažne imperijalističke aspiracije su identifikovane u soft sistemskom mišljenju (hard sistemsko mišljenje se često smatra posebnim slučajem soft sistemskog mišljenja Š1, 1985, pp. 757 - 767Ë, i Organizacionoj kibernetici.
LL@(5442) This MS developmental strategy of was abandoned since, in order to be aplicable within any other paradigm, the methodologies and methods developed to function in one paradigm have to be denaturalised, that is, deprived of their key determinants, therefore the full potential available for MS cannot be realized. => Ova strategija razvoja MS-a je odbačena, zato što metodologije i metodi razvijeni u službi jedne paradigme, da bi bili upotrebljeni pod okriljem drugačijih paradigmi, moraju biti denaturalizovani, odnosno, lišeni svojih ključnih određenja, čime puni potencijal raspoloživ za MS ne može biti realizovan.
LL@(5443) At the same time, the imperialistic scenario of MS development is considered to be feasible if broader, social impacts favour one approach over certain other methodological alternatives, endangering their chances to be applied. => Istovremeno, smatra se da je imperijalistički scenario razvoja MS-a ostvariv ukoliko širi, društveni uticaji favorizuju jedan prilaz na račun određenih metodoloških alternativa, ugrožavajući njihove šanse za primenu.
LL@(5444) 1 As the paradigm commonly means the apprehension of the world accepted by the csientific community, that is, a set of ideas, hypotheses, beliefs that lead its scientific activity, the incompatibility of paradigms could be presented in the following way: groups relying on different paradigms, when looking from the same point in the same direction, see different things Š10, 1970, p. 150Ë. ~~~ The pragmatist strategy develops the MS joining the best elements of trends that seem to even contradict each otehr, in accord with the criterion of practical applicability. => Pragmatistička strategija razvija MS udružujući najbolje elemenate čak i naizgled suprotstavljenih tokova, i to prema kriterijumu uspešnosti primene u prak 1 Kako se pod paradigmom, načelno, podrazumeva shvatanje sveta koje prihvata naučna zajednica, tj. skup ideja, pretpostavki, verovanja koja vode njenu naučnu aktivnost, nesamerljivost paradigmi bi slikovito mogla biti predstavljena na sledeći način: grupe oslonjene na različite paradigme, kada gledaju iz iste tačke u istom smeru, vide različite stvari Š10, 1970, p. 150Ë. si.
LL@(5445) The pragmatists do not bother to take artificial theoretical distinctions into consideration. => Pragmatisti ne brinu o artificijelnim teorijskim distinkcijama.
LL@(5446) They concentrate upon building an appropriate collection of tools in which the methods and techniques are taken from different MS trends and prepared to be jointly used in the course of problem solving, on condition the problem situation under consideration justifies the application of a given set of methods and techniques. => Oni se koncentrišu na građenje odgovarajuće kolekcije instrumenata, u kojoj su metodi i tehnike preuzeti iz različitih tokova MS-a, i pripremljeni da budu zajedno upotrebljeni tokom rešavanja problema, ukoliko istraživana problemska situacija opravdava korišćenje datog skupa metoda i tehnika.
LL@(5447) The selection of methods and techniques, as well as the entire procedure, are deemed to be justified as measured by the results obtained in practice. => Izbor metoda i tehnika, i celokupna procedura se smatraju opravdanim u razmerama davanja rezultata u praksi.
LL@(5448) The appeal of the pragmatist option is evident among the representatives of the traditional MS and some soft systems thinkers. => Privlačnost pragmatističke opcije je evidentna među predstavnicima tradicionalnog MS-a i pojedinim soft sistemskim misliocima.
LL@(5449) This strategy, however, was abandoned because it failed to support the development of MS as a distinct scientific discipline. => Međutim, ova strategija je odbačena zato što nije mogla da podrži razvoj MS-a kao posebne naučne discipline.
LL@(5450) Theory, which the representatives of the pragmatist strategy try to avoid, is necessary to explain why certain methods are successful, while others are not, that is, to enable us to learn from experience and to be in a position to pass the lessons learned to others. => Teorija, koje se predstavnici pragmatističke strategije klone, nužna je da bi se razumelo zašto su pojedini metodi uspešni, a drugi ne, tj. da bi se moglo učiti iz iskustva, i da bi se stečena znanja mogla preneti drugima.
LL@(5451) Besides, pragmatism is especially dangerous in the social field, as it may result in errors to be dearly paid for, otherwise possible to avoid by following relevant theories. => Osim toga, pragmatizam je posebno opasan u društvenom području, jer može rezultirati skupim greškama, koje se mogu izbeći uz pomoć odgovarajućih teorijskih razumevanja.
LL@(5452) Also, pragmatism may lead to the application of methods whose implementation is ensured, not because they are most appropriate to the problem situation under consideration, but because they further strengthen the position of the powerful. => Takođe, pragmatizam može dovesti do korišćenja metoda čija je implementacija osigurana, ali ne zato što su najprimereniji istraživanoj problemskoj situaciji, već zato što osnažuju poziciju moćnih.
LL@(5453) The pluralistic vision means a continuous presence of a certain veriety of trends within the MS. Theoretical, methodological and practical developments will be mutually shaped. => Pluralistička vizija podrazumeva kontinuirano postojanje izvesne varijetetnosti tokova unutar MS-a. ~~~ Teorijsko-metodološki i praktični razvoji će biti međusobno oblikovani.
LL@(5454) It is an accepted fact that different approaches stress different relevant interlinked aspects of the complex and multilayer management problem under consideration. => Prihvata se da različiti prilazi ističu različite relevantne međupovezane aspekte istraživanog kompleksnog i višeznačnog upravljačkog problema.
LL@(5455) The strengths and weaknesses of the MS trends will be better understood and the field of effective application of each approach must be determined individually. => Snage i slabosti tokova MS-a će biti potpunije shvaćene, a područje efektivne primene svakog prilaza mora biti posebno utvrđeno.
LL@(5456) The diversity of theories and methodologies available in the MS is understood not as heralding a crisis in the MS as a scientific discipline, but as expressing an growing competence and effectiveness in a certain variety of management problem situations Š18, 2004, pp. 411 431Ë. => Raznolikost teorija i metodologija raspoloživih u MS-u se shvata ne kao najava krize u MS-u kao naučnoj disciplini, već kao izraz narasle kompetentnosti i efektivnosti u određenoj varijetetnosti upravljačkih problemskih situacija Š18, 2004, pp. 411 - 431Ë.
LL@(5457) Contrary to the above analysed options for the MS, the pluralistic strategy is understood as offering excellent chances for a successful development of the MS. As regards the views on the paradigmatic incompatibility, pluralism is, at least in a preliminary manner, defended by the arguments that different theoreticalmethodological MS developments are necessary as a support to different antropologically established cognitive human interests Š3, 1972Ë: the technical interest in anticipation and control is supported by hard and cybernetic approaches, the practical interest in broadening mutual understanding of relevant stakeholders is supported by soft systems approaches, and the emancipatory interest in relieving the limitations imposed by power relations is supported by critical systems approaches. => Nasuprot prethodno razmotrenim opcijama za MS, pluralistička strategija se shvata kao nuđenje izvrsnih šansi za uspešan razvoj MS-a. ~~~ U odnosu na stavove o paradigmatskoj nesamerljivosti, pluralizam je, barem preliminarno, odbranjen argumentima da su različiti teorijsko-metodološki razvoji MS-a nužni kao podrške različitim antropološki utemeljenim kognitivnim interesima ljudi Š3, 1972Ë: tehničkom interesu za predviđanje i kontrolu, podršku pružaju hard i kibernetski prilazi, praktični interes za širenje međusobnog razumevanja relevantnih stakeholder-a podržavaju soft sistemski prilazi, a emancipatornom interesu za otklanjanje ograničenja nametnutih odnosima moći, podrška su kritički sistemski prilazi.
LL@(5458) Pluralism is considered to offer, as regards the foundations of a traditional MS, the best bases for the (re)construction of the MS as a cohesive discipline and profession. => Smatra se da pluralizam nudi, u odnosu na utemeljenja tradicionalnog MS-a, najbolje osnove (re)izgradnje MS-a kao kohezivne discipline i profesije. 3.
LL@(5459) 3. ~~~ Pluralistic systemic theoretical-method ological and applicable developments The three basic, relevant formal expressions of the pluralistic systems thinking and practice development may be specified and studied: a) System of Systems Methodologies, b) Total Systems Intervention, and c) Multimethodology. => Pluralistički sistemski teorijskometodološki i aplikativni razvoji Kao tri bazna, relevantna formalna iskaza pluralističkog razvoja sistemskog mišljenja i prakse mogu biti izdvojeni i istraženi: a) Sistem Sistemskih Metodologija, b) Sveukupna Intervencija u Sistemima i c) Multimetodologija.
LL@(5460) In the first place, the System of Systems Methodology (SiSiM) is a central instrument of the reasearc directed: theoretically, towards explaining the relationships between varied systemic founded methodologies and practically, towards identifying the achievement in the application of systems methodologies of management problem situations structuring in different problem contexts in organizations Š9, 1984, pp. 473 486; 4, 1990, pp. 657 668; 7, 2006 a, pp. 868 - 878Ë. => Pre svega, Sistem Sistemskih Metodologija (SiSiM) predstavlja centralni instrument istraživanja usmerenih: teorijski na razjašnjavanje odnosa između razli čitih sistemski utemeljenih metodologija i praktično na otkrivanje uspešnosti primene sistemskih metodologija struturiranja upravljačkih problemskih situacija u različitim problemskim kontekstima u organizacijama Š9, 1984, pp. 473 486; 4, 1990, pp. 657 - 668; 7, 2006 a, pp. 868 - 878Ë.
LL@(5461) The SiSiM attempts to show that different systems methodologies, relying on different hypotheses on the nature of different ideally-standard management problem contexts, can be understood as an appropriate, scientifically founded and practically beneficial complementary set. => SiSiM nastoji da pokaže da različite sistemske metodologije, oslonjene na različite pretpostavke o prirodi posebnih idealno-tipskih upravljačkih problemskih konteksta, mogu biti shvaćene kao odgovarajući, naučno utemeljen i praktično koristan komplementarni skup.
LL@(5462) The starting point in the building of the SiSiM was the idea that it is possible to develop an ideally-standard matrix of problem context, that may be used to classify systems methodologies in accordance with their key premises on the nature of problem situations. => U građenju SiSiM-a pošlo se od ideje da je moguće razviti idealno-tipsku matricu problemskih konteksta, koja može biti upotrebljena za razvrstavanje sistemskih metodologija u skladu sa njihovim ključnim pretpostavkama o prirodi problemskih situacija.
LL@(5463) The two basic dimensions of management problem situations in organizations are the following: a) the system dimension defines the nature of the system within which the problems under considerations are located, and b) the participant dimension determines the nature of the relations between the participants interested in the management problems situation and its improvement. => Dve osnovne dimenzije upravljačkih problemskih situacija u organizacijama su: a) dimenzija sistema - definiše prirodu sistema u koji su istraživani problemi locirani i b) dimenzija učesnika - opredeljuje prirodu odnosa između učesnika koji su zainteresovani za upravljačku problemsku situaciju i njeno unapređivanje.
LL@(5464) The systems, within which the management problems are located, are classed in a continuum from relatively simple to extremely complex, according to the following criteria: the number of subsystems, the number and the level of organization of the subsystems interactions, the preliminary determination / the prior lack of determination of the subsystems properties, deterministic / probabilistic laws in the systems conduct, systems nonevolution / evolution over time, nongenerating / generating the subsystems own objectives, a considerable exclusiveness /openess od the systems as regards the environment. => Sistemi, u koje su istraživani upravljački problemi smešteni, razvrstani su na kontinuumu od relativno jednostavnih do ekstremno kompleksnih, i to uvažavajući sledeće kriterijume: broj podsistema, broj i nivo organizovanosti interakcija podsistema, prethodna određenost / prethodna neodređenost svojstava podsistema, determinističke / probabilističke zakonitosti ponašanja sistema, neevoluiranje / evoluiranje sistema tokom vremena, negenerisanje / generisanje sopstvenih ciljeva od strane podsistema, znatna zatvorenost / otvorenost sistema u odnosu na okruženje.
LL@(5465) Relatively simple management problems are embraced and expressed by relatively simple systems, while extremely complex management problems situations are represented by complex systems. => Relativno jednostavni upravljački problemi su obuhvaćeni i iskazani relativno jednostavnim sistemima, a ekstremno složene upravljačke problemske situacije su reprezentovane kompleksnim sistemima.
LL@(5466) In turn, the relations among the participants in the management problem situation under consideration are observed as unitary, pluralistic or forced, in that the criteria for categorization of the participants relations are the following: existence / non-existence of mutual interests, the level of compatibility / conflict of values and thinking, the level of consensus / lack of consensus on the goals and means, participation / no participation in the problem solving and decisionmaking processes, acting in accordance with the agreed goals. => A odnosi između učesnika u istraživanoj upravljačkoj problemskoj situaciji su posmatrani kao unitarni, pluralistički ili prisilni, s tim da su kriterijumi kategorizacije odnosa učesnika sledeći: postojanje / nepostojanje zajedničkih interesa, nivo kompatibilnosti / konfliktnosti vrednosti i mišljenja, nivo saglasnosti / nepostojanje saglasnosti o ciljevima i sredstvima, učešće / ili ne u procesima rešavanja problema i odlučivanja, delovanje u skladu sa usaglašenim ciljevima.
LL@(5467) The result of a one-off consideration into the specified key dimensions of the management problems situations systems dimensions and the participant dimensions is a respective matrix of six basic types of problems contexts in organizations: simple-unitary, complex-unitary, simple-pluralistic, complex-pluralistic, simple-forced, complex-forced. => Rezultat jednovremenog razmatranja specificiranih ključnih dimenzija upravljačkih problemskih situacija - dimenzije sistema i dimenzije učesnika - je odgovarajuća matrica šest osnovnih tipova problemskih konteksta u organizacijama: jednostavan-unitaran, kompleksan-unitaran, jednostavan-pluralistički, kompleksan-pluralistički, jednostavan-prisilan, kompleksanprisilan.
LL@(5468) Identifying the six ideally-standard problems contexts in organizations implies the need for a variety of methodologies of management problems situations structuring, having in mind that crucial differences between the problems contexts are to be reflected in different methodology types. => Identifikovanje šest idealno-tipskih problemskih konteksta u organizacijama implicira potrebu za nekom varijetetnošću metodologija strukturiranja upravljačkih problemskih situacija, s tim da bitne razlike između problemskih konteksta trebaju biti reflektovane u različitim tipovima metodologija.
LL@(5469) Therefore, the next step in the building of the SiSiM is the linking the existing systems methodologies of problem situations structuring, that is, the management problem solving methods, with defined problem contexts Figure 1. => Dakle, sledeći korak u građenju SiSiM-a je povezivanje postojećih sistemskih metodologija strukturiranja problemskih situacija, odnosno, metoda rešavanja upravljačkih problema, sa opredeljenim problemskim kontekstima Slika 1. Š16, 2006, str. 350; 17, 2007, p. 214Ë:
LL@(5470) Š16, 2006, p. 350; 17, 2007, p. 214Ë.: Figure 1. => Slika 1.
LL@(5471) The System of Systems Methodology Indeed, hard systems thinking, that is, positivistic-functionalist approaches, e.g., classic Operational Research, System Analysis, System Engineering, are geared to the problems located within relatively simple-unitary contexts, as it is assumed that it is easy to identify indirect goals in the system under consideration, and that it can be modelled mathematically; Socio-technical and Situational Approaches, Systems Dynamics, Organizational Cybernetics, Theory and Methodology of Complexity as structuralist-functionalist approaches to designing complex adaptive systems are associated with the complex-unitary contexts, as they are deliberately focused upon understanding problem situations as extremely complex systems; Different soft systems approaches of the interpretative peradigm of systems thinking, e.g., Identifying and Testing of strategic hypotheses, the Interactive Management, Strategic Choice Approach, the Methodology of Soft Systems, Interactive Planning, Robustness Analysis, the Development and Analysis of Strategic Options, are identified with simple-pluralistic and complexpluralistic contexts; The forced problem contexts correspond with emancipatory systems approaches, e.g., the Critical Heuristics of the Systems, the Synergy Integration of the Team, and certain more recent post-modernist methodological developments. => Sistem Sistemskih Metodologija Zapravo, hard sistemsko mišljenje, tj., pozitivističko funkcionalistički prilazi, na primer: klasična Operaciona istraživanja, Sistemska analiza, Sistemski inženjering primereni su problemima lociranim u relativno jednostavne-unitarne kontekste, zato što se pretpostavlja da je lako utvrditi posredne ciljeve istraživanog sistema, i da ga je moguće matematički modelirati; Socio-tehnički i Situacioni prilazi, Sistemska dinamika, Organizaciona kibernetika, Teorija i metodologija kompleksnosti, kao strukturalističko funkcionalistički pristupi dizajniranju kompleksnih adaptivnih sistema, pridruženi su kompleksnim-unitarnim kontekstima, jer su odlučujuće fokusirani na shvatanje problemskih situacija kao ekstremno složenih sistema; različiti soft sistemski prilazi interpretativne paradigme sistemskog mišljenja, na primer: ~~~ Identifikovanje i testiranje strategijskih pretpostavki, Interaktivni menadžment, Pristup strategijskog izbora, Metodlogija soft sistema, Interaktivno planiranje, Analiza robusnosti, Razvoj i analiza strategijskih opcija, identifikovani su sa jednostavnim-pluralističkim i kompleksnim-pluralističkim kontekstima; sa prisilnim problemskim kontekstima su korespondentni emancipatorni sistemski prilazi, na primer: ~~~ Kritička heuristika sistema, Sinergijska integrisanost tima, neki noviji post-modernistički metodološki razvoji.
LL@(5472) The developed SiSiM brought several important benefits in its wake. => Iz razvijenog SiSiM-a preliminarno je proizašlo nekoliko važnih koristi.
LL@(5473) First and foremost, the SiSiM requires the researchers to determine the methodology that is most adequate to a problem context under consideration, for any management problem situation they deal with. => Pre svega, SiSiM zahteva od istraživača da u svakoj upravljačkoj problemskoj situaciji kojom se bave utvrde koja metodologija je najprimerenija istraživanom problemskom kontekstu.
LL@(5474) Then, the SiSiM helps understand the difficulties resulting from the application of a problem solving methodological approach that is inadequate to a concrete problem context for example, in case of applying the Methodology of soft systems in forced management problem contexts. => Zatim, SiSiM pomaže razumevanje teškoća koje proizilaze iz primene nekog metodološkog pristupa rešavanju problema koji je neprimeren konkretnom problemskom kontekstu - na primer, u slučaju korišćenja Metodologije soft sistema u prisilnim upravljačkim problemskim kontekstima.
LL@(5475) Finally, of crucial importance especially in the long run is the opening of a new perspective of systems thinking and Management Science development. => Konačno, od odlučujuće važnosti posebno u dugom roku - je otvaranje nove perspektive razvoja sistemskog mišljenja i Management Science-a.
LL@(5476) In fact, appreciating the different methodologies as sets of instruments geared to different problem contexts, the SiSiM has offered an adequate method of departing from the debates on Operational Research and systems research in which the various methodologies/methods of problem solving are understood as competitive. => Zapravo, shvatajući različite metodologije kao instrumentarijume primerene različitim problemskim kontekstima, SiSiM je ponudio odgovarajući način izlaska iz onih debata o Operacionim istraživanjima i sistemskim istraživanjima u kojima su različite metodologije/metodi rešavanja problema shvatani kao konkurentski.
LL@(5477) An evident breakthrough made by the SiSiM suggested an opportunity to achieve pluralism based on different methodologies (hard, cybernetic, soft systems approaches, etc.) developed from more than one paradigm. => Evidentan iskorak napravljen SiSiM-om sugerisao je mogućnost dostizanja pluralizma zasno vanog na različitim metodologijama (hard, kibernetski, soft sistemski prilazi, itd.) razvijenim iz više od jedne paradigme.
LL@(5478) However, the pluralism incorporated in the SiSiM is implicitly limited to different interventions into the organizational development management. => Međutim, pluralizam obuhvaćen SiSiM-om je implicitno ograničen na različite intervencije u upravljanju razvojem organizacija.
LL@(5479) Namely, the application of varied methodologies within one and the same intervention has not been taken into consideration. => Odnosno, korišćenje različitih metodologija u istoj intervenciji nije razmatrano.
LL@(5480) Another drawback of the SiSiM results from tha lack of explicit distinction made between the methodology concept (as regards the entire theory of method application) and the methods or techniques concepts, which in turn results into a lack of flexibility in the use of methods, models, techniques, instruments together with methodology applied. => Druga manjkavost SiSiM-a proizilazi iz ne pravljenja jasne distinkcije između koncepta metodologije (reč je o sveukupnoj teoriji korišćenja metoda) i koncepata metoda ili tehnika, iz čega rezultira nefleksibilno korišćenje metoda, modela, tehnika, instrumenata udruženih sa primenjenom metodologijom.
LL@(5481) For example, the selection of the Methodology of Soft Systems authomatically requires the use of various techniques associated with this methodology (rich images, CATWOE, etc). => Na primer, izborom Metodologije soft sistema automatski se koriste i različite tehnike pridružene toj metodologiji (?bogate slike, CATWOE, itd.).
LL@(5482) In addition to the above said, not much attention is paid to other ways of understanding problem contexts. => Uz navedeno, nedovoljna pažnja je posvećena drugačijim načinima shvatanja problemskih konteksta.
LL@(5483) That is, the problem solver should examine the problem contexts in the light of different appreciations of the world, in order to determine which of the appreciations is most adequate in reflecting the essence of the management problem context he encounters. => Odnosno, rešavalac problema bi trebalo da preispita problemske kontekste u svetlu različitih shvatanja sveta, kako bi odredio koje shvatanje sveta najprimerenije obuhvata suštinu upravljačkog problemskog konteksta sa kojim se on susreće.
LL@(5484) A particular, relevant pluralistic theoretical, methodological and applicable development in the Systems Movement is represented by the Total Systems Intervention (TSI) Š2, 1991, pp. 45 60; 6, 2000, pp. 368 373; 8, 2006 b, pp. 647 - 657Ë. Understood as a meta-methodology, the TSI could conduct academic research and counsel practitioners on which methodological approach is most beneficial in problem situations they deal with. => Poseban, relevantan pluralistički teorijsko-metodološki i aplikativni razvoj u Sistemskom pokretu predstavlja Sveukupna Intervencija u Sistemima (SIS) Š2, 1991, pp. 45 - 60; 6, 2000, pp. 368 - 373; 8, 2006 b, pp. 647 - 657Ë. ~~~ Shvaćen kao meta-metodologija, SIS bi mogao voditi teorijska istraživanja i savetovati praktičare koji metodološki prilaz je najkorisniji u problemskim situacijama kojima se oni bave.
LL@(5485) The key SiSiM idea that pluralism should be based on different concepts of the management problem situation under consideration and on the use of respective methodologies in combination, is operationalized in the TSI. => Ključna ideja SiSiM-a da pluralizam treba biti zasnovan na različitim shvatanjima istraživane upravljačke problemske situacije i korišćenju odgovarajućih metodologija u kombinaciji, operacionalizovana je u SIS-u.
LL@(5486) As a new approach to planning, designing, problem solving in organizations, and evaluation, the TSI relies on the critical systems thinking in a philosophical, or theoretical sense. => Kao novi pristup planiranju, dizajniranju, rešavanju problema u organizacijama, evaluaciji, SIS se u filozofskom, odnosno, teorijskom smislu oslanja na kritičko sistemsko mišljenje.
LL@(5487) The basic liabilities of critical systems thinking primarily identified as: critical and social awareness, human welfare and emancipation, and complementarism at academic and methodologi cal levels are incorporated into the TSI. => Osnovne obavezanosti kritičkog sistemskog mišljenja - preliminarno prepoznate kao: kritička i društvena svesnost, ljudsko blagostanje i emancipacija, i komplementarizam na teorijskom i metodolo škom nivou ugrađene su u SIS.
LL@(5488) Certain crucial principles operationalized in the TSI are: Organizations are too complicated to be understood by means of one management model, and their problems are too complex to be discussed via the so-called prompt identification. => Neki od bitnih principa, operacionalizovani u SIS-u su: ~~~ Organizacije su previše komplikovane da bi mogle biti shvaćene korišćenjem jednog upravljač kog modela, a njihovi problemi su previše kompleksni da bi se pretresali tzv. brzim određivanjem.
LL@(5489) Organizations and their problems ought to be researched into using a respective rank of systems metaphors. => Organizacije i njihovi problemi bi trebali biti istraženi korišćenjem odgovarajućeg ranga sistemskih metafora.
LL@(5490) Relevant organizational aspects and problems, highlighted by means of metaphors, may be linked with respective systems methodologies for intervention conduct. that varied vital aspects of organizations and their problems be identified and stressed. => Relevantni organizacioni aspekti i problemi, osvetljeni uz pomoć metafora, mogu biti povezani sa primerenim sistemskim metodologijama za vođenje intervencije. ~~~ Različite sistemske metafore i metodologije mogu biti upotrebljene na komplementaran način da bi se naznačili i istakli različiti bitni aspekti organizacija i njihovi problemi.
LL@(5491) The strengths and weaknesses of systems methodologies can be estimated, and each methodology may be linked to respective organizational problems. => Snage i slabosti sistemskih metodologija mogu biti procenjene, a svaka od metodologija može biti povezana sa odgovarajućim organizacijskim problemima.
LL@(5492) The TSI develops a system interactive cycle of research. => SIS razvija sistemski interaktivan krug istraživanja.
LL@(5493) Relevant stakeholders are included in all the phases of the TSI. => Relevantni stakeholder-i su uključeni u sve faze SIS-a.
LL@(5494) Different systems metaphors and methodologies may be used in a complementary manner in order The pluralism underlying the TSI is operationalized in each of its three key phases Figure 2. => Pluralizam koji leži u osnovi SIS-a operacionalizovan je u svakoj od njegove tri ključne faze Slika 2. Š16, 2006, str. 526Ë:
LL@(5495) Š16, 2006, pp. 526Ë: Figure 2. => Slika 2.
LL@(5496) The Total Systems Intervention The task in the creativity phase is to use the systems metaphors as organizing structures to help managers and other stakeholders think creatively of their enterprises. => Sveukupna Intervencija u Sistemima Zadatak u fazi kreativnosti je upotrebiti metafore sistema kao organizujuće strukture da bi se pomoglo menadžerima i drugim stakeholder-ima da o svojim preduzećima promišljaju kreativno.
LL@(5497) The given organizational meatphors machinery, organic, brain metaphor, culture metaphor, political system metaphor, physical prison metaphor, the flow and transformation metaphor, the domination instrument metaphor Š15, 1997Ë are focused upon varied relevant aspects of the organization under consideration and upon its problems the organizational culture, the human and political aspects of organization, etc. => Dotične metafore organizacija - mašinska, organska, metafora mozga, metafora kulture, metafora političkog sistema, metafora fizičkog zatvora, metafora toka i transformacija, metafora instrumenta dominacije Š15, 1997Ë fokusirane su na različite relevantne aspekte istraživane organizacije i njene probleme - na organizacionu strukturu, ljudske i političke aspekte organizacije, itd.
LL@(5498) Pluralism is introduced as a means to obtain a broader knowledge of management problems situations as well as to incorporate the concepts from alternative paradigms. => Pluralizam se uvodi kao sredstvo dobijanja bogatije spoznaje upravljačkih problemskih situacija, i da bi se obuhvatila shvatanja iz alternativnih paradigmi.
LL@(5499) The use of systems metaphors serves as support the formalization of the process by which a decision maker analyses management problem contexts in the light of different views of the world. => Korišćenjem sistemskih metafora podržava se formalizovanje procesa pomoću koga rešavalac problema ispituje upravljačke problemske kontekste u svetlu različitih shvatanja sveta.
LL@(5500) The result of the creativity phase is a set of key issues and problems that becomes the basis for the selection of systems methodology/methodologies of intervention in the organization under consideration. => Rezultat faze kreativnosti je skup ključnih pitanja i problema, koji postaje osnov izbora sistemske metodologije/a intervencije u istraživanoj organizaciji.
LL@(5501) In the selection phase, alongside the metaphor analysis, the SiSiM is used to identify the strengths and weaknesses of prospective candidate-methodologies. => U fazi izbora, uporedo sa analizom metafora, upotrebljava se SiSiM da bi se otkrile snage i slabosti mogućih kandidat-metodologija.
LL@(5502) The intervention methodology/methodologies is/are selected on the basis of whether their strengths make them adequate for dealing with major organizational issues and problems identified in the creativity phase. => Metodologija/e intervencije se bira na osnovu toga da li je njene snage čine primerenom bavljenju glavnim organizacijskim pitanjima i problemima identifikovanim u fazi kreativnosti.
LL@(5503) The result of the selection phase is the dominant methodology which, if necessary, is to be supported by respective dependent methodologies. => Rezultat faze izbora je dominantna metodologija, koja, ukoliko je potrebno, treba biti podržana odgovarajućim zavisnim metodologijama.
LL@(5504) During the implementation phase, the methodology/ methodologies selected are applied to devise the required specific suggestions and to implement these, that is, to process the management problems situation in an adequate manner. => Tokom faze implementacije, izabrana metodologija/e se upotrebljava da bi se stiglo do zahtevanih specifičnih predloga i da bi se oni implementirali, odnosno, da bi se istraživana upravljačka problemska situacija adekvatno preradila.
LL@(5505) The result will be a coordinated change caused in such aspects of the organization under consideration that are currently most vital to its effective, efficient, ethical, etc. functioning. => Rezultat je koordinisana promena prouzrokovana u onim aspektima istraživane organizacije koji su tekuće najvitalniji za njeno efektivno, efikasno, etično, itd. funkcionisanje.
LL@(5506) The views of the participants as to what the major organizational problem areas are change over time. => Shvatanja učesnika o tome šta su glavne problemske oblasti organizacije se tokom vremena menjaju.
LL@(5507) A dymanic aspect of the TIS means a continual iterative circling about the creativity, selecting and changing implementation, in accordance with the relations between the dominant and the dependent methodologies. => Dinamički aspekt SIS-a znači neprekidno iterativno kruženje oko kreativnosti, izbora i menjanja implementacije, a shodno odnosima dominantne i zavisnih metodologija.
LL@(5508) The TSI, therefore, encourages creative reasoning on the nature of the managemnt problem situation under consideration, and once the decision on the character of the major organizational difficulties has been made, the SIS conducts the manager/researcher towards the type of systems methodology most adequate in creative dealing with the problems identified as major ones. => Dakle, SIS podstiče kreativno promišljanje o prirodi istraživane upravljačke problemske situacije, a kada se odluka o karakteru glavnih organizacijskih teškoća donese, SIS vodi menadžera/istraživača prema tipu sistemske metodologije koja je najprimerenija za kreativno bavljenje problemima identifikovanim kao najvažniji.
LL@(5509) As the intervention using the TSI proceedes, the nature of the problems situation is being analysed, which will be reflected in the selection of the systems methodology/methodologies. => Kako se, uz korišćenje SIS-a, intervencija odvija, tako se priroda problemske situacije preispituje, što će se odraziti na izbor sistemske metodologije/a.
LL@(5510) Namely, in dealing with highly complex, dynamic, interactive, multilayer management problem situations, the simultaneous identification of different relevant aspects revealed through different perspectives of observing the situation means the use of different systems methodologies in combination one is dominant whereas the others are the support methodologies. => Odnosno, u bavljenju visoko kompleksnim, dinamičkim, interaktivnim, višeznačnim upravljačkim problemskim situacijama, istovremeno naznačavanje različitih relevantnih aspekata otkrivenih kroz različite perspektive promatranja situacije podrazumeva korišćenje različitih sistemskih metodologija u kombinaciji jedna je dominantna, a druge su metodologije podrške.
LL@(5511) As a meta-methodology, the TIS has made an important theoretical-methodological and applicable step by making it possible to use the methodologies belonging to different paradigms in one and the same intervention and in one and the same problem situation. => Kao meta-metodologija, SIS je napravio bitan teorijsko-metodološki i aplikativni iskorak omogućivši da u istoj intervenciji na istoj problemskoj situaciji budu upotrebljene metodologije koje pripadaju različitim paradigmama.
LL@(5512) The TSI tries to devise an adequate, coherent way of managing different methodologies that rely on alternative epistemologic premises. => SIS nastoji da pronađe primeren, koherentan način upravljanja različitim metodologijama oslonjenim na alternativne epistemološke pretpostavke.
LL@(5513) On condition that it is practically impossible to use different methodologies alongside each other in complex problems situstions, the TSI assumes that the best way in methodological pluralism is to over a given time interval treat one methodology as dominant, and the others as dependent and that the relationship among the methodologies is to be continually analysed and changed in accordance with new knowledge on the management problem situation under consideration. => Ukoliko je u kompleksnim problemskim situacijama praktično nemoguće koristiti različite metodologije jednu pored druge, SIS sugeriše da je tada za metodološki pluralizam najbolje da se - u određenom intervalu vremena - jedna metodologija smatra dominantnom, a druge zavisnim, s tim da se odnos između metodologija stalno preispituje i može promeniti shodno novim saznanjima o istraživanoj upravljačkoj poblemskoj situaciji.
LL@(5514) A special, vital strength of the TSI is to link: pluralism in the creativity phase research into the management problem situations via different perspectives, that is, different conceptions of the world, with pluralism in the selection and implementation phases an appropriate management of different combined methodologies. => Posebna, bitna snaga SIS-a je da udružuje: pluralizmom u fazama izbora i implementacije odgovarajuće upravljanje različitim metodologijama u kombinaciji.
LL@(5515) If the greatest strength of the TSI was its activity on the meta-methodological level, in order to ensure that methodologies representing different paradigmatic hypotheses can be used combined, the activities on this level also resulted into certain TSI weaknesses. => Ako je najveća snaga SIS-a bilo delovanje na metametodološkom nivou, da bi se osiguralo da metodologije koje otelotvoruju različite paradigmatske pretpostavke mogu biti upotrebljene u kombinaciji, delovanje na ovom nivou je istovremeno rezultiralo određenom slabošću SIS-a.
LL@(5516) Similarly to the SiSiM, the TSI requires that the total methodologies be used, which evidently results into a substantial lack of flexibility in the use of methodologies, i.e., their methods, models, and techniques. => Poput SiSiM-a, SIS zahteva korišćenje celovitih metodologija, iz čega evidentno rezultira bitan manjak fleksibilnosti korišćenja metodologija, odnosno, njihovih metoda, modela, tehnika.
LL@(5517) A separate, unsolved TSI problem refers to the assumption that it can remain above paradigms, selecting methodologies in accordance with a specific human interest they have to meet. => Zaseban, neotklonjeni problem SIS-a tiče se sugerisanja da on može ostati iznad paradigmi, izdvajajući metodologije u skladu sa posebnim ljudskim interesom kome one treba da služe.
LL@(5518) The different paradigms, however, relying on the differently understood realities and built into different systems methodologies, provide answers to all human interests, in either an implicit or an explicit way Š19, 1993, pp. 53 - 70Ë. => Međutim, različite paradigme, oslonjene na različito shvaćene realnosti, i ugrađene u različite sistemske metodologije, eksplicitno ili implicitno obezbeđuju odgovore za sve ljudske interese Š19, 1993, pp. 53 - 70Ë.
LL@(5519) A special systems theoretical, metodological and aplicable development, relevant from the point of view of improving pluralism, is the Multimethodology. => Poseban sistemski teorijsko-metodološki i aplikativni razvoj, relevantan sa stanovišta unapređivanja pluralizma, je Multimetodologija.
LL@(5520) This development endeavours to link sections of methodologies that may come from different paradigms, in theoretically founded and practically useful ways Š11, 1997 a, pp. 1 20; 12, 1997 b, pp. 407 440; 13, 2006, pp. 217 240; 14, 1997, pp. 489 - 509Ë. => Ona nastoji da teorijski utemeljeno i praktično korisno poveže delove metodologija koje mogu pripadati različitim paradigmama Š11, 1997 a, pp. 1 - 20; 12, 1997 b, pp. 407 - 440; 13, 2006, pp. 217 - 240; 14, 1997, pp. 489 - 509Ë.
LL@(5521) The basic idea of Multimethodology is that all problem situations involving varied material, social and personal aspects are extremely complex and multidimensional. => Bazna ideja Multimetodologije je da su sve problemske situacije, koje involviraju različite materijalne, društvene i personalne aspekte, ekstremno složene i višedimenzionalne.
LL@(5522) Therefore, and in order that the intervention in the problem area under consideration be as efficient as possible, it is necessary to: a) identify all its relevant determinants within limited resources, and b) wherever possible, use a certain rank of methodologies (or their sections) that may be founded on different paradigms. => Stoga, da bi intervencija u istraživanoj organizacijskoj problemskoj oblasti bila što efektivnija neophodno je nastojati: a) unutar ograničenih resursa, naznačiti sva njena relevantna određenja, i b) gde god je moguće upotrebiti neki rang metodologija (ili njihovih delova), koje mogu biti utemeljene na različitim paradigmama.
LL@(5523) Important for determining the context of the Multimethodology are: 1. the real world problem situation under consider ation, 2. the theories and methodologies available, and 3. the agents who make a selection and undertake intervention into a respective problem situation. => Za opredeljivanje konteksta Multimetodologije bitni su: ~~~ 1. istraživana problemska situacija realnog sveta, 2. raspoložive teorije i metodologije, i 3. akteri koji prave izbor i preduzimaju intervenci ju u dotičnoj problemskoj situaciji.
LL@(5524) Similarly, the overall context of Multimethodology is determined by the relationships established between: agents and methodologies/techniques, agents and problem situation, methodologies/techniques and the situation in question. => Takođe, ukupni kontekst Multimetodologije je determinisan odnosima uspostavljenim između: pluralizam u fazi kreativnosti - istraživanje upravljačke problemske situacije kroz različite perspektive, tj. različita shvatanja sveta, sa aktera i metodologija/tehnika, aktera i problemske situacije, metodologija/tehnika i dotične situacije.
LL@(5525) Important dimensions of these relations can be highlighted via appropriate series of questions focused upon the design of the intervention. => Bitne dimenzije ovih odnosa mogu biti osvetljene kroz odgovarajuće serije pitanja, fokusiranih na dizajn intervencije.
LL@(5526) Thus, the context of Multimethodology is determined by three conceptual systems and their important interrelations Figure 3. ~~~ Š12, 1997 b, p. 420Ë. => Dakle, kontekst Multimetodologije opredeljuju tri koncepcijska sistema i njihovi bitni međuodnosi - Slika 3. Š12, 1997 b, p. 420Ë.
LL@(5527) The conceptual system related to the contents of the problem situation under consideration includes three spheres/worlds material, social, and personal, as well as the language as a medium. => Koncepcijski sistem koji se tiče sadržaja razmatrane problemske situacije obuhvata tri sfere/sveta - materijalni, društveni i personalni, i jezik kao medijum.
LL@(5528) The distinctions among these spheres are analytical in character, since there are no separated onthological worlds, nor are they independent on one another. => Distinkcije među ovim sferama su analitičke, jer ne postoje odvojeni ontološki svetovi, niti su oni nezavisni jedan od drugog.
LL@(5529) The conceptual system of intervention includes the organizational agents who make selections and act. => Koncepcijski sistem intervencije obuhvata aktere organizacije, koji prave izbore i deluju.
LL@(5530) In the Multimethodology context the agents with their knowledge, developments, relations with a problem situation under consideration, their personalities, values, obligations are awarded the central position. => U kontekstu Multimetodologije, akterima - s njihovim znanjima, razvojima, odnosima s istraživanom problemskom situacijom, personalnostima, vrednostima, obavezanostima - pripada centralna pozicija.
LL@(5531) Of course, any methodology or conceptual frame of ideas are, in reality, at the disposal of the agents, that is, those who use them in dealing with the problem situation Š12, 1997 b, p. 428Ë. Leaning on the theories and methodologies available, the conceptual system of intellectual resources is built up of the following two conceptual frames relevant for methodologies integration: 1. the conceptual frame for mapping methodolo gies, and 2. the conceptual frame for decomposition of methodologies. => A bilo koja metodologija ili koncepcijski okvir ideja su, zapravo, u službi aktera, tj. onih koji ih u bavljenju problemskom situacijom koriste Š12, 1997 b, p. 428Ë. ~~~ Oslanjajući se na raspoložive teorije i metodologije, koncepcijski sistem intelektualnih resursa grade sledeća dva, za integrisanje metodologija, relevantna koncepcijska okvira: ~~~ 1. koncepcijski okvir za mapiranje metodologija i 2. koncepcijski okvir dekomponovanja metodologija.
LL@(5532) The conceptual frame for methodology mapping is the view that Multimethodology has to be expressed in the categories of two key properties of intervention: the multidimensional character of the problem situation under consideration a material, social, and personal worlds, and different types of activities to be undertaken understanding, analysis, estimation and action taking. => U koncepcijskom okviru za mapiranje metodologija polazi se od stava da Multimetodologija treba biti iskazana u kategorijama dva ključna svojstva intervencije: višemenzionalnost istraživane problemske situa cije - materijalni, društveni i personalni svet i različiti tipovi aktivnosti koje trebaju biti preduzete - razumevanje, analiza, procenjivanje i delovanje.
LL@(5533) The result of the combining of the two key factors is an analytical grid that can be used to map the characteristics of various methodologies, the goal being the support to their linking together. => Rezultat kombinovanja dotična dva ključna faktora je analitička rešetka koja može biti upotrebljena da bi se mapirale karakteristike različitih metodologija, s ciljem podrške njihovom međusobnom povezivanju.
LL@(5534) The logic of this conceptual frame is that the overall intervention in the problem situation under consideration means dealing with three key dimensions of the situation the material, the social, and the personal ones, via four different phases apprehending, analysis, estimation, and action taking. => Logika ovog kocepcijskog okvira je da sveobuhvatna intervencija u istraživanoj upravljačkoj problemskoj situaciji podrazumeva bavljenje s tri ključne dimenzije situacije materijalnom, društvenom i personalnom i to kroz četiri različite faze razumevanje, analiza, procenjivanje i delovanje.
LL@(5535) Each section of the grid generates questions referring to the specific important aspects of the situation/intervention under consideration, and these aspects have to be identified. => Svaki odeljak rešetke generiše pitanja o posebnim bitnim aspektima razmatrane situacije/intervencije, koji trebaju biti naznačeni.
LL@(5536) The given conceptual frame can be used in different vays. => Dotični koncepcijski okvir može biti upotrebljen na različite načine.
LL@(5537) In the first place, it is possible to examine and evaluate the strengths (and weaknesses) of individual methodologies and map them on the grid in order to find out to what extent they determine relevant issues. => Pre svega, moguće je ispitati i proceniti snage (i slabosti) posebnih metodologija i mapirati ih na rešetku da bi se shvatilo u kojim razmerama one naznačuju relevantna pitanja.
LL@(5538) Or, alternatively, it is possible to test which methodologies may be helpful in a given specific aspect of intervention. => Ili, alternativno, može se ispitati koje metodologije mogu biti od pomoći u određenom posebnom aspektu intervencije.
LL@(5539) The conceptual frame of methodology decomposition has it that the essence of Multimethodology is to upon respective decomposition of methodologies (which may be relying on different paradigms) into their methods, techniques, tools provide for a creative linking of their parts. => U koncepcijskom okviru dekomponovanja metodologija smatra se da je suština Multimetodologije da, nakon odgovarajućeg razlaganja metodologija - koje mogu biti oslonjene na različite paradigme - na njihove metode, tehnike, instrumente, obezbedi kreativno povezivanje njihovih gradivnih delova.
LL@(5540) Therefore, when starting from the idea that the methods/techniques can be taken from one and purposefully applied within another methodology, it is necessary that different methodologies be studied in detail, to find out where the fruitful links can be created. => Dakle, polazeći od ideje da metodi/tehnike mogu biti izdvojeni iz jedne i upotrebljeni svrhovito u drugoj metodologiji, neophodno je detaljno proučavanje različitih metodologija, da bi se otkrilo gde plodonosne veze mogu biti kreirane.
LL@(5541) In this process the methodologies must be decomposed systematically so as to identify their separable elements and their functions or purposes. => Pri tome, metodologije moraju budu dekomponovane na sistematičan način da bi se identifikovali izdvojivi elementi i njihove funkcije ili svrhe.
LL@(5542) We suggest that it be done in the categories of distinctions among the philosophy principles why; the methodology phases what, and techniques how. => Predlaže se da to može biti učinjeno u kategorijama distinkcija između filozofskih principa - zašto, metodoloških etapa - šta i tehnika - kako.
LL@(5543) In moving one technique from one methodology (and paradigm) to another, its context and interpretation can be altered respectively. => U kretanju neke tehnike od jedne metodologije (i paradigme) do druge, njen kontekst i interpretacija moraju biti odgovarajuće promenjeni.
LL@(5544) Figure 3. => Razvojno odreðivanje problemske situacije C Ustrojstvo rasprave - moæ / znanje Sistem sadržaja istraživane problemske situacije Istraživana problemska situacija Sistem intelektualnih resursa Raspoložive teorije i metodologije relevantne za istraživanu problemsku situaciju B Sistem intervencije Akteri koji preduzimaju intervenciju A Konstitucija subjekata - tehnologije personalnosti Slika 3.
LL@(5545) The Multimethodology context The change in the management problem situation under consideration which is generated by the intervention depends on the context, and, by a rule, is rather limited. => Kontekst Multimetodologije Promena u istraživanoj upravljačkoj problemskoj situaciji, generisana intervencijom, zavisi od konteksta, i, po pravilu, je lokalna i često vrlo ograničena.
LL@(5546) Critical thinking is carried out through four phases: understanding problem situation as it is, analysis as to why it is as it is, estimating how the situation can be creatively changed, and acting towards generating change. => Kritičko promišljanje se realizuje kroz četiri faze: razumevanje problemske situacije kakva ona je ste, analiza zašto je ona takva, procenjivanje kako situacija može biti kreativno promenjena, i delovanje ka generisanju promene.
LL@(5547) Of central importance is to determine the boundaries in the research process. => Opredeljivanje granica u procesu istraživanja je od centralnog značaja.
LL@(5548) The agents activities are related to three analytically separate worlds the material, the social, and the personal ones, that provide the other important dimension for the given concept of critical thinking. => Delovanja aktera su povezana sa tri analitički odvojena sveta materijalnim, društvenim i ličnim, koji obezbeđuju drugu bitnu dimenziju za dotični koncept kritičkog promišljanja.
LL@(5549) Power is an integral part of all the three worlds, and knowledge (including methodologies and meta-methodologies) is undoubtedly linked with power. => Moć je integralni deo sva tri sveta, a znanje (uključujući metodologije i meta-metodologije) je nesumnjivo povezano s moći.
LL@(5550) Interventions in organizational problem situations should be conducted in such a way to provide the conditions for discussion. => Intervencije u organizacijskim problemskim situacijama bi trebale da biti sprovođene na način koji obezbeđuje uslove za rasprave.
LL@(5551) In other words, the process of critical multimethodology is supposed to be a continual cycle of thinking, judging and acting. => Odnosno, proces kritičke multimetodologije bi trebao biti neprekinuti krug promišljanja, prosuđivanja i delovanja. 4.
LL@(5552) 4. ~~~ Conclusion With respect for the various perceptions and interpretations of management problem situations and the ef forts to ensure an appropriate combined use of different methodologies, methods, models, and techniques in management problem situations structuring and problem solving in organizations, pluralism obviously is a complax research field, relevant in both theoretical, methodological and applicable senses. => Zaključak Shodno respektovanju različitih percepcija i interpretacija upravljačkih problemskih situacija, i nastojanjima da se omogući odgovarajuće kombinovano kori šćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema u organizacijama, pluralizam očito predstavlja složeno istraživačko područje, relevantno u teorijskom, metodološkom i aplikativnom smislu.
LL@(5553) Dealing with pluralism in creative organizational development management means, above all, examining the relationship between pluralism as a specific strategy of the Management Science development and the strategies of isolationism, imperialism and pragmatism, on one side, as well as taking into consideration the basic pluralistic systemic theoretical, methodological and applicable developments System of Systems Methodologies, Total Systems Intervention, and Multimethodology, on the other side. => Bavljenje pluralizmom u kreativnom upravljanju razvojem organizacija podrazumeva, pre svega, preispitivanje odnosa između pluralizma, kao posebne strategije razvoja Management Science-a, i strategija izolacionizma, imperijalizma i pragmatizma, s jedne, i razmatranje osnovnih pluralističko sistemskih teorijskometodoloških i aplikativnih razvoja Sistem Sistemskih Metodologija, Sveukupna Intervencija u Sistemima i Multimetodologija, s druge strane.
LL@(5554) Relying on the presented development of pluralism in systems thinking and the systems practice, a further global consideration of pluralism and its capacities in the creative management of organizational development requires a precise definition of essential aspects in the relations between pluralism and critical systems thinking, an analysis of the key dimensions of paradigmatic variety, a research into the theoretical, methodological and applicable difficulties related to paradigmatic incompatibility. => Oslanjajući se na prezentirani razvoj pluralizma u sistemskom mišljenju i sistemskoj praksi, dalje celovito razmatranje pluralizma i njegovih kapaciteta u kreativnom upravljanju organizacijskim razvojem zahteva preciziranje bitnih aspekata odnosa pluralizma i kritičkog sistemskog mišljenja, preispitivanje ključnih dimenzija paradigmatske raznovrsnosti, istraživanje teorijsko-metodoloških i aplikativnih teškoća vezanih za paradigmatsku nesamerljivost.
LL@(5555) Of special importance is the fact that the future of pluralism in the systems thinking and practice is directly determined by the manner(s) in which theoretical pluralism can, or should, be processed. => Od posebne važnosti je činjenica da je budućnost pluralizma u sistemskom mišljenju i praksi neposredno determinisana načinom/načinima na koje teorijski pluralizam može, odnosno, treba biti validno prerađen.
LL@(5556) Furthermore, any individual development of pluralism (as a meta-paradigm, as a new paradigm, as postmodernism, as disparate pluralism, as critical systems practice) as a particular way of formulating and operationalization of pluralism should be valued from the point of view of the extent to which it enables pluralism to realise its full potential in organizational practice. => U vezi s tim, svaki pojedini razvoj pluralizma (kao meta-paradigma, kao nova paradigma, kao postmodernizam, kao neskladni pluralizam, kao kritička sistemska praksa), kao poseban način formulisanja i operacionalizovanja pluralizma treba biti vrednovan sa stanovišta razmera u kojima on omogućava pluralizmu da u organizacijskoj praksi ostvari svoj puni potencijal.
LL@(5557) Of special importance for the improvement of pluralism in the systems thinking and the systems practice are the experiences in developing pluralism in other disciplines, especially in organizational theory (focus upon combined application of various methods for the purpose of improving our understanding of organizational phenomena), operational research (varied combinations of soft methods of operational research, as a rule managed by interpretative paradigm), information systems (complementarism in the use of methodologies), consultation in management (the efforts of management consultants with academic experience to point to the relevance of theoretical supports for the purpose of strengthening pluralistic consulting practice). => Za unapređivanje pluralizma u sistemskom mišljenju i sistemskoj praksi od odgovarajućeg značaja su i iskustava razvijanja pluralizma u drugim disciplinama, posebno, u organizacionoj teoriji (fokusiranost na korišćenje različitih metoda u kombinaciji s ciljem unapređivanja razumevanja organizacijskih fenomena), operacionim istraživanjima (različite vrste kombinacija soft metoda operacionih istraživanja, po pravilu, upravljanih interpretativnom paradigmom), informacionim sistemima (komplementarizam u korišćenju metodologija), konsultantnosti u menadžmentu (nastojanja menadžment konsultanata sa akademskim iskustvima da ukazivanjem na relevantnost teorijskih podrški osnaže pluralističku konsultantsku praksu).
LL@(5558) BIBLIOGRAPHY Š1Ë Checkland, P. B, 1985, From optimizing to learning: a development of systems thinking for the 1990s, Journal of the Operational Research Society, Vol. 36, No. 9, pp. 757 - 767. => LITERATURA Š1Ë Checkland, P. B, 1985, From optimizing to learning: a development of systems thinking for the 1990s, Journal of the Operational Research Society, Vol.
LL@(5559) Š2Ë Flood, R. L. and Jackson, M. C., 1991, Creative Problem Solving - Total Systems Intervention, John Wiley and Sons, Chichester. => 36, No. 9, pp. 757 - 767. Š2Ë Flood, R. L. and Jackson, M. C., 1991, Creative Problem Solving - Total Systems Intervention, John Wiley and Sons, Chichester.
LL@(5560) Š3Ë Habermas, J., 1972, Knowledge and Human Interests, Heinemann, London. => Š3Ë Habermas, J., 1972, Knowledge and Human In terests, Heinemann, London.
LL@(5561)  => Š4Ë Jackson, M. C., 1990, Beyond a system of systems methodologies, Journal of the Operational Research Society, Vol.
LL@(5562) Š4Ë Jackson, M. C., 1990, Beyond a system of sys tems methodologies, Journal of the Operational Research Society, Vol. 41, pp. 657 - 668. => 41, pp. 657 - 668. Š5Ë Jackson, M. C., 1995, Present positions and future prospects in Management Science, in:
LL@(5563) Š5Ë Jackson, M. C., 1995, Present positions and fu ture prospects in Management Science, in: Understanding the Process of Operational Research - Collected Readings, Edited by Keys, P., John Wiley and Sons, Chichester, pp. 303 321. => Understanding the Process of Operational Research - Collected Readings, Edited by Keys, P., John Wiley and Sons, Chichester, pp. 303 - 321. Š6Ë Jackson, M. C., 2000, Systems Approaches to Management, Kluwer/Plenum, New York.
LL@(5564) Š6Ë Jackson, M. C., 2000, Systems Approaches to Management, Kluwer/Plenum, New York. => Š7Ë Jackson, M. C., 2006 a, Beyond problem structuring methods: reinventing the future of OR/MS, Journal of the Operational Research Society, Vol.
LL@(5565) Š7Ë Jackson, M. C., 2006 a, Beyond problem struc turing methods: reinventing the future of OR/MS, Journal of the Operational Research Society, Vol. 57, pp. 868 - 878. => 57, pp. 868 - 878. Š8Ë Jackson, M. C., 2006 b, Creative Holism:
LL@(5566) Š8Ë Jackson, M. C., 2006 b, Creative Holism: A Critical Systems Approach to Complex Problem Situations, Systems Research and Behavioral Science, Vol. 23, No. 5, pp. 647 - 657. => A Critical Systems Approach to Complex Problem Situations, Systems Research and Behavioral Science, Vol.
LL@(5567) Š9Ë Jackson, M. C. and Keys, P., 1984, Towards a system of systems methodologies, Journal of the Operational Research Society, Vol. 35, pp. 473 - 486. => 23, No. 5, pp. 647 - 657. Š9Ë Jackson, M. C. and Keys, P., 1984, Towards a system of systems methodologies, Journal of the Operational Research Society, Vol.
LL@(5568) Š10Ë Kuhn, T. S., 1970, The Structure of Scientific Revolutions, The 2nd edn., University of Chicago Press, Chicago. => 35, pp. 473 - 486. Š10Ë Kuhn, T. S., 1970, The Structure of Scientific Revolutions, The 2nd edn., University of Chicago Press, Chicago.
LL@(5569) Š11Ë Mingers, J., 1997 a, Multi-paradigm Multimethodology, in: Multimethodology The Theory and Practice of Combining Management Science Methodologies, Edited by Mingers, J. and Gill, A., John Wiley and Sons, Chichester, pp. 1 - 20. => Š11Ë Mingers, J., a, Multi-paradigm Multimethodology, in:
LL@(5570) Š12Ë Mingers, J., 1997 b, Towards Critical Pluralism, in: Multimethodology - The Theory and Practice of Combining Management Science Methodologies, Edited by Mingers, J. and Gill, A., John Wiley and Sons, Chichester, pp. 407 - 440. => Multimethodology The Theory and Practice of Combining Management Science Methodologies, Edited by Mingers, J. and Gill, A., John Wiley and Sons, Chichester, pp. 1 - 20. Š12Ë Mingers, J., 1997 b, Towards Critical Pluralism, in:
LL@(5571) Š13Ë Mingers, J., 2006, Realising Systems Thinking Knowledge and Action in Management Science, Springer, New York. => Multimethodology - The Theory and Practice of Combining Management Science Methodologies, Edited by Mingers, J. and Gill, A., John Wiley and Sons, Chichester, pp. 407 - 440. Š13Ë Mingers, J., 2006, Realising Systems Thinking Knowledge and Action in Management Science, Springer, New York.
LL@(5572) Š14Ë Mingers, J. C. and Brocklesby, J., 1997, Multimethodology: towards a framework for mixing methodologies, Omega, Vol. 25, No. 5, pp. 489 - 509. => Š14Ë Mingers, J. C. and Brocklesby, J., 1997, Multimethodology: towards a framework for mixing methodologies, Omega, Vol.
LL@(5573) Š15Ë Morgan, G., 1997, Images of Organization, SAGE Publications, London. => 25, No. 5, pp. 489 - 509. Š15Ë Morgan, G., 1997, Images of Organization, SAGE Publications, London.
LL@(5574) Š16Ë Petrović, S. P., 2006, Sistemsko mišljenje, Sistemske metodologije, Autorsko izdanje, Kragujevac. => Š16Ë Petrović, S. P., 2006, Sistemsko mišljenje, Sistemske metodologije, Autorsko izdanje, Kragujevac.
LL@(5575) Š17Ë Petrovic, S. P., 2007, Systems Approaches to Solving Practical Problems, The 22nd European Conference on Operational Research EURO XXII, Prague, Czech Republic, July 8 - 11, 2007, p. 214. => Š17Ë Petrovic, S. P., 2007, Systems Approaches to Solving Practical Problems, The 22nd European Conference on Operational Research EURO XXII, Prague, Czech Republic, July 8 - 11, 2007, p. 214.
LL@(5576) Š18Ë Petrovic, S. P., 2008, Coherent Pluralism in Managing Problem Situations, The 18th Triennial Conference of the International Federation of Operational Research Societies, IFORS 2008, Sandton, Johannesburg, South Africa, July 13 - 18, 2008, p. 77. => Š18Ë Petrovic, S. P., 2008, Coherent Pluralism in Managing Problem Situations, The 18th Triennial Conference of the International Federation of Operational Research Societies, IFORS 2008, Sandton, Johannesburg, South Africa, July 13 - 18, 2008, p. 77.
LL@(5577) Š19Ë Schwaninger, M., 2004, Methodologies in Conflict: Achieving Synergies between System Dynamics and Organizational Cybernetics, Systems Research and Behavioral Science, Vol. 21, No. 4, pp. 411 - 431. => Š19Ë Schwaninger, M., 2004, Methodologies in Conflict: ~~~ Achieving Synergies between System Dynamics and Organizational Cybernetics, Systems Research and Behavioral Science, Vol.
LL@(5578) Š20Ë Tsoukas, H., 1993, The road to emancipation is through organizational development: a critical evaluation of Total Systems Intervention, Systems Practice, Vol. 6, pp. 53 - 70. => 21, No. 4, pp. 411 - 431. Š20Ë Tsoukas, H., 1993, The road to emancipation is through organizational development: a critical evaluation of Total Systems Intervention, Systems Practice, Vol. ~~~ 6, pp. 53 - 70.
LL@(5579) The Corporate Social Responsibility and Stakeholder Management UDC 005.35 ; 347.72.032 dr Biljana Predić1, mr Maja Ivanović-Djukić2 1 Faculty of Economics Niš bpredic¿ptt.yu1 2 Faculty of Economics Niš maja.djukic¿eknfak.ni.ac.yu XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. ~~~ Belgrade, Serbia Over the past decade, enterprises are put under a strong pressure of different stakeholder groups and there have been a lot of ethical and social problems such as murder crimes, smoking at the workplace, AIDS at the workplace, sexual harassment at the workplace etc. => Društvena odgovornost preduzeća i steikholder menadžment UDK 005.35 ; 347.72.032 dr Biljana Predić1, mr Maja Ivanović-Djukić2 1 Ekonomski fakultet Niš bpredic¿ptt.yu1 2 Ekonomski fakultet Nis maja.djukic¿eknfak.ni.ac.yu XI internacionalni simpozijum SymOrg 2008. 10.-13. septembra 2008, Beograd, Srbija U poslednje vreme prisutan je veliki pritisak različitih interesnih grupa na preduzeća i brojni etički i društveni problema kao što su: krvni delikti, pušenje na radnom mestu, SIDA medju zaposlenima, korišćenje narkotika, seksualno zlostavljanje zaposlenih, zloupotreba službenog položaja isl.
LL@(5580) It is for these reasons that managers pay an increasing attention to corporate social responsibility and stakeholder management. => Iz tih razloga menadžeri sve više pažnje poklanjaju društvenoj odgovornosti preduzeća i poštovanju etičkih pravila ponašanja.
LL@(5581) At the same time a higher level of corporate social responsibility and ethical behavior towards stakeholders make it possibile for the firm to build a high reputation in society, and to acquire a competitive advantage. => U isto vreme veći stepen društvene odgovornosti i etičnog ponašanja prema interesnim grupama omogućava preduzeću da izgradi dobru reputaciju u društvu i stekne konkurentsku prednosti.
LL@(5582) Therefore the corporate social responsibility and stakeholder management are increasingly becoming the focus of attention. => Iz tih razloga sve više pažnje se poklanja društvenoj odgovornosti i steikholder menadžmentu. 1.
LL@(5583) 1. ~~~ Introduction The needs for social responsibility are increasingly higher in the modern business environment, making the responsible conduct and relationships with stakeholders the key factors of success. => Uvod U savremenim uslovima poslovanja zahtevi za društvenom odgovornošću postaju izuzetno povećani, tako da odgovorno ponašanje i odnos sa steikholderima postaju ključni faktori uspeha.
LL@(5584) An increasing attention paid to corporate social responsibility has not been a voluntary process. => Povećanje obraćanja pažnje društvenoj odgovornosti u preduzećima nije se desilo sasvim slučajno (dobrovoljno).
LL@(5585) A large number of companies became aware of the need for social responsibility only after they were taken aback by the public reaction to some of their former imprudent acts that shockd the public. => Mnoge kompanije su postale svesne potrebe za društvenom odgovornošću, tek pošto ih je iznenadila reakcija javnosti na neke njihove nepromišljene prethodne postupke koji su uzdrmali javnost.
LL@(5586) The Nike, for example, faced a strong customers boycott after the New York Times and other media reported on the horrible treatment of workforce in the suppliers factories in the early 1990s. => Na primer, Nike se susrela sa jakim bojkotom potrošača, pošto su New York Times i drugi mediji objavili izveštaj o praksi zlostavljanja radne snage u fabrikama dobavljača kompanije početkom 1990. tih.
LL@(5587) The decision of the Shell Oil company to bury their obsolete oil-refining technology (Brent Spar) into the North Sea faced a strong opposition from the environment protecting organizations and was condemned in a host of articles in international journals in 1995. => Odluka kompanije Shell Oil da potopi zastarelu tehnologiju za preradu nafte (Brent Spar) u Severno more, izazvala je jak protest organizacija za zaštitu prirodne sredine i bila praćena brojnim člancima osude u međunarodnim časopisima 1995. godine.
LL@(5588) Such examples are numerous. => Ovakvih primera ima mnogo.
LL@(5589) And so the activities of all types of organizations have recently been under an increasing pressure of the public demand that their activities be conducted in a socially responsible manner Š1 pp. 78-94Ë. => Tako aktivnosti organizacija svih vrsta u poslednje vreme, doživljavaju sve veći pritisak javnosti za društveno odgovornim ponašanjem 1 str. 78-94Ë.
LL@(5590) This increasing demand for social responsibility was further supported by the globalization process, the multinational companies expansion and the emergence of numerous ecological problems. => Na povećanje zahteva i potrebe za društvenom odgovornošću, između ostalog utiče proces globalizacije, širenje multinacionalnih korporacija i pojava brojnih ekoloških problema.
LL@(5591) Traditionally, the care about the companies social responsibility was the concern of the Governments of states. => U tradicionalnim uslovima o društvenoj odgovornosti preduzeća vodile su računa Vlade država.
LL@(5592) With the globalization process the enterprises expanded beyond the national boundaries therefore the manufacturing, sales, payment … processes do not end in one country and, consequently, the government of that one country does not have an insight into (cannot con trol) the companys business. => Sa procesom globalizacije, došlo je do širenja preduzeća van nacionalnih granica tako da se proces proizvodnje, prodaje, plaćanja ... ne zaokružuje u jednoj zemlji i vlada jedne zemlje nema uvid (ne može da kontroliše) u poslovanje preduzeća.
LL@(5593) Liberalization of foreign trade has simultaneously resulted into an enormous increase in foreign trade transactions. ~~~ These transactions caused vast investments and eliminated the financial barriers, thus enhancing the mobility of multinational corporations. => U isto vreme liberalizacija spoljne trgovine dovela je do ogormnog povećanja spoljnotrgovinskih transankcija, koje su praćene ogromnim investicijama i rušenjem finansijskih barijera koje su povećale mobilnost multinacionalnih korporacija.
LL@(5594) As companies expand, the chances that the states monitor and control their work are further reduced. => Kako se kompanije šire van nacionalnih granica tako se smanjuje mogućnost pojedinih država da prate i kontrolišu njihov rad.
LL@(5595) Thus the governments have limited possibilities to monitor and control to what extent the multinational companies observe ethical and legal regulations and standards. => Tako da Vlade imaju ograničene mogućnosti da prate i kontrolišu poštovanje etičkih i zakonskih propisa i standarda u multinacionalnim kompanijama.
LL@(5596) It is for these reasons that the multinational companies are expected to exert a much higher level of ethics and social responsibility in their behaviour. => Iz tih razloga od multinacionalnih kompanija se očekuje mnogo viši stepen etičnosti ponašanja i društvene odgovornosti.
LL@(5597) The problems of corporate social responsibility are increasingly visible due to the expansion of global corporations that cause many social problems. => Problemi korporativne društvene odgovornosti se sve više naglašavaju i usled širenja globalnih korporacija koje stvaraju mnoge socijalne probleme.
LL@(5598) It is the corporations responsibility, then, to solve these problems worldwide. => Korporacija je odgovorna da ih rešava svuda u svetu.
LL@(5599) It is also the long-term interest of global companies to solve social problems since this gives them an opportunity to avoid legal limitations in certain countries and build a reputation in the society. => Dugoročno posmatrano u interesu globalnih kompanija je da rešavaju socijalne probleme jer im to daje mogućnosti da izbegnu zakonska ograničenja pojedinih država i izgrade dobru reputaciju u društvu.
LL@(5600) Solving social problems comes at a price. => Rešavanje socijlanih problema nosi određene troškove.
LL@(5601) By successfully solving social problems and suffering some expences the company shows it is ahead of its competition. => Time što uspešno rešava socijalne probleme i snosi određene troškove, preduzeće pokazuje da je uspešnije od svojih konkurenata.
LL@(5602) These arguments are especially relevant in a global competitive environment, since, if the company is doing business in a number of countries, it means it will solve social problems in each of them. => Ovi argumenti su naročito relevantni u globalnom konkurentskom okruženju, jer ako kompnaija posluje u više zemalja znači da će rešavati socijalne probleme u svakoj od njih.
LL@(5603) Technology development is also responsible for the emergence of social problems. => Socijalni problemi nastaju i sa razvojem tehnologije.
LL@(5604) For example, the access to the Internet enables the company to use a less expensive, but more efficient marketing and sales of products and services, however it brings the danger of abusing a lot of information, and this gives rise to the problem of protection and safety. => Na primer, pristup Internetu pruža mogućnosti kompaniji da koristi jeftiniji i efikasniji marketing i prodaju proizvoda i usluga, ali joj nosi opasnosti zloupotrebe mnogih informacija, zato se javlja problem obezbeđenja i sigurnosti.
LL@(5605) Companies in the field of biotechnology are faced with ethical and social problems of genetic engineering, cloning, etc. => Kompanije iz oblasti biotehnologije suočavaju se sa etičkim i socijalnim problemima genetskog inženjeringa, kloniranja isl.
LL@(5606) Technology growth does offer more opportunities to the companies, however it burdens them with an ever greater social and ethical responsibility. => Razvoj tehnologije nosi više mogućnosti preduzećima, ali i sve više so cijalnih i etičkih odgovornosti.
LL@(5607) Another serious problem that highlights the importance of social responsibility is the emergence of alarming environment-related problems, such as air pollution, acid rains, radioactive waste, ozone layer damage and similar global problems. => Drugi veliki problem koji naglašava značaj društvene odgovornosti su alarmantni problemi u prirodnom okruženju, kao što su zagađenje vazduha, kisele kiše, radioaktivni otpad, pojava ozonskih rupa i slični globalni problemi.
LL@(5608) These incited the socio-economic awareness that made the companies pay more attention to social responsibility, since they directly affect different eco-systems and social welfare. => Oni su doveli do buđenja socio-ekonomske svesti koja je podstakla preduzeća da više i ozbiljnije posvete pažnju društvenoj odgovornosti, pošto ona neposredno utiču na različite ekosisteme u prirodi i društveno blagostanje.
LL@(5609) The newly created awareness of the need to solve environmental and social problems made it a must for scientists and company managers to approach the company social responsibility issue in a more serious way. => Probuđena svest o potrebi za rešavanjem ekoloških i socijalnih problema kod naučnika i menadžera u preduzeću podstakla je naglašavanje značaja društvene odgovornosti preduzeća.
LL@(5610) Regardless of the fact that a higher level of social responsibility means higher costs in the companys business operations, it appears that the companys operations with the regard to the environmental and social needs do not collide with profit making. ~~~ On the contrary, it may significantly increase its competitive advantage. => I pored toga što veći stepen društvene odgovornosti nosi veće troškove poslovanja preduzeća, pokazalo se da funkcionisanje preduzeća uz uzimanje u obzir potreba prirodnog okruženja i društva, nije u sukobu sa ostvarenjem profita, već utiče na povećanje konkurentske sposobnosti preduzeća.
LL@(5611) Investing into social responsibility affects value creation in the company, both directly and indirectly. => Ulaganja u društvenu odgovornost utiču direkno i indirekno na stvaranje vrednosti u preduzeću.
LL@(5612) It is true that investment into elements of environmental protection and philantropic behaviour means larger short-term expenses to the company, however, in increasing the safety and product quality the company builds positive reputation which has a favourable impact upon a long-term value creation and therefore these issues atrract more and more attention. => Pre svega ulaganja u elemente za zaštitu okruženja i filantropsko ponašanje u kratkom roku donose preduzeću povećane troškove, ali povećanjem sigurnosti i kvaliteta proizvoda preduzeće stiče lojalne potrošače izgrađuje dobru reputaciju što pozitivno utiče na stvaranje dugoročne vrednosti preduzeća, zato se ovim pitanjima posvećuje sve veća pažnja.
LL@(5613) The corporation can build a good reputation only if it is socially responsible. => Korporacija može izgraditi dobru reputaciju samo ako je odgovorna prema društvu.
LL@(5614) For these reasons the practice of successful companies increasingly stresses the importance of social responsibility, while it becomes a frequent subject of academic study by the scientists from various fields of economics. => Iz tih razloga u praksi uspešnih preduzeća sve više se naglašava značaj društvene odgovornosti, a u teoriji ona postaje sve češći predmet proučavanja naučnika različitih ekonomskih oblasti. 2.
LL@(5615) 2. ~~~ Social responsibility concepts and stakeholder management development The corporate social responsibility (CSR) means a serious concern about the impact of the companys activity upon the society. => Razvoj koncepata društvene odgovornosti i steikholder menadžmenta Korporativna društvena odgovornost (CRS) predstavlja ozbiljno vođenje računa o uticaju aktivnosti preduzeća na društvo.
LL@(5616) The idea of social responsibility demands that individuals and organizations be aware of the impact of their activities upon the social system as a whole and insists that they act with responsibility in conducting any activity that may affect the system. => Ideja o društvenoj odgovornosti podrazumeva da pojedinci i organizacije budu svesni uticaja svojih aktivnosti na celokupan društveni sistem i navodi ih da se odgovorno ponašaju pri izvršenju bilo koje aktivnosti koja može uticati na taj sistem.
LL@(5617) These ideas on corporate social responsibility are not new, they are present in the mind and in the practice of the company since the moment it is set up, however, they are expressed differently. => Ideje o društvenoj odgovornosti preduzeća nisu nove, one su prisutne u svesti i praksi preduzeća od njihovog osnivanja, ali su se ispoljavale na različite načine.
LL@(5618) The first ideas on social responsibility that theory knows date back into the year 1899, to Andrew Carnegies the Gospel of Wealth. => U teoriji se ideje o društvenoj odgovornosti prvi put sreću 1899. godine u radu Jevanđelje Bogatstva, Andrew-a Carnegie.
LL@(5619) He was the first to write about the need that a company help and improve the society and the environment it operates in. => On je prvi govorio o potrebi preduzeća da pomaže i unapređuje društvo i okruženje u kome funkcioniše.
LL@(5620) In the 1930-1950 period the states influence becomes greater. => U periodu od 1930 1950. godina dolazi do velikog jačanja uticaja države.
LL@(5621) The social responsibility at that time is focused on increasing the social welfare of the employees (retirement and insurance plans), their safety, health care, pension plans, etc. ~~~ Š2 pp. 395-403Ë. => U to vreme društvena odgovornost je bila usmerena na povećanje socijalnog blagostanja zaposlenih (penzioni i osiguravajući planovi), njihove sigurnosti, zdravstvene zaštite, penzionih programa isl.
LL@(5622) Since the 1950s a modern concept of corporate social responsibility is developed in which the key issues refer to moral standards and ethical behaviour such as: product safety, truthful marketing, employees rights, opportunities for promotion, environment protection, etc. => str.395-403Ë Od 1950-tih do danas razvija se moderan koncept korporativne društvene odgovornosti u kome su ključna pitanja vezana za moralna načela i etičko ponašanje, kao što su: sigurnost proizvoda, iskrenost u marketingu, prava zaposlenih, mogućnost napredovanja na poslu, zaštita životne sredine isl.
LL@(5623) Since the 1960s strong human rights movements and those promoting consumerism, environmentalism, etc. emerge, generating new demands to companies. => Od 1960. tih godina javljaju se veoma jaki pokreti za ostvarenje ljudskih prava, konzumerizam, invajromentalizam koji su uneli nove zahteve preduzećima.
LL@(5624) A general idea was that the one who has great power, should have big responsibility. => Generalna ideja bila je da svako ko ima veliku moć, treba da ima i veliku odgoovornost.
LL@(5625) Hence numerous organizations were invited to act proactively in search of the causes of social problems and finding solutions to them. => Zato su mnoge organizacije bile pozvane da proaktivno deluju na pronalaženju uzroka društvenih problema i njihovom rešavanju.
LL@(5626) Many companies became concerned with the safety of their products, environmental protection, providing opportunities and promoting the employees, etc. => Mnoge kompanije počele su da vode računa o sigurnosti svojih proizvoda, zaštiti okruženja, pružanju mogućnosti i unapređenja zaposlenih isl.
LL@(5627) Such issue of concern was corporate ethical responsibility too. => Tako je bila naglašena i etička odgovornost preduzeća.
LL@(5628) Moreover, the society now expected the company to participate in problem solving on a voluntary basis, regardless of whether it was affected by the problems concerned or not. => Šta više, društvo je počelo da očekuje od preduzeća da učestvuju u rešavanju socijalnih problema dobrovoljno, bez obzira da li njega pogađaju ti problemi ili ne.
LL@(5629) In 1970s, however, due to a large number of problems (stagflation, inflation and unemployment increase, oil prices rise, greater operational costs in companies partly due to the previously enacted laws on consumers interests protection and environmental protection) that threaten normal functioning of the company, Milton Friedman returns to the classic interpretation of social responsibility. => Međutim, 1970. tih godina usled brojnih problema (stagflacija-rast inflacije i nezaposlenosti, rast cene nafte, povećanje troškova poslovanja preduzeća delimično uslovljenih prethodno donetim zakonima o zaštiti interesa potrošača i okruženja) koji ugrožavaju normalno funkcionisanje preduzeća, Milton Fridman se vraća klasičnom shvatanju društvene odgovornosti.
LL@(5630) Such an attitude was largely criticised since the behaviour directed only towards satisfying ones own interests may harm the others and have a negative impact upon social welfare. => Ovakvo shvatanje bilo je u velikoj meri kritikovano jer ponašanje koje je usmereno samo na sopstveni interes može nositi štetu ostalima i negativno uticati na društveno blagostanje.
LL@(5631) A much more complex understanding of social responsibility arises, which says that business should be conducted in such a way that the influences of society be taken into account, therefore the organization is responsible to the society as regards the activities it carries out. => Razvija se mnogo kompleksnije shvatanje društvene odgovornosti, po kome poslovanjem treba upravljati na način koji uzima u obzir uticaj društva, tako da organizacija snosi odgovornost prema društvu za izvršenje aktivnosti.
LL@(5632) One frequently quoted modern approach to social responsibility is the concept introduced by Archie Caroll. => Kao jedan od veoma često citiranih savremenih pristupa društvene odgovornosti je koncept koji navodi Arči Kerol.
LL@(5633) He combines various economic, legal, ethical and philantropic princi ples by observing to which extent the company does its duty to the society and creates positive relationships with the stakeholders. => On kombinuje različite ekonomske, zakonske, moralne i filantropske principe, čijim poštovanjem preduzeće ispunjava svoje obaveze prema društvu i uspostavlja pozitivne relacije sa steikholderima.
LL@(5634)  => Ključne obaveze preduzeća prema ovom shvatanju su: ekonomske, zakonske, etičke i filantropske prirode, koje on predstavlja u obliku piramide, tako nastaje piramida društvene odgovornosti: ~~~ 3 str 36-54Ë Slika br. 1: ~~~ Piramida društvene odgovornosti Izvor:
LL@(5635) The companys key liabilities, according to him, are of economic, legal, ethical and philantropis nature, which he represents in the form of a pyramid, therefore the social responsibility pyramid is born Š3 pp. 36-54Ë. Figure 1: The Social responsibility pyramid Source: Archie C.: Business and Society: Ethics and Stakeholder Management, South-Western College Publishing, Cincinati, Ohio, 1966, p. 39. => Archie C.: ~~~ Business and Society: ~~~ Ethics and Stakeholder Management, South-Western College Publishing, Cincinnati, Ohaio, 1996.
LL@(5636) The social responsibility theory allowed for the stakeholder management concept to develop and besome the prevailing one in the 1990s, in the conditions of high uncertainty of business, when the companies become largely dependant on the behaviour, expectations and objectives of a large number of varied interest (stakeholder) groups with whom they establish different relationships and interactions Š4, p. 81Ë. ~~~ This does not mean that there was no awareness of the presence and impact of interest groups before 1990s. => str. 39 Iz teorije društvene odgovornosti razvio se koncept steikholder menaždmenta i doživeo ekspanziju 1990tih godina u uslovima visoke neizvesnosti poslovanja, kada preduzeća postaju u velikoj meri zavisna od ponašanja, očekivanja i ciljeva velikog broja različitih interesnih grupa, sa kojima uspostavljaju različite veze i interakcije 4 str. 81Ë To ne znači da pre 1990-tih niko nije ni razmišljao o prisustvu i uticaju interesnih grupa.
LL@(5637) For example, Preston quotes that 4 interest groups were identified in the General Electric Company as early as 1930: customers, employees, shareholders and social commuity. ~~~ Their interests had to be taken into consideration since their influence upon the companys successful performance was great Š5 pp. 361-375Ë. => Na primer, Preston navodi da su još 1930. u kompaniji General Electric identifikovane 4 interesne grupe: kupci, zaposleni, akcionari i društvena zajednica, o čijim se interesima moralo voditi računa, jer imaju veliki uticaj na uspešnost poslovanja kompanije 5 str. 361-375Ë.
LL@(5638) Such examples however were scarce in the theory and the practice of management. => Međutim, ovakvih primera u praksi i teoriji menadžmenta bilo je malo.
LL@(5639) The earliest serious academic research and explanations of stakeholder management are associated primarily with Edward Freeman, who gives a detailed explanation of the notion of stakeholder, presents certain definitions of stakeholders and offers basic theoretical analyses of stakeholders in his Strategic Management, published 1984. => Prva ozbiljnija teorijska istraživanja i objašnjenja steikholder menadžmenta vezuju se uglavnom za Edwarda Freemana, koji u knjizi Strategijski menadžment 1984. detaljno objašnjava pojam steikholdera, navodi određene definicije steikholdera i daje osnove teorijske analize steikholdera.
LL@(5640) According to Freeman, the term stakeholder was first used on the memorandum of the Stanford University, in 1963, and he adopts it in order to warn the management that it was of great importance that they should pay attention to the interests and expectations of those whose influence is not negligible, or who are affected by the companys business operations. => Prema Frimenu, termin steikholder upotrebljen je prvi put na memorandumu Standford instituta 1963. godine, a on ga prihvata da bi skrenuo pažnju menadžmentu kako je veoma bitno da obrati pažnju na interese i očekivanja onih koji imaju određeni uticaj, ili su pod uticajem poslovanja preduzeća. ~~~ U skladu sa tim on i definiše steikholdere na sledeći način:
LL@(5641) Therefore he defines stakeholders in the following way: Š6 pp. 364-369Ë (cid:190) Stakeholders are groups whose support help the company survive; (cid:190) Stakeholders may be any group or individual that affects or is affected by the performance in the organizational objectives achievement. => 6 str. 364-369Ë (cid: ~~~ Steikholderi su grupe čija podrška organizaci ji omogućava egzistenciju. (cid: ~~~ Steikholderi su svaka grupa ili pojedinac koja utiče ili na koju utiče uspešnost ostvarenja ciljeva organizacije.
LL@(5642) A rather detailed explanation of the notion and a definition of stakeholders are supplied by Archie B. Caroll. => Veoma detaljno objašnjenje pojma i definiciju steikholdera daje i Archie B. Carroll.
LL@(5643) According to Archie B. Caroll, stakeholders can be defined as individuals, groups or organizations with whom the company interacts or is in the relations of interdependence. => Prema Archie B. Carroll steikholderi se mogu definisati kao pojedinci, grupe ili organizacije sa kojima je preduzeće u inter akciji ili međuzavisnosti.
LL@(5644) He believes that the term stakeholder is derived from the term stockholder, defining the owner of a certain job or an investor. => Dok za termin stakeholder smatra da je izveden iz termina stockholder koji označava vlasnika određenog posla ili investitora.
LL@(5645) Regardless of the fact that the term stakeholder is much broader compared to that of stockholder (since besides the stockholders it includes a large number of other individuals and groups concerned with the companys operations and having a certain share in it), the root of the word stake that means interest, investment, participation, primarily refers to the shareholders-owners who invested their own assets, who are most interested in the companys business operations and have a certain share in it Š3 p.7Ë. => I pored toga što je stakeholder mnogo širi od pojma stockholder (jer pored akcionara podrazumeva i veliki broj drugih pojedinaca i grupa koje su zainteresovane za poslovanje preduzeća i na njega vrše određeni uticaj), koren reči. stake koji predstavlja zainteresovanost, ulog, učešće u nečemu, pre svega upućuje na akcionare-vlasnike koji su uložili svoja sredstva, najzainteresovaniji su za poslovanje preduzeća i imaju određeno učešće u njemu 3 str.7Ë.
LL@(5646) At the same time, however, stake (as claim) means a demand, pretending, expectations, search of something. => Međutim, u isto vreme stake (kao claim) predstavlja zahtev, pretenziju, očekivanje, težnju za nečim.
LL@(5647) It is clear that the owner or a shareholder expects that the completion of a business operation should mean achieving some of his objectives, since he invested his money into the business. => Jasno je da vlasnik ili akcionar očekuje ostvarenje nekih ciljeva izvršenjem posla jer je u njega uložio svoj novac.
LL@(5648) However, there are other individuals that also have certain expectations and demands, who did not invest the money, but some other elements that entitle them to some requirements and expectations (for example, the employees who invest their work, time and energy; then the suppliers who invested the results of their work, the customers who pay for the products; the state that expects that the reason of its existence should be justified and that a certain social need be honoured, etc). => Ali, pored njega određena očekivanja i zahteve imaju i neki drugi pojedinci i grupe, koji nisu uložili novac, ali su uložili neke druge elemente koji im daju prava na određene zahteve i očekivanja (na primer zaposleni koji ulažu svoj rad, vreme i energiju, zatim dobavljači koji su uložili rezultate svog rada, potrošači koji plaćaju proizvode, država koja očekuje opravdanje svrhe postojanja-zadovoljenje neke društvene potrebe itd.).
LL@(5649) They are all stakeholders. => Svi oni predstavljaju stakeholdere.
LL@(5650) In addition to these, there is a host of other definitions and explanations of the term stakeholder that differ to a smaller or a larger extent. => Pored ovih, prisutan je još veliki broj drugih definicija i objašnjenja steikholdera, koje se u manjoj ili većoj meri razlikuju.
LL@(5651) What is common to all these definitions is that they all view stakeholders as a very numerous and heterogeneous group of individuals and organizations, whose objectives frequently affect and precondition those of the company. => Ono što je zajedničko svim definicijama je činjenica da su steikholderi veoma brojna i heterogena grupa pojedinaca i organizacija, sa čijim su ciljevima, ciljevi preduzeća međusobno uslovljeni.
LL@(5652) In order that the survival and successful performance of the company be ensured it is necessary that they should be well managed. => Da bi se omogućio opstanak i uspeh preduzeća potrebno je upravljati njima.
LL@(5653) These are the reasons for the emergence of the stakeholder management concept. => Iz tih razloga nastaje koncept steikholder menadžment.
LL@(5654) The concept means managing the company in such a way as to make it possible that the objectives of key stakeholders be achieved, so that they may have a beneficial influence upon the companys business operations Š3 p.81Ë. 3. => On podrazumeva upravljanje preduzećem na način kojim će se omogućiti ostvarenje ciljeva ključnih steikholdera, kako bi se obezbedio njihov pozitivan uticaj na poslovanje preduzeća 3 str. 81Ë. 3.
LL@(5655) A need for responsible behaviour of the company Economy and society are two interrelated factors that are mutually preconditioned. => Potreba za odgovornim ponašanjem preduzeća Privreda i društvo su dva međusobno povezana i uslovljena elementa.
LL@(5656) Successful corporations need a sound society: education, health care, equality, productive workforce. => Uspešnim korporacijama potrebno je zdravo društvo: obrazovanje, zdravstvena zaštita, ravnopravnost, produktivna radna snaga.
LL@(5657) Safe products and good working conditions are not only attractive for the customers, but they also reduce internal costs of accidents. => Sigurni proizvodi i dobri uslovi rada nisu samo privlačni elementi za potrošače, već i snižavaju interne troškove nesrećnih slučajeva.
LL@(5658) An efficient exploitation of land, water, energy and other natural resources enhances business productivity. => Efikasna upotreba vode, zemlje, energije i drugih prirodnih resursa čini biznis produktivnijim.
LL@(5659) Effective management, regulations, laws and property rights make the essence of efficiency and innovation. => Dobra uprava, pravila, zakoni i pravo svojine su suština efikasnosti i inovativnosti.
LL@(5660) Sound standards and regulations protect both the customers and the competing companies from exploitation. => Jaki standardi i regulative štite potrošače i konkurentske kompa nije od eksploatacije.
LL@(5661) A sound society can be said to offer numerous opportunities to the companies; by increasing the demand for their products, offering productive resources, imposing highly ethical standards, it creates favourable conditions for the companies to do business efficiently and in fair competition conditions on the market. => Može se zaključiti da zdravo društvo stvara brojne mogućnosti kompanijama, povećavajući tražnju za njihovim proizvodima, pružanjem poduktivnih resursa, nametanjem visokih etičkih standarda ono omogućava kompanijama efikasno poslovanje i fer konkurentske odnose na tržištu.
LL@(5662) Therefore, by a responsible behaviour towards the society the companies create better business conditions, acquire resources by the transformation of which they create greater value, build higher reputation, and consequently achieve a more favourable competitive position. ~~~ The importance of responsible behaviour is further stressed by the following: moral obligations, sustainability, work licence and reputation. => Dakle, odgovornim ponašanjem prema društvu preduzeća stvaraju bolje uslove poslovanja, obezbeđuju resurse čijom transformacijom mogu stvoriti veću vrednost, izgrađuju bolju reputaciju, što vodi boljoj konkurentskoj poziciji. često se navode i sledeći argumenti kojima se ukazuje na značaj odgovornog ponašanja: moralna obaveza, održivost, licenca za rad i reputacija.
LL@(5663) The moral appeal tells us that the company is obliged to be a good citizen and do the right things since its activities affect the society both directly and indirectly. => Moralni apel ukazuje da kompanija ima obavezu da bude dobar građanin i da radi prave stvari pošto njene aktivnosti direkno ili indirekno utiču na društvo.
LL@(5664) Virtually every activity in the value chain affects the society, causing positive or negative effects. => Virtualno svaka aktivnost komapnije iz lanca vrednosti dotiče društvo stvarajući pozitivne ili negativne efekte.
LL@(5665) When companies are aware of their influence upon the society, the influence may be rather subtle. => Kada su kompanije svesne svog uticaja na društvo taj uticaj može biti veoma suptilan.
LL@(5666) Sustainability refers to their responsibility towards their natural environment as well as to the political system in the society. => Održivost se odnosi na odgovornost prema prirodnoj sredini i društvenom uređenju.
LL@(5667) Work licence refers to the obligations the company has to meet so that it should be issued a work licence by the state and acquire the support of internal and external stakeholders. => Licenca za rad se odnosi na obaveze koje kompanija mora da ispunjava da bi dobila dozvolu za rad od strane države i stekla podršku eksternih i internih steikholdera.
LL@(5668) And finally, the reputation means that if the company is socially responsible, it will build a more favourable image of itself and of the society, more powerful brands, etc. => 
LL@(5669) Š1 pp. 78-94Ë. ~~~ As the society consists of a large number of interest groups that directly or indirectly affect the companys business operations and whose expectations from the company are clearly set, the socially responsible behaviour means that the company should meet these expectations of key stakeholders and maintain correct relationships with the other stakeholder groups. => I konačno reputacija ukazuje na to da ako kompanija bude društveno odgovorna izgradiće bolju sliku o sebi u društvu, jače brendove isl. 1 str 78-94Ë Pošto društvo čini veliki broj interesnih grupa koje direkno ili indirekno utiču na poslovanje preduzeća i prema njemu imaju određena očekivanja društveno odgovorno ponašanje podrazumeva zadovoljavanje očekivanja ključnih steikholdera i korektan odnos sa ostalim grupama steikholdera.
LL@(5670) Only if the company satisfies the key stakeholders expectations can it expect to be able to do business effectively, since the achievement of the company goals is preconditioned by the behaviour of its key stakeholders. => Samo ako preduzeće zadovolji očekivanja ključnih steikholdera, može se nadati uspešnom poslovanju, pošto je ostvarenje ciljeva preduzeća uslovljeno ponašanjem ključnih steikholdera.
LL@(5671) Andy Neely and Chris Adams depict the relationships between the company and its stakeholders in the following way: according to them, the stakeholders exert a certain influence upon the companys business operations and contribute to its achievements. => Slikovito objašnjenje odnosa preduzeća i njegovih steikholdera navode Andy Neely i Chris Adams. ~~~ Po njima steikholderi vrše određeni uticaj na poslovanje preduzeća i daju doprinos njegovoj uspešnosti.
LL@(5672) The stakeholders influence and the contribution will directly depend on the realization of their goals and their satisfaction with the companys results. => Kakav će uticaj i doprinos steikholdera biti zavisi od ostvarenja njihovih ciljeva i satisfakcije rezultatima poslovanja preduzeća.
LL@(5673) Hence the stakeholders satisfaction and their contribution to the companys business success are mutually preconditioned elements that they present as the bases of the prism. => Tako da su satisfakcija steikholdera i njihov doprinos uspešnosti poslovanja preduzeća međusobno uslovljeni elementi koje oni prikazuju kao osnove prizme.
LL@(5674) The amount of stakeholders contribution to the companys success is preconditioned by the strategy, the processes and the companys competences, presented as lateral sides of the prism Š7 pp. 7-15Ë. => Veličina doprinosa steikholdera uspešnosti poslovanja preduzeća uslovljena je strategijom, procesima i sposobnostima preduzeća koji čine bočne strane prizme 7 str. 7-15Ë. ~~~ To se može grafički prikazati na sledeći način:
LL@(5675)  => Satisfakcija steikeholdera Resursi Procesi Strategija Doprinos steikholdera Slika br. 2:
LL@(5676) The graphical presentation of the prism is the following: Figure 2: Performance prism Source: Andy Neely and Chris Adams: The Performance Prism Perspective, Journal of Cost Management, 1-2/2001, pp. 7-15 Hence, to ensure a positive influence of stakeholders upon the companys business operations it is necessary to identify their objectives (as sources of satisfaction). => Prizma performansi Izvor: ~~~ Andy Neely and Chris Adams: ~~~ The Performance Prism Perspective, Journal of Cost Management, 1-2/2001. ~~~ str. 7-15 Dakle, da bi se obezbedio pozitivan uticaj steikholdera na poslovanje preduzeća potrebno je identifikovati njihove ciljeve (kao izvore satisfakcije).
LL@(5677) Then the adequate strategy, processes and resources should be employed to coordinate and reconcile the key stakeholders objectives to the objectives of the company. => A zatim odgovarajućom strategijom, procesima i resursima povezati i uskladiti ciljeve ključnih steikholdera sa ciljevima preduzeća.
LL@(5678) A conclusion can be drawn that a need for responsible behaviour and creating fruitful relationships with key stakeholders is not only a philantropic one, but is also a precondition for the survival and success of the com pany, since the companys success and that of the society are mutually enhanced. => Može se zaključiti da potreba za odgovornim ponašanjem i uspostavljanjem dobrih odnosa sa ključnim steikholderima nije samo filantropskog karaktera, već od njih zavisi uspeh i opstanak preduzeća, pošto se uspeh kompanije i uspeh društva međusobno pojačavaju.
LL@(5679) Typically, a close relationship between the society and the company operations means a more purposeful employment of companys resources that in turn brings benefit to the society. => Tipično, blisko povezan odnos društva i poslovanja preduzeća je bolja upotreba resursa kompanija, koja donosi i koristi društvu.
LL@(5680) On the other hand, the company works in a competitive environment that also affects its success in its strategy realisation. => Sa druge strane, svaka kompanija posluje u konkurentskom okruženju koje utiče na uspešnost realizacije njene strategije.
LL@(5681) Social conditions are the key segment of this context. => Društveni uslovi formiraju ključni segment tog konteksa.
LL@(5682) In creating a strategy, a competitive context has a considerably weaker impact compared to the value chain, but may be of a considerably greater strategic importance for both the company and the society. => Konkurentski konteks ima mnogo manji uticaj od lanca vrednosti pri oblikovanju stategije, ali može imati mnogo veći strateški značaj i za kompaniju i za društvo. ~~~ Konkurentski kontekst obuhvata nekoliko elementata 1 str. 78-94Ë: (cid:
LL@(5683)  => kvalitet i kvantitet važnih inputa-materijalnih i ljudskih resursa resursa (npr. transportna infrastruktura isl.) (cid:
LL@(5684) The competitive context consists of a number of elements Š1 pp. 78-94Ë: (cid:190) the quality and quantity of important inputs material and human resources (e.g. transport infrastructure, etc); (cid:190) rules and innitiatives that guide the competition (such as the intellectual property protection policy, transparency, safety against corruption, investment incentives, etc.); (cid:190) the volume and sophistication of demend, under the impact of such issues as the quality product standards and security, customer rights, fair relations with suppliers, etc.; (cid:190) local industries support, such as providers, equipment and parts manufacturers etc. => pravila i inicijative koje vode konkurenciju (kao što su politika zaštite intelektualne svojine, osiguranje transparentnosti, sigurnost nasuprot korupciji, podsticanje ulaganja isl.) (cid: ~~~ veličina i softificiranost tražnje, pod uticajem takvih stvari kao što su standardi kvaliteta proizvoda i sigurnosti, prava potrošača, fer odnosi prilikom snabdevanja itd. (cid: ~~~ doprinos lokalnih grana privrede koje predstavljaju podršku, kao što su provajderi, proizvođači opreme i delova isl.
LL@(5685) Each of the quoted aspects of this context may considerably improve the companys competitive position and trigger a development of a social responsibility programme. => Svaki od navedenih aspekta ovog konteksta može imati veliki uticaj na poboljšanje konkurentske pozicije preduzeća i predstavljati podsticaj za pokretanje programa društvene odgovornosti.
LL@(5686) For example, a chance of rectuitment and hiring experts they need can be a key source of competitive advantage. => Na primer, za veliki broj kompanija mogućnost obezbeđenja i regrutovanja odgovarajućih stručnjaka, može biti ključni izvor konkurentske prednosti.
LL@(5687) The expertise and knowledge of the local population largely depend on the local education system, presence of discrimination, level of development of information infrastructure, the information system level, etc. => Stručnost i znanja lokalnog stanovništva u najvećoj meri zavise od lokalnog sistema obrazovanja, prisustva diskriminacije, razvijenosti informatičke infrastrukture, razvijenosti sistema informisanja isl.
LL@(5688) The companys investments into one of these elements bring benefits to the society, and return to the company in the form of higher competitive opportunities. => Ulaganjem u unapređenje nekog od ovih elemenata kompanije obezbeđuju koristi društvu, koje povratno obezbeđuju njima veće konkurentske mogućnosti.
LL@(5689) For example, due to the problems in recruiting the programmers with appropriate expertise the Microsoft Company started collaboration with the American College Association (which is responsible for the education and training of 45 percent population in the U.S.A.) for the purpose of improving the college curricula and providing technical support to the Associations faculties. => Na primer, kompanija Microsoft je usled teškoća u obezbeđenju programera odgovarajuće stručnosti uspostavila saradnju sa Američkom asocijacijom koledža (koja školuje oko 45% populacije u USA) u cilju unapređenja nastavnih programa i poboljšanja tehniče podrške na fakultetima iz asocijacije.
LL@(5690) A five-year project worth $50 milion has been carried out to modernize the technology used in instruction and improve the knowledge of the lecturers in this field. => Realizovan je petogodišnji projekat u vrednosti od 50 miliona dolara, kojim je modernizovana tehnologija koja je korišćena u nastavi i unapređeno znanje predavača navedenih oblasti.
LL@(5691) The aim was to get the students acquainted with the latest achievements and trends in this field as well as to standardize the biographies of IT graduates so that in the recruitment process for a certain work post their skills should be already outlined. => Cilj je bio omogućavanje studentima da se upoznaju sa najnovijim dostignućima i prate trendove u ovoj oblasti kao i standardizovanje biografija diplomiranih IT stručnjaka kako bi se pri regrutovanju za određeno radno mesto pretpostavilo kojim veštima bi trebalo da raspolažu.
LL@(5692) Thus the company brought substantial benefit to the society, and simultaneously provided itself with generations of prospective professionals who are the key value carriers and the source of competitive advantage Š1 pp. 78-94Ë. => Na ovaj način kompanija je obezbedila ogromne koristi društvu, ali u isto vreme obezbedila sebi generacije potencijalnih stručnjaka, koji predstavljaju ključni nosilac vrednosti i izvor konkurentske prednosti 1 str. 78-94Ë.
LL@(5693) This and a host of other examples show that there is an increasing demand for social responsibility and that modern companies are increasingly aware of this issue. => Ovaj i mnogi drugi primeri pokazuju da postoji sve veća potreba za društvenom odgovornošću i da se o njoj sve više vodi računa u praksi savremenih preduzeća.
LL@(5694) And, while everybody clearly understands that irresponsible behaviour means great risk, not everybody is clear about what they should do. => I ako je svima postalo jasno da je rizik neodgovornog ponašanja vrlo veliki, svima nije baš jasno šta treba da rade.
LL@(5695) For these reasons many companies have not undertaken any radical strategic or operational steps but tried to solve the problem introducing only some cosmetic improvements (for example, improving their public relations activities, media campaigns, reporting on social responsibility in their annual reports, etc). => Iz tih razloga mnoge kompanije nisu preduzele nikakve radikalne strateške ni operativne mere, već su samo nekim kozmetičkim poboljšanjima (kao što su poboljšanje odnosa sa javnošću i medijskih kampanja, iznošenje izveštaja o društvenoj odgovornosti u svojim godišnjim izveštajima isl) pokušale da reše problem.
LL@(5696) Hence the measures the companies introduce and the social responsibility programmes vary to a large extent Š1 pp. 78-94Ë. 4. => Zato se mere koje različite kompanije preduzimaju i programi društvene odgovornosti se veoma razlikuju 1 str. 78-94Ë. 4.
LL@(5697) Social responsibility incentive measures While everybody is aware that socially responsible behaviour brings benefits to both the company and the society, not everybody clearly understands what it is that should be done and what should be contained in the social responsibility programmes. => Mere za podsticanje društvene odgoovrnosti I pored toga što je svima jasno da odgoovrno ponašanje prema društvu nosi koristi I kompaniji I društvu, nije baš jasno šta treba uraditi I šta sve treba da obuhvata program društvene odgovornosti.
LL@(5698) One problem is that the issues related to social responsibility are generally assocoated with the ethics and relativism. => Pro blem je u tome što su pitanja vezana za društvenu odgovornost uglavnom vezana za etiku i relativizam.
LL@(5699) The extent to which the companies will meet their obligations towards their stakeholders and support the achievement of their objectives depends on the legal regulations and the ethics of the management of the organization itself. => Stepen u kome će organizacije ispunjavati svoje obaveze prema steikholderima i omogućavati ostvarenje njihovih ciljeva zavisi od zakonske regulative i etičnosti uprave same organizacije.
LL@(5700) The legislation affects all organizations in the same manner, while the ethics of the management varies from one organization to another, as well as from one management level to another. => Zakonska regulativa se na isti način odražava na sve organizacije, dok je etičnost menadžmenta različita od organizacije do organizacije i po pojedinim nivoima menadžemta.
LL@(5701) It is necessary that organizations define the scope of a minimal level of obligations they will always honour to their stakeholders and the society as a whole Š8 p. 195Ë. ~~~ On one hand, the level of socially responsible behaviour depends on the ethics of the management and the employees in the organization. => Potrebno je da organizacije definišu opseg minimalnog nivoa obaveza koje će uvek ispunjavati prema svojim steikholderima i društvu u celini 8 str 195Ë Sa jedne strane nivo društveno odgovornog ponašanja zavisi od etičnosti menadžmenta i zaposlenih u preduzeću.
LL@(5702) On the other hand, the issues of social responsibility are not precisely stipulated, therefore one type of behaviour may be deemed responsible and moral by one group of stakeholders, while another group may condemn it as immoral and unethical. => A, sa druge strane, pitanja društvene odgovornosti nisu precizno definisana, tako da se neko ponašanje može proceniti moralnim i odgovornim od jedne grupe steikholdera, a prema shvatanju drugih ono može biti ocenjeno kao nemoralno i neetičko.
LL@(5703) A large number of global companies, for example, conduct mass manufacture in the countries where the work force can be recruited cheaply, and where the state regulation is poor, and the environ ment protection and human rights standards are low. => Na primer, veliki broj globalnih kompanija organizuje masovnu proizvodnju u zemljama gde je jeftina radna snaga, a državna regulacija slaba i standardi za zaštitu okruženja, ljudskih prava isl. nisko postavljeni.
LL@(5704) Foreign direct investments here enormously improve the economic and social development, therefore their behaviour is valued as ethical and socially responsible, due to which they are highly priviledged. => U takvim zemljama strane direkne investicije imaju ogroman značaj za ekonomski i socijalni razvoj i njihovo ponašanje se ocenjuje etičkim i društveno odgovornim zahvaljući čemu dobijaju mnoge privilegije.
LL@(5705) Then these companies observe legal regulations, pay taxes and honour minimum standards related to work force and environment protection, however, they do not find themselves responsible for social problem solving. => Tada kompanije poštuju zakonske propise, plaćaju porez i poštuju minimalne standarde vezane za radnu snagu i ekologiju, ali ne smatraju se odgovornim za rešavanje socijalnih problema.
LL@(5706) They observe the ethical and other standards only to the level that entitles them to economic and social stability in the society in which they do business, and these standards may be by far lower compared to the desired ethical standards of behaviour Š3 p. 55Ë. => Etičke i druge standarde poštuju samo do nivoa koji im obezbeđuje ekonomsku i socijalnu stabilnost u društvu u kome posluju, a koji mogu da budu mnogo niži od poželjnih etičkih standarda ponašanja 3 str.55Ë Da bi se ovaj problem prevazišao potrebno je utvrditi precizno pitanja društvene odgovornosti o kojima sve organizacije moraju voditi računa, propisati standarde njihovog izvršenja i formirati nadležne institucije koje će voditi računa o njihovoj primeni.
LL@(5707) In order that this problem be solved the issues of social responsibility have to be stipulated precisely and become obligatory for all organizations, the standards of their implementation and the institution to control their implementation should be established. => Neka od ključnih pravila kojih bi sva preduzeća trebala da se pridržavaju su da 3 str. 59Ë: (cid: ~~~ proizvode i prodaju poizvode koji ne ugroža vaju živote potrošača, (cid: ~~~ ne zagađuju vodu, (cid: ~~~ poštuju zakon u svim segmentima poslovanja, (cid:
LL@(5708)  => promovišu iskrenost, poštenje, etičko po našanje među zaposlenima, (cid:
LL@(5709)  => ne zloupotrebljavaju reklame i propagandu, (cid:
LL@(5710)  => imaju prijateljski odnos prema životnoj sredi ni, (cid:
LL@(5711)  => štite zaposlene od seksualnog zlostavljanja, (cid:
LL@(5712)  => brzo reaguju na probleme potrošača, (cid:
LL@(5713) Some of the key rules every company should observe are the following Š3 p.59Ë. (cid:190) manufacture and sell products that do not threat customers lives; (cid:190) avoid polluting water; (cid:190) observe the law in all aspects of business operations; (cid:190) promote sincerity, honesty, ethical behaviour among the employees; (cid:190) do not abuse advertising and commercials; (cid:190) grow environmentally-friendly relations; (cid:190) protect employees from sexual harassment; (cid:190) react promptly to customers problems; (cid:190) provide health care for the employees; (cid:190) give away money to charity and education improvement; (cid:190) use nuclear-free materials; (cid:190) continually upgrade the quality; etc. => obezbede zdravstvenu zaštitu zaposlenih, (cid: ~~~ daju novac u dobrotvorne svrhe i za unapređe nje obrazovanja, (cid: ~~~ koriste materijale koji nisu nuklearno aktivni, (cid: ~~~ pokušavaju da kontinuirano unapređuju kvali tet isl.
LL@(5714) Sociological institutions in the form of sociological auditors have been formed or are still being formed in a large number of countries to control and evaluate the level of social responsibility of certain companies. => U mnogim zemljama formirane su ili se formiraju sociološke institucije u obliku socioloških revizora koji proveravaju i procenjuju stepen društvene odgovornosti pojedinih kompanija.
LL@(5715) In 1990 the Domini index was created in the U.S.A., to measure the organizational social responsibility. => U SAD-u je još 1990. kreiran indeks Domini kojim se meri društvena odgovornost organizacija.
LL@(5716) It was first implemented by Amy Domini, in 1990, in her analysis of 800 U.S.A. companies which she ranked according to the criteria of product quality, customer relations, results in environment protection standards implementation, philantropic behaviour, employee relations, etc. ~~~ Š9 p.51Ë. ~~~ It is important that simultaneously a legal act (code of ethics) be established to regulate the behaviour of all the employes in the organization towards the stakeholders and the society in general (customers in general, unions, etc.). => Njega je prvi put primenila Amy Domini 1990. godine, koja je analizirala 800 kompanija u USA-u i rangirala ih na osnovu kvaliteta proizvoda, odnosa sa potrošačima, rezultata primene ekoloških standarda, filantropskog ponašanja, odnosa sa zaposlenima itd 9 str. 51Ë U isto vreme na nivou korporacije potrebno je formalno-pravnim aktom (etičkim kodom) propisati poželjan način ponašanja svih zaposlenih u organizaciji prema steikholderima i društvu u celini (potrošačima uopšteno, unijama isl).
LL@(5717) The code of ethics and the ethical behaviour programme creation is a legal obligation of companies in some countries, meant to promote the level of social responsibility. => U nekim zemljama izrada etičkog koda i programa etičkog ponašanja, predstavlja i zakonsku obavezu preduzeća, čime se podstiče veći stepen društvene odgovornosti.
LL@(5718) All the examples quoted are from the practice, whereas various theories stress an increasing importance of social responsibility and its impact upon the change in the manner of corporate behaviour as well as in the behaviour of managers Š8 p. 235Ë. 5. => Svi navedeni primeri iz prakse i različite teorije ukazuju na rastući značaj društvene odgovornosti i njen uticaj na promenu načina poslovanja preduzeća i ponašanje menadžera 8 str. 235Ë. 5.
LL@(5719) CONCLUSION The awareness of socially responsible behaviour was present as early as the first companies were set up and has been shown since in various forms. => ZAKLJUčAK Može se zaključiti da je svest o društveno odgovornom ponašanju bila prisutna još kod prvih preduzeća i u različitim oblicima se ispoljavala do danas.
LL@(5720) In modern business conditions there is a clearly expressed demand for a corporate responsible behaviour. => U savremenim uslovima poslovanja postoji izuzetno naglašena potreba za odgovornim ponašanjem preduzeća.
LL@(5721) On one hand, numerous problems in the environment (environmental, sociological, etc.) demand that the company be included into problem solving and prevent these problems from getting more serious. => Sa jedne strane brojni problemi u okruženju (ekološki, sociološki isl) zahtevaju od preduzeća da se uključe u rešavanje nastalih problema i spreče njihovo produbljivanje.
LL@(5722) On the other hand, a consequence of the globalization in business is that the companys business activities expand beyond the boundaries of one country, therefore the governments are not in a position to control the behaviour of numerous global companies, but insist on improving their social awareness and responsible behaviour. => A, sa druge strane globalizacija poslovanja dovodi do toga da poslovne aktivnosti preduzeća prevazilaze granice jedne zemlje, tako da Vlade ne mogu kontrolisati ponašanje mnogih globalnih kompanija već se insistira na podizanju njihove društvene svesti i odgovornosti ponašanja.
LL@(5723) A higher level of socially responsible behaviour means more expenses for the company to suffer. => Veći stepen društveno odgovornog ponašanja za preduzeće znači veće troškove.
LL@(5724) However, the companys socially responsible behaviour is the basis of good reputation, the loyalty of most profitable customers, of attracting highly talented work force etc., which is a precondition of competitive advantage in modern business conditions. => Ali, odgovorno ponašanje preduzeća prema društvu predstavlja osnovu dobre reputacije, lojalnosti najprofitabilnijih potrošača, privlačenja najtalentovanije radne snage isl koji predstavljaju uslov sticanja konkurentske prednosti u savremenim uslovima poslovanja.
LL@(5725) It is for these reasons that in the modern business conditions the companies pay increasing attention to social responsibility. => Iz tih razloga u savremenim uslovima poslovanja preduzeća sve više pažnje posveđuju društvenoj odgovornosti. 6.
LL@(5726) 6. => LITERATURA Š1Ë Porter M. & Kramer M.:
LL@(5727) REFERENCE Š1Ë Porter M. & Kramer M.: Strategy and Society: The Link Between Competitive Advantage and Corporate Cocial Resposibility, Harvard Business Review, 8 12/2006. => Strategy and Society: ~~~ The Link Between Competitive Advantage and Corporate Cocial Resposibility, Harvard Business Review, 8 12/2006. Š2Ë Predić B. \ukić M.:
LL@(5728) Š2Ë Predić B. Djukić M.: Značaj društvene odgovornosti preduzeća, Ekonomske teme 10/2007. => Značaj društvene odgo vornosti preduzeća, Ekonomske teme 10/2007. ~~~ Ekonomski fakultet Niš Š3Ë Archie C.:
LL@(5729) Ekonomski fakultet Niš Š3Ë Archie C.: Business and Society: Ethics and Stakeholder Management, South-Western College Publishing, Cincinnati, Ohaio, 1996. => Business and Society: ~~~ Ethics and Stakeholder Management, South-Western College Publishing, Cincinnati, Ohaio, 1996. Š4Ë Cooper S.:
LL@(5730) Š4Ë Cooper S.: Shareholder Wealth or Societal Welfar: A Stakeholder perspective, u knjizi Arnold G., Davies M.: Value based Management, Context and Application, John Wiley and Sons, 2000. => Shareholder Wealth or Societal Welfar: ~~~ A Stakeholder perspective, u knjizi Arnold G., Davies M.: ~~~ Value based Management, Context and Application, John Wiley and Sons, 2000. Š5Ë Preston LE:
LL@(5731) Š5Ë Preston LE:Stakeholder management and corporate performance, 1994. => Stakeholder management and corporate performance, 1994.
LL@(5732) Journal of Behavioral Economics Š6Ë Freeman E., Wicks A.,Parmar B: Stakeholder Theory and The Corporate Objective Revisited, Organization Science, Vol. 15, No. 3, May-June 2004. => Journal of Behavioral Economics Š6Ë Freeman E., Wicks A.,Parmar B: ~~~ Stakeholder Theory and The Corporate Objective Revisited, Organization Science, Vol.
LL@(5733) Š7Ë Neely A., Adams C.:The Performance Prism Perspective, Journal of Cost Management, 12/2001 Š8Ë Johnson G., Scholes K.: Exploring Corporate strategy: Text and Cases, Financial Times Prentice Hall, 2002. => 15, No. 3, May-June 2004. Š7Ë Neely A., Adams C.: ~~~ The Performance Prism Perspective, Journal of Cost Management, 12/2001 Š8Ë Johnson G., Scholes K.: ~~~ Exploring Corporate strategy: ~~~ Text and Cases, Financial Times Prentice Hall, 2002. Š9Ë Pearce J.A. Robinson R.B.:
LL@(5734) Š9Ë Pearce J.A. Robinson R.B.: Strategic Management, Formulation, Implementation and Control, McGraw Hill International Editions Analisis Motivasion of Management CHEMES A. S. HUMENNÉ UDC 005.32:331.101.3 Miloš Hitka1, Mária Sirotiaková2 1Faculty of Wood Sciences and Technologies in Zvolen 2Faculty of Economics in Poprad XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. => Strategic Mana gement, Formulation, Implementation and Control, McGraw Hill International Editions Analiza motivisanosti u upravljanju kompanijom CHEMES A.S. HUMENNÉ UDK 005.32:331.101.3 Miloš Hitka1, Mária Sirotiaková2 1[umarsko-tehnološki fakultet, Zvolen 2Ekonomski fakultet, Poprad XI International Symposium SymOrg 2008. 10th-13th- September 2008.
LL@(5735) Belgrade, Serbia In this paper we analyze the motivating factors for the company management using the questionnaires. => Belgrade, Serbia U ovom radu analiziramo motivacione faktore u upravljanju kompanijom.
LL@(5736) We apply the cluster analysis to divide the employees into similarly motivated and oriented groups. => U analizi smo koristili upitnik i klaster analizu na osnovu koje smo podelili zaposlene u grupe slične motivacije i orijentacije.
LL@(5737) The resulting information concerning motivational factors can be later utilized in creation of a company motivational program.. => Podaci o faktorima motivacije do kojih smo došli mogu se kasnije koristiti prilikom izrade motivacionih programa kompanije. 1.
LL@(5738) 1. ~~~ Introduction Employees´ motivation is a topic number one in most companies today. => Uvod U većini današnjih kompanija motivacija zaposlenih predstavlja najvažniju temu.
LL@(5739) There are never enough employees who achieve excellent job performance so we have to motivate each of them properly. => Uvek su potrebni zaposleni koji postižu maksimum u svom poslu, tako da moramo da ih motivišemo na pravi način.
LL@(5740) Motivation plays one of the most important roles in a system of company human resources management. => Motivacija stoga ima veoma značajnu ulogu u upravljanju ljudskim resursima u kompaniji.
LL@(5741) Managers from the area of manpower management have to deal with and find a solution to the problem of why some employees work less and why the others are able to achieve excellent results. (www.dieradosveta.sk). => Menadžeri koji upravljaju ljudskom radnom snagom moraju da nađu pravi odgovor na pitanje zašto neki zaposleni rade manje nego što se od njih očekuje, a drugi postižu odlične rezultate. (www.dieradosveta.sk).
LL@(5742) To be motivated means more than just to be happy or satisfied at work; motivated people try to do their best not for somebody elses sake but for themselves. => Biti motivisan ne znači samo biti sdrećan ili zadovoljan na poslu. ~~~ Ljudi koji su motivisani ulažu najveći mogući trud ne zbog drugih, već zbog sebe samih.
LL@(5743) Motivation is a feeling lying somewhere inside a man, something that cannot be enforced. => Motivacija jeste osećanje koje osoba nosi u sebi, to je nešto što se ne može jednostavno nametnuti čoveku.
LL@(5744) Motivation is in hearts of managers and it means much more than praise for a well done work. => Motivaciju imaju i menadžeri i ona predstavlja mnogo više nego što je nagrada za dobro obavljen posao. (Heller, 2005).
LL@(5745) (Heller, 2005) So if we assume that human resources are the basis of the company development we can state that a key to success is the management of human resources. => Stoga, ako znamo da ljudski resursi predstavljaju osnovu za razvoj kompanije, onda možemo da tvrdimo i da je upravljanje ljudskim resursima ključ uspeha.
LL@(5746) One of the primary tasks of human resources management is to ensure a positive employees´ behaviour. => Jedan od primarnih zadataka koji se postavljaju pred menadžment jeste da obezbede pozitivno ponašanje zaposlenih.
LL@(5747) By this we mean the behaviour of employees which will lead to a fulfillment of the company strategy and an effective achievement of its goals. => Pod ovim podrazumevamo ponašanje zaposlenih koje će voditi ostvarivanju strategije kompanije i efektivnom postizanju ciljeva koje je postavila pred sebe.
LL@(5748) Such effective behaviour of employees presupposes their systematic motivation and execution of motivational processes. => Ovakvo efektivno ponašanje zaposlenih pretpostavlja da su oni stalno motivisani, a to znači da proces njihove motivacije nikada ne prestaje.
LL@(5749) A lot of different motivational factors affect the employees´ motivation. => Na motivaciju zaposlenih utiče veliki broj različitih motivacionih faktora.
LL@(5750) In standard practice the topic of employees´ motivation is often undervalued and perceived as something generally valid but not actually required in many companies. => U svakodnevnoj praksi temi motivisanja zaposlenih posvećuje se nedovoljna pažnja i smatra se da je to nešto što jeste značajno, ali ne uvek i neophodno u kompaniji.
LL@(5751) Its internal basis and depth is not paid due respect, on one side, and its very frequent utilization is not taken into consideration, on the other side. => S jedne strane, ne uvažava se njena uvreženost i dubina u ljudskom karakteru, a s druge strane, ne uzima se u obzir koliko često se na nju pozivamo u svakodnevnom radu.
LL@(5752) Despite all these, the emotivation of employees is one of the most significant tasks in the employees´ behaviour regulation. ~~~ (Bajcura, 1985). => Uprkos svemu tome, motivisanje zaposlenih predstavlja jedan od najznačajnijih zadataka u usmeravanju ponašanja zaposlenih. (Bajcura, 1985).
LL@(5753) 2. => 2.
LL@(5754) The objective of the paper Our aim in this work is to develop an effective system of employees´ motivation which would include actual changes and modifications in the area of human resources management and at the same time respond to particular conditions in a company. => Cilj rada U ovom radu postavili smo cilj da razvijemo jedan efektivni sistem motivisanja zaposlenih koji bi obuhvatao sve promene i dopune u oblasti upravljanja ljudskim resursima i istovremeno bio primenljiv u svim okolnostima u kojima kompanija posluje.
LL@(5755) This system tool of personnel work will provide an opportunity to learn the motivational factors of employees which mostly influence the increase in their work performance. => Ovaj sistemski instrument u radu sa osobljem omogućio bi nam da bolje upoznamo faktore koji utiču na motivaciju zaposlenih, a time uglavnom i na povećanje produktivnosti u njihovom radu.
LL@(5756) We plan to achieve the above mentioned objective through the survey of motivational factors of employees in CHEMES, a. s. => Da bismo ostvarili ovaj cilj planirali smo da sprovedemo jedno istraživanje motivacionih faktora među zaposlenima u kompaniji CHEMES, a.s.
LL@(5757) Humenné. => Humenné.
LL@(5758) We plan to do it using a questionnaires, and then use a cluster analysis to divide employees into similarly motivated and oriented groups (Hitka, 2004). => U istraživanju ćemo koristiti upitnik, a onda ćemo primenom klaster analize pokušati da razvrstamo zaposlene u grupe slične motivacije i orijentacije (Hitka, 2004).
LL@(5759) The resulting information concerning motivational factors can be applied in the development of the company program of motivation. => Rezultati do kojih ćemo doći u ispitivanju motivacionih faktora biće primenjeni u izradi programa motivacije u kompaniji. 2.
LL@(5760) 2.1 Characteristics of the current state of motivation in the company CHEMES, a. s. => Karaktiristike sadašnje motivisanosti u kompaniji CHEMES, a.s.
LL@(5761) Humenné plays an important role in its region and is one of the most relevant companies in the area of power industry. => Humenné je značajna kompanija u regionu i jedna od najznačajnijih u oblasti energetike.
LL@(5762) According to the data of a yearbook Trend Top 2003, according to its turnover the company occupies the eighth position among the biggest companies of the Prešov region and the eleventh place in the section of the biggest companies of power industry. => Prema podacima godišnjaka Trend top 2003, ova kompanija se po svom obrtu nalazi na osmom mestu, među najvećim kompanijama u oblasti Prešov, a na jedanaestom na listi najvećih kompanija u oblasti energetike.
LL@(5763) The company is responsible for the development of the Industrial zone of CHEMES and a town Humenné by energy and services provision. => Zahvaljujući ovoj kompaniji i isporuci energije i usluga razvija se Industrijska zona CHEMES i grad Humenné.
LL@(5764) The basic motivational factors which are currently used are financial factors of different types, education of the employees and social care of the employees. => Osnovni motivacioni faktori koji se primenjuju u sadašnjim uslovima jesu različite vrste finansijskih faktora, obrazovanje zaposlenih i i njihova socijalna zaštita.
LL@(5765) The employees in CHEMES are paid in accordance with the principles of financial remuneration which applie to all the employees of CHEMES a. s. however, they are partially restrictive for the employees paid a contractual wage/salary. => Nadoknada za ostvareni rad u CHEMESu isplaćuje se u skladu sa novčanom naknadom kojom su obuhvaćeni svi zaposleni u kompaniji, a plate / nadnice su delimično umanjene za radnike koji se isplaćuju na osnovu ugovora o radu.
LL@(5766) All the above mentioned principles are stated and explained in detail in a collective agreement. => Svi navedeni principi obuhvaćeni su i detaljno objašnjeni u kolektivnom ugovoru.
LL@(5767) Education and training are provided based on the article 141 of the Labour Code and the directions of the managing director concerning planning, execution and documentation of employees education where also requirements for individual levels of managers, specialists and employees education as well as forms of training activities that they are supposed to go through are mentioned. => Obrazovanje i obuka zaposlenih sprovode se na osnovu člana 141 Zakona o radu i uputstvima generalnog direktora u vezi sa planiranjem, izvršavanjem i dokumentacijom o obrazovanju zaposlenih u kojima su navedeni i zahtevi u vezi sa nivoom obrazovanja menadžera, specijalista i drugih zaposlenih, kao i oblici obuke koju oni treba da prođu.
LL@(5768) Within the scope of social care, the plant catering and health care exceed the regulations of the law, in that various types of recreational and sport activities, social assistance in serious cases, financial allowances to support culture, sport and services or recreation are organized and financed. => U oblasti socijalne zaštite, mere koje kompanija preduzima prevazilaze odredbe propisane zakonom. ~~~ Organizuju se različite rekreativne i sportske aktivnosti, u ozbiljnim slučajevima angažuje se socijalna služba, a izdvajaju se finansijska sredstva za kulturu, sport i usluge i rekreaciju. 2.
LL@(5769) 2.2 Formation of a questionnaire We have selected a questionnaire as a method to gather information about the state of motivation in CHEMES, a.s., since it allows us to collect a vast amount of information within a short period of time. => Sastavljanje upitnika Kao metod za prikupljanje informacija o motivisanosti zaposlenih u CHEMES, a.s. odabrali smo upitnik, pošto na taj način možemo da dobijemo veliki broj podataka za kratko vreme.
LL@(5770) The questionnaire had two parts. => Upitnik sa sastoji iz dva dela.
LL@(5771) Questions concerning the basic information about the respondents such as their age, sex, education, number of years spent in the company and occupation category were included in the first part. => Pitanja koja se odnose na osnovne podatke o ispitanicima, kao što je pol, uzrast, stepen obrazovanja, godine staža u kompaniji i vrsta posla koju obavljaju obuhvaćena su prvim delom.
LL@(5772) The second part listedd thirty motivational factors and the employees were supposed to express their opinion on them from the point of view of the required and the actual state or they could say how they imagine motivation in the company and to what extent they are satisfied with the current state of individual motivational factors in the company. => Drugi deo sadrži trideset motivacionih faktora, a od ispitanika se tražilo da daju mišljenje o njima s tačke gledišta sadašnjeg stanja i poželjnog stanja, ili su mogli da kažu kako oni zamišljaju motivaciju u kompaniji i u kojoj meri su zadovoljni motivacionim faktorima koji se primenjuju u kompaniji u tom trenutku.
LL@(5773) To assess the factors, they had a five grades scale at their dispos al and the importance of individual motivational factors and satisfaction with their actual state were listed down from number 5 to 1. ~~~ The questionnaire had two functions: it provided information about an actual state of motivation in the company and at the same time it included the requirements of employees in this area. => Na raspolaganju su imali petostepenu skalu, a značaj pojedinačnih motivacionih faktora i zadovoljstva trenutnim stanjem kretao se od 5 nadole, prema oceni 1. upitnik je ispunjavao dve funkcije: omogućio je uvid u podatke o trenutnom stanju motivisanosti u kompaniji i istovremeno je obuhvatio zahteve zaposlenih u ovoj oblasti.
LL@(5774) Based on this information we were in a position to evaluate the areas in which motivation should be improved as well as the areas in which it is satisfactory. => Na osnovu ovih informacija mogli smo da ocenjujemo one oblasti u kojima je potrebno povećati motivisanost, kao i oblasti u kojima je ona zadovoljavajuća.
LL@(5775) A target group to find out the state of motivation in the company was a group of workers, supervisors and technical and economic staff (abbreviated to THZ). => Naša ciljna grupa bila je grupa radnika, nadzornika i zaposlenih na tehničkim i ekonomskim poslovima (skraćeno THZ).
LL@(5776) We handed out the questionnaires to the respondents and we received 123 of them back. => Upitnike nam je vratilo 123 zaposlenih.
LL@(5777) We consider this to be a success since the questionnaires were anonymous. => To smatramo uspehom, pošto je anketa bila anonimna.
LL@(5778) From the total number of 123 questionnaires 69 were filled in by workers (from the total number of 157 workers in a division), 37 by THZ (total number of THZ in the company is 145) and 17 by supervisors (from their total number equal to 37). => Od ukupnog broja od 123 upitnika, 69 su popunili radnici (u ovom sektoru zaposleno je ukupno 157 radnika), 37 su popunili zaposleni u THZ (ukupan broj ovih zaposlenih u kompaniji je 145), a 17 su popunili nadzornici (ukupan broj je 37).
LL@(5779) So the percentage representation of individual monitored groups is 33,9 % workers, 25,5 % THZ a 45,9 % supervisors. => Stoga procentualna zastupljenost pojedinačnih posmatranih grupa iznosi 33.9 % za radnike, 25.5 % za THZ, a 45.9 % za nadzornike. 3.
LL@(5780) 3 Results and discussion 3.1 Analysis of motivational factors Taking the differences into consideration we selected three positions worker, THZ and supervisor. => Rezultati i diskusija 3.1 Analiza motivacionih faktora Kada smo uzeli u obzir razlike, izdvojili smo tri pozicije radnik, THZ i nadzornik.
LL@(5781) The analysis was based on the employees responses to the second part of the questionnaire. => Analiza se zasniva na odgovorima koje su zaposleni dali u drugom delu upitnika.
LL@(5782) As mentioned before the questionnaire contained 30 motivational factors listed in table 1. => Kao što smo već pomenuli, upitnik je obuhva Tabela 1 Analizirani motivacioni faktori Seq. n.
LL@(5783) Table 1 Analysed motivational factors Prestige Attitude of a supervisor Individual decision making Self-realization Social benefits Fair assessment of an employee Stress /stress elimination at place of work Seq. => 
LL@(5784) n. Motivational factor 1. => Motivacioni faktor Seq. n.
LL@(5785) 2. ~~~ 3. => Motivacioni faktor 16.
LL@(5786) 4. ~~~ 5. ~~~ 6. => Prestiž 17.
LL@(5787) 7. => 
LL@(5788) 8. ~~~ 9. ~~~ 10. => Stav rukovodioca 18.
LL@(5789) 11. ~~~ Working hours 12. => Samostalno odlučivanje 19.
LL@(5790) Working environment 13. => Samoostvarenje 20.
LL@(5791) Working output 14. => Društvena korist 21.
LL@(5792) Working process 15. ~~~ Seq. => Pravedna procena zaposlenog 22.
LL@(5793) n. Motivational factor 16. => Stress /eliminacija stresa na random mestu 1.
LL@(5794) Atmosphere at place of work 17. => Atmosfera na radnom mestu 2.
LL@(5795) Good working group Additional financial remuneration 18. => Dobra radna grupa 3.
LL@(5796) 19. => Dodatna novčana nagrada 4.
LL@(5797) Physical intensity of work 20. => Fizički intenzitet posla 5.
LL@(5798) Job security Communication at place of work 21. => Sigurnost radnog mesta 6. ~~~ Komunikacija na random mestu 7.
LL@(5799) 22. => Ugled kompanije 8.
LL@(5800) Trade name Opportunity to utilize own abilities 23. => Mogućnost korišćenja sopstvenih sposobnosti 23.
LL@(5801) Mental stress Scope of employment and its type 24. => Mentalni stres 9. ~~~ Obim i tip zaposlenosti 10.
LL@(5802)  => Saznanje o rezultatima rada 11.
LL@(5803)  => Radon vreme 12.
LL@(5804)  => Radon okruženje 13.
LL@(5805)  => Radni učinak 14.
LL@(5806)  => Radni proces 15.
LL@(5807) Acquaintance with working result 25. => Moć 24. ~~~ Vizija kompanije 25.
LL@(5808) 26. => Regionalni razvoj 26.
LL@(5809) 27. => Obrazovanje iI lični razvoj 27.
LL@(5810) 28. => Odnos kompanije prema okruženju 28.
LL@(5811) 29. => Slobodno vreme 29.
LL@(5812) 30. => Priznanje 30.
LL@(5813) Company vision Region development Education and personal development Relation of the company towards environment Free time Acknowledgement Basic pay Powers The respondents assessed the required and the actually perceived level of motivation of individual motivational factors by the means of a grade scale from one to five. => Osnovna plata tio 30 motivacionih faktora koji su navedeni u tabeli 1. ~~~ Ispitanici su naveli željeni i vladajući nivo motivacije pojedinačnih motivacionih faktora, na skali od jedan do pet.
LL@(5814) For the three groups we calculated the average values of all motivational factors and a difference between a required and actual state. => U sva tri slučaja izračunali smo srednje vrednosti za sve motivacione faktore i razliku između željenog i sadašnjeg stanja.
LL@(5815) Graphs 1 and 2 present the required and the actual state of motivation and a difference between them. => Grafikoni 1 i 2 prikazuju željeno i stvarno stanje motivacije i razlike između njih.
LL@(5816) On axis x are presented the individual motivational factors, whereas on axis y the average values of required and actual state of motivation of particular motivational factors are given. => Na osi x prikazani su pojedinačni motivacioni faktori, na osi y prikazane su srednje vrednosti željenog i stvarnog stanja motivacije određenih motivacionih faktora.
LL@(5817) Based on the comparison of individual curves it is possible to determine which areas of motivation are the most problematic and in which areas the employees are satisfied. => Na osnovu poređenja pojedinačnih krivih moguće je odrediti koje oblasti motivacije su najproblematičnije, a kojim oblastima su zaposleni zadovoljni.
LL@(5818) The biggest variance between the requirements and the actual situation can be observed for motivational factors such as basic pay, additional financial remuneration and a fair assessment of an employee. => Najveća varijacija između željene i stvarne situacije vidi se kod motivacionih faktora kao što su osnovna plata, dopunske isplate i pravična procena zaposlenog.
LL@(5819) The workers group proved to be least satisfied with the total financial remuneration. => To znači da je grupa u kojoj su radnici najmanje zadovoljna ukupnim finansijskim nadoknadama.
LL@(5820) Motivationally weak are also factors such as working environment, atmosphere at the working place and the stress resulting from it. => Nisku motivacionu vrednost pokazali su i faktori kao što je radno okruženje, atmosfera na radnom mestu i stres koji iz nje proizilazi.
LL@(5821) The employees in the production segment consider acknowledgement, working process, vision of the company or regional development also important. => Zaposlenima u proizvodnji stalo je do priznanja, radnog procesa, imaju viziju razvoja kompanije i regiona.
LL@(5822) The respondents expressed total satisfaction with physical intensity of work, trade name and working output. => Ispitanici su naveli da su u potpunosti zadovoljni fizičkim intenzitetom posla, ugledom kompanije i postignutim rezultatima na radu.
LL@(5823) Table 2 Comparison of required and actually perceived motivation by THZ Atmosphere at place of work Good working group Additional financial remuneration Physical intensity of work Job security Communication at a place of work Trade name Opportunity to utilize own abilities Scope of employment and its type Acquaintance with working result Seq. => Tabela 2 Poređenje između poželjne i stvarne motivacije po viđenju THZ Broj Motivacioni faktor 1.
LL@(5824) n. Motivational factor 1. ~~~ 2. => Atmosfera na radnom mestu 2.
LL@(5825) 3. => Dobra radna grupa 3.
LL@(5826) 4. => Dodatna novčana nagrada 4.
LL@(5827) 5. => Fizički intenzitet posla 5.
LL@(5828) 6. => Sigurnost radnog mesta 6.
LL@(5829) 7. => Komunikacija na random mestu 7.
LL@(5830) 8. => Ugled kompanije 8.
LL@(5831) 9. => Mogućnost korišćenja sopstvenih sposobnosti 9.
LL@(5832) 10. ~~~ 11. => Obim i tip zaposlenosti 10.
LL@(5833)  => Saznanje o rezultatima rada 11.
LL@(5834) Working hours 12. => Radon vreme 12.
LL@(5835) Working environment 13. => Radon okruženje 13.
LL@(5836) Working output 14. => Radni učinak 14.
LL@(5837) Working process 15. => Radni proces 15.
LL@(5838) 16. => Moć 16.
LL@(5839) 17. => Prestiž 17.
LL@(5840) 18. => Stav rukovodioca 18.
LL@(5841) 19. => Samostalno odlučivanje 19.
LL@(5842) 20. ~~~ 21. => Samoostvarenje 20.
LL@(5843) 22. ~~~ 23. => Društvena korist 21.
LL@(5844)  => Pravedna procena zaposlenog 22.
LL@(5845)  => Stress /eliminacija stresa na random mestu 23.
LL@(5846) Mental stress 24. => Mentalni stres 24.
LL@(5847) 25. => Vizija kompanije 25.
LL@(5848) 26. => Regionalni razvoj 26.
LL@(5849) 27. => Obrazovanje iI lični razvoj 27.
LL@(5850) 28. => Odnos kompanije prema okruženju 28.
LL@(5851) 29. => Slobodno vreme 29.
LL@(5852) 30. => Priznanje 30.
LL@(5853) Powers Prestige Attitude of a supervisor Individual decision making Self-realization Social benefits Fair assessment of an employee Stress / stress elimination at a place of work Company vision Region development Education and personal development Relation of the company towards environment Free time Acknowledgement Basic pay Required Actual Difference state 4,54 4,62 4,70 3,54 4,68 4,49 3,89 4,46 4,41 4,38 4,22 4,41 4,54 4,49 4,38 3,68 4,73 4,16 4,00 4,35 4,70 4,49 4,38 4,30 4,32 4,32 4,32 4,22 4,43 4,70 state 3,08 3,32 2,30 3,22 2,73 2,95 3,41 2,68 3,46 3,11 3,81 3,19 3,62 3,19 2,59 2,70 3,24 3,05 3,05 2,92 2,43 2,78 2,73 3,16 2,54 2,95 3,49 3,41 2,49 1,92 P - S 1,46 1,30 2,40 0,32 1,95 1,54 0,48 1,78 0,95 1,27 0,41 1,22 0,92 1,30 1,79 0,98 1,50 1,10 0,95 1,43 2,27 1,71 1,65 1,14 1,78 1,37 0,83 0,81 1,90 2,78 Graph 1 Required and actually perceived level of motivation by THZ The THZ working in CHEMES a. s., Humenné also marked the basic pay, fair assessment of an employee and additional financial remuneration as poor motivational factors. => Osnovna plata Poželjno Stvarno Razlika stanje 4,54 4,62 4,70 3,54 4,68 4,49 3,89 4,46 4,41 4,38 4,22 4,41 4,54 4,49 4,38 3,68 4,73 4,16 4,00 4,35 4,70 4,49 4,38 4,30 4,32 4,32 4,32 4,22 4,43 4,70 stanje P - S 1,46 3,08 1,30 3,32 2,30 2,40 0,32 3,22 1,95 2,73 1,54 2,95 3,41 0,48 1,78 2,68 0,95 3,46 3,11 1,27 0,41 3,81 1,22 3,19 0,92 3,62 3,19 1,30 1,79 2,59 0,98 2,70 3,24 1,50 1,10 3,05 0,95 3,05 1,43 2,92 2,43 2,27 1,71 2,78 1,65 2,73 3,16 1,14 1,78 2,54 1,37 2,95 0,83 3,49 3,41 0,81 1,90 2,49 1,92 2,78 Grafikon 1 Poželjni i stvarni nivo motivacije po viđenju THZ Nisku motivacionu vrednost faktora kao što su osnovna plata, pravična procena zaposlenog i dodatne isplate naveli su i zaposleni THZ u CHEMES, a.s. ~~~ Humenné, slično kao i radnici.
LL@(5854) Other motivators where we can observe a big variance between the required and the actual state of motivation are the job security and powers. => Drugi motivacioni faktori kod kojih smo uočili veliku razliku između željenog i stvarnog stan ja motivisanosti jesu sigurnost posla i vlast.
LL@(5855) Employees are not satisfied with the opportunity to utilize their abilities nor with their acknowledgement. => Zaposleni smatraju da nemaju odgovarajuću šansu da iskoriste svoje sposobnosti i znanje.
LL@(5856) On contrary, THZ are most satisfied with working hours, physical intensity of work and trade name (company name). => Nasuprot tome, zaposleni THZ su veoma zadovoljni radnim vremenom, fizičkim intenzitetom posla i imenom (ugledom) kompanije.
LL@(5857) Table 3 Comparison of required and actually perceived motivation by supervisors Seq. ~~~ n. Motivational factor 1. ~~~ 2. ~~~ 3. ~~~ 4. ~~~ 5. ~~~ 6. ~~~ 7. ~~~ 8. ~~~ 9. ~~~ 10. ~~~ 11. ~~~ 12. ~~~ 13. ~~~ 14. => Tabela 3 Poređenje između poželjne i stvarne motivacije po viđenju rukovodilaca Redni broj Motivacioni faktor Atmosfera na radnom mestu Dobra radna grupa Dodatna novčana nagrada Fizički intenzitet posla Sigurnost radnog mesta Komunikacija na random mestu Ugled kompanije Mogućnost korišćenja sopstvenih sposobnosti Obim i tip zaposlenosti Saznanje o rezultatima rada Radon vreme Radon okruženje Radni učinak Radni proces 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.
LL@(5858) 15. ~~~ 16. => Moć Prestiž 16.
LL@(5859) 17. => Stav rukovodioca 17.
LL@(5860) 18. => Samostalno odlučivanje 18.
LL@(5861) 19. ~~~ 20. => Samoostvarenje 19. 20.
LL@(5862) 21. ~~~ 22. => Društvena korist 21. 22.
LL@(5863) Atmosphere at a place of work Good working group Additional financial remuneration Physical intensity of work Job security Communication at place of work Trade name Opportunity to utilize own abilities Scope of employment and its type Acquaintance with working result Working hours Working environment Working output Working process Powers Prestige Attitude of a supervisor Individual decision making Self-realization Social benefits Fair assessment of an employee Stress / stress elimination at a place of work Required Actual Difference state 4,65 4,65 4,41 3,18 4,59 4,29 3,88 4,29 4,18 4,29 3,82 4,00 4,29 4,00 4,06 3,53 4,47 4,06 4,06 3,94 4,59 3,94 state P - S 3,12 1,53 1,06 3,59 1,53 2,88 3,35 -0,17 1,65 2,94 1,53 2,76 0,29 3,59 3,24 1,05 0,83 3,35 1,35 2,94 3,29 0,53 1,18 2,82 0,58 3,71 0,59 3,41 2,82 1,24 0,59 2,94 1,29 3,18 3,35 0,71 0,82 3,24 0,82 3,12 1,88 2,71 2,65 1,29 Seq. ~~~ n. Motivational factor 23. => Pravedna procena zaposlenog Stress /eliminacija stresa na random mestu Poželjno Stvarno Razlika stanje 4,65 4,65 4,41 3,18 4,59 4,29 3,88 4,29 4,18 4,29 3,82 4,00 4,29 4,00 4,06 3,53 4,47 4,06 4,06 3,94 4,59 3,94 stanje 3,12 3,59 2,88 3,35 2,94 2,76 3,59 3,24 3,35 2,94 3,29 2,82 3,71 3,41 2,82 2,94 3,18 3,35 3,24 3,12 2,71 2,65 P - S 1,53 1,06 1,53 -0,17 1,65 1,53 0,29 1,05 0,83 1,35 0,53 1,18 0,58 0,59 1,24 0,59 1,29 0,71 0,82 0,82 1,88 1,29 Redni broj Motivacioni faktor Vizija kompanije Regionalni razvoj 23.
LL@(5864) 24. ~~~ 25. ~~~ 26. => Mentalni stres 24. 25. 26.
LL@(5865) 27. => Obrazovanje iI lični razvoj 27.
LL@(5866) 28. ~~~ 29. ~~~ 30. => Odnos kompanije prema okruženju 28. 29. 30.
LL@(5867) Mental stress Company vision Region development Education and personal development Relation of the company towards environment Free time Acknowledgement Basic pay Required Actual Difference state 3,82 3,88 4,00 4,24 3,82 3,88 4,41 4,71 state P - S 3,00 0,82 1,00 2,88 1,59 2,41 3,24 1,00 0,53 3,29 0,82 3,06 1,76 2,65 2,59 2,12 Graph 2 Required and actually perceived level of motivation by supervisors In the relationship between the importance of motivators and employees´ satisfaction we observed the dissatisfaction in the group of supervisors as well as in the groups of THZ and workers with issues such as basic pay, additional financial remuneration and fair assessment. => Osnovna plata Slobodno vreme Priznanje Poželjno Stvarno Razlika stanje 3,82 3,88 4,00 4,24 3,82 3,88 4,41 4,71 stanje 3,00 2,88 2,41 3,24 3,29 3,06 2,65 2,59 P - S 0,82 1,00 1,59 1,00 0,53 0,82 1,76 2,12 Grafikon 2 Poželjni i stvarni nivo motivacije po viđenju supervizora Na pitanja o značaju motivacije i zadovoljstvu zaposlenih i grupa rukovodilaca odgovorila je slično grupi radnika i THZ zaposlenih. ~~~ Iz njihovih odgovora vidi se da nisu zadovoljni osnovnom platom, dodatnim isplatama i da misle da nisu pravično procenjeni.
LL@(5868) Communication at the place of work, atmosphere at work, job security and regional development do not correspond with the requirements affecting the level of motivation. => Komunikacija na radnom mestu, atmosfera na poslu, sigurno radno mesto i regionalni razvoj nisu procenjeni kao dovoljno snažni motivacioni faktori.
LL@(5869) Supervisors were quite satisfied with physical intensity of work, company name trade name, working hours and the attitude of the company towards environment. => Rukovodioci su sasvim zadovoljni fizičkim intenzitetom posla, ugledom koji kompanija ima, radnim vremenom i odnosom kompanije prema okruženju. 3.
LL@(5870) 3.2 Creation of groups of motivationally oriented employees We made a statistic verification of motivational factors by means of cluster analysis. => Formiranje grupa motivaciono orijentisanih zaposlenih Primenom klaster analize izvršili smo statističku verifikaciju motivacionih faktora.
LL@(5871) In order to analyze the similarities in the motivational profiles of employees for individual job groups (worker, THZ, supervisor) we applied the method of agglomerate hierarchic clustering. Its principle is that a group of elements gradually converge together, the nearest elements converge and in next steps more and more far-distant ones join. => Da bismo mogli da analiziramo sličnosti između motivacionih profila zaposlenih po posebnim grupama poslova (radnik, THZ, rukovodilac), primenili smo metod aglomerata hijerarhijskih klastera. ~~~ On podrazumeva da se elementi jedne grupe postepeno približavaju jedni drugima; prvo se grupišu oni najbliži, a onda im u sledećim fazama prilaze i oni udaljeniji.
LL@(5872) We processed the data gathered from the questionnaires and generated dendrograms, which helped us slass the employees into similarly motivationally oriented groups clusters, according the range of importance of individual motivational factors allocated by the employees. => Pošto smo obradili podatke iz upitnika, napravili smo dendrograme pomoću kojih smo mogli da podelimo zaposlene u slično motivaciono orijentisane grupe klastere, a prema značaju koji su zaposleni dali pojedinačnim motivacionim faktorima.
LL@(5873) The result is that employees assigned into individual groups have similar opinions on individual motivational factors, therefore they are motivated by similar motivational factors. => To je za posledicu imalo da zaposleni razvrstani u pojedinačne grupe imaju slične stavove o pojedinačnim motivacionim faktorima i da su motivisani sličnim motivacionim faktorima.
LL@(5874) The other group of motivators with average values 4,80 4,32 are the motivators concerning working environment such as atmosphere and communication at the work place,a good working group but also an attitude of a supervisor and the possibility of stress elimination at work place. => Druga grupa motivatora koja ima srednje vrednosti od 4,80 4,32 su oni koji se odnose na radno okruženje, na primer, radna atmosfera i komunikacija na radnom mestu, dobra radna grupa, ali i stav rukovodioca i eliminacija stresa na radnom mestu.
LL@(5875) The importance assigned to these motivational factors by the respondents of all groups show that they realize a negative impact of bad relations in a working group. => Značaj koji ispitanici iz svih grupa pridaju ovim motivacionim faktorima pokazuje da oni shvataju koliki je negativni uticaj loših odnosa u radnoj grupi.
LL@(5876) There are many ways to make relations in a working group better, so the supervisor plays a very important role influencing the behaviour of his subordinates in either a positive or a negative way in the course of managing them. => Odnosi u radnoj grupi mogu se pogoršati na mnogo načina i zato je uloga rukovodioca veoma značajna, pošto on svojim načinom upravljanja može da utiče na ponašanje zaposlenih na radnom mestu i u negativnom i u pozitivnom smeru.
LL@(5877) When comparing the importance of motivational factors we were also in a position to observe the workers fear of loosing their jobs. => Kada poredimo značaj motivacionih faktora, vidimo i da radnici strahuju od gubitka posla.
LL@(5878) This is especially evident in the fourth group of respondents since the top position among the motivators belongs to job security motivator and its average value is 5. => To se posebno jasno uočava u četvrtoj grupi ispitanika, pošto je na prvom mestu među motivatorima sigurnost radnog mesta i njegova prosečna vrednost je 5.
LL@(5879) There are results of a group which included both a group of THZ employees and supervisors in graph 6, where individual respondents are presented on the vertical axis (supervisors as A1 to A17 and THZ as B1 to B37) and there is a scope of variance inf their responses presented on the horizontal axis. => Na dijagramu 6 predstavljeni su rezultati grupe koja obuhvata i članove THZ i rukovodioce, gde su pojedinačni ispitanici predstavljeni na vertikalnoj osi (rukovodioci kao A1 do A17, a THZ kao B1 do B37), a varijacija u njihovim odgovorima predstavljena je na horizontalnoj osi.
LL@(5880) It was interesting to observe how employees from both groups mixed together in individual groups. => Bilo je interesantno posmatrati kako su se zaposleni iz obe grupe mešali u pojedinačnim grupama.
LL@(5881) Only one homo geneous group was formed, its members are THZ employees. => Formirana je samo jedna homogena grupa, a njeni članovi su zaposleni THZ.
LL@(5882) There are only five THZ members in the first group (19, 15, 2, 26 and 10) and three supervisors (1, 11and 8). => U prvoj grupi nalazi se samo pet članova THZ (19, 15, 2, 26 i 10) i tri rukovodioca (1, 11 i 8).
LL@(5883) Based on similarities of their responses six THZ were included to the second group (29, 34, 35, 32, 16 and 17) and nine supervisors (2, 14, 15, 6, 17, 9, 7, 13 and 12). => Na osnovu sličnosti u odgovorima šest THZ obuhvaćeni su drugom grupom (29, 34, 35, 32, 16 i 17) kao i devet rukovodilaca (2, 14, 15, 6, 17, 9, 7, 13 i 12).
LL@(5884) The third group that was analysed consisted from nine THZ (18, 8, 1, 36, 31, 11, 12, 13 and 27) and two supervisors (10 and 16). => Treća analizirana grupa obuhvata devet THZ (18, 8, 1, 36, 31, 11, 12, 13 i 27) i dva rukovodioca (10 i 16).
LL@(5885) The fourth group, slightly bigger compared to the third one is formed from 12 employees. => Četvrta grupa je nešto veća od treće i obuhvata 12 zaposlenih.
LL@(5886) Nine of them are THZ (14, 22, 21, 20, 6, 30, 23, 24 and 25) and three are supervisors (3, 4 and 5). => Njih devet su THZ (14, 22, 21, 20, 6, 30, 23, 24 i 25) i tri rukovodioca (3, 4 i 5).
LL@(5887) There are only eight THZ in the last group the respondents with numbers: 3, 7, 4, 5, 9, 28, 33 and 37. => U poslednjoj grupi je samo osam THZ ispitanici sa brojevima: ~~~ 3, 7, 4, 5, 9, 28, 33 i 37.
LL@(5888) Graph 3 Hierarchic cluster analyses of motivational profiles of THZ and supervisors of CHEMES, a. s., Humenné Motivators of individual groups are very similar. => Grafikon 3 Hijerarhijska klaster analiza motivacionih profila THZ i rukovodilaca CHEMES, a. s., Humenné Motivatori u posebnim grupama su takođe veoma slično ocenjeni.
LL@(5889) One of the most essential factors for the group of workers is a factor of money. => Jedan od najznačajnijih faktora za grupu radnika jeste faktor novca.
LL@(5890) It is related to welfare, the standard of living and the financial needs. => On je povezan sa blagostanjem, životnim standardom i finansijskim potrebama.
LL@(5891) It was affected by the basic pay, the additional financial remunneration and the fair assessment of the employee, which were all assigned high average values. => Na njega utiče osnovna plata, dodatne isplate i pravična procena zaposlenog, koje su sve dobile visoke vrednosti.
LL@(5892) The basic pay as a motivator occupies the top position in almost all groups, in groups number 4 and 5 its average value is 5. the members of the fifth group consider the factor of money the most important one, all three motivators are positioned at the top of the list and have a maximum average value 5. => Motivacioni faktor koji se odnosi na osnovnu platu nalazi se na prvom mestu u skoro svim grupama, a u grupama 4 i 5 njegova prosečna vrednost je 5.
LL@(5893) Job security as a motivational factor which can be found in all groups and is one of the most relevant. => Članovi pete grupe smatraju faktor novca najz načajnijim, sva tri motivatora nalaze se na prvom mestu na listi i imaju maksimalnu srednju vrednost 5.
LL@(5894) It results from the actual situation in the region and the opportunity to prove oneself with the same qualification in a similar company. => Sigurnost radnog mesta je jedan od najznačajnijih motivacionih faktora i nalazi se u skoro svim grupama.
LL@(5895) The next group of motivators at top positions in the THZ group are the motivators concerning working environment. => Proističe iz mogućnosti da se osoba ostvari u nekoj sličnoj kompaniji a sa istim nivoom obrazovanja. iz aktuelne situacije u regionu i Sledeća grupa motivatora koja se nalazi na vrhu liste u grupi THZ odnosi se na radno okruženje.
LL@(5896) A good working group, the attitude of the supervisor, the communication and atmosphere at work place but also the working hours and stress elimination at work place indicated a negative influence of disturbing factors which may cause stressful situations in a collective as a whole and may have an impact on the overall working comfort. => Dobra rad na grupa, stav rukovodioca, komunikacija i atmosfera na radnom mestu, ali i radno vreme i eliminacija stresa na radnom mestu predstavljaju negativni uticaj remetilačkih faktora koji mogu da izazovu stresne situacije u kolektivu kao celini, a to može da utiče na ukupno osećanje opuštenosti i udobnosti na radnom mestu.
LL@(5897) It is necessary to realize that if there are bad working relations at work place, the employees do not feel good in their collective and they are stressed, it influences their work performance and finally the business results of the company. => Razumljivo je da ako na radnom mestu vladaju loši odnosi, zaposlenima neće biti prijatno u kolektivu i biće podložni stresu. ~~~ To će uticati na njihov učinak na poslu, a konačno i na poslovne rezultate kompanije.
LL@(5898) Form the individual group analysis it is clear that it is possible to group all the employees in the company under consideration according to their motivational requirements by means of cluster analyses. => Na osnovu pojedinačne analize jasno je da je primenom klaster analize moguće grupisati sve zapos lene prema motivaciji koju su odredili kao poželjnu.
LL@(5899) As we could see it was not so efficient to create or develop only one motivational programme and apply it for all the employees as it was supposed. => Kao što se vidi, to nije toliko efikasno, pošto se moglo predvideti da treba stvoriti ili razviti samo jedan program za motivisanje zaposlenih i primeniti ga na sve zaposlene u kompaniji.
LL@(5900) On the contrary, if a company wanted to create individual motivational programmes for all its employees it would be very costly and uneconomic. => Nasuprot tome, ako kompanija želi da razvije individualne programe za motivisanje, to bi bilo veoma skupo i neekonomično.
LL@(5901) That is why we recommend the implementation of the method of cluster analyses where clusters of employees sharing similar opinions about motivational factors can be created and the company can form motivational programmes for individual groups. => Stoga predlažemo da se primeni metod klaster analize gde se mogu formirati klasteri (grupe) zaposlenih koji imaju iste stavove o motivacionim efektima, a kompanija onda može da razvija motivacione programe za pojedinačne grupe.
LL@(5902) Table 4 Summary of most motivating factors for a group of THZ employees + supervisors Scope of employment and its type 6. ~~~ 7. => Tabela 4 pregled faktora najvišeg nivoa motivacije za grupu THZ zaposlenih + rukovodioci s. n.
LL@(5903) Working output 8. ~~~ Company vision 9. => Motivacioni faktor 1. 2. 3. 4. 5.
LL@(5904) Additional financial remuneration 10. => 
LL@(5905) Job security 6. ~~~ Additional financial remuneration 7. ~~~ Opportunity to utilize own abilities 8. => Atmosfera na random mestu Pravedna procena zaposlenog Dobra radna grupa Stav rukovodioca Komunikacija na radnom mestu s.
LL@(5906) 9. => n. 1.
LL@(5907) Acknowledgement 10. => 2. 3. 4. 5.
LL@(5908) Acquaintance with working result Fair assessment of an employee Job security Average s. ~~~ n. Motivational factor 4,67 4,60 4,60 4,53 4,53 1st group of THZ + supervisors Average s. ~~~ n. Motivational factor s. => Motivacioni faktor Dobra radna grupa Sigurnost radnog mesta Osnovna plata Atmosfera na random mestu Stav rukovodioca Prva grupa THZ + rukovodioci Srednja vrednost s. n.
LL@(5909) n. Motivational factor 4,88 1. => Motivacioni faktor 4,88 4,88 4,75 4,75 4,63 6.
LL@(5910) Atmosphere at a place of work 4,88 2. => Obim i tip zaposlenosti 7.
LL@(5911) Fair assessment of an employee 4,75 3. => Rezultati rada 8.
LL@(5912) Good working group 4. => Vizija kompanija 9.
LL@(5913) Attitude of a supervisor 4,75 5. => Dodatna zarada 10.
LL@(5914) Communication at a place of work 4,63 2nd group of THZ + supervisors s. => Sigurnost radnog mesta Druga grupa THZ + rukovodioci Srednja vrednost 4,67 4,60 4,60 4,53 4,53 Motivacioni faktor s.
LL@(5915) n. Motivational factor 1. => n. 6.
LL@(5916) Good working group 2. => Dodatna zarada 7.
LL@(5917) 3. ~~~ Basic pay 4. ~~~ Atmosphere at a place of work 5. => Mogućnost dokazivanja sposobnosti 8. 9. 10.
LL@(5918) Attitude of a supervisor 3rd group of THZ + supervisors Average s. ~~~ n. Motivational factor s. => Obaveštenost o rezultatima rada Pravedna procena zaposlenog Priznanje Treća grupa THZ + rukovodioci Osnovna plata Motivacioni faktor s.
LL@(5919) n. Motivational factor 1. => n. 1.
LL@(5920) Basic pay 4,64 2. => 2.
LL@(5921) Opportunity to utilize own abilities 4,55 3. => Mogućnost dokazivanja sposobnosti 3. 4. 5.
LL@(5922) Communication at a place of work 4,55 4,45 4. => Komunikacija na random mestu Rezultati rada Samostalno odlučivanje Srednja vrednost 4,64 4,55 4,55 4,45 4,45 Motivacioni faktor Pravedna procena zaposlenog s.
LL@(5923) Working output 5. => n. 6. ~~~ 7.
LL@(5924) Individual decision making 4,45 4th group of THZ + supervisors Average s. => Dodatna zarada 8. 9. 10.
LL@(5925) n. Motivational factor s. => Moć Sigurnost radnog mesta Stav rukovodioca s.
LL@(5926) n. Motivational factor 5,00 1. => n. 1.
LL@(5927) Basic pay 4,92 2. ~~~ 3. => 2. 3. 4. 5. s.
LL@(5928) Good working group 4,83 4. => 
LL@(5929) Additional financial remuneration 4,83 5. => 
LL@(5930) Acknowledgement 4,83 5th group of THZ + supervisors s. => 
LL@(5931) n. Motivational factor 1. => n. 1.
LL@(5932) Additional financial remuneration 5,00 5,00 2. => 
LL@(5933) 5,00 3. => 2. 3. 4. 5.
LL@(5934) Basic pay 4. => 
LL@(5935) Good working group 4,88 4,88 5. ~~~ Average s. ~~~ n. Motivational factor Fair assessment of an employee Job security Job security Fair assessment of an employee 6. ~~~ 7. ~~~ Additional financial remuneration 8. ~~~ 9. ~~~ Attitude of a supervisor 10. => Motivacioni faktor Osnovna plata Sigurnost radnog mesta Dobra radna grupa Dodatna zarada Priznanje Motivacioni faktor Dodatna zarada Pravedna procena zaposlenog Osnovna plata Dobra radna grupa Sigurnost radnog mesta Četvrta grupa THZ + rukovodioci Srednja vrednost 5,00 4,92 4,83 4,83 4,83 Motivacioni faktor s. n.
LL@(5936) Powers Job security 6. => Stav rukovodioca 6. 7.
LL@(5937) Attitude of a supervisor 7. => 
LL@(5938) Fair assessment of an employee 8. => Pravedna procena zaposlenog 8.
LL@(5939) Atmosphere at a working place 9. => Atmosfera na random mestu 9.
LL@(5940) Communication at a working place 10. => Komunikacija na random mestu 10.
LL@(5941) Education and personal development Average 4,63 4,63 4,63 4,50 4,50 Average 4,47 4,47 4,47 4,40 4,33 Average 4,45 4,36 4,36 4,36 4,27 Average 4,83 4,75 4,67 4,67 4,67 Average 4,88 6. => Obrazovanje i lični razvoj Peta grupa THZ + rukovodioci Srednja vrednost 5,00 5,00 5,00 4,88 4,88 Stav rukovodioca Motivacioni faktor s. ~~~ n. 6.
LL@(5942) Working hours 4,88 7. => Radno vreme 7. 8.
LL@(5943) Attitude of a supervisor 4,75 8. => 
LL@(5944) Opportunity to utilize own abilities 4,75 9. => Mogućnost za dokazivanje sposobnosti 9.
LL@(5945) Mental stress 10. => Mentalni stres 10.
LL@(5946) Stress / stress elimination at a place of work 4,63 4 Conclusion If the process is to be effective enough it should reflect the needs of employees and in a way it should influence their behaviour and performance in a direction which was defined beforehand. => Stres / eliminacija stresa na random mestu Srednja vrednost 4,63 4,63 4,63 4,50 4,50 Srednja vrednost 4,47 4,47 4,47 4,40 4,33 Srednja vrednost 4,45 4,36 4,36 4,36 4,27 Srednja vrednost 4,83 4,75 4,67 4,67 4,67 Srednja vrednost 4,88 4,88 4,75 4,75 4,63 4. ~~~ Zaključak Efektivan proces treba da odražava potrebe zaposlenih i na taj način treba da utiče na njihovo ponašanje i učinak u pravcu koji je prethodno definisan.
LL@(5947) So it is necessary to work out an integral motivational programme in which the requirements of the company and its employees are put together. => Stoga je neophodno razraditi jedan integralni motivacioni program u kojem se zahtevi kompanije i njenih zaposlenih usklađuju.
LL@(5948) When the motivational programme is being created it is important to find out which and how motivational factors can influence individual employees and adapt them to the company possibilities. => Pri izradi motivacionog programa važno je saznati koji motivacioni faktori i kako utiču na zaposlene pojedinačno i prilagoditi ih mogućnostima kompanije.
LL@(5949) If the motivational programme in a company is worked out in this way it should encourage employees towards a higher performance, creativity, self-sacrifice, orderliness and match their value orientation with the goals of the company. => Ako se motivacioni program u kompaniji razradi na ovaj način, on će podsticati zaposlene da budu produktivniji, kreativniji, požrtvovaniji, redovniji na poslu i da svoje vrednosti usklade sa ciljevima kompanije.
LL@(5950) Every single employee works motivated by a unique set of motivational factors, reacts to someof them in a positive and to the others in a negative way, sometimes with some objections. => Svaki zaposleni radi u skladu sa jedinstvenim skupom motivacionih faktora, na neke reaguje pozitivno, na neke negativno, nekad samo ima neke zamerke.
LL@(5951) People working in a team are different. => Ljudi koji rade u timu su drugačiji.
LL@(5952) It is up to each company to find out what makes every member of a team give a maximum output. => Na kompaniji je da utvrdi šta utiče na svakog čklana tima da pokaže svoj maksimum.
LL@(5953) It is necessary to listen to the employees, to acknowledge and apply the motivational factors which are considered to be relevant. => Mišljenje zaposlenih treba slušati da bi se shvatili i kasnije primenili motivacioni faktori koji se smatraju značajnim.
LL@(5954) The aim of our analyses was to find out the requirements concerning the required and the actual motivations of employees for selected motivational factors and consequently point out an opportunity to form motivationally similarly oriented groups. => Cilj naše analize bio je da utvrdimo zahteve koji se tiču poželjne i stvarne motivacije zaposlenih u odnosu na motivacione faktore i da na osnovu toga ukažemo na mogućnosti formiranja grupa slične orijentacije.
LL@(5955) Based on the analysis of motivational factors in which we compared the required and the actually perceived levels of motivation we came to a conclusion that employees do not feel the level of motivational factors satisfactory. => Na osnovu analize motivacionih faktora tokom koje smo poredili poželjnu i stvarno posmatranu motivaciju, zaključili smo da, kad se uzmu u obzir njihove težnje, zaposleni nisu zadovoljni nivoom motivacionih faktora.
LL@(5956) The results of the questionnaire analyses exactly say that employees consider the most important factors to be: basic pay, additional financial remuneration and also a fair assessment of an employee. => Rezultati analize upitnika jasno ukazuju da među motivacionim faktorima zaposleni najveći značaj pridaju: osnovnoj plati, dodatnim prihodima, i pravičnoj proceni zaposlenih.
LL@(5957) All these factors belong to a group of wage motivators. => Svi ovi faktori pripadaju grupi motivacionih faktora zarade.
LL@(5958) But job security and factors concerning working environment are very important, too. => Ali, takođe su značajni i sigurnost radnog mesta i faktori koji se odnose na radno okruženje.
LL@(5959) For these motivators we found the biggest differences between the actual and the required state, as stated by the employees. => U vezi sa ovim faktorima naišli smo na najveće razlike između poželjnog stanja i stvarnog stanja u stavovima zaposlenih.
LL@(5960) According to the results it is clear that each employee should feel that he is helpful and conducive to the company and that his work in the company has a future, perspective and that it is equally financially compensated. => Na osnovu rezultata jasno je da svaki zaposleni treba da oseća da je potreban i značajan za kompaniju i da njegov rad u kompaniji ima budućnost, perspektivu, i da je finansijski nagrađen na zadovoljavajući način.
LL@(5961) He should be sure that he can stay in a company for a longer time. => On treba da bude siguran da će ostati u kompaniji duže vreme.
LL@(5962) We recommend that the employees should be motivated through an opportunity to acquire a share in the profit, since this can encourage the entrepreneurial thinking and lead the employ ees to initiative to fight against unthrift but also to increase the profit and the earning capacity of the company. => Predlažemo da se zaposleni motivišu tako što će im se pružiti prilika da učestvuju u podeli profita, pošto se time podstiče preduzetnički način razmišljanja, a zaposleni se podstiču da se bore da povećaju profit i sposobnost kompanije da zaradi.
LL@(5963) The employees participation in the profit makes them feel that the results are distributed in a fair way and that they are sharede because they see that the company profit does not belong only to the company owners but that a part of it is divided among the employees. => Učešće zaposlenih u podeli profita stvara u njima osećanje da su rezultati rada pravedno podeljeni, i da profit kompanije ne pripada samo vlasnicima kompanije , već da deo profita dele i oni.
LL@(5964) The results of cluster analyses showed that not only currently implemented motivational factors must be developed but also it is necessary to create some space for application of other critical motivators. ~~~ At present the company motivates all its employees in the same way and implements the motivational factors such as: remuneration and assessment, education and communication. => Rezultati klaster analize pokazuju da ne treba razvijati samo motivacione faktore koji se koriste u ovom trenutku, već da treba ostaviti prostor za primenu i drugih kritičkih motivatora.u ovom trenutku kompanija motiviše sve svoje zaposlene na isti način i oristi motivacione faktore kao šro su: novčana nadoknada i ocenjivanje, obrazovanje i komunikacija.
LL@(5965) By means of our survey we found out that not all the employees have the same needs and that not for all of them the above mentioned motivational factors are important. => Ovim istraživanjem zaključili smo da svi zaposleni nemaju iste potrebe i da ovi motivacioni faktori nisu jednako značajni za svakog od njih.
LL@(5966) It resulted from the analyses that other motivators are also relevant for the employees: the atmosphere and communication at work place, a good working group, the attitude of a supervisor, the stress elimination work place, actually, the motivational factors concerning the working environment. => Iz analize proizilazi da su i drugi motivatori značajni za zaposlene: atmosfera i komunikacija na radnom mestu, dobra radna grupa, stav rukovodioca, eliminacija stresa na radnom mestu, ukratko, motivacioni faktori koji se odnose na radno okruženje.
LL@(5967) For the time being, the company does not pay enough attention to the last mentioned factors. => U ovom trenutku kompanija ne vodi mnogo računa o ovim poslednjim faktorima.
LL@(5968) The company management should approach employees in a different way, continuously analyzing the individual motivational factors through a statistic method and create different motivational programmes for them. => Uprava kompanije bi trebalo da priđe zaposlenima na drugačiji način, da neprestano analizira pojedinačne motivacione faktore primenom statističkog metoda i stvara različite motivacione programe za zaposlene.
LL@(5969) REFERENCES Š1Ë Bajcura, A.: Teória a prax riadenia v súčas ných podmienkach rozvoja ekonomiky. => LITERATURA Š1Ë Bajcura, A.: ~~~ Teória a prax riadenia v súčasných podmienkach rozvoja ekonomiky.
LL@(5970) Bratislava: Vydavate?stvo a nakladate?stvo ROH, 1985 Š2Ë Heller, R.: Príručka manažéra. => Bratislava: ~~~ Vydavate?stvo a nakladate?stvo ROH, 1985 Š2ËHeller, R.: ~~~ Príručka manažéra.
LL@(5971) Ikar, Bratislava 2005, ISBN 80-551-0882-X Š3Ë Hitka, M.: Metodika analýzy motivátorov v podnikoch DSP. => Ikar, Bratislava 2005, ISBN 80-551-0882-X Š3ËHitka, M.: ~~~ Metodika analýzy motivátorov v podnikoch DSP.
LL@(5972) TU Zvolen, 2004. => TU Zvolen, 2004. ISBN 80-2281331-1 Š4ËKoubek, J.:
LL@(5973) ISBN 80228-1331-1 Š4Ë Koubek, J.: Personální práce v malých pod nicích. => Personální práce v malých podnicích.
LL@(5974) Grada, Praha 1996, ISBN 80-247-0602-4 Š5Ë Kolektívna zmluva na rok 2007, interný mater iál, odbor personálnych činností CHEMES, a.s. Š6Ë http://www.dieradosveta.sk Š7Ë http://www.wikipedia.org Š8Ë http://www.xenium.sk Note: This work is a result of solution of the project titled VEGA 1/4647/07 Dynamic Model of Human Potential Motivation Book review CONTROVERSIES OF LEADERSHIP Leposava Grubić Nešić (2008), Knowing How to be a Leader, Novi Sad: AB Print, ISBN 978-86-907943-1-7 Questioning the theory and practice of leadership is important for a number of reasons. => Grada, Praha 1996, ISBN 80-247-0602-4 Š5ËKolektívna zmluva na rok 2007, interný materiál, odbor personálnych činností CHEMES, a. s. ~~~ Š6Ë http://www.dieradosveta.sk Š7Ë http://www.wikipedia.org Š8Ë http://www.xenium.sk Napomena: ~~~ Ovaj rad nastao je kao rezultat projekta pod nazivom VEGA 1/4647/07 Dinamički model motivisanja ljudskih potencijala U svetu knjiga KONTROVERZE LIDERSTVA Leposava Grubić Nešić (2008), Znati biti lider, Novi Sad: ~~~ AB Print, ISBN 978-86-907943-1-7. ~~~ Problematizovanje teorije i prakse liderstva značajno je iz nekoliko razloga.
LL@(5975) Leadership is a complex and ambiguous concept based on a new paradigm of management, which includes the processes of identifying the purpose and the direction of an organization, varied management impacts; of achieving goals. => Liderstvo je složen i višeznačan koncept utemeljen na novoj paradigmi rukovođenja, koja obuhvata procese uspostavljanja svrhe i smera organizacije, različite upravljačke uticaje, ostvarivanje ciljeva.
LL@(5976) In our practice the leader has not yet got his distinct position; he is generally equalled to the director, the manager or the political leader. => Lider u našoj praksi još uvek nije dobio pravo značenje; najčešće se izjednačava sa direktorom, rukovodiocem ili političkim prvakom.
LL@(5977) Whereas our directors and managers, mainly the leading public officials, protectors of laws and other legal norms, are focused upon their superiors, the leaders are predominantly focused upon their followers-collaborators. => I dok su naši direktori i rukovodioci pretežno državni vodeći činovnici, zaštitnici zakona i drugih pravnih normi usredsređeni na nadređene, dotle su lideri pretežno usredređeni na sledbenike-saradnike.
LL@(5978) Leaders are councellors rather than executive authorities, they deal with the unknown and the uncertain transforming them into the known and the clear. => Lideri su pre savetnici, nego nalogodavci podređenima, nose se s nepoznatim i neizvesnim, te ih pretvaraju u poznato i jasno.
LL@(5979) The new age warns that the times of leading the subordinated are far behind us, that a new type of manager emerges, the one that uses his knowledge, courage, cleverness, visionary and missionary qualities act ex aequo et bono (according to what is just, what is good), thus enabling his company to perform above the average. => Novo doba upozorava da je prošlo vreme autoritarnog vođenja podređenih, da se javlja novi tip rukovodioca, koji svojim znanjem, hrabrošću, lucidnošću, vizionarstvom i misionarstvom deluje ex aequo et bono (po onome što je pravo, što je dobro), podižući tako svoje firme iznad proseka.
LL@(5980) Dr Leposava Grubić-Nešić, the author of a recently published, intriguing book Knowing How to be a Leader, maintains that leadership and leadership aspira tions make the basis of a successful organizational innovativeness, crucial for the organizations survival on the market. => Temeljna je teza dr Leposave Grubić-Nešić, autorke upravo objavljenje, provokativne knjige Znati biti lider, da liderstvo i težnja ka liderstvu čini osnovu uspešne inovativnosti organizacije, presudne za njenu održivost na tržištu.
LL@(5981) Therefore the leader has to adapt his /her behaviour to changes, to a new way of (systemic) reasoning, so in this sense his role is the one of a constructor, a manager and a teacher. => Zato lider svoje delovanje mora usaglašavati sa promenama, novim načinom (sistemskog) razmišljanja, pa u tom smislu on ima ulogu konstruktora, upravljača i učitelja.
LL@(5982) The leader is a designer of the business processes, of organizational culture, and of the business climate in the organization, Dr Grubić-Nešić claims. => Lider je dizajner poslovnih procesa, navodi dr Grubić-Nešić, organizacione kulture i poslovne klime u organizaciji.
LL@(5983) He is also a mentor, guiding his collaborators in the direction desired, but also a protector of his followers against external environment. => On je i mentor, koji usmerava saradnike u željenom pravcu, ali je i zaštitnik svojih sledbenika od spoljašnjeg okruženja.
LL@(5984) Leader manager. => Lider menadžer.
LL@(5985) Therefore the author, although strictly focusing upon the interpretation of the idea of leadership, implies a broader context of this issue the concept of entrepreneurial leadership, nowadays crucial in revitalizing the staggering economy. => Stoga autorka, iako striktno orijentisana na tumačenje ideje liderstva, implicira i širi kontekst ovog pitanja koncept preduzetničkog liderstva, danas posebno važnog za oživljavanje poljuljane privrede.
LL@(5986) If the manager has leadership potentials and personal authority, he will be able to motivate people towards creative changes; he will be ready to take on the risk of such changes himself. => Menadžer, ukoliko ima i liderskih potencijala i ličnog autoriteta može da animira ljude za kreativne promene, spreman je i sam da preuzme rizike tih promena.
LL@(5987) The leader must primarily be a manager, says Dr Grubić-Nešić; he must be familiar with all the functions of management, therefore it is absurd to favor either the manager or the leader. => Lider mora prvo biti menadžer, kaže dr GrubićNešić; on mora poznavati sve funkcije menadžmenta, pa je zato nerealistično favorizovati bilo menadžera, bilo lidera.
LL@(5988) Although the functions of the leader and the manager are complementary, the author does not forget to mention the attitudes according to which these roles are different, based on the premise that the manager is the mind, and the leader is the soul of the organization. => Iako su funkcije lidera i menadžera komplementarne, autorka ukazuje i na stanovišta koja još uvek potenciraju različitosti u karakteristikama ovih uloga, bazirana na premisi o menadžeru kao umu i lideru kao duši organizacije.
LL@(5989) Thus, for example, according to the Benis list of specific qualities of the manager and the leader, the manager is oriented to administration and acting according to orders and procedures, whereas the leader is focused upon people and innovations. => Tako, na primer, prema Benisovoj listi specifičnih odlika menadžera i lidera, menadžer je više okrenut administriranju i delovanju prema uputstvima i procedurama, dok je lider orijentisan na ljude i inovacije.
LL@(5990) The manager copies, maintains and counts on control, while the leader develops and advocates trust. => Menadžer kopira, održava i računa na kontrolu, a lider razvija i podržava poverenje.
LL@(5991) Furthermore, the manager is oriented towatds control and short-term goals, while the leader favours creativity and follows long-term paths. => Nadalje, menadžer je orijentisan na kontrolu i kratkoročne ciljeve, dok lider neguje kreativnost i orijentisan je na dugoročne staze.
LL@(5992) The former supports the actual, ststus quo situation, the latter is a creator, looking beyond the horizon. => Prvi podržava postojeće, satus quo stanje, drugi je kreator, očima uprt u horizont.
LL@(5993) Professional and organizational skills of the leader. => Profesionalno i organizacijsko umeće lidera.
LL@(5994) Leadership requires two types of skills, dr Grubić-Nešić states, and these are professional skill and organizational skill. => Za liderstvo su potrebne dve vrste umeća, navodi dr GrubićNešić, a to su profesionalno i organizacijsko.
LL@(5995) Therefore this demanding function requires that the leader command enormous work energy, be highly intelligent, sociable and open-minded, honest, self-confident, with personal integrity and a desire to be a leader. => Stoga ova zahtevna funkcija iziskuje veliku radnu energiju lidera, visoku inteligenciju i poslovno znanje, društvenost i otvorenost, poštenje i lični integritet, samopouzdanje, kao i želju za vođstvom.
LL@(5996) The author also stresses the component of emotional intelligence (EQ) since the leader primarily activates the emotions of his followers-collaborators and guides them in a certain direction. => Autorka potencira i komponentu emocionalne inteligencije (EQ), budući da lider, pre svega, pokreće emocije svojih saradnika-sledbenika i usmerava ih u određenom pravcu.
LL@(5997) The quoted qualities are also mentioned by H. Friedman, who relates them to the characteristics of a charismatic (he says: present) personality: the leaders traits are basic self-confidence and the ability to project himself upon the others (Friedmans research into the secrets of charismatic management B. R. Nj.). => Navedene osobine spominje i H. Fridman i vezuje ih s karakteristikama harizmatske (kaže: prisutne) ličnosti: da poseduje bazično samopouzdanje i sposobnost da se projektuje drugima (Fridmanova istraživanja tajni harizmatskog upravljanja B. R. Nj.).
LL@(5998) Leadership theories. => Teorije liderstva.
LL@(5999) In her presentation of modern leadership theories Professor Grubić-Nešić first highlights two dominant orientations, opposing each other in their approach to referent qualities of a leader. => Predstavljajući savremene teorije liderstva, profesorka Grubić-Nešić prethodno skreće pažnju na dve dominantne orijentacije, suprotstavljene u pristupu referentnim osobinama lidera.
LL@(6000) According to one, the research into the leader traits should be focused to the personality traits and characteristics by which the leader differs from the rest, whereas the other approach is based on observing the leaders behaviour, the one that makes him a leader. => Prema prvoj, istraživanje karakteristika lidera treba fokusirati na osobine i karakteristike ličnosti kojima se lider razlikuje u odnosu na ostale, dok se drugi pristup bazira na opserviranju ponašanja lidera, koja ga i čine liderom.
LL@(6001) Regardless of these conceptual differences, the majority of authors is of opinion that leaders can be classified (ideally-typically) into the groups of authoritative, transformational and charismatic leaders. => I pored ovih, konceptualnih razlika, većina autora deli mišljenje da je lidere moguće klasifikovati (idealno-tipski) u grupe autoritarnih, transformacionih i harizmatičkih.
LL@(6002) The innitial academic dilemma in the study of the lead ership phenomenon (traits or behaviour) is resolved by a compromise, a concept of the two-dimensional nature of the leader oriented towards the task and oriented towards the employees. => Početna teorijska dilema u izučavanju fenomena lider stva (osobine ili ponašanje) kompromisno se razrešava konceptom o dvodimenzionalnoj prirodi lidera orijentisanoj na zadatak i orijentisanoj na zaposlene.
LL@(6003) It is on this premise, the author says, that the thoreticians Blake and Mouton developed a managerial network of the forms of management behaviour identification, that is, four types of leadership behaviour. => Na toj premisi su, navodi autorka, teoretičari Blejk i Mauton razvili menadžersku mrežu identifikacije oblika ponašanja menadžmenta, odnosno četiri stila liderskog ponašanja.
LL@(6004) The first type includes leaders oriented towards the structure, strategy, environment, implementation, experimenting and adaptation (leader as a social architect that analyses and designs). => Prvom stilu pripadaju lideri orijentisani na strukturu, strategiju, okruženje, implementaciju, eksperimentisanje i adaptaciju (lider kao društveni arhitekta koji analizira i dizajnira).
LL@(6005) The second type includes the leaders oriented towards human resources, the third type are the politically oriented leaders, while the fourth type includes leaders visionaries. => Drugi tip čine lideri orijentisani na ljudske resurse, treći su politički orijentisani lideri, dok u četvrtu grupu spadaju lideri vizionari.
LL@(6006) The author proceedes to give a review and interpretation of relevant leadership theories. => Autorka, nadalje, daje pregled i interpretaciju relevantnih teorija liderstva.
LL@(6007) This section of the book is, in the authors opinion, its central part, and calls for closer attention due to its importance and informative quality. => Ovaj deo knjige je, po intenciji pisca središnji, a zbog svoje značajnosti i informativnosti zaslužuje i nešto veću pažnju.
LL@(6008) According to the contingency theory, the leaders success not only depends only on his management style (no successful style has proven universally efficient), but also on the specific conditions or a situation he is faced with. => Prema teoriji kontingencije, uspeh lidera ne zavisi samo od njegovog stila rukovođenja (pokazalo se da ni jedan uspešan stil nije bio efikasan u svim situacijama), već i od specifičnih uslova ili situacije s kojom se suočava.
LL@(6009) These are, most often, the requirements of the task, the expectations and the behaviours of the persons of the same rank and of the employees, the given organizational policy and culture. ~~~ A broader interpretation within this theory is offered in Hersey-Blanchards situational model of leadership oriented towards the study of the followers willingness to take responsibilities, skills, capabilities and experience required to accomplish a task. => To su, najčešće, zahtevi zadataka, očekivanja i ponašanja osoba istog ranga kao i zaposlenih, data politika i kultura organizacije. [ire tumačenje u okviru ove teorije dato je u Hersi-Blanšardovom situacionom modelu liderstva orijentisanom na istraživanje spremnosti sledbenika da prihvate odgovornosti, sposobnosti, veštine i iskustvo potrebno za obavljanje zadataka.
LL@(6010) The contingency approach to leadership is operationalized in the Fiedlers model of three leadership situations, analysed through the realtionships: leader member, task structure, power on the basis of position. => Kontigentni pristup liderstvu operacionalizovan je u Fidlerom modelu tri liderske situacije, analizirane kroz odnose: lider član, struktura zadatka, moć na osnovu položaja.
LL@(6011) The normative decision-making theory (Vroom, Yaton) studies the procedure of decision making as a key determinant of leaders efficiency. => Teorija normativnog odlučivanja (Vrum, Jeton) istražuje postupak donošenja odluka kao ključnu determinantu efikasnosti lidera.
LL@(6012) According to this model, the leadership decision-making styles may be authoritative, consultative and participant, depending on whether the leaders solve the problems autonomously, or make decision using available information; whether they include employees in data gathering, whether they talk to their subordinates on the problems individually or in groups, whether they make decisions jointly. => Prema ovom modelu, liderski stilovi odlučivanja mogu biti autoritarni, konsultatski i participativni s obzirom na to da li lideri sami rešavaju probleme ili donose odluke koristeći dostupne informacije, koliko uključuju zaposlene u pribavljane informacija, razgovaraju li s podređenima o problemima individualno ili grupno, donose li odluke zajednički.
LL@(6013) The transformational leadership concept (Baas) promotes the idea of energetic leaders of distinctive personal vision, continually interacting with their followers, motivating and activating them towards a higher level of needs. => Koncept transformacionog liderstva (Bas) promoviše ideju energičnih lidera izražene lične vizije, koji su u trajnoj interakciji sa sledbenicima, motivišu i aktiviraju za viši nivo potreba.
LL@(6014) In this work they use specific methods such as idealized situations, inspiring motivations, intellectual stimulations and individualized concerns. => Pri tome koriste specifične metode kao što su idealizovane situacije, inspirativne motivacije, intelektualne stimulacije i individualizovane obzirnosti.
LL@(6015) L. Grubić-Nešić continues to explain the Houses concept of the charismatic leader of great referent powers, self-confident and dominant, firmly confident of the ethicity of his own beliefs. => U nastavku, L. Grubić-Nešić skreće pažnju i na Hausov koncept harizmatskog lidera velikih referentnih moći, samopouzdanog i dominantnog, čvrsto uverenog u moralnost ličnih uverenja.
LL@(6016) She also explains the hypotheses of the substitution for leadership theory, according to which there are situations in which the leaders are redundant if the subordinates have mastered an extremely high level of knowledge and committment to the task, if jobs are elaborated in detail and are performed in a routine way, or in case the applied technology defines the conduct of an indiviudal to the utmost. => Objašnjene su, takođe, i postavke teorije supstitucije za liderstvo, prema kojoj postoje situacije gde su lideri suvišni ukoliko podređeni poseduju izuzetan nivo znanja i predanosti zadatku, poslovi su razrađeni i obavljaju se rutinski ili u slučaju kada primenjena tehnologija do krajnosti određuje ponašanje pojedinca.
LL@(6017) Leadership and eticity. => Liderstvo i etičnost.
LL@(6018) The leadership issue is by no means fully covered by the so far presented considerations. => Ovim konstatacijama se tematika liderstva nipošto ne iscrpljuje.
LL@(6019) The author further brings up an important issue of the leaders role in promoting the ethical dimension of business activities. => Autorka otvara i značajno pitanje uloge lidera u promovisanju etičke dimenzije poslovanja.
LL@(6020) The more so because management in a laissez-faire athmosphere requires a high level of business ethics. => Tim više, što rukovođenje u laissez-faire atmosferi zahteva i visok stepen poslovne etičnosti.
LL@(6021) In interpreting this dimension of business activities, professor Grubić-Nešić highlights two principles of ethical conduct. => Tumačeći ovu dimenziju poslovanja, profesorka Grubić-Nešić naglašava dva principa etičkog delanja.
LL@(6022) The first is the ethical determinism, which clearly distinguishes the ethical from the non-ethical leadership, via the criteria of leaders motives, the tactics of influence they use and the way in which the leaders character is formed. => 
LL@(6023) The other (disputable) principle of ethical behaviour is based on the doctrine of ethical relativism, expressed in the attitude that no leadership form is possible to qualify as non-ethical. ~~~ Women leaders. => Prvi je etički determinizam, kojim se ukazuje na jasnu distinkciju između etičkog i neetičkog liderstva, kroz kriterijume motiva lidera, taktika uticaja koje koriste i načina formiranje karaktera lidera.
LL@(6024) Towards the very end apperas the issue of what happens when a woman, educated and engaged, masters the language and certain serious functions such as the leadership is, which are priviledged and male by stereotype. => 
LL@(6025) In the analysis of the chapter titled Women Leaders, professor Grubić-Nešić appears to ask this question herself, situating the issue into the context of the gender principle. => 
LL@(6026) She infers the differences in the behaviours of the male and female leaders on the basis of the identification and self-authorisation criteria. ~~~ Here she states that men leaders, opposite to women, identify themselves with others more easily (similar to them B. R. Nj.), especially in cases of non-ethical behaviour; they also have a higher perception of self-authorisation, i.e., the feeling that they command more authority compared to others. => Drugi, (sporni) princip etičkog ponašanja, zasniva se na doktrini etičkog relativizma, formulisanog kroz stanovište da ni jedan oblik liderstva nije moguće okarakterisati kao neetički. statuje da se muškarci-lideri, za razliku od žena u ovoj funkciji, lakše identifikuju s drugima (sebi sličnima B. R. Nj), posebno u slučajevima neetičkog ponašanja; imaju i višu procenu samoovlašćenosti, tj. osećaj da raspolažu s više prava od drugih.
LL@(6027) Such a behaviour is conditioned, among other things, by the differences between the genders, important for the work atmosphere. => Ovakvo ponašanje uslovljeno je i razlikama među polovima bitnim za radnu atmosferu.
LL@(6028) Therefore, for example, broad, rich and open feelings are characteristic of women (female emotional engagement B. R. Nj.); women are emotionally while men are creatively intelligent. => Tako su, na primer, za žene karakteristična razuđena, bogata i otvorena osećanja (ženski emocionalni angažman B. R. Nj.); žene poseduju emocionalnu, a muškarci kreativnu inteligenciju.
LL@(6029) Women notice details; men see the whole. ~~~ Women communicate more easily, since they are better anatomically and physiologically prepared for verbal presentation. => One zapažaju detalje, a muškarci celinu. @ene i lakše komuniciraju, budući da imaju veće anatomske i fiziološke mogućnosti za verbalno prezentovanje.
LL@(6030) However, in their estimate of self-authorization, women are somewhat uncomfortable, due to their belief that the status achieved is in itself a significant success, therefore it is immodest to be over-ambitious. => Ipak, u proceni samoovlašćenosti žena-liderki potvrđuje se izvesna nelagoda, proizašla iz ubeđenja da je dostignuti profesionalni status već značajan dobitak, pa je nerealno stremiti većim ambicijama.
LL@(6031) Let us just add that, faithful to her primary academic and personal interest in universal problems of human resources development and maintenance and more humaine relations in work and management (book Human Resources Development, 2005), L. Grubić-Nešić again insists on the importance of human capital and a new role of the leader in identification, development and maintenance of human resources in their organizations. => Dodajmo i to da, verna svom primarnom naučnom i ličnom interesovanju za univerzalnu problematiku razvoja i održavanja ljudskih resursa i humanije odnose u radu i upravljanju (knjiga Razvoj ljudskih resursa, 2005), L. Grubić Nešić i u ovoj studiji insistira na značaju ljudskog kapitala i novoj ulozi lidera u prepoznavanju, razvijajnju i održavanju ljudskih resursa u svojim organizacijama. ~~~ Liderke.
LL@(6032)  => Pred sam kraj, postavlja se i pitanje šta biva kada žena, obrazovana i angažovana, savlada jezik neke ozbiljne funkcije kao što je liderska, privilegovano i stereotipno muške.
LL@(6033)  => Analizirajući poglavlje pod naslovom Liderke, stiče se utisak da profesorka GrubićNešić i sama postavlja ovo pitanje, situirajući temu u kontekst principa rodnosti.
LL@(6034)  => Razlike u ponašanju muških i ženskih lidera izvodi na osnovu kriterijuma identifikacije i kriterijuma samoovlašćivanja.
LL@(6035) Intriguing in its choice of subject, systematic and accurate in the methodology of presentation, Dr Leposava Grubić-Nešićs book is a thorough, informative and above all a clever contribution to the study of theory and yet insufficiently mastered leadership practice, as well as still ambiguous issue of management. => Pri tome kon Po izboru teme aktuelna, po metodici izlaganja sistematična i terminološki precizna, knjiga dr Leposave Grubić-Nešić Znati biti lider predstavlja iscrpan, informativan i nadasve promišljen prilog u proučavanju teorije i još ne prokrčene prakse liderstva, kao i zamršenog pitanja rukovođenja.
LL@(6036) These qualities will certainly earn it due recognition in academic and professional circles. => U tome će ona zasigurno biti zapažena u naučnoj i stručnoj javnosti.
LL@(6037) Doc. dr Biljana Ratković Njegovan (Prof. dr Maja Levi Jakšić) Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Doc. dr Biljana Ratković Njegovan (Rubriku obrađuje Prof. dr Maja Levi Jakšić) Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(6038) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(6039) 1. => We suggest your papers to be pre pared in form of this template. 1.
LL@(6040) INTRODUCTION Papers have to be written in English. => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(6041) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(6042) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(6043) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(6044) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(6045) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(6046) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(6047) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(6048) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(6049) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(6050) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(6051) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(6052) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(6053) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(6054) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(6055)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(6056) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(6057) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( p − p i , p Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. n = i 4. ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(6058) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(6059) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(6060) R[$] Figure 1. => R[$] Slika 3.
LL@(6061) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(6062) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(6063) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(6064) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(6065) Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. ~~~ Proceedings of work, SINFF-N, page 75 -81. => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 2009 - 52 Broj 52, Godina XIV Septembar 2009.
LL@(6066) Zlatibor UDC 005 ISSN 1820-0222 2009 - 52 Number 52, Year XIV September 2009. => Fakultet organizacionih nauka Beograd Izdaje Za izdava ča:
LL@(6067) Faculty of Organizational Sciences - Belgrade Publisher Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Markovi ć, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of Interna tional Department Jovan Filipović, Ph.D. Editorial Board: Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Econ omics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sci ences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak R epublic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Educat ion, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => Dr Nevenka @arkić Joksimović Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović Redakcioni odbor : dr Čedomir Nestorović, Faculty of Coimbra, Portugal dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović , FON, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Che sh Republic dr Milija Suknović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barjaktarović, FON, Beograd Časopis se redovno referiše u publikacijama : ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 01 1/3950-868 E-mail: menage¿fon.rs http://management.fon.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun :
LL@(6068) 381 11 3950 868 E-mail: manage¿ fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820 -0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354 -8635 = M anagement (Srpsko izd.) COBISS.
LL@(6069) ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Diversity of specific quantitative, statistical and social methods, techniques and management models in management system Gheorghe Savoiu, Ondrej Jaško, Mladen Čudanov Operational risk management in financial services and the new Basel accord Vesna Bogojević Arsić Metadata and website design for statistical data dissemination Miroslav Hudec, Pavol Buchler Advantages and disadvantages of project financing Sladjana Benković, Miloš Milosavljević Process approach as a basis for BSC implementation and improving of organizational performance Zoran Radojević, Ivan Stefanović, Dragana Velimirović Advertiser perception of the internet as a marketing communication vehicle: Case study Khalid Alrawi The strategy of the international monetary fund in financing its member countries Slobodan Marković, Biljana Lazić Bond yields and yields variations on bonds in Montenegro Vladimir Kašćelan, Borko Božović Diversity of Specific Quantitative, Statistical and Social Methods, Techniques and Management Models in Management Sistem UDC: 005.3 Gheorghe Savoiu1, Ondrej Jaško2, Mladen Čudanov2 1Faculty of Economic Science, University of Pitesti 2Faculty of Organizational Sciences, University of Belgrade The application of specific methods of various backgrounds in management increases over time. => SR -ID 110318855 SADR@AJ Različiti specifični kvantitativni, statistički i socijalni metodi, tehnike i modeli upravljanja u sistemu menadžmenta Gheorghe Savoiu, Ondrej Jaško, Mladen Čudanov Upravljanje operativnim rizikom u sektoru finansijskih usluga i novi bazelski sporazum Vesna Bogojević Arsić Metapodaci i projektovanje VEB stranice za diseminaciju statističkih podataka Miroslav Hudec, Pavol Buchler Prednosti i nedostaci projektnog finansiranja Sladjana Benković, Miloš Milosavljević Procesni pristup kao osnov implementacije BSC-a i poboljšanja organizacionih performansi Zoran Radojević, Ivan Stefanović, Dragana Velimirović Kako oglašivači vide internet kao sredstvo marketinga: ~~~ Studija slučaja Khalid Alrawi Strategija MMF-a u finansiranju zemalja članica Slobodan Marković, Biljana Lazić Prinosi i varijacije prinosa na obveznice u Crnoj Gori Vladimir Kašćelan, Borko Božović Različiti specifični kvantitativni, statistički i socijalni metodi, tehnike i modeli upravljanja u sistemu menadžmenta UDK: ~~~ 005.3 Gheorghe Savoiu1, Ondrej Jaško2, Mladen Čudanov2 1Fakultet ekonomskih nauka, Univerzitet Pitesti 2Fakultet organizacionih nauka, Univerzitet u Beogradu Primena specifičnih metoda različitog porekla u upravljanju vremenom je sve šira.
LL@(6070) If we sustain system approach to management we can observe it as a system that brings together elements having a planning, informational, decisional, organizational, as well as a motivational character. => Ako se držimo sistemskog pristupa upravljanju, možemo ga posmatrati kao sistem koji objedinjuje elemente planiranja, informisanja, odlučivanja, organizacije i motivacije.
LL@(6071) The increasingly complex subsystem of management methods and techniques is a methodological-experimental subsystem made up of methods, techniques, procedures and instruments characterized by rationality, complexity and formalization, which conduce to an ascending dynamics of the organizations managers professionalization. => Sve složeniji podsistem upravljačkih metoda i tehnika u stvari je metodološko-eksperimentalni podsistem koji čine racionalni, složeni i formalni metodi, tehnike, postupci i alati kojima se postiže sve veća dimanika u profesionalizaciji menadžera u datoj organizaciji.
LL@(6072) As this article will illustrate, specific management methods are so diverse that achieving needed proficiency can result in overspecialization of experts and create obstacles in integrating several different methods. => Kao što ćemo i prikazati u ovom radu, specifični metodi upravljanja su toliko različiti, da savladavanje potrebnih znanja i veština može da ima za posledicu preusku specijalizaciju stručnjaka i da predstavlja prepreku kad treba kombinovati veći broj različitih metoda.
LL@(6073) So we can conclude that further advances in this field need to be supported by theoretical frameworks developed by experts in different fields of science that support specific managerial methods. ~~~ 1. => Stoga možemo da zaključimo da su za dalje korake u ovoj oblasti potrebni teorijski okviri koje će razvijati stručnjaci iz različitih oblasti nauke koje, opet, razvijaju specifične metode upravljanja. 1.
LL@(6074) Introduction The specific management methods, although believed to have an applicability below the level of the entire managerial process which is, indeed, much more restricted, i.e. for a limited number of functions or stages gather the broadest range of manners of approaching matters, as well as principles, techniques, procedures of analyzing the phenomena and the internal processes of the organization, and displaying its results, as a consequence of the joint action of various disciplines, which generates a multiple structure of distinct characteristic classes. => Uvod Nasuprot stavovima da se specifični metodi upravljanja ne mogu primeniti na celokupan proces upravljanja koji je, istina, vrlo restriktivan, na primer, u slučaju jednog ograničenog broja funkcija ili faza ovi metodi obuhvataju veoma širok spektar pristupa problemima, a isto tako i principa, tehnika, postupaka u analizi pojava i unutrašnjih organizacionih procesa i prikazivanja njenog učinka, što je rezultat združene delatnosti ražličitih disciplina i čini višeslojnu strukturu različitih karakterističnih klasa.
LL@(6075) In further text, several proposed categories of methods and techniques will be presented, and methods within those categories will be promptly described. => U daljem tekstu predstavićemo nekoliko predloženih kategorija metoda i tehnika i odmah ćemo opisati metode u okviru ovih kategorija.
LL@(6076) The idea is not so much to provide unified list of potential specific methods in management, but to emphasize vast differences in background disciplines. ~~~ 2. => Naša namera nije toliko da prezentujemo jedinstvenu listu potencijalnih specijalnih metoda u upravljanju, koliko da naglasimo velike razlike koje postoje u osnovnim disciplinama. 2.
LL@(6077) Specific methods for improvingpersonnels creativity A. => Specifični metodi za stimulisanje kreativnosti kadrova A. Metodi za stimulisanje kreativnosti kadrova u organizaciji predstavljaju splet jednostavnih, ali efikasnih tehnika u velikom broju konkretnih situacija koje zahtevaju kreativnost u pristupu; oni su značajni za uspostavljanje novih odnosa između ljudi, stvari i ideja Š1], što je posledica delovanja psihološko-socioloških naučnih disciplina i disciplina vezanih za komunikaciju i odnose sa javnošću.
LL@(6078) The methods of stimulating the personnels creativity within the organization, as a result of an interweaving with the psycho-sociological disciplines, as well as those of communication and public relations, combine some simple, yet efficient techniques in many concrete situations, which call for creativity; their relevance here is that of establishing new relations between people, things and ideas Š1Ë, and also creating new connections: a1. the technique of forcing thinking, or Alex Osborns checklist consists in reviewing all the aspects of a problem or issue, on the basis of a list, the aims of which are primarily to facilitate transforming the problem through operations used in a different manner, or bearing a different sense, such as similarity, modification, augmentation, diminution, replacement, rearrangement, reversing, combination and dissociation; furthermore, it can generate different perspectives on the respective problem; a2. the technique of the list of attributes or of the qualitative list consists in drawing a list of attributes or qualities that an object or a problem has, then trying to change or modify each attribute or group of attributes in a number of modalities as large as possible (it is the modern variant of Alex Osborns list, developed by Robert Platt Crawford). a3. the technique of the case studs represents the simplest, yet most efficient variant of making the participants directly confront a real-life, genuine situation, taken as a typical example, representative of a whole set of challenging, problem-posing situations and events; a4. the technique of the question why?, and the technique of repeatable questions represent another two very techniques of creativity stimulation, consisting in developing a subject by means of questions; the former, which is quite old and comes from Asia, helps to solve the problem that eluded the managers attention, in a first stage, as the latter is a bit more nuanced, and the questions are asked to emphasize a certain direction, be it causal, relational, successive, oscillating, etc.; a5. the technique of the cause and effect diagram, similar to the fishbone-maps technique, which gives the possibility of evincing the sources of a problem, issue, event or result, being used as a group technique, as a creative process of generating, organizing and attentively analysing the causal mechanism of an effect, both major (i.e. the main causes), and minor (i.e. the secondary causes); a6. the technique of solving the problems in a processrelated manner, using seven steps structures the reaction to a certain problem in several steps, which cover the function of managerial decision-making, in four major steps, i.e. planning the decision (in keeping with the following steps: step I identifying the problem and the necessary changes, as well as minutely describing the problem, step II describing the processes and relationships through drawing a map, setting the performance standards, step III making a diagram that includes the causes and effects of the problem, or a tree of the problem, and step IV conceiving a detailed action plan starting from the solutions found), implementing the decision (exclusively through step V, i.e. communication of the plan to the parties involved, and to the parties interested, as well as application of the steps planned, and monitorizing that application), evaluation of the impact of the decision made (which only consists of step VI, i.e. review and evaluation of implementation and of the changes produced through comparing them to the performance standards), and the final step, i.e. improvement, or adjustment of the effects of a future decision (made up of a single step, step VII, i.e. reflection on the basis of the new information, evaluation of the entire process, and improvement of it, where a similar future situation needs better results). a7. the technique of free association is based on the flow of the conscious ideas that can be inferred, and along the network of associations of a linear type (in accordance with the principle the each idea that emerges through association starts from the previous idea), and also of a radial type (each new idea has its origin in the central idea, not in the previous one hence the name of this technique, star bursting or stellar explosion). a8. the technique of the metaphor, or the technique of lateral thinking, consists in representing the problem in a non-conventional manner, which resignifies it in order to change the participants mood, their rhythm of work, in order to stimulate creativity through novelty and the sheer challenge of the task, to underline the practical side of the process, as the technique generates strong artistic and jocular / play-related implications, and assuming a written form (story, essay, etc), graphical (diagrams, collage, etc.), spatial or three-dimensional (sculptures, model constructions, etc.), sonorous (tunes, songs, etc.), kinetic (drama, mimicry, etc.). a9. brainstorming Š2Ë is a two-step technique, the former step pursuing the generation of ideas and their expression as freely as possible, without any judgment/evaluation being done, and the latter seeks to create a free, associative atmosphere, that of a creative group, through assessing the quality of the ideas after all the ideas have been expressed. => Oni takođe stvaraju nove veze: ju drugačiji smisao, na primer, sličnost, modifikacija, uvećavanje, umanjenje, zamena, preuređivanje, promena smera, kombinovanje i razdvajanje; šta više, ova tehnika može da ponudi različite perspektive posmatranja datog problema; a2. tehnika liste atributa ili kvalitativna lista predstavlja spisak atributa ili kvaliteta koje jedan predmet ili problem poseduju, a onda sledi pokušaj da se promeni ili modifikuje svaki atribut ili grupa atributa u što je veći broj modaliteta (ovo je savremena varijanta Alex Osborn-ove liste, a razvio ju je Robert Platt Craford); a3. tehnika studije slučaja predstavlja najjednostavniju, a ipak najefikasniju mogućnost da se učesnici suoče sa konkretnom situacijom iz realnog života koja se uzima za tipični primer za čitav niz situacija i događaja koji predstavljaju izazov i zadatak koji treba rešiti; a4. tehnika vezana za pitanje zašto? i tehnika kojom se ponavljaju pitanja predstavljaju još dve dobre tehnike za stimulisanje kreativnosti: ovde se problem razrađuje pomoću pitanja. ~~~ Prva tehnika je prilično stara i potiče iz Azije, a pomaže u rešavanju problema koji su promakli pažnji menadžera i obično se primenjuje u početnoj fazi; druga je izdiferenciranija, a pitanja se postavljaju tako da naglasi određeni smer na kojem se insistira: u pitanju može biti uzročna veza, odnosi, nizovi, oscilacije itd.; a1. tehnika koja nameće razmišljanje, ili Alex Osborn-ova kontrolna lista posmatra sve aspekte jednog problema ili pitanja, na osnovu spiska, a cilj je prvenstveno da se olakša transformacija problema putem operacija koje su primenjene na različit način, ili ima a5. tehnika dijagrama uzroka i posledice, slična tehnici riblje kosti, koja omogućava da se jasno sagleda izvor problema, pitanja, događaja ili rezultata: koristi se kao grupna tehnika, kao kreativni proces generisanja, organizovanja i pažljivog analiziranja uzročnog meha nizma nekog efekta, i to kako glavnih, tako i manje važnih (sekundarnih) uzroka; a6. tehnika rešavanja problema u vidu procesa, primenom sedmostepene strukture, reagovanjem na jedan problem u nekoliko koraka koji odgovaraju funkciji odlučivanja koju vrši menadžer; u četiri glavna koraka, t.j., planiranje odluke (saglasno sledećim koracima: korak I identifikovanje problema i neophodne promene, kao i precizan opis problema, korak II opisivanje procesa i odnosa iscrtavanjem mape, postavljanje standarda učinka, korak III razrada dijagrama koji će obuhvatiti uzroke i posledice problema ili drvo problema i korak IV razrada detaljnog akcionog plana na osnovu pronađenih rešenja), primena odluke (isključivo putem koraka V, t.j., saopštavanjem plana stranama zastupljenim u problemu i zainteresovanim stranama, kao i primena planiranih koraka i praćenje ove primene), ocena uticaja koji doneta odluka izaziva (ovo obuhvata korak VI, t.j., kontrolu i vrednovanje primene i promena koje su nastale, tako što ćemo ih porediti sa standardima učinka) i poslednji korak, t.j., poboljšavanje, odnosno prilagođavanje efekata buduće odluke (ovde je obuhvaćen samo jedan korak, korak VII, t.j., razmišljanja na osnovu novih informacija, vrednovanje čitavog procesa i njegovo poboljšavanje, tamo gde slična buduća situacija može da zahteva bolje rezultate); a7. tehnika slobodne asocijacije zasniva se na toku svesnih ideja koje se javljaju kao zaključak i duž mreže asocijacija linearnog tipa (u skladu sa principom da svaka ideja koja nastane putem asocijacije nastaje iz prethodne ideje) i asocijacija radijalnog tipa (svaka nova ideaja potiče od centralne ideje, a ne od one koja joj prethodi otuda i naziv za ovu tehniku, prštanje zvezde ili zvezdana eksplozija); vi niti vrednosni sudovi, a u drugom koraku se stvara slobodna, asocijativna atmosfera, atmosfera kreativne grupe, i to tako što se kvalitet ideja ocenjuje tek pošto se iznesu sve ideje.
LL@(6079) Brainstorming starts by postponing the evaluation of an idea in favour of generating a new one, in a stimulated group, and thus creates a genuine explosion of ideas, as each member of the group is inspired by his/her predecessors ideas (in circa 30-45 minutes, in a group of 5-6 people, an average of 100-150 ideas can be generated). => Ova tehnika počinje time što se vrednovanje neke ideje odlaže da bi se u okviru stimulisane grupe proizvela nova, tako da dolazi do eksplozije ideja, pošto svaki član grupe dobija inspiraciju od ideje svog prethodnika (za oko 30-45 minuta, grupa od 5-6 ljudi može da smisli 100 150 ideja u proseku).
LL@(6080) The technique is also called the technique of unchaining ideas, and has generated three specific tackling ways: the progressive-linear one, the catalytic, prevalently analogic, or innovative one, and the mixed way. => Ova tehnika se takođe naziva i tehnika oslobađanja ideja i ima tri specifična načina na koji se bavi idejama: progresivno-linearni, katalitički, pretežno analogni, ili inovativni i mešoviti.
LL@(6081) The essence of brainstorming lies in separating and specifying / lending precision to the psychological operations present in the act of creation, so as to maximized the efficiency of each of those, gradually turning the organization into a milieu/ environment favourable to idea-production and contagion through chain-association (by means of creative groups). a10. the Frisco technique is a staged variant of brainstorming that is characterized by the fact that the participants plays roles imposed upon them (managerial roles in essence), which cover a certain dimension of the managerial personality, from a multiplied perspective, offering new solutions for the complex and difficult problems of the organization, by using simple and efficient ways. => Suština ove tehnike je u razdvajanju i specifikovanju, preciziranju psiholoških operacija koje su deo kreativne aktivnosti, a sa ciljem da se postigne maksimum u svakoj od njih i da se organizacija postepeno pretvori u okruženje koje pospešuje stvaranje novih ideja i širenje ove aktivnosti putem lanca asocijacija (putem kreativnih grupa). a10. ~~~ Frisco tehnika predstavlja pozorišnu verziju olujne tehnike čija je karakteristika to što učesnici igraju zadate uloge (prevashodno menadžerske uloge), koje obuhvataju određene dimenzije ličnosti menadžera iz jedne višeslojne perspektive, čime se može doći do novih rešenja za složene i teške probleme organizacije na neki jednostavan i efikasan način.
LL@(6082) The Frisco technique can be partially identified with another variant, namely the technique of the thinking hats Š3Ë belonging to Edward de Bono, which is centred on the hypothesis that if you play the part of a good/efficient thinker, or that of a good manager, you will actually become one. => Frisko tehnika se delom može poistovetiti sa još jednom verzijom, naime sa tehnikom šešira za razmišljanje Š3Ë čiji je autor Edward de Bono, a zasniva se na pretpostavci da ako igrate ulogu dobrog/efikasnog mislioca, ili ulogu dobrog menadžera, to ćete zaista i postati.
LL@(6083) Acting is based on different parts, in keeping with the colour of the hat chosen, and so the technique of the thinking hats becomes one belonging to the interactive type, derived from brainstorming, yet retaining the elements characterizing it as a technique of stimulation of the participants creativity; A11.brainwriting is different from brainstorming through the mandatory written form of the generation and capturing of the ideas, thus desinhibiting the fear of ridicule, the dominating tendencies of certain people, the potential conflicting situations, etc. a12. the technique of the nominal group takes over, in order to annul the effect of antagonistic arguments, the best of both brainstorming and brainwriting, but in addition presupposes using a group made up of people who do not know one another, and who were brought together in order to solve a certain problem; a13. the technique of the Philips 66 reunion represents a temporally condensed variant of brainstorming, in which the object of consultation is not merely individuals, but teams made up of (usually 6) individuals; the duration of the talks is very short, as a consequence of allotting at most one minute per participant in order to express their opinions); a14. the technique of the panel reunion is a participative management technique, the grounding of which remains the permanent dialogue, having the character of a debate between two groups of people who met to make certain decisions concerning the range of problems specific to the organization. => Igrate različite uloge, u skladu sa bojom šešira koji izaberete, pa je tako tehnika šešira za razmišljanje postala interaktivna i izvodi se iz olujne tehnike (brainstorming), mada zadržava elemente koji je određuju kao tehniku za stimulisanje kreativnosti učesnika; a8. tehnika metafore, ili tehnika lateralnog razmišljanja, predstavlja problem na nekonvencionalan način, čime ponovo naglašava njegov značaj tako što menja stavove učesnika, njihov ritam rada, i na taj način stimuliše kreativnost putem novine i prostog izazova koji zadatak nosi, naglašava praktičnu stranu procesa pošto ova tehnika stvara jake implikacije, kako umetničke tako i one koje se odnose na šalu i igru, a može da bude u pisanom obliku (priča, esej, itd.), grafički predstavljena (dijagrami, kolaži, itd.), prostorna ili trodimenzionalna (skulpture, konstrukcije modela, etc.), zvučna (melodije, pesme, itd.), kinetička (drama, mimikrija, itd.); a11. tehnika ispisivanja ideja (brainwriting) se razlikuje od olujne tehnike po tome što se ovde ideje generišu i dobijaju u pisanoj formi, tako da kod učesnika ne postoji strah da će ih ismejati, da će neki ljudi hteti da dominiraju, da će biti potencijalno konfliktnih situacija, itd; a12. sve više preovlađuje tehnika nominalnih grupa, kojom se briše efekat antagonističkih rasprava, najboljih delova kako olujne tehnike tako i tehnike ispisivanja ideja, ali ova tehnika pretpostavlja grupu ljudi koji se međusobno ne poznaju i koji su okupljeni da bi rešili određeni problem; a9. olujna tehnika (brainstorming) Š2Ë je dvostepena tehnika u kojoj je prvi korak stvaranje ideja i njihovo što slobodnije izražavanje, pri čemu se ne iznose stavo a13. tehnika Philips 66 sastanka predstavlja vremenski zbijenu verziju breinstorminga, gde objekat konsultacija nisu pojedinci već timovi sastavljeni od (obično 6) pojedinaca; razgovori traju veoma kratko, pošto svaki učesnik ima na raspolaganju najviše jedan minut da iskaže svoje mišljenje; a14. tehnika tribine jeste tehnika participativnog menadžmenta u čijoj je osnovi neprekidni dijalog, a liči na debatu između dve grupe ljudi koji su se sastali da bi doneli neke odluke u vezi sa spektrom problema specifičnih za datu organizaciju.
LL@(6084) The frequent case when the panel reunion is applied is reflected by the activity of the boards of administration in their relations with the shareholders general assembly; a15. => Tribine su čest oblik komunikacije i odnosa upravnih odbora sa generalnom skupštinom akcionara; a15.
LL@(6085) William Gordons technique Š4Ë is also a group technique, where it is only the leader of the group who knows the problem to be solved, while the topic is chosen in conformity with the problem, without however revealing its precise nature. => William Gordon je autor jedne takođe grupne tehnike Š4Ë u kojoj jedino vođa grupe zna koji problem treba rešavati, a tema se bira u skladu sa problemom, ali tako da se ipak ne otkriva prava priroda problema.
LL@(6086) The central axis of this technique is the leader of the group, who guides and directs/orientates the talks, over a duration a bit longer than that of regular brainstorming; he/she will try to alter its often superficial solutions, through skilful and expert / experience-trained substituting the problem-ridden relations in the organization for the ideas expressed by the participants with respect to the subject-matter being debated. => Centralna osovina ove tehnike je vođa grupe koji usmerava/orijentiše razgovore, a razgovori traju nešto duže nego kod olujne tehnike; on/ona će pokušavati da izmene često izlišna rešenja veštim i stručnim, na iskustvu zasnovanim zamenom problematičnih odnosa u organizaciji idejama koje su izložili učesnici, a u skladu sa temom o kojoj se raspravlja.
LL@(6087) The problem itself is disclosed at the end of the discussion, and disseminated / made public. => Sam problem se saopštava na kraju rasprave i svi učesnici se upoznaju s njim postaje javan.
LL@(6088) Very much as Osborns brainstorming is recommended when there are several ideas, so Gordons technique is recommended for selecting one single idea, or in identifying an entirely new solution; a16. synectics, a technique developed by the same William Gordon, also called the method of the analogies, brings together completely different elements to formulate ideas and hypotheses, through the reasoning of analogy (its name comes from Greek synectikos, which can be translated as bringing together various/ different elements, which in fact suggests the very fundamental principle of the method, namely the association of apparently unrelated ideas). => Preporučuje se kao i Osbornov breinstorming, u slučajevima kada postoji nekoliko ideja; stoga se Gordonova tehnika preporučuje kad treba izabrati samo jednu ideju ili identifikovati potpuno novo rešenje; a16. sinektika, tehnika koju je razvio opet William Gordon, a zove se i metod analogija, dovodi u vezu potpuno različite elemente i formuliše ideje i hipoteze putem analognog promišljanja (naziv potiče od grčke reči synectikos koja se može prevesti kao spajanje različitih elemenata, što u stvari ukazuje na osnovni princip ovog metoda, povezivanje naoko reznorodnih ideja).
LL@(6089) The method (or the technique) described stimulates the developing of novel, unexampled, original ideas, starting from a humans ability to establish connections between apparently irrelevant elements. => Opisani metod (ili tehnika) stimuliše razvijanje novih, dosad nepoznatih, originalnih ideja, polazeći od sposobnosti ljudi da uspostave veze između elemenata između kojih naoko ne mogu da postoje nikakvi odnosi.
LL@(6090) The stages of synectics are: the building of the synectic group, the presentation of the problem, the setting of the synectic itinerary/course, the elaboration of the model / pattern according to which the problem will be solved, and, eventually, experimenting and applying the model. => Faze sinektike su sledeće: organizovanje sinektičke grupe, prezentacija problema, određivanje sinektičkog itinerera/pravca, razrada modela/sklopa u skladu s tim koji problem će se rešavati, i, na kraju, eksperimentisanje i primena modela.
LL@(6091) An interesting conclusion of the method, whose implications concern both management, and the assessment of emotional intelligence, underlines the fact that, in creative processes, the emotional element counts more than the intellectual element, the irrational prevailing over the rational. => Interesantan zaključak modela čije implikacije se tiču kako menadžmenta tako i ocene emocionalne inteligencije jeste da je u kreativnim procesima emocionalni element jači od intelektualnog elementa, da iracionalno ima prevagu nad racionalnim.
LL@(6092) Apart from the facts synthetically mentioned, there exist many other techniques specific to management, which fall, be it in a relative way, within the broad category of the methods of identification and stimulation of the staffs creativity; such techniques refer to the dynamics of the groups, and evince the special part held by groups in leading the organization, as well as in the process of multiplying ideas, which occurs in the participative management of the organizations, and no less in the management achieved through communication, when it comes to using the tests meant for the recruitment and selection of the creative employees, and the sociogram (i.e. the scheme of the aptitudes necessary to fill in a position), etc. ~~~ 3. => Osim ovih koje smo naveli, postoji još veliki broj tehnika koje su specifične za menadžment, a koje spada ju, makar relativno, u široku kategoriju metoda za identifikaciju i stimulisanje kreativnosti kod osoblja; ovakve tehnike odnose se na dinamiku grupa i jasno ukazuju na posebnu ulogu grupa u vođenju organizacije, kao i u procesu umnožavanja ideja, do čega dolazi prilikom participativnog upravljanja organizacijom, i u upravljanju putem komunikacije, kada se koriste testovi za regrutovanje i izbor kreativnih zaposlenih, kao i kod sociograma (t.j., strukture sposobnosti potrebne za određeno radno mesto), itd. 3.
LL@(6093) Specific statistical methods connected to efficiency B. ~~~ The specific statistical methods of managerial analysis starting from the criteria of efficiency are the result of integrating careful statistics and economics with ecological analysis within the contemporary methodical arsenal of the organization manager, and they include: b1. the method of energy analysis, which is based on the method of the energy balance, focuses on assessing the potential of energy conservation, establishing an optimal level of that potential, and consequently on setting up an optimal managerial decision regarding the conservation of energy by having recourse to coherent measures. ~~~ Cassette no 1. => Specifični statisticki metodi koji se odnose na efikasnost B. Specifični statistički metodi menadžerske analize koji polaze od kriterijuma efikasnosti rezultat su povezivanja precizne statistike i ekonomike sa ekološkom analizom u okviru savremenog metodičkog arsenala kojim menadžer raspolaže, a koji obuhvata: b1. metod analize energije, zasnovan na metodu energetske ravnoteže, fokusira se na ocenu potencijala za očuvanje energije, uspostavljanju optimalnog nivoa ovog potencijala, i, stoga, na donošenje optimalne menadžerske odluke u vezi sa očuvanjem energije primenom koherentnih mera.
LL@(6094) The general equation of a quantitative energy balance is a reflection of the content of the first principle of thermodynamics, which is expressed in a nutshell by the following formulation: the sum of all the quantities of energy entering (SWI) the contour of the flow of executing the product or of the firms activity (defining energies of every form, expressed in the equivalent of only one form of energy) is equal to the sum of all the amounts of energy coming out (SWE) of the same contour: S WI = S WE . => Kaseta br. 1 Opšta jednačina kvantitativne energetske ravnoteže odnosi se na prvi princip termodinamike, koji se sažeto definiše kao: zbir svih količina energije koja ulazi (SWI) u tok realizacije proizvoda ili aktivnost firme (definisanje svakog oblika energije, izraženo ekvivalentom samo jednog oblika energije) jednak je zbiru svih količina energije koje izlaze (SWE) iz istog toka: ~~~ SWI = SWE.
LL@(6095) As part of the energy that comes in (SWI) two major components are defined, namely the energy effectively entered into the contour from the outside, and the thermal energy generated from the inside through exothermal chemical reactions (when such energies occur effective ly); likewise, within the energy gone out (SWE) two other significative components are defined, through the effectively used energy, and the energy lost from the contour. => Kao deo ulazne energije (SWI) određuju se dve glavne komponente, naime, energija koja je efektivno ušla u tok spolja i termalna energija nastala unutra, putem egzotermalnih hemijskih reakcija (kada se takve energije efektivno javljaju); isto tako, u energiji koja odlazi (SWE) određuju se druge dve značajne komponente, efektivno iskorišćena energija i energija koja je izgubljena u datom procesu.
LL@(6096) The energy used or valued in a useful / efficient manner within the contour of the flow of executing the product is, in its turn, divided in two components, in keeping with the main technological flow, directly generating the product of the firm, and other processes or secondary flows of the firm. => Energija koja se koristi ili vrednuje na koristan/efikasan način u okviru toka realizacije proizvoda se sa svoje strane deli na dve komponente, onu koja teče u okviru glavnog tehnološkog procesa i neposredno učestvuje u stvaranju proizvoda firme, i onu koja je deo drugih procesa ili sekundarnih tokova u firmi.
LL@(6097) Thence several conceptualizations appear Š5Ë, useful for making the energy analysis, defined as energy efficiency rate: 1. the global efficiency rate = the efficiently used energy / the energy coming from the outside, and generated within the contour, 2. the internal global efficiency rate = the efficiently used energy in the main technological flow / the energy coming from the outside, and generated within the contour, 3. the economic efficiency rate = the efficiently used energy / the energy entering the contour from the outside, 4. the internal economic efficiency rate = the energy efficiently used in the main technological flow / the energy entering the contour from the outside. => Stoga se javlja nekoliko konceptualizacija Š5Ë koje su korisne u analiziranju energije, a definišu se kao stopa efikasnodti energije: ~~~ 1. stopa globalne efikasnosti = efikasno iskorišćena energija / energija koja dolazi spolja i koja se generiše u okviru ÿprocesa, 2. stopa interne globalne efikasnosti = efikasno iskorišćena energija u glavnom tehnološkom procesu / energija koja dolazi spolja i ona koja se generiše u okviru procesa, 3. stopa ekonomske efikasnosti = efikasno iskorišćena energija / energija koja ulazi u proces spolja, 4. stopa interne ekonomske efikasnosti = energija koja je efikasno utrošena u okviru glavnog tehnološkog procesa / energija koja ulazi u proces spolja.
LL@(6098) The specific consumption (cX) of energy W for executing a unit of product x, realized in the total quantity Q, is a final indicator significative for the energy balance, defined by the relation: c x = SW / Q x . b2. the method if exergetic analysis appeared with a view to improving the method of the energy balances, as a means of investigation and calculation having energy and ecological implications. => Specifični utrošak (cX) energije W za proizvodnju jedinice proizvoda x realizovane u ukupnom kvalitetu Q predstavlja konačni pokazatelj značajan za ravnotežu energije, definisan odnosom: c x = SW / Qx. b2. metod analize energije nastao je sa ciljem da se poboljša metod uravnotežavanja energije, kao način istraživanja i izračunavanja koji ima i energetske i ekološke implikacije.
LL@(6099) The notions of exergy, or usable energy, and anergy, or energy of a null capacity of transformation, were introduced by Zoran RantŠ6Ë, in the years 1953, and respectively 1963. => Pojmove egzergije, ili energije koja se može koristiti, i anergije, ili energije nulte sposobnosti transformacije uveo je Zoran Rant Š6Ë 1953. i ponovo 1963. godine.
LL@(6100) In a succinct detailed presentation, the mechanical energy and the electric energy contain only exergy, the energy of the ambiant environment only anergy, while thermal energy contains both exergy and anergy. => U jezgrovitoj i detaljnoj prezentaciji, mehanička i električna energija sadrže samo egzergiju, energija okruženja sadrži samo anergiju, dok termalna energija sadrži i egzergiju i anergiju.
LL@(6101) Exergy evinces the quality of energy, a type of energy being all the more valuable as it contains more exergy. => Egzergija potvrđuje kvalitet energije, što više egzergije energija sadrži, to je njena vrednost veća.
LL@(6102) Anergy underlines, in the current stage of scientific knowledge, the lack of the capacity of transforming a certain kind of energy. => Anergija ukazuje na, na današnjoj visini naučnog znanja, nedostatak sposobnosti određene vrste energije da se transformiše.
LL@(6103) In general, all the natural processes are irreversible, as they conduce to a qualitative degradation of energy through transforming exergy into anergy. => Uopšteno govoreći, svi prirodni procesi su nepovratni, pošto vode kvalitativnoj degradaciji energije, transformacijom egzergije u anergiju.
LL@(6104) The energa balance becomes, in keeping with the exergy analysis, a balance between exergy and anergy, through applying the second principle of thermodynamics, which defines the behaviour of both exergy and anergy during the reversible or irreversible processes, as follows: Axiom I - In the irreversible processes, exergy turns into anergy. => Energetska ravnoteža, u analizi egzergije, postaje ravnoteža između egzergije i anergije primenom drugog principa termodinamike kojim se ponašanje egzergije i anergije tokom nepovratnih i povratnih procesa definiše na sledeći način:
LL@(6105) Axiom II - In the reversible processes, exergy remains constant. => Aksiom I u nepovratnim (ireverzibilnim) procesima egzergija se pretvara u anergiju.
LL@(6106) Axiom III It is impossible for anergy to turn into exergy. => Aksiom II u povratnim (reverzibilnim) procesima egzergija ostaje nepromenjena.
LL@(6107) The general equation of a exergy balance validates both the principle of the conservation of energy, and the quantitative energy balance (or energy balance proper), and the principle of the degradation of energy during the irre¬versible transformations, and is virtually identical to the equation of the energy balance, except fort he fact that each component of energy is in turn divided, within the exergy balance, into exergy (E) and anergy (A), so that: W = E + A , and S W = S (E + A) Thus appear the exergy deficits (DE), and the anergy surpluses (DA) at the exit from the contour of the flow of execution of the product, or of the firms activity, the former indicating the size of the transformations irreversibility, and being equal to the latter within the contour (DE) = (DA). => Aksiom III anergija se ne može pretvoriti u egzergiju Opšta jednačina ravnoteže egzergije pridaje značaj kako principu očuvanja energije, tako i kvantitativnoj ravnoteži energije (ili pravoj ravnoteži energije), i principu degradacije energije tokom nepovratnih transformacija, i u stvari je potpuno identična sa jednačinom ravnoteže energije, osim što je kod ravnote že energije svaka komponenta energije podeljena na egzergiju (E) i anergiju (A), tako da: ~~~ W = E + A, a SW = S(E + A). ~~~ Tako imamo deficit egzergije (DE) i viškove anergije (DA) na kraju procesa realizacije proizvoda ili na kraju aktivnosti firme, pri čemu deficit egzergije ukazuje na obim ireverzibilnosti transformacije i jednak je višku anergije u izrazu (DE) = (DA).
LL@(6108) The ration between the exergy deficit upon going out of the contour, in proportion to the same on entering (DE), and the exergy deficit generated within the contour (DEg) defines the degree of irreversibility of the energy transformation (DE /DEg). => Odnos između deficita egzergije na kraju procesa i kada ulazi u proces (DE), i deficit egzergije stvoren unutar procesa (DEg) određuje stepen ireverzibilnosti transformacije energije (DE/Deg).
LL@(6109) The exergy deficit (DE) can be reduced through managerial decisions aiming at thermodynamic improvements of the contour, the rational direction of the energy flows, augmenting the efficiency of the energy transformation rates, and through turning to account the secondary energy resources. b3. the analysis of the restrictions and of the synchronous production, initiated by Goldratt Eliyahu, develops a set of programmes that organize and structure the activities within the economic processes, in the natural hypothesis of the limitation of the resources, tools and materials, machinery and equipment, personnel, and of any other restrictions which can affect the possibility for an organization to realize a certain production programme, thus laying the foundation of a new specific management method, briefly designated by the name of the method of the restriction analysis. => Deficit egzergije (DE) se može smanjiti tako što će menadžment doneti određene odluke u cilju termodinamičkih poboljšanja procesa, racionalnog usmeravanja energetskih tokova, povećavanja efikasnosti stopa transformacije energije i tako što će početi da uzima u obzir sekundarne izvore energije. b3. analiza restrikcija i sinhrone proizvodnje, čiji je začetnik Goldratt Elyahu, razvija skup programa kojima se organizuju i struktuišu aktivnosti u okviru ekonomskih procesa, po prirodnoj hipotezi po kojoj su resursi, alati i materijali, mašine i oprema, kadrovi, ograničeni, kao i sva druga ograničenja koja utiču na sposobnost organizacije da sprovede određeni program proizvodnje i time se stvara osnov za novi specifični metod upravljanja koji se ukratko opisuje kao metod analize restrikcije.
LL@(6110) One can easily see that nearly all organizations are faced with the phenomenon of the sense of haste/urgency in realizing the production at the end of the time period allowed by the contract (called by Goldratt Eliyahu a hockeystick, from the graphic aspect of the evolution of the production towards the final part of the period). => Nije teško zaključiti da skoro sve organizacije dolaze u situaciju kada moraju da požure, kada moraju hitno da završe poslove do kraja perioda utvrđenog ugovorom (Goldratt Elyahu ga naziva štap za hokej, na osnovu grafičkog prikaza razvoja proizvodnje prema kraju ugovorenog vremenskog perioda).
LL@(6111) The cause of the cyclic occurrence of this problemŠ7Ë, lies in the fact that two different sets of indicators are involved: the initial indicators of norm-regulation of the energy consumptions, (manual) work / labour and materials (of efficiency of the cost accounting, local indicators, which lead to minimizing the number of technological interventions through large lots of work pieces, and also to diminishing deviations from the consump tion norms), and final indicators, which refer to the financial performance (theoretically, monetary units/delivered product, but practically in the shape of the net profit, the amortization of investment, and of the flow of cash per product). => Ovaj problem se ciklično ponavlja Š7], a uzrok leži u tome što ovde imamo posla sa dva različita skupa pokazatelja: početnim pokazateljima regulisanja norme utroška energije, (fizičkog) rada i materijala (efikasnosti obračuna troškova, lokalnih pokazatelja koji broj tehnoloških intervencija svode na najmanju meru i umanjuju odstupanja od normi utrošaka) i skupom finalnih pokazatelja, koji se odnose na finansijski učinak (teorijski, novčana jedinica / isporučeni proizvod, ali i praktično, u obliku neto profita, amortizacije investicije i gotovinskog toka po proizvodu).
LL@(6112) Thus appears the need for realizing other indicators having an operational character, another set of indicators, which could offer a direction of action: the equivalent value of the sold product, the stocks and the operational costs. => Na taj način nastaje potreba za realizacijom drugih pokazatelja operativnog karaktera, još jednog skupa pokazatelja koji ukazuju na pravac aktivnosti: cena ekvivalentna prodatom proizvodu, zalihe i troškovi poslovanja.
LL@(6113) The added and realized value is concisely defined as the equivalent value of the sold products, the stocks represent the money that the organization has invested in the products which it/they want(s) to sell, and the operational costs the money that the organization pays for transforming the stocks into a turnover. => Dodata i realizovana vrednost precizno se utvrđuje kao vrednost ekvivalentna prodatim proizvodima, zalihe predstavljaju novac koji je organizacija investirala u proizvode koje želi da proda, a troškovi poslovanja se defi nišu kao novac koji organizacija plaća da bi zalihe pretvorila u obrt.
LL@(6114) The organizations objective becomes treating all three indicators simultaneously and continuously, and this leads to achieving the end of obtaining the money for which provision was made in the order or the contract proper, i.e. it is expressed through increasing the added and realized value, at the same time as the stocks and the operational costs are reduced. => Organizacija stoga mora da vodi računa o sve tri grupe indikatora istovremeno i neprekidno, a cilj je da dobije novac koji je ugovoren porudžbinom ili samim ugovorom, t.j., cilj je uvećana dodata i realizovana vrednost, a u isto vreme smanjenje zaliha i operativnih troškova.
LL@(6115) Another problem faced by the organization is generated by the deficient capacities, the exceeding capacities, and the resources having capacity restrictions. => Organizacija ima još jedan problem koji proizilazi iz nedovoljnih kapaciteta, ili prevelikih kapaciteta ili ograničenih resursa.
LL@(6116) The notion of deficit capacity is identified, or the appearance of a bottleneck as being the resource with capacity smaller than the demand placed on it, and the notion of excess capacity, or the appearance of a wide spot, as being the resource the capacity of which is bigger than the demand placed on it. => Pojam nedovoljnih kapaciteta smo odredili, to je usko grlo kao u slučaju resursa koji su manji nego što je potražnja za njima, a pojam prevelikih kapaciteta predstavlja preveliki slobodan prostor, kada su kapaciteti veći nego što je potražnja za njima.
LL@(6117) The conclusions of the analysis are remarkably useful: one hour saved in a tight spot / bottleneck virtually means an extra hour for the entire production system, while an hour saved at a wide spot is but an illusion, which only adds another hour to the idle/inactivity time. => Zaključci ove analize su veoma korisni: jedan sat koji se uštedi u uskom grlu zaista znači jedan sat više za ceo proizvodni sistem, dok je jedan sat koji se uštedi kad je prostora previše upravo samo ilizija kojom se samo dobija još jedan sat praznog hoda, neiskorišćenog vremena.
LL@(6118) Thus, the analysis reveals resources with a restriction of capacity, or resources whose utilization is near to capacity, and so they can become bottlenecks/tight spots if they are not carefully programmed. => Stoga analiza ukazuje na resurse dostupne u situacijama smanjenih kapaciteta ili resurse čija je iskorišćenost blizu raspoloživih kapaciteta, onih koji mogu da postanu usko grlo ako se pažljivo ne programiraju.
LL@(6119) The time of a complete cycle of executing a product is made up of a number of specific categories, or types of time: the adjustment time, a time that a team spend waiting for a resource to be scheduled or accessed, the access, or resource processing time, the queuing time, while the team waits their turn to come to access the resource, while the latter is busy with another team, the waiting time, when the team waits for another team (the subcontracted phase in the products technological flow) in order to co-generate a certain stage of the project, and the inactivity time, as the difference of the duration of the activity cycle and the sum of the four previous times. => Vreme ukupnog ciklusa izrade jednog proizvoda sastoji se od određenog broja specifičnih kategorija ili tipova vremena: vreme prilagođavanja, vreme koje tim potroši da se određeni resurs planira ili proceni, pristup, ili vreme za obradu resursa, vreme čekanja, dok tim čeka svoj red da pristupi resursu, dok se resursom bavi neki drugi tim, vreme čakanja kada tim čeka neki drugi tim (podugovaračka faza u tehnološkom toku proizvoda) da bi zajedno kreirali neku fazu projekta, i vreme mirovanja, kao razlika između ciklusa aktivnosti i sume prethodna četiri vremena.
LL@(6120) In analysing restrictions the following notions are also used: drum, buffer, and rope. => Prilikom analiziranja restrikcija treba uzeti u obzir i sledeće pojmove: bubanj, tampon i konopac.
LL@(6121) If the production system contains a tight spot, this is the best checking point, and it will be called a drum, because it sets the rhythm in which the rest of the system (or those parts that it influences) works (or beats). => Ako u proizvodnom sistemu postoji usko grlo, ono je najbolji kontrolni punkt i njega ćemo nazvati bubanj, zato što se tu uspostavlja ritam u kojem sistem (ili oni delovi na koje utiče) funkcioniše (ili pulsira).
LL@(6122) Putting and maintaining, before the tight spot, a buffer appears as an immediate necessity, in order to permanently ensure something to work on, as the production of this tight spot determines the firms turnover. => Ispred uskog grla neophodno je odmah postaviti i održavati tampon kojim se trajno obezbeđuje da nešto stalno funkcioniše, pošto proizvodnja u ovom uskom grlu određuje obrt firme.
LL@(6123) Likewise, within the flow, communication will be made upstream, in order to prevent a large stock forming, which would immobilize the firms money. => Isto tako, u okviru toka procesa komunikacija mora da teče uzvodno, da bi se sprečilo nagomilavanje zaliha i time blokirao novac firme.
LL@(6124) Communication, called, in a graphical manner, a rope, can be formal, in the form of a programme, or informal, coming as free talks. b4. the method of the entropic analysis follows the signification of the second principle of thermodynamics, often even called the law of entropy; according to this signification, phenomena in nature are irreversible, their sense comes back from the state of order to that of disorder, from the state of imbalance to the state of balance / equilibrium. => Komunikacija, koju ćemo u grafičkom smislu nazivati konopac, može da bude formalna, u obliku programa, ili neformalna, u vidu niza slobodnih, nezavisnih razgovora. b4. ~~~ Metod entropijske analize oslanja se na drugi princip termodinamike, koji se često čak naziva zakon entropije; prema ovom principu, pojave u prirodi su nepovratne, njihov smisao prelazi iz reda u nered, iz stanja neravnoteže u stanje ravnoteže / ekvilibrijuma.
LL@(6125) The acceptations of entropy are variegated, from thermodynamic entropy to statistical entropy, from informational entropy to social entropy. => En tropija je različita to je i termodinamička entropija i statistička entropija, informativna entropija i socijalna entropija.
LL@(6126) Entropy has facilitated the understanding of the processes having to do with energy, of the losses accompanying any energy transformation, seeking to increase efficiency of turning to account the energy available. => Entropija olakšava poimanje procesa koji su u vezi sa energijom, gubitaka koji nastaju prilikom svake transformacije energije i teži da poveća efikasnost obrta i time opravda dostupnu energiju.
LL@(6127) The entropic analysis extends the contour of the productive technological flow, also involving the environment, or nature, in a polluting, negative and non-regenerative sense; the product and the packaging become, after use, factors of increasing the outer disorder. => Entropijska analiza proširuje konture proizvodnog tehnološkog toka koji obuhvata i okruženje, ili prirodu, tako što je zagađuje, negativno utiče i sprečava njenu regeneraciju; posle upotrebe, proizvod i pakovanje postaju faktori koji povećavaju nered u spoljnom svetu.
LL@(6128) The process of product execution is defined as entropic, or resource-consuming, thus maximizing disorder in the ambient milieu. => Proces realizacije proizvoda definiše se kao entropijski, proces koji troši resurse i time izaziva nered u životnoj sredini.
LL@(6129) However, the support of information, or negentropy, appears as being a practical solution by means of extending, through knowledge, the traditional resources available, or via substituting them for new resources. b5. value analysis Š8Ë or value engineering constitutes one of the most interesting specific management techniques, which ensures the necessary balance between the use values projected, and the costs due/appropriate to their execution; they are defined through expressly analysing the product, the function of the product and its use value. => Ipak, izgleda da podrška informacija, ili negentropija, predstavlja praktično rešenje u tom smislu što putem znanja proširuje tradicionalne dostupne resurse ili ih zamenjuje za nove resurse. b5. analiza vrednosti Š8Ë ili stvaranje vrednosti predstavlja jednu od najinteresantnijih specifičnih tehnika menadžmenta kojom se obezbeđuje neophodna ravnoteža između projektovanih upotrebnih vrednosti i troškova potrebnih da se one stvore, a one se određuju neposrednom analizom proizvoda, funkcije proizvoda i njegove upotrebne vrednosti.
LL@(6130) Value analysis is a systemic and creative method of analysis and research-planning that, through the functional approach, sees to it that the functions of the product under study are conceived and realized at minimal costs, in conditions of quality that should satisfy the users necessities in keeping with social-economic demands. => Analiza vrednosti predstavlja sistemski i kreativan metod analize i planiranja istraživanja kojim se, funkcionalnim pristupom, obezbeđuje da se funkcije posmatranog proizvoda projektuju i realizuju uz minimalne troškove, a da on kvalitetom može da zadovolji potrebe kupca u skladu sa društveno-ekonomskom potražnjom.
LL@(6131) The range of the problems related to dimensioning the functions, from both the technical and the economic standpoint, is determinant in value analysis. => Spektar problema koji se odnose na dimenzionisanje funkcija, kako sa tehničke, tako i sa ekonomske tačke gledišta, predstavlja determinantu u analizi vrednosti.
LL@(6132) The correct evaluation of the level to which a function is realized, by means of the characteristic measuring units, is called the technical dimensioning of the product function. => Korektna procena nivoa do kojeg je jedna funkcija realizovana, pri čemi koristimo karakteristične merne jedinice, naziva se tehničkim dimenzionisanjem funkcije proizvoda.
LL@(6133) The economic dimensioning of the functions presupposes the analysis of the product submitted to value analysis, from the producers point of view, determining the means or resources consumed for the realization of the product, as well as its cost. => Ekonomsko dimenzionisanje funkcija pretpostavlja analizu proizvoda koji je podvrgnut analizi vrednosti, ali sa stanovišta proizvođača, pri čemu se određuju sredstva ili resursi utrošeni za realizaciju proizvoda, kao i troškovi.
LL@(6134) In applying value analysis, the following steps are taken in economic practice: the stage of the preparatory measurements, the analysis of the social need, the analysis and evaluation of the existing situation, the conception or re-conception of the product, approval of the optimal solution, the execution, and the checking of the application. => Primenom analize vrednosti u ekonomskoj praksi se preduzimaju sledeći koraci: faza pripremnih merenja, analiza društvenih potreba, analiza i ocena postojeće situacije, programiranje i reprogramiranje proizvoda, odobravanje optimalnog rešenja, sprovođenje rešenja i provera primene.
LL@(6135) Value analysis represents a method having a very special character of generalization. => Analiza vrednosti predstavlja metod koji poseduje veoma specifičnu karakteristiku generalizacije.
LL@(6136) The method of value analysis, or value engineering, can be applied to any product, organization, and even managerial system, going beyond its boundaries, and proving apt to successfully being tailored for the whole social and political system. => Metod analize vrednosti ili stvaranja vrednosti može se primeniti na bilo koji proizvod, organizaciju, čak i sistem menadžmenta, a prevazilazi i svoje granice i može se uspešno prilagoditi i primeniti na celokupni društveni i politički sistem.
LL@(6137) Value analysis or value engineering imposes a new type of approach in organization management, responding to the components of the system through the intermediary of their functionality, and ignoring managerial procedures, and even the existing organizational structures, built exclusively on productive-constructive bases, which can lead to obtaining spectacular results, to improving the performances of the system, and increasing its economic potential. => Analiza vrednosti ili stvaranje vrednosti nameće novi tip pristupa u upravljanju organizacijom koji reaguje na komponente sistema posredstvom njihove funkcionalnosti, zanemarujući postupke u upravljanju i čak postojeće organizacione strukture; razvijen je isključivo na proizvodno-konstruktivnoj osnovi i može da dovede do spektakularnih rezultata, poboljšanja učinka sistema i povećanja njegovog ekonomskog potencijala.
LL@(6138) This brief historical sketch of value analysis emphasizes perhaps one of the most promising specific management methods, in the perspective of an expected resource crisis. => Ovaj kratki istorijski pregled analize vrednosti ističe jedan metod upravljanja koji možda najviše obećava u situaciji kada očekujemo krizu resursa.
LL@(6139) Cassette no. ~~~ 2 - During World War Two, the crisis of such strategic materials as nickel, chromium, wolfram/tungsten and platinum determined the allied governments to prioritize their allotment to the armament industries. => Kaseta br. 2 Tokom Drugog svetskog rata, kriza koja se odnosila na strateške materijale kao što su nikl, hrom, volfram / tungsten i platina primorala je vlade zemalja saveznica da po osnovu prioriteta opredele ove resurse vojnoj industriji.
LL@(6140) Diminution of resources generated an increase in the insurance of supply of substitute materials. => Umanjeni resursi stvorili su potrebu da se obezbede materijali koji bi ih zamenili.
LL@(6141) In order for the product to work properly in the conditions when substitute materials were used, all of them had to be re-designed.Š9Ë The theory of value analysis, succinctly described by L.D. Miles, presupposed defining the notion of product value starting from the difference of content which that notion involved, for the buyer, and for the producer. => Da bi proizvod pravilno funkcionisao u uslovima kada je napravljen od materijala supstituta, svi oni su morali da budu pre-projektovani . ~~~ Š9Ë teorija analize vrednosti koju je jezgrovito opisano L.D. Miles, pošla je od pretpostavke koja određuje pojam vrednosti proizvoda polazeći of razlike u sadržaju pojma sa stanovišta kupca i sa stanovišta proizvođača.
LL@(6142) For a buyer, the value of a product signified the maximal amount of monetary units that he/she was willing to pay in exchange for the defining attributes of the product, in accordance with the quality characteristics, the conjuncture of the relationship demand-supply, and the prices of the products that concurred them in point of usefulness, or of the similar products offered by the other firms present on the market. => Za kupca, vrednost proizvoda predstavljala je maksimalni broj novčanih jedinica koji je on spreman da plati u zamenu za atribute proizvoda, u skladu sa karakteristikama kvaliteta, odnosom ponude i potražnje i cenama proizvoda koji su se poklapali s njima u smislu korisnosti, ili sličnih proizvoda koje su nudile neke druge firme na tržištu.
LL@(6143) Virtually opposed to the value-for-the-buyer, the value-for-the-producer, or the cost value, was defined as the minimal amount of costs by which the respective product can be manufactured. => Potpuno suprotno od vrednosti za kupca, vrednost za proizvođača, ili nabavna vrednost, određena je kao minimalna količina troškova potrebnih da se taj proizvod proizvede.
LL@(6144) The two notions can merge into only one simple notion, that of value, which additionally implies the conclusion that the value of the product can be augmented either through diminishing the value-for-the-producer, or the cost value, or through increasing the value-for-the-buyer, or multiplied through both variants, cumulated in point of effects. => Ova dva pojma mogu da se stope u jedan jednostavni pojam, pojam vrednosti, što dodatno nameće zaključak da se vrednost proizvoda može povećati ili smanjenjem vrednosti za proizvođača, odnosno nabavne cene, ili povećavanjem vrednosti za kupca, ili uvećanjem obe varijante, akumulirana u smislu cene.
LL@(6145) This is, succinctly and in rather general terms, the concept of value elaborated at the General Electric Company, which also achieved, over a very short interval, important annual savings. => Ovo je, ukratko, i u prilično opštem smislu, pojam vrednosti razvijen u General Electric Company, koja je takođe postigla značajne uštede na godišnjem nivou i to za vrlo kratko vreme.
LL@(6146) This procedure of analysis of the firm General Electric was taken over by the Ford corporation, after 1958, and then by the companies coordinated by the Department of the USA Air Force, and, subsequently, by an increasing number of American companies, and, beginning with the year 1960, by some European firms. => Ovaj postupak analize u firmi General Electric je osle 1958. godine preuzela korporacija Ford, a zatim i kompanije koje je koordinisalo Vazduhoplovstvo SAD, a onda i sve veći broj američkih kompanija, a početkom 1960. godine i neke evropske firme.
LL@(6147) Nearly a decade after the emergence of the method, new extended solutions appeared at General Electric. => Skoro deceniju pošto se ovaj metod pojavio, u firmi General Electric pojavila su se i neka proširena rešenja.
LL@(6148) To begin with, the typology of values was diversified, so the theory acknowledged the existence of four categories of values, namely: use value, estimation value, cost value, and exchange value. => Za početak, napravljena je no va tipologija vrednosti, tako da je ova teorija sada razlikovala četiri kategorije vrednosti, naime: upotrebna vrednost, procenjena vrednost, nabavna vrednost i vrednost razmene.
LL@(6149) The first two categories synthesize the minimal costs necessary in order to configure the defining functional and psycho-sensorial attributes or characteristics of the product. => Prve dve kategorije odnose se na minimalne troškove neophodne za određivanje funkcionalnih i psiho-senzorskih atributa ili karakteristika proizvoda.
LL@(6150) In estimating quality by means of value, the product is redefined as the ensemble of utilities, and of relationships with its users. => U proceni kvaliteta u smislu vrednosti, proizvod se redefiniše kao skup korisnih karakteristika i odnosa sa korisnicima.
LL@(6151) The other values, bringing together the production costs, or those recognized through exchange, are evaluations realized not in proportion to the material costs, but rather in proportion to the satisfaction the buyer gets after using the product. => Druge vrednosti, koje objedinjuju proizvodne troškove, ili one koje nastaju razmenom, predstavljaju vrednovanja koja se ne iskazuju u odnosu prema materijalnim troškovima, već pre u odnosu na zadovoljstvo koje kupac iskazuje pošto iskoristi proizvod.
LL@(6152) A first significant result of the method was that many manufacturers were tempted to use substitute materials. => Jedan od prvih značajnih rezultata bio je taj što je veliki broj proizvođača došao u iskušenje da koristi materijale koji služe kao zamena.
LL@(6153) L.D. Miles set up a team made up of specialists coming from various compartments involved in designing a product, with a view to methodically and systematically analyzing the value of the designed and manufactured product. ~~~ In the sixth decade of the last century, H. Erlicher, who had, in the meantime, become the Secretary of the Armed Forces, used his position to extend the method of value analysis. => L.D. Miles je okupio tim stručnjaka iz različitih sektora koji su učestvovali u projektovanju proizvoda, s namerom da metodično i sistematično analizira vrednost projektovanog i izrađenog proizvoda. [ezdesetih godina prošlog veka H. Erlicher, koji je u međuvremenu postao sekretar Vojnog vazduhoplovstva, iskoristio je svoj položaj da proširi metod analize vrednosti.
LL@(6154) Yet, the method was simultaneously utilized by the USA Navy Office, who initiated a target-programme aimed at reducing the costs of the ships and adjoining equipment, as early as the design phase, which yielded excellent results in the years 1955 and 1956. => Ipak, ovaj metod je istovremeno koristila i Mornarica SAD, koja je započela ciljani program s namerom da smanji troškove vezane za brodove i prateću opremu, i to još od faze projekta. ~~~ Godine 1955. i 1956. postigli su izvanredne rezultate.
LL@(6155) The year 1956 was in fact the year when value analysis, now alternatively defined as value engineering in the activity of design, substantially developed thanks to the US Secretary of Defence, Robert McNamara. => Godina 1956. bila je u stvari godina kada se analiza vrednosti, koju su sada nazivali i stvaranjem vrednosti u projektovanju, značajno razvila zahvaljujući Sekretaru Odbrane SAD, Robertu McNamari.
LL@(6156) Using value analysis led to eliminating many unjustified costs, in direct proportion to the use value of the product; in only five years, the amount saved rose to something like over $14 million.. => Primenom analize vrednosti eliminisan je veliki broj neopravdanih troškova, u direktnoj proporciji sa upotrebnom vrednošću proizvoda; za samo pet godina, uštede su iznosile nešto preko 14 miliona dolara.
LL@(6157) Value analysis is also defined through a number of fundamental principles: I the principle of functional analysis, in keeping with which the functional characteristics are much more important than the structural ones, II the principle of the double dimensioning of the functions, namely their technical dimension expressed through specific technical measuring units, and the economic dimension expressed through costs, III the principle of the maximization of the ratio between the use value and cost (increasing the products competitiveness through maximizing the use value in parallel to minimizing the costs), IV the principle of the final hierarchization of the products functions, starting from the simple relation of ordering S* = S S / P, where S* represents the average rank of importance, of the individual level of importance S allotted through order numbers, resulting from the number of analysis matrixes of the P type (assigning the level of importance is called up in proportion to the number of functions that define the product) Š10Ë V the principle of the systemic approach to use value, as the newly created products, on the whole, respond to certain individual/social needs, but not at any rate their subsets or components parts. => Analiza vrednosti takođe se definiše nekim fundamentalnim principima: ~~~ I principom funkcionalne analize, po kojem su funkcionalne karakteristike važnije od strukturnih, II principom dvostrukog dimenzionisanja funkcija, naime njihovih tehničkih dimenzija izraženih pomoću specifičnih tehničkih mernih jedinica, i ekonomske dimenzije izražene kroz troškove, III principom maksimizacije odnosa između upotrebne vrednosti i troška (povećavanja konkurentnosti proizvoda maksimiziranjem upotrebne vrednosti uz istovremeno minimiziranje troškova), IV principom određivanja konačne hijerarhije funkcija proizvoda, počevši od jednostavnog odnosa reda S* = S S / P, gde S* predstavlja prosečni nivo značaja pojedinačnog nivoa značaja S određenog brojem narudžbenica, a kao rezultat broja matrica analize tipa P (pripisivanje nivoa značaja vrši u odnosu na broj funkcija kojima se proizvod definiše) Š10]. ~~~ V principom sistemskog pristupa upotrebnoj vrednosti, pošto novi proizvodi, u celini, zadovoljavaju određene potrebe pojedinca / društva, ali ne i njihovi podsistemi ili sastavni delovi.
LL@(6158) Value analysis is a type of organized analysis aiming at identifying the useless costs in the products having more than one component elements, utilizing functional analysis to define the problem, and group creativity to solve it. => Analiza vrednosti je vrsta organizovane analize čiji je cilj da identifikuje beskorisne troškove u proizvodima koji se sastoje od više elemenata, a koristi funkcionalnu analizu da definiše problem i grupnu kreativnost da ga reši.
LL@(6159) Among the specific techniques and instruments that are incorporated in value analysis, one can distinguish the techniques of functional analysis, of analysis of the product structure, the use of the contact schemes and the determination of the conception function of the new product, the cost analyses (calculating costs through analogic, parametric or analytical methods, using matrices of the functions-costs type, and the cost histograms), methods for identifying the appropriate solutions to meet the consumers needs and requirements, such as the techniques of creativeness stimulation, of functional arborescent analysis, and the computer-assisted devices (CAD), the technique of evaluation of the design solutions for the new products (the functional block diagram, or BDF, the table of functional analysis, or TAF, calculation of the conception efficiency rate, reliability, globally assessed through AMDEC (Analysis of Modes of Failure, Effects and their Criticalness). => Među specifičnim tehnikama i instrumentima obuhvaćenim analizom vrednosti mogu se prepoznati tehnike funkcionalne analize, analize strukture proizvoda, primena kontaktnih šema i određenje koncepcijske funkcije novog proizvoda, analize troškova (izračunava troškove primenom analognih, parametarskih ili analitičkih metoda, primenom matrica tipa funkcija/trošak, i histograma troškova), metoda za identifikovanje odgovarajućih rešenja kojima će se zadovoljiti potrebe i zahtevi potrošača, kao što su tehnike stimulacije kreativnosti, funkcionalne granajuće analize, oruđa sa kompjuterskom podrškom (CAD), tehnike vrednovanja projektnih rešenja za nove proizvode (funkcionalni blok dijagram ili BDF, tabela funkcionalne analize ili TAF, izračunavanja stope koncepcijske efikasnosti, pouzdanosti koja se u globalu ocenjuje primenom AMDEC (Analiza modela neuspeha, efekata i njihova kritičnost).
LL@(6160) By detailing the inventory of the various techniques of functional analysis, one can find that each of them is more or less adapted to the specificity of the product or the type of analysis (the technique of the interactors, the functional tree, the F.A.S.T. diagram, the S.A.D.T. or G.R.A.F.C.E.T. techniques). => Detaljnim uvidom u različite tehnike funkcionalne analize možemo da zaključimo da je svaka od njih u manjoj ili u većoj meri prilagođena specifičnom karakteru proizvoda ili tipu analize (tehnika uzajamnih činilaca, funkcionalno stablo, F.A.S.T. dijagram, S.A.D.T. ili G.R.A.F.C.E.T. tehnika).
LL@(6161) Concluding, the method of value analysis has become, at present, more than an inevitable reality in the management of prevalently productive organizations, over a comparatively short period (only half of a century) after its spectacular appearance, looming as the main argument of a managerial type in the context of the drastic limitation of resources. ~~~ 4. => Možemo da zaključimo da ja danas metod analize vrednosti postao jedna određena neizbežna realnost u upravljanju pretežno proizvodnim organizacijama, i to u veoma kratkom periodu (za samo pola veka) od kad se spektakularno pojavio, i sada predstavlja glavni oslonac za onaj tip upravljanja koji se primenjuje u kontekstu strogo ograničenih resursa. 4.
LL@(6162)  => Specifični statistički metodi koji se odnose na predviđanje C. Specifični metodi koji se koriste u predviđanju predstavljaju prvenstveno matematičko i statističko, ali i interesantno sociološko rešenje koje menadžment može da koristi da bi lakše projektovao i planirao odluke i organizacione alternative.
LL@(6163) Specific statistical methods connected to previsioning Revisions represent an interesting sociological answer, but mainly a mathematical and statistical one, given to management in order to help it design and plan decision-making and organizational alternatives more easily, either as individual techniques, or as ensembles of techniques that are rather various, yet homogeneous through the object predicted: c1. the Delphi technique provides contiguity in solving a problem, by the agency of addressing questionnaires, or even rounds of questionnaires, to people who are at a considerable distance from one another (as a rule, experts in the domain under investigation, and, more rarely, a number of people who are directly interested); the aim of this technique is also to extract an organizations problems, and in order to make sure the initiative or the move will work, it is imperative to clearly establish the domain and the precise delimitation of the problem, the judicious choice of the participants, the processing, the synthesis, the interpretation and the presentation of the answers with a lot of competency, as well as allowing the participants sufficient time to answer; c2. the set of the technological previsioning techniques comprises various techniques, from the technique of the scenarios, the pattern technique, the morphological technique, the technique of the matrix of discoveries, possessing a higher degree of use in the organizations managerial practice, to the technique of technological prevision through analogy, the technique of the precursory events, the technique of international comparation, and even the technique of opinion polls / canvassing, whose utilization is relatively lower in point of frequency. => Mogu se koristiti ili kao pojedinačne tehnike, ili kao skupovi tehnika koje su međusobno različite, ali ipak homogene kada se radi o predviđanju cilja: c1. ~~~ Delphi tehnika omogućava uvek neposredan uvid tokom rešavanja problema, pošto odgovarajuća služba šalje upitnike ili nekoliko krugova upitnika ljudima koji su međusobno veoma udaljeni (po pravilu, stručnjacima u oblasti koju posmatramo, i, ređe, jednom broju neposredno zainteresovanih ljudi); ova tehnika ima za cilj da izdvoji problem u organizaciji i, da bi se obezbedilo da inicijativa ili preduzeta mera imaju uspeha, jasno ustanovi u kom delu se problem javlja i da ga razgraniči, da pažljivo i stručno izabere učesnike, način obrade, sintezu, tumačenje i prezentovanje odgovora /rešenja, kao i da ostavi učesnicima dovoljno vremena da daju odgovore, c2. ~~~ Skup tehnoloških tehnika predviđanja obuhvata različite tehnike, od tehnike scenarija do tehnike uzorka, morfološke tehnike, tehnike matrice otkrića, koje se veoma koriste u praksi upravljanja preduzećem, do tehnike tehnološkog predviđanja putem analogije, tehnike prethodnih događaja, tehnike međunarodnog poređenja i čak tehnike ankete / istraživanja, koje su nešto ređe.
LL@(6164) The technique of the scenarios defines a procedure that points out the critical moments where the manager is required to intervene for the activity of the organization to continue, through decision-making, opting for one of the possible variants in a certain domain. => Tehnikom scenarija definiše se postupak koji ističe kritične momente u kojima se od menadžera očekuje da interveniše, da bi organizacija nastavila da funkcioniše. ~~~ On to čini tako što donosi odluku, čime se opredeljuje za jednu od nekoliko varijanti u određenoj oblasti.
LL@(6165) The technique describes a sequential, yet logical, event, and has the capacity of emphasising critical moments. => Ova tehnika opisuje događaj koji logično sledi iz situacije i ističe kritične momente.
LL@(6166) The option allows continuing the action along one direction or the other, and generates another logical succession of sequences, as the iterations lead towards different critical areas, imposing another option through decision-making, etc. => Ova opcija omogućava da se aktivnost nastavi u jednom ili drugom pravcu i generiše novi niz događaja, pošto svaki korak vodi do drugih kritičnih oblasti i nameće još jednu opciju u zaključivanju, itd.
LL@(6167) The technique diversifies in keeping with the elements characteristic of the scenarios, through the theory of the strategic games, through simulation, mathematical models, dynamic programming, etc. => Ova tehnika se razlikuje u skladu sa elementima koji su karakteristični za određeni scenario; od teorije strateških igara, preko simulacije, matematičkih modela, do programiranja, itd.
LL@(6168) The pattern technique, utilized in prevision-making in the technical and technological field, first puts forward the objective, and then effects the previsional study in order to discover the factors that facilitate attaining the time targets, or make it more difficult; it is apparently similar to the management method based on objectives, applied in the particular case when the objectives cannot be rigorously quantified, so the moment of attaining partial goals cannot be accurately predicted, and consequently the stages of performing the programme have a broader tolerance margin. => Tehnika uzorka, koja se koristi u predviđanju u tehničkoj i tehnološkoj oblasti rada, na prvo mesto stavlja cilj, a onda efekte studije predviđanja, i na taj način otkriva faktore pomoću kojih će lakše postići vremenski određene ciljeve, ili koji će taj proces otežavati. ~~~ Ona je očigledno slična metodu upravljanja zasnovanom na ciljevima, koji se primenjuje u posebnom slučaju kada se ciljevi ne mogu strogo kvantifikovati, pa se trenutak u kome će se postizati parcijalni ciljevi ne može precizno predvideti i stoga faze u izvođenju programa imaju širu marginu tolerancije.
LL@(6169) Š11Ë The morphological technique of prediction decomposes the whole into its structural parts, and distinctly realizes the independent quality projection for the component parts, starting from the progress of technique and technologies. => Š11Ë Morfološka tehnika predviđanja razlaže celinu na njene sastavne delove i jasno izvodi nezavisnu projekciju kvaliteta za ove komponente, počevši od napretka tehnike i tehnologije.
LL@(6170) The technique of the matrix of discoveries makes predictions through combining only two factors (either both technical or technological, or one technical or technological and the other economic); c3. the set of the techniques of trend estimation combines the statistic techniques of adjustment and extrapolation of the chronological series of data; c4. the set of the techniques of stochastic and econometric modelling puts into effect variegated statistical and mathematical techniques, starting, in principal, from the technique of self-regressive modelling and the technique of econometric modelling. => Tehnikom matrice otkrića vrše se predviđanja tako što se kombinuju samo dva faktora (ili i tehnički i tehnološki, ili jedan tehnički ili tehnološki i jedan ekonomski); c3. skup tehnika za procenu trenda kombinuje statističke tehnike prilagođavanja i ekstrapolacije hronološkog niza podataka; c4. skup tehnika stohastičkog i ekonometrijskog modelovanja koristi čitav spektar statističkih i matematičkig tehnika, po pravilu polazeći od tehnike samo-regresivnog modelovanja i tehnike ekonometrijskog modelovanja. 5.
LL@(6171) 5. ~~~ Specific nžmanagerials models of organizational generalization D. => Specifični metodi upravljanja putem organizacione generalizacije D. Tipični modeli menadžerskih postupaka su metodi maksimalne organizacione generalizacije i oni obuhvataju: d1.
LL@(6172) The typical methods of the managerial activity are the methods of maximal organizational generalization, and they include: d1. the meeting, or reunion (both names, although different, designating the same institutionalized form of dialogue, taking place in keeping with pre-established rules, where, through the confrontation of the participants opinions, regulations and rules are set/established, and decisions are made; simultaneously, it also becomes the solution that usually serves the communication problems); d3. the control panel is a useful technique, notably in top organization management, interested in possessing synthetically, simple and prompt situations concerning the general state, as well as the organizations time and space performance. => Sastanak ili okupljanje (oba naziva, mada su različita, određuju isti institucionalni oblik dijaloga, održavaju se prema prethodno utvrđenim pravilima, gde se sukobljavanjem mišljenja učesnika utvrđuju / uspostavljaju pravila i propisi i donose odluke; istovremeno, to je i rešenje u slučaju problema u komunikaciji); d2. ~~~ Delegiranje (odluka o prenošenju zadataka na saradnike, posebno u periodima kada je menadžer prezauzet, a time se i razvija povoljna klima da podređeni pokazuju sve više inicijative); d3.
LL@(6173) 6. ~~~ Various specific methods of management E. => Kontrolni panel predstavlja takođe korisnu tehniku, posebno na najvišem nivou uprave u organizaciji.
LL@(6174)  => Ova tehnika sintetički obrađuje jednostavne i hitne situacije koje se tiču opšteg stanja i organizacionog učinka u vremenu i prostoru. 6.
LL@(6175) The specific methods of management (e.g. weather disasters management) The weather disaster management involves many disciplines and institutions and focus on the main activities that take place, some on a regular basis as part of the weather forecast service, and some triggered by extreme events. => Različiti specifični metodi upravljanja E. specifični metodi upravljanja (na primer, upravljanje vremenskim katastrofama) Upravljanje vremenskim katastrofama obuhvata veliki broj disciplina i institucija i fokusira se na glavne aktivnosti koje treba preduzeti, neke kao deo redovne aktivnosti, kao posao službe meteorološke prognoze, a neke kada dođe do nekih elementarnih nepogoda.
LL@(6176) These activities are: 1) weather and hydrological forecast; 2) assessment of weather disaster risk for specific zones and warning; 3) evacuation and other measures taken to diminish damage; 4) further intervention and rescue missions, help in case of weather disaster; 5) steps to restore normality and resume economic activities; 6) complex evaluation of the situation and implementation of plans that will adapt communities for future possible severe weather disaster Š12-13Ë. Disaster Management includes the main weather management issues of weather disasters: monitoring environmental changes, observations and data collection, diagnosis, modelling forecasting of meteorological and hydrological hazards produced by extreme weather and climate change, advances in radar, satellite and hydrological modelling methods for flash flood forecasting and droughts, remote sensing and geophysical surveying, quantifying fluxes of water among hydrologic reservoirs, and understanding the causes of global water and energy cycle variability, prediction and simulation of hazardous weather using mesoscale and microscale, numerical models and assimilation systems, urban planning or urban disaster management, natural catastrophe risk modelling (recent development in loss modelling technology and application to insurance, risk managers and local governments). => Ove aktivnosti obuhvataju: ~~~ 1) vremensku i hidrološku prognozu, 2) procenu rizika od vremenskih nepogoda za posebne zone i upozoravanje, 3) evakuaciju i druge mere koje se preduzimaju da bi se umanjila šteta, 4) dalje intervencije i akcije spasavanja, pomoć u slučaju vremenskih nepogoda, 5) korake koji se preduzimaju da se stvari vrate u normalno stanje i da se nastave ekonomske aktivnosti, 6) složeno vrednovanje situacije i primena planova pomoću kojih će se zajednica pripremiti za moguće ozbiljne vremenske katastrofe u budućnosti Š12-13]. ~~~ Upravljanje u slučajevima nesreće obuhvata glavne probleme vremenskih katastrofa: praćenje promena u okruženju, osmatranje i prikupljanje podataka, modele predviđanja meteoroloških i hidroloških rizika izazvanih ekstremnim promenama vremena i klime, unapređenje radarske tehnike, modelovanje metoda za predviđanje poplava ili suša pomoću satelita i hidroloških tehnika, osmatranje na daljinu i geofizička ispitivanja, kvantifikovanje vodenih tokova u hidrološkim rezervoarima i poimanje uzroka globalnog ciklusa promena vode i energije, predviđanje i simulacija opasnosti od vremenske promene pomoću mezoskale i mikroskale, numerički modeli i sistemi asimilacije, urbano planiranje ili upravljanje nesrećama u urbanoj sredini, modeli rizika od prirodnih katastrofa (savremeno dostignuće u tehnologiji modela gubutaka i primena u osiguranju, kod menadžera rizika i u lokalnoj upravi).
LL@(6177) Natural catastrophe risk can represent overall social and economic impacts of natural hazard on humans and the built environment. => Rizik od prirodne katastrofe obuhvata ukupni društveni i ekonomski uticaj opasnosti od prirodnih katastrofa na ljude i naseljene oblasti.
LL@(6178) Such impacts include, among others, loss of life, injury, damage and loss to properties, business interruption and loss of profit. => Ovi uticaji, između ostalog, obuhvataju gubitak života, povrede, oštećenje ili gubitak imovine, prekid poslovanja i gubitak profita.
LL@(6179) This integration of natural phenomena and their consequences is mathematically specified as exposure: Risk = Hazard x Vulnerability x Value. d2. the delegation (a decision that transfers tasks to the collaborators, especially in the periods of managerial over-occupation, and develops a favourable climate for amplification of the subordinates initiative); Evaluating the social and economic impacts of natural catastrophes involves a number of different disciplines ranging from earth and weather sciences, to management, economics, mathematics, statistics, physics, engi neering, demography, etc. => Ovaj skup prirodnih fenomena i njihovih posledica može se matematički predstaviti na sledeći način: ~~~ Rizik = Opasnost x Ranjivost x Vrednost Procena društvenih i ekonomskih uticaja prirodnih karastrofa obuhvata nekoliko različitih disciplina, od nauka koje se bave zemljištem i vremenom, do menadžmenta, matematike, statistike, fizike, mašinstva, demografije, itd.
LL@(6180) Natural catastrophe risk models may also be used by local government for risk mitigation, post-disaster reaction, recovery planning and public awareness programs relating to: computer modelling of natural risks, natural catastrophe risk modelling methodologies, the use of GIS in natural catastrophe risk modelling, uncertainty and sensitivity of computer risk models, availability, reliability and quality of data used in natural catastrophe risk models, regional vs. local risk models, modelling the social and humanitarian impacts of natural disasters, natural catastrophe risk modelling of urban areas and its application to urban planning, post-disaster planning and risk mitigation, building and social vulnerability of developing countries to natural disasters, practical applications of natural catastrophe risk models in the business environment, etc. ~~~ 7. => Modele rizika od prirodnih katastrofa može takođe koristiti i lokalna vlast, da bi ublažila rizik, regovala u slučaju nepogoda, planirala oporavak zajednice i izradila programe za upoznavanje stanovništva sa opasnošću, a to čini pomoću: izrade kompjuterskih modela rizika od prirodnih nepogoda, metodologija za izradu modela rizika od prirodnih katastrofa, primenom GIS u izradi modela rizika od prirodnih katastrofa, nesigurnosti i osetljivosti kompjuterskih modela rizika, dostupnosti, pouzdanosti i kvaliteta podataka koji se koriste u modelima rizika od prirodnih katastrofa, odnosu regionalnih i lokalnih modela, izrade modela društvenih i humanitarnih uticaja prirodnih katastrofa, izrade modela rizika od prirodnih nepogoda u urbanim sredinama i njegove primene u urbanom planiranju, planiranju poslova posle katastrofe i ublažavanje rizika, u građevinarstvu i socijalnoj ranjivosti zemalja u razvoju u slučaju prirodne katastrofe, praktične primene modela rizika od prirodnih katastrofa u poslovnom okruženju, itd. 7.
LL@(6181) Conclusion As management theory advances in development of wide spectrum of specific multidisciplinary methods and techniques it is becoming more and more necessary to combine the techniques into new methods, and even methods into new leadership and management systems, with a view to attaining an increased efficaciousness of management. => Zaključak Teorija menadžmenta postiže veliki napredak u razvijanju širokog spektra specifičnih multidisciplinarnih metoda i tehnika i stoga postaje sve neophodnija kada treba kombinovati različite tehnike da bi se dobili novi metodi, i pretvaranju metoda u nove sisteme liderstva i menadžmenta, a sve u cilju postizanja veće efikasnosti u upravljanju.
LL@(6182) We propose further study aimed at aggregation of methods. => Predlažemo da se istraživanja nastave, sa ciljem da se izvrši agregacija metoda.
LL@(6183) Aggregation of techniques in practice, while the methods and the techniques are increasingly utilized in ever more diverse combinations by the managers, can result from disadvantages of individual application of any method or technique, further the capacity of homogeneous ensembles of techniques grouped into methods of satisfying multifunctional managerial needs, in constant striving toward improvement. => Agregacija tehnika u praksi, dok menadžeri primenjuju ove tehnike i metode sve različitijim kombinacijama, može da proistekne iz nedostataka pojedinačne primene bilo kog metoda ili tehnike i da unapredi sposobnost homogenih skupova tehnika grupisanih u metode koji treba da zadovolje multifunkcionalne potrebe menadžera koji se neprekidno bore za poboljšanja.
LL@(6184) But as this article has illustrated, specific management methods are so diverse that achieving needed proficiency can result in overspecialization of experts and create obstacles in integrating several different methods. => Ali, kako je pokazano u ovom radu, specifični metodi upravljanja toliko su različiti da postignuće potrebne veštine može da preraste u preteranu specijalizaciju stručnjaka i stvori probleme u spajanju nekoliko različitih metoda.
LL@(6185) So we can conclude that further advances in this field need to be supported by theoretical frameworks developed by experts in different fields of science that support specific managerial methods. => Stoga možemo da zaključimo da je za dalji napredak u ovoj oblasti potrebna podrška teorijskih okvira koje će razviti stručnjaci iz različitih oblasti nauke koji podržavaju specifične metode upravljanja.
LL@(6186) REFERENCES Š1Ë Dumitrescu, M., Altar, M., Bran, P., Barbulescu, C., Russu, C., Stolojan, Th., (1990), Enciclopedia conducerii întreprinderii, Editura Stiintifica si Enciclopedica, Bucuresti. => LITERATURA Š1Ë Dumitrescu, M., Altar, M., Bran, P., Barbulescu, C., Russu, C., Stolojan, Th., (1990), Enciclopedia conducerii întreprinderii, Editura Stiintifica si Enciclopedica, Bucuresti.
LL@(6187) Š2Ë Osborn, A.,(1980), Wake Up Your Mind! => Š2Ë Osborn, A.,(1980), Wake Up Your Mind!
LL@(6188) 101 Ways To Develop Creativeness, Charles Scribners Sons New York, (an edition reprinted after the original 1952 variant), page 34. => 101 Ways To Develop Creativeness, Charles Scribners Sons New York, (reprint izdanje posle verzije iz 1952), str. 34.
LL@(6189) The authors synthetic formulation best describes the essence of the method: If you try to get, at the same time, from the same tap, warm water and cold water, all youll get will be lukewarm water. => Autorova sintetička formulacija na najbolji način opisuje suštinu ovog metoda: ~~~ Ako pokušate iz jedne slavine da dobijete istovremeno i toplu i hladnu vodu, dobićete samo mlaku vodu.
LL@(6190) If you try to criticize and at the same time create, you will not be able to criticize dispassionately, nor will you be able to generate ideas with enough warmth. => Ako pokušate da u isto vreme i kritikujete i stvarate nešto, nećete biti u stanju da kritikujete objektivno, niti ćete imati dovoljno strasti da iznedrite nove.
LL@(6191) Š3Ë Edward de Bono,(1970), Lateral Thinking: Creativity Step by Step, Harper and Row, New York. => Š3Ë Edward de Bono,(1970), Lateral Thinking: ~~~ Creativity Step by Step, Harper and Row, New York.
LL@(6192) Š4Ë Gordon,W.,(1961),Synectics: The Development of Creative Capacity, Harper and Row, New York. => Š4Ë Gordon,W.,(1961),Synectics: ~~~ The Development of Creative Capacity, Harper and Row, New York.
LL@(6193) Š5Ë Preda, G., Lutu, M.,(1998) Management si know-how. => Š5Ë Preda, G., Lutu, M.,(1998) Management si knowhow.
LL@(6194) Utilizarea eficienta a resurselor energetice si materiale, Editura S.C. Romcartexim S.A., Bucuresti, , pp.100-135. ~~~ Š6Ë Z.,Rant, (1964), Exergie end Anergie. => Utilizarea eficienta a resurselor energetice si materiale, Editura S.C. Romcartexim S.A., Bucuresti, , pp.100-135. Š6Ë Z.,Rant, (1964), Exergie end Anergie.
LL@(6195) Wissenschaftliche Zeitschrift der TU Dresden, pp.1145-1149. ~~~ Š7Ë Naftanaila, I., (2004), Managementul restrictiilor. => Wissenschaftliche Zeitschrift der TU Dresden, pp.1145-1149. Š7Ë Naftanaila, I., (2004), Managementul restrictiilor.
LL@(6196) Sinteza, Editura A.S.E., Bucuresti, pp 4 5. => Sinteza, Editura A.S.E., Bucuresti, pp 4 5.
LL@(6197) Š8Ë Value analysis developed as a result of an initiative appeared in the 1950s, within the American firm General Electric. => Š8Ë Analiza vrednosti razvila se kao posledica inicijative iz 1950ih godina, u američkoj firmi General Electric.
LL@(6198) The supply director of theat firm, namely H. Erlicher, remarked that in many cases coming back to the original projects, for which scarce material were provided, was not justified, as the new products functioned as well as the older ones, and especially at much smaller prices. => Direktor nabavke ove firme, H. Erlicher, zapazio je da u mnogim slučajevima vraćanje na prvobitne projekte za koje je obezbeđeno nedovoljno sirovina, nije opravdano, pošto novi projekti funkcionišu isto tako dobro kao stari i to uz mnogo nižu cenu.
LL@(6199) The target of reducing the costs in the conditions of a qualitative level that was at least constant, established as a poit of reference, was transmitted as an objective to L.D.Miles, the head of the supply service of on eof the companys divisions, based in Baltimore. => Cilj da se smanje troškovi u uslovima u najmanju ruku konstantnog nivoa kvaliteta, koji je uspostavljen kao referentna tačka, prenet je u vidu cilja L.D.Miles-u, direktoru službe nabavke u jednoj od kompanijinih filijala, onoj u Baltimoru.
LL@(6200) Taking into account a number of aspects concerning the costs of the current products, but also the costs of the new products, in 1947, L.D.Miles elaborated a specific, functiononal and systematic method of management for decreasing costs, which he called value analysis. => L.D.Miles je 1947. ~~~ Godine razvio specifičan, funkcionalan i sistematičan metod upravljanja za smanjenje troškova uzevši u obzir jedan broj aspekata troškova za proizvode iz tadašnjeg programa, ali i troškove novih proizvoda. ~~~ Svoj metod je nazvao analiza vrednosti.
LL@(6201) Š9Ë If L.D. Miles used the name of value analysis, or search for value, subsequently the Navy Office of the American Fleet used the term of value engineering in order to describe value analysis in the design / project stage. => Š9Ë L.D. Miles je koristio naziv analiza vrednosti, ili traženje vrednosti, a onda je uprava Američke mornarice počela da koristi termin stvaranje vrednosti (inženjering) da bi opisala analizu vrednosti u fazi dizajna /projekta.
LL@(6202) Thus a confusion appeared, which lasted for a long time. => Tako je došlo do zabune, koja je trajala duže vreme.
LL@(6203) The terms in question are utilized to indicate the stage for which the procedure is applied (i.e. an already existing product, or at the level of product con¬ception/design). => Termini o kojima govorimo koristili su se da pokažu fazu u kojoj je primenjen određeni postupak (t.j., na nivou već postojećeg proizvoda, ili na nivou projektovanja proizvoda).
LL@(6204) Š10Ë Ionita, I., (1984), Analiza valorii, Editura Stiintifica si Enciclopedica, Bucuresti, pp.11. => Š10Ë Ionita, I., (1984), Analiza valorii, Editura Stiintifi ca si Enciclopedica, Bucuresti, pp.11.
LL@(6205) Š11Ë Danaiata, I., Bibu, N. A., Prediscan, M., (2002), teoretice, Editura Mirton, Management.Bazele Timisoara, pp. 295-296 Š12Ë Iwan, W.D, (1998), Mitigation Emerges as Major Strategy for Reducing Losses Caused by Natural Disasters, Science Vol 284, pp. 1947 1963. => Š11Ë Danaiata, I., Bibu, N. A., Prediscan, M., (2002), Management. ~~~ Bazele teoretice, Editura Mirton, Timisoara, pp. 295-296 Š12Ë Iwan, W.D, (1998), Mitigation Emerges as Major Strategy for Reducing Losses Caused by Natural Disasters, Science Vol 284, pp. 1947 1963.
LL@(6206) Š13Ë Grothmann,T.,Reusswig, F.,(2006), People at Risk of Flooding: Why Some Residents Take Precautionary Action While Others do not, Natural Hazards 38: 101120, DOI 10.1007/s11069-005-8604-6. => Š13Ë Grothmann,T.,Reusswig, F.,(2006), People at Risk of Flooding: ~~~ Why Some Residents Take Precautionary Action While Others do not, Natural Hazards 38: 101120, DOI 10.1007/s11069005-8604-6.
LL@(6207) Operational Risk Management in Financial Services and the nev Basel Accord UDC: 005.334 Vesna Bogojević Arsić Fakultet organizacionih nauka, Jove Ilića 154, Beograd, bogojevic¿fon.bg.ac.yu XI International Symposium SymOrg 2008.10th-13th- September 2008. => Upravljanje operativnim rizikom u sektoru finansijskih usluga i novi bazelski sporazum UDK:
LL@(6208) Belgrade, Serbia Today's turbulent financial markets, growing regulatory environments, and increasingly complex financial systems have led risk managers to realize the importance of measuring and managing Operational Risk. => 005.334 Vesna Bogojević Arsić Fakultet organizacionih nauka, Jove Ilića 154, Beograd, XI internacionalni simpozijum SymOrg 2008. 10.-13. septembra 2008, Beograd, Srbija Menadžeri rizika u uslovima savremenog turbulentnog finansijskog tržišta, regulatornog okruženja i sve kompeksnijeg finansijskog sistema sve više shvataju značaj merenja i upravljanja operativnim rizikom u skladu sa preporukama u pogledu bankarske supervizije Komiteta iz Bazela.
LL@(6209) According to the Basel Committee on Banking Supervision, Operational Risk is the risk of direct or indirect loss resulting from inadequate or failed internal processes, people, and systems or from external events. => Operativni rizik je rizik ostvarenja direktnog ili indirektnog gubitka usled neadekvatnih ili neuspešnih internih procesa, ljudi i sistema ili usled eksternih događaja.
LL@(6210) Infrastructure failures (e.g., information technology, terrorist attacks), fraud (e.g., rogue trading), legal and regulatory risks (e.g., fines), have become the motivators behind the move to proactively manage Operational Risk in large Financial Services Institutions. => Loša infrastruktura (npr. informaciona tehnologija, teroristički napadi), prevara, zakonski i regulatorni rizici su uslovili potrebu aktivnijeg upravljanja operativnim rizikom u velikim finansijskim institucijama.
LL@(6211) In this paper we provide an up to date critical review of the most fundamental issues on Operational Risk Management, e.g., methodology, data collection, analytics, implementation, based on practical experience. ~~~ 1. => Rad daje kritički osvrt na osnovna pitanja upravljanja operativnim rizikom, odnosno na metodologiju, prikupljanje podataka, analitiku i primenu zasnovanu na praktičnom iskustvu u ovoj oblasti. 1.
LL@(6212) Introduction the most difficult Of all the different types of risk that can affect institutions, operational risk can be among the most devastating and to anticipate. => Uvod Od svih mogućih vrsta rizika koji prete institucijama, operativni rizik je najopasniji i njega je najteže predvideti.
LL@(6213) Management of operating risks is a key component of our financial and risk management discipline that drives net income results, capital management and customer satisfaction. => Kod nas upravljanje operativnim rizikom predstavlja ključnu komponentu u upravljanju finansijama i rizikom koja utiče na čist dohodak, upravljanje kapitalom i zadovoljstvo kupaca.
LL@(6214) Rigorously controlled and wellmanaged risk, frees up resources and capital for revenue generating opportunities. => Ako se rizik drži pod strogom kontrolom i ako se njime pravilno upravlja, oslobađaju se resursi i kapital i stvara se prilika za ostvarivanje prihoda.
LL@(6215)  => Pošto se operativni rizik našao u središtu pažnje svih učesnika u industrijskim procesima, regulatornih tela i drugih posmatrača, stručnjaci za proučavanje poslovnih operacija, menadžeri rizika i teoretičari menadžmenta dobili su savršenu priliku da primene kvantitativne i kvalitativne tehnike u ovoj oblasti.
LL@(6216) Although credit and market risk are now well understood and are therefore more likely merely to wound, operational risk remains an enigma for risk managers. => Nema sumnje da upravljanje operativnim rizikom u poslednje vreme postaje sve važnije u finansijskim institucijama i banke se sve više specijalizuju u njegovoj primeni.
LL@(6217) It is the relative lack of understanding of it that is threatening. => U bankarskom sektoru to je nova oblast upravljanja, puna izazova.
LL@(6218) Unlike market and credit risk, which tend to be isolated in specific areas of our business, operational risks are inherent in all business processes. => Rizik kreditiranja i tržišni rizik su sada već dobro upoznati i stoga je opasnost od njih manja, ali operativni rizik ostaje zagonetka za menadžere koji upravljaju rizikom.
LL@(6219) It is a broader concept than operations or back office risk. => Opasan je zato što nije u dovoljnoj meri shvaćen.
LL@(6220) Along with established capital charges for market and credit risk, Basel proposes an explicit capital charge to guard the banks against operational risks. => Za razliku od tržišnog ili kreditnog rizika, koji su obično karakteristični za pojedine poslovne linije, operativni rizici su prisutni u svim poslovnim procesima.
LL@(6221) Since January 2005, the new capital requirements require financial services institutions to implement robust systems for the collection and tracking of data. ~~~ As a result of that, the biggest financial institutions have started devoting significant resources to identify, measure, analyze, report and mitigate this potentially catastrophic risk class. => Operativni rizik predstavlja širi pojam od poslovne operacije ili rizika administrativnog poslovanja Pored već uspostavljanih troškova osiguranja kredita u vezi sa tržišnim i kreditnim rizikom, Sporazum iz Bazela predlaže i određeni trošak osiguranja kapitala kojim bi se banke štitile od operativnog rizika.
LL@(6222) They aim to implement a framework that meets all the compliance requirements with the New Capital Accord (Bank for International Settlements, BIS II) regulations: data collection, data tracking and a robust internal risk-control system. => Od januara meseca 2005. godine, novi zahtevi koji se odnose na kapital propisuju obavezu finansijskih institucija da primenjuju stroge sisteme prikupljanja i praćenja podataka.
LL@(6223) Since operational risk became the focus of intense interest among industry participants, regulators and other observers, there is a great opportunity for operations research specialists, risk managers and management scientists to apply quantitative and qualitative techniques in this field. => Stoga su sada najveće finansijske institucije počele da izdvajaju značajne resurse za identifikovanje, merenje, analiziranje, izveštavanje i ublažavanje ove potencijalno razorne vrste rizika.
LL@(6224) There is no doubt that the management of operational risk has taken on increased importance in financial services institutions in recent years and banks are becoming increasingly sophisticated in determining how it a can be accomplished. ~~~ It is a new, exciting area of risk management in the banking sector. => One teže da primene jedan okvir kojim bi se zadovoljili svi zahtevi propisani Novim sporazumom o kapitalu (Banka za međunarodna poravnanja, BIS II): prikupljanje podataka, praćenje podataka i strog unutrašnji sistem kontrole rizika. 2.
LL@(6225) 2. ~~~ Operational risk definition and categorization In general, operational risk contains the losses that follow from acts undertaken (or neglected) in carrying out business activities. => Definicija i kategorizacija operativnog rizika Uopšteno govoreći, operativni rizik podrazumeva gubitke koji proizilaze iz postupaka koji su preduzeti (ili nisu preduzeti) u sprovođenju poslovnih aktivnosti.
LL@(6226) Therefore, when a transaction is priced solely in terms of market and credit risks, an important risk, which can have devastating financial consequences, is missing from the product pricing. => Stoga, ako se jedna transakcija procenjuje samo na osnovu tržisšnog i kreditnog rizika, to znači da se u određivanju cene proizvoda nije uzeo u obzir još jedan važan rizik, čije finansijske posledice mogu da budu katastrofalne.
LL@(6227) After a number of years of intensive debate on what constitutes an operational risk, according to the Basels current definition for purposes of quantification and capital allocation, operational risk can be defined as a risk of direct or indirect loss resulting from inadequate or failed internal processes, people, and systems or from external events 2, pp. 144. => Ozbiljne rasprave o tome šta sve čini operativni rizik traju već godinama, a prema trenutno važećoj definiciji Bazela koja služi za kvantifikaciju i alokaciju kapitala, operativni rizik se može definisati kao rizik ostvarivanja direktnog ili indirektnog gubitka usled neadekvatnih ili neuspešnih internih procesa, ljudi i sistema, ili usled eksternih događaja Š2, str.144Ë.
LL@(6228) Strategic and reputational risks are not included in this definition. => Ovom definicijom nisu obuhvaćeni strateški rizik i rizik po reputaciju.
LL@(6229) The four operational risk categories are further clarified as follows: People, Process, Systems and, External. => Četiri kategorije operativnog rizika dalje se klasifikuju na sledeći način: ~~~ Ljudi, Procesi, Sistemi i Eksterni rizici.
LL@(6230) People as a risk category are losses associated with intentional violation of internal policies by current or past employees. => Ljudi kao kategorija rizika predstavljaju gubitke nastale namernim kršenjem interne (poslovne) politike od strane sadašnjih ili bivših zaposlenih.
LL@(6231) In some specific cases, the risk extends to people who are being considered for employment. => U nekim specifičnim slučajevima rizik se prenosi i na ljude koji tek treba da se zaposle.
LL@(6232) Process risk can be explained as losses that have been incurred due to a deficiency in an existing procedure, or the absence of a procedure. => Procesni rizik se može objasniti kao gubitak izazvan manjkavošću u postojećem postupku ili nepostojanjem potrebnog postupka.
LL@(6233) Losses in this category can result from human error or failure to follow an existing procedure. => Gubici u ovoj kategoriji mogu da nastanu greškom ljudskog faktora ili nepoštovanjem postojeće procedure.
LL@(6234) Process-related losses are unintentional. => Gubici koji se odnose na procese nisu namerni.
LL@(6235) Systems risk category consists of losses that are caused by breakdowns in existing systems or technology. => Kategorija sistemskih rizika obuhvata gubitke izazvane slomom postojećih sistema ili tehnologije.
LL@(6236) Losses in this category are unintentional. => Gubici u ovoj kategoriji su nenamerni.
LL@(6237) If intentional technology-related losses occur, they should be placed in either the people or external category. => Ako dođe do namernih gubita ka zbog tehnologije, njih treba kategorisati ili kao prvu kategoriju ljudi, ili u kategoriju eksternih rizika.
LL@(6238) Finally, external risk category could be defined as losses occurring as a result of natural or man-made forces, or the direct result of a third party's action. => Konačno, kategorija eksternih rizika se može definisati kao gubici koji nastaju usled delovanja prirodnih ili veštački stvorenih sila ili su direktna posledica činjenja treće strane.
LL@(6239) The definition focuses on the causes of operational risk and is open to endless discussion about the detailed definition of each loss category. => Ova definicija je usmerena na uzroke operativnog rizika i omogućava široku raspravu o tome kako detaljno definisati svaku kategoriju gubitaka.
LL@(6240) There are three common categorization methods: event, cause and effect. => Postoje tri uobičajena metoda kategorizacije: događaj, uzrok i posledica.
LL@(6241) There is a live debate in the operational risk managers and insurance community regarding the pros and cons of each method. => Među menadžerima operativnog rizika i u osiguranju vodi se živa debata za i protiv svakog od ovih metoda.
LL@(6242) Tables 1 and table 2 demonstrate the classification proposed by Basel. => Tabela 1 i 2 prikazuju klasifikaciju koju je predložio Bazel. ~~~ Tabela 1:
LL@(6243) Table 1: Basel Business Line Classification INVESTMENT BANKING BANKIING OTHERS Corporate Finance Trading and Sales Retail banking Commercial banking Payment and Settlement Agency Services and Custody) Asset Management Retail Brokerage Table 2: Basel Loss Event Type Classification Event-Type Category (Level 1) 1. => Bazelska klasifikacija po poslovnim oblastima INVESTICIONO BANKARSTVO BANKARSTVO DRUGO Korporativno finansiranje Trgovina i prodaja Bankarski poslovi sa stanovništvom Komercijalno bankarstvo Plaćanja i poravnanja Agencijske usluge i depo poslovi Upravljanje sredstvima/aktivom Brogerski poslovi sa stanovništvom Tabela 2:
LL@(6244)  => Bazelska klasifikacija po tipu događaja Kategorija događaja (nivo 1) Podkategorije (nivo 2) 1.
LL@(6245) Internal Fraud 2. => Interne prevare 2.
LL@(6246) External Fraud 3. => Eksterne prevare 3.
LL@(6247) Employment Practices&Workplace Safety 4. => Praksa zapošljavanja&Bezbednost na radu 4.
LL@(6248) Clients, Products&Business Practices 5. => Klijenti, Proizvodi&Poslovna praksa 5.
LL@(6249) Damage to Physical Assets Subcategories (Level 2) Unauthorized Activity Theft and Fraud Theft and Fraud Systems and Fraud Employee Relations Safe Environment Diversity&Discrimination Suitability, Disclosure&Fiduciary Improper Business or Market Practices Product Flaws Selection, Sponsorhip&Exposure Advisory Activity Disasters and other events 6. => Oštećenje fizičkih sredstava Neovlašćena aktivnost Krađa i prevara Krađa i prevara Sistemi i prevara Odnosi između zaposlenih Bezbedno okruženje Diverzitet&diskriminacija Podesnost, objavljivanje podataka&punomoćnici Nepropisno poslovanje ili tržišni postupci Manjkavosti u proizvodima Selekcija, sponzorstvo&rizičnost Savetnički poslovi Katastrofe i ostali događaji 6.
LL@(6250) Business Disruption and System Failure Systems 7. => Prekid poslovanja i pad sistema Systems 7.
LL@(6251) Execution, Delivery&Process Management Transaction Capture, Execution&Maintenance Monitoring and Reporting Customer Intake and Documentation Customer/Client Accounting Management Trade Counterparties Vendors&Supplies 3. => Izvođenje, isporuka&upravljanje procesima Obuhvat, izvođenje&održavanje transakcija Monitoring and Reporting Priticaj klijenata i dokumentacija Računovodstveno upravljanje korisnik/klijent Druga strana u trgovanju Prodavci&zalihe 3.
LL@(6252) Basel treatment of operational risk Capital Adequacy Framework 2 identified operational risk as a key area of regulatory consideration. => Bazelski komitet i operativni rizik Okvir (struktura) adekvatnosti kapitala Š2Ë određuje operativni rizik kao ključnu oblast kojom regulativa treba da se bavi.
LL@(6253) The New Capital Accord identifies three methods for calculating operational risk capital charge, with increasingly sophistication and advanced qualitative criteria: On the other hand, standardized approach suggests that different business lines are assigned individual gross activity measures and the regulators determine the appropriate fixed multiple (beta) to calculate the regulatory capital requirement. => Novi Sporazum o kapitalu navodi tri metoda za izračunavanje troškova osiguranja kapitala od operativnog rizika, na osnovu sve sofisticiranijih i veoma razvijenih kvalitativnih kriterijuma: ~~~ 1. ~~~ Osnovni pristup putem indikatora (BIA), 2.
LL@(6254) The business lines are defined in detail in table 3. (1) => Standardizovani pristup (STA) i 3.
LL@(6255) Basic Indicator Approach (BIA), (2) Standardized Approach (STA) and, (3) Advanced Measurement Approach (AMA). => Pristup putem usavršenih merenja (AMA).
LL@(6256) According to basic indicator approach, the capital charge should be derived as a fixed multiple (alpha) of some aggregate activity measure such as gross income that has to be positive (in either case, should be excluded from numerator and denominator) 2, pp. 144. => Prema osnovnom pristupu putem indikatora indikatora, troškove osiguranja kapitala treba izvoditi kao fiksni proizvod (alfa) mere neke združene aktivnosti, kao što je bruto dohodak, koji mora da bude pozitivan (u svakom slučaju, ne treba da bude deo imenitelja i brojioca) Š2, str.144Ë.
LL@(6257) The charge may be expressed as follows 2, pp. 144: KBIA= (GI1,..n ) n (1), Where KBIA is the capital charge under the Basic Indicator Approach; GI is annual gross income, where positive, over the previous three years; N is a number of the previous three years for which gross income is positive and; is 15%, which is set by the Committee, relating the industry wide level of required capital to the industry wide level of the indicator. => Trošak se može izraziti na sledeći način Š2, str. 144Ë: (GI1,..n ) n (1), KBIA= Gde KBIA predstavlja trošak po pristupu putem osnovnih indikatora; GI predstavlja godišnji bruto dohodak, koji je pozitivan tokom prethodne tri godine; N predstavlja tri prethodne godine u kojima je bruto dohodak pozitivan; a iznosi 15%, kako je odredio Komitet i pokazuje odnos nivoa potrebnog kapitala u industrijskoj grani i nivoa indikatora u industrijskoj grani.
LL@(6258)  => S druge strane, standardizovani pristup ukazuje na to da različite poslovne linije imaju posebne mere za ukupnu aktivnost i regulatori određuju odgovarajući fiksni rezultat (beta) kojim se izračunava potreba za regulatornim kapitalom. ~~~ Poslovne linije su detaljno obrazložene u tabeli 3.
LL@(6259) The total capital charge is calculated as the three-year average of the simple summation of the regulatory capital charges across each of the business lines in each year. => Ukupni troškovi za osiguranje kapitala izračunavaju se kao srednja vrednost za period od tri godine prostog zbira troška osiguranja regulatornog kapitala u svakoj poslovnoj liniji u svakoj godini.
LL@(6260) The total capital charge may be expressed as: KTSA= šΣ year 1-3 max Σ(GI1-8 × β 1-8), 0ć / 3 (2), Where KTSA the capital charge under the Standardized Approach; GI1-8 is a annual gross income in a given year; as defined in the Basic Indicator Approach, for each of the eight business lines and; ß1-8 is a fixed percentage, set by the Committee, relating the level of required capital to the level of the gross income for each of the eight business lines. => Totalni troškovi osiguranja kapitala može se izraziti kao: ~~~ KTSA= šΣ 1-8), 0ć / 3 (2), year 1-3 max Σ(GI1-8 × β Gde KTSA predstavlja trošak za osiguranje kapitala po standardizovanom pristupu; GI1-8 predstavlja bruto dohodak u datoj godini, kako je definisano u pristupu putem osnovnih indikatora za svaku od osam poslovnih linija; ß1-8 predstavlja fiksni procenat koji je odredio Komitet, a pokazuje odnos nivoa potrebnog kapitala prema nivou bruto dohotka za svaku od osam poslovnih linija.
LL@(6261) The values of the betas for the corporate finance (ß1) trading and sales (ß2) and payment and settlement (ß5) are 18%; for the commercial banking (ß4) and agency services (ß6) are 15% and; for the retail banking (ß3), asset management (ß7) and retail brokerage (ß8) are 12%. => Vrednosti svake bete za korporativne finansije (ß1), trgovinu i prodaju (ß2) i plaćanja i poravnanja (ß5) su 18%; za komercijalno bankarstvo (ß4) i agencijske poslove (ß6) su 15%, a za bankarske poslove sa stanovništvom (ß3), upravljanje aktivom (ß7) i brokerske poslove sa stanovništvom(ß8) su 12%.
LL@(6262) Table 3: Mapping of Business Lines Level 1 Corporate Finance Trading & Sales Level 2 Corporate Finance Municipal/Government Finance Merchant Banking Advisory Services Sales Market Making Proprietary Positions Treasury Activity Groups Mergers and acquisitions, underwriting, privatizations, securitization, research, debt (government, high yield), equity, syndications, IPO, secondary private placements Fixed income, equity, foreign exchanges, commodities, credit, funding, own position securities, lending and repos, brokerage, debt, prime brokerage Retail Banking Retail lending and deposits, banking services, trust and estates Retail banking Private Banking Card Services Private lending and deposits, banking services, trust and investment advice Merchant/commercial/corporate cards, private labels and retail Commercial Banking Payment and Settlement* Commercial Banking Project finance, real estate, export finance, trade finance, factoring, leasing, lending, guarantees, bills of exchange External Clients Payments and collections, funds transfer, clearing and settlement Level 1 Agency Services Asset Management Level 2 Custody Corporate Agency Corporate Trust Discretionary Fund Management Non-Discretionary Fund Management Activity Groups Escrow, depository receipts, securities lending (customers) corporate actions Issuer and paying agents Pooled, segregated, retail, institutional, closed, open, private equity Pooled, segregated, retail, institutional, closed, open Retail Brokerage Retail Brokerage Execution and full service Source: BCBS, International Convergned of Capital Measurement, Annex 8, pp. 302 * Payment and settlement losses related to a banks own activities would be incorporated in the loss experience of the affected business line. => Tabela 3: ~~~ Prikaz poslovne linije Nivo 1 Korporativno finansiranje Trgovina & prodaja Bankarski poslovi sa stanovništvom Nivo 2 Korporativno finansiranje Finansiranje opštin a /vlade Trgovačko bankarstvo Savetničke usluge Prodaja Stvaranje tržišta Vlasničke pozicije Trezor Bankarski poslovi sa stanovništvom Privatno bankarstvo Kartičarstvo Grupe poslova Merdžeri i akvizicije, osiguranje, privatizacije, emitovanje hartija od vrednosti, istraživanje, dug (vlada, visok prinos), akcijski kapital, konzorcijumi, IPO, sekundarni privatni plasmani Fiksni dohodak, akcijski kapital, devizna sredstva, roba široke potrošnje, kredit, budžetiranje, sopstvene hartije od vrednosti, pozajmice i repo, brokerski poslovi, dugovanje, prajm brokerski poslovi Pozajmice i depoziti stanovništvu, bankarske usluge, fondovi i nekretnine Privatne pozajmice i depoziti, bankarske usluge, savetničke usluge u vezi sa fondovima i ulaganjima Trgovačke/komercijalne/korporativne kartice, privatne marke i poslovi sa stanovništvom Nivo 1 Nivo 2 Komercijalno bankarstvo Komercijalno bankarstvo Grupe poslova Projektno finansiranje, nekretnine, izvozno finansiranje, finansiranje trgovine, faktoring, lizing, pozajmice, garancije, menice Isplate i ubiranje dugovanja, transfer sredstava, obračun i poravnanja Eskro računi, prijem priznanica, pozajmice hartija od vrednosti (klijenti) korporativno poslovanje Posrednici u emisiji i plaćanju Kapital: udruženi, razizdvojeni, od stanovništva, institucionalni, zatvoreni, otvoreni, privatni udruženo, razdvojeno, od stanovništva, institucionalno, zatvoreno, otvoreno Plaćanja i poravnanja* Agencijske usluge Upravljanje sredstvima Eksterni klijenti Depo poslovi Korporativno zastupanje Korporativni fond Upravljanje diskrecionim fondovima Upravljanje nediskrecionim poslovima Brokerski poslovi sa stanovništvom Brokerski poslovi sa stanovništvom Izvor: ~~~ BCBS, International Convergence of Capital Measurement, Aneks 8, str. 302 Realizacija i puna usluga *Gubici u isplatama i poravnanjima koji se tiču poslovanja same banke bili bi uključeni u poslovno iskustvo gubitka u odgovarajućoj poslovnoj liniji.
LL@(6263) According to advanced measurement approach, there is a range of internal approaches currently under development, which may be broadly categorized as: Internal Measurement Approach (IMA), Loss Distribution Approach (LDA) and, Scorecard Approaches. => Prema pristupu putem usavršenih merenja, u ovom trenutku se razvija čitav spektar internih pristupa, koji se mogu grubo kategorisati na sledeći način: ~~~ Pristup putem internih merenja (IMA), Pristup putem raspodele gubitka (LDA) i Pristupi putem tabele rezultata.
LL@(6264) When applying internal measurement approach, the business lines are overlaid with a series of operational risk types. => Kada se primenjuje pristup putem internih merenja, poslovne linije se pokriju nizom tipova operativnih rizika.
LL@(6265) For each business line/risk type combination, regulators define an exposure indicator (EI). => Za svaku kombinaciju poslovne linije / tipa rizika regulatori definišu indikator izloženosti riziku (EI).
LL@(6266) Banks then use internal data to define the probability of a loss event (PE) per unit of the exposure indicator, and the expected loss given such an event (LGE). => Onda banke primenjuju interne podatke i definišu verovatnoću gubitka usled nekog događaja (PE) po jedinici indikatora rizičnosti i očekivani gubitak u slučaju takvog događaja (LGE).
LL@(6267) Expected losses (EL) by business line and risk type are the product of these three components. => Očekivani gubici (EL) po poslovnoj liniji i tipu rizika proizvod su ove tri komponente.
LL@(6268) Regulators supply a fixed multiplier (gamma) to translate these expected losses into a capital charge, i.e., Value-at-Risk (VaR) figure for unexpected losses. => Regulatori obezbeđuju fiksni proizvod (gama) da bi preveli očekivane gubitke u troškove osiguranja kapitala, t.j., cifru za vrednost u odnosu na rizik (VaR) za neočekivane gubitke.
LL@(6269) Loss distribution approach involves estimating two distributions based on internal loss data. => Pristup putem raspodele gubitka obuhvata procenu dve vrste podele na osnovu internih podataka o gubitku.
LL@(6270) One distribution is the loss associated with a single event and the other is the frequency of loss events over a given (usually one year) time horizon. => Jedna vrsta raspodele jeste gubitak koji se vezuje za jedan jedini događaj/situaciju, a druga predstavlja učestalost gubitnih situacija tokom datog vremenskog perioda (obično jedna godina).
LL@(6271) Scorecard approaches are using forward-looking risk indicators and built them into scorecards, to measure relative levels of risk. => Pristupi putem tabele rezultata koriste pokazatelje rizika koji se predviđa i ugrađuju ih u tabele rezultata i tako mere relativni stepene rizika.
LL@(6272) In order to qualify for the advanced measurement approach, the approach must have a sound quantitative basis. internal efforts to allocate economic, as opposed to regulatory capital. => Da bi mogao da postane pristup putem naprednih merenja, pristup mora da ima zdravu kvantitativnu osnovu. ~~~ Osnovni i standardizovani pristupi svakako nisu naučni pristupi.
LL@(6273)  => Opredeljivanjem kapitala na osnovu jednostavnih merenja ukupne aktivnosti ne može se napraviti razlika između jedinica kojima se dobro upravlja i onih kojima se ne upravlja na dobar način.
LL@(6274)  => Ipak, ovi pristupi se primenjuju interno, kad se opredeljuje ekonomski kapital, za razliku od regulatornog kapitala.
LL@(6275) The internal measurement approach framework is similar to the one followed for market risk. => Okvir pristupa putem internih merenja sličan je okviru koji se primenjuje u izračunavanju tržišnog rizika.
LL@(6276) However, without data to calibrate such a framework objectively, it will have the appearance of scientific sophistication with little of the reality. => Ipak, u nedostatku podataka koji bi mu obezbedili objektivnost, on može da izgleda kao naučno sofisticiran okvir, ali nije realan.
LL@(6277) The Basel Accord states that as banks move along the continuum, they will reap the reward of a lower capital charge. => Bazelski sporazum navodi da kad banke održavaju isti režim poslovanja, imaće niže troškove za osiguranje kapitala.
LL@(6278) Further, the Accord also mandates that failure to comply will be addressed by a variety of supervisory actions including increased oversight, senior management changes, and the requirement of additional capital. => Pored toga, Sporazum navodi da ukoliko se banke ne pridržavaju uputstava, na njih će se primeniti niz nadzornih mera uključujući povećani nadzor, promene višeg nivoa menadžmenta i zahtev za dodatnim kapitalom.
LL@(6279) The Accord emphasizes the importance of data collection and stipulates that banks must have data collection processes in place long before the January 2005 deadline, when the new capital requirements became mandatory. => U Sporazumu se ističe značaj prikupljanja podataka i utvrđuje da banke moraju da sprovedu postupke prikupljanja podataka daleko pre roka, januara 2005. godine, od kada važe novi zahtevi u vezi sa kapitalom.
LL@(6280) It also mandates that banks must be able to prove that these systems are robust and auditable. => Takođe se nalaže da banke moraju da dokažu da su njihovi sistemi čvrsti i da mogu da izdrže revizorsku kontrolu.
LL@(6281) After the January 2005, the majority of the institutions have not had sufficient internal data to support loss distribution approach. => Posle januara 2005. godine, većina ovih institucija nije raspolagala dovoljnim brojem internih podataka da bi mogla da primeni pristup putem raspodele gubitaka.
LL@(6282) The intention of the Basel Committee was to keep the aggregate capital requirement roughly constant for most banks under the new Accord. => Namera Bazelskog komiteta bila je da novim Sporazumom zadrži ukupne potrebe za kapitalom za većinu banaka na relativno konstantnom nivou.
LL@(6283) On the other hand a desirable secondary goal was the creation of internal incentives for improved operational risk management as well as the reliable basis creation for the trend analysis. ~~~ 4. => S druge strane, poželjni sekundarni cilj bio je da se kreiraju neke interne stimulacije za poboljšano upravljanje operativnim rizikom, kao i pouzdana osnova za analizu trendova. 4.
LL@(6284) The operational risk framework It is clear that basic and standardized approaches are not scientific ones. => 
LL@(6285) Allocating capital based on simple aggregate activity measures, fails to distinguish between well-run and poorly-run units. => 
LL@(6286) However, these approaches are not out of line with the practice in many The large financial services institutions are in the process of building a framework that provides an enterprise-wide view of losses and allows them to proactively manage operational risk, no matter if the risks lie in operational processes, resources, systems or external events. => Okvir operativnog rizika Velike finansijske institucije su u procesu izgradnje okvira koji bi im omogućio da sagledaju gubitke na nivou celog preduzeća i da proaktivno upravljaju operativnim rizikom, bez obzira da li rizik leži u operativnim procesima, u resursima, sistemima ili u događajima spolja.
LL@(6287) This framework should meet the compliance requirements with the BIS II Regulations, in terms of data collection, data tracking and a robust internal riskcontrol system. => Ovaj okvir bi trebalo da odgovori na zahteve BIS II propisa kad je reč o prikupljanju podataka, praćenju podataka i strogog sistema interne kontrole.
LL@(6288) It should deal with operational risk measurement and management issues, such as: developing efficient management and organizational frameworks, economic capital allocation, advanced operational value-at-risk (operational VaR) measurement techniques, internal loss database design and implementation, data collection and reporting, definition and categorization issues, risk indicators analysis, and the integration of operational risk measurement with control self-assessment scores and insurance. => Okvir treba da se bavi pitanjima merenja operativnog rizika i upravljanja rizikom, na primer: razvijanje efikasnih upravljačkih i organizacionih okvira, usmeravanje ekonomskog kapitala, napredne tehnike merenja operativne vrednosti u odnosu na rizik (Operativni VaR), izrada i primena interne baze podataka o gubicima, prikupljanje i objavljivanje podataka, pitanja definisanja i kategorizacije, analiza pokazatelja rizika i integrisanje merenja operativnog rizika sa kontrolnim rezultatima samo-vrednovanja i osiguranje.
LL@(6289) The basic components of the operational risk framework are: (1) Risk identification&assessment, (2) Risk quantification & measurement, (3) Risk analysis, monitor & reporting, (4) Risk capital allocation and, (5) Risk management & mitigation. => Osnovne komponente okvira operativnog rizika su: (1) Identifikacija & ocena rizika, (2) Kvantifikacija & merenje rizika (3) Analiza, praćenje & izveštavanje o riziku, (4) Usmeravanje rizičnog kapitala i (5) Upravljanje rizikom & ublažavanje rizika.
LL@(6290) Risk identification & assessment is usually done through a Risk and Control Self-Assessment (RCSA) program. => Identifikacija & ocena rizika obično se vrši pomoću programa samo-ocenjivanja rizika i kontrole (RCSA).
LL@(6291) Managers of line of business identify key processes, risks and controls in those processes, gaps and action plans to close gaps. => Menadžeri u jednoj poslovnoj liniji identifikuju ključne procese, rizike i kontrolu u tim procesima, pukotine i akcione planove da se te pukotine popune.
LL@(6292) They could also assess the impact and likelihood of risk, in a qualitative manner. => Oni bi isto tako mogli da ocenjuju uticaj i verovatnoću rizika, na kvalitativan način.
LL@(6293) A quantitative framework that follows the advanced measurement approach is suggested, so operational risk can be measured accurately. => Preporučuje se primena kvantitativnog pristupa koji funkcioniše na principu pristupa putem naprednih merenja, zato što on omogućava precizno merenje operativnog rizika.
LL@(6294) Typically, exposure indicators, e.g., gross income, past losses and Key Risk Drivers/Indicators (KRDs/KRIs) constitute the internal database. => U internoj bazi podataka obično se nalaze pokazatelji rizičnosti, na primer, bruto dohodak, prethodni gubici i Ključni zamajci /pokazatelji rizika (KRDs/KRIs).
LL@(6295) Availability and integrity of internal data as well as relevance and scalability of external data are important issues. => Važno je da interna baza podataka bude dostupna i integralna, a da eksterni podaci budu pouzdani i da se mogu meriti.
LL@(6296) Risk profiles, provided by RCSAs, have fundamental information as well. => Osnovne informacije sadrže i profili rizika, koje obezbeđuju RCSA.
LL@(6297) Risk analysis contributes to the integration of risk and business performance, making risks transparent and identifying gaps. => Analiza rizika pomaže integraciji rizika i poslovnog učinka tako što se putem njih može jasno sagledati rizik i što se mogu prepoznati pukotine.
LL@(6298) Risk monitoring of operational risks, key risk drivers/indicators and action plans, should reflect changes in the enterprise and raise awareness. => Praćenje rizika u oblasti operativnog rizika, ključni zamajci / pokazatelji rizika i akcioni planovi treba da odražavaju promene u preduzeću i da podignu nivo svesti o tome.
LL@(6299) Risk management performance, which links the risk to value creation, becomes important. => Sve značajnije mesto dobija učinak u upravljanju rizikom, kojim se rizik dovodi u vezu sa stvaranjem vrednosti.
LL@(6300) Consolidated reporting across the enterprise, should be appropriate for various levels of management, including the Board of Directors. => U čitavom preduzeću, na različitim nivoima upravljanja, uključujući i Odbor direktora, trebalo bi da postoji objedinjeno izveštavanje.
LL@(6301) Operational Capital at Risk (CaR) (both regulatory and economic capital) is calculated for every line of business, to protect for unexpected losses at a certain time horizon and percentile, e.g., 1 year 99.9% operational VaR. Risk management & mitigation consists of sophisticated alternative risk financing and transfer arrangements (through insurance programs), as well as updated business continuity plans. => Operativni kapital u uslovima rizika (CaR) (i regulatorni i ekonomski) izračunava se za svaku poslovnu liniju posebno, u cilju da se firma zaštiti od neočekivanih gubitaka u određenom vremenskom roku i procentualnosti, na primer, 1 godina 99,9% operativnog VaR. ~~~ Upravljanje rizikom & ublažavanje rizika obuhvata sofisticirano alternativno finansiranje rizika i aranžmane transfera (kroz programe osiguranja), kao i ažurirane planove za neprekinuti tok poslovnog procesa.
LL@(6302) Ongoing communication making risks transparent, training and sharing of best practices becomes vital. ~~~ 5. => Ovde je od suštinske važnosti da stalno postoji komunikacija čime rizik postaje transparentan, a vrši se obuka i razmenjuje najbolja praksa. 5.
LL@(6303) The information support for operational risk management The data needed for operational risk management is insufficient and inconsistent. => Informaciona podrška upravljanju operativnim rizikom Podaci koji su potrebni za upravljanje operativnim rizikom često su nedovoljni i nedosledni.
LL@(6304) Definitions of what constitutes an operational loss differ from institution to institution and even across departments. => Definicija sadržaja operativnog rizika razlikuje se od institucije do institucije, pa čak i od sektora do sektora.
LL@(6305) Even the range of items to be considered under the operational loss heading is a subject to dispute. => Diskutabilno je čak koje stavke treba uvrstiti u operativne gubitke.
LL@(6306) In addition to that, even with agreement on the relevant risk categories, there remains room for dispute on how to calibrate exposure drivers for each area. => Pored toga, čak i kad se postigne saglasnost o relevantnim kategorijama rizika, ostaje rasprava o tome kako kalibrirati zamajce rizičnosti za svaku oblast.
LL@(6307) On a purely scientific basis, the problem is great in the current environment. => Na čisto naučnoj bazi, ovo jeste ozbiljan problem u sadašnjem okruženju.
LL@(6308) Sources of data can be: internal operational loss data and exposures, collected from and within the institution; educational opinions (e.g. management scenarios or self-assessments); key risk drivers/indicators for each risk type in order to signal problem in the earliest stages so that preventive action can be undertaken and; other institutions operational loss data ( i.e. external data can be used as a proxy for the institution that is being analyzed). => Izvori podataka su različiti: interni podaci o operativnim gubicima i rizičnosti, koji se dobijaju od jedne institucije i u okviru same institucije; stručna mišljenja (na primer, scenariji menadžmenta ili samo-ocenjivanje); ključni zamajci/pokazatelji rizika za svaki tip rizika da bi se skrenula pažnja na problem još u najranijoj fazi, tako da se mogu preduzeti neki preventivni koraci; podaci o operativnim gubicima drugih institu cija (na primer, eksterni podaci mogu se uzeti kao kontrolni u slučaju institucije koja se analizira).
LL@(6309) Integration of data (objective and subjective) provides details of events and risk indicators for model calibration, a predictive look at new initiatives, and a retrospective picture of the historical patterns of risk in the business processes. ~~~ 5.1. => Objedinjavanjem podataka (objektivnim i subjektivnim) dobijaju se informacije o situacijama i pokazatelji rizika koji se koriste u kalibraciji modela, predviđanju novih inicijativa i stvaranju retrospektivne slike strukture rizika u poslovnim procesima iz prošlog perioda. 5.
LL@(6310) The internal operational risk database The development of a model for measuring operational risk begins by building an internal database. => Interna baza podataka za operativni rizik Razvijanje modela za merenje operativnog rizika počinje izradom interne baze podataka.
LL@(6311) Events therein should carry their losses or potential losses, the business activity giving the losses, and other risk indicators. => Događaji u njoj treba da ukažu na gubitke i potencijalne gubitke koje mogu da proizvedu, na poslovnu aktivnost koja dovodi do gubitaka i na druge pokazatelje.
LL@(6312) The creation and management of the database is important to understand the business environment. => Stvaranje i upravljanje bazom podataka je značajno da bi se razumelo poslovno okruženje.
LL@(6313) The aiming target should be a comprehensive database that provides reliable information on significant losses, e.g., losses above a certain threshold. => Cilj treba da bude jedna sveobuhvatna baza podataka koja će pružiti pouzdane informacije o značajnim gubicima, na primer, gubicima koji prelaze određeni prag.
LL@(6314) Major financial institutions have started putting in place a process for ongoing tracking and monitoring of operational risk losses, to facilitate the effective measurement and management of operational risk. => Glavne finansijske institucije su počele da primenjuju proces stalnog praćenja i kontrole gubitaka iz operativnog rizika, da bi olakšale efektivno merenje u upravljanje operativnim rizikom.
LL@(6315) Data should be reviewed for accuracy and completeness thoroughly, i.e., being of high-quality. => Tačnost i sveobuhvatnost podataka treba pomno proveriti; to treba da budu visoko-kvalitetni podaci.
LL@(6316) The database should include only those losses that have impacted the institution and not losses that have been realized by individuals or shareholders, since this information cannot reliably be used for modeling purposes. => Baza podataka treba da sadrži samo one gubitke koji su uticali na instituciju, ne i one koje su ostvarili pojedinci ili akcionari, pošto se takve informacije ne mogu upotrebiti za razvijanje pouzdanih modela.
LL@(6317) There are several technical issues that managers face when it comes down to designing an internal operational risk database. => Postoji nekoliko tehničkih problema na koje menadžeri nailaze kada prave internu bazu podataka za operativne rizike.
LL@(6318) The first issue refers to kind of data to be collected and the reason for the data collection, regarding losses, exposures, key risk drivers/indicators, and management control information. => Prvi se odnosi na vrstu podataka koje treba prikupiti i na razloge za prikupljanje podataka, u odnosu na gubitke, rizičnost poslovanja, ključne zamajce/pokazatelje rizika i informacije za kontrolu upravljanja.
LL@(6319) The second issue refers to the definition of the optimal database structure. => Drugi se tiče definisanja optimalne strukture baze podataka.
LL@(6320) Third issue is the treatment of so-called near misses data, i.e. the mistakes that almost cost the bank but which are sorted out just in time. => Treći se odnosi na rukovanje tzv. podacima o promašajima koji su jedva izbegnuti, t.j., o greškama koje umalo nisu mnogo koštake banku ali koje su ispravljene u poslednjem trenutku.
LL@(6321) There are many other technical issues, regarding: losses and key risk drivers/indicators data module design and implementation, database features and specifications, security and user authorization issues, hardware and software requirements, integration with the banks internal systems, e.g. accounting system, etc. => Ima još mnogo drugih tehničkih problema, kao što su: izrada i primena modula podataka o gubicima i ključnim zamajcima/pokazateljima izloženosti riziku, osobine i specifičnosti baza podataka, pitanja bezbednosti i ovlašćenja za pristup korisnika, zahtevi hardvera i softvera, integrisanje sa internim sistemima banke, na primer, sa računovodstvenim sistemom, itd.
LL@(6322) The granularity of loss and risk data records by the different line of business is another important issue. => Granularnost gubitaka i vođenje podataka o riziku po različitim poslovnim granama takođe je važno pitanje.
LL@(6323) If banks record their internal losses in very general categories, and do not associate losses with enough contextual information, it may be impossible later to drill down into the data looking for finer gradations of risk or it may be very hard to reclassify the database according to an agreed industry or regulatory standard. => Ako banke vode podatke o internim gubicima u vrlo opštim kategorijama i ako ne povezuju podatke sa dovoljnim brojem kontekstualnih informacija, kasnije možda neće moći da da prodru do tih podataka kada im je potrebna finija gradacija rizika ili će im biti veoma teško da preklasifikuju bazu podataka u skladu sa određenom industrijskom granom ili regulatornim standardom.
LL@(6324) Operational risk teams should identify the sources of data and how to obtain it, ensuring it is all captured and reported to a central database. => Timovi koji se bave operativnim rizikom treba da identifikuju izvore podataka i načine kako da dođu do njih, i da se postaraju da svi podaci budu na broju i preneti u bazu podataka.
LL@(6325) Open issues type of events should not be included in the database but should be made available upon request. => Situacije kao što su otvorena pitanja ne treba unositi u bazu podataka, ali trebalo bi da ostanu dostupni za slučaj da se za njima ukaže potreba.
LL@(6326) However, a certain number of practitioners argue that the main barriers to data collection are not technical and methodological, but rather the economic and cultural ones. => Ipak, određeni broj praktičara smatra da glavne prepreke prikupljanju podataka nisu tehničke ili metodološke prirode, već ekonomske i kulturološke prirode.
LL@(6327) For example, some managers worry that admitting to mistakes and quantifying total losses will weaken their position. => Na primer, neki menadžeri strepe da bi priznavanje grešaka i kvantifikovanje ukupnih gubitaka oslabilo njihovu poziciju.
LL@(6328) Also, to the collection of key risk indicators, the bank would need to be convinced that there would be considerable benefits. => Takođe, pri prikupljanju ključnih pokazatelja rizika, banke treba uveriti da će od toga imati znatne koristi.
LL@(6329) The decision about whether to gather data comes down to a cost/benefit analysis, just like any other decision. => Odluka o tome da li prikupljati podatke ili ne donosi se na osnovu kost/benefit analize, kao i svaka druga. 5.
LL@(6330) 5.2. ~~~ External data provision and operational risk management Operational risk data is unique in the financial world because operational risk events often occur in private, out of the public eye. => Prikupljanje eksternih podataka i upravljanje operativnim rizikom Podaci o operativnom riziku su jedinstveni u finansijskom svetu zato što se situacije i događaji koji se tiču operativnog rizika dešavaju daleko od očiju javnosti.
LL@(6331) Unlike market and credit risk observations, operational risk observations are not summarized on a Reuters or Bloomberg screen. => Za razliku od praćenja tržišnog ili kreditnog rizika, podatke o operativnom riziku ne objavljuju ni Reuters ni Bloomberg.
LL@(6332) Internal operational loss data is the most relevant information for measuring operational risk, but it is generally insufficient for purposes of modeling operational risk. => Interni podaci o operativnom riziku predstavljaju najrelevantnije podatke za merenje operativnog rizika, ali su obično nedovoljni za modelovanje operativnog rizika.
LL@(6333) More specifically, in order to measure operational VaR one must be able to accurately measure the probability of rare loss events taking place. => Preciznije, da bi se merio operativni rizik VaR, mora se prvo precizno izmeriti verovatnoća da će se desiti neki događaj koji je redak i dovodi do gubitka.
LL@(6334) Rare events, by definition, occur infrequently, so it is unlikely that a single institution will have experienced a sufficiently large number of these events to develop a useful data pool. => Retki događaji po pravilu nisu učestali, tako da postoji mala verovatnoća da jedna institucija proživi dovoljno veliki broj takvih situacija da bi na osnovu njih mogla da razvije korisnu bazu podataka.
LL@(6335) Therefore, based on internal data alone, an institution could find it extremely difficult to estimate the shape of the tail of its loss severity distributions. => Stoga će jednoj instituciji biti veoma teško da na osnovu samo internih podataka proceni oblik i tok krajnjeg ishoda raspodele ozbiljnih gubitaka.
LL@(6336) To address this dilemma, the institution has two options: it can estimate the shape of the tail using expert opinion and scenario analysis (people usually question and dispute those scenarios), or it can use external data. => Institucija onda ima dve opcije da reši ovu dilemu: može da izvrši njenu procenu koristeći stručno mišljenje i analizu scenarija (ljudi obično dovode u pitanje i raspravljaju o ovim scenarijima), ili može da koristi eksterne podatke.
LL@(6337) Banks cannot develop their operational risk strategy in isolation. => Banke ne mogu same, izolovano da razvijaju strategiju operativnog rizika.
LL@(6338) Once a bank has begun to gather a rich set of data on internal losses and key risk indicators, it may decide that it needs to compare this information to the pattern of losses incurred by other banks. => Kad banka počne da prikuplja obiman broj podataka o unutrašnjim gubicima i ključnim pokazateljima izloženosti riziku, može da zaključi da je potrebno da uporedi svoje podatke sa strukturom gubitaka drugih banaka.
LL@(6339) The use of external loss data can also strengthen and extend the knowledge that has been gleaned from internal data gathering. ~~~ With more public understanding of the magnitude and frequency of operational risk events, stakeholders will become less sensitive to these events and not use operational risk losses as a proxy for bad management. => Korišćenjem eksternih podataka o gubicima takođe može da unapredi i proširi znanje koje je stekla uvidom u interne podatke koje je prikupila. [to je javnost svesnija veličine i učestalostidogađaja koji nose operativni rizik, stejkholderi će biti manje osetljivi na te događaje i gubitke izazvane operativnim rizikom neće tumačiti kao loše upravljanje.
LL@(6340) In addition, by sharing data, the possibility of creating efficient operational risk financing and transfer markets, increases dramatically. => Pored toga, kad se razmenjuju podaci, postoji daleko veća mogućnost razvijanja efikasnijeg tržišta finansiranja i transfera operativnog rizika.
LL@(6341) However, there are consistency and technical issues related to the use of external data, which makes the whole problem more challenging. => Ipak, postoje pitanja konzistentnosti i tehnička pitanja koja se odnose na raspolaganje eksternim podacima, što ovaj problem čini interesantnijim.
LL@(6342) Mainly reliability issues of data drawn from so many different institutions of varying sizes with different control structures, different cultures and different countries. => To se prvenstveno odnosi na pouzdanost podataka koji se prikupljaju iz tolikog broja različitih institucija, koje se razlikuju kako po veličini, tako i po strukturi kontrole, a pripadaju različitim kulturama i različitim zemljama.
LL@(6343) This information is also subject to numerous truncations and data capture biases. => Ovi podaci podložni su i skraćivanju ili oni koji ih prikupljaju nisu uvek objektivni.
LL@(6344) A number of problems have not been resolved yet (for example, scalling problem, aggregation problems with the internal data, consistency problem in categorization of event types between different institutions etc.). => Jedan broj problema još uvek nije rešen (na primer, problem skaliranja, agregacije problema sa internim podacima, problem doslednosti u kategorizaciji vrste događaja kada se radi o dve različite institucije, itd.).
LL@(6345) In last few years there are initiatives and efforts to industry-wide database creation, as well as effort in sharing data promotion, which could be beneficial for institutions and which could help them to model operational losses and find risk-transfer solutions. ~~~ 6. => Poslednjih nekoliko godina javljaju se inicijative i napori da se stvori baza podataka za čitavu granu industrije, kao i da se podaci razmenjuju, što može da bude korisno za institucije i što može da im pomogne da načine model operativnih gubitaka i da nađu rešenja za transfer rizika. 6.
LL@(6346) Operational risk Quantification and capotal allocation According to Basel a capital charge for operational risk should cover unexpected losses, so the provisions should cover expected losses 2. => Kvantifikacija operativnog rizika i usmeravanje kapitala Prema Bazelskom sporazumu, troškovi za osiguranje kapitala za operativni rizik trebalo bi da pokriju neočekivane gubitke, a zalihe treba da pokriju očekivane gubitke Š2Ë.
LL@(6347) The measurement of operational risks along the different line of business enables the allocation of risk capital to be determined from historical loss information and/or scenario analysis. => Merenje operativnih rizika u različitim poslovnim linijama omogućava da se rizični kapital usmerava na osnovu informacija o gubicima u prošlom periodu i/ili na osnovu analize scenarija.
LL@(6348) The Accord highlights risky business activities, and help management monitor and manage the risk. => U Sporazumu se ističu rizični poslovni potezi, što može menadžerima da pomogne u praćenju i upravljanju rizikom.
LL@(6349) An operational risk system could take a tool-kit approach, permitting users to select various combinations of quantification approaches 4, depending on their preferences. => Jedan sistem operativnog rizika može da primeni pristup pomoću određenih alata kojim dozvoljava korisnicima da se opredele za različite kombinacije u kvantifikacionom pristupu Š4Ë, prema sopstvenom izboru.
LL@(6350) In future we could expect the more use of curve fitting using maximum likelihood estimators to various types of distributions, Monte Carlo simulations, modeling the benefits of insurance, and methods to consider both internal and external data for calibration. => U budućnosti možemo da očekujemo širu primenu podešavanja krive primenom alata za procenu maksimalne verovatnoće na različite vrste raspodele, na Monte Carlo simulacije, modela koristi od osiguranja i metoda koji u kalibraciji uzimaju u obzir i interne i eksterne podatke.
LL@(6351) The financial services institutions could do this by assuming families of distributions, based on descriptive statistics and empirical evidence on observations of public and non-public loss events. => Finansijske institucije mogu ovo da čine tako što će pretpostaviti postojanje grupe distribucija, zasnovane na deskriptivnoj statistici i empirijskim dokazima dobijenim posmatranjem javnih događaja koji dovode do gubitaka i onih koji nisu javni.
LL@(6352) Families of distributions often suggested: frequency distribution (the chance that a loss event will occur, such as: Poisson, binomial and, negative binomial distribution) and severity distribution (the size of the loss, such as lognormal, Weibull, Frechet, Gumbel, Pareto, beta, gamma, mixture, etc.). => Te grupe respodela obično pretpostavljaju: distribuciju frekventnosti (verovatnoća da će doći do situacije koja ima za posledicu gubitke, kao što je Poisson, dvočlan i negativna dvočlana raspodela) i distribuciju po žestini (veličina gubitka, kao što je lognormal, Weibull, Frechet, Gumbel, Pareto, beta, gamma, mešavina, itd.).
LL@(6353) Institutions, then, need to estimate the parameters from the available sets of data. => Na osnovu dostupnih skupova podataka institucije onda treba da da izvrše procenu parametara.
LL@(6354) The next step consists of determining whether fitted distributions are representative or not. => U sledećem koraku treba odrediti da li su prilagođene raspodele reprezentativne ili ne.
LL@(6355) The parameters might be selected on the basis of opinion, or by visually inspection, or by applying goodness of fit tests to the existing data (e.g. Chi-square, Kolmogorov-Smirnov and weighted Kolmogorov-Smirnov tests). => Parametri se mogu birati na osnovu ličnog stava ili vizuelnog praćenja, ili primenom testova podesnosti na postojeće podatke (na primer, ki-kvadrat, Kolmogorov-Smirnov i ponderisani KolmogorovSmirnov test).
LL@(6356) However, goodness of fit tests make sense when a moderate amount of data is available. => Ipak, ovi testovi imaju smisla samo kada je dostupan manji obim podataka.
LL@(6357) Therefore, the best fits derived from very limited sample sets may not necessarily reflect that would be expected from the complete distribution (were it available) 3. => Stoga najbolji rezultati podesnosti koji su izvedeni na osnovu veoma ograničenih skupova uzoraka ne moraju obavezno da pokažu šta se može očekivati u slučaju ukupne distribucije (ukoliko bi bila moguća) Š3Ë.
LL@(6358) Once the distributions have been established, an operational Capital-at-Risk (CaR) model can be applied, and CaR results obtained. => Pošto se utvrde distribucije, može se primeniti operativni model kapitala u uslovima rizika (CaR) i onda se dobijaju CaR rezultati.
LL@(6359) The key to stable and robust CaR numbers is to find distributions that best fit the data. => Da bi se dobile stabilne i zdrave cifre za CaR treba naći distribucije koje najbolje odgovaraju podacima.
LL@(6360) For example, using multiple distributions to estimate the distribution of the underlying data means that the CaR results will be more robust, as long as the basis for selecting the curves can be justified. => Na primer, primena multipnih distribucija da bi se procenila raspodela podataka koji su nam na raspolaganju znači da će rezultati CaR biti zdraviji, sve dok je baza za izbor krivih opravdana.
LL@(6361) There are several problems to overcome: sample size (usually limited data sets), fat tails (a relatively high proportion of unusual or catastrophic events), data-capture biases, scale, mixing internal and external data for calibration, truncation, fitting data to the most appropriate frequency and severity distributions, inflation, factoring in insurance, VaR, etc. => Ovde treba naći rešenje za nekoliko problema: veličina uzorka (obično ograničeni skupovi podataka), fat tails (relativno visok broj neuobičajenih ili katastrofičnih događaja), pristrasnost prilikom odabira podataka, skala, mešanje internih i eksternih podataka za kalibraciju, skraćivanje, prilagođavanje podataka raspodelama koje najviše odgovaraju po frekvenciji i žestini, inflacija, faktoring u osiguranju, VaR, itd.
LL@(6362) The relative scarcity of operational risk data means that the risk managers often have to adjust either the data that is available, or the models that they use. => Pošto podaci o operativnom riziku nisu dostupni u velikim količinama, menadžeri koji upravljaju rizikom često moraju da prilagođavaju ili podatke koji su im dostupni ili modele koje koriste.
LL@(6363) There is a series of techniques that can be applied to limited data sets, or that estimate/extrapolate data using limited data samples. => Postoji čitav niz tehnika koje se mogu primeniti na ograničene skupove podataka, ili kojima se procenjuju/ekstrapoliraju podaci primenom ograničenih uzoraka podataka.
LL@(6364) For example resampling with replacement (bootstrapping) allows analysts to create multiple distributions for analysis, all of which are based on empirical data thus eliminating the need to assume any distribution 1. => Na pri mer, primenom preuzorkovanja sa zamenom (bootstrapping) analitičari mogu da kreiraju multipne distribucije za analizu, a sve na osnovu empirijskih podataka, tako da nema potrebe da pretpostavljaju bilo kakvu vrstu raspodele Š1Ë.
LL@(6365) It is critical that attention be paid to how well the distributions employed by the analyst fit the empirical operational risk data. => Veoma je značajno obratiti pažnju na to koliko raspodele koje je primenio analitičar zaista odgovaraju empirijskim podacima o operativnom riziku.
LL@(6366) To combat fitting problems, the severity distribution can be broken up and different distributions can be fitted to different portions of the curve. => Da bi se uspešno izborila sa problemima podešavanja, distribucija po žestini se može razložiti i različite distribucije mogu se priključiti na različite delove krive.
LL@(6367) For example, the risk manager might use an empirical distribution for the bulk, lognormal for the middle, and generalized Pareto for the tail. => Na primer, menadžer koji upravlja rizikom može da primeni jednu empirijsku distribuciju za zbirnu količinu, lognormal za sredinu i Pareto za kraj.
LL@(6368) Currently, most operational risk groups have adopted an actuarial based approach, using either real loss data (when available) or scenario analysis. => U ovom trenutku, većina grupa operativnog rizika prihvatile su aktuarno zasnovan pristup i koriste ili stvarne podatke o gubicima (kada su dostupni) ili analizu scenarija.
LL@(6369) The approach is theoretically valid, for the purposes of quantification of operational risk. => Ovaj pristup je validan u teorijskom smislu, kada je cilj kvantifikacija operativnog rizika.
LL@(6370) The model, e.g., a compound Poisson, derives frequency and severity distributions which drive the cumulative loss distribution (losses due to different risk types) for each line of business (for example, a compound Poisson process with lognormal severity intensity, is commonly used). => Model, na primer složeni Poisson, proizvodi distribucije učestalosti i žestine koje izazivaju raspodelu kumulativnog gubitka (gubici izazvani različitim vrstama rizika) za svaku poslovnu liniju (na primer, uobičajeno se primenjuje složeni Poisson proces sa lognormalnim intenzitetom žestine).
LL@(6371) Monte-Carlo simulation calculates the expected losses and the operational VaR percentiles. => Simulacija Monte-Carlo izračunava očekivane gubitke i operacione VaR procentualnosti.
LL@(6372) A typical time horizon is one year. ~~~ The better the data, the more reliable the resulting VaR figures are. => Tipični vremenski rok je godinu dana. [to su bolji podaci, pouzdanije su dobijene vrednosti za VaR.
LL@(6373) In addition to the actuarial approach for risk quantification, operational risk specialists experiment with Bayesian modeling, extreme value theory and causal modeling 5. => Pored aktuarnog pristupa u kvantifikaciji rizika, stručnjaci za operativni rizik eksperimentišu sa Bayes-ovim modelom, teorijom ekstremnih vrednosti i uzročnim modelima Š5Ë.
LL@(6374) Extreme value theory (EVT) provides a useful framework for the application of parametric smoothing methods to fit the tail of loss distribution beyond a certain level. => Teorija ekstremnih vrednosti (EVT) daje korisne okvire za primenu parametričkih metoda izglađivanja/ispravljanja da bi postavila tail raspodele rizika iznad određenog nivoa.
LL@(6375) The extreme value theory helps the risk manager to estimate the shape of the distribution deep into the tail, where relatively little data are available. => Teorija ekstremnih vrednosti pomaže menadžeru koji upravlja rizikom da proceni oblik raspodele ulazeći duboko u tail, gde je dostupan relativno mali broj podataka.
LL@(6376) Correlations are usually assumed to be perfect across line of business and zero among the risk types per line of business. => Obično se smatra da su korelacije savršene u okviru jednog oblika poslovanja, a da imaju nultu vrednost kod vrsta rizika po poslovne linije.
LL@(6377) However, this is a stylized assumption. => Ipak, ovo je samo jedna stilizovana pretpostavka.
LL@(6378) Copulas is a tool for combining correlated risks, which is getting popularity 3. => Kopule predstavljaju alatku za kombinovanje rizika koji su u korelaciji, a ovaj način stiče sve veću popularnost Š3Ë.
LL@(6379) It can be used in conjunction with Monte Carlo simulations to aggregate correlated losses. => Mogu se koristiti zajedno sa simulacijama Monte Carlo za agregaciju gubitaka u korelaciji.
LL@(6380) Finally, possible correlations between operation risks and market and credit risk should be investigated as well. services institutions serious and careful operational risk consideration, can lead to relief of capital charges and reduced corporate insurance premiums. ~~~ 7. => Na kraju, trebalo bi istražiti i moguće korelacije između operativnih rizika i tržišnog i kreditnog rizika. 7.
LL@(6381) Conclusions Deregulation and globalization of financial services institutions, together with the growing sophistication of financial technology, are making the activities of banks (and thus their risk profiles) more diverse and complex. => Zaključci Deregulacija i globalizacija finansijskih institucija kao i sve usavršenija finansijska tehnologija utiču na to da aktivnosti banaka (i njihovi profili rizika) budu sve diversifikovanije i složenije.
LL@(6382) Developing banking practices at internationally active banks suggest that risks other than credit and market risk can be substantial. => Razvoj bankarskih postupaka u međunarodno aktivnim bankama ukazuje na to da osim tržišnih i kreditnih rizika postoje i drugi ozbiljni rizici.
LL@(6383) Although the operational risk management is still immature, there is a growing industry. => Iako je upravljanje operativnim rizikom još uvek u razvoju, napredak u industriji postoji.
LL@(6384) The Risk Management Group of Basel and other regulatory bodies have been stressing the importance of operational risk in the last few years. => Bazelska Grupa za upravljanje rizikom i druga regulatorna tela u poslednjih nekoliko godina naglašavaju značaj operativnog rizika.
LL@(6385) By creating operational risk awareness, financial services institutions can enhance their ability to achieve their objectives and improve their processes, technology and business practices. => Razvijanjem svesti o operativnom riziku finansijske institucije mogu da pospeše svoje sposobnosti da ostvare ciljeve i poboljšaju svoje procese, tehnologiju i poslovnu praksu.
LL@(6386) Sustainable best practices would lead to reduced losses, higher profitability, improved customer and employee satisfaction. => Najbolja održiva praksa dovela bi do smanjenja gubitaka, do veće profitabilnosti, i većeg zadovoljstva i korisnika i zaposlenih.
LL@(6387) Finally, financial REFERENCES Š1Ë Chorafas, D.N., Operational Risk Control with II Basic Principles and Capital Basel Requirements, Elsevier Butterworth-Heinemann, Oxford, 2004. => Na kraju, ozbiljnim i pažljivim razmatranjem rizika finansijske institucije mogu da pomognu oslobađanju troškova za osiguranje kapitala i smanjenju premija osiguranja.
LL@(6388) Š2Ë Basel Committee on Banking Supervision, International Convergence of Capital Measurement and Capital Standard A revisted framework Comprehensive version, Basel, June 2006, http://www.bis.org Š3Ë Condamin, L., Louisat, J.P., and Naim, P., Risk Quantification Management, Diagnosis and Hedging, Wiley&Sons Ltd, West Sussex, 2006. => LITERATURA Š1Ë Chorafas, D.N., Operational Risk Control with Basel II Basic Principles and Capital Requirements, Elsevier Butterworth-Heinemann, Oxford, 2004. Š2Ë Basel Committee on Banking Supervision, International Convergence of Capital Measurement and Capital Standard A revisted framework Comprehensive version, Basel, June 2006, http://www.bis.org Š3Ë Condamin, L., Louisat, J.P., and Naim, P., Risk Quantification Management, Diagnosis and Hedging, Wiley&Sons Ltd, West Sussex, 2006. Š4Ë Hussain, A., Managing Operational Risk in Financial Markets, Butterworth-Heinemann, Oxford, 2000. Š5Ë Todinov, M., Realibility and Risk Models Setting Realiability Requirements, Wiley&Sons Ltd, West Sussex, 2005.
LL@(6389) Š4Ë Hussain, A., Managing Operational Risk in Financial Markets, Butterworth-Heinemann, Oxford, 2000. => Metapodaci i projektovanje veb stranice za diseminaciju statističkih podataka UDK:
LL@(6390) Š5Ë Todinov, M., Realibility and Risk Models Setting Realiability Requirements, Wiley&Sons Ltd, West Sussex, 2005. => 
LL@(6391) Metadata and Website Design for Statistical Data Dissemination UDC: 004.738.12:519.22 Miroslav Hudec, Pavol Büchler INFOSTAT, Institute of Informatics and Statistics, Bratislava, Slovakia Dissemination of statistical data targeting to web-based audience is one of inevitable requirements for statistical organisations. => 004.738.12:519.22 Miroslav Hudec, Pavol Büchler INFOSTAT, Institut za informatiku i statistiku, Bratislava, Slovačka Diseminacija statističkih podataka koji se šalju korisnicima veb-sajta predstavlja jedan of neizbežnih zahteva za organizacije koje se bave obradom statističkih podataka.
LL@(6392) This poses a significant challenge to the statistical organisation to provide the suitable web page format, accuracy, timeliness, and reliability of data and especially metadata. => Predstavljanje odgovarajućeg formata veb stranice, preciznost, pravovremenost i pouzdanost podataka i posebno metapodataka predstavlja značajan izazov za svaki statistički zavod.
LL@(6393) Descriptive metadata are strongly content oriented and their aim is to ensure a correct interpretation of presented data on the website and to avoid the misuse. => Deskriptivni metapodaci su strogo određeni sadržajem i njihova uloga jeste da omoguće tačno tumačenje prikazanih podataka na vebsajtu i spreče njihovu zloupotrebu.
LL@(6394) Metadata assisting the search and navigation give general view of the statistical website and help users to understand the general website structure. => Metapodaci koji se koriste kao pomoć pri pretrazi i navigaciji daju opšti pregled statističke veb stranice i pomažu korisnicima da shvate opštu strukturu veb stranice.
LL@(6395) The form of metadata and data presentation facilitates legibility and apprehensibility of the disseminated data meaning. => Forma metapodataka i prezentacija podataka omogućava bolju čitljivost i razumljivost značenja diseminovanih podataka.
LL@(6396) The aim of this paper is to present experience in the design of websites for statistical purposes with emphasis on metadata, data and the appropriate form of data dissemination related to territorial units. => Naš cilj u ovom radu jeste da predstavimo naše iskustvo u projektovanju veb stranica za potrebe statistike, pri čemu naglasak stavljamo na metapodatke, podatke i na odgovarajući oblik diseminacije podataka u odnosu na teritorijalne jedinice.
LL@(6397) These important factors for website design are analysed, and discussed on examples of following websites: MOŠ/MIS (Urban and Municipal Statistical Project and Information System of the Slovak Republic), Urban Audit for selected Slovak towns and Censuses (Population and housing censuses in Slovakia). => Ove faktore, značajne za projektovanje veb stranice, analizirali smo, diskutovali o njima na primerima sledećih veb stranica: ~~~ MO[/MIS (Gradski i opštinski projektni i informacioni sistem Slovačke Republike), Urban Audit (odabrani gradovi u Slovačkoj) i Censuses (Popisi stanovništva i stambenih jedinica u Slovačkoj).
LL@(6398) Each of these projects has its own requirements, goals and user groups as well as common features which are highlighted. => Svaki od ovih projekata ima svoje zahteve, ciljeve i korisničke grupe, kao i zajedničke odlike koje smo naglasili.
LL@(6399) The common features of these websites are researched to obtain as unified presentation of information and navigation structure as possible. => Ispitali smo zajedničke odlike ovih veb stranica da bismo dobili što jedinstveniju prezentaciju informacione i navigacione strukture.
LL@(6400) The purposes and goals of each website are preserved in unchanged form. => Svrha i cilj svake veb stranice sačuvani su u nepromenjenom obliku. 1.
LL@(6401) 1. ~~~ Introduktion Data dissemination is broad area of research and application. => Uvod Diseminacija podataka predstavlja široku oblast istraživanja i primene.
LL@(6402) Dissemination of statistical data targeting web-based audience is one of essential task of statistical organisations. => Diseminacija statističkih podataka za korisnike veb stranica predstavlja jedan od suštinskih zadataka organizacija koje se bave statistikom.
LL@(6403) The statistical websites should present vast variety of collected and analyzed data. => Statističke veb stranice bi trebalo da predstave veliki broj sabranih i analiziranih podataka.
LL@(6404) New developing tools and new knowledge about dissemination offers new possibilities for statistical organisations to create more sophisticated websites with large data sets. => Novi alati koji se razvijaju i nova znanja o diseminaciji pružaju statističkim zavodima nove mogućnosti da kreiraju usavršenije veb stranice koje će sadržati velike skupove podataka.
LL@(6405) This poses a significant challenge to statistical organisations to provide suitable format to the users and also ensure accuracy, timeliness, and reliability of data and especially metadata. => Predstavljanje odgovarajućeg formata veb stranice, preciznost, pravovremenost i pouzdanost podataka i posebno metapodataka predstavlja značajan izazov za statistički zavod.
LL@(6406) As the way in which websites are designed can either improve or impede users to look up for information on Internet, great attention has to be paid to the website design to facilitate the access to data. => Pošto način na koji je veb sranica projektovana može kako da pomogne, tako i da odmogne korisniku da nađe informaciju na internetu, treba posvetiti veliku pažnju konstrukciji veb stranice da bi se olakšao pristup podacima.
LL@(6407) A website with an easy to use and comprehensible navigation is required. => Potrebna je stranica sa sveobuhvatnom navigacijom koja se lako koristi.
LL@(6408) This paper points out metadata on the one hand in relation with giving context and increasing meaning of presented data and on the other hand in relation with navigation and search on statistical websites. => U ovom radu ističemo, s jedne strane, metapodatke u smislu prikazivanja sadržaja i potpunijeg značenja prezentiranih podataka, a sa druge strane, u vezi sa navigacijom i pretragom na statističkim veb stranicama.
LL@(6409) The purpose of tables and graphs is to show important information effectively. => Tabele i grafikoni treba efektivno da prikažu značajne informacije.
LL@(6410) This paper briefly discusses the appropriate design of websites as well as design of tables and graphs to support better legibility of information presented on these websites. => U ovom radu ukratko se razmatra odgovarajući dizajn veb stranica, ali i dizajn tabela i grafikona, a s ciljem da se obezbedi bolja čitljivost informacija prikazanih na ovim veb stranicama.
LL@(6411) The websites have to satisfy the requirements of users and to attract them to repeatedly visit websites and to apply the content of the website for their needs. => Zadatak veb stranica jeste da odgovore zahtevima korisnika i da ih privuku da im što češće pristupaju i da koriste sadržaj stranice za svoje potrebe.
LL@(6412) The purpose of websites analysed in this paper is to enhance knowledge of home and foreign general and professional public about some statistical information concerning the Slovak Republic. => Svrha veb stranica koje analiziramo u ovom radu jeste da što podrobnije upoznaju domaće i inostrane korisnike, i laike i stručnjake sa nekim statističkim podacima u vezi sa Slovačkom Republikom.
LL@(6413) The theoretical aspects and practical solutions of statistical websites are discussed in this paper. => Predmet razmatranja u ovom radu su teorijski aspekti i praktična rešenja statističkih veb stranica.
LL@(6414) First, common aspects for the website design are mentioned and then these aspects and experiences with the web design are discussed on examples of the MO[/MIS (Urban and Municipal Statistical Project and Information System of the Slovak Republic), Urban Audit and Population and Housing Censuses in Slovakia (Censuses) websites. => Prvo navodimo uobičajene aspekte projektovanja veb stranica, a zatim analiziramo i ove aspekte i naša iskustva sa projektovanjem veb strana na veb stranicama MO[/MIS (Gradski i opštinski projektni i informacioni sistem Slovačke Republike), Urban Audit (za određene slovačke gradove) i Censuses Censuses (Popisi stanovništva i stambenih jedinica u Slovačkoj).
LL@(6415) Each of these projects has its own requirements, goals and user groups as well as common design elements which are highlighted. ~~~ 2. => Svaki od ovih projekta imao je svoje sopstvene zahteve, ali je bilo i zajedničkih projektnih rešenja, što smo takođe naglasili. 2.
LL@(6416) Metadata Data are raw representation of facts; the metadata are necessary to supply the context for the data to be usable. => Metapodaci Podaci su sirov prikaz činjenica; metapodaci su neophodni da bi se napravio kontekst u kojem se podaci mogu koristiti.
LL@(6417) IAIDQs definition of data is as follows: Data: (1) Symbols, numbers, or other representation of facts; (2) the raw material from which information is produced when it is put in a context that gives it meaning Š13Ë. Information is data in context. => IAIDQ definiše podatke na sledeći način: ~~~ Podaci: (1) Simboli, brojevi ili neki drugi prikaz činjenica, (2) sirovina iz koje se proizvodi informacija koja, kada se stavi u kontekst, ima konkretno značenje Š13Ë. ~~~ Informacija je podatak u kontekstu.
LL@(6418) IAIDQs definition of information: Information: (1) Data in context, i.e., the meaning given to data or the interpretation of data based on its context; (2) the finished product as a result of processing, presentation and interpretation of data Š13Ë. Thereby, information is data plus description given by metadata. => IAIDQ definiše informaciju na sledeći način: ~~~ Informacija: (1) podaci u kontekstu, t.j., značanje pripisano podacima ili tumačenje podataka na osnovu konteksta, (2) finalni proizvod koji je rezultat obrade, prikaza i tumačenja podataka Š13Ë. ~~~ Stoga se informacije definišu kao podaci plus opis koji pružaju metapodaci.
LL@(6419) They enable better understanding meaning of data (in statistics data are mostly figures). => Oni omogućavaju bolje poimanje značenja podataka (u statistici, podaci su uglavnom brojke).
LL@(6420) Metadata describe who, when, how, where, in which unit… collected data and these metadata are very useful for end users. => Metapodaci opisuju ko, gde, kada, kako, u kojoj jedinici ... sabrani podaci i ovi metapodaci su od velike koristi za krajnje korisnike.
LL@(6421) According to these definitions the following equation is correct: Information = Data + Metadata. => Prema ovim definicijama, možemo izvesti sledeću jednačinu: ~~~ Informacija = Podaci + Metapodaci.
LL@(6422) Data are raw facts. => Podaci su sirove činjenice.
LL@(6423) Information takes into account the context of data. => Informacije uzimaju u obzir kontekst podataka.
LL@(6424) Without any context the figure is just a number, and a number by itself has no meaning associated with it. => Ako nema konteksta, podatak je samo običan broj, a broj sam po sebi ne nosi nikakvo značenje.
LL@(6425) If there is an error in the data value the error can be found and corrected only by means of an adequate context. => Ako postoji greška u vrednosti podataka, ona se može pronači i ispraviti samo ako postoji adekvatan kontekst.
LL@(6426) The essence of metadata is reducing or eliminating the communication barrier between the human and the presentation unit (in this web pages case), so that the data obtained from web pages are in general clear and can facilitate actions based on these data. => Suština metapodataka jeste u tome da smanje ili eliminišu komunikacijsku prepreku između ljudi i jedinice prezentacije (u ovom slučaju veb stranice), tako da podaci koje dobijamo sa veb stranica budu uglavnom jasni i da koraci koji se preduzimaju na osnovu njih budu bolje zasnovani.
LL@(6427) The metadata quality is more important than the data quality. => Kvalitet metapodataka je značajniji nego kvalitet podataka.
LL@(6428) It is absolutely necessary that the description of the data is up-to-date, accurate, accessible, complete, and consistent. => Apsolutno je neophodno da opis podataka bude tačan, ažururan, dostupan, potpun i dosledan.
LL@(6429) Shortly, the metadata have to be of such high quality and so appropriately presented that users can rely on them. => Ukratko, metapodaci moraju da imaju tako visok kvalitet i da budu prikazani na dovoljno odgovarajući način da se korisnici mogu osloniti na njih.
LL@(6430) If any metadata component does not meet users quality expectations, then the user will deem the metadata and data to be unusable. => Ako bilo koji element metapodataka ne zadovolji očekivanja korisnika, korisnik će smatrati da su i podaci i metapodaci beskorisni.
LL@(6431) If an error occurs in data, it can be relatively easily found with the help of reliable metadata and corrected as long as the error in data is not essential. => Ako kod podataka dođe do neke greške, ona se može relativno lako naći pomoću pouzdanih metapodataka i ispraviti, sve dok greška u podacima nije suštinska.
LL@(6432) Metadata mentioned above are descriptive metadata and they are strongly content oriented. => Metapodaci koje smo naveli su deskriptivni metapodaci i strogo su orijentisani na sadržaj.
LL@(6433) Their aim is to ensure a correct interpretation of presented data on the website and to avoid misuse. => Njihov cilj je da ispravno tumače prikazane podatke na veb stranici i da onemoguće njihovu zloupotrebu.
LL@(6434) Metadata assisting search and navigation give general view of the statistical website and help users to understand the general website structure. => Metapodaci koji se koriste u pretrazi i navigaciji pružaju opšti uvid u statističku veb stranicu i pomažu korisnicima da shvate opšti sklop veb stranice.
LL@(6435) Metadata for searching and navigation are also interconnected with descriptive metadata to enable navigation across three-dimensions in this case: indicator, territorial unit and period. => Metapodaci u pretrazi i navigaciji su međusobno povezani sa opisnim metapodacima, tako da omogućavaju navigaciju kroz tri dimenzije, u ovom slučaju: pokazatelj, teritorijalna jedinica i period.
LL@(6436) Such navigation helps users to obtain adequate data more efficiently. => Ovakav način navigacije omogućava korisnicima da dobiju odgovarajuće podatke na efikasniji način.
LL@(6437) The good navigation structure can attract occasional users or users with limited statistical knowledge to use the websites and allow professional users to save labour and time. ~~~ 3. => Dobra struktura navigacije može da privuče povremene korisnike ili korisnike čije je poznavanje statistike ograničeno da koriste veb stranice, a isto tako da uštede trud i vreme stručnjacima. 3.
LL@(6438) Website design Besides the sufficient amount of the relevant metadata and data, the form of metadata and especially data presentation is very important too. => Dizajn veb stranice Složili smo se da nam je potreban odgovarajući broj relevantnih metapodataka i podataka, ali je značajna i forma i posebno način prezentovanja podataka.
LL@(6439) The intent is to point out the most important data. => Namera je da se istaknu najznačajniji podaci.
LL@(6440) The users preat tentive process is an extremely fast process. => Proces u kojem se korisnik priprena da koristi podatke je izuzetno brz.
LL@(6441) If the designer wants a particular set of objects to be seen as belonging together, then he/she should design them differently from the surrounding information. => Ako projektant želi da određeni skup predmeta izgleda kao da su deo jedne celine, onda on treba da ih projektuje tako da izgledaju kao da su izdvojeni od informacija koje ih okružuju.
LL@(6442) This visual information is moved into the users short-termmemory. => Ove vizuelne informacije prenose se u kratkoročnu memoriju korisnika.
LL@(6443) In this context the most important fact concerning the short-term-memory is that readers of graphs or tables can only hold a few chunks of information at any time. => U ovom kontekstu, najznačajniji podatak koji se odnosi na kratkoročnu memoriju jeste da oni koji čitaju tabele i grafikone mogu da raspolažu samo delićima informacija u određenom trenutku.
LL@(6444) It means that in tables and graphs the relevant legend information should be kept as close as possible to the data and to have adequate supporting information. => To znači da relevantna legenda u tabelama i grafikonima treba da bude u što većem skladu sa podacima i da sadrži odgovarajuće informacije koje sve ovo podržavaju.
LL@(6445) Only well designed tables and graphs are usually stored in the user's long-term-memory. => U dugoročnoj memoriji korisnika opstaju samo dobro projektovane tabele i grafikoni.
LL@(6446) Some tables and graphs from the websites analysed in this paper are shown in this chapter. => Neke tabele i grafikone iz veb stranica koje smo analizirali u ovom radu prikazali smo u ovom poglavlju.
LL@(6447) It is more useful if data are in several smaller tables than in big one. => Korisnije je ako se podaci nalaze u nekoliko manjih tabela nego ako su predstavljeni na jednoj velikoj.
LL@(6448) When such separation is not possible, is better to put data into logical parts in the same table to point out differences and common chunks of data. => Ako takav raspored i prikaz nije moguć, bolje je rasporediti podatke u logičke celine na istoj tabeli, kako bi se uočile razlike i zajedničke količine podataka.
LL@(6449) The numbers have an important story to tell and it is up to us to help them tell it.Š2Ë. => Brojevi mogu da nam kažu nešto veoma važno, ali na nama je da im pomognemo da nam to kažu Š2Ë.
LL@(6450) In this case study three above mentioned websites are considered. => U ovoj studiji slučaja posmatramo tri pomenute veb stranice.
LL@(6451) At the beginning of deeper analyses goals and purposes of each website are mentioned. => Na početku dublje analize navodimo ciljeve i svrhu svake stranice.
LL@(6452) The environment for data is the same for all websites. => Okruženje iz kojeg su podaci prikupljeni isto je za sve veb stranice.
LL@(6453) Data are situated in a cube of three dimensions (axes): territorial units, indicators and periods. => Podaci se nalaze u kocki koja ima tri dimenzije (ose): teritorijalne jedinice, pokazatelji i periodi.
LL@(6454) These dimensions are basis for navigation on web sites to retrieve an appropriate data. => Ove dimenzije predstavljaju osnovu za navigacju na veb stranici kad želimo da nađemo odgovarajući podatak.
LL@(6455)  => U daljem tekstu navešćemo neke zajedničke elemente projektovanja.
LL@(6456) Common design elements are highlighted bellow. => Statistika koja se odnodi na ponašanje korisnika pokazuje da:
LL@(6457) Statistics about users behaviour shows that: 34% of users selects the search engine, 23% chooses the menu list (the toolbar, tree structure), 10% goes to or looks at key figures and 4% goes to or looks at marketing part of the page (relevant statistical publications for example) and none looks at the institution or of project logo. => 34% korisnika koristi uređaj za pretraživanje, 23% se opredeljuje za meni (tulbar, granasta struktura), 10 % traži ključne brojke, a 4% ide na marketinški deo stranice (na primer, odgovarajuće statističke publikacije), a niko ne pogleda naziv institucile ili logo projekta.
LL@(6458) In above mentioned survey on Statistics Denmark websites log files and Eye tracking method were used. => U gore pomenutom istraživanju statističkih veb stranica Danske korišćeni su metodi dnevničkih zapisa i neposrednog praćenja.
LL@(6459) Eye tracking method uses special designed cameras to catch movement of user eyes during browsing web pages. => Neposredno praćenje koristi podebno opremljene kamere koje snimaju pokrete očiju korisnika dok ovi pregledaju veb stranice.
LL@(6460) Log files were analysed to trace how users attain statistical web pages. => Dnevničke zapise smo analizirali da bismo istražili kao korisnici pristupaju stranicama sa statističkim podacima.
LL@(6461) This data mining shows that users attain a web page by different ways. => Ova potraga za podacima pokazuje da korisnici imaju različite načine da stignu do veb stranice.
LL@(6462) Users mostly come out of the blue. => Korisnici obično pristupe potpuno neočekivano.
LL@(6463) The second way is searching by the search engine, then follow direct links and links from other statistical pages. => Drugi način jeste da se vrši pretraga upotrebom mašine, i da se zatim prate direktni linkovi i linkovi sa drugih statističkih stranica.
LL@(6464) This survey also has shown that Google is the most important searching engine. => U ovom pregledu smo takože pokazali da Google predstavlja najznačajniju mašinu za pretraživanje.
LL@(6465) All of examined parts except the marketing one can be find on MOŠ/MIS webpage shown in Figure 1. => Svi ispitani elementi osim marketinga mogu se naći na stranici MO[/MIS kao na tabeli 1.
LL@(6466) Detailed description of this web page is in the next section. => Detaljni opis ove veb stranice daćemo u narednom poglavlju. 3.
LL@(6467) 3.1 MO[/MIS The purpose of this presentation is to enhance awareness of home and foreign community about basic indicators concerning all Slovak municipalities and whole territorial structure of the Slovak Republic. => MO[/MIS Svrha ove prezentacije jeste da utiče na jačanje svesti domaćeg stanovništva i stranaca o osnovnim pokazateljima koji se odnose na sve slovačke opštine i celo kupnu teritorijalnu strukturi Slovačke Republike.
LL@(6468) The goals are following: to simplify the access to basic data concerning municipalities, to enable the presentation of whole structure of monitored indicators for all periods of their monitoring and to make available the contact for ordering further data. => Ciljevi su sledeći: pojednostaviti pristup osnovnim podacima koji se odnose na opštine, omogućiti prezentovanje celokupne strukture posmatranih pokazatelja za sve periode u kojima su posmatrani i obezbediti kontakte za traženje narednih podataka.
LL@(6469) This website presents data only for the last year approved by the Statistical Office. => Ova veb stranica predstavlja smo podatke za prošlu godinu, a koje je ozvaničio Statistički zavod.
LL@(6470) The website fully meets the World Wide Web Consortium (W3C) standards (HTML 4.01 Transitional and CSS) and the regulation of the Ministry of Finances of the Slovak Republic Nr. => Ova veb stranica u potpunosti zadovoljava standarde World Wide Web Consortium (W3C) (HTLM 4,01 tranzitni i CSS) i propise Ministarstva finansija Republike Slovačke br.
LL@(6471) MF/013261/2008-132 on the way of design of information systems and websites for public administration (national regulation). => MF/013261/2008-132 o načinu projektovanja sistema informisanja i veb stranica za potrebe javne uprave (nacionalne odredbe).
LL@(6472) Figure 1: Key figures and navigation to municipalities MO[/MIS The navigation tree of territorial units is in fact metadata describing the whole territorial structure of country and assisting in navigation. => Slika 1: ~~~ Ključne brojke i navigacija za opštine - MO[/MIS Stablo navigacije teritorijalnih jedinica predstavlja u stvari metapodatke koji opisuju ukupnu teritorijalnu strukturu zemlje i pomažu pri navigaciji.
LL@(6473) The territorial units navigation tree has been done according to the Nomenclature des Unités Territoriales Statistiques (NUTS) structure. => Stablo navigacije za teritorijalne jedinice napravljeno je u skladu sa strukturom Nomenclature des Unités Territoriales Statistiques (NUTS).
LL@(6474) The map presents the navigation through the fourth NUTS level. => Mapa predstavlja navigaciju kroz četvrti stepen NUTS.
LL@(6475) Six key figures (data) and list of municipalities are presented for the selected district. => Za određenu oblast predstavljeno je šest ključnih brojki (podataka) i spisak opština.
LL@(6476) There are three ways for reaching municipalities. => Postoje tri načina da se pristupi opštinama.
LL@(6477) First two ways are done by metadata. => Prva dva se oslanjaju na metapodatke.
LL@(6478) The first one is fast selecting the district (NUTS 4) by the aid of the map shown in Figure 1 and choosing the particular municipality from the list of municipalities belonging to the selected district. => Prvi podrazumeva brzo traženje oblasti (NUTS 4) uz pomoć mape prikazane na slici 1 i odabir jedne posebne opštine sa liste opština koje pripadaju odabranoj oblasti.
LL@(6479) The second method consists in navigation across the hierarchical tree from NUTS 1 to NUTS 4 shown on the left side in Figure 1 and 2. => Drugi metod predstavlja navigacju po hijerarhijskom stablu od NUTS 1 do NUTS 4 koja je prikazana na levoj strani na slikama 1 i 2.
LL@(6480) These two navigation methods enable to preview the municipality position in the map and get some statistical key figures for the selected district, region, group of regions and country. => Ova dva metoda navigacije omogućavaju da se unapred vidi pozicija opštine na karti i da se dobiju neke statistički ključne brojke za odabranu oblast, region, grupu regiona i zemlju.
LL@(6481) Finally, the user can attain the requested municipality directly through the search engine. => Konačno, korisnik može da pristupi željenoj opštini direktno pomoću mašine za pretragu.
LL@(6482) In a final step indicators for selected municipality divided into domains are presented in Figure 2. => U poslednjem koraku predstavljeni su pokazatelji za odabranu opštinu podeljeni na oblasti i nalaze se na slici 2.
LL@(6483) Figure 2: Selected domain of indicators and municipality MO[/MIS Figure 2 contains also metadata but the main stress in on data. => Slika 2: ~~~ Odabrani domen pokazatelja i opštine - MO[/MIS Na slici 2 nalaze se i metapodaci, ali je naglasak na podacima.
LL@(6484) Two tables in the middle of page contain rows and fill colours are used here for better information legibility. => Dve tabele na sredini strane imaju kolone, a boje pomažu da informacija bude čitljivija.
LL@(6485) This is an example of how fill colours in alternating rows can be used to aid scanning across rows and point out that the importance is on the row not on the single value. => Ovo je primer kako boja u svakom drugom redu može da se iskoristi za skeniranje redova i da istakne da je značajan čitav red, a ne samo pojedinačna vrednost.
LL@(6486) Properly designed fill colours are for scanning across rows less distracting to the eye than grids. => Prilikom skeniranja, dobro projektovane boje za popunjavanje redova manje štete oku nego rešetke.
LL@(6487) If user wants to know more about an indicator, the tooltip with full methodical notes concerning an indicator appear by pointing on an indicator or on his value. => Ako korisnik želi da sazna nešto više o nekom pokazatelju, pojavi će se strelica sa celokupnim metodološkim beleškama u vezi sa tim pokazateljem ili sa njegovom vrednosšću.
LL@(6488) In the MO[/MIS website the descriptive metadata are used as a navigation tool too. => Na MO[/MIS veb stranici metapodaci se koriste i kao oruđe za navigaciju.
LL@(6489) Users can very easy obtain indicators from all domains by one click. => Korisnici mogu veoma lako da dođu do pokazatelja iz svih domena, samo jednim klikom.
LL@(6490) The user also can very easy obtain the desired district, region and group of region for the analysed municipality. => Korisnik može takođe lako da dobije željenu oblast, region i grupu regiona za opštinu, grupu ili regiju.
LL@(6491) It is very useful that user can by one click on the tree of territorial units obtain a totally different district with its municipalities. => Veoma je korisno to što korisnik jednim klikom na stablu teritorijalnih jedinica može da dobije potpuno različitu oblast sa njenim opštinama.
LL@(6492) The territorial unit tree always shows users position in the whole NUTS structure of the Slovak Republic. => Teritorijalno stablo uvek pokazuje poziciju korisnika u ukupnoj strukturi NUTS Republike Slovačke.
LL@(6493) 3.2 Urban Audit The purpose of the Urban Audit Website is to present all indicators concerning eight selected towns and their subcities in the Slovak Republic in years 2001 and 2004. => 3.2 Pregled u urbanim uslovima Svrha veb stranice Urban Audit jeste da predstavi sve indikatore koji se tiču osam odabranih gradova i i nihovih predgrađa u Republici Slovačkoj 2001 i 2004 godine.
LL@(6494) The website was realised in frame of the European Urban Audit project. => Ove veb stranice realizovane su u okviru Evropskog projekta urbanih pregleda.
LL@(6495) All indicators are same for both years which allow compact presentation of surveys. => 
LL@(6496) The eight selected towns are shown in tree on left side of screen in Figure 3. => Na dijagramu stabla na levoj strani slike na slici 3 prikazano je osam određenih gradova.
LL@(6497) All indicators for selected towns (C city), one level above or districts (L large) and parts of town (S sub-city) are presented. => Predstavljeni su svi pokazatelji za odabrane gradove (C - grad), jedan nivo iznad distrikta (L - prostranost) i delovi grada (S - predgrađe).
LL@(6498) The navigation structure is the same as on the MOŠ/MIS website but only for selected districts, cities and sub-cities participated in this European project. => Struktura navigacije je ista kao i kod MO[/MIS stranice, ali samo za odabrane oblasti, gra dove i predgrađa koji su učestvovali u ovom Evropskom projektu.
LL@(6499) The user can obtain data for all supported territories by its selection from the tree. => Korisnik može da dobije podatke sa svih umreženih teritorija tako što ih bira sa tog stabla.
LL@(6500) Here are significantly more indicators (338) in comparison with the MO[/MIS, where are presented 140 indicators. => Postoji značajno veći broj pokazatelja (338) u poređenju sa MO[/MIS, gde je prikazano 140 indikatora.
LL@(6501) Indicators are divided into domains and sub-domains, which are accessible via the drop-down menu. => Pokazatelji su podeljeni u domene i sub-domene kojima se može pristupiti pomoću padajućeg menija.
LL@(6502) After clicking on a subdomain, user can see all indicators and their values. => Kad klikne na sub-domen, korisnik može da vidi sve pokazatelje i njihove vrednosti.
LL@(6503) The table is of the same type as in Figure 2 but with a larger number of rows and also fill colours are here used for better legibility. => Tabela izgleda isto kao na slici 2, ali ima veći broj redova, a boje se takođe koriste zbog bolje čitljivosti.
LL@(6504) In this website fill colours in alternating rows are more accentuated than the previous one because there are significantly more rows in each table. => Na ovoj veb stranici, boje u svakom drugom redu naglašenije su nego prethodne zato što ima značajno više redova na svakoj tabeli.
LL@(6505) The UrbanAudit website is similar to the MOŠ/MIS website and also meets the W3C standards and the mentioned national regulation. => Veb stranica pregleda grada (Urban Audit) slična je veb stanici MO[/MIS i zadovoljava W3C standarde i pomenute nacionalne propise.
LL@(6506) When users become familiar with one of these websites they will be able to use easily the other one. => Kada se korisnici dobro upoznaju sa jednom od ovih veb stranica lako će moći da koriste drugu.
LL@(6507) Figure 3: Selected sub-domain of indicators for selected city Urban Audit 3.3. => Slika 3:
LL@(6508) Censuses The purpose of this project is to enhance the knowledge of domestic and foreign general audience and professionals about population and housing censuses realised in the area of Slovakia during almost one century. => Odabrani sub-domen pokazatelja za odabrani grad - pregled urbane oblasti 3.3 Censuses Cilj ovoga projekta jeste da što potpunije obavesti i domaću i stranu publiku i stručnjake o popisu stanovništva i stambenog prostora sprovedenog u Slovačkoj tokom skoro celog veka.
LL@(6509) The population and housing censuses, give a complex picture of demography and social and economic characteristics of a country. => Popisi stanovništva i stambenog prostora pružaju složenu sliku demografije i društvenih i privrednih osobenosti jedne zemlje.
LL@(6510) The census data are very specific and it is impossible to replace them by data from other types of surveys. => Podaci iz popisa su veoma specifični i nije ih moguće zameniti podacima iz nekih drugih istraživanja.
LL@(6511) The objectives of this project partially differ from the objectives of other two projects mentioned above. => Ciljevi ovoga projekta se delimično razlikuju od ciljeva druga dva projekta koja smo pomenuli.
LL@(6512) This presentation offers detailed results and other related basic information concerning population and housing censuses realised in Slovakia in years 1921, 1930, 1950, 1961, 1970, 1980, 1991 and 2001. => Ova prezentacija prikazuje detaljne rezultate i druge osnovne informacije koje se odnose na popis stanovništva i stambenog prostora u Slovačkoj 1921., 1930., 1950, 1961., 1970., 1980, 1991. i 2001. godine.
LL@(6513) The user obtains the results in one place, in the unified form and in various representation modes like tables, diagrams, maps and their combinations. => Korisnik dobija rezultate na jednom mestu, u jedinstvenoj formi i u različitim modelima predstavljanja, kao što su tabele, dijagrami, mape i njihove kombinacije.
LL@(6514) Detailed results of each census are in separated web pages because territorial unit structure was changed in the time between every two censuses and the structure of indicators was designed for each census according to actual requirements. => Detaljni prikaz rezultata za svaki popis nalazi se na posebnim veb stranicama, zato što se struktura teritorijalnih jedinica menjala između svaka dva popisa, a struktura pokazatelja stvarana je za svaki popis posebno, u skladu sa stvarnim potrebama.
LL@(6515) This presentation also provides the possibility to compare common selected indicators in their historical context. => Ova prezentacija omogućava i da se porede uobičajeni izabrani pokazatelji u svom istorijskom kontekstu.
LL@(6516) The de sign allows an easy and trouble-free future expansion of this website. => Ovakav dizajn omogućava da se veb stranica lako i bez problema širi u budućnosti.
LL@(6517) More about this project is in Š4Ë. => Više o ovom projektu saznaćete u Š4Ë.
LL@(6518) The data from the last three censuses (1980, 1991 and 2001) were computer processed already in the census time. => Podaci iz poslednja tri popisa (1980., 1991. i 2001.) obrađeni su kompjuterski već tokom samog popisa.
LL@(6519) The creation of the three - dimensional data structure (time, territory and indicator), the conversion to the unified data format and the storage of data into the common database were accomplished in first project realisation steps. => Projekcija trodimenzionalne strukture podataka (vreme, teritorija i pokazatelj), konverzija u format jedinstvenih podataka i skladištenje podataka u zajedničku bazu podataka završeni su u prvim koracima realizacije projekta.
LL@(6520) In the case of older censuses (19211971) the selected paper documents were used as data sources. => U slučaju starijih popisa (1921 - 1971), kao izvor podataka korišćeni su odabrani dokumenti.
LL@(6521) They were digitised and transformed into HTML format. => 
LL@(6522) The territorial navigation for the three latest censuses is realised via the hierarchical tree of territorial units actual for each census. => Teritorijalna navigacija u tri poslednja popisa sprovedena je uz pomoć hijerarskijskog stabla teritorijalnih jedinica za svaki popis.
LL@(6523) Figure 4 depicts the hierarchical navigation tree of territories, list of available tables and the selected table for the 1991 census. => Slika 4 opisuje stablo hijerarhijske navigacije za terirorije, listu dostupnih tabela i odabranu tabelu sa popisa 1991.
LL@(6524) Territorial unit navigation tree is the administration division of the Slovak Republic effective during the 1991Census. => Navigaciono stablo teritorijalnih jedinica predstavlja administrativnu podelu Slovačke koja je bila na snazi tokom popisa 1991.
LL@(6525) The difference to the MOŠ/MIS website is in the territorial unit navigation tree as the administration division of the Slovak Republic changed between years 1991 and 2001. => Razlika u odnosu na MO[/MIS veb stranicu nalazi se u navigacionom stablu teritorijalne jedinice pošto se administrativna podela Republike Slovačke menjala između 1991. i 2001. godine.
LL@(6526) The focus in this table is on individual values in cells, so the grids are used. => U ovoj tabeli obratićemo pažnju na pojedinačne vrednosti u rubrikama, stoga smo upotrebili mrežni prikaz.
LL@(6527) This table is bidirectionally structured with two sets of subdivisions of categories. => Ova tabela je dvosmerno struktuirana, sa dva seta sub-podele kategorija. ~~~ Slika 4:
LL@(6528) Figure 4: The territory navigation tree, list of tables and the selected table of results 1991 census This table presents quantitative values in intersection of one regular and one hierarchical subdivision of categories and shows their relation to both subdivisions of categories. => Navigaciono stablo za teritoriju, lista tabela i izabrana tabela rezultata - popis 1991. godine Ova tabela predstavlja kvantitativne vrednosti u preseku jedne regularne i jedne hijerarhijske sub-podele kategorija i pokazuje njihov odnos prema obema subpodelama kategorija.
LL@(6529) When tables are long or total values are more important than the detailed ones, total values are placed at the top of a table so the user can read total values without moving the vertical bar on the screen. => Kada su tabele duge ili kada su ukupne vrednosti značajnije nego pojedinačne, ukupne vrednosti se postavljaju na vrh tabele, tako da korisnik može da pročita ukupne vrednosti a da ne pomera vertikalni bar na ekranu.
LL@(6530) Besides the data from individual censuses, the presentation offers time series of selected indicators in numer ical and diagram form. => Pored podataka iz pojedinačnih popisa, prezentacija nudi vremenski niz odabranih pokazatelja u numerič kom i u obliku dijagrama.
LL@(6531) Some series start as early as in 1848. => Neki nizovi počeli su još 1848. godine.
LL@(6532) An example of time series is shown the Figure 5 depicting the population development in years 1848 2001 in the area of Slovakia. => Jedan primer vremenskog niza prikazan je na slici 5 koja opisuje rast stanovništva u godinama 1848 - 2001 i opisuje razvoj stanovništva u Slovačkoj u periodu 1848 - 2001.
LL@(6533) The population is presented in the bar graph. => Stanovništvo je predstavljeno stubičastim grafikonom.
LL@(6534) Grid lines are used to make easier to perceive differences in the lengths of bars. => Linije na rešetki služe za to da se lakše prevaziđu razlike u dužini stubića.
LL@(6535) The Y-axis starts at zero value, what means that bar length expresses nominal values. => Osa Y počinje od nulte vrednosti, što znači da dužina stuba izražava nominalne vrednosti.
LL@(6536) Figure 5: Population development in years 1848 2001 4. => Slika 5: ~~~ Rast stanovništva od 1848 - 2001 4.
LL@(6537) Conclusion The MOŠ/MIS and the Urban Audit websites were already finished and only maintenance of web pages is assumed. => Zaključak Veb stranice MO[/MIS i Pregled gradskih zona (Urban Audit) već su završene i potrebno ih je samo održavati.
LL@(6538) Both websites are placed on the website of the Statistical Office of the Slovak Republic. => Obe su postavljene na vebsajt Statističkog zavoda Republike Slovačke.
LL@(6539) The MOŠ/MIS website is one of the most visited websites on the Statistical Office web, what proves that the MOŠ/MIS website is a useful source of the statistical information concerning territorial units of the Slovak Republic. ~~~ As for the Censuses website, its first version is finished and placed on the INFOSTAT website. => MO[/MIS veb stranica jedna je od najposećenijih stranica na mreži Statističkog zavoda, što dokazuje da predstavlja koristan izvor statističkih informacija u vezi sa teritorijalnim jedinicama Republike Slovačke. [to se tiče veb stranica Cen suses, završena je prva verzija i postavljena na INFOSTAT mrežu.
LL@(6540) In response to the requests, changes in the Censuses website could be realised. => Promene na Censuses moguće su ukoliko ima zahteva za tim.
LL@(6541) For example the enlargement of the amount of presented data can be done by expanding the territorial units to the municipality level, adding detailed bibliographical part for individual censuses, expanding the length and number of time series, transforming static presentation system from older censuses (censuses till 1970) into dynamic form, adding the search engine working across the website, retrieving and presenting data from censuses older than 1921 census. => Na primer, može se povećati količina podataka tako što bi se teritorijalne jedinice proširile do nivoa opština i dodali bibliografski podaci za svaki pojedinačni popis, što bi se povećala dužina i broj vremenskih nizova, što bi sistem statičke prezentacije za starije popise (popise do 1970. godine) dobio dinamički oblik, što bi se dodala mašina za pretragu koja bi pretraživala celu stranu, povlačili i prezentova li i podaci iz perioda pre popisa 1921. godine.
LL@(6542) The presentation should also fully meet the W3C standards and the above mentioned national regulation. => Prezentacija bi takođe trebalo da u potpunosti zadovolji standarde W3C i gore pomenute nacionalne propise.
LL@(6543) These three projects have specific and common points. => Ova tri projekta imaju i različitosti i zajedničkih tačaka.
LL@(6544) The common points are analysed to obtain as unified presentation form and navigation as possible. => Zajedničke tačke smo analizirali da bismo dobili što jedinstveniji oblik prezentacije i navigacije.
LL@(6545) The common points are analysed with regards to fuse descrip Management of Statistical Information Systems (MSIS), Geneva, 2007. => 
LL@(6546) Š5Ë Hudec M., Web aplikacije za prezentovanje sta tističkih podataka, Symorg, Zlatibor, 2006. => 
LL@(6547) Š6Ë Ivory M., Megraw R., Evolution of Web Site Design Patterns, ACM, Transactions on Information systems, V. 23, N0. => 
LL@(6548) 4/2005 (463-497), New York, 2005. => 
LL@(6549) Š7Ë Inmon W., ONeil B., Fryman L., Business Metadata - Capturing Enterprise Knowledge, Morgan Kaufmann Publishers, 2007. => 
LL@(6550) Š8Ë Nordbotten S., Metadata about editing and accuracy for end-users, Statistical data editing - inpact on data quality, Volume 3 (186-194), United Nations Statistical Commission and Economic Commission for Europe, United Nations, New York and Geneva, 2006. => 
LL@(6551) Š9Ë Schrey E., Web-based data dissemination services of the statistical information system Genesis, Joint UNECE/Eurostat/OECD Meeting the Management of Statistical Information Systems (MSIS), Geneva, 2004. on Š10Ë United Nations Statistical Commission and Economic Commission for Europe, Guidelines for internet, Conference of European statisticians, Geneva, 2000. statistical metadata on the Š11Ë United Nations Statistical Commission and Economic Commission for Europe, Best practices in designing websites for dissemination of statistics, Conference of European statisticians, Geneva, 2001. => 
LL@(6552) Š12Ë Ward D., Draft metadata content standards for statistical metadata on the internet, Joint UNECE/Eurostat/OECD work session on statistical metadata (METIS), Geneva, 2004. => 
LL@(6553) Š13Ë http://www.iaidq.org/main/glossary.shtml, accessed on February, 2008. tive metadata with metadata for search and navigation into appropriate website design. => Zajedničke tačke smo analizirali i da bismo mogli da spojimo opisne metapodatke sa metapodacima za pretragu i navigaciju u odgovarajući dizajn veb stranice.
LL@(6554) These websites are running at different web servers (Apache and MS IIS), web pages (jsp, aspx and html) and database management systems (Oracle, SQL Server). => Ove veb stranice stoje na različitim serverima (Apache i MS IIS), veb stranama (jsp, aspx, i html) i sistemima upravljanja bazama podataka (Oracle, SQL Server).
LL@(6555) The particular solution depends on the hardware and software infrastructure of the respective web server manager - the Statistical Office of the Slovak Republic or INFOSTAT, where the websites are operated. => Određena rešenja zavise od hardverske i softverske infrastrukture odgovarajuće organizacije koja upravlja veb serverom - Statističkog zavoda Republike Slovačke ili INFOSTATa, na kojima se veb stranice nalaze.
LL@(6556) For end users it is not important because the layout and navigation system of these websites is as unified as possible and the purpose and goals of the each project remain in unchanged form. => Za krajnjeg korisnika ovo nije značajno, pošto su izgled i sistem navigacije ovih veb stranica projektovani da budu što istovetniji, a svrha i ciljevi i jednog i drugog projekta ostaju u neizmenjenom obliku.
LL@(6557) Projects mentioned above result in better information of home and foreign community. => Gore pomenuti projekti doprineli su boljem informisanju i domaćih i stranih korisnika.
LL@(6558) Relevant websites enable easier accessing the vide variety of statistic indicators describing different territorial levels and time periods. => Odgovarajuće veb strane omogućavaju lakši pristup širokom spektru statističkih informacija koje opisuju različite teritorijalne nivoe i vremenske periode.
LL@(6559) The MOŠ/MIS presents on his website only current data and information. => MO[/MIS na svojim stranicama predstavlja samo aktuelne podatke i informacije.
LL@(6560) The Urban Audit website presents data for both surveys. => Urban Audit predstavlja podatke i za jednu i za drugu pretragu.
LL@(6561) The Censuses website presents data and information from almost one century period starting with the 1921 and ending with the 2001 census. => Censuses veb stranica prikazuje podatke i informacije za period od skoro jednog veka, počevši od popisa 1921. godine i završavajući sa popisom iz 2001. godine.
LL@(6562) REFERENCES Š1Ë Doucek P., Metainformační systémy a jejich úloha v rozhodovacím procesu, Statistika N0. => LITERATURA Š5.Ë Doucek P., Metainformační systémy a jejich úloha v rozhodovacím procesu, Statistika N0. 4/2005 (344-352), ČSU, Praha,2005. Š6.Ë Few S, Show me the numbers - Design tables and graphs to enlighten, Analytic Press, Oakland, 2004. Š7.Ë Hudec M., Practical experience towards designing websites for presentation of statistical data, Joint UNECE/Eurostat/OECD Meeting on the Management of Statistical Information Systems (MSIS), Sofia, 2006. Š8.Ë Hudec M., Büchler P., Presentation of population and housing censuses in Slovakia on the website, Joint UNECE/Eurostat/OECD Meeting on the Management of Statistical Information Systems (MSIS), Geneva, 2007. Š9.Ë Hudec M., Web aplikacije za prezentovanje stati stičkih podataka, Symorg, Zlatibor, 2006. Š10.Ë Ivory M., Megraw R., Evolution of Web Site Design Patterns, ACM, Transactions on Information systems, V. 23, N0. 4/2005 (463-497), New York, 2005. Š11.Ë Inmon W., ONeil B., Fryman L., Business Metadata - Capturing Enterprise Knowledge, Morgan Kaufmann Publishers, 2007. Š12.Ë Nordbotten S., Metadata about editing and accuracy for end-users, Statistical data editing impact on data quality, Volume 3 (186-194), United Nations Statistical Commission and Economic Commission for Europe, United Nations, New York and Geneva, 2006. Š13.Ë Schrey E., Web-based data dissemination services of the statistical information system Genesis, Joint UNECE/Eurostat/OECD Meeting on the Management of Statistical Information Systems (MSIS), Geneva, 2004. Š14.Ë United Nations Statistical Commission and Economic Commission for Europe, Guidelines for statistical metadata on the Internet, Conference of European statisticians, Geneva, 2000. Š15.Ë United Nations Statistical Commission and Economic Commission for Europe, Best practices in designing websites for dissemination of statistics, Conference of European Statisticians, Geneva, 2001. Š16.Ë Ward D., Draft metadata content standards for statistical metadata on the internet, Joint UNECE/Eurostat/OECD work session on statistical metadata (METIS), Geneva, 2004. Š17.Ë http://www.iaidq.org/main/glossary.shtml, acces sed on February, 2008.
LL@(6563) 4/2005 (344-352), ČSU, Praha, 2005. => Prednosti i nedostaci projektnog finansiranja UDK:
LL@(6564) Š2Ë Few S, Show me the numbers Design tables and graphs to enlighten, Analytic Press, Oakland, 2004. ~~~ Š3Ë Hudec M., Practical experience towards designing websites for presentation of statistical data, Joint UNECE/Eurostat/OECD Meeting the Management of Statistical Information Systems (MSIS), Sofia, 2006. on Š4Ë Hudec M., Büchler P., Presentation of population and housing censuses in Slovakia on the website, Joint UNECE/Eurostat/OECD Meeting on the Advantages and Ddisadvantages of Project Financing UDC: 005.8 Slađana Benković1, Miloš Milosavljević1 1Fakultet of Organizational Sciences, Belgrade The initial decisions on the project involves many issues of great importance. => 005.8 Slađana Benković1, Miloš Milosavljević1 1Fakultet organizacionih nauka u Beogradu Odluka da se krene sa nekim projektom uključuje brojna pitanja koja su od velike važnosti.
LL@(6565) The decision complexity derived from the fact that compound and financially demanding projects are acceptable only if expected social and economic benefits are more influential then costs associated with the project operationalization. => Kompleksnost odluke proizilazi iz činjenice da su složeni i finansijski zahtevni projekti jedino prihvatljivi ukoliko se očekivane socijalne i društvene koristi značajnije od troškova koji prate njihovu realizaciju.
LL@(6566) According to the previous, project financing comes up as a potentially useful method that governments use for development promoting of the most important resources, or better still, for establishing new independent facilities at the places of major importance. => Shodno tome, projektno finansiranje pruža potencijalno koristan način po kome država može promovisati razvoj svojih najvrednih resursa ili uspostaviti nezavisno proizvodno postrojenje, upravo tamo gde je ono i najpotrebnije.
LL@(6567) This paper presents advantages and disadvantages of project financing, as one of the financing models, as well as circumstances in which it can be meaningful for investors. => Ovim radom predstavljene su prednosti i nedostaci projektnog finansiranja kao jednog od mogućih modaliteta finansiranja, ali su prikazane i okolnosti kada projektno finansiranje može biti od značaja investitorima.
LL@(6568) The paper particularly points out the fact that project financing is a kind of financing model that strives to satisfy all contract parts, taking into account their mutual interests and a return on joint investments as well. ~~~ 1. => Posebno je ukazano na činjenicu da ovaj model finansiranja nastoji zadovoljiti sve ugovorne strane, uzimajući u obzir njihov zajednički interes, ali i prinos koji ovaj modalitet finansiranja može da donese. 1.
LL@(6569) Introduction Project financing is a financing model which is becoming increasingly important and attractive, due to the scope and the complexity of the projects that can be funded in this way. => Uvod Projektno finansiranje je modalitet finansiranja koji posebno dobija na značaju i atraktivnosti, usled veličine i kompleksnosti projekata koji se mogu finansirati na ovaj način.
LL@(6570) It is a very useful and attractive technique used in a large number of industries worldwide. => Ono predstavlja jako atraktivnu i korisnu tehniku koja se koristi u celom svetu među različitim granama industrije.
LL@(6571) Project financing is a model long implemented in the developed countries and is used to maximize the results within the financial means available. => Projektno finansiranje je model koji je odavno u primeni u razvijenim zemljama i koristi se radi maksimizacije rezultata u okviru raspoloživih finansijskih sredstava.
LL@(6572) In the developing countries, this method of financing infrastructure facilities is by all means present in a broadest sense, however, it is expected to yet gain popularity and importance, since, as a rule, the developing countries do not command enough financial resources to start largescope projects, nor to complete them in a proper way. => U zemljama u razvoju ovaj način finansiranja infrastrukturnih projekata je svakako prisutan u najširem smislu te reči, ali očekuje se da tek dobije na svom značaju, budući da zemlje u razvoju po pravilu ne raspolažu sa dovoljno finansijskih sredstava da bi pokrenule velike projekte, odnosno da bi ih komplementirale na pravi način.
LL@(6573) Project financing is defined as financing a certain project, most often an infrastructure or a financial one, where the lenders rely on cash flow and project returns as monetary sources to pay the invested funds back. => Projektno finansiranje se definiše kao finansiranje određenog projekta, najčešće infrastrukturnog ili industrijskog, pri čemu se zajmodavci oslanjaju na tok gotovine i prihode projekta kao izvore sredstava iz kojih će se otplatiti investirana sredstva.
LL@(6574) Basically, this means that the investor has an insight into the monetary flows, and that the profit earned is the only way to pay the debts off, i.e., that the project assets are to ensure the financing of the project itself Š4Ë, therefore it is the only gurantee that the project will be completed. => To u osnovi znači da investitor ima uvid u novčane tokove, te da je ostvareni profit jedini način da vrati investirana finansijska sredstva, odnosno da aktiva projekta treba da osigura finansiranje samog projekta Š4Ë, te da je ona u tom smislu i jedina garancija za realizaciju ovoga projekta.
LL@(6575) The driving force of the project financing include its sponsors and investors. => Pokretačku snagu projektnog finansiranja čine njegovi sponzori i investitori.
LL@(6576) The project sponsor is the party behind the project and serves as its motive power, most frequently the Government of a country, an autonomous entity of an industry sector, or a consortium, a future buyer of the project products or services. => Sponzor projekta je strana koja stoji iza projekta i čini njegovu pokretačku stranu, najčešće Vlada neke zemlje, samostalni entitet privrednog sektora ili konzorcijum, budući kupac proizvoda ili usluga projekta.
LL@(6577) The project financiers/promoters are mainly financial institutions, such as: international organizations for development financing, banks, investment trusts, equipment manufacturers, construction companies, future buyers, etc. => Finansijeri projekta su uglavnom finansijske institucije kao što su: međunarodne organizacije za finansiranje razvoja, banke, investicioni fondovi, proizvođači opreme, izvođači radova, bu dući kupci i sl.
LL@(6578) Š1Ë A project may have one or more sponsors who promote the project idea and motivate all the participants in its execution. => Š1Ë Projekat može imati jednog ili više sponzora koji potenciraju ideju o projektu i motivišu sve učesnike u njegovoj realizaciji.
LL@(6579) The governments of the countries worldwide hailed the appropriation of funds of individual investors in the fields of infrastructure and services in a broad range of industrial activities, among them power supply, transport, irrigation and soil improvement, telecommunications, petroleum and gas, mineral resources exploitation, schools and hospitals. => Vlade država širom sveta su pokazale inicijativu za angažovanjem finansijskih sredstava individualnih investitora u infrastrukturu i usluge u vrlo širokoj paleti aktivnosti industrijskih delatnosti, uključujući oblast energetike, transporta, navodnjavanja i meliorizacije, telekomunikacija, nafte i gasa, ekploatacije ruda i minerala, škola i bolnica.
LL@(6580) Such a manner of funding means improvement of a large number of public works and services without which the quality of operations and work would be hard to achieve. => Ovakav način obezbeđenja finansijskih sredstava omogućuju unapređenje mnogih javnih poslova i usluga bez kojih nije lako obezbediti kvalitet delovanja i poslovanja.
LL@(6581) The start up of investment cycles in Serbia was additionaly imposed by the analysis of various models of financing of such projects, so the market is being introduced to the advantages and disadvantages these different methods of financing bring. => Pokretanje investicionih ciklusa u Srbiji nametnulo je i razmatranje različitih modela finansiranja takvih projekata, te je izvesna prisutnost upoznavanja tržišta sa prednostima i nedostacima koje različiti vidovi finansiranja donose.
LL@(6582) By the adoption of the Mortgage Act that introduces the notion of the mortgage securing the facility under construction and the new method of receivables classification on the basis of the monetary flow projections (in the past period, such claims were only possible on the basis of the historic financial indicators) provided by the National Benk of Serbia, a legal basis is formed for implementing such a model of financing. => Usvajanjem Zakona o hipoteci, kojim se uvodi pojam hipoteke na objektu u izgradnji i omogućavanjem klasifikacije potraživanja i po osnovu projektovanih novčanih tokova (za razliku od prethodnog perioda, kada je to bilo moguće isključivo na osnovu istorijskih finansijskih pokazatelja) omogućenim od strane Narodne Banke Srbije, stvoreni su zakonski uslovi za primenu ovog modaliteta finansiranja.
LL@(6583) Hence project financing earns a special importance as an infrastructure and capital-intensive projects financing, since in this form it means an improvement in the methodology of project evaluating and financing. ~~~ 2. => U tom smislu projektno finansiranje dobija poseban značaj kao vid finansiranja infrastrukture i kapitalno intezivnih projekata, budući da svim svojim karakteristikama predstavlja unapređenje metodologije vrednovanja i finansiranja projekata. 2.
LL@(6584) Project Financing The project financing is a form of contracting that means firm contractual relations between/among the participants, and, as such, can be applied only in the projects that are capable of supporting such a form of firm contract and sustain it on an acceptable cost level. => Projektno finansiranje Projektno finansiranje je takva forma ugovaranja koja podrazumeva čvrste ugovorne odnose među učesnicima, te se shodno tome može primenjivati samo kod onih projekata koji mogu izneti takvu formu čvrstog ugovora i održavati istu na prihvatljivom troškovnom nivou.
LL@(6585) Basically, the project financing requires the presence of a real joint interest among the parties included in the project execution. => Suštinski, projektno finansiranje zahteva postojanje istinske zajednice interesa među stranama uključenim u realizaciju projekta.
LL@(6586) Only when each of the parties is really interested in a successful operalization of the project financing will all the participants do their best to ensure that the project is actually completed. => Tek kada je svakoj strani u interesu da se projektno finansiranje realizuje sa uspehom, tada će se i svi učenici potruditi da se realizacija projekta i desi.
LL@(6587) Simultaneously, project financing requires that the financial engineers should design such a financial framework that would contribute to forming of a set of contracts, which will in turn provide benefits from the contracts to all the parties concerned. => U isto vreme projektno finansiranje zahteva da finansijski inženjeri dizajniraju takvu finansijsku strukturu koja će doprineti formiranju seta ugovora, koji će omogućiti svim stranama korist od dogovora.
LL@(6588) The selection of the project financing model prior to the corporate direct finansing includes the selection of such an organization form that differs from a traditional company in two basic aspects: Š3Ë 1. => Izbor projektnog finansiranja ispred korporativnog direktnog finansiranja uključuje i odabir takve organizacione forme koja se razlikuje od tradicionalne kompanije u dve osnovne stavke: ~~~ Š3Ë 1.
LL@(6589) The project has a limited life cycle, the same as the legal entity that owns it, therefore the identity of the entity is defined by the project. => Projekat ima ograničen rok trajanja, baš kao i pravna jedinica koja ga poseduje, te je shodno tome i identitet te jedinice određen projektom.
LL@(6590) In case of the traditional company, the identity of the organizational unit is not time-limited. ~~~ 2. => U slučaju tradicionalne kompanije identitet organizacione jedinice nije vremenski ograničen. 2.
LL@(6591) The project unit distributes the cash flow directly from the project to the creditors and to the capital investors on the project. => Projektna jedinica distribuira tok gotovine direktno sa projekta ka zajmodavcima i kapitalnim investitorima projekta.
LL@(6592) The traditional companies can hold the resulting free cash flow of profitable projects and reinvest it into other projects, according to the company management preferences. => Tradicionalne kompanije, imaju na raspolaganju mogućnost zadržavanja rezultirajućeg slobodnog toka gotovine profitabilnih projekata i reinvestiranja istog u druge projekte prema preferencijama menadžmenta kompanije.
LL@(6593) The project financing has an opposite approach, therefore the free cash flos goes to the capital investors. => Projektno finansiranje ima suprotan pristup, te shodno tome kapitalni investitori dobijaju slobodan tok gotovine.
LL@(6594) As a result, it is they who make the decision on a further investment of free assets. => Posledično, odluku o daljem investiranju slobodnih novčanih sredstava donose sami.
LL@(6595) The initial and the main characteristic of the the project financing model is the establishment of an entirely new company that is also called the special Purpose Vehicle Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) Single Purpose Entity or Single Purpose Company (SPC) and is a legally independent company whose purpose of establishment is project financing. => Početna i glavna karakteristika modela projektnog finansiranja jeste formiranje potpuno novog preduzeća koje je projektno finansirano. ~~~ Namensko preduzeće često se naziva i Special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) Single Purpose Entity ili Single Purpose Company (SPC) i pravno je nezavisno preduzeće čija je namena osnivanja projektno finansiranje.
LL@(6596) This entity (most commonly, the incorporated limited liability company, or limited partnership) is set up for the purpose of accomplishing narrow, specific, temporary goals. => To je telo (najčešće društvo ograničene odgovornosti, odnosno partnerstvo sa ograničenom odgovornošću) formirano sa namenom realizacije uskih, specifičnih ili privremenih ciljeva.
LL@(6597) The primary goal is the isolation from financial risks and bankruptcy, although one of the goals can often be the deduction of tax base and risk. => Primarni cilj je izolacija finansijskog rizika i stečaja, mada se kao cilj često pojavljuje umanjenje poreske osnovice i rizika.
LL@(6598) The project organization is financed by the post-entry funds/property, because of the posibility of disposal on the basis of the standard ownership rights. => U projektnu organizaciju unosi se imovina koja se naknadno knjiži, zarad mogućnosti raspolaganja standardnim pravima vlasništva.
LL@(6599) Such companies are most commonly established for the purpose of executing a concrete project. ~~~ Here, a number of companies join to build a facility, a part of infrastructure, or to develop a technical innovation. => Ovakve kompanije se najčešće osnivaju zbog realizacije nekog konkretnog projekta, pri čemu se za njegovu realizaciju udružuje više preduzeća radi izgradnje nekog objekta, dela infrastrukture, odnosno razvoja tehničke inovacije.
LL@(6600) In case of large projects, the investors insist on forming such a company, where the credis risk is limited to special projects. => Kod velikih projekata investitori uslovljavaju formiranje takve kompanije, pri čemu se kreditni rizik ograničava na specijalne projekte.
LL@(6601) In this sense, there is no threat from other risks from the business activities that the investor (most often a bank) may not be able to get an insight in. => U tom smislu, ne postoji opasnost pojavljivanja drugih rizika iz poslovnih aktivnosti koje investitor (najčešće neka banka) ne može sagledati.
LL@(6602) The project organization is owned by one or a number of subjects, whereas in certain cases the law provides that the ownership share be percentual, but is not owned by the subject in whose name it is established, that is, is not owned by the sponsor. ~~~ 3. => Projektna organizacija je u vlasništvu jednog ili više subjekata, dok u određenim slučajevima zakon nalaže da učešće u vlasništvu mora biti i procentualno zadovoljeno, ali nije u vlasništvu onog subjekta u čije se ime osniva, odnosno nije u vlasništvu sponzora. 3.
LL@(6603) Direct and project financing relationship Project financing is most frequently compared to direct (corporate) financing, provided by way of a credit. => Odnos direktnog i projektnog finansiranja Projektno finansiranje se najčešće upoređuje sa direktnim (korporativnim) finansiranjam, obezbeđenim kroz kredit.
LL@(6604) Here the choice of financing modalities is defined by the characteristics of the project under way, the cost of capital, and the risk that the project itself is exposed to. => Pri tome je izbor modaliteta finansiranja definisan karakteristima projekta koji se realizuje, cenom kapitala, kao i rizikom koji prati sam projekat.
LL@(6605) Therefore, it is important to know that, even if the project financing is possible, it does not mean that the project should be realised in that particulat way. => Dakle, važno je znati da ukoliko se projektno finansiranje i može realizovati, to istovremeno ne znači da i projekat treba biti realizovan na ovaj način.
LL@(6606) The advantages and disadvantages of such financing modalities have to be carefully analysed, in order that the decision be made as to which of the above mentioned two modalities will bring more benefits to the project stakeholders, and to the company itself, too. => Prednosti i nedostaci ovih modaliteta finansiranja se moraju pažljivo razmotriti, kako bi se utvrdilo koji modalitet od prethodno pomenuta dva će doneti više koristi akcionarima projekta, ali i samom preduzeću.
LL@(6607) Š3Ë 4. => Š3Ë 4.
LL@(6608) Advantages of project financing of the project The financial evaluation of infrastructure and capitalintensive projects is complex. => Prednosti projektnog finansiranja projekta Finansijsko vrednovanje infrastrukturnih i kapitalno intezivnih projekata je kompleksno.
LL@(6609) The implementation of project financing means the use of a specific technique of risk and uncertainty, which is what makes the design of the Monetary flow report extremely complex. => Primena projektnog finansiranja podrazumeva i primenu specifične tehnike rizika i neizvesnosti, što upravo čini i projektovanje Izveštaja o novčanim tokovima izuzetno složenim.
LL@(6610) Project financing is an applicable financing model even in the low credit worth countries, in case the project earns enough hard-currency income to regularly service the liabilities to creditors and in case there are a legal and other guarantees that thus earned income will be used to service the debts incurred in project financing. => Projektno finasiranje je primenljiv model finansiranja i u zemljama s niskim kreditnim rejtingom, ukoliko projekat obezbeđuje dovoljne prihode u čvrstoj valuti koji će omogućiti uredno servisiranje obaveza prema kreditorima i ukoliko postoji pravna i druga sigurnost da će na taj način ostvareni prihodi biti upotrebljeni za servisiranje dugova vezanih za projektno finansiranje.
LL@(6611) The aim of project financing is not to conceal the debt from the creditors, credit rating estimating agencies or shareholders, but to share the project risk. => Cilj projektnog finansiranja nije da se sakrije dug od kreditora, agencija za procenjivanje kreditnog rejtinga ili akcionara, već da se podeli rizik projekta.
LL@(6612) In addition to reducing the project and the financial risks, there are still a number of other important advantages of project financing, among which are Š2Ë: (cid:190) the sponsor has the opportunity to obtain the required capital to complete the project which he himself cannot ensure; (cid:190) it is easier for the project to get the guarantees the sponsor would otherwise have difficulties in obtaining; (cid:190) in case of the creditors low credit worthiness, and the project is good, chances are better that financial funds and more favourable conditions for the project are obtained; (cid:190) the financial load per investor related to the debt servicing is considerably smaller; (cid:190) the project can comply with certain investment regulations that the sponsor himself would find hard to satisfy; (cid:190) it is easier for the sponsor to avoid certain prob lems (e.g., blame in case of failure, etc.); (cid:190) the costs per investor are considerably lower, etc. => Pored snižavanja rizika projekta i finansijskog rizika postoji još dosta važnih prednosti projektnog finansiranja, među kojima su Š2Ë: (cid: ~~~ sponzor je u prilici da dobije nedostajući kapital za određeni projekat koji on sam nema, (cid: ~~~ projekat lakše dolazi do garancija koje eventual no sponzor ne bi dobio, (cid: ~~~ ukoliko sponzor ima nizak kreditni rejting, a projekat je dobar, postoji veća šansa da se dođe do finansijskih sredstava i povoljnijih uslova za projekat, (cid: ~~~ mnogo je niže finansijsko opterećenje po investi toru vezano za vraćanje duga, (cid: ~~~ projekat može da zadovolji određene investicione propise koje sam sponzor teško može da zadovolji, (cid: ~~~ sponzor lakše izbegava određene probleme (npr. optužbe u slučaju neuspeha, i sl.), (cid: ~~~ znatno su niži toškovi po investitoru, i sl.
LL@(6613) An extremely important characteristic of project financing is the firm belief that the investment funds will be earned back, with a due return on investment. => Izuzetno značajna karakteristika projektnog finansiranja je sigurnost da će se investirana sredstva povratiti uz odgovarajući prinos.
LL@(6614) This usually stems from the guarantees, both direct and indirect, issued by a third party, most commonly the state itself. => Ova stavka najčešće proizilazi iz garancija, kako direktnih tako i indirektnih, koje izdaje neka treća strana, najčešće sama država.
LL@(6615) The need for these projects to be insured comes from the fact that they are capital-intensive, i.e., that they most often require that a high amount of borrowed funds be invested. => Potreba za osiguravanjem ovih projekata proizilazi iz činjenice da su kapitalno intezivni, odnosno da najčešće zahtevaju ulaganje visokog iznosa pozajmljenih finansijskih sredstava.
LL@(6616) In such a case all the above mentionad sources of funds are possible, however, each brings its own costs and risks. => U tom slučaju svi prethodno navedeni izvori finansiranja su mogući, ali svaki od njih ima svoju cenu koštanja i svoje rizike.
LL@(6617) Companies make use of project investment when investing into large projects, where they most commonly use the so-called structural financing. => Projektno finansiranje koriste preduzeća prilikom investiranja u velike projekte, pri čemu najčešće koriste tzv. strukturno finansiranje.
LL@(6618) The structural financing is one that allows the investors to track the monetary flows due to having formed a project organization, as a unit responsible for the achievement of the defined financial goals. => Strukturno finansiranje je finansiranje koje omogućava ulagačima praćenje novčanih tokova zahvaljujući formiranju projektnog preduzeća, kao jedinice zadužene za realizaciju definisanih finansijskih ciljeva.
LL@(6619) Project financing is a special focus of interest of both the manufacturing companies, and those in the field of power processing and transport. => Za projektno finansiranje posebno su zainteresovana preduzeća uključena u industrijsku proizvodnju, zatim obradu i transport energije.
LL@(6620) The resons are normally their limited capital sources, but also Š2Ë: (cid:190) avoiding the burdening of their balance sheets; (cid:190) avoiding to disclose the debt so that it does not affect the share price, i.e., avoiding financial reaction; (cid:190) avoiding the fall in the sponsors credit worthiness due to the concrete debt; (cid:190) limiting direct responsibility in the risk laden stages of the project execution and putting into effect. => Razlog za to su najčešće njihovi ograničeni izvori kapitala, ali i Š2Ë: (cid: ~~~ izbegavanje opterećenja bilansa stanja, (cid: ~~~ izbegavanje prikaza duga tako da ne utiče na cenu akcije, odnosno izbegavanje finansijske reakcije, (cid: ~~~ izbegavanje opadanja kreditnog rejtinga sponzo ra zbog postojećeg duga, (cid: ~~~ ograničenje direktne odgovornosti u rizičnim fa zama realizacije i efektuiranja projekta. ~~~ Kada se govori o investitorima projekta, treba istaći da se u svetu javlja povećano interesovanje za zajedničke projekte.
LL@(6621) As far as the project investors are concerned, it is important to point out that there is an increasing interest in joint ventures worldwide. => Mnogo je faktora koji podstiču ulazak u realizaciju projekta s partnerima, pri čemu se najčešćim smatraju sledeći: (cid:
LL@(6622) The factors influencing entering the project execution with partners are numerous, the most common being the following: (cid:190) the project is beyond the financial or manage ment capacities of only one company; (cid:190) the financing risk is lower for each of the partic ipants in the execution of the project; (cid:190) it is financially more justifiable to enter the joint venture with another company; (cid:190) one or a number of partners enjoy tax relief. => projekat je izvan finansijskih ili upravljačkih mo gućnosti samo jednog preduzeća, (cid: ~~~ niži je rizik finansiranja za svakog od učesnika u realizaciji projekta, (cid: ~~~ finansijski je opravdanije ući u zajedničko ulaga nje s još nekim preduzećem, (cid: ~~~ jedan ili više partnera ima poreske olakšice.
LL@(6623) Project financing should be applied each time it is possible to reduce the post-tax capital costs, and each time the sponsors credit is unacceptable, and therefore does not ensure the funds required for the project financing with acceptable funds. => Projektno finansiranje treba primeniti svaki put kada je moguće ostvariti niže troškove kapitala nakon oporezivanja, i svaki put kada je kredit sponzora neprihvatljiv, te u tom smislu ne obezbeđuje potrebna sredstva za finansiranje projekta sa prihvatljivim troškovima. ~~~ Prednosti projektnog finanisranja najčešće se ogledaju u: ~~~ Š3Ë (cid: ~~~ Dostizanju ekonomske rente, (cid: ~~~ Dostizanju ekonomije obima, (cid: ~~~ Raspodeli rizika, (cid: ~~~ Povećanju dugovnog kapaciteta, (cid: ~~~ Nižim ukupnim troškovima sredstava, (cid: ~~~ Proizvoljnom plasmanu slobodnog toka gotovi ne, (cid:
LL@(6624) The advantages of such a project financing are reflected in: Š3Ë (cid:190) achieving economic rent; (cid:190) achieving economy of scope; (cid:190) risk distribution; (cid:190) increase in debt capacity; (cid:190) reduced overall assets costs; (cid:190) arbitrary placement of free cash flow; (cid:190) reducing the cost of solving the financial deviations from what was planned and agreed upon; (cid:190) reducing regulatory costs. a) Achieving economic rent One special advantage of the project financing is reflected in applying this financing model in natural resources exploiting, especially in the period when these resources are possible to store, or are obtained at relatively low cost. => Smanjenju troškova rešavanja finansijskih od stupanja od planiranog i dogovorenog, (cid: ~~~ Smanjenju regulatornih troškova. a) Dostizanje ekonomske rente Jedna od posebnih prednosti projektnog finanisranja ogleda se u korišćenju ovog modaliteta finansiranja kod iskorišćavanja prirodnih resursa, naročito u periodu kada je moguće skladištenje prirodnih resursa ili se do njih dolazi sa relativno niskim troškovima.
LL@(6625) The administrative sector which controls the disposal of the natural resources stocks, can contract a long-term sale, whose project financing it supports, since that earns an over-than-average return rate on invested funds. => Pravna služba, koja kontroliše korišćenje skladišta prirodnih resursa, može ugovoriti dugoročnu prodaju, koju projektno finansiranje upravo podržava, budući da donosi nadprosečnu stopu prinosa na uložene investicije.
LL@(6626) The economists define this portion of overall revenue that is higher than expected as economic rent. => Ekonomisti definišu deo ukupnog prinosa koji je viši od očekivanog kao ekonomsku rentu.
LL@(6627) The project sponsors have before them a choice to cash the economic rent by entering longterm sales contracts, where these contracts can be used as collaterals for credits necessary to finance the development of raw material basis. => Sponzorima projekta stoji opcija unovčavanja ekonomske rente ulaskom u dugoročne prodajne ugovore, pri čemu se ti ugovori mogu koristiti kao koleteral kreditne pozajmice, neophodne za finansiranje razvoja rudne osnove.
LL@(6628) Project financing also has the advantage of allowing the sponsors the disposal of a generated cash flow necessary for project debts servicing, while earning the investors the return on the capital invested. b) Achieving economy of scope Project financing is especially applicable in cases of two or more manufacturers joining forces to build a new plant in the presence of the economy of scope in production. => Projektno finansiranje ima i prednost u tome što sponzorima projekta stavlja na raspolaganje generisani tok gotovine neophodan za servisiranje dugova projekta, dok investitorima donosi prinos na uloženi kapital. b) Dostizanje ekonomije obima Projektno finansiranje je naročito pogodno u situacijam udruživanja dva ili više proizvođača, a u cilju izgradnje novog postrojenja kada je prisutna ekonomija obima u proizvodnji.
LL@(6629) Concretely, two aluminium producers may decide to build a plant to process aluminium near the site where both partners have large bauxite basins at disposal. => Konkretno, dva proizvođača aluminijuma mogu odlučiti da izgrade fabriku za preradu aluminijuma blizu lokacije, gde oba partnera imaju na raspolaganju veliko ležište boksita.
LL@(6630) A similar example would be one of companies situated in a highly industrialized area, where they can agree on cooperation in terms of forming a joint venture. => Sličan primer bi bio kod preduzeća koja su u gusto industrijalizovanoj zoni, pri čemu se mogu dogovoriti o kooperaciji u smislu formiranja zajedničkog preduzeća.
LL@(6631) Thus they can rationalize in purchasing the energy necessary for heating and joint sales of the electric power to the local power plant. c) Risk distribution A joint venture contributes and allows the sponsors to share the project risk. => Time bi se postigla racionalizacija u vidu kupovine energije potrebne za potrebe grejanja i zajedničke prodaje struje lokalnom električnom postrojenju. c) Podela rizika Zajedničko ulaganje doprinosi i dozvoljava sponzorima da podele rizik projekta.
LL@(6632) If the cost of capital is high as related to the capitalization the sponsor realizes, the decision on project financing by own funds can seriously imperil the sponsors future. => Ukoliko je trošak kapitala projekta visok u odnosu na kapitalizaciju koju sponzor ostvaruje, odluka o finansiranju projekta isključivo sopstvenim sredstvima uistinu može ugroziti budućnost sponzora.
LL@(6633) Similarly, the project may be too large for the host country, in financial terms, to justify financing from the countrys own sources. => Slično, projekat može biti prevelik za zemlju domaćina, u smislu finansijskog naprezanja, da bi se smatralo opravdanim finansiranje samo iz sopstvenih izvora.
LL@(6634) Consequently, in order to reduce the sponsors exposure to risk, the sponsor or the host country for the project may search for one or a number of partners to form a joint venture. d) Increase in debt capacity The project financing of a company allows it for the project sponsor to finance the project through the credit sources of financing. => Posledično, da bi se smanjila izloženost riziku samog sponzora, sponzor ili zemlja domaćin projekta mogu potražiti jednog ili nekolicinu partnera za zajedničko ulaganje. d) Povećanje dugovnog kapaciteta ne za projekat, omogućavajući servisiranje duga u potpunosti pod razumno prihvatljivim uslovima.
LL@(6635) The funds for the project are raised on the basis of the contracted liability, when: 1) the buyers close a long-term contract to buy a product/service and 2) when the contract provisions are set in such a way as to allow for the free cash flow for the project, providing for the debt to be fully serviced under reasonably acceptable conditions. => 
LL@(6636) In case any unforeseen costs arise, and the cash flow is not high enough to service them, additional credit support agreements are closed, or often a foundation is established to support the project financing. => U slučaju pojave nepredviđenih troškova, usled kojih je tok gotovine nedovoljan, sastavljaju se dopunski dogovori za kreditnu podršku, odnosno neretko se formira fondacija za podršku projektnom finansiranju.
LL@(6637) It should be pointed out that the company established for the purpose of project financing is often in a position to be financed at a fairly higher level of indebtedness compared to the funds invested than it would be normal in the sponsor capitalization. => Treba napomenuti da je kompanija koja je osnovana zarad projektnog finansiranja često u prilici da se finansira sa daleko višim nivoom zaduženosti u odnosu na investirana sredstva, nego što bi to bilo uobičajeno kod sponzorske kapitalizacije.
LL@(6638) The indebtedness level compared to the funds invested the project realizes depends on the collateral level, that is, the risk the credit worthiness participants are exposed to, the project type or the profitability. e) Reduced overall assets costs Whenever the project financing contributes to solving overheads problems important in solving a concrete problem, the project will be in a position to raise funds at a cost lower than that gained by the sponsors. => Nivo zaduženosti u odnosu na investirana sredstva koji projekat ostvaruje zavisi od visine koleterala, odnosno rizika koje nose bonitetni učesnici, tipa projekta ili profitabilnost. e) Niži ukupni troškovi sredstava Uvek kada projektno finansiranje doprinosi efikasnijem rešavanju režijskih problema važnih za finansiranje nekog konkretnog projekta, projekat će imati mogućnost dolaska do sredstava jeftinije nego što bi do njih uspeli doći sponzori projekta.
LL@(6639) The project organization can obtain a higher level of indebtedness in comparison to the funds invested than the sponsors would be able to realize and maintain themselves, as the future project capital costs will benefit from trading debts at lower costs, in exchange for equity capital. f) Placement of free cash flow The project units life cycle is limited, therefore its dividend policy is defined by contract at the moment any external capital financing is negotiated. => Projektna organizacija može ostvariti viši nivo zaduženosti u odnosu na investirana sredstva, nego što bi sponzori mogli da ostvare i održe sami. budući da projektni troškovi kapitala, će imati koristi od zamene dugova nižim troškovima, u zamenu za akcionarki kapital. f) Plasman slobodnog toka gotovine Projektna jedinica ima ograničen period trajanja, te je shodno tome i njena politika dividendi ugovorom definisana u momentu dogovaranja bilo koga eksternog finansiranja kapitalom.
LL@(6640) The cash flow that is not required to cover operational costs, is used for debt servicing, or for capital improvements approved of by the investors. => Tok gotovine koji nije potreban za pokrivanje operativnih troškova, služi za servisiranje dugova, odnosno za kapitalna unapređenja odobrena od strane ulagača kapitala (investitora).
LL@(6641) Hence the approach where the investors, rather than professional managers, make decisions as to how the free cash flow will be reinvested. => Otuda i pristup da ulagači kapitala, pre nego li profesionalni menadžeri, odlučuju kako će slobodan tok gotovine projekta biti ponovo investiran.
LL@(6642) In this sense, the advantage of the project financing is in that it eliminates the will and the wishes of the Board of directors and grants more freedom to the investors to decide upon the manner of distribution of the cash flow obtained. => U tom smislu projektno finansiranje ima prednost u tome što eliminiše volju i nahođenje borda direktora, i daje veću slobodu investitorima u donošenju odluka o raspodeli ostvarenog tok gotovine.
LL@(6643) Simultaneously with the reduction of the risk that the free cash flow can be retained and reinvested without the consent of the capital investors of the project, the equity capital costs of the project are reduced. => Smanjenjem rizika da se slobodan tok gotovine može zadržati i biti investiran bez odobrenja kapitalnih investitora projekta, smanjuju se istovremeno i troškovi akcijskog kapitala projekta.
LL@(6644) It should be mentioned that in such circumstances the sponsor is not in a hopeless position, since he has the option to negotiate with the investors about new projects he considers profitable, and that would be of interest for the investors themselves. => Projektno finansiranje preduzeća omogućava sponzoru projekta finansiranje projekta i kroz kreditne izvore finansiranja. ~~~ U takvim okolnostima to je najčešće kupac proizvoda, odnosno usluga. ~~~ Sredstva za projekt se prikupljaju po osnovu ugovorene obaveze i to kada:
LL@(6645)  => 1) kupci uđu u dugoročni dogovor za kupovinu proizvoda-usluge i 2) kada su ugovorene odredbe sastavljene tako da omogućavaju adekvatni tok gotovi Treba pomenuti da sponzor u takvim okolnostima nije po pravilu u nezahvalnoj poziciji, budući da mu stoji na raspolaganju opcija pregovora sa investitorima o novim projektima za koje smatra da su profitabilni, a koji bi bili od interesa i samim ulagačima kapitala.
LL@(6646) In case the investors agree to allow the funds to be used for any additional investment enterprise of the project unit, their dues are stipulated to amount to the compensation they earn, that is, to the dividend. g) Reducing the costs of resolving financial disorders The structure of project liabilities is less complex than the structure of the sponsors overall liabilities. => U slučaju da investitori, odnosno ulagači kapitala, prihvate da stave na raspolaganje sredstva za bilo koji dodatni investicioni poduhvat projektne jedinice, dogo varaju se njihova potraživanja iskazana u visini nadoknade koju oni ostvaruju, odnosno o visini dividende. g) Smanjenje troškova rešavanja finansijskih poremećaja Struktura projektnih obaveza je manje kompleksna nego struktura ukupnih obaveza sponzora.
LL@(6647) The capital structure of the project unit normally includes only one debt class, and the number of creditors is rather small. => Struktura kapitala projektne jedinice uglavnom ima samo jednu klasu duga i vrlo je mali broj potencijalnih poverilaca.
LL@(6648) It is a general rule that the time and the cost accompanying the resolving of financial disorders increases with the increase in the number of creditors, as well as with the increase in the debtors capital structure complexity. => Opšte je pravilo da se vreme i trošak koji prate rešavanje finansijskih poremećaja povećava sa brojem poverilaca, kao i sa usložnjavanjem strukture kapitala dužnika.
LL@(6649) This is the consequence of the fact that the traditional organization, over a period of time, has a tendency to accumulate a large number of receivables, including those for the pensions, which can be rather heavy in case of the company insolvency. => To je posledica činjenica da tokom vremena, tradicionalna organizacija ima tendenciju akumuliranja velikog broja potraživanja, uključujući i ona za penzije, koja mogu biti jako teška u slučaju insolventnosti preduzeća.
LL@(6650) On the other hand, independent project units with one debt class, especially if the debt is recorded by a smaller number of sophisticated financial institutions, has a tendency to rise out of financial disorders more easily. => Sa druge strane, nezavisne projektne jedinice sa jednom klasom duga, naročito ukoliko je dug vođen od strane manjeg broja sofisticiranih finansijskih institucija, ima tendenciju da se daleko lakše uzdigne iz finansijskih poremećaja.
LL@(6651) In case of the traditional organization, direct debts of the sponsor will be covered by an entire portfolio of the sponsors property, therefore, if one business line fails, the creditor will nevertheless be paid back, thanks to the project sponsors other business lines. => Kod tradicionalne organizacije, direktni dugovi sponzora će biti pokriveni od strane čitavog portfolia imovine sponzora, te ukoliko jedna linija poslovanja propadne, zajmodavac će ipak biti isplaćen, zahvaljujući drugim linijama poslovanja sponzora projekta.
LL@(6652) In case of the project financing of the project, however, the project property will be separated from the sponsors other property, therefore the access to the property is limited by the level of the reimbursement that the sponsor guarantees to the creditor by a project debt contract. => Međutim, kod projektnog finansiranja projekta, imovina projekta je razdvojena od druge imovine sponzora, te je i pristup imovini limitiran nivoom nadoknade sponzora koja je garantovana zajmodavcu u projektnom dugovnom ugovoru.
LL@(6653) Hence one more advantage that is reflected in the fact that the separation of the project property from the other property owned by the sponsor, isolates the creditor from the risk of the sponsors sudden bancruptcy. h) Reducing regulatory costs Certain types of projects, such as joint investment, include legal and regulatory costs that are more easily handled by experienced sponsors; consequently, they are less expensive. => Otuda proizilazi i još jedna prednost koja se ogleda u činjenici da odvajanje projektne imovine od druge imovine sponzora, izoluje zajmodavca projekta od rizika da sponzor eventualno bankrotira. h) Smanjenje regulatornih troškova Određeni tipovi projekata, kao što je zajedničko ulaganje, uključuju pravne i regulatorne troškove sa kojima se iskusni sponzori projekta nose daleko lakše, pa su shodno tome i jeftiniji.
LL@(6654) Concretely, chemical and petroleum companies that enter a joint project, may be faced with considerable costs that result from the ignorance of legal and regulatory provisions accompanying the investment. => Konkretno, hemijska i naftna kompanija koje ulaze u zajednički projekat, mogu se susresti sa značajnim troškovima koji nastaju usled nepoznavanja pravnih i regulatornih odredbi koje prate ulaganje.
LL@(6655) When the projects are run by a team of experts from the field, project financing may lead to the economy of scope, due to the expert control over legal and regulatory costs. => Kada su projekti vođeni timom eksperata iz te oblasti, projektno finansiranje može dovesti i do ekonomije obima zahvaljujući ekspertskoj kontroli pravnih i regulatornih troškova.
LL@(6656) The economic sustainability of the project will depend on the further cooperation of a number of external organizations that are not under the direct control of industrial organizations, whereas using the knowledge and experience of the expert team, reputed for having successfully completed similar projects, will reduce operational costs to a considerable extent. => Ekonomska održivost projekta će zavisiti od nastavka kooperacije nekoliko spoljnih organizacija nad kojima industrijska preduzeća nemaju direktnu kontrolu, dok korišćenje znanja i iskustva ekspertskog tima koji iza sebe ima uspešno završene slične projekte će značajno smanjiti operativne troškove.
LL@(6657) More precisely, the project status independence that results from the desire to create a long-term profitable project will reduce the risk for the companies that jointly finance the production. => 
LL@(6658) 5. ~~~ Disadvantages of project financing Project financing does not result in a less expensive capital under all conditions and in all projects, therefore the costs of contracting are also very important. => Tačnije, nezavisnost sta tusa projekta proizašla iz želje da stvori dugoročno profitabilan projekat smanjuje rizik preduzeća koja su zajednički finansirala proizvodnju. 5 Nedostaci projektnog finansiranja Projektno finansiranje ne dovodi u svim uslovima i kod svih projekata do jeftinijeg kapitala, te treba ukazati posebno na troškove ugovaranja.
LL@(6659) It is those costs and the negative effects accompanying them that may prevail over all the advantages of the project financing. => Stoga, upravo ovi troškovi, kao i negativni efekti koji ih prate, mogu značajno prevagnuti u odnosu na sve prednosti projektnog finansiranja.
LL@(6660) Therefore, it is important that some of the disadvantages of project financing be also pointed out. a) Complexity Project financing is founded upon a set of contracts that require the negotiations with all the participants engaged in the project. => U tom smislu,značajno je ukazati i na neke od nedostataka projektnog finansiranja. a) Kompleksnost Projektno finansiranje je zasnovano na setu ugovora koji zahtevaju pregovaranje sa svim učesnicima angažovanim na projektu.
LL@(6661) The negotiations themselves may be rather complex and hence expensive to conduct. => Sami pregovori mogu biti prilično složeni i samim tim skupi za realizaciju.
LL@(6662) An important feature of negotiations in the analysis of project financing is the time necessary to negotiate, and it is by a rule by far longer than with the traditional direct financing. b) Indirect credit support The debt costs in project financing are higher compared to those in direct financing, for all the borrowers, without exemption, which is the result of an indirect credit support. => Bitna karakteristika pregovora kada je se analizira projektno finansiranje kao modalitet finansiranja, jeste i vreme neophodno za pregovaranje, koje je po pravilu daleko duže nego kod tradicionalnog direktnog finansiranja. b) Indirektna kreditna podrška Kod projektnog finansiranja troškovi duga su viši nego li kod direknog finansiranja i to za sve zajmoprimce finansijskih sredstva bez izuzetka, što je posledica indirektne prirode kreditne podrške.
LL@(6663) More precisely, the credit support in project financing is carried out through obligations stipulated in the contract, not through direct payments, therefore the lenders of project financing are deeply concerned about having to continually answer the contractual obligations and service debt. => Tačnije, kreditna podrška kod projektnog finansiranja se realizuje kroz ugovorne obaveze, a ne kroz direktno plaćanje, te su zajmodavci projektnog finansiranja zabrinuti za mogućnost kontinuirane realizacije ugovorenih obaveza i servisiranje duga.
LL@(6664) Cautious about what might happen in some unexpected conditions, the creditors often require a premium of 50 to 100 percent basis points, depending on the contract between the borrower and the lender. c) Higher transaction costs Due to its high complexity, project financing requires higher transaction costs compared to those incurred in direct financing. => Usled zabrinutosti što bi se moglo dogoditi u nepredviđenim okolnostima, zajmodavci neretko zahtevaju premiju koja iznosi od 50 do 100 bazičnih poena, u zavisnosti od ugovora između zajmodavaca i zajmoprimaca. c) Viši transakcioni troškovi Zbog visoke kompleksnosti, projektno finansiranje uključuje i više transakcione troškove nego li što je to svojstveno direktnom finansiranju.
LL@(6665) The higher transaction costs reflect the contracting costs that are part of the project financial structure designing. => Viši transakcioni troškovi reflektuju troškove ugovaranja koji su sastavni deo procesa dizajniranja finansijske strukture projekta.
LL@(6666) They result from the analysis and introduction of different taxes characteristic of the project, as well as from numerous legal issues, such as the documentation dealing with the stock issue and a consequent ownership of the project, the documentation related to borrowings, etc. => Ovi troškovi nastaju kao posledica razmatranja i primene različitih poreza karakterističnih za projekat, kao i mnogih pravna pitanja, poput dokumentacije vezane za emisiju akcija i konsekventno vlasništvo nad projektom, dokumentacije vezane za pozajmice i sl.
LL@(6667) The end goal of project financing is to raise enough assets necessary for the project to be operationalized and a high enough profit so that the invested funds can be easily paid back. => Konačan cilj projektnog finansiranja je obezbeđenje dovoljno finansijskih sredstava neophodnih za realizaciju projekta i dovoljno visok profit tako da je omogućeno nesmetano vraćanje uloženih finansijskih sredstava.
LL@(6668) One way of achieving this goal is the insurance provided by a third party, which was discussed above. => Jedan od načina za postizanje ovoga cilja je i osiguranje od treće strane, što je već pomenuto.
LL@(6669) The projects supported by a third party without that party earning a direct benefit from the project are, however, rare. ~~~ 6. => Ipak, retki su projekti koji su podržani od treće strane, a da ona pri tome nema neku direktnu korist od tog istog projekta. 6.
LL@(6670) Conclusion A well developed and quality infrastructure is a precondition for the development of any country. => Zaključak Razvijena i kvalitetna infrastruktura preduslov je za razvoj svake zemlje.
LL@(6671) Project financing may prove to be an attractive financing model in case of large scale projects that can survive as independent economic units, i.e., in case the sponsor companies are sensitive about employing debts in project financing and the risk accompanying the project execution. => Projektno finansiranje može biti atraktivan model finansiranja kod velikih projekata koji su sposobni da opstanu kao nezavisna ekonomska jedinica, odnosno kada su sponzorska preduzeća osetljiva na korišćenje duga u funkciji finansiranja projekta i rizika koji prati realizaciju projekta.
LL@(6672) Project financing appears especially adequate in cases the companies wish to retain operative control over the project, accept complex contracts, firm obligations and a rigid financial audit that normally accompanies project financing as a financing model. => Primetno je da je projektno finanisranje naročito pogodno kada preduzeća žele da zadrže operativnu kontrolu nad projektom, prihvate kompleksne ugovore, čvrste obaveze i jaku finansijsku kontrolu koja, po prirodi stvari, prati projektno finansiranje kao modalitet finansiranja.
LL@(6673) Agreements on project financing include the mutual interests of different parties concerned, therefore, the expected economic returns for each of the participants is proportionate to the risk they take in the project execution process. => Dogovori kod projektnog finansiranja uključuju zajednički interes među različitim stranama, te je shodno tome i očekivani ekonomski prinos svakog učesnika u srazmeri sa rizikom koji oni nose prilikom realizacije projekta.
LL@(6674) Project financing has numerous advantages compared to direct financing founded on the corporate basis. => Projektno finansiranje pruža veliki broj prednosti u odnosu na direkno finansiranje zasnovano na korporativnoj osnovi.
LL@(6675) Potential benefits are possible to be achieved only after a careful analysis by expert financial engineering. => Potencijalne koristi moguće su samo nakon pažljive analize stručnog finansijskog inženjeringa.
LL@(6676) The project organization, its legal framework and its financial plan should reflect the nature of the project, the designated project risk, the profitability, the participants credit worthiness, tax reliefs, the sponsors and the states financial standing, as well as other factors that largely affect the desires of prospective investors and creditors. => Organizacija projekta, njena pravna struktura, kao i finansijski plan, treba da odražavaju prirodu projekta, utvrđeni projektni rizik, profitabilnost, kreditnu sposobnost učesnika, poreske olakšice, finansijsku poziciju sponzora i države, kao i druge faktore koji značajno utiču na želju potencijalnih investitora i zajmodavaca.
LL@(6677) Project financing is more efficient in allocating the risk and the revenue in comparison with the diirect corporate financing, therefore the contracts related to project financing are concluded in such a manner as to allocate the project risk and revenue in a most appropriate way, in accordance to the participants in the project execution. => Projektno finansiranje uspešnije alocira rizik i prinos u odnosu na direktno korporativno finansiranje, pa se i ugovori koji prate projektno finansiranje sačinjavaju tako da na najpogodniji način alociraju rizik i prinos projekta, prema mogućnostima učesnika u realizaciji projekta.
LL@(6678) It is for this reason that the project financing minimizes the credit impact upon the project sopnsors, hence the contracts that support project loans are drafted so as to minimise direct financial obligations of the project sponsors. => Zato projektno finansiranje omogućava minimiziranje kreditnog uticaja na sponzore projekta, pa se i ugovori koji podržavaju projektne pozajmice formiraju tako da minimiziraju direktno finansijsko obavezivanje sponzora projekta.
LL@(6679) The result of the credit support from other participants, project financing allows for a higher level of relations between the debt and the project company capital than the project sponsor could achieve through internal financing. => Kao rezultat kreditne podrške drugih učesnika, projektno finansiranje omogućava viši nivo odnosa duga i kapitala projektnog preduzeća, nego što bi sponzor projekta mogao ostvariti internim finansiranjem.
LL@(6680) Furthermore, we must also take into consideration the fact that the project leverage is often twice as high compared with corporate balances, conequently leading to a higher financial risk, but to higher returns as well, provided the project is successful. => Štaviše, treba uzeti u obzir činjenicu da je projektni leverage često duplo vi ši nego kod korporativnih bilansa, što konsekventno vodi i višem finansijskom riziku, ali i višim prinosima, kada je projekat uspešan.
LL@(6681) Project financing is also accompanied by higher transaction costs compared to conventional financing, and these are mostly related to the stipulation of contract obligations. => Projektno finansiranje prate i viši transakcioni troškovi nego li konvencionalno finansiranje, koji su uglavnom vezani za izradu ugovornih obaveza.
LL@(6682) The cost of control is also an important item, hence it is clear that project financing as a model of financing is especially appropriate in case of large projects where it is possible to earn enough returns to cover necessary expences and higher transaction costs. => Troškovi kontrole takođe predstavljaju značajnu stavku, te iz toga proizilazi da je projektno finansiranje kao modalitet finansiranja naročito pogodno za velike projekte kod kojih je moguće ostvariti dovoljno koristi koje bi trebalo da nadoknade neophodne izdatke i više transakcione troškove.
LL@(6683) Consequently, project financing is an especially appropriate choice when it comes to financing infrastructure projects both in developed countries and in developing countries, such as Serbia. => Shodno tome, projektno finansiranje je naročito pogodno za finansiranje infrastrukturnih projekata kako u razvijenim zemljama, tako i u zemljama u razvoju, kao što je Srbija.
LL@(6684) Project financing includes a choice of the alternative organizational form which is largely different from the corporate form unlimited in time. => Projektno finansiranje uključuje izbor alternativne organizacione forme koja se značajno razlikuje od korporativne forme neodređenog veka trajanja.
LL@(6685) As companies most often dispose of a portfolio of assets whose returnss are not perfectly correlated, their managers have a range of choices to choose from when allocating the free cash flow and so they try to sustain their position by new investments into property and into new business. => Kako kompanije najčešće raspolažu sa portfoliom imovine kod koje prinosi nisu u savršenoj korelaciji, njihovi menadžeri uživaju široko pravo izbora u alokaciji slobodnog toka gotovine i teže da sebe održe novim ulaganjem u imovinu i nove poslove.
LL@(6686) Project financing is related to strictly defined property, hence it may be organized in the form of a company, a partnership or a limited liability company. => Projektno finansiranje je vezano za tačno definisanu imovinu, pa shodno tome može biti organizovano kao kompanija, partnerstvo ili društvo sa ograničenom odgovornošću.
LL@(6687) The life cycle of the project company is limited, since the life cycle of the project itself is limited too. => Vek projektnog preduzeća je konačan budući da je i sam projekat ograničenog veka trajanja.
LL@(6688) The free cash flow in the project company is primarily distributed towards investors, or creditors, who can then decide whether to refinance further or invest into new projects. => Kod projektnog preduzeća slobodan tok gotovine se najpre distribuira ka investitorima, odnosno ulagačima kapitala, koji po osnovu toga imaju mogućnost odlučivanja o daljem refinansiranju, ili investiranju u nove projekte.
LL@(6689) From the aspect of property, project financing can be viewed as form of financial engineering, since every financing is based on the property available, and the financial framework, too, is defined on the basis of the project itself. => Sa aspekta imovine, projektno finansiranje se može posmatrati i kao forma finansijskog inženjeringa, budući da svako finansiranje bazira na raspoloživoj imovini, a i finansijska struktura se definiše u zavisnosti od samog projekta.
LL@(6690) The role of financial engineering in project financing is especially important when it comes to the analysis of the project risk management, the interest rate, the currency and the credit swapa the project sponsors use to reduce the risk. => Uloga finansijskog inženjeringa kod projektnog finansiranja je naročito značajna kada se razmatra upravljanje rizikom projekta, kamatna stopa, valuta i kreditni swap-ovi koje korise sponzori projekta prilikom umanjenja rizika.
LL@(6691) All the above mentioned tools used in risk management used in combination with securities, such as forward, futures and optional contracts may be crucial in project financing contracting, since the allocation of exposure to risk is of vital importance in the project structuring and financing. => Svi prethodno navedeni alati koji se koriste za upravljanje rizikom u kombinaciji sa hartijama od vrednosti kao što su forvad, fjučers i opcionim ugovori mogu biti ključni kod ugovaranja projektnog finansiranja, jer je alokacija izloženosti riziku od vitalnog značaja u strukturiranju i finansiranju projekata.
LL@(6692) REFERENCE Š1Ë Benković S, Budžetiranje kapitala, FON, Beograd, 2007. ~~~ Š2Ë Fabozzi J. F, Peterson P. P, Financial Management and Analysis, John Willey & Sons, Inc, New Jersey, 2003. ~~~ Š3Ë Finnerty D. John, Project Financing, John Willey & Sons, New Jersey, 2007. ~~~ Š4Ë Euromoney, Institutional Investor PLC, London, 2008. ~~~ Š5Ë Chen A.H, Kensinger J.W and Martin J.D, Project Financing as a Means of Preserving Financial Flexibility, Working Paper, Austin, Texas: University of Texas, 1989. => LITERATURA Š1Ë Benković S, Budžetiranje kapitala, FON, Beo grad, 2007. Š2Ë Fabozzi J. F, Peterson P. P, Financial Manage ment and Analysis, John Willey & Sons, Inc, New Jersey, 2003. Š3Ë Finnerty D. John, Project Financing, John Willey & Sons, New Jersey, 2007. Š4Ë Euromoney, Institutional Investor PLC, Lon don, 2008. Š5Ë Chen A.H, Kensinger J.W and Martin J.D, Project Financing as a Means of Preserving Financial Flexibility, Working Paper, Austin, Texas:
LL@(6693) Š6Ë Culp, C. L, The art of risk management: Alternative risk transfer, capital structure, and convergence of insurance and capital markets, J. Wiley, New York, 2002. => University of Texas, 1989. Š6Ë Culp, C. L, The art of risk management:
LL@(6694) Š7Ë Merna T. and Dubey R, Financial engineering in the procurement of projects, Asia Law & Practice, Hong Kong, 1998. => Alterna tive risk transfer, capital structure, and convergence of insurance and capital markets, J. Wiley, New York, 2002. Š7Ë Merna T. and Dubey R, Financial engineering in the procurement of projects, Asia Law & Practice, Hong Kong, 1998. Š8Ë Lang.
LL@(6695) Š8Ë Lang. ~~~ L. H. P, Project finance in Asia, North Holland, Amsterdam, 1998. => L. H. P, Project finance in Asia, North Holland, Amsterdam, 1998. Š9Ë Levy, S. M, Build, operate, transfer:
LL@(6696) Š9Ë Levy, S. M, Build, operate, transfer: Paving the way tomorrows infrastructure, J. Wiley, New York, 1996. ~~~ Š10Ë Salman Shah & Thakor V. Anjan, Optimal Capital Structure and Project Finance, Finance, 2004, No. 0411041. => Paving the way tomorrows infrastructure, J. Wiley, New York, 1996. Š10Ë Salman Shah & Thakor V. Anjan, Optimal Ca pital Structure and Project Finance, Finance, 2004, No. 0411041.
LL@(6697) Š11Ë Tam C. M, Financial commitments of BOT proj ects, International Journal of Project Management, 17(6), 1999. => Š11Ë Tam C. M, Financial commitments of BOT pro jects, International Journal of Project Management, 17(6), 1999. Š12Ë Tiong R. L. K, Competitive advantage of equity in BOT tender, Journal of Construction Management, 121(3), 1995a.
LL@(6698) Š12Ë Tiong R. L. K, Competitive advantage of equity in BOT tender, Journal of Construction Management, 121(3), 1995a. Š13Ë Tiong R. L. K, Risks and garanties in BOT tender, Journal of Construction Management, 121(2), 1995b. Š14Ë Tiong R. L. K, CSFs in competitive tendering and negotiation model for BOT projects, Journal of Construction Management, 122(3), 1996. => Š13Ë Tiong R. L. K, Risks and garanties in BOT ten der, Journal of Construction Management, 121(2), 1995b.
LL@(6699) Š15Ë Tiong R. L. M. and Alum J, Financial commit ments for BOT projects, International Journal of Project Management, 16(2), 1997. ~~~ Š16Ë UNIDO, ¨Industry and Development Global Report 1991/92¨, Vienna, 1991. ~~~ Š17Ë UNIDO ¨BOT Guidelines¨, Vienna, 1996. => Š14Ë Tiong R. L. K, CSFs in competitive tendering and negotiation model for BOT projects, Journal of Construction Management, 122(3), 1996. Š15Ë Tiong R. L. M. and Alum J, Financial commitments for BOT projects, International Journal of Project Management, 16(2), 1997. Š16Ë UNIDO, ¨Industry and Development Global Report 1991/92¨, Vienna, 1991. Š17Ë UNIDO ¨BOT Guidelines¨, Vienna, 1996. Š18Ë Xueqing Z, Finanacial Viability Analaysis and Capital Structure Optimization in Privatized Public Infrastruture Projects, Journal of Construction Management, 656(6), 2005.
LL@(6700) Š18Ë Xueqing Z, Finanacial Viability Analaysis and Capital Structure Optimization in Privatized Public Infrastruture Projects, Journal of Construction Management, 656(6), 2005. => Procesni pristup kao osnov implementacije BSC-a i poboljšanja organizacionih performansi UDK:
LL@(6701) Process Approach as a Basis for BSC Implementation and Improving of Organizational Performance UDC: 005.21:005.336.1 ; 005.52 Zoran Radojević1, Ivan Stefanović2, Dragana Velimirović3 1Faculty of Organizational Sciences, University of Belgrade 2College of Business Economics and Entrepreneurship, Belgrade 3 Business Studies College , Čačak The implementation of process approach as a method of managing organization is sometimes a needed and sometimes a necessary condition for the implementation of BSC which is a complex concept of measurement of organizational performance. => 005.21:005.336.1 ; 005.52 Zoran Radojević1, Ivan Stefanović2, Dragana Velimirović3 1Fakultet organizacionih nauka Univerziteta u Beogradu 2Visoka škola za poslovnu ekonomiju i preduzetništvo, Beograd 3Visoka poslovna škola strukovnih studija, Čačak Implementacija procesnog pristupa, kao načina upravljanja organizacijom, predstavlja poželjan, a ponekad i neophodan uslov za uvođenje složenog koncepta merenja i praćenja performansi organizacije, kao što je BSC.
LL@(6702) The organizations focus on its key processes enables their permanent improvement. ~~~ This process improvement is in the function of satisfying the requirements and desires of its customers. => Orijentacija celokupne organizacije na svoje ključne procese dovodi do njihovog permanentnog usavršavanja, a sve to u funkciji zadovoljenja potreba i želja kupaca.
LL@(6703) This paper gives an account on the impact of the process approach on the implementation of the BSC concept. => U ovom radu je opisan uticaj postojanja procesnog pristupa na uvođenje BSC koncepta.
LL@(6704) In addition to theoretical presentation, this paper presents a case study of the Toyota company. => Teoretsko izlaganje je potkrepljeno studijom slučaja u kompaniji Toyota.
LL@(6705) Introduction The traditional organizations, that is, the organizations that operated or are still operating in the conditions of a relatively steady and predictable environment, did not need to monitor the events in the environment on a permanent basis, nor did they need to implement frequent changes in their strategy, processes and structure. => Uvod Tradicionalne organizacije, odnosno organizacije koje su delovale ili još uvek deluju u uslovima relativno stabilnog i predvidljivog okruženja, nisu imale potrebu da permanentno prate dešavanja u okruženju, kao ni da vrše česte izmene u svojoj strategiji, procesima i strukturi.
LL@(6706) Due to such conditions they were able to grow and develop to a great extent, assuming that size is a characteristic that guarantees success in the market. => Usled takvih okolnosti, one su mogle da rastu i da se razvijaju do velikih razmera, shvatajući pritom da je veličina karakteristika koja garantuje uspeh na tržištu.
LL@(6707) However, a new business era began, an era in which large companies find it ever more difficult to maintain their competitive position and to defend themselves from smaller, far more flexible organizations which can adapt to the changing requirements of the environment in a relatively short period of time. ~~~ 1. => Međutim, otpočela je nova era poslovanja, era u kojoj je velikim organizacijama sve teže da održavaju sopstvenu konkurentsku poziciju, kao i da se brane od manjih, znatno fleksibilnijih organizacija, koje su u stanju da se u relativno kratkom roku prilagode promenljivim zahtevima okruženja. 1.
LL@(6708) The process approach implementation It is obvious that traditional organizations encounter numerous problems stemming from their bulky structure intersected by functional barriers. => Primena procesnog pristupa Jasno je da tradicionalne organizacije imaju brojne probleme koji nastaju kao posledica njihove glomazne strukture iscepkane funkcionalnim barijerama.
LL@(6709) Modern theory and practice, however, offer solutions to this problem. => Međutim, savremena teorija i praksa organizacije ponudila je odgovor na ove probleme.
LL@(6710) We are talking about the organizations that are able to minimize these flaws, actually, about the organizations that adjusted their structure and work methodology to the requirements of the modern environment. => Reč je o organizacijama koje su u stanju da minimiziraju pomenute nedostatke, odnosno reč je o organizacijama koje su svoju strukturu i način funkcionisanja prilagodile zahtevima savremenog okruženja.
LL@(6711) These organizations are not oriented towards their functions, they are directed exclusively towards their customers, by focusing upon their own processes which in turn create value for them. => Ove organizacije nisu orijentisane na svoje funkcije, već su usmerene isključivo na svoje potrošače, i to posredstvom fokusa na sopstvene procese koji stvaraju vrednost za njih.
LL@(6712) In order that these organizations be in a position to respond promptly and to adapt to different situations, their structures are characterised by a minimum number of hierarchical levels. => Njihove strukture, kako bi uspele da reaguju brzo i da se prilagođavaju različitim situacijama, imaju minimalan broj hijerarhijskih nivoa.
LL@(6713) These are the organizations that have implemented the process approach into all the aspects of their operations, these are process organizations. => Ovde je reč o organizacijama koje su implementira le procesni pristup u sve aspekte sopstvenog delovanja, odnosno o procesnim organizacijama.
LL@(6714) The process organization is one whose entire operation is established in such a way that it can be viewed as a process or part to the process. => Procesna organizacija je ona organizacija kod koje je celokupno funkcionisanje postavljeno tako da se može posmatrati kao proces ili deo procesa.
LL@(6715) The process organizations are managed through their basic processes. => Procesnim organizacijama se upravlja posredstvom njihovih baznih procesa.
LL@(6716) In other words, the changes in the processes result in changes across the organization. => Drugim rečima, promene procesa utiču na promene celokupne organizacije.
LL@(6717) Literature lists these organizations also as horizontal organizations or flat organizations. => Procesne organizacije se u literaturi mogu sresti i pod nazivima kao što su organizacije ravnih linija i horizontalne organizacije.
LL@(6718) The process approach, i.e., the process oriented organization, means that attention is shifted from end output (products and services) to the activity chain that shapes this output. => Procesni pristup, odnosno organizaciona orijentacija prema procesima, znači da se pažnja pomera od gotovih rezultata (proizvoda i usluga) na onaj lanac aktivnosti koji oblikuje ove rezultate.
LL@(6719) The basic idea is that, since the process (with an active human participation) is responsible for the output creation, the organizational processes should be managed and continually improved Š11, pp. 17-18Ë. => Osnovna zamisao je da, s obzirom da je proces taj koji (uz aktivno učestvovanje ljudi) stvara rezultate, procesima u organizaciji treba upravljati i treba ih neprekidno poboljšavati Š11, str. 1718Ë.
LL@(6720) The orientation towards processes results in shortening the process total flow time, as well as in an increased flexibility that allows for a prompt response to the variations in market demand Š2, p. 115Ë. => Usmerenost na procese dovodi do skraćenja ukupnih protočnih vremena procesa, kao i do povećane fleksibilnosti koja omogućuje brz odgovor na varijacije u potrebama tržišta Š2, str. 115Ë.
LL@(6721) On the other hand, the most important characteristic of the process is its easy decomposition (fragmentation), but also an easy way of making it into a momentuous process. => Sa druge strane, najznačajnije svojstvo procesa je lako dekomponovanje (usitnjavanje), ali i lako ukrupnjavanje.
LL@(6722) Processes are identified by an anatomy approach to organizational systems, starting from the material/ object of work specified for the purposes of an easy identification of the process Š10, p. 13Ë. => Procesi se identifikuju anatomskim pristupom organizacionim sistemima, polazeći od predmeta rada, specificiranog baš za potrebe lakog identifikovanja procesa Š10, str. 13Ë.
LL@(6723) This facilitates permanent monitoring, analysis and improvement of processes, allowing for the organization to continually increase its own efficiency and effectiveness, and hence its competitiveness in the target markets. => Ovo olakšava njihovo permanentno praćenje, preispitivanje i poboljšavanje, usled čega je organizacija u stanju da kontinuirano povećava sopstvenu efektivnost i efikasnost, a samim tim i konkurentnost na ciljnim tržištima.
LL@(6724) A research conducted in autumn 2005 on the sample of 1267 Slovenian companies of over 50 employees each (small and medium-sized enterprises) has revealed that the process orientation has significant positive effects on the overall organizational performance. => Jedno istraživanje koje je sprovedeno u jesen 2005. godine na uzorku od 1267 slovenačkih preduzeća, koja zapošljavaju preko 50 zaposlenih (srednja i velika preduzeća), pokazalo je da procesna orijentacija ima značajne pozitivne efekte po ukupne performanse organizacije.
LL@(6725) This research verified the following three hypotheses Š14, pp. 171-185Ë: 1. => U ovom istraživanju su potrvđene sledeće tri hipoteze Š14, str. 171185Ë:
LL@(6726) The increase in the process orientation results in the improvement of the organizations financial performances; 2. => 1. ~~~ Povećanje procesne orijentacije dovodi do po boljšanja finansijskih performansi preduzeća. 2.
LL@(6727) The increase in the process orientation results in the improvement of non-financial performances, in terms of the increase in the customers, the employees, and the suppliers satisfaction; 3. => Povećanje procesne orijentacije dovodi do poboljšanja nefinansijskih performansi, u smislu povećanja zadovoljstva kupaca, zaposlenih i dobavljača. 3.
LL@(6728) The improvement of non-financial performances results in the improvement of the organizations financial performances. => Poboljšanje nefinansijskih performansi dovodi do poboljšanja finansijskih performansi preduzeća.
LL@(6729) This research supports the already adopted hypothesis that the process oriented organizations generally achieve higher performances compared to the traditionally designed (functional) organizations. ~~~ 2. => Ovo istraživanje potkrepljuje već opšte prihvaćenu hipotezu da procesno orijentisane organizacije uglavnom ostvaruju bolje performanse u odnosu na tradicionalno koncipirane (funkcionalne) organizacije. 2.
LL@(6730) The BSC concept and organizational performances measurement The creation of the BSC (Balanced Scorecard) concept was initiated by the attitude that the existing approaches to organizational performances measurement based primarily on the financial and accounting indicators have long become obsolete Š7, p. 143Ë. => BSC koncept i merenje organizacionih performansi Nastanak koncepta BSC (Balanced Scorecard) bio je podstaknut uverenjem da su postojeći pristupi merenju performansi organizacija, zasnovani prvenstveno na finansijskoračunovodstvenim pokazateljima, uveliko postali prevaziđeni Š7, str. 143Ë.
LL@(6731) The BSC is a system that translates the organizations mission and strategy into measurable goals and indicators in four basic fields: finances, internal processes, customers and learning and growth. => BSC je sistem koji prevodi misiju i strategiju organizacije u merljive ciljeve i pokazatelje u četiri osnovne oblasti: finansijama, internim procesima, potrošačima i učenju i rastu.
LL@(6732) Thus the BSC concept, as a measurement method, means the indicators among which there is a balance between the external indicators that refer to shareholders and customers and internal indicators of critical processes, innovations as well as learning and growth; however, simultaneously, the balance between the indicators of the results achieved (lagging indicators) and the indicators of future performances (leading indicators) is also achieved Š4, p. 10Ë. => To znači da BSC koncept, kao sistem merenja, podrazumeva pokazatelje među kojima je postignuta ravnoteža između eksternih pokazatelja koji se odnose na akcionare i potrošače, i internih pokazatelja kritičnih procesa, inovacija, kao i učenja i rasta; ali je postignuta i ravnoteža između pokazatelja ostvarenih rezultata (zaostajućih indikatora) i pokazatelja budućih performansi (vodećih indikatora) Š4, str. 10Ë.
LL@(6733) More precisely, the BSC means a balanced system of organizational performances measurement, one that means a balance between the short-term and the long-term goals, between financial and non-financial indicators, between lagging and leading indicators, as well as between internal and external perspectives of organizational performance Š7, p. 144Ë. => Da budemo precizniji, BSC podrazumeva uravnoteženi sistem merenja performansi organizacija, koji podrazumeva ravnotežu između kratkoročnih i dugoročnih ciljeva, finansijskih i nefinansijskih pokazatelja, zaostajaćih i vodećih indikatora, kao i internih i eksternih perspektiva performansi organizacija Š7, str. 144Ë.
LL@(6734) It should be mentioned that the four above quoted fields in which the organizational performance is measured need not be understood as imperative. => Potrebno je napomenuti da pomenute četiri oblasti, u kojima se mere performanse organizacija, ne treba shvatiti kao imperativ.
LL@(6735) They are proposed as most desirable to be measured since they are the basis of development and work of any organization. => One se predlažu kao najpoželjnije za merenje jer predstavljaju osnov razvoja i funkcionisanja svake organizacije.
LL@(6736) Of course, an organization may add (or even subtract) certain areas the management finds to be of cru cial importance for the organization, i.e., for the achievement of the organizational goals and the operalization of formulated strategies. => Naravno, svaka organizacija može da doda (ili čak izuzme) određene oblasti za koje njen menadžment smatra da su od ključnog značaja za organizaciju, odnosno za dostizanje organizacionih ciljeva i realizaciju formulisanih strategija.
LL@(6737) It is, however, necessary that one should be very cautious in selecting the areas of crucial importance for the organizations work, in which the performances will be monitored. => Međutim, prilikom izbora oblasti koje su od ključnog značaja za funkcionisanje organizacije, a u kojima će se samim tim i pratiti performanse, potrebno je biti veoma obazriv.
LL@(6738) The selection of each area means the identification of a certain number of indicators on the basis of which the organizational performances will be monitored. => Izbor svake oblasti podrazumeva identifikaciju i određenog broja indikatora na bazi kojih će se pratiti performanse organizacije.
LL@(6739) The larger number of areas to be monitored, the more numerous the indicators. => Veći broj oblasti koje će se pratiti povlači za sobom i veći broj indikatora.
LL@(6740) Normally, a larger number of indicators increases a total amount of information to be processed in the formal managerial decision-making mechanism, which may affect its efficiency and eventually cause the paralysis of the analysis. => Logično, veći broj indikatora povećava ukupan broj informacija koje treba da se procesuiraju u formalnom menadžerskom mehanizmu odlučivanja, što može da utiče na njegovu efikasnost, ali konačno i da dovede do paralize analize.
LL@(6741) On the other hand, a small number of key areas or indicators will certainly increase the decision-making efficiency, however, it may hinder the effectiveness of measuring and monitoring of the ovarall organizational performance. => Sa druge strane, mali broj ključnih oblasti ili indikatora će sigurno povećati brzinu donošenja odluka, ali može ugroziti efektivnost merenja i praćenja ukupnih organizacionih performansi.
LL@(6742) Therefore it is the responsibility of every organization management to, aware of both the positive and the negative effects of a small or of a large number of indicators (or areas), determine the areas of crucial importance for the work of the organization they manage, and then define an optimal number of indicators that will allow for a comprehensive insight into the work of the organization. => Zbog toga je na menadžmentu svake organizacije da, imajući u vidu pozitivne i negativne efekte izbora velikog i malog broja indikatora (ili oblasti), ustanovi koje su oblasti od ključnog značaja za funkcionisanje organizacije na čijem se čelu nalaze, a da zatim uspostave optimalan broj indikatora koji će dati celovitu sliku o funkcionisanju organizacije.
LL@(6743) After the organization has decided upon the areas in which the performance is to be measured (these may be the areas other than the four mentioned), it has to define the key organizational performance indicators (KPI) in them. => Kada organizacija utvrdi u kojim oblastima je potrebno da se vrše merenja performansi (to mogu biti i oblasti van pomenute četiri), na redu je definisanje ključnih organizacionih performansi (indikatora) u njima (engl. Key Performance Indicators KPI).
LL@(6744) Then comes the definition of the result planned to achieve in the chosen areas (to be measured via the defined indicators), as well as the method to be used in measuring Š13, pp. 197-204Ë. => Nakon ovoga se određuju željeni rezultati u utvrđenim oblastima (koji će se meriti posredstvom definisanih indikatora), kao i način na koji će se merenje vršiti Š13, str. 197204Ë.
LL@(6745) The BSC (Balanced Scorecard) should be implemented as an adequate system of measuring and improving the overall organizational performance in all organizations, since it is in this way that the organization (with an implemented BSC), on the basis of a set of different indicators referring to finances, customers, internal processes and the organizational learning and growth, could at any moment find out its standing as regards its goals Š3, pp. 41-46Ë. => U svim organizacijama je poželjno uspostaviti BSC (Balanced Scorecard) kao adekvatan sistem merenja i unapređivanja ukupnih organizacionih performansi, jer bi na taj način, organizacija (u kojoj je BSC implementiran) na bazi skupa različitih indikatora, koji se pre svega odnose na finansije, kupce, interne procese, kao i na organizaciono učenje i rast, mogla u svakom trenutku da bude svesna gde se nalazi u odnosu na svoje ciljeve Š3, str. 4146Ë.
LL@(6746) Hence the BSC can be said to represent the essential tool of the strategic management system. => Zbog toga se može reći da BSC predstavlja suštinski instrument sistema strategijskog menadžmenta.
LL@(6747) It harminizes, supports and provides for the inter-correlation of the key processes of management, guiding them towards the defined strategy. => On usklađuje, podržava i obezbeđuje međusobnu korelaciju ključnih procesa menadžmenta, usmeravajući ih na definisanu strategiju.
LL@(6748) The BSC allows for the strategic goals to be transparent and translated into the goals of each of the organizational segments/processes, and of all the employees. => BSC omogućuje da strategijski ciljevi budu transparentni i pretočeni u ciljeve svih segmenata/procesa organizacije, kao i svih zaposlenih.
LL@(6749) The strategy has to be defined in such a way that each organizational unit, each process owner, and even each employee, can and must recognize their role in the defined strategic goals and hence set their individual goals and activities to accomplish them Š1, pp. 75-78Ë. 3. => Strategija mora da bude tako definisana da svaka organizaciona celina, svaki vlasnik procesa, pa čak i svaki zaposleni, mogu i moraju da prepo znaju svoju ulogu u definisanim strategijskim ciljevima i da na taj način odrede sopstvene ciljeve i aktivnosti na njihovom ispunjenju Š1, str. 7578Ë. 3.
LL@(6750) The process approach impact upon the BSC concept and organizational performance A successful implementation of the BSC concept as an organizational performance measuring system means that a number od conditions have to be satisfied beforehand. => Uticaj procesnog pristupa na BSC koncept i organizacione performanse Uspešna implementacija BSC koncepta, kao sistema merenja performansi organizacije, podrazumeva prethodno ispunjenje nekoliko uslova.
LL@(6751) One is the process approach implementation. => Kao jedan od njih, mogao bi se navesti uvođenje procesnog pristupa.
LL@(6752) In other words, it is desirable, if not necessary that the BSC implementation be preceeded by the process approach implementation in the organizational management. => Drugim rečima, poželjno je, ako ne i neophodno, da implementaciji BSC koncepta prethodi implementacija procesnog pristupa u organizacionom upravljanju.
LL@(6753) The BSC concept was already said to observe the performance indicators (leading and lagging) in four key areas (there may be more than four), one of which refers to internal processes. => Već je napomenuto da BSC koncept uvažava pokazatelje performansi (vodeće i zaostajuće) u četiri ključne oblasti (može ih biti i više), od kojih se jedna odnosi na interne procese.
LL@(6754) If we observe only the internal processes area, we can easily conclude that there is a large number of indicators that can be monitored there. => Ukoliko posmatramo samo oblasti internih procesa, lako možemo doći do zaključka da se u toj oblasti može pratiti veći broj indikatora.
LL@(6755) Let us list only some of them Š7, pp. 193-194Ë: administrative expenses/total income (%); production process period (number); timely deliveries (%); average leading time (number); leading time, product development (number); leading time, from order to delivery (number); leading time, suppliers (number); leading time, manufacturing (number); decision making average time (number); supplies turnover (number); productivity improvement (%); IT capacity in the company (number); IT capacity/number of employees (number); changes in IT supplies (in currency units or %); IT costs/administrative expenses (%); manufacturing process impact upon environment (number); the product use impact upon environment (num ber); costs of wrong decision making/management in come (%); flawlessly fulfilled contracts (number); administrative expenses/number of employed (in currency units), etc. ~~~ From the standpoint of the process approach, where all the processes can be classed as eithr basic or subsidiary processes, however, a logical conclusion can be inferred that the performance indicators will not be used in measuring all, but only basic processes, which can further be divided into three basic process groups: inovations, operations (manufacturing process) and post sales services Š5, p.91Ë. ~~~ These three groups of processes can be understood as sub-areas of the internal processes area and each can be appointed performance indicators. => Kao primer mogu se navesti sledeći Š7, str. 193194Ë: administrativni troškovi/ukupan prihod (%), vreme procesa proizvodnje (broj), isporuke realizovane na vreme (%), prosečno vodeće vreme (broj), vodeće vreme, razvoj proizvoda (broj), vodeće vreme, od porudžbine do isporuke (broj), vodeće vreme, dobavljači (broj), vodeće vreme, proizvodnja (broj), prosečno vreme potrebno za donošenje odluke (broj), obrt zaliha (broj), unapređenje produktivnostu (%), kapacitet IT u preduzeću (broj), kapacitet IT/broj zaposlenih (broj), promene u zalihama IT (u nov. jed. ili %), IT troškovi/administrativni troškovi (%), uticaj procesa proizvodnje na okruženje (broj), uticaj upotrebe proizvoda na okruženje (broj), troškovi donošenja pogrešne odluke/prihodi me nadžmenta (%), ugovori ispunjeni bez greške (broj), administrativni troškovi/broj zaposlenih (u nov. jed.), itd. žemo shvatiti kao podoblasti oblasti internih procesa, a onda za svaku od ovih grupa utvrditi indikatore performansi.
LL@(6756) For example, in the sub-area of operations (manufacturing process) three groups of indicators can be set: process duration indicators, process quality indicators and process costs indicators Š7, pp. 175-176Ë. Indicators are then defined for each of the groups. => Kao primer možemo navesti da za podoblast operacija (proces proizvodnje) možemo uspostaviti tri grupe indikatora (pokazatelja): pokazatelji vremena trajanja procesa, pokazatelji kvaliteta procesa i pokazatelji troškova procesa Š7, str. 175176Ë. ~~~ Dalje se za svaku od ovih grupa definišu indikatori.
LL@(6757) For the process quality level, for example, indicators can be established to measute the quality level achieved, knowing there are four basic levels of process qualiy definition. => Npr. za nivo kvaliteta procesa možemo uspostaviti indikatore koji će meriti dostignuti nivo kvaliteta, pri čemu se zna da postoje četiri osnovna nivoa kvalitativnog određenja procesa.
LL@(6758) These are Š6Ë: 1. => U pitanju su Š6Ë:
LL@(6759) Spontaneity level. => 1. ~~~ Nivo spontanosti.
LL@(6760) This is a primitive process level. => U pitanju je nivo primitivnog procesa.
LL@(6761) Its structure any dynamics are insufficiently well planned. => Njegova struktura i dinamika su nedovoljno planirane.
LL@(6762) On this level the process is usually aproached ad hoc. => Na ovom nivou, procesu se obično pristupa ad hoc.
LL@(6763) This level is characterised by: absence of clear procedures and defined execution standards; absence of adequate documentation; unequal knowledge and skills of employees; the process sussess depends exclusively upon the experience of the manager and the process team. ~~~ 2. => Ovaj nivo odlikuje: nepostojanje jasnih procedura i definisanih stan darda izvršenja; nepostojanje adekvatne dokumenatcije; neujednačena znanja i veštine izvršilaca; uspeh procesa isključivo zavisi od veština i isku stva menadžera i procesnog tima. 2.
LL@(6764) Initialization level. => Nivo inicijalizacije.
LL@(6765) This is the level on which initial attempts in a systematic approach to processes occur. => Na ovom nivou dolazi do početnih pokušaja u sistematizovanom pristupu procesima.
LL@(6766) Its main features are the mistakes made in the initial attempts to organize and run-in the process. => Odlikuju ga greške koje se javljaju prilikom početnih pokušaja organizacije i uhodavanja procesa.
LL@(6767) It is characterised by: non-standard approaches in implementation and gradual running-up of the system; documenting certain parts of procedures and data (on this level it is usually said what should be done, not how it should be performed); all processes are structured according to the basic manner of functioning. ~~~ 3. => Za ovaj nivo je karakteristično: korišćenje nestandardnih pristupa i postepeno uhodavanje sistema; dokumentovanje pojedinih delova procedura i podataka (obično se na ovom nivou dokumentuje samo šta treba uraditi, ali ne i kako); svi procesi se strukturiraju prema osnovnom na činu funkcionisanja. 3.
LL@(6768) Formalization level is one on which the overall process becomes completely harmonized. => Nivo formalizma je nivo na kome dolazi do potpunog usaglašavanja celokupnog procesa.
LL@(6769) This level is characterised by the presence of precise standards and procedures in the process execution, in the course of which the process loses its adjustment capability, i.e., it becomes rigid. => Na ovom nivou je karakteristično postojanje preciznih standarda i procedura izvršenja procesa, pri čemu proces u određenoj meri gubi sposobnost prilagođavanja, odnosno postaje krut.
LL@(6770) This level is characterized by: standards and procedures institutionalization; presence of accompanying documentation for all major processes; consistent data collection and reporting through out the organization; a developed process management training system. => Ovaj nivo odlikuje: institucionalizacija standarda i procedura; postojanje prateće dokumenatcije za sve važnije procese; konzistentno prikupljanje podataka i izveštava nje kroz celu organizaciju; Međutim, sa aspekta procesnog pristupa, kod koga možemo sve procese u organizaciji podeliti na osnovne i pomoćne, logično je zaključiti da će se indikatorima performansi neće pratiti svi, već samo osnovni procesi, koje pritom možemo podeliti na tri osnovne procesne grupe: inovacije, operacije (proces proizvodnje) i postprodajne usluge Š5, str. 91Ë.
LL@(6771) 4. => Ove tri grupe procesa mo razvijen sistem treninga za upravljanje procesima. 4.
LL@(6772) Optimization level. => Nivo optimizacije.
LL@(6773) This is the highest quality level of the process organization. => U pitanju je najviši nivo kvaliteta organizovanja procesa.
LL@(6774) On this level, the process has precise standards, clearly defined procedures in certain parts, and acquires a capacity of adjusting to changing circumstances. => Na ovom nivou, proces ima precizne standarde, u određenim delovima i jasno definisane procedure, ali dobija sposobnost prilagođavanja promenljivim okolnostima.
LL@(6775) This level is characterised by: data collection and storage in integrated databases; establishment of mechanisms for permanent process improvement; continual enhancement of inventiveness in all members of the organization, for the purpose of process development; abandoned attitudes on the process success; the stress is on the success of the people and the system. => Za ovaj nivo je karakteristično: prikupljanje podataka i njihovo čuvanje u integri sanim bazama; uspostavljanje mehanizama za permanentno po boljšavanje procesa; kontinualno podsticanje inventivnosti svih u or ganizaciji u funkciji razvoja procesa; prevaziđeno razmišljanje o uspešnosti procesa, akcenat je na uspehu ljudi i sistema.
LL@(6776) The analysis of the above classification leads to the conclusion that the last two levels of quality definition of the process are those which the organization of all processes should seek to achieve. => Analizom navedene klasifikacije, može se doći do zaključka da su poslednja dva nivoa kvalitativnog određenja procesa, nivoi kojima bi uređenje svih procesa trebalo da teži.
LL@(6777) To which of the two levels it will be directed in particular will depend on the nature of the process itself. => Kome od ova dva nivoa uređenje konkretnog procesa treba da teži, zavisi od prirode samog procesa.
LL@(6778) In modern business conditions, the organization of a majority of processes should lead to the optimization level, a consequence of the impact of frequent changes in the environment. => U savremenim uslovima poslovanja, uređenje većine procesa bi trebalo da teži nivou optimizacije, kao posledica uticaja čestih promena u okruženju.
LL@(6779) There are, however, processes whose nature does not allow them to be executed on a level on which major deviations from the execution method defined by pracise standards and procedures are possible. => Međutim, postoje procesi kojim njihova priroda ne dozvoljava da budu realizovani na nivou na kome su moguća veća odstupanja od načina realizacije koji je utvrđen preciznim standardima i procedurama.
LL@(6780) Such examples may be the processes in chemical and base industries. => Kao primer se mogu navesti procesi u hemijskoj i baznoj industriji.
LL@(6781) The hydrochloric acid or pyrolitic oil production processes require a very precise production technology and clearly defined standards of execution. => Procesi proizvodnje hlorovodonične kiseline ili pirolitičkog ulja zahtevaju vrlo preciznu tehnologiju proizvodnje i jasno definisane standarde izvršenja.
LL@(6782) It is for this reason that in the production of these it is necessary that the manufacturing processes should be brought to the formalization level. => Zbog toga je za proizvodnju ovih proizvoda neophodno da se njihovi proizvodni procesi dovedu do nivoa formalizma.
LL@(6783) Changes in this production are possible only on condition a new technology has been adopted, more effective than the present one Š12, p. 41Ë. => Promene u ovoj vrsti proizvodnje su moguće samo u slučaju prihvatanja nove tehnologije proizvodnje, koja će dati bolje efekte od postojeće Š12, str. 41Ë.
LL@(6784) The implementation of the process approach as a basic strategic management concept, that is, as the basis for the management of the entire organizaton, largely facilitates the introduction of the BSC concept, as well as measuring, or monitoring, various organizational preformance indicators (primarily in the area of internal processes, and then in all the other areas). => Uvođenjem procesnog pristupa kao baznog koncepta strategijskog menadžmenta, odnosno kao osnova za upravljanje celokupnom organizacijom, u velikoj meri se olakšava uvođenje BSC koncepta, kao i merenje, odnosno praćenje različitih pokazatelja performansi organizacije (pre svega u oblasti internih procesa, ali i u ostalim oblastima).
LL@(6785) The logic is the following: since the main purpose of the existence of a market oriented company is to meet the needs and desires of its customers, all its processes should be oriented towards fulfilling this goal. => Logika je sledeća: s obzirom da je osnovna svrha postojanja svake tržišno orijentisane organizacije da zadovolji potrebe i želje svojih potrošača, svi procesi u njoj treba da se stave u funkciju ostvarivanja ove svrhe.
LL@(6786) This means that all the processes in the organization are carried out for the purpose of achieving the customerss satisfaction with the products or services of the organization, which will (in case these needs are satisfied successfully) result in improving the organizations financial performance. => To znači da se svi procesi u organizaciji stavljaju u funkciju zadovoljstva potrošača proizvodima ili uslugama posmatrane organizacije, što će (ukoliko se uspešno zadovolje potrebe i želje potrošača) za posledicu imati poboljšanje finansijskih performansi organizacije.
LL@(6787) On the other hand, the efficient execution of all the organizational processes requires appropriately trained executives, ones who will use knowledge and skills to permanently monitor any possible changes in the processes, as well as an adequate remuneration system. => Sa druge strane, efikasna realizacija svih procesa u organizaciji zahteva adekvatno osposobljene izvršioce, čija će znanja i veštine permanentno pratiti sve eventualne promene u procesima, kao i adekvatan sistem nagrađivanja.
LL@(6788) Thus all the four areas of organizational operations consid ered to be crucial in the basic BSC concept are embraced: processes, customers, finances and employee learning. => Ovim su zaokružene sve četiri oblasti organizacionog funkcionisanja koje se propagiraju kao ključne u osnovnom BSC konceptu: procesi, potrošači, finansije i učenje zaposlenih.
LL@(6789) It only remains to identify an optimum number of indicators and the performance monitoring may start. => Ostalo je samo da se identifikuje optimalan broj indikatora i praćenje performansi organizacije može da počne.
LL@(6790) In other words, the process approach implementation into the organization management system allows for a solid basis to be formed for processes monitoring and measuring, which will eventually result into an easier measuring and monitoring of indicators related to customers, finances and employee learning. => Drugim rečima, uvođenjem procesnog pristupa u sistem upravljanja organizacijom, stvara se solidna osnova za merenje i praćenje procesa, što će u krajnoj meri usloviti i lakše merenje i praćenje indikatora koji su vezani za potrošače, finansije i učenje zaposlenih.
LL@(6791) It will only be necessary that the indicators in these areas be defined and the BSC concept is complete. => Potom je potrebno samo definisati indikatore u ovim oblastima i BSC koncept je upotpunjen. 4.
LL@(6792) 5. ~~~ Case study: process approach implementation in the Tojota company The modern environment is extremely dynamic, hence unpredictable, which requires that all the organizations doing business in the area should achieve a satisfactory level of flexibility. => Studija slučaja: primena procesnog pristupa u kompaniji TOYOTA Savremeno okruženje je izuzetno dinamično, a samim tim i nepredvidljivo, što iziskuje od svih organizacija koje u njemu deluju da ostvare zadovoljavajući nivo fleksibilnosti.
LL@(6793) One example is that customers have become considerably choosier. => Kao primer možemo navesti činjenicu da su kupci postali daleko izbirljiviji.
LL@(6794) They demand specific products, both in functionality and in design Š8Ë. => Oni žele specifične proizvode, kako po funkcionalnosti, tako i po dizajnu Š8Ë.
LL@(6795) Such tendencies create a demand for the implementation of flexible production systems, where flexibility is above all mirrored in the production of a large number of small series, with a wide range of products Š9Ë. => Ovakve tendencije stvaraju potrebu za implementacijom fleksibilnih proizvodnih sistema, pri čemu se fleksibilnost pre svega ogleda u proizvodnji velikog broja malih serija, sa velikim asortimanom proizvoda Š9Ë.
LL@(6796) Such tendencies in the environment development have timely been identified by the management of the Toyota company, the result being that Toyota is today a modern process oriented company, based on flexible production systems. => Ovakve tendencije razvoja okruženja je na vreme uočio menadžment kompanije Toyota, što je rezultovalo time da je danas Toyota savremena procesno orijentisana organizacija bazirana na fleksibilnim sistemima proizvodnje.
LL@(6797) The philosophy that has for years been prevailing in Toyota, and which is customer and employee oriented is called the Toyota production system (TPS). => Filozofija koja se već godinama primenjuje u Toyoti, a koja je okrenuta kupcima i zaposlenima, naziva se Toyota proizvodni program (TPS) .
LL@(6798) The TPS has three desirable outputs Š17Ë: to supply the client with a highest quality vehicle, at a lowest possible price, and in reasonable time; to secure the employees satisfaction at work, safe work place and correct work relations; to ensure that the company is flexible enough to respond to the market needs, earn profits through the activities of reducing the costs and secure a long term prosperity. => TPS ima tri poželjna izlaza Š17Ë: da obezbedi klijenta sa vozilom vrhunskog kvali teta, najniže moguće cene, i na vreme, da zaposlenima obezbede zadovoljstvo na poslu, sigurno zaposlenje i korektan odnos, da omogući kompaniji fleksibilnost da odgovori na potrebe tržišta, obezbedi profit kroz aktivnosti redukcije troškova i prosansije i učenje zaposlenih. ~~~ Ostalo je samo da se identifikuje optimalan broj indikatora i praćenje performansi organizacije može da počne.
LL@(6799)  => Drugim rečima, uvođenjem procesnog pristupa u sistem upravljanja organizacijom, stvara se solidna osnova za merenje iirana na fleksibilnim sistemima proizvodnje.
LL@(6800) The basics of the TPS are built on the standardization for the purpose of securing a steady method of work and a consistent quality. => Filozofija koja se već godinama primenjuje u Toyoti, a koja je okrenuta kupcima i zaposlenima, naziva se Toyota proizvodni program (TPS) .
LL@(6801) The members of Toyota tend to continually improve their standardized processes and procedures in order to ensure the best quality, improve efficiency and eliminate costs. => TPS ima tri poželjna izlaza Š17Ë:da obezbedi klijenta sa vozilom vrhunszbedio maksimalni kvalitet, poboljšala efikasnost i eliminisali troškovi.
LL@(6802) This is known as Kaizen and is implemented in each area of the companys operations. => Ovo je poznato kao Kaizen i primenjuje se u svakoj oblasti aktivnosti kompanije.
LL@(6803) The basis of the Toyota system is made up of the Toyota production system and the TSM (Toyota Service Marketing). => Osnovu Toyotinog sistema čine Toyota proizvodni sistem i TSM (Toyota Service Marketing).
LL@(6804) The Toyota production system is the worlds most famous modular programme. ~~~ It tends to Š17Ë: reduce redundancies of any kind, such as unneces sary motions, tools, etc; achieve a balanced work load in order to avoid peak burdens and idle motion by planning every minute, by a constant visual control and by a strict adherence to the piece-by-piece production; control and maintain a balanced time dynamics: standardization of production process and each individual step within this process; identify latent problems, find counter-measures and thus prevent their repetition from the start. => Toyota proiem svakog minuta, stalnom vizuelnom kontrolom i striktnim pridržavanjem proizvodnje komad po komad; kontroliše i pravi uravnoteženu vremensku dinamiku: standardizacija proizvodnog procesa i svakog posebnog koraka u okviru tog procesa; uoči latentne probleme, pronalazi protivmere pa na taj način trenutno spreči njihovo ponavljanje.
LL@(6805) The above quoted characteristics of the Toyota production system lead to the practice of a just in time (JIT) delivery of goods (and services) where they are needed and when they are needed. => Prethodno pobrojane karakteristike Toyota proizvodnog sistema vode ka praksi pravovremene (JIT) isporuke roba (i usluga) na mesto gde se traži i u vreme kada se traži.
LL@(6806) To make its concern with the customers more complete, Toyota developed the so-called Toyota Service Marketing (TSM) programme that deals with the postsales activities. => Da bi upotpunila svoju brigu o kupcima Toyota je razvila tzv. Toyota Service Marketing (TSM) program koji se bavi postprodajnim aktivnostima.
LL@(6807) The TSM is one of the Toyotas strengths worldwide that guarantees the customers satisfaction and a high quality of repairs. => TSM je jed na od snaga Toyote širom sveta kojom se garantuje zadovoljstvo klijenta i visok kvalitet popravki.
LL@(6808) The challenge today is the TSM implementation throughout the Toyotas repair net and creating a highest quality network operated by the manufacturer. => Današnji izazov jeste uvođenje TSM-a u celu Toyotinu mrežu za popravke i stvaranje najkvalitetnije mreže kojom rukovodi proizvođač.
LL@(6809) Concern about the customer makes the basis of the Toyotas TSM programme. => U osnovi Toyotinog TSM programa je briga o kupcu.
LL@(6810) The entire philosophy of this post-sales programme can be observed through a presentation on Figure 1. ~~~ In the centre (area 1) are the so-called Toyotas customer oriented processes. => Celokupna filozofija ovog postprodajnog programa može da se prati kroz prikaz dat na slici 1. U centru (polje 1) su tzv. Toyota procesi orijentisani ka kupcu.
LL@(6811) The employees, the objects and all the internal procedures that represent the operations elements (area 2) are focused upon the execution of the core processes. => Zaposleni, objekti i svi interni postupci koji predstavljaju elemente operacija, (polje 2) fokusirani su na realizaciju procesa u jezgru.
LL@(6812) The business management in the post-sales operations sector pays due attention to the aspect of operations management (area 3). => Poslovno upravljanje sektorom postprodajnih aktivnosti posvećuje odgovarajuću pažnju aspektu upravljanja operacijama (polje 3).
LL@(6813) The achieved outputs here are measured via respective performance, primarily the profit. => Pri tome se realizovani autputi mere kroz odgovarajuće performanse, a pre svega profit.
LL@(6814) Figure 1. => Slika 1.
LL@(6815) Customer oriented activity circles In the post sales activities, the importance of the Toyota Customer oriented processes notion (Figure 1) is seen in the defining of the processes such as: the contact with clients procedure, motor failure repair procedures, claim resolving procedure, administrative work, maintenance and repairs, clients, etc. => Krugovi aktivnosti orijentisani prema kupcima U postprodajnim aktivnostima značaj pojma Toyota procesi orijentisani prema klijentima (slika 1) ogleda se kroz definisanje procesa kao što su: postupak kontakta sa klijentima, postupak rešavanja kvarova, postupak rešavanja žalbi, opšti poslovi, održavanje i popravke, klijent itd.
LL@(6816) In the TSM manual each process is presented by a respective flow chart and a textual description of this same process. => U priručniku za TSM svaki proces je predstvaljen odgovarajućim dijagramom toka i tekstualnim opisom istog.
LL@(6817) A description of a documented claim resolving procedure can be presented in the following way Š16Ë: 1. => Opis jednog dokumentovanog postupka rešavanja žalbi bi ukratko mogao da se predstavi na sledeći način Š16Ë: ~~~ 1.
LL@(6818) The serviceman should maintain an open line for 2. => Serviser treba da ima otvorenu liniju za kontakt sa klijentom. 2.
LL@(6819) The receptionist should answer the call politely, identify the name of the serviceman, introduce himself and ask questions in order to encourage the client to explain what he needs. => Recepcionar treba ljubazno da odgovori na poziv, identifikuje ime servisera, predstavi se i otvoreno pita kako bi ohrabrio klijenta da objasni svoje potrebe. 3.
LL@(6820) 3. ~~~ The receptionist should direct the client to the person in charge of clients' complaints resolving (CRE - Customer Relationship Executive). => Recepcionar treba da uputi klijenta na odgovarajuću osobu koja se bavi rešavanjem žalbi klijenata (CRE - Customer Relationship Executive).
LL@(6821) To find out what the client's problem is, the CRE should listen to the client attentively and make necessary notes. ~~~ 4. => Prilikom utvrđivanja klijentovog problema, CRE osoba treba da klijenta dobro sasluša i napravi odgovarajuće beleške. 4.
LL@(6822) The CRE should search for the solutions to pro contacts with the client. pose to the client. => CRE osoba treba da traga za rešenjima koja će predložiti klijentu. 5.
LL@(6823) 5. ~~~ The repair takes place. => Obavljanje intervencije. 6.
LL@(6824) 6. ~~~ The CRE in the service makes a questionnaire to check whether the client is satisfied and sends it by post or calls the client on the phone. => CRE servisera vrši anketu za proveru; poštom ili telefonski proverava da li je klijent zadovoljan.
LL@(6825) There is a documented procedure for every work activity connected to servicing the automobile. => Dokumentovana procedura postoji i za bilo koju radnu aktivnost povezanu sa servisiranjem automobila.
LL@(6826) Figure 2 presents such a procedure related to making an appointment for a repair. => Na slici 2 je dat jedan takav prikaz postupka koji se odnosi na zakazivanje popravke.
LL@(6827) The ultimate goal is to improve the appointment rate. => Krajnji cilj je unapređenje stope zakazivanja.
LL@(6828) Figure 2. => Slika 2.
LL@(6829) The repair appointment making procedure All the processes in Toyota are, of course, defined in detail, in order that their performance should be monitored more easily. => Postupak zakazivanja popravke Naravno, svi procesi u Toyoti se detaljno definišu, kako bi se lakše pratile performanse istih.
LL@(6830) Monitoring is achieved by appropriate measurings. => Praćenje se postiže odgovarajućim merenjima.
LL@(6831) The measurings, however, are not carried out just for the sake of monitoring performance, but rather for the purpose of getting new knowledge of the extent to which the previously set goals are achieved. => Međutim, ne vrše se merenja da bi se jednostavno pratile performanse, već se ona preduzimaju da bi se dobilo saznanje o stepenu ispunjenja prethodno postavljenih ciljeva.
LL@(6832) To monitor the efficiency of business operations and the extent to which the goals are achieved Toyota uses the key performance indicators (KPI). => Za praćenje efikasnosti poslovanja i stepena ispunjenja ciljeva, Toyota koristi ključne pokazatelje (indikatore) uspeha (KPI).
LL@(6833) The implementation of these indicators helps the management guide and improve their business. => Korišćenjem ovih pokazatelja menadžment lakše usmerava i unapređuje svoje poslovanje.
LL@(6834) In the automobile post-sales processes these indicators are classed as: a) the client turnover indicators (number of visits of clients, number of repair orders, serviced cars at the expense of the client, etc.), b) post-sales success indicators and c) financial indicators. => U procesima postprodaje autoobila, ovi pokazatelji se dele na: a) pokazatelje prometa klijenata (broj poseta klijenata, broj naloga za opravku, servisirana vozila za koja plaća klijent i sl.), b) pokazatelje uspeha nakon prodaje i c) finansijske pokazatelje.
LL@(6835) The KPI examples that refer to the post-sales service success indicators are: spare parts sales indicators, client turnover indicators, delivery indicators, the repair specialist capacity indicators, etc. => Primeri KPI koji se odnose na pokazatelje uspeha servisa nakon prodaje su: pokazatelji prodaje delova, pokazatelji prometa klijenata, pokazatelji isporučivosti, pokazatelji kapaciteta specijaliste za opravke i sl.
LL@(6836) All the above mentioned parts and indicators of the service success indicators are important in monitoring the execution of the set goals, but also for the future planning. => Svi delovi i pokazatelji uspeha servisa, koji su napred nabrojani, važni su za praćenje realizacije postavljenih ciljeva i naredno planiranje.
LL@(6837) The method of monitoring the planned and the realized values of spare parts sales, as one success indicator, are shown in Figure 3. => Način praćenja planiranih i realizovanih vrednosti prodaje delova, kao jednog od pokazatelja uspeha, dat je na slici 3.
LL@(6838) Figure 3. => Slika 3.
LL@(6839) Chart of spare parts sales results This example clearly shows that Toyota pays a lot of attention to its processes, especially to those directly related to customers. => Grafički prikaz rezultata prodaje delova Iz ovog primera se jasno vidi da Toyota veliku pažnju posvećuje svojim procesima, a posebno onim procesima koji su direktno usmereni na kupce.
LL@(6840) It is important to point out that Toyota allocates large funds in the development of its employees. => Potrebo je napomenuti da Toyota izdvaja i velika novčana sredstva za razvoj svojih zaposlenih.
LL@(6841) All the activities Toyota undertakes resulted in a continual growth in sales on the global lev el as well as in the satisfactory levels of financial performance. => Sve ove aktivnosti koje Toyota preduzima su rezultovale kontinuiranim rastom prodaje na globalnom nivou i zadovoljavajućim nivoima finansijskih performansi.
LL@(6842) We can only stress that the earned income of the Toyota company in the last three years records a continual growth (including the year 2008 when the recession was global). => Kao primer možemo istaći da ostvareni prihod kompanije Toyota u poslednje tri godine beleži kontinuiran rast (uključujući i 2008. godinu kada u kojoj je došlo do razvoja globalne recesije).
LL@(6843) The data on the earned income are illustrated in Figure 4 Š15Ë. Figure 4. => Podaci o ostvrenom prihodu su ilustrovani na slici 4 Š15Ë. ~~~ Slika 4.
LL@(6844) The Toyota company income in the last three years On the basis on the above, we can draw a conclusion that Toyota implements the process approach in organizational management simultaneously, and that this type of management is supported by a developed BSC system used to monitor all the important performance indicators of this large company. => Ostvareni prihod kompanije Toyota u protekle tri godine Na bazi svega što je rečeno, možemo zaključiti da Toyota simultano primenjuje procesni pristup u organizacionom upravljanju, pri čemu je ovo upravljanja podržano razvijenim BSC sistemom, kojim se prate svi bitniji indikatori performansi ove velike kompanije.
LL@(6845) Naturally, establishing these and many other management and organizational systems resulted in Toyota becoming a leader on a global automobile market. => Naravno, uspostavljanje ovih i brojnih drugih menadžment i organizacionih sistema je uticalo da Toyota vremenom postane svojevrsni lider na globalnom tržištu motornih vozila.
LL@(6846) Conclusion The process oriented organizations can manage these processes in an easier way. => Zaključak Organizacije koje su orijentisane na svoje procese lakše mogu da upravljaju njima.
LL@(6847) Naturally, in marketing oriented organizations, where the basic (key) processes are customer oriented, this means that organizations focus upon meeting the needs and desires of their customers. => Naravno, to u marketinški usmerenim organizacijama, gde su osnovni (ključni) procesi okrenuti prema kupcima, znači da se organizacije fokusiraju na zadovoljavanje potreba i želja svojih kupaca.
LL@(6848) On the other hand, occasional changes in the processes will require that all the employees permanently learn and improve so that they should, using their knowledge and skills, efficiently adapt to the changes within organizational processes. => Sa druge strane, povremene promene u procesima će iziskivati permanento učenje i usavršavanje svih zaposlenih, kako bi se, sa aspekta znanja i veština, efikasno prilagođavali nastalim promenama unutar organizacionih procesa.
LL@(6849) Such a method of work will most probably have a positive effect upon the financial aspects of organizational activities. => Ovakav način rada će vrlo verovatno u pozitivnoj meri uticati na finansijske aspekte delovanja organizacije.
LL@(6850) All this will in turn make it necessary that a specific system of performance measuring be implemented in all the areas of crucial importance the organizational activities. => Sve ovo će usloviti neophodnost uspostavljanja svojevrsnog sistema merenja performansi u svim oblastima koje su od ključnog značaja za funkcionisanje organizacije.
LL@(6851) Therefore we can conclude that the process orienta for tion really facilitates the implementation of a complex system used to measure the overall organizational performance, such as the BSC (in certain cases the process orientation is a necessary condition for the BSC implementation). => Samim tim, možemo da zaključimo da procesna orijentacija zaista olakšava implementaciju složenog sistema merenja ukupnih performansi organizacije, kakav je BSC (u određenim slučajevima je procesna orijentacija neophodan uslov za implementaciju BSC-a).
LL@(6852) The Toyota example, presented in this paper, is an attempt to introduce the readers to the importance of the process approach. => Primer Toyote, koji je opisan u ovom radu, predstavlja pokušaj približavanja značaja procesnog pristupa u organizaciji čitaocima.
LL@(6853) On the other hand, it highlights the importance of the BSC concept implementation, as well as the important relationships between the process approach and the BSC. ~~~ REFERENCE Š1Ë Grupa autora, Sistem menadžmenta kvalitetom u BSC okruženju, Kvalitet, br. 1-2, Beograd, 2008. ~~~ Š2Ë Helmrich, K., Janbrink, S., Edenback., B., Nova švedska organizaciona filozofija: GTO, Prometej, Novi Sad, 1997. => Sa druge strane, on ukazuje na značaj implementacije BSC koncepta, kao i na postojanje značajnih relacija između procesnog pristupa i BSC-a LITERATURA Š1Ë Grupa autora, Sistem menadžmenta kvalitetom u BSC okruženju, Kvalitet, br. 1-2, Beograd, 2008. Š2Ë Helmrich, K., Janbrink, S., Edenback., B., Nova švedska organizaciona filozofija:
LL@(6854) Š3Ë Kaplan, R., How the Balanced Scorecard Complements the McKinsey 7-S Model, Strategy & Leadership, Vol. 33, No. 3, 2005. => GTO, Prometej, Novi Sad, 1997. Š3Ë Kaplan, R., How the Balanced Scorecard Complements the McKinsey 7-S Model, Strategy & Leadership, Vol.
LL@(6855) Š4Ë Kaplan, R., Norton, D., The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Boston, Massachusetts, 1996. => 33, No. 3, 2005. Š4Ë Kaplan, R., Norton, D., The Balanced Scorecard:
LL@(6856) Š5Ë Kaplan, R., Norton, D., The Strategy-Focused Scorecard Organizations: How Balanced Companies Thrive the New Business Environment, Harvard Business School Press, Boston, Massachusetts, 2001. in Š6Ë Kloppenborg, T., Petrick, J., Managing Project Quality, Management Concepts, Virginia, USA, 2002. => Translating Strategy into Action, Harvard Business School Press, Boston, Massachusetts, 1996. Š5Ë Kaplan, R., Norton, D., The Strategy-Focused Organizations:
LL@(6857) Š7Ë Pešalj, B., Merenje performansi preduzeća: tradicionalni i savremeni koncepti, Ekonomski fakultet, Beograd, 2006. => 
LL@(6858) Š8Ë Radojević, Z., Organizacioni model sistema održavanja prema zahtevima serije standarda ISO 9000, Management, br. 5, 1997. => 
LL@(6859) Š9Ë Radojević, Z., Model optimizacije proizvodnog programa proizvodnje sa primerom iz prakse, I Međunarodni simpozijum Industrijsko inženjerstvo '96, Beograd, 1996. => 
LL@(6860) Š10Ë Radović, M., Karapandžić, S., Inženjering procesa, Fakultet organizacionih nauka, Beograd, 2005. ~~~ Š11Ë Rentzhog, O., Temelji preduzeća sutrašnjice: procesima usmerena poslovna Prometej, Novi Sad, 2000. filozofija, Š12Ë Stefanović, I., Fleksibilne organizacione strukture, Magistarska teza, Fakultet organizacionih nauka, Beograd, 2007. ~~~ Š13Ë Stefanović, I., Restrukturiranje kao metod sanacije akutne organizacione krize, Nauka i biznis, br. 3-4, 2007. => How Balanced Scorecard Companies Thrive in the New Business Environment, Harvard Business School Press, Boston, Massachusetts, 2001. Š6Ë Kloppenborg, T., Petrick, J., Managing Project Quality, Management Concepts, Virginia, USA, 2002. Š7Ë Pešalj, B., Merenje performansi preduzeća: tradicionalni i savremeni koncepti, Ekonomski fakultet, Beograd, 2006. Š8Ë Radojević, Z., Organizacioni model sistema održavanja prema zahtevima serije standarda ISO 9000, Management, br. 5, 1997. Š9Ë Radojević, Z., Model optimizacije proizvodnog programa proizvodnje sa primerom iz prakse, I Međunarodni simpozijum Industrijsko inženjerstvo 96, Beograd, 1996. Š10Ë Radović, M., Karapandžić, S., Inženjering procesa, Fakultet organizacionih nauka, Beograd, 2005. Š11Ë Rentzhog, O., Temelji preduzeća sutrašnjice: procesima usmerena poslovna filozofija, Prometej, Novi Sad, 2000. Š12Ë Stefanović, I., Fleksibilne organizacione strukture, Magistarska teza, Fakultet organizacionih nauka, Beograd, 2007. Š13Ë Stefanović, I., Restrukturiranje kao metod sanacije akutne organizacione krize, Nauka i biznis, br. 3-4, 2007.
LL@(6861) Š14Ë [krinjar, R., Indihar Štemberger, M., Hernaus, T., The Impact of Business Process Orientation on Organizational Performance, Proceedings of the 2007 Informing Science and IT Education Joint Conference, 2007. => Š14Ë krinjar, R., Indihar Štemberger, M., Hernaus, T., The Impact of Business Process Orientation on Organizational Performance, Proceedings of the 2007 Informing Science and IT Education Joint Conference, 2007. Š15Ë www.hoovers.com/toyota (datum pristupa:
LL@(6862) Š15Ë www.hoovers.com/toyota (datum pristupa: 01.04.2009.) => 01.04.2009.) Š16Ë www.toyota.co.jp/en/environmental_rep/03/ma nage04.html Š17Ë www.toyota.com.au/about/toyota-production system (datum pristupa:
LL@(6863) Š16Ë www.toyota.co.jp/en/environmental_rep/03/man age04.htp l Š17Ë www.toyota.com.au/about/toyota-production system (datum pristupa: 24.03.2009.) => 24.03.2009.) Kako oglašivači vide Internet kao sredstvo marketinga: studija slučaja UDK:
LL@(6864) Advertiser Perception of the Internet as a Marketing Communication Vehicle: Case Study UDC: 004.5:659 Khalid Alrawi Al-ain University of Science & Technology Po Box 64141, UAE E-mail : kalrawi47¿hotmail.com For most established businesses, the Web's main role is either to reduce costs or to add value for existing customers, but it also has a potential role in customer acquisition, and in the case of a web startup. => 004.5:659 Khalid Alrawi Univerzitet za nauku i tehnologiju Al-ain, UAR e-mail: kalrawi47¿hotmail.com U mnogim firmama smatraju da je uloga interneta ili da smanji troškove ili da doda vrednost za postojeće kupce, ali on igra značajnu ulogu i u privlačenju novih kupaca i u uspostavljanju novih mreža.
LL@(6865) It is a critical role. => To je, u stvari, njegova najznačajnija uloga.
LL@(6866) The aim of this research is to find out how the Internet is impacting advertising. => Naš cilj u ovom istraživanju jeste da proučimo kako internet utiče na oglašavanje.
LL@(6867) The study was carried out through a questionnaire of the top executives of 200 firms in the services sectors in Abu Dhabi, UAE (Banking and Insurance industries). ~~~ It examined their attitudes about the effect of advertising through the Internet. => Studija je obuhvatila izvršne direktore 200 firmi koje rade u uslužnom sektoru u Abu Dabiju u UAR (oblast bankarstva i osiguranja), a sprovedena je putem upitnika, sa ciljem da se sazna kako ovi direktori ocenjuju efekat oglašavanja primenom interneta.
LL@(6868) Research findings conclude that the scope of the Internet usage in advertising is affected by managements' perceptions of the effectiveness of their web sites as a marketing tool. => Zaključci dobijeni istraživanjem pokazuju da opseg primene interneta u oglašavanju zavisi od toga kako menadžment ocenjuje efekat vebsajtova kao instrumenta marketinga.
LL@(6869) Result indicates that negative attitudes towards advertising through the Internet are associated with the Banking and Insurance businesses, which are the largest two sectors in the services industry. => Rezultati ukazuju na to da su negativni stavovi prema oglašavanju putem interneta uglavnom vezani za firme u sektoru bankarstva i osiguranja, dva najveća sektora u oblasti uslužne delatnosti.
LL@(6870) These findings suggest that managers believe there are no economic benefits for advertising through the Internet. => Ovi rezultati ukazuju i na to da menadžeri smatraju da oglašavanje putem interneta ne donosi nikakvu ekonomsku korist.
LL@(6871) Based upon the sample size the researcher believes that the findings may prevail in other service industries in Abu Dhabi in particular and, the UAE in general. => Na osnovu veličine uzirka ovaj istraživač iznosi stav da ovakvi rezultati mogu da važe i u drugim uslužnim delatnostima, posebno u Abu Dabiju, a i u UAR uopšte.
LL@(6872) 1. ~~~ Introduction Recently, the Internet has become one of the most vivid topics in business and academia. => Uvod Internet je u poslednje vreme postao tema veoma živih rasprava kako u poslovnim, tako i u naučnim krugovima.
LL@(6873) The speed of development of electronic marketing has been fast by all standards. => Brzina kojom se elektronski marketing razvija po svim standardima je svakako veoma velika.
LL@(6874) Such development has a far reaching impact on how business is conducted and perceived. => Ovakav razvoj ima dalekosežni uticaj i na samo poslovanje i na naše poimanje poslovanja.
LL@(6875) In fact, the speed of development has accelerated the debate on the usefulness and its profound influence on organizations and management. => U stvari, brzina kojom se internet razvija je ubrzala rasprave o njegovoj korisnosti i o njegovom velikom uticaju na organizacije i menadžment.
LL@(6876) Business and financial markets are recovering from earlier over exuberance about the Internet. => Poslovna i finansijska tržišta počinju objektivnije da sagledavaju ulogu interneta u odnosu na ranije preterano oduševljenje koje su pokazivali u njegovom korišćenju.
LL@(6877) Ang & Buttle, (2006) recognized that the fundamentals of business have not changed, that most pure-play dotcom business models were widely overoptimistic, especially in business-to-consumer (B2C) markets, and that the future role of the Internet in marketing will be largely as a part of an integrated combination of bricks & clicks. => Ang & Buttle (2006) priznaju da se u osnovnim postavkama poslovanja ništa nije promenilo, da je većina čisto dotcom poslovnih modela previše optimistična, posebno na tržištima koja neguju neposredan pristup potrošaču (B2C tržišta), i da će buduća uloga interneta u marketingu u velikoj meri biti deo objedinjene kombinacije bricks&clicks.
LL@(6878) The Internet remains the most wide-ranging and significant area of current development in advertising. => Internet je i dalje najsveobuhvatnija i najznačajnija oblast savremenih dostignuća u domenu oglašavanja.
LL@(6879) The Internet allows faster, cheaper and more personalized advertising than any previous medium. => Oglašavanje putem interneta je brže, jeftinije i neposrednije nego kod bilo kojih ranijih medija.
LL@(6880) McAlister, (2005) suggested that advertising by the Internet, can dramatically reduce customer search costs and even support purchase decisions made on behalf of the customer by intelligent software agents. => McAlister (2005) navodi da oglašavanje putem interneta štedi potrošačima troškove traženja proizvoda i da im primenom inteligentnih softverskih rešenja čak pomaže da donesu odluku.
LL@(6881) Therefore, it allows seamless communication over any distance, local or global increasingly. => Na taj način internet obezbeđuje neprekinutu komunikaciju na bilo kojoj udaljenosti, u lokalu i sve više u globalnim razmerama.
LL@(6882) A firm's knowledge of the Internet, including perceptions of opportunities and problems is acquired to a large extent through the experience of engaging in various forms on Internet en abled-commerce,(Daniel & Grimshaw,2002). => Firma u velikoj meri upoznaje internet i prepoznaje svoju priliku i pro bleme tako što se uključuje u rezličite oblike internettrgovine (Daniel & Grimshaw, 2002).
LL@(6883) These capabilities have the potential in principle to transform many aspects of marketing: segmentation and targeting, pricing, customer service and customer relationship management, marketing communication, promotion, channels and value chain. => U principu, internet ima potencijale da transformiše veliki broj aspekata marketinga: segmentaciju i ciljano obraćanje, određivanje cene, upravljanje korisničkim servisom i odnosima sa kupcima, marketinšku komunikaciju, promociju, kanale komunikacije i lanac vrednosti.
LL@(6884) Local advertising costs, as a barrier to entry, will be significantly reduced as the Internet makes it possible to reach a local audience more cheaply, (Hamid and George, 2005). => Troškovi lokalnog oglašavanja, koji predstavljaju prepreku za ulaz na tržište, biće značajno umanjeni pošto je obraćanje lokalnim potrošačima putem interneta daleko jeftinije (Hamid & George, 2005).
LL@(6885) This new way of thinking has raised several importance issues that need further research. => Ovaj novi način razmišljanja pokrenuo je nekoliko značajnih pitanja koja zahtevaju šira istraživanja.
LL@(6886) The main issue is the lack of meaningful research in our understanding of how managers' perceptions of the benefits and disadvantages of the internet translate into marketing decisions that may or may not involve an Internet presence, (Lanz, 2002). => Glavno pitanje je nedostatak dobrih, smislenih istraživanja o tome kako viđenje menadžera o tome šta su koristi, a šta nedostaci interneta mogu da se prevedu u marketinške odluke u kojima internet može i ne mora da postoji (Lanz, 2002).
LL@(6887) The Internet impacts marketing strategy, channel management, marketing communications, customer service and business-to-business marketing. => Internet utiče na strategiju marketinga, na upravljanje kanalima informacija, marketing komunikacijama, korisničkim servisom i firma-firma marketingom.
LL@(6888) Also, permits the instant establishment of vital branches locally or even throughout the world, and allows these firms to improve their images even abroad, (Hamid and George, 2005). => On omogućava i momentalno uspostavljanje veoma važnih filijala na lokalu, ali i širom sveta i omogućava firmama da poboljšaju sliku o sebi i u inostranstvu (Hamid % George, 2005).
LL@(6889) This research focuses on the usage of the Internet as an instrument which is available for services institutions to expand their operations in the local market. => U ovom istraživanju usredsredili smo se na primenu interneta kao instrumenta koji koriste uslužne firme u širenju poslova na lokalnom tržištu.
LL@(6890) While several studies have already addressed the importance of the Internet in services firms, however, to the re searcher's knowledge, such effort is not recognized that the use of the Internet for local or even global business enables them to enhance themselves in the marketplace. => Jedan broj studija se već bavio značajem koji internet ima za firme koje posluju u sektoru uslužnih delatnosti, ali, koliko je poznato ovom istraživaču, nije bilo pokušaja da se prouči da li je i koliko primena interneta u lokalnom i globalnom poslovanju pomogla firmama da poboljšaju svoje pozicije na tržištu.
LL@(6891) The aim of this research is to assess the attitude of commercial firms in the services sector (Banking and insurance) in the UAE towards the usage of Internet advertising. => Ovo istraživanje sprovedeno je sa ciljem da se ocene stavovi komercijalnih firmi u sektoru usluga (bankarstvo i osiguranje) u UAR u odnosu na primenu interneta.
LL@(6892) This study therefore, provides an important ratification of literature as well as extending the validity of its conclusions to include other states in the UAE, or even the Gulf Region, and is intended to be representative of the entire Emirates. => Stoga ova studija predstavlja značajnu potvrdu navoda literature i proširuje validnost donetih zaključaka i na druge države UAR, pa čak i na Zalivsku oblast, a teži da bude reprezentativna i za sve Emirate.
LL@(6893) The researcher expects its impact to increase steadily over the next decade, as the technology improves, its availability and usage continue to grow, and businesses learn better how to use it within their wide advertising strategy. => Istraživač očekuje da će uticaj interneta ravnomerno da raste tokom naredne decenije, uporedo sa razvojem tehnologije, sa sve većom dostupnošću i mogućnošću primene i što više firme shvataju kako da ga koriste u svojim strategijama oglašavanja.
LL@(6894) However, the paper deals with empirical research than with theory. => Ipak, u ovoj studiji bavićemo se empirijskim istraživanjem, mnogo manje teorijom.
LL@(6895) The subsequent analysis attempts to address the above research questions. ~~~ 2. => U analizi koja sledi, pokušaćemo da odgovorimo na gore postavljena pitanja. 2.
LL@(6896) The role of advertising online It is certainly exciting to be at the forefront of a new technology. => Uloga on-line oglašavanja Svakako je veoma uzbudljivo biti među prvima koji koriste neku novu tehnologiju.
LL@(6897) Just as the television in the 1950s and after, dramatically changed society, the Internet is changing society and market operations profoundly for many years to come. => Kao što je i televizija 1950-ih i kasnije promenila društvo u značajnoj meri, i internet donosi duboke promene i tek će narednih godina uticati na promene u društvu i na poslovanje na tržištu.
LL@(6898) The Internet is the fastest growing medium in history, considering, for example, the growth rate of radio and television. => Ni jedan medij se do sada nije razvijao takvom brzinom, čak i kada ga uporedimo sa rezvojem radija i televizije.
LL@(6899) The use of the Internet as advertising channel depends both on the growth in general Internet penetration and usage and on how the Internet then influences the adoption and diffusion of other products and services, (Adam (2002). => Primena interneta kao kanala oglašavanja zavisi kako od razvoja opšteg uticaja i prodora interneta, tako i od toga kako internet utiče na prihvatanje i širenje drugih proizvoda i usluga (Adam, 2002).
LL@(6900) In both these contexts, there is the usual caveat that one must be careful not to assume that the predictors of early adoption will also hold for later adoption. => U oba ova konteksta prisutna je uobičajena opomena da treba da budemo oprezni i da ne mislimo da će prvi pokazatelji da je nešto usvojeno važiti i ubuduće.
LL@(6901) The researcher draws on the adoption and diffusion literature to propose how the Internet will develop, and found among early adopters for these firms in the sample, the primary reason for using the Web was for entertainment rather than advertising. => Ovaj istraživač se oslanja na literaturu o prihvatanju i širenju interneta i na osnovu te literature predviđa kako će se internet razvijati. ~~~ U firmama koje su poslužile kao uzorak za istraživanje, istraživač je zaključio da su oni koji su odmah prihvatili internet radije koristili mrežu da se zabave nego da se preko nje oglašavaju.
LL@(6902) To determine if there were differences between Internet users and non-users between these two groups in their attitudes towards technology, ownership of different technologies, and information versus entertainment needs, the researcher found that compared to non-users as they are the majority, Internet users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort of time, (Mittal et.al., 2008). => Pokušali smo da utvrdimo da li između korisnika interneta i onih koji ga ne koriste postoji razlika u stavovima prema tehnologiji, vlasništvu nad različitim tehnologijama i odnosu između informacija i zabave. ~~~ Zaključili smo da su oni koji ne kori ste internet u većini, a da korisnike više interesuje tehnologija uopšte i koristi koje od nje dobijaju, posebno ako bi primenom tehnologije uštedeli trud i vreme (Mittal i dr., 2008).
LL@(6903) They were also more likely to think that technology was both important and fun. => Takođe su smatrali da je tehnologija istovremeno i značajna i zabavna.
LL@(6904) Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users. => Korisnici interneta su bili prvenstveno motivisani potrebama za komunikacijom i informacijama, ali izgleda da to nije bio jedini razlog, pošto su u odnosu na one koji ne koriste internet sve vreme osećali da nemaju dovoljno vremena.
LL@(6905) A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user base. => Implikacija koja se može izvesti iz ovih zaključaka jeste da bi internet možda trebalo da bude nešto više orijentisan na zabavne sadržaje, da bi privukao veći broj aktivnih korisnika.
LL@(6906) Internet advertising and marketing will provide the revenues necessary to keep the Internet free and accessible to anyone with a computer and modem. => Oglašavanje i marketing putem interneta doneće prihode koji će dozvoljavati da internet bude besplatno dostupan svakome ko ima kompjuter i modem.
LL@(6907) As of the writing of this paper, the Internet as a commercial medium has only been in existence for three years. => U vreme kada je ovaj rad pisan, internet je kao komercijalni medij postojao tek tri godine.
LL@(6908) In three short years, however, marketers have turned the Internet into an entertaining and fun marketplace, (Cheng et.al, 2003). => Ipak, tokom ove tri kratke godine, marketari su ga pretvorili u tržište zabave (Cheng i dr., 2003).
LL@(6909) Emmanouilides and Hammond (2000) identified the unique many-to-many property of computer-mediated environments such as the Web. => Emmanouilides i Hammond (2000) uočili su da okruženja u kojima se komunicira putem interneta pružaju jedinstvenu mogućnost komuniciranja svako-sa-svakim, kao što je to Web (mreža).
LL@(6910) They suggested that marketing activities will be difficult to implement in their traditional form and predicted the evolution of a marketing paradigm compatible with the increased role of the consumer and of interactive technologies. => Naveli su da će marketing aktivnosti od sada biti teško ostvariti na tradicionalni način i predvideli su razvoj paradigme marketinga koja će odgovarati sve značajnijoj ulozi potrošača i interaktivnih tehnologija.
LL@(6911) In other words the collaborative potential of information technology and the Internet might react business as a game with customers rather than a game against competitors. => Drugim rečima, saradnički potencijal informacione tehnologije i interneta mogao bi da pretvori poslovanje u igru sa potrošačima umesto u igru protiv konkurencije.
LL@(6912) The demographic profile of the average surfer is marketer's dream. => San svakog marketara jeste da dobije demografski profil prosečnog surfera.
LL@(6913) Although the demographic profile changes a little each day to look more and more like the average person in the United States, currently the average surfer is male (59%), in his mid 30's, educated, a business manager or executive, and has a relatively high income. => Iako se demografski profil svakoga dana pomalo menja i približava se profilu prosečnog građanina SAD, u ovom trenutku prosečni surfer može se opisati kao muškarac (59%) u srednjim tridesetim godinama, obrazovan, poslovni menadžer ili direktor, i ima relativno visok dohodak.
LL@(6914) The scales seem to be tipping more evenly between the genders as time elapses. => Vremenom neravnoteža između polova nestaje.
LL@(6915) Eventually, it is believed, that the average Internet user will look much like television viewer (Lehmann, 2005).Table (1), below summarizes the Internet indications published by the United Nations/International Telecommunication Union for the year 2005. the average The demographic profile of the average user is changing as more people come online. => Veruje se da će na kraju prosečni korisnik interneta izgledati isto kao i prosečni gledalac televizije (Lehmann, 2005).
LL@(6916) Consequently, usage patterns are likely to change somewhat. => Na tabeli 1 zbirno su predstavljeni pokazatelji koje su objavile Ujedinjene Nacije/ Unija za međunarodne telekomunikacije za 2005. godinu.
LL@(6917) Currently, users are often going to the Internet for research, education, entertainment, and news. => Kako se sve veći broj ljudi priključuje na mrežu, i profil prosečnog korisnika se menja.
LL@(6918) There is an opportunity not only in the United States for the Internet Advertising Industry but as more countries hook to the Internet, the opportunities will increase abroad as well. => Stoga se unekoliko menjaju i strukture korišćenja interneta. ~~~ Sada se korisnici često priključuju na internet zbog istraživanja, sticanja obrazovanja, zabave i da bi saznali novosti. ~~~ Tabela (1):
LL@(6919) The table below (Table2) shows the Emerging 20 Nations as identified by Inter¿active week. => Internet pokazatelji/2005 ja sledi predstavljene su 20 nacija u usponu kako su ih naveli na Inter¿active week. ~~~ Tabela (2):
LL@(6920) A discussion of the average Internet user would not be complete without briefly addressing the geographic location of the Internet users. => 20 nacija u usponu Izvor: ~~~ UN/ITU 2005 Ova analiza prosečnog korisnika interneta ostala bi nepotpuna ako ne obratimo pažnju i na geografski položaj korisnika interneta.
LL@(6921) It is difficult to obtain an exact geographic profile on the average Internet users because they can access the Internet from anywhere in the world. => Teško je dobiti precizan geografski profil prosečnog korisnika interneta zato što oni mogu da pristupe internetu iz bilo kojeg kraja sveta.
LL@(6922) Users are primarily located throughout the United States. => Prvenstveno ih ima širom SAD.
LL@(6923) However, it is relevant to discuss the geographic location of potential users by country and the opportunities to come for marketers advertisers as these countries develop the ability to access the Internet. => Ipak, značajno je analizirati geografski položaj potencijalnih korisnika po zemljama i priliku koju će marketari dobiti pošto ove zemlje razvijaju pristup internetu.
LL@(6924) A little over a year ago, nearly 99% of the servers accessing the Internet were located throughout North America, Western Europe, and Asia. => Pre nešto više od godinu dana, skoro 99% servera koji operišu na internetu nalazilo se na području Severne Amerike, Zapadne Evrope i Azije.
LL@(6925) The emerging 20 Nations, a phrase coined by Inter¿active week, is a list of 20 nations which may prove to be the most lucrative Internet markets going into the 21st century. => 20 nacija u usponu, izraz koji su skovali na Inter@active week, predstavlja spisak 20 nacija koje će možda postati najprofitabilnije tržište interneta koje ulazi u 21. vek.
LL@(6926) Most of the emerging 20 nations are made up of Latin America, Asia, and Eastern European countries and all share two qualities that make them extremely attractive to U.S. equipment providers: All are in their technological beginning and all are headed by governments that realize the vital need for advanced communications to sustain an economy in the new Internet frontier. => Većina ovih zemalja su iz Latinske Amerike, Azije i Istočne Evrope i sve imaju dve osobine zbog kojih su veoma privlačne proizvođačima opreme iz SAD: sve su u fazi tehnoloških početaka i sve imaju vlade koje prepoznaju suštinsku potrebu za sve naprednijim načinima komunikacije da bi održale privredu u okvirima novih granica koje postavlja internet.
LL@(6927)  => Za delatnost oglašavanja putem Interneta postoje velike mogućnosti ne samo u SAD, već sve više i širom sveta, kako se sve veći broj zemalja kači na internet. ~~~ Na tabeli ko Izvor:
LL@(6928) Selnes & James (2003) argued that the Internet will prove to be a challenging advertising medium. => Inter¿active week Selnes & James (2003) drže da će internet postati interesantan medijum za oglašavanje.
LL@(6929) Because the Internet is growing quickly, advertisers must try to standardize and adapt all Internet advertising communications to fit a global need. => Pošto se internet razvija velikom brzinom, oglašivači moraju da se potrude da standardizuju i prilagode svako oglašavanje na internetu tako da odgovara globalnim potrebama.
LL@(6930) Although growth and users are primarily focused on the United States today, preparation must be taken for the users who are coming online tomorrow and the day after. => Iako se i razvoj i korisnici danas uglavnom vezuju za SAD, moraju se obaviti pripreme za korisnike koji će biti na mreži sutra i prekosutra.
LL@(6931) These new users will most likely not be current demographic average users but will be users with differing education, age, income, and ethnicity backgrounds. ~~~ 3. => Ovi novi korisnici verovatno neće odgovarati demografskom profilu prosečnog korisnika, već će to biti korisnici različitog obrazovanja, starosnog doba, prihoda i iz različitih etničkih sredina. 3.
LL@(6932) The online adversting industry Barwise (2001) concluded that like most industries, the advertising industry is large and established with market leaders and recognizable corporate names. => On-line oglašavanje kao privredna delatnost Barwise (2001) zaključuje da, kao i većina drugih delatnosti, oglašavanje predstavlja široku i dobro uspostavljenu delatnost koja ima svoje lidere tržišta i prepoznatljiva korporativna imena.
LL@(6933) Since advertising started on the Internet in 1994, advertising agencies have had to answer client questions regarding online advertising and web site development. => Oglašavanje na internetu počelo je 1994. godine i reklamne agencije su morale da odgovore klijentima na veliki broj pitanja u vezi sa on-line oglašavanjem i razvojem web-sajtova.
LL@(6934) Christensen & Tedlow (2000) explored that in this new segment of the industry, advertising agencies have had to quickly become experts in a field where researchers and academics have not yet established all of the rules and strategies; an industry where standards of practice have not been agreed upon; where outcomes are still being debated. => U svojim istraživanjima Christensen & Tedlow (2000) su zaključili da su u ovom novom segmentu privredne delatnosti agencije morale da za kratko vreme postanu stručnjaci u oblasti u kojoj istraživači i teoretičari još uvek nisu uspostavili sva pravila i strategije, u delatnosti u kojoj standardi u praktičnim procesima još nisu dogovoreni i u kojoj su rezultati još uvek bili diskutabilni.
LL@(6935) This is a day in the life of advertising on the Internet (Fader& Hardie, 2001). => Takvo je bilo oglašavanje na internetu u to vreme (Fader & Hardie, 2001).
LL@(6936) Because the industry evolved so quickly, there was barrage of new entries into this undeveloped field. => Pošto se ova delatnost razvijala veoma velikom brzinom, mnogi su želeli da uđu u ovu još nerazvijenu oblast.
LL@(6937) Many entrepreneurs with web site development skills took advantage of corporations' need to be the first with an Internet presence. => Veliki broj preduzetnika koji su imali neka znanja o razvijanju veb-sajtova iskoristili su to što su neke kompanije želele da budu prve na internetu.
LL@(6938) Economists and marketers have long agreed that the first entries into an undeveloped industry typically have a competitive advantage over later entries (Hammond, 2001). => Ekonomisti i marketari su se odavno složili da su oni koji su se prvi našli u ovoj još nerazvijenoj oblasti bili u konkurentskoj prednosti u odnosu na one koji su došli kasnije (Hammond, 2001).
LL@(6939) As advertising agencies and marketing research companies assess the value of using the Internet in marketing activities as a tool, commercial firms will find more Innovations which will lead to faster and more cost effective for their future success. => Reklamne agencije i kompanije koje se bave istraživanjem marketinga procenjuju internet kao instrument marketinških aktivnosti, a trgovinske firme smišljaju inovacije pomoću kojih će brže i kost-efektivnije postići uspeh.
LL@(6940) The challenge lies in both firm's creativity and logistics. => Izazov leži kako u kreativnosti firme, tako i njenoj logistici.
LL@(6941) To catch a surfer, each company must decide upon the bait. => Da bi upecala surfera, kompanija mora da pripremi dobar mamac.
LL@(6942) The bait decision comes only after the why, when, and how of advertising on the Internet has been taken. => Odluka o mamcu donosi se tek pošto se odgovori na pitanja zašto, kada i kako oglašavati na internetu.
LL@(6943) One must decide why the company needs an Internet presence before creating that presence. => Pre nego što se napravi internet prezentacija, mora se odlučiti zašto je kompaniji potrebno da bude prisutna na internetu.
LL@(6944) Companies are jumping on the Internet advertising bandwagon too quickly, without first giving thought as to how advertising on the Internet fits the rest of the marketing strategy. => Kompanije uskaču na internet previše brzo, a da prethodno nisu razmislile o tome kako se oglašavanje putem interneta uklapa u preostali deo njihove strategije marketinga.
LL@(6945) Internet advertising should begin only after consideration of how the web site will fit into the corporate marketing strategy, (Hornby etal. ~~~ 2002). => Oglašavanje na internetu trebalo bi da otpočne tek kada se sagleda kako se veb-stranica uklapa u korporativnu marketinšku strategiju (Hornby i dr., 2002).
LL@(6946) The web seems to be developing into an effective branding tool as well as a direct marketing tool. => Slika (1) Uklapanje veb-sajta u korporativnu marketinšku strategiju Mreža (web) se izgleda razvija u efektivni instrument brendiranja, ali i u instrument neposrednog marketinga.
LL@(6947) Those companies whose marketing objectives and strategies center around building brand awareness and consumer loyalty are taking advantage of the Internet's ability to reach narrow targeted audiences. => One kompanije čiji se marketinški ciljevi i strategije usredsređuju na izgradnju svesti o robnoj marki i lojalnosti potrošača koriste prednosti interneta da dopre do usko ciljane publike.
LL@(6948) Those companies whose marketing objectives and strategies center on educating the customer of products and product use are taking advantage of the Internet's value as a giant catalogue. => One kompanije čiji ciljevi i strategije marketinga jesu da edukuju potrošača u vezi sa proizvodima i primenom pro izvoda koriste prednosti interneta kao ogromnog kataloga.
LL@(6949) The key to using the Internet as an effective tool lays in developing ads and web sites that center on the company's current marketing goals, (Van and Bekker, 2003). => Ključ primene interneta kao efektivnog alata nalazi se u kreiranju reklama i veb-stranica koje se fokusiraju na trenutne marketinške ciljeve kompanije (Van i Bekker, 2003).
LL@(6950) When developing a web site, the company must keep three crucial objectives in mind: Attract, Retain, and Repeat . => Kada razvija veb-sajt, kompanija mora da ima na umu tri suštinski važna cilja:
LL@(6951) The web site must attract visitors, retain them, and generate repeat visits. => Privući, Zadržati i Ponoviti.
LL@(6952) If these three objectives are not met, the web site will do little to fulfill the marketing objectives of the company. => Slika (2) Uspešnost veb stranice Veb sajt mora da privuče posetioce, da ih zadrži i da ih izazove da dođu ponovo.
LL@(6953) (Bikes & Brynjolfsson, 2000). advertisements, hyperlinks, search engine registration, and tie-in promotions (Figure 3). => Ako se ova tri cilja ne zadovolje, veb sajt neće moći da ispuni marketinške ciljeve kompanije (Bikes & Brynjolfsson, 2000).
LL@(6954) Banners are the small, usually rectangular shaped blinking ads that attempt to gain user attention. => Jedan od ključnih aspekata on-line aktivnosti u ovoj oblasti jeste vreme koje je korisnicima potrebno da dođu do informacija koje su im potrebne.
LL@(6955) Hyperlinks are web site addresses listed in other web sites. => Ovaj istraživač veruje da je negativne efekte čekanja moguće neutralizovati poboljšavanjem kvaliteta vremena koje provedu čekajući.
LL@(6956) When clicked upon, hyperlinks take the user directly to the listed web site. => Korisnici mogu da budu nezadovoljni zbog dužeg čekanja, ali to ne mora da utiče na njihovu ocenu samog materijala prezentovanog na veb stranici ukoliko im se vreme čekanja najavi i ukoliko očekuju da će čekati.
LL@(6957) A company may pay another company to list its web site address, or it might simply be listed as a complementary service to the customer. => Lacobucci, Arabie & Bodapati (2000) zaključili su da je zadovoljstvo potrošača povećano kada odgovori na njihove zamerke poslate e-mejlom stignu odmah.
LL@(6958) For example www.buildingonline.com lists complementary web site addresses of hundreds of manufacturers of building materials; it also sells banner ads (Bellizzi, 2000). => Pospešivanje poverenja i smanjenje zabrinutosti predstavljaju dva jasna pristupa u upravljanju informisanjem potrošača.
LL@(6959) Search engine registration means that the company lists its web site address with a search engine such as Lycos, Yahoo, or Alta Vista. => Ovaj istraživač veruje da je u upravljanju informisanošću potrošača važnije poboljšati poverenje nego smanjiti zabrinutost.
LL@(6960) Trifts & Haubl (2000) indicated that, although company registration is free of charge, a company may also purchase keywords, words that when typed in during a search will yield the company's web site information. => Hoffman & Novak (2000) smatraju da je uzrok niskog nivoa poverenja potrošača u on-line aktivnosti posledica toga što su zaključili da ne mogu da kontrolišu pristup veb firmi njihovim ličnim podacima i potonju upotrebu tih informacija.
LL@(6961) It is becoming more common for businesses to use tieins as a way of building web site traffic. => Rešenje koje oni predlažu jeste radikalni pomak prema kooperativnijoj saradnji između firme i njenih potrošača.
LL@(6962)  => Posmatrajući više strateški, Wind i Rangaswamy (2001) u svom konceptualnom radu predlažu da sledeća faza u razvoju masovne kastomizacije jeste kastomerizacija strategija kompanije kup ca koja usklađuje kastomizaciju sa kastomiziranim marketingom.
LL@(6963)  => Oni tvrde daje za kastomizovanje potrošača (prilagođevanje potrebama pojedinačnih potrošača ili grupa potrošača) potrebna efektivna integracija marketinga, poslovnih operacija, R&D, finansija i informacija, uz suštinske promene u orijentaciji firme i u njenim procesima i arhitekturi orhanizacije. 4.
LL@(6964) Most companies today provide web site addresses on television, print, and radio advertisements. => Stavovi potrošača prema oglašavanju na Internet mreži Prvi korak ka uspehu na veb sajtovima jeste privući početne posete.
LL@(6965) Many also include web site addresses on the product itself. => Za to postoje brojni načini.
LL@(6966) One key aspect of the online experience is the time taken for customers to access the information they required. => Najveći promet izgleda da se ostvaruje putem oglašavanja putem banera, hiperlinkova, registracije kod mašina pretraživača i vezane promocije (slika 3).
LL@(6967) The researcher believes that the potential negative effects of waiting can be neutralized by improving the waiting experience. => Baneri (simboli) su male, trepćuće reklame, obično pravougaonog oblika kojima se privlači pažnja potrošača.
LL@(6968) Customers may feel negative affect as a result of waiting, but this did not necessarily impact on their evaluation of the web material itself as long as the waiting time was signaled and expected. => Hiperlinkovi su veb-sajt adrese koje se nalaze na drugim veb sajtovima. ~~~ Kada potrošač klikne na hiperlink, ovaj ga odvede pravo na tu veb stranicu.
LL@(6969) Lacobucci, Arabie, & Bodapati (2000) found that customer satisfaction was enhanced by quick responses to complaint e-mails. => Jedna kompanija može da plati drugoj da postavi i njenu veb-sajt adresu, ili ova adresa može jednostavno da se nalazi na listi kao dodatna usluga potrošaču.
LL@(6970) Improving trust and reducing concerns are two distinct approaches to managing customer information. => Na primer, www.buildingonline.com navodi dodatne veb-sajt adrese stotine proizvođača građevinskog materijala; takođe prodaju i baner reklame (Bellizzi, 2000).
LL@(6971) The researcher believes that when managing customer information, improving trust is more effective than efforts to reduce concern. => Registracija kod mašina pretraživača znači da kompanija prijavljuje svoju veb-sajt adresu kod pretraživača kao što su Lycos, Yahoo, ili Alta vista.
LL@(6972) Hoffman & Novak (2000) argued that part of customer's low trust in online activities arises from their perceived lack of control over web businesses' access to their personal information and the secondary use of this information. => Trifts & Haubl (2000) ukazali su na to da, iako je registracija kompanije besplatna, kompanija može da kupi i ključne reči, reči koje, kad se ukucaju tokom pretrage, daju informaciju o veb stranici te kompanije.
LL@(6973) The solution they propose is a radical shift towards more cooperative interaction between a business and its customers. => Kompanije sve više koriste vezane promocije kao način izgradnje prometa na veb sajtu.
LL@(6974) Taking a more strategic overview, Wind and Rangaswamy (2001), in a conceptual paper, propose that the next stage in the evolution of mass customization is customerization-'a buyer company strategy that combines mass customization with customized marketing'. => Danas većina kompanija objavljuje svoje veb adrese na televiziji, u štampi i u radio-reklamama.
LL@(6975) They state that customerization requires the effective integration of marketing, operations, R&D, finance, and information, plus a substantial change in the firm's orientation, processes and organizational architecture. => Mnoge štampaju svoje veb adrese i na svojim proizvodima. e-mail adresu.
LL@(6976) 4. ~~~ Customers attitudes towards advertising on the web The first step to web site success is to attract initial visits to the web site. => Ako se cena karte za kružno putovanje promeni za više od 25$, naviše ili naniže, Travelocity obaveštava korisnika e-mejlom o pojedinostima u vezi sa letom.
LL@(6977) There are dozens of ways to do this. => Travelocity takođe omogućava on-line kupovinu, bez nervoze (Dans & Pauwels, 2000).
LL@(6978) Those that seem to generate the most traffic are banner Retaining visitors is an even bigger challenge than attracting them. => Slika (3) Metodi privlačenja posetilaca na veb stranicu Kako zadržati posetioce predstavlja još veći izazov nego kako ih privući.
LL@(6979) Surfers will move on to the next web site if their entertainment or information needs are not met. => Ukoliko dati sajt ne zadovoljava njihove potrebe za zabavom ili informisanjem, surferi će otići na sledeći veb sajt.
LL@(6980) Satisfying the entertainment need can be accomplished by providing games, contests, and promotional activities. => Potreba za zabavom može se zadovoljiti ponuđenim igrama, takmičenjima i promotivnim aktivnostima.
LL@(6981) Satisfying the informational need can be accomplished by indexing and cataloging information about the company's products and service. => Potreba za informacijom može se zadovoljiti indeksacijom i katalogizovanjem informacija o proizvodima i uslugama određene kompanije.
LL@(6982) Dolan & Moon (2000) explained that once visitors are exposed to the web site and chose to stay a while, the company must draw them back again. => Dolan & Moon (2000) objašnjavaju da, kad posetioci jednom dođu na veb sajt i zadrže se neko vreme, kompanija mora da ih privuče da dođu ponovo.
LL@(6983) The only way to generate report traffic is to give the visitor a reason to come back. => Jedini način da ovo učini jeste da posetiocu da razlog da se vrati.
LL@(6984) Whether entertaining or informing the visitor, the site must be fresh. => Bez obzira da li posetiocima nudi zabavu ili informacije, sajt mora da sadrži najnovije podatke.
LL@(6985) Continually updating the site by adding news, games, contests, new product uses, and coupons will generate repeat visits. ~~~ There is no limit to the creativity a company can use to generate repeat visitors. => Stalno ažuriranje sajta dodavanjem vesti, igara, takmičenja, primene novih proizvoda i kupona navešće potrošače da ponovo posete veb sajt.
LL@(6986) Some web sites offer interactive chats with television celebrities or product experts. => Neki veb sajtovi nude interaktivne razgovore sa televizijskim zvezdama ili stručnjacima za dati proizvod.
LL@(6987) Travelocity (www.travelocity.com) a national travel agency web site uses two approaches to generate repeat visits. => Travelocity (www.travelocity.com), veb stranica nacionalne putničke agencije koristi dva načina da privuče posetioce da ponovo dođu na sajt.
LL@(6988) Every Wednesday at midnight the hot deals page is updated with last minute deals on cruises and airline tickets. => Svake srede u ponoć stranica hot deals ažurira se najnovijim aranžmanima za krstarenja i avionskim kartama tipa u poslednjem minutu.
LL@(6989) Travelocity also has customers pick a departure and destination city and give Travelocity their e-mail address. => 
LL@(6990) If the price on a round trip ticket changes by more than $25.00, higher or lower, Travelocity e-mails the respondent with flight details. => 
LL@(6991) Travelocity also facilitates online hassle-free purchases (Dans & Pauwels, 2001). ~~~ Once advertising goals have been established, decisions about how to advertise should be made. => Agencija takođe traži od potrošača da izaberu dan polaska i destinaciju i da dostave agenciji svoju Kada se utvrde ciljevi oglašavanja, treba doneti odluku o tome kako oglašavati.
LL@(6992) Although much research needs to be done in the area of the Internet web site and advertisement development, the research to date suggests two major categories: destination and information web sites. => Iako je potrebno sprovesti detaljno istraživanje u oblasti internet veb stranica i razvoju reklama, dosadašnja istraživanja upućuju na dve kategorije: destinacione i informacione veb sajtove.
LL@(6993) Destination sites include those web sites that provide entertainment as a form of attracting, retaining, and repeat surfer visits. => Destinacioni veb sajtovi obuhvataju veb sajtove koji nude zabavu kao oblik privlačenja, zadržavanja i pozivanja surfera da ponovo posete stranicu.
LL@(6994) Many companies seek to entertain surfers as a means of exposing them to their brand. => Mnoge kompanije se trude da zabave surfere tako što če im stalno prikazivati svoju robnu marku.
LL@(6995) These companies spend hundreds of thousands of dollars to keep surfers interested, (Quayle, 2002). => Ove kompanije troše stotine hiljada dolara da održe interesovanje surfera (Quayle, 2002).
LL@(6996)  => Da bi privukao pažnju surfera, menadžment Life Savers Company koristi strategiju sajta destinacije i tako je povratio udeo u tržištu koji mu je odneo Jolly Ranchers i Werthers. ~~~ Prodaja je opala za 20%. ~~~ Veb sajt Lifesavers (www.
LL@(6997)  => Candystand.com) pomogao je da tokom 1996. godine prodaja poraste za 20%.
LL@(6998) Destination sites are typically used to enhance brand awareness by building consumer interest in the web site. => Destinacioni sajtovi se obično koriste da pojačaju svest o robnoj marki tako što izazivaju interesovanje potrošača koji posete sajt.
LL@(6999) Hence, the goal of a destination site is to get the consumer to use the site on regular basis, destination sites require a commitment to both time and money. => Stoga je cilj ovog tipa sajta da navede potrošača da redovno koristi sajt. ~~~ Za ovo treba i novca i vremena.
LL@(7000) Both are needed to continually update and add new features to the web site. => Veb sajt treba stalno ažurirati i dodavati nove sadržaje.
LL@(7001) Products that lend themselves to the destination site approach include convenience and impulse shopping goods. => Proizvodi koji su pogodni za pristup pomoću destinacionog sajta obuhvataju robu koja se kupuje impulsivno i znači udobnost.
LL@(7002) This approach does not work for products that require a great deal of explanation or are very technical in nature (Adam et.al, 2002). => Ovakav pristup nije pogodan za proizvode za koje je potrebno mnogo objašnjavanja ili su visoko tehničkog karaktera (Adam i dr., 2002).
LL@(7003) On the other hand, information sites provide information, not entertainment, to the consumer in a catalogue format. => S druge strane, informacioni sajtovi pružaju potrošačima informacije u formatu kataloga, nema zabave.
LL@(7004) The catalogue value of the Internet drew businesses online in the first place. => Kataloška vrednost interneta je u prvom redu privukla firme da se predstavljaju on-line.
LL@(7005) Information web sites offer the customer valuable information about the products and services the business has to offer. => Ovi sajtovi nude potrošaču vredne informacije o proizvodima i uslugama koje data kompanija nudi.
LL@(7006) Some information web sites look like real catalogues, offering primarily text oriented down to business information. => Neki ovakvi sajtovi izgledaju kao pravi katalozi i nude prvenstveno tekstualno orijentisanu čisto poslovnu informaciju.
LL@(7007) Other information web sites offer helpful advice on product use, links to complementary products, and customer support, (Harris and Kimberly, 2003). => Neki drugi pružaju i korisne informacije o tome kako se proizvod koristi, linkove prema komplementarnim proizvodima i podršku potrošačima (Harris i Kimberly, 2003).
LL@(7008) More and more information sites offer a valuable service to the customer. => Sve veći broj informativnih sajtova nudi korisne usluge potrošačima.
LL@(7009) While they might not have the bells and whistles associated with destination sites, most have integrated graphics and contests as a way to lure customers to the site. => Oni obično ne sadrže šarenilo karakteristično za sajtove destinacije, ali većina ima integrisanu grafiku i takmičenja kojima navode potrošače da posete sajt.
LL@(7010) The information web site approach is applicable to almost any product and can be easily updated with new products and services, (Woonbong et.al, 2003). => Pristup pomoću informacionog sajta može se primeniti za skoro svaki proizvod i može se lako ažurirati novim proizvodima i uslugama (Woonbong i dr., 2003).
LL@(7011)  => Da bi surferi ostali dovoljno zainteresovani da bi ponovo posetili sajt, sajt treba redovno održavati i onda on može da ostvari marketinške i reklamne ciljeve kompanije. 5.
LL@(7012)  => Metodologija istraživanja Cilj ove studije jeste da posebno odgovori na sledeće pitanje:
LL@(7013) The home page usually shows whether the company has positioned its web site as a destination site or information site. => Naslovna stranica (home page) obično pokazuje da li je kompanija pozicionirala svoj sajt kao destinacioni ili kao informacioni.
LL@(7014) However, there is some gray area in between. => Postoji i jedna siva oblast između ova dva pristupa.
LL@(7015) Some sites may be organized as an information site but includes a game, contest, or other entertaining feature. => Neki sajtovi mogu biti organizovani kao informacioni, ali mogu da sadrže i igre, takmičenje ili neki drugi zabavni kvalitet.
LL@(7016) On the other hand, a destination site may include some product information and customer services such as electronic purchasing and locations where to purchase the products (Barwise & Strong 2002). => S druge strane, destinacioni sajt može da sadrži i neke informacije o proizvodu i potrošački servis kao što je elektronska kupovina i mesta na kojima se proizvod može kupiti (Barwise & Strong, 2002).
LL@(7017) Keeping surfers interested enough to return is the only way to maintain a successful web site that meets the marketing and advertising goals of the company. => 
LL@(7018) The management of the Life Savers Company used the destination site strategy to capture surfer attention and has won back market share taken away by Jolly Ranchers and Werthers. ~~~ Sales have dropped by 20%. => 
LL@(7019) The Lifesavers Web site (www.Candystand.com) helped increase sales by 20% in 1996. => 
LL@(7020) 5. ~~~ Research methodology This study aims particularly to answer the following question: Is there any statistical significant benefit by advertising through the Internet in both Banking and Insurance Sector as far as management is concerned? => Da li po mišljenju menadžmenta postoji statistički značajna korist od oglašavanja putem interneta u bankarskom sektoru i u sektoru osiguranja?
LL@(7021) The study is based on the staff working in The Banking and Insurance sectors in the city of Abu Dhabi. => Studija je sprovedena na osoblju zaposlenom u bankarskom sektoru i sektoru osiguranja u Abu Dabiju.
LL@(7022) Employees, who are working in banking and insurance sectors, constitute the sample of this study. => Zaposleni u ova dva sektora predstavljaju uzorak.
LL@(7023) The sample is selected based on (200) officials. => Uzorak obuhvata zvaničnike (200) kompanija.
LL@(7024) The following table describes the research population distribution. => Na tabeli koja sledi prikazana je struktura populacije obuhvaćene istraživanjem.
LL@(7025) Questionnaires were distributed according to gender group and sector. => Tabela (3) Uzorak Upitnici su podeljeni u skladu sa polom i sektorom.
LL@(7026) Two hundreds completed surveys were received. => Dobili smo dve stotine popunjenih upitnika.
LL@(7027) 80% of the participants responded to the questionnaires. => Na sva pitanja odgovorilo je 80% ispitanika.
LL@(7028) These questions were developed after careful review of current literature. => Ovi upitnici sastavljeni su nakon pažljivog proučavanja najnovije literature.
LL@(7029) Respondents in the research sample believe that business users perceive Web advertising as more informa tive than valuable or entertaining. => Ispitanici veruju da korisnici shvataju oglašavanje na internetu pre kao informativno nego kao zabavno ili vredno.
LL@(7030) When respondents are asked to rank seven media in terms of their value as a source of advertising, the web was placed near the bottom. ~~~ The researcher compared Internet users and non-users to determine if there were differences between these two sectors in their attitudes towards technology and information versus entertainment needs. => Kada je trebalo da navedu sedam medija u smislu njihove vrednosti kao izvora reklame, ispitanici su mrežu postavili skoro na kraj liste. sovanje za tehnologiju uopšte i korist koju ona može da pruži, posebno ako misle da će im uštedeti vreme ili trud.
LL@(7031) He found that, compared to non-users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort or time. => Takođe radije veruju da je tehnologija i značajna i zabavna.
LL@(7032) They were also more likely to think that technology was both important and fun. => Korisnici interneta su bili prvenstveno motivisani potrebama komunikacije/informisanosti, ali su se uvek osećali kao u trci sa vremenom, za razliku od onih koji mrežu ne koriste.
LL@(7033) Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users. => Zaključak koji se može izvesti iz ovih nalaza jeste da bi internet morao malo više da se orijentiše na zabavu da bi privukao šire slojeve aktivnih korisnika.
LL@(7034) A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user based. => Da bi utvrdio da li postoje razlike u stavovima prema tehnologiji i informacijama i prema potrebama za zabavom između korisnika mreže i onih koji je ne koriste ovaj istraživač je uporedio ove dve grupe ispitanika.
LL@(7035) Planning for an Internet presence requires more than just purchasing a web site. => Zaključio je da su, u poređenju sa onima koji ne koriste mrežu, korisnici mreže pokazuju veće intere Planiranje internet prezentacije ne znači samo kupiti veb sajt.
LL@(7036) Planning for an Internet means to think about how the Internet will fit with firm's current promotional mix. => Planiranje interneta znači i da treba razmisliti kako će se internet uklopiti u važeći promotivni miks firme.
LL@(7037) In order to assess respondent's attitudes towards Internet advertising, it is necessary to calculate the Average answers for both Male and Female. => Da bi se ocenili stavovi ispitanika prema oglašavanju putem interneta, potrebno je izračunati prosečne odgovore i za žensku i za mušku populaciju.
LL@(7038) Where: X1, y1: represents the average answer for the Males groups in Banking and Insurance sectors respectively. => Tabela (4): ~~~ Distribucija prosečnih odgovora Godina Bankarski sektor Sektor osiguranja Muški @enski Muški @enski Gde X1, y1 predstavljaju prosečne odgovore muškog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.
LL@(7039) X2, y2: represents the average answer for Females groups in the Banking and Insurance sectors respectively. => X2, y2 predstavljaju prosečne odgovore ženskog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.
LL@(7040) X, y: represents the total average answer of the selected sample in both sectors. ~~~ Then: X = X1 + X2 y = y1 + y2 The results reveal that most of the participants score low on the importance of advertising using the Internet or display a low belief on the usefulness of Internet advertising, as the value of (t) is ( -0.113) which did not exceed the required value of statistical significance. => X, y predstavljaju ukupni prosečni odgovor izabranog uzorka u oba sektora. Onda: X = X1 + X2 y = y1 + y2 Rezultati pokazuju da većina ispitanika nema posebno visoko mišljenje o značaju oglašavanja putem interneta, odnosno nemaju mnogo vere da je oglašavanje na internetu korisno, pošto vrednost (t) iznosi (0,113), što ne prelazi vrednost koja bi bila statistički značajna.
LL@(7041) To be sure that the above result is not a temporarely phenomenon, the researcher apply the same procedures on another sample which consisted of (60) officials from both sectors and applying the same criteria. => Da bi bio siguran da ovo nije samo privremena pojava, ovaj istraživač je sproveo isti postupak na još jednom uzorku koji je obuhvatio 60 zvaničnika iz oba sektora i primenio iste kriterijume.
LL@(7042) The calculation of the Means, Standard Deviation, and the Variance for this second sample is as follows: With such result nearly to zero, again the conclusion is that there is no significant effect for advertising through the Internet, and the H0 hypothesis is correct. ~~~ 6. => 
LL@(7043) Limitation of the study The results of this study are due to the conditions of the method used, the sample and the dynamic environment in which business operates. => 
LL@(7044) The researcher believes that such findings may be prevailing in other services industries in other Emirates of the UAE, as the same environment is prevailing. => Izračunata sredina, standardna devijacija i odstupanje za ovaj drugi uzorak su sledeći:
LL@(7045) However this needs further investigation. => 
LL@(7046) Yet the study suffers from other limitations and drawbacks, mainly the database is not as robust as one would wish it to be. => 
LL@(7047) Data on advertising expenses through the Internet are unavailable or missing. => 
LL@(7048) Therefore, the results presented in this research should be interpreted in the light of these limitations. => 
LL@(7049) The researcher believes that there are internal factors creating such negative attitudes such as the lack of experience. => 
LL@(7050) Such expectations need further studies. => 
LL@(7051) 7. ~~~ Conclusions The principle question raised in this paper is what impact does advertising have through the usage of the Internet. => 
LL@(7052) This study has shed light on the managers' perceptions toward the impact of Internet as an instrument for advertising in the services industries. => 
LL@(7053) The overriding finding of the study is that the scope of Internet usage as a media is affected by managements' perceptions of the effectiveness of their websites as marketing tools specifically in the context of services industry (i.e., Banking and Insurance). => 
LL@(7054) Respondents in this study had a fairly negative attitude towards online advertising, and they believe that Internet users were more likely to respond to targeted than to non-targeted advertising. => 
LL@(7055) In today's highly competitive marketplace, websites can be effective marketing tools, therefore, managements' commitments and perceived benefits are the most cru cial issues, thereby implying faster and cheaper to world markets. => 
LL@(7056) The researcher regards such perception as a healthy attitude and their firms should enhance it as an investment. => 
LL@(7057) While it has been known that the greater the degree of interactivity the more popular the website, for the firms in the sample, interactivity does not always enhance advertising effectiveness as it can interrupt the process of persuasion, especially when advertising are targeted. => 
LL@(7058) The researcher's recommendation in this context is that firms should develop and evaluate a web-based methodology for evaluating the effectiveness of promotional websites, such as studying business-to-business advertising through mentioning or stimulating the website in print advertising and if successfully increasing site traffic significantly. => Tabela (5) Statistički zaključci za oba sektora Preporuka istraživača u ovom kontekstu bila bi da firma treba da razvija i ocenjuje metodologiju zasnovanu na primeni mreže da bi ocenjivala efektivnost promotivnih veb sajtova, kao što su oglašavanje između firmi tako što bi se pomenuo ili stimulisao veb sajt u štampanoj reklami i ukoliko to donese uspeh, značajno ubrzao promet na sajtu.
LL@(7059) Overall, in the UAE, as a developing country, Internet advertising is still a growth area within marketing communications, despite the justifiable reaction against earlier overoptimistic expectations. => Uopšteno, u UAR kao zemlji u razvoju, oglašavanje putem interneta je još uvek oblast u razvoju u marketing komunikaciji, uprkos opravdanim reakcijama na ranija previše optimistička očekivanja.
LL@(7060) Marketers are still learning how to use it in terms of marketing strategy, creative execution and evaluation. => Marketari još uvek uče kako da koriste internet u smislu marketinške strategije, kreativnog izvođenja i ocenjivanja.
LL@(7061) The researcher's point of view is that the future challenge would not only be to understand how each medium and format works, but also how they integrate together. ~~~ REFERENCES Š1Ë Ang, L., and Buttle, F., (2006), CRM software applications and Business Performance, Database Marketing & Customer Strategy Management, Vol. 14. => Ovaj istraživač stoji na stanovištu da će izazov u budućnosti predstavljati ne samo da se shvati kako svaki medij i format funkcionišu, već i kako se integrišu LITERATURA Š1Ë Ang, L., and Buttle, F., (2006), CRM software applications and Business Performance, Database Marketing & Customer Strategy Management, Vol.
LL@(7062) No. 1, pp. 4-16. => 14. ~~~ No.
LL@(7063) Š2Ë Adam, S., Mulye, R., Deans, R., and Palihawadana, D.,(2002), E-marketing in Perspective: A Three Country Comparison of Business use of the Internet, Journal of Marketing Intelligence and Planning, Vol. 20, No.2, pp.243-251. => 1, pp. 4-16. Š2Ë Adam, S., Mulye, R., Deans, R., and Palihawadana, D.,(2002), E-marketing in Perspective: ~~~ A Three Country Comparison of Business use of the Internet, Journal of Marketing Intelligence and Planning, Vol.
LL@(7064) Š3Ë Selnes, F., and James, S., (2003), Promoting Relationship Learning, Journal of Marketing, Vol.67, (July), pp. 80-95. => 20, No.2, pp.243-251. Š3Ë Selnes, F., and James, S., (2003), Promoting Relationship Learning, Journal of Marketing, Vol.
LL@(7065) Š4Ë Anderson, D. (2000). => (July), pp. 80-95. Š4Ë Anderson, D. (2000).
LL@(7066) Creating and Nurturing a Premier E-Business. => Creating and Nurturing a Premier E-Business.
LL@(7067) Journal of Interactive Marketing 14 (3), 67 - 73. => Journal of Interactive Marketing 14 (3), 67 73.
LL@(7068) Š5Ë Adam, S.,(2002), A Model of Web Use in Direct and Online Marketing, Journal of Electronic Markets and Business Media, Vol. 12, No. 4, pp. 262-269. => Š5Ë Adam, S.,(2002), A Model of Web Use in Direct and Online Marketing, Journal of Electronic Markets and Business Media, Vol. ~~~ 12, No. 4, pp. 262269.
LL@(7069) Š6Ë Bellizzi, J., (2000), Drawing prospects to E-comof Advertising merce Websites, Journal research,(January-April),43-53. => Š6Ë Bellizzi, J., (2000), Drawing prospects to E-commerce Websites, Journal of Advertising research,(January-April),43-53. Š7Ë Bakos, Y, & Brynjolfsson, E., (2000), Bundling and Competition on the Internet, Marketing Science, 19(1), 63-82.
LL@(7070)  => Na osnovu ovakvih rezultata koji su blizu nule, potvrđen je zaključak da da oglašavanje putem interneta ne daje značajne efekte i da je hipoteza H0 tačna. 6.
LL@(7071)  => Ograničenja studije Rezultati ove studije zavisili su od metoda koji je primenjen, uzorka i dinamičnosti okruženja u kome se poslovanje odvija.
LL@(7072)  => Ovaj istraživač veruje da ovakvi zaključci preovlađuju i u drugim uslužnim delatnostima u drugim emiratima u UAR, pošto je okruženje svuda otprilike isto.
LL@(7073)  => Ipak, potrebna su dalja istraživanja.
LL@(7074)  => Ova studija ipak ima ograničenja i nedostataka; uglavnom zato što baza podataka nije toliko pouzdana koliko bi istraživač želeo da bude.
LL@(7075)  => Podaci o troškovima oglašavanja na internetu ili nisu dostupni ili nedostaju.
LL@(7076)  => Stoga rezultate ovog istraživanja treba tumačiti u svetlu ovih ograničenja.
LL@(7077)  => Ovaj istraživač veruje da postoje unutrašnji faktori koji izazivaju tako negativne stavove, na primer, nedostatak iskustva.
LL@(7078)  => Ovakva očekivanja takođe zahtevaju dodatna istraživanja.
LL@(7079)  => Zaključci Osnovno pitanje na koje je ovaj rad trebalo da odgovori jeste kakav je uticaj oglašavanja putem interneta.
LL@(7080) Š7Ë Bakos, Y, & Brynjolfsson, E., (2000), Bundling and Competition on the Internet, Marketing Science, 19(1), 63-82. => Ova studija bacila je malo svetlosti na stavove menadžera o uticaju interneta kao instrumenta oglašavanja u delatnostima u oblasti usluga.
LL@(7081)  => Glavni zaključak jeste da obim primene interneta kao medija zavisi od shvatanja menadžmenta o efektivnosti njihovih veb sajtova kao instrumenata marketinga, posebno u oblasti uslužnih delatnosti (t.j., bankarstva i osiguranja).
LL@(7082)  => Ispitanici obuhvaćeni ovom studijom izrazili su prilično negativan stav prema on-line oglašavanju i veruju da će korisnici interneta radije reagovati na ciljano nego na neciljano oglašavanje.
LL@(7083)  => Na današnjem veoma konkurentnom tržištu veb sajtovi mogu da predstavljaju efektivne instrumente marketinga i stoga su posvećenost menadžmenta i uočene koristi najvažnija pitanja, pošto se tako brže i jeftinije stiže na svetska tržišta.
LL@(7084)  => Ovaj istraživač smatra da su ovakvi stavovi zdravi stavovi i da firme treba da ih podstiču pošto i oni predstavljaju vrstu investicije.
LL@(7085)  => Poznato je da što je interaktivnost veća, veb sajt je popularniji, ali za firme obuhvaćene uzorkom interaktivnost ne podstiče uvek efektivnost u oglašavanju, pošto može da prekine proces ubeđivanja, posebno kada je reklama ciljana.
LL@(7086) Š8Ë Barwise, P. (2001), TV, PC or Mobile? => Š8Ë Barwise, P. (2001), TV, PC or Mobile?
LL@(7087) Future media for consumer E-commerce. => Future media for consumer E-commerce.
LL@(7088) Business Strategy Review, 12(1), 35-42. ~~~ Š9Ë Barwise, P. & Strong, C. (2002), Permission - Based Interactive Mobil Advertising, Journal of Marketing (Forthcoming). => Business Strategy Review, 12(1), 35-42. Š9Ë Barwise, P. & Strong, C. (2002), Permission Based Mobil Advertising, Journal of Interactive Marketing (Forthcoming).
LL@(7089) 16 (1). => 16 (1).
LL@(7090) Š10Ë Cheng,W., Kam, C., and Ricky C.,(2003), Publications in Major Marketing Journals, Journal of Marketing Education, Vol. 25, No. 2, pp. 163-76. => Š10Ë Cheng,W., Kam, C., and Ricky C.,(2003), Publications in Major Marketing Journals, Journal of Marketing Education, Vol.
LL@(7091) Š11Ë Christensen, C; & Tedlow, S. (2000), Patterns of Disruption in Retailing, HBR, (Jan - Feb), 42 - 45. => 25, No. 2, pp. 163-76. Š11Ë Christensen, C; & Tedlow, S. (2000), Patterns of Disruption in Retailing, HBR, (Jan Feb), 42 45.
LL@(7092) Š12Ë Daniel, M., and Grimshaw, J., (2002), An Exploratory Comparison of Electronic Commerce Adoption in Large and Small Enterprises, Journal of Information Technology, Vol. 17, pp. 133-147. => Š12Ë Daniel, M., and Grimshaw, J., (2002), An Exploratory Comparison of Electronic Commerce Adoption in Large and Small Enterprises, Journal of Information Technology, Vol.
LL@(7093) Š13Ë Dolan, J., & Moon, Y., (2000), Pricing and Market making on the Internet, Journal of Interactive Marketing, 14(2), 56-73. => 17, pp. 133-147. Š13Ë Dolan, J., & Moon, Y., (2000), Pricing and Market making on the Internet, Journal of Interactive Marketing, 14(2), 56-73. Š14Ë Dans, E., & Pauwels, K., (2001), Internet Marketing the news:
LL@(7094) Š14Ë Dans, E., & Pauwels, K., (2001), Internet Marketing the news: Levering Brand Equity from marketplace to marketplace, Journal of Brand Management, 8(4-5), 303-314. => Levering Brand Equity from marketplace to marketplace, Journal of Brand Management, 8(4-5), 303-314. Š15Ë Hornby, G., Goulding, P., & Poon, S ., (2002), Perceptions of Export Barriers And Cultural Issues:
LL@(7095) Š15Ë Hornby, G., Goulding, P., & Poon, S ., (2002), Perceptions of Export Barriers And Cultural Issues: The SMEs E-commerce Experience, Journal of Electronic Commerce Research, Vol.3, No. 4, pp.213-226. => The SMEs E-commerce Experience, Journal of Electronic Commerce Research, Vol.
LL@(7096) Š16Ë Emmanouilides, C., & Hammond, K., (2000), Internet Usage, Predictors of Active Users, and Frequency, of Use, Journal of Interactive Marketing, 14 (spring) (2), 17-2. => 
LL@(7097) Š17Ë Fader, S., & Hardie, S., (2001), Forecasting Repeat sales at CDNow: A Case Study, Interfaces, 31(12), 94-107. => 
LL@(7098) Š18Ë Hamid, M., and George, T., (2005), The Internet and Internationalization of Smaller Manufacturing Enterprises, Journal of Global Marketing, Vol. 18, No. (3/4), pp.79-93. => 
LL@(7099) Š19Ë Harris, J., and Kimberly, T.,(2003), The Case for Greater Agency in Strategic Partnerships, Journal of Advertising Research, Vol. 43, no. ~~~ 4, pp. 346-352. => No. 4, pp.213-226. nerships, Journal of Advertising Research, Vol.
LL@(7100) Involvement Š20Ë Hammond, K., (2001), e-commerce 2000-2010: What experts Predict, Business Strategy Review, 12(1), 43-50. => 43, no. 4, pp. 346-352. Š20Ë Hammond, K., (2001), e-commerce 2000-2010:
LL@(7101) Š21Ë Hoffman, L., & Novak, P., (2000), How to Acquire Customers on the web, Harvard Business Review, (May-June), 179-188. => What experts Predict, Business Strategy Review, 12(1), 43-50. Š21Ë Hoffman, L., & Novak, P., (2000), How to Acquire Customers on the web, Harvard Business Review, (May-June), 179-188. Š22Ë Lehmann, R., (2005), Journal Evolution and The Development of Marketing, Journal of Public Policy and Marketing, Vol.
LL@(7102) Š22Ë Lehmann, R., (2005), Journal Evolution and The Development of Marketing, Journal of Public Policy and Marketing, Vol.24, (Spring), pp. 137-42. => (Spring), pp. 13742.
LL@(7103) Š23Ë Lanz, J., (2002), Worst Information Technology Practices in Small to Mid-size Organization, The CPA Journal, Vol. 72, No. 4, pp. 71-74. => Š23Ë Lanz, J., (2002), Worst Information Technology Practices in Small to Mid-size Organization, The CPA Journal, Vol.
LL@(7104) Š24Ë Lacobucci, D., Arabie, P., & Bodapati, A., (2000), Recommendation Agents on the Internet, Journal of Interactive Marketing, 14(July), (3), 2-11. => 72, No. 4, pp. 71-74. Š24Ë Lacobucci, D., Arabie, P., & Bodapati, A., (2000), Recommendation Agents on the Internet, Journal of Interactive Marketing, 14(July), (3), 2-11. Š25Ë Mittal,V., Lawrence, F., and Feisal, M.,(2008), Publish the Prosper:
LL@(7105) Š25Ë Mittal,V., Lawrence, F., and Feisal, M.,(2008), Publish the Prosper: The Financial Impact of Publishing By Marketing Faculty, Journal of Marketing Science, Vol. 27, No. 3, pp. 430-42. => The Financial Impact of Publishing By Marketing Faculty, Journal of Marketing Science, Vol.
LL@(7106) Š26Ë McAlister, L., (2005), Unleashing Potential, Journal of Marketing, Vol. 69, (October), pp.16-17. => 27, No. 3, pp. 430-42. Š26Ë McAlister, L., (2005), Unleashing Potential, Journal of Marketing, Vol.
LL@(7107) Š27Ë Quayle, M.,(2002), E-commerce: The Challenge for UK SMEs in The Twenty-first Century, International Journal of Operations & Production Management, Vol. 22, No. (9-10), pp. 1148-1161. => 69, (October), pp.16-17. Š27Ë Quayle, M.,(2002), E-commerce: ~~~ The Challenge for UK SMEs in The Twenty-first Century, International Journal of Operations & Production Management, Vol.
LL@(7108) Š28Ë Trifts, V., & Haubl, G., (2000), Consumer decisions making in on line shopping Environments: The effects of interactive decision aid, Marketing Science, 19(winter) (1), 4-21. => 22, No. (9-10), pp. 1148-1161. Š16Ë Emmanouilides, C., & Hammond, K., (2000), Internet Usage, Predictors of Active Users, and Frequency, of Use, Journal of Interactive Marketing, 14 (spring) (2), 17-2. Š28Ë Trifts, V., & Haubl, G., (2000), Consumer decisions making in on line shopping Environments:
LL@(7109)  => The effects of interactive decision aid, Marketing Science, 19(winter) (1), 4-21. Š17Ë Fader, S., & Hardie, S., (2001), Forecasting Repeat sales at CDNow:
LL@(7110)  => A Case Study, Interfaces, 31(12), 94-107. Š18Ë Hamid, M., and George, T., (2005), The Internet and Internationalization of Smaller Manufacturing Enterprises, Journal of Global Marketing, Vol.
LL@(7111) Š29Ë Van, M., and Bekker, J.,(2003), A framework and Methodology for Evaluating E-commerce web site, Journal Electronic Networking Application & Policy, Vol. 13, No. 5, pp. 330-341. => 18, No. (3/4), pp.79-93. Š19Ë Harris, J., and Kimberly, T.,(2003), The Case for Greater Agency Involvement in Strategic Part Š29Ë Van, M., and Bekker, J.,(2003), A framework and Methodology for Evaluating E-commerce web site, Journal Electronic Networking Application & Policy, Vol.
LL@(7112) Š30Ë Woonbong, Na., Roger, M., and Youngseok, S., (2003), How Businesses Buy Advertising Agency Services: A Way to Segment Advertising Agencies Market? => 13, No. 5, pp. 330-341. Š30Ë Woonbong, Na., Roger, M., and Youngseok, S., (2003), How Businesses Buy Advertising Agency Services: ~~~ A Way to Segment Advertising Agencies Market?
LL@(7113) Journal of Advertising Research, Vol. 43, No. 1, pp. 86-95. => Journal of Advertising Research, Vol. ~~~ 43, No. 1, pp. 86-95.
LL@(7114) The Strategz of the International Monetary Fund (IMF) in Financing its Member countries UDC: 339.732.4 Dr Slobodan Marković, dipl ecc Biljana Lazić Faculty of Foreign Trade, Novi Sad, Faculty of Foreign Trade Novi Sad, The twentieth century was marked by numerous changes whose consequences and effects we can still notice and feel. => Strategija MMF-a u finansiranju zemalja članica UDK: ~~~ 339.732.4 dr Slobodan Marković, dipl.ecc Biljana Lazić Fakultet za spoljnu trgovinu Novi Sad, Fakultet za spoljnu trgovinu Novi Sad, biki3103¿yahoo.com Dvadeseti vek su obeležile mnogobrojne promene čije posledice i efekte još uvek možemo osetiti.
LL@(7115) Surely,one of the crucial processes is the transition of economies of most undeveloped countries and their transformation towards the market way of doing business. => Svakako, jedan od najznačajnijih procesa je tranzicija privreda većeg broja nerazvijenih zemalja i njihova transformacija ka tržišnom načinu privređivanja.
LL@(7116) Many international institutions, with the International Monetary Fund being ahead, were following and helping the described processes. => Mnoge međunarodne institucije, na čelu sa Međunarodnim monetarnim fondom pratile su i pomagale opisane procese.
LL@(7117) The purpose of this paper is to show the main goals, tasks, organizational structure and the way of functioning of the big and first of all very important international financial institution such as the IMF. => Svrha ovog rada je da prikaže osnovne ciljeve, zadatke, organizacinu strukturu i način funkcionisanja velike i nadasve značajne međunarodne finansijske institucije kakva je MMF.
LL@(7118) Also, there will be described the ways in which the IMF forms its financial sources as well as the possibilities of the member countries to use these sources. => Biće opisani načini na koje MMF formira svoje izvore sredstava kao i mogućnosti zemalja članica da koriste sredstva fonda.
LL@(7119) The main aim of this work is to present the positive sides of the Fund doing the business, but also to point out the restrictive policy by which the Fund is directed in approving financial resources, and which is criticized a lot. => Prevashodni cilj rada je da istakne pozitivnosti u radu fonda ali i da ukaže na politiku uslovljenosti kojom se fond rukovodi pri odobravanju finansijskih sredstava,a koja je predmet mnogobrojnih kritika.
LL@(7120) Another aim of this text is to show, in its final consideration, the relationship between the IMF and the countries in transition with a special regard to the relationship towards this country. ~~~ 1. => Takođe, cilj rada je i da ukaže na odnos MMF-a prema zemljama u tranziciji, sa posebnim osvrtom na odnos prema našoj zemlji. 1.
LL@(7121) Introdukcion Numerous and varied economic changes have had a significant impact upon the transformation of the overall world economy for decades. => Uvod Mnogobrojne i raznovrsne ekonomske promene, značajno su uticale na transformaciju ukupne svetske privrede u poslednjih par decenija.
LL@(7122) We have witnessed the restructuring processes of the economies of many a socialist country, which abandon the so far planned and rigid method of business doing to implement more flexible and market oriented one. => Svedoci smo procesa prestruktuiranja privreda velikog broja socijalističkih zemalja, koje dosadašnji planski i rigidan način privređivanja zamenjuju fleksibilnijim i tržišno orijentisanim.
LL@(7123) Along this long and tiresome path, the developing countries encounter a large number of problems, the majority of which are of financial nature. => Na tom dugotrajnom i napornom putu, zemlje u razvoju nailaze na mnoge probleme od kojih je većina finansijske prirode.
LL@(7124) It is very important that these countries receive generous aid, primarily financial, but technical and structural as well. => Veoma je bitno ovim zemljama pružiti velikodušnu pomoć, pre svega finansijsku ali i onu tehničke i strukturne prirode.
LL@(7125) The entire international monetary system should monitor and support the transition processes and the restructuring of national economies and show them the way into a safer and better future. => Celokupan međunarodni monetarni sistem treba da prati i podržava procese tranzicije i prestruktuiranja nacionalnih privreda i da ih vodi u bolju i svetliju budućnost.
LL@(7126) The International Monetary Fund is a set of international agreements and institutions that regulate international liquidity, the convertibility of one currency into another or into reserve holdings, as well as external balance regulatory procedures. => Međunarodni monetarni sistem predstavjla skup međunarodnih sporazuma i institucija kojima se uređuje međunarodna likvidnost, konvertibilnost jedne valute u drugu ili u sredstva rezervi, kao i precedure kojima se reguliše postizanje eksterne ravnoteže.
LL@(7127) Š4, p.258] we can also say that the international monetary system comprises all the agreements on the international payment structures, the institutions and regulations that govern, convey and control these payments. => Š4, str.258Ë Takođe, možemo reći i da međunarodni monetarni sistem obuhvata sve sporazume o strukturi međunarodnih plaćanja, inistitucije i pravila kojima se ta plaćanja uređuju, sprovode i kontrolišu.
LL@(7128) The international monetary system objectives are primarily as follows: stabilization of overall economic activities and price levels; uniform development of international trade; employment and real income growth; exchange rate stability; multilateral payment system fostering, etc. => Ciljevi funkcionisanja međunarodnog monetarnog sistema su pre svega: stabilizacija ukupnih privrednih aktivnosti i nivoa cena, ravnomeran razvoj međunarodne trgovine, rast zaposlenosti i realnog dohotka, stabilnost valutnih kurseva, ostvarivanje multilateralnog sistema plaćanja itd.
LL@(7129) The international monetary system cannot be discussed, without mentioning a notion of monetary standard. => Kada govorimo o međunarodnom monetarnom sistemu neizostavno moramo spomenuti pojam monetar nog standarda.
LL@(7130) In the beginning, the monetary standard meant a certain quantity of gold or silver representing other currencies and into which any currency could be converted. => Monetarni standard je u početku označavao određenu težinu zlata ili srebra koja je reprezentovala druge valute i u koju su se mogle menjati sve novčane jedinice.
LL@(7131) The later period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues. => U kasnijem periodu razvoja celokupog međunarodnog monetarnog sistema, promenilo se i samo značenje monetarnog standarda koji sada predstavlja skup svih institucija i različitih načina plaćanja koji se primenjuju u izmirivanju međunarodnih dugova i naplati međunarodnih potraživanja.
LL@(7132) The above interpretation refers to the international aspect of the monetary standard, however, it is important to point out that it can also refer to national institutions and methods of payment in the transactions within one country. => Pomenuto tumačenje se odnosi na međunarodni aspekt monetarnog standarda, ali je bitno naglasiti da se on isto tako može odnositi i na domaće institucije i načine plaćanja pri regulisanju transakcija u okvirima jedne zemlje.
LL@(7133) The key institutions through which the international monetary system works and achieves its objectives are: The International Monetary Fund; The European Central Bank and The Bank for International Settlements. => Ključne institucije putem kojih međunarodni monetarni sistem deluje i ostvaruje svoje ciljeve su:
LL@(7134) It is important to mention other international monetary conventions, unions, regional trusts, clearing organizations etc. too. => Međunarodni monetarni fond (International Monetary Fund), Evropska centralna banka (European Central Bank) i Banka za međunarodna poravnanja (Bank for International Settlements).
LL@(7135) They are also active within the international monetary system and facilitate its work. => Bitno je spomenuti i ostale međunarodne monetarne konvencije, unije, regionalne fondove, klirinške organizacije itd. koje takođe posluju u okviru međunarodnog monetarnog sistema i olakšavaju njegovo funkcionisanje.
LL@(7136) Common to all these organizations is that they accepted different accounting units and that they grantter period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues. => Zajedničko svim ovim organizacijama je to da su prihvatile razne obračunske jedinice i da odobravaju kratkoročne pozajmice kredite zemljama članicama radi uravnoteženja platnih bilansa i regulisanja međunarodnih plaćanja po osnovu izmirenja obaveza i naplate potraživanja. ~~~ Š4, str.260Ë U nastavku rada, bavićemo se isključivo načinom funkcionisanja Međunarodnog monetarnog fonda i njegovim značajem u međunarodnim ekonomskim to kovima.
LL@(7137) The above interpretation refers to the international aspect of the monetary standard, however, it is important to point out that it can also refer to national institutions and methods of payment in the transactions within one country.The key instituti short-term loans credits to the member countries for the purpose of improving their balances of payment and regulating international payments on the basis of settling their liabilities and collecting receivables. => Takođe, posebno će biti istaknuti ključni ciljevi MMF-a, njegova organizaciona struktura i nadležnosti njegovih organa. ~~~ Centralni deo rada će govoriti o različitim načinima na koje MMF obezbeđuje neophodna sredstva, o strategiji koju primenjuje pri odobravanju sredstava zemljama članicama, kao i o toliko kritikovanoj i osporavanoj politici uslovljenosti fonda. ~~~ U kratkim crtama ćemo se osvrnuti i na dosadašnje i aktuelne odnose naše zemlje i fonda. niz stabilizacionih mera i preporoditi svoje privrede.
LL@(7138)  => Takođe, zadatak fonda je da gradi odnose poverenja sa svojim članovima i bude što objektivniji u razmatranju i rešavanju njihovih problema.
LL@(7139) Š4, p. 260]The paper will be devoted solely to the method of functioning of the International Monetary Fund and its importance in the international economic trends. => Bitno je da aktivnosti fonda budu fleksibilne i prilagodljive pojedinačnim situacijama u svakoj problematičnoj zemlji.
LL@(7140)  => Fond treba da prevaziđe šablonizam pri pružanju pomoći svojim članicama i da smanji uticaj visoko razvijenih zemalja pri donošenju značajnih odluka. 2.
LL@(7141) Further, the key objectives of the IMF will be highlighted, as well as its organizational structure and the competencies of its bo the World War I, the Great Economic Crisis in 1930s, the massive destructions during the world War II, made it necessary that a unique, international cooperative institution should be established for the purpose of dealing with crucial economic issues. => Nastanak i razvoj MMF-a Tadašnji aktuelni problemi na međunarodnoj ekonomskoj sceni, prvenstveno posledice Prvog svetskog rata, Velika ekonomska kriza 30.-tih godina, ogromna razaranja tokom Drugog svetskog rata, u prvi plan su istakli potrebu za konstituisanjem jedinstvene, međunarodne, kooperativne institucije koja će se baviti rešavanjem krucijalnih ekonomskih pitanja.
LL@(7142) The representatives of 44 countries in the world met at Bretton Woods, in July, 1944 and concluded an agreement on establishing a specialized United Nations agency, to be called the International Monetary Fund, and whose headquarters was to be in Washington. => Na međunarodnoj monetarnoj konferenciji u Breton Vudsu, jula 1944. godine, prisutni predstavnici 44 svetske zemlje sklopili su dogovor o osnivanju specijalizovane agencije Ujedinjenih nacija, koja je nazvana Međunarodni monetarni fond i za čije sedište je određen Vašington.
LL@(7143) The IMF Statute was adopted in December 1945 and the member countries agreed that the surveillance and management in three important spheres should be the liability of the IMF, namely Š1, p. 163]: Regulations related to the foreign exchange policy and limitations as to payments on the basis of current balance of payment transactions; Supplying member countries with the financial resources to correct and prevent payments disbalances; and roviding a forum where member countries can discuss and cooperate in solving the international monetary issues. => Statut MMF-a je usvojen decembra 1945.godine i prihvatajući njegove odredbe zemlje članice su se složile da nadzor i upravljanje u tri važne svere vodi MMF, i to: ~~~ Š1, str. 163Ë u pravilima u vezi sa politikom deviznih kurseva i ograničenjima u pogledu plaćanja po tekućim platnobilansnim transakcijama, u obezbeđivanju zemljama članicama finansijskih sredstava u ispravljanju i sprečavanju platnobilansne neravnoteže i u obezbeđivanju foruma u kojem zemlje članice mogu da se međusobno konsultuju i sarađuju u vezi međunarodnih monetarnih pitanja.
LL@(7144) Today, the IMF is an organization of more than 180 member countries, mostly developning countries, and is one of the most important international financial institutions. => Danas, MMF ima više od 180 zemalja članica, od kojih su većina zemlje u razvoju, i predstavlja jednu od najzačajnijih međunarodnih finansijskih institucija.
LL@(7145) Of course, we can also state that this is an organization that, on one hand, was largely praised for its activities, however, on the other hand, its business strategy has often been severaly criticized and contested, both in scientific literature and in diplomatic circles. => Svakako, možemo reći da je to organizacija koja je sa jedne strane dobila najveći broj pohvala za svoj rad, ali sa druge strane, strategija njenog poslovanja je veoma često oštro kritikovana i osporavana, kako u naučnoj literaturi tako i u diplomatskim krugovima. 2.
LL@(7146) 1.1. ~~~ The IMFs tasks and objectives In a nutshell, the basic task of the IMF is to aid member countries that suffer financial problems and are faced with the balance of payment deficits. => Zadaci i ciljevi MMF-a Najkraće rečeno, osnovni zadatak MMF-a je da pruža pomoć zemljama članicama koje imaju finansijskih problema i koje su suočene sa platnobilansnim deficitima.
LL@(7147) Such countries lack their own means to settle their debts, therefore they hope that, aided by the IMF, they will be in a position to define and conduct a set of stabilization measures and revive their economies. => 
LL@(7148) The Funds task is also to foster the relations of trust with its members and be unbiased in analysing and finding solutions to their problems. => 
LL@(7149) It is important that the Funds activities be flexible and adjustable to individual situations in every problem experiencing country. => 
LL@(7150) The Fund is expected to avoid the fixed pattern in granting aid to its members and to reduce a too strong an impact of highly developed countries when important decisions are to be made. ~~~ In accordance with the Statute adopted, come of the most important objectives the IMF will try to achieve continually are: promoting international monetary cooperation; supporting member countries in resolving various problems, primarily financial ones; maintaining the forein currency stability; growth and fostering a multilateral payment sys tem on current transactions; clearing foreign currency limitations in order to promote international trade; fostering income growth, high rate employment, development of manufacturing capacities based on the growth of international trade; financial support to member countries in order that they avoid balance of payment disbalance and difficulties. => Pomenute zemlje nemaju dovoljno sredstava za izmirenje sopstvenih dugova pa se nadaju da će uz dobijenu pomoć od strane MMF-a definisati i sprovesti Prema usvojenom statutu, neki od najznačajnijih ciljeva koje će MMF u svom radu težiti da kontinuirano ostvaruje su: razvijanje međunarodne monetarne saradnje, pružanje podrške zemljama članicama pri rešava nju različitih problema, pre svega finansijskih, održavanje stabilnosti deviznih kurseva, razvoj i podsticanje multilateralnog sistema pla ćanja po tekućim transakcijama, otklanjanje deviznih ograničenja radi povećanja međunarodne trgovine, zalaganje za rast dohotka, visoku zaposlenost, razvoj proizvodnih kapaciteta podstaknuto razvojem međunarodne trgovine, finansijska podrška zemljama članicama kako bi se izbegle platnobilansne neravnoteže i teškoće.
LL@(7151) Whether the Fund is really devoted to achieving the above mentioned objectives and in which ways it embarks on accomplishing those tasks will be the subject of the following chapters of this paper. ~~~ 1.2. => Da li fond zaista vodi računa o ostvarivanju prethodno navedenih ciljeva i na koji način pristupa njihovoj realizaciji, detaljnije ćemo razmotriti u nastavku rada. 2.
LL@(7152) The IMF organizational structure For the purposes of a comprehensive analysis, we will briefly quote the IMF basic bodies. => Organizaciona struktura MMF-a Radi sveobuhvatnije analize, ukratko ćemo se podsetiti osnovnih organa MMF-a.
LL@(7153) According to the Statute, the organizational structure of the Fund is made up of: The Assembly of Governors; The Executive Board; The Managing Director; The Council. => Prema statutu, organizacionu strukturu fonda čine: ~~~ Skupština guvernera, Izvršni odbor, Generalni direktor i Savet.
LL@(7154) The decisions made at the Assembly of Governors and the Executive board are binding for all the member countries. => Odluke koje se donesu pri zasedanju skupštine guvernera i izvršnog odbora su obavezujućeg karaktera za sve zemlje članice.
LL@(7155) The Executive Board is the instance where most conflicts arise among the countries on dif ferent levels of development and where the economic power based authority of one country often prevails over the force of arguments of the countries whose development level is lower. => Izvršni odbor predstavlja mesto na kome dolazi do najviše sukoba zemalja na različitom stepenu razvoja i gde snaga zasnovana na ekonomskoj moći zemlje često nadjačava snagu argumenata slabije razvijenih zemalja.
LL@(7156) Š6, p. 87] In its long history, the Fund has founded a number of subsidiary bodies that also contribute to the funds activities, and these are: the Interim Committee for the international monetary system issues, Group 5 and Group 7. => Š6, str.87Ë U dugom periodu postojanja, fond je osnovao i nekoliko sporednih organa koji svojim radom takođe značajno doprinose unapređenju poslovanja fonda, a to su: ~~~ Privremeni komitet za pitanja međunarodnog monetarnog sistema, Grupa 5 i Grupa7. 3.
LL@(7157) 2. ~~~ The IMF sources of financing There is a number of well known methods the Fund uses in obtaining funds for financing. => Izvori sredstava MMF-a Postoji više poznatih načina koje fond primenjuje u postupku obezbeđivanja potrebnih finansijskih sredstava.
LL@(7158) It is very important that these sources be permanent, reliable and available at any moment. => Veoma je bitno da ti izvori sredstava budu stalni, pouzdani i raspoloživi u svakom momentu.
LL@(7159) Obviously, the most reliable source of financing is the quotes provided by the member countries, paid at the moment a country joins the Fund. => Svakako, najsigurniji izvor finansiranja fonda su kvote zemalja članica, koje se uplaćuju prilikom pristupanja u članstvo fonda.
LL@(7160) Also important are the loans from the member countries, various rates and taxes short-term loans credits to the member countries for the purpose of improving their balances of payment and regulating international payments on the basis of settling their liabilities and collecting receivables. => Takođe bitni izvori sredstava su i pozajmice od zemalja članica, razne dažbine koje fond naplaćuje kao i dodatna sredstva međunarodne likvidnosti stvorena preko specijalnih prava vučenja. 3.
LL@(7161) Š4, p. 260]The paper will be devoted solely to the method of functioning of the International Monetary Fund and its importance in the international economic trends. => Kvote zemalja članica Prilikom pristupanja u članstvo fonda svaka zemlja je dužna da finansijski učestvuje u formiranju i kasnije povećanju njegovog kapitala.
LL@(7162) Further, the key objectives of the IMF will be highlighted, as well as its organizational structure and the competencies of its boaid in that 25 percent of the quota is paid in special drawing rights, while 75 percent is paid in the national currency of a respective country, and this is the amount the fund keeps as assets on the account with the member countrys Central bank. => Svaka zemlja članica uplaćuje određeni iznos sredstava koji se naziva kvota. ~~~ Veličina pojedinačne kvote zavisi od stepena razvijenosti, opšte ekonomske situacije kao i uticaja privrednih kretanja u dotičnoj zemlji na celokupnu svetsku privredu. ~~~ Uplata kvota se vrši tako što se 25% kvote uplaćuje u specijalnim pravima vučenja, a 75% u nacionalnoj valuti odnosne zemlje i upravo taj iznos fond drži u vidu potraživanja na računu kod Centralne banke zemlje članice.
LL@(7163) The quota may be said to represent the importance and pow er of a certain country in the worlds economy, and is at the same time the benchmark in all the financial relations between the member countries and the Fund. => Za kvotu možemo slobodno reći da reprezentuje veličinu i moć određene zemlje u ukupnoj svetskoj privredi, a ujedno je i orijentir u svim finansijskim odnosima između zemalja članica i fonda.
LL@(7164) The body in charge in the Fund does an audit on the quotas periodically and state whether it is necessary that the quotas of certain countries should be raised and in which manner the increase should be distributed among the member countries, to mutual satisfaction. => Nadležni organi fonda periodično vrše reviziju kvota i konstatuju da li je neophodno povećati kvote nekih zemalja i kako izvršiti distribuciju tok povećanja među članicama, a da se pri tom ostvari višestrano zadovoljstvo.
LL@(7165) The quotas may be increased only in case the member country improves its position and its relative share in the overall world economy, otherwise the desired increase is not possible. => Povećanje kvote je dozvoljeno jedino ukoliko zemlja članica poboljša svoju poziciju i relativno učešće u ukupnoj svetskoj privredi, dok u svim drugim slučajevima obično ne dolazi do željenog povećanja.
LL@(7166) This issue is a frequent subject of debates in the fund, since it is impossible to satisfy the desires and interests of all the member countries. ~~~ Therefore the rise in quotas was usually in favour of highly developed countries, and to the disadvantage of the developing countries. => Ovo pitanje je često predmet rasprave u krugovima fonda jer se nikako ne mogu zadovoljiti želje i interesi svih članica, pa je povećanje kvota uglavnom išlo u prilog visoko razvijenim zemljama a na štetu zemalja u ravoju.
LL@(7167) The size of the quota determines: The volume of loan the country can get from the Fund; The number of votes the country has when it comes to deciding in the Fund (when joining the fund, each country is granted 250 initial votes, and at each 100,000 special drawing rights of its quota it gets one more vote); The countrys participation in the allocation of special drawing rights (the country with a higher quota is entitled to a larger number of issued SDR). => Veličina kvote određuje: obim pozajmice koju zemlja može dobiti od fonda, broj glasova kojim zemlja raspolaže prilikom odlučivanja u fondu (svaka zemlja samim pristupanjem dobija 250 početnih glasova, a na svakih 100.000 specijalnih prava vučenja svoje kvote dobija još po jedan glas) učešće zemlje u alokaciji specijalnih prava vučenja (zemlji sa većom kvotom pripada i veći deo emitovanih SPV-a).
LL@(7168) The member countries with highest quotas, and consequently with the largest number of votes in the fund are: Š8] 1. => Zemlje članice sa najvećim kvotama, a samim tim i sa najvećim brojem glasova u fondu su:
LL@(7169) U.S.A (17.6%) 2. => Š8Ë 1. SAD (17,6%), 2.
LL@(7170) Japan (6.5%) 3. => Japan (6,5%), 3.
LL@(7171) Germany (6.2%) 1. => Nemačka (6,2%), 4.
LL@(7172) France (5.1%) 2. => Francuska (5,1%), 5.
LL@(7173) Great Britain (5.1%) 3. => Velika Britanija (5,1%), 6.
LL@(7174) Italy (3.36%) 7. => Italija (3,36%), 7.
LL@(7175) Saudi Arabia (3.3%) 8. => Saudijska Arabija (3,3%), 8.
LL@(7176) Canada (3.02%) 9. => Kanada (3,02%), 9.
LL@(7177) China (3.03%) 10. => Kina (3,02), 10.
LL@(7178) Russia (2.8%) On the basis of the above data, it is not difficult to see which countries have a final say in making all important decisions in the International Monetary Fund and why it is they who are against raising the quotas of other member countries. ~~~ 3.2. => Rusija (2,8%). ~~~ Na osnovu prethodnih podataka nije nam teško da zaključimo koje zemlje vode glavnu reč pri donošenju svih bitnih odluka u Međunarodnom monetarnom fondu i zašto se upravo one protive povećanju veličine kvota drugih zemalja članica. 3.
LL@(7179) Loans granted by the fund It is true that the quotas of the member countries are a very reliable source of revenue and make the better part of the capital in the fund, however, the assets the fund borrows from various international monetary institutions, member countries and other creditors cannot be neglected. => Pozajmice fonda Činjenica je da su kvote zemalja članica veoma siguran izvor prihoda i čine većinu u ukupnom kapitalu fonda, ali nikako ne možemo zanemariti ni sredstva koja fond pozajmljuje od raznih međunarodnih monetarnih institucija, zemalja članica ili drugih kreditora.
LL@(7180) The loans are by all means an important additional source of finances. => Pozajmice su nesumnjivo značajan dopunski izvor finansiranja.
LL@(7181) As to the borrowing policy the Fund pursues, the rule is observed that full loans and unused credit lines should not exceed the limit of 50% - 60% of total quotas. => Što se tiče politike pozajmljivanja kojom se fond rukovodi, zastupljeno je pravilo da ukupne pozajmice i neiskorišćene kreditne linije ne bi trebalo da prelaze iznos od 50%-60% ukupnih kvota.
LL@(7182) Over the decades of the Funds activities, two arrangements of borrowing have especially been important: General arrangement to borrow (GAB) and New arrangement to borrow (NAB). => U više decenijskom poslovanju fonda, posebno su se istakla dva aranžmana za zaduživanje: ~~~ Opšti aranžman za zaduživanje (GAB) i Novi aranžman za zaduživanje (NAB).
LL@(7183) The General arrangement to borrow (GAB) was concluded in 1962, between the IMF and ten highest developed countries in the world. => Opšti aranžman za zaduživanje (General Arrangement to Borrow GAB) je zaključen 1962. god. između MMF-a i tadašnjih deset najrazvijenijih zemalja sveta.
LL@(7184) Switzerland was to join the arrangement later. => Kasnije je pomenutom aranžmanu pristupila i Švajcarska.
LL@(7185) The fund was entitled to borrow the financial assets from eleven developed countries, according to the set conditions, at a market interest rate. => Fond je imao mogućnost da pozajmljuje potrebna finansijska sredstva od jedanaest razvijenih zemalja i to prema dogovorenim uslovima, uz primenu tržišne kamatne stope.
LL@(7186) The assets were most commonly borrowed for the purpose of improving the current, disbalanced situation within the international monetary system. => Sredstva su najčešće pozajmljivana sa ciljem da se unapredi trenutna, narušena situacija u okviru međunarodnog monetarnog sistema.
LL@(7187) Table 1. => Zemlje učesnice GAB-a SAD Nemačka Bundesbanka Japan Francuska Velika Britan ija Nacionalna banka [vajcarske Iznos (u milijard.
LL@(7188)  => SPV) 4.250,00 2.380,00 Zemlje učesnice GAB-a Kanada Holandija Iznos (u milijard.
LL@(7189) Chart of member countries participating in GAB, with the amounts of assets put at the disposal of the IMF Š5, p. 404] The GAB member countries USA German Bundesbank Japan France Great Britain The National Bank Of Switzerland Amount (in SDR billions) 4,250.00 2,380.00 2,125.00 1,700.00 1,700.00 1,020.00 Amount (in SDR billions) 892.50 850.00 595.00 382.50 The gAB member countries Canada The Netherlands Belgium Sveriges Riksbank Total: 17,000.00 Agreement on association with Saudi Arabia 1,500.00 The potential amount of assets the Fund is entitled to use within the GAB can be found to amount to 17 billion of special drawing rights, with the additional 1.5 billion put at disposal by Saudi Arabia, within the associate agreement. => SPV) 892,50 850,00 2.125,00 1.700,00 1.700,00 1.020,00 595,00 382,50 Belgija Sveriges Riksbank Ukupno: 17.000,00 Pridruženi sporazum sa Saudijskom Arabijom 1.500,00 Tabela 1. ~~~ Pregled zemalja učesnica GAB-a sa iznosima sredstava koji se stavljaju na raspolaganje MMF-u Š5, str. 404Ë Možemo konstatovati da potencijalni iznos sredstava koji fond može koristiti u okviru GAB-a iznosi 17 milijardi specijalnih prava vučenja uz dodatak 1,5 milijardi koje je stavila na raspolaganje Saudijska Arabija, u okviru pridruženog sporazuma.
LL@(7190) The New arrangement to borrow (NAB) was concluded in January 1997, between the iMF and 25 member countries. => Novi aranžman za zaduživanje (New Arrangement to Borrow NAB) je zaključen januara 1997. godine između MMF-a i 25 zemalja učesnika.
LL@(7191) The need for this additional source of financing resulted from frequent crises and the increasing financial needs of the member countries. => Potreba za ovim dopunskim izvorom finansiranja je nastala usled čestih kriza i rastućih finansijskih potreba zemalja članica fonda.
LL@(7192) Today, this arrangement has a form of a credit agreement between the fund and 26 countries that lend their funds under specific, agreed conditions. => Danas, ovaj aranžman ima oblik kreditnog sporazuma izmežu fonda i 26 zemalja koje pozajmlljuju svoja sredstva pod posebnim, dogovorenim uslovima.
LL@(7193)  => Zemlja učesnice NAB-a Iznos (u milijard. ~~~ SPV) 801,00 408,00 340,00 957,00 1.381,00 367,00 Australija Austrija Centralna banka Čilea Belgija Kanada Danska Nemačka Bundesbanka 3.519,00 Finska Francuska Monetarne vlasti Hong Konga Italija Japan Korea 1.753,00 3.519,00 340,00 340,00 2.549,00 340,00 Iznos (u milijard.
LL@(7194)  => SPV) 341,00 340,00 340,00 1.302,00 379,00 1.761,00 340,00 665,00 850,00 1.540,00 Zemlja učesnice NAB-a Kuvajt Luksemburg Malezija Holandija Norveška Saudijska Arabija Singapur [panija Sveriges Riksbank [vajcarska nacionalna banka Tajland Velika Britanija SAD Ukupno:
LL@(7195) Table 2. => 34.000,00 340,00 2.549,00 6.640,00 Tabela 2.
LL@(7196) Chart of member countries participating in NAB, with the amounts of assets put at the disposal of the NAB member countries Amount (in SDR bilions) 341.00 340.00 340.00 1,302.00 379.00 1,761.00 340.00 665.00 850.00 1,540,00 Kuwait Luksemburg Malesia The Netherlands Norway Saudi Arabia Singapur Spain Sveriges Riksbank The National Bank of Switzerland Tailand Great Britain USA Total: 34,000.00 340,00 2.549.00 6.640.00 IMF Š5, p. 405] NAB member countries Australia Austria The Central Bank of Chile Belgium Canada Denmark The German Bundesbank Finland France Monetary government of Hong Kong Italiy Japan Korea Amount (in DSR billions) 801.00 408.00 340.00 957,00 1,381.00 367.00 3,519.00 340,00 2,549,00 340.00 1,753.00 3,519.00 340.00 The conclusion can be drawn that the countries presented above provide the total of 34 billion special drawing rights which the Fund is entitled to use within the New arrangement to borrow if the need for additional financial assets arises. => Pregled zemalja učesnica NAB-a sa iznosima sredstava koji se stavljaju na raspolaganje MMF-u Š5, str. 405Ë Možemo zaključiti da prezentirane zemlje ukupno obezbeđuju 34 milijarde specijalnih prava vučenje koje fond može koristiti u okviru Novog aranžmana za zaduživanje ukoliko se ukaže potreba za dopunskim finansijskim sredstvima. 3.
LL@(7197) 3.3 Revenues from rates and taxes This aspect of income does not make an important part in the total aamount of assets the Fund has at disposal, however, it is not negligible. => Prihodi od dažbina Ovaj vid prihoda ne učestvuje značajno u ukupnim sredstvima fonda, ali ne možemo reći da je zanemarljiv.
LL@(7198) By collecting the rates and taxes, the fund encourages the member countries to employ the borrowed funds in as short a period as possible. => Naplatom dažbina od strane fonda, podstiču se zemlje članice da u što kraćim vremenskim periodima koriste pozajmljena sredstva.
LL@(7199) We distinguish among the three most common types of rates and taxes: Commission this is applied to all the transactions of purchasing currency from the fund, other than purchase within the reserve tranche is paid at the moment of transaction, in the amount of 0.5% of its value. => Razlikujemo tri najčešće vrste dažbina: ~~~ Komisiona se primenjuje na sve transakcije kupovine valute od fonda, osim na kupovine u okviru rezervne tranše, plaća se u trenutku izvršenja transakcije i to u iznosu od 0,5% njene vrednosti.
LL@(7200) Tax on stand-by and expanded agreements is paid in the amount of 0.25%, however, only at the unused amount of borrowed funds, at the beginning of every twelve-month period. => Dažbina na stand by i proširene sporazume se plaća u iznosu od 0,25% ali samo na neiskorišćeni iznos pozajmljenih sredstava i to na početku svakog dvanaestogodišnjeg perioda.
LL@(7201) Time tax is paid on the amount of stand-by funds that resulted from the purchase of convertible currency from the Fund, paid for by the national currency, and which the fund keeps in the currency of the member country. => Vremenska dažbina se plaća na iznos rezervnih sredstava koja fond drži u valuti zemlje članice, a koja su nastala pri kupovini konvertibilnih valuta od fonda za nacionalnu valutu. 3.
LL@(7202) 3.3. ~~~ Special drawing rights The introduction of special drawing rights into the international monetary system is an attempt to secure international liquidity in an organized manner, independently from national monetary policies. => Specijalna prava vučenja (Special Directs of Investment) Uvođenje specijalnih prava vučenja u međunarodni monetarni sistem predstavlja pokušaj da se na organizovan način pristupi kreiranju međunarodne likvidnosti, nezavisno od nacionalnih monetarnih politika.
LL@(7203) The basic goal of the creation of the new monetary mechanism within the IMF was to provide a long-term supply of assets of international liquidity in case of their scarcity. => Stvaranjem novog monetarnog mehanizma u okviru MMF-a težilo se postizanju osnovnog cilja, da se na dugi rok dopunjuju postojeća sredstva međunarodnih likvidnosti u slučaju njihove nestašice.
LL@(7204) Š1, p. 170] Special drawing rights were introduced in 1969, for the purpose of overcoming an especially bad situation in the international monetary system and they are now one of the IMFs most important sources of financing. => Š1, str. 170Ë Specijalna prava vučenja su uvedena 1969. godine kako bi se rešila tadašnja veoma loša situacija u međunarodnom monetarnom sistemu i danas predstavljaju jedan od najznačajnijih izvora sredstava MMF-a.
LL@(7205) The fund issues the SDI periodically, most commonly in a five-year period, and trats them as a very important instrument in solving the international liquidity issues. => Fond periodično emituje SPV, najčešće petogodišnje, i tretira ih kao veoma značajan instrument za rešavanje problema međunarodne likvidnosti.
LL@(7206) On the basis of its quota proportions, each country is granted a certain amount od special drawing rights which it may exchange for a convertible currency, through the Fund, every time it feels in demand for the particular currency. => Na osnovu veličine sopstvene kvote svaka zemlja dobija određeni iznos specijalnih prava vučenja koja može preko fonda zameniti za konvertibilne valute uvek kada se za to ukaže potreba.
LL@(7207) The special drawing rights system is based on the member countries voluntary accession and participation. => Sistem specijalnih prava vučenja se zasniva na dobrovoljnom pristupu i učešću zemalja članica.
LL@(7208) If one currency is in demand, the country whose currency it is is obliged to sell it. => Ukoliko postoji tražnja određene valute, zemlja čija se valuta traži je obavezna da izvrši njenu prodaju.
LL@(7209) The up per limit of 300 percent of the value of the quota is the point beyond which the member country may, but need not sell its currency. => Gornja granica od 300% vrednosti kvote predstavlja tačku nakon koje zemlja članica može ali i ne mora da vrši prodaju tražene, sopstvene valute.
LL@(7210) The relationship between the member countries, that are simultaneously the players in this system, is based on the obligation of the country with a surplus in its balance of payment to receive the transfer of specialdrawing rights from the country with a deficit in its balance of payment, and grant it the convertible currency as a counter value. => Odnos zemalja članica fonda, a ujedno i učesnica ovog sistema, se zasniva na obavezi zemlje koja ima suficit u platnom bilansu da primi transfer specijalnih prava vučenja od zemlje koja ima platnobilansni deficit, a kao protiv vrednost da joj odobri konvertibilnu valutu.
LL@(7211) The surplus country accepts this obligation only on condition the Fund itself issues guaranties that it shall be entitled to exchange these special drawing rights for the assets of international liquidity whenever it choses to do so. => Suficitarna zemlja prihvata ovu obavezu jedino uz garanciju samog fonda da će primljena specijalna prava vučenja uvek, kada to bude želela, moći da zameni za sredstva međunarodne likvidnosti.
LL@(7212) It is important to point out that as early as 1972 the special drawing rights have been implemented by the Fund as the accounting unit in its transactions, and are now largely used in the transactions of numerous other international institutions. => Bitno je istaći da se još od 1972. godine specijalna prava vučenja primenjuju u fondu kao obračunska jedinica u njegovim transakcijama, a danas se često koriste i u poslovanju m0% vrednosti kvote predstavlja tačku nakon koje zemlja članica može ali i ne mora da vrši prodaju tražene, sopstvene valute.
LL@(7213) Over time, the value of the special drawing rights was defined differently, to be based today on the values of the worlds four key currencies: the US dollar, the British pound sterling, the Japanese yen and the euro. => Odnos zemalja članica fonda, a ujedno i učesnica ovog sistema, se zasniva na obavezi zemlje koja ima suficit u platnom bilansu da pna korpa obuhvata valute pet zemalja članica fonda koje ostvaruju najveće vrednosti izvoza u petogodišnjem periodu, te zemlje su:
LL@(7214) The so-called currency basket includes the currencies of five member countries of the Fund that achieve the largest scale exports in a five-year period, and these are: the U.S.A., Great Britain, Germany, Japan and France. => SAD, Velika Britanija, Nemačka, Japan i Francuska.
LL@(7215) 4. => 4.
LL@(7216) The IMF remittances to member countries, advantage or disadvantage? => Finansiranje zemalja članica od strane MMF-a, prednost ili ograničenje?!
LL@(7217) In addition to the basic aid it provides to the member countries, which means the financial aid, the International monetary fund also provides the technical and expert aid, is engaged in solving numerous problems in the field of commerce and economic growth and, as such, represents the central institution of the international monetary system. => Međunarodni monetarni fond pored osnovnog vida pomoći koju pruža zemljama članicama, a to je svakako finansijska pomoć, pruža još i tehničku i stručnu pomoć, angažuje se na rešavanju brojnih problema u oblasti trgovine i privrednog razvoja i kao takav predstavlja centralnu instituciju međunarodnog monetarnog sistema.
LL@(7218) The IMF member country, encountering balance of payment problems of primarily temporary and short-term character, is entitled to claim the necessary financial means from the Fund. => Zemlja članica fonda koja se suoči sa platnobilansnim problemima, a koji su pre svega privremene i kratkoročne prirode, ima mogućnost da zatraži od fonda potrebna finansijska sredstva.
LL@(7219) The credit granted from the Fund is actually a financial support to the economic stabilization programme of the member country aimed at overcoming the troubles in economy and in its balance of payment. => Kredit fonda je u stvari finansijska podrška ekonomskom stabilizacionom programu zemlje članice kojim ona namerava da prevaziđe teškoće u privredi i bilansu plaćanja.
LL@(7220) The Fund supports the adjustment programme with its own finances or by catalysing from numerous sources. => Program prilagođavanja, fond podržava svojim sredstvima ili kataliziranjem iz brojnih izvora.
LL@(7221) Š4, p. 263] The chance that a member country be granted the necessary funds from the Fund is defined, primarily, by the amount of the quota paid, but also by the gravity of the balance of payment problems, by its readiness to conduct a stabilization programme and by the overall economic situation in the country. => Š4, str.263Ë Mogućnost zemlje članice da dobije od fonda potrebna sredstva je određena, pre svega, visinom uplaćene kvote ali i nivoom platnobilansnih problema, spremnošću za sprovođenje stabilizacionog programa i opštom ekonomskom situacijom u dotičnoj zemlji.
LL@(7222) The International Monetary Fund will grant the necessary budgets only after they have been satisfied that the stabilization programme, mutually agreed upon between the Fund and the member country, to be conducted in the respectve country is justified and efficient. => Međunarodni monetarni fond će odobriti potrebna sredstva tek kada se uveri u opravdanost i efikasnost stabilizacionog programa koji će se sprovesti u dotičnoj zemlji, a koji je prethodno formulisan zajedničkim dogovorom između fonda i zemlje članice.
LL@(7223) The Fund may grant the resources in the form of: Regular drawing rights Drawings within financial facilities. => Fond može odobriti sredstva u vidu: redovnih prava vučenja vučenja u okviru finansijskih olakšica.
LL@(7224) We will proceed by giving a detailed explanation of key characteristics, advantages and disadvantages of both forms of using the Funds resources. => U daljem toku rada ćemo detaljnije obraditi ključne karakteristike, prednosti i ograničenja oba oblika korišćenja fondovih sredstava. 4.
LL@(7225) 4.1. ~~~ Regular drawing rights and stand-by arrangements The regular drawing rights within the IMF primarily include the reserve tranche and the four credit tranches. => Redovna prava vučenja i stand by aranžmani Kada govorimo o redovnim pravima vučenja u okviru MMF-a mislimo prvenstveno na rezervnu tranšu i četiri kreditne tranše.
LL@(7226) The reserve tranche is such a type of drawing the Funds resources where the Funds reserves are increased in the currency of the respective member country up to the amount of 100% of its quota. => Rezervna tranša se odnosti na takvo vučenje fondovih sredstava gde se povećavaju rezerve fonda u valuti dotične zemlje članice do iznosa od 100% njene kvote.
LL@(7227) In the beginnings of the Fund, the mentioned fixed portion of the quota was paid in gold, therefore the drawing within the reserve tranche was known as the golden tranche. => U početnom periodu funkcionisanja fonda, pomenuti fiksni deo kvote se uplaćivao u zlatu, tako da je vučenje u okviru rezervne tranše bilo poznato kao zlatna tranša.
LL@(7228) The rule adopted later specified that 25% of the quota need not be paid in either gold or American dollars, but can be paid in special drawing rights or in other convertible currencies, upon the prior consent of the Fund. => Kasnije je usvojeno pravilo da se 25% kvote ne mora uplaćivati u zlatu ili američkim dolarima već se može uplatiti u specijalnim pravima vučenja ili drugim konvertibilnim valutama, uz prethodnu saglasnost fonda.
LL@(7229) The amount the country may dispose of in the form of reserve tranche is obtained in that the amount of the funds receivables in national currency is subtracted from the value of the national quota resulting into a positive balance. => Iznos koji zemlja može koristiti u formi rezervne tranše se dobija tako što se od vrednosti nacionalne kvote oduzme iznos fondovih potraživanja u nacionalnoj valuti i dobije pozitivan saldo.
LL@(7230) The reserve position of the member country changes over time and may range from 0 to 100% of the quota, depending on the size in which the Fund does transactions with the countrys currency. => Rezervna pozicija zemlje članice se menja tokom vremena i može se kretati u rasponu od 0 do 100% kvote, a sve u zavisnosti od obima u kom fond vrši transakcije njenom valutom.
LL@(7231) The right to drawing within the reserve tranche can be exercised rather easily, since the applications of the member countries on this basis are not part of the agendas of regular meetings of the Funds supervisory bodies; such transactions are almost automatically approved of. => Ostvarivanje prava na vučenje u okviru rezervne tranše je dosta jednostavno jer molbe zemalja članica po pomenutom osnovu nisu predmet redovnih razmatranja nadzornih organa fonda, već se ovakve transakcije skoro automatski odobravaju.
LL@(7232) The member country encountering a balance of payment problem and a general disbalance of its own economy may apply to the IMF for the loan and exercise its right to it, but under special conditions. => Zemlja članica koja se suoči sa platnobilansnim problemima i opštom neravnotežom sopstvene privrede može se zaduživati kod MMF-a i ostvariti svoje pravo na kredit, ali pod posebnim uslovima.
LL@(7233) If it is the shortterm and easily soluble problems, and the country simultaneously makes its best efforts to solve them, it can obtain the resources from the Fund within the first credit tranche. => Ukoliko se evidentira prisutnost kratkoročnih i lako rešivih problema, a zemlja pri tom čini vidljive napore da ih otkloni, ona može dobiti sredstva od fonda u okviru prve kreditne tranše.
LL@(7234) On the contrary, when the country suffers serious balance of payment problems and needs larger amount of resources to solve them, it is obliged to submit to the Fund the stabilization programme with the economic policy measures it plans to implement if it desires to realize the drawing rights in higher credit tranches (the second, the third and the fourth). => Suprotno, kada su u zemlji prisutni ozbiljni platnobilansni problemi i neophodni veći iznosi sredstava za njihovo rešavanje, dotična zemlja je dužna da fondu podnese stabilizacioni program mera ekonomske politike koji namerava da sprovede ukoliko želi da ostvari pravo vučenja u višim kreditnim tranšama (drugoj, trećoj i četvrtoj). redne kreditne tranše uslovi kreditiranja se značajno zaoštravaju, što predstavlja i jedan od osnovnih razloga zbog kog mnoge zemlje izbegavaju uzimanje sredstava od fonda.
LL@(7235) The strategy of crediting the member countries is carried out in four stages, i.e., four credit tranches, each of which covers 25 percent of the national quota. => Kreditne tranše su razgraničene na sledeći način:
LL@(7236) With each subsequent credit tranche the credit conditions become significantly stricter, which is one of the main reasons that many countries avoid applying to the Fund for money. => 
LL@(7237) The credit tranches are distinguished in the following way: The first credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 100% to 125% of its quota. => Prva kreditna tranša predstavlja vučenja koja povećavaju fondove rezerve u nacionalnoj valuti zemlje članice u iznosu od 100% do 125% njene kvote.
LL@(7238) The second credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 125% to 150% of its quota. => Druga kreditna tranša predstavlja vučenja koja povećavaju fondove rezerve u nacionalnoj valuti zemlje članice u iznosu od 125% do 150% njene kvote.
LL@(7239) The third credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 150% to 175% of its quota. => Treća kreditna tranša predstavlja vučenja koja povećavaju fondove rezerve u nacionalnoj valuti zemlje članice u iznosu od 150% do 175% njene kvote.
LL@(7240) The fourth credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 175% to 200% of its quota. => Četvrta kreditna tranša predstavlja vučenja koja povećavaju fondove rezerve u nacionalnoj valuti zemlje članice u iznosu od 175% do 200% njene kvote.
LL@(7241) The stand-by arrangements, contrary to credit tranches, are rather simply and urgently approved of, without too much formality. => Stand by aranžmani se za razliku od kreditnih tranši dosta jednostavno i brzo odobravaju bez previše formalnosti.
LL@(7242) These arrangements were introduced into the regular practice of the IMF in the 1950s and are limited as to the amounts and the period of time they can be used. => U redovnu praksu poslovanja MMF-a stand by aranžmani su uvedeni 50.-tih godina i ograničeni su u pogledu iznosa i vremena u kom se mogu koristiti.
LL@(7243) When approving of this form of credit, the Fund defines the obligations, i.e., the standards the member country must comply with during the stand-by arrangement period. => Pri odobravanju ovog oblika kredita fond definiše obaveze tj. norme kojih se zemlja članica mora pridržavati u periodu trajanja stand by aranžmana.
LL@(7244) Further, the respective country is obliged to submit to the fund a letter of intents in which it expressly stipulates all the stabilization measures it plans to implement for the purpose of improving its balance of payment position, and which are in accord with the defined objectives of the fund. => Zatim, pomenuta zemlja dostavlja fondu pismo o namerama u kom jasno navodi sve stabilizacione mere koje će preduzeti u cilju poboljšanja svoje platnobilansne pozicije, a koje su u skladu sa definisanim ciljevima fonda.
LL@(7245) A very important element of the stand-by arrangement is the so-called clause on consultation which is of binding character for both parties in the arrangement. => Veoma važan element stand by aranžmana je tako zvana klauzula o konsultacijama koja je obavezujuća za oba učesnika aranžmana.
LL@(7246) Since the granted monetary sum is divided into several time defined tranches, the above clause allows for the Fund to have a constant control over the realization of the previously agreed objectives, as well as an insight into the overall condition on the basis of which to decide whether to approve of the subsequent trances of the stand-by arrangement to the country. => Pošto je odobrena novčana suma podeljena u nekoliko vremenski odvojenih rata, pomenuta klauzula omogućuje fondu da konstantno kontroliše ostvarivanje prethodno dogovorenih ciljeva i na osnovu sopstvenog uvida u celokupno stanje donese odluku da li će zemlji članici i dalje odobravati preostale rate stand by aranžmana.
LL@(7247) If the Funds bodies in charge find that the country does not implement the stabilization programme in accordance with the regulations of the agreement, they first send that country a report on the state of affairs they observed, and, in case no remedy is made by the member country, further payments as per stand-by arrangement are cancelled. ~~~ 4.2. => Ukoliko nadležni organi fonda primete da dotična zemlja ne sprovodi stabilizacioni program prema odredbama ugovora, prvo joj šalju svoj izveštaj o uočenom stanju, a zatim ukoliko se ne učine nikakva poboljšanja od strane zemlje članice, pristupa se ukidanju daljih isplata sredstava u okviru stand by aranžmana. 4.
LL@(7248) Drawings within financing facilities Over the decades of its work, the IMF granted a large number of various financial facilities and thus aided the member countries that at one time encountered the balance of payment and othe economic problems. => Vučenja u okviru finansijskih olakšica Strategija kreditiranja zemalja članica se sprovodi u četiri faze tj. četiri kreditne tranše od kojih svaka obuhvata 25% nacionalne kvote.
LL@(7249) The Compensatory Financing Facility is an additional opportunity to use the Fund resources, besides the reserve tranche, the credit tranches and the stand-by arrangement. => Uzimanjem svake na U svom višedecenijskom poslovanju MMF je odobrio veliki broj različitih finansijskih olakšica i na taj način pomogao zemljama članicama koje su se u nekom pe riodu sopstvenog postojanja suočile sa platnobilansnim i drugim privredno-ekonomskim problemima. kompenzatornog Olakšica finansiranja (Compensatory Finanncing Facility) predstavlja dodatnu mogućnost za korišćenje fondovih sredstava pored rezervne tranše, kreditnih tranši i stand by aranžmana.
LL@(7250) The main objective of this type of financing is the mitigation of the balance of payment difficulties of the member countries that are both the producers and the importers of primary products. => Glavni cilj ovog oblika finansiranja je smanjenje platno bilansnih teškoća zemalja članica koje su ujedno proizvođači i izvoznici primarnih proizvoda.
LL@(7251) These countries do need financial aid in case of a sudden and unexpected fall in the prices of the primary products on the world market. => Pomenutim zemljama je neophodna finansijska pomoć ukoliko na svetskom tržištu dođe do naglog i neočekivanog pada cena primaarnih proizvoda.
LL@(7252) The granted resources can be used in a shorttime period, on condition the disorders in a respective country are due to the action of external factors, that the said country could neither control nor prevent their disastrous impact. => Odobrena sredstva se mogu kratkoročno koristiti i to pod uslovom da je do opisanih poremećaja u dotičnoj zemlji došlo usled delovanja eksternih faktora, na koje ona nije mogla da utiče niti da spreči njihov razorni uticaj.
LL@(7253) The Fund will otherwise refuse to grant help to its member. => U svakoj suprotnoj situaciji, fond će odbiti da pruži pomoć svojoj članici.
LL@(7254) Such a form of financial facility is relatively rarely used, primarily because of the short-term period of use and a temporary effect upon the improvement of the economic situation in the financed country. => Ovaj oblik finansijske olakšice je relativno malo korišćen, pre svega zbog svoje kratkoročnosti i privremenog efekta na poboljšanje privredne situacije u finansiranoj zemlji.
LL@(7255) The Compensatory and Contingency Financing Facility is in many ways similar to the previous type of facility. => Olakšica za kompenzatorno finansiranje i nepredvidive slučajeve (Compensatory and Contingensy Financing Facility) je po mnogim elementima slična sa prethodnom vrstom olakšice.
LL@(7256) Entitled to this kind of aid are the member countries that encounter the economic disbalances resulting from the shortfall in export earnings or the excess costs in import of cereals (the rise in import prices and interest rates). => Pravo na ovu vrstu pomoći imaju zemlje članice fonda koje su suočene sa privrednim poremećajima nastalim usled pada izvoznih prihoda ili visokih troškova uvoza žitarica (porast uvoznih cena i kamatnih stopa).
LL@(7257) The amount the country can qualify for under this condition is 122% of its quota, on condition it has used all the previously mentioned types of financing. => Iznos koji zemlja može dobiti po ovom osnovu je 122% njene kvote, pod uslovom da koristi i pomoć u vidu svih prethodno navedenih oblika finansiranja .
LL@(7258) It is important that the total indebtedness does not exceed the amount of 70% of the overall credit arrangements concluded between the respective country and the IMF. => Bitno je da ukupno zaduženje ne pređe iznos od 70% ukupnih kreditnih aranžmana sklopljenih između dotične zemlje i MMF-a.
LL@(7259) The Buffer Stock Financing Facility is one more type of aid the Fund provides for its member countries. => Olakšica za finansiranje regulacionih zaliha sirovina (Buffer Stock Financing Facility) predstavlja još jedan vid pomoći koju fond pruža svojim članicama.
LL@(7260) This facility becomes important in case of unfavourable trends and disbalances on the international raw materials market, and certain countries are no longer in a position to acquire enough supplies for an undisturbed production process. => Ova olakšica dolazi do izražaja kada nastanu nepovoljna kretanja i poremećaji na međunarodnom tržištu sirovina, pa pojedine zemlje nisu više u mogućnosti da obezbede dovoljne nivoe zaliha za nesmetano obavljanje proizvodnog procesa.
LL@(7261) In such situations, the Fund can provide the necessary financial resources up to 50% of the national quota value of the member country. => Fond u takvim situacijama može da pruži potrebna finansijska sredstva u visini od najviše 50% vrednosti nacionalne kvote zemlje članice.
LL@(7262) The Oil Facility was first implemented during the oil shocks in 1973 and 1974. => Olakšica za naftu (Oil Facility) je počele da se primenjuje nakon naftnih šokova 1973. i 1974. godine.
LL@(7263) In this case, the IMF objective was to provide aid for the countries-importers of oil that suffered significant disbalances due to the high rise in oil prices in the period. => U ovom slučaju, cilj MMF-a je bio pružanje pomoći zemljama uvoznicama nafte koje su pretrpele značajne poremećaje nastale usled ogromnog porasta cene naf te u pomenutom periodu.
LL@(7264) The oil facilities amounted up to 75% of the national quota value, they were oriented exclusively towards one sphere of business activities and were mainly temporary and shortterm in character. => Olakšice za naftu su mogle da se koristite u iznosu od najviše 75% vrednosti nacionalne kvote, bile su orijentisane isključivo na jednu sferu poslovanja i uglavnom su imale privremen i kratkoročan karakter.
LL@(7265) The Extended Fund Facility resulted from the constant claims from the member countries that a new form of financing be introduced which will be of long-time character of use and pay-off period and at the same time be approved in larger sums. => Olakšica proširenog finansiranja (Extended Facility) je nastala usled konstantnih zahteva zemalja članica da se uvede nov oblik finansiranja koji će imati dugoročan karakter korišćenja i otplate i ujedno se odbravati u većim iznosima.
LL@(7266) These funds are especially granted in two cases: Š3, p. 37] When the economies of the member countries suffer a disbalance of payment due to the structural disorders in production and on the market, and when the price and cost dispabalnce is largely present; When the economies of the member countries are characterised by a slow growth and an inherently poor state of the balance of payment which makes the active growth policy impossible to pursue. => Ova sredstva se posebno dodeljuju u dva slučaja: ~~~ Š3, str. 37Ë kada privrede zemalja članica trpe teže neravnoteže u bilansima plaćanja, koji su u vezi sa strukturnim poremećajima proizvodnje i trgovine, i kada je neravnoteža cena i troškova široko zastupljena, kada su privrede zemalja članica okarakterisane sporim rastom i inherentno slabim stanjem platnog bilansa koji onemogućava vođenje aktivne razvojne politike.
LL@(7267) In such cases the resources are granted for a period of three years, in the amount of not more than 140% of the national quota value. => U ovom slučaju se sredstva odobravaju na vremenski period od tri godine i to u iznosu od najviše 140% vrednosti nacionalne kvote.
LL@(7268) The member country qualifying for these extended facilities is obliged to periodically submit to the Fund the explanation of the measures and activities undertaken for the purpose of stabilization of economic flows. => Zemlja članica koja koristi olakšice proširenog finansiranja, mora u propisanim periodima da dostavlja fondu obrazloženje mera i aktivnosti koje preduzima u cilju stabilizacije privrednih tokova.
LL@(7269) The Enhanced Access Policy means a greater opportunity of access to the IMF resources. => Politika povećanog pristupa (Enlarged Access Policy) podrazumeva povećanje mogućnosti za pristup sredstvima MMF-a.
LL@(7270) If a deficient member country needs a larger amount of financial resources, exceeding the value of credit tranches and extended facilities, the enlarged access policy can be implemented. => Ukoliko deficitarna zemlja članica ima potrebu za većim iznosom finansijskih sredstava koji prevazilazi vrednost kreditnih tranši i proširenih olakšica, tada se može primeniti politika povećanog pristupa.
LL@(7271) Prior to that, the Fund has to be satisfied as to the gravity of the problems the country suffers and the adequacy of the measures it implements to improve its balance of payment and its economic situation. => Fond se prethodno mora uveriti u ozbiljnost problema u dotičnoj zemlji i opravdanost mera koje ona preduzima kako bi poboljšala opšu ekonomsku i platnobilansnu situaciju.
LL@(7272) In introducing this form of financing the main idea is that the policy be temporary in character and that it be implemented up to the moment of the increase in the member countries quotas, because it is then that the conditions for drawing larger sums of resources within the regular drawing rights arise. ~~~ The Supplementary Financing Facility is such a form of financing deficit suffering member countries that need more resources than they can qualify for within regular arrangements, and with longer periods of use and pay back periods. => Pri uvođenju ovog oblika finansiranja, osnovna ideja je bila da pomenuta politika bude privremenog karaktera i da se primenjuje do momenta povećanja kvota zemalja članica jer se tada stvaraju uslovi za povlačenje većih iznosa sredstava u okviru redovnih prava vučenja. finansijska olakšica (Supplementary Dopunska Financing Facility) predstavlja vid finansiranja deficitarnih zemalja članica kojima je potrebno više sredstava nego što mogu dobiti u okviru redovnih aranžmana, a takođe i sa dužim vremenskim periodima korišćenja i otplate.
LL@(7273) In order to satisfy these needs, the IMF concluded an agreement on loans with fourteen suficit experiencing countries which agreed to place certain resources at its disposal under previously agreed, specific conditions. => Kako bi zadovoljio opisane potrebe, MMF je zaključio sporazum o pozajmljivanju sa četrnaest suficitarnih zemalja koje su pristale da stave određene iznose sredstava na raspolaganje po prethodno dogovorenim, posebnim uslovima.
LL@(7274) The countries granted the supplementary financial facitilies are obliged to pay the debt back in the period of three and a half to seven years. field of the Funds business activities. => Zemlje koje dobiju dopunske finansijske olakšice, dužne su da njihovo vraćanje izvrše u vremenskom periodu od tri i po do sedam godina.
LL@(7275) The policy of conditionality was introduced into the regular financial resources approval procedure in the 1960s and means a certain security for the Fund that the member countries will use the funds in accordance with the previously defined conditions and that they will pay the money back in an agreed period of time. ~~~ The Structural Adjustment Facility was introduced for the purpose of providing financial support to developing, low income countries, on a concession basis in the period from 1981 till 1991. => Olakšica za strukturno prilagođavanje (Structural Adjustment Facility) je uvedena sa ciljem da se obezbedi finansijska pomoć zemljama u razvoju sa niskim dohotkom, na koncesionoj osnovi u periodu od 1981. god. do 1991. god. Prevashodni cilj je bio pružiti finansijsku pomoć zemljama članicama koje su suočene sa dugotrajnim platnobilansnim deficitom, podržati njihove stabilizacione programe i omogućiti im korišćenje sredstava na duži rok.
LL@(7276) The primary aim was to give financial support to the member countries faced with a long-lasting balance of payment deficit, support their stabilization programmes and allow for them to use the resources on a longer term basis. => 
LL@(7277) Prior to using the facility, the country was obliged to prepare, together with the IMF and the World Bank, a three-year economic policy programme it intends to implement in the coming period of its financial recovery. => Deficitarna zemlja je imala obavezu da pre korišćenja dobijene olakšice, zajedno sa organima MMF-a i Svetske banke pripremi okvirni, trogodišnji program ekonomske politike koji namerava da sprovede u nastupajućem periodu sopstvenog ozdravljenja.
LL@(7278) The Enhanced Structural Adjustment Facility, as well as the previously mentioned one, proved to be a very efficient and most frequently used measures implemented towards the stabilization of the economic activities of the deficit suffering countries. => Proširena olakšica za strukturno prilagođavanje (Enhanced Structural Adjustment Facility) se zajedno sa prethodnom olakšicom pokazala kao veoma efikasno i najčešće korišćeno sredstvo za stabilizaciju privrednih aktivnosti deficitarnih zemalja.
LL@(7279) To pay the resources on this basis, the IMF uses its own resources accumulated from preferential loans and the rich countries donations. => Za isplatu finansijskih sredstava po ovom osnovu, MMF koristi sopstveni izvor formiran iz povlašćenih zajmova i donacija bogatih zemalja.
LL@(7280) The user country can qualify for the resources of up to 190% of its national quota value. => Zemlja korisnik, može dobiti sredstva u visini od najviše 190% vrednosti nacionalne kvote.
LL@(7281) The Systemic Transformation Facility was introduced with clearly defined purpose and objective in the period of the largest-scale transformations of the developing countries economies. => Olakšica za transformaciju sistema (Systemic Transformation Facility) je uvedena sa jasno definisanom svrhom i ciljem u periodu najvećih transformacija privreda zemalja u razvoju.
LL@(7282) This type of facility was available to all former socialist countries in their transit from planned and rigid economy to the market economy. => Ovaj vid olakšice su mogle da koriste bivše socijalističke zemlje, koje su prelazile sa planskog i rigidnog na tržišni način privređivanja.
LL@(7283) Furthermore, one objective was also the improvement of relationships and political dialogue between these countries and the IMF. => Pored toga, jedan od ciljeva je bio i poboljšanje odnosa i političkog dijaloga između dotičnih zemalja i MMF-a.
LL@(7284) These countries were entitled to use the resources to the amount of up to 50% of their national quota value, in two tranches, under extremely favourable conditions. => Odobrena sredstva, zemlje su mogle da koriste u iznosu od najviše 50% vrednosti nacionalne kvote i to u dve tranše po veoma povoljnim uslovima.
LL@(7285) On the basis of the review of the facilities offered by the IMF to its member countries we can conclude that certain forms are founded on rather favourable conditions, therefore they were used far more frequently in relation to other, short-term and ineffective facilities. => Na osnovu pregleda različitih oblika olakšica koje MMF odobrava zemljama članicama, možemo primetiti da se pojedine vrste zasnivaju na veoma povoljnim uslovima korišćenja, pa su samim tim u praksi fonda bile daleko češće primenjivane u odnosu na druge, kratkoročne i neefektivne olakšice. 5.
LL@(7286) 5.1. => Politika uslovljenosti MMF-a cama je najčešće kritikovana i osporavana oblast poslovanja fonda.
LL@(7287)  => Politika uslovljenosti je uvedena u redovnu proceduru odobravanja finansijskih sredstava 60.-tih godina i predstavlja izvesnu sigurnost fondu da će zemlje članice koristiti dobijena sredstva prema unapred definisanim uslovima i da će u dogovorenom periodu pristupiti njihovom vraćanju. 5.
LL@(7288) Conditionality policy implementation and member countries critical attitudes The member country of the IMF experiencing the balance of payment difficulties and a falling trend in economic activities is entitled to apply to the Fund for a necessary amount of financial resources to solve these problems. => Primena politike uslovljenosti i kritički pogled zemalja članica Zemlja članica MMF-a, koja je suočena sa platnobilansnim teškoćama i opadajućim trendom privrednih aktivnosti, ima mogućnost da od fonda zatraži potreban iznos finansijskih sredstava kojima bi rešila pomenute probleme.
LL@(7289) The question is: is this really a starting point in the countrys recovery or is it something virtually different? => Pri tom se postavlja pitanje: da li tada za deficitarnu zemlju zaista kreće period sopstvenog oporavka ili možda nešto sasvim drugo?!
LL@(7290) This is the issue the IMF and the highly developed countries, on one side, and the developing countries, on the other, have never reached an egreement about. => To je pitanje oko koga ni danas nije postignuta potpuna saglasnost između MMF-a i visoko razvijenih zemalja, sa jedne strane, i zemalja u razvoju, sa druge strane.
LL@(7291) It is the attitude of the Fund that it ensures a rational use of the borrowed resources and their timely servicing from the part of the financed countries. => Fond zastupa stav da uslovljenost pre svega obezbeđuje racionalno korišćenje pozajmljenih sredstava i njihovo blagovremeno vraćanje od strane finansiranih zemalja.
LL@(7292) The Fund also uses conditionality as a mechanism to monitor the operationalization of the previously concluded stabilization processes which in the first place include the structural and the balance of payment adjustments in the area of money supply, budget deficits, currency rates, liquidity, solvency, etc. => Takođe, uslovljenost služi MMF-u kao mehanizam za praćenje procesa ostvarivanja dogovorenih stabilizacionih programa koji se pre svega odnose na strukturna i platnobilansna prilagođavanja u oblasti monetarne mase, budžetskih deficita, deviznih kurseva, likvidnosti, solventnosti itd.
LL@(7293) Prior to obtaining the needed resources, the member country is obliged to submit to the Fund the socalled letter of intent to be analysed. => Zemlja članica pre nego što dobije na raspolaganje tražena sredstva dužna je da podnese fondu na uvid i razmatranje takozvano pismo o namerama.
LL@(7294) In this document the country agrees that its objectives and policies will comply with the regulations stated in the IMF Statute, that it will be strict in implementing the stabilization programme previously concluded with the Fund, and that it will mak its best efforts towards improvement of its balance of payment position in order that it be in a position to pay the resources back in as short a period as possible. => U okviru pomenutog dokumenta zemlja ističe da će svoje ciljeve i politike uskladiti sa pravilima definisanim u statutu MMF-a, da će striktno sprovoditi st, sa druge strane. ~~~ Fond zastupa stav da uslovljenost pre svega obezbeđuje racionalno korišćenje pozajmljenih sredstava i njihovo blagovremeno vraćanje od strane finansiranih zemalja.
LL@(7295) The severity of the conditionality principle depends primarily on the type and volume of the resources granted to the member country, but also on the length of the period it will use them. => Takođe, uslovljenost služi MMF-u kao mehanizam za praćenje procesa ostvaisi pre svega od vrste i obima sredstava koja se odobravaju zemlji članici, ali takođe i od vremenskog perioda korišćenja.
LL@(7296) Thus we can conclude that it is only the reserve tranche that is automatic and unconditioned. => Prema tome, možemo konstatovati da je jedino rezervna tranša automatska i totalno neuslovljena.
LL@(7297) With all other financial mechanisms the Fund is fully entitled to either grant the resources or to decline. => Kod svih ostalih finansijskih mehanizama fond ima izričito pravo da odobri ili ne odobri tražena sredstva.
LL@(7298) As already mentioned, when using financial resources in the form of credit tranches, it is only in the first tranche that the conditions are relatively favourable and mild, gaining sharply in strictness with each subsequent tranche. => Kao što je već ranije bilo pomenuto, prilikom korišćenja finansijskih sredstava u okviru kreditnih tranši, jedino kod prve tranše su uslovi relativno povoljni i blagi, dok se sa svakom narednom tranšom naglo zaoštravaju.
LL@(7299) 5. ~~~ The IMF policy of conditionality The policy of conditionality the IMF pursues in granting resources and providing aid to the member countries is a most commonly criticised and challenged The member countries that were in a position to use the resources provided by the Fund in any way are generally severe critics of the conditionality policy. => Politika uslovljenosti koju MMF primenjuje pri odobravanju sredstava i pružanju pomoći zemljama člani Zemlje članice koje su na bilo koji način koristile fondova sredstva, uglavnom su oštri kritičari politike uslovljenosti.
LL@(7300) These countries maintain that the fund pays little heed to the real and current situation in the problem experiencing country, but rather implements a fixed programme of stabilization measures that is expected to ensure positive outcomes. => Pomenute zemlje tvrde da fond malo vodi računa o konkretnoj i stvarnoj situaciji u problematičnoj zemlji već primenjuje jedan ustaljen program stabilizacionih mera koji bi trebao da dovede do pozitivnog ishoda.
LL@(7301) The Funds programmes often do not take into consideration individual political and social conditions, the level of economic development of individual countries, nor the internal and external factors that actualy generate the problems. => Često, programi fonda ne uzimaju u obzir pojedinačne političke i socijalne uslove, stepen ekonomske razvijenosti svake zemlje kao i interne ili eksterne faktore koji su pravi uzročnici nastalih problema.
LL@(7302) The Fund insists on the fast recovery of the country, neglects the development approach to problem solving and its only aim is to recover its resources, safely and in the shortest period possible. => Fond insistira na brzom oporavku deficitarne zemlje, zanemaruje razvojni pristup rešavanja problema i jedini cilj mu je da sigurno i u što kraćem vremenu povrati svoja sredstva.
LL@(7303) Having the previous in mind, many countries prefer any other form of crediting to the financial deals with the IMF. => Imajući u vidu sve prethodno navedeno, mnoge zemlje se radije opredeljuju za bilo koji drugi vid kreditiranja nego za finansijsku saradnju sa MMF-om.
LL@(7304) When such attitudes of the developing countries towards the conditionality policy and approval of the resources by the IMF are taken into consideration, the next question arises: who is really right and who is to be trusted, the Funds officials or the financed countries?! It might be most sensible to weigh the arguments of either parties and believe that either is partly right. => Kada uzmemo u obzir ovakvo gledište zemalja u razvoju na politiku uslovljenosti i odobravanje sredstava od strane MMF-a, zapitamo se: ko je zaista u pravu i kome treba verovati, zvaničnicima fonda ili finansiranim zemljama?! ~~~ Možda je najrealnije uzeti u obzir argumente obe strane i verovati da su svi pomalo u pravu.
LL@(7305) Even if the developing countries wish to borrow freely in the capital market and conclude financial deals with other creditors, they cannot evade the IMF. => Međutim, ukoliko žele da se slobodno zadužuju na tržištu kapitala i sklapaju finansijske ugovore sa drugim kreditorima, zemlje u razvoju su čak i tada upućene na MMF.
LL@(7306) The Fund plays an important role on the international financial market reflected in that the international banks increasingly link their estimates of the countrys credit rating with its good relations with the Fund. => Fond ima vrlo zančajnu ulogu na međunarodnom finansijskom tržištu, koja se ogleda u tome da privatne međunarodne banke sve više povezuju svoju ocenu kreditne sposobnosti jedne zemlje sa njenim dobrim odnosima sa fondom.
LL@(7307) It is evident that the conditionality employed by the Fund is the basic source of trust, which is why this institution is highly reputed on financial markets and with international banks. => Očigledno je da je uslovljenost koju primenjuje MMF, osnovni izvor poverenja zbog koga ova institucija uživa veliki ugled na finansijskim tržištima i kod međunarodnih banaka.
LL@(7308) The international banks condition the loans to a country by its prior concluding a credit arrangement with the IMF. => Međunarodne banke, uslovljavaju dodeljivanje zajmova jednoj zemlji, njenim prethodnim zaključivanjem kreditnog aranžmana sa MMF-om.
LL@(7309) Hence many developing countries apply for the resources to the Fund, mainly or exclusively for the purpose of obtaining a certificate to get a green light to use the necessary financial resources on international market. => Zbog toga, mnoge zemlje u razvoju traže sredstva fonda, uglavnom ili isključivo zbog sertifikata da bi dobile zeleno svetlo za korišćenje potrebnih finansijskih sredstava na međunarodnom tržištu.
LL@(7310) Š2, 132] The developing countries keep criticizing the Fund for its conditionality policy and insist on more liberal conditions in using financial resources. => Š2, str.132Ë Zemlje u razvoju, konstantno upućuju kritike fondu na račun primene politike uslovljenosti i zahtevaju liberalnije uslove pri korišćenju finansijskih sredstava.
LL@(7311) They maintain that the fund should pay more attention to real causes of the problems, the factors that really caused a problem situation, the national interests and objectives of each individual country. => Njihov stav je da fond mora više računa povesti o stvarnim uzrocima problema, faktorima koji su zaista uslovili nastalu situaciju, nacionalnim interesima i ciljevima svake pojedine zemlje.
LL@(7312) Many countries believe that the IMF is in fact a financial institution that protects the interests of the developed countries and follows the principle that rich countries should be made richer, and poor countries should fall into yet deeper poverty. => Mnoge zemlje smatraju da je fond zapravo finansijska institucija koja štiti interese razvijenih zemalja i koja se rukovodi pravilom da bogate treba učiniti još bogatijim, a siromašne još više osiromašiti.
LL@(7313) Many countries are evidently bitter and dissapointed and the only way out of this situation they see in relieving the conditions, in the implementation of more flexible measures and in raising the quotas within the IMF. => Zaista možemo primetiti da su mnoge zemlje ogorčene i razočarane i da jedini izlaz iz nastale situacije vide u ublažavanju uslova, primeni fleksibilnijih mera i povećanju kvota u okviru MMFa.
LL@(7314) An interesting example is that of Slovenia, which in the period of its own transformation and recovery decided not to accept the IMF project, employed its own experts in the execution of the stabilization programme and completed it successfully. ~~~ 6. => Interesantan primer iz naše okoline je Slovenija, koja je u periodu sopstvene transformacije i oporavka zbog pomenutih nepovoljnosti rešila da ne prihvati projekat MMF-a i uz pomoć svojih stručnjaka pristupila realizaciji sopstvenog stabilizacionog programa koji je veoma uspešno okončan. 6.
LL@(7315) Critical account of certain aspects of the IMF activities The conditionality policy was subject to much criticism and disapproval from the part of certain officials and member countries. ~~~ Furthermore, some maintain that the Fund pursues an inadequate monetary, fiscal and foreign trade policy as regards the financed countries. => Kritički osvrt na pojedine aspekte poslovanja MMF-a Pored toga što je politika uslovljenosti MMF-a pretrpela brojne kritike i negodovanja pojedinih zvaničnika i zemalja članica, prisutno je mišljenje da fond zastupa i neodgovarajuću kreditno-monetarnu, fiskalnu i spoljnotrgovinsku politiku prema finansiranim zemljama.
LL@(7316) In the analysis of the proposed stabilization programme, the IMF takes special care about the measures of monetary and fiscal policies, with special emphasis upon interest rates raising. => Prilikom razmatranja predloženog stabilizacionog programa, MMF posebno vodi računa o merama kreditne i fiskalne politike, sa akcentom na povećanje kamatnih stopa.
LL@(7317) The primary goal of the Fund is to limit the crediting activity of the central and commercial banks in the financed country in the course of implementing the stabilization programme. => Prevashodni cilj fonda je bio da za vreme primene stabilizacionog programa ograniči kreditnu aktivnost centralne i poslovnih banaka u finansiranoj zemlji.
LL@(7318) On one hand, it means limiting the credit amounts that certain banks grant to certain clients, and, on the other hand, the increase in the credit costs, i.e., the interest rate growth. => To je sa jedne strane podrazumevalo ograničenje mase kredita koju pomenute banke odobravaju pojedinim korisnicima, a sa druge strane, povećanje cene kredita tj. porast kamatnih stopa.
LL@(7319) If the country, however, experiences significant inflation problems, the policy of increasing the interest rates could only further aggravate the situation. => Međutim, ukoliko su u zemlji prisutni značajni inflatorni pritisci politika povećanja kamatnih stopa može samo da pogorša već prilično lošu situaciju.
LL@(7320) If this is combibed with the fiscal control the IMF conducts as part of its stabilization programme, it becomes evident why certain countries avoid the aid it offers. => Ukoliko tome dodamo i fiskalnu kontrolu koju MMF sprovodi u okviru svog stabilizacionog programa, jasno nam je zašto mnoge zemlje izbegavaju njegovu pomoć.
LL@(7321) In such conditions, the prospects that the problem experiencing countries will make any improvement are poor, as the investors have no interest in investing money in such economies. ~~~ Thus, despite the IMFs best intentions, the transition country becomes increasingly poor and sink into an ever more serious economic and debt crises. => U takvim uslovima su prisutni veoma slabi izgledi za bilo kakvim poboljšanjem u deficitarnim zemljama jer investitori nisu zainteresovani da ulažu novac u ovakve ekonomije, tako da i pored najboljih namera MMF-a tranzitorne zemlje naglo siromaše i zapadaju u još veće privredne i dužničke krize.
LL@(7322) Part of the IMF stabilization programme is also a measure related to the liberalization of foreign policy, that is, lifting the obstacles in foreign trade and limiting the role of the state in the countrys economic relations with other countries. => U okviru stabilizacionog programa MMF-a primenjuje se i mera koja se odnosi na liberalizaciju spoljne trgovine tj. uklanjanje barijera u međunarodnoj trgovini i smanjivanje uloge države u ekonomskim odnosima zemlje sa inostranstvom.
LL@(7323) In the developing countries, the consequence of the the liberalization of foreign trade was a surge of inexpensive products from the countries with highly productive economies, which further resulted into an abrupt fall of the national industries, wage reduction, unemployment and the overall impoverishment of the country. => U nerazvijenim zemljama, posledica liberalizacije spoljne trgovine bio je prodor jeftinih proizvoda iz zemalja koje imaju visoko produktivne privrede, što je rezultiralo brzim propadanjem nacionalnih industrija, smanjenjem dohotka građana, ukidanjem radnih mesta i opštim siromašenjem zemlje.
LL@(7324) Namely, the IMM further worsened the situations in many countries since its programmes of fiscal strictness and restrictive monetary policy frequently resulted in high interest rates, sometimes over 20%, sometimes exceeding 50%, and sometimes even higher than 100%. => Naime, MMF je u mnogim zemljama stanje učinio još gorim zato što su njegovi programi fiskalne strogosti i restriktivne kreditno-monetarne politike, često dovo dili do visokih kamatnih stopa, nekada iznad 20%, nakada iznad 50%, a nekada čak iznad 100%.
LL@(7325) In such conditions, starting business and setting up new companies was made virtually impossible. => U takvim uslovima je stvaranje poslova i otvaranje novih preduzeća prosto nemoguće.
LL@(7326) Š7, p. 205] 7. => Š7, str.205Ë 7.
LL@(7327) The past and the present relationships between the IMF and Serbia At the Bretton Woods conference, when the IMF and the World Bank were established, one of the participants was the then SFRY. => Dosadašnji i aktuelni odnosi MMF-a i naše zemlje Na Bretonvudskoj konferenciji, na kojoj su osnovani MMF i Svetska banka, učestvovala je i tadašnja SFRJ.
LL@(7328) The period when the Yugoslavias relations with the IMF were at their highest was that between 1980 and 1991, when seven standby arrangements were granted, the total amount of 3.5 billion special drawing rights. => SFRJ je najviše sarađivala sa MMF-om u periodu od 1980. do 1991. godine kada joj je odobreno sedam stand by aranžmana u ukupnoj vrednosti od 3,5 milijardi specijalnih prava vučenja.
LL@(7329) Until the end of this country, the Fund granted twelve stand-by arrangement. => Do momenta postojanja ove republike, MMF joj je ukupno odobrio dvanaest stand by aranžmana.
LL@(7330) The decision of the Board of executive directors of the IMF of 14 December, 1992 was that the SFRY did not exist any longer, consequently, it could no longer be a member of the Fund. => Odlukom Odbora izvršnih direktora MMF-a, od 14. decembra 1992. godine, konstatovano je da SFRJ više ne postoji, a samim tim prestaje i njeno članstvo u fondu.
LL@(7331) The conditions were simultaneously stated under which the successor countries may inherit the membership, and Serbia and Montenegro inherited 36,52% of the assets and the liabilities of the former SFRY. => Istovremeno su utvrđeni uslovi pod kojima zemlje sukcesori mogu da naslede članstvo u fondu i od aktive i pasive bivše SFRJ, Srbiji i Crnoj Gori je pripalo 36,52%.
LL@(7332) Š9] The Republic of Serbia and Montenegro was granted a new stand-by credit in 2001, to be consumed in four equal tranches of 50 million special drawing rights each. => Š9Ë Zajednici Srbije i Crne Gore je 2001. godine odobren novi stand by kredit, koji je mogao da se koristi u četiri jednake kreditne tranše od po 50 miliona spedijalnih prava vučenja.
LL@(7333) Naturally, all the above explained conditions as to the policies of business activities, conditionality and financing the member countries had to be fully observed by our country. => Naravno svi prethodno opisani uslovi u vezi sa politikom poslovanja, uslovljenosti i finansiranja zemalja članica, morali su da budu ispoštovani i od strane naše zemlje.
LL@(7334) Serbia and Montenegro were further granted a threeyear financial arrangement on extended financing, amounting to 650 million special drawing rights. => Takođe, Srbiji i Crnoj Gori fond je odobrio i trogodišnji finansijski aranžman za produženo finansiranje u iznosu od 650 miliona specijalnih prava vučenja.
LL@(7335) The said arrangement supported the operationalization of the programme of economic stabilization and reforms in the 2002 to 2005 period and could be consumed in a number of credit tranches of 50 million special drawing rights each. => Pomenuti aranžman je podržavao sprovođenje programa ekonomske stabilizacije i reformi u periodu od 2002. do 2005. godine i mogao se koristii u više kreditnih tranši od po 50 miliona specijalnih prava vučenja.
LL@(7336) The Fund set a large number of conditions that Serbia and Montenegro had to comply with prior to being allowed the access to the resources. => Fond je Srbiji i Crnoj Gori postavio brojne uslove koji su morali da budu ispunjeni, pre nego što se pristupi korišćenju odobrenih sredstava.
LL@(7337) The conditions mainly referred to: macroeconomic policy and fiscal system reforms, liberalization of foreign currency and trading systems, restructuring of banks and large state-owned companies, increasing the amount of foreign currency reserves and relieving inflation pressures, reviving the production processes, introducing a new tax system, pension plan reform, etc. => Pomenuti uslovi su se pre svega odnosili na: reformu makroekonomske politike i fiskalnog sistema, liberalizaciju deviznog i trgovinskog sistema, restruktuiranje banaka i velikih državnih preduzeća, povećanje deviznih rezervi i smanjenje inflatornih pritisaka, oživljavanje procesa proizvodnje, uvođenje novog poreskog sistema, reformu penzijskog sistema itd.
LL@(7338) On concluding the negotiations between the representatives of the IMF and the Government of Serbia the Minister of Finance announced that a successful conclusion of the arrangement with the IMF leaves no doubt as to the further cooperation with the World Bank, which so far was also successful. => Po završetku pregovora između predstavnika MMF-a i Vlade Srbije, ministar finansija je izjavio da uspešno okončanje aranžmana sa MMF-om uklanja svaku prepreku za dalju saradnju sa Svetskom bankom, koja je i do sada bila veoma uspešna.
LL@(7339) As regards the reduction of the public debt from the previous 170% to 44%, a positive assessment of the Serbias credit worthiness is no surprise. => S obzirom na smanjenje javnog duga sa 170% u prethodnom periodu na 44%, pozitivna ocena o kreditnoj sposobnosti Srbije nije iznenađenje.
LL@(7340) A positive decision of the IMF will produce a domino effect upon a succession of economic parametres related to investments in this country, the effect of which is yet to be seen. => Pozitivna odluka MMF-a će imati domino efekat na čitav niz ekonomskih parametara vezanih za ulaganja u našu zemlju, čije efekte ćemo tek osetiti.
LL@(7341) Š9] 8. => Š9Ë 8.
LL@(7342) Conclusion On the basis of the objectives, tasks and work methodology presented, a conclusion can be drawn that the IMF is by all means a significant monetary institution that operates on an international scale. => Zaključak Na osnovu prezentiranih ciljeva, zadataka i metodologije rada, možemo zaključiti da je MMF nesumljivo veoma značajna monetarna institucija koja deluje u međunarodnim okvirima.
LL@(7343) Its policy of conditionality as well as its close links with highly developed countries are, however, much criticized. => Međutim, kao što smo mogli da primetimo, najviše je osporavana i kritikovana politika uslovljenosti fonda kao i njegova izrazita povezanost sa visoko razvijenim zemljama.
LL@(7344) The very fact that the U.S.A. may veto a large number of important decisions, related, among other, to the admission of new member countries, increasing certain quotas or granting resources to the member countries, reveals that the US and other powerful countries largely control the Funds operations and direct its activities for the purpose of achieving their own objectives. => Sama činjenica da SAD može staviti veto na mnoge važne odluke, koje se između ostalog odnose na pristup novih zemalja u članstvo fonda, povećanje pojedinih kvota ili odobravanje finansijskih sredstava članicama, upućuje nas na konstataciju da SAD i ostale moćne zemlje u velikoj meri utiču na rad fonda i kanališu njegove aktivnosti u smeru ostvarivanja sopstvenih ciljeva i interesa.
LL@(7345) The fact that the IMF really offers a range of opportunities to member countries to use the financing resources in the form of reserve tranche which is unconditioned and automatic, the four credit tranches and numerous facilities is undisputable. => Nikako se ne može osporiti činjenica da MMF zaista pruža široke mogućnosti zemljama članicama za korišćenje finansijskih sredstava i to u okviru, rezervne tranše koja je bezuslovna i automatska, četiri kreditne tranše i brojnih olakšica.
LL@(7346) The question, however, remains as to whether all these are supported by generous intents of the IMF, whether it really wishes to provide aid to the problem country, fully apprehend its problems and execute an individually planned stabilization policy, or is only interested in recovering the granted resources in as short a period as possible. => Međutim, postavlja se pitanje da li iza svega toga stoje humane namere MMFa, da li on zaista želi da pomogne problematičnoj zemlji, uđe u suštinu njenih problema i sprovede pojedinačno koncipiranu stabilizacionu politiku, ili mu je jedino bitno da se odobrena sredstva vrate u što kraćem periodu.
LL@(7347) The answers to this questions range in number and variety, some justifying and supporting the IMF policy, some preferring the attitudes of the developing countries that the conditions are far from favourable and that its policies are destructive for their economies. => Svakako, na ova pitanja postoje brojni i najrazličitiji odgovori, pri čemu neki opravdavaju i podržavaju politiku MMF-a, a neki radije podržavaju stav zemalja u razvoju o nepovoljnosti fondovih uslova i razornom uticaju njegovih politika.
LL@(7348) The member countries primarily insist on being granted longer periods in which they could use and pay back the borrowed funds, on raising the quotas and on observing the national objectives and policies. => Zemlje članice, pre svega insistiraju na dužim rokovima korišćenja i vraćanja sredstava, povećanju kvota i očuvanju nacionalnih ciljeva i politika.
LL@(7349) The advocates of the IMF policy, however, maintain that the stabilization programmes are professionaly designed, adapted to each country, that they do not threat their national sovereinty and it is only by their implementation that any positive affects may be achieved in the economic relations and the foreign trade of disbalance of payment encountering countries. => Međutim, zagovornici politike MMF-a, tvrde da su stabilizacioni programi stručno urađeni, prilagođeni svakoj zemlji, da ne ugrožavaju nacionalne suverenitete i da se jedino njihovom primenom mogu postići efekti poboljšanja privrednih kretanja i spoljnotrgovinskih pozicija u deficitarnim zemljama.
LL@(7350) The IMF explains its possible errors and failures by the fact that a large number of countries apply to the Fund when it is already too late and that in such circumstances, in the presence of deep economic crises and overwhelming foreign debts some substantial improvements and solutions to a large number of problems are hardly possible. => Opravdanje za eventualne propuste i neuspehe MMF nalazi u svojoj tvrdnji da mu se mnoge zemlje veoma kasno obraćaju za pomoć i da je u takvoj situaciji uz prisustvo dubokih ekonomskih kriza i nagomilanih spoljnih dugova nemoguće učiniti značajna poboljšanja i rešiti mnogobrojne probleme.
LL@(7351) A specialized international institution, the IMF has obviously so far granted financial and expert support to numerous member countries, made efforts to improve their balance of payment positions and stabilize their economies. => Svakako, Međunarodni monetarni fond kao specijalizovana međunarodna institucija je do sada mnogim zemljama članicama pružio finansijsku i stručnu podršku i pokušao da poboljša njihove platno bilansne pozicije i stabilizuje privredna kretanja.
LL@(7352) The facts show that in certain cases the Fund succeeded in its efforts, however, in a large number of countries it only caused more serious problems and deeper economic crises the results of which hit the pauperized population the hardest. => Činjenice govore da je u pojedinim slučajevima fond uspeo u svojim namerama, ali sa druge strane, u brojnim zemljama je izazvao još veće probleme i dublje ekonomske krize čije posledice je najviše osetilo osiromašeno stanovništvo.
LL@(7353) Š3Ë Janev I., UN i međunarodne ekonomske i finansijske institucije, Institut za političke studije, Beograd, 2004. god. => 
LL@(7354) Š4Ë Ognjanović V., Međunarodno bankarstvo, Grifon, Podgorica, 2004. god. => 
LL@(7355) Š5Ë Prekajac Z., Međunarodna ekonomija, Futura, Novi Sad, 2005. god. ~~~ Š6Ë Ristić @., Komazec M., Radičić M., Menadžment finansijske ekonomije, Institut za ekonomsku nauku, Novi Sad, 2002. god. ~~~ Š7Ë Stojanović I., Međunarodni ekonomski odnosi, REFERENCE Š1Ë Acin \., Međunarodni ekonomski odnosi, Pigmalion, Novi Sad, 2003. god. ~~~ Š2Ë Bjelica V., Raičević B., Radičić M., Babić B., Radmilović S., Finansije u teoriji i praksi, Stylos, Novi Sad, 2006. god. ~~~ Megatrend, Beograd, 2005. god. => LITERATURA Š1Ë Acin \., Međunarodni ekonomski odnosi, Pig malion, Novi Sad, 2003. god. Š2Ë Bjelica V., Raičević B., Radičić M., Babić B., Radmilović S., Finansije u teoriji i praksi, Stylos, Novi Sad, 2006. god. Š3Ë Janev I., UN i međunarodne ekonomske i finansijske institucije, Institut za političke studije, Beograd, 2004. god. Š4Ë Ognjanović V., Međunarodno bankarstvo, Gri fon, Podgorica, 2004. god. Š5Ë Prekajac Z., Međunarodna ekonomija, Futura, Novi Sad, 2005. god. Š6Ë Ristić @., Komazec M., Radičić M., Menadžment finansijske ekonomije, Institut za ekonomsku nauku, Novi Sad, 2002. god. Š7Ë Stojanović I., Međunarodni ekonomski odnosi, Megatrend, Beograd, 2005. god. Š8Ë Internet, www.imf.org Š9Ë Internet, www.nbs.co.yu Prinosi i varijacije prinosa na obveznice u Crnoj Gori UDK:
LL@(7356) Š8Ë Internet, www.imf.org Š9Ë Internet, www.nbs.co.yu Bond Yields and Yields Vaeiations on Bonds in Montenegro UDC: 336.761(497.16) dr Vladimir Kašćelan1, mr Borko Božović2 1Faculty of Economics, Podgorica 2The Central Bank of Montenegro The issue discussed is bond yields and yields variations on bonds in Montenegro. => 336.761(497.16) dr Vladimir Kašćelan1, mr Borko Božović2 1Ekonomski fakultet Podgorica 2Centralna banka Crne Gore U radu se razmatraju prinosi i varijacije prinosa na obveznice u Crnoj Gori, i to na: obveznice stare devizne štednje (obveznice SD[) i obveznice za obeštećenje korisnika prava penzijskog i invalidskog osiguranja (obveznice PiO).
LL@(7357) Specifically, we consider the frozen foreign currency savings bonds (FFCS bonds) and bonds issued to compensate the insured through the State-operated pension and disability insurance system (PandD bonds). => Obje klase obveznica izdaje Centralna Vlada (Država).
LL@(7358) Both classes of bonds are issued by the Central Government. => I jedne i druge su diskontne hartije od vrijednosti.
LL@(7359) Both are zero-coupon bonds, and mature in tranches: FFCS bonds mature annually, from 2004-2017 (as by tickers: OB04-OB17), while PiO bonds mature semiannually, from 2008-2011 (as by tickers: P08P, P09P, P09D, P10P, P10D, P11P). => Dospijevaju u serijama (tranšama); obveznice SD[ jednom godišnje (OB04-OB17), a obveznice PiO dva puta godišnje (P08P, P09P, P09D, P10P, P10D, P11P).
LL@(7360) The former are issued to compensate natural persons whose foreign currency deposits became frozen, amid the collapse of the banking system during 1990s (at the time State-owned), while the latter are issued to compensate for the controversial adjustment of pensions and other remunerations during the July 2002 - December 2003 period. => Prve su emitovane zbog obeštećenja fizičkih lica čiji su devizni depoziti ostali zamrznuti usljed kolapsa bankarskog sistema tokom 1990-ih. ~~~ Dok, druge se odnose na obeštećenje korisnika penzijskog i invalidskog osiguranja, usljed spornog usklađivanja penzija i drugih naknada u periodu jul 2002-decembar 2003. godine.
LL@(7361) The aforementioned bond classes are considered for various reasons, the most important being their highest trading volume among all the bonds. => Pomenute klase obveznica se razmatraju iz više razloga, od kojih je najvažniji što su najtrgovanije.
LL@(7362) In addition, let us mention that after the new capital markets had been established in Montenegro, only one corporate bond issue was achieved. about 10%, to rise in 2008. => Uzgred, pomenimo da je u Crnoj Gori, od uspostavljanja novog tržišta kapitala, održana svega jedna emisija korporativnih obveznica. seci pred dospijeće naglo rasli.
LL@(7363) Similarly, the yields on OB15-OB17 were for quite a long period at about 45% (depending on the series), to rise, roughly, from the end of the first half of 2007 onwards. => Prinos na OB10 se dugo kretao na oko 10%, da bi u 2008. skočio. ~~~ Slično, prinosi na OB15-OB17 su relativno dugo bili na nivou 4-5% (u zavisnosti od serije), da bi, ugrubo, od polovine 2007. pa na dalje, porasli.
LL@(7364) The situation is similar with the series of PiO bonds. => Slično važi i za serije obveznica PiO.
LL@(7365) For example, in case of P08P we are dealing with hundreds percents of yields. => Npr. kod P08P su u pitanju stotine procenata prinosa.
LL@(7366) After the fall, in P09P, the yields go from 20% to 60%. => Kod P09P, nakon pada, prinos se kreće od 20% prema 60%.
LL@(7367) With P10D i P11P, the yields range from 20% to 40%. => Kod P10D i P11P, prinosi se kreću od 20% prema 40%.
LL@(7368) A rare regularity is observed in the movement of P09P, P10D and P11P: after plummetting at the beginning, there comes a rise, and in such a way that the yield on the series that matures earlier exceeds that of the later maturing series. ~~~ 3. => Rijetka pravilnost jeste u kretanju P09P, P10D i P11P: nakon naglog pada u početku, slijedi rast, i to takav da je prinos od serije koja dospijeva ranije iznad prinosa serija koje kasnije dospijevaju. 3.
LL@(7369) The yields on the series of FFCS are rather high. => Prinosi na serije obveznica SD[ su veoma visoki.
LL@(7370) This estimation is valid for all the series, except the OB15OB17 series, from the moment (period) of the rise. => Ova ocjena stoji za prinose na sve serije, osim na serije OB15-OB17, i to do trenutka (perioda) pomenutog skoka.
LL@(7371) The situation is similar with the series of PiO bonds. => Slično važi i za serije obveznica PiO.
LL@(7372) For example, the minimum of all (average) yields is 20,5%. => Primjera radi, minimalni od svih (srednjih) prinosa je 20,5%.
LL@(7373) The yields on certain series are graphically presented as follows. ~~~ Graph no. => Predstavljamo grafički prinose na pojedine serije.
LL@(7374) 1 Yields on FFCS bonds Yield on OB05, anually 1. => Grafik br. 1 Prinosi na obveznice SD[ 1.
LL@(7375) Introduction The 2005 2008 period is taken under consideration. => Uvod Kao period posmatranja, uzećemo 2005-2008.
LL@(7376) It is for various reasons that this period is chosen. => Upravo ovaj period se uzima u razmatranje iz više razloga.
LL@(7377) The primary one is that there was almost no trading with bonds before 2005, therefore, the 2005 2008 period may be absolutely representative for the analyses. ~~~ As far as the formula for yield calculation is concerned, various approaches are possible; however, here we will do the annualization observing a complex interest account and on a (real) premise that the year lasts 365 days. => Primarni je da prije 2005. godine gotovo da nije bilo trgovine obveznicama, tako da je, u tom smislu, period 2005-2008. apsolutno reprezentativan za analize. [to se tiče same formule za obračun prinosa, iako su mogući različiti pristupi, ovdje ćemo anualizaciju vršiti uz uvažavanje složenog interesnog računa, i uz (realnu) pretpostavku da godina ima 365 dana.
LL@(7378) We will use the so-called effective annual yield. => Koristićemo tzv. efektivni godišnji prinos.
LL@(7379) The formula goes as follows: (1 + discount/price)365/number of days till maturity 1 (1) On calculating the yields, we present three curious sets of facts: 1. => Formula glasi: (1 + diskont/cijena)365/broj dana do dospijeća 1 (1) Nakon obračuna prinosa, iznosimo tri neobične grupe činjenica: ~~~ 1.
LL@(7380) The yields on series of FFCS bonds are unstable; specifically, each graph rises abruptly towards the end of the period presented in the graph (2005-2008.), that is, shows an expansion upwards. => Prinosi na serije obveznica SD[ nijesu stabilni; specifično, svaki od grafika naglo raste na kraju perioda koji je predstavljen na grafiku (2005-2008.), tj. ima izduženje prema gore.
LL@(7381) A similar situation is repeated in the PiO bonds. => Slično važi i za serije obveznica PiO.
LL@(7382) For example, in P08P they plummet, and then rise abruptly. => Na primjer, kod P08P strmoglavo padaju, a zatim izuzetno rastu.
LL@(7383) In P09P, P10D and P11P: after a plummet (especially in P09P), there is a gradual, however, striking rise. => Kod P09P, P10D i P11P: nakon naglog pada (posebno kod P09P), dešava se postepen, ali opet, veoma izražen rast. 2.
LL@(7384) 2. ~~~ The yields differ greatly from one FFCS bond set to the other. => Prinosi su veoma različiti kod različitih serija obveznica SD[.
LL@(7385) For example, in OB05, the yields amounted up to about 40%, then fell to 20%, to rise again up to over 100%. => Npr. kod OB05, prinosi su bili oko 40%, zatim padali do 20%, da bi ponovo skočili do preko 100%.
LL@(7386) In OB06-OB08 they remained around 1520% for quite a long period (depending on the series), to rise dramatically a couple of months prior to maturity. => Prinosi kod OB06-OB08 su se relativno dugo kretali 15-20% (u zavisnosti od serije), da bi, par mje Izvor:
LL@(7387) The yield on OB10 was for a long time steady, Yield on OB06, anually Yield on OB16, anually Yield on OB07, anually Yield on OB17, anually Yield on OB08, anually Source: Montenegrostockexchange, NEX exchange, authors calculations Graph no. => Montenegroberza, NEX berza, kalkulacije autora Grafik br. 2 Prinosi na obveznice PiO Izvor:
LL@(7388) 2 - Yields on PiO bonds Yield on P08P, anually Yield on OB10, anually Yield on bonds PiO, anually Yield on OB15, anually Source: Montenegrostockexchange, NEX exchange, authors calculations 2. => Montenegroberza, NEX berza, kalkulacije autora 2.
LL@(7389) Possible reasons for yield growth Let us first consider the yield amount. => Mogući uzroci visine prinosa Osvrnimo se prvo na visinu prinosa.
LL@(7390) This will lead us to a discussion on what the investors perceptions of credit and other risks of investments into Montenegrin state bonds (partly the risk of a change of interest rate) are. => To će nas djelimično uvesti u diskusiju o tome kakve su percepcije investitora o kreditnom i drugim rizicima investiranja (djelimično i o riziku promjene kamatne stope) u crnogorske državne obveznice.
LL@(7391) Generally, it is not easy to find relations between the economic theory and the practices of the developed countries. => Generalno, teško je nalaziti veze sa ekonomskom teorijom i sa praksama razvijenih ekonomija.
LL@(7392) Among the FFCS and the PiO bonds, it appears that only the OB15-OB17 series and perhaps the OB10series, had a meaningful yield, from the moment (period) as we already mentioned, in case of OB15-OB17 in the range of 4-5%, while in OB10 they were about 10%. => Od posmatranih obveznica SD[ i obveznica PiO, čini se da su jedino serije OB15-OB17, i možda OB10, imale smislenu visinu prinosa, i to jednog trenutka (perioda): kako smo rekli, za OB15-OB17 u rasponu 4-5%, a za OB10 oko 10%.
LL@(7393) Why meaningful? => Zbog čega smislenu?
LL@(7394) The yields on bonds must be compared to any other classes of assets (with risks comparison, which, at least to a rational investor, gives a complete layout of the investment.) ~~~ Let us then compare the bonds under study with other classes of assets available in Montenegro. ~~~ As far as shares are concerned, setting a relationship there is problematic. => Prinose na obveznice moramo porediti sa drugim klasama aktive. (Uz poređenje rizika, čime se, bar za racionalnog investitora, dobija cjelovita slika investicije.) Uporedimo onda razmatrane obveznice sa drugim klasama aktive dostupne u Crnoj Gori. [to se tiče akcija, problematično je uspostavljati vezu.
LL@(7395) The share market exploded in spring 2007, earning enormous yields to those who invested in, e.g., 2005. (when, objectively real trade began). => Tržište akcija je eksplodiralo u proljeće 2007. godine, donoseći onima koji su investirali npr. u 2005. (kada je, objektivno, počela opipljivija trgovina) enormne zarade.
LL@(7396) After that peak was reached, however, the fall ensued that lasted until as long as the end of 2008, bringing the indices back to the values from the last quarter of 2005. => Međutim, nakon tog vrha uslijedio je pad, koji je trajao sve do kraja 2008. godine, vraćajući indekse na vrijednosti iz posljednjeg kvartala 2005.
LL@(7397) It is the same with real estate, the prices of which formed a balloon, almost parallelly with the share prices balloon. => Slično je sa nekretninama, čije su cijene formirale balon gotovo paralelno sa cjenovnim balonom akcija.
LL@(7398) The real estate prices continued to rise after reaching the price peak on the share market and stopped at the end of 2007. => Cijene nekretnina su nastavile da rastu nakon cjenovnog vrha na tržištu akcija, i zaustavile se, otprilike, zaključno sa krajem 2007. godine.
LL@(7399) The plummet, sincerely, did not ensue like that on the share market, however, it was significant, followed by a significant fall in trading. => Doduše, nije uslijedio strmoglav pad poput onog na tržištu akcija, ali je pad ipak osjetan, uz veoma izražen pad prometa.
LL@(7400) In spite of the sellers trying to maintain the same price levels, at the end of 2008 hardly anything could be sold at the prices recorded one year earlier. => Iako prodavci uporno pokušavaju da održe cijene, na kraju 2008. teško da se išta može prodati po cijenama koje su važile godinu dana ranije.
LL@(7401) The comparison of yields on bonds with the yields on shares and real estate is meaningful if volatility is taken into account. => Poređenje prinosa na obveznice sa prinosima na akcije i nekretnine ima smisla uzimajući u obzir volatilnost.
LL@(7402) Share prices rose extremely, then plummetted equally fast; the real estate prices did not fall as much as that, however, with the forecast for the year 2009, nobody can say they will not. => Cijene akcija su ekstremno porasle, zatim ekstremno i pale; cijene nekretnina nijesu pale sasvim kao cijene akcija, ali obzirom na prognoze za 2009. godinu, nije nemoguće da neće.
LL@(7403) The yields on bonds, on the other hand, however changeable, are steadier still compared to those on shares and real estate. => Prinosi na obveznice, sa druge strane, koliko god promjenjivi, ipak su bili stabilniji od onih na akcije i nekretnine.
LL@(7404) We are, however, left with the impression that the period of observation is too short if we attempt to give any estimations of the sort. => Međutim, stiče se utisak da je za bilo kakve ocjene ove vrste, period posmatranja prekratak.
LL@(7405) Similarly, the shares and the real estate assets classes largely differ from the bonds by the way in which they earn yield. => Takođe, akcije i nekretnine su prilično različite klase aktive u odnosu na obveznice, po načinu na koji odbacuju prinos.
LL@(7406) The return on the discount bonds is quite known on condition they are kept until maturity, provided the issuer answers his obligation. => Diskontne obveznice imaju sasvim poznat prinos ukoliko se drže do dospijeća, pod uslovom da emitent izmiri obavezu.
LL@(7407) The shares, on the other hand, do not mature, and earn the yield either by dividends (that cannot be known beforehand), or in the form of capital profit or loss. => Akcije, sa druge strane, nemaju dospijeće, a prinos odbacuju ili dividendama (koje se ne mogu znati unaprijed), ili u vidu kapitalne dobiti/gubitka.
LL@(7408) Similarly,the real estate does not mature, and earn yied either by the rent (that can be known beforehand, better than dividends in case of shares, however, up to a defined deadline), or in the form of capital profit/loss. => Nekretnine, slično, nemaju dospijeće, a prinos odbacuju ili rentama (koje se mogu unaprijed znati bolje od dividen di kod akcija, ali ipak, do određenog roka), ili u vidu kapitalne dobiti/gubitka.
LL@(7409) Likewise, the real estate is generally considered to be a type of non-liquid assets. => Takođe, nekretnine se generalno smatraju nelikvidnom aktivom.
LL@(7410) Apart from the other (actually alternative, and much less present) asset classes available in Montenegro, there is a practically only one class, which is not enlisted, but is widely present and has to be discussed a fixed time (savings) deposit account. => Osim drugih (u principu alternativnih, i mnogo manje zastupljenih) klasa aktive dostupnih u Crnoj Gori, razmotrimo ovdje praktično jedinu nenabrojanu, a veoma zastupljenu oročeni (štedni) depozit.
LL@(7411) And it is here, it appears, that the first serious illogical issue is born The reason is simple: the interest rate that the banks pay to fixed time deposits (that is, returns to the investor) amounts to 6% annually. => I upravo tu, čini se, nastaje prva velika nelogičnost. ~~~ Razlog je jednostavan: kamatna stopa koju banke plaćaju na oročene depozite (tj. prinos za investitora) je, na godišnjem nivou, oko 6%.
LL@(7412) Fixed deposits are not negotiable, that is, they do not behave as securities, as do the bonds, however, they are, by the manner in which they earn the yield, rather similar to the discount bonds: the fixed deposit matures and earns a fixed interest, known in advance. => Oročeni depoziti nijesu utrživi, tj. nemaju karakter hartije od vrijednosti poput razmatranih obveznica, ali su, po načinu na koji odbacuju prinos, veoma slični diskontnim obveznicama: oročeni depozit ima dospijeće, i donosi fiksnu, unaprijed poznatu, kamatu.
LL@(7413) Why, then is the yield on fixed deposits so much lower compared to the FFCS and PiO bonds (except the above mentioned exempts)? => Otkud da prinos na oročene depozite bude toliko ispod (osim pomenutih izuzetaka) prinosa na obveznice SD[ i obveznice PiO?
LL@(7414) Basically, it is the risk that defines the yield, that is, the risk is the basic determinant of yield, at least for a reasonable investor. => U osnovi, rizik definiše prinos, tj. rizik je osnovna determinanta prinosa, barem za racionalnog investitora.
LL@(7415) But then, the basic risk component (or the key risk type) is the credit risk. => Opet, osnovna komponenta rizika (ili, ključni tip rizika) je kreditni rizik.
LL@(7416) If we analyse the credit risk of investing into the state bonds and into the fixed deposits of the privately owned banks it is common sense that the state bonds should be a less risky investment, however an investment with a lower yield. => Ukoliko razmotrimo kreditni rizik investiranja u državne obveznice i u oročene depozite banaka u privatnom vlasništvu zdrav razum govori da bi državne obveznice trebalo da budu manje rizična investicija, i investicija sa manjim prinosom.
LL@(7417) The state is a debtor that has a budget at disposal, and this is contributed by all who do business on its territory. ~~~ The state is also authorised to impose taxes and to, e.g., raise tax rates. => Država je dužnik koji na raspolaganju ima budžet, koji pune svi subjekti koji posluju na njenoj teritoriji, a ima i moć sile da nametne poreze, i da npr. poveća poreske stope.
LL@(7418) Or, if the worse comes to the worst, it can pay off its debt by increased emissions, in collaboration with the Central Bank1. => Ili, u krajnjem, može u saradnji sa centralnom bankom, uvećanim emisijama novca otplatiti dug1.
LL@(7419) The commercial bank can hardly do anything like that. => Poslovna banka teško da može da uradi išta od pomenutog.
LL@(7420) This is, of course, what economic theory advocates. => Na isto ovo, naravno, upućuje i ekonomska teorija.
LL@(7421) Normally, the U.S.A. Treasury cannot pay a manyfold interest rate on its debt, as compared to the interest rate paid by the Citigroup or the Bank of America. => Jer, ne može Trezor SAD-a plaćati nekoliko puta veću kamatu na svoj dug, u odnosu na onu koju deponentima npr. plaća Siti grupa (Citigroup), ili Banka Amerike (Bank of America).
LL@(7422)  => Preslikavajući crnogorski slučaj na američki, bilo bi upravo tako, što bi bio apsolutni nonsens.
LL@(7423) If we compare the case of Montenegro to that case, the situation would be the same, which would be an absolute 1 However, Montenegro cannot do it, because it uses the euro, actually the foreign currency, as an official means of payment. => Situacija u Crnoj Gori je možda utoliko apsurdnija, što depozite u bankama garantuje Država (CBCG, Fond za zaštitu depozita, Ministarstvo finansija), a onda, ista Država treba da plati višu stopu na dug koji sama izdaje. 1 Doduše, Crna Gora to ne može uraditi, zbog korišćenja eura, tj. strane valute, kao zvaničnog sredstva plaćanja.
LL@(7424) This fact, however, does not significantly affect the conclusions that ensue further in the text. nonsense. => Ova činjenica, međutim, ne utiče bitno na zaključke koji slijede u nastavku teksta.
LL@(7425) The situation in Montenegro is all the more absurd, because the deposits in the banks are protected by the State (the Central Bank of Montenegro, The Deposit Protection Fund, the Ministry of Finance), and then, this same State is expected to pay a higher rate on the debt it emitted itself. => 
LL@(7426) It is not easy to continue the comparison by using the credit ratings, since not one of Montenegrin banks is rated, which shows the low de facto ratings in fact. => Poređenje je teško nastaviti upotrebom kreditnih rejtinga, budući da niti jedna od crnogorskih banka nije rejtingovana, što na izvjestan način govori o niskom de facto rejtingu.
LL@(7427) The explanation is, however, just that: as regards the cred it ratings, the credit rating of Montenegro is worse than that of the banks-owners of the Montenegrin banks, as well as than the states these banks come from in the sense that, the mother bank is behind its daugter; and perhaps the state from which the mother bank is therefore it is normal it pays a bigger interest rate on its debt. => Međutim, možda je objašnjenje upravo u tome: gledajući kreditne rejtinge, Crna Gora ima gori kreditni rejting od banaka vlasnica crnogorskih banaka, i od država iz kojih potiču te države u smislu, ban ka majka stoji iza svoje kćerke; a možda i država iz koje potiče banka majka pa je tako normalno da plaća veću kamatu na svoj dug.
LL@(7428) The following table presents the history of the credit ratings of the four best known banking groups present on the Montenegro market, including the ratings of the State itself, all in the 2005 2008 period. => U sljedećoj tabeli dat je istorijat kreditnih rejtinga četiri najpoznatije bankarske grupe koje su prisutne na tržištu Crne Gore, uključujući i rejting same Države, sve u periodu 2005-2008. godina.
LL@(7429) 1 Credit ratings, long-term debt in foreign currency, 2005-2008 period Societe Generale OTP Bank source: S&P date rating until 15.11.06. => Nova Ljubljanska banka OTP Bank Hypo International Tabela br.1 Kreditni rejtinzi, dugoroèni dug u stranoj valuti, period 2005 -2008. godina Societe Generale prema: ~~~ S&P datum rejting do 15.11.06.
LL@(7430) AA- 15.11.06. => AA- 15.11.06.
LL@(7431) AA 15.02.08. => AA 15.02.08.
LL@(7432)  => AA- Izvor:
LL@(7433) AA- Source: Bloomberg source: S&P rating date no until 30.07.08. rating 30.07.08. => Bloomberg prema: ~~~ S&P rejting datum bez do 30.07.08. rejtinga 30.07.08.
LL@(7434) BBB+ 17.11.08. => BBB+ 17.11.08.
LL@(7435) BBB Nova Ljubljanska banka source: Moodys date rating until 24.04.07. => BBB prema: ~~~ Moodys datum do 24.04.07.
LL@(7436) A2 24.04.07. => A2 24.04.
LL@(7437) Aa3 Hypo International AG source: Moodys date rating until 28.03.07. => Aa3 prema: ~~~ Moodys datum do 28.03.07.
LL@(7438) Aa2 28.03.07. => Aa2 28.03.
LL@(7439) A2 Montenegro rating source: S&P date until 27.03.07. => A2 rejting rejting AG Crna Gora rejting prema: ~~~ S&P datum do 27.03.07.
LL@(7440) BB 27.03.07. => BB 27.03.07.
LL@(7441) BB+ Such argumentation is, by all means, disputable. => BB+ Mora se priznati da je pomenuta argumentacija sporna.
LL@(7442) The banks in Montenegro are (regardless of the fact that they are owned by some of the well known banking groups) nevertheless independent entities, accountable for their business acctivities, securing their credit worthiness by their own reputation and financial position. => Ipak su crnogorske banke (iako u vlasništvu nekih od poznatih bankarskih grupa) samostalne cjeline, koje same odgovaraju za poslovanje, i reputacijom i finansijskom pozicijom utiču na svoju kreditnu sposobnost.
LL@(7443) There is, of course, the argument that a well known banking group would not risk its reputation for a small bank somewhere in Montenegro, and in case of a crisis, it would normally support the daughter bank however, this approach has its flaws. => Istina, postoji argument da poznata bankarska grupa ne bi rizikovala svoju reputaciju zbog neke male banke u Crnoj Gori, i u slučaju krize, banki kćerci bi brzo priskočila u pomoć ali ovaj pristup nije bez mana.
LL@(7444) In the first place, the crisis would probably go public, which might well endanger the bank, and besides, that well known banking group might not want to rescue that inefficient and incompetitive bank in Montenegro, especially in the current global crisis that is a peril to a parent bank which also suffers from insolvency problems, and by no means has surplus of assets to rescue its subsidiaries worldwide. => Prije svega, kriza bi se vjerovatno pročula, što bi gotovo jednako moglo ugroziti banku, a osim toga, možda ni poznata bankarska grupa ne bi ni željela spašavati neefikasnu i nekonkurentnu banku u Crnoj Gori. ~~~ Posebno, u situaciji aktuelne Globalne krize, koja ugrožava i matičnu banku, koja ima problema sa likvidnošću, i ni slučajno nema viška sredstava da spašava svoje podružnice širom svijeta.
LL@(7445) It even may have assets to rescue one, however, not all of them. => Možda i ima za jednu od njih, ali nema za više.
LL@(7446) And which criterion will it use to decide which subsidiary to rescue? => A po kom kriterijumu se odlučiti za jednu, ili dvije, od svih?
LL@(7447) However, even if we agree with the above mentioned arguments, there remains a question: what about the banks that are not owned by such well known groups, but are subsidiaries of not so famous banks, entities from the area of former Yugoslavia, or national legal or natural bodies? ~~~ Shouldnt their deposits earn higher interests? => Međutim, čak i ako prihvatimo gore opisane razloge, postavlja se pitanje: šta sa bankama koje nijesu u vlasništvu tako poznatih bankarskih grupa, već mnogo manje poznatih banaka, subjekata sa prostora bivše Jugoslavije, ili domaćih pravnih ili fizičkih lica?
LL@(7448) They should. ~~~ This, however, is not the case in Montenegro. => Ne bi li njihovi depoziti onda trebalo da odbacuju veću kamatu?
LL@(7449) The banks here offer similar pas sive interest rates (roughly, 6% or a number of percents higher), and then still less than the State gives to pay off its own debt. => Trebalo bi, ali se to u Crnoj Gori ne dešava, već banke nude slične pasivne kamatne stope (ugrubo, 6% ili nešto više procenata godišnje), i opet, u krajnjem, mnogo manje nego što Država plaća na svoj dug.
LL@(7450) Where is, then, the problem? => U čemu je, onda, problem?
LL@(7451) In the investors ignorance, in the bond market insolvency, in the inefficiency of the bond market? => Da li u neznanju investitora, nelikvidnosti tržišta obveznica, neefikasnosti tržišta obveznica?
LL@(7452) By the way, the problem could be observed via the relationship between the demand and offer. => Uzgred rečeno, problem bi se mogao posmatrati kroz odnos ponude i tražnje.
LL@(7453) In the fixed time deposit accounts the offer of capital is on the depositors side they offer free assets, whereas the demand is the banks they need the assets. => Kod oročenih depozita, ponuda kapitala je na strani deponenata, koji nude slobodna sredstva, dok je tražnja na strani banaka, koje traže ta sredstva.
LL@(7454) In case of bonds, as discount securities, we have both the demand and the offer, with various economic sectors as owners or as prospective owners. ~~~ (Primary owners are those that are first indemnified by the State by way of bonds.) => Kod obveznica, kao diskontnih hartija, imamo i stranu ponude i stranu tražnje, sa različitim sektorima ekonomije kao vlasnicima i potencijalnim vlasnicima. (Primarni vlasnici su oni koji prvobitno dobijaju obeštećenje od Države u vidu obveznica.) Primijetimo da su ponuda i tražnja kod oročenih depozita neuporedivo krupnije (po iznosima; a i po broju učesnika, posebno na strani ponude kapitala), u odnosu na ponudu i tražnju na strani obveznica.
LL@(7455) Let us note that both the offer and the demand are incomparably greater in case of fixed term deposit accounts (in amounts, as well as in the number of participants, especially on the side of the capital offer), as regards offer and demand on the bond side. => Gledano u smislu ovih odnosa, moglo bi se reći da su prinosi na oročene depozite manji zbog veće ponude, a relativno male tražnje2.
LL@(7456) As regards such relationships, we could conclude that the yield on fixed term deposit accounts are lower due to greater offer, and a relatively low demand2. => Međutim, sve ovo još uvijek ne daje odgovor na pitanje: zašto su odnosi ponude i tražnje na dva razmatrana instrumenta ovakvi, tj. koje snage stoje iza tih ponuda i tražnji?
LL@(7457) 2 We say relatively, mitigating the evaluation, although 11 banks, that are now present in Montenegro, is rather a small number compared to the number of buyers and sellers in the bond market. => 2 Kažemo relativno, ublažavajući ocjenu, iako je 11, koliko trenutno posluje banaka u Crnoj Gori, veoma mali broj u odnosu na broj kupaca i prodavaca sa tržišta obveznica.
LL@(7458) Competition, however, doas exist among banks, therefore the demand for deposits cannot only be observed and studied by the number of banks. => Ipak, među bankama djeluje konkurencija, tako da se tražnja za depozitima ne može posmatrati prosto kroz broj banaka.
LL@(7459) All these, however, do not answer the question: why is the relationship between the offer and the demand on two observed instruments such, i.e., which are the forces behind those offers and demands? => 
LL@(7460) The answer to this question seems to be simply in the combination of a number of the causes mentioned. => Čini se da je odgovor, jednostavno, u kombinaciji više pomenutih uzroka.
LL@(7461) Let us make a short review of them: 1. => Razmotrimo ih: ~~~ 1.
LL@(7462) Distrust in the State as a debtor. => Nepovjerenje u Državu kao dužnika.
LL@(7463) The doubts and fears of investors that the State will not settle its debts, i.e., that it will postpone the settling, can be fully understood. => Potpuno su razumljivi sumnja i strah investitora da Država neće izmiriti obaveze, tj. da će odložiti izmirenje obaveza.
LL@(7464) Simply, the sad memories of the investors of 1990s, of the times 10-15 years ago, when many people lost their life savings, are still fresh. => Jednostavno, postoje loša sjećanja investitora na 1990-e, tj. na vrijeme od prije svega 10-15 godina, kada su mnogi izgubili životnu ušteđevinu.
LL@(7465) Or, let us not go so far back, remember the years 2002 and 2003, when the State did not settle its debts towards pensioneers. => Ili, da ne idemo toliko unazad, na 2002. i 2003. godine, kada Država nije izmirila obaveze prema penzionerima.
LL@(7466) Finally, the bonds themselves mean the States redemption towards those it did not honour in due time. => Na kraju, same obveznice predstavljaju iskupljenje Države prema onima kojima u nekom periodu nije ispunila obaveze.
LL@(7467) Why should we believe it will now? => Zbog čega vjerovati da sada hoće?
LL@(7468) Objectivelly, there are arguments in favour of that, however, trust is, as we well know, something that needs time to recover, once it is lost. ~~~ 2. => Objektivno, postoje argumenti da joj treba vjerovati, ali povjerenje je, kao što znamo, nešto što traži dosta vremena, jednom kada se izgubi. 2.
LL@(7469) Investors ignorance. => Neznanje investitora.
LL@(7470) The capital market in Montenegro is a young market, only several years old. => Crnogorsko tržište kapitala je mlado tržište, staro svega nekoliko godina.
LL@(7471) Economy has been a market economy for just a short period. => Ekonomija tek nekoliko godina funkcioniše kao tržišna.
LL@(7472) The society, too, goes through a difficult transition period when knowledge is, unfortunately, rated rather low. => Takođe, društvo prolazi težak tranzicioni period, kada se znanje, na žalost, vrednuje relativno malo.
LL@(7473) Therefore, there is no wonder the ignorance and misunderstanding survive. => Zbog svega, razumljivo je da neznanje i nerazumijevanje postoje. 3.
LL@(7474) 3. ~~~ Investors dormancy (inertia). => Neaktivnost (inertnost) investitora.
LL@(7475) Investors find it easier not to think and simply make the surplus of liquidity into fixed-term deposits with a bank. => Investitorima je lakše ne razmišljati i višak likvidnosti jednostavno oročiti u banci.
LL@(7476) This is what they are familiar with, what they have been used to for years; and, finally, where they come, draw cash, pay bills, apply for credits, etc 4. => To je ono što im je poznato; na šta su naviknuti godinama ranije; i na kraju, gdje fizički dolaze, podižući gotovinu, plaćajući račune, uzimajući kredite itd. 4.
LL@(7477) Market insolvency. => Nelikvidnost tržišta.
LL@(7478) There is, of course, no internationally adopted scale for the exact measuring of liquidity (different coefficients are possible: e.g., relationship between trading and capitalization, or trading and GDP, etc.,), however, it is all so obvious that we do not need such a scale to conclude that the bond market in Montenegro is rather insolvent. => Svakako da ne postoji međunarodno prihvaćena skala za egzaktno mjerenje likvidnosti (mogu se praviti različiti koeficijenti: npr. odnos prometa i kapitalizacije, ili prometa i BDP-a itd.), ali stvar je toliko očigledna, da nam takva skala i ne treba za ocjenu da je crnogorsko obvezničko tržište prilično nelikvidno.
LL@(7479) Over a four year period, from 2005 to 2008, about 80 million euros were trad include the primary 3 As to the primary trading, it here means the primary sales of municipality bonds as well as the bonds for the road system rehabilitation. => Tokom perioda od četiri godine, 2005-2008. godina, prometovano je oko 80 miliona eura.
LL@(7480) Also, we here trading with bonds of NLB Montenegrobank, although the stock exchanges (for no known reasons) do not include this fact. => 
LL@(7481) As to other types of bonds, although their innitialization is named issuing, these are actually teh so-called dry emissions (without new money, i.e., as debt securitization), therefore there is no primary sales of other types of bonds. ~~~ ed. => 
LL@(7482) The figure includes both primary and secondary trading3. => Ova cifra uključuje i primarni i sekundarni promet3.
LL@(7483) Having in mind the number of working days at the stock exchange (about one thousand), we can calculate that, by a working day, 80 thousand euros were traded, with only 50 transactions by a working day. => Uz broj radnih dana berzi (oko hiljadu), dobijamo da je, po radnom danu, prometovano 80 hiljada eura, uz svega 50-ak transakcija po radnom danu.
LL@(7484) As regards the total number of transactions and the stock exchange trading, the number of transactions with bonds amounts to 9%, whereas bonds transactions participation amounts to 5,5%. => U odnosu na ukupan broj transakcija i promet berzi, 3 Što se tiče primarnog prometa, tu se misli na primarnu prodaju obveznica opština i obveznica za sanaciju drumskih puteva.
LL@(7485)  => Takođe, ovdje uključujemo i primarnu prodaju obveznica NLB Montenegrobanke, iako berze (iz neznanih razloga) ne uključuju ovaj podatak.
LL@(7486)  => Što se tiče ostalih obveznica, iako se njihova incijalizacija naziva emisijom, u pitanju su tzv. suve emisije (bez novog novca, tj. kao sekjuritizacija duga), pa ne može biti ni riječi o primarnim prodajama ostalih obveznica. broj transakacija obveznicama učestvuje sa oko 9%, dok promet obveznica učestvuje sa oko 5,5%.
LL@(7487) Not to mention how small the bond market (capitalization) is and how small a number of players in the market is. => Da ne govorimo koliko je malo obvezničko tržište (kapitalizacija) i koliko je mali broj učesnika na tržištu.
LL@(7488) Insolvency repudiates investors who do not believe that they will be able to cash (at not much lower a price) the bonds if they happen to need the cash before the maturity date. => Nelikvidnost odbija investitore, koji nemaju potpunu vjeru da će (po ne bitno nižoj cijeni) moći ponovo unovčiti obveznice, ukoliko im gotovina zatreba prije dana dospijeća.
LL@(7489) On the other hand, they know that they can cash the deposit before the end of the fixed-term period, however, with a loss of interest. => Sa druge strane, znaju da, iako uz gubitak kamate, depozit mogu razročiti prije kraja perioda oročavanja.
LL@(7490) It is important, however, to know that inslovency may also be the consequence, since, if potential players do not enter the market, they make it less liquid. ~~~ 5. => Primijetimo, međutim, da se nelikvidnost javlja i kao posljedica, jer ukoliko potencijalni učesnici ne ulaze na tržište, onda ga čine nelikvidnijim. 5.
LL@(7491) The transaction costs, especially in case of PiO bonds. => Transakcioni troškovi, posebno u slučaju obveznica PiO.
LL@(7492) The transaction costs are not an important problem of the bond market, however, with small amounts, in transactions with PiO bonds, they may slow down the market, that is, make it inefficient. => Iako transakcioni troškovi nijesu bitan problem obvezničkog tržišta, kod malih iznosa, pri transakcijama obveznicama PiO mogu usporavati tržište, tj. uticati na njegovu neefikasnost.
LL@(7493) In almost 35 thousand transactions only 4 million euros were traded, making the average transaction value of not more than ¡120. => Svega 4 miliona eura obveznica PiO prometovano je kroz skoro 35 hiljada transakcija, dajući promet prosječne transakcije od nepunih 120¡.
LL@(7494) Since the buyer has to pay a broker the commission of ¡12, which makes as much as 10%, it is a big stimulus and an average buyer does not enter the transaction and does not take the opportunity to gain4. => Obzirom da kupac mora platiti proviziju brokeru u iznosu od 12¡, što je čak 10%, to je veliki stimulans da prosječan kupac ne uđe u transakciju i ne iskoristi mogućnost za dobit4.
LL@(7495) He has to annul the cost of the ¡12, which means that, having in mind only the case of waiting for the maturity date (in no case the sale, or new purchase after the sale which would incur even larger transaction costs), he will receive at least ¡132 at maturity, which further means that the purchase at any price higher than ¡0.91 does not pay. ~~~ 3. => On mora anulirati trošak tih 12¡, što će reći da, razmatrajući samo slučaj čekanja dospijeća (ni slučajno prodaje, ili pak, nakon prodaje i nove kupovine što bi ga sve odvelo u još veće transakcione troškove), pri dospijeću mora primiti barem 132¡, što govori da mu se kupovina po bilo kojoj cijeni preko 0,91¡ ne isplati. 3.
LL@(7496) Yields variations In the context of the risk from the interest rate changes, it is essential that the trends of yields, that is changes in yields, not the levels of yields themselves are observed. => Varujacije prinosa U kontekstu rizika promjene kamatne stope, suštinski je, naravno, posmatrati kretanje prinosa tj. promjene prinosa, a ne same nivoe prinosa.
LL@(7497) Although it is obvious that they are related. ~~~ (In this sense, discussions on the levels of yields on bonds, from the above paragraphs, are a logical and appropriate introduction into the analysis of yield variations). => Iako je, naravno, jasno da jedno mora biti u vezi sa drugim. (U tom smislu, razmatranja o nivoima prinosa na obveznice, iz prethodnih pragrafa, logičan su i dobar uvod za razmatranja o varijacijama prinosa.) Kao što znamo, metoda duracije i konveksnosti je dobra za ocjenu rizika kamatne stope, ali samo dotle dok se ne postavlja pitanje stvarne, realne mogućnosti da se stope promijene.
LL@(7498) 4 In practice, commissions are ¡10-15. => Drugim riječima, metoda duracija i konveksnosti samo prikazuje potencijal cijene obveznice da odreaguje na promjenu kamatne stope. 4 U praksi, provizije su 10-15¡.
LL@(7499) Here, ¡12 was taken for the purpose of simpler (and more obvious) calculation. => Ovdje je tačno 12¡ uzeto zbog jednostavnije (i očiglednije) kalkulacije.
LL@(7500) As we well know, the method of duration and convexity is good in estimating the interest rate, but only as long as the question of a real opportunity for the rates to be changed is not asked. => 
LL@(7501) In other words, the method of durations and convexity only shows the potential of the bond price to react to the interest rate change. => Ali, ukoliko do promjene kamatne stope ne dođe, taj potencijal ne može biti iskorišćen.
LL@(7502) However, if that does not happen, the potential cannot be employed. => 
LL@(7503) It is for this reason that, in studying the interest rate risk, the volatility of interest rates must be taken into account. => Zbog toga se pri razmatranju rizika kamatne stope mora se uzeti u obzir i volatilitet kamatnih stopa.
LL@(7504) Here, we will use a number of elementary, intuitive parametres to analyse the volatility of state bonds yield in Montenegro and compare it with that of the US state (federal) securities. => Ovdje ćemo kroz par elementarnih, intuitivnih parametara razmotriti volatilitet prinosa na državne obveznice u Crnoj Gori, i uporediti ga sa onim kod američkih državnih (federalnih) hartija.
LL@(7505) We will disregard the method of duration and convexity. => Pri tome, odustajemo od metode duracije i konveksnosti.
LL@(7506) Besides the above mentioned flaw of the method, in the case of the Montenegrin bonds we have one hindering reason: there are no coupon bonds. => Osim pomenute manjkavosti metode, u slučaju crnogorskih obveznica nailazimo i na jedan sputavajući razlog: u pitanju je nepostojanje obveznica sa kuponima.
LL@(7507) As the non-coupon bond duration, by definition, equals the bond maturity itself, that would leave us little space for any productive analysis. ~~~ Let us, then, analyse the yield variations on OB05OB08, OB10, OB15-OB17, P08P, P09P, P10D and P11P series. => Kako je duracija obveznice bez kupona, definiciono, jednaka samom dospijeću obveznice to nam ne bi ostavilo mnogo prostora za produktivransakciju i ne iskoristi mogućnost za dobit_.
LL@(7508) We will survey the period 2005-2008, using the standard deviation and variation coefficient as indicators. ~~~ We are, of course, aware of the shortcomings of the indicators we use, however we believe they are the most intuitive, and they will, on the other hand, serve well enough in the concrete case, regardless of their shortcomings. => On mora anulirati trošak tih 12¡, što će reći da, razmatrajući samo slučaj čekanja dospijeća (ni slučajno prodaje, ili pak, nakon prodaje i nove kupovine što bi ga sve odvelo u još veće transakcione troškoveo manjkavosti navedenih pokazatelja, ali smatramo da su oni najintuitivniji, i da će, sa druge strane, dovoljno dobro poslužiti u konkretnom slučaju, bez obzira na nedostatke.
LL@(7509) The results are presented in the following table. => Rezultati su u sljedećoj tabeli.
LL@(7510) Table no.2 Yield variations, the Montenegro state bonds Bond series Standard deviation, % Variation coefficient, % One regularity that can be observed is that the standard deviation falls in the series that mature later. => Tabela br. 2 Varijacije prinosa, crnogorske državne obveznice Serija obveznice Standardna devijacija, % OB05 OB06 OB07 OB08 OB10 OB15 OB16 OB17 P08P P09P P10D P11P 17,9 13,7 5,2 2,9 3,6 3,7 2,6 2,0 246,1 16,4 7,8 7,0 Koeficijent varijacije, % 37,7 50,4 29,8 20,2 30,7 63,7 46,6 42,1 69,8 33,7 20,5 19,8 Izvor:
LL@(7511)  => Nex berza i Montenegroberza; kalkulacije autora Jedna od pravilnosti koje se daju uočiti jeste da standardna devijacija pada, kako serije dospijevaju kasnije.
LL@(7512) If we look at the variation coefficient, however, we will notice that, relatively, it is not the case with the FFCS bonds, but only with the PiO bonds. => Međutim, ukoliko pogledamo koeficijent varijacije, primjećujemo da, relativno posmatrano, to nije slučaj sa obveznicama SD[, već samo sa obveznicama PiO.
LL@(7513) We could also (partly) conclude that the variations in yields are on the average greater in the FFCS bonds, in relation to the PiO bonds (especially if the extreme P08P series is excluded). => Takođe, moglo bi se (donekle) zaključiti da prinosi u prosjeku više variraju kod obveznica SD[, u odnosu na obveznice PiO (posebno ako se izuzme ekstremna serija P08P).
LL@(7514) Beside this one, it is hard to find any other regularities. => Osim navedenog, teško je uočiti druge pravilnosti.
LL@(7515) Let us for a moment return to our discussion on the difference in the yield amount on the fixed-term deposits and bonds in Montenegro. => Vratimo se ovdje za trenutak na našu diskusiju o razlici u visini prinosa na oročene depozite i obveznice u Crnoj Gori.
LL@(7516) We will note the difference in the yield variation in bonds, in relation to yield variations in deposits. => Primijetimo razliku u varijaciji prinosa kod obveznica, u odnosu na varijacije prinosa kod depozita.
LL@(7517) Compared to the yield on bonds, the yields on deposits are (almost) constant. => U poređenju sa prinosima na obveznice, prinosi na depozite su (gotovo) konstantni.
LL@(7518) This argument may join the others on the list, in favour of the expelnations of the lower level of yields on deposits. => Ovaj argument bi se mogao pridružiti drugima na listi, u prilog objašnjenjima o nižem nivou prinosa na depozite.
LL@(7519) Because, clearly, the investor finds such yield variations unfavourable. => Jer, ovakve varijacije prinosa na obveznice su, jasno, nepovoljnost za investitora.
LL@(7520) The investor who would have to sell part of his portfolio (if in need for cash), might risk to obtain considerably less than he paid for the bonds5. => Investitor koji bi morao da proda dio portfolija (zbog potreba za gotovinom), mogao bi rizikovati da dobije znatno manje nego što je za obveznice platio5.
LL@(7521) On the other hand, the depositor would only lose the interest, or part of interest. => Sa druge strane, deponent bi samo izgubio kamatu, ili možda samo njen dio.
LL@(7522) This argument cannot, naturally, be all in favour of the higher level of yield on bonds, contrary to that on deposits, since there is always a solution to keep the bonds until their maturity date, in which case the interest rate risk is eliminated6. => Naravno, ovaj argument ne može sasvim ići u prilog višem nivou prinosa na obveznice nasuprot onom na depozite, jer uvijek postoji solucija držanja obveznice do dospijeća, u kom slučaju rizik kamatne stope biva eliminisan6.
LL@(7523) Let us now look at, e.g., debtor securities issued by the US Treasury7. => Pogledajmo sada npr. prinose na dužničke hartije od vrijednosti koje izdaje Trezor SAD-a7.
LL@(7524) The observation period is the years 1990-2008. => Period posmatranja je 1990-2008. godina.
LL@(7525) Graph no. ~~~ 3 Yield on American debtor securities, % OB05 OB06 OB07 OB08 OB10 OB15 OB16 OB17 P08P P09P P10D P11P 17.9 13.7 5.2 2.9 3.6 3.7 2.6 2.0 246.1 16.4 7.8 7.0 37.7 50.4 29.8 20.2 30.7 63.7 46.6 42.1 69.8 33.7 20.5 19.8 Source: Nex exchange and Montenegrostock exchange; \authors calculations Source: The US Treasury 5 Generally, this is a disadvantage for any active investor into bonds. ~~~ In fact, it is here that the interest rate risk essence is. => Grafik br. 3 Prinosi na američke dužničke hartije od vrijednosti, % Izvor:
LL@(7526) 6 The probability that the bond will be kept till the maturity date is rather real and comparable, since the depositors in principle do not make fixedterm deposits to break the deal lated.. => Trezor SAD-a 5 Uopšte, to je nepovoljnost za bilo kog aktivnijeg investitora u obveznice.
LL@(7527) 7 It is clear that the USA cannot be compared to Montenegro, both in the size and in economy, and in the size and the level of development of money markets. => U tome, je uostalom, suština rizika kamatne stope. 6 Pretpostavka o držanju obveznice do dospijeća je veoma realna i uporediva, budući da ni deponenti, u principu, ne oročavaju novac sa namjerom da ga razroče. 7 Jasno je da su SAD neuporedive sa Crnom Gorom, od same veličine zemlje i ekonomije, pa do veličine i stepena razvoja finansijskih tržišta.
LL@(7528) Anyway, the comparison may even be useful in drawing the conclusions that follow. => Međutim, svejedno, poređenje će tako možda i više poslužiti zaključcima koji slijede.
LL@(7529) Note the significantly lower yield levels compared to the securities issued in Montenegro. => Primijetimo mnogo manje nivoe prinosa u odnosu na državne dužničke hartije Crne Gore.
LL@(7530) On an average, in this period, the yields on the US Treasury securities ranged from 4-5%. => U prosjeku, tokom ovog perioda, prinosi na hartije Trezora SAD-a su se kretali između 4-5%.
LL@(7531) As we see, however, the yield variations on American securities are also striking. => Međutim, kao što vidimo, varijacije prinosa i na američke dužničke haritije su veoma izražene.
LL@(7532) This is clearly shown by the variation coefficient. => To jasno pokazuje koeficijent varijacije.
LL@(7533) Table no. ~~~ 3 Yield variations,the US Treasury securities Maturity Standard deviation, % Variation coefficient, % 1-month 3-month 6-month 1-year 2-year 3-year 5-year 7-year 10-year 20-year 30-year 61.1 44.6 43.0 40.7 37.1 34.0 29.2 26.6 24.3 17.0 19.7 Souce: The US Treasury; authors calculations 1.5 1.8 1.8 1.8 1.8 1.7 1.5 1.5 1.4 1.0 1.3 We will point out that the standard deviation and the variation coefficient depend on the observation period. => Tabela br. 3 Varijacije prinosa, dužničke hartije Trezora SAD-a Roènost 1-mjeseèni 3-mjeseèni 6-mjeseèni 1-godišnji 2-godišnji 3-godišnji 5-godišnji 7-godišnji 10-godišnji 20-godišnji 30-godišnji Standardna devijacija, % 1,5 1,8 1,8 1,8 1,8 1,7 1,5 1,5 1,4 1,0 1,3 Koeficijent varijacije, % 61,1 44,6 43,0 40,7 37,1 34,0 29,2 26,6 24,3 17,0 19,7 Izvor: ~~~ Trezor SAD-a; kalkulacije autora Napominjemo da standardna devijacija i koeficijent varijacije veoma zavise od perioda posmatranja.
LL@(7534) Here, we observe the entire 1990-2008 period. => Ovdje je obuhvaćen cijeli period 1990-2008. godina.
LL@(7535) The variations would have been smaller had some other been observed, for example 1995-2000. (see the graph). => Varijacije bi bile mnogo manje da su posmatrani neki drugi periodi, npr. 1995-2000. (primijetimo na grafiku).
LL@(7536) This, however, does not change the conclusion that the yield variations on American debtor security are present. => Međutim, to i dalje ne mijenja bitno zaključak, da su i varijacije prinosa na američke dužničke hart depozita.
LL@(7537) The yields are significantly lower compared to those in Montenegro, nevertheless, the variations are almost equally present. => U poređenju sa prinosima na obveznice, prinosi na depozite su (gotovo) konstantni.
LL@(7538) What is, however, behind the variations in the yields on securities issued by the US Treasury? => Ovaj argument bi se mogao pridružiti drugima na listi, u prilog objašnjenjima o nižem nivou prinosa na depozite.
LL@(7539) Primarily, it is the monetary policy of the FED, the US Central Bank. => Jer, ovakve varijacije prinosa na obveznice su, jntralne banke SAD-a.
LL@(7540) On the basis of the economic conditions (primarily inflation, and then growth) the FED changes its so-called federal funds target rate, the interest rate at which the business banks, mostly over night, lend each other the resources they keep as statutory reserves with the FED (the so-called federal funds). => Prema stanju u ekonomiji (prvenstveno inflacije, a zatim i rasta), FED mijenja tzv. ciljanu kamatnu stopu na federalne fondove (federal funds target rate), što je kamatna stopa po kojoj poslovne banke, uglavnom prekonoćno, jedna drugoj pozajmljuju sredstva koja drže u vidu obaveznih rezervi kod FEDa (tzv. federalni fondovi).
LL@(7541) The FED targets this interest rate, that is, it attempts to achieve it through the operations on the open market. => FED tu kamatnu stopu cilja, tj. putem operacija na otvorenom tržištu utiče na nju i nastoji je ostvariti.
LL@(7542) It is clear that the interest rate on the securities issued by the Treasury, especially the short-term ones (since the transactions with federal funds are very short-termed) must correspond with the interest rates on federal funds. => Jasno je da kamatna stopa na hartije koje izdaje Trezor, posebno na kratkoročne (budući da su transakcije sa federalnim fondovima veoma kratkoročne), moraju korespondirati sa kamatnim stopama na federalne fondove.
LL@(7543) In addition to the US monetary policy impact, some other factors condition the yield on the Treasury issued securities. => Osim uticaja monetarne politike SAD-a, na prinose hartija Trezora djeluju i drugi faktori.
LL@(7544) For example, the crisis situations on money markets direct the investors towards the Treasury securities, since these are considered to be the safest instruments. => Npr. krizne situacije na finansijskim tržištima tjeraju investitore prema hartijama Trezora, budući da se smatraju najsigurnijim instrumentima.
LL@(7545) On the other hand, what is it that causes the variations in the yield on the Montenegro state securities? => Sa druge strane, šta utiče na varijacije prinosa crnogorskih državnih obveznica?
LL@(7546) Using the euro, i.e., the foreign currency as the official paying instrument, Montenegro obviously has a no money policy central bank. => Koristeći euro, tj. stranu valutu kao zvanično sredstvo plaćanja, Crna Gora, posljedično, ima centralnu banku bez monetarne politike.
LL@(7547) Montenegro is not member of the EMU, however, it may be expected that the ECB monetary policy affects the yield range. => Iako Crna Gora nije član EMU, moglo bi se donekle očekivati i da monetarna politika ECB-a utiče na kretanje prinosa.
LL@(7548) This, however, is not the case, since the yields do not show any correlation with the ECB decisions on the referent interest rate. => To, međutim, apsolutno nije slučaj, jer prinosi ne pokazuju vezu sa odlukama ECB-a o referentnoj kamatnoj stopi.
LL@(7549) Let us stop here for a moment. => Zaustavimo se ovdje na trenutak.
LL@(7550) In a way, we could maintain that the risk of the change in the interest rate on the Montenegro state bonds conditionally does not exist since the interest rate(s) affecting the price cannot be identified. => Na neki način, mogli bi konstatovati da rizik promjene kamatne stope kod crnogorskih državnih obveznica, uslovno rečeno ne postoji, jer se ne može identifikovati kamatna stopa (kamatne stope) koje utiču na cijenu.
LL@(7551) In this sense, we can talk about a risk of price change, which changes without a direct influence of interest rates on the market. => U tom smislu, moglo bi se reći da govorimo o nekom riziku promjene cijene, koja se mijenja bez direktnog uticaja kamatnih stopa na tržištu.
LL@(7552) Such an attitude, however, cannot be correct. => Međutim, ovakav stav ne može biti tačan.
LL@(7553) Montenegro is affected by the influences of interest rates on the money markets of the developed countries. => Ipak do Crne Gore dolaze uticaji kamatnih stopa sa finansijskih tržišta razvijenih zemalja.
LL@(7554) The interest rates approved of by the banks in Montenegro and the changes in the levels of these interest rates may serve as rough approximation. => Kao gruba aproksimacija, mogu služiti kamatne stope koje odobravaju banke u Crnoj Gori, i promjene nivoa tih kamatnih stopa.
LL@(7555) It is by no means easy to understand what is it behind the yield variations on the Montenegro state bonds, that is, what the explanation to these variations is. => Veoma je teško shvatiti šta stoji iza varijacija u prinosima crnogorskih državnih obveznica, tj. koje je obrazloženje varijacija.
LL@(7556) Take the series OB15, OB16 and OB17. => Osvrnimo se na serije OB15, OB16 i OB17.
LL@(7557) These are the series whose prices fell inexplicably from the autumn 2006 towards the end of 20088. => To su serije čije su cijene neshvatljivo padale od jeseni 2006. pa prema kraju 2008. godine8.
LL@(7558) Or, equivalently, from the level of 5%, the yields became two, three and at one moment four times as high (in series OB15). => Ili, ekvivalentno, prinosi su sa nivoa oko 5%, postali dvostruko, trostruko, i u jednom trenutku i četvorostruko viši (kod serije OB15).
LL@(7559) It is really difficult to explain what caused this. => Zbog čega se to desilo, zaista je teško odgovoriti.
LL@(7560) Would the abrupt rise in yields (fall in prices) mean that the state became a worse debtor, less credit worthy than before? => Da li bi skok prinosa (pad cijena) značio da je Država tada postala gori dužnik, manje kreditno sposobna nego ranije?
LL@(7561) This is, of course, nonsense, because 2007 was an even better fiscal and economic year (the most successful after the break of the SFRY), and so was 2008 (although slightly worse than 2007). => To je, jasno, besmislica, jer je 2007. bila još bolja fiskalna i ekonomska godina (najbolja nakon raspada SFRJ), kao i (iako nešto lošija od 2007. godine) 2008 godina.
LL@(7562) Or, we may wonder what it was in autumn 2006 that showed that the state was to become a worse debtor (ever, until the end of the maturity period), what could not be foreseen before 2006. => Ili, možemo se pitati šta je to nagovještavalo na jesen 2006. da će Država kasnije postati gori dužnik (ikad, do kraja roka dospijeća), što se već nije moglo to nagovijestiti prije 2006. godine?
LL@(7563) Using a different approach, the market may have decided in 2006 that the OB15-OB17 series were overpriced, returning low yield on credit risk, and consequently lowered the price, increasing the yield? => Koristeći drugačiji pristup, možda je na jesen 2006. godine tržište ustanovilo da su serije OB15-OB17 precijenjene, donoseći malu nagradu za kreditni rizik, pa je stoga oborilo cijenu, povećavajući prinose?
LL@(7564) Hard to believe. ~~~ 8 Also, with enormously lower trading in comparison with the period till autumn 2006. => Teško za povjerovati. 8 Takođe, uz enormno manje promete u odnosu na period do jeseni 2006. godine.
LL@(7565) One reason we did not state earlier is the option of purchasing property (shares, real estate) in the state ownership, paying by bonds. => Jedan od razloga kojeg nijesmo naveli ranije jeste opcija kupovine imovine (akcija, nekretnina) u državnom vlasništvu putem obveznica.
LL@(7566) This option is valid for the property the state pronounces available to purchase by bonds. => Ova opcija važi za onu imovinu koju država učini dostupnom za kupovinu putem obveznica.
LL@(7567) It is evident that when the property is announced for sale by bonds (actually, already as early as the announcement is anticipated), the bond prices rise (lowering the yield), due to the increased interest in the bonds. => Da se primijetiti, da kada se objavljuje imovina koja se može kupiti putem obveznica (odnosno, već tokom najava saopštenja) cijene obveznica rastu (obarajući prinose), jer raste interesovanje za obveznicama.
LL@(7568) This reason, however, only partially explains the problem we analysed. => Međutim, i ovaj razlog samo djelimično objašnjava cijeli problem koji smo razmatrali.
LL@(7569) Finally, we come to a conclusion that it is the same factors that are quoted to be the causes of the yield level (compared to other classes of assets) that affect the in yields; to the above mentioned factors changes should be added the yield variability factor and the factor of using the option of state owned property purchase that we identified somewhat later. => Na kraju, moramo zaključiti da isti faktori koje smo naveli kao uzroke nivoa prinosa (u poređenju sa drugim klasama aktive), utiču i na promjene prinosa; Nabrojanim faktorima dodajemo i faktor varijabiliteta prinosa i faktor iskorišćavanja opcija kupovine imovine u državnom vlasništvu koje smo identifikovali nešto kasnije.
LL@(7570) All these factors simply by their strong joint action cause the yield growth (fall in prices), i.e., by their weaker joint action they cause the fall in yields (rise in prices). => Svi ovi faktori, jednostavno svojim jačim zbirnim djelovanjem izazivaju rast prinosa (pad cijena), odnosno, slabijim zbirnim djelovanjem izazivaju pad prinosa (rast cijena).
LL@(7571) None of the factors, however, can fully explain the yield levels and changes. ~~~ As far as the interest rate change risk is concerned, apart from rough approximations, it is impossible to accurately identify the interest rate that affects the range of prices (yields) on bonds in Montenegro, that is, the institution that this influence starts from. ~~~ 4. => Međutim, i dalje, svi navedeni faktori ne razjašnjavaju nivoe i promjene prinosa do kraja. [to se tiče, pak, konkretno, rizika promjene kamatne stope kako smo rekli, osim grubih aproksimacija, ne možemo precizno identifikovati kamatnu stopu koja utiče na kretanje cijena (prinosa) kod obveznica u Crnoj Gori, tj. instituciju od koje dominantno kreće taj uticaj. 4.
LL@(7572) In place of conclusion: Interest rate risk as investors problem in Montenegro In the end, it must be pointed out that the interest rate risk, at least so far, has not been the primary risk and a big problem of those who invest in bonds. => Umjesto zaključka: ~~~ Rizik kamatne stope kao problem investitora u Crnoj Gori Na kraju, treba istaći da rizik promjene kamatne stope, barem do sada, nije primarni rizik i velika briga investitora u obveznice.
LL@(7573) The reason is simple: trading is low, a vast majority of investors chooses to keep the bonds until the maturity date. => Razlog je jednostavan: prometi su mali, ogromna većina investitora želi držati obveznice do dospijeća.
LL@(7574) There is a large number of primary owners that decid ed to keep the bonds until their maturity date. => Dosta je primarnih vlasnika (obeštećenika) odlučilo da obveznice drži do dospijeća.
LL@(7575) Or, in the majority of other cases, a new buyer will keep them until theeir maturity date, or, using the 1:1 parity, buy portions of state property, or pay taxes, or electricity supply bills and the option of resale and yield by capital gain comes last. ~~~ (Resale can be a solution when the bond has left the deep discounts and its worth comes to ¡0.9 or ¡0.95, with the maturity date far ahead, therefore it seems a better solution to sell at that price and recover liquidity, than wait for the maturity of the bonds. => Odnosno, u većini drugih slučajeva, novi kupac će ih držati do dospijeća, ili preko pariteta 1:1 kupiti dijelove državne imovine, ili platiti poreze, ili račune za struju a tek na kraju, opcija mu je preprodaja i prinos putem kapitalne dobiti. (Preprodaja može biti rješenje kada obveznica izađe iz dubokih diskonata, i dođe na 0,9¡ ili 0,95¡, a do dospijeća je relativno daleko, pa je bolje prodati po toj cijeni i doći do likvidnosti, nego čekati dospijeće.
LL@(7576) Or, as a last choice, a new buyer will sell the bonds if he finds himself in demand for liquid assets.) ~~~ As far as the financial sector in Montenegro is concerned (in the first place the banks, the investment funds, the pension funds, the dealers), the participation of FFCS, PiO and restitution bonds in their portfolios is negligible. => Odnosno, u krajnjem, novi kupac će prodati obveznice ukoliko mu ponestane likvidnih sredstava.) [to se tiče finansijskog sektora u Crnoj Gori (prije svih: banke, investicioni fondovi, penzioni fondovi, dileri), neznatno je učešće obveznica SD[, PiO i restitucije u njihovim portfolijima.
LL@(7577) And even among this small number of bonds they possess, the majority are classified as securities that are kept until the maturity date. => A i od tog malog broja obveznica koje imaju, najviše ih je klasifikovanih kao hartije koje se drže do dospijeća.
LL@(7578) In such a case, according to the International accounting standards (that is,formally), the investor is not obliged to adjust the change in the value of the bonds in balance statements, which is fully justified and is only a proof of the economic essence of the phenomenon. => U tom slučaju, po Međunarodnim računovodstvenim standardima (dakle, i formalno gledano), investitor nije dužan prilagođavati promjenu tržišne vrijednosti obveznica u bilansima, što je potpuno opravdano, i samo je potvrda ekonomske suštine pojave.
LL@(7579) REFERENCE Š1Ë Fabozzi, F. J. ~~~ The Handbook of Fixed Income Securities, Mc Graw-Hill, 6th ed., 2001 Š2Ë Božović, B. Rizici investiranja u obveznice sa osvrtom na rizik promjene kamatne stope, magistarski rad, Ekonomski fakultet, Podgorica, 2009 Š3Ë sites: www.montenegroberza.com, www.nex.cg.yu, www.bloomberg.com, www.ustreas.gov. Book review Manufacturing Operations Strategy - osvrt Hill, T. Hill, Manufacturing Operations Strategy, Palgrave Macmillan, 2009 In the practice of a large number of companies strategic development is related to the marketing decisions that primarily define the character and the trends of the strategic future, whereas the operations follow this set path and occupy the position in the tail of the process. => LITERATURA Š1Ë Fabozzi, F. J. The Handbook of Fixed Income Se curities, Mc Graw-Hill, 6th ed., 2001 Š2Ë Božović, B. Rizici investiranja u obveznice sa osvrtom na rizik promjene kamatne stope, magistarski rad, Ekonomski fakultet, Podgorica, 2009 Š3Ë sites: www.montenegroberza.com, www.nex.cg.yu, www.bloomberg.com , www.ustreas.gov. ~~~ U svetu knjiga Strategija proizvodnih operacija osvrt Hill, T. Hill, Manufacturing Operations Strategy (Strategija proizvodnih operacija), Palgrave Macmillan, 2009. ~~~ Strateški razvoj se u velikom broju kompanija u praksi vezuje za odluke marketinga koje primarno određuju karakter i pravce strateške budućnosti, dok operacije slede ovaj utvrđeni pravac i njihovo je mesto na začelju procesa.
LL@(7580) It is widely believed that the operations management is the same as operational management and that the operational managers actually deal with short-term, daily tasks. => Veoma je rasprostranjeno uverenje da je menadžment operacija isto što i operativni menadžment i da se operacioni menadžeri ustvari bave kratkoročnim, dnevnim zadacima.
LL@(7581) The dominant strategic orientation of the operations management, on condition such a dimension is recognized at all, is reactive, rather than leading and creative. => Dominantna strateška orijentacija operacionog menadžmenta, ako se uopšte priznaje ova njegova dimenzija, je reaktivna, nikako vodeća i kreativna.
LL@(7582) The meaning and the importance of the book Manufacturing Operations Strategy is in that it highlights the importance, the role and the contents of the operations management in defining and execution of the companies strategic development. => Smisao i značaj knjige «Strategija proizvodnih operacija» nalazi se u naglašavanju značaja, uloge i sadržaja operacionog menadžmenta u definisanju i realizovanju strateškog razvoja kompanija.
LL@(7583) This book resolves all the ambiguities and clearly states the contents of the basic concepts, methods, categories and principles of the strategic operations management. => Ovom knjigom otklanjaju se sve nedoumice i jasno postavlja sadržaj osnovnih koncepata, metoda, kategorija i principa strateškog operacionog menadžmenta.
LL@(7584) It points out the numerous issues and areas that are in practice the responsibility of the managers on the strategic management level, but have so far been neglected, although they are of crucial importance for the performance and competitiveness of their companies. => Naglašavaju se brojna pitanja i domeni koja u praksi strateškom upravljačkom nivou, koja su dosad bila zanemarivana, a koja su kritična za uspešnost i konkurentnost njihovih kompanija.
LL@(7585) It is in this sense that the meaning of this book is twofold: firstly, it presents the area of strategic operations management in a systemic and comprehensive manner, and, secondly, it introduces the managers from the practice to a large number of concepts, applicable methods and techniques, principles and experiences of the strategic operations management. ~~~ The book consists of twelve chapters with numerous analyses and presentations of case studies. => U tom smislu značaj ove knjige je dvostruk: prvo, što na sistematizovan i sveobuhvatana način predstavlja oblast strateškog menadžmenta op rešavaju menadžeri na eracija, i drugo, što menadžere u praksi upoznaje sa brojnim konceptima, primenjivim metodama i tehnikama, principima iskustvima strateškog menadžmenta operacija. i Knjigu čini jedanaest poglavlja uz brojne analize i prikaze slučajeva prakse.
LL@(7586) The chapter titled International Comparisons depicts a general environment in which the managers work worldwide, accompanied by the research and concrete comparisons of various situations and practices in the world in the last 30 years. => Poglavlje «Međunarodna poređenja» predstavlja sliku opšteg ambijenta u kome deluju operacioni menadžeri danas svuda u svetu, a obavljena su istraživanja i konkretna poređenja za poslednjih 30 godina različitih situacija i praksi u svetu.
LL@(7587) A general conclusion can be drawn that the countries that clearly defined the importance and the contribution of operations to improving business achievement recorded far better results compared to other developed countries that retained traditional, unchanged approach. => Opšti zaključak je da su one zemlje koje su jasno definisale značaj i doprinos operacija za ostvarivanje poslovnog uspeha beležile znatno bolje rezultate od drugih razvijenih zemalja sa tradicionalnim, nepromenjenim pristupom.
LL@(7588) Asevere competitive struggle that started in 1980s has been accelerating ever since and changing the business environment and the managers philosophy. => Zaoštrena konkurentska borba koja nastaje 1980-ih i dalje se ubrzava i menja poslovni ambijent i menadžersku filozofiju.
LL@(7589) The manufacturing companies in a majority of developed industrial countries tried to survive by restructuring and downsizing their operations. => Proizvodne kompanije u većini razvijenih industrijskih zemalja su se borile za opstanak restrukturiranjem i «daunsajzingom» svojih operacija.
LL@(7590) This triggered important changes that continued in 1990s and are still accelerating in the new millenium. => Ovo je dovelo do značajnih promena koje su se nastavile u 1990-im i dalje se ubrzale u novom milenijumu.
LL@(7591) Contrary to these new challenges and clearly expressed changes as regards the recognition of the importance and the role of operations management in the strategic area, practices change at a slow pace, especially in the Western companies. => Uprkos tim novim izazovima i jasno izraženim promenama u odnosu na prepoznavanje značaja i uloge operacionog menadžmenta u strateškom domenu, praksa se posebno u Zapadnim kompanija veoma sporo menja.
LL@(7592) The traditional approach where only short-term, operational dimensions of operations management are recognized and where the strategic role is related to finances and marketing is still prevailing. => Tradicionalni pristup po kome se prepoznaju samo kratkoročne, operativne dimenzije operacionog menadžmenta, a strateška uloga se vezuje za finansije i marketing, i dalje je na snazi.
LL@(7593) This book stresses the importance of operations strategy as the essential strategy if the companies wish to be competitive in the national and international markets. => U ovoj knjizi se ukazuje na značaj operacione strategije kao esencijalne ukoliko kompanije nastoje da ostvare konkurentnost na domaćim i svetskim tržištima.
LL@(7594) In the absence of operations strategy, they are destined to perish, their survival is endangered, hence the probablility that their market share could ever rise at all is very small. => U odsustvu operacione strategije, one su osuđene na propast, ugrožena je njihova egzistencija, pa samim tim i mogućnost da uopšte dođe do rasta njihovog tržišnog učešća.
LL@(7595) In conclusion, it is necessary that the strategic operations management be consolidated, both theoretically and in practice. ~~~ Special attention is paid to the development of operations strategy and the principles and methods underlying every step leading to its creation are elaborated thoroughly. => Zaključuje se da je strateški operacioni menadžment potrebno učvršćivati i teorijski i praktično. poslovnih operacija i stoga se identifikuju i razmatraju brojne opcije.
LL@(7596) The outputs of operations strategy whose general objective is to couple the operations with the customers needs are analysed in detail. => 
LL@(7597) In an effort to define the key processes as precisely as possible most managers turn to the critical issue of technology selection. => 
LL@(7598) The technology strategy defines the scope of business operations, therefore numerous options are identified and analysed. => 
LL@(7599) The choice between the pull or the push technology is only one strategic dilemma, and the solutions and answers are found in the field of situational theory by which everything depends on the context and the situation, therefore the key to define the technological strategy is the search for the right correspondence and fit-ins with concrete external and internal circumstances in the company. => Tehnologija koja gura ili koja vuče, samo je jedna od strateških dilema koje se postavljaju, a rešenja i odgovori se nalaze u domenu situacione teorije po kojoj «sve zavisi od konteksta i situacije», tako da je traženje prave korespondencije i uklapanja sa konkretnim eksternim i internim prilikama u kompaniji ključ za određivanja tehnološke strategije.
LL@(7600) Defining the detailed profile of the product is part of strategic decisions on coupling the relevant market and operations dimensions of each product. => Određivanje detaljnog profila proizvoda spada u domen strateških odluka uparivanja relevantnog tržišta i operacionih dimenzija svakog proizvoda.
LL@(7601) When investing into technology and processes the companies observe the complex relations and trade-off in business that any such decision brings. => Prilkom ulaganja u tehnologiju i procese, kompanije uvažavaju kompleksne odnose i «trade-off» u poslovnom smislu koji svaka odluka ove vrste donosi.
LL@(7602) The strategic issue of the companys focus is analysed in a separate chapter, especially the principles and concepts dealing with operations focusing. => Strateško pitanje fokusiranosti kompanije se razmatra u posebnom poglavlju, posebno principi i koncepti vezani za fokusiranje operacija.
LL@(7603) The extent to which the company will maintain the focus is a strategic issue and a strategic decision for the company. => Pitanje stepena u kome će kompanija održavati fokusiranost pravo je strateško pitanje i strateška odluka za kompaniju.
LL@(7604) In time, due to the market requirements dynamics and the relatively fixed operations opportunities, companies normally become less and less focused. ~~~ Therefore it is necessary that a permanent balance should be established between the demand for change and the relatively fixed operations boundaries within which the business operations are carried out. => Vremenom, usled dinamike tržišnih zahteva i relativno fiksirnih operacionih mogućnosti, kompanije prirodno postaju sve manje fokusirane i potrebno je dinamički uspostaviti stalnu ravnotežu između zahteva za promenom i relativno fiksiranih operacionih granica u kojima se obavlja poslovanje kompanije.
LL@(7605) The issues of focusing and diversification lay in the core of the strategic responsibility of operations management which is in charge of, among other things, a stable and stready long-term development of operations that in the first place ensure the survival, and then the growth and the development of companies. => Pitanje fokusiranosti i diversifikacije nalazi se u srži strateške odgovornosti operacionog menadžmenta zaduženog, između ostalog, za stabilan i harmoničan dugoročni razvoj operacija koje obezbeđuju prvo opstanak, a potom i rast i razvoj kompanija.
LL@(7606) An important strategic operations management domain is defining the boundaries for business activities, through the decisions on whether to produce or to purchase and the supply chain management. => Važan domen strateškog operacionog menadžmenta je definisanje granica poslovanja kroz odluke o tome da li «praviti ili kupiti» i menadžment lanca snabdevanja.
LL@(7607) Financing and accounting, as well as performance measurement are presented in the context of operations strategy, especially in the area of investment decisions relevant for business operations. => Finansije i računovodstvo kao i merenje performansi predsatavljeni su u kontekstu operacione strategije posebno u domenu investicionih odluka relevantnih za poslovanje.
LL@(7608)  => Razvoju operacione strategije posvećena je posebna pažnja i do detalja su razrađeni principi i metodi koji su u osnovi svakog koraka koji vodi njenom kreiranju.
LL@(7609)  => Do detalja se analiziraju autputi operacione strategije čiji je opšti cilj da se operacije u što većoj meri «upare» sa potrebama kupaca.
LL@(7610) The case studies occupy about 150 pages of the book and provide a detailed analysis of the operations management in well known companies such as Zara, Dell, Apple, Hoffman Tobacco and others, engaged in a variety of industries. => U nastojanju da bliže odrede ključne procese, većina menadžera se okreće kritičnom pitanju odabira tehnologije. ~~~ Tehnološka strategija bliže definiše opseg Studije slučajeva na oko 150 stranica knjige detaljno analiziraju operacioni menadžment u poznatim kompanijama:
LL@(7611) Numerous examples, descriptions of concrete situations related to the questions and problems dealt with in all the chapters are one additional quality and contribution this book offers towards a better understanding, improvement and a larger scope application in the strategic operations management practice. => Zara, Dell, Apple, Hoffman Tobacco i drugima veoma raznovrsne delatnosti. ~~~ Brojni primeri, opisi konkretnih situacija koji prate pitanja i probleme koji se razmatraju u svim poglavljima, čine još jedan kvalitet i doprinos koji ova knjige daje boljem razumevanju, unapređenju i većoj primeni u praksi strateškog operacionog menadžmenta.
LL@(7612) Dr Maja Levi-Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Dr Maja Levi-Jakšić Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(7613) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(7614) 1. => We suggest your papers to be pre pared in form of this template. 1.
LL@(7615) INTRODUCTION Papers have to be written in English. => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(7616) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(7617) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(7618) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(7619) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(7620) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(7621) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(7622) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(7623) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(7624) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(7625) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(7626) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(7627) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(7628) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(7629) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(7630)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(7631) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(7632) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( p − p i , p n = i Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. 4.
LL@(7633) CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(7634) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(7635) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(7636) R[$] Figure 1. => R[$] Slika 3.
LL@(7637) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(7638) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(7639) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(7640) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(7641) Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. ~~~ Proceedings of work, SINFF-N, page 75 -81. => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 2009 - 53 Broj 53, Godina XIV Decembar 2009.
LL@(7642) Zlatibor UDC 005 ISSN 1820-0222 2009 - 53 Number 53, Year XIV December 2009. => Fakultet organizacionih nauka Beograd Izdaje Za izdavača:
LL@(7643) Publisher Faculty of Organizational Sciences - Belgrade Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, B elgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Educati on, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => Dr Nevenka @arkić Joksimović Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović dr Čedomir Nestorović, Faculty of Coimbra, Portugal Redakcioni odbor: dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović, FON, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Ches h Republic dr Milija Suknović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barjaktarović, FON, Beograd Časopis se redovno referiše u publikacijama : ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 011/3950-868 E-mail: menage¿fon.rs http://management.fon.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun:
LL@(7644) 381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354-8635 = Management (Srpsko izd.) COBISS.
LL@(7645) ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Effective cost management and customer profitability measurement Vesna Milićević, Bojan Ilić How the australian government assists the building and construction industry to be soccialy responsible Sonja Petrović-Lazarević, Violet Lazarević Application of multivariate analysis methods in ranking on thr example of western Balkan countries Milica Bulajić, Dragana Kragulj Communication methods in the city government G2C service Djordje Mazunjanin, Zorica Bogdanović, Mirjana Despotović Organizational development of higher education and the competent model in the Bologna reform of studies Tatjana Devjak, Srečko Devjak Effects of fiscal policy the maintenance of macroeconomic stability in Serbia in the period 2001 - 2007 Mihajlo Babin E-commerce, Slovenian attorneys and social responsibility in search of a link Dolores Modič, Malči Grivec Implementation of the adaptive system in electronic learning Svetlana Jevremović Survive - to Thrive Jan Snoelj Effective Cost Management and Customer Profitability Measurement UDC: 005:657.471 ; 657.05 Prof. dr Vesna Milićević, Prof. dr Bojan Ilić Faculty of Organizational Sciences in Belgrade The paper shows the relationship between the effective cost management and the profitability measurements per customer (customer profitability), which is a more recent perception from the point of view of the company cost management,as well as, in the long run, from the point of view of the marketing management too, in the context of long-term customer relations management. => SR-ID 110318855 SADR@AJ Efektni menadžment troškova i merenje profitabilnosti po kupcima Vesna Milićević, Bojan Ilić Kako australijska vlada pomaže gradjevinskoj industriji da postane društveno odgovorna Sonja Petrović-Lazarević, Violet Lazarević Primena metoda multivarijacione analize u rangiranju na primeru zemalja zapadnog Balkana Milica Bulajić, Dragana Kragulj Metode komunikacije u G2C poslovanju gradske uprave Djordje Mazinjanin, Zorica Bogdanović, Marijana Despotović Organizacioni razvoj visokih školstava i kompetentni model u bolonjskoj reformi studija Tatjana Devjak, Srečko Devjak Efekti fiskalne politike na održavanje makroekonomske stabilnosti u Srbiji u periodu 2001 - 2007 Mihajlo Babin E-trgovina, advokati u Sloveniji i društvena odgovornost kako su povezani Dolores Modič, Malči Grivec Implemantacija adaptivnog sistema za elektronsko učenje Svetlana Jevremović Od preživljavanja do procvata Jan Snoelj Efektivni menadžment troškova i merenje profitabilnosti po kupcima UDK: ~~~ 005:657.471 ; 657.05 Prof. dr Vesna Milićević, Prof. dr Bojan Ilić Fakultet organizacionih nauka u Beogradu U ovom radu je prezentovana veza između efektivnog menadžmenta troškova i merenja profitabilnosti po kupcima (customer profitabiliy), što predstavlja noviju percepciju sa aspekta upravljanja troškovima preduzeća, ali u krajnjoj instanci i sa stanovišta marketing menadžmenta, u kontekstu upravljanja dugoročnim odnosima sa potrošačima.
LL@(7646) We started from the complexity of the cost management and the role it plays in modern business. => Polazi se od kompleksnosti menadžmenta troškova i njegove uloge u savremenom poslovanju.
LL@(7647) We also analysed the value-based management. => Takođe se preispituje menadžment baziran na vrednosti.
LL@(7648) The result of the research is the analysis and the presentation of the consequences of customer/user of srvices-based cost accounting and management. ~~~ 1. => Ishod rada je analiza i prezentacija konsekvenci obračuna troškova i upravljanja profitabilnošću po kupcima proizvoda, odnosno po korisniicima usluga. 1.
LL@(7649) Introduction An effective cost management is of great importance for modern organizations. => Uvod Efektivan menadžment troškova je veoma značajan za savremene organizacije.
LL@(7650) It starts from the measurements and reporting on the companys products and services costs and helps the company use its resources efficiently to provide the products and services the customers or the consumers of services find valuable. => On polazi od merenja i izveštavanja o troškovima proizvoda i usluga preduzeća i pomaže da ona efikasno koriste svoje resurse da bi obezbedila produkte i usluge koje kupci, odnosno korisnici usluga smatraju vrednim.
LL@(7651) Furthermore, cost management is observed in a broader sense as a philosophy, as an attitude, and as a set of techniques that help create more value at lower costs. => Pored toga, menadžment troškova se posmatra i šire kao filozofija, stav i skup tehnika koje omogućavaju da se kreira više vrednosti uz niže troškove U suštini, menadžment troškova predstavlja filozofiju usavršavanja, pošto promoviše ideju neprestanog iznalaženja načina da pomogne organizacijama da se donesu prave odluke čijom realizacijom će se kreirati više vrednosti za kupce po nižim troškovima.
LL@(7652) In a nutshell, cost management is a philosophy of improvement, as it promotes the idea of a perpetual search for the ways to aid organizations to make right decisions the realization of which will result in more value for customers, at lower costs. => Vrednost za kupce se meri preko cene koju su oni voljni da plate i preko njihove satisfakcije proizvodima i uslugama preduzeća Š1Ë.
LL@(7653) The value for customers is measured by the price they are willing to pay, as well as by the extent to which they are satisfied with the companys products and services Š1Ë. Efficient companies tend to use a minimum of scarce resources in order that their outputs satisfy the needs of their customers, with continual towards improvement. => Efikasne kompanije nastoje da troše minimum retkih resursa da bi preko svog autputa izašle u susret željama potrošača, uz kontinuelnu težnju ka poboljšanjima.
LL@(7654) The constituents of non-profit organizations, among them those with a developed management practice, who manage costs successfully, do the evaluations by supporting the organizations that prefer monetary donations, dedicating their time and other resources to this job. tendencies In order that the cost management be effective, it is necessary that it should promote a proactive attitude that, basically, the product and services costs largely depend on the managerial teams decisions. => Konstituenti neprofitnih organizacija, od kojih neke sa razvijenim menadžmentom uspešno upravljaju troškovima, izražavaju svoje vrednovanje podržavajući organizacije koje preferiraju donacijama novca, posvećivanjem vremena i drugih resursa. ~~~ Da bi menadžment troškova bio efektivan, on bi trebalo da afirmiše proaktivan stav da u osnovi troškovi proizvoda i usluga u velikoj meri proizilaze iz odluka menadžera, što u praksi često znači iz odluka menadžerskih timova.
LL@(7655) The cost managers take an active part in decision making on the development and improvement of the product and on the costs reduction. => Menadžeri troškova aktivno učestvuju u odlučivanju o razvoju i poboljšanju proizvoda i o reduciranju troškova.
LL@(7656) Especially important here is the collaboration with the product/service managers responsible for the concrete products/services, and also with the brand managers, due to the increasing importance of branding. ~~~ 2. => Tu naročito dolazi do izražaja saradnja sa menadžerima prozvoda/usluga koji su zaduženi za konkretne proizvode/usluge, a posebno sa brend menadžerima, s obzirom na rastući značaj troškova brendiranja. 2.
LL@(7657) Cost management and modern business operations Modern business operations strat from the fact that cost management today incorporates a host of reliable management techniques whose implementation can successfully support the goals and the activities of the organization. => Menadžment troškova i savremeno poslovanje U savremenom poslovanju se polazi od činjenice da danas menadžment troškova inkorporira niz pouzdanih menadžerskih tehnika, čija primena može uspešno da podrži ciljeve i aktivnosti organizacije.
LL@(7658) These techniques can be implemented independently or jointly, as a support to managerial decision-making. => Ove tehnike se mogu koristiti samostalno ili zajedno za podršku menažerskom odlučivanju.
LL@(7659) In order that the new needs of management be satisfied, special care must be taken of the economy of their implementation and the simplicity of their modification. => Pri tome se mora voditi računa o ekonomičnosti njihove primene i o lakoći modifikacije da bi se zadovoljile nove potrebe menadžmenta.
LL@(7660) In the last years cost management is characterised by an increasing implementation of benchmarking. => Poslednjih godina u mendžmentu troškova je karakteristična sve češća primena benčmarkinga.
LL@(7661) Information on costs is important from the point of view of the business performance measurement, in making managerial decisions on the production portfolio, on the services structure, on the processes, on brands, on prices Š2Ë. Management focuses upon three phases. => Informacije o troškovima su značajne sa aspekta merenja performansi poslovanja, za donošenje menadžerskih odluka o proizvodnom portfoliu, o strukturi usluga, o procesnoj tehnologiji, o brendu, o cenama Š2Ë. ~~~ U fokusu menadžmenta troškova su tri faze.
LL@(7662) The initial phase of costs planning starts from the company goals, (in case of large corporations of the goals of business units, too) and identifies the means to achieve these goals. => Početna faza planiranja troškova polazi od ciljeva preduzeća, a u slučaju velikih organizacija i od ciljeva poslovni jedinica i identifikuje sredstva za ostvarenje ovih ciljeva.
LL@(7663) The plan orientations are summed up in the budgets expressed in money in terms of measurements. => Planska opredeljenja su sumirana u budžetima, koji su izraženi u novcu u smislu merenja.
LL@(7664) The budget is also important because of the managerial control, when the actual costs and the budget-plannes costs have to be compared. => Budžet je važan i zbog menadžerske kontrole, kada se upoređuju aktuelni troškovi i troškovi planirani budžetom.
LL@(7665) The cost control establishes the already set standards (such as standard costs and budgets) used to assess the performance. => Kontrola troškova uspostavlja unapred određene standarde (kao što su standardni troškovi i budžeti) pomoću kojih može da se vrednuje učinak.
LL@(7666) Next, the cost control reports on the discrepancies between the planned and real operations in order to highlight the discrepancy. => Zatim kontrola troškova podnosi izveštaj o razlikama izmedju planiranog i stvarnog delovanja da bi se usmerila pažnja na ono što predstavlja odstupanje.
LL@(7667) It helps ascertain the responsibility for any departures from the plan, which is then to be followed by a corrective activities. => Ona pomaže u utvrđivanju odgovornosti za odstupanja od plana, nakon čega sledi korektivna akcija.
LL@(7668) Thus, for example, the cause of significantly higher production costs per output unit may be related to inefficient work, excess material failure, deffective equipment or inadequate production methods. easily both in case of introducing new technologies in the area of production or services and in case of competition being suddenly sharper than before. => Tako, na primer, uzrok znatno većih proizvodnih troškova po jedinici autputa može biti vezan za neefikasan rad, za preterano kvarenje materijala, neispravnu opremu ili za neodgovarajuće metode proizvodnje.
LL@(7669) We distinguish among the four basic and well defined categories of cost reduction: The cost management in making business decisions requires accurate and relevant data on costs and an analysis of timely information on costs in order that business decisions should be made. => Menadžment troškova za poslovno odlučivanje podrazumeva tačne i relevantne podatke o troškovima i analizu blagovremenih informacija o troškovima radi donošenja poslovnih odluka.
LL@(7670) Especially important here is the role of cost accounting on the basis of more recent accounting methods. => Tu je posebno važna uloga obračuna troškova na bazi novijih metoda obračuna.
LL@(7671) It is in this way that managers solve the problems, making their choices among the alternative courses of action. ~~~ In practice, it means making a decision on whether the company will launch a new product or service, whether it will abandon some current products, whether it will accept some special order, whether it will outsource parts of the products so far manufactured in the company, whether it will replace the equipment, purchase the equipment or lease it, whether it will expand the production capacities, what marketing mix will be most appropriate, which methods of pricing will be implemented Š3Ë. => Menadžeri na ovaj način dolaze do rešavanja problema kroz izbor između alternativnih pravaca akcije U praksi to znači odluku o tome da li da preduzeće uvede novi proizvod ili uslugu, da li da se neki od postojećih napusti, da li da se prihvati specijalna narudžbina, da li da se vrši autsorsing (outsourcing) delova proizvoda koji su se do sada proizvodili u preduzeću, da li da se izvrši zamena postojeće opreme, da li da se oprema kupi ili uzme na lizing, da li da se izvrši proširenje proizvodnih kapaciteta, kakav marketing miks će biti najbolji, koji metodi formiranja cena će se primeniti Š3Ë.
LL@(7672) The research has shown that, in terms of cost control, the significant critical zones are the capital expenditures, material acquisition costs, manufacturing costs, costs of professional services (legal, accounting, auditing, banking services), of compensation, costs of supplies, advertizing costs, control and assessment costs, outsourcing costs (frequently the software development and maintenance, employee training, internal audit, property management), sales and marketing costs, insurance costs, research and developmet costs, downsizing costs. => Na bazi istraživanja može se zaključiti da su sa aspekta kontrole troškova značajna kritična područja kapitalni izdaci, troškovi nabavke materijala, troškovi proizvodnje, troškovi profesionalnih usluga (pravnih, računovodstvenih, revizorskih, bankarskih usluga), kompenzacije, troškovi zaliha, troškovi oglašavanja, troškovi provere i ocene, troškovi korišćenja autsorsinga (koji se često odnosi na razvoj i održavanje softvera, obuku zaposlenih, internu reviziju, upravljanje nekretninama), troškovi prodaje i marketinga, troškovi osiguranja, troškovi istraživanja i razvoja, troškovi daunsajzinga (downsizing - a).
LL@(7673) From the point of view of management as a scientific discipline it is worthwhile pointing to the strategic importance of continual cost reduction programmes, instead of instantaneous reactions on unfavourable events. => Sa stanovišta menadžmenta kao naučne discipline neophodno je ukazati na strategijsku važnost kontinuelnih programa snižavanja troškova, umesto trenutnih reakcija na nepovoljne događaje.
LL@(7674) The top managers in the companies worldwide increasingly accept this attitude and decide that the cost discipline, in terms of the programmes of permanent cost reduction, should be the programme that may even become the core of the company competence. => U sve većoj meri vrhovni menadžeri u preduzećima širom sveta prihvataju ovo stanovište i donose odluku o tome da troškovna disciplina, u smislu programa stalnog snižavanja troškova, bude program koji čak može postati jezgro kompetentnosti preduzeća.
LL@(7675) Practice has shown that businesses with successful programmes of permanent cost reduction may achieve as much as half of their increase in annual profit directly due to the cost reduction. => U praksi se pokazalo da poslovanja sa uspešnim programima neprekidne redukcije troškova mogu ostvariti i polovinu svog povećanja godišnjeg profita direktno zahvaljujući sniženju troškova.
LL@(7676) Furthermore, and very important in the conditions of economic crisis, these businesses take less time to stabilize in the event of economic failure, or unfavourable conditions of business. => Pored toga, što je posebno značajno u uslovima ekonomske krize, ovakvi biznisi se brže stabilizuju u situaciji ekonomskog pada, odnosno pogoršanja.
LL@(7677) The companies observing a strict cost discipline tend to adjust more 1. ~~~ Elimination of waste, spending and redundance; i.e., of unreasonable 2. => Preduzeća sa jakom troškovnom disciplinom se lakše prilagođavaju i u slučajevima uvođenja novih tehnologija u domenu proizvodnje ili usluga, kao i kod iznenadnog zaoštravanja konkurencije.
LL@(7678) Implementation of the best practices; 3. => Postoje četiri bazične i prepoznatljive kategorije sniženja troškova:
LL@(7679) Introducing new technology when it is effective; 4. ~~~ Creating virtual business operations via the Internet Š3Ë. => 1. eliminisanje rasipanja, odnosno nerazumnog tro šenja i dupliranja; 2. primena najbolje prakse; 3. uvođenje nove tehnologije kada je to efektivno; 4. kreiranje virtuelnih poslovnih operacija preko Interneta Š3Ë.
LL@(7680) The companies that develop the programmes of permanent cost reductions have proved to first focus upon waste elimination and the best practice implementation as on the two facets of the medal, which is normally achieved through technological changes that do not require high technologies. => Pokazalo se da se preduzeća koja razvijaju programe stalnog snižavanja troškova najpre usresređuju na eliminisanje rasipanja i na primenu nabolje prakse kao na dve strane medalje, što je često ostvarljivo kroz tehnološke promene koje ne zahtevaju visoke tehnologije.
LL@(7681) The top management has to get an insight into how the efforts in cost reduction are brought into harmony with the corporate strategy, especially with the strategy of competitiveness. => Vrhovni menadžment mora da sagleda kako su napori za snižavanje troškova usklađeni sa korporativnom strategijom, a posebno sa strategijim konkurentnosti.
LL@(7682) This is especially important from the standpoint of the employee motivation to work efficiently and to conduct a programme of permanent cost reduction. => Ovo je naročito značajno sa aspekta motivisanosti zaposlenih da rade efikasno i da sprovode program kontinuiranog snižavanja troškova.
LL@(7683) In the field of cost management it is very important to manage the costs of services that usually have a large share in the overall cost structure. => U okviru menadžmenta troškova značajno je upravljati troškovima usluga koji često imaju veliko učešće u ukupnoj strukturi troškova.
LL@(7684) The modern economy of services is characterised by especially high costs of financial services, accounting services, administration services, then costs of advertizing, designing costs, construction costs, engineering consulting costs, costs of services on the basis of infromational technologies, costs of services related to legal counsel, logistics services costs, costs of marketing services, photocopying costs, printing costs, costs of services related to human resources, costs of services on the basis of the projects,costs of services related with property, costs of telecommunication services, travelling charges, storage services costs. => U savremenoj ekonomiji usluga posebno su zastupljeni troškovi finansijskih usluga, računovodstvenih usluga, administrativnih usluga, troškovi oglašavanja, troškovi konstruisanja, troškovi izgradnje, troškovi inženjerskog konsaltinga, troškovi usluga na bazi informacionih tehnologija, troškovi usluga vezanih za pravne savete, troškovi usluga logistike, troškovi marketinških usluga, troškovi fotokopiranja, troškovi štampanja, troškovi usluga koje se tiču ljudskih resursa, troškovi usluga na bazi projekata, troškovi usluga koje se odnose na nekretnine, troškovi telekomunikacionih usluga, putni troškovi, troškovi usluga skladištenja.
LL@(7685) It is necessary that a complete picture of total costs related to services be developed, but we should also find out which business units within a large corporation spend most on certain services. => Neophodno je da se razvije kompletna slika o ukupnim troškovima vezanim za usluge, ali i da se ustanovi koje poslovne jedinice unutar velike organizacije najviše troše za određene usluge.
LL@(7686) It is also important that the managers know the ratio between products costs and services costs for their company. => Bitno je da mendžeri znaju koliki je za njihovo preduzeće odnos trošenja za proizvode i trošenja za usluge.
LL@(7687) Also relevant is the survivor analysis. => Relevantna je i analiza opstanka (survivor analysis).
LL@(7688) The survival principle was introduced by G. Stigler who maintained that efficient companies with relatively lower average costs would survive and prosper in time Š4Ë. => Princip opstanka je uveo G.Stigler koji je izneo stav da će efikasna preduzeća sa relativno mižim prosečnim troškovima opstati i napredovati tokom vremena Š4Ë.
LL@(7689) On the other hand, inefficient firms with relatively higher average costs tend to break under the competition pressure and fail. => Sa druge strane, neefikasne firme koje imaju relativno više prosečne troškove će podleći pod konkurentskim pritiscima i propašće.
LL@(7690) This is the basis of the survivor analysis as a systematic study of output patterns in order to define classes of the company size or the factories that are relatively efficient in terms of sustaining their existing share in the industry output or increasing this share over time. => Iz ovoga proizilazi analiza opstanka kao sistematska studija obrazaca autputa da bi se odredile klase veličine preduzeća ili fabrike koje su relativno efikasne u smislu održavanja njihovog postojećeg udela u industrijskom autputu ili povećanja ovog udela tokom vremena.
LL@(7691) Concretely, companies in one industry are classified by size and then the share of each size class in the overall production or the capacities of respective industry is calculated. => Konkretno se klasifikuju preduzeća u jednoj delatnosti po veličini, a zatim se izračunava koliko je učešće svake klase veličine u ukupnoj proizvodnji ili kapacitetima konkretne delatnosti.
LL@(7692) In case the market share of one class decreases over time, it can be assumed that such a size of company or production capacity is relatively inefficient. => Ukoliko tržišni udeo neke klase opada tokom vremena, pretpostavlja se da je ta veličina preduzeća ili proizvodnih kapaciteta relativno neefikasna.
LL@(7693) In case the market share increases, it is assumed that that is the size of the company that results in relative efficiency and lower average costs. => U slučaju povećanja tržišnog udela, pretpostavka je da se radi o veličini preduzeća koja dovodi do relativne efikasnosti i nižih prosečnih troškova.
LL@(7694) The survivor analysis can be used in the study of the characteristics of the economies of scope of the industries under consideration, what has already been successfully applied in the fields of the production of steel, the cement industry, in banking and in other industries. => Analiza opstanka se može koristiti i kod istraživanja karakteristika ekonomija obima izabranih delatnosti, što je u praksi uspešno primenjivano u proizvodnji čelika, industriji cementa, u bankarstvu i drugim delatnostima.
LL@(7695) These studies dealing with surveying the output/cost ratio are especially usefull from the point of view of competitiveness. => Ova istraživanja vezana za preispitivanje odnosa autput/ troškovi su posebno korisna sa aspekta konkurentnosti .
LL@(7696) The survivor approach means a competitive market structure. => Pristup opstanka podrazumeva konkurentsku tržišnu strukturu.
LL@(7697) Practice has shown that many a small manufacturing or service delivering firm adopted and implemented strategy of product/service differentiation successfully and, with higher average costs (due to the production customization or personalized services) survived and became successful in business. the The prospects resulting from the engineering analysis of costs can be very important in managerial planning. => Praksa je pokazala da su mnoge male proizvodne i uslužne firme uspešno realizovale strategiju diferencijacije proizvoda/usluga i uz više prosečne troškove, zahvačjujući kastomizaciji proizvodnje ili personalizovanim uslugama, opstale i ostvarile poslovni uspeh. ~~~ U menadžerskom planiranju može biti važna perspektiva koju daje inženjerska analiza troškova.
LL@(7698) It includes the calculation of the expected production costs on the basis of the production relations and the expected costs of necessary inputs. => Ona uključuje kalkulaciju očekivanih troškova proizvodnje na bazi odnosa u proizvodnji u fizičkom smislu i očekivanih troškova neophodnih inputa.
LL@(7699) The engineering method of cost analysis is based on physical relations expressed in the production function for a certain product or company. => Inženjerski metod analize troškova se bazira na fizičkim odnosima izraženim u proizvodnoj funkciji za određeni proizvod ili preduzeće.
LL@(7700) An optimal combination of production inputs for any given output quantity is determined on the basis of knowledge of the manufacturing technology to be implemented. => Optimalna kombinacija inputa za proizvodnju bilo koje date količine autputa je određena na osnovu znanja o proizvodnoj tehnologiji koja je će biti primenjena.
LL@(7701) The cost management is multidisciplinary; it includes both quantitative and qualitative aspects. => Menadžment troškova je multidisciplinaran, uključuje i kvantitativne i kvalitativne aspekte.
LL@(7702) It develops further both from the theoretical aspect and from the prospects of better solutions for the practice. => On se dalje razvija i sa stanovišta teorije, i iz perspektive boljih rešenja za praksu.
LL@(7703) The cost management is characterized by the challenges related to the company achieving better business results in the 21st century, which is also relevant for the organizations in this country. => Za menadžment troškova su karakteristični izazovi vezani za ostvarenje boljih poslovnih rezultata organizacija u 21.veku, što je relevantno i sa aspekta organizacija u našoj zemlji.
LL@(7704) This is especially important when it comes to the need for the increase in the efficiency of organizations and their stronger orientation towards placement their products and services on export markets. ~~~ The cost-effectiveness analysis compares alternative courses of action in achieving certain specific organizational goals, from the aspect of their costs and effectiveness. => Ovo posebno dolazi do izažaja zbog potrebe povećanja efikasnosti preduzeća i njihove veće orijentacije ka plasmanu proizvoda i usluga na inostranim tržištima. rajuća procena troškova koja mora uključiti i stvarne, i oportunitetne troškove za svaku opciju.
LL@(7705) It aids managers to make an adequate choice among the alternatives, ensures that the selected activity course will earn good value for the money higher that any other activity course and generally contributes to a more reasonable allocation and use of resources. => 
LL@(7706) Of specific importance is an adequate estimate of costs that must include both the real and the opportunity costs for each option. => 
LL@(7707) An adequate model is necessary to be designed that will anticipate the costs resulting from each of the alternatives, as well as the extent to which each option could aid the achievement of the goals. => Potrebno je konstruisati adekvatan model kojim bi se predvideli troškovi do kojih bi dovela svaka alternativa, kao i stepen do koga bi svaka opcija pomogla u ostvarenju ciljeva.
LL@(7708) It is also necessary that the criteria, or the ranking rules be decided upon, so as to measure the costs and the effectivity and then make a choice. => Takođe je neophodno izabrati kriterijume, odnosno pravila rangiranja opcija da bi se izvagali troškovi i efektivnost i zatim izvršiti selekciju.
LL@(7709) Strategically, this analysis is successfully applied in answering the cost management domain: On condition the goal is given, which is the lowest cost of achieving the goal? the crucial question from 3. => Ova analiza se u strategijskom smislu uspešno koristi za davanje odgovora na suštinsko pitanje iz domena menadžmenta troškova: ~~~ Pod pretpostavkom zadatog cilja, koji je najniži trošak ostvarivanja tog cilja?. ~~~ 3.
LL@(7710) Integrated approach to information the to business The cost management is based on an integrated approach information. => Integrisani pristup informacijama Menadžment troškova se bazira na integrisanom pristupu poslovnim informacijama.
LL@(7711) It normally recognizes importance of basic economic information related to the costs, sales prices, the company income, profit, but also the information which is not essentially financial, such as information on quality, time of delivery, market share, customer satisfaction, where especially important from the aspect of management is the information on the critical factors of success. => On svakako podrazumeva značaj bazičnih ekonomskih informacija koje se odnose na troškove, prodajne cene, prihod preduzeća, profit, ali i informacija koje nisu u svojoj suštini finansijske prirode, kao što su informacije o kvalitetu, vremenu isporuke, tržišnom udelu, zadovoljstvu potrošača, pri čemu su sa aspekta upravljanja posebno važne informacije o kritičnim faktorima uspeha.
LL@(7712) This is so because of the orientation towards achieving concrete long-term organizational advantages and business success, especially having in mind the need to introduce new technologies, innovate the current technologies and develop new products and services, to retain the present customers/users of services, or attract new ones in the context of customer relationship management (CMR). => Ovo je bitno zbog orijentacije na ostvarivanje konkurentskih prednosti organizacije i poslovnog uspeha na duži rok, posebno polazeći od potrebe za uvođenjem novih tehnologija, za inoviranjem postojećih i za razvojem novih proizvoda i usluga, kao i za zadržavanjem sadašnjih kupaca/korisnika usluga, odnosno za privlačenje novih u kontekstu upravljanja odnosima sa kupcima (CRM-customer relationship management).
LL@(7713) The managerial practice may allow that taking into account only the financial criteria in the process of cost management results in a strong tendency towards reducing all categories of costs, which may have a negative impact upon a future demand for the products/services, and result into both a decrease in to competitiveness due inadequate non-price competitiveness factors, the smaller market share, and lower earnings from sales and profit. => U menadžerskoj praksi bi bilo moguće da uzimanje u obzir isključivo finansijskih kriterijuma u procesu upravljanja troškovima rezultira u izraženoj težnji ka snižavanju svih katregorija troškova, što bi moglo da se negativno odrazi na buduću tražnju za proizvodima/uslugama, na opadanje konkurentnosti zbog neadekvatnih necenovnih faktora konkurentnosti, na smanjivanje tržišnog udela, na sniženje prihoda od prodaje i profita.
LL@(7714) All these help us get an insight into the complexity of cost management in the conditions of turbulent environment and increased competition Š5Ë. => Na osnovu svega ovoga sagledavamo kompleksnost menadžmenta troškova u uslovima turbulentnog okruženja i povećane konkurencije Š5Ë . troškovi-efektivnost Analiza (cost-effectiveness analysis) upoređuje alternativne tokove akcija sa stanovišta njihovih troškova i efektivnosti u dostizanju nekih specifičnih ciljeva organizacije.
LL@(7715)  => Ona pomaže menadžerima da izvrše adekvatan izbor između alternativa, osigurava da će izabrani tok akcije obezbediti dobru vrednost za novac bolju od bilo kog drugog toka akcije i, generalno, doprinosi boljoj alokaciji i korišćenju resursa.
LL@(7716) The managers of prosperous companies must understand the key concepts and terms of cost management and implement its methods and techniques in an affective manner. => Od posebnog značaja je odgova Menadžeri uspešnih preduzeća moraju razumeti ključne koncepte i termine menadžmenta troškova i primenjivati njegove metode i tehnike efektivno.
LL@(7717) It is primarily neccessary that they understand the complexity of the company business operations the number and the companys products/services, production processes/service delivery processes as well as the location, the distribution network, customer types. => Pre svega je neophodno razumevanje složenosti poslovnih operacija preduzeća broja i raznovrsnosti njegovih proizvoda/usluga, proizvodnih procesa/procesa pružanja usluga i lokacija, mreže distribucije, tipa kupaca.
LL@(7718) The complexity of any of these dimensions will affect the costs. the diversity of An important aspect of modern management is certainly its proactivity, orientation towards the future and respect for the necessity of change. => Kompleksnost bilo koje od ovih dimenzija če imati posledice na troškove. ~~~ Bitan aspekt savremenog menadžmenta troškova je i njegova proaktivnost, okrenutost ka budućnosti i respektovanje neophodnosti promena.
LL@(7719) Here cost management is linked to change management. => Ovde dolazi do izražaja povezanost menadžmenta troškova i menadžmenta promena (change management).
LL@(7720) The firm generates costs when using a resource for some purpose. => Firma generiše troškove kada koristi resurs za neku svrhu.
LL@(7721) Costs are usually classed in groups of costs. => Često se troškovi svrstavaju u određene grupe troškova.
LL@(7722) Individual costs may be grouped in a number of different ways, therefore a group of costs can be defined, for example, according to the cost type (labour costs in one group, costs of material in another), according to the site they are incurred at (department 1, department 2), or according to the responsibility (manager 1, manager 2). => Pojedinačni troškovi se mogu grupisati na više različitih načina, pa se grupa troškova može definisati, na primer, po tipu troškova (troškovi rada u jednoj grupi, troškovi materijala u drugoj), po mestu nastajanja (odeljenje 1, odeljenje 2) ili prema odgovornosti (menadžer 1, menadžer 2 itd.).
LL@(7723) Thus, for example, the costs of the assembly department or the costs of the product engineering department can be treated as separate groups of costs. => Tako se npr.troškovi odeljenja za montažu ili troškovi odeljenja za inženjering proizvoda mogu tretirati kao posebne grupe troškova.
LL@(7724) Accurate infromation on the product and service costs it important in strategic management, in planning and decision making. => Tačne informacije o troškovima proizvoda i usluga su značajne u strategijskom menadžmentu, planiranju i odlučivanju.
LL@(7725) It is also indispensable in managerial operative control and in financial reports preparation. => One su takođe neophodne u menadžerskoj i operativnoj kontroli i u pripremi finansijskih izveštaja.
LL@(7726) Cost management also respects the specific features of service companies. => Menadžment troškova respektuje specifičnosti uslužnih preduzeća.
LL@(7727) Service firms usually have either little supplies or no supplies at all. => Uslužne firme obično imaju malo zaliha, ili uopšte nemaju zalihe.
LL@(7728) This results in their cost system in this area being relatively simple, which is reflected on the information on costs. => Ovo ima za posledicu da je njihov sistem troškova u ovom domenu relativno jednostavniji, što se reflektuje i na informacije o troškovima .
LL@(7729) The modern business prefers an integrative approach in the implementation of management tools in tracking and analysing the information important for the cost control. => U savremenom biznisu je poželjan integrativni pristup korišćenju menadžerskih alata u praćenju i analizi informacija značajnih za kontrolu troškova.
LL@(7730) These tools may be classed into four groups: planning and budgeting tools, such as standard budgeting, capital budgeting, operational budgeting; including tools for decision-making support, implementation of spreadsheets programmes, the turning point analysis, supply chain costs calculation, value chain analysis; tools for analysis on the basis of product cost accounting, such as traditional cost accounting, general cost allocation; more recent tools for business performance estimate, primarily the value based management, benchmarking, performance balanced scorecard. ~~~ 4. => Ovi alati se mogu klasifikovati u četiri grupe: alati planiranja i budžetiranja kao što su standardno budžetiranje, kapitalno budžetiranje, operativno budžetiranje; alati za podršku odlučivanju, uključujući primenu programa za korišćenje elektronskih tabela (spreadsheets), zatim analiza prelomne tačke, obračun troškova lanca snabdevanja, analiza lanca vrednosti; alati analize na bazi obračuna troškova proizvoda kao što su tradicionalni obračun troškova, alokacija opštih troškova,; noviji alati procene performansi poslovanja, pre svega menadžment na bazi vrednosti, benčmarking, karta izbalansiranih merila performansi. 4.
LL@(7731) Strategic cost management A more recent approach in modern management, strategic management deals with the orientation towards permanent cost reduction simultaneously with the strengthening of the organizational strategic position. => Strategijski menadžment troškova U okviru savremenog menadžmenta strategijski menadžment troškova se kao noviji pristup odnosi na istovremenu orijentaciju ka stalnom sniženju troškova i ka jačanju strategijske pozicije organizacije.
LL@(7732) It especially respects the contribution of cost management to a successful definition the strategic goals, formulation and effective realization of the company strategy and increase in profitability. => Posebno se uvažava doprinos menadžmenta troškova uspešnom određivanju strategijskih ciljeva, formulisanju i efektivnoj realizaciji strategije preduzeća i povećanju profitabilnosti.
LL@(7733) In the conditions of economic crisis or of economic recovery there is a need for a more accurate cost accounting and an expanded visibility of various cost categories of a concrete company. => U uslovima ekonomske krize ili oporavka privrede dolazi do izražaja potreba za preciznijim obračunom troškova i za većom vizibilnošću raznih troškovnih kategorija konkretnog preduzeća..
LL@(7734) This is closely linked with a tendency to reduce total costs, improve the processes by a possible automation, standard setting and risk reduction. => Ovo je povezano sa težnjom ka sniženju ukupnih troškova, usavršavanju procesa uz moguću automatizaciju, ka uspostavljanju standarda i smanjenju rizika.
LL@(7735) Managers also wish to improve the reporting process. => Aktuelna je i težnja menadžera da se poboljša proces izveštavanja.
LL@(7736) Interestingly, a large number of large and small companies, both manufacturing and service ones, make efforts to improve internal reporting on the issue of costs, to increase the reporting speed and develop more useful and more worthwhile reports. => Karakteristično je da mnoga velika i mala preduzeća, proizvodna i uslužna, nastoje da unaprede interno izveštavanje u domenu troškova, povećaju brzinu izveštavanja i razviju korisnije i značajnije izveštaje.
LL@(7737) The strategic system of cost management in the company develops strategic information, both financial and non-financial. => Strategijski sistem upravljanja troškovima preduzeća razvija strategijske infomacije, uključujući i finansijske, i nefinansijske.
LL@(7738) It is aware of the importance of performance measures such as the income growth from sales and stocks, share price flow, dividend value growth, credit rating. => Uvažava se važnost merila performansi kao što su rast prihoda od prodaje i zarada, kretanja cena akcija, rast dividendi, kreditni rejting.
LL@(7739) The strategic measure of success include the market share, the product/service quality, development opportunities. => Strategijska merila uspeha uključuju tržišni udeo, kvalitet proizvoda/usluga, šanse za razvoj.
LL@(7740) The financial measures show the impact of the companys policies and procedures upon the current financial standing of the company, and, consequently, upon the current revenues for the shareholders. => Finansijska merila pokazuju uticaj politika i procedura preduzeća na tekuču finansijsku poziciju preduzeća i, u skladu sa time, na tekuće prinose za akcionare.
LL@(7741) Following the financial measures, the non-financial factors mirror the current and the prospective standing of the company measured from three additional views of the performance balanced scorecard Š6Ë: (1) customers view market share and market share growth, customer service, timely delivery, customer satisfaction, brand recognition, market position; (2) of internal business processes view high quality product, product innovations, growth in productivity, life cycle, waste reduction; and (3) innovation and learning view human resources development, managers competence and integrity, ethics and corporate culture, education and training, innovation, new products, new methods of production. => Nadovezujući se na finansijska merila, nefinansijski faktori pokazuju sadašnju i potencijalnu konkurentsku poziciju preduzeća merenu iz tri dodatne perspektive karte izbalansiranih merila performansi Š6Ë: (1) perspektive kupaca tržišni udeo i rast tržišnog udela, usluge kupcima, isporuka na vreme, zadovoljstvo potrošača, prepoznavanje brenda, pozicija na tržištu; (2) perspektive internih poslovnih procesa visok kvalitet proizvoda, proizvodne inovacije, rast proizvodne produktivnost, vreme ciklusa, reduciranje otpada i (3) perspektive inovacija i učenja razvoj ljudskih resursa, kompetencije i integritet menadžera, moral i korporativna kultura, edukacija i trening, inovacije, novi proizvodi, novi metodi proizvodnje.
LL@(7742) Without strategic information the company would probably stray from the competition course, making strategically wrong production and marketing decisions, deciding in favour of wrong products and customers. => Bez strategijskih informacija, preduzeće bi verovatno zalutalo sa konkurentskog kursa, donoseći strategijski pogrešne proizvodne i marketinške odluke, uz izbor pogrešnih proizvoda i kupaca.
LL@(7743) Some consequences of the absence of strategic information are the following: decision making mainly based on intuition, ambiguities as regards the direction and goals of development, absence of a clear and favourable perception of the firm from the part of customers and suppliers, incorrect investmant decisions, inadequate range of products, markets or production processes inconsistent with strategic goals, inability to conduct a correct benchmarking of competition, which results in the lack of knowledge on the more effective competition strategies, omission to identify the most profitable products, customers and markets. => Neke od posledica odsustva strategijskih informacija su sledeće: odlučivanje u prevelikoj meri bazirano na intuiciji, nedostatak jasnoće oko pravca i ciljeva razvoja, nepostojanje jasne i povoljne percepcije firme od strane kupaca i snabdevača, nekorektne investicione odluke, neadekvatan izbor proizvoda, tržišta ili proizvodnih procesa nekonzistentan sa strategijskim ciljevima, nesposobnost da se uspešno izvrši benčmarking konkurenata, što rezultira u nedostatku znanja o efektivnijim konkurentskim strategijama, propust da se identifikuju najprofitabilniji proizvodi, kupci i tržišta.
LL@(7744) Companies use cost management to support their strategic goals. => Preduzeća koriste menadžment troškova da bi podržala svoje strategijske ciljeve.
LL@(7745) The aim of cost management is to make it easier for the managers to make decisions offering them information on costs and other information on the process of strategic goals achievement. => Fokus upravljanja troškovima je na olakšavanju donošenja odluka od strane menadžmenta kroz informacije o troškovima i druge informacije u procesu realizacije strategijskih ciljeva.
LL@(7746) In the conditions of change in the business environment, the companys cost management system must be more dynamic in order to cope with both the fast-changing environment and the growing diversity of products and production processes for the purpose of facilitating the strategy implementation Š5Ë. New challenges, from both the theoretical and practical aspects, confront cost management in the strategic sense, in terms of implementation of new technologies, technologies, numerically controlled machines and robots, the consequences of which are a considerable reduction of labour share in the product costs structure. => U uslovima promena u poslovnom okruženju sistem upravljanja troškovima preduzeća mora biti u većoj meri dinamičan da bi se pozabavio i brzo promenljivim okruženjem, i rastućom raznovrsnošću proizvoda i proizvodnih procesa radi olakšavanja implementacije strategije Š5Ë.
LL@(7747) Similar is the case of electronic business costs. especially high 5. => Novi izazovi i sa stanovišta teorije, i sa aspekta prakse, se postavljaju pred menadžment troškova u strategijskom smislu vezano za primenu novih tehnologija, posebno visokih tehnologija, numerički kontrolisanih mašina i robota, kada dolazi do znatnog smanjenja učešća radne snage u strukturi proizvodnih troškova, ali i u slučaju troškova elektronskog poslovanja. 5.
LL@(7748) Value based management Value-Based Management (VBM) is an integrated managerial approach directed towards maximizing value for the shareholders. => Menadžment baziran na vrednosti Menadžment zasnovan na vrednosti (VBM - ValueBased Management) je integrisani menadžerski pristup usmeren na maksimiziranje vrednosti za akcionare.
LL@(7749) According to M. Porter, the competitive advantages can be understood only if the company is observed as a whole. => Po M.Porter-u konkurentske prednosti se mogu razumeti samo ukoliko se preduzeće posmatra kao celina.
LL@(7750) The company performs a chain of activities in order to deliver value to customers/users of services. => Lanac aktivnosti preduzeće obavlja da bi isporučilo vrednost kupcima/korisnicima usluga.
LL@(7751) A competitive advantage or disadvantage may result from any of the five primary activities (input logistics, business operations, output logistics, marketing and sales, servicing), or four secondary, or supporting activities (firm infrastructure, human resources management, development of technology, supplies) Š7Ë. Together, these activities make up the generic value chain. => Konkurentska prednost ili nedostatak mogu nastati vezano za bilo koju od pet primarnih aktivnosti (ulazna logistika, poslovne operacije, izlazna logistika, marketing i prodaja, servisiranje) ili za četiri sekundarne, odnosno podržavajuće aktivnosti (infrastruktura firme, upravljanje ljudskim resursima, razvoj tehnologije, nabavka) Š7Ë. ~~~ Zajedno, ove aktivnosti čine generički lanac vrednosti .
LL@(7752) Observed from the macro aspect, the value chain of the company is part of a larger structure that includes the supplier value chain, the distribution channel value chain and the customer/user of services value chain. => Lanac vrednosti preduzeća je, posmatrano sa makro aspekta, deo veće strukture koja uključuje lanac vrednosti snabdevača, lanac vrednosti kanala distribucije i lanac vrednosti kupaca/korisnika usluga.
LL@(7753) This points to a specific networking and important relationships stemming from the actual position of the organizational value chain in this context, which managers must take into consideration, especially in case of highly intensive interactions, for example in JIT (just in time) systems, which allow for the achievement of a lower level of stocks and supply costs, with the necessary high level of cooperation between the suppliers and customers and making use of vertical integration with the simultaneous independence of the company on the market. for little value Elimination of the activities that add little or no value for the customers reduces the resources consumption and allows for the focusing upon the activities that increase the customer satisfaction. => Ovo ukazuje na svojevrsnu umreženost i na značajne odnose koji proističu iz konkretne pozicije lanca vrednosti organizacije u ovom kontekstu, o čemu menadžeri moraju voditi računa, posebno u slučaju intenzivnijih interakcija, na primer kod JIT (just in time) sistema, kada se ostvaru je snižavanje nivoa zaliha i troškova nabavke, uz zahtevani visok stepen saradnje snabdevača i kupaca i omogućavanje korišćenja prednosti vertikalne integracije uz istovremenu samaostalnost preduzeća na tržištu. ~~~ Eliminisanje aktivnosti koje dodaju malo vrednosti kupcima ili uopšte ne dodaju vrednost smanjuje potrošnju resursa i omogućava fokusiranje na aktivnosti koje povećavaju zadovoljstvo kupaca.
LL@(7754) Thus it is possible to see which activities may have the end customers/users of services and which should be eliminated or reduced. => Na ovaj način se sagledava koje aktivnosti mogu imati malu vrednost za krajnje kupce/korisnike usluga i koje bi trebalo da budu eliminisane ili smanjene.
LL@(7755) A high value activity significantly increases the value of the product/service for the customers/users. => Aktivnost sa visokom vrednošću znatno povećava vrednost proizvoda/usluge za kupce/korisnike.
LL@(7756) Hence the product and service deliveries are high value adding activities. => Tako su isporuke proizvoda i pružanje usluga aktivnosti koje dodaju visoku vrednost.
LL@(7757) According to cost management, high value adding activities are those necessary to satisfy the customers needs or expectations, to improve the product components, the activities that contribute to customer satisfaction, which are the critical steps in the business process and which are performed in order to solve or eliminate the quality related problems or the activities performed upon the request of the customer/user of service. => U menadžmentu troškova se aktivnostima koje dodaju visoku vrednost smatraju one koje su neophodne da bi se udovoljilo zahtevima ili očekivanjima kupaca, da bi se poboljšale komponente proizvoda, aktivnosti koje doprinose zadovoljstvu potrošača, koje predstavljaju kritične korake u poslovnom procesu, koje se izvršavaju da bi se rešili ili eliminisali problemi vezani za kvalitet ili aktivnosti koje se odvijaju na zahtev kupaca/korisnika usluge.
LL@(7758) On the other hand, low value adding activities waste time, resources or space in the company, while contributing little to meeting the customer/user of services needs. => Sa druge strane, aktivnosti koje dodaju nisku vrednost troše vreme, resurse preduzeća ili prostor, a malo doprinose zadovoljenju potreba kupaca/korisnika uskuge.
LL@(7759) If these are eliminated, value for customers or customer satisfaction is reduced negligibly or remain unchanged. => Ukoliko se eliminišu, vrednost za kupce ili satisfakcija kupaca se smanjuju neznatno ili ostaju nepromenjeni.
LL@(7760) Moving parts in between the processes, waiting time, inefficient processes are the examples of low added value activities. => Pomeranje delova između procesa, vreme čekanja, neefikasni procesi su primeri aktivnosti niske dodate vrednosti.
LL@(7761) This means that they can be eliminated by the manager without affecting the product or service form, convenience, or function. => To znači da one mogu biti eliminisane od strane menadžera, a da ne utiču na formu, podesnost, funkciju proizvoda ili usluge.
LL@(7762) Such activities frequently result in waste and can be a consequence of inefficiency or errors in the course of the process; they can be duplicated in another department, or be the activities adding unnecessary steps in the business process, or they may be responsible for producing an unnecessary or undesirable output Š5Ë. 6. => Ove aktivnosti često rezultiraju otpadom i mogu biti posledica neefikasnosti ili grešaka u toku procesa, one mogu biti duplicirane u nekom drugom odeljenju ili su to aktivnosti koje dodaju nepotrebne korake u poslovni proces, proizvode nepotreban ili neželjeni autput Š5Ë. 6.
LL@(7763) Importance of customer based cost accounting Modern cost managemnt largely relies on the activity based costing. => Važnost obračuna troškova po kupcima Savremeni menadžment troškova se u velikoj meri oslanja na obračun troškova na bazi aktivnosti.
LL@(7764) Contrary to traditional models, activitybased costing (ABC) calculates what in modern business makes up the real costs of products/services, as well as costs per customers, by allocating general costs not on the basis of scope, but on the basis of the required or accomplished activities. => Nasuprot tradicionalnim modelima, obračun troškova na osnovu aktivnosti (ABC activity-based costing) izračunava ono što u savremenom poslovanju predstavlja prave troškove proizvoda/usluga, kao i troškove po kupcima dodeljivanjem opštih troškova baziranim ne na obimu, već na zahtevanim ili izvšenim aktivnostima.
LL@(7765) Traditional methods of cost accounting often tend to overestimate the high-scope products and underestimate the lowscope products Š8Ë. => U tradicionalnim metodima obračuna troškova česta je tendencija da se pretera u proceni troškova prozvoda visokog obima i da se podcene troškovi proizvoda niskog obima Š8Ë.
LL@(7766) In order that the activity-based cost management system be developed it is necessary that managers understand the interrelations among the resources, activities, and products or services in their company. => Da bi se razvio sistem upravljanja troškovima na bazi aktivnosti, potrebno je da menadžeri razumeju povezanost resursa, aktivnosti i proizvoda ili usluga u svojoj organizaciji.
LL@(7767) Resources are consumed in the course of activites, while products and services are the results of the activities. => Resursi se troše na aktivnosti, a proizvodi i usluge su rezultati aktivnosti.
LL@(7768) Many of the resources used in business operations may be defined for certain products or services and identified as direct costs of materials or labour. => Mnogi od resursa koji se koriste u poslovnim operacijama mogu se utvrditi za pojedine proizvode ili usluge i identifikovati kao direktni troškovi materijala ili rada.
LL@(7769) The majority of indirect costs are indirectly related to the end products or services. => Većina opštih troškova se vezuje indirektno za finalne proizvode ili usluge.
LL@(7770) Since certain products require various activities, each of which consumes different quantities of resources, cost allocation should be pondered accordingly. => Pošto pojedini proizvodi zahtevaju razne aktivnosti, od kojih svaka koristi različite količine resursa, alokacija troškova bi trebalo da bude ponderisana u skladu sa time.
LL@(7771) The ABC has been in use since 1980s and today, at the beginning of the 21st century, it is the current system of costing/cost accounting. => ABC se primenjuje počev od osamdesetih godina 20.veka i danas na početku 21.veka predstavlja aktuelan sistem obračuna troškova.
LL@(7772) In making business decisions, knowledge of real costs may help identify profit makers and loosers, highlight chances for improvement and compare investment alternatives. => Kada se donose poslovne odluke, poznavanje pravih troškova može pomoći da se identifikuju oni koji stvaraju profit i gubitnici, da se istaknu šanse za poboljšanja, da se uporede investicione alternative.
LL@(7773) It is important that the ABC allocates the costs of activities to the products and services via the activites conducted in order to finalize these products/services. => Suština je u tome da ABC dodeljuje troškove aktivnosti proizvodima i uslugama preko aktivnosti koje su obavljene da bi se oni finalizovali.
LL@(7774) Here we have a number of basic principles in the ABC system, from the point of view of the cost accounting itself. => Pri tome postoji nekoliko bazičnih pristupa u ABC sistemu sa aspekta samog računovodstva troškova.
LL@(7775) In cost accounting per activities, indirect costs are allocated to activities via the cost activators, then the activities are factually linked to the cost objects, which supplies the managers with reliable information on costs. increasing importance With the of customer satisfaction and with the strategies oriented towards capturing the market, the costs of marketing, sales, and distribution become significantly higher. => Kod obračuna troškova po aktivnostima opšti troškovi se alociraju na aktivnosti preko uzročnika troškova, a zatim se aktivnosti faktički vezuju za objekte troškova, što omogućava da menadžeri raspolažu pouzdanim informacijama o troškovima. ~~~ Sa povećanjem značaja zadovoljstva potrošača i sa strategijama koje su orijentisane na osvajanje tržišta, troškovi marketinga, prodaje, distribucije se znatno povećavaju.
LL@(7776) Many of them are not related to certain products or production lines, but to individual customers/usres of services, market segments and distribution channels Š9Ë. => Mnogi od njih se ne vezuju za pojedine proizvode ili proizvodne linije, već za individualne kupce/korisnike usluga, tržišne segmente i kanale distribucije Š9Ë.
LL@(7777) The ABC allows for a more accurate allocation of indirect costs to the cost objects. => ABC omogućava tačnije pripisivanje indirektnih troškova objektima troškova.
LL@(7778) Cost objects may be products, services, customers, users of services. => Objekti troškova mogu biti proizvodi, usluge, kupci, korisnici usluga.
LL@(7779) The ABC allows for a segmentation to be made on the basis of real profitability and helps identify the value per customer more precisely. => ABC pruža mogućnost da se izvrši segmentacija na bazi stvarne profitabilnosti i pomaže da se preciznije odredi vrednost po kupcu.
LL@(7780) This is the first step towards the activity-based management (ABM). => To je prvi korak ka menadžmentu na bazi aktivnosti (ABM - activity-based management).
LL@(7781) The ABC does nor assess the efficiency or productivity of the activities, although this is very important for the improvements in the organization to br made. => ABC ne procenjuje efikasnost ili produktivnost aktivnosti, mada je to jako znaćajno za poboljšanja u organizaciji.
LL@(7782) The abovementioned shows that focusing upon the essence of costing per activities, as a modern managerial approach to cost accounting, means allocating the costs of resources to the cost objects, such as, for example, products or services, based on activities performed in favour of the cost objects. => Iz svega izloženog proizilazi da fokusiranje na suštinu obračuna troškova po aktivnostima, kao savremenog menadžerskog pristupa obračunu troškova, podrazumeva sagledavanje pripisivanja troškova resursa objektima troškova kao što su, na primer, proizvodi i usluge uz baziranje na aktivnosti koje su obavljene za objekte troškova.
LL@(7783) It is important to say that the principal presumption of this approach to costs is that the company products or services are the results of the activities, and that the activities consume resources which in turn generate costs. => Bitno je naglasiti da je pretpostavka ovog pristupa troškovima da su proizvodi ili usluge preduzeća rezultat aktivnosti, a aktivnosti koriste resurse koji generišu troškove.
LL@(7784) The resource costs are allocated to the activities on the basis of the activities that use or consume resources or the costs of activities are allocated to cost objects, on the basis of the activities performed for the objects of costs. => Troškovi resursa se dodeljuju aktivnostima bazirano na aktivnostima koje koriste ili troše resurse ili se troškovi aktivnosti dodeljuju objektima troškova bazirano na aktivnostima koje su izvršene za objekte troškova.
LL@(7785) In allocating costs to the activities and later to cost objects, the ABC identifies the causeeffect or direct relations between the resource costs, the cost activators, activities, and objects of costs. => ABC prepoznaje uzročne ili direktne povezanosti između troškova resursa, pokretača troškova, aktivnosti i objekata troškova u dodeljivanju troškova aktivnostima i kasnije objektima troškova.
LL@(7786) It distributes the company indirect costs on cost objects identifying the resources and the activities, as well as their costs required for the output production. => On raspoređuje opšte troškove preduzeća na objekte troškova identifikujući resurse i aktivnosti, kao i njihove troškove potrebne za prozvodnju autputa.
LL@(7787) The ABC and the ABM are from both the theoretical and the practical aspects primarily important in the field of calculating costs of the product, however, managers in numerous companies also find them very useful in determining the customer servicing costs as well as the basis for estimating the profitability of a particular customer or a chosen group of customers/users of services. => Mada su ABC i ABM i sa teorijskog, i sa praktičnog aspekta postali najpre aktuelnii u domenu izračunavanja troškova proizvoda, menadžeri u mnogim preduzećima su uvideli da su veoma korisni u određivanju troškova usluživanja kupaca i kao baza za procenu profitabilnosti određenog kupca ili izabrane grupe kupaca/korisnika usluga.
LL@(7788) The initial information on the basis of activities used in the analysis of products/services of the company can be used to measure the contribution to the profitability of principal customers. => Iste polazne informacije na bazi aktivnosti koje se koriste za analizu proizvoda/usluga preduzeća se mogu koristiti da se izmeri doprinos ostvarenju profita glavnih kupaca.
LL@(7789) Customer-based cost accounting is an analysis of activity costs on each level directed to particular customer services. => Obračun troškova po kupcima je analiza troškova aktivnosti na svakom nivou posvećenih servisiranju određenih kupaca.
LL@(7790) Combining the customerbased cost account with the income earned from these customers we come to the analysis of profitability per customer. => Kombinovanjem obračuna troškova po kupcima sa prihodima ostvarenim od tih kupaca dolazi se do analize profitabilnosti po kupcima.
LL@(7791) Empirical research have shown that, in case of many companies, 10-20% their customers/users of services generate 80-90% of their total profit. => Empirijska istraživanja su pokazala da, u slučaju mnogih preduzeća, 10 -20 % njihovih kupaca/korisnika usluga generiše 80-90% njihovog ukupnog profita.
LL@(7792) On the other hand, some customers cause losses, often through numerous small-volume orders, therefore the costs of resources in servicing these customers: processing the orders, dispatching the goods etc. are higher than the income earned from them. => Sa druge strane, neki kupci donose gubitak, često kroz brojne male porudžbine, tako da su troškovi resursa da bi se oni opslužili i to kroz obradu porudžbine, otpremanje robe i sl. veći od prihoda koji se pri tome ostvare.
LL@(7793) A clear example are some retail chains oriented, after they have compared the prices, to discounts or promotions, or, in case of business customers, smaller firms. => Ilustrativan primer su neki maloprodajni lanci koji su orijentisani, nakon kompariranja cena, na popuste i promocije, ili, u slučaju poslovnih kupaca često se radi o manjim firmama.
LL@(7794) The analysis of profitability per customer identifies the activities of customer/user of services service and the cost activators. => Analiza profitabilnosti po kupcima identifikuje aktivnosti opsluživanja kupaca/korisnika usluga i pokretače troškova.
LL@(7795) It determines the profitability of each customer or customer group. => Ona određuje profitabilnost svakog kupca ili grupe kupaca.
LL@(7796) Here, the services for customers/users of services includes all the activities performed in order to sell the goods and satisfy the customers, including advertizing, invitation to buy, delivery, invoicing, after sales service. => Ovde opsluživanje kipaca/korisnika usluga ukljućuje sve aktivnosti da bi se obavila prodaja i zadovoljio kupac, uključujući oglašavanje, poziv na kupovinu, isporuku, fakturisanje, servisiranje posle prodaje.
LL@(7797) It is essential that the customer profitability analysis identify the most profitable customers so that on the basis of this the managers can take steps to ensure that these customers remain loyal to the company in the future. => Bitno je da se analizom profitabilnosti po kupcima identifikuju najprofitabilniji kupci i da u skladu sa time menadžeri mogu preduzeti korake da osiguraju da ovi kupci ostanu lojalni preduzeću i u budućem periodu.
LL@(7798) On the other hand, the knowledge about the unprofitable customers allows for us to communicate with them in terms of reducing costs they cause, or the managers may decide to discontinue servicing these customers Š8Ë. 7. => Sa druge strane, saznanje koji su kupci neprofitabilni omogućava da se sa njima komunicira u smislu sniženja troškova koje oni uzrokuju ili da menadžeri odluče da se ovi kupci više ne opslužuju Š8Ë. 7.
LL@(7799) Customer based profitability management The customer based profitability analysis has proved to enable the managers to identify the most profitable customers, reduce costs for the customers for which the servicing costs are high, introduce new profitable products and services, abandon unprofitable products, services and customers, improve the customer service process, redirect the purchasing mix of customers towards the product/service lines with a higher profit margin, select the customer mix to which they will be oriented and select the type(s) of postsales services they will offer. => Upravljanje profitabilnošću po kupcima Pokazano je da analiza profitabilnosti po kupcima omogućava menadžerima da identifikuju najprofitabilnije kupce, smanje troškove za one kupce gde su visoki troškovi servisiranja, uvedu nove profitabilne proizvode i usluge, odustanu od neprofitabilnih proizvoda, usluga i kupaca, poboljšaju proces servisiranja kupaca, preusmere kupovni miks kupaca na linije proizvoda/usluga sa većom marginom profita, da iizvrše selekciju miksa kupaca prema kojima će se orijentisati i da izaberu tip postprodajnih usluga koje će nuditi.
LL@(7800) A better understanding of the profitability of the present and the prospective customers may help the company increase the overall profit and become more competitive. => Bolje razumevanje profitabilnosti sadašnjih i potencijalnih kupaca može pomoći da preduzeće poveća ukupni profit i da postane konkurentnije.
LL@(7801) This begins with the customer service cost analysis. => 
LL@(7802) Not all customers request the same activities either prior to or after the sales. => 
LL@(7803) Frequent specific customer-related activities include, for example, the costs of processing the offer, the invoicing and collection costs, receivables costs, customer service costs, discount processing costs, storage of returned products costs, marketing and sales costs. => 
LL@(7804) The custome based cost analysis helps identify the activities and causes of customer serving costs prior to and upon the transaction, the costs of products excluded. => 
LL@(7805) Traditionally, these costs are hidden in customer support, marketing and sales functions. => Ovo počinje analizom troškova opsluživanja kupaca.
LL@(7806) Various activities often have different activators. ~~~ Based on the activities and activators related to services in order that the transaction be concluded, the customer costs can be classed into several categories: costs per unit sold to customers (e.g., forwording costs), costs per sales transaction (e.g., invoicing costs), costs of customer support regardless of the quantity of products sold (e.g., sellers travelling charges to visit the buyers), distribution channel costs for each channel the company uses to serve the customers (e.g., costs of regional storehouse to serve principal customers) and the costs of sales support that cannot be identified for one individual unit, customer or distribution channel. => 
LL@(7807) It is important that the customer profitability analysis provide adequate information for an estimate of value per customer. => Bitno je da analiza profitabilnosti po kupcima pruža adekvatne informacije za procenu vrednosti po kupcu.
LL@(7808) The mangers must further estimate the other relevant factors prior to defining the adequate activities for each customer. => Dalje menadžeri moraju da procene ostale relevantne faktore pre nego što odrede akcije koje su odgovarajuće za svakog kupca.
LL@(7809) These facts refer to the customers development potential, the customer operates in, a possible response to the changes in sales or service conditions, the importance to retain the company as a customer because of future sales references. => Ti faktori se odnose na razvojni potencijal kupca, delatnost kojoj kupac pripada, moguću reakciju na promene uslova prodaje ili usluga, značaj da se zadrži preduzeće kao kupac zbog budućih referenci za prodaju.
LL@(7810) It is also possible to quantify the customer life-time value. => Može se kvantifikovati i vrednost vremena života kupca (customer life-time value) To je neto sadašnja vrednost svih procenjenih budućih profita od kupca.
LL@(7811) It is the current net value of all the anticipated profits earned from that particular customer. industry The measurement of profitability and profitability per customer management on the basis of an activity-based profitability analysis is presented in Fifure 1. => Merenje profitabilnosti i upravljanje profitabilnošću po kupcima na bazi analize profitabilnosti zasnovane na aktivnostima je prezentovano na slici 1.
LL@(7812) The vertical axis shows the net margin achieved on the basis of sales to the customers as the difference between the net sales price (even after discounts) and production costs (measured by the ABC product cost accounting model) Šmodified according to 9, p.180Ë. => Vertikalna osa pokazuje neto marginu ostvarenu na bazi prodaje kupcima kao razliku neto prodajne cene (nakon svih popusta) i proizvodnih troškova (merenih putem ABC modela obračuna troškova proizvoda) Šmodif. prema 9, str. 180. ~~~ Ë.
LL@(7813) The horizontal axis presents the costs of serving the customers, including the costs related to the offer, as well as to marketing, technical aspects, sales administration, related to services deliverd to each individual customer, measured by the ABC customer cost accounting model. => Na horizontalnoj osi su predstavljeni troškovi usluživanja kupaca, uključujući troškove vezane za porudžbinu, kao i za marketing, tehničke aspekte, prodajnu administraciju, koji se odnose na opsluživanje svakog pojedinog kupca mereno preko ABC modela obračuna troškova kupaca.
LL@(7814) It is essential that a customer profitability analysis be conducted, that should provide the managers with adequate information for customer value assessment. => Svi kupci ne zahtevaju iste aktivnosti bilo pre, bilo posle prodaje.
LL@(7815) Next, they should evaluate other relevant factors prior to defining concrete activities, appropriate to each customer/user of services. => Česte specifične aktivnosti vezane za kupce uključuju npr.troškove obrade porudžbina, troškove vezane za fakturisanje i naplatu, za potraživanja, za usluge kupcima, za obradu popusta, za ponovno držanje na zalihama vraćenih proizvoda, za marketing i prodaju.
LL@(7816) These factors reflect the customers development potential, a possible response to changes in terms of sales or service delivery; in case of corporate customers, the industry in which the customer operates and the importance that he remains the customer for the purpose of future sales references. => Analizom troškova po kupcima se identifikuju aktivnosti i pokretači troškova usluživanja kupaca pre i posle obavljene trgovine, isključujući troškove proizvoda.
LL@(7817) It is also desirable that the current net value of all the estimated future profits from this customer be quantified. => Tradicionalno su ovi troškovi skriveni u podršci kupcima, marketingu i prodajnoj funkciji.
LL@(7818)  => Profit Visok Neto (ABC) margina profita Nizak Tip kupaca Pasivni proizvod je presudan Skupi za opsluživanje , ali uz visoku neto marginu Osetljivi na cenu ,ali sa malo specijalnih zahteva Agresivni niske prodajne cene kastomizirane usluge Niski Troškovi opsluživanja kupaca Visoki Gubici Razne aktivnosti često imaju razlićite pokretače troškova.
LL@(7819)  => Bazirano na aktivnostima i na pokretačima troškova vezanim za obavljene usluge da bi se stekla i okončala transakcija, troškovi kupaca se mogu klasifikovati u više kategorija: troškovi po jedinici prodatoj kupcima (npr. troškovi otpremanja), troškovi po prodajnoj transakciji (npr. troškovi fakturisanja), troškovi podržavanja kupaca nezavisno od količine prodatih proizvoda (npr.putni troškovi prodavaca da bi posetili kupce), troškovi kanala distribucije za svaki kanal koji preduzeće koristi da bi uslužilo kupce (npr. troškovi regionalnog skladišta koji opslužuju glavne kupce) i oni troškovi podržavanja prodaje koji se ne mogu ustanoviti za pojedinu jedinicu, kupca ili kanal distribucije.
LL@(7820) On the basis of the above presented a conclusion can be drawn that the customer profitability measurement and management, as a more recent concept and practice, is complex and requires additional expert knowledge. => Slika 1. ~~~ Merenje i upravljanje profitabilnošću po kupcima Sa aspekta upravljanja profitabilnošću po kupcima značajno je da su na slici prezentovana četiri tipa kupaca.
LL@(7821) It is important that it opens new prospects for managers in this country towards increasing the long-term business achievements and company competitiveness in both national and international settings. => U donjem levom kvadrantu su kupci koji su osetljivi na cene, tražeći pre svega niske cene proizvoda i popuste, pa su neto margine niske, ali su i troškovi njihovog opsluživanja niski, tako da oni mogu biti profitabilni kupci.
LL@(7822) REFERENCE Š1Ë Hilton, R., Mahler, M., Selto, F., Cost Management, Strategies for Business Decisions, Irwin, McGraw-Hill, International Edition, 2000 Š2Ë Milićević, V., Ilić, B., Značaj novijih kategorija troškova sa stanovišta savremenog menadžmenta, Direktor br.5-6, 2005. => Dalje, u gornjem desnom kvadrantu su kupci koji podrazumevaju visoke troškove opsluživanja (često zbog znatne tehničke i prodajne podrške), ali takođe mogu biti profitabilni ukoliko neto margina ostvarena prodajom ovim kupcima više nego kompen LITERATURA Š1Ë Hilton, R., Mahler, M., Selto, F., Cost Management, Strategies for Business Decisions, Irwin, McGraw-Hill, Š2Ë International Edition, 2000 Š3Ë Milićević, V., Ilić, B., Značaj novijih kategorija troškova sa stanovišta savremenog menadžmenta, Direktor br.5-6, 2005.
LL@(7823) Š3Ë Shim, J. K., Siegel, J.G., Cost Reduction and Control Best Practices, Institute of Management and Administration, John Wiley & Sons, Inc., Hoboken, New Jersey, 2006 Š4Ë Hirschey M., Pappas J., Whigham, D., Managerial Economics, European Edition, Harcourt Brace&Company Limited, London, Š5Ë Blocher, E., Stout, D., Stokins, G., Chen, K., Cost Management, a Strategic Emphasis, McGraw-Hill, Irwin, Boston, 2008 Š6Ë Kaplan, R., Norton D., The Balanced Scorecard, Harvard Business School Press, Boston, 1996 Š7Ë Porter, M., Competitive Advantage, Creating and Systaining Superior Performance, The Free Press, New York, 1985 Š8Ë Png, I., Managerial Economics, Blackwell Publishing, Malden, Oxford, Melbourne, Berlin, Š9Ë Atkinson, A., Banker, R., Kaplan, R., Mark Young, S., Management Accounting, Prentice Hall, Upper Saddle River, New Jersey, 2001 Figure 1. ~~~ Customer-based profitability measurement and management From the point of view of customer-based profitability management, it is important that the Figure presents four types of customers. ~~~ In the bottom left square are the customers sensitive to prices, asking primarily low prices of products and discounts, therefore the net margins are low, the service costs are also low, therefore they can be profitable customers. ~~~ Next, the upper right square shows the customers that count on the high costs of service (often due to considerable technical and sales support), however, they can also be profitable, if the net margin achieved by the sales to these customers compensates in excess the costs of all the necessary resources. => Š4Ë Shim, J. K., Siegel, J.G., Cost Reduction and Control Best Practices, Institute of Management and Administration, John Wiley & Sons, Inc., Hoboken, New Jersey, 2006 Š5Ë Hirschey M., Pappas J., Whigham, D., Managerial Economics, European Edition, Harcourt Brace&Company Limited, London, 1993 Š6Ë Blocher, E., Stout, D., Stokins, G., Chen, K., Cost Management, a Strategic Emphasis, McGraw-Hill, Irwin, Boston, 2008 Š7Ë Kaplan, R., Norton D., The Balanced Scorecard, Harvard Business School Press, Boston, Š8Ë Porter, M., Competitive Advantage, Creating and Systaining Superior Performance, The Free Press, New York, 1985 Š9Ë Png, I., Managerial Economics, Blackwell Publishing, Malden, Oxford, Melbourne, Berlin, Š10Ë Atkinson, A., Banker, R., Kaplan, R., Mark Young, S., Management Accounting, Prentice Hall, Upper Saddle River, New Jersey, 2001 zuje troškove svih potrebnih resursa.
LL@(7824) The company especially values the customers in the uppr left square, bringing high margins at low servicing costs. => Za preduzeće su posebno poželjni kupci u gornjem levom kvadrantu koji donose visoke margine uz niske troškove servisiranja.
LL@(7825) Managers must think about how to retain them despite competition threats. => Menadžer moraju voditi računa o tome kako da se oni zadrže uprkos konkurentskim pretnjama.
LL@(7826) In the bottom right square are the customers bringning low margins and requiring high servicing costs, which is usually the result of ordering small quantities of customized products, with frequent non-standard requirements as regards the logistics and distribution. => U donjem desnom kvadrantu su kupci koji donose niske margine, a zahtevaju visoke troškove opsluživanja, što je obično posledica narudžbi malih količina proizvoda koji su kastomizirani, uz česte nestandardne zahteve koji se odnose na logistiku i distribuciju.
LL@(7827) They prove to be a challenge to managers who have to take steps to increase their profitability. => Oni su izazov za menadžere da preduzmu mere da se njihova profitabilnost poveća. 8.
LL@(7828) 8. ~~~ Conclusion The analysed relationship between the cost management and the customer/user of services profitability measurement means an integrated approach to business information, that is, incorporating the basic economic information referring to costs, sales prices, company income, profit, but also the information that is not expressed in terms of money, such as information on quality, time of delivery, market share, consumer satisfaction, where, from the management point of view, the information on critical success factors is most important. => Zaključak Analizirana veza između menadžmenta troškova i merenja profitabilnosti po kupcima/korisnicima usluga podrazumeva integrisani pristup poslovnim informacijama, odnosno inkorporiranje bazičnih ekonomskih informacija koje se odnose na troškove, prodajne cene, prihod preduzeća, profit, ali i informacija koje nisu u novčanim jedinicama, kao što su informacije o kvalitetu, vremenu isporuke, tržišnom udelu, zadovoljstvu potrošača, pri čemu su sa aspekta upravljanja posebno važne informacije o kritičnim faktorima uspeha.
LL@(7829)  => Bitno je da se izvrši analiza profitabilnosti po kupcima, koja bi trebalo da pruži menadžerima adekvatne informacije za evaluaciju vrednosti po kupcima.
LL@(7830)  => Dalje bi oni trebalo da procene ostale relevantne faktore pre nego što odrede konkretne akcije koje su odgovarajuće za svakog kupca, odnosno korisnika usluga Ti faktori se odnose na razvojni potencijal kupca, moguću reakciju na promene uslova prodaje ili pružanja usluga, kod poslovnih kupaca na delatnost kojoj kupac pripada i na značaj da on ostane kupac zbog budućih referenci za prodaju.
LL@(7831)  => Poželjno je da se kvantifikuje i neto sadašnja vrednost svih procenjenih budućih profita od kupca.
LL@(7832)  => Na osnovu svega izloženog možemo zaključiti da je merenje i upravljanje profitabilnošću po kupcima kao noviji koncept i praksa kompleksno i da zahteva dodatna ekspertska znanja.
LL@(7833)  => Bitno je da ono otvara nove perspektive menažerima u našoj zemlji za povećanje dugoročnog poslovnog uspeha i konkutrentnosti preduzeća u domaćim i u međunarodnim okvirima..
LL@(7834) How the Australian Government Assists the Building and Construction Industry to be Sociality Responsible UDC: 35.072.2(94) ; 347.72.032(94) ; 005.35:69(94) Sonja Petrovic-Lazarevic, Violet Lazarevic Faculty of Business and Economics Monash University, Melbourne, Australia At present every country in the world is trying to minimise the negative effects of the economic crisis. => Kako australijska vlada pomaže građevinskoj industriji da postane društveno odgovorna UDK: ~~~ 35.072.2(94) ; 347.72.032(94) ; 005.35:69(94) Sonja Petrović-Lazarević Violet Lazarević Univerzitet Monash Australija Sve zemlje sveta danas čine napore da svedu negativne efekte ekonomske krize na najmanju meru.
LL@(7835) Australia seems to be suffering least. => Izgleda da je Australija najmanje pogođena ovom krizom.
LL@(7836) This may be because the Australian Government supports the building and construction industry (BCI), which plays a key role in economic growth. => To je možda i zato što australijska vlada pruža veliku podršku građevinskoj industriji (BCI), koja je glavni nosilac njenog ekonomskog razvoja.
LL@(7837) This paper highlights what activities the Australian Government has undertaken to maintain high performance of BCI by supporting sustainable development and corporate social responsibility (CSR). => U ovom radu ističemo aktivnosti koje je australijska vlada preduzela da održi visoku produktivnost građevinske industrije, podržavajući održivi razvoj i korporativnu društvenu odgovornost (CSR).
LL@(7838) Supporting these may lead to greater benefits for organisations. => Ovakva podrška može organizacijama da donese velike koristi.
LL@(7839) These activities provide a framework for industry organisations and other governments to guide their CSR initiatives. => Ove aktivnosti predstavljaju okvir u kome industrijske organizacije i druge vlade mogu da određuju smernice svojih CSR inicijativa. 1.
LL@(7840) Introduction At present, every country in the world is trying to find ways how to minimise negative effects of a recent global economic crisis. => Uvod Sve zemlje u svetu danas pokušavaju da nađu način da svedu negativne efekte globalne ekonomske krize na najmanju meru.
LL@(7841) Many governments are undertaking the actions to help the banking system and industries relevant to the economic growth in order to begin the process of getting out of the economic predicament. => Veliki broj vlada preduzima korake da pomognu bankarskom sistemu i granama industrije značajnim za ekonomski razvoj da započnu proces izlaska iz ekonomskih nedaća.
LL@(7842) Although the developing countries more than developed countries are suffering the effects of the economic crisis, it seems that of all developed countries the Australian economy is least suffering. => Iako zemlje u razvoju u većoj meri osećaju teret ekonomske krize nego razvijene zemlje, izgleda da je privreda Australije najmanje ugrožena ekonomskom krizom od svih razvijenih zemalja.
LL@(7843) One of the reasons may be that the Australian Government supports the industries that mostly contribute to the overall country economic growth. => Jedan od razloga je svakako i to što australijska vlada podržava privredne grane koje u najvećoj meri doprinose ekonomskom rastu zemlje.
LL@(7844) The support can have different forms from introducing and imposing legal actions, to financial package. => Ova podrška ima različite oblike, od uvođenja i primene nekih zakonskih mera, do finansijskih paketa.
LL@(7845) The Australian Government supports the building and construction industry. => Građevinska industija je privredna grana kojoj vlada Australije pruža značajnu podršku.
LL@(7846) Building and construction industry influences the economic growth of every country for three reasons. => Građevinska industrija utiče na ekonomski rast svake zemlje iz tri razloga.
LL@(7847) Firstly, this industry significantly contributes to a growth of gross domestic product (Hillebrandt, 1985). => Prvo, ova industrija značajno doprinosi rastu bruto društvenog proizvoda (Hillebrandt, 1985).
LL@(7848) Secondly, it is interacted with other industries while creating its products and services in a way that when there is a need to accelerate an economic growth, governments usually undertake measures that directly improve a BCI competitive advantage and through the BCI indirectly efficiency and effectiveness of other industries. => Drugo, u procesu stvaranja proizvoda i usluga ona sarađuje sa drugim granama industrije tako što, kad nastane potreba da se ubrza ekonomski rast, vlade obično preduzimaju mere kojima se neposredno povećava konkurentna prednost građevinske industrije, a time posredno i efikasnost i efektivnost ostalih privrednih delatnosti.
LL@(7849) Thirdly, the BCI mainly employs unskilled and semi-skilled workers influencing a rate of employment (Petrovic-Lazarevic, 2002). => Treće, građevinska industrija uglavnom zapošljava nekvalifikovane i polukvalifikovane radnika i na taj način utiče na stopu zaposlenosti (Petrović-Lazarević, 2002).
LL@(7850) One of the sources of competitive advantage today is corporate social responsibility (Rex and Baumann, 2007). => Jedan od izvora kompetitivne prednosti danas jeste i društvena odgovornost (Rex i Baumann, 2007).
LL@(7851) It allows the organizations to attract more cus tomers than the other organisations (Luo and Bhattacharya, 2006) by acting ethically and taking care of the environment (Podnar and Golob, 2007). => Ona omogućava da neke organizacije privuku više potrošača nego druge (Luo i Bhattacharya, 2006) time što deluju etički pozitivno i vode računa o okruženju (Podnar i Golob, 2007).
LL@(7852) This paper highlights what activities the Australian Government has undertaken to maintain high performance of building and construction industry from the point of view of supporting the corporate social responsibility. => U ovom radu ukazujemo na to koje aktivnosti je australijska vlada preduzela da bi održala visoku produktivnost građevinske industrije sa stanovišta podržavanja korporativne društvene odgovornosti.
LL@(7853) In this respect, the paper is divided as follows: after the literature review, an analysis of actions undertaken by the Australian federal government support the corporate social responsibility is presented. => Stoga je ovaj rad zamišljen na sledeći način: posle pregleda literature, predstavljena je analiza aktivnosti koja je vlada Australije preduzela u smislu podrške korporativnoj društvenoj odgovornosti.
LL@(7854) The paper ends with concluding remarks and future research directions. ~~~ The research findings are useful to the academics, practitioners and governments. ~~~ 2. => Na kraju rada donosimo završne primedbe i preporuke u vezi sa pravcima budućih istraživanja. 2.
LL@(7855) Literature review 2.1. ~~~ Corporate social responsibility socially responsible Corporate Social Responsibility is becoming important to research because of its growing importance in influencing behaviour (Blumenthal and Bergstrom, 2002). => Pregled literature 2.1 Korporativna društvena odgovornost Korporativna društvena odgovornost postaje sve značajniji predmet proučavanja zbog sve veće važnosti u podsticanju društveno odgovornog ponašanja (Blumenthal i Bergstrom, 2002).
LL@(7856) Organizations are increasingly implementing corporate social responsibility strategies and activities in order to obtain more value for the organization and in an effort to become more sustainable (Nalewaik and Venters, 2008; Orlitzky et al., 2003; Walsh et al., 2003). => Organizacije sve više primenjuju strategije i aktivnosti iz oblasti korporativne društvene odgovornosti da bi ostvarile veću vrednost za organizaciju i da bi opstale na tržištu (Nalewaik i Venters, 2008; Orlitzky i dr., 2003; Walsh i dr., 2003).
LL@(7857) Crowther (2000) defines corporations as a nexus of contracts, which means that organisations to survive should have dealings and relationships with many groups of people different stakeholders. => Crowther (2000) definiše korporacije kao neksus ugovora, što znači da, da bi organizacije opstale, moraju da sarađuju sa mnogim grupama ljudi različitim stejkholderima (zainteresovanim stranama).
LL@(7858) Organizations cater to and work with these stakeholders and their increasing awareness of the negative effects some firms have on society has made corporate social responsibility more critical. => Organizacije opslužuju i rade sa ovim stejkholderima, a sve veća svest o negativnim efektima koje neke firme imaju na društvo čini da značaj društvene odgovornosti bude sve kritičniji.
LL@(7859) Globalisation is making competing for customers more challenging for organizations, therefore, they are constantly looking for ways to make their businesses stand out and differentiate themselves from competitors (Middlemiss, 2002). => Konkurentnost u uslovima globalizacije predstavlja sve veći izazov za organizacije, stoga one neprestano traže načine da istaknu svoje poslovanje i da se svojim kvaliteton izdvoje od konkurencije (Middlemiss, 2002).
LL@(7860) Corporate social responsibility and how well it is managed can be a way to achieve this distinction in the eyes of the customers. => Korporativna društvena odgovornost i kvalitet s kojim se ostvaruje u očima potrošača može da bude veoma značajna odrednica koja kompaniju izdvaja u tom smislu.
LL@(7861) Increasingly customers are looking for cues from organizational reputation, organizational transparency and environmental assets to determine the value of the organization. => Kada određuju vrednost organizacije, potrošači sve više obraćaju pažnju na ugled, transparentnost i brigu koju organizacija pokazuje za životnu sredinu.
LL@(7862) Traditionally the social environment that an organization operated in was largely discarded from research (Hart, 1995). => Do sada je društveno okruženje u kome organizacija posluje bilo u velikoj meri zapostavljeno u istraživanjima (Hart, 1995).
LL@(7863) Now it is accepted that the social environment can have significant effects on the selection of business strategy and should be considered (Langerak, 1998). => Sada se svi slažu da društveno okruženje može u značajnoj meri da utiče na izbor poslovne strategije i da joj treba posvetiti pažnju (Langerak, 1998).
LL@(7864) Organizations rely on their environments to be able to do business so they should invest in that relationship with the environment and corporate social responsibility can be a means for achieving that (Kitchin, 2003). => Organizacije se u svom poslovanju oslanjaju na svoje okruženje, stoga i treba da investiraju u taj odnos sa okruženjem, a korporativna društvena odgovornost može da predstavlja način da se to postigne (Kitchin, 2003).
LL@(7865) Corporate social responsibility signals to the organizations operating environment that the organization is committed to pursuing issues that their stakeholders care about. => Korporativna društvena odgovornost pokazuje radnom okruženju organizacije da je organizacija posvećena ciljevima značajnim za njene stejkholdere.
LL@(7866) This is important because it indicates to stakeholders and society, which make up the social environment, that the organization wants to work with them and is beneficial to them. => Ovo jeste značajno zatao što se time pokazuje stejkholderima i društvu, koji i čine društveno okruženje, da organizacija želi da sarađuje sa njima i da im donese korist.
LL@(7867) Corporate social responsibility is often implemented because of the belief that it is in the firms best interests (Waddock and Smith, 2000). => Korporativna društvena odgovornost često se primenjuje zato što se veruje da je to u najboljem interesu firme (Waddock i Smith, 2000).
LL@(7868) Corporate social responsibility has been shown to lead to positive outcomes such as competitive advantage and better performance in the share market (Waddock and Smith, 2000). => Pokazalo se da korporativna društvena odgovornost dovodi do pozitivnih ishoda kao što je konkurentska prednost i bolji učinak na tržištu akcija (Waddock i Smith, 2000).
LL@(7869) Increasingly corporate social responsibility is being seen as a significant strategic tool for competing in the global marketplace (Oyewole, 2001). => Korporativna društvena odgovornost se sve više posmatra kao značajan strateški alat u nadmetanju na globalnom tržištu (Oyewole, 2001).
LL@(7870) Johri and Sahasakmontri (1998) argue that corporate social responsibility involves implementing approaches at all stages of the value chain that are aiming to decrease resource use, maximize efficiency and minimize negative impacts on the environment. => Johri i Sahasakmontri (1998) tvrde da korporativna društvena odgovornost znači primenu pristupa kojima se smanjuje količina upotrebljenih resursa, maksimizuje efikasnost, a negativni uticaji na okruženje svode na najmanju meru, i to u svim fazama lanca vrednosti.
LL@(7871) Therefore, corporate social responsibility impacts on strategic considerations and should be integrated with the strategic decisions of an organization. => Stoga se može reći da korporativna društvena odgovornost ima uticaja kada se razmatra strategija i treba je obuhvatiti strateškim odlukama organizacije.
LL@(7872) Undertaking socially responsible actions can be a source of competitive advantage for firms, particularly if their competition is not engaging in corporate social responsibility or is not doing it well (Rex and Baumann, 2007). => Preduzimanje društveno odgovornih aktivnosti može da bude izvor konkurentske prednosti za firme, posebno ako njihova konkurencija ne pokazuje korporativnu društvenu odgovornost ili je ne sprovodi na za dovoljavajući način (Rex i Baumann, 2007).
LL@(7873) This allows the organization to dif ferentiate itself from competitors by engaging in corporate social responsibility (Morris, 1997; Russo and Fouts, 1997). => Time organizacija dobija mogućnost da se istakne u odnosu na konkurenciju time što pokazuje korporativnu društvenu odgovornost (Morris, 1997; Russo i Fouts, 1997).
LL@(7874) Podnar and Golob (2007) found that acting ethically and engaging in corporate social responsibility can lead to competitive advantage because of the way customers respond to these initiatives. => Podnar i Golob (2007) zaključuju da poštovanje etičkih principa i korporativne društvene odgovornosti može da ima za posledicu konkurentsku prednost pošto potrošači pozitivno reaguju na ovakve inicijative.
LL@(7875) Customers assess companies that engage in corporate social responsibility in a more positive light and tend to choose these companies over others who do not engage in corporate social responsibility (Podnar and Golob, 2007). => Potrošači više cene društveno odgovorne kompanije i radije se okreću ovakvim kompanijama nego onima koje se tako ne ponašaju (Podnar i Golob, 2007).
LL@(7876) In addition, customers experience more satisfaction from their experiences with firms that employ corporate social responsibility initiatives (Luo and Bhattacharya, 2006). ~~~ Corporate social responsibility activities implemented by an organization are seen as contributing to the future by ensuring that there is an environment within which to operate in the future (Middlemiss, 2002). => Pored toga, zadovoljstvo potrošača je veće kod kompanija koje primenjuju inicijative iz oblasti korporativne društvene odgovornosti i Bhattacharya, 2006). (Luo Korporativna društvena odgovornost koju kompanija pokazuje posmatra se kao aktivnosti kompanije u pravcu stvaranja boljeg okruženja u kome će poslovati u budućnosti (Middlemiss, 2002).
LL@(7877) This communicates to stakeholders the organizations commitment to their business is enduring and that they are prepared to invest in creating long-term value for stakeholders which will benefit them both now and in the future. => To stejkholderima pokazuje da je kompanija i dalje posvećena njihovim interesima i da je spremna da ostvaruje dugoročnu korist za njih, i sada i u buduće.
LL@(7878) Therefore, practicing corporate social responsibility can indicate to the customers that the organization is committed to addressing issues that they are concerned with. => Stoga primena korporativne društvene odgovornosti pokazuje potrošačima da je spremna da se bavi pitanjima koja su od njihovog interesa.
LL@(7879) Bowen (1953) defines corporate social responsibility as a firms duty to society to act in a way that was congruent with the goals and ideals of society at large. => Bowen (1953) definiše korporativnu društvenu odgovornost kao dug koju orgnizacija ima prema društvu, dužnost da se ponaša na način koji je u skladu sa ciljevima i idealima društva kao celine.
LL@(7880) This can include any actions undertaken by the firm in order to lead to minimizing adverse effects on society or leading to socially favourable outcomes (Maignan, 2001). => To obuhvata bilo koju aktivnost koju firma sprovodi da bi negativne efekte na društvo svela na najmanju meru ili da bi ostvarila društveno povoljne ishode (Maignan, 2001).
LL@(7881) Corporate social responsibility activities usually do not lead to profits in the short-term for the organization, and because potential long-term benefits are difficult to predict and measure, many organizations are sceptical about the benefits of corporate social responsibility (Kitchin, 2003). => Korporativna društvena odgovornost organizaciji obično ne donosi kratkoročne profite, a potencijalne dugoročne koristi je teško predvideti i meriti, tako da su mnoge firme skeptične u pogledu aktivnosti iz oblesti korporativne društvene odgovornosti (Kitchin, 2003).
LL@(7882) Corporate social responsibility is about preventing harm from happening to organizational stakeholders as a result of the organizations actions and trying to increase stakeholders wellbeing (Mohr, Webb and Harris, 2001). => Korporativna društvena odgovornost predstavlja i napor da se spreči šteta po stejkholdere koja može da proistekne iz organizacionih aktivnosti usmerenih na ostvarivanje koristi za njih (Mohr, Webb i Harris, 2001).
LL@(7883) For Carrol (1991) corporate social responsibility relates to the responsibility of corporations along four dimensions: economic, legal, ethical and discretionary. => Carrol (1991) tvrdi da se korporativna društvena odgovornost odnosi na odgovornost korporacija u četiri dimenzije: ekonomskoj, pravnoj, etičkoj i diskrecionoj.
LL@(7884) The economic dimension describes the organizations responsibility to be profitable, and generate returns for their stakeholders. => Ekonomska dimenzija označava odgovornost kompanije da bude profitabilna i da ostvari povraćaj za njene stejkholdere.
LL@(7885) The legal dimension illustrates organisational responsibility to abide by legal standards and regulations. => Pravna dimenzija odražava odgovornost organizacije da se ponaša po zakonskim normama i propisima.
LL@(7886) The ethical dimension refers to developing codes of ethics, ethical norms, and values such as honesty particularly in relationships with customers and employees. => Etička dimenzija se odnosi na razvijanje kodeksa etike, etičkih normi i vrednosti kao što je poštenje, posebno u odnosima sa potrošačima i sa zaposlenima.
LL@(7887) The discretionary responsibility includes any voluntary or philanthropic deeds carried out by the organization to contribute to the good of society. => Diskreciona odgovornost obuhvata svaki voljni ili filantropski postupak organizacije kojim se ostvaruje dobrobit za društvo.
LL@(7888) 1. ~~~ According to Petrovic-Lazarevic (2008), corporate social responsibility is a set of principles established by an organisation to meet societal expectations of appropriate business behaviour and achieve best practice through social benefits and advantage. => Prema Petrović-Lazarević (2008), korporativna društvena odgovornost predstavlja skup principa koje organizacija utvrđuje da bi ispunila društvena očekivanja u vezi sa odgovarajućim poslovnim ponašanjem i postigne najbolju praksu putem društvene koristi i održive konkurentske prednosti.
LL@(7889) Accordingly, an organisations corporate social responsibility may be estimated by analysing the following activities: competitive sustainable 2. => Prema tome, korporativna društvena odgovornost jedne organizacije može da se ocenjuje tako što će se analizirati sledeće aktivnosti: ~~~ 1.
LL@(7890) Companys moral obligation to be good citizen and to do the right thing 3. => Moralna obaveza kompanije da bude dobar gra đanin i čini prave stvari. 2.
LL@(7891) Sustainability or meeting the needs of the present without compromising the ability of future generations to meet their own needs 4. => Održivost i zadovoljavanje potreba u sadašnjosti ne dovodeći u pitanje mogućnosti budućih generacija da zadovolje svoje sopstvene potrebe 3.
LL@(7892) Reputation to justify corporate social responsibility initiatives to improving companys image 5. => Ugled kojim se opravdavaju inicijative iz oblasti korporativne društvene odgovornosi za poboljšanje slike kompanije 4.
LL@(7893) External aspects that relate to relationship with suppliers and commitment to local community protection and engagement 6. => Spoljni aspekti koji se odnose na odnose sa dobavljačima i posvećenost zaštiti i obuhvatu lokalne zajednice 5.
LL@(7894) Internal aspects that cover relationship with em ployees and unions 7. => Unutrašnji aspekti koji obuhvataju odnose sa za poslenima i sindikatima 6.
LL@(7895) Accountability and transparency that include commitment to reporting on corporate social responsibility. => Pouzdanost i transparentnost koje uključuju posvećenost kompanije obaveštavanju okruženja o svojoj korporativnoj društvenoj odgovornosti.
LL@(7896) The corporate social responsibility literature has revolved for many years around whether or not the organizations has a duty to society in terms of their impact on it or whether their only duty is to make money for their shareholders (Capaldi, 2005). => Literatura o korporativnoj društvenoj odgovornosti se dugo godina bavila pitanjem da li organizacije imaju dužnosti prema društvu u smislu svog uticaja na društvo ili ne, kao i da li je njihova jedina dužnost da zarađuju novac svojim akcionarima (Capaldi, 2005).
LL@(7897) This debate seems to be less important in current times because of the pressure in the market to take up corporate social responsibility and the societal-backlash towards companies like Enron and others (Capaldi, 2005; Middlemiss, 2002). => Danas ova debata nije toliko značajna zbog pritiska tržišta na organizacije da preuzmu korporativnu društvenu odgovornost i ogorčenja koje društvo pokazuje prema kompanijama kao što su Enron i druge (Capaldi, 2005; Middlemiss, 2002).
LL@(7898) Societal tolerance for companies who do everything possible for profit, no matter how detrimental it might be for the collective good of society, is waning (Kitchin, 2003). => Društvena tolerancija prema kompanijama koje bi učinile bilo šta samo da ostvare profit, bez obzira štetu koju pritom može da pretrpi društvo, polako se kruni (Kitchin, 2003).
LL@(7899) During the last several decades of research in this area, corporate social responsibility has also undergone a lot of criticism as a concept (Quazi and OBrien, 2000). => 
LL@(7900) It has been accused of being ill-defined (Preston and Post, 1975), lacking empirical support and theoretical integration (DeFillipi, 1982), and difficult to study objectively (Aupperle et al., 1985). => 
LL@(7901) Despite of criticism, corporate social responsibility has been widely accepted and applied by organisations. => Uprkos kritikama, korporativna društvena odgovornost je postala široko prihvaćena i primenjena u organizacijama.
LL@(7902) It has also been supported by the Government. => Dobila je i podršku vlade.
LL@(7903) Since the building and construction industry differs from the other industries, in order to understand how the Governments support to this industry helps to overcome the negative effects of the global economic crisis, the characteristics of the industry are below explained in more details. ~~~ 2.2. => Pošto se građevinska industrija razlikuje od ostalih grana industrije, detaljnije ćemo se pozabaviti njenim karakterstikama, a da bismo razumeli kako i šta vlada čini da joj pomogne da prevaziđe negativne efekte globalne ekonomske krize. 2.
LL@(7904) Building and construction industry Building and construction industry has a reputation of the one of the oldest industries which can significantly contribute to the economic recovery of the country destroyed by political, economic and natural disaster (Petrovic-Lazarevic, 2005). => Građevinska industrija Građevinska industrija slovi kao jedna od najstarijih industrija koja može u značajnoj meri da doprinese ekonomskom oporavku zemlje uništene političkim, ekonomskim ili prirodnim katastrofama (Petrović-Lazarević, 2005).
LL@(7905) Building and construction industry has specific physical nature of the product, the structure of the industry and the organization of the building and construction process (Petrovic-Lazarevic, 2003). => Građevinarstvo se odlikuje specifičnom prirodom proizvoda, strukturom industrije i organizacijom procesa građenja (Petrović-Lazarević).
LL@(7906) The product of building and construction industry is mostly large and expensive and since it is located in a specific geographic area not generally transportable. => Proizvod građevinske industrije je uglavnom velikih dimenzija i skup, lociran u određenoj geografskoj oblasti, i uglavnom ga je teško prenositi.
LL@(7907) Buildings and other structures are usually made to meet the requirements of each customer. => Zgrade i druge građevine obično se grade za zadovoljenje potreba svakog potrošača posebno.
LL@(7908) Three separate groups of people: client, designer and contractor are involved in a building process based on projects. => U procesima zasnovanim na projektima obično učestvuju tri grupe ljudi: klijent, projektant i izvođač radova.
LL@(7909) Each project consists of several organizations subcontractors that operate with its own objectives and pressures. => Svaki projekat obuhvata nekoliko organizacija, podizvođača koje imaju svoje posebne ciljeve i pritiske koje podnose.
LL@(7910) Project manager is in charge of overall costs, time and quality of actions undertaken. => Projektni menadžer je odgovoran za ukupne troškove, vreme i kvalitet preduzetih radova.
LL@(7911) Building and construction industry firms consist of large organizations with usually over 20 employees and small to medium enterprises (with less than 20 employees. => Građevinske firme obuhvataju velike organizacije koje obično imaju više od 20 zaposlenih i mala ili srednja preduzeće sa manje od 20 zaposlenih.
LL@(7912) Large organisations take form of corporation indicating that corporate governance is an applied management style (Petrovic-Lazarevic, 2004). => Velike organizacije prerastaju u korporacije čime pokazuju da korporativno upravljanje predstavlja tip primenjenog menadžmenta (Petrović-Lazarević, 2004).
LL@(7913) Because of the influence of the building and construction industry to the Australian economy, the Australian Government is paying specific attention to support its wellbeing. => Pošto je uticaj građevinske industrije na privredu Australije značajan, australijska vlada posebnu pažnju posvećuje dobrobiti ove privredne grane.
LL@(7914) This paper highlights what the Government has undertaken so far. => U ovom radu opisaćemo šta je vlada učinila do sada. [ta se radi u Australiji?
LL@(7915)  => U istraživanjima koja se poslednjih decenija vrše u ovoj oblasti korporativna društvena odgovornost kao koncept doživela je veliku kritiku (Quazi i OBrien, 2000).
LL@(7916) What is done in Australia? social responsibility, Following Petrovic-Lazarevic (2008) definition of corporate the Australian Government should influence the organisational sustainability and relationship between employers and unions; while the organisations themselves should take care of their reputation to justify corporate social responsibility initiatives to improving their image, relationship with suppliers and commitment to local community protection and engagement, and accountability and transparency that include commitment to reporting on corporate social responsibility. who seemed to be the most eligible to providing the right information not only for Queensland, but Australia as well. => Govorili su da je pogrešno definisana (Preston i Post, 1975), da nema empirijsku podršku niti teorijski integritet (DeFillipi, 1982) i da ju je teško objektivno proučavati (Aupperle i dr., 1985). ~~~ Iz definicije korporativne društvene odgovornosti Petrović-Lazarević (2008) sledi da australijska vlada treba da utiče na organizacionu održivost i odnos između poslodavaca i sindikata, dok same organizacije treba da brinu o svom ugledu kojim garantuju da njihove inicijative u korporativnoj društvenoj odgovornosti poboljšavaju sliku o njima, njihovom odnosu sa dobavljačima i njihovu posvećenost zaštiti i obuhvatu okruženja, i o pouzdanosti i transparentnosti kojom je obuhvaćena njihova volja da obaveštavaju o korporativnoj društvenoj odgovornosti koju primenjuju.
LL@(7917) The influence on relationship between employers and unions pursues through the regulations. => Uticaj na odnose između poslodavaca i sindikata definisan je propisima.
LL@(7918) However, the governmental influence on the organisational sustainability is specifically applied. => Ipak, vlada čini posebne korake da pojača organizacionu održivost.
LL@(7919) This is in particular related to the preservation of a healthy environment. => To se posebno odnosi na očuvanje zdrave životne sredine.
LL@(7920) The United Nations Conference on Environment and Development held in Rio de Janeiro in 1992 is understood as a key activity globally undertaken to support sustainability (International Environmental Law and Policy Series, 1993). => Konferencija Ujedinjenih nacija o životnoj sredini i razvoju održana u Rio de @aneiru 1992. godine smatra se ključnom aktivnošću koja je sprovedena na globalnom planu da bi se obezbedio održivi razvoj (Međunarodni zakon o politici očuvanja životne sredine, 1993).
LL@(7921) The Conference pointed to the relevance of governments participants of the Conference, to establish a national strategy for sustainable development. => Na konferenciji je ukazano na obavezu zemalja učesnica konferencije da utvrde nacionalnu strategiju održivog razvoja.
LL@(7922) It further required to integrate environment and development at the policy, planning and management levels; provide an effective legal and regulatory framework; make effective use of economic instruments and market and other instruments; and establish systems for integrated environmental and economic accounting (International Environmental Law and Policy Series, 1993, Agenda 21:199). => Zahtev je bio da se integriše životna sredina i razvoj na odgovajućem nivou politike, planiranja i upravljanja; da se obezbedi efikasan zakonski i regulatorni okvir, da se efikasno primene ekonomski instrumenti, tržišni i drugi instrumenti i da se uspostave sistemi za integrisanu pouzdanost okruženja i privrede (Međunarodni zakon o politici očuvanja životne sredine, 1993, Agenda 21:199).
LL@(7923) Australia is an example of a few countries whose Government has taken activities to introduce more systematic consideration of the environment prior to the Rio Conference. => Australija pripada nekolicini zemalja čija je vlada razmatrala pitanja životne sredine pre konferencije u Riju.
LL@(7924) In 1989 the Australian Government has initiated a National Strategy for Ecologically Sustainable Development (Houghton, 1998). => Godine 1989. australijska vlada je inicirala Nacionalnu strategiju za ekonomski održivi razvoj (Houghton, 1998).
LL@(7925) The aim of the Strategy was to ensure that sustainable economic, social and environmental developments were achieved by satisfying the needs of the present, without compromising the ability of future generations to meet their needs (Houghton, 1998:1). => Cilj ove strategije bio je da se obezbedi postizanje održivog ekonomskog, društvenog i ekološkog razvoja tako što će se zadovoljiti potrebe u sadašnjosti, ali se neće dovoditi u pitanje mogućnost budućih generacija da zadovoljavaju svoje potrebe (Houghton, 1998:1).
LL@(7926) The ISO 9001 New Quality Standards has been applied in Australia. => U Australiji su primenjeni Novi standardi kvaliteta ISO 9001.
LL@(7927) The Certification to an ISO 9001 standard confirms that formalized business processes are being applied, thus are used as a marketing tool. => Sertifikacija standarda ISO 9001 potvrđuje da su primenjeni formalizovani poslovni procesi i time su postali marketinški alat.
LL@(7928) However, the Standards do not cover the issues relevant to the sustainability or maintenance and preservation of a healthy environment. => Ipak, Standardi ne obuhvataju pitanja značajna za razvoj ili održavanje i očuvanje zdravog okruženja.
LL@(7929) Australia is made of two national territories and six states. => Australiju čine dve nacionalne teritorije i šest država.
LL@(7930) For the purpose of this paper we have drew attention to what has been done for the building and construction industry mostly in Queensland. => U ovom radu mi smo se bavili onim što se čini za građevinarstvo uglavnom u Kvinslendu.
LL@(7931) The reason to choose Queensland was that we have had an immediate access to the real source of actions undertaken, and have interviewed the person Queensland has established the Integrated Planning Act (1999) to protect environment. => Razlog što je odabran Kvinslend je taj što smo u ovom slučaju imali neposredan pristup stvarnim izvorima o preduzetim aktivnostima i obavili smo razgovor sa osobom koja je bila najpozvanija da da pravu informaciju ne samo za Kvinslend, već i za čitavu Australiju.
LL@(7932) As a result, every development approval has to be in accordance with the Integrated Planning Act. => Sa ciljem da zaštiti životnu sredinu, Kvinslend je doneo Zakon o jedinstvenom planiranju (1999).
LL@(7933)  => Tako je svaka dozvola za gradnju morala da bude u skladu sa ovim zakonom.
LL@(7934) Before the Integrated Planning Act, development approval was subject to different building related acts. => Pre Zakona o jedinstvenom planiranju, dozvola za gradnju morala je da bude u skladu i sa još nekoliko zakona koji su se odnosili na građevinarstvo.
LL@(7935) For example, Standard Building Law existed for building work to be designed and constructed in accordance with the structural and other standards; the Environmental Protection Act ensured for environmentally relevant activities were established to minimise the risk of environmental harm occurring (Integrated Planning Act, 1999: 81). => Na primer, Zakon o standardnoj gradnji zahtevao je da se gradnja projektuje i konstruiše u skladu sa građevinskim i drugim standardima; Zakon o zaštiti životne sredine uredio je da aktivnosti značajne za zaštitu okruženja budu sprovedene tako da se rizik štete po životnu sredinu svede na najmanju meru (Zakon o jedinstvenom planiranju, 1999:81).
LL@(7936) With the Integrated Planning Act the common rules were introduced and demarcations between building control matter, planning matter or an environmental authority matter was made clear. => Zakon o jedinstvenom planiranju uveo je neke zajedničke odredbe; odredbe u vezi sa kontrolom gradnje, planiranjem i zaštitom životne sredine postale su sasvim jasne.
LL@(7937) Now the development approval goes through the local governments. => Sada dozvole za gradnju izdaju lokalne vlasti.
LL@(7938) Thus, builders tender must be in accordance with the Integrated Planning Act. => Tako tender za gradnju mora da bude u skladu sa Zakonom o jedinstvenom planiranju.
LL@(7939) For a small business, it is a common knowledge that developers transfer environment regulations to builders to fulfil. => U slučaju malih firmi, opšte je poznato da građevinari prenose odgovornost za zaštitu životne sredine na graditelje.
LL@(7940) In big companies, however, environmental divisions usually exist to ensure activities are undertaken on current environmental topics and relevant information about it is provided. => Međutim, u velikim kompanijama postoje i odeljenja za zaštitu okoline koja se staraju da se aktivnosti preduzimaju po pravilima o zaštiti sredine i o tome obaveštavaju javnost.
LL@(7941) When it comes to public work greater than $250,000.00, building contractors from Queensland, Victoria and New South Wales must satisfy criteria for environmental performance. => Kada se radi o javnim radovima koji prelaze sumu od 250,000 dolara, građevinari iz Kvinslenda, Viktorije i Novog Južnog Velsa moraju da zadovolje kriterijume zaštite životne sredine.
LL@(7942) This is done through the PQC Certificate of Registration (Prequalification PQC, 2003). ~~~ PQC Certificate of Registration (P=pretender; Q=qualification; C=criteria) includes various systems in place such as Environmental Management Standard and quality management related systems. => To čine putem PQC Sertifikata o registraciji (predkvalifikacioni PQC, 2003) PQC sertifikat (P=pretendent; Q=kvalifikacija; C= kriterijum) obuhvata različite sisteme, kao što su Standard o upravljanju životnom sredinom i sistemi koji se odnose na upravljanje kvalitetom.
LL@(7943) The Environmental Management Standard (ISO 14001 EMS) indicates the environmental responsibility. => Standard u upravljanju životnom sredinom (ISO 14001EMS) ukazuje na odgovornost prema životnoj sredini.
LL@(7944) It covers financial, technical, safety and environment criteria that have to be satisfied and submitted with a tender. => On obuhvata finansijske, tehničke kriterijume i kriterijume koji se odnose na bezbednost i životnu sredinu koji se moraju zadovoljiti i podneti zajedno sa tenderom.
LL@(7945) It also implies the application of sustainability practices in an effort to help future generations meet their needs (Petrovic-Lazarevic, 2009). => On takođe podrazumeva i primenu postupaka za održivi razvoj da bi i buduće generacije mogle da zadovoljavaju svoje potrebe (Petrović-Lazarević, 2009).
LL@(7946) Further, the environment criteria are related to health and safety. => Pored toga, kriterijumi o životnoj sredini obuhvataju i zaštitu zdravlja i bezbednost.
LL@(7947) Australian standards AS/NZS 4804:2001, occupational, health and safety management systems and AS/NZS/ISO 14001:2004 EMS, are closely related; both are government endorsed standards designed to guide organizations in establishing healthy working environments, and subsequently providing a framework for the application of metrics to measures, evaluate and improve performance. => Australijski standardi AS/NZS 4804:2001, sistemi upravljanja profesijom, zdravstvenom zaštitom i bezbednošću i AS/NZS/ISO 14001:2004 EMS su tesno povezani. ~~~ I jedne i druge je uspostavila vlada da bi usmerila organizacije da stvaraju zdravo radno okruženje i time stvore okvire za primenu mera kojima se meri, procenjuje i poboljšava učinak.
LL@(7948) However, they are not equally applied all over Australia. => Oni se, ipak, ne primenjuju na isti način svuda u Australiji.
LL@(7949) Hence, state and federal regulations of occupational, health and safety measures differ. => Tako se federalni propisi o profesiji, zdravstvenoj zaštiti i bezbednosti razlikuju.
LL@(7950) They need to be rectified in order to improve the industrys occupational, health and safety performance (Petrovic-Lazarevic et al, 2007). => Oni se moraju popraviti da bi se poboljšao učinak u oblasti profesionalne i zdravstvene zaštite i bezbednosti na radu (Petrović-Lazarević i dr., 2007).
LL@(7951) There is also a need to improve sub-contractors safety and have intensified on-going government, building and construction industry and union communication and collaboration, at both state and federal levels (Cole, 2003). => Takođe je potrebno poboljšati bezbednost podizvođača i uspostaviti stalnu komunikaciju i saradnju između vlade, građevinske industrije i sindikata, kako na državnom, tako i na saveznom nivou (Cole, 2003).
LL@(7952) At present a significant difference in legislature between the states exists; there is no national cohesiveness concerning occupational, health and safety; and the trust between industry management and the builders unions is low (Petrovic-Lazarevic, 2009). => U ovom trenutku postoje velike razlike u zakonodavstvu između saveznih država, a poverenje između uprave u ovoj grani i sindikata u ovoj oblasti je na niskom nivou (Petrović-Lazarević, 2009).
LL@(7953) Further, it has been researched and found that the tripartite communication (government, industry, union) needs to be implemented in the Australian building and construction industry (Petrovic-Lazarevic, 2009). => Pored toga, istraživanja su pokazala da je u građevinsku industriju u Australiji potrebno uvesti tripartitnu komunikaciju (vlada, industrija, sindikati).
LL@(7954) The federal government should take actions by setting unified national occupational, health and safety policy guidelines for the states. => Savezna vlada bi trebalo da da direktive kojima će regulisati nacionalnu politiku za profesiju, zdravstvenu zaštitu i bezbednost za sve države.
LL@(7955) The industry should pursue occupational, health and safety measures with clear responsibility and accountability for both managers and workers, and implementation of on-going occupational, health and safety training and education. => Privredna delatnost mora da poštuje mere za profesionalnu i zdravstvenu zaštitu i bezbednost na radu, a jasno se definiše da odgovornost za to snose i menadžeri i radnici, kao i za stalno obrazovanje i obuku u oblasti profesionalne i zdravstvene zaštite i bezbednosti na radu.
LL@(7956) The role of the union would be to lead dialogue with government and industry in the development of detailed occupational, health and safety strategies. => Uloga sindikata bila bi da vodi dijalog sa vladom i sa ovom privrednom granom i razvije detaljne strategije profesije, zdravstvene zaštite i bezbednosti na radu.
LL@(7957) In accordance with the Rio Conference 1992, the Sydney Olympic Games 2002 were proclaimed as green games. => U skladu sa konferencijom u Riju 1992. godine Olimpijske igre u Sidneju 2002. godine proglašene su zelenim igrama.
LL@(7958) That is, building companies that were involved with building Olympic Games objects had to satisfy criteria relevant to Environmental Management. => To znači da su građevinske kompanije koje su gradile sportske objekte za Olimpijske igre morale da zadovolje kriterijume upravljanja životnom sredinom.
LL@(7959) The Green Building Council Australia was established in 2002, for encouraging the adoption of green building practices... by promoting green building programs, technologies, design practices and operations as well as the integration of green building initiatives into mainstream design, construction and operation of building (Green Building Council Australia,2002: 1). => Savet za ekološku gradnju Australije uspostavljen je 2002. godine u cilju podsticanja usvajanja prakse zelene (ekološke) gradnje ... promocijom programa, tehnologije, projektovanja i operacija zelene gradnje kao i ujedinjenjem inicijativa zelene gradnje u jedan zajednički sistem projektovanja, gradnje i rada u građevinarstvu (Savet za ekološku gradnju Australije, 2002:1).
LL@(7960) Additional effort that the Australian Government has done in order to raise national awareness of sustainability was the proclamation of 2004 as the Year of the Built Environment (Built Environment - Curriculum Context, 2004). => Da bi podigla nacionalnu svest o održivosti, australijska vlada je učinila još nešto: proglasila je 2004. godinu Godinom izgrađene životne sredine širom Australije (Izgrađena sredina kontekst plana i sadržaja, 2004).
LL@(7961) It was along with the request of Rio Conference 1992 to establish a national strategy for sustainable development. across Australia Finally, to maintain and improve the quality of life by protection of natural resources, fostering resource-efficiency (General Environment, 2008), and to avoid preventable illnesses which are directly caused by environmental factors (World Health Organization, 2009) such as exposures to physical, chemical and biological risk factors The National Association of Testing Authorities (NATA, 2005) has been established. => To je bilo u skladu sa zahtevima konferencije u Riju za uspostavljanjem nacionalne strategije održivog rasta. ~~~ Konačno, u cilju održavanja i poboljšanja kvaliteta života putem zaštite prirodnih resursa, podsticanja efikasnosti u korišćenju resursa (Opšte okruženje, 2008) i u cilju sprečavanja bolesti izazvanih faktorom životne sredine, koje se inače mogu sprečiti (Svetska zdravstvena organizacija, 2009), kao što je izloženost fizičkim, hemij skim i biološkim faktorima rizika uspostavljena je Nacionalna asocijacija za proveru (NATA, 2005).
LL@(7962) NATA is Australias national laboratory accreditation authority that recognizes and promotes facilities competent in specific types of testing, measurement, inspection and calibration (NATA, 2005: 1). => NATA je australijska nacionalna služba za akreditaciju koja uvažava i unapređuje mogućnosti i načine koji se primenjuju u specifičnim tipovima testiranja, merenja, provere i kalibriranja (NATA, 2005:1).
LL@(7963) It operates through the Environmental Management Standard, quality management, occupational, health and safety measures. => Funkcioniše primenom Standarda upravljanja životnom sredinom (EMS), upravljanja kvalitetom, i mera za profesionalnu i zdravstvenu zaštitu i bezbednost na radnom mestu.
LL@(7964) It prevents use of material dangerous both for humans and environment. => Ona sprečava korišćenje materijala koji su štetni i za ljude i za životnu sredinu.
LL@(7965) For example, soil sulphate does not directly influence human but through environment it does. => Na primer, so sumporne kiseline iz zemljišta nema neposredno dejstvo na ljude, ali njen uticaj preko životne sredine i te kako postoji.
LL@(7966) Conclusions After the United Nations Conference held in Rio in 1999, the Australian government is paying a significant attention to provide framework for the Australian building and construction industry organisations to be socially responsible. => Zaključak Nakon Konferencije Ujedinjenih nacija održane u Rio de @aneiru, 1999. australijska vlada je učinila značajne korake da stvori okvir u kojem bi australijske građevinske kompanije poslovale na društveno odgovoran način.
LL@(7967) Apart of introduction of Integrated Planning Act in 1999, declaration of Sydney Green Games in 2003, proclamation of year as 2004 as a Year of the Built Environment across Australia, the PQC Certificate of Registration for public work, and NATA - it seems the Government still has some additional work to do in terms of occupational, health and safety regulations. => Pored Zakona o jedinstvenom planiranju donetog 1999. godine, deklaracije o Olimpijskim igrama u Sidneju 2003. godine, proglašavanja 2004. godine godinom izgrađene životne sredine širom Australije, PQC Sertifikata o registraciji za javne radove i NATA izgleda da vlada ima još toga da poradi u smislu propisa o profesionalnoj i zdravstvenoj zaštiti i bezbednosti na radu.
LL@(7968) All of that points to the Australian Government determination to support corporate social responsibility of organisations in the building and construction industry. => Sve ovo ukazuje na čvrstu volju australijske vlade da podrži korporativnu društvenu odgovornost organizacija u građevinarstvu.
LL@(7969) It remains to the organisations to further invest in their relationship with the environment through corporate social responsibility as being indicated by Kitchin (2003). => Na ovim organizacijama je da dalje investiraju u odnose sa okruženjem putem korporativne društvene odgovornosti kako je to pokazao Kitchin (2003).
LL@(7970) By undertaking socially responsible actions corporations have higher chances to gain competitive advantage; thus supporting Rex and Baumanns (2007) statement. => Prduzimanjem aktivnosti sa društvenom odgovornošću korporacije će imati veće šanse da postignu konkurentnu prednost, čime se dokazuje i tvrdnja koju iznose Rex i Baumann (2007).
LL@(7971) With the Australian building and construction industry corporations maintaining and further developing their business, it seems there is more chance to minimise negative effects of the global economic crisis. => Ako australijska građevinska industrija održava i dalje razvija poslovanje, veće su i mogućnosti da se negativni efekti globalne ekonomske krize svedu na najmanju meru.
LL@(7972) Further research should concentrate to measure the influence of corporate social responsibility on business performance of building and construction industry corporations. => 
LL@(7973) (The authors are grateful to Mr Frank Ellison, Quality Assurance and Environment, Watpac Construction Australia for his help in finding the adequate information and constructive suggestions of how to improve the paper.) => 
LL@(7974) REFERENCES Š1Ë Aupperle, K.E., Carroll, A.B., and Hatfield, J.D. (1985) ~~~ An empirical examination of the relationship between corporate social responsibility and profitability, Academy of Management Journal, 28 (2): 446-463. => Dalja istraživanja trebalo bi da se usredsrede na merenje uticaja korporativne društvene odgovornosti na poslovne rezultate korporacija u oblasti građevinarstva. (Autori ovim putem zahvaljuju g. Frank Ellison-u iz Quality Assurance and Environment, Watpac Construction Australia za pomoć u prikupljanju odgovarajućih informacija i za konstruktivne predloge u vezi sa poboljšanjem ovoga rada.) LITERATURA Š1Ë Aupperle, K.E., Carroll, A.B., and Hatfield, J.D. (1985) An empirical examination of the relationship between corporate social responsibility and profitability, Academy of Management Journal, 28 (2):
LL@(7975) Š2Ë Blumenthal, D. and Bergstrom, A.J. (2002) => 446-463. Š2Ë Blumenthal, D. and Bergstrom, A.J. (2002) Brand councils that care:
LL@(7976) Brand councils that care: Towards the convergence of branding and corporate social responsibility, Brand Management, 10 (4): 327-341. => Towards the convergence of branding and corporate social responsibility, Brand Management, 10 (4):
LL@(7977) Š3Ë Bowen, H.R. (1953), Social Responsibilities of the Businessman, New York: Harper & Row. => 327-341. Š3Ë Bowen, H.R. (1953), Social Responsibilities of the Businessman, New York:
LL@(7978) Š4Ë Built Environment - Curriculum Context (2004), http://www.det.wa.edu.au/education/cmis/eval/ curriculum/pathfinders/ybe/index.htm, Assesses 19/01/2009. => 
LL@(7979) Š5Ë Capaldi, N. (2005) => Harper & Row.
LL@(7980) Corporate social responsi bility and the bottom line, International Journal of Social Economics, 32 (5): 408-423. => Š4Ë Built Environment - Curriculum Context (2004), http://www.det.wa.edu.au/education/cmis/eval/curriculum/pathfinders/ybe/index.htm, Assesses 19/01/2009. Š5Ë Capaldi, N. (2005) Corporate social responsibility and the bottom line, International Journal of Social Economics, 32 (5):
LL@(7981) Š6Ë Carroll, A.B. (1991) => 408-423. Š6Ë Carroll, A.B. (1991) Corporate social performance measurement:
LL@(7982) Corporate social perform ance measurement: A comment on methods for evaluating an elusive construct, in L.E. Post (ed.), Research in Corporate Social Performance and Policy, (12): 385-401. => A comment on methods for evaluating an elusive construct, in L.E. Post (ed.), Research in Corporate Social Performance and Policy, (12):
LL@(7983) Š7Ë Cole, R. (2003) => 385-401. Š7Ë Cole, R. (2003) Reform of Occupational Health and Safety:
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LL@(7985) The dialects of corporate value management, in Arnold, G. and Davis, M. (Eds), Value Based Management: Context and Application, Wiley, Chicester: 105-132. => Context and Application, Wiley, Chicester:
LL@(7986) Š9Ë DeFillipi, R.J. (1982) ~~~ Conceptual framework and strategies for corporate social involvement research, in L.E. Preston (ed.), Research in Corporate Social Performance and Policy, JAI Press, Greenwich, Connecticut, No. 4. => 105-132. Š9Ë DeFillipi, R.J. (1982) Conceptual framework and strategies for corporate social involvement research, in L.E. Preston (ed.), Research in Corporate Social Performance and Policy, JAI Press, Greenwich, Connecticut, No. 4.
LL@(7987) Š10Ë General Environment (2008) http://ec.eu ropa.eu/dgs/environment/index_en.htm; Assessed 19/01/2009. ~~~ Š11Ë Hart, S. (1995) => Š10Ë General Environment (2008) http://ec.europa.eu/dgs/environment/index_en.htm; Assessed 19/01/2009. Š11Ë Hart, S. (1995) A natural resource based view of the firm, Academy of Management Review, 20 (4):
LL@(7988) A natural resource based view of the firm, Academy of Management Review, 20 (4): 986-1014. ~~~ Š12Ë Green Building Council Australia (2002),http://www.gbca.org.au/; Assessed 19/01/2009. ~~~ Š13Ë Hillebrandt, P.M. (1985) => 986-1014. Š12Ë Green Building Council Australia (2002),http://www.gbca.org.au/; Assessed 19/01/2009. Š13Ë Hillebrandt, P.M. (1985) Economic Theory and the Construction Industry, Macmillan, Houndmills.
LL@(7989) Economic Theory and the Construction Industry, Macmillan, Houndmills. ~~~ Š14Ë Houghton, N. (1998) => Š14Ë Houghton, N. (1998) Ecologically Sustainable Development: indicators and decision processes, Research Report No.319.
LL@(7990) Ecologically Sustainable Development: indicators and decision processes, Research Report No.319.63, ARRB Transport Research Ltd, Vermont, Australia. => ARRB Transport Research Ltd, Vermont, Australia.
LL@(7991) Š15Ë Integrated Planning Act (1999) http://www.dip.qld.gov.au/ipa; Assessed 18/01/2009. ~~~ Š16Ë International Environmental Law and Policy Series (1993) The Earth Summit: the United Nations Conference on Environment and Development, Graham & Trotman/Martinus Nijhoff, London. => Š15Ë Integrated Planning Act (1999) http://www.dip.qld.gov.au/ipa; Assessed 18/01/2009. Š16Ë International Environmental Law and Policy Series (1993) The Earth Summit: the United Nations Conference on Environment and Development, Graham & Trotman/Martinus Nijhoff, London.
LL@(7992) Š17Ë Johri, L.M., and Sahasakmontri, K. (1998) ~~~ Green marketing of cosmetics and toiletries in Thailand, Journal of Consumer Marketing, 15 (3): 265-282. => Š17Ë Johri, L.M., and Sahasakmontri, K. (1998) Green marketing of cosmetics and toiletries in Thailand, Journal of Consumer Marketing, 15 (3):
LL@(7993) Š18Ë Kitchin, T. (2003) => 265-282. Š18Ë Kitchin, T. (2003) Corporate social responsibility:
LL@(7994) Corporate social responsi bility: A brand explanation, Brand Management, 10 (4-5): 312-326. => A brand explanation, Brand Management, 10 (4-5):
LL@(7995) Š19Ë Langerak, F. (1998) ~~~ Exploratory results on the antecedents and consequences of green marketing, Journal of Market Research Society, 40 (4): 323-333. => 312-326. Š19Ë Langerak, F. (1998) Exploratory results on the antecedents and consequences of green marketing, Journal of Market Research Society, 40 (4):
LL@(7996) Š20Ë Luo, X. and Bhattacharya, C.B. (2006) ~~~ Corporate social responsibility, customer satisfaction and market value, Journal of Marketing, 70 (3): 1-18. => 323-333. Š20Ë Luo, X. and Bhattacharya, C.B. (2006) Corporate social responsibility, customer satisfaction and market value, Journal of Marketing, 70 (3):
LL@(7997) Š21Ë Maignan, I. (2001) => 1-18. Š21Ë Maignan, I. (2001) Consumers perception of corporate social responsibilities:
LL@(7998) Consumers perception of corporate social responsibilities: A cross-cultural comparison, Journal of Business Ethics, 30 (1): 57-72. => A cross-cultural comparison, Journal of Business Ethics, 30 (1):
LL@(7999) Š22Ë Middlemiss, N. (2002) => 57-72. Š22Ë Middlemiss, N. (2002) Authentic not cosmetic:
LL@(8000) Authentic not cosmetic: CSR as brand enhancement, Brand Management, 10 (4-5): 353-361. => CSR as brand enhancement, Brand Management, 10 (4-5):
LL@(8001) Š23Ë Mohr, L.A., Webb, D.J., and Harris, K.E. (2001) ~~~ Do consumers expect companies to be socially responsible? => 353-361. Š23Ë Mohr, L.A., Webb, D.J., and Harris, K.E. Š34Ë Petrovic-Lazarevic, S. (2002) Challenges of Le (2001) Do consumers expect companies to be socially responsible?
LL@(8002) The impact of corporate social responsibility on buying behaviour, Journal of Consumer Affairs, 35 (1): 45-73. => The impact of corporate social responsibility on buying behaviour, Journal of Consumer Affairs, 35 (1):
LL@(8003) Implementation of Changes in Values, Strategy and Policy, CD Rom, pp. 1418-1427. => 
LL@(8004) Š34Ë Petrovic-Lazarevic, S. (2002) ~~~ Challenges of Leadership in Yugoslav Building and Construction Industry, International Conference of the Global Business and Technology Association, Rome, in N. Delener, C. Chao (eds) Beyond Boundaries, 940-946. ~~~ Š24Ë Morris, S.A. (1997) => 
LL@(8005) Environmental pollution Š35Ë Petrovic-Lazarevic, S., Perry, M. and Rajan, R. and competitive advantage: an exploratory study of U.S. industrial goods manufacturers, Academy of Management Proceedings: 411-415. => 45-73. Š24Ë Morris, S.A. (1997) Environmental pollution and competitive advantage: an exploratory study of U.S. industrial goods manufacturers, Academy of Management Proceedings:
LL@(8006) Š25Ë Nalewaik, A. and Venters, V. (2008) ~~~ Costs and benefits of building green, AACE International Transactions, DEV.02: 1-9. => 411415. Š25Ë Nalewaik, A. and Venters, V. (2008) Costs and benefits of building green, AACE International Transactions, DEV.02:
LL@(8007) Š26Ë NATA (2005) http://www.nata.asn.au; Assessed 19/01/2009. => 
LL@(8008) Š27Ë Orlitzky, M., Schmidt, F.L., and Rynes, S.L. (2003) ~~~ Corporate social and financial performance, Organization Studies, 24 (3): 403-441. => 1-9. Š26Ë NATA (2005) http://www.nata.asn.au; Asses sed 19/01/2009. Š27Ë Orlitzky, M., Schmidt, F.L., and Rynes, S.L. (2003) Corporate social and financial performance, Organization Studies, 24 (3):
LL@(8009) Š28Ë Oyewole, P. (2001), Social costs of environmental justice associated with the practice of green marketing, Journal of Business Ethics, 29 (1): 239-251. => 403-441. Š28Ë Oyewole, P. (2001), Social costs of environmental justice associated with the practice of green marketing, Journal of Business Ethics, 29 (1):
LL@(8010) Š29Ë Petrovic-Lazarevic, S. (2009) ~~~ Good Corporate Citizenship in the Australian Construction Industry, Corporate Governance (forthcoming) Š30Ë Petrovic-Lazarevic, S. (2008) ~~~ The Development of Corporate Social Responsibility in the Australian Construction Industry, Construction Management and Š1Ë Economics, 26(2): 93-101. => 239-251. Š29Ë Petrovic-Lazarevic, S. (2009) Good Corporate Citizenship in the Australian Construction Industry, Corporate Governance (forthcoming) Š30Ë Petrovic-Lazarevic, S. (2008) The Develop ment of Corporate Social Responsibility in the Australian Construction Industry, Construction Management and Economics, 26(2):
LL@(8011) Š31Ë Petrovic-Lazarevic, S. (2005) ~~~ Governance and global effectiveness of the Serbian economy, European Business Review, 17(2): 133-143. => 93101. Š31Ë Petrovic-Lazarevic, S. (2005) Governance and global effectiveness of the Serbian economy, European Business Review, 17(2):
LL@(8012) Š32Ë Petrovic-Lazarevic, S. (2004) ~~~ Corporate Governance in the Building and Construction Industry in Callender, G, Jamieson D, Williams C. (eds.) ~~~ Governance by Accident or Design, Vine Yard Publications Perth, 115-124. => 133-143. Š32Ë Petrovic-Lazarevic, S. (2004) Corporate Go vernance in the Building and Construction Industry in Callender, G, Jamieson D, Williams C. (eds.) Governance by Accident or Design, Vine Yard Publications Perth, 115-124. Š33Ë Petrovic-Lazarevic, S. (2003) Change of Governance as a Key Factor of Adding Value to Serbian Economy, GBATA 2003, International Conference:
LL@(8013) Š33Ë Petrovic-Lazarevic, S. (2003) => Challenging the Frontiers in Global Business and Technology:
LL@(8014) Change of Governance as a Key Factor of Adding Value to Serbian Economy, GBATA 2003, International Conference: Challenging the Frontiers in Global Business and Technology: (2007) Improving Occupational Health and Safety Measures in the Australian Construction Industry, Zagreb International Review of Economics & Business, 10(1): 17-34. => Implementation of Changes in Values, Strategy and Policy, CD Rom, pp. 1418-1427. adership in Yugoslav Building and Construction Industry, International Conference of the Global Business and Technology Association, Rome, in N. Delener, C. Chao (eds) Beyond Boundaries, 940-946. Š35Ë Petrovic-Lazarevic, S., Perry, M. and Rajan, R. (2007) Improving Occupational Health and Safety Measures in the Australian Construction Industry, Zagreb International Review of Economics & Business, 10(1):
LL@(8015) Š36Ë Podnar, K. and Golob, U. (2007) => 17-34. Š36Ë Podnar, K. and Golob, U. (2007) CSR expectations: the focus of corporate marketing, Corporate Communications:
LL@(8016) CSR expecta tions: the focus of corporate marketing, Corporate Communications: An International Journal, 12 (4): 326-340. => An International Journal, 12 (4):
LL@(8017) Š37Ë Prequalification PQC(2003) Š38Ë http://www.publicworks.qld.gov.au/services/pre qual.cfm; Assessed 19/01/2009. ~~~ Š39Ë Preston, L.E. and Post, J.E. (1975) ~~~ Private Management and Policy, Prentice-Hall, Englewood Cliffs. => 326-340. Š37Ë Prequalification PQC(2003) Š38Ë http://www.publicworks.qld.gov.au/servi ces/prequal.cfm; Assessed 19/01/2009. Š39Ë Preston, L.E. and Post, J.E. (1975) Private Management and Policy, Prentice-Hall, Englewood Cliffs.
LL@(8018) Š40Ë Quazi, A.M. and OBrien, D. (2000) ~~~ An empirical test of a cross-national model of corporate social responsibility, Journal of Business Ethics, 25 (1): 33-51. => Š40Ë Quazi, A.M. and OBrien, D. (2000) An empirical test of a cross-national model of corporate social responsibility, Journal of Business Ethics, 25 (1):
LL@(8019) Š41Ë Rex, E. and Baumaann, H. (2007) ~~~ Beyond eco labels: what green marketing can learn from conventional marketing, Journal of Cleaner Production, 15 (6): 567-576. => 33-51. Š41Ë Rex, E. and Baumaann, H. (2007) Beyond eco-labels: what green marketing can learn from conventional marketing, Journal of Cleaner Production, 15 (6):
LL@(8020) Š42Ë Russo, M.V. and Fouts, P.A. (1997) ~~~ A re source-based perspective on corporate environmental performance and profitability, Academy of Management Journal, 40 (3): 534-559. => 567-576. Š42Ë Russo, M.V. and Fouts, P.A. (1997) A resour ce-based perspective on corporate environmental performance and profitability, Academy of Management Journal, 40 (3):
LL@(8021) Š43Ë Waddock, S., and Smith, N. (2000) => 534559. Š43Ë Waddock, S., and Smith, N. (2000) Corporate social responsibility audits:
LL@(8022) Corporate social responsibility audits: Doing well by doing good, Sloan Management Review, 41 (2): 75-83. => Doing well by doing good, Sloan Management Review, 41 (2):
LL@(8023) Š44Ë Walsh, J.P., Weber, K., and Margolis, J.D. (2003) => 75-83. Š44Ë Walsh, J.P., Weber, K., and Margolis, J.D. (2003) Social issues and management:
LL@(8024) Social issues and management: Our lost cause found, Journal of Management, 29 (6): 859-881. => Our lost cause found, Journal of Management, 29 (6):
LL@(8025) Š45Ë World Health Organization (2009) http://www.who.int/phe/en; Assessed 19/01/2009. => 859-881. Š45Ë World Health Organization (2009) http://www.who.int/phe/en; Assessed 19/01/2009.
LL@(8026) Application of Multivariate Analysis Methods in Ranking of the Example of Western Balkan Countries UDC: 339.92(497.11) Milica Bulajić1, Dragana Kragulj2 Faculty of Organizational Sciences, Beograd 1mild¿fon.bg.ac.yu 2kragulj¿fon.bg.ac.yu XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. => Primena metoda multivarijacione analize u rangiranju na primeru zemalja zapadnog Balkana UDK: ~~~ 339.92(497.11) Milica Bulajić1, Dragana Kragulj2 Fakultet organizacionih nauka, Beograd 1mild¿fon.bg.ac.yu 2kragulj¿fon.bg.ac.yu XI internacionalni simpozijum SymOrg 2008. 10.-13. septembar 2008.
LL@(8027) Belgrade, Serbia The aim of the paper is to analyze the regional integration processes in Western Balkan Countries (CEFTA) and their economical and political objectives and results. => Beograd, Srbija Predmet ovog rada su regionalni integracioni procesi u zemljama Zapadnog Balakana (CEFTA) i njihovi ekonomski i politčki ciljevi i rezultati.
LL@(8028) The European Union association processes for the countries of Western Balkan means the performance of numerous economical and political reforms in these countries, as well as the acceptance of the principles embraced in the European Union countries. => Proces pridruživanja Evropskoj uniji zemalja Zapadnog Balkana podrazumeva brojne ekonomske i političke reforme u ovim zemljama i usvajanje principa koji važe u zemljama Evropske unije.
LL@(8029) Western Balkan countries have a lot of predefined goals in front of them to be achieved, with more or less success and with great support from different European Union agencies and institutions. => Zemalje Zapadnog Balkana pred sobom imaju zacrtane smernice i ciljeve koje, sa manje ili više uspeha, podržavane od strane raznih tela i organa Evropske unije, svaka od njih sprovodi u delo.
LL@(8030) On the basis of the estimate of the extent to which the predefined standards are adopted, the countries are progressing on their path towards Europe. => Na osnovu procene dostignutog stepena usvajanja zacrtanih standarda, države se pomeraju na svom putu ka Evropi.
LL@(8031) The data on economic flows in Western Balkan countries will be observed and analyzed in this paper. => U ovom radu će biti posmatrani i analizirani podaci o ekonomskim tokovima u zemljama Zapadnog Balakana.
LL@(8032) The data on achieved macroeconomic goals in observed countries, for the five year time period (from the year 2001 to 2005) will be used as the basis for their ranking. => Podaci o postignutim makroekonomskim ciljevima u posmatranim zemljama, za petogodišnji vremenski period (od 2001. do 2005. godine), poslužiće kao osnova za njihovo rangiranje.
LL@(8033) Multivariate statistical analysis method used in the ranking will be the I-distance. => Metoda multivarijacione ststističke analize koja će se za to kristiti je I-odstojanje.
LL@(8034) As the analysis will be based on a great number of variables, the step preceding I-distance determination will be the principal component analysis. => Zbog velikog broja pokazatelja koji će biti uključeni u analizu, izračunavanju vrednosti I-odstojanja prethodiće analiza glavnih komponenata.
LL@(8035) The obtained I-distance value can be considered as the measure of the achieved degree in the transition process. => Dobijena vrednost I-odstojanja može se posmatrati kao mera dostignutog stepena tranzicionog procesa.
LL@(8036) The data obtained in this analysis will be compared to those obtained in a similar analysis conducted for these same countrie, however, for the period from 2000 to 2003. => Podaci dobijeni u ovoj analizi biće upoređeni sa rezultatima slične analize koja je rađena za iste zemlje, ali za period od 2000. do 2003. godine.
LL@(8037) The changes in the ranks for the countries in the two analyses can be observed as the indicator of dynamics changes in economies of the Western Balkan countries. ~~~ 1. => Promena u rangovima pojedinih zemalja u ove dve analize može se posmatrati kao pokazatelj dinamike promena koje se dešavaju u ekonomijama zemalja Zapadnog Balakana.
LL@(8038) Introduction The integration into the European Union is the major objective for the Western Balkan countries, and in order that this be achieved, it is necessary that these countries conduct economic and political reforms and adopt the basic economic principles embraced by the European Union. => Uvod Pristupanje Evropskoj uniji predstavlja najvažniji cilj za zemlje Zapadnog Balkana, a da bi ga ostvarile neophodno je da sprovodu ekonomske i političke reforme i usvoje bazične ekonomske principe Evropske unije.
LL@(8039) The preparations for the accession of these countries into the European structure is becoming the major priority of the European Union. => Priprema za integraciju ovih zemalja u evropsku strukturu postaje glavni priroritet Evropske unije.
LL@(8040) The path the Western Balkan countries follow in creating and joining other democratic market economies leads via the closer regional integration and the membership in the CEFTA Agreement the integrated multilateral agreement on free trade in Southeastern Europe, the so-called CEFTA 2006. => Put zemalja Zapadnog Balkana ka stvaranju i pridruživanju drugim modernim demokratskim tržišnim privredama vodi preko jačanja regionalne integracije i članstva CEFTA Sporazuma jedinstvenog multilateralnog sporazuma o slobodnoj trgovini u Jugoistočnoj Evropi, tzv. Sporazum CEFTA 2006.
LL@(8041) Originally, the CEFTA (the Central European Free Trade agreement) defined the agreement among the Central European countries, however today, it is the agreement that defines the integrated zone of free trade in South-East Europe. => Iako naziv CEFTA (The Central European Free Trade Agreement) opisuje sporazum država Srednje Evrope, danas je to sporazum koji definiše jedinstvenu zonu slobodne trgovine Jugoistočne Evrope.
LL@(8042) Today, the CEFTA is the trade agreement concluded among Albania, Bosnia and Herzegovina, Macedonia, Moldova, Serbia, UNMIK on behalf of Kosovo and Metohija, Croatia and Montenegro. ~~~ 2. => CEFTA danas predstavlja trgovinski sporazum između Albanije, Bosne i Hercegovine, Makedonije, Moldavije, Srbije, UNMIK-a u ime Kosova i Metohije, Hrvatske i Crne Gore.
LL@(8043) The integrated free trade zone agreement The CEFTA was concluded by Poland, Hungary and Czechoslovakia, and at one time the CEFTA members were also Slovenia, Romania and Bulgaria. => Sporazum o jedinstvenoj zoni slobodne trgovine CEFTA-u su osnovale Poljska, Mađarska i Čehoslovačka, a članice CEFTA-e su bile i Slovenija, Rumunija i Bugarska.
LL@(8044) The expansion of the European Union in 2004 and 2007 resulted in Poland, Hungary, the Check Republic, Slovakia, Slovenia, Romania and Bulgaria abandoning this form of trade integration. => Proširenjem Evropske unije 2004. i 2007. godine, Poljska, Mađarska, Češka, Slovačka, Slovenija, Rumunija i Bugarska su napustile ovaj ob lik trgovinske integracije.
LL@(8045) The creation of the regional zone of free trade should aid the Western Balkan countries accomplish their political and economic objectives in a much easier way. => Formiranjem regionalne zone slobodne trgovine, zemlje Zapadnog Balkana bi trebalo da lakše ostvare svoje političke i ekonomske ciljeve.
LL@(8046) The political objectives are reflected, primarily, in the possibility to fasten the process of integration into the European Union as well as integration into the international trade system. => Politički ciljevi se ogledaju, pre svega, u mogućnosti ubrzanja procesa pristupanja Evropskoj uniji i integraciji u međunarodni trgovinski sistem.
LL@(8047) The economic goals are likewise numerous, the outstanding among them being: improving the regional cooperation, further liberalization and facilitation of trade in the region, raising the level of harmonization and improving transparency in business operations, reducing regional differences in the economic development of some economies in the region, attracting foreign direct investments into the Western European countries, etc. => I ekonomski ciljevi su mnogobrojni, a među njima najvažniji: jačanje regionalne saradnje, dalja liberalizacija i olakšavanje trgovine u regionu, povećanje stepena harmonizacije i unapređenje transparentnosti u poslovanju, smanjivanje regionalnih razlika u privrednom razvoju pojedinih ekonomija u regionu, privlačenje stranih direktnih investicija u zemlje Jugoistočne Evrope itd.
LL@(8048) Regardless of the resistance to a closer regional cooperation evident among the Western Balkan countries, the majority agree that the implementation of a multilateral agreement on free trade in South-Eastern Europe will foster the economic growth of the region and accellerate the process of integration of these countries into the european Union. => Iako je bilo otpora tešnjoj regionalnoj saradnji u zemljama Zapadnog Balkana, većina se slaže da će primena jedinstvenog multilateralnog sporazuma o slobodnoj trgovini u Jugoistočnoj Evropi podstaći ekonomski razvoj regiona i ubrzati proces pristupanja tih zemalja u Evropsku uniju.
LL@(8049) The CEFTA 2006 Agreement offers vast opportunities and advantages to the countries in the region. => CEFTA Sporazum 2006. pruža ogromne mogućnosti i prednosti zemljama regiona.
LL@(8050) The common market that has so far operated on the basis of 31 bilateral free trade agreements the countries in the region concluded between each other in the past years, turns into an integrated Agreement characterised by Š4Ë: Further liberalization and cancellation of any quantitative limitations (with the exemption of armament and military equipment); The non-discrimination principle (which means that all the products are entitled to equal treatment); The principle of origin (which provides that the CEFTA product is treated as domestic when exported to export markets); Introduction of diagonal cummulation (meaning that the products manufactured in one member country of the Agreement are taken as domestic products, regardless of whether they are partially or fully manufactured in that respective country); The protection and compensation measures are defined in accordance with the World Trade Organization and national legislative regulations. => Zajedničko tržište koje je do sada funkcionisalo na osnovu 31 bilateralna ugovora o slobodnoj trgovini koje su zemlje regiona međusobno zaključile prethodnih godina, prerasta u jedinstven Sporazum koji karakteriše Š4Ë:
LL@(8051) 3. => Dalja liberalizacija i ukidanje svih kvantitativnih ograničenja (osim za naoružanje i vojnu opremu); Princip nediskriminacije (što znači da se svi pro izvodi isto tretiraju); Pravilo o poreklu (što znači da se CEFTA proizvod tretira kao domaći kada se izvozi na strana tržišta); Uvođenje dijagonalne kumulacije (što znači da se proizvodi koji su proizvedeni u jednoj državi članici Sporazuma smatraju za domaće proizvode, bez obzira da li su delimično ili u potpunosti proizvedeni u toj zemlji); Mere zaštite i kompenzatorne mere su definisane u skladu sa pravilima Svetske trgovinske organizacije i nacionalnih zakonodavstava. 3.
LL@(8052) Economic features of the south-eastern Europe region It is for quite a long time, the past fifteen years, that the SEC have been subjected to transitional changes in the European integration process. => Ekonomske karakteristike regiona JIE Zemlje JIE se već dosta dugo, poslednjih petnaest godina, nalaze u procesu tranzicionih promena i procesu evropske integracije. ~~~ Jedan od najvažnijih njihovih prioriteta je ulazak u Evropsku uniju.
LL@(8053) In this sense, they have created a market structure in their economies, they conduct structural and institutional reforms and strive for a macroeconomic stability. => U tom smislu, one u svojim ekonomijama stvaraju tržišnu strukturu, sprovode strukturne i institucionalne reforme i teže makroekonomskoj stabilnosti.
LL@(8054) Four macroeconomic indicators are most frequently stressed in both the positive and the normative economies as most important in the assessment of the national economy progress: 1. => I u pozitivnoj i u normativnoj ekonomiji najčešće se ističu četiri makroekonomska pokazatelja kao najznačajnija u oceni uspešnosti nacionalne ekonomije: ~~~ 1.
LL@(8055) A steady growth of the national scope of produc tion; 2. => Stabilan rast nacionalnog obima proizvodnje, 2.
LL@(8056) A low inflation rate; 3. => Niska stopa inflacije, 3.
LL@(8057) A high employment rate; and 4. => Visok nivo zaposlenosti i 4.
LL@(8058) A balanced balance of payment. ~~~ In order that the above quoted objectives be achieved a number of macroeconomic instruments is implemented. => Uravnotežen platni bilans Za postizanje navedenih ciljeva, koristi se više makroekonomskih instrumenata.
LL@(8059) They offer the economic policy creators the opportunity to guide the economic trends in a desired direction. => Oni kreatorima ekonomske politike pružaju mogućnost usmeravanja ekonomskih tokova u željenom pravcu.
LL@(8060) The basic macroeconomic instruments are: an active budget and tax policy, the crediting-monetary policy, the policy of income and prices and the international economic policy. => Osnovni makroekonomski instrumenti su: aktivna budžetsko-poreska politika, kreditno-monetarna politika, politika dohodaka i cena i međunarodna ekonomska politika.
LL@(8061) Each national economy, especially in the transition countries is faced with the problems of defining the economic policy and goals prioritizing. => Svaka nacionalna ekonomija, pogotovo u zemljama u tranziciji, se suočava sa problemima i definisanja ekonomske politike, kao izbora prioritetnih ciljeva.
LL@(8062) The Western Balkan countries are very similar in their features. => Sve zemlje Zapadnog Balkana imaju vrlo slične karakteristike.
LL@(8063) These are small scope economies, insufficiently competitive due to an inadequate adjustment to the European and international standards and norms, with the trade balance and budget deficits and a certain, somewhere high, inflation rate, and especially high unemployment rate. => To su male privrede, nedovoljno konkurentne usled neadekvatne usklađenosti sa evropskim i međunarodnim normama i standardima, sa deficitom trgovinskog bilansa i budžeta i određenom, ponegde visokom stopom inflacije, a naročito, nezaposlenosti.
LL@(8064) They are characterized by an unsatisfactory infrastructure, the working capital is scarce, the grey economy share is high, the standard of living is rather poor. => Infrastruktura im je nezadovoljavajuća, obrtni kapital nedovoljan, učešće sive ekonomije visoko, životni standard nizak.
LL@(8065) The SEC macroeconomic indicators are presented in Table 1. => Makroekonomski pokazatelji zemalja JIE mogu se videti u tabeli 1.
LL@(8066) The data are shown for the CEFTA member countries (Kosovo not included) for a five-year period, from 2001 to 2005, and on the following macroeconomic indicators: Albania B&H Croatia Macedonia Moldova Montenegro Serbia 6.50 4.70 6.00 6.00 5.50 3.50 2.10 3.30 2.20 2.00 14.60 15.88 15.00 14.60 14.20 -7.90 -6.60 -4.90 -4.90 -3.80 4.80 4.20 2.40 8.40 6.20 91.80 19.50 11.70 10.10 16.50 12.20 13.20 14.60 18.50 20.80 -1.40 -4.00 -2.70 -0.30 2.00 6.10 7.80 6.60 7.30 7.10 9.80 5.30 11.70 12.50 13.50 1.70 6.80 7.90 8.10 7.30 -0.50 -2.00 0.20 0.40 -0.70 -0.20 1.70 2.30 3.70 4.10 28.00 9.50 6.70 4.30 1.80 19.50 21.60 22.90 22.40 17.00 . => Za zemlje članice CEFTE (Kosovo nije uključeno) i petogodišnji vremenski period, od 2001. do 2005. godine, dati su podaci o sledećim makro-ekonomskim pokazateljima:
LL@(8067) 1.93 3.16 2.10 3.10 4.50 3.80 3.30 6.00 5.50 1.90 -0.20 1.00 0.70 3.60 42.70 42.00 42.00 43.10 44.10 -5.80 -4.00 -2.20 -0.60 0.90 3.80 5.20 4.50 3.80 4.30 4.90 2.20 1.50 2.10 3.30 22.30 22.50 19.50 13.80 12.70 -6.50 -5.20 -4.60 -4.90 -4.10 -4.10 0.90 2.80 4.10 4.00 5.50 2.30 1.10 -0.40 0.50 30.50 31.90 36.70 37.00 37.30 -7.20 -5.70 -1.10 0.00 . ~~~ GNP the gross national product (the rate of change compared to the previous year); URC the unemployment rate (percentage of working age population); BUDBAL the budget balance (the gross national income percentage). ~~~ Table 1. => BDP- bruto društveni proizvod (stopa promene u odnosu na prethodnu godinu); KSN- stopa nezaposlenosti (procenat radno sposobnog stanovništva) i BUDBIL- budžetski bilans (procenat bruto nacionalnog dohotka). Albanija BiH 6.50 BDP01 4.70 BDP02 6.00 BDP03 6.00 BDP04 5.50 BDP05 3.50 KSI01 2.10 KSI02 3.30 KSI03 2.20 KSI04 2.00 KSI05 14.60 KSN01 15.88 KSN02 15.00 KSN03 14.60 KSN04 14.20 KSN05 BUDBIL01 -7.90 BUDBIL02 -6.60 BUDBIL03 -4.90 BUDBIL04 -4.90 BUDBIL05 -3.80 4.50 3.80 3.30 6.00 5.50 1.90 -0.20 1.00 0.70 3.60 42.70 42.00 42.00 43.10 44.10 -5.80 -4.00 -2.20 -0.60 0.90 Hrvatska Makedonija Moldavija Crna Gora -0.20 1.70 2.30 3.70 4.10 28.00 9.50 6.70 4.30 1.80 19.50 21.60 22.90 22.40 17.00 . 1.93 3.16 2.10 3.10 3.80 5.20 4.50 3.80 4.30 4.90 2.20 1.50 2.10 3.30 22.30 22.50 19.50 13.80 12.70 -6.50 -5.20 -4.60 -4.90 -4.10 -4.10 0.90 2.80 4.10 4.00 5.50 2.30 1.10 -0.40 0.50 30.50 31.90 36.70 37.00 37.30 -7.20 -5.70 -1.10 0.00 . 6.10 7.80 6.60 7.30 7.10 9.80 5.30 11.70 12.50 13.50 1.70 6.80 7.90 8.10 7.30 -0.50 -2.00 0.20 0.40 -0.70 Srbija 4.80 4.20 2.40 8.40 6.20 91.80 19.50 11.70 10.10 16.50 12.20 13.20 14.60 18.50 20.80 -1.40 -4.00 -2.70 -0.30 2.00 Tabela 1.
LL@(8068) Macroeconomic indicators for the CEFTA member countries GNP01 GNP02 GNP03 GNP04 GNP05 IRC01 IRC02 IRC03 IRC04 IRC05 URC01 URC02 URC03 URC04 URC05 BUDBAL01 BUDBAL02 BUDBAL03 BUDBAL04 BUDBAL05 Although rather similar to one another, the economies of the observed countries do reveal some differences. => Makroekonomski pokazatelji za zemlje potpisnice CEFTA Iako međusobno veoma slične, ekonomije posmatranih zemalja pokazuju i razlike.
LL@(8069) In order that these be observed and presented and in order that the joint impact of the observed indicators upon the transition processes and economic growth be highlighted, a ranking of the countries was conducted using the square I-distance Š1Ë. => Kako bi se one sagledale i prikazale i kako bi se istakao zajednički uticaj posmatranih pokazatelja na tranzicione procese i uspešnost privrede, izvršeno je rangiranje zemalja primenom kvadratnog I-odstojanja Š1Ë.
LL@(8070) This statistical method is based on the need to establish a relation between/among the entities compared and for which the values of a number of indicators are given, all in the easiest possible way. => Ova statistička metoda zasniva se na potrebi da se na što jednostavniji način, primenom jednog sintetičkog pokezatelja, ustanovi odnos između entiteta koji se porede i za koje su date vrednosti više pokazatelja.
LL@(8071) In order to avoid a redundancy in the data and eliminate a mutual correlation of the characteristics observed, the first step in the analysis was the data reduction. => Da bi se izbegla redundansa u podacima i eliminisala uzajamna korelacija posmatranih obeležja, prvi korak u analizi bila je redukcija podataka.
LL@(8072) The technique implemented to examine the correlation between the variables and to eliminate the redundancy, besides the factor analysis, is the principal components analysis (PCA) Š2Ë. => Tehnika koja ispituje korelaciju izmedju promenljivih i uklanja redundansu, uz faktorsku analizu, je analiza glavnih komponenata (AGK)Š2Ë.
LL@(8073) The original data matrix is reduced in that the number of variables describing the unit for observation is reduced. => Prvobitna matrica podataka se redukuje tako što se smanjuje broj promenjljivih kojima se opisuju jedinice posmatranja.
LL@(8074) The new variables are the principal components (PC), each PC representing the entire group of (highly intercorrelated) variables. => Nove promenjljive su glavne komponente (GK) i svaka GK predstavlja celu grupu (medjusobno visoko korelisanih) promenjljivih.
LL@(8075) Each unit of observation is then assigned its value for each principal component (factor scores). => Svaka jedinica posmatranja tada dobija svoju vrednost za svaku glavnu komponentu (faktorski skorovi).
LL@(8076) The new matrix still contains nearly all non-redundant information included in the original matrix. => Nova matrica i dalje sadrži skoro sve neredudantne informacije sadržane u prvobitnoj matrici.
LL@(8077) The principal components are distinguished as linear combinations of the original variables and are not mutually correlated. => Glavne komponente se izdvajaju kao linearne kombinacije originalnih promenjljivih i međusobno su nekorelisane.
LL@(8078) As many principal components can be distinguished as there are original variables, however, the analysis most frequently retains a smaller number in which a majority of original variance is contained. => Može biti izdvojeno onoliko glavnih komponenata koliko ima originalnih promenjljivih, ali se u analizi najčešće zadržava manji broj kojim je obuhvaćen veći deo originalnog varijabiliteta.
LL@(8079) The principal components are arranged according to the falling percentage of variance they contain. => Glavne komponente su uređene po opadajućem procentu varijabiliteta koji obuhvataju. 4.
LL@(8080) 5. ~~~ I-distance application in SEC countries ranking In the analysis presented in this paper, and on the basis of 18 indicators from Table 1 (the budget balance data for the years 2001 and 2005 were not complete, therefore these variables were not included in the analysis), 4 main components are distinguished and retained, thus including the total of 96 percent of the original variance. => Rangiranje zemalja JIE primenom I-odstojanja U okviru analize prikazane u ovom radu, na osnovu 18 pokazatelja iz tabele 1. (podaci za budžetski bilans 2001. i 2005. nisu bili kompletni, pa su ove promenjljive isključene iz analize), izdvojene su i u analizi zadržane 4 glavne komponente, čime je obuhvaćeno ukupno 96% originalnog varijabiliteta.
LL@(8081) The impact of each of the variables included in the analysis upon an individual specified principal component may be observed in the matrix of rotated factor loading. => Uticaj svake promenljive uključene u analizu na pojedinu izdvojenu glavnu komponentu može se sagledati u matrici opterećenja rotiranih faktora.
LL@(8082) The elemnts of this matrix are the coefficients of correlation between the original variables and the principal components retained in the analysis. => Elementi ove matrice su koeficijenti korelacije između originalnih promenjljivih i glavnih komponenata zadržanih u analizi.
LL@(8083) The values of the matrix elements, higher in absolute values, signify a higher extent of the variables impact upon the principal component. => Vrednosti elementa matrice, veći po apsolutnoj vrednosti, označavaju viši nivo uticaja promenljive na glavnu komponentu.
LL@(8084) On the basis of matrix of rotated factor loading for the data described and analysed in this paper, presented in Table 2, a conclusion can be drawn that in the first principal component, PC1, the unemployment rate indicator impact is predominant. => Na osnovu matrice opterećenja rotiranih faktora za podatke opisane i analizirane u ovom radu, datoj u tabeli 2., može se zaključiti da u prvoj glavnoj komponenti GK 1. dominanira uticaj pokazatelji stope nezaposlenosti.
LL@(8085) The second main component PC2 is dominantly affected by the indicators on the gross national product data, while the PC3 is predominantly affected by the inflation indicators. => Na drugu glavnu komponentu GK 2. dominantni uticaj imaju pokazatelji o kretanju bruto društvenog proizvoda, dok na GK 3. najviše utiču pokazatelji inflacije.
LL@(8086) The predominant impact upon the fourth principal component PC4 is the one of the budget balance indicators (BUDGBAL). => Za četvrtu glavnu komponentu GK 4. je dominantan uticaj pokazatelja o budžetskom bilansu (BUDBIL).
LL@(8087) Component Table 2. => Tabela 2.
LL@(8088) The factor loading matrix The values of linear combinations (scores) for the countries subject to this analysis are calculated for each principal component. ~~~ The values of the scores are presented in Table 3. ~~~ PC 1. ~~~ PC 2. ~~~ PC 3. => Matrica faktorskih opterećenja Za države koje su obuhvaćene ovom analizom izračunate su vrednosti linearnih kombinacija (skorova) za svaku glavnu komponentu.
LL@(8089) PC 4. ~~~ Albania B&H -0.62391 1.8154 -0.00443 0.77483 -0.53567 -0.62875 -1.21536 0.00713 Croatia Macedonia Moldova Montenegro Serbia -0.64151 0.87862 -0.0586 0.68713 -0.98362 -0.75765 2.13387 -0.40962 -0.00204 -1.03228 0.0618 -0.32163 -0.99295 1.43525 -0.74846 0.91542 -0.37706 -1.15152 0.19068 1.58492 Table 3. => Vrednosti skorova dati su u tabeli 3. Albanija BiH GK 1. GK 2. GK 3. GK 4. -0.62391 -0.00443 -0.53567 -1.21536 1.8154 0.77483 -0.62875 0.00713 -0.64151 -0.75765 -0.40962 -1.03228 Hrvatska Makedonija Moldavija Crna Gora -0.37706 -0.0586 -1.15152 0.68713 2.13387 0.19068 1.58492 -0.32163 -0.99295 1.43525 -0.74846 0.91542 Tabla 3.
LL@(8090) Scores for the principal components The scores obtained in this step of the analysis served as basis for determining the value of the square I-distance for each country observed. => Skorovi za glavne komponente 0.87862 -0.98362 -0.00204 0.0618 Srbija Skorovi dobijeni u ovom koraku analze poslužili su kao osnova za određivanje vrednosti kvadratnog I-odstojanja za svaku zemlju koja je posmatrana.
LL@(8091) The final result of this step is the ranking list presented in Table 4. => Kao konačni rezultat ovog koraka analize, formirana je rang lista prikazana u tabeli 4.
LL@(8092) The appropriate values of the I-distance are given in this same table. => Odgovarajuće vrednosti kvadratnog Iodstojanja su date u istoj tabeli.
LL@(8093) Both steps of the analysis described are conducted within the statistics package SPSS Š6Ë. => Oba koraka opisane analize izvršena su u okviru statističkog paketa SPSS Š6Ë.
LL@(8094) The obtained I-distance values represent the measure of similarities and differences between the countries observed, on the basis of the economic indicators presented in Table 1. ~~~ The I-distance can also be viewed as an indicator of the transition level achieved. => Dobijene vrednosti I-odstojanja predstavljaju ²meru² sličnosti i razlika između posmatranih zemalja, na osnovu navedenih ekonomskih pokazatelja iz tabele 1. I-odstojanje se može posmatrati i kao pokazatelj dostignutog nivoa tranzicije.
LL@(8095) On the basis of the occasional sharp rise of the distance it is clear that the countries are classed into three groups. => Na osnovu povremenog naglog rasta odstojanja, može se uočiti da se zemlje grupišu u tri grupe.
LL@(8096) The lowest value of the distance is in the case of Croatia, followed by Albania. => Najmanju vrednost odstojanja ima Hrvatska, koju sledi Albanija.
LL@(8097) These two countries reveal a significantly lower value of I-distance compared to the other countries included in the analysis. => Ove dve zemlje imaju značajno manju vrednost I-odstojanja od ostalih zemalja koje su uključene u analizu.
LL@(8098) Macedonia and Montenegro are characterized by the average I-distance values, whereas Moldovaa, Bosnia and Herzegovina and Serbia bottom the list, which indicates their lagging in the transitional processes. => Makedonija i Crna Gora imaju prosečne vrednosti I-odstojanja, dok se Moldavija, Bosna i Hercegovina i Srbija nalaze na dnu liste, što ukazuje na njihovo zaostajanje u tranzicionim procesima.
LL@(8099) Rank Country Croatia 1. ~~~ Albania 2. ~~~ Macedonia 3. => Rang Zemlja Hrvatska Albanija 1. 2. 3.
LL@(8100) Montenegro 4. ~~~ Moldova 5. => Makedonija Crna Gora 4. 5.
LL@(8101) Bosnia and 6. => Moldavija 6. 7.
LL@(8102) Herzegovina Serbia 7. ~~~ I-distance 0.42 1.42 5.69 8.52 10.44 12.91 13.59 Table 4. => Bosna i Hercegovina Srbija I-odstojanje 0.42 1.42 5.69 8.52 10.44 12.91 13.59 Tabela 4.
LL@(8103) The ranking of the countries (2001-2005) An analysis similar to the one presented in this paper and based on the analogue indicators for the same region and the four-year period, from 200 to 2003 is described in Š5Ë. => Rang lista zemalja (2001-2005) Analiza slična prikazanoj u ovom radu i zasnovana na analognim pokazateljima za isti region i četvorogodišnji period, od 2000. do 2003. godine, opisana je u Š5Ë.
LL@(8104) The table with the ranks and I-distance values for the countries observed in that analysis is shown in Table 5. => Tabela sa rangovima i vrednostima I-odstojanja za posmatrane zemlje u toj analizi data je u tabeli 5.
LL@(8105) The comparison of the data from Table 4 with those from the Table 5 allows for an insight into the dynamics of the political and economic changes, expressed in the values of the observed macroeconomic indicators in the observed countries of the region. => Poređenjem podataka iz tabele 4. i odgovarajuće tabele 5. može se sagledati i dinamika političko-ekonomskih promena, iskazanih u vrednostima posmatranih makroekonomskih pokazatelja, u posmatranim zemljama regiona.
LL@(8106) I-distance Rank Country 1.13 Bulgaria 2.91 Romania Albania 3.49 Serbia and Montenegro 4.74 5.16 Croatia 5.25 Bosnia & Hercegovina 5.33 1. ~~~ 2. ~~~ 3. ~~~ 4. ~~~ 5. ~~~ 6. ~~~ 7. => Rang Zemlja I-odstojanje Bugarska 1.13 Rumunija 2.91 Albanija 3.49 Srbija i Crna Gora 4.74 Hrvatska 5.16 Bosna i Hercegovina 5.25 Makedonija 5.33 1. 2. 3. 4. 5. 6. 7.
LL@(8107) Macedonia Tabela 5. ~~~ Š5Ë Rang lista zemalja (2000-2003) Bulgaria and Romania have been the members of the EU since 2007, Serbia and Montenegro became two separate independent countries (2006), and the sequence in the ranking lists based on the square I-distance is changed. => Tabela 5. Š5Ë Rang lista zemalja (2000-2003) Od 2007. godine Bugarska i Rumunija su članice EU, Srbija i Crna Gora su samostalne države (2006), a redosled na rang listama baziranim na kvadratnom I-odstojanju je izmenjen.
LL@(8108) Macedonia, the last in the 2004 ranking, is now positioned immediately following Croatia and Albania, while Serbia is at the bottom of the list in 2007. => Makedonija, koja je u rangiranju 2004. bila poslednja, sada se nalazi odmah iza Hrvatske i Albanije, dok je Srbija 2007. godine na poslednjem mestu.
LL@(8109) On the basis of the above quoted changes we can draw the conclusion that Croatia and Macedonia had an accellerated transition path; Montenegro followed the pace it had while it was one country with Serbia, whereas Serbia slowed down its processes and, together with Bosnia and Herzegovina, came bottom of the list of the observed countries of the region. => Na osnovu navedenih promena se može zaključiti da su Hrvatska i Makedonija imale ubrzan tranzicioni put, Crna Gora je nastavila tempom koji je imala u zajednici sa Srbijom, dok je Srbija usporila svoje procese i, sa Bosnom i Hercegovinom, našla se na dnu liste posmatranih zemalja regiona.
LL@(8110) The leading position of Bulgaria and Romania in the list in Table 5 and the fact that in the meantime these two countries became members of the European Union, as well as the high position of Croatia on the list in Table 4 may only highlight the importance of a succesful conduct of economic reforms in the transition countries, accessing candidates for the European union. ~~~ 6. => Vodeća pozicija Bugarske i Rumunije na list u tabeli 5. i činjenica da su ove države u međuvremenu postale članice Evropske unije, kao i visoka pozicija Hrvatske na rang listi u tabeli 4., može da ukaže na značaj uspešnog sprovođenja ekonomskih reformi u zemljama u tranziciji, kandidatima za prijem u Evropsku uniju. 5.
LL@(8111) The development prospects of the SECs region With the establishment of the macroeconomic stability and the market economy, the SEC reagion that is a vast market of 55 million people is becoming all the more interesting for foreign investors, which will improve the economic structure of those countries as well as their economic growth. => Perspektive razvoja regiona JIE Uspostavljanjem makroekonomske stabilnosti i tržišne privrede, region JIE koji predstavlja ogromno tržište od 55 miliona ljudi postaje sve interesantniji za strane investitore, što poboljšava ekonomsku strukturu tih zemalja i povećava privredni rast.
LL@(8112) The new, integrated multilateral agreement helps create a common legal framework for investing into this region. => Novim jedinstvenim multilateralnim sporazumom stvara se i zajednički pravni okvir za investiranje u ovom regionu.
LL@(8113) The comparative advantages of this region are tourism and major lines of communication (transport). => Komparativne prednosti ovog regiona su: turizam i glavne saobraćajnice (transport).
LL@(8114) The largest foreign direct investments are realized in the industries of telecommunications, textile and leather, beer, tobacco, soft beverages, food and in the banking sectors. => Najveće strane direktne investicije ostvarene su u industriji: telekomunikacija, tekstila i kože, piva, duvana, bezalkoholnih pića, prehrane i u bankarskom sektoru.
LL@(8115) The region is expected to become an investment area for industries specialized in the production of machinery, equipment and automobile parts. => Očekuje se da ovaj region bude investiciono područje za industrije specijalizovane u proizvodnji mašina, opreme i delova za automobile.
LL@(8116) Similarly, an increase in foreign direct investments is anticipated in the industries of food processing, tourism, construction works (infrastructure, communications, roads, railways, …), public companies acquisition (electric power supply, oil, …) and in building new towns. => Isto tako, predviđa se povećanje stranih direktnih investicija u: industriju prerade hrane, turizam, građevinarstvo (izgradnja infrastrukture, saobraćajnica, puteva, železničkih pruga…), kupovinu javnih preduzeća (električna energija, nafta..) i izgradnju gradova.
LL@(8117) The evident problems are the FDI revenues being generally concentrated within the most attractive sectors as well as the scarcity of greenfield investments. => Kao vidljivi problem se ispoljava to što su prilivi SDI uglavnom skoncentrisani u najatraktivnije sektore po zemljama i nedovoljno prisustvo greenfield investicija.
LL@(8118) The inflow of foreign direct investments in this region is mainly the consequence of the privatization process. => Pritok stranih direktnih investicija u ovom regionu je uglavnom posledica procesa privatizacije.
LL@(8119) The free trade zone of the Western Balkans is expected to earn numerous favourable economic and political ef fects upon the economies of the countries of the region. => Formiranjem zone slobodne trgovine Zapadnog Balkana očekuju se brojni pozitivni ekonomski i politički efekti na privrede zemalja regiona.
LL@(8120) The outstanding among them are the following: the free flow of goods, people, capital, and services among the countries of the region; the increase in the scope of exchange among the countries of the region and improved exports and imports; the increase in the productivity and efficiency of their economies due to higher competition; the improvement of production cooperation among the countries in the region towards the larger placements on the third markets; taking all the advantages of the extended scope of economy; attracting foreign direct investments, especially greenfield investments; fostering investments among the countries in the region and also joint investments of these countries in third countries; a considerably easier and less expensive customers access to a higher quality products; harmonization of legislation in these countries; a prompter accession to the EU and the WTO (for the non-member countries Bosnia and Herzegovina, Serbia and Montenegro); the political stability in the region and positive results concerning the safety of the Balkans, etc. => Najznačajniji su: omogućavanje slobodnog protoka roba, ljudi, kapitala i usluga u okviru zemalja regiona; povećanje obima razmene između zemalja regiona i poboljšanje strukture izvoza i uvoza; povećanje produktivnosti i efika snosti privreda usled pojačane konkurencije; poboljšanje proizvodne kooperacije između zemalja regiona u cilju povećanja plasmana na treća tržišta; korišćenje svih prednosti ekonomije proširenog obima; privlačenje stranih direktnih investicija, posebno, greenfield investicija; podsticanje investicija između zemalja u regionu, a takođe, i zajedničkih investicija u trećim zemljama; znatno lakši i jeftiniji pristup kvalitetnijim proizvodima svih potrošača; harmonizacija zakonodavstva u zemljama regiona; brži ulazak u EU i STO (za zemlje koje nisu članice Bosna i Hercegovina, Srbija i Crna Gora); politička stabilnost u regionu i pozitivne posledice na bezbednost Balkana itd.
LL@(8121) Š9Ë 7. => Š9Ë 6.
LL@(8122) Conclusion Similar in characteristics as well as in goals, the transition processes under way in the CEFTA member countries, however, do reveal differences. => Zaključak Iako slični i sa istim ciljem, tranzicioni procesi koji se odvijaju u zemljama potpisnicama CEFTA pokazuju razlike.
LL@(8123) The analysis described in this paper was meant to highlight these. => Anliza opisana u ovom radu, upravo ukazuje na njih.
LL@(8124) It is important to get a deep insight into the political processes going on in these countries, in addition to the economic ones, as their impact can by no means be neglected. => Uz ekonomske, potrebno je sagledati i političke aspekte procesa koji se odvijaju u ovim zemljama, a koji imaju nesumnjiv uticaj.
LL@(8125) The European Union strongly supports the countries of the region, both in their individual efforts on the transition path and in the regional relations. ~~~ 8. => Evropska unija snažno podržava zemlje regiona, kako u njihovim individualnim naporima na putu tranzicije, tako i u regionalnom povezivanju. 7.
LL@(8126) REFERENCE Š1Ë Ivanović B., Teorija klasifikacije, Institut za ekonomiku i industriju, Beograd, 1977. => 
LL@(8127) Š2Ë Kovačić Z., Multivarijaciona analiza, Ekonomski fakultet, Beograd, 1998. ~~~ Š3Ë Kragulj D., Jednak S., Bulajić M., Investment climate and Foreign Direct Investments in New Members States and South East European Countries, The World Bank and Ministry of Economy and Finance of Greece, conference Structuring Regulatory Frameworks for Dynamic and Competitive South Eastern European Markets, Athens, Greece, december 2006. ~~~ Š4Ë Kragulj D., Jednak S., CEFTA i strane direktne investicije, XI Internacionalni simpozijum iz projektnog menadžmenta, Zbornik radova: Projektni menadžer-profesija budućnosti, YUPMA, Zlatibor, 6-8 jun 2007. => LITERATURA Š1Ë Ivanović B., Teorija klasifikacije, Institut za ekonomiku i industriju, Beograd, 1977. Š2Ë Kovačić Z., Multivarijaciona analiza, Ekonom ski fakultet, Beograd, 1998. Š3Ë Kragulj D., Jednak S., Bulajić M., Investment climate and Foreign Direct Investments in New Members States and South East European Countries, The World Bank and Ministry of Economy and Finance of Greece, conference Structuring Regulatory Frameworks for Dynamic and Competitive South Eastern European Markets, Athens, Greece, december 2006. Š4Ë Kragulj D., Jednak S., CEFTA i strane direktne investicije, XI Internacionalni simpozijum iz projektnog menadžmenta, Zbornik radova:
LL@(8128) Š5Ë Kragulj, D., Delić, M., Procena ekonomskih tokova u zemljama Jugoistočne Evrope primenom I-odstojanja; 31. => Projektni menadžer-profesija budućnosti, YUPMA, Zlatibor, 6-8 jun 2007. Š5Ë Kragulj, D., Delić, M., Procena ekonomskih to kova u zemljama Jugoistočne Evrope primenom I-odstojanja; 31.
LL@(8129) Simpozijum o operacionim istraživanjima SYM-OP-IS 2004; Zbornik radova 5 - 8; Iriški Venac; 14.09.17.10.2004. => Simpozijum o operacionim istraživanjima SYM-OP-IS 2004; Zbornik radova 5 - 8; Iriški Venac; 14.09.-17.10.2004.
LL@(8130) Š6Ë Norusis M.J., SPSS/PC+ V4.0 Advanced Statistics V 2.0, SPSS Inc, Chicago. => Š6Ë Norusis M.J., SPSS/PC+ V4.0 Advanced Stati stics V 2.0, SPSS Inc, Chicago.
LL@(8131) 1990. ~~~ Š7Ë http://www.mfa.gov.yu/Policy/Multilaterala/EU/anal ize_e/cards_e.html Š8Ë http://www.ekonomist.co.yu/magazin/em206/tem/te m1.htm Š9Ë http://ino.komora.net/RegionJIE/CEFTA2006/tabid /1942/Default.aspx Communication Methods in the City Government G2C Service UDC: 35.077:004.738 mr \orđe Mazinjanin1, mr Zorica Bogdanović2, dr Marijana Despotović 1 PTT Communications Public Company Srbija, Beograd, Srbija 2 Faculty of Organizational Sciences, Beograd, Srbija The subject of work is the analysis of the communication between the government and the citizens in the e-service of the local government. => 1990. Š7Ë http://www.mfa.gov.yu/Policy/Multilatera la/EU/analize_e/cards_e.html Š8Ë http://www.ekonomist.co.yu/maga zin/em206/tem/tem1.htm Š9Ë http://ino.komora.net/RegionJIE/CEF TA2006/tabid/1942/Default.aspx Metode komunikacije u G2C poslovanju gradske uprave UDK: ~~~ 35.077:004.738 mr \orđe Mazinjanin 1, mr Zorica Bogdanović2, dr Marijana Despotović 1 Javno preduzeće PTT saobraćaja Srbija, Beograd, Srbija 2 Fakultet organizacionih nauka, Beograd, Srbija U ovom radu razmatra se komunikacija vlade i građana u elektronskom poslovanju gradske uprave.
LL@(8132) Special attention is paid to the specific definition of the city e-government as a set of interactive services adjusted to the citizens needs. => Posebna pažnja je posvećena specifikaciji e-uprave grada kao skupa interaktivnih elektronskih usluga prilagođenih potrebama građana.
LL@(8133) The basic features of this concept are shown and the levels of service from the quality aspect of the service are identified. => Prikazane su osnovne karakteristike takvog koncepta i identifikovani nivoi servisa sa aspekta kvaliteta usluga.
LL@(8134) Special attention, too, is devoted to the interaction of varied communication methods into a unique, efficient e-government system of the City of Belgrade. => Posebna pažnja posvećena je integraciji različitih metoda komunikacije u jedinstveni efikasni sistem e-uprave grada Beograda.
LL@(8135) I. Introduction The reform and the modernization of the state administration based on a widespread implementation of information-communication technology (ICT) is one of key elements of the overall transition of Serbia into a modern information society. => I. Uvod Reforma i modernizacija državne uprave zasnovana na širokoj upotrebi informaciono-komunikacione tehnologije (IKT) predstavlja jedan od ključnih elemenata sveukupne tranzicije Srbije u moderno informaciono društvo.
LL@(8136) The ICT prove to be broadly resourceful as regards the modernization of the state administration and the improvement of the services it offers to the public. => IKT poseduju ogromne mogućnosti u pogledu modernizacije državne uprave i poboljšanja usluga koje ona pruža javnosti.
LL@(8137) The introduction of modern information systems improves the quality of the services as well as the efficiency, transparency, responsibility and effectiveness of the administrations service. => Uvođenje savremenih informacionih sistema povećava kvalitet usluga i poboljšava efikasnost, transparentnost, odgovornost i efikasnost rada uprave.
LL@(8138) The modern communication infrastructure allows for the free flow of information among the government agencies as well as ensure the citizens and the economy a higher quality access to services at lower costs. => Moderna komunikaciona infrastruktura omogućava da informacije nesmetano teku između organa uprave i može građanima i privredi da pruži bolji pristup uslugama uz manje troškove.
LL@(8139) The modernization of state administration means a radical change of the traditional manner in which administrative processes within the state are conducted. => Modernizacija državne uprave predstavlja korenitu promenu tradicionalnog načina na koji se obavljaju administrativni procesi u okviru države.
LL@(8140) This change in turn means that the citizens need not be physically present, but may receive information or do transactions via the Internet. => Ta promena znači da građani ne moraju da budu fizički prisutni, već mogu putem Interneta dobijati informacije i vršiti transakcije.
LL@(8141) The e-government concept assumes interactive electronic services adjusted to the citizens and economys needs, integrated on all the public sector levels. => Koncept e-uprave predviđa interaktivne elektronske usluge prilagođene potrebama građana i privrede, koje su integrisane na svim nivoima javnog sektora.
LL@(8142) The e-government (electronic government) means the use of the Internet or other electronic systems in order that the communication with the government services should be simplified and facilitated Š1Ë. => E-goverment (elektronska uprava, e-uprava) predstavlja korišćenje Interneta ili drugih elektronskih sistema da bi se pojednostavilo i olakšalo komuniciranje sa vladinim servisima Š1Ë.
LL@(8143) It is a global reform approach with the purpose of promoting the use of the Internet by both the government agencies and the entities these agencies cooperate with. => To je globalni reformski pristup sa svrhom promocije korišćenja Interneta od strane vladinih tela i od strane svih onih sa kojima ona sarađuju.
LL@(8144) All the available e-government solutions make use of the opportunities and possibilities at disposal in the software solutions to the customer relations management. => Sva pristupačna e-goverment rešenja koriste sve mogućnosti koje su dostupne u softverskim rešenjima za upravljanje odnosima sa klijentima.
LL@(8145) The services that the government agencies deliv er are integrated in contact centres that ensure a successful processing of any transactions among the government, the citizens, and the institutions participating in the transaction. => Usluge koje tela uprave pružaju integrisane su u kontaktnim centrima koji omogućavaju uspešnu obradu svih transakcija između uprave, građana i institucija koje učestvuju u transakciji.
LL@(8146) In the model of state administration activities based on the integrated desk (a physical desk/counter in the building, a telephone call centre, a free standing electronic stand, the Internet) is not part of a certain agency or organization, not even of a certain vertical jurisdiction; it is a place where the entire business that the clients may have to do with any services or organization within the state administration are accomplished. => U modelu poslovanja državne administracije koji se zasniva na jedinstvenom šalteru, šalter (fizički šalter u objektu, telefonski pozivni centar, samostojeći elektronski kiosk, Internet) ne pripada određenom organu ili organizaciji, čak ni određenoj vertikalnoj nadležnosti, već se na jednom mestu obavljaju svi poslovi koje klijenti mogu da imaju sa bilo kojim organom ili organizacijom unutar državne administracije.
LL@(8147) II. => II.
LL@(8148) E-government in Serbia In the context of local or municipal government the egovernment may be defined as a local governments capability to make information and services available via the web, via the touch kiosks or on the basis of interactive voice recognition. => E-uprava u Srbiji E-uprava se u kontekstu lokalnih ili gradskih uprava može definisati kao mogućnost lokalne uprave da stavi na raspolaganje informacije i servise putem veba, preko touch kioska ili na osnovu interaktivnog prepoznavanja glasa.
LL@(8149) Such services are at the disposal of citizens and business partners, and they are available on 24/7 basis, 365 days a year Š3Ë. => Ove usluge i servisi se stavljaju na raspolaganje građanima i poslovnim partnerima, a raspoloživi su 24 časa dnevno 365 dana godišnje Š3Ë.
LL@(8150) The research conducted by the Statistical Office of the Republic of Serbia Š11Ë shows that the Internet is used by a relatively small number of Serbian citizens (33.1%). => Istraživanja koja realizuje Republički zavod za statistiku Š11Ë pokazuju da u Srbiji relativno mali broj građana koristi Internet (33,1%).
LL@(8151) Approximately 260,000 citizens of Serbia make use of the public government services (Figure 1). => Servise javne uprave koristi oko 260000 građana Republike Srbije (slika 1).
LL@(8152) The citizens most often use these services for the purpose of obtaining sertificates (birth certificates, for example), personal identification documents and for automobile registration. => Građani najčešće koriste servise javne uprave za dobijanje uverenja (izvodi iz matičnih knjiga), dobijanje ličnih dokumenata i registraciju automobila.
LL@(8153) The most rarely used services are those related to health care, social insurance benefit and tax payment. => Najređe se koriste usluge vezane za zdravstvo, socijalno osiguranje i plaćanje poreza.
LL@(8154) The largest number of e-government elecronic services users (92.4%) use the Internet to get information from the web-sites of public institutions; a slightly smaller number of users (71.1%) download various forms, while 57.4% of users send filled-in forms via the Internet. => Najveći broj korisnika (92.4%) elektronskih usluga e-uprave koristi Internet za dobijanje informacija sa veb sajta javnih institucija, nešto manji broj korisnika (71.1%) za preuzimanje formulara i 57.4% za slanje popunjenih obrazaca. ~~~ Broj građana koji koriste servise javne uprave Slika 1.
LL@(8155)  => Broj građana koji koriste servise e-uprave Zainteresovanost građana za korišćenje servisa elektronske prave prikazana je na slici 2.
LL@(8156) The more advanced levels of electronic administration mean conducting the entire transaction in an electronic manner and integrating the system into an integrated desk model. => Napredniji nivoi elektronske administracije podrazumevaju elektronsko obavljanje kompletne transakcije i integraciju sistema u model jedinstvenog šaltera.
LL@(8157) The citizens can conduct an administrative procedure with a certain agency or organization autonomously, without the intervention from the part of a state officer. => Građani mogu da samostalno obave upravni postupak sa određenim organom ili organizacijom bez intervencije državnog službenika.
LL@(8158) This phase of e-government development is characterised by redused costs, as well as by increased efficiency, to the users ultimate satisfaction. => U ovoj fazi razvoja e-uprave smanjuju se troškovi, povećava efikasnost, a zadovoljstvo korisnika dostiže najviši nivo.
LL@(8159) The unique starting point of all the services is the end objective of all the e-administration initiatives. => Jedinstveno polazište za sve usluge je krajnji cilj svih inicijativa euprave.
LL@(8160) Such solutions mean a new quality in the communication with citizens as well as transparency that can be gained if these solutions are implemented. => Ovakva rešenja predstavljaju nov kvalitet u komunikaciji sa građanima i transparentnosti koja se može postići ako se oni koriste.
LL@(8161) The e-government integrated desk model is shown in Figure 3. => Model jedinstvenog šaltera e-uprave prikazan je na slici 3.
LL@(8162) The ports that are part of these software solutions offer a large number of benefits to government agencies in their communication with citizens. => Portali koji su deo ovih softverskih rešenja nude veliki broj beneficija telima uprave, u njihovoj komunikaciji sa građanima.
LL@(8163) The ports are personalized according to their role, as well as according to the circumstances in which citizens actually use the services offered by the state (such as tax payments, enrollment into schools, etc.). => Portali su personalizovani prema ulozi, kao i životnim okolnostima usled kojih građani stvarno koriste usluge ponuđene od države (kao što su plaćanje taksi, upis u školu).
LL@(8164) The port offers the citizen a structured approach to different services that he may deem important in various circumstances, given by different service providers Š3Ë. Figure 3. => U okviru portala građaninu je dat strukturiran pristup različitim uslugama od različitih uslužnih provajdera važnih njemu u različitim okolnostima Š3Ë.
LL@(8165) The integrated desk model A review of the citizen government communication in e-business In order that a favourable image of the e-government and citizen cooperation should be created it is necessary that special attention be paid that the services via all distribution channels are good and efficient regardless of the channel the client used to access the service. ~~~ The Internet is only one possibility for the users to communicate with their government. ~~~ In addition to this one, there are the telephone (GPRS), fax, e-mail and personal services. => 
LL@(8166) To gain the citizens confidence in all the offered technologies of citizen-to-government communication, the accessibility and the reliability of the given technologies must be of high technical and safety quality. ~~~ Figure 1. ~~~ Number of citizens using the e-government services. => 
LL@(8167) The citizens interest in using the e-government services is shown in Figure 2. => 
LL@(8168) Figure 2. => Slika 2.
LL@(8169) Citizens interest in using e-government services The preconditions for the use of e-government services in Belgrade are more favourable in comparison to the rest of Serbia. => Zainteresovanost za korišćenje servisa e-uprave Preduslovi za korišćenje servisa javne uprave u Beogradu bolji su nego u drugim delovima Srbije.
LL@(8170) The percentage of Belgrade households with a personal computer amounts to 53.1%, with 45.5% of Internet connections, and 27.1% broad-band connections. => Zastupeljnost računara u domaćinstvima u Beogradu iznosi 53,1%, zastupljenost Internet priključka 45,5%, a širokopojasnih konekcija 27,1%.
LL@(8171) On the basis of these indicators a conclusion can be drawn that there is a large number of prospective users of e-government services, therefore the efficiency of the public administration system can be improved by expanding the offer of e-services. => Na osnovu ovih podataka, može se zaključiti da u gradu Beogrdau postoji veliki broj potencijalnih korisnika servisa elektronske uprave, te da se efikasnost sistema javne uprave može poboljšati povećanjem ponude elektronskih usluga.
LL@(8172) III. => III.
LL@(8173) Comunication in G2C service The government citizen (G2C) scenarios focus upon rendering services to citizens. => Komunikacija u G2C poslovanju Uprava građanin (G2C) scenariji su fokusirani na pružanju usluga građaninu.
LL@(8174) They are based upon the forms that should be replaced by more sophisticated transactions in the future. => Oni su zasnovani na formama koje bi trebalo da budu zamenjene sofisticiranijim transakcijama u budućnosti.
LL@(8175) The traditional G2C applications mean simple forms that the citizens can fill in within their own browser. => Tradicionalne G2C aplikacije podrazumevaju jednostavne formulare koje građanin može da popuni u okviru sopstvenog browsera.
LL@(8176) The system may indicate that certain data are already present in the system, or it may offer a certain kind of help in the completion of the forms. => Sistem može da nagovesti da su neki podaci već ispunjeni u sistemu, ili da pruži određeni nivo pomoći u ispunjavanju.
LL@(8177) Such a level of eservice of the public administration belongs to the third level of electronic administration. => Ovakav nivo e-poslovanja javne uprave pripada trećem nivou elektronske administracije. ~~~ Slika 3.
LL@(8178)  => Model jedinstvenog šaltera A. Pregled metoda komunikacije građana i uprave u elektronskom poslovanju Kako bi se stvorio dobar imidž saradnje e-uprave i građana, potrebno je posebno obratiti pažnju na to da usluge po svim distribucionim kanalima budu dobre i da su efikasne bez obzira na to kojim kanalom je korisnik pristupio servisu.
LL@(8179)  => Internet je samo jedna mogućnost više da korisnik komunicira sa svojom upravom.
LL@(8180)  => Postoje još i telefonski (GPRS), faks, i-mejl i lični servisi.
LL@(8181)  => Da bi se dobilo na poverenju građana u sve ponuđene tehnologije komuniciranja građana i uprave, pristupačnost i sigurnost datih tehnologija mora biti visokog tehničkog i sigurnosnog kvaliteta.
LL@(8182) The citizen government communication can be made via the intranet, the extranet, the Internet, by mobile phones (GPRS), fax or by call centre. => Metode komunikacije građana i uprave mogu se obavljati putem intraneta, ekstraneta, Interneta, mobilnih telefona (GPRS-a), faksa, pozivnog centra.
LL@(8183) Hereinafter we present the review of these communication methods and of their essential characteristics Š2Ë. Intranet. => U daljem tekstu dat je pregled ovih metoda komunikacije i njihovnih najvažnijih karakteristika Š2Ë. ~~~ Intranet.
LL@(8184) The intranet is a joint network of republic agencies and a unified data base of citizens, business entities and space units which are supposed to jointly ensure the exchange of data among all the state agencies. => Intranet predstavlja zajedničku mrežu republičkih organa i jedinstvenu bazu podataka građana, poslovnih subjekata i prostornih jedinica, koje zajedno treba da omoguće razmenu podataka između svih državnih organa.
LL@(8185) The implementation of the intranet allows for the reduction of the quantity of paper documents, the relief of the budget as well as for the savings in the business operations. => Primenom Intraneta smanjuje se količina papirnih dokumenata, rasterećuje se budžet i ostvaruju uštede u poslovanju.
LL@(8186) The introduction of this system enables the citizens to satisfy all their needs at one desk. => Uvođenjem ovakvog sistema, građani dobijaju mogućnost da sve poslove završe na jednom šaltru.
LL@(8187) Extranet. => Ekstranet.
LL@(8188) The extranet makes it possible for the citizens to submit certain claims and receive certain information via the Internet or via the free-standing kiosk which would be located at busy sites (banks, post offices, supermarkets, department stores, bus stations, etc.). => Ekstranet omogućava građanima da podnose određene zahteve i dobijaju određene informacije putem Interneta ili samostojećih elektronskih kioska, koji bi bili postavljeni na prometnim mestima (banke, pošte, samousluge, robne kuće, autobuske stanice i slično).
LL@(8189) The citizens can get various information without having to wait in front of counters and regardless of the working hours of the respective public administration agencies. => Građani mogu dobiti razne informacije bez čekanja u redovima na šalterima, nezavisno od radnog vremena pojedinih službi javne uprave.
LL@(8190) The use of such systems of public administration results in the reduction of crowds in front of counters, the reduction in the number of desks, the reduction in the number of the desks required, and finally in savings in the business operations. => Korišćenje ovakvih sistema rezultuje smanjivanjem gužvi na šalterima, smanjivanjem broja potrebnih šaltera, uštedama u poslovanju.
LL@(8191) Internet. => Internet.
LL@(8192) The Internet enables the state administration employees to access an enormous treasury of knowledge. => Internet omogućava zaposlenima u državnoj upravi pristup ogromnoj riznici znanja.
LL@(8193) Similarly, it allows for the public administration to present itself and its work to the citizens, as well as to allow the citizens the access to a host of information that can be used in a prompt and simple way. => Takođe, pruža mogućnost javnoj upravi da prikaže sebe i svoj rad građanima, kao i da građanima omogući pristup nizu informacija i servisa koji se mogu koristiti na brz i jednostavan način.
LL@(8194) Mobile technologies. => Mobilne tehnologije.
LL@(8195) The mobile technologies allow for the communication between the citizens and the e-government via mobile phones. => Mobilne tehnologije omogućavaju komunikaciju građana sa elektronskom vladom putem mobilnih telefona.
LL@(8196) Such a way of communication has not yet gained grounds in a majority of countries, however, an increasing use of mobile telephones in everyday life will require that the e-government be accessible via mobile technologies in the nearest future. => Ovakav vid komunikacije još uvek nije zaživeo u većini zemalja, ali sve veća upotreba mobilnih telefona u svakodnevnom životu ljudi zahtevaće što skoriju dostupnost e-uprave preko mobilnih tehnologija.
LL@(8197) The most frequently stressed basic advantage of the mobile technologies implementation in the electronic communication between the government and citizens is the high extent of accessibility of the e-government services (anywhere and any place), since the mobile devices are always at their owners hand. => Kao osnovna prednost upotrebe mobilnih tehnologija u elektronskom poslovanju uprave i građana najčećšće se navodi visok nivo dostupnosti servisa e-uprave (bilo kada i bilo gde), jer su mobilni uređaji uvek sa svojim vlasnikom.
LL@(8198) Call centre. => Pozivni centar.
LL@(8199) The development of technology and the integration of the Internet into the call-centre activities has given a special emphasis to the meaning of the word call, hence these centres are increasingly called the Internet call centres. => Razvojem tehnologije i integracijom Interneta u poslovanje kol centara, značajno je evoluiralo i sam naziv, smisao reči koll poziv, pa se ovakvi centri sve više nazivaju Internet kol centri.
LL@(8200) Sometimes the terms contact or communication centres may be found in literature. => U pojedinoj literaturi u opticaju su i nazivi kontakt ili komunikacioni centar.
LL@(8201) The call centre development itself is directly meant to meet the needs of the market, as the call centre services are created by the very users, with their requests and needs Š5Ë. => Sam razvoj kol centara direktno je usmeren potrebama tržišta, jer usluge kol centra kreiraju sami korisnici svojim zahtevima i potrebama Š5Ë.
LL@(8202) The integration of web technology and the call centre created technical conditions for the IP telephony implementation. => Integracijom veb tehnologije i kol centra stvoreni su tehnički uslovi za implementaciju IP telefonije.
LL@(8203) It is in this way that the web service users, in case that in searching through the web pages they need additional information, are in a position to contact the agents in the Internet call centre via the IP telephony. => Na ovaj način su korisnici veb usluga dobili mogućnost da ukoliko prilikom pregleda Web stranica zažele dodatne informacije, ostvare kontakt preko IP telefonije sa agentima u Internet kol centru.
LL@(8204) They can also benefit from the opportunity to receive a higher quality service at a lower call cost. => Takođe imaju mogućnost dobijanja kvalitetnije usluge uz manju cenu poziva.
LL@(8205) The Internet call centre services cannot be specifically classified and accurately classed into definite categories. => Usluge Internet kol centra se ne mogu posebno klasifikovati i precizno razvrstati u određene kategorije.
LL@(8206) Which services will be offered to the clients will be determined by the very needs of these clients, the development level of the market, that is, the economic growth, the telecommunication development (the development of technical infrastructure), the informatization level of the environment in which the Internet call centre operates, etc. => Ono što je presudno koje će se usluge ponuditi klijentima jeste sama potreba istih, razvijenost tržišta, odnosno ekonomska razvijenost, telekomunkaciona razvijenost (razvijenost tehničke infrastukture), stepen informatizacije okoline u kojoj egzistira Internet kol centar i slično Š5Ë.
LL@(8207) Š5Ë. IV. => IV.
LL@(8208) The city government web port The port is an application or a device that ensures a personalized and adaptive interface which helps users identify, track and communicate with other important entities of the system. => Web portal gradske uprave Portal je aplikacija ili uređaj koji obezbeđuje personalizovani i adaptivni interfejs koji korisnicima omogućava da otkriju, prate i komuniciraju sa drugim važnim entitetima sistema.
LL@(8209) The port is the application that collects (subject) matter important for the end user. => Portal je aplikacija koja prikuplja sadržaje važne krajnjem korisniku.
LL@(8210) Ports lead towards different Internet contents, organized from a set of integrated services designed for the purpose of enabling the user to find his way around the Internet more easily. => Portali vode prema različitim Internet sadržajima, organizovanim od skupa integrisanih servisa dizajniranih sa svrhom da korisniku omoguće lakše snalaženje Internetom.
LL@(8211) Nowadays the ports are becoming a standard work environment for the integration of applications and the business logics. => Danas, portali postaju standardno radno okruženje za integraciju aplikacija i poslovnu logiku.
LL@(8212) The port is a technology that allows for a company or an organization to open up internally or towards the external world and offer its clients a unique access to personalized information necessary for making important decisions. => Portal je tehnologija koja omogućava kompaniji ili organizaciji da se otvori interno ili prema svetu, i svojim korisnicima ponudi jedinstven prolaz ka personalizovanim informacijama, potrebnim za donošenje važnih odluka.
LL@(8213) The port is an aggregate of different software applications that edit, analyse and distribute information both within and without the organization. => Portal je spoj različitih softverskih aplikacija, koje uređuju, analiziraju i distribuiraju informacije u okviru i van granica organizacije.
LL@(8214) It primarily means one possibility of modernizing the information. => Portal, pre svega, predstavlja mogućnost osavremenjavanja informacija.
LL@(8215) The users view of the contents that can be available via the e-government port is shown in Figure 4. => Korisnički pogled na sadržaje koji mogu biti dostupni preko portala e-uprave prikazan je na slici 4.
LL@(8216) Figure 4. => Slika 4.
LL@(8217) Data sources in the port The web port of the city government of the city of Belgrade is created for the purpose of providing the citizens with a prompt and simple access to any information regarding the city government or the public utilities operations Š9Ë. => Izvori podataka u portalu Veb portal gradske uprave grada Beograda kreiran je sa ciljem da se građanima omogući brz i jednostavan pristup svim informacijama koje se tiču poslovanja gradske uprave ili gradskih komunalnih preduzeća Š9Ë.
LL@(8218) The address of the city government web port is www.beograd.org.rs. => Veb-portal gradske uprave nalazi se na adresi www.beograd.org.yu.
LL@(8219) The conceptual layout of the home page is shown in figure 5. ~~~ 4. => Konceptualni izgled naslovne stranice portala prikazan je na slici 5.
LL@(8220) The central space of the page, contains two major modules: a) Service information; b) News; 5. ~~~ The page bottom. => 
LL@(8221) Figure 6 shows the lay out of the city of Belgrade web port. => Na slici 6. prikazan je izgled web portala grada Beograda.
LL@(8222) The first impression on accessing the port is that the links are easily accessible and that the principle that the information is achieved at a maximun three clicks is observed to the utmost. => Prvi utisak pri pristupu portalu je da su linkovi veoma pristupačni a princip da maksimalno tri klika vode do tražene informacije je u potpunosti ispoštovan.
LL@(8223) The menu points are logical and functional. => Meni tačke su logične i funkcionalne.
LL@(8224) Systematized and clear service information and news are easily searched for by the user. => Sistematizovane i pregledne servisne informacije i vesti se lako pretražuju od korisnika.
LL@(8225) Figure 5. => Slika 5.
LL@(8226) The conceptual layout of the city government home page The municipal government home page is divided into several modules arranged in such a manner that functionality, simplicity of use and clear view of contents are achieved. => Konceptualni izgled početne strane portala gradske uprave Početna stranica portala gradske uprave podeljena je na nekoliko modula raspoređenih tako da se postigne funkcionalnost, lakoća korišćenja i preglednost sadržaja.
LL@(8227) The basic elements of the port page are as follows: 1. => Osnovni elementi stranice portala su:
LL@(8228) The heading, divided into the following units: a) The citys logo, simultaneously a link to the home page; b) Selection of the language of presentation; in addition to Serbian, the port is designed in the English and the German languages too; c) A module for searching through the site con tents; d) The horizontal menu, containing links to the basic contents of the presentation; 2. ~~~ The left side vertical menu, including: a) Appropriate links to pages containing elemen tary information and projects realised in the municipal government, as well as the major acts related to the government operations; b) The city call centre; this module will be ex plained in detail hereinafter; c) Municipal current news, the module containing current information related to the municipal government activities; 3. ~~~ The right side vertical menu contains: a) News files; b) Useful links to the contents of the site and outside the site; Figure 6. => 1. zaglavlje, podeljeno u sledeće celine: a. logo grada, ujedno i link na početnu stranu; b. izbor jezika prezentacije, osim na srpskom, portal je realizovan na engleskom i nemačkom jeziku; c. modul za pretraživanje sadržaja sajta; d. horizontalni meni, koji sadrži linkove na osnovne sadržaje prezentacije; 2. levi vertikalni meni, obuhvata: a. izdvojene linkove ka stranama sa osnovnim informacijama i projektima koji se realizuju u gradskoj upravi, kao i glavnim aktima vezanim za funkcionisanje uprave; b. gradski pozivni centar; ovaj modul će biti de taljnije objašnjen u daljem tekstu; c. gradske aktuelnosti, modul koji sadrži aktuelne informacije vezane za poslovanje gradske uprave; 3. desni vertikalni meni, sadrži: a. arhivu vesti, b. korisne linkove na sadržaje na sajtu i van sajta 4. središnji deo strane, obuhvata dva glavna modula: a. servisne informacije, i b. vesti; 5. podnožje strane.
LL@(8229) The City of Belgrade port (www.beograd.org.yu) V. Citu government call centre The functionality principle of the city government call centre provides that the main entity of all the business processes should be the end user (caller) Š6Ë. => Slika 6. ~~~ Portal grada Beograda (www.beograd.org.yu) V. Pozivni centar gradske uprave Funkcionalnost pozivnog centra gradske uprave nalaže da glavni entitet svih poslovnih procesa bude krajnji korisnik (pozivalac) Š6Ë.
LL@(8230) The possible layout of the general model of functioning of the city government call centre is easy to recognize if we have in mind a large number of services the caller has to interact with. => S obzirom na veliki broj službi sa kojima pozivalac treba da ostvari interakciju, može se prepoznati mogući izgled opšteg modela funkcionisanja pozivnog centra gradske uprave.
LL@(8231) The caller is free to use any available communication channel in order that he/she should be in a position to resolve his/her problem. => Pozivalac je slobodan da upotrebi bilo koji od raspoloživih kanala komunikacije kako bi došao do razrešenja svog problema.
LL@(8232) It is important that the general model of the call centre (figure 7) succeeds in integrating the information system that provides the functionality of classification, deciding on priorities, conversion, communication in any direction required, as well as in automation of standard processes (that can be entirely or partially automated). => U opštem modelu pozivnog centra (slika 7) potrebno je objediniti informacioni sistem koji pruža funkcionalnosti klasifikacije, davanja priorireta, konverzije, komunikacije u svim potrebnim smerovima, kao i automatizacije standardnih procesa (koji se mogu u potpunosti ili delimično automatizovati).
LL@(8233) All the functionalities mentioned are necessary to be supported by the transparent generating of documents (logs), which can later be reused in any future processes of resolvings users claims as well as in the analysis of current state affairs by the supervisory bodies. => Sve pomenute funkcionalnosti potrebno je ispratiti transparentnim generisanjem dokumentacije (logova), koja kasnije može biti ponovo upotrebljena u svim budućim razrešavanjima korisničkih upita i analizi trenutnog stanja od nadzornih organa.
LL@(8234) All the quoted functionalities should be implemented in accordance with the laws and safety requirements. => Sve navedene funkcionalnosti treba da budu implementirane u skladu sa zakonima i sigurnosnim zahtevima.
LL@(8235) In order that the operations of the Belgrade call centre be explained, two major types of functions are shown: base module is responsible for three functions: Organization of the base of information required 1. => Da bi se prikazalo funkcionisanje beogradskog pozivnog centra, prikazana su dva glavna tipa funkcije:
LL@(8236) Answering the citizens enquiries by providing information on certain functions and services of city Services (agencies), in such a manner that they are fully resolved within the call centre head office; 2. ~~~ Responding to the citizens claims by directing orders to the Services (agencies) to service the citizens claims following their procedures and the accepted service standards, and inform the call centre head office of the results upon the completion of the job. => 1. rešavanje upita građana davanjem informacija o pojedinim funkcijama i servisima gradskih Slu žbi, tako da se kompletno završavaju u okviru centrale pozivnog centra; 2. rešavanje upita građana formiranjem naloga Službama da, po svojim procedurama i po prihvaćenim standardima usluga, izvrše servisiranje upita građana, i da po završetku posla, obaveste centralu pozivnog centra o ishodu predmeta.
LL@(8237) These two functions are core functions (CORE). => Ove dve funkcije su bazne (CORE).
LL@(8238) The other modules act towards accomplishing these functions and these are the modules of claim receipt and acknowledgement, the module of communication with citizens (shown by the response module), the module of call centre management. => Ostali moduli su u službi ostvarenja ovih funkcija i one obuhvataju module prihvata i registracije upita, modul komunikacije sa građanima (prikazana modulom odgovora), modul upravljanja pozivnim centrom.
LL@(8239) Figure 7. => Slika 7.
LL@(8240) General model of e-government call centre functionality (C1), Claim Application Any claims the caller sends may be classed into four categories: (C2), Proposition (C3) and Information, on the basis of which the caller is forwarded the appropriate information as to the further course of dealing with his/her enquiry, however, not necessarily via the same channel the caller has used to make the enquiry Š7Ë. One way of forwarding information is the internal one. => Opšti model funkcionalnosti pozivnog centra e-uprave Svi upiti koje pozivalac upućuje mogu se podeliti u četiri kategorije: ~~~ Zahtev (P1), @alba (P2), Predlog (P3) i Informacija (I), na osnovu kojih se pozivaocu prosleđuje odgovarajuća informacija o daljem toku rešavanja njegovog upita, ali ne nužno preko istog kanala koji je korisnik upotrebio da izvrši upitŠ7Ë. ~~~ Jedan od načina prosleđivanja informacija je interni.
LL@(8241) Notifications (N) are automatically generated by all the services supposed to participate in an integrated call centre, upon the completion of a certain internal activity and they are forwarded to the central knowledge base. => Obaveštenja (O) su automatski generisana od svih službi koje su predviđene da učestvuju u objedinjenom pozivnom centru po okončanju neke interne aktivnosti i prosleđena ka centralnoj bazi znanja.
LL@(8242) The central knowledge base can be consulted by any call centre information system user directly or indirectly, regardless of whether it is an internal or external user (caller, call centre operator, distributed operative centre operator, controller, analyst, manager, etc.). => Centralnu bazu znanja mogu konsultovati svi korisnici informacionog sistema pozivnog centra direktno ili indirektno, bilo da se radi o unutrašnjem ili spoljašnjem korisniku (pozivalac, operater pozivnog centra, opera ter distribuiranog operativnog centra, kontrolor, analitičar, menadžer itd.).
LL@(8243) The knowledge to provide a reply to the claim; Organization of the knowledge base containing information on city services and the city in general; Organization of issue base that contains and updates information on all the issues resolved in the past and on the basis of which a solution is offered (e.g. by the script method) to the operator in order that he can resolve the repeated claims. => Modul baze znanja odgovoran je za izvršenje tri funkcije: uređenje baze informacija potrebnih za davanje odgovora na upit; uređenje baze znanja koja sadrži informacije o gradskim službama i gradu uopšte; uređenje baze predmeta, koja sadrži i ažurira informacije o svim predmetima rešenim u prošlosti i na osnovu koje se (npr. metodom skripata) operateru nudi u cilju rešavanja ponovljenih upita.
LL@(8244) It is essential that the complete records and information are forwarded from one site the call centre, therefore it is the tsak and interest of all the services to file the information of services accomplished in the offline regime in the knowledge base so that they should be available and possible to use in further operations. => Suština je u tome da kompletna evidencija i izveštavanje ide sa jednog mesta pozivnog centra, pa je zadatak i interes svih službi da informacije o uslugama koje su realizovane u offline režimu budu evidantirane u bazi znanja, kako bi se mogle koristiti u daljem poslovanju.
LL@(8245) It is in this manner that the city receives a uniform information and an insight into all the aspects of public utilities operations, which can be used for the purpose of accomplishing their control, management and planning function(s) Š6Ë. Communication methods integration within the call centre In order that the communication between the citizens and the public administration in Belgrade be improved the Belgrade Call Centre the BCC has been designed. => Na ovaj način grad dobija jedinstvenu informaciju i sliku o svim aspektima funkcionisanja gradskih službi, što može iskoristiti u ostvarenju svoje kontrolne, upravljačke i planske funkcije Š6Ë. ~~~ A. Integracija metoda komunikacija u okviru pozivnog centra U okviru unapređenja komnikacije građana i javne uprave u Beogradu isprojektovan je Beogradski pozivni centar - BPC.
LL@(8246) The mission of the Belgrade Call Centre is the improvement of the communication between the citizens and the city services, including the public utilities. => Misija Beogradskog pozivnog centra je upravo unapređenje komunikacije između građana i gradskih službi, uključujući javna komunalna preduzeća.
LL@(8247) Using the call centre the citizens can obtain all the essential information at one place. => Korišćenjem pozivnog centra, građani mogu dobiti sve bitne informacije na jednom mestu.
LL@(8248) The Belgrade Call Centre (BCC) is designed as a modern contact centre through which the citizens (consumers of services) have an opportunity to satisfy all their municipal needs as well as the needs from the field of legal procedures with the city and municipal bodies. => Beogradski pozivni centar (BPC) osmišljen je kao moderni kontakt centar, posredstvom koga građanin (korisnik usluga) dobija mogućnost da izservisira sve svoje komunalne i potrebe iz upravnog postupka kod gradskih i opštinskih organa.
LL@(8249) The citizen applies to the centre by composing a respective claim the claim, in terms of the BCC, is a telephone or any other mode of communication (multimedia: web, e-mail, fax, mail, telephone, teletext, desk, ...) enquiries, requests, propositions, information and notifications from the citizen to a city service and vice versa. ~~~ (The services here means the city public utilities, secretariats, institutes, municipalities or any other companies in charge of any public concerns). => Građanin svoj zahtev podnosi uspostavljanjem odgovarajućeg upita pod upitom se, u svetlu BPC podrazumeva telefonski ili na neki drugi način (multimedijalno: veb, i-mejl, faks, pošta, telefon, teletekst, šalter...) predstavljene žalbe, zahtevi, predlozi, informacije i obaveštenja od građanina prema nekoj od gradskih službi ili obrnuto. (Pod službom se podrazumevaju gradska javna komunalna preduzeća (JKP), sekretarijati, zavodi, opštine ili druga preduzeća kojima je poveren neki od javnih poslova).
LL@(8250) The Belgrade call centre is designed to operate 24 hours, seven days a week; it is centralized and organized with all its major technical and personnel resources on a central location and with a distributive operational function (claim servicing concentrated on respective services). => Beogradski pozivni centar osmišljen je tako da radi non-stop, 24 časa, sedam dana u nedelji, i kao centralizovan, postavljen sa svim svojim glavnim, tehničkim i kadrovskim resursima na jednoj centralnoj lokaciji i sa distribuiranom operativnom funkcijom (servisiranje upita koncentrisano po nadležnim službama).
LL@(8251) The citizen contacts the centre on the basis of one call system, and, in case of a telephone contact, uses an easily memorable and free of charge number. ~~~ All claims are automatically registred and Figure 9 shows the internal structure and infrastructure of the Belgrade Call Centre Š1Ë. => Građanin svoje upite ispostavlja po sistemu jednog poziva i, u slučaju telefonskog obraćanja, koristeći lako prepo Na slici 9. prikazana je unutrašnja sturktura i infrastruktura Beogradskog pozivnog centra Š1Ë.
LL@(8252) The BCC architecture is designed in such a way that it should allow for a prompt and efficient communication with clients, as well as an efficient processing of their claims. => Struktura Beogradskog pozivnog centra projektovana je da omogući brzu i efikasnu komunikaciju sa klijentima, kao i efikasnu obradu njihovih zahteva.
LL@(8253) Similarly, the role of the call centre is to integrate various ways of communication between the citizens and the city government, such as direct access, mail, electronic mail, the Internet. => Takođe, uloga pozivnog centra je da integriše različite načine komunikacije između građana i gradske uprave, kao što su direktan pristup, pošta, elektronska pošta, Internet.
LL@(8254) Figure 10 presents the integrated flow of the communication process between the citizens and the city covernment via the call centre Š1Ë. => Slika 10. prikazuje intergrisani tok procesa komunikacije građana i gradske uprave korišćenjem pozivnog centra Š1Ë.
LL@(8255) The citizen applies with his claim, the claim is analysed to decide whether it can be resolved within the call centre or it has to be forwarded to the operational service of a public utility. => Građanin upućuje zahtev, zatim se utvrđuje da li se zahtev može rešiti u okviru pozivnog centra, ili je potrebno zahtev proslediti operativnoj službi nekog od javnih komunalnih preduzeća.
LL@(8256) In any case, the reply is sent to the citizen via the call centre. => U svakom slučaju, odgovor se preko pozivnog centra upućuje građaninu.
LL@(8257) The call center can be understood as the framework for an integrated communication between the citizens and the city government, allowing for a high level of interactivity. filed and make up the basis for the analyses, statistics and devising the investment and development plan(s). => Može se zaključiti da pozivni centar predstavlja okvir za integrisanu komunikaciju između građana i gradske uprave, kao i da omogućuje visok nivo interaktivnosti. znatljiv i besplatan broj. ~~~ Svi se upiti automatski registruju i arhiviraju i oni su baza za analize, statistiku i izradu plana investicija i razvoja.
LL@(8258) With such a quality the BCC assumes the function of controlling and monitoring the operations of all the competent sity services (CityStat function). => Po ovom svom svojstvu, BPC dobija funkciju kontrole i praćenja rada svih nadležnih gradskih službi (CityStat funkcija).
LL@(8259) Technologically, the BCC should have been organized on the basis of modern conceptual and technical solutions. => Tehnološki, BPC bi trebalo da je realizovan na bazi modernih konceptualnih i tehničkih rešenja.
LL@(8260) Thus the concept of voice transmission is replaced by the concept of data transmission (an entirely digital system). => U tom smislu, sa koncepta prenosa glasa prelazi se na koncept prenosa podataka (potpuno digitalni sistem).
LL@(8261) The specific solution here can be a system with a communication server as the principal control of the system with the implementation of software telephones (softphone applications on the data station or the hardware VoIP telephones). => Kao konkretno rešenje predlaže se sistem sa komunikacionim serverom kao glavnom kontrolom sistema i implementacija softverskih telefona (softphone aplikacije na radnoj stanici ili hardverski VoIP telefoni).
LL@(8262) The entire information network infrastructure is to be constructed in accordance with the general design of the Belgrade Information Centre, making the widest possible use of the available public resourses (access to the Internet, VPN channels, ...). => Celokupna informatička mrežna infrastruktura treba da se izvrši u skladu sa idejnim projektom Beogradskog informacionog sistema i pri tome treba maksimalno da se koriste raspoloživi javni resursi (pristup Internetu, VPN kanali...).
LL@(8263) The BCC is to be located in the new (adapted) building close to major external resources (post and IS of the city). => BPC treba da bude lociran u novom (adaptiranom) objektu u fizičkoj blizini važnih spoljnih resursa (poštanskih i IS grada).
LL@(8264) The premises are planned to be equipped according to the highest standards of the interior design of modern call centres, with special attention paid to the ergonomy of work places. => Prostor treba da se opremi u visokim standardima enterijera savremenih pozivnih centara, sa naročitom pažnjom na ergonomiju radnih mesta.
LL@(8265) The project is designed for the end phase, but will be equipped according to the dymanics of introducing respective services (public utilities in the first phase, city government in the second, and municipalities in the third phase). => Projekat se radi za konačnu fazu, ali će biti opreman shodno dinamici uvođenja službi (prva faza komunalna preduzeća, druga faza gradska uprava i treća faza opštine).
LL@(8266) Figure 8 presents the basic architecture of the Belgrade Call Centre Š1Ë. => Na slici 8. prikazana je osnovna arhitektura Beogradskog pozivnog centra Š1Ë.
LL@(8267) Using different communication channels, including the direct access, the citizens and the companies can contact the Belgrade Call Centre. => Građani i preduzeća korišćenjem različitih komunikacionih kanala, uključujući direktan pristup, mogu kontaktirati Beogradski pozivni centar.
LL@(8268) The virtual private network connects the Belgrade Call Centre with the operation services of the public utilities, thus allowing for a prompt processing of the citizens and the companies claims. => Beogradski pozivni centar je preko virtuelne privatne mreže povezan sa operativnim službama javnih komunalnih preduzeća, što omogućava brzu obradu zahteva građana i preduzeća.
LL@(8269) Figure 9. => Slika 9.
LL@(8270) Belgrade call centre architecture VI. => 
LL@(8271) Conclusion A modern technology of business doing, the electronic business is becoming increasingly important in the world of business, services, and information. => 
LL@(8272) The public administration, as the pillar of the state and the indicator of the governmental bodies work, has to implement new technologies in its work if its goals are the prosper Figure 8. ~~~ The Belgrade Call Centre architecture REFERENCE Š1Ë Mazinjanin \., Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave, magistarska teza, FON, 2007 Š2Ë Mazinjanin \., Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave Š3Ë Mazinjanin \., Tehnologija komunikacije vlade i građana u elektronskom poslovanju , Beograd 2004. ~~~ Š4Ë Ministarstvo nauke i zaštite životne sredine, Strategija razvoja informacionog društva u Republici Srbiji, Beograd 2006. ~~~ Š5Ë Stanković S., Internet call centar u funkciji elektronskog poslovanja, Magistarski rad, FON, Beograd 2005. ~~~ Š6Ë Štab izgradnje Beogradskog pozivnog centra, Beogradski pozivni centar: Projektni zadatak za izradu Glavnog projekta Beogradskog pozivnog centra, Beograd 2006. => Struktura Beogradskog pozivnog centra Slika 8 Arhitektura Beogradskog pozivnog centa LITERATURA Š1Ë Mazinjanin \., Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave, magistarska teza, FON, 2007 Š2Ë Mazinjanin \., Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave Š3Ë Mazinjanin \., Tehnologija komunikacije vlade i građana u elektronskom poslovanju , Beograd 2004. Š4Ë Ministarstvo nauke i zaštite životne sredine, Strategija razvoja informacionog društva u Republici Srbiji, Beograd 2006. Š5Ë Stanković S., Internet call centar u funkciji elektronskog poslovanja, Magistarski rad, FON, Beograd 2005. Š6Ë [tab izgradnje Beogradskog pozivnog centra, Beogradski pozivni centar:
LL@(8273) Š7Ë CPU, Projekat procesa i rada Beogradskog pozivnog centra, Beograd 2006. ~~~ Š8Ë Anđelić B., Poduhvat uspostavljanja elektronske državne administracije u Republici Srbiji, Beograd 2002. ~~~ Š9Ë Andrejić S., Izrada Web portala grada, Specijalistički rad, FON Beograd 2005. ~~~ Š10Ë Atkinson R., Digitalna vlada: Sledeći korak u rekonstruisanju Savezne vlade, Beograd 2000. => Projektni zadatak za izradu Glavnog projekta Beogradskog pozivnog centra, Beograd 2006. Š7Ë CPU, Projekat procesa i rada Beogradskog pozivnog centra, Beograd 2006. Š8Ë Anđelić B., Poduhvat uspostavljanja elek tronske državne administracije u Republici Srbiji, Beograd 2002. Š9Ë Andrejić S., Izrada Web portala grada, Spe cijalistički rad, FON Beograd 2005. Š10Ë Atkinson R., Digitalna vlada:
LL@(8274) Š11Ë Republički zavod za statisktiku, Upotreba in formaciono-komunikacionih tehnologija u Republici Srbiji 2008, Beograd, 2008 Š12Ë Anttiroiko A., Strategic knowledge management in local government, Electronic governmet: design, applications and management, editor Ake Gronlund, Idea group publishing, Š13Ë Axelsson K., Melin U., Persson A., Communication analysis of public forms, International Journal of Public Information Systems, vol 3, 2007 Š14Ë Gant, J. P., Gant, D. B. Web portal functional ity and state government e-service. => Sledeći korak u rekonstruisanju Savezne vlade, Beograd 2000. Š11Ë Republički zavod za statisktiku, Upotreba informaciono-komunikacionih tehnologija u Republici Srbiji 2008, Beograd, 2008 Š12Ë Anttiroiko A., Strategic knowledge management in local government, Electronic governmet: design, applications and management, editor Ake Gronlund, Idea group publishing, 2002 Š13Ë Axelsson K., Melin U., Persson A., Communication analysis of public forms, International Journal of Public Information Systems, vol 3, 2007 Š14Ë Gant, J. P., Gant, D. B. Web portal functionality and state government e-service.
LL@(8275) Proceedings of the 35th Hawaii International Conference on System Sciences - 2002 Figure 10. => Proceedings of the 35th Hawaii International Conference on System Sciences - 2002 Slika 10.
LL@(8276)  => Tok procesa komunikacije u pozivnom centru VI.
LL@(8277)  => Zaključak Elektronsko poslovanje kao savremena tehnologija poslovanja sve više dobija na značaju u svetu biznisa, usluga i informacija.
LL@(8278) Communication process flow within call centre ity of the government, the progress of the country, and the satisfaction of its citizens. => Državna uprava kao stub države i pokazatelj rada organa vlasti mora u svom radu primeniti nove tehnologije ukoliko želi prosperitet svoje vlasti, napredak države, zadovoljenje građana.
LL@(8279) The communication between the state and its citizens should be carried out in as simple a way as possible, and the time required for it should also be as short as possible. => Komunikacija države i građana treba da se odvija na što jednostavniji način, a vreme potrebno za pružanje usluga treba da je što kraće.
LL@(8280) The government agencies are said to work satisfactorily if their work is subject to the public assessment as well as if the citizens are in a position to suggest the ways in which this work can be improved. => Rad državnih organa je dobar ako je izložen sudu javnosti i mogućnosti uticaja građana na poboljšanje rada.
LL@(8281) The motives underlying the e-government project have to be closely related to the broad, clearly defined goals of the public policy increasing the government efficiency, or improving the quality of the services rendered. => Motivi koji stoje iza projekta e-uprave moraju biti povezani sa širim, jasno definisanim ciljevima javne politike - povećanje efikasnosti uprave, ili poboljšanje kvaliteta pruženih usluga.
LL@(8282) The introduction of e-government is assumed to result in the change of the governments work methods, which means an adequate political will and leadership, as well as unavoidable vast expenses. => Uvođenje e-uprave trebalo bi da dovede do promene načina na koji uprava radi, što jasno podrazumeva odgovarajuću političku volju i vođstvo, kao i neminovne obimne troškove.
LL@(8283) The paper is an attempt to systematize the methods of communication between the citizens and the government in the conditions of electronic business of the public administration. => U ovom radu sistematizovane su metode komunikacije između građana i uprave u elektronskom poslovanju javne uprave.
LL@(8284) It offers a review of the implementation of these methods of communication in the City of Belgrade government, as well as a proposition regarding the improvement of the G2C communication in the City of Belgrade public administration. => Dat je pregled korišćenja ovih metoda komunikacije u upravi grada Beograda, kao i predlog modela za unapređenje G2C komunikacije u javnoj upravi grada Beograda.
LL@(8285) We hope that in the future the majority of citizens will be in a position to benefit from the e-government facilities. => Nadamo se da će u skorijoj budućnosti većina ljudi u Srbijii moći da koristi pogodnosti e-uprave.
LL@(8286) This, however, shall certainly have to be accompanied by the overall technological and economic development. => Međutim, to svakako mora biti praćeno sveukupnim tehnološkim i ekonomskim razvojem.
LL@(8287) It is only then that we will become aware of all the potentials and opportunities the e-government brings. => Tek tada ćemo postati svesni svih potencijala i prilika koje e-uprava donosi.
LL@(8288) Organizatonal Development of Higher Education and the Competent Model in the Bologna Reform of Studies UDC: 378.014.3(4) Tatjana Devjak1, Srečko Devjak2 1Ljubljana University, Faculty of Pedagogy 2Ljubljana University, Faculty of Administration Ever since 1988 the European countries have implemented the Bologna reform, based on the declarations submitted by the EU member countries ministers of higher education. => Organizacioni razvoj visokog školstva i kompetentni model u bolonjskoj reformi studija UDK: ~~~ 378.014.3(4) Tatjana Devjak1, Srečko Devjak2 1Univerzitet u Ljubljani, Pedagoški fakultet 2Univerzitet u Ljubljani, Fakultet za upravu Bolonjsku reformu evropske države sprovode od 1988. godine, a ona se zasniva na deklaracijama ministara za visoko školstvo država članica EU.
LL@(8289) The objectives of the Bologna reform are to create an integrated European higher education area by way of achieving high quality, transparency and measurability of the scope of studies relying on the ECTS system of integrated grading of the students academic obligations. => Ciljevi bolonjske reforme su oblikovanje jedinstvenog evropskog visokoškolskog prostora postizanjem visokog kvaliteta, transparentnosti i merljivosti studijskog obima koji se oslanja na ECTS sistem jedinstvenog bodovanja studijskih obaveza studenata.
LL@(8290) The adopted objectives of the reform guide the development of the higher education towards an integral personal development of the student population with a broad knowledge of the the European requirements as regards higher education and employment. => Usvojeni ciljevi reforme usmeravaju razvoj visokog školstva prema celovitom ličnom razvoju studentske populacije sa širokim poznavanjem zahteva evropskog prostora na polju visokog školstva i zapošljavanja.
LL@(8291) Including the students into the management, the possibility of choice and the mobility of studies will certainly have an effect upon their integral development and their understanding of the European dimension of higher education. => Uključivanje studenata u upravljanje, mogućnost izbora i mobilnost studija uticaće na njihov celovitiji lični razvoj i razumevanje evropske dimenzije visokog školstva.
LL@(8292) The development of universities will be based on an ever richer knowledge of the European higher education area, which will enhance the mobility of pedagogic as well as non-pedagogic personnel. => Razvoj visokih škola zasnivaće se na upoznavanju sve većeg dela evropskog visokoškolskog prostora, što će podstaći mobilnost pedagoškog i nepedagoškog kadra.
LL@(8293) The partnership within the academic community with the academic institutions and the employers will allow for the designing of such degree programmes developed on the sufficiently clearly defined competent models of the employment area. => Partnerstvo u okviru akademske zajednice sa visokoškolskim ustanovama i poslodavcima omogućiće oblikovanje studijskih programa razvijenih na dovoljno jasno definisanim kompetentnim modelima oblasti zapošljavanja.
LL@(8294) The higher education institutions will be in a position to meet the employers needs on condition they ensure the development of research and consulting activities, which will, in addition to the degree programmes of formal education, allow for the implementation of various forms of life-long study. => Visokoškolske ustanove biće u mogućnosti da ispune potrebe poslodavaca ako osiguraju razvoj istraživačke i savetodavne delatnosti koje će pored studijskih programa formalnog obrazovanja omogućiti i implementaciju različitih oblika doživotnog obrazovanja.
LL@(8295) Some members of the Ljubljana university were among the first Slovenian higher education institutions that in 2005 implemented the degree programmes on the basis of the Bologna reform (among them the Faculty of Administration). => Neke članice Univerziteta u Ljubljani su među prvim slovenačkim visokoškolskim ustanovama još 2005. godine počele da sprovode studijske programe koji su prošli kroz bolonjsku reformu (među njima i Fakultet za upravu).
LL@(8296) The reform models are based on the competent models that were not always clearly defined; besides, the faculties and the universities are faced with a large number of highly demanding organizational and economic problems in the execution of the Bologna directed activities. => Modeli reforme zasnivaju se na kompetentnim modelima koji često nisu bili dovoljno dorečeni, a pri tome se fakulteti i univerziteti susreću i sa nizom zahtevnih organizacionih i ekonomskih problema realizacije aktivnosti bolonjskih usmerenja.
LL@(8297) This paper defines the form of the competent model used as a platform for the degree programmes reforms. => Prilog definiše oblik kompetentnog modela koji je primeren kao platforma za reforme studijskih programa.
LL@(8298) It brings the experiences and organizational solutions in the implementation of the elements of the Bologna reform, such as: quality, the ECTS crediting system, options, mobility, partnership. ~~~ 1. => U prilogu su predstavljena iskustva i organizaciona rešenja implementacije elemenata bolonjske reforme, kao što su na primer.: kvalitet, ECTS sistem bodovanja, mogućnost izbora, mobilnost, partnerstvo. 1.
LL@(8299) Background facts The higher education area in Europe has been undergoing the process of transformation initiated by the Sorbonne Declaration, followed by the Bologna Declaration in 1999. => Polazne osnove Oblast visokog školstva u Evropi nalazi se u procesu transformacije koji su pre toga već pokrenuli Sorbonska Deklarcija, nakon koje je juna 1999. godine sledila još i Bolonjska deklaracija.
LL@(8300) The latter is responsible for an avalanche of reactions all over Europe. => Ova poslednja je u Evropi pokrenula čitavu lavinu.
LL@(8301) The central idea of the Bologna process is actually rather simple. => Doduše, centralna ideja »bolonjskog procesa« prilično je jednostavna.
LL@(8302) If we wish to be more closely connected in Europe, if we wish to increase the mobility among the qualifications, if our objectives are the higher quality education, we must establish a new trust, claims Gassner (2007). => Ako u Evropi želimo čvršće povezivanje, ako želimo povećanje mobilnosti u zanimanjima, ako želimo da povećamo kvalitet obrazovanja, onda moramo da uspostavimo novo poverenje, smatra Gassner (2007).
LL@(8303) The trust, however, does not develop by itself, but has to be improved and advanced by implementing adequate measures. => Međutim, poverenje se ne razvija samo po sebi već se mora unapređivati uz pomoć adekvatnih mera.
LL@(8304) There is a need for the national interests to be adjusted (not at any cost) and the comparative degree programmes (curricula) and diplomas to be prepared. plex and a most efficient way. => Dogovoreno je da bi trebalo približiti nacionalne interese (ali ne po svaku cenu), pripremiti komparativne studijske programe ( u pogledu trajanja) i diplome.
LL@(8305) The motto of the Tuning project is: Compatibility of educational frameworks and programmes on the bases of diversity and autonomy. => Projekat usklađivanja u Evropi odvijao se u okviru Tuning projekta (The Tuning project1) koji je bio više nego uspešan jer je osim radnog opterećenje studenata uveo i komponentu nastavnih rezultata koji zajedno definišu ECTS na naj kompleksniji i efikasniji način. ~~~ Moto projekta Tuning je:
LL@(8306) The trend established shows that the European countries and institutions are willing to learn one from another and thet the mobilitty of both students and teachers increasingly contributes to a growing understanding of a real European identity. => Usklađivanje obra zovnih struktura i programa na osnovu raznolikosti i autonomije. ~~~ Trend koji je uspostavljen ukazuje da su evropske zemlje i institucije spremne da uče jedna od druge, a da je mobilnost studenata i profesora još više doprinela rastućem razumevanju istinskog evropskog identiteta.
LL@(8307) In order that the curricula be better understood and compared within the Tuning project a specific methodology was created that defines five key sets of approaches in the subject/disciplinary areas: (1) general competences or transferable skills; (2) subjectspecific competences, (3) the role of ECTS as a credit accumulating system; (4) approaches to studying, teaching and assessment; (5) the role of improving The adjustment project in Europe was conducted within the Tuning project1 which was highly successful, since, in addition to the work load to the students, it introduced a component of learning results (outcomes) which jointly define the ECTS in a most com 1 The Tuning project includes over one hundred European universities and is directed towards designing concrete suggestions in the execution of the Bologna process on the level of higher education institutions and certain subject areas. => Radi boljeg razumevanja nastavnih planova i mogućnosti njihovog poređenja u okviru Tuning projekta oblikovana je posebna metodologija koja je u okviru predmetnih/disciplinarnih oblasti definisala pet ključnih sklopova pristupa: (1) opšte kompetencije ili prenosive veštine; (2) predmetno-specifične kompetencije, (3) uloga ECTS kao sistema sakupljanja kreditnih bodova; (4) pristupi učenju, podučavanju i ocenjivanju i (5) uloga unapređenja kvaliteta u procesu obrazovanja, sa naglaskom na sistemima koji se zasnivaju na internoj institucionalnoj kulturi kvaliteta 1 Projekat Tuning udružuje preko sto evropskih univerziteta i usmeren je u oblikovanje konkretnih predloga za ostvarivanje bolonjskog procesa na nivou visokoškolskih institucija i pojedinih predmetnih oblasti.
LL@(8308) The Tuning method incorporates the (re)designing, developmet, introducing and evaluation of curricula for each of the three Bologna cycles. => Tuningov način rada uključuje metodologiju za (pre)oblikovanje, razvoj, uvođenje i evalvaciju studijskih programa za svaki od tri bolonjska ciklusa .
LL@(8309) The project has recently spread from Europe to Latin America and central Asia (gonzales and Wagenaar, 2007) quality in the education process, with an emphasis on the systems based on national institutional quality culture (Gonzales and Wagenaar, 2007). => Projekat se iz Evrope u poslednje vreme proširio i na Latinsku Ameriku i centralnu Aziju. (Gonzales i Wagenaar, 2007) (Gonzales i Wagenaar, 2007).
LL@(8310) All these five sets of approaches allow for the universities to tune their curricula without giving up their autonomy and simultaneously enhance their competence and inovation. => Svih tih pet pristupnih sklopova omogućava univerzitetima da usaglašavaju (»tuning«) nastavne planove, pri čemu se ne gubi njihova autonomija, a istovremeno takav način podstiče njihove sposobnosti i inovacije.
LL@(8311) The issue to solve is how to implement the competent model to improve the opportunities of the graduate students to find employment. => Pitanje koje ostaje jest, kako primeniti kompetetivni model u vidu povečavanja mogučnosti zapošlavanja diplomaca. 2.
LL@(8312) 2. ~~~ Competent model as objektive of curricula moderniyation The basic competences/skills the need for which is nowadays considerably greater the man is expected to actively participate in the knowledge society and economy, on the labour market and in work and which should be incorporated into the curricula, include some new skills, e.g., digital literacy, knowledge of foreign languages, social skills, etc. => Kompetentni model kao cilj modernizacije studijskih programa U osnovne kompetencije/veštine koje su sada mnogo potrebnije nego u prošlosti, to jest da čovek aktivno participira u društvu znanja i ekonomiji na tržištu rada i u radu i koje treba uključiti u studijske programe, spadaju i neke nove, na primer digitalna opismenjenost, poznavanje stranih jezika, socijalne veštine itd.
LL@(8313) The individual is expected to be prepared to learn and make sense of a host of information. ~~~ The individual will have to be able to act autonomously, but patiently, to collaborate to a higher degree than it was done in the past and simultaneously be ready and capable of acquiring new skills promptly as well as of adapting to new challenges and situations. => Od pojedinaca se naime očekuje da će biti spremni da uče i osmišljavaju mnoštvo informacija, da će biti sposobni za veće autonomno i strpljivo ponašanje kao za saradnju u ponašanju nego što je to bilo u prošlosti i da će istovremeno biti sposobni i spremni za brzo sticanje novih veština te da će znati da se prilagođavaju novim izazovima i situacijama.
LL@(8314) The ultimate objective of curricula is enhancing the development of competences crucial for a certain area; namely, a significant novelty is the focus upon the curricula outcomes2, expressed in competences (Tancig, 2007:25). => Glavni cilj reforme studijskih programa je podsticanje razvoja kompetencija odlučujućih za određenu oblast, odnosno značajna novina je usredsređenost na rezultate studijskih programa2, izražene u kompetencijama« (Tancig, 2007:25).
LL@(8315) Tancig (2006) understands the competences as accomplished capacities that include both discoursive and practical knowledge and are a dynamic combinaton of knowledge, understanding, skills, competences and values. => Tancigova (2006) shvata kompetencije kao kompletirane kapacitete koji uključuju kako diskurzivno tako i praktično znanje i predstavljaju dinamičnu kombinaciju znanja, razumevanja, veština, sposobnosti i vrednosti.
LL@(8316) According to Medveš (2006), competences are the global objective of education, on one hand, the synthesis of knowledge, in terms of mastering the contents, perceptions and information using more elaborate cognitive processes, i.e., essential knowledge, while, on the other hand, competences are a synthesis of skills, capabilities and methods of an individual qualification or expert field, the so-called procedural knowledge; finally, competences are a synthesis of the development of interests, motivation, personal reaction, integrity and social implementation. => Medveš (2006) navodi da su kompetencije globalni cilj obrazovanja što sa jedne strane predstavlja sintezu znanja u smislu ovladavanja sadržajima, spoznajama i informacijama uz upotrebu viših kognitivnih procesa tj. suštinsko znanje, a sa druge strane kompetencije predstavljaju sintezu veština, spretnosti i metoda pojedine struke ili stručne oblasti, tzv. proceduralno znanje i na kraju krajeva kompetencije su sinteza razvoja interesa, motivacije , ličnog reagovanja pojedinca, njegovog integriteta i socijalne implementacije.
LL@(8317) Competences can therefore be understood as an individuals ability to activate, implement and corre late acquired knowledge in complex, varied and unpredictable situations (Parrenoud, after Svetlik, 2006:4). => Znači, kompetencije možemo shvatiti kao «sposobnost pojedinca da aktivira, koristi i poveže stečeno znanje u kompleksnim, raznovrsnim n nepredvidljivim situacijama« (Parrenoud, po Svetlik, 2006: 4).
LL@(8318) Or, as Gonzales and Wagenaar (2007:54) maintain, competences are a dynamic combination of knowledge, understanding, skill, and abilities, therefore the development of competences is the objective of the programmes of education. => Ili kao 2 Nastavni, studijski rezultati su izraz očekivanja koje bi student/studentkinja nakon završenog učenja znao/znala, razumeo/la ili bio/bila sposoban /bna da predstavi.
LL@(8319) The Tuning project developed a model according to which the role of the higher education institutions in the curricula reform, i.e., in the curricula (national or international joint degree) designing process is to create the curricula to be conducted within one or more institutions on the eight step model. => Rezultati se mogu odnositi na pojedinu nastavnu jedinicu, odnosno modul ili pak na period studiranja, na primer na program prvog, drugog ili trećeg ciklusa visokoškolskog obrazovanja. ~~~ Nastavni rezultati utvrđuju uslove za dodelu kreditnih bodova. (Gonzales i Wagenaar, 2007:53) što pišu Gonzales i Wagenaar (2007: 54), kompetencije predstavljaju »dinamičnu kombinaciju znanja, razumevanja, spretnosti i sposobnosti, zato je razvoj kompetencija cilj obrazovnih programa.« je Tuning projekt razvio model po kome visokoškolske organizacije u reformi studijskih programa, odnosno u procesu oblikovanja studijskog programa (državnog ili međunarodnog joint degree) pripremaju nastavne planove koji se formiraju, izvode i sprovode unutar jedne ili dve , odnosno više institucija po »modelu osam koraka«. (Gonzales i Wagenaar, 2007) Pod prvim korakom Gonzales i Wagenaar (Pravo tam) podrazumevaju »ostvarivanje osnovnih uslova« za sve studijske programe .
LL@(8320) (Gonzales and Wagenaar, 2007). => Postiže se tako što se potraže odgovori na pitanja kao što su:
LL@(8321) According to Gonzales and Wagenaar, the first step (Prav tam/Straight towards) is the provision of elementary conditions for all the degree programmes. => 
LL@(8322) This is achieved by finding answers to such questions as: is the social need for the programme recognized on the regional/ national/ European levels? => Da li je na regionalnom/nacionalnom/evropskom nivou prepoznata društvena potreba za programom?.
LL@(8323) Is it identified on the basis of consulting activities and research, i.e., by all the interested parties: employers, experts, institutions, expert bodies? => Da li je to učinjeno na osnovu konsultacija i istraživanja, odnosno između svih zainteresovanih učesnika: poslodavaca, stručnjaka, institucija, stručnih tela?
LL@(8324) Is the programme interesting from an academic aspect? => Da li je program interesantan sa akademskog aspekta?
LL@(8325) And, finally, are there available funds for the programme? => I na kraju: ~~~ Da li za program ima dovoljno raspoloživih sredstava?
LL@(8326) In case of international degree programmes offered by a number of institutions, it is of crucial importance to know whether there is some agreement or a strategic partnership among them. => Ako je reč o međunarodnim studijskim programima koje nudi više institucija prevashodno je značajno da li između njih postoji- dogovor ili strateško partnerstvo.
LL@(8327) Is there a guarantee that the programme will be legally recognized in different countries?... => Da li postoji garancija da će program biti pravno priznat u različitim državama?...
LL@(8328) And, is there an agreement abour the programme duration as regards the ECTS? => I Da li postoji saglasnost u pogledu dužine programa s obzirom na ECTS?
LL@(8329) The second step contains the definition of the qualification, the third offers a description of the programme objectives and the results to be achieved, the fourth defines the generic and subject-specific competences to be achieved within the programme, while the fifth is about the transfer of contents and topics, modules and credits into the curriculum... then follows the transfer into the course units and the activities used to achieve the desired learning outcomes (the sixth step) and make decisions as to the approaches to teaching and learning processes (types of methods, techniques and formats), as well as an agreement as regards assessment and when it is necessary provision/preparation of teaching materials (the seventh step). => Drugi korak sadrži definiciju obrazovnog profila, u trećem sledi opis ciljeva programa i nastavnih rezultata koji moraju da budu ostvareni, u četvrtom koraku definisane su generičke i predmetno-specifične kompetencije koje moraju biti ostvarene unutar programa i u petom koraku sledi prenos sadržaja i tema, modula i kreditnih bodova u nastavni plan…Nakon toga sledi prenos u obrazovne jedinice i aktivnosti kako bi se postigli određeni nastavni rezultati ( šesti korak) i donele odluke u pogledu pristupa odvijanju nastave i učenja ( vrste metoda, tehnika i formata), a takođe i dogovor u pogledu ocenjivanja i kada se ono traži takođe priprema nastavnog materijala ( sedmi korak).
LL@(8330) The last, eighth step includes the development of assessment system meant for a permanent quality improvement (Prav tam: 50:53). => U poslednjem, osmom koraku, sledi razvoj sistema vrednovanja namenjenog trajnom unapređenju kvaliteta ( Prav tam:
LL@(8331) 2 The teaching, curricula outcomes /results ar what the student will be capable of knowning, understanding or producing upon completing his studies. => 50-53).
LL@(8332) The results may relate to an individual course unit, or module or to a period of study, e.g., to the curricula of the first, the second or the third cycles of higher education. ~~~ The learning outcomes set the criteria for credit accumulation. => Tako se u reformi visokoškolskih programa srećemo sa nekim novim elementima koje moramo da shvatimo u njihovoj međusobnoj logičnoj povezanosti koja je vidljiva iz sledeće sheme:
LL@(8333) (Gonzales and Wagenaar, 2007:53). => Shema 1:
LL@(8334) Thus, in the higher education curricula reform we encounter certain new elements that we have to observe as logically interrelated, which is shown in the following chart: Chart 1: Degree programmes reform planning and development Source: Tancig, S. (2007). => Planiranje i razvoj reforme studijskih programa Izvor: ~~~ Tancig, S. (2007).
LL@(8335) Generičke in predmetno specifične kompetence v izobraževanju. => Generične i predmetno specifične kompetence v izobraževanju. ~~~ V:
LL@(8336) V: Tancig, S. i Devjak, T. (ed.): Prispevki k posodobitvi pedagoških študijskih programov. => Tancig, S. i Devjak, T. (ur): ~~~ Prispevki k posodobitvi pedagoških študijskih programov.
LL@(8337) Ljubljana: Faculty of Pedagogy UL, 24. => Ljubljana: ~~~ Pedagoška fakulteta UL, 24.
LL@(8338) The choice of the degree programme competences has to be adjusted to the descriptors of each study level, whether undergraduate or postgraduate. => Izbor kompetencija studijskog programa mora biti usaglašen sa deskriptorijumima pojedinog stepena studiranja bilo da je reč o dodpilomskim ili postdiplomskim studijama.
LL@(8339) The descriptors are broad, wide-range, but significant study indicators at each of the three cycles/levels of study. => Deskriptorijumi predstavljaju opšte, široke ali značajne indikatore studija na svakom od tri ciklusa/stepena studija.
LL@(8340) Their role is not to offer a precise or complete description of studies on a particular level, but to facilitate a general comprehension of each of these. => Njihova namena nije davanje preciznog ili potpunog opisa studija na pojedinom stepenu već opšte razumevanja svakog od njih.
LL@(8341) The next characteristic of the descriptor is to highlight an increased complexity of the study level as regards the complexity and the sophisticity of knowledge and the autonomy of the individual in an academic or professional area. => Sledeća karakteristika deskriptorijuma jeste da ukažu na povećanje složenosti stepena studiranja s obzirom na kompleksnost i produbljenost znanja i autonomnost pojedinca u određenoj akademskoj odnosno profesionalnoj oblasti.
LL@(8342) Descriptors make it possible to compare the degree programmes in terms of the study level, however, programmes may differ as regards their objectives, contents and structure. => Deskriptorijumi omogućavaju upoređivanje studijskih programa s obzirom na stepen studija mada se programi mogu razlikovati po ciljevima, sadržini i strukturi.
LL@(8343) Thus descriptors act as a significant guide in designing the degree programme competences and objectives, as well as the study achievements. ~~~ (Tancig, 2007:26). the setting of objectives and study achievements of the programme course units that in turn define the teaching methods and the methods of testing knowledge. => Deskriptorijumi tako predstavljaju značajan vodič u oblikovanju kompetencija studijskog programa i ciljeva kao i studijskih dostignuća. (Tancig, 2007:26) Od kompetencija studijskog programa dalje zavisi postavljanje ciljeva i studijskih dostignuća nastavnih jedinica programa koje određuju izbor metoda podučavanja i načine provere znanja.
LL@(8344) Competences are classed as general, or generic and subject-specific. => Kompetencije odvajamo na opšte odnosno generičke i na predmetno-specifične kompetencije.
LL@(8345) The Tuning (according to Gonzales and Wagenaar, 2007) differentiates among three forms of generic competences: 1. => Tuning (po Gonzales i Wagenaar, 2007) poznaje tri oblika generičkih kompetencija:
LL@(8346) Instrumental, or applicable competences: cognitive, methodological, technological and linguistic competences; 2. ~~~ Interpersonal, or mutual competences: an individuals abilities, such as behaviour in the society and capability of collaboration; 3. ~~~ Systemic competences: abilities and skills that require entire systems (a combination of understanding, cleverness, knowledge with an overall acquisition of applicable knowledge and interpersonal competences). => 1. instrumentalne odnosno primenljive kompetencije: kognitivne, metodološke, tehnološke i jezičke sposobnosti; 2. interpersonalne odnosno međusobne kompetencije: sposobnosti pojedinca kao što su na primer: sposobnost ponašanja u društvu i saradnje; 3. sistemske kompetencije: sposobnosti i veštine koje zahtevaju celokupne sisteme (kombinacija razumevanja, snalažljivosti, znanja, uz potrebno sticanje primenljivog znanja in međuljudskih kompetencija).
LL@(8347) The competence design has to be in accord with a particular study level, i.e., its descriptor; in other words, the descriptors must be translated to degree programmes competences, whereas these in turn are to be translated to objectives, and finally to achievements. => Oblikovanje kompetencija mora biti usaglašeno sa pojedinim stepenom studija odnosno njegovim deskriptorijumom što drugim rečima znači da deskriptorijume treba »prevesti« u kompetencije studijskih programa, ove u ciljeve a ciljeve u studijska dostignuća.
LL@(8348) The degree programmes competencies precondition The identification of generic and subject-specific competences is a process that requires an agreement among the graduate students, employers and academics as regards each academic area. => Određivanje generičkih i predmetno-specifičnih kompetencija predstavlja proces koji traži »dogovor« između diplomaca, poslodavaca i akadamskog osoblja za svaku od akademskih oblasti.
LL@(8349) Although the selection of the most adequate generic competences differs to some extent due to the specific nature of a particu Chart 2: Study results and competences in degree programmes Izvor: Gonzales, J. and Wagenaar, R. (2007). ~~~ Metodologija projekta Tuning. ~~~ V: Devjak, T. i Zgaga, P. (ed.). ~~~ Prispevki k posodobitvi študijskih programov II. => Mada se izbor najadekvatnijih generičkih kompetencija s obzirom na pojedinu oblast unekoliko razlikuje, autori ( Prav Shema 2:
LL@(8350) Ljubljana: Faculty of Pedagogy, 57. lar area, the authors (Prav tam) claim that the typical academic competences, such as analytical and synthesis skills, as well as the learning and problem solving skills, are identified as most important in each of the areas. => Nastavni rezultati i kompetencije u studijskim programima tam) konstatuju da su tipične akademske kompetencije, kao što su veština analize i sinteze kao i veština učenja i rešavanja problema, identifikovane kao najznačajnije u svim oblastima.
LL@(8351) Other generic competences, such as the skill of applying the knowledge in practice, the skill of adapting to new situations, concern about quality, ability to control information, autonomous acting, team work, organization, work planning, oral and written communication in mother tongue as well as individual skills were assessed by both the graduates and the employers as primarily important for finding employment. => Druge generičke kompetencije, kao što su veština primene znanja u praksi, veština prilagođavanja novim situacijama, briga o kvalitetu, sposobnost upravljanja informacijama, veština autonomnog delovanja, timskog rada, organizacije, planiranja rada, usmeno i pisano sporazumevanje na maternjem jeziku kao i individualne veštine, od strane diplomaca i poslodavaca određene bile su pre svega kao izuzetno značajne za zapošljavanje.
LL@(8352) The research conducted by these authors shows that more attention should be paid to a specific number of generic competences in order that the students preparations for future work should be as good as possible3. ~~~ The subject-specific competences as part of the project were already defined for nine areas and the European countries reached the agreement about what comprises the essence of each area. => Istraživanja pomenutih autora su pokazala da treba više pažnje posvetiti specifičnom broju generičkih kompetencija kako bi pripreme studenata za budući rad bile što bolje.3 Predmetno-specifične kompetencije kao deo projekta već su bile određene za devet oblasti i među zemljama u Evropi postignuta je saglasnost o tome šta sačinjava suštinu svake oblasti.
LL@(8353) As said above, competences are referent points in creating curricula and assessment methods. => Kompetencije su , kao što smo već napisali, referentne tačke za izradu nastavnih planova i za ocenjivanje.
LL@(8354) The curricula creation allows for flexibility and autonomy, however, 3 A detailed reserach was conducted on the Faculty of pedagogy at the University of Ljubljana, in 2004. => U izradi nastavnih planova 3 Detaljno istraživanje sprovedeno je na Pedagoškom fakultetu Univerziteta u Ljubljani 2004. godine.
LL@(8355) The findings made it possible for the authors of curricula to find out how the graduate students themselves perceive their competence after studies, what the employers say and what the opinion of the degree programmes promoters is. => Uvid u rezultate omogućio je autorima nastavnih planova i programa da utvrde kako osposobljenost diplomaca pedagoškog smera vide sami diplomci, šta o njoj misle poslodavci a šta realizatori studijskih programa.
LL@(8356) They concluded that more attention would have to be paid to those competences that train the pedagogical faculty graduates for the innovations introduced into school by the inclusion of children with special needs, by interdisciplinary approaches, by team work and by any aspects of communication, which complies with the findings revealed in European measures by Euridyce, 2003. => Konstatovali su da će morati da posvete više pažnje onim kompetencijama koje diplomce pedagoškog fakulteta osposobljavaju za novine koje u škole donosi uključivanje dece sa posebnim potrebama , interdisciplinarnost, timski rad i svi aspekti komunikacije što se podudara sa konstatacijama koje u evropskom merilu donosi Euridyce iz 2003. godine.
LL@(8357) Razdevšek Pu?ko and Rugelj, 2007:43). they simultaneously offer a common language in describing the curricular objectives. => Razdevšek Pučko i Rugelj, 2007:43.) dozvoljeni su fleksibilnost i autonomija, a oni istovremeno nude zajednički jezik za opisivanje ciljeva nastavnih planova.
LL@(8358) The implementation of the learning outcomes and competences achieved is necessary if the degree programmes, the modules, or the course units are to be student oriented. => Primena postignutih nastavnih rezultata i kompetencija potrebna je ako želimo na studenta da usmerimo studijske programe, module, odnosno studijske jedinice.
LL@(8359) This approach requires that the elementary knowledge and the competences the students must acquire in the course of his studies should be defined. => Taj pristup zahteva da se utvrdi ono osnovno znanje i one sposobnosti koje student mora da stekne u toku studija.
LL@(8360) The study results and competences as regards the student training for an active participation in the civil society and employment are profession and society conditioned. => Nastavni rezultati i kompetencije u pogledu pripreme studenta za aktivno uključivanje u civilno društvo i zapošljavanje proizilaze iz zahteva struke pa i šireg društva.
LL@(8361) In an output, result based degree programme, the main stress is on a graduate, professional profile defined by academic staff and approved of by a competent authority. => U studijskom programu koji je zasnovan na sistemu »output-a«, na rezultatima, osnovni naglasak stavljen je na diplomskom, profesionalnom profilu koji definiše akademsko osoblje a potvrđuje odgovorni organ.
LL@(8362) The profile, however, should be based on defined and identified needs of both the society and the academic sphere, the practice, the employers, organizations, associations and the graduates. => Međutim, profil bi trebalo da se zasniva na konstatovanim i prepoznatljivim potrebama kako društva tako i akademske sfere, prakse, poslodavaca, organizacija i udruženja i diplomaca.
LL@(8363) In other words, what the programme does so that, e.g., entrepreneurship should be what entrepreneurship is, is of utmost importance. => Drugim rečima: značajno je ono što program čini da bi na primer preduzetništvo bilo to što preduzetništvo jeste. (Prav tam:
LL@(8364) (Prav tam:57.). ~~~ The programme groups within the Tuning project have already defined a number of characteristics of their own profession that we can find in the socalled templates or summaries of results. => 57.) Programske grupe su u okviru Tuninga za vlastitu struku već utvrdile niz karakteristika koje nalazimo u tzv. predlošcima (templates) ili rezimeima rezultata (summaries of outcomes).
LL@(8365) In the level or cycle system each cycle is expected to achieve a number of study results based upon competences, these being gradually developed throughout the study process. => U sistemu stepena ili ciklusa svaki ciklus mora da ima niz nastavnih rezultata zasnovanih na kompetencijama a one se razvijaju postepeno kroz celokupan proces studiranja.
LL@(8366)  => Donja shema prikazuje kako možemo da pristupimo raspoređivanju kompetencija u studijske jedinice odnosno module.. ~~~ Vir:
LL@(8367)  => Gonzalec, J. i Eagenaar, R. (2007).
LL@(8368)  => Metodologija projekta Tuning.
LL@(8369) The chart below shows one apprach to competence allocation into the study units, or modules. => V: ~~~ Devjak, T. i Zgaga, P. (ur.). ~~~ Prispevki k posodobitvi študijskih programov II.
LL@(8370) In a student and result oriented degree programme all study units are networked in some way, regardless of whether it is the units or modules of the major, the minor or the optional modules. => Ljubljana: ~~~ Pedagoška fakulteta, 57. U studijskom programu koji se koncentriše na studenta i rezultate sve studijske jedinice na ovaj ili onaj način međusobno su povezane bilo da je reč o jedinicama ili modulima primarnog, sekundarnog ili izbornog modula.
LL@(8371) In a well planned programme, the minors and the optional subjects may intensify the profile of the degree programme. => U dobro planiranom programu sekundarni (minors) i izborni predmeti moraju ojačati profil studijskog programa.
LL@(8372) Or, in other words, and as regards the learning outcomes achieved in other parts of studies, the learning outcomes of certain course units or modules contribute to the end results and the development of a certain level of competences. => Ili drugačije rečeno. ~~~ Uzimajući u obzir nastavne rezultate ostvarene u drugim delovima studiranja nastavni rezultati pojedinih studijskih jedinica odnosno modula doprinose konačnim nastavnim rezultatima i razvoju određenog stepena kompetencija.
LL@(8373) One of the major aims of the Bologna process is a greater comparability and compatibility of the degree programmes and the lenght of studying/learning periods. => Jedan od glavnih ciljeva bolonjskog procesa je veća uporedivost i kompatibilnost studijskih programa i perioda učenja.
LL@(8374) The implementation of the concept of steps, learning outcomes, competences and credits certainly supports the objective. => Primenom koncepta stepena, nastavnih rezultata, kompetencija i kreditnih bodova i cilj je takođe aktivno podržan. 3.
LL@(8375) 3. ~~~ Lessons learned from recognizing the need to develop organizational enviroment for a successful implementation of the Bologna reform The Faculty of Administration was among the first at the University of Ljubljana and in Slovenia to introduce and develop the Bologna programme. => Iskustva iz shvatanja značenja razvoja organizacione sredine za uspešno uvođenje bolonjske reforme Fakultet za upravu je među prvima na Univerzitetu u Ljubljani i Sloveniji otpočeo da razvija Bolonjski program.
LL@(8376) All the degree programmes were reformed, the I and II level degree programmes underwent the accreditation process. => Reformisao je sve studijske programe, akreditovao programe studiranja uprave I i II stepena.
LL@(8377) The Faculty decided upon the 3+2+3 scheme. => Fakultet se odlučio za shemu 3+2+3.
LL@(8378) The programmes that represent the basics of the study process at the faculty are grouped and named ADMINISTRATION. => Programi koji predstavljaju osnov procesa studiranja na fakultetu obuhvaćeni su pod nazivom UPRAVA.
LL@(8379) On the 1st level, they are taught as university and higher education programmes at two departments (public and business), whereas on the 2nd level they are taught as one programme at three departments (administration, economics, information). => Na 1. stepenu sprovode sa kao univerzitetski i kao visokoškolski program na dva smera (javni i poslovni), a na 2. stepenu kao jedan program na tri smera (upravni, ekonomski, informacioni).
LL@(8380) The programmes have been implemented and pursued for three years now, which allows for some evaluations to be made. ~~~ At the time the programme was being introduced and in its course so far, the faculty found out that in order that the programme be implemented successfully, numerous activities were necessary to perform that were outside the execution of the process itself, however, were crucial in achieving the learning objectives. => Programi se sprovode već tri godine što omogućava izvođenje pojedinih evalvacija. i u Fakultet je u vreme uvođenja programa dosadašnjem sprovođenju došao do zaključka da su za sprovođenje bolonjske reforme potrebne brojne aktivnosti koje su izvan sprovođenja samog procesa obrazovanja a koje su ključne za postizanje obrazovnih ciljeva .
LL@(8381) Let us mention only a number of examples that may be of interest for anyone who is faced with the problems of the Bologna reform implementation. => Da pomenemo neke primere koji mogu biti interesantni za sve koji se bave problemima uvođenja bolonjske reforme.
LL@(8382) The affirmation of the quality standards is a rather broad concept that has frequently been the topic of study both at the faculty and in the public sector. => Afirmacija standarda kvaliteta predstavlja jedan od veoma širokih pojmova sa kojim se veoma često bave kako na fakultetima tako i šire u javnom sektoru.
LL@(8383) The faculty has long been working on the development of the quality model, this being one of the research areas within the discipline it develops. => Fakultet već duže vreme radi na razvoju modela kvaliteta jer je to i jedna od oblasti istraživanja u okviru discipline koju razvija.
LL@(8384) The development of the quality mod el to be used in evaluating the Bologna reform orientation outcomes saw the rise of numerous problems in defining the standards supposed to be the basis for the faculty work results and progress assessment. => U razvoju modela kvaliteta za utvrđivanje ostvarivanja orjentacija bolonjske reforme pojavili su se problemi prilikom utvrđivanja standarda koji bi trebalo da predstavljaju osnovu za utvrđivanje rezultata i napretka rada fakulteta.
LL@(8385)  => Pomoć u utvrđivanju kriterijuma i ciljeva predstavljaju standardi koje afirmišu sledeće institucije: šira nacionalna asociacija, npr.:
LL@(8386) A valuable aid in setting the criteria and objectives is provided by the standards promoted by the following institutions: A broad national association, e.g., University of Ljubljana, by developing and observing their own standards; International e.g., EAPAA (European Association for Public Administration Accreditation), where the Faculty accredited the second level ADMINISTRATION programme (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel, 2007); institutions, Partner-educational institutions with which the Faculty of administration jointly conducts the degree programmes and issues joint diplomas: Program Management in administration with the Faculty of Organizational Sciences in Belgrade (DRAKULI], M., DEVJAK, S., BRAČEK, A., Pravni život, 2007a); the FINAC program (accounting and public finances) with partner faculties at the universities in Roterdam, Prague and Banska Bistrica (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel, 2007b) Institutions that employ graduate students. => Univerzitet u Ljubljani, razvojem i praćenjem vlastitih standarda; međunarodne asocijacije, Association npr.: ~~~ EAPAA (European for Public Administration Accreditation), gde je fakultet akreditovao program UPRAVA II stepena (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel 2007); nauka partnerske obrazovne institucije sa kojima fakultet za upravu sprovodi zajedničke studijske programe i izdaje zajedničke diplome:
LL@(8387) The standards promoted by the faculty are as a rule difficult to attain which is rather due to organizational and financial restrictions than to the pedagogic staff being undertrained. => Porgram Mangement u upravi sa Fakultetom organizacionih Beograd (DRAKULI], M., DEVJAK, S., BRAČEK, A., Pravni život, 2007a); Program FINAC (računovodstvo i javne finansije) sa partnerskim fakultetima univerziteta u Roterdamu, Pragu in Banskoj Bistrici (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel 2007b) Univerziteta institucije koje zapošljavaju diplomce.
LL@(8388) Monitoring and evaluating the ECTS system implementation is one of the key elements of the Bologna reform. => Standardi koje afirmiše fakultet su po pravilu teško ostvarljivi zbog organizacionih finansijskih ograničenja a manje zbog neosposobljenosti pedagoškog osoblja. i Praćenje i ocenjivanje realizacije ECTS sistema predstavlja jedan od ključnih elemenata bolonjske reforme.
LL@(8389) The ECTS is awarded upon the students completion of studies. => ECTS se dodeljuje na osnovu okončanog rada studenta.
LL@(8390) It is certainly difficult if not impossible to measure the work. => Merenje rada je svakako teško ako ne i nemoguće.
LL@(8391) The measuring (evidence) itself of the students attendance to lectures and prectice causes numerous problems. => Samo merenje (evidentiranje) prisutnosti studenta na predavanjima i vežbama uzrokuje brojne neprilike.
LL@(8392) Despite the doubts as to the appropriateness of such measurement, this element certainly greatly affects both the workload (too much study obligations for students) and the length of studies. => Uprkos sumnjama u svrsishodnost tog merenja taj element ima sasvim sigurno izuzetan uticaj na opterećenost ( preterano nametanje studijskih obaveza studentima) a takođe i na trajanje studija.
LL@(8393) The latter is one of the relevant quality criteria that can reveal poor outcomes of the education process that can be the consequences of the excess study obligations or the students lack of interest for cooperation in fulfilling the study obligations. => Trajanje studija predstavlja jedan od relevantnijih kriterijuma kvaliteta koji može da pokaže loše rezultate obrazovnog procesa koji mogu biti posledica predimenzionisanog obima studijskih obaveza kao i nezainteresovanosti studenata za saradnju u ispunjavanju studijskih obaveza.
LL@(8394) The optional choice is an important advantage of the Bologna reform which, however, causes to the faculties numerous organizational difficulties and often insolvable problems. => Mogućnost izbora kao velika prednost bolonjske reforme donosi fakultetima brojne organizacione teškoće i često nerešive probleme.
LL@(8395) Due to limited capacities (premises, staff, equipment), the faculties offering the option al choice are obliged to grant the priority of choice to more successful students. => Fakulteti koji pružaju mogućnost izbora primorani su da zbog ograničavanih kapaciteta ( prostorije, osoblje, opreme) uspešnijim studentima daju prioritet u vršenju izbora.
LL@(8396) The solution here is the students direct, computerized enrollment into the next study year, immediately upon completing the due programmes. => Rešenje koje se pri tome nametnulo je individualni elektronski upis studenata u više godine odmah nakon ispunjavanja propisanih studijskih obaveza.
LL@(8397) The student may, of course, be offered the timetable on the basis of which he/she can choose subjects that will not overlap. => Pri tome se naravno studentu mora ponuditi raspored časova na osnovu kojeg će on izabrati predmete koji se neće istovremeno predavati.
LL@(8398) A practical solution here was the offer of optional subjects in an e-form. => Pri tome se kao praktično rešenje pokazala i ponuda izbornih predmeta u e-obliku.
LL@(8399) The mobility as a method of knowledge and experience transfer as well as the optional choice and the interest component of education is linked with organizational and financial limitations. => Mobilnost kao način prenosa znanja i iskustava kao i ostvarivanje mogućnosti izbora i interesantnosti obrazovne delatnosti povezana je sa organizacionim i finansijskim ograničenjima.
LL@(8400) Problems often appear in teaching subjects in foreign languages (most ofen due to smaller groups and financial problems) as well as in case of replacement of teaching staff in times they are absent. => Česti problemi pojavljuju se u vezi sa sprovođenjem predmeta na stranim jezicima ( najčešće zbog manjih grupa i problema finansiranja) kao i zamene kadra u vreme odsustvovanja.
LL@(8401) These problems are easier to solve if similar faculties jointly organize lectures on some course units, subjects or parts of programmes in foreign languages. => Te teškoće mogu se uspešnije rešavati ako srodni fakulteti zajedno organizuju predavanje jedinica, predmeta odnosno delova programa na stranom jeziku.
LL@(8402) The acceptance of foreign students and sending our own students abroad is frequently a hard job due to the accomodation problems and a new study environment they enter. => Prijem stranih studenata i slanje vlastitih studenata u inostranstvo često prate teškoće sa smeštajem i uvođenjem u novu studijsku sredinu.
LL@(8403) Student tutorship can prove to be of great help here. => Pri tome uspešna pomoć može bit izvedena putem studentskog tutorstva.
LL@(8404) The partnership in the Bologna reform objectives is broadly defined and offers the universities different ways of implementation. => Partnerstvo je o okviru ciljeva bolonjske reforme šire definisano i visokoškolskim ustanovama omogućava različite načine realizacije.
LL@(8405) The Faculty of administration implements the idea of partnership in various areas: In the academic community where partnership is understood in a similar way by both pedagogic, non-pedagogic staff and by the students who decide upon mutual objectives and values; With the partner educational and research institutions when they jointly carry out the degree programmes and research work; Employers who employ the graduate students that take an active part in the educational (e.g., student practice, seminars and diploma works) and research processes (e.g., joint and individual research, European projects) in order that they should approximate the competent model to their human resources needs; The graduate students that make the link between the faculty and the profession, inform the faculty on the adequacy of the competent models of degree programmes and take the problems of profession to the academic milieu, or enhance the development of educational work or research activities. => Fakultet za upravu ostvaruje ideju partnerstva u različitim oblastima: u okviru akademske zajednice gde partnerstvo slično shvataju pedagoški i nepedagoški radnici i studenti i koji donose zajedničke ciljeve i vrednosti; sa partnerskim obrazovnim i istraživačkim institucijama kada povezano sprovode obrazovne programe i istraživanja; poslodavci koji zapošljavaju diplomce koju učestvuju u sprovođenju obrazovnog (npr.:studentska praksa, seminarski i diplomski radovi) i istraživačkog procesa ili samostalna istraživanja, evropski projekti), kako bi kompetentni model približili njihovim kadrovskim potrebama; (npr.:zajednička diplomci fakulteta koji predstavljaju most između fakulteta i struke, obaveštavaju fakultet o adekvatnosti kompetentnih modela studijskih programa i prenose probleme struke u akademsku sredinu, podstiču razvoj obrazovne delatnosti ili istraživačkih aktivnosti.
LL@(8406) Partnership is also a transparent method of financing both degree programmes and research activities. => Partnerstvo predstavlja i transparentan način finansiranja obrazovnih programa i istraživačke delatnosti.
LL@(8407) Providing services to external customers (e.g., optional subjects, foreign students, life-long degree programmes, research ordered by national customers or European trusts) is related to the transparent system of tracking costs via their bearers, introducing the full cost system. => Vršenje usluga za spoljnje naručioce ( na primer: izborni predmeti, strani studenti, programi doživotnog obrazovanja, istraživanja za domeće naručioce ili evropske fondove) povezano je sa transparentnim sistemom praćenja troškova preko njihovih nosioca, uvođenjem »full cost« sistema.
LL@(8408) All these, however, require that the system of costs planning and tracking via the performers and the costs and revenues related to these be introduced. => Sve to, međutim zahteva uvođenje sistema planiranja i praćenja aktivnosti preko izvršilaca i sa njima povezanih troškova i prihoda.
LL@(8409) It is thus designed economic parametres that could be a qualit basis in setting the relations between the service consumers and the service deliverers, in this case, the faculty. => Tek tako izrađeni ekonomski parametri mogu biti osnova za kvalitet u uređenju odnosa između korisnika usluga i izvršilaca, u ovom slučaju fakulteta.
LL@(8410) The Faculty of administration commences the implementation of such a system, however, prior to this, they had to introduce a computer measurement of the education process performance and develop adequate accounting applications for that purpose. => Fakultet za upravu pristupio je uvođenju tog sistema, s tim što je prethodno morao da uvede kompjutersko merenje realizacije aktivnosti obrazovnog procesa i da u tu svrhu razvije adekvatne računovodstvene aplikacije.
LL@(8411) The Faculty of administration introduces the full cost system into the university of Ljubljana as a whole, because of financiers, especially because of the requirements of the European projects financiers. => Sistem »full cost« uvodi Fakultet za upravo in Univerzitet u Ljubljani kao celjina zbog finansera, naročito zbog zahteva finansijera evropskih projekata. 4.
LL@(8412) 4. ~~~ In place of conclusion In a majority of higher education institutions the Bologna reform is directed primarily towards the development of degree programmes that the faculties developed on more or less well defined competent models. => Umesto zaključka Bolonjska reforma u većini visokoškolskih ustanova usmerena je prevashodno u razvoj studijskih programa koje su fakulteti razvili na manje ili više dorečenim kompetentnim modelima.
LL@(8413) The Bologna process requires a continual cooperation between the higher education institution and its partners, where primarily the competent models of degree programmes are created and upgraded. => Bolonjski proces iziskuje kontinuiranu saradnju visokoškolske ustanove sa partnerima gde se pre svega formiraju i dograđuju kompetentni modeli studijskih programa.
LL@(8414) The Bologna reform implementation, whether appropriately or poorly conducted by the ministries in charge, as a rule lacked well defined economic and organizational conditions. => U bolonjskoj reformi koja je odgovarajuće vođena ili pak vođena sa nedostacima od strane nadležnih ministarstava, po pravilu nije bilo dorečenih ekonomsko-organizacionih uslova za izvođenje bolonjske reforme.
LL@(8415) The Bologna reform represents a significant step forward in the educational process, the opening of the institution to the employers, the introduction of business behaviour and the adoption of different measures of assessing the learning processes outcomes. => Bolonjska reforma predstavlja značajan pomak u obrazovnom procesu, otvaranje ustanove prema poslodavaocima, uvođenje poslovno i prihvatanje drugačijih merila za vrednovanje rezultata obrazovnih procesa.
LL@(8416) All these changes called for a simultaneous economic and organizational development of highereducation institutions in order that they should be in a position to meet the obligations set by the objectives of the Bologna reform of higher education. => Sve te promene iziskivale su uporedan ekonomsko-organizacioni razvoj visokoškolskih ustanova kako bi bile sposobne da realizuju obaveze koje zahtevaju ciljevi bolonjske reforme visokog školstva.
LL@(8417) REFERENCES Š1Ë Common European Principles fot Teacher Competences and Qualifications (2005). http://europa.eu.int/comm/education/policies/2010/testingconf-en.html Š1Ë DRAKULI], M., DEVJAK, S., BRAČEK, A. (2007a) Joint programmes of public administration as an answer to external pressures : case study of a joint master programme: Management in administration. => LITERATURA: Š1Ë Common European Principles fot Teacher Competences and Qualifications (2005). http://europa.eu.int/comm/education/policies/2010/testingconf-en.html Š2Ë DRAKULI], M., DEVJAK, S., BRAČEK, A. (2007a) Joint programmes of public administration as an answer to external pressures : case study of a joint master programme:
LL@(8418) Prav. život, let. ~~~ 56, št. ~~~ 10, str. => Management in administration.
LL@(8419) 677-689. ~~~ Š1Ë DRAKULI], M., DEVJAK, S., BRAČEK, A. (2007b) Development of public administration education and curriculum in South East Europe. => Prav. život, let. 56, št. 10, str. 677-689. Š3Ë DRAKULI], M., DEVJAK, S., BRAČEK, A. (2007b) Development of public administration education and curicullum in South East Europe.
LL@(8420) V: VINTAR, Mirko (ur.), KOVAČ, Polonca (ur.). => V: VINTAR, Mirko (ur.), KOVAČ, Polonca (ur.).
LL@(8421) Trends in development of public administration in South East Europe, (Upravna misel). => Trends in development of public administration in South East Europe, (Upravna misel).
LL@(8422) Ljubljana: Faculty of Administration; [s. l.]: NISPAcee (The Network of Institutes and Schools of Public Administration in Central and Eastern Europe), str. => Ljubljana: ~~~ Faculty of Administration; [s. l.]:
LL@(8423) 232-250. ~~~ Š1Ë Gonzales, J. in Wagenaar, R. (2007). => NISPAcee (The Network of Institutes and Schools of Public Administration in Central and Eastern Europe), str. 232-250. Š4Ë Gonzalec, J. in Eagenaar, R. (2007).
LL@(8424) Metodologija projekta Tuning. => Metodologija projekta Tuning.
LL@(8425) V: Devjak, T. in Zgaga, P. (ur.). => V: ~~~ Devjak, T. in Zgaga, P. (ur.).
LL@(8426) Prispevki k posodobitvi študijskih programov II. => Prispevki k posodobitvi študijskih programov II.
LL@(8427) Ljubljana: Pedagoška fakulteta. => Ljubljana: ~~~ Pedagoška fakulteta.
LL@(8428) Š1Ë Key Competenciec (2002). => Š5Ë Key Competenciec (2002).
LL@(8429) Survey 5. => Survey 5.
LL@(8430) Brusseles: Eurydice, European Unit. => Brusseles: ~~~ Eurydice, European Unit.
LL@(8431) Š1Ë Medveš, Z. (2006). => Š6Ë Medveš, Z. (2006).
LL@(8432) Informativni in formativni nivo v kurikularnem načrtovanju. => Informativni in formativni nivo v kurikularnem načrtovanju.
LL@(8433) Vzgoja in izobraževanja, 37, 1, 19-21. ~~~ Š1Ë Razdevšek Pučko, C. in Rugelj, J. (2007). => Vzgoja in izobraževanja, 37, 1, 19-21. Š7Ë Razdevšek Pučko, C. in Rugelj, J. (2007).
LL@(8434) Competencies in Teacher Education. => Competencies in Teacher Education.
LL@(8435) V: Tancig, S. in Devjak, T. (ur): Prispevki k posodobitvi pedagoških študijskih programov. => V: ~~~ Tancig, S. in Devjak, T. (ur): ~~~ Prispevki k posodobitvi pedagoških študijskih programov.
LL@(8436) Ljubljana: Pedagoška fakulteta. => Ljubljana: ~~~ Pedagoška fakulteta.
LL@(8437) Š1Ë Svetlik, I. (2006). => Š8Ë Svetlik, I. (2006).
LL@(8438) On competences. => On competences.
LL@(8439) V: Vzgoja in izobraževanje, let. ~~~ 37, št. ~~~ 1, str. ~~~ 4-12. ~~~ Š1Ë Tancig, S. (2007). => V: ~~~ Vzgoja in izobraževanje, let. 37, št. 1, str. 4-12. Š9Ë Tancig, S. (2007).
LL@(8440) Generic and Subject-Specific Competencies in Education. => Generic and SubjectSpecific Competencies in Education. ~~~ V:
LL@(8441) V: Tancig, S. in Devjak, T. (ur): Prispevki k posodobitvi pedagoških študijskih programov. => Tancig, S. in Devjak, T. (ur): ~~~ Prispevki k posodobitvi pedagoških študijskih programov.
LL@(8442) Ljubljana: Pedagoška fakulteta. => Ljubljana:
LL@(8443) Š1Ë Zgaga, P. (2005) => Pedagoška fakulteta.
LL@(8444) Učni izidi in kompetence. => Š10Ë Zgaga, P. (2005) Učni izidi in kompetence.
LL@(8445) V: Devjak, T. (ur). => V: ~~~ Devjak, T. (ur).
LL@(8446) Parterstvo fakultete in vzgojno-izobraževalnih zavodov: izobraževanjepraksaraziskovanje. => Parterstvo fakultete in vzgojno-izobraževalnih zavodov: izobraževanjepraksaraziskovanje.
LL@(8447) Ljubljana: Pedagoška fakulteta, 17 26. => Ljubljana: ~~~ Pedagoška fakulteta, 17 26.
LL@(8448) Š1Ë Teze za prenovo pedagoških študijskih pro gramov (2004). http://www.pef.unilj.si/strani/bologna/dokumenti/prenova-pedagstudijev.pdf Effects of Fiscal Policy on the Maintenance of Macroeconomic Stability in Serbia in the 2001-2007. => Š11Ë Teze za prenovo pedagoških študijskih pro gramov (2004). http://www.pef.unilj.si/strani/bologna/dokumenti/prenovapedag-studijev.pdf Efekti fiskalne politike na održavanje makroekonomske stabilnosti u Srbiji u periodu 2001-2007. UDK:
LL@(8449) Period UDC: 338.23:336.22(497.11)2001/2007 Mihajlo Babin Faculty of Economics, finance and administration, Beograd This paper presents the research conducted to find out the effects of fiscal policy in Serbia over the 2001-2007 period. => 338.23:336.22(497.11)2001/2007 mr Mihajlo Babin Fakultet za ekonomiju, finansije i administraciju, Beograd U radu su istraživani efekti fiskalne politike u Srbiji tokom perioda 2001.-2007.
LL@(8450) A dominantly procyclical fiscal policy had an unfavourable impact upon both external and internal balances. => Dominantno prociklična fiskalna politika je negativno uticala na spoljnu i unutrašnju ravnotežu.
LL@(8451) Larger budgetary revenues were followed by equally increased budgetary expenditures, which in terms of inadequately flexible aggregate supply created adverse pressures on the macroeconomic stability maintenance. ~~~ 1. => Povećanje javnih prihoda je praćeno povećanjem tekućih javnih rashoda čime su u uslovima nedovoljno elastične agregatne ponude stvoreni negativni pritisci na održavanje makroekonomske stabilnosti. 1.
LL@(8452) Introduction The key effect upon the maintenance of macroeconomic stability during the observed 2001-2007 transition period in Serbia was that of the fiscal policy measures. => Uvod Tokom posmatranog tranzicionog perioda u Srbiji 2001.-2007. mere fiskalne politike su imale ključni uticaj na održavanje makroekonomske stabilnosti.
LL@(8453) This research will describe the analysis of the effects of fiscal policy upon the internal and the external balances. => U ovom radu istraživanje će obuhvatiti analizu efekata mera fiskalne politike na unutrašnje i spoljne ravnoteže.
LL@(8454) The analysis of the level of budgetary balance, the amount of public debt and the fiscal policy effects upon inflation and the foreign exchange rate allows for the identification of the Serbian fiscal policy transmission channels as well as of its impact on the macroeconomic stability. => Analiza nivoa budžetskog bilansa, nivoa javnog duga i efekata fiskalne politike na inflaciju i devizni kurs omogućava utvrđivanje transmisionih kanala fiskalne politike u Srbiji i njenog uticaja na makroekonomsku stabilnost. 2.
LL@(8455) 2. ~~~ Effects of fiscal policy in the 2001-2007 period The budgetary deficit was continually reduced during the 2001-2006 period, which had a favourable effect upon the reduction of the level of public debt, of the balance of payments current account1 deficit reduction and of the inflation rate. => Efekti fiskalne politike u periodu 2001-2007. U periodu 2002-2006. kontinualno je smanjivan nivo budžetskog deficita, što je pozitivno uticalo na smanjenje nivoa javnog duga, smanjenje deficita tekućeg računa platnog bilansa1 i nivoa inflacije.
LL@(8456) We will examine here the effects of fiscal policy upon macroeconomic stability via the analysis of the effects of fiscal policy upon the change in the economic liquidity. => Razmatranje uticaja fiskalne politike na makroekonomsku stabilnost će se sprovesti analizom efekata fiskalne politike na promenu likvidnosti u privredi.
LL@(8457) A particular problem in identifying the effects of fiscal policy was the result of the different levels of budgetary balance calculated on the basis of different methodologies (the National Bank of Serbia NBS methodology, the International Monetary Chart 1. ~~~ (Dragutinović, 2007) 1 The balance of payments current account deteriorated in 2004, however the reduction trend continued in 2005. ~~~ Fund IMF methodology, the Ministry of Finance MoF methodology) chart 12 Therefore it is quite possible that, according to one methodology, the budgetary balance may be balanced and even in surplus, whereas according to another, it may show a deficit of 2-3% GNP. => Posebna teškoća za utvrđivanje efekata fiskalne politike su predstavljali različiti nivoi budžetskog bilansa koji su izračunavani na osnovu upotrebe različitih metodologija (metodo Grafik broj 1. (Dragutinović, 2007) 1 Tekući račun platnog bilansa je pogoršan u 2004., ali je trend sniženja deficita nastavljen u 2005. logija Narodne banke Srbije - NBS, metodologija Međunarodnog monetarnog fonda - MMF i metodologija Ministarstva finansija - MoF) - grafik broj 1.2 Stoga je moguće da je prema jednoj metodologiji budžetski bilans izbalansiran ili u čak u suficitu, dok prema drugoj metodologiji može da predstavlja deficit od 2-3% BDP-a.
LL@(8458) The effect of fiscal policy upon the liquidity growth was expansive since 2002; however, the chart shows that the restrictive fiscal policy in 2004 and 2005 resulted in the fall in liquidity, which further resulted into a lower pressure upon aggregate demand. => Efekat fiskalne politike na rast likvidnosti je ekspanzivan od 2002., ali se na grafiku uočava da je 2004. i 2005. vođenje restriktivne fiskalne politike smanjilo likvidnost, čime je smanjen pritisak na agregatnu tražnju.
LL@(8459) It is for this reason that the measures of fiscal policy produced countercyclical effects. => Stoga su u datom periodu mere fiskalne politike stvarale kontraciklične efekte.
LL@(8460) Since the 20063 budget revision the fiscal policy measures have been expansive and procyclic. => Počevši od rebalansa budžeta za 2006.3 mere fiskalne politike su ekspanzivne i prociklične.
LL@(8461) The expansive quality of the fiscal policy measures is based on the increase in the wages in the public sector and the commencement of the National Investment Plan implementation. member (EU countries The 2006 budgetary balance (-1.5% GNP) in Serbia is comparable to the average balance in the European Union 27) (www.ec.europa.eu/eurostat) which was -1.6% GNP in 2006. => Ekspanzivnost mera fiskalne politike je zasnovana na povećanju nivoa zarada u javnom sektoru i započinjanju realizacije Nacionalnog investicionog plana. ~~~ Nivo budžetskog bilansa (-1,5% BDP-a) u Srbiji u 2006. godini je uporediv sa prosekom zemljama članicama Evropske unije (EU 27) (www.ec.europa.eu/eurostat) gde je iznosio 1,6% BDP-a u 2006. godini.
LL@(8462) Among the transition countries now the member countries of the EU, the budget surpluce was accumulated only in Bulgaria (3.2% GNP) and in Estonia (3.6% GNP). => Od zemalja u tranziciji koje su postale članice EU, samo je u Bugarskoj (3,2% BDP-a) i Estoniji (3,6 % BDP-a) akumuliran budžetski sufict.
LL@(8463) In the majority of countries the budgetary balance showed a deficit: the Czeck Republic (-2.9% GNP), Hungary (-9.3% GNP), Romania (-1.8% GNP), Slovenia (-1.2% GNP), Slovakia (-3.8%GNP), Latvia (0.2% GNP), Lithuania (-0.6% GNP), Poland (-3.8% GNP). => Ali, u većini zemalja budžetski bilans je bio u deficitu: ~~~ Češka Republika (-2,9% BDP-a), Mađarska (-9,3% BDP-a), Rumunija (-1,8% BDP-a), Slovenija (-1,2% BDP-a), Slovačka (-3,8% BDP-a), Letoniji (-0,2% BDP-a), Litvaniji ( - 0,6% BDP-a), Poljska (-3,8% BDP-a).
LL@(8464) It is also important to identify the share of both public revenues and public expenditures in the countries that became members of the EU upon the completion of their transition processes. => Važno je i određivanje učešća javnih prihoda i javnih rashoda u BDP-u u zemljama koje su nakon procesa tranzicije postale članice EU.
LL@(8465) The share of public expenditures in the GNP of the three observed countries is 35% GNP or lower, which makes the lowest level of public expenditure in the EU: Romania (35% GNP), Lithuania (34% GNP) and Estonia (33% GNP) compared to all the other EU member countries. => U tri posmatrane zemlje učešće javnih rahoda u BDPu je na nivou od 35% BDP-a ili nižem, što predstavlja najniži nivo javne potrošnje u EU: ~~~ Rumunija (35%BDP-a), Litvanija (34% BDP-a) i Estonija (33% BDP-a) u odnosu na sve ostale članice EU.
LL@(8466) In as many as 5 EU countries the share of of public expenditure exceeds 50% GNP: Sweden (57.9% GNP), France (53.4% GNP), Hungary (51.9% GNP), Denmark (51.5% GNP), Italy (50.1% GNP). => Čak 5 zemalja EU imaju učešće javne potrošnje veće od 50% BDP-a: [vedska (57,9% BDP-a), Francuska (53,4% BDP-a), Mađarska (51,9% BDP-a), Danska (51,5% BDP-a), Italija (50,1% BDP-a).
LL@(8467) It is only Ireland, one of the EU member countries that did not undergo the transition process, that is comparable with the abovequoted countries, with the public expenditure level of 34% GNP. => Jedino je Irska, od članica EU koje nisu prošle kroz proces tranzicije, uporediva sa navedenim zemljama sa nivoom javne potrošnje od 34% BDP-a.
LL@(8468) The public revenues share in Romania (33.2% GNP), Lithuania (33.4% GNP) and Slovakia (33.9% GNP) is considerably lower compared to the countries with the highest share levels: Sweden (57.9% GNP), Denmark (56.2% GNP) and Finland (52.5% GNP). => Učešće javnih prihoda u Rumuniji (33,2% BDP-a), Litvaniji (33,4% BDP-a) i Slovačkoj (33,9%) je značajno niže u odnosu na zemlje sa najvišim nivoom učešća: [vedsku (57,9% BDP-a), Dansku (56,2% BDP-a) i Finsku (52,5% BDP-a).
LL@(8469) The 2006 public revenues in Serbia rose by 0.9% percentage points compared to the year 2005 (from 41.3% GNP to 42.4% GNP), however the amount of public expenditure rose simultaneously by 3.3% percentage points (from 40.6% GNP to 43.9% GNP). => U Srbiji su u 2006. godini javni prihodi u odnosu na prethodnu 2005. povećani za 0,9% procentnih poena (sa 41,3% BDP-a na 42,4% BDP-a), ali je istovremeno povećan nivo javnih rashoda za 3,3% procentnih poena (sa 40,6% BDP-a na 43,9% BDP-a).
LL@(8470) The sustainability of the growth in public expenditure is based on the parallel growth of public revenues, predominantly due to a steady growth of the GNP. => Održivost povećanja javnih rashoda se zasniva na paralelnom povećanju nivoa javnih prihoda, prevashodno zbog stabilnog nivoa rasta BDP-a.
LL@(8471) Although the budgetary deficit of 1.5% GNP is sustainable, the increase in the public revenue and the public expenditure shares in the GNP results in the fiscal policy measures becoming more redistributive. => Iako je nivo budžetskog deficita od 1,5% BDP-a održiv, povećanje učešća javnih prihoda i javnih rashoda u BDP-u ima za posledicu povećanje redistributivnosti mera fiskalne politike.
LL@(8472) An increased participation of the state in the economic activities generally shrinks the area for an optimal decision making in the private sector. => Veće učešće države u privrednim aktivnostima po pravilu smanjuje prostor za optimalno donošenje odluka u privatnom sektoru.
LL@(8473) The expansive fiscal policy measures did have an impact upon the maintenance of a high level of public expenditure within the GNP. => Mere ekspanzivne fiskalne politike su uticale na održavanje visokog nivoa javne potrošnje u okviru BDP-a.
LL@(8474) In case of Serbia, the study (the World Bank, 2004) analysed two scenarios of economic development. => U slučaju Srbije, u okviru studije (Svetska banka, 2004) su analizirana dva scenarija razvoja privrede.
LL@(8475) The effects of the first scenario, besed on high fiscal adjustment4, would provide for a steady economic growth and a 17% higher GNP5 in comparison to the latter (the public expenditure level and structure remain steady). => Efekti prvog scenarija koji je bio zasnovan na visokom fiskalnom prilagođavanju4 bi obezbedio stabilan privredni rast i 17% veći nivo BDP-a5 u odnosu na drugi scenario (nivo i struktura javne potrošnje ostaje postojana).
LL@(8476) The Serbian fiscal policy being predominantly cyclic did not produce an unfavourable impact upon the growth of public debt; on the contrary, the share of the public debt in the GNP continually decreased (by the debt repayments made possible due to the high level of inflow in the capital balance and the debt release by the foreign creditors), therefore, measured by the Mastricht criteria, the condition of public finances is absolutely stable. => Dominantna procikličnost fiskalne politike u Srbiji nije imala negativnih efekata na povećanje nivoa javnog duga, već je naprotiv učešće javnog duga u BDP-u kontinualno smanjivano (otplatom koja je omogućena visokim nivoom priliva u kapitalnom bilansu i oprostom duga od strane inostranih kreditora), te je sa stanovišta mastrihtskih kriterijuma stanje javnih finansija u potpunosti stabilno.
LL@(8477) Besides the public debt reduction in an absolute amount, there was an additional factor of continuaous GNP growth, which further reduced the share of public debts in the GNP. => Pri tome je pored smanjenja javnog duga u apsolutnom iznosu, delovao i dodatan faktor kontinualnog rasta BDP-a što je dodatno uticalo na smanjenje učešća nivoa javnog duga u BDP-u.
LL@(8478) The public debt share in the GNP was reduced from 102.2% GNP at the end of 2001 to 29.4% GNP at the end of 2007 (www.mfin.sr.gov.rs). => Učešće javnog duga u BDP- u je smanjeno sa 102,2% BDP- a na kraju 2001. godine na 29, 4% BDP- a na kraju 2007. (www.mfin.sr.gov.yu).
LL@(8479) With the creation of an additional pressure upon the aggregate demand, the expansive nature of the fiscal policy proved to be a further problem to the National Bank of Serbia implementation of the disinflation policy. => Ekspanzivnost fiskalne politike je stvaranjem dodatnog pritiska na strani agregatne tražnje otežavala vođenje dezinflacione politike Narodne banke Srbije.
LL@(8480) The 2 The Ministry of Finance did not apply the internationally comparable GFS methodology used by the IMF. ~~~ 3 The fiscal policy measures in Serbia will, due to their effects upon the trends of macroeconomic variables in 2007 and 2008, be based on the data for 2006, which will be supplemented by a comparative analysis of fiscal policies in other countries. ~~~ 4 With a faster productivity growth as a result of structural reforms, improvement of exports realization and high external capital inflows . => 2 Ministarstvo finansija nije upotrebljavalo međunarodno uporedivu metodologija GFS koju koristi MMF. 3 Vođenje fiskalne politike u Srbiji će, upravo zbog efekata na kretanje makroekonomskih varijabli u 2007. i 2008., biti zasnovano na podacima vezanim za 2006., što će biti upotpunjeno komparativnom analizom vođenja fiskalne politike u drugim zemljama. 4 Uz brži rast produktivnosti kao posledicu strukturnih reformi, unapređenja ostvarenog izvoza i visokih spoljnih dotoka kapitala. 5 Tadašnje projekcije su uzimale za stabilan privredni rast 5% na godišnjem nivou, pa bi projektovani efekti u slučaju uključivanja ostavernih, većih stopa privrednog rasta svakako bili na većem nivou.
LL@(8481) 5 A steady economic growth projected at the time amounted to 5% annually, therefore the projected effects in case of inclusion of the realized, higher economic growth rates would certainly be higher. inflation reduction trend in the 2001-2007 period was not steady. => Trend smanjenja stope inflacije u periodu 20012007. nije bio stabilan.
LL@(8482) The inflation rate was reduced from 40.7% in 2001 to 7.7% in 2003, however, in 2004 it rose to 13.7%, with a further growth to 17.7% in 2005. => Iako je stopa inflacije snižena sa nivoa od 40,7% u 2001. na 7,7% u 2003. stopa je inflacije je povećana u 2004. na 13,7%, a u 2005. na 17,7%.
LL@(8483) In 2006 it was again reduced to 6.6%, but in 2007 it rose again to 10.1%. => Iako je stopa inflacije snižena u 2006. na nivo od 6,6%, stopa inflacije je ponovo povećana u 2007. na 10,1%.
LL@(8484) The rise in the public sector earnings, a result of the budget readjustment in 2006 (third quarter) may prove to be a strong pressure towards the rise in the inflation rate in 2007, due to the delay in the functioning of the transmission channel. => Povećanje fonda zarada u javnom sektoru rebalansom budžeta za 2006. (III kvartal) je mogla da predstavlja značajan pritisak na povećanje stope inflacije u 2007., zbog kašnjenja u delovanju transmisionog kanala.
LL@(8485) In the conditions where the inflation trend is affected by the factors which are not related to the fiscal policy implementation (raising the state controlled prices, the trends in the prices of food and fuels on world market, etc.) it is not possible to accurately define the extent to which the implementation of expansive fiscal policy brought forth the rise in the inflation rate. => Imajući u vidu činjenicu da na kretanje inflacije deluju faktori koji nisu povezani sa vođenjem fiskalne politike (povećanje nivoa kontrolisanih cena, kretanje cena hrane i energenata na svetskom tržištu i sl.), ne može se u potpunosti utvrditi u kom nivou je vođenje ekspanzivne fiskalne politike uticalo na povećanje stope inflacije.
LL@(8486) Nevertheless, the impact of the expansive fiscal policy measures increasing the demand for commercial goods certainly create an inflatory pressure. => Ipak, uticaj mera ekspanzivne fiskalne politike kojima se povećava tražnja za nerazmenjivim dobrima svakako stvaraju inflatorni pritisak.
LL@(8487) The impact of the expansive fiscal policy upon the increase in the foreign trade deficit can be determined with more accuracy. => Uticaj ekspanzivnosti fiskalne politike na pogošanje spoljnotrgovinskog deficita je moguće preciznije odrediti.
LL@(8488) According to the IMF study (IMF, 2008), the budgetary balance has an important impact upon the balance of payments current account in Serbia. => Prema studiji MMF-a (IMF, 2008) budžetski bilans ima značajan uticaj na tekući račun platnog bilansa u Srbiji.
LL@(8489) The ratio between the budgerary balance level change and the current account level is 1:1, which means the budgetary balance fall by 1% GNP results in the fall of the current balance by 1% GNP. => Odnos promene nivoa budžetskog bilansa i nivoa tekućeg računa je 1:1, odnosno pogoršanje budžetskog bilansa za 1% BDP-a utiče na pogoršanje tekućeg bilansa za 1% BDP-a.
LL@(8490) Hence a conclusion can be drawn that an expansive fiscal policy affects the national economic operations to a smaller extent, i.e., that the predominant effect of an expansive fiscal policy is the increase in the imports of commercial goods. => Stoga se može zaključiti da ekspanzivna fiskalna politika u manjoj meri utiče na povećanje domaće privredne aktivnosti, odnosno da je dominantan efekat ekspanzivne fiskalne politike povećanje uvoza razmenjivih dobara.
LL@(8491) A high level of the current account deficit is characteristic of a country in the first years of transition. => Visok nivo deficita tekućeg računa je svojstven zemlji u prvim godinama tranzicije.
LL@(8492) The reduction in the current account deficit is possible to accomplish using three channels: 1. => Smanjenje deficita tekućeg računa je moguće sprovesti kroz tri kanala:
LL@(8493) Accelerated GNP growth; 2. => 
LL@(8494) Reduction in investments; 3. => 
LL@(8495) Public expenditures reduction. ~~~ Regardless of a steady growth of the GNP in Serbia, the GNP current account experiences a growing deficit from 2001 to 2004; the deficit is reduced from 2004 to 2006, while the rise in the current account deficit is again evident in 2007 and 2008. => 1. ubrzani rast BDP-a 2. smanjenje nivoa investicija i 3. smanjenje nivoa javne potrošnje U Srbiji je i pored stabilnog rasta BDP-a, tekući račun BDP-a u rastućem deficitu od 2001. do 2004., nivo deficita je smanjen od 2004. do 2006., a povećanje deficita tekućeg računa je nastavljeno u 2007. i 2008.
LL@(8496) The periods of the current deficit growth coincide with the implementation of the expansive fiscal policy. => Periodi povećanja tekućeg deficita se poklapaju sa vođenjem ekspanzivne fiskalne politike.
LL@(8497) Having in mind the need for ever more numerous investments in Serbia in the period to come, the only channel to relax the balance of payments current account is the reduction of the amount of public expenditures. => Imajući u vidu potrebu za povećanjem investicija u Srbiji u narednom periodu, jedini kanal smanjenja tekućeg računa platnog bilansa je smanjenje nivoa javne potrošnje.
LL@(8498) The next transmission channel with an adverse impact on the balance of payments is the foreign exchange rate appreciation. => Sledeći transmisioni kanal negativnog uticaja na platni bilans je apresijacija deviznog kursa.
LL@(8499) In the observed period in Serbia, the foreign exchange rate appreciation was predominantly the consequence of a high capital inflow, which is characteristic of a large number of transition countries. => U Srbiji, apre sijacija deviznog kursa je u posmatranom periodu prevashodno bila posledica visokog priliva kapitala, što je karakteristika većeg broja tranzicionih zemalja.
LL@(8500) The capital inflow had a favourable impact upon the Serbian economic growth; on the other side, it created the currency appreciation effect which has a negative impact upon the balance of payments. => Priliv kapitala je pozitivno delovalo na privredni rast u Srbiji, ali je sa druge strane stvarao i efekat apresijacije valute koji negativno deluje na platni bilans.
LL@(8501) The study of the appreciation spiral will be based on two aspects: the impact of the combination of fiscal and of monetary policies measures upon the foreign exchange and the effects of money transfers/remittances from abroad in the conditions of currency appreciation. => Istraživanje apresijacione sprirale ćemo bazirati na dva aspekta: uticaj kombinacije mera fiskalne i monetarne politike na devizni kurs i efekti doznaka iz inostranstva u uslovima apresijacije valute.
LL@(8502) In case the maintenence od macroeconomic stability is set as an objective in economy, it can be clearly inferred that the optimal combination is that of restrictive fiscal policy and restrictive monetary policy. => Ukoliko se kao cilj u privredi postavi održavanje makroekonomske stabilnosti, onda se nedvosmileno može zaključiti da je optimalna kombinacija vođenje restriktivne fiskalne i restriktivne monetarne politike.
LL@(8503) The implementation of such a combination of economic policy measures could, however, have an adverse effect upon the economic growth. => Međutim, sprovođenje takve kombinacije mera ekonomske politike bi imalo negativan uticaj na privredni rast.
LL@(8504) The optimal combination in a transition country, such as Serbia, will therefore be: one policy measures are expansive, while the other policy measures are restrictive. => Stoga je u zemlji u tranziciji, poput Srbije, optimalna kombinacija- mere jedne od politika su ekspanzivne, dok su mere druge politike restriktivne.
LL@(8505) The fiscal policy in Serbia was predominantly expansive, therefore the monetary policy measures had to be restrictive, in order that the price stability the basic objective of the monetary policy should be maintained. => U Srbiji je fiskalna politika bila dominantno ekspanzivna pa su mere monetarne politike bile nužno restriktivne radi održavanja osnovnog cilja monetarne politike-održavanja cenovne stabilnosti.
LL@(8506) It was only in the 2004-2006 period, the period of restrictive fiscal policy, that the monetary policy measures were expansive and that they affected the business cycle trend in Serbia by controlling the money offer. => Jedino u periodu 2004-2006., u periodu vođenja restriktivne fiskalne politike, mere monetarne politike su bile ekspanzivne i upravljanjem ponudom novca uticale na kretanje poslovnog ciklusa u Srbiji.
LL@(8507) In 2006 and 2007, the fiscal policy measures are expansive, which, aided by the restrictive monetary policy, they additionally created an appreciation pressure. => U 2006. i 2007. mere fiskalne politike su ekspanzivne, što uz restriktivnu monetarnu politiku, dodatno stvara apresijacijski pritisak.
LL@(8508) A considerable portion of Serbias balance of payments are the money transfers from the Serbian citizens working abroad. => Značajan deo platnog bilansa Srbije predstavljaju doznake građana Srbije koji se nalaze na radu u inostranstvu.
LL@(8509) These make an additional source of foreign currency that has a favourable effect upon the countrys balance of payments and allows that the economy spends more than it produces. => Doznake predstavljaju dodatni izvor strane valute kojim se pozitivno deluje na platni bilans zemlje i omogućava da se u privredi potroši više od onoga što se proizvede.
LL@(8510) The effects of the transfers depend on the structure of the demand for commercial goods formed in the circumstances: in case the demand is larger, the imports will increase, while in case the demand for non-commercial goods rises, the consequence will be the rise in prices. => Efekti doznaka zavise od strukture tražnje koja se njima formira: u slučaju većeg udela tražnje za razmenjivim dobrima će se povećati uvoz, dok u suprotnom slučaju povećanja tražnje za nerazmenjivim dobrima ima za posledicu povećanje nivoa cena.
LL@(8511) Theoretically, the effects of remittances will be favourable in accordance with the governments willingness to create an economic environment in which productive activities will be financed (Glytsos, 1997); however, the transfers may produce adverse effects if the economy becomes dependent on their continual inflow (Boone, 1995). => Teorijski posmatrano, efekti doznaka će biti pozitivni u skladu sa većom spremnošću Vlade da stvori ekonomsko okruženje u kome se finansiraju produktivne aktivnosti (Glytsos, 1997), ali doznake mogu stvoriti i negativne efekte ukoliko se u privredi razvije ekonomska zavisnost za kontinualnim prilivom doznaka (Boone, 1995).
LL@(8512)  => U 2007. godini ukupan neto priliv tekućih transfernih sredstava je iznosio 4 250 000 američkih dolara, čiji najznačajniji deo čine doznake (www.nbs.org.yu).
LL@(8513)  => U uslovima apresijacije kursa i inflacije u Srbiji, građani koji dobijaju transferna sredstva iz inostranstva su prinuđeni da prodaju veće količine deviznih sredstava radi kupovine iste količine proizvoda.
LL@(8514)  => Efekat tog procesa je apresijaciona spirala koja stvara dodatan apresijacijski pritisak povećanjem ponude deviznih sredstava, što samim tim smanjuje potencijalni nivo štednje.
LL@(8515)  => Vremenom se sve veći procentualni deo doznaka upotrebljava radi potrošnje, a sve manji se uštedi, što može u određenoj meri uticati na povećanje nivoa kamatne stope i smanjenje investicija.
LL@(8516)  => Na kraju, u posmatranom periodu je moguće utvrditi značajnu korelaciju u trendu kretanja javnih prihoda i javnih rashoda.
LL@(8517)  => Uočljiva je paralela između povećanja javnih prihoda generisanim porezom na dohodak građana i porezom na dodatu vrednost i kretanja dve najveće grupe javnih rashoda: a. rashodi za zaposlene i b. dotacije i transferi.
LL@(8518)  => Naime, posmatrano isključivo sa makroekonomskog nivoa, može se uočiti da su javni rashodi povećavani u skladu sa trendom povećanja javnih prihoda i da je povećanje javnih prihoda korišćeno za poboljšanje materijalnog položaja zaposlenih u javnom sektoru i za obezbeđivanje funkcionisanja penzionog sistema.
LL@(8519)  => Suštinski, dotacijama, transferima i povećanjem fonda zarada zaposlenima u javnom sektoru se sprovodi redistributivna uloga fiskalne politike.
LL@(8520)  => Osnovno obeležje redistributivne uloge je povećanje tekućih budžetski rashoda čime se posledično smanjuju raspoloživa sredstva za kapitalna ulaganja.
LL@(8521)  => Smanjenje raspoloživih sredstava za kapitalna ulaganja ugrožava održivost privrede i stabilan privredni rast. 4.
LL@(8522)  => Zaključak Dominantno ekspanzivna, prociklična fiskalna politika tokom perioda 2001.-2007. je imala negativne efekte na održavanje makroekonomske stabilnosti u Srbiji.
LL@(8523)  => Samim tim, vođenjem politike budžetskog deficita u najvećem delu datog perioda nije generisana dovoljna javna štednja koja bi omogućila optimalnu kontracikličnu fiskalnu politiku nakon početka delovanja svetske ekonomske krize u 2008. godini.
LL@(8524) Š2Ë Glytos N. (1997), Remaining behaviour of temporary and permanent migrants: The case of Greeks in Germany and Australia, Labor, 11. => LITERATURA Š1Ë Dragutinović D., (2007), Moć i nemoć mometarne politike u uspostavljanju ravnoteže između platnobilansnih ciljeva i ciljeva inflacije, FREN, Kvartalni monitor br. 11. ~~~ Š2Ë Glytos N. (1997), Remaining behaviour of temporary and permanent migrants:
LL@(8525) Š3Ë Boone P., (1995), Politics and the effectiveness of foreign aid, National Bureau of Economic Research, Working Paper No. 5308. => The case of Greeks in Germany and Australia, Labor, 11. Š3Ë Boone P., (1995), Politics and the effectiveness of foreign aid, National Bureau of Economic Research, Working Paper No. 5308. ~~~ IMF, (2008), Republic of Serbia:
LL@(8526) Š4Ë IMF, (2008), Republic of Serbia: Selected issues, IMF Country Report No. 08/55. => Selected issues, Š4Ë IMF Country Report No. 08/55. Š5Ë Svetska banka, (2004), Srbija i Crna Gora:
LL@(8527) Š5Ë Svetska banka, (2004), Srbija i Crna Gora: Republika Srbija, Program za ekonomski rast i zapošljavanje, Izveštaj br. 29258. => Republika Srbija, Program za ekonomski rast i zapošljavanje, Izveštaj br. 29258.
LL@(8528) Š6Ë Schuknecht L., (2000), Fiscal policy cycles and public expenditure in developing countries, Public Choice, 102. ~~~ Š7Ë IMF Fiscal Affairs Department (2006), approved by T. Ter- Minassian, Fiscal adjustment for Stability and Growth. => Š6Ë Schuknecht L., (2000), Fiscal policy cycles and public expenditure in developing countries, Public Choice, 102. Š7Ë IMF Fiscal Affairs Department (2006), approved by T. Ter- Minassian, Fiscal adjustment for Stability and Growth.
LL@(8529) Š8Ë Tanzi V. (2005), The economic role of the state in the 21st century, Cato journal, 25, 3. => Š8Ë Tanzi V. (2005), The economic role of the state in the 21st century, Cato journal, 25, 3.
LL@(8530) Š9Ë Purfield C. (2003), Fiscal adjustment in transition countries: Evidence from the 1990s, IMF Working Paper No. 03/36 Š10Ë Park H, (2006), Expenditure composition and distortionary tax for equitable economic growth, IMF Working Paper 06/165. => Š9Ë Purfield C. (2003), Fiscal adjustment in transition countries:
LL@(8531) Š11Ë Perotti R., (2002), Estimating the effects of fiscal policy in OECD countries, ENEPRA Working Paper No. 15. => Evidence from the 1990s, IMF Working Paper No. 03/36 Š10Ë Park H, (2006), Expenditure composition and distortionary tax for equitable economic growth, IMF Working Paper 06/165. Š11Ë Perotti R., (2002), Estimating the effects of fiscal policy in OECD countries, ENEPRA Working Paper No. 15.
LL@(8532) Š12Ë Feldstein M. (2002), Is there a role for discretionary fiscal policy- comment, Federal Reserve Conference. => Š12Ë Feldstein M. (2002), Is there a role for discretionary fiscal policy- comment, Federal Reserve Conference.
LL@(8533) Š13Ë Hammermann F., Flanagan M., (2007), What explains persistent inflation differentials across transition economies?, IMF Working Paper 07/189 Š14Ë European Commission, (2000), Public finances for in EMU-2000, Directorate General Economic Affaires. => Š13Ë Hammermann F., Flanagan M., (2007), What explains persistent inflation differentials across transition economies?, IMF Working Paper 07/189 Š14Ë European Commission, (2000), Public finances in EMU-2000, Directorate General for Economic Affaires.
LL@(8534) Š15Ë Joumard I., (2001), Tax systems in European Union countries, OECD Economics Department Working Papers No. 301. => Š15Ë Joumard I., (2001), Tax systems in European Union countries, OECD Economics Department Working Papers No. 301.
LL@(8535) Š16Ë Manasse P., (2006), Procyclical Fiscal Policy: Shocks, Rules and Institutions- A View from MARS, IMF Working Paper 06/27. www.nbs.yu www.mfin.sr.gov.yu www.ec.europa.eu/eurostat In 2007, the total net inflow of current transfers amounted to $ 4,250,000, the major portion being the remittances (www.nbs.org.rs). => Š16Ë Manasse P., (2006), Procyclical Fiscal Policy:
LL@(8536) In the conditions of the exchange rate appreciation in Serbia, the citizens receiving the transfers from abroad are forced to sell large amounts of foreign currency to purchase an adequate quantity of products. => 
LL@(8537) The effect of the process is an appreciation spiral creating an additional appreciation pressure in that it increases the offer of foreign currency, thus reducing the potential level of savings. => 
LL@(8538) In time, an increasing number of transfers/remittances is used for the purpose of consumption, whereas the savings decrease, which to a certain extent may cause the rise of the interest rate and the fall in investments. => 
LL@(8539) In conclusion, in the observed period it is possible to identify a significant correlation between the public revenues and the public expenditures trends. => 
LL@(8540) There is a direct ratio between the increase in the trend of public revenues by a generated value added tax and the trends of two largest groups of public expenditures: a. expenditures for the employees and b. subsidies and transfers. => 
LL@(8541) Namely, viewed exclusively from a macroeconomic level, the public expenditures can be seen as increasing in accordance with the trend of the rise in public revenues, hence the rise in public revenues was used to improve the economic position of the employed in the public sector, as well as to facilitate the work of the pension plan. => 
LL@(8542) Essentially, the subsidies, the transfers and the rise in the public sector employees earnings serve to perform a redistributive role of the fiscal policy. => 
LL@(8543) The principal quality of the redistributive role is the increase in the current budgetary expenditure which results into the reduction of the funds otherwise available for capital investments. => 
LL@(8544) This reduction of the available capital investment funds endangers the maintenance of economy and a steady economic growth. => 
LL@(8545) 4. ~~~ Conclusion A predominantly expansive, procyclic fiscal policy in the 2001-2007 period had adverse effects upon the maintemance of macroeconomic policy in Serbia. => Shocks, Rules and Institutions- A View from MARS, IMF Working Paper 06/27. www.nbs.yu www.mfin.sr.gov.yu www.ec.europa.eu/eurostat E-trgovina, advokati u Sloveniji i društvena odgovornost kako su povezani UDK:
LL@(8546) Therefore, the implementation of the policy of budgetary deficit during the major part of the period failed to generate enough public savings to allow for the optimal countercyclic fiscal policy followings the beginning of the world economic crisis in 2008. => 
LL@(8547) REFERENCE Š1Ë Dragutinović D., (2007), Moć i nemoć mometarne politike u uspostavljanju ravnoteže između platnobilansnih ciljeva inflacije, FREN, Kvartalni monitor br. 11. i ciljeva E-commerce, Slovenian Attorneys and Social Responsibility in Search of a Link UDC: 004.738.5:347.9(497.4) Dolores Modic¹, Malči Grivec² ¹School of Business and Management Novo mesto, dolores.modic¿guest.arnes.si ² School of Business and Management Novo mesto, malci.grivec¿guest.arnes.si XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. => 004.738.5:347.9(497.4) Dolores Modic¹, Malči Grivec² ¹ [kola za Business i Management Novo mesto, dolores.modic¿guest.arnes.si ² [kola za Business i Management Novo mesto, malci.grivec¿guest.arnes.si XI internacionalni simpozijum SymOrg 2008. 10.-13. septembar 2008.
LL@(8548) Belgrade, Serbia E-commerce is today almost a neccesity in any organisation, including the attorneyship, as a part of the judiciary system. => Beograd, Srbija Za svaku organizaciju danas e-trgovina je skoro da predstavlja neminovnost, a to znači i za advokaturu kao deo pravosudnog sistema.
LL@(8549) In comparison to other parts of the judiciary system, the advocacy represents an independent public service, which makes it more sensitive to changes in its environment. => U poređenju sa drugim oblastima pravosudnog sistema, advokatura je nezavisna javna delatnost što je čini osetljivijom na promene u okruženju.
LL@(8550) The term social responsibility is generaly used in connection to private entities, whereas the role of the state and public organisations is often forgotten. ~~~ Attorneys around the world have realized the impact of increased competiveness also in the legal areas and are therefore trying to adopt to the new demands of the »market« also via e-commerce. => Termin društvena odgovornost obično se koristi u vezi sa fizičkim licima, a uloga države i javnih organizacija se često zaboravlja. [irom sveta advokati su shvatili kakav je uticaj sve veće konkurencije i u pravnom sistemy i stoga pokušavaju da se prilagode novim zahtevima tržišta i putem e-trgovine.
LL@(8551) However, due to their specific line of business, where the social responsibility note is of the atmost importance, the area of e-commerce by attorneys is heaviliy regulated. => Ipak, zahvaljujući specifičnoj prirodi njihove struke, gde je elemenat društvene odgovornosti od velike važnosti, oblast e-trgovine u advokaturi je strogo regulisana.
LL@(8552) In the paper we present the results of a study, which focuses on electronic filling and electronic communication as ussed by attorneys and attorneys offices and the results of the analysis of the web pages of slovenian attorneys, and we put both results in the perspective of the increasing need for a greater social responsibilty of all organisations including those in the public sector. ~~~ 1. => U ovom radu predstavljamo rezultate studije o elektronskom popunjavanjem obrazaca i elektronskoj komunikaciji advokata i advokatskih kancelarija, kao i rezultate analize veb-stranica slovenačkih advokata, i ove rezultate posmatramo kroz perspektivu sve izraženije potrebe za većom sruštvenom odgovornošću svih organizacija, uključujući i organizacije u javnom sektoru. 1.
LL@(8553) Introduction Information, knowledge and response are important factors of successful business. => Uvod Informacije, znanje i pravovremena reakcija značajni su faktori uspešnog poslovanja.
LL@(8554) Public sector and judicature must also keep this in mind. => Toga moraju sa budu svesni i javni sektor i pravosuđe.
LL@(8555) So the administration is supposed to become »service of citizens«, which is aware, that the consumers search of new and kinder accesses to products and services. => Znači da uprava mora da postane servis građana, što znači da korisnici traže nove i povoljnije načine pristupanja proizvodima i uslugama.
LL@(8556) Judicature must disentangle itself from vice of delays, that paralyze its activity. => Pravosuđe se mora osloboditi zla kašnjenja koje paralizuje njegovo poslovanje.
LL@(8557) In both cases, electronic method of doing business will be (and is) key element of renovation of business, which was already successful to a certain extent (see e.g. Sovdat 2007 or Batagelj 2006). => U oba slučaja, elektronsko poslovanje će biti (i jeste) ključni element obnavljanja poslovanja koje je već bilo uspešno do nekog stepena (videti na primer, Sovdat, 2007. ili Bagatelj, 2006).
LL@(8558) The term social responsibility is generaly used in connection to private entities, whereas the role of the state and public organisations is often forgotten. ~~~ Attorneys around the world have realized the impact of increased competiveness also in the legal areas and are therefore trying to adopt to the new demands of the »market« also via e-commerce. => Termin društvena odgovornost obično se koristi u vezi sa fizičkim licima, a uloga države i javnih organizacija se često zaboravlja. [irom sveta advokati su shvatili kakav je uticaj sve veće konkurencije i u pravnom sistemu i stoga pokušavaju da se prilagode novim zahtevima tržišta i putem e-trgovine.
LL@(8559) We can say, that electronic method of doing business is almost an urgency of every organization today, which also applies to advocacy. => Danas možemo da kažemo da je elektronski način poslovanja skoro neophodan u svakoj organizaciji, a to se odnosi i na advokaturu.
LL@(8560) Advocacy is a special service within judicature, which assures professional representation of people and businesses in procedures before courts of justice and other state bodies, as well as other forms of legal assistance. => Advokatura (zastupanje) jeste posebna služba u okviru pravosuđa, koja obezbeđuje stručno zastupanje pojedinaca i firmi u postupcima pred sudom i pred drugim državnim organima, kao i druge oblike pravne pomoći.
LL@(8561) As opposed to other parts of judicial system, advocacy is independent in its activity to state bodies and is an independent professional activity (Kaučič, Grad 2007). => Za razliku od drugih delova pravosudnog sistema, advokatura je u svom radu nezavisna od državnih organa i predstavlja nezavisnu struku (Kaučič, Grad, 2007).
LL@(8562) Exactly because of this position, the advocacy must, more as remainder of judiciary system, confront new and changed circumstances in its area. => Upravo zbog ovakvog položaja advokatura mora, više nego druge oblasti pravosudnog sistema, da se suoči sa novim i izmenjenim okolnostima u ovoj oblasti.
LL@(8563) How the process of adapting is taking place in Slovenia, will be presented via results of research in continuation. => Kako se ovaj proces prilagođavanja odvija u Sloveniji pokazaćemo putem rezultata istraživanja koje vodimo.
LL@(8564) The survey focused, above all, on electronic archives, electronic submissions (so-called electronic filing) and electronic communicating as are used at attorneys, in order to show the degree of electronic method of doing business at attorneys. ~~~ 2. => U istraživanju smo se pre svega fokusirali na elektronske arhive, elektronske podneske (tzv. elektronska dokumentacija) i elektronsku komunikaciji u poslovanju advokata i nastojali da pokažemo u kolikom stepenu advokati koriste elektronske metode. 2.
LL@(8565) Electronic business and its dimension Formation of Internet vastly increased possibilities of companies for quicker, more precise, timely and spatially less restricted, more cost-efficient way of doing business adapted to individual customer (Kotler 2004). => Elektronsko poslovanje i njegova dimenyija Uspostavljanje interneta je u velikoj meri povećalo mogućnosti kompanija da posluju brže, preciznije, uz veću uštedu vremena i prostora i kost-efektivno i time budu prilagođenije pojedinačnom korisniku (Kotler, 2004).
LL@(8566) Internet of today works as source of information, source of fun, as a communication path, path for transactions and even as a marketing path. => Internet danas funkcioniše kao izvor informacija, zabave, kanal komunikacije, transakcija i čak marketinga.
LL@(8567) We can often use it as a sales center, television set, newspaper, library or telephone. => Često ga koristimo kao prodajni centar, umesto televizora, novina, biblioteke ili telefona.
LL@(8568) Internet also enables sending e-mail, exchange of information and opinions, buying of products and access to news,... ~~~ (Kotler 2004). => Preko interneta možemo da pošaljemo e-mejl, da razmenjujemo informacije i mišljenja, da kupujemo proizvode i da saznajemo vesti ... (Kotler, 2004).
LL@(8569) We also connect development of electronic business with development of computer networks and Internet, with agglomeration of information and telecommunication technology and standards for computer exchange of data (Jerman-Blažič 2001). => Razvoj elektronskog poslovanja takođe povezujemo sa razvojem kompjuterskih mreža i interneta, sa sve obimnijom informacionom i telekomunikacionom tehnologijom i standardima za kompjutersku razmenu podataka (Jerman-Blažić, 2001).
LL@(8570) In the case of latter it is more than mere common exchange of computer data and activity of an online store. => U ovom drugom slučaju, ne radi se samo o razmeni podataka i poslovanju samo neke on-lajn prodavnice.
LL@(8571) Today electronic business comprises of: electronic trading, electronic banking, paying electronically, long distance work, electronic publishing, electronic insurance, electronic stock exchange... ~~~ (Toplišek 1998). => Danas elektronsko poslovanje obuhvata: elektronsku trgovinu, elektronsko bankarstvo, elektronsko plaćanje, rad na daljinu, elektronsko izdavaštvo, elektronsko osiguranje, elektronsku berzu ... (Toplišek, 1998).
LL@(8572) Considering interaction of subjects of electronic business we separate electronic business (Kovačič, Groznik, Ribič 2005): 1. between companies and consumers (B2C), 2. between companies (B2B), 3. between consumers (C2C), 4. between companies and state administration (B2G), 5. between citizens and state administration (C2G) and 6. inside state administration (G2G). => S obzirom na vrste interakcije subjekata u elektronskom poslovanju, možemo da kažemo da se elektronsko poslovanje obavlja (Kovačić, Groznik, Ribič, 2005): ~~~ 1. između kompanija i korisnika (B2C), 2. između kompanija (B2B), 3. između korisnika (C2C), 4. između kompanija i državne uprave (B2G), 5. između građana i državne uprave (C2G) i 6. unutar državne uprave (G2G).
LL@(8573) Doing business electronically comprises of three levels, where every level requires higher level of technology and where every level offers results in different field of business. => Elektronsko poslovanje obuhvata tri nivoa, pri čemu svaki nivo zahteva viši nivo tehnologije i izaziva posledice u različitim oblastima poslovanja.
LL@(8574) These levels are (Prešern 2006): local computer network (cid:190) 1st level: inner business processes, without connection to the Internet, since it comprises only of business processes inside the company, but it requires (LAN). => Ovi nivoi su sledeći (Prešern, 2006): (cid: ~~~ 1. nivo: unutrašnji poslovni procesi, koji nisu vezani za internet, pošto se radi samo o poslovnim procesima unutar kompanije, ali je potrebna lokalna kompjuterska mreža (LAN).
LL@(8575) Consequence of this level are faster, cheaper and better execution of business functions as keeping track of materials, general ledger, balance sheets. (cid:190) 2nd level: processes with buyers and suppliers, which are not only about management of inner business processes, but also about relations with buyers and suppliers. => To ima za posledicu brže, jeftinije i efikasnije vršenje poslovnih funkcija kao što su praćenje materijala, glavna računovodstvena/poslovna knjiga, završni računi. (cid: ~~~ 2. nivo: procesi u kojima učestvuju kupci i dobavljači, koji se ne odnose samo na upravljanje unutrašnjim poslovnim procesima već i odnosima sa kupcima i dobavljačima.
LL@(8576) This form of e-business comprises of the same technology as 1st level and adds e-mail and web pages. => Ovaj oblik eposlovanja obuhvata istu tehnologiju kao i prvi nivo, ali dodaje e-mejl i veb stranice.
LL@(8577) Result of this level is quick and safe distribution of documents to and from business partners and better response time to anticipations of consumers. (cid:190) 3rd level: e-trading, where we upgrade technology necessary in previous levels with the ability to pay over the Internet. => Rezultat na ovom nivou je brza i bezbedna distribucija dokumentacije između poslovnih partnera i kraće vreme reagovanja na očekivanja korisnika/potrošača. (cid: ~~~ 3. nivo: e-trgovanje, na kome se koristi viši nivo tehnologije u odnosu na prethodne nivoe i gde postoji mogućnost plaćanja putem interneta.
LL@(8578) Considering this definition, we can nowadays say, that all economic subjects have established a certain degree of doing business electronically. => Uzimajući u obzir ovu definiciju, možemo danas da kažemo da su svi ekonomski subjekti uspostavili određeni stepen elektronskog poslovanja.
LL@(8579) Whether individual organization utilizes all possibilities, is also dependent on legal restrictions. => Da li pojedinačna organizacija koristi sve ponuđene mogućnosti takođe će zavisiti i od zakonskih ograničanja.
LL@(8580) In case of attorneys services level three (e-trading) is questionable. => U slučaju advokatskih usluga, treći nivo (e-trgovanje) je problematično.
LL@(8581) In case of second level it may be only for use of e-mail for communication with customers and establishing of a web page. => Na drugom nivou može se samo koristiti emejl za komunikaciju sa klijentima i može se uspostaviti veb-stranica.
LL@(8582) If we focus our attention on the Electronic Commerce and Electronic Signature in continuation we can see electronic business as business in electronic shape on a distance by using information and communication technologies (ZEPEP, Ur. => Ako se fokusiramo na elektronsku trgovinu i elektronski potpis, posmatraćemo elektronsko poslovanje kao poslovanje u elektronskom obliku, na daljinu i to korišćenjem incormacionih i komunikacionih tehnologija (ZEPEP, Ur.
LL@(8583) l. RS, No. 98/2004). => I. RS, No. 98/2004).
LL@(8584) Slighty modified definition listed there, is also used in literature (see e.g. Kovačič et al. 2004). => Neznatno modifikovana definicija koja je ovde navedena koristi se i u literaturi (videti, na primer, Kovačič i dr., 2004).
LL@(8585) Characteristics of electronic business are (1) computer communication, (2) organiza tion of business and (3) legal infrastructure to support such business (Makarovič et al. 2001). => Karakteristike elektronskog poslovanja su (1) kompjuterska komunikacija, (2) organizacija poslovanja i (3) pravna infrastruktura kao podrška takvom poslo vanju (Makarovič i dr., 2001).
LL@(8586) In electronic business, technically - technological and legally organizational ingredients interweave almost seamlessly. => U elektronskom poslovanju, tehničko-tehnološki i pravno organizovani elementi prepliću se savršeno.
LL@(8587) Today the focal point moves from technical toward non-technical (legal and organizational questions) (Toplišek 1998). => Danas se fokus pomera sa tehničkog na ne-tehnički sapekt (pravna i organizaciona pitanja) (Toplišek, 1998).
LL@(8588) These questions appear also at the concept of electronic database and at communication via e-mail, we are introducing briefly in continuation. => Ova pitanja se takođe javljaju u koncepciji elektronske baze podataka i u komunikaciji e-mejlom, a mi ćemo ih ukratko predstaviti u narednim odeljcima. 2.
LL@(8589) 2.1 Electronic databases Database is a group of equally formatted data, that we are keeping and using with the help of computer (Gradišar and Resinovič 1999) respectively is a group of connected files, that are organized and stored as a component of organizations computer supported information system (Gradišar and Resinovič 1998). => Elektronske baze podataka Baza podataka je grupa podataka formatiranih na isti način, koju čuvamo i koristimo pomoću kompjutera (Gradišar i Resinovič, 1999). ~~~ To je grupa povezanih datoteka koje su organizovane i uskladištene kao komponenta organizacionog informacionog sistema sa kompjuterskom podrškom (Gradišar i Resinovič, 1998).
LL@(8590) Databases play four important roles in organizations (including law firms): (1) storage of personal data, (2) storage of data needed for business operations, (3) supply of data for management and (4) supply of data from organizations environment. => Baze podataka imaju četiri značajne uloge u organizacijama (1) skladištenje ličnih podataka, (2) skladištenje podataka potrebnih u poslovnim operacijama, (3) dostavljanje podataka menaxmentu i (4) dostavljanje podataka iz okruženja organizacije.
LL@(8591)  => Smatra se da su prednosti elektronskih arhiva (Skeniranje i elektronska obrada podataka, kod Toplišek, 1998): (uključujući pravne firme): (cid:
LL@(8592)  => minimalni troškovi arhiviranja, (cid:
LL@(8593)  => minimalni potreban fizički prostor, (cid:
LL@(8594)  => dokumenti se skladište na elektronskom medi jumu, što omogućava brz pristup podacima, (cid:
LL@(8595)  => sadrže egzaktne podatke, nema dupliranja niti suvišnih podataka, (cid:
LL@(8596)  => prilagodljive su, (cid:
LL@(8597)  => omogućavaju efikasan rad, (cid:
LL@(8598) Advantages of electronic archives are said to be (Skeniranje in elektronska obdelava dokumentov in Toplišek 1998): (cid:190) minimal costs of archiving, (cid:190) minimally need for physical place, (cid:190) documents are stored on an electronic medium, that allows quick access, (cid:190) containing of exact data without redundancy of data or superfluous doublings, (cid:190) adaptability (cid:190) enables efficient work, (cid:190) unlimited for making safety copies, (cid:190) preservation of quality of electronic document, in comparison to paper documents inertness to impacts of environment (water, fire, moisture, light), (cid:190) controlled access to archive documents on differ ent levels of rights and assurance of safety. => neograničeno se mogu praviti bezbedne kopije, (cid: ~~~ održan je kvalitet elektronskog dokumenta u odnosu na papirne dokumente i nisu podložni oštećenju pod uticajima okruženja (vode, vatre, vlage, svetlosti), (cid: ~~~ kontrolisani pristup dokumentima na različitim nivoima prava i osigurana bezbednost. 2.
LL@(8599) 2.2 E-communication with customers Electronic mail is one of the most contemporary electronic manners of communication. => E-komunikacija sa korisnicima Elektronska pošta predstavlja jedan od najsavremenijih načina elektronskog poslovanja.
LL@(8600) It is asserting itself also as a medium for legally relevant messages. => Ističe se i kao posrednik u razmeni pravno relevantnih poruka.
LL@(8601) Statement of will is a rather well defined field in theory and judicial practice, however all key opinions are based on communicating on paper (letter). => Testament je prilično dobro definisana oblast u teoriji i pravnoj praksi, ali sva ključna mišljenja zasnovana su na komunikaciji na papiru (pismo).
LL@(8602) Author/sender and receiver both have paper message. => I autor/pošiljalac i primalac imaju poruku na papiru.
LL@(8603) These persons can do whatever they want with the paper, finally they can even destroy it. => Ove osobe mogu sa svojim papirom da čine šta hoće, čak i da ga unište.
LL@(8604) E-mail in majority of instances is located on a certain common place (common computer), where all messages are carefully logged and it is technologically possible to make impossible for the participants to breach integrity of stored messages. => Emejl se u najvećem broju slučajeva nalazi na određenom zajedničkom mestu (zajednički kompjuter), gde su sve poruke pažljivo unete, a tehnološki je moguće sprečiti učesnike da ugroze integritet uskladištenih poruka.
LL@(8605) If communicating goes on directly between two computers, such tracking is only possible on participating computers. => Ako se komunikacija odvija neposredno između dva kompjutera, praćenje je moguće jedino na ova dva kompjutera.
LL@(8606) From environment that uses e-mail as part of own business it is dependent whether it will make use of technological possibilities for reliable storage of messages in a time period, relevant for said environment (Toplišek 1997). => Od okruženja koje koristi e-mejl u svom poslovanju zavisi da li će koristiti tehnološke mogućnosti za pouzdano skladištenje poruka značajnih za dato okruženje, u određenom vremenskom periodu (Toplišek, 1997).
LL@(8607) Comparatively we can mention an American research from 1998 concerning communication of attorneys via email (Harris 2001), which showed, that at that time, 53.6 % of American attorneys already communicated with their customers via the internet. => 
LL@(8608) Today electronic business and with it, electronic archives and communication via e-mail are reaching more and more into the field of advocacy. => U današnje vreme elektronsko poslovanje, a zajedno s njim elektronske arhive i komunikacije putem emejla sve više se koriste u advokaturi/zastupanju.
LL@(8609) We can say, that the internet changed the way attorneys do business, because regardless of their wishes they are subjected to demands of the market and as such forced to do business with subjects, which press heavily toward electronic business. => Možem da kažemo da je internet promenio način na koji advokati obavljaju poslove, zato što, bez obzira na to šta stvarno žele, oni moraju da se povinuju zahtevima tržišta i da posluju sa subjektima koji sve više naginju elektronskom poslovanju.
LL@(8610)  => Mnogo je razloga za ovako nešto, a među njima se posebno ističe komunikacija putem e-mejla (Harris, 2001): (cid:
LL@(8611)  => jednostavna primena, (cid:
LL@(8612)  => nije potrebno posebno znanje o kompjuterskim tehnikama, (cid:
LL@(8613)  => e-mejl možemo poslati brzo i bez dodatnih tro škova (fizičke) isporuke, (cid:
LL@(8614) Among the reasons for this trend we can also find numerous other reasons, especially e-mail communication (Harris 2001): (cid:190) simple use, (cid:190) particular computer knowledge is not necessary, (cid:190) we can send e-mail quickly and without addition al costs of (physical) delivery, (cid:190) we can send e-mail to multiple addresses at the same time, (cid:190) e-mail can be sent from outside of the office (e.g. from home), (cid:190) e-mail can be printed and adds to archives, (cid:190) use of e-mail is conditioned by the manner of business in todays world and ever increasing demands of customers for such communication. => jedan e-mejl možemo poslati istovremeno na veći broj adresa, (cid: ~~~ e-mejl se ne mora slati iz kancelarije (na pri mer, može iz kuće), (cid: ~~~ e-mejl se može štampati i dodati u arhivu, (cid: ~~~ primena e-mejla uslovljena je načinom poslo vanja u današnjem svetu i sve većim zahtevima klijenata za takvom vrstom komunikacije.
LL@(8615) How are attorneys prepared for these facts in Slovenia and how are they utilizing advantages, that doing business electronically offers, in the next chapter. ~~~ 3. => O tome koliko su advokati u Sloveniji osposobljeni za ovakvo nešto i kako oni koriste prednosti koje donosi elektronsko oslovanje govorićemo u narednom poglavlju. 3.
LL@(8616) Research on the use of electronic business of attorneys in Slovenia Toplišek was, in 1996, already studying the distribution of electronic business among attorneys in Slovenia and he found in his research, that only 15 % of attorneys had electronic addresses, while only 24 % of them had a computer with access to internet. => Elektronsko poslovanje advokata u Sloveniji - istraživanje Toplišek je još 1996. godine istraživao koliko je elektronsko poslovanje rašireno među advokatima u Sloveniji i došao do podataka da samo 15% advokata ima elektronske adrese, a samo 24% ima kompjuter povezan sa internetom.
LL@(8617) Only about 5 % - 11 % of jurists had electronic address, of those most had commercial address (6%). => Samo 5%-11% pravnika imalo je elektronske adrese, i većina od njih je imala komercijalne adrese(6%).
LL@(8618) 15 % of jurists were using internal e-mail at work, from those most are in administration and in economy; all other professional fields are falling way behind. => 15% pravnika koristilo je interni e-mejl na poslu, najveći broj ovih radio je u upravi i u privredi; sve druge profesionalne oblasti daleko su zaostajale.
LL@(8619) Jurists were already at that time aware of possibilities, the e-mail offers them, because 38 % of them thought they would need it, 20 % were already planning to acquire and e-address. => Već tada su pravnici bili svesni mogućnosti koje e-mejl nudi, zato što je 38% smatralo da će im trebati, a 20% je već planiralo da postavi e-adresu.
LL@(8620) Still there was a large share of such, who do not know well enough about the technology, because 27 % of them were not certain, whether they would need electronic mail at all (Toplišek 1997). => Ipak je još veliki broj onih koji nisu mnogo poznavali tehnologiju, pošto 27% nije bilo sigurno da li će im elektronska pošta ikada biti potrebna (Toplišek, 1997).
LL@(8621)  => Kao poređenje možemo pomenuti jedno američko istraživanje komunikacije koju advokati obavljaju emejlom, iz 1998. godine (Harris, 2001), a koje pokazuje da je u to vreme 53,6% američkih advokata već komuniciralo sa svojim klijentima putem interneta.
LL@(8622) To demonstrate the state of use of e-mail among attorneys today and how they make use of other advantages, that contemporary technology brings, was the intention of a research, of which results we are showing in continuation. => Ovo istraživanje imalo je za cilj da pokaže koliko advokati danas koriste e-mejl i druge prednosti koje donosi savremena tahnologija, a rezultate prikazujemo u odeljcima koji slede. 3.
LL@(8623) 3.1 Method of data gathering We did a research among Slovene attorneys in the time period from June to July 2007. => Metod prikupljanja podataka Istraživanje smo sproveli među slovenačkim advokatima u period jun-jul 2007. godine.
LL@(8624) Namely, we have done the research with the help of e-mail, whereas the basis for us was a register of lawyers of the Bar association of Slovenia, where attorneys e-mail addresses are listed beside basic data about the attorneys. => Naime, istraživanje smo vršili putem e-mejla, a kao baza nam je poslužio registar advokata Advokatske komore Slovenije, gde su e-mejl adrese advokata navedene uz osnovne podatke o advokatima.
LL@(8625) We must forwarn here and now, that some of the listed addresses are not active, as well as that all attorneys in the register do not have an e-mail address listed. => Već od početka upozoravamo da neke od navedenih adresa nisu aktivne, kao i da svi advokati nemaju navedenu e-adresu.
LL@(8626) Response to the survey was very bad, because only 5,2 % of surveys sent were returned. => Odziv na anketu bio je slab, zato što je samo 5,2% advokata odgovorilo na upitnike.
LL@(8627) Despite the bad response, we analyzed the returned questionnaires. => Uprkos tako slabom odzivu, analizirali smo upitnike.
LL@(8628) We found, that majority of attorneys that returned the questionnaire had offices in business for over 15 years. => Razultati su pokazali da većina advokata koji su poslali popunjene upitnike imaju kancelarije duže od 15 godina.
LL@(8629) Interesting is the data, that 44 % of offices are located in cities with over 100.000 inhabitants and 39 % are located in towns between 5.000 and 30.000 inhabitants. => Interesantni su podaci da se 44% kancelarija nalazi u gradovima sa više od 100.000 stanovnika, a 39% u gradovima sa 5.000 30.000 stanovnika.
LL@(8630) We must also stress that, »history« of existence of law firm does not influence in any way on the number of employees they have. => Takođe moramo da naglasimo da starost firme nema uticaja na broj zaposlenih u njoj.
LL@(8631) So a good 69 % of the offices have only 1-3 workers employed. => Tako da dobrih 69% kancelarija ima samo 1-3 zaposlenih.
LL@(8632) The second part of our research was done by analyzing the attorneys web pages of Slovene attorneys. => U drugom delu istraživanja analizirali smo veb-stranice advokata u Sloveniji.
LL@(8633) We did the analysis of web pages in period from March to April, 2008. => Analizu smo vršili u periodu mart-april 2008. godine.
LL@(8634) The basis for a more detailed analysis was the database »Attorneys in Internet«, that was prepared by IUS-Info in cooperation with The Bar Association of Slovenia. => Baza za detaljniju analizu bila je baza podataka Advokati na internetu koju je pripremio IUS-Info u saradnji sa Advokatskom komorom Slovenije.
LL@(8635) The web pages in the database, were provided by the attorneys of law firms, which means, that the base is still deficient. => Veb stranice u bazi podataka dali su advokati iz advokatskih firmi, što znači da je baza još uvek nepotpuna.
LL@(8636) Setting that aside, it is, however, the only reliable database of the sort. => I uz sve to, ovo je ipak jedina pouzdana baza ove vrste.
LL@(8637) We found 66 web pages (3 were unactive) of law firms or individual attorneys. => Našli smo 66 veb stranica (3 nisu bile aktivne) advokatskih firmi ili pojedinačnih advokata.
LL@(8638) In the database we can find links that are tied to individual attorneys (that is why we can find 125 attorneys (and links) and »only« 66 web pages). => U bazi podataka možemo da nađemo linkove povezane sa pojedinačnim advokatima (zato smo i našli 125 advokata (i linkova), a samo 66 veb stranica).
LL@(8639) We analysed these sites more in detail. => Ove stranice smo detaljno analizirali.
LL@(8640) Additionaly we examinated other web pages of Slovene attorneys, found with the search engine Najdi.si (namely with search inquiries attorney, law firm and attorneys society). => Pored toga smo istražili druge veb stranice slovenačkih advokata koje smo nšli pomoću pretraživača Najdi.si (u stvari, ukucavajući advokat, firma za pravne usluge i advokatsko udruženje).
LL@(8641) We found a further 39 web pages (or 37,15% of web pages), that we analysed in a restricted scope (membership, market advantages, publicistic activity). => Našli smo još 39 veb stranica (ili 37,15% veb stranica) koje smo analizirali po ograničenom obimu (članstvo, tržišne prednosti, rad u oblasti izdavaštva).
LL@(8642) 4. => 4.
LL@(8643) Electronic archives and attorneys in Slovenia First we asked interviewees about archives, its shape and reasons for it. => Elektronska arhiva i advokati u Sloveniji Prvo smo ispitanike pitali o arhivi, njenom obliku i razlozima što je takva.
LL@(8644) As we can see in Picture 1, majority, good 60 % of law firms, are using electronic and physical archives at the same time, while others are only using physical archives. => Kako vidimo na slici 1, većina, dobrih 60% pravničkih firmi koristi elektronske i fizičke arhive istovremeno, dok drugi koriste samo fizičke arhive.
LL@(8645) Between those, that also use electronic archives, 54 % of them are those that are using such method of archiving for old cases. => Među onima koji koriste i elektronke arhive, 54% koristi takav metod arhiviranja za stare slučajeve.
LL@(8646) We must also warn, that it is not fully evident whether the »use for old cases« does not perhaps only pertain to transfer of old files into electronic archives (and not the transfer all documentation into electronic form). => Takođe moramo da upozorimo da nije sasvim jasno da li korišćenje za stare slučajeve možda znači samo prenošenje starih datoteka u elektronsku arhivu (a ne transfer celokupne dokumentacije u elektronsku formu).
LL@(8647) Among the users of electronic archives 39 % of interviewed law firms are such that use it already for more than three years, which is seen in the Picture 3. => 39% advokatskih firmi koje koriste elektronsku arhivu to čine već duže od tri godine, što je prikazano na slici 3. ~~~ Slika 3.
LL@(8648) Picture 3: Period of use of electronic archives in law firms in Slovenia Considering, that electronic archive is bringing numerous advantages to its users, we were trying to ascertain also the reasons behind its introduction. ~~~ 88 % of the law firms listed speed of access to data as the main reason. => Period korišćenja elektronskih arhiva u advokatskim firmama u Sloveniji Znajući da elektronska arhiva donosi mnoge prednosti svojim korisnicima, pokušali smo da saznamo razloge zbog kojih su je advokati uveli. 88% advokatskih firmi kao glavni razlog je navelo brzinu pristupa podacima.
LL@(8649) As can be seen in Picture 4, other important reasons listed are also simplicity and transparency of keeping the records, savings of time and savings of money. => Kako se vidi na slici 4, drugi značajni razlozi bili su i jednostavnost i transparentnost čuvanja podataka i beležaka, ušteda u vremenu i ušteda u novcu.
LL@(8650) Picture 1: Forms of archive among law firms in Slovenia Use of electronic archive is restricted regarding its scope, because courts of justice do not do business electronically. => Slika 1. ~~~ Oblici arhiva u pravničkim firmama u Sloveniji Primena elektronske arhive ograničena je u smislu obima, zato što sudovi ne posluju elektronskim putem.
LL@(8651) From this point of view it is understandable that, 70 % of offices using the electronic archive, have only file submissions in them. => Sa ove tačke gledišta razumljivo je da 70% kancelarija koje koriste elektronsku arhivu imaju u njoj samo datoteke sa podnescima.
LL@(8652) It is logical namely, that other documents (court rulings…), they get in paper shape, may not be discarded of, because doing that they would dispose of only documents, valid as originals. => Logično je, naime, da druga dokumentacija (sudske presude, ...) koje advokati dobijaju u papirnoj formi, ne smeju da se bace, zato što će na taj način izgubiti jedini dokument koji se smatra originalom.
LL@(8653) It would be interesting to look more precisely into the manner how the law firms, that answered they have all the material in the form of electronic archive, are dealing with this system. => Bilo bi interesantno pažljivije pogledati na koji način advokatske firme koje su odgovorile da imaju sve materijala u elektronskoj formi, rade u ovakvom sistemu. ~~~ Slika 2.
LL@(8654) Picture 2: Documents in electronic archives Picture 4: Reason of use of electronic archive by law firms in Slovenia Picture 3 also leads us to infer about inconsistency of answers, because saving of time as an advantage of the electronic archives is listed by »only« 56 % of attorneys. => Dokumentacija u elektronskoj formi Slika 4. ~~~ Razlozi za korišćenje elektronske arhive u advokatskim firmama u Sloveniji Na osnovu slike 3 takođe možemo da zaključimo da su odgovori nedosledni, pošto je samo 56% advokata kao prednost elektronskih arhiva navelo uštedu u vremenu.
LL@(8655) We think namely, that advantages of quick access to data and saving time doing it, have a strong mutual connection, because quicker access to data saves also time. => Mislimo, naime, da su prednosti brzog pristupa podacima i ušteda vremena pri tome međusobno veoma povezani, pošto brži pristup podacima takođe štedi i vreme.
LL@(8656) Presented results are not showing this. => Rezultati koje predstavljamo ovo ne pokazuju.
LL@(8657) Here we must also say, that the most widespread programme is Shakespeare, because 16 % of law firms are using it. => Ovde takođe moramo da kažemo da je najrasprostranjeniji program Shakespeare, pošto njega koristi 16% advokatskih firmi.
LL@(8658) Regarding this, we must of course emphasize, that many interviewees are using Microsoft Office, respectively MS Word for administration of their archive. => S tim u vezi, moramo i da naglasimo da veliki broj ispitanika koristi Microsoft Of fice, odnosno MS NJord za administriranje svoje arhive.
LL@(8659) Some law firms are using custom designed programmes, or programmes, which are a result of theri own knowledge. ~~~ Law Office is also in use by 10 % of law firms. => Neke advokatske firme koriste kastomizirane programe koji su proizvod njihovog sopstvenog znanja. 10% advokatskih firmi koristi Lanj Office.
LL@(8660) Considering the fact that just 40 % of law firms do not have electronic archives, the question concerning reasons for not having them showed some importantly. => Kada se uzme u obzir da samo 40% advokatskih firmi nema elektronsku arhivu, pitanje razloga što je nemaju postaje takođe značajno.
LL@(8661) The prevailing reasons as showed are; that the is establishment and maintenance of electronic archives is too expensive (58.8 % of law firms); that physical archives are meeting all needs of the law firm (17.7 % of law firms) or that the programmes unknown to them. => Glavni razlozi za ovo, kao se pokazalo jesu: uspostavljanje i održavanje elektronske arhive je preskupo (58,8% advokatskih firmi), fizička arhiva sasvim zadovoljava potrebe advokatske firme (17,7% advokatskih formi) ili ne poznaju programe. ~~~ Slika 5.
LL@(8662) Picture 5: Reasons for non use of electronic archives 5. => Razlozi za ne korišćenje elektronskih arhiva 5.
LL@(8663) Use of E mails and veb pages among attorneys in Slovenia We determined in the theory already, that second level of electronic business comprises e-mail and web pages. => Advokati u Sloveniji i primena E-mejla i veb stranica Teorijski smo već odredili da drugi nivo elektronskog poslovanja obuhvata e-mejl i veb stranice.
LL@(8664) Thats why we checked in research also, the use of both by attorneys in Slovenia and in what extent. => Stoga smo u istraživanju proverili i da li ih advokati u Sloveniji koriste i u kojem stepenu.
LL@(8665) We found, that in Slovenia the situation concerning the use of email, considering the year 1996 improved considerably. => Zaključili smo da se, kada je reč o e-mejlu, situacija u Sloveniji od 1996. godine značajno popravila.
LL@(8666) The analysis of answers showed, that with the help of email communicate with their clients 59 % of law firms often, and 24 % always, while other only occasionaly. => Analiza odgovora pokazala je da 59% advokatskih firmi komunicira često sa svojim klijentima putem e-mejla, 24% to čini stalno, a ostali samo povremeno.
LL@(8667)  => Kada se radi o veb stranicama advokatskih firmi, moramo prvo da naglasimo da je pristupnost/mogućnost da se advokati u Sloveniji predstave putem veb prezentacije dugo bila predmet brojnih rasprava, takođe i zato što je to u vezi sa problemima oglašavanja advokatskih usluga.
LL@(8668)  => Pojedinačni problemi u ovoj oblasti javljaju se svuda (i u našoj zemlji i u inostranstvu).
LL@(8669) 21st paragraph of the Attorneys Act is dealing with this subject. => Ovim pitanjem bavi se 21. član Zakona o advokaturi.
LL@(8670) In this regard it is laying down the principle that attorneys may not advertise their activity. => U tom smislu utvrđuje se princip da advokatima nije dozvoljeno da reklamiraju svoje usluge.
LL@(8671) More precise is the Code of proffesional conduct, that states in the 23rd paragraph that defines what may not be looked upon as advertisment; if an attorney has on his web page data concerning his office (working hours, address, field of activity, specialization and similar), if these data are true and they refer to his activity. => Još precizniki je Kodeks profesionalnog ponašanja, koji u 23. članu definiše šta se ne smatra reklamom: ako advokat na svojoj veb stranici ima podatke koji se odnose na njegovu kancelariju (radno vreme, adresa, oblast poslovanja, specijalizacija i slično), ako su ti podaci tačni i ako se odnose na njegovu delatnost.
LL@(8672) However it is necessary also to consider the first part of the listed paragraph, since it limits the scope of allowed advertisiment of attorneys. => Važno je ipak pogledati prvi stav ovog člana, pošto se u njemu advokatima ograničava obim dozvoljenog oglašavanja.
LL@(8673) We would like to emphase the following restraints: Forbidden is the advertisment of attorneys activity, especially the praise of ones own quality, listing of successful defences, of won legal and other matters, cooperation in known cases, listing of clients and their importance, difficulties cases and similar, ..., references on their former activity, functions or position, ... references on influential unions and acquaintances, giving untrue or deceptive informations concerning their work, references on cooperation with important foreign attorneys and attorneys societies,…, because in practice wet come across web pages, that break.the listed rules. => Naglasili bismo sledeća ograničenja: ~~~ Zabranjeno je oglašavanje advokatove delatnosti, posebno isticanje njegovih kvaliteta, nabrajanje uspešnih odbrana, dobijenih pravnih i drugih slučajeva, saradnja u poznatim slučajevima, navođenje imena klijenata i njihov značaj, teških slučajeva i slično ... referenci o ranijim aktivnostima, funkcijama ili položaju, reference o uticajnim udruženjima ili poznanicima, davanje netačnih ili varljivih informacija o poslovima, referenci o saradnji sa značajnim inostranim advokatima i advokatskim udruženjima ... jer ako se to nađe na veb stranici, to znači povredu navedenih pravila.
LL@(8674) Above all , the web pages of attorneys appeal to certain market advantages (type of parties (bank, insurance companies,...), connections with other specialists (other attorneys, specialists on other fields,..., former professional experience ipd.); we also found a few web pages, that reference to publicistic and other professional activities of attorneys (of book, articles, seminars...). => Iznad svega, veb stranice advokata navode neke tržišne prednosti (vrste stranaka (banke, osiguravajuće kompanije, ...), veze sa drugim stručnjacima (drugim advokatima, specijalistima u drugim oblastima, ... prethodno stručno iskustvo, itd.); našli smo i nekoliko veb stranica koje se odnose na publicističku i druge stručne aktivnosti advokata (knjige, članke, seminare, ...).
LL@(8675) Picture 6: The use of e-mail for communication with clients Concerning web pages of law firms we must first emphasize, that the admissibility/permissibility of attorneys web presentation in Slovenia was a long time subject of numerous debates, also because of connection with problems of advertisment of attorneys services. => Slika 6.
LL@(8676) Individual problems in this field are repeating everywhere (in our country and elsewhere ). => Zastupljenost e-mejla u komunikaciji sa klijentima Slika 7.
LL@(8677) Picture 7: Percent of mentioning of market advantages and of publicistic activity If we look at the base Attorneys on Internet approximately 10% attorneys have web pages (analysis showed, that majority of web pages belong to attorneys societies and not to individual attorneys). => Procenat navođenja tržišnih prednosti i publicističke aktivnosti Ako pogledamo bazu Advokati na internetu, oko 10% advokata ima veb stranicu (analiza je pokazala da većina veb stranica pripada advokatskim udruženjima, a ne pojedinačnim advokatima).
LL@(8678) As mentioned before, there are 66 web pages listed in the base, while we found trough the search engine Najdi.si further 39 web pages, that together consist 105 web pages of Slovene attorneys, which means, that common percent of attor neys with web pages would increase if they would all be taken into account. => Kako je ranije pomenuto, u bazi je registrovano 66 veb stranica, a pretragom na Najdi.si našli smo još 39 veb stranica, što zajedno čini 105 veb stranica slovenačkih advokata, a to dalje znači da bi procenat advokata koji imaju veb stranicu porastao ako bi se svi uzeli u obzir. ~~~ Podaci koji se najčešće navode na veb stranici su sledeći:
LL@(8679) 4) Membership in proffesional organizations and associations (except for the Bar Association)- 19 %, (majority of attorneys of course lists membership in the Bar Association of Slovenia), 5) Attorneys and their presentation - 95,2% (in picture 5 a more detailed presentation of the information on attorneys is given). => 1) uopšteno kratko predstavljanje kancelarije 82,5%, 2) broj telefona 100%, broj faksa 98%, e-mejl adresa 98%, adresa 100% i mapa 80,6%, zvanično radno vreme 76,12%, jezici na kojima kancelarija posluje 46%, 3) oblast poslovanja advokatske firme 95,2% (i njihova specijalizacija 68,2%), 4) Članstvo u profesionalnim organizacijama i udruženjima (osim u Advokatskoj komori) 19% (većina advokata naravno navodi da su članovi Advokatske komore Slovenije), 5) Advokati i njihovo predstavljanje 95,2% (na slici 5 date su detaljnije informacije o advokatima).
LL@(8680) Picture 8: Attorneys with web pages(as result of database analysis) According to attorneys the web page does not contribute essentially to the recognition of the law firm, which is visible also on picture 9. => Slika 8. ~~~ Advokati koji imaju veb stranicu (rezultati analize podataka) Po rečima advokata, veb stranica ne doprinosi značajno prepoznatljivosti advokatske firme, što se i vidi na slici 9. ~~~ Slika 9.
LL@(8681) Picture 9: Recognition of law firms as a result of of web pages The above opinion of attorneys is not astonishing, since the possibilities of choosing or finding an attorney are numerous: a) recommendation, b) trough the bar assovviation or of other proffesional organizations, c) trough the yellow pages or own enquiry, d) trough insurance companies, and e) trough Internet. => Prepoznatljivost advokatskih firmi na osnovu veb stranice Gorenavedeno mišljenje advokata ne iznenađuje pošto su mogućnosti za izbor ili nalaženje advokata brojne: a) preporuka, b) putem komore ili nekog drugog profesionalnog udruženja, c) putem žutih strana ili ličnim raspitivanjem, d) preko osiguravajućih firmi i e) putem interneta.
LL@(8682) A german research showed half chooses attorneys considering recommendations of friends and acquaintances.. => Jedno istraživanje u Nemačkoj pokazalo je da polovina ljudi bira advokate na osnovu preporuke prijatelja i poznanika.
LL@(8683) This fact explains why relatively large percent of attorneys web pages are not listed in the base , since there is no predominant interest to do so, since the attorneys from setting up and of maintenance of web page hope for also of a certain positive benefit for thenselves . => To objašnjava i zašto relativno visok procenat advokata nema svoju veb stranicu u bazi, i što za to i nema interes, pošto očekuju da postavljanje i održavanje veb stranice treba i njima da donese neku korist. ~~~ Slika 10.
LL@(8684) Most frequent data, that appear on web pages are : 1) general short presentation of office - 82,5%, 2) telephone number - 100 %, number of the fax - 98 %, e-mail adress - 98 %, address - 100 % and map 80,6%, indication of official hours - 76,12%, indication of languages in which they do business - 46 % 3) The field in which law firms engage in - 95,2% (and their specification - 68,2%), Picture 10: Incidence of some informations concerning individual attorneys 6) connection to other web pages - 58,7% 7) Web pages in foreign languages (English - 49 %, German - 24 %, Italian - 8 %, other languages appear in restricted number are : French, Russian Serbian, Croatian and Spanish ) Picture 11: Web pages available also in foreign languages(according to database) We also indicate following good practices.: 1) electronic forms for first legal advice or electronic forms for ordering an appointment at attorneys office, 2) pre-prepared samples of certain statements (for example statement concerning car crashes), that they are available on the web pages and clients fill them in in advance, . => Učestalost nekih informacija koje se tiču pojedinačnih advokata 6) Povezanost sa drugim veb stranicama 58,7% 7) Veb stranice na stranim jezicima (engleski 49%, nemački 24%, italijanski 8%, drugi jezici koji se javljaju u ograničenom broju su: francuski, ruski, srpski, hrvatski i španski) Slika 11. ~~~ Veb stranice koje su dostupne i na stranim jezicima Ukazujemo i na sledeću dobru praksu:
LL@(8685) 3) description of the procedure at attorneys or indication of documents and proofs, that the clients must or should submit, 4) a more detailed specification of fields in which attorneys engage in (can be a big help to uneducated clients), 5) some applications E-attorney are available to clients on their web pages , 6) interactive maps (some law firms are extraordinarily innovative in indicating their location to their (potential) clients). => 1) Elektronske forme za prvi pravni savet ili elektronske forme za zakazivanje razgovora u advokatskoj kancelariji, 2) Unapred pripremljeni uzorci određenih izjava (na primer, izjave u vezi sa automobilskom nesrećom) koje su dostupne na veb stranici i klijenti ih popunjavaju unapred, 3) Opis postupka kod advokata ili ukazivanje na potrebna dokumenta i dokaze koje klijenti moraju ili treba da dostave, 4) Detaljnija specifikacija oblasti kojima se advokat bavi (može da bude od velike pomoći neupućenim klijentima), 5) Neke aplikacije E-advokat dostupne su klijen tima na njihovim veb stranicama, 6) Interaktivne mape (neke advokatske kancelarije su izuzetno inovativne kada treba da prikažu svoju lokaciju potencijalnim klijentima).
LL@(8686) 6. => 6.
LL@(8687) E-service in the judiciary today and future prospects The present researches showed, that the use of electronic archives in Slovenia and of web pages, in spite of all technical possibilities, is still not as expanded as initially expected. => Elektronski servis u pravosuđu danas i perspektive u budućnosti Istraživanja koja se danas sprovode pokazala su da korišćenje elektronske arhive i veb stranica u Sloveniji, uprkos svim tehničkim mogućnostima, još nije zastupljeno u onoj meri u kojoj se očekivalo.
LL@(8688) No law firm is using only electronic archives, which is understandable, since only electronic archives are not enough, since the courts do not do business electronically. => Ni jedna advokatska firma ne koristi isključivo elektronsku arhivu, što je razumljivo, pošto samo elektronska arhiva nije dovoljna s obzirom da sudovi ne postupaju elektronskim putem.
LL@(8689) On the other hand, attorneys use more and more e-mail communication We should emphasise that the modernization of judicial system is a part of the project The modernisation of the judiciary system. => S druge strane, advokati sve više komuniciraju putem e-mejla. ~~~ Naglasićemo da je modernizacija pravosudnog sistema deo projekta Modernizacija pravosudnog sistema.
LL@(8690) Between its goals we can find the following: 1) The rise of efficiency of the judicial system, 2) The modernization of information structure and services, 3) Introduction of e-judiciary and others e-services in the field of administration of justice, 4) The implementation of electronic business of the judiciary and 5) The rise of productivity of the employees. => Među postavljenim ciljevima su i sledeći: ~~~ 1) Povećanje efikasnosti pravosudnog sistema, 2) Modernizacija informacione strukture i usluga, 3) Uvođenje e-pravosuđa i drugih e-usluga u obla sti primene pravde, 4) Primena elektronskog poslovanja u pravosuđu i 5) Veća produktivnost zaposlenih.
LL@(8691) The modernization of the judiciary of course did not start with this project. => Modernizacija pravosuđa naravno nije počela sa ovim projektom.
LL@(8692) Individual processes occured before the project, and some of them were quite successful. => Pojedinačni procesi su se javljali pre projekta, a neki su bili i vrlo uspešni.
LL@(8693) Among them we should mention, for instance Eland registry, that has approximately million hits a year. => Među njima bi trebalo pomenuti, na primer, e-katastar, koji beleži skoro milion poseta godišnje.
LL@(8694) Judicial delayes were with it reduced rather successfully (Modic 2007). => Kašnjenja u sudstvu su time prilično uspešno smanjena (Modić, 2007).
LL@(8695) The data showes , that today 91 % of attorneys uses E-land registry. => Podaci pokazuju da danas 91% advokata koristi E-katastar.
LL@(8696) Some other e-services were also emphasised beside the above mentioned: E-register of companies, Ajpes… In research we separately emphasised the project E-execution (money claim on line), where we speak only of execution based on a reliable charter. => Neke druge e-usluge treba takođe istaći pored gore-pomenutog e-registra kompanija, Ajpes ... ~~~ U našem istraživanju posebno smo naglasili projekat E-realizacija (on-lajn zahtev za isplatu) gde govorimo samo o realizaciji na osnovu pouzdanih dokumenata.
LL@(8697) In spite of all the advantages, the project only lounched in January of this year (with a six months delay). => Uprkos svim prednostima, projekat je pokrenut tek u januaru ove godine (sa šest meseci zakašnjenja).
LL@(8698) The research showed, that 97,6 % of interviewed attorneys intend to use the service. ~~~ 95 % of all asked law firms also support further introduction of new e-service in the judiciary. => Istraživanje je pokazalo da 97,6% ispitanih advokata namerava da koristi ovaj servis. 95% svih ispitanih advokatskih firmi takođe podržava dalje uvođenje novih e-usluga u pravosuđu.
LL@(8699) Among the options the most supported are the E-land proposal (85,7 % of asked) and E-civil procedure (59,5 % of asked). => Najveću podršku od svih opcija uživaju E-ponuda lokacije (85,7% ispitanika) i E-građanski postupak (59,5% ispitanika).
LL@(8700) Attoneys also support other shapes of e-business; for instance e-submissions to the courts, possibility of e-registration of a company, possibility of notifying the parties in a court procedure concerning hearings and the electronic procurement of various confirmations. => Advokati takođe podržavaju druge oblike e-poslovanja, na primer, e-predstavke sudovima, mogućnosti e-registracije kompanije, mogućnosti obaveštavanja stranaka u sudskom postupku u vezi sa ročištima i elektronsko pribavljanje različitih potvrda. 7.
LL@(8701) 7. ~~~ A few proposals (en lieu of a conclusion) The authors wished to show above all what the present state is (sein), their intention was not to give proposals on how it should be (sollen). => Nekoliko predloga (umesto zaključka) Autori su pre svega želeli da prikažu sadašnje stanje (sein); nije im bila namera da daju predloge u vezi stim kako treba da bude (sollen).
LL@(8702) However during the research of the present some possible proposals appeared: 1) The preparation of a strategy of introduction of electronic business of attorneys, that would serve as a guideline to attorneys in introduction of ebusiness. => Ipak, tokom istraživanja sadašnjeg stanja, pojavili su se neki predlozi:
LL@(8703) 2) The Bar Association should make clear coherent rules concerning web pages of attorneys, that should be based upon the de facto situation on one hand, and on what is moral on the other.. => 1) Priprema strategije za uvođenje elektronskog poslovanja u advokaturi koja bi advokatima poslužila kao smernica u uvođenju e-poslovanja, 2) Advokatska komora treba da sačini jasna i dosledna pravila koja se odnose na veb stranice advokata.
LL@(8704) 3) The Bar Association should purchase a programme for electronic business of law firms (cheaper aquittement, compatability) 4) Deliberation concerning setting up a model web page, that would enable all attorneys a uniform presentation in accordance with rules. ~~~ 5) The attorneys should communicate the web address of their law offices to the Bar Association or IUS-info to allow a formation of a completer base, which could be used by their potential clients by providing them a more complete information. => Ova pravila bi trebalo da budu zasnovana na de facto situaciji, s jedne strane, i na moralu, s druge, 3) Advokatska komora treba da kupi program za elektronsko poslovanje advokatskih firmi (jeftinije otpremanje, kompatibilnost), 4) Odrednice za postavljanje modela veb stranice koja bi svim advokatima omogućila da se predstave na isti način, u skladu s pravilima, 5) Advokati treba da dostave veb-adrese svojih kancelarija Advokatskoj komori ili IUS-info, da bi se sačinila kompletnija baza, a što bi budući klijenti mogli da koriste jer bi imali na raspolaganju potpuniju informaciju.
LL@(8705) During our research it bacame clear that the area of ecommerce of attorneys is a complex one. => Tokom istraživanja postalo je jasno da je oblast eposlovanja u advokaturi složena.
LL@(8706) But attorneys now have a unique opportunity to respond to the changes in their environment even ex ante. => Ali advokati sada imaju jedinstvenu priliku da reaguju na promene u svome okruženju, makar i ex ante.
LL@(8707) What else could be a better demonstration of their responsibility toward their environment and stakeholdersØ 8. ~~~ BIBLIOGRAPHY Š1Ë Gradišar, M. and Resinovič G., Informatika v poslovnem okolju, Ekonomska fakulteta, Ljubljana, 1999. ~~~ Š2Ë Harris R. B.). => Čime bi inače bolje pokazali svoju odgovornost prema okruženju i stejkholderimaØ 8. BIBLIOGRAFIJA Š1Ë Gradišar, M. and Resinovič G., Informatika v poslovnem okolju, Ekonomska fakulteta, LJubljana, 1999. Š2Ë Harris R. B.).
LL@(8708) Counseling clients over the Internet. => Counseling clients over the In ternet.
LL@(8709) Computer and Internet Lawyer, 18 (2001) 4 21. => Computer and Internet Lanjyer, 18 (2001) 4 21.
LL@(8710) Dosegljivo: Š3Ë Jerman-Blažič, B. and al. Elektronsko poslovanje na internetu, Gospodarski vestnik, Ljubljana, 2001. => 
LL@(8711) Š4Ë Kaučič, I. and Grad, F. Ustavna ureditev Slovenije, GV Založba, Ljubljana, 2007. => Dosegljivo:
LL@(8712) Š5Ë Kotler, P., Management trženja, GV Založba, Ljubljana, 2004. => Š10Ë Odvetniška zbornica Slovenije, Kodeks odvet niške etike.
LL@(8713) Š6Ë Kovačič, A. et al., Prenova in informatizacija poslovanja, Ekonomska fakulteta, Ljubljana, 2004. ~~~ Š11Ë Prešern, S., Poslovna informatika in internet za podjetnike in managerje e-poslovanje, e-trgovanje, e-plačevanje, e-podpis, e-zaščita, mstoritve, samozaložba S. Prešern, Ljubljana, 2006. => Available at: http://njnjnj.odvzb.si/default.aspxØcid=2&aid=12 Š11Ë Prešern, S., Poslovna informatika in internet za podjetnike in managerje e-poslovanje, etrgovanje, e-plačevanje, e-podpis, e-zaščita, mstoritve, samozaložba S. Prešern, LJubljana, 2006. Š3Ë Jerman-Blažič, B. and al.
LL@(8714) Š12Ë Raziskava Slovenian Lawyers and Electronic Commerce. => Elektronsko poslo Š12Ë Raziskava Slovenian Lanjyers and Electronic vanje na internetu, Gospodarski vestnik, LJubljana, 2001.
LL@(8715) Available at: http://www2.arnes.si/črzjtopl/usa/anketa.htm Š7Ë Kovačič, A., Groznik A. and Ribič M., Temelji elektronskega poslovanja, Ekonomska fakulteta, Ljubljana, 2005. => Commerce. ~~~ Available at: http://njnjnj2.arnes.si/črzjtopl/usa/anketa.htm Š4Ë Kaučič, I. and Grad, F. Ustavna ureditev Slove Š13Ë Republika Slovenija:
LL@(8716) Š13Ë Republika Slovenija: Zakon o elektronskem poslovanju in elektronskem podpisu, ZEPEPUPB1, Uradni list. => Zakon o elektronskem nije, GV Založba, LJubljana, 2007. Š5Ë Kotler, P., Management trženja, GV Založba, LJubljana, 2004. Š6Ë Kovačič, A. et al., Prenova in informatizacija poslovanja, Ekonomska fakulteta, LJubljana, 2004. Š7Ë Kovačič, A., Groznik A. and Ribič M., Temelji elektronskega poslovanja, Ekonomska fakulteta, LJubljana, 2005. poslovanju in elektronskem podpisu, ZEPEPUPB1, Uradni list.
LL@(8717) RS, št. ~~~ 98/2004. => RS, št. 98/2004. Š14Ë Republika Slovenija:
LL@(8718) Š8Ë Makarovič, B. et al., Internet in pravo : izbrane teme s komentarjem Zakona o elektronskem poslovanju in elektronskem podpisu, Pasadena, Ljubljana, 2001. => 
LL@(8719) Š9Ë Modic, D., Ali je slovensko pravosodje pripravljeno na projekt e-pravosodjaØ, in V. Rajkovič et al. (ed), .Ustvarjalna organizacija, Moderna organizacija, Kranj, 2007, 1260-1266. => 
LL@(8720) Š14Ë Republika Slovenija: Attorneys Act, Zodv, Uradni list RS.št. Ur.l. RS, št. => Attorneys Act, Zodv, Uradni list RS.št. ~~~ Ur.l.
LL@(8721) 18/1993 Š15Ë Skeniranje in elektronska obdelava dokumentov. => RS, št. 18/1993 Š15Ë Skeniranje in elektronska obdelava dokumen tov.
LL@(8722) Available at: http://www.laser-com.si/skeniranje-elektronskiarhiv.htm Š16Ë Toplišek, J., Pravna zmogljivost elektronske pošte, Pravna praksa 16 (1997) 15-26. ~~~ Š10Ë Odvetniška zbornica Slovenije, Kodeks odvet Š17Ë Toplišek, J., Elektronsko poslovanje, Atlantis, niške etike. => Available at: http://njnjnj.lasercom.si/skeniranje-elektronskiarhiv.htm Š16Ë Toplišek, J., Pravna zmogljivost elektronske pošte, Pravna praksa 16 (1997) 15-26. Š8Ë Makarovič, B. et al., Internet in pravo : izbrane Š17Ë Toplišek, J., Elektronsko poslovanje, Atlan teme s komentarjem Zakona o elektronskem poslovanju in elektronskem podpisu, Pasadena, LJubljana, 2001. Š9Ë Modic, D., Ali je slovensko pravosodje pripravljeno na projekt e-pravosodjaØ, in V. Rajkovič et al. (ed), .
LL@(8723) Available at: http://www.odvzb.si/default.aspx?cid=2&aid=12 Ljubljana, 1998. ~~~ Š18Ë Toplišek, J., Spletna predstavitev slovenskega odvetnika, Odvetnik 99 (1999) 13-20. => Ustvarjalna organizacija, Moderna organizacija, Kranj, 2007, 1260-1266. tis, LJubljana, 1998. Š18Ë Toplišek, J., Spletna predstavitev slovenske ga odvetnika, Odvetnik 99 (1999) 13-20.
LL@(8724) Impementation of the Adaptive System in Elektronic Learning UDC: 37.018.43:004.738.4 Svetlana Jevremović College of Technological Sciences [abac kacaj¿sezampro.rs The paper presents one solution in the development of the adaptive system of electronic learning in the personalized environment LMS Moodle. => Implementacija adaptivnog sistema za elektronsko učenje UDK: ~~~ 37.018.43:004.738.4 Svetlana Jevremović Visoka tehnološka škola strukovnih studija [abac kacaj¿sezampro.rs U ovom radu se predstavlja jedno rešenje za razvoj adaptivnog sistema elektronskog učenja u personalizovanom okruženju LMS Moodle.
LL@(8725) The practice so far has shown that numerous electronic distant learning courses failed, due to the same static learning contents being implemented for all the students, which resulted in lack of motivation and poor results. => Dosadašnja praksa je pokazala da su brojni elektronski kursevi za učenje na daljinu rezultirali neuspehom, jer je implementirani isti statički sadržaj za učenje svim studentima doveo do nemotivisanosti i nezadovoljavajućih rezultata.
LL@(8726) The primary objective of this research is the personalization of electronic learning systems geared to the identified abilities, needs and preferences of each student, including the defined learning styles, too. => Primarni cilj ovog istraživanja je personalizacija sistema elektronskog ucenja u skladu sa utvrđenim sposobnostima, potrebama i preferencama svakog studenta, uzimajući u obzir i definisane stilove učenja.
LL@(8727) The students were classed into three characteristic groups and the model of adaptive distance education system was presented. => Studenti su raspoređeni u tri karakteristične grupe i prezentovan je model adaptivnog sistema učenja na daljinu. 1.
LL@(8728) 1. ~~~ The learning management systems High availability capablity of serving thousands The Learning Management Systems (LMS) are independent systems implemented in web technologybased education. => Sistemi za upravljanje procesom učenja Sistemi za upravljanje procesom učenja (Learning Management Systems - LMS) su nezavisni sistemi koji se koriste u edukaciji zasnovanoj na web tehnologijama.
LL@(8729) The software that is the basis of the LMS controls all the elements of learning and records all the parametres required for the monitoring of the education process Š14Ë. => Softver koji čini osnovu LMS-a upravlja svim elementima nastave i evidentira sve parametre potrebne za praćenje edukacijskog procesa Š14Ë.
LL@(8730) These parametres allow for the monitoring of the development of each individual student or group at any given moment, as well as for a reliable measurement and analysis of the results at the end of the education process. and learning The literature quotes several similar concepts which are frequently used as synonyms to the LMS: course management systems (CMS), virtual learning environments (VLE) content management systems(LCMS). => Na temelju tih parametara moguće je u svakom trenutku pratiti napredak pojedinog studenta ili grupe, a na kraju edukacijskog procesa pouzdano meriti i analizirati rezultate. ~~~ U literaturi se sreće nekoliko srodnih pojmova koji se često koriste kao sinonimi za LMS: course management systems (CMS), virtual learning environments (VLE) i learning content management systems (LCMS).
LL@(8731) Strictly speaking, the differences among them are clear, e.g., the LCMS are the systems that, among other things, allow for creating the learning objects (LO) and their designation by the metadata, while the LMS do not offer such opportunity, but rather work with the previously prepared courses Š11Ë. => Striktno govoreći razlike među njima postoje, na primer, LCMS su sistemi koji, između ostalog, omogućuju i kreiranje objekata za učenje (Learning Objects - LO) i njihovo označavanje metapodacima, dok LMS ne pružaju takve mogućnosti već rade sa prethodno pripremljenim kursevima Š11Ë.
LL@(8732) Some of the presently available LMS on the market are: Moodle, WebCT, Bazzar, College, eLearner, First Class, Intra Learn, Lotus Learning Space, Lotus Same Time, Tutor, dot LRN, Fledge, Ilias Š9Ë. Unitl 2006, Blackboard and WebCT were separate commercial products, since then they have operated jointly Š14Ë. ~~~ The Moodle is developed and is is still developing as an open code project. ~~~ 1.1. => IntraLearn, Samo neki od trenutno raspoloživih LMS-a na tržištu su: ~~~ Moodle, WebCT, Bazzar, College, eLearner, FirstClass, LotusLearningSpace, LotusSameTime, Tutor, dotLRN, Fledge, Ilias Š9Ë.
LL@(8733) LMS moodele The Moodle is a modular-object oriented environment in learning development that is easy to compose and that offers an integrated user interface. => Blackboard i WebCT su do 2006. godine bili zasebni komercijalni proizvodi, a onda je došlo do povezivanja njihovog poslovanja Š14Ë.
LL@(8734) The basic features of this system can be summed up as follows: of users simultaneously. => Moodle je razvijen, i dalje se razvija, kao projekat otvorenog koda.
LL@(8735) Scalability capability to support an increasing number of users without failing in performance User-friendly an opportunity for the user (student or teacher) to master the use of the system in a short time Interoperability capability of integrating with the existing software Stability a stable version of the Moodle software ensures uninterrupted services to the student and teacher populations Safety it is a quality of the system that it is not a higher safety risk in comparison to other components of the information system. ~~~ The above-mentioned features were sufficient for the authors to decide upon using this learning management system in this work. => Visoka dostupnost sposobnost da opsluži hil jade korisnika istovremeno Skalabilnost sposobnost da izdrži povećanje broja korisnika bez pada u performansama Laka iskoristivost sposobnost da korisnik (student ili nastavnik) veoma brzo savlada korišćenje sistema Interoperabilnost sposobnost da se integriše sa postojećim softverom Stabilnost stabilna verzija softvera Moodle obezbeđuje neprekidne servise studentskoj i nastavničkoj populaciji Sigurnost osobina sistema da ne predstavlja sigurnosni rizik veći od ostalih komponenata informacionog sistema Navedene osobine bile su dovoljne za opredeljenje da se u ovom radu koristi pomenuti sistem za upravljanje procesom učenja.
LL@(8736) Moodle needs no modifications in order to be implemented in Unix, Linux, Windows, MAC OS X, Netware, or any other systems supporting the PHP, including the majority of the Internet providers. => Moodle se bez modifikacija primenjuje na Unix, Linux, Windows, MAC OS X, Netware i na bilo kojim drugim sistemima koji podržavaju PHP, uključujući većinu internet provajdera.
LL@(8737) The data are stored in only one database: MySQL and PostgreSQL, however, Oracle, Access, Interbase, ODBC and others can also be used Š17Ë. Moodle is not the adaptive education MLS Š3Ë, however, in this work it is adapted only to the methodology area, without software changes. => Podaci se drže u samo jednoj bazi podataka: ~~~ MySQL i PostgreSQL, ali se takođe mogu koristiti Oracle, Access, Interbase, ODBC i druge Š17Ë. ~~~ Moodle nije LMS za adaptivno obrazovanje Š3Ë, ali je u ovom radu prilagođen samo u oblasti metodologije, bez izmena softvera. 1.
LL@(8738) 2. => LMS moodle 2.
LL@(8739)  => Metodološki postupak Moodle je modularno-objektno orijentisano okruženje za razvoj učenja koje se lako konfiguriše i pruža jedinstven korisnički interfejs.
LL@(8740) Mmethodology The first step in this research was to conduct a poll among the students in order to learn about their previous education, their preferences in learning, as well as the experiences in their work with the Moodle learning system. => Osnovne osobine ovog sistema mogu se sumirati kao: ~~~ Prvi korak u istraživanju bio je anketiranje studenata sa ciljem utvrđivanja njihovog prethodnog obrazovanja, preferenci prilikom učenja, kao i iskustva u radu sa sistemom za učenje Moodle.
LL@(8741) In addition, our goal was to identify each students learning style. => Osim toga, cilj je bio utvrditi i stil učenja svakog studenta.
LL@(8742) The Felder-Silverman model defines the following learning styles Š5Ë: The module graph (Figure 1) typical of group 1 shows the following: active and reflexive learning style sensor and intuitive learning style visual and verbal learning style sequential and global learning style The lessons within the module are grouped acord ing to their respective priority. => Felder-Silvermanov model definiše sledeće stilove učenja Š5Ë: ~~~ Graf modula (Slika 1) tipičan za grupu 1 ukazuje na sledeće: aktivni i refleksivni stil učenja senzorni i intuitivni stil učenja vizuelni i verbalni stil učenja sekvencijalni i globalni stil učenja Unutar modula grupisane su lekcije sa odgovara jućim prioritetom.
LL@(8743) The student-beginner follows the linear path in mastering the lessons. => Student početnik sledi linearni put u savlađivan ju lekcija.
LL@(8744) Table 1. => Tabela 1.
LL@(8745) Relations between the activities in the Moodle system and the learning styles Š5Ë The values of the atributes within one group are similar, whereas they differ significantly from group to group. => Relacije između aktivnosti u Moodle sistemu i stilova učenja Š5Ë Vrednosti atributa unutar jedne grupe su slične, a između grupa značajno različite.
LL@(8746) The students were divided into three groups, so as to obtain more consistent, more logical and better quality results. ~~~ 3. => Izvršena je podela studenata u tri grupe jer su u tom slučaju rezultati konzistentniji, logičniji i boljeg kvaliteta. 3.
LL@(8747) Content adaptation and ontent cluster-based navigation Adaptability is implemented on the contents level (content-adaptation) as well as on the link level (linkadaptation) Š1Ë. Group 1 (beginner level students) The module includes a preliminary test as well as a final achievement test. => Adaptacija sadržaja I navigacija po klasterima Prilagodljivost je implementirana na nivou sadržaja (content-adaptation) i na nivou veza (link-adaptation) Š1Ë.
LL@(8748) Navigation is conditioned by the final test results. => Grupa 1 (studenti sa početnim nivoom znanja) Modul uključuje preliminarni test i završni test provere znanja.
LL@(8749) Group 1 is offered only a short introduction into the topic to be studied, which suits the students without any previous knowledge (Figure 2). => Navigacija je uslovljena rezultatima završnog testa. ~~~ Grupi1 omogućen je samo kratak uvod u temu koja se izučava, što odgovara studentima bez predznanja (Slika 2).
LL@(8750) Each course week can contain the content description. modules Mk 2. lessons Li 3. tests Tj Figure 1. => Svaka nedelja kursa može imati opis sadržaja. 1. moduli Mk; 2. lekcije Li ; 3. testovi Tj ; Slika 1.
LL@(8751) Group 1 module graph Figure 2. => Graf modula za grupu 1 Slika 2:
LL@(8752) The look of one part of the course In the contents part the student is introduced to the lessons titles grouped within one module. => Pogled na deo sadržaja Preko sadržaja, studentu su predstavljeni naslovi lekcija grupisani unutar određenog modula.
LL@(8753) Actual examples are given after each lesson, as in this way they facilitate the understanding of the learning contents and enhance learning. => Konkretni primeri su dati posle svake lekcije, jer olakšavaju razumevanje nastavnog sadržaja i podstiču učenje.
LL@(8754) Lessons are linked by a precondition relation defining which lessons or clusters must be covered prior to moving on to the next lesson. => Lekcije su povezane preduslovnom relacijom koja definiše koje lekcije ili celine moraju biti naučene pre nego što se pređe na učenje sledeće lekcije.
LL@(8755) It is important for the student-beginner that the number of examples be as large as possible. => Za studenta početnika značajan je što veći broj primera.
LL@(8756) Each example has comments put in curly parentheses with short explanations of each line of the programme code, which the student-beginner will find very important for understanding the programme. => Svaki primer sadrži komentare unutar vitičastih zagrada sa kratkim objašnjenjima za svaki red programskog koda, koji su za studente početnike od značaja za razumevanje programa.
LL@(8757) There are no limits for the student as regards the defined deadlines. => Po pitanju definisanih rokova, student nema nikakvih ograničenja.
LL@(8758) The Group 1 students take the exam part by part. => Studenti iz grupe1 polažu ispit iz delova.
LL@(8759) Group 2 includes a broader version of the course unit Applet Writing Framework with additional information on the applet-writing tools. => Grupa 2 obuhvata proširenje tematske jedinice Pisanje ApletaFramework sa dodatnim informacijama o alatima za pisanje apleta.
LL@(8760) The student is offered a selection of sites where he/she can learn more about the applet-writing tools (Figure 4). => Studentu se sugerišu sajtovi na kojima može više saznati o alatima za pisanje apleta (Slika 4).
LL@(8761) The intermediate level students are recommended some useful links on the Internet. => Studentima srednjeg nivoa znanja sugerišu se korisni linkovi na Internetu.
LL@(8762) The click on the chosen link automatically opens the web location whose contents are recommended by the teacher/tutor. => Izborom preporučenog linka automatski se otvara web lokacija čije sadržaje preporučuje nastavnik.
LL@(8763) The student prefers practical work to theory. ~~~ Group 3 The Group 3 module graph (Figure 5) shows that there is no limitations as to the third group students (students with a higher level of previous knowledge) mobility across the modules. => Student više voli praktičan rad umesto teorijskog Grupa 3 Graf modula (Slika 5), ukazuje na to da studentima iz treće grupe (studenti sa većim nivoom predznanja) nije ograničeno kretanje između modula.
LL@(8764) Group 2 Figure 3. => Grupa 2 Slika 3:
LL@(8765) Group 2 module graph Figure 5. => Graf modula za grupu 2 Slika 5:
LL@(8766) The Group 3 module graph 4. => Graf modula za treću grupu 4.
LL@(8767) Results and discussion The basic characteristics of students for each group according to the defined styles are presented in Table 2. modules Mk 2. lessons Li 3. tests Tj The module graph (Figure 3) typical of Group 2 shows the following: Lessons are grouped within the module according to their respective priority. => Rezultati diskusija Osnovne krakteristike studenata za svaku grupu prema definisanim stilovima učenja prikazane su u tabeli 2. 1. moduli Mk; 2. lekcije Li ; 3. testovi Tj; Graf modula (Slika 3) tipičan za grupu 2 ukazuje na sledeće: ~~~ Lekcije su grupisane unutar modula sa odgovara jućim prioritetom.
LL@(8768) The intermediate level student can take a rendom access to the lessons within a module, whereas random mobility across the modules is not allowed. => Student srednjeg nivoa znanja može proizvoljno lekcijama unutar modula, dok pristupati proizvoljno kretanje između modula nije dozvoljeno.
LL@(8769) The module includes a preliminary test as well as a final achievement test. => Modul uključuje preliminarni test i završni test provere znanja.
LL@(8770) Proceeding to the next module is possible only upon passing the final test from the previous module. => Prelazak na sledeći modul moguć je nakon po loženog završnog testa iz prethodnog modula.
LL@(8771) Figure 4. => Slika 4:
LL@(8772) Additional information for Framework Table 2. => Dodatne informacije za Framework Tabela 2.
LL@(8773) Study groups and styles Adaptability is implemented on the contents level as well as on the level of links by way of certain adaptation methods and techniques. ~~~ At the end of the course, 82 per cent of the students claimed that they found the Moodle easy to use and understand. ~~~ 92 per cent of students maintained that learning in an adaptive environment and at a self-adjusted pace improves their achievement at both the preliminary and the final tests. => Grupe i stilovi učenja je Adaptivnost implementirana na nivou sadržaja i na nivou veza kroz neke od metoda i tehnika adaptacije. 82% studenata je na kraju kursa odgovorilo da im je korišćenje Moodle-a bilo jasno i lako. 92% studenata je izjavilo da im učenje u adaptivnom okruženju i tempom koji njima odgovara povećava rezultate kako na preliminarnom testu tako i na završnom.
LL@(8774) The mood and motivation for learning are significantly improved in all three group students, whereas in the control group students such improvement was not observed. => Raspoloženje i motivisanost za učenje su povećani u značajnoj meri kod studenata sve tri grupe, dok kod studenata kontrolne grupe to nije uočeno.
LL@(8775) The model is easy to implement on the existing open-source systems for on-line learning. => Model se jednostavno može implementirati na postojećim open-source sistemima za on-line učenje.
LL@(8776) A detailed review of the adaptive methods and techniques of electronic education is systematized and presented. => Sistematizovan je i dat detaljan prikaz primene adaptivnih metoda i tehnika elektronskog obrazovanja.
LL@(8777) Each group followed a respective course, specially geared to their needs. => Za svaku grupu realizovan je odgovarajući kurs prilagođen potrebama studenata.
LL@(8778) Figure 6. => Slika 6:
LL@(8779) Achievement at tests in the adaptive environment of electronic learning Conclusion The paper defines a model of electronic distance-learning adaptive system. => Uspeh na testovima u adaptivnom okruženju elektronskog učenja 4. ~~~ Zaključak U radu je definisan model adaptivnog sistema za elektronsko učenje na daljinu.
LL@(8780) Basic phases and requirements are identified in the development of personalized systems of e-education, with respect to the identified learning styles. => Identifikovane su osnovne faze i zahtevi u razvoju personalizovanih sistema eobrazovanja, a u skladu sa identifikovanim stilovima ucenja.
LL@(8781) The electronic education group courses are personalized in accordance with the results obtained. => Kursevi elektronskog učenja po grupama su personalizovani prema dobijenim rezultatima.
LL@(8782) The proposed model supports the adaptability and at the same time maintains the simplicity in the course conducting process. => Predloženi model podržava adaptivnost i u isto vreme održava jednostavnost procesa vođenja kursa.
LL@(8783) The implementation of adaptability concept in electronic education can improve the efficiency of the education process through the personalized learning system, as well as the efficiency of the eeducation system as a whole. => Primenom koncepata adaptivnosti u elektronskom obrazovanju može se poboljšati efikasnost nastavnog procesa kroz realizaciju sistema za personalizovano učenje, kao i efikasnost sistema za e-obrazovanje u celini.
LL@(8784) Further research will be oriented towards the completion of the present courses. => Dalji pravci istraživanja biće usmereni ka završetku sadašnjih kurseva.
LL@(8785) Of great importance for further study will be the information on the efficiency and effectiveness of the adaptation activities implemented on the existing courses. => Od velikog značaja za dalje istraživanje će biti podaci o efikasnosti i efektivnosti primenjenih aktivnosti adaptacije na postojeće kurseve.
LL@(8786) The research will be extended by gathering new data on the students characteristics. => Istraživanje će biti prošireno prikupljanjem novih podataka o karakteristikama studenata.
LL@(8787) REFERENCE Š1Ë Brusilovsky, P. (1996) ~~~ Methods and techniques of adaptive hypermedia. => LITERATURA Š1Ë Brusilovsky, P. (1996) Methods and techniques of adaptive hypermedia.
LL@(8788) Journal on User Modeling and User-Adapted Interaction, 6, 87-129. => Journal on User Modeling and User-Adapted Interaction, 6, 87129.
LL@(8789) Š2Ë Brusilovsky, P., Wade V., Conlan O., From Learning Objects to Adaptive Content Services for E-Learning, School of Information Sciences University of Pittsburgn, Knowledge & Data Engineering Research Group, Department of Computer Science Trinity Colledge Dublin Ireland. => Š2Ë Brusilovsky, P., Wade V., Conlan O., From Learning Objects to Adaptive Content Services for E-Learning, School of Information Sciences University of Pittsburgn, Knowledge & Data Engineering Research Group, Department of Computer Science Trinity Colledge Dublin Ireland.
LL@(8790) Š3Ë Brusilovsky, P., & Peylo, C. (2003) ~~~ Adaptive and intelligent Web-based educational systems. => Š3Ë Brusilovsky, P., & Peylo, C. (2003) Adaptive and intelligent Web-based educational systems.
LL@(8791) International Journal of Artificial Intelligence in Education, 13(2-4), 159-172. ~~~ Š4Ë Brusilovsky P., (2001) Adaptive hypermedia. => International Journal of Artificial Intelligence in Education, 13(2-4), 159-172. Š4Ë Brusilovsky P., (2001) Adaptive hypermedia.
LL@(8792) User Modeling and User Adapted Interaction, Ten Year Anniversary Issue (A. Kobsa, ed.), 11 (1/2) , 87-110. ~~~ Š5Ë Barać, D., Bogdanović, Z., Damjanović, S., Implementacija personalizovanog sistema elektronskog učenja, Telekomunikacioni forum TELFOR 2008, Beograd. => User Modeling and User Adapted Interaction, Ten Year Anniversary Issue (A. Kobsa, ed.), 11 (1/2) , 87-110. Š5Ë Barać, D., Bogdanović, Z., Damjanović, S., Implementacija personalizovanog sistema elektronskog učenja, Telekomunikacioni forum TELFOR 2008, Beograd.
LL@(8793) Š6Ë Conlan, O., Hockemeyer, C., Wade, V., & Albert, D. (2002) ~~~ Metadata driven approaches to facilitate adaptivity in personalized eLearning systems. => Š6Ë Conlan, O., Hockemeyer, C., Wade, V., & Albert, D. (2002) Metadata driven approaches to in personalized eLearning systems.
LL@(8794) Journal of Information and Systems in Education, 1, 38-44. ~~~ Š7Ë Conlan, O., Hockemeyer, C., Wade, V., Albert, D., Gargan, M. (2002) ~~~ An Architecture for Integrating Adaptive Hypermedia Service with Open Learning Environments. => Journal of Information and Systems in Education, 1, 38-44. facilitate adaptivity Š7Ë Conlan, O., Hockemeyer, C., Wade, V., Albert, D., Gargan, M. (2002) An Architecture for Integrating Adaptive Hypermedia Service with Open Learning Environments.
LL@(8795) World Conference on Educational Multimedia, Hypermedia & Telecommunications (ED-MEDIA02). => World Conference on Educational Multimedia, Hypermedia & Telecommunications (ED-MEDIA02).
LL@(8796) Š8Ë Dagger D., Wade V., Conlan O., (2005). => Š8Ë Dagger D., Wade V., Conlan O., (2005).
LL@(8797) Personalisation for All: Making Adaptive Course Composition Easy, Educational Technology & Society, 8 (3), 9-25. => Personalisation for All:
LL@(8798) ISSN 1436-4522 Š9Ë De Bra, P.& Calvi, L. (1998) ~~~ AHA: A Generic Adaptive Hypermedia System. => Making Adaptive Course Composition Easy, Educational Technology & Society, 8 (3), 9-25. ISSN 14364522 Š9Ë De Bra, P.& Calvi, L. (1998) AHA: A Generic Adaptive Hypermedia System.
LL@(8799) Proceedings of the 2nd Workshop on Adaptive Hypertext and Hypermedia. => Proceedings of the 2nd Workshop on Adaptive Hypertext and Hypermedia.
LL@(8800) Pittsburgh, USA, pp. 1-10. ~~~ Š10Ë De Bra, P., Brusilovsky, P., & Houben, G. (1999) ~~~ Adaptive hypermedia: from systems to framework. ~~~ ACM Computing Surveys, 31. ~~~ Š11Ë Devedžić V. (2006) => Pittsburgh, USA, pp. 1-10. Š10Ë De Bra, P., Brusilovsky, P., & Houben, G. (1999) Adaptive hypermedia: from systems to framework.
LL@(8801) Semantic Web and Education, Monograph, Springer, Berlin Heidelberg New York, 2006. ~~~ Š12Ë Felder, R.M., Silverman, L.K. (1988) ~~~ Learning and Teaching Styles in Engineering Education, Engineering Education, vol.78, no.7, pp. 674-681. ~~~ Š13Ë Graf S. (2005) ~~~ Fostering Adaptivity in ELearning Platforms: A Meta-Model Supporting Adaptive Courses, CELDA 2005, pp.440-443. => ACM Computing Surveys, 31. Š11Ë Devedžić V. (2006) Semantic Web and Education, Monograph, Springer, Berlin Heidelberg New York, 2006. Š12Ë Felder, R.M., Silverman, L.K. (1988) Learning and Teaching Styles in Engineering Education, Engineering Education, vol.78, no.7, pp. 674-681. Š13Ë Graf S. (2005) Fostering Adaptivity in ELearning Platforms:
LL@(8802) Š14Ë Jevremović, S. (2008) ~~~ Implementacioni aspekti adaptivnog elektronskog obrazovanja, magistarska teza, FON, Beograd. => A Meta-Model Supporting Adaptive Courses, CELDA 2005, pp.440-443. Š14Ë Jevremović, S. (2008) Implementacioni aspekti adaptivnog elektronskog obrazovanja, magistarska teza, FON, Beograd.
LL@(8803) Š15Ë Kobsa, A. (2001) ~~~ Generic user modeling systems. => Š15Ë Kobsa, A. (2001) Generic user modeling systems.
LL@(8804) User Modeling and User Adapted Interaction, 11(1-2), 49-63. ~~~ Š16Ë Paramythis A., Loidl-Reisinger S. (2004) => User Modeling and User Adapted Interaction, 11(1-2), 49-63. Š16Ë Paramythis A., Loidl-Reisinger S. (2004) Adaptive Learning Environments and eLearning Standards, Electronic Journal of eLearning, vol. 2, no.1, pp.181-194. Š17Ë Moodle. http://www.moodle.org/ Od preživlljavanja do procvata UDK:
LL@(8805) Adaptive Learning Environments and eLearning Standards, Electronic Journal of eLearning, vol. 2, no.1, pp.181-194.1 Survive-to-Thrive UDC: 005.51/.52 Jan Snoeij Chair EMEA Manufacturing Enterprise Solutions (MESA) Principal Consultant, Logica Given the current economical crisis, surviving seems to be first thing for many manufacturers. => 005.51/. ~~~ Jan Snoeij Predsedavajući u EMEA Rešenja za proizvodna preduzeća (MESA) Glavni konsultant, Logica U uslovima tekuće ekonomske krize izgleda da proizvodne organizacije razmišljaju jedino kako da opstanu.
LL@(8806) Too often their policies are limited to drastic cost cutting activities, without a clear vision how to thrive to operations excellence. => Isuviše često njihova politika se svodi na drastična ograničenja troškova, a da pritom nemaju jasnu viziju o tome kako da postignu najoptimalniji učinak.
LL@(8807) Nevertheless, aligning the business and manufacturing processes, the organization and the supporting tools is the core of the strategy and activities of the surviving manufacturers, successfully thriving for operations excellence. => Ipak, usklađivanjem poslovnih i proizvodnih procesa, organizacija i alati podrške postaju osnova strategije i aktivnosti proizvođača koji opstaju i postižu izvanredne uspehe u poslovanju. ~~~ Ovaj rad je predstavljen na konferenciji SPIN09, 5. novembra 2009. godine u Beogradu.
LL@(8808) This paper has been presented at the SPIN09 conference in Belgrade on November 5, 2009 Introduction Survive-to-Thrive was the theme of the European Conference of MESA International, held on October 27 28, 2009 in Utrecht, The Netherlands as well. => 1. ~~~ Uvod Od preživljavanja do procvata bila je tema evropske konferencije MESA International, koja je održana i u Utrehtu, u Holandiji, 27-28. oktobra 2009. godine.
LL@(8809) Attendees, including manufacturers/producers, solution providers and analysts, heard how companies on either end of the spectrum need to think, act and engage in today's and tomorrow's global economic realities. => Učesnici, među kojima su bili i proizvođači, savetnici i analitičari, raspravljali su o tome kako i uspešne i neuspešne kompanije treba da razmišljaju, da se ponašaju i da posluju u današnjoj i budućoj ekonomskoj realnosti. 2.
LL@(8810) Trends and observations Given the current economical crisis, surviving seems to be first thing for many manufacturers. => Pravci zapažanja U uslovima tekuće ekonomske krize izgleda da proizvodne organizacije razmišljaju jedino kako da opstanu.
LL@(8811) Too often their policies are limited to drastic cost cutting activities, without a clear vision how to thrive to operations excellence. => Isuviše često njihova politika se svodi na drastična ograničenja troškova, a da pritom nemaju jasnu viziju o tome kako da postignu najoptimalniji učinak.
LL@(8812) In the last decade, before the crisis, trends like shorter product life cycles, globalization of the market, regulations and increasing price pressure, were influencing the policy of industrial companies strongly. => U poslednjoj deceniji, koja je prethodila krizi, veliki uticaj na politiku industrijskih firmi imali su trendovi kao što su kraći životni ciklus proizvoda, globalizacija tržišta, propisi sve veći pritisak cena.
LL@(8813) Today, it is even more important to be ready to take up the challenge of the market and the supply chain successfully for whenever the next upturn will end the current less prosperous situation Globalization of the market will remain influencing everything. => Danas je još važnije da organizacije budu spremne da prihvate izazov tržišta i uspešno pripreme lanac snabdevanja za trenutak kada dođe do novih okolnosti koje će preokrenuti današnju nepovoljnu situaciju. ~~~ Globalizacija tržišta će i dalje imati preovađujući uticaj na sve aspekte poslovanja.
LL@(8814) Make or buy? and Where to produce? decisions has to be made. => Napravi sam ili kupi? i Gde proizvoditi? pitanja su na koja se mora naći odgovor.
LL@(8815) Globalization is about selling more products to new markets as well. => Globalizacija znači i prodati što veći broj proizvoda na novim tržištima.
LL@(8816) This might be done directly or by cooperating with international distributors. => Ovo se može postići neposrednim putem ili u saradnji sa međunarodnim distributerima.
LL@(8817)  => Menadžeri se nalaze u procepu između akcionara, koji zahtevaju veće povraćaje i profite, i potrošača, koji zahtevaju više za manje novca i uz bržu isporuku.
LL@(8818)  => Svake godine propisi koji regulišu zahteve sve su brojniji.
LL@(8819)  => Dok Opšti zakon o hrani Š1Ë govori o pravovremenosti informacije, o tome da se podaci moraju ponuditi u roku od četiri sata, Sarbanes-Oxley Š2Ë propisuje da informacije moraju da budu pouzdane.
LL@(8820) All this is leading to supply chain challenges like reduction of stock-outs, lowering inventory to reduce holding costs, reduction of transportation and order management costs, etc. => Sve ovo pred lanac snabdevanja postavlja izazove kao što su smanjenje količina neisporučene robe, smanjenje zaliha da bi se smanjili troškovi držanja na zalihama, snižavanje troškova transporta i drugih troškova upravljanja, itd.
LL@(8821) Currently, for a manufacturing manager, Vice President and even the CEO, it is nearly impossible to keep control over all operations. => U ovom trenutku skoro da nije moguće da menadžer proizvodnje, potpredsednik ili čak izvršni direktor (CEO) drži pod kontrolom sve operacije. 3.
LL@(8822) Transparency and visibility There is a clear need of transparency and visibility Š3Ë in order to streamline production and other business processes and workflows. => Transparentnost i preglednost Da bi se proizvodnja i drugi poslovni procesi i radni tokovi osavremenili neophodno je da postoje transparentnost i očiglednost Š3Ë.
LL@(8823) It implies the application of highly integrated information systems with rapid flows of accurate data. => To podrazumeva primenu visoko integrisanih informativnih sistema koji se odlikuju brzim protokom preciznih podataka.
LL@(8824) Integration of the plant and the enterprise are key for success. => Povezivanje proizvodnih postrojenja i preduzeća su of ključnog značaja za uspeh.
LL@(8825) To achieve transparency and visibility throughout the supply chain and manufacturing processes, a consistent (corporate) strategy and policy is required with clear strategic and operational objectives. => Da bi se postigla transparentnost i očiglednost tokom čitavog lanca snabdevanja i u procesima proizvodnje potrebne su dosledna (korporativna) strategija i politika sa jasnim strateškim i operativnim ciljevima.
LL@(8826) Required alignment Managers are being squeezed between shareholders, pushing for more revenue and higher profits, and customers; demanding more for less money and a quicker delivery. => Slika 1. ~~~ Potrebno usklađivanje U ovom pristupu moraju se uskladiti poslovni i proizvodni procesi, organizacioni alati i alati za podršku, a jedan od njih je i proizvodna IT.
LL@(8827) The regulatory requirements are expanded year by year. ~~~ While the General Food Law Š1Ë is about timeliness of information, deliver proof within four hours, Sarbanes-Oxley Š2Ë is requiring reliability of information. supporting In this approach, business and manufacturing processes, organization and tools, of which Manufacturing IT is just one, must be aligned. => 
LL@(8828) The objectives have to be communicated continuously to create and maintain sufficient support and involvement! => Da bi se postigla i održala odgovarajuća podrška i angažovanost potrebno je neprestano obaveštavati o ciljevima.
LL@(8829) The leading manufacturing companies see their factories, supply chains, logistics and procurement programs, inventory cycles and labor management as strategic assets! => Vodeće proizvodne kompanije posmatraju svoje fabrike, lance snabdevanja, logistiku i programe prokure, cikluse zaliha i upravljanje radnom snagom kao stratešku imovinu! ~~~ Slika 2.
LL@(8830) Information need in supply chain & manufacturing The need for information is role dependent. => Potrebe za informacijama u lancu snabdevanja i proizvodnje Potreba za informacijama zavisiće od uloge.
LL@(8831) The VP of Operations or COO is overlooking the whole supply chain or at least all manufacturing processes. => Pomoćnik direktora operativnog poslovanja ili direktor (COO) nadgledaju celokupan lanac snabdevanja ili bar sve proizvodne procese.
LL@(8832) Metrics Focus VP Operations Plant manager Return on assets Manufacturing costs Across plants Within a plant across processes Goal Profitability Operational excellence Maintenance manager Asset availability efficiency Within assets Reliable assets Production manager Planner/scheduler Yield, cycle times Manufacturing process Optimized manufacturing processes Changeovers compliance to plan Within supply chain Efficient fulfillment Information need per role A plant manager is responsible for just a single factory, while engineering and operations are looking at the systems within that single plant. => Potpredsednik operacija Metrika Povraćaj po kapitalu Fokus U svim pogonima Cilj Profitabilnost Rukovodilac pogona Troškovi proizvodnje U svim procesima unutar pogona Izvrsnost u operacijama Rukovodilac održavanja Efikasnost u dobavljanju sredstava U okviru sredstava Pouzdana sredstva/aktiva Rukovodilac proizvodnje Prinos, vreme ciklusa Proces proizvodnje Optimizovan proces proizvodnje Planer/rokovi Prelaz, usklađenost sa planom U okviru lanca snabdevanja Efikasno ispunjenje cilja Slika 3.
LL@(8833) They have different metrics, focus and goals (see Figure 3). people in time on their mobile device that something is expected to go wrong. => Potreba za informacijama u skladu sa ulogom Rukovodilac pogona upravlja samo jednom fabrikom, dok su tehnički i operativni rukovodilac zaduženi za sisteme u okviru te jedne fabrike.
LL@(8834) Could this mean, that we can leave the factory and switch to 'unmanned' manufacturing or production? => Oni imaju različitu metriku, fokuse i ciljeve (videti sliku 3).
LL@(8835) To achieve improved profit margins, improved quality, improved compliance and reduce raw material costs at the same time is a challenging balancing act between operational planning and scheduling, asset performance and manufacturing execution. => Postići veće marže profita, bolji kvalitet, viši nivo usaglašenosti, a istovremeno sniziti troškove sirovina predstavlja izazov pri kome je potrebno naći ravnotežu između operativnog planiranja i rokova, učinka kapitala i realizacije proizvodnje.
LL@(8836) Everyone involved needs the right information in the right format at the right time. => Svima koji su obuhvaćeni ovim procesom potrebne su prave informacije, u pravom formatu i u pravo vreme.
LL@(8837) A real time multi perspective view at the complex reality of the manufacturing and other business processes is required. => Potrebno je sagle dati stvari u više perspektiva u realnom vremenu, ali i u složenoj realnosti proizvodnih i drugih poslovnih procesa.
LL@(8838) Today's portal technology with dashboards are helpful in presenting metrics and other relevant information to show what is really happening and how well we perform. => Današnja tehnologija portala sa instrument tablama uspešno predstavlja metriku i ostale relevantne informacije tako da se može sagledati šta se zaista dešava i koliko uspešno radimo.
LL@(8839) That information is increasingly event based, providing information when something happens. => Ove informacije se sve više zasnivaju na događajima, tako da daju informaciju onda kada se nešto dogodi.
LL@(8840) The next step will be predictive metrics, full of intelligence and location independent, warning the responsible An important prerequisite is that the production process is completely understood and that we really know how to control it. => Sledeći korak biće metrika predviđanja, inteligentna i nezavisna od lokacije. ~~~ Pomoću nje će odgovorni na svojim mobilnim uređa jima dobijati pravovremenu informaciju o tome da će nešto krenuti pogrešnim tokom.
LL@(8841) If that is the case, then the processes are not the restricting factor anymore, neither is the technology. => Da li bi to moglo da znači da ćemo moći da ostavimo fabriku da radi sama i da se okrenemo proizvodnji u kojoj prisustvo ljudi neće biti potrebno?
LL@(8842)  => Značajan preduslov jeste da je proizvodni proces potpuno razumljiv i da zaista znamo kako da upravljamo njime.
LL@(8843)  => U tom slučaju ni procesi ni tehnologija više ne bi predstavljali ograničavajući faktor.
LL@(8844) It is all about how we make use of the information provided by the systems. => Sve bi zavisilo od toga kako koristimo informacije koje dobijamo od si stema.
LL@(8845) Are we really consistent in our ways of working? => Da li smo zaista dosledni u načinu na koji radimo?
LL@(8846) It is up to the people to make it happen. => Da li će se to postići zavisi od ljudskog faktora. 4.
LL@(8847) Blueprint and roadmap The business objectives, strategic and operational, are starting point for developing an architecture blueprint. => Detaljni plan i mapa puta Poslovni ciljevi, i strateški i operativni, predstavljaju početnu tačku za razvijanje detaljnog plana.
LL@(8848) From there te manufacturing and the manufacturing IT requirements can be derived with respect to processes, applications, technology and last but not least organization (see Figure 4). => Od te tačke proizvodnja i IT zahtevi proizvodnje mogu se izvoditi u odnosu prema procesima, postupcima, tehnologiji i na kraju, ali isto toliko značajno, prema organizaciji (videti sliku 4). ~~~ Slika 4.
LL@(8849) Proven approach to Value Adding Roadmap By a fit and gap analysis between the current and the desired future architecture, a step-by-step roadmap can be developed. => Ispravan pristup mapi puta za ostvarenje dodate vrednosti Analizom situacije i mogućnosti (fit and gap) tekuće i željene buduće strukture (plana) može se razviti mapa puta korak po korak.
LL@(8850) The scope of the manufacturing IT architecture typically comprises the inbound logistics, make and outbound logistics functions of a manufacturing company. => Obim strukture IT proizvodnje obično obuhvata unutrašnju logistiku, izradu i spoljne logističke funkcije proizvodne kompanije.
LL@(8851) In accordance with the ANSI/ISA-95 standard, it covers all manufacturing operations and control activities (level 3) related to the material flow from supplier to customer Š4ËŠ5Ë. => U skladu sa standardom ANSI/ISA-95, on obuhvata sve proizvodne operacije i aktivnosti kontrole/upravljanja (stepen 3) koje se odnose na materijalne tokove od dobavljača do potrošača Š4Ë Š5Ë. še sirovina nego što je u ovom trenutku na raspolaganju u celom svetu.
LL@(8852)  => Umesto da postajemo jedni drugima konkurencija, bolje je da se usmerimo na razvijanje proizvoda i procesa zasnovanih na upotrebi drugih i novih materijala.
LL@(8853)  => Zemlje u razvoju ulaze u konkurenciju sa nama i kad se radi o mašinama i alatima.
LL@(8854)  => Sve je jesnija potreba za efektivnim i efikasnim načinom rada kako u pogledu procesa, tako i u pogledu proizvoda.
LL@(8855) In order to enjoy the full benefits of investments for business planning and logistics (ANSI/ISA-95 level 4), e.g. SAP and other ERP systems, the manufacturing operations management processes and applications (level 3) must be mature and harmonized. => Da bi se ostvarila puna korist od investicija za planiranje poslovanja i logistiku (ANSI/ISA-95, stepen 4), npr. SAP i drugih EPR sistema, procesi upravljanja proizvodnim operacijama njihova primena (stepen 3) moraju da budu potpuno razvijeni i usklađeni. 5.
LL@(8856) Other challenges It is obvious, that 21st century manufacturing will have to face other challenges, like volatile raw materials markets, lack of well-trained workers and rising energy costs. => Ostali izazovi Jasno je da će pred proizvodnjom u 21. veku stajati i drugi izazovi, kao što su nestabilna tržišta materijala, nedostatak kvalifikovanih radnika i sve viši troškovi energije.
LL@(8857) Base metals and other raw materials are becoming very scarce. => Baznih metala i drugig sirovina sveje manje na svetu.
LL@(8858) Actually, if the developing countries want to level with us in Europe and the USA, they need by far more raw materials then currently are available in the whole world. => U stvari, ako zemlje u razvoju hoće da dostignu nas u Evropi i u SAD, potrebno im je daleko vi Drugi izazov je nestašica radne snage.
LL@(8859) Instead of competing, we better focus to develop products and processes based on the use of other and new materials. => 
LL@(8860) The developing countries are competing with us for machines and tools as well. => 
LL@(8861) There is an explicit need for more efficient and effective way of working with respect to both processes and products. => 
LL@(8862) Labor shortages will provide another challenge. ~~~ By 2020, there will be only two workers to support the pensions of each retiree in Japan, Germany, the United Kingdom, and France - down from three and a half workers per retiree in 2000 Š6Ë. => Do 2020. godine za penziju jednog penzionera u Japanu, Nemačkoj, Velikoj Britaniji i Francuskoj radiće samo dva radnika što je veliki pad u odnosu na tri i po radnika na jednog penzionera 2000. godine Š6Ë.
LL@(8863) In nearly all European countries, this is about the same! => U skoro svim evropskim zemljama situacija je ista!
LL@(8864) It will be quite a challenge to find enough sufficiently good skilled employees. => Naći dovoljan broj kvalifikovanih zaposlenih predstavljaće pravi izazov.
LL@(8865) The consequences will be dramatic, as illustrated in the following example Š7Ë. => Posledice će biti dramatične, a ilustrovaćemo ih sledećim primerom Š7Ë.
LL@(8866) A tube and fitting manufacturer in northern Italy had enjoyed double-digit revenue gains from expanding sales in China. => Proizvođač cevi i opreme u Italiji dobijao je dvocifreni povraćaj od sve veće prodaje i Kini.
LL@(8867) But when product demand jumped, the company could not find enough trained welders in the region. => Ali kada je potražnja za tim proizvodima naglo porasla, kompanija nije mogla da nađe dovoljan broj kvalifikovanih varilaca u toj oblasti.
LL@(8868) Eventually, it imported a contingent of Romanian workers, but unless conditions change, even those welders may soon prefer to work for Starbucks. => Na kraju je uvezla grupu radnika iz Rumunije, ali, ako se okolnosti ne promene, čak i ti varioci će možda uskoro da odu da rade za Starbucks.
LL@(8869) And who can blame them? => A i ko bi mogao da im zameri?
LL@(8870)  => Š2Ë Sto sedmi Kongres SAD na drugoj sednici, An Act To protect investors by improving the accuracy and reliability of corporate disclosures made pursuant to the securities laws, and for other purposes, 23. januar, 2002. 6.
LL@(8871) Conclusion Investing in Manufacturing IT is not (only) about integration of systems and applications. => Zaključak Investiranje u IT proizvodnje ne znači (samo) integrisanje sistema i primena (aplikacija).
LL@(8872) It is about full integration of the plant, the enterprise and the supply chain. => To znači punu integraciju između pogona, preduzeća i lanca snabdevanja.
LL@(8873) All aspects of the complete architecture are important and must be aligned: business and manufacturing processes, organization and people, applications, data and technical infrastructure. => Značajni su svi aspekti ukupne strukture i svi se moraju uskladiti: poslovni i proizvodni procesi, organizacija i ljudi, primene, podaci i tehnička infrastruktura.
LL@(8874) This is the core of the strategy and activities of the surviving manufacturers, thriving for operations excellence. => Ovo je osnova strategije i delovanja proizvođača koji opstaju i postižu vrhunske rezultate u poslovanju.
LL@(8875) REFERENCES Š1Ë Official Journal of the European Communities, Regulation (EC) No 178/2002 of the European Parliament and of the Council of 28 January 2002 laying down the general principles and requirements of food law, establishing the European Food Safety Authority and laying down procedures in matters of food safety, February 1, 2002 Š2Ë One hundred and seventh Congress of the Unites States of America at the second session, An Act To protect investors by improving the accuracy and reliability of corporate disclosures made pursuant to the securities laws, and for other purposes, January 23, 2002 Š3Ë Mathijs Philips, Jan Snoeij and Lorenzo Pengo, Plant Floor Visibility, a joint Logica Microsoft Whitepaper, November 2006 Š4Ë Instrument Society of America (ISA), Enterprise-Control System Integration, Part 1: Models and Terminology, July 15, 2000 Š5Ë Instrument Society of America (ISA), Enterprise-Control System Integration, Part 3: Activity Models of Manufacturing Operations Management, June 6, 2005 Š6Ë U.S. Census Bureaus International Data Base, online access: www.census.gov/ipc/www/idb/ Š7Ë Kaj Grichnik and Conrad Winkler, Manufacturing's 'Make or Break' moment, strategy+business magazine, May 8, 2008 Book review Managing Change Bernard Burnes, Managing Change, Prentice Hall, 2009 A Review On more than six hundred pages, the book offers a thorough and comprehensive review of an ever intriguing area of change management. => LITERATURA Š1Ë Službeni glasnik Evropske zajednice, Propisi (EC) No 178/2002 Evropskog parlamenta i Saveta od 28. januara 2002. godine kojima su postavljeni glavni principi I zahtevi zakona o hrani, uspostavljeno Evropsko nadležno telo za bezbednost hrane (European Food Safety Authority) i izloženi postupci u vezi sa bezbednošću hrane , 1. februar, 200. Š3Ë Mathijs Philips, Jan Snoeij and Lorenzo Pengo, Plant Floor Visibility, a joint Logica - Microsoft Whitepaper, November 2006 Š4Ë Instrument Society of America (ISA), Enterprise-Control System Integration, Part 1: ~~~ Models and Terminology, July 15, 2000 Š5Ë Instrument Society of America (ISA), Enterprise-Control System Integration, Part 3: ~~~ Activity Models of Manufacturing Operations Management, June 6, 2005 Š6Ë U.S. Census Bureaus International Data Base, online access: www.census.gov/ipc/www/idb/ Š7Ë Kaj Grichnik and Conrad Winkler, Manufacturings Make or Break moment, strategy+business magazine, May 8, 2008 U svetu knjiga Upravljanje promenama Bernard Burnes, Managing Change (Upravljanje promenama), Prentice Hall, 2009. ~~~ Osvrt Uovoj knjizi predstavljena je uvek aktuelna oblast upravljanja promenama temeljno i sveobuhvatno na preko šest stotina stranica.
LL@(8876) It can without doubt be recommended as a must-read for an overall understanding of this dynamic discipline. => Sigurno je da se može preporučiti kao nezaobilazno štivo za potpuno razumevanje ove dinamične discipline.
LL@(8877) The fact that the fifth edition of the book has already been published is enough evidence on its fundamental character in the study of the change management field. => Činjenica da je knjiga doživela i peto izdanje govori o njenom fundamnetalnom karakteru u proučavanju oblasti upravljanja promenama.
LL@(8878) The premise that organizations have to change constantly, highlighted at the very beginning, has become the basic paradigm of management. => Postulat o tome da organizacije moraju konstantno da se menjaju koji je istaknut već na samom početku knjige postao je i osnovna paradigma menadžmenta.
LL@(8879) We still remember that many claimed it to be an overstatement when in 1993 the authors Hammer and Champy in their book Corporate Reengineering stated that change has become prevailing and constant. => Treba se setiti da su mnogi smatrali da se radi o preterivanju kada su autori Hammer i Champy 1993. godine u svojoj knjizi Reinženjering korporacije naveli da je «promena postala prevladavajuća i stalna.
LL@(8880) It is a normal state of affairs. => To je normalno stanje».
LL@(8881) The majority of people today agree that the statement is obvious and self-evident. => Danas većina ljudi smatra da je ta konstatacija sasvim očigledna i nesporna.
LL@(8882) The scope, the speed, the impact, and especially the unpredictability of change have become express and unavoidable conditions the managers are faced with in practice. => Veličina, brzina, uticaj, a posebno nepredvidivost promena, su postali veoma izraženi i nezaobilazni deo svakodnevice sa kojom se suočavaju menadžeri u praksi.
LL@(8883) In future, the changes are expected to intensify, hence the need to know more about the change. => Očekuje se intenziviranje promena u budućnosti, a samim tim i potreba za znanjima o promenama.
LL@(8884) Managing change has proved to be an extremely complex task in practice, which is reflected in a large number of change projects that failed; according to empiric research, as much as two thirds of all change in organizations fail. => U praksi se upravljanje promenama pokazalo izuzetno kompleksnim zadatkom o čemu svedoče brojni projekti promena koji su pokazali nezadovoljavajuće rezultate, a prema procenama empirijskih istraživanja, čak dve trećine svih promena u organizacijama se završava neuspehom.
LL@(8885) One of the leading consulting houses, Bain&Co, states that the general rate of project failures is 70 percent. => Jedna od vodećih konsultantskih kuća, Bain&Co, navodi podatak da je opšta stopa neuspešnosti projekata oko 70 procenata.
LL@(8886) Other research point to certain types of change and the extent to which they succeeded, and the results show that the projects concerning the change in organizational culture in the largest European, Asian, and American companies were inefficient in as many as 90 per cent cases. => Posebna istraživanja ukazuju na odgovarajuće tipove promena i stepen njihove uspešnosti, a rezultati govore da su projekti promena organizacione kulture u najvećim evropskim, azijskim i američkim kompanijama bili neuspešni čak u 90 posto slučajeva.
LL@(8887) The implementation of new technology, especially as regards the 1980s revolutionary changes in the field of micro-electronic engineering, the expansion of computer engineering and the introduction of computer-based processes in the majority of organizational sectors resulted in 40-70 per cent inefficient projects. => Uvođenje nove tehnologije, posebno vezano za revolucionarne promene 1980-ih vezane za mikroelektroniku, ekspanzijom računara i uvođenjem računarski zasnovanih procesa u većinu oblasti organizacije, rezultiralo je sa 40-70 procenata neuspešnih projekata.
LL@(8888) The results of the total quality management (TQM) introduction in the U.S.A. companies in 1970s were rather poor: as many as 90 per cent of companies failed in this field. => Oblast uvođenja totalnog menadžmenta kvaliteta (TQM) u kompanijama u SAD 1970-ih imala je veoma loš nivo uspešnosti, čak 90 procenata kompanija nije bilo uspešno u tome.
LL@(8889) The data for Europe in the 1980s and 1009s are slightly more optimistic, in that about 70 per cent projects failed. => Podaci za Evropu 1980-ih i 1990-ih su nešto bolji, oko 70 procenata projekata je propalo.
LL@(8890) The percentage of failed projects in the field of business processes re-eingineering is estimated to be extremely high, as many as 80 per cent, regardless of great expectations in the beginning, when it was considered to be the biggest business innovation in the 1990s. => U oblasti reinženjeringa poslovnih procesa ocenjuje se da je procenat neuspelih projekata izuzetno visok, čak 80 posto, i pored velikih očekivanja na početku kada se smatralo da se radi o «najvećoj inovaciji poslovanja u 1990-im».
LL@(8891) The managers keep maintaining that the difficul ties in managing change are one of key obstacles in their companies achieving higher competitive positions. => Menadžeri stalno ističu da su teškoće u upravl janju promenama jedan od ključnih prepreka u ostvarivanju veće konkurentnosti njihovih kompanija.
LL@(8892) It is a paradox that the failure rate of the change projects remains extremely high, despite an increasing interest in this field, reflected in a large number of published books, monography studies, articles in journals as well as the support and aid of consultant houses. => Paradoksalno deluje to da i pored sve većeg interesovanja za ovu oblast, o čemu svedoči sve više objavljenih knjiga, monografskih studija, članaka u časopisima kao i podrške i pomoći konsultantskih kuća, stopa propasti projekata promena je izuzetno visoka.
LL@(8893) The explanation may be found in the facts that theory itself sometimes offers puzzling and adversary recommendations and conclusions, that the need for interdisciplinariy approach is well understood, but that only some aspects are observed or are dominant. => Objašnjenje se može tražiti u činjenici da i sama teorija nudi ponekad zbunjujuće i kontradiktorne preporuke i zaključke, da se shvata potreba interdisciplinarnosti ali da se ipak samo neki od uglova razmatraju ili su dominantni.
LL@(8894) Besides, it is clear that there is no ready recepies for change, therefore theory cannot be expected to offer any integral, universally applicable solutions that can be implemented without being adjusted to a particular case. => Pored toga, sasvim je jasno da spremnih «recepata» za promenu nema, tako da se i objektivno ne može očekivati da će teorija ponuditi sasvim celovita, univerzalno primenjiva rešenja koja se mogu nepromenjena aplicirati u praksi.
LL@(8895) The book maintains that organizations in themselves are not entirely rational entities, despite the efforts made to achieve such a state, therefore they can hardly be set into a given cliché or model; as to the changes, it is only certain models and approaches that are most often offered. => U knjizi se ističe da organizacije samo pe sebi nisu sasvim racionalne tvorevine iako se čine napori u tom pravcu, tako da ih je teško udenuti u zadati kliše ili model, a kada je reč o promenama, najčešće se nude i preporučuju određeni pristupi i modeli.
LL@(8896) In practice, however, we must be highly open for ever new solutions, have a flexible approach to the models and processes, possibly combining and changing them. => U praksi se, međutim, mora biti krajnje otvoren za uvek nova rešenja, pristupati modelima i procesima za upravljanje promenama fleksibilno, sa mogućnošću kombinovanja izmena.
LL@(8897) The acceptability of an approach to managing change depends on the type of that very change as well as on the conditions of the organization itself. => Prihvatljivost nekog od pristupa upravljanju promenama zavisi od tipa same promene i od uslova same organizacije.
LL@(8898) If these organizational factors are identified as limitations, they may turn into the object of change, so that the organization should be brought into a desired, goaldefined, condition. => Ukoliko se ti organizacioni faktori identifikuju kao ograničenja, mogu se pretvoriti i u predmet promene kako bi se organizacija dovela u željeno, ciljno definisino, stanje.
LL@(8899) We always start from the fact that the organizations, i.e., managers have numerous opportunities of choice when they are to make a decision on what and when they are to introduce change; therefore, the issues of decision and choice management the change management model for organizational change are paid special attention to. ~~~ In the 1960s 1970s period, the dominant ap proach to organizational change related to the planned changes with a range of methods, techniques and procedures to conduct in practice. => Polazi se uvek od toga da se organizacije, tj. menadžeri, nalaze u situaciji velike mogućnosti izbora kada je reč o tome šta će i kada menjati, tako da razmatraju pitanja menadžmenta odlučivanja i izbora modela menadžmenta promene za organizacione promene. i se posebno U periodu 1960-ih i 1970-ih dominantni pristup organizacionionim promenama odnosio se na planirane promene sa razuđenim skupom metoda, tehnika i procedura u praksi za sprovođenje.
LL@(8900) The criticism of this approach, which started in 1980s, mainly referred to its inability to solve the situations of radical, abrupt, enforced changes, resulted in the rise of new theories, models and approaches. => Kritike ovoga pristupa, započete 1980-ih, uglavnom su se odnosile na nemogućnost da se ovim pristupom rešavaju situacije radikalnih, naglih, nametnutih promena, dovele su do razvoja novih teorija, modela i pristupa.
LL@(8901) This new wave is recognized by the terms, such as continual improvement, organizational learning, or the approach of emerging changes. => Taj novi talas se prepoznaje po nazivima kontinualno poboljšanje, organizaciono učenje ili pristup «nastajućih» promena.
LL@(8902) The emerging organizational change approach highlights the need to approach to change bottom up, rather than enforcing it from the top and making efforts to conduct it downwards. => Pristupom nastajućih organizacionih promena naglašava se potreba da se promenama pristupi «odozdo na gore», a ne nametati ih «odozgo» i nastojati da se one sprovedu naniže.
LL@(8903) The authors point out that change is an open-ended process without a clearly visible end, and that it means a continual process of adjustment to the changed conditions and circumstances. => Naglašava se da su promene otvoreni procesi bez jasno vidljivog kraja i predstavljaju kontinualni proces adaptacije izmenjenim uslovima i okolnostima.
LL@(8904) The change process is essentially a process of learning, not a method of changing organization al structure or practice. => Proces promene je u suštini proces učenja, a ne metod promene organizacione strukture ili prakse.
LL@(8905) The emerging change, the book says, is a long-term, complex and incremental process of designing change over time and it should be analysed thoroughly and contextually. => Nastajuća promena je prema navodima u knjizi «dugoročni kompleksni i inkrementalni proces oblikovanja promena tokom vremena» i potrebno je da se sagledava celovito i kontekstualno.
LL@(8906) The focal point of this approach are the organizational culture and the organizational learning, and the managers role is not to plan or conduct the change per se, but to design a longterm process of change by creating an organizational culture and climate that enhances research, learning and risk taking. => Organizaciona kultura i organizaciono učenje su u fokusu ovog pristupa, a uloga menadžera nije u tome da planiraju ili sprovedu promenu per se, već da se bave oblikovanjem dugoročnog procesa promena kreiranjem organizacione strukture i klime koja podstiče istraživanje, učenje i preuzimanje rizika.
LL@(8907) The key point is the development of the employees, who are entitled to great freedom and are especially motivated to take responsibility to identify the needs for change and to carry it out. => Ključni je razvoj zaposlenih kojima je data sloboda i posebno su motivisani da preuzmu odgovornost za prepoznavanje potrebe za promenom i da je sprovedu.
LL@(8908) The book is also a systematization of knowledge as the basis for problem solving in the practice of effecting organizational change, not as a given set of rules and principles to manage change. => U knjizi su sistematizovana znanja kao osnove za rešavanje problema u praksi ostvarivanja promene u organizaciji, nikako kao zadati skup pravila i principa kojima se upravlja promenom.
LL@(8909) The set of systematized ideas about the organization in the already classic schools and theories of organization are being studied as they are the basis for understanding organizational change. => Skup sis tematizovanih ideja o organizaciji u već klasičnim školama i teorijama organizacije proučavaju se jer predstavljaju ključnu osnovicu za razumevanje organizacionih promena.
LL@(8910) In order that organizations be changed, it is necessary that their structure, management and behaviour be perceived in a broader contextual, theoretical and historical perspective. => Da bi se organizacije menjale potrebno je da se sagleda njihova struktura, menadžment i ponašanje u široj kontekstualnoj, teorijskoj i istorijskoj perspektivi.
LL@(8911) It is also necessary that the organizational change should be observed as related to organizational strategy, therefore the analyses of strategic management in the section of the strategy execution are identified as synonymous with the change realization in the organization. => Neophodno je da se organizaciona promena sagleda u vezi sa organizacionom strategijom, tako da su razmatranja strateškog menadžmenta u delu realizacije strategije identifikovana sa procesom ostvarenja promene u organizaciji.
LL@(8912) Each of the twelve chapters in the book finishes with the description of concrete problems presented in a case study, whereas the theoretical analyses are illustrated with numerous examples from practice. => Svako od dvanaest poglavlja u knjizi završava se opisom konkretnih problema predstavljenih studijom slučaja, a teorijska razmatranja su potkrepljena brojnim primerima prakse.
LL@(8913) The book Managing Change is a compulsory reading matter for the students of management and organization, as well as for the managers who have to overcome the resistance to change and execute projects of change in practice. => Knjiga «Upravljanje promenama» nezaobilazno je štivo za studente menadžmenta i organizacije i za menadžere koji savladavaju otpore promenama i sprovode projekte promena u praksi.
LL@(8914) Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Dr Maja Levi Jakšić Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(8915) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(8916) 1. => We suggest your papers to be pre pared in form of this template. 1.
LL@(8917) INTRODUCTION Papers have to be written in English. => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(8918) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(8919) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(8920) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(8921) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(8922) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(8923) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(8924) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(8925) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(8926) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(8927) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(8928) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(8929) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(8930) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(8931) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(8932)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(8933) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(8934) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( p − p i , p Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. n = i 4. ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(8935) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(8936) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(8937) R[$] Figure 1. => R[$] Slika 3.
LL@(8938) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(8939) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(8940) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(8941) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(8942) Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. ~~~ Proceedings of work, SINFF-N, page 75 -81. => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 UDK 005 ISSN 0354-8635 Broj 54, Godina XV Mart 2010.
LL@(8943) Zlatibor UDC 005 ISSN 1820-0222 CONTENTS Number 54, Year XV March 2010. => Fakultet organizacionih nauka Beograd Izdaje Za izdavača:
LL@(8944) Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => Dr Milan Martić Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović Redakcioni odbor: dr Čedomir Nestorović, Faculty of Coimbra, Portugal dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović, FON, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Chesh Republic dr Milija Suknović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barjaktarović, FON, Beograd Časopis se redovno referiše u publikacijama: ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 011/3950-868 E-mail: menage¿fon.rs http://management.fon.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun:
LL@(8945) 381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354-8635 = Management (Srpsko izd.) COBISS.
LL@(8946) ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences Business intelligence system development over document meta data in an organization Milija Suknović, Miloš Jovanović, Boris Delibašić, Milan Vukićević Managerial implications of target costing Vesna Milićević, Bojan Ilić A model of supply chain with possible transshipments between retails Mohamed Abu Gaben, Slobodan Krčevinac, Mirko Vujošević Four dam pillars against the erroneous spreadsheets Konstantin Kostić Human resources in the drive towards creativity and organizational innovation Isabel Martins, Orlando Petiz, Ana Martins Internationalization of retail Iva N. Joksimović The role of conjoint analysis in the new product price sensibility research Marija Kuzmanović, Tijana Obradović Developing a system of indicators for local community results from the developmental planning point of view Jože Benčina, Srečko Devjak Is development issues understanding a condition and an object of social responsibility for is in Serbia Mila Mitić Management of market and life environment protection Ružica Milovanović Business Intelligence System Development Over Document Meta Data in the Oorganization UDC 005. ~~~ 21. ~~~ 352 (497. ~~~ 4) Milija Suknović, Miloš Jovanović, Boris Delibašić, Milan Vukićević Faculty of Organizational Sciences, Belgrade Business intelligence is an active field of research and practice. => SR-ID 110318855 SADR@AJ Razvoj sistema poslovne inteligencije nad meta podacima dokumenata u organizaciji Milija Suknović, Miloš Jovanović, Boris Delibašić, Milan Vukićević Menadžerske implikacije ciljanog obračuna troškova Vesna Milićević, Bojan Ilić Model lanca snabdevanja sa preraspodelom zaliha izneđu maloprodajnih objekata Mohamed Abu Gaben, Slobodan Krčevinac, Mirko Vujošević Četiri stuba odbrane od spredšitova sa greškama Konstantin Kostić Ljudski resursi u funkciji unapređivanja kreativnosti i organizacionih inovacija Isabel Martins, Orlando Petiz, Ana Martins Proces internacionalizacije maloprodajnih mreža Iva N. Joksimović Uloga conjoint analize u istraživanju cenovne osetljivosti novih proizvoda Marija Kuzmanović, Tijana Obradović Razvoj sistema indikatora rezultata lokalne zajednice sa aspekta potreba razvojnog planiranja Jože Benčina, Srečko Devjak Razumevanje problematike razvoja IS-uslov i predmet društvene odgovornosti Mila Mitić Upravljanje tržištem i zaštitom životne sredine Ružica Milovanović Razvoj sistema poslovne inteligencije nad meta podacima dokumenata u organizaciji UDK 005. 21:352 (497. 4) Milija Suknović, Miloš Jovanović, Boris Delibašić, Milan Vukićević Fakultet organizacionih nauka u Beogradu Poslovna inteligencija je aktivno područje istraživanja i primene.
LL@(8947) Although the field is young, it offers a lot of solutions, mainly intended for better reporting and analysis, which would support the decision making process at all levels of decision making. => Iako je oblast mlada, nudi dosta rešenja, prvenstveno namenjena boljem izveštavanju i analizi koji će podržati proces donošenja odluke, na svim nivoima odlučivanja.
LL@(8948) As the decision process is part of every area of human endeavor, so are business intelligence systems becoming part of many different areas of management. => Kako je proces odlučivanja prisutan u svakoj oblasti ljudskog delovanja, tako i sistemi poslovne inteligencije postaju prisutni u najrazličitijim oblastima organizovanja.
LL@(8949) Nevertheless, there are specific business topics for which there are still no record of business intelligence application. => Ipak, postoje oblasti poslovanja sa svojim specifičnostima za koje ne postoje opisi dosadašnje primene poslovne inteligencije.
LL@(8950) One such topic is Document Management Systems (DMS), which are also carrying informational potential for better decisions, that could be harnessed in building a business intelligence system. => Jedna takva oblast su i sistemi za upravljanje dokumentacijom, koji nose informacioni potencijal za odlučivanje koji je moguće iskoristiti građenjem sistema poslovne inteligencije.
LL@(8951) This paper describes such an effort, which solves the identified needs for quality information by building a business intelligence system over document meta-data within the organization. ~~~ 1. => Ovaj rad opisuje ovakav jedan poduhvat, koji primećene potrebe za kvalitetnim informacijama rešava izgradnjom sistema poslovne inteligencije nad meta-podacima dokumentacije u organizaciji. 1.
LL@(8952) Introduction The decision-making process is the most important process in managing an organization. => Uvod Proces donošenja odluka najbitniji je proces u upravljanju organizacijom.
LL@(8953) The theory defines management as a succession of choices, i.e., decisions and actions meant to bring the system into a desired state. => Upravljanje se u teoriji i definiše kao niz izbora, tj. odluka i akcija, koji imaju za cilj da dovedu sistem u željeno stanje.
LL@(8954) Hence the importance of successful decision making is a precondition to a successful management, which is the primary objective of organizational management. => Tako je značaj uspešnog odlučivanja preduslov uspešnom upravljanju, što se smatra primarnim ciljem menadžmenta organizacije. ~~~ Kao što je to naglasio i Piter Druker (Peter Drucker), otac modernog menadžmenta:
LL@(8955) As Peter Drucker, the founder of modern management, pointed out: Making good decisions is a crucial skill at every level. => Donošenje dobrih odluka je kritična veština na svakom nivou (Making good decisions is a crucial skill at every level).
LL@(8956) One basic way to support the decision-making process is to supply the decision makers with information. => Jedan od osnovnih načina kako se pruža podrška procesu odlučivanja jeste snabdevanje donosioca odluka informacijama.
LL@(8957) It is actually the support to the first phase of the Symon structure of the decision-making process Š1Ë. => To zapravo daje podršku prvoj fazi Sajmon-ove strukture procesa odlučivanja Š1Ë.
LL@(8958) The last two decades have witnessed the development of a number of tools and methods in the field of business operations, under the name of Business Intelligence and for the purpose of aiding the first phase of decision making. => U oblasti poslovanja u poslednje dve decenije razvio se niz metoda i alata koji pod nazivom Poslovna inteligencija (eng. Business intelligence) imaju za cilj da upravo pruže pomoć u prvoj fazi odlučivanja.
LL@(8959) The general principle is the right information in the right time, to the right user, which stresses the provision and presentation, rather than the method in which the available information from the environment is made use of. => Generalni princip je: prava informacija u pravo vreme, pravom korisniku, što stavlja akcenat na pribavljanje i prikaz, a ne način korišćenja dostupnih informacija iz okruženja.
LL@(8960) Business intelligence systems are meant to enhance the improvement of a number of criteria of the decisions made: the risk reduction and the effectiveness, at significantly lower costs (of resources and time) for consuming new information and, consequently, for decision making. => Sistemi poslovne inteligencije treba da doprinesu poboljšanju više kriterijuma donetih odluka: smanjivanju rizika i efektivnosti, uz znatno niže troškove (resursa i vremena) za konzumiranje novih informacija a samim tim i donošenje odluke.
LL@(8961) This has become possible due to enormous advances in the information technologies development, in the fields of both data storage and data processing. => Ovo je postalo moguće zahvaljujući ogromnom napretku informacionih tehnologija, kako u oblasti skladištenja podataka, tako i u oblasti procesiranja istih.
LL@(8962) Business intellingence actually links two sides: the management needs for information for the purpose of mak ing better decisions and a multiple growth of the available data. => Poslovna inteligencija zapravo pokušava da poveže dve strane: potrebe menadžmenta za informacijama radi boljeg odlučivanja i umnoženi rast dostupnih podataka.
LL@(8963) The goal of the business intelligence is, therefore, to integrate and consolidate the data from different, often isolated information systems, as well as to allow for the decision makers to access all the data available in a simple, fast and flexible manner in order that they should acquire the information that would in turn advance the decision-making process. => Cilj poslovne inteligencije je dakle da objedini i konsoliduje podatke iz različitih, često izolovanih, informacionih sistema, kao i da omogući donosiocima odluka da jednostavno, brzo i fleksibilno pristupe sveukupnosti podataka radi dolaženja do informacija koje bi unapredile proces odlučivanja.
LL@(8964) The business intelligence systems hence make the decision-making process faster and risk freer, which are the basic qualities of decision making. ~~~ 2. => Sistemi poslovne inteligencije tako čine da proces odlučivanja bude brži i sa manje rizika, što su jedni od osnovnih kvaliteta odlučivanja. 2.
LL@(8965) Busines intelligence over documentation data in the organization The digitalization era shows that the traditional methods of data storing are inefficient. => Poslovna inteligencija nad podacima o dokumentaciji preduzeća Era digitalizacije ukazuje da su tradicionalni načini čuvanja podataka neefikasni.
LL@(8966) The advantages of digitalization are numerous, and most evident are the following: a more reliable and efficient warehousing, easier search, copying, sending, etc. => Prednosti digitalizacije medija su brojne, a najočiglednije su: pouzdanije i efikasnije skladištenje, lakše pretraživanje, umnožavanje, slanje, itd.
LL@(8967) The disadvantages are that the digital records depend on the computer and on the electronic devices that make it possible for us to use them. ~~~ As far as the media forms are concerned, they have all found their digital match, from the text, to images, to sound, to film, etc. => Nedostaci se odnose na zavisnost digitalnog zapisa od računara i elektronskih uređaja koji omogućavaju njihovo korišćenje. [to se tiče oblika medija, gotovo svi su pronašli su svoj digitalni pandan, počevši od teksta, slika, zvuka, filma, itd.
LL@(8968) The paper media, called treeware in slang, are increasingly being abandoned in many areas of modern living, so it is with business. => Papirni mediji, u žargonu zvani treeware, napuštaju se u većini oblasti života, pa tako i u poslovanju.
LL@(8969) The digitalization of business documentation, however, is slightly slower due to legislation that demands high levels of reliability and confidentiality in order that the electronic documents should gain the legal power. => Ipak, digitalizacija poslovne dokumentacije odvija se nešto sporije zbog zakonskih regulativa koje zahtevaju visoke nivoe pouzdanosti i poverljivosti da bi elektronski dokumenti dobili pravnu snagu.
LL@(8970) Hence in the provisional solutions the electronic documentation is used alongside the paper documentation, which has the probative force in case of dispute. => Tako se u prelaznim rešenjima elektronska dokumentacija koristi paralelno sa papirnom, koja ima dokaznu moć u slučaju sporova.
LL@(8971) Such redundant storage of documents is, however, still used since it has more advantages than disadvantages, which speaks in favour of the high quality of electronic documentation. => Takvo redundantno čuvanje dokumentacije se ipak upotrebljava jer ima više prednosti nego nedostataka, što govori u korist visokih kvaliteta elektronske dokumentacije.
LL@(8972) The situation in Serbia is similar, the companies use the DMS systems to organize and have the insight into the documentation, whereas they keep the paper documents in case of dispute. => U Srbiji je slična situacija, gde preduzeća koriste DMS sisteme za organizaciju i uvid u dokumentaciju, a papirnu čuvaju radi sudskih sporova. 2.
LL@(8973)  => Metapodaci dokumentacije Metapodaci su podaci koji opisuju podatke, što se često odnosi na tip podataka, svrhu podataka, dozvoljene vrednosti, veze sa ostalim podacima, istorija podataka i slično.
LL@(8974) The Electronic Signature Act, enforced in 2004 Š2Ë, is meant to regulate the relability and confidentiality of electronic documents. => Ipak, počela je i primena Zakona o elektronskom potpisu iz 2004.godine Š2Ë, koji treba da reguliše pouzdanost i poverljivost elektronskih dokumenata.
LL@(8975) For the time being, its application is limited, and the role of certification bodies is assigned only to the PTT Serbia and the Economic Chamber of Serbia. => Zasad je primena ogranicena, pri čemu ulogu sertifikacionog tela igraju jedno PTT Srbije i Privredna komora Srbije.
LL@(8976) When the application of this act has been extended to an appropriate extent, the paper documentation will become inferior, which should improve the electrinic business operations in this country, and this is one of the objectives of this Act. => Kada se primena ovog zakona proširi dovoljno, papirna dokumentacija će biti inferiorna, što bi trebalo da poboljša i funkcionisanje elektronskog poslovanja kod nas, što je i jedan od ciljeva Zakona.
LL@(8977) The Document Management System serves to efficiently 1) store, 2) organize, and 3) make the digitalized documentation available to the user, so that the user can browse through it. => Sistem za upravljanje dokumentima služi da dokumentaciju pretvorenu u digitalni oblik efikasno: ~~~ 1) skladišti, 2) organizuje i 3) stavlja dostupnim korisniku uz mogućnosti pretraživanja.
LL@(8978) The document is transformed into a digital image, marked and indexed by meta data, which will be dealt with in the following chapters. => Dokument se pretvara u digitalnu sliku, označi i obeleži metapodacima o kojima će biti reči kasnije.
LL@(8979) Additionally, the fields in the document indexed in advance are entered into the electronic database, in order to facilitate the search. => Dodatno se unapred određena polja iz dokumenta unesu u elektronsku bazu, kako bi olakšali pretragu.
LL@(8980) The DMS users are all members of the organization with an access to the documentation, either by updating the documents within the transactions over documents, or by having an insight into the documents in other business processes. => Korisnici DMS sistema su svi članovi organizacije koji imaju dodir sa dokumentacijom, bilo na ažuriranju dokumenata unutar transakcija nad dokumentom, bilo na uvidu u dokumente u drugim poslovnim procesima.
LL@(8981) This covers a large portion of organization, therefore the improvements achieved by the DMS are not local in character; their implementation rather means benefits for the entire company. => To pokriva veliki deo organizacije, pa tako i poboljšanja koja donosi DMS nisu lokalna, već celo preduzeće oseća koristi primene.
LL@(8982) Figure 1 shows the image of the document filed in the DMS. ~~~ 2.1. => Slika 1 prikazuje igled dokumenta arhiviranog u DMS sistemu.
LL@(8983) Documentation metadata The metadata are the data that describe the data, referring to the data type, data purpose, values allowed, connections with other data, data history, etc. => 
LL@(8984) The document is a form in which the data are exchanged in an organization. => Dokument je forma u kojoj se razmenjuju podaci u organiaciji.
LL@(8985) It implicitely defines the purpose of the data, as well as the manner in which the data is used. => On imlicitno određuje namenu podataka, kao i način korišćenja.
LL@(8986) Since the document is a unit in defining business processes, each document stores the data that describe it additionally (time of creation, creation site, changes over time, users accessing to data, etc.). ~~~ It is important to differentiate between the basic data the document contains and the data describing the document itself (metadata). => Pošto je dokument jedinica u definisanju poslovnih procesa, o svakom dokumentu se čuvaju podaci koji ga dodatno opisuju (vreme nastanka, mesto nastanka, promene tokom vremena, korisnici koji pristupaju, itd.) Bitno je razlikovati osnovne podatke koje dokument nosi i podatke koji opisuju sam dokument (metapodaci).
LL@(8987) The basic data contains the contents, whereas metadata describes the structure of the document and of the data the document includes. => Osnovni podaci nose sadržaj, dok metapodaci opisuju strukturu dokumenta i podataka koje on nosi.
LL@(8988) The basic data from the document are the reason the documentation is gathered and most often they are the subject of detailed analyses. => Osnovni podaci sa dokumenata su osnovni razlog zašto se dokumentacija prikuplja i oni su najčešće predmet detaljnih analiza.
LL@(8989) The idea in this paper is to allow for the analysis of metedata on the documents in the organization, in order that new useful information should be obtained. => Ideja ovog rada je da se omogući analiza metapodataka o dokumentima u organizaciji, kako bi se dobile nove informacije od koristi.
LL@(8990) Thus, for example, on the basis of such descriptions the reports can be made of the surveys of one type of documents in the organization, analyses of the document creation can be conducted, as well as the analyses of implementation and changes, etc. ~~~ Such Figure 1. => Tako se, na primer, na osnovu takvih opisa mogu napraviti izveštaji pregleda određenog tipa dokumenata u organizaciji, raditi analize nastajanja dokumenata, analize korišćenja i izmena, itd.
LL@(8991) The image of the document filed in the DMS information can show the state the business is in and foster the improvement of the business processes. => Takve informacije mogu ukazati na stanje u poslovanju i motivisati da se poslovni procesi unaprede.
LL@(8992) The DMS application also presents a generic OLTP system. => DMS aplikacija takođe predstavlja generički OLTP sistem.
LL@(8993) The application relies on the metadata from the database that describe the fields of each defined document. => Aplikacija se oslanja na metapodatke iz baze podataka koji opisuju polja svakog definisanog doku Slika 1.
LL@(8994) Hence the base of such a system contains tables describing each of the documents attributes, whereas the concrete images of the document are stored in the tables generated by the application itself, unknown and non-existent prior to the implementation of the application in the given company. => Izgled dokumenta arhiviranog u DMS sistemu menta. ~~~ Dakle baza ovog sistema sadrži tabele koje opisuju svaki atribut dokumenta, dok se konkretna pojavljivanja dokumenata čuvaju u tabelama koje generiše sama aplikacija, a koje su nepoznate i nepostojeće pre početka upotrebe aplikacije u konkretnom preduzeću.
LL@(8995) This practically means that the structure of the documents describing the business is generated by the user through the implementation of the application. => To praktično znači da strukturu dokumenata koji opisuju poslovanje generiše korisnik upotrebom aplikacije.
LL@(8996) Therefore the structure of the database tables describing business operations is unknown prior to the implementation and use of the application in a concrete company, which will largely affect the creation of data warehouse, and especially the ETL procedures for warehouse loading. plication of these systems over the data generated by the DMS was not identified in the publications available. => Tako je struktura tabela baze podataka koje opisuju poslovanje nepoznata pre implementacije i korišćenja aplikacije u konkretnoj kompaniji, što će imati velike posledice za kreiranje skladišta podataka, a naročito ETL procedura za punjenje skladišta. ~~~ Ideja za razvoj sistema poslovne inteligencije nad postojećim sistemom za upravljanje dokumentacijom došla je prirodno.
LL@(8997) This makes our effort all the more challenging, and its results have already earned positive criticism on being presented at a number of expert and scientific symposia Š3,4Ë. 3. => Naime, kada je osnovna DMS aplikacija dostigla zrelost u korišćenju, a baze podataka koje čuva sakupile dovoljnu količinu podataka, javila se mogućnost za dodatnim iskorišćenjem prikupljenih podataka o dokumentaciji.
LL@(8998) Challenges solutions The basis of the majority of BI systems is the data warehouse. => Osnovna DMS aplikacija nudi mogućnost pretraživanja i uvida u dokumentaciju.
LL@(8999) It acts as a support and an adjusted environment for BI user applications for reporting and analysis. => Uz nju postoji i aplikacija, koja nudi mogućnost praćenja i kontrolisanja životnog ciklusa dokumenta u poslovnim procesima.
LL@(9000) The task for the BI DMS application warehouse is to integrate data from the DMS system, transform it into suitable structure and image and make them available to user applications. => Korisnici ovih aplikacija su zaposleni koji koriste dokuemente za obavljanje svojih aktivnosti.
LL@(9001) In a wider context, it has to enable the integration with other information systems of the user company, so that the entiraly integrated data in the company should produce a higher synergy effect. => Sa druge strane, menadžment korsnici nemaju previše koristi od ovih aplikacija, jer one barataju sa dokumentacijom u najsitnijoj granularnosti, na nivou dokumenta.
LL@(9002) In building this application we created the warehouse following the suggestions and guidelines provided by the founders of this field, Ralph Kimbal and Bill Inmon, presented in the already mentioned books Š5,6Ë. => Potrebe menadžmenta su u sagledavanju sveukupnosti dokumentacije, analizi njenih tokova i uviđanju potencijalnih problema u poslovanju.
LL@(9003) The idea of developing a business intelligence system over the existing document management system came naturally. => Tako su oni upravo ciljna grupa za razvoj novih analitičkih funkcionalnosti kroz sistem poslovne inteligencije.
LL@(9004) Namely, when the basic DMS application matured in use, and the databeses stored in it gathered a sufficient quantity of data, there was an opportunity to additionally use the gathered data on the documentation. => Tako nastaje ideja za aplikacijom, nazvanom BI DMS, koja za ciljeve sebi postavlja upravo brzo, fleksibilno, efektivno, sveobuhvatno upravljačko izveštavanje, koje će iskoristiti podatke iz postojećeg DMS u upotrebi, radi unapređivanja poslova upravljanja (menadžmenta). ~~~ 2.2.
LL@(9005) The data warehouse should include the data required for the analysis and structure them into the format suitable for this purpose. => Slični radovi u literaturi Iako je oblast PI široko korišćena u praksi, o čemu svedoće brojni izveštaji i publikacije, primenu tih sistema nad podacima generisanim DMS sistemom nismo pronašli među dostupnim publikacijama.
LL@(9006) The needs for the analysis are viewed through: a) the previously required reports received as the queries of client-companies and b) potentially useful reports and analyses. => Ovo čini ovaj poduhvat više izazovnim, a rezultati istog su već dobili pozitivne kritike nakon izlaganja na par naučnih i stručnih skupova Š3, 4Ë. 3.
LL@(9007) The basic DMS application offers an opportunity for browsing and insight into the documentation. => Izazovi i rešenja Osnova većine PI sistema predstavlja skladište podataka.
LL@(9008) It is accompanied by an application that ensures the tracking and controlling the life cycle of the document in the business processes. => Ono stvara oslonac i prilagođeno okruženje za PI korisničke aplikacije za izveštavanje i analizu.
LL@(9009) The users of these applications are the employees who make use of the documents in doing their business. => Skladište BI DMS aplikacije ima za zadatak da integriše podatke iz DMS sistema, da ih transformiše u pogodnu strukturu i format i da ih omogući dostupnim za korisničke aplikacije.
LL@(9010) On the other hand, the management users do not see much benefit from these applications, because they handle the documens in an infinitely granular form, on the level of the document. => U širem kontekstu, treba da omogući i integraciju sa ostalim informacionim sistemima korisničkog preduzeća, kako bi ukupno integrisani podaci u preduzeću imali veći sinergetski efekat.
LL@(9011) The management needs are viewed in dealing with the entire documentation, analysing its flows and identifying potential problems in business. => U izradi ove aplikacije, za izgradnju skladišta praćene su sugestije i smernice očeva ove oblasti, Ralfa Kimbala i Bila Inmona, koje su iskazane u ranije pominjanim knjigama Š5,6Ë.
LL@(9012) Hence they are the target group in the development of new analytic functionalities through the business intelligence system. => Skladište podataka treba da okupi potrebne podatke za analizu i da ih struktuira u oblik pogodan za tu svrhu.
LL@(9013) Hence the idea for the application called BI DMS whose goals are the prompt, flexible, effective, all-inclusive management reporting itself, which will utilise the data from the existing DMS in use to improve the management operations. => Potrebe za analizom sagledavane su kroz: a) predhodno tražene izveštaje koje su pristizale kao zahtevi kompanija-klijenata i b) potencijalno korisne izveštaje i analize.
LL@(9014) Although the BI area is widely applied in practice, which can be seen in numerous reports and publications, the ap On the basis of these guidelines a data warehouse was built the description of which will be presented further on in this paper. => Prateći ove smernice izrađeno je skladište podataka čiji će opis biti dat u nastavku rada.
LL@(9015) The problem with the initial DMS base is that, when a firm starts implementing the DMS application, the base does not contain any defined document the firm uses. => Problem sa izvornom DMS bazom je da kada konkretna firma počne sa upotrebom DMS aplikacije, u bazi nije definisan nijedan dokument koji ta firma koristi.
LL@(9016) Through the application, the users will define any document, with the field structure, field types and other constraints. => Korisnici će kroz aplikaciju definisati svaki dokument, sa strukturom polja, tipovima polja i ostalim ograničenjima.
LL@(9017) The application then generates the tables in the base, in which the data from thus defined documents are stored. => Aplikacija zatim generiše tabele u bazi u kojima se čuvaju podaci iz tako definisanih dokumenata.
LL@(9018) On the other hand, the idea of the BI DMS application is to generate a framework for introducing business intelligence over any DMS user base, rather than developing the BI system for every user company individually. => Sa druge strane, ideja BI DMS aplikacije jeste da proizvede okvir za uvođenje poslovne inteligencije nad bilo koju bazu DMS korisnika, a ne da se PI sistem razvija nezavisno za svako preduzeće korisnika.
LL@(9019) As the structure of the documents used by a given company is not known in advance, this data will be disclosed via the metadata the user utilized in defining the format of his documents. => Kako se unapred ne zna struktura dokumenata koje koristi određena kompanija, ovi podaci će morati biti oktriveni kroz metapodatke kojim je korisnik definisao izgled svojih dokumenata.
LL@(9020) This will be a biggest problem both in the warehouse designing and in establishing the procedures for warehouse refreshment. ~~~ 3.1. => Ovo će predstavljati najveći problem, kako za projektovanje skladišta, tako i za izgradnju procedura za osvežavanje skladišta. 3.
LL@(9021) Data Warehouse Schema The warehouse schema should reflect its purpose in terms of the analyses required. => [ema skladišta podataka [ema skladišta treba da odrazi njegovu svrhu u smislu potrebnih analiza.
LL@(9022) In order to ensure a flexible analysis that includes the necessary and potentially useful reports, we will structure the data on the documents into the following concepts (subjects, according to Inmon): Basic data on the document Time of creation, change and usage of the document, Type of the document, Department of the company document user Partner with whom the document is exchanged, Event (action) over the document. => Da bi omogućili fleksibilnu analizu koja obuhvata tražene i potencijalno korisne izvešta je, podatke o dokumentima struktuiraćemo u sledeće koncepte (subjekte po Inmon-u): ~~~ Osnovni podaci o dokumentu, Vreme nastajanja, izmena i korišćenja dokumenta, Tip dokumenta, Odeljenje preduzeća koje je korisnik dokumenta, Partner sa kim se razmenjuje dokument, Događaj (akcija) nad dokumentom.
LL@(9023) These are the data that describe every type of document, regardless of its contents. => Ovo su podaci koji opisuju svaki tip dokumenta, bez obzira na njegov sadržaj.
LL@(9024) Additionally, certain fields are stored for every document, that show the document contents and are defined by the user for the purpose of facilitating the browsing through the documents. => Dodatno, za svaki dokument se čuvaju i određena polja koja odražavaju sadržaj dokumenta, a koje korisnik definiše, kako bi lakše pretraživao dokumente.
LL@(9025) In this way the currency amounts can be stored (in case of financial documents), as well as goods denominations (in case of sales receipts) etc. => Tako se mogu čuvati iznosi u valutama (za finansijksa dokumenta), nazivi artikla (za priznanice prodaje) i slično.
LL@(9026) Since it is sometimes useful to include this data (contained in the given docu the granular structure of the warehouse as an elementary (atomic) unit of reporting. => Pošto je ponekad korisno u analizu uključiti i ove podatke (koje sadrži konkretan dokument), pogodno je to omogućiti u skladištu.
LL@(9027) The selection of the granularity level is a critical decision of the architecture, since it restrains the possible analyses, while significantly affecting the performances. => Te podatke ćemo grupisati u poseban koncept: ~~~ Specifični podaci iz dokumenta Izgled šeme skladišta je prikazan na slici 2.
LL@(9028) For the purposes of the analyses in our case there are two levels of granularity that have to be covered. => Za potrebe analiza u našem slučaju postoji dva nivoa granularnosti koja trebaju biti pokrivena.
LL@(9029) For the analyses of the number of documents (per customer, departments, partners, etc.) the atomic element is the document. => Za analize broja dokumenata (po korisnicima, odeljenjima, partnerima, itd.) atomski element je dokument.
LL@(9030) For the analyses of the usage of the documents, the atomic element is the action (event) over a document (generation, transformation, view, etc.). => Za analize korišćenja dokumenata atomski element je akcija (događaj) nad nekim dokumentom (nastanak, izmena, pogled, itd.).
LL@(9031) The initial granulation is made possible by establishing measures over the Document table, whereas the second granulation is made possible by establishing measures over the Event table. => Prva granularnost omogućena je izgradnjom mera nad tabelom Dokument, dok je druga granularnost omogućena izgradnjom mera nad tabelom Event.
LL@(9032) Another critical element of the design is defining the time dimension. => Još jedan bitan element dizajna je i definisanje vremenske dimenzije.
LL@(9033) In our case, time can be shown in the granulation of day, month and year, as well as in the day of the week. => U našem slučaju, vreme se može prikazati u granularnosti dana, meseca i godine, kao i dana u nedelji.
LL@(9034) The time dimension is equal for both granulation levels. => Vremenska dimenzije je ista za oba nivoa granularnosti.
LL@(9035) In the Event table it refers to the time a certain action over the document is conducted, Figure 2. => 
LL@(9036) The schema of data warehouse BI DMS solution ment) into the analysis, an appropriate site to do it will be a warehouse. => 
LL@(9037) Such data will be grouped into a separate concept: Specific data from the document. while in the Document table the time refers to the time of the document creation (the time of creation in the organization, not the time of scanning and electronic archiving). => Za tabelu Event odnosi se na vreme dešavanja određenje akcije nad dokumentom, dok se za tabelu Dokument vreme odnosi na vreme nastanka dokumenta (vreme nastanka u organizaciji, a ne vreme skeniranja i elektronskog arhiviranja).
LL@(9038) The architecture of the warehouse schema is presented in Figure 2. => Tabele sa sufiksom Error su replike originalnih tabela koje nose samo podatke za koje je automatski pri Slika 2. [ema skladišta podataka BI DMS rešenja [ema je zvezdastog oblika (eng. star schema), gde je osnovna tabela Dokument, nad kojom se računaju mere dimenzionog modela.
LL@(9039) The schema is a star schema, where the basic table is the Document, over which the measures of the dimension model are computed. => Ova tabela ujedno određuje i granularnost skladišta, kao elementarnu (atomsku) jedinicu izveštavanja.
LL@(9040) The table simultaneously defines The tables with the Error suffix are the replicas of the original tables that contain only the data that are automatically found to contain errors or inconsistencies in the process of data clearing. => Izbor nivoa granularnosti je bitna odluka arhitekture, jer ograničava moguće analize, dok znatno utiče na performanse. mećeno da imaju greške ili nekonzistentnosti u procesu čišćenja podataka.
LL@(9041) They are kept because certain errors are impossible to remedy automatically. => One se čuvaju jer je neke greške automatski nemoguće otkloniti.
LL@(9042) Finally, the warehouse schema is designed in the relation model, using the MS SQL Server 2005 platform for database management. => Na kraju, šema skladišta je realizovana u relacionom modelu, koristeći MS SQL Server 2005 platformu za upravljanje bazom podataka.
LL@(9043) The data model is denormalized as related to the initial model from the transactional system, which is one of the defining characteristics of the data warehouse. => Model podataka je de normalizovan u odnosu na početni model iz transakcionog sistema, što je jedna od definirajućih karakterisitka skladišta podataka. 3.
LL@(9044) 3.2. ~~~ Building OLAP cubes To support the need for flexible ad-hoc reports, several OLAP cubes are defined and built. => Izrada OLAP kocki Da bi podržali potrebu za fleksibilnim ad-hoc izveštajima, definisane su i izgrađene nekoliko OLAP kocki.
LL@(9045) The role of the OLAP cubes is critical in obtaining reports promptly and making queries easily. => OLAP kocke imaju ključnu ulogu da obezbede brzo dobijanje izveštaja kao i lak način upita.
LL@(9046) The OLAP cubes are built over the data warehouse, creating specific multidimensional structures in which the measures are defined, pre-aggregated for performance purposes. => OLAP kocke su izgrađene nad skladištem podataka, kreirajući posebnu multidimenzionu strukturu u kojoj su definisane mere, koje su preagregirane radi performansi.
LL@(9047) The Analysis Services tools are used from the SQL Server 2005, with the HOLAP structure as the form of storage. => Korišćen je alat Analysis Services iz SQL Servera 2005, a kao oblik skladištenja HOLAP struktura.
LL@(9048) The example of OLAP cubes application will be presented further on in the paper. => Primer korišćenja OLAP kocki biće dat kasnije u radu. 3.
LL@(9049) 3.3. ~~~ Establishing ETL procedures In order that the data settle in the warehouse for further analysis, it is necessary that they should be retrived from the original sources and adjusted to the data warehouse schema. => Izrada ETL procedura Kako bi podaci nastanili skladište radi dalje analize, potrebno je da se podaci preuzmu iz originalnih izvora i da se prilagode šemi skladišta podataka.
LL@(9050) The data source for the BI DMS warehouse is the transactional base of the DMS application. => Izvor podataka za BI DMS skladište je transakciona baza DMS aplikacije.
LL@(9051) The base contains the preconditioned table structure for meta data in which the documents are described, as well as automatically generated tables for storing data from the concrete documents. => Ta baza sadrži predodređenu strukturu tabela za metapodatke, u kojima se opisuju dokumenti, kao i automatski generisane tabele koje čuvaju podetke sa konkretnih dokumenata.
LL@(9052) In the concrete execution of the ETL procedures it is necessary that the data source be defined for each data from the warehouse, as well as its required transformations. => Za konkretnu realizaciju ETL procedura potrebno je za svaki podatak iz skladišta odrediti izvor tog podatka, kao i potrebne transformacije istog.
LL@(9053) We will then proceed to systematiize the mapping of the data that require that ETL procedures be designed to load the warehouse. => U nastavku ćemo sistemtizovati mapiranje podataka za koje je potrebno napraviti ETL procedure koje će izvršiti popunjavanje skladišta.
LL@(9054) As the databases of different organizations using the DMS vary by the document structure, as well as by the field names, it is necessary that specific ETL procedures should be designed for every organization that introduces the business intelligence system. => Kako se baze podataka različitih organizacija koje koriste DMS sistem razlikuju po strukturi dokumenata, kao i nazivu polja, potrebno je izraditi posebne ETL procedure za svaku organizaciju koja uvodi sistem poslovne inteligencije.
LL@(9055) Since the warehouse structure is known, it is only needed to point out to concrete fields in the database where the data required for the warehouse is stored. => Kako je struktura skladišta poznata, zapravo je potrebno samo ukazati na konkretna polja u bazi podataka gde se čuvaju podaci potrebni za skladište.
LL@(9056) A special XML file is designed for the mapping which can define the data sources without having to design specific ETL procedures. => Za to mapiranje je napravljen poseban XML fajl kojim je moguće definisati izvore podataka bez dizajniranja posebnih ETL procedura.
LL@(9057) Using this XML file, the ETL procedures automatically retrieve the date fields out of the initial tables, namely those whose structure is not defined in advance. => Koristeći ovaj XML fajl, ETL procedure automatski izvlače polja datuma iz izvornih tabela, i to iz tabela čija struktura nije unapred određena.
LL@(9058) The da ta given in the XML file are the minimum required to carry out the ETL procedures over the concrete implementation of the DMS base. => Podaci koji se daju u XML fajlu su minimalni potrebni da bi se sprovele ETL procedure nad konkretnom implementacijom DMS baze.
LL@(9059) The same XML configuration file served to define other parametres, too, such as defining the connections over bases, or determining the table filters (document types) we need in our analyses, and hence in our warehouse. => Isti XML konfiguracioni fajl poslužio je i da se definišu drugi parametri, poput definisanja konekcije ka ba zama, ili određivanja filtera tabela (tipova dokumenta) koje želimo u analizama, pa samim tim i u skladištu.
LL@(9060) Another detail is important to mention in relation with the ETL procedures. => U vezi sa ETL procedurama, još jedan detalj je važno pomenuti.
LL@(9061) As these procedures are long-lasting, it is important to ensure that these procedures encumber the operational base of the transaction system as little as possible. => Kako su ove procedure dugotrajne, mora se obezbediti da je operativna baza transakcionog sistema što manje opterećena ovim procedurama.
LL@(9062) Hence the replicas of the tables from the sources are made prior to the execution of the ETL procedures, and the staging in the data transfer is designed. => Tako se pre izvršenja ETL procedura prvo pravi replika potrebnih tabela iz izvora, i tako pravi prelazna (Staging) faza transfera podataka.
LL@(9063) The replica of this base is deprived of any mechanism for referential integrity or other checks in integrity maintainance, since there are no data transformations in this interim database. => Replika ove baze je lišena svih mehanizama za referencijalni integritet i ostale provere za održavanje integriteta, pošto u ovoj međubazi podataka nema izmena podataka.
LL@(9064) This allows for the data to be retrieved from the operational base in a prompter way, and the procedures themselves continue to operate over the base replica. => Ovo obezbeđuje da se podaci brže izvuku iz operacione baze a same procedure nadalje rade nad replikom baze.
LL@(9065) Additionally, these procedures are conducted at night, when the need for the operational base is minimal. => Dodatno, ove procedure se izvršavaju noću, kada je potreba za operacionom bazom minimalna.
LL@(9066) The procedures to accomplish the data mapping from the source to the warehouse are designed in the Microsoft SQL Server 2005 environment, using the Integration Services tools. => Procedure koje će obaviti mapiranje podataka sa izvora u skladište rađene su u Microsoft SQL Server 2005 okruženju, koristeći alat Integration Services.
LL@(9067) 3.4. => 3.4.
LL@(9068) Quality of data A special problem arising in the building of data warehouse is the data quality. => Kvalitet podataka Poseban problem kod izgradnje skladišta podataka je i kvalitet podataka.
LL@(9069) Namely, a large number of records from the initial systems carry various errors, which, if not corrected, may affect the accuracy of the report to a large extent. => Naime, dosta zapisa iz izvornih sistema nose razne greške što, ako se ne sanira, može bitno uticati na tačnost izveštaja.
LL@(9070) As one of the founders of computer science, Charles Babbage, said: garbage at the entrance, garbage at the exit, which means that the quality of output reports is directly affected by the data quality in the input. => Kao što je jedan od očeva informatike, Čarls Bebidž, rekao: đubre na ulazu, đubre na izlazu, što preneseno znači da je kvalitet izlaznih izveštaja direktno pod uticajem kvalitetom podataka na ulazu.
LL@(9071) The problem is that the awareness of the need to improve the data quality comes not prior to designing the data gathering system, but after the already collected data are used. => Problem je što svest o potrebi za povećavanjem kvaliteta podataka ne dolazi pre projektovanja sistema za prikupljanje podatka, već nakon upotrebe već prikupljenih podataka.
LL@(9072) The business intelligence system is therefore one of the motivating agents forf focusing upon the data quality in the initial systems. => Sistem poslovne inteligencije je stoga jedan od motivatora da se u izvornim sistemima značajan akcenat stavi na kvalitet podataka.
LL@(9073) Most typical mistakes are the the wrongly spelt words. => Najčešće greške tiču se zamene slova.
LL@(9074) The computer understands the words Miloš and Milos as two different words, although people do not find (or do not see) this to be a mistake. => Reči Miloš i Milos za računar nisu iste, iako ljudi ne smatraju (ili ne primećuju) ovo greškom.
LL@(9075) In data processing or in the report, such names can be interpreted as different names. => U obradi podataka ili izveštaju, ovakva imena se mogu protumačiti kao različita.
LL@(9076) Sometimes even the size of the letters can make a difference, and the computer may interpret the words Beograd and beograd as two different words. => Ponekad čak razliku mogu napraviti i veličina slova, pa računar može različito protumačiti reči Beograd i beograd.
LL@(9077) The errors in dates are also very common. => Takođe dosta česte su i greške u datumima.
LL@(9078) They are most commonly caused by the different format of writing the date. => Najčešće su prouzrokovane različitim formatom zapisa datuma.
LL@(9079) Thus 1.20.2007. is not the same as 20.1.2007., or 20.1.2207.. => Tako nije isto 1.20.2007. sa 20.1.2007. i sa 20.1.2207.
LL@(9080) Additionally, such an error may be hidden, due to which the interpretation of the date 3.4.2007. may be ambiguous. => Dodatno, ovakva greška može biti i skrivena, pa pročitani datum 3.4.2007. ima dvosmisleno tumačenje.
LL@(9081) Errors are most commonly made when the user enters the data. => Greške su najčešće prouzrokovane pri unosu podataka, od strane korisnika.
LL@(9082) The user interface that allowed the incorrect data to be entered is, however, also responsible for the arror. => Ipak, za grešku je odgovoran i korisnički interfejs, koji je omogućio unos pogrešnog podatka.
LL@(9083) Although there are errors that cannot be prevented, a majority can. => Iako postoje greške koje se ne mogu sprečiti, nastanak većine se može znatno smanjiti.
LL@(9084) The concept of the Japanese firms Poka-yoke (Toyota) actually shows that it is possible that the systems themselves are created in such a manner that prevent any errors to be made. => Koncept japanskih firmi Poka-yoke (Toyota) upravo ukazuje na mogućnost da se sami sistemi prave tako da onemogućavaju nastanke greški.
LL@(9085) Well-conceptualized entry interfaces offer the user a limited input opportunity. => Dobro osmišljeni interfejsi za unos nude korisniku ograničenu mogućnost za unos.
LL@(9086) Besides, the predefined input format sets of allowed values are designed for every input field, which largely prevents the user from making an error. => Pored predodređenih formata unosa, prave se i skupovi dozvoljenih vrednosti za svako polje unosa, što korisnika umnogome onemogućava da napravi grešku.
LL@(9087) When errors are not prevented at the input, they can be identified in the system, which normally calls for a greater effort. => Kada se greške ne spreče na ulazu, one se mogu prepoznati u sistemu, za šta je obično poreban veći napor.
LL@(9088) It is of special importance that the data used in creating the report to be implemented in decision making be error-free, therefore specialsed procedures are created for clearing the identified and anticipated errors. => Kako je izostanak grešaka posebno bitan za pravljenje izveštaja koji će se koristiti za odlučivanje, kreiraju se specijalizovane procedure za čišćenje prepoznatih i anticipiranih grešaka.
LL@(9089) Such procedures are most commonly activated within or after the ETL process in order that the data warehouse should be as clean as possible. => Ove procedure se najčešće aktiviraju unutar ili nakon ETL procesa, kako bi skladište podataka bilo što je moguće čistije.
LL@(9090) It is, of course, important to eliminate errors in the initial transactional systems as well, although this requires more effort. => Naravno, poželjno je greške otklanjati i u izvornim transakcionim sistemima, mada je za to najčešće potrebno više napora.
LL@(9091) These efforts reduce the errors in the business intelligence systems to a minimum. => Ovim naporima se greške u sistemu poslovne inteligencije svode na minumim.
LL@(9092) A smaller number of errors remain hidden, i.e., correct in both the syntax and format, albeit, not in accord with reality. => Preostaje manji deo grešaka koje su skrivene, tj. koje su ispravne u sintaksi i formatu, ali ipak ne odgovaraju realnosti.
LL@(9093) Such errors are identified by the report users themselves and these errors are potentially dangerous. => Ovakve greške otkrivaju sami korisnici izveštaja i potencijalna su opasnost.
LL@(9094) In conclusion, the data quality can seriously affect the quality of the business intelligence reporting, therefore it is necessary that as high as possible a quality should be achieved. => Zaključno, kvalitet podataka je pojava koja znatno može uticati na kvalitet izveštavanja poslovne inteligencije, pa je zbog toga potrebno obezbediti što veći kvalitet.
LL@(9095) This should be conducted within the business intelligence system itself (healing treatment) as well as in the entire initial DMS system (prevention). => Na tome treba raditi kako u samom sistemu poslovne inteligencije (lečenje), tako i u celom izvornom DMS sistemu (preventiva).
LL@(9096) 4. => 4.
LL@(9097) User applications The user applications are the ultimate visible interface of the business intelligence system towards the user. => Korisničke aplikacije Korisničke aplikacije su krajnji vidljivi interfejs sistema poslovne inteligencije ka korisniku.
LL@(9098) They are the reason for all the efforts made in the phases of building the PI that precede them. => One su razlog svih napora u fazama izgradnje PI koje predhode njima.
LL@(9099) Directly implemented in the BI DMS solution are: predefined reports; dynamic reports, and the OLAP analysis with drill-down and drill through options, whereas the basis is set for further building of: key performance indicators (KPI) models for finding logics in the data (data mining), control boards (dashboards), etc. => U BI DMS rešenju direktno su implementirani: predefinisani izveštaji, dinamički izveštaji i OLAP analiza sa drill-down i drill-through mo gućnostima, dok je postavljena osnova za dalje izgrađivanje: ključnih indikatora performansi (KPI), modela za otkrivanje zakonitosti u podacima (data mining), kontrolnih tabli (dashboard), itd.
LL@(9100) The predefined and the dynamic reports offer the decisions makers a standard insight into the documentation. => Predefinisani i dinamički izveštaji pružaju donosiocima odluka standardni uvid u stanje dokumentacije.
LL@(9101) As the DMS is used by clients from various fields of business, the set of required reports appears to be clientspecific. ~~~ The situation is really more convenient as the Figure 3. => Kako se DMS sistem koristi kod klijenata iz različitih oblasti poslovanja, čini se da je skup potrebnih izveštaja specifičan za svakog klijenta.
LL@(9102) The report on document inflow into the company Figure 4. => 
LL@(9103) The report on the trends in offers, in closed contracts and in tenders insights into the documentation and standard reports are rather similar for different users. => Situacija je zapravo povoljnija, jer su pogledi na dokumentaciju i standardni izveštaji prilično slični kod različitih korisnika.
LL@(9104) The reports describe the conditions and the dynamics of the companys documentation, regardless of the concrete documents we have in mind. => Izveštaji opisuju stanje i dinamiku dokumentacije preduzeća, bez obzira o kojim konkretno dokumentima je reč.
LL@(9105) The reports built in such a way are rather useful in the future implementation of the BI DMS products. => Tako izgrađeni izveštaji su umnogome upotrebljivi kod budućih implementacija BI DMS proizvoda.
LL@(9106) The examples of the predefined reports are presented in Figures 3 and 4. => Primeri predefinisanih izveštaja dati su na slikama 3 i 4.
LL@(9107) The reports are designed on the SQL Server 2005 Reporting Services platform. => Izveštaji su izrađeni na platformi SQL Server 2005 Reporting Services.
LL@(9108) They show the quantity of documentation in use, as well as the trends over time. => Izveštaji prikazuju količine dokumentacije u upotrebi, kao i trendove kroz vreme. ~~~ Slika 3.
LL@(9109) The reports show various views on the maturity and usage of the companys documentation, classed by the document types, the time of creation/use, department, etc. => Izveštaj o prilivu dokumenata u preduzeće Slika 4. ~~~ Izveštaj o trendu ponuda, sklopljenih ugovora i raspisanih tendera Izveštaji prikazuju razne poglede na dospevanje i korišćenje dokumentacije preduzeća, izdvojeno po vrstama dokumenata, vremenu nastanka/korišćenja, odeljenjima, itd.
LL@(9110) The meaning of the report itself is the subject of interest of a concrete companys management, therefore they will not be described here, as they are presented as an illustration of the reporting capacity of a developed platform. => Samo značenje izveštaja je predmet interesa menadžmenta konkretnog preduzeća, pa ovde neće biti opisivani, pošto su prikazani kao ilustracija izveštajnih mogućnosti razvijene platforme.
LL@(9111) It is important to stress that the reports are presented in a tabular and graphic forms simultaneously, in order that they be more comprehensive to the end user. => Bitno je naglasiti da se izveštaji paralelno prikazuju u tabelarnom i grafičkom obliku, kako bi krajnjem korisniku bili što razumljiviji.
LL@(9112) The OLAP analysis is another user application over the data collected in the data warehouse. => OLAP analiza je još jedna korisnička aplikacija nad podacima prikupljenim u skladištu podataka.
LL@(9113) The OLAP analysis helps realize the ad-hoc queries, from the overall surveys to the detailed insights into the data, in order to obtain useful information interactively. => OLAP analizom se realizuju ad-hoc upiti, od sveukupnih pregleda do detaljnih uvida u podatke, kako bi se interaktivno došlo do korisnih informacija.
LL@(9114) A significant advantage of the OLAP analysis is the speed at which complex reports are generated, which is one of significant problem of the classical method of reporting. => Velika prednost OLAP analize je i brzina kojom se kompleksni izveštaji generišu, što je jedan od većih problema klasičnog načina izveštavanja.
LL@(9115) The OLAP cube, the basis of the OLAP analysis, is built by the SQL Server 2005 Reporting Services platform. => OLAP kocka, osnova OLAP analize, je izrađena platformom SQL Server 2005 Analysis Service.
LL@(9116) One example of how the OLAP cube is used through the Microsoft Excel Pivot table is presented in Figure 5. ~~~ Figure 5. ~~~ The example of the OLAP cube use through the Microsoft Excel Pivot table. => Primer korišćenja OLAP kocke kroz Microsoft Excel Pivot tabelu dat je na Slici 5. OLAP analiza se koristi kada nije poznato kakvim tačno izveštajem će se saznati nešto iz podataka.
LL@(9117) The OLAP analysis is used when we do not know which report will allow for us to learn something from the data. => Vođen jednim izveštajem, analitičar kreira sledeći ad-hoc izveštaj, kojim će bolje sagledati problem koji je uvideo na prvom izveštaju.
LL@(9118) Guided by one report, the analyst creates another adhoc report, to get a better insight into the problem he identified in the previous report. => Na taj način, od opšteg ka detaljnom prikazu (drill down), analitičar dolazi do konkretnih uzroka problema koji su vidljivi u podacima o dokumentaciji.
LL@(9119) It is in this way, from a generalized to a detailed description (drill down), the analyst gets to the concrete causes of problems identifiable in the data on documentation. => Pored drill-down funkcija, u kocki je omogućena i drill-through funkcionalnost, koja omogućuje da se iz izveštaja na najnižem nivou granularnosti pređe i u Slika 5.
LL@(9120) In addition to the drill-down function, the cube has the drill-through function that makes it possible to pass from the report on the lowest level of granulation to the transactional system (in this case, the DMS) and view the problem in the DMS base itself. => Primer korišćenja OLAP kocke kroz Microsoft Excel Pivot tabelu transakcioni sistem (u ovom slučaju DMS) i sagleda problem u samoj DMS bazi.
LL@(9121) For example, the reports may display a problem with a certain type of document in a certain period, and we can go directly from the report to the DMS application and see the image of the concrete document in which the problem is identified. => Na primer, na izveštajima se može uočiti problem sa određenim tipom dokumenta u određenom periodu, pa se sa izveštaja direktno može preći u DMS aplikaciju i videti slika konkretnog dokumenta kod koga je problem primećen.
LL@(9122) As mentioned above, there are other applications that can easily be built over this type of business intelligence system, such as key performance indicators and others. => Kao što je napomenuto, postoje i druge aplikacije koje se lako mogu izgraditi nad ovakvim sistemom poslovne inteligencije, poput ključnih indikatora performansi i drugih.
LL@(9123) The system can also be extended by new data gathered from initial systems. => Takođe, sistem se može proširiti i novim podacima koji bi se prikupljali iz izvornih sistema.
LL@(9124) Such superstructures are planned for further improvement of the BI DMS application. => Ovakve nadgradnje planirane su za dalje usavršavanje BI DMS aplikacije. 5.
LL@(9125) 5. ~~~ Nonfunctional requirements in the BI DMS Solution The basic functionality of the business intelligence system is to give the decision makers an insight into the business operations (in this case, the state of the documents), through a set of reports and analyses. => Nefunkcionalni zahtevi u BI DMS rešenju Osnovna funkcionalnost sistema poslovne inteligencije jeste da omogući donosiocima odluka uvid u stanje poslovanja (u ovom slučaju kroz stanje dokumentacije), kroz niz izveštaja i analiza.
LL@(9126) In order that such a system should function, it is necessary that attention be paid to the implicit nonfunctional queries. => Da bi ovakav sistem funkcionisao, bilo je potrebno obratiti pažnju i na nefunkcionalne zahteve koji se implicitno nameću.
LL@(9127) This primarily means the system response, which, it is believed, should not be longer than a few second for any report, regardless of its complexity. => Prvenstveno, tu se misli na odziv sistema, za koji se veruje da ne bi trebalo da bude veći od nekoliko sekundi za bilo koji izveštaj, bez obzira na njegovu kompleksnost.
LL@(9128) In addition, the presence of the business intelligence system must not endanger the operation of the transactional system and the business operations in general. => Dodatno, postojanje sistema poslovne inteligencije ne sme ugroziti rad transakcionog sistema i poslovanja uopšte.
LL@(9129) Finally, the user applications have to be intuitive and easy to work with, since the end users are not computer experts and may easily get demotivated to use the BI systems if these appear to be too complex. => Najzad, korisničke aplikacije moraju biti intuitivne i lake za rad, jer krajnji korisnici nisu informatički eksperti i mogu lako izgubiti motivaciju za korišćenje sistema PI ako su oni naizgeld previše kompleksni.
LL@(9130) Table 1 systematizes the efforts made to fulfill these nonfunctional requirements in the BI DMS solution. ~~~ 6. => U tabeli 1 sistematizovani su napori koji su učinjeni kako bi ovi nefunkcionalni zahtevi bili zadovoljeni u BI DMS rešenju. 6.
LL@(9131) Concluding remarks Working on this paper we acquired a significant experience in the field of the business intelligence systems implementation over the document data in the organization. => Zaključna razmatranja Trud na ovom radu proizveo je značajno iskustvo iz primene sistema poslovne inteligencije nad podacima o dokumentaciji organizacije.
LL@(9132) This experience further helped make new insights into the problems arising in the real implementations of the business intelligence and the solutions possible to apply in specific situations. => Iz ovih iskustava su se iskristalisali novi uvidi u probleme koji se javljaju u realnim implementacijama poslovne inteligencije i rešenjima koje je moguće primeniti u specifičnim situacijama.
LL@(9133) Finally, there remains a set of open-ended problems that can be further explored and solved, such as: measuring the indicators of the data quality and improvements of the automatic error identification, using the statistical tools and the tools used for processing a non-structured text; monitoring the BI system implementation and proposing new reports that would correspond to the identified patterns in user behaviors; creating a port for the access to the business in telligence functionalities; merging with the reporting system from other ar eas of business operations; implementation of methods and techniques for data mining, in order to identify the dependencies in the usage and creation of the company documents. ~~~ Achievements in these research paths would complete the vision of a successful implementation of the business intelligence in this area and further contribute to the theory and the practice in the business intelligence field. => Naposletku, ostaje određen skup otvorenih problema koje je moguće dalje istražiti i rešiti, poput: merenja pokazatelja kvaliteta podataka i poboljšavanja automatskog otkrivanja grešaka, a korišćenjem statističkih alata i alata za obradu nestruktuiranog teksta; praćenja korišćenja sistema PI i predlaganja novih izveštaja koji bi odgovarali otkrivenim obrascima ponašanja korisnika; pravljenja portala za pristup funkcionalnostima poslovne inteligencije; ujedinjenje sa sistemom izveštavanja iz ostalih delova poslovanja; primena metoda i tehnika za otkrivanje zakonitosti u podacima, kako bi se otkrile zavisnosti u korišćenju i nastanku dokumentacije u organizaciji; Uspeh na ovim pravcima istraživanja bi upotpunio viziju uspešne primene sistema poslovne inteligencije u ovoj oblasti i ponudio još veći doprinos nauci i praksi oblasti poslovne inteligencije.
LL@(9134) Nonfunctional requests System responds promptly to the rquest for reports Minimum encumberment of transaction systems User-friendly applications for non-computer expert personnel Easy implementation (adjustment) for a new DMS application user Implementation efforts Created indices over the critical attributes of the tables Denormalised tables in the warehouse Preagregation of data in the OLAP cube Staging base creation prior to transformation into warehouse Automatic starting ETL procedures at night Using MS Excel application in the OLAP analysis Retrieving the report from the internet browser, via web application Vizualisation of analyses in the form of graphs ETL procedures are adjusted by XML file transformation Clearing procedures are isolated as separate SQL files, easy to add new clearing procedures to Table 1. => Nefunkcionalni zahtev Brz odziv sistema na zahtev za izveštajima Minimalno opterećenje transakcionih sistema Korisničke aplikacije jednostavne za upotrebu za neinformatički kadar Laka implementacija (prilagođavanje) za novog korisnika DMS aplikacije Implementacioni napori Kreirani indeksi nad ključnim atributima tabela Denormalizovane tabele u skladištu Preagregacija podataka u OLAP kocki Pravljenje Staging baze pre transformacija u skladište Automatsko startovanje ETL procedura noću Korišćenje MS Excel aplikacije za OLAP analizu Pozivanje izveštaja iz internet brauzera, kroz veb aplikaciju Vizuelizacija analiza u obliku grafika ETL procedure se prilagođavaju izmenom XML fajla Procedure čišćenja su izolovane kao posebni SQL fajlovi, kojima je lako dodati nove procedure čišćenja Tabela 1.
LL@(9135) The Nonfunctional requirements and solutions in the BI DMS solution REFERENCE Š1Ë Čupić M., Suknović M. (2008), Odlučivanje, šesto iz danje, Fakultet organizacionih nauka, Beograd Š2Ë Zakon o elektronskom potpisu (2004), Republika Srbija, URL: http://www.parlament.sr.gov.yu/content/lat/akta/akta_detalji.asp?Id=190&t=Z Š3Ë Becejski-Vujaklija D., Delibašić B., Jovanović (2009), Business intelligence model for electronic documents archive, XXIII EURO konferencija, Bon, Nemačka Š4Ë Jovanović M., Delibašić B., Suknović M., BečejskiVujaklija D., Vukićević M. (2008), Primena poslovne inteligencije na oblast sistema upravljanja dokumentima SYMORG 2008 Š5Ë Inmon William (2005), Building the Data Warehouse, 4th ed, Wiley Publishing Š6Ë Kimbal R., Ross M. (2002), The Data Warehouse Toolkit, John Wiley & Sons Š7Ë Biere Mike (2003), Business Intelligence for the Enterprise, Prentice Hall PTR Š8Ë Chaudhuri S., Dayal U. (1997), An overview of data warehousing and OLAP technology, ACM SIGMOD Record 26, p65-74. => Nefunkcionalni zahtevi i rešenja u BI DMS rešenju LITERATURA Š1Ë Čupić M., Suknović M. (2008), Odlučivanje, šesto izdanje, Fakultet organizacionih nauka, Beograd Š2Ë Zakon o elektronskom potpisu (2004), Republika http://www.parlament.sr.gov.yu/content/lat/akta/akta_detalji.asp? ~~~ Id=190&t=Z Srbija, URL: Š3Ë Becejski-Vujaklija D., Delibašić B., Jovanović M (2009), Business intelligence model for electronic documents archive, XXIII EURO konferencija, Bon, Nemačka Š4Ë Jovanović M., Delibašić B., Suknović M., Bečejski-Vujaklija D., Vukićević M. (2008), Primena poslovne inteligencije na oblast sistema upravljanja dokumentima SYMORG 2008 Š5Ë Inmon William (2005), Building the Data Warehouse, 4th ed, Wiley Publishing Š6Ë Kimbal R., Ross M. (2002), The Data Warehouse Toolkit, John Wiley & Sons Š7Ë Biere Mike (2003), Business Intelligence for the Enterprise, Prentice Hall PTR Š8Ë Chaudhuri S., Dayal U. (1997), An overview of data warehousing and OLAP technology, ACM SIGMOD Record 26, p65-74. Š9Ë Larson Brian (2006), Delivering Business Intelligence with Microsoft SQL Server 2005, McGraw-Hill/Osborne Š10Ë Loshin David (2003), Business Intelligence:
LL@(9136) Š9Ë Larson Brian (2006), Delivering Business Intelligence with Microsoft SQL Server 2005, McGraw-Hill/Osborne Š10Ë Loshin David (2003), Business Intelligence: The Savvy Managers Guide, Morgan Kaufmann Š11Ë Turban E., Aronson J.E., Liang TP., Sharda R. (2007), Decision support and business intelligence systems, 8th edition, Pearson Prentice Hall Managerial implication of target costing UDC 005.51 ; 657.05 Prof.dr. Vesna Milićević, prof. ~~~ Dr. Bojan Ilić Faculty of Organizational Sciences, Belgrade In this paper we start from the multidimensional character of the companys objectives and the importance of achieving the targeted profit from the business success and the company development standpoints. => The Savvy Managers Guide, Morgan Kaufmann Š11Ë Turban E., Aronson J.E., Liang TP., Sharda R. (2007), Decision support and business intelligence systems, 8th edition, Pearson Prentice Hall Menadžerske implikacije ciljanog obračuna troškova UDK 005.51 ; 657.05 Prof.drVesna Milićević, prof.dr. Bojan Ilić Fakultet organizacionih nauka u Beogradu U radu se polazi od multidimenzionalnosti ciljeva preduzeća i od značaja ostvarenja cilljanog profita sa stanovišta poslovnog uspeha i razvoja preduzeća.
LL@(9137) We analyse the target costing and the way it is related to kaizen costing. => Analizira se ciljani obračun troškova i njegova povezanost sa kaizen obračunom troškova.
LL@(9138) We also present managerial implications of target costing in the conditions of a global economic crisis and recovery. => Date su menadžerske implikacije ciljanog obračuna troškova u uslovima svetske ekonomske krize i oporavka..
LL@(9139) The focus is on the managerial decision making related to costs reduction and achieving the targeted profit. ~~~ 1. => Akcenat je na donošenju menadžerskih odluka vezanih za sniženje troškova i ostvarenje ciljanog profita. 1.
LL@(9140) Introductory notes From the point of view of management, the objectives of a company can be defined as the future conditions that the company aims to achieve and towards which its activities are directed in order that the company should fulfill its basic purpose of existance. => Uvodna razmatranja Ciljevi preduzeća se mogu odrediti sa aspekta menadžmenta kao buduća stanja koja preduzeće namerava da ostvari i ka kojima su usmerene njegove aktivnosti da bi realizovalo svoju osnovnu svrhu postojanja.
LL@(9141) The objectives should be clear and realistic, the measurable ones being paid special attention in management. => Ciljevi bi trebalo da budu jasni i realni, a sa stanovišta upravljanja su naročito važni merljivi ciljevi.
LL@(9142) In almost every organization there is a hierarchy of objectives, based on the range of impact as well as on the time dimension; however, the long-term and the short-term dimensions are not absolute categories, but depend on both the type of production and the environment. => U skoro svakoj organizaciji je prisutna hijerarhija ciljeva, bazirana na širini uticaja i na vremenskoj dimenziji, mada dugoročnost i kratkoročnost nisu apsolutne kategorije, već zavise od vrste proizvodnje i od okruženja.
LL@(9143) It is of special importance that the objective should be attainable, having in mind the companys human, financial, physical and information resources, as well as the dynamics of economy and the complexity of the environment. => Od posebnog je značaja da cilj bude izvodljiv polazeći od raspoloživosti preduzeća u ljudskim, finansijskim,fizičkim i informacionim resursima, kao i od dinamike privrede i složenosti sredine.
LL@(9144) This context requires that the theory of the firm be analysed Š1Ë. => U ovom kontekstu je neophodno razmotriti teoriju firme (theory of the firm) Š1Ë.
LL@(9145) The theory of the firm was originally based on the assumption that the companys objective is to maximise the current or the short-term profit. => Prvobitno se teorija firme bazirala na pretpostavci da je cilj preduzeća da maksimizira tekući ili kratkoročni profit.
LL@(9146) The fact is, however, that the firm often sacrifies the current profit in favour of increasing the future, or long-term, profit. => Međutim, činjenica je da firma često žrtvuje tekući profit radi povećanja budućeg, odnosno dugoročnog profita.
LL@(9147) One good example are the expenditures for research and development, for new equipment, or for promotion. => Dobar primer za to su izdaci za istraživanje i razvoj, za novu opremu ili za promociju.
LL@(9148) As regards the fact that both the short-term and the long-term profits are important, the theory of the firm has it that the companys primary goal is to maximise the firm value, which is expressed as the present value (PV) of all the anticipated future profits, where profit is the difference between the total income and the total expenses. => S obzirom na činjenicu da su u suštini značajni i kratkoročni i dugoročni profit, danas je po teoriji firme primarni cilj preduzeća da maksimizira vrednost firme, koja se izračunava kao sadašnja vrednost (PV - Present Value) svih očekivanih budućih profita, pri čemu profit predstavlja razliku ukupnih prihoda i ukupnih troškova.
LL@(9149) The behavioural theory of the firm starts with the objectives of individual groups. => U okviru bihejviorističke teorije firme polazi se od ciljeva pojedinih grupa.
LL@(9150) The firm is regarded as a coalition of a number of groups: managers, shareholders, employees and customers, all of which have different interests. => Firma se posmatra kao koalicija više grupa: menadžera, akcionara, zaposlenih radnika i kupaca koji imaju različite interese.
LL@(9151) The objectives are essentially the result of resolving the conflicts within this coalition. => Ciljevi su u suštini rezultat razrešenja konflikata u okviru ove koalicije.
LL@(9152) The findings of the empiric research of the behavioural theory show that five goals are of special importance in making decisions as to the production and costs. => Rezultati empirijskih istraživanja bihejviorističke teorije ukazuju da je pet ciljeva od posebne važnosti kod donošenja odluke o proizvodnji i cenama.
LL@(9153) These are: production goals, sales goals, market share, the goal related to stocks and the profit-related goal Š2Ë. => To su: proizvodni cilj, prodajni cilj, tržišno učešće, cilj koji se odnosi na zalihe i cilj vezan za profit Š2Ë.
LL@(9154) The production goal, which largely presents the requirements of the coalition members directly involved in the production, does not only relate to the level of production, but also to the changes in various periods in terms of achieving steady employment and successful planning. => Proiz vodni cilj, koji u velikom stepenu predstavlja zahteve članova koalicije koji su direktno uključeni u proizvodnju, se ne odnosi samo na nivo proizvodnje, već i na promene u različitim periodima u smislu postizanja stabilne zaposlenosti i uspešnog planiranja.
LL@(9155) The managerial theories rise in the conditions of an increasing importance of the corporations market power, characterised by the separation of ownership and control over the capital. => Menadžerske teorije se javljaju u uslovima rastućeg značaja tržišne snage korporacija koje karakteriše odvajanje vlasništva i kontrole nad kapitalom.
LL@(9156) As regards the objectives of large corporations, J. K. Galbraith maintains that the actual decision-making power in corporations belongs to the technical, planning, and other specialized staff that introduce knowledge, talent and experience into the process of group decision-making Š3Ë. => J.K. Galbraith u vezi sa ciljevima velikih korporacija polazi od toga da stvarnu moć odlučivanja u korporacijama imaju pripadnici tehničkog, planerskog i drugog specijalizovanog osoblja koje unosi znanja, talenat i iskustvo u proces grupnog odlučivanja Š3Ë.
LL@(9157) According to this approach, the principal goals are the certain level of profit, i.e., the maximum growth rate, accompanied with earning the profit required for further investments. => Prema ovom pristupu glavni ciljevi su sigurna visina profita, odnosno maksimalna stopa rasta, zajedno sa stvaranjem profita koji je potreban za nova investiranja.
LL@(9158) The W. Baumol model includes the managers goal to maximise the sales profit, treating profit as a limitation. => Model W. Baumol-a uključuje cilj menadžera da se maksimizira prihod od prodaje, a profitu se pristupa kao ograničenju.
LL@(9159) In this sense, it is partly exogenously determined by the need to satisfy the shareholders, and partly by the companys internal requirements related to financing Š2Ë. => U ovom smisli on je delimično egzogeno determinisan potrebom da se zadovolje akcionari, a delimično internim zahtevima preduzeća vezanim za finansiranje Š2Ë.
LL@(9160) In the realistic conditions of the managers autonomy in managing a corporation, a large number of corporate objectives can be identified. => U realnim uslovima postojeće samostalnosti menadžera u upravljanju korporacijom prisutan je veći broj ciljeva preduzeća.
LL@(9161) P. Drucker specifies eight areas within which he suggests that managers should plan their business goals: 1) market position (planning goals that indicate a desired position in comparison to competition); 2) innovation (of products, services, knowledge, production methods); 3) productivity; 4) resources (physical and financial); 5) profitability; 6) managers activity and development; 7) the employees to financing work and attitudes and 8) responsibility towards society, especially to customers Š4Ë. => P. Drucker ističe osam područja u okviru kojih savetuje da menadžeri planiraju ciljeve poslovanja: ~~~ 1) pozicija na tržištu (planiranje ciljeva koji pokazuju poželjnu poziciju u odnosu na konkurente); 2) inoviranje (proizvoda, usluga, znanja, metoda proizvodnje); 3) produktivnost; 4) resursi (fizički i finansijski); 5) profitabilnost; 6) delovanje i razvoj menadžera; 7) rad i stavovi zaposlenih radnika i 8) odgovornost prema društvu, posebno prema kupcima Š4Ë.
LL@(9162) The importance of objectives for an organization is primarily reflected in their impact upon the managers decision-making, as well as upon exploiting the scarce resources available as efficiently as possible. => Značaj ciljeva za svaku organizaciju se pre svega ogleda u njihovom uticaju na donošenje odluka od strane menadžera, kao i na što efikasnije korišćenje raspoloživih ograničenih resursa.
LL@(9163) R. Marris argues that the primary goal of management is growth. => R. Marris ističe da je rast glavni cilj menadžmenta.
LL@(9164) It is important to note that the company can choose among a range of growth rates. => Bitno je imati u vidu da preduzeće može birati između različitih stopa rasta.
LL@(9165) Higher growth rates will mean more time and efforts in search of profitable investments, often more promotive activities towards the growth in demand, as well as a more intensive work in the fields of research and development. => Više stope rasta će podrazumevati više vremena i napora u potrazi za profitabilnim investicijama, a često i više promocije u cilju porasta tražnje, kao i intenzivniji istraživačko-razvojni rad.
LL@(9166) This means that a higher growth rate requires that a higher percentage of the current profit be allocated these promotivedevelopmental activities and investments into new capacities, which is where the importance of the level of earned profit stems from Š5Ë. => To znači da će za višu stopu rasta morati da se izdvoji veći procentualni deo tekućeg profita da bi se finansirale ove promotivno-razvojne aktivnosti i da bi se finansirale investicije potrebne za nove kapacitete, iz čega proizilazi važnost visine ostvarenog profita Š5Ë.
LL@(9167) It is important to point out that all the firm growth models assume that expansion requires a lot of financial means; the faster the growth rate, the more expensive the expansion. => Bitno je naglasiti da svi modeli rasta firme pretpostavljaju da je za ekspanziju potrebno dosta materijalnih sredstava, a ukoliko je brža stopa rasta, ekspanzija će biti skuplja.
LL@(9168) In the market conditions of economy, the outcomes of entrepreneurial function are valuated through the companys profit. => U tržišnim uslovima privređivanja ishodi preduzetničke funkcije se valorizuju kroz profit preduzeća.
LL@(9169) The profit category allows for the company to be assessed objectively and valued in the market that differentiates the companies as successful or unseccessful and is the arbitre of success in business. => Kategorija profita omogućava da se preduzeće objektivno ocenjuje i vrednuje preko tržišta koje vrši diferencijaciju na uspešne i neuspešne i prdstavlja arbitra uspešnosti poslovanja.
LL@(9170) Note that the profit maximization as a companys objective enables the company to survive, grow and develop. => Bitno je naglasiti da maksimizacija profita kao cilj preduzeća omogućava da se ostvari njegov opstanak, rast i razvoj.
LL@(9171) Generally, strategic objectives deal with the desires and conditions in which the company will operate over a longer period of time. => Generalno posmatrano, strategijski ciljevi se odnose na htenja i uslove u kojima će se preduzeće naći u dužem vremenskom periodu.
LL@(9172) Even so, they must not be arbitrary defined; they have to be clear enough to be taken into account when important managerial decisions are made. => Međutim, i pored toga ne smeju biti formulisani neodređeno, već moraju biti toliko jasni da mogu uticati na donošenje važnih upravljačkih odluka.
LL@(9173) Modern management insists that more recent methods of costing be used to achieve the planned objectives, primarily related to cost reduction and profitability. => Sa aspekta savremenog menadžmenta poželjno je da se koriste noviji metodi obračuna troškova radi dostizanja planiranih ciljeva, pre svega vezanih za sniženje troškova i za sferu profitabilnosti.
LL@(9174) It is important here to have in mind the complexity of cost tracking, of measuring and of increasing the company profitability Š6Ë. => Pri tome je bitno imati u vidu kompleksnost praćenja troškova, merenja i povećanja profitabilnosti preduzeća Š6Ë.
LL@(9175) In this context, it is important to understand the relationship between the target costing and the kaizen costing in the process of implementing modern approaches to cost and profit management, which is especially demanding in the condition of global economic crisis and recovery. => U ovom kontekstu je značajno sagledati povezanosi ciljanog obračun troškova i kaizen obračuna troškova u procesu realizovanja savremenih pristupa upravljanju troškovima i profitom, što je posebno zahtevno u uslovima svetske ekonomske krize i oporavka. 2.
LL@(9176) 2. ~~~ Relevance of kaizen costing A specific system of costing, kaizen costing is based on the kaizen concept. => Relevantnost kaizen obračuna troškova Kaizen obračun troškova (kaizen costing) kao specifičan sistem obračuna se bazira na konceptu kaizena.
LL@(9177) Kaizen (Kyzen) is a Japanese term, a specific combination of two words and literally means change (kai) in order to become good (zen). => Kaizen (Kyzen) je japanski termin koji predstavlja svojevrstan spoj dve reči i doslovno znači promena (kai) da bi se postao dobar (zen) .
LL@(9178) The cost management adopted the kaizen concept as a concept of permanent improvement, ewhich means the continuity and a long-term approach to change. => U menadžmentu troškova je danas prihvaćen koncept kaizena kao stalnog usavršavanja, što znači kontinuiranost i dugoročni pristup promenama.
LL@(9179) The kaizen strategy means slight, gradual improvements in a long-term perspective. => Kaizen strategija podrazumeva mala, postepena poboljšanja uz dugoročnu perspektivu.
LL@(9180) The philosophy underlying the kaizen idea is that each employee can contribute to the method of manufacturing a product and improve the companys operations in some way, therefore, a succession of slight improvements may in time cumulate into a significant increase in efficiency such as a large new investment. => Filozofija koja stoji iza ideje kaizena je da svi zaposleni mogu nečim doprineti načinu izrade proizvoda i boljem obavljanju poslovanja preduzeća, pa da niz malih poboljšanja može tokom vremena kumulirati u tako značajnom povećanju efikasnosti kao što bi bio slučaj sa jednom velikom novom investicijom.
LL@(9181) This could be visualized by a rising line representing the work productivity in a coordinate system where the x axis presents the time period, and the y axis presents productivity, contrary to single substantial improvements, such as inventions or investments into equipment, that are made at a definite moment and would be represented by a gradually rising line. => To bi moglo da se vizualizuje uzlaznom linijom koja predstavlja produktivnost rada u koordinatnom sistemu gde je na x osi vreme, a na y osi produktivnost, za razliku od jednokratnih velikih poboljšanja, kao što su invencije ili investicije u opremu koje se dešavaju u određenom vremenu, čemu bi odgovaralo predstavljanje stepenastom linijom.
LL@(9182) The key elements of kaizen are as follows: quality, effort, will for change and communication. => Ključni elementi kaizena su: kvalitet, napor, volja za promenom i komunikacija.
LL@(9183) The manager who accepts the kaizen supports the continual process of imcremental improvements within an organization. => Stav menadžera koji podrazumeva prihvatanje kaizena podržava kontinuelni proces inkrementalnih poboljšanja unutar neke organizacije.
LL@(9184) The fundamentals of kaizen model comprise five elements: team work, individual discipline, high level of ethics, quality circles and suggestions for improvements. => Osnova kaizen modela se sastoji od pet elemenata: timski rad, individualna disciplina, povišen moral, krugovi kvaliteta i sugestije za poboljšanja.
LL@(9185) These give three key aspects of keizen: elimination of waste products and inefficiency, the 5 S framework for good maintenance and standardization. => Iz ovoga proizilaze tri ključna aspekta kaizena: eliminacija škarta i neefikasnosti, 5 S okvir za dobro održavanje i standardizacija.
LL@(9186) The areas of the effects are quality management, cost management and logistics management. => Područja efekata su upravljanje kvalitetom, menadžment troškova i menadžment logistike.
LL@(9187) Through its impact upon manyfold functional parts of the organization, kaizen can eventually lead to a sustainable profit management. => Kroz uticaj na mnogostruke funkcionalne delove organizacije, kaizen može konačno dovesti do održivog upravljanja profitom.
LL@(9188) The organization should first reduce or eliminate waste products and inefficiency resulting from excessive production, surplus stocks, returned products, waiting, installation, transport. => Najpre bi organizacija trebalo da smanji ili eliminiše škart i neefikasnost koji su proizašli iz prekomerne proizvodnje, viška zaliha, vraćenih proizvoda, čekanja, montaže, transporta.
LL@(9189) The next building block, good maintenance is achieved through the 5 S (in Japanese): (1) seiri cleaning up in the sense of keeping only what is necessary for work to be done and what contributes to work simplification; (2) seiton tidiness as increased efficiency by allocating material, equipment, etc; (3) seiso cleanliness, so that everything looks appropriate and attractive; (4) seiketsu - putting to order in the sense of regularity and institutionalization of keeping things clean and organized as part of visual management; and (5) shitsuke discipline referring to individual responsibility Š7Ë. Standardization of practice is still very important, and management is in charge of the the standards. => Dobro održavanje kao sledeći gradivni blok se postiže kroz 5 S (na japanskom): (1) seiri pospremanje u smislu odvajanja samo onog što je neophodno za rad i doprinosi simplificiranju rada, (2) seiton urednost kao povećanje efikasnosti putem alokacije materijala, opreme itd., (3) seiso čistoću tako da sve izgleda prikladno i atraktivno, (4) seiketsu dovođenje u red u smislu regularnosti i institucionalizacije držanja stvari čistim i organizovanim kao deo vizuelnog menadžmenta i (5) shitsuke - disciplinu koja se odnosi na pojedinačnu odgovornost Š7Ë. ~~~ Standardizacija prakse je dalje veoma bitna, a menadžment je zadužen za poboljšanje standarda.
LL@(9190) Moreover, improving top management plays an important role in ensuring that kaizen, 5 S, and work standardization are widely implemented and coordinated, alongside the strict selfdiscipline of all employees, and their mutual collaboration. => Pri svemu ovome vrhovni menadžment igra značajnu ulogu u staranju o široko rasprostranjenoj primeni i koordinaciji kaizena, 5 S i standardizacije rada, uz veliku samodisciplinu svih zaposlenih, ali i njihovu međusobnu saradnju.
LL@(9191) This is essentially a process-oriented management style, which has its vital behaviouristic dimension. => U suštini se radi o procesno orijentisanom stilu menadžmenta, što ima svoju bitnu biheviorističku dimenziju.
LL@(9192) The implementation of the kaizen strategy brings the change in the employee behaviour in its wake. => U realizaciji kaizen strategije dolazi do promena ponašanja zaposlenih.
LL@(9193) As regards the cost management, it is important that kaizen costing has a mission of cost reduction. => Sa stanovišta menadžmenta troškova bitno je da kaizen obračun troškova ima misiju snižavanja troškova.
LL@(9194) This is the system of costing that focuses upon reducing costs in the manufacture phase as part of the overall life cycle of the product. => To je sistem obračuna troškova koji se usredsređuje na snižavanje troškova u fazi proizvodnje kao delu celokupnog životnog ciklusa proizvoda.
LL@(9195) Since the term kaizen in Japanese means slight incremental improvement of the process, rather than improvements through large-scale innovations, this is a reasonable approach to the manufacture phase, where big changes would incur high costs. => Pošto kaizen kao termin na japanskom znači mala inkrementalna poboljšanja procesa pre nego poboljšanja kroz velike inovacije, ovo predstavlja razuman pristup za fazu proizvodnje, gde bi velike promene zahtevale visoke troškove.
LL@(9196) The cost reduction goals mean continual engagement, that is, comparing target costs with actual amounts of reduced costs. => Ciljevi sniženja troškova podrazumevaju kontinuelno angažovanje, odnosno uporedjivanje ciljanih troškova sa stvarnim iznosima sniženih troškova.
LL@(9197) Here, it is especially important that the employees know how to improve the processes, as well as that they are responsible in achieving standards of cost reduction. => Pri tome je posebno značajno znanje radnika o tome kako da se poboljšaju procesi, kao i njihova odgovornost prilikom dostizanja standarda sniženja troškova.
LL@(9198) In case the amounts of targeted cost reduction are not achieved, an investigation is needed. => Istraživanje je potrebno izvršiti ukoliko iznosi ciljanog sniženja troškova nisu dostignuti.
LL@(9199) Problems may arise in cases of hard pressure upon the employees as well as due to managerial focusing upon details. => Problemi mogu nastati zbog velikog pritiska na zaposlene i zbog menadžerskog fokusiranja na detalje.
LL@(9200) In Toyota, a successful Japanese company, kaizen used to be stressed as a starting point for new reasoning and as an inspiration for high quality products and services focused on customers, which ultimately lead to a global business success Š8Ë. => U uspešnoj japanskoj kompaniji Toyota kaizen je istican kao polazište za novo razmišljanje i kao inspiracija za proizvode i usluge visokog kvaliteta fokusirane na kupce, što je u krajnjoj instanci doprinelo poslovnom uspehu globalnih razmera Š8Ë.
LL@(9201) The essence of kaizen is expressed in the following slogans: All roads lead to continual improvements and Always better rather than the best. => Suština kaizena je sažeta u sledečim sloganima: ~~~ Svi putevi vode ka kontinuiranim poboljšanjima i Uvek bolji pre nego najbolji. 3.
LL@(9202) 3. ~~~ Target costing and managerial decision making Target Costing (TC) is a method of cost and profit planning focusing upon products with discrete processes of production towards reducing costs to targeted levels in one plan cycle. => Ciljani obračun troškova i menadžersko odlučivanje Ciljani obračun troškova (TC - Target Costing) je metod planiranja troškova i profita koji se fokusira na proizvode sa diskretnim procesima proizvodnje da bi se snizili troškovi do ciljanih nivoa u jednom planskom ciklusu.
LL@(9203) It takes into account the assumed customers ability to pay, that is, market prices. => On uzima u obzir pretpostavljenu sposobnost kupaca da plate, odnosno formiranje tržišnih cena.
LL@(9204) Since this way starts from target profit, the target costs may not be exceeded. => Pošto se na ovaj način polazi od ciljanog profita, ciljani troškovi se ne smeju premašiti.
LL@(9205) The order of steps and the way of thinking in pricing the product in case of target costing differ from the traditional costing to a large extent. => Kod ciljanog obračuna troškova redosled koraka i način razmišljanja o određivanju troškova proizvoda se znatno razlikuju od tradicionalnog obračuna troškova.
LL@(9206) First and foremost, the marketing research does not stop in the starting phase prior to the product specification, but is run continually throughout the target costing process. => Pre svega, istraživanje marketinga se ne završava u početnoj fazi pre specifikacije proizvoda, već se odvija kontinuirano tokom čitavog procesa ciljanog obračuna troškova.
LL@(9207) Besides, more time is consumed in the specification phase and the product design phase in order to minimize the demand for changing the product design in the course of the production process when this is considerably more expensive. => Pored toga, više vremena se utroši u fazi specifikacije i projektovanja proizvoda da bi se minimizirala potreba za promenom dizajna proizvoda u toku procesa proizvodnje, kada je to mnogo skuplje.
LL@(9208) Generally, target costing uses a modified concept of the overall life cycle of a product or a service. => U celini posmatrano, kod ciljanog obračuna troškova primenjuje se modifilovani koncept celokupnog životnog ciklusa proizvoda ili usluge.
LL@(9209) This means that the costs of product maintenence and costs of getting rid of it are also included. => To znači da su uključeni i troškovi održavanja proizvoda i oslobađanja od njega.
LL@(9210) The target sales price of a product/service Stc, as well as the target scope of realized products/delivered services are determined. => Određuje se ciljana prodajna cena proizvoda/usluge Stc i ciljani obim realizovanih proizvoda/pruženih usluga.
LL@(9211) The target profit margin Ptc results from a long-term profit analysis and is usually based on the returns on income from sales, since this ratio is most easily brought into relation with profitability for any product/service. => Ciljana margina profita Ptc rezultira iz analize profita na dugi rok i obično je bazirana na prinosu na prihod od prodaje zato što se ovaj racio može najbliže dovesti u vezu sa profitabilnošću za svaki proizvod/uslugu.
LL@(9212) The target cost Ctc is the difference between the target sales price of the product and the target profit margin. => Ciljani trošak Ctc je razlika između ciljana prodajne cene proizvoda i ciljane margine profita.
LL@(9213) These relations are expressed by the following equation: Ctc = Stc Ptc Target costing is done for each product component too. => Ove relacije su predstavljene u sledećoj jednačini: ~~~ Ctc = Stc - Ptc. ~~~ Takođe se određuju ciljani troškovi za svaku komponentu proizvoda.
LL@(9214) This is the area of value engineering, which here represents the process of re-examining each of the product components in order to find out whether its costs could be reduced while retaining its functionality and its existing performances. => To je domen inženjeringa vrednosti, koji ovde predstavlja proces preispitivanja svake komponente proizvoda da bi se odredilo da li njeni troškovi mogu biti smanjeni uz zadržavanje funkcionalnosti i postojećih performansi.
LL@(9215) In some cases the design may be changed, the materials used in manufacturing may be replaced or production processes may be redesigned. => U nekim slučajevima se može izmeniti dizajn, zameniti materijali korišćeni u proizvodnji ili se vrši redizajniranje proizvodnih procesa.
LL@(9216) In practice, several iterations of value engineering are usually necessary in order that the final target costs are defined. => U praksi je obično potrebno nekoliko iteracija inženjeringa vrednosti da bi se odredili finalni ciljani troškovi.
LL@(9217) The strategy orientation and the holistic approach are evident in building crossfunctional teams whose members come from all business paths. => Strategijska orijentacija i holistički pristup su evidentni kod formiranja kros-funkcionalnih timova čiji su članovi iz svih poslovnih funkcija.
LL@(9218) There are also the external representatives of the value chain sections. => Pored toga, tu su i eksterni predstavnici delova lanca vrednosti.
LL@(9219) The company establishes long-term business relations with them. => Sa njima preduzeće uspostavlja dugoročne odnose.
LL@(9220) Of special importance is the role of suppliers who may be requested to reduce the costs of certain components if necessary. => Posebno je značajna uloga snabdevača od kojih se može tražiti da snize troškove pojedinih komponenti ukoliko je to potrebno.
LL@(9221) This can result into the supply chain management which develops long-term cooperation between the business customers and the suppliers, the one that will be fruitful for both parties. => Ovo može rezultirati u menadžmentu lanca snabdevanja kojim se razvijaju dugoročni kooperativni odnosi između poslovnih kupaca i dobavljača koji će doneti obostrane koristi.
LL@(9222) When implemented, target costing may cause certain difficulties, primarily in the communication among various parties involved in both the process and the employee motivation. => U primeni ciljani obračun troškova može prouzrokovati određene teškoće, pre svega u komunikaciji između različitih strana uključenih u proces i u motivaciji zaposlenih.
LL@(9223) It is successfully implemented not only in a large number of Japanese companies, but also in companies worldwide, as a broader approach to cost management and profit planning (e.g., in Eastman, Kodak and Boeing companies) Š9, 10Ë. => On se uspešno primenjuje u mnogim japanskim kompanijama, a kao širi pristup mendžmentu troškova i planiranju profita i u preduzećima širom sveta (npr. u kompanijama Eastman Kodak i Boeing) Š9, 10Ë .
LL@(9224) On the basis of research and comparison of more recent methods of costing, a conclusion can be drawn that target costing is a tool directly resulting from highly competitive markets in a variety of industries. => Na bazi istraživanja i kompariranja novijih metoda obračuna troškova možemo zaključiti da ciljani obračun troškova predstavjla alat koji je direktno rezultirao iz veoma konkurentnih tržišta u mnogim privrednim delatnostima.
LL@(9225) It is implemented to determine the desired costs of the product on the basis of the given competitive price, so that the product should yield a desired profit. => Njime se određuju poželjni troškovi proizvoda na bazi date konkurentske cene, tako da proizvod donese željeni profit.
LL@(9226) In this way, the cost is determined by the price. => Na ovaj način trošak je determinisan cenom.
LL@(9227) The company using target costing must frequently apply strict measures of cost reduction or redesign the product or production process to remain profitable with the given market price. => Preduzeće koje koristi target costing mora često da primenjuje striktne mere redukcije troškova ili da redizajnira proizvod ili proces proizvodnje da bi uspelo da uz datu tržišnu cenu ostane profitabilno.
LL@(9228) Target costing encourages the firm to become more competitive, especially in industries where even smallest differences in prices attract the customers towards lower-price products. => Ciljani obračun troškova podstiče firmu da bude konkurentnija, posebno u delatnostima gde čak i male razlike u ceni privlače kupce ka proizvodima sa nižom cenom.
LL@(9229) A good example of an industry implementing TC is the production of cameras. => Dobar primer za industriju koja primenjuje TC je proizvodnja foto aparata.
LL@(9230) The camera producers such as Minolta know the market price of each production line of the cameras they produce, therefore they redesign the product (for example, add/take out certain properties, use less expensive parts and materials) and redesign the production process in order to reduce production costs to previously defined target costs Š11Ë. => Proizvođači foto aparata kao što je Minolta, znaju tržišnu cenu za svaku liniju kamera koje proizvode, tako da oni redizajniraju proizvod (na primer dodaju/oduzimaju određene karakteristike, koriste jeftinije delove i materijale) i redizajniraju proizvodni proces da bi reducirali proizvodne troškove do unapred određenih ciljanih troškova Š11Ë.
LL@(9231) The automobile industry also uses the TC Š12Ë. => U automobilskoj industriji se takođe koristi TC Š12Ë.
LL@(9232) The Toyota company introduced the method of target costing in 1960s to achieve high quality and desired properties of products, at competitive prices. => Kompanija Toyota je kao metod uvela ciljani obračun troškova šezdesetih godina 20. veka da bi njime postigla visok kvalitet i željene karakteristike proizvoda po konkurentnoj ceni.
LL@(9233) It is well known that Toyota is one of the leading automobile producers in the world, which was evident in the conditions of the global economic crisis too. => Poznato je da je Toyota među vodećim svetskim proizvođačima automobila, što se pokazalo i u uslovima globalne ekonomske krize.
LL@(9234) This company is very successful in placing high quality vehices at competitive prices. => Ova kompanija uspešno plasira visoko kvalitetna vozila po konkurentnim cenama.
LL@(9235) It is important to note that target costing is an approach in which cost management plays an important role. => Bitno je naglasiti da ciljani obračun troškova predstavlja pristup u kome menadžment troškova igra veliku ulogu.
LL@(9236) In implementing target costing the company plans, or designs the product to achieve the desired profit, fulfilling the expectations of customers as to the quality and the properties of the product. => Korišćenjem ciljanog obračuna troškova preduzeće planira, odnosno projektuje proizvod da bi ostvarilo željeni profit uz zadovoljenje očekivanja kupaca vezanih za kvalitet i za karakteristike proizvoda.
LL@(9237) The balancing of costs, properties and quality is effected through designing, manufacturing, sales and servicing the product, but the stress is on the first phase, the design. => Balansiranje troškova, karakteristika i kvaliteta se odvija kroz projektovanje, proizvodnju, prodaju i servisiranje proizvoda, ali ima naglasak u prvoj fazi, projektovanju.
LL@(9238) When the alternatives in this area are analysed and the selection is accomplished, Toyota is shown to have a maximum flexibility in selecting the options that affect the production and all the other costs of the product, such as the costs related to the customer service and technical guarantee. => Kada se alternative u ovom području ispitaju i izvrši selekcija, Toyota ima maksimalnu fleksibilnost za izbor opcija koje utiču na proizvodne i sve ostale troškove proizvoda, kao što su troškovi vezani za servis kupcima i za tehničku garanciju.
LL@(9239) When the product design has been completed and the production starts, the cost consequences of the selection of properties and production methods are fixed until the next change in the model. => Pošto se projektovanje proizvoda završi i počne proizvodnja, troškovne posledice izbora karakteristika i metoda proizvodnje su utvrđene do sledeće promene modela.
LL@(9240) As a result, the development of proper, cost effective design is of critical importance. => Kao rezultat, razvoj dobrog, troškovno efektivnog projektovanja je kritičan.
LL@(9241) In this way, the concept of target costing stresses the application of the designing process to improve the product and reduce costs, that is, with time and material saving. => Na ovaj način koncept ciljanog obračuna troškova stavlja naglasak na koriščenje procesa projektovanja da bi se poboljšao proizvod i snizili troškovi, odnosno uz uštedu vremena i materijala.
LL@(9242) From the managerial point of view, target costing is a technique that assumes that the company defines the allowed, or permissible, i.e., target costs for a product or a service starting from the given market price, so that it should earn a desired profit, which is especially applied in the conditions of global competition and the customers increased expectations. => Sa menadžerskog aspekta, ciljani obračun troškova je tehnika koja podrazumeva da preduzeće određuje dozvoljene, odnosno dopustive, tj. ciljane troškove za proizvod ili uslugu polazeći od date tržišne cene, tako da može da ostvari željeni profit, što se posebno primenjuje u uslovima globalne konkurentnosti i povećanih očekivanja kupaca.
LL@(9243) The company has at disposal two options to reduce costs to the target cost level. => Preduzeće ima dve opcije da snizi troškove do ciljanog troškovnog nivoa:
LL@(9244) 1) by introducing new production technology, by implementing advanced cost management techniques, such as activity based costing and by achieving higher productivity; 2) by redesigning a product or a service, since decisions related to designing affect the whole life cycle of costs and can contribute to a significant reduction in total costs. => 1) uključivanjem nove proizvodne tehnologije, korišćenjem naprednih tehnika menadžmenta troškova, kao što je obračun troškova na bazi aktivnosti i ostvarenjem veće produktivnosti; 2) redizajniranjem proizvoda ili usluge, pošto odluke vezane za projektovanje utiču na ceo životni ciklus troškova i mogu doprineti znatnom sniženju ukupnih troškova.
LL@(9245) A large number of companies implement both options. => Mnoga preduzeća primenjuju obe opcije.
LL@(9246) The target costing, having a clearly set objective, is shown to motivate both the managers and the employees. => Pokazalo se da ciljani obračun troškova, pošto ima jasno postavljen cilj, deluje motivišuće i na menadžere, i na zaposlene.
LL@(9247) In the designing process, a large number of automobile, software and other commodity producers have to determine a number and type of properties that will be included into periodical updating and modernizations using cost and market analyses. => Veliki broj proizvođača automobila, softvera i mnogih potrošnih dobara moraju da odrede u procesu projektovanja broj i tip karakteristika koje će uključiti u periodično ažuriranje i modernizovanje korišćenjem troškova i tržišnih razmatranja.
LL@(9248) The target costing, based on the functionality and cost analysis is found to be an appropriate managerial tool for these companies. => Ciljani obračun troškova, baziran na analizi balansa funkcionalnosti i troškova, predstavlja odgovarajući menadžerski alat za ova preduzeća.
LL@(9249) Target costing is implemented by an increasing number of companies worldwide: Toyota, Honda Motor Company, Boeing, Intel Š13Ë. => Rastući broj preduzeća u svetu koristi ciljani obračun troškova : ~~~ Toyota, Honda Motor Company, Boeing, Intel Š13Ë.
LL@(9250) Thus they compete on the basis of price and functionality defining. => Oni na ovaj način konkurišu na bazi određivanja cena i funkcionalnosti.
LL@(9251) Target costing can also be viewed from the aspect of its individual phases. => Ciljani obračun troškova se može posmatrati i sa aspekta pojedinih njegovih faza.
LL@(9252) The analysis of the target costing implementation shows that it is conducted in five steps: 1) defining market cost; 2) determining desired profit; 3) computing target cost; 4) implementing value engineering to identify the ways of reducing production costs; 5) implementing kaizen costing and operational control for further cost reductions Š14Ë. => Analiza primene pristupa ciljanog obračuna troškova pokazuje da se on odvija u pet koraka: ~~~ 1) određivanje tržišne cene; 2) utvrđivanje poželjnog profita; 3) izračunavanje ciljanog troška; 4) korišćenje inženjeringa vrednosti da bi se identifikovali načini da se snize proizvodni troškovi; 5) primena kaizen obračuna troškova i operativne kontrole za dalje redukovanje troškova Š14Ë.
LL@(9253) Often, we deal with two approaches to the profit determining itself. => Često su prisutna dva pristupa samom određivanju profita.
LL@(9254) The desired profit is usually determined by the product unit, which means that, if the product price falls proportionally, the profit will remain unchanged after the change in the price, presuming that the quantity of target cost falls, and the products sold does not change for the company. => Obično se određuje poželjan profit po jedinici proizvoda, što podrazumeva da, ukoliko cena proizvoda pada, i ciljani trošak opada proporcionalno, tada će profit ostati nepromenjen posle promene cene, uz pretpostavku da se za preduzeće količina prodatih proizvoda ne menja.
LL@(9255) The other approach is determining the desired profit as a percentage of returns on sales. => Drugi pristup je određivanje poželjnog profita kao procentualnog dela prihoda od prodaje.
LL@(9256) Target costing implements the value engineering to reduce product costs by analysing the balance among different types of production functionality, or cost characteristics, and especially total production costs. => Inženjering vrednosti se koristi u ciljanom obračunu troškova da bi se snizili troškovi proizvoda analizira njem ravnoteže između različitih tipova proizvodne funkcionalnosti, odnosno karakteristika troškova, a posebno ukupnih proizvodnih troškova.
LL@(9257) An important first step in value engineering is the customer analysis in the new or modified product designing phase. => Značajan prvi korak u inženjeringu vrednosti je obavljanje analize potrošača u fazi projektovanja novog ili izmenjenog proizvoda.
LL@(9258) The customer analysis identifies the customers critical preferences that determine the desired functionality of the new product. => Analiza potrošača identifikuje kritične preference potrošača koje određuju željenu funkcionalnost novog proizvoda.
LL@(9259) The type of value engineering to be implemented will depend on the product functionality. => Tip inženjeringa vrednosti koji se koristi zavisi od funkcionalnosti proizvoda.
LL@(9260) In case of one group of products, including automobiles, software, and varied products of electronics such as cameras, audio and video equipment, functionality can be added or withdrawn in a relatively easy manner. => Za jednu grupu proizvoda, uključujući automobile, softver i mnoge proizvode potrošačke elektronike kao što su kamere, audio i video oprema, funkcionalnost se može dodati ili oduzeti relativno lako.
LL@(9261) These products often appear in new models or are innovated, therefore the customers preferences change. => Ovi proizvodi imaju česte nove modele ili se inoviraju, pa se preference kupaca menjaju.
LL@(9262) The manufacturer selects a group of properties that will be incorporated into each new model of the product. => Proizvođač bira grupu karakteristika koje će uključiti u svaki novi model proizvoda.
LL@(9263) For the other group of products, functionality is designed as part of the product, rather than added to it. => Za drugu grupu proizvoda funkcionalnost se pre pojektuje u proizvod, a ne dodaje se.
LL@(9264) This is true for specialized equipment, e.g., construction equipment, heavy specialized medical equipment. => To se odnosi na specijalizovanu opremu, na primer na građevinsku opremu, na teške kamione, na specijalizovanu medicinsku opremu.
LL@(9265) Contrary to the former group, here the preferences of customers, the professionsl customers, are relatively constant. => Za razliku od prve grupe, ovde su preference kupaca, koji su profesionalni kupci, relativno stabilne.
LL@(9266) It is logical that target costing is more useful to the products of the former group, since the company is more independent in dealing with a larger number of characteristics/properties. => Logično je da je ciljani obračun troškova korisniji za proizvode prve grupe, pošto preduzeće ima više samostalnosti oko većeg broja karakteristika.
LL@(9267) A usual type of value analysis in such companies is the functional analysis as a process of examining the performances and costs of each of the product properties and functions. => Uobičajen tip analize vrednosti u ovim firmama je funkcionalna analiza kao proces istraživanja performansi i troškova svake važne karakteristike i funkcija proizvoda.
LL@(9268) The aim of the analysis is to determine the desired balance of functionality and costs. ~~~ The desired level of performances for each function is achieved by keeping the costs of all the functions below the target costs level. => Cilj analize je da se odredi poželjni balans funkcionalnosti i troškova. @eljeni nivo performansi za svaku funkciju se dostiže uz držanje troškova svih funkcija ispod nivoa ciljanih troškova.
LL@(9269) Benchmarking is often used in this phase to determine which properties ensure competitive advantage to the company Š15Ë. => Benčmarking se često koristi u ovoj fazi da bi se odredilo koje karakteristike obezbeđuju preduzeću konkurentske prednosti Š15Ë.
LL@(9270) The examples for this are the Olympus and the Nissan companies Š16, 17Ë. => Primer su kompanije Olympus i Nissan Š16, 17Ë.
LL@(9271) It is characteristic that the Nissan company, one that has both internal and external suppliers of parts and components, implements target costing on both levels the level of costs and the component level. => Karakteristično je da se u kompaniji Nissan, koja ima i interne, i eksterne izvore snabdevanja za delove i komponente, ciljani obračun troškova koristi na oba nivoa proizvoda i komponenti.
LL@(9272) The design analysis is a usual form of value engineering for the products in the latter group, the industrial and specialized products. => Analiza projektovanja je uobičajena forma inženjeringa vrednosti za proizvode druge grupe, industrijske i specijalizovane proizvode.
LL@(9273) The designing team prepares several possible designs of a product, each of which has trucks, similar properties, with different levels of performances and different costs. => Tim za projektovanje priprema nekoliko mogućih dizajna proizvoda, od kojih svaki ima slične karakteristike, sa različitim nivoima performansi i različitim troškovima.
LL@(9274) Benchmarking and the value chain analysis help in the selection of design which includes both low costs and competition. => Benčmarking i analiza lanca vrednosti pomažu u izboru dizajna koji podrazumeva i niske troškove, i konkurentnost.
LL@(9275) The designing team works together with the cost management experts to identify the design that best satisfies the customers preferences, but does not exceed target costs. => Tim za projektovanje radi zajedno sa stručnjacima za menadžment troškova da bi izabrali onaj dizajn koji najbolje zadovoljava preference kupaca, a ne prelazi ciljane troškove.
LL@(9276) It is characteristic that the implementation of target costing means the collaboration of cost managers, product designers, supply managers, production managers and marketing managers, all towards an understanding of costs of different characteristics and options. => Karakteristično je da u primeni ciljanog obračuna troškova uspešno zajedno rade menadžeri troškova, dizajneri proizvoda, menadžeri nabavke, proizvodni menadžeri i marketing menadžeri uz težnju ka razumevanju troškova različitih karakteristika i opcija.
LL@(9277) This means an affirmation of crossfunctionality, which may even lead to the change in organizational culture. => To znači afirmaciju kros-funkcionalnosti, koja vodi i do promene organizacione kulture.
LL@(9278) The fifth step in target costing is the implementation of kaizen, as well as operational control to further reduce the costs. => Peti korak u ciljanom obračunu troškova je korišćenje kaizena, kao i operativne kontrole da bi se dalje snizili troškovi.
LL@(9279) Kaizen is conducted in the production phase after the effects achieved by value engineering and by an improved design, when new production methods, managerial approaches such as total quality control, but also new managerial techniques related to operational control are developed. => Kaizen se odvija u proizvodnoj fazi nakon efekata koji su postignuti inženjeringom vrednosti i poboljšanim projektovanjem, kada se razvijaju novi metodi proizvodnje, menadžerski pristupi kao što je upravljanje totalnim kvalitetom, ali i nove menadžerske tehnike vezane za operativnu kontrolu.
LL@(9280) Kaizen assumes continual improvement, which means continual attempts to find new ways of cost reductions in the production process with a given design and functionality. => Kaizen podrazumeva kontunelno poboljšanje, što znači neprestane pokušaje vezane za nove načine snižavanja troškova u proizvodnom pocesu sa datim dizajnom i funkcionalnošću.
LL@(9281) Figure 1 presents the relationship between the steady and the falling market prices in the business with intensive/high competition, target costing and kaizen Šmodified after 14Ë. Target costing is increasingly implemented as it enhanses the customer satisfaction due to focusing upon value for the customers, reduces costs, has a more efficient and a more effective product design, helps the company achieve the desired profitability on new or redesigned products, facilitates the coordination among the cost management, designing, production, marketing along the cost life cycle and along the sales life cycle. => Na slici 1. je predstavljena veza između stabilne ili opadajuće tržišne cena u delatnosti sa intenzivnom konkurencijiom, ciljanog obračun troškova i kaizena Šmodif.prema 14Ë. ~~~ Ciljani obračun troškova je sve više primenjivan pošto povećava zadovoljstvo kupaca zbog fokusiranja na vrednosti za kupce, snižava troškove, ima efikasniji i efektivniji dizajn proizvoda, pomaže da preduzeće ostvari željenu profitabilnost na novim ili na redizajniranim proizvodima, olakšava koordinaciju menadžmenta troškova, projektovanja, proizvodnje, marketinga kroz životni ciklus troškova i kroz životni ciklus prodaje.
LL@(9282) Figure 1. => Značaj ciljanog obračuna troškova kao svojevrsnog menadžerskog alata naročito dolazi do izražaja u uslovima svetske ekonomske krize i oporavka.
LL@(9283)  => Snižavanje troškova i ostvarenje ciljanog profita je u ovom kontekstu od vitalne važnosti sa stanovišta menadžmenta.
LL@(9284)  => NJ Cena Trošak- 1 Tržišna cena u delatnosti sa intenzivnom konkurencijom Kaizen da bi se snizili troškovi Trošak- 2 Prvi ciljani trošak i redizajn Drugi ciljani trošak i redizajn Vreme Slika 1.
LL@(9285) Relationship between market prices, target costing and kaizen 4. => Povezanost tržišnih cena, ciljanog obračuna troškova i kaizena 4.
LL@(9286) Conclusion On the basis of the above mentioned we can conclude that, as regards the planned company objectives, the managerial implications of more recent costing methods are highly significant. => Zaključak Na osnovu svega izloženog možemo zaključiti da su, polazeći od planiranih ciljeva preduzeća, veoma bitne menadžerske implikacije novijih metoda obračuna troškova.
LL@(9287) Our focus is the connection between the target costing and kaizen costing as relevant recent costing methods whose implementation becomes increasingly important in modern companies. => U fokusu je povezanost ciljanog obračuna troškova i kaizen obračuna troškova kao relevantnih novijih metoda obračuna troškova čija primena je sve aktuelnija u savremenim preduzećima.
LL@(9288) It should contribute to improving the companys longterm business success. => Ona bi trebalo da doprinese povećanju poslovnog uspeha preduzeća na dugi rok.
LL@(9289) We should also have in mind that this is the concern of managers in the conditions of an ever more intense competition and fast changes in the companys environment. => Moramo imati u vidu da se ovo uzima u obzir od strane menadžera u uslovima zaoštravanja konkurencije i brzih promena u okruženju preduzeća.
LL@(9290) The importance of target costing as a particular managerial tool is especially evident in the conditions of the global economic crisis and recovery. ~~~ From the point of view of management, cost reduction and achievement of target profit is,in this context, of vital importance. => LITERATURA Š1Ë Salvatore D., Managerial Economics in a Global Economy, Oxford University Press, 2006 Š2Ë Bridge J., Dodds J., Planning and the Growth of the Firm, Croom Helm, London, 1978 Š3Ë Salvatore D., Managerial Economics in a Global Economy, Oxford University Press, 2006 Š4Ë Bridge J., Dodds J., Planning and the Growth of the Firm, Croom Helm, London, 1978 Š5Ë Galbraith J. K., The New Industrial State, New American Library, 1971 Š6Ë Drucker P., The Practice of Management, Pan Bo oks Ltd.
LL@(9291) REFERENCES Š1Ë Salvatore D., Managerial Economics in a Global Economy, Oxford University Press, 2006 Š2Ë Bridge J., Dodds J., Planning and the Growth of the Firm, Croom Helm, London, 1978 Š3Ë Galbraith J. K., The New Industrial State, New American Library, 1971 Š4Ë Drucker P., The Practice of Management, Pan Books Ltd. London, 1968 Š5Ë Marris R., Wood A. (editors), The Corporate Economy, MacMillan, London, 1973 Š6Ë Milićević, V., Ilić, B., Kompleksnost merenja i povećanja profitabilnosti preduzeća, Ekonomski vidici, br.3, 2005. => London, 1968 Š7Ë Marris R., Wood A. (editors), The Corporate Economy, MacMillan, London, 1973 Š8Ë Milićević, V., Ilić, B., Kompleksnost merenja i povećanja profitabilnosti preduzeća, Ekonomski vidici, br.3, 2005. Š9Ë Imai, M., Kaizen:
LL@(9292) Š7Ë Imai, M., Kaizen:The Key to Japans Competitive Success, Random House Business Division, New York, 1994 Š8Ë www.toyota,com Š9Ë www.kodak.com Š10Ë www.boeing.com Š11Ë www.konicaminolta.com Š12Ë www.honda.co.jp Š13Ë www.intel.com Š14Ë Blocher, E., Stout, D., Cokins, G., Chen, K., Cost Management, a Strategic Emphasis, McGraw-Hill, Irwin, Boston, 2008 Š15Ë Camp.R., Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance, Productivity Press, 2006 Š16Ë www.olympus.com Š17Ë www. nissan-global.com A Model of Supply Chain with Possible Transshipmens Between Retails UDC: 005.552.1 ; 658.7/.8 Mohamed Abu Gaben1, Slobodan Krčevinac2, Mirko Vujošević2 1Al Quds Open University, Gaza, Palestine, mohamedgubeen¿yahoo.com 2Faculty of Organizational Sciences, Beograd, mirkov¿fon.bg.ac.yu XI International Symposium SymOrg 2008, 10th - 13th. => The Key to Japans Competitive Success, Random House Business Division, New York, 1994 Š10Ë www.toyota,com Š11Ë www.kodak.com Š12Ë www.boeing.com Š13Ë www.konicaminolta.com Š14Ë www.honda.co.jp Š15Ë www.intel.com Š16Ë Blocher, E., Stout, D., Cokins, G., Chen, K., Cost Management, a Strategic Emphasis, McGrawHill, Irwin, Boston, 2008 Š17Ë Camp. ~~~ R., Benchmarking: ~~~ The Search for Industry Best Practices That Lead to Superior Performance, Productivity Press, 2006 Š18Ë www.olympus.com Š19Ë www. nissan-global.com Model lanca snabdevanja sa preraspodelom zaliha između maloprodajnih objekata UDK: ~~~ 005.552.1 ; 658.7/. ~~~ Mohamed Abu Gaben1, Slobodan Krčevinac2, Mirko Vujošević21 Al Quds Open University, Gaza, Palestine, mohamedgubeen¿yahoo.com 2Fakultet organizacionih nauka, Beograd, mirkov¿fon.bg.ac.yu XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(9293) September 2008, Belgrade, Serbia A supply chain with three stages - manufacturer, distributor and retail facilities - is considered. => Septembar 2008, Beograd, Srbija U ovom radu opisuje se model lanca snabdevanja sa tri karike: dobavljač, distributivni centar i maloprodaja.
LL@(9294) Stochastic demand is met on retail level. => Tražnja je slučajnog karaktera i zadovoljava se u objektima maloprodaje.
LL@(9295) Retail facilities replenish their inventory periodically from the distribution centre and this is supplied from manufacturer on a periodical basis. => Maloprodavci se periodično (dnevno) snabdevaju iz distributivnog centra, a ovaj jednom u nekoliko perioda (jednom nedeljno), od dobavljača.
LL@(9296) Retail inventory is reviewed at the end of each period and new order is placed to the distribution centre. => Zalihe se kontrolišu na kraju perioda, i naručuju za sledeći period.
LL@(9297) The following two supplying replenishment rules are considered: a) there is no transshipment between retails, and b) transshipment between retails is allowed. => Razmatraju se dva sistema snabdevanja: a) kada ne postoji poprečno snabdevanja između objekata maloprodaje i b) kada postoji mogućnost preraspodele zaliha između maloprodavaca.
LL@(9298) A mathematical model was developed for minimizing total inventory cost when demand is deterministic. ~~~ The model was implemented using the AMPL modelling language. => Razvijen je polazni matematički model za nalaženje optimalne politike snabdevanja kojom se minimiziraju ukupni troškovi za determinističku tražnju.
LL@(9299) Optimal solutions for different scenarios, i.e. different sets of deterministic demand, are obtained using this model. ~~~ These solutions are used as input data for new model which finds a compromise solution to minimizing the total regret. => Model je implementiran u modelujućem jeziku AMPL i korišćen je za određivanje ulaznih podataka za sledeći, složeniji model u kojem se traži najbolja politika snabdevanja za slučaj stohastičke tražnje.
LL@(9300) The total regret is defined as the sum of the differences between the total inventory cost obtained using compromise solution and the total inventory cost obtained using optimal solution for a given scenario. => Kao kriterijumska funkcija koristi se ukupno žaljenje koje se računa kao zbir razlike ostvarenih troškova za slučajnu tražnju u odnosu na optimalne troškove kada bi tražnja bila deterministička.
LL@(9301) Experimental results show that implementing transshipment between retails may reduce total inventory cost. ~~~ 1. => Izvršeni su eksperimenti sa hipotetičkim podacima i data je analiza i poređenje različitih sistema funkcionisanja lanca snabdevanja. 1.
LL@(9302) Introduction Inequalities in demand often result into the shortage of supplies in some retail facilities, while others report surpluses, regardless of their being part of the same supply chain. => Uvod Neravnomernost tražnje je uzrok pojavi nedostatka zaliha u nekim objektima maloprodaje (MP), dok u drugima, koji pripadaju istom lancu, istovremeno postoji višak.
LL@(9303) The classic rules of supply and the appropriate transportation models do not assume the redistribution of supplies among the retailers, that is, transshipment to the retail facility from another one. ~~~ The shortage in supplies lasts as long as the delivery arrives from a supplier or from a distribution centre (DC). => Klasična pravila snabdevanja i odgovarajući modeli transporta ne predviđaju preraspodelu zaliha između maloprodajnih objekata, odnosno poprečno snabdevanje objekta MP iz nekog drugog, Nedostatak zaliha traje sve dok ne dospe isporuka od dobavljača, odnosno iz distribucionog centra (DC).
LL@(9304) A logical issue that needs to be discussed is wheter a transshipment of supplies among retailers is possible and whether it pays. => Logično je postaviti pitanje da li je moguće i da li se isplati poprečna preraspodela zaliha između objekata MP.
LL@(9305) This paper is devoted to this very issue and offers a model to analyse various scenarios of the potential supplies redistribution. => U ovom radu se razmatra upravo to pitanje i daje model koji služi za analizu različitih scenarija potencijalne redistribucije zaliha.
LL@(9306) The study of the phenomena in the supply chains Š1,2Ë shows that the firms performance is increasingly dependent on the performance of the chain it is part of. => Izučavanje fenomena u lancima snabdevanja Š1,2Ë pokazuje da uspešnost firme u sve većoj meri zavisi od uspešnosti lanca kome pripada.
LL@(9307) In order that the efficiency be improved, the issues of transportation, stocks and information support, as well as new rules for the chain operation are analysed. => Radi postizanja što veće efikasnosti detaljnije se proučavaju pitanja transporta, zaliha i informatičke podrške kao i nova pravila funkcionisanja lanca.
LL@(9308) One modern approach is the implementation of transshipment and supply redistribution Š3,4Ë. => Jedan od modernih pristupa je korišćenje poprečnog snabdevanja i preraspodele zaliha Š3,4Ë.
LL@(9309) The modern information- communication infrastructure has allowed for the transshipment concepts to be implemented in dealing with the consumer commodity, and not, as it was earlier the case, only in dealing with relatively expensive products (e.g., automobiles) whose delivery, by a rule, takes time. => Savremena informaciono komunikaciona infrastruktura je omogućila da se koncepti poprečnog snabdevanja koriste i za proizvode široke proizvodnje, a ne, kao ranije, samo za relativno skupe proizvode (npr. atomobili) na čiju se isporuku, po pravilu, čeka.
LL@(9310) The chain and the issue description discussed in this paper is presented in the next chapter. => Opis lanca i problema koji se razmatra u ovom radu dat je u sledećoj sekciji.
LL@(9311) The third chapter brings a mathematical model, its translation into the algebraic modelling language AMPL Š5Ë, and the data used in the experiments. => Treća sekcija sadrži matematički model, njegovo prevođenje u algebarski mo delujući jezik AMPL Š5Ë. i podatke sa kojima su vršeni eksperimenti.
LL@(9312) The findings and the analysis of these are presented in the fourth chapter, whereas the fifth chapter offers brief concluding remarks related to the research the findings of which are presented below. => Eksperimentalni rezultati i njihova analiza su prikazani u četvrtoj sekciji, a u petoj su data kratka zaključna razmatranja u vezi sa istraživanjem čiji su rezultati ovde prikazani. 2.
LL@(9313) 2. ~~~ Problem description and formulation Redistribution is defined as a process of cross, lateral, transfer of stocks from one retail facility (RF) with a surplus of stocks to another RF that reports a shortage. => Opis i formulacija problema Preraspodela je proces poprečnog, bočnog, transfera zaliha od objekta MP sa viškom zaliha do objekta MP koji ima manjak.
LL@(9314) The stocks redistribution among the RF is often a less expensive and a more convenient option compared to the increase in the number of deliveries from the supplier. => Preraspodela zaliha između objekata MP je često jevtinija i poželjnija opcija od povećanja broja isporuka od dobavljača.
LL@(9315) It is one method to reduce the risk of the shortages in the product supply. => Omogućavanje preraspodele je jedan od načina da se smanji rizik nedostajućih zaliha proizvoda.
LL@(9316) Besides, redistribution increases the frequency of supplies and shortens the time of delivery which could otherwise be unacceptably long due to long distances between the suppliers and distribution centres, or due to the orders being extremely small. => Pored toga, preraspodela povećava učestanost snabdevanja i skraćuje vreme isporuke koje može biti nedozvoljeno dugo usled velikog rastojanja između dobavljača i distributivnih centara ili zbog uslova minimalne količine naručivanja.
LL@(9317) This is also the way to reduce the storage charges and the costs of stock-outs. => Na taj način se mogu smanjiti i troškovi držanja i troškovi nedostajućih zaliha.
LL@(9318) In case of the classical model, the RF orders are placed to the suppliers in advance, before it can be predisted what the demand will be like in the following period. => U klasičnom modelu se narudžbe MP dostavljaju dobavljačima unapred, pre nego što se može pouzdano proceniti kakva će biti tražnja u narednim periodima.
LL@(9319) Transshipment is the method of reallocation of stocks in accordance with the demand realized in the previous period. => Preraspodela je metod redistribucije zaliha u skladu sa tražnjom ostvarenom u prethodnom periodu.
LL@(9320) The transshipment of stocks helps reduce the costs of storage of defficient stocks in the sales facilities where the realized demand is not in accord with the planned one. => Preraspodelom zaliha smanjuju se troškovi čuvanja ili nedostajućih zaliha na mestima gde ostvarena tražnja odstupa od planirane.
LL@(9321) Transshipment of stocks is considered to be an effective method of dealing with stohastic demand as well as of improving the performance and the reliability of the chain. => Smatra se da preraspodela zaliha predstavlja efektivni metod tretmana stohastičke tražnje i poboljšanja performansi i pouzdanosti lanca.
LL@(9322) The stocks transshipment concept, however, requires that the communication and information exchange in the supply chain be increased. => Međutim, koncept preraspodele zaliha zahteva povećanu komunikaciju i deljenje informacija u lancu snabdevanja.
LL@(9323) The Internet and other modern communication technologies ensure efficient ways of communication among the agents in the supply chain. => Srećom, Internet i druge moderne komunikacione tehnologije obezbeđuju efikasne načine komunikacije učesnika u lancu snabdevanja.
LL@(9324) Contrary to the traditional systems of business information exchange EDI (Electronic Data Interchange) that only really big firms could afford, the information exchange mechanism provided by the Internet technologies and the mobile computer science is now available and affordable to small firms too. => Za razliku od tradicionalnih sistema za razmenu podataka u poslovanju EDI (Electronic Data Interchange), koji su mogli da priušte jedino sasvim velike firme, mehanizam razmene informacija uz pomoć Internet tehnologija i mobilnog računarstva je dostupan i malim firmama.
LL@(9325) Therefore, the requirement that communication should be efficient for the purpose of the stocks transshipment concept implementation is today easy to satisfy via the Internet. => Prema tome, zahtev efikasne komunikacije radi implementacije koncepta preraspodele zaliha danas je moguće jednostavno zadovoljiti uz pomoć Interneta.
LL@(9326) We will here analyse the impact the transshipment concept has upon the business policy of stocks ordering and replenishment. => Ovde ćemo razmotriti uticaj koncepta preraspodele na poslovnu politiku naručivanja i obnove zaliha.
LL@(9327) We will observe a single supplier system, with a centralized distribution centre and a large number of RFs, Figure 1. => Posmatraćemo sistem sa jednim dobavljačem, centralizovanim distributivnim centrom i većim brojem objekata MP, Slika 1.
LL@(9328) The supplier delivers periodically to the distribution centre, and the redistribution of stocks among the RFs is possible in the intervals between the two deliveries. => Dobavljač, periodično šalje isporuke do distributivnog centra, a preraspodela zaliha između objekata MP je moguća u periodima između dve isporuke dobavljača.
LL@(9329) The transshipment is reviewed at the end of each period and the redistributed products can be used to meet the demand in the periods to come. => Odluke o preraspodeli zaliha se donose na kraju svakog perioda i proizvodi koji se preraspodeljuju se mogu koristiti da zadovolje tražnju u sledećim periodima.
LL@(9330) Contrary to the research so far, this model explicitely includes the time of delivery and observes the problem of a number of periods when the stocks transshipment can be used to meet the demand not only in the next, but also in any following periods. => Za razliku od prethodnih istraživanja, u ovaj model je eksplicitno uključeno vreme isporuke i posmatran je problem sa više perioda kada se preraspodela zaliha može koristiti za zadovoljenje tražnje ne samo u sledećem nego i u budućim periodima.
LL@(9331)  => Prvi korak u razvoju modela sa mogućom preraspodelom zaliha je definisanje načina funkcionisanja lanca snabdevanja.
LL@(9332)  => U tom smislu su učinjene sledeće pretpostavke.
LL@(9333) The assumptions: 1. => Pretpostavke: ~~~ 1.
LL@(9334) One supplier meets the total demand of the RF net work. ~~~ 2. => Jedan dobavljač zadovoljava ukupnu tražnju mreže maloprodajnih objekata. 2.
LL@(9335) The supplier delivers to distribution centres in the network, which further deliver to the RF. ~~~ 3. => Dobavljač šalje isporuke distributivnim centrima mreže, koji potom isporučuju robu objektima MP. 3.
LL@(9336) The location and number of RF are specified. => Lokacija i broj objekata MP su poznati. 4.
LL@(9337) 4. ~~~ The capacities of distribution centres and of RF are infinite. ~~~ 5. => Kapaciteti distributivnih centara i objekata MP nisu ograničeni. 5.
LL@(9338) The transshipment of goods can be made between any two retail facilities. => Preraspodela robe se može obaviti između bilo koja dva objekta MP. 6.
LL@(9339) 6. ~~~ If the RF reports the shortage of goods in the period t, the sales are considered as lost. => Ako se u objektu MP jave nedostajuće zalihe robe u periodu t, smatra se da je došlo do izgubljene prodaje.
LL@(9340) Furthermore, there is an additional cost due to the loss of customer loyalty. => Pored toga, javlja se i dodatni trošak zbog gubljenja lojalnosti kupaca. 7.
LL@(9341) 7. ~~~ Each RF first uses its stocks to meet their own demend and only then, if requested, can send the surplus to other RS points. ~~~ 8. => Svaki objekat MP iz svojih zaliha zadovoljava prvo svoju tražnju a onda, po potrebi, višak može da pošalje u druge objekte MP. 8.
LL@(9342) Transshipments takes place at the end of each period, for the purpose of meeting the demand in the following one. => Preraspodela se dešava na kraju svakog perio da radi zadovoljenja tražnje u sledećim. 9.
LL@(9343) 9. ~~~ The supplier delivers to distribution centres on the basis of several (five) periods (i.e., at the beginning of every week, if a period is longer than a day), while the deliveries from distribution centres and the redistribution are shopped in all periods (i.e., daily). => Dobavljač isporučuje robu distributivnim centrima sa frekvencijom od nekoliko (pet) perioda (tj. na početku svake nedelje, ako je jedan period dužine jedan dan), a isporuke iz distributivnih centara i preraspodela se obavljavaju u svakom periodu (tj.dnevno).
LL@(9344) 10. => 10.
LL@(9345) The value of demand in the preceeding period serves to anticipate the demand in the period to come. ~~~ 11. => Kao prognoza tražnje u sledećem periodu koristi se vrednost tražnje u prethodnom periodu. 11.
LL@(9346) The surplus of stocks cannot be returned to the sup plier. => Višak zaliha se ne može vraćati dobavljaču. 12.
LL@(9347) The first step in the development of the model with a possible stocks transshipment is to define the way the supply chain functions. => 
LL@(9348) Here the following assumptions are made. => 
LL@(9349) 12. ~~~ The costs of keepng stocks can formally be viewed as costs of stocks self-redistribution. ~~~ 13. => Troškovi čuvanja zaliha se mogu formalno posmatrati kao troškovi preraspodele zaliha samom sebi. 13.
LL@(9350) There is no competition among the RS points. => Objekti MP ne konkurišu međusobno.
LL@(9351) Figure 1. => Slika 1.
LL@(9352) Topology of supply chain In this network, the RFs receive goods before the demand has been met. => Topologija lanca snabdevanja U ovoj mreži, objekti MP primaju robu pre nego što je tražnja zadovoljena.
LL@(9353) Over time, the stocks in each RF are used to meet the demand in the respective period. => S protokom vremena, zalihe u svakom objektu MP se koriste da zadovolje tražnju u tom periodu.
LL@(9354) At the end of the period, the surplus of supplies can be retained or redistributed to other sales facilities. => Višak zaliha se na kraju perioda može zadržati ili preraspodeliti drugim objektima.
LL@(9355) In either situation the goods can be used to meet the demand in the subsequent period. => U obe ove situacije, roba se može koristi za zadovoljenje tražnje u sledećem periodu.
LL@(9356) Figure 2 presents the time flow with core events. ios. => Na Slici 2. je predstavljen vremenski tok sa osnovnim događajima.
LL@(9357) One scenario is defined by the number of periods and the respective values of demand. => Jedan scenario je definisan brojem perioda i odgovarajućim vrednostima tražnje.
LL@(9358) These values are previously defined randomly, according to the adopted function of the demand probability distribution. => Te vrednosti se prethodno definišu na slučajan način prema usvojenoj funkciji raspodele verovatnoće tražnje.
LL@(9359) Then the optimum solution to stocks and transport management, that is, the optimum scenario solution is worked out for the generated values of demand, viewed as deterministic input data. => Za tako generisane vrednosti tražnje, posmatrane kao deterministički ulazni podaci, pronalazi se optimalno rešenje upravljanja zalihama i transportom, odnosno optimalno rešenje scenarija.
LL@(9360) The original task set before the system designer and the planner is to define the policies of stock supply and redistribution in order to minimize the total costs incurred in the operations within the given supply chain. => Originalni zadatak koji se postavlja pred projektantom i planerom sistema je određivanje politike snabdevanja i preraspodele zaliha sa ciljem minimizacije ukupnih troškova koji nastaju u operacijama datog lanca snabdevanja.
LL@(9361) These costs include: fixed costs of supplies, delivery charges, costs of storage and costs of shortages. => Ovi troškovi obuhvataju: fiksne troškove nabavke, troškove isporuke, troškove čuvanja zaliha i troškove nedostajućih zaliha.
LL@(9362) As regards the stohastic character of demand, the total costs are also random costs. => S obzirom na stohastičnost tražnje, ukupni troškovi su takođe slučajnog karaktera.
LL@(9363) This means that a solution that could best meet one demand, need not be optimal, may even prove to be a very unfavourable solution if another, different demand arises. => To čini da neko rešenje, koje bi bilo najbolje za jednu realizaciju tražnje, ne mora da bude najbolje, ili čak može da bude veoma loše, ako se pojavi neka drugačija tražnja.
LL@(9364) Hence the approach to solving this problem is adopted that is based on experimenting and simulation of various scenar The more different scenarios, the more optimum solutions. => Zbog toga je prihvaćen pristup rešavanju ovog problema koji se zasniva na eksperimentisanju i simulaciji različitih scenarija. ~~~ Više različitih scenarija daje više različitih optimalnih rešenja.
LL@(9365) In the end, the task is set to find a solution whose performances (costs) least deviate from the individual optimum costs of the concrete scenarios. => Na kraju se postavlja i rešava zadatak nalaženja rešenja čije performanse (troškovi) najmanje odstupaju od pojedinačnih optimalnih troškova konkretnih scenarija.
LL@(9366) This ultimate solution is a compromise and it need not be identical to any other individual optimum solutions obtained in analysisng a concrete scenario. => Ovo konačno rešenje nazivamo kompromisnim i ono ne mora da se poklopi ni sa jednim pojedinačnim optimalnim rešenjem koje je dobijeno pri razmatranju konkretnog scenarija.
LL@(9367) The compromise solution, optimum in a way for all the scenarios viewed as a whole, is presented by the quantities to be periodically transported from the supplier to the distribution centres, from the distribution centres to each RF and by the value of the transshipment among the RFs. => Kompromisno rešenje, na neki način najbolje za sve scenarije posmatrane zajedno, predstavljeno je količinama koje po periodima treba transportovati od dobavljača do distributivnih centara, od distributivnih centara do svakog od objekta MP i vrednosti preraspodele između objekata MP. (Period t-1) (Period t) (vremenski kontinuum) Kraj perioda t Višak zaliha iz prethodnog perioda Kolièina dobijena od drugih MP Kolièina dobijena iz distributivnog centra Kolièina potrebna za zadovoljenje tražnje Višak za zalihe u sledeæem periodu (1) Kolièina isporuèena drugim MP (1) (1) Ako postoje nedostajuæe zalihe u periodu t, nema viška niti preraspodele.
LL@(9368) Figure 2. => Ostvarena tražnja Slika 2.
LL@(9369) Time flow in the supply chain In order to examine the effectivity of the compromise solution, the function of the multiscenario model objective is defined as the total regret taken as a sum of regrets per scenario. ~~~ The regret per scenario is in turn defined as the difference between the costs incurred when a compromise solution is applied to this scenario and the costs incurred in applying the optimum solution to the scenario. ~~~ 3. => Vremenski tok u lancu snabdevanja Da bi se istražila efektivnost kompromisnog rešenja, kao funkcija cilja modela sa više scenarija definisano je ukupno žaljenje koje se računa kao suma žaljenja po scenarijima. @aljenje po scenariju se definiše kao razlika troškova koji nastaju kada se za taj scenario primeni kompromisno rešenje i troškova koji nastaju kada se za taj scenario primeni odgovarajuće optimalno rešenje. 3.
LL@(9370) Mathematical model In formulating a multiscenario model we will use the notation adjusted to the requirements of the AMPL modelling language, Š5Ë. 3.1 Notation Indices and sets K set of all the scenarios indexed by k, W set of all distribution centres indexed by w, I set of all RS points indexed by i and j, T set of time periods indexed by t ; t = 1 denotes the period 1. => Matematički model U formulisanju modela sa više scenarija, koristićemo notaciju usaglašenu sa zahtevima modelujućeg jezika AMPL, Š5Ë. 3.
LL@(9371) Input parametres n number of time intervals, sw unit cost of delivery from the supplier to the distribution centre w, cwi unit cost of delivery from the distribution centre w to the RF i, fij unit cost of redistribution from RF i to RF j, u unit cost of shortage in supplies, gw fixed costs added to the w distribution centre location, dik nario, D the factor ensuring that deliveries from the supplier are effected upon the expiry of five t demand in RF i in the t period for the k sce periods, hi initial inventories in RF i, qt = Ì1, if the t period is the period in which the supplier delivers to distribution centres, 0, otherwise Í vw initial inventories in the distribution centre w Managerial variables t the quantity redistributed from RF i to RF j in Xijk the period t for the scenario k; Ywi centre w to RF i in the period t; t the quantity delivered from the distribution t the quantity delivered from the supplier to the Zw distribution centre w in the period t; Performances t the amount of shortage od stocks in RF i, at the Ok the amount of minimum costs (optimum value) for the scenario k; Pik end of the period t for the scenario k; Rk regret per scenario k; Uik riod t for the scenario k, 0 otherwise Í 3.2. => 1 Notacija Indeksi i skupovi K skup svih scenarija indeksiran sa k , W skup svih distributivnih centara indeksiran sa w, I skup svih objekata MP indeksiran sa i i j, T skup vremenskih perioda indeksiran sa t ; t = 1 označava period 1 Ulazni parametri n broj vremenskih perioda, sw jedinični trošak isporuke od dobavljača do distributivnog centra w , cwi jedinični trošak isporuke od distributivnog centra w do MP i, fij jedinični trošak preraspodele od MP i do MP j, u - jedinični trošak nedostajanja zaliha, gw fiksni trošak pridružen lokaciji distribucionog centra w, t tražnja u MP i u periodu t za scenario k, dik D faktor koji obezbeđuje da se isporuke od dobavljača odigravaju po isteku pet perioda, hi početne zalihe u MP i, qt = Ì 1 , ako je period t period u kome dobavljač isporučuje robu distributivnim centrima, 0 , inače Í vw početne zalihe u distributivnom centru w Upravljačke promenljive t količina preraspodeljena iz MP i do MP Xijk j u periodu t za scenario k ; Ywi w do MP i u periodu t ; t količina isporučena iz distributivnog centra t količina koja je isporučena od dobavljača do Zw distributivnog centra w u periodu t ; Performanse t iznos nedostajućih zaliha u MP i , na kraju ok vrednost minimalnih troškova (optimalna vrednost) za scenario k .
LL@(9372) The TRANSSHIPMENT model t = Ì 1 if there is a shortage in stocks in RF i in pe On the basis of the assumptions and the adopted notation, a TRANSSHIPMENT model was created to describe the supply chain from the supplier, to the distribution centre, to the retail facilities (RFs). => Pik perioda t za scenario k ; Rk žaljenje po scenariju k ; Uik t za scenario k 0 inače Í t = Ì 1 ako nedostaju zalihe u MP i u periodu 3.2. ~~~ Model PRERASPODELA Na osnovu iznetih pretpostavki i usvojene notacije, napravljen je model PRERASPODELA koji opisuje lanac snabdevanja počev od dobavljača, preko distributivnog centra do objekata MP.
LL@(9373) The stohastic character of demand in the RFs is described using different scenarios and the regret concept described earlier in the paper. => Stohastičnost tražnje u objektima MP se opisuje koriščćenjem različitih scenarija i koncept žaljenja koji je opisan ranije.
LL@(9374) The TRANSSHIPMENT model is an optimisation model used to devise a compromise optimum solution to minimize the expected value of regret for a larger number of scenarios. => Model PRERASPODELA je optimizacioni model koji se koristi za nalaženje kompromisnog optimalnog rešenja kojim se minimizira očekivana vrednost žaljenja za veći broj scenarija.
LL@(9375) Model 1. => Model.
LL@(9376) TRANSSHIPMENT In the above model the objective function is presented in (1) and (2) and expresses the total regret, where the formula (2) defines the the regret value for the k scenario. => 1 PRERASPODELA U gornjem modelu, funkcija cilja je data u (1) i (2) i predstavlja ukupno žaljenje, pri čemu formula (2) definiše vrednost žaljenja za scenario k.
LL@(9377) The constraint (3) reflects the assumption that demand is predicted on the basis of the previous period demand value. => Ograničenje (3) odgovara pretpostavki da se tražnja prognozira na osnovu vrednosti iz prethodnog perioda.
LL@(9378) In the constraint (4) we imply that the amount of goods ordered from the supplier in each delivery period has to be based on the total demand incurred since the previous delivery period. => U ograničenju (4) se iskazuje činjenica da količina robe koja se naručuje od dobavljača u svakom periodu isporuke mora biti zasnovana na ukupnoj tražnji napravljenoj u vremenu od prethodnog perioda isporuke.
LL@(9379) The constraints (5) and (6) specify that the amount of goods delivered to one RF equals the demand in this facility plus the amount of stocks transshiped from this facility to others. => Ograničenja (5) i (6) govore da je količina robe koja se isporučuje u objekat MP jednaka tražnji u tom objektu uvećanoj za iznos zaliha preraspodeljenih iz tog objekta u druge.
LL@(9380) The constraint (7) refers to the fact that no transshipment is allowed from a given RF until its demand has been met. => Ograničenje (7) se odnosi na zabranu preraspodele iz datog objekta MP pre nego što se ne zadovolji njegova tražnja.
LL@(9381) The constraint (8) says that the amount of shortage in one RF cannot be larger than the demand in that same facility. => U ograničenju (8) se zahteva da iznos nedostajućih zaliha u objektu MP ne može da bude veći od tražnje u njemu.
LL@(9382) The constraint (9) does not allow the shipments from the distribution centre to be larger than the shipments received from the supplier. => Ograničenje (9) zabranjuje isporuke iz distributivnog centra koje su veće od primljenih isporuka od dobavljača.
LL@(9383) Finally, the constraint (10) says that the supplier can deliver goods to distribution centres only in set periods. => Na kraju, ograničenje (10) kaže da dobavljač može da isporučuje robu distributivnim centrima samo u određenim periodima.
LL@(9384) Prior to working this model out, it is necessary that optimum solution ok for each individual scenario k be found. => Pre rešavanja ovog modela, potrebno je naći optimalna rešenja ok za svaki pojedinačni scenario k.
LL@(9385) Hence a single-scenario model was created where the objective function is expressed by the total costs, while the constratints in the functioning of the supply chain are the same as in the previous model. => U tu svrhu je formiran model za jedan scenario u kome funkciju cilja predstavljaju ukupni troškovi dok su ograničenja u vezi sa funkcionisanjem lanca istovetna kao u prethodnom modelu.
LL@(9386) The inputs to this model are the deterministic values of demand in each RF plus the shipment and storage charges. => Ulazi u taj model su deteminističke vrednosti tražnje u svakom objektu MP, kao i troškovi isporuke i čuvanja zaliha.
LL@(9387) The model helped find the optimal solutions of ok for each k scenario. => Korišćenjem tog modela dobijena su optimalna rešenja ok za svaki scenario k.
LL@(9388) These values were used as inputs for calculating the regret in the TRANSSHIPMENT model. => Ove vrednosti su ulaz za računanje zaljenja u modelu PRERASPODELA. 3.
LL@(9389) 3.3 Data In preparing the data we had to take several important characteristics of real issues into consideration. => Podaci U pripremi podataka, potrebnih za rešavanje modela PRERASPODELA, mora se voditi računa o nekim bitnim karakteristikama realnih problema.
LL@(9390) For example, it was important that the shortage costs be reasonably higher compared to shipment charges. => Na primer, važno je da troškovi nedostajućih zaliha budu razumno viši od troškova isporuke.
LL@(9391) If the costs of the shortage in supplies are too low, there will be no motivation to replenish the inventory by ordering from the supplier. => Ako su troškovi nedostajućih zaliha suviše niski, neće postojati nikakva motivacija obnavljanja zaliha naručivanjem od dobavljača.
LL@(9392) Similarly, the data must reflect the realistic fact that in everyday practice it is cheaper for the RF to order goods directly from the distribution centre, rather than through another retail facility, which can be written as follows: cwj < cwi + fij , ∀ w, i, j in addition, for the transshipments to be economically meaningful, it is necessary that the transshipment costs be lower than the storage charges in one RF and the shortages costs in another. => Slično, podaci moraju da odražavaju realnu činjenicu iz prakse, da je jevtinije da objekat MP dobija robu direktno iz distributivnog centra, a ne preko drugog objekta MP što se može izraziti sa: cwj < cwi + fij , ∀ w, i, j Dalje, da bi preraspodele imale ekonomski smisao, potrebno je osigurati da troškovi preraspodele budu manji od troškova čuvanja zaliha u jednom objektu MP i nedostajućih zaliha u drugom.
LL@(9393) This requirement can be written as follows: fij < fii + u, ∀ i , j To simplify the presentation, we decided to model the demand in the RF as an independent random variable with a normal distribution where the means and variances for the facilities differ, however not much, since RF are supposed to operate in similar markets. => Ovaj zahtev se može formulisati kao: fij < fii + u, ∀ i , j Iz razloga jednostavnosti, odlučeno je da se tražnja u objektu MP modelira kao nezavisna slučajna promenljiva sa normalnom raspodelom pri čemu se srednje vrednosti i varijanse za objekte razlikuju, ali ne mnogo, jer se pretpostavljaju slična tržišta za objekte MP.
LL@(9394) Independence in this case means that the demand in one RF does not affect the demand in another. => Nezavisnost u ovom slučaju znači da tražnja u jednom objektu MP nema uticaja na tražnju u drugom.
LL@(9395) It is also assumed that the demand in one facility cannot be transferred to another. => Takođe, pretpostavlja se da se tražnja u jednom objektu MP ne može prenositi na drugi.
LL@(9396) To illustrate this supply chain we chose a single supplier, single distribution centre and five retail facilities (A, B, C, D, E) network. ~~~ Table 1 shows the parametres used to generate demand in each of these objects. => Kao ilustrativni primer lanca snabdevanja, izabrana je mreža sa jednim dobavljačem, jednim distributivnim centrom i 5 objekata MP: A, B, C, D i E. U Tabeli 1. su prikazani parametri koji su korišćeni za generisanje tražnje u svakom od ovih objekata.
LL@(9397) RF Mean Standard deviation A B C D E Table 1. => Tabela 1.
LL@(9398) Demand in retail facilities Using the random number method in the MS Excel, and on the basis of Table 1, we generated 50 random values of demand for each of the RFs. => Tražnja u maloprodajnim objektima MP A B C D E Srednja vrednost Standardna devijacija Koristeći generator slučajnih brojeva u MS Excel, na osnovu podataka iz Tabele 1, generisano je po 50 slučajnih vrednosti tražnje za svaki objekat MP.
LL@(9399) This fulfilled the needs of 5 different scenarios, 10 time periods per each of them. => To je zadovoljilo potrebe 5 različitih scenarija, po 10 vremenskih perioda svaki.
LL@(9400) The scenarios helped model the unpredictability of demand and the potential variations in real demand. => Uz pomoć scenarija modeluju se neizvesnost tražnje i potencijalne varijacije u stvarnoj tražnji. 3.
LL@(9401) 3.4 AMPL model The TRANSSHIPMENT model was translated into the computer executive variant using the AMPL modelling language. => AMPL model Model PRERASPODELA je preveden u računarski izvršnu varijantu korišćenjem modelujućeg jezika AMPL.
LL@(9402) The database listing containing the AMPL model is the following: AMPL Model1. => Listing datoteke koja sadrži AMPL model je sledeći.
LL@(9403) TRANSSHIPMENT.mod set SCENARIO; # scenarios set DISTCENTR; # distribution centres set MP; # retail facilities set PERIOD; param numperiods>=0; param costsw ÌDISTCENTRÍ >=0; param costwf ÌDISTCENTR, MPÍ >=0; param costff ÌMP, MPÍ >=0; param short>=0; param fixed ÌDISTCENTRÍ >=0; param demand ÌMP, PERIOD,SCENARIOÍ >=0; param weight >=0; param initial Inventory Ìi in MPÍ>=0; param shipping period Ìt in PERIODÍ binary; param initial InventoriesDCÌw in DISTCENTRÍ>=0; param optimal Ìs in SCENARIOÍ>=0; var shortamt Ìi in MP, t in PERIOD, s in SCENARIOÍ>=0; var shipff Ìi in MP, j in MP, t in PERIOD, s in SCENARIOÍ>=0; var shipwf Ìw in DISTCENTR, i in MP, t in PERIODÍ>=0; var shipsw Ìw in DISTCENTR, t in PERIODÍ>=0; var shortage Ìi in MP, t in PERIOD,s in SCENARIOÍ binary; var regret Ìs in SCENARIOÍ; minimize total regret: sum Ìs in SCENARIOÍ regretŠsË; #objective function (1) subject to Regret per Each Scenario Ìz in SCENARIOÍ: regretŠzË= (sum Ìw in DISTCENTRÍ (fixedŠwË)+ sum Ìi in MPÍ (initial InventoriesŠiË*costffŠi,iË + sum Ìt in PERIODÍ (short*shortamtŠi,t,zË+ sum Ìw in DISTCENTRÍ (costswŠwË*shipswŠw,tË+costwfŠw,iË*shipwfŠw,i,tË)+ sum Ìj in MPÍ costffŠi,jË*shipffŠi,j,t,zË))) - optimalŠzË; # regret (2) subject to Previous Demand1 Ìi in MP, t in 2..numperiods, s in SCENARIOÍ: sumÌw in DISTCENTRÍ shipwfŠw,i,tË + sumÌj in MPÍ shipffŠj,i,t-1,sË >= demand Ši,t1,sË; # constraint (3) subject to Previous Demand2 Ìt in 6..numperiods, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipswŠw,tË>= sumÌt-5..t-1, i in MPÍ (Shipment periodŠtË*demandŠi,t,sË); # constraing (4) subject to Balance in Period1 Ìi in MP, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipwfŠw,i,1Ë + initial InventoriesŠiË - demandŠi,1,sË sum Ìj in MPÍ shipffŠi,j,1,sË + shortamtŠi,1,sË=0; # constraint (5) subject to Balance Ìi in MP, t in 2..numperiods, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipwfŠw,i,tË+sum Ìj in MPÍ shipffŠj,i,t-1,sË - demandŠi,t,sË - sum Ìj in MPÍ shipffŠi,j,t,sË + shortamtŠi,t,sË=0; # constraint (6) subject to shiplimit Ìi in MP, t in PERIOD, s in SCENARIOÍ: sum Ìj in MPÍ shipffŠi,j,t,sË<=weight*(1-shortageŠi,t,sË); # constraint (7) subject to shortagelimit Ìi in MP, t in PERIOD, s in SCENARIOÍ: shortamtŠi,t,sË <=demandŠi,t,sË * shortageŠi,t,sË ; # constraint (8) subject to shiplimitfromDC Ìw in DISTCENTR, t in PERIODÍ: sum Ìi in MPÍ shipwfŠw,i,tË<=initial InventoriesDCŠwË+sum Ìt2 in 1..t-1Í (shipswŠw,t2Ë - sumÌi in MPÍ shipwfŠw,i,t2Ë); # constraint (9) subject to ShipToDC Ìw in DISTCENTR, t in PERIODÍ: weight*Shipping periodŠtË >= shipswŠw,tË; # constraint (10) The following listing is a database type .dat containing the input data for the AMPL Model1. => AMPL Model1.PRERASPODELA.mod set SCENARIO; # scenarija set DISTCENTR; # distributivni centri set MP; # maloprodajni objekti set PERIOD; param numperiods>=0; param costsw ÌDISTCENTRÍ >=0; param costwf ÌDISTCENTR, MPÍ >=0; param costff ÌMP, MPÍ >=0; param short>=0; param fixed ÌDISTCENTRÍ >=0; param traznja ÌMP, PERIOD,SCENARIOÍ >=0; param ponder >=0; param pocZalihe Ìi in MPÍ>=0; param periodIsporuke Ìt in PERIODÍ binary; param pocZaliheDCÌw in DISTCENTRÍ>=0; param optimal Ìs in SCENARIOÍ>=0; var shortamt Ìi in MP, t in PERIOD, s in SCENARIOÍ>=0; var shipff Ìi in MP, j in MP, t in PERIOD, s in SCENARIOÍ>=0; var shipwf Ìw in DISTCENTR, i in MP, t in PERIODÍ>=0; var shipsw Ìw in DISTCENTR, t in PERIODÍ>=0; var shortage Ìi in MP, t in PERIOD,s in SCENARIOÍ binary; var regret Ìs in SCENARIOÍ; minimize UkupnoZalenje: sum Ìs in SCENARIOÍ zaljenjeŠsË; #funkcija cilja (1) subject to ZaljenjezasvakiScenario Ìz in SCENARIOÍ: zaljenjeŠzË= (sum Ìw in DISTCENTRÍ (fixedŠwË)+ sum Ìi in MPÍ (pocZaliheŠiË*costffŠi,iË + sum Ìt in PERIODÍ (short*shortamtŠi,t,zË+ sum Ìw in DISTCENTRÍ (costswŠwË*shipswŠw,tË+costwfŠw,iË*shipwfŠw,i,tË)+ sum Ìj in MPÍ costffŠi,jË*shipffŠi,j,t,zË))) - optimalŠzË; # zaljenje (2) subject to PrethodnaTraznja1 Ìi in MP, t in 2..numperiods, s in SCENARIOÍ: sumÌw in DISTCENTRÍ shipwfŠw,i,tË + sumÌj in MPÍ shipffŠj,i,t-1,sË >= traznja Ši,t1,sË; # ogranicenje (3) subject to PrethodnaTraznja2 Ìt in 6..numperiods, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipswŠw,tË>= sumÌt-5..t-1, i in MPÍ (periodIsporukeŠtË*traznjaŠi,t,sË); # ogranicenje (4) subject to BalansuPeriodu1 Ìi in MP, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipwfŠw,i,1Ë + pocZaliheŠiË - traznjaŠi,1,sË sum Ìj in MPÍ shipffŠi,j,1,sË + shortamtŠi,1,sË=0; # ogranicenje (5) subject to Balans Ìi in MP, t in 2..numperiods, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipwfŠw,i,tË+sum Ìj in MPÍ shipffŠj,i,t-1,sË - traznjaŠi,t,sË - sum Ìj in MPÍ shipffŠi,j,t,sË + shortamtŠi,t,sË=0; # ogranicenje (6) subject to shiplimit Ìi in MP, t in PERIOD, s in SCENARIOÍ: sum Ìj in MPÍ shipffŠi,j,t,sË<=ponder*(1-shortageŠi,t,sË); # ogranicenje (7) subject to shortagelimit Ìi in MP, t in PERIOD, s in SCENARIOÍ: shortamtŠi,t,sË <=traznjaŠi,t,sË * shortageŠi,t,sË ; # ogranicenje (8) subject to shiplimitfromDC Ìw in DISTCENTR, t in PERIODÍ: sum Ìi in MPÍ shipwfŠw,i,tË<=pocZaliheDCŠwË+sum Ìt2 in 1..t-1Í (shipswŠw,t2Ë - sumÌi in MPÍ shipwfŠw,i,t2Ë); # ogranicenje (9) subject to ShipToDC Ìw in DISTCENTR, t in PERIODÍ: ponder*periodIsporukeŠtË >= shipswŠw,tË; # ogranicenje (10) Naredni listing je datoteka tipa .dat koja sadrži ulazne podatke za AMPL Model1.PRERASPODELA. ~~~ AMPL Model1.PRERASPODELA.dat set SCENARIO:=1 2 3 4 5; set WRHSE:= W; set FACIL:= A B C D E; set TIME:=1 2 3 4 5 6 7 8 9 10; param numperiods:= 10; param initialInventoryDC:= W 0; param costsw := W 2; param short:= 25; param fixed:= W 10000; param ponder:= 10000; param optimal := 1 74450 2 78805 3 81698 4 79836 5 82178; param pocZalihe:= param costff (tr): ~~~ A 0 B 0 C 0 D 0 E 0; A B C D E:= A 1 2 3 4 5 B 2 1 2 3 4 C 3 2 1 2 3 D 4 3 2 1 2 E 5 4 3 2 1; param periodIsporuke:= 1 1 2 0 3 0 4 0 5 0 6 1 7 0 8 0 9 0 10 0; param costwf (tr):
LL@(9404) TRANSSHIPMENT AMPL Model1. => W:= A 1 B 1 C 1 D 1 E 1; param traznja := Š*,*,1Ë:
LL@(9405)  => 1 2 3 4 5 6 7 8 9 10:= A 85 107 91 96 89 131 109 114 89 123 B 75 97 81 86 79 60 82 84 84 82 C 71 91 79 97 95 67 99 71 103 96 D 97 118 102 111 125 84 116 116 118 104 E 110 142 118 131 153 94 119 131 108 127 Š*,*,2Ë:
LL@(9406) TRANSSHIPMENT.dat set SCENARIO:=1 2 3 4 5; set WRHSE:= W; set FACIL:= A B C D E; set TIME:=1 2 3 4 5 6 7 8 9 10; param numperiods:= 10; param initialInventoryDC:= W 0; param costsw := W 2; param short:= 25; param fixed:= W 10000; param weight:= 10000; param optimal := 1 74450 2 78805 3 81698 4 79836 5 82178; param initInventories:= A 0 B 0 C 0 D 0 E 0; param costff (tr): A B C D E:= A 1 2 3 4 5 B 2 1 2 3 4 C 3 2 1 2 3 D 4 3 2 1 2 E 5 4 3 2 1; param shipping period:= 1 1 2 0 3 0 4 0 5 0 6 1 7 0 8 0 9 0 10 0; param costwf (tr): W:= A 1 B 1 C 1 D 1 E 1; param demand := Š*,*,1Ë: 1 2 3 4 5 6 7 8 9 10:= A 85 107 91 96 89 131 109 114 89 123 B 75 97 81 86 79 60 82 84 84 82 C 71 91 79 97 95 67 99 71 103 96 D 97 118 102 111 125 84 116 116 118 104 E 110 142 118 131 153 94 119 131 108 127 Š*,*,2Ë: 1 2 3 4 5 6 7 8 9 10:= A 75 95 96 84 105 104 96 122 102 107 B 66 91 96 67 95 96 91 96 100 87 C 72 95 107 91 90 86 73 85 87 89 D 97 114 101 100 114 111 112 121 127 107 E 163 139 141 132 170 102 124 121 133 152 Š*,*,3Ë: 1 2 3 4 5 6 7 8 9 10:= A 93 113 103 77 106 114 98 116 107 106 B 90 96 103 92 81 80 101 75 91 94 C 99 87 88 94 101 81 99 89 77 76 D 110 123 123 100 125 90 123 115 115 106 E 145 123 139 141 156 148 154 121 123 158 Š*,*,4Ë: 1 2 3 4 5 6 7 8 9 10:= A 117 114 89 107 109 100 106 115 99 103 B 101 106 110 86 95 75 96 90 84 93 C 95 108 100 90 93 95 97 86 91 83 D 116 101 102 122 107 84 124 110 93 112 E 134 113 130 152 115 124 136 142 136 126 Š*,*,5Ë: 1 2 3 4 5 6 7 8 9 10:= A 98 97 96 110 103 114 114 96 100 131 B 89 104 72 102 84 95 87 72 88 103 C 85 98 96 89 87 89 95 86 90 81 D 101 103 102 101 105 120 110 115 104 100 E 104 165 95 146 133 153 118 163 130 109; AMPL Model1. => 1 2 3 4 5 6 7 8 9 10:= A 75 95 96 84 105 104 96 122 102 107 B 66 91 96 67 95 96 91 96 100 87 C 72 95 107 91 90 86 73 85 87 89 D 97 114 101 100 114 111 112 121 127 107 E 163 139 141 132 170 102 124 121 133 152 Š*,*,3Ë: ~~~ 1 2 3 4 5 6 7 8 9 10:= A 93 113 103 77 106 114 98 116 107 106 B 90 96 103 92 81 80 101 75 91 94 C 99 87 88 94 101 81 99 89 77 76 D 110 123 123 100 125 90 123 115 115 106 E 145 123 139 141 156 148 154 121 123 158 Š*,*,4Ë: ~~~ 1 2 3 4 5 6 7 8 9 10:= A 117 114 89 107 109 100 106 115 99 103 B 101 106 110 86 95 75 96 90 84 93 C 95 108 100 90 93 95 97 86 91 83 D 116 101 102 122 107 84 124 110 93 112 E 134 113 130 152 115 124 136 142 136 126 Š*,*,5Ë:
LL@(9407) TRANSSHIPMENT.dat 4. => 1 2 3 4 5 6 7 8 9 10:= A 98 97 96 110 103 114 114 96 100 131 B 89 104 72 102 84 95 87 72 88 103 C 85 98 96 89 87 89 95 86 90 81 D 101 103 102 101 105 120 110 115 104 100 E 104 165 95 146 133 153 118 163 130 109; AMPL Model1.PRERASPODELA.dat 4.
LL@(9408) Results of the experiment Model1.TRANSSHIPMENT.mod The with Model1.TRANSSHIPMENT.dat input data was devised on the Intel Pentium 4 (Northwood), 2 GHz, 1GB DDR-SDRAM. => Rezultati eksperimenta Model1.PRERASPODELA.mod sa ulaznim podacima Model1.PRERASPODELA.dat rešavan je na Intel Pentium 4 (Northwood), 2 GHz, 1GB DDRSDRAM.
LL@(9409) A GLPSOL solver, component part of Open Source of the GLPK package (GNU Linear Programming Kit) was used, and this is meant for solving the problems of linear and mixed even number programming Š6Ë. => Korišćen je GLPSOL solver, koji je deo Open Source paketa GLPK (GNU Linear Programming Kit), namenjen rešavanju problema linearnog i mešovitog celobrojnog programiranja, Š6Ë.
LL@(9410) The package consists of a large number of GLPK API routines written in the C language and can be retrieved from the user application. => Paket se sastoji od većeg broja GLPK API rutina pisanih u jeziku C i koji se mogu zvati iz aplikacija korisnika.
LL@(9411) The GLPSOL solver can be used autonomously for solving problems formulated in the following formats: LP/MIP model in GNU LP format, LP/MIP problem in fixed MPS format, LP/MIP problem in freeMPS format, LP/MIP problem in CPLEX LP format, LP/MIP model written in GNU MathProg model ling language. => GLPSOL solver se može samostalno koristiti za rešavanje problema formulisanih u sledećim formatima: ~~~ LP/MIP model u GNU LP formatu, LP/MIP problem in fiksnom MPS format, LP/MIP problem u slobodnomMPS formatu, LP/MIP problem u CPLEX LP formatu, LP/MIP model pisan u GNU MathProg modelu jući jezik.
LL@(9412) The GNU MathProg modelling language is a subset of the AMPL, however, since it is open for general use, there are no limitations as to the number of variables nor limitations enforced by the AMPI 300 x 300 student version. => GNU MathProg modelujući jezik je podskup AMPLa, ali budući da je otvoren za opštu upotrebu, nema ni kakvih ograničenja na broj promenljivih i ograničenja, koja nameće studentska verzija AMPl 300 x 300.
LL@(9413) We were concerned with solving three varieties of the model: 1. => Rešavane su tri varijante modela: ~~~ 1.
LL@(9414) Model1.TRANSSHIPMENT that considers a possible distribution between the RFs. => Model1.PRERASPODELA koji razmatra mo guću preraspodelu izmedju objekata MP. 2.
LL@(9415) 2. => Model2.
LL@(9416) Model2.NoTRANSSHIPMENT which considers the case identical to the previous one, however, without the possibility of transshipment, i.e., RF are independent from each other. => BezPRERASPODELE koji razmatra slučaj, inače identičan prethodnom, ali bez mogućnosti preraspodele, tj svi maloprodajni objekti su nezavisni jedan od drugog. 3.
LL@(9417) 3. => Model3.
LL@(9418) Model3.Deterministic which does not consider the randomness of demand as the two previous models do, using the scenario concept, but is otherwise identical to the previous model. => Deterministik koji ne razmatra slučajnost tražnje, kao prethodna dva model koja to rade koristeći koncept scenarija, inače identičan prethodnom modelu.
LL@(9419) The results obtained are as follows: 1. => Dobijeni rezultati su sledeći: ~~~ 1.
LL@(9420) The model had a total of 1815 variables, of which 250 even-number, and 250 binary, and 1026 constraints. => Model je imao ukupno 1815 promenljivih od čega su 250 celobrojnih i 250 binarnih i 1026 ograničenja.
LL@(9421) There were 8390 non-zero values in the constraints matrix. => Nenultih vrednosti u matrici ograničenja ima 8390. 2.
LL@(9422) 2. ~~~ The optimum value for the objective function TotalRegret is 22896. ~~~ 3. => Optimalna vrednost za funkciju cilja Ukupno Zaljenje iznosi 22896. 3.
LL@(9423) The total costs and the total regret for the three previous cases are shown in Table 2, where the %Difference is given as related to the costs of the deterministic case: Table 2. => Ukupni troskovi i ukupno zaljenje za sva tri prethodna slučaja su prikazani u Tabeli 2, gde je % Razlika data u odnosu na troškove determinističkog slučaja: ~~~ Tabela 2.
LL@(9424) Optimization results Total costs Total Regret % Difference Transshipm ent allowed case No transshipm ent case Determinis tic case 5.77 % 5.23 % - - The deterministic case was expected to display minimum costs, since the future demand is known precisely. => Rezultati optimizacije Ukupni troškovi Ukupno žaljenje % Razlika Slučaj sa preraspodelom Slučaj bez preraspodele Deterministicki slučaj 5.77 % 5.23 % - - Bilo je očekivano da deterministički slučaj ima najmanje ukupne troškove, jer se tačno zna kakva će biti buduća tražnja.
LL@(9425) In such circumstances the safety inventory is not necessary and this reduces the storage charges. => U takviM okolnostima nije potrebno imati sigurnosne zalihe i to smanjuje troškove držanja zaiha.
LL@(9426) Besides, planning helps eliminate the costs of shortages. => Pored toga, planom je moguće eliminisati i troškove nedostajućih zaliha.
LL@(9427) The deterministic model is also the easiest problem to solve. => Deterministički model je i najlakši problem za rešavanje.
LL@(9428) Contrary to the deterministic model, the cases with and with no transshipment have to find compromise solutions. => Za razliku od determinističkog, slučajevi sa i bez preraspodele moraju da nađu kompromisna rešenja.
LL@(9429) In the case with an allowed transshipment among the RFs, the total costs are somewhat lower compared to the costs in the no transshipment case. => U slučaju sa mogućom preraspodelom između objekata MP, ukupni troškovi su nešto niži od troškova bez preraspodele.
LL@(9430) A more thor ough analysis of the two cases, however, can be conducted by observing the storage policy and the frequency of stock-outs. => Međutim, bolja analiza ova dva slučaja se može obaviti posmatrajući politiku čuvanja zaliha i učestanost pojave nedostajućih zaliha.
LL@(9431) The results of the analysis are shown in Table 3. => Rezultati ove analize su prikazani na Tabeli 3.
LL@(9432) Table 3. => Tabela 3.
LL@(9433) Optimization results analysis Number Frequency of of shortages shortages Maximum shortage amount Transshipment allowed case No transshipment case 3,56 % 6,67 % Average value of shortage amount 7,25 12,8 A conclusion can be drawn that the number of shortages almost doubles when transshipment is not allowed, since the RF has to meet an increased demand in a given period and hence stores the inventory ordered for the future periods, and this may reasult in shortages in other RFs. => Analiza rezultata optimizacije Broj nedostajanja Učestanost nedostajanja Maks. količina nedostajanja Srednja vred. nost količ. nedostajanja Slučaj sa preraspodelom Slučaj bez preraspodele 3.56 % 6.67 % 7.25 12.8 Može se zaključiti, da je broj slučajeva nedostajanja zaliha, skoro dvostruko kada preraspodela nije dozvoljen, jer MP mora da zadovolji povećanu tražnju u datom periodu i zato čuva zalihe spremljene za buduće periode, što može da dovede do pojave nedostajućih zaliha u drugim objektima MP.
LL@(9434) On the other hand, in case the transshipment among the RFs is allowed, the RF in which the demand is lower than predicted can share the surplus with the facility reporting the shortage. => S druge strane, u slučaju da je preraspodela između objekata MP dozvoljena, objekat koji ima manju tražnju od prognozirane, može da višak deli sa objektom koji ima manjak.
LL@(9435) In this case new transshipment costs emerge, however, the storage charges and the shortage costs are avoided. => U tom slučaju se pojavljuju novi troškovi preraspodele, ali se izbegavaju troškovi čuvanja zaliha i troškovi nedostajućih zaliha.
LL@(9436) Also, the maximum and the mean values of the shortage amount is by far more favourable in the transshipment case than in the case without it. => Takođe, maksimalna i srednja vrednost količine nedostajućih zaliha je znatno povoljnija u slučaju preraspodele nego bez nje.
LL@(9437) Table 4 shows the differences between the average values of total inventory in one period in both cases under consideration. => U Tabeli 4. su prikazane razlike prosečnih vrednosti ukupnih zaliha u jednom periodu u oba razmatrana slučaja.
LL@(9438) Table 4. => Tabela 4.
LL@(9439) Optimization results analysis Average inventory quantity stored over a period Transshipment allowed case No transshipment case 14,89 27,83 As seen in Table 4, there is a significant difference in the inventory quantity stored in the RFs. => Analiza rezultata optimizacije Srednja vrednost količine zaliha na čuvanju u periodu Slučaj s preraspodelom Slučaj bez preraspodele 14.89 27.83 Kao što se vidi u Tabeli 4, postoji značajna razlika u količini zaliha koje se drže u obkjektima MP.
LL@(9440) This is an important argument in favour of introducing the transshipment type system if the RFs dispose of small warehouse capacities or if we deal with perishable or seasonal goods. => Ovo je značajan argument za uvođenje sistema s preraspodelom ukoliko objekti MP imaju male kapacitete magacina ili je u pitanju kvarljiva roba ili proizvodi sezonskog karaktera.
LL@(9441) Another interesting characteristic for analysis is the behaviour of safety inventory, that is, to what extent the transshipment type systems reduce the amount of safety inventory due to risk pooling. => Druga interesantna karakteristika za analizu je ponašanje sigurnosnih zaliha, odnosno, u kojoj meri sistemi sa preraspodelom smanjuju iznos sigurnosnih zaliha zbog zajedničkog deljenja rizika.
LL@(9442) Table 5 shows the results of this analysis. => U Tabeli 5. su prikazani rezultati ove analize.
LL@(9443) Table 5. => Tabela 5.
LL@(9444) Delivery analysis Transshipment allowed case No transshipment case Total delivery to DC Total delivery to RF Mean value of deliveries to RF Standard deviation of quantity delivered 106,33 21,47 108,78 23,21 On the basis of the data from Table 5 we can conclude that the quantities of goods delivered to DC or RFs are only slightly smaller in the transshipment allowed case. => Analiza isporuka Ukupna isporuka do DC Ukupna isporuka do MP Srednja vrednost isporuka do MP Standardna devijacija isporučene količine Slučaj sa preraspodelom Slučaj bez preraspodele 106.33 21.47 108.78 23.21 Na osnovu podataka iz Tabele 5. može se zaključiti da su količine isporučene robe do DC i MP vrlo malo manje u slučaju sa preraspodelom.
LL@(9445) The explanation of this can be found in the model formulation. => Objašnjenje za ovo se nalazi u formulaciji modela.
LL@(9446) Namely, the model requires that the goods be ordered in accordance with the demand in the previous periods. => Naime, model traži naručivanje u skladu sa tražnjom prethodnim periodima.
LL@(9447) If the model were based on the respective demand distributions, a more significant effects of risk pooling could be expected in the cases where transshipment is allowed. => Ukoliko bi model bio baziran na odgovarajućim raspodelama tražnje, tada bi se mogli očekivati značajniji efekti deljenja zajedničkog rizika kada postoje mogućnosti preraspodele.
LL@(9448) Similarly, if the input data for the demand distribution and the cost parametres were different, a significant effect of transshipment upon the safety inventory could be expected. ~~~ 5. => Takođe, ukoliko bi ulazni podaci za raspodelu tražnje i troškovni parametri bili drugačiji, mogao bi da se očekuje značajniji efekat preraspodele na sigurnosne zalihe. 5.
LL@(9449) Conclusion The model presented allows for the analysis of different supply policies, as well as different replenishment policies in the supply chain. => Zaključak Prikazani model omogućava analizu različitih politika snabdevanja i obnavljanja zaliha u lancu snabdevanja.
LL@(9450) The experimentally obtained findings with hypothetic but really possible data lead to the conclusion that the system with the transshipment in the supply chains may significantly reduce the costs in the stohastic demand cases, especially if the storage charges and shortage costs are high. => Eksperimentalni rezultati sa hipotetičkim ali realno mogućim podacima, navode na zaključčak da da sistem sa preraspodelom u lancima snabdevanja može da dovede do bitnijeg smanjenja troškova u slučajevima stohastičke tražnje, naročito ako su troškovi čuvanja zaliha i troškovi nedostajućih zaliha visoki.
LL@(9451) It must, however, be pointed out that the systems with transshipment require a higher level of organization, trust and communication among the agents in the supply chains compared to the systems with no transshipment. => Međutim mora se istaći da sistemi sa preraspodelom u odnosu na sisteme bez preraspodele zahtevaju viši stepen organizacije, poverenja i međusobne komunikacije učesnika u lancu snabdevanja.
LL@(9452) The model presented could, naturally, be improved in various directions by the analysis of the model sensitivity to different cost parametres, as well as by the analysis of its implementation in various industries or in stocks management of different products. => Naravno, postavljeni model bi se mogao usavršavati u više pravaca analizom osetljivosti modela na različite parametre troškova, kao i analizom primene u različitim industrijama ili upravljanju zalihama različitih proizvoda.
LL@(9453) The model can also be extended by introducing a larger number of distribution centres and the problems of assigning the RFs to distribution centres. => Svakako, moguće je proširiti model uvođenjem većeg broja distributivnih centara i problema asignacije objekata MP po distributivnim centrima.
LL@(9454) A crucially substantial improvement of the model would be an explicit introduction of the stohastic programming method instead of the scenario method, however, the introduction of a significantly larger number of scenarios would also prove to be interesting. => Suštinski značajno poboljšanje modela bilo bi eksplicitno uvođenje metoda stohastičkog programiranja, umesto metoda scenarija, mada bi i uvođenje značajno većeg broja scenarija bilo interesantno.
LL@(9455) REFERENCE Š1Ë Chopra, S., Meindl P., Supply Chain management Strategy, planning, and opertaion. => LITERATURA Š1Ë Chopra, S., Meindl P., Supply Chain management Strategy, planning, and opertaion.
LL@(9456) Prentice Hall, Upper Saddle River, 2001. ~~~ Š2Ë Voss, S., Woodruff D.I., Introduction to computational optimization models for production planning in supply chain, Springer Verlag, Berlin, 2003. ~~~ Š3Ë Herer, Y. Lateral Stock Transshipments in a TwoLocation Inventory System with Fixed and Joint Replenishment Costs , Naval Research Logistics, 46, 525-547, 1999. => Prentice Hall, Upper Saddle River, 2001. Š2Ë Voss, S., Woodruff D.I., Introduction to computational optimization modelsfor production planning i n supply chain, Springer Verlag, Berlin, 2003. Š3Ë Herer, Y. Lateral Stock Transshipments in a Two-Location Inventory System with Fixed and Joint Replenishment Costs , Naval Research Logistics, 46, 525-547, 1999.
LL@(9457) Š4Ë Robinson, L. W, Optimal and Approximate Policies in Multiperiod, Multilocation Inventory Models with Transshipments, Operations Research, 38, 278-295,1990. => Š4Ë Robinson, L. W, Optimal and Approximate Policies in Multiperiod, Multilocation Inventory Models with Transshipments, Operations Research, 38, 278-295,1990.
LL@(9458) Š5Ë ŠFourer, R., AMPL, A Modeling Language for Mathematical Programming , Danvers, MA: Boyd and Fraser Publishing, 1993. => Š5Ë ŠFourer, R., AMPL, A Modeling Language for Mathematical Programming , Danvers, MA:
LL@(9459) Š6Ë http://www.gnu.org/software/glpk/, 2007 Four Dampillars against the Errone ous Spreadsheets UDC: 004.94 ; 005.311.6 Prof dr Konstantin Kostić Faculty of Organizational Sciences, Belgrade A review of the papers from past EuSpRIG conferences shows that they may be classed into four distinct areas: tools, education, auditing and management.. => Boyd and Fraser Publishing, 1993. Š6Ë http://www.gnu.org/software/glpk/, 2007 Četiri stuba odbrane od spredšitova sa greškama UDK: ~~~ 004.94 ; 005.311.6 Prof dr Konstantin Kostić Fakultet organizacionih nauka u Beogradu Pregled radova sa prošlih EuSpRIG konferencija pokazuju da se oni mogu razvrstati u četiri prepoznatljive oblasti: alat, obrazovanje, ispitivanje i menadžment.
LL@(9460) SPIN 09, 05-06. november 2009. godine, Belgrade, Serbia 1. => SPIN 09, 05-06. novembar 2009. godine, Beograd, Srbija 1.
LL@(9461) Introduction User-friendly, flexible and widely applicable, spreadsheets are used to support numerous business functions and frequently take roles for which the implementation of any other solutions would be too slow or too expensive. => Uvod 2. ~~~ Alat Zahvaljujući svojoj lakoći korišćenja, fleksibilnosti i mogućnostima, spredšitovi se koriste kao podrška mnogim poslovnim funkcijama i često poprimaju uloge za koje bi primena nekih drugih rešenja bila suviše spora ili skupa.
LL@(9462) As a result, the spreadsheets have silently grown into the key components in the analyses and reporting processes in numerous organizations, including the critical areas of financial reporting. ~~~ 2. => Kao rezultat toga, spredšitovi su tiho postali ključne komponente u procesima analiza i izveštavanja u mnogim organizacijama, uključujući kritične oblasti finansijskog izveštavanja.
LL@(9463) Tools Spreadsheets are generally approached as intuitive tools which are deceptively user-friendly and, although they are widely used in organizations, it often turns out that the information obtained is incorrect. => Spredšitovima se uglavnom prilazi kao intuitivnom alatu koji je varljivo lak za upotrebu i mada se naširoko koristi u organizacijama često ispadne da su dobijene informacije pogrešne.
LL@(9464) Spreadsheet itself has certain limitations that prevent the development of complex business models, however, the spreadsheet user (creator) himself may lack the necessary skills in developing such a model. => Spredšit sam po sebi ima odredjene ograničenja koja sprečavaju razvijanje kompleksnih poslovnih modela kao što i sam korisnik spredšita (kreator) može da bude nevešt u razvijanju takvog modela.
LL@(9465) There is ample evidence that errors in spreadsheets are usual and by no means trivial. => Postoji velika evidencija o tome da su greške u spredšitovima uobičajene i nisu trivijalne.
LL@(9466) The number of errors in spreadsheets is proportional to the number of errors occurring in other intellectual activities and they are caused by the fundamental limitations of the human intellect, not only by carelessness. => Količina greški u spredšitovima je srazmerna količini greški u drugim intelektualnim aktivnostima ljudi i one su uzrokovane fundamendalnim ograničenjima ljudskog intelekta, a ne samo ljudskom traljavošću.
LL@(9467) The warning be careful cannot by itself eliminate errors, nor can it reduce them to at least an acceptable level. => Sama opaska budi pažljiv ne može eliminisati greške ili ih bar redukovati do prihvatljivog nivoa.
LL@(9468) The research so far, presented in the papers at the annual conferences of the EurSpRIG European Spreadsheets Risk Interest Group can be classed into four groups: Tools methodologies and software used in spreadsheet modelling Education raising awareness, training and research Audit methods and software toold in spreadsheet auditing Management standards and controls in development management The first letters of the names of these areas make up the word TEAM. => Dosadašnja istraživanja, koja su prezentirana u radovima na godišnjim konferencijama Evropske interesne grupe za spredšit rizik (EurSpRIG European Spreadsheet Risk Interest Group) mogu se svrstati u četiri grupe: ~~~ Tools (alat) metodologije i softver za izradu spredšitova Education (obrazovanje) podizanje svesti, obučavanje i istraživanje Audit (ispitivanje) metode i softverski alati za preispitivanje spredšitova Management (menadžment) standardi i kontrole za upravljanje razvojem Prva slova naziva ovih oblasti čine reč TEAM (na engleskom znači tim).
LL@(9469) This proved to be rather apt, since the thus created word further explains that the team work is the key to solving spreadsheet problems in corporations: implementation of development tools, training the users in order to raise their awareness of the errors in spreadsheets, an appropriate organization and implementation of the spreadsheet auditing processes, as well as adopting a clear managerial policy to support standards and controls. => To je ispalo zgodno jer se time ukazuje da je timski rad ključ rešavanja spredšit problema u korporacijama: korišćenje razvojnih alata, obučavanje korisnika radi podizanja svesti o greškama u spredšitovima, pravilno organizovati i primenjivati procese ispitivanja spredšitova, kao i prihvatanje jasne menadžerske politike kojima će se podržati standardi i kontrole.
LL@(9470) There is undoubtedly a need to define and implement a structured approach in the model design, using the software tools that would serve as guidelines to the spreadsheet creator, so that he should avoid (or prevent) possible error situations, as well as document his activities. => Bez svake sumnje, postoji potreba da se definiše i primeni struktuirani pristup izrade modela uz pomoć softverskih alata kojima bi se rukovodio kreator spredšita kako bi koristio savete da izbegne (ili predupredi) moguće situacije pogreški, kao i da dokumentuje svoje akcije.
LL@(9471) Among the papers presented at the conferences so far there were some that advocate the use of programme languages to code the logic of the models and then design the spreadsheet interface in rows and columns together with its in-built logic. => Dosadašnji radovi na skupovima uključivali su i one koji zagovaraju korišćenje programskih jezika kojima bi se kodirala logika modela i tek onda konstruisao interfejs spredšita u redovima i kolonama zajedno sa svojom uključujućom logikom.
LL@(9472) One author advocates the implementation of a mathematics area known as the theory of categories Š13Ë. => Jedan autor zagovara korišćenje matematičke grane poznate kao teorija kategorija Š13Ë.
LL@(9473) The theory of categories, as well as logic, is a tool for studying mathematical and computer concepts and is focuses upon the form rather than upon the contents. => Teorija kategorija, kao logika, je alat za proučavanje matematičkih i računarskih koncepata koja je više koncentrisana na formu nego na sadržinu.
LL@(9474) A large number of participants at the conferences insisted on the need to create methods based on the principles of software engineering. => Mnogi učesnici skupova su isticali potrebu stvaranja metoda koje se zasnivaju na principima softverskog inženjerstva.
LL@(9475) They argue that the implementation of these principles of software engineering which would make spreadsheet engineering has a potential to improve the performance of spreadsheets programmers, reduce the frequency and gravity of errors in spreadsheets, improve the manipulation with spreadsheets in time. => Oni tvrde da primena principa softverskog inženjerstva što bi činilo spredšit inženjerstvo ima potencijal da poveća produktivnost spredšit programera, smanji učestanost i težinu greški u spredšitovima, unapredi manipulativnost spredšitovima u vremenu.
LL@(9476) Rajalingham, Chadwick and Knight Š14Ë propose the application of tools that create Jackson structures to obtain a graphic type of spreadsheets description in the course of 1 Spreadsheet models can be presented in the form identical to the data structure diagram Jackson structure which is used in software engineering. their development1. => Rajalingham, Chadwick and Knight Š14Ë nude alat koji kreira Džeksonove strukture radi dobijanja grafičkog tipa opisa spredšita tokom razvoja1.
LL@(9477) This allows for an easy check of the logic and a reverse spreadsheet engineering in its Jackson structure. => Ovo omogućava laku proveru logike i dopušta reverzni inženje 1 Spredšit modeli se mogu prikazati u formi identičnoj dijagramu strukture podataka - Džeksonova struktura koja se koristi u softverskom inženjerstvu. ring spredšita u njegovoj Jackson strukturi.
LL@(9478) Hence every spreadsheet model can be defined by its canonic form that will remain intact even when the spreadsheet form suffers cosmetical changes. => Dakle, svaki spredšit model može se definisati pomoću njegovog kanoničnog oblika koji će ostati netaknut čak i kad se forma spredšita promeni kozmetički.
LL@(9479) There is a lot of spreadsheet software on the market. => Na tržištu se nalazi veliki broj spredšit softvera.
LL@(9480) The list of the best known software can be seen at the website http://en.wikipedia.org/wiki/List_of_spreadsheet_software. => Lstu najpoznatijih spredšit softvera pogledajte na sajtu http://en.wikipedia.org/wiki/List_of_spreadsheet_software.
LL@(9481) New spreadsheet alternatives have also been proposed at the conferences. => Na skupovima su ponudjene i nove spredšit alternative.
LL@(9482) The combination of the most recent object technologies with new approaches are indeed genuine alternatives to spreadsheets that are directed towards responding to the so far identified resistance to spreadsheets. => Kombinacija najnovijih objektnih tehnologija sa novim pristupima nude istinske alternative spredšitovima koje idu u pravcu zadovoljavanja do sada identifikovanih otpora prema spredšitovima.
LL@(9483) For example, the XBRL (Extensible Business Reporting Language) is the language for electronic communication of financial data that revolutionized the financial reporting worldwide. => Na primer XBRL (Extensible Business Reporting Language) je jezik za elektronsku komunikaciju finansijskih podataka koji je revolucionizovao finansijsko izveštavanje širom sveta.
LL@(9484) It is used in the preparation, analysis and communication of financial information. => Koristi se za pripremu, analizu i komunikaciju finansijskih informacija.
LL@(9485) The XBRL is an application of XML for business information and uses the structure to describe the data, make them instantly operable, interactive and intelligent. => XBRL je aplikacija XML-a za poslovne informacije i koristi strukturu da opiše podatke, čini ih odmah upotrebljivim, interaktivnim i inteligentnim. [to se tiče dokumentovanja spredšitova, dobra dokumentacija:
LL@(9486) As regards the spreadsheet documentation, the proper documentation: Describes the substance and method of model implementation in that it allows the others to implement the model, but is useful in reactivating the model after a period of time it was idle. ~~~ Reduces the risk of discontinuing the use of the model because only one man or a limited number of people know how to use it and have trust in it. => Opisuje suštinu i način korišćenja modela tako da dopušta i drugima da koriste model, ali koristi i kada se ponovo aktivira model posle nekog vremena nekorišćenja Smanjuje rizik da model prestane da se koristi zato što samo jedan ili par ljudi zna kako da se koristi i imaju poverenja u njega Smanjuje broj iritirajućih prekida osobi koja je pre uzela dužnost da dalje razvija model.
LL@(9487) Reduces the number of irritating stoppages to the person responsible for further development of the model. => 
LL@(9488) The documentation should include the facts such as: what the model serves for, what it can do, how it does what it does, which premises are included in its design, which constants are used and where they lie, who developed the model and when, who modified the model after it was put to use, and when he did it, the presence of macros and their purpose. => U dokumentaciji treba da se navede: čemu služi model, šta on radi, kako to radi, koje su pretpostavke uključene u njegov dizajn, koje se konstante koriste i gde se one nalaze, ko i kada je razvio model, ko i kada je izvršio modifikacije modela posle njegovog stavljanja u upotrebu, postojanje makroa i njihova svrha.
LL@(9489) The systematis implementation of Excel comments may be viewed as an efficient method of spreadsheets documentation. ~~~ 3. => Korišćenje Excel-ovih komentara na sistematičan način može da predstavlja jednu efikasnu metodu dokumentovanja spredšitova. 3.
LL@(9490) Education In order to design and implement an efficient spreadsheet solution, it is important that one should know how to do the work so that the data may be turned into useful information. => Obrazovanje Da bi se projektovalo i primenilo jedno efikasno spredšit rešenje, važno je da se poseduje poznavanje posla kako bi se podaci pretvorili u korisne informacije.
LL@(9491) The knowledge of this know-how is al ready present in the organization. => Poznavanje posla već posoji u organizaciji.
LL@(9492) The knowledge of technique is achieved through training. => Poznavanje tehnike se stiče treningom.
LL@(9493) If the technical knowledge does not take the knowledge of how to work into account, the solutions will not be optimal. => Ako tehničko znanje ne uzima u obzir poznavanje posla, onda rešenja neće biti optimalna.
LL@(9494) A most efficient spreadsheet system management in an organization is the result of the training based on working out the solutions to concrete problems (task-based management). => Najefikasniji menadžment spredšit sistema u jednoj organizaciji postiže se treningom koji se bazira na rešavanju konkretnih problema (task-based management).
LL@(9495) Using one and only approach the user is being trained how to solve a concrete problem using the spreadsheet tools, contrary to the approach where the spreadsheet tools and techniques are studied independently of any concrete problem. => Taj pristup obučava korisnika kako da rešava konkretan problem spredšit alatima za razliku od pristupa izučavanja spredšit alata i tehnika nezavisno od bilo kog konkretnog problema.
LL@(9496) The trainers that favour the task-based approach are experienced as to the manner in which the spreadsheets are actually used in real situations. => Treneri koji koriste «task-based» pristup imaju iskustva u načinu kako se spredšitovi stvarno koriste u realnom svetu.
LL@(9497) They combine their experience with the clients knowledge of the business environment. => Oni kombinuju svoje iskustvo sa klijentovim poznavanjem poslovnog okruženja.
LL@(9498) This is a better way compared to dry and boring theorizing on how the spreadsheets should be used. => To je bolje od suvoparnog teoretisanja o tome kako bi trebalo koristiti spredšitove. ~~~ Na kraju treninga polaznik je: (cid:
LL@(9499) At the end of the training the attendant: (cid:57) Completed his task (cid:57) Set the system for future tasks (cid:57) Learned about the solutions to some of his problems (cid:57) Worked on an actual spreadsheet The attendant learned the task-related mechanic techniques, as well as the rationale of implementing these individual techniques in task situations. => Kompletirao svoj zadatak (cid: ~~~ Postavio sistem za buduće zadatke (cid: ~~~ Video je rešenja za neke od svojih problema (cid:
LL@(9500) The task-based training is neither the only type of training, nor is it the most popular one. => Radio je na aktuelnom spredšitu Polaznik je učio, kako mehaničke tehnike vezane za zadatak, tako i rezon korišćenja tih pojedinačnih tehnika u datim situacijama. «Task-based» trening nije jedini tip treninga i daleko od toga da je najpopularniji.
LL@(9501) A largely widespread type of training is the general training where the trainees are introduced to the spreadsheet programme package, since the attendants are usually people who already use spreadsheets for various purposes. => Mnogo rasprostranjeniji tip treninga je uopštena obuka upoznavanja sa spredšit programskim paketom pošto se medju polaznicima obuke obično nalaze ljudi koji spredšit koriste u različite svrhe.
LL@(9502) The third type of the training is most common and includes the users that have never had any formal training concerning spreadsheets. => Treći tip «obuke» je najčešći, a obuhvata korisnike koji nikada nisu imali bilo kakvu formalnu obuku o spredšitovima.
LL@(9503) They learned how to use spreadsheets at work, from their predecessors or colleagues, or are entirely self-taught. => Oni su naučili korišćenje spredšitova na poslu od svojih prethodnika ili kolega, ili su potpuno samouki.
LL@(9504) A quality training in using spreadsheets is offered at the Faculty of Organizational Sciences in Belgrade and at a number of other faculties. => Kvalietnu obuku korišćenja spredšitova daje Fakultet organizacionih nauka u Beogradu i još par drugih fakulteta.
LL@(9505) The training in how to work with spreadsheets, however, displays a rather poor approach to spreadsheets: Spreadsheets are presented as simple expressions of likewise simple accounting models Spreadsheets are easy to learn and their intellectual contents are limited Students became familiar with spreadsheets even before they enter university and thus acquired wrong habits that are difficult to correct at university. => Obuka za rad sa spredšitovima na fakultetima pati od lošeg pristupa spredšitovima: ~~~ Spredšitovi se predstavljaju kao prosti iskazi jedno stavnih računovodstvenih modela Spredšitovi su laki za učenje i njihov intelektualni sadržaj je ograničen Student je učio o spredšitovima još pre univerziteta i time stekao pogrešne navike koje se ne ispravljaju na fakultetu.
LL@(9506) The greatest problem, however, may be how to convince the lecturers that the training for work in spreadsheets requires an entirely different approach which is not based only on the changes in the teaching contents, but in the teaching methods, too. => Možda je najveći problem da se ubede nastavnici da obuka za rad u spredšitovima zahteva kompletno drugačiji pristup koji se ne zasniva samo na promeni sa držaja nastave već i u nastavnim metodama.
LL@(9507) A solution may be to encourage them to use the feedback loop RESEARCH LECTURE STUDENTS LEARN. => Treba ohrabriti primenu povratne petlje ISTRA@IVANJE PREDAVANJE UČENJE STUDENATA. 4.
LL@(9508) 4. ~~~ Audit The types of testing are numerous and the majority of them cannot reduce the errors to the point at which there are no singnificant errors in the spreadsheet. => Ispitivanje Postoje mnogobrojni tipovi testiranja od kojih većina nije dovoljna da smanji greške do tačke koja obezbedjuje da nema značajnih greški u spredšitu.
LL@(9509) Here we mention some of the test types: 1. => Nabrojaću neke od tipova. 1.
LL@(9510) Testing along spreadsheet development Testing ap plications, unit (module) testing, integral testing. ~~~ 2. => Testiranje tokom razvoja spredšita Testiranje zahteva, testiranje jedinica (modula), integralno testiranje. 2.
LL@(9511) Spreadsheet observation Review of tables in spreadsheet in order to get the impression of logic. => Posmatranje spredšita Pregled tabela u spredšitu da se stekne utisak logičnosti. 3.
LL@(9512) 3. ~~~ Error scanning software Software that browses the spreadsheet searching for errors on the basis of the built-in detection rules in the software. => Softver za skeniranje greški softver koji pretražuje spredšit tražeći greške na osnovu pravila za pronalaženje koja su ugradjena u softver.
LL@(9513) The automatic error scanning tools are similar to spell-checkers and grammar-checkers in the text processing programmes. => Alati za automatsko skeniranje greški slični su spel-čekeru i gramar-čekeru u programima ya obradu teksta.
LL@(9514) Excell has the built-in tools for error detection under the commands Tools, Error Checking. => Excel ima ugradjeni alat za pronalaženje greški pod komandama Tools, Error Checing.
LL@(9515) These tools are rather simple, but limited. => Ovaj alat je veoma jednostavan ali ograničen.
LL@(9516) There are several commercial tools available in spreadsheet auditing: SpACE (Spreadsheet Audit for Customs & Excise), OAK (Operis Analysis Kit), Spreadsheet Detective and Spreadsheet Professional, and others. => Postoji nekoliko komercijalnih alata koji su raspoloživi za ispitivanje spredšitova: ~~~ SpACE (Spreadsheet Audit for Customs & Excise), OAK (Operis Analysis Kit), Spreadsheet Detective and Spreadsheet Professional i drugi.
LL@(9517) Much more sophisticated scanners are now available on the market. => Mnogo sofisticiraniji skeneri se mogu naći na tržištu.
LL@(9518) The web site containing the list of such is http://www.sysmod.com/sslinks.htm#auditing. products 4. => Web strana sa listom takvih proizvoda je http://www.sysmod.com/sslinks.htm#auditing. 4.
LL@(9519) Auditing The option that is in Excell activated by the Tools, Formula Auditing commands. => Auditing opcija koja se kod Excela aktivira komandama Tools, Formula Auditing.
LL@(9520) Such commands allow us to select the links of the formula with the previous cells the result of the formula depends on, that is, with all the cells to which the value of the formula observed serves as input data. => Ova komanda omogućava da izaberemo vezu formule sa prethodnim ćelijama od kojih zavisi rezultat formule, odnosno sa svim ćelijama kojima vrednost posmatrane ćelije služi kao ulazni podatak.
LL@(9521) One problem with the real auditing is the question on which section of spreadsheet is audited. => Jedan od problema sa istinskim oditingom je pitanje koji deo spredšita da se ispituje.
LL@(9522) The most obvious candidate for auditing is the most risky section which includes complex formulas and links among the worksheets of the work ledger. => Najočigledniji kandidat za ispitivanje je najriskantniji deo koji uključuje kompleksne formule i linkove medju radnim listovima radne knjige.
LL@(9523) While the errors are more likely to occur in this type of formulae in comparison with the ordinary formulae, by the law of probability, there is probably a larger number of errors in ordinary formulae than in the complex ones (the ordinary ones are more numerous) will occur. => Medjutim, dok su greške verovatnije kod ovog tipa formula nego što je to slučaj kod običnih formula, po zakonu verovatnoće je verovatno više greški kod običnih formula nego kod kompleksnih formula. (običnih formula ima više).
LL@(9524) Very complex, but also very expensive automated auditing softwares for spreadsheets are now available on the market. => Na tržištu postoje automatizovani auditing softveri za spredšitove, koji su veoma kompleksni ali i skupi. 5.
LL@(9525) 5. ~~~ Testing through performance The tester tests a number of sets of input values to find out whether the spreadsheet produces (or does not produce) correct results. => Testiranje izvršenjem tester provera nekoliko setova ulaznih vrednosti da bi video da li spredšit proizvodi (ili ne proizvodi) korektne rezultate.
LL@(9526) Here, typical and extreme values (paranoid testing) can be used. => Pri tome se mogu koristiti tipične i ekstremna vrednosti (paranoidno testiranje).
LL@(9527) The problem here is how we can know whether the values obtained are accurate and correct. => Ovde se postavlja problem kako znati da su dobijene vrednosti tačne.
LL@(9528) In the best case, there are possibilities to compare the resulting values to the already known values. => Najbolje je kada postoji mogućnost da se rezultujuće vrednosti uporedjuju sa unapred poznatim vrednostima.
LL@(9529) A mathematical model would be welcome that can yield values which could be expected as a result in the spreadsheet, too. => Dobro bi bilo da postoji matematički model koji može da da vrednosti koje treba očekivati kao rezultat i u spredšitu.
LL@(9530) Without such values for comparison, testing through performance is meaningless. => Bez takvih vrednosti za uporedjivanje testiranje izvršenjem gubi smisao. 6.
LL@(9531) 6. ~~~ Logic inspection The inspector examines all the cells with formulae, searching for errors. => Inspekcija logike inspektor ispituje sve ćelije sa formulama, tražeći greške.
LL@(9532) For practical reasons, we recommend the team inspection: an individual usually manages to detect fewer than half the number of all the errors present. => Ovde se preporučuje timska inspekcija iz praktičnih razloga: pojedinac obično pronadje manje od polovine svih greški.
LL@(9533) In this case the reduction of all the errors cannot be requested, since this is impossible to do. => Pri tome se ne može zahtevati redukcija svih greški jer je to nemoguće.
LL@(9534) Therefore a reasonable limit is set, in accordance with the importance of spreadsheet in business decision making. => Zato se postavlja jedna razumna granica u skladu sa značajem spredšita za donošenje poslovnih odluka.
LL@(9535) The inspection process should consist of seven steps: 1. => Proces inspekcije treba da ima sedam koraka: ~~~ 1.
LL@(9536) Planning. => Planiranje.
LL@(9537) Provision of materials, getting the peer and working out the meetings schedule. => Priprema materijala, dobijanje sauče snika i izrada rasporeda sastanaka. 2.
LL@(9538) 2. ~~~ Discussing the meeting agenda. => Razmatranje sadržaja sastanaka.
LL@(9539) Presenting software, role delegation, process description. ~~~ 3. => Predstavljanje softvera, raspodela uloga, opis procesa. 3.
LL@(9540) Preparation. => Priprema.
LL@(9541) Inspectors check the spreadsheet individually. => Ispektori, radeći pojedinačno, ispituju spredšit.
LL@(9542) The aim is not to detect errors, but to understand software modules. => Cilj nije da se otkriju greške već da se razumeju softverski moduli.
LL@(9543) Many inspection methods, however, detect errors as early as this phase. ~~~ 4. => Medjutim, mnoge metode inspekcije otkriju greške već u ovoj fazi. 4.
LL@(9544) Inspectors meeting. => Sastanak inspektora.
LL@(9545) The task is to detect and explain errors. => Zadatak je da se otkriju i objasne greške.
LL@(9546) Nothing else is discussed. => Ne diskutuje se ništa izvan toga.
LL@(9547) The meeting has to be reasonably short, so that concentration should not weaken. ~~~ 5. => Sastanak mora da bude razumno kratak da ne bi opala obazrivost. 5.
LL@(9548) Improving the process. => Unapredjenje procesa.
LL@(9549) Inspection has to produce a feed-back information to the guide process inspection of the firm. => Inspekcija mora da proizvede povratnu informaciju za vodič procesa inspekcija firme.
LL@(9550) Each inspection must generate a statistics on the time consumed, errors detected and the gravity of error. ~~~ 6. => Svaka inspekcija mora da generiše statistiku o utrošenom vremenu, nadjenim greškama i ozbiljnosti greški. 6.
LL@(9551) Processing. => Prerada.
LL@(9552) The remedy to /repair of the software is effected after the meeting. ~~~ 7. => Popravka softvera se vrši posle sastanka. 7.
LL@(9553) Monitoring. => Praćenje.
LL@(9554) Ensuring that the change is correctly made. ~~~ 5. => Osigurati da su promene učinjene pravil no. 5.
LL@(9555) Management There are many, some argue too many, issues related to spreadsheet management which should be taken into consideratin by the organizational policy. => Menadžment Postoji mnogo, neki kažu suviše mnogo, pitanja koja se odnose na menadžment spredšitova na koja treba obratiti pažnju politikom organizacije.
LL@(9556) There are the issues of choice and of adopting a set of controls that should be analysed over a reasonable time interval. => Postoje pitanja izbora i prihvatanja seta kontrola koja treba razmotriti u regularnim intervalima vremena.
LL@(9557) These may be the spreadsheet version controls, the insight and self-auditing during the spreadsheet creation, team review and close inspection of spreadsheets models, the documentation policy, the use of proven models as templates, as well as recording usual errors and their storage at set sites such as corporate knowledge bases. => To mogu da budu kontrole verzija spredšitova, uvida i samo-ispitivanja tokom izrade spredšitova, timsko preispitivanje i pročešljavanje spredšit modela, politika dokumentovanja, korišćenje proverenih modela kao templejta, kao i beleženje uobičajenih greški i njihovo čuvanje na za to utvrdjenim mestima kao bazama korporativnog znanja.
LL@(9558) In order that only a small number of these requirements be met it is necessary to ensure the support of the firm top management and create a strategy to establish good practice based on the reasonable selection of standards. ~~~ Such a standard can be found in the CobiT (Control Objectives for Information and Related Technology) approach. => Da bi se ostvario samo deo tih zahteva potrebno je obezbediti podršku menadžmenta preduzeća višeg nivoa i stvoriti strategiju za uspostavljanje dobre prakse zasnovane na razuman izbor standarda. for Information and Takav standard se može naći u pristupu CobiT (Control Objectives related Technology).
LL@(9559) The CobiT is a set of tools that helps business managers to understand and manage the risk related to introducing new technology. => CobiT je set alata koji pomaže poslovnim menadžerima da razumeju i upravljaju rizikom vezanim za uvodjenje nove tehnologije.
LL@(9560) It also demonstrates to the interested parties or stakeholders how well the job was done. => Takodje, on demonstrira zainteresovanima koliko dobro je uradjen taj posao.
LL@(9561) The CobiT is based on the best international practice of IT management. => CobiT je zasnovan na medjunarodnoj najboljoj praksi IT mendžmena.
LL@(9562) The CobiT ensures a generic framework for all the main IT processes. => CobiT obezbedjuje generički okvir za sve glavne IT procese.
LL@(9563) It does not necessarily specify spreadsheets. => On ne spominje posebno spredšitove.
LL@(9564) However, this generic framework can be applied to all IT development solutions, from the entire ERP system to a relatively simple spreadsheet. => Medjutim, taj generički okvir se može primeniti na sva IT razvojnih rešenja od celokupnog ERP sistema do relativno jednostavnog spredšita.
LL@(9565) Project approval Defining and documenting necessary files Programme specification Source data collection project Defining input requirements and documentation Defining interfaces User-machine interface Defining necessary processes and documentation Defining necessary outputs and documentation Opportunity of control Accessibility as key factor of design Measures of IT integrity in software programme application Software application testing User manuals and other logistic material Re-evaluation of system project The CobiT approach is based on the Maturity model of the software development possibilities, defined by the Software Engineering Institute. ~~~ The Maturity model offers a method for a quantitative expression of the level of IT control procedures on the 0 (non-existent) to 5 (optimized) scale. => Pristupačnost kao ključni faktor dizajna Mere IT integriteta u aplikaciju softverskog programa Testiranje softverske aplikacije Korisnička uputstva i drugi materijali za podršku Ponovna procena sistemskog projekta Pristup CobiT se zasniva na Maturity modelu za mogućnosti razvoja softvera koji je definisan od strane firme Software Engineering Institute. «Maturiti» model nudi metodu za kvantitativno iskazivanje stepena IT kontrolnih procedura na skali od 0 (ne postoji) do 5 (otmiziran).
LL@(9566) The management used the Maturity model to map the current status of: Their own organization Best practices or an overall state of practice in their industry International standards For example, the Provision and Maintenance of Software control is described as follows: and to determine where the organization desires to be as regards those levels. => Menadžment koristi «Maturiti» model da mapira tekući status: svoje organizacije najbolje prakse ili opšte stanje prakse u svojoj grani internacionalnih standarda Na primer, za kontrolu procesa «Pribavljanje i održavanje softvera» navodi se: i da odredi gde organizacija želi da bude u odnosu na te nivoe. «Kontrola IT procesa pribavljanja i održavanja aplikacionog softvera, koji zadovoljava poslovne potrebe automatizacije funkcija radi efikasne podrške poslovnim procesima, obezbedjena je definicijama funkcionalnih i operativnih zahteva i faznom primenom sa jasnim izvršenjima i uzima u obzir:
LL@(9567) The control of the IT processes of provision and maintenance of software that satisfies the business requirements of function automation for the purpose of an efficient support to business processes is ensured by the definitions of functional and operational requirements and the phase implementation with clearly set performance and takes into account: Functional testing and adopting Application controls and security requirements Documentation requirements Software application life cycle Company infromation structure Methodology of development system life cycle User-machine interface Package adjustment This is backed up by 17 detailed goals of control, covering: Design methods Principal changes in the existing system Figure 1: CoBIT Maturity Model The development and maintenance processes control of spreadsheet models and applications that satisfy the business needs to obtain accurate business models and error-free analyses in order to efficiently support business processes is provided by defining the specific features of functional and operational requirements as well as by a phase implementation with clear performance and takes into account: design methods protection and data storage requirements testing and adopting documentation requirements. => Funkcionalno testiranje i prihvatanje kontrole aplikacije i zahteve obezbedjenja zahteve dokumentovanja životni ciklus softverske aplikacije informacionu strukturu preduzeća metodologiju životnog ciklusa sistema razvoja interfejs korisnik mašina prilagodjavanje paketa Ovo je podržano sa 17 detaljnih ciljeva kontrole pokrivajući:
LL@(9568) 6. => Metode projektovanja Glavnih promena postojećeg sistema Odobenje projekta Definisanje i dokumentovanje potrebnih fajlova Specifikacija programa Projekat kolekcije izvornih podataka Definisanje ulaznih zahteva i dokumentacije Definisanje interfejsova Interfejs korisnik mašina Definisanje potrebnih procesa i dokumentacije Definisanje potrebnih izlaza i dokumentacije Mogućnost kontrole Slika 1:
LL@(9569) Conclusion In order that an appropriate spreadsheet information system be provided in an organization, it is necessary to improve four areas of intellectual activity: TOOLS adopt the methodology of the structural description of the data and their connexity as a basis of the business model description which is further developed in the spreadsheet; select an adequate software for the spreadsheet; ensure the spreadsheet documentation; EDUCATION select the most suitable user (creator) training and establish an appropriate system of permanent education together with research; AUDITING establish a spreadsheet audit system implementing most recent auditing tools (software); MANAGEMENT adopt standards and controls related to the management of versions, storage, usage of templates, spreadsheet systems performance measurement and continual improvement. => CoBIT Maturity Model Kontrola procesa razvoja i održavanja spredšit modela i aplikacija koje zadovoljavaju poslovne potrebe da se dobiju tačni poslovni modeli i analize bez greški kako bi se efikasno podržali poslovni procesi, obezbedjuje se definisanjem specifičnih stavova funkcionalnih i operativnih zahteva kao i faznom implementacijom sa jasnim izvršenjima i uzima u obzir metode projektovanja zaštitu i zahteve čuvanja podataka testiranje i prihvatanje zahteve dokumentovanja 6. ~~~ Zaključak Da bi se obezbedio svrsishodan spredšit informacioni sistem u jednoj organizaciji neophodno je unapredjivati četiri oblasti intelektualnog delovanja: ~~~ ALAT usvojiti metodologiju strukturnog opisa podataka i njihovih veza kao osnovu opisa poslovnog modela koji se potom razvija u spred šitu; odabrati adekvatan softver za spredšit; obezbediti dokumentovanje spredšita; OBRAZOVANJE Odabrati najpovoljniji način obuke korisnika (kreatora) spredšitova i uspostaviti svrsishodan sistem permanentnog obrazovanja u sprezi sa istraživanjima.
LL@(9570)  => ISPITIVANJE - uspostaviti sistem ispitivanja (oditinga) spredšitova uz primenu najsavremenijih oditing alata (softvera); MENAD@MENT usvojiti standarde i kontrole u vezi sa upravljanjem verzijama, čuvanjem, korišćenjem templejta, merenjem performansi spredšit sistema i kontinualnim unapredjenjem.
LL@(9571) REFERENCE Š1Ë Panko R Spreadsheet Errors: What We Know. => LITERATURA Š1Ë Panko R Spreadsheet Errors: ~~~ What We Know.
LL@(9572) What We Think We Can Do. => What We Think We Can Do.
LL@(9573)  => Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0802.3457 Š2Ë Rajalingham K, Chadwick D, Knight B:
LL@(9574) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0802.3457 Š2Ë Rajalingham K, Chadwick D, Knight B: Classification of Spreadsheet Errors Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4224 Š3Ë Hawker A: Building Financial Accuracy into Spreadsheets, Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4219 Š4Ë Ayalew Y, Clermont M, Mittermeir R: Detecting Errors in Spreadsheets, Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.1740 Š5Ë Rajalingham K, Chadwick D, Knight B; A Structured Methodology for Spreadsheet Modelling. => Classifi cation of Spreadsheet Errors Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4224 Š3Ë Hawker A: ~~~ Building Financial Accuracy into Spreadsheets, Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4219 Š4Ë Ayalew Y, Clermont M, Mittermeir R: ~~~ Detecting Errors in Spreadsheets, Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.1740 Š5Ë Rajalingham K, Chadwick D, Knight B; A Struc tured Methodology for Spreadsheet Modelling.
LL@(9575) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4218 Š6Ë Butler R Risk Assessment for Spreadsheet Developments (HM Customs and Excise) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4236 Š7Ë Chan H Q Chen Y: Visual Checking Of Spreadsheets Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, July 2000. http://arxiv.org/abs/0805.2189 Š8Ë Cleary P M: How Important Are Spreadsheets To Organisations? => Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4218 Š6Ë Butler R Risk Assessment for Spreadsheet Developments (HM Customs and Excise) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4236 Š7Ë Chan H Q Chen Y:
LL@(9576) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. => Visual Checking Of Spreadsheets Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, July 2000. http://arxiv.org/abs/0805.2189 Š8Ë Cleary P M:
LL@(9577)  => How Important Are Spreadsheets To Organisations?
LL@(9578) Š9Ë Chadwick D Stop the Subversive Spreadsheet. => Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. Š9Ë Chadwick D Stop the Subversive Spreadsheet.
LL@(9579)  => Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, July 2000. http://arxiv.org/abs/0712.2594 Š10Ë Chadwick D., Sue R.:
LL@(9580)  => Teaching Spreadsheet De velopment Using Peer Audit and Self-Audit Methods for Reducing Errors, Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.1514 Š11Ë Butler R J:
LL@(9581) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, July 2000. http://arxiv.org/abs/0712.2594 Š10Ë Chadwick D., Sue R.: Teaching Spreadsheet Development Using Peer Audit and Self-Audit Methods for Reducing Errors, Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.1514 Š11Ë Butler R J: Applying the Cobit® Control Framework to Spreadsheet Developments Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.0609 Š12Ë O'Beirne P: Euro Conversion in Spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š13Ë Paine J: Safer Spreadsheets With Model Master Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.3690 Š14Ë Rajalingham K, Chadwick D, Knight B: An Evaluation of the Quality of a Structured Spreadsheet Development Methodology Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.1516 Š15Ë Raffensperger J: New Guidelines for Writing spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. => Applying the Cobit® Control Framework to Spreadsheet Developments Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.0609 Š12Ë O'Beirne P: ~~~ Euro Conversion in Spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š13Ë Paine J: ~~~ Safer Spreadsheets With Model Master Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.3690 Š14Ë Rajalingham K, Chadwick D, Knight B: ~~~ An Evaluation of the Quality of a Structured Spreadsheet Development Methodology Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.1516 Š15Ë Raffensperger J: ~~~ New Guidelines for Writing spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. Š16Ë Ettema H, Janssen P, de Swart J: ~~~ Assurance By Control Around Is A Visible Alternative To The Traditional Approach Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.4775 Š17Ë Knight D,: ~~~ A Real alternative to spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š18Ë Nixon D, O'Hara M: ~~~ Spreadsheet Auditing Pro Š22Ë Clermont M., Hanin C., Mittermeir R.:
LL@(9582) Š16Ë Ettema H, Janssen P, de Swart J: Assurance By Control Around Is A Visible Alternative To The Traditional Approach Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.4775 Š17Ë Knight D,: A Real alternative to spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š18Ë Nixon D, O'Hara M: Spreadsheet Auditing Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š19Ë Chadwick D: Training Gamble Leads To Corporate Grumble Proceedings of 3rd International Symposium on Spreadsheet Risks the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002 Š20Ë Banks D., Monday A.: Interpretation as a Factor in Understanding Flawed Spreadsheets Proceedings of 3rd International Symposium on Spreadsheet Risks -the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0801.1856 Š21Ë Grossman T.: Spreadsheet Engineering: A Research Framework Proceedings of 3rd International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0711.0538 Š22Ë Clermont M., Hanin C., Mittermeir R.: A Spreadsheet Auditing Tool Evaluated In An Industrial Context Proceedings of 3d International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0805.1741 Š23Ë Chadwick D., Knight B.: The Subversive Spreadsheet Proceedings of 3d International Symposium on Spreadsheet Risks the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. => A Spre ceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š19Ë Chadwick D: ~~~ Training Gamble Leads To Corporate Grumble Proceedings of 3rd International Symposium on Spreadsheet Risks the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002 Š20Ë Banks D., Monday A.: ~~~ Interpretation as a Factor in Understanding Flawed Spreadsheets Proceedings of 3rd International Symposium on Spreadsheet Risks -the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0801.1856 Š21Ë Grossman T.: ~~~ Spreadsheet Engineering:
LL@(9583) Š24Ë Butler R.: Losing At Spreadsheet Roulette Proceedings of 3rd International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002 Š25Ë Croll G.: A Typical Spreadsheet Audit Approach Proceedings of 3d International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0712.2591 Human Resources in the Drive Towards Creativity and Organisational Innovation UDC: 005.96 Dr Isabel Martins1 , Dr Orlando Petiz2, Dr Ana Martins3 1 HRM/OB Division, University of Glamorgan, Wales in UK 2 School of Economics and Management, Department of Economics, University of Minho in Portugal 3 Learning and Professional Development Division, University of Glamorgan, Wales in UK Innovation is the cornerstone of competitive advantage. => A Re search Framework Proceedings of 3rd International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0711.0538 adsheet Auditing Tool Evaluated In An Industrial Context Proceedings of 3d International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0805.1741 Š23Ë Chadwick D., Knight B.: ~~~ The Subversive Spre adsheet Proceedings of 3d International Symposium on Spreadsheet Risks the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. Š24Ë Butler R.: ~~~ Losing At Spreadsheet Roulette Pro ceedings of 3rd International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July Š25Ë Croll G.:
LL@(9584)  => A Typical Spreadsheet Audit Approach Proceedings of 3d International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0712.2591 Ljudski resursi u funkciji unapređivanja kreativnosti organizacionih inovacija UDK:
LL@(9585)  => 005.96 Dr Isabel Martins1, Dr Orlando Petiz2, Dr Ana Martins3 1 Odsek HRMB/OB, Univerzitet Glamorgan, Vels, Velika Britanija 2 Odeljenje za ekonomiju i menadžment, Ekonomski fakultet, Univerzitet Minho, Portugalija 3 Odeljenje za razvoj stručnjaka, Univerzitet Glamorgan, Vels, Velika Britanija Inovacije predstavljaju temelj konkurentske prednosti.
LL@(9586) For this, it is necessary to adopt the practices of a range of measures which lead to entrepreneurial re-structuring. => Stoga je neophodno usvojiti određene mere pomoću kojih ćemo restruktuirati preduzetništvo.
LL@(9587) This emphasizes the measures of change within the different components of the organisation, as well as implementing an innovative culture based on quality which will be broad ranging and affect all aspects of the organisation. => Posebno su značajne mere uvođenja promena u različite segmente organizacije, kao i primena inovativne kulture širokog opsega, zasnovane na kvalitetu, koja će prožimati sve aspekte organizacije.
LL@(9588) In this way, entrepreneurial flexibility has to be based on the creative individual and views that intelligence is the major ingredient of bringing about flexibility. => Na taj način, fleksibilnost preduzetništva će počivati na kreativnim pojedincima i na gledištu da je inteligencija najvažniji segment fleksibilnosti.
LL@(9589) With these new attitudes, policies and practices the innovative organisation neutralizes obsolete processes and products focusing instead on its potential. => Uz ove nove stavove, politiku i praksu, inovativna organizacija će se otarasiti zastarelih procesa i proizvoda i umesto toga će se osloniti na svoje potencijale.
LL@(9590) Therefore, in this quest for excellence, new core competencies have to be sought after. => Stoga, u ovoj potrazi za izvrsnošću moramo da tragamo i za novim osnovnim kompetentnostima.
LL@(9591) These must take into account all employees and not only those whose technical or conceptual competencies are more visible. => One moraju da obuhvate sve zaposlene, a ne samo one čija je tehnička i koncepcijska kompetentnost vidljivija.
LL@(9592) However, due to the constant and abrupt economic, social, technical and technological changes seen in the entrepreneurial contexts, it is vital to question what type of flexibility is more easily adaptable to the systems of constant change. => Ipak, s obzirom na neprekidne i nagle ekonomske, društvene, tehničke i tehnološke promene u sferi preduzetništva, neophodno je zapitati se kakvu vrstu fleksibilnosti je najlakše primeniti u sistemu stalnih promena.
LL@(9593) Therefore, there are some pillars which are vital for these foundations, namely, commitment, tolerance, involvement willingness to take risk, all of which will ensure these organisations are more complex and less bureaucratic. ~~~ 1. => Stoga predlažemo neke stubove za temelj ovakvog pristupa, a to su posvećenost, tolerancija, angažovanost, spremnost da se rizikuje, a sve to čini da organizacija postane složenija i manje birokratska. 1.
LL@(9594) Introduction Economic globalisation as well as the dissemination of new technologies has created a direct and indirect impact on both the life cycle and dynamism of organisations. => Uvod Globalizacija u privredi i širenje novih tehnologija utiče kako neposredno tako i posredno na životni ciklus i na dinamičnost organizacije.
LL@(9595) Nowadays, this impact is much more unpredictable, turbulent and buoyant. => U današnje vreme ovaj uticaj je manje predvidljiv, turbulentniji je i snažniji.
LL@(9596) Within this context, organisations will need to adopt a new lifestyle philosophy. => Organizacije će u ovom kontekstu morati da usvoje novu životnu filozofiju.
LL@(9597) In order to identify new sources of competitive advantage most organisations need to revisit their mission and objectives, at both strategic and operational levels. => Da bi mogle da identifikuju nove izvore konkurentne prednosti, većina organizacija će morati da preispita svoju misiju i ciljeve, kako na strateškom, tako i na operativnom nivou.
LL@(9598) Organisations require to redefine their behaviour in order to fight obsolescence of their competitive advantage within this constant evolution of both contextual and transactional environments. => Da bi se uspešno borile protiv zastarelih postupaka i stekle konkurentnu prednost u stalnom kretanju u okviru kontekstualnog i transakcionog okruženja, organizacije će morati da redefinišu svoje ponašanje.
LL@(9599) This behaviour should be more decisive and pro active, in so far as listening to the client and the competitor as well as in conceptualising and adopting new management paradigms. => Moraće da se ponašaju odlučnije i proaktivnije tako što će, s jedne strane, da osluškuju i klijente i konkurenciju, a s druge, da konceptualzuju i da usvoje nove paradigme upravljanja.
LL@(9600) In this way, client satisfaction, scanning the competitive environment, revisiting its ethical values and implementing an innovative culture from within the organisation, are all sources of inspiration and sustainable creativity of organisational innovation. more decisive, namely, listening carefully to the client as well as to the competitor. => To znači da su zadovoljstvo klijenta, praćenje konkurencije u okruženju, preispitivanje etičkih vrednosti i primena inovativne kulture u samoj organizaciji izvori inspiracije i održive kreativnosti organizacione inovacije. škivaćemo pažljivo i klijente i konkurenciju.
LL@(9601) Such listening is in turn linked to innovative behaviour. => Sa svoje strane, ovakvo osluškivanje je povezano sa inovativnim ponašanjem.
LL@(9602) Nevertheless, on the whole companies tend to ignore the importance of listening and fail to see its economic and social value. => Bez obzira na to, kompanije u celini obično zanemaruju značaj tog osluškivanja i stoga ne uviđaju njegovu ekonomsku i društvenu vrednost.
LL@(9603) This paper will reflect upon organisational behaviour, culture and values so as to compare the traditional organisational paradigm with the new paradigm, i.e. of dynamic vocation, evolutionary and transforming just as the new organisation theory professes it to be. => U ovom radu bavićemo se organizacionim ponašanjem, kulturom i vrednostima, tako što ćemo porediti tradicionalnu organizacionu paradigmu sa novom paradigmom, t.j., paradigmom dinamičke vokacije, koja evoluira i menja se, upravo kako to postavlja nova teorija organizacije.
LL@(9604) The aim of this paper is to highlight the importance of entrepreneurial dynamism which fosters innovation as a way of being and sees the intangible resources as the new source of creating sustainable value. => Naš cilj u ovom radu jeste da naglasimo značaj preduzetničke dinamičnosti koja inovaciju uzima kao način postojanja, a nematerijalne resurse posmatra kao nove izvore za stvaranje održive vrednosti.
LL@(9605) Three organisations located in the North of Portugal will be analysed. => Analiziraćemo tri organizacije koje se nalaze na severu Portugalije.
LL@(9606) This paper is essentially concerned with new technical trends adopted by successful companies. => U ovom radu prvenstveno se bavimo novim tehničkim tokovima koje su usvojile uspešne kompanije.
LL@(9607) Therefore, the paper will begin by contextualising various concepts related to organisational culture and innovation. => Stoga ćemo ovaj rad da započnemo kontekstualizacijom različitih koncepata vezanih za organizacionu kulturu i inovacije.
LL@(9608) Thereafter, a reflection will be made upon the reality of three Portuguese organisations located in the northern region of Portugal based on this theory. => Potom ćemo se u svetlu ove teorije osvrnuti na slučajeve tri portugalske organizacije na severu zemlje.
LL@(9609) Nowadays dynamism and company longevity are threatened by the contextual and transactional environments which, as the economic globalisation evolves, become ever more buoyant, turbulent and unpredictable. => Danas su dinamičnost i dugovečnost kompanija ugrožene uticajem kontekstualnih i transakcionih okruženja koja sa širenjem globalizacije postaju sve snažnija, turbilentnija i nepredvidljivija.
LL@(9610) However, this process can be slowed down or stopped by the adoption of entrepreneurial behaviour which is 2. => Ipak, ovaj proces se može usporiti ili čak zaustaviti tako što ćemo usvojiti preduzetnički način ponašanja koji je odlučniji; naime, oslu 2.
LL@(9611) Knowledge management There is a need to adopt a new management paradigm, i.e. knowledge management paradigm. => Upravljanje znanjem U novom vremenu, neophodna je nova paradigma upravljanja, naime, paradigma upravljanja znanjem.
LL@(9612) Knowledge management, according to Carter and Scarbrough (2001) is related to the frailties and vulnerabilities inherent in the organisational competitive advantages. => Kako navode Carter i Scarbrough (2001), upravljanje znanjem se bavi krhkošću i ranjivošću koje su prirođe ne datoj konkurentnoj prednosti organizacije.
LL@(9613) In the recent past, organisations failed to have sustainable characteristics absence of knowledge management paradigm. => U nedavnoj prošlosti organizacije nisu raspolagale održivim kvalitetima karakterističnim za paradigmu upravljanja znanjem.
LL@(9614) In this way, knowledge management is a practice (Halawi, Aronson and McCarthy, 2005: 75) and can be defined as the way in which knowledge is created, shared, distributed and utilised in order to attain organisational objectives (Serrano and Fialho, 2005: 4). => To bi značilo da upravljanje znanjem predstavlja jedan postupak (Halawi, Aronson i McCarthy, 2005:75) i da se može definisati kao način na koji se znanje stvara, razmenjuje, raspoređuje i koristi da bi se postigli organizacioni ciljevi (Serrano i Fialho, 2005:4).
LL@(9615) However, it is not simple to offer a definition of knowledge management. => Ipak, definisati upravljanje znanjem nije baš jednostavno.
LL@(9616) In addition to the complexities of the issues involved therein, it has also been the target of various interpretations. => Pored složenosti problematike kojom se bavi, upravljanje znanjem je često podložno različitim tumačenjima.
LL@(9617) However, knowledge management also allowed for catapulting different elements within the organisation, namely, at structural, social and human levels (Seemann, cited in Halawi, Aronson and McCarthy, 2005). => U svakom slučaju, upravljanje znanjem nam omogućava da se posebno bavimo različitim segmentima unutar organizacije, na strukturnom, društvenom i ljudskom nivou (Seemann, citirano u Halawi, Aronson i McCarthy, 2005).
LL@(9618) Knowledge management strategies entail two approaches, i.e. codification and personalization. => Strategije upravljanja znanjem podrazumevaju dva pristupa, kodifikaciju i personalizaciju.
LL@(9619) In codification, databases store codified knowledge allowing for easy company access and use (Hansen et al., 1999: 107, cited in Carter and Scarbrough, 2001). => U oblasti kodifikacije, u bazama podataka skladišti se kodifikovano znanje kojem kompanije lako pristupaju i koriste ga (Hansen i dr., 1999:107, citirano u Carter i Scarbrough, 2001).
LL@(9620) Personalization reveals that knowledge is inherently linked to the person who developed and shared it. => Personalizacija nam otkriva da je znanje po prirodi deo osobe koja ga stvara i razmenjuje.
LL@(9621) Unlike the economies of the past, current organisations are more exposed to international competition. => Za razliku od privreda u prošlosti, današnje organizacije su izloženije međunarodnoj konkurenciji.
LL@(9622) In this way, the need arose to identify and privilege other sources of competitive advantage. => Stoga se javila potreba da se identifikuju i da se da prednost drugim izvorima konkurentne prednosti.
LL@(9623) Consequently, according to Serrano and Fialho (2005: 4), knowledge management can be seen as the convergence between the bureaucratic organisational culture and information technologies which it uses. => Tako se, kako navode Serrano i Fialho (2005:4), upravljanje znanjem može posmatrati kao spoj birokratske organizacione kulture i informacionih tehnologija koje ona koristi.
LL@(9624) Due to this mutation of cultures as well as the behaviour of organisations, the notions of knowledge employee, learning organisations, and organisational learning all gain much more consistency and more relevance in the everyday occurrences within an organisation. ~~~ Furthermore, Carter and Scarbrough (2001) corroborate that knowledge management may take various forms, namely, (i) intellectual capital; (ii) knowledge assets as well as (iii) workplace and organisational learning . => Zbog ovih promena kulture i zbog ponašanja organizacija, pojmovi kao što su zaposleni koji zna, organizacije koje uče i organizaciono učenje dobijaju na doslednosti i na značaju u svakodnevnom životu organizacije. [ta više, Carter i Scarbrough (2001) potvrđuju da upravljanje znanjem može da poprima različite oblike, na primer, (i) intelektualni kapital, (ii) kapital u znanju i (iii) organizaciono učenje i učenje na radnom mestu.
LL@(9625) Indeed, knowledge is considered the only meaningful economic resource in the knowledge society rather than capital or labour. => Zaista, znanje se smatra jedninim smislenim privrednim resursom u društvu znanja, i to više nego kapital ili rad.
LL@(9626) Senge (1990) maintains that organisations cannot function as knowledgebased organisations because they suffer from learning disabilities. => Senge (1990) tvrdi da organizacije ne mogu da funkcionišu kao organizacije zasnovane na znanju zato što nisu sposobne da uče.
LL@(9627) Therefore, it is believed that companies must innovate or else they will perish. ~~~ Furthermore, Rowley (1999) posits that the core competency enabling organisations to survive, resides in their ability to adapt, learn and change. => Stoga se veruje da organizacije moraju da uvedu inovacije ili će nestati. [ta više, Rowley (1999) tvrdi da se osnovna kompetentnost koja omogućava organizacijama da opstanu nalazi u njihovoj sposobnosti da se prilagođavaju, da uče i da se menjaju.
LL@(9628) For Yang (2003:242), knowledge and learning are attributed a new conceptual framework in that (h)olistic theory defines knowledge as a social construct with three distinctive and interrelated facets—explicit, implicit, and emancipatory knowledge. => Kako kaže Yang (2003:242), znanje i učenje deo su novog koncepcijskog okvira po kojem holistička teorija definiše znanje kao društveni konstrukt koji ima tri posebne, a međusobno povezane strane eksplicitno, implicitno i emancipatorno znanje.
LL@(9629) Emancipatory knowledge is based on motivational levels, feelings and emotions towards the external circumstances surround ing the individual. => Emancipatorno znanje zasniva se na nivou motivacije, na osećanjima i stavovima prema spoljnim okolnostima koje okružuju pojedinca.
LL@(9630) Implicit knowledge is based on the individuals experiences, actions and behaviour. => Implicitno znanje zasniva se na iskustvima, aktivnostima i ponašanju pojedinca.
LL@(9631) Explicit knowledge is codified knowledge which arises from the individuals interpretation of the event. => Eksplicitno znanje jeste kodifikovano znanje koje proizilazi iz toga kako pojedinac tumači događaj.
LL@(9632) These three facets are holistic in that they are both contradictory and complementary to each other. => Ove tri strane su holističke po tome što su i suprotne i komplementarne jedna drugoj.
LL@(9633) Client satisfaction is a permanent source of inspiration for entrepreneurial innovation. => Zadovoljstvo klijenta predstavlja stalni izvor inspiracije za inovacije u preduzetništvu.
LL@(9634) Both the client and/or consumer are a touching stone in the innovation process. => I klijent i/ili potrošač predstavljaju kamen temeljac u procesu inovacija.
LL@(9635) In this way the new economy based on knowledge has also taken this fact into account. => Tako i nova ekonomija zasnovana na znanju posmatra ovu činjenicu.
LL@(9636) Even though in this respect innovation depends more on the market comparatively speaking to any other type of innovation (Drucker, 1998). => Mada u ovom smislu inovacija zavisi više od tržišta nego od bilo koje druge vrste inovacije (Drucker, 1998).
LL@(9637) 3. => 3.
LL@(9638) Entrepreneurial organisational culture and innovation Within the economic globalisation context, the process of constructing competitive advantage, is turbulent, unpredictable and rapidly changing, thus demanding that organisational senility be eradicated. => Preduzetnička organizaciona kultura i inovacije U kontekstu ekonomske globalizacije, proces izgradnje konkurentne prednosti je turbulentan, nepredvidiv i veoma brzo se menja, što znači da organizacija sebi ne sme da dozvoli da se opusti.
LL@(9639) This perspective leads to the transformation of entrepreneurial organisations, which according to Santos (1997a:6), can in turn be lighter, more flexible, cooperative and sensitive to organisational culture and the values of an organisation are essential to the creation of organisational identity through a sharing culture (Santos, 1998:244). => Ovaj aspekt vodi transformaciji preduzetničkih organizacija, koje, kako navodi Santos (1997a: ~~~ mogu da budu laganije strukture, fleksibilnije, kooperativne i osetljive na organizacionu kulturu a vrednosti jedne organizacije su od presudnog značaja za stvaranje organizacionog identiteta putem kulture poštovanja zajedničkih vrednosti (Santos, 1998:244).
LL@(9640) The adoption and sharing of these values and trends are at the root of the eradication of organisational senility and can also be regarded as the seed for innovation. => Usvajanje i poštovanje ovih vrednosti i pravaca leže u osnovi organizacionog truda da prevaziđe učmalost, a mogu se posmatrati i kao seme nove inovacije.
LL@(9641) In view of this, the production and management of this entrepreneurial organisational culture fosters a feeling of identity. => U ovom pogledu, proizvodnja i upravljanje ove preduzetničke organizacione kulture ojačava osećanje identiteta.
LL@(9642) This creates distinctive organisational characteristics. => Time se stvaraju posebne organizacione karakteristike.
LL@(9643) This culture creates homogenized behaviour patterns which arise from different group elements and thus produces strong interactions and interdependencies (Schein, 1997a, 1997b, 1997c and Daft, 1999). => Ova kultura proizvodi homogenizovane modele ponašanja koji potiču od elemenata iz različitih grupa, a time dolazi i do snažnih interakcija i međusobne zavisnosti (Schein, 1997a, 1997b, 1997c i Daft, 1999).
LL@(9644) Furthermore, Schein (1997a) proposes an integrated model to relate different variables, among which learning and organisational culture are viewed as the base for organisational success. => Pored toga, Schein (1997a) predlaže jedan integralni model kojim bi se dovele u vezu različite varijable, među kojima se učenje i organizaciona kultura smatraju osnovom organizacione uspešnosti.
LL@(9645) It is within this change perspective based on intangibles that Stata (1989) sets forth the idea that the only sustainable source of all competitive advantages is rate of organisational learning. => Upravo u okviru ove perspektive promene koja se zasniva na nematerijalnim vrednostima Stata (1989) iznosi ideju da stopa organizacionog učenja predstavlja jedini održivi izvor svih konkurentskih prednosti.
LL@(9646) Although, Haas and Hansen (2005) insist upon the use of coded and personal knowledge as these view the existence of a direct relationship between knowledge, gains and competitive advantages (Handzic and Chaimungkalanont, 2004). => Mada, Haas i Hansen (2005) insistiraju na primeni kodiranog i ličnog znanja, pošto smatraju da postoji neposredna veza između znanja, postignuća i konkurentnih prednosti (Handzic i Chaimungkalanont, 2004).
LL@(9647) The business world currently accepts that business quality depends on the quality and characteristics of its employees which, in turn, leads to business excellence. => U ovom trenutku poslovni svet se slaže da kvalitet poslovanja zavisi od kvaliteta i karakteristika zaposlenih, što, opet, vodi poslovnoj izvrsnosti.
LL@(9648) Competition is rife and, is often, disloyal arising from instability in market conditions, namely at the level of surplus capacity of world production. => Konkurencija je sveprisutna i često nelojalna, pošto proizilazi iz nestabilnosti uslova na tržištu, konkretno, na nivou viška kapaciteta proizvodnje u svetu.
LL@(9649) Such a situation, and parallel to that market, provokes deep alterations at the behavioural level, both for the producer and the consumer. => 
LL@(9650) (Druhl, 2001:382) is centered on the living-systems approach. => 
LL@(9651) This approach is based on the individual learning and social interactions prevalent in organisations. => 
LL@(9652) Furthermore, in this systems/quantum paradigm organisational change strategies nurture the individuals ability for self-discovery, enhance communication and encourage teamwork. => Ovakva situacija, i istovremeno takvo tržište, izaziva duboke promene na nivou ponašanja, kod proizvođača, jednako kao i kod potrošača.
LL@(9653) Various issues which warrant reflection have arisen in the literature and these are linked to the structure of those pre-requisites which lead to organisational success. => U literaturi se pojavio veliki broj pitanja koja treba razmotriti, a odnose se na strukturu preduslova koji treba da dovedu do organizacionog uspeha.
LL@(9654) In this regard, the debate revolves around intensive goods within knowledge which result from innovation, but which also lead to new innovation processes. => U tom smislu, debata se odvija oko značajne koristi od znanja koja proizilazi iz inovacija, ali koja i sama pokreće nove inovacione procese.
LL@(9655) This perception considers innovation as a guarantee to business success, although, despite the application, production and diffusion of knowledge, the alteration characteristics of demand and investment patterns are strategic for both the implementation and success of innovation processes. => Ovakvo gledište posmatra inovacije kao garanciju poslovnog uspeha, iako su, bez obzira na primenu, proizvodnju i difuziju znanja, promene u karakteristikama tražnje i modela investiranja od strateške važnosti i za primenu i za uspešnost procesa inovacija.
LL@(9656) In this way, organisational success and longevity include the capacity of offering the client a product adequate to the clients needs. => Na ovaj način uspeh i dugovečnost organizacije obuhvataju i sposobnost da se klijentu ponudi proizvod kakav mu je potreban.
LL@(9657) In this regard, Peters and Austin (1988:159) highlight that competition is seen as the continuous engine for innovation although Freire (1995) regards competition as engine for development. => U tom smislu, Peters i Austin (1988:159) naglašavaju da konkurencija predstavlja stalni motor inovacija, a i Freire (1995) smatra da je konkurencija motor razvoja.
LL@(9658) In these perspectives two non-coincidental, although complimentary parts, can be identified converging towards organisational development processes. ~~~ Furthermore, it is understood that competition is indeed important when implementing innovation policies. => U ovom pogledu, može se smatrati da ova dva aspekta, koja ne koincidiraju, ali su komplementarni, zajedno vode procesima organizacionog razvoja. [ta više, smatra se da je u procesu primene politike inovacija konkurencija zaista važna.
LL@(9659) Within a different perspective, Hamel (1998b) is fully aware of the importance inherent in both quality and globalization; he emphasizes the turnover of those variables and highlights a different one which is related to the revolution in the fundamental changes within the context of a new business paradigm. => U okviru jedne drugačije perspektive, Hamel (1998b) je potpuno svestan značaja koji imaju i kvalitet i globalizacija; on posebno ističe obrt ovih varijabli i još jednu koja se odnosi na revoluciju u fundamentalnim promenama u kontekstu jedne nove poslovne paradigme.
LL@(9660) Hamel further corroborates that one has to bet on differences seeing that in this unstable world, the main challenge is not to achieve productive efficiency in capital intensive industries but instead to free innovation power in creative intensive industries (Hamel, 1998a:47). => Hamel još potvrđuje da se treba kladiti na promene pošto u ovom nestabilnom svetu glavni izazov ne predstavlja postići proizvodnu efikasnost u kapitalno-intenzivnim privrednim delatnostima, već dati slobodu moći inovacije u stvaralački-intenzivnim delatnostima (Hamel, 1998a:
LL@(9661) In this way Hamel (1998b) corroborates that visionaries are worthy of analysis. => Na ovaj način Hamel (1998b) potvrđuje da vizionare vredi uzeti u obzir.
LL@(9662) The contemporary world does not adhere to fortuitous situations and that innovation does not result from isolated geniuses but instead from activists inherent in organisations. => Savremeni svet ne voli nepredviđene situacije, a inovacije ne donose izolovani genijalci, već su proizvod udruženog rada u okviru organizacija.
LL@(9663) In order for these to be genuinely different, innovation needs to be regarded as an added value and also as a source of value. => Da bi bile potpuno različite, inovacije treba posmatrati kao dodatu vrednost i istovremeno kao izvor vrednosti.
LL@(9664) The classical paradigm, i.e. the top-down approach is considered as planned change. => Klasična paradigma, t.j., pristup s vrha na dole smatra se planiranom promenom.
LL@(9665) This approach has mostly revealed to be unsuccessful as lower-level managers were not included in the change process. => Ovaj pristup se uglavnom pokazao neuspešnim, pošto menadžeri na nižim nivoima upravljanja nisu bili obuhvaćani procesom promena.
LL@(9666)  => Pristup promenama odozdo-nagore, poznat i kao si stem/kvantum paradigma (Druhl, 2001:382) bazira se na pristupu pomoću živih sistema.
LL@(9667)  => On se, u stvari, zasniva na individualnom učenju i društvenim interakcijama koje preovlađuju u organizaciji. [ta više, u ovoj sistem/kvantum paradigmi, strategije organizacionih promena podstiču sposobnost pojedinca za samo-spoznaju, podstiču komunikaciju i timski rad.
LL@(9668) The bottom-up approach to change, also known as systems/quantum paradigm Schein (1997a and 1997b) emphasises the importance of cultural change and believes that the sharing of pre-established suppositions in organisations may lead to such objectives and may thus create cascades of innovation. => Schein (1997a i 1997b) naglašava značaj kulturne promene i smatra da poštovanje prethodno uspostavljenih pretpostavki u organizaciji može da dovede do takvih ciljeva i da stoga prouzrokuje čitav vodopad inovacija.
LL@(9669) Mejía (2000) concurs with this set of ideas and further highlights that organisational culture is a way of cultivating human knowledge from which one can establish the capacity to mould individual behaviour in favour of a common goal through sharing of the same technology, language, rules, knowledge, sanctions and compensations. => Mejía (2000) se slaže sa ovim mišljenjem i dodaje da organizaciona kultura predstavlja način kultivacije ljudskog znanja iz kojeg se može stvoriti sposobnost da se ljudsko ponašanje oblikuje u funkciji postizanja zajedničkog cilja tako što ćemo imati zajedničku tehnologiju, jezik, pravila, sankcije i kompenzacije.
LL@(9670) Within this line of thought, Barros (2003) postulates that organisational culture is a source which controls and conditions human behaviour. => U istom smislu Barros (2003) navodi da organizaciona kultura predstavlja izvor koji upravlja ljudskim ponašanjem i koji ga uslovljava.
LL@(9671) Thus, Barros focuses on the concept of organisational behaviour, viewing it as an activity that studies the way people behave, including how to predict, understand and monitor their behavior. => Stoga se Barros fokusira na koncept organizacionog ponašanja i posmatra ga kao disciplinu koja proučava način na koji se ljudi ponašaju, uključujući i to kako se njihovo ponašanje može predvideti, razumeti i pratiti.
LL@(9672) We believe that this reality leads to an imposed conditioning on group elements. => Mi verujemo da ova realnost vodi nametnutom uslovaljavanju članova grupe.
LL@(9673) Rego and Cunha (2003) further corroborate that organisational culture is a strong factor influencing both employees behaviour and motivating them to be creative and innovative. => Rego i Cunha (2003) dalje potvrđuju da organizaciona kultura predstavlja snažan faktor koji utiče na ponašanje zaposlenih, a isto tako ih motiviše da budu kreativni i inovativni.
LL@(9674) Notwithstanding the importance of the abovementioned viewpoints, it seems that competitiveness is based on productive gains. => Ne umanjujući značaj gorenavadenih stavova, izgleda da se konkurentnost zasniva na proizvodnim postignućima.
LL@(9675) Thus, industrial policies have been object of various analyses and it is assumed that doing by knowing alone does not guarantee business success. => Tako je i politika industrije bila tema različitih analiza pa se došlo do zaključka da samo raditi po znanju ne garantuje poslovni uspeh.
LL@(9676) In this way, sustained competitiveness is based on dynamic factors which, Maximiniano Martins (1998:165 and 1997:69) regards as not directly productive, such as design, quality, energy, environment, research and development, strategic marketing, internal organisation, health and safety, human capital, innovation, technological context, product differentiation. => Naime, održiva konkurentnost zasniva se na dinamičkim faktorima za koje Maximiniano Martins (1998:165 i 1997:69) kaže da nisu neposredno produktivni, kao što su to dizajn, kvalitet, energija, okruženje, istraživanje i razvoj, strateški marketing, unutrašnja organizacija, zdravstvena zaštita i bezbednost na radu, ljudski kapital, inovacije, tehnološki kontekst, diferencijacija proizvoda.
LL@(9677) This author further highlights that the industrial policy, in its aim to modernize the business sector, should be proactive. => Ovaj autor dalje naglašava da politika određene privredne delatnosti, ako želi da osavremeni poslovni sektor, treba da bude proaktivna.
LL@(9678) Thus, there is a need to aid the construction of infrastructures to support industrial development, namely at the level of human resource development, creation of technological schools, diverse support services to industry and the creation of various entities offering scientific-technological support. => Stoga postoji potreba da se pomogne u izgradnji infrastrukture koja će podržati razvoj industrije; naime, na nivou razvoja ljudskih resursa, to bi značilo osnivanje tehničkih škola, različitih usluga podrške industriji i stvaranje različitih tela koja bi obezbeđivala naučno-tehnološku podršku.
LL@(9679) Thus, taking into account knowing-doing, Maximiniano Martins (1998: 165,6) is in favour of an interdependence between productive and societal systems, through its increasing immaterial and knowledge the devaluation of intensive strategic base and is in also favour of an economic intelligence as a form of responding to structural vulnerability. => Tako, ako uzmemo u obzir devalvaciju vrednosti sintagme znati pa raditi, vidimo da se Maximiniano Martins (1998:165,6) zalaže za po stojanje međuzavisnosti između proizvodnog i društvenog sistema putem povećavanja njihove nematerijalne i znanstvene strateške osnove i podržava ekonomsku inteligenciju kao oblik reakcije na strukturnu ranjivost.
LL@(9680) Although Oliveira Martins (1998:230) corroborates with opinion of Maximiniano Martins, the former believes education and industry to be two fundamental variables to re launch competitiveness in Portugal. => Iako se Oliveira Martins (1998:230) slaže sa mišljenjem koje iznosi Maximiniano Martins, ipak veruje da su obrazovanje i industrija dve osnovne varijable pomoću kojih se u Portugaliji može ponovo uspostaviti konkurentnost.
LL@(9681) In this way, Oliveira Martins further believes that to educate is to awaken autonomy and responsibility, but it also leads to actively respond to the creative social needs. => S tim u vezi, Oliveira Martins veruje da obrazovati nekoga znači probuditi samostalnost i odgovornost, ali vodi i do toga da taj neko aktivno odgovori na kreativne društvene potrebe.
LL@(9682) Thus, taking into account the economic changes which are occurring in the labour market, investment in education needs to be strategic and should be followed by quality parameters, motivation factors and mobilization, factors which are conducive to economic and social cohesion. => Stoga, kada se uzmu u obzir ekonomske promene koje se odvijaju na tržištu rada, investiranje u obrazovanje mora da bude strateškog karaktera i treba da ide zajedno sa parametrima kvaliteta, faktorima motivacije i mobilizacije, faktorima koji vode privrednoj i društvenoj koheziji.
LL@(9683)  => Jedno od pitanja odnosilo se na identifikovanje zaposlenih u organizaciji u odnosu na starosnu grupu, a cilj je bio da se utvrdi koliko zaposlenih pripada projektnom birou, koliko R&D, a koliko radi u prodaji/marketingu. ~~~ Odgovore prikazujemo na sledećoj tabeli:
LL@(9684) 4. => Tabela 1:
LL@(9685)  => Uloge zaposlenih u organizaciji (maj 2006) ULOGE ZAPOSLENIH Zaposleni u top menadžmentu Slučaj Slučaj Slučaj A B C (%) (%) (%) 0,00 14,29 9,09 4.
LL@(9686) The primary data analisis and discussion of findings In order to integrate and relate the organisational context to its competitors, organisations necessarily are required to aim at satisfying the client; in so doing, the focus should on the drive towards achieving innovative behaviour. => Primarna analiza podataka i diskusija o rezultatima R&D/Projektovanje/ 1.08 0,00 0,00 Istraživanje Da bi objedinile i dovele u određeni odnos svoj organizacioni kontekst sa konkurencijom, organizacije moraju da zadovolje klijenta; da bi to postigle, treba da se usredsrede na to kako da nauče da se ponašaju inovativno.
LL@(9687) This article will reflect on the findings gathered from three Portuguese organisations which are part of the traditional transformation sector. => U ovom radu bavićemo se rezultatima koje smo dobili u proučavanju tri portugalske organizacije koje su deo sektora tradicionalne transformacije.
LL@(9688) These organisations have different dimensions but are still considered Small and Medium Enterprises (SMEs). => Ove organizacije se razlikuju po veličini, ali i dalje spadaju u grupu malih i srednjih preduzeća (SME).
LL@(9689) The organisations in this analysis are referred to as Case A, Case B and Case C. Case A belongs to the traditional textile sector, whilst Cases B and C belong to production and sales of spares in the Motorcar Industry. => U ovoj analizi označićemo ih kao Slučaj A, Slučaj B i Slučaj C. Slučaj A pripada tradicionalnom sektoru tekstilne industrije, dok Slučaj B i Slučaj C pripadaju proizvodnji i prodaji rezervnih delova u automobilskoj industriji.
LL@(9690) Their dimension is two hundred and sixty (260) employees, forty-two (42) employees, fifty-one (51) employees respectively. => Imaju dvestašezdeset (260), četrdesetdva (42), odnosno pedesetjednog (51) zaposlenog.
LL@(9691) The sample incorporated all employees. => Uzorak je obuhvatio sve zaposlene.
LL@(9692) The response rate of valid questionnaires can be broken down into 74%, 66,6% and 43% respectively. => Procenat validnih odgovora (anketa) bio je 74%, 66,6%, odnosno 43%.
LL@(9693) In the abovementioned organisations, the sample entailed all the employees as the objective was to carry out of the cross section analysis thereby assessing the perceptions thereof. => U gore pomenutim organizacijama uzorak je obuhvatio sve zaposlene pošto je cilj bio da se izvrši unakrsna analiza i da se ocene stavovi zaposlenih.
LL@(9694) Thus, after gaining permission from these organisations, the authors placed the questionnaires personally at these organisations and in turn a employee from each organisation was responsible to distribute the questionnaires accordingly. => Pošto su dobili dozvolu od ovih organizacija, autori su lično doneli upitnike u organizacije i zadužili po jednog zaposlenog u svakoj organizaciji da ih podeli ostalima.
LL@(9695) However, the response rates obtained (valid questionnaires can be broken down into 74%, 66,6% and 43%, Cases A, B and C respectively), not all employees completed the questionnaires distributed. ~~~ Moreover, despite this response rate, the wider collaboration efforts on the part of the administration employees demonstrated their involvement and responded to our needs. => Ipak, procenat dobijenih odgovora (validnih 74%, 66,6%, odnosno 43% za Slučaj A, B, odnosno C) pokazao je da nisu svi zaposleni popunili upitnike koje su dobili. [ta više, bez obzira na stopu odgovora, pokazalo se da je saradnja zaposlenih i njihova spremnost da odgovore bila veća u sektorima administracije.
LL@(9696) The data gathered and included in this paper, were analysed using SPSS. => Podaci koje smo prikupili i koje navodimo u ovom radu analizirani su pomoću SPSS.
LL@(9697) One of the questions asked was related to identifying the organisations empoyees, according to the age group, with the objective of ascertaining how many employees were part of the Design, the R&D and also the Sales/Marketing. => 
LL@(9698) The responses are summarized in the following table: Table 1: Employee Roles in the organisations (May 2006) EMPLOYEE ROLES Top management employees R&D/Design/Re search Middle management Administrative employees Commercial/Mar keting employees Manufacturing employees Low employees Total skilled Case A (%) 0,00 Case B (%) 14,29 Case C (%) 9,09 1.08 0,00 0,00 1.61 7,14 4,55 3.22 10,71 18,18 1.08 3,57 54,55 93.01 64,29 13,64 0,00 0,00 0,00 100,00 100,00 100,00 Reflecting on the table above, we ascertain that Case A organisation merely allocates 1,08% of its total employees to Commercial and Marketing and R&D/ Design/Research. => Srednji menadžment 1.61 7,14 4,55 Administrativni radnici 3.22 10,71 18,18 Zaposleni u komercijali/ 1.08 3,57 54,55 marketingu Radnici u proizvodnji 93.01 64,29 13,64 Nekvalifikovani radnici 0,00 0,00 0,00 Ukupno 100,00 100,00 100,00 Kad posmatramo gornju tabelu, uviđamo da je organizacija predstavljena kao Slučaj A rasporedila samo 1,08% ukupno zaposlenih u komercijalu i marketing i u R&D / projektovanje /istraživanje.
LL@(9699) On the other hand the other organisations which are smaller, allocate 0% to R&D/ Design/Research, whereas they allocate 3,57% e 54,55%, to the Commercial and Marketing employees, these percentages are higher than those within the same scale, in Case A. => S druge strane, ostale dve organizacije koje su manje po obimu, rasporedile su 0% u R&D / projektovanje/istraživanje, ali zato 3,57%, odnosno 54,55% na komercijalne poslove i marketing.
LL@(9700) If we exclude the organisation in Case C which is concerned with both producing as well as marketing its products, hence the high percentage of people allocated to Commercial/Marketing sectors; all the other organisations exhibit low figures. => Ovi procenti su veći u odnosu na istu strukturu, u poređenju sa Slučajem A. Ako izostavimo organizaciju u Slučaju C koja se bavi i proizvodnjom i marketingom svojih proizvoda, pa stoga i ima toliko zaposlenih u sektorima komercijale i marketinga, brojke za ostale organizacije su male.
LL@(9701) On the other hand, Case A demonstrates 1,08% for R&D/ Design/Research, whereas the other organisations totally neglect these figures. => S druge strane, u Slučaju A imamo 1,08% u R&D/ projektovanje/istraživanje, dok ostale dve organizacije ovo zanemaruju.
LL@(9702) Such behaviour seems to be totally out of line seeing that nowadays competition is ferocious and organisations need to improve their performance in the realm of Marketing, R&D as well as Design. => Ovakvo ponašanje je potpuno neuo bičajeno kad se ima u vidu da je konkurencija sve žešća i da organizacije moraju da budu sve uspešnije u marketingu, u R&D i u projektovanju.
LL@(9703) In this way, implementing change and creating an organisational culture which lends itself to knowledge management which induces the diffusion of technologies and feeds innovation seems to be simple. => Ovako, uvođenje promena i razvijanje organizacione kulture u kojoj glavnu ulogu ima upravljanje znanjem, što opet obuhvata sve širu primenu tehnologija i inovacija, izgleda da je lak posao.
LL@(9704) However, if we compare the concern organisations have regarding their number of employees in top management, middle and administrative functions, larger organisations (Case A) are less concerned with this issue than the smaller organisations. => Ipak, ako uporedimo broj zaposlenih koje su ove organizacije rasporedile na mesta top menadžmenta i na funkcije srednjeg menadžmenta i administracije, zaključićemo da veće organizacije (Slučaj A) tome ne posvećuju toliko pažnje kao manje.
LL@(9705) The opposite occurs for the low skilled and manufacturing employees who are greatly valued by their large organisation, the opposite happens for the others. => Sasvim je obrnuto kad su u pitanju zaposleni niskih kvalifikacija i proizvodni radnici koje velika organizacija posebno uvažava, a druge ne.
LL@(9706) In reflecting upon the figures obtained, Case A is part of the textile industry and relies heavily on intensive labour. => Iz dobijenih brojki zaključićemo da Slučaj A predstavlja organizaciju u okviru sektora tekstilne industrije i da se u velikoj meri oslanja na radnu snagu u neposrednoj proizvodnji.
LL@(9707) The other organisations are concerned with the production and selling of automobile spare parts. => Druge dve organizacije proizvode i prodaju rezervne delove za automobile.
LL@(9708) Despite the fact that these also rely heavily on intensive labour, they have both different behaviour and needs when it comes to management and administration as well as different policies of focussing on their internal and external clients. => Bez obzira na to što i one veoma zavise od rada u neposrednoj proizvodnji, one imaju drugačiji pristup i drugačije potrebe kada je u pitanju upravljanje i administracija, a isto tako i drugačiju politiku prema unutrašnjim i spoljnim klijentima.
LL@(9709) These policies seem to be in opposition to the new principles of the new management paradigms, namely the knowledge management paradigm. => Ova politika izgleda da je u suprotnosti sa novim principima nove paradigme upravljanja, paradigme upravljanja znanjem.
LL@(9710) Seeing companies are exposed to international competition and towards the proliferation of new technologies which, in turn, shorten products life cycles, their competitive advantage may not be sustainable. => Pošto su kompanije prinuđene da posluju u uslovima snažne konkurencije iz inostranstva i da stalno isporučuju nove tehnologije, koje opet skraćuju životni ciklus proizvoda, njihova konkurentna prednost ne mora uvek da bude održiva.
LL@(9711) In this way, given the fact that companies insist on following strategies that are not related to knowledge economy, their survival seem to be difficult as it can be shown in the financial results. => Stoga, ako ove kompanije i dalje primenjuju strategije koje se ne uklapaju u ekonomiju znanja, videće da će teško opstati, a to se vidi i po njihovim finansijskim rezultatima.
LL@(9712) In view of such assertions encountered, there are great contradictions between the theoretical postulations and the everyday reality of companies. => Kada imamo u vidu ovakve zaključke, uvidećemo da postoje velike suprotnosti između teorijskih pretpostavki i svakodnevne realnosti u kojima kompanije posluju.
LL@(9713) This organisational feeling may be the result of a less flexible organisational culture, one that is more autistic to ethical values, and not aligned with a culture of learning, where tacit knowledge is the pivotal element in the usage and energising the production factors. => Ovakvo organizaciono određenje može da proističe iz manje fleksibilne organizacione kulture, kulture koja je malo više autistična u odnosu na etičke vrednosti, a nije usklađena sa kulturom učenja u kojoj je prećutno znanje u stvari osnovni deo primene i jačanja faktora proizvodnje.
LL@(9714) This paradigm impedes change of organisational perceptions and thereby not allowing the intangibles to be seen as a new organisational force as well and as new core value sources of sustainable wealth. => Ova paradigma koči promene u percepciji organizacije i ometa nas da prihvatimo nematerijalne vrednosti kao novu organizacionu snagu i nove izvore osnovnih vrednosti za održivo bogatstvo.
LL@(9715) Turbulences, vulnerability and unpredictability of the market competitors do not adhere to rigid organisational guidelines. => Turbulencije, ranjivost i nepredvidljivost konkurencije na tržištu nisu u skladu sa krutim smernicama u upravljanju organizacijom.
LL@(9716) The strategy of intensive labour and low salary costs is in direct contradiction to the current market demands because they do not create a consistent base for organisations and thus condition their longevi ty. => Strategija intenzivnog proizvodnog rada i niskih troškova za plate u suprotnoj je srazmeri sa današnjom tražnjom na tržištu, zato što se time ne stvara konzistent na osnova za rad organizacije a time ni uslovi za njihov dugoročniji opstanak.
LL@(9717) However, the lower the internal dynamism which can be considered as one of the organisational frailties, cannot be held accountable by the older employees, as these are still considered to be young, and which are within the age group between 22 35 years. ~~~ Moreover, the employees in the organisation - Case B, are all the same young age group or below. => Ipak, niža unutrašnja dinamičnost koja se može smatrati jednom od organizacionih slabosti, nije održiva u slučaju starijih zaposlenih, pošto se oni još uvek smatraju mladima, a nalaze se u starosnoj grupi između 22 35 godina. [ta više, zaposleni u organizaciji Slučaj B su svi u ovoj istoj grupi, ili su čak mlađi.
LL@(9718) In turn, Case C has 8,6% of young employees whilst 32% of the employees are in the age group of 35 55 years old. ~~~ 5. => S druge strane, Slučaj C ima 8,6% mladih zaposlenih, dok je 32% zaposlenih u starosnoj grupi od 35 55 godina života. 5.
LL@(9719) Conclusion Currently, the intangible values are the pillars of the organisational competitive advantages and are positively related to the performance of employees. => Zaključak Nematerijalne vrednosti danas predstavljaju stub temeljac konkurentne prednosti organizacije i pozitivno se odražavaju na učinak zaposlenih.
LL@(9720) This performance is however, dependent on the democratic organisational culture, the ethical principles and the implementation of the new cultural values of the organisation. => Ovaj učinak, ipak, zavisi od demokratske organizacione kulture, etičkih principa i primene novih kulturnih vrednosti organizacije.
LL@(9721) Nevertheless, the main and essential input fostering competitive advantages resides in the brains of individuals whose cognition capacity needs to be exercised through continuous learning and transversal knowledge as these are the main ingredients for creative sustainability. => Ipak, glavni i suštinski input kojim se postiže konkurentna prednost nalazi se u mozgovima pojedinaca čije kognitivne sposobnosti moramo neprekidno razvijati putem stalnog usavršavanja i prenošenja znanja, pošto se jedino tako može postići stvaralačka održivost.
LL@(9722) However, the majority of economic agents continue to overvalue information technologies material investment. => Ipak, većina privrednih činilaca i dalje precenjuje značaj materijalnih ulaganja u informacione tehnologije.
LL@(9723) On a daily basis these agents also display some ignorance about the real dynamic competitive factors, which reside within the intangibles. => Ovi činioci svakodnevno dokazuju da ne poznaju stvarne dinamične faktore konkurentnosti koji se u stvari nalaze u nematerijalnoj sferi.
LL@(9724) Thus, these agents are incapable of recognizing that personal knowledge, associated to organisational knowledge, is an additive for both its performance and competitiveness. => Stoga oni ne mogu da shvate da lično znanje, kada se poveže sa organizacionim znanjem, poboljšava i učinak i konkurentnost.
LL@(9725) This seems to also be applied to the organisations in this analysis. => Ovaj zaključak se može primeniti i na organizacije u našoj analizi.
LL@(9726) Consequently, a change in the organisational paradigm is hampered; it is also difficult to perceive the strategic value knowledge has both in its usage and in its diffusion. => Naravno, time se usporava promena organizacione paradigme; takođe je teško i prepoznati stratešku vrednost koju znanje ima kako u svojoj primen tako i u razmeni.
LL@(9727) Consequently, the innovation climate and a more entrepreneurial spirit of both employers and employees is not cultivated; the leap that organisations need to take in their search for strategic knowledge domain, namely at the individual level, continues to be postponed which thus blocks the organisations sustainability because it underutilizes its existing resources, namely at the level of intellectual capacity of employees. => To znači da još nija stvorena klima pogodna za inovacije i snažniji preduzetnički duh među zaposlenima i poslodavcima; veliki korak koji organizacije moraju da načine u domenu strateškog znanja, na nivou pojedinca, i dalje kasni, a time se koči održivost organizacije pošto ona nedovoljno koristi postojeće resurse na nivou intelektualnih sposobnosti zaposlenih.
LL@(9728) Therefore, it seems there is a need for attach greater importance to the intangible values in the organisation and harmonizing these with the tangibles in view of their capacity to expand, project and to form the foundations of organisational performance. => Stoga izgleda da treba obratiti veću pažnju nematerijalnim vrednostima u organizaciji i uskladiti ih sa materijalnim vrednostima da bi se proširile, projektovale i oformile osnove za bolji organizacioni učinak.
LL@(9729) This is achieved through synergies which are being created. => Ovo se postiže sinergijom koja se stvara.
LL@(9730) When variables such as competition, client and the business innovative spirit are appropriately blended, they are considered the foundations for organisational longevity. => Kada se varijable kao što su konkurencija, klijenti i inovativni poslovni duh spoje na pravi način, dobijaju se temelji dugovečnosti jedne organizacije.
LL@(9731) However, the organisational cultural heritage is thwarting the paradigm change and dependency on the old paradigm is jeopardising the organisations longevity. => Ipak, nasleđe organizacione kulture ometa promene u paradigmi, a zavisnost od stare paradigme ugrožava mogućnost da organizacija dugoročno opstane. ~~~ LITERATURA Š1Ë Barros, R.
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LL@(9733) Education, Training Vol. 43, No. 4/5, pp. 215-224, 2001 Š3Ë Daft, R. - Teoria e projecto das organizações, 6th Edition, Rio de Janeiro, LTC Editora, 1999 Š4Ë Drucker, P. - The Discipline of Innovation, Harvard Business Review, November-December 1998, pp. 149-157, 1998 Š5Ë Druhl, K., Langstaff, J. and Monson, N. - Towards a Synthesis of the Classical and Quantum Paradigms Vedic Science as a Holistic Approach to Organizational Change , Journal of Organisational Change Management, Vol. 14 No. 4, pp. 379-407, Š5Ë Freire, A. - Gestão Empresarial Japonesa, Lisboa, Verbo Editora, 1995 Š6Ë Haas, M. R. and Hansen, M. T. - When Using Knowledge can Hurt Performance: The Value of Organisational capabilities in a Management, Consulting Company, Strategic Management Journal, Vol. 26, Issue 1, pp. 01-24, 2005. => 43, No. 4/5, pp. 215-224, 2001 Š3Ë Daft, R. ~~~ - Teoria e projecto das organizações, 6th Edition, Rio de Janeiro, LTC Editora, 1999 Š4Ë Drucker, P. ~~~ - The Discipline of Innovation, Har vard Business Review, November-December 1998, pp. 149-157, 1998 Š5Ë Druhl, K., Langstaff, J. and Monson, N. Towards a Synthesis of the Classical and Quantum Paradigms Vedic Science as a Holistic Approach to Organizational Change , Journal of Organisational Change Management, Vol. ~~~ 14 No. 4, pp. 379-407, 2001 Š5Ë Freire, A. ~~~ - Gestão Empresarial Japonesa, Lis boa, Verbo Editora, 1995 Š6Ë Haas, M. R. and Hansen, M. T. ~~~ - When Using Knowledge can Hurt Performance: ~~~ The Value of Organisational capabilities in a Management, Consulting Company, Strategic Management Journal, Vol. ~~~ 26, Issue 1, pp. 01-24, 2005. ~~~ Š7Ë Halawi, L, Aronson, J. E. and McCarthy, R. V. Resources-Based View of Knowledge Management for Competitive Advantage, The Electronic Journal of knowledge Management, Vol.
LL@(9734) Š7Ë Halawi, L, Aronson, J. E. and McCarthy, R. V. Resources-Based View of Knowledge Management for Competitive Advantage, The Electronic Journal of knowledge Management, Vol. 3, Issue 2, pp. 75-86, available online at www.ejkm.com, 2005 Š8Ë Hamel, G. - Faça você mesmo uma Revolução, Executive Digest, Ano 4, nº 49, Novembro de 1998, Lisboa, pp. 46-52, 1998a Š9Ë Hamel, G. - Uma lufada de ar fresco na estratégia, Executive Digest, Número 50, Dezembro de 1998, Lisboa, pp. 80-81, 1998b Š10Ë Handzic, M. and Chaimungkalanont, M. Enhancing Organisational Creativity Through Socialisation, The Electronic Journal of Knowledge Management, Volume 2, Issue 1, 57-64, available online at www.ejkm.com, 2004 Š11Ë Maximiniano, M. - Apoios à indústria portuguesa, Anuário da Economia Portuguesa 1997, Lisboa, Associação Portuguesa de Economistas, pp. 67-71, Š12Ë Maximiniano, M. - Política Industrial, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 164-167, 1998 Š13Ë Mejía, Ramírez F.- El desarrollo de una cultura organizacional de compartición del conocimiento,http://dois.mimas.ac.uk/DoIS/data/A rticles/juljuljiky.2000:v:4:p:4088.html, 2000 Š14Ë Oliveira Martins, G. - A aposta na educação, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 229-232, 1998 Š15Ë Peters, T.and Austin, N. - A Paixão pela Excelência, Lisboa, Pensamento Editorial Livreiros, Ldª, 1988 Š16Ë Rowley, J. - What is knowledge management? => 3, Issue 2, pp. 75-86, available online at www.ejkm.com, 2005 Š8Ë Hamel, G. ~~~ - Faça você mesmo uma Revolução, Executive Digest, Ano 4, nº 49, Novembro de 1998, Lisboa, pp. 46-52, 1998a Š9Ë Hamel, G. ~~~ - Uma lufada de ar fresco na estratégia, Executive Digest, Número 50, Dezembro de 1998, Lisboa, pp. 80-81, 1998b Š10Ë Handzic, M. and Chaimungkalanont, M. ~~~ - En hancing Organisational Creativity Through Socialisation, The Electronic Journal of Knowledge Management, Volume 2, Issue 1, 57-64, available online at www.ejkm.com, 2004 Š12Ë Maximiniano, M. ~~~ - Política Industrial, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 164-167, 1998 Š13Ë Mejía, Ramírez F. ~~~ - El desarrollo de una cultura organizacional de compartición del conocimiento,http://dois.mimas.ac.uk/DoIS/data/Articles/juljuljiky.2000:v: ~~~ 2000 Š14Ë Oliveira Martins, G. ~~~ - A aposta na educação, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 229-232, 1998 Š15Ë Peters, T.and Austin, N. ~~~ - A Paixão pela Excelência, Lisboa, Pensamento Editorial Livreiros, Ldª, 1988 Š16Ë Rowley, J.
LL@(9735) Library Management, Volume 20, Number 8, 416419, 1999 Š17Ë Rego, Arménio, Cunha, Miguel Pina - A essência da liderança, Lisboa, Editora RH, 2003 Š18Ë Santos, Francisco Lopes dos - O papel da motivação do empresário no planeamento estratégico das PMEs, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 241-244, 1998 Š19Ë Schein, Edgar - Organisational Culture and Leadership, 2ª ed. California, Jossey-Bass, 1997a Š20Ë Schein, Edgar - Organisational Learning: What is New?, MIT Sloan School of Management, 1997b Š21Ë Schein, Edgar - Three Cultures of Management: The Key to Organisational Learning in the 21 Century, MIT Sloan School of Management, 1997c Š22Ë Serrano, A. and Fialho, C. - Gestão do Conhecimento: O novo paradigma das organizações, 2ª Edição Aumentada, Lisboa, FCA-Editora de Informática, 2005 Š23Ë Stata, R. - Organisational Learning: the key to management innovation, Sloan Management Review, Spring: 63-74, 1989 Š24Ë Yang, B. - Holistic Learning Theory and Implications for Human Resource Development, Advances in Developing Human Resources; Vol 6; No. 2, 241-262, 2003 Internationalization of Retail UDC: 339.94:658.87 Iva N. Joksimović Delta sport, Belgrade The focus of the paper is on the development and positioning of the brands, based on international retail chains practice. => - What is knowledge management? ~~~ Library Management, Volume 20, Number 8, 416-419, 1999 Š17Ë Rego, Arménio, Cunha, Miguel Pina - A essência da liderança, Lisboa, Editora RH, 2003 Š18Ë Santos, Francisco Lopes dos - O papel da motivação do empresário no planeamento estratégico das PMEs, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 241-244, 1998 Š19Ë Schein, Edgar - Organisational Culture and Leadership, 2ª ed. ~~~ California, Jossey-Bass, 1997a Š20Ë Schein, Edgar - Organisational Learning: ~~~ What is New?, MIT Sloan School of Management, 1997b Š21Ë Schein, Edgar - Three Cultures of Management:
LL@(9736) The key terms in relation to branding aspect represent the starting point in the paper, as well as the identification of main values for successful brand positioning. => The Key to Organisational Learning in the 21 Century, MIT Sloan School of Management, 1997c Š22Ë Serrano, A. and Fialho, C. ~~~ - Gestão do Conhecimento:
LL@(9737)  => O novo paradigma das organizações, 2ª Edição Aumentada, Lisboa, FCA-Editora de Informática, 2005 Š23Ë Stata, R.
LL@(9738)  => - Organisational Learning: the key to management innovation, Sloan Management Review, Spring:
LL@(9739)  => 63-74, 1989 Š11Ë Maximiniano, M.
LL@(9740)  => - Apoios à indústria portugu Š24Ë Yang, B. ~~~ - Holistic Learning Theory and Impli esa, Anuário da Economia Portuguesa 1997, Lisboa, Associação Portuguesa de Economistas, pp. 67-71, 1997 cations for Human Resource Development, Advances in Developing Human Resources; Vol 6; No. 2, 241-262, 2003 Proces internacionalizacije maloprodajnih mreža UDK:
LL@(9741) Planning and implementation of marketing communication and analysis of brand performance have been discussed in the paper. => 339.94:658.87 Iva N. Joksimović Delta sport u Beograd Rad se fokusira na analizu izgradnje i pozicioniranja brenda zasnovanog na internacionalnim maloprodajnim mrežama.
LL@(9742)  => Pojmovi iz oblasti brendiranja su polazna tačka rada, kao i identifikacija ključnih vrednosti za uspešno pozicioniranje brenda..
LL@(9743) Special attention has been paid to the analysis of the retail environment through the development of the model that defines the retail location, competition, customer and product aspects. => Osvrt na maloprodajno okruženje je prikazan kroz razvijanje modela upravljanja maloprodajom sa definisanjem maloprodajnog mesta, konkurencije, potrošača i proizvoda.
LL@(9744) The research focusing on the development of international retail chains and key elements for successful brand positioning and brand profitability has been presented. => U radu je posebna pažnja posvećena istraživanju razvoja internacionalnih maloprodajnih lanaca i ključnih elemenata za uspešno pozicioniranje i profitabilnost istih.
LL@(9745) Building profitable retail brand is largely linked to the strategy that is chosen for the development and brand positioning. ~~~ 1. => Stvaranje profitabilnog brenda maloprodaje u velikoj meri zavisi od strategije koja se koristi za izgradnju i njegovo pozicioniranje 1.
LL@(9746) Introduction Retail internationalization is a complex process, increasingly widespread in recent years. => Uvod Internacionalizacija maloprodajnih aktivnosti je kompleksan proces, koji se u poslednjim godinama rasprostranio.
LL@(9747) This internalization process has an increasing impact upon corporate strategies as well as upon the development of the retail sector. => Ovaj proces internacionalizacije ima sve veći uticaj na korporativne strategije i proširio je svoje efekte na razvoj maloprodajnog sektora.
LL@(9748) The size, form and the function of the process have completely changed. => Veličina, oblik i funkcija procesa su se u potpunosti promenili.
LL@(9749) The retail internationalization model has to include the process that permeats the whole retail firm, affects the activities of competition and changes the environment in which the firm and its competition do business. => Model maloprodajne internacionalizacije mora da obuhvati proces koji prožima celokupnu maloprodajnu firmu, utiče na aktivnosti konkurenata i menja okruženje u kome firma i njeni konkurenti posluju.
LL@(9750) Viewed as a process, internationalization allows for the firm to exploit innovation, and hence to grow and develop. => Internacionalizacija, kada se posmatra kao proces, omogućava maloprodajnoj firmi eksploataciju inovacije,a time i rast i razvoj.
LL@(9751) The process framework can be hypothetically presented in such a way that it consists of numeric values. => Okvir procesa se može prikazati hipotetički tako da se sastoji od brojnih veličina.
LL@(9752) These values (dimensions) can refer to:1 The process content; The process outcomes; and The process framework. => Ove veličine (dimenzije) se mogu odnositi na: ~~~ Sadržaj procesa, Rezultate procesa i Okvir procesa.
LL@(9753) The process content is characterised by three dimensions: The form of the internationalization process; Temporary phases or the order the process fol lows; Resources transformation and technology trans fers within the process. => Postoje tri dimenzije, koje se odnose na sadržaj procesa: ~~~ Oblik procesa internacionalizacije; Privremene faze ili redosled kroz koji proces prolazi; Transformacije resursa i prenosi tehnologije unutar procesa.
LL@(9754) The dimension or value containing the process outcomes is: The process outcomes. => Dimenzija ili veličina koja objedinjava rezultate procesa jeste:
LL@(9755) Three dimensions that can be discussed, and refer to the process framework, are: The value system on which the managerial deci sions are based; The process scope; The prevailing environmental conditions and the situational circumstances. => Rezultati procesa. ~~~ Tri veličine koje se mogu razmatrati, a odnose se na okvir procesa su:
LL@(9756) 1 Š1Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006. => Sistem vrednosti na kojima se baziraju mena džerske odluke; Obim procesa; Preovladavajući uslovi okruženja i situacioni uslovi.
LL@(9757) These seven suggested dimensions of the process interact; however, it will be useful to take each into consideration and thus characterise the process better. => Ovih sedam sugerisanih veličina procesa su u interakciji, ali je korisno razmotriti svaku na način tako da se pokuša okarakterisati proces. 2.
LL@(9758) 2. ~~~ Dimensions of retail internationalization process contents Form of retail internationalization process There are four broad forms of international retail activities processes: functional, territorial, temporal and structural. => Dimenzije sadržaja procesa internacionalizacije maloprodajnih mreža Oblik procesa internacionalzacije maloprodajnih mreža Moguće je razlikovati četiri široka oblika procesa međunarodnih maloprodajnih aktivnosti: funkcionalan, prostorni, vremenski i strukturni.
LL@(9759) The functional form of the process refers to the functions affected by the internationalization activity. => Funkcionalan oblik procesa se odnosi na funkcije na koje utiče aktivnost internacionalizacije.
LL@(9760) The dominant functional form of the process is the business operations of retail facilities shops in the country which is not the country of origin of the firm (extrafirm, abroad). => Dominantan funkcionalan oblik procesa je poslovanje prodajnih punktova prodavnica u zemlji, koja nije zemlja porekla firme (inostranstvo).
LL@(9761) The other functional forms of the internationalization process include the use of other resources, provided by another country. => Ostali funkcionalni oblici procesa internacionalizacije uključuju upotrebu drugih resursa koje pruža druga zemlja.
LL@(9762) Such reasources are usually resale products, which may include items, services and labour employed in a retail firm. => Obično su ovi resursi proizvodi za preprodaju, a koji mogu uključiti stavke, usluge i rad, koji se koriste u maloprodajnoj firmi.
LL@(9763) The search for the source of supply for the resale items at an international level has long been established and includes increasing volumes of goods, as international trade expands. => Traženje izvora snabdevanja stavki za preprodaju na međunarodnom nivou je odavno ustanovljeno i uključuje sve veće obime roba kako se povećava međunarodna trgovina.
LL@(9764) The search for the sources of items supply the firm needs at an international level includes, for example, the computer equipment, the logistics equipment, packaging materials, vehicles, consulting services, etc. => Traženje izvora snabdevanja stavki na međunarodnom nivou koje koristi firma, uključuje, na primer, kompjutersku opremu, logističku opremu, materijale za ambalažu, vozila, konsultantske usluge, itd.
LL@(9765) The use of internationally mobile labour force and of international capital are examples of other input resources representing different functional forms of the internationalization process. => Upotreba međunarodno mobilne radne snage i međunarodni kapital primeri su drugih ulaznih resursa, koji predstavljaju različite funkcionalne oblike procesa internacionalizacije. 1 Š1Ë Dawson J, Larke R, Mukoyama M:
LL@(9766) The territorial form of the process includes the manner in which information flows across the geographical space, the nature of decisions as related to the territory, the expansion of knowledge across the territory, and the manner in which information is distributed across that territory. => Strategic Issues in International Retailing, Routledge, London, 2006. ~~~ Prostorni oblik procesa uključuje način na koje informacije prolaze kroz geografski prostor, prirodu odlu ka u odnosu na prostor, prostorno širenje znanja, te kako se investicija prostorno raspoređuje.
LL@(9767) The examples are: the method in which the network of retail facilities is created so as to expand the retailers market power, the method to spread information across the customer entity on export markets as well as the method of creating geographical networks of supply through regional distribution centres for a retail network. => Primeri su: način da se prostorna mreža prodavnica kreira tako da povećava tržišnu moć maloprodavca, način da se informacije šire kroz potrošačko telo na inostranom tržištu i način da se kreiraju prostorne mreže snabdevanja putem regionalnih distributivnih centara za mrežu prodavnica.
LL@(9768) On the global level, this form of the process can be observed in the way the IKEA established its shops in 32 countries, in that it opened each shop through direct investments. => Na globalnom nivou, vidi se ovaj oblik procesa na primeru kako je IKEA formirala prodavnice u 32 zemlje, otvaranjem svake prodavnice putem direktne investicije.
LL@(9769) The temporal form of the process refers to its activity period, the speed at which the business is done and the scope to which it is cyclic, phase or repetitive in time. => Vremenski oblik procesa se odnosi na period njegove aktivnosti, brzinu pri kojoj se posluje i obim do kojeg je cikličan, fazni ili ponovljen tokom vremena.
LL@(9770) Some retailers go international for a long time (for example, C&A in Europe). ~~~ Others have started working at an international level only recently, although the retailer has been active for already a long period (for example, Marks & Spencer went through a market research process for a period a little longer than 20 years). => Neki maloprodavci su uključeni u međunarodnu aktivnost duži period vremena (na primer C&A u Evropi) Za ostale je to nedavna aktivnost, iako je maloprodavac mogao postojati dugo vremena (na primer, Marks & Spencer je prolazio kroz proces istraživanja tržišta, ulaska na tržište, razvoj prodavnice, a zatim izlaska, od značajnog dela njegove međunarodne aktivnosti, nešto malo više od 20 godina).
LL@(9771) The corporate learning activities (running-in) related to retail firms abroad are characterised by a clear time dimension with the firms that learn faster than others. => Korporativne aktivnosti učenja (uhodavanja) vezane za inostrana preduzeća maloprodavaca imaju jasnu vremensku dimenziju sa nekim firmama, koje mogu da uče brže od ostalih.
LL@(9772) Carrefour, for example, entered several markets and promptly learned whether a market had potential for future development; if that was not the case, they made a relatively fast withdrawal, as they did in the USA, in Great Britain, in Germany and in Japan. => Carrefour je, na primer, stupio na nekoliko tržišta i brzo naučio da li je tržište imalo potencijal za budući razvoj; ako to nije bio slučaj, povlačenje je bilo relativno brzo, kao što je bilo to u SAD, Velikoj Britaniji, Nemačkoj i Japanu.
LL@(9773) Within the firm, therefore, different time lines of development in different countries are charted, so a complex time form for the process is created. => Unutar firme, stoga, mogu se videti različite vremenske linije razvoja u različitim zemljama, pa tako postoji kompleksan vremenski oblik za proces.
LL@(9774) The structural form of the process refers to the structure of the firm and its markets as well as to the changes related to the internationalization process. => Strukturni oblik procesa se odnosi na strukturu firme i njena tržišta i promene vezane za proces internacionalizacije.
LL@(9775) The structure is in this context the link between the relations among the the firm and its market defining variables. => Struktura u ovom kontekstu je spona odnosa koji postoji između promenljivih veličina (varijabli), koje definišu firmu i njeno tržište.
LL@(9776) Hence the cost structure, the management process structure, the relations with the suppliers, the competition in the sector, etc. together make up the total structure. => Stoga, struktura troškova, struktura procesa upravljanja, odnosi sa dobavljačima, konkurencija u sektoru, itd, čine zajedno ukupnu strukturu.
LL@(9777) The changes in this structure are caused by the internationalization. => Internacionalizacija uzrokuje promene u ovoj strukturi.
LL@(9778) An example of such a form of the process is the change in the relations with suppliers caused by Promodes entering the Greek food-processing sector. => Primer ovog oblika procesa je promena u odnosima sa dobavljačima, koja se desila kada je Promodes ušao u grčki prehrambeni sektor.
LL@(9779) Promodes requires their Greek suppliers to grant them longer payment periods and lower prices; after they managed to obtain these, the Greek retailers themselves demanded similar conditions from the suppliers. => Promodes traži duže periode za plaćanje i niže cene od svojih grčkih dobavljača, nego što je to ranije bio slučaj, pa kada je ovo postignuto, grčki maloprodavci su tražili slične uslove od dobavljača.
LL@(9780) All four aspects of the process contents exist simultaneously, they interact and hence help define a specific nature of a generic process which is connected with certain internationalization events. => Sva četiri aspekta sadržaja procesa postoje istovremeno, u interakciji su, pa tako pomažu definisanju specifične prirode generičkog procesa, koji je povezan sa određenim događajima internacionalizacije.
LL@(9781) Phases of retail networks internationalization process The retail internationalization process can be hypothetically presented as a several phase process. => Faze procesa internacionalzacije maloprodajnih mreža Proces maloprodajne internacionalizacije se može hipotetički prikazati tako da se sastoji od redosleda faza.
LL@(9782) The passage from one phase to another is characterized by a certain group of activities. => Prelaz iz jedne faze u sledeću je okarakterisan različitim nizom aktivnosti.
LL@(9783) One type of activators or catalysts will probably mark the movement of one phase into another. => Određeni tip aktivatora (pokretača) ili katalizatora će verovatno označiti kretanje iz jedne faze u narednu.
LL@(9784) The key phases are the following:2 Pre-entry Entry Post-entry development Assimilation Exit The amount of time for each of the phases changes from one firm to another. => Ključne faze su: ~~~ Pred-ulazak, Ulazak, Razvoj nakon ulaska, Asimilacija, Izlazak. ~~~ Količina vremena u svakoj fazi je veoma promenljiva po firmama i tržištima.
LL@(9785) Managerial activity also varies greatly in each phase. => Menadžerska aktivnost je takođe veoma različita u svakoj fazi.
LL@(9786) There is a lot of research on the aspects prior to entry and on being embedded into the market, especially on varied entry mechanisms, on the advantages and disadvantages of each of them. => Postoji značajan broj istraživanja o aspektima pre ulaska i ulasku na tržište, naročito različitim mehanizmima ulaska, te prednostima i nedostacima svakog.
LL@(9787) Such studies are useful, however, they show just one part of the ovarall internationalization process. => Takve studije su korisne, ali predstavljaju samo jedan deo ukupnog procesa internacionalizacije.
LL@(9788) The assimilation and the exit phases efficiently mark the different final phases of the internationalization process. => Faze asimilacije i izlaska efikasno označavaju različita završna stanja procesa internacionalizacije.
LL@(9789) Assimilation comes when the firm changes from an international into a national firm. => Asimilacija se dešava kada dolazi do promene firme, kao inostrane firme u domaću firmu.
LL@(9790)  => Izlazak može biti više tipova, počev od kompletnog povlačenja, do smanjenih nivoa aktivnosti. A S E C O R P E Z A F OBLIK PROCESA Funkcionalni Prostorni Vremenski Strukturni Pregled znanja, Istraživanje tržišta Istraživanje lokalnog tržišta Obim ranijih iskustava Evaluacija strategije d e r P a z a l u k z a l U Projekat formule k a Razvoj maloprodajnog brenda, Prenos znanja u centralu Društvena integracija firme - j o v z a R n o k a n a k s a l u i m i s A a j i c a l z a l z I k a Izbor tržišta Tajming ulaska Razvoj mreže Brzina ekspanzije Pokretač za osnivanje nezavisne firme - - Zatvaranje prodajnih jedinica Metod ulaska, Odnosi sa isporučiocima Menadžment strukture troškova, Konkurentske aktivnosti Kreiranje zavisnog preduzeća Prodaja poslovanja drugom maloprodavcu Slika 1.
LL@(9791) The exit can be of many types, from a complete withdrawal, to the firm reducing its activities. => Oblik procesa 2 Burt S, Mellahi K, Jackson P, Sparks L:
LL@(9792) Figure 1. ~~~ The process form 2 Burt S, Mellahi K, Jackson P, Sparks L: Retail Internationalization and Retail Failure, International Review of Retail, Vol. 12, 2002. => Retail Internationalization and Retail Failure, International Review of Retail, Vol. ~~~ 12, 2002.
LL@(9793) Resource transformation and knowledge transfer within the retail network internationalization process The internationalization process causes the resource transformation within a firm as the firm does business in export market. => Transformacija resursa i prenos znanja unutar procesa internacionalzacije maloprodajnih mreža Proces internacionalizacije uzrokuje transformaciju resursa unutar firme dok ona posluje na inostranom tržištu.
LL@(9794) This transformation process often includes a certain form of knowledge transfer within the firm and from the firm which goes international on the export market. => Ovaj proces transformacije često uključuje neki oblik prenosa znanja unutar firme i od firme, koja se internacionalizuje na inostranom tržištu.
LL@(9795) The transformation occurs through various economic and social mechanisms that operate in an international context, as related to the national one. => Transformacija se dešava putem različitih ekonomskih i društvenih mehanizama, koji rade na različite načine u inostranom kontekstu, u odnosu na domicilni.
LL@(9796) The examples of such mechanisms are the following:3 Economies of scale, scope and imitation differ in speed and intensity from country to country. => Primeri ovih mehanizama su: ~~~ Ekonomije skale, obima i imitacije rade pri različitim brzinama i različitim intenzitetom u različitim zemljama.
LL@(9797) The economies of scale in purchasing refer to the size of the market and the supply sector structure, both of which vary significantly in every country. => Ekonomije skale u kupovini se odnose na veličinu tržišta i strukturu sektora snabdevanja, od kojih oba značajno variraju u svim zemljama.
LL@(9798) Social mechanisms of communication and decision-making in the firm vary from one country to another. => Društveni mehanizmi komunikacije i odlučivanje unutar firme variraju od zemlje do zemlje.
LL@(9799) The scope of local control varies both in the firm and from country to country within the firm. => Obim lokalne kontrole varira kod firme i od zemlje do zemlje unutar firme.
LL@(9800) For example, Lidl, the retailer granting a discount for food produce, has a highly centralised managerial control, while DM, the retailer offering a discount for medical products, has a decentralized decision-making structure. => Na primer, Lidl, maloprodavac sa diskontom na prehrambene proizvode, ima veoma centralizovan sistem menadžerske kontrole dok DM, maloprodavac sa diskontom na medicinske proizvode, ima veoma decentralizovanu strukturu odlučivanja.
LL@(9801) The differences in transaction costs related to the decisions on alternative organizational structures, e.g., on franchising, subsiduaries or daughter firms in full ownership or mergers. => Razlike u transakcionim troškovima vezane za odluke o alternativnim organizacionim strukturama, na primer, sa franšiznim poslovanjem, podružnice ili zavisna preduzeća u potpunom vlasništvu i zajednička preduzeća.
LL@(9802) In honouring different transaction costs, Marks & Spencer implemented different organizational structures in different countries. => Marks & Spencer je koristio različitu organizacionu strukturu u različitim zemljama kod priznavanja različitih transakcionih troškova.
LL@(9803) Variations, within one country, in the social mechanisms of power relations that control the interaction with the customer environment, public policy agencies and firms. => Varijacije unutar zemlje u društvenim mehanizmima odnosa moći, koji upravljaju interakcijom sa spoljašnjim okruženjem potrošača, firme i agencije za javnu politiku.
LL@(9804) The Western retailers entering China encountered difficulties in adapting to the different nature of both social relations and power relations, even to the extent that some of them, especially Ahold and Obbies, withdrew from the market. => Zapadni maloprodavci, koji ulaze u Kinu, pronašli su teškoću prilagođavanja različitoj prirodi društvenih odnosa i odnosa moći, čak i u toj meri da su se neki, naročito Ahold i Obi, povukli sa tržišta.
LL@(9805) The differences in the managerial skills of a relevant capacity to do business in another country and to transfer organizational skills to the whole markets. => Razlike u menadžerskim sposobnostima relevantnog kapaciteta da posluju u različitoj zemlji i da prenesu organizacione sposobnosti na cela tržišta.
LL@(9806) The scope of the firms international perspective and international culture will precondition the nature of the perception of various countries and hence affect the mechanisms of managerial knowledge development and transfer that we know in practice. => Obim međunarodne perspektive i međunarodne kulture firme će uticati na prirodu percepcija različitih zemalja, te će uticati na mehanizme, koji su zaživeli u praksi za razvoj menadžerskog znanja i njegovog prenosa.
LL@(9807) In this respect we can compare the IKEA and the Boots . => U ovom po gledu, mogu se uporediti IKEA i Boots.
LL@(9808) The IKEA is strongly oriented towards internationalization, while the capacities are transferred in ternationally, regardless of the mutual qualities of the range of items in the shops. => IKEA ima jaku opredeljenost za internacionalizaciju, dok se kapaciteti prenose međunarodno, uprkos zajedničkim osobinama asortimana stavki u prodavnicama.
LL@(9809) The Boots have for years had a history of an unsuccessful international expansion due to their obvious incapability of doing business in other countries, and to an insufficient attention paid to export business. => U Boots-u je postojala, tokom mnogo godina, istorija neuspele međunarodne ekspanzije sa očiglednom nesposobnošću da posluju u drugim zemljama, te očigledno nizak nivo posvećenosti inostranim poslovima.
LL@(9810) This dimension of resources transformation is especially important as it deals with the nature of the retailers product on an export market. => Ova dimenzija transformacije resursa je od naročitog značaja, zato što se bavi prirodom maloprodavčevog proizvoda na inostranom tržištu.
LL@(9811) The retailer will be experienced and will have the knowledge of the work format adjusted to the country he comes from; hence it will be his so-called shop formula. => Maloprodavac će biti iskusan i imaće znanje u radu formata, koji je prilagođen zemlji odakle potiče, pa je to njegova tzv. formula prodavnice.
LL@(9812) This is then transferred to a new market; the firm will have its own formula and will adjust it to the market to a certain extent. => Ovo se potom prenosi na novo tržište, firma će imati svoju sopstvenu formulu, pa će se prilagoditi na neznatno drugačiji način tržištu.
LL@(9813) The formula will be further adjusted as the firm gains experience in the export markets. => Formula će se takođe prilagođavati kako se stiče iskustvo na inostranom tržištu.
LL@(9814) The knowledge transfer will differ when the retailer sets up individual retail facilities, from which the retailer acquires the existing firm. => Prenos znanja će biti različit kada maloprodavac formira pojedinačne prodavnice, odakle maloprodavac kupuje postojeću firmu.
LL@(9815) This can be illustrated by the international business of the Tesco hypermarkets. => Ovo se može ilustrovati Tesco-vim međunarodnim poslovanjem hipermarketa.
LL@(9816) The Tesco set their own hypermarket formula in Poland, in that they transferred the knowledge learned in Great Britain to the Polish market, as well as to the markets of other Central-European markets where they do business. => U Poljskoj je Tesco ustanovio svoju formulu hipermarketa, prenosom znanja na poljsko tržište iz iskustava u Velikoj Britaniji, kao i drugih centralnoevropskih tržišta, gde ima poslove.
LL@(9817) Besides, Tesco bought the HIT hypermarket chain in 2002. => Pored toga, Tesco je 2002. godine kupio lanac HIT hipermarketa.
LL@(9818) In the acquisition of these HIT shops and their change to the Tesco formula, there is the knowledge transfer again, but affected by the formula devised by the previous owner. => U kupovini ovih HIT prodavnica i njihovoj promeni na Tesco-vu formulu, postoji ponovo prenos znanja, ali takav na koji utiče formula, koju je izveo prethodni vlasnik.
LL@(9819) The aspects to this resource transformation and knowledge transfer are various:4 Transfers in the firm necessary in establishing a new formula on a new market in individually developed as well as in acquired shops; Transfer of knowledge within the firm, gained from the experience on a new market; Transfers to other firms and from other firms that do business on the same market. => U ovoj transformaciji resursa i prenosu znanja, postoje različiti aspekti: ~~~ Prenosi u firmi koji su potrebni za ustanovljavanje nove formule na novom tržištu - kako u pojedinačno razvijenim, tako i u kupljenim prodavnicama; Prenosi znanja unutar firme, koje je stečeno iz iskustva na novom tržištu; Prenosi u druge firme i iz drugih firmi, koje po sluju na istom tržištu.
LL@(9820) In terms of operational aspects of the firm, these three aspects of resources transformation and technology transfer operate on two levels: The level of key or basic format and the relations that 3 Š5Ë Dawson J: Strategy and Opportunism in European Retail Internationalozation, British Journal of Management, 12 (4), 2001. => Ova tri aspekta transformacije resursa i prenosa tehnologije funkcionišu na dva nivoa u pogledu operativnih aspekata firme: ~~~ 3 Š5Ë Dawson J: ~~~ Strategy and Opportunism in European Retail Internationalozation, British Journal of Management, 12 (4), 2001. 4 Š9Ë Dawson J, Larke R, Mukoyama M:
LL@(9821) 4 Š9Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006. define it, as well as its development, for example, the hypermarket, the shops offering facilities to customers, etc. => Strategic Issues in International Retailing, Routledge, London, 2006. 1. ~~~ Nivo ključnog ili osnovnog formata i odnosi koji ga definišu, kao i njegov razvoj, na primer hipermarket, prodavnice koje pružaju pogodnost potrošačima, itd. 2.
LL@(9822) Changes in format the firm effects in order to make it a formula of the firm on a given market. ~~~ 3. => Promene formata koje izvrši firma da bi ga načinila formulom, te firme na određenom tržištu. 3.
LL@(9823) Outcomes dimensions of retail networ internationalization process In addition to the issues of internal importance for the firm and certain decision activities within the firm, there is a number of issues to be dealt with in the internationalization process model in trade (retail activities), related to the process outcomes in its various phases. => Dimenzije rezultata procesa internacionalizacije maloprodajnih mreža Osim pitanja, koja su interna za firmu i deo aktivnosti odlučivanja unutar firme, postoji niz pitanja koja treba razmotriti u modelu procesa internacionalizacije u trgovini (maloprodajnim aktivnostima), koja se odnose na ishod procesa u njegovim različitim fazama.
LL@(9824) In analysing the internationalization impact, it is necessary to identify:5 Impact types Impact processes and Impact intensity level. => U razmatranju uticaja internacionalizacije, neophodno je razlikovati:
LL@(9825) 4. => Tipove uticaja Procese uticaja i Nivo intenziteta uticaja. 4.
LL@(9826) Scope dimensions of retail network internationalization process The factors of the retail internationalization process framework can be hypothetically shown as intermediary impacts that shape the process. => Dimenzija okvira procesa internacionalizacije maloprodajnih mreža Faktori okvira procesa internacionalizacije maloprodaje, mogu se hipotetički prikazati kao posredujući uticaji koji oblikuju proces.
LL@(9827) These frame dimensions are present outside the internationalization process as well, however, they affect both the contents and the outcomes. => Ove okvirne veličine postoje i izvan procesa internacionalizacije, ali utiču na sadržaj i rezultate.
LL@(9828) Managerial value systems The internationalization process operation in retail business is affected by managerial cultures of both the country and the firm. => Menadžerski sistemi vrednosti Na funkcionisanje procesa internacionalizacije u maloprodajnim aktivnostima utiču menadžerske kulture, kako firme, tako i zemlje.
LL@(9829) Managerial styles differ as the response to historical and and cultural factors which support the social value systems. => Menadžerski stilovi se razlikuju kao reakcija na istorijske i kulturne faktore, koji podržavaju sisteme društvene vrednosti.
LL@(9830) This is especially the case in the retail business, where, as we pointed out above, the relationship between the managerial culture and the cus Figure 2. => Ovo je naročito slučaj u maloprodajnim aktivnostima, kao što je ranije istaknuto, gde je važna veza između menadžerske kulture i potrošačke kulture.
LL@(9831) Internationalization impacts Each of these impact types has its allied processes; thus, for example, the trade management processes and the retail management are important in identifying the competition impacts, whereas the critical processes of the sales channels management and logistic, technology flow management and suppliers management are important for the changes in the demand chain efficiency. ~~~ We have clear interactions between these outcomes and the internal aspects of the internationalization process, especially resource transformation and the knowledge transfer within the firm. => U kontekstu nacionalnih maloprodajnih aktivnosti, barem četiri glavna, ali različita menadžerska stila se mogu hipotetički pri Inovacija koja utiče na strukturu kanala prodaje Novi odnosi u lancu prodaje Promene ponašanja u lancu Nove funkcije uvedene u kanal Promene u efikasnosti lanaca potražnje Gubitak starih vrednosti Prenos kulture Promene u društvenokulturnim vrednostima Performansa firme Uticaji maloprodajne internacionaliz acije Inovacija u konkurentskoj aktivnosti Dodatna investicija Poboljšana produktivnost sredstava Katalizator za sektoralno restrukturiranje Nova konkurentska ponašanja Promena u sektoralnoj konkurentnosti Reakcija javne politike na nacionalne i međunarodne agencije Povećana pismenost potrošača Ograničenja u pogledu vlasništva Barijera za ulazak Ograničenja u korporativnom ponašanju [ire znanje o proizvodu od strane potrošača Bolje razumevanje marketinga Novi potrošački koncepti Poštovanje kulturnih razlika i različitosti Profitabilnost novog tržišta Promenjen funkcije troškova Profit se šalje centrali Novo menadžersko znanje Povećan obim poslovanja HRM prilike za razvoj (kadrovi) Statusni uticaji Slika 2. uticaja internacionalizacije Svaki od ovih tipova uticaja ima srodne procese tako da su, na primer, procesi tržišnog menadžmenta i menadžmenta maloprodajnih poslova važni u određivanju konkurentskih uticaja, dok su kritični procesi menadžmenta kanala prodaje i logistike, menadžmenta tehnologije tokova i menadžmenta dobavljača važni za promene u efikasnosti lanca potražnje.
LL@(9832) 5 Š9Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006. tomer culture is important. => Postoje jasne interakcije između ovih rezultata i internih aspekata procesa internacionalizacije, naročito transformacija resursa i prenosa znanja u firmi. 5 Š9Ë Dawson J, Larke R, Mukoyama M:
LL@(9833) The context of national retail business is characterised by at least four main, but different managerial styles: North-American, European, Asian and Islamic. => Strategic Issues in International Retailing, Routledge, London, 2006. kazati: severnoamerički, evropski, azijski i islamski.
LL@(9834) These styles of managerial culture make a broad overgeneralization of subtle effects of the culture upon managerial methods, while some cultural approaces in each of the styles differ significantly. => Ovi stilovi menadžerske kulture su široka nad-generalizacija suptilnih efekata kulture na menadžerske metode, dok svaki stil sadrži neke značajno različite kulturne pristupe.
LL@(9835) Within the area of the European managerial culture it is, therefore, possible to identify the differences in both the managerial and the customer cultures. => Stoga, unutar područja evropske menadžerske kulture, moguće je diferencirati razlike u menadžerskoj i potrošačkoj kulturi.
LL@(9836) For example, different styles can be adequately differentiated in the firms on the macrore gional basis: the Mediterranean, the Scandinavian, the French and the Anglo-Saxon. => Na primer, mogu se adekvatno diferencirati različiti stilovi u firmama na bazi makro regiona, na primer: ~~~ Mediteranski, Skandinavski, Francuski i Anglosaksonski.
LL@(9837) Some experts argue that, for example, there is a French style hypermarket symbolised by Carrefour, or the Anglo-Saxon style represented by Tesco. => Mnogi stručnjaci su davali argumente da, na primer, postoji hipermarket francuskog stila, koji simboliše Carrefour, te anglosaksonski stil kojeg simboliše Tesco.
LL@(9838) This game between the customermarket culture and the firm culture is a complex one. => Međusobna igra između potrošačke-tržišne kulture i kulture firme je kompleksna.
LL@(9839) As regards the retail internationalization, a relatively small number of European retailers can boast of being successful in business in North America, these being the retailers who adopted the American management style. => U pogledu maloprodajne internacionalizacije, relativno malo evropskih maloprodavaca je bilo uspešno u Severnoj Americi i to su bili oni koji su usvojili američki stil menadžmenta.
LL@(9840) The European retailers were more successful in their international business within Europe. => Evropski maloprodavci su bili uspešniji u svojim međunarodnim kretanjima unutar Evrope.
LL@(9841) Few American retailers proved to be successful in Europe if they remained consistent to their American managerial style. => Malo američkih maloprodavaca je bilo uspešno u Evropi, kada su ostajali dosledni američkom menadžerskom stilu.
LL@(9842) Americal retailers preferred the Canadian market. => Američki maloprodavci su pokazali preferenciju ka Kanadskom tržištu.
LL@(9843) The Asian retailers, with only few exemptions, remained within the Asian region. => Azijski maloprodavci, uz malo izuzetaka, ostali su unutar azijskih zemalja.
LL@(9844) The managerial style is manifest in numerous areas of trade, including the business formula creation, the customer relations, interactions with clients, knowledge management and knowledge transfer, technology reactivity and the nature of innovation. => Menadžerski stil je manifest u mnogim osobinama trgovine, uključujući kreiranje poslovne formule, odnosa sa klijentima, te interakcijama sa klijentima, upravljanje znanjem i prenos znanja, tehnološku reaktivnost i prirodu inovacije.
LL@(9845) The retail internationalization process is largely affected by the cultural style of the firm that goes international and the cultural values of the managerial structures. => Na proces maloprodajne internacionalizacije veoma veliki uticaj vrše kulturni stil firme, koja se internacionalizuje i kulturne vrednosti menadžerskih struktura.
LL@(9846) Scope of the retail networks internationalization Every retail internationalization process has to adapt to the scope factor. => Obim procesa internacionalizacije maloprodajnih mreža Bilo koji model procesa maloprodajne internacionalizacije se mora prilagoditi faktoru obima.
LL@(9847) The firms size, the size of a retail facility and the size of the market, all affect the manner in which the process is conducted. => Veličina firme, veličina prodavnice i veličina tržišta imaju uticaja na način na koji se obavlja proces.
LL@(9848) The international movement of firms inevitably reduce their income, however, larger firms are more capable of adapting to such reductions. => Međunarodna kretanja firmi neizbežno umanjuju prihode firmi, dok veće firme imaju veću sposobnost prilagođavanja ovom smanjenju.
LL@(9849) The transfer of scarce managerial resources from home business to export business is easier in large companies. => Prenos oskudnih menadžerskih resursa iz domaćeg poslovanja u inostrano poslovanje je verovatnije moguće u većim firmama.
LL@(9850) It is also more likely that the location acquisition process for smaller units on export market is easier and less expensive compared to the location acquisition for large shops. => Isto je tako verovatnije da je proces lokacijske akvizicije za manje jedinice na inostranom tržištu lakši i jeftiniji nego akvizicija lokacija za velike prodavnice.
LL@(9851) The size of the market, among other factors, affects the commitment level the firm may have on a new market as well as the level of resources it is willing to allocate on this market. => Veličina tržišta utiče, između ostalih faktora, na stepen posvećenosti ili opredeljenosti koji može imati firma na novom tržištu i nivo resursa, koje je firma voljna da rasporedi na to tržište.
LL@(9852) Prevailing environmental and situational conditions The final relevant impact factor refers to the prevailing environmental conditions in new countries and in the country of origin. => Preovladavajući uslovi okruženja i situacioni uslovi Finalan relevantni faktor uticaja odnosi se na preovladavajuće uslove okruženja u novim i matičnim zemljama.
LL@(9853) These affect the speed at which the process phase goes, the process outcomes, the response to managerial style, the process form as well as the resource transformation and knowledge transfer mechanisms. => Ovo utiče na brzinu pri kojoj faza procesa funkcioniše, rezultate procesa, reaktivnost na menadžerski stil, oblik procesa i mehanizme za transformaciju resursa i prenos znanja.
LL@(9854) The level of customer wealth can be a significant factor in this respect. => Nivo potrošačkog bogatstva može biti značajan faktor u ovom pogledu.
LL@(9855) The wealth is not evenly allocated, therefore the territorial model or pattern of international retailer development will be conditioned by the differences in wealth and in consumer power by the territory. => Bogatstvo nije ravnomerno raspoređeno, tako da će na prostorni model ili patern razvoja međunarodnog maloprodavca, uticati prostorne razlike u bogatstvu i potrošačkoj moći.
LL@(9856) In the movement of Western European retailers to Central Europe in the nineties, the firms first came to capitals/major cities with the greatest concentration of consumers purchasing power. => U kretanjima zapadnoevropskih maloprodavaca u Centralnu Evropu devedesetih godina, firme su se prvo kretale u glavne gradove sa koncentracijom potrošačke moći potrošača.
LL@(9857) Several other aspects of consumer environment affect the internationalization process, for example, the household structure and family relationships, permanent and house ownership, availability of individual and personal living space, etc. => Postoji nekoliko drugih aspekata potrošačkog okruženja koji utiču na proces internacionalizacije, na primer, struktura domaćinstva i porodični odnosi, trajno i kućno vlasništvo, raspoloživost ličnog prostora za život itd.
LL@(9858) A number of other aspects of the prevailing environment are also relevant. => Mnogi drugi aspekti preovladavajućeg okruženja su takođe relevantni.
LL@(9859) For example, the basic national culture will probably go through a long and deep internationalization process. => Na primer, osnovna nacionalna kultura će verovatno imati dubok i dugotrajan proces internacionalizacije.
LL@(9860) Other environmental factors may be shorter-termed, for example, the logistic problems for foreign retailers on a given market. => Ostali faktori okruženja mogu biti kratkoročniji, na primer, problemi logistike za inostrane maloprodavce na određenom tržištu.
LL@(9861) What is, however, important in all these cases, is the managerial perception of these aspects as they are. => U svim slučajevima, međutim, ono što je značajno je menadžerska percepcija ovih aspekata, kao aspekata njih samih.
LL@(9862) This managerial perception will be influenced by the firms managerial style. => Na ovu menadžersku percepciju će uticati menadžerski stil firme. 5.
LL@(9863) 5. ~~~ Conclusion In the last two decades of the twentieth century the retail chains internationalization has become an everyday affair, and an international aspect of retailers is evident in its many elements: the methods in which the shops work, the employment of labour force from other countries, the adoption and implementation of foreign ideas and the exploitation of foreign capital. => Zaključak Tokom poslednje dve decenije dvadesetog veka, internacionalizacija maloprodajnih lanaca postala je svakodnevnica, te je medjunarodni aspekt maloprodajnih lanaca evidentiran po mnogim elementima : načinima funkcionisanja prodavnica, korišćenju radne snage iz drugih zemalja, usvajanju i sprovodjenju inostranih ideja i korišćenju inostranog kapitala.
LL@(9864) We have shown that the most evident proof of retail internationalization is the presence of forein shops (brands) in a country and argued that the retail chains internationalization is a much broader concept. => Kao najevidentniji dokaz o internacionalizaciji maloprodaje prikazano je prisustvo stranih prodavnica (brendova) u jednoj zemlji i naglašeno da je internacionalizacija maloprodajnih lanaca mnogo opsežniji pojam.
LL@(9865) We have also studied the temporal and territorial aspects as essential in different cultures and environments and shown that they are the starting points of the analysis of an overall aspect of the retail internationalization. => Istraženi su vremenski i prostorni spekt, kao bitni kod različitih kultura i okruženja i oni predstavljaju osnovu od koje kreće analiza celokupnog aspekta internacionalizacije maloprodaje.
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LL@(9874) Š13Ë Burt S, Mellahi K, Jackson P, Sparks L: Retail Failure, Internationalization International Review of Retail, Vol. 12, 2002. and Retail Š14Ë Fill C: Marketing communication, FT Prentice Hill, Harlow, 2005. => Strategic Issues in International Retailing, Routledge, London, 2006. Š10Ë Nisbett R. E:
LL@(9875) Š15Ë Filipović V, Kostić - Stanković M: Marketing menadžment, FON- Menadžment, Beograd, 2007. => The Geography of Thought, Free Press, New York, 2003. Š15Ë Filipović V, Kostić - Stanković M:
LL@(9876)  => Marketing me nadžment, FON- Menadžment, Beograd, 2007. Š16Ë Hollensen S:
LL@(9877) Š16Ë Hollensen S: Global Marketing - A Decision-ori ented approach, Prentice Hall, London, 2007. => Global Marketing - A Decisionoriented approach, Prentice Hall, London, 2007.
LL@(9878) Š17Ë McGoldrick P: Retail Marketing, The McGraw Hill Companies, London, 2002. => Retail Marketing, The Š17Ë McGoldrick P:
LL@(9879) Š18Ë Pahalad C.K, Ramaswamy V: The Future of Competition: Co-creating Unique Value with Customers, Harvard Business School Press, Boston, 2004. => McGraw-Hill Companies, London, 2002. Š18Ë Pahalad C.K, Ramaswamy V: ~~~ The Future of Competition:
LL@(9880) Š19Ë Petkovic G: Modeli za donošenje odluka u trgovini, Ekonomski fakultet Beograd, 1998. => Co-creating Unique Value with Customers, Harvard Business School Press, Boston, 2004. Š19Ë Petkovic G:
LL@(9881) Š20Ë Podnar K, Golob U: CSR expecations: the focus of corporate marketing, Corporate Communications, International Journal, 2007. => Modeli za donošenje odluka u trgo vini, Ekonomski fakultet Beograd, 1998. Š20Ë Podnar K, Golob U: CSR expecations: the focus of corporate marketing, Corporate Communications, International Journal, 2007. Š11Ë Ducroq C:
LL@(9882) Š20Ë Rakita B: Međunarodni marketing, Ekonomski fakultet, Beograd, 2005. => La nouvelle distribution, Dunod, Š20Ë Rakita B:
LL@(9883) Š10Ë Nisbett R. E: The Geography of Thought, Free Š21Ë Walters D, Hanrahan J: Retail Strategy, Planning Press, New York, 2003. => Međunarodni marketing, Ekonomski Paris, 2003. fakultet, Beograd, 2005. Š12Ë Bennett R: ~~~ International Marketing, Kogan Pa Š21Ë Walters D, Hanrahan J:
LL@(9884) Š11Ë Ducroq C: La nouvelle distribution, Dunod, Paris, 2003. => Retail Strategy, Plan ge, London, 2005. Š13Ë Burt S, Mellahi K, Jackson P, Sparks L:
LL@(9885)  => Retail Internationalization and Retail Failure, International Review of Retail, Vol. ~~~ 12, 2002.
LL@(9886) Š12Ë Bennett R: International Marketing, Kogan Page, London, 2005. and Control, Macmillan Business, 2000. => Š14Ë Fill C: ~~~ Marketing communication, FT Prenti ce Hill, Harlow, 2005. ning and Control, Macmillan Business, 2000. Š22Ë Wrigley N, Coe N.M, Currah A:
LL@(9887) Š22Ë Wrigley N, Coe N.M, Currah A: Globalizing Retail: Conseptualizing the Distribution-based Transnational Corporation (TNC), Progess in Human Geography, 29 (4), 2005. => Globalizing Retail: ~~~ Conseptualizing the Distribution-based Transnational Corporation (TNC), Progess in Human Geography, 29 (4), 2005.
LL@(9888) The Role of Conjoint Analysis in the New Product Price Sensibility Research UDC: 658.8.031 ; 338.516.49 Marija Kuzmanović, Tijana Obradović Faculty of Organizational Sciences It is very important that in the new product development process we should be able to predict its sales price. => Uloga conjoint analize u istraživanju cenovne osetljivosti novih proizvoda UDK: ~~~ 658.8.031 ; 338.516.49 Marija Kuzmanović, Tijana Obradović Fakultet organizacionih nauka U procesu razvoja novog proizvoda veoma je značajno predviditi njegovu prodajnu cenu.
LL@(9889) The pricing strategy is largely responsible for whether the prospective customers will accept the new product as well as for the income to be earned from its sale. => Strategija cena u mnogome određuje prihvatanje novog proizvoda od strane potencijalnih potrošača kao i prihode koji će se njegovom prodajom ostvariti.
LL@(9890) In defining the pricing strategy it is necessary that, besides the price elasticity, we pay attention to the customer demand elasticity, in terms of customer preferences, their perception of value and the very situation in which the product is purchased. => Prilikom definisanja strategije cene potrebno je, pored elastičnosti cene, obratiti pažnju i na elastičnost zahteva potrošača, u smislu potrošačkih preferencija, percepcije vrednosti i same situacije pri kupovini.
LL@(9891) Many methods are at our disposal when it comes to obtaining a thorough insight into customers demands, and, in view of the presumptions on which they are based, they yield different levels of useful information. => Za dobijanje kompletne slike potrošačkih zahteva moguće je koristiti veći broj metoda, koje u zavisnosti od pretpostavki na kojima se baziraju, pružaju različit nivo korisnih informacija.
LL@(9892) This paper presents the model of individual elasticity of demand and a review of methods most commonly implemented in pricing research with special emphasis on the conjoint analysis. => U radu je predstavljen model individualne elastičnosti tražnje i dat je pregled metoda koje se u praksi najčešće koriste za cenovna istraživanja, sa posebnim naglaskom na conjoint analizu.
LL@(9893) The conclusion that is drawn is that the traditional conjoint analysis and the choice based conjoint analysis are the methods that yield best results in pricing research conducted both in the early phases of the new product development and throughout their launching and the entire life cycle. ~~~ 1. => Zaključak je da su tradicionalna conjoint analiza i conjoint analiza bazirana na izboru metode koje daju najbolje rezultate u cenovnim istraživanjama koja se sprovode kako u ranim fazama razvoja novih proizvoda, tako i tokom njihovog lansiranja i celog životnog ciklusa. 1.
LL@(9894) Introduction It is important that in each phase of the new product development the customers response to the product characteristics, aspecially its price be predicted. => Uvod U svakoj fazi razvoja novog proizvoda veoma je važno predvideti reakcije potrošača na karakteristike proizvoda, a posebno na cenu.
LL@(9895) The price sensitivity analysis is a very popular research technique because it is relatively simple to conduct, it can be quantified, and it yields the results which are a good basis for decision making. => Analiza cenovne osetljivosti je veoma popularna istraživačka tehnika iz razloga što je relativno jednostavna za sprovođenje, može se kvantifikovati, i daje rezultate koji predstavljaju dobru osnovu za donošenje odluka.
LL@(9896) The errors related to the price sensitivity estimate may, however, mislead the managers to draw wrong conclusions, or to disregard other components of individual price elasticity, such as the customers system of values and situational factors. => Ipak, greške vezane za procenu osetljivosti cene mogu da navedu menadžere na pogrešne zaključke, kao i na to da se zanemare druge komponente individualne cenovne elastičnosti, kao što su sistem vrednosti potrošača i situacioni faktori.
LL@(9897) The knowledge of the customers perception of the appropriate, or fair price of the product is not enough to predict a probability that the customer will buy the product. => Poznavanje percepcije potrošača odgovarajuće ili fer cene proizvoda nije dovoljno za predviđanje verovatnoće da će potrošač kupiti proizvod.
LL@(9898) A more complete picture of individual price sensibility requires a model that consists of price sensibility and the factors motivating the customer to purchase. => Kompletnija slika individualne cenovne elastičnosti zahteva model koji se sastoji od cenovne osetljivosti i faktora koji motivišu potrošača na kupovinu.
LL@(9899) In the early phases of the new product development it is possible to define a large number of product concepts, however, each of them has to have a defined price. => U ranim fazama procesa razvoja novog proizvoda moguće je definisati veliki broj koncepata proizvoda, ali svaki od njih mora imati definisanu cenu.
LL@(9900) Hence the pricing strategy largely defines the acceptance of a new product by the prospective customers and the income to be gained from its sale. => Stoga strategija cene u mnogome određuje prihvatanje novog proizvoda od strane potencijalnih potrošača i prihode koji će se od njega ostvariti.
LL@(9901) Vithala Rao claims that the price is the only element of the marketing mix that generates income; all the other elements create costs Š11Ë. => Vithala Rao kaže cena je jedini element marketing miksa koji generiše prihod; svi ostali elementi kreiraju troškove Š11Ë.
LL@(9902) Therefore the price should be observed in each phase of the new product development. => Stoga se cena mora razmatrati u svakoj fazi razvoja novog proizvoda.
LL@(9903) In the analysis of different concepts the price may prove to be a barrier for further development. => Prilikom analize različitih koncepata cena može biti barijera za dalji razvoj.
LL@(9904) In the process of product development the price is the input data related to making decisions as to the production costs. => Tokom razvoja proizvoda cena je ulazni podatak vezan za odlučivanje o proizvodnim troškovima.
LL@(9905) In launching the product, the price is the basic element of the income maximization strategy, the income to be earned throughout the life cycle of the product. => Prilikom lansiranja proizvoda cena predstavlja osnovni element strategije za maksimi zaciju prihoda koji se ostvaruje tokom celog životnog ciklusa proizvoda.
LL@(9906) The identification of the individual elasticity of demand can, therefore, prove to be a useful way of developing marketing mix and pricing strategy and of identifying the key segments of the market. => Stoga, identifikovanje individualne elastičnosti tražnje može biti koristan način da se razviju marketing miks, strategija cena i identifikuju ključni tržišni segmenti.
LL@(9907)  => Novi proizvodi se uvode na tržišta koja imaju malo ili nimalo informacija o uporedivim cenama za proizvod.
LL@(9908) New products are introduced to the markets that have little or no information on the comparable prices for the product. => Novi proizvodi se uvode na tržišta koja imaju malo ili nimalo informacija o uporedivim cenama za proizvod.
LL@(9909) The crucial problem related to new products is the customers uncertainty of the value the product will have for them. => Osnovni problem vezan za nove proizvode je nesigurnost kupca u vrednost koju će taj proizvod imati za njega.
LL@(9910) Hence one of the most important functions of marketing is to help prospective buyer to develop his/her own subjective measure of the products value, which will be a function of his perception of his needs. => Stoga je jedna od najvažnijih funkcija marketinga da pomogne da potencijalni potrošač razvije sopstvenu subjektivnu meru vrednosti proizvoda, koja predstavlja funkciju percepcija njegovih potreba.
LL@(9911) The research may help define the customers value systems, so that the product should be created as related to these systems and positioned on the market in relation to these attributes. => Istraživanje može da pomogne u određivanju sistema vrednosti potrošača, kako bi se kreirao proizvod u odnosu na njih i pozicionirao na tržištu u odnosu na ove atribute.
LL@(9912) On the other hand, in launching the product on the market that already has the products of the same purpose (substitutes), it is necessary that the impact of competitive products upon the demand elasticity of the new product should be examined too. => S druge strane, prilikom uvođenja proizvoda na tržište koje već poseduje proizvode iste namene (substituti) potrebno je istražiti i uticaj konkurentskih proizvoda na elastičnost tražnje novog proizvoda.
LL@(9913) Pricing research can use a number of methods, varying in accordance to their capability of providing quality information on the customer preferences, which in turn affect price elasticity. ~~~ The direct observation, the van Westendorp method, the traditional conjoint analysis, the discrete choice modelling are only some of the methods that allow for getting an insight into the customer behaviour. => Za cenovna istraživanja moguće je koristiti veći broj metoda, koje variraju u zavisnosti od mogućnosti da obezbede kvalitetne informacije o potrošačkim preferencijama, a koje utiču na cenovnu elastičnost. direktno ispitivanje, van Westendorpova metoda, tradicionalna conjoint analiza, modeliranje diskretnih izbora, su samo neke od metoda koje omogućavaju da se dobije uvid u ponašanje potrošača. 2.
LL@(9914) 2. ~~~ Demand elasticity, price sensitivity and customer value The price elasticity of demand is a concept traditionally related to markets and market segments, rather than to individuals and is a measure in which the market demand for a certain product change due to the change of its price. => Elastičnost tražnje, cenovna osetljivost i potrošačka vrednost Cenovna elastičnost tražnje je koncept koji se tradicionalno vezuje za tržišta i tržišne segmente, a ne za pojedince i predstavlja meru u kojoj se zahtevi tržišta za određenim proizvodom menjaju usled promene njegove cene.
LL@(9915) Formally, price elasticity is a ratio between the percentage change of the quantity of the product demanded and the percentage change in price, and can be expressed as follows: = E % % ∆ ∆ q p = ∆ q q / ∆ p p / = ∆ q p ∆ p q ⋅ , where q and p are the quantity and price of the product, respectively. => Formalno, cenovna elastičnost predstavlja odnos procentualne promene tražene količine proizvoda i procentualne promene cene, i može se izraziti na sledeći način: = E % % ∆ ∆ q p = ∆ q q / ∆ p p / = ∆ q p ∆ p q ⋅ , gde q i p predstavljaju količinu i cenu proizvoda, respektivno.
LL@(9916) When the elasticity coefficient exceeds 1, the demand is elastic, that is, the demand is sensitive to the change in price. => Kada je koeficijent elastičnosti veći od 1, tražnja je elastična, odnosno tražnja je osetljiva na promenu cene.
LL@(9917) When this coefficient is lower than 1, we deal with an inelastic demend, one that is not sensitive to changes in price. => Kada je ovaj koeficijent manji od 1, u pitanju je neelastična tražnja, odnosno tražnja nije osetljiva na promenu cene.
LL@(9918) Price elasticity is a measure of an individual or of market segments response to changes in price. => Osetljivost cene je mera reakcije pojedinaca ili tržišnih segmenata na promenu cene.
LL@(9919) Poor price elasticity means that an individual is willing to tolerate high price to obtain the product. => Mala cenovna osetljivost ukazuje na to da je pojedinac spreman da toleriše visoku cenu da bi dobio proizvod.
LL@(9920) The individuals that display a high price sensibility will consequently avoid high-price products. => Pojedinci koji imaju visoku cenovnu osetljivost će u skladu sa tim izbegavati proizvode sa visokim cenama.
LL@(9921) The price elasticity measure, however, does not yield enough information to predict demand, hence the data obtained solely on the basis of the reaction to price are not enough to define the elasticity of market demand. => Ipak, mera cenovne osetljivosti ne daje dovoljno informacija da bi se predvidela tražnja, tako da podaci dobijeni samo na osnovu reakcije na cenu nisu dovoljni za određivanje elastičnosti tražnje tržišta.
LL@(9922) It is also necessary to analyse other impacts, such as the brand reputation, advertising level, delivery promptness, etc. => Potrebno je sagledati i druge uticaje, kao što su reputacija brenda, nivo reklamiranja, brzina isporuke i sl.
LL@(9923) Price sensibility cannot be isolated from the stimuli that cause it, nor from the situation in which it exists, as the data obtained at that moment are useless. => Cenovna osetljivost se ne može izolovati od podsticaja koji je izazivaju, ili situacije u kojoj se javlja, jer se tada dobijaju podaci koji nisu upotrebljivi.
LL@(9924) The research that include the data on customer preferences can be used for market segmentation, product improvement and sale, by affecting the preferences that reduce the demand sensitivity. => Istraživanja koja uključuju podatke o preferencijama potrošača mogu se koristiti za segmentiranje tržišta, poboljšanje proizvoda, i prodaju proizvoda i to delovanjem na one preferencije koje smanjuju osetljivost tražnje.
LL@(9925) A useful measure of individual elasticity of demand is the probability that an individual will buy the product at a given price, in a given situation. => Korisna mera individualne elastičnosti tražnje je verovatnoća da će pojedinac kupiti dati proizvod po datoj ceni u datoj situaciji.
LL@(9926) This can be extended to the distribution of probability of purchasing at different prices, which can be further applied to market segments in order to get the demand elasticity of a given segment. => Ovo se može proširiti na raspodelu verovatnoća kupovina po različitim cenama, što se dalje može primeniti na tržišne segmente kako bi se dobila elastičnost tražnje datog segmenta.
LL@(9927) Basically, there are two components of the demand elasticity measure: price elasticity and customer values that also include situational factors. => U osnovi postoje dve komponente mere elastičnosti tražnje: cenovna osetljivost i potrošačke vrednosti koje obuhvataju i situacione faktore.
LL@(9928) Since the customer value factors can be in correlation with the intention to purchase, the customer values and the price sensitivity to gether make a good model of individual demand elasticity. => Kako činioci potrošačkih vrednosti mogu biti u korelaciji sa namerom kupovine, potrošačke vrednosti i cenovna osetljivost za jedno formiraju dobar model individualne individualne elstičnosti tražnje.
LL@(9929) The prospective customer may find the product price to be rather acceptable, however, he still does not intend to buy the product. => Potencijalnom kupcu cena proizvoda može biti veoma prihvatljiva, ali da on ipak nema nameru da ga kupi.
LL@(9930) A vegetarian may be aware of the price of beef, however, the translation of his price awareness into the demand measure without taking into consideration his eating habits is meaningless. => Vegeterijanac može da ima predstavu o ceni govedine, ali prevođenje njegove svesti o ceni u meru tražnje bez uzimanja u obzir njegovih navika u ishrani nema nikakvog osnova.
LL@(9931) In their research, Jamieson and Bass Š4Ë use five factors to describe purchasing intentions. => Jamieson i Bass Š4Ë u svom istraživanju koriste pet faktora da opišu kupovne namere.
LL@(9932) These are the product awareness, the product attractiveness, the prospective buyers financial solvency/capability, the buyers tendency to consult somebody on the purchase and the product availability. => To su svest o proizvodu, dopadljivost proizvoda, platežna sposobnost potencijalnog kupca, spremnost kupca da konsultuje nekoga u vezi kupovine, i dostupnost proizvoda.
LL@(9933) Other researchers propose similar sets of variables that affect price sensibility, common to all of them, however, being that the model includes the variables related to the situation, the product itself and the customer. => Drugi istraživači predlažu slične skupove promenljivih koje utiču na cenovnu osetljivost, a zajedničko za sve je da model uključuje promenljive vezane za situaciju, sam proizvod i potrošača.
LL@(9934) One of the best models is that proposed by Harmon and Laird Š3Ë, presented in Figure 1. => Jedan od najboljih je model koji su predložili Harmon i Laird 3Ë, i on je prikazan na slici 1.
LL@(9935) This model, together with the data obtained in the research, makes a good basis for marketing decision making. => Ovaj model, uz podatke dobijene istraživanjem, pruža dobru podlogu za marketinško odlučivanje.
LL@(9936) Figure 1: Demand elasticity factors Š4Ë The model in Figure 1 presents the sources of price elasticity, as well as the manner in which the value of the demand, including the product concept, the situation and the price, affects these factors so that they should result into a potential purchase. => Slika 1: ~~~ Činioci elastičnosti tražnje Š4Ë Modelom na slici 1 su prikazani izvori cenovne osetljivost, i na koji način vrednost ponude, uključujući koncept proizvoda, situaciju i cenu utiče na ove činioce kako bi oni rezultirali u potencijalnoj kupovini.
LL@(9937) In the purchase situation, the value of the offer has to answer the sources of customer values in every category the product must satisfy the customer needs. => U kupovnoj situaciji, vrednost ponude mora odgovoriti na izvore potrošačkih vrednosti u svakoj kategoriji proizvod mora da zadovolji potrebe potrošača.
LL@(9938) The situation has to be such that it satisfies the stimuli the product has to be available, the buyer has to be aware of it, the location has to be appropriate and the transaction has to be possible. => Situacija mora da bude takva da odgovara podsticajima koji utiču na nju proizvod mora biti dostupan, kupac mora da ima svest o njemu, lokacija mora biti podobna, i transakcija mora biti moguća.
LL@(9939) Finally, the price has to be reasonable, acceptable and fair. => Na kraju, cena mora biti razumna, prihvatljiva i fer. 3.
LL@(9940) 3. ~~~ Price sensitivity research methods The practice knows a number of methods used in defining price sensitivity. => Metode za istraživanje cenovne osetljivosti U praksi se za određivanje cenovne osetljivosti koristi veći broj metoda.
LL@(9941) One group of methods is based on direct observation to obtain an explicit measure of price sensitivity, whereas the other group of methods is based on indirect reasearch, i.e., price sensitivity is a derived value. => Prva grupa metoda se bazira na direktnom ispitivanju čime se dobija eksplicitna mera cenovne osetljivosti, dok se druga grupa metoda bazi ra na indirektnom ispitivanju odnosno cenovna osetljivost predstavlja izvedenu vrednost.
LL@(9942) The method that belongs to the former group and is most com monly implemented in practice is the van Westendorp method, while the latter includes the methods used to measure customer preferences, the Traditional conjoint analysis and the Choice based conjoint analysis. => Metoda koja spada u prvu grupu a koja se u praksi najčešće koristi je van Westendorp-ova metoda, dok u drugu grupu spadaju metode za merenje potrošačkih preferencija, i to Tradicionalna conjoint analiza i Conjoint analiza bazirana na izboru. 3.
LL@(9943) 3.1. => Direktno ispitivanje Jedno od pitanja koje marketari najšečće postavljaju prilikom ispitivanja tržišta je Koliko ste spremni da platite za..?
LL@(9944) Direct observation research One question marketers most often ask in market research is How much are you willing to pay for ...? the data gathered in this way, however, may lead to wrong conclusions for several reasons. => Međutim, podaci prikupljeni na ovaj način mogu da navedu na pogrešne zaključke iz nekoliko razloga.
LL@(9945) Firstly, one and the same question combines the price and the purchase intention. => Prvo, u okviru istog pitanja kombinuje se cena sa namerom kupovine.
LL@(9946) The respondent may believe that the product is worth an amount of money, however, he does not need the product. => Ispitanik može da veruje da proizvod vredi određen iznos ali da nema potrebu za njim.
LL@(9947) The measure of the perceived price of the product and the intention to buy it should, therefore, be analysed separately. => Stoga meru percipirane cene proizvoda i nameru o njegovoj kupovini treba razmatrati zasebno.
LL@(9948) Secondly, the respondents answer will often be conditioned by the situation he is in. => Drugo, na odgovor ispitanika često podsvesno utiče situacija u kojoj se nalazi.
LL@(9949) The respondents may enter discussion or debate on prices, thus hindering the research, or they may tend to satisfy the researcher attaching to the price much more importance than necessary. => Ispitanici mogu da uđu u polemiku ili diskusiju o cenama čime otežavaju istraživanje ili da teže da udovolje istraživaču dajući ceni veći značaj.
LL@(9950) Some customers link the price of the product with its quality, or they are not really familiar with reference prices of similar products on a stready market, especially if the product is new. => Neki potrošači pak često cenu proizvoda povezuju sa njegovim kvalitetom ili ne poznaju dovoljno referentne cene sličnih proizvoda na ustaljenom tržištu, a posebno ukoliko je proizvod nov. 3.
LL@(9951) 3.2. ~~~ Van Westendorp method (VWSM) In 1970s, Peter H. van Westendorp, a Dutch economist, proposed a method for measuring customer perception as regards price. => Van Westendorp-ova metoda (VWPSM) Sedamdesetih godina prošlog veka, nemački ekonomista Peter H. van Vestendorp je predložio metodu za merenje percepcije potrošača u odnosu na cenu.
LL@(9952) The method is based on the premise that there is a scope of prices whose boundaries are, on one hand, the maximum price the customer is willing to pay, and, on the other, the minimum price below which the quality of the product is doubtful. => Metoda se bazira na premisi da postoji opseg cena čije granice predstavljaju, s jedne strane maksimalna cena koju je potrošač spreman da plati i, s druge strane, minimalna cena ispod koje je kredibilitet proizvoda pod sumnjom.
LL@(9953) This method is also known as the Price Sensitivity Measurement (PSM) and is a relatively simple and inexpensive method using a graphic presentation to find an acceptable price scope. => Metoda je poznata i pod nazivom Price Sensitivity Mesurement (PSM) i ralativno je jednostavna i jeftina metoda koja za pronalaženje prihvatljivog opsega cena koristi grafički prikaz.
LL@(9954) The model is based on the research in which the respondent is asked four questions for each described product: 1.) => Model se bazira na istraživanju u kome se za svaki opisani proizvod ispitaniku postavljaju četiri pitanja:
LL@(9955) Which price do you find low for a given product? (inexpensive) ~~~ 2.) => 
LL@(9956) Which price do you find high for a given product? (expensive) => 
LL@(9957) 3.) ~~~ Which price would be low enough to make the quality of the product disputable? (too inexpensive) 4.) ~~~ Which price would be high enough to make you abandon the idea of buying the product? (too expensive) On the basis of the responses, each of the questions is assigned a cummulative distribution of frequencies which are entered into the graph, where the x-axis denotes the price, and the y-axis shows the number of respondents. => 1.) Koju cenu smatrate niskom za dati proizvod? (jeftino) 2.) Koju cenu smatrate visokom za dati proizvod? (skupo) 3.) Koja cena bi bila toliko niska da bi dovela u sumnju kvalitet proizvoda? (isuviše jeftino) 4.) Koja cena bi bila toliko visoka da ne bi razma trali kupovinu proizvoda? (preskupo) Na osnovu odgovora ispitanika, za svako od pitanja se određuje kumulativna raspodela frekvencija koja se ucrtava na grafikon, gde se x-osa odnosi na cenu, a y osa na procenat ispitanika.
LL@(9958) The point of intersection of the curves obtained on the basis of the answers to the first two questions is the indifference point (IP). => Tačka peseka krivih dobijenih na osnovu odgovora na prva dva pitanja naziva se tačka indiferencije - (TI).
LL@(9959) It represents the price which an equal number of respondents find to be either high or low. => Ona predstavlja cenu za koju jednak broj ispitanika smatra da je visoka kao broj onih koji misli da je niska.
LL@(9960) The intersection of the other two curves, obtained from the answers to the third and the fourth questions is the optimum price (OP) and represents the price which an equal number of respondents find to be too low or too high (Figure 2). => Presek druge dve krive, dobijene na osnovu podataka iz trećeg i četvrtog pitanja, naziva se optimalna cena - (OC) i predstavlja cenu za koju podjednak broj ispitanika misli da je isuviše niska, kao broj onih koji misle da je isuviše visoka (slika 2).
LL@(9961) The point in which a the number of respondents who regard the price to be high is equal to the number of those who regard it to be too low is the lower limit for price (LL), whereas the point in which the number of respondents who find the product to be too expensive equals the number of those who find it in expensive is called the upper limit for price (UL). => Tačka u kojoj podjednak broj ispitanika smatra da je cena proizvoda visoka i isuviše niska naziva se donja granica cene - (DG), dok tačka u kojoj podjednak broj ispitanika smatra da je proizvod preskup i da je jeftin, gornja granica cene - (GG). ~~~ Slika 2.
LL@(9962) Figure 2: Van Westendorp method The original van Westendorp model assumes that the acceptable price of the product ranges between the lower and the upper limits, the Indifference point is the commonest price of the product or the price of the product market leader, whereas the point of the optimum price actually represents the ideal price. => Van Westendorp-ova metoda Originalan Van Westendorp-ov model pretpostavlja da se prihvatljiva cena proizvoda kreće u rasponu između donje i gornje granice, Tačka indiferencije predstavlja najčešću cenu proizvoda ili cenu proizvoda koji je lider na tržištu, dok tačka optimalne cene ustvari predstavlja idealnu cenu.
LL@(9963) Van Westendorp, however, argues that a number of products on the already established markets (the existing markets) have the prices that are not within the given range of acceptable prices. => Ipak, Van Westendorp tvrdi da na tržištima koja su već ustanovljena (postojećim tržištima) određen broj proizvoda ima cenu koja nije u datom rasponu prihvatljivih cena. 3.
LL@(9964) 3.3. ~~~ Traditional Conjoint Analysis The Conjoint Analysis is a research technique based on the multivariation analysis, used to define optimal characteristics of a product or a service, to measure individual preferences, to understand and anticipate the customer behaviour in new situations. => Tradicionalna conjoint analiza Conjoint analiza je istraživačka tehnika bazirana na multivarijacionoj analizi, a koja se koristi za utvrđivanje optimalnih karakteristika proizvoda ili usluga, za merenje individualnih preferencija, razumevanje i predviđanje ponašanja potrošača u novim situacijama.
LL@(9965) This is a decomposite method which assumes that the product/service can be decomposed to its attributive components and which implies measuring cumulative effects of a larger number of the product/service attributes on the customer preferences. => To je dekompozitna metoda koja podrazumeva da se proizvod/usluga može razložiti na svoje atributivne komponente i koja implicira merenje zbirnih efekata većeg broja atributa proizvoda/usluge na preferencije potrošača.
LL@(9966) The name of the method comes from its very nature, namely, the product attributes are CONsidered JOINTly. => Naziv metode proizilazi iz same njene prirode, tj. da se atributi proizvoda posmatraju zajedno (CONside red JOINTly).
LL@(9967) One reason for this is that the customer does not make a decision on purchase on the basis of just one characteristic, but takes into consideration all the characteristics of the product simultaneously. => Razlog za ovo je taj što kupac ne donosi odluku o kupovini samo na osnovu jedne, već posmatra sve karakteristike proizvoda istovremeno.
LL@(9968) The basic premise of the decomposite approach is that the customers evaluate the total utility of the product/service in that they combine individual partial utilities of the attribute levels describing the given product, where the partial utilities of the attribute are defined as numeric values reflecting the extent to which different product characteristics are desirable. => Osnovna pretpostavka dekompozitnog pristupa je da potrošači evaluiraju ukupnu korisnost proizvoda/usluge kombinovanjem pojedinačnih parcijalnih korisnosti nivoa atributa koji opisuju dati proizvod, pri čemu se parcijalne korisnositi atributa definišu kao numeričke vrednosti koje odražavaju koliko su poželjne različite karakteristike proizvoda.
LL@(9969) Using one set of both quantitative and qualitative attributes, including the price, the researchers in the conjoint analysis define a set of alternative products, i.e., profiles (Figure 3) which may be realistic or hypothetical. => U conjoint analizi istraživači najpre koristeći određeni skup kvantitativnih ali i kvalitativnih atributa, uključujući i cenu, definišu skup alternativnih proizvoda, tj. profila (slika 3) koji mogu biti realni ili hipotetički.
LL@(9970) They then eliminate from the set any impossible combinations such as a high quality product at low price. => Iz tog skupa eliminišu se nemoguće kombinacije kao što su proizvod visoko kvalitetnih karakteristika po niskoj ceni.
LL@(9971) Figure 3. => Slika 3.
LL@(9972) Relations between the profile, the attribute and the attribute level Products are described by a set of attributes that take different values, from lowest to highest, therefore, to establish an overall attitude towards the product, the customers evaluate the total utility of all the attribute values simultaneously, through ranking or assessing each of the combinations (Figure 4). => Veza između profila, atributa i nivoa atributa Kako se proizvodi opisuju skupom atributa koji uzimaju različite vrednosti, od najgorih do najboljih, potrošači u cilju formiranja ukupnog suda o proizvodu evaluiraju ukupnu korisnost svih vrednosti atributa simultano i to kroz rangiranje ili ocenjivanje svake od kombinacija (slika 4).
LL@(9973) Using a 10 point scale where 0 means certainly NOT and 10 certainly YES, answer the following: Which is the probability that you buy a printer of the following characteristics... => Koristeći skalu sa 10 tačaka gde 0 znači sigurno NE a 10 sigurno DA odgovorite Kolika je verovatnoća da kupite štampač sledećih karakteristika...
LL@(9974) HP printing 12 pages/min prints maximum 5000 pages no possibility of reverse print at a price of 250¡ Your answer: ______________ Figure 4. => HP koji štampa 12 strana/min maksimalno može da odštampa 5000 strana nema mogućnost dvostranog štampanja po ceni od 250¡ Vaš odgovor: ______________ Slika 4.
LL@(9975) Profile assessment On the basis of the total of customer attitudes it is possible to estimate partial utilities for certain attribute levels, using some of the composition rules. => Ocenjivanje profila Na osnovu ukupnih sudova potrošača, moguće je proceniti parcijalne korisnosti za određene nivoe atributa koristeći neko od pravila kompozicije.
LL@(9976) These rules serve to explain the structure of individual preferences of the customers. => Ova pravila služe za objašnjenje strukture individualnih preferencija potrošača.
LL@(9977) They help explain the manner in which the respondent combines part-worth utilities of each of the attribute levels into the total utility of the product (Figure 5). => Njima se objašnjava način na koji ispitanik kombinuje parcijalne korisnosti nivoa svakog atributa u ukupnu korisnost proizvoda (Slika 5).
LL@(9978) Figure 5. => Slika 5.
LL@(9979) Utility calculation process The total utility of the product j for the i respondent can be expressed as follows: U ij kLK = ∑∑ = l k = xβ ikl jkl where K is the total number of attributes, k = 1, ..., K, Lk is the number of k-attribute levels, l = 1, ..., Lk, and ßikl is the utility of the l- level of k- attribute for the i-respondent (i- segment). => Proces računanja korisnosti Ukupna korisnost proizvoda j za i-tog ispitanika može se izraziti na sledeći način: ~~~ U ij kLK = ∑∑ k = = l xβ ikl jkl gde predstavlja ukupan broj atributa, k = 1,.... ~~~ K, Lk broj nivoa k-tog atributa, l = 1,.... ~~~ Lk , a ßikl korisnost ltog nivoa k-tog atributa za i-tog ispitanika (i-ti segment).
LL@(9980) The variable xjkl takes the value l if the l-level of k-attribute is presented in the j profile, otherwise, it takes the value of 0. => Promenljiva xjkl uzima vrednost 1 ukoliko je lti nivo k-tog atributa prezentovan u profilu j, u suprotnom uzima vrednost 0.
LL@(9981) In calculating the part-worth utilities the traditional conjoint analysis commonly uses the least square method and the monotonic regression (analysis). => Za računanje parcijalnih korisnosti u tradicionalnoj conjoint analizi najčešće se koriste metoda najmanjih kvadrata i monotona regresiona anliza.
LL@(9982) The conjoint data can be used in determining the price sensitivity, but also all the other attributes included in the research. => Conjoint podaci se mogu koristiti za određivanje osetljivosti cene ali i svih ostalih atributa obuhvaćenih istraživanjem.
LL@(9983) The part-worth utilities of each of the price levels offer a unique measure of the market or a marketsegment sensibility to the change in price. => Parcijalne korisnosti svakog nivoa cene nude jedinstvenu meru osetljivosti tržišta ili tržišnog segmenta na promenu cene.
LL@(9984) When interactions between price and other attributes are calculated, it is possible to determine whether and in which manner the price sensitivity varies in relation to brand and other attributes. => Kada se izračunaju interakcije između cene i ostalih atributa, moguće je odrediti da li i na koji način cenovna osetljivost varira u odnosu na brend i ostale atribute.
LL@(9985) The price sensitivity of a brand with a strong image is usually lesser compared to that of an unknown brand. => Brend jakog imidža obično ima manju cenovnu osetljivost nego nepoznati brend.
LL@(9986) The part-worth utilities can further be used to obtain a range of useful information on customer preferences, such as the attribute relative importance, the customer utility functions, the preference shares, as well as to define a model to simulate the customer choice behaviour for the predicting purposes. = R β β ikl − ikl , * A relative attribute importance is a measure to which the attribute impacts the customers choice and equals the difference between the greatest and the least utilities of the level of a given attribute, namely: where l is the level with the highest utility value, and l* is the level of the lowest value for the utility within the k-attribute. => Parcijalne korisnosti se dalje mogu upotrebiti za dobijanje niza korisnih informacija u vezi potrošačkih preferencija, kao što su relativne značajnosti atributa, funkcije korisnosti ispitanika, udeli preferencija, ali i za definisanje modela kojim se u cilju predviđanja može simulirati izborno ponašanje potrošača. ~~~ Relativna značajnost atributa predstavlja meru uticaja atributa na potrošačev izbor, i jednaka je razlici najveće i najmanje korisnosti nivoa datog atributa, odnosno:
LL@(9987) The higher the value, the more important the attribute for the respondent or a group of respondents. => R β β = ikl , − ikl * gde l predstavlja nivo sa najvećom vrednosti za korisnost, a l* nivo sa najmanjom vrednosti za korisnost u okviru k-tog atributa. [to je ova vrednost veća, to je atribut značajniji za ispitanika ili grupu ispitanika, i obrnuto.
LL@(9988) In practice, the relative attribute importance is commonly used in market segmentation based on customer preferences. => Relativna značajnost atributa se u praksi obično koristi za segmentaciju tržišta baziranu na preferencijama potrošača.
LL@(9989) The utility function helps determine the individual sensitivities of the attribute value perceived to the change in its values. ~~~ These functions are unique for any individual customer. ~~~ The flatter the function, the lesser the attribute sensitivity. => Pomoću funkcije korisnosti se utvrđuju individualne osetljivosti percipirane vrednosti atributa na promenu njegovih vrednosti i ove funkcije su jedinstvene za svakog potrošača. [to je ova funkcija ravnija to ukazuje na manju osetljivost atributa i obrnuto.
LL@(9990) Hence the attribute sensitivity can vary for different ranges of attribute value, and it is the utility function that helps getting an insight into this (Figure 6). => Tako za različite raspone vrednosti atributa, njihova osetljivost može da varira, a uvid u to omogućava upravo funkcija korisnosti (slika 6).
LL@(9991) For example, we can see in Figure 6 that all the attributes are highly sensitive to the level change. => Tako na primer, sa slike 6 se može uočiti da su svi atributi izrazito osetljivi na promenu nivoa.
LL@(9992) As regards the price attribute, for example, we can see that the rise in price from ¡ 200 to ¡ 250 reduces the utility to a small degree, whereas the rise from ¡ 250 to ¡ 400 reduces the utility, and consequently the respondents preferencies, to a considerable extent. => Tako na primer kod atributa Cena povećanje cene sa 200 evra na 250 evra veoma malo smanjuje, dok povećanje cene sa 250 na 400 evra znatno smanjuje korisnost, a time i preferencije ispitanika.
LL@(9993) Figure 6. => Slika 6:
LL@(9994) Individual utility functions The utility functions, however, yield information only on the sensitivity of the attribute level utility, not on the demand sensitivity in general. => Individualne funkcije korisnosti Ipak funkcije korisnosti daju informacije samo o osetljivosti korisnosti nivoa atributa, a ne i osetljivost tražnje u celini.
LL@(9995) To measure the demand sensitivity it is necessary that, using these data, the preference share and then a potential market share be determined. => Za merenje osetljivosti tražnje potrebno je, koristeći ove podatke, odrediti najpre udeo preferencija a zatim i potencijalni tržišni udeo proizvoda.
LL@(9996) To determine the product preference share the Logit model is most commonly implemented. => Za određivanje udela preferencija proizvoda najčešće se koristi Logit model.
LL@(9997) This model does not assume that the respondents always decide in favour of purchasing the product with the greatest total utility. => Ovaj model ne podrazumeva da se ispitanici uvek odlučuju za kupovinu proizvoda koji ima najveću ukupnu korisnost.
LL@(9998) This is because, in making their decisions, the customers do not conduct detailed calculations. => Razlog za ovo je činjenica da kupci ne vrše detaljna računanja prilikom donošenja odluke.
LL@(9999) Instead, they base their assessment on a less precise notation of utility. => Umesto toga oni češće svoju procenu baziraju na manje preciznoj notaciji korisnosti.
LL@(10000) The Logit model employs the exponential transformation to translate the product utilities into the preference shares. => Logit model koristi eksponencijalnu transformaciju kako bi korisnosti proizvoda pretvorio u udele preferencija.
LL@(10001) The transformation has the following form: = P ij bU ij bU ij e e ∑ m = j where Pij is the preference share of the j- profile for the i- respondent, while Uij is the utility of the j- profile for the i- respondent. => Ova transformacija ima sledeći oblik: = P ij bU ij bU ij e e ∑ m = j gde Pij predstavlja udeo preferencija j-tog proizvoda za i-tog ispitanika, a Uij ukupnu korisnost j-tog profila za i-tog ispitanika.
LL@(10002) By definition, the exponent b has the value l and is used to fine-tune the results, so that they reflect the current customer behaviour on the market more accurately. => Eksponent b po definiciji ima vrednost 1 i koristi se za fino podešavanje rezultata, tako da oni bolje odražavaju trenutno ponašanje kupaca na tržištu.
LL@(10003) The preference share of a product, however, does not always represent its market share. => Ipak, udeo preferencija nekog proizvoda ne reprezentuje uvek i njegov tržišni udeo.
LL@(10004) It represents the share the product could have if there were no external variables to influence the customers choice. => On predstavlja udeo koji bi proizvod mogao postići ukoliko nema eksternih varijabli koje bi uticale na potrošačev izbor.
LL@(10005) This is because the awareness and the availability of the product often limit the prospect of purchasing the product. => Razlog za ovo je taj što svest i dostupnost proizvoda često limitiraju mogućnost kupovine proizvoda.
LL@(10006) Namely, in case preference shares of two products are equal, the one that is characterised by higher awareness and distribution will have a larger market share. => Naime, ukoliko dva proizvoda imaju isti udeo preferenci, ali prvi ima veću svest i distribuciju, imaće i veći tržišni udeo.
LL@(10007) The most commonly implemented method for the regulation of external variable impact upon conjoint data is weighting the preference share of each product by its visibility. => Najčešća metoda za regulisanje uticaja eksternih varijabli na conjoint podatke je ponderisanje udela preferenci svakog proizvoda njegovom vidljivošću.
LL@(10008) The product visibility is a measure of its chances to be in the shop. => Vidljivost proizvoda je mera njegove šanse da se nađe u radnji.
LL@(10009) This visibility is a combination of the awareness of the product and the value of distribution. => Ova vidljivost predstavlja kombinaciju svesti o proizvodu i vrednosti distribucije.
LL@(10010) For example, if a product is available in 50% of shops, it can achieve 50% of awareness in these shops and therefore achieve a 25% visibility (50%*50%). => Na primer, ako je neki proizvod dostupan u 50% radnji, u ovim radnjama on može dostići 50% svesti i tako imati vidljivost od 25% (50%*50%).
LL@(10011) Another product may be available in 75% of shops and have a 67% awareness in these shops, achieving a visibility of 50% (75%*67%). => Drugi proizvod može biti dostupan u 75% radnji i imati 67% svesti u ovim radnjama, ostvarujući vidljivost od 50% (75%*67%).
LL@(10012) The ratio between the preference shares of these two products after the transformation caused by the external variables impact can change drastically. => Odnos udela preferenci dva proizvoda nakon transformacije izazvane uticajem eksternih varijabli može se drastično izmeniti.
LL@(10013) Namely, the product with a larger preference share may have a smaller market share if its visibility on the market is smaller than the other products visibility. product from the set of the ones on offer. => Naime, proizvod koji je imao veći udeo preferenci, u stvarnosti može imati manji tržišni udeo ukoliko je njegova vidljivost na tržištu mnogo manja od vidljivosti drugog proizvoda.
LL@(10014) In this way evaluation is by far more simplified. => 
LL@(10015) In fact, the respondents do not evaluate each product separately, but look for the dominant product, and if they do not find it, they try to eliminate the one whose attributes are least important. => 
LL@(10016) It is in this way that they find the best of the alternatives offered and they make their choice. => 
LL@(10017) Figure 8. => Slika 7.
LL@(10018)  => Conjoint simulacija i cenovna osetljivost U okviru conjoint analize moguće je izvršiti simulaciju reakcije tržišta na različite nivoe cena kako bi se procenile moguće posledice koje ova promena može da izazove (slika 7) u konkurentskim uslovima.
LL@(10019)  => Ipak, kada je proizvod totalno nov na tržištu i nema direktnu konkurenciju, simulacija, tj. određivanje cenovne osetljivosti se može vršiti u odnosu na opciju da potrošači neće kupiti dati proizvod. 3.
LL@(10020) The task of making choice from a set of alternatives offered The method became popular in the early 1990s due to its similarity to real situations in which the customers make decisions on purchasing one product or another. => Conjoint analiza bazirana na izboru Conjoint analiza bazirana na izboru (Choice Based Conjoint - CBC) ili kako se u literaturi još naziva, Modeliranje diskretnih izbora (Discrete Choice Modeling - DCM), predstavlja jednu od conjoint metoda.
LL@(10021)  => Za razliku od pristupa baziranog na preferencijama (tradicionalna conjoint analiza) koji potiče iz marketinške prakse i koji je prvenstveno fokusiran na pronicanje u preferencije potrošača, pristup baziran na izboru vodi poreklo iz ekonomske discipline i koristi se za vrednovanje širokog opsega proizvoda i usluga Š9Ë.
LL@(10022) One important advantage of this method is that it can include the answers such as none offered, or multiple answers. => Kao i tradicionalna conjoint analiza, conjoint analiza bazirana na izboru pripada skupu dekompozitnih metoda, ali se od nje razlikuje u načinu prezentovanja pitanja ispitanicima.
LL@(10023) This characteristic is very important as regards the fact that in reality each decision-making process ends up in the customer buying the product. => Postoji veći broj tipova modela diskretnih izbora. ~~~ Zajedničko za sve je postojanje scenarija izbora sa opisom višestrukih skupova proizvoda čije se cene kreću u određenom intervalu.
LL@(10024) By choosing the option none offered the respondent contributes the information on the change in demand caused by too high prices of the products on offer, or by the products becoming inattractive for any other reasons. => Scenariji mogu varirati od ispitanika do ispitanika, sa različitim skupovima zadataka ili različitim cenama za ciljni proizvod predstavljen u scenarijima kao i u različitim agregatnim podacima koji se dobijaju.
LL@(10025) By its structure, the information obtained by the CBC is very similar to that yielded by the traditional conjoint analysis, the only difference being that in the CBS the preferences are calculated on the aggregate level, applying the Logit model. => Zadatak izbora može se posmatrati kao skup alternativnih proizvoda, gde se od ispitanika očekuje da izabere najbolji (slika 8).
LL@(10026) The choice based conjoint analysis, too, offers a possibility of simulation to determine the sensitivity of preference and demand to the change in price or other attributes covered by the research. ~~~ 4. => Vršenje izbora skreće pažnju sa ocenjivanja alternativa i procene razlike između njih, koje su karakteristične za tradicionalnu conjoint analizu, na izbor najboljeg proizvoda i skupa ponuđenih.
LL@(10027) Comparative review of methods Table 1 presents a comparative review of four research methods described in the chapter above. => Ovim se evaluacija znatno uprošćava.
LL@(10028) The characteristics of the methods presented in the table are largely simplified; in practice, the value of each of the methods depends on the extent to which the reasearch is planned and conducted and to which the findings are well used. => Naime, ispitanici ne evaluiraju svaki proizvod ponaosob, već najpre traže dominantni, a ukoliko ga ne nađu, pokušavaju da odstrane onaj čiji atributi imaju najmanju važnost.
LL@(10029) Much pricing research is based on the assumptions that the decisions on purchasing are motivated by economic Figure 7. => Na ovaj način dolaze do najbolje od ponuđenih alternativa i vrši se njen izbor.
LL@(10030) Conjoint simulation and price sensitivity The conjoint analysis allows for conducting a simulation of the market reaction to different price levels in order to estimate the consequences this change may cause (Figure 7) in competitive conditions. => Metoda je postala popularna početkom 90-ih godina prošlog veka, zbog svoje sličnosti sa realnim situacijama u kojima potrošači donose odluku o kupovini nekog proizvoda.
LL@(10031) However, when the product is entirelly new on the market and has no direct competition, the simulation, i.e., the definition of price sensitivity can be conducted as regards the option that the customers will not buy the given product. ~~~ 3.4. => Jedna od glavnih prednosti ove metode je u tome što može da uključi odgovore tipa Nijedan od navedenih, ili višestruke odgovore.
LL@(10032) The Choice Based Conjoint Analysis The Choice Based Conjoint Analysis (CBC), or, as literature also calls it the Discrete Choice Modelling (DCM), is one of the conjoint methods. => Ova karakteristika je veoma važna s obzirom na činjenicu da se u realnosti svaki proces odlučivanja potrošača ne završava kupovinom.
LL@(10033) Contrary to the approach based of preferences (the traditional conjoint analysis) that stems from the marketing practice and is predominantly focused upon apprehending customer preferences, the choice based approach comes from the economics discipline and is implemented in assessing a wide scope of products and services Š9Ë. => Izborom opcije Nijedan od navedenih ispitanik doprinosi informacijom o promeni tražnje izazvanoj previsokim cenama ponuđenih proizvoda ili ukoliko proizvodi postaju neatraktivni iz nekog drugog razloga.
LL@(10034) Similar to the traditional conjoint analysis, the choice based conjoint analysis is one from the set of decomposite methods, however, it differs from the traditional one by the manner in which it presents the questions to the respondents. => Informacije koje pruža CBC su veoma slične po strukturi informacijama iz tradicionalne conjoint analize, s tom razlikom što se kod CBC preferencije računaju na agregatnom nivou, pri čemu se takođe logit model.
LL@(10035) There is a range of types of discrete choice models. ~~~ Common to all of them is the choice scenario with a description of manifold sets of products whose prices range within a certain interval. => I conjoint analiza bazirana na izboru pruža mogućnost simulacije u cilju određivnja osetljivosti preferencija i tražnje na promenu cene ili drugih atributa obuhvaćenih istraživanjem. 4.
LL@(10036) The scenarios may vary from respondent to respondent, with different sets of tasks or with different prices for the target product presented in scenarios as well as in different aggregate data obtained. => Uporedni pregled metoda U tabeli 1 dat je uporedni pregled četiri istraživačke metode koje su opisane u prethodnom poglavlju.
LL@(10037) The choice task may be viewed as a set of alternative products, where the respondent is expected to choose the best (Figure 8). => Karakteristike metoda prikazane u tabeli dosta su pojednostavljene; u praksi vrednost svake od metoda zavisi od toga koliko je istraživanje dobro isplanirano i izvršeno, i koliko dobro se koriste rezultati.
LL@(10038) The choice itself turns the attention from evaluation of alternatives and estimate of the differences among them, which is characteristic of the traditional conjoint analysis, to the choice of the best value, with preferences often being neglected. => Većina cenovnih istraživanja počiva na pretpostavkama da su odluke o kupovini motivisane ekonomskom vrednošću, pri čemu se često zanemaruju preferencije potrošača.
LL@(10039) What makes a difference between the useful research from those whose findings are misleading is the significance of difference between the assumptions on which the model is based and the real situations in which the customers actually make decisions. => Ono što razlikuje korisna od istraživanja čiji rezultati navode na pogrešne zaključke, je nivo razlike između pretpostavki na kojima se bazira model i realnih situacija u kojima potrošači stvarno donose odluke.
LL@(10040) The van Westendorp method of price sensitivity measurement (VWPSM) does not provide the insight into the customer values that encourage decision-making on purchasing. => Van Westendorp-ova metoda istraživanja cenovne ostljivosti (VWPSM) ne obezbeđuje uvid u potrošačke vrednosti koje podstiču odluke o kupovini.
LL@(10041) Since this type of research combines the intention factors with price sensitivity, the research findings may be misleading. => Pošto ovaj tip istraživanja kombinuje faktore namere sa cenovnom osetljivošću, rezultati istraživanja mogu da navedu na pogrešne zaključke.
LL@(10042) Method Direct research PSM Presented options One product for all respondents One product Traditional Conjoint analysis CBC Sets of product characteristics (attrributes) Real and hypothetical products. => Slika 8. ~~~ Zadatak izbora iz skupa ponuđenih profila Metoda Direktno ispitivanje PSM Tradicionalna Conjoint analiza CBC Prezentovane opcije Jedan proizvod za sve ispitanike Jedan proizvod Skupovi karakteristika (atributa) proizvoda Stvarni i hipotetički proizvodi.
LL@(10043) Set of products described by price and characteristics. => Skup proizvoda opisanih cenom i karakteristikama Pitanja koja se postavljaju ispitanicima Pretpostavke Fokus Informacije koje se dobiju Koliko ste spremni da platite za...?
LL@(10044) Questions put to respondents How much are you willing to pay for...? The highest and the lowest price levels percieved Product evaluation and ranking Assumptions Respondents know how much they are willing to pay. => Najviši i najniži percipirani nivoi cena Ocenjivanje i rangiranje proizvoda Koji od ponudjenih proizvoda bi kupili? (izbor iz skupa ponudjenih proizvoda, sa mogućnostu izbora opcije nijedan) Ispitanici znaju koliko su spremni da plate.
LL@(10045) The range of acceptable prices is known for each respondent. => Poznat je opseg prihvatljivih cena za svakog ispitanika.
LL@(10046) Respondents are aware of the attributes they prefer. => Ispitanici su svesni karakteristika koje žele.
LL@(10047) Which of the products offered would you buy? (choice from the set of offered products, with the possibility of choosing the option none) Models realistic purchase conditions. => Modelira realne uslove pri kupovini.
LL@(10048) Focus Intention to purchase a product at one price Price Attributes, Price Products, Price Information obtained One price Optimum or fair price as well as acceptable range of price Optimum combination of attributes Part-worth utilities of attributes, including the price Optimum product Prospective market share. ~~~ Attribute sensitivity in competitive conditions and a potential market share Table 1: Comparative review of price sensitivity reasearch methods The Conjoint analysis is both a technique appropriate for defining the new product prices and a good tool to gather data on preferences for the potential products attributes in the early phases of a new product development, but throughout its life cycle as well. => Namera o kupovini proizvoda po određenoj ceni Jedna cena Cena Atributi, Cena Proizvodi, Cena Optimalna ili fer cena. kao i prihvatljivi opseg cene Optimalna kombinacija atributa Parcijalne korisnosti atributa, uključujući i cenu Osetljivost atributa U konkurentskim uslovima i potencijalni tržišni udeo Optimalan proizvod Potencijalni tržišni udeo Conjoint analiza je tehnika koja je veoma prikladna za definisanje cene novih proizvoda i predstavlja dobar alat za dobijanje podataka o preferencijama za atribute potencijalnih proizvoda u ranim fazama procesa razvoja novog proizvoda, ali i tokom celog njegovog životnog ciklusa.
LL@(10049) By balancing between the characteristics and the price it is possible to decompose the precieved utility of the product as a whole into part-worth utilities the customers assign to each of the characteristics. => Balansiranjem između karakteristika i cene, moguće je razložiti percipiranu korisnost celog proizvoda na parcijalne korisnosti koje potrošači dodeljuju svakoj od karakteristika.
LL@(10050) These part-worth utilities may be useful in determining price sensitivity, but also all the other attributes covered by the research. => Ove parcijalne korisnosti mogu koristiti za određivanje osetljivosti cene ali i svih ostalih karakteristika obuhvaćenih istraživanjem.
LL@(10051) An especially important advantage of the Conjoint analysis in pricing research is that it takes into account the compe tition interactions and the potential impact of substitutes upon the demand for a given product. => Posebno značajna prednost conjoint analize u cenovnim istraživanjima je ta što u obzir uzima i konkutentske interakcije i potencijalni uticaj substituta na tražnju za datim proizvodom.
LL@(10052) The Discrete choice modelling has a number of advantages in pricing research concerned with the new and the existing products. => Modeliranje diskretnih izbora ima nekoliko prednosti u cenovnim istraživanjima vezanim za novi i postojeće proizvode.
LL@(10053) It is a model that is much more similar to realistic purchase situations, however, the hypotetical situational variables may be included into the research if necessary, to simulate the purchase situation. => To je model koji je mnogo sličniji realnim kupovnim situacijama, ali se i hipotetičke situacione varijable mogu eventualno uključiti u istraživanje kako bi se simulirala kupovna situacija.
LL@(10054) While the traditional conjoint analysis can identify the importance of the product attributes, the findings of the choice based conjoint analysis can determine the preceived value of the product as regards the competitive products. ~~~ 5. => Dok tradicionalna conjoint analiza može da otkrije značajnost atributa proizvoda, rezultati conjoint analize bazirane na izboru mogu da utvrde percipiranu vrednost proizvoda u odnosu na konkurentne proizvode.
LL@(10055) Conclusion In the early phases of the new product development the analysis of customer value has an important impact upon decision making. => Zaključak U ranim fazama procesa razvoja novog proizvoda analiza potrošačkih vrednosti ima veliki uticaj na donošenje odluka.
LL@(10056) Very important, too, is the opportunity to use the market research in the new product definition phase in order to identify both the attributes that enhance purchasing, and their best combinations in the product. => Veoma je značajna mogućnost korišćenja istraživanje tržišta u fazi definisanja koncepta novog proizvoda kako bi se identifikovali atributi koji podstiču kupovinu, a u skladu sa tim njihove najbolje kombinacije u proizvodu.
LL@(10057) In the subsequent phases the most favourable characteristics of the products are improved, by influencing the unique customer value factors and reducing the product price sensitivity. => U daljim fazama, utiče se na najpovoljnije karakteristike proizvoda, delovanjem na jedinstvene vrednosne faktore potrošača, i smanjenem cenovne osetljivosti proizvoda.
LL@(10058) Even when the product has all the characteristics the customers expect, it is necessary that data on customer preferences be collected, in order that the product should be positioned on the market as favourably as possible, since, in any case, the price sensitivity of a product may vary in dependance of its positioning and the perception the customer has of it. => Čak i kada proizvod sadrži sve karakteristike koje od njega očekuju kupci, važno je prikupiti podatke o potrošačkim preferencama, kako bi se proizvod što bolje pozicionirao na tržištu, jer ipak, cenovna osetljivost nekog proizvoda može varirati u zavisnosti od njegove pozicioniranost i percepciju koju potrošač ima u odnosu na nju.
LL@(10059) The paper presents a review of four pricing research methods. => U radu je dat pregled četiri metode za cenovna istraživanja.
LL@(10060) The comparison of these methods is conducted on the basis of their capabilities to yield data on customer preferences and the price sensitivity required to form a full insight into individual demand. => Poređenje ovih metoda izvršeno je na osnovu njihove sposobnosti da obezbede podatke o potrošačkim preferencama kao i cenovnoj osetljivosti koja je potrebna da bi se formirala potpuna slika individualne tražnje.
LL@(10061) Here, the traditional conjoint analysis and the choice based conjoint analysis have proved to be the best methods for an early market research of new products, since they include all the essential data on customer prefarences. => U tom smislu tradicionalna conjoint analiza i conjoint analiza bazirana na izboru su se pokazale kao najbolje metode za rano istraživanje tržišta novih proizvoda jer obuhvataju sve bitne podatake o potrošačkim preferencijama.
LL@(10062) REFERENCE Š1Ë Duke, C.R., Matching Appropriate Pricing Strategy with Markets and Objectives, Journal of Product and Brand Management, 3 (2) (1994) 1527. => LITERATURA Š1Ë Duke, C.R., Matching Appropriate Pricing Strategy with Markets and Objectives, Journal of Product and Brand Management, 3 (2) (1994) 1527. Š2Ë Green, P.E., Krieger, A.M., Whats Right with Conjoint Analysis?, Marketing Research, 14(1) (2002).
LL@(10063) Š2Ë Green, P.E., Krieger, A.M., Whats Right with Conjoint Analysis?, Marketing Research, 14(1) (2002). => Š3Ë Harmon, R.R., and Laird, G.L., Linking Marketing Strategy to Customer Value:
LL@(10064) Š3Ë Harmon, R.R., and Laird, G.L., Linking Marketing Strategy to Customer Value: Implications for Technology Marketers, Kocaoglu, et al. (Eds), Innovation in Technology Management: The Key to Global Leadership, PICMET, July 1997, 896-900. => Implications for Technology Marketers, Kocaoglu, et al. (Eds), Innovation in Technology Management: ~~~ The Key to Global Leadership, PICMET, July 1997, 896900.
LL@(10065) Š4Ë Jamieson, L.F., Bass, F.M., Adjusting Stated Intention Measures to Predict Trial Purchase of New Products: A Comparison of Models and Methods, Journal of Marketing Research, 26 (1989) 336-45. => Š4Ë Jamieson, L.F., Bass, F.M., Adjusting Stated Intention Measures to Predict Trial Purchase of New Products:
LL@(10066) Š5Ë Kuzmanović, M., Primena Conjoint analize u definisanju marketing strategije, Menadžment, FON, 2005, 28-35 Š6Ë Kuzmanović, M., Kvantitativne metode u upravl janju marketingom: Primena conjoint analize, Društvo operacionih istraživača, 2006. => A Comparison of Models and Methods, Journal of Marketing Research, 26 (1989) 336-45. Š5Ë Kuzmanović, M., Primena Conjoint analize u definisanju marketing strategije, Menadžment, FON, 2005, 28-35 Š6Ë Kuzmanović, M., Kvantitativne metode u upravljanju marketingom:
LL@(10067) Š7Ë Kuzmanović, M., To the Optimal Marketing Strategy Using Conjoint Simulation, SEEMAR06, 2006. => Primena conjoint analize, Društvo operacionih istraživača, 2006. Š7Ë Kuzmanović, M., To the Optimal Marketing Strategy Using Conjoint Simulation, SEEMAR06, 2006.
LL@(10068) Š8Ë Kuzmanović, M., The Nonstandard Algorithm for Constructing Efficient Conjoint Experimental Designs, Yugoslav Journal of Operations Research, 18(1) (2008). => Š8Ë Kuzmanović, M., The Nonstandard Algorithm for Constructing Efficient Conjoint Experimental Designs, Yugoslav Journal of Operations Research, 18(1) (2008).
LL@(10069) Š9Ë Louviere, J., Analyzing Decision Making: Metric Conjoint Analysis, Sage University Papers Series on Quantitative Applications in the Social Sciences, No 67, Newbury Park, California, 1988. => Š9Ë Louviere, J., Analyzing Decision Making: ~~~ Metric Conjoint Analysis, Sage University Papers Series on Quantitative Applications in the Social Sciences, No 67, Newbury Park, California, 1988. Š10Ë Mahajan, V., Muller, E., Bass F., New Product Diffusion Models in Marketing:
LL@(10070) Š10Ë Mahajan, V., Muller, E., Bass F., New Product Diffusion Models in Marketing: A Review and Directions for Research, Journal of Marketing, 54 (1990). => A Review and Directions for Research, Journal of Marketing, 54 (1990).
LL@(10071) Š11Ë Rao, V.R., Pricing Research in Marketing: The State of the Art, Journal of Business, 57 (1) (1984). => Š11Ë Rao, V.R., Pricing Research in Marketing: ~~~ The State of the Art, Journal of Business, 57 (1) (1984).
LL@(10072) Š12Ë Sullivan, P., Comparing Price Sensitivity Research Models for New Products, Portland State University, August 2003. => Š12Ë Sullivan, P., Comparing Price Sensitivity Research Models for New Products, Portland State University, August 2003.
LL@(10073) Developing a System of Indicators for Local Community Results from the Developmental Planning Point of View UDC: 005.92 Jože Benčina1, Srečko Devjak2 1University of Ljubljana, Faculty of Administration 2University of Ljubljana, Faculty of Administration XI International Symposium SymOrg 2008, 10th - 13th. => Razvoj sistema indikatora rezultata lokalne zajednice sa aspekta potreba razvojnog planiranja UDK: ~~~ 005.92 Jože Benčina1, Srečko Devjak2 1University of Ljubljana, Faculty of Administration 2University of Ljubljana, Faculty of Administration XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(10074) September 2008, Belgrade, Serbia This article discusses the issue of strategic planning support within local communities. => Septembar 2008, Beograd, Srbija U prilogu se obrađuje problem podrške strateškog planiranja u lokalnoj zajednici.
LL@(10075) The preparation and implementation of a strategy is a task that demands a high level of motivation and knowledge from all the participants. => Priprema i implementacija strategije je zadatak koji iziskuje visok stepen motivisanosti i znanja svih učesnika.
LL@(10076) An environment for transmitting theoretical knowledge and exchanging experience, or some sort of development advisory center, must be provided. => Potrebno je zasnovati okolinu za prenos teoretskih znanja i razmenu iskustava, svojevrstan razvojno-savetodavni centar.
LL@(10077) This kind of a center requires appropriate IT-support in order to function properly. => Uslov za rad takvog centra je odgovarajuća informaciona podrška.
LL@(10078) The issue must therefore be resolved at both the organizational level and the IT level. => Iz tog razloga problem treba rešavati na dva nivoa, organizacionom i informacionom.
LL@(10079) The article thus suggests a comprehensive multi-level resolution of the issue and gives a detailed view of the IT support model that has been developed at the Faculty of Administration. => U prilogu stoga predlažemo celovito rešenje problema u više nivoa i detaljnije predstavljamo model informacione podrške koji smo razvili na Fakultetu za upravu.
LL@(10080) This model comprises the budget indicator information and selection, as well as a software application that uses a fuzzy aggregation tree to establish an indicator structure and calculate and display the results. => Model obuhvata podatke i skup proračunskih indikatora, kao i programsko rešenje u kojem je implementirano fuzzy agregaciono drvo za uspostavljanje strukture indikatora i izračun, kao i prikaz rezultata.
LL@(10081) The article concludes with a discussion on the experience gained in two case studies in which this software is used, that are currently underway in two local communities in Slovenia. => Prilog zaključujemo predstavljanjem iskustava stečenih na studijama primera primene rešenja u dve slovenačke lokalne zajednice.
LL@(10082) Introduction Developmental planning and hence formulation and ensuring the prosperity of communities (local communities, regions, states) is one of the central topics in regional development considerations. ~~~ The desired outcomes should be planned (strategically, tactically), and the achievements should be controlled. => Uvod Razvojno planiranje i time utvrđivanje i obezbeđivanje uspešnosti zajednica (lokalnih zajednica, regiona, država) jedna je od centralnih tema razmišljanja o regionalnom razvoju. @eljene rezultate treba planirati (strateški, taktički), a dostignuća proveravati.
LL@(10083) The strategic planning approaches and models require that the planning methods be implemented jointly. => Metode planiranja se udružuju u pristupima i modelima strateškog planiranja.
LL@(10084) The strategy formulation process starts with the assessment of current results, the analysis of the organizational current efficiency and ends with evaluation and control (Figure 1: Strategy formulation and implementation). => Proces utvrđivanja strategije započinje ocenom trenutnih rezultata, analizom trenutne uspešnosti organizacije i zaključuje se vrednovanjem i nadzorom (Slika 1: ~~~ Proces utvrđivanja i ostvarivanja strategija).
LL@(10085) A thorough insight into the strategic planning structure is based on the balanced scorecard implementation Š10Ë, where the structure development goes from mission, to basic values, to personal goals, while the performance measurement goes from an individual in the organizational hierarchy to the final results the organization achieved as a whole. => Dobar uvid u strukturu strateškog planiranja zasniva se na primeni sistema uravnoteženih indikatora Š10Ë, gde razvoj strukture teče od misije preko osnovnih vrednosti do ličnih ciljeva, a merenje rezultata od pojedinca po organizacionoj hierarhiji do konačnih rezultata organizacije kao celine.
LL@(10086) Strategy development calls for a fully managerial approach, where as many as possible participants should be included. => Priprema strategije zahteva celovit menadžerski pristup, učešće što većeg broja učesnika.
LL@(10087) The task is a complex one and the organizations, and especially top management, do their best to develop and implement the strategy. => Zadatak je složen i organizacije, a naročito top menadžment, u pripremu i ostvarivanje strategija ulažu veliki trud.
LL@(10088) In the local community, which has to observe the interests of numerous members, these being of various kinds and priorities, the task is even more complex. => U sredini lokalne zajednice koja mora da prati interese brojnih učesnika s brojnim različitim interesima i prioritetima, zadatak je utoliko složeniji.
LL@(10089) This is the reason that in the numerous strategies of the Slovenian municipalities we practically cannot find any integral strategic documents that would contain all the elements necessary for a successfil implementa tion of strategies and timely reactions in case they might be departed from for any reasons. => Zbog toga je razumljivo da u, doduše, brojnim strategijama slovenačkih opština praktično ne nalazimo celovite strateške dokumente, koji bi sadržavali sve potrebne elemente za uspešno ostvarivanje strategija i blagovremeno reagovanje u slučaju odstupanja.
LL@(10090) In order that this situation be resolved, it is necessary that the approach be consolidated, that the selected objectives be clearly defined and that the tools for data gathering Figure 1: Strategy formulation and implementation Š20Ë and processing, as well as for the reporting of outcomes, be provided. => Radi prevazilaženja trenutnog stanja potrebno je što više objediniti pristup, jasno utvrditi izabrane ciljeve i obezbediti alat za sticanje i obradu podataka, kao i prikaz rezultata.
LL@(10091) It is in this way that we can achieve comparability and ensure that the results of more local communities be consolidated into collective results (for the regions and on the state level). => Na ovaj način postiči čemo komparativnost i omogućiti udruživanje rezultata više lokalnih zajednica u zajedičke rezultate (po regionima i na nivou države). ocena trenutnih rezultata poslovanja ispitivanje i ocena: misije, ciljeva, strategija i politika pregled i ocena interne okoline: struktura, kultura, izvori revizija upravljanja: uprava, top menadžment pregled i ocena spoljašnje okoline: socijalna, radna analiza notranjih dejavnikov: prednosti slabosti izbor strateških faktora (SWOT) u svetlu trenutne situacije analiza spoljašnjih èinilaca: prilike, pretnje revizija misije i ciljeva izbor i vrednovanje strateških alternativa izbor i preporuka najbolje alternative ostvarivanje strategija: programi, proraèuni, postupci vrednovanje i kontrola Slika 1:
LL@(10092) The core of each strategic approach is a qualitative planning and monitoring of the results. => Proces utvrđivanja i ostvarivanja strategija Š20Ë Jezgro svakog strategijskog pristupa je kvalitativno planiranje i praćenje rezultata.
LL@(10093) It is necessary that a system of indicators be established to represent the objectives we set and to report on how successfully these objectives are being achieved. => Potrebno je da uspostavimo sistem indikatora koji će predstavljati postavljene ciljeve i tekuće iskazivati uspešnost dostizanja postavljenih ciljeva.
LL@(10094) An integral insight into how the local community functions brings forth a large number of all types of goals measured by an equally large number of various indicators which can be made clearer to local communities only with the aid of IT support. => Celovito utvrđivanje funkcionisanja lokalne zajednice donosi brojne različite ciljeve merene brojnim različitim indikatorima koje lokalnim zajednicama možemo da približimo samo uz pomoć informacione podrške.
LL@(10095) This must act on two levels: set of indicators ensures access to appropriate indicators, ensures the maintenance of the set of indicators (setting new ones, adjustment of the existing and leaving out the unnecessary ones), ensures access to data sources for the indicator value calculation, indicator structure allows for the building of a hierarchical organiza tional structure and the hierarchical indicator structure, supports (completing) structures with data, aggregates values by structure, presents the results on all the defined levels of the structure. => Ona mora da deluje na dva nivoa: skup indikatora omogućava pristup odgovarajućim indikatorima, omogućava održavanje skupa indikatora (utvrđivanje novih, prilagođavanje postojećih, izdvajanje nepotrebnih), obezbeđuje pristup izvorima podataka za izra čun vrednosti indikatora, struktura indikatora omogućava izgradnju hierarhijske organizacione strukture i hierarhijske strukture indikatora, podržava (punjenje) struktura sa podacima, agregira vrednosti po strukturi prikazuje rezultate na svim opredeljnim nivoima strukture.
LL@(10096) The problem will be dealt with in the following chapter, on both levels. => Problem će u narednom poglavlju biti obrađen na oba nivoa.
LL@(10097) First, we present an analysis of certain examples of indicator models on the basis of which we will be able to set up a framework for a system solution to provide the set of indicators for local communities. => Prvo predstavljamo analizu određenih primera modela pokazatelja na osnovu kojih čemo moći da postavimo okvir sistemskog rešenja za obezbeđivanje skupa indikatora za lokalne zajednice.
LL@(10098) The local community indicators are rather fragmentary at the points of their origin, the goals of various subjects in local communities may vary considerably. => Indikatori lokalne zajednice su na mestima nastanka prilično usitnjeni, ciljevi različitih subjekata u lokalnim zajednicama mogu da budu veoma različiti.
LL@(10099) In order to understand and resolve the problems of indicator structuring we, therefore, need an adequate methodological approach. => Stoga nam je radi razumevanja i uspešnog rešavanja problematike strukturiranja indikatora potreban odgovarajući metodološki pristup.
LL@(10100) For that purpose we have chosen a successful example of indicator modelling by using a balenced scorecard. => U tu svrhu odabrali smo uspešan primer modeliranja indikatora pomoću sistema uravnoteženih indikatora.
LL@(10101) We conclude the chapter with a short presentation of the approach to aggregation of hierarchically structured values of indicators. => Poglavje zaključujemo sa kratkom prezentacijom pristupa agregaciji hijerarhijski strukturiranih vrednosti indikatora.
LL@(10102) The third chapter is devoted to the discussion of the solutions to problems and the presentation of the logistic IT solution. => Treće poglavje je namenjeno razmatranju rešenja problema i prezentaciji logističkog informacionog rešenja.
LL@(10103) We conclude the paper with a discussion on the problems emerging in the field of establishing a system for measuring the local communities performance and the preliminary findings of case studies that were being conducted at the time this paper was prepared. => Prilog završavamo sa raspravom o problematici uspostavljanja sistema za merenje uspešnosti lokalnih zajednica i preliminarnim rezultatima studija primera koji se odvijaju upravo u vreme pripremanja prisutnog priloga.
LL@(10104) Locaj communities performance measuring methods In searching for the solution to the problem we conducted an analysis of certain indicator models, tested the method of the balanced scorecard implementation in the local communities and built a model for the indicator hyerarchical structure aggregation. => Metode ocenjivanja rezultata lokalne zajednice U traženju rešenja problema izvršili smo analizu određenih modela indikatora, proverili način primene sistema uravnoteženih indikatora u lokalnim zajednicama i izgradili model za agregaciju hijerarhijske strukture indikatora.
LL@(10105) In so doing, we provided the necessary elements for creating the solution model which is the basis for building a system for results evaluation system and the comparison between the local communities. => Na taj način smo pripremili potrebne elemente za oblikovanje modela rešenja, koji čini osnovu za izgradnju sistema za ocenjivanje rezultata i međusebojno upoređivanje lokalnih zajednica.
LL@(10106) Examples of indicators for local community performance evaluation Our starting point in analysing the problem is a number of examples of indicators which will further prove to be a basis for contemplations on an adequate approach to measuring and evaluation of the municipality, or the local community performance. => Primeri indikatora ocenjivanja rezultata lokalne zajednice Kao polazni osnov za razmatranje problema navodimo nekoliko primera indikatora koji u nastavku čine i osnovu za razmišljanje o odgovarajućem pristupu merenju i vrednovanju rezultata opštine, odnosno lokalne zajednice.
LL@(10107) The survey begins with four examples of indicators from Slovenia, the index of developmental threats to Slovenian municipalities Š17Ë, the index of development potential of Slovenian municipalities Š13Ë, and the financial indicators of the municipality Š5Ë. => Pregled započinjemo sa četiri primera indikatora iz Slovenije, indeksom razvojne ugroženosti slovenačkih opština Š17Ë, indeksom razvojnog potencijala slovenačkih opština Š13Ë i finansijskim indikatorima opštine Š5Ë.
LL@(10108) This set of examples is completed with the national indicators for local authorities and partnerships in the United Kingdom Š15Ë, indicators for regional development monitoring in the Alps Š19Ë, and the system of strategic assets of the cities Š16Ë. => Skup primera zaokružujemo sa nacionalnim indikatorima za lokalne vlasti i partnerstva u Udruženom kraljevstvu Š15Ë, indikatorima za praćenje regionalnog razvoja u Alpima Š19Ë i sistemom strateških kapitala gradova Š16Ë.
LL@(10109) We use these examples to give a detailed review of good practice and the core of the problem of IT logistics for a performance indicator system of a local community. => Uz pomoć izbranih primera detaljno čemo prikazati ostvarivanje dobre prakse i jezgro problema informacione podrške za sistem indikatora rezultata lokalne zajednice.
LL@(10110) The index of developmental threats, together with the Law on municipality financing Š21Ë is taken as a measure for co-financing investments by the state. => Indeks razvojne ugroženosti opština sa Zakonom o finansiranju opština Š21Ë određen je kao merilo za sufinansiranje investicija od strane države.
LL@(10111) Table 1: Development threats index calculation indicators Š17Ë 1. => Tabela 1: ~~~ Indikatori za obračun indeksa razvojne ugroženosti Š17Ë 1.
LL@(10112) Development level: a. GNP per inhabitant (20012003) b. Gross tax base on income per inhabitant (2001 2003) formal (registered) employment rate(20022004) c. GNV econom.soc/employee (20022004) d. 2. ~~~ Developmental threats: e. => Razvijenost: a. ~~~ BDP po stanovniku (20012003) b. bruto osnovica za porez na dohoda po stanovniku (20012003) c. ~~~ BDV privr.društv/zaposlenog (20022004) d. stopa formalne (registrovane) zaposlenosti (20022004) 2.
LL@(10113) f. population age index (20022004) g. number of population supplied with sewerage system registered unemployment rate (20022004) (census 2002) Development opportunities: 3. h. => Razvojna ugroženost: e. stopa registrovane nezaposelnosti (20022004) f. indeks starenja stanovništva (20022004) g. udeo stanovništva priključenog na javnu kanalizaciju (popis 2002) 3.
LL@(10114) Average number of years of education (census 2002) i. number of work places per work active population in j. the region (20022004) share of the area of the Natura region 2000 (status 2004) k. population density of the region (census 2002) The key advantages of the model are that the number of indicators can be controlled and that the data are available. => Razvojne mogućnosti: h. prosečan broj godina školovanja (popis 2002) i. broj radnih mesta na radno aktivno stanovništvo u regionu (20022004) j. udeo površine područja Natura 2000 (stanje 2004) k. naseljenost područja (popis 2002) Bitne prednosti navedenog modela su savladiv broj indikatora i pristupačnost podataka.
LL@(10115) Certain indicators are only occasionally measured, therefore they are less adequate in monitoring the dynamics of local communities development. => Određeni indikatori mere se samo povremeno, pa je zbog toga za praćenje dinamike razvoja lokalnih zajednica manje podesan.
LL@(10116) The data sources are the databases of the Statistical Institute of the Republic of Slovenia which, unfortunately, do not allow for creating a single chart with arbitrary data, but rather the indicators have to be integrated into the chart by hand. => Izvor podataka čine baze Statističkog ureda Republike Slovenije, koji nažalost ne omogućavaju formiranje jedinstvene tabele sa proizvoljnim podacima, već se udruživanje indikatora u jedinstvenu tabelu mora izvršiti ručno.
LL@(10117) Besides, the data on the GNP per inhabitant and the number of years of education for the population are available only on the statistical region level. => Pored toga su podaci za BDP po stanovniku i broj godina školovanja stanovništva na raspolaganju samo na nivou statističkog regiona.
LL@(10118) The data processing algorythms are defined, however, there are no tools to perform the data calculation. => Algoritmi za obradu podataka su definisani, međutim, nema alata koji bi omogućavao obračun rezultata.
LL@(10119) The algorhythms are not included into the context of the problem as a whole, the possible cause-effect relation of the given indicators with other findings is not defined. => Indikatori nisu uključeni u kontekst celovite problematike, nije definisana eventualno uzročno posledična povezanost navedenih indikatora sa drugim rezultatima.
LL@(10120) As regards its basic purpose (classification of municipalities and regions in order to determine the share of investment projects co-financing) it would be interesting to see how the value of individual indicators affect the orientation of investing and the selection of projects to be co-financed. => S obzirom na osnovnu namenu (razvrstavanje opština i regiona sa namerom određivanja udela sufinansiranja investicionih projekata) bilo bi zanimljivo videti kako vrednost pojedinačnih indikatora utiče na usmeravanje investicione delatnosti i izbor projekata za sufinansiranje.
LL@(10121) The set of indicators is the result of the project named The Number of Tools for Defining and Monitoring the Regional Development Policy Š11Ë and stems from a broader set of indicators used in evaluation of the sustainability of the regions. => Skup indikatora je rezultat projekta Razvoj alata za utvrđivanje i praćenje politike regionalnog razvoja Š11Ë i proizlazi iz šireg skupa indikatora za ocenu samoodrživosti regiona.
LL@(10122) The Development potential scale of the Slovenian municipalities stems from the models developed by the Institute of Robert Hugging Associates on which the World knowledge scale of regions Š9Ë and the European competitiveness scale of regions are based Š8Ë. => Lestvica Razvojnoga potencijala slovenačkih opština proizlazi iz modela Instituta Robert Huggins Associates, na kojima se zasnivaju Svetska lestvica regiona u odnosu na znanja Š9Ë i Evropska lestvica konkurentnosti regiona Š8Ë.
LL@(10123) In making a choice of indicators, the data availability and the excellence model principles were employed. => Kod izbora indikatora uzeti su u obzir i pristupačnost podacima i principi modela izvrsnosti. ~~~ Tabela 2:
LL@(10124) In its contents the model is rather similar to the developmental threat index; the indicators measure similar properties; however, in the former case the focus is on observing the threatened local communities, while in the latter, it is on observing the local communities with the strongest developmental potential. => Sastav indeksa razvojnog potencijala slovenačkih opština Š13Ë EKONOMSKI INDIKATORI Indikatori, odnosno grupe indikatora Infrastruktura (ukupno bodova) Novi stanovi u m2/1000 Privredna uspešnost (ukupno bodova) Porez na dohodak građana Bruto promet preduzeća/stanovn.
LL@(10125)  => Broj zaposlenih/1000 Broj s.p./1000 Broj zemljoradnika/1000 (neg. kor.) Razvojna ulaganja (ukupno bodova) Građevinske dozvole za nestambene objekte m2/1000 preb.
LL@(10126)  => UKUPNO EKONOMSKI INDIKATORI % 47, 17, 7,5 7,5 % LJUDSKI FAKTOR Pojedinačni indikator Demografski potencijal (ukupno bodova) prirodni priraštaj Broj dece u vrtiću / 1000 stanovn. ~~~ Broj dece u osn. školama/1000 preb.
LL@(10127) Contrary to the developmental threat index, all indicators are measurable on the municipality level. => Broj venčanja/1000 Odnos venčanja/razvodi Obrazovanje (ukupno bodova) Broj đaka/1000 stanovn.
LL@(10128)  => Broj studenata/1000 stanovn.
LL@(10129)  => Završili školovanje na 4. i 5. stepenu/1000 stanovn.
LL@(10130)  => Završili školovanje na 6., 7. i višimim stepenima /1000 stanovnika UKUPNO INDIKATORI LJUDSKOG FAKTORA Korekturni faktor:
LL@(10131) Our intention was not to provide a detailed analysis of individual indicator examples, hence we compared the findings in general terms and found that a number of municipalities are classified in a similar way, according to both indicators, however, there are numerous examples where these models yield practically adverse results. => 5 bodova u odnosu na zbir svih rangova uzima se u obzir po gornjem obračunu Model po sadržini veoma liči na indeks razvojne ugroženosti, indikatori mere slična svojstva, s tim što je u prvom slučaju akcenat na posmatranju ugroženih lokalnih zajednica, a u drugom na posmatranju lokalnih zajednica sa najvećim razvojnim potencijalom.
LL@(10132) A short survey of two examples of indicators in the Slovenian environment already reveals a range of problems we encounter in the models of measuring performance and classification of local communities: content analysis of issues is missing, as is the cause-effect analysis, the relationships between initiatives and/or measures for improving performance, there is no guarrantee of consistency, seemingly similar approaches may result in different findings, there is no consistent context of indicators from which consistent subsets of indicators could be chosen, data are gathered from different sources, there is no mechanism which could make the input data gathering simple and prompt, indicator aggregating algorythms are different, there are no aggregating tools, that is, they are available only to the indicator creators. => Za razliku od indeksa razvojne ugroženosti svi indikatori su merljivi na nivou opštine. ~~~ Pošto naša namera nije bila detaljna analiza pojedinačnih primera indikatora, uradili smo samo okvirno poređivanje rezultata i ustanovili da se doduše, deo opština prema oba indikatora slično razvrstava, međutim mogu se naći brojni primeri kod kojih modeli daju praktično suprotne rezultate. Već kratak pogled na dva primera indikatora u slovenačkoj sredini otkriva nam niz problema na koje nailazimo kod modela utvrđivanja uspešnosti i razvrstavanja lokalnih zajednica: nedostaje sadržinsko razmatranje problematike, nema analize uzročno posledičnih veza, ni povezanosti sa inicijativama i/ili merama za poboljšanje uspešnosti, nema garancije konsistentnosti, na izgled slični pristupi, mogu da pruže sasvim suprotne rezultate, nedostaje celovit kontekst indikatora iz kojeg bi mogli da se biraju konzistentni podskupovi indikatora podaci se prikupljaju iz različitih izvora, nema mehanizma pomoću kojeg bi na brz i jednostavan način došli do ulaznih podataka, algoritmi za agregiranje indikatora sui različni, alata za agregiranje nema, odnosnona raspolaganju su samo autorima indikatora.
LL@(10133) At the Faculty of Administration we have developed a model of financial indicators for each municipality and implemented it in the system presented on the web-site and thus available to all the interested users. => Na Fakultetu za upravu razvili smo model finansijskih indikatora po opštinama i ostvarili ga u sistemu, koji je objavljen na veb stranici i na taj način dostupen svim zainteresovanim korisnicima.
LL@(10134) The model includes five aggregate indicators computed from the basic data for calculation. => Model obuhvata pet zbirnih indikatora, koji se izračunavaju iz osnovih proračunskih podataka.
LL@(10135) The system has a database which is annually updated from the data provided by the Statistical Institute of the Republic of Slovenia as well as a program module for data calculation and transfer to the users computers (Figure 2). => Sistem obuhvata bazu podataka koja se godišnje puni iz podataka Statističkog ureda Republike Slovenije i programski modul za obračun i prenos podataka na računare korisnika (Slika 2).
LL@(10136) It offers the full IT support for the provision and implementation of indicators, the necessary data and aggregation mechanisms for computing aggregate indicators. => On sadrži celokupnu informacionu podršku za pripremu i upotrebu indikatora, potrebne podatke i agregacione mehanizme za obračune zbirnih indikatora.
LL@(10137) The solution does not allow for the set of indicators to be extended, nor does it allow for data aggregation in any other ways, however, each user can manage processing of this kind using the table processing program. => Rešenje ne pruža mogućnost za širenje skupa indikatora, kao ni za udruživanje podataka na druge načine, međutim, obrade ove vrste svaki korisnik može da za sebe pripremi uz pomoć programa za obradu tabele. tata.
LL@(10138) The following two cases of indicators are presented as two more approaches that try to highlight the contents as well as to assign the content value to the performance. => Kao dva pristupa koji pokušavaju da daju akcenat sadržini i da rezultatima dodele i sadržinsku vrednost navodimo još dva slučaja indikatora.
LL@(10139) The system for monitoring the regional development in the Alps, DIAMONT Š19Ë, builds on the basic approach to the indicator study by defining the phenomena (issues) they relate to. => Sistem za praćenje regionalnega razvoja u Alpima DIAMONT Š19Ë nadograđuje osnovni pristup razmatranju indikatora opredeljivanjem pojava (problema), na koje se odnose.
LL@(10140) Thus it introduces a dynamic observation of indicators and allows for linking the indicators to problem solving, limitations and goals. => Na taj način uvodi dinamičku percepciju indikatora i omogućava povezivanje indikatora sa reševanjem problema, ograničenjima i cilojevima.
LL@(10141) Such a system is problem solving oriented and allows for the linkage of the performance in the permanent development evaluation by the performance improvement measures. => Takav sistem je usmeren na rešavanje problema i omogućava povezivanje rezultata vrednovanja trajnog razvoja merama za poboljšanje rezultata. ~~~ Tabela 3:
LL@(10142) Figure 2: Chart of indicator calculation systems for municipalities in RS Š18Ë The given examples of indicators are, similarly to the European competitiveness index Š8Ë, performance oriented and are in no way attached to development potentials and factors. => Kapitali zajednica i strateška vprašanja povezana sa njihovim rastom Š16Ë) kapital intelektualni kapital demokratski kapital kulturni kapital sredinski kapital tehnički kapital finansijski kapital područja ljudsko, organizaciono (sociajlni, inovacioni, procesni) insistiranje na većem stepenu javnosti optimizacija demokratskog učešća uspostavljanje novih vidova partnerstava čistoća bezbednost privlačan izgled organizacioni IT/IS e-uprava infrastruktura (energija, transport, zgrade) javno privatno partnerstvo obraćanje trećim stranama/privatizacija finansijska disciplina Kada određujemo očekivanja za rezultate, po pravilu smo usmereni na konačne vrednosti indikatora koji iskazuju željene ciljeve.
LL@(10143) They tell the community in which areas it lags, but do not explain what steps should be undertaken so that performance be better. => Teritorijalne zajednice su komplikovani sistem u kojim je potrebno da se uzmu u obzir brojni faktori koji utiču na očekivane rezultate.
LL@(10144) A similar approach can be perceived in the single set of 198 national indicators which make up the framework for measuring the performance of local authorities and local partnerships in the United Knigdom Š15Ë. => Upravni sistem teritorijalnih zajednica, na večini područja delatnosti, razvoj i ostvarivanje rezultata omogućava / onemogućava, podržava / ometa, podstiće / koči.
LL@(10145) Here we deal with a planned approach to building a consistent system of indicators, however, not even these numerous indicators can cover the overall activities of local communities, but only the portion directly controlled by the government. => S druge strane se merljive promene na konačnim rezultatima često iskazuju tek nakon određenog vremena i u momentu kada registrujemo teškoće, obićno bude već kasno za efikasno preduzimanje mera.
LL@(10146) Such an approach certainly helps solve a large number of issues related to measuring the performance of territorial communities, especially when fully supported by the data sources. => Zbog toga je sistem strategijskih sredstava - kapitala grada, odnosno regiona pristup koji premašuje mnoga ograničenja u vezi sa utvrđivanjem efikasnosti i uspešnosti teritorijalne zajednice Š16Ë (Tabela 3).
LL@(10147) So far, the examples we mentioned are designed as measuring instruments, therefore they are not emplyed in performance interpretation. => Rast kapitala je povezana Slika.
LL@(10148) In defining the expectations for results we are, by a rule, oriented towards the end-values of indicators that express the desired objectives. ~~~ Territorial communities are complex systems where numerous factors affecting the expected results should be taken into consideration. => 2: [ema sistema proračunskih indikatorov opština u RS Š18Ë Navedeni primeri indikatora su slično kao Evropska lestvica konkurentnosti Š8Ë usmereni na rezultate i ničim se ne nadovezuju na razvojne potencijale i faktore, ali zbog toga teritorijalnoj zajednici prikažu na kojim područjima zaostaju, ali im ne kažu šta bi trebalo preduzeti u cilju postizanja boljih rezultata.
LL@(10149) The administrative system of the territorial units, in the majority of activity areas, allows for / does not allow for, supports / impedes, enhances / hinders the development and result achievement. => Sličan pristup može se primetiti kod jedinstvenog skupa od 198 nacionalnih indikatora, koji čine okvir merenja rezultata lokalnih vlasti i lokalnih partnerstava u Udruženem kraljevstvu Š15Ë.
LL@(10150) On the other hand, the measurable changes in the end results are often visible only after a period of time and at the moment we register difficulties, it is usually too late to undertake any steps towards resolving the problems efficiently. => Ovde se susrećemo sa planiranim pristupom izgradnji konzistetnog sistema indikatora, ali ni ti brojni indikatori ne pokrivaju celokupno delovanje lokalnih zajednica, več samo deo koji je pod neposrednim nadzorom vlade.
LL@(10151) It is for this reason that the system of strategic assets city, or region assets, is the approach that surpasses numerous limitations related to measuring the efficiency and performance of a territorial community Š16Ë (Table 3). => Svakako, takav pristup rešava brojna pitanja u vezi sa utvrđivanjem rezultata teritorijalnih zajednica, još posebej kada bude u celini podržan sa izvorima podataka.
LL@(10152) The growth of capital is related to the crucial strategic issues that make the starting point for both the strategic planning of a community and the creation of the system of indicators for monitoring the achievement of the set objectives. => Svi do sada navedeni primeri so koncipirani kao merni instrumenti, pa se stoga ne bave interpretacijom rezul sa ključnim strateškim pitanjima koji čine polazni osnov kako za strateško planiranje zajednice tako i za oblikovanje sistema indikatora za praćenje ostvarivanja postavljenih ciljeva.
LL@(10153) The analysis of various models of performance measuring indicators displayed two crusial flaws. => Analiza različitih modela indikatora za merenje rezultata ispoljila je dva suštinska nedostatka.
LL@(10154) The analysis of territorial communities on different levels (local, the association of local communities, region, association of regions, state, association of states) is not consolidated. => Razmatranje teritorijalnih zajednica na različitim nivojima (lokalna, zajednica lokalnih zajednica, region, zajednica regiona, država, zajednica država) ni objedinjeno.
LL@(10155) The ultimate objectives, good life of a community member (citizen, local) is often poorly presented in the sets of indicators, therefore it is not clear in which way the good performance within the model really affect the improvement of the quality of living in the local community. => Ultimativni ciljevi dobar život člana zajednice (građanina, meštanina, državljanina) u skupovima indikatora često nije dovoljno izražen, nije jasno kako dobri rezutlati v okviru modela stvarno utiču na povećanje kvaliteta života u lokalnoj zajednici.
LL@(10156) The essential problem, however, is not the different approaches, nor poor understanding, but the fact that, the problems of the territorial communities fail to be solved, due to the orientation towards satisfying specific, expert requirements within the tasks and the projects. => Međutim, glavni problem nije u različitim pristupima ili nedovoljnom razumevanju, već u tome da zbog usmerenosti na zadovoljavanje posebnih, ekspertskih zahteva u okviru zadataka i projekata, ne rešavaju probleme teritorijalnih zajednica.
LL@(10157) The implementation of the principles registered in the above mentioned cases, however, clearly leads to an applicable model. => Međutim, primena principa registrovanih u gore navedenim slučajevima, svakako nas dovodi do upotrebljivog modela.
LL@(10158) It is necessary that we start from the uniform offer of indicators. => Potrebno je da se krene od jedinstvene ponude indikatora.
LL@(10159) The local communities must be offered a uniform set of indicators made up of an adequate number of compulsory indicators, and of other, optional indicators that the community implements on the basis of its own estimate. => Lokalnim zajednicama moramo da ponudimo jedinstven skup indikatora sačinjen od odgovarajućeg broja obaveznih indikatora i preostalih neobaveznih koje zajednica primenjuje na osnovu sopstvene procene.
LL@(10160) They must be content structured, each must be accompanied with an explanation of meaning, instructions for use and the data source. => Oni moraju da budu sadržinski strukturirani, svako mora biti opremljen sa obrazloženjem značenja, načinom upotrebe i izvirom podataka.
LL@(10161) The set of indicators must be permanently controlled, adjusted and harmonized. => Skup indikatora potrebno je stalno nadzirati, ga prilagođavati i usklađivati.
LL@(10162) The Balanced Scorecard System for Public Sector (BSC) The planning system has to link the planning steps into the activity, validation and adjustment cycles. => Sistem uravnoteženih indikatora (SUI) za javni sektor Sistem planiranja mora da poveže korake planiranja u cikluse delovanja, proveravanja i prilagovađanja.
LL@(10163) The balanced scorecard system includes strategic planning focusing upon strategy implementation. => Sistem uravnoteženih indikatora pokriva strateško planiranje sa akcentom na ostvarivanju strategija.
LL@(10164) It focuses upon measuring performance, hence it is quite appropriate in resolving a given problem. => Usredsređen je na merenje rezultata, pa je iz tog razloga veoma podesan za rešavanje postavljenog problema.
LL@(10165) It observes the varied aspects of organizational business operations. => Poštuje različite vidike poslovanja organizacije.
LL@(10166) The original version has four perspectives. => Originalna verzija sadrži četiri vidika.
LL@(10167) The end performance is measured by the financial perspective, the operation flow is defined by the customer perspective and the perspective of internal processes. => Konačni rezultati mere se finansijskim vidikom, tok poslovanja opredeljuju vidici poslovanja sa strankama i internih procesa.
LL@(10168) The development orientation and developmental opportunities are measured by the perspective of growth and learning Š10Ë. => Razvojna orijentisanost i razvojne mogućnosti mere se vidikom rasta i učenja Š10Ë).
LL@(10169) The public sector can be treated in a similar way, only the end performance is by a rule measured by the customer value, therefore the customer perspective becomes the end performance measure Š14Ë. => Javni sektor možemo da tretiramo na veoma sličan način, samo se konačni rezultati po pravilu mere vrednošću za stranke, pa stoga vidik stranaka preuzima ulogu merila za konačne rezultate Š14Ë.
LL@(10170) Before we continue discussing the balanced scorecard, we would like to point out that this system is comple mentary with the excellence models (EFQM, CAF, Š6Ë), where the excellence models are oriented towards quality provision and achievement, while the balanced scorecard is oriented towards strategy formulating and implementation (Figure 3) Š4Ë, Š12Ë. => Pre nego što nastavimo raspravu o sistemu uravnoteženih indikatora, želeli bismo da naglasimo da je sistem komplementaran sa modelima izvrsnosti (EFQM, CAF, Š6Ë), pri čemu su modeli izvrsnosti orijentisanost na ostvarivanje i obezbeđivanje kvaliteta, a sistem uravnoteženih indikatora na oblikovanje i obezbeđivanje ostvarivanja strategije (Slika 3) Š4Ë, Š12Ë.
LL@(10171) Both approaches intersect in the area of performance measurement. => Oba pristupa susreću se na polju merenja rezultata.
LL@(10172) As we will see, the issue of choice of the value of pooling (perspectives) basically depends on the circumstances, and the basic logic in goal monitoring certainly remains the driving force of every BSC. => Kao što čemo videti u nastavku, pitanje izbora vrednosti udruživanja (vidika) u principu zavisi od okolnosti, a osnovna logika praćenja ciljeva svakako ostaje vodilja svakog SUI.
LL@(10173) The ultimate objectives of a territorial community are related to the community members quality of living (Figure 4). => Konačni ciljevi teritorijalne zajednice nadovezuju se na kvalitet života članova zajednice (građana, državljana) (Slika 4).
LL@(10174)  => Legenda ostvarivanje strategije prosleđivanje strategije strateško učenje stvaranje zajedničkog shavatanja strategije veliki strateški preskoci strateško prioritiziranje projekata izvrsnost delovanja OS PS SU SZSS VSP SPP ID MOPP mišljenje u okviru proširivanja SP SZSK OKZU osetljivost za kvalitet u zajedničkom uzimanju učešća KUK kompletno upravljanje kvalitetom povezanosti stalna pobolšanja stvaranje zajedničkog shvatanja kvaliteta Slika 3: ~~~ EFQM i BSC kao podudarajući, komplementarni modeli Š4Ë hodnika. ~~~ Kao bitna prednost pokazalo se naimenovanje vidika opštijim, a u praksi ipak razumljivijim terminima. ~~~ Slika 4:
LL@(10175) The above mentioned perspectives for strategy formulation may be too generalized, and the additional problem is that the standard BSC form is already rather widespread, therefore the features of the standard model came to be taken as the standard form of treating the issue. => Uzročno-posledične veze vidika SUI teritori jalne zajednice Š7Ë Navedeni vidici, za obrazovanje strategija, možda su nešto previše uopšteni, a teškoća je i u tome što je standardni oblik SUI već prilično raširen, pa su se stoga vidici standardnog modela afirmisali kao standardni oblik tretiranja problema.
LL@(10176) Hence the author of the above chart proposes that the perspectives be renamed and makes the link with the original BSC perspectives: governance and engagement (cid:197)(cid:198) learning communi ty / learning and growth, community governance processes (cid:197)(cid:198) community performance (task and project accomplishment) / processes, processes and strategies (cid:197)(cid:198) community ecconomy /finances, quality of living (cid:197)(cid:198) community priorities (desired outputs) / parties. => Zbog toga autor gornje šeme predlaže preimenovanje navedenih vidika i uspostavlja vezu sa originalnim vidicima SUI: rukovodstvo i aganžma ßà učenje zajednice / učenje i rast, procesi upravljanja zajednicom (cid: ~~~ zajednice (realizovanje zadataka i projekata) / procesi, projekti i storitve (cid: ~~~ ekonomija zajednice / finan cije, kvalitet života (cid: ~~~ prioriteti zajednice (željeni re zultati) / stranke.
LL@(10177) In implementing the BSC in the public sector different perspectives are used, their structure varying from one example to another. => Kod upotrebe SUI u javnom sektoru primenjeni su različiti vidici, i njihova struktura je od primera do primera nekoliko različita.
LL@(10178) The analysis of examples and conditions in the Slovenian municipalities has shown that the quoted set of perspectives of the Slovenian local community would, in fact, be adequate, although the aspect of finances had better be classed within the community competences (assets Table 3). => Analiza primera i okolnosti u slovenačkim opštinama je pokazala da bi navedeni skup vidika slovenačke lokalne zajednice, doduše, bio adekvatan, s tem što bi bilo bolje da se aspekat financija svrsta u sposobnosti (kapitale tabela 3) zajednice.
LL@(10179) Thus there would be three, instead of four perspectives competence, efficiency and performance. => Na taj način bi umesto četiri vidika dobili samo tri sposobnost, efikasnost i uspešnost.
LL@(10180) Even though the financial capital in the local community is considered to be a middle-term category (bigger changes in a shorter period of time are an exemption), we have formulated the BSC on the basis of the already presented starting points (Figure 5) which is more intelligible in comparison with the case of its predecessors, at least according to the first reactions in the studies. => I pored toga što je finansijski kapital u lokalnoj zajednici srednjoročna kategorija (veće promene u kraćem vremenu su izuzetak), na osnovu već predstavljenih polaznih osnova utvrdili smo SUI (Slika 5), koji je, sudeći barem prema prvim odzivima u studijama, razumljiviji od njegovih pret Slika 5:
LL@(10181) A key advantage appears to be that the perspectives are rather generalized, but are much easier to understand in practice. ~~~ The balanced scorecard for a territorial community shows three levels of activity: planning the performance deciding in favour of suc cessful performance, accomplishing tasks and projects towards achieving planned results, developing competences provision of finances and growth of other types of assets. => Vidici SUI teritorijalnih zajednica Sistem uravnoteženih pokazatelja teritorijalne zajednice pokazuje tri nivoa delovanja: planiranje rezultata opredeljenje uspešnosti, sprovođenje zadataka i projekata za ostvarivanje planiranih rezultata, razvoj sposobnosti - obezbeđivanje finansija i rasta ostalih kapitala.
LL@(10182) The members (subjects) of the territorial community are the creators and the consumers of its performances. => Subjekti teritorijalne zajednice su tvorci i korisnici rezultata.
LL@(10183) Each unit monitors its goals which contribute to the mutual objectives. => Svaka jedinica prati svoje ciljeve koji doprinose zajedničkim ciljevima.
LL@(10184) The individual (subject) can be a creator of the end objectives and thus directly contribute to the end performance. => Subjekat može da bude tvorac konačnih ciljeva i time neposredno doprinosi konačnim rezultatima.
LL@(10185) His end goal is simultaneously the end objective of the community. => Njegov konačni cilj je i končni cilj zajednice.
LL@(10186) Numerous subjects contribute to the growth of competences or support the task, or project, accomplishments. => Mnogi subjekti doprinose rastu sposobnosti ili podržavaju realizaciju zadataka, odnosno projekata.
LL@(10187) They contribute to the end objective indirectly, and their end goals are oriented towards ensuring efficiency or competence. => Konačnomu cilju svoj doprinos daju posredno, a njihovi konačni ciljevi spadaju u razred obezbeđivanja efikasnosti ili sposobnosti.
LL@(10188) The objectives and the performance are then integrated upwards, in accordance with the community structure; namely, a number of local communities follows mutual regional objectives, a number of regions follow the state objectives ... the structure of units and their goals (indicators) may be rather complex and branching, hence such an approach can be introduced into a community only accompanied by an appropriate IT support. => Ciljevi i rezutlati se zatim udružuju po strukturi zajednice naviše, više lokalnih zajednica prati zajedničke regionalne ciljeve, više regiona zajedničke ciljeve države, … Struktura jedinica i njihovih ciljeva (indikatora) može da bude veoma razgranata, stoga je pristupa ove vrste moguće uvesti u zajednici samo uz pomoć odgovarajuće informacione podrške.
LL@(10189) Fuzzy Aggregation Tree In analysing the hierarchical structures created using the balanced scorecard, we have at our disposal a number of IT solutions, each with certain limitations. => Fuzzy agregaciono drvo Za razmatranje hierarhijskihih struktura, koje gradimo uz pomoć sistema uravnoteženih indikatora, na raspolaganju ima više informacionih rešenja, ali svako od njih sa određenim ograničenjima.
LL@(10190) In exploring the possibility to implement the fuzzy logic to aggregate the tree structures Š1Ë and Š2Ë we came to the model so lution to aggregating tree structure with arbitrary variables on the leaves (children) and in the nodes of the fuzzy aggregation tree Š3Ë. => U okviru istraživanja mogućnosti korišćenja fuzzy logike za agregiranje struktura drveta Š1Ë i Š2Ë došli smo do modela rešenja za agregiranje struktura drveta sa proizvoljnim promenljivima na listi i u čvorištima fuzzy agregacionog drveta Š3Ë.
LL@(10191) The theoretical model was then applied within the IT solution that allowed for creating an organizational tree structure as well as the tree structure of the balances scorecard system for each organizational unit. => Teoretski model smo zatim ostvarili u informacionom rešenju koje omogućava uspostavljanje organizacione strukture drveta i za svaku organizacionu jedinicu uspostavljanje strukture drveta sistema uravnoteženih indikatora.
LL@(10192) As we now do not intend to conduct a detailed discussion on the theoretical foundations of the model (a curious reader can learn more about the issue in Š3Ë), we will primarily present here the applicable properties of the model and the IT solutions. => Pošto naša sadašnja namera nije detaljna rasprava o teoretskim osnovama modela (više o tome radoznali čitalac može da sazna u Š3Ë), predstavljamo, pre svega, upotrebljiva svojstva modela i informaciona rešenja.
LL@(10193) The basic idea of the fuzzy aggregation tree model is the implementation of the fuzzy logic theory in the tree structure. => Osnovna ideja modela fuzzy agregacionog drveta je upotreba teorije fuzzy logike u strukturi drveta.
LL@(10194) The variables in the leaves and in the nodes are noted in three forms (real value, fuzzy set, or fuzzy number and linguistic value). => Promenljive u listovima i čvorovima drveta zapisane su u tri oblika (realna vrednost, fuzzy skup, odnosno fuzzy broj i jezička vrednost).
LL@(10195) The input value of the variable can be any of the three mentioned. => Ulazna vrednost promenljive može da bude bilo koji od navedena tri.
LL@(10196) Transformations among the types of notations are defined within the model. => U okviru modela definisane su transformacije među vrstama zapisa.
LL@(10197) With each change in the value the input value is reflected into the other forms of notation. => Kod svake promene vrednosti ulazna vrednost preslikava se u preostale načine predstavljanja.
LL@(10198) All the variables in the tree can be expressed in three equivalent ways. => Sve promenljive u drvu mogu da se predstave na tri ekvivalentna načina.
LL@(10199) The model defines the methods of aggregation, which are in their simplest varieties expressed as the calculation of the weighted arithmetical mean. => Model definiše načine agregacije, koji se u najjednostavnijoj varijanti izražava kao proračun ponderisane aritmetičke sredine.
LL@(10200) We aggregate fuzzy numbers. => Agregiraju se fuzzy brojevi.
LL@(10201) At each node of the tree we calculate the sprouts (children) from this point, therefore the model can be implemented without any limitations as regards the number of levels in the tree, or the number of nodes, or the number of children on individual nodes. => Pošto se na svakom čvoru drveta radi o izračunavanju iznad potomaka izabranog čvorišta, model može da se implementira bez ograničenja u pogledu broja nivoa u drvetu, ili broja čvorišta, ili broja potomaka na pojedinačnom čvorištu.
LL@(10202) In the presentation we commonly employ linguistic values, the power of the noun segment of the set of values of the linguistic variable; the number of nouns is arbitrary, and we usually use the 3, 5 or 7-noun sets. => Za prezentaciju rezultata se po pravilu koriste jezičke vrednosti, moć poimeničnoga skupa vrednosti jezičke promenljive broj imena je proizvoljan, a obično koristimo 3, 5 ili 7-imenske skupove.
LL@(10203) Thus we come to an intelligible presentation of performance, where at the moment of defining the variables we can choose the value granulation arbitrarily. => Na taj način dolazimo do razumljivog predstavljanja rezultata, pri čemu u vreme definisanja promeljivih možemo proizvoljno da biramo granulaciju vrednosti.
LL@(10204) The targrt values are determined using the definition of transformation among values, while the granulation and the acceptable deviations of linguistic values are determined by the definition of noun values for the linguistic variable. => Ciljne vrednosti utvrđujemo pomoću definicije transformacije među vrednostima, a granulaciju i prihvatljiva odstupanja jezičkih vrednosti sa defincijom imenskih vrednosti jezičke promeljive.
LL@(10205) The model was implemented in the web IT solution1; to acces the system it is necessary to provide a user name and a password, which a curious reader can do on the web adress at the bottom. => Model smo implementirali u veb informacionom rešenju1, za pristup sistemu potrebno je obezbediti korisničko ime i lozinku, što radoznali čitalac to može da učini na veb adresi navedenoj ispod linije.
LL@(10206) Local community scorecard solution model In order that a quality planning be ensured in the local communities it is necessary that an appropriate support should be provided. => Model rešenja sistema uravnoteženih indikatora lokalne zajednice Radi uspostavljanja kvalitetnog strateškog planiranja u lokalnim zajednicama potrebno je obezbediti odgovarajuću podršku.
LL@(10207) The crucial elements of this activity are the motivation and the knowledge transfer. => Važni elementi u tome su motivisanje i prenos znanja.
LL@(10208) In this paper, we primarily focus upon the IT support perspective that can be defined on two levels. => U prisutnom prilogu usredsredili smo se pre svega na vidik informacione podrške koji se može definisati na dva nivoa.
LL@(10209) On the general level, meant for all the system users, it must ensure the creation of the consistent system of indicators for the local communities as well as an access to the data sources. => Na opštem nivou, za sve korisnike sistema, mora da omogući obrazovanje celovitog sistema indikatora za lokalne zajednice i obezbediti pristup izvorima podataka.
LL@(10210) For individuals who wish to create a balanced scorecard it has to provide the tools for defining the hierarchical organizational structure of the system under consideration and the BSC tree structures for each organizational unit. => Za pojedinačne subjekte koji žele da ostvare sistem uravnoteženih indikatora mora da obezbedi alat za opredeljivanje hijerarhijske organizacione strukture sistema, koji razmatramo, i strukture drveta SUI za svaku organizacionu jedinicu.
LL@(10211) The activity of an individual is organized for each case of performance separately, while for the support to the whole system it is necessary to provide an appropriate form of activity on the level of the local community associations or within a respective state agency (in Slovenia, it is the RS Government Agency for Regional Development). => Delovanje na nivou pojedinačnog subjekta organizuje se za svaki primer ostvarivanja posebno, a za delovanje podrške za celoviti sistem indikatora neophodno je obezbediti odgovarajući oblik delovanja na nivou udruženja lokalnih zajenica ili u okviru odgovarajućeg državnog organa (u Sloveniji je to Služba Vlade RS za regionalni razvoj).
LL@(10212) For a quality system to be established and functional, an appropriate level of knowledge is required, and the system will have to include a permanent surveillance and the test of the indicator set consistency. => U cilju uspostavljanja i funkcionisanja kvalitetnog sistema indikatora biće potrebno da se obezbedi odgovarajući nivo znanja, sistem će morati da uključuje stalan nadzor i proveravanje konzistentnosti skupa indikatora.
LL@(10213) The Local Community Indicator System Model On the operational level, the local community indicator system model includes the functions presented in the example of the financial indicators for the municipality (Figure 3), as follows: indicator definition (meaning, calculation method, da ta source); database for indicator calculation; indicator value calculation tools; methods and tools for consistency validation and the set of indicators rationalization. => Model sistema indikatora za lokalne zajednice Model indikatora za lokalne zajednice obuhvata na operativnom nivou funkcionalnosti koje su izražene na primeru finansijskih indikatora opština (Slika 3), i to: definisanje indikatora (značenje, metod za izračun, izvor podataka), baza podataka za izračunavanje indikatora, alat za izračunavanje vrednosti indikatora, metode i alat za proveravanje konzistetnosti i racio nalizaciju skupa indikatora.
LL@(10214) In this case we deal with a fixed set of indicators. => Primer razmatra fiksni skup indikatora.
LL@(10215) The system model assumes a dynamic generation of the indicator systems, which means that the existing solution should be upgraded by the the indicator system dynamic definition module, within which the life cycle of the indicator will flow, from the moment the indicator is proposed, to a detailed definition of the indicator and its allocation into the set of indicators, to an indicator adjustment and its discarding if necessary. => Model sistema predviđa dinamično obrazovanje sistema indikatora, što znači da postojeće rešenje treba nadograditi sa modulom za dinamično definisanje indikatora, u okviru kojeg će se odvijati održavanje životnog ciklusa indikatora, od predloga indikatora, preko detaljnog definisanja indikatora i uvrštanja u skup indikatora, do prilagođavanja indikatora i njihovog eventualnog ukidanja.
LL@(10216) The solutions must contain the built-in methods for system consistency assessment which will ensure that the set of indicators be optimal, without being burdened with ambiguous or redundant definitions. => U rešenja moraju biti ugrađene i metode za proveravanje konzistetnosti sistema koje će obezbeđivati da skup indikatora bude optimalan, bez dvostrukih i suvišnih definicija.
LL@(10217) Also, the entire indicator structure should be consolidated, starting from the general definition of the balanced scorecard for local communities (Fifure 7). => Pri tem ima smisla objedinjavanje celokupne strukuture indikatora polazeći od opšte definicije sistema uravnoteženih indikatora za lokalne zajednice (Slika 7).
LL@(10218) Significant differences among local communities do make it impossible to consolidate the system entirely, however, it is 1http://www.sqrbrowse.com/scorecards_beta/ necessary that a comparison be possible among the communities with similar characteristics. ~~~ IT Solution for Organizational Tree and for Balanced Bcorecard Tree Each organizational or a local community unit contributes to the system with its own organizational structure and the chosen indicator structure. => Velike razlike među lokalnim zajednicama, doduše, onemogućavaju potpuno objedinjavanje sistema, ali je svakako potrebno obezbediti komparaciju među zajednicama sa sličnim karakteristikama. 1http://www.sqrbrowse.com/scorecards_beta/ Informaciono rešenje za organizaciono drvo i drvo uravnoteženih indikatora Svaka jedinica organizacije, odnosno zajednice u sistem ugrađuje svoju organizacionu strukturu i izbranu strukturu indikatora.
LL@(10219) All the units are integrated by the organizational structure into a unique system. => Sve jedinice se povezuju po organizacionoj strukturi u jedinstven sistem.
LL@(10220) Hence the IT solution includes two tree structures, the organizational tree and the balanced scorecard tree. => Informaciono rešenje stoga sadrži dve strukture drveta, organizaciono drvo i drvo sistema uravnoteženih indikatora.
LL@(10221) In the former, we define the structure of the organizational system we observe. => U prvom se opredeljuje struktura organizacionog sistema koji razmatramo.
LL@(10222) On the local community level, these are all the subjects that participate in achieving the set objectives. => U lokalnoj zajednici to su svi subjekti koji učestvuju u realizaciji postavljenih ciljeva.
LL@(10223) We can further integrate the local communities themselves into higher organizational structures (regions, states, ...). => Same lokalne zajednice možemo dalje da udružujemo u više organizacione jedinice (regione, države, …).
LL@(10224) In the latter, we define the structure of the balanced scorecard for each node of the organizational tree. => Sa drugim, za svako čvorište organizacionog drveta određujemo strukturu sistema uravnoteženih indikatora.
LL@(10225) The input indicators (the BSC leaves) are transferred upward by the organizational structure, in which process the equal indicators of subordinate units integrate into an aggregate indicator of an assumed unit. => Ulazni indikatori (listovi drveća SUI) prenose se po organizaconoj strukturi naviše, pri čemu se jednaki indikatori potčinjenih jedinica udružuju u zbirni indikator pretpostavljene jedinice.
LL@(10226) The performance of each organizational unit integrates the performances of all the subordinate units and the performance of the unit under consideration itself. => Rezultat svake organizacione jedinice udružuje rezultate svih potčinjenih jedinica i rezultate razmatrane jedinice kao takve.
LL@(10227) The connectivity of input indicators with data sources is not yet implemented, since it depends on the system in which the indicators are defined. => Povezivost ulaznih indikatora sa izvorima podataka još nije implementirana, jer zavisi od sistema u kome su indikatori definisani.
LL@(10228) The integration of both systems is not anticipated; the approach to the set of indicators would be a special application, since the proposed balanced scorecard approach in the organizational structure is only one possible solution. => Integraciju oba sistema ne predviđamo, jer bi trebalo da pristup skupu indikatora bude posebna usluga, jer predloženi pristup sa sistemom uravnoteženih indikatora u organizacionoj strukturi predstavlja samo jedno od mogućih rešenja.
LL@(10229) For specific purposes, different, purpose-specific approaches will certainly be implemented in individual content areas. => Za posebne namere će se na pojedinačnim sadržinskim oblastima sasvim sigurno koristiti drugačiji, specifičkoj nameni prilagođeni pristupi.
LL@(10230) The levels of IT support for the indicator system are planned separately, their development and implementation are performed separately. => Nivoi informacione podrške za sistem indikatora planirani su odvojeno, njihov razvoj i upotreba odvijaju se sasvim odvojeno.
LL@(10231) They overlap in the methodology area, since, presumably, the same methodological starting points should be used in either of the sub-systems. => Pokrivaju se na področju metodologije, jer bi navodno u oba podsistema trebalo da se koriste iste metodološke polazne osnove.
LL@(10232) Discussion and conclusion The solution model is developed from organizational orientations, sets of methods and the already implemented IT solutions. => Rasprava i zaključak Model rešenja je sačinjen od organizacionih orijentacija, skupa metoda i već realizovanih informacionih rešenja.
LL@(10233) Much is still left to be desired until its full implementation, however, at this level of development it already defines the organizational and methodological starting premises that allow for a goal oriented system development. => Do celovite implementacije nedostaje mu još poprilično dosta, međutim, na već datom stepenu razvoja postavlja organizacione i metodološke polazne osnove koji omogućavaju ciljno usmereno nastavljanje razvoja sistema.
LL@(10234) The model is the result of the research conducted so far and includes two applicable solutions, financial indicators of Slovenian municipalities that allow for the benchmarking of local communities from the budgeting point of view, and the web-program solution to creating the balanced scorecard system. => Model je rezultat dosadašnjih istraživanja i sadrži dva upotrebljiva rešenja, finansijske indikatore slovenačkih opština koji omogućavaju benchmarking lokalnih zajednica sa aspekta sprovođenja budžeta i veb programsko rešenje za uspostavljanje sistema uravnoteženih indikatora.
LL@(10235) The former have been in use for some some now and municipalities may implement them in the performance analysis and planning. => Prvi su u upotrebi već neko vreme i mnoge od opština se poslužuju njime u analizi rezultata i planiranju.
LL@(10236) The web program solution is still in the testing phase, and the balanced scorecard system is being established in two municipalities in Slovenia. => Veb programsko rešenje nalazi se u fazi ispitivanja, a sistem uravnoteženih indikatora uspostavlja se u dve slovenačke opštine.
LL@(10237) In introducing the solutions to the balanced scorecard system we were happy to find that the employees in the municipal administration were only too willing to participate in the project, however, we did encounter some problems in the execution of the project. => Pri uvođenju rešenja sistema uravnoteženih indikatora naišli smo na veliku spremnost zaposlenih u opštinskim upravama za učešće u projektu, ali kod realizacije došlo je do manjih poteškoća.
LL@(10238) One is the understanding of the role of the municipality and the municipal administration in the local community. => Prilične probleme izaziva shvatanje uloge opštine i opštinske uprave u lokalnoj zajednici.
LL@(10239) The municipal administration somehow do not consider themselves responsible for the end performance, since the general opinion was that the task and project executors were either public agencies or contracted partners. => Opštinska uprava se nekako ne oseča odgovornom za konačne rezultate, jer su izvođači zadataka i projekata po večini bilo javni zavodi bilo ugovorni partneri.
LL@(10240) Hence it was necessary that we first analyse the roles in the system. ~~~ The result of the investigation into the problem was the definition of the perspectives of the balanced scorecard system (Figure 7). => Zbog toga smo morali prvo da analiziramo uloge u sistemu i kao rezultat istraživanja problema utvrdili smo strukturu vidika sistema uravnoteženih indikatora (slika 7).
LL@(10241) We crossed the basic barrier by introducing the notions of competence, efficiency and excellence. => Uvođenjem pojmova sposobnosti, efikasnosti i uspešnosti uspelo nam je da pređemo osnovnu barijeru.
LL@(10242) The municipal administration officials took on the roles of the citizens, consumers of services, or performance and thus gained a broader view on the community and the understanding of the role of the municipal administration itself. => Odgovorni u opštinskoj upravi postavili su se u ulogu građana, primalaca usluga, odnosno rezultata i tako preuzeli širu sliku zajednice i u shvatanje uloge same opštinske uprave.
LL@(10243) Not all the barriers were lifted, though, since it was difficult to find concrete, quantitatively oriented indicators. => Međutim, time nismo otklonili sve prepreke, jer je bilo veoma teško pronaći konkretne, kvantitativno opredeljene indikatore.
LL@(10244) The participants expected to be offered a set of indicators from which they would choose those they consider to be most adequate for their purposes. => Učesnici su očekivali da čemo im ponuditi skup indikatora iz kojeg će izabrati one koji su po njihovom mišljenju za njih najadekvatniji.
LL@(10245) The problem highlighted the need for a full solution model to be defined. => Teškoća nas je dovela do potrebe za defincijom celokupnog modela rešenja.
LL@(10246) The full knowledge of the local communities activities and of measuring performance requires to be formalized and the access should be granted to whoever is interested. => Ukupno znanje o delovanju lokalnih zajednica i merenju rezultata potrebno je formalizovati i zainteresovanima omogućiti pristup.
LL@(10247) At the time this paper was being prepared we were engaged in making an inventory and defining the indicators. => U vreme pripremanja ovog priloga bavimo se popisom i definisanjem indikatora.
LL@(10248) In addition to the issue of defining the set of indicators, the issue of defining the end goals emerged. => Pri tem se, pored problematike utvrđivanja skupa indikatora, ispoljiilo pitanje definisanja ciljnih vrednosti.
LL@(10249) Of great help in solving this problem was the presentation of performance with linguistic values that we determined for all those results that do not have any specific requirements and that still take the mean value to be the one from the previous periods, marked as good. => Pri prevazilaženju te teškoće od velike pomoći bila nam je prezentacija rezultata sa jezičkim vrednostima koje smo odredili za sve rezultate za koje ne postoje posebni zahtevi i kao srednju održavaju vrednost iz prethodnih perioda sa oznakom dobro.
LL@(10250) A general conclusion is that in the project planning we have underestimated the elements affecting the scope of work and the duration of the project, and to a large extent. => Generalna konstatacija jeste da smo u planiranju projekta elemente koji utiču na obim rada i trajanje projekta krepko potcenili.
LL@(10251) In the work in this field, the research work overlaps with the applicative development of the solution. => U radu na predstavljenom području istraživački rad prepliće se sa aplikativnim razvojem rešenja.
LL@(10252) In the field of reasearch we contributed the structure of the perspectives of the balanced scorecards systems for local communities and the solution to aggregating the values to the tree structure of the organizations and the indicators. => Na istraživačkom području doprineli smo struktruri vidika sistema uravnoteženih indikatora za lokalne zajednice i rešenje za agregiranje vrednosti drvnoj strukturi organizacije i indikatora.
LL@(10253) In the former case, we will continue our research and search for the balanced scorecard solutions to individual areas of the communal activities, while in the latter case we will introduce and test new methods for indicator aggregation and the presentation of performance. => Kod prvog nastavićemo istraživački rad traženjem rešenja SUI za pojedinačne oblasti delovanja zajednice, a kod drugog uvođenjem i proveravanjem novih metoda za agregiranje indikatora i predstavljanje rezultata.
LL@(10254) The applicative development of a full solution will require much work and funding. => Aplikativni razvoj celovitog rešenja nalagaće mnogo truda i znatna sredstva.
LL@(10255) The provision of sources for the development would certainly be much easier if cooperation among institutions from various countries were established. => Obezbeđivanje izvora za razvoj bi svakako bilo lakše kada bismo uspostavili saradnju institucija iz različitih zemalja.
LL@(10256) Hence, in conclusion, we invite all the researchers engaged in similar matter and planning similar projects to collaborate. => Stoga za kraj pozivamo na saradnju sve istraživače koji se bavite sličnim problemima i planirate slične projekte.
LL@(10257) The environment we offer for an exchange of knowledge and experience is the forum on the balanced scorecards solutions2. ~~~ REFERENCE Š1Ë Benčina, J., The use of fuzzy logic in coordinating investment projects in the public sector, Proceedings of Rijeka School of Economics: Journal of Economics and Business, Rijeka, 25/1 (2007) 113-136. => Kao prostor za razmenu mišljenja stavljamo na raspolaganje forum u testnom nameštanju rešenja sistema uravnoteženih indikatora2. LITERATURA Š1Ë Benčina, J., The use of fuzzy logic in coordina ting investment projects in the public sector, Proceedings of Rijeka School of Economics:
LL@(10258) Š2Ë Benčina, J., Web-based decision support system for the public sector comprising linguistic variables, Informatica, Ljubljana, 31/3 (2007) 311-323. ~~~ Š3Ë Benčina, J., Fuzzy trees in group decision support systems, Yugoslav journal of operations research, Beograd, (2009). => Journal of Economics and Business, Rijeka, 25/1 (2007) 113-136. Š2Ë Benčina, J., Web-based decision support system for the public sector comprising linguistic variables, Informatica, Ljubljana, 31/3 (2007) 311323. Š3Ë Benčina, J., Fuzzy trees in group decision sup port systems, Yugoslav journal of operations research, Beograd, (2009).
LL@(10259) Š4Ë Brinker, D., Das Modell der European Foundation of Quality Management (EFQM) und die Balanced Scorecards (BCS) abgestimmt einsetzen, 2007, <http://www.dbcconsult.de/downloads/EFQM%20und%20BSC.pdf>, accessed 10.08.2008. => Š4Ë Brinker, D., Das Modell der European Founda tion of Quality Management (EFQM) und die Balanced Scorecards (BCS) abgestimmt einsetzen, 2007, <http://www.dbc-consult.de/downloads/EFQM%20und%20BSC.pdf>, accessed 10.08.2008.
LL@(10260) Š5Ë Devjak, S., Peček, B., Koncepcija i razvojni program sistema pokazatelja budžetskog poslovanja u slovenačkim opštinama. => Š5Ë Devjak, S., Peček, B., Koncepcija i razvojni program sistema pokazatelja budžetskog poslovanja u slovenačkim opštinama.
LL@(10261) Management, Beograd, 7/32, (2003) 58-65. ~~~ Š6Ë The EFQM Excellence Model, 2008, <http://www.efqm.org>, accessed 10.08.2008. => Management, Beograd, 7/32, (2003) 58-65. Š6Ë The EFQM Excellence Model, 2008, <http://www.efqm.org>, accessed 10.08.2008.
LL@(10262) Š7Ë Epstein, P., Wray, L.: Community Balanced Scorecard and Effective Community Governance, Community Indicators Consortium Conference, Jacksonville, Florida, 2007, <www.resultsthatmatter.net/site/model/CommBalScd _CIC_Mar07-rev2_web.ppt>, dostop 07.08.2008. => Š7Ë Epstein, P., Wray, L.: ~~~ Community Balanced Scorecard and Effective Community Governance, Community Indicators Consortium Conference, Jacksonville, Florida, 2007, <www.resultsthatmatter.net/site/model/CommBalScd_CIC_Mar07rev2_web.ppt>, dostop 07.08.2008.
LL@(10263) Š8Ë Huggins, R., Davies, W.: European Competitiveness Index 2006, Robert Huggins Associates Ltd, Pontypridd, 2006, <http://www.cforic.org/downloads.php>, accessed 11.08.2008 2http://www.sqrbrowse.com/scorecards_beta/ Š9Ë Huggins, R., Izushi, H., Davies, W., Shougui, L., World Knowledge Competitiveness Index, Cardiff, Centre for International Competitiveness, Cardiff School of Management, University of Wales Institute, 2008, <http://www.cforic.org/downloads.php>, accessed 11.08.2008. ~~~ Š10Ë Kaplan, R.S., Norton, D.P., The strategy-focused or ganization : how balanced scorecard companies thrive in the new business environment, Harvard Business School Press, Boston, 2001. ~~~ Š11Ë Kavaš, D., et. => Š8Ë Huggins, R., Davies, W.: ~~~ European Competitiveness Index 2006, Robert Huggins Associates Ltd, Pontypridd, <http://www.cforic.org/downloads.php>, accessed 11.08.2008 2006, Š9Ë Huggins, R., Izushi, H., Davies, W., Shougui, L., World Knowledge Competitiveness Index, Cardiff, Centre for International Competitiveness, Cardiff School of Management, University of Wales Insti<http://www.cfotute, ric.org/downloads.php>, accessed 11.08.2008. 2008, Š10Ë Kaplan, R.S., Norton, D.P., The strategy-focused organization : how balanced scorecard companies 2http://www.sqrbrowse.com/scorecards_beta/ thrive in the new business environment, Harvard Business School Press, Boston, 2001. Š11Ë Kavaš, D., et. al., Razvoj orodij za oblikovanje in spremljanje politike regionalnega razvoja: raziskovalni projekt, Ljubljana, Inštitut za ekonomska raziskovanja:
LL@(10264) al., Razvoj orodij za oblikovanje in spremljanje politike regionalnega razvoja: raziskovalni projekt, Ljubljana, Inštitut za ekonomska raziskovanja: Center za mednarodno konkurenčnost: Urbanistični inštitut Republike Slovenije, 2005. => Center za mednarodno konkurenčnost:
LL@(10265) Š12Ë Kovač, P., Integracija modela odličnosti EFQM in sistema uravnoteženih kazalnikov BSC v javni upravi, Uprava, Ljubljana, 6/1 (2008) 57-76. ~~~ Š13Ë Modri trak, Razvojni potencial slovenskih občin, @upanska akademija, 2008, <http://www.zupanskaakademija.si/index.php?m=4&x=izpisi>, accessed 05.08.2008. => Urbanistični inštitut Republike Slovenije, 2005. Š12Ë Kovač, P., Integracija modela odličnosti EFQM in sistema uravnoteženih kazalnikov BSC v javni upravi, Uprava, Ljubljana, 6/1 (2008) 57-76. Š13Ë Modri trak, Razvojni potencial slovenskih občin, @upanska akademija, 2008, <http://www.zupanska-akademija.si/index.php?m=4&x=izpisi>, accessed 05.08.2008. ~~~ Š14Ë Niven, Paul R.:
LL@(10266) Š14Ë Niven, Paul R.: Balanced scorecard step-by-step for government and nonprofit agencies, Hoboken, Wiley, 2003. => Balanced scorecard step-by-step for government and nonprofit agencies, Hoboken, Wiley, 2003. Š15Ë New Performance Framework for Local Authorities & Local Authority Partnerships:
LL@(10267) Š15Ë New Performance Framework for Local Authorities & Local Authority Partnerships: Single Set of National Indicators, Department for Communities and Local Government, London, 2007, <http://www.communities.gov.uk/publications/localgovernment/nationalindicator>, accessed 06.08.2008. => Single Set of National Indicators, Department for Communities and Local Government, London, 2007, <http://www.communities.gov.uk/publications/localgovernment/nationalindicator>, accessed 06.08.2008.
LL@(10268) Š16Ë Cities of the future, global competition, local leader ship, PriceWaterhouse Coopers, 2005, <http://www.pwc.com/extweb/pwcpublications.nsf/do cid/6d6e19f6db793518ca25712d002a2e4a> accessed 06.08.2008. => Š16Ë Cities of the future, global competition, local leadership, PriceWaterhouse Coopers, 2005, <http://www.pwc.com/extweb/pwcpublications.nsf /docid/6d6e19f6db793518ca25712d002a2e4a> accessed 06.08.2008.
LL@(10269) Š17Ë Pečar, J., Kavaš, D., Metodologija izračuna indeksa razvojne ogroženosti za obdobje od 2007 do 2013, Delovni zvezek 6, UMAR, Ljubljana, 2006. => 
LL@(10270) Š18Ë Peček Bojan, Diskretne simulacije upravnih postop kov, Doktorska disertacija, Ekonomska fakulteta, Ljubljana, 2008. ~~~ Š19Ë Schönthaler, K., Andrian-Werburg, S., Spremljanje regionalnega razvoja v Alpah s pomočjo kazalnikov, DIAMONT, Projekt Interreg IIIB, Program Območje Alp, 2006, <http://www.uibk.ac.at/diamont/downloads/workpackages/folder_wp7_slovene. pdf>, accessed 05.08.2008 Š20Ë Wheelen, T.L., Hunger, J.D., Strategic management and business policy: entering 21st century global society, 6th ed., Addison-Wesley, Reading, 1998. => Š17Ë Pečar, J., Kavaš, D., Metodologija izračuna indeksa razvojne ogroženosti za obdobje od 2007 do 2013, Delovni zvezek 6, UMAR, Ljubljana, 2006. Š18Ë Peček Bojan, Diskretne simulacije upravnih postopkov, Doktorska disertacija, Ekonomska fakulteta, Ljubljana, 2008. Š19Ë Schönthaler, K., Andrian-Werburg, S., Spremljanje regionalnega razvoja v Alpah s pomočjo kazalnikov, DIAMONT, Projekt Interreg IIIB, Program 2006, < h t t p : / / w w w . u i b k . a c . a t / d i a mont/downloads/workpackages/folder_wp7_slovene.pdf>, accessed 05.08.2008 Območje Alp, Š20Ë Wheelen, T.L., Hunger, J.D., Strategic management and business policy: entering 21st century global society, 6th ed., Addison-Wesley, Reading, 1998. Š21Ë Zakon o spremembah in doplnitvah zakona o financiranju občin, Uradni list RS, št. 57/2008, 24. člen, 2008.
LL@(10271) Š21Ë Zakon o spremembah in doplnitvah zakona o finan ciranju občin, Uradni list RS, št. => Razumevanje problematike razvoja IS - uslov i predmet društvene odgovornosti za IS u Srbiji UDK:
LL@(10272) 57/2008, 24. člen, 2008. ~~~ IS Development Issues Understanding - a Condition and an Object of Social Responsibility for IS in Serbia UDC: 007:004 Mila Mitić Mihajlo Pupin Institute, Belgrade XI International Symposium SymOrg 2008, 10th - 13th. => 007:004 Mila Mitić Institut Mihajlo Pupin u Beogradu XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(10273) September 2008, Belgrade, Serbia The issue of social responsibility for information systems (IS) becomes more and more important. => Septembar 2008, Beograd, Srbija Pitanje društvene odgovornosti za informacione sisteme (IS) postaje sve značajnije.
LL@(10274) However, it is not easy to determine what a socially responsible IS development is and which responsibilities for IS should be delegated and to whom. => Međutim, nije lako utvrditi šta se smatra društveno odgovornim razvojem IS niti koje odgovornosti za IS i kome treba pripisati.
LL@(10275) Different views on IS nature and on their roles in organizations and society are the basis for different delegation of responsibility for IS. => Različita gledišta o prirodi i ulozi IS u organizacijama i društvu predstavljaju osnovu za različita pripisivanja odgovornosti za IS.
LL@(10276) Besides,a permanent improvement of information technology, permanent changes in organizations and society and an increasing IS connectivity make IS development and the problem of ascription of social responsibility for IS ever harder. => Osim toga, stalno unapređivanje informacionih tehnologija, stalne promene organizacija i društva i sve veća povezanost IS otežavaju razvoj IS i problem pripisivanja odgovornosti za IS.
LL@(10277) Understanding of IS development issues can be seen as a condition and as an object of social responsibility for IS. => Razumevanje problematike razvoja IS može da se posmatra kao uslov i kao predmet društvene odgovornosti za IS.
LL@(10278) This paper points out that aa socially responsible IS development requires an understanding of IS development issues and delegation of responsibility for building that understanding. => U ovom radu ukazuje se da je za društveno odgovoran razvoj IS potrebno razumevanje problema razvoja IS, kao i utvrđivanje odgovornosti za izgradnju tog razumevanja.
LL@(10279) The issues of a socialyz responsible IS development are illustrated on the case of the water information system (WIS) development in Serbia. => Problematika razvoja IS sa aspekta društvene odgovornosti osvetljena je na primeru razvoja vodoprivrednog informacionog sistema (VIS) u Srbiji.
LL@(10280) The paper is a contribution to an understanding of IS and information society development issues in Serbia and in that way it is a contribution to a socially responsible development of IS and information society. ~~~ 1. => Rad predstavlja doprinos razumevanju problematike razvoja IS i informacionog društva u Srbiji, a samim tim i doprinos njihovom društveno odgovornom razvoju. 1.
LL@(10281) Demand for social Responsibility for IS in serbia Information systems bring changes to both an individual, an organization and a society. => Potreba za društvenom odgovornošću za IS u Srbiji Informacioni sistemi (IS) donose promene pojedincu, organizaciji i društvu.
LL@(10282) Their development gives rise to numerous ethical issues as well. => Njihov razvoj donosi i brojne etičke probleme.
LL@(10283) The number and the critical importance of the ethical issues in the information technologies (IT) development, which is the basis of modern IS have led to establishing a specific research area - computer ethics. => Broj i ozbiljnost etičkih problema razvoja informacionih tehnologija (IT), na kojima se zasnivaju savremeni IS, doveli su do uspostavljanja posebne istraživačke oblasti - računarske etike.
LL@(10284) The computer ethics issues are frequently approached with a presumption that IT are ethically neutral tools and that ethical problems result solely from a wrong use or a misuse of IT. => Problemima računarske etike često se pristupa sa pretpostavkom da su IT etički neutralan alat i da etički problemi nastaju samo pogrešnim korišćenjem ili zloupotrebom IT.
LL@(10285) There are, however, arguments that IT are not ethically neutral, that they include the implicit rules of the profession of their creators, the industries that sell, install and support them (Š1Ë, Š2Ë). => Međutim, postoje gledišta da IT nisu etički neutralni, da su u njih ugrađena pravila struke njihovih tvoraca, industrija koje ih prodaju, instaliraju i podržavaju (Š1Ë, Š2Ë).
LL@(10286) Moreover, the lack of coordination between the presumptions implicitly built into the IT and the IS and those of their users are usually taken to be the causes of numrous failures of IS implementation projects in the developing countries. => Šta više, neusaglašenost pretpostavki implicitno ugrađenih u IT i IS i pretpostavki njihovih korisnika smatraju se razlogom brojnih neuspeha projekata uspostavljanja IS u zemljama u razvoju.
LL@(10287) There are also arguments, that integrating IT with the systems of human activities is the basic problem in the IT area and that the real cause of a high percentage of failed IS is the neglect of human environment, that is, of the entire social context (Š13Ë). => Postoje gledišta da je integrisanje IT sa sistemima ljudskih aktivnosti osnovni problem u oblasti IS i da je zanemarivanje ljudskog okruženja tj. punog društvenog konteksta osnovni razlog velikog procenta neuspešnih IS (Š3Ë).
LL@(10288) The direct IS users are usually left out of a decision making process concerning IS development. => 
LL@(10289) The information system, apart from having an impact upon its direct users, frequently affects other interested parties (stakeholders), whose interests, however, often fail to be taken into consideration in the IS development process. => 
LL@(10290) There is evidence that the errors related to the IS development tend to be repeated and that many seem to have learned how not to succeed with IS. => 
LL@(10291) One reason that the IS fail in a large number of cases is peoples' unwillingness to learn from the errors and take on the responsibility for the failure. => Direktni korisnici IS često ne učestvuju u donošenju odluka o njegovom razvoju.
LL@(10292) To eliminate this irresponsible and unethical behaviour that harms both the society in general and its individual members, it is necassary that a mechanism of social responsibility for IS should be established. => Informacioni sistem, osim na svoje direktne korisnike, često utiče i na druge zainteresovane grupe, čiji se interesi, međutim, često ne razmatraju u procesu razvoja IS. ponašanje, koje nanosi štetu društvu i njegovim članovima, potrebno je da se uspostavi mehanizam društvene odgovornosti za IS.
LL@(10293) Since in Serbia, despite all the attempts, the IS important for the functioning of the country and its citizens, supposed to be part of the national information infrastructure, i.e., the basics of information society, and recognized as such a decade back, have not yet been developed, it is of critical importance that social responsibility for IS in Serbia should be established. => S obzirom da u Srbiji, i pored učinjenih pokušaja, nisu razvijeni IS značajni za funkcionisanje zemlje i njene građane, koji bi trebalo da budu deo nacionalne informacione infrastrukture tj. osnove informacionog društva, a koji su kao takvi prepoznati još pre desetak godina, veoma je značajno uspostaviti društvenu odgovornost za IS u Srbiji.
LL@(10294) 2. => 2.
LL@(10295) The meaning of social Responsibility for IS - points At issue For purposes of an easier understanding of the paper, in the following section we offer a short survey of concepts related to responsibility, as well as of problems of responsibility assigning (ŠGreška: izvor podataka nije nađenË, Š4Ë, Š5Ë, Š6Ë). => Značenje društvene odgovornosti za IS sporna pitanja U ovoj sekciji, u cilju lakšeg razumevanja rada, dat je kratak prikaz pojmova vezanih za odgovornost, kao i problema pripisivanja odgovornosti (Š2Ë, Š4Ë, Š5Ë, Š6Ë).
LL@(10296) 2.1. => 2.1.
LL@(10297) The concept of responsibility In a most general sense, responsibility means the relationship between two parties. => Pojam odgovornost Odgovornost, u najopštijem smislu, označava odnos između dve strane.
LL@(10298) By its acting or its failing to act, one party affects the welfare of the other party and hence has to (should) answer for its conduct. => Jedna strana svojim delovanjem ili nedelovanjem utiče na dobrobit druge strane i zbog toga (treba da) odgovara za svoje ponašanje.
LL@(10299) Social responsibility means the responsibility towards the society. => Društvena odgovornost predstavlja odgovornost prema društvu.
LL@(10300) It is not an objective in itself, but a means to change the behaviour of people in order that a desired condition of the society be established - a good life for all. => Ona nije cilj po sebi već sredstvo za promenu ponašanja ljudi u cilju formiranja poželjnog stanja u društvu dobrog života za sve.
LL@(10301)  => Uočeno je da se ponavljaju greške vezane za razvoj IS i da su izgleda mnogi naučili da ne uspeju sa IS.
LL@(10302)  => Jednim od razloga brojnih neuspeha IS smatra se nespremnost da se uči iz grešaka i da se preuzme odgovornost za neuspeh.
LL@(10303) There are various dimensions and conditions of responsibility. => Da bi se eliminisalo to neodgovorno i neetičko Razlikuju se dimenzije i uslovi odgovornosti.
LL@(10304) The dimensions of responsibility are: the subject, the object and the authority of responsibility. => Dimenzije odgovornosti su: subjekat, predmet i autoritet odgovornosti.
LL@(10305) The subject of responsibility denotes the one who is responsible, whereas the object denotes what is the subject responsible for. => Subjekat odgovornosti označava ko je odgovoran, a predmet odgovornosti za šta je subjekat odgovoran.
LL@(10306) In other words, the responsibility for an object of responsibility is delegated to the subject of responsibility. => Drugim rečima, odgovornost za neki predmet odgovornosti pripisuje se subjektu odgovornosti.
LL@(10307) The objective of delegating responsibility cannot be achieved without the authority of responsibility - an individual or an institution in charge of the rules and the validity of delegating a certain responsibility, nor can it be achieved without the support provided to a socially responsible behaviour. => Cilj pripisivanja odgovornosti ne može da se ostvari bez autoriteta odgovornosti - osobe ili institucije koja brine o pravilima i valjanosti pripisivanja određene odgovornosti, kao i podršci društveno odgovornom ponašanju.
LL@(10308) Responsibility can be delegated only if certain conditions are fulfilled - if there is a causality as well as the awareness of the causality, the freedom of will and choice, the power to act and certain personal qualities of the subject. => Odgovornost može da se pripiše samo ako su zadovoljeni određeni uslovi ako postoji uzročnost i svest o njoj, sloboda volje i izbora, moć delovanja i određena lična svojstva subjekta.
LL@(10309) In order that responsibility be delegated to the subject, there must exist a cause-effect relation between the subject and the object of responsibility. => Da bi se odgovornost pripisala subjektu, mora da postoji uzročna veza između njega i predmeta odgovornosti.
LL@(10310) The subject has to be aware that his behaviour may have an effect upon the object of responsibility. => Subjekat mora da bude svestan da svojim ponašanjem može da utiče na predmet odgovornosti.
LL@(10311) The subject of responsibility, furthermore, has to be capable of behaving in a responsible manner -he/she/it must have the freedom of will, the freedom of choice and the opportunity to act, as well as the power of controlling what he is responsible for. => Subjekat odgovornosti, dalje, mora da bude u stanju da se odgovorno ponaša on mora da ima slobodu volje, slobodu izbora i mogućnost delovanja, kao i moć da upravlja onim za šta je odgovoran.
LL@(10312) The greater the subject's power, the greater his/its responsibility. => Odgovornost subjekta raste sa povećanjem njegove moći.
LL@(10313) The subject can be responsible only if he/it has certain qualities. => Subjekat može da bude odgovoran samo ako poseduje određena svojstva.
LL@(10314) Emotions are an important precondition of responsibility, since a person without feelings for others and without self-respect cannot be a responsible member of a society. => Posedovanje emocija je važan uslov odgovornosti jer odgovoran član društva ne može da bude osoba bez osećaja za druge i bez poštovanja same sebe.
LL@(10315) Also important in delegating responsibility are the nature of the subject's intention and the extent of that intention, as well as the subject's knowledge of how to anticipate the outcomes of his own behaviour. => Za pripisivanje odgovornosti bitna je i priroda namere subjekta i stepen te namere, kao i znanje subjekta da predvidi ishod sopstvenog ponašanja.
LL@(10316) Hence a socially responsible subject should be capable of learning. => Zbog toga društveno odgovoran subjekat treba da ima sposobnost učenja.
LL@(10317) He has to observe the events and behaviours in his environment, learn from errors and change his behaviour in accordance with the understanding he achieved. => On mora da opaža događaje i ponašanja u sopstvenom okruženju, uči iz grešaka i menja ponašanje u skladu sa izgrađenim razumevanjem. 2.
LL@(10318) 2.2. ~~~ The problems in responsibility delegation The problems in responsibility delegating are those related to identifying the subjct and the object of responsibility. => Problemi pripisivanja odgovornosti Problemi pripisivanja odgovornosti su problemi vezani za utvrđivanje subjekta i predmeta odgovornosti, kao i praćenja odgovornog ponašanja.
LL@(10319) The problems of identifying the subject of responsi bility arise mainly due to the subject's failure to fulfill the conditions of responsibility. => Problemi utvrđivanja subjekta odgovornosti nastaju uglavnom zbog nemogućnosti subjekta da zadovolji uslove odgovornosti.
LL@(10320) Earlier, the responsibility used to be delegated to an individual, as it was thought that only man, as an ethical being, feels he has to answer for his behaviour. => Ranije je odgovornost pripisivana pojedincu jer se smatralo da jedino čovek, kao moralno biće, ima osećaj potrebe da odgovara za svoje ponašanje.
LL@(10321) Due to the conditions of an increasing complexity and interrelations, the individual has no knowledge of the cause-effect chain between himself and the object of responsibility, nor does he have the power to control the flow of events in this chain. => Međutim, u savremenom svetu pojedinac često ne može da ispuni sve uslove odgovornosti. ~~~ Zbog sve veće složenosti i međusobne povezanosti, pojedinac nema znanja o lancu uzročnih veza između njega i predmeta odgovornosti, kao ni moć da upravlja dešavanjima u tom lancu.
LL@(10322) In recent years, the social responsibility of organizations has been increasingly debated. => U novije vreme sve više se govori o društvenoj odgovornosti organizacija.
LL@(10323) In many cases the organizations fulfill their responsibilities more efficiently compared to the individuals. => Organizacije u mnogim slučajevima ispunjavaju uslove odgovornosti bolje od pojedinaca.
LL@(10324) Compared to an individual, the organization has generally more power, it can develop a greater capability of perception, of learning and of making relevant decisions. => Organizacija, u poređenju sa pojedincem, uglavnom ima veću moć, može da izgradi veću sposobnost opažanja i učenja i donošenja relevantnih odluka.
LL@(10325) Besides, organization generally lives longer than an individual. => Osim toga, organizacija obično duže živi od pojedinca.
LL@(10326) The organizational acceptance of responsibility, that is, group responsibility raised the issue of the opportunity for the responsibility of other, not so well-organized groups. => Prihvatanje odgovornosti organizacija tj. grupne odgovornosti otvorilo je pitanje mogućnosti odgovornosti drugih, manje organizovanih grupa.
LL@(10327) The basic points of issue of group responsibility are the group member's responsibility (whether it is only the group that is responsible or its member, too) and the relationship between the member's responsibility and the responsibility of the group (whether the group responsibility is greater than the sum of responsibilities of its members). => Osnovna sporna pitanja grupne odgovornosti su odgovornost člana grupe (da li je odgovorna samo grupa ili i njen član) i odnos odgovornosti člana i odgovornosti grupe (da li je odgovornost grupe veća od sume odgovornosti njenih članova).
LL@(10328) Besides, a serious problem of group responsibility is delegating responsibility for an activity with cumulative effects (effects evolving from a longer period of duration of the activity) since it is very difficult, if not impossible, to specify causality relations for such an activity. => Osim toga, velik problem grupne odgovornosti je pripisivanje odgovornosti za akciju sa kumulativnim efektima (efektima koji nastaju u dužem periodu obavljanja aktivnosti) jer je za takvu akciju veoma teško ili nemoguće utvrditi uzročne veze.
LL@(10329) Another problem of specifying the subject of responsibility is the problem of indirect responsibility. => U probleme utvrđivanja subjekta odgovornosti ubraja se i problem indirektne odgovornosti.
LL@(10330) The subject is indirectly responsible if he has an indirect impact upon the object of responsibility, e.g., if he tries to change the behaviour of other subjects of responsibility in order to avoid or diminish the undesirable outcome of their actions. => Indirektno odgovoran je subjekat koji može da utiče na predmet odgovornosti indirektno, npr. pokušajem promene ponašanja drugih subjekata odgovornosti, u cilju izbegavanja ili umanjenja nepoželjnog ishoda njihovih akcija.
LL@(10331) For example, indirectly responsible is the consultant who did not inform the decision makers on the possible adverse consequences of their decision. => Na primer, indirektno odgovoran mogao bi da bude konsultant koji nije informisao donosioce odluka o mogućim nepoželjnim posledicama njihove odluke.
LL@(10332) The points of issue in defining the subject of responsibility are the following: which type of behaviour and which types of outcomes of the subject's behaviour the responsibility should be delegated for. => Sporna pitanja utvđivanja predmeta odgovornosti su: za koju vrstu ponašanja i za koje vrste ishoda ponašanja subjekta treba pripisivati odgovornost.
LL@(10333) Responsibility is usually delegated for actions, however, there are some who claim that responsibility should be delegated for failing to act as well. => Odgovornost se obično pripisuje za akcije, ali smatra se da bi odgovornost trebalo pripisivati i za nedelovanje.
LL@(10334) Responsibility is usually delegated for planned outcomes. => Odgovornost se obično pripisuje za planirane ishode.
LL@(10335) A point of issue, though, is whether the object of responsibility includes the consequences that were not planned, and under which condi tions this can be done. => Sporno je, međutim, pitanje da li su i neplanirane posledice i pod kojim uslovima predmet odgovornosti.
LL@(10336) Similarly, a point of issue is whether cumulative effects can be taken as the object of responsibility. => Slično, sporno pitanje je i da li su kumulativni efekti predmet odgovornosti.
LL@(10337) The object of responsibility can also be the ability to be the subject of responsibility. => Predmet odgovornosti može da bude i sposobnost da se bude subjekat odgovornosti.
LL@(10338) Given that education plays a vitally important role in ensuring the development of responsible subjects of a society, raising a responsible subject can be viewed as the object of group responsibility, even the responsibility of the society as a whole. => S obzirom da obrazovanje ima jako važnu ulogu u omogućavanju razvoja odgovornih subjekata društva, formiranje odgovornog subjekta može da se posmatra kao predmet grupne odgovornosti, čak i odgovornosti čitavog društva.
LL@(10339) Besides, the very subject of a certain responsibility can be deemed responsible for the development of his own capabilities as the subject of responsibility, e.g., for permanent training in order that should be capable of accomplishing the tasks delegated to him by the society. => Osim toga, i sam subjekat neke odgovornosti može da bude odgovoran za razvoj sopstvene sposobnosti kao subjekta odgovornosti, npr. za stalno obrazovanje u cilju obavljanja poverenih uloga u društvu.
LL@(10340) The problems related to the authority of responsibility are also numerous. => Problemi koji se odnose na autoritet odgovornosti takođe su brojni.
LL@(10341) The authority of responsibility should accept to take care of responsibility. => Autoritet odgovornosti treba da prihvati da brine o odgovornosti.
LL@(10342) He has to have the power of improving responsibility. => On mora da ima moć da unapređuje odgovornost.
LL@(10343) In the process of improvement of the socially responsible behaviour he is in charge of, the authority of responsibility is faced with the problem of acceptability of universal rules of a socially responsible behaviour. => U procesu unapređenja društveno odgovornog ponašanja za koje je zadužen, autoritet odgovornosti suočava se sa problemom prihvatljivosti univerzalnih pravila društveno odgovornog ponašanja.
LL@(10344) One problem of authority is also the problem of the validity of the estimate of responsibility. => U probleme autoriteta ubraja se i problem valja nosti ocene odgovornosti.
LL@(10345) Responsibility depends on the extent to which the conditions for responsibility are fulfilled, which is interpreted by this authority. => Odgovornost zavisi od stepena zadovoljenja uslova odgovornosti, koji autoritet tumači.
LL@(10346) The interpretation of the authority, as an external observer, may differ from the feeling of the subject of responsibility. => Tumačenje autoriteta, kao spoljašnjeg posmatrača, može da se razlikuje od osećaja subjekta odgovornosti.
LL@(10347) For example, if the authority perceives a larger number of possible actions compared to the subject, his estimate of the freedom of choice will be higher compared to the freedom of choice the subject really felt. => Na primer, ako autoritet uočava više mogućih akcija nego subjekat, njegova ocena slobode izbora biće veća od slobode izbora koju je subjekat osećao.
LL@(10348) On the other hand, the subject may feel free to choose the actions, while the authority, who finds it easy to predict his actions, assumes that he has no freedom of choice. ~~~ 2.3. => S druge strane, subjekat može da se oseća slobodnim u izboru akcija, a da autoritet, koji lako predviđa sve njegove akcije, pretpostavlja da on nema slobodu izbora. 2.
LL@(10349) Responsibility for IS The problems in delegating responsibility in general are present in the case of delegating responsibility for IS, too. => Odgovornost za IS Problemi pripisivanja odgovornosti u opštem slučaju postoje i u slučaju pripisivanja odgovornosti za IS.
LL@(10350) Due to a continual development of IT, the permanent organizational and social change and increasing interrelations between IS, the development of the IS and the problem of delegating responsibility for IS become ever more difficult. => Zbog stalnog razvoja IT, stalnih promena organizacija i društva i sve veće povezanosti IS, razvoj IS i problem pripisivanja odgovornosti za IS postaju sve teži.
LL@(10351) The responsibility for IS is most often delegated to the IS designer/developer, despite the fact that such approach is wrong. => Odgovornost za IS najčešće se pripisuje projektantu IS mada je davno ukazano na pogrešnost tog pristupa.
LL@(10352) The director of the organization, who is often found responsible for the work of the organization, cannot be delegated responsibility for IS since he does not fulfill all the conditions of responsibility - he has no necessary knowledge of IS. => Direktoru organizacije, koji se često smatra odgovornim za rad organizacije, ne može da se pripiše odgovornost za IS jer on ne ispunjava sve uslove odgovornosti - nema potrebna znanja o IS.
LL@(10353) Other individuals, participants in its development, e.g., programmers, hardware experts, system analysts, individuals from the IS user organization that define the requirements for IS can also be deemed responsible for IS. => Odgovornim za IS mogli bi se smatrati i drugi pojedinci, učesnici u njegovom razvoju, npr. programeri, stručnjaci za hardver, sistem analitičari, pojedinci iz organizacije korisnika IS koji određuju zahteve za IS.
LL@(10354) An individual, however, cannot understand all the relations between IS and other systems, be knowledgeable of all the consequences of his decisions, nor does he have the power to control all the events vital in the IS development and operation. => Međutim, pojedinac ne može da shvati sve veze IS sa drugim sistemima, da ima znanja o svim posledicama svoje odluke, niti moć da upravlja svim događajima bitnim za razvoj i rad IS.
LL@(10355) Furthermore, the individual, in the organization in which he is employed, is not always free to take the action he finds desirable. => Osim toga, pojedinac, u organizaciji u kojoj je zaposlen, nema uvek slobodu da preduzime akciju koju on smatra poželjnom.
LL@(10356) The individual's freedom of choice and power of action are even smaller when he develops IS for the organization he is not employed in, since the rules of work in the organization and the expectations of its members mean an additional limitation to his activities. => Sloboda izbora i moć delovanja pojedinca su još manji kada razvija IS za organizaciju u kojoj nije zaposlen jer pravila rada te organizacije i očekivanja njenih članova dodatno ograničavaju njegovo delovanje.
LL@(10357) Given that technology is often understood as the application of science, the responsibility for IS can be delegated primarily to researchers, and then to the experts in the IT and IS areas. => S obzirom da se tehnologija često shvata kao primena nauke, odgovornost za IS mogla bi se pripiše najpre istraživačima, a zatim stručnjacima u oblasti IT i IS.
LL@(10358) Due to the fact, however, that human knowledge is limited, the researches cannot be responsible for all the results of their work either. => Međutim, zbog granica ljudskog znanja, ni istraživači ne mogu da budu odgovorni za sve rezultate sopstvenog rada.
LL@(10359) Moreover, practice is usually ahead of theory in the IS area - experts invent and develop new practical possibilities, without waiting for the results of respective research. => Osim toga, u oblasti IS praksa često prethodi teoriji - stručnjaci pronalaze i razvijaju nove praktične mogućnosti ne čekajući rezultate odgovarajućih istraživanja.
LL@(10360) In other words, having in mind the nature of modern IS, no individual can fulfill all the conditions of responsibility for the entire IS. => Drugim rečima, s obzirom na prirodu savremenih IS nijedan pojedinac ne može da zadovolji sve uslove odgovornosti za čitav IS.
LL@(10361) The individual can be deemed responsible for only certain aspects of IS. => Pojedinac bi mogao da se smatra odgovornim samo za neki aspekt IS.
LL@(10362) For example, a software engineer can be responsible for the quality of software, not for the entire IS. => Na primer, softverski inženjer može da bude odgovoran za kvalitet softvera, a ne za čitav IS.
LL@(10363) Organizational responsibility for IS can be delegated to the organizations engaged in certain activities in the IS area, e.g., in the delivery of services or in software or hardware supply. => Organizaciona odgovornost za IS mogla bi da se pripiše organizacijama koje se bave nekom od delatnosti u oblasti IS, npr. pružanjem usluga ili proizvodnjom softvera ili hardvera.
LL@(10364) They certainly do have an impact upon the events on the market, can develop an understanding of the IS development and operation on the basis of the acumulated experience, as well as understand the importance and relevance of new IT. => One svakako utiču na događanja na tržištu, mogu da izgrade razumevanje problema razvoja i rada IS na osnovu stečenog iskustva, kao i da shvate značaj i relevantnost novih IT.
LL@(10365) The prospective candidates for the subjects of group responsibility for IS can be various user groups or professional groups interested in IS since they can have an impact upon some aspects of IS. => Potencijalni kandidati za subjekte grupne odgovornosti za IS mogle bi da budu razne grupe korisnika ili profesionalne grupe zainteresovane za IS jer mogu da utiču na neke aspekte IS.
LL@(10366) The organization for which an IS is developed can also be deemed responsible for IS. => Odgovornom za IS mogla bi da se smatra i organizacija za koju se razvija IS.
LL@(10367) In order that the problem of delegating responsibility for IS be overcome, a reflective responsibility for IS, e.g., a responsible process of delegating responsibility for IS is proposed. => U cilju prevazilaženja problema pripisivanja odgovornosti za IS, predlaže se reflektivna odgovornost za IS tj. odgovoran proces pripisivanje odgovornosti za IS.
LL@(10368) The reflective responsibility assumes that the process of delegating responsibility it self is open to change, that is, that all the stakeholders should be involved, as well as that problems should be discussed freely and the existing decisions on assigned responsibilities can be changed if necessary. => Reflektivna odgovornost pretpostavlja da je sam proces pripisivanja odgovornosti otvoren za promenu tj. da treba da se uključe sve zainteresovane strane i da se otvoreno razmatraju problemi i po potrebi menjaju već pripisane odgovornosti.
LL@(10369) In other words, reflective responsibility for IS means permanent negotiations of all interested in IS. => Drugim rečima, reflektivna odgovornost za IS znači stalno pregovaranje svih zainteresovanih za IS.
LL@(10370) In practice, it looks like a discourse on the current state of affairs and the norms implemented, in which all the interested parties are in a position to express their standpoint. => Ona u praksi liči na diskurs u kojem se raspravlja o tekućem stanju i normama koje se primenjuju i u kojem sve zainteresovane strane imaju mogućnost da iznesu svoje mišljenje.
LL@(10371) The discourse starts the moment the responsibility problem is perceived. => Diskurs započinje kada se uoči problem odgovornosti.
LL@(10372) The goal of the discourse is the development of a common understanding of cause-effect chains of responsibility and an explicit delegation of responsibility on the basis of so developed understanding, agreed upon by all the parties interested in IS. => Cilj diskursa je izgradnja zajedničkog razumevanja uzročnih lanaca odgovornosti i eksplicitno pripisivanje odgovornosti na osnovu izgrađenog razumevanja, sa kojima se slažu sve zainteresovane strane za IS.
LL@(10373) In case new knowledge gained by those interested in IS endanger the agreement reached, a new discourse begins. => U slučaju da nova saznanja zainteresovanih za IS ugroze postignuto slaganje, započinje se novi diskurs. 3.
LL@(10374) 3. ~~~ Understanding of IS Development issues - condition of responsibility for IS The common understanding of reality is an element of a universal basis of responsibility for IS (Š2Ë). => Razumevanje problematike razvoja IS uslov odgovornosti za IS Zajedničko razumevanje stvarnosti predstavlja element univerzalne osnove odgovornosti za IS (Š2Ë).
LL@(10375) Since knowledge is one condition of responsiblity, the common understanding of the IS development issues shared by all the IS stakeholders can be regarded as a universal condition of responsibility for IS. => S obzirom da znanje predstavlja jedan od uslova odgovornosti, zajedničko razumevanje problematike razvoja IS svih zainteresovanih za IS može da se smatra univerzalnim uslovom odgovornosti za IS.
LL@(10376) The IS area is a new scientific discipline with a plethora of problems to solve. => Oblast IS je mlada naučna disciplina, sa mnogo problema.
LL@(10377) We have various attitudes as to the nature of IS, the role they play in both the organization and the society, the approach to their development, the roles of individual participants in their development, the factors of their success. => Postoje različita gledišta o prirodi IS, ulozi koju oni imaju u organizaciji i društvu, pristupu njihovom razvoju, ulogama pojedinih učesnika u njihovom razvoju, faktorima njihovog uspeha.
LL@(10378) In dependance of these attitudes, the responsibility for IS is delegated in different ways. => Različita gledišta vode do različitog pripisivanja odgovornosti za IS.
LL@(10379) Information systems are generally regarded as technical systems. => Informacioni sistemi se često posmatraju kao tehnički sistemi.
LL@(10380) At times they are equalled to IT. => Ponekad se izjednačavaju sa IT.
LL@(10381) The problems in the use of IS made researchers conclude that IS are technical systems with social consequences. => Problemi korišćenja IS doveli su do shvatanja da su IS tehnički si stemi sa društvenim posledicama.
LL@(10382) The attitude that is increasingly prevailing is, however, that IS are not technical, but social systems. => Širi se, međutim, gledište da IS nisu tehnički već društveni sistemi.
LL@(10383) An information system is viewed as a concrete sample of IT in an organization or a society, as a system evolving out of the interactions between IT and the organization, that is, in the interactions among the social, the technical and the knowledge systems. => Informacioni sistem se posmatra kao konkretan primerak IT u organizaciji ili društvu, kao sistem koji nastaje iz interakcija IT i organizacije, odnosno u međusobnim interakcijama društvenog, tehničkog i sistema znanja.
LL@(10384) IS are not merely a tool of a modern organization; they are an information infrastructure, that is, the organization itself (Š3Ë, Š7Ë, Š8Ë). => Ukazuje se da IS nisu samo alat savremene organizacije, već informaciona infrastruktura odnosno sama organizacija (Š3Ë, Š7Ë, Š8Ë).
LL@(10385) The modern IS cannot be imagined without IT, however, to understand the issues of IS development and discuss a responsible development of IS, it is necessary that those definitions should be analysed that do not assume that IS is based on IT. => Mada savremeni IS ne mogu da se zamisle bez IT, u cilju razumevanja problematike razvoja IS i razmatranja odgovornog razvoja IS prikladno je razmotriti definicije koje ne pretpostavljaju da se IS zasniva na IT.
LL@(10386) These definitions point to certain elements which are usually neglected, due to our infatuation with what modern IT can do. => Te definicije ukazuju na elemente koji se, zbog opčinjenosti mogućnostima savremenih IT, često zanemaruju.
LL@(10387) For example, according to one definition, the key IS element is an individual who, in order to solve the problems in an organizational context, needs the files to be presented in the way that corresponds to his/her psychological type (Š9Ë). => Na primer, prema jednoj od definicija, ključni element IS je osoba kojoj za rešavanje problema u nekom organizacionom kontekstu treba evidencija prikazana na način koji odgovara njenom psihološkom tipu (Š9Ë).
LL@(10388) Different attitudes of the nature of IS brought forth the development of different paradigms and approaches to the IS development. => Različiti pogledi o prirodi IS uzrokovali su razvoj različitih paradigmi i pristupa razvoju IS.
LL@(10389) The majority of conventional approaches to the development of IS do not include the tools and the knowledge for working with social processes. => Većina konvencionalnih pristupa razvoju IS ne obuhvata alate ni znanje za rad sa društvenim procesima.
LL@(10390) The majority of technologies highlights only thechnical and rational issues. => Većina metodologija ukazuje samo na tehnička ili racionalna pitanja.
LL@(10391) The use of the paradigm of natural sciences often results in neglecting the key elements, that is, man and his life. => Često se zbog korišćenja paradigme prirodnih nauka zanemaruju ključni elementi tj. čovek i njegov život.
LL@(10392) Man is regarded as a machine, as one of operative components of the system that needs to be tuned, adjusted to IT, not as a human being with a purpose, a will, one to whom IS should serve instead of him being adjusted (serving) to them. => Čovek se posmatra kao mašina, kao jedna od operativnih komponenata sistema koja treba da se podesi, prilagodi IT, a ne kao biće koje ima svrhu, volju, kojem IT treba da služe umesto da se on prilagođava (služi) njima.
LL@(10393) The designer often develops an IS that corresponds to his own psychological type, not to the psychological type of the IS users. => Projektant često gradi IS koji odgovara njegovom sopstvenom psihološkom tipu, a ne psihološkom tipu korisnika IS.
LL@(10394) Such approaches prevent us from understanding the phenomenon of the encounter between the technology and the organization; i.e., understanding that the organization, a host, and the IT, a guest, enter the process of mutual formation (Š3Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë). => Takvi pristupi ne omogućavaju da se shvati fenomen susreta tehnologije i organizacije tj. da se shvati da organizacija kao domaćin i IT kao gost ulaze u proces uzajamnog formiranja (Š3Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë).
LL@(10395) Neglect of the lack of understanding of the human environment, that is, the full social context of IS which includes the organizational, social, political and ethical aspects important in accepting and implementation of IT, is considered to be an important cause of IS failure (Š3Ë). => Zanemarivanje ili nerazumevanje ljudskog okruženja tj. punog društvenog konteksta IS, koje obuhvata organizacione, društvene, političke i etičke aspekte značajne za prihvatanje i korišćenje IT, smatra se značajnim razlogom neuspeha IS (Š3Ë).
LL@(10396) The coventional, non-system approaches recognize neither contradicting interests, information policies that result from the behaviour of the members of the organization for the purpose of maintaining their own power, nor the emergence of unpredicted events and consequences. => Konvencionalni, nesistemski pristupi ne prepoznaju suprotstavljene interese, informacione politike koje nastaju kao rezultat ponašanja članova organizacije u cilju održanja sopstvene moći, kao ni pojavu nepredviđenih događaja i posledica. nosno on je odgovoran za IS.
LL@(10397) The IS development method often defines the role, the liabilities and the responsibilities of the participants in the IS development. => 
LL@(10398) For example, according to the method that assumes that there is an objective reality characterised by order, the designer is an expert that analyses the problem, finds the proper answer and offers a solution, namely, he is responsible for IS. => 
LL@(10399) The methods that deal with human environment and understand IS as organizational intervention, assume the role of the designer in a different way - for example, together with the future users of IS, he tests the needs and and possibilities to improve the organization by IT implementation. => Metodi koji razmatraju ljudsko okruženje i shvataju IS kao organizacionu intervenciju, pretpostavljaju drugačiju ulogu projektanta npr. on sa budućim korisnicima IS preispituje potrebe i mogućnosti unapređenja organizacije primenom IT.
LL@(10400) A socially responsible IS expert abandons the insignia of the priest of high technology as well as an unintelligible technical vocabulary. => Društveno odgovoran IS stručnjak odbacuje barjak sveštenika visoke tehnologije i nerazumljiv tehnički rečnik.
LL@(10401) He digs into the users business operations and his needs for the purpose of building mutual/common understanding of the situation and finding out what kind of IS is required and which changes it can bring. => On uranja u poslovanje korisnika i njegove potrebe u cilju izgradnje zajedničkog razumevanja situacije i shvatanja kakav je IS potreban i kakve promene on donosi.
LL@(10402) Such approaches, however, require a non-engineering view of the world and a change in behaviour. => Takvi pristupi zahtevaju, međutim, neinženjerski pogled na svet i promenu ponašanja.
LL@(10403) These changes are by no means easy to achieve. => Te promene nisu lake.
LL@(10404) It is necessary that the designers and the users work together as partners, not as providers and clients for the technology. => Potrebno je da projektanti i korisnici rade zajedno kao partneri a ne kao provajderi odnosno klijenti tehnologije.
LL@(10405) These relations of mutual partnership are built in time. => Ti odnosi uzajamnog partnerstva grade se vremenom.
LL@(10406) This, of course, requires that the role of the users change and that they should be largely engaged in cultivating the human environment (Š3Ë,Š11Ë) . => To, naravno, zahteva i drugačiju ulogu korisnika i njihovo veliko angažovanje u negovanju ljudskog okruženja (Š3Ë, Š11Ë).
LL@(10407) 4. => 4.
LL@(10408) Understanding of IS Development issues - object Of responsibility for IS Knowledge for life and work is becoming increasingly important, hence knowledge is considered to be a must, the object of social responsibility (Š13Ë). => Razumevanje problematike razvoja IS predmet odgovornosti za IS S obzirom da značaj znanja za život i rad postaje sve veći, veruje se da znanje treba smatrati obavezom tj. predmetom društvene odgovornosti (Š13Ë).
LL@(10409) Therefore, knowledge of the IS development issues, as a precondition of a socially responsible IS development, should be the object of social responsibility. => Prema tome, znanje o problematici razvoja IS, kao uslov društveno odgovornog razvoja IS, treba da bude predmet društvene odgovornosti.
LL@(10410) It is necessary to determine who is responsible and which responsibilities he has in building the understanding of the IS development issues. => Treba da se utvrdi ko i koje odgovornosti ima za izgradnju razumevanja problematike razvoja IS.
LL@(10411) Since knowledge is achieved through formal education, through research processes and through permanent learning, it is necessary that responsibilities for these processes be delegated. => S obzirom da se znanje stiče formalnim obrazovanjem, procesima istraživanja i stalnim učenjem, neophodno je da se pripišu odgovornosti za te procese.
LL@(10412) The formal education for IS often offers only technical knowledge which does not meet all the needs of an IS expert (Š14Ë). => Formalno obrazovanje za IS često nudi samo tehnička znanja, koja IS stručnjaku nisu dovoljna (Š14Ë).
LL@(10413) In his practice, the socially responsible IS expert encounters the questions the answers to which are not always known, therefore it is necessary that the education system should develop a competence in an individual to find answers to such questions and to be able to ask similar questions himself (Š15Ë). => S obzirom da se društveno odgovoran stručnjak za IS u praksi susreće sa pitanjima čiji odgovori nisu uvek poznati, potrebno je da obrazovni sistem izgradi sposobnost pojedinca da pronalazi odgovore na takva pitanja i da sam postavlja takva pitanja (Š15Ë).
LL@(10414) To meet the criteria for getting higher degrees and titles in the field of research and science, many IS researchers often choose to deal with simple issues, even in cases when they are aware that it is necessary to conduct more difficult and more complex research (Š16Ë). => Mnogi istraživači u oblasti IS se često, u cilju zadovoljenja kriterijuma za dobijanje istraživačkih i naučnih zvanja, bave lakšim problemima, čak i kada su svesni neophodnosti težih i složenijih istraživanja (Š16Ë).
LL@(10415) The consequence is that the society is left not only without proper solutions to real problems, but is often quite unaware that these problems are present. => Zbog toga društvo ne samo da nema rešenja pravih problema već često nema ni svest o problemima.
LL@(10416) Fast changes in IT demand that the IS experts continually upgrade their technical knowledge. => Metod razvoja IS često određuje ulogu, obaveze i odgovornosti učesnika u razvoju IS.
LL@(10417)  => Na primer, prema metodu koji pretpostavlja da postoji objektivna stvarnost u kojoj vlada red, projektant je ekspert koji analizira problem, nalazi pravi odgovor i daje rešenje, od Brze promene IT zahtevaju od stručnjaka za IS da stalno unapređuju svoja tehnička znanja.
LL@(10418) When they realize that mere technical knowledge is not a qualification enough to work in the field, they resist to acquiring other necessary knowledge for fear they will lose their technological competence (Š3Ë). => Kada shvate da im za rad nisu dovoljna samo tehnička znanja, oni pružaju otpor ovladavanju drugim, potrebnim znanjima u strahu da će izgubiti tehnološku kompetentnost (Š3Ë).
LL@(10419) Understanding of IS issues, therefore, is an important object of social competence. ~~~ 5. => Prema tome, razumevanje problematike razvoja IS predstavlja značajan predmet društvene odgovornosti. 5.
LL@(10420) Wis development in serbia and social responsibility Social responsibility is, by a rule, delegated in advance. => Razvoj VISa u Srbiji i društvena odgovornost Društvena odgovornost se, po pravilu, određuje unapred.
LL@(10421) The responsibility for the consequences of the actions or the consequences of failing to take action may, however, be discussed backwards, in order to clarify the current situations and improve the effects of future actions (Š2Ë). => Međutim, odgovornost za posledice akcije ili posledice nepreduzimanja akcije može da se razmatra i unazad u cilju pojašnjenja postojećih situacija i poboljšanja efekata budućih akcija (Š2Ë).
LL@(10422) This paper deals with the social responsibility aspects of the development of water supply information system (WIS) in Serbia, for the purpose of clarifying the IS development issues. => U ovom radu, u cilju pojašnjenja problema razvoja IS, razmatra se dosadašnji razvoj vodoprivrednog informacionog sistema (VIS) u Srbiji sa aspekta društvene odgovornosti.
LL@(10423) The Water power resources management of Serbia does not have an IS established, although much has been done on its development. => Vodoprivreda Srbije nema uspostavljen IS mada je na njegovom razvoju dosta rađeno.
LL@(10424) This paper presents a short review of the WIS development. => U radu je dat kratak prikaz razvoja VISa.
LL@(10425) The review is more detailed for more recent activities in which the author partisipated in person (which allowed for a more profound understanding of the gravity of the problems in WIS development). => Prikaz je detaljniji za novije aktivnosti i za aktivnosti u kojima je autor rada neposredno učestvovao (što je omogućilo bolje razumevanje težine problema razvoja VISa).
LL@(10426) Each group of activities described is followed by the issues of IS development viewed form the aspect of socially responsible behaviour (related to achieving goals, dimensions and/or conditions of social responsibility for IS) for the purpose of encouraging speculations which, according to the author, are necessary in building the awareness of the problems in WIS (and other IS) development as well as for a more responsible approach to IS development in Serbia. => Uz svaku opisanu grupu aktivnosti navedena su pitanja razvoja IS sporna sa aspekta društveno odgovornog ponašanja (vezana za ostvarenje cilja, dimenzije i/ili uslove društvene odgovornosti za IS) u cilju podsticanja razmišljanja koja su, prema mišljenju autora rada, neophodna za izgradnju svesti o težini razvoja VISa (i drugih IS) i za odgovorniji pristup razvoju IS u Srbiji.
LL@(10427) 5.1. => 5.1.
LL@(10428) Software for hydrological modelling The software for hydrological modelling was introduced by the 1990's, in accordance with the best practices in the U.S.A. => Softver za hidrološko modeliranje Do 1990ih godina, korišćenjem najbolje prakse SAD, uvođen je softver za hidrološko modeliranje.
LL@(10429) Numerous modules were developed, however, only one was used in Serbia. => Od brojnih razvijenih modula u Srbiji primenjivan je samo jedan.
LL@(10430) Its only direct user, a trainee engineer at the time of its introduction, has used it for years to base the forecasts for the needs of the electric power supplies of Serbia. => Njegov jedan jedini neposredni korisnik, koji je u vreme njegovog uvođenja bio pripravnik, godinama na njemu zasniva formiranje prognoza za potrebe elektroprivrede Srbije.
LL@(10431) The basic idea of the technology transfer and the knoWldege built into it is the creation of a better life using the technology that has already been successful ly used elsewhere. => Osnovna ideja transfera tehnologije i u nju ugrađenog znanja je stvaranje boljeg života pomoću tehnologije koja je tu funkciju negde već ostvarila.
LL@(10432) Failing to implement the software for hydrological modelling in Serbia (with the exemption of one case only), however, poses a large number of questions: Is the understanding of a better life universal - do both people in the U.S.A. and people in Serbia equally feel that hydrological modelling contributes to a better life? => Međutim, nekorišćenje softvera za hidrološko modeliranje u Srbiji (izuzev u jednom slučaju) otvara niz pitanja: ~~~ Da li je viđenje boljeg života univerzalno da li se i u SAD i u Srbiji smatra da hidrološko modeliranje donosi bolji život?
LL@(10433) Are there only one or more ideas of a better life in one country? => Da li u jednoj državi postoji samo jedna ili više vizija boljeg života u određenoj oblasti?
LL@(10434) Can one and the same idea of a better life be created in the same way and by the same software in different social environments? => Da li u različitim društvenim okruženjima može da se ostvari ista vizija boljeg života na isti način istim softverom?
LL@(10435) Are there any obstacles, which are they and how can they be overcome? => Da li i koje prepreke postoje i kako one mogu da se prevaziđu?
LL@(10436) Why was there only one young engineer who thought that the software offers a better life and that there are no obstacles that this proven better life be achieved? => Zašto je samo jedan mladi inženjer smatrao da softver nudi bolji život i da ne postoje prepreke da se dokaza ni bolji život i ostvari?
LL@(10437) Did he, compared to other potential users of the software, have a greater freedom of choice, more knowledge and/or was he more willing to build his own responsibility? => Da li je on, u poređenju sa drugim potencijalnim korisnicima softvera, imao veću slobodu izbora, više znanja i/ili bio spremniji da gradi svoju sopstvenu odgovornost?
LL@(10438) Implementing the software daily, this engineer appreciated its role in his work, found out in which cases he can rely on the software generated forecasts. => Taj inženjer je korišćenjem softvera shvatio njegovu ulogu u sopstvenom radu tj. u kojim slučajevima može da se osloni na softverom generisane prognoze.
LL@(10439) His work has an impact upon the quality of forecast-based decision making. => On svojim radom utiče na kvalitet odlučivanja zasnovanog na prognozama.
LL@(10440) When making decisions, indirect software users consult the forecast and will find it difficult to decide in the absense of the forecaster. => Indirektni korisnici softvera koriste prognozu u odlučivanju i teško donose odluke u odsustvu davaoca prognoze.
LL@(10441) The question is: why is there only one software user and does the lack of a decision to change this state of affairs affect the quality of managing hydro- and electrical power potential? => Nameće se pitanje zašto postoji samo jedan direktan korisnik softvera i da li nedonošenje odluke da se takvo stanje promeni u stvari utiče na smanjenje kvaliteta upravljanja hidro i elektropotencijalom?
LL@(10442) Is thare anybody (and who) in charge of such issues? => Da li neko i ko (treba da) brine o tome?
LL@(10443) 5.2. => 5.2.
LL@(10444) Studies and general designs The studies and general designs of the development of WIS (Vojvodina, Serbia) and the Hydro-meteorological information system of the basin of the river Drina (HISD) were made in the 1990's. => Studije i idejni projekti 1990ih godina razvijani su studije i idejni projekti razvoja VISa (Vojvodine, Srbije), kao i Hidrometeorološkog informacionog sistema sliva reke Drine (HISD).
LL@(10445) The review of the General design of WIS Vojvodina has shown that it was well done, but that it was devised on the basis of a poorly set project task, which cannot be taken as the designer's responsibility. => Na reviziji Idejnog projekta VISa Vojvodine ocenjeno je da je on dobro urađen, ali da je rađen na osnovu loše postavljenog projektnog zadatka, što ne može da se smatra odgovornošću projektanta.
LL@(10446) This triggers a number of questions: Did the vision of good life of those who formulated the project task differ from that of the reviewers? => To pokreće niz pitanja: ~~~ Da li se vizija dobrog života učesnika u formulisanju projektnog zadatka razlikovala od vizije učesnika recenzije?
LL@(10447) Should the reviewers have been included into the IS development in an earlier stage? => Da li je učesnike revizije trebalo ranije uključiti u razvoj IS?
LL@(10448) In which way would the participants with different visions of a better life create a mutual vision? => Kako bi učesnici, sa različitim viđenjima boljeg života, formirali zajedničku viziju?
LL@(10449) Would such a vision have changed from the moment the task was set to the moment the task was accomplished? => Da li se postavljena vizija promenila od trenutka postavljanja projektnog zadatka do završetka projekta?
LL@(10450) Who was in charge of the IS boundaries and their potential change? => Ko je brinuo o granicama IS i njihovoj eventualnoj promeni?
LL@(10451) The main point of issue the people responsible for the management in the basin had in the HISD review was in which republic of the former Yugoslavia the head information centre would be located. => Na reviziji HISD glavno sporno pitanje odgovornih za upravljanje u slivu bilo je u kojoj će republici bivše Jugoslavije biti glavni informacioni centar.
LL@(10452) Does it mean that the location of the centre on one's own territory was considered to be a quality of a better life? => Da li to znači da je glavni informacioni centar na sopstvenoj teritoriji smatran značajnim svojstvom boljeg života?
LL@(10453) Which are the causes of such a desire (power, perhaps?) and which are the ways to fight them? => Šta su uzroci te težnje (možda moć?) i kako se boriti protiv njih?
LL@(10454) How can IS be developed in such adverse conditions, how can its functioning be ensures and how can the resistance of those whose life will be deprived of the quality they favour be prevented? => Kako u takvim suprotstavljenim okolnostima razviti IS, obezbediti njegovo funkcionisanje, sprečiti otpor onih čiji život neće imati obeležje koje oni smatraju najbitnijim?
LL@(10455) 5.3. => 5.3.
LL@(10456) The Modules The studies and modules mentioned above were not further developed. => Pojedini moduli Urađene studije i idejni projekti dalje nisu razrađivani.
LL@(10457) Some moduled were developed without any coordination. => Nekoordinirano su razvijani pojedini moduli.
LL@(10458) Others, revised, accepted and highly assessed by the users, were never employed, while others still where not as much as installed. => Neki revidirani, prihvaćeni i od korisnika odlično ocenjeni rezultati nisu korišćeni, a drugi nisu čak ni instalirani kod korisnika.
LL@(10459) One module was not used because the input data could not be entered (in a way specified by the Water Act). => Jedan modul nije korišćen zbog nemo gućnosti obezbeđenja potrebnih ulaznih podataka (na način predviđen Zakonom o vodama).
LL@(10460) Another was developed in collaboration with a university professor who was interested in the field covered by the module. => Drugi modul je razvijen u saradnji sa profesorom fakulteta koji se interesovao za oblast pokrivenu modulom.
LL@(10461) As long as his interest lasted, the values of the data were supplied and the module database was kept updated. => Samo dok je postojalo njegovo interesovanje, obezbeđivane su vrednosti podataka i punjena baza podataka modula.
LL@(10462) In the later review of the chances that the module could be re-employed, the potential user assessed the module as very functional, however, he requested that a new module be developed using more modern IT. => Potencijalni korisnik je kasnije, kada je preispitivana mogućnost ponovnog korišćenja modula, ocenio da je modul veoma funkcionalan, ali je zahtevao razvoj novog pomoću savremenijih IT.
LL@(10463) One implemented module had only one user, while potential, even highly interested users had no idea it even existed (Š17Ë,Š18Ë). => Jedan od implementiranih modula imao je samo jednog korisnika, dok potencijalni, čak veoma zainteresovani korisnici nisu ni znali za njega (Š17Ë, Š18Ë). (Ne)korišćenje razvijenih modula pokreće niz pitanja:
LL@(10464) Whether the developed modules are or are not implemented, a number of questions remains: Is anyone granted the power not to act properly (not to install the software, not to supply the necessary resources) and by (not) doing this deprive somebody else of a better life? => Da li je, zašto i kojim pravom nečijim neangažovanjem (neinstaliranjem softvera, neobezbeđenjivanjem potrebnih resursa) neko drugi lišen obećanog boljeg života?
LL@(10465) Why should he be granted that power and what is his right to behave so? => 
LL@(10466) Does the developer have to check all the presumptions, especially those which are supposed to have been fulfilled, such as observing the law? => Da li projektant treba i može da proverava sve pretpostavke, posebno one koje bi trebalo da budu ispunjene, kao što je poštovanje zakona?
LL@(10467) What knowledge should he have, in which way can he achieve it, if he can achieve it at all? => Koja sve znanja on treba da ima, kako i da li uopšte može da ih stekne?
LL@(10468) Whose knowledge can he or should he rely on? => Na čija znanja on treba i može da se osloni?
LL@(10469) How are the responsibilities determined in this network of relationships? => Kako se određuju odgovornosti u toj mreži odnosa?
LL@(10470) Is everybody ready to participate to make his life better? => Da li su svi spremni da poboljšaju život sopstvenim angažovanjem?
LL@(10471) Does better life require most recent IT, or the prospective better life is not wanted at all, which is then concealed and justified by the need for most recent IT? => Da li su za bolji život presudne najsavremenije IT ili se ponuđeni bolji život u stvari ne želi, što se prikriva i pravda potrebom za najsavremenijim IT?
LL@(10472) Which are the reasons that force one to publicly accept something one does not seek for? => Iz kojih razloga se javno prihvata nešto što se ne želi?
LL@(10473) Who is to be in charge of such issues, and in which way can he do it? => Ko o ovim pitanjima treba da brine i kako?
LL@(10474) 5.4. => 5.4.
LL@(10475) System approach to WIS development In 2001, the develpment of WIS was approached in a systemic manner. => Sistemski pristup razvoju VISa Razvoju VISa 2001. godine pristupa se sistemski.
LL@(10476) The need for a change in the approach was understood on the project of integral IS development for the environment. => Potreba za promenom pristupa shvaćena je na projektu razvoja integralnog IS za životnu sredinu.
LL@(10477) The traditional approach to IS development was impossible to be implemented in this project - an important future user, who ordered the project, was of the opinion that the IS development was the responsibility of the developer and was unwilling to participate in setting the requirements for IS (Š19Ë). => Na tom projektu nije mogao da se primeni tradicionalan pristup razvoju IS - značajan budući korisnik IS, naručilac projekta, smatrao je da razvoj IS predstavlja obavezu jedino projektanta i nije bio voljan da učestvuje u određivanju zahteva za IS (Š19Ë).
LL@(10478) On the basis of the results obtained in this project, a Planning basis of the WIS development in Serbia. => Na osnovu rezultata rada na tom projektu izrađena je Planska osnova razvoja VISa Srbije.
LL@(10479) This document maintains that WIS should be in the function of a system of integral management of water resources (IMWR) and has to be developed simultaneously with the IMWR. => Osnova je ukazala da VIS treba da služi sistemu integralnog gazdovanja vodnim resursima (IGVR) i da mora da se razvija istovremeno sa sistemom IGVR.
LL@(10480) The new approach adopted marked the change in the fundamental presumptions on the reality, on the organization needs, on the method of decision making, people/human resources, responsibility, and on the development process. => Usvojen nov pristup označio je promenu osnovnih pretpostavki o stvarnosti, potrebama organizacije, načinu odlučivanja, ljudima, odgovornosti, procesu razvoja.
LL@(10481) A system approach to IS development was adopted, the need was recognized that IS should be developed in the process of permanent learning, with all the stakeholders of WIS participating (Š20Ë). => Usvojen je sistemski pristup razvoju IS, prepoznata potreba da se IS razvija u procesu stalnog učenja, uz učešće svih zainteresovanih grupa za VIS (Š20Ë).
LL@(10482) Putting this document into practice started with the creation of a strategic plan of the development of WIS in Vojvodina. => Realizacija ove osnove započeta je izradom strateškog plana razvoja VISa Vojvodine.
LL@(10483) In the process, however, the project started was found to be rather too difficult. => Međutim, u procesu rada otkriveno je da je započet projekat previše težak.
LL@(10484) Hence the project was discontinued, and, for the purpose of creating conditions for the project to be resumed, a decision was made that an IS be designed for the needs of drainage system implementing the system approach. => Projekat je zbog toga prekinut i, u cilju stvaranja uslova za njegov nastavak, odlučeno je da se razvije IS za potrebe odvodnjavanja korišćenjem sistemskog pristupa.
LL@(10485) Problems appeared with this IS, too. => Problemi su se javili i u razvoju tog IS.
LL@(10486) The basic causes were a resistance to change and a lack of understanding of the adopted planning basis and the set project tasks (Š21Ë). => Njihovi osnovni uzroci bili su nespremnost na promene i neshvatanje usvojene Planske osnove i postavljenih projektnih zadataka (Š21Ë).
LL@(10487) Although the basic presumptions were often repeated along the work, the participants were not willing to accept them because they were unfamiliar, different from expected and usual ones, adopted in the course of education. => Mada su u radu često ponavljane osnovne pretpostavke pristupa, učesnici nisu bili spremni da ih prihvate jer su bile strane, drugačije od očekivanih i uobičajenih, od usvojenih u obrazovanju.
LL@(10488) They expected that the state would stipulate the necessary changes in the water resourses management, independently from them. => Očekivali su da potrebne promene u upravljanju vodama utvrdi država nezavisno od njih.
LL@(10489) Besides, they pointed out a plethora of operational problems due to which the IMWR concept could not be paid the attention it deserved. => Osim toga, isticano je mnoštvo operativnih problema zbog kojih konceptu IGVR nije mogla da se pokloni potrebna pažnja.
LL@(10490) On the other hand, probably for the reasons of justifying the previous decisions on the WIS development, the proposition made by the designer and some other participants from the organization itself, that the project scope should temporarily be altered and adjusted to the identified organizational needs, was rejected. => S druge strane, verovatno u želji da se opravdaju prethodne odluke na razvoju VISa, nije prihvaćen predlog projektanta i nekih učesnika iz same organizacije da se obuhvat projekta privremeno promeni i prilagodi uočenim potrebama organizacije.
LL@(10491) The work in the WIS development work group meant an additional obligation, without any reward granted for performance. => Rad u radnoj grupi za razvoj VISa predstavljao je dodatnu obavezu, bez ikakve nagrade za uspešnost u radu.
LL@(10492) In such a situation, some participants expected the designer to provide the solution and considered him responsible, others insisted on the necessity of the solution to be worked out and were ready to actively take part (which never happened). => U takvoj situaciji, pojedini učesnici očekivali su rešenje od projektanta i njega smatrali odgovornim, drugi su isticali neophodnost i izražavali spremnost da vrlo aktivno učestvuju (do čega ipak nije dolazilo).
LL@(10493) Some participants wanted the designer to be their partner in search of a better life for the organization. => Pojedini učesnici su želeli da projektant bude njihov partner u pronalaženju boljeg života za organizaciju.
LL@(10494) It was difficult to explain to the engineers that the WIS development process could not be fully planned ahead, that it had to be iterative. => Inženjerima je bilo teško objasniti da proces razvoja VISa ne može unapred u potpunosti da se planira, da mora da bude iterativan.
LL@(10495) The planning problem appeared even in the process of gathering the requirements for the development of the technical characteristics module for the drainage system, that is, when it was agreed that the requirements were known, and that they could be easily and promptly defined. => Problem planiranja postojao je čak i u procesu prikupljanja zahteva za razvoj modula tehničkih karakteristika sistema za odvodnjavanje tj. u slučaju kada se smatralo da su zahtevi poznati, odnosno da mogu lako i brzo da se odrede.
LL@(10496) In 1990's, however, the water resourses experts changed their attitudes to these systems, in an attempt to preserve both the drainage systems and themselves. => Međutim, 1990tih godina stručnjaci u vodoprivredi su, u želji da održe i sisteme za odvodnjavanje i sebe, menjali svoje viđenje tih sistema.
LL@(10497) This required that, prior to the development of an appropriate IT solution, a thorough work should be done in building a mutual understanding of the importance of drainage systems as well as in defining the types of data for which values could be gathered. => To je zahtevalo da se pre razvoja prikladnog IT rešenja dugo radi na izgradnji zajedničkog razumevanja značenja sistema za odvodnjavanje i na utvrđivanju tipova podataka za koje mogu da se prikupe vrednosti.
LL@(10498) Due to the presence of a large number of values for technical data, often collected for a single occasion, i.e., for one single case, their validity had to be proven. => Zbog postojanja više različitih vrednosti tehničkih podataka, često prikupljanih jednokratno tj. za određenu potrebu, morala se određivati njihova valjanost.
LL@(10499) The system approach to WIS development brings forth new questions in the issue of IS development: What knowledge, which freedom of choice and which power of action were used in proposing and adopting the IS development plans? => Sistemski pristup razvoju VISa donosi nova pitanja o problematici razvoja ISa: ~~~ Sa kojim se znanjima, slobo dom izbora, moći delovanja predlažu i prihvataju planovi razvoja ISa?
LL@(10500) Why do people adopt the propositions they do not understand, they do not know the consequences of or which do not meet the needs of the organization according to some future IS users? => Zašto se prihvataju predlozi koji se ne razumeju, čije se posledice ne znaju i koji čak uopšte ne odgovaraju potrebama organizacije po mišljenju nekih budućih korisnika ISa?
LL@(10501) How can the set objectives be achieved at all when the participants are not introduced to them and when some managers even claim that the set objectives are inappropriate to the organization? => Kako uopšte može uspešno da se radi ka ostvarenju postavljenih ciljeva kada učesnici nisu upoznati sa njima, a neki rukovodioci čak smatraju da postavljeni ciljevi nisu prikladni za organizaciju?
LL@(10502) How can the inborn attitudes of men be changed? => Kako se menjaju osnovna uverenja ljudi?
LL@(10503) What should be done to convert the observers of the change into the supporters of them? => Šta je potrebno da se uradi da bi posmatrači promena postali nosioci tih promena?
LL@(10504) How can they be freed from fear of being blamed, how can the conditions be created in which there is readiness to learn from one's errors, to correct wrong decisions? => Kako se osloboditi straha od krivice, stvoriti uslove u kojima postoji spremnost da se uči iz grešaka, da se stalno koriguju pogrešne odluke?
LL@(10505) How difficult is it to work on the IS development if one's beliefs differ from those of the majority of experts? => Koliko je teško raditi na razvoju IS sa uverenjima drugačijim od uverenja većine stručnjaka?
LL@(10506) To what extent do those beliefs limit the participants' freedom? => Koliko ta uverenja ograničavaju slobodu učesnika?
LL@(10507) How much effort does it need that the approach itself be explained to both the participants in the development and the external observers. => Koliko je napora potrebno da se sam pristup objasni i učesnicima u razvoju i spoljašnjim posmatračima?
LL@(10508) How risky and demanding is that approach given that there is a high probability that the external observers, knowledgeable of only traditional IS approaches, decide that it is not expertly enough? => Koliko je taj pristup rizičan i zahtevan s obzirom da postoji velika verovatnoća da ga spoljašnji posmatrači, koji najčešće znaju samo za tradicionalne pristupe IS, ocene kao nestručan?
LL@(10509) Does the lack of accurate values for the data mean that the prospective IS users do not make decisions on the basis of facts? => Da li nepostojanje tačnih vrednosti podataka znači da potencijalni korisnici IS ne donose odluke na osnovu podataka?
LL@(10510) What type of IS do they need? => Kakav je IS njima potreban?
LL@(10511) In which way will IS meet the needs of different psychological types of users? => Kako će IS zadovoljiti potrebe različitih psiholoških tipova korisnika?
LL@(10512) Who is responsible for failing to ensure the conditions for a steady, continual work of all the participants in the IS development? => Ko je odgovoran za neobezbeđivanje uslova za stalan, kontinuiran rad svih učesnika u razvoju IS?
LL@(10513) Who is responsible for cumulative effects of a legitimate absence of a future IS user in the development of the system? => Ko je odgovoran za kumulativne efekte opravdanog izostanka budućeg korisnika IS u radu na njegovom razvoju?
LL@(10514) Who is to be in charge of these difficult, but important issues? ~~~ How can he do it? => Ko i kako može da brine o ovim teškim, ali značajnim pitanjima?
LL@(10515) 5.5. => 5.5.
LL@(10516) New HISD development project Simultaneously with the attempt to implement a different approach to the WIS development, efforts were made to develop a new HISD. => Nov projekat razvoja HISD Paralelno sa pokušajem primene drugačijeg pristupa razvoju VISa radilo se na razvoju novog HISD.
LL@(10517) The two projects were not related. => Ta dva projekta nisu bila međusobno povezana.
LL@(10518) The HISD approach did not correspond to the new approach the WIS development. => Pristup razvoju HISD nije odgovarao novom pristupu razvoju VIS.
LL@(10519) Furthermore, the HISD development was commenced without taking into account that a project under the same title had already been developed once, that the planned software was already developed, but was not implemented, although it was highly appreciated by the prospective users, on occasions of its presentations. to The HISD development commenced with the development of the simulation model for the purposes of management in the river Drina basin, although one such model is already in use in the basin (the only model out of many developed that has for years been in use in the basin - see 5.1.). => Šta više, razvoj HISD je započet a da uopšte nije uzeto u obzir da je na projektu sa istim nazivom već rađeno, da je planiran softver već razvijan ali da nije korišćen mada su ocene potencijalnih korisnika na njegovim prezentacijama bile odlične. ~~~ Razvoj HISD započeo je razvojem simulacionog modela za potrebe upravljanja u slivu reke Drine mada se jedan takav model već koristi u slivu (jedini model od mnoštva razvijenih koji se godinama koristi u slivu videti 5.1).
LL@(10520) Nobody bothered to enter into analysis as to why there is a need for a new model, nor which are the flaws of the old one, nor whether conditions allow for the implementation of that new one. => Nije razmotreno zašto je potreban nov model tj. koji su nedostaci starog, ko će koristiti novorazvijen model, niti da li postoje uslovi za njegovo korišćenje.
LL@(10521) Despite an evident conflict of interests of various institutions, the software for the management logistics in the river Drina basin was developed. => Mada je uočen sukob interesa različitih institucija, razvijan je softver za podršku upravljanju u slivu reke Drine.
LL@(10522) The development of the planned software was continued even when the key institutions from the Republic of Srpska and Montenegro waived participation. => Razvoj planiranog softvera je nastavljen i posle izostanka učešća ključnih institucija iz Republike Srpske i Crne Gore.
LL@(10523) Besides, the prospective user from Serbia claimed that they had no need for the newly-developed software. => Osim toga, potencijalni korisnik iz Srbije smatrao je da novorazvijen softver njemu nije potreban.
LL@(10524) In the review of the project, the key decision makers were in a dilemma about wahat was being done on the project and why. => Ključni donosioci odluka o projektu su na njegovoj reviziji iskazali dilemu zašto se i šta radi na projektu.
LL@(10525) They, however, were not willing to start a debate on serious problems highlighted in the preliminary statement of the organization-participant in the project execution (Š18Ë). => Oni, ipak, nisu bili spremni da započnu raspravu o ozbiljnim problemima na koje je ukazalo preliminarno mišljenje organizacije učesnice u reviziji projekta (Š18Ë).
LL@(10526) In spite of all these, the project was continued. => Šta više, projekat je nastavljen.
LL@(10527) The problems mentioned above point to serious problems in the approach to IS development: Can the goals of the development projects of related IS be achieved through uncoordinated work? => Navedeni problemi ukazuju na ozbiljna pitanja pristupa razvoju IS: ~~~ Da li se nekoordiniranim radom na projektima razvoja povezanih IS mogu ostvariti ciljevi svakog od njih?
LL@(10528) What are the reasons to forget the past, to not even mention it? => Zašto se zaboravlja prošlost, zašto se izbegava i podsećanje na nju?
LL@(10529) Why is there no desire to learn from one's own errors? => Zašto ne postoji želja da se uči iz sopstvenih grešaka?
LL@(10530) Is there an awareness that such unwillingness only hinders achievement of the desired goals? => Da li postoji svest da ta nespremnost otežava dostizanje željenih ciljeva?
LL@(10531) Is the existing knowledge an obstacle for openess to other knowledge and different opinions? => Da li postojeće znanje predstavlja prepreku za otvorenost ka drugim znanjima i drugačijim gledištima?
LL@(10532) Who is to take care of these problems, and how is it to be accomplished, if experts have no power to solve them, and the authorities do not care to learn their opinions? => Ko će i kako brinuti o ovim problemima ako stručnjaci nemaju moć da ih rešavaju, a nadležni ne žele da čuju njihovo mišljenje?
LL@(10533) 5.6. => 5. 6.
LL@(10534) European Union aid programmes The European Union aid programme was initiated for the purpose of introducing WIS in Serbia. => Program pomoći Evropske Unije U cilju uvođenja VISa u Srbiju, iniciran je projekat Programa pomoći Evropske Unije.
LL@(10535) The first project documents stressed the system approach and building success on errors as fundamental parts of WIS designing. => U prvim projektnim dokumentima kao značajni temelji izgradnje VISa istaknuti su sistemski pristup i izgradnja uspeha na osnovu grešaka.
LL@(10536) In his offer, the contractor stated that several unseccessful attempts to introduce WIS in Serbia so far were caused by organizational problems. => U ponudi izvođača ukazano je da su organizacioni problemi bili uzrok nekoliko neuspešnih pokušaja razvoja VISa u Srbiji.
LL@(10537) The proposed approach to WIS development in Serbia insisted that sustainable and appropriate approaches should be used from the very beginning of the project as well as that local knowledge and expertese and the representatives of all the stakeholders should be involved too. => U predloženom pristupu razvoju VISa istaknuto je da se od početka projekta moraju koristiti održivi i prikladni pristupi i uključiti lokalna znanja i ekspertize, kao i predstavnici svih zainteresovanih grupa.
LL@(10538) On the other hand, the project was conducted in accordance to the project task that was not considered appropriate by either the contractor or some members of the project monitoring Board, however, the European Development Agency representative was firmly against any changes in the project task. => S druge strane, na projektu se radilo po projektnom zadatku koji ni izvođač ni pojedini članovi Odbora za praćenje projekta nisu smatrali dobrim, sa čvrstim stavom predstavnika Evropske agencije za razvoj da promena projektnog zadatka nije moguća.
LL@(10539) The opening activities on the project were not carried out in the way that the contractor considered the key factor of the project success - the system approach was not implemented, the organizational issues were not analysed, the local knowledge was not involved, nor were the representatives of stakeholders. => Prve aktivnosti na projektu nisu izvršene na način koji je sam izvođač smatrao ključnim za uspeh projekta nije korišćen sistemski pristup, nisu analizirani organizacioni problemi, nije uklju čeno lokalno znanje, niti su uključeni predstavnici zainteresovanih grupa.
LL@(10540) In other words, the approach that was devised as appropriate was not properly implemented from the beginning of the project. => Drugim rečima, pristup koji je zamišljen kao prikladan nije primenjen od početka projekta.
LL@(10541) Likewise, the local experts' experience in WIS development was not used at all, regardless of an expressly stated opinion that it is rather extensive and highly valuable. => Iskustvo u razvoju VISa domaćih stručnjaka uopšte nije korišćeno i pored eksplicitno date ocene da je ono veoma bogato i jako značajno.
LL@(10542) Moreover, the local experts, after they had expressed their doubts as regards the project success, were excluded from further activities by simply not being appointed into the groups in which their engagement was planned. => Šta više, domaći stručnjaci su, nakon iskazivanja sumnji u uspeh projekta, isključeni iz daljih aktivnosti jednostavno neimenovanjem u grupe u kojima je njihov rad bio planiran.
LL@(10543) The above quoted problems were the indications of a great risk for the success of the project (Š22Ë). => Navedeni problemi bili su indikatori velikog rizika za uspeh ovog projekta (Š22Ë).
LL@(10544) The decision makers on the project, however, did not care to hear anything about this, a case similar to the one of the HISD. => Ali, o njima, kao i u slučaju HISD, donosioci odluka o projektu izgleda da nisu želeli da čuju.
LL@(10545) They seemed not to be willing to learn from the errors made, to use the acumulated experience. => Oni izgleda nisu bili spremni da uče na osnovu počinjenih grešaka, da koriste stečena iskustva.
LL@(10546) They seemed to feel it was easier to wait for the others to provide solutions, to absolve themselves by claiming that they are not acquainted with what IS is, to require all data, and to exclude those who do not agree with them from the process. => Izgleda da im je bilo lakše da očekuju rešenje od drugih, pravdaju svoje odluke neznanjem šta je IS, traže sve podatke, isključuju iz procesa one koji drugačije misle.
LL@(10547) However, does the decision maker in the WIS have the right to do so? => Ali, da li donosilac odluke o VISu na to ima prava?
LL@(10548) Isn't it his knowledge, his openness to different standpoints, his willingness to start a discourse on problems and responsibilities, that make the precondition for the WIS success? => Zar upravo njegova znanja i otvorenost ka različitim gledištima, spremnost da započne diskurs o problemima i odgovornosti, nisu preduslov uspeha VISa?
LL@(10549) Does he have the right and authority to change the social reality by not taking into consideration the needs and the interests of all the stakeholders? => Da li on ima pravo da menja društvenu stvarnost neuzimanjem u obzir potreba i interesa svih zainteresovanih?
LL@(10550) Could the project with a poorly set project task bring a better life to the water resources of Serbia? => Da li je projekat sa loše postavljenim projektnim zadatkom mogao da donese bolji život vodoprivredi Srbije?
LL@(10551) Did the European Union really aid Serbia in developing WIS in the appropriate manner? => Da li je Evropska Unija na pravi način pružila pomoć Srbiji na razvoju VISa?
LL@(10552) Is it really so difficult to look back, to recognize and analyse the errors we have made and thus try to create a better life instead of only talking about it? => Zar je zaista toliko teško da pogledamo unazad, prepoznamo i razmotrimo greške koje smo napravili i na taj način pokušamo da stvorimo bolji život umesto da samo pričamo o njemu?
LL@(10553) 6. => 6.
LL@(10554) Concluding remarks This paper is an author's attempt to, so far as it is possible, contribute to the responsible IS development in Serbia by liberating the IS experts and reasearchers from the limited and limitating understanding of IS. => Zaključna razmatranja Ovaj rad predstavlja pokušaj autora da, u granicama svoje moći, doprinese odgovornom razvoju IS u Srbiji pokušajem oslobađanja stručnjaka i israživača u oblasti IS od ograničenog i ograničavajućeg razumevanja IS.
LL@(10555) The paper highlights the issues of responsibility for IS and lists problems to be thought about in order to understand the IS developmet issues. => Rad ukazuje na probleme odgovornosti za IS i postavlja pitanja o kojima bi trebalo razmišljati u cilju razumevanja problematike razvoja IS.
LL@(10556) Due to the complexity of the problem and due to the limited human competences, the answers to these problems should be sought in the discourse among all the stakeholders in the IS development - the users, the investors, and the experts. => Zbog složenosti problema i ograničenja ljudskih sposobnosti, odgovore na pitanja trebalo bi tražiti u diskursu svih zainteresovanih za razvoj IS korisnika, investitora i stručnjaka.
LL@(10557) In finding the answers which will be subject to further changes, conditions could be created for both understanding and delegating social responsibility. => Pronalaženjem odgovora, koji se kasnije mogu menjati, stvarali bi se uslovi za razumevanje i pripisivanje društvene odgovornosti.
LL@(10558) In order that a realistic vision of a better life for all the parties interested in IS be created, the discourse should include the researchers, the teachers, and those who are responsible for generating knowledge required for a socially responsible IS development. => U cilju formiranja realne vizije boljeg života svih zainteresovanih za IS, u diskurs treba uključiti i istraživače, nastavnike, odnosno odgovorne za izgradnju znanja potrebnog za društveno odgovoran razvoj IS.
LL@(10559) Since the development of information society, and hence IS as part of the national information infrastructure is the care of the Ministry of Telecommunications and Information Society, the success Serbia will achieve in creating information society will depend on the willingness of the Ministry to analyse and discuss the socially responsible IS development and to take care of that social responsibility. => S obzirom da brigu o razvoju informacionog društva, a samim tim i IS kao dela nacionalne informacione infrastrukture, pravno vodi Ministarstvo za telekomunikacije i informatičko društvo, uspeh Srbije u izgradnji informacionog društva zavisiće od spremnosti Ministarstva da razmišlja i raspravlja o društvenom odgovornom razvoju IS odnosno informacionog društva i da brine o toj društvenoj odgovornosti.
LL@(10560) A significant role in this work certainly belongs to professional associations, as well as all the organizations engaged in the development of information systems. => Na tom putu značajnu ulogu bi svakako trebalo da imaju i profesionalna udruženja, kao i sve organizacije koje se bave razvojem informacionih sistema.
LL@(10561)  => LITERATURA Š1Ë Avgerou, C. Information Systems and Global Diversity, Oxford University Press, Oxford, 2002 Š2Ë Stahl, B. C. Responsibility and Information Systems in the Developing World:
LL@(10562) REFERENCE Š1Ë Avgerou, C. Information Systems and Global Diversity, Oxford University Press, Oxford, 2002 Š2Ë Stahl, B. C. Responsibility and Information Systems in the Developing World: Is Responsibility a Universal Concept Generally Applicable to IS or Do We Need Different Standards for Different Places?, 4th BITWorld Conference, Cairo, 2001 Š3Ë du Plooy, N. F. => Is Responsibility a Universal Concept Generally Applicable to IS or Do We Need Different Standards for Different Places?, 4th BITWorld Conference, Cairo, 2001 Š3Ë du Plooy, N. F. The Social Responsibility of Information Systems Developers, in S. Clarke, E. Coakes, M.G. Hunter and A. Wenn (eds.), Socio-Technical and Human Cognition Elements of Information Systems, IGI Publishing, Hershey, 2002 Š4Ë Stahl, B. C., Responsible Management of Infor mation Systems, Idea Group Publishing, Hershey, 2004 Š5Ë Stahl, B. C. Accountability and Reflective Responsibility in Information Systems, in C. Zielinski, P. Duquenoy and K. Kimppa (eds.), The Information Society:
LL@(10563) The Social Responsibility of Information Systems Developers, in S. Clarke, E. Coakes, M.G. Hunter and A. Wenn (eds.), SocioTechnical and Human Cognition Elements of Information Systems, IGI Publishing, Hershey, 2002 Š4Ë Stahl, B. C., Responsible Management of Information Systems, Idea Group Publishing, Hershey, 2004 Š5Ë Stahl, B. C. Accountability and Reflective Responsibility in Information Systems, in C. Zielinski, P. Duquenoy and K. Kimppa (eds.), The Information Society: Emerging Landscapes, Proceedings of a Conference on Landscapes of ICT and Social Accountability, 2005, Springer, New York, 2006 Š6Ë Stahl, B. C. Ontology, Life-world, and Responsibility in IS, in R. Sharman, R. Kishore and R. Ramesh (eds.), Ontologies: A Handbook of Principles, Concepts and Applications in Information Systems, Springer, 2007 Š7Ë Lee, A.S. Thinking about Social Theory and Philosophy for Information Systems, in J. Mingers and L. Willcocks (eds.), Social Theory and Philosophy for Information Systems, John Wiley & Sons, Chichester, 2004 Š8Ë Hanseth, O. and E. Monteiro, Understanding Information Infrastructure, Manuscript for book, Š9Ë Mason, R. O. and I.I. Mitroff, A Program for Research on Management Information Systems, Management Science, Vol. 19, No. 5, pp 475 487, Š10Ë Bostrom, R. P. and J. S. Heinen, MIS Problems an Failures: A Socio-Technical Perspective - Part I: The Causes, MIS Quarterly, Vol. 1, No. 3, pp 17 32, 1977 Š11Ë Hirschheim, R., and H.K. Klein, Four Paradigms of Systems Development, Communication of the ACM, Vol. 32, No. 10, pp 1199-1216, 1989 Information Š12Ë Ciborra, C. Encountering information systems as a phenomenon, in C. Avgerou, C. Ciborra and F. Land (eds), The Social Study of Information and Communication Technology: Innovation, Actors, and Contexts, Oxford University Press, Oxford, Š13Ë Magnani, L. => Emerging Landscapes, Proceedings of a Conference on Landscapes of ICT and Social Accountability, 2005, Springer, New York, 2006 Š6Ë Stahl, B. C. Ontology, Life-world, ?nd Responsibility in IS, in R. Sharman, R. Kishore and R. Ramesh (eds.), Ontologies: ~~~ A Handbook of Principles, Concepts and Applications in Information Systems, Springer, 2007 Š7Ë Lee, A.S. Thinking about Social Theory and Philosophy for Information Systems, in J. Mingers and L. Willcocks (eds.), Social Theory and Philosophy for Information Systems, John Wiley & Sons, Chichester, 2004 Š8Ë Hanseth, O. and E. Monteiro, Understanding Information Infrastructure, Manuscript for book, 1998 Š9Ë Mason, R. O. and I.I. Mitroff, A Program for Research on Management Information Systems, Management Science, Vol. ~~~ 19, No. 5, pp 475487, 1973 Š10Ë Bostrom, R. P. and J. S. Heinen, MIS Pro blems an Failures: ~~~ A Socio-Technical Perspective Part I: ~~~ The Causes, MIS Quarterly, Vol. ~~~ 1, No. 3, pp 1732, 1977 Š11Ë Hirschheim, R., and H.K. Klein, Four Paradigms of Information Systems Development, Communication of the ACM, Vol. ~~~ 32, No. 10, pp 1199-1216, 1989 Š12Ë Ciborra, C. Encountering information systems as a phenomenon, in C. Avgerou, C. Ciborra and F. Land (eds), The Social Study of Information and Communication Technology: ~~~ Innovation, Actors, and Contexts, Oxford University Press, Oxford, 2004 Š13Ë Magnani, L. The Ethical Significance of the In terest in Information and Knowledge, The Second Asia-Pacific Computing and Philosophy Conference:
LL@(10564) The Ethical Significance of the Interest in Information and Knowledge, The Second Asia-Pacific Computing and Philosophy Conference: Computer Ethics in Asia-Pacific, Chulalongkorn University, Bangkok, Thailand, Š14Ë Checkland, P. and S. Holwell, Information, Systems and Information Systems: Making Sense of the Field, John Wiley & Sons, New York, 1997 Š15Ë von Foerster, H. Responsibilities of Competence, in H. von Foerster, Understanding Understanding: Essays on Cybernetics and Cognition, Springer, New York, 2002 Š16Ë Carola, L. Development and Status of the Information Systems / Wirtschaftsinformatik Discipline - An Interpretive Evaluation of Interviews with Renowned Researchers: Part II Results Information Systems Discipline, ICB Research Reports, No. 3, University DuisburgEssen, Institute for Computer Science and Business Information Systems, 2005 Š17Ë Mitic, M. Strateški plan razvoja Vodoprivrednog informacionog sistema VPC Dunav: Analiza intervjua - prikaz, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2002 poljoprivrede, Š18Ë Andelic, M., M. Mitic i B. Ivancevic-Pejovic, Mišljenje o recenziji Studije Hidro-informacioni sistem Drina - Simulacioni model II faza, mišljenje uradeno za Republicku direkciju za vode Ministarstva i vodoprivrede Republike Srbije, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2006 Š19Ë Andelic, M. i M. Mitic, Idejni projekat integralnog informacionog sistema za životnu sredinu Savezne Republike Jugoslavije, projekat raden za Savezno ministarstvo za razvoj, nauku i životnu sredinu, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2000 šumarstva Š20Ë Javno vodoprivredno preduzece Srbijavode, Planska osnova razvoja Vodoprivrednog informacionog sistema, Beograd, 2001 Š21Ë Mitic, M. Razvoj informacionog sistema za potrebe odvodnjavanja - šta i kako dalje?, prezentacija radena za JVP Vode Vojvodine, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2005 Š22Ë Mitic, M., Uvodenje Vodoprivrednog informacionog sistema u Republici Srbiji - Analiza uspešnosti projekta sa stanovišta korisnika rezultata projekta, analiza uradena za Republicku direkciju za vode Ministarstva poljoprivrede, šumarstva i vodoprivrede Republike Srbije, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2007 Management of Market and Life Environment Protection UDC: 005.6:502 Ružica Milovanović Faculty of Economics, Kragujevac XI International Symposium SymOrg 2008, 10th - 13th. => Computer Ethics in Asia-Pacific, Chulalongkorn University, Bangkok, Thailand, Š14Ë Checkland, P. and S. Holwell, Information, Systems and Information Systems: ~~~ Making Sense of the Field, John Wiley & Sons, New York, Reports, No. 3, University Duisburg-Essen, Institute for Computer Science and Business Information Systems, 2005 Š17Ë Mitić, M. Strateški plan razvoja Vodoprivred nog informacionog sistema VPC Dunav: ~~~ Analiza intervjua prikaz, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2002 Š18Ë Anđelić, M., M. Mitić i B. Ivančević-Pejović, Mišljenje o recenziji Studije Hidro-informacioni sistem Drina - Simulacioni model II faza, mišljenje urađeno za Republičku direkciju za vode Ministarstva poljoprivrede, šumarstva i vodoprivrede Republike Srbije, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2006 Š19Ë Anđelić, M. i M. Mitić, Idejni projekat integral nog informacionog sistema za životnu sredinu Savezne Republike Jugoslavije, projekat rađen za Savezno ministarstvo za razvoj, nauku i životnu sredinu, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2000 Š20Ë Javno vodoprivredno preduzeće Srbijavode, Planska osnova razvoja Vodoprivrednog informacionog sistema, Beograd, 2001 Š21Ë Mitić, M. Razvoj informacionog sistema za potrebe odvodnjavanja šta i kako dalje?, prezentacija rađena za JVP Vode Vojvodine, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2005 Š15Ë von Foerster, H. Responsibilities of Competen Š22Ë Mitić, M., Uvođenje Vodoprivrednog informa ce, in H. von Foerster, Understanding Understanding: ~~~ Essays on Cybernetics and Cognition, Springer, New York, 2002 Š16Ë Carola, L. Development and Status of the Information Systems / Wirtschaftsinformatik Discipline - An Interpretive Evaluation of Interviews with Renowned Researchers: ~~~ Part II - Results Information Systems Discipline, ICB - Research cionog sistema u Republici Srbiji Analiza uspešnosti projekta sa stanovišta korisnika rezultata projekta, analiza urađena za Republičku direkciju za vode Ministarstva poljoprivrede, šumarstva i vodoprivrede Republike Srbije, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2007 Upravljanje tržištem i zaštitom životne sredine UDK: ~~~ 005.6:502 Ružica Milovanović Ekonomski fakultet u Kragujevcu XI Internacionalni Simpozijum SymOrg 2008, 10.-13.
LL@(10565) September 2008, Belgrade, Serbia Modern business conditions demand a new kind of approach in process management areas and development of competition. => Septembar 2008, Beograd, Srbija Uslovi savremenog poslovanja zahtevaju nove pristupe u oblasti upravljanja procesima i razvoja konkurentnosti.
LL@(10566) Changes in market area produce a direct impact upon the way of thinking that is related to the company management so that generation and conservation of advantageous position over competition must be a result of a constant periodic process. => Promene u oblasti tržišta neposredno utiču na način razmišljanja koji se odnosi na upravljanje preduzećem, tako da stvaranje i održavanje prednosti nad konkurencijom mora predstavljati rezultat trajnog cikličnog procesa.
LL@(10567) The basic elements of advantage over competition are the dominance in expertise and in assets. => Osnovni elementi prednosti nad konkurencijom su nadmoć u stručnosti i nadmoć u sredstvima.
LL@(10568) A continual improvement of efficiency of knowledge and work efficiency is a basic imperative of modern economy and the most significant factor in the competitive activity of a company in world market, where the key players are Corporations. => Kontinualno unapređivanje produktivnosti znanja i rada jeste osnovni imperativ savremene privrede i najznačajniji faktor u konkurentskoj borbi preduzeća na globalnom tržištu, gde glavnu reč vode Korporacije.
LL@(10569) This knowledge needs to be built in business policy of every business organization. => Ova saznanja treba da se ugrade u poslovnu politiku svake poslovne organizacije.
LL@(10570) Assets dominion is a tangible advantage that is acieved by investing into automated processes, computerized and robotized production means, trade marks, and production quantity. => Nadmoć u sredstvima je opipljiva prednost postignuta ulaganjem u automatizovane procese, kompjuterizovana i robotizovana sredstva rada, ulaganjem u robne marke, kvantitet proizvodnje.
LL@(10571) By recognition of its values and by investing in these items, the company takes a new position as regards the consumers. => Prepoznavanjem svojih vrednosti i ulaganjem u njeno korišćenje, preduzeće zauzima novu poziciju kod kupca.
LL@(10572) Technological sciences, as multi disciplinary scientific areas, have to develop new kinds of knowledge in designing new products and processes, including complex systems and methods for protection of living environment. => Tehničko-tehnološke nauke, kao multidisciplinarne naučne oblasti, moraju da razvijaju nova znanja u projektovanju proizvoda i procesa, uključujući složene sisteme i metode zaštite životne okoline.
LL@(10573) Ecology, technology and environment protection, with successful interaction, should point toward a possibility of further improvement of living quality. => Ekologija, tehnologija i zaštita okoline, treba da ukažu na mogućnost daljeg unapređenja kvaliteta života uz uspešnu interakciju. 1.
LL@(10574) 1. ~~~ Introduction In international economic relationships, quality is recognized as a basis for removing technical-technological and many other obstacles that emerge in trading in goods and services. => Uvod U međunarodnim ekonomskim odnosima, kvalitet je osnova za uklanjanje tehničko-tehnoloških i mnogih drugih prepreka, koje mogu da nastanu u prometu roba i usluga.
LL@(10575) The companys competitive position, similarly, is based on a higher quality product, a higher safety in use, as well as upon a higher extent to which the needs are met, which further stresses the interrelation between the competitive advantage and technological innovations. => Takođe, konkurentska pozicija preduzeća se zasniva na višem kvalitetu proizvoda, većoj sigurnosti upotrebe, kao i višem stepenu zadovoljenja potreba, što govori o međupovezanosti konkurentske prednosti i tehnoloških inovacija.
LL@(10576) The background for these processes is an accelerated development of technology where the information technologies (IT) are of paramount importance Š1Ë. => Osnov ovih procesa je ubrzan razvoj tehnologije, a pre svih, veliki značaj imaju informacione tehnologije (IT), Š1Ë.
LL@(10577) The implementation of these gave rise to new rules of competition that lean on the production standards, service standards, technology development and innovations. => Njihovom upotrebom, formirana su nova pravila konkurencije, koja se oslanjaju na standarde proizvodnje, standarde usluge, tehnološki razvoj i inovacije.
LL@(10578) The processes of an accelerated growth of industry and raw materials leave huge quantities of pollutant waste materials that threaten the mans quality of life. => U procesima ubrzanog rasta proizvodnje i sirovina, nastaju ogromne količine zagađujućih otpadnih materijala koji ugrožavaju kvalitet života čoveka.
LL@(10579) We can even argue that the survival itself is endangered. => Može se reći da je ugrožena i mogućnost opstajanja.
LL@(10580) This has led to undertaking a number of activities whose objective is to solve the existing and prevent the emergence of new ecological problems. => To je dovelo do preuzimanja niza akcija koje imaju za cilj rešavanje nastalih i sprečavanje nastajanja novih ekoloških problema.
LL@(10581) The efforts of the majority of countries are focused upon bringing as adequate regulations as possible, as well as upon developing more efficient systems for environment management, in order that stimulative conditions for a successful environmental protection should be created. => Napori većine zemalja su usmereni na donošenje što adekvatnijih propisa, razvoj efikasnijih sistema za upravljanje okruženjem, kako bi se obezbedili stimulativni uslovi za uspešnu zaštitu životne sredine od zagađivača. 2.
LL@(10582) 2. ~~~ Market management A positioned company which fails to produce innovation at the times that demand one is doomed to stag nate and perish. => Upravljanje tržištem Pozicionirano preduzeće koje, u doba koje zahteva inovaciju, nije u stanju da pruži inovaciju, osuđeno je na stagniranje i nestanje.
LL@(10583) The management that is unable to manage innovation in that period has not expert enough to accomplish their task Š2Ë. => Rukovodstvo koje u tom periodu ne ume da upravlja inovacijama, nije doraslo svom zadatku, Š2Ë.
LL@(10584) The importance of new products in the technological innovations for a company has long been well known. => Važnost novih proizvoda u tehno loškim inovacijama za napredak preduzeća je odavno poznat.
LL@(10585) These are part of the modern companys competitive environment as well as the basis for its survival and growth. => Oni su deo konkurentskog okruženja savremenog preduzeća i osnova za njegov opstanak i rast.
LL@(10586) The success the company has made in the positioning of its competitiveness and profitability is directly related to the expertese of the management and their competence in bringing the needs and the offer into accord Š2Ë. Creating and maintaining advantage over the competition is a result of a permanent process (Figure 1). => Uspeh preduzeća u pozicioniranju svoje konkurentnosti i rentabilnosti je u direktnoj vezi sa stručnošću rukovodstva i njihovom sposobnošću da usklade iskazane potrebe sa ponudom, Š2Ë. ~~~ Stvaranje i održavanje prednosti nad konkurencijom je rezultat trajnog procesa (slika 1).
LL@(10587) Figure 1: Elements of competitive advantage When implemented correctly, information technologies can contribute to the adjustment and management processes in different ways. => Slika 1: ~~~ Elementi prednosti nad konkurencijom Pravilno primenjene informacione tehnologije mogu na različite načine da doprinesu procesu usklađivanja i upravljanja.
LL@(10588) They can encourage ideas for new products and new markets, in the first place. => Najpre podstiču ideje za nove proizvode i nova tržišta.
LL@(10589) They can also help improve the efficiency of the new product development process, increasing the probability of a future commercial success. => Takođe, poboljšavaju efikasnost procesa razvoja novih proizvoda, povećavajući verovatnoću kasnijeg komercijalnog uspeha.
LL@(10590) One advantage of the information technologies implementation is less time required for collecting, processing and sharing or distribution of information. => Jedna od prednosti primene informacionih tehnologija, je skraćivanje vremena potrebnog za prikupljanje, obradu i raspodelu informacija.
LL@(10591) A well informed manufacturer will decide in favour of implementing new technological procedures more readily. => Dobra informisanost proizvođača utiče na njihovo lakše opredeljenje za primenu novih tehnoloških postupaka.
LL@(10592) Information technologies enhance the development of numerous new products, however, they also cause certain products to disappear. => Informacione tehnologije podstiču razvoj mnogih novih proizvoda, ali isto tako i prouzrokuju nestanak pojedinih proizvoda.
LL@(10593) It is for this reason that a range of new product management models were proposed. => To je uticalo na predlaganje različitih modela upravljanja novim proizvodima.
LL@(10594) One of the possible models is the product life cycle analysis Š4Ë. => Jedan od mogućih modela je analiza životnog ciklusa proizvoda, Š4Ë.
LL@(10595) The essence of the product life cycle (PLC)1 is the awareness that the product is created, it grows, matures, declines and finally disappears from the market. => Suština životnog ciklusa proizvoda (PLC)1 je shvatanje da proizvod nastaje, raste, dostiže svoju zrelost, opada i na kraju nestaje sa scene tržišne.
LL@(10596) The product life cycle analysis yields the data on the market saturation. => Analizom životnog ciklusa proizvoda se mogu dobiti podaci o zasićenosti tržišta.
LL@(10597) In some circumstances, the tendency of demand over a certain time period can be predicted. => U nekim okolnostima se može predvideti tendencija potražnje tokom određenog vremenskog perioda.
LL@(10598) By shortening the life cycles of certain products and simultaneously prolonging the cycles of others, information technologies implementation can offer a range of advanced products with new and improved properties. => Primena informacionih tehnologija može, skraćujući životne cikluse nekih proizvoda, uz istovremeno produžavanje ciklusa trajanja drugih, da ponudi niz unapređenih proizvoda sa novim i poboljšanim osobinama.
LL@(10599) This postpones the process of ageing of the product at minimum costs, while at the same time increases the economy of business operations. => Na taj način se zastarevanje proizvoda odlaže uz minimizaciju troškova, uz istovremeno povećanje ekonomičnosti poslovanja.
LL@(10600) The purpose of information technologies implementation is the capability of surpassing the boundaries developed by the industries, creating new markets or making old markets obsolete. => Suština primene informacionih tehnologija je sposobnost prevazilaženja granica koje razvijaju industrije, stvarajući nova tržišta, ili, čineći stara tržišta zastarelim.
LL@(10601) In some cases, new markets are captured/created by identifying and enhancing the needs that have previously failed to be fulfilled or satisfied. => U nekim slučajevima su otvorena nova tržišta, otkrivanjem i podsticanjem potreba, koje su prethodno bile neiskorišćenje ili nezadovoljene.
LL@(10602) Meeting these needs enhances not only the development of new products and services, but also the development of new technologies, whose direct implementation generates new production processes and new ways to meet the customers elemntary needs. => Njihovim korišćenjem se ne podstiče, samo razvoj novih proizvoda i usluga, već i razvijanje novih tehnologija, čijom direktnom primenom generišemo nove proizvodne procese i načine zadovoljenja osnovnih potreba potrošača.
LL@(10603) The efficiency of information technologies is especially evident in the production of health-safe and hygienically pure food, the imperative of the modern man. => Delotvornost informacionih tehnologija je posebno evidentna u oblasti proizvodnje zdravstveno bezbedne i higijenski ispravne hrane, koja je imperativ savremenog čoveka.
LL@(10604) The automation of the processes by the digitalization of the parametre values of the product manufacturing and their manipulation by the computer management units becomes increasingly important in this field of production. => U ovoj oblasti proizvodnje, automatizacija procesa, digitalizacijom vrednosti parametara proizvodnje proizvoda i njihovim manipulisanjem računarskim upravljačkim jedinicama, sve više dobija na značaju.
LL@(10605) In order to meet the customers needs in a profitable way, the manufacturers use the information technologies to establish and maintain contacts with their suppliers and other agents, among which are not only the sup 1 Product Life Cycle pliers of raw materials and semi-finished products, but also the consulting or credit granting firms (Figure 2). => Da bi postigli profitabilno zadovoljavanje potreba potrošača, proizvođači primenom informacionih tehnologija, uspostavljaju i održavaju kontakte sa svojim dobavljačima i drugim posrednicima, u koje ne ubrajamo samo preduzeća koja snabdevaju sirovinama i polufabrikatima, već i firme koje se bave raznovrsnim konsaltingom, kreditiranjem (slika 2).
LL@(10606) Figure 2: Coordinating system Such electronic services result into a many-sided communication, a more efficient information flow and, consequently, the introduction of modern production processes. => 1 Product Life Cycle Slika 2: ~~~ Koordinirajući sistem Rezultati ovakvih elektronskih usluga su svestranija komunikacija, bolji protok informacija i na osnovu njih, uvođenje savremenih procesa proizvodnje.
LL@(10607) At the same time they help increase competitiveness and ensure conditions for a faster and a more efficient allocation of resources. => Takođe, povećava se konkurentnost i stvaraju se uslovi za brže i delotvornije raspoređivanje resursa.
LL@(10608) The advantages of electronic business (information) are, as potentially high, recognized and adopted in the production of functional food, too2, so that we can be certain that this is one of the possible new product management models. => Prednosti elektronskog poslovanja (informacije), kao veliki potencijal, iskorišćenje su u proizvodnji i funkcionalne hrane2, tako da sa sigurnošću možemo reći, da je to jedan od mogućih modela upravljanja novim proizvodima.
LL@(10609) The computer analysis of the marketing system has shown that the modern mans diet should include not only health-safe food, but also the nutriments that have an additional positive effect upon human health. => Računarskom analizom marketinškog sistema je utvrđeno da u ishrani savremenog čoveka, pored zdravstveno bezbedne hrane, treba koristiti i namirnice, kojima se ostvaruje I dodatni pozitivan uticaj na zdravlje organizma.
LL@(10610) Functional food production is most widely used in the flour mill and baking industry, however, it is also partly present in the meat industry. => Proizvodnja funkcionalne hrane je najviše zastupljena u mlinarskoj i mlekarskoj industriji,dok je delimično zastupljena i u industriji mesa.
LL@(10611) These are the products manufactured from natural ingredients and used in the daily diet. => Tosu proizvodi koji se dobijaju od prirodnih sastojaka i koriste se kao deo svakodnevne ishrane.
LL@(10612) The additives to the nutriments, use dto make them functional food are: probiotics3, prebiotics4, antioxidants, vegetable fibres, mineral matter, vitamins. => Sastojci koji se dodaju namirnicama, čineći ih funkcionalnom hranom, su: probiotici3, prebiotici4, antioksidanti, biljna vlakna, mineralne materije, vitamini.
LL@(10613) One potential solution in preventing starvation and death of thousands of people is certainly electronic information, implemented within new technologies. => Sigurno da je jedno od potencijalnih rešenja za zaštitu od gladi i umiranja više desetina hiljada ljudi, elektronske informacije, primenjive u okviru novih tehnologija.
LL@(10614) Fast developing countries, such as Brasil, China and India, are in an increasing demand for food products. => 
LL@(10615) A higher standard of living in these countries resulted in an 2 Refers to the nutriments that, besides their basic, nutritive, value, produce an additional positive effect upon human health. => Zemlje brzog napredovanja, poput Brazila, Kine i Indije, pokazuju sve veću potražnju za prehrambenim proizvodima.
LL@(10616) 3 Fermented sausages, when produced as functional food, contain probiotic bacteria. => Poboljšanje životnog standarda u tim zemljama je uticalo na povećanje potreba za mesom, 2 Odnosi se na namirnice koje, pored osnovne, nutritivne vrednosti, ostvaruju i dodatni pozitivan uticaj na zdravlje ljudi. 3 Fermentisane kobasice, kada se proizvode kao funkcionalna hrana, sadrže probiotske bakterije.
LL@(10617) These are probiotiv organisma, types: Bifidobacterium Spp. and some species from the Lactobacillus family. => To su probiotski mikroorganizmi, vrste: ~~~ Bifidobacterium Spp. i neke vrste iz roda Lactobacillus .
LL@(10618) 4 These are indigestible ingredients that stimulate the activity of one or several species of bacteria (diet fibres). increased demand for meat, eggs and milk. => 4 Čine ih nesvarljivi sastojci hrane koji stimulišu aktivnost jedne ili više vrsta bakterija (dijetalna vlakna). jajima i mlekom.
LL@(10619) Only in 2006, four times as much meat was produced compared to 1961, as its consumption worldwide is now twice as high and amounts to 43 kg per inhabitant. => Samo u 2006. godini u svetu je proizvedeno mesa četiri puta više nego 1961, jer se njegova potrošnja udvostručila i danas u svetu iznosi 43 kg po stanovniku.
LL@(10620) In 1985, an average Chinese consumed 20 kilos of meat annually; today, the quantity exceeded 60 kilos. ing adequate regulations in environment management and in creating a favourable social climate to ensure stimulative conditions for environmental protection. => Prosečan Kinez je 1985. trošio 20 kg mesa godišnje, dok danas je ta količina prešla 60 kg.
LL@(10621) Besides, an increasing portion of national income is allocated for working out the solutions to the environmental protection issues. => 
LL@(10622) In 2006, China imported 20,27*106 t of food, 40 percent more compared to the previous year. => Kina je u 2006. godini uvezla 20,27*106 t hrane, što je za oko 40% više nego prethodne godine.
LL@(10623) This is one reason that an increasing portion of world crops is now used in the so-called indirect diet5. => To je jedan od razloga zbog čega se u svetu sve veći deo žetve koristi za tzv. Indirektnu ishranu5.
LL@(10624) What concerns us most is the fact that arable land was once used to grow plants used in nutrition. => Najviše zabrinjava činjnenica, da su nekad obradive površine korišćenje da bi se uzgajale biljke za ishranu.
LL@(10625) Recently, the production of fuels has developed, using wheat to produce ethanole and diesel fuel. => U novije vreme se pojavila proizvodnja pogonskih goriva, koja od žitarica proizvodi etanol i dizel goriva.
LL@(10626) As much as 30% of crops in the U.S.A. is transformed into the fuel of plant origin, which is one of the generators of higher prices of bread wheat, i.e., of famine. => U Americi se šak 30% žitarica transformiše u gorivo biljnog porekla, što je jedan od generatora viših cena hlebnog žita, odnosno gladi.
LL@(10627) Modern agricultural achievements are not accessible to all the nations at the moment, however, modern genetic technology is possible to implement. => Trenutno nisu svima dostupna moderna poljoprivredna sredstva, ali je moguće primeniti modernu genetsku tehnologiju.
LL@(10628) By electronic communication it was established that there are approximately 200 genetically modified seeds (resistant to extreme weather conditions) in the laboratories of the poorest countries. => Elektronskom komunikacijom, utvrđeno je da se u laboratorijama najsiromašnijih zemalja, nalazi oko 200 genetski izmenjenih semenskih vrsta (otporne na ekstremne meteorološke pojave).
LL@(10629) Similarly, the sales of genetically mutated seeds commodity increase, and 43% of fertile soil in the fast growing economies (China, India, Brasil) is sewn with these very seeds. ~~~ 3. => Takođe, sve više se prodaje genetski izmenjena semenska roba, kao i to da je 43% plodnih površina zemalja sa jakim privrednim rastom (Kina, Indija, Brazil), zasejano upravo tim semenom. 3.
LL@(10630) Environmental protection management The pollution of the environment by the waste of nonbiological origin is increasing worldwide, therefore it is necessary that steps are undertaken to sustain the quality of life and ensure the conditions for biological survival. => Upravljanje zaštitom životne sredine Zagađivanje životne sredine otpacima nebiološkog porekla u svetu je sve intenzivnije, tako da je neophodno sprovoditi mere za očuvanje kvaliteta življenja i obezbeđenje uslova za biološki opstanak.
LL@(10631) The development of production and consumable raw materials, products and energy is such that it threatens the ballance between the quantities of extracted waste matter and the natures ability to absorb it. => Razvoj proizvodne i potrošne sirovine, proizvoda i energije, dostižu takve razmere da utiču na narušavanje balansa između količina izdvojenih štetnih materija i sposobnosti prirode da iste apsorbuje.
LL@(10632)  => Sa ukrupnjavanjem ekološke problematike, raslo je i saznanje o njenom globalnom karakteru.
LL@(10633)  => Većina zemalja je usmerena na donošenje adekvatnih propisa za upravljanje okruženjem i stvaranje povoljne društvene klime, kako bi se obezbedili stimulativni uslovi 5 Više od polovine proizvedenih količina soje i kukuruza od lazi na ishranu stoke. 6 Ambalaža na bazi:
LL@(10634)  => PET-polietilen-tereftalat (flašice za vodu i bezalkoholna pića), HDPE-polietilen visokegustine (flaše za jestivo ulje), LDPE-polietilen niskegustine (glavna komponenta plastičnih kesa), PP-polipropilen (ulični kontejneri i cevi za transport vode za piće). za zaštitu životne sredine.
LL@(10635)  => Takođe, sve veći deo nacionalnog dohotka se izdvaja za rešavanje problema zaštite životne sredine.
LL@(10636) Some serious pollutants are: PET, HDPE, LDPE, PP packagings6. => U velike zagađivače se ubrajaju: ~~~ PET, HDPE, LDPE, PP ambalažna pakovanja6.
LL@(10637) It is for this reason that the ecological status of packaging is estimated on the basis of the impact of used and discarded units of packaging upon the environment. => Upravo je to i bio razlog, da se ekološki status ambalažnih pakovanja procenjuje na osnovu uticaja, iskorišćenih i odbačenih jedinica pakovanja, na životnu sredinu.
LL@(10638) The term used in the estimate of the ecological ststus of packaging is the ecological balance and includes two groups of criteria: technological and economic eligibility of the unit of packaging and ecological acceptability of the unit of packaging. => Za procenu ekološkog statusa ambalažnih pakovanja, koristi se pojam ekološki balans, koji obuhvata dve grupe kriterijuma, Š6Ë: tehnološku i ekonomsku podobnost jedinice am balažnog pakovanja i ekološku prihvatljivost jedinice ambalažnog pa kovanja.
LL@(10639) It is important to note that the ecological status can be corrected in each of the phases of the life cycle. => Važno je napomenuti da se ekološki status može korigovati u svim fazama životnog ciklusa.
LL@(10640) To pack a product, such packaging is used whose properties satisfy technological requirements The selected packaging is then assessed from the economic point of view and valuated according to the techno-economic criteria. => Za pakovanje proizvoda, bira se ambalaža koja svojim karakteristikama ispunjava tehnološke uslove. ~~~ Odabrana ambalaža se potom procenjuje sa ekonomskog aspekta i vrednuje prema tehno-ekonomskim kriterijumima.
LL@(10641) Thus valuated packaging is then subjected to the estimate of ecological status. => Tako vrednovana ambalaža se podvrgava proceni ekološkog statusa.
LL@(10642) Contrary to the ecological suitability criteria (the impact of used and discarded packaging), the impact of packaging is estimated throughout the life cycle, from the use of raw materials, to the manufacturing process, to the use of packaging, to the procedures of treating the used and discarded packaging. => Za razliku od kriterijuma ekološke podobnosti (uticaja iskorišćene i odbačene ambalaže), procenjuje se uticaj ambalaže u čitavom životnom ciklusu, od upotrebe sirovina, preko procesa izrade I upotrebe ambalaže, do postupka sa iskorišćenom i odbačenom ambalažom.
LL@(10643) Empirically obtained data show that the energy consumption in the packaging manufacturing process affects the estimeted ecological status of packaging to a greatest extent. => Iz iskustva se došlo do podatka, da utrošak energije u procesu proizvodnje ambalaže, u najvećoj meri utiče na procenjeni ekološki status ambalaže.
LL@(10644) It is for this reason that the term ecological balance was introduced, to define the energy consumption in each of the phases of packaging life cycle. => Zbog toga se uvodi termin ekološki bilans, kojim se definiše utrošak energije u svim fazama životnog ciklusa ambalaže.
LL@(10645) The least energy consumption is found to be in producing glass packaging, whereas the greatest consumption is caused in the production of metal, especially aluminium packaging. => Utvrđeno je da se najmanji utrošak energije postiže kod staklene ambalaže, a najveći kod metalne, posebno aluminijumske ambalaže.
LL@(10646) The ammassement of ecology problem issues brought an increased awareness of its global character in its wake. => 
LL@(10647) The majority of countries are engaged in adopt The greatest effect in environmental protection, however, can be achieved by the implementation of appropriate procedures with used and discarded packaging. => Međutim, najveći efekat zaštite životne sredine može da se postigne primenom odgovarajućih postupaka sa iskorišćenom i odbačenim ambalažnim pakovanjima.
LL@(10648) 5 More than a half of soya quantity produced is used as livestock feed. => 
LL@(10649) 6 Packaging on the basis of: PET polyethilen-terephthalate (water and beverages bottles), HDPE high density polyethilene (table oil bottles), LDPE low density polyethilene (main component of plastic bags), PP polypropilene (street containers and drinking water supply pipes). => 
LL@(10650) Various types of packaging are usually a very valuable secondary raw material and the packaging waste phase includes all the procedures of packaging waste treatment for the purpose of getting new products produced. => Ambalažna pakovanja su veoma vredna sekundarna sirovina i faza ambalažnog otpada podrazumeva sve postupke prerade odbačenih ambalažnih pakovanja u cilju dobijanja novih proizvoda.
LL@(10651) Only the part that is not possible to recycle becomes the packaging waste and is permanently stored in underground storage sites. => Samo onaj deo koji nije moguće reciklirati, postaje ambalažni otpad, koji se trajno skladišti u podzemnim skladištima.
LL@(10652) It is important to note that recycling the used packaging helps reduce the volume and mass of packaging waste to the amounts more than ten times smaller. => Važno je reći da se preradom iskorišćene ambalaže smanjuje masa i zapremina ambalažnog smeća više desetina puta.
LL@(10653) It simultaneously provides raw materials and /or products that have a certain economic, and overall an ecological value. => Istovremeno, obezbeđuju se sirovine ili proizvodi koji imaju određenu ekonomsku, ali i znatno veću ekološku vrednost.
LL@(10654) Thus the cardboard, paper, woodboard packaging are increasingly used in the production of paper, cardboard and other products. => Iz tih razloga se, papirna, kartonska, drvena ambalaža, sve više koriste u proizvodnji papira, kartona i drugih proizvoda.
LL@(10655) Broken glass packaging is used as a basic raw material in the production of glass. => Stakleni krš se koristi kao osnovna sirovina u proizvodnji stakla.
LL@(10656) Recycling of metal packaging is also very important in terms of its economic justification. => U pogledu ekonomske opravdanosti, prerada metalne ambalaže je veoma bitna.
LL@(10657) As regards the recycling of plastic packaging, it is important to disintegrate the packaging into its ingredients, since only these can be recycled. => U procesima prerade plastične ambalaže, važno je razdvajanje na polazne sirovine, jer se samo takvi materijali mogu preraditi.
LL@(10658) If polymer materials are not possible to disintegrate further (manyfold polymers or combined materials), it is economically and ecologically reasonable to use them as fuels. => Ako polimerne materije nije moguće razdvojiti (višeslojni polimeri ili kombinovani materijali), ekonomski i ekološki je opravdano iskoristiti ih za dobijanje energije.
LL@(10659) Recycling is incresingly spoken about as a profitable business, as well as a way to protect the environment. => O recikliranju, kao unosnom poslu, kojim se prvenstveno titi životna sredina, ali i ostvaruje određen profit, sve više se govori.
LL@(10660) This is further supported by statistical data that present the total annual waste of 3*108 euros in Serbia, caused by an inappropriate waste management. => Na to ukazuju i statistički podaci, koji prikazuju ukupnu godišnju štetu u Srbiji, od približno 3*108 eura, prouzokovanu nepropisnim upravljanjem otpada.
LL@(10661) The value of the annual waste equals the value of 1.1% gross national product of Serbia. => Inače, vrednost godišnje štete je ekvivalentna vrednosti od 1.1% društvenog bruto proizvoda Srbije.
LL@(10662) It is for this reason that the rate of re-use and recycling of packaging (paper, plastics, metal and glass) should be raised to one foruth of its total quantity. => Zato je potrebno povećati stopu ponovnog iskorišćavanja i reciklaže ambalažnog otpada (papir, plastika, metal i staklo), na četvrtinu ukupne njegove količine.
LL@(10663) The packaging industry is a very profitable industry all over the world. => Industrija pakovanja i ambalaže je izuzetno profitabilna privredna grana u svetu.
LL@(10664) The development of technology, an ever-increasing care for the ecological aspect and recycling, as well as the growth of customers demands make it one of the most advantageous industries. => Stalnim razvojem tehnologije, sve većom brigom o ekološkom aspektu i reciklažom, ali i stalnim rastom potrošačkih zahteva postaje jedna od najperspektivnijih privrednih delatnosti.
LL@(10665) The reason is self-evident the goods for sale must be packed. => Razlog je jasan-sva roba mora biti upakovana.
LL@(10666) According to the data obtained from the Statistical Institute of Serbia, the Recycling Agency and the independent researchers, the data on the waste materials collected, the recycling, the production, the exports and the imports in Serbia in 2005 were as follows: On the basis of the data a conclusion can be drawn that the imports of paper exceeded the exports to a great extent, as is the case of collected and recycled paper, though only a portion of collected paper was recycled. => Prema podacima Republičkog zavoda Srbije za statistiku, Agencija za reciklažu i nezavisnih istraživača, podaci o sakupljenoj količini otpadnih materijala, reciklaži, proizvodnji, uvozu i izvozu u Srbiji, za 2005. godinu, su sledeći: ~~~ Tabela 1.
LL@(10667) As far as metal is concerned, more metal is recycled than is collected, which is the consequence of large imports, approximate to exports in this case. => Veličina tržišta sekundarnih materijala u tonama Prema ovim podacima možemo zaključiti da je uvoz papira znatno premašio izvoz, kao i sakupljene i prerađene količine papira, ali i da je prerađen samo deo prikupljenog papira. [to se tiče metala možemo za ključiti da je prerađeno više matala nego što je prikupljeno, što je posledica velikog uvoza koji je u ovom slučaju približan izvozu.
LL@(10668) Very small quantities of glass are collected and recycled. => Staklo je prikupljeno i prerađeno u vrlo malom iznosu.
LL@(10669) The exports are negligible, and there were no imports at all. => Izvoz je neznatan, dok uvoza stakla nije ni bilo.
LL@(10670) Copper is collected in larger quantities than are recycled. => Bakra je sakupljeno znatno više nego što je prerađeno.
LL@(10671) The exports were satisfactory, but there were no imports. => Izvoz je bio zadovoljavajući, a uvoza, takođe, nije bilo.
LL@(10672) Much more aluminium was recycled than was imported, which is the result of too much aluminium imported compared to the exports. => Aluminijuma je prerađeno znatno više nego što je prikupljeno, što je posledica isuviše velikog uvoza u odnosu na izvoz. [to se tiče plastike prerađena količina je znatno manja od sakupljene, što je rezultat postojanja zadovoljavajućeg izvoza, dok uvoza plastike nije ni bilo.
LL@(10673) As regards plastics, the quantities recycled are significantly smaller than those collected, the result of satisfactory exports, with no imports of plastics. => Proizvodnja je, osim u slučaju bakra i plastike, u velikoj meri premašivala sve ostale pozicije.
LL@(10674) The production has, apart from the cases of copper and plastics, largely exceeded all the other positions. => Kao industrijska grana koja prati ostale sektore, proizvodnje ambalaže i pakovanja ne može stagnirati.
LL@(10675) An industry accompanying all other sectors, the packaging production cannot stagnate, especially if we know that all the products with a fast consumption rate (food, chemicals and other commodity purchased at mega markets) are consumed daily, therefore there is a demand for new quantities on the market. => Posebno ako se ima u vidu da se svi brzotrošeći proizvodi (proizvodi za ishranu, hemijski proizvodi, kao i ostala roba koju kupujemo u megamarketima) svakodnevno konzumiraju, te su iz dana u dan potrebne nove količine na tržištu.
LL@(10676) This is not a problem for packaging manufacturers, as they can always combine the forms and the types of material, and the production technology develops fast. => To nije problem za proizvođače ambalaže, s obzirom na to da postoje mogućnosti za kombinovanje oblika i vrste materijala, kao i sve brži razvoj tehnologije proizvodnje.
LL@(10677) The development of this industry here is a great opportunity for a majority of entrepreneurs. => Razvoj ove privredne grane, kod nas predstavlja priliku za većinu preduzetnika.
LL@(10678) There are 500 small private businesses in Serbia producing and importing packaging. => U Srbiji funkcioniše 500 malih privatnih firmi, koji se bave proizvodnjom ili uvozom ambalaže.
LL@(10679) A smaller number of firms is engaged in manufacturing or importing packaging machinery. => Takođe, manji broj firmi se bavi proizvodnjom ili uvozom mašina za pakovanje.
LL@(10680) The advantages of our market for this type of business are as follows: Strategic positioning on the markets of Europe, Asia and the Near East, Duty-free access to the free-trade area in South east Europe (6*107 customers), Serbia is not a European Union memeber; greater flexibility and advantages in investing, The lowest tax rate on profit in Europe, Trained and non-expensive work force, Relatively stable economy, Table 1. => Prednosti našeg tržišta za ovaj delokrug poslova su sledeće:
LL@(10681) Scope of secondary materials market in tons 7 http://www.ekoforum.org Stable monetary policy and prompt implementa tion of macroeconomic laws, Liberal regulations in foreign trade and foreign in vestments, and Relatively simple procedures of setting up a business and starting production, including the nonresidents stay regime, firm registration and customs duties. => Strateško pozicioniranje na tržištima Evrope, Azije i Bliskog Istoka, Duty free pristup slobodnoj trgovinskoj zoni u Jugoistočnoj Evropi (6*107 potrošača), Srbija nije članica Evropske Unije; veća fleksibil nost i prednosti za investiranje, Najniža poreska stopa na profit preduzeća u Evropi, Obrazovana i jeftina radna snaga, Relativno stabilna privreda, Stabilna monetarna politika i brza primena ključ nih makroekonomskih zakona, Liberalni propisi u spoljnoj trgovini i stranom ulaganju i 7 http://www.ekoforum.org Relativno jednostavne procedure za osnivanje preduzeća i započinjanje proizvodnje, uključujući režim boravka stranaca, registraciju preduzeća i carine.
LL@(10682) The packaging and packaging machinery industries also provide opportunities for large corporations with modern technology. => Industrija ambalaže i mašina za pakovanje pruža šansu i velikim korporacijama sa savremenom tehnologijom.
LL@(10683) Knowledge of ecology and the spread of ecology movements caused radical changes in the packaging industries of the developed countries. => Ekološko znanje i širenje uticaja ekološkog pokreta su uzrokovali radikalne promene u industriji pakovanja, razvijenih zemalja.
LL@(10684) The reesearch conducted in a number of countries show that certain international trusts and agencies are deeply concerned with eco-packaging and recycling issues. => Istraživanja sprovedena u nekim zemljama, ukazuju na postojanje međunarodnih fondova i agencija, koje se bave problemom eko-pakovanja i reciklaže.
LL@(10685) The member countries of the International Chamber of Commerce adopted the Human Environment Quality Protection Code. => Zemlje članice Međunarodne trgovinske komore su usvojile Kodeks o zaštiti kvaliteta čovekove okoline.
LL@(10686) These regulations urged numerous multinational corporations to adopt similar eco-rules. => Ta pravila su poslužila kao primer mnogim multinacionalnim kompanijama da i one pristupe donošenju sličnih eko-pravila.
LL@(10687) The field of recycling in Serbia is regulated by the Waste Management Act of 1996, when the Agency for recycling was established; by the Code on collecting, storage and transport of secondary raw materials of 2001; and by the Environmental Protection Act of 2004. => Oblast reciklaže je u Srbiji uređena Zakonom o upravljanju otpadom iz 1996, kada je i osnovana agencija za reciklažu, Pravilnikom o sakupljanju, skladištenju i transportu sekundarnih sirovina iz 2001. i Zakonom o zaštiti životne sredine iz 2004.
LL@(10688) The Agency for recycling reports to the Ministry of science and environment; however, as regards its activities and the type of liabilities, it collaborates with other compatible ministries, such as the ministries of privatization and economy, of power supply, of health care and of finance. => Resorno ministarstvo agencije za reciklažu je Ministarstvo nauke i životne sredine, ali prema svojoj delatnosti i vrsti poslova sarađuje i sa drugim, kompatibilnim ministarstvima: za privatizaciju i privredu, za energetiku, za zdravlje i finansije.
LL@(10689) The agency is simultaneously engaged in expert work such as monitoring the situation and control of the secondary raw material use, market research for such materials, data on the available and required quantities of secondary raw materials. => Ujedno, ova agencija obavlja stručne poslove koji se odnose na praćenje stanja i kontrolu korišćenjem sekundarnih sirovina, istraživanje njihovih tržišta, vođenje podataka o raspoloživim i potrebnim količinama sekundarnih sirovina.
LL@(10690) How much raw material and which materials we have, can they be treated in this country or not, do we have capacities installed, do these need to be revitalized, and, if we do not have them, which are the priorities in their construction7? => Koliko ih imamo i kojih, da li ih možemo obraditi u zemlji ili ne, imamo li instalirane kapacitete, treba li ih revitalizovati, a ukoliko ih nemamo, šta je prioritet za izgradnju7 4.
LL@(10691) 4. ~~~ Conclusion A continual improvement of the knowledge and work productivity is the fundamental imperative of the modern economy as well as the most important factor in the global competition of companies, where the main role is played by large corporations. => Zaključak Kontinualno unapređivanje produktivnosti znanja i rada, jeste osnovni imperativ savremene privrede i najznačajniji faktor u konkurentskoj borbi preduzeća na globalnom tržištu, gde glavnu reč vode korporacije.
LL@(10692) IT are the basic module in achieving technological advantage and adequate protection of environment. => IT predstavljaju osnovni modul u postizanju tehnološke prednosti i adekvatnoj zaštiti životnog okruženja.
LL@(10693) REFERENCE Š1Ë Day G. S, Wensley R, Assessing advantage: a framework for diagnosing competitive superiority, Journal of Marketing, 1988. => LITERATURA Š1Ë Day G. S, Wensley R, Assessing advantage: a framework for diagnosing competitive superiority, Journal of Marketing, 1988. Š2Ë Drucker P. F, Management:
LL@(10694) Š2Ë Drucker P. F, Management: Tasks, responsibilities and practices, Harper & Row, 1973. ~~~ Š3Ë Kukrika M, Formula za siguran uspeh, Tesla Comerc, Subotica, 2000. ~~~ Š4Ë Mann J, Thornton P, Micro electronics, marketing, Industrial Management, Data Systems, jul/avgust, 1981. ~~~ Š5Ë Petrović N, Ekološka svest kao osnova održivog razvoja, Zbornik radova Menadžment, tehnologije i inovacije, Beograd, 2006. ~~~ Š6Ë Vujković I, Ambalaža, Tehnološki fakultet Novosadskog Univerziteta, Novi Sad, 2002. => Tasks, responsibiliti es and practices, Harper & Row, 1973. Š3Ë Kukrika M, Formula za siguran uspeh, Tesla Comerc, Subotica, 2000. Š4Ë Mann J, Thornton P, Micro electronics, marke ting, Industrial Management, Data Systems, jul/avgust, 1981. Š5Ë Petrović N, Ekološka svest kao osnova održivog razvoja, Zbornik radova Menadžment, tehnologije i inovacije, Beograd, 2006. Š6Ë Vujković I, Ambalaža, Tehnološki fakultet Novosadskog Univerziteta, Novi Sad, 2002. Š7Ë International Organisation for Standardization, Standardi:
LL@(10695) Š7Ë International Organisation for Standardization, Standardi: 14001, 14004, 14010, 14011, 14012, http://www.iso.org Book review Entrepreneurship, Growth and Public Policy Zoltan Acs, David Audretsch, Robert Strom: Entrepreneurship, Growth and Public Policy, Cambridge University Press, 2009 the book three basic parts of titled Entrepreneurship, Growth and Public Policy, brought together eighteen authors around the key theme areas that thoroughly explore the main topic presented in the title. => 14001, 14004, 14010, 14011, 14012, http://www.iso.org U svetu knjiga Preduzetništvo, rast i javna politika Zoltan Acs, David Audretsch, Robert Strom, Entrepreneurship, Growth, and Public Policy (Preduzetništvo, rast i javna politika) Cambridge University Press, 2009. T ri osnovna dela knjige Preduzetništvo, rast i javna politika, okupljaju osamnaest autora oko ključnih tematskih celina koje iscrpno istražuju osnovnu temu istaknutu u naslovu.
LL@(10696) The first part, The Role of Entrepreneurship in Innovations, points to a novel and enhancing approach in dealing with the already classical topic of innovations and entrepreneurship, focusing upon entrepreneurship as an indispensable factor in achieving innovation, competitiveness and economic growth. => Prvi deo, Uloga preduzetništva u inovacijama, već samim naslovom ukazuje na nov i podsticajan pristup u sagledavanju već klasične teme inovacija i preduzetništva, postavljajući preduzetništvo u žižu, kao nezaobilazni faktor u ostvarivanju inovacija, konkurentnosti i privrednog rasta.
LL@(10697) The authors claim that the European Union takes entrepreneurship to be the basis for the generation of growth, employment and competitiveness in the T he global economy. => Ističe se da Evropska unija preduzetništvo postavlja kao osnovu za generisanje rasta, zaposlenosti i konkurentnosti u globalnoj privredi.
LL@(10698) The U.S.A. is also increasingly in favour of entrepreneurship; in the policies and strategies they adopt they expressly state that it is in the incentive of entrepreneurship that a new driving force of economic growth lies, as well as the key to surpass the crisis. => SAD se takođe sve više otvoreno zalažu za preduzetništvo i kroz politiku i strategije ko je donose eksplicitno navode da se u podsticanju preduzetništva nalazi novi zamajac privrednog rasta, kao i ključ za prevazilaženje krize.
LL@(10699) In the second part of the book, titled Linking Entrepreneurship to Growth, a large number of authors contributed the articles that define all the relevant instruments and mechanisms in entrepreneurship that foster the relationship among the science, the technology and the practice as the crucial paradigms of development and growth. => Drugi deo knjige na temu, Povezivanje preduzetništva i rasta, okuplja veći broj autora sa prilozima koji u preduzetništvu definišu sve one relevantne instrumente i mehanizme za jačanje veza između nauke, tehnologije i prakse kao ključne paradigme rasta i razvoja.
LL@(10700) The entrepreneurial efforts primarily guide the research and development towards those areas in which the best results are achieved and value is created as closely related to the peoples needs. => Preduzetničkim naporima se istraživanje i razvoj, pre svega, usmerava ka onim oblasima kojima se ostvaruju najveći rezultati i kreira vrednost u što neposrednijoj vezi sa potrebama ljudi.
LL@(10701) Entrepreneurship is responsible for linking all relevant factors in the earliest stages of the idea of products, the services and the processes in order that the innovation process should flow on efficiently and effectively towards the implementation and diffusion of concrete innovation. => Preduzetni štvo je odgovorno za povezivanje svih relevantnih aktera u najranijim fazama nastanka ideje o proizvodima, uslugama i procesima da bi se inovativni proces dalje efikasno i efektivno odvijao ka ostvarenju konkretnih inovacija i njihove difuzije.
LL@(10702) Entrepreneurship is in the focus of the efforts to achieve efficient commercialisation, create the environment for successful business operations with the acquisition of both tangible and intangible resources required material, financial and human. => Preduzetništvo je u žiži napora ka efikasnoj komercijalizaciji, kreiranju ambijenta za uspešno poslovanje, uz pribavljanje potrebnih opipljivih i neopipljivih resursa - materijalnih, finansijskih i ljudskih.
LL@(10703) This means new employees, new investments, the activities of funds and banks, and consequently a new wave of economic growth and development. => To znači okupljanje novih zaposlenih, nove investicije, aktivnost fondova i banaka, a to je upravo novi talas privrednog rasta i razvoja.
LL@(10704) In this part entrepreneurship is defined as a driving force and accellerator that does not allow for the particles of potential purposeful activity meant to generate new value, to scatter and fall to the bottom of social and economic trends, as a residue, or to drift unemployed on the surfice, as a stagnate water. => U tom delu preduzetništvo je definisano kao motor i akcelerator koji ne dopušta da se «čestice» potencijalne svrsishodne delatnosti, koje će generisati novu vrednost, raspu i slegnu na dno društvenih i ekonomskih tokova, kao talog, ili će plivati neupotrebljene na vrhu, kao žabokrečina.
LL@(10705) On the contrary, as an accellerator, entrepreneurship lifts them up, disperses them, connects them and mobilizes them, preventing any staleness, idling or inactivity characteristic of the states of defensiveness and absence of initiative so prevailingly present in the conditions of crisis and depression in the economy as well in the society. => Naprotiv, kao akcelerator, preduzetništvo ih podiže, raspršuje, povezuje i mobiliše ne dopuštajući nikakvu zaparloženost i neaktivnost koja je svojstvena stanjima defanzivnosti i odsustva inicijative koja prati situaciju krize i depresije u privredi i društvu.
LL@(10706) T he third part deals with politics and brings articles and reports on linking relevant facts of development on the economic and social levels as well as highlights the specific role entrepreneurship plays in creating entrepreneurial economy. => T reći deo koji se bavi politikom predstavlja priloge koji se bave povezivanjem relevantnih činilaca razvoja na nivou privrede i društva ističući posebno mesto preduzetništva u kreiranju preduzetničke ekonomije.
LL@(10707) The entrepreneurial economy is defined as the economy in which the entrepreneurial capital, as well as a physical, human and knowledge capitals represent a significant source of economic growth (p.8). => Preduzetnička ekonomija se definiše kao «ekonomija u kojoj preduzetnički kapital, kao i fizički, ljudski i kapital znanja, predstavljaju značajan izvor ekonomskog rasta» (str. 8).
LL@(10708) The role of Joseph Schumpeter, the leading theoretician in the field of entrepreneurship who set the theory of creative destruction as early as 1911, is specific. ~~~ Schumpeter maintains that the new firms with entrepreneurial charge will replace the old, obsolete and exhausted firms, leading to intensive innovative activities, which will, in turn, result in a higher level of economic growth. ~~~ According to Schumpeter, what makes the entrepreneurs different from other people engaged in economic activities is the willingness to wrestle with innovations and change. => Posebna je uloga ekonomiste Jozefa [umpetera kao nezaobilaznog teoretičara oblasti preduzetništva, koji je davne 1911. godine postavio «teoriju kreativne destrukcije». [umpeter je isticao da će nove firme sa preduzetničkim nabojem zameniti stare, dotrajale i zamorene firme, što će voditi ka intenzivnoj inovativnoj aktivnosti, koja će rezultirati višim nivoom ekonomskog rasta. [umpeter je isticao da je ono što raz likuje preduzetnike od drugih nosilaca privredne aktivnosti, upravo spremnost da se uhvate u koštac sa inovacijama i promenama.
LL@(10709) More precisely, Schumpeter argues that The role of the entrepreneur is to reform or transofrm the stale frames of production in a revolutionary manner, making use of inventiveness, or, better still, the unexploited and untested technological opportunity for manufacturing new goods or producing the old goods in a new way.... ~~~ Schumpeter also points out all the difficulties accompanying such an effort, giving entrepreneurship special emphasis. => Tačnije, [umpeter ističe »Uloga preduzetnika je da reformišu ili revolucionarno menjaju ustaljene okvire proizvodnje koristeći invenciju, ili još šire, neiskorišćenu u neisprobanu tehnološku mogućnost za proizvodnju nove robe ili za proizvodnju stare na novi način....». [umpeter je isticao i sve teškoće koje se vezuju za ovaj napor, dajući poseban značaj preduzetništvu.
LL@(10710) He states that entrepreneurship is, in fact, a specific and significant social function, primarily because it deals with the issues outside the routine tasks and familiar relationships known to everybody within the organization, fighting significnt resistance to such activities along its way. => Isticao je da je preduzetništvo u stvari posebna i značajna ekonomska funkcija, pre svega zato što se bavi pitanjima koja se nalaze van rutinskih zadataka i poznatih odnosa koje svi razumeju unutar organizacije, a pri tome se u okruženju nailazi na značajne otpore ovim aktivnostima.
LL@(10711) B uilding on the works of the classics and the Nobel Prize winners Robert Solow, Edith Penrose, Joseph Schumpeter, Richard Nelson, Milton Friedman, John Maynard Keynes and others, the editors and the authors of this edition deserve to be praized for having recognized and explored the crucial issues of the relationship in individual entrepreneurial efforts, entrepreneurship as a broader context and the social policy and strategy. => T ražeći uporište u radovima klasika i nobelovaca Roberta Soloua, Edit Penrouz, Jozefa [umpetera, Ričarda Nelsona, Miltona Fridmana, Džona Majnarda Kejnsa i drugih, redaktorima i autorima ovog izdanja se može odati priznanje na tome što su prepoznali i pristupili istraživanju ključne temu odnose individualnih preduzetničkih napora, preduzetništva kao šireg konteksta i politike i strategije društva.
LL@(10712) In the research of the environment, special attention is paid to those elements of public policy that strengthen the pillars of society which support the incentives to a greater stability in the conditions of entrepreneurial operations. => U istraživanju okruženja pažnja je usmerena ka onim elementima javne politike kojima se jačaju stubovi društva na kojima počivaju podsticaji stabilnijim uslovima za odvijanje preduzetničke aktivnosti.
LL@(10713) Universities are analysed as crucial agents in introducing innovation and in the development of new business endevours. => Univerziteti su analizirani kao krucijalni akteri u inovacijama i razvoju novih poslovnih poduhvata.
LL@(10714) The role of universities is viewed in two key directions, as educational institutions and as the promoters of research and development; hence, in addition to the support they give to a broader entrepreneurship in the society, they themselves are the centres in which a high level of entrepreneurial activity takes place. => Uloga univerziteta se sagledava u dva ključna pravca, kao obrazovnih institucija i onih koje su nosioci istraživanja i razvoja, tako da pored podrške koju pružaju širem preduzetništvu u društvu, oni i sami predstavljaju centre u kojima se odvija visok stepen preduzetničke aktivnosti.
LL@(10715) As regards the high levels of risk and uncertainty accompanying any entrepreneurial activity, the impact of the environment becomes crucial for the support to the sensitive entrepreneurial organism in the development phase. => Ukazujući na visok stepen rizika i neizvesnosti koji prati svaku preduzetničku aktivnost, uticaj okruženja postaje presudan u podršci osetljivom nastajućem preduzetničkom organizmu.
LL@(10716) Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Dr Maja Levi Jakšić Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(10717) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(10718) 1. => We suggest your papers to be pre pared in form of this template. 1.
LL@(10719) INTRODUCTION Papers have to be written in English. => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(10720) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(10721) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(10722) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(10723) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(10724) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(10725) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(10726) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(10727) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(10728) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(10729) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(10730) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(10731) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(10732) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(10733) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(10734)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(10735) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(10736) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( − Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. p p i , p n = i 4. ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(10737) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(10738) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(10739) R[$] Figure 1. => R[$] Slika 3.
LL@(10740) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(10741) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(10742) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(10743) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(10744) Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 UDK 005 ISSN 0354-8635 2010 - 55 Broj 55, Godina XV Jun 2010.
LL@(10745) Protic D., Simulation of work on Airport Belgrade. => Fakultet organizacionih nauka Beograd Izdaje Za izdavača:
LL@(10746) Proceedings of work, SINFF-N, page 75 -81. ~~~ Zlatibor UDC 005 ISSN 1820-0222 2010 - 55 CONTENTS Corporate social integration electronic business and public policies Selena Pješivac, Aleksandar Marković Management accounting statements for the purpose of decision making in banks Draginja P. Djurić Production strategy and competitiveness of the dates industry in the United Arab Emirates Khalid Alrawi Implementation of the concession mechanism for infrastructure development Miloš Milosavljević, Sladjana Benković The application of integral approach in local development planning Rade Ivanković, Mirjana Miljanović E employment and human resource management Svetlana Mitrović Determination of the time and quality frame of the bussines negotiation process and its internal structure Dragan Gruevski Management consulting for SME sector from client perspective Dragan Dukić, Ivica Nikolić High technology as a source of competitive advantages Aleksandra Tošović Stevanović Number 55, Year XV June 2010. => Dr Milan Martić Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović Redakcioni odbor: dr Čedomir Nestorović, Faculty of Coimbra, Portugal dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović, FON, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Chesh Republic dr Milija Suknović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barjaktarović, FON, Beograd Časopis se redovno referiše u publikacijama:
LL@(10747) Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 011/3950-868 E-mail: menage¿fon.rs http://management.fon.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun:
LL@(10748) 381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354-8635 = Management (Srpsko izd.) COBISS.
LL@(10749) ed.) => SR-ID 110318855 SADR@AJ Korporativna društvena integracija elektronsko poslovanje i javne politike Selena Pješivac, Aleksandar Marković Izveštaji upravljačkog računovodstva za potrebe odlučivanja u poslovnoj banci Draginja P. Djurić Proizvodna strategija i konkutentnost industrije urmi u Ujedinjenim Arapskim Emiratima Khalid Alrawi Implementacija mehanizma koncesije za razvoj infrastrukture Miloš Milosavljević, Sladjana Benković Primjena integralnog pristupa planiranja lokalnog razvoja Rade Ivanković, Mirjana Miljanović E zapošljavanje i menadžment ljudskih resursa Svetlana Mitrović Definisanje trajanja i kvaliteta pregovaračkog procesa i njegova unutrašnja struktura Dragan Gruevski Menadžment konsalting u sektoru mspp iz perspektive klijenta Dragan Dukić, Ivica Nikolić Visoke tehnologije kao izvor konkutentskih prednosti Aleksandra Tošović Stevanović Korporativna društvena integracija - elektronsko poslovanje i javne politike UDK:
LL@(10750) COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences Corporate social integration - electronic business and public policies UDC: 005.35 ; 35.077:004.738 SelenaPješivac*, Aleksandar Marković ** University of Belgrade, Faculty of organisational sciences * selena.pjesivac¿seea.gov.rs, ** markovic.aleksandar¿fon.rs The concepts of socially responsible business and socially responsible behaviour are part of a broad CSR (Corporate Social Responsibility) system of values. => 005.35 ; 35.077:004.738 SelenaPješivac*, Aleksandar Marković ** Univerzitet u Beogradu, Fakultet organizacionih nauka * selena.pjesivac¿seea.gov.rs, ** markovic.aleksandar¿fon.rs Koncepti društveno odgovornog poslovanja i društveno odgovornog ponašanja deo su najšireg vrednosnog CSR sistema (Corporate Social Resposibility).
LL@(10751) The corporate social responsibility and sustainable development are forms of the CSR concepts implementation in public policies, among which the policy of energy efficiency. => Korporativna društvena odgovornost i održivi razvoj predstavljaju oblike implementacije CSR koncepata u javnim politikama u koje spada i politika energetske efikasnosti.
LL@(10752) The authors of this paper regard e-Government as one aspect of e-business implementation. => Autori ovog rada e-Upravu smatraju vidom implementacije elektronskog poslovanja.
LL@(10753) The aim of the eGovernment is to make the information of public concern transparent and accessible to the citizens, by way of interactive e-services. => E-Uprava ima za cilj da informacije od javnog značaja putem interaktivnih e-servisa učini transparentnim i dostupnim građanima.
LL@(10754) Our aim in this paper is to extend the focus of research from the corporate social responsibility to the social responsibility of e-Government. => Cilj ovog rada je da proširi fokus istraživanja sa korporativne društvene odgovornosti preduzeća na društvenu odgovornost eUprave.
LL@(10755) Since the e-Government has the capacity of transforming the CSR concept into the concept of corporate social integration, the authors attempt to prove that, in addition to the profit oriented companies, the socially responsible behaviour incorporates the state administration, governmental and non-governmental organizations as well as the networked community of responsible individuals. ~~~ 1. => Budući da e-Uprava ima potencijal da CSR koncept transformiše u koncept korporativne društvene integracije, autori dokazuju da društveno odgovorno ponašanje, osim profitno orijentisanijh kompanija, obuhvata i državnu upravu, vladine i nevladine organizacije i umreženu zajednicu odgovornih pojedinaca. 1.
LL@(10756) Introduction In addition to technological and economic advantages, the electronic business offers opportunities of highly progressive attributes of business. => Uvod Elektronsko poslovanje, osim tehnološko-ekonomskih prednosti, nudi mogućnosti za veoma progresivne atribute poslovanja.
LL@(10757) In the traditional business environment, the CSR was originally introduced as a useful tool in public relations that serves to ensure a consistent management of the company's reputation, and only then as a strategic model of sustainable business doing, thoroughly integrated with the social community. => U tradicionalnom poslovnom okruženju, CSR je prvo uveden kao korisna alatka u odnosima s javnošću koja služi za dosledno upravljanje reputacijom preduzeća, a tek potom kao strateški model poslovanja koje je održivo i suštinski integrisano sa društvenom zajednicom.
LL@(10758) The CSR and the sustainability are the ethical choice and the business philosophy that recognize all the social, cultural, and ecological consequences of the business practice and demonstrate the activities that lead to social welfare, but which are outside the interests of the company itself as well as outside the obligations imposed by legal regulations Š1Ë (Pickton, D. and Broderick, A., 2005:229). => CSR i održivost predstavljaju etički izbor i poslovnu filozofiju koja priznaje sve društvene, kulturne i ekološke konsekvence poslovne prakse i demonstrira one aktivnosti, koje vode ka društvenom blagostanju, a koje se nalaze van interesa same kompanije i van obaveza, koje proističu iz zakonske regulative Š1Ë (Pickton, D. i Broderick, A., 2005:229).
LL@(10759) The arguments in favour of the CSR are related to the CSR impact upon the community, the culture and the environment in which the companies work Š2Ë (Porter, M. & Kramer, M., 2006:81). => Argumenti koji govore u prilog CSR-u tiču se uticaja CSR na zajednicu, kulturu i životnu sredinu u kojoj kompanije posluju Š2Ë (Porter, M. & Kramer, M., 2006:81).
LL@(10760) The attitude that the CSR includes only the business sector, the companies and firms, and that this value concept should be implemented only by the firms and companies is open to criticism. => Mišljenje da CSR obuhvata samo poslovni sektor, preduzeća i kompanije, te da bi ovaj vrednosni koncept trebalo da implementiraju samo preduzeća i kompanije, podložno je kritičkoj proveri.
LL@(10761) The largest contribution in the field of the CSR promotion was provided by the European Commission. => Najveći doprinos na planu promocije CSR-a dala je Evropska komisija.
LL@(10762) The Government in Europe contributed to the CSR more than any other civil society organization Š3Ë (Mesanovi, E., 2005). => Vlada u Evropi više je doprinela CSR-u od bilo koje organizacije civilnog društva Š3Ë (Mesanović, E., 2005).
LL@(10763) The CSR concept is based on the analysis of the corporate role in the European Union from the aspect of the importance of the corporate influence upon the society and the future of Europe as an economic power. => CSR koncept se bazira na analizi uloge korporacija u Evropskoj uniji sa aspekta važnosti uticaja korporacije na društvo i na budućnost Evrope kao ekonomske sile.
LL@(10764) The use of the term corporate brings a certain ambiguity into the understanding of the corporate social responsibility and integration concept. => Upotreba termina korporativno unosi izvesnu nekonzistentnost u razumevanje koncepta korporativne društvene odgovornosti i integracije.
LL@(10765) The understanding of this concept implicitly make one think of large corporations, whereas the governmental and the non-governmental sectors, as well as small and medium-sized enterprises, are usually neglected. => Razumevanje ovog pojma po inerciji navodi na razmišljanje o veli kim korporacijama, dok se vladin i nevladin sector, pa i mala i srednja preduzeća, najčešće nalaze po strani.
LL@(10766) The problem results from misunderstandings in the cases corporate is viewed only as the corporation attribute. => Problem nastaje kao posledica nerazumevanja tamo gde se korporativno posmatra samo kao atribut korporacije.
LL@(10767) It is necessary that the concept of corporate be redefined, starting from its ethymology: the word corps is of French origin, first appeared in the XIV century from the Latin word corpus (body). ~~~ It is of military origin and signifies: a) a separate branch or unit of military forces with special purpose; b) a tactical unit of a country's military forces, larger than a division, but smaller than the army, under the command of a general and consisting of at least two divisions and several subsidiary troops for action; c) a body composed of people acting together and having a common objective . => Potrebno je redefinisati pojam korporativnog, polazeći od njegove etimologije: reč corps je francuskog porekla, nastala je u XIV veku od latinske reči corpus (telo), militarnog je porekla i označava: a) odvojeni ogranak ili odeljenje vojnih snaga sa specijalnom namenom; b) taktičku jedinicu zemaljske vojne snage, veću od divizije i manju od vojske, kojom komanduje general i koja je sačinjena od najmanje dve divizije i nekoliko sporednih trupa za akciju; c) telo, sastavljeno od ljudi koji zajedno deluju i imaju zajednički cilj1.
LL@(10768) The original meaning of the word corporative (corporativement, fr., in the company, common) developed a host of meanings used today in the management theory, which, if not understood, prevent one from grasping the broadest context of the meaning of the corporate social integration on the Internet. => Iz prvobitnog značenja reči korporativno (corporativement, fr. u društvu, zajednički) nastalo je mnoštvo izraza koji se danas koriste u teoriji menadžmenta, a bez čijeg razumevanja nije moguće sagledati najširi kontekst značenja korporativne društvene integracije na Internetu.
LL@(10769) The corporate is most commonly associated with a group and an organization, and only then with an incorporated company; the term corporate state denotes a big, powerful state that seems to function without human intervention; it is a 1 The American Heritage® Dictionary of the English Language state in which large organizations such as commercial unions and employer organizations govern the country and apoint the parliament members. => Najčešće se korporativno povezuje sa grupom i organizacijom, pa tek onda sa inkorporisanom kompanijom; pod terminom korporativna država se podrazumeva velika, moćna država, koja izgleda kao da radi bez ljudske intervencije; to je država u kojoj velike organizacije kao što su trgovačke unije i organizacije poslodavaca, upravljaju zemljom i biraju članove parlamenta.
LL@(10770) The corporation is a legal body, a legal entity, and the corporativism is the government system in which big, powerful pressure groups affect the state policy Š4Ë. 2. => Korporacija predstavlja zakon 1 The American Heritage® Dictionary of the English Language sko telo, pravno lice, a korporativizam - sistem vlasti gde velike moćne grupe za pritisak utiču na državnu politiku Š4Ë. 2.
LL@(10771) Electronic business as function of public policies The assessment of the e-business impact upon the public policy practices (PIA, Policy Impact Assessment) highlights a large number of aspects the concept of socially responsible e-business is expected to answer. => Elektronsko poslovanje u funkciji javnih politika Procena uticaja elektronskog poslovanja na vođenje javnih politika (PIA, Policy Impact Assessment) ukazuje na brojne aspekte na koje bi koncept društveno odgovornog elektronskog poslovanja trebalo da da odgovor.
LL@(10772) The analysis of the socially responsible electronic business in the function of public policy practices includes the following aspects Š5Ë: a) the assessment of the electronic business impact upon environment (EIA, Environment Impact Assessment); b) the assessment of the electronic business impact upon society (SIA, Social Impact Assessment); c) the assessment of the electronic business upon technology development (TIA, Technology Impact Assessment); d) the assessment of the electronic business impact upon health (HIA, Health Impact Assessment). ~~~ Firstly, the Internet is an ideal medium for initiatives that are not enforced by legal regulations. => Analiza društveno odgovornog elektronskog poslovanja u funkciji javnih politika obuhvata sledeće aspekte Š5Ë a) procenu uticaja elektronskog poslovanja na životnu sredinu (EIA, Environmental Impact Assessment) b) procenu uticaja elektronskog poslovanja na društvo (SIA, Social Impact Assessment ) c) procenu uticaja elektronskog poslovanja na razvoj tehnologija (TIA, Technology Impact Assessment) d) procenu uticaja elektronskog poslovanja na zdravlje (HIA,Health Impact Assessment) Kao prvo, Internet je idealan medij za inicijative, koje nisu nametnute zakonskom regulativom.
LL@(10773) Secondly, the socially responsible electronic business creates socially and ecologically more acceptable dimensions of the relations between companies, organizations and institutions and the social community in the on-line area. => Kao drugo, društveno odgovorno elektronsko poslovanje kreira socijalno i ekološki prihvatljive dimenzije odnosa kompanija, organizacija i institucija sa društvenom zajednicom u online prostoru.
LL@(10774) The implementation of information and communication technologies provides an opportunity for change management in a broader social community, which includes both the pressure groups and the public administration. => Primena informacionokomunikacionih tehnologija pruža šansu za upravljanje promenama u široj društvenoj zajednici, koja uključuje i grupe za pritisak, i javnu upravu.
LL@(10775) Electronic business generates new solutions and social innovations that are capable of overcoming the bureaucratic and budgetary constraints of work in state administration. => Elektronsko poslovanje generiše nova rešenja i socijalne inovacije koje mogu da savladaju birokratska i budžetska ograničenja rada u državnoj upravi.
LL@(10776) The CSR concept defines the subject of study of the socially responsible electronic business from the aspects of goals, means, results and manifestation - performance. => CSR koncept određuje predmet istraživanja društveno odgovornog elektronskog poslovanja sa aspekta cilja, sredstva, rezultata i manifestacije - performanse.
LL@(10777) Is it possible to apply the sustainable development concept to the e-business area in the field of energy efficiency? => Da li je moguće koncept održivog razvoja primeniti i na oblast elektronskog poslovanja u oblasti energetske efikasnosti?
LL@(10778) Can e-business help create preconditions for a sustainable development of the global community and state administration, and to what extent? => Da li i u kojoj meri elektronsko poslovanje može da utiče na stvaranje preduslova za održivi razvoj globalne zajednice i državne uprave?
LL@(10779) The socially responsible e-business in the field of energy efficiency means the implementation of information and communication technologies of a low energy intensity, therefore the selection of such technologies is a priori considered to be an aspect of socially responsible behaviour. => Društveno odgovorno elektronsko poslovanje u oblasti energetske efikasnosti podrazumeva korišćenje informaciono-komunikacionih tehnologija niskog energetskog intenziteta, pa izbor takvih tehnologija a priori predstavlja vid društveno odgovornog ponašanja.
LL@(10780) The socially responsible e-business, however, is also the goal, the vehicle and the result of the dissemination of information on public policies via web-based technologies and e-media. => Međutim, društveno odgovorno elektronsko poslovanje predstavlja takođe i cilj, sredstvo i rezultat diseminacije (širenja) informacija o javnim politikama pu tem Web baziranih tehnologija i e-medija.
LL@(10781) Consequently, electronic business is one aspect of social innovation with a high potential for improving the awareness of the importance of the public policies. => Samim tim, elektronsko poslovanje predstavlja vid socijalne inovacije sa velikim potencijalom unapređenja svesti o značaju javnih politika.
LL@(10782) Electronic business, planned and conducted in a socially responsible manner, may be the driving power of sustainable development. => Elektronsko poslovanje, planirano i vođeno na društveno odgovoran način, može predstavljati agens održivog razvoja.
LL@(10783) The sustainable development means a dynamic process that allows for the realization of all human potentials and improves the quality of living, simultaneously protecting and fostering the systems that make life on the Earth possible. => Pod održivim razvojem podrazumeva se dinamičan proces koji omogućava realizaciju svih ljudskih potencijala i unapređuje kvalitet života ljudi, a da istovremeno štiti i podstiče sisteme koji omogućavaju život na Zemlji.
LL@(10784) Here we deal with a socio-economic and ecological project with a highly positive goal of improving the quality of human life Š6Ë (Alakeson, V. et al., 2002:16). => Reč je o socijalno-ekonomskom i ekološkom projektu, sa veoma pozitivnim ciljem poboljšanja kvaliteta ljudskog života Š6Ë (Alakeson, V. at al 2002:16.).
LL@(10785) In order that the CSR concept be integrated with the concept of electronic business, it is necessary that the meanings of these concepts should be defined, compared and counterposed in the traditional and the on-line environments, respectively. => Da bi se CSR koncept integrisao sa konceptom elektronskog poslovanja, neophodno je da se prvo definišu, kompariraju i suprotstave značenja ovih pojmova u tradicionalnom i online okruženju, respektivno.
LL@(10786) A socially responsible electronic business is a system of values that integrates the concern about the community into all on-line activities, including e-Commerce and e-Government, and, recently, the increasingly popular social networking platforms (Facebook, Twitter, etc.) even the affinity browsers such as Google created special websites dedicated to CSR Š7Ë. => Društveno odgovorno elektronsko poslovanje predstavlja sistem vrednosti koji integriše brigu o zajednici u sve online aktivnosti, uključujući e-commerce (etrgovinu) i e-Upravu (e-Government), a u poslednje vreme i u sve popularnije društvene platforme (Facebook, Twitter i sl.).
LL@(10787) The potential of CSR contents dissemination via information and communication technologies is strikingly high. => Čak su i afinitetni pretraživači poput Google-a, otvorili posebne sajtove, posvećene CSR-u Š7Ë Potencijal diseminacije CSR sadržaja pomoću informaciono komunikacionih tehnologija izrazito je veliki.
LL@(10788) The syntagm socially responsible electronic business refers to value attribute of business doing via the electronic services and is represented by a new attribute of electronic business, the social responsibility. => Sintagma društveno odgovornog elektronskog poslovanja odnosi se na vrednosne atribute poslovanja putem elektronskih servisa i predstavljena je novim atributom elektronskog poslovanja, društvenom odgovornošću.
LL@(10789) We do not, therefore, talk only about the traditional understanding of the CSR in the on-line environment; we talk about the potential of the CSR to integrate. => Reč nije, dakle, samo o tradicionalnom shvatanju CSRa u online okruženju, već i o potencijalu CSR-a za integracijom.
LL@(10790) Even though the CSR is still thought to lack a clearly defined set of general criteria of what this concept includes and which fields it refers to, a new theoretical concept of corporate social integration is ever more present in the CSR theory. => Iako se još uvek smatra da CSR ne poseduje jasno definisani skup opštih kriterijuma o tome šta sve ovaj koncept obuhvata i na koje se sve oblasti odnosi, u teoriji CSR-a sve češće je prisutan novi teorijski koncept korporativne društvene integracije.
LL@(10791) Contrary to the traditional understanding of this concept, the integrated CSR may refer to any sectors, both profit and non-profit ones, whereas the socially responsible business generally refers to the profit oriented companies. => Integrisani CSR se, za razliku od tradicionalnog shvatanja ovog koncepta, može odnositi na sve sektore, i profitni, i neprofitni, dok se društveno odgovorno poslovanje odnosi, uglavnom, na one kompanije ili organizacije koje su profitno orijentisane.
LL@(10792) In practice, the concepts of the CSR and the socially responsible business are usually equalized, as in the implementation of this concept the companies see a valuable PR tool for reputation management, their goals being, very often, making profit and achieving competitive advantage on the market. => U praksi se pojmovi CSR-a i društveno odgovornog poslovanja često izjednačuju jer kompanije u primeni ovog koncepata vide važnu PR alatku za upravljanje reputacijom, a cilj im je veoma često, stvaranje profita i sticanje konkurentne prednosti na tržištu.
LL@(10793) While the socially responsible business refers primarily to the private sector, whose mission is to generate profits, the CSR integration concept includes much broader interactions and mechanisms regulating the market and the relations with the stakeholders. => Dok se društveno odgovorno poslovanje, odnosi, pre svega, na privatni sektor, čija je misija da generiše profit, CSR koncept integracije obuhvata mnogo šire interakcije i mehani zme koje regulišu tržište i odnose sa stejkolderima.
LL@(10794) The CSR is important for any interactions of an individual or a state, of the civil and non-profit sectors, of the public and private partnerships, etc. => CSR se tiče svih interakcija pojedinca i države, civilnog i neprofitnog sektora, javnog i privatnog partnerstva itd.
LL@(10795) All the dimensions of electronic business, the G2G, G2B, G2C, B2B, B2C, B2G, C2G, C2B, and C2C can be included into the CSR. => Sve dimenzije elektronskog poslovanja G2G, G2B, G2C, B2B, B2C, B2G, C2G, C2B i C2C mogu biti uključene u CSR.
LL@(10796) The corporate sustainability, the sustainable development, the corporate social responsibility, the social contract, the corporate entrepreneurship Š8Ë (Cingula, M. and Čalopa, K., 2008:199), the corporate citizenship and philantrophy - all these are modern concepts that are not only related to the companies and the relationships they have with the social community and the stakeholders, but also to the communications of the governments, activists and the civil sector. => Korporativna održivost, održivi razvoj, korporativna društvena odgovornost, socijalni ugovor, korporativno preduzetništvo Š8Ë (Cingula, M. i Čalopa, K., 2008: 199), korporativno građanstvo i filantropija, sve su to moderni koncepti koji se ne tiču samo kompanija i odnosa koje iste ostvaruju sa društvenom zajednicom i stejkholderima, već i komunikacije vlada, aktivista i civilnog sektora.
LL@(10797) The integration depends on the stakeholder interaction in the broadest sense of the word, where the stakeholderses are the parties of interest, not only the interested parties (stakeholders). => Integracija zavisi od interakcije stejkholdera, u najširem smislu te reči, pri čemu su stejkholdersi i strane od interesa, a ne samo zainteresovane strane (stejkholderi).
LL@(10798) The stakeholderses and multistakeholderses multiply in practice just as the various aspects of public multiply in practice. => Kao što se javnosti multipliciraju u praksi, isti je slučaj i sa stejkholdersima I multistejkholdersima.
LL@(10799) According to the authors, contary to more clearly identified stakeholders, the stakeholderses include all parties of interest, even those that did not develop an interest in a certain issue, but have the potential to affect the problem, regardless of whether they create it or solve it. => Prema mišljenju autora, za razliku od identifikovanijh stejholdera, u stejkholderse (pl.) spadaju sve strane od interesa, čak i one koje nisu postale zainteresovane za određeni problem, a imaju potencijal da utiču problem, bilo da ga sami stvaraju ili rešavaju.
LL@(10800) The stakeholders, contrary to the stakeholderses and multistakeholderses affect and are affected by the goals of an organization, however not of a problem itself, hence the notion of a multistakeholders and a stakeholders networks may become generically linked to the internet community. => Stejkholderi, za razliku od stejkholdersa i multistejkholdersa utiču i nalaze se pod uticajem ciljeva jedne organizacije, ali ne i samog problema, pa tako pojam multistejholders i stejkholders mreža može da postane generički povezan sa Internet zajednicom.
LL@(10801) The literature on the importance of the interactivity of the CSR issues in the corporate Web presentations also reveals a number of acronyms, CSR/CC/SD Š9Ë (Capriotti, P. & Morreno, A., 2006:85). => U literaturi o značaju interaktivnosti CSR tema na korporativnim Web prezentacijama nailazimo i na niz akronima CSR/CC/SD Š9Ë (Capriotti, P. & Morreno, A., 2006:85).
LL@(10802) The CSR, the corporate citizenship and the sustainable development are notions related to both the private, the civil and the public sectors, whether we have in mind the traditional or the on-line environments. => CSR, korporativno građanstvo i održivi razvoj su pojmovi koji se odnose kako na privatni, tako i na civilni i javni sektor, bilo da je reč o tradicionalnom ili online okruženju.
LL@(10803) In the networking phase of the CSR promoting much attention is paid to the internet as a communication channel which contributes to the dissemination of information on energy efficiency as well as to the reduction of information assymetry in this area. => U Networking fazi promovisanja CSR-a dosta se pažnje posvećuje Internetu kao kanalu komunikacije koji doprinosi diseminaciji informacija o energetskoj efikasnosti i smanjenju informacione asimetrije u ovoj oblasti.
LL@(10804) The contribution of the Internet in disseminating information and improving the awareness of the socially responsible practices is great. => Internet značajno doprinosi širenju informacija i unapređenju svesti o društveno odgovornim praksama.
LL@(10805) There are a lot of examples of global activities in which almost all stakeholderses participate. => Mnogo je primera globalnih akcija u kojima učestvuju gotovo svi stejkholdersi.
LL@(10806) One example of socially responsible business, a result of the Networking and the stakeholderses interaction is the global campaign titled Earth Hour (60 Minutes for the Planet) and organized by the World Wildlife Fund (WWF). => Primer društveno odgovornog elektronskog poslovanja, nastao kao rezultat Networking-a i interakcije stejkholdersa, jeste globalna kampanja 60 minuta za planetu Zemlju Svetskog fonda za zaštitu prirode (WWF).
LL@(10807) The United Nations Secretary General, Ban Ki Moon, invited people all over the world to take part in the WWF campaign Earth Hour and unanimously demand, via electronic media, that concrete steps be undertaken to stop climate changes. => Generalni sekretar Ujedinjenih nacija, Ban Ki Mun, pozvao je građane širom sveta da se priključe akciji Svetskog fonda za prirodu da u akciji Sat za našu planetu putem elektronskih medija, jednoglasno zatraže da se preduzmu konkretne mere u cilju sprečavanja klimatskih promena.
LL@(10808) In his video conference address via the Internet, the Secretary General announced that the Earth Hour is an expression of public concern for the issue of climate change, the greatest ever. => U svom video obraćanju putem Interneta, generalni sekretar je izjavio da je Sat za našu planetu prikaz javne zabrinutosti za pitanje klimatskih promena ikada zabeležen do sada.
LL@(10809) The public attention is thus drawn to the appeal for reaching a global agreement as to the climate changes in the eve of the recent summit of world leaders in Coppenhagen, in December 2009. => Ovim je pažnja javnosti usmerena na apel za postizanje globalnog sporazuma o klimatskim promenama uoči nedavnog zasedanja svetskih lidera u Kopenhagenu u decembru 2009.
LL@(10810) It was in this way that the stakeholdreses urged that their representatives should sign the contract to protect the people and the planet. => Stejkholdersi su na ovaj način poručili svojim predstavnicima da, u toku pregovora o klimatskim promenama u Kopenhagenu, potpišu sporazum koji će zaštititi ljude i planetu.
LL@(10811) We need an ambitious, effective and fair agreement, the agreement founded on pure science, said Ban Ki Moon, the UN Secretary General. => Potreban nam je sporazum koji je ambiciozan, delotvoran i fer, sporazum zasnovan na čistoj nauci, - rekao je Ban Ki Mun, generalni sekretar Ujedinjenih nacija.
LL@(10812) He insisted on the gravity of the climate changes as well as on the magnitude of the task: We are moving in a very dangerous direction. => On je naglasio ozbiljnost klimatskih promena i težinu zadatka: ~~~ Krećemo se u veoma opasnom pravcu.
LL@(10813) Our planet is warming. => Naša planeta se zagreva.
LL@(10814) It is urgent that we should change our habits, said he. => Moramo promeniti naše navike, rekao je on.
LL@(10815) What we need is an ecological development that will bring benefit to all the communities. => Potreban nam je ekološki razvoj koji doprinosi svim zajednicama.
LL@(10816) We need sustainable energy in order that we improve the quality of life and the climate conditions worldwide. => Potrebna nam je održiva energija u cilju poboljšanja kvaliteta života i klimatskih uslova u svetu.
LL@(10817) This is the path to the future that we have to follow together. => Ovo je put budućnosti koji moramo preći zajedno.
LL@(10818) The Earth Hour is considered to be the widest spread global campaign ever launched; it is a voice for the future of the Planet Earth. => Sat za našu planetu smatra se najvećom globalnom akcijom koja je ikada pokrenuta, to je glas za budućnost planete Zemlje.
LL@(10819) Millions of people contributed by turning off their lamps for an hour. => Milioni ljudi dalo je svoj doprinos gašenjem svetiljki na sat vremena.
LL@(10820) The cities from Las Vegas to Sydney, from Capetown to Beijing, turned off their lightings for a period of one hour Š10Ë. => Gradovi od Las Vegasa do Sidneja, od Kejptauna do Pekinga, isključili su svoja svetla na jedan sat Š10Ë.
LL@(10821) The campaign included 80 countries and 9,000 cities, among them some in Serbia: Belgrade, Novi Sad, Vršac, Niš, etc. => U ovoj akciji je učestvovalo 80 država sveta i 9000 gradova. ~~~ Među njima je bili i gradovi Srbije:
LL@(10822) A powerful message was sent to the world that it is possible to prevent global warming by a unonimous campaign, via the Internet. => Beograd, Novi Sad, Vršac, Niš i dr. Poslata je snažna poruka svetu da je jedinstvenom akcijom, putem Interneta, moguće sprečiti globalno zagrevanje.
LL@(10823) The campaign was conducted in print and electronic media, via direct marketing, email and on the most popular social networking platform, Facebook. => Kampanja je vođena u elektronskim i štampanim medijima, putem direktnog marketinga, e-maila i na najpopularnijoj društvenoj platformi - Facebook-u.
LL@(10824) By way of networking, in only a month, the campaign attracted more than a million followers. => Putem umrežavanja, za samo mesec dana, kampanja je okupila više od milion pristalica.
LL@(10825) The documents of the Department of Trade and Industry of the Government of the United Kingdom, as well as the Conclusions at the World Bank's conference on CSR, stress the impact of the government and other organizations in the non-profit sector upon the community and the developmental prospects of the CSR Š11Ë (World Bank/DevComm-SDP, 2003). => U dokumentima Odeljenja za trgovinu i industriju Vlade Velike Britanije, kao i u Zaključcima sa konferencije o CSR-u Svetske banke, posebno je izdvojen uticaj vlade i ostalih organizacija neprofitnog sektora na zajednicu, kao i na perspektive razvoja CSR-a Š11ËWorld Bank/DevComm-SDO, 2003).
LL@(10826) Mr Stephen Timms, Minister of Energy, electronic business and postal services of the UK defines the CSR as the behaviour of the or ganizations in the private sector and their contribution to the sustainable development goals. => Stephen Timms, ministar za energiju, elektronsko poslovanje i poštanske usluge Velike Britanije smatra da je CSR ponašanje organizacija u privatnom sektoru i njihov doprinos ciljevima održivog razvoja.
LL@(10827) However, he simultaneously insists that this approach and the values it advocates is also important for the organizations, including eGovernment. => Međutim, on istovremeno naglašava da je ovaj pristup i vrednost za koju se isti zalaže takođe, važan i za organizacije, uključujući e-Government.
LL@(10828) The socially responsible behaviour is an implicit attribute of the companies' business, but also of the business operations of organizations and institutions. => Društveno odgovorno ponašanje podrazumevani je atribut poslovanja kompanija, ali i organizacija i institucija.
LL@(10829) The local and the global communities are the end users, and frequently the initiators of business processes, the advocates of two-way communication, which is a specific feature of e-Govrnment. => Lokalna i globalna zajednica su krajnji korisnici, a često i inicijatori poslovnih procesa, zagovornici dvosmerne komunikacije, što je jedna od specifična odlika e-Uprave.
LL@(10830) It is not only the companies that have an impact upon the society; the institutions do too, be they profit or non-profit ones. ~~~ Š12Ë (Valentino, B., 2008:17). => Nemaju samo kompanije uticaj na društvo, ali zato sve institucije u društvu utiču na društvo, bile one profitne ili neprofitne Š12Ë (Valentino, B., 2008:17).
LL@(10831) The non-governmental organizations are known for their progressive activities, because they act locally, and think globally. => Nevladine organizacije su poznate po svojim progresivnim aktivnostima, jer one deluje lokalno, a misle globalno.
LL@(10832) In the integral system of the society's corporate body Š4Ë made up of all the institutions together, the e-Government may also be incorporated into a virtual mechanism of the state which coordinates the work of the system. => U celovit sistem korporativnog tela društva Š4Ë koje čine sve institucije zajedno, kao jedinstveni organizam, sastavljen od delova, e-Uprava se takođe može inkorporirati u virtuelni mehanizam države koji koordinira radom tog sistema.
LL@(10833) If the examples of successful practice are presented via the concern for the community promoted by the most successful companies in the world, the error that it is only them that do business responsibly may be corrected by the examples of successful practice conducted by the European Union, via its directors and the respective agencies. => Ako se primeri uspešne prakse predstavljaju kroz brigu o zajednici koju promovišu najuspešnije kompanije na tržištu, zabludu da samo one posluju odgovorno možemo otkloniti primerima uspešne prakse koju sprovodi Evropska unija preko svojih direktorata i pripadajućih agencija.
LL@(10834) The biggest contribution in the field of the CSR promotion was made by the European Commission. => Najveći doprinos na planu promocije CSR-a dala je Evropska komisija.
LL@(10835) The European Government did more for the CSR than any other civil society organizations Š3Ë (Mesanović, E., 2005). => Vlada u Evropi više je doprinela CSR-u od bilo koje organizacije civilnog društva Š3Ë (Mesanović, E., 2005).
LL@(10836) Many Government agencies on all the levels were formed for the purpose of creating the conditions for the implementation of this concept, however, they did not expressly declared themselves as socially responsible organizations. => Mnoge vladine agencije na svim nivoima bile su formirane za stvaranje uslova za primenu ovog koncepta, ali se nisu neposredno deklarisale kao društveno odgovorne organizacije.
LL@(10837) This is because the state is expected to be responsible to the community, therefore the issue of good will is actually a point at issue only in case the principles of obligation and responsibility are not precisely defined. => To je zato što se od države očekuje da bude odgovorna prema zajednici, pa je pitanje dobrovoljnosti, zapravo, sporno pitanje ukoliko se ne razgraniče principi obaveze i responzivnosti.
LL@(10838) The socially responsible electronic business creates the social community according to the affinity and not the geography principle, nor the principle of hierarchy. => Društveno odgovorno elektronsko poslovanje kreira društvenu zajednicu prema afinitetnom, a ne geografskom principu ili po principu hijerarhije.
LL@(10839) Whether the on-line community is profit-oriented or not is another question. => Drugo je pitanje da li je online zajednica profitnoorijentisana ili ne.
LL@(10840) In addition to the free flow of people, goods, capital, and services, the socially responsible electronic business promotes the fifth type of freedom: the free flow of information and knowledge, i.e., the free access to the information of public importance. => Pored slobodnog protoka ljudi, robe, kapitala i usluga, društveno odgovorno elektronsko poslovanje promoviše i petu vrstu slobode: slobodan protok informacija i znanja, odnosno, slobodan pristup informacijama od javnog značaja.
LL@(10841) The information of public importance include financial statements and the reports on the condition of the environment, all the information the governmental bodies collect as they do their job. => U informacije od javnog značaja spadaju finansijski izveštaji i izveštaji o stanju životne sredine, sve informacije do kojih organi vlasti dolaze, vršeći vlast.
LL@(10842) In the sense of communications, the free access to the in formation of public importance and the public right to know are the basic preconditions for the development of democracy and the overall sustainable development of the society. => U komunikacionom smislu, slobodan pristup informacijama od javnog značaja i pravo javnosti da zna su neophodni preduslovi za razvoj demokratije i ukupni održivi razvoj društva.
LL@(10843) The electronic business creates a knowledge based society and thus contributes to the sustainable community Š13Ë (Turk, V., 2003). => Elektronsko poslovanje kreira društvo, zasnovano na znanju i time doprinosi održivoj zajednici Š13Ë (T?rk,V.,2003).
LL@(10844) E-Business is said to be socially responsible if it incorporates the concern for the society and ecology into all communication processes in the on-line environment. => Elektronsko poslovanje je društveno odgovorno ako brigu o društvu i ekologiji inkorporira u sve komunikacione procese u online okruženju.
LL@(10845) It is in this way that the reengineering of the relationships between the public sphere participants is made and a new quality is added to their networking. => Time se vrši reinženjering odnosa učesnika javne sfere i pruža novi kvalitet njihovom umre žavanju.
LL@(10846) The technology itself does not contribute to the sustainable development; it is rather the method of the technology implementation as well as the method of information exchange between the stakeholders, in this case, the e-media, that do it. => Sama tehnologija ne doprinosi održivom razvoju, već to čini način primene tehnologija i način razmene informacija između stejkholdera, u ovom slučaju, putem e-medija.
LL@(10847) The Internet offers a new potential for creating social capital, social debate and interaction in the public sphere. => Internet pruža novi potencijal za stvaranje socijalnog kapitala, društvene debate i interakcije u javnoj sferi.
LL@(10848) A socially responsible e-business is a set of value concepts, present in the Internet public sphere. => Društveno odgovorno elektronsko poslovanje predstavlja, skup vrednosnih koncepata, prisutnih u javnoj sferi Interneta.
LL@(10849) Electronic business includes information exchange and building relationships that will be realized via the e-media within the organization and with its external participants and stakeholders. => Elektronsko poslovanje obuhvata razmenu informacija i izgradnju odnosa koji se ostvaruju putem e-medija unutar organizacije i sa njenim eksternim učesnicima i stejkholderima.
LL@(10850) Having in mind that the socially responsible e-business is primarily a value concept, we here analyse those e-business aspects that contribute to the welfare of a broader social community. => Imajući u vidu da je društveno odgovorno elektronsko poslovanje, pre svega, vrednosni koncept, ovde se razmatraju oni aspekti elektronskog poslovanja koji doprinose dobrobiti šire društvene zajednice.
LL@(10851) A socially responsible electronic business creates a knowledge society, a prosperous information society that communicates, exchanges information and does business transactions via electronic services, thus also showing concern for environmental protection. => Društveno odgovorno elektronsko poslovanje kreira društvo znanja, napredno, informaciono društvo koje komunicira, razmenjuje informacije i obavlja poslovne transakcije putem elektronskih servisa, vodeći i na taj način računa o očuvanju životne sredine.
LL@(10852) The technology itself, as well as the techno-economic justification of information and communication technology implementation are not sufficient, although they are the basic preconditions for creating social capital and social innovations as a new manner of organization and building human relations. => Tehnologija po sebi, kao ni tehno-ekonomska opravdanost korišćenja informaciono-komunikacionih tehnologija nisu dovoljne, mada su osnovni preduslovi za kreiranje socijalnog kapitala i socijalnih inovacija kao novog načina organizacije i izgradnje odnosa među ljudima.
LL@(10853) The social capital here means a social network and the reciprocity norms related to it Š14Ë (Putnam, R., 2002). => Pod socijalnim kapitalom ovde podrazumevamo socijalnu mrežu i norme reciprociteta koji su sa njom povezane Š14Ë (Putnam, R., 2002).
LL@(10854) In addition to the natural, human, manufacturing and financial types of capital, the social capital makes one of five types of the sustainable development capitals Š6Ë (Alekeson, V. et al., 2003:16). => Socijalni kapital, pored prirodnog, humanog, proizvodnog i finansijskog kapitala čini jednu od pet vrsta kapitala održivog razvoja Š6Ë(Alakeson, V. et al., 2003:16).
LL@(10855) In the absence of social innovations, technology would slip away before we managed to use all its potentials in creating a sustainable society Š6Ë (Alakeson, V. et al., 2003:23). => U odsustvu socijalnih inovacija, tehnologija bi nam izmicala pre nego što bismo stigli da upotrebimo sve njene potencijale za kreiranje održivog društva Š6Ë (Alakeson, V.
LL@(10856) It should not be forgotten that, in addition to social, the socially responsible electronic business includes the ecological innovation, this in turn including the energy efficiency. => et al. 2003: ~~~ Ne treba zaboraviti da društveno odgovorno elektronsko poslovanje osim socijalne, obuhvata i ekološku inovaciju, u koju spada i energetska efikasnost.
LL@(10857) To take the advantage of digital technologies needs the business policies and governments that foster social innovations and are in step with technology innovations in the Internet public sphere Š15Ë. => Za iskorišćavanje prednosti digitalnih tehnologija neophodne su politike poslovanja i vlade koje pospešuju socijalne inovacije i prate tehnološke inovacije u javnoj sferi Interneta Š15Ë.
LL@(10858) The notion of public sphere was elaborated by the German philosopher Habermas, J. (1969). => Pojam javne sfere je razradio nemački teoretičar Habermas, J. (1969).
LL@(10859) He defined the public sphere as a virtual and imaginary community which does not necessarily exist in a clearly defined physical space Š16Ë. => On je definisao javnu sferu kao virtuelnu i imaginarnu zajednicu koja nužno ne postoji u jasno omeđenom fizičkom prostoru Š16Ë..
LL@(10860) According to Habermas, J. (1969), the public sphere is a homogenous space of incarnated subjects in a symmetric relation who reach the consensus through an argumented debate and presenting value assumptions Š17Ë (Sitarski, M. et al., 2007: op.cit. 9-17). => Za Habermasa, J. (1969), javna sfera je homogen prostor otelotvorenih subjekata u simetričnom odnosu koji dolaze do konsenzusa kroz argumentovanu raspravu i iznošenje vrednosnih tvrdnji Š17Ë(Sitarski, M. et al., 2007: op. ~~~ cit. 9 -17).
LL@(10861) The so far most important results in satisfying the needs of the research into the socially responsible business on the Internet in Serbia are shown in the findings of the empirical research conducted by the Centre for Research into information technologies (CePIT) of the Belgrade Open School (BOŠ), in the publication titled The Internet and the Public Sphere in Serbia (2008). => Dosadašnji najvažniji rezultati u zadovoljavanju potreba istraživanja društveno odgovornog poslovanja na Internetu u Srbiji predstavljeni su rezultatima empirijskih istraživanja Centra za proučavanje informacionih tehnologija (CePIT) Beogradske otvorene škole (BO[) u publikaciji Internet i javna sfera u Srbiji(2008).
LL@(10862) Not one research imanently contains the notions of corporate social responsibility and socially responsible electronic business, however, the CePIT research actually deals with the issues of how much, how and whether the Internet is used in Serbia as a means and the medium for discussions on the topics of overall, public concern; which are the websites that serve as the points of exchange of opinions, which issues the discussions deal with, whether these issues have any impact upon the social life, etc. => Iako se ni u jednom istraživanju pojam korporativne društvene odgovornosti i društveno odgovornog elektronskog poslovanja imanentno ne pojavljuju, CePIT-ova istraživanja se, zapravo, odnose na pitanja koliko, kako i da li se Internet u Srbiji koristi kao sredstvo i prostor za diskusije na teme koje su od sveopšteg, javnog značaja; koji su to Web sajtovi koji predstavljaju mesto razmene mišljenja, koje su teme predmet diskusija i kakav je njihov karakter, da li takve teme imaju uticaj na društveni život i sl.
LL@(10863) It is in this way that the importance of the Internet is promoted as a social innovation and the use of the information and communication technologies in the public sphere is favoured over the number of the Internet users. => Time se promoviše značaj Interneta kao socijalne inovacije i daje se primat načinu korišćenja informaciono-komunikacionih tehnologija u javnoj sferi nad brojem Internet korisnika.
LL@(10864) The CePIT research pays special attention to the analysis of the websites of the Serbian state institutions, the institutions of local autonomies, the manner in which the socially useful information is presented, the openness of these institutions in terms of their readiness to interact with the visitors, as well as the issues and discussions going on on the interactive services of these websites, provided they are created and available Š17Ë. => U istraživanju CePIT-a posebna pažnja je posvećena analizi Web sajtova državnih institucija Srbije, ustanova lokalne samouprave, načinu na koji su predstavljene društveno korisne informacije, otvorenosti ovih institucija u smislu njihove spremnosti na interakciju sa posetiocima, kao i temama i diskusijama koje se odvijaju na interaktivnim servisima tih sajtova u slučaju da oni postoje Š17Ë.
LL@(10865) The conclusion the CePIT has come to in their research of the Internet and the public sphere in Serbia is that the Internet is today one of the social spaces in which citizens can debate on the issues of general concern or at least help introduce some of the issues they find important into the public discourse. => Zaključak do kojeg je CePIT došao u svom istraživanju Interneta i javne sfere u Srbiji jeste da je Internet danas jedan od socijalnih prostora u kojima građani mogu da debatuju o pitanjima od opšteg interesa ili da bar doprinose da se neka od njima bitnih pitanja uvedu u javni diskurs.
LL@(10866) The Internet, however, is not only a social space in which such a debate is conducted; it actively transforms the communication to create a new, authentic public sphere Š17Ë (Sitarski et al., 2008:19). => Međutim, Internet nije samo socijalni prostor u kojem se odvija takva debata, nego se aktivno transformiše komunikaciju koja dovodi do stvaranja nove, autentične javne sfere Š17Ë(Sitarski et al., 2008:19).
LL@(10867) It is in this new, authentic public sphere that the potential of the corporate social integration is perceived. => U toj novoj, autentičnoj javnoj sferi nazire se potencijal korporativne društvene integracije.
LL@(10868) A socially responsible electronic business in this context refers to the impact the organization has and the services it provides through the digital technologies to the general social community, the impact including all the stakeholders. => Društveno odgovorno elektronsko poslovanje odnosilo bi se, u posmatranom kontekstu, na uticaj organizacije i usluga koje organizacija pruža pomoću digitalnih tehnologija na širu društvenu zajednicu, a taj uticaj obuhvata sve stejkholdere.
LL@(10869) The corporate social responsibility of the e-business could be understood as a specific CSR dimension concerned with ecological, economic and social aspects of transactions, generating, exchange and dissemination of information. => Korporativna društvena odgovornost elektronskog poslovanja bila bi posebna dimenzija CSR-a, koja se, bavi ekološkim, ekonomskim i socijalnim aspektom transakcija, generisanja, razmene i širenja informacija.
LL@(10870) The dissemination of information improves our awareness by using information and communication technologies in e-business, e-government and in the information society. => Diseminacija informacija dovodi do unapređenja svesti korišćenjem informaciono-komunikacionih tehnologija u elektronskom poslovanju, e-Upravi i informacionom društvu.
LL@(10871) In a sense, the socially responsible electronic business implements the same conceptual framework for comparative understanding as is the case with the CSR in the traditional business environment. => U izvesnom smislu, društveno odgovorno elektronsko poslovanje koristi isti konceptualni okvir za komparativno razumevanje kao što je to slučaj i sa CSR-om u tradicionalnom poslovnom okruženju.
LL@(10872) Contrary to the traditional model, the model of socially responsible electronic business is more dynamic and more transparent. => Za razliku od tradicionalnog modela, model društveno odgovornog elektronskog poslovanja je dinamičniji i transparentniji.
LL@(10873) The difference in the CSR between the electronic and the traditional models is in that the structure of stakeholders is more heterogenous in the socially responsible e-business. => Razlika između CSR-a u elektronskom i tradicionalnom modelu poslovanja je u tome što je u društveno odgovornom elektronskom poslovanju struktura stejkholdera heterogenija.
LL@(10874) Another specific feature of the socially responsible e-business concept is the choice of the communication channel(s). => Druga specifičnost koncepta društveno odgovornog elektronskog poslovanja, odnosi se na izbor kanala komunikacije.
LL@(10875) Contrary to the traditional business environment, the communication in the e-business is conducted exclusively via the Web-based technologies and e-services. => U elektronskom poslovanju, za razliku od tradicionalnog poslovnog okruženja, komunikacija se realizuje isključivo putem Web baziranih tehnologija i e-servisa.
LL@(10876) The socially responsible electronic business is the e-business as a function of the corporate social integration which is concerned with the following criteria of impact upon the society: a) economic, ecological, cultural and social impact of a company, an organization, an institution and its/their services upon a wider social community and stakeholderses with whom the company/organization/institution communicates via information and communication technologies; b) economic, ecological, cultural and social impact of a company, an organization, an institution and its/their services upon a wider social community and stakeholderses with whom the company/organization/institution exchanges information and services via information and communication technologies; c) ecological, cultural and social impact of a company, an organization, an institution and its/their services upon a wider social community and stakeholderses with whom the company/organization/institution builds relationships, and whose communication/interaction requires the use of the computer network. => Društveno odgovorno elektronsko poslovanje je elektronsko poslovanje u funkciji korporativne društvene integracije koja uzima u obzir sledeće kriterijume uticaja na društvo: a) ekonomski, ekološki, kulturni i socijalni uticaj jedne kompanije, organizacije, institucije i njenih/njihovih usluga na širu društvenu zajednicu i stejkholderse sa kojima kompanija/organizacija/institucija komunicira putem informacionokomunikacionih tehnologija b) ekonomski, ekološki, kulturni i socijalni uticaj jedne kompanije, organizacije, institucije i njenih/njihovih usluga na širu društvenu zajednicu i stejkholderse sa kojima jedna kompanija/ organizacija/institucija razmenjuje informacije i usluge putem informaciono-komunikacionih tehnologija c) ekonomski, ekološki, kulturni i socijalni uticaj jedne kompanije, organizacije, institucije i njenih/njihovih usluga na širu društvenu zajednicu kao stejkholdersa sa kojim kompanija/organizacija/ institucija gradi odnose, a za čiju je komunikaciju/ interakciju i integraciju neophodna računarska mreža.
LL@(10877) Numerous authors, however, are anxious about the negative impact the digital technology has upon the social capital and business. => Mnogo je autora, međutim, koji izražavaju zabrinutost zbog negativnog uticaja digitalne tehnologije na socijalni kapital i poslovanje.
LL@(10878) They oppose the glorification of the Internet role in the creation of sustainable community as they maintain that the Internet hinders the alternative types of thinking and confines the individuals into specific echo chambers, groups of individuals that think alike Š18Ë (Susnstein, C.R., 2004). => Oni se protive veličanju uloge Interneta u kreiranju održive zajednice jer smatraju da Internet onemogućava alternativna razmišljanja i zatvara individue u svojevrsne eho komore, sastavljene od individualaca koji razmišljaju na isti način Š18Ë (Susnstein, C.R.,2004).
LL@(10879) Such arguments that oppose a monolitic way of thinking stem from the fact that virtual communication tends to be as short and as sporadic as possible, thus seemingly hindering the building of powerful social networks and social capital. => Ovakvi argumenti koji se protive monolitnom načinu razmišljanja, proizilaze iz činjenice da virtualna komunikacija teži da bude što kraća i sporadična, čime se, prividno, otežava izgradnja jakih društvenih mreža i socijalnog kapitala.
LL@(10880) The information and communication technologies, the e-mail, the mobile telephony and video conferences may estrange individuals from the real world, which may in turn result in a situation that we are neither here nor there Š19Ë (Prusak, L. and Cohen, D., 2001). => Informaciono-komunikacione tehnologije, e-mail, mobilna telefonija i video-konferencije mogu da udalje individue iz stvarnog sveta, što može rezultirati situacijom da nismo ni tamo, ni ovde Š19Ë(Prusak, L. i Cohen, D. 2001).
LL@(10881) Some authors maintain that the debate on the Internet should not be focused upon the technology issues anyway, since the Internet is primarily a social space, not a tool Š20Ë (Poster, M., 1995). => Pojedini autori smatraju da rasprava o Internetu ionako ne bi trebalo da se svodi na pitanja tehnologije jer je Internet, pre svega, socijalni prostor, a ne alat Š20Ë(Poster, M, 1995).
LL@(10882) The Internet is also regarded as a space suitable for a social innovation Š6Ë (Alakeson et al., 2003:23). => Internet se posmatra i kao prostor, pogodan za socijalnu inovaciju Š6Ë (Alakeson et al. 2003:
LL@(10883) 3. => 3.
LL@(10884) Information symmetry and network externality A holistic approach to electronic business integrates technology, economics, society, and ecology. => Simetričnost informacija i eksternalizacija mreže Holistički pristup elektronskom poslovanju objedinjuje tehnologiju, ekonomiju, društvo i ekologiju.
LL@(10885) This approach provides a vision of corporate social integration as one aspect of the social innovation and a new method of building the relationship between the organization and its stakeholders. => Ovaj pristup pruža viziju korporativne društvene integracije kao vida socijalne inovacije i novog načina kreiranja odnosa organizacije i njenih stejkholdera.
LL@(10886) On the basis of the information symetry and the network externality it is possible to establish a more effective system of socially responsible electronic business in the field of public policies, including the policy of energy efficiency. => Na osnovu simetričnosti informacija i eksternalizacije mreže moguće je uspostaviti delotvorniji sistem za društveno odgovorno elektronsko poslovanje u oblasti javnih politika, u koje spada i politika energetske efikasnosti.
LL@(10887) The networking perspective and the building of specific relations of interactions between the organizations, the business, the local community and the region in the Internet public sphere may contribute to establishing a more energy efficient ecological system. => Perspektiva umrežavanja i izgradnja specifičnih odnosa interakcije između organizacija, biznisa, lokalne zajednice i regiona u javnoj sferi Interneta, može da doprinese uspostavljanju energetski efikasnijeg ekološkog sistema.
LL@(10888) The electronic business in the field of energy efficiency yield benefits for everybody: the local, the global communities, the planet Earth. => Od elektronskog poslovanja u oblasti energetske efikasnosti korist ostvaruju svi: i lokalna, i globalna zajednica, i planeta Zemlja.
LL@(10889) Nevertheless, the social potentials the electronic business provide in the field of energy efficiency in the public sphere are not being exploited to a sufficient extent yet. => Ipak, društveni potencijali koje pruža elektronsko poslovanje u oblasti energetske efikasnosti u javnoj sferi još uvek nisu iskorišćeni u dovoljnoj meri.
LL@(10890) The reason for this is that the adoption of electronic business is under a significant impact of technological, organizational, management and ecological factors Š21Ë (Tornazky, L.G. and Fleischer, M., 1990). => Razlog za to je što na prihvatanje elektronskog poslovanja značajno utiču tehnološki, organizacioni, menadžment i ekološki faktori Š21Ë (Tornazky, L.G. and Fleischer, M., 1990).
LL@(10891) Electronic business is implemented by the middle management - the executives, and the upper management, officials and managers employed in the economy sector and in public administration; however, they are not all equally involved in the decision making process when the issue of low energy intensity technologies selection for electronic business arises. => Elektronsko poslovanje u svom svakodnevnom radu primenjuju srednji menadžment - izvršioci i viši menadžment, funkcioneri i rukovodioci, zaposleni u privrednom sektoru i u javnoj upravi, ali nisu svi oni jednako zastupljeni u procesu donošenja odluka kada je u pitanju izbor tehnologija niskog energetskog intenziteta za elektronsko poslovanje.
LL@(10892) A decisive factor for an efficient and socially responsible electronic business in the e-Government is the information symmetry, the theory opposite to that of information asymmetry Š22Ë (Lee, H. et al., 2004:1975-86; Chen et al., 2000:436-43; Lai, F. et al., 2007:728). => Odlučujući faktor za efikasno i društveno odgovorno elektronsko poslovanje u e-Government-u jeste simetričnost informacija, teorija suprotna teoriji asimetričnosti informacija Š22Ë (Lee, H. et al., 2004:1975-86; Chen et al., 2000:436-43, Lai, F.
LL@(10893) The starting point of the information asymmetry theory is that the information that is subject of exchange and transaction is not evenly distributed throughout the network of participants Š23Ë (Anthony, W.P. and Gales, L.M., 2002). => et al. 2007: ~~~ Teorija asimetričnosti informacija polazi od pretpostavke da informacije koje su predmet razmene i transakcija nisu ravnomerno distribuirane u mreži učesnika Š23Ë(Anthony, W.P. i Gales, L.M. ~~~ 2002).
LL@(10894) The situation in the exchange of information in which one participant has an advantage over the others is called the information asymmetry Š24Ë (Stigler, G.J. 1961; Akerlof, G.A. 1970). => Kada u razmeni informacija jedan učesnik ima prednost u odnosu na ostale učesnike, ovu pojavu nazivamo asimetričnošću informacije Š24Ë(Stigler, G.J. ~~~ 1961., Akerlof, G.A.
LL@(10895) The information symmetry is important for the e-Government users, in this case, the citizens, since it is they who use public services. => Simetričnost informacija je važna za korisnike e-Governmenta, u ovom slučaju građane, jer oni koriste javne servise.
LL@(10896) The same applies to the customers and consumers in e-commerce. => Isto važi i za potrošače i kupce u e-commerce-u.
LL@(10897) The network externality significantly contributes to the institutionalization of electronic business and the reduction of information asymmetry, by disseminating knowledge and collecting information in the network Š25Ë (Lai, F. et al., 2007:728). => Eksternalizacija mreže značajno doprinosi institucionalizaciji elektronskog poslovanja i smanjenju asimetričnosti informacija i to širenjem znanja i sakupljanjem informacija u mreži Š25Ë(Lai, F. ~~~ at al. 2007:
LL@(10898) The network externality may be positive or negative. => Ekternalizacija mreže može biti pozitivna i negativna.
LL@(10899) We talk of a positive externality when the value of the product or a service grows for a consumer with the rise in the number of consumers of identical products and services Š26Ë (Scrinivasan, R. et al., 2004:41-58), as is the case of exponential growth in the number of Internet users throughout the world. => Pozitivna ekternalizacija postoji kada vrednost proizvoda ili servisa za korisnika raste sa porastom broja korisnika identičnih proizvoda i servisa Š26Ë(Scrinivasan, R. et al, 2004:41-58), što je slučaj sa eksponencijalnim rastom broja korisnika Interneta u svetu.
LL@(10900) We have a negative externality in case the value of products and services declines as regards the total number of the users of these products and services, such as is the case of mobile telephony. => Negativna ekternalizacija postoji kada se vrednost proizvoda i usluga smanjuje u odnosu na ukupan broj korisnika ovih proizvoda i servisa, kao što je to slučaj sa mobilnom telefonijom.
LL@(10901) A positive network externality is also supported by the famous Metcalfe's Law by which the value of the network is proportional to the square of the number of its users Š27Ë (Metcalfe, B., 1995:53). => Pozitivnu eksternalizaciju mreže podržava i čuveni Metcalfe-ov zakon prema kome je vrednost mreže proporcijalna kvadratu broja njenih korisnika Š27Ë (Metcalfe, B., 1995:53).
LL@(10902) The difference between the positive and the negative network externalities is in the quality, more precisely, in the method and purpose of the network use. => Razlika između pozitivne i negativne eksternalizacije mreže je u kvalitetu, tačnije, načinu i svrsi korišćenja mreže.
LL@(10903) The electronic business in the field of energy efficiency, together with all its ecological, economic, cultural and social , but also with its integrative aspects, is a suitable research area for both the academics and the practitioners. => Elektronsko poslovanje u oblasti energetske efikasnosti sa svim njegovim ekološkim, ekonomskim, kulturnim i socijalnim, ali i integracionim aspektima, pogodno je istraživačko polje za teoretičare, ali i za praktičare.
LL@(10904) A socially responsible electronic business is intended for both the professionals and the lay public, primarily for the state government institutions which are obliged to do business with the taxpayers in a responsible way. => Društveno odgovorno elektronsko poslovanje namenjeno je stručnoj i široj javnosti, pre svega, institucijama državne uprave koja je u obavezi prema poreskim obveznicima da posluje odgovorno.
LL@(10905) The definitions of the e-Government basically cover the field of socially responsible electronic business, although not all its aspects and interactions. => Definicije e-Uprave u osnovi, pokrivaju oblast društveno odgovornog elektronskog poslovanja, mada ne sve njegove aspekte i interakcije.
LL@(10906) They exceed the management of public policies by the central government, since e-Government does not embrace only the local community, but the global community too. => One prevazilaze upravljanje javnim politika od strane centralne vlasti jer e-Government ne obuhvata samo lokalnu zajednicu, već i globalnu zajednicu.
LL@(10907) The eGovernment includes all individuals that use information and communication technologies and are connected via the Internet, but also all the industry sectors. => E-Uprava obuhvata sve individue koje koriste informaciono-komunikacione tehnologije i povezane su Internetom, ali i sve sektore delovanja. 4.
LL@(10908) 4. ~~~ Social responsibility in e-government A socially responsible electronic business has a potential to use electronic services intended for citizens to the purpose of managing changes in the public government and thus improve the quality of the services provided by the state administration to a significant extent in comparison with the traditional models of communication over the counter. => Društvena odgovornost u e-upravi Društveno odgovorno elektronsko poslovanje ima potencijal da putem elektronskih servisa, namenjenih građanima, upravlja promenama u javnoj upravi i da njihovom primenom, znatno poboljša kvalitet usluga državne administracije u odnosu na tradicionalne modele komunikacije preko šaltera.
LL@(10909) The question is whether the relationship of the socially responsible electronic business can by any means be regarded as analogue to the relationship between the corporate social responsibility and the business doing in the traditional environment. => Pitanje je da li odnos društveno odgovorno elektronskog poslovanja u e-biznisu uopšte možemo smatrati analognim odnosu između korporativne društvene odgovornosti i poslovanja u tradicionalnom okruženju.
LL@(10910) As regards the fact that the impact factor of the electronic business upon the global community is by far more powerful, it is necessary that the CSR concept be especially directed towards information society, this being the responsibility of the public institutions, primarily the state administration. => S obzirom na to da je u elektronskom poslovanju faktor uticaja na globalnu zajednicu mnogo veći, potrebno je koncept CSR-a posebno usmeravati ka informacionom društvu, a ono je u delokrugu rada javnih institucija, pre svega, državne uprave.
LL@(10911) The socially responsible electronic business in eGovernment can be observed through the economic, social, political, and ecological aspects of information exchange and transactions resulting from the information and communication technologies implementation in the public administration. => Društveno odgovorno elektronsko poslovanje u eUpravi može se posmatrati kroz ekonomski, socijalni, politički i ekološki aspekt razmene informacija i transakcija, nastalih korišćenjem informaciono-komunikacionih tehnologija u javnoj upravi.
LL@(10912) The results of the CSR realization in the electronic business can be classed into four categories Š28Ë (Codagnone, C., Wimmer, M.A., 2007:16), as follows: e-Government, information and communication technologies and sustainable development, information society, Internet economics. ~~~ A specific feature of the research into the socially responsible electronic business is in its interdisciplinary character, hence the need for an integrated approach. => Rezultate realizacije CSR-a u elektronskom poslovanju možemo svrstati u četiri osnovne kategorije Š28Ë(Codaglione, C., Wimmer, M.A.,2007:16), a to su: e-Uprava, informaciono-komunikacione tehnologije i održivi razvoj informaciono društvo Internet ekonomija Specifičnost istraživanja discipline društveno odgovornog elektronskog poslovanja u njegovoj interdisciplinarnosti, pa je i potreba za integrisanim pristupom neizbežna.
LL@(10913) Such an approach requires the competencies of the experts from various disciplines resulting into innovations and new solutions. ~~~ Moreover, it is a challenge to go from one discipline to the research and analysis of the interaction of a variety of aspects and their holistic interactions, which presents e-Government as a socio-technical system Š28Ë (Codagnone, C. and Wimmer, M., 2007:14). => Takav pristup zahteva kompetencije stručnjaka različitih disciplina koje vode ka inovaciji i novim rešenjima. [taviše, izazov je sa jedne discipline preći na istraživanje i analizu interakcije više aspekata i njihovih holističkih interakcija, koji otkrivaju eUpravu kao socio-tehnički sistem Š28Ë(Codagnone, C. and Wimmer, M., 2007:14).
LL@(10914) The examples of corporate social responsibility can be found not only in the industry sector, but in the public sector as well, just as the examples of socially responsible electronic business are present in the non-commercial services of e-Government and not only in e-commerce. => Kao što primera korporativne društvene odgovornosti ima i u javnom, a ne samo u privrednom sektoru, tako i društveno odgovornih primera elektronskog poslovanja ima i u nekomercijalnim servisima e-Uprave, a ne samo u e-commerce-u.
LL@(10915) The dynamics of the Serbian information society development depends on its capability of identifying the barriers to benefits from the e-Government concept. => Dinamika razvoja srpskog informacionog društva zavisi od sposobnosti za identifikaciju prepreka za ostvarenje koristi od koncepta e-Uprave.
LL@(10916) The eGovernment services are pointless if the percentage of citizens using these services is low. => Nema svrhe od servisa e-Uprave, ukoliko je procenat građana koji te usluge koristi mali.
LL@(10917) The change in the perception, attitudes, convictions, behaviours and the raising awareness of the importance of electronic business can help overcome the obstacles in introducing the socially responsible e-Governmant in both the end users and the state administration itself. => Promenom percepcije, stavova, uverenja, ponašanja i unapređenjem svesti o značaju elektronskog poslovanja, prepreke uvođenja društveno odgovorne e-Uprave je moguće savladati kako kod krajnjih korisnika, tako i u samoj državnoj administraciji.
LL@(10918) The electronization of the state administration, the e-Government, the implementation of the information society development strategy, as well as the e-business strategy, will in the long run result in the improvement in the relationship between the government and government agencies and the internal and the external stakeholders. => Elektronizacija rada državne administracije, e-Government, implementacija strategije razvoja informacionog društva, kao i e-business strategije, u krajnjem ishodu, dovešće do unapređenja odnosa vlade i vladinih agencija sa internim i eksternim stejkholderima.
LL@(10919) This interaction can result into a more intensive exchange of information with the stakeholders, and consequently, into the reduction of the information asymmetry. => Ta interakcija za rezultat može imati intenzivniju razmenu informacija sa stejkholderima, koja dovodi do smanjenja asimetričnosti informacija.
LL@(10920) The sustainable development strategy of the Republic of Serbia (2008) is implicitely based upon the CSR concepts and the socially responsible business. => Strategija održivog razvoja Republike Srbije (2008.) bazira se implicitno na konceptima CSR-a i društveno odgovornog poslovanja.
LL@(10921) This is by no means accidental, since the exhaustion of fossil fuels and the climate changes have become a global problem, therefore, all the segments of the global community connected via the Internet need to be activated. => To nije nimalo slučajno jer su iscrpljivost fosilnih goriva i klimatske promene postale globalni problem, pa je stoga neophodna aktivacija svih segmenata globalne zajednice, koja je povezana Internetom.
LL@(10922) The raising of awareness of the importance of energy efficiency, of the importance of a rational use of energy and energy sources, as well as a broader use of renewable energy sources via the information and communication technologies is one possible solution to the problem the global community encounters today. => Unapređenje svesti o značaju energetske efikasnosti, značaju racionalnog korišćenja energije i energenata, kao i šireg korišćenja obnovljivih izvora energije putem informaciono komunikacionih tehnologija, jedno je od mogućih rešenja problema sa kojim se suočava današnja globalna zajednica.
LL@(10923) In order that the value system underlying the social responsibility as part of the concept of sustainable development be implemented through socially responsible business in e-Government, it is necessary that all these concepts should be integrated into a unique e-Government development strategy, since the socially responsible electronic business is a source of a great potential of the information society. => Da bi sistem vrednosti, sadržan u društvenoj odgovornosti kao delu koncepta održivog razvoja bio implementiran kroz društveno odgovorno poslovanje u e-Upravi, potrebno je da se svi ovi koncepti integrišu u jedinstvenu strategiju razvoja e-Uprave jer u društveno odgovornom elektronskom poslovanju leži veliki potencijal informacionog društva.
LL@(10924) Starting from the general criteria of the socially responsible electronic business, and taking into consideration the potentials of the impact of the socially responsible electronic business upon the information society, specific categories have been identified that the electronic business and the e-Government should satisfy. => Polazeći od opštih kriterijuma društveno odgovornog elektronskog poslovanja, a uzimajući u obzir potencijale uticaja odgovornog elektronskog poslovanja na informaciono društvo izdvojene su specifične kategorije koje bi elektronsko poslovanje i e-Uprava trebalo da zadovolje.
LL@(10925) In order that an adequate level of social innovation be achieved in the fields of electronic business, e-Government and the Internet economy it is necessary to: Research into the needs of the public sector for new concepts, frameworks and solutions; Place emphasis on the innovative solutions that can be developed within the public sector (for example, database on the energy consumed in public facilities, energy balances of cities and municipalities); Highlight the innovative application solutions that allow for the implementation of energy efficient technologies in the public sector (for example, tracking and measuring the savings in public lighting via digital technologies); Evaluate and analyse the extent to which the issues of energy efficiency are present at the state administration websites, given the complex factors that mutually affect the objectivity of facts as well as the specific interests in a given context; Contribute personally to the international stan dardization and to integration efforts; Perform a knowledge transfer and improve the competencies of the ICT sector in the eGovernment field; Accept the position of a precursor-pioneer and a promoter of socially innovative solutions in the public sector. ~~~ The category is defined as a set of attributes (dimensions) that lead to a holistic understanding of eGovernment Š28Ë (Codagnone, C. and Wimmer, M., 2007:185). => Da bi se dostigao odgovarajući stepen socijalne inovacije u oblastima elektronskog poslovanja, e-Uprave i Internet ekonomije neophodno je: Istraživanje potreba javnog sektora za novim konceptima, okvirima i rešenjima; Stavljanje akcenta na inovativna rešenja koja se mogu razvijati u javnom sektoru; (na primer, baza podataka o utrošenoj energiji u javnim objektima, energetski bilansi za gradove i opštine ); Stavljanje akcenta na inovativna aplikativna rešenja koja omogućavaju primenu novih energetski efikasnih tehnologija u javnom sektoru (na primer, praćenje i merenje ostvarenih ušteda u javnoj rasveti putem digitalnih tehnologija); Sprovođenje evaluacije i analize zastupljenosti tema energetske efikasnosti na sajtovima državne uprave, s obzirom na kompleksne faktore koji međusobno utiču na objektivnost činjenica i na specifične interese u datom kontekstu; Dati svoj doprinos međunarodnoj standardizaci ji i integracionim naporima; Izvršiti transfer znanja i unaprediti veštine IKT sektora u oblasti e-Uprave; Prihvatiti poziciju preteče-pionira i promotera socijalno inovativnih rešenja u javnom sektoru; Pod kategorijom podrazumevamo grupu srodnih atributa (dimenzija) koje vode ka holističkom razumevanju e-Uprave Š28Ë(Codaglione, C. i Wimmer, M. 2007:
LL@(10926) The mutual interactions of the categories of socially responsible electronic business in eGovernment are possible to class into seven new subcategories (according to Wimmer, M., 2008:16) Š29Ë. => Međusobne interakcije kategorija društveno odgovornog elektronskog poslovanja u e-Upravi moguće je svrstati u sedam novih podkategorija (prema Wimmer M., 2008:16)Š29Ë.
LL@(10927) Their relations of interaction define the specific criteria of the socially responsible electronic business, and these are: the state administration / ICT relations: show the manner in which state institutions use ICT in their work and services, whether the interactions are internal or interinstitutional; the state administration / society relations: define the quality of interaction between the state administration and society; this quality is also defined by the public services, the e-participation of citizens, orientation towards the user, the users' expectations that the institutions provide services in a traditional way instead in the on-line environment, etc; the state administration / economy relations: define whether and in which way the institutions achieve their goals, whether they do it efficiently and effectively, whether they provide value for money, whether they take into account the cost/benefit analysis and whether they resort to modernization to reduce their costs; the society / ICT relations: define in which way and whether citizens use the ICT in their daily activities, what the problems of social changes are and what their impact upon digital stratification, informatic illiteracy, dependance on the ICT is; the state administration / economy / ICT interaction relationship: shows the manner in which institutions improve their efficiency and effectiveness through the ICT implementation; the modernization through the ICT implementation is based upon economic factors; the interactions within institutions and between institutions; the focus today is upon the modernization from the economic point of view; the state administration / society / economy interaction: shows the manner in which institutions improve their effectiveness and efficiency in their interactions with their users, through organizational change and modernization; this category focuses, among other things, upon efficiency, as well as upon other areas of interaction with those users that do not use the ICT; the state administration /society / ICT / economy relationship: achieves improved effectiveness and efficiency as it implements the social values via the modernization of all interactions with the users in that it implements the ICT extensively. => Njihovi odnosi interakcije definišu specifične kriterijume društveno odgovornog poslovanja u e-Upravi, a to su: odnos državna uprava / IKT: ukazuje na način kako državne institucije koriste IKT u svojim aktivnostima i servisima, bilo da je reč o internim ili međuinstitucionalnim interakcijama; odnos državna uprava / društvo: određuje kvalitet interakcije državne uprave sa društvom, a taj kvalitet određuju, sa svoje strane, javni servisi, eparticipacija građana, orijentacija ka korisniku, njihova očekivanja od institucija da pružaju usluge na tradicionalan način, umesto u online okruženju itd.; odnos državna uprava / ekonomija: određuje da li i kako institucije ispunjavaju svoje ciljeve, da li to čine na efikasan i efektivan način, da li obezbeđuju vrednosti za novac, da li brinu o cost/benefit analizi i da li pribegavaju modernizaciji radi smanjenja troškova; odnos društvo / IKT: određuje kako i da li građani koriste IKT za svoje svakodnevne aktivnosti, kakvi su problemi društvenih promena i njihov uticaj na digitalno raslojavanje, informatičku nepismenost, zavisnost od IKT; odnos interakcije državna uprava /ekonomija/ IKT: ukazuje na koji način institucije postižu veću efikasnost i efektivnost korišćenjem IKT; modernizacija putem IKT zasnovana je na ekonomskim faktorima; interakcije unutar institucija i među institucijama; fokus je sada na modernizaciji sa ekonomskog stanovišta; interakcija državna uprava/društvo/ekonomija: ukazuje na koji način institucije postižu veću efikasnost i efektivnost u interakcijama sa svojim korisnicima putem organizacionih promena i modernizacije; ova kategorija fokusira se, između ostalog, i na efikasnost, kao i druge oblasti interakcije sa onim korisnicima koji ne koriste IKT; odnos državna uprava/društvo/IKT/ekonomija: postiže veću efikasnost i efektivnost budući da implementira društvene vrednosti kroz modernizaciju svojih interakcija sa korisnicima putem ekstenzivnog korišćenja IKT-a.
LL@(10928) The electronic business in the field of energy efficiency is the object of all the above listed interactions designed to raise awareness of the importance of energy efficiency issues. => Elektronsko poslovanje u oblasti energetske efikasnosti predmet je svih navedenih interakcija.
LL@(10929) Only an efficient interaction results in the citizens' e-participation as an institute of effective government. => Unapređenje svesti o značaju Samo efikasna interakcija dovodi do e-participacije građana kao instituta dobre uprave.
LL@(10930) The socially responsible electronic business is expected to bring a larger number of freedoms to the citizens, and requires a greater transparency and flexibility of the electronic public administration. => Očekuje se da će društveno odgovorno elektronsko poslovanje doneti veći broj sloboda građanima, a zahtevaće i veću transparentnost i fleksibilnost elektronske javne administracije. 5.
LL@(10931) 5. ~~~ Prospects of csr concept implementation in electronic business In the first decade of the new millenium, many issues in the fields of economics, law, ethics, social welfare policy, environmental protection and relations between business and the community have become the subjects of scientific study. => Pespektive primene csr koncepta u elektronskom poslovanju U prvoj dekadi novog milenijuma mnoga pitanja iz oblasti ekonomije, prava, etike, socijalne politike, zaštite životne sredine i pitanja odnosa između poslovanja i zajednice, postala su predmet naučnih istraživanja.
LL@(10932) The new economy is characterised by significant changes in business doing, but also in the social community. => Novu ekonomiju karakterišu značajne promene u poslovanju, ali i društvenoj zajednici.
LL@(10933) The beginnings of the democratization of the society and of the ownership transformation in the economy have been in progress alongside the informatization of the society. => Početak demokratizacije društva i vlasničke transformacije u privredi odvijao se paralelno sa informatizacijom društva.
LL@(10934) Almost all the changes in the society are preconditioned by the implementation of innovative technologies that allow for the global connections and the sustainable development. => Gotovo sve promene u društvu uslovljene su primenom inovativnih tehnologija koje omogućavaju globalno povezivanje i održivi razvoj.
LL@(10935) The supreme legal act, the Constitution of the Republic of Serbia, introduced the institute of free access to information of public importance. => Najviši pravni akt, Ustav Republike Srbije uveo je institut slobodnog pristupa informacijama od javnog značaja.
LL@(10936) The Act on free access to information of public importance (2004) acknowledged the citizens the right to be informed of facts of public importance. => Zakonom o slobodnom pristupu informacijama od javnog značaja (2004) priznato je pravo građana na obaveštenost informacijama od javnog značaja.
LL@(10937) This right led to the reduction in information asymmetry, which is further corroborated by the fact that in response to this Act, numerous state institutions became more responsible towards the citizens and their human rights. => Ovo pravo dovelo do smanjenja asimetričnosti informacija, što potvrđuje i činjenica da su mnoge državne institucije zbog Zakona postale odgovornije prema građanima i njihovim ljudskim pravima.
LL@(10938) It is for the first time that citizens have the opportunity to actively participate in the decision making process and to use their own initiative, in case the state is not in a position to help them, exercise their basic human rights through the institute of the Commissioner of Information of Public Importance and Personal Data Protection. => Građani po prvi put imaju mogućnost da aktivno učestvuju u procesu odlučivanja i da samoinicijativno, kada država nije u stanju da im to omogući, putem instituta Poverenika za informacije od javnog značaja, ostvaruju svoja osnovna ljudskih prava.
LL@(10939) The electronic business in e-Government resulted in the standardization and automatization of business processes, as well as in a more proactive approach of the institutions and organizations themselves as regards the right of the public to know/to be informed. => Elektronsko poslovanje u e-Upravi dovelo je do standardizacije i automatizacije poslovnih procesa, kao i do proaktivnijeg pristupa samih institucija i organizacija u odnosu na pravo javnosti da zna.
LL@(10940) The greatest benefit from electronic business is enjoyed by the citizens since now they are in a position to actively participate in almost all the processes of public concern. ~~~ Such is also the right to the access to the information normally available to the state organs in the administration of public control. => Od elektronskog poslovanja najveću korist imaju građani jer im je omogućeno da aktivno učestvuju u gotovo svim procesima od javnog značaja, kao što je i pravo na pristup informacijama do kojih u radu dolaze organi u vršenju javne vlasti.
LL@(10941) The prospects of the development of socially responsible electronic business is in the first place in the improvement of the effectiveness and the efficiency of public on-line services towards the citizens. => Perspektiva razvoja društveno odgovornog elektronskog poslovanja, pre svega, povećanja efikasnosti i efektivnosti jav nih online servisa u odnosu na građane.
LL@(10942) The side effects of this phenomenon are the decentralization of the public administration system and the deregulation process. => Prateće pojave ovog fenomena jesu decentralizacija sistema državne uprave i proces deregulacije.
LL@(10943) This threatens the state apparatus. => Za birokratiju državnog aparata ovo predstavlja preteću pojavu.
LL@(10944) The objectivity, transparency and anti-discriminatory practices are the qualities provided by the information market, and should be the quality of the global Internet economy. => Objektivnost, transparentnost i antidiskriminatorni stav su kvaliteti koje tržište informacija pruža, a što bi trebalo da odlikuje i globalnu Internet ekonomiju.
LL@(10945) The information and communication technologies themselves, however, do not bring the spread, the productive implementation, the management and the access to information of public importance. => Informacione i komunikacione tehnologije, međutim, same po sebi ne dovode do šire rasprostranjenosti, produktivnog korišćenja, upravljanja i pristupa informacijama od javnog značaja.
LL@(10946) The ICT themselves do not bring a more democratic society, either. => Same po sebi, IKT ne dovode ni do demokratičnijeg društva.
LL@(10947) The manner in which the public use the information and communication technologies to access information, the motivation and the level of proactivity of a wider community drives the society nearer to this goal. => Način na koji javnost koristi informaciono-komunikacione tehnologije da bi došla do informacija, motivisanost i stepen proaktivnosti šire javnosti približava društvo ovom cilju.
LL@(10948) It is to be assumed that the liberalization in the field of communications, social and business networking as a result of a rapid development of the Internet will lead to the creation of the information society that will implement a socially responsible electronic business. => Pretpostavka je da će liberalizacija u oblasti komunikacija, društvenog i poslovnog umrežavanja kao posledica eksplozivnog razvoja Interneta, i dovesti do formiranja informacionog društva, koje će primenjivati društveno odgovorno elektronsko poslovanje.
LL@(10949) The first decade of the twenty-first century was characterised by two big changes: One is - globalization. => Prvu deceniju XXI-og veka obeležile su dve velike promene: Prva je - globalizacija.
LL@(10950) It came as a result of the interdependence of world economies. The other is - technological e-volution, the result of the technological revolution of the 1990s. => Ona je nastala kao posledica međusobne zavisnosti svetskih ekonomija. Druga je - tehnološka e-volucija, nastala kao posledica tehnološke revolucije 90-h godina XX-og veka.
LL@(10951) Both changes are brought forth by the Internet, in that in Serbia a broader implementation of the Internet marked a complex period of transition, too. => Obe promene su izazvane pojavom Interneta, s tim što je u Srbiji šira primena Interneta obeležila i složeni period tranzicije.
LL@(10952) All these crucial phenomena had their impact upon the present profile of the information society in Serbia. => Sve ove krucijalne pojave uticale su na današnji profil informacionog društva u Srbiji.
LL@(10953) The implementation of the information and communication technologies and the e-Government as part of public sphere, in the context of free access to information of public importance and the socially responsible electronic business, will certainly contribute to the development of edemocracy, but to the overall better life and a more satisfied citizen as well. => Primena informaciono-komunikacionih tehnologija i e-Uprava kao deo javne sfere, u kontekstu slobodnog pristupa informacijama od javnog značaja i društveno odgovornog elektronskog poslovanja doprineće razvoju e-demokratije, ali i sveukupno boljem životu i zadovoljnijem građaninu.
LL@(10954) The sustainable development means an integral economic, technological, social and cultural development, adjusted to the needs of environmental protection and improvement. => Održivi razvoj predstavlja integralni ekonomski, tehnološki, socijalni i kulturni razvoj, usklađen sa potrebama zaštite i unapređenja životne sredine.
LL@(10955) It allows for the present and future generations to satisfy their needs and improve the quality of their living (Wikipedia). => On omogućava sadašnjim i budućim generacijama zadovoljavanje njihovih potreba i poboljšanje kvaliteta života (Wikipedia).
LL@(10956) The term sustainable development itself is linguistically somewhat inadequate and ambiguous. => Sam termin održivi razvoj je jezički, donekle neadekvatan i neprecizan.
LL@(10957) The question is how it is possible to sustain something that is prone to constant change. => Postavlja pitanje kako je moguće održavati nešto što je podložno stalnoj promeni.
LL@(10958) The development means change, that is, growth, stagnation, or recession. => Razvoj podrazumeva promenu, tj. rast, stagnaciju ili opadanje.
LL@(10959) The time we live in is dynamic. => Vreme u kome živimo je dinamično.
LL@(10960) In order that the stagnation and recession be prevented, it is necessary that a balance between the natural systems, natural resources and social and ecological challenges the society, the state and the manking in general are faced with be established. => Da ne bi došlo do stagnacije i opadanja, potrebno je da se blagovremeno uspostavi balans između prirodnih sistema, prirodnih resursa i društvenih i ekolo ških izazova koji se nalaze pred društvom, državom i čovečanstvom kao celinom.
LL@(10961) Starting from 2005, Europe provides to its citizens the modern, on-line public services including the services of the government, the training, and the health care services. => Od 2005.godine Evropa svojim građanima pruža moderan, online javni servis koji uključuje servise vlade, obuku i zdravstvene usluge.
LL@(10962) The users have the access to the broadband Internet at rather competitive prices Š30Ë. => Korisnici imaju pristup široko-pojasnoj infrastrukturi Interneta i to po veoma konkurentnim cenama Š30Ë.
LL@(10963) In its Communication to the European Parliament, the Council of Europe and the European Economic and Social Committe (COM 2005) the Commission of European Communities expressly states that Europe is the pillar of excellence in the field of corporate social responsibility and that the CSR role can be crucial in the sustainable development in raising the innovative European potential and competitiveness. => Komisija Evropskih zajednica u svojoj Komunikaciji Evropskom Parlamentu, Evropskom Savetu i Evropskom ekonomskom i socijalnom komitetu (COM 2005) ističe da je Evropa - stub izuzetnosti u oblasti korporativne društvene odgovornosti i da CSR može da odigra ključnu ulogu u održivom razvoju podizanjem inovativnog evropskog potencijala i konkurentnosti.
LL@(10964) If the broadband Internet access is ensured and the techno-economic moment is met, with the achievement of a certain level of social cohesion, e-Government may well become the most highly developed form of socially responsible electronic business. => Ukoliko je pristup širokopojasnom internetu obezbeđen i tehno-ekonomski momenat zadovoljen, uz postizanje određenog stepena socijalne kohezije, e-Uprava može da postane najrazvijeniji oblik društveno odgovornog elektronskog poslovanja.
LL@(10965) Having in mind the right to the free access to information of public importance, the information as a means and the information as a goal, the e-Government is a social space and a public sphere for generating, storing and using information of public importance, using information and communication technologies. => Polazeći od prava na slobodan pristup informacijama od javnog značaja, informacije kao sredstva i informacije kao cilja e-Uprava je socijalni prostor i javna sfera za generisanje, čuvanje i korišćenje informacija od javnog značaja primenom informaciono-komunikacionih tehnologija.
LL@(10966) It fosters the citizens' e-participation and strives to improve the efficiency, performance, and transparency of the state administration activities. => Ona podstiče e-participaciju građana i ima za cilj poboljšanje efikasnosti, produktivnosti i transparentnosti rada državne uprave.
LL@(10967) The state government collects, processes and offers the information provided in the course of its work, and besides, it generates information necessary in the work and in its decision making process. => Državna uprava prikuplja, obrađuje i daje na korišćenje one informacije koje nastaju u toku njenog rada, a pored toga, generiše informacije koje su neophodne za rad i proces njenog odlučivanja.
LL@(10968) This information becomes ever more important if used by those it is meant for. => Ove informacije postaju značajne ukoliko ih koriste oni, kojima su iste namenjene.
LL@(10969) The success of e-Government depends upon the proactivity of the citizens as latent decision makers. => Uspeh e-Uprave zavisi od proaktivnosti građana kao latentnih donosilaca odluka.
LL@(10970) The conclusion of the Communication (COM 2006) of the i2010 e-Government Action Plan on fostering the eGovernment in Europe says that an effective and innovative public administration is of crucial importance for a global competitiveness of Europe. => U zaključku Komunikacije (COM 2006) Akcionog plana i2010 za pospešivanje e-Uprave u Evropi, kaže se da je efektivna i inovativna javna administracija ključna za globalnu konkurentnost Evrope.
LL@(10971) E-Government is regarded as a key to open the potentials of information and knowledge in the public sector. => E-Uprava se smatra ključem kojim se otvaraju potencijali informacija i znanja koji leže u javnom sektoru.
LL@(10972) The socially responsible electronic business is possible to be most broadly understood as a response of organizations and institutions to the concept of sustainable development, but also as the response of e-Government to the demands of sustainable development. => Društveno odgovorno elektronsko poslovanje je moguće najšire posmatrati kao odgovor organizacija i institucija na koncept održivog razvoja, ali i odgovor e-Uprave na potrebe održivog razvoja.
LL@(10973) If the prefix e- marked a new channel of communication via digital technologies, a specific framework would be established that would exceed the meaning of the notion of the socially responsible business to translate it into the concept of corporate social integrations. ~~~ REFERENCE Š1Ë Pickton, D. i Broderick, A. (2005) => Ako bi se prefiksom e- odredio novi kanal komunikacije putem digitalnih tehnologija, time bi se uspostavio specifičan okvir koji prevazilazi značenje pojma društveno odgovornog poslovanja i prevodi ga u koncept korporativne društvene integracije.
LL@(10974) Integrated Marketing Communications, Prentice Hall, Financial Times, str.5 -720 Š2Ë Porter, M.E. & Kramer, M.R. (2002) ~~~ The competitive advantage of corporate philanthropy, Harvard Business Review, 80 (12), str. ~~~ 57-68 Š3Ë Mesanović, E. (2005) => LITERATURA Š1Ë Pickton, D. i Broderick, A. (2005) Integrated Marketing Communications, Prentice Hall, Financial Times, str.5 -720 Š2Ë Porter, M.E. & Kramer, M.R. (2002) The competitive advantage of corporate philanthropy, Harvard Business Review, 80 (12), str. 57-68 Š3Ë Mesanović, E. (2005) Corporate Social Responsibility:
LL@(10975) Corporate Social Responsibility: Leading aspects of CSR Concept in Bosnia and Herzegovina, Masters degree Š4Ë ŠonlineË dostupno na: http://www.brainyquote.com/words/co/corporate148395.html Šdatum poslednjeg pristupa 1.03.2010. => Leading aspects of CSR Concept in Bosnia and Herzegovina, Masters degree Š4Ë ŠonlineË dostupno na: http://www.brainyquote.com/words/co/corporate148395.html Šdatum poslednjeg pristupa 1.03.2010.
LL@(10976) Ë Š5Ë ŠonlineË dostupno na: http://www.ia ia.org/modx/index.php?id=151 ŠDatum poslednjeg pristupa 7.03.2010.Ë Š6Ë Alakeson, V. , Aldrich, T., Goodman, J., Jorgensen, B. & Miller, P. (2003) => Ë Š5Ë ŠonlineË dostupno na: http://www.ia ia.org/modx/index.php?id=151 ŠDatum poslednjeg pristupa 7.03.2010. ~~~ Ë Š6Ë Alakeson, V. , Aldrich, T., Goodman, J., Jorgensen, B. & Miller, P. (2003) Digital Europe:
LL@(10977) Digital Europe: Social Responsibility in the Information Society. => Social Responsibility in the Information Society.
LL@(10978) Report to the European Community. => Report to the European Community.
LL@(10979) Forum for the Future, March 2003., str. ~~~ 13-26 ŠonlineË dostupno na http://www.digital-eu.org/uploadstore/theme_reports/social_report.pdf Š7Ë ŠonlineË dostupno na: http://www.google.org Šdatum poslednjeg pristupa 1.03.2010. => Forum for the Future, March 2003., str. 13-26 ŠonlineË dostupno na http://www.digital-eu.org/uploadstore/theme_reports/social_report.pdf Š7Ë ŠonlineË dostupno na: http://www.google.org Šdatum poslednjeg pristupa 1.03.2010.
LL@(10980) Ë Š8Ë Cingula M. & Čalopa, M (2006) Rethinking of entrepreneurship: towards social responsibility, Journal of Information and organizational sciences, 30 (2), str.199-204, Faculty of organization and informatics, University of Zagreb, Varaždin, Croatia ŠonlineË. dostupno na: http://hrcak.srce.hr/index.php?show=clanak&id_clanak_jezik=32933 Šdatum poslednjeg pristupa 18.12.2008.Ë Š9Ë Capriotti, P. & Moreno, A. (2006) => Ë Š8Ë Cingula M. & Čalopa, M (2006) Rethinking of entrepreneurship: towards social responsibility, Journal of Information and organizational sciences, 30 (2), str.199-204, Faculty of organization and informatics, University of Zagreb, Varaždin, Croatia ŠonlineË. dostupno na: http://hrcak.srce.hr/index.php?show=clanak&id_clanak_jezik=32933 Šdatum poslednjeg pristupa 18.12.2008.
LL@(10981) Corporate ci tizenship and public relations: The importance and interactivity of social responsibility issues on corporate website, Public relation Review, 33, March Š10Ë ŠonlineË dostupno na: http://www.earthho ur.org/news/sr:sr/article?id=eh1913134051125176621 Šdatum poslednjeg pristupa 1.9.2009Ë Š11Ë World Bank/DevComm-SDO (2003) Mazurkiewich, P. Corporate Environmental Responisibility: Is a common CSR framework possible? => Ë Š9Ë Capriotti, P. & Moreno, A. (2006) Corporate citizenship and public relations: ~~~ The importance and interactivity of social responsibility issues on corporate website, Public relation Review, 33, March Š10Ë ŠonlineË dostupno na: http://www.earthho ur.org/news/sr:sr/article?id=eh1913134051125176621 Šdatum poslednjeg pristupa 1.9.2009Ë Š11Ë World Bank/DevComm-SDO (2003) Mazurkiewich, P. Corporate Environmental Responisibility:
LL@(10982) Svetska banka, str. => Is a common CSR framework possible?
LL@(10983) 1-18 ŠonlineË dostupno na: http://siteresources.worldbank.org/EXTDEVCOMSUSDEVT/R esources/csrframework.pdf datum poslednje posete 17.05.2009 Šdatum poslednjeg pristupa 2.05.2009.Ë Š12Ë Valentino, B. (2008) => Svetska banka, str. 1-18 ŠonlineË dostupno na: http://siteresources.worldbank.org/EXTDEVCOMSUSDEVT/R esources/csrframework.pdf datum poslednje posete 17.05.2009 Šdatum poslednjeg pristupa 2.05.2009.
LL@(10984) MBA Toolkit for CSR: CSR and Public Relations China CSR, 3 (2), February, str.16 ŠonlineË dostupno na: www.chinacrs.com Šdatum poslednjeg pristupa 28.11.2008.Ë Š13Ë Turk, V. (2003) => Ë Š12Ë Valentino, B. (2008) MBA Toolkit for CSR: CSR and Public Relations China CSR, 3 (2), February, str.16 ŠonlineË dostupno na: www.chinacrs.com Šdatum poslednjeg pristupa 28.11.2008.
LL@(10985) E-business and CSR the busi ness case for the new economy. => Ë Š13Ë Turk, V. (2003) E-business and CSR the busi ness case for the new economy.
LL@(10986) Corporate responsibility challenges and opportunities for ebusiness and ICT companies, Wuppertal Institute for Climate, Environment and Energy, Germany. => Corporate responsibility challenges and opportunities for ebusiness and ICT companies, Wuppertal Institute for Climate, Environment and Energy, Germany.
LL@(10987) ŠonlineË dostupno na: http://www.ne nanet.at/index_en.php/filemanager/download/66/Tuerk_SA03.pdf Šdatum poslednjeg pristupa 12.05.2009Ë Š14Ë Putnam, R. (1995) ~~~ Tuning in, tuning out : the strange disappearance of social capital in America, Political Science and Politics, Washington DC (op.cit) . => ŠonlineË dostupno na: http://www.nenanet.at/index_en.php/filemanager/download/66/Tuerk_SA03.pdf Šdatum poslednjeg pristupa 12.05.2009Ë Š14Ë Putnam, R. (1995) Tuning in, tuning out : the strange disappearance of social capital in America, Political Science and Politics, Washington DC (op.cit) .
LL@(10988) ŠonlineË dostupno na: http://www.digital-eu.org/uploadstore/theme_reports/social_report.pdf Šdatum poslednjeg pristupa 31.05.2008.Ë Š15Ë Corporate Social Responsibility. => ŠonlineË dostupno na: http://www.digital-eu.org/uploadstore/theme_reports/social_report.pdf Šdatum poslednjeg pristupa 31.05.2008. ~~~ Ë Š15Ë Corporate Social Responsibility.
LL@(10989) A government Update. => A government Update.
LL@(10990) First published May 2004. => First published May 2004.
LL@(10991) Department of Trade and Industry UK. dostupno na www.csr.gov.uk Šdatum poslednjeg pristupa 1.07.2008. => Department of Trade and Industry UK. dostupno na www.csr.gov.uk Šdatum poslednjeg pristupa 1.07.2008.
LL@(10992) Ë Š16Ë Habermas, J. (1969) ~~~ Javno mnjenje. => Ë Š16Ë Habermas, J. (1969) Javno mnjenje.
LL@(10993) Beograd. => Beograd.
LL@(10994) Kultura Š17Ë Sitarski, M. et al., (2007), Internet i javna sfera u Srbiji, Centar za proučavanje informacionih tehnologija Beogradske otvorene škole, Beograd, str. => 
LL@(10995) 9-17 Š18Ë Susnstein C. R.(2004) ~~~ Democracy and Filtering, Communications of the ACM, Dec2004, 47 ( 12), str. => Kultura Š17Ë Sitarski, M. et al., (2007), Internet i javna sfera u Srbiji, Centar za proučavanje informacionih tehnologija Beogradske otvorene škole, Beograd, str. 9-17 Š18Ë Susnstein C. R.(2004) Democracy and Filtering, Communications of the ACM, Dec2004, 47 ( 12), str. 57-59, Database:
LL@(10996) 57-59, Database: Ebsco, Business Source Complete Š19Ë Prusak,L. & Cohen, D. (2001) ~~~ How to Invest in Social Capital, Harvard Business Review, 79 (6), str. ~~~ 86-93 Š20Ë Poster M. (1995) => Ebsco, Business Source Complete Š19Ë Prusak,L. & Cohen, D. (2001) How to Invest in Social Capital, Harvard Business Review, 79 (6), str. 86-93 Š20Ë Poster M. (1995) CyberDemocracy:
LL@(10997) CyberDemocracy: Internet and the Public Sphere. => Internet and the Public Sphere.
LL@(10998) ŠonlineË http://www.hnet.uci.edu/mposter/writings/nternet.html Šdatum poslednjeg pristupa 31.05.2008Ë Š21Ë Tornatzky, L.G. and Fleischer, M. (1990), The Processes of Technological Innovation, Lexington Books, Lexington, MA. => ŠonlineË http://www.hnet.uci.edu/mposter/writings/nternet.html Šdatum poslednjeg pristupa 31.05.2008Ë Š21Ë Tornatzky, L.G. and Fleischer, M. (1990), The Processes of Technological Innovation, Lexington Books, Lexington, MA.
LL@(10999) Š22Ë Lee, H., Padmanabhan, V. and Whang, S. (2004) ~~~ Information distortion in a supply chain: the bullwhip effect, Management Science 50(12), str. ~~~ 1875-86. => Š22Ë Lee, H., Padmanabhan, V. and Whang, S. (2004) Information distortion in a supply chain: the bullwhip effect, Management Science 50(12), str. 1875-86. Š23Ë Anthony,W.P. and Gales, L.M. (2002), Organi zation Theory:
LL@(11000) Š23Ë Anthony,W.P. and Gales, L.M. (2002), Organi zation Theory: A Strategic Approach, 6th ed., Prentice Hall, Upper Saddle River, Nj. => A Strategic Approach, 6th ed., Prentice Hall, Upper Saddle River, Nj.
LL@(11001) Š24Ë Stigler, G.J. (1961) ~~~ The economics of information, Journal of Political Economy, 69 (3), str. ~~~ 213-225 Š25Ë Lai, F. et al.(2007) ~~~ On network exteralities, e-bu siness adoption and information assymetry. => Š24Ë Stigler, G.J. (1961) The economics of information, Journal of Political Economy, 69 (3), str. 213-225 Š25Ë Lai, F. et al.(2007) On network exteralities, e-bu Š29Ë Wimmer, M.A. (2007) Roadmap for future rese siness adoption and information assymetry.
LL@(11002) Emerald Group Publishing Limited, Industrial management & Data Systems, 107 (5), str. str.728-746. => Emerald Group Publishing Limited, Industrial management & Data Systems, 107 (5), str.
LL@(11003) Š26Ë Scrinivasan,R. et al. (2004), First in, First out? => str.728-746. Š26Ë Scrinivasan,R. et al. (2004), First in, First out?
LL@(11004) The effects of network externalities on pioeer survival, Journal of Marketing, 68 (1), str.41-58 Š27Ë Metcalfe B. (1995), Metcalfes Law: a network becomes more valuable as it reach more users, InfoWorld, 17 (4), str.53 Š28Ë Codagnone, C. and Wimmer M. A. (2007) => The effects of network externalities on pioeer survival, Journal of Marketing, 68 (1), str.41-58 Š27Ë Metcalfe B. (1995), Metcalfes Law: a network becomes more valuable as it reach more users, InfoWorld, 17 (4), str.53 Š28Ë Codagnone, C. and Wimmer M. A. (2007) Road mapping eGovernment RTD 2020:
LL@(11005) Road mapping eGovernment RTD 2020: Visions and Research Measures towards European Citizenship and Innovative Government, (Eds.). eGovRTD2020 Project Consortium. => Visions and Research Measures towards European Citizenship and Innovative Government, (Eds.). eGovRTD2020 Project Consortium.
LL@(11006) ŠonlineË http://www.egovrtd2020.org/EGOVRTD2020/FinalBook.pdf Šdatum poslednjeg pristupa 1.02.2009.Ë Š29Ë Wimmer, M.A. (2007) => ŠonlineË http://www.egovrtd2020.org/EGOVRTD2020/FinalBook.pdf Šdatum poslednjeg pristupa 1.02.2009.
LL@(11007) Roadmap for future rese arch and implementations in eGovernment in Codagnone, C. and Wimmer M. A. (Eds.) => Ë arch and implementations in eGovernment in Codagnone, C. and Wimmer M. A. (Eds.) Roadmapping eGovernment RTD 2020:
LL@(11008) Roadmapping eGovernment RTD 2020: Visions and Research Measures towards European Citizenship and Innovative Government, (Eds.). eGovRTD2020 Project Consortium. => Visions and Research Measures towards European Citizenship and Innovative Government, (Eds.). eGovRTD2020 Project Consortium.
LL@(11009) ŠonlineË dostupno na: http://www.egovrtd2020.org/EGOVRTD2020/FinalBook.pdf Šdatum poslednjeg pristupa 1.02.2009.Ë Š30Ë Intelligent Energy Europe, Ademe, Evaluation and Monitoring of energy efficiency in the New EU Member Countries and the EU-25, Paris, 2007, p.18 Available at: http://www.odysseeindicators.org/publications/PDF/brochure.pdf ŠAccessed 4.01.2009Ë Š31Ë COM (2005) 12 final Š32Ë C OM (2006) 136 i2010 Management Accounting Statements for the Purpose of Decision Making in Banks UDC: 657.375.05:336.71 ; 005.52:005.33 Draginja P. Djurić Banca Intesa The influence of the environment on bank development resulted in a new trend of banking services development, and this in turn resulted into a range of information necessary for bank management to monitor certain aspects of business, do risk assessment, better market positioning in a competitive environment, but also improve in quality business decision-making. => ŠonlineË dostupno na: http://www.egovrtd2020.org/EGOVRTD2020/FinalBook.pdf Šdatum poslednjeg pristupa 1.02.2009. ~~~ Ë Š30Ë Intelligent Energy Europe, Ademe, Evaluation and Monitoring of energy efficiency in the New EU Member Countries and the EU-25, Paris, 2007, p.18 Available at: http://www.odysseeindicators.org/publications/PDF/brochure.pdf ŠAccessed 4.01.2009Ë Š31Ë COM (2005) 12 final Š32Ë C OM (2006) 136 i2010 Izveštaji upravljačkog računovodstva za potrebe odlučivanja u poslovnoj banci UDK: ~~~ 657.375.05:336.71 ; 005.52:005.33 Draginja P. \urić Banca Intesa Uticaj okruženja na razvoj banaka rezultirao je u novom trendu razvoja bankarskih usluga, a on opet na spektar informacija koje su neophodne menadžmentu banke za praćenje pojedinih segmenata poslovanja, ocenu rizika, bolje tržišno pozicioniranje u konkurentnom okruženju, ali i kvalitetno poslovno odlučivanje.
LL@(11010) Special attention is paid to defining a quality system of management accounting of a business bank from an experienced professionals point of view, starting with the specifics of management and decision-making in a business bank, whose basic goal is defining the elements of a system of efficient and effective management accounting. => Posebna pažnja je posvećena definisanju kvalitetnog sistema upravljačkog računovodstva poslovne banke iz ugla iskusnog profesionalca, polazećii od specifičnosti upravljanja i odlučivanja u poslovnoj banci, čiji je krajnji cilj definisanje elemenata sistema efikasnog i efektivnog upravljačkog računovodstva.
LL@(11011) It defines the three basic segments of management accounting of a business bank: the Segment of strategic management; the Segment of performances; the Segment of risks management, where for each of the mentioned segments it defines their look, contents and time dynamics of information it is supposed to contain, as well as the level of management structure of the bank requiring the report. => Definisana su tri osnovna segmenta upravljačkog računovodstva poslovne banke: ~~~ Segment strateškog upravljanja; Segment upravljanja performansama; i Segment upravljanja rizicima, pri čemu je su svaki od navedenih segmenata definisani izgled, sadržaj i vremenska dinamika inforamcija koje treba da sadrže, kao i nivo menadžerske strukture banke kojoj je taj izveštaj potreban.
LL@(11012) It also specifies the purposes of the report, i.e. the types of decisions based on specific reports. ~~~ 1. => Isto tako precizirane su i namene izveštaja, tj. vrste odluka koje se baziraju na pojedinim izveštajima. 1.
LL@(11013) Introduction Banking today is a business undergoing a continual process of change. => Uvod U današnje vreme, bankarstvo je delatnost u stalnom procesu promena.
LL@(11014) It cannot be perceived as something special, it is rather something that keeps getting newer and newer every day it offers new services, performs integration and consolidation into larger and more comprehensive business enterprises that are no longer to be recognized only as banking business operations. ~~~ It also adopts new technologies that change faster than a majority of us is capable of tracking and is faced with a large number of rules that keep changing, while an increasing number of nations collaborate for the purpose of regulating and controlling banks and other financial institutions in the service of their citizens. => Za bankarstvo se ne može reći da je nešto posebno, već pre nešto, što stalno postaje nešto novo nudi nove usluge, vrši spajanja i konsolidaciju u mnogo veće i sveobuhvatnije poslove koje više nije lako prpoznati samo kao bankarske, usvoja nove tehnologije, koje se menjaju brže nego što većina nas može da prati i suočava se sa nizom pravila koja se menjaju, dok sve više i više nacija saradjuje sa ciljem da se regulišu i kontrolišu banke i druge finansijske insittucije koje služe svojim gradjanima.
LL@(11015) It is for these reasons that managing the bank, and especially business decision making, has become highly complicated. => Iz svih ovih razloga upravljanje bankom, a naročito donošenje poslovnih odluka, postalo je veoma komplikovano.
LL@(11016) In other words, it is necessary that the bank management dispose of quality and up-to-date information, both from the environment and from within the bank business system. (PIS) ~~~ This can explain why the importance of the so-called Professional Information System, meant to improve the flexibility and efficiency of banking business, is growing. => Drugim rečima, neophodno je da menadžment banke raspolaže kvalitetnim i aktuelnim infomracijama, kako iz okruženja, tako i iz samog poslovnog sistema banke. (PIS) Stoga raste značaj tzv. Poslovnog informacionog sistema koji treba da učini upravljanje poslovanjem banke fleksibilnijim i efikasnijim.
LL@(11017) It is also important that the PIS should not be exhausted in providing information that describe only the past and the present of certain business movements and conditions. => Rezultat ovih zahteva jeste i neopodnost da PIS ne može i ne sme da se iscrpljuje u obezbedjivanju informacija koje osvetljavaju samo prošlost i sadašnjost odrejdenih poslovnih kretanja i stanja.
LL@(11018) On the contrary, since the business activities of any organization are oriented towards the future, towards achieving future development goals, the purpose of the PIS is to increasingly support the future business decision making and the future business policies. => Naprotiv, pošto je poslovanje svake organizacije okrenuto budućnosti, ostvarivanju budućih razvojnih ciljeva, to i PIS treba u što većoj meri da predstavlja podršku budućem poslovnom odlučivanju i budućoj poslovnoj politici.
LL@(11019) This actually means that it has to disseminate programme information on information, plan information, prospective limiting factors, on prospective positive factors, as well as information on possible corrective factors. => To praktično znači da on mora da emituje: programske informacije, planske informacije, informacije o potencijalnim limitirajućim faktorima, o potencijalnim pozitivnim faktorima, kao i informacije o mogućim korektivnim faktorima.
LL@(11020) The result of such management requirements is the emergence of the management accounting segment in organizations, banks included. => Kao rezultat ovih zahteva menadžmenta, nastao je segment upravljačkog računovodstva u organizacijama, pa i u bankama. 2.
LL@(11021) 2. ~~~ The management process and the management accounting and reporting system In the conditions of highly dynamic changes in the business environment the top management level in any business entity encounters important and increasing challenges in the business goals achieving process. => Proces upravljanja i sistem upravljačkog računovodstva i izveštajvanja U uslovima vrlo dinamičnih promena poslovnog okruženja, najviši upravljački nivo u bilo kom poslovnom entitetu suočen je sa značajnim i rastućim izazovima u procesu ostvarivanja definisanih poslovnih ciljeva.
LL@(11022) The top managers make decisions and initiate activities that cover a rather wide range of operations from organizing daily operations, to defining and implementing a longterm development strategy. => Top menadžeri donose odluke i iniciraju aktivnosti koje pokrivaju vrlo širok opseg delovanja od organizovanja dnevnih operativnih aktivnosti, pa do definisanja i sprovođenja dugoročne razvojne strategije.
LL@(11023) The precondition of a successful organizational performance is the presence of an adequate management accounting and reporting system that provides timely and accurate information necessary for managerial decision making. => Preduslov uspešnog funkcionisanja organizacije, jeste, postojanje adekvatnog sistema upravljačkog računovodstva i izveštavanja, koji obezbeđuje pravovremene i tačne informacije neophodne za donošenje menadžerskih odluka.
LL@(11024) In this context, every business subject must define and develop a system of management accounting and reporting which will allow for the identification, measurement, analysis and correct interpretation of information and data in order that all projected organizational goals should be achieved. => U tom kontekstu, svaki poslovni subjekat mora da definiše i razvije sistem upravljačkog računovodstva i izveštavanja koji će omogućiti identifikovanje, merenje, analizu i tačnu interpretaciju informacija i podataka kako bi se omogućilo ostvarivanje svih projektovanih ciljeva organizacije.
LL@(11025) Consequently, the business bank, as a complex organizational form must have a well developed, reliable, and efficient management accounting and reporting system. => Posledično, i poslovna banka, kao kompleksna organizaciona forma, mora da ima razvijen, pouzdan i efikasan sistem upravljačkog računovodstva i izveštavanja.
LL@(11026) It is evident that the process of successful management means the existence of a strong correlation link between the system that generates managerial information and the decision making system. => Evidentno je i da proces uspešnog upravljanja podrazumeva postojanje vrlo jake korelacione veze između sistema koji proizvodi upravljačke informacije i sistema odlučivanja.
LL@(11027) Namely, the precondition for correct managerial decisions making is the establish ing of clear, direct and timely information flows towards the top management, as well as towards the middle level and lower level managements. => Naime, preduslov za donošenje ispravnih upravljačkih odluka, kao i generalno adekvatnog sistema upravljačkog odlučivanja, jeste uspostavljanje jasnih, direktnih i pravovremenih tokova informacija ka top menadžerima, kao i srednjem i nižem nivou menadžmenta.
LL@(11028) A rather dynamic development of market environment, the increasing complexity of the structure of the products and services delivered to the clients, the pressure of regulatory restrictions etc., set additional barriers and challenges in the business bank management process. => Vrlo dinamičan razvoj tržišnog okruženja, rastuća kompleksnost strukture proizvoda i usluga koje se pružaju klijentima, pritisak regulatornih ograničenja i slično, postavljaju dodatne prepre ke i izazove u procesu upravljanja poslovnom bankom.
LL@(11029)  => Karakteristike ambijenta u kome banke posluju, stavljaju banke u specifičnu poziciju gde je za uspešnu relizaciju definisanih poslovnih ciljeva potreban i veći nivo sofisticiranosti menadžerskih informacija.
LL@(11030) The characteristics of the environment the banks do business in put the banks into a specific position where a highly sophisticated managerial information is needed in order that the defined business goals should be achieved. => Upravo iz tih razloga, u praksi se vrlo često sistem upravljačkog računovodstva i izveštavanja proširuje na oblasti: ~~~ Strateškog upravljanja (strategic management), gde je akcenat na proizvodnji informacija i podataka koji su neophodni za donošenje strateških (dugoročnih) odluka.
LL@(11031) It is for these reasons that the management accounting and reporting system is in practice often extended to the fields of: strategic management, where the stress is put upon the provision of information and data necessary for strategic (long-term) decision making; performance management, concerned with the development of business (operational) decision making through performance management within the organization; and the field of risk management, where the set goals are achieved through the development of the practices of identifying, measuring, managing and reporting on risk exposures. => Posledično, u ovom segmentu je značajno unapređena uloga odgovornog lica za upravljačko računovodstvo i izveštavanje (management accountant); Upravljanja performansama (performance management), gde se potencira razvoj sistema donošenja poslovnih (operativnih) odluka kroz upravljanje performansama u okviru organizacije; kao i oblast Upravljanja rizicima (risk management), gde se kroz razvoj prakse identifikovanja, merenja, upravljanja i izveštavanja o izloženosti rizicima nastoje ostvariti postavljeni ciljevi organizacije.
LL@(11032) In this context, the primary objective of the established management accounting and reporting system in a business bank is to provide an adequate support to the top management in the process of:1 Strategy formulation; Business activities planning and defining; Optimal use of scarce resources and efficient business decision making; Preserving the banks business property. => U kontekstu navedenog, osnovni cilj funkcionisanja uspostavljenog sistema upravljačkog računovodstva i izveštavanja u poslovnim bankama, jeste pružanje adekvatne podrške najvišem nivou menadžmenta u procesu: ~~~ Formulisanja strategije; Planiranja i definisanja poslovnih aktivnosti; Optimalnog korišćenja ograničenih resursa i efikasnog donošenja poslovnih odluka; Očuvanja poslovne imovine banke.
LL@(11033) The management accounting and reporting system established on such bases also assumes a new role and importance of the individuals responsible for creating such reports. => Na ovim osnovama postavljen sistem upravljačkog računovodstva i izveštavanja pretpostavlja i novu ulogu i značaj lica koja su odgovorna za kreiranje ovih izveštaja.
LL@(11034) According to one definition, the person in charge of accounting reports management (the management accountant) implements his/her professional knowledge and skills to provide and present financial and other reports in such a manner as to give an adequate support to the top management both in policy formulating and in the process of planning and controlling the business operations under way. => Prema jednoj od definicija, odgovorno lice za upravljanje računovodstvenim izveštajima (management accountant) primenjuje svoje profesionalno znanje i veštine u pripremi i prezentaciji finansijskih i drugih izveštaja na način kojim se pruža adekvatna podrška najvišem nivou rukovodstva pri formulisanju politika kao i u procesu planiranja i kontrole sprovedenih poslovnih operacija.
LL@(11035) Based on this definition, it is evident that their activities are oriented towards the future and the decision making that will affect the banks business operations in the period to come, rather than towards the bookkeeping and historical tracking of the generated accounting data. => Bazirano na ovoj definiciji, evidento je da su njihove aktivnosti više okrenute ka budućnosti i donošenju odluka koje će uticati na poslovanje banke u narednom periodu, nego na knjigovodstveno evidentiranje i istorijsko praćenje nastalih računovodstvenih podataka.
LL@(11036) Consistent with other roles in the present organizational scheme of the bank, the role of the individuals in charge of the management 1 Bhimani, A. (2006) ~~~ Contemporary Issues in Management Accounting, Oxford University Press: Oxford. accounting and reporting system functioning is twofold. => Konzistentno sa ostalim ulogama u današnoj organizaiconoj šemi banke, lica koja su odgovorna za funkcionisanje sistema upravljačkog računovodstva i izveštavanja imaju dvo 1 Bhimani, A. (2006) Contemporary Issues in Management Accounting, Oxford University Press: ~~~ Oxford. struku ulogu u njenom funkcionisanju.
LL@(11037) On one hand, they ensure the information flow towards business functions, whereas on the other, they direct, report and coordinate the operation of the financial (accounting) function. => Na jednoj strani, ona obezbeđuju tok informacija ka biznis funkcijama, dok na drugoj, usmeravaju, izveštavaju i koordiniraju rad finansijske (računovodstvene) funkcije.
LL@(11038) Generally, their activities are related to the planning and forecasting the movements of basic business indicators movements, to the analysis of the variants of the results achieved, to cost control and tracking, etc. => Generalno, njihove aktivnosti odnose se na planiranje i prognozu kretanja osnovnih poslovnih indikatora, analizu varijansi ostvarenih rezultata, praćenje i kontrolu troškova i drugo.
LL@(11039) In practice, the functions of management and financial accounting and reporting systems usually merge. => U praksi, vrlo često dolazi do potpunog poistovećivanja funkcije menadžerskog i finansijskog računovodstva i izveštavanja.
LL@(11040) The essential difference is that the main purpose of management accounting is to supply the top management with adequate information required in the management and decision making processes, while the task of the financial accounting and reporting is primarily to provide and offer financial information to the stakeholders outside the organization (shareholders, creditors, regulatory agencies, tax authorities, etc.). => Suštinska razlika se odnosi na činjenicu da je osnovna svrha ili cilj upravljačkog računovodstva da top menadžmentu pruži adekvatne informacije neophodne za proces upravljanja i odlučivanja, dok je svrha finansijskog računovodstva i izveštavanja prevashodno da obezbedi i pruži finansijske informacije zainteresovanim stranama van organizacije (akcionarima, kreditorima, regulatornim agencijama, poreskim organima i slučno).
LL@(11041) Essentially, financial accounting is part of management accounting and reporting. => Suštinski, finansijsko računovodstvo predstavlja deo upravljačkog računovodstva i izveštavanja.
LL@(11042) Namely, the reports made within management accounting may be generated for any period (daily, weekly, monthly, etc.) and are primarily used for monitoring the results achieved and for future movements forecasting (the so-called future looking). => Naime, izveštaji koji se sastavljaju u sklopu upravljačkog računovodstva se mogu generisati za bilo koji period (dnevni, nedeljni, mesečni i drugo) i prevashodno služe za praćenje ostvarenih rezultata i prognozu budućih kretanja (tzv. future looking).
LL@(11043) On the other hand, financial reports are usually generated for a strictly defined period of time (for example, one fiscal year). => Na drugoj strani, finansijski izveštaji se obično sastavljaju za tačno određen period vremena (na primer jedna fiskalna godina).
LL@(11044) Financial reports are based on historical data and are used by the individuals outside the bank in order that they should make adequate financial decisions. => Finansijski izveštaji se baziraju na istorijskim podacima i treba da posluže licima van banke da donesu odgovarajuće finansijske odluke. 3.
LL@(11045) 3. ~~~ Elements of management accounting and reporting system in the business bank The very design, structure and complexity of the management accounting and reporting system, the number of participants in the system, and the number of generated reports/analyses are directly preconditioned by the size and complexity of the bank itself (or any other organization, for that matter). => Elementi sistema upravljačkog računovod stva i izveštavanja u poslovnoj banci Sam dizajn, struktura i složenost sistema upravljačkog računovodstva i izveštavanja, odnosno broj učesnika u sistemu, kao i broj generisanih izveštaja/analiza direktno je uslovljen veličinom i kompleksnošću same banke (ili bilo koje druge organizacije).
LL@(11046) More complex and larger business systems are in themselves assumed to have a more highly developed structure of management accounting and reporting characterised by both a larger number of forms of reports and the (hierarchal) lines of reporting (Figure 1). => Složeniji i veći poslovni sistemi sami po sebi pretpostavljaju i razvijeniju strukturu upravljačkog računovodstva i izveštavanja koju karakteriše veći broj formi izveštaja kao i (hijerarhijskih) linija izveštavanja (Slika 1).
LL@(11047) The general categorization of reports assumes grouping the reports/information into segments of strategic management, the segment of the operative, or performance management as well as the risk management segment (Figure 2). => Osnovna kategorizacija izveštaja podrazumeva grupisanje izveštaja/informacija na segmente strateškog upravljanja, segment operativnog, odnosno upravljanja prema performansama kao i segment upravljanja rizicima (slika 2).
LL@(11048) This classification is only conditional, given that the contents of the segments are interrelated and interconditioned, however, it is essentially based on the difference among the end users, the thoroughness of contents and the provision rates. => Iako je ova podela samo uslovna, budući da postoji međuzavisnost i uslovljenost njihovih sadržaja, u suštini ona sa bazira na razlici u krajnjim korisnicima, deteljnosti sadržaja kao i frekvenciji proizvodnje.
LL@(11049) Figure 1: Basic factors of the management accounting and reporting system and the information flow2 Figure 2: Review of basic reports generated in the management accounting and reporting system3 4. => Slika 1: ~~~ Osnovni činioci sistema upravljačkog računovodstva i izveštavanja i tok informacija2 Slika 2: ~~~ Pregled osnovnih izveštaja koji se generišu u sistemu upravljačkog računovodstva i izveštavanja3 4.
LL@(11050) The strategic management segment The entire flow, from creating to communicating/presenting the documents classed withing this category is connected to the strategic management and decision making. => Segment strateškog upravljanja Celokupan tok, od izrade do komuniciranja/prezentovanja dokumenata koji se svrstavaju u okviru ove kateogorije, vezuje se za proces strateškog upravljanja i odlučivanja.
LL@(11051) Involved in the creation process are all the basic and subsidiary bank functions (with the coordination of the planning and reporting functions), whereas the created documents are exclusively meant for the top management level. => U procesu izrade učestvuju sve osnovne i pomoćne funkcije banke (uz koordinaciju funkcije planiranja i izveštavanja), dok su nastala dokumenta isključivo namenjena najvišem upravljačkom nivou.
LL@(11052) Simultaneously, as the strategic development of the bank is directly related to the parent bank developmental plans, in the procedure of generating these documents there is a direct interaction between the subsidiary bank and the parent group (Figure 3). => Istovremeno, kako je strateški razvoj banke direktno vezan za planove razvoja matične banke, tokom samog postupka izrade ovih dokumenata postoji direktna interakcija između subsidijarne banke i matične grupacije (Slika 3).
LL@(11053) When dealing with complex international financial organizations, the management accounting and reporting system is normally based on a standardized 2 @arkić-Joksimović N. Upravljanje finansijama, FON, Beograd, 2008. ~~~ 3 @arkić-Joksimović N. Upravljanje finansijama, FON, Beograd, 2008. => Kada je reč o kompleksnim međunarodnim finansijskim organizacijama uobičajeno je da se sistem upravljačkog računovodstva i izveštavanja bazira na stan 2 @arkić-Joksimović N. Upravljanje finansijama, FON, Beograd, 2008. 3 @arkić-Joksimović N. Upravljanje finansijama, FON, Beograd, 2008. ~~~ Slika 3:
LL@(11054) Figure 3: Reporting flow of subsiduary company towards parent banking group4 methodology that allows for creating unified forms that will in turn make the comparison of presented information possible. => Tok izveštavanja subsidijarne kompanije ka matičnoj bankarskoj grupaciji4 dardizovanoj metodologiji koja omogućava kreiranje unificiranih formi koji će omogućiti uporedivost prezentovanih informacija.
LL@(11055) The standard methodology implementation assumes:5 standardized database forming and mainte nance; standardized reports creating and submitting; implementing international accounting stan dards in reporting; reporting in local currency; and using the English language as the language of communication. => Primena standardne metodologije podrazumeva: ~~~ formiranje i održavanje standardizovane baze podataka; kreiranje i dostavljanje standardizovanih izve štaja; primenu međunarodnih računovodstvenih stan darda izveštavanja; izveštavanje u lokalnim valutama; kao i da se komunikacija obavlja na engleskom jeziku.
LL@(11056) Strategic planning is a process of the development strategy defining as well as the decision making process as regards the available resources allocation, in order that the adopted strategy should be implemented. => Strateško planiranje predstavlja proces definisanja strategije razvoja kao i proces donošenja odluka vezano za alokaciju raspoloživih resursa kako bi se omogućilo sprovođenje izabrane strategije.
LL@(11057) In a sense, strategic planning defines the direction the organization should follow. => U izvesnom smislu, strateško planiranje definiše pravac u kome treba da se kreće organizacija.
LL@(11058) It is of essential importance for any organization that it define answers to three strategic questions: where the company is now, which is the direction it should follow, and which are the ways to accomplish it. => Za svaku organizaciju od suštinsko značaja je da se definišu odgovori na tri strateška pitanja: gde se kompanija trenutno nalazi, u kom pravcu treba da ide, i kako će se to ostvariti.
LL@(11059) The document that is to contain the answers to these questions is the strategic plan. => Dokument koji, uslovno rečeno, treba da da odgovore na ova pitanja jeste strateški plan.
LL@(11060) The strategic plan usually covers a period of three years. => Strateški plan se obično odnosi na period od tri godine.
LL@(11061) On the basis of the strategic plan the so-called operational plan is devised; this covers a shorter period of time (most often a year) and is more detailed to a considerable extent. => 
LL@(11062) 4 Arnold A., Hope B. Accounting for Management Decision, Prentice Hall, London, 1990. => 
LL@(11063) 5 Davis, S. and Albright, T. (2004) ~~~ An investigation of the effect of Balanced Scorecard implementation on financial performance, Management Accounting Research, 15, pp. 135-153. ~~~ The last decade has witnessed significant changes in the business bank budgeting process. => Na bazi strateškog plana, izvodi se tzv. operativni plan koji se odnosi na kraći vremenski period (najčešće godinu dana) i koji sadrži veći nivo detaljnosti. 4 Arnold A., Hope B. Accounting for Management Decision, Prentice Hall, London, 1990. 5 Davis, S. and Albright, T. (2004) An investigation of the effect of Balanced Scorecard implementation on financial performance, Management Accounting Research, 15, pp. 135-153. U poslednjoj deceniji došlo je do značajnih promena u procesu budžetiranja poslovnih banaka.
LL@(11064) In the previous period, the budget preparation used to be a regulatory obligation, where the banks attempted to estimate their costs and income in the following year. => U ranijem periodu, priprema budžeta je predstavljala regulatornu obavezu, pri čemu su banke nastojale da procene svoje troškove i prihode u narednoj godini.
LL@(11065) Such an approach was promptly changed, as the market environment became considerably more dynamic, better organized and more competitive. => Ovakav pristup se brzo izmenio budući da je tržišno okruženje postalo značajno dinamičnije, bolje organizovano i konkurentnije.
LL@(11066) Accordingly, in order that they succeed, banks have to constantly improve their capabilities of correctly predicting the future busines operations, as well as of correctly estimating the required resources. => Samim tim, da bi bile uspešne, banke moraju konstantno da unapređuju svoju sposobnost za tačno predviđanje budućeg poslovanja, kao i za precizno procenjivanje potrebnih resursa.
LL@(11067) In other words, in order to remain profitable, banks can no longer afford any discrepancies between the anticipated income and the anticipated costs. => Drugim rečima, da bi održale svoju profitabilnost, banke više ne mogu sebi da priušte da imaju bilo kakvo nepodudaranje između anticipiranih prihoda i troškova.
LL@(11068) Consequently, the tools implemented in the process itself (the reporting system, in the first place) have become more integrated and more detailed, alongside the growing importance of the budgeting process. => Posledično, zajedno sa rastom značaja procesa budžetiranja, i instrumenti koji se koriste u samom procesu (pre svega sistem izveštavanja) su postali više integrisani i sa većom detaljnošću.
LL@(11069) The quality of being more detailed, however, does not assume a situation in which the the reports containing a large scope of information are submitted to the top management. => Međutim, veći nivo detaljnosti ne pretpostavlja situaciju u kojoj se top menadžmentu prezentuju izveštaji koji sadrže veliki obim informacija.
LL@(11070) A more detailed reporting is required from the business functions/segments that generate larger costs and incomes for the bank. => Veći nivo detalja se traži kod poslovnih funkcija/segmenata koji generišu veće troškove i prihode za banku.
LL@(11071) It is for this reason that the key indicators for performance measuring (key performance indicators KPIs, Figure 4) have lately been introduced into the reporting process. => Upravo iz tog razloga, u novije vreme se u proces izveštavanja uvode ključni indikatori za merenje učinka (engl. KPIs key performance indicators; Slika 4).
LL@(11072) The primary goal is to give support to the management in order that it should be constantly focused upon the basic generators of income growth and costs in the bank. => Osnovni cilj je da se pruži podrška menadžmentu kako bi konstantno bio fokusiran na osnovne generatore rasta prihoda i troškova banke.
LL@(11073) Figure 4: Review of key performance indicators6 Regardless of the reporting model adopted, it is general practice that a majority of business banks today budget all their balance sheet accounts at various levels of detail. => Bez obzira na izabrani model izveštavanja, uobičajena je praksa da danas većina poslovnih banaka budže Slika 4: ~~~ Pregled ključnih indikatora preformansi6 tira sva svoja konta bilansa uspeha uz različit nivo detaljnosti.
LL@(11074) The concept is such that the top management is now presented basic data, so that it should be able to focus more upon the most important business indicators. => Koncept je takav da se sada top menadžmentu prezentuju osnovni podaci, kako bi on mogao da se više fokusira na najvažnije poslovne indikatore.
LL@(11075) If necessary, the details underlying the aggregate data are given at request. => Ukoliko je potrebno, na upit, dostavljaju se detalji koji stoje iza agregatnih podataka.
LL@(11076) In this way, the top management level in the bank is in a position to pay more attention to the analysis of the key indicators and take adequate steps. => Na ovaj način, najviši upravljački nivo u banci u poziciji je da može da posveti više vremena analizi najvažnijih pokazatelja i da preduzme odgovarajuće akcije.
LL@(11077) Simultaneously, it is of ut most importance for the management that all the presented data be accurate and clearly formulated, so that the risk of wrong management decision making should be minimized. => Istovremeno, za top menadžment je od suštinske važnosti da svi pre zentovani podaci budu tačni i jasno formulisani, kako bi se minimizirao rizik donošenja pogrešnih upravljačkih odluka.
LL@(11078) Strategic and operative plan When the bank does business within a financial group, the strategic plan creating process is initiated by the parent bank and it is carried out through a sequence of interactions (Figure 5). => Strateški i operativni plan U situaciji kada banka posluje u okviru finansijske grupacije, proces kreiranja strateškog plana inicira matična banka i on se odvija kroz nekoliko interakcija (Slika 5). ~~~ Slika 5:
LL@(11079) Figure 5: A strategic (three year) plan creation process7 6 Hopper, T., Northcott, D. and Scapens, D. (eds) => Proces kreiranja strateškog (trogodišnjeg) plana7 6 Hopper, T., Northcott, D. and Scapens, D. (eds) (2007), Issues in Management Accounting, 3rd edition, FT/Prentice Hall:
LL@(11080) (2007), Issues in Management Accounting, 3rd edition, FT/Prentice Hall: Harlow.6 7 Arnold A., Hope B. Accounting for Management Decision, Prentice Hall, London, 1990. => Harlow. ~~~ 7 Arnold A., Hope B. Accounting for Management Decision, Prentice Hall, London, 1990.
LL@(11081) The strategic plan is essentially a formalized report containing a set of business objectives to be achieved, as well as the execution plan. => Strateški plan, u suštini, predstavlja formalizovan izveštaj koji sadrži set poslovnih ciljeva koji treba da se ostvare, kao i plan za njihovu realizaciju.
LL@(11082) The strategic plan may be focused upon internal and external users. => Strateški plan može biti fokusiran na interne i eksterne korisnike.
LL@(11083) Externally oriented strategic plans are predominantly oriented towards the goals important for all the so-called external stakeholders, above all the (prospective) investors and clients. => Eksterno orijentisani strateški planovi dominantno su usmereni na ciljeve koji su značajni svim tzv. spoljnim stejkholderima, pre svega (potencijalnim) investitorima i klijentima.
LL@(11084) On the other hand, internally oriented strategic plans include the so-called meta-goals, the achievement of which assumes the achievement of the so-called external goals. => Na drugoj strani, interno orijentisani strateški planovi sadrže tzv. međuciljeve, čije ispunjenje pretpostavlja ostvarenje tzv. eksternih ciljeva.
LL@(11085) To this category belong the new product and service development, the IT systems development, financial and organizational restructuring, etc. the strategic plan format itself depends on the context of its implementation. => U ovu kategoriju ciljeva spadaju razvoj novih proizvoda i sluga, razvoj IT sistema, finansijsko i organizaciono restrukturiranje i drugo. ~~~ Sam format strateškog plana zavisi od konteksta njegove upotrebe.
LL@(11086) It is not (un)usual that organizations use a number of forms of strategic plan presentation. => Nije uobičajeno da organizacije koriste i po nekoliko formi prezentacije strateškog plana.
LL@(11087) Structurally, the strategic plan is composed of two parts one is qualitative and the other is quantitative. => Strukturalno, strateški plan se sastoji iz dva dela kvalitativnog i kvantitativnog dela.
LL@(11088) The qualitative part contains the macroeconomic scenario analyses, the SWOT analysis, the companys mission, the strategic guidelines as well as the action plan to ensure that the the plans defined are achieved (Figure 6). => Kvalitativni deo sadrži analize makroekonomskog scenarija, SWOT analizu, misiju kompanije, strateške smernice kao i akcioni plan koji treba da omogući ostvarenje definisanih planova (Slika 6). ~~~ Slika 6:
LL@(11089) Figure 6: Abstract of the strategic plan qualitative part8 (a) Basic macroeconomic indicators (b) SWOT analysis 8 Davis, S. and Albright, T. (2004) ~~~ An investigation of the effect of Balanced Scorecard implementation on financial performance, Management Accounting Research, 15, pp. 135-153. (c) => Izvod iz kvalitativnog dela strateškog plana8 (a) Osnovni makroekonomski pokazatelji (b) SWOT analiza 8 Davis, S. and Albright, T. (2004) An investigation of the effect of Balanced Scorecard implementation on financial performance, Management Accounting Research, 15, pp. 135-153. (c) Izvod iz akcionog plana Kvantitativni deo obuhvata finansijske projekcije pozicija bilansa stanja i bilansa uspeha, kao i projekcije seta odabranih finansijskih izveštaja (Slika 7).
LL@(11090) Abstract from action plan Action plan The quantitative part consists of financial projections of the balance sheet and income statement positions, as well as of the projections of a set of selected financial reports (Figure 7). => Preciznije,u okviru kvantitativnog dela sadržane su višegodišnje (najčešće trogodišnje) projekcije:
LL@(11091) More precisely, the qualtitative plan displays several-year (most frequently three year) projections:9 the balance sheet position, followed by the com ments on anticipated trends; the income statement position, with a special account on the trends of net operational income, operational costs, operational income and the expenses for reserving; basic performance indicators, including: a) Profitability indicators ROA returns on total assets ROE returns on bank equity b) Interest rate margins indicators Interestbearing assets/total assets Average interest rate on interest bearing assets Average interest rate on interest bearing liabilities (sources of financing) 9 Major, M. (2007) ~~~ Activity based costing and management: a critical review, in Hopper, T., Northcott, D. and Scapens, R. (eds) => pozicija bilansa stanja, praćeno komentarima o očekivanim trendovima; pozicija bilansa uspeha, sa posebnim osvrtom na trend kretanja neto operativnih prihoda, troškova poslovanja, operativnih prihoda kao i rashoda rezervisanja; osnovnih pokazatelja uspešnosti poslovanja, uključujući: a) Pokazatelji profitabilnosti ROA - Prinos na ukupnu aktivu ROE - Prinos na kapital banke b) Pokazatelji kamatnih marži Kamatonosna aktiva/ ukupna aktiva Prosečna kamatna stopa na kamatonosnu aktivu Prosečna kamatna stopa na kamatonosnu pasivu (izvore finansiranja) c) Pokazatelji adekvatnosti kapitala Ukupan kapital/ukupna aktiva Osnovni kapital/ukupna aktiva 9 Major, M. (2007) Activity based costing and management: a critical review, in Hopper, T., Northcott, D. and Scapens, R. (eds) Issues in Management Accounting, 3rd edition, FT Prentice Hall:
LL@(11092) Issues in Management Accounting, 3rd edition, FT Prentice Hall: Harlow. c) Capital adequacy indicators Total capital/total assets Capital assets/total assets d) Growth trend indicators Total assets growth rate Interest bearing assets growth rate Loan growth rate Deposit growth rate e) Liquidity indicators Total loans/deposits Total loans/deposits+capital The capital, where it is necessary that in all the projection years the criterion of minimum capital level stipulated by law is satisfied. => Harlow. d) Pokazatelji trenda rasta Stopa rasta ukupne aktive Stopa rasta kamatonosne aktive Stopa rasta kredita Stopa rasta depozita e) Pokazatelji likvidnosti Ukupni krediti/depoziti Ukupni krediti/ depoziti+kapital Kapitala, gde je neophodno da se posebno vodi računa da se u svim godinama projekcija, ispunjavaju zakonski definisan kriterijum minimalnog nivoa kapitala.
LL@(11093) In case the projections show that it is necessary that more capital be raised, possible modalities of equity investment/rise of capital adequacy indicators can be listed. ~~~ 6. => U slučaju da projekcije ukazuju da je potrebno povećanje kapitala, u ovom delu se mogu navesti mogući modaliteti za dokapitalizciju/povećanje pokazatelja adekvatnosti kapitala. 6.
LL@(11094) Conclusion Contrary to many other business operations, the banking business operations require not only the technical knowledge but also the expertise, and not one or the other. => Zaključak Nasuprot mnogim drugim poslovima, poslovi u bankarstvu zahtevaju pored tehničkog znanja i stručnost, a ne samo jedno ili drugo.
LL@(11095) People gain confidence in the bank they do business with and rely on its honesty, reliability and stability. => Ljudi stiču poverenje u banku sa kojom posluju i oslanjaju se na njeno poštenje, pouzdanost i stabilnost.
LL@(11096) The managers providing banking services never stop learning, since their job requires that they get and show new knowledge daily, and the clients and owners expect the manager to be beyond average, regardless of how fast the environment changes. => Menadžeri koji se bave pružanjem bankarskih usluga nikada ne prestaju sa učenjem, pošto njihova delatnost svakog dana zahteva nešto novo, a klijenti i vlasnici od menadera očekuju da budu iznad proseka, bez obzira kako se okruženje brzo menjalo.
LL@(11097) It is obvious that the globalization processes pervading the world economy have brought significant changes into the banking business. => Očigledno je da su procesi globalizacije koji su zahvatili svetsku ekonomiju doneli značajne promene u bankarstvu.
LL@(11098) Banks have grown to be more and more similar to financial supermarkets offering a comprehensive service, from classic business operations, to investment banking, to insurance, to transactions with securities. => Banke sve više liče na finansijske supermarkete u kojima se nudi kompletna usluga, od klasičnih poslova, preko investicionog bankarstva, osiguranja, do trgovine harijama od vrednosti.
LL@(11099) Besides, new jobs and new technological solutions make it a necessity for the banks to adapt continually, search for new models and tools. => Osim toga novi poslovi i nove tehnološka rešenja uslovljavaju banke da se stalno prilagodjavaju, pronalaze nove modele, instrumente.
LL@(11100) In order to perform this new role of the bank in a complex environment, the bank, among other things, has to have a well developed management accounting and reporting system as a significant decision making support. => Za tu novu ulogu banke u kompleksnom okruženju menadžment banke mora imati pored ostalog i i razvijen sistem upravljačkog računovodstva kao značajnu podršku za odlučivanje.
LL@(11101) REFERENCE Š1Ë Bhimani, A. (2006) ~~~ Contemporary Issues in Management Accounting, Oxford University Press: Oxford. => LITERATURA Š1Ë Bhimani, A. (2006) Contemporary Issues in Management Accounting, Oxford University Press:
LL@(11102) Š2Ë C. Gowthrope, Upravljačko računovodstvo, Data Status, Beograd, 2009. => 
LL@(11103) Š3Ë Chenhall, R. H. (2006) => Oxford.
LL@(11104) The contingent design of performance measures in Bhimani, A. (ed.) ~~~ Contemporary Issues in Management Accounting, Oxford University Press: Oxford. => Š2Ë C. Gowthrope, Upravljačko računovodstvo, Data Status, Beograd, 2009. Š3Ë Chenhall, R. H. (2006) The contingent design of performance measures in Bhimani, A. (ed.) Contemporary Issues in Management Accounting, Oxford University Press:
LL@(11105) Š4Ë Hopper, T., Northcott, D. and Scapens, D. (eds) => Oxford.
LL@(11106) (2007), Issues in Management Accounting, 3rd edition, FT/Prentice Hall: Harlow. => Š4Ë Hopper, T., Northcott, D. and Scapens, D. (eds) (2007), Issues in Management Accounting, 3rd edition, FT/Prentice Hall:
LL@(11107) Š5Ë Parmenter, D. (2007) => Harlow.
LL@(11108) Performance measure ment, Financial Management, February, pp. 3233. ~~~ Š6Ë @arkić-Joskimović N., Milićević V. Finansijska racia u funkciji poslovnog odlučivanja, Poslovna politika, septembar, 1995. ~~~ Š7Ë @arkić-Joksimović N. Upravljanje finansijama, FON, Beograd, 2008. ~~~ Š8Ë The Institute of Certified Management Accountants (ICMA). => Š5Ë Parmenter, D. (2007) Performance measurement, Financial Management, February, pp. 32-33. Š6Ë @arkić-Joskimović N., Milićević V. Finansijska racia u funkciji poslovnog odlučivanja, Poslovna politika, septembar, 1995. Š7Ë @arkić-Joksimović N. Upravljanje finansijama, FON, Beograd, 2008. Š8Ë The Institute of Certified Management Acco untants (ICMA).
LL@(11109) Š9Ë The top managemnt level in this context most often includes the top menagement as well as mambers of the Managing Board of the bank. => Š9Ë Najviši upravljački nivo u ovom kontekstu najčešće obuhvata top menadžment kao i članove Upravnog odbora Banke.
LL@(11110) Š10Ë Major, M. (2007) ~~~ Activity based costing and management: a critical review, in Hopper, T., Northcott, D. and Scapens, R. (eds) => Š10Ë Major, M. (2007) Activity based costing and management: a critical review, in Hopper, T., Northcott, D. and Scapens, R. (eds) Issues in Management Accounting, 3rd edition, FT Prentice Hall:
LL@(11111) Issues in Management Accounting, 3rd edition, FT Prentice Hall: Harlow. => Harlow.
LL@(11112) Š11Ë Davis, S. and Albright, T. (2004) ~~~ An investigation of the effect of Balanced Scorecard implementation on financial performance, Management Accounting Research, 15, pp. 135-153. ~~~ Š12Ë Arnold A., Hope B. Accounting for Management Decision, Prentice Hall, London, 1990. => Š11Ë Davis, S. and Albright, T. (2004) An investigation of the effect of Balanced Scorecard implementation on financial performance, Management Accounting Research, 15, pp. 135-153. Š12Ë Arnold A., Hope B. Accounting for Manage ment Decision, Prentice Hall, London, 1990. Š13Ë Thomas, R. J. (1999) What machines cant do: politics and technology in the industrial enterprise, in Mackenzie, D. and Wajcman, J. (eds) The social shaping of technology, (2nd edition) Open University Press:
LL@(11113) Š13Ë Thomas, R. J. (1999) => Maidenhead.
LL@(11114) What machines cant do: politics and technology in the industrial enterprise, in Mackenzie, D. and Wajcman, J. (eds) => Proizvodna strategija i konkurentnost Industrije urmi u Ujedinjenim Arapskim Emiratima UDK: ~~~ 005.21:
LL@(11115) The social shaping of technology, (2nd edition) Open University Press: Maidenhead. => Š338.45:634.613(536.2) Professor Khalid Alrawi Univerzitet za nauku i tehnologiju u Al-Ainu Odesk za poslovnu administraciju E-Mail:
LL@(11116) Production Strategy and competitiveness of the Date industry in the United Arab Emirates UDC: 005.21:Š338.45:634.613(536.2) Professor Khalid Alrawi Al-Ain University of Science and Technology College of Business Administration E-Mail: Kalrawi47¿hotmail.com This exploratory research will provide an overview of strategic management in the Date industry in the United Arab Emirates. => Kalrawi47¿hotmail.com Ovaj istraživački rad predstavlja pregled strateškog menadžmenta u Industriji urmi (Date Industry) u Ujedinjenim Arapskim Emiratima.
LL@(11117) This research provides an overview of strategic management. => Istraživanje predstavlja prikaz strateškog menadžmenta.
LL@(11118) A practical understanding of the strategic-management process is introduced. => Uvodi se kategorija shvatanja procesa strateškog upravljanja u praksi.
LL@(11119) In addition, the research initiates discussion of the mission and goals of the strategic management in the Date industry. => Pored toga, ovo istraživanje pokreće raspravu o misiji i ciljevima strateškog upravljanja u Industriji urmi.
LL@(11120) Strengths, Weaknesses, Opportunities and Threats, the SWOT analysis will be undertaken and strategies will be proposed that should keep the management going with success. => Snage, slabosti, prilike i pretnje (strengths, waeknesses, opportunities, and threats) sprovešćemo SWOT analizu i predložiti strategije koje će pomoći menadžmentu da posluje s uspehom.
LL@(11121) In this paper the basic activities and terms in strategic management are defined. => U ovom radu definišemo osnovne strategije i termine u oblasti strateškog upravljanja.
LL@(11122) The benefits of strategic management to the company are presented. => Predstavljamo koristi koje kompanija može da ima od strateškog upravljanja.
LL@(11123) Important relationships between business and strategic management are discussed. => Takođe raspravljamo o značajnim odnosima između firmi/poslovanja i strateškog menadžmenta.
LL@(11124) The research initiates the discussion on the issues such as: global considerations, and the strategic implications of the natural environment. => Ovo istraživanje pokreće raspravu o pitanjima kao što su globalna razmišljanja i strategijske implikacije prirodnog okruženja.
LL@(11125) The research findings show that the new role of the management in implementing effective strategy(s), is through the integration and provison the guidelines for other employees in the company. => Zaključci ovog istraživanja pokazuju da je nova uloga menadžmenta u uspostavljanju efektivne strategije u integrisanju i usmeravanju zaposlenih u kompaniji.
LL@(11126) These roles must become the thought leaders in their discipline and actively pursued across all the departments and among employees. => Ove uloge moraju postati vodeće ideje, mišljenja u svojoj disciplini i moraju se aktivno sprovoditi u svim sektorima i među svim zaposlenima.
LL@(11127) There is a need for training programs for the employees in order that the customer services, satisfaction and communication with customers should be improved and achieved effectively and efficiently. ~~~ 1. => Postoji i potreba za programima obuke za zaposlene koja bi imala za cilj da unapredi usluge potrošačima, zadovoljstvo i komunikaciju sa potrošačima i da to postigne na efektivan i efikasan način. 1.
LL@(11128) Introduction In its broadest sense, strategy is the means by which an individual or and organization achieve their objectives. => Uvod U najširem smislu, strategija znači sredstvo koje pojedinac ili organizacija koriste da bi postigli svoje ciljeve.
LL@(11129) This definition refers to the plans, policies, and principles that guide and unify a number of specific activities (Smith, 2005). => Ova definicija se odnosi na planove, politike i principe koji vode i ujedinjuju određeni broj specifičnih delatnosti (Smith, 2005).
LL@(11130) Common to the different definitions of business strategy is the notion that strategy is focused on achieving certain goals, that the critical actions that make up a strategy involve allocation of resources, and that strategy implies some consistency, integration, or cohesiveness (Harris and Blair, 2006). => Za sve definicije poslovne strategije zajedničko je da se strategija usredsređuje na postizanje određenih posebnih ciljeva, da kritična aktivnost kojom se stvara strategija obuhvata respoređivanje resursa, a ta strategija oper implicira određenu konzistentnost, integraciju ili koheziju (Harris i blair, 2006).
LL@(11131) Enterprises in a particular sector or industry need business strategies to give them direction and purpose, to deploy resources in the most effective and efficient manner, and to coordinate the decisions made by different individuals (Wheelen and Hunger, 2006). => Preduzećima u određenom industrijskom sektoru poslovne strategije su potrebne da bi im pokazale pravac i smisao, da bi uključile resurse na najefektivniji i najefikasiniji način i da bi koordinisale odluke koje donose različiti pojedinci (Wheelen and Hunger, 2006).
LL@(11132) Important aspects of strategy formulation include developing a business mission, performing an external audit, conducting an internal audit, generating alternative strategies, and choosing among alternative strategies (Borgonovo, 2006). => Značajni aspekti formulacije strategije obuhvataju razvijanje poslovne misije, vršenje spoljne revizije, završavanje eksterne revizije, razvijanje alternativnih strategija i pravljenje izbora između alternativnih strategija (Borognovo, 2006).
LL@(11133) Performing an external audit is generally most time consuming. => Izvođenje eksterne revizije uopšteno traži najviše vremena.
LL@(11134) Effective management relies much more on control mechanisms that are personal and proactive. => Efektivno upravljanje se više oslanja na kontrolne mehanizme koji su lični i proaktivni.
LL@(11135) When such issues are identified, the old policy of top-down interference must be replaced by the policy driven by the organization level support (Yip, 2004). => Kada se takva pitanja identifikuju, stara politika uključivanja odozgo-nadole mora se za meniti politikom koju podržava ceo organizacioni nivo (Yip, 2004).
LL@(11136) The firms strategy represents a model or a policy for harvesting profits from its business. => Strategija firme predstavlja model ili politiku za ubiranje profita iz poslovanja.
LL@(11137) In business literature a policy is preliminary to a strategy, and it is only concerned with the viability of the basic business concepts. => U poslovnoj literaturi politika prethodi strategiji i bavi se jedino održivošću osnovnih poslovnih koncepata.
LL@(11138) In any case the firm still needs a strategy that will allow it to survive against competitors that implement the same business model or policy (Bieber, et al, 2002). => U svakom slučaju, firmi je još uvek potrebna strategija koja će joj omogućiti da opstane u borbi s konkurencijom koja primenjuje isti poslovni model ili politiku (Bieber i dr., 2002).
LL@(11139) Maximizing responsiveness and adaptability requires that strategic planning process typically combine both top-down and bottom-up strategy making top management set guidelines in the form of mission statements, business principles, and performance targets while the individual business units take the lead in formulating strategic plans (Grant,2003). => Maksimizovanje pristupačnosti i prilagodljivosti zahteva da proces strateškog planiranja uglavnom kombinuje i strategiju odozgo-nadole i strategiju odozdo-nagore, tako da top menadžment postavlja smernice u vidu izjava o misiji, poslovnih principa i ciljeva poslovanja, dok pojedinačne poslovne jedinice preuzimaju formulisanje strateških planova (Grant, 2003).
LL@(11140) Strategy is concerned with matching a firms resources and capabilities to the opportunities that arise in the external environment. => Strategija se bavi usklađivanjem resursa i sposobnosti firme da iskoristi prilike koje se javljaju u spoljnom okruženju.
LL@(11141) For Grant (2008), the firm needs to identify the profit opportunities in its external environment. => 
LL@(11142) An increased emphasis on the role of resources and capabilities as the basis for strategy formulating is the result of two factors. => Pojačan naglasak na ulozi resursa i sposobnosti kao osnove za formulisanje strategije posledica je dva faktora.
LL@(11143) Firstly, as firms industry environment has become more unstable, the internal resources and capabilities, rather than external market focus, are viewed as a more secure basis for strategy formulating. => Prvo, kako okruženje firme postaje nestabilnije, kao pouzdanija osnova za formulisanje strategije uzimaju se unutrašnji resursi i sposobnosti, pre nego eksterni fokus tržišta.
LL@(11144) Secondly, it has become increasingly apparent that it is the competitive advantage rather than industry attractiveness that is the primary source of superior profitability (Grant, 2008). => Drugo, sve je očigled nije da je prevashodni izvor vrhunske profitabilnosti pre konkurentna prednost nego privlačnost određene industrijske delatnosti (Grant, 2008).
LL@(11145) The first section of the research consists of the introduction on the strategic-management techniques, followed by a brief history of the selected company. => Prvi deo ovog istraživanja predstavlja uvod u tehnike strateškog menadžmenta, i nastavlja se kratkim istorijskim pregledom izabrane kompanije.
LL@(11146) The second section deals with the mission, goals, and strategies used by the management. => Drugi deo bavi se misijom, ciljevima i strategijama koje menadžment koristi.
LL@(11147) Attention is also paid to the Management Implementation of Strategy. => Takođe se posvećuje pažnja primeni strategije od strane menadžmenta.
LL@(11148) Special attention is paid to developing a successful strategy. => Posebna pažnja posvećena je razvijanju uspešne strategije.
LL@(11149) The management new strategy is mentioned before the conclusion section. => Osvrt na novu strategiju menadžmenta prethodi zaključku. 2.
LL@(11150) 2. ~~~ Al-Ain Date Factory The strategic goal of the Al- Ain Date Factory management is to produce and market superior quality of Date that meets or exceeds international standards. => Fabrika za preradu urmi u Al-Ainu Strateški cilj menadžmenta Industrije urmi u Al-Ainu (Al-Ain Date Factory) jeste da proizvede i iznese na tržište urme vrhunskog kvaliteta koje odgovaraju i prevazilaze međunarodne standarde.
LL@(11151) The Date Factory is a publicly owned Enterprise in AlAin, United Arab Emirates, astablished 13 zears ago, in 1996, within the Food Industry sector. => Industrija urmi je u vlasništvu državnog preduzeća u Al-Ainu, u Ujedinjenim Arapskim Emiratima, osnovanog pre 13 godina, 1996, a u okviru sektora prehrambene industrije.
LL@(11152) The number of employees is 153; out of these, 53 individuals are engaged in the management. => Ima 153 zaposlena; od ovog broja, 53 ljudi angažovano je u okviru menadžmenta.
LL@(11153) The management implements a comprehensive approach which establishes quality controls at all levels of date production and processing. => Menadžment primenjuje jedan sveobuhvatni pristup u kojem je kontrola kvaliteta uspostavljena na svim nivoima proizvodnje i prerade urmi.
LL@(11154) Since it is not merely a date processing plant, it stands alone, far ahead of all other Emirates date companies with its unique approach to date production and its commitment to quality. => Pošto to nije samo postrojenje za preradu urmi, ono se izdvaja time što je daleko ispred svih ostalih kompanija za proizvodnju urmi u Emiratima po svom jedinstvenom pristupu proizvodnji urmi i po svojoj posvećenosti kvalitetu.
LL@(11155) The United Arab Emirates is one of the largest producers of dates in the world. ~~~ People in the Emirates are among the largest consumers of this product, and many are connoisseurs. => Ujedinjeni Arapski Emirati su jedan od najvećih proizvođača urmi u svetu. @itelji Emirata su najveći potrošači ovog proizvoda, a mnogi su i pravi poznavaoci ovog proizvoda.
LL@(11156) The United Arab Emirates is rich in many types, shapes and colors of dates that are not known nor found anywhere else. => Ujedinjeni Arapski Emirati su bogati urmama različitih vrsta, oblika i boja koje nije moguće naći nigde drugde u svetu.
LL@(11157) In order to be properly appreciated in new and sophisticated markets, it is important that the Emirates dates be well cared for, well handled and beautifully packaged. => Da bi ovaj proizvod imao odgovarajući prijem na novim i sofisticiranim tržištima, značajno je da urme iz Emirata budu pažljivo gajene, da se njima pažljivo rukuje i da imaju lepo pakovanje.
LL@(11158) In the discussion the heads of departments in the company claimed that in the United Arab Emirates, small (fewer than 59 employees) and medium sized (60-199 employees) enterprises - According to the Chamber of Commerce and Industry Classification to date have not lived up to their potential for a number of reasons. => U jednoj raspravi, šefovi odeljenja u kompaniji tvrdili su da mala (manje od 59 zaposlenih) i srednja (60199 zaposlenih) preduzeća u Ujedinjenim Emiratima prema klasifikaciji Trgovinske i industrijske komore do sada još nisu dostigla svoje pune potencijale, i to iz nekoliko razloga. 3.
LL@(11159) 3. ~~~ Mission of the Date Factory The mission is a statement of purpose; what the organization seeks to achieve in the long term, but like the vision, the mission does not provide a distinct statement of strategy but offers guidelines to the overall direction in which the strategy will take the organization (Pfeffer and Sutton,2006). => Misija Industrije urmi Misija predstavlja izjavu o namerama, o onome što organizacija teži da postigne na dugi rok, ali, kao i vizija, misija ne definiše strategiju, već daje smernice o opštem pravcu u kom će strategija odvesti organizaciju (Pfeffer i Sutton, 2006).
LL@(11160) In our case the mission of the management is to fulfill customer needs and desires by producing high quality dates and management is committed to achieving this goal. => U našem slučaju, misija menadžmenta jeste da zadovolji potrebe i želje potrošača tako što će proizvesti urme visokog kvaliteta i manadžment je veoma posvećen postizanju ovog cilja.
LL@(11161) So a clear mission statement is the most important strategicmanagement tool. => Stoga je jasna izjava o misiji najvažniji alat strateškog menadžmenta. 4.
LL@(11162) 4. ~~~ Goals of the Date Factory Goals are an aspiration view of what the organization will be like in the future. => Ciljevi Industrije urmi Ciljevi predstavljaju predviđanja u vezi sa onim što organizacija treba da predstavlja u budućnosti.
LL@(11163) Goals in general are the anticipated image of the company if it succeeds in implementing its potentials and all the human potential (Moeran, 2005) to achieve it. => Ciljevi su, uopšteno, slika kompanije kakva se predviđa da će biti ako uspešno uposli sve svoje potencijale i sve ljudske potencijale (Moeran, 2005) da bi ih postigla.
LL@(11164) The management strategic goals, like most announcements in the business, can be found on the websites managed by the Government through the Chamber of Commerce and Industry but tend to be too idealized to offer a clear guidance to the respective industry. => Strateški ciljevi menadžmenta, kao i mnoge izjave u poslovanju, mogu se naći na web stranicama Vlade, u najavama Trgovinske i industrijske komore, ali su obično isuviše idealizovani da bi se iz njih tačno razaznale smernice u datoj privrednoj delatnosti.
LL@(11165) In general, the goals of the management are to keep customers happy, to sell the product while it is fresh, and to create value in everything the management does. => Uopšteno govoreći, ciljevi menadžmenta su da obezbedi da potrošači budu zadovoljni, da proda proizvod dok je još svež i da stvara vrednost u svim svojim aktivnostima.
LL@(11166) Reaching agreement on formal vision and mission statements can greatly facilitate the process of reaching agreement on the organizations strategies, objectives, and policies. => Postizanje dogovora o zvaničnoj izjavi o viziji i misiji umnogome olakšava proces postizanja dogovora o organizacionim strategijama, ciljevima i politikama. 5.
LL@(11167)  => Strategija Industrije urmi U slučaju kada se preduzeće tek osniva, strategija se obično unosi u poslovni plan koji je pripremljen u cilju prikupljanja kapitala.
LL@(11168)  => U slučaju već razrađenih kompanija, strategija menadžmenta saopštava se na nekoliko načina, kao vizija, kao misija, putem poslovnog modela ili u smislu strateškog plana, kao što je to bio slučaj kad smo preduzimali ovo istraživanje (Nickerson i Zenger, 2004).
LL@(11169)  => Najbolji pristup strategiji jeste putem analize kako eksternih, tako i internih faktora.
LL@(11170)  => Ova strategija prilagođena je tržištu urmi kao robe široke potrošnje, koje ima nekoliko prednosti na osnovu svoje globalne raširenosti.
LL@(11171)  => U drugim slučajevima, mnoge slične kompanije nisu uspele da usklade svoje strategije sa svojim unutrašnjim resursima i sposobnostima (Nerkar i Roberts, 2004).
LL@(11172)  => U skladu sa ovim gledištem, strategija koju je postavio menadžment Industrije urmi postignuta je tako što se firma povezala sa svojim spoljnim okruženjem.
LL@(11173)  => Sadašnja strategija menadžmenta u skladu je sa spoljnim nije da je prevashodni izvor vrhunske profitabilnosti pre konkurentna prednost nego privlačnost određene industrijske delatnosti (Grant, 2008).
LL@(11174)  => Prvi deo ovog istraživanja predstavlja uvod u tehnike strateškog menadžmenta, i nastavlja se kratkim istorijskim pregledom izabrane kompanije.
LL@(11175)  => Drugi deo bavi se misijom, ciljevima i strategijama koje menadžment koristi.
LL@(11176) Organizational success depends on a reasonable agreement on these issues. => Takođe se posvećuje pažnja primeni strategije od strane menadžmenta.
LL@(11177) 5. => Posebna pažnja posvećena je razvijanju uspešne strategije.
LL@(11178)  => Osvrt na novu strategiju menadžmenta prethodi zaključku. 2.
LL@(11179)  => Fabrika za preradu urmi u Al-Ainu Strateški cilj menadžmenta Industrije urmi u Al-Ainu (Al-Ain Date Factory) jeste da proizvede i iznese na tržište urme vrhunskog kvaliteta koje odgovaraju i prevazilaze međunarodne standarde.
LL@(11180)  => Industrija urmi je u vlasništvu državnog preduzeća u Al-Ainu, u Ujedinjenim Arapskim Emiratima, osnovanog pre 13 godina, 1996, a u okviru sektora prehrambene industrije.
LL@(11181)  => Ima 153 zaposlena; od ovog broja, 53 ljudi angažovano je u okviru menadžmenta.
LL@(11182)  => Menadžment primenjuje jedan sveobuhvatni pristup u kojem je kontrola kvaliteta uspostavljena na svim nivoima proizvodnje i prerade urmi.
LL@(11183)  => Pošto to nije samo postrojenje za preradu urmi, ono se izdvaja time što je daleko ispred svih ostalih kompanija za proizvodnju urmi u Emiratima po svom jedinstvenom pristupu proizvodnji urmi i po svojoj posvećenosti kvalitetu.
LL@(11184)  => Ujedinjeni Arapski Emirati su jedan od najvećih proizvođača urmi u svetu. @itelji Emirata su najveći potrošači ovog proizvoda, a mnogi su i pravi poznavaoci ovog proizvoda.
LL@(11185)  => Ujedinjeni Arapski Emirati su bogati urmama različitih vrsta, oblika i boja koje nije moguće naći nigde drugde u svetu.
LL@(11186)  => Da bi ovaj proizvod imao odgovarajući prijem na novim i sofisticiranim tržištima, značajno je da urme iz Emirata budu pažljivo gajene, da se njima pažljivo rukuje i da imaju lepo pakovanje.
LL@(11187)  => U jednoj raspravi, šefovi odeljenja u kompaniji tvrdili su da mala (manje od 59 zaposlenih) i srednja (60199 zaposlenih) preduzeća u Ujedinjenim Emiratima prema klasifikaciji Trgovinske i industrijske komore do sada još nisu dostigla svoje pune potencijale, i to iz nekoliko razloga. 3.
LL@(11188)  => Misija Industrije urmi Misija predstavlja izjavu o namerama, o onome što organizacija teži da postigne na dugi rok, ali, kao i vizija, misija ne definiše strategiju, već daje smernice o opštem pravcu u kom će strategija odvesti organizaciju (Pfeffer i Sutton, 2006).
LL@(11189)  => U našem slučaju, misija menadžmenta jeste da zadovolji potrebe i želje potrošača tako što će proizvesti urme visokog kvaliteta i manadžment je veoma posvećen postizanju ovog cilja.
LL@(11190)  => Stoga je jasna izjava o misiji najvažniji alat strateškog menadžmenta. 4.
LL@(11191)  => Ciljevi Industrije urmi Ciljevi predstavljaju predviđanja u vezi sa onim što organizacija treba da predstavlja u budućnosti.
LL@(11192)  => Ciljevi su, uopšteno, slika kompanije kakva se predviđa da će biti ako uspešno uposli sve svoje potencijale i sve ljudske potencijale (Moeran, 2005) da bi ih postigla.
LL@(11193)  => Strateški ciljevi menadžmenta, kao i mnoge izjave u poslovanju, mogu se naći na web stranicama Vlade, u najavama Trgovinske i industrijske komore, ali su obično isuviše idealizovani da bi se iz njih tačno razaznale smernice u datoj privrednoj delatnosti.
LL@(11194)  => Uopšteno govoreći, ciljevi menadžmenta su da obezbedi da potrošači budu zadovoljni, da proda proizvod dok je još svež i da stvara vrednost u svim svojim aktivnostima.
LL@(11195)  => Postizanje dogovora o zvaničnoj izjavi o viziji i misiji umnogome olakšava proces postizanja dogovora o organizacionim strategijama, ciljevima i politikama. 5.
LL@(11196) The Strategy of the Date Factory In the case of the startup enterprise, strategy is usually written down in the business plan that was prepared to raise capital. => Strategija Industrije urmi U slučaju kada se preduzeće tek osniva, strategija se obično unosi u poslovni plan koji je pripremljen u cilju prikupljanja kapitala.
LL@(11197) In the case of the established companies, the management strategy is communicated in a number of ways, such as the vision, the mission, through business model, or in terms of a strategic plan, which has been the case in undertaking this research (Nickerson and Zenger, 2004). => U slučaju već razrađenih kompanija, strategija menadžmenta saopštava se na nekoliko načina, kao vizija, kao misija, putem poslovnog modela ili u smislu strateškog plana, kao što je to bio slučaj kad smo preduzimali ovo istraživanje (Nickerson i Zenger, 2004).
LL@(11198) The best approach to a strategy is via the analysis of both the external and the internal factors. => Najbolji pristup strategiji jeste putem analize kako eksternih, tako i internih faktora.
LL@(11199) This strategy is fitted to the commoditizing date market, where there are few advantages from global spread. => Ova strategija prilagođena je tržištu urmi kao robe široke potrošnje, koje ima nekoliko prednosti na osnovu svoje globalne raširenosti.
LL@(11200) In other cases, many similar companies have failed to align their strategies to their internal resources and capacities (Nerkar and Roberts, 2004). => U drugim slučajevima, mnoge slične kompanije nisu uspele da usklade svoje strategije sa svojim unutrašnjim resursima i sposobnostima (Nerkar i Roberts, 2004).
LL@(11201) Fundamental to this view, a strategy set by Date Factorys management is achieved through the link between the firm and its external environment. => U skladu sa ovim gledištem, strategija koju je postavio menadžment Industrije urmi postignuta je tako što se firma povezala sa svojim spoljnim okruženjem.
LL@(11202) The present management strategy is consistent with its external environment, and with its internal environment - its goals and values, resources and capabilities, its structure and system. => Sadašnja strategija menadžmenta u skladu je sa spoljnim okruženjem, kao i sa unutrašnjim okruženjem njenim ciljevima i vrednostima, resursima i sposobnostima, njenom strukturom i sistemom.
LL@(11203) The management strategy is concerned with the failure of similar enterprises caused by lack of consisten cy with either the internal or external environment. => Strategija menadžmenta bavi se i neuspehom sličnih firmi kojima je nedostajala ta usklađenost ili sa unutrašnjim ili sa spoljnim okruženjem.
LL@(11204) 6. ~~~ Management Implementation of Strategy The marketing manager expressed his concern that the main problem of the future strategy was its growth orientation, which emphasized superior performance. => Rukovodilac marketinga je izrazio zabrinutost da glavni problem buduće strategije predstavlja njena orijentisanost na rast, koja u prvi plan stavlja vrhunski učinak.
LL@(11205) This is, however, a problem with nationwide effects. => Ovo je, međutim, problem nacionalnih razmera.
LL@(11206) A critical issue for the Date industry in the coming years will be whether it disposes of enough resources ( natural or technological) to continue to compete head-to head with other local private companies in the market for a better and higher quality production. => Kritični problem za Industriju urmi u narednim godinama biće da li ima na raspolaganju dovoljne resurse (prirodne ili tehnološke) da se ravnopravno takmiči sa drugim lokalnim privatnim kompanijama na tržištu kada je u pitanju proizvodnja boljeg i višeg kvaliteta.
LL@(11207) Developing the date sector is critical to the management in our research because much of the slow-down in employment and non-oil growth has stemmed from the decline over time in the governments ability, simply through its own expenditures, to stimulate this sector output and expenditures, whereas the keys to revitalize this sector in the economy are in general through diversification, modernization, and increased competitiveness across the whole spectrum of private and public enterprises in this industry. => Za menadžment u našem istraživanju razvoj sektora proizvodnje urmi je od kritičnog značaja zato što je vlada sve manje u stanju da stimuliše proizvode i troškove ovog sektora, jednostavno zbog svojih visokih troškova, što je dovelo do smanjenja zaposlenosti i slabog rasta naftne industrije, a ključ za revitalizaciju ovog sektora privrede uglavnom je u diversifikaciji, modernizaciji i povećanoj konkurentnosti u celom spektru privatnih i javnih kompanija u ovoj grani delatnosti.
LL@(11208) This sector is still the second after the oil-sector to dominate the economy in general and the manufacturing sector in particular. => Ovaj sektor je još uvek na drugom mestu u privredi uopšte i u proizvodnom sektoru posebno, a ispred njega je samo sektor naftne industrije.
LL@(11209) This phenomenon can be characterized as a single-track development strategy, with a focus on the modern export-oriented segment of the economy. => Ova pojava može se okarakterisati kao jednosmerna razvojna strategija čije je težište na savremenom, izvozno-orijentisanom segmentu privrede.
LL@(11210) The other aim is serving the society in terms of jobs creation. => Drugi cilj je pomoć društvu u smislu otvaranja novih radnih mesta.
LL@(11211) Therefore, the diversification strategy is still relatively modest and is adopted with a strong concentration upon improving the quality and the quantitz of date (Chamber of Commerce, 2008). => Stoga je strategija diversifikacije još uvek relativno skromno razvijena i usvaja se s posebnim ciljem da se poboljša kvalitet i kvantitet urme (Trgovinska komora, 2008).
LL@(11212) Since the oil/gas/hydrocarbon sectors are largely capital intensive, they are not a dynamic source of jobs, at least of the magnitude that is currently required. => Pošto su sektori nafte, gasa i ugljovodonika u velikoj meri kapitalno intenzivni sektori, oni ne predstavljaju dinamične izvore radnih mesta, bar ne u meri koja se trenutno traži.
LL@(11213) A stronger diversification is needed and should proceed based on the exploitation of comparative advantages such as location and natural resources. => Potrebna je veća diversifikacija i do nje treba da se dođe na osnovu istraživanja komparativnih prednosti kao što su lokacija i prirodni resursi.
LL@(11214) Here, the company as a medium-sized enterprise that was often neglected or overlooked in the past, can play an important role in solving, partly, the unemployment problems in the province (Al- Ain and Abu Dhabi). => U ovom slučaju, kompanija koja je preduzeće srednje veličine koje je u prošlosti uvek bilo zapostavljeno i previđano, može da odigra značajnu ulogu u rešavanju, bar delimično, problema nezaposlensti u ovoj oblasti (Al-Ain i Abu Dhabi).
LL@(11215) In the United Arab Emirates case, the medium-sized enterprises such as our company have the potential to play a variety of important roles: (a) selling their own products, usually finished goods, (b) acting as either subcontractors for or (c) suppliers of raw materials (or semi-products) for larger multinational or local enterprises. => U slučaju Ujedinjenih Arapskih Emirata, preduzeća srednje veličine kao što je naša kompanija imaju potencijala da odigraju veliki broj značajnih uloga: (a) prodaju svoje sopstvene proizvode, obično gotove proizvode, (b) posluju kao podugovarači ili (c) dobavljači sirovina (ili polufabrikata) za veće multinacionalne ili lokalne kompanije.
LL@(11216) There are several great potentialities in creating a large number of jobs at relatively low costs. => Postoji i nekoliko značajnih mogućnosti za otvaranje velikog broja novih radnih mesta uz relativno niske troškove. 6.
LL@(11217) Although the implementation of the business strategy may seem the most obvious of tasks for the management, it is by no means the easiest. => Kako rukovodstvo primenjuje strategiju Iako primena poslovne strategije može da izgleda kao jedan od najočiglednijih zadataka menadžmenta, on ni u kom slučaju nije i najlakši.
LL@(11218) The first challenge for the strategic management stems from the multiplicity and diversity of constituents whose demands and pressure compete for the managers attention (Grant, 2008). => Prvi izazov za strateški menadžment proizilazi iz brojnosti i raznovrsnosti vlasti na čije zahteve i pritiske menadžer ne može a da ne obrati veliku pažnju (Grant, 2008).
LL@(11219) Being part of the local industry and involved in international marketing seems to earn a special status among many national organizations and be subject to a different and a more intense type of pressure than that put on other local companies. => Biti deo lokalne industrije, a istovremeno biti igrač na međunarodnom tržištu, znači imati poseban status među velikim brojem domaćih organizacija i biti podložan različitim i snažnijim pritiscima nego što trpe druge lokalne kompanije.
LL@(11220) In this respect the Government (as the owner of the company) should not be suspicious of the managements motives but should support the management efforts fully, and customers should understand the way the management operate, and therefore fully appreciate the significance of these demands and pressures. => U ovom smislu Vlada (kao vlasnik kompanije) ne treba da sumnja u motive menadžmenta već treba u potpunosti da podrži njegove napore, a potrošači treba da shvate kako menadžment posluje i da uvažavaju značaj ovih zahteva i pritisaka.
LL@(11221) In the business literature, strategy implementation is often considered to be the most difficult stage in strategic management because it requires discipline, sacrifice, commitment, and hard work from all employees and managers. => U poslovnoj literaturi, primena strategije se često smatra najtežom fazom strateškog menadžmenta zato što od svih zaposlenih i od menadžera zahteva disciplinu, žrtvu, posvećenost i naporan rad.
LL@(11222) It is always more difficult to do something than to say youre going to do it (Rosenkopf and Almeida, 2003). => Uvek je teže nešto uraditi nego reći da ćete to uraditi (Rosenkopf i Almeida, 2003).
LL@(11223) In addition, the managements strategic implementation task is complicated by the managements expectation that managers take the broad companys goals and strategies and translate them into specific actions that are responsive to the needs of the working environment. ~~~ The six steps defined by Robbins and Coulter (2005), are regarded as the means by which the strategic process is accomplished. => Pored toga, zadatak menadžmenta u primeni strategije se komplikuje i zbog toga što menadžment očekuje da menadžeri prihvate uopštene ciljeve i strategije kompanije i pretoče ih u specifične postupke kojima će odgovoriti na potrebe radnog okruženja. [est koraka koje su definisali Robbins i Coulter (2005) smatraju se sredstvom kojim se sprovodi strateški proces.
LL@(11224) Distinguishing between the external and the internal environment of the firm is common to most approaches to the strategy analysis. => Zajedničko mnogim pristupima analizi strategije jeste to da prave razliku između eksternog i internog okruženja firme.
LL@(11225) The best known and most widely used of these approaches is the SWOT framework, which classifies the various influences on a firms strategy into four categories: Strengths, Weaknesses, Opportunities, and Threats. => Najpoznatiji i najšire korišćen pristup jeste SWOT pristup, kojim se različiti uticaji na strategiju firme klasifikuju u četiri kategorije: snage (Strengths), slabosti (Weaknesses), prilike (Opportunities) i pretnje (Threats).
LL@(11226) The first two categories, strengths and weaknesses, are related to the internal environment, while the other two categories, opportunities and threats, are related to the external environment. => Prve dve kategorije, snage i slabosti, odnose se na interno okruženje, dok se druge dve, prilike i pretnje, odnose na spoljnje, eksterno okruženje.
LL@(11227) The SWOT analysis can be especially useful when trying to decide whether or not to embark on a certain strategy by determining if the pros outweigh the cons (Santos and Eisenhardt, 2005). => SWOT analiza može da bude posebno korisna kada donosimo odluku o tome da li da primenimo određenu strategiju ili ne, a donosimo je tako što odlučujemo da li su razlozi za jači od razloga protiv (Santos i Eisenhardt, 2005).
LL@(11228) The aim of the SWOT analysis involves specifying the objective of the management as well as identifying the internal and external factors that may be favorable or unfavorable to achieving goals. => Cilj SWOT analize obuhhvata i precizno određivanje cilja menadžmenta kao i određivanje unutrašnjih i spoljnih faktora koji mogu da pomognu ili da odmognu u postizanju ciljeva.
LL@(11229) Strengths, in the SWOT analysis, are a companys capabilities and resources that allow it to engage in activities to generate economic value and perhaps competitive advantage. => Snage u SWOT analizi su resursi i sposobnost kompanije koje joj omogućavaju da se bavi poslovima kojima će stvarati ekonomsku vrednost i možda konkurentnu prednost.
LL@(11230) In our case the companys strengths may be in its ability to create unique products and derive a high-level customer satisfaction. => U našem slučaju, snage kompanije mogu biti u njenoj sposobnosti da stvara jedinstvene proizvode i izazove veoma veliko zadovoljstvo potrošača.
LL@(11231) The companys weaknesses are caused by the lack of resources or capabilities, which can prevent it from generating economic value or gaining a competitive advantage to enact the companys strategy (Dane and Pratt, 2007). => Slabosti kompanije izazvane su nedostatkom resursa ili sposobnosti, što je može omesti da stvori ekonomsku vrednost ili da stekne konkurentnu prednost time što će aktivirati strategiju kompanije (Dane i Pratt, 2007).
LL@(11232) For the company in our case, there are many examples of organizational weaknesses. => U slučaju naše kompanije, mnogo je primera organizacionih slabosti.
LL@(11233) For example, the management has a large, bureaucratic structure that limits its ability to compete with other similar companies. => Na primer, menadžment ima ogromnu, birokratsku strukturu što mu ne dozvoljava da uđe u konkurenciju sa drugim sličnim kompanijama.
LL@(11234) Another weakness of the present management is that the company has higher labor costs than a competitor who can achieve similar performance at a lower labor cost, and the absence from the different retail markets. => Druga slabost sadašnjeg rukovodstva jeste da kompanija ima više troškove rada nego konkurencija koja može da postigne sličan učinak uz niže troškove rada, a uz to nije prisutna na različitim maloprodajnim tržištima.
LL@(11235) Opportunities provide the organization with a chance to improve its performance and its competitive advantage. => Prilike daju organizaciji mogućnost da poboljša učinak i konkurentnu prednost.
LL@(11236) The convenient opportunities for the management as a strategy may arise when products and services can be offered at different times and in different locations. => Odgovarajuće prilike koje rukovodstvo može da koristi kao strategiju nastaju kada se proizvodi i usluge mogu ponuditi u različito vreme i na različitim lokacijama.
LL@(11237) For instance, the increased use of the Internet has offered numerous opportunities for companies to expand their product sales (Aaker, 2004). => 
LL@(11238) Threats can include an individual, group, or organization outside the company that aim to reduce the level of the companys performance. => 
LL@(11239) The companys management faces threats in its environment. ~~~ The main threat for the present management may come from new products or services from other companies whose aim is to minimize our companys competitive advantage. enough to respect the limits of the diverse local constituencies, as well as pragmatic enough to achieve the expected strategy outcome, and creative enough to balance the diverse internal and external demands of constraints. => Na primer, sve veća primena interneta pruža kompanijama bezbrojne prilike da prošire prodaju svojih proizvoda (Aaker, 2004).. raju da budu dovoljno osetljivi da ne pređu granice različitih grupa i oblasti, ali i dovoljno pragmatični da se postigne očekivani rezultat strategije i dovoljno kreativni da bi doveli u ravnotežu različite unutrašnje i spoljne zahteve i ograničenja.
LL@(11240) As if this were not enough, the task is made even more difficult by the fact that the management does not act solely as the implementor of companys strategy. => Kao da to nije dovoljno, zadatak postaje još složeniji zato što menadžment nije samo neko ko mehanički primenjuje strategiju kompanije.
LL@(11241) Therefore it is important that the management is required also to play a key role in the strategy formulation (Ottesen and Gronhaug, 2002). => Stoga je značajno da menadžment ima glavnu ulogu u formulisanju strategije (Ottesen i Gronhaug, 2002).
LL@(11242) Thus, the strategic management will often reflect some decisions against which it is lobbied hard. => Stoga će strateški menadžment uvek odražavati neke odluke protiv kojih se snažno lobira.
LL@(11243) Governmental or Ministerial intervention in the decision making process is an important aspect to consider. => Intervencije vlade ili ministarstava tokom procesa odlučivanja predstavljaju važan aspekt kome treba posvetiti pažnju.
LL@(11244) Once the final decision is taken, however, management must be able to convince the authority to implement it with commitment and enthusiasm. => Kad se donese konačna odluka, rukovodstvo će ipak morati da bude spremno da ubedi vlasti da odluku sprovedu uz punu posvećenost i entuzijazam.
LL@(11245) Extensive surveys carried out by the Council of Al-Ain Chambers of Commerce and Industry through the years 2006-2007 defined that the main concerns of businessmen are: 1. => Obimna istraživanja koja je sprovelo Veće Trgovinske i Industrijske komore u Al-Ainu u periodu 20062007. godine došla su do zaključka da su glavni problemi poslovnih ljudi:
LL@(11246) Lack of credit/finance/capital: The effective cost of capital is often quite high because regular lending institutions have a hard time evaluating new businesses, especially those production areas with which they are not familiar. => 1. ~~~ Nedostatak kredita/finansija/kapitala: efektivni troškovi kapitala često su prilično visoki zato što institucije koje odobrabaju zajmove imaju problema prilikom procenjivanja novih firmi, posebno u onim proizvodnim oblastima koje ne poznaju.
LL@(11247) Most similar Enterprises in Emirates are not satisfied with the existing banks/financial institutions. => Mnoga slična preduzeća u Emiratima nisu zadovoljna postojećim bankarskim / finansijskim institucijama.
LL@(11248) They find loan procedures to be very complicated. => Smatraju da su procedure dobijanja zajma veoma komplikovane.
LL@(11249) 2. => Pretnje obuhvataju pojedinca, grupu ili organizaciju izvan kompanije koja ima za cilj da snizi nivo učinka naše kompanije.
LL@(11250)  => Rukovodstvo kompanije suočava se s pretnjama te vrste u svom okruženju.
LL@(11251)  => Glavna pretnja za sadašnje rukovodstvo može da dođe od novih proizvoda ili usluga drugih kompanija čiji je cilj da umanje kompetitivnu prednost naše kompanije. 2.
LL@(11252) Access to technology: On the other hand, the digital divide is a significant problem for many medium-sized enterprises in The United Arab Emirates. => Pristup tehnologiji: s druge strane, digitalna sfera predstavlja veliki problem mnogim srednjim preduzećima u Ujedinjenim Arapskim Emiratima.
LL@(11253) Improving access to technological networks of international standards can be very expensive and beyond the reach for many of them including the Date Factory. ~~~ Which is better, a two-way distinction between internal and external influences or the four- way SWOT taxonomy? => Unapređenje pristupa tehnološkim mrežama međunarodnog standarda može da bude vrlo skupo, čak izvan mogućnosti mnogih takvih preduzeća, među kojima i Industrije urmi.. [ta je bolje, dvosmerna razlika između unutrašnjih i spoljnih uticaja ili četvorosmerna SWOT taksonomija?
LL@(11254) The answer is that if the SWOT is sensible or worth while, the internal factors should be regarded as strengths and weaknesses while the external factors should be viewed as opportunities and threats. => Odgovor je da, ako je SWOT analiza dovoljno osetljiva i vredi, onda unutrašnje faktore treba posmatrati kao snage i slabosti, a spoljne faktore kao prilike i pretnje.
LL@(11255) In practice, such distinctions are difficult. => U praksi, takve razlike je teško napraviti.
LL@(11256) According to Robbins and Coulter, each firm is constrained by the resources and capabilities it has available (Robbins, and Coulter, 2005). => Kako tvrde Robbins i Coulter, svaka firma je ograničena resursima i sposobnostima koje ima na raspolaganju (Robbins i Coulter, 2005).
LL@(11257) In a survey of 60 existing enterprises in the Eastern Province of the United Arab Emirates by Chamber of Commerce and Industry Council, (CCIC), in the year 2005, over 75 percent of the enterprises reported problems in marketing. => U pregledu 60 aktivnih preduzeća u Istočnoj provinciji Ujedinjenih Arapskih Emirata koji je sprovelo Veće Trgovinske i industrijske komore (CCIC) 2005. godine, više od 75% preduzeća navelo je da ima probleme sa marketingom.
LL@(11258) While, in The UAE, many of these obstacles are more perceived than actual, they have had the effect to stifle the growth of enterprises. => Mada su u UAE mnoge takve prepreke pre subjektivne nego stvarne, one su ipak gušile rast preduzeća.
LL@(11259) Bureaucratic hindrances still prevail, while some progress has been made in cutting bureaucratic red tape, as late as 2007. => Birokratske prepreke su i dalje veoma snažne, mada je bilo nekih uspeha u smanjivanju birokratije sve do 2007. godine.
LL@(11260) Pressured from without and constrained from within, the strategic management needs keen administrative sense to plot the correct behavior in which they can operate. => Pod pritiscima spolja i uz ograničanja iznutra, strateškom menadžmentu je potrebno oštro administrativno čulo da bi mogao da planira odgovarajuće ponašanje u okviru kojeg može da radi.
LL@(11261) The action decided upon must be sensitive 3. => Koraci na koje se odluči mo 3.
LL@(11262) Limited information on possible markets and clients: Many managers/operators in Emirates have little experience in exporting to foreign markets. => Ograničene informacije o mogućim tržištima i klijentima: ~~~ Mnogi menadžeri/rukovodioci u Emiratima imaju malo iskustva sa izvozom na strana tržišta.
LL@(11263) Similarly, they have difficulty identifying and attracting foreign in vestors. => Isto tako, imaju i probleme da identifikuju i privuku stra ne investitore.
LL@(11264) As a result, their firms are often under-sized and cannot expand in line with growing markets. => Rezultat je da su njihove firme uvek manjeg obima i ne mogu da se razvijaju uporedo sa tržištima koja rastu.
LL@(11265) These problems are additionally made complex by the fact that, because of their lack of access to credit, Emirates enterprises are usually the most vulnerable in times of economic recession. => Ovi problemi se dodatno usložavaju zbog činjenice da su, zbog nemogućnosti da dobiju kredite, preduzeća u Emiratima najranjivija u vreme ekonomske krize.
LL@(11266) The resulting business failures often add to the severity of the recession. => Stoga se neuspeh u poslovanju često pripisuje ozbiljnosti krize.
LL@(11267) This problem will only be further complicated as the economy moves to a freer price system with the countrys ascension to the WTO in 2005. => Ovaj problem će se samo dodatno komplikovati kako se privreda kreće ka slobodnijem sistemu cena otkad je 2005. godine ova zemlja ušla u Svetsku trgovinsku organizaciju (WTO).
LL@(11268) After a long discussion with the management, the conclusion is that the strategic policy faces three important challenges in guiding the delegating of responsibilities and differentiating Date Factorys tasks. => Nakon duge rsprave sa menadžmentom, došlo se do zaključka da se strateška politika nalazi pred tri značajna izazova u usmeravanju odgovornosti i diferencijaciji zadataka u Industriji urmi.
LL@(11269) The first is setting the strategic direction for the company by identifying its mission and its business objectives. => Prvi je postavljanje strateškog pravca kompanije određivanjem njene misije i njenih poslovnih ciljeva.
LL@(11270) The second is building the differentiated enterprise, not only by designing the diverse roles and distributing the assignments but also by making the managers of departments responsible for granting them the legitimacy and power to do so. => Drugi je izgradnja diferenciranog preduzeća, ne samo projektovanjem različitih uloga i raspodelom zadataka, već i određivanjem odgovornosti menadžera sektora, tako što će im se garantovati i pravo i moć da to čine.
LL@(11271) The final challenge is in directing the process to ensure that several roles are coordinated and that the delegated responsibilities are controlled. ~~~ 7. => Konačni izazov je u usmeravanju procesa tako da se omogući da se koordiniše nekoliko odluka i da se kontrolišu delegirane odgovornosti / zaduženja. 7.
LL@(11272) Leveraging Date Factory Performance Although aligning the managements resources, capabilities, and commitment to achieve common long-term objectives is vital, the top management must also achieve results in the short term to remain viable among other similar competitors and credible with the community and stakeholders. => Leveridž uspešnosti Industrije urmi Iako je usklađivanje resursa, sposobnosti i povećenosti menadžmenta postizanju zajedničkih dogoročnih ciljeva od presudnog značaja, top menadžment takođe mora da ostvari kratkoročne rezultate da bi ostao u trci sa ostalim konkurentima i da bi zadržao ugled u zajednici i među stejkholderima.
LL@(11273) The top management role is to provide the controls, and coordination to leverage resources and capabilities to their highest level of performance (Hopp et.al, 2004). => Uloga top menadžmenta je da obezbedi instrumente kontrole i koordinacije da bi uposlio resurse i sposobnosti tako da postignu najbolji mogući učinak (Hopp i dr., 2004).
LL@(11274) In doing so, and in order to be properly appreciated in new and sophisticated markets, date must be well cared for, well handled and beautifully packaged, and attract the choosy consumer. => U ovom procesu, a i da bi kompanija stvorila ugled na novim i sofisticiranim tržištima, o urmama mora dobro da se brine, da se njima pažljivo rukuje, a i pakovanje treba da bude lepo, tako da privuče pažnju probirljivog potrošača.
LL@(11275) To accomplish this, the strategic management uses a new approach. => Da bi to postigli, strateški menadžment koristi novi pristup.
LL@(11276) The management focuses first on better farming and cultural practices in the growing of dates. => Menadžment se prvo koncentriše na bolje načine uzgajanja i kulturološke postupke u gajenju urmi.
LL@(11277) The management implements new and better methods in date handling and processing, managing to preserve the natural freshness of the fruit and maintain consistent quality. => Menadžment primenjuje nove i bolje metode u rukovanju i preradi urmi, tako da uspeva da zadrži prirodnu svežinu voća i da zadrži nepromenjeni kvalitet.
LL@(11278) In short, the management as a strategy developed an integrated approach that includes quality controls at both the farming and processing levels, as well as appropriate product packaging. => Ukratko, menadžment je kao strategiju razvio jedan integralni pristup koji obuhvata kontrolu kvaliteta i na nivou uzgajanja i na nivou prerade, kao i odgovarajuće pakovanje proizvoda.
LL@(11279) Figure (1) is a framework between the companys environment and its Strategy. => Slika (1) predstavlja okvir u kome deluju okruženje i strategija kompanije.
LL@(11280) The ''Date Factory'' Objectives Structure System Strategy The Industry Environment - Internal - External Figure (1): Framework between Company Environment and Strategy The purpose of this renewal strategy for the management is to stabilize operations, utilization of resources and capabilities to improve the level of competition in the market. => Industrija urmi Ciljevi Struktura sistem Strategija Okruženje Industrije - Interno - Eksterno Slika (1): ~~~ Okvir u kome deluju okruženje i strategija kompanije Svrha ove strategije obnove za menadžment je stabilizacija postupaka, korišćenje resursa i sposobnosti da bi se poboljšao nivo konkurentnosti na tržištu.
LL@(11281) In an environment of uncertainty and change, a clear sense of direction is essential in the pursuit of objectives. => Da bi se postigli ciljevi u neizvesnom i promenljivom okruženju, potrebno je imati jasan osećaj usmerenja.
LL@(11282) As Michael Porter has emphasized, strategy is not about doing things better this is the concern of operational effectiveness - strategy is about doing things differently, hence the essence of strategy is making choices (Porter, 1996). => Kako je naglasio Michael Porter, strategija se ne sastoji u tome da se neke stvari urade bolje to je pitanje efektivnosti rada strategija je u tome da se neke stvari urade na drugačiji način, i stoga je suština strategije u izboru (Porter, 1996).
LL@(11283) Strategic choices can be expressed by two basic questions: - What to compete? => Strateški izbori se mogu izraziti pomoću dva osnovna pitanja: ~~~ - Protiv čega se treba takmičiti?
LL@(11284) - How to compete? => - Kako se treba takmičiti?
LL@(11285) Neither intuition nor analysis alone is sufficient for making good strategic decisions. => Ni intuicija ni analiza same po sebi nisu dovoljne da bi se donele dobre strateške odluke.
LL@(11286) Intuition, based on ones past experiences, judgment, and gut feelings, does not include the use of analytical strategic-management concepts that have been developed and successfully tested in the business world (Demeter, 2003). => Intuicija zasnovana na ranijim iskustvima ne obuhvata primenu analitičkih koncepata strateškog menadžmenta razvijenih i uspešno proverenih u poslovnom svetu (Demeter, 2003).
LL@(11287) To ignore these techniques that are based on historical learning is like trying to reinvent the wheel. => Ignorisati ove tehnike koje se zasnivaju na istorijskom učenju (iskustvu) isto je što i ponovo izmišljati točak.
LL@(11288) However, no analytical tools can capture all aspects of a given organizations culture and situation. => Ipak, ni jedan instrument analize ne može da obuhvati sve aspekte kulture i situacije jedne organizacije.
LL@(11289) Nor can analytical tools assimilate all the subjective information that must be considered in strategic management, such as personalities, emotions, values, beliefs, customs, and ethical factors (Yang, et.al, 2003). => Instrumenti analize takođe ne mogu ni da prime sve subjektivne informacije koje se moraju uzeti u obzir u strateškom menadžmentu, kao što su ličnosti, emocije, vrednosti, verovanja, običaji i etički faktori (Yang, i dr., 2003).
LL@(11290) Thus, it is very important to integrate intuition and analysis into strategic management. => Stoga je veoma važno da se intuicija i analiza uklope u strateški menadžment. 8.
LL@(11291) 8. ~~~ Building a Successful Strategy Elementary for the company to develop a successful strategy is to make it simple and understandable to its employees (probably by allowing some managers to participate and shaping its future policy and strategy, and setting long-term goals, the profound understanding of the competitive environment as there are many local producers and foreign products from abroad particularly from other Gulf States like the Saudi Arabia and Oman. => Razvijanje uspešne strategije Da bi strategija koju kompanija razvija bila uspešna, od osnovnog je značaja da strategija bude jednostavna i razumljiva zaposlenima (verovatno tako što će nekim menadžerima biti dozvoljeno da oblikuju njenu buduću politiku i strategiju i postavljaju dugoročne ciljeve) pošto postoji veliki broj lokalnih proizvođača i proizvoda iz inostranstva, posebno iz drugih Zalivskih država kao što su Saudijska Arabija i Oman.
LL@(11292) To achieve success the company tried to utilise its resources - this is called the objective appraisal of re sources. => Da bi postigla uspeh, kompanija se trudi da iskoristi svoje resurse ovo se naziva objektivna procena resursa.
LL@(11293) These three elements contribute to the fourth element of success (i.e., effective implementation). => Ova tri elementa doprinose četvrtom elementu uspeha (naime, efektivnoj primeni).
LL@(11294) In general, these are the four elements for this company to implement the strategy successfully and to achieve its objectives. => Uopšteno govoreći, postoje četiri elementa u kojima kompanija tre ba uspešno da primeni svoju strategiju i da postigne ciljeve.
LL@(11295) Figure (2), shows the elements of a successful strategy for an enterprise. => Slika (2) prikazuje elemnte uspešne strategije za jedno preduzeće:
LL@(11296) Implemented Strategy Effective Goals in the Long-Term Competitive Environmen Evaluating Resources Figure (2): Elements of success for a Strategy One of the Mangers said that, unfortunately, the government policy towards the medium-sized enterprises has not been as extensive or as effective as it should and could be. => Primenjena strategija Efektivna primena Dugoročni ciljevi Konkurentn o okruženje Resursi za evaluaciju Slika (2): ~~~ Elementi uspeha za strategiju Jedan menadžer je rekao da, nažalost, vladina politika prema srednjim preduzećima nije bila ni tako široke ruke ni tako efektivna kako bi trebalo i kako bi moglo da bude.
LL@(11297) The Marketing Manager in the factory noticed that despite the importance of such enterprises in the economy, these are unable to benefit from the incentives provided by the government and, due to their small or medium size; commercial banks view them as high risk borrowers and refrain from funding their needs. => Menadžer marketinga u fabrici zapaža da uprkos značaju ovakvih preduzeća za privredu, ona nisu u stanju da iskoriste podsticaje koje daje vlada upravo zato što su to mala ili srednja preduzeća; komercijalne banke ih smatraju dužnicima visokog rizika i izbegavaju da ih finansiraju.
LL@(11298) The areas of special emphasis should include: 1. => Oblasti koje zavređuju posebnu pažnju su sledeće:
LL@(11299) Training/human resource development 2. => 1. ~~~ Obuka/ razvoj ljudskih resursa 2.
LL@(11300) Funding for research and development 3. => Finansiranje istraživanja i razvoja 3.
LL@(11301) Addressing weaknesses in transportation and infrastructure 4. => Rešavanje slabosti/proBlema u transportu i in frastrukturi 4.
LL@(11302) Encouragement and creation of alternative financial sources 5. => Podsticanje i stvaranje alternativnih finansijskih izvora 5.
LL@(11303) Improving knowledge of the legal environment for these enterprises. => Bogaćenje znanja o zakonskom okruženju za ova preduzeća.
LL@(11304) In the above discussion, the issue of management reliance on control mechanisms is mentioned in the introduction section of this case study. => U gore navedenoj diskusiji, pitanje oslanjanja menadžmenta na mehanizme kontrole pominje se u uvodnom delu ove stidije slučaja.
LL@(11305) The management group ensures that their particular responsibilities are understood in relation to the overall goal and that strategic and operational priorities are clearly identified and agreed upon. => Menadžment nastoji da se njihove posebne odgovornosti shvate u odnosu na ukupni cilj i da strateški i operativni prioriteti budu jasno identifikovani i usaglašeni.
LL@(11306) They demand standards and use frequent informal visits to discuss operations and identify new problems or opportunities quickly. => Oni zahtevaju standarde i koriste česte neformalne posete da bi raspravljali o (poslovnim) operacijama i brzo identifikovali nove probleme ili nove mogućnosti.
LL@(11307) The undertaking of a major new infrastructure expansion program should, by reducing production costs, provide a very significant stimulus to the private sector in vestment. => Započinjanje glavnog programa ekspanzije nove infrastrukture trebalo bi, sniženjem troškova proizvodnje, da predstavlja veoma značajan podsticaj za investicije u privatni sektor.
LL@(11308) To assure that this incentive is not neutralized by insufficient consumer demand, the Saudi authorities should seriously consider establishing a Dual Track development model focused on achieving a more balanced economy (Stanley, 2003). => Da bi bile sigurne da ovaj podsticaj neće biti neutralisan nedovoljnom tražnjom, saudijske vlasti bi trebalo ozbiljno da se pozabave razmišljanjem o uspostavljanju modela duplog koloseka kojim bi se postigla uravnoteženija privreda (Stanley, 2003).
LL@(11309) The management of the company, in its efforts as a strategy promoter, can ensure a renewal of thoughts and policies by defining the companys mission and value statements so that they provide some stretch and maneuverability for effective managers, and also legitimize new initiatives. => U svojim naporima da promoviše strategiju, rukovodstvo kompanije može da obnovi neke politike i razmišljanja time što će definisati misiju i definicije vrednosti kompanije i time uspešnim menadžerima dati više manevarskog prostora, a istovremeno legitimitet novim inicijativama.
LL@(11310) More than this, those at the top levels must monitor closely the process of dynamic imbalance they create and strongly support some of the more entrepreneurial experimentation or imaginative challenges to the status quo that emerge from such a situation. => I još više, oni koji su na najvišim pozcijama u rukovodstvu moraju pažljivo da prate dinamičku neravnotežu koja nastaje njihovim radom i da daju punu podršku preduzetničkom eksperimentisanju ili maštovitim rešenjima za status kvo koji proizilazi iz ovakve situacije.
LL@(11311) What emerges from the above discussion is that strategy making is not someones abstract analysis for devising the optimal strategy for the firm. => Iz ove diskusije proizilazi da stvaranje strategije ne predstavlja neku apstraktnu analizu pojedinca u ciju razvijanja optimalne strategije za firmu.
LL@(11312) Strategy making is part of an ongoing management process. => Razvijanje strategije deo je tekućeg procesa upravljanja.
LL@(11313) The reason that strategic management has displaced the terms longterm planning and corporate planning is partly to disassociate strategy from planning, but also to emphasize that strategy making is a central component of what managers do. => Razlog što je strateško upravljanje izostavilo termine dugoročno planiranje i korporativno planiranje delimično je taj što su želeli da odvoje strategiju od planiranja, ali i da naglase da razvijanje strategije predstavlja centralnu komponentu onoga što menadžeri u stvari rade.
LL@(11314) Viewing strategy making as part of the management process helps us see that strategy plays multiple roles within organizations. => Kad strategiju posmatramo kao deo procesa upravljanja, videćemo da ona ima višestruku ulogu u organizaciji.
LL@(11315) Some chief executive officers, strategists, and organizations have been successful, to date, without using strategic-management concepts and techniques. => Neki glavni izvršni organi (direktori), stratezi i neke organizacije bili su dosad uspešni, a da nisu primenjivali koncepte i tehnike strateškog menadžmenta.
LL@(11316) However, success today is no guarantee for success tomorrow (Harris and Kimberley, 2003). => Ipak, uspeh postignut danas nije garancija da ćemo biti uspešni i u budućnosti (Harris i Kimberley, 2003).
LL@(11317) The business world is becoming global in scope; technology is changing the nature of competition in all industries. => Poslovni svet dobija globalne dimenzije; tehnologija menja prirodu konkurencije u svim granama privrede.
LL@(11318) Strategic management enables organizations to recognize and adapt to change more readily; successfully adapting to change is the key to survival and prosperity. => Strateški menadžment omogućava prganizacijama da prepoznaju promenu i da povećaju svoju spremnost da joj se prilagode; uspešno prilagođavanje promenama predstavlja ključ za opstanak i prosperitet.
LL@(11319) There is no good alternative approach to strategic management. => Ne postoji dobar alternativni pristup strateškom menadžmentu.
LL@(11320) Strategists can best assure that strategies formulated will be effectively implemented by involving as many managers as possible in the strategy formulation process. => Time što će što je moguće više menadžera uključiti u proces formulisanja strategije, stratezi će se na najbolji način postarati da formilisane strategije budu efektivno primenjene.
LL@(11321) Also, it is important to communicate effectively why changes are needed (Dudley, 2000). => Takođe je važno objasniti zašto su promene potrebne, i to na što efektivniji način (Dudley, 2000).
LL@(11322) 9. => 9.
LL@(11323) The Management New Strategy: Based upon the companys mission, and the discussions with managers in the company, the assessment of strengths and weaknesses is part of organizational analysis, and aimed at suggesting management strategies in the future. => Nova strategija menadžmenta Ocena snaga i slabosti deo je organizacione analize koja se vrši na osnovu misije kompanije i razgovora sa menadžerima kompanije, a sa ciljem da se menadžmentu sugerišu strategije za budući period.
LL@(11324) The primary focus of the field of strategic management is to figure out how companies can create value for shareholders and achieve strong financial performance (Hoegl and Gemuenden, 2001). => Primarni zadatak strateškog menadžmenta jeste da smisli kako kompanije mogu da stvore vrednost za akcionare i da postignu visok učinak (Hoegl i Gemuenden, 2001).
LL@(11325) Each of the following three views of strategy provides a different answer to the question how can companies acquire and leverage competitive advantage and sustain that advantage over time? => Svako od tri shvatanja strategije koja navodimo u daljem tekstu daje drugačiji odgovor na pitanje kako kompanije mogu da steknu i iskoriste konkurentnu prednost i da održe tu prednost u dužem vremenskom periodu.
LL@(11326) - A Corporate strategy-based view degree of competitiveness in an industry determines firm performance. => - Korporativna strategija stepen konkurentnosti u jednoj privrednoj grani određuje i učinak firme.
LL@(11327) According to this perspective, a local firms success in other country industry, or success in competing local or foreign firms or enterprises depends on the unique attributes of the industry its knowledge-intensive nature and non-location based boundaries. => Na osnovu ovakvog shvatanja, uspešnost lokalne firme u nekoj drugoj zemlji ili uspešnost u konkurenciji sa lokalnim ili stranim firmama zavisiće od atributa jedinstvenih za tu privrednu granu količine znanja koju poseduje i nevezanosti za samo jedno ograničeno geografsko područje.
LL@(11328) From different strategies available the most important ones probably are the following: 1- Quality: The new strategies for the management to follow require a commitment to quality that would support its products and its goodwill in the local markets and abroad. => Najvažnije strategije u ovom pogledu verovatno su sledeće: ~~~ 1 Kvalitet: nove strategije koje menadžment treba da primeni zahtevaju posvećenost kvalitetu kojim će se podržati proizvod i dobru volju (goodwill) na lokalnim i na inostranim tržištima.
LL@(11329) The application of modern techniques in irrigation, fertilization, pollination, fruit covering, thinning, harvest, and transportation enable the farms to provide the processing plant with the highest quality possible of fresh product. => Primena savremenih tehnika u navodnjavanju, đubrenju, oprašivanju, zaštiti voća, proređivanju, branju i transportu omogućava farmama da izgrade postrojenja za preradu koja će obezbediti najviši mogući kvalitet svežeg proizvoda. 2 Proizvodnja i radna snaga: proizvodne operacije sprovode visoko obučeni radnici koji na tržište iznose sveže urme u lepom pakovanju.
LL@(11330) 2- Production and labor: highly trained labor carry on the production operation to provide the market with fine packages of fresh dates. => Ove dve strategije odrediće kakva ova Industrija treba da postane ili kakva želi da bude.
LL@(11331) These two strategies are to determine what the Factory should be in or wants to be in. - A Business Strategy-based view firm-specific differences in capabilities create performance differences among firms. => - Poslovna strategija razlike u sposobnostima/kapacitetima koje su specifične za svaku firmu odgovorne su i za razlike u učinku od firme do firme.
LL@(11332) For example, successful date industry firms tend to have capabilities that are valuable, unique and hard for rivals to imitate or match. => Na primer, uspešne firme u proizvodnji urmi teže da postignu sposobnosti koje su vredne, jedinstvene i koje suparničke firme teško mogu da prevaziđu ili da imitiraju.
LL@(11333) In this respect the following two strategies may be suitable to the company in the long-run, to open new markets abroad, and therefore increase its market share. ~~~ 3- Management roles and thinking in constantly questioning, challenging, stirring up, and changing things in a way that forces adaptation and learning. ~~~ 4- Going International in the future through opening foreign markets, and diversifying the product portfolio. => U tom smislu, kompaniji mogu dugoročno da odgovaraju dve strategije, da otvori nova tržišta u inostranstvu i da tako poveća svoj udeo na tržištu. 3 Uloga menadžmenta je da neprestano smišlja, preispituje, izaziva, menja situacije tako da je uvek potrebno novo prilagođavanje i učenje. 4 Izlazak na međunarodnu scenu otvaranjem novih tržišta i diversifikovanjem portfolija proizvoda.
LL@(11334) The aim of such a strategy is to protect the company share of the bulk in the specific industry, but concentrate on branded sale for growth. => Cilj ovakve strategije jeste da zaštiti udeo kompanije u opštem obimu određene privredne grane, ali uz koncentrisanje na brendiranu prodaju kojom se obezbeđuje rast.
LL@(11335) The aims of the above two strategies are to enhance the management competition in its businesses. => Ciljevi ove dve strategije jesu da se podstakne takmičenje između rukovodstava u ovoj vrsti poslovanja.
LL@(11336) - A Functional Strategy-based view institutional forces, such as economic reforms and government policy, contribute to differences in the firm performance. => -Funkcionalna strategija institucionalne sile, kao što su privredne reforme i vladina politika doprinose raz likama u učinku firmi.
LL@(11337) For example, the pro-market reforms in a county may open the door for similar companies to win foreign mar kets. => Na primer, pro-tržišne reforme u zemlji mogu da otvore vrata sličnim kompanijama da naprave prodor na strana tržišta.
LL@(11338) Examples of two strategies to follow by the management are: 5- Meet customer short-haul needs at competitive price and cost. => Primeri dve strategije koje menadžment može da primeni su sledeći: ~~~ 5 Zadovoljiti potrebe potrošača koje su manjeg obima po konkurentnim cenama.
LL@(11339) The notion of fostering strategic adaptation through establishing a few broad principles and directives to guide decentralized decision making is consistent with the tenets of complexity theory (Gadiesh and Gilbert, 2001). => Koncept podsticanja strateškog prilagođavanja uspostavljanjem nekolicine principa i smernica šireg opsega u cilju usmeravanja decentralizovanog odlučivanja u skladu je sa postavkama teorije složenosti (Gadeish i Gilbert, 2001).
LL@(11340) 6- Placing greater emphasis on research and development. => 6 Veći naglasak na istraživanju i razvoju.
LL@(11341) The purpose of these two strategies is to enhance the previous two strategies (i.e., business strategiesbased view). => Svrha ove dve strategije jeste da pospeše prethodne dve strategije (t.j., poslovne strategije).
LL@(11342) The author concludes that all three perspectives provide an insight into the forces that determine the firm performance. => Autor zaključuje da sve tri ove perspektive obezbeđuju uvid u snage koje određuju učinak jedne firme.
LL@(11343) The complexity of local competition leads managers all over the world to struggle to find the best ways to achieve successful performance. => Složenost lokalne konkurencije navodi menadžere širom sveta da se trude i nađu najbolje načine da ostvare uspeh.
LL@(11344) Generalizations based on stereotypes might lead to false conclusions such as the Western assumption that Asian managers are willing to sacrifice short-term profits for long-term market gains. => Generalizacije zasnovane na stereotipima mogu da dovedu do pogrešnih zaključaka, kao što su pretpostavke Zapada da će azijski menadžeri rado žrtvovati kratkoročne profite zarad dugoročnih uspeha na tržištu. 10.
LL@(11345) 10. ~~~ Summary In general, any enterprise needs a strong unifying sense of direction and this is the case with the strategic management in this research. => Zaključak Uopšteno govoreći, svakom preduzeću potrebno je da ima čvrst osećaj pravca koji ujedinjuje sve zaposlene i to je slučaj i sa menadžmentom koji je predmet ovog istraživanja.
LL@(11346) But that need is particularly strong in an organization in which tasks are differentiated and responsibilities delegated. => Ali ova potreba je posebno snažna u organizaciji koja ima diferencirane zadatke i u kojoj su zaduženja (odgovornosti) delegirana.
LL@(11347) Without these, the decentralized management process in the company will quickly degenerate into strategic anarchy. => Bez toga, decentralizovani proces rukovođenja u kompaniji brzo će se raspasti i dovesti do strateške anarhije.
LL@(11348) In this research the level of analysis is shifted down to the executives management levels. => U ovom istraživanju nivo analize je spušten na nivo izvršnog menadžmenta.
LL@(11349) Rather than think in terms of the changing nature of business environment or conflicting strategic imperatives facing the management strategy, highlighted is the examination of the new roles of the management and managers. => Umesto da razmišljamo kako da promenimi prirodu poslovnog okruženja ili sukobljene strateške imperative sa kojima se suočava strategija meandžmenta, naglašava se istraživanje novih uloga menadžmenta i menadžera.
LL@(11350) The managements new roles in setting an effective strategy(s), are through the integration and provision of directions for other employees in the company. => Nove uloge menadžmenta u uspostavljanju efektivnih strategija sastoje se u integrisanju i davanju direktiva drugim zaposlenima u kompaniji.
LL@(11351) These roles involve familiar tasks as well as several new ones< they must become thought leaders in their discipline and be active across the different departments and among employees. => Ove uloge obuhvataju već poznate zadatke, ali i neke nove oni moraju da postanu lideri u razmišljanju u njihovoj disciplini i da aktivno deluju u različitim sektorima i među zaposlenima.
LL@(11352) The training programs for the employees are needed to improve customer services and satisfaction as well as to improve communication with customers effectively and efficiently. => Programi obuke za zaposlene potrebni su da bi se poboljšala usluga i zadovoljstvo potrošača, kao i da bi se efektivno i efikasno unapredila komunikacija sa potrošačima.
LL@(11353) These new thoughts and strategic responsibilities require managers to rethink many of their traditional assumptions about the nature of their work. => Ova nova razmišljanja i strateške odgovornosti zahtevaju od menadžera da preispitaju mnoge tradicionalne pretpostavke o prirodi svoga posla.
LL@(11354) This is ultimately the biggest challenge facing the management in a new era of effective and efficient performance. => Ovo je svakako najveći izazov koji se nalazi pred menadžmentom u novoj eri efikasne i efektivne produktivnosti.
LL@(11355) Such new thinking needs skills and a sense of perspective needed to operate in the local and the multifunctional environments. => Takva nova razmišljanja zahtevaju veštine i osećaj za perspektivu da bi se poslovalo i u lokalnom i u multifunkcionalnom okruženju.
LL@(11356) The management appears aware of many of the issues confronting its enterprise and is beginning to respond with effective programs. => Menadžment je izgleda svestan mnogih problema koji muče preduzeće i počinje da reaguje donošenjem efektivnih programa.
LL@(11357) A major advantage of pursuing a strategy favouring this enterprise is that its development would most likely provide a much better balance in incomes. => Glavna prednost primene strategije koju je ovo preduzeće izabralo jeste da će se s razvojem postići mnogo bolja ravnoteža prihoda.
LL@(11358) REFERENCES Š1Ë Aaker, A., (2004), Leveraging the Corporate Brand, California Management Review, Vol. 46, Spring, pp. 6-18. => LITERATURA Š1Ë Aaker, A., (2004), Leveraging the Corporate Brand, California Management Review, tom. 46, Spring, str. 6-18. Š2Ë Borgonovo, E., (2006), Measuring Uncertainty Importance:
LL@(11359) Š2Ë Borgonovo, E., (2006), Measuring Uncertainty Importance: Investigation and Comparison of Alternative Approaches, Risk Management, Vol. 26, No.5, pp. 1349-1362. ~~~ Š3Ë - Bieber, M., et al.,(2002), Toward Virtual Community Knowledge Evolution, Journal of Management Information Systems, Vol. 18, No. 4, pp. 11-36. ~~~ Š4Ë Chamber of Commerce, Annual Reports, 2008, Al Ain, UAE. => Investigation and Comparison of Alternative Approaches, Risk Management, tom. 26, No.5, str. 1349-1362. Š3Ë - Bieber, M., et al.,(2002), Toward Virtual Community Knowledge Evolution, Journal of Management Information Systems, tom. 18, No. 4, str. 11-36. Š4Ë Chamber of Commerce, Annual Reports, 2008, Al Ain, UAE.
LL@(11360) Š5Ë Dane, E., and Pratt, G,(2007), Exploring Intuition and its Role in Managerial Decision Making, Academy of Management Review, Vol.32, No. 1, pp. 33-54. ~~~ Š6Ë Demeter, K.,(2003), Manufacturing Strategy and of International Competitiveness, Production Economics,81/82, 205. => Š5Ë Dane, E., and Pratt, G,(2007), Exploring Intuition and its Role in Managerial Decision Making, Academy of Management Review, tom 32, No. 1, str. 33-54. Š6Ë Demeter, K.,(2003), Manufacturing Strategy and Competitiveness, International Journal of Production Economics,81/82, 205.
LL@(11361) Journal Collaboration Š7Ë Dudley, S., (2000), Rethinking Concepts, Concerns and Interorganizational Relationship, International Journal of Organization Theory and Behavior, Vol. 3, No. (3-4), pp. 275-282. ~~~ Š8Ë Grant, R., (2008), Contemporary Strategy Analysis, in Blackwell Publishing, p.29. => Š7Ë Dudley, S., (2000), Rethinking Concepts, Concerns and Collaboration in Interorganizational Relationship, International Journal of Organization Theory and Behavior, tom 3, No. (3-4), str. 275-282. Š8Ë Grant, R., (2008), Contemporary Strategy Analysis, Blackwell Publishing, str.29.
LL@(11362) Š9Ë Grant, R., (2003), Strategic in a Turbulent Environment: Evidence from the Oil and Gas Majors, Strategic Management Journal, Vol. 14, (June), p. 491-517. => Š9Ë Grant, R., (2003), Strategic in a Turbulent Environment:
LL@(11363) Š10Ë Gadiesh, O., and Gilbert, J., (2001), Transforming Corner-office, Strategy into Frontline Action, Harvard business Review, (May), pp.73-80. => 
LL@(11364) Š11Ë Harris, J., and Blair, E.,(2006), Functional Compatibility Risk and Consumer Preference for Product Bundles, Journal of the Academy of Marketing Science, Vol. 34, No. 1, pp. 19-26. ~~~ Š12Ë Harris, J., and Kimberly, T.,(2003), The case for Greater Agency in Strategic Partnerships, Journal of Advertising Research, Vol. 34, No. 4, pp. 43-53. ~~~ Involvement Š13Ë Hoegl, M and Gemuenden, H., (2001), Teamwork Quality and The Success of Innovative Projects: a Theoretical Concept and Empirical Evidence, Organization Science, Vol. 12, No. 4, pp. 435-450 Š14Ë Hopp, J et al, (2004), Benefits of Skill Chaining in Serial Production Lines with Cross-trained Workers, Management Science, Vol. 50, No. 1, pp. 83-98. => Evidence from the Oil and Gas Majors, Strategic Management Journal, tom 14, (June), str. 491-517. Š10Ë Gadiesh, O., and Gilbert, J., (2001), Transforming Corner-office, Strategy into Frontline Action, Harvard business Review, (May), str.73-80. Š11Ë Harris, J., and Blair, E.,(2006), Functional Compatibility Risk and Consumer Preference for Product Bundles, Journal of the Academy of Marketing Science, tom 34, No. 1, str. 19-26. Š12Ë Harris, J., and Kimberly, T.,(2003), The case for Greater Agency Involvement in Strategic Partnerships, Journal of Advertising Research, tom 34, No. 4, str. 43-53. Š13Ë Hoegl, M and Gemuenden, H., (2001), Teamwork Quality and The Success of Innovative Projects: a Theoretical Concept and Empirical Evidence, Organization Science, tom 12, No. 4, str. 435-450 Š14Ë Hopp, J et al, (2004), Benefits of Skill Chaining in Serial Production Lines with Cross-trained Workers, Management Science, tom 50, No. 1, str. 83-98. Š15Ë Moeran, B., (2005), Tricks of the Trade:
LL@(11365) Š15Ë Moeran, B., (2005), Tricks of the Trade: The Performance and Interpretation of Authenticity, Journal of Management Studies, Vol. 42, No. 5, pp. 901-922. => The Performance and Interpretation of Authenticity, Journal of Management Studies, tom 42, No. 5, str. 901922.
LL@(11366) Š16Ë Nickerson, A., and Zenger, R., (2004), A Knowledgebased Theory of the Firm-The Problem Solving Perspective, Organization Science, 15: 617-632. => Š16Ë Nickerson, A., and Zenger, R., (2004), A Knowledge-based Theory of the Firm-The Problem Solving Perspective, Organization Science, 15: 617632.
LL@(11367) Š17Ë Nerkar, A., and Roberts, W., (2004), Technological and Product- Market Experience and The Success of New Product the Pharmaceutical Industry, Strategic Management Journal, 25:779-799. => Š17Ë Nerkar, A., and Roberts, W., (2004), Technological and Product- Market Experience and The Success of New Product Introductions In the Pharmaceutical Industry, Strategic Management Journal, 25:779799.
LL@(11368) Introductions In Š18Ë Ottesen, G., and Gronhaug, K., (2002), Managers Understanding of Theoretical Concepts: The Case of Market Orientation, European Journal of Marketing, Vol. 36, No.11/12, pp. 1209-24. => Š18Ë Ottesen, G., and Gronhaug, K., (2002), Managers Understanding of Theoretical Concepts:
LL@(11369) Š19Ë Pfeffer, J., and Sutton, I., (2006), Evidence Based Management, Harvard Business Review, Vol. 48, No. 1, pp. 62-74. ~~~ Š20Ë Porter, M., (1996), What is strategy? => The Case of Market Orientation, European Journal of Marketing, tom 36, No.11/12, str. 1209-24. Š19Ë Pfeffer, J., and Sutton, I., (2006), Evidence Based Management, Harvard Business Review, tom 48, No. 1, str. 62-74. Š20Ë Porter, M., (1996), What is strategy?
LL@(11370) Harvard Business Review, (November-December), p.64. => Harvard Busi ness Review, (November-December), str.64.
LL@(11371) Š21Ë Robbins, S., and Coulter, M., (2005), Management, 8th Ed, Person, Ch 8. => Š21Ë Robbins, S., and Coulter, M., (2005), Management, 8th Ed, Person, pogl. 8.
LL@(11372) Š22Ë Rosenkopf, L., and Almeida, P., (2003), Overcoming Local Search Through Alliances and Mobility, Management Science, 49: 751-766. => Š22Ë Rosenkopf, L., and Almeida, P., (2003), Overcoming Local Search Through Alliances and Mobility, Management Science, 49: 751-766. Š23Ë Smith, C., (2005), Corporate Social Responsibility:
LL@(11373) Š23Ë mith, C., (2005), Corporate Social Responsibility: Whatever or How? => Whatever or How?
LL@(11374) California Management Review, Vol.45, no. ~~~ 4, pp. 52-76. => California Management Review, tom 45, no. 4, str. 52-76. Š24Ë Stanley, M., (2003), Global Economic Forum, 23 May 2003; and Robert Looney, Thailands Taxonomic:
LL@(11375) Š24Ë Stanley, M., (2003), Global Economic Forum, 23 May 2003; and Robert Looney, Thailands Taxonomic: A New Asian Paradigm Strategic Insights, Vol.2, No.12, (December), p.17. => A New Asian Paradigm Strategic Insights, tom 2, No.12, (December), str.17.
LL@(11376) Š25Ë Santos, M., and Eisenhardt, M, (2005), Organizational Boundaries and Theories of Organization, Organization Science, 16:491-508. ~~~ Š26Ë Wheelen, T., and Hunger, J., (2006), Strategic Management Business Policy, 8th Ed, Prentice Hall, pp.112-13. ~~~ Š27Ë Yip, G., (2004), Using Strategy To Change Your Business Model, Business Strategy Review, Vol.15, No. 2, pp.17-24. => Š25Ë Santos, M., and Eisenhardt, M, (2005), Organizational Boundaries and Theories of Organization, Organization Science, 16:491-508. Š26Ë Wheelen, T., and Hunger, J., (2006), Strategic Management Business Policy, 8th Ed, Prentice Hall, strp.112-13. Š27Ë Yip, G., (2004), Using Strategy To Change Your Business Model, Business Strategy Review, tom 15, No. 2, str.17-24. Š28Ë Yang, K, et al, (2003), An Exploratory Analysis of Flexible Workday Policies in a Job Shop, International Journal of Production Research, tom 41, No. 8, str. 1721-1737.
LL@(11377) Š28Ë Yang, K, et al, (2003), An Exploratory Analysis of Flexible Workday Policies in a Job Shop, International Journal of Production Research, Vol. 41, No. 8, pp. 1721-1737. => Implementacija mehanizma koncesije za razvoj infrastrukture UDK:
LL@(11378) Implementation of the Concession Mechanism for Infrastructure Development UDC: 339.727.22:338.49(497.11) Miloš Milosavljević¹, Slađana Benković² ¹ Faculty of Organizational Sciences, Belgrade ² Faculty of organizational sciences, Belgrade The development of infrastructure is one of the key indicators of the entitys economic development potential, whether the entity is corporation, industry, national or supranational economy. => 339.727.22:338.49(497.11) Miloš Milosavljević¹, Slađana Benković² ¹ Fakultet organizacionih nauka u Beogradu ² Fakultet organizacionih nauka u Beogradu Razvijenost infrastrukture je jedan od ključnih indikatora stepena ekonomske razvijenosti entiteta, nezavisno od toga da li se radi o preduzećima, privrednim granama, nacionalnim ili supranacionalnim ekonomijama.
LL@(11379) As the third world countries accelerate development, and as the basic infrastructure in developed countries gets older, the gap between existing and needed infrastructure will grow. => Kako se bude ubrzavao razvoj zemalja trećeg sveta i kako bude starila bazična infrastruktura u razvijenim zemljama, povećavaće se jaz između postojeće i potrebne infrastrukture.
LL@(11380) Consequently, the necessity for the review of infrastructure development emerges, as well as the need to create new and renew old methods, models, approaches and techniques for the realization and financing of infrastructure projects. => Doslovno tome, javlja se potreba da se daleko kvalitetnije izuči materija upravljanja infrastrukturnim razvojem, te razviju novi i kvalitetnije izuče stari metodi, modeli, tehnike i postupci za realizaciju i finansiranje infrastrukturnih projekata.
LL@(11381) This paper presents the concession as a mechanism of publicprivate partnership for the management of systematic infrastructure development. => Ovaj rad prezentuje koncesiju kao mehanizam javno-privatnog partnerstva kojim se upravlja sistemskim infrastrukturnim razvojem.
LL@(11382) Particular emphasis is put on the multidimensional role of the government and on potentials of infrastructure development to change its attributes from incremental and inert to radical and rapid. => Poseban naglasak je na multidimenzionalnoj ulozi države i na naglašavanju potencijala da infrastrukturni razvoj umesto inkrementalnog i inertnog poprimi atribute radikalnog i rapidnog. 1.
LL@(11383) 1. ~~~ Introduction The growth in infrastructure, according to the traditional understanding of the needs for infrastructure, should be at least equal to that of the gross domestic product of the national economy. => Uvod Prema tradicionalnom poimanju potreba za infrastrukturom, njen rast bi trebalo da bude najmanje jednak rastu bruto domaćeg proizvoda nacionalne ekonomije.
LL@(11384) Due to numerous factors, however, the modern trends change this paradigm. => Međutim, savremeni trendovi menjaju ovu paradigmu i to usled dejstva brojnih faktora.
LL@(11385) The needs for new infrastructure are under the impact of an accellerated depreciation of infrastructure facilities in the developed countries, as well as the increase in the number of population and the urbanization process in the countries of the so-called third world. => Potrebe za novom infrastrukturom su pod uticajem ubrzane amortizacije infrastrukturnih objekata u razvijenim zemljama, kao i rasta broja stanovnika i urbanizacije u zemljama tzv. trećeg sveta.
LL@(11386) Additionally, creating the global supply chains and networks and other globalization effects only makes the needs for infrastructure more complex. => Uz prethodno navedeno, kreiranje globalnih lanaca i mreža snabdevanja, kao i drugih efekata globalizacije, dodatno usložnjava potrebe za infrastrukturom.
LL@(11387) Regardless of the influence of individual factors, the private initiative in financing infrastructure projects gains in popularity due to its market characteristices, especially as regards efficiency and effectiveness. => Nezavisno od dejstva pojedinačnih faktora, privatna inicijativa u finansiranju infrastrukturnih projekata zbog svojih tržišnih karakteristika posebno po pitanju efikasnosti i efektivnosti, stiče sve veću popularnost.
LL@(11388) The traditional manner of financing in the infrastructure sector is rather unlikely to be entirely replaced by financing from private sources, however, it is to be expected that there will be at least some positive incremental changes in this field. => Malo je verovatno da će tradicionalni način finansiranja u sektoru infrastrukture biti u potpunosti zamenjen finansiranjem iz privatnih izvora, ali treba očekivati makar pozitivne inkrementalne promene na ovom polju.
LL@(11389) The most popular and theoretically best founded approach in practice is obviously the one relying on the implementation of concession mechanisms and BOT arrangements in financing infrastructure needs. => Svakako je u praksi najpopularniji i teorijski najfundiraniji pristup onaj koji se oslanja na primenu mehanizma koncesije i BOT aranžmana za finansiranje infrastrukturnih potreba. 2.
LL@(11390) 2. ~~~ Economic justification of investing into infrastructure The level to which infrastructure is developed, however pretentious and ambiguous it may seem, is the most reliable indicator of an economys development. => Ekonomska opravdanost investicija u infrastrukturu Stepen razvijenosti infrastrukture, koliko god pretenciozno i neodređeno zvučalo, predstavlja najbolji indikator razvijenosti jedne ekonomije.
LL@(11391) Numerous authors used indicators such as elasticity of investments and implicit revenue rate to calculate the productivity of investing into infrastructure and their findings were surprising. => Brojni autori su koristili pokazatelje kao što su elastičnost investicija i implicitna stopa povraćaja za izračunavanje produktivnosti investicija u infrastrukturu i na taj način došli do neočekivanih rezultata.
LL@(11392) The innitial studies Š2Ë on the productivity of the American non-military infrastructure capital in the late eighties and the early nineties of the last century show that the returns rate of the investments into infrastructure amounted to around 60%. => U početnim studijama Š2Ë o produk tivnosti američkog nevojnog infrastrukturnog kapitala iz kasnih osamdesetih i ranih devedesetih godina prošlog veka zaključeno je da je stopa povraćaja investicija u infrastrukturu oko 60%.
LL@(11393) Further empirical studies Š7Ë of transportation and telecommunication infrastructure in the developing countries show that the returns rate is slightly over 60%, whereas the return to investments into transport infrastructure in the OECD countries and the developing countries, according to Š4Ë, reached extreme values of 95%. => Dalja empirijska istraživanja Š7Ë o transportnoj i telekomunikacionoj infrastrukturi u zemljama u razvoju dovele su do zaključka da je stopa povraćaja nešto iznad 60%, a povraćaj na investicije u transportnu infrastrukturu u zemljama OECD-a i zemljama u razvoju su, prema Š4Ë, dostigla i ekstremne vrednosti od 95%.
LL@(11394) Contrary to the initial studies in the eighties and the early nineties, which overrate the consequences of investing into infrastructure upon the economic growth, more recent analyses show more modest estimates of the effects of this impact. => Za razliku od inicijalnih studija iz osamdesetih i početka devedesetih, koji predimenzioniraju posledice ulaganja u infrastrukturu na ekonomski rast, novije analize pokazuju skromnije procene efekata ovog uticaja.
LL@(11395) The reason for this is the implementation of more substantial tools, a larger number of quality data, refined models and substantial methodological approaches. => Razlog tome je korišćenje sadržajnijih alata, većeg broja kvalitetnijih podataka, rafinisanih modela i sadržajnijih metodoloških pristupa.
LL@(11396) The direction and the intensity may not be as they seemed to have been in the previous years, however, a positive impact of infrastructure upon the development is evident. => Smer i intezitet možda nisu onakvi kakvim su se činili ranijih godina, ali je potvrđen pozitivan uticaj infrastrukture na razvoj.
LL@(11397) Hence a significant rise in private investments into infrastructure in the new millenium. => Otuda i značajan porast privatnih investicija u infrastrukturu u novom milenijumu.
LL@(11398) The amount of investments in the first six years, according to the World Bank data, is doubled in comparison with the last decade of the twentieth century. => Samo u prvih šest godina u razvijenim zemljama je prema podacima Svetske banke nivo investicija je udvostručen u odnosu na poslednju deceniju dvadesetog veka.
LL@(11399) Merna and Njiry Š18Ë especially stress the perspectives and the importance of the investments into infrastructure in the developing countries, pointing that in absolute figures they amount to USD 200 billion annually, a relative 4% of the national output, that is, 40-60% of overall public investments. => Merna i Njiru Š18Ë posebno ističu perspektive i značaj investicija u infrastrukturu u zemljama u razvoju, naglašavajući da one u apsolutnim ciframa iznose 200 milijardi dolara godišnje, dok relativno predstavljaju 4% nacionalnog autputa, odnosno 40-60% ukupnih javnih investicija.
LL@(11400) An important conclusion of these studies is that the infrastructure projects financing differs from other public investments and expenditure to a considerable extent. => Bitan zaključak ovih studija je da se finansiranje infrastrukturnih projekata značajno razlikuje od ostalih javnih investicija i trošenja.
LL@(11401) As a rule, certain empirical studies show a negative correlation between public spending and the GDP growth and the productivity Š16Ë. => Pojedinačne empirijske studije po pravilu pokazuju negativnu korelaciju između javne potrošnje i rasta BDP i produktivnosti Š16Ë.
LL@(11402) This is explained by the fact that public spending has no impact upon the public sector efficiency, and is funded from distorsive taxes that have a negative effect upon the scope of private investments, through the systems of reducing the total return on investments. achieve the economy of scope in a more adequate way, that is, to avoid rival relations and acrimony which sometimes characterises the conventional models of project execution. ~~~ Instead, they ensure that all parties collaborate to the benefit of the infrastructural project. => To se objašnjava činjenicom da javna izdvajanja nemaju uticaj na efikasnost privatnog sektora, a finansiraju se distorzivnim porezima koji negativno deluju na visinu privatnih ulaganja kroz sisteme smanjenja ukupnih povraćaja na investicije.
LL@(11403) Public funds and the credit capacity of the countries are insufficient to satisfy a growing need for infrastructure Š25Ë, especially in case of the EU member countries and the candidates for accession into the Union that are under the additional pressure of the Maastricht Treaty. => Javni fondovi i kapaciteti država za pozajmljivanjem postaju nedovoljne da bi se zadovoljile rastuće potrebe za infrastrukturom Š25Ë, a posebno za članice i kandidate za ulazak u EU koje su pod dodatnim pritiskom Ugovora iz Mastrihta.
LL@(11404) Accordingly, there is a need that the private inititiative should be more fully involved in the financing and execution of infrastructure projects. => Shodno tome, javlja se potreba da se privatna inicijativa značajnije uključi u finansiranje i realizaciju infrastrukturnih projekata.
LL@(11405) A large number of both practitioners and academics maintain that it is only the partnership between the public and private sectors (PPP) that can be sustainable in the long run Š20Ë. Private initiative is no novelty in the developed countries; in Great Britain it is used to a lerge extent Š26Ë. => Veliki broj praktičara i akademika ukazuju da jedino partnerstvo javnog i privatnog sektora (PPP) može biti na dugi rok održivo Š20Ë. ~~~ U razvijenim zemljama privatna inicijativa ne predstavlja nikakvu novinu, te se, primera radi, ona u izuzetnoj meri koristi u Velikoj Britaniji Š26Ë.
LL@(11406) The private share in the overall investments into infrastructure in the end of the last millenium varied from the low 9% and 13% in Germany and France, to the extremely high 47% and 71% in the U.S.A. and Great Britain, respectively Š21Ë. => Privatni udeo u ukupnim investicijama u infrastrukturu krajem prošlog milenijuma je varirao od niskih 9 i 13% u Nemačkoj i Francuskoj, do izuzetno visokih 47 i 71% u Sjedinjenim Američkim Državama, odnosno Velikoj Britaniji, respektivno Š21Ë.
LL@(11407) The practical verification of the positive effects of the infrastructure systems privatization effect phenomenon resulted into a sort of overrating its importance for the economic efficiency, on the basis the social expenditure remains unchanged. => Praktična verifikacija pozitivnih efekata fenomena privatizacije infrastrukturnih sistema je doprinela delimičnom predimenzioniranju njenog značaja na efikasnost privrede uz tezu o nepromenjenim društvenim troškovima.
LL@(11408) It is not, however, likely that the private financial initiative will entirely replace the traditional way of financing infrastructure projects from public sources. ~~~ It is more likely that it will more or less serve to diminish the gap between the needs for infrastructure and the potentials of individual national economies in meeting these needs. => Nije, međutim, verovatno da će privatna finansijska inicijativa u celosti zameniti tradicionalni način finansiranja infrastrukturnih projekata iz javnih izvora, već će u većoj ili manjoj meri služiti smanjivanju jaza između potreba za infrastrukturom i potencijala pojedinačnih nacionalnih ekonomija u opskrbljivanju datih potreba.
LL@(11409) Regardless of the above mentioned, the most important aspects and trends of the modern policy and strategy of infrastructure development are related to the privatization and private investment concepts. => Nezavisno od prethodno rečenog, najznačajniji aspekti i trendovi savremene politike i strategije infrastrukturnog razvoja odnose se na koncepte privatizacije i privatnih finansija.
LL@(11410) The committment to the idea of state intervention and the resulting changes in the political attitude towards private capital as a useful ally in the infrastructure sector arose in the early 1980s, the trend expanding soon after and getting new shapes and forms. => Inklinacija ideje državnog intervencionizma i posledične promene političkog stava o privatnom kapitalu kao korisnom saradniku u sektoru infrastrukture počele su ranih 80-tih godina dvadesetog veka, ali se trend se ubrzo zatim proširio i dobio nove forme i oblike.
LL@(11411) In the execution of infrastructure projects the private initiative is most often present in the form of the basic mechanisms of public-private partnerships, namely, concessions and BOT arrangements, and the quality of these mechanisms can be improved by hybrid financing instruments and execution Š22Ë Š6Ë. => Privatna inicijativa pri realizaciji infrastrukturnih projekata najčešće se realizuje kroz osnovne mehanizme javno-privatnog partnerstva, gde se podrazumevaju koncesije i BOT aranžmani, a navedene mehanizme je moguće kvalitativno unaprediti hibridnim modelima finansiranja i realizacije Š22Ë Š6Ë.
LL@(11412) The hybrid models actually allow for either the incremental multistage selection of private partners or joining a number of smaller jobs into a whole. => Hibridni modeli, zapravo dozvoljavaju ili inkrementalni multietapni izbor privatnih partnera ili objedinjavane više manjih poslova u jednu celinu.
LL@(11413) The goals are most frequently to 3. => Ciljevi se najčešće tiču adekvatnijeg dostizanja ekonomije obima, odnosno izbegavanje supar ničkih odnosa i akrimonije koja ponekada karakteriše konvencionalne modele za realizaciju projekata i umesto toga omogućavaju da sve strane rade zajedno i kolaborativno za dobrobit infrastrukturnog projekta. 3.
LL@(11414) Concessions and bot arrangements The European Commission Š8Ë differentietes between two forms of public-private partnership: contractual and institutional. => Koncesije i bot aranžmani Evropska komisija Š8Ë razlikuje dva oblika javno-privatnog partnerstva: ugovorni i institucionalni.
LL@(11415) In the former, by far more frequenlly present in practice, the collaboration between the public and the private sectors is characterised exclusively by the contract elements, hence these are most often concessions. => U prvom slučaju, koji je daleko prisutniji u praksi, saradnju javnog i privatnog sektora karakterizuju isključivo ugovorni elementi, pa se u ovom slučaju radi najčešće o koncesijama.
LL@(11416) The latter includes a joint establishment of a new legal entity for the purpose of infrastructure project execution. => Drugi oblik uključuje zajedničko osnivanje novog pravnog subjekta koji za svoj cilj ima realizaciju infrastrukturnog projekta.
LL@(11417) It is rather rare in practice, since its inherent characteristic is the potential to ensure a monopolized role to the private partner. => U praksi se dosta retko sreće, jer kao svoju inherentnu karakteristiku nosi potencijal da privatnom partneru pruži monopolisanu ulogu.
LL@(11418) The concession includes various types of contracts by which the public authorities delegate the rights to the national or foreign economic entity to perform a certain activity under specific legal conditions. => Pod koncesijom se podrazumevaju različiti vidovi ugovora kojima javna vlast delegira prava domaćim ili stranim privrednim subjektima da vrše određenu delatnost pod posebnim zakonskim uslovima.
LL@(11419) To be more concrete, according to the Concession Law (ZOK) of the Republic of Serbia of 2003 (whose introductory regulations are equal to those in the 1997 law), concession is defined as the right to exploit a natural resource or a public property, or the right to perform an activity of general concern, which the competent state body (conceder) transfers to a national or foreign entity (concession holder), under strictly stipulated conditions and for an appropriate compensation Š27Ë. => Konkretno, prema Zakonu o koncesijama (ZOK) Republike Srbije iz 2003. (čije su uvodne odredbe iste kao u zakonskom rešenju iz 1997.), koncesija se definiše kao pravo korišćenja prirodnog bogatstva ili dobra u opštoj upotrebi, odnosno pravo na obavljenje delatnosti od opšteg interesa, koje domaćem, odnosno stranom licu (koncesionaru), ustupa nadležni državni organ (koncedent), pod posebno propisanim uslovima, uz odgovarajuću naknadu Š27Ë.
LL@(11420) The demand for concession contracts is the result of insufficient accumulation in some national economies. => Potreba za koncesionim ugovorima rezultat je nedovoljne akumulacije pojedinačnih nacionalnih ekonomija.
LL@(11421) Such economies are not in a position to autonomously initiate and determine the dynamics of their development. => Takve ekonomije nisu u stanju da samostalno iniciraju i određuju dinamiku sopstvenog razvoja.
LL@(11422) The shortage of state funds, however, is not the only reason for the implementation of the concessionary forms of investments. => Međutim, oskudica državnih sredstava ne predstavlja i jedini razlog za implementaciju koncesionih formi ulaganja.
LL@(11423) The concession contract stipulates the transfer of a public property, right, activity or a facility for the purpose of satisfying the public concern, rather than create a business community. => Koncesioni ugovor naglašava ustupanje javnog dobra, prava, delatnosti ili objekta u cilju ostvarenja javnog interesa, ali ne i kreiranje poslovne zajednice.
LL@(11424) Contrary to the above mentioned, the BOT arrangement focuses upon the provision of financial means and determining the model of risk distribution. => Za razliku od navedenog, kod BOT aranžmana je u fokusu obezbeđenje finansijskih sredstava i određivanje modela za raspodelu rizika.
LL@(11425) According to Š14Ë, a BOT project can be described as a project based on approving of a concession by the concedent (usually a public or state agency) to a consortium or a concession holder (usually from the private sector) whose responsibility will be to build (which includes financing, design, project implementation management, etc.), operate (including the management and operating and doing business using the facilities and plants, maintenance, service provision, collecting payments in order to cover the financial and investment ex penses, etc.), and transfer the facility or plant in the operative state and without additional costs to the concedent at the end of the concession period. retical and practical establishment of the concession process and the development of specific models to execute infrastructure projects is anticipated. => Prema Š14Ë, BOT projekat se može opisati kao projekat zasnovan na odobravanju koncesije od strane koncendenta (uobičajeno neke javne ili državne agencije) konzorcijumu ili koncesionaru (obično iz privatnog sektora) koji treba da ?izgradi? (što uključuje finansiranje, dizajniranje, upravljanje implementacijom projekta i sl.), ?upravlja? (uključujući i upravljanje i poslovanje objektima i postrojenjima, održavanje, pružanje usluga, naplatu kako bi se pokrili finansijski i investicioni troškovi itd.), i ?prenese? objekat ili fabriku u operativnom stanju i bez dodatnih troškova koncendentu na kraju koncesionog perioda.
LL@(11426) Generally, the BOT system means a specific form of concession by which the construction of a facility, a plant or a workshop is transferred, by means of project financing on the build operate transfer system. => Načelno, pod BOT sistemom se podrazumeva poseban oblik koncesije, kojim se ustupa izgradnje objekata, postrojenja ili pogona, putem finansiranja projekata po izgradi koristi predaj sistemu.
LL@(11427) Here the contract includes the construction and financing of a complete facility, plant or workshop, its exploitation and its transfer into the ownership of the domicile public authorities in a contracted term whose upper limit is generally determined by law. => Pri tome se ugovor odnosi na izgradnju i finansiranje kompletnog objekta, postrojenja ili pogona, njegovom korišćenju i predaji u svojinu domicilne javne vlasti u ugovorenom roku, čija se gornja granica najčešće imperativno zakonski određuje.
LL@(11428) On the expiry of the contracted period, the private sector entity transfers the facility to the body in charge or a new private entity selected by a public bid. => Po okončanju ugovornog roka entitet privatnog sektora predaje objekat nadležnom organu ili novom privatnom entitetu izabranom javnom licitacijom.
LL@(11429) The period of the concession or a BOT arrangement is in the function of the risk the private party takes. => Rok trajanja koncesije ili BOT aranžmana je u funkciji reda veličine rizika koje privatna strana preuzima na sebe.
LL@(11430) According to Š8Ë, the lower the risk taken and the lower the financial returns to the project, the shorter the concession period. => Prema Š8Ë što je niži nivo preuzetog rizika i što je niži finansijski doprinos projektu, toliko kraći mora biti koncesioni period.
LL@(11431) Basically, there are three parties in the implementation of concession and BOT arrangements: (1) investors, who provide financial means, build and operate the infrastructure facility; (2) the government of the host country who provide guarantees; and (3) the third party (commercial banks, multilateral exim banks, suppliers, etc.) ~~~ Š5Ë. 4. => U implementaciji koncesionih i BOT aranžmana javljaju se u osnovi tri strane: (1) investitori, koji obezbeđuju finansijska sredstva, grade i upravljaju infrastrukturnim objektom, (2) vlada zemlje domaćina, koja obezbeđuje garancije i (3) treća strana (komercijalne banke, multilateralne eksim banke, snabdevači itd.) Š5Ë. 4.
LL@(11432) Conceders role in concession contract implementation Through its institutions and organizations, the state plays the key role in the concession and public-private partnerships management and development, regardless of the level of the authority delegated to the private sector. => Uloga koncedenta u sprovođenju koncesionog ugovora Država putem svojih institucija i organizacija igra ključnu ulogu u upravljanju i razvoju koncesijama i javno-privatnim partnerstvima, nezavisno od stepena delegiranih ovlašćenja privatnom sektoru.
LL@(11433) The main reason, evidently, is a high socio-economic value of infrastructure projects. => Osnovni razlog je, svakako, visoka društveno-ekonomske vrednost infrastrukturnih projekata.
LL@(11434) Poor project funding, management and development inevitably result into their failure. => Loše fundiranje, upravljanje i razvoj projekata dovode neminovno do propasti istih.
LL@(11435) The concessions and BOT models require an active collaboration and support from the concedent, a stable political and economic climate, a defined and stable legal environment, a convertible currency, as well as other conditions the investors expect anyway. the private the public and The state and quasi-state bodies create the legislative and overall conceptual framework for the development of the concession as an element of the partnership between sectors. => Koncesije i BOT modeli zahtevaju aktivno uključivanje i podršku koncedenta, stabilnu političku i ekonomsku klimu, definisan i stabilan pravni ambijent, konvertibilnu valutu, kao i druge uslove koje strani investitori inače očekuju. ~~~ Državni i kvazidržavni organi kreiraju legislativni i ukupni konceptualni okvir za razvoj koncesije kao elementa partnerstva javnog i privatnog sektora.
LL@(11436) Chronologically viewed, as a public-private partnership approach, the concession is not a static concept, but rather an evolving one. => Hronološki posmatrano, koncesija kao pristup javno privatnog partnerstva nije statičnog karaktera, već je koncept koji evoluira.
LL@(11437) From the rudimentary partnership characterized by a high level of informality, the concessions and public-private partnerships have evolved into a contractual and institutionalized relationship between the public and the private sectors including a wide range of models Š13Ë. => Od rudimentarnog partnerstva koga je karakterisao visok nivo neformalnosti, koncesije i javnoprivatna partnesrtva su se pretvorila u ugovornu i institucionalizovanu relaciju javnog i privatnog sektora i uključuju široku lepezu modela Š13Ë.
LL@(11438)  => Otuda, treba očekivati i dalje teorijsko i praktično utemeljenje koncesionog procesa i razrade posebnih modela kojima bi se realizovali infrastrukturni projekti.
LL@(11439) Hence a further theo Even though the intervention potentials and responsibilities in the execution of infrastructure projects are manifold and complex, it is of paramount importance that they should be systematized. => Iako su intervencionstički potencijali i odgovornosti države po pitanju realizacije infrastrukturnih projekata mnogostruki i kompleksni, od izuzetnog je značaja izvršiti njihovu sistematizaciju.
LL@(11440) In principle, the state has to: 1) Define and create a general environment for the development of public-private partnership, 2) Be actively involved in the selection of the private agent, and 3) Monitor the execution of infrastructure projects directly or indirectly. => Načelno, država mora da: ~~~ 1) definiše i kreira opšti ambijent za razvoj javno-privatnog partnerstva, 2) bude aktivno uključena u izbor privatnog aktera, kao i da 3) direktno ili indirektno nadzire sprovođenje infrastrukturnih projekata. 4.
LL@(11441) 4.1. ~~~ Creating an adequate investment and regulatory environment The investment environment can be defined as a system of macrosocial, political, legal and economic institutions that shape and define the limits of the behaviour of micro subjects in the social, political and economic exchanges, i.e., to whom an investor (either public or private) can apply to protect his rights Š17Ë. => Kreiranje adekvatnog investicionog i regulatornog okruženja Investiciono okruženje se može definisati kao sistem makrosocijalnih, političkih, pravnih i ekonomskih institucija koje oblikuju i definišu granice ponašanja mikro subjekata u društvenim, političkim i ekonomskin razmenama, odnosno kojima određeni investitor (bilo javni ili privatni) može da se obrati zarad zaštite svojih prava Š17Ë.
LL@(11442) According to Š15Ë, it is necessary that a well defined, however not too bureaucratic, legal and administrative business environment be created. => Prema Š15Ë potrebno je ustanoviti dobro definisano, ali ne preterano birokratizovano, zakonsko i administrativno poslovno okruženje.
LL@(11443) The initiative and the willingness of the private sector to participate in the projects of public concern largely depends upon the complexity of the social, economic, legal, ecological, and other conditions. => Inicijativa i spremnost privatnog sektora da participira u projektima od javnog značaja u mnogome zavisi od složenosti društvenih, ekonomskih, pravnih, ekoloških i drugih uslova.
LL@(11444) The aim of creating a favourable operative environment is in diminishing the risk which is impossible to control from the point of view of the project executors. => Suština kreiranja pogodnog operativnog okruženja je u smanjenju rizika koji su sa aspekta realizatora projekata nekontrolabilni.
LL@(11445) In certain cases it is necessary that we should go further from the general socio-economic conditions, namely, create additional guarantees to the private sector, most often in the form of the minimum guaranteed price or tax reliefs for a certain period of time. => U nekim slučajevima je potrebno ići i dalje od načelnih društveno-ekonomskih uslova, pa je potrebno kreirati i dodatne garancije privatnom sektoru, najčešće u vidu minimalne garantovane cene ili poreskih olakšica za određeni vremenski period.
LL@(11446) The willingness of the private sector to develop infrastructure projects also depends on the legal and regulatory framework in which the project is operationalized Š14Ë. => Spremnost privatnog sektora da razvija infrastrukturne projekte takođe zavisi od pravnog i regulatornog okvira u kome se projekat operacionalizuje Š14Ë.
LL@(11447) In accordance with the study Š19Ë, the most advanced and the richest economies tend to create similar institutional solutions that include a transparent legal system with the norms created in representative democratic institutions which are universally adopted and interpreted by an independent court and display an unbiased and efficient approach in applying public legal norms. => Shodno studiji Š19Ë najnaprednije i najimućnije ekonomije imaju tendenciju da kreiraju slična institucionalna rešenja koje uključuju transparentan zakonski sistem sa normama kreiranim kroz reprezentativne demokratske institucije, koje su univerzalno prihvaćene i interpretirane od strane nezavisnog suda i pokazuju nepristrasnost i efikasnost u sprovođenju javnih pravnih normi.
LL@(11448) The building of the institutions of the system, as much as a phrase it may seem, is not just a simple role, but a precondition for a public and private sectors to cooperate. => Izgradnja institucija sistema, koliko god zvučalo kao floskula, nije samo prosta uloga, već i pretpostavka za ostvarenje saradnje javnog i privatnog sektora.
LL@(11449) This is especially evident in long-term and capital-intensive projects. => To je posebno uočljivo kada se radi o dugoročnim i kapitalno intenzivnim projektima.
LL@(11450) The execution of infrastructure projects should not be a political idea of the current gov ernment structure; there must be a clear legal and administrative framework for the execution of projects in order that the risk be equally distributed and the chances be reduced for destructive and corruptive behaviour of the agents. => Realizacija infrastrukturnih projekata ne bi trebalo da bude politička ideja trenutne strukture vlasti, već mora postojati jasan zakonski i administrativni okvir za realizaciju projekata kako bi se pravilno raspodelio rizik i umanjile šanse za destruktivno i koruptivno ponašanje aktera. 4.
LL@(11451) 4.2. ~~~ Creating proper institutions for the concession holder selection The sensitivity of the role the state plays in creating public bodies to select the private partners is reflected in the need for a quality institutional framework for creating and conducting a tender, as well as defining the selection criteria and the methods of concession holder selection. => Kreiranje nadležnih institucija za izbor koncesionara Osetljivost uloge države po pitanju kreiranja javnih tela koje će vrštiti selekciju privatnih partnera ogleda se u potrebi za kvalitetnim institucionalnim okvirom za kreiranje i sprovođenje tenderskog postupka, te definisanju selekcionih kriterijuma i metoda za izbor koncesionara.
LL@(11452) The concession holder that distinguished himself in a cost or quality terms is acceptable, and in the optimum case he is favoured by each and every criteria compared to other concession holders taken into consideration. => Koncesionar koji ispoljava distinkcije u troškovnom ili kvalitativnom smislu je prihvatljiv, a smatra se optimalnim ako je preferiran po svim kriterijumima u odnosu na ostale koncesionare koji su razmatrani.
LL@(11453) On the basis of some empirical studies, Kumaraswamy and Zhang Š14Ë have found that the tender costs in the BOT model are by far larger compared to the traditional projects. => Kumaraswamy i Zhang Š14Ë su, pozivajući se na određena empirijska istraživanja, došli do zaključka da su troškovi tendera kod BOT modela daleko veći nego kod tradicionalnih projekata.
LL@(11454) Namely, in the BOT models, the costs amount to 0.48-0.62% of the value of the entire project, whereas in the traditional models this value ranges between 0.18 and 0.32%. => Naime, kod BOT modela troškovi su od 0.48-0.62% vrednosti ukupnog projekta, dok se kod tradicionalnih projekata ta vrednost kreće između 0.18 i 0.32%.
LL@(11455) Accordingly, the tender procedure for the BOT models requires that the protocole be established to select the contractor who will in turn ensure an optimal efficiency of the project. => Shodno tome, tenderska procedura za BOT modele zahteva ustrojstvo protokola za odabir izvođača projekta koji će obezbediti optimalnu efikasnost projekta.
LL@(11456) The authorised bodies in charge of conducting the tender procedure must be autonomous in their work. => Nadležna tela koja sprovode tenderski postupak treba da budu nezavisna u svom radu.
LL@(11457) In absolure values, this autonomy has to do with the relationships with all the prospective participants in the tender process, however the debate is still open as to whether this authonomy is necessary as regards the political power in the country. => Ta nezavisnost se u apsolutnom smislu odnosi na relaciju sa svim potencijalnim učesnicima na tenderskom procesu, ali je i dalje predmet otvorene debate da li je nezavisnost neophodna i u odnosu na političku vlast u zemlji.
LL@(11458) The majority of the countries, however, have adopted the model in which the regulatory bodies are highly autonomous as regards the political establishment. => Ipak, većina zemalja je prihvatila model u kome regulatorna tela imaju veoma visok stepen autonomije u odnosu na politički establišment.
LL@(11459) The more concrete measures that ensure the autonomy of regulatory bodies refer to an a priori defined term of mandate of the members that is generally longer than that of the political structures; to a detailed definition of the processes in the working bodies and the terms of appointment of the members of the body; to restrictive regulations that define the circumstances in which the memebers of regulatory bodies can be suspended; as well as to a clear system of financing. => Konkretnije mere koje omogućavaju nezavisnost regulatornih organa odnose se unapred određenu dužinu mandata članova koja načelno treba da bude duža od mandata političke garniture; detaljno definisanje procesa u radnim telima i uslova imenovanja članova tog tela; restriktivne odredbe koje definišu mogućnost razrešenja članova regulatornih organa; kao i jasan sistem finansiranja.
LL@(11460) Kerf et al. Š11Ë further claim that it is important to establish a regulatory body financing mechanism. => Kerf i saradnici Š11Ë posebno ističu da je korisno pronaći mehanizam autonomnog finansiranja regulatornog tela.
LL@(11461)  => Načelno, regulatorni okvir u evropskim zemljama premaŠ8Ë definiše tri suštinska postupka tenderskog izbora:
LL@(11462) The open procedure, where any interested party may take part in the tender procedure, The restricted procedure, where any interested party may take part in the pre-tender qualifications. => Otvorena procedura, gde sve zainteresovane stra ne mogu da učestvuju u tenderskom postupku, Ograničena procedura, gde sve zainteresovane strane mogu da učestvuju u pred-tenderskim kvalifikacijama.
LL@(11463) If the party qualifies, they can submit their tender, The negotiation tender procedure, similar to the restricted procedure, but allowing for an opportunity of post-tender negotiations on contractual specifications. => Ukoliko prođu kvalifikacije, mogu učestvovati na tenderu. ~~~ Pregovaračka procedura, koja je slična ograničenoj proceduri ali otvara mogućnost post-tenderskih pregovora o ugovornim specifikacijama.
LL@(11464) The completion of the plans and the selection of the optimum project solution are normally followed by the projects going public and the invitation to the parties interested in providing the works to take part in the tender. => Po završetku planova i izboru optimalnog projektnog rešenja, po pravilu sledi objavljivanje projekata i poziv na učešće na tenderu stranama zainteresovanim za izvođenje radova.
LL@(11465) In accordance with the EU legislation, a Request for Proposals is sent, containing all types of contracts and the criteria to be used in the selection of the winner in a tender. => U skladu sa legislativom EU, šalje se Zahtev za ponudama (Request for Proposals), koji sadrži sve vrste ugovora i kriterijume koji će se koristiti pri izboru pobednika na tenderu.
LL@(11466) Actually, a method of concession holder selection is defined, and the criteria in these selection methods are rather diversified. => Zapravo, ovde se uređuje metod izbora koncesionara, a kriterijumi u tim metodama za izbor su veoma diversifikovani.
LL@(11467) In extreme cases, the criteria are the price on one hand, and the quality of the service on the other, however, the combination of these two criteria seems to be most common. => U ekstremnim slučajevima kao kriterijumi se javljaju cena na jednoj, odnosno kvalitet usluge na drugoj strani, ali je najčešća određena kombinacija ovih dvaju kriterijuma.
LL@(11468) The tender committee, convened by the employer, decides upon the optimum offer according to all preferred criteria. => Tenderska komisija, koju sastavlja naručilac posla, vrši izbor optimalne ponude po svim preferiranim kriterijumima.
LL@(11469) When the criterion is only the price, the procedure of the concession holder selection is simple and includes only the acceptance of the offer quoting the lowest price. => Kada se kao kriterijum postavi jedino cena, postupak izbora koncesionara je jednostavan i sastoji se u prihvatanju najniže ponude.
LL@(11470) More inovative methods in concession holder selection, however, also include the quality based criteria. ~~~ 4.3. => Ipak, inovatinije metode za selekciju koncesionara u svom opsegu imaju i kriterijume zasnovane na kvalitetu. 4.
LL@(11471) Active participation of public bodies in the project life cycle phases Contrary to the previous roles, whose importance was universal in character, the activation during all the life cycle phases becomes important only in certain projects characterised by high social and economic values. => Aktivno učešće javnih organa u fazama životnog ciklusa projekta Za razliku od prethodnih uloga, čiji je značaj univerzalnog karaktera, aktivacija tokom svih faza životnog ciklusa dobija na značaju samo kod pojedinih projekata koje karakteriše visoka ekonomska i socijalna vrednost.
LL@(11472) Consequently, the responsibility for project execution does not lie only on the private consortium, but the responsibility of the public sector is also implied. => Posledično tome, odgovornost za izvođenje projekata nije samo na privatnom konzorcijumu, već se podrazumeva i odgovornost javnog sektora.
LL@(11473) A characteristic example of the responsibility of the state is the case of the Metronet Rail company of Great Britain. => Plastičan primer za odgovornost države je slučaj kompanije Metronet rail iz Velike Britanije.
LL@(11474) This London public-private partnership that managed the underground railways ended in administrative failure, hence the public authorities had to come forward and give £2 million to save the company from bancruptcy. => Ovo londonsko javno-privatno partnerstvo koje je upravljalo linijama metroa je doživelo administrativni krah, te je javna vlast morala da reaguje sa 2 miliona funti kako bi preduzeće spasilo bankrotstva.
LL@(11475) The company was then retaken into public ownership Š10Ë. => Preduzeće je nakon toga vraćeno u javno vlasništvo Š10Ë.
LL@(11476) Generally, the regulatory framework in the European countries, according to Š8Ë, defines three key procedures in a tender type selection: The commonest solution is to establish an interdisciplinary team that will continually monitor and control the development of the project and the quality of the serv ices provided. => Najčešće rešenje je ustanovljenje interisciplinarnog tima koje će kontinuelno pratiti i nadgledati razvoj projekta i kvalitet pruženih usluga.
LL@(11477) Thus in each phase of the project life cycle the safety and quality measures will be ensured. => Na taj način će u svakoj fazi životnog ciklusa projekta biti obezbeđene mere sigurnost i kvaliteta.
LL@(11478) This role is important because it allows for the project performance to be assessed, which provides an information feedback and the communication of the completed existing programme or project with the future decisions on the projects and programmes, as well as the economic development strategy. => Ova uloga je značajna i zbog mogućnosti ocene performansi projekta čime se stvara povratna informaciona sprega i komunikacija izvršenog postojećeg programa ili projekta sa budućim odlukama o programima i projektima, kao i strategijom razvoja ekonomije.
LL@(11479) Depending on the type and size of the infrastructure, the role of the state may include a set of activities related to expropriation of land, issuing guarantees, payment of infrastructure services, but also a large number of other activities throughout the project life cycle. ~~~ 5. => Zavisno od vrste i veličine infrastrukture, uloga države može podrazumevati set aktivnosti vezane za eksproprijaciju zemljišta, izdavanje garancija, plaćanje infrastrukturnih usluga, ali i brojne druge aktivnosti duž čitavog životnog ciklusa projekta. 5.
LL@(11480) Concession holders role in the concession contract implementation The project company established for the purpose of engaging investments into the infrastructure project, on the basis of the contract on establishing the economic entity, is called the concession holder. => Uloga koncesionara u sprovođenju koncesionog ugovora Projektno društvo koje se osniva sa ciljem sprovođenja investicija u infrastrukturni projekat, a na osnovu ugovora o osnivanju privrednog subjekta, naziva se koncesionarom.
LL@(11481) According to Š5Ë, this company includes the sponsors, and these are usually construction companies and financial institutions, organized in the form of a consortium that is in charge of the project execution and expects to gain certain commercial benefits from such a project. => Prema Š5Ë ovo društvo čine sponzori, koje uobičajeno sačinjavaju građevinske kompanije i finanijske institucije i koji su organizovani u vidu konzorcijuma koji realizuje projekat i koji treba da ima komercijalne benefite od takvog projekta.
LL@(11482) The aim of setting up this company is to participate in the public bidding, therefore it is established as early as the preliminary phases of the project execution. => Cilj osnivanja ovog društva je učešće u javnom nadmetanju, te se osnivanje obavlja u preliminarnim fazama realizacije projekta.
LL@(11483) The purpose of the company is to raise financial means and other resources necessary to execute the project. => Svrha osnivanja ovog društva je obezbeđenje finansijskih sredstava i drugih resursa neophodnih za izvođenje projekta.
LL@(11484) Usually an economic company is established which is directly capitalized by the sponsors funds and has narrow and time-limited goals. => Uobičajeno se osniva privredno društvo koje se direktno kapitalizuje sredstvima sponzora i koje ima uske i vremenski oivičene ciljeve.
LL@(11485) The science on project financing terms this consortium a special purpose entity. => Ovaj konzorcijum se u nauci o projektnom finansiranju najčešće naziva entitetom za specijalne namene.
LL@(11486) The investors into large and capital intensive projects, as are infrastructure projects, require that the special purpose entity is formed in order that the credit risk should be restricted to specific projects, that specific goals of designing, construction, management and maintenance of infrastructure facilities are fulfilled as well as that infrastructure services should be provided. => Investitori glomaznih i kapitalno intenzivnih projekata, kakvi su infrastrukturni, uslovljavaju formiranje entiteta za posebne namene kako bi se kreditni rizik ograničio na specijalne projekte i kako bi se ispunili specifični ciljevi projektovanja, izgradnja, upravljanja i održavanja infrastrukturnih objekata kao i pružanja infrastrukturnih usluga.
LL@(11487) It is in this sense that the isolation of project risks creates the environment in which there is no danger of other risks emerging from the business activities the investor cannot envisage Š3Ë. => U tom smislu, izolacija projektnih rizika kreira ambijent u kome ne postoji opasnost pojavljivanja drugih rizika iz poslovnih aktivnosti koje investitor ne može sagledati Š3Ë.
LL@(11488) However, the special purpose entities may be established to more undesirable goals, such as avoiding tax payments and concealing the sponsors transactions. => Ipak, entiteti za specijalne namene mogu biti osnovani sa mnogo nepoželjnijim ciljevima, kao što su izbegavanje poreskih obaveza i prikrivanje transakcija sponzora.
LL@(11489) According to Š12Ë, the attention of professional and academic public is especially focused upon the abuse of the special purpose entities after the failure of the Enron power corporation bancruptcy in 2002. => Prema Š12Ë, pažnja stručne i akademske javnosti na zloupotrebe entiteta za specijalnu namenu su posebno akcentovane nakon propasti energetske korporacije Enron 2002. godine.
LL@(11490) An improper use of the entity and a fraudulous accounting reports, accompanied by an inadequate audit performed by the then auditing giant Arthur Andersen, conditioned the changes in the concept of special purpose entity reporting. => Neodgovarajuća upotreba entiteta i fraudalno računovodstveno izveštavanje, te neadekvatna revizija koju je obavio tadašnji revizorski gigant Arthur Andersen, uslovile su promenu koncepta izveštavanja entiteta za specijalnu namenu.
LL@(11491) According to Š8Ë, the key principle of public-private partnership is that risk should be allocated to a partner who can manage this risk in the best way. => Prema Š8Ë, ključni pricip javno-privatnog partnerstva je da rizik treba da bude alociran na partnera koji može najbolje da upravlja tim rizikom.
LL@(11492) Actually, one of the most important principles of project financing as a modality of financing individual business enterprises is in the advantages this approach has in comparison with direct financing because the risk can be more easily and simply anticipated and allocated to certain participants in the business operations. => Zapravo, jedno od najznačajnijih načela projektnog finansiranja kao modaliteta finansiranja pojedinačnih poslovnih poduhvata se i sastoji u činjenici da je ovaj pristup u prednosti u odnosu na direktno finansiranje zbog mogućnosti da se daleko lakše i jednostavnije anticipativno alocira rizik na pojedine učesnike u poslu.
LL@(11493) An effective allocation of risk has a direct financial effect upon the project, which results in lower overall project costs and in an increased so-called value for money in comparison with the traditional method of financing and execution. => Efektivna alokacija rizika ima direktan finansijski uticaj na projekat što ima za posledicu niže ukupne troškove projekta i posledičnu uvećanu tzv. vrednost za novac u poređenju sa tradicionalnim načinom finansiranja i realizacije.
LL@(11494) The aim is not to transfer the risk to the private partner, but to distribute it equally so that the overall costs be minimized. => Cilj nije preneti rizik na privatnog aktera, nego ga pravilno rasporediti kako bi se ukupni troškovi minimizirali.
LL@(11495) The project financing is specific in terms of risk distribution, since the risk to be taken by the concession holder, the conceder or a third party (such as insuring company) is defined in the course of negotiations. => Projektno finansiranje je specifično u smislu raspodele rizika, jer se u periodu ugovaranja vrši i definisanje rizika koje će snositi koncesionar, koncedent ili neka treća strana (poput osiguravajućeg društva).
LL@(11496) The risk allocation in the infrastructure projects financing is not an abstract phenomenon. ~~~ Usually, the risks taken by the public or by the private sector are defined imperatively, by law or by contract, agreed upon by both the concession holder and the conceder. => Alokacija rizika u finansiranju infrastrukturnih projekata nije apstraktan fenomen, već su najčešće imperativno zakonski ili ugovorno, saglasnošću volja koncedenta i koncesionara, definisani rizici koje snosi javni, odnosno privatni sektor.
LL@(11497) For example, the risk of land expropriation completion is the risk taken by the public sector. => Primera radi, rizik okončanja eksproprijacije zemljišta predstavlja rizik koji snosi javni sektor.
LL@(11498) On the other hand, the risk of material provision, construction and maintenance of infrastructure facilities is by a rule taken by the private partner. => Sa druge strane, rizik nabavke materijala, izgradnje i održavanja infrastrukturnih kapaciteta po pravilu pada na privatnog partnera u poslu.
LL@(11499) The guidelines proposed for the risk allocation further in the text are not obligatory nor are they universally applicable; they rather describe a generic model of the concession contract. => U daljem tekstu su date smernice za alokaciju rizika koje nisu obligatornog karaktera i nemaju univerzalnu primenjivost, već opisuju generički model koncesionog ugovora.
LL@(11500) Different concession contracts may assume different systems of risk allocation, therefore, the situational approach in risk allocation is the best one. => Različiti koncesioni ugovori mogu podrazumevati drugačiji sistem alokacije rizika, te je situacioni pristup najbolji za alokaciju rizika.
LL@(11501) We will, however, describe some general directives for an optimum risk distribution. => Ipak, u nastavku će biti opisane neke načelne direktive za optimalnu distribuciju rizika.
LL@(11502) Risk is most commonly defined for different phases of the project Š28Ë, such as the risk of infrastructure design, the selection of the contractor(s), the construction of the infrastructure facility, or provision of infrastructure service, facility management, etc. => Rizik se najčešće definiše za različite faze projekta Š28Ë, kao što su rizik dizajna infrastrukture, izbora izvođača radova, igradnja infrastrukturnog objekta, odnosno pružanje infrastrukturne usluge, upravljanje objektima i sl.
LL@(11503) The selection of the contractor(s) is of great importance for an efficient execution of the infrastructure project. => Izbor izvođača radova je od velikog značaja za uspešnu realizaciju infrastrukturnog projekta.
LL@(11504) The basic criteria in the selection of the contractor are the pre-project experience in the relevant field, significant references, and the reputation on the matket. => Osnovni kriterijumi za izbor izvođača radova su pretprojektno iskustvo u relevantnoj oblasti, značajne preporuke i reputacija na tržištu.
LL@(11505) If the project is executed abroad, it is necessary that the con tractors know the local market and maintain good contacts with local manufacturers/suppliers. => Ukoliko se projekat realizuje u inostranstvu, potrebno je da izvođači radova poznaju lokalno tržište i poseduju dobre kontakte sa lokalnim podizvođačima.
LL@(11506) Even though a certain form of insurance is included when the contract is being closed, the damage in case the project fails may be outstanding. => Iako se prilikom potpisivanja ugovora o izvođenju radova koristi određeni oblik osiguranja, šteta u slučaju da projekat propadne može biti nenadoknadiva.
LL@(11507) In some cases, the contractor may be the project sponsor itself. => U određenim slučajevima izvođač radova može biti i sam sponzor projekta.
LL@(11508) Then we deal with the conflict of interests and the risk of making inadequate contracts. => Tada postoji konflikt interesa i rizik od sastavljanja neadekvatnih ugovora.
LL@(11509) In case there are flaws in the tender specification, the consequences of such errors are by a rule taken by the public sector. => Ukoliko postoje nedostaci u tenderskoj specifikaciji, posledice takvih propusta po pravilu snosi javni sektor.
LL@(11510) The errors in designing infrastructure systems are assigned to the contractor and it is these errors that cause an erosion in the returns on investments. => Greške u projektovanju infrastrukturnih sistema snosi izvođač radova i takve greške prouzrokuju eroziju povraćaja na investicije.
LL@(11511) In the construction phase, the key deviations that may emerge in the project implementation are related to the hypertrophy of costs, disregard of the anticipated time limit for the completion of the project, and the disparity between the project effects and the criteria set in the designing phase. => U fazi izgradnje ključne distorzije koje se u implementaciji projekta mogu javiti tiču se hipertrofije troškova, nepoštovanja anticipiranog vremenskog okvira za završetak projekta i nepodudarnosti efekata projekta sa kriterijumima koji su postavljeni u fazi dizajniranja.
LL@(11512) A similar classification according to the construction phases is used by Abdou Š1Ë, who classifies the risk as regards the financial, the time and the design aspects. => Sličnu klasifikaciju prema konstrukcionim fazama koristi i Abdou Š1Ë, te deli rizike sa finansijskog, vremenskog i dizajnerskog aspekta.
LL@(11513) The cost exceeding risk analysis deals with the most important cost items in the project budget, the manner in which the costs are controlled, and the possibility that they can be exceeded. => Analiza rizika prekoračenja troškova se odnosi na najvažnije stavke troškova u budžetu projekta, način na koji se kontrolišu troškovi i mogućnost njihovog prekoračenja.
LL@(11514) If the budget is exceeded due to the inefficient practices in the construction or the departure from the planned costs, the logics of concession mechanism states that such increased costs are to be suffered by the private contracting party, since the consortium is in charge of control of such expenses. => Ukoliko do probijanja budžeta dođe usled neefikasne prakse izgradnje ili odstupanja od planskih troškova, logika koncesionog mehanizma nalaže da ovakvi uvećani troškovi padaju na teret privatne ugovorne strane u ugovoru, jer je konzorcijum nadležan za kontrolu ovakvih trošenja.
LL@(11515) Possible disparities in the input buying prices, or costs, which the consortium deems uncontrollable, do not always have a clearly defined party that will bear them. => Eventualna odstupanja u nabavnim cenama inputa, odnosno troškovima, koja su sa aspekta konzorcijuma nekontrolabilna, nemaju uvek jasno definisanu stranu koja će snositi troškove.
LL@(11516) Such excess costs are usually suffered by the project company, although specific clauses may be included to define in more detail which inputs are key inputs in the production and thus the risk of higher prices of these inputs can be distributed more evenly. => Za ovakva troškovna prekoračenja najčešća je praksa da ih snosi projektno društvo, mada se posebnim klauzulama može bliže i detaljnije odrediti koji su inputi ključni u proizvodnji, te se ravnomernije raspodeliti rizik povećanja cena ovih inputa.
LL@(11517) As regards all the activities of the state that affect the project in a specific way, such as delays in licence issuing and work approvals provision, they are the responsibility of the conceder, i.e., the public authorities themselves. => Kada je reč o svim aktivnostima države koje imaju specifično dejstvo na projekat, kao što su odlaganja u obezbeđenju dozvola i saglasnosti za izvođenje radova, treba teretiti koncedenta, tj. samu javnu vlast.
LL@(11518) The cost control in the project construction is requested by the financiers, who have to approve of any rise in the key costs, even in case when there is sufficient capital to complete the project. => Kontrolu troškova izgradnje projekta zahtevaju finansijeri, koji moraju da odobre svako povećanje ključnih troškova, čak i u slučaju kada postoji dovoljno sredstava za završetak projekta.
LL@(11519) The project company is entitled a certain freedom to manage minor variations of costs falling into main categories, the more so if the total project costs are not fixed, but are of fluctuating character. => Projektna kompanija ima određenu slobodu da upravlja manjim varijacijama troškova koji spadaju u glavne kategorije, pogotovo ako ukupni troškovi projekta nisu fiksno određeni, već imaju fluktuirajući karakter.
LL@(11520) According to Š22Ë, the empirical evidence show that the mechanism of public-private partnership and the concession itself have great advantages compared to the traditional methods of infrastructure construction in cases of construction within the planned time. => Prema Š22Ë, empirijski dokazi pokazuju da je mehanizam javno-privatnog partnerstva i same koncesije pokazuje velike prednosti u odnosu na tradicionalne načine izgradnje infrastrukture po pitanju izgradnje u planiranom vremenu.
LL@(11521) For example, the UK National Audit Office reported in 2003 that 76% of audited public-private partnership projects were completed and available to use within the time period stipulated in the contracts. => Primera radi, Nacionalna revizorska kancelarija Velike Britanije je 2003. godine izvestila da je 76% revidiranih projekata javno-privatnog partnerstva bilo završeno i dostupno za upotrebu u vremenu koje je bilo predviđeno ugovorima.
LL@(11522) On the contrary, only 30% of traditionally financed and realized infrastructure projects were completed by the deadlines stated in the contract Š24Ë. => Za razliku od toga, tek 30% tradicionalno finansiranih i realizovanih projekata infrastrukture je bilo izvršeno u ugovorom predviđenom roku Š24Ë.
LL@(11523) The causes of delays in project construction and the postponing of project completion may be due to the contractors or the suppliers failing to fulfil their obligations, to the factors pertaining to force majeure or to the third party factors. => Uzroci nastajanja zastoja u izgradnji projekta i odlaganja završetka projekta mogu biti neispunjavanje obaveza od strane izvođača radova ili dobavljača, faktori koji spadaju u domen više sile i faktori treće strane.
LL@(11524) The deviation from the planned time of construction should be treated as the failure of the concession holder in case it results from an inefficient practice of construction or weaknesses in the manufacturers coordination. => Odstupanje u planiranom vremenu izgradnje treba da snosi koncesionar ukoliko su oni posledica neefikasne prakse izgradnje ili slabosti u koordinaciji podizvođača.
LL@(11525) On the other hand, in case the delays are the consequence of the so-called force majeure, the time penalty should be transferred to the insurance company, on condition the project is insured. => Sa druge strane, ukoliko su odlaganja u vremenu izgradnje posledica dejstva tzv. više sile, penale za odlaganje treba da snosi osiguravajuće društvo uz uslov da je projekat osiguran.
LL@(11526) The risk of the force majeure refers to the impacts of factors in the domain of the force majeure, such as strikes, floods, fires and other natural catastrophes or technical failures that may result in the reduction of capacity or may stop the project functioning temporarily or permanently. => Rizik više sile se odnosi na delovanje faktora koji spadaju u domen više sile, kao što su štrajkovi, poplave, požari i druge elementarne nepogode ili katastrofalne tehničke greške koje mogu uticati na smanjenje kapaciteta ili mogu privremeno ili trajno prekinuti funkcionisanje projekta.
LL@(11527) The project is also exposed to risk from the force majeure during both the construction period and the period of operation. => Projekat je izložen riziku više sile i tokom perioda izgradnje i tokom operativnog perioda.
LL@(11528) In case the project fails to satisfy the criteria set in the tender documentation, e.g., in case of the unsatisfactory quality of infrastructure services or defects in infrastructure facilities, the liquidation damages will be the liability of the concession holder. => Kada projekat ne zadovolji kriterijume koji su postavljeni tenderskom dokumentacijom, kao što su nezadovoljavajući kvalitet infrastrukturnih usluga ili defekti u infrastrukturnim objektima, likvidacione štete snosi koncesionar.
LL@(11529) The risk of poor performance means that the project (due to poor design and inadequate technology) does not perform as expected. => Rizik loših performansi podrazumeva da projekat (zbog lošeg projektovanja i neadekvatne tehnologije) ne funkcioniše u skladu sa očekivanjima.
LL@(11530) Such risk and consequently increased costs will have a significant impact upon the returns on investments, i.e., upon the profitability of the project itself. => Ovakav rizik i posledično uvećani troškovi imaće značajnih efekata na povraćaj na investicije, odnosno profitabilnost samog projekta. 6.
LL@(11531) 6. ~~~ Conclusion Creating an adequate business environment for the development of partnership between the public and the private sectors becomes imperative for the growth and development of national economies. => Zaključak Kreiranje adekvatnog poslovnog ambijenta za razvoj partnerstva javnog i privatnog sektora postaje imperativ za rast i razvoj nacionalnih ekonomija.
LL@(11532) This need is especially evident in the developing countries. => Ova potreba je posebno uočljiva u zemaljama u razvoju.
LL@(11533) The roles of the state in creating regulatory and investment encouraging elements of the business environment for the inflow of private capital in the infrastructure projects realization are manifold and complex. => Uloge države u stvaranju regulatornih i investiciono podsticajnih elemenata poslovnog okruženja za upliv privatnog kapitala u realizaciji infrastrukturnih projekata su mnogostruke i složene.
LL@(11534) They range from highly general, such as the regard for the principles of the state based on the rule of law, to the specific demand for efficient institutions for the selection of concession holders. => Ona se protežu od krajnje uopštenih, kao što je poštovanje načela pravne države, pa sve do specifičnih zahteva za efikasnim institucijama za izbor koncesionara.
LL@(11535) Of primary importance for the functional concession mechanism is that the risk be optimally allocated among the conceder, the concession holder, and other contracting parties. => Za funkcionalni mehanizam koncesije je od primarnog značaja optimalno alocirati rizik između koncedenta, koncesionara i ostalih ugovornih strana.
LL@(11536) The principle to be followed is that the responsibility and the consequential risk should be assigned to the party that can manage the given specific risk in the best possible manner. => Načelo koje treba poštovati je da odgovornost i posledični rizik treba pripisati onoj strani koja na najbolji način može da upravlja datim specifičnim rizikom.
LL@(11537) It is in this way that the total costs of financing and execution of the infrastructure project are minimized and all the interested parties are given opportunity to maximize their returns on investments, in purely financial, but also in broader socio-economic contexts. => Na taj način se minimiziraju ukupni troškovi finansiranja i realizacije infrastrukturnog projekta i svim interesnim stranama se ostavlja prostor za maksimizaciju povraćaja na investicije, kako u čisto finansijskom, tako i u širem društveno-ekonomskom kontekstu. 7.
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LL@(11540) Public investment and productivity growth in the Group of Seven, Economic Perspectives, Federal Reserve Bank of Chicago, pages 17-25. ~~~ Š3Ë Benković, S., and Milosavljević, M., (2009). => Public investment and productivity growth in the Group of Seven, Economic Perspectives, Federal Reserve Bank of Chicago, pages 17-25. Š3Ë Benković, S., and Milosavljević, M., (2009).
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LL@(11558) Hidden Financial Risk: Understanding Off-Balance Sheet Accounting, New Jersey: John Willey and Sons, Inc. Š13Ë Koch, C., & Buser, M., (2006). => Hidden Financial Risk: ~~~ Understanding Off-Balance Sheet Accounting, New Jersey: ~~~ John Willey and Sons, Inc. ~~~ Š13Ë Koch, C., & Buser, M., (2006).
LL@(11559) Emerging Metagovernance as an Institutional Framework for Public Private Partnership in Denmark, International Journal of Project Management, 24 (7), pp 548-556 Š14Ë Kumaraswamy, M.M., and Zhang, X.Q., (2001). => Emerging Metagovernance as an Institutional Framework for Public Private Partnership in Denmark, International Journal of Project Management, 24 (7), pp 548-556 Š14Ë Kumaraswamy, M.M., and Zhang, X.Q., (2001).
LL@(11560) Governmental Role in BOT-led Infrastructure Dvelopment, International Journal of Project Management, Vol. 19, pp 195-205 Š15Ë Kwak, Y.H., Chih, Y.Y., and Ibbs, C.W., (2009). => Governmental Role in BOT-led Infrastructure Dvelopment, International Journal of Project Management, Vol. ~~~ 19, pp 195-205 Š15Ë Kwak, Y.H., Chih, Y.Y., and Ibbs, C.W., (2009).
LL@(11561) Towards a Comprehensive Understanding of Public Private Partnerships for Infrastructure Development, California Management Review, Vol. 51, No 2, pp 59-62 Š16Ë Landau, D., (1986). => Towards a Comprehensive Understanding of Public Private Partnerships for Infrastructure Development, California Management Review, Vol. ~~~ 51, No 2, pp 59-62 Š16Ë Landau, D., (1986).
LL@(11562) Government and Economic Growth in the Less Developed Countries: An Empirical Study for 1960-1980, Economic Development and Cultural Change, University of Chicago Press, Vol. 35/1, pp 35-75 Š17Ë Li, S., and Filer, L., (2007). => Government and Economic Growth in the Less Developed Countries: ~~~ An Empirical Study for 1960-1980, Economic Development and Cultural Change, University of Chicago Press, Vol. ~~~ 35/1, pp 35-75 Š17Ë Li, S., and Filer, L., (2007).
LL@(11563) The Effects of the Governance Environment on the Choice of Investment Mode and the Strategic Implications, Journal of World Business, Vol. 42, Issue 1, pp 82-83 Š18Ë Merna, T. and Njiru, C., (2002). => The Effects of the Governance Environment on the Choice of Investment Mode and the Strategic Implications, Journal of World Business, Vol. ~~~ 42, Issue 1, pp 82-83 Š18Ë Merna, T. and Njiru, C., (2002).
LL@(11564) Financing Infrastructure Projects, London: Thomas Telford Š19Ë Milgrom, P., North, D., and Weingast, B., (1990). => Financing Infra structure Projects, London: ~~~ Thomas Telford Š19Ë Milgrom, P., North, D., and Weingast, B., (1990).
LL@(11565) The Role of Institutions in the Revival of Trade: The Law Merchant, Private Judges, and the Champagne Fairs. => The Role of Institutions in the Revival of Trade: ~~~ The Law Merchant, Private Judges, and the Champagne Fairs.
LL@(11566) Economics and Politics, Vol. 2 Š20Ë Miller, J.B., (1999). => Economics and Politics, Vol. ~~~ 2 Š20Ë Miller, J.B., (1999).
LL@(11567) Applying Multiple project Procurement Methods to a Portfolio of Infrastructure Projects, Procurement Systems: A Guide to Best Practice in Construction, E&N Spon Š21Ë Miller, R., and Lessard, D., (2003). => Applying Multiple project Procurement Methods to a Portfolio of Infrastructure Projects, Procurement Systems: ~~~ A Guide to Best Practice in Construction, E&N Spon Š21Ë Miller, R., and Lessard, D., (2003).
LL@(11568) The Strategic Management of Large Engineering Project: Shaping institutions, Risks, and Governance, Massachusetts Institute of Technology, IMEC Research Group, p 3 Š22Ë Milosavljevic, M. and Benkovic, S. (2009). => The Strategic Management of Large Engineering Project: ~~~ Shaping institutions, Risks, and Governance, Massachusetts Institute of Technology, IMEC Research Group, p 3 Š22Ë Milosavljevic, M. and Benkovic, S. (2009).
LL@(11569) Modern Aspects of Public Private Partnership, Perspectives of Innovations, Economics and Business, Vol. 3, pp. 25-28 Š23Ë Munnell, A. (1990). => Modern Aspects of Public Private Partnership, Perspectives of Innovations, Economics and Business, Vol. ~~~ 3, pp. 25-28 Š23Ë Munnell, A. (1990).
LL@(11570) Why has productivity growth declined? => Why has productivity growth declined?
LL@(11571) Productivity and public investment, New England Economic Review, Federal Reserve Bank of Boston, issue Jan, pages 3-22. => Productivity and public investment, New England Economic Review, Federal Reserve Bank of Boston, issue Jan, pages 3-22. Š24Ë National Audit Office, (2003). ~~~ PFI:
LL@(11572) Š24Ë National Audit Office, (2003). => Construction performance, www.nao.gov.uk.
LL@(11573) PFI: Construction performance, www.nao.gov.uk. Š25Ë Smit, H., and Trigeorgis, L., (2009). => Š25Ë Smit, H., and Trigeorgis, L., (2009). ~~~ Valuing Infrastructure Investment:
LL@(11574) Valuing Infrastructure Investment: An Option Games Approach, California Management Review, 51 (2) Š26Ë Winch, G.M., (2000). => An Option Games Approach, California Management Review, 51 (2) Š26Ë Winch, G.M., (2000).
LL@(11575) Institutional reform in British construction: partnering and private finance. => Institutional reform in British construction: partnering and private finance.
LL@(11576) Building Research and Information 28 (2), 141-155. ~~~ Š27Ë Zakon o koncesijama, Službeni glasnik RS, br. 20/97, 22/97 i 25/97 Š28Ë Zou, P., Zhang, G., & Wang J., (2007). => Building Research and Information 28 (2), 141-155. Š27Ë Zakon o koncesijama, Službeni glasnik RS, br. 20/97, 22/97 i 25/97 Š28Ë Zou, P., Zhang, G., & Wang J., (2007).
LL@(11577) Understanding the key risks in construction projects in China, Intenational Journal of Project Management, 25, 601-614 The Application of Integral Approach in Local Development Planning UDC: 332.14(497.6) ; 005.51/.52 Rade Ivanković1, Mirjana Miljanović2 1 Faculty of Manufacture and Management, Trebinje 2 Faculty of Manufacture and Management, Trebinje The changed living conditions and current issues of concern call for a different approach in problem solving from the point of view of both local administration and citizens. => Understanding the key risks in construction projects in China, Intenational Journal of Project Management, 25, 601-614 Primjena integralnog pristupa planiranja lokalnog razvoja UDK: ~~~ 332.14(497.6) ; 005.51/.
LL@(11578) Strategic planning is the means to overcome the ongoing challenges arising from the existing problems as well as to create a way ahead in the development of the Trebinje municipality. => Rade Ivanković1, Mirjana Miljanović2 1 Fakultet za proizvodnju i menadžment u Trebinju 2 Fakultet za proizvodnju i menadžment u Trebinju Promjenjeni uslovi života i postojeći problemi zahtjevaju drugačiji pristup rješavanju problema, kako od strane lokalne uprave, tako i od strane građana.
LL@(11579) The methodology of participatory planning was used in designing of the development Strategy of Trebinje municipality. => Strateško planiranje je sredstvo kojim će se prevazići stalno prisutni izazovi tekućih problema i kreirati put buduceg razvoja opštine Trebinje.
LL@(11580) This methodology was developed and recommended by the World Bank. => Za kreiranje Strategije razvoja opštine Trebinje korištena je metodologija participativnog planiranja, razvijena i preporučena od strane Svjetske banke.
LL@(11581) The Strategy consists of three goals identified as the most important ones for further development of Trebinje but also of the entire eastern Herzegovina region which heavily relies on this town. => Strategija je sastavljena od tri razvojna cilja koja su istaknuta kao najvažnija za dalji napredak Trebinja, pa i cijele regije istočne Hercegovine koja se najvećim dijelom oslanja na ovaj grad.
LL@(11582) Key elements have been defined for monitoring and evaluation of the implementation of the Strategy with the following indicators: the number of enterprises; employment rate; local economy income; profitability and productivity; demographic rejuvenation. => Definisani su ključni elementi za praćenje i vrednovanje realizacije strategije (indikatori: broj preduzeća, zaposlenost, prihod lokalne privrede, rentabilnost i produktivnost, demografsko podmlađivanje).
LL@(11583) The Strategy is concerned with the operational plan of implementation and strategic indicators. => Radi se o operativnom planu implementacije i o strateškim indikatorima.
LL@(11584) Also, the roles and responsibilities have been defined of the numerous institutional actors in the implementation, financing, monitoring and evaluation of the realization of the Strategy. => Takođe, definisane su i uloge i odgovornosti mnogobrojnih institucionalnih aktera u implementaciji, finansiranju i praćenju i vrednovanju ostvarivanja strategije 1.
LL@(11585) 1. ~~~ Introduction Planning is a systematic process conducted for the purpose of determining the needs and working in a best possible way in order to satisfy the need within a strategic framework that allows for us to identify the priorities and to define operational principles. => Uvod Planiranje je sistematski proces utvrđivanja potreba i rad na najbolji mogući način da bi se potreba zadovoljila unutar strateškog okvira koji omogućava da identifikujemo prioritete i da odredimo operativne principe.
LL@(11586) Planning entails thinking about the future, in order that, in view of this future, we should do something today Š3Ë. => Planiranje znači razmišljanje o budućnosti, da bi smo u vezi sa tim uradili nešto danas Š3Ë.
LL@(11587) Why is it necessary to plan the development? => Zašto je potrebno planirati razvoj?
LL@(11588) Because in doing this we: (cid:132) clearly establish what is necessary to be done in or der that our development goals be achieved; (cid:132) determine the priorities in the decision-mking process; (cid:132) allocate the possibly scarce resources upon the ac tivities that will bring us most benefit; (cid:132) keep planning in contact with the context global, national and regional; (cid:132) provide the means to communicate with others; (cid:132) provide a coherent/appropriate guide for imple mentation on a daily basis. => Zato što se time: (cid: ~~~ obezbjeđuje jasno razumjevanje šta je potrebno da uradimo, da bi postigli svoje razvojne ciljeve, (cid: ~~~ određuje prioritete u procesu donošenja odluka, (cid: ~~~ dozvoljava da fokusiramo moguće ograničene resurse na akcije od kojih ćemo imati najveće koristi, (cid: ~~~ održava planiranje u kontaktu sa kontekstom globalnim, nacionalnim i regionalnim, (cid: ~~~ obezbjeđuje sredstvo za komunikaciju sa drugi ma, (cid:
LL@(11589) Planning is possible on the strategic level, on the level of the activities, as well as on the operational level; planning can be conducted for the organization, for the local autonomy, for the programme or for the project. => obezbjeđuje koherentan/skladan vodič za svako dnevnu implementaciju. ~~~ Planirati je moguće na strateškom nivou, na nivou aktivnosti i na operativnom nivou, može da se planira za organizaciju, lokalnu samoupravu, za program ili za projekat.
LL@(11590) Two major types of planning are: strategic planning and action planning. => Dvije glavne vrste planiranja su: strateško planiranje i akciono planiranje.
LL@(11591) The strategy is actually the end result of strategic planning Š4Ë. Strategic planning or strategic framework development is always related to a wider image. => Strategija je zapravo konačni rezultat strateškog planiranja Š4Ë. ~~~ Strateško planiranje ili razvoj strateškog okvira je u vezi sa širom slikom.
LL@(11592) The Trebinje municipality uses it to: (cid:132) analyse the situation or the context in which it operates (social, political, economic, ecological), so that it can (cid:132) understand the context and is able to formulate the vision of its own development, (cid:132) identify a problem or problems within the situations the municipality deems itself capable of coping with, (cid:132) select its operational goals, (cid:132) manage its resources (finances, human resources, time) in a rational way, (cid:132) formulate its vision statement based on the prob lem(s) analysis and identification, (cid:132) analyse its strengths and weaknesses in dealing with a specific problem, (cid:132) identify opportunities and threats in the environ ment that may affect its operations, (cid:132) determine the priorities of its operations, (cid:132) review the strategic options in achieving goals and select the most appropriate ones, (cid:132) structure and organize itself in an adequate manner. => Njime opština Trebinje: (cid: ~~~ analizira situaciju ili kontekst u kome ona funkcioniše (socijalni, politički, ekonomski, ekološki) tako da (cid: ~~~ razumije kontekst i da je u mogućnosti da formu liše viziju sopstvenog razvoja, (cid:
LL@(11593) 2. => racionalno upravlja resursima (finansijama, ka drovima, vremenom), (cid:
LL@(11594)  => formuliše izjavu o viziji koja je bazirana na anali zi problema i njihovoj identifikaciji, (cid:
LL@(11595)  => analizira svoje snage i slabosti za bavljenje odre đenim problemom, (cid:
LL@(11596)  => identifikuje prilike i prijetnje u okruženju koje mogu da utiču na njen rad, (cid:
LL@(11597)  => određuje prioritete svog rada, (cid:
LL@(11598)  => revidira strateške opcije za postizanje ciljeva i se lektuje one koji joj najviše odgovaraju, (cid:
LL@(11599) Methodology of developmet strategy creation The sustainable growth strategy creation methodology for the Trebinje municipality is based on the principles of the sustainable planning of the local community development, as well as on the best examples from practice. => strukturira i organizuje sebe na adekvatan način. 2. ~~~ Metodologija kreiranja strategije razvoja Metodologija izrade Strategije održivog razvoja opštine Trebinje počiva na principima održivog planiranja razvoja lokalne zajednice, kao i na najuspješnijim primjerima iz prakse.
LL@(11600) It is based on a number of principles, and these are: the phase planning process, in which the public, the private, and the non-governmental sectors take part as partners, the focus upon critical issues, the selection of clear priorities in operations and an elaborate implementation plan. => Ona se bazira na nekoliko principa, a to su: fazni proces planiranja, uz partnersko učešće javnog, privatnog i nevladinog sektora, fokus na kritična pitanja, izbor jasnih prioriteta djelovanja i razrađen plan implementacije.
LL@(11601) To create the Development Strategy of the Trebinje municipality the methodology of participatory planning was used, developed and recommended by the World Bank, including the following phases Š4Ë: (cid:132) phase 1: activity organization; (cid:132) phase 2: current standing analysis, the PEST and SWOT analyses; (cid:132) phase 3: definition of the vision, the strategic and operational plans; (cid:132) phase 4: measure and project identification; (cid:132) phase 5: preparation for the strategy implementation. => Za kreiranje Strategije razvoja opštine Trebinje korištena je metodologija participativnog planiranja, razvijena i preporučena od strane Svjetske banke, sa sljedećim fazama izrade Š4Ë: (cid: ~~~ faza 1: organizacija aktivnosti, (cid: ~~~ faza 2: analiza stanja, PEST i SWOT analiza, (cid: ~~~ faza 3: definisanje vizije, strateških i operativnih planova, (cid: ~~~ faza 4: identifikacija mjera i projekta, (cid: ~~~ faza 5: priprema za implementaciju strategije. (cid: ~~~ identifikuje problem ili probleme u okviru situacije za koje opština vjeruje da je osposobljena da se njima bavi, (cid:
LL@(11602) Since it was worked out in a complex and uncertain environment and projected for a long-term period, the strategy is complex and comprehensive, with varied and highly elaborated contents and flexibly integrated components of economic, social, and infrastructural development. => selektuje radne ciljeve za sebe, Pošto je rađena u kompleksnom i nestabilnom okruženju i projektovana na dug vremenski period, strategija je kompleksna i obuhvatna, sa raznovrsnim i iznijansiranim sadržajima i fleksibilno integrisanim komponen tama privrednog, društvenog i infrastrukturnog razvoja.
LL@(11603) It is unique, because it is, both as a whole and in details, adjusted to a specific spirit, culture and identity of Trebinje. => Jedinstvena je, unikatna, jer je i u cjelini i u detaljima prilagođena specifičnom duhu, kulturi i identitetu Trebinja.
LL@(11604) 3. => 3.
LL@(11605) Abstract from the socio-economic analysis Due to climate conditions and abundant precipitation, the region of the Trebinje municipality ranks among richest in water in both the Balkans and Europe. => Izvod iz socio-ekonomske analize Zahvaljujući klimatskim uslovima i obilju padavina, prostor opštine Trebinje spada u vodom najbogatija područja na Balkanu i Evropi.
LL@(11606) The geographical position and the relief of the Trebinje municipality caused the specific climate characteristics suitable for farming, but also for people to live there. => Geografski položaj i reljef opštine Trebinje uslovio je posebne klimatske karakteristike pogodne za poljoprivrednu proizvodnju, ali i za život ljudi. ~~~ Geografski položaj i prirodne odlike: (cid: ~~~ površina: ~~~ 904 km2; (cid: ~~~ klima: mediteranska i brdsko-planinska; (cid: ~~~ procjena broja stanovnika: ~~~ 33.120; (cid:
LL@(11607) Geographical position and natural features: (cid:132) area: 904km2; (cid:132) climate: mediterranean and continental-highland; (cid:132) estimated population:33,120; (cid:132) population density: 37inhabitants/km2; Economic situation Evident is a substantial improvement in the ratio between the number of firms and the number of inhabitants, from 1:60 in 2004 to 1:42 in 2007, which is mainly the result of the growth in the number of entrepreneurial businesses. => gustina naseljenosti: ~~~ 37st/km2; Ekonomska situacija Primjetno je bitno poboljšanje odnosa broja firmi i broja stanovnika, sa 1:60 u 2004. na 1:42 u 2007. godini, što je u najvećem dijelu ostvareno rastom broja preduzetničkih radnji.
LL@(11608) The income in the energy and the manufacturing industry sectors are characterised by serious oscillations. => Prihod u sektoru energije i prerađivačke industrije trpe ozbiljne oscilacije.
LL@(11609) The sectors displaying the growth in income and employment (construction, commerce, farming and food industry) cannot absorb the evident fall in the previously lreading sectors (electric power supply and manufacturing industry), nor can they absorb the shocks, such as the surplus of workforce, that are to be expected. => Sektori koji pokazuju rast u prihodima i zaposlenosti (građevinarstvo, trgovina, poljoprivredno-prehrambena proizvodnja) ne mogu apsorbovati evidentni pad u ranije nosećim sektorima (elektroprivreda i prerađivačka industrija), ni udare u vidu viškova radnika koji se mogu očekivati.
LL@(11610) It is only the construction industry that shows a more reliable potential for short-term employment, however, only after certain organized retraining of workforce. => Jedino građevinarstvo pokazuje ozbiljniji potencijal zapošljavanja u kratkom roku, ali tek uz eventualne organizovane prekvalifikacije radne snage.
LL@(11611) On the other hand, the construction industry does not show a long-term development potential. => S druge strane, građevinarstvo ipak ne pokazuje dovoljan dugoročan razvojni potencijal.
LL@(11612) Apart from electrical energy, the most important export products are machine-building industry tools and ready-made garments industry. => Osim električne energije, najznačajniji izvozni proizvodi su alati za mašinsku industriju i konfekcija.
LL@(11613) As regards investments, the most important are the investments into the grape growing and wine production. => Kada su u pitanju investicije, izdvajaju se investicije u uzgoj i preradu grožđa i proizvodnju vina.
LL@(11614) Two large investments are announced that could change the economic structure of Trebinje substantially: the construction of the Trebinje resort tourist complex and the building of the airport at Zubci. => U najavi i pripremi su dvije velike investicije, koje mogu bitno da preoblikuju privrednu strukturu Trebinja: izgradnja turističkog kompleksa Trebinje risort (eng. resort) i izgradnja aerodroma na Zubcima.
LL@(11615) As regards the physical infrastructure for the development of small and mediumsize enterprises, two projects stand out: the Industry zone of Volujac and the Business Incubator establishment. => U pogledu fizičke infrastrukture za razvoj malih i srednjih preduzeća, izdvajaju se dva projekta: ~~~ Industrijska zona Volujac i osnivanje Poslovnog inkubatora.
LL@(11616) Trebinje is rich in tourist potential. => Trebinje posjeduje izuzetan turistički potencijal.
LL@(11617) In addition to a convenient geo-traffic position and a highly favourable climate, a luxurious and well-preserved nature, the cultural and historical monuments, religious buildings, traditional cultural manifestations ... are further preconditions for the development of tourism. => Pored dobrog geoprometnog položaja i izuzetno povoljne klime, pretpostavke za razvoj turizma čine i raskošna i očuvana priroda, kulturno-istorijski spomenici, vjerski objekti, tradicionalne kulturne manifestacije...
LL@(11618) On the basis of such preconditions it is possible to develop the religious tourism, as well as sports and recreational, mountain, excursional, hunting and fishing, rural, cultural and historical, transit and manifestation types of tourism. => Na osnovu ovakvih pretpostavki moguće je raditi i na razvoju vjerskog, i sportsko-rekreativnog, planinskog, izletničkog, lovno-ribolovnog, ruralnog, kulturno-istorijskog, tranzitnog i manifestacionog turizma.
LL@(11619) On the other hand, there are indications that a lot of people pass through Trebinje, but a small number of them stop there. => S druge strane, pokazatelji govore o tome kako ljudi prolaze, a malo se zaustavljaju u Trebinju.
LL@(11620) The problem is partly in a poor tourist infrastructure and organization, poor accommodation capacities, inferior tourist signallization. => Dio problema je u sla boj turističkoj infrastrukturi i organizaciji i malim smještajnim kapacitetima, dok je turistička signalizacija još uvijek oskudna.
LL@(11621) The major part of the natural and historical heritage of Trebinje has remained unexploited so far; hence it is a big challenge and opportunity for cultural and tourist entrepreneurs. => Najveći dio prirodne i kulturne baštine Trebinja ekonomski i turistički tek je neznatno iskorišćen i predstavlja veliki izazov i priliku za turističke i kulturne preduzetnike.
LL@(11622)  => Stanje poslovnog okruženja Anketa preduzeća i preduzetničkih radnji, provedena u maju 2008. godine, pruža sljedeće uvide u stanje poslovnog okruženja: (cid:
LL@(11623)  => najveći problemi za razvoj poslovanja su siva ekonomija i kriminal, te problemi finansijske prirode (za akcionarska društva na prvom mjestu je pristup kreditima, zatim slijedi obezbjeđenje stabilnog tržišta/kvalitetnih kupaca i visoki porezi; za preduzetnike kriminal predstavlja jedan od većih problema, zatim pristup kreditima, visoki porezi i korupcija); (cid:
LL@(11624) Business Environment Conditions The poll among the companies and entrepreneural businesses carried out in May 2008 revealed the following facts about the business environment: (cid:132) the most serious problems in business development are grey economy and criminal, followed by financial problems (for joint stock companies it is the access to loans, followed by ensuring a steady market/quality buyers and high taxes; for entrepreneurs, criminal is a major problem, and then the access to loans, high taxes and corruption); (cid:132) seventy-five percent of the companies claim that Trebinje makes a satisfactory, a good or a very good place to do business in; 60% of firms would recommend the Trebinje municipality to the others, as an adequate locality to set up a firm; (cid:132) as many as two thirds of the companies do not make use of the services for the business development; the services that they lack most are the introduction of the quality system and standards, then the management and the human resource management, then marketing ... (cid:132) only 7% firms plan to move their business (in total or only partly) out of the Trebinje municipality, as many as 84% owners/managers from the sample do not belong to any expert or business associations, 45% companies have some sort of cooperation with local firms from the same sector (business development, borrowing equipment, marketing); (cid:132) the companies are generally satisfied with the quality of the municipality administration services (61% entrepreneurs have so far not complained about the work of municipal bodies or staff); (cid:132) the costs of renting premises and documents legalization are rated as apropriate; the entrepreneurs maintain that all the other costs could be lower. => tri četvrtine preduzeća smatra da je Trebinje zadovoljavajuće, dobro ili čak jako dobro mjesto za poslovanje; 60% firmi bi preporučilo opštinu Trebinje drugima kao dobro mjesto za otvaranje firme; (cid: ~~~ čak 2/3 preduzeća ne koristi usluge za razvoj poslovanja; najviše nedostaju usluge uvođenja sistema i standarda kvaliteta, potom menadžment i menadžment ljudskim resursima, marketing... (cid: ~~~ samo 7% firmi planira da preseli/izmjesti poslovanje (u potpunosti ili jednim dijelom) van područja opštine Trebinje, čak 84% vlasnika/menadžera anketiranih preduzeća ne pripada ni jednom stručnom ili poslovnom udruženju, 45% preduzeća ostvaruje neku vrstu saradnje sa lokalnim firmama iz istog sektora (razvoj poslovanja, posuđivanje opreme, marketing); (cid: ~~~ preduzeća su uglavnom zadovoljna kvalitetom usluga opštinske administracije (61% preduzetnika se do sada nije žalio na rad opštinskih organa ili zaposlenih u opštini); (cid: ~~~ odgovarajućim su ocjenjeni troškovi zakupnine prostora i naknada za ovjeru dokumenata; za sve ostale troškove preduzetnici smatraju da ima prostora za smanjenje.
LL@(11625) Agriculture The farmland makes up slightly less than 10% of the total municipal area, whereas pastures cover approximately 40% of the area. => Poljoprivreda Obradivo zemljište čini nešto manje od 10% ukupne površine opštine, dok pašnjaci čine oko 40% površine opštine.
LL@(11626) The greenhouses are used to a significantly lower expent compared to western Herzegovina. => Korišćenje plastenika i staklenika znatno je manje nego u zapadnoj Hercegovini.
LL@(11627) Only 7 8 ha of the land is covered by greenhouses. => Na području opštine pod plastenicima i staklenicima nalazi se svega 78 ha zemljišta.
LL@(11628) A specific problem in the development of fruit and vegetable growing industries is the lack of take over and manufacturing capacities, so large quantities of the pro duce does not reach customers or manufacturers. => Poseban problem za razvoj voćarske i povrtlarske proizvodnje predstavlja nedostatak otkupnih i prerađivačkih kapaciteta, zbog čega velike količine ovih proizvoda ne pronalaze svoj put do kupaca i prerađivača.
LL@(11629) The farming and food industry, however, records growing exports. => Poljoprivredno-prehrambena proizvodnja bilježi izvozni rast.
LL@(11630) The major export products are fish, etheric oils, wine, sour cherry and medicinal herbs. => Najviše se izvozi riba, zatim eterična ulja, vino, višnje i ljekovito bilje.
LL@(11631) Ecology The environmental protection measures are of utmost importance for the Trebinje region, not only from the point of view of the life and health protection, but also because the unpolluted environment is a precondition of the development of Trebinje economy, especially in the field of farming and food industry and tourism. => Ekologija Mjere zaštite životne sredine od izrazitog su značaja za trebinjsko područje, ne samo sa aspekta zaštite života i zdravlja, već i zbog toga što je nezagađena životna sredina pretpostavka za razvoj trebinjske privrede, posebno u domenu poljoprivredno-prehrambene proizvodnje i turizma.
LL@(11632) The key ecological issues of Trebinje are regional in nature, hence finding solutions to them entails a coordinated action of all the agents responsible for the region of eastern Herzegovina. => Ključni ekološki problemi Trebinja imaju regionalnu dimenziju, tako da njihovo rješavanje podrazumijeva usklađeno djelovanje svih aktera koji su odgovorni za područje Istočne Hercegovine.
LL@(11633) The major sources of water pollution are the TA (Thermal Power Plant) Gacko, the faecal drainage system of Bileća and Lastva, waste waters from the Trebinje Tools Factory, but also numerous illegal dumping sites, whose waste come into the ground waters and thus threaten the watershed of the river Trebišnjica. => Zagađenje voda kreće od TA Gacko, fekalne kanalizacije iz Bileće i Lastve, otpadnih voda trebinjske Industrije alata, ali i mnogih divljih deponija, i putem podzemnih voda ugrožava sliv Trebišnjice.
LL@(11634) The major air polluters are the thermal energy facilities and the mines for surface extraction of coal, the coal separations and the automobile exhausts. => Najznačajniji zagađivači vazduha su termoenergetski objekti i rudnici za površinsku eksploataciju uglja, separacije i izduvni gasovi automobila.
LL@(11635) The building of a regional sanitary dumping site is one of the most important ecological priorities, in addition to the city dumping site rehabilitation. => Uz sanaciju gradske deponije, izgradnja regionalne sanitarne deponije čvrstog otpada predstavlja jedan od najvažnijih ekoloških prioriteta.
LL@(11636) Area and Infrastructure The results of the poll conducted among the citizens in May 2007 show that they are most satisfied with electrical power supply, but highly dissatisfied by road maintenance, the water supply and the sewage system. (cid:132) The three major problems in Trebinje related to road infrastructure and traffic communications with the surrounding regions are soon to be solved. => Prostor i infrastruktura Rezultati anketiranja građana, provedenog u maju 2007. godine, pokazali su da su anketirani građani najviše zadovoljni snabdjevanjem električnom energijom, a najnezadovoljniji održavanjem puteva, zatim vodosnabdjevanjem, te kanalizacionom mrežom. (cid: ~~~ Tri najveća trebinjska problema vezana za putnu infrastrukturu i saobraćajnu povezanost sa okruženjem su blizu rješenja.
LL@(11637) The RS Government allocated an amount of 7 million KM (convertible marks) for the completion of one portion of works on the building of the southern city transport line whose major stretch runs through the city area, hence the execution of this project is expected to begin soon. => Vlada RS je odobrila sredstva u iznosu od 7 miliona KM za završetak dijela radova na izgradnji južne gradske saobraćajnice, koja dobrim dijelom prolazi kroz gradsko područje, te se ubrzo očekuje realizacija ovog projekta.
LL@(11638) The works on the completion of the road from Trebinje to Herceg Novi are under way. => U toku su aktivnosti na završetku izgradnje puta od Trebinja do Herceg Novog.
LL@(11639)  => U ovoj godini se očekuje početak radova na putnom pravcu Gacko Foča, odnosno rješenje prevoja Čemerno (radovi su već počeli). (cid:
LL@(11640) The beginning of the construction of the Gacko Foča road is planned for this year, as well as the solution to the Čemerno saddle (the works have already commenced). (cid:132) The execution of the power supply system develop ment and reconstruction project is to begin soon. (cid:132) The problem of technical water has not been worked out yet, which is a serious problem, especially in farming and wine production, where water has a significant share in the overall costs. (cid:132) The waste water purification network covers only a limited number of urban settlements, while the secondary sewage system does not exist in a largest part of the municipality area. (cid:132) According to the local communities representatives estimates, there is a regular electrical power supply in all the households in 12 local communities, in 95% households in 2 local communities, and in 90% households in 4 local communities. => Uskoro treba da počne realizacija projekta dogradnje i rekonstrukcije sistema vodosnabdjevanja. (cid: ~~~ Pitanje obezbjeđivanja tehničke vode nije riješeno, što predstavlja ozbiljan problem, posebno u poljoprivredi i vinarstvu, gdje voda značajno učestvuje u ukupnim rashodima (troškovima). (cid: ~~~ Mrežom za prečišćavanje otpadnih voda pokrivena su samo pojedina gradska naselja dok sekundarna kanalizaciona mreža ne postoji u većem dijelu opštine. (cid: ~~~ Prema procjenama predstavnika mjesnih zajednica, sva domaćinstva u 12 MZ imaju električnu energiju, 95% domaćinstava u 2 MZ i 90% domaćinstava u 4 MZ.
LL@(11641) On the other hand, the production of the Trebišnjica Hydroelectric Power Plant amounts to one-fourth of the total annual output of electrical energy in the Republic of Srpska. => S druge strane, proizvodnja sistema Hidroelektrana na Trebišnjici, na godišnjem nivou, predstavlja oko 1/4 ukupno proizvedene električne energije u Republici Srpskoj.
LL@(11642) An average of one-sixth of the electrical energy produced in this plant is used in the region of eastern Herzegovina, and one-twelth on the area of the Trebinje municipality. (cid:132) As regards fixed telephony, all the households in six local communities are covered with this network, half of these being urban, and half being rural local communities. => Otprilike 1/6 električne energije proizvedene u sistemu HET-a se potroši na području Istočne Herce govine, a 1/12 na području opštine Trebinje. (cid: ~~~ Kada je u pitanju pokrivenost domaćinstava fiksnom telefonijom, u šest mjesnih zajednica sva domaćinstva imaju fiksnu telefoniju, od toga su pola urbane i pola ruralne MZ.
LL@(11643) In urban local communities, 90-100% households are supplied by fixed/cord telephones, while in the local community Zasad, which is partly suburban and partly urban, the fixed telephony coverage amounts to 60%. => U urbanim MZ od 90% do 100% domaćinstava ima fiksnu telefoniju, dok je u MZ Zasad, koja je dijelom gradska a dijelom prigradska, pokrivenost fiksnom telefonijom 60%.
LL@(11644) Social Infrastructure Three faculties, departments of the Eastern Sarajevo University and one private faculty operate on the territory of this municipality. => Društvena infrastruktura Na teritoriji opštine posluju tri fakulteta u sklopu Univerziteta Istočno Sarajevo i jedan privatni.
LL@(11645) Trebinje is a city of culture. => Trebinje je grad kulture.
LL@(11646) The cultural heritage is the core part of a unique identity of this city. => Kulturna baština je sržni dio jedinstvenog identiteta ovog grada.
LL@(11647) The cultural tradition of Trebinje is primarily based on institutions, manifestations and promoters and advocates of culture. => Kulturna tradicija Trebinja zasniva se prvenstveno na institucijama, manifestacijama i na kulturnim pregaocima.
LL@(11648) Among the institutions, worth mentioning are the Museum of Herzegovina, the National Library of Trebinje, the Centre for information and Culture and the Youth Centre, whereas the most important manifestations are the Poetry evenings of Dučić, the Dučić Day and the Trebinje Summer Festival, entailing a host of varied and high quality cultural events. => Od institucija se izdvajaju Muzej Hercegovine, Narodna biblioteka Trebinje, Centar za informisanje i kulturu i Dom mladih, dok su najznačajnije manifestacije Dučićeve večeri poezije, Dučićev dan i Trebinjske ljetne svečanosti, koje objedinjavaju cijeli niz raznovrsnih i kvalitetnih kulturnih događaja.
LL@(11649) Trebinje is also a regional health care centre and plays an important role in the medical treatment and health care of the entire eastern Herzegovina population. => Trebinje je regionalni zdravstveni centar i ima važnu ulogu u liječenju i zaštiti zdravlja stanovništva cijele Istočne Hercegovine.
LL@(11650) The citizens needs for health care services grow in proportion to the ageing of the Trebinje population, the structure of the services required constantly changing. => Potrebe stanovnika za zdravstvenim uslugama rastu proporcionalno starenju trebinjske populacije, a mijenja se i struktura potrebnih usluga.
LL@(11651) The two most important health care institutions are the General Hospital in Trebinje and the Health Care Centre. => Dvije najznačajnije zdravstvene ustanove su Opšta bolnica Trebinje i Dom zdravlja.
LL@(11652) Trebinje spends substantial financial resources on social welfare and pursues a responsible social policy concerning endangered categories of citizens. => U Trebinju se izdvajaju značajna sredstva za socijalnu zaštitu i sprovodi odgovorna socijalna politika za socijalno ugrožene kategorije.
LL@(11653) Institutionally, the social security in the Trebinje region is carried out through the Social Welfare Centre. => Institucionalno, socijalna zaštita na području Trebinja je organizovana kroz rad Centra za socijalni rad.
LL@(11654) The Centre has a highly developed system of basic and extended rights in the social welfare field. => Centar za socijalni rad ima visoko razvijen sistem osnovnih i proširenih prava iz socijalne zaštite.
LL@(11655) The other aspects od social welfare are organized through the work of various non-governmental organizations and other forms of organizations of citizens, whose fields of activity are related to satisfying certain social needs. => Ostali vidovi djelovanja socijalne zaštite su organizovani kroz rad raznih nevladinih organizacija i drugih oblika organizovanja građana, čija polja djelovanja su vezana za zadovoljavanje nekih socijalnih potreba.
LL@(11656) The demands for the community intervention in the social welfare field rise in proportion to the increase of the share of the elderly, the disabled persons, the children and young people with special needs, and other socially endangered categories. => Zahtjevi za intervencijom zajednice iz oblasti socijalne zaštite se povećavaju sa povećanjem udjela starog stanovništva, invalida, djece i omladine sa posebnim potrebama i drugih socijalno ugroženih kategorija.
LL@(11657) Estimates show that the demand for social welfare (and consequently the expenses for that purpose) will grow in the period to come, primarily due to an incraesingly unfavourable demographic age distribution in Trebinje. => Procjene ukazuju da će se potrebe za socijalnom zaštitom (time i za izdvajanjima za ove namjene) u narednom periodu povećavati, prvenstveno zbog sve nepovoljnije starosne demografske strukture Trebinja.
LL@(11658) The Municipal Civil Protection Staff guides and controls the activities of civil protection and performs other activities in the field of protection and rescue. => Opštinski Štab civilne zaštite rukovodi akcijama civilne zaštite i obavlja druge poslove u zaštiti i spasavanju.
LL@(11659) There are two fire brigades, the Territorial Fire Brigade of Trebinje and the Fire Association of Lastva, the civil protection units, and a special unit of Mountaing Rescue Unit. => Postoje dvije vatrogasne jedinice, Teritorijalna vatrogasna jedinica Trebinje i Vatrogasno društvo Lastva, jedinice civilne zaštite, te posebna jedinica Gorske službe spašavanja.
LL@(11660) The lack of staff, poor and obsolete equipment prove to be a growing and an incraesingly evident problem, as the fires in the summer months are more and more frequent and larger in scope. => Nedostatak ljudstva, nedovoljna opremljenost i zastarjela oprema predstavljaju sve veći problem i sve više dolaze do izražaja, jer su sve češći i sve veći požari u ljetnjim mjeseci ma.
LL@(11661) Since the fires usually spread from the neighbourhood, there is a growing need for a regional, cross border cooperation and coordination in this field. => Kako požari uglavnom dolaze iz susjedstva, sve je izraženija potreba za regionalnom, prekograničnom saradnjom i koordinacijom u ovoj oblasti.
LL@(11662) Sports are well developed and organized through the activities of the numerous popular team sports clubs, such as football, basketball, judo, carate, handball, athletics and swimming. => Sport je dobro razvijen i organizovan kroz rad klubova iz mnogih popularnih ekipnih sportova, kao što su fudbal, košarka, džudo, karate, rukomet, atletika i plivanje.
LL@(11663) The city has 34 sports clubs, associations and societies with a total of 2,648 members. => U gradu djeluju 34 sportska kluba, društva i udruženja, koja okupljaju ukupno 2.648 članova.
LL@(11664) Evident is an intensive development of the civil sector that can contribute significantly to the development and promotion of Trebinje in a wider region. => Primjetan je intenzivan razvoj civilnog sektora, koji može bitno da doprinese razvoju i promociji Trebinja u širem okruženju.
LL@(11665) About fifty non-governmental organizations cater for almost all the segments of social life: from advocating the childrens, the youth and the womens interests, to the rights of the retired persons, refugees and displaced persons, to getting together the individuals who need aid of some kind or another, etc; from taking care about the natural and cultural and artistic heritage to modern dances, trainings, arts, sustainable and economic development. => Pedesetak nevladinih organizacija pokriva skoro sve segmente društvenog života: od afirmacije dječijih, omladinskih i ženskih interesa, do prava penzionera, izbjeglih i raseljenih lica, okupljanja lica kojima je potrebna pomoć, itd.; od brige o prirodnoj i kulturnoumjetničkoj baštini, do modernih igara, obuka, umjetnosti, održivog i ekonomskog razvoja.
LL@(11666) The NGO activities, however, are not coordinated enough, therefore it is necessary that they be better coordinated in this sector. => Ipak, aktivnosti NVO nisu dovoljno uvezane i potrebno je ostvariti bolju koordinaciju u ovom sektoru. 5.
LL@(11667) 4. ~~~ Swot analysis This chapter summarizes the crucial, strategic strenghts of Trebinje on which a development strategy can be built, the most evident weaknesses that have to be diminished or neutralised, the opportunities to be strategically taken and the threats that should be evaded or minimized in strategy building and implementation. => SWOT analiza U ovom dijelu sažete su najvažnije, strateške prednosti Trebinja na kojima se može graditi razvojna strategija, najizrazitije slabosti koje treba umanjiti ili neutralizovati, prilike koje treba strateški iskoristiti i prijetnje koje treba izbjeći ili minimizirati pri izgradnji i realizaciji strategije.
LL@(11668) Methodologically, the SWOT analysis (the analysis of strenghts, weaknesses, opportunities and threats) is a specific bridge between the present condition, identified in the socio-economic analysis, and a future position, projected in a strategic plan. => SWOT analiza (analiza snaga, slabosti, prilika i prijetnji) metodološki predstavlja svojevrstan most između sadašnjeg stanja, utvrđenog socio-ekonomskom analizom, i budućeg stanja, projektovanog strateškim planom.
LL@(11669) The resource forces should by a rule be a corner stone of the strategy, since their prospects to succeed in the local development of the municipality are most promising Š2Ë. => Resursne snage bi u pravilu trebale biti kamen temeljac strategije, jer imaju najbolje izglede za uspjeh lokalnog razvoja opštine.
LL@(11670) Here we present only the most important strenghts, weaknesses, opportunities and threats, synthetised from the previous findings in the analysis. => Š2Ë Ovdje su izdvojene samo najznačajnije snage, slabosti, prilike i prijetnje, sintetizovane iz prethodnih nalaza analize. ~~~ Snage: (cid:
LL@(11671) Strenghts: (cid:132) The city at the junction of three borders, close to ports, airports and well-known tourist destina tions; known for its natural and geographical properties, one of the most attractive healthy life and holiday sites in Southeastern Europe; (cid:132) Managing and production centre of the energy supply sector, a strategically most important sector of the RS and B&H; (cid:132) Fast, effective, and dynamic development of wine production industry; (cid:132) Mild Mediterranean climate, and every inch of arable land could be irrigated; (cid:132) Unique cultural heritage and tradition; (cid:132) Responsible and efficient social welfare. => Grad na tromeđi, sa malim udaljenostima od luka, aerodroma i poznatih turističkih destinacija; po prirodno-geografskim karakteristikama, jedna od najprivlačnijih lokacija u jugoistočnoj Evropi za zdrav život i odmor; (cid: ~~~ Upravljački i proizvodni centar energetskog sek tora, strateški najvažnijeg sektora RS i BiH; (cid: ~~~ Brz, efektan i dinamičan razvoj vinarske industri je; (cid: ~~~ Blaga mediteranska klima, tako da bi se svaki pe dalj obradive zemlje mogao da navodnjava; (cid: ~~~ Jedinstvena kulturna baština i tradicija; (cid: ~~~ Odgovorna i efikasna socijalna zaštita. ~~~ Slabosti: (cid: ~~~ Daleko od glavnih administrativnih i ekonomskih centara, još uvijek otežan robni i putnički saobraćaj sa Dubrovnikom i Pločama; (cid: ~~~ Demografsko starenje, sve radno aktivno stanovništvo prešlo u grad, mladi odlaze, uspješni se ne vraćaju; (cid:
LL@(11672) Weaknesses: (cid:132) Remote from major administrative and economic centres, still difficult freight and passenger transport to Dubrovnik and Ploče; (cid:132) Demographic ageing, all the working-age population move to the city, young people leave the area, those who succeed do not come back; (cid:132) Human resources are not prepared for the challenges of the new economy, the project approach and entrepreneurship; (cid:132) The existing economy structure is not sustainable in either a middle term or a long-term period; an insufficiently developed private sector cannot carry the burden of employment until a new economy structure has been created; unfavourable enterpreneurial and investment climate; (cid:132) Sustaining and promoting the cultural heritage are too dependent on an ever more scarce budgetary and sponsorship funds; (cid:132) A system of lasting capital programming and budgeting is not established. => Ljudski resursi nisu pripremljeni za izazove nove ekonomije, projektnog pristupa i preduzetništva; (cid: ~~~ Postojeća privredna struktura nije održiva ni u srednjem ni u dugom roku, nedovoljno razvijeni privatni sektor ne može ponijeti teret zapošljavanja do oblikovanja nove privredne strukture; nepovoljna preduzetnička i investiciona klima; (cid: ~~~ Održavanje i promovisanje kulturne baštine suviše zavise od sve oskudnijih budžetskih i sponzorskih sredstava; (cid: ~~~ Nije uspostavljen sistem višegodišnjeg kapitalnog programiranja i budžetiranja. ~~~ Prilike: (cid: ~~~ Promocija prirodne, vjerske i kulturne baštine, posebno u sklopu regionalne, prekogranične turističke ponude; (cid: ~~~ Privlačenje strateških investitora u turizmu i po ljoprivredno-prehrambenoj industriji; (cid: ~~~ Veliki infrastrukturni (građevinski) projekti u ne posrednom okruženju; (cid:
LL@(11673) Opportunities: (cid:132) Promotion of natural, religious and cultural heritage, especially as part of regional, cross-border tourist offer; (cid:132) Attracting strategic investors in tourism and farm ing and food industry; (cid:132) Large infrastructure (construction) projects in im mediate vicinity; (cid:132) A proactive project approach to the RS Development Fund budget (especially to economic and social component); (cid:132) A proactive project approach to pre-accesson funds (IPA) of the European Union (especially to the cross-border cooperation component CBC); (cid:132) Focused and creative engagement of intellectual, political and economic capital of the diaspora for the promotion and development of Trebinje. => Proaktivan projektni pristup sredstvima Razvojnog fonda RS (posebno ekonomsko-socijalnoj komponenti); (cid: ~~~ Proaktivan projektni pristup pretpristupnim fondovima (IPA) Evropske unije (posebno komponenti prekogranične saradnje CBC); (cid: ~~~ Fokusirano i kreativno angažovanje intelektualnog, političkog i ekonomskog kapitala dijaspore za promociju i razvoj Trebinja. ~~~ Prijetnje: (cid:
LL@(11674) Threats: (cid:132) The probability of a substantial decline in jobs, even in short term, in the leading economy sectors (manufactoring industry and energy supply); (cid:132) Lack of adjustment and interrelation (somewhere even the absence) of public policies, funds and institutions (among the EU, the OHR, the state, the entities and the local level) that should accellerate and facilitate structural reforms in both the economy and the society; (cid:132) Uncontrolled increasing demand for building land may result in losing the highest quality farming land; (cid:132) Water and air pollution by the Thermal power plant and the Gacko mine may seriously endanger the Trebinje orientation towards the development of farming and food industry and tourism; (cid:132) An increasing number of the socially threatened, an increasing pressure upon social funds, an ever higher demand for health care services, ... due to an unfavourable age structure of the population; (cid:132) Uncontrolled intensive housing and business premises construction may result in an irreparable harm to natural, cultural and architectural heritage of Trebinje. seeks in to achieve 5. => Vjerovatnoća ozbiljnog smanjenja broja radnih mjesta, čak i u kratkom roku, u nosećim privrednim sektorima (prerađivačka industrija i energetika); (cid: ~~~ Međusobna nepovezanost i neusklađenost (ponegdje i odsustvo) javnih politika, fondova i institucija (između EU, OHR-a, države, entiteta i lokalnog nivoa) koji bi trebalo da ubrzaju i olakšaju strukturne reforme u privredi i društvu; (cid: ~~~ Nekontrolisana rastuća potražnja za građevinskim zemljištem može dovesti do gubljenja najboljeg poljoprivrednog zemljišta; (cid: ~~~ Zagađenja vode i vazduha od Termoelektrane i Rudnika Gacko mogu ozbiljno da ugroze orijentaciju Trebinja ka razvoju poljoprivredno-prehrambene proizvodnje i turizma; (cid: ~~~ Sve više socijalno ugroženih, sve veći pritisak na socijalne fondove, sve veća potražnja za zdravstvenim uslugama,... zbog nepovoljne starosne strukture stanovništva; (cid: ~~~ Nekontrolisana intenzivna stambena i poslovna izgradnja može da dovede do nepopravljivog narušavanja prirodne, kulturne i arhitektonske baštine Trebinja. ~~~ 6.
LL@(11675) Development vision Methodologically, the development vision is the ideal an entity its development. => Vizija razvoja Metodološki, vizija razvoja predstavlja ideal kojemu jedna sredina u razvojnom pogledu teži.
LL@(11676) Metaphorically, it is a dream that can come true, one that shows how the agents representing the entity would like the entity to look like in the future. => Metaforički rečeno, ona je ostvariv san koji upućuje na to kako bi sudionici koji predstavljaju sredinu željeli da ta sredina izgleda u budućnosti.
LL@(11677) By its contents and style, a good vision should be effective in expressing a unique identity and the specific advantages of the place, on one hand, and, in accordance with them, to outline the desired future in an inspiring and challenging way, on the other. => Sadržajno i stilski, dobra vizija treba da efektno izrazi jedinstveni identitet i specifične prednosti mjesta, s jedne strane, i da, u skladu s njima, ocrta poželjnu budućnost na inspirativan i izazovan na čin, s druge strane.
LL@(11678) It is especially important that the vision contents be agreed upon unanimously in the community. => Posebno je važno da se o sadržaju vizije postigne konsenzus u zajednici.
LL@(11679) When formulated, the development vision is a sort of social, but also a personal obligation for all those who can and should contribute to its realization. => Kad se donese, vizija razvoja predstavlja neku vrstu društvene, ali i lične obaveze za sve koji mogu i trebaju da doprinesu njenom ostvarenju. ~~~ VIZIJA RAZVOJA:
LL@(11680)  => Trebinje do 2020. godine: ~~~ Pri kraju druge decenije novog milenijma Trebinje je među najpoželjnijim manjim gradovima u Jugoistočnoj Eropi, za kreativne poduhvate i rekreativan život, za poslovna ulaganja i lična ispunjenja.
LL@(11681)  => Izvor razvojne inspiracije i privlačnosti Trebinja je jedinstven sklad duhovnog i svjetovnog, kulturne i prirodne baštine, mediteranskog i kontrinenatlnog, grada i sela, starog i novog.
LL@(11682)  => Iz takvog sklada gradi se Trebinje kao podmlađena, kreativna, preduzetničaka zajednica koja privlači i zadržava mlade, talentovane, obrazovane iuspješne ljude.
LL@(11683)  => Tako Trebinje, uz ranije stvoreni imidž mjesta koje proizvodi najjeftiniju čistu energiju, postaje prepoznatljivo kao sredina koja pruža najkvalitetniji život, nudi najzanimljiviji odmor, proizvodi najbolje vino i najzdraviju hranu u RS, BiH i na Balkanu.
LL@(11684) 6. => 1.
LL@(11685)  => Stvorena održiva lokalna ekonomija i konkurentna privredna struktura koja optimalno koristi prednost Trebinja u prilikama koje pruža nova globalna ekonomija 1.1 Uspješno izvršeno prestruktuiranje u energetskom sektoru i prerađivačkoj industriji 1.2 Poljoprivredno-prehrambrena proizvodnja upošljava i angažuje najmanje 1500 ljudi do 2012. ~~~ g. 1.
LL@(11686)  => Stvorena kritična masa preduzetnika i organizacija u turizmu i kerativnim industrijama, do 2012. ~~~ g. 1.
LL@(11687)  => Privučene najmanje tri veće privredne investicije do 2012.
LL@(11688)  => g. STRATE[KI CILJEVI 2.
LL@(11689)  => Podmlađena i napredna zajednica koja privlači mlade i uspješne i brine o starim i ugroženim 3. ~~~ Inspirativan životni ambijent sa očuvanom kulturom i prirodnom baštinom i prestižnom infrastrukturom OPERATIVNI CILJEVI 2.1 Uspostavljen trend pozitivnog prirodnog prireštaja 2.2 Osigurano proaktivno prilagođavanje znanja i vještina novoj privrednoj strukturi u regiji 2.3 Kvalitetno ispunjen slobodno vrijeme građana 2.4 Unapređeno stanje zdravlja i socijalne sigurnosti stanovništva 3.1 Ostvaren prostorni i arhitetonski sklad nove poslovne i stambene infrastrukture sa kulturnim i prirodnim ambijentom Trebinja 3.2 Kulturna i prirodna baština Trebinja istražene, promovisane i valorizovane kao dio svjetske baštine 3.3 Osiguran održiv razvoj odgovornim upravljanjem životnom sredinom i korišćenjem prirodnih potencijalnih karsta 3.4 Osiguran visok stepen zadovoljstva građana stanjem infrastrukture i uslugama lokalne uprave 3.5 Ostvarena puna saobraćajna i komunikaciona povezanost sa primorskim i kontinentalnim okruženjem 7.
LL@(11690) From strategic goals to projects The strategic goals stem from key problems and challenges identified in the course of economic and social analysis, on one hand, and the set development vision, on the other. => Od strateških ciljeva do projekata Strateški ciljevi izviru iz ključnih problema i izazova, identifikovanih tokom ekonomske i socijalne analize, s jedne strane, i postavljene vizije razvoja, s druge strane.
LL@(11691) Actually, they are the first elaboration of the vision, defining the foci upon which efforts, energy and scarce resources we have at disposal, should be concentrated. => U stvari, oni predstavljaju prvu razradu vizije, određujući fokuse na koje treba skoncentrisati napore, energiju i ograničene resurse kojima raspolažemo.
LL@(11692) For each of these foci, the strategic goal defines the most important goal we seek to achieve by the end of the development cycle stipulated in the strategy. => Za svaki od tih fokusa, kroz strateški cilj se definiše ono najvažnije što želimo da postignemo do kraja razvojnog ciklusa obuhvaćenog strategijom.
LL@(11693) In the second phase of elaboration, each strategic goal is further elaborated into a number of operational goals. => U drugom sloju razrade, vrši se razrada svakog strateškog cilja u vidu više operativnih ciljeva.
LL@(11694) Operational goals are measurable and temporary defined aims that are to be achieved on each of the strategic directions, some sort of interim times that are to be achieved. => Operativni ciljevi predstavljaju operacionalizaciju strateških ciljeva, mjerljive i vremenski određene mete koje treba dostići na svakom od strateških pravaca, neku vrstu prolaznih vremena koje treba postići.
LL@(11695) Well defined operational goals can later serve to measure the advances in the strategy implementation. => Dobro definisani operativni ciljevi poslije mogu poslužiti i za mjerenje napretka u ostvarivanju strategije.
LL@(11696) In the third step, specific support measures, programmes and projects are elaborated, to be implemented for the purpose of achieving operational goals, and through them, the strategic goals. => U trećem koraku, razrađuju se specifične mjere podrške, programi i projekti koje treba preduzeti kako bi se ostvarili operativni ciljevi i, kroz njih, strateški ciljevi.
LL@(11697) In addition to the connection with the goals, expected results and major activ ities are defined for the support measures and projects, the estimate of costs is given together with the modalities and prospective sources of financing, a time orientation is defined as regards the duration and the period of execution, as well as the roles and responsibilities of the various agents in their execution. => Osim veze sa ciljevima, za mjere podrške i projekte definišu se očekivani rezultati i glavne aktivnosti, daje se procjena troškova sa modalitetima i potencijalnim izvorima finansiranja, daje se vremenska orijentacija u pogledu trajanja i perioda realizacije, te definišu uloge i odgovornosti različitih aktera u njihovoj realizaciji.
LL@(11698) In addition to some typical support measures and the projects implemented in the situations of local economic and social development, it is important that the strategic document should include the support measures and projects recognized and proposed by local agents. => Uz neke tipične mjere podrške i projekte koji se primjenjuju u odgovorajućim situacijama lokalnog ekonomskog i društvenog razvoja, važno je da strateški dokument uključi mjere podrške i projekte prepoznate i kandidovane od strane lokalnih aktera.
LL@(11699) Such an approach is fully implemented in the preparation of this development strategy, in an effort to achieve an effective combination of certain standard instruments of local development, created in the developed, industrialized European countries, on one hand, and the specific measures and projects with highlighted local characteristics, on the other. ~~~ 7. => Ovakav pristup u potpunosti je korišćen u pripremi ove strategije razvoja, nastojeći da se ostvari djelotvorna kombinacija nekih standardnih instrumenata lokalnog razvoja, stvorenih u razvijenim industrijalizovanim evropskim zemljama, s jedne strane, i specifičnih mjera i projekata sa naglašenim lokalnim obilježjima. 8.
LL@(11700) Major suggestions in strategy implementation The first suggestion refers to setting up a special development office as part of the municipality mayor office, immediately upon the strategy adoption. => Glavne preporuke za realizaciju strategije Prva preporuka odnosi se na stvaranje posebne kancelarije za razvoj pri kabinetu načelnika opštine, odmah nakon usvajanja strategije.
LL@(11701) The basic reason (mission) for setting up the office is to ensure an efficient implementation and update the development strategy. => Osnovni razlog (misija) uspostavljanja kancelarije je osiguravanje efikasne implementacije i ažuriranja strategije razvoja.
LL@(11702) It is of great importance that all the agents understand that this office is not meant to implement any individual project (each project will have its own implementors, appointed on the basis of the nature of their work, selected following an appropriate procedure), but to control the execution of the strategy as a whole, on a daily basis. => Vrlo je važno da svi akteri shvate da ova kancelarija neće implementirati ni jedan pojedinačni projekat (svaki projekat imaće svoje implementatore, određene po prirodi posla, izabrane kroz odgovarajuću proceduru), već će svakodnevno brinuti o realizaciji cjeline strategije.
LL@(11703) The second important suggestion is to make use of the partnership between the public and the private sectors in the implementation of the projects that require larger funds (which the municipal budget usually lacks), where the private sector finds the investment profitable in a certain period of time and where both parties are interested in an efficient implementation. => Druga važna preporuka je korišćenje partnerstva javnog i privatnog sektora za implementaciju projekata koji zahtijevaju veća sredstva (kakvih obično nema u opštinskom budžetu), gdje se privatnom sektoru ulaganje is plati u određenom roku i gdje su obje strane zainteresovane za efikasnu implementaciju.
LL@(11704) In contracting such arrangements special attention should be paid to an appropriate risk share between the parties. => Pri ugovaranju ovakvih aranžmana posebno treba voditi računa o odgovarajućoj raspodjeli rizika između strana.
LL@(11705) The third suggestion deals with the timely earmarking of a portion of funds planned in the municipal budget, generally when drafting the budget for the oncoming year. => Treća preporuka tiče se pravovremenog rezervisanja dijela sredstava planiranih iz opštinskog budžeta, u pravilu tokom pripreme nacrta budžeta za narednu godinu.
LL@(11706) Recommended also is to conduct an analysis of the credit standing of the municipality and a multi-year financing programme, at least for a three-year period. => Preporučuje se i izrada analize kreditne sposobnosti opštine i programa višegodišnjeg finansiranja, najmanje za trogodišnji period. 9.
LL@(11707) 8. ~~~ Strategy implementation monitoring and evaluation In order to manage the strategy implementation, as well as the project implementation, we have to be in a position to measure the extent to which the defined goals and results are achieved in a defined space of time, for which we apply objectively verifiable indicators. => Praćenje i vrednovanje realizacije strategije Da bismo upravljali implementacijom strategije, kao i implementacijom projekata, moramo biti u mogućnosti da mjerimo stepen ostvarenja definisanih ciljeva i rezultata u određenom vremenskom periodu, za šta nam služe objektivno provjerljivi indikatori.
LL@(11708) The objectively verifiable indicators defined on the strategy level allow for a clear insight into the ex tent to which the strategic and operational goals are achieved in a defined space of time (insight into the changes of the elements of the socio-economic analysis), while the indicators defined for each of the projects let us monitor the project implementation from the aspect of the extent to which the defined general and specific goals and the expected results of each of the projects are accomplished. => Objektivno provjerljivi indikatori definisani na nivou strategije nam omogućavaju jasan uvid u stepen ostvarenja strateških i operativnih ciljeva u određenom vremenskom periodu (uvid u promjene elemenata socio-ekonomske analize), dok nam indikatori definisani za svaki od projekata omogućavaju da pratimo implementaciju projekata sa aspekta stepena ostvarivanja definisanih opštih i specifičnih ciljeva i očekivanih rezultata svakog od projekata.
LL@(11709) This allows us to precisely understand the impact of the project upon the achievement of strategic and operational goals. => To nam omogućava i precizno sagledavanje uticaja projekta na ostvarivanje operativnih i strateških ciljeva.
LL@(11710) Similarly, we are in a position to timely identify the possible deviations and take corrective actions. => Takođe, možemo na vrijeme uočiti eventualna odstupanja i preduzeti korektivne akcije.
LL@(11711) The development office will monitor the defined indicators and thus control the achievement of goals, col DEVELOPMENT VISION: Trebinje until the zear 2020: Towards the end of the second decade of the new millenium Trebinje ranks among the most attractive towns in Southeastern Europe, for creative enterprises and recreational life, for business investments and personal fulfillment. => 
LL@(11712) The cource of development inspiration and attraction of Trebinje is a unique accord of the spiritual and the secular, the cultural and natural heritage, the Mediterranean and the continental, the urban and the rural, the old and the new. => 
LL@(11713) Such an accord makes Trebinje into a rejuvenated, creative, entrepreneurial community that attracts and retains young, telented, educated and successful people. => 
LL@(11714) It is in this way that Trebinje, in addition to the already created image of the place that produces the cheapest clean energy, becomes identified as an environment ensuring the highest quality life, offering the most entertaining holidays, produces the best wines and the healthiest food in RS, B&H and in the Balkans. => Kancelarija za razvoj će praćenjem definisanih indikatora kontrolisati ostvarenje ciljeva, tako što će prikupljati i analizirati podatke potrebne za njihovo dokazivanje u okviru aktivnosti ažuriranja strategije, kao i u okviru monitoringa i evaluacije projekata.
LL@(11715) A sustainable local economy and competitive economic structure are created that optimally take advantage of the Trebinje strengths in the opportunities provided by the new global economy STRATEGIC GOALS Rejuvenated and advanced community that attracts the young the successful and takes care of the old and threatened Inspiring living environment with preserved cultural and natural heritage and prestigeous infrastrusture OPERATIVNI CILJEVI 1.1 Successfully performed restructuring in the energy sector and manufacturing industry 1.1 Farming and food industry 1.1 A trend of positive natural growth rate of population established 1.1 A proactive adjustment of employs and engages at least 1,500 people by 2012 1.1 Reached the critical mass of entrepreneurs and organizations in tourism and creative industries, by 2012 1.1 At least three larger economic investments attracted by 2012 knowledge and skills to the new economic structure in the region ensured 1.1 Quality spare time of citiyens 1.1 Improved health and social welfare of the population 1.1 The space and architectural accord of new business and housing infrastructure with the cultural and natural environment of Trebinje 1.1 Cultural and natural heritage of Trebinje explored, promoted and valuated as part of world heritage 1.1 Sustainable development ensured by responsible management of environment by using the natural potentials of karst 1.1 Achieved a high level of citizens satisfaction as regards the infrastructure and services provided by the local administration 1.1 Achieved a full traffic and communication link with the coastal and continental environments lecting and analysing the data necessary for their verification within the strategy updating activity, as well as within the project monitoring and evaluation. => 
LL@(11716) Further in the text, the authors define the major indicators for monitoring and evaluating the implementation and performance of the Developmen strategy of the Trebinje municipality in the 2009 2017 period. => U daljem tekstu definisani su glavni indikatori za praćenje i vrednovanje realizacije Strategije razvoja opštine Trebinje od 2009. do 2017. godine.
LL@(11717) The key economy indicators (number of economic entities, employment, income of local economy, productivity and profitability) as well as the most important social indicator of the demographic rejuvenation of the community are identified. => Izdvojeni su ključni ekonomski indikatori (broj privrednih subjekata, zaposlenost, prihod lokalne privrede, te rentabilnost i produktivnost) i najvažniji socijalni indikator demografskog podmlađivanja zajednice.
LL@(11718) The position of the indicators is defined for the period from 2007 (basic year), to 2012 (the middle year between the short- and longterm periods and 2017 (the final year of the set strategic period). => Stanje indikatora je definisano u vremenskom slijedu koji obuhvata 2007. (baznu godinu), 2012. (godinu koja je na prelazu između kratkog i srednjeg roka) i 2017. (krajnju godinu postavljenog strateškog perioda).
LL@(11719) The estimates are given along the scale where the lower limit represents a kind of pessimistic scenario, and the upper limit represents the optimistic one. => Procjene su date u rasponu, gdje donja granica predstavlja neku vrstu pesimističkog scenarija, a gornja optimistički scenario.
LL@(11720) Both scenarios mean a serious engagement of resources and agents planned in the strategy. => I jedan i drugi scenario podrazumijevaju veoma ozbiljno angažovanje resursa i aktera predviđenih u strategiji.
LL@(11721) Number of Firms Indicator In order that the goals of the Development strategy of the Trebinje municipality be acheved, it is necessary that the number of firms grow at least by 20 to 30 newly set up firms annually in the period of the strategy implementation. ~~~ 2007. ~~~ 2012. => Indikator broja preduzeća Da bi se ostvarili ciljevi Strategije razvoja opštine Trebinje, potreban je rast broja firmi najmanje od 20 do 30 novoformiranih firmi godišnje u periodu realizacije strategije. 2007.
LL@(11722) 360-420 2017. ~~~ 460-560 In the first place, we remember that such a growth was actually recorded in the Thebinje municipality region in the 2004-2006 period. => 2012. 360-420 2017. 460-560 Prije svega, treba podsjetiti da je u periodu 2004 2006. godine i zabilježen ovakav rast na području opštine Trebinje.
LL@(11723) New 20-30 firms a year means that approximately one new firm will be started per 1000 inhabitants. ~~~ For comparison purposes, in the Istra district, 3-4 new firms are established per 1000 inhabitants. => Novih 20-30 firmi godišnje znači da će se na oko 1000 stanovnika opštine osnivati približno jedna nova firma, a, poređenja radi, važno je napomenuti da je na području Istarske županije na 1000 stanovnika osnivaju 3-4 nove firme.
LL@(11724) Therefore this is a real and attainable goal. => To znači da je ovo realno i ostvarivo.
LL@(11725) Employment Indicator The local economy of the Trebinje municipality enters a substantial restructuring in the oncoming period. ~~~ 2007. ~~~ 9.796 2012. => Indikator zaposlenosti Opštinu Trebinje u narednom periodu očekuje značajno prestrukturisanje lokalne privrede. 2007.
LL@(11726) 2017. ~~~ 10.500-11.000 12.000-13.000 Given that large privatized companies suffer significant losses, the trend of downsizing is expected to continue in the period of their restructuring, until 2012. ~~~ According to the dynamics so far, this amounts to 4% or 200 employees annually. => 9.796 2012. 2017. 10.500-11.000 12.000-13.000 S obzirom da velika privatizovana preduzeća ostvaruju značajne gubitke, u toku njihovog prestrukturisanja, do 2012. godine može da se očekuje nastavak trenda smanjivanja broja radnika, i to po dosadašnjoj dinamici od oko 4% ili oko 200 radnika godišnje.
LL@(11727) After 2012 and upon the completion of the restructuring of this section of the Trebinje economy, a growth in employment rate is expected. => Nakon 2012. godine, i prestrukturisanja ovog dijela trebinjske privrede, i ovdje se očekuje rast zaposlenosti.
LL@(11728) On the other hand, if the Strategy is correctly implemented, more jobs are expected to be created in the private sector, now in the full swing of restructuring (until 2012) at a dynamic rate of 10% (200-300 new jobs per year), followed by a more temperate rate of 5% in a later period (approximately 200 new jobs annually, from 2012 till 2017). => S druge strane, ako se Strategija bude valjano sprovodila, u sektoru privatnih preduzeća očekuje se rast zaposlenosti, i to u periodu snažnog prestrukturisanja (do 2012.) po dinamičnijoj stopi od oko 10% (200-300 novih radnih mjesta godišnje) i u kasnijem periodu po umjerenijoj stopi od 5% (2012-2017. oko 200 novih radnih mjesta svake godine).
LL@(11729) Local Economy Iincome Indicator As said above, the Trebinje municipality enters a substantial restructuring in the field of local economy, which will have a significant impact upon the overall income of the local economy. ~~~ 2007. ~~~ 2012. ~~~ 2017. => Indikator prihoda lokalne privrede Kao što smo rekli, opštinu Trebinje očekuje značajno prestrukturisanje lokalne privrede i to će se značajno odraziti i na ukupan prihod lokalne privrede. 2007.
LL@(11730) 333 miliona ¡ 375-400 mil. ¡ 0.55-0.66 mlrd ¡ In the already mentioned large privatized companies a decline in income is anticipated. => 2012. 2017. 333 miliona ¡ 375-400 mil. ¡
LL@(11731) It started in 2006 at an annual rate of about 3-4% . => 0.55-0.66 mlrd ¡ Kod već spomenutih velikih privatizovanih preduzeća očekuje se nastavak trenda smanjenja prihoda koji je započeo od 2006. godine i to po dosadašnjoj dinamici od oko 3-4% u prosjeku godišnje.
LL@(11732) After 2012, a rise in income is expected in this sector. => Nakon 2012. godine, i ovdje se očekuje rast prihoda.
LL@(11733) In the private company sector the income is expected to rise by the annual 10-15%, in accordance with the trend so far and with the average incomes achieved in other regions important for our comparison (in the Istra district the average amounts to 15%). => U sektoru privatnih preduzeća očekuje se u rast prihoda od oko 10-15% godišnje, u skladu sa dosadašnjim trendom i prosjecima koji se ostvaruju u drugim, za poređenje važnim područjima (prosjek u Istarskoj županiji je 15%).
LL@(11734) Profitability and Productivity Indicator The dynamics of the local economy restructuring can best be seen by tracking the changes in productivity and profitability. => Indikator rentabilnosti i produktivnosti Dinamika prestrukturisanja lokalne privrede će se najbolje vidjeti praćenjem promjena u rentabilnosti i produktivnosti.
LL@(11735) The profit achieved is the profitability indicator, however, in the absence of detailed information on the basis of which the productivity can be calculated, our indicator of both we will be the profit achieved per employee. => Ostvarena dobit je pokazatelj rentabilnosti, međutim, u nedostatku detaljnih podataka na osnovu kojih se može računati produktivnost, koristićemo ostvarenu dobit po radniku kao pokazatelj i jednog i drugog.
LL@(11736) A more favourable scenario predicts that losses should be eliminated in 2009 at the latest, while a less favourable one predicts that to be achieved in 2010. => Povoljniji scenario predviđa da se gubici eliminišu u 2009. godini, dok nepovoljniji to eliminisanje predviđa za 2010.
LL@(11737) 2007. ~~~ 2012. => godinu. 2007.
LL@(11738) 2017. ~~~ 345 ¡ per employee 250-375 ¡ per employee oko 1.000-1.500 ¡ per employee Following the period of substantial restructuring and loss elimination, a growth in profits is expected, amounting to Km 2,000-3000 per employee, in 2017 (for example, for comparison purposes, the average profits earned in the Bijeljina municipality in 2006 amounted to KM 1,200 per employee). => 2012. 2017. 345 ¡ po radniku 250-375 ¡ po radniku oko 1.000-1.500 ¡ po radniku Nakon perioda snažnog prestrukturisanja i eliminisanja gubitaka, očekuje se rast ostvarene dobiti po zaposlenom do 2.000-3.000 KM u 2017. godini (npr. kao poređenje možemo navesti da je u opštini Bijeljina prosjek po firmama u 2006. godini bio 1200 KM ostvarene dobiti po zaposlenom radniku).
LL@(11739) Demographic Rejuvenation Indicator Approximately 320 people die in Trebinje every year, and, due to the ageing population, there is a tendency that the rate of deaths increases. today 2012. ~~~ 2017. newborn babies* newborn babies newborn babies 10-15 10-15 young educated married couples young educated married couples *average for 2005; 2006 and 2007 The plan is to have 330 new born babies in 2012, and 380 babies in 2017 (the number of babies born at Trebinje in 1999). => Indikator demografskog podmlađivanja U Trebinju u prosjeku umire oko 320 ljudi godišnje, i, zbog starenja stanovništva, postoji tendencija rasta broja umrlih. danas 2012. 2017. novorođenčadi* novorođenčadi novorođenčadi 10-15 mladih obrazovanih bračnih parova 10-15 mladih obrazovanih bračnih parova *prosjek za 2005; 2006. i 2007. godinu Zato bi, u 2012. godini, trebalo dostići broj od 330 novorođenih beba, a u 2017. godini 380 (toliko beba je u Trebinju rođeno 1999. godine).
LL@(11740) Given that 150 weddings are held at Trebinje every year, it is necessary that, for a start, 20-30 young couples be stimulated to start a family thereby getting 15-20 additional new born babies immediately in the first year. => Pošto se u Trebinju zasnuje oko 150 brakova svake godine, potrebno je stimulisati za početak 20-30 mladih bračnih parova za zasnivanje porodice i tako dobiti 15-20 dodatnih novorođenih beba, odmah u prvoj godini.
LL@(11741) Since the depopulation is one of the most serious strategic challenges for Trebinje, this measure should be observed to the extent when each new married couple is covered by a package of measures that help them start a family. => Pošto je depopulacija jedan od najkrupnijih strateških izazova za Trebinje, ovu mjeru bi trebalo proširivati do nivoa kada bi svaki novi bračni par bio pokriven paketom mjera koje pomažu u zasnivanju porodice.
LL@(11742) An integrated approach to planning was applied in order that the nature of the Trebinje identity should define its development perspective. => 
LL@(11743) It is at this point that the synergy effects between economy, ecology and social responsibility of Trebinje are best employed. => 
LL@(11744) The strategy, in the first place, means the concentration of available resources on solving the problems that bear the greatest development potential. => 
LL@(11745) It has to be focused upon the most important strategic challenges, otherwise it will result in dissolving the ever scarce resources without achieving any real strategic effects. => 
LL@(11746) Another useful measure to rejuvenate and improve the community would be to attract at least 10-15 educated young married couples from other regions every year, to settle at Trebinje. => Takođe, radi podmlađivanja i napredovanja zajednice, bilo bi vrlo korisno godišnje privlačenje bar 10-15 obrazovanih mladih bračnih parova iz drugih sredina, svake godine, za život u Trebinju.
LL@(11747) Thus the number of inhabitants will grow at a rate of 20-30 educated young people every year, and the newcomers are expected to have children. => Ovim bi se povećavao broj stanovnika za dodatnih 20-30 obrazovanih mladih ljudi svake godine, a novopridošli mladi bračni parovi takođe predstavljaju potencijal za dobijanje nove djece.
LL@(11748) These two measures are closely connected and influence each other. => Ove dvije mjere su usko povezane i utiču jedna na drugu.
LL@(11749) An appropriate data base for secondary data, created in the course of the socio-economic analysis, may significantly help in data processing and in monitoring the position of indicators. => Odgovarajuća baza podataka za sekundarne podatke, urađena u toku Socio-ekonomske analize, može u znatnoj mjeri da se iskoristi pri obradi podataka i praćenju stanja indikatora.
LL@(11750) The base is broadly set and allows for defining and monitoring other indicators if need arises. => Baza je šire postavljena i omogućuje definisanje i praćenje i drugih indikatora, ukoliko se za tim pokaže potreba.
LL@(11751) The activities of monitoring and evaluating the priority projects should be defined within the project of establishing and starting the development office, since monitoring and evaluating will be an important part of activities of the office. => Aktivnosti praćenja i vrednovanja realizacije prioritetnih projekata treba da se definišu u sklopu projekta uspostavljanja i osposobljavanja kancelarije za razvoj, jer će praćenje i vrednovanje (monitoring i evalvacija) biti važan dio posla ove kancelarije.
LL@(11752) Within the scope of that priority project, the monitoring and evaluation systems should be elaborated in detail by the end of the first half of 2009, together with the indicators and their target values for the strategy and the priority projects. ~~~ 9. => U sklopu tog prioritetnog projekta do kraja prve polovine 2009. ~~~ godine treba detaljno razraditi sistem monitoringa i evalvacije sa indikatorima i njihovim ciljnim vrijednostima za strategiju i prioritetne projekte. 10.
LL@(11753) Conclusion A good strategy is based on advantages, not on weaknesses, it is a game on your own grounds, competing in what you are better than the others. => Zaključak Dobra strategija se zasniva na prednostima, a ne na slabostima, ona je igra na svom terenu, nadmetanje u onome u čemu smo bolji od drugih.
LL@(11754) There is no strategy based on certain facts, since every strategy is concerned with the future. => Nema te strategije koja počiva na sigurnim činjenicama, jer se svaka strategija bavi budućnošću.
LL@(11755) We have the facts about the past at our disposal, and we estimate the variants of the future mainly on the basis of what was going on in the past and what suggests some regularity in the events in the present. => Raspolažemo činjenicama o prošlosti, a varijante budućnosti procjenjujemo, dobrim dijelom na osnovu onoga što se dešavalo u prošlosti i što nagovještava neku pravilnost dešavanja u sadašnjosti.
LL@(11756) The most important qualitative changes in the world economy (transition towards the knowledge economy and the experience economy, to clean and reusable energy resources, to sustainability as a key principle of economic, social and ecological development,...) are identified as well as the opportunities that in such a context Trebinje can take advantage of, to more advantage than any other communities in the neighbourhood. => U dovoljnoj mjeri su markirani najvažnije kvalitativne promjene koje se dešavaju u svjetskoj ekonomiji (prelaz na ekonomiju znanja i ekonomiju doživljaja, prelaz na čiste i obnovljive energetske izvore, održivost kao ključni princip ekonomskog, društvenog i ekološkog razvoja...) i prilike koje, u takvom kontekstu, Trebinje može da iskoristi prije i bolje nego druge sredine u okruženju.
LL@(11757) Hence, the basic strategic solutions are based on reasonable estimates. => Dakle, osnovna strateška rješenja zasnovana su na razumnim procjenama.
LL@(11758)  => Primijenjen je integrisani pristup planiranju da bi se omogućilo prirodi trebinjskog identiteta da nađe svoju razvojnu perspektivu.
LL@(11759)  => Upravo ovdje su došli do izražaja sinergetski efekti između trebinjske ekonomije, ekologije i društvene odgovornosti.
LL@(11760)  => Strategija, prije svega, podrazumijeva koncentraciju raspoloživih resursa na rješavanje problema koji imaju najveći razvojni potencijal.
LL@(11761)  => Mora biti fokusirana na najvažnije strateške izazove, jer će, u protivnom, voditi raspršivanju uvijek oskudnih resursa bez postizanja stvarnog strateškog efekta.
LL@(11762) In such a context, the key challenges the new strategy should focus on include Š4Ë: (cid:132) transforming the comparative location and resource strengths which Trebinje undoubtedly has at disposal, into competitive advantages of a new Trebinje economy; (cid:132) establishing a sustainable economy structure that will make use of the Trebinje competitive advantages in that it will support the human resources development, entrepreneurship and small and medium-sized enterprises; (cid:132) restructuring the energy sector and manufacturing industry; (cid:132) strategic management of the area and infrastructure that will ensure a coordinated spread of the city, the protection of cultural and natural heritage, the development of business zones and the protection of high quality soil; (cid:132) changing the negative demographic trends and en suring a steady demographic rejuvenation; (cid:132) strategic adjustment of education, culture and sports to the opportunities and demands of the new economy; (cid:132) readiness to respond to the expected, increasingly evident health care and social demands of the citizens. => U takvom kontekstu, ključni izazovi na koje nova strategija razvoja treba da se fokusira, obuhvataju Š4Ë: (cid: ~~~ pretvaranje komparativnih lokacijskih i resursnih prednosti, kojima Trebinje nesumnjivo raspolaže, u konkurentske prednosti nove trebinjske ekonomije; (cid: ~~~ uspostavljanje održive privredne strukture, koja će iskoristiti konkurentske prednosti Trebinja, kroz podršku razvoju ljudskih resursa, preduzetništva i malih i srednjih preduzeća; (cid: ~~~ prestrukturisanje energetskog sektora i prerađi vačke industrije; (cid: ~~~ strateško upravljanje prostorom i infrastrukturom, koje će osigurati usklađeno širenje grada, zaštitu kulturne i prirodne baštine, razvoj poslovnih zona i zaštitu kvalitetnog zemljišta; (cid: ~~~ preokretanje negativnih demografskih trendova i osiguranje stabilnog demografskog podmlađivanja; (cid: ~~~ strateško prilagođavanje obrazovanja, kulture i sporta prilikama i zahtjevima nove ekonomije; (cid: ~~~ spremnost da se odgovori na očekivane, sve izraženije zdravstvene i socijalne potrebe stanovništva.
LL@(11763) The detailed plan of monitoring and evaluation of the strategy implementation, with operational indicators is scheduled to be worked out within the development office establishment and setting into action, which is the first priority upon the adoption of the document. => Predviđeno je i da se detaljan plan praćenja i vrednovanja ostvarivanja strategije, sa operativnim indikatorima, razradi u sklopu uspostavljanja i osposobljavanja kancelarije za razvoj, koja je prvi prioritet nakon usvajanja dokumenta.
LL@(11764) REFERENCE Š1Ë Certo S., Certo T., Moderni menadžment, 10. izdan je. => LITERATURA Š1Ë Certo S., Certo T., Moderni menadžment, 10. izda nje.
LL@(11765) MATE, d.o.o., Zagreb, 2008. ~~~ Š2Ë Thompson A., Strateški menadžment - u potrazi za konkurentskom prednošću, MATE, d.o.o., Zagreb, 2008. ~~~ Š3Ë Wren D., Voich D., Menadžment - proces, struktura i ponašanje, Grmeč-Privredni pregled, Beograd, 1994. => MATE, d.o.o., Zagreb, 2008. Š2Ë Thompson A., Strateški menadžment - u potrazi za konkurentskom prednošću, MATE, d.o.o., Zagreb, 2008. Š3Ë Wren D., Voich D., Menadžment - proces, struktura i ponašanje, Grmeč-Privredni pregled, Beograd, 1994. Š4Ë Izvod iz Strategije razvoja opštine Trebinje 20092017. godine, koja je usvojena 30.01.2009. godine.
LL@(11766) Š4Ë Izvod iz Strategije razvoja opštine Trebinje 2009 2017. godine, koja je usvojena 30.01.2009. godine. => E-zapošljavanje i menadžment ljudskih resursa UDK:
LL@(11767) E-Employment and Human Resource Management UDC: 004.738.5:331.5 ; 005.96 Svetlana Mitrović, M.A. => 004.738.5:331.5 ; 005.96 mr Svetlana Mitrović Predmet ovog rada je elektronsko zapošljavanje.
LL@(11768) This paper deals with electronic employment. ~~~ Possibilities of e-recruitment and the use of online social networking websites and business-oriented social sites in employment, are analyzed and presented. => U ovom radu analiziraju se mogućnosti elektronskog zapošljavanja i primene online društvenih mreža i poslovno-socijalno orjentisanih sajtova u zapošljavanju.
LL@(11769) The model of e-employment, also shown in this paper, is an attempt to find new, more efficient ways in the search for, selection and recruitment of human resources using information technologies and communication networks. => Izrada modela e-zapošljavanja, koji je takođe prikazan u ovom radu, pokušaj je da se na novi, efikasniji način, primenom informacionih tehnologija i komunikacionih mreža, pristupi traženju, selekciji i zapošljavanju ljudskih resursa.
LL@(11770) The model of eemployment is based on the concepts of e-business and human resource management methods. => Model e-zapošljavanja, bazira se na konceptu elektronskog poslovanja i metodama menadžmenta ljudskih resursa.
LL@(11771) The proposed model is adapted to conditions of employment in Serbia. => Predloženi model prilagođen je uslovima zapošljavanja u Srbiji.
LL@(11772) 1. => 1.
LL@(11773) Introduction Human potentials are resouces whose knowledge, skills, competencies and experience, along with the implementation of new technologies and permanent training, are capable of responding to market changes and enhancing the organizational performance in achieving organizational objectives. => Uvod Ljudski potencijali, predstavljaju resurs, čije znanje, veštine, sposobnosti i iskustvo, uz primenu novih tehnologija i stalnog osposobljavanja, mogu da odgovore na tržišne promene i utiču na uspešno ostvarivanje ciljeva organizacije.
LL@(11774) The use of the Internet in human resources recruitment in the developed countries is dominant, with a tendency to replace traditional methods. => Primena Interenta, u regrutovanju ljudskih resursa u razvijenim zemljama je dominantna, sa tendencijom da zameni tradicionalne metode.
LL@(11775) The job announcements and the profiles of job seekers are much more easily and promptly accessible on virtual job markets or on-line social networking websites. => Ponude poslova i profila lica zainteresovanih za posao na virtuelnim tržištima rada, online društvenim mrežama dostupnije su u najkraćem vremenskom periodu.
LL@(11776) For the purpose of adjusting to frequent changes, the job market requires that the unemployed as well as the employed seeking to find a better job, develop skills and competencies additional to the qualifications they already have. => Na tržištu rada, zbog prilagođavanja čestim promenama, od nezaposlenih ili zaposlenih koji žele da pronađu novi bolji posao, pored posedovanja odgovarajuće kvalifikacije, zahteva se i razvijanje dodatnih veština i sposobnosti.
LL@(11777) Tracking the job market trends is easier with the employed who have the required competencies. => Praćenje trendova na tržištu rada olakšano je sa zaposlenima koji poseduju odgovarajuće kompetencije.
LL@(11778) Their participation in defining the business strategy, in addition to their capability of planning new business models and business processes transformations, is a precondition that the organization can survive and a contribution to its development. ment, in education and knowledge innovation, in economic restructuring, demographic differences and the life style. => Njihovo učešće, u definisanju poslovne strategije organizacije, uz posedovanje sposobnosti za planiranje novih poslovnih modela i transformacija poslovnih procesa, omogućavaju opstanak organizacije i doprinose njenom razvoju. 3.
LL@(11779)  => E-zapošljavanje E-zapošljavanje je prikupljanje i razmena standardizovanih elektronskskih poruka između poslodavca, lica koja traže zaposlenje i organizacija za zapošljavanje i socijalno osiguranje, u ponudi i oglašavanju poslova, prijavljivanju, selekciji, izboru kandidata i prijavi zaposlenog organizacijama za zapošljavanje i socijalno osiguranje, zasnovano na propisima za njegovu primenu.1 Okruženje u kojem deluje menadžment ljudskih resursa u stanju je stalnih promena koje se uočavaju, u ka rakteru rada i zapošljavanja, obrazovanju i inovaciji znanja, privrednom restruktuiranju, demografskim razlikama i stilu života.
LL@(11780) All the organizational sectors as well as the organization as a whole have to adapt to the global structural changes and the requirements of the period.2 The development of information technologies and communication networking websites has had an impact upon the organizational functioning and business operations. => Globalnim strukturnim promenama i zahtevima vremena treba da se prilagode sve funkcije organizacije i ona u celini.2 Razvoj informacionih tehnologija i komunikacionih mreža odrazio se i na funkcionisanje i poslovanje organizacije.
LL@(11781) E-global labour market, free of any geographical constraints, enhances the human resources competitiveness and mobility. => E-globalno tržište rada bez geografskih ograničenja, podstiče veću konkurentnost i mobilnost ljudskih resursa.
LL@(11782) The labour market web-sites contribute to the speed and quality of mediating in employment. => Websajtovi trzišta rada doprinose brzini i kvalitetu posredovanja u zapošljavanju.
LL@(11783) It is in them that databases on vacancies and CVs of job seekers are generated. => Na njima se formiraju baze podataka o slobodnim radnim mestima i poslovnim biografijama lica koja traže zaposlenje.
LL@(11784) There are many other services websites offer, such as: (cid:190) Searching through job listins by key words, job categories and location; (cid:190) guidelines and suggestions in writing professional biographies, with an opportunity of free entry into the CV database; (cid:190) counselling on career planning and develop ment; (cid:190) getting information on scheduling various kinds of education and training; (cid:190) career fairs and other useful information. => Websajtovi najčeće nude i druge usluge: (cid: ~~~ pretraživanje listinga poslova prema ključnim re čima, kategorijama poslova i lokaciji; (cid: ~~~ dobijanje smernica i sugestija za izradu e-poslovnih biografija, uz mogućnost besplatnog unosa u bazu poslovnih biografija; (cid:
LL@(11785) 3. ~~~ E-employment E-employment includes collecting and exchange of standardized electronic messages between the employer, the job seekers and the employment and social security organizations in job offering and announcing, in applying, selection, recruitment of candidates and registering the employee with the employment agencies and social security, based on the regulations for its implementation.1 The sites announcing job offers abroad also display information on work licences, accommodation, social security etc. => savetovanja o planiranju i razvoju karijere; (cid: ~~~ dobijanje informacija o organizovanju različitih vrsta obrazovanja, treninga i obuka; (cid: ~~~ sajmova zapošljavanja i drugih korisnih informacija.
LL@(11786) The broad band Internet, the ADSL and a modern communication software allow for an increased number of computer equipment users to start their own businesses or do from home (eWorking). their business The environment in which the human resource management operates is constantly changing, the changes being evident in the character of work and employ Job seekers, users of the Internet are well acquainted with how its use may contribute that employment be more efficient. => Sajtovi koji oglašavaju ponude poslova u inostranstvu nude i informacije o dozvolama za rad, smeštaju, osiguranju i dr. [irokopojasni Internet, ADSL i savremeni komunikacioni softver povećanom broju korisnika računarske opreme omogućavaju da započnu sopstveni posao ili da ga obavljaju od kuće (eWorking).
LL@(11787) As to the EMPLOYERS, the use of the Internet in recruiting new staff helps: The professional biography can become an e-biography on condition it is: (cid:190) organize distance working and collaboration with employees at geographically dispersed locations; (cid:190) announce vacancies to a large audience; (cid:190) get a larger number of candidates qualified for the job, promptly and easily; (cid:190) use adequate software to achieve quality em ployment. => Subjektima zapošljavanja koji koriste Internet poznato je koliko njegova primena doprinosi efikasnijem zapošljavanju. ~~~ POSLODAVCIMA Internet u zapošljavanju omogućava: (cid: ~~~ organizovanje rada na daljinu i saradnju sa zaposlenima na različitim lokacijama; (cid:
LL@(11788) As regards the JOB SEEKERS, the use of the Internet helps them: (cid:190) published on the Internet Web version (HTML), ASCII format version, version for electronic processing; (cid:190) sent by e-mail; (cid:190) sent written on paper, scanned and stored into the computer system. => oglašavanje slobodnih radnih mesta velikom auditorijumu; (cid: ~~~ da brzo i lako dođu do većeg broja kandidata čije kvalifikacije odgovaraju zahtevima slobodnih radnih mesta; (cid: ~~~ postizanje kvalitetnijeg zapošljavanja primenom odgovarajućih softvera.
LL@(11789) The employment websites and on-line social networking websites often offer suggestions on how to write an e-professional biography. (cid:190) screen the e-job market with the job offers at specialized employment websites and on-line social networking websites; It is important that the applicants for the vacancies send the data from their professional biography in the format required by the employer. (cid:190) compose and promote their professional biogra phies; (cid:190) contact the employer directly, as promptly as possible; (cid:190) autonomously work from home, (eWorking). => LICIMA KOJA TRA@E ZAPOSLENJE Internet u zapošljavanju omogućava: (cid: ~~~ pregled e-tržišta rada sa ponudama poslova na specijalizovanim sajtovima za zapošljavanje i online društvenim mrežama; (cid: ~~~ izradu i promociju poslovne biografije; (cid: ~~~ direktan kontakt sa poslodavcem u najkraćem roku; (cid: ~~~ samostalno obavljanje poslova kod kuće, e-posao (eWorking).
LL@(11790) The Internet provides numerous employment opportunities through varied forms and types of work, for people of different qualifications, disabled persons and persons with special needs. => Internet pruža velike mogućnosti za zapošljavanje kroz različite forme i oblike rada, za lica različitih kvalifikacija, invalidnih i lica sa posebnim potrebama. ~~~ Navešćemo neke od njih: (cid:
LL@(11791) Several are listed below: (cid:190) jobs that are done working from home, eWorking; (cid:190) jobs in virtual organizations and teams; (cid:190) webmaster, professional web designer jobs and other jobs.3 3.1 On-line job offers In the employment segment the Internet helps the employers announce job offers in a less expensive way, with no time or geographical limitations. => poslovi koji se obavljaju radom kod kuće, e-posao (eWorking); (cid: ~~~ poslovi u virtuelnim organizacijama i timovima; (cid: ~~~ poslovi webmastera, profesionalnih web dizajne ra i drugi poslovi.3 3.1 Online ponude poslova 3.2 E-poslovna biografija Pronalaženje novog posla lakše je i brže ukoliko se poseduje dobra poslovna biografija.
LL@(11792) In order that the job lict browsing be made easier, some websites offer automated solutions. => Poslovna biografija može postati elektronska ukoliko se: (cid:
LL@(11793) Jobs are announced at specialized employment websites and portals, on-line social networking websites, labour market websites, the National Employment Office website, employment agencies, employers websites, websites of thriving national and foreign companies, the Resources Management Service, youth and students cooperatives, e-media, on-line daily and weekly press, professional journals, etc. => objavi na Internetu - verzija za Web (HTML), verzija u formatu ASCII, verzija za elektronsku obradu, (cid: ~~~ pošalje e-poštom, ili (cid:
LL@(11794) The practice in Serbia has so far shown that the number of e-placed job offers is increasing daily. => pošalje na papiru, skenira i smesti u računarski sistem. ~~~ Sajtovi i online društvene mreže za zapošljavanje, često pružaju i sugestije za izradu elektronskih poslovnih biografija.
LL@(11795) 3.2 E-professional biography A faster and easier way to find a new job is to have a good professional biography. => Za aplikante na slobodna radna mesta važno je da podatke iz poslovne biografije pošalju u formatu koji traži poslodavac.
LL@(11796) Nowadays companies largely rely on electronic professional biographies, e-CV in Europe, and eResumes in the U.S.A. => Danas se kompanije uglavnom oslanjaju na elektronske poslovne biografije, u Evropi na e-CV, a u Americi na e-Resumes.
LL@(11797) In the develped countries, the presentation of prospective candidates can be performed by video CV (vCV) or by an on-line video Resume (on-line vResume). => Prezentacija potencijalnih kandidata u razvijenim zemljama obavlja se i putem video CV (vCV) ili online video Rezimea (online vResumes).
LL@(11798) 3.2 On-line social networking websites in e-employment The Internet ensures the individuals the freedom to express themselves through writing, through image or sound; the freedom to be informed, to communicate and collaborate with others. => 3.3 Online društvene mreže u e-zapošljavanju Internet omogućava pojedincu slobodu izražavanja kroz, napisano, sliku ili zvuk, informisanja, komunikacije i saradnje sa drugima. ~~~ Internet, u segmentu zapošljavanja, poslodavcima omogućava jeftinije oglašavanje ponude poslova, bez vremenskog i geografskog ograničenja.
LL@(11799) The social networking websites allow for social interactions among people and their networking. => Društvene mreže (social networking websites) omogućavaju socijalne interakcije među ljudima i njihovo umrežavanje.
LL@(11800) They are a novelty on the Internet. => Predstavljanju novinu na Internetu.
LL@(11801)  => Da bi se olakšalo pretraživanje poslova neki Websajtovi nude i automatizovana rešenja. ~~~ Poslovi se oglašavaju na specijalizovanim sajtovima i portalima za zapošljavanje, online društvenim mrežama, sajtovima trzišta rada, sajtu Nacionalne službe za zapošljavanje, agencija za zapošljavanje, poslodavaca, uspešnih domaćih i stranih kompanija, Službe za upravljanje kadrovima, omladinskih i studentskih zadruga, e-glasila i medija, online dnevne i nedeljne štampe, stučnih časopisa i dr. Dosadašnja praksa u Srbiji pokazala je da se sve više ponude poslova elektronski oglašavaju.
LL@(11802) The network users enjoy the opportunity to introduce themselves, often their profile, social connections and other additional services. => Korisnici mreža imaju mogućnost ličnog predstavljanja, često svog profila, socijalnih veza i drugih dodatnih usluga.
LL@(11803) These services are mostly free of charge. => U najvećoj meri usluge su besplatne.
LL@(11804) The on-line networking websites are now used by hundreds of millions of people. => Online društvenim mrežama danas se koriste stotine miliona ljudi.
LL@(11805) The use of the social networking websites services within a company or among companies is a potential greatly affecting the business world and business operations. => Korišćenje usluga društvenih mreža u preduzeću ili među njima predstavlja potencijal koji ima veliki uticaj na poslovni svet i obavljanje poslova.
LL@(11806) These networks grow into an important means of connecting and communication between those in serach for jobs and the employers in need of new employees. => Postaju značajno sredstvo za povezivanje i komunikaciju lica koja su u potrazi za poslom i poslodavaca zainteresovanih za nove zaposlene.
LL@(11807) Within social networking websites the interests and/or activities are shared. => U okviru društvenh mreža dele se interesi i/ili aktivnosti.
LL@(11808) The majority of them provide varied ways of user interactions, such as email messages or chat services. => Većina njih obezbeđuje i različite načine interakcije korisnika, kao što su e-mail poruke ili usluge časkanja.
LL@(11809) In order that you use the network, it is important that your Internet connection be as fast as possible, and sometimes that you have devices such as web cameras or headphones at disposal. => Za korišćenje mreža po željna je što brža internet veza, za neke i uređaji kao što su web kamere ili slušalice.
LL@(11810) The best known social networking websites are facebook, myspace, twitter, fixter, LinkedIn. => Najpoznatije online društvene mreže su facebook, myspace, twitter, fixster, linkendIn.
LL@(11811) Each has its specific features. => Svaka od njih ima svoje specifičnosti.
LL@(11812) Facebook is a global social networking website. => Facebook je globalni socijalni sajt za umrežavanje.
LL@(11813) It was establised in 2004. => Osnovan je 2004. godine.
LL@(11814) The website is free, and its users are companies that advertize their products or individuals promoting their profiles. => Sajt je besplatan, a njegovi korisnici mogu biti preduzeća koja se reklamiraju ili pojedinci koji promovišu svoje profile.
LL@(11815) According to the latest data, the network is used by 350 million active users, 35 million updating their status daily, whereas 65 million access the network by way of their mobile phones. => Prema najnovijim podacima mrežu koristi 350 miliona aktivnih korisnika širom sveta, od kojih 35 miliona svakodnevno ažurira svoj status, 65 miliona pristupaju mreži preko svojih mobilnih uređaja.
LL@(11816) The network includes 700,000 active companies. => Mreža broji 700.000 aktivnih preduzeća.
LL@(11817) Facebook is presently considered to have no real competition. => Smatra se da facebook u ovom trenutku nema konkurenta.
LL@(11818) Registered network users can obtain more information on virtual workplaces on the following links: (cid:190) http://www.eworkplace-mn.com, (cid:190) http://twitter.com/eWorkPlaceMN, (cid:190) http://www.linkedin.com/in/eworkplacemn. LinkedIn is a business-oriented social networking website. => Registrovani korisnici mreže mogu dobiti više informacija o virtuelnim radnim mestima na linkovima: (cid: ~~~ http://www.eworkplace-mn.com, (cid: ~~~ http://twitter.com/eWorkPlaceMN, (cid: ~~~ http://www.linkedin.com/in/eworkplacemn.
LL@(11819) It is the worlds largest and most powerful professional network. => LinkedIn je poslovno-orjentisani socijalni sajt za umrežavanje.
LL@(11820)  => Najveća je i najmoćnija svetska profesionalna mreža.
LL@(11821) LinkedIn makes it possible for its users to: (cid:190) manage publicly available information; (cid:190) search for business partners and clients; (cid:190) create projects and collaborate in their execu tion; (cid:190) gather information and share databases in prob lem solving; (cid:190) search for the best talents for the organization; (cid:190) gain new knowledge; (cid:190) distribute job announcements, etc. => LinkedIn korisnicima omogućava: (cid: ~~~ da upravljaju inoformacijma koje su javno do stupne; (cid: ~~~ pronalaženje poslovnih partnera i klijenata; (cid: ~~~ kreiranje projekata i saradnju na njihovim rea lizacijama; (cid: ~~~ prikupljanje podataka i deobu datoteka u reša vanju problema; (cid: ~~~ pronalaženje najboljih talenata za organizaciju; (cid: ~~~ sticanje novih znanja; (cid:
LL@(11822) Only the 18 years old and older can register on the network. => distribuciju oglasa za posao i dr. Na mrežu se mogu registrovati lica starija od 18 godina.
LL@(11823) The registered users, business associates, graduate students and experts are allowed to maintain a list of contacts realized, to search for people and knowledge in order that they sould accomplish their professional goals, with the possibility of controlling their personal profile on the network. => Registrovanim korisnicima, poslovnim saradnicima, diplomcima i stručnjacima, dozvoljeno je da održavaju listu detalja o ostvarenim kontaktima, da pronađu ljude i znanja, kako bi ostvarili svoje profesionalne ciljeve, uz mogućnost kontrolisanja ličnog profila na mreži.
LL@(11824) The professionals join the network and the experts of similar interests, affilations, experience and objectives. => Profesionalaci se pridružuju mreži i stručnjacima sličnih interesa, pripadnosti, iskustva i ciljeva.
LL@(11825) The network enables them to expand the list with persons not registered on it. => Mreža, im omogućava proširivanje liste veza sa licima koja nisu na njoj registrovana.
LL@(11826) The LinkedIn offers professional services in recruitment, in job announcement and in their search by the key word, by the country or by the post code. => LinkedIn pruža profesionalne usluge u regrutovanju. ~~~ U oglašavanju poslova i njihovoj pretrazi po ključnoj reči, zemlji i poštanskom broju.
LL@(11827) The advanced search allows for finding jobs according to a number of defined criteria, e-g., the number of jobs, starting from the last one, together with the list of employers. => Naprednom pretra gom omogućava se pronalaženje poslova po više određenih kriterijuma, i to po broju poslova, od poslednjeg, uz dobijanje spiska njihovih poslodavaca.
LL@(11828) The network enables the job seekers to create their profiles, or introduce themselves to the employers, through mutually shared networking websites. => Licima koja traže posao mreža omogućava izradu profila, njihovo predstavljanje poslodavcima, kroz zajedničke mreže.
LL@(11829) The profile should be presented in such a way that it summarizes the previous professional and educational achievements of the network users. => Profil treba da bude predstavljen tako da rezimira dosadašnja profesionalna i stručna dostignuća korisnika mreže.
LL@(11830) The network also allows for the references obtained from the previous employers, clients, colleagues. => Na mreži mogu predstaviti i preporuke prethodnih poslodavaca, klijenata, kolega.
LL@(11831) These references may often help people get or perform jobs. => Preporuke mogu uticati na dobijanje ili za obavljanje poslova.
LL@(11832) The networking website makes it possible for the organizations to improve their brand and expand their influence. => Mreža omogućava organizacijama da jačaju svoj brend i prošire svoje uticaje.
LL@(11833) Since December 2009, LinkedIn has obtained more than 55 million registered users worldwide, representing 170 industries in more than 200 countries and territories. ~~~ 4. => Od decembra 2009. godine LinkedIn širom sveta ima više od 55 miliona registrovanih korisnika, koji predstavljaju 170 industrija, u više od 200 zemalja, i teritorija. 4.
LL@(11834) Implementation of the E-employment concept An important precondition for the implementation of new technologies in management are the human resources and human resource management. => Primena koncepta e-zapošljavanja Bitna pretpostavka primene novih tehnologija u menadžmentu su ljudski resursi i upravljanje njima.
LL@(11835) Facing the challenges of technology development and market requires that the managers be qualified to promptly adjust the work processes and the organizational functioning to the changed conditions of business.4 A long experience in the human resource management, and in the research into the employment issues at home and abroad, motivated the author of this paper to adapt the activities and the entire process of employment with an active implementation of information technologies and communication networking websites to the individuals in search for jobs. => Suočavanje sa izazovima tehnološkog razvoja i tržišta zahteva menadžere osposobljene za brzo prilagođavanje procesa rada i funkcionisanja privrednih subjekata na izmenjene uslove poslovanja.4 Višegodišnje, iskustvo iz menadžmenta ljudskih resursa, istraživanje zapošljavanja u svetu i kod nas, podstaklo je autora ovog rada, da aktivnosti i ceo proces zapošljavanja, uz primenu informacionih tehnologija i komunikacionih mreža prilagodi subjektima zapošljavanja.
LL@(11836) The paper describes the proposed model of e-employment and the activities undertaken in the model. => Predložen model e-zapošljavanja i sprovođenje aktivnosti iz modela opisani su u ovom radu.
LL@(11837)  => Model e-zapošljavanja sprovodi se kroz sledeće aktivnosti: (cid:
LL@(11838)  => utvrđivanje potrebe poslodavca za ljudskim re sursima; (cid:
LL@(11839)  => određivanje izvora pribavljanja ljudskih resur sa; (cid:
LL@(11840)  => e-oglašavanje slobodnih radnih mesta; (cid:
LL@(11841) The e-employment model is conducted through the following activities: (cid:190) the employer states the need for human re sources; (cid:190) the source for recruiting human resources is de fined; (cid:190) e-announcement of vacancies follows; (cid:190) e-applications from the potential job candidates are collected; (cid:190) on-line selection of potential candidates is con ducted; (cid:190) selection of candidates follows; (cid:190) the newly-employed starts to work; (cid:190) e-insurance application for the employee is filed. => e-prijavljivanje potencijalnih kandidata i lica koja traže zaposlenje; (cid: ~~~ online selekcije potencijalnih kandidata; (cid: ~~~ izbor kandidata; (cid: ~~~ stupanje na rad novog zaposlenog; (cid:
LL@(11842) In forming the proposal for the fill up, it is necessary that the following questions be answered: (cid:190) Which are the competencies (qualifications and capabilities) that the candidate must have to be perform certain jobs? (cid:190) Which is the way of filling up the vacancy? => e-prijave na osiguranje zaposlenog. (cid: ~~~ koje kompetencije (kvalifikacije i sposobnosti) je potrebno da poseduje zaposleni za određene poslove? (cid: ~~~ na koji način treba izvršiti popunu slobodnog radnog mesta?
LL@(11843) The sources from which the human resources are recruited. => Izvori pribavljanja ljudskih resursa.
LL@(11844) The organization can recruit the human resources from the pool of unemployed people or the employed (within or outside the organization) who are in search for a better job. => Organizacija potrebe za ljudskim potencijalima može obezbediti od nezaposlenih ili zaposlenih (unutar ili van organizacije) koji žele novi bolji posao.
LL@(11845) The employer first tries to fill up the vacancy by analysing the competencies of the people already employed in the organization. => Poslodavac najpre sagledava mogućnosti popune slobodnog radnog mesta analizom kompetencija zaposlenih u organizaciji.
LL@(11846) He states whether there are any employees within the organization that are qualified and able to perform the given jobs, or whether there are any employees who can be motivated, guided or further developed and thus retained in the organization for a longer period of time. => Konstatuje da li među zaposlenima ima onih koji svojim kvalifikacijama i sposobnostima ispunjavaju uslove za obavljanje slobodnih poslova ili zaposlenih, čije usmeravanje, motivaciju i razvoj treba podstaći, koji bi ostali duži period u organizaciji.
LL@(11847) The advantages of repositioning employees are the following: the employees satisfaction for being able to foster the development of his own career; the satisfaction of the employer that he managed to recruit a worker in a shorter time and at lower costs. => Prednosti raspoređivanja zaposlenih: zadovoljstvo zaposlenog što je mogao uticati na razvoj sopstvene karijere; poslodavca što je u kraćem roku obezbedio zaposlenog za obavljanje poslova, uz smanjenje troškova.
LL@(11848) When the employer, however, comes to a conclusion that he cannot find a competent employee in the organization, he decides to recruit candidates and selects an appropriate economical method of recruiting human resources from external sources. => Međutim, kada poslodavac konstatuje da za obavljanje slobodnih poslova ne može naći kompetentnog zaposlenog iz organizacije, opredeljuje se za regrutovanje kandidata i vrši izbor odgovarajuće ekonomične metode pribavljanja ljudskih resursa iz spoljnih (eksternih) izvora.
LL@(11849) E-posting of vacancies is performed by the employer, on the National Employment Office Website. => E-prijavljivanje slobodnog radnog mesta vrši poslodavac na Websajtu Nacionalne službe za zapošljavanje.
LL@(11850) On the basis of e-post on the vacancy, the data on the workpost are identified as well as the required qualifications and abilities, and other conditions of the workpost, and entered into the vacant workpost records. => Na osnovu e-Prijave o slobodnom radnom mestu treba da se identifikuju podaci o radnom mestu i potrebnim znanjima i sposobnostima, kao i drugim uslovima za izvršavanje poslova radnog mesta, koji se unose i u evidenciju o slobodnim radnim mestima.
LL@(11851) E-announcement of a vacancy is provided by the National Employment Office or the employment agency. => E-oglašavanje slobodnog radnog mesta, vrši Nacionalna služba za zapošljavanje ili agencije za zapošljavanje.
LL@(11852) The employer may also announce the vacancy on his own website, on the specialized employment websites, on on-line social networks, etc. => Poslodavac potrebe za novim zaposlenim može oglasiti i na svom Websajtu, specijalizovanim sajtovima za zapošljavanje, online društvenim mrežama i dr. E-oglašavanjem, o ponudama poslova, obaveštava se širi auditorijum, brže i jeftinije.
LL@(11853) The purpose of e-announcement of job offers is to inform a wider audience in a faster and less expensive way. => Da bi privukli što veći broj onih koji aktivno traže posao ili razmišljaju o tome, modelari u izgradnji oglasa često koriste model AIDA (akronim od engleskih reči:
LL@(11854) In order to attract as many job seekers as possible, the announcement designers generally use the AIDA model (acronyme from the English words: Attention, Interest, Desire, Action). => Attention, Interest, Desire, Action - Pažnja, Interes, @elja, Akcija).
LL@(11855) Figure 1. => Slika 1.
LL@(11856) The chart of the e-employment model5. => Shema modela e-zapošljavanja5 4.1.
LL@(11857) 4.1 E-employment model activities The employment process is preceded by the estimation of the needs for the human resources in the organization or certain organizational units, for given periods of time. => Aktivnosti modela E-zapošljavanja Procesu zapošljavanja prethodi procena potreba za ljudskim resursima u organizaciji u pojedinim organizacionim celinama, za određene periode.
LL@(11858) An individual can get employed when certain economic conditions and needs in an organization are identified. => Zasnivanje radnog odnosa moguće je kada postoje ekonomski uslovi i potrebe u datoj organizaciji, odnosno kod poslodavca.
LL@(11859) The conditions defined for a job are given objectively and are in accordance with the work process requirements in the organization. => Uslovi koji se utvrđuju za obavljanje poslova objektivno su dati i odgovaraju zahtevima procesa rada u organizaciji.
LL@(11860) Identifying the need for human resources may be preconditioned by: the change in the organizational activity, the implementation of new technology, the development of new products and services, the increase in the organizational competencies by a better positioning on the market, the employee leaving the organization of his own free will, the case of death of the employye, or for other reasons. => Utvrđivanje potreba za ljudskim resursima može biti uslovljeno: promenom delatnosti organizacije, uvođenjem nove tehnologije, razvojem novih proizvoda i usluga, povećanjem kompetentnosti organizacije boljim pozicioniranjem na tržištu, samovoljnim odlaskom zaposlenog iz organizacije, smrtnog slučaja i u drugim slučajevima. ~~~ Popuna slobodnog radnog mesta može biti stalna ili privremena, što zavisi od vrste i dužine trajanja poslova.
LL@(11861) The vacancy can be filled up temporarily or permanently, depending on the type and the duration of the given activities. (cid:190) Skills, proficiency/knowledge and competencies: knowledge of foreign languages, data on additional knowledge and qualifications the individual has, with an emphasis upon the social, organizational, computer, technical, artistic and other skills, knowledge and competencies; (cid:190) Additional information: references etc.; (cid:190) Enclosures: transferring electronic data (personal documentation, references)6 Figure 2. => Pri formiranju predloga za popunu slobodnog radnog mesta nužno je da budu obuhvaćeni odgovori na sledeća pitanja: (cid: ~~~ Veština, znanja i sposobnosti: znanje stranih jezika, podaci o dodatnim znanjima i sposobnostima koje pojedinac poseduje, ističući društvene, organizacione, računarske, tehničke, umetničke i druge veštine, znanja i sposobnosti. (cid: ~~~ Dodatne informacije: o referencama i dr.. (cid: ~~~ Prilozi:prosleđivanje elektronskih podataka (lič na dokumenta, preporuke).
LL@(11862) The employers e-offer of jobs website E-applications from potential candidates. => Slika br. 2 Web strana e-ponude poslova poslodavca E-prijavljivanje potencijalnih kandidata.
LL@(11863) The potential candidates apply for the vacancy if they find the job offered and the conditions of work satisfactory, or if they need a job urgently. => Na slobodna radna mesta apliciraju kandidati kojima odgovaraju ponuđeni poslovi i uslovi rada ili lica kojima je neophodno zaposlenje.
LL@(11864) To gather the data on the job seekers, a Questionnaire on the candidate is created in the form of e-application for the job an electronic professional biography, the computer program for the potential job candidates online application. => Za dobijanje podataka o licima koja traže zaposlenje struktuisan je Upitnik o kandidatu, u formi e-Prijave za posao - elektronske poslovne biografije, računarskog programa za online prijavljivanje potencijalnih kandidata za posao.
LL@(11865) The e-form can be filled by the potential candidates who answer the announcement, but also those interested in working in that organization. => Popunjavaju je potencijalni kandidati pri ućešću na oglas, ali je mogu popuniti i lica koja su zainteresovana za rad u organizaciji.
LL@(11866) The human resource managers use the on-line social networks and professional-social websites to access databases on the job seekers. => Menadžeri za ljudske resurse proaktivno na online društvenim mrežama i profesionalno-socijalnim sajtovima pristupaju bazama podataka o licima koja traže zaposlenje.
LL@(11867) On finding the appropriate candidate, they introduce them to the jobs offered and the conditions required for the job. => Nakon pronalaženja odgovarajućeg kandidata, upoznaju ih sa ponuđenim poslovima i uslovima za njihovo obavljanje.
LL@(11868) The candidates interested enough to apply are given instructions how to fill in the e-application for the job. => Kandidati koji su izrazili želju za apliciranjem, dobijaju instrukcije za popunu e-Prijave za posao.
LL@(11869) The E-application for the job gives an opportunity to every citizen to present their competencies in a systematic, chronological and flexible manner. => E-Prijava za posao svakom građaninu pruža mogućnost za sistematično, hronološki i fleksibilno predstavljanje svojih kompetencija.
LL@(11870) It consists of obligatory and optional questions and includes the following categories of presentation: (cid:190) Personal data: name, surname, age, gender, home address, telephone number, e-mail address, etc; (cid:190) Work experience: the employment history, the name and industry the employer is engaged in, the workpost title, core activities and responsibilities; (cid:190) Education and professional improvement: the education-improvement period, the name of educational institution, field of expertise, occupation, title, average mark/achievement, state examination, etc; Figure 3. => Sastoji se od obaveznih i opcionih pitanja i uključuje kategorije za predstavljanje: (cid: ~~~ Ličnih podataka: ime, prezime, godine života, pol, adresa, telefon, e-mail, i dr. (cid: ~~~ Radnog iskustva: period radnog angažovanja, naziv i delatnost poslodavca, naziv radnog mesta, osnovne aktivnosti i zaduženja i dr. (cid:
LL@(11871) On-line job application website In accordance with the business ethics code, the information on the candidates may be used solely for the purpose of their employment.7 In comparison to the CV or resumes submission, sending in individual applications and biographies, the advantage of the e-application is that it allows for an easier, faster gathering, sorting out and processing of data, avoiding dealings with the unnecessary information, a more efficient selection of potential candidates, flexibility, the possibility that new data can be added or additional attachments sent in electronic form (personal documents, references, certificates, and the like). => Obrazovanja i usavršavanja: period obrazovanjausavršavanja, naziv obrazovne institucije, smer, zanimanje, naziv zvanja, prosečna ocena, stručni ispit i dr. Slika br. 3 Web strana e-Prijave za posao U skladu sa Kodeksom poslovne etike podaci o kandidatima mogu biti korišćeni samo u svrhu zapošljavanja.7 U odnosu na podnošenje CV-ja, Rezimea ili individualnih prijava i biografija e-Prijava za posao ima prednosti zbog lakšeg, bržeg dobijanja, sortiranja i obrade podataka, izbegavanja dobijanja nepotrebnih podataka, efikasnije selekcije potencijalnih kandidata, fleksibilnosti, uz mogućnost dopune sa novim podacima i prilozima u elektronskom obliku (lična dokumenata, preporuke, sertifikati i dr.).
LL@(11872) The online communication with the applicants is conducted by e-mail, VoIP, Skype program or cell-phone. => Online komunikacija sa učesnicima oglasa ostvaruje se putem e-maila, VoIP-a, Skype-programa i mobilnog telefona.
LL@(11873) All the applicants are informed on the positions of their applications in each of the e-employment phases. => Svi učesnici oglasa obaveštavaju se o ishodu njihovih prijava u svim fazama e-zapošljavanja.
LL@(11874) The online selection of candidates. => Online selekcija potencijalnih kandidata.
LL@(11875) The selection becomes ever more important, due to the increased offer, the competent candidates on the labour market and the costs of the selection methods. => Selekcija postaje važnija, zbog veće ponude, kompetentnih kandidata na tržištu rada i troškova metoda selekcije.
LL@(11876) The employer undertakes the selection among the candidates in order that he should make the objective choice among the candidates in the conditions of promoting equal opportunities. => Poslodavac pristupa selekciji potencijalnih kandidata zbog nastojanja da u uslovima promovisanja jednakih mogućnosti, pravedno, izvrši izbor između kompetentnih kandidata.
LL@(11877) The human resource managers still hold a key role in the selection process. => Menadžeri za ljudske resurse imaju još uvek ključnu ulogu u procesu selekcije.
LL@(11878) Their role may be either direct or indirect. => Njihova uloga može biti po sredna i neposredna.
LL@(11879) They may advise the line managers in that they suggest the most efficient selection methods, train the line managers in selecting, most often in conducting interviews. => Mogu biti savetodavci linijskim rukovodiocima u predlaganju najefikasnijih metoda selekcije, obučavanja za selekciju, najčešće za vođenje intervjua.
LL@(11880) The consultants and specialists may also be engaged in the selection process. => Za sprovođenje selekcije angažuju za i konsultanti, specijalisti.
LL@(11881)  => Lewis (1985) izdvaja tri kriterijuma selekcije: (cid:
LL@(11882)  => organizacioni kriterijumi, (cid:
LL@(11883)  => odeljenski ili funkcionalni kriterijumi; i (cid:
LL@(11884) The criteria according to which the candidates are shortlisted must be clearly stated, in order that credible decisions in the selection process should be made. => kriterijumi individualnog radnog mesta.8 Kriterijumi po kojima se kandidati rangiraju moraju biti jasni, zbog donošenja kredibilnih odluka u procesu selekcije.
LL@(11885) The selection criteria are generally presented in the form of specification, i.e., the description of the individual that is an ideal candidate. => Kriterijumi selekcije obično se prikazuju u vidu specifikacije, tj. opisa osobe koja predstavlja idealnog kandidata.
LL@(11886) Lewis (1985) stresses three selection criteria: (cid:190) Organizational criteria; (cid:190) Department or functional criteria; and (cid:190) Individual workpost criteria.8 The most often quoted selection criteria are the following: education, type and level of qualification, work experience, character traits, skills and specific knowledge. => Najčešće se za kriterijume selekcije određuju:obrazovanje, vrsta i nivo stručne spreme, radno iskustvo, osobine ličnosti, posedovanje veština i specifičnih znanja.
LL@(11887) On the basis of the data in the online job application provided by the candidates and the set criteria, an e-list of potential candidates is generated. => Na osnovu podataka iz E-Prijave za posao, koje su o sebi dali potencijalni kandidati i zadatih kriterijuma formira se e-Lista potencijalnih kandidata.
LL@(11888) The shortlisted potential candidates on the e-list are given instructions for the online selection. ~~~ The selection is discontinued for the potential candidates that fail to obtain required results in one of the ensuing phases of selection and the reasons are stated for such a decision. => Potencijalni kandidati sa e-Liste, koji su ušli u uži izbor dobijaju uputstvima za online selekciju. veština i menadžmenta, računarskih znanja i veština, stranih jezika i dr. Za potencijalne kandidate, koji u nekoj od narednih faza selekcije, ne postignu zadovoljavajuće rezultate, obustavlja se procedura zasnivanja radnog odnosa, uz evidentiranje razloga.
LL@(11889) In order that the online selection of potential candidates be performed correctly, it is important that both the employer and the potential candidates have appropriate modern communication devices. => Za sprovođenje online selekcije potencijalnih kandidata potrebno je da poslodavac i potencijalni kandidati poseduju odgovarajuće savremene komunikatore.
LL@(11890) In case the employer has no possibility to conduct the online selection process, he can order this activity, as a service, to be conducted by the employment offices or by organizations specialized in the professional selection of candidates at the request of the employer. => Ukoliko poslodavac nema mogućnosti za sprovođenje online selekcije, ovu aktivnost, kao uslugu, može poveriti nosiocima zapošljavanja ili specijalizovanim organizacijama koje sprovode profesionalnu selekciju kandidata po zahtevu poslodavca.
LL@(11891) Most frequently, the employers use tests to determine whether the candidate meets the requirements stated in the announcement. => Za utvrđivanje podobnosti i sposobnosti kandidata za obavljanje određenih poslova poslodavci najčešće koriste testove.
LL@(11892) It is important that the tests be conducted and interpreted by competent experts. => Važno je da testove sprovode i interpretiraju kompetentni stručnjici.
LL@(11893) The tests used in the employment process are classed as: intelligence tests, proficiency tests, aptitude tests, special competency tests, training ability tests, achievement tests, personality tests, etc.9 The tests the employers use most are the following: Online proficiency tests the candidates with work experience are often submitted to proficiency tests to see whether their knowledge meets the requirements of the workpost. => Testovi koji se koriste u sprovođenju procesa zapošljavanja mogu se svrstati u: testove inteligencije, testove znanja, testove sposobnosti, testove posebnih sposobnosti, testove sposobnosti za obuku, testove dostignuća, testove ličnosti i dr.9 Poslodavci najčešće koriste testovi: ~~~ Online testovi znanja - kandidati koji poseduju radno iskustvo često se podvrgavaju proverama znanja kako bi se proverila usklađenost znanja sa zahtevima radnog mesta.
LL@(11894) The selection process may be facilitated and made faster if the candidates have certificates on the proficiency tests, such as the ECDL (European Computer Driving Licence) an international certificate of the knowledge of computer programs, the EBCL (European Business Competence Licence) an internationally recognized certificate in the area of business skills and management and the TOEIC® - the Test of English for International Communication the knowledge of English for the business purposes, for those whose mother tongue is not English. => Proces selekcije može biti olakšan i ubrzan ukoliko kandidati poseduju sertifikate o proveri znanja, kao što su ECDL (European Computer Driving Licence) - međunarodni sertifikat o poznavanju računarskih programa, EBCL (European Business Competence Licence) internacionalno priznat sertifikat u oblasti poslovnih veština i menadžmenta i TOEIC®- The Test of English for International Communication - za potrebe poslovnog sveta test znanja iz engleskog jezika namenjen onima kojima engleski nije maternji jezik.
LL@(11895) The online aptitude tests measure the individuals potential for development in both a general and specific senses. => Online testovi sposobnosti mere potencijal pojedinca za njegov razvoj u opštem i posebnom smislu.
LL@(11896) These can be classed into two categories: the tests that measure general mental capabilities or general intelligence and those that measure specific abilities and potentials. success in a job or organization and the resistance to someones personality being measured at all. => Testovi sposobnosti mogu se podeliti u dve kategorije: testove koji mere opšte mentalne sposobnosti ili opštu inteligenciju i one koji mere posebne sposobnosti i potencijale. ~~~ Najčešće se vrši provera znanja iz pravnih nauka, računovostvenih i knjigovodstvenih poslova, poslovnih Online testovi ličnosti Primena testova ličnosti u selekciji kandidata otvorila je raspravu koliko je sama ličnost važna za uspeh u nekom poslu ili organizaciji i otpora da se nečija ličnost može izmeriti.
LL@(11897) The personality tests are most often used for managerial, professional jobs and jobs that require university education. => Testovi ličnosti najčešće se koriste za menadžerske, profesionalne poslove i poslove sa visokom spremom.
LL@(11898) In 2001, the APAs Board of Scientific Affairs and the Board of Professional Affirs established a measurement unit to inform psychologists on the situation in the Internet testing. => APAs Board of Scientific Affairs and Board of Proffessional Affairs 2001. godine uspostavio je jedinicu kojom se izveštavaju psiholozi o stanju u Internetskom testiranju.
LL@(11899) The advantages of the Internet implementation in testing are the following: it is less expensive and more economical, there is no need for printing or duplicating materials, questions can be easily changed, results are obtained faster and a much easier way. => Prednosti, kojima doprinosi pimena Interneta u testiranju: jeftinije je i ekonomičnije, nema potrebe štampanja i umnožavanja materijala, jednostavnosti izmene pitanja, brže i lakše dobijanje rezultata.
LL@(11900) There are, however, certain problems concerning the Internet-conducted testing, such as ensuring the safety and professional interpretation of results, the prevention of copyright abuse, copyright retention.10 The online interview. => Međutim, postoje i neki problemi vezani uz Internetsko testiranje kao što su obezbeđenje sigurnosti i osiguranja stručnog objašnjenja rezultata, prevencija neautorskog koriščenja materijala, zadržavanje autorskih prava.10 Online Intervju.
LL@(11901) On the completion of testing, the on-line interview is conducted. => Nakon obavljenog testiranja sprovodi se on-line intervju.
LL@(11902) It is used in order that the potential candidates should obtain more comprehensive information on available jobs and the conditions for getting these jobs, while the employers can get the information that may be useful in deciding on the candidate selection. => Primenjuje se kako bi potencijalni kandidati dobili potpunije informacije o slobodnim poslovima i uslovima za njihovo obavljanje a poslodavci informacije koje mogu uticati na donošenje odluke o izboru kandidata.
LL@(11903) In addition to voice and live image, the employer and the job seekers can communicate via the web camera, video-conference or Skype-program. => Poslodavacu i licima koja traže zaposlenje web kamerom, Videokonferencijom ili Skype programom omogućava se komunikacija osim glasom i živom slikom.
LL@(11904) The employer creates and sends the candidates a DVD-video with instructions as to how to conduct the interview, stating the terms (day and time) the interview is due. => Potencijalnim kandidatima poslodavac priprema i prosleđuje DVD-Video sa uputstvima za vođenje intervjua, uz određivanje termina (dan i vreme) za njegovo obavljanje.
LL@(11905) The online interview can be conducted at several levels. => Online intervju može se sprovoditi u više nivoa.
LL@(11906) The first interview is usually conducted by the human resource manager, the second is carried out by the selection committee, if established, and the last is conducted by the employer himself. => Prvi intervju, najčešće vodi menadžer za ljudske resurse, drugi Konkursna komisija, ukoliko je formirana, i poslednji koji vodi poslodavac.
LL@(11907) The questions depend on the level of the interviews as well as on the type of job. => Specifičnost pitanja zavisi od nivoa intervjua i vrste posla.
LL@(11908) Certain websites bring suggestions for interview conducting. => Na nekim sajtovima daju se sugestije za vođenje intervjua.
LL@(11909) Some websites, such as LinkedIn, bring videointerview simulations. => Na pojedinim sajtovima, sajtu LinkedIn prikazane su simulacije video intervjua.
LL@(11910) The candidate for the job is proposed upon the completion of the on-line selection among the potential job candidates. => Predlaganje kandidata za zasnivanje radnog odnosa vrši se nakon obavljene on-line selekcije potencijalnih kandidata za zasnivanje radnog odnosa.
LL@(11911) The team that conducted the selection process submits the list of shortlisted candidates with explanations, in an electronic form. => Tim koji je obavljao selekciju poslodavcu u elektronskoj formi predlaže Listu kandidata za izbor, sa obrazloženjem. 4.
LL@(11912) The online personality tests the application of personality tests in the selection of candidates triggered a dispute on how important the personality itself is for the The candidate selection statement. => Prednosti primene modela E-zapošljavanja u menadžmentu ljudskih resursa Akt o izboru kandidata.
LL@(11913) Prior to issuind the statement on the selection of the candidate, the employer may decide to conduct an interview, which is very im portant having in mind his responsibility in the selection of candidates. ic way. => Poslodavac pre donošenja akta o izboru kandidata, može obaviti razgovor, što je veoma važno sa aspekta njegove odgovornosti pri izboru kandidata.
LL@(11914) The advantages of the e-employment model are numerous: In selecting the candidate, the candidates interest in doing certain jobs as well as the interests of the organization should be taken into consideration. => Prilikom izbora kandidata treba uzeti u obzir interesovanje kandidata za obavljanje određenih poslova i interes organizacije.
LL@(11915) E-notification on the candidate selection. => E-obaveštavanje o izboru kandidata.
LL@(11916) It is important that all the applicants be sent a feedback information on the results of the competition. => Važno je svim učesnicima oglasa dati povratnu informaciju o ishodu njihovih prijava.
LL@(11917) The candidates that applied are notified by e-mail, with the exception of those candidates that are presented to the employer. ~~~ They are informed on the final decision via the cell-phone, the Internet phone (VoIP) or Skype. => Kandidati koji su aplicirali na oglas obaveštavaju se o rezultatu oglasa e-mailom, izuzev kandidata koji su prezentovani poslodavcu, oni se o konačnom rezultatu obaveštavaju mobilnim telefonom, Internet telefonom (VoIP) ili Skype-om.
LL@(11918) The data on the potential candidates that are not accepted, but have shown good results in the selection process, as well as on those that are not short-listed, may remain stored in the database of job seekers, to be contacted later if need be, and on condition they agreed to that. => Podaci o potencijalnim kandidatima koji nisu izabrani, ali su u toku selekcije pokazali dobre rezultate, kao i onih koji nisu ušli u uži izbor, mogu da ostanu i dalje u bazi podataka o licima koja traže zaposlenje, zbog eventualnog naknadnog kontaktiranja, pod uslovom da su za to dali saglasnost.
LL@(11919) The candidate is admitted to employment. => Zasnivanje radnog odnosa kandidata.
LL@(11920) On reciving the candidate selection statement, the e-Work contract draft is prepared. => Po prijemu akta o izboru kandidata, priprema se predlog e-Ugovora o radu.
LL@(11921) The e-Work contract is e-mailed to the candidate. => E-Ugovor o radu prosleđuje se e-poštom kandidatu.
LL@(11922) Simultaneously, the candidate is informed on the date and place of signing the contract. => Ujedno se obaveštava o datumu i mestu za potpisivanje Ugovora.
LL@(11923) On closing the work contract, the human resource manager informs the candidate on the time he is expected to come to the firm and the person that will admit him to employment. => Po zaključivanju Ugovora o radu, menažer za ljudske resurse obaveštava kandidata o vremenu kada treba da dođe u organizaciju i licu koje će ga primiti radi stupanja na rad.
LL@(11924) By being admitted to employment, the candidate actually starts to work. => Stupanjem na rad zaposlenog vrši se i njegovo faktičko zasnivanje radnog odnosa.
LL@(11925) On the candidates beginning to work, the human resource manager creates an e-Dossier for the newly-employed, opens an e-mail for him, ensures that he has an access to documentation, files, applications and e-mail.11 Employee e-filing. => Po stupanju na rad zaposlenog, menažer za ljudske resurse formira e-Dosije novog zaposlenog, otvara mu e-mail, obezbeđuje pristup dokumentima, fajlovima, aplikacijama i e-pošti.11 E-prijava zaposlenog.
LL@(11926) In order that the employee exercise his labour relations rights, the human resource manager fills in the forms (e-file of taking up or discontinuing employment, health ensurance e-file, social security efile) and sends them to respective organizations, the National Employment Office (NSZ), the Pension and Disable persons Insurance Fund (PIO) and the registry office of health-care insurance. => Za ostvarivanje prava iz radnog odnosa zaposlenog, menadžer za ljudske resurse vrši popunu obrazaca (e-prijave o zasnivanju - prestanku radnog odnosa, e-prijave na osiguranje, e-prijave za zdravstveno osiguranje) i prosleđuje nadležnim organizacijama. ~~~ NSZ, Fondu za penzijsko i invalidsko osiguranje (PIO) i matičoj filijali osiguranika za zdravstveno osiguranje.
LL@(11927) These organizations register the rights of the new employee and transfer the qualified documents to the employer, who in turn stores them into the employees e-Dossier. => Predloženi model e-zapošljavanja, novi je organizacioni model koji koristi informacionu i komunikacionu tehnologiju u segmentu zapošljavanja.
LL@(11928) 4.2 The advantages of the model of e-employment implementation in the human resource management The proposed model of e-employment is a new organizational model that makes use of the information and communication technologies in the employment segment. => Dinamički povezuje subjekte zapošljavanja. ~~~ Prednosti modela ezapošljavanja su brojne: (cid: ~~~ proces e-zapošljavanja je automatizovan, celokupna dokumentacija je centralizovana, u elektronskoj formi; (cid: ~~~ HTML dokumenti zamenjuju papirnate obrasce i formulare; (cid: ~~~ jeftinije e-oglašavanje slobodnih radnih mesta; (cid: ~~~ e-prijavljivanje potencijalnih kandidata; (cid: ~~~ e-evidentiranje potencijalnih kandidata i lica koja traže posao; (cid: ~~~ analiza velikog broja e-Prijava za posao, (cid: ~~~ brže i lakše identifikovanje najkvalitetnijijih potencijalnih kandidata za sprovođenje selekcije; (cid: ~~~ pronalaženje i zapošljavanje najboljih stručnja ka; (cid: ~~~ e-obaveštenje potencijalnih kandidata o njiho vom statusu; (cid: ~~~ primena Internet servisa za online selekciju po tencijalnih kandidata; (cid:
LL@(11929) It connects the employment subjects in a dynam (cid:190) The e-employment process is automated, the entire documentation is centralized, in electronic form; (cid:190) The paper forms and documents are replaced by HTLM documents; (cid:190) E-announcement of vacancies is cheaper; (cid:190) E-application of potential candidates; (cid:190) E-filing of potential candidates and job seeking persons; (cid:190) Analysis of a large number of e-applications for jobs; (cid:190) Faster and easier identification of the most eligi ble potential candidates for selection purposes; (cid:190) Identifying and recruiting the most eligible ex perts; (cid:190) E-notification of potential candidates on their sta tus; (cid:190) Implementation of the Internet service in the on line selection among potential candidates; (cid:190) On-line communication between the employer and the potential candidates, persons seeking the job, the National Employment Office and the employee insurance companies; (cid:190) Improving communication and cooperation among the employment subjects on the job market; (cid:190) The employment subjects are in a position to network and use the necessary databases and the documents needed for the purpose of an effective conducting of the process; (cid:190) Flexibility of the model, its adjustment and devel opment to suit the users needs; (cid:190) Efficient and higher quality employment.12 5. => online komunikacija poslodavca sa potencijalnim kandidatima, licima koja traže zaposlenje, NSZ i organizacijama za osiguranje zaposlenih; (cid: ~~~ poboljšanje komunikacije i saradnje između su bjektima zapošljavanja na tržištu rada; (cid: ~~~ subjektima zapošljavanja pruža se mogućnost povezivanja i korišćenja potrebnih baza podatka i dokumenta za kvalitetno odvijanje procesa; (cid: ~~~ fleksibilnost modela, prilagođavanje i njegov razvoj prema potrebama korisnika; (cid:
LL@(11930) Conclusion The globalization of the job market and the implementation of new technologies in business doing have a paramount impact upon the human, labour and creativity potential treatment, as well as upon the character of management. => efikasnije i kvalitetnije zapošljavanje. 12 5. ~~~ Zaključak Globalizacija tržišta rada, primena novih tehnologija u poslovanju korenito menjaju tretman ljudskog potencijala, radnog, stvaralačkog i karakter upravljanja.
LL@(11931) The e-employment model is a new concept of employment and work engagement. => Model e-zapošljavanja predstavlja novi koncept zapošljavanja i radnog angažovanja.
LL@(11932) The model implements modern scientific and professional knowledge in the field of human resource management, information and communication technologies, standards applied in the developed countries and the national regulations in the employment segment. => U modelu su implementirana savremena naučna i stručna saznanja iz menadžmenta ljudskih resursa, informacionih i komunikacionih tehnologija; standardi koji se primenjuju u razvijenim zemljama i domaći propisi iz segmenta zapošljavanja.
LL@(11933)  => Organizacije registruju prava novog zaposlenog iz svoje nadležnosti i potom kvalifikovana dokumenta prosleđuju poslodavcu, koji ih smešta u e-Dosije zaposlenog.
LL@(11934) The implementation of the e-employment model means changes in the organization of work, the technology and methodology applied by the employer, the employment office and the employee insurance companies. => Primena modela e-zapošljavanja podrazumeva i promene u organizaciji rada, primenjenoj tehnologiji i metodologiji poslodavca, nosioca zapošljavanja i organizacija za osiguranje zaposlenih.
LL@(11935) It can be performed through the implementation of modern information and communication technologies, application and exchange of standardized documents in electronic form, the use of electronic signature and through the use of cryptograph protection mechanisms. => Može se sprovesti uz pri menu savremenih informacionih i komunikacionih tehnologija, upotrebu i razmenu standardizovanih dokumenata u elektronskom obliku, primeni elektronskog potpisa i korišćenju kriptografskih mehanizama zaštite.
LL@(11936) E-employment fosters the efficiency, the effectiveness and the innovativeness of the employment process. => E-zapošljavanje doprinosi povećanju efikasnosti, efektivnosti i inovativnosti procesa zapošljavanja.
LL@(11937) The results obtained show that the implementation of e-employment provides an insight into all the phases of the employment process, improves the quality of the process and reduces the costs to a considerable extent. => Postignuti rezultati pokazuju da primena e-zapošljavanja doprinosi uvidu u sve faze procesa zapošljavanja, poboljšanju kvaliteta procesa i značajnom smanjenju troškova.
LL@(11938) The implementation of the proposed model of e-empoyment is to ensure to the employment promoters a higher quality, faster, less expensive and safer process, minimizing the effort and errors. => Implementacija predloženog modela e-zapošljavanja treba da omogući akterima zapošljavanja kvalitetniji, brži, jeftiniji i sigurniji proces, uz manje napora i grešaka.
LL@(11939) One on-line category related to the employment opportunity and career development counsel is expected to expand fastest in the future. => Predviđa se da će u budućosti najbrže rasti jedna od online kategorija koja se odnosi na traženje mogućnosti za zaposlenje i saveta za razvoj krijere.
LL@(11940) In the future, the e-employment will be inevitable, from the companies, to the virtual workposts, to the work from home. => Budućnost e-zapošljavanje je neizbežna, od kompanija, virtuelnih radnih mesta i rada kod kuće.
LL@(11941) REFERENCE Š1Ë Mitrović,S. E-zapošljavanje, Monography, Zadužbina Andrejević, Special Issues Edition, Beograd, 2008. => 
LL@(11942) Š2Ë ]amilović,S. i Vujić, V. Osnove menadžmenta ljudskih resursa, Tekon, Beograd, 2007. => 
LL@(11943) Š3Ë Mitrović, S. E-zapošljavanje ljudskih resursa u Srbiji, Collection of papers, Symposium on computer sciences and information technologies, YU Info, Kopaonik, 2008. ~~~ Š4Ë Bosanac, D. Primena novih tehnologija u upravl janju ljudskim resursima, Pravni informator, Online edition of the journal, br. 11, Beograd, Š5Ë Mitrović, S. Internet i zapošljavanje ljudskih resursa, magisterial thesis, Fakultet organizacionih nauka, Beograd 2007. ~~~ Š6Ë Decision 2241/2004/EC of the European Parliament and the Council of 15 December 2004 on the Common Framework of the Community for the Transparency of qualifications, knowledge and skills (Europass) Š7Ë Kodeks poslovne etike Službeni glasnik RS, br. 1/2006 Š8Ë Lewis, C. (1985) ~~~ Employee Selection. => LITERATURA Š1Ë Mitrović,S. E-zapošljavanje, monografija, Zadužbina Andrejević, Edicija Posebna izdanja, Beograd, 2008. Š2Ë ]amilović,S. i Vujić, V. Osnove menadžmenta ljudskih resursa, Tekon, Beograd, 2007. Š3Ë Mitrović, S. E-zapošljavanje ljudskih resursa u Srbiji, Zbornik radova Simpozijuma o računarskim naukama i informacionim tehnologijama, YU Info, Kopaonik, 2008. Š4Ë Bosanac, D. Primena novih tehnologija u upravljanju ljudskim resursima, Pravni informator, Online izdanje časopisa, br. 11, Beograd, 2009 Š5Ë Mitrović, S. Internet i zapošljavanje ljudskih resursa, Magistarska teza, Fakultet organizacionih nauka, Beograd 2007. Š6Ë Odluka 2241/2004/EC Evropskog parlamenta i saveta od 15. decembra 2004. godine o jedinstvenom Okviru Zajednice za transparentnost kvalifikacija, znanja i sposobnosti (Europass) Š7Ë Kodeks poslovne etike Službeni glasnik RS, br. 1/2006 Š8Ë Lewis, C. (1985) Employee Selection.
LL@(11944) London. => London.
LL@(11945) Hutchinson. => Hutchinson.
LL@(11946) Š9Ë Torrington, D. i Taylor, S.H.L. Menadžment ljudskih resursa, SP Print, Novi Sad fifth edition, Beograd, 2004. ~~~ Š10Ë Maravić, J. Testiranje putem Interneta, Edupoint Journal, no. => Š9Ë Torrington, D. i Taylor, S.H.L. Menadžment ljudskih resursa, SP Print, Novi Sad - peto izdanje, Beograd, 2004. Š10Ë Maravić, J. Testiranje putem Interneta, Časopis Edupoint, br. 34, Zagreb, 2005. Š11Ë Gejts, B., Poslov@nje brzinom misli, Prometej, Novi Sad, 2001. Š12Ë Mitrović, S. E-zapošljavanje, Časopis InfoM, br. 30, Beograd, 2009.
LL@(11947) 34, Zagreb, 2005. ~~~ Š11Ë Gejts, B., Poslovanje brzinom misli, Prometej, Novi Sad, 2001. => Definisanje trajanja i kvaliteta pregovaračkog procesa i njegova unutrašnja struktura UDK:
LL@(11948) Š12Ë Mitrović, S. E-zapošljavanje, The InfoM Journal, no. => 
LL@(11949) 30, Beograd, 2009. => 005.574 Dragan Gruevski1 1St.
LL@(11950) Determination of the Time and Quality Frame of the Bussines Negotiation Process and its Internal Structure UDC: 005.574 Dragan Gruevski1 1St. Kliment Ohridski University Faculty of Administration and Information Systems Management Bitola, Republic of Macedonia What does it mean to negotiate in the world of business, anyway? => Kliment Ohridski University Faculty of Administration and Information Systems Management Bitola, Republic of Macedonia [ta uopšte znači pregovarati u poslovnom svetu?
LL@(11951) Is this essentially the same conceptual framewok or is it entirely something else? => Da li je to u suštini isti konceptualni okvir ili je to nešto sasvim drugo?
LL@(11952) Both theory and practice maintain that it is absolutely the same relationship between two or more parties looking to reach agreement on a set of issues, who have a deep understanding of the similarities and differences of their own interests led by the desire to be mutually defeated or fulfilled. => I u teorji i u praksi tvrdi se da je to apsolutno isti odnos između dve ili više strana koje pokušavaju da dođu do sporazuma o određenom broju pitanja, koje prepoznaju sličnosti i razlike u svojim interesima a vodi ih želja da prođu jednako dobro, bilo da je reč o neuspehu ili o uspehu u ovoj aktivnosti.
LL@(11953) What is different is the subject matter of negotiation which is defined by the specific field it belongs to. => Ono što se razlikuje jeste sadržaj pregovora koji se definiše specifičnošću oblasti u okviru koje se pregovara.
LL@(11954) The main motive is by and large the profit that leads to a privileged social status, but also to allienation. => Glavni motiv je uvek profit koji obezbeđuje privilegovan društveni status, ali i otuđenje.
LL@(11955) However, there are other motives. => Postoje ipak i drugi motivi.
LL@(11956) Old clothes, paper, iron can also be a subject matter of business negotiations to companies that negotiate with the suppliers of these goods. => Stara odeća, papir, staro gvožđe takođe mogu da budu tema poslovnih pregovora za kompanije koje o njima pregovaraju sa dobavljačima ovih roba.
LL@(11957) It seems that in cases like these profit is not the primary motive. => Izgleda da u ovakvim slučajevima profit nije primarni motiv.
LL@(11958) Nevertheless, the elements of negotiation to reach divergent interests are present in each case. ~~~ Even in the most simple case of a pauper who rings at your doorbell offering to clean out the trash for a minimal compensation you can find the the same elements of negotiation that are present in negotiations used by large corporations in large transactions. => Ipak, elementi pregovaranja između dve strane s ciljem da svaka zadovolji svoje interese prisutni su u svakom slučaju; čak i u najjednostavnijem slučaju kada vam siromah zazvoni na vrata i ponudi da vam očisti đubre za minimalnu kompenzaciju možete naći iste one elemente pregovaranja koji su prisutni i kod pregovora između velikih korporacija, prilikom obimnih transakcija.
LL@(11959) The parties involved in the negotiations, their interests, demands, positions, the negotiation climate, the social rank of the negotiating parties are all factors that determine the particulars of the negotiation process. => Strane uključene u pregovore, njihovi interesi, zahtevi, pozicije, pregovaračka klima, društveni položaj strana u pregovorima, sve su to faktori koji određuju pojedine delove pregovaračkog procesa.
LL@(11960) Let us not forget that even the local businessman ensures better placement of his goods/products/services by knocking at the door of the more powerful entrepreneur to gain a broader market representation. => Ne zaboravimo da čak i lokalni biznismen obezbeđuje bolji plasman svoje robe/proizvoda/usluga time što kuca na vrata nekog jačeg preduzetnika koji će mu pomoći da proširi svoje prisustvo na tržištu. 1.
LL@(11961) 1. => Uvod 2.
LL@(11962) Introduction Speaking about (bussines) negotiations, we actually speak about an imminent relation between co-workers, partners, customers of goods and services in different enterprises, organizations, companies. => Struktura rada Kad govorimo o (poslovnom) pregovaranju, govorimo u stvari o neposrednom odnosu između saradnika, partnera, potrošača roba i usluga u različitim preduzećima, organizacijama, kompanijama.
LL@(11963) That is to say we speak about a type of communication which can be applied very successfully, can be planned, guided and practiced. => To znači da govorimo o tipu komunikacije koji se može veoma uspešno primeniti, koji se može planirati, usmeravati i primenjivati.
LL@(11964) Here, the same as the business communication, the issue is the business traffic of information which is exchanged, to only one purpose - setting a mutual agreement. => U ovom slučaju, kao i kod poslovne komunikacije, tema je poslovni protok informacija koje se razmenjuju, a sve u jednom cilju postizanja zajedničkog dogovora.
LL@(11965) The everyday contacts with employees, customers, suppliers, authorities, competition, transporters, most frequently gain the shape of formal or informal transaction, negotiation, which as a form of communication is of crucial importance in the business world. => Svakodnevni kontakti sa zaposlenima, potrošačima, dobavljačima, vlastima, konkurencijom, prevoznicima, često poprimaju oblik formalne ili neformalne transakcije, pregovaranja, što je kao oblik komunikacije od suštinskog značaja u poslovnom svetu.
LL@(11966) The crucial moment on which the successful negotiation depends is the determination of the factors-determiners; the characteristics which mean a lot and which guide us towards the cooperation and successful deal are the true challenge set up in front of this scientific research work. => Ključni momenat od koga uspeh pregovora zavisi jeste određivanje faktora odrednica; karakteristike koje mnogo znače i koje nas vode saradnji i uspešnom zaključenju posla predstavljaju pravi izazov koji se nalazi pred ovim naučno-istraživačkim radom.
LL@(11967) This work is an attempt to establish a certain order in the variety of chaotic experiential knowledge and unfinished scientific elementary explorations and assumptions; and also to open a field for further research into the problem of negotiation in Macedonia. ~~~ 2. => Ovaj rad predstavlja pokušaj da se uspostavi određeni poredak u okviru najraznovrsnijeg haotičnog eksperimentalnog znanja i nezavršenih naučnih elementarnih istraživanja i pretpostavki, a takođe i da se otvori polje za dalja istraživanja problematike pregovaranja u Makedoniji.
LL@(11968) Structure of the work This work is divided on two parts (theoretic and researching). => Ovaj rad je podeljen na dva dela (teorijski i istraživački).
LL@(11969) In the first, theoretic part, the attitudes of many well known authors are elaborated about psychology, sociology, communicology, whose suggestions could be connected correctly and entirely to the contemporary conception, understanding and perceptions of some issues of negotiation. => U prvom, teorijskom delu, razmatraju se stavovi velikog broja poznatih autora o psihologiji, sociologiji, komunikologiji, a čije sugestije se opravdano i u celini mogu povezati sa savremenim koncepcijama, shvatanjem i percepcijama nekih problema u pregovaranju.
LL@(11970) The second, researching part contains a presentation, analysis and interpretation of the results of the conducted polls and actual records (of real-time negotiation situations) obtained in several towns in Macedonia (Bitola, Kumanovo, Strumica, Veles, Skopje, Tetovo, Demir Hisar, Krushevo, Kavadarci and Shtip) performed by 130 bussines respondents, who act in the condition of transformation of the overall relations and restructuring of the capital. ~~~ 5. => Drugi, istraživački deo sadrži prezentaciju, analizu i tumačenje rezultata sprovedenih anketa i konkretne zapise (pregovaračkih situacija u realnom vremenu) do kojih smo došli u nekoliko gradova u Makedoniji (Bitola, Kumanovo, Strumica, Veles, Skopje, Tetovo, Demir Hisar, Kruševo, Kavadarci i [tip), u kojima je učestvovalo 130 ispitanika koji su učestvovali u cilju transformisanja ukupnih odnosa i restruktuiranja kapitala. 3.
LL@(11971) Issue and object of the research The issue of the research is focused on the issue of influence of the situation factors over the quality of the negotiation process. => Tematika i predmet istraživanja Tema ovog istraživanja jeste pitanje uticaja situacionih faktora na kvalitet procesa pregovaranja.
LL@(11972) Such determination of the problem, emphasizes the predominantly explorative character of this work. ~~~ (How do the situation factors exercise their influence? => Takvo određivanje problematike naglašava prevashodno istraživački karakter ovoga rada. (Kako situacioni faktori ispoljavaju svoj uticaj?
LL@(11973) Which are the main characteristics of these relations?) ~~~ Thus, considering the current scientific knowledge regarding the nature of the so-called situation factors it was necessary that they be specified through several levels and sub-problems which are treated by this research: 1) Problem of classification nature, actually whether or not the determination variables of the negotiation process could be established that are strong enough on their own to have an impact in all the situations of the negotiation and to be separated from the others? => Koje su glavne karakteristike ovih odnosa?) Stoga, kad se ima u vidu trenutno naučno znanje o tzv. situacionim faktorima, bilo je neophodno da se oni specifikuju kroz nekoliko nivoa i pod-problema kojima se ovo istraživanje bavi:
LL@(11974) 2.) ~~~ Problem of exploration nature, actually what is the interaction between the situation and other factors in the real-time negotiation situations? and, 3.) => 1) problem klasifikacije, u stvari, da li se varijable odred nica pregovaračkog procesa mogu odrediti tako da same po sebi budu dovoljno snažne da bi imale uticaja u svakoj pregovaračkoj situaciji i da se razlikuju jedna od druge?
LL@(11975) Problem of descriptive nature, related to the profile of the average negotiator in Macedonia, regarding the determined aspects of negotiations. => 2) problem istraživanja, u stvari, u čemu se sastoji interakcija između situacije i drugih faktora u pregovaračkim situacijama u realnom vremenu? i 3) problem deskripcije, koji je u vezi sa profilom prosečnog pregovarača u Makedoniji, u odnosu na određene aspekte pregovaranja.
LL@(11976) The objective of the research is to review the mutual dependence between internal psychical personal factors (trustiness, collaboration, level of frustration tolerance, possessed potency) and external variables (kind and character of the activity), which are treated as possible determinants of the preferable mode of behavior due to the fact that in their mutual interaction they have their strong impact upon the quality of negotiation from the aspect of the climate, approach and time of negotiation. => Cilj ovog istraživanja jeste da ispita uzajamni odnos između unutrašnjih fizičkih personalnih faktora (poverenja, saradnje, stepena tolerancije frustracije, potencijala koji se poseduje) i spoljnih varijabli (vrsta i karakter date aktivnosti), koje se posmatraju kao moguće odrednice poželjnog načina ponašanja zato što je činjenica da tokom te interakcije oni vrše snažan uticaj na kvalitet pregovaranja u smislu klime, pristupa i vremena pregovaranja. 4.
LL@(11977) 4. ~~~ Relevance and scientific justification of the research Today, there is a huge amount of material, experiences, models, patterns, rules and acts about the negotiation worldwide. => Značaj i naučna opravdanost istraživanja Danas u svetu postoji ogromna količina materijala, iskustva, i ogroman broj modela, šema, pravila i postupaka u pregovaranju. (William, M.: ~~~ Pruitt, G.D : ~~~ Micik, P. : ~~~ 1988; Plenkovic, P.: ~~~ 1991; Tudor, G. : ~~~ Ninberg, H.: ~~~ 1993; Gnjato, V.:
LL@(11978) (William, M.:1955: Pruitt, G.D :1981; Micik, P. : 1988; Plenkovic, P.: 1991; Tudor, G. :1992; Ninberg, H.: 1993; Gnjato, V.: 2003; Mandic, T.:2003; Lax A.D and Sebenius K.J. : 2003; Harvey, B: 2008) Many schools were popularized; many methods and approaches were offered as the best ones. => 2003; Mandic, T.: ~~~ Lax A.D and Sebenius K.J. : ~~~ 2003; Harvey, B: ~~~ 2008) Popularisane su mnoge škole; mnogi metodi su nuđeni kao najbolji.
LL@(11979) Many seminars, courses and trainings were organized allocated for various structures of individuals as well as groups who were trained for such activities. => Veliki broj seminara, kurseva i obuka organizovano je za različite profile pojedinaca i grupa koje su prolazile obuku za ovaj posao.
LL@(11980) Numerous handbooks, brochures, books were published as a groundwork for additional systematization in the direction of theoretical and scientific comprehending of the problem. => Takođe je štampan veliki broj priručnika, brošura i knjiga kao osnovica za dodatnu sistematizaciju u cilju teorijskog i naučnog razumevanja ove problematike.
LL@(11981) At the same time, the literature does not offer exactly the precise data and time frames, but it is also said that in the western countries since earlier times there are certain forms of organized training and qualification of the businessmen, who gain their knowledge about business communication and negotiation through the intensive courses. => Istovremeno, literatura ne nudi potpuno precizne podatke i vremenske okvire, mada se isto tako kaže da u zapadnim zemljama još od ranije postoje određeni oblici organizovane obuke i kvalifikacija biznismena koji tokom intenzivnih kurseva stiču znanja o poslovnoj komunikaciji i pregovaranju.
LL@(11982) Anyway, the beginning was set in the year of 1924, when the author Mary Parker Hayward wrote about the so called integrative negotiation. => U svakom slučaju, za početak se uzima godina 1924., kada je autor Mary Parker Hayward pisala o tzv. integrativnom pregovaranju.
LL@(11983) In the Balkans (former Yugoslavia), what is considered to be a successful and the very first attempt of theoretical and practical application of the issue of business negotiation, is the work of Predrag Michic How to guide the business conversation published in 1980. => Smatra se da je na Balkanu (u bivšoj Jugoslaviji) prvi pokušaj teorijske i praktične obrade tematike poslovnog pregovaranja učinio Predrag Mićić u svom delu Kako voditi poslovne razgovore, objavljenom 1980. godine.
LL@(11984) In Macedonia, this issue was vividly initiated after the in dependence was proclaimed in 1991, actually after the implementation of the parliamentary democracy and the market economy. => U Makedoniji je ova tematika naglo izbila u prvi plan po objavljivanju nezavisnosti, 1991. godine, u stvari, nakon uvođenja parlamentarne demokratije i tržišne ekonomije.
LL@(11985) However, the former academic treatment of the negotiations, as an issue of a scientific interest is not satisfactory. => Ipak, ranija posmatranja pregovaranja na akademski način, kao pitanje od naučnog interesovanja, nisu zadovoljavajuća.
LL@(11986) It is worth mentioning that the number of published titles about this issue in comparison to those in the neighboring countries is negligibly small. => Vredi pomenuti da je broj objavljenih naslova o ovoj tematici zanemarljivo mali u poređenju sa zemljama u okruženju.
LL@(11987) Namely, only a few books about the business negotiations were published in Macedonia, most of which were the translations. => Naime, u Makedonije je objevljeno samo nekoliko knjiga o poslovnom pregovaranju, a i to su uglavnom bili prevodi.
LL@(11988) Only the work of Arsovska T. (1995) ~~~ How to perform successful business conversation presents a humble initial attempt, which could only partially be called originally author work. => Jedino rad T. Arsovske (1995), Kako voditi uspešne poslovne razgovore, predstavlja skroman početni pokušaj koji se samo delimično može nazvati originalnim autorskim delom.
LL@(11989) On the contrary, the facts about the global connection, the existence of huge data banks, limitless time and space opportunities speak about the fact that the business world penetrates deeply into all spheres of business existence thus emanating its resources of influence. => Nasuprot tome, činjenice o globalnom povezivanju, postojanje ogromnih banaka podataka, neograničeni broj vremenskih i prostornih mogućnosti govore o tome da poslovni svet prodire duboko u sve sfere poslovne egzistencije i na taj način osnažuje svoj uticaj.
LL@(11990) Thus, the awareness that the successful business functioning is one of the key factors for the enhancement of the overall relation of the social and business life, is the great fact that must be accepted. => Stoga svest da uspešna poslovna aktivnost predstavlja jedan od ključnih faktora za unapređenje ukupnog društvenog i poslovnog života jeste značajna činjenica koja se mora prihvatiti.
LL@(11991) In that context, the negotiations truly may be only a small cause in those relations, but a very essential one. => U tom kontekstu, pregovori zaista mogu da budu samo mali deo tih odnosa, ali je njihov značaj suštinski.
LL@(11992) Their dynamics, development, and achieved results will have a great influence on the subsequent endeavor in any business sector. => Njihova dinamika, razvoj i postignti rezultati imaće značajan uticaj na dalje napore u svakom poslovnom sektoru.
LL@(11993) That is the reason why all our efforts are devoted to the establishment of the scientific research goals of negotiations (such as examination and amendment of the knowledge about determination of the negotiations, examination of the approaching methods and enrichment of the research instruments, finding practical solutions and instructions needed for business practice and negotiation trainings) seem to be quite actual and justified. => Ovo je i razlog što su svi naši napori usmereni na uspostavljanje naučnih istraživačkih ciljeva u pregovaranju (kao što je ispitivanje i poboljšanje znanja o odrednicama pregovaranja, ispitivanje metodskih pristupa i stvaranje većeg broja instrumenata za istraživanje, nalaženje praktičnih rešenja i uputstava potrebnih u poslovnoj praksi i u obuci za pregovaranje) izgleda sasvim aktuelni i opravdani.
LL@(11994) Those efforts and attempts offered many answers about some very important issues in this sphere (such as the average time frame of the negotiations in Republic of Macedonia, the quantity of theoretical knowledge about the negotiation mastered by businessmen, the awareness of the importance of this issue, the attitude on research of this issue, the average profile of the negotiators in Macedonia, etc.). => Ovi napori i pokušaji ponudili su veliki broj odgovora na neka veoma značajna pitanja u ovoj sferi (kao što je prosečni vremenski okvir pregovaranja u Republici Makedoniji, količina teorijskog znanja o pregovaranju koju biznismeni imaju, svest o značaju ove teme, stav prema istraživanjima ove teme, prosečni profil pregovarača u Makedoniji, itd.).
LL@(11995) 5. => 5.
LL@(11996) Research hypothetical frame The general postulate is set affirmatively saying that: There are certain external (environmental) and internal (personal) factors, that possess equal level of prognostic and determination power over the quality of a negotiation process, in any conditions and situations of negotiations. => Hipotetički okvir istraživanja Opšti postulat postavljen je afirmativno i glasi: ~~~ Postoje određeni spoljni (faktori okruženja) i unutrašnji (lični) faktori koji poseduju jednak nivo sposobnosti prognoziranja i određivanja kvaliteta pregovaranja, u svim uslovima i situacijama u pregovaranju.
LL@(11997) Comprehension and understanding these factors results in improvement of the quality of negotiations thus reducing the time of negotiations. => Shvatanje i razumevanje ovih faktora vodi unapređenju kvaliteta pregovora čime se skraćuje vreme pregovaranja.
LL@(11998) In essence, the kind and the character of the branch of the organization on behalf of which the negotiations are conducted, the level of management, as well as the elements of the latent maturity of negotiators, are the key determinants of that process. => U suštini, vrsta i karakter organizacije u čije ime se pregovaranje vrši, nivo menadžmenta, kao i elementi latentne zrelosti pregovarača, predstavljaju ključne odrednice u tom procesu.
LL@(11999) This postulate is achieved through three additional and eight individual hypotheses which directly lead to the current indicators. ~~~ 6. => Ovaj postulat se postiže kroz niz od tri dodatne i osam pojedinačnih hipoteza koje neposredno dovode do indikatora koje sada imamo. 6.
LL@(12000) Method approach In the course of exploration of the problem of our research, we primarily start by the theoretical analysis of the knowledge of this issue, offered by the scientists and performed by two different approaches. => Metodološki pristup U ispitivanju teme u našem istraživanju pre svega smo počeli teorijskom analizom znanja o ovoj tematici koju su naučnici ponudili, a kojoj smo pristupili na dva načina.
LL@(12001) Namely, in the domain of negotiations following explorations are evident: 1.) => Naime, u domenu pregovaranja očigledna su sledeća istraživanja:
LL@(12002) Explorations generated by analysis of profiles, conclusions and acts of previously distinguished managers, systematized personal experiences and 2.) ~~~ Classical experiments, psycho-metrical and other tests in the aim of evaluating the relations between established variables. => 1) istraživanja izazvana analizom profila, zaključaka i postupaka ranijih vrhunskih menadžera, sistematizovana lična iskustva, i 2) klasični eksperimenti, psihometrijski i drugi testovi sa ciljem da se ocene odnosi između uspostavljenih varijabli.
LL@(12003) The first approach is distinctive for various profiles of practitioners (solicitors, lawyers, engineers) who have systematized their negotiation knowledge and personal experiences thus offering them as original models, manners and schools. => Prvim pristupom precizno smo odredili različite profile praktičara (pravni savetnici, advokati, inženjeri) koji su sistematizovali svoje znanje o pregovaranju i lična iskustva i ponudili ih kao originalne modele, načine i škole.
LL@(12004) The other approach is notable in the work of sociologists, sociology psychologists, management theorists who performed direct exploration of negotiations, or indirectly have made their conclusions based on the investigations of other problems and aspects of negotiations (Deutsch and Krauss; Chertkoff & Conley; Baron; Hofstade and Crozier). => Drugi pristup poznat je u radu sociologa, sociopsihologa, teoretičara menadžmenta koji su sprovodili neposredna ispitivanja pregovora ili su posredno došli do zaključaka na osnovu istraživanja drugih problema i aspekata pregovaranja (Deutsch and Krauss; Chertkoff & Conley; Baron; Hofstade and Crozier).
LL@(12005) The research is based on the analytical-descriptive methodology, whose goal is to select the relevant perceptions about the interpersonal relations, present in the negotiation process, and by the application of the adequate statistical procedures and conclusions will answer the questions of the research. => Istraživanje se zasniva na analitičko-deskriptivnoj metodologiji čiji je cilj da se odrede značajne percepcije interpersonalnih odnosa koji se javljaju u procesu pregovaranja i da se nađu odgovori na pitanja postavljena u istraživanju primenom odgovarajućih statističkih postupaka i zaključaka.
LL@(12006) Also, during the determination of the interaction between the different kinds of variables (like personal touch, environment elements, and interaction conditions) the most applicable proceeding is the immediate exploration of the events recorded during the real-time negotiations. => Isto tako, tokom određivanja interakcije između različitih tipova varijabli (na primer, lični kontakt, elementi okruženja i uslovi interakcije), najprimenljiviji postupak je neposredno istraživanje događaja zabeleženih u pregovaranju u realnom vremenu.
LL@(12007) It means that the classical analytical descriptive exploration is enriched by the case study. => To znači da je klasično analitičkodeskriptivno ispitivanje obogaćeno studijom slučaja.
LL@(12008) All in all, the exploration primarily gains an operative character, as regards the time it is allocated in, to the immediate research of the actual, real, transitional period of living and acting. => Sve u svemu, ispitivanje je dobilo prvenstveno operativni karakter, u pogledu vremena u kome se odvija i neposrednog istraživanja aktuelnog, stvarnog, tranzicionog perioda života i rada.
LL@(12009) The implemented techniques of exploration are the following: a scale poll questionnaire, evaluation technique and especially the technique of systematic observation set as case study. => Tehnike istraživanja koje smo primenili su sledeće: anketa sa upitnikom za ocenjivanje, tehnika ocenjivanja i posebno tehnika sistematskog posmatranja u vidu studije slučaja.
LL@(12010) The poll questionnaire evaluated the essential basic indicators and facts about interpersonal characteristics of the individuals relevant for this research. => Anketni upitnik korišćen je za ocenjivanje najznačajnijih osnovnih pokazatelja i činjenica o međuljudskim odlikama pojedinaca koji su značajni za ovo istraživanje.
LL@(12011) The grading of the examinee answers (given in the questionnaire form) was performed by the evaluation scale, and was described from extremely satisfying to unsatisfying regarding the knowledge about some distinctive elements of the negotiation process and their relation to it. => Ocenjivanje odgovora ispitanika (dato na formularu upitnika) vršeno je na skali za evaluaciju, a ocene su se kretale od krajnje zadovoljavajuće do nezadovoljavajuće, za poznavanje određenih posebnih elemenata u procesu pregovaranja i njihovog odnosa prema pregovaranju.
LL@(12012) In the end, the case study enables us (on the basis of certain positions) to perform impartial observation, confirmation and description of various specific and relevant information that occurred in a concrete negotiation process - a specific situation. => Na kraju, studija slučaja omogućava nam (na osnovu određenih pozicija) da sprovedemo objektivno posmatranje, potvrdu i opisivanje različitih specifičnih i relevantnih informacija do kojih smo došli u konkretnom pregovaračkom procesu specifičnoj situaciji.
LL@(12013) Worth mentioning are the appropriately organized individual meetings with interested individuals, as well as a seminar where the following methods were performed: a method of teaching, a presentation technique, playing games, a video projection etc. ~~~ 7. => Vredi pomenuti odgovarajuće organizovane pojedinačne sastanke sa zainteresovanim pojedincima, kao i seminar na kome su primenjeni sledeći metodi: metod nastave, tehnika prezentacije, igre, video projekcija, itd. 7.
LL@(12014) Conclusive anticipations This research is conducted in order to identify and to classify the relevant determinants of negotiation, with a special accent put on the so called environment (situation) factors. => Zaključna predviđanja Ovo istraživanje je sprovedeno sa ciljem da se odrede i klasifikuju relevantne odrednice pregovaranja, sa posebnim akcentom na tzv. faktore okruženja (situacione faktore).
LL@(12015) At that point, (contrary to the anticipations that speak about it as an intangible phenomena of the twilight zone) the research starts with an attitude that the negotiations are a widespread social presence, noted in many kinds of social relations, and they may and should be explored. => U datom trenutku (suprotno očekivanjima koja o njemu govore kao o nematerijalnoj pojavi u zoni sumraka), istraživanje je počelo stavom da su pregovarači opšteprisutna društvena pojava, da su zapaženi u mnogim vrstama društvenih odnosa i da tu pojavu treba istražiti.
LL@(12016) The fact that a huge number of theoretical concepts were separated did not contribute to the foundation of some eclectic theory of negotiations, on the contrary, it serves as a background to our own approach to the treatment of this problem. => Činjenica da je izdvojen ogroman broj teorijskih koncepata nije doprinela stvaranju neke eklektičke teorije pregovaranja; upravo suprotno, ona predstavlja osnovu za naš sopstveni pristup bavljenju ovom problematikom.
LL@(12017) The general hypothesis about the influence of the interpsychical and environment factors over the negotiation process is not yet confirmed (the three particular hypothesis are only partially confirmed), the only confirmed influence is that of the degree of frustration tolerance over the negotiation time (which belongs to the group of the inter-psychical variables) and the influence of the type of ownership and branch of activities over the dependent collaboration and formality (which belongs to the external-environment variables). => Opšta hipoteza o uticaju inter-fizičkih faktora i faktora okruženja na pregovarački proces još uvek nije potvrđena (tri posebne hipoteze su samo delimično potvrđene); jedini potvrđeni uticaj jeste onaj o stepenu tolerancije frustracije tokom vremena pregovaranja (a to pripada grupi inter-fizičkih varijabli) i uticaj tipa vlasništva i grane poslovanja na uzajamno zavisnu saradnju i formalnost (što spada u spoljne, varijable okruženja).
LL@(12018) What is this due to? => Zbog čega ovo?
LL@(12019) Reasons are found in the confirmations and notes of the representatives of so called social revolution. => Razlozi se nalaze u potvrdi i oceni predstavnika tzv. socijalne revolucije.
LL@(12020) Namely, the negotiations, as a social situation, mostly depend of the interaction between the particular personal contacts of the negotiators and the external situation conditions, which create the so-called negotiation context (particular and unique for each new situation). => Naime, pregovaranje kao društvena situacija uglavnom zavisi od interakcije između uzajamnog odnosa pregovarača i spoljnih, situacionih okolnosti što stvara tzv. pregovarački kontekst (poseban i jedinstven za svaku novu situaciju).
LL@(12021) There is a great probability that exactly those anticipations contribute that phenomenon should be declared as intangible. => Velika je verovatnoća da upravo ovakva predviđanja treba definisati kao nematerijalna.
LL@(12022) Generally, we think that the solution to this problem is offered by the above mentioned anticipations (like the theory of the games, concepts of correlation). => Uopšteno govoreći, smatramo da se rešenje ovog problema nudi ovim predviđanjima (kao što je teotija igara, koncepcije korelacija).
LL@(12023) Thus, if the determinants (a degree of frustration, type of ownership and branch, and probably others) which are strong enough to influence any negotiation situations are to be separated, then the third group of interaction determinants could be best understood and explained by the abovementioned theoretical concepts. => Stoga, ako odrednice (stepen frustracije, tip vlasništva i grana deletnosti, a verovatno i druge) koje su dovoljno moćne da bi mogle da utiču na sve pregovaračke situacije treba izdvajati, onda treću grupu odrednica interakcije treba najbolje razumeti i objasniti gore navedenim teorijskim konceptima.
LL@(12024) Actually, this is the essential concept of the authors who deal with the situation determination of the interactive context of dyads (E. Bern; C. Stayner; T. Mandic). => U stvari, ovo je glavni koncept autora koji se bave određivanjem situacija interaktivnog konteksta dijada (E. Bern; C. Stayner; T. Mandić).
LL@(12025) The variables, which appear to be important determinants of the negotiation process, are the first to indicate the ownership. => Varijable koje izgleda da su značajne odrednice pregovaračkog procesa prvo ukazuju na vlasništvo.
LL@(12026) Its influence upon the quality of negotiation is statistically confirmed regarding the aspects of: basic attitude (collaboration-competition), (X2 = 8.7 > 5.99 *0.05 / s.s. 2), basic approach (formal-informal). => Uti caj vlasništva na kvalitet pregovaranja statistički je potvrđen u odnosu na aspekte: osnovni stav (saradnjatakmičanje) (X2 = 8.7 > 5.99 *0.05 / s.
LL@(12027) (X2 = 7.62 > 5.99 *0.05 / s.s. 2). => s. 2), osnovni pristup (formalni-neformalni), (X2 = 7.62 > 5.99 *0.05 / s.
LL@(12028) All in all, we can with certainty declare that the: Private company owners are more cooperative and they prefer formal approach. (t = 2.98 > 2.57 *0.01) This information probably emerges from the essential needs for survival and development of the company which is on its own. => s. 2). ~~~ Sve u svemu, sa sigurnošću možemo da tvrdimo da: vlasnici privatnih kompanija su kooperativniji i opredeljeni su za formalni pristup. (t = 2.98 > 2.57 *0.01) Ova informacija verovatno proizilazi iz osnovnih potreba za opstankom i razvojem kompanije koja je na svome.
LL@(12029) This speaks about the expected and justified choice (when the private company owner claims that they are always responsive to cooperation, treaty, understanding, making compromises which guarantee survival and development). => Ovo govori o očekivanom i opravdanom izboru (kada vlasnik privatne kompanije tvrdi da su uvek otvoreni za saradnju, sporazum, razumevanje, kompromise kojima se garantuje opstanak i razvoj).
LL@(12030) His manner of proactive cooperation, as a personal feature, is more necessary to him than to those who work in a public sector, who, as regards the type of ownership of the capital, are less motivated to force observance to the principles of cooperation to a maximum. => Njegov način proaktivne saradnje, kao crta karaktera, potrebniji je njemu nego onima koji rade u javnom sektoru, a koji su, u odnosu na tip vlasništva nad kapitalom, manje motivisani da insistiraju na poštovanju principa saradnje do maksimuma.
LL@(12031) As a matter of fact, this is confirmed by the comments of those who worked in a civil service before they started their own private businesses. => U stvari, ovo je potvrđeno i u komentarima zaposlenih u društvenim službama pre nego što su otvorili svoje privatne firme.
LL@(12032) Equation with their own business is very common among all respondents included in the research from the private sector, which is not the case with those from the public sector. => Poistovećivanje sa svojom firmom veoma je uobičajeno među svim ispitanicima u privatnom sektoru obuhvaćenim ovim istraživanjem, što nije slučaj sa onima iz javnog sektora.
LL@(12033) On the other hand, the tendencies of ultimate exchange between the personal and social interests of the company most commonly are declared in public and commented among those respondents who work in civil service but have their own private businesses. => S duge strane, tendencije za potpunom razmenom između ličnih i društvenih interesa kompanije uglavnom javno iznose i komentarišu ispitanici zaposleni u društvenom sektoru, a imaju svoje privatne firme.
LL@(12034) Similarly, the private company owners prefer the formal approach (which can be noted at the undersigning of the documents, asking for verification, confirmation, facts, accurate data, arguments etc) which provide them an appropriate protection and which guarantee trustworthiness in the actual activity and in decision making. => Isto tako, vlasnici privatnih firmi opredeljuju se za formalni pristup (koji je očigledan prilikom potpisivanja dokumenata, zahteva za verifikaciju, konfirmaciju, kad se radi o činjenicama, tačnim podacima, raspravama, itd.) koji im obezbeđuje odgovarajuću zaštitu i garantuje pouzdanost u konkretnim poslovima i odlučivanju.
LL@(12035) The principle of short reckonings make long friends is normally more preferable when it comes to the negotiations of common interests, although probably there is also a space for the private interests, contrary to the fact that many issues are left as open questions (which means undefined stipulations). => Princip čist račun, duga ljubav prihvatljiviji je kad dođe do pregovora od opšteg značaja, iako verovatno postoji i prostor za privatne interese, nasuprot činjenici da su mnoga pitanja ostavljena kao otvorena (što znači nedefinisano ugovorena).
LL@(12036) The type of work (operation) is a variable which has a strong impact upon the negotiations. => Vrsta rada (delatnosti) predstavlja varijablu koja ima značajan uticaj na pregovaranje.
LL@(12037) But contrary to the type of ownership, the type of working operative has an immediate influence upon the time of negotia tions, however, it does not have any influence upon the basic attitude and the approach. => Za razliku od tipa vlasništva, tip delatnosti ima nepsredan uticaj na vreme pregovaranja, ali nema uticaj na osnovni stav i na pristup.
LL@(12038) Namely, the estimated values show that the attitude and the approach during the negotiation among traders as well as among service providers is very similar, but they have different time duration. (t = 2.69 > 2.57 *0.01) The explanation of this involves two probable reasons: 1) the longer time of negotiation probably. ~~~ Neither they nor the level of originality in their experience and skill gained by their everyday practice to haggle, bargain, shopping, sales and 2) the different types of goods (items of trade) impose the different times for negotiation because many questions are to be answered about their quality, price, conditions stipulations of payment, stipulations of refusal of goods, servicing and guaranties, transport etc. => Naime, procenjene vrednosti pokazuju da su stav i pristup tokom pregovaranja slični i kod trgovaca i kod isporučilaca usluge, samo se vreme trajanja razlikuje. (t = 2.69 > 2.57 *0.01) Za ovo postoje dva verovatna razloga: a) verovatno duže vreme pregovaranja jer u svakodnevnoj praksi borbe za prednost, za nižu cenu, kod kupovine, prodaje, nisu stekli ni znanje ni originalnost i 2) različite robe nameću različito vreme pregovaranja zato što treba odgovoriti na mnoga pitanja o kvalitetu, ceni, uslovima plaćanja, odbijanja prijema robe, servisiranju i garancijama, transportu, itd.
LL@(12039) Service providers on the average spend less time in negotiations (1 hour on the average) because they have fewer issues to negotiate about and the price is already determined and it is not varying so often because it does not depend on the market. => U uslužnim delatnostima potrebno je u proseku kraće vreme za pregovaranja (prosečno 1 sat) zato što se pregovara o manjem broju stavki, a cena je već utvrđena i ne menja se često pošto ne zavisi od tržišta.
LL@(12040) When we speak about personal variables, of only significance is the level of tolerance of frustration which has immediate impact upon the negotiation time. => Kad govorimo o ličnim varijablama, jedino značajna je nivo tolerancije frustracije koji ima neposredan uticaj na vreme pregovaranja.
LL@(12041) There are no statistical data of exclusive importance about other conjectural relations that will point out their connection. => Nema izuzetno značajnih statističkih podataka o drugim konjukturnim odnosima koji bi ukazivali na njihovu povezanost.
LL@(12042) Thus, the cooperation (X2 = 3.97 < 12.59 / s.s. 6) and the confidence (X2 = 2.26 < 9.49 / s.s. 4) as features of latent maturity in their exclusiveness do not have any kind of impact and influence upon the negotiation. => Tako saradnja (X2 = 3.97 < 12.59 / s. ~~~ s. 6) i poverenje (X2 = 2.26 < 9.49 / s. ~~~ s. 4) kao osobine latentne zrelosti u svojoj ekskluzivnosti nemaju nikakav uticaj na pregovaranje.
LL@(12043) Neither they neither the level of their legitimate power. => Ni one ni nivo njihove legitimne moći. (X2 = 4.24 < 5.99 / s.
LL@(12044) (X2 = 4.24 < 5.99 / s.s. 2) But this stands quite on the contrary relating to the above mentioned researches. => s. 2) Ali ovo je u potpunoj suprotnosti u odnosu na gornja istraživanja.
LL@(12045) Why is that so? => Zašto je to tako?
LL@(12046) The reason is very simple, namely, the power presents the functional relation between the carrier of the power and the dependent on the power. => Razlog je jednostavan. ~~~ Naime, moć predstavlja funkcionalni odnos između nosioca moći i onoga koji od te moći zavisi.
LL@(12047) Actually, the essence of this relation is the equilibrium, but there is not enough power to produce action in any type of negotiations (the respondents are very aware of it depends who I negotiate with and about what). => U stvari, suština ovog odnosa jeste ravnoteža, ali nema dovoljno moći koja bi proizvela akciju u bilo kojoj vrsti pregovaranja (ispitanici su veoma svesni ovoga zavisi s kim pregovaram i o čemu).
LL@(12048) So the power could be observed only as a personal variable which has different impacts in different situations. => Stoga se moć može posmatrati samo kao lična varijabla (varijabla ličnosti) koja ima različit uticaj u različitim situacijama.
LL@(12049) In fact, this is quite amenable to the defining of the power as a function, correlation of power on the one hand and the dependence on that power on the other hand (Blau). => U stvari, sasvim je prihvatljivo definisati moć kao funkciju, korelaciju moći, s jedne strane i zavisnost od te moći, sa druge (Blau).
LL@(12050) Similar is the relationship between the cooperation and the confidence. => Sličan je i odnos između saradnje i poverenja.
LL@(12051) Namely, the cooperation and the confidence as personal features (observed separately) show no influence upon the quality of negotiation. => Naime, saradnja i poverenje kao osobine ličnosti (posmatrane zasebno) ne pokazuju uticaj na kvalitet pregovaranja.
LL@(12052) The influence of those personal features rise and decline depending on the specificity of situations. => Uticaj osobina ličnosti raste ili se smanjuje u zavisnosti od specifičnosti situacije.
LL@(12053) How to describe this obvious contradiction?! The explanation emerges from the essence of the interaction of communication relations and their complexity (Rogers; Bern, Janakov; Beshka; Mandic). => Kako objasniti ovu očiglednu kontradiktornost? ~~~ Objašnjenje proizilazi iz suštine interakcije odnosa komunikacije i njihove složenosti (Rogers; Bern, Janakov; Beshka; Mandic).
LL@(12054) Thus, the quality of communication depends of the perception of the partner, but also depends on the accord of the initiator. => Stoga, kvalitet komunikacije zavisi od percepcije partnera, ali i od saglasnosti inicijatora.
LL@(12055) This means that in a very sensitive sphere of social interaction, as the negotiations are, our cooperation and confidence could always be perceived and accepted differently by the partner, which again proves that it depends on to whom, when and how But this is not the case with the level of tolerance of frustration. => To znači da u vrlo osetljivoj sferi društvene interakcije kao što je pregovaranje, partner našu saradnju i poverenje uvek može da sagledava na drugačiji način, što opet dokazuje da zavisi kome, kada i kako. ~~~ Ali ovo nije slučaj sa nivoom tolerancije frustracije.
LL@(12056) It is well known that it has no influence upon the basic attitude (cooperation-competition) (X2 = 7.67 < 9.49 / s.s. 4) nor over the basic approach (formal-informal), (X2 = 7.46 < 9.49 / s.s. 4), but it does certainly have influence upon the negotiation time in every situation of the negotiations (X2 = 7.4 > 5.99 *0.05 / s.s. 2), which as a data is explained by the essential characteristics of this issue and its physiological pose regarding the reactions and manifestations (gestures) which emerge from the frustrations. => Dobro je poznato da ona nema uticaj na osnovni stav (saradnja-takmičanje) (X2 = 7.67 < 9.49 / s. ~~~ s. 4) niti na osnovni pristup (formalni-neformalni) (X2 = 7.46 < 9.49 / s. ~~~ s. 4), ali svakako utiče na vreme pregovaranja u svakoj pregovaračkoj situaciji (X2 = 7.4 > 5.99 *0.05 / s. ~~~ s. 2), što se kao podatak objašnjava osnovnim karakteristikama ove tematike i fiziološkom pozicijom u pogledu reakcija i manifestacija (gestikulacije) koje nastaju pod uticajem frustracije.
LL@(12057) The question is: Could the distinctive situations of negotiations be determined so that they could be defined as representative types? => Postavlja se pitanje: ~~~ Da li se posebne pregovaračke situacije mogu odrediti tako da se mogu klasifikovati u reprezentativne tipove?
LL@(12058) The case study allows for this. => Ovo se postiže studijom slučaja.
LL@(12059) According to the distinctive interaction characteristics those cases were grouped into several groups as follows: 1) negotiations with an unknown partner, 2) negotiations with a well known partner with lost credibility 3) negotiations with a well known partner with good cooperation. => Prema distinktivnim karakteristikama interakcije ovi slučajevi su grupisani u nekoliko grupa:
LL@(12060) The first one we called initiative, the second one culminative and the last we called negotiable (This division is made after the Blau theory). => 1) pregovaranje sa nepoznatim partnerom; 2) pregovaranje sa dobro poznatim partnerom koji je izgubio kredibilitet; 3) pregovaranje sa dobro poznatim partnerom sa kojim se dobro sarađuje.
LL@(12061) The last group was entitled as negotiable regarding his considerations that the negotiation is possible even in the conditions of power absence, which does not mean weakness, but means that the relation is constructed over other postulates. => Prvi tip nazivamo inicijativnim, drugi je kulminativni, a poslednji je pregovarački (ova podela je napravljena po teoriji koju je postavio Blau).
LL@(12062) And probably this is the confidence, which according to the author, but also to the practice is confirmed to be a most favourable tool for bringing up some new solutions. => Poslednji tip nazvan je pregovarački zato što se smatra da je pregovaranje moguće čak i uslovima odsustva moći, što ne znači slabost, već znači da se odnosi uspostavljaju preko drugih postulata a to je verovatno poverenje, koje se, prema autoru, ali i prema praksi, smatra najboljim instrumentom za nalaženje novih rešenja.
LL@(12063) Many authors suggest some new models in which the main stress is put on the issue of reformulation of the positions of observing of the negotiation process as a problem that urges a mutual creative solution, actually that needs the answer to the question of how to…?! So, that is the key moment and key step in successful negotiations. => Mnogi autori predlažu neke nove modele u kojima se naglasak stavlja na pitanje preformulacije pozicija posmatranja pregovaračkog procesa kao problema koji zahteva zajedničko kreativno rešenje, u stvari, koji traži odgovor na pitanje kako ...? ~~~ Stoga je to ključni momenat i ključni korak u uspešnim pregovorima.
LL@(12064) That is the moment when both sides are brought into a so called situation of alert (through a variety of culmination situations in which the power is the strongest tool) when they start to search for the most acceptable solution. => To je trenutak kada su obe strane dovedene u tzv. alarmantnu situaciju (putem velikog broja situacija kulminacije u kojima je moć najjači instrument) kada počinju da tragaju za najprihvatljivijim rešenjem.
LL@(12065) From the above mentioned, in a context of the methodology goal of the research, it turns out that the theoretical models in which the moment of re-formulation is accended, as a separate step, seems to be more acceptable and superior (Rayder, Koleman, Mandic). => Iz gore navedenog, a u kontekstu metodološkog cilja istraživanja, ispostavlja se da su teorijski modeli u kojima se podiže momenat preformulacije kao poslednji korak, prihvatljiviji i superiorni (Rayder, Koleman, Mandic).
LL@(12066) Talking about the approach of observing, analyzing and exploration of the negotiations, the most impressive is the approach represented by the transaction analysis. => Kad govorimo o pristupu posmatranju, analiziranju i ispitivanju pregovaranja, najimpresivniji je pristup koji predstavlja transakciona analiza.
LL@(12067) Here we notice a maximum simplifying of the understanding about the mutual relations between two or more individuals caaught in the act of negotiating. => Ovde zapažamo najveće pojednostavljenje shvatanja međusobnih odnosa između dva ili više pojedinaca uhvaćenih u činu pregovaranja.
LL@(12068) The analysis of the transactions which come one after another during the time of negotiation, amended by the knowledge about the games which occur in the business world, offers a different kind of opportunity for a scientific treatment of this problem. => Analiza transakcija koje dolaze jedna za drugom tokom pregovaranja, obogaćena poznavanjem igara koje su prisutne u poslovnom svetu, nudi drugačiju mogućnost za naučnu obradu ove problematike.
LL@(12069) This certainly does not mean psychologizing the business operation, but yet it calls for acceptance of the obvious facts that, when we speak about analyzing the external manifestations, in no circumstance is it allowed to neglect their connection to the elements which create the man as a whole. => Ovo svakako ne znači psihologizovanje poslovne operacije, mada ipak zahteva da se prihvate očigledne činjenice da, kada govorimo o analiziranju spoljnih manifestacija, ni u kom slučaju ne smemo da zanemarimo da su one povezane sa elementima koji čine čoveka kao celinu.
LL@(12070) That is the reason why we are closely related to those authors who especially emphasize the science about mankind (Cicourel), rather than those who classified this problem as an intangible phenomenon, that anyone can juggle with. => Ovo je razlog što smo veoma skloni autorima koji posebno naglašavaju nauku o čovečanstvu (Cicourel), pre nego onima koji ovu problematiku klasifikuju u nematerijalne pojave kojima svako može da žonglira.
LL@(12071) The fact about existence of a lot more schools, branches, seminars, trainings for negotiators, compared to the number of relevant scientific research of this sphere speaks about the inadequate approach to the observing of this problem. => Činjenica da postoji još mnogo škola, ogranaka, seminara, obuke za pregovarače u odnosu na broj relevantnih naučnih istraživanja u ovoj sferi ukazuje na to da je pristup posmatranju ove problematike neadekvatan.
LL@(12072) We do hope that the previous statements about the distinctive character and interdisciplinary feature of the phenomenon of negotiations will reach those who in R. Macedonia have the intention to legally protect the exclusiveness to practice this skill (negotiation-meditation in judicature). => Iskreno se nadamo da će prethodne tvrdnje o distinktivnom karakteru i interdisciplinarnosti pregovaranja kao fenomena doći do onih u R. Makedoniji koji nameravaju da zakonom zaštite ekskluzivitet u bavljenju ovom veštinom (medijacija u pregovaranju u pravnoj formi).
LL@(12073) They should understand and accept the essential differences between the above mentioned approaches. => Oni treba da shvate i prihvate suštinske razlike između gore navedenih pristupa.
LL@(12074) Namely, practicing activities that should stand for the act of negotiation, and meditation, are open to everyone, but the exclusiveness of their scientific treatment belongs to the science about the man, whose superior behavior regarding his acts and tools were elaborated several times in this research. => Naime, bavljenje aktivnostima koje predstavljaju akt pregovaranja i medijacije otvoreno je za svakog, ali ekskluzivitet naučnog bavljenja ovom tematikom pripada nauci o čoveku o čijem je nadmoćnom ponašanju u smislu njegovih postupaka i instrumenata već nekoliko puta bilo reči u ovom istraživanju.
LL@(12075) The profile of the average negotiator in Macedonia points out that the differences between various negotiators, coming from various hierarchy levels, different types of ownerships and business operation have no statistical significance and mainly they remain neutral. => Profil prosečnog pregovarača u Makedoniji ukazuje na to da razlike između različitih pregovarača koji pripadaju različitim nivoima hijerarhije, različitim tipovima vlasništva i poslovnih delatnosti nisu statistički značajne i uglavnom ostaju neutralne.
LL@(12076) Only several concessions toward extremes were noticed considering the issue of need of training and emotional attitude toward negotiations. => Zapaženo je samo nekoliko ekstrema kada je u pitanju potreba za obukom i emocionalni stav prema pregovaračima.
LL@(12077) All in all, the average Macedonian negotiator prefers individual negotiations, where the decision sphere is accepted as an exclusive act and business secret. => Sve u svemu, prosečni pregovarač u Makedoniji više voli individualna pregovaranja, u kojima se sfera odlučivanja prihvata kao ekskluzivni akt i poslovna tajna.
LL@(12078) He does not accept too much risk, nor does he take any immediate steps during the negotiations. => On ne prihvata preveliki rizik, niti preduzima nagle korake tokom pregovaranja.
LL@(12079) He has only a modest knowledge about this process, but he is not always aware of that. => Njegovo znanje o ovom procesu je skromno, ali on toga nije uvek svestan.
LL@(12080) In fact he appreciates this activity as a key one and he is always ready to edify himself. => U stvari, on ovu aktivnost smatra ključnom i uvek je spreman da se usavršava.
LL@(12081) According to him, the key determinants of the negotiation are the partner and the problem of negotiation. => Po njemu, ključne odrednice pregovaranja su partner i problem o kome se pregovara.
LL@(12082) In the end, we can conclude that the majority of the set goals of this scientific work were achieved. => 
LL@(12083) Emphasizing of the influence of situational factors as key determinants of different social relations is quite justified, although when we speak about negotiations, the key factors of influence should be searched for among the interaction between the situational factors and some personal features of behavior. => Tabela 1. ~~~ Profil prosečnog pregovarača u Makedoniji Kad posmatramo gore navedene varijable, ozbiljno je istraženo samo pitanje rizika u odlučivanju (Stoner, Kogan & Wallach, Miller, Moscovici & Zavalloni, De LITERATURA Š1Ë Becker, F.E; Wormann, J:
LL@(12084) It is worth mentioning that as a special contribution to this science work we emphasize: 1) Detection of several so-called strong determinants of negotiation; 2) Establishment and constitution of the three types of negotiation situations and 3) Preparation of the new instrument The Protocol of recording the negotiation process. => 
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LL@(12086) Š3Ë Krech D.; Crutchfield R.; Ballachey E. : Individual in society - A textbook of socioal psychology, New York, McCraw - Hill Book Company, Inc., 1962. => Ballachey E. : ~~~ Individual in society - A textbook of socioal psychology, New York, McCraw - Hill Book Company, Inc., 1962. Š4Ë Lazaroski, J. :
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LL@(12088) Š4Ë Lazaroski, J. : Ramkovna skica za proucuvanje na odnosot megu odnesuvaweto i strukturata na licnosta, Vo: Nikola Petrov, ed. Prosvetno delo br. 4 i 5, Skopje, SPDRM, 1992. => Nikola Petrov, ed. ~~~ Prosvetno delo br. 4 i 5, Skopje, SPDRM, 1992. Š5Ë Ludlow, R. & Panton, F. :
LL@(12089) Š5Ë Ludlow, R. & Panton, F. : The essence of EFFECTIVE COMMUNICATION, Pretice Hall Europe, 1992. => The essence of EFFECTIVE COMMUNICATION, Pretice Hall Europe, 1992. Š6Ë Lax A.D and Sebenius K.J. :
LL@(12090) Š6Ë Lax A.D and Sebenius K.J. : 3 D Negotiating, Harvard Business Review,2003. => 3 D Negotiating, Harvard Business Review,2003. Š7Ë Mandic, T. :
LL@(12091) Š7Ë Mandic, T. : Komunikologija psihologija komu nikacije, Beograd, CLIO, 2003. => Komunikologija psihologija ko munikacije, Beograd, CLIO, 2003. Š8Ë Micic.
LL@(12092) Š8Ë Micic. => P. :
LL@(12093) P. : Kako voditi poslovne razgovore, Beograd, P&N, 1988 Š9Ë Nirnberg. => Kako voditi poslovne razgovore, Beo grad, P&N, 1988 Š9Ë Nirnberg. ~~~ X. :
LL@(12094) X. : Vestina na pregovaranjeto, Skopje, Kultura, 1993. => Vestina na pregovaranjeto, Sko pje, Kultura, 1993. Š10Ë Plenkovic, M.:
LL@(12095) Š10Ë Plenkovic, M.: Poslovna komunikologija, Zagreb, Alinea,1991 Š11Ë Pruitt, G.D. : Negotiation Behavior, New York, Academic Press, 1981. => Poslovna komunikologija, Za greb, Alinea,1991 Š11Ë Pruitt, G.D. : ~~~ Negotiation Behavior, New York, Academic Press, 1981. Š12Ë Tudor, G. :
LL@(12096) Š12Ë Tudor, G. : Kompletan pregovarac , umijece poslovnog pregovaranja, Zagreb, Consult, 1992 Š13Ë William, M: Proactive Selling Control the Process Win the Sale, AMACOM, NewYork,1955 Š14Ë Haris E.T&Nelson,D.M: Appilied Organizational Communication, third edition,LEA, New York, Š15Ë Harvey, B: Tork & Grunts Guide To Effective Negotiations, MC Business,London, 2008 Tab.1 The profile of the average negotiator in Macedonia Regarding the above mentioned variables only the issue of the decision making risk is seriously elaborated (Stoner, Kogan & Wallach, Miller, Moscovici & Zavalloni, De Goulleu). => Kompletan pregovarac , umijece po slovnog pregovaranja, Zagreb, Consult, 1992 Š13Ë William, M: ~~~ Proactive Selling Control the Process Win the Sale, AMACOM, NewYork,1955 Š14Ë Haris E.T&Nelson,D.M: ~~~ Appilied Organizatio nal Communication, third edition,LEA, New York, 2008 Š15Ë Harvey, B: ~~~ Tork & Grunts Guide To Effective Negotiations, MC Business,London, 2008 Goulleu).
LL@(12097) From the entire theoretical argument (regarding the various aspects of risking issue) the following conclusions are of great importance: 1) the level of risk taking is in correlation to the value system and the culture of the individuals who make decisions; 2) the risk is greater when the decision is made by a group. => Iz celokupne teorijske rasprave (u vezi sa različitim aspektima pitanja rizika) značajni su sledeći zaključci: ~~~ 1) nivo rizikovanja je u korelaciji sa sistemom vrednosti i kulturom pojedinaca koji donose odluke; 2) rizik je veći kada se odluke donose grupno.
LL@(12098) That attitude could represent the base for status determination of the average Macedonian negotiator, regarding his relation to the negotiators from various social milieus. => Ovaj stav može da predstavlja osnov za određivanje statusa prosečnog pregovarača u Makedoniji, u odnosu na pregovarače iz različitih društvenih sredina.
LL@(12099) Unfortunately, we do not know anything about the results of similar serious pieces of research conducted in this country, besides, perhaps, the research into the motives for achieving the goal (Lazarevic, Havelka; T. Nikolovski), which are highlighted as important determinants for setting and achieving the goals. => Nažalost, ne znamo ništa o rezultatima sličnih istraživanja sprovedenih u našoj zemlji, osim, možda, istraživanja motiva za postizanjem cilja (Lazarević, Havelka; T. Nikolovski) koji su naglašeni kao značajne odrednice za postavljanje i postizanje ciljeva.
LL@(12100) The above mentioned authors noticed an unsatisfactory low level of existence of such a motive in this country, which could probably be connected to the influence of some characteristics of the previous social system (anti-entrepreneurship, contract economy, phobia of the private ownership, tendency of averaging, lack of initiative), as well as to the influence of some traditional values. => Gore pomenuti autori zapažaju da je nivo ovakvog motiva kod nas na nezadovoljavajuće niskom nivou, što se verovatno može povezati sa uticajem nekih karakteristika prethodnog društvenog sistema (anti-preduzetnički, ugovorna privreda, fobija od privatnog vlasništva, tendencija ka osrednjosti, nedostatak inicijative), kao i uticaju nekih tradicionalnih vrednosti.
LL@(12101) Observing several popular sayings such as Do not distinguish yourself, Golden mean, Measure twice cut just once, A humble head suffers no sword indicate that our value system always forced the modesty and balance which makes us different from the societies in which the competition and risks are systematically enforced (even in the education process). => Kad se uzme u obzir nekoliko popularnih izreka kao što su Ne ističi se, zlatna sredina, Dvaput meri, a jedamput seci, Neće grom u koprive, vidi se da je naš sistem vrednosti uvek isticao umerenost i ravnotežu po čemu se razlikujemo od društava u kojima se konkurencija i rizik sistematski nameću (čak i procesu obrazovanja).
LL@(12102) Probably, the new social system that is promoted, in which the individuality, free competition, team work and entrepreneurship are part of the instrumental values will contribute to change of awareness and their greater acceptance. => Novi sistem koji se uvodi, u kojem će individualnost, slobodna konkurencija, timski rad i preduzetništvo biti deo instrumentalnih vrednosti verovano će doprineti promeni svesti i širem prihvatanju ovih vrednosti.
LL@(12103)  => Na kraju, možemo da zaključimo da je većina postavljenih ciljeva u ovom naučnom radu postignuta.
LL@(12104)  => Naglašavanje uticaja situacionih faktora kao ključnih odrednica različitih društvenih odnosa sasvim je opravdano, iako, kad govorimo o pregovorima, ključne faktore uticaja treba tražiti u uzajamnom uticaju između situacionih faktora i nekih ličnih odlika ponašanja.
LL@(12105)  => Vredi pomenuti da kao poseban doprinos ovom naučnom radu ističemo:
LL@(12106)  => 1) otkriće nekoliko tzv. jakih odrednica pregovaranja; 2) uspostavljanje i definisanje tri tipa pregovaračkih situacija i 3) pripremu novog instrumenta Protokol beleženja pregovaračkog procesa.
LL@(12107) Management Consulting for SMEE Sector from Client Perspective UDC: 005.942:334.7 Dr Dragan Dukić1, Dr Ivica Nikolić2 1 Philip MAKON Consulting Agency Novi Sad 2Faculty of Real Estate Management Belgrade The paper analyzes the views of the owners and managers of small and medium-sized enterprises on management consulting in the transitional circumstances in Serbia. => Menadžment konsalting u sektoru MSPP iz perspektive klijenta UDC: ~~~ 005.942:334.7 Dr Dragan Dukić1, Dr Ivica Nikolić2 1Agencija za konsalting Philip MAKON Novi Sad 2Fakultet za manadžment nekretnina - Beograd U radu se analizira pogled vlasnika i menadžera malih i srednjih preduzeća, na menadžment konsalting, u tranzicionim okolnostima u Srbiji.
LL@(12108) The management consulting service can be defined as successful only if the client is satisfied with the results and the manner in which the consultant is engaged, however, in order that the consultant be able to deliver the service in a satisfactory manner, he must have certain skills. => Menadžment konsalting usluga može biti definisana kao uspešna samo ako je klijent zadovoljan rezultatom i načinom angažovanja konsultanta, a da bi konsultant mogao da realizuje uslugu na zadovoljavajućem nivou, neophodno je da poseduje određene sposobnosti.
LL@(12109) The reasons for hiring consultants in the SMEE sector the consultants- competences, and the performance indicators of the management consulting service, represent the guidelines for consultants to achieve the best possible effects in consulting services. ~~~ 1. => Razlozi angažovanja konsultanta u sektoru MSPP, sposobnosti konsultanta, kao i pokazatelji uspeha menadžment konsalting usluge, identifikovani od strane klijenta, predstavljaju smernicu konsultantima u cilju postizanja što boljih efekata konsalting usluga.
LL@(12110) Introduction It is for more than the last twenty years the last century that the world economy recorded an increased growth in the consulting industry. => Uvod Više od dvadeset godina krajem prošlog veka, u svetskoj privredi beležen je nadprosečan rast konsalting industrije.
LL@(12111) Driven by the constant growth in demand, the margins grew to be inordinately high and the consulting firms were in a position to employ the best experts in the so-called war for talents Š11Ë. => Vođene stalnim rastom tražnje, marže su postale izuzetno visoke, a konsalting firme su zapošljavale najstručnije ljude u takozvanom ratu za talente Š11Ë.
LL@(12112) The beginning of this century saw the changes in this area. => Početkom ovog veka, došlo je do promena.
LL@(12113) The growth of the consulting industry was halted; it recorded stagnation and even negative results (Figure 1). => Rast konsalting industrije se smanjio i došlo je do stagnacije odnosno negativnih rezultata (Slika 1).
LL@(12114) The old rules of the game did not hold any longer Š21Ë. => Stara pravila igre prestala su da važe Š21Ë.
LL@(12115) Simultaneously, the customers have become ever more sophisticated and more demanding, aware of their importance, and therefore more powerful. => Istovremeno, kupci postaju sve sofisticiraniji i zahtevniji, svesni svoje uloge, time moćniji i zahtevniji.
LL@(12116) This led to profit rates being reduced and even threatened the survival of the consulting firms on the market; however, the consulting sector proved to be flexible enough and managed to overcome the crisis. => To je smanjilo stopu dobiti, pa čak pretilo opstanku konsalting preduzeća na tržištu, međutim, konsalting sektor je pokazao fleksibilnost i sposobnost da izađe iz krize.
LL@(12117) Figure 1. => Slika 1.
LL@(12118) The size of the European management consulting market, 1998-2007 Š27Ë In the economic environment in this country, the services of the management consulting have been taken into serious consideration only in the few past years. => Veličina evropskog menadžment konsalting tržišta 1998-2007 Š27Ë U našem privrednom ambijentu, usluge menadžment konsaltinga u ozbiljnijem obimu pojavile su se tek u poslednih nekoliko godina.
LL@(12119) The extremely changing business environment, the globalization effects, an increasing competition on the market, etc., actually press the firms to change constantly and improve their business operations. => Ekstremno promenljivo poslovno okruženje, efekti globalizacije, sve veća konkurencija na tržištu, itd., prosto teraju preduzeća da konstantno menjaju i da sve više unapređuju svoje poslovanje.
LL@(12120) In such a situation it is necessary that each segment of business be raised to as high a competence level as possible, this being the matter of the firm survival. => U takvoj situaciji, potrebno je svaki segment poslovanja podići na što je moguće viši nivo kompetentnosti, jer to je postalo pitanje opstanka preduzeća.
LL@(12121) This actually means that the firms have to do business even beyond the boundaries of their own knowledge and time available. => A to zapravo znači da preduzeća moraju da posluju čak i iznad granica sopstvenog znanja i raspoloživog vremena.
LL@(12122) It is beyond these boundaries that they require external aid from the individuals and firms commanding a high level of professional knowledge and skills in respective business fields. => Van tih granica potrebna im je eksterna pomoć osoba i organizacija sa visokim stepenom profesionalnog znanja iz pojedinih oblasti poslovanja.
LL@(12123) Such aid to the firms is provided, among other things, by the consulting agencies and independent consultants. => Tu vrstu pomoći između ostalog, preduzećima pružaju konsultantske agencije i nezavisni konsultanti.
LL@(12124) The amount of intellectual capital in the consulting firms is of great importance for their business doing. => Nivo intelektualnog kapitala koji poseduju konsalting firme, veoma je značajan za njihovo poslovanje.
LL@(12125) Besides, these firms usually possess large databases, highly sophisticated software and advanced telecommunication technology, which, together with the employees, makes a combination of highly desirable but scarce resources to even the largest companies in some other fields of work. => Osim toga, te firme obično imaju velike baze podataka, vrhunski softver i savremenu telekomunikacionu tehnologiju, što uz zaposlene, čini kombinaciju resursa teško dostupnih i najvećim firmama iz neke druge oblasti.
LL@(12126) At the same time, the fact is that consultants, as professionals whose work is exclusively based on knowledge, are not really willing to share their know-how with competition Š25Ë. => Istovremeno, činjenica je da konsultanti, kao nosioci profesije isključivo zasnovane na znanju, nisu voljni da dele know-how sa konkurentima Š25Ë.
LL@(12127) All these make the services of the top management consulting firms highly expensive and hardly affordable to a vast majority of the potential consulting services users. => Sve to čini da su usluge vrhunskih menadžment konsalting firmi veoma skupe i teško dostupne za ogromnu većinu potencijalnih korisnika konsalting usluga.
LL@(12128) The gap is filled by small specialized consulting firms or individuals. => Tu prazninu popunjavaju male specijalizovane konsalting firme ili pojedinci.
LL@(12129) In understanding any management consulting process, it is important that the role of the client in the process be clearly defined Š23, p.202Ë. => Prilikom sagledavanja bilo kojeg menadžment konsalting procesa, važno je pojasniti ulogu klijenta u tom procesu Š23, st.202Ë.
LL@(12130) Regardless of the evident growth in the demand for the management consulting services, the practice shows that there are certain grounds for the clients dissatisfaction Š8Ë, the problems the client wishes to solve when they decide upon using the consulting services Š20Ë. => Istovremeno, i pored evidentnog rasta potreba za menadžment konsaltingom, u praksi postoje određene osnove za nezadovoljstvo među klijentima Š8Ë, odnosno određeni problemi koje klijent želi da reši kada se odluči za korišćenje usluga konsaltinga Š20Ë.
LL@(12131) These problems can be classed into two categories Š6, p.16Ë, namely: The problem to ascertain the quality of the service provider/deliverer (consultant) prior to purchasing the very service, and The validation of the quality of the service upon its execution. => Ovi problemi se mogu razdvojiti u dva dela Š6, s.16Ë, i to: Teškoća da se utvrdi kvalitet pružaoca/dobavljača usluge (konsultanta) pre kupovine same usluge; i Vrednovanje kvaliteta usluge nakon njene reali zacije.
LL@(12132) It is necessary that both these relations be satisfied in order that the management consulting arrangement should be fully effective and assessed as successful. => Potrebno je da obe relacije budu na zadovoljavajućem nivou da bi menadžment konsalting angažman dao svoje pune efekte i da bi se smatrao uspešnim. 2.
LL@(12133) 2. ~~~ Objectives and methodology The above quoted problems trigger a question of to what extent the clients understand what management consulting is about and what their views of such a type of service are. => Ciljevi i metodologija Prethodno navedeni problemi otvaraju pitanje koliko klijenti razumeju menadžment konsalting i kako gledaju na ovu vrstu usluga.
LL@(12134) It is for this reason that the objective of this research is to find out the reasons that drive the client to hire consultants as well as which strategic competencies contribute to the management consulting high performance. => Ovo istraživanje stoga ima za cilj da doprinese saznanju koji su to razlozi koji klijenta navode da angažuje konsultante i šta klijenti najviše vrednuju kod konsultanata u našim poslovnim okolnostima, odnosno koje su to strateške sposobnosti koje vode do uspeha manadžment konsaltinga.
LL@(12135)  => Konsultantske firme koje posluju u našem privrednom miljeu, trebalo bi da poseduju i da razvijaju te strateške sposobnosti.
LL@(12136) In addition, the aim of this research is to identify the elements the clients regard as the indicators of an efficient management consulting. => Osim toga, kroz ovo istraživanje će se identifikovati elementi, koje klijenti smatraju pokazateljima uspešnog menadžment konsaltinga.
LL@(12137) The research included the review of literature, followed by non-standardized as well as semi-standardized interviews with the small and medium-sized enterprise owners and managers, but also with the consultants. => Istraživanje je podrazumevalo pregled literature, a zatim nestandardizovane i polustandardizovane intervjue sa vlasnicima i menadžerima malih i srednjih preduzeća, ali i sa konsultantima.
LL@(12138) Thus the matrix of reasons for hiring consultants, of strategic competencies and of management consulting performance indicators was worked out. => Na ovaj način je dobijena matrica razloga za angažovanje konsultanata, strateških sposobnosti i pokazatelja uspeha menadžment konsaltinga.
LL@(12139) One of the advantages of such a method of research is the opportunity of generating both qualitative and quantitative data. => Jedna od prednosti ovakvog načina istraživanja jeste i mogućnost za generisanje kvalitativnih, ali i kvantitativnih podataka.
LL@(12140) The advantage of qualitative research is in that the complex as well as detailed phenomena in the management consulting process may be observed and understood in a holistic way. => Prednost kvalitativnih istraživanja je u mogućnosti da se holistički sagledaju i razumeju kako složene tako i detaljne pojave u menadžment konsalting procesu.
LL@(12141) The disadvantage of this methodology, however, is a possible subjective or biased or insincere answer the respondent or a client may give; or the sample may be insufficiently representative, due to the fact that the data on the actually delivered services of this kind to small and medium-sized enterprises and entrepreneurs (SMEE) is not available or not in order. => Slabost ove metodologije je mogući subjektivan ili neiskren odgovor sagovornika odnosno klijenata, kao i mogući nedovoljno reprezentativan uzorak usled nepostojanja sređenih podataka o realno pruženim uslugama ove vrste za mala i srednja preduzeća i preduzetnike (MSSP).
LL@(12142) 3. => 3.
LL@(12143) Clients view of management consulting The appreciation of management consulting has grown significantly in the last decade, due to, among other, the books and papers on the topic Š10; 17; 4; 5; 19; 7Ë. => Menadžment konsalting posmatran iz ugla klijenata Razumevanje menadžment konsaltinga u svetu znatno je poraslo u protekloj deceniji, između ostalog, zahvaljujući knjigama i radovima na tu temu Š10; 17; 4; 5; 19; 7;Ë.
LL@(12144) In the economy of this country, it has especially been fostered by the state, more precisely, by the Small and Medium-sized Enterprise Development Agency, which created a network of regional consulting agencies for the purpose of enhancing the setting up and improving the work of the small business sector in the country. => U našoj privredi, u tom smislu je naročito značajno angažovanje države, odnosno Agencije za razvoj malih i srednjih preduzeća, koje je osnovalo mrežu regionalnih konsalting agencija, sa ciljem da pospeši osnivanje i unapredi rad sektora male privrede u zemlji.
LL@(12145) In the provision of the management consulting (MC) services, the relations between the consultant as a service provider and the client as a service beneficiary may be twofold (Figure 2), namely: Direct direct communication prior to, during and after the service is provided, and Indirect the service itself, in the way it is delivered and absorbed, in its quality, value, intelligibility, satisfaction, etc., is a type of specific communication between the client and the consultant. => Prilikom realizacije menadžment consalting (MC) usluga, relacije između konsultanta kao pružaoca usluga i klijenta kao korisnika usluga mogu biti dvojake (Slika 2.), i to: ~~~ Direktne neposredna komunikacija pre, u toku i nakon pružanja usluge, kao i Indirektne sama usluga, načinom realizacije i apsorpcije, kvalitetom, vrednošću, razumljivošću, satisfakcijom, i dr. predstavlja specifičnu komunikaciju između klijenta i konsultanta.
LL@(12146) Figure 2. => Slika 2.:
LL@(12147) Direct and indirect client-consultant relationship The customer (user) purchasing the consulting service was to a large extent been taken for granted in the past, often a victim of powerful and convincing management consultants. => Direktna i indirektna relacija klijent-konsultant Kupac (korisnik) konsultantske usluge, ranije je u velikoj meri uziman zdravo za gotovo, često kao slaba žrtva jakih i uverljivih menadžment konsultanata.
LL@(12148) Such an image of a consulting client was seriously criticized in literature Š26; 9Ë. => Ova slika konsalting klijenta je u priličnoj meri kritikovana u stručnoj literaturi Š26; 9;Ë.
LL@(12149) The commercial climate, however, has become much more difficult and demanding for consulting experts. => Međutim, komercijalna klima za konsalting je postala dosta teža i zahtevnija.
LL@(12150) The main reason for this seems to be the fact that in their work with the consultants, the clients gain more and more managerial knowledge and experience, they become more demanding, while the generally sceptical attitude to the consultants is increasingly present in the business world today. => Kao osnovni razlog za ovo ističe se činjenica da klijenti imaju sve više menadžerskog znanja, iskustva u radu sa konsultantima, sve je više zahtevnih klijenata, a sve je izraženiji uopšteno skeptičan stav prema konsultantima u poslovnom svetu.
LL@(12151) It is for these reasons that this research is oriented to the client, i.e., to his understanding and views of the management consulting activities. => Stoga je ovaj rad usredsređen na klijenta, odnosno na njegovo razumevanje i viđenje delatnosti menadžment konsaltinga.
LL@(12152) A starting point of the analysis is the need and wish to answer some of the following questions Š3, p.186Ë: How and on which basis do the clients purchase management consulting (MC) services? => Kao polazna tačka analize uzeta je potreba i težnja da se daju odgovori na neka od sledećih pitanja Š3, str.186Ë: ~~~ Kako i na osnovu čega klijenti kupuju menadž ment konsalting (MC) usluge?
LL@(12153) How do they organize to accept management ad vice from external experts? => Kako se organizuju za prijem menadžment save ta od eksternih stručnjaka?
LL@(12154) How do the firms and their managers benefit from these services? => Kako firmama i njihovim menadžerima koriste takve usluge?
LL@(12155) How do clients in their organizations percieve the consultants and which are the consequences (often negative) of such perceptions? => Kako klijenti u svojim organizacijama gledaju na konsultante i koje su to posledice (često negativne) od njihovog viđenja konsultanata?
LL@(12156) How is the need for external management consulting services received among the managers in firms? => Kako je potreba za spoljnim menadžment konsalting uslugama prihvaćena među menadžerima u firmama?
LL@(12157) How can we understand (potentially differently) the implementation of MC among managers in different contexts? => Kako možemo razumeti (potencijalno različito) korištenje MC među menadžerima u različitim kontekstima?
LL@(12158) Which are the consequences of consulting implementation in the client firm and how did such results come? => Koje su posledice upotrebe konsaltinga u firmi klijenta i kako su ovi rezultati nastali?
LL@(12159) In which way and under which circumstances can consultants help their clients through learning and knowledge development? => Na koji način i pod kojim uslovima mogu konsultanti doprineti svojim klijentima kroz učenje i razvoj znanja?
LL@(12160) How do the forms of consultant-client relations develop over time? => Kako se forme odnosa konsultant-klijent razvija ju tokom vremena?
LL@(12161) Which are the characteristics of successful task ing for the consultants? => Koje su karakteristike uspešno postavljenog za datka za konsultante?
LL@(12162) Which are the capabilities the consultants must have in order that they convince the client that they are able to provide a quality service and in order that they really deliver such a service? => Koje su to sposobnosti koje trebaju imati konsultanti da bi uverili klijenta da mogu da mu pruže kvalitetnu uslugu i da takvu uslugu realno i pruže?
LL@(12163) How do the clients estimate and value the con sulting engagement performance? => Kako klijenti ocenjuju i vrednuju učinke konsal ting angažmana?
LL@(12164) 3.1. ~~~ What precedes consulting engagement The activities preceding the consulting engagement are of great importance for an efficient execution of the project the consultant is engaged in. ~~~ Among other things, they include: the recognition of the need for a consulting service, the description of the consulting project task, goals included, the decision on what kind of service and what type of consultant are required, recruiting an appropriate and qualified consultant, closing a contract with the consultant or the agency/company. => 3.1. [ta prethodi angažovanju konsultanta Aktivnosti koje prethode angažovanju konsultanta su veoma važne za uspešnu realizaciju projekta na kojem se angažuje konsultant, a one između ostalog podrazumevaju: prepoznavanje potrebe za konsultantskom uslugom, opis zadatka konsalting projekta, sa ciljevima, odluku o tome kakva usluga je potrebna i kakav konsultant, zatim pronalaženje odgovarajućeg i kvalifikovanog konsultanta, kao i pravljenje ugovora sa konsultantom ili agencijom/kompanijom.
LL@(12165) Prior to hiring a consultant, the client has to provide instructions clearly defining what he needs. => Pre nego što angažuje konsultanta, klijent mora da pripremi jasne instrukcije u kojima tačno definiše šta mu je potrebno.
LL@(12166) These instructions are actually the job or task description, containing precise and up to the point instructions on what the consultant is expected to do for the client, as well as a sort of guidelines specifying the scope and the purpose of the job under consideration. => Te instrukcije u suštini predstavljaju opis posla ili opis zadatka, koji sadrži tačna i precizna uputstva o onome što konsultant treba da obavi za klijenta, kao i neku vrstu vodiča koji objašnjava veličinu i svrhu posla koji je u pitanju.
LL@(12167) The aims of the task description are the following: To enable the consultant to clearly and fully un derstand the task he is assigned. => Opis zadatka ima sledeće ciljeve: ~~~ Da se omogući konsultantu da ispravno i u celo sti razume postavljeni zadatak.
LL@(12168) To explain what the consultant is expected to do. => Objašnjava šta se od konsultanta očekuje.
LL@(12169) To explain the importance and the complexity of the job. => Objašnjava značaj i složenost posla.
LL@(12170) To define the obligations of both the consultant and the client and specify the manner in which the project or process will be managed. => Određuje odgovornosti konsultanta i klijenta i opisuje kako će se rukovoditi projektom ili procesom.
LL@(12171) To prevent any ambiguity about what is to be achieved in the end. => Sprečava nastanak zabune oko onoga što treba da se postigne na kraju.
LL@(12172) The job description is a basis for closing a contract with the consultant. => Opis zadatka predstavlja osnovu za ugovorni odnos sa konsultantom.
LL@(12173) The clearer and more straightforward the task description, the better for both the client and the consultant. => Što je opis zadatka jasniji i direktniji, utoliko bolje i za klijenta i za konsultanta.
LL@(12174) Only if the task description is clear enough is it possible to monitor the operations and undertake corrective actions in case the work does not procede as planned. => Jedino ako je opis zadatka jasan, moguće je vršiti monitoring rada i preduzimati korektivne akcije ukoliko stvari ne idu kao što je planirano.
LL@(12175) We must, however, also bear in mind that the task description cannot anticipate every possible situation. => Mora se, međutim, imati na umu i to da opis zadatka ne može da predvidi baš svaku moguću situaciju.
LL@(12176) For example, certain unpredicted and unavoidable circumstances may have a negative impact upon the work results or the deadlines. => Na primer, može se dogoditi da se neke nepredviđene i neizbežne okolnosti nepovoljno odraze na rezultat rada ili na rokove.
LL@(12177) The usual questions the task description has to answer are the following: Why is a certain service necessary? => Uobičajena pitanja prilikom pisanja opisa zadatka za konsultanta, su: ~~~ Zašto je određena usluga potrebna?
LL@(12178) Which are the expected results? => Koji su očekivani rezultati?
LL@(12179) Which goals are necessary to achieve? => Koje ciljeve je potrebno ostvariti?
LL@(12180) Which methods should be implemented in the work? => Koje metode treba da se koriste u radu?
LL@(12181) Which skills are required? => Koje veštine su potrebne?
LL@(12182) Who has to be included? => Ko sve treba da bude uključen?
LL@(12183) Which period of time is required to achieve the goals? => Koliko će vremena biti potrebno za ostvarenje ci ljeva?
LL@(12184) Is there a deadline by which the task has to be ac complished? => Da li postoji neki rok do koga predviđeni zadatak mora da bude dovršen?
LL@(12185) Can the products of the process be quantified? => Mogu li se proizvodi koji treba da nastanu u pro cesu kvantifikovati?
LL@(12186) How shall we know that the task will be accom plished in a satisfactory way? => Kako će se znati da li je zadatak dobro obavljen?
LL@(12187) In which way will information be gathered in the course of the task accomplishment? => Kako će se prikupljati informacije tokom sprovo đenja zadatka?
LL@(12188) What will the costs be? => Koliko će to da košta?
LL@(12189) The task description for the consultant can be written in numerous ways. => Postoji mnogo različitih načina na koje se može napisati opis zadatka za konsultanta.
LL@(12190) The following lists only the general instructions with general points: Description of the situation general information on the project or task context. => U narednom popisu data su samo opšta uputstva koja ukazuju na opšte tačke: ~~~ Opis situacije - opšte informacije o kontekstu u kome se nalazi projekat ili zadatak.
LL@(12191) Here the reasons for which the task or the project are important are stated and an insight into broader activities whose part the project/task is is given. => Ovde se ističu razlozi zbog kojih je zadatak ili projekat važan i pruža se uvid u šire tokove čiji je on deo.
LL@(12192) Purpose the task or project goal is explicitely stated, as well as the reasons for which external aid is necessary. => Svrha - eksplicitno se navodi cilj zadatka ili projekta kao i razlozi zbog kojih je neophodna pomoć sa strane.
LL@(12193) Task or project goals all individual goals and tasks are specified here. => Ciljevi projekta ili zadatka - ovde se navode svi pojedinačni ciljevi i zadaci.
LL@(12194) How clearly the goals and the tasks are defined will depend on how well the problem is analysed and which level of expertise is required. => Jasnoća u definisanju ciljeva i zadataka zavisi od toga koliko je dobro određeni problem analiziran i koji je nivo ekspertize potreban.
LL@(12195) Project or task description here the task is broadly described. => Opis prokjekta ili zadatka - Ovde se u širokim crtama opisuje zadatak.
LL@(12196) Data is given on the client or the project or task beneficiaries, as well as the explanations as to what/whom it will affect and the location where the task will be accomplished. Timeline it is important that the date of the beginning and the date of the completion of the project or task be clearly stated. => Daju se podaci o klijentu ili korisnicima projekta ili zadatka, objašnjava se na koga će on imati uticaja i navodi se lokacija za izvršenje zadatka. ~~~ Vremenski okvir - važno je da datum početka i završetka projekta ili zadatka budu jasno navedeni.
LL@(12197) This is also necessary because of the budgeting (overall duration, amount of costs, number of employees), both for the client and for the consultant. => Ovo je neophodno i zbog budžetiranja (ukupno trajanje, iznos, broj ljudi) kako za klijenta tako i za konsultanta.
LL@(12198) Finally, it is important for the purposes of monitoring during the process. => Najzad, ovo je važno i zbog monitoringa tokom procesa.
LL@(12199) Liability in order that the management and control be efficient, it is necessary to specify who will be responsible and for what during the project or task execution. => Odgovornost u cilju dobrog upravljanja i kontrole, neophodno je da se unapred razjasni ko će biti odgovoran i za šta tokom realizacije zadatka ili projekta.
LL@(12200) It is in this way that responsibility is fostered and confusion is prevented as to the roles and responsibilities of the consultant and the team leader in the organization. => Na ovaj način se podstiče odgovor nost i sprečava se konfuzija u vezi sa ulogama i odgovornostima konsultanta i lidera tima u organizaciji.
LL@(12201) Communication it is important that the communication channels and who the team leaders of both parties are be clearly stated in the task description. => Komunikacija veoma je važno je da u opisu zadatka budu jasno navedeni kanali komunikacije kao i ko su tim lideri sa obe strane.
LL@(12202) Authority levels here the authority for each level of decision-making in the organization is assigned, so that the consultant can turn to right people to clarify certain issues. => Nivoi ovlašćenja - Ovde se navodi ko je odgovoran za koji nivo odlučivanja u organizaciji tako da konsultant može da se obrati pravim ljudima za pojedina pitanja.
LL@(12203) Qualification and experience required it is important that the knowledge and experience required to accomplish the task be clearly defined. => Potrebne kvalifikacije i iskustva potrebno je jasno definisati koja znanja i iskustva su potrebna za realizaciju zadatka.
LL@(12204) The consultants competences include the skills (technical as well as those related to certain behaviours), knowledge, and attitudes. ~~~ The more accurately the required competences are described, the easier it will be to the consultants to evaluate themselves before they accept the task. => Kompetencije konsultanata podrazumevaju veštine (tehničke kao i one koje se tiču određenih ponašanja), znanja i stavove. [to se preciznije opišu tražene kompetencije, to je lakše konsultantima da sami sebe procene pre nego što prihvate zadatak.
LL@(12205) Relevant policies it is often necessary that the consultant be given an insight into the internal policies and procedures, but also into the external ones, important for the project or task execution. => Relevantne politike - često je neophodno konsultantu pružiti uvid u interne politike i procedure, kao i one spoljašnje, koje su bitne za realizaciju projekta ili zadatka.
LL@(12206) In this way the consultants are given an opportunity to prepare better. => Na ovaj način se omogućava konsultantima da se bolje pripreme.
LL@(12207) Project or task execution framework the description of the expected project or task realization. => Okvir za realizaciju projekta ili zadatka - opis očekivane realizacije zadatka ili projekta.
LL@(12208) This includes a list of the most important tasks the consultant is expected to accomplish. => To podrazumeva i spisak najvažnijih zadataka koje konsultant treba da obavi.
LL@(12209) It is on the basis of these, as well as on the basis of the description of other important elements of the project, that the consultants can suggest the way they will work and the methods and techniques they will use. => Na osnovu toga, kao i na osnovu opisa ostalih bitnih elemenata projekta, konsultanti treba da kažu na koji način predlažu da rade i koje metode i tehnike će koristiti.
LL@(12210) Expected outcomes focusing upon what the management consulting process should result in, the results (consulting products). => Očekivani rezultati - usmeravanje pažnje na ono što iz menadžment konsalting procesa treba da proizađe, tj. na rezultate (konsalting proizvode).
LL@(12211) It is important that the products be formulated in such a way that they can be recognized and measured objectively. => Važno je da se proizvodi tako formulišu da se oni mogu objektivno prepoznati i meriti.
LL@(12212) It is also important that the expected level of the result or product quality is stipulated. => Važno je i da se ukaže i na očekivani stepen kvaliteta rezultata ili proizvoda.
LL@(12213) Here the most important indicators are also stated Š18, pp. 31,32Ë. Reporting plan and mechanisms in this part various types of reports required on different levels of the task or project execution are stated. => Ovde se takođe navode najvažniji pokazatelji Š18, st.31,32Ë. ~~~ Plan i mehanizmi za izveštavanje - U ovom delu navode se različiti tipovi izveštaja koji su potrebni na različitim nivoima realizacije zadatka ili projekta.
LL@(12214) In case of a simple task, only one, final report will be required. => Kada je u pitanju jednostavniji zadatak, biće dovoljan samo jedan, završni, izveštaj.
LL@(12215) More complicated and longer-term projects may require reporting in intervals. => Komplikovaniji i duži projekti mogu da zahtevaju izveštavanje u određenim intervalima.
LL@(12216) It is important that the form and type of the expected reports (written, oral, or both), the intervals and to whom they should be submitted be stipulated, too. => Važno je da budu precizirani forma i tip izveštaja se očekuje (pisani, usmeni ili oba), u kojim intervalima treba da se podnosi i kome.
LL@(12217) Cost-budget in the majority of cases, the organization-client will allocate a certain sum for the job being done by the consultant. => Cena-budžet - U najvećem broju slučajeva, organizacija-klijent će odvojiti određenu sumu za posao koji obavlja konsultant.
LL@(12218) In the task description, however, this is rarely stated, because the consultants are expected to behave up to the market laws and offer the best possible quality for the price offered. => Međutim, to se retko unapred navodi u opisu zadatka, zbog toga što se očekuje da će se konsultanti ponašati tržišno i ponuditi najbolji mogući kvalitet za ponuđenu cenu. 3.
LL@(12219) 3.2. ~~~ Strategy and strategic competencies The comprehension of both broader and immediate environment, combined with organizational competence, allows for the formulation of a strategy that will fill the gaps and improve organizational performance Š14Ë. => Strategija i strateške sposobnosti Razumevanje bližeg i daljeg okruženja, u kombinaciji sa sposobnostima organizacije, omogućava formulisnje strategije koja popunjava praznine i povećava performanse organizacije Š14Ë.
LL@(12220) The strategy is a set of rules and decisions guiding the organizational behaviour and is really intangible and abstract in concept, providing no direct or concrete results as to the organizational performance Š1, p.31Ë. Greiner and Metzger Š12, p.7Ë defined management consulting as ... contracted and delivered consulting service to organizations by specially trained and qualified people, who objectively and autonomously help the client organization identify the problems of management, analyse them, and who propose adequate solutions and also help implement the solutions. => Strategija je skup pravila i odluka koje usmeravaju organizaciono ponašanje i ona je u suštini nematerijalna i apstraktnog je koncepta, koji ne daje direktne i konkretne rezultate u pogledu organizacionih performansi Š1, p.31Ë. ~~~ Greiner i Metzger Š12, st.7Ë su definsali menadžment konsalting kao: ... ugovoren i pružen savetodavni servis organizacijama, od strane posebno obučenih i kvalifikovanih ljudi, koji na objektivan i nezavisan način, pomažu organizaciji klijenta, da identifikuje probleme upravljanja, analizira te probleme, i koji preporučuju odgovarajuća rešenja, a takođe pomažu i u implementaciji rešenja.
LL@(12221) According to the definition, business consulting requires specific competencies and an appropriate level of knowledge which will enable the consultants to help their clients identify and solve management problems in their organizations. => Prema toj definiciji, poslovno savetovanje zahteva specifične sposobnosti i odgovarajući nivo znanja, koji bi omogućili konsultantima da pomognu klijentima da identifikuju i reše probleme upravljanja u svojim organizacijama.
LL@(12222) The core business competencies are the skills the organizations have, those that help them conduct their business operations Š14, p.126Ë. => Osnovne poslovne sposobnosti su veštine koje organizacije poseduju a koje joj omogućavaju da obavlja poslovne aktivnosti Š14, st.126Ë.
LL@(12223) The majority of organizations have numerous core competences. => Većina organizacija poseduje brojne osnovne sposobnosti.
LL@(12224) Some of these competencies are more important than the others. => Neke od tih sposobnosti imaju veći značaj od drugih.
LL@(12225) According to the same authors, such business competencies which are on a higher level compared to the core competences, are called strategic capabilities/competencies and are characterised by three specific features: They present the value for the customer, They are superior to those of the competition, and They are difficult to immitate or replicate. => Prema istim autorima, takve poslovne sposobnosti, koje su na višem nivou od osnovnih, nazivaju se strateške sposobnosti i imaju tri specifične karakteristike: ~~~ Predstavljaju vrednosti za kupca, Bolje su nego kod većine ostalih konkurenata, i Teško se imitiraju ili repliciraju.
LL@(12226) A unique combination of strategic competencies, not easy to immitate, can be titled the key or core compe tencies Š15Ë. => Jedinstvena kombinacija određenih strateškh sposobnosti, koja se teško imitira, može se nazvati ključna ili noseća sposobnost (core competence) Š15Ë.
LL@(12227) Hence it can be concluded that the core competence is not just the summ of individual competencies, but a combination of complementary skills and a knowledge base built in a group or a team and resulting into a competency to perform one or a number of key processes on a high level standard Š13Ë. => Odatle se može zaključiti da ključna sposobnost nije prost zbir pojedinačnih sposobnosti, već da je to kombinacija komplementarnih veština i baza znanja ugrađenih u grupi ili timu koji rezultuje sposobnošću da se izvrši jedno ili više ključnih procesa na nivou visokih standarda Š13Ë.
LL@(12228) The relationship among the competence, strategic competence and key competencies can be presented as on Figure 3. => Odnos između sposobnosti, strateške sposobnosti i ključnih kompetencija može se predstaviti kao na slici 3.
LL@(12229) Figure 3. ~~~ Relationships among core, strategic and key organizational competencies By identifying its strategic and core competencies, by their adjustment to the environment and by their including into its strategy, the organization improves its performance and acquires a long-term sustainable competitive advantage. => Identifikovanjem strateških i ključnih sposobnosti, njihovim usklađivanjem sa okruženjem i uključivanjem u strategiju, organizacija poboljšava svoje performanse i stiče dugoročno održivu konkurentsku prednost.
LL@(12230) Simon and Kumar Š24, p. 366Ë analysed the works of eight academics in order to find out the common characteristics of the consulting all the authors quote in their works, which the clients mutually take to be strategic competencies driving the management consulting success. => Simon i Kumar Š24, st.366Ë su analizirali radove osam autora akademskih radova kako bi istražili koje su to zajedničke karakteristike konsaltinga, iznete u tim radovima, koje po mišljenju klijenata, predstavljaju strateške sposobnosti za uspeh menadžment konsaltinga.
LL@(12231) Each author uses his own terminology, however, some mutual characteristics of the consulting they pointed to are easy to identify. => Iako svaki autor koristi vlastitu terminologiju, bile su prepoznatljive zajedničke karakteristike konsaltinga koje su oni isticali.
LL@(12232) The list made within their study included any strategic competencies mentioned in three or more works (Table 1). => Na listi sastavljenoj u okviru njihove studije, sve strateške sposobnosti koje su se nalazile u tri ili više radova, bile su uključena u ovaj popis (Tabela 1).
LL@(12233) 3.3. => Slika 3.:
LL@(12234) Management consulting performance measuring In case the consultant offers inadequate counsel, the consequences the client experiences may vary, from the decreasing growth rate, to the crisis situation Competence Client-consultant communication Client collaboration and inclusion Core competencies breadth Technical knowledge Problem definition (identification) Integrity and honesty Ability to understand the client Marketing Setting reasonable expectations No. of quotes in literature Authors quoting competence Bobrow(1998), Bowers and Degler(1999), Czerniawska(1999), Ford(1979), Hegyi-Gioia(1999), Popovich(1995), Riley(1999) Bowers and Degler(1999), Czerniawska(1999), Dowling(1993), Hegyi-Gioia(1999), Popovich(1995), Riley(1999) Bowers and Degler(1999), Czerniawska(1999), Dowling(1993), Ford(1979), Popovich(1995) Bowers and Degler(1999), Czerniawska(1999), Dowling(1993), Ford(1979), Popovich(1995) Bobrow(1998), Bowers and Degler(1999), Ford(1979), Hegyi-Gioia(1999) Bobrow(1998), Bowers and Degler(1999), Hegyi-Gioia(1999), Ford(1979) Bobrow(1998), Bowers and Degler(1999), Riley(1999) Bobrow(1998), Bowers and Degler(1999), Czerniawska(1999) Bobrow(1998), Ford(1979), Hegyi-Gioia(1999) Table 1. => Odnos između osnovnih, strateških i ključnih sposobnosti organizacije Sposobnost Komunikacija klijent-konsultant Saradnja i uključenost klijenta [irina osnovnih veština Tehnička znanja Definisanje (identifikacija) problema Integritet i poštenje Sposobnost da shvate klijenta Marketing Postavljanje razumnih očekivanja Br. navoda u literaturi Autori koji navode sposobnost Bobrow(1998), Bowers and Degler(1999), Czerniawska(1999), Ford(1979), Hegyi-Gioia(1999), Popovich(1995), Riley(1999) Bowers and Degler(1999), Czerniawska(1999), Dowling(1993), Hegyi-Gioia(1999), Popovich(1995), Riley(1999) Bowers and Degler(1999), Czerniawska(1999), Dowling(1993), Ford(1979), Popovich(1995) Bowers and Degler(1999), Czerniawska(1999), Dowling(1993), Ford(1979), Popovich(1995) Bobrow(1998), Bowers and Degler(1999), Ford(1979), Hegyi-Gioia(1999) Bobrow(1998), Bowers and Degler(1999), Hegyi-Gioia(1999), Ford(1979) Bobrow(1998), Bowers and Degler(1999), Riley(1999) Bobrow(1998), Bowers and Degler(1999), Czerniawska(1999) Bobrow(1998), Ford(1979), Hegyi-Gioia(1999) Tabela 1.:
LL@(12235) Strategic competencies, from the clients point of view, leading to the management consulting outstanding performance academic literature analysis emergence, to the bancruptcy of the organization. => Strateške sposobnosti, sa aspekta klijenata, koje vode ka uspehu menadžment konsaltinga - analiza akademske literature 3.3. ~~~ Merenje uspešnosti menadžment konsaltinga Ukoliko konsultant daje neadkevatne savete, konsekvence po klijenta mogu biti različite, od usporenog tempa rasta, izazivanja krizne situacije, pa sve do samog bankrota preduzeća.
LL@(12236) Many unfavourable consequences of an ineffective consulting can be prevented if adequate steps are undertaken in the previous, but also in the current evaluation of the consulting engagement effects. => Mnoge negativne posledice neefektivnog konsaltinga mogu se preduprediti ukoliko se preduzmu odgovarajući koraci za prethodno, ali i tekuće procenjivanje efekata konsalting angažmana.
LL@(12237) The need for measuring the management consulting impacts upon organizational performance led to a complete change in the management consulting understanding. => Potreba za merenjem uticaja menadžment konsaltinga na performanse organizacije, dovela je do zaokre ta u shvatanju menadžment konsaltinga.
LL@(12238) The activity-based consulting is replaced by the result-based consulting, as is presented in Table 2 Š22Ë. => Konsalting zasnovan na aktivnostima, zamenjen je konsaltingom zasnovanim na rezultatima, kao što je dato u tabeli 2. Š22Ë.
LL@(12239) The consulting interventions are connected with the firms specific business needs, where consulting is viewed as a measurable variable that ought to have a certain impact upon the firms performance. => Konsalting intervencije su povezane sa specifičnim poslovnim potrebama preduzeća, pri čemu se kosalting posmatra kao merljiva varijabla koja bi trebalo da ima određeni uticaj na performanse preduzeća.
LL@(12240) In case the results of the consultant engage Activity-based consulting Result-based consulting The need for consulting intervention is not defined Performance is not estimated No specific or measurable goals No efforts are made to prepare the participants in the consulting process to achieve results No efforts are made to ensure the implementation supportive working environment No efforts are made to establish partnerships with key managers No result measuring or cost-benefit analysis are conducted Planning an reporting on consulting intervention is focused on inputs Intervention is related to specific business needs Effective performance estimate Specific and measurable goals are defined Results/expectations are communicated to stakeholders /participants Business environment is prepared to support implementation Partnership with key managers and clients is established Resultas are measured and cost-benefit analzsis is conducted Planning an reporting on consulting intervention is focused on outputs Table 2. => U slučaju da su rezultati angažovanja konsultanata nepoznati, najdirektnija posledica po preduzeće je da se dragocena sredstva preduzeća troše bez mogućnosti kontrole. ~~~ Konsalting zasnovan na aktivnostima Konsalting zasnovan na rezultatima Nije definisana poslovna potreba za konsalting intervencijom Ne vrši se procenjivanje performansi Nema specifičnih i merljivih ciljeva Ne ulažu se napori u pripremu učesnika konsultantskog procesa da ostvare rezultate Ne ulažu se napori da se obezbedi radno okruženje koje će podržati implementaciju Ne ulažu se napori u stvaranje partnerstva sa ključnim menadžerima Nema merenja rezultata niti cost-benefit analize Mere se rezultati i vrši se cost-benefit analiza Planiranje i izveštavanje o konsultantskoj intervenciji je fokusirano na inpute Intervencija povezana sa specifičnim poslovnim potrebama Vrši se efektivno procenjivanje perfromansi Definisani su specifični i merljivi ciljevi Rezultati/očekivanja se komunicaraju stejkholderima/učesnicima Poslovno okruženje se priprema da podrži implementaciju Uspostavlja se partnerstvo sa ključnim menadžerima i klijentima Planiranje i izveštavanje o konsultantskoj intervenciji je fokusirano na outpute Tabela 2.
LL@(12241) Consultant paradigms based on activities and results ment are not known, the most direct consequence for the firm is that the firms precious assets are being spent without any chance of control. => Konsultantske paradigme zasnovane na aktivnostima i rezultatima 4.
LL@(12242) 4. ~~~ Research findings analysis The majority of clients interviewed come from larger cities (Belgrade, Novi Sad, Niš, Kragujevac, Subotica, ...). => Analiza rezultata istraživanja Većina intervjuisanih klijenata bilo je iz većih gradova (Beograd, Novi Sad, Niš, Kragujevac, Subotica, ...).
LL@(12243) In general, they all have certain attitudes on the consulting engagement, regardless of the fact that they do not currently engage any consultants. => Uglavnom svi imaju određena mišljenja o angažovanju konsultanata, uprkos činjenici da ih (trenutno) ne angažuju.
LL@(12244) Some clients have already had some serious experiences in consulting engagement, with different outcomes. => Jedan deo klijenata, imao je još ranije ozbiljnih iskustava u angažovanju konsultanata, sa različitim reziltatima.
LL@(12245) The industries in which the clients do business vary from commerce, to manufacture, to construction works, to tourism and hospitality industry, etc. => Delatnost u kojoj su klijenti bili zastupljeni varirala je od trgovine, proizvodnje, građevine, do turizma i hotelijerstva, itd.
LL@(12246) The areas of business for which they did or would hire a consultant also range broadly, from information technologies, to financial and taxation consulting, marketing, to strategic consulting, training and development, organizational change, etc. => Oblasti poslovanja, za koji su (ili bi) klijenti angažovali konsultanta, takođe su prilično široka, od informacionih tehnologija, finansijskog i poreskog konsaltinga, marketinga, do strateškog konsaltinga, obuke i razvoja, organizacionih promena, itd.
LL@(12247) The findings of this research have shown that clients hire consultanits for varios reasons, but also that they encounter a lot of ambiguities and uncertainty in this respect. => Rezultati ovog istraživanja pokazuju da klijenti imaju veoma različite razloge da angažuju konsultanate, ali isto tako i mnogo nejasnoća i nesigurnosti u tom pogledu.
LL@(12248) In conclusion, however, it can be said that common to all of them is that they expect that the result of consulting engagement (and cost) be tangible. => Međutim, može se zaključiti da je svima zajedničko da u prvom redu traže opipljiv rezultat od angažovanja (i troška) konsultanata.
LL@(12249) The mutual attitude of (prospective) clients is that the consultant should focus upon the clients needs. ~~~ 4.1. => Zajednički stav (potencijalnih) klijenata jeste taj da očekuju da fokus konsultanta treba da bude na potrebama klijenta. 4.
LL@(12250) Reasons for consulting engagement As a result of the reasearch conducted, a set of main reasons for consulting engagement was identified. => Razlozi za angažovanje konsultanata Kao rezultat sprovedenog istraživanja, izdvojen je set glavnih razloga za angažovanje konsultanata.
LL@(12251) According to the importance the clients attach to cer tain reasons for consulting engagement, seven commonest reasons are identified: 1. => Prema značaju koji klijenti pridaju pojedinim razlozima za anagažovanje konsultanata, izdvojeno je sedam najčešćih razloga: ~~~ 1.
LL@(12252) The need to solve the problem promptly; 2. => Potreba za brzim rešavanjem problema; 2.
LL@(12253) The need for new, modern solutions; 3. => Potreba za novim, savremenim rešenjima; 3.
LL@(12254) The need for additional help or resources; 4. => Potreba za dodatnom pomoći ili resursom; 4.
LL@(12255) The need for an independent and objective advice; 5. => Potreba za nezavisnim i objektivnim savetom; 5.
LL@(12256) Achieving or sustaining competitiveness; 6. => Postizanje ili održavanje konkurentnosti; 6.
LL@(12257) Insufficient staff to execute a certain project; 7. => Nedovoljno osoblja za realizaciju određenog projekta; 7.
LL@(12258) Insufficient in-house expertise. => Nedovoljna stručnost u svojoj organizaciji (in-house).
LL@(12259) Two reasons dominate the all the others, the need for prompt solutions and the need for modern solutions. => Dva razloga dominiraju u odnosu na ostale, a to su potreba za brzim i potreba za savremenim rešenjima.
LL@(12260) It is also indicative that the clients lack the in-house expertise least. => Takođe je indikativno da klijentima najmanje nedostaje stručnost unutar sopstvene organizacije.
LL@(12261) Is it really so or the clients still do not recognize the role and the importance of expertise in the field of management, is a rather interesting issue to be researched into in the future. => Da li je to stvarno tako ili klijenti još uvek ne prepoznaju ulogu i značaj stručnosti u domenu menadžmenta, predstavlja vrlo zanimljivu temu za neka buduća istraživanja.
LL@(12262) The reasons stated, generally speaking, point to the fact that, when they decide to engage a consultant, the clients demand something they are not capable of doing themselves in their own firms. => Navedeni razlozi, posmatrano u celini, ukazuju na to da klijenti, kada žele da angažuju konsultanta, traže nešto što iz nekog razloga ne mogu da urade sami u vlastitoj firmi.
LL@(12263) To a certain extent they are then dependent and exposed. => Oni su tada u izvesnoj meri u stanju zavisnosti i ranjivosti.
LL@(12264) Hence the consultants should deal with their clients with the sense of strong ethical responsibility: They should consider the clients interests as a priority; They must provide a real benefit to the client; They must not abuse the clients trust. => Stoga konsultanti treba da imaju veoma izraženu etičku obavezu prema svojim klijentima: moraju postaviti interese klijenta na prvo mesto; moraju obezbediti istinsku korist za klijenta, i ne smeju zloupotrebiti poverenje klijenata.
LL@(12265) Summing all the reasons for which the clients hire consultants, the already defined mutual demand for consultants can only be confirmed, the one that Bergholz Š2, pp. 29-33Ë formulated on behalf of all clients: Help me, or show me how to improve the business operations of my firm. => Sublimiranjem svih razloga zbog kojih klijenti angažuju konsultante, može se potvrditi ranije definisan zajednički zahtev za konsultanta, koji je Bergholz Š2, st.29-33Ë formulisao u ime svih klijenata: ~~~ Pomozite mi, ili mi pokažite kako da unapredim poslovanje svoje firme.
LL@(12266) I know you have the knowledge I do not. => Ja znam da vi imate znanja koja ja nemam.
LL@(12267) I cannot ask you directly, but you can find ade quate solutions, without diminishing my feeling of self-respect. => Ne mogu da vas pitam direktno, ali vi možete pronaći odgovarujuća rešenja, a bez ugrožavanja mog samopoštovanja.
LL@(12268) Your feed-back information and advice may be useful. => Vaše povratne informacije i saveti mogli bi biti korisni.
LL@(12269) I count on you to be able to find effective ways to deliver them to me... => Ja računam na vas da ćete naći efektivne načine da mi ih dostavite ...
LL@(12270) 4.2. => 4.2.
LL@(12271) Consultants strategic competencies clients standpoint The literature review (Table 1) shows some consultants strategic competences identified by the clients. => Strateške sposobnosti konsultanata - sa aspekta klijenta U pregledu literature u (Tabela 1.) prikazane su određene strateške sposobnosti konsultanata, identifikovane od strane klijenata.
LL@(12272) The research, however, was conducted in 2000, on the sample of 500 top firms in Australia. => Međutim ta istraživanja su rađena 2000-te godine i to na uzorku od 500 top firmi u Australiji.
LL@(12273) The findings nevertheless served as a starting point for this reasearch. => Ti rezultati su ipak poslužili kao polazna osnova za ovo istraživanje.
LL@(12274) In the business circumstances in the transition countries, such as these in Serbia, and on the sample of small and medium-sized enterprises, or entrepreneurs, the findings are somewhat different and biased. => U tranzicionim poslovnim okolnostima kakve su u Srbiji, a na uzorku malih i srednjih preduzeća, odnosno preduzetnika, rezultati su nešto drugačiji i subjektivniji.
LL@(12275) Twelve strategic competencies have been identified as a final result of the research and analysis, that the clients, i.e., the owners and the managers of small and medium-sized firms identified as important for the consulting success. => Kao konačan rezultat istraživanja i analize, identifikovano je dvanaest strateških sposobnosti, koje su klijenti, tj. vlasnici i menadžeri malih i srednje velikih firmi, identifikovali kao važne za uspeh konsaltinga.
LL@(12276) These competences are: 1. => Te sposobnosti su: ~~~ 1.
LL@(12277) Innovativeness and creativity 2. => Inovativnost i kreativnost 2.
LL@(12278) Integrity and honesty 3. => Integritet i poštenje 3.
LL@(12279) Rationality 4. => Racionalnost 4.
LL@(12280) Efficient problem solving 5. => Uspešno rešavanje problema 5.
LL@(12281) Expertise 6. => Stručnost 6.
LL@(12282) Ability to identify problem/opportunity 7. => Sposobnost identifikacije problema/šansi 7.
LL@(12283) Client-consultant communication 8. => Klijent-konsultant komunikacija 8.
LL@(12284) Quality of service 9. => Kvalitet usluge 9.
LL@(12285) Objectivity 10. => Objektivnost 10.
LL@(12286) Value adding to client organization 11. => Dodavanja vrednosti organizaciji klijenta 11.
LL@(12287) Knowledge of business environment 12. => Poznavanje poslovnog ambijenta 12.
LL@(12288) Colsuntants own success Three strategic competencies identified as most important are innovativeness, honesty and rationality. => Sopstvena uspešnost konsultanta Vidi se da su tri najvažnije identifikovane strateška sposobnosti inovativnost, poštenje i racionalnost.
LL@(12289) This is fully in line with the clients need and wish to get prompt and modern solutions, which are actually the main reasons for which he purchases consulting services. => To u potpunosti korespondira sa potrebom i željom klijenata za brzim i savremenim rešenjima, što su najvažniji razlozi za angažovanje konsultanata.
LL@(12290) Simultaneously, although it is not crucially important for the client, the need is stressed that the consultant has to be able to solve his/her own problems, that is, to make himself successful. => Istovremeno, mada to nije od presudnog značaja za klijenta, jasno je istaknuta sposobnost konsultanta da reši sopstvene probleme, odnosno da sebe učini uspešnim.
LL@(12291) Clients simply do not trust the consultant who has not proved to be an expert on his own case. ~~~ 4.3. => Klijenti jednostavno nemaju poverenja u konsultanta ukoliko se on nije dokazao na sopstvenom primeru. 4.
LL@(12292) Consulting performance indicators clients standpoint In practice, the client who decides to use professional business consultants services can learn whether the consultant is capable of doing what he is expected to do in an easy and simple way. => Pokazatelji uspešnosti konsaltinga iz perspektive klijenata U praksi, klijent koji se odluči da koristi usluge profesionalnih poslovnih savetnika, na veoma brz i jednostavan način može da proceni da li je konsultant u stanju da uradi ono što se od njega očekuje.
LL@(12293) He can do it in that he hires consultant(s) for small projects, which mean not so much work and not so high costs. ~~~ If satisfied with the results, he can continue and extend the collaboration. => To radi tako da angažuje konsultanta/e na malim projektima, sa malo rada i malo sredstava, pa ukoliko bude zadovoljan rezultatima saradnja se nastavlja i proširuje.
LL@(12294) Consulting, therefore, is no charade. => Dakle, konsalting ni u kom slučaju nije prodaja magle.
LL@(12295) You can cheat only once. => To može da se uradi samo jednom.
LL@(12296) There are various factors on the basis of which the clients can decide whether the consulting service is successful, be it a pilot project, or a small, or a larger managemnt consulting engagement. => Postoje brojni faktori na osnovu kojih klijenti prosuđuju da li je konsalting usluga uspešna, bez obzira da li se radi o pilot projektu, malom ili pak većem menadžment konsalting angažmanu.
LL@(12297) According to clients, the major indicators of management consulting performance are the following: timely service provision and achievement of set goals. => Klijenti smatraju da su glavni pokazatelji odnosno indikatori uspešnosti menadžment konsaltinga: pravovremenost pružanja usluga i postizanje dogovorenih ciljeva.
LL@(12298) The indicator considered by the clients to be least important is the implementation of the proposed solutions. => Pokazatelj kojem klijenti pridaju ponajmanji značaj jeste implementacija predloženih rešenja.
LL@(12299) More precisely, the importance of this indicator increases with an increase in the number of employees. => Tačnije, sa porastom broja zaposlenih, raste i značaj ovog indikatora.
LL@(12300) The management consulting performance indicators mostly quoted by the (prospective) clients from the SMEE sector are as follows: 1. => Kao pokazatelji uspešnosti menadžment konsalting usluge, (potencijalni) klijenti iz sektora MSPP, uglavnom ističu: ~~~ 1.
LL@(12301) Timely provision of services 2. => Pravovremenost pružanja usluga 2.
LL@(12302) Achieving the set goals 3. => Postizanje dogovorenih ciljeva 3.
LL@(12303) Clients satisfaction 4. => Zadovoljstvo klijenta 4.
LL@(12304) Achieving measurable financial results 5. => Postizanje merljivih finansijskih rezultata 5.
LL@(12305) Employee behaviour in the client organization 6. => Ponašanje zaposlenih u organizaciji klijenta 6.
LL@(12306) Implementation of the proposed solutions We see that both financial and non-financial performance indicators are listed. => Implementacija preporučenih rešenja Može se videti da su navedeni finansijski i nefinansijski pokazatelji uspeha.
LL@(12307) This is in accord with the literature Š16Ë which suggests a balanced measuring of results, not only financial measurements. => To je saglasno sa literaturom Š16Ë koja sugerišu izbalansirano merenje uspeha, a ne samo finansijska merenja.
LL@(12308) Hence each individual strategic competency is put into a relation to each of the performance indicators. => Stoga je svaka pojedinačna Menadžment konsalting : i t s o n š e p s u i j l e t a z a k o P Strateške sposobnosti:
LL@(12309) The result is that the majority of strategic competencies affect both financial and non-financial indicators. Management consulting : s r o t a c i d n i e c n a m r o f r e P y r e v i l e d e c i v r e s s l a o g d e e r g a g n i v e i h c A n o i t c a f s i t a s t n e i l C l a i c n a n i f e l b a r u s a e m g n i v e i h c A s t l u s e r t n e i l c n i r u o i v a h e b s e e y o l p m E n o i t a z i n a g r o d e s o p o r p f o n o i t a t n e m e l p m I s n o i t u l o s i y l e m Strategic competencies: T Innovativeness and creativity Integrity and honesty Rationality Efficient problem solving Expertise Ability to identify problem/opporttunity Client/consultant communication Quality of service Objectivity Value adding to client organization value adding Knowledge of business environment Consultants own success 5. => Inovativnost i kreativnost Integritet i poštenje Racionalnost Uspešno rešavanje problema Stručnost Sposobn. identif. problema/šansi Klijent-konsultant komunikac. ~~~ Kvalitet usluge Objektivnost Dodav. vrednosti. organ. klijenta Poznavanje poslovnog ambijenta Sopstvena uspešnost konsultanta a g u l s u a j n a ž u r p t s o n e m e r v o v a r P a v e j l i c h i n e r o v o g o d e j n a z i t s o P a t n e j i l k o v t s j l o v o d a Z h i k s j i s n a n i f h i v i j l r e m e j n a z i t s o P a t a t l u z e r . j i l k i j i c a z i n a g r o u h i n e l s o p a z e j n a š a n o P a j n e š e r h i n e č u r o p e r p a j i c a t n e m e l p m I strateška sposobnost stavljana u odnos prema svakom od pokazatelja uspešnosti. ~~~ Rezultat je da većina strateških sposobnosti imaju uticaja i na finansijske i na nefinansijske pokazatelje. 5.
LL@(12310) Conclusion Evidently, the users of management consulting services in Serbia are concentrated in larger cities and come from various industries. => Zaključak Evidentno je da su korisnici usluga menadžment konsaltinga u Srbiji skoncentrisani u većim gradovima i da su iz raznih oblasti poslovanja.
LL@(12311) Also, the range of fields for which they decide upon consulting engagement is broad. => Takođe, vrlo je širok dijapazon oblasti za koje oni angažuju konsultante.
LL@(12312) The number of prospective clients is much larger; they do have certain needs, however, they have not decided upon hiring consultants, mainly because this type of services seems too mystified to them. => Mnogo je više potencijalnih klijenata, tj. onih koji imaju određene potrebe, ali još uvek se nisu odlučili da angažuju savetnike, uglavnom zbog toga što im ova vrsta usluga izgleda previše mistifikovana.
LL@(12313) The management consulting services are not available to a sufficient degree in less developed regions, which hinders the development of small, mainly manufacturing firms and entrepreneurs in these parts. => Menadžment konsalting usluge nisu u dovoljnoj meri dostupne u manje razvijenim sredinama, što utiče na sporiji razvoj malih, pretežno proizvodnih, preduzeća i preduzetnika u tim sredinama.
LL@(12314) This research has shown that consultants should command multidisciplinary skills, be competent, creative and have excellent character traits. => Ovo istraživanje pokazuje da konsultanti treba da poseduju multidisciplinarne veštine, da budu kompetentni, kreativni i da imaju odlične ljudske osobine.
LL@(12315) A successful management consulting must operationalize and implement as many strategic competencies as possible. => U uspešnom menadžment konsaltingu, mora da bude operacionalizovano i implementirano što više strateških sposobnosti.
LL@(12316) In the long run, through the consulting service delivered, these competences affect at least one, and usually more performance indicators. => U krajnjem ishodu, te sposobnosti kroz pruženu uslugu konsaltinga, utiču na bar jedan, a obično na više pokazatelja uspešnosti.
LL@(12317) In practice, on making the decision to engage a consulting expert, the clients assumptions and demands become expectations. => U praksi, nakon donošenja odluke o angažovanju konsultanta, klijentove pretpostavke i zahtevi pretvaraju se u očekivanja.
LL@(12318) Hence it is of great importance that the consultants should be capable of understanding the client correctly and fullfilling his expectations as accurately as possible. ~~~ The smaller the clients firm, the greater entrepreneural spirit and management style; therefore, it can be taken for certain that the owners and managers of small and medium-sized enterprises are entrepreneurs. => Zbog toga je vrlo važna sposobnost konsultanta da ispravno shvati klijenta i da što preciznije ispuni njegova očekivanja. [to je preduzeće klijenta manje, u većoj meri je prisutan preduzetnički duh i stil rukovođenja, tako da se sa sigurnošću može reći da su vlasnici i menadžeri malih i srednjih preduzeća preduzetnici.
LL@(12319) They are energetic and they make decisions fast, hence they attach most importance to the need for concrete and prompt solutions. => Njih karakteriše odlučnost i brzo donošenje odluka, tako da oni u prvi plan ističu potrebu za konkretnim i brzim rešenjima.
LL@(12320) Aware of fast changes in the business environment, they expect the solutions offered to be modern and creative. => Svesni brzih promena poslovnog ambijenta, očekuju da ponuđena poslovna rešenja budu savremena i kreativna.
LL@(12321) Hence such clients prefer the consultants that are fast, accurate, innovative, rational, honest and experts. => Zbog svega toga klijenti preferiraju konsultante koji su brzi, precizni, inovativni, racionalni, pošteni i stručni.
LL@(12322) Time is a key factor and also a consulting service performance indicator. => Vreme je ključni faktor i kao pokazatelj uspešnosti konsalting usluge.
LL@(12323) For the client, the timely service provision, together with achievement of set goals, tops the list of the management consulting performance criteria. => Za klijenta, pravovremenost pružanja usluge, uz postizanje dogovorenih ciljeva, nalazi se na vrhu liste kriterijuma uspešnosti menadžment konsalting usluge. se imidž, status i reference konsultanta smatraju vrlo važnim sa aspekta klijenata.
LL@(12324) There is yet another important point. => Izuzetak su ključni konsultanti.
LL@(12325) The clients do not want consultants who did not prove successful on a personal plane. => 
LL@(12326) They could be said to consider failure to be contagious. => 
LL@(12327) It is for this reason that the clients consider the consultant image, status and references highly important. => 
LL@(12328) The only exemption are the key consultants. => 
LL@(12329) As a complex and subtle process going on between the consultant and the client, manage ment consulting is based on mutual correctness and usefulness and is a result of mutual trust. => Menadžment konsalting, kao složen i suptilan odnos između savetnika i klijenta, zasniva se na obostranoj korektnosti i korisnosti, a rezultat je obostranog poverenja.
LL@(12330) The clients may decide to engage more than consultant, for different parts of the project each; however, they wish to build long-term relationships with one, and only sometimes with several key consultants. => Klijenti mogu da angažuju više konsultanata za specifične delove projekata, međutim, oni žele da izgrade dugoročne poslovne veze najčešće sa jednim, a ponekad i sa više ključnih konsultanata.
LL@(12331) The consultants are necessary for the clients, in that they help them get a comprehensive view of their business, they remain with the client for a longer period of time and take part of responsibility for the clients business operations. => Ovi konsultanti su potrebni klijentima da bi im pomogli da sagledaju celovitu sliku svog poslovanja, da budu prisutni u dužem periodu i da preuzmu deo odgovornosti za poslovanje klijenta.
LL@(12332) Here, their position is similar to that of a general practitioner, who remains indispensable, regardless of people increasingly using the services of specialists to get cured. => Ovde se primećuje određena sličnost sa lekarom opšte prakse, koji ne gubi svoju ulogu, iako ljudi sve više koriste usluge specijalista za svoje zdravstvene potrebe.
LL@(12333) The role of key consultants is such that they offer advice in all kinds of situations and help their client make the right decision. => Uloga ključnih konsultanata je takva da svojim savetom u različitim situacijama pomognu klijentu da donese ispravnu odluku.
LL@(12334) Such councelling need not be too expensive. => Ove savetodavne usluge ne moraju biti posebno skupe.
LL@(12335) It demands maturity, anticipation and empathy from the consultant, rather than complex administrative procedures. => One zahtevaju zrelost, predviđanje i empatiju konsultanta, više nego velike administrativne procedure.
LL@(12336) Nowadays, there is a difference between the approach the consultant takes in measuring his performance and that of the clientsmeasuring the same performance. => U ovom momentu, dosta je uočljiv raskorak između pristupa konsultanata merenju uspeha svoga rada, u odnosu na pristup koji imaju klijenti prema merenju uspešnosti tih istih usluga.
LL@(12337) This does not mean that consultants evaluate incorrectly, only that they should take more care of what the clients demand and expect from the services they purchased. => To ne znači da konsultanti evaluaciju vrše pogrešno, već da je potrebno još više da vode računa o tome šta klijenti traže i očekuju od usluga koje su kupili.
LL@(12338) At the same time, the greater the choice among the alternative consulting services providers, the more considerate the consultants will become towards the client and the more reasonable their fees, and the more knowledgeable the clients as to what they can and what they should expect for the price they paid. => Istovremeno, što je veći izbor među alternativnim pružaocima konsalting usluga, to će konsultanti biti više uviđavni prema klijentu i povoljniji sa cenom, a klijenti će biti upoznatiji sa tim šta mogu i treba da očekuju za tu cenu.
LL@(12339) Since the ratio of market power moves from the consultants towards their clients, it is important that both parties redefine their roles and approaches. => Obzirom da se odnos tržišne snage pomera od konsultanata prema njihovim klijentima, obe strane treba da redefinišu svoje uloge i pristupe.
LL@(12340) For the consultants, it is a strategic task and the matter of survival. => Za konsultante, to je strategijski zadatak i pitanje opstanka.
LL@(12341) REFERENCE Š1Ë Ansoff, H.I., Implanting Strategic Management, Prentice-Hall International, Englewood Cliffs, Nj., 1984. => LITERATURA Š1Ë Ansoff, H.I., Implanting Strategic Management, Prentice-Hall International, Englewood Cliffs, Nj., 1984. Š2Ë Bergholz, H., Do more than fix my company, Jo urnal of Management Consulting, November, Vol.
LL@(12342) Š2Ë Bergholz, H., Do more than fix my company, Journal of Management Consulting, November, Vol. 10 No. 4, pp. 29-33, 1999. => 10 No. 4, pp. 29-33, 1999.
LL@(12343) Š3Ë Buono, A.F. et all. => Š3Ë Buono, A.F. et all.
LL@(12344) Management Consulting: Introducing the Client, Scandinavian Journal of Management, Volume 22, Issue 2, p.186-187, 2006. => Management Consulting: ~~~ In troducing the Client, Scandinavian Journal of Management, Volume 22, Issue 2, p.186-187, 2006.
LL@(12345) Š4Ë Buono, A.F., Developing Knowledge and Value in Management Consulting, Greenwich, Conn. : Information Age Publishing, 2002. => Š4Ë Buono, A.F., Developing Knowledge and Value in Management Consulting, Greenwich, Conn. : ~~~ Information Age Publishing, 2002. ~~~ Uočljivo je još nešto.
LL@(12346)  => Klijenti ne žele konsultante koji nisu uspešni i koji se nisu ostvarili na ličnom planu.
LL@(12347)  => Moglo bi se reći da neuspeh smatraju zarazom.
LL@(12348) Š5Ë Buono, A.F., Creative Consulting: Innovative Š17Ë Kipping, M. & Engwall, L., Management Perspectives on Management Consulting, Greenwich: Information Age Publishing, 2004. => Stoga Š5Ë Buono, A.F., Creative Consulting: ~~~ Innovative Perspectives on Management Consulting, Greenwich:
LL@(12349) Š6Ë Clark, T., Managing Consultants, Consultancy as the Management of Impressions, Open University Press, Buckingham, 1995. => Information Age Publishing, 2004. Š6Ë Clark, T., Managing Consultants, Consultancy as the Management of Impressions, Open University Press, Buckingham, 1995. Š7Ë Czerniawska, F., The Trusted Firm:
LL@(12350) Š7Ë Czerniawska, F., The Trusted Firm: How Consulting Firms Build Successful Client Relationships, John Wiley & Sons, Chichester, England, 2007. ~~~ Š8Ë Easley, C.F. J., Harding, C.F., Client vs consult ant, Journal of Management Consulting, November, Vol. 10 No. 4, p.3-8, 1999. => How Consulting Firms Build Successful Client Relationships, John Wiley & Sons, Chichester, England, 2007. Š8Ë Easley, C.F. J., Harding, C.F., Client vs consultant, Journal of Management Consulting, November, Vol.
LL@(12351) Š9Ë Fincham, R. => 10 No. 4, p.3-8, 1999.
LL@(12352) The consultant-client relationship: critical perspectives on the management of organizational change, Journal of Management Studies, 36(3): 331-351, 1999. => Š9Ë Fincham, R. The consultant-client relationship: critical perspectives on the management of organizational change, Journal of Management Studies, 36(3):
LL@(12353) Š10ËFincham, R., & Clark, T., Critical Consulting, Oxford: Blackwell Business, 2002. => 331-351, 1999. ~~~ Š10ËFincham, R., & Clark, T., Critical Consulting, Oxford:
LL@(12354) Š11Ë Gladwell, M., The talent myth - Are smart people overrated?, The New Yorker, July 22, p.28, 2002. ~~~ Š12Ë Greiner, L.E. and Metzger, R.O., Consulting to Management, Prentice-Hall, Englewood Cliffs, Nj., 1983. ~~~ Š13Ë Hamel, G., Prahalad, C.K., Competing for the Future, Harvard Business School Press, Boston, 1994. ~~~ Š14Ë Hubbard, G., Pocknee, G., Taylor, G.A., Practical Australian Strategy, Prentice-Hall, Sydney, 1997. => Blackwell Business, 2002. Š11Ë Gladwell, M., The talent myth - Are smart people overrated?, The New Yorker, July 22, p.28, 2002. Š12Ë Greiner, L.E. and Metzger, R.O., Consulting to Management, Prentice-Hall, Englewood Cliffs, Nj., 1983. Š13Ë Hamel, G., Prahalad, C.K., Competing for the Future, Harvard Business School Press, Boston, 1994.
LL@(12355) Š15Ë Javidan, M. Core competence: what does it mean in practice?, Long Range Planning, Vol. 31 No. 1, pp. 60-71, 1998. => 
LL@(12356) Š16Ë Kaplan, R.S., Norton, D.P., The balanced scorecard measures that drive performance, Harvard Business Review, January-February, pp. 71-9, 1992. => 
LL@(12357) Consulting. ~~~ The Emergence and Dynamics of a Knowledge Industry, Oxford University Press, Oxford, 2002. => Knowledge Industry, Oxford University Press, Oxford, 2002. Š18Ë Kumar, V., Simon, A. and Kimberley, N., Strate gic capabilities which lead to management consulting success, Management Decisions, Vol.
LL@(12358) Š18Ë Kumar, V., Simon, A. and Kimberley, N., Strategic capabilities which lead to management consulting success, Management Decisions, Vol. 38 Nos 1 and 2, pp. 24-35, 2000. => 38 Nos 1 and 2, pp. 24-35, 2000.
LL@(12359) Š19Ë McKenna, C., The Worlds Newest Profession: Management Consulting in the Twentieth Century, Cambridge University Press, Cambridge, U.K., 2006. => Š19Ë McKenna, C., The Worlds Newest Profession:
LL@(12360) Š20Ë Monteleone, F., Anyone need a consultant?, Computerworld, 31 January,Vol. 34 No. 5, p. 52, 2000. => Management Consulting in the Twentieth Century, Cambridge University Press, Cambridge, U.K., 2006. Š20Ë Monteleone, F., Anyone need a consultant?, Computerworld, 31 January,Vol.
LL@(12361) Š21Ë Niewiem, S., Richter, A., The Changing Balance of Power in the Consulting Market. => 34 No. 5, p. 52, 2000. Š21Ë Niewiem, S., Richter, A., The Changing Balance of Power in the Consulting Market.
LL@(12362) Business Strategy Review, Spring, Vol. 15 Issue 1, p8-13, 2004. => Business Strategy Review, Spring, Vol. ~~~ 15 Issue 1, p8-13, 2004.
LL@(12363) Š22Ë Philips, J., The consultants scorecard: tracking results and bottom-line impact of consulting projects, McGraw-Hill Companies Inc., New York, 2000. => Š22Ë Philips, J., The consultants scorecard: tracking results and bottom-line impact of consulting projects, McGraw-Hill Companies Inc., New York, 2000. Š23Ë Schein, E.H., The concept of client from a process consultation perspective, Journal of Organizational Change Management, Vol.
LL@(12364) Š23Ë Schein, E.H., The concept of client from a process consultation perspective, Journal of Organizational Change Management, Vol. 10 No. 3, pp. 202-216, 1997. => 10 No. 3, pp. 202-216, 1997.
LL@(12365) Š24Ë Simon, A., Kumar, V., Clients views on strategic capabilities which lead to management consulting success, Management Decision, 39/5, p.362372, 2001. => Š14Ë Hubbard, G., Pocknee, G., Taylor, G.A., Practi Š24Ë Simon, A., Kumar, V., Clients views on strategic cal Australian Strategy, Prentice-Hall, Sydney, 1997. Š15Ë Javidan, M. Core competence: what does it mean in practice?, Long Range Planning, Vol.
LL@(12366) Š25Ë Simon, G.A., What to share? , Journal of Management Consulting, November, Vol. 9 No. 4, p.79, 1997. => 31 No. 1, pp. 60-71, 1998. ~~~ Š16Ë Kaplan, R.S., Norton, D.P., The balanced scorecard measures that drive performance, Harvard Business Review, January-February, pp. 71-9, 1992. capabilities which lead to management consulting success, Management Decision, 39/5, p.362372, 2001. Š25Ë Simon, G.A., What to share? , Journal of Mana gement Consulting, November, Vol.
LL@(12367) Š26Ë Sturdy, A., The Consultancy Process - an Insecure Business, Journal of Management Studies, 34(3): 389-413, 1997. => 9 No. 4, p.79, 1997. Š26Ë Sturdy, A., The Consultancy Process - an Insecu re Business, Journal of Management Studies, 34(3): ~~~ 389-413, 1997.
LL@(12368) Š27Ë http://www.feaco.org/en/index-action marketInformation.html High Technology as a Source of Competitive Advantages UDC: 005.591.6 ; 334.71:004 ; 658.11:004 Mr Aleksandra Tošović-Stevanović Faculty of Business studies, Belgrade All economies generate or exploit new technology and knowledge, but some are more intense in this process than others. => Š17Ë Kipping, M. & Engwall, L., Management Con Š27Ë http://www.feaco.org/en/index-action-marketIn sulting. ~~~ The Emergence and Dynamics of a formation.html Visoke tehnologije kao izvor konkurentskih prednosti UDK: ~~~ 005.591.6 ; 334.71:004 ; 658.11:004 Mr Aleksandra Tošović-Stevanović Fakultet za poslovne studije u Beogradu Sve privrede generišu ili eksploatišu novu tehnologiju i znanje, ali neke su u tom procesu intenzivnije od drugih.
LL@(12369) High technologies are very important for this study, as they provide firms with competitive advantage by changing the key success components. => Visoke tehnologije predstavljaju važnu problematiku ovoga rada, jer pružaju firmama konkurentsku prednost promenom ključnih faktora za uspeh.
LL@(12370) High technology economies are the primary source for generating money in contrast to the economies dependent upon resources, labor and capital, which have been dominant during the last century. => Privrede visokih tehnologija su primarni izvor generisanja novca kao suprotnost privredama vezanim za resurse, rad i kapital, koje su dominirale dvadesetim vekom.
LL@(12371) The significance of certain countries that have made a great technological impact, which was made possible due to their continual investments in science and technology and R&D were also shown in the study. => Istaknut je značaj pojedinih država koje su napravile veliki tehnološki napredak u poslednjoj deceniji dvadesetog veka i postale značajnije u razvoju tehnologija, zbog velikih i trajnih investicija u nauku i tehnologiju, u obrazovanje i istraživanje i razvoj (R&D).
LL@(12372) The OECD acknowledges four groups technologies as competitive advantages in the field of advanced technology (low, medium-low, medium-high and high technology), in respect to their R&D intensity. ~~~ 1. => Takođe su prikazane konkurentske prednosti u oblasti visokih tehnologija po metodu OECD-a na četiri grupe tehnologija (niske, srednje-niske, srednje-visoke i visoke tehnologije) prema nivou R&D intenzivnosti. 1.
LL@(12373) Introduction Technology is the basic source of competitive advantage in the twenty-first century. => Uvod U dvadeset prvom veku tehnologija je osnovni izvor konkurentskih prednosti.
LL@(12374) This is best seen in high technology firms. => To je izraženo kod firmi sa visokim tehnologijama.
LL@(12375) Science provides new solutions, resulting into the automation of the production and labour processes, organizational flexibility, creation of modern systems, specialization and a new approach to the product and service quality. => Nauka omogućava nova rešenja, a potom automatizaciju procesa proizvodnje i rada, fleksibilnost organizacije, kreiranje savremenih sistema, specijalizaciju i nov pristup kvalitetu proizvoda i usluga.
LL@(12376) In order that all these be achieved, the crucial problem for the firm is that of the access to new technologies. => Da bi se sve ovo moglo ostvariti, u firmi je glavno pitanje mogućnost pristupa novim tehnologijama.
LL@(12377) In the developed economies it is relying to their own research and developmet activity; the developing economies, however, will do best to follow the path of those that have already accomplished this goal. => U razvijenim privredama, to je oslonac na vlastitu istraživačku i razvojnu aktivnost, a u nerazvijenim, putokaz je prema onima koji su to već postigli.
LL@(12378) The analysis of competitive dynamics strongly relies upon five technologically interrelated characteristics. => Pet tehnološki povezanih karakteristika je važno za analizu konkurentske dinamike.
LL@(12379) Firstly, technological opportunities refer to the potential of innovations among the value chains of the firms within one industry. => Prvo, tehnološke mogućnosti odnose se na potencijal inovacija između lanca vrednosti firme unutar jedne privredne grane.
LL@(12380) Secondly, the competitive dynamics differs in the degree of appropriation of benefits resulting from the innovational activity. => Drugo, konkurentska dinamika razlikuje se u uslovima stepena prisvajanja koristi proisteklih iz inovacione aktivnosti.
LL@(12381) Thirdly, the liability resources demand that the competitive dynamics changes be successful. => Treće, resursi obavezivanja zahtevaju uspešne promene kod konkurentske dinamike.
LL@(12382) The knowledge based economies that require fundamental research, may demand larger resource liabilities than industries based on technologies, including additional research and development. => Privrede zasnovane na znanju, koje zahtevaju osnovna istraživanja, mogu zahtevati veće resursne obaveze nego privredne grane zasnovane na tehnologiji, uključujući dodatna istraživanja i razvoj.
LL@(12383) Fourthly, major rivals generally range from institutional management to the market. => Četvrto, značajni rivali su obično pušteni iz institucionalne režije do tržišta.
LL@(12384) Finally, varied competitive dynamics requires an equally varied speed of execution Š10Ë. 2. => Na kraju, različita konkurentska dinamika zahteva različitu brzinu izvršenja Š10Ë. 2.
LL@(12385) Technological changes The changes in the economy structure are continuous. => Tehnološke promene Promene u strukturi privrede su stalne.
LL@(12386) A new technology which is a result of innovation, results in turn into the emergence of new firms and new industries. => Nova tehnologija, kao rezultat inovacije, ima za posledicu pojavu novih firmi i novih grana.
LL@(12387) Tracking the product or the firms life cycle allows for tracking the structural changes in the national and international economies. => Praćenjem životnog ciklusa proizvoda i firmi mogu se pratiti i strukturne promene u nacionalnoj i međunarodnoj ekonomiji.
LL@(12388) The impact of technological change upon the changes in economy is significant. => Tehnološke promene bitno utiču na promenu ekonomije.
LL@(12389) Its effect is especially evident in the growth and development of firms and of each individual industry. => Uočljiv je njihov uticaj na rast i razvoj firmi i svake pojedine grane.
LL@(12390) Technological changes also contribute to the strategic change in economy. => Tehnološke promene doprinose i strateškim promenama ekonomije.
LL@(12391) They challenge the firms present competitive advantage, but also create a new one, stronger than the present advantage. => One dovode u pitanje postojeću konkurentsku prednost firmi, ali i kreiraju novu koja je jača od postojeće prednosti.
LL@(12392) Technology is a process, technique or methodology materialized in the product design or in manufacture or service providing processes that transforms the inputs of labour, capital, information, material and energies into the outputs of a greater value Š3Ë. Technology refers to the processes in which the organization transforms the labour, capital, materials and infromation into products and services Š3Ë. Technological changes have an important role in the competitive dynamics. => Tehnologija je proces, tehnika ili metodologija koja je opredmećena u dizajnu proizvoda, ili u industrijskim ili uslužnim procesima koja transformiše inpute rada, kapitala, informacija, materijala i energija u outpute veće vrednosti Š3Ë. ~~~ Tehnologija se odnosi na procese pomoću kojih organizacija transformiše rad, kapital, materijale i informacije u proizvode ili usluge Š3Ë. ~~~ Tehnološke promene igraju važnu ulogu u konkurentskoj dinamici.
LL@(12393) The outcomes of the changes are several. => Promene imaju nekoliko ishoda.
LL@(12394) Firstly, it is new products and processes. => Prvo, donose nove proizvode i procese.
LL@(12395) Secondly, it is the change in the value chain and in the firms constellation value. => Drugo, menjaju vrednost lanca i vrednost konstalacije firme.
LL@(12396) The changes also change the nature of rivalry among firms. => Takođe menjaju i prirodu rivaliteta između firmi.
LL@(12397) Technological changes result in the conditions in which many products and services cease to be competitive, therefore the firms undergoing such a process can resort to only two options: cut on expenses or implement technological change that will help create new products or services. => Tehnološke promene izazivaju stanje u kome mnogi proizvodi i usluge postaju nekonkurentni, pa firme u kojima se dešava taj proces imaju samo dve opcije: smanjiti troškove ili izvršiti tehnološke promene kojima će stvarati nove proizvode ili usluge.
LL@(12398) In a dynamic economy this is a permanent process and serves as an unbiased estimate of the scope of the technological change Š10Ë. => U dinamičnoj privredi ovo je stalan proces i predstavlja objektivnu ocenu dometa tehnoloških promena Š10Ë.
LL@(12399) In case of major technological changes it is not easy to recognize which benefits can be anticipated, not only for the prospective buyers of new products or services, but also for the innovating firm itself. => Kod značajnih tehnoloških promena nije jednostavno sagledati koje se koristi mogu očekivati, ne samo za potencijalne kupce novih proizvoda ili usluga, već i za samu firmu kao inovatora tih promena.
LL@(12400) Nevertheless, the firm has to implement technological change, otherwise it may be caught in delay, and the consequences may be the lost time, delays in new investments and instability in its competitive position on the market. => Ali i pored toga firma mora da primenjuje tehnološke promene, inače može biti zatečena, a kao posledica javiće se iz gubljeno vreme, kašnjenje u novim investicijama i nestabilnost u konkurentskoj poziciji na tržištu.
LL@(12401) The effects of technological change are not the same in every one industry. => Efekat tehnoloških promena nije isti u svakoj delatnosti.
LL@(12402) In certain industries the change is viewed as an opportunity to improve the strategic position on the market, however, it may prove to be a threat for some of them. => U nekim delatnostima, promene se tretiraju kao mogućnost da se poboljša strateška pozicija na tržištu, ali za neke firme mogu biti, čak i opasnost.
LL@(12403) In any case, regardless of the above stated, technological change is one of the promoters of competition. => U svakom slučaju, bez obzira na prethodnu tvrdnju, tehnološka promena je jedan od pokretača konkurencije.
LL@(12404) It is by the technological change exploitation that the leading firms on the market have acquired such a position. => Firme koje imaju vodeću poziciju na tržištu, postigle su to, upravo eksploatacijom tehnoloških promena.
LL@(12405) Technological changes not only reduce the costs of business operations, which was the original goal, but also make the firm capable of changing its market orientation. ~~~ In some cases, new technologies even lead to opening new markets Š10Ë. => Tehnološke promene ne snižavaju samo troškove poslovanja, što je nekad bio njihov cilj, već osposobljavaju firmu da menja svoju tržišnu orijentaciju, a u slučajevima novih tehnologija i otvaraju nova tržišta Š10Ë.
LL@(12406) The task of the firm management is to analyse the critical factors and then to rely upon those they intend to use to improve the firms competitive position. => Menadžment firme treba da analizira kritične faktore i kad ih sagleda mora da se oslanja na one s kojima namerava da poboljša svoju konkurentsku poziciju.
LL@(12407) The world economy knows the firms that build their competitive position on their wealth in raw materials and cheap labour. => U svetskoj ekonomiji postoje firme koje svoju konkurentsku poziciju grade na bogatstvu sirovina i jeftinoj radnoj snazi.
LL@(12408) There are, however, firms that build such a position even though they are not rich in raw materials and their labour force is expensive. => Ali ima i onih firmi koje istu takvu poziciju grade i u nedostatku sirovina i uz skupu radnu snagu.
LL@(12409) Technological innovations are regarded as the earliest implementation of science and technology in a new direction and with commercial success Š3Ë. => Tehnološke inovacije su prva primena nauke i tehnologije u novom smeru sa komercijalnim uspehom Š3Ë.
LL@(12410) The statistical definition of the technological innovation, as stated by the Eurostat Š10Ë, includes the development of the products and processes and a restricted amount of organizational innovative activities such as marketing and training of those directly involved in the implementation of new products, services and processes. => Statistička definicija tehnološke inovacije, kako ju je definisao Eurostat Š10Ë, uključuje razvoj proizvoda i procesa i ograničeni udeo organizacijskih inovacionih aktivnosti kao što su marketing i trening direktno vezanih za implementaciju novih proizvoda, usluga i procesa.
LL@(12411) In order that it be commercially successful, the innovation has to be perceived as a new value for the customer. => Da bi bila komercijalno uspešna, inovacija mora predstavljati novu vrednost za kupca.
LL@(12412) Here technological innovation alone is not sufficient; it is often followed by a new business model. => U tom smislu samo tehnološka inovacija nije dovoljna, te je ona često praćena novim poslovnim modelom.
LL@(12413) What is important is that a new market is created, either through a technological innovation, or by a business model, or through the combination of the two. => Ono što je pri tome bitno, jeste stvaranje novog tržišta, bilo putem tehnološke inovacije, poslovnog modela ili njihove kombinacije.
LL@(12414) Innovators or innovating firms are firms that have introduced new or improved products or services, or new or improved processes onto the market. => Inovatori ili inovacione firme su firme koje su uvele nove ili poboljšane proizvode ili usluge na tržište, ili nove ili poboljšane procese.
LL@(12415) The firms may be innovatively active without introducing innovation onto the market (innovation may be commercially uneconomical or the innovation project has not been completed yet). => Firme mogu biti inovaciono aktivne bez uvođenja inovacije na tržište (inovacija može biti komercijalno neisplativa ili inovacioni projekat još nije završen).
LL@(12416) We must bear in mind that innovation is new to the firm introducing it regardless of whether it is new to the competition at home or abroad (Radman et al., 2003). => Potrebno je imati u vidu da je inovacija nova za firmu koja je uvodi bez obzira na to da li je ona nova konkurentima domaćim ili stranim (Radman i dr, 2003).
LL@(12417) What is crucial here is whether the firm achieves economic effect, that is, whether it commercializes the innovation. => Ono što je pri tome ključno, jeste da li firma ostvaruje ekonomski efekat, odnosno da li komercijalizuje inovaciju.
LL@(12418) One of the key promoters of economic growth is the diffusion or spread of innovation throughout an economy. => Jedan od glavnih pokretača ekonomskog rasta je difuzija ili širenje inovacija kroz ekonomiju.
LL@(12419) The spread of innovation is not a simple process achieved only by market automation. => Širenje inova cija nije jednostavan proces koji se odvija samo automatizmom tržišta.
LL@(12420) It is a complex process which includes, in addition to the market as a key mechanism, numerous non-market elements, such as a developed support system to R&D and the cooperation both among the firms and between the firms and the infrastructure organization. => To je složen proces u kome pored tržišta, kao ključnog mehanizma, moraju biti prisutni i brojni netržišni elementi, kao što su razvijeni sistem podrške R&D i saradnje između firmi ili između firmi i infrastrukturnih organizacija.
LL@(12421) Productivity may not improve automatically with the country investing into the R&D and innovation. => Produktivnost se ne mora automatski poboljšati ako zemlja ulaže u R&D i inovacije.
LL@(12422) Technology and technological changes are not automatically translated into productivity and consequently into competitiveness. => Tehnologija i tehnološke promene se ne pretaču automatski u produktivnost, a time i u konkurentnost.
LL@(12423) For example, the diffusion of information technologies (IT) does not automatically improve productivity, if its implementation is not directed towards the key agents in the business process, that is, towards those aspects of the business process that create value for the customer. => Na primer, difuzija informacionih tehnologija (IT) ne podiže automatski produktivnost, ako njena upotreba nije usmerena na ključne nosioce poslovnog procesa, odnosno na one aspekte poslovnog procesa koji stvaraju vrednost kupcu.
LL@(12424) Productivity can also be a result of downsizing and need not necessarily be related to the new technologies implementation Š10Ë. 3. => Produktivnost može biti i rezultat smanjenja zaposlenosti i ne mora biti nužno vezana za uvođenje novih tehnologija Š10Ë. 3.
LL@(12425) Characteristics of high technologies High technologies are implemented by the firms whose products or services include advanced and innovative technologies. => Osobine visokih tehnologija Visoke tehnologije koriste one firme čiji proizvodi ili usluge imaju karakteristike naprednih i inovativnih tehnologija.
LL@(12426) Common to these firms is that tehy rely on advanced scientific and technological studies and generally spend much on research and development. => Takve firme kao zajedničko imaju oslanjanje na napredne naučne i tehnološke studije i često su poznate po velikim troškovima istraživanja i razvoja.
LL@(12427) One criterion of a country acquiring competitive advantage is that it has achieved a high level of large scale and sustainable exports in the high technology sector. => Za sticanje konkurentskih prednosti države jedan od kriterijuma je postizanje velikog i održivog izvoza u sektoru visokih tehnologija.
LL@(12428) As a support to new techno-economic paradigm (TEP), high technologies are the ultimate product of an increased and specifically structured investment into scientific research, an intensive interactive relation between science and economy, but also of an overall development of scientific and research complex and innovative activity. => Visoke tehnologije, kao oslonac nove tehno-ekonomske paradigme (TEP), su vrhunski proizvod povećanog i specifično strukturisanog ulaganja u naučnoistraživački rad, intenzivne interaktivne veze nauke i privrede, ali i celovitog razvoja naučnoistraživačkog kompleksa i inovacione aktivnosti.
LL@(12429) The ways in which high technologies can be more precisely defined and classified are various. => Visoke tehnologije se mogu bliže odrediti i klasifikovati na različite načine.
LL@(12430) The following classification is based on the properties that high technologies have in the effects they generate in an overall and complex impact upon the economic and social system on the global level Š3Ë. => Klasifikacija koja sledi zasniva se na osobinama koje visoke tehnologije poseduju u efektima koje proizvode u sveobuhvatnom i kompleksnom uticaju na ekonomski i društveni sistem na globalnom nivou Š3Ë.
LL@(12431) The high technology properties are Š3Ë: high and increasing capital, educational, scientific and information intensity; low and declining energy and resource intensity; low and declining, and in certain cases (clean technologies) no harmful effects upon natural and social environment; high capital-earning capacity; low vulnerability to crises and marginal effects of crises in the environment; the shortness of life cycle of the products, goods and services as well as of technological systems and processes; high income elasticity of demand; high and increasing flexibility of reproductive sys tems and processes; high educational needs, especially for highly quali fied workforce and creative work; a major importance of state intervention in all the phases of creating, development and implementation of high technologies and their products; low import demands and creating a low or temporary import dependence, primarily within international or global systems. => Osobine visokih tehnologija su Š3Ë: visoka i rastuća kapitalna, obrazovna, naučna i informaciona intenzivnost; mala i opadajuća energetska i resursna intenziv nost; mali ili opadajući, a u nekim slučajevima (čiste tehnologije) nikakvi štetni efekti na prirodno i društveno okruženje; visoka akumulativnost; manja osetljivost na krize i slabiji efekti kriza u okruženju; kratkoća životnog ciklusa proizvoda, roba i uslu ga i tehnoloških sistema i procesa; visoka elastičnost tražnje po dohotku; visoka i rastuća fleksibilnost reprodukcionih si stema i procesa; visoke obrazovne potrebe, posebno za visoko stručnom radnom snagom i kreativnim radom; veliki značaj intervencije države u svim fazama kreiranja, proizvodnje i primene visokih tehnologija i njihovih proizvoda; male importne potrebe i kreiranje male ili privremene uvozne zavisnosti, prvenstveno u okviru sistema koji su internacionalni ili globalni.
LL@(12432) Common to the firms whose products or services are characterised by innovative technologies is that they rely on advanced scientific and research studies and are generally known for their high expenses in research and development (Keeble, Wilkinson, 2000). => Firme čiji proizvodi ili usluge imaju karakteristike inovativnih tehnologija kao zajedničko imaju oslanjanje na napredne naučne i tehnološke studije i često su poznate po velikim troškovima istraživanja i razvoja (Keeble, Wilkinson, 2000).
LL@(12433) The high technology sectors are those of aircraft industry, computers, software and similar services, electronics, semi-conductors, pharmaceutical industry, scientific instruments and electrical machinery (OECD, 1990). => U sektore visokih tehnologija spadaju avioindustrija, kompjuteri, softverske i slične usluge, elektronika, poluprovodnici, farmaceutska industrija, naučni instrumenti i električne mašine (OECD, 1990).
LL@(12434) The notions technology products and products of advanced technology are also used to denote high technology products. => Pojmovi tehnološki proizvodi i proizvodi napredne tehnologije se takođe koriste za označavanje proizvoda visokih tehnologija.
LL@(12435) The high technology sector contributes to a rapid growth and development of production and services by increasing the general efficiency of work and capital. => Sektor visokih tehnologija doprinosi brzom rastu i razvoju proizvodnje i usluga povećanjem opšte efikasnosti rada i kapitala.
LL@(12436) The research conducted in the last decade of the twentieth century has shown that the growth rate in the fifty most advanced countries (as regards R&D intensity, the number of scientists and engineers) was three times as high compared to the rest of the world in the 1986-1994 period (OECD, 1999). => Istraživanja vršena poslednje decenije dvadesetog veka pokazala su da je stopa rasta u pedeset najboljih zemalja (u smislu R&D intenzivnosti, broja naučnika i inženjera) bila oko tri puta veća nego u ostatku sveta za period od 1986-1994. godine (OECD, 1999).
LL@(12437) High technologies provide competitive advantage to firms by changing the key success factors. => Visoke tehnologije pružaju firmama konkurentsku prednost promenom ključnih faktora za uspeh.
LL@(12438) In some cases, small firms with limited experience have managed to get over the shortages imposed by dominant competitors through technology innovations. => U nekim slučajevima, male firme sa ograničenim iskustvom su uspele da prevaziđu nedostatke koje stvaraju dominantni konkurenti kroz tehnološke inovacije.
LL@(12439) In the majority of the OECD countries, the commerce in the industrial sector is characterised by an increased presence of high technology products. => U većini zemalja OECD, trgovina u industrijskom sektoru je sastavljena od povećanog udela proizvoda visokih tehnologija.
LL@(12440) General trends are clear, however, substantial differences among countries still remain. => Iako su opšti trendovi jasni, velike razlike i dalje ostaju između zemalja.
LL@(12441) The USA, Great Britain, the Netherlands, Japan, Finland, and Ireland are the leading countries in the knowledge based economy, measured by their share in the high technology exports. => SAD, Velika Britanija, Holandija, Japan, Finska i Irska su vodeće zemlje u ekonomiji zasnovanoj na znanju, mereno udelom izvoza visokih tehnologija.
LL@(12442) Similarly, the exports of high technologies in the developing countries are concentrated in a small number of countries, mostly in South Corea, Malaysia, the Philippines, Singapore and Thailand (WB, 2001). => Slično tome, među zemljama u razvoju, izvoz visokih tehnologija je koncentrisan u malom broju zemalja, najviše Južnoj Koreji, Maleziji, Filipinima, Singapuru i Tajlandu (WB, 2001).
LL@(12443) A large number of other developed or developing countries lag in many important fields including investments into innovations and the increase in the highly qualified workforce (OECD, 2001; Mani, 2000). => Mnoge druge razvijene i zemlje u razvoju zaostaju u mnogim važnim poljima uključujući investicije u ino vacije i porastu visokostručne radne snage (OECD, 2001; Mani, 2000).
LL@(12444) The exports of high technologies of the developed and the developing countries are generally similar in terms of product specialisation and technology sophistication. => Izvoz visokih tehnologija razvijenih zemalja i zemalja u razvoju su uglavnom slični u smislu specijalizacije proizvoda i tehnološke sofisticiranosti.
LL@(12445) The available data on the high technology exports (1997) show that both groups of countries increasingly specialize in the manufacturing and exports of components and parts in electrical products and office equipment. => Raspoloživi podaci za izvoz visokih tehnologija (1997) pokazuju da se obe grupe zemalja sve više specijalizuju za proizvodnju i izvoz komponenti i delova u električnim proizvodima i kancelarijskoj opremi.
LL@(12446) The developed countries tend to achieve a greater variety in the exports structure, whereas a large number of developing countries have yet to develop technology competences (WB, 2001). => Razvijene zemlje teže većoj raznovrsnosti strukture izvoza, dok mnoge zemlje u razvoju tek treba da razviju tehnološke sposobnosti (WB, 2001).
LL@(12447) Even among the top five countries high technology exporters it is only South Corea and Taiwan that can boast of significant national technology competences. => Čak i među prvih pet zemalja izvoznika visokih tehnologija, samo Južna Koreja i Tajvan imaju značajne domaće tehnološke sposobnosti.
LL@(12448) This means that multinational companies get the maximum from the exports of high technologies from these countries. => Ovo znači da multinacionalne kompanije izvlače maksimum od izvoza visokih tehnologija iz ovih zemalja.
LL@(12449) The countrys market competitiveness of technology advantages is achieved when in new products and processes it can give an important estimate of economic productivity of its scientific and technology systems. => Tržišna konkurentnost tehnoloških prednosti države je ostvarena kada u novim proizvodima i procesima pruža važnu procenu ekonomske produktivnosti njenog naučnog i tehnološkog sistema.
LL@(12450) For example, many Asian countries have become significant suppliers of high technology products on the world market. => Na primer, mnoge azijske zemlje su postale važni snabdevači proizvoda visokih tehnologija na svetskom tržištu.
LL@(12451) Such an achievement is an indicator of the orientation towards the development of high technologies through building up the necessary scientific and technology resources (WB, 2001). => Takav uspeh pokazuje orijentaciju ka razvoju visokih tehnologija kroz nadogradnju neophodnih naučnih i tehnoloških resursa (WB, 2001).
LL@(12452) The customer sophistication has an important role in the increase of a countrys exports of high technology products. => Sofisticiranost kupaca igra važnu ulogu u povećanju izvoza proizvoda visokih tehnologija date države.
LL@(12453) The results show that there is a positive ratio between the customer sophistication and the high technology products exports, since in this way the companies are forced to introduce advanced technologies in order that they remain competitive (Seyoum, Belay, 2005). => Rezultati pokazuju da postoji pozitivan odnos između sofisticiranosti kupaca i izvoza proizvoda visokih tehnologija, jer se tako kompanije forsiraju da postave napredne tehnologije kako bi ostale konkurentne (Seyoum, Belay, 2005).
LL@(12454) 4. => 4.
LL@(12455) The oecd classification into four groups of technologies on the basis of the r&d intensity level The firms with a higher level of technology intensity have more opportunities for innovations, for capturing new markets, for a more productive implementation of available resources and paying larger rewards to the people working for them. => Podela po metodu oecd-a na četiri grupe tehnologija prema nivou r&d intenzivnosti Firme sa višim nivoom tehnološke intenzivnosti imaju više uslova za inovacije, osvajanje novih tržišta, produktivniju upotrebu raspoloživih resursa i veće nadoknade ljudima koji rade za njih.
LL@(12456) The high technology industries expand in international trade and it is their dynamics that helps them improve efficiency in other sectors Š2Ë. => Privredne delatnosti visokih tehnologija se šire u međunarodnoj trgovini i njihova dinamika im pomaže da poboljšaju efikasnost u drugim sektorima Š2Ë.
LL@(12457) To analyse the impact of technology upon the economic efficiency, it is important that branches of economy and industries that are more technology-intensive be identified, by the criteria allowing for creating specific adjusted classifications. => Da bi se analizirao uticaj tehnologije na efikasnost u privredi, važno je prepoznati privredne grane i delatnosti koje su tehnološki intenzivnije, kroz kriterijume koji omogućavaju izgradnju specijalnih usaglašenih klasifikacija.
LL@(12458) The classification is designed for the needs of the OECD and in collaboration with the Eurostat and is made for the purpose of offering a more appropriate tool for the international trade analysis. => Osmišljeno je za potrebe OECD u saradnji sa Eurostat-om i izvršena je klasifikacija sa ciljem pružanja prikladni jeg instrumenta za analizu međunarodne trgovine.
LL@(12459) Since no data was available for the services, the two proposed classifications dealt with only manufacturing industries Š2Ë. => S obzirom da za usluge nisu bili na raspolaganju nikakvi podaci, dve predložene klasifikacije su se odnosile samo na prerađivačke industrije Š2Ë. bom sva tri pokazatelja: privrede klasifikovane u višoj kategoriji imaju veću R&D intenzivnost za sve pokazatelje od privreda sa nižom kategorijom (uz jedan izuzetak, nafta).
LL@(12460) The method the OECD applied in the classification of sectors and products according to the technology level was based on the classification made in the USA and later applied in all the OECD countries. => Metod koji je OECD koristio za klasifikaciju sektora i proizvoda po nivou tehnologije zasnivao se na klasifikaciji koja je stvorena u SAD, a kasnije je primenjena na sve zemlje OECD.
LL@(12461) It was the first time that the countries were ranked and compared in the high technology field. => Tada su zemlje, po prvi put, bile rangirane i poređene u polju visokih tehnologija.
LL@(12462) In the second phase, in 1984, the OECD developed a new classification, using the sample of eleven countries. => OECD je u drugoj fazi 1984. godine razvio novu klasifikaciju, upotrebom uzorka od jedanaest zemalja.
LL@(12463) The classification was based on the direct R&D intensity (the quotient of the R&D costs and the flow of the materialized technology by the output unity in 22 sectors of manufacturing industry) thereby a list was created classifying the economies into three categories, adopted by both the OECD countries and many others and used widely Š2Ë: 1. high technologies 2. medium technologies 3. low technologies. => Klasifikacija se zasnivala na direktnoj R&D intenzivnosti (količnik R&D troškova i toka opredmećene tehnologije po jedinici outputa u 22 sektora prerađivačke industrije) i stvorila je spisak koji postavlja privrede u tri kategorije, koje su prihvatile zemlje OECD, a i mnoge druge i opsežno ih koristile Š2Ë: ~~~ 1. visoke tehnologije, 2. srednje tehnologije, 3. niske tehnologije.
LL@(12464) The advantage of the classification was in that it provided a simple and suitable forms for international comparisons; however, there were limitations too, mainly due to the lack of sufficiently qualified data on sectors. => Klasifikacija je imala prednost u pružanju proste i skladne forme za međunarodna poređenja, ali je isto tako imala ograničenja, najviše zbog nedostatka dovoljno klasifikovanih podataka o sektorima.
LL@(12465) Ten years after the first list was drafted a need arouse for taking certain improvements into consideration Š2Ë. => Deset godina od kada je skiciran prvi spisak, osetila se potreba za razmatranjem određenih poboljšanja Š2Ë.
LL@(12466) Consequently, the OECD prepared two new lists: one for the sectorial approach, and the other for the production approach. => OECD je shodno tome pripremio dva nova spiska: jedan za sektorski pristup i drugi za proizvodni pristup.
LL@(12467) The data used in creating the sector list is based on the International Standard Industrial Classification ISIC. => Podaci koji su korišćeni za pripremu spiska sektora zasnovani su na International Standard Industrial Classification ISIC.
LL@(12468) The new classification covered only the prerađivačka industry for which the OECD prepared long and relatively complete series. => Nova klasifikacija je pokrivala samo prerađivačku industriju za koju je OECD pripremio duge i relativno kompletne serije.
LL@(12469) In the sector approach, however, it was necessary that services be included, with an appropriate accessibility of data, since services increasingly moved from usage towards manufacturing. => Međutim, u sektorskom pristupu neophodno je bilo da se uključe usluge, uz odgovarajuću raspoloživost podataka, jer su se usluge sve više kretale sa upotrebe na proizvodnju.
LL@(12470) The production approach was developed as an annex to sector one and provided a more appropriate system for the international trade analysis. => Proizvodni pristup je razvijen kao dodatak sektorskom i pružao je prikladniji sistem za analiziranje međunarodne trgovine.
LL@(12471) It was based upon the Standard International Trade Classification SITC. => Zasnivao se na Standard International Trade Clasification SITC.
LL@(12472) Under the assumption that for a certain type of investments and for all groups of products the scope of R&D costs incurred in the production remained constant, the input-output coefficients were multiplied by a direct R&D intensity. => Pod predpostavkom da su za određenu vrstu investicija i za sve grupe proizvoda, razmere R&D troškova ostvarene u proizvodnji ostale konstantne, koeficijenti input-outputa su množeni direktnom R&D intenzivnošću.
LL@(12473) These indicators were calculated for the 1973-1992 period, however the final classification was designed for the 1980s and 1990s data, using all three indicators: the economies classed into a higher category display a higher R&D intensity for all the indicators compared to the lower category economies (one exemption being petroleum). => Ovi pokazatelji su računati za period od 1973-1992. godine, ali je krajnja klasifikacija konstruisana za podatke iz 80-ih i 90-ih godina dvadesetog veka upotre Kao rezultat su prepoznate četiri grupe prerađivačke industrije Š2Ë:
LL@(12474) Four groups of manufacturing industries are recognized as a result Š2Ë: 1.high technologies 2. medium-high technologies 3. medium-low technologies 4. low technologies The evolution going on within that frame is possible to witness on the example of the most highly developed OECD countries in the modern world economy. => 1. visoke tehnologije, 2. srednje-visoke tehnologije, 3. srednje-niske tehnologije, 4. niske tehnologije. ~~~ Na primeru najrazvijenijih zemalja savremene svetske privrede zemalja OECD-a je moguće uočiti evoluciju koja se odvija u tom okviru. 5.
LL@(12475) 5. ~~~ International trade vs technology intensity The economic activities of high technologies are more oriented towards international trade compared to less technology-intensive economic activities. => Međunarodna trgovina prema tehnološkoj intezivnosti Privredne delatnosti visokih tehnologija su više orijentisane prema međunarodnoj trgovini od privrednih delatnosti koje su manje tehnološki intenzivne.
LL@(12476) Although they make up only 25% of the total OECD trade in the product manufacture, their share increases faster than average in the production. => Iako čine samo 25% ukupne OECD trgovine u proizvodnji proizvoda, njihov udeo brže raste od proseka u proizvodnji.
LL@(12477) In the 1996-2005 period, the pharmaceutical industry recorded the highest growth rate in the industrial trade in the OECD. => Od 1996-2005. godine, farmaceutska industrija je imala najveću stopu rasta u industrijskoj trgovini u oblasti OECD.
LL@(12478) Other high technology industries, scientific instruments, aircraft manufacture, radio, TV and communication also recorded a high growth rate (Graph 1). => Ostale privredne delatnosti visokih tehnologija, naučni instrumenti, avioindustrija, radio, TV i komunikacija, takođe su imale visoku stopu rasta (grafikon 1).
LL@(12479) Among the high technology industries, a relatively slow growth was recorded only in office equipment and in computers Š7Ë. High and medium-high R&D-intensive industries made up more than two thirds of the total industrial exports of the OECD countries in 2005. => Među privrednim delatnostima visokih tehnologija, samo kancelarijska oprema i kompjuteri su imali relativno spor rast Š7Ë. ~~~ Visoke i srednje-visoke R&D intenzivne industrijske delatnosti činile su preko dve trećine ukupnog industrijskog izvoza zemalja OECD-a u 2005. godini.
LL@(12480) Differences among the countries are substantial. => Razlike između zemalja su velike.
LL@(12481) The share of the high and medium-high technology economic activites ranges be tween more than 80% in Japan and Ireland to less than 10% in Russia. => Udeo privrednih delatnosti visoke i srednje-visoke tehnologije je u opsegu od preko 80% u Japanu i Irskoj, do manje od 10% u Rusiji.
LL@(12482) High technology economic activity amounts to over 50% industrial exports in Ireland and over 30% exports in Switzerland, Corea, the USA, Great Britain and the Netherlands Š7Ë. => Privredne delatnosti visokih tehnologija iznose preko 50% industrijskog izvoza u Irskoj i preko 30% izvoza u Švajcarskoj, Koreji, SAD, Velikoj Britaniji i Holandiji Š7Ë.
LL@(12483) In Japan and in Gremany, the exports of economic activities of medium-high technologies include machinery and equipment, motor vehicles, chemicals, etc. ~~~ Technology-intensive exports and high technology exports are responsible for a majority of growth in trade in the last decade of the twentieth century. => U Japanu i Nemačkoj, izvoz privredne delatnosti srednje-visokih tehnologija, čine mašine i oprema, motorna vozila i hemikalije i dr. Tehnološko intenzivni izvoz i izvoz visokih tehnologija čine većinu rasta u trgovini u poslednjoj deceniji dvadesetog veka.
LL@(12484) Japan is the only country in which the total industrial exports increased at a higher rate compared to the exports of high technologies in the 1994-2003 period. => Japan je jedina zemlja u kojoj je ukupan industrijski izvoz rastao brže od izvoza visokih tehnologija u periodu od 1994-2003. godine.
LL@(12485) Technology exports record higher growth in Iceland, Turkey and in East European countries, although the orientation of a majority of these countries, Hungary and the Chech Republic exempt, was primarily towards exporting low and medium-low technologies. => Tehnolo ški izvoz ima veći rast na Islandu, u Turskoj i istočnoevropskim zemljama, iako se većina tih zemalja, sa Mađarskom i Češkom kao izuzecima, usmeravala primarno na izvoz niske i srednje-niske tehnologije.
LL@(12486) With nearly 17% of the total technology exports from the OECD, Germany had the largest share of the technology market in 2003, followed by the USA. => Sa skoro 17% ukupnog tehnološkog izvoza OECD-a, Nemačka je imala najveći udeo na tržištu tehnologije u 2003. godini, a posle nje su bile SAD.
LL@(12487) The estimate of the countries in terms of technology intensity strengths and weaknesses must not be directed only to exports, but must also define the role of imports, since exports can largerly depend on the imports in the same economy. => Procena zemalja u smislu jačine i slabosti tehnološke intenzivnosti ne sme da se usmeri samo na izvoz nego mora da odredi ulogu uvoza, jer izvoz može mnogo da zavisi od uvoza u istoj privredi.
LL@(12488) The indicators of the comparative advantages revealed (Revealed Comparative Advantage RCA) allow for a better understanding of a countrys specialization profile. => Pokazatelji iskazanih komparativnih prednosti (Revealed Comparative Advantage RCA) omogućavaju bolje razumevanje profila specijalizacije neke zemlje.
LL@(12489) Graph 1. => Grafikon 1.
LL@(12490) Growth of industry on the basis of economic and technology intensity, OECD (1996-2005). => Rast industrijske delatnosti po osnovu privredne i tehnološke intenzivnosti, OECD (1996-2005).
LL@(12491) This indicator shows that only a small number of the OECD countries specialized in high technology development. => Ovaj pokazatelj govori da je samo nekolicina zemalja OECD specijalizovana za proizvodnju visokih tehnologija.
LL@(12492) In 2003, the trade surplus in these industries amounted to over 6.5% of total production in Switzerland, 5.5% in Ireland and approximately 4.5% in the USA. => U 2003. godini je trgovinski suficit ovih privrednih delatnosti predstavljao više od 6,5% ukupne proizvodnje u Švajcarskoj, 5,5% u Irskoj i oko 4,5% u SAD.
LL@(12493) The trade surplus in medium-high industries amounted to over 15% of the total output in Japan and over 7% in Germany. => Trgovinski suficit u privrednim delatnostima srednjevisoke tehnologije je predstavljao više od 15% ukupne proizvodnje u Japanu i preko 7% u Nemačkoj. u obrazovanje i R&D. Međutim, njihov uspeh može zavisiti i od drugih faktora kao što su politička stabilnost, pristup kapitalu i infrastruktura koja može da podrži tehnološke napretke.
LL@(12494)  => Georgia Tech Technology Policy i Assessment Center (TPAC) su 1987. godine formulisali indikatore visokih tehnologija (High Tech Indicators - HTI).
LL@(12495) The competitive advantage of Japan in the share of high technologies plummeted during the 1990s, at the same time rising in Ireland. => Konkurentska prednost Japana u udelu visokih tehnologija je drastično opala tokom 1990-ih, dok je u Irskoj porasla.
LL@(12496) The advantages of the Chech Republic, Finland, Hungary, Poland, Turkey and New Zealand declined to a great extent. => Prednost Češke, Finske, Mađarske, Poljske, Turske i Novog Zelanda se dosta smanjila.
LL@(12497) The medium-high R&D-intensive industries have under gone substabtial changes, resulting in improving the competitive advantages of many countries Š6Ë. 6. => Kod privrednih delatnosti koje su srednje-visoko R&D intenzivne desile su se veće promene, sa poboljšanjem konkurentskih prednosti u mnogim zemljama Š6Ë. 6.
LL@(12498) New high technology exporters In the last decade of the twentieth century a number of countries have made considerable advances in the field of technology and distinguished themselves in the development of technology as a result of their large and long-term investments into science and technology (S&T), and into education and R&D. => Novi izvoznici visokih tehnologija Nekoliko država je napravilo velike tehnološke napretke u poslednjoj deceniji dvadesetog veka i postalo istaknutije u razvoju tehnologije zbog njihovih velikih i trajnih investicija u nauku i tehnologiju (S&T) Počevši od 1990. godine, vršena je analiza na svake tri godine.
LL@(12499) Their achievement, however, may depend on other factors too, such as the political stability, access to capital and the infrastructure capable of supporting the technology progress. => 
LL@(12500) In 1987, the Georgia Tech Technology Policy and the Assessment Center (TPAC) created the high technology indicators (High Tech Indicators HTI). => 
LL@(12501) Starting from 1990, the analysis was conducted on a three-year basis. => 
LL@(12502) The 2003 analysis was carried out on the sample of 33 countries. => Analiza izvršena 2003. godine urađena je na primeru od 33 zemlje.
LL@(12503) There is a number of leading indicators important for the countries that wish to use their potentials to grow into important exporters of high technologies. => Postoji nekoliko vodećih pokazatelja koji su važni za zemlje koje žele da iskoriste svoj potencijal da postanu važni izvoznici proizvoda visokih tehnologija.
LL@(12504) The HTI are based on the model identifying four input indicators: National orientation (NO) the evidence that the country undertakes steps to become technologically competitive, which is shown by the countrys explicit or implicit strategies that involve cooperation between the public and the private sectors. => HTI je zasnovan na modelu koji identifikuje četiri input indikatora:
LL@(12505) Socio-economic infrastructure (SE) social and economic institutions supporting and sustaining physical, human, organizational, and economic resources important for a modern, technology based country. => Nacionalna orijentacija (NO) dokaz da država preduzima korake da bi postala tehnološki konkurentna, što pokazuju eksplicitne ili implicitne strategije zemlje koje obuhvataju saradnju između javnog i privatnog sektora. Društveno-ekonomska infrastruktura (SE) društvene i ekonomske institucije koje podržavaju i održavaju fizičke, ljudske, organizacione i ekonomske resurse koji su važni za modernu, tehnološki zasnovanu državu.
LL@(12506) The indicators include the presence of dynamic capital markets, the growth in foreign investments and the state investments into education. => Pokazatelji obuhvataju postojanje dinamičnih tržišta kapitala, porast stranih investicija i državne investicije u obrazovanje.
LL@(12507) Technology infrastructure (TI) social and economic institutions directly contributing to the countrys capacity to develop, manufacture and place new technology. => Tehnološka infrastruktura (TI) društvene i ekonomske institucije koje direktno doprinose sposobnosti države da razvije, proizvede i plasira novu tehnologiju.
LL@(12508) The indicators show the presence of the systems for intellectual property protection, the scope in which the R&D activities are oriented towards implementation in economy, competitiveness in high technology development and the capacity to develop qualified scientists and engineers. => Pokazatelji obuhvataju postojanje sistema za zaštitu prava intelektualne svojine, opseg do koga su R&D aktivnosti vezane za privrednu primenu, konkurentnost u proizvodnji visokih tehnologija i sposobnost stvaranja kvalifikovanih naučnika i inženjera.
LL@(12509) Production capacity (PC) physical and human resources dedicated to creating industrial products and efficiency in using these resources. => Proizvodni kapacitet (PC) fizički i ljudski resursi posvećeni stvaranju industrijskih proizvoda i efikasnosti sa kojom su ti resursi korišćeni.
LL@(12510) The indicators include the current level of high technology development, the labour force quality and productivity, including the presence of professionals and the innovative management practice. => Pokazatelji obuhvataju trenutni nivo proizvodnje visokih tehnologija, kvalitet i produktivnost radne snage uključujući prisustvo stručne radne snage i postojanje inovativne prakse menadžmenta.
LL@(12511) The HTI are based on the model identifying three output indicators as well Š9Ë: Technological position in industry and capacity of high technology products exporting (TS), Technological importance in the export mix (TE), Rate of technology changes (RTC). => HTI je zasnovan na modelu koji identifikuje i tri output indikatora Š9Ë: tehnološki položaj u industriji i sposobnost izvo za proizvoda visokih tehnologija (TS), tehnološki značaj u izvoznom miksu (TE), stopa tehnoloških promena (RTC).
LL@(12512) 7. => 7.
LL@(12513) HTI indicators analysis On the basis of this group of indicators, Israel and China were assessed to be top two countries among 15 countries that were assessed (Argentina, Brasil, China, the Chech Republic, Germany, Hungary, India, Indonesia, Israel, Iceland, Japan, Malaysia, Mexico, the Philippines, Poland, Thailand, the USA, and Venezuela) in 2005. => Analiza hti indikatora Na osnovu ove grupe vodećih pokazatelja, Izrael i Kina su dobile najveće ocene od 15 ispitanih zemalja (Argentina, Brazil, Kina, Češka, Nemačka, Mađarska, Indija, Indonezija, Izrael, Island, Japan, Malezija, Meksiko, Filipini, Poljska, Tajland, SAD i Venecuela) u 2005. godini.
LL@(12514) Both countries were presented as future leaders in the exports of technology products on the world markets. => Obe zemlje su predstavljene kao budući nosioci izvoza tehnoloških proizvoda na svetskom tržištu.
LL@(12515) Israel achieved the top position in the orientation based on strong government and cultural support in the promotion of manufacturing technology and occupies the top position in the socio-economic infrastructure field due to a large number of qualified scientists and engineers, highly reputed economic entrepreneurship and its contribution to scientific knowledge. => Izrael je bio prvi u orijentaciji zasnovanoj na jakoj vladinoj i kulturološkoj podršci u promociji proizvodnje tehnologije i prvi u društveno-ekonomskoj infrastrukturi zbog velikog broja obučenih naučnika i inženjera, veoma poštovanog privrednog preduzetništva i njegovog doprinosa naučnom znanju.
LL@(12516) Israel occupied the second and the third positions in the two remaining indicators. => Izrael je bio drugi i treći u dva preostala pokazatelja.
LL@(12517) The total rating of China in 2005 is lower compared to Israel, however with a notable rise in the total ratings in the last two years. => Ukupna ocena Kine za 2005. godinu je niža u odnosu na Izrael, ali je rast u opštoj oceni u poslednje 2 godine zapažen.
LL@(12518) China improved in the fields of all four indicators and made substantial improvements in three: national orientation, technological infrastructure and manufacturing capacities. => Kina je pokazala poboljšanje u sva četiri pokazatelja i veliko poboljšanje u tri: nacionalnoj orijentaciji, tehnološkoj infrastrukturi i proizvodnim kapacitetima.
LL@(12519) The number of population has helped raise the ratings of a certain number of indicator components. => Veličina populacije je pomogla u povećanju ocene nekolicine komponenti pokazatelja.
LL@(12520) This shows the impact of the effects of scope upon the advantages of developing countries, in terms of large domestic demand for high-technology products and the capacity to train a large number of scientists and engineers. => Ovo pokazuje kako efekti obima utiču na prednosti zemalja u razvoju, u smislu velike domaće tražnje za visokotehnološkim proizvodima i sposobnošću obuke velikog broja naučnika i inženjera.
LL@(12521) The rankings of Iceland and Israel were lower compared to China, in the same period. => Island i Izrael u 2005. godini, našle su se na nižoj poziciji u odnosu na Kinu.
LL@(12522) The Chech Republic and Malaysia achieved high total ratings, due to high ratings for national orientation and production capacity. => Češka i Malezija su pokazale visoke ukupne ocene, zbog visokih ocena pokazatelja nacionalne orijentacije i proizvodnog kapaciteta.
LL@(12523) Although their total ratings are still not high, some countries are already setting the basis for the production and exports of high-technology products in the near future. => Iako još nemaju visoke ukupne ocene, postoje još neke zemlje koje postavljaju osnovu za proizvodnju i izvoz visokotehnoloških proizvoda u bliskoj budućnosti.
LL@(12524) Thailand, Mexico and Argentina showed advances in each assessment in the 2003-2005 period. => Tajland, Meksiko i Argentina su napredovale u svakoj oceni u periodu 2003-2005. godine.
LL@(12525) The rating of Thailand in 2005 was higher due to the increase in electronics production. => Ocena Tajlanda u 2005. godini je povećana zbog rasta u proizvodnji elektronike.
LL@(12526) The general rating of Mexico was higher in 2003, on the basis of higher expert assessment of the national orientation and technological infrastructure, as well as a higher statistical ratings of students enrollment into high schools and universities. => Opšta ocena Meksika je bila veća 2003. godine, na osnovu većih stručnih ocena za nacionalnu orijentaciju i tehnološku infrastrukturu, kao i povećane statističke ocene o upisima studenata u srednje škole i na fakultete.
LL@(12527) The 2005 ratings for Mexico were steady in all the three indicators, with the rank in production capacity rising. => Ocene za Meksiko su 2005. godine bile stabilne u ova tri pokazatelja, dok je njegov rang u proizvodnom kapacitetu rastao.
LL@(12528) Argentina recorded a gradual but steady rise in the majority of indicators in 2003 and 2005. => Argentina je pokazala postepeni stabilni rast u većini pokazatelja tokom 2003. i 2005. godine.
LL@(12529) These indicators offer a systematic method for comparing the future technological capacity for a larger group of countries than it would be possible using other indicators. => Ovi pokazatelji pružaju sistematski način za poređenje buduće tehnološke sposobnosti za širu grupu zemalja nego što bi to bilo raspoloživo upotrebom drugih pokazatelja.
LL@(12530) The results show that the groups of countries competing on the high technology markets can extend in the future. => Rezultati naglašavaju kako grupe zemalja koje se takmiče na tržištima visokih tehnologija mogu da se prošire u budućnosti.
LL@(12531) The result also reflect significant differences among a number of new and transitional economies Š9Ë. Figure 1 shows the production capacities of high technologies in 2005 and the projection in the following 15 years. => Rezultati takođe oslikavaju velike razlike među nekoliko novih i prelaznih ekonomija Š9Ë. ~~~ Slika 1. predstavlja sposobnost proizvodnje visokih tehnologija za 2005. godinu i njenu projekciju u narednih 15 godina.
LL@(12532) Five groups of countries are presented on the scale from 10 to 50, where 10 presents the countries in which there is basically no production, whereas 50 presents the countries with considerable industrial activity with the products of technology advantages on the inter national market. => Prezentovano je pet grupa zemalja na skali od 10-50, gde 10 predstavlja zemlje gde u osnovi nema proizvodnje, dok 50 predstavlja zemlje znatnih industrijskih aktivnosti sa proizvodima tehnoloških prednosti na međunarodnom tržištu.
LL@(12533) Great Britain, Switzerland, Sweden, the uSA, Germany, and Australia show productive capacities exceeding the anticipated future production capacities. => Velika Britanija, Švajcarska, Švedska, SAD, Nemačka i Australija prezentuju produktivnu sposobnost preko očekivane buduće proizvodne sposobnosti.
LL@(12534) The anticipated rise in the production capacity of Asia and South America is highest. => Azija i Južna Amerika pokazuju najveći očekivani rast proizvodne sposobnosti.
LL@(12535) These measures contribute to getting a broader insight of the global technological competitiveness. => Ove mere doprinose sagledavanju šire slike globalne tehnološke konkurentnosti.
LL@(12536) Figure 1. => Slika 1.
LL@(12537) Present vs Future (15 years): high technology production capacity in 2005. ~~~ 8. => Sadašnjost vs budućnosti (15 god.): ~~~ Sposobnost proizvodnje visokih tehnologija 2005. 8.
LL@(12538) Forms of cooperation in the field of high technologies Faced with new forms of competition, many companies invest their assets and expert knowledge to develop new products, reach the economy of scope and the access to new technologies and markets. => Oblici saradnje u oblasti visokih tehnologija Suočene sa novim oblicima konkurencije mnoge kompanije, ulažu svoja sredstva i stručno znanje kako bi razvile nove proizvode, dostigle ekonomiju obima i pristup novim tehnologijama i tržištima.
LL@(12539) One of the major factors that prevent many firms from developing their technology, and consequently their strategic goals is the lack of means. => Jedan od glavnih faktora koji sprečava mnoge firme da postignu svoje tehnološke ciljeve, a samim tim i strateške, je nedostatak sredstava.
LL@(12540) The field of research and development demands substantial financial means and a critical number of human resources. => Oblast istraživanja i razvoja podrazumeva izuzetno velika finansijska sredstva i kritičnu masu kadrova.
LL@(12541) The costs of acquiring and improving the necessary professional and technical skills as well as of specialized equipment acquisition increase continuously. => Troškovi sticanja i usavršavanja neophodnih stručno-tehničkih veština kao i nabavke specijalizovane opreme se povećavaju.
LL@(12542) Even in case of largest corporations, the leadership in certain market segments they have traditionally dominated is not sustainable any longer, as they do not dispose of enough technological capacities to adapt to fast changes in market demand. => Čak i kada se radi o najvećim korporacijama, vođstvo u nekim segmentima tržišta u kojima su one tradicionalno dominirale, je neodrživo jer nemaju dovoljno tehnoloških sposobnosti da bi se prilagodile brzoj promeni tržišnih zahteva.
LL@(12543) Strategic alliances are a combination of joint ventures and licencing agreements, joint research and development activities, agreements on long-term supplying closed between companies from different countries. => Strateške alijanse predstavljaju kombinaciju zajedničkih ulaganja i licencnih ugovora, zajedničkih istraživačkorazvojnih aktivnosti, ugovora o dugoročnom snabdevanju sirovinama zaključenih između kompanija iz različitih zemalja.
LL@(12544) They may be made within one industry (intraindustrial) or among different industries (interindustrial). => Mogu se javiti unutar jedne privredne delatnosti (intraindustrijska) ili između različitih privrednih delatnosti (interindustrijska).
LL@(12545) They are formed for a limited period in which the ownership in the organization does not change. => Imaju ograničeno trajanje u kome se vlasništvo u preduzeću ne menja.
LL@(12546) It is a relationship between the firms in achieving strategic goals, which creates value for the customer and profitability for the partners. => To je odnos između firmi u ostvarivanju strategijskih ciljeva, što donosi vrednost za potrošača i profitabilnost za partnere.
LL@(12547) Strategic alliances are a specific form of joint firms, that is, informal or formal arrangements between two or more companies with a mutual goal Š11Ë. => Strateške alijanse su specijalna forma zajedničkih firmi tj. neformalni ili formalni aranžmani između dve ili više kompanija sa zajedničkim ciljem Š11Ë.
LL@(12548) They are the result of the growth in global competition, the growth in needs for investments into new technologies, and the rise in risks. => One su rezultat rasta globalne konkurencije, rasta potreba za investicijama u nove tehnologije i povećanja rizika.
LL@(12549) In terms of their complexity, alliances may be ranked between the customer-seller business arrangements and full acquisitions. => Po kompleksnosti alijanse se mogu svrstati između poslovnih aranžmana tipa potrošač-prodavac i potpunih akvizicija.
LL@(12550) A significant advantage of alliances is their flexibility, i.e., their capacity to adjust to environmental changes. => Velika prednost alijansi je fleksibilnost, tj. mogućnost da se prilagođavaju promenama okruženja.
LL@(12551) Strategic alliances function as a complex and interrelated innovation system, reaching by far further into business than the traditional implementation of technology through imitation. => Strateške alijanse funkcionišu kao složen i međusobno povezan inovacioni sistem, koji u poslovanju ide mnogo dalje od tradicionalnog korišćenja tehnologije preko imitacija.
LL@(12552) Their strategy is to develop the innovation process on the basis of modern technology. => Njihova je strategija razvoj inovacionih procesa na temelju savremene tehnologije.
LL@(12553) In recent years, competence and knowledge have increasingly been the focus of successful firms as a tool to improve competitive advantage. => Poslednjih godina, kompetentnost i znanje su sve više u središtu pažnje uspešnih firmi kao sredstvo za povećanje konkurentskih prednosti.
LL@(12554) The learning process and the manner in which it is conducted are closely linked to the connections and relations, that is, to networks. => Proces učenja i način na koji se odvija veoma je povezan sa postojanjem veza i odnosa, odnosno mreža.
LL@(12555) A more intensive joining the networks and their interrelation enhances the learning process and is directly reflected upon the firms business performance. => Intenzivnije uključivanje u mreže i njihova isprepletanost podstiče proces učenja i direktno se odražava na poslovne performanse firmi.
LL@(12556) Firms acquire knowledge and learn in various ways. => Firme stiču znanje i uče na različite načine.
LL@(12557) The network assisted learning process itself is primarily affected by the characteristics of the learners themselves (their competences, ambition sharing) and types of realtions Š11Ë. Strategic alliances are designed for the purpose of improving or dramatically changing the position due to the development of new technologies, new products and new markets. => Na sam proces učenja kroz mreže utiču pre svega karakteristike samih učesnika (njihove kompetencije, povezanost ambicija) i vrste odnosa Š11Ë. ~~~ Strateške alijanse se dizajniraju u cilju poboljšanja ili dramatične promene pozicije zahvaljujuću razvoju novih tehnologija, novih proizvoda i novih tržišta.
LL@(12558) The alliences goals are generally manyfold. => Alijanse često imaju višestruke ciljeve.
LL@(12559) For example, the goal of an alliance may be the access to technology, acquiring a larger critical mass and risk sharing in the future technology development. => Primera radi, cilj alijanse može biti pristup tehnologiji, dobijanje veće kritične mase i deljenje rizika budućeg tehnološkog razvoja.
LL@(12560) The elementary reasons for forming strategic alliances are as follows Š11Ë: better access to capital; larger technical critical mass; risk and responsibility sharing; better relationships with strategic partners; benefits from technology transfer; reduced costs for research and development; implementation of distributive skills; access to marketing strengths; access to technology; standardization; usage of side products; training in management. => Kao osnovni razlozi za formiranje strategijskih alijansi navode se Š11Ë: bolji pristup kapitalu, veća tehnička kritična masa, deljenje rizika i odgovornosti, bolji odnosi sa strategijskim partnerima, koristi od transfera tehnologije, smanjeni troškovi istraživanja i razvoja, korišćenje distributivnih veština, pristup marketinškim snagama, pristup tehnologiji, standardizacija, korišćenje sporednih proizvoda, obučavanje u menadžmentu.
LL@(12561) There are three basic types of strategic alliances Š4Ë: corpotare cooperation; joint technological development; outsourcing. => Postoje tri osnovna tipa strategijskih alijansi Š4Ë: korporativna saradnja, zajednički tehnološki razvoj, outsourcing. nja.
LL@(12562) Corporate cooperation includes the relationship between large and small companies. => 
LL@(12563) Large companies provide the capital and all the relevant market information that contribute to creating innovative products and services, whereas for small companies this cooperation means an access to the real world of technological development and allows for the technology flow from external sources. => 
LL@(12564) Joint technological development involves two or three firms that join togetherfor a defined periof of time for the purpose of conducting a research project, the benefit of which is important for each of them. => 
LL@(12565) These can be R&D projects, team work, exchange of technology knowledge or joint ventures. => 
LL@(12566) Some firms contribute their technological or market knowledge, others contribute their managerial and operational knowledge and skills. => 
LL@(12567) Outsourcing creates direct and indirect opportunities for the access to the business partners knowledge and skills, technologies, competencies, strategic orientation Š4Ë. Strategic alliances can achieve a sustainable competitive advantage on condition the cooperation involves the learning transfer. => 
LL@(12568) They provide the framework that helps such partnerships develop a cooperative environment in which learning is made possible for the purpose of achieving a long-term success. => One daju okvir koji pomaže ovakvim partnerstvima da razviju kooperativnu sredinu u kojoj je učenje moguće u cilju postizanja dugoročnog uspeha.
LL@(12569) Highlighting the importance of learning halps develop individual and organizational understanding, thus providing the future success of strategic alliances. => Naglašavanje značaja učenja pomaže razvoj individualnog i organizacionog razumevanja, omogućavajući time budući uspeh strateških alijansi. 9.
LL@(12570) 9. ~~~ Conclusion The experiences in the development in the last decade of the twentieth century show that the more physicalcapital and cheap-workforce based products and services the country had in its exports, the poorer it became. => Zaključak Razvojna iskustva iz poslednje decenije dvadesetog veka pokazuju da što je zemlja u svom izvozu imala veću zastupljenost proizvoda i usluga zasnovanih na fizičkom kapitalu i jeftinoj radnoj snazi to je bivala sve siromašnija.
LL@(12571) On the other hand, the countries that raised their living standard actually achieved that prosperity by exporting the higher-level developed products and services, placing them to highly demanding customers, and simultaneously acquiring higher prices for their products. => S druge strane, zemlje koje su podigle životni standard, taj prosperitet su prevashodno ostvarile izvozom proizvoda i usluga višeg stepena prerade, plasirajući ih kupcima sa visokim zahtevima, ostvarujući istovremeno i više cene za svoje proizvode.
LL@(12572) The technological aspect in the global world is by far a greater challenge to small and developing countries compared to the devoped ones. => Tehnološki aspekt je u globalnom svetu daleko veći izazov za male i nerazvijene zemlje, nego za razvijene.
LL@(12573) The accessibility of modern technology solutions and their availability under favourable conditions may contribute to narrowing the gap as regards a substantial technology lag of certain countries behind the developed world. => Dostupnost savremenih tehnoloških rešenja i njihova pristupačnost pod povoljnijim uslovima, mogu doprineti smanjivanju jaza u pogledu velikog tehnološkog zaostatka, određenih zemalja za razvijenim svetom.
LL@(12574) Here we should add further investments into science, into education and into research and development. => Tome treba dodati i dalja ulaganja u nauku, obrazovanje i istraživanje i razvoj.
LL@(12575) The knowledge-based economy, guaranteeing a sustainable economic development, must be a priority goal in achieving competitive advantages. => Privreda zasnovana na znanju, koja je garant održivog privrednog razvoja, mora biti prioritetan cilj u postizanju konkurentskih prednosti.
LL@(12576)  => Korporativna saradnja uključuje odnos između velikih i malih kompanija.
LL@(12577)  => Velike kompanije obezbeđuju kapital i sve relevantne tržišne informacije, koje doprinose stvaranju inovativnih proizvoda i usluga, dok za male kompanije ova saradnja predstavlja prozor u realan svet tehnološkog razvoja i omogućava tehnološki protok iz eksternih izvora.
LL@(12578) Globalization, as well as increasingly present innovations in the field of technology have significantly changed the rules of business operations on the world markets and introduced novelty in the business orientation of the firm. => Globalizacija, kao i sve prisutnije inovacije na polju tehnologije bitno su promenile pravila poslovanja na svetskom tržištu i uvele novine u poslovnoj orijentaciji firmi.
LL@(12579) The struggle to capture the market share is becoming more aggressive and more dynamic, making survival possible only for the firms that built a high level of flexibility and innovativeness into their business environment. => Borba za osvajanje tržišnog prostora postaje agresivnija i dinamičnija i u njoj opstaju samo one firme koje su u poslovni ambijent ugradile visok nivo fleksibilnosti i inovativnosti.
LL@(12580)  => Zajednički tehnološki razvoj odnosi se na dve ili tri firme koje se udružuju zajedno u određenom vremenskom periodu u vođenju istraživačkog projekta, čija korist je važna za svaku ponaosob.
LL@(12581)  => To mogu biti R&D projekti, timski rad, razmena tehnološkog znanja ili zajednička ulaganja.
LL@(12582)  => Neki doprinose svojim tehnološkim ili tržišnim znanjem, a neki doprinose menadžerskim i operativnim znanjem i veštinama.
LL@(12583)  => Outsourcing kreira direktne i indirektne mogućnosti za pristup znanju i veštinama poslovnog partnera, tehnologije, kompetentnosti, strateškog pravca Š4Ë.
LL@(12584) The paper points out that, in view of dynamic interaction, the production factors determining the competitive advantages in certain fields of business (technology achievement level, ownership of capital, appropriate qualification structure of staff, infrastructure, information technologies) are the crucial characteristics of the states competitive advantages. => Strateške alijanse mogu ostvariti održivu konkurentsku prednost ukoliko saradnja uključuje transfer uče U radu je istaknuto da faktori proizvodnje, koji determinišu konkurentske prednosti u pojedinim oblastima privređivanja (nivo tehnoloških dostignuća, posedovanje kapitala, odgovarajuća kvalifikaciona struktura kadrova, infrastruktura, informacione tehnologije), predstavljaju gledano u dinamičnoj interakciji, najbitnija obeležja konkurentskih prednosti država.
LL@(12585) The development of high technologies of broad range and their implementation in the process of reproduction is one of the key answers to the economic and social mechanisms of the world economy. => Razvoj visokih tehnologija širokog spektra i njihova primena u reprodukcionom procesu je jedan od ključnih odgovora privrednog i društvenog mehanizma svetske privrede.
LL@(12586) Modern times make it clear that advanced factors based on knowledge and on developed infrastructure, on high technologies and innovations, are the bases of economic development. => U savremenom razdoblju se osnovom za ekonomski razvitak smatraju napredni faktorski uslovi zasnovani na znanju i razvijenoj infrastrukturi, visokim tehnologijama i inovacijama.
LL@(12587) REFERENCE Š1Ë Afuah, A. Innovation Management. => LITERATURA Š1Ë Afuah, A. Innovation Management.
LL@(12588) Strategies, Implementation, and Profits, Oxford University Press, 1998 Š2Ë Hatzichronoglou, T. Revision of the High Technology Sector and Product Classification,OECD Science, Technology and Industry Working Papers, 1997/2 Š3Ë Kotlica, S. Osnovi tehnološkog menadžmenta, Megatrend univerzitet primenjenih nauka, Beograd, 2005 Š4Ë Narayanan, V. K. Managing Technology and Innovation for Competitive Advantage, Prentice Hall, 2001 Š5Ë OECD Globalisation of Industry. => Strategies, Implementation, and Profits, Oxford University Press, 1998 Š2Ë Hatzichronoglou, T. Revision of the HighTechnology Sector and Product Classification,OECD Science, Technology and Industry Working Papers, 1997/2 Š3Ë Kotlica, S. Osnovi tehnološkog menadžmenta, Megatrend univerzitet primenjenih nauka, Beograd, Š4Ë Narayanan, V. K. Managing Technology and Innovation for Competitive Advantage, Prentice Hall, Š5Ë OECD Globalisation of Industry.
LL@(12589) Overview and Sector Reports, OECD, Paris, 1996 Š6Ë OECD The changing nature of manufacturing. => Overview and Sector Reports, OECD, Paris, 1996 Š6Ë OECD The changing nature of manufacturing.
LL@(12590) Science, Technology and Industry Scoreboard, OECD, Paris, 2005 Š7Ë OECD Staying Competitive in the Global Economy Moving Up the Value Chain, OECD, Paris, 2007 Š8Ë Pilat, D., A. Cimper, K. Olsen and C. Webb The Changing Nature of Manufacturing in OECD Economies, STI Working Paper, OECD, Paris, Š9Ë Porter, A. L. (eds) => Science, Technology and Industry Scoreboard, OECD, Paris, 2005 Š7Ë OECD Staying Competitive in the Global Economy Moving Up the Value Chain, OECD, Paris, 2007 Š8Ë Pilat, D., A. Cimper, K. Olsen and C. Webb The Changing Nature of Manufacturing in OECD Economies, STI Working Paper, OECD, Paris, 2005 Š9Ë Porter, A. L. (eds) High tech indicators: technology-based competitiveness of 33 nations 2005 final report, Technology policy and assessment center Georgia Institute of technology, 2006 Š10Ë Radman, G. i dr, Razvoj inovativnosi i tehnologije, Nacionalno vijeće za Konkurentnost, Zagreb, Š11Ë Cvetković, S., Ribać, S. Strategijske alijanse i inovaciona sposobnost preduzeća, Ekonomske teme, U svetu knjiga Metode istraživanja u poslovnim studijama P. Ghuari, K. Gronhaug, Research methods in Business Studies (Metode istraživanja u poslovnim studijama), Prentice Hall, 2010.
LL@(12591) High tech indicators: technology-based competitiveness of 33 nations 2005 final report, Technology policy and assessment center Georgia Institute of technology, 2006 Š10Ë Radman, G. i dr, Razvoj inovativnosi i tehnologije, Nacionalno vijeće za Konkurentnost, Zagreb, 2003 Š11Ë Cvetković, S., Ribać, S. Strategijske alijanse i in ovaciona sposobnost preduzeća, Ekonomske teme, 2004 Book review Research Methods in Business Studies P. Ghuari, K. Gronhaug, Research Methods in Business Studies, Prentice Hall, 2010 According to the authors introductory notes, the book is intended primarily for the students at the MBA programmes, master studies and for researchoriented undergraduate students. => Knjiga je, po uvodnim napomenama autora, name njena prvenstveno studentima na MBA programima, master studijama i istraživački orijentisanim studentima na dodiplomskim studijama.
LL@(12592) It is also recommended to the students at doctoral studies, and to those engaged in research in the field of modern management and business doing. => Preporučuje se i studentima doktorskih studija, kao i onima koji se bave istraživanjima u oblasti savremenog menadžmenta i poslovanja.
LL@(12593) This book is especially valuable in the preparation of theses and final versions in various types of business studies, when the results of the studies conducted by the students are expected, in view of concrete issues and problems. => Naglašava se da je ova knjiga posebno dragocena u pripremi teza i završnih radova za različite tipove poslovnih studija kada se očekuju i rezultati istraživanja koja studenti sprovode u odnosu na konkretna pitanja i probleme.
LL@(12594) The three basic sections of the book offer a comprehensive insight into the basic research methods and techniques, accompanied by numerous examples, notes on extended literature on the concrete field and by problem solving activities. => Tri osnovna dela knjige iscrpno predstavljaju osnovne metode i tehnike istraživanja uz brojne primere, napomene o široj literaturi u konkretnoj oblasti i zadatke za vežbanje.
LL@(12595) The first section deals with the general importance and challenges of the research into the domain of business studies, the second conducts the reader through the research process, whereas the final section is concerned with the analysis, implementation and report writing. => Prvi deo se bavi opštim značajem i izazovima istraživanja u domenu poslovnih studija, drugi vodi čita oca kroz istraživački proces, a treći deo se bavi analizom, primenom i pisanjem izveštaja.
LL@(12596) In the first section, a specific nature of the research task and process in the domain of business studies is elaborated in detail. => U prvom delu detaljnije se razmatra specifičnost istraživačkog zadatka i procesa u oblasti poslovnih studija.
LL@(12597) The authors highlight the basic differences between the research and concrete problem solving in practice, relying on the common sense. => Ukazuje se na osnovne razlike između istraživanja i rešavanja konkretnih problema u praksi uz oslonac na «zdrav razum».
LL@(12598) They infer that there should be no significant differences, as in solving practical problems the managers should be knowledgeable and skilfull in evaluating the consequences of the decisions they make. => Zaključuje se da većih razlika tu ne bi trebalo da bude, budući da bi menadžeri rešavajući probleme prakse trebalo da poseduju znanja i sposobnosti za evaluaciju posledica odluka koje donose.
LL@(12599) In other words, the managerial decision making and problem sloving , is performed systematically, it results in a better decision making and better results compared to the decisions based exclusively on intuition and personal preferences. => Drugim rečima, menadžersko odlučivanje i rešavanje problema, ukoliko se sistematično obavlja, vodi boljem odlučivanju i rezultatima od onih odluka koje se zasnivaju isključivo na intiuiciji i ličnim preferencama.
LL@(12600) This implies that research processes, methods and procedures are necessary in order that we should achieve the academic goals of disseminating theoretical knowledge, but also that we gain precious support in solving the ever present problems in practice. => To znači da su istraživački procesi, metode i procedure neophodne i radi ispunjavanja akademskih ciljeva širenja teorijskih saznanja, ali i radi dragocene podrške u rešavanju stalnih problema prakse.
LL@(12601) The researchers in the domains of business studies, therefore, pursue various objectives and orientations, from objective general issue and problem solving to solving a specific problem of a concrete company. => Istraživači u oblastima poslovnih studija, stoga, imaju veoma različite ciljeve i orijentaciju, od objektivnog rešavanja opštih pitanja i problema, do rešavanja specifičnog problema za konkretnu kompaniju.
LL@(12602) Ethical issues in the reaearch area are a specific aspect related to ethics and moral principles affecting the manner in which a researcher or research teams conduct the research activities, especially as regards the situations and activities which may result in a real or potential harm of any kind and for any one. => Etička pitanja u oblasti istraživanja predstavljaju poseban aspekt koji se odnosi na etiku i moralne principe koji utiču na to kako istraživač ili istraživački timovi vode aktivnosti istraživanja, posebno vezano «za situacije i aktivnosti u kojima može da nastane stvarna ili potencijalna šteta bilo koje vrste za bilo koga».
LL@(12603) It is a moral obligation and a responsibility of the researchers to work out the solutions to the problems honestly, frankly, accurately and precisely. => Istraživači imaju moralnu obavezu i odgovornost da pronalaze odgovore na pitanja pošteno, iskreno, tačno i precizno.
LL@(12604) One of the most sensitive issues in this domain is the relationship between the researcher and the subject of research in business studies. => Jedno od najosetljivijih pitanja u tom domenu je odnos istraživača i subjekta istraživanja kada je reč o poslovnim studijama.
LL@(12605) The authors quote eight areas of the researcher-subject relationships that may cause ethical problems: preserving the anonymity of the subject; exposing the subject to emotional stress; asking the subject the questions that may be in collision with his/her own interests; using special equipment and techniques, such as recording the interview, video recording or using equipment harmful to health; including the subjects into the research without their consent; cheating and lying; using force to gather information; preventing the subjects from exercising their rights. => Navodi se osam oblasti odnosa istraživač-subjekat koji mogu da izazovu etičke teškoće: očuvanje anonimnosti subjekata; izlaganje subjekata mentalnom stresu; postavljanje pitanja subjektima koja mogu štetno da utiču na njihove sopstvene interese; korišćenje specijalne opreme i tehnike, kao što su snimanje razgovora, video snimanje ili korišćenje opreme koja je štetna po zdravlje; uključivanje subjekata u istraživanje bez njihovog pristanka; korišćenje prevare i laži; korišćenje sile u pribavljanju informacija; onemogućavanje prava subjekata.
LL@(12606) A conclusion is drawn that ethical issues merit attention already in the innitial phases of the research process. => Zaključuje se da etička pitanja zaslužuju pažnju već u ranim fazama istraživačkog procesa.
LL@(12607) The research process starts from the activity of identify ing the research topic and task to the research problem shaping and structuring, to the determining of the research approach, the strategy of information gathering in an adequate manner, the development of the possibility of measuring and data gathering and analysis. => I straživački proces polazi od aktivnosti identifikova nja istraživačke teme i zadatka do uobličavanja i struktuiranja istraživačkog problema, determinisanja istraživačkog pristupa, strategije prikupljanja informacija na adekvatan način, razvoj mogućnosti merenja i prikupljanja i analize podataka.
LL@(12608) It starts from the analysis of the role of theory in business studies, the stress being on the research process and the explanation of the basic concepts of theory, model and knowldge. => Polazi se od analize uloge teorije u poslovnim istraživanjima, a naglasak je na istraživačkom procesu i objašnjenju osnovnih koncepata teorije, modela i znanja.
LL@(12609) A special chapter is devoted to the research problem, because the authors believe that the majority of students encounter difficulties in formulating the research problem and they do not make a difference between the research problem and the research topic. => Poseban deo bavi se istraživačkim problemom uz mišljenje autora da većina studenata poslovnih studija imaju teškoća u formulisanju istraživačkog problema i da ne prave razliku između istraživačkog problema i istraživačke teme.
LL@(12610) The first step of the research process is the reesarch topic that refers to the phenomenon or topic to be explored, e.g., how firms organize their activities, how research and development are conducted in a business system, or how firms enter export markets. => Kao prvi korak istraživačkog procesa navodi se istraživačka tema koja se odnosi na fenomen ili temu koja će se istraživati, na primer kako firme organizuju svoje aktivnosti, kako se u poslovnom sistemu ostvaruje istraživanje i razvoj ili kako firme ulaze na inostrana tržišta.
LL@(12611) The authors insist that the research topic is not the same as the research problem, since the topic is usually much broader and more generalized compared to the research problem which can, for example, be which organization structure is most efficient or whether the firms relying on the bureaucratic organizational type are less innovative compared to the firms organized in an organic manner. => Naglašava se da istraživačka tema nije isto što i istraživački problem jer je tema obično mnogo šira i opštija od istraživačkog problema koji može da bude, na primer, koja je organizaciona struktura najefikasnija ili da li su firme oslonjene na birokratski tip organizovanja manje inovativne od onih koje su organizovane na «organski» način.
LL@(12612) The research design is an overall plan of connecting the set research problem with the relevant and practically applicable empirical research. => Istraživački dizajn je sveukupni plan povezivanja postavljenog istraživačkog problema sa relevantnim i praktično primenjivim empirijskim istraživanjem.
LL@(12613) This is a plan or a framework for data gathering and analysis by which the research type is defined exploratory, descriptive or causal. => To je plan ili okvir za prikupljanje podataka i njihovu analizu kojim se definiše i tip istraživanja eksploratoran, deskriptivan ili kauzalan.
LL@(12614) The research methods in this book refer to the data gathering techniques. => Istraživački metodi se u ovoj knjizi odnose na tehnike prikupljanja podataka.
LL@(12615) Important measuring problems refer to the opera tionalization of research hypotheses and data. => Značajni problemi merenja vezuju se za operaciona lizaciju istraživačkih postavki i podataka.
LL@(12616) The measuring of an empirical research is a difficult task since the quality of information largely depends on the procedures used in data gathering and analysis. => Merenje empirijskog istraživanja je težak zadatak budući da kvalitet informacija u velikoj meri zavisi od procedura koje su korišćene za prikupljanje i analizu podataka.
LL@(12617) The basic truth is stressed in the garbage in, garbage out postulate which highlights a high level of interrelation of all research activities in the data gathering and analysis phase with the concrete conclusions as research results. => Ističe se osnovna istina kroz postulat «đubre na ulazu, đubre na izlazu» kojim se ukazuje na visok stepen povezanosti svih istraživačkih aktivnosti u fazi prikupljanja i analize podataka sa konkretnim izvedenim zaključcima kao rezultatima istraživanja.
LL@(12618) A special part is devoted to measuring in qualitative research, as well as to various types of data sources and to identifying the right type of data for particular research. => Poseban deo posvećen je merenjima u kvalitativnim istraživanjima, kao i različitim tipovima izvora podataka i sagledavanjem prave vrste podataka za određenja istraživanja.
LL@(12619) The advantages and disadvantages of primary and secondary data gathering are analysed. => Analiziraju se prednosti i nedostaci primarnog i sekundarnog prikupljanja podataka.
LL@(12620) Research in the business studies relies heavily on data gathering and the authors, Pervez Ghauri and Kjell Gronkaug offer an elaborate explanation of this phase of research, in the first place explaining the difference between qualitative and quantitative data gathering methods, illustrated by the analysis of situations respective to one or the other type. => Istraživanje u poslovnim studijama veoma je oslonjeno na prikupljanje podataka i autori Pervez Ghauri i Kjell Gronkaug veoma iscrpno objašnjavaju ovu fazu istraživanja pre svega praveći razliku između kvalitativnih i kvantitativnih metoda prikupljanja podataka uz analizu situacija koje su pimerene jednoj tj. drugoj vrsti.
LL@(12621) Expalined are the basic methods of business research such as polls, interviews and focus groups. => Objašnjene su osnovne metode za poslovno istraživanje kao što su ankete, intervju i fokusne grupe.
LL@(12622) The authors continue to explain the sampling and the basic activities in preparing the data analysis, describing the role of statistics in the data analysis and presentation. => Dalje, objašnjeno je uzorkovanje i osnovne aktivnosti pripreme analize podataka uz objašnjenja uloge statistike u analizi i predstavljanju podataka.
LL@(12623) The data analysis is presented by qualitative and quantitative analysis methods, and also presented are the widespread techniques of statistical analysis. => Analiza podataka predstavljena je kvalitativnim i kvantitativnim metodama analize uz predstavljanje rasprostranjenih tehnika statističke analize.
LL@(12624) Special attention is paid to the case study as a method and methods of its use are explained with an additional emphasis that in case of complex situations of crosscultural research, additional caution is required in setting the research problem, data gathering and selection of methods for their analysis. => Posebno se razmatra studija slučaja kao metod i objašnjava kada se ona može koristiti uz posebnu napomenu da je u kompleksnim situacija kros-kulturnih istraživanja potreban dodatni oprez u postavljanju istraživačkog problema, prikupljanju podataka i odabiru metoda za njihovu analizu.
LL@(12625) Finally, the report writing, composing the project report comprising all the results of the research is a very important research phase in which one should be concise, consistent and convincing, showing the necessary evidence and arguments supporting the conclusions inferred. => Na kraju, pisanje izveštaja, elaborata u kome su sadržani svi rezultati istraživanja, predstavlja posebno važnu fazu istraživanja u kojoj treba ostvariti konciznost, konzistentnosti i ubedljivost uz prikaz potrebnih dokaza i argumentacije za zaključke koji se donose.
LL@(12626) The report structure is analysed part by part with appropriate examples and instructions for the use of notes and bibliography related to different types of reports, such as theses, oral presentations or written reports prepared for publication. => Struktura izveštaja analizira se po delovima sa odgovarajućim primerima i uputstvima za korišćenje napomena, prikaz bibliografske građe vezano za različite tipove izveštaja, kao što su teze, oralne prezentacije ili pisani izveštaji koji se pripremaju za objavljivanje.
LL@(12627) Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Dr Maja Levi Jakšić Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(12628) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(12629) 1. => We suggest your papers to be pre pared in form of this template. 1.
LL@(12630) INTRODUCTION Papers have to be written in English. => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(12631) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(12632) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(12633) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(12634) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(12635) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(12636) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(12637) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(12638) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(12639) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(12640) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(12641) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(12642) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(12643) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(12644) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(12645)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(12646) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(12647) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( − Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. p p i , p n = i 4. ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(12648) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(12649) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(12650) R[$] Figure 1. => R[$] Slika 3.
LL@(12651) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(12652) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(12653) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(12654) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] ~~~ Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(12655) Proceedings of work, SINFF-N, page 75 -81. ~~~ Zlatibor 2010 - 56 Number 56, Year XV September 2010. => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 2010 - 56 Broj 56, Godina XV Septembar 2010. Fakultet organizacionih nauka Beograd Izdaje Za izdavača:
LL@(12656) Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => Dr Milan Martić Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović Redakcioni odbor: dr Čedomir Nestorović, Faculty of Coimbra, Portugal dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović, FON, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Chesh Republic dr Milija Suknović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barjaktarović, FON, Beograd Časopis se redovno referiše u publikacijama: ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 011/3950-868 E-mail: menage¿fon.rs http://management.fon.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun:
LL@(12657) 381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354-8635 = Management (Srpsko izd.) COBISS.
LL@(12658) ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Impact of management upon organizational network Effectiveness Ondrej Jaško, Ana Jaško, Mladen Čudanov Risks of project financing Slađana Benković, Miloš Milosavljević Search engine optimization: understanding key elements of high page ranking Marko Urh Project portfolio management Petar Jovanović, Tatjana Rudić, Vesna [obajić, Marko Makarić Development of higher environmental education program Nataša Petrović Ecodesign in the context of customers and producers point of view Matjaž Maletič, Damjan Maletič, Boštjan Gomišček Value-at-risk estimation with multivariate garch models Nebojša Nikolić, Vesna Manojlović Three-dimensional (3d) contribution matrix of sustainability strategy, brand value and financial-market results in car-industry Dženis Bajramović You tube: knowledge management and new media services Igor Jovanovski External measures of managers success to create shareholder value Milan Čupić Impact of Management Upon Organizational Network Effectiveness UDC: 005.72 Ondrej Jaško1, Ana Jaško2 Mladen Čudanov1, 1 Faculty of Organizational Sciences Belgrade, jasko¿fon.rs 2 Institute of Economics Sciences Belgrade, ana.jasko¿ien.bg.ac.rs XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia This paper explores the process of managing organizational networks and explains the impact that management has on the effectiveness of organizational networks. => SR-ID 110318855 SADR@AJ Uticaj upravljanja na efikasnost organizacione mreže Ondrej Jaško, Ana Jaško, Mladen Čudanov Rizici projektnog finansiranja Slađana Benković, Miloš Milosavljević Optimizacija za pretraživače: razumevanje ključnih elemenata visokog rangiranja web stranica Marko Urh Upravljanje portfoliom projekata Petar Jovanović, Tatjana Rudić, Vesna [obajić,Marko Makarić Razvijanje visokoškolskog programa za ekološko obrazovanje Nataša Petrović Ekodizajn u kontekstu stavova potrošača i proizvođača Matjaž Maletič, Damjan Maletič, Boštjan Gomišček Procena vrednosti-pod-rizikom korišćenjem multivarijacionih garch modela Nebojša Nikolić, Vesna Manojlović Trodimenzionalna (3d) matrica doprinosa strategije ekološke održivosti, vrednosti brenda i finansijsko-tržišnih rezultata u auto-industriji Dženis Bajramović You tube: upravljanje znanjem i novi medijski servisi Igor Jovanovski Eksterna merila uspeha menadžera da stvore vrednost za akcionare Milan Čupić Uticaj upravljanja na efikasnost organizacione mreže UDK: ~~~ 005.72 Ondrej Jaško1, Ana Jaško2 Mladen Čudanov1, 1 Fakultet organizacionih nauka Beograd, jasko¿fon.rs 2 Institut ekonomskih nauka Beograd, ana.jasko¿ien.bg.ac.rs XII Internacionalni Simpozijum SymOrg 2010, 09.-12. ~~~ Jun 2010, Zlatibor, Srbija U radu je istražen proces upravljanja organizacionim mrežama i objašnjen je uticaj koji upravljanje ima na efikasnost organizacione mreže.
LL@(12659) Three basic models or forms of network management are shown in this paper, which have been developed thanks to their basic structural characteristics. => Prikazana su tri osnovna modela ili oblika upravljanja mrežom, koja su razvijena zahvaljujući njihovim osnovnim strukturnim karakteristikama.
LL@(12660) Regulations have been formulated on the basis of testing the performance of each of these models. => Propozicije su formulisane na osnovu ispitivanja uslova za efikasnost svakog od ovih modela.
LL@(12661) The authors advocate combining analytical and network management perspective which is the major contribution of this work. => Autori se zalažu za kombinovanje analitičke mreže i perspektive upravljanja u čemu je i glavni dopinos ovog rada.
LL@(12662) The management perspective explains the network as the unit of analysis, looking at networks as forms of social organization, and network analytical perspective contributes to the central idea which is explained in this work and it is shown that the network are presented as a set of actors or nodes, with relations between them, whether network members are present or absent. ~~~ 1. => Perspektiva upravljanja objašnjava mrežu kao jedinicu analize, posmatrajući mreže kao oblike socijalne organizacije, dok perspektiva analitičke mreže doprinosi centralnoj ideji objašnjenoj u radu a to je da su mreže prikazane kao set aktera ili čvorova, sa odnosima između njih, bilo da su članovi mreže prisutni ili odsutni. 1.
LL@(12663) Introduction Network organizations are widely recognized by both academics and practitioners as an important form of multiorganizational management. => Uvod Mrežne organzicije su široko priznate od strane naučnika i praktičara kao važan oblik multi-organizacionog upravljanja.
LL@(12664) The advantages of the network coordination in both sectors, the private and the public, are significant, including improvement in learning, a more efficient employment of resources, a graeter opportunity to plan and solve complex problems, higher competitiveness and a better service for clients and customers. => Prednosti koordinacije mreže u oba sektora, kako privatnom, tako i javnom, su velike, uključujući i poboljšanje učenja, efikasniju upotrebu resursa, povećanu mogućnost planiranja, kao i rešavanje kompleksnih problema, veću konkurentost i bolju uslugu za klijente i potrošače.
LL@(12665) Although the researchers and their studies of organizational networks provided for a big step to be made in the last 15 years, there is still a significant dicrepancy between the knowledge we have about the overall operation of networks and a practical application of that knowledge. => Iako je napravljen veliki pomak zahvaljujući istraživačima i njihovim studijama o organizacionim mrežama u poslednjih 15 godina, i dalje postoji značajan raskorak između znanja koje imamo o celokupnom funkcionisanju mreža i njegove praktične primene.
LL@(12666) It is hence of great importance to understand the process of organizational network operation since it is only then that we can understand why the network provides for some outputs, regardless of whether the network is the result of the bottom-up processes or is a product of the strategic decisions of the network participants. => Veoma je važno razumeti proces funkcionisanja mreže jer jedino tada možemo da shvatimo zašto mreža dovodi do određenih ishoda, bez obzira da li je mreža rezultat procesa sa dna ka vrhu ili je proizvod strateških odluka učesnika mreže.
LL@(12667) In this work we analyse a critical role of the network management process and its impact upon the network effectiveness. => U radu je razmatrana kritična uloga procesa upravljanja mrežom i njegov uticaj na efikasnost mreže.
LL@(12668) As a concept, effectiveness has long been critical for the reasearchers as well as for the practitioners, where the network effectiveness in operations was defined as an achievement of the positive outputs of the network - the levels that normally cannot be achieved in the conditions when individual organizational participants act autonomously. => Efikasnost kao koncept je dugo godina bio kritičan kako za istraživače tako i praktičare pri čemu je efikasnost mreže u radu definisana kao postignuće pozitivnih ishoda mreže-nivoa koji ne mogu biti normalno postignuti kada individualni organizacioni učesnici deluju nezavisno.
LL@(12669) As a form of the management approach, the network management views networks as units of analysis. => Mreža kao oblik pristupa upravljanju tretira mreže kao jedinicu analize.
LL@(12670) The network is viewed as a coordination mechanism, or, as it is often called, the network management. => Mreža se posmatra kao mehanizam koordinacije, ili kako se često predstavlja kao upravljanje mrežom.
LL@(12671) Starting from Williamson (Markets and Hierarchies, 1975), the literature in this field has developed various forms of management in the last two decades. => Počevši sa Williamsons (1975) Markets and Hierarchies, literatura iz ove oblasti razvila je različite oblike upravljanja u poslednje dve decenije.
LL@(12672) From an aspect of economics, there is a conventional attitude that the market is the only efficient system of non-hierarchal coordination. => Sa ekonomske tačke gledišta postoji jedno konvencionalno mišljenje da je tržište jedini efikasan sistem nehijerarhijske koordinacije.
LL@(12673) From the standpoint of organizational and administrative science, the literature in this field offered some explanations that organizations cannot be viewed as something that is not subject to change (see Perrow, 1986) and that other forms of coordination such as networks are capable of achieving objectives. => Iz per spektive organizaciono-adiministrativne nauke literatura iz ove oblasti dala je razjašnjenje da se organizacije ne mogu posmatrati kao nešto što nije podložno promenama (videti Perrow 1986) i da i drugi oblici koordinacije kao što su mreže mogu da postignu ciljeve.
LL@(12674) Hence the discussion on whether networks are simply a combination of elements of market and hierarchy could be placed somewhere between market and hierarchy, or networks could be understood better as unique forms of management (see Powel, 1990). => Stoga, diskusija o tome da li su mreže jednostavno kombinacija elemenata tržišta i hijerarhije, mogla bi biti smeštena u beskonačnost između tržišta i hijerarhije, ili bi bile bolje shvaćene kao jedinstveni oblici upravljanja. (videti Powell 1990).
LL@(12675) Although networks were studied from different angles, surprisingly little attention was paid to the management of the entire organizational network. => Iako su mreže proučene iz različitih perspektiva, iznenađujuće malo pažnje je posvećeno upravljanju celom organizacionom mrežom.
LL@(12676) This broad focus is what Powell (2005, 1133) almost defines as enlightment of the structure of collective action. => Ovaj širi fokus je ono što je kod Powell-a (2005, 1133) skoro definisano kao prosvetljavanje strukture kolektivnog delovanja.
LL@(12677) On one hand, the reason to adopt a narrower perspective may be hidden among the objectives for which organizations enter network relationships, primarily because of their own efficiency, rather than the efficiency of multiorganizational arrangements (Salancik, 1995). => Jednim delom, razlog usvajanja uže perspektive može biti skriven u ciljevima zbog kojih organizacije ulaze u mrežne odnose, pre svega zbog sopstvene efikasnosti, a ne efikasnosti multiorganizacionih aranžmana (Salancik 1995).
LL@(12678) The development of a deep understanding of network management requires a collection of data on complex networks, which may be time consuming and expensive. => Razvijanje dubokog razumevanja upravljanja mrežom zahteva kolekciju podataka o višestrukim mrežama, što može iziskivati puno vremena i novca.
LL@(12679) Despite an ever increasing literature on networks as units of measure, a majority of these reports was purely academic (Agranoff and McGuire, 2003; 2003). => Iako postoji sve obimnija literatura o mrežama kao jedinici analiza, većina ovih radova je bila čisto teorijske prirode(Agranoff and McGuire 2003; 2003).
LL@(12680) Finally, there seems to be a sort of opposition against many who are engaged in studying networks in a discussion on a formal control mechanism. => Na kraju, izgleda da postoji izvesno opiranje protiv mnogih koji proučavaju mreže u diskusiji o formalnim mehanizmima kontrole.
LL@(12681) A common assumption is that since networks became the arrangers of cooperation management that imply hierarchy and control, this is no more appropriate (Kenis and Provan, 2006). => Zajednička pretpostavka je da otkad su mreže aranžmani saradnje - upravljanja, koji impliciraju hijerarhiju i kontrolu, to se ne čini više prikladnim (Kenis and Provan 2006).
LL@(12682) 2. => 2.
LL@(12683) Forms of network management On the basis of the literature review, the network management forms may be classed into two different dimensions. => Oblici upravljanja mrežom Na osnovu pregleda literature, oblici upravljanja mrežama mogu biti kategorisani u dve različite dimenzije.
LL@(12684) Firstly, network management may be a mediation. => Prvo, upravljanje mrežom može biti posredovanje.
LL@(12685) Every organization is in some interaction with any other organization in network management, the result of which is the management of a decentralised form. => Svaka organizacija je u interakciji sa svakom drugom organizacijom u upravljanju mrežom, što za rezultat daje upravljanje decentralizovanog oblika.
LL@(12686) This is what we call shared management. => To je ono što mi nazivamo zajednička uprava.
LL@(12687) In case of the other extreme, the network can be a high-level mediation, with a number of organizations that interact, except in cases of operational issues such as business transfers, of clients, information on services, etc., or network management is conducted through an individual organization that has a role of a highly centralized network broker. => U slučaju drugog ekstrema, mreža može biti visoko posredovanje, sa nekoliko organizacija koje stupaju u odnose interakcija, izuzev u slučaju operativnih pitanja kao što su transfer poslovanja, klijenata, informacijama o uslugama, i slično, ili se upravljanje mrežom odvija kroz pojedinačnu organizaciju, koja je u ulozi visoko centralizovanog brokera mreže.
LL@(12688) In certain cases, an individual organization may take on the key management activities, leaving the rest to network members. => U određenim slučajevima, pojedinačna organizacija može da uzme ključne aktivnosti upravljanja dok ostalo prepušta članovima mreže.
LL@(12689) An alternative is that the network members may allocate the responsibilities in network management among various subsets or narrow circles of network members, where an individual organization does not take on significant management tasks. => Kao alternativa, članovi mreže mogu da podele odgovornosti upravljanja među različitim podskupovima ili uskim krugovima članova mreže, pri čemu pojedinačna organizacija ne uzima značajne zadatke upravljanja.
LL@(12690) Another difference in view of management could be made in mediation networks on the basis of whether the network is a member that is managed or the network is externally managed. => Druga razlika u pogledu upravljanja mogla bi biti napravljena u posredničkim mrežama na osnovu toga da li je mreža učesnik kojim se upravlja ili se eksterno upravlja mrežom.
LL@(12691) As noted above, the member-networks that are managed, on one hand, are managed collectively by the members themselves (shared management), or, on the other hand, an individual network participant may assume the role of the leader organization. => Kako smo ranije napomenuli, mrežama učesnicama kojima se upravlja, na jednom kraju, upravljaju kolektivno sami članovi (shared), ili s druge strane, pojedinačni učesnik mreže koji ima ulogu vodeće organizacije.
LL@(12692) The externally managed networks are managed by one administrative organization, which can be agreed upon by all the network members, or can be mandated as part of the process of network creation. => Mrežama kojima se upravlja eksterno, upravlja jedinstvena administrativna organizacija, što može biti ustanovljeno dobrovoljno od strane članova mreže ili pod mandatom kao deo procesa formiranja mreže.
LL@(12693) Either form has its specific strenghts and weaknesses and leads to outputs that are predominantly dependent on the form selected. => Svaki od oblika ima svoje specifične prednosti i slabosti, i vodi ka ishodima koji pretežno zavise od izabranog oblika. 2.
LL@(12694) 2.1 Participants networks that are managed The most frequent form in practice, and the simplest one, is the participant management. => Učesnici mreže kojima se upravlja Oblik koji se najčešće sreće u praksi , a koji je ujedno i najjednostavniji je upravljanje učesnika.
LL@(12695) This form is managed by a network of members without an isolated and single management entity. => Ovim oblikom upravlja mreža članova bez razdvojenog i jedinstvenog entiteta upravljanja.
LL@(12696) This type of management may be formal: e.g., through regular meetings of certain organizational representatives, or, less formal, through the current but typically non-coordinated efforts of those that have their stake in the success of the network. => Upravljanje u ovoj formi može biti ostvareno formalno: npr. kroz redovne sastanke određenih organziacionh predstavnika, ili manje formalno, kroz tekuće, ali tipično nekoordinisane napore onih koji imaju ulog u uspehu mreže.
LL@(12697) On one hand, the participants of the managed networks may be highly decentralised, including a ma jority or all the network members in interaction on relatively equal bases in the management process. => S jedne strane, učesnici mreža kojima se upravlja mogu biti visoko decentralizovani, uključujući većinu ili sve članove mreže u interakciji na relativno jednakim osnovama u procesu upravljanja.
LL@(12698) This is called the shared management of participants. => Ovo se označava kao podeljeno upravljanje učesnika.
LL@(12699) The network participants are responsible for managing the relations and operations of internal networks, as well as for external relations with such groups as the financiers, the government and the customers. => Učesnici mreža su odgovorni za upravljanje odnosima i operacijama internih mreža, kao i za spoljne odnose sa grupama kao što su finansijeri, vlada i kupci.
LL@(12700) In health-care and humanitarian organizations, the shared management networks are commonly owned, partly due to the fact that networks are seen as an important method of building the community capacity (Chaskin et al., 2001). => U zdravstvenim i humanitarnim organizacijama, pode ljene mreže upravljanja su zajedničke, delom zbog činjenice da se mreže smatraju za bitan način građenja zajednice kapaciteta (Chaskin et al 2001).
LL@(12701) Only by participation of all the network participants, on equal bases, will the participants be committed to the network objectives. => Samo učešćem svih članova mreže, na jednakim osnovama, učesnici će biti posvećeni ciljevima mreže.
LL@(12702) In business, shared management can be implemented in smaller strategic alliances and partnerships (where the joint ownership by several firms is not allowed) created for the purpose of developing new products (Venkatraman and Lee, 2004). => U poslovanju, podeljeno upravljanje može biti upotrebljeno u manjim strateškim alijansama i partnerstvima (gde vlasništvo više firmi nije dozvoljeno) osmišljenim za razvoj novih proizvoda (Venkatraman i Lee 2004).
LL@(12703) The power in the network, at least as regards the network on the decision level, is more or less symetrical, even if there are differences in organizational size, resource capacities and performances. => Moć u mreži, bar u pogledu mreže na nivou odluka, manje više je simetrična, čak i ukoliko postoje razlike u organizacionoj veličini, resorsnim kapacitetima i performansama.
LL@(12704) There is no specific, formal administrative unit, although some administrative and coordination activities may be delegated to one member or to a specific network entity. => Nema posebne, formalne adminsitrativne jedinice, iako neke administrativne i koordinacione aktivnosti mogu biti poverene nekoj članici ili posebnom entitetu mreže.
LL@(12705) Theoretically, network operates collectively and no individual entity represents the network as a whole. => U teoriji, mreža deluje kolektivno i nijedan pojedinačni entitet ne predstavlja mrežu kao celinu. 2.
LL@(12706) 2.2 Leading organization in network management The shared participant management may include some or all the network members, however, there are a large number of cases that do not lead to such a decentralized management. => Vodeća organizacija u upravljanju mrežama Podeljeno upravljanje učesnika može da uključi mnoge ili sve članove mreže, ali ima mnogo situacija koje ne bi mogle da vode ka tako decentralizovanom upravljanju.
LL@(12707) In such cases the inefficiency of shared management may suggest that a more centralized approach can be more appropriate. => Tada neefikasnost podeljenog upravljanja može da znači da je centralizovaniji pristup poželjniji.
LL@(12708) A centralized management of the networks can be conducted through a leader organization. => Centralizovano upravljanje mrežom može da se ostvari kroz pojavu vodeće organizacije.
LL@(12709) In business, the leader organization management is usually performed in the vertical relations of buyer/supplier, especially when there are an individual, powerful, often a large buyer/supplier/financier and a number of weaker and smaller suppliers/buyers/receivers of the resources of firms. => U poslovanju, upravljanje vodećom organizacijom često se odvija u vertikalnim odnosima kupac-dobavljač, posebno kada postoji pojedinačni moćan, često veliki kupac/snabdevač/finansijer i nekoliko slabijih i manjih snabdevača/kupaca/primaoca resursa firmi.
LL@(12710) The most evident examples of this can be found in Keiretsu models of Japanese manufacture (Gerlach, 1922) and in similar models of cooperative buyer/supplier models in the U.S.A. (Uzzi, 1999) and in Europe (Inzerilli, 1990; Lazerson , 1995). => Najočigledniji primeri ovoga mogu se naći u Keiretsu modelima japanske manufakture (Gerlach 1992) i sličnim modelima kooperativnih kupac/snabdevač modela u SAD (Uzzi 1999) i u Evropi (Inzerilli 1990; Lazerson 1995).
LL@(12711) For example, in film production, a leader organization can be the largest film studio (Jones and DeFilippi, 1996) and business can be done in horizontal multilateral networks, most commonly when one organization has enough resources and a legitimity to participate and takes on the leading role. => Tako npr. u filmskoj produkciji, vodeća organizacija može biti najveći filmski studio (Jones and DeFilippi 1996) a poslovanje se može odvijati u horizontalnim multilateralnim mrežama, najčešće kada jedna organizacija ima dovoljno resursa i legitimitet da učestvuje i na sebe preuzima vodeću ulogu.
LL@(12712) This model is frequently encountered in health-care and humanitarian organizations where there can be a node the supplying agency that takes on the role of a network leader due to its central position. => Ovo je model koji se često sreće u zdravstvenim i humanitarnim organizacijama gde može biti jezgro-agencija snabdevač koja preuzima ulogu lidera mreže zbog svoje centralne pozicije.
LL@(12713) The node in the health-care organization can be a hospital or a clinical centre (Weiner and Alexander, 1998). => U zdravstvenoj organizacji jezgro može biti bolnica ili klinički centar (Weiner and Alexandar 1998).
LL@(12714) Teisman and Klijn (220) also describe a government agency in the role of a leader organizatin in the development of economy, for example. => Teisman i Klijn (2002) takođe opisuju vladinu agenciju u ulozi vodeće organizacije u razvoju privrede, na primer.
LL@(12715) In the leader organization management type, all larger activities of the network and the key decisions are coordinated through and by individual members-participants who play the role of the leader organization. => U upravljanju vodećih organizacija, sve veće aktivnosti mreže i ključne odluke koordinisane su kroz i preko pojedinačnih članova učesnika, koji imaju ulogu vodeće organizacije.
LL@(12716) Hence the network management is becoming highly centralized and mediating, with assymetrically positioned power. => Dakle, upravljanje mrežom postaje visoko centralizovano i posredničko, asimetričke moći.
LL@(12717) The leader organization supplies the network to the administration and/or facilitates the activities of the organization members in their efforts to achieve the network objectives, which can coincide with the objectives of the leader organization. => Vodeća organizacija snabdeva administraciju mrežom i/ili olakšava aktivnosti članova organizacija u njihovim naporima da ostvare ciljeve mreže, što može biti blisko ciljevima vodeće organizacije.
LL@(12718) The leader organization itself can ensure the administration costs, receive contributions within its competences from network members, or seek and control the access to external financiers through donations or government funding. => Vodeća organizacija može sama da osigura trošak administracije, prima resorne doprinose od članova mreže, ili da traži i kontroliše pristup eksternim finansiranjima preko donacija ili vladinih finansiranja.
LL@(12719) The role of the leader organization may be assigned on the basis of the consent of its members, on the basis of what they see to be most efficient and most effective for their participation, or it may be established as mandatory, often by one external source of financing. ~~~ 2.3. => Uloga vodeće organizacije može da se ispostavi na osnovu saglasnosti njenih članova, na osnovu toga kako oni vide šta je za njihovo učešće najefikasnije i najefektivnije, ili može biti uspostavljena pod mandatom, često jednog spoljnog izvora finansiranja. 2.
LL@(12720) Network administration organization (NAO model) The third form of network management is the network administration organization or a NAO model. => Mreža administrativne organizacije (NAO model) Treći oblik upravljanja mrežom je mreža administrativne organizacije ili NAO model.
LL@(12721) The basic idea for this model is that separate administrative units are set especially for the purpose of managing the network and its activities. => Osnovna ideja na kojoj počiva ovaj model je da su odvojene administrativne jedinice postavljene posebno da upravljaju mrežom i njenim aktivnostima.
LL@(12722) Although the network members are still interactive with one another, as in the leader orgnization model, the NAO model is centralized. => Iako su članovi mreže i dalje interaktivni jedni sa drugima, kao u modelu sa vodećom organizacijom, NAO model je centralizovan.
LL@(12723) The network mediator (in this case, NAO) has a key role in the network coordination and maintenance. => Posrednik mreže (u ovom slučaju NAO) ima ključnu ulogu u koordinaciji i održavanju mreže.
LL@(12724) Contrary to the leader organization model, the NAO is not the second member of the organization. => Za razliku od modela sa vodećom organizacijom, NAO nije drugi član organizacije.
LL@(12725) The network is managed externally, with an established NAO, or through the mandates, or by the members themselves. => Mrežom se upravlja eksterno, sa ustanovljenim NAO, ili kroz mandate ili od strane samih članova.
LL@(12726) The NAO can be a government entity, or a nonprofit entity, which frequently is a case, even when the network members are profit firms. => NAO može biti vladino telo, ili neprofitno telo, što je često slučaj čak i kada su članovi mreže profitne firme.
LL@(12727) For example, Human and Provan (2000) describe two networks in timber industry, both managed by NAOs. => Na primer, Human i Provan (2000) opisuju dve mreže u industriji za preradu drveta koje obe vodi NAO.
LL@(12728) The firms were profit firms, however, the NAO were non-profit organizations. => Sve firme su bile profitne, ali su NAO bili neprofitni.
LL@(12729) The NAO can also be a single profit corporation, such as Nexia International, a global accounting network described by Koza and Lewin (1999). => NAO može biti i jedinstvena profitna korporacija, kao što je Nexia International, globalna mreža računovodstva koju je obradio Koza i Lewin (1999).
LL@(12730) The NAO model may be rated modestly on a scale if it consists of only one individual who is often considered to be a facilitator or a mediator of the network, or it can be a formal organization including the executive director, the board of experts and the board that operates outside the physical boundaries of the office (McEvily and Zaheer, 2004; Provan, Isett and Milward, 2004). => NAO model može biti ocenjen skromno na skali ako se sastoji od samo jedne individue, koja se često smatra za facilitatora ili posrednika mreže, ili može biti formalna organizacija, koja se sastoji od izvršnog direktora, stručnog štaba i odbora koji dejstvuje van fizilkih granica kancelarije (McEvily i Zaheer 2004; Provan, Isett, i Milward 2004).
LL@(12731) This newer form can be implemented as a mechanism to improve the network legitimity, being engaged in particular and complex issues and problems on the network level, and in reducing the complexity of shared management. => Ova novija forma može biti upotrebljena kao mehanizam za unapređenje legitimiteta mreže, koja se bavi jedinstvenim i kompleksnim problemima i pitanjima na nivou mreže, i smanjenjem kompleksnosti podeljenog upravljanja.
LL@(12732) These more formal NAO models have the board structures that include all or a subset of network members (Evan and OLK, 1990). => Ovi formalniji NAO modeli imaju strukture odbora koje uključuju sve ili podset članova mreže (Evan i Olk 1990).
LL@(12733) The board specifies the issues on a strategic level and leaves operations decisions to the NAO leader. => Odbor utvrđuje pitanja na strateškom nivou i ostavlja operativne odluke NAO lideru.
LL@(12734) The government starts the NAOs that are generally set as a primary form of the network, to stimulate its growth through targeted financing and/or incentives for the purpose of ensuring that the network objectives are achieved. => Vlada pokreće NAO-e koji su generalno postavljeni kao prvi oblik mreže, da stimulišu njegov rast kroz ciljana finansiranja i/ili olakšice radi osiguranja da su ciljevi mreže dostignuti.
LL@(12735) Such NAOs are established locally for the purpose of achieving the boards objectives, as well as those related to regional economic development. => Takvi NAO su osnovani lokalno za svrhe ostvarivanje ciljeva odbora, kao i onih koji se odnose na regionalni ekonomski razvoj. 3.
LL@(12736) 3. ~~~ Network management and effectiveness The basic issue in managing any network is that the needs and operations of the member-organizations must be adjusted and coordinated. => Upravljanje mrežom i efikasnost Osnovni problem kod upravljanja bilo kojom mrežom je da potrebe i delatnosti organizacija članica moraju da budu prilagođene i koordinisane.
LL@(12737) Although the arrangements of pairs may, of couse, be difficult to manage, with the growth in the number of organizations-participants in the network, the number of potential relations grows exponentially. => Iako aranžmani parova mogu biti, naravno, teški za upravljanje, kako broj organizacija učesnica u mreži raste, broj potencijalnih odnosa povećava se eksponencijalno.
LL@(12738) In such circumstances management becomes extremely complex. => Pod takvim uslovima, upravljanje postaje ekstremno kompleksno.
LL@(12739) Shared management is often seen as desirable by the network participants, when the participants can retain full control over the network orientation. => Podeljeno upravljanje je često viđeno kao poželjno od strane učesnika mreže, kada učesnici mogu da zadrže potpunu kontrolu nad pravcem mreže.
LL@(12740) This form proved to be favourable for small organizational networks. => Ovaj oblik se pokazao kao dobar za male mreže organizacija.
LL@(12741) When problems emerge in such networks, a face-to-face discussions among participants are possible. => Kada se pojave problemi u takvim mrežama, moguće je face to face suočavanje učesnika.
LL@(12742) As the number of participants in the organization grows, the shared management becomes increasingly ineffective, and the participants themselves ignore critical issues or waste a lot of time trying to coordinate over 10, 20, or more organizations (see Faerman, McCaffrey and Van Slyke, 2001). => Budući da je broj organizacija u mreži sve veći, podeljeno upravljanje postaje veoma neefikasno, pri čemu i sami učesnici ignorišu kritična pitanja ili troše puno vremena pokušavajući da koordinišu preko 10, 20 ili više organizacija (videti Faerman, McCaffrey i Van Slyke 2001).
LL@(12743) The network complexity problem is especially acute when the participants are georaphically dispersed, hence the organization of frequent meetings of all the participants is difficult or even impossible to accomplish. => Problem kompleksnosti mreže je posebno akutan kada su učesnici geografski rasuti, pri čemu je organizovanje čestih sastanaka svih učesnika teško ili nemoguće.
LL@(12744) The structural solution to this problem is the centralization of the network management activities via a mediating organization, or a leader organization, or a NAO. => Strukturno rešenje ovog problema je centralizacija aktivnosti upravljanja mrežom preko posredničke organizacije, ili vodeće organizacije ili NAO.
LL@(12745) All the above mentioned forms can easily include a larger number of network participants since a direct participation of all the organizations in making many decisions within the network is not necessary any longer. => Svi pomenuti oblici lakše obuhvataju veći broj učesnika mreže budući da direktno uključenje svih organizacija nije više potrebno za donošenje mnogih odluka u okviru mreže.
LL@(12746) With the centralized management, the participants need not be in interaction with each other, but can interact directly with the leader organization or a NAO for the coordinating purposes within the network and on the level of its needs. => Centralizacijom upravljanja, učesnici ne moraju više da budu u međusobnoj interakciji, već mogu da budu u interakciji direktno sa vodećom organizacijom ili NAO za svrhe koordinacije u okviru mreže na nivou njenih potreba.
LL@(12747) Despite there being special reasons that a leader organization be favoured over the NAO and vice versa, when the management of relations becomes complex with a tendency of growth in the number of participants, any form is certainly more effective in the network objectives achievement compared to self-management. => Iako postoje posebni razlozi za izbor vodeće organzacije umesto NAO i obrnuto, kada upravljanje odnosima postane kompleksno sa tendencijom porasta broja različitih učesnika, bilo koji oblik je efektniji u postizanju ciljeva mreže od samoupravljanja.
LL@(12748) There are only a few organizations that would be adequate for each of the management forms, although the literature in this field (Burn, 2004) says that the forms of shared management would be more effective for the organizations of six to eight network members. => Ne postoji veliki broj organizacija koje bi mogle biti ispravne za svaki od pomenutih oblika upravljanja, iako su u skladu sa literaturom iz ove oblasti (Burn 2004 oblici podeljenog upravljanja bi bili efektniji za organizacije koje u sklopu imaju šest do osam članova mreže.).
LL@(12749) Generally, the NAO form is most effective in the networks with the largest number of participants, due to its unique administrative structure. ~~~ 3.1. => Uopšteno, NAO oblik je najefektniji u mrežama koje imaju najveći broj učesnika, upravo iz razloga što ima jedinstvenu administrativnu strukturu. 3.
LL@(12750) Consensus on network objectives Scientistc have for years discussed the goals and the goal consensuses on both levels, organizational and integrational (Van de Ven, 1976). => Konsenzus ciljeva mreže Naučnici su godinama diskutovali o ciljevima i konsenzusima ciljeva na oba nivoa, organizacionom i integracionom (Van de Ven 1976).
LL@(12751) The main issue has been that the consensus in the objectives in the similarity domain allows for the organizational participants to cooperate in a better way than when there is a conflict among them, although the conflict can also be a stimulus for inovation. => Glavna tema je bilo da konsenzus u ciljevima i domenu sličnosti dozvoljava organizacionim učesnicima da bolje sarađuju nego kada postoji konflikt, iako konflikt može takođe biti stimulans za inovaciju.
LL@(12752) This topis has rather important implications for the understanding of the network members behaviour. => Ova tema ima veoma važne implikacije za razumevanje ponašanja članova mreže.
LL@(12753) The literature on networks places the accent on similarity and homophily, rather than on the consensus of objectives by itself. => U literaturi o mrežama, naglasak je bio manje na konsenzusu ciljeva samom po sebi, a više na sličnosti ili homofiliji.
LL@(12754) Homophily was often offered as an explanation why certain actors are attractive for each other and why the form of relationships is a network (Monge and Contractor, 2003; Powel et al., 2005). ~~~ In any case, in objective-oriented networks, not only the organizational, but also the objectives on the network level, lead the organizational activity. => Homofilija je često predlagana kao obrazloženje u objašnjavanju zašto su određeni akteri privlačni jedni za druge i zašto je oblik odnosa mreža (Monge and Contractor 2003; Powell et al. 2005.) U svakom slučaju, u mrežama usmerenim ka cilju, ne samo organizacioni već i ciljevi na nivou mreže vode organizacionu akciju.
LL@(12755) Such objectives may include the development of a new client, attracting finances, solving the community needs or provision of services to the clients. => Takvi ciljevi mogu da uključe razvoj novih klijenata, privlačenje finansija, rešavanje potreba zajednice ili pružanje usluga klijentima.
LL@(12756) The network objectives can also be process-oriented. => Ciljevi mreže mogu isto tako da budu orijentisani ka procesu.
LL@(12757) In accordance with an early work of Van de Ven (1976) on this topic, when there is a general consensus on broad objectives on the network level related to the contents and the process of the objective and in the absence of hierarchy, the network participants that are more involved and committed to the network will work together more often. => U skladu sa ranim radom Van de Vena (1976) na ovu temu; kada postoji generalno konsenzus o širokim ciljevima na nivou mreže, u vezi sa sadržajem i procesom cilja i u odsutnosti hijerarhije, učesnici mreže koji su više uključeni i posvećeni mreži češće rade zajedno.
LL@(12758) This does not imply that the objectives of the network mem bers have to be similar. => To ne mora da znači da ciljevi članova mreže moraju da budu slični.
LL@(12759) In fact, the similarity of objectives may prove to be a difficulty in working together, especially when the pressure of the competition leads the organizational networks to rejecting cooperation and information sharing. => U suštini, sličnost cilja može da se ispostavi kao teškoća u zajedničkom radu, posebno kada pritisak konkurencije dovodi organizacione mreže do toga da odbijaju saradnju i deljenje informacija.
LL@(12760) Although a high-level consensus of objectives is obviously an advantage in building the relations of dedication on the network level, the networks can still be effectve, only with moderate levels of objectives consensus. => Iako je visoki konsenzus ciljeva, očigledno, prednost u izgradnji odnosa odanosti na nivou mreže, mreže i dalje mogu da budu sasvim efektne samo sa umerenim nivoima konsenzusa ciljeva.
LL@(12761) A critical question is how the network relations are managed. => Kritično pitanje je kako se upravlja odnosima mreže.
LL@(12762) The self-management forms are most likely effective when the participants can generally agree about the network on the level of objectives. => Samoupravni oblici su najverovatnije efektni kada učesnici mogu uopšteno da se slože o mreži na nivou ciljeva.
LL@(12763) In such a situation the organizations can work together without any significant clashes, where each one gives its contribution to the broad network objectives, while each of them simultaneously achieves its own objectives. => U takvoj situaciji, organziacije mogu da rade zajedno bez značajnih sukoba, pri čemu svako daje svoj doprinos širokim ciljevima mreže dok istovremeno postižu sopstvene ciljeve.
LL@(12764) It is important to remember that trust is not necessary for the consensus of objectives. => Važno je imati na umu da poverenje nije neophodno u vezi sa konsenzusom ciljeva.
LL@(12765) Trust is based on the reputation and experience from the previous interaction, whereas the consensus is based on the similarity of objectives. => Poverenje je bazirano na reputaciji i iskustvu u prošloj interakciji, dok se konsenzus zasniva na sličnosti ciljeva.
LL@(12766) On the other hand, when the consensus of objectives is extremely low, there is almost no place for the network participation at all. => S druge strane, kada je konsenzus ciljeva ekstremno nizak, može biti malo mesta za učešće mreže uopšte.
LL@(12767) On the medium scale of measuring the consensus of objectives, regardless of whether the leader is an agency or a NAO, the forms of management are more appropriate than self-management. => Na srednjoj skali merenja konsenzusa ciljeva, bez obzira da li je vođa agencija ili NAO, oblici upravljanja su prikladniji od samoupravljanja.
LL@(12768) More precisely, the forms of management via the leader agencies will be appropriate in those situations when the network participants show a moderately low consensus of objectives. => Preciznije rečeno, oblici upravljanja posredstvom vodećih agencija biće prikladni u situacijama kada učesnici mreže imaju umereno nizak konsenzus ciljeva.
LL@(12769) The leader organizations take on a majority of strategic and operative decisions (Graddy and Chen, 2006) and are most competent for decision making about the network on the level of objectives, when the network members are not capable of resolving the conflict by themselves and are only partially committed to the netwotk objectives. => Vodeće organizacije preuzimaju na sebe većinu strateških i operativnih odluka (Graddy and Chen 2006) i najsnabdeveniji su za donošenje odluka o mreži na nivou ciljeva kada članovi mreže nisu toliko sposobni da reše sukob sami i samo delimično su posvećeni ciljevima mreže.
LL@(12770) This situation may not result into the long-term network sustainability, but in a short term, the leader organization can retain a broad focus on the network level, which would prove to be difficult if the participants tried to reach the agreement by themselves. => Ova situacija možda ne vodi ka održivosti mreže na dugoročnom planu, ali za kratko vreme, vodeća organziacija može da održi širok fokus na nivou mreže, što bi bilo teško ako bi učesnici pokušali da se sami slože.
LL@(12771) On the contrary, the NAO form requires that more people participate, at least a subset of the network members. => Nasuprot tome, NAO oblik zahteva veće učešće barem podseta članova mreže.
LL@(12772) These participants (often the members of the NAO managing board) are typically committed to the objectives on the network level and have a strategic participation with a network as a whole. => Ovi učesnici (često, članovi NAO upravnog odbora) su tipično posvećeni ciljevima na nivou mreže i imaju strateško učešće sa mrežom kao celinom.
LL@(12773) Other network members are probably less committed and involved, with a modest consensus on objectives. => Ostali članovi mreže su verovatno manje posvećeni i uključeni, sa skromnim konsenzusom ciljeva.
LL@(12774) It is the task of the NAO and the board of experts to work with the participants on a daily basis, resolving a possible conflict and fostering the commit ment to the network and its objectives. => To je zadatak NAO lidera i stručnog štaba da rade sa učesnicima na dnevnom nivou, rešavajući mogući sukob i unapređujući posvećenost mreži i njenim ciljevima.
LL@(12775) The consensus on objectives will be rather strong in the NAO form. => Konsenzus ciljeva će biti veoma jak u NAO obliku.
LL@(12776) Although contracts may be made on the desirability of a network and on the value of the NAO, it is recommended that there should always be an agreement on what the network is supposed to do and in which way the participants should be included. => 
LL@(12777) 3.2. ~~~ Need for competence on the network level Organizations join or form networks for various reasons, including the need to achieve legitimity, serving the clients in a more effective manner, attracting more resources, and resolving complex problems. => Iako mogu postojati ugovori o poželjnosti mreže i o vrednosti koju ima NAO preporuka je da uvek postoji sporazum o tome šta mreža treba da radi i kako učesnici treba da budu uključeni 3.2 Potreba za nadležnosti na nivou mreže Organizacije se pridružuju ili formiraju mreže iz različitih razloga, uključujući i potrebu za dobijanjem legitimiteta, usluživanjem klijenata efektnije, privlačenjem više resursa, i rešavanjem kompleksnih problema.
LL@(12778) Regardless of these specific reasons, however, all network organizations generally require to achieve a certain aim they would otherwise not be in a position to achieve on their own. => Ali bez obzira na specifične razloge, u uopštenom smislu, sve organizacije mreža zahtevaju da postignu neki cilj koji ne bi mogle da postignu nezavisno.
LL@(12779) It is for this reason that the issue of how the network level objectives are achieved on the network level is a very important issue. => Upravo iz tog razloga veoma je važno pitanje kako se na osnovu kompetentnosti postižu ciljevi na nivou mreže?
LL@(12780) All the above said triggers two questions. => Iz svega rečenog nameću se dva pitanja.
LL@(12781) The first is, what is the nature of the tasks assigned to the network members? => Prvo, kakva je priroda zadatka koji izvode članovi mreže?
LL@(12782) And the other, which external requirements does the network face? => I drugo, sa kakvim spoljnim zahtevima i potrebama se suočava mreža?
LL@(12783) Both questions refer to the competence on the network level. => Oba ova pitanja odnose se na kompetentnost na nivou mreže.
LL@(12784) Internally, if the task of the network is such that it requires a considerable interdependence among the members, then the need for the network coordination skills and the competencies for specific tasks will be great, which means that the management is expected to facilitate an interdependent action. => Interno, ako je zadatak mreže takav da zahteva značajnu međuzavisnost među članovim, onda će potreba za veštinama koordinacije mrežom i kompetentnostima za specifične zadatke biti velika, što znači da upravljanje ima potrebu da olakša međuzavisnu akciju.
LL@(12785) As to the specific issues concerned with our theorising, this means that shared management is likely to be a less effective form of management in the conditions when the demand for interdependent task is high, since the tasks will be positioned on the individual network of members for the skills that they perhaps do not have, such as an approval in writing, quality monitoring, or even conflict resolving. => Povodom specifičnosti koje se odnose na naše teoretisanje, to znači da će podeljeno upravljanje verovatno biti manje efektan oblik upravljanja kada su zahtevi za međuzavisni zadatak visoki, budući da će zadaci biti smešteni na individualnoj mreži članova za veštine koje možda ne poseduju, kao pisano odobrenje, monitoring kvaliteta ili čak rešenje konflikata.
LL@(12786) On the external side, requirements may also vary from high to low, requiring different competence degrees on the network level. => Sa spoljne strane, zahtevi mogu takođe da variraju od visokih do niskih, zahtevajući različite stepene kompetentnosti na nivou mreže.
LL@(12787) The external tasks may include the roles of updating or protection of the network, starting from the propositions for environmental protection, changes in financing or new regulations for overcoming it, which may in turn include the role of lobbying, recruiting new members, raising capital, building external legitimity, etc. => Spoljni zadaci mogu uključivati uloge uređenja ili zaštite mreže počev od preporuka za zaštitu životne sredine, promena u finansiranju ili novoj regulativi do premošćivanja, što može uključiti uloge lobiranja, traženje novih članova, dobijanje finansija, građenje spoljnog legitimiteta i tako dalje.
LL@(12788) For example, the pressures from the external financiers to coordinate activities may be high, trying to meet their demand and the regulations that would require a centralized action of such kind that it would be rather difficult to act via shared management, since the response can be diffuse. => Na primer, pritisci od spoljnih finansijera da koordinišu aktivnosti mogu biti visoki, trudeći se da odgovaraju njihovim zahtevima i regulativi koja bi bi zahtevala centralizovanu akciju takve vrste da bi bilo veoma teško delovati kroz podeljeno upravljanje, budući da bi odgovor mogao da bude difuzan.
LL@(12789) The NAO, in any case, is supposed to ensure an individual focal point for interacting with a financier, so that the legitimity of the network as a whole should be increased. => NAO, u svakom slučaju, treba da obezbedi pojedinačnu fokusnu tačku za interakcije sa finansijerom, tako da može takođe da poveća legitimitet mreže kao celine.
LL@(12790) The leader organizations are better equipped for meeting the requirements and needs on the network level in comparison with the shared management arrangements. => Vodeće organizacije su bolje opremljene za rešavanje zahteva i potreba na nivou mreže od aranžmana podeljenog upravljanja.
LL@(12791) In any case, the leader organization may have its own set of skills and competencies that do not precisely match the collective needs of the network members. => U svakom slučaju, vodeća organizacija može imati sopstveni skup veština i kompetentnosti koje se ne podudaraju precizno sa kolektivnim potrebama članova mreže.
LL@(12792) The leader organization may also be against taking on a financial obligation for building such skills. => Vodeća organizacija može takođe biti protiv pravljenja finansijske obavezanosti za izgradnju takvih veština.
LL@(12793) With the NAO, although the quantity of scarce resources may be significant, the job of the board of experts on the network level is to develop the necessary skills for acting on the network level. => Sa NAO, iako može postojati značajna količina ograničenih resursa, posao stručnog štaba na nivou mreže je da razvije potrebne veštine za delovanje na nivou mreže.
LL@(12794) On the basis of these major arguments we propose the following solutions that summarize the basic proposed relations through all four factors of unpredictability: 1. => Na osnovu ovih glavnih argumenata, nudimo sledeća rešenja koja rezimiraju osnovne predložene odnose kroz sva četiri faktora nepredviđenosti: ~~~ 1.
LL@(12795) Higher inconsistency among the critical factors of unpredictability and a specific form of management (both within the limits of the number of inconsistent factors and scope in which all these factors are inconsistent with the characteristics of forms of management). => Veća nekonzistentnost među kritičnim faktorima nepredviđenosti i poseban oblik upravljanja (oba u granicama broja nekonzistentnih faktora i obima u kome su ovi faktori nekonzistentni sa karakteristikama oblika upravljanja).
LL@(12796) A less favourable solution will be that a specific form of management should be effective, leading either to a total inefficiency of the network, annulment, or a change into a form of management. => Nepovoljnije rešenje bi bilo da poseban oblik upravljanja bude efektivan, vodeći ili sveobuhvatnu neeefikasnost mreže, poništenje, ili promenu u oblik upravljanja. 2.
LL@(12797) 2. ~~~ Shared management of the network will prove to be most effective in achieving the outputs on the network level when the trust is widely spread among the network members (high intensity, decentralised trust), when the number of network participants is relatively small, when the concensus on the objective on the network level is high and the demand for competences on the network level is low. => Podeljeno upravljanje mrežom biće najefektnije za postizanje ishoda na niovu mreže kad je poverenje široko podeljeno između učesnika mreže (visok intenzitet, decentralizovano poverenje), kada je relativno malo učesnika mreže, kada je konsenzus cilja na nivou mreže visok a kada je potreba za kompetnentostima na nivou mreže niska. 3.
LL@(12798) 3. ~~~ The management of the leader organization will be most effective in achieving outcomes on the network level when the trust is narrowly spread among the network members (low intensity, highly centralised trust), when the number of network members is relatively moderate, and when the need for competencies on the network level is moderate. ~~~ 4. => Upravljanje vodeće organizacije biće najefektnije za postizanje ishoda na nivou mreže kada je poverenje usko podeljeno među članovima mreže (nizak intenzitet, visoko centralizovano poverenje), zatim kada je relativno umeren broj učesnika mreže, kada je konsenzus ciljeva na nivou mreže umereno nizak, i kada je potreba za kompetentnostima na nivou mreže umerena. 4.
LL@(12799) The NAO management of the network will be most effective for achieving outputs on the network level when the trust is moderately to very widely spread among the network members (moderate intensity of trust), when there is a moderate to high number of network participants, when the consensus on the objective on the network level is moderately high, and when the need for competences on the network level is high. ~~~ 4. => NAO upravljanje mrežom biće najefektnije za postizanje ishoda na nivou mreže kada je poverenje umereno do veoma rašireno među članovima mreže (umeren intenzitet poverenja), kad postoji umereno do mnogo učesnika mreže, kada je konsenzus cilja na nivou mreže umereno visok, i kada je potreba za kompetentnosti na nivou mreže visok. 4.
LL@(12800) Recommendations for the network management process development The final issue in this work is the network development. => Preporuke za razvoj procesa upravljanja mrežom Finalno pitanje u ovom radu je razvoj mreže.
LL@(12801) We have described the forms of network management, the conditions under which a certain form, if adopted, can be successful, and the tensions inherent to each form. => Mi smo opisali oblike upravljanja mrežom, uslove pod kojima određeni oblik, ukoliko je usvojen, može da bude uspešan, i tenzije koje su inherentne za svaki oblik.
LL@(12802) However, what happens when the need emerges that the forms should be changed? => Ali šta se dešava kada je potrebno da se oblici promene?
LL@(12803) Although there is research about how the network develops over time (Isett and Provan, 2005), these studies focused mainly upon the development of the relationships among networks, not on the development of the forms of management. => Iako postoji istraživanje o tome kako se mreža razvija tokom vremena (Isett and Provan 2005) ove studije su se fokusirale uglavnom na razvoju odnosa između mreža, ne na razvoju oblika upravljanja.
LL@(12804) If there is a discrepancy between the forms of management and one or more critical unpredictabilities we discussed (trust intensity, size, etc.) one option, naturally, for the network to avoid change will be that it will in that case be either contagious or fail. => Ako postoji raskorak između oblika upravljanja i jedne ili više kritičnih nepredviđenosti o kojima smo diskutovali (intenzitet poverenja, veličina, itd.), jedna je opcija, naravno, za mrežu da izbegne promenu, u tom slučaju će jednostavno biti ili infektivna ili će pasti.
LL@(12805) The change in network management is certainly not unavoidable. => Promena u upravljanju mrežom sigurno nije neizbežna.
LL@(12806) An alternative option for the network and its management is to change the structure components and adopt a different form of management. => Alternativna opcija za mrežu i njen menadžment je da promeni strukturne komponente i usvoji drugačiji oblik upravljanja.
LL@(12807) For example, as shared management attracts more and more members (perhaps due to its efficiency), the demands for its structure of management will change. => Na primer, kako podeljeno upravljanje mrežom privlači sve više članova (možda zbog efikasnosti), zahtevi za njenu strukturu upravljanja će se promeniti.
LL@(12808) In that sense, the managers on the network level may struggle with one form of management, which will probably be rather contagious, or they may choose to pass into another form that is consistent with having more participants, and less intensity of the trust relations. => U tom smislu, menadžeri na nivou mreže mogu da se bore sa određenim oblikom upravljanja, što će biti verovatno jako zarazno, ili da pređu u drugi oblik koji je konzistentan sa posedovanjem više učesnika, manjem intenzitetu odnosa poverenja.
LL@(12809) The question is, how can we come to change the network? => Postavlja se pitanje kako doći do promene mreže?
LL@(12810) Are the changes from one form into another equal or is the development inhibited by the structure of the form itself? => Da li su promene iz jednog u drugi oblik jednake ili je raz voj inhibiran strukturom samog oblika?
LL@(12811) It is worth mentioning that here we are talking about the change from one form of management into another, as regards the form the network is in now. => Treba napomenuti da ovde govorimo o promeni iz jednog u drugi oblik upravljanja kao predvidljivoj, u zavisnosti u kom obliku se mreža već nalazi.
LL@(12812) The logics underlying this argument is based upon an inherent flexibility and adaptability of the form itself. => Logika iza ovog argumenta se zasniva na inherentnoj fleksibilnosti i prilagodljivosti samog oblika.
LL@(12813) Shared management is a most flexible and daptable form. => Podeljeno upravljanje je najfleksibilniji i najprilagodljiviji oblik.
LL@(12814) Networks are perfectly capable of retaining their form. => Mreže sigurno mogu da održe svoj oblik.
LL@(12815) In any case, the success of the network should lead towards changes in the unpredictabiliy components we pointed out before (more participants, greater need for competencies on the network level, etc.), demanding change in network management. => U svakom slučaju, uspeh mreže trebalo bi da dovede do promena u komponentama nepredviđenosti koje smo ranije istakli (više učesnika, veća potreba za kompetentnostima na nivou mreže, itd.), zahtevajući promenu u upravljanju mrežom.
LL@(12816) Once the mediation form has been adopted, in any case, the range of choices is reduced. => Kada je jednom usvojen posrednički oblik, u svakom slučaju, raspon izbora je smanjen.
LL@(12817) It is especially when management is established either as a leader organization or as a NAO form that the development into a shared management is uncertain. => Posebno, kada je upravljanje ustanovljeno ili kao vodeća organzacija ili kao NAO oblik, razvoj u podeljeno upravljanje je neizvestan.
LL@(12818) Both the leader organization and the NAO forms are steadier, less flexible forms, with instututionalized leading roles that make the change into the shared management more difficult. => I vodeća organizacija i NAO oblici su stabilniji, manje fleksibilni oblici, sa institucionalizovanim vodećim ulogama koje otežavaju promenu u podeljeno upravljanje.
LL@(12819) Similarly, once the form of the leader organization has been adopted, if the unpredictability factors change, they do it most often in such a way as to create the NAO form as optimal. => Na sličan način, kada je usvojen oblik vodeće organizacije, ako se menjaju faktori nepredividivosti, oni se menjaju najčešće tako da stvaraju NAO oblik kao optimalan.
LL@(12820) The development generally leads from the leader organization to the NAO form, rather than from the leader orgnizationn to shared management. => Razvoj mnogo češće vodi od vodeće organizacije ka NAO obliku, nego od vodeće organizacije ka podeljenom upravljanju.
LL@(12821) In any case, the movement, whether from shared management or from leader organization towards the NAO is a strategic choice, and this is important to know. => To bi trebalo da bude naznačeno, u svakom slučaju, kretanje bilo od podeljenog upravljanja ili vodeće organizacije ka NAO uključuje strateški izbor.
LL@(12822) This means that development is not a simple and natural process that goes on as the change of the unpredictability components. => To znači da razvoj nije jednostavan i prirodan proces koji se odvija kao promena komponenti nepredvidivosti.
LL@(12823) On the contrary, a specific choice must be made by the participants or the manager of the network to move from managing the network of one or more participants to the third type of organization. => Naprotiv, specifičan izbor mora biti napravljen od strane učesnika ili menadžera mreže da iokrenu iz upravljanja mrežom jednog ili više učesnika ka trećoj strani organizacije.
LL@(12824) Finally, when the NAO has been adopted as the most formal of management models, this form includes at least three basic forms for change. => Konačno, kada je NAO usvojen, zato što je najformalniji od modela upravljanja, oblik je najmanje od tri osnovna oblika za promenu.
LL@(12825) Our logic rests, shortly, in the following propositions: 1. => Naša logika je sažeta u sledećim predlozima: ~~~ 1.
LL@(12826) Ensure the sustenance of the network over time, while the management of the network is being changed, which will in turn probably develop into a predictable form, from shared management into a more mediating form, and from the participant management into external management (NAO). => Obezbediti preživljavanje mreže u toku vremena, dok se upravljanje mrežom menja, što će se verovatno razviti u predvidiv oblik iz podeljenog upravljanja u više posrednički oblik i iz upravljanja od strane učesnika u spoljno upravljanje (NAO).
LL@(12827) The development from shared management into a mediating form is more important than that from the mediating form into the shared management. => Razvoj od podeljenog upravljanja u posrednički oblik je značajnije od razvoja iz posredničkog oblika u podeljeno upravljanje.
LL@(12828) Once this has been established, the development from the NAO into another form is uncertain (inertia is strongest when the form of management is more formalized). => Kada je to jednom utvrđeno, razvoj iz NAO u drugi oblik je neizvesan (inercija je najjača kada je oblik upravljanja više formalizovan).
LL@(12829) 5. ~~~ Conclusion This paper presents the research and discussion on managing organizational networks and proposes three basic forms of network management. => Zaključak U ovom radu izneto je ispitivanje i diskusija o upravljanju organizacionim mrežama, i predstavljena su tri osnovna oblika upravljanja mrežom.
LL@(12830) Our intention was to improve the network theory, firstly, by discussing the basic characteristics of each of the management forms; secondly, stating the number of critical components of unpredictability that explain the effectiveness of the management form; thirdly, analysing the inherent tensions in each of the forms and the ways these tensions can be resolved in the context of the network; fourthly, by a research into the development of the network management from one form into another. => Naša namera je bila da unapredimo teoriju o upravljanju mrežom, prvo diskusijom o osnovnim karakteristikama svakog oblika upravljanja; drugo isticanjem broja kritičnih komponenti nepredviđenosti koje objašnjavaju efikasnost oblika upravljanja; treće, diskutovanjem o inherentnim tenzijama u svakom obliku i kako te tenzije mogu biti rešene u kontekstu mreže; i četvrto, istraživanjem razvoja oblika upravljanja mrežom iz jednog u drugi oblik.
LL@(12831) Naturally, we do not deny that the network effectiveness may partly be the function of the activity of individual network participants, not that individual participants may gain advantage from the participation network, regardless of the form of management. => Svakako da ne poričemo da efektnost mreža može delom biti u funkciji akcija invididualnih učesnika mreže, ili da individualni učesnici mogu da dobiju prednost iz mreže učešća, bez obzira na oblik upravljanja.
LL@(12832) Our major argument is that, when we focus upon collectively generated outputs on the network level, the adopted form of network management and the respective management tensions are critical for explaining the network effectiveness. => Osnovni argument je da kada se fokusiramo na kolektivno generisane ishode na nivou mreže, usvojeni oblik upravljanja mrežom i menadžment tenzija koje se odnose na taj oblik je kritičan za objašnjavanje efektnosti mreže.
LL@(12833) An issue that merits further attention is the importance of development. => Pitanje koje zaslužuje buduću pažnju je važnost razvoja.
LL@(12834) The importance of development was discussed in general, however, empirical research and future contemplations are something yet to be done. => Diskutovali smo o važnosti razvoja uopšteno, ali empirijska istraživanja kao i buduća razmišljanja su nešto što sledi.
LL@(12835) For example, in the absence of mandate, how do the forms of network management start, in the first place? => Na primer, ako nema mandata, kako oblici upravljanja mrežom počinju na prvom mestu?
LL@(12836) And when they do start, which are the factors that contribute to the tendency of some forms to change faster than others? => I kada počnu, koji faktori mogu da doprinesu tendenciji nekih oblika da se promene brže od drugih?
LL@(12837) In other words, are some forms more resistant to change in given components of unpredictability, and in which way is the process of change resolved? => Drugim rečima, da li su određeni oblici otporniji na promene u određenim komponentama nepredvidivosti, i kako se rešava proces promene?
LL@(12838) Systemic research into the network development is necessary, with special focus upon the manner in which the public network management occurs (mandate or choice) as well as upon the manner it changes over time. => Sistematska istraživanja o razvoju mreža su potrebna, fokusirajući se posebno kako dolazi do upravljanja javnim mrežama (mandatom ili izborom), i kako se menja tokom vremena.
LL@(12839) Finally, although we primarily focused on explaining the impact of management forms upon the network efficiency, the efficiency itself has so far been solved only in a general sense. => Konačno, iako smo se primarno fokusirali na objašnjavanju uticaja oblika upravljanja na efikasnost mreže, efikasnost sama po sebi je rešena samo na uopšten način.
LL@(12840) Research and further theorising on network management should continue to resolve the efficiency as a multidimansional variable. => Istraživanje i dalje teoretisanje o upravljanju mrežom može ići napred, rešavajući efikasnost kao multidimenzionalnu promenljivu.
LL@(12841) For example, one form of management may produce positive outcomes for some types of outcomes, such as community planning; however, not for others, such as better services. => Na primer, može biti da jedan oblik upravljanja može proizvoditi pozitivne ishode za neke vrste ishoda, kao planiranje zajednice, ali ne za druge, kao bolje servise.
LL@(12842) Hence, it could be possible to work backwards, predicting a form of network based on the type of outcomes chieved. => Na osnovu toga, može biti moguće raditi unazad, predviđajući oblik mreže baziran na vrsti ishoda koji je dobijen.
LL@(12843) The capacity would be of specific interest to those who try to investigate into and understand the functioning of illegal networks (Raab and Milward, 2003). => Kapacitet bi bio posebno atraktivan onima kojim pokušavaju da ispitaju i razumeju rad ilegalnih mreža (Raab and Milward 2003).
LL@(12844) If the form of the network could be concluded from the outcome achieved, a more effective strategy of intervention could be designed. => Ako bi oblik mreže bio zaključen iz dostignutog ishoda, onda bi mogla biti osmišljena efektivnija interventna strategija.
LL@(12845) The work also has some practical implications. => Rad ima i praktične implikacije.
LL@(12846) From the policy aspect, it should be clear that the selection of management forms, either through the mandate or through financial incentives, may carry critical implicationsfor the efficiency of the entire network. => Iz perspektive politike, trebalo bi da bude jasno da selekcija oblika upravljanja, bilo kroz mandat ili finansijskih podsticaja, mogu da imaju kritične implikacije za efikasnost sveobuhvatne mreže.
LL@(12847) From the aspect of management, on the other hand, our work proves that an effective network management requires that both demands of the network, internal and external, be identified and responded to in selecting the management form and in resolving the tensions emerging as part of this form. => Iz perspektive menadžmenta, naš rad pokazuje da efektivan menadžment mreže zahteva potrebu da se prepozna i odgovori na oba zahteva mreže, i interni i eksterni, pri odabiru oblika upravljanja i rešavanju tenzija koje se javljaju kao deo tog oblika.
LL@(12848) The paper is also an attempt to stimulate fresh thinking about how networks can be studied in the future. => Rad predstavlja i pokušaj da se stimuliše sveže razmišljanje o tome kako mreže mogu da budu proučavane u budućnosti.
LL@(12849) A challenge for the researchers will be to broaden the focus, depart from describing the activity and behaviour of the network or focusing upon how organizations function within networks. => Izazov za istraživače će biti u širenju njihovog fokusa, udaljavajući se od opisivanja aktivnosti i ponašanja mreže, ili fokusirajući se na to kako organizacije funkcionišu unutar mreža.
LL@(12850) The researchers will need to study all networks in more detail, including the manner in which they are managed. => Istraživači će imati potrebe da ispitaju detaljnije sve mreže, uključujući i kako se njima upravlja.
LL@(12851) A large comparative scale on networks is to be created in the future, on the basis of the studies of numerous types of networks over the range of various management forms. => Velika komparativna skala studija o mrežama biće u budućnosti napravljena, ispitujući mnogo vrsta mreža kroz raspon različitih oblika upravljanja.
LL@(12852) As regards the cost and the complexity of such a research, it will in any case be reasonable to encourage a cumulative accrual of knowledge on the basis of manyfold studies on networks, that examine different forms of management in more detail. => U pogledu troška i kompleksnosti vođenja ovakvog istraživanja, u svakom slučaju može biti razumno za ohrabrenje kumulativne izgradnje znanja na osnovu višestrukih studija o mrežama koje ispituju različite oblike upravaljanja na detaljniji način.
LL@(12853) Some researh has already been carried out, however, the accumulation of facts is not yet evident. => Neka od istraživanja su već sprovedena, ali akumulacija činjenica nije još očigledna.
LL@(12854) It is our hope that this paper will stimulate that process. => Nadamo se da će ovaj rad stimulisati taj proces.
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LL@(12867) Network dynamics and field evolution: The growth of interorganizational collaboration in the life sciences. => Network dynamics and field evolution: ~~~ The growth of interorganizational collaboration in the life sciences.
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LL@(12869) Š5Ë Salancik, Gerald. => Š5Ë Salancik, Gerald.
LL@(12870) 1995. => 1995.
LL@(12871) Wanted: A good theory of network organization. => Wanted: ~~~ A good theory of network organization.
LL@(12872) Administrative Science Quarterly 40:3459. => Administrative Science Quarterly 40:3459.
LL@(12873) Š6Ë Agranoff, Robert, and Michael McGuire. => Š6Ë Agranoff, Robert, and Michael McGuire.
LL@(12874) 2003. => 2003.
LL@(12875) Collaborative public management: New strategies for local governments Washington, DC: Georgetown Univ. Press. => Collaborative public management: ~~~ New strategies for governments Washington, DC: ~~~ Georgetown Univ.
LL@(12876) Š7Ë Kenis, Patrick, and Keith G. Provan. => Press. local Š7Ë Kenis, Patrick, and Keith G. Provan.
LL@(12877) 2006. => 2006.
LL@(12878) The control of public networks. => The control of public networks.
LL@(12879) International Public Management Journal 9:22747. => International Public Management Journal 9:22747.
LL@(12880) Š8Ë Provan, Keith G., Amy Fish, and Joerg Sydow. => Š8Ë Provan, Keith G., Amy Fish, and Joerg Sydow.
LL@(12881) 2007. => 2007.
LL@(12882) Interorganizational networks at the network level: A review of the empirical literature on whole networks. => Interorganizational networks at the network level: ~~~ A review of the empirical literature on whole networks.
LL@(12883) Journal of Management 33:479516. => Journal of Management 33:479516.
LL@(12884) Š9Ë Chaskin, Robert J., Prudence Brown, Sudhir Venkatesh, and Avis Vidal. => Š9Ë Chaskin, Robert J., Prudence Brown, Sudhir Venkatesh, and Avis Vidal.
LL@(12885) 2001. => 2001.
LL@(12886) Building community capacity New York: Aldine de Gruyter. => Building community capacity New York: ~~~ Aldine de Gruyter.
LL@(12887) Š10Ë Venkatraman, N., and Chengteh Lee. => Š10Ë Venkatraman, N., and Chengteh Lee.
LL@(12888) 2004. => 2004.
LL@(12889) Preferential linkage and network evolution: A conceptual model and empirical test in the U.S. video game sector. => Preferential linkage and network evolution: ~~~ A conceptual model and empirical test in the U.S. video game sector.
LL@(12890) Academy of Management Journal 47:87692 Š11Ë Gerlach, Michael L. 1992. => Academy of Management Journal 47:87692 Š11Ë Gerlach, Michael L. 1992.
LL@(12891) Alliance capitalism: Š21Ë McEvily, Bill, and Akbar Zaheer. => Alliance capitalism:
LL@(12892) 2004. ~~~ The social organization of Japanese business Berkeley, CA: University of California Press. => The social organization of Japanese business Berkeley, CA: ~~~ University of California Press.
LL@(12893) Š12Ë Uzzi, Brian. => Š12Ë Uzzi, Brian.
LL@(12894) 1999. => 1999.
LL@(12895) Embeddedness in the making of financial capital: How social relations and networks benefit firms seeking financing. => Embeddedness in the making of financial capital: ~~~ How social relations and networks benefit firms seeking financing.
LL@(12896) American Sociological Review 64:481505. => American Sociological Review 64:481505.
LL@(12897) Š13Ë Inzerilli, Giorgio. => Š13Ë Inzerilli, Giorgio.
LL@(12898) 1990. => 1990.
LL@(12899) The Italian perspective: Flexible organization and social management. => The Italian perspective: ~~~ Flexible organization and social management.
LL@(12900) International Studies of Management and Organization 20:621. => International Studies of Management and Organization 20:621.
LL@(12901) Š14Ë Lazerson, Mark. => Š14Ë Lazerson, Mark.
LL@(12902) 1995. ~~~ A new phoenix? => 1995. A new phoenix?
LL@(12903) Modern putting-out in the Modena knitwear industry. => Modern putting-out in the Modena knitwear industry.
LL@(12904) Administrative Science Quarterly 40:3459. => Administrative Science Quarterly 40:3459.
LL@(12905) Š15Ë Jones, Candace, and Robert J. DeFillippi. => Š15Ë Jones, Candace, and Robert J. DeFillippi.
LL@(12906) 1996. => 1996.
LL@(12907) Back to the future in film: Combining industry and self-knowledge to meet career challenges of the 21st century. => Back to the future in film: ~~~ Combining industry and self-knowledge to meet career challenges of the 21st century.
LL@(12908) Academy of Management Executive 10 (4): 89104. => Academy of Management Executive 10 (4):
LL@(12909) Architects of trust: The role of network facilitators in geographical clusters. => 
LL@(12910) In Trust and distrust in organizations, ed. R. Kramer and K. Cook, 189213. => 
LL@(12911) New York: Russell Sage Foundation. => 
LL@(12912) Š22Ë Provan, Keith G., and H. Brinton Milward.. => 
LL@(12913) 2004. ~~~ Cooperation and compromise: A network response to conflicting institutional pressures in community mental health. => 
LL@(12914) Nonprofit and Voluntary Sector Quarterly 33:489514. => 
LL@(12915) Š23Ë Evan, William M., and Paul Olk. => 
LL@(12916) 1990. ~~~ R&D con sortia: A new U.S. organizational form. => 
LL@(12917) Sloan Management Review 31:3746. => 
LL@(12918) Š24Ë ŠËFaerman, Sue R., David P. McCaffrey, and David van Slyke. => 
LL@(12919) 2001. ~~~ Understanding interorganizational cooperation: Public-private collaboration in regulating financial market innovation. => 
LL@(12920) Organization Science 12:37288. => 
LL@(12921) Š25Ë Burn, Shawn M. 2004. => 
LL@(12922) Groups: Theory and prac Š16Ë Weiner, Bryan J., and Jeffrey A. Alexander. => 89104. Š16Ë Weiner, Bryan J., and Jeffrey A. Alexander.
LL@(12923) 1998. tice Toronto, Ontario: Thomson-Wadsworth. => 1998.
LL@(12924) The challenges of governing public-private community health partnerships. => The challenges of governing public-private community health partnerships.
LL@(12925) Health Care Management Review 23 (2): 3955. => Health Care Management Review 23 (2):
LL@(12926) Š17Ë Teisman, Geert R., and Erik-Hans Klijn. => 3955. Š17Ë Teisman, Geert R., and Erik-Hans Klijn.
LL@(12927) 2002. => 2002.
LL@(12928) Partnership arrangements: Governmental rhetoric or governance scheme? => Partnership arrangements: ~~~ Governmental rhetoric or governance scheme?
LL@(12929) Public Administration Review 62:197205. => Public Administration Review 62:197205.
LL@(12930) Š18Ë Graddy, Elizabeth A., and Bin Chen. => Š18Ë Graddy, Elizabeth A., and Bin Chen.
LL@(12931) 2006. => 2006.
LL@(12932) Influences on the size and scope of networks for social service delivery. => Influences on the size and scope of networks for social service delivery.
LL@(12933) Journal of Public Administration Research and Theory 16:53352. => Journal of Public Administration Research and Theory 16:53352.
LL@(12934) Š19Ë Human, Sherrie E., and Keith G. Provan. => Š19Ë Human, Sherrie E., and Keith G. Provan.
LL@(12935) 2000. => 2000.
LL@(12936) Legitimacy building in the evolution of small-firm networks: A comparative study of success and demise. => Legitimacy building in the evolution of small-firm networks: ~~~ A comparative study of success and demise.
LL@(12937) Administrative Science Quarterly 45:32765. => Administrative Science Quarterly 45:32765.
LL@(12938) Š20Ë Koza, Mitchell P., and Arie Y. Lewin. => Š20Ë Koza, Mitchell P., and Arie Y. Lewin.
LL@(12939) 1999. => 1999.
LL@(12940) The coevolution of network alliances: A longitudinal analysis of an international professional service network. => The coevolution of network alliances: ~~~ A longitudinal analysis of an international professional service network.
LL@(12941) Organization Science 10:63853. => Organization Science 10:63853.
LL@(12942)  => Š21Ë McEvily, Bill, and Akbar Zaheer. ~~~ 2004.
LL@(12943)  => Architects of trust:
LL@(12944)  => The role of network facilitators in geographical clusters.
LL@(12945)  => In Trust and distrust in organizations, ed.
LL@(12946)  => R. Kramer and K. Cook, 189213.
LL@(12947)  => New York:
LL@(12948)  => Russell Sage Foundation.
LL@(12949)  => Š22Ë Provan, Keith G., and H. Brinton Milward.. ~~~ 2004.
LL@(12950)  => Cooperation and compromise:
LL@(12951)  => A network response to conflicting institutional pressures in community mental health.
LL@(12952)  => Nonprofit and Voluntary Sector Quarterly 33:489514.
LL@(12953)  => Š23Ë Evan, William M., and Paul Olk.
LL@(12954)  => 1990. R&D consortia:
LL@(12955)  => A new U.S. organizational form.
LL@(12956)  => Sloan Management Review 31:3746.
LL@(12957)  => Š24Ë ŠËFaerman, Sue R., David P. McCaffrey, and David van Slyke. ~~~ 2001.
LL@(12958)  => Understanding interorganizational cooperation:
LL@(12959)  => Public-private collaboration in regulating financial market innovation.
LL@(12960)  => Organization Science 12:37288.
LL@(12961)  => Š25Ë Burn, Shawn M. 2004.
LL@(12962)  => Groups:
LL@(12963)  => Theory and prac tice Toronto, Ontario:
LL@(12964)  => Thomson-Wadsworth.
LL@(12965) Š26Ë Van de Ven, Andrew H. 1976. => Š26Ë Van de Ven, Andrew H. 1976.
LL@(12966) On the nature, for mation, and maintenance of relations among organizations. => On the nature, formation, and maintenance of relations among organizations.
LL@(12967) Academy of Management Review 1:2436 Š27Ë Monge, Peter R., and Noshir S. Contractor. => Academy of Management Review 1:2436 Š27Ë Monge, Peter R., and Noshir S. Contractor.
LL@(12968) 2003. => 2003.
LL@(12969)  => Theories of communication networks New York:
LL@(12970) Theories of communication networks New York: Oxford Univ. Press Š28Ë Graddy, Elizabeth A., and Bin Chen. => Oxford Univ. ~~~ Press Š28Ë Graddy, Elizabeth A., and Bin Chen.
LL@(12971) 2006. => 2006.
LL@(12972) Influences on the size and scope of networks for social service delivery. => Influences on the size and scope of networks for social service delivery.
LL@(12973) Journal of Public Administration Research and Theory 16:53352. => Journal of Public Administration Research and Theory 16:53352.
LL@(12974) Š29Ë Isett, Kimberley R., and Keith G. Provan. => Š29Ë Isett, Kimberley R., and Keith G. Provan.
LL@(12975) 2005. => 2005.
LL@(12976) The evolution of interorganizational network relationships over time: Does sector matter? => The evolution of interorganizational network relationships over time: ~~~ Does sector matter?
LL@(12977) Journal of Public Administration Research and Theory 15:14965. => Journal of Public Administration Research and Theory 15:14965.
LL@(12978) Š30Ë Raab, Joerg, and H. Brinton Milward. => Š30Ë Raab, Joerg, and H. Brinton Milward.
LL@(12979) 2003. => 2003.
LL@(12980) Dark networks as problems. => Dark networks as problems.
LL@(12981) Journal of Public Administration Research and Theory 13:41339 Risks of Project Financing UDC: 005.334:005.8 ; 336.581 Benković Slađana1 , Miloš Milosavljević1 1Faculty of Organizational Sciences, Belgrade Project financing is a model of financing the projects based on the analysis of the feasibility of the project itself, since only the projects whose generated money inflow from the project is high enough to allow for the repay of invested funds are considered eligible. => Journal of Public Administration Research and Theory 13:41339 Rizici projektnog finansiranja UDK: ~~~ 005.334:005.8 ; 336.581 Benković Slađana1 , Miloš Milosavljević1 1Fakultet organizacionih nauka u Beogradu Projektno finansiranje je takav modalitet finansiranja projekata koji se zasniva na analizi opravdanosti samog projekta, budući da se smatraju prihvatljivim samo projekti kod kojih je generisani priliv novčanog toka projekta dovoljno visok da omogućava otplatu investiranih sredstava.
LL@(12982) Consequently, the contracting followed by the project financing has to meet mutual interests of various parties, and therefore the expected economic return from each participant is in proportion with the risk they bear in the project execution process. => Shodno tome, ugovaranje koje prati projektno finansiranje treba da zadovolji zajedničke interese različitih strana, te je i očekivani ekonomski prinos svakog učesnika u srazmeri sa rizikom koji nosi prilikom realizacije projekta.
LL@(12983) Hence a successful project financing analysis is said to be based on the examination of all the risks that the project carries during its life cycle. ~~~ This paper but points out these risks. => Zato se obično kaže, da je uspešna analiza projektnog finansiranja zasnovana na razmatranju svih rizika sa kojima se projekat nosi tokom svog života, te se radom ukazuje na njih. 1.
LL@(12984) 1. ~~~ Introduction Project financing is a specific type of financing, that is, a financing technique especially suitable in the execution of infrastructure and industrial projects. => Uvod Projektno finansiranje je specifičan oblik finansiranja, odnosno tehnika finansiranja prevashodno pogodna za realizaciju infrastrukturnih i industrijskih projekata.
LL@(12985) It is a complex procedure by which the lender (investor) expects the loaned funds to be paid back exclusively from the returns the infrastructure project generates, where a large share of borrowed money, as well as inadequate financial reasults threaten to endanger the sustainability of the infrastructure project. => Reč je o složenom postupku kojim zajmodavac (odnosno investitor) očekuje otplatu pozajmljenih sredstava isključivo od priliva koje infrastrukturni projekat generiše, pri čemu visok udeo pozajmljenih sredstava, kao i neadekvatni finansijski rezultati mogu ugroziti održivost infrastrukturnog projekta.
LL@(12986) Hence an adequate risk allocation is considered to be a key part of a quality project finance. => Zbog toga je adekvatna raspodela rizika ključni deo kvalitetnog projektnog finansiranja.
LL@(12987) In the area of finance, risk is defined as a possibility that the return on investments differs from that expected. => U oblasti finansija, rizik se definiše kao mogućnost da prinos na investicije bude drugačiji od očekivanog.
LL@(12988) In the project finance, the risk includes the impacts of a large number of factors that may affect the project execution success. => U projektnom finansiranju, rizik predstavlja delovanje velikog broja faktora koji mogu uticati na uspeh realizacije projekta.
LL@(12989) It is for this reason that risk identification, the assessment of risks and risk allocation among the project participants, as well as risk extenuation are the key activities in the project finance. => Zato su identifikacija rizika, njihova analiza i raspodela između učesnika projekta, kao i ublažavanje, ključne aktivnosti projektnog finansiranja. 2.
LL@(12990) 2. ~~~ Risks in project financing A successful project finance analysis is based upon the assessment of all the risks the project bears during its economic life cycle. => Rizici projektnog finansiranja Uspešna analiza projektnog finansiranja zasnovana je na razmatranju svih rizika sa kojima se projekat nosi tokom svog ekonomskog života.
LL@(12991) Risk is the basic factor in project finance since it is deemed responsible for unexpected changes related to paying the project expenses, debt servicing and payment of dividends to the shareholders (owners). => Rizik je osnovni faktor u projektnom finansiranju budući da je odgovoran za neočekivane promene vezane za izmirenje troškova projekta, servisiranje duga i isplatu dividende akcionarima (vlasnicima).
LL@(12992) The money flow can also be affected by certain types of risks, hence, if these risks are not adequately anticipated and if an adequate protection from risks is not provided, the losses are possible. => Novčani tok takođe može biti pod udarom određenih vrsta rizika, te ukoliko ti rizici nisu adekvatno anticipirani, i izvršena adekvatna zaštita od rizika, mogući su gubici.
LL@(12993) More precisely, if there is not enough cash, it is not possible to pay to the creditors, and the project becomes technically problematic too. => Preciznije, ukoliko nema dovoljno gotovine, nije moguće isplatiti kreditore, te je projekat i tehnički problematičan.
LL@(12994) Therefore the financial plan of the project should be designed in such a manner that it selects those among the available fi nancial options that minimize the risk, adjusting the financial expenses to the conditions of offer and demand on the global capital market. => Shodno tome, finansijski plan projekta trebao bi biti tako dizajniran da od raspoloživih finansijskih opcija bira one, koje minimiziraju rizik, podešavajući pri tome finan sijske troškove u skladu sa postojećim uslovima ponude i tražnje na globalnom tržištu kapitala.
LL@(12995) Š5Ë It is for this reason that the largest amount of time spent in designing the project is devoted to the assessment of project risks that may emerge during the projects life cycle. => Š5Ë To je razlog zašto se najveći deo vremena vezanog za dizajniranje projekta posvećuje analizi rizika projekta koji se mogu pojaviti tokom životnog veka projekta.
LL@(12996) More precisely, the focus is upon defining the solutions that may be used to limit or eliminate any risk. => Tačnije, glavni akcenat je na definisanju rešenja koja mogu biti korišćena u cilju ograničenja, odnosno eliminisanja uticaja svakog rizika.
LL@(12997) Risk assessment is conducted prior to undertaking the project finance process. => Analizi rizika pristupa se pre, i nego li se uđe u proces finansiranja projekta.
LL@(12998) The modern approach to decision making is characterised by making decisions on the basis of quantitative results that include the cost-benefit analysis or computing the critera of net present value. => Savremenom pristupu odlučivanja svojstveno je donošenje odluka na osnovu kvantitativnih rezultata koji uključuju analizu troškova i koristi (cost-benfit analizu) ili izračunavanje kriterijuma neto sadašnje vrednosti.
LL@(12999) Such an attitude means the implementation of the assumption on perfect certainty in the future, which is rather naive as the analysts are rarely willing to cope with anything that comes after the distribution of probabilities related to the uncertainty of events in the future. => Taj stav podrazumeva korišćenje pretpostavke o perfektnoj izvesnosti u budućnosti, što je prilično naivno budući da ukazuje na činjenicu da analitičari najčešće nisu spremni da se nose sa bilo čime što dolazi nakon distribucije verovatnoća vezanih za neizvesnost događaja u budućnosti.
LL@(13000) By far more sophisticated is the approach of the analysts who are ready to acknowledge the problems related to determining the probability of certain events, but do not know how to incorporate them into their analysis. => Daleko je više sofisticiran pristup analitičara koji su spremni prihvatiti probleme vezane za određivanje verovatnoće određenih događaja, ali ne znaju kako da ih inkorporiraju u svoju analizu.
LL@(13001) All the above mentioned stress the fact that risk can be explained in a concrete way, however uncertainty cannot. => Sve prethodno ukazuje na činjenicu da se rizik može konkretno objasniti, ali neizvesnost ne može.
LL@(13002) Š7Ë The project financing risk identification and assessment refer to evaluation of various ownership-related rights that result from complex legal and financial structures of the project participants, such as sponsors, construction creditors, permanent creditors, contractors, constructors, owners of technology, suppliers and exporters. => Š7Ë Identifikacija i procena rizika projektnog finansiranja, se odnose na vrednovanje različitih prava vezanih za vlasništvo, koja proizilaze iz kompleksnih pravnih i finansijskih struktura učenika u projektu, kao što su sponzori, kreditori izgradnje, stalni kreditori, ugovarači, izvođači, vlasnici tehnologije, dobavljači i izvoznici.
LL@(13003) Each participant has a different task in the project execution, hence their engagement carries a different level of risk each; i.e., each participant may view the prospects and the characteristics of the proj ect differently and assess the risk subjectively. => Svaki učenik ima različit zadatak u realizaciji projekta i shodno tome njegov angažman nosi i različit nivo rizika, odnosno svaki učesnik može videti perspektivu i karakteristike projekta drugačije i subjektivno oceniti rizik.
LL@(13004) Š14Ë Project finance makes it possible to allocate risk and returns in a considerably more efficient way compared to the direct (corporate) method of financing. => Š14Ë Projektnim finansiranjem je moguće alocirati rizik i povraćaj znatno efikasnije nego direktnim (korporativnim) načinom finansiranja.
LL@(13005) Š1Ë The project finance arrangements may be designed in such a way that they allocate the risk among the partici pants in the project execution in such a manner that each of them is satisfied (i.e., at lowest expenses). => Š1Ë Aranžmani vezani za projektno finansiranje mogu biti tako dizajnirani da alociraju rizik među učesnicima realizacije projekta na takav način da su svi zadovoljni (odnosno sa najnižim tro škovima).
LL@(13006) So the construction companies cope with the project execution related risk, the raw material suppliers cope exclusively with the risk related to supplies, the customers count with the price-related risk, etc. => Tako se konstrukciona preduzeća nose sa rizikom vezanim za realizaciju projekta, dobavljači sirovina se nose isključivo sa rizikom vezanim za nabavke, kupci se nose sa rizikom vezanim za cenu i slično.
LL@(13007) Š4Ë contractors Material and power suppliers entrepreneur (product/service purchaser) constructors construction risk technology risk Material and power supply risk Entrepreneurs risk Project guidance and maintenance risk Contract on construction works Contract on material and power supply Entrepreneur s contract Contract on project guidance and PROJECT COMPANY Debt/capital ratio debt collaterals / insurance Other project risks International sponsor International financing institutions Political risk/ state risk Export supporting multilateral agencias Figure 1. => Š4Ë Slika 1.
LL@(13008) A usual risk allocation structure in project finance Š13Ë A common mistake in risk allocation is leaving too big a scope of risk with the project company, which, due to being highly indebted, is not in a position to bear a high level of risk. => - Uobičajena struktura raspodele rizika u projektnom finansiranjuŠ13Ë Česta greška prilikom raspodele rizika je ostavljanje prevelikog obima rizika projektnom preduzeću, koje zbog visokog obima zaduženosti nije u mogućnosti da snosi visok nivo rizika.
LL@(13009) On the other hand, transferring the entire risk from the project company to the other participants in the project is not feasible, since these participants may decide to take over a larger part of risk, but simultaneously expect a higher rate of capital returns, which the financial construction of the project could barely allow. ~~~ 3. => Sa druge strane, prebacivanje celokupnog rizika sa projektnog preduzeća na ostale učesnike u projektu nije izvodljivo, pošto će ostali učesnici ukoliko budu želeli, preuzeti veći deo rizika na sebe, i istovremeno očekivati višu stopu povraćaja kapitala, što se ne bi uklopilo u finansisku konstrukciju projekta. 3.
LL@(13010) Project finance risk classification There is a number of risk classifications in project finance. => Klasifikacija rizika projektnog finansiranja Postoji više klasifikacija rizika u projektnom finansiranju.
LL@(13011) One alternative is offered by the Standard & Poor classification which assesses the project finance risk in six steps: assessment of financial and operational contracts, analysis of technology factors, analysis of the project market position, rating the risk the partners bring to the project, the analysis of the legal structure of the project and the assessment of the financial risks that may impact the project execution. => Jednu od alternativa nudi Standard & Poor klasifikacija, koja rizik u projektnom finansiranju procenjuje u šest koraka: procena finansijskih i operativnih ugovora, analiza tehnoloških faktora, analiza tržišne pozicije projekta, određivanje rizika koji partneri predstavljaju za projekat, analiza pravne strukture projekta i procena finansijskih rizika koji bi mogli uticati na realizaciju projekta.
LL@(13012) Š17Ë The Moodys analysis includes economic, construction, operational, technological, legal, political and regulatory risks. => Š17Ë Moodys analiza rizika obuhvata: ekonomski, konstrukcioni, operativni, tehnološki, pravni, politički i regulatorni rizik.
LL@(13013) Š16Ë According to Tinsley, risks in project finance are classified as: operational risk (technological, cost-related risk and management-related risk), risk of participants, the project completion risk, the risk related to material and energy supplies, market risk, infrastructure risk, environmental risk, political risk, the force majeure risk, currency risk, engineering risk, union-related risk, interest payment risk and legal risk. => Š16Ë Prema Tinsley, rizici su klasifikovani u projektnom finansiranju kao: operativni (tehnološki, rizik vezan za troškove i rizik vezan za menadžment), rizik učesnika, rizik završetka projekta, rizik vezan za snabdevanje materijalom i gorivom, tržišni, infrastrukturni, rizik okruženja, politički, rizik više sile, valutni, inženjerski, sindikalni, kamatni i pravni rizik.
LL@(13014) Š12Ë Grimsey and Lewis list nine types of risk all infrastructure projects are faced with: technical risk, construction risk, operational risk, inclome-earning risk, financial risk, the force majeure risk, political risk, environmental risk and failure in project execution that can be a result of previously mentioned risks. => Š12Ë Grimsey i Lewis navode devet rizika sa kojima se suočavaju svi infrastrukturni projekti: tehnički rizik, konstrukcioni rizik, rizik poslovanja, rizik ostvarenja prihoda, finansijski rizik, rizik više sile, politički rizik, rizik okruženja i neuspeh realizacije projekta, koja može nastati kao posledica prethodnih rizika.
LL@(13015) Š10Ë Perhaps the most clearly put classification is the one that classes risks into three groups, i.e., commercial, financial and political risks Š15Ë, hence it is according to this classification that the specific features of project finance risks will be explained, which is simultaneously the subject of this paper. => Š10Ë Klasifikacija rizika koja je možda najpreglednija, razvrstava rizike u tri grupe, na komercijalne, finansijske i političke rizikeŠ15Ë, te će prema njoj biti prikazane specifičnosti rizika u okviru projektnog finansiranja, što je istovremeno i tema ovog rada. 3.
LL@(13016) Are the prospective buyers of these products/serv ices financially eligible enough to purchase them? => 
LL@(13017) Do other players on the market encounter any spe cific troubles? => 
LL@(13018) Are the prices offered by the constructor and the material and power supplier realistic enough? => 
LL@(13019) Are there any factors that might hinder the normal operation of the project in the effectuation period? => 
LL@(13020) 3.1. ~~~ Commercial risks b) Project completion risk Commercial risks refer to the project itself, i.e., to the impact of internal factors upon the project execution. => Komercijalni rizici Komercijalni rizici se odnose na sam projekat, odnosno na uticaj unutrašnjih faktora na realizaciju projekta.
LL@(13021) The project is exposed to risk both in the construction and in the operational (effectuation) phases. => Projekat je izložen riziku i u fazi izgradnje i u operativnoj fazi (periodu efektuiranja).
LL@(13022) The innitial frame in the commercial risk analysis is the analysis of the project appropriateness, that is, the opportunity that the product or service be effectively realized on the market. => Polazni okvir prilikom analize komercijalnih rizika je razmatranje svrsishodnosti projekta, odnosno mogućnosti da se proizvod ili usluga projekta uspešno realizuju na tržištu.
LL@(13023) Another important issue is whether the project can be completed in a defined space of time and within the projected budget and which are the factors this can be affected by. => Drugo značajno pitanje je da li projekat može biti završen u predviđenom roku i u okviru predviđenog budžeta i koji faktori mogu uticati na to.
LL@(13024) This part of the analysis is related to the project construction period. => Ovaj deo analize se odnosi na period izgradnje projekta.
LL@(13025) The most important issue in the operational phase is whether the revenues will be sufficient to ensure a continuous repayment of loaned assets and the expected returns rate on the capital invested. => Tokom operativne faze najvažnije pitanje je da li će prihodi biti dovoljni da obezbede kontinuirani povraćaj pozajmljenih sredstava i očekivanu stopu prinosa na uložena sredstva.
LL@(13026) The commercial risk assessment also includes the analysis of the impact of the force majeure factors upon the project, as well as the issues dealing with environmental protection. => Analiza komercijalnih rizika obuhvata i razmatranje uticaja faktora više sile na projekat, kao i pitanja koja se tiču zaštite životne sredine.
LL@(13027) Hence the commercial risk assessment incorporates the following aspects: the project appropriateness analysis, the project completion risk, the environmental protection risk, the operational risk, the income risk, the material and power supply risk, the force majeure risk and the project contracts adjustment risk. => Prema tome, analiza komercijanih rizika obuhvata sledeće aspekte: razmatranje svrsishodnosti projekta, rizik završetka projekta, rizik zaštite životne sredine, operativni rizik, rizik prihoda, rizik snadbevanja sirovinama i energentima, rizik više sile i rizik usaglašenosti projektnih ugovora.
LL@(13028) Š15Ë The project completion risk refers to the construction phase and is basically related to the monetary and technical aspects of the project. => Š15Ë Da li su cene izvođača radova i dobavljača ma terijala i energenata realne? Da li postoji neki faktor koji bi ometao normalno funkcionisanje projekta, u periodu njegovog efektuiranja? b) Rizik završetka projekta Rizik završetka projekta odnosi se na fazu izgradnje, i u osnovi se odnosi na monetarni i tehnički aspekt projekta.
LL@(13029) The monetary element of the project completion analyses the options as to whether the risk is a) higher in comparison with that projected by the inflation rate, the assets available, the unpredicted delays related to the project execution, or b) lower that the anticipated price related to products or services the project is to provide, that is, lower for the projected returns rate. => Monetarni element završetka projekta razmatra opcije da li je rizik a) viši u odnosu na onaj koji je predviđen stopom inflacije, raspoloživim kapitalom, nepredviđenim odlaganjima vezanim za realizaciju projekta, odnosno da li je rizik b) niži od očekivane cene vezane za proizvode, odnosno usluge koje projekat treba da obezbedi, odnosno niži za projektovanu stopu povraćaja.
LL@(13030) Š6Ë A successful project execution in the construction phase means that the project should be completed in the planned space of time, according to the specifications stipulated and within the planned budget. => Š6Ë Uspešna realizacija projekta, u fazi izgradnje, podrazumeva da projekat bude završen u predviđenom roku, prema predviđenim specifikacijama i u okviru planiranog budžeta.
LL@(13031) The project completion risk analysis includes the analysis of the internal factors that may impact the project execution in the construction phase. => Analiza rizika završetka projekta obuhvata analizu unutrašnjih faktora čije dejstvo može uticati na realizaciju projekta u fazi izgradnje.
LL@(13032) Important components in this risk group refer to: project acquisition risk, the required leases provision risk, the contractor selection risk, the risk of exceeding projected costs, revenues during the construction period, postponing the project construction completion, inadequate project performance and the third party risk. => Važne komponente ove grupe rizika odnose se na: rizik akvizicija projekta, rizik obezbeđivanja neophodnih dozvola, rizik izbora izvođača radova, rizik prekoračenja predviđenih troškova, prihodi u periodu izgradnje, odlaganje završetka izgradnje projekta, neadekvatne performanse projekta i rizik treće strane.
LL@(13033) The other important element connected to the project completion risk deals with the technical process incorporated in the project itself. => Drugi važan element vezan za rizik završetka projekta odnosi se na tehnički proces koji je inkorporiran u sam projekat.
LL@(13034) Š6Ë a) Risk appropriateness c) Environmental protection risk The first step in the analysis of any project is the assessment of its commercial potential, that is, the appropriateness of the project execution. => Š6Ë a) Svrsishodnost projekta c) Rizik zaštite životne sredine Prvi korak u analizi bilo kog projekta je procena njegovog komercijalnog potencijala, odnosno svrsishodnosti realizacije projekta.
LL@(13035) Hence this aspect of risk will be of considerable interest to creditors, since it will answer the questions such as: Š6Ë The environmental protection risk refers to the effects the project may cause by the postponement of the development of its design or by its unavoidable redesign due to the failure to incorporate new standards and regulations. => Zato će za ovaj aspekt rizika biti posebno zainteresovani zajmodavci budući da se očekuje odgovor na pitanja, kao što su:
LL@(13036) Š6Ë Is there a market for the project product or service? ~~~ What is the competition on the market like and are any changes anticipated in the future? => Š6Ë Da li postoji tržište za proizvod ili uslugu projek ta? Kakva je konkurencija na tržištu i da li se očeku ju promene u budućnosti? Da li je predviđena cena za proizvod / uslugu adekvatna, u odnosu na konkurenciju? Da li se mogu predvideti bitne strukturne promene na tržištu, i kakvi bi mogli biti efekti tih promena? Da li potencijalni kupci proizvoda / usluga pose duju dovoljno sredstava za kupovinu? Da li se ostali učesnici na tržištu susreću sa ne kim posebnim teškoćama?
LL@(13037) Is the projected price of the product/service ade quate in comparison with the competition? ~~~ Can any structural changes on the market be foreseen and which would be the effects of such changes? => Rizik zaštite životne sredine odnosi se na efekte koje projekat može uzrokovati odlaganjem razvoja njegovog dizajna ili njegovim neizbežnim redizajnom, usled neinkorporiranja novih standarda i propisa.
LL@(13038) In designing the project it is necessary that all the regulations related to the environmental protection be observed. => Š6Ë Prilikom dizajniranja projekta neophodno je da budu ispunjeni svi propisi vezani za zaštitu životne sredine.
LL@(13039) This risk is by far lower in inventive companies, however, some aspects here depend on the field the project belongs to. => Ovaj rizik je daleko niži kod inventivnih preduzeća, mada neki aspekti zavise od oblasti kojoj projekat pripada.
LL@(13040) What is certain is that the impact of the project execution and exploitation upon the environment could not be higher than the standard construction of a building or a warehouse. => Ono što je izvesno, uticaj realizacije i eksploatacije projekta na okruženje ne bi smeo biti viši od standardne izgradnje zgrade ili skladišta.
LL@(13041) Š2Ë As the regu lations in this field are frequently subject to changes, there is a risk thay may cause additional costs. => Š2Ë Pošto su propisi iz te oblasti podložni čestim promenama, postoji rizik da prouzrokuju dodatne troškove.
LL@(13042) A large number of factors in the public sector, as well as international organizations such as the World Bank and the European Investment Bank follow their own standards in the field of environmental protection which the project contractors are obliged to observe even in case such standards do not exist in the legislation system of the country the project is executed in. => Mnogi faktori javnog sektora, kao i međunarodne organizacije kao što su Svetska banka i Evropska investiciona banka imaju sopstvene standarde iz oblasti zaštite životne sredine, kojih se izvođači projekta moraju pridržavati čak i u slučaju da takvi standardi ne postoje u pravnom sistemu zemlje u kojoj se realizuje projekat.
LL@(13043) To special risks belong the activities of aggressive environmental groups that may endanger the project. d) Operational risk Operational risks refer to the factors that may impact the project execution in the operational phase (in the period the project is put into effect). => Poseban rizik predstavljaju aktivnosti agresivnih ekoloških grupa, koje mogu ugroziti projekat. d) Operativni rizik Operativni rizici se odnose na delovanje faktora koji mogu uticati na realizaciju projekta u operativnoj fazi (tokom perioda efektuiranja projekta).
LL@(13044) The operational risk is one related to the market value of the project results, that is, the risk related to the capacities of the product (service), the project result, to repay the debt (the invested value) of the project. => Operativni rizik je rizik koji je vezan za tržišnu vrednost rezultata projekta, odnosno rizik vezan za sposobnost proizvoda (usluga) koji nastaju kao rezultat projekta da pokriju dug (investiranu vrednost) projekta.
LL@(13045) Such a type of risk may occur as a result of neglecting the project activity, of a poor assessment of the project recovery after a critical phase, a poor assessment of engineering capacities, of low productivity resulting from engaging foreign labour force or due to unrealistic prices and the change in the exchange rates. => Ova vrsta rizika može se pojaviti usled zapostavljanja aktivnosti projekta, loše procene vezane za proces oporavka projekta nakon kritične faze, loše procene inženjerskih sposobnosti, niske produktivnosti usled angažovanja inostrane radne snage ili nerealnih cena i promena valutnog kursa.
LL@(13046) Š5Ë The basic parametres in the operational phase are operational revenues and operational costs. => Š5Ë Osnovni parametri u operativnoj fazi su operativni prihodi i operativni troškovi.
LL@(13047) In order that the project should operate as anticipated, it is necessary that the operational revenues be high enough to ensure a continuous repayment of debts and an adequate revenue rate on invested capital, as well as that the operational costs be in accordance with the forecasts. => Da bi projekat mogao poslovati u skladu sa očekivanjima potrebno je da operativni prihodi budu dovoljni da obezbede kontinuiranu otplatu dugovanja i adekvatnu stopu prinosa na investirani kapital, kao i da operativni troškovi budu u skladu sa predviđanjima.
LL@(13048) The key operational risks are: technology risk, general operation of the project, operational costs exceeding risk, project availability risk and the risk related to project maintenance. e) Technology risk The technology risk refers to the technologies defined in the project documentation, but that do not work according to their specification or become prematurely inapplicable. => Ključni operativni rizici su: tehnološki rizik, generalno poslovanje projekta, rizik od prekoračenja operativnih troškova, rizik dostupnosti projekta i rizik vezan za održavanje projekta. e) Tehnološki rizik Tehnološki rizik odnosi se na tehnologije koje su predviđene projektnom dokumentacijom, a koje se ne ponašaju u skladu sa njihovom specifikacijom ili su pre vremena neupotrebljive.
LL@(13049) Š6Ë Generally, the technology risk can be defined as a field resulting from the implementation of the technology used in the development of a new product (service) the project provides. => Š6Ë Može se uopšteno reći da je tehnološki rizik oblast koja proizilazi iz upotrebe korišćene tehnologije za razvoj novog proizvoda (usluge) koju projekat donosi.
LL@(13050) Š5Ë More precisely, the technology risk is connected to the performance of the technology the project uses, two risks being immanent to it: the new technology risk and the risk of the technology obsolescence. => Š5Ë Tačnije, tehnološki rizik je vezan za performanse tehnologije koju projekat koristi, i imanentna su mu dva rizika: rizik nove tehnologije i rizik od zastarevanja tehnologije.
LL@(13051) The new technology risk refers to the fact that the technology is not tested thoroughly enough, so even in case it proves to be good in the tests, the risk remains as to how it will behave in a long term. => Rizik nove tehnologije se odnosi na činjenicu da tehnologija nije proverena u dovoljnoj meri, tako da čak i u slučaju da prođe neophodno testiranje ostaje rizično kako će se ponašati na dugi rok.
LL@(13052) The implementation of new and insufficiently tested technology is not usual in project financing. => Korišćenje nove i nedovoljno isprobane tehnologije nije uobičajeno u projektnom finansiranju.
LL@(13053) The new technology risk can be mitigated in several ways: by the contractors guarantee and by the sponsors guarantee that cover a long-term performance. => Rizik nove tehnologije može biti ublažen na nekoliko načina: garancijom izvođača radova i garancijom sponzora koje se odnose na dugoročne performanse.
LL@(13054) The risk of technology obsolescence means that the technology implemented may become obsolete which results in a product not being competitive on the market. => Rizik zastarevanja tehnologije podrazumeva da korišćena tehnologija može postati zastarela, što dovodi do toga da projekat postaje nekonkurentan na tržištu.
LL@(13055) This problem is characteristic of the projects in the information technology sector. f) General operation of the project This risk refers to the case when the project performances are inadequate due to poor operational management. => Ovaj problem je karakterističan za projekte u sektoru informacionih tehnologija. f) Opšte poslovanje projekta Ovaj rizik se odnosi na slučaj kada projekat ostvaruje neadekvatne performanse kao rezultat lošeg operativnog rukovođenja.
LL@(13056) By the contract on guidance and maintenance, the project operation is assigned to an experienced contractor responsible for the project management. => Ugovorom o vođenju i održavanju, poslovanje projekta se dodeljuje iskusnom izvođaču odgovornom za upravljanje projektom.
LL@(13057) The contract usually stipulates penalties the contractor is obliged to pay in case of delay of the planned activities, but also defines the option of the breach of the contract in case the performance falls below the minimum allowed values. => Obično su tim ugovorom predviđaju penali za izvođača u slučaju kašnjenja sa realizacijom planskih aktivnosti, ali se isto tako, definiše i opcija raskida ugovora u slučaju da performanse padnu ispod minimalno dozvoljene vrednosti.
LL@(13058) The option of the breach of contract is used considerably more in the contracts on guidance and maintenance compared to other project contracts. => Opcija o raskidu ugovora se znatno češće koristi kod ugovora o vođenju i održavanju projekta nego kod ostalih projektnih ugovora.
LL@(13059) The investors prefer the contractors in charge of project guidance to be simultaneously the project investors, since in that case their committment to the project is stronger. g) Risk of exceeding operational costs Two largest groups of costs in any project are the supplier costs and the debt servicing costs and they should be fixed. => Investitori preferiraju da izvođači zaduženi za vođenje projekta budu istovremeno i investitori projekta, pošto su u tom slučaju u većoj meri vezani za projekat. g) Rizik od prekoračenja operativnih troškova Dve najveće grupe troškova svakog projekta su troškovi dobavljača i troškovi servisiranja dugova, koji bi trebalo da budu fiksni.
LL@(13060) The investors attempt to limit any variable operational costs controlled by the project company in a way similar to what they do with construction costs, however, they cannot force the project company to stop fulfilling the contract obligations. => Investitori nastoje da ograniče sve varijabilne troškove poslovanja koji su pod kontrolom projektnog preduzeća na sličan način kao što to čine sa troškovima izgradnje, međutim, ne mogu uticati na projektno preduzeće da prestane u potpunosti ispunjavati obaveze preuzete ugovorom.
LL@(13061) The standard approach in the project company cost control (maintenance, personnel, premises, expences following the construction period) is to determine the budget for such types of costs within the final financial construction. h) Periods when the project is not in operation There are periods when the project is not in operation (regular maintenance or unexpected disruptions in operation) and then it does not earn income and in some cases even has to pay penalties. => Standardni pristup kontrole troškova projektnog preduzeća (održavanje, kadrovi, prostorije, troškovi posle perioda izgradnje) je da se odredi budžet za ovu vrstu troškova u okviru konačne finansijske konstrukcije. h) Periodi kada projekat nije u funkciji Postoje periodi kada projekat nije u funkciji (redovno održavanje ili neočekivani prekidi u funkcionisanju) i u tim periodima projekat ne ostvaruje prihod a u nekim slučajevima čak i plaća penale.
LL@(13062) The risk refers to the cases when the project is not in operation in a period longer that anticipated and hence is not in a position to earn the planned revenues. i) Maintenance The maintenance risk is managed by the contractor, according to the contract on project guidance and maintenance. => Rizik se odnosi na slučajeve kada je projekat van funkcije u periodu koji je duži od predviđenog i zbog toga nije u mogućnosti da ostvari planirane prihode. i) Održavanje Rizikom vezanim za održavanje upravlja izvođač, prema ugovoru o vođenju i održavanju projekta.
LL@(13063) Normally, the longer the project is in operation, the oftener it requires maintenance, al though the need for maintenance also depends on the extent to which its capacity is exploited. => Po pravilu, što je projekat duže u funkciji, češće je potrebno održavanje, iako potreba za održavanjem zavisi i od stepena iskorišćenosti kapaciteta.
LL@(13064) The maintenance costs should not be a problem as the project returns should cover them. => Troškovi održavanja ne bi trebalo da predstavljaju problem, pošto bi prihodi projekta trebali da ih pokriju.
LL@(13065) The major risks as regards maintenance result from the fact that: maintenance may last longer than innitially planned, the costs may be higher than expected, the money flow may be slowed down compared to the maintenance costs, and, finally, the extent to which the equipment is used is higher than expected. j) Income risk The income risk refers to the danger that the project will fail to generate the income high enough to cover the expenses, to service debts, and to achieve the planned rates of returns on invested assets. => Glavni rizici koji se odnose na održavanje proizilaze iz činjenice da: održavanje može trajati duže nego li što je prvobitno planirano, troškovi mogu biti viši od očekivanih, novčani tok može biti usporen u odnosu na troškove održavanja i konačno, viši stepen korišćenja opreme od predviđenog. j) Rizik prihoda Rizik prihoda se odnosi na opasnost da projekat neće uspeti generisati prihode koji bi bili dovoljni za pokrivanje troškova i servisiranje dugova, kao i za ostvarivanje planirane stope prinosa na investirana sredstva.
LL@(13066) If the end result of a project is a product, two types of risk occur, the risk of scope refers to the quantity of products sold, and the price risk refers to the sales price of the product. => Ukoliko je finalni rezultat projekta proizvod, pojavljuju se dve vrste rizika, i to rizik obima odnosi se na količinu prodatih proizvoda, i rizik cene odnosi se na prodajnu cenu proizvoda.
LL@(13067) These risks are covered by the entrepreneurial contract (a contract between the project sponsor and the customer interested in the project product or service), the contract for differences, the hedging contracts or by the contracts by which the project company takes the risk of the sales of the product on the market. => Ovi rizici se pokrivaju preduzetničkim ugovorom (to je ugovor između sponzora projekta i kupca zainteresovanog za proizvod ili uslugu projekta), ugovorom o razlici, hedžing ugovorima ili ugovorima kojim projektna kompanija preuzima rizik prodaje proizvoda na tržištu.
LL@(13068) If the end result of the project is based on the concession for services, the risk is related to the number of the service users. k) Supplies risk In order that the project execution be successful it is necessary that a continuous supplies of power, material and other inputs be effected at reasonable prices, since that can be the crucial moment in the manufacturing of products or service provision planned in the project execution. => Ukoliko se finalni rezultat projekta zasniva na koncesiji za usluge, rizik se veže za broj korisnika usluge. k) Rizik snadbevanja Za uspešnu realizaciju projekta neophodno je obezbediti kontinuirano snadbevanje energentima, materijalom i drugim inputima, po odgovarajućim cenama, budući da upravo to može predstavljati prelomni momenat u proizvodnji proizvoda ili usluga, predviđenih realizacijom projekta.
LL@(13069) Š8Ë It is also necessary that a longterm contract on supplies is signed, except in cases when the power supplies and the material are the commodity sold on open market. => Š8Ë Obavezno je potpisivanje dugoročnog ugovora o snadbevanju, osim u slučaju kada energenti i materijal predstavljaju robu koja se prodaje na širokom tržištu.
LL@(13070) The contract on supplies is meant to reduce the risk in supplies, although some risk still exists related primarily to inputs, quality and the delivery time and the credit risk the supplier takes. => Ugovorom o snabdevanju trebao bi se smanjiti uticaj rizika snabdevanja, mada je izvesno i dalje prisustvo nekih rizika koji se odnose pre svega na cene inputa, kvalitet i vreme isporuke i kreditni rizik dobavljača.
LL@(13071) A special case are the projects that use natural resources, water or wind as power supplies. => Poseban slučaj su projekti koji kao pogonsko gorivo koriste prirodne resurse, vodu ili vetar.
LL@(13072) Here the risk is that the level and intensity of the water or wind may vary significantly, therefore it is necessary that a thorough analysis of scope, strength and the quality of water as well as the scope, direction and frequency of the wind be made. => Rizik kod ovih projekata je u tome što nivo i intenzitet vode i vetra može značajno varirati, te je potrebno izraditi ozbiljnu analizu obima, snage i kvaliteta vode, kao i obima, pravca prostiranja i učestalosti vetra.
LL@(13073) If, however, the mineral resources are the main input to the project or the project is based on their extraction, there is a risk that they will not be used to a satisfactory degree, therefore it is necessary that a classification is made having in mind the possibilities of renewal and the quantity estimated. l) Force majeure risk The force majeure risk refers to the factors from the domain of force majeure, such as strikes, floods, fires or catastrophic technical errors that can reduce the capacities or temporarily or poermanently stop the project. ~~~ The project is also exposed to risk of force majeure during the effectuation period. ~~~ Lenders sometimes insist that they be protected against this form of force majeure. ~~~ Š6Ë When drawing project contracts, the force majeure risk can prove to be a sensitive issue. => Ukoliko su međutim, mineralne rezerve glavni input projekta ili se projekat zasniva na njihovom izdvajanju, postoji rizik da one neće moći biti korišćene u zadovoljavajućoj meri te je potrebno izvršiti klasifikaciju prema mogućnosti obnavljanja i procenjenoj količini. l) Rizik više sile Rizik više sile predstavlja osetljivo pitanje prilikom sastavljanja projektnih ugovora.
LL@(13074) Part of the risk can be covered by insurance, not the complete risk though, therefore this form of risk has to be somehow shared between the parties in the project financing. => Deo rizika se može pokriti osiguranjem, ali ne i kompletan rizik, tako da mora postojati raspodela ovog oblika rizika između strana u projektnom finansiranju.
LL@(13075) The insurance covers only the loss incurred by the physical damage to the project (costs of repair or replacement) or the economic loss (delay in construction or missed income) that are the consequences of a physical damage to the project. => Osiguranje pokriva samo gubitak koji predstavlja fizičko oštećenje projekta (troškove popravke ili zamene) ili ekonomski gubitak (zastoj u izgradnji ili propušteni prihodi) koji je nastao kao posledica fizičkog oštećenja projekta.
LL@(13076) Losses in case of strike are not covered by the standard insurance; here a specific type of insurance is required, with a significantly higher insurance premium. => Gubitke u slučaju štrajka ne pokriva standardno osiguranje, već je potreban specijalni oblik osiguranja sa znatno većom premijom.
LL@(13077) Thus, for example, the events that count as the risk of the political force majeure are not covered by a standard insurance, except in case of physical damage (for example, in case of war or terrorism). => Tako npr. događaji koji se ubrajaju u rizik političke više sile nisu pokriveni standardnim osiguranjem osim u slučaju fizičkih oštećenja (npr. u slučaju rata ili terorizma).
LL@(13078) The party that suffers the consequences of force majeure is exempted from paying penalties and is granted a period of time to solve the problem and prepare the project to continue work; however, this does not exempt it from observing the obligations stipulated in the project contracts. => Strana koja trpi posledice više sile se oslobađa plaćanja penala i ostavlja joj se određeno vreme da reši problem i osposobi projekat za nastavak poslovanja, ali to je ne oslobađa poštovanja obaveza iz projektnih ugovora.
LL@(13079) If through the force majeure risk the project is permanently damaged and put out of function, the project contracts are breached. => Ukoliko delovanjem rizika više sile projekat bude trajno onesposobljen dolazi do raskida projektnih ugovora.
LL@(13080) The term permanently refers to a period of one year and longer. m) Risk of project contract discrepancies A special type of risk may be a result of the discrepancies of project contracts. => Termin trajno se odnosi na period od jedne godine i duže. m) Rizik neusaglašenosti projektnih ugovora Poseban rizik proizilazi iz neusaglašenosti projektnih ugovora.
LL@(13081) Each project contract is autonomous, however, it affects other contracts; hence the entire structure of project contract has to be viewed as an entity. => Svaki projektni ugovor je samostalan, ali ima uticaj na ostale ugovore, tako da se celokupna struktura projektnih ugovora mora posmatrati kao celina.
LL@(13082) Some problems caused by contract discrepancies are the following: different dates of project completion in the construction documents, different dates of commencement of materials and power supplies in contracts on supplies and contracts on takeover, different procedures of cost evaluation in contracts related to takeover and contracts on construction, differences in pricing the power supplies in contracts on the product/service buyer that are result of the project execution, differences in the times of revenues and pay supplies and contracts of ment of money related to the costs of supplies and repayment of borrowed funds, differences in understanding the force majeure risk. => Neki od problema zbog neusaglašenosti projektnih ugovora su: različiti datumi kompletiranja projekta u dokumetaciji o izvođenju radova, različiti datumi početka snabdevanja sirovinama i energentima kod ugovora o snabdevanju i ugovora o preuzimanju, različita procedura utvrđivanja troškova kod ugovora vezanih za preuzimanje i kod ugovora o izvođenju radova, različito utvrđivanje cena energenata kod ugovora o snabdevanju i ugovora kupca proizvoda/usluge koji nastaju kao posledica realizcije projekta, razlike u vremenskom periodu priliva i izdavanja novca veznih za troškove snabdevanja i vraćanja pozajmljenih finansijskih sredstava, različito shvatanje rizika više sile.
LL@(13083) Š9Ë 3.2. => Š9Ë 3.2.
LL@(13084)  => Finansijski rizici Rizik više sile se odnosi na delovanje faktora koji se ubrajaju u domen više sile, kao što su štrajkovi, poplave, požari ili katastrofalne tehničke greške, koji mogu uticati na smanjenje kapaciteta ili privremeno ili trajno prekinuti funkcionisanje projekta.
LL@(13085)  => Projekat je izložen riziku više sile i tokom perioda izgradnje i tokom perioda efektuiranja.
LL@(13086) Financial risks The project is exposed to financial risks both in the course of construction and later, during the effectuation period. => Zajmodavci ponekada insistiraju na zaštiti od ovog oblika više sile. ~~~ Š6Ë Projekat je izložen finansijskim rizicima i tokom perioda izgradnje i kasnije, tokom perioda efektuiranja.
LL@(13087) The financial risks include the action of various economic factors impacting the project execution, those that may result into the deviation of the money flow from the real money flow conditions, characteristic of the respective phase in the project execution. => Finansijski rizici obuhvataju delovanje različitih ekonomskih faktora, koji utiču na realizaciju projekta, a koji mogu usloviti odstupanje projektovanog novčanog toka u odnosu na realno stanje novčanog toka, karakteristično za tu fazu realizacije projekta.
LL@(13088) Š8Ë Their impact is indirect, as they affect the economic environment in which the project works. => Š8Ë Njihov uticaj je indirektan pošto deluju na ekonomsko okruženje u kome projekat posluje.
LL@(13089) The financial risks include: inflation risk, interest rate risk and the exchange rate risk. => Finansijski rizici obuhvataju: rizik inflacije, rizik kamatne stope i rizik valutnog kursa.
LL@(13090) The impact of the inflation risk is related to the projects in which the dynamics of costs increases at such a speed that it is impossible to follow with the incomes the project earns. => Uticaj rizika inflacije vezan je za projekte kod kojih se dinamika vezana za troškove, uvećava takvom brzinom da je prosto izvesno da ju nije moguće pratiti sa prihodima koje projekat donosi.
LL@(13091) The inflation risk most frequently results from the contracts between the project company and the contractor (company), where such contracts are subject to the change mechanism, due to the changes in the price index. => Rizik inflacije najčešće proizilazi iz ugovora projektnog preduzeća i izvođača radova (preduzeća), pri čemu su ti ugovori podložni mehanizmu promena, usled promena cenovnog indeksa.
LL@(13092) Š9Ë The impact of inflation upon the project, that is, upon the incomes and expenses of the project, depends on the period in which the inflation is present. => Š9Ë Uticaj inflacije na projekat, odnosno na prihode i troškove projekta, zavisi od perioda kada se inflacija pojavljuje.
LL@(13093) Inflation may be a risk; however, it may also bring some benefits to the project. => Inflacija može predstavljati rizik, ali i doneti određene koristi projektu.
LL@(13094) It is important that in calculating the budget of the programme the expected inflation rate be taken into consideration. => Važno je da se prilikom određivanja budžeta projekta uzme u obzir i predviđena stopa inflacije.
LL@(13095) During the construction period the inflation causes the costs to rise, which results in overruning the planned budget. => Tokom perioda izgradnje projekta, inflacija utiče na povećanje troškova projekta, što vodi ka prekoračenju planiranog budžeta.
LL@(13096) A larger part of construction costs should not be inflation-sensitive. => Veći deo troškova izgradnje ne bi trebalo da bude osetljiv na pojavu inflacije.
LL@(13097) The costs of construction contract, financial expences and the expences on the consulting services should be fixed. => Troškovi ugovora o izvođenju radova, finansijski troškovi i troškovi usluga savetnika bi trebali biti fiksni.
LL@(13098) In the effectuation period the inflation may cause the increase in the operational costs, the level of indebtment ratio, while the returns on invested capital rate may fall. => Tokom perioda efektuiranja, inflacija utiče na rast troškova poslovanja, nivo racija zaduženosti, dok stopa povraćaja investiranog kapitala može pasti.
LL@(13099) If the incomes are defined on the basis of the tarrif agrred upon, the inflation risk is reduced. => Ukoliko se prihodi određuju na osnovu dogovorene tarife, snižava se rizik od inflacije.
LL@(13100) The impact of inflation may be predicted by calculating the inflation sensitivity indices of individual incomes and expenses. => Uticaj inflacije može se predvideti izračunavanjem indeksa osetljivosti pojedinih prihoda i troškova na inflaciju.
LL@(13101) If the inflation sensitivity indices of incomes and expenses are equal, the project company is in a rather favourable position. => Ukoliko je indeks osetljivosti prihoda i troškova na inflaciju isti, to je vrlo povoljno za projektno preduzeće.
LL@(13102) Exposure to the interest rate risk depends on the structure of the project financing. => Izloženost riziku promene kamatne stope zavisi od strukture finansiranja projekta.
LL@(13103) If the project is financed by the bonds or loans at fixed interest rate, the project company is not faced with the interest rate risk. => Ukoliko se projekat finansira obveznicama ili pozajmicama sa fiksnom kamatnom stopom, tada se projektno preduzeće ne suočava sa rizikom kamatne stope.
LL@(13104) In practice, it is rather difficult to obtain a long-term loan at a fixed interest rate, since such loans are not profitable to the banks, whose deposit structure is predominantly a short-term one. => U praksi je veoma teško obezbediti dugoročni kredit sa fiksnom kamatnom stopom, pošto takvi krediti nisu isplativi bankama, čija je struktura depozita uglavnom kratkoročna.
LL@(13105) The basic interest rate in project finance loans is generally set in a defined time interval (most frequently a six-month period) in accordance to the interest rate on the market. => Osnovna kamatna stopa kod pozajmica u projektnom finansiranju se obično određuje u određenom vremenskom intervalu (najčešće šestomesečnom) prema kamatnoj stopi na tržištu.
LL@(13106) The basic reference for setting the interest rate on the international market is the London Bank interest rate (LIBOR). => Na međunarodnom tržištu osnovnu referencu za određivanje kamatne stope predstavlja kamatna stopa Londonske banke (LIBOR).
LL@(13107) Š9Ë The interest is not paid until the beginning of the project effectuation. => Š9Ë Kamata se ne isplaćuje do početka perioda efektuiranja projekta.
LL@(13108) During the project construction period the interest is capitalized, that is, added to the debt principal. => Tokom perioda izgradnje projekta kamata se kapitalizuje, odnosno dodaje na glavnicu duga.
LL@(13109) During the project construction period the interest becomes an integral part of the project capital budget, and, if the interest is not fixed, it may be higher that expected and lead to exceeding the determined costs of construction. => Kamata tokom izgradnje projekta postoje sastavni deo budžeta kapitala projekta, i ukoliko kamata nije fiksna, može biti viša od predviđene i dovesti do prekoračenja predviđenih troškova izgradnje.
LL@(13110) In the effectuation period, the rise in the interest rate results in the decrease in the returns rate and the creditor ratio. => Tokom perioda efektuiranja, povećanje kamatne stope dovodi do smanjenja stope prinosa i racija poverilaca.
LL@(13111) When closing the financial transaction, attention should be paid to the estimates of the interest rate trends. => Prilikom zatvaranja finansijske konstrukcije, trebalo bi obratiti pažnju na procene kretanja kamatne stope.
LL@(13112) The sponsors prefer arrangements with floating interest rates, which the investors avoid because they would rather not be exposed to unnecessary financial risk. => Sponzori preferiraju sklapanje aranžmana sa fluktuirajućom kamatnom stopom, sa čime se investitori ne slažu jer ne žele nepotrebno izlaganje finansijskom riziku.
LL@(13113) To mitigate the interest rate risk in cases where a floating interest rate is used, hedge arrangements are preferable: interest rate swaps, interest rate cap and collar, but other instruments too. => Za ublažavanje rizika kamatne stope, u slučajevima gde se koristi fluktuirajuća kamatna stopa, koriste se hedžing aranžmani: svopovi kamatne stope, kapa i kragna kamatne stope, ali i drugi instrumenti.
LL@(13114) The exchange rate risk refers to the impact of changes of currency rate upon the project costs and incomes. => Rizik valutnog kursa odnosi se na uticaj promene kursa valute na troškove i prihode projekta.
LL@(13115) The project is exposed to the exchange rate risk both in the construction and in the operational phases. => Projekat je izložen riziku valutnog kursa i u fazi izgradnje i u operativnoj fazi.
LL@(13116) The basic relations in this risk are related to the ratio of the currency used to finance the project, the currency in which the costs are paid and the project income currency. => Osnovne relacije kod ovog rizika vezane su za odnos valute u kojoj se projekat finansira, valute u kojoj se plaćaju troškovi i valute prihoda projekta.
LL@(13117) In the project construction period, in case the project is funded in one currency, and the expenses are paid in another, the risk the project company as the main contractor is exposed to is that the value of the currency in which the costs are paid may rise. => Tokom perioda izgradnje projekta, ukoliko se projekat finansira u jednoj valuti a troškovi plaćaju u drugoj, projektno preduzeće, kao nosilac projekta izloženo je riziku da valuta u kojoj su troškovi može porasti.
LL@(13118) For example, the construction costs amount to $100, and are funded with ¡100, where the exchange rate is 1:1; if the value of the euro falls so that its ratio to the dollar amounts to 1.2:1, the value of financing will be sufficient to pay not more than $83.3 of the construction costs, and the result is the overdraw of the planned costs (deficit) of $16.7. => Na primer, troškovi izgradnje iznose 100 dolara, a finansiraju se sa 100 evra, pri čemu je odnos valuta 1:1; ukoliko padne vrednost evra tako da je odnos prema dolaru 1,2: ~~~ vrednost finansiranja će biti dovoljna da se plati svega 83.3$ troškova izgradnje, posledica je prekoračenje predviđenih troškova (deficit) za 16,7$.
LL@(13119) In the operational phase, if the project is financed in one currency and the income is earned in another, the change in the currency rate impacts the project money flow and consequently the projects capability of debt repayment. => Tokom operativne faze, ukoliko se projekat finansira u jednoj valuti a ostvaruje prihode u drugoj, promena kursa valute utiče na novčani tok projekta i samim tim sposobnost projekta da otplaćuje dugove.
LL@(13120) In that case, it would be ideal if financing were effected in the local currency, i.e., in the currency of project income, which is most often impossible in the developing countries whose financial market is not developed enough to support project financing. => U tom slučaju bilo bi idealno kada bi se finansiranje vršilo u lokalnoj valuti, odnosno u valuti prihoda projekta, što najčešće nije moguće u zemljama u razvoju koje nemaju dovoljno razvijeno finansijsko tržište da podrže projektno finansiranje.
LL@(13121) The risk of currency rate change could be covered by forward contracts; however, this type of protection against risk is rarely used in practice. => Rizik promene kursa valuta mogao bi se pokriti forvard ugovorima, ali se taj oblik zaštite od rizika u praksi veoma retko koristi.
LL@(13122) In the project construction period the costs should be either converted into the currency in which the project is financed, or the currency in which the project is financed should be converted into the one in which the costs are paid, which is an easier way and may even be of help in the operational period too. => Tokom perioda izgradnje projekta, trebalo bi ili konvertovati troškove u valutu u kojoj se finansira projekat, ili valutu u kojoj se finansira projekat konvertovati u valutu u kojoj se plaćaju troškovi, što je lakši način, a može biti od pomoći i u operativnom periodu.
LL@(13123) If the contractor agrees to be paid in the currency used to finance the project, the largest part of the problems will be solved. => Ukoliko izvođač radova pristane da naknadu za svoje usluge prima u valuti kojom se vrši finansiranje, najveći deo problema će biti rešen.
LL@(13124) The second important costs are financing costs which will automatically be in the currency in which the project is financed. => Drugu najvažniju stavku troškova čine troškovi finansiranja, koji će automatski biti u valuti finansiranja.
LL@(13125) In the operational period, the incomes should be in the same currency as the costs and the debt to be repaid to the investors. => Tokom operativnog perioda, prihodi bi trebali da budu u istoj valuti kao i troškovi i dug koji se vraća investitorima.
LL@(13126) The income currency dictates the financing currency and vice versa. => Valuta prihoda diktira valutu finansiranja i obrnuto. 3.
LL@(13127) 3.3. ~~~ Political risks A very important role in project financing is played by the government and the public sector. => Politički rizici Vlada i javni sektor igraju veoma važnu ulogu u projektnom finansiranju.
LL@(13128) The political risk refers to a possibility that the Government or the political authorities of the country in which the respective infrastructure project is executed choose to affect the development of the project itself, actually the long-term sustainability of the project. => Politički rizik odnosi se na mogućnost da Vlada ili politički autoriteti zemlje u kojoj se realizuje odgovarajući infrastrukturni projekat, u određenom momentu utiče na razvoj samog projekta, odnosno na dugoročnu održivost projekta.
LL@(13129) Š6Ë The projects financed through the project financing concept are long-term investments of paramount importance for the development and functioning of the local economy, hence the political will and continuous support in their execution is necessary. => Š6Ë Projekti finansirani konceptom projektnog finansiranja predstavljaju dugoročne investicije koje imaju ogroman značaj za razvoj i funkcionisanje lokalne privrede, zbog čega je neophodna politička volja i kontinuirana podrška za njihovu realizaciju.
LL@(13130) The political support should come from both the top levels of governance and from lower (local) levels. => Politička podrška je potrebna kako sa najviših nivoa vlasti, tako i sa nižih nivoa (lokalnih).
LL@(13131) Š3Ë The project will be endangered if it happens to be in the centre of political events in a country, i.e., become the issue of disagreement between the government and opposition. => Š3Ë Projekat će biti ugrožen ukoliko se nađe u centru političkih događaja u određenoj zemlji, odnosno postane predmet oko koga opozicija napada vlast.
LL@(13132) Here we have a strong probability that in case of the change of government the contract on the project be cancelled as disadvantageous for the country and the population, as intransparent or as corruptive. => Tada postoji velika verovatnoća da će u slučaju promene vlasti biti poništen ugovor o projektu pod izgovorom štetnosti: za državu i stanovništvo, netransparentnosti ili korupcije.
LL@(13133)  => Š11Ë Zato je neophodno da projekat bude politički svrsishodan, odnosno da donese i određenu korist široj društvenoj zajednici, a ne samo investitorima, odnosno da utiče na povećanje zaposlenosti, poboljšanje infrastrukture, te da cene proizvoda ili usluga budu prilagođene lokalnom tržištu.
LL@(13134)  => Ukoliko ovi uslovi nisu ispunjeni, može se značajno povećati politički rizik.
LL@(13135) Š11Ë a) investment risks, b) risks of legislation system change, and c) quasi-political risks. => Politički rizici mogu se svrstati u tri glavne kategorije: a) rizike investicija, b) rizik promene pravnog sistema i c) kvazi-političke rizike.
LL@(13136) Investments risks are characteristic of developing countries, known for political and financial instability. => Rizici investicija su karakteristični za zemlje u razvoju, koje odlikuje politička i finansijska nestabilnost.
LL@(13137) Managing such risks requires the aid from the government of the country in which the project is executed. => Upravljanje ovim rizicima zahteva pomoć Vlade države u kojoj se projekat realizuje.
LL@(13138) The risk of legislation system change is characteristic both of the projects executed in the developed countries and those executed in the developing ones. => Rizik promene u pravnom sistemu svojstven je i projektima koji se realizuju i u razvijenim zemljama i u zemljama u razvoju.
LL@(13139) This risk means the changes within the existing legal system and the esteblishment of a new legal system and their impact upon the project. => Pod rizikom podrazumevaju se promene u okviru postojećeg pravnog sistema i uspostavljanje novog pravnog sistema i njihov uticaj na projekat.
LL@(13140) The quasi-political risks, however, refer to the issues such as disputes about the contracts that may have a market or a political background, which shows that the difference between commercial and political risks is not always clear. => Dok, kada su u pitanju kvazi-politički rizici, treba pomenuti da se oni odnose na probleme kao što su sporovi oko ugovora koji mogu imati tržišnu ili političku pozadinu, što pokazuje kako ponekad ne postoji jasna razlika između komercijalnih i političkih rizika.
LL@(13141) Conclusion In the last fifteen years the governments worldwide have adopted project financing as a driving force in the execution of various services related to improving the field of infrastructure. => Zaključak Tokom poslednjih petnaest godina, Vlade širom sveta su prihvatile projektno finansiranje, kao pokretačku snagu za realizaciju različitih usluga vezanih za unapređenje oblasti infrastrukture.
LL@(13142) Following the experiences of the pioneer in this field, the UK government, and its experiences in financing socially and economically important projects from private funds in the early 1930s, the project finance concept for infrastructure projects financing has been adjusted and adopted on all the levels of implementation in the countries all over the world. => Vođeni iskustvom pionira u ovoj oblasti odnosno Vlade UK, i njenim iskustvom u finansiranju projekata od društveno-ekonomskog značaja iz privatnih fondova tokom ranih 30-tih prošlog veka, koncept projektnog finansiranja infrastrukturnih projekata prilagođen je, i prihvaćen na svim nivoima primene u zemljama širom sveta.
LL@(13143) Project financing brings numerous advantages over a direct, or corporative project financing. => Projektno finansiranje donosi brojne prednosti nad direktnim odnosno korporativnim finansiranjem projekata.
LL@(13144) The benefits, however, can be identified only upon a careful analysis and a skilfull financial engineering. => Koristi se međutim mogu uočiti tek nakon pažljive analize i veštog finansijskog inženjeringa.
LL@(13145) The project execution organization, its legal structure and the financial plan should reflect the nature of the project, since the elements such as risk, expected profitability, creditworthiness of the participants, demands and sums of collaterals related to insuring the loaned financial assets from financial institutions, the opportunity to qualify for tax savings, the project sponsors financial position, the expectations of the host countrys government, the expectations of the local autonomy, as well as any other elements, may affect the project execution. => Organizacija realizacije projekta, njegova pravna struktura i finansijski plan treba da odražavaju prirodu projekta, budući da elementi kao što je rizik, očekivana profitabilnost, kreditna sposobnost učesnika, zahtevi i iznosi koleterala vezani za obezbeđenje pozajmljenih finansijskih sredstava kod finansijskih institucija, mogućnost dobijanja poreskih ušteda, finansijska pozicija sponzora projekta, očekivanja Vlade zemlje domaćina, očekivanja lokalne samouprave, kao i brojni drugi elementi, mogu uticati na realizaciju projekta.
LL@(13146) It is therefore necessary that the project be politically appropriate, that is, that it should earn benefits for the entire social community, not only to investors; that it should enhance employment, improve infrastructure, and that the product and service prices should be adjusted to the local market. => 
LL@(13147) If these conditions are not fulfilled, the political risk may increase significantly. ~~~ Political risks may be classed into three main categories: Project finance is generally said to be a form of financing that includes even the social community, hence a thorough analysis must include the assessment of the risk expected to be accepted by all the participants in the project execution, in order that the project should be completed timely and in a defined way, since it is only in such circumstances that the execution of a project may be certain and safe. => Obično se kaže da je projektno finansiranje takva forma finansiranja koja uključuje čak i društvenu zajednicu, te zato sveobuhvatna analiza mora uključiti i procenu rizik koji se očekuje da prihvate svi učesnici uključeni u realizaciju projekta, kako bi se projekat realizovao u predviđenom vremenu i na definisani način, budući da se samo u takvim okolnostima može reći da je realizacija projekta izvesna i sigurna.
LL@(13148) REFERENCE Š1Ë Benković S, Milosavljević M: Prednosti i nedostaci projektnog finansiranja, Menagement, No. 52, pp. 31-39, 2009. => LITERATURA Š1Ë Benković S, Milosavljević M: ~~~ Prednosti i nedostaci projektnog finansiranja, Menagement, No. 52, pp. 31-39, 2009.
LL@(13149) Š2Ë Bis R, Financing Innovation: A Project Finance Approach to Funding Patentable Innovation, Intellectual Property & Technology Law Journal, Vol. 21, No. 11, pp.14-22, 2009. => Š2Ë Bis R, Financing Innovation: ~~~ A Project Finance Approach to Funding Patentable Innovation, Intellectual Property & Technology Law Journal, Vol.
LL@(13150) Š3Ë Brealy A. R, Cooper A. I, Habib A. M, Using Project Finance Infrastructure Investments, Journal of Applied Corporative Finance, Vol. 9.3, pp. 25-38, 1996. to Found Š4Ë Fabozzi, J. F, Peterson, P. P, Financial Management and Analysis, John Willy & Sons, Inc, New Yerse, 2003. => 21, No. 11, pp.14-22, 2009. ~~~ Š3Ë Brealy A. R, Cooper A. I, Habib A. M, Using Project Finance to Found Infrastructure Investments, Journal of Applied Corporative Finance, Vol. ~~~ 9.3, pp. 25-38, 1996.
LL@(13151) Š5Ë Farrel L. M, Principal agency risk in project fiJournal of Project nance, Management, No. 21. => Š4Ë Fabozzi, J. F, Peterson, P. P, Financial Management and Analysis, John Willy & Sons, Inc, New Yerse, 2003. Š5Ë Farrel L. M, Principal agency risk in project finance, International Journal of Project Management, No. 21.
LL@(13152) pp. 547-561, 2003. => pp. 547-561, 2003.
LL@(13153) International Š6Ë Finnerty D. J, Project financing - Asset-Based Financial Engineering, John Wiley & sons, Inc, New Jersay, 2007. ~~~ Š7Ë Froud J, The Private Finance Initiative: risk, uncertainty and the state, Accounting, Organizations and Society, No. 28, pp. 567-589, 2003. => Š6Ë Finnerty D. J, Project financing - Asset-Based Financial Engineering, John Wiley & sons, Inc, New Jersay, 2007. Š7Ë Froud J, The Private Finance Initiative: risk, uncertainty and the state, Accounting, Organizations and Society, No. 28, pp. 567-589, 2003.
LL@(13154) Š8Ë Gary L, Managing Project Risk, Harvard Business school Publishing Corporation, pp. 3, 2005. ~~~ Š9Ë Gatti S, Project Finance in Theory and Practice, Designing, Structuring and Financing Private and Public Projects, Elsevier Inc, Oxford, 2008. ~~~ Š10Ë Grimsey D, Lewis M. K, Evaluating the risk of public private partnership for infrastructure projects, International Journal of Project Management, No. 20, pp. 107-118, 2002. => Š8Ë Gary L, Managing Project Risk, Harvard Business school Publishing Corporation, pp. 3, 2005. Š9Ë Gatti S, Project Finance in Theory and Practice, Designing, Structuring and Financing Private and Public Projects, Elsevier Inc, Oxford, 2008. Š10Ë Grimsey D, Lewis M. K, Evaluating the risk of public private partnership for infrastructure projects, International Journal of Project Management, No. 20, pp. 107-118, 2002.
LL@(13155) Š11Ë Kobrin Political S, Managing Risk Assessment,University of California Press, Berkely, CA, USA, 1982. ~~~ Š12Ë Tinsley R, Advanced project finance:structuring the risk, Euromoney books, London, 2000. ~~~ Š13Ë Zulhabri I, Torrance J, Efficient risk allocation in project finance, Planning & Surveying, University of Technology MARA, Faculty of Architecture, Selangor, Malaysia, pp. 19, 2005. => Š11Ë Kobrin S, Managing Political Risk Assessment,University of California Press, Berkely, CA, USA, 1982. Š12Ë Tinsley R, Advanced project finance:structuring the risk, Euromoney books, London, 2000. Š13Ë Zulhabri I, Torrance J, Efficient risk allocation in project finance, Planning & Surveying, Universiti Teknologi MARA, Faculty of Architecture, Selangor, Malaysia, pp. 19, 2005. Š14Ë Woody W. B, Pourian H, Risk assessment and options in project finance, Project Management Journal, No. 23, 1992. Š15Ë Yescombe E, Principles of project finance, Aca demic Press, London, 2002. Š16Ë www.moodys.com, januar 2010. Š17Ë www.standardandpoors.com, januar 2010.
LL@(13156) Š14Ë Woody W. B, Pourian H, Risk assessment and options in project finance, Project Management Journal, No. 23, 1992. => Optimizacija za pretraživače: razumevanje ključnih elemenata visokog rangiranja web stranica UDK:
LL@(13157) Š15Ë Yescombe E, Principles of project finance, Academic Press, London, 2002. => 
LL@(13158) Š16Ë www.moodys.com, januar 2010. => 
LL@(13159) Š17Ë www.standardandpoors.com, januar 2010. ~~~ Search Engine Optimization: Understanding Key Elements of High Page Ranking UDC: 005.591.1:004.738.12 Marko Urh University of Maribor, Faculty of Organizational Sciences, marko.urh¿fov.uni-mb.si XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia The paper deals with the importance of web page optimization. => 005.591.1:004.738.12 Marko Urh Univerzitet u Mariboru, Fakultet organizacionih nauka, marko.urh¿fov.uni-mb.si XII Internacionalni Simpozijum SymOrg 2010, 09.-12. ~~~ Jun 2010, Zlatibor, Srbija U radu je predstavljen značaj optimizacije web stranica.
LL@(13160) Internet and its characteristics are shown in the beginning of this paper, as the main source of obtaining information. => Internet i njegove karakteristike prikazane su na početku rada, kao glavni izvor dobijanja informacija.
LL@(13161) Web pages should have all the necessary information that people are seeking and should also be ranged as high as possible in the search engines. => Web stranice treba da sadrže sve potrebne informacije koje ljudi traže i treba da budu dobro plasirane u pretraživačima.
LL@(13162) The fact is that almost every search begins through a search engine. => Činjenica je da gotovo svako ko traži informacije putem interneta, započinje traženje preko pretraživača.
LL@(13163) The basic tool that is used here are words that describe your search area and are called keywords. => Osnova koja se koristi za traženje, su tak zvane ključne reči.
LL@(13164) Examples are showing us the differences between optimized and notoptimized pages. => Razlike između optimizirane i neoptimizirane web stranice, prikazane su kroz primere u radu.
LL@(13165) Article deals with the basic examples of a page optimization (on-page optimization) and also web page optimization outside the page (off-page optimization). => U radu su predstavljene osnovni elementi optimizacije na web stranici i optimizacija izvan web stranica.
LL@(13166) Further on we can know about the recommended techniques and possibility how to use them in online optimization to increase your competitiveness in search marketing which leads to more web page visitors. => Nadalje su predstavljene preporučene tehnike i mogućnosti kako ih koristiti u u optimizaciji u cilju povećanja konkurentnosti.
LL@(13167) It also shows the advantages of optimized web pages and its trends that are shown in the area of search marketing. => Prikazane su prednosti optimizovane web stranice i trendovi na području internet marketinga. vanjem utiču na to da konkurencija bude još žešća.
LL@(13168) 1. => Pretraživači mogu da ponude milione dokumenata za svaki zahtev svakog korisnika, ali korisnik pogleda nekoliko odabranih Š2Ë.
LL@(13169)  => Brzi uspon IT neprekidno donosi i razvija nove pretraživače.
LL@(13170)  => Pretraživači koji su nekada bili prepoznatljivi i popularni među korisnicima brzo su postali zastareli i neefikasni.
LL@(13171)  => Najbolji pretraživači danas su Ask.com, Baidu, Bing, Cuil, Duck Duck Go, Google, Kosmix, Sogou, Yodao, Yahoo, Yandex, Yebol and others (navedeni abecednim redom).
LL@(13172)  => Na slici 1 prikazani su najpopularniji pretraživači u SAD i EU.
LL@(13173)  => Kada korisnici interneta ne mogu ili ne žele da pogađaju vaš URL (uniformni lokator resursa), pokušaće da vas pronađu pomoću pretraživača.
LL@(13174)  => U ovom trenutku, Google se može pohvaliti najvećim brojem poseta web stranicama u SAD Š10Ë. 1.
LL@(13175) Introduction Most of the companies are aware of the potential that internet. => Uvod Većina kompanija svesna je potencijala koje internet nosi.
LL@(13176) To have a web page is now days no longer a technological miracle and most of the companies have their own web page. => Imati svoju web stranicu danas nije više tehnološko čudo i najveći broj kompanija ih i ima.
LL@(13177) It is important that web page is well visited. => Važno je da web stranica bude dobro posećena.
LL@(13178) People who are browsing and looking through a web page should be able to found the necessary information as fast and as easy as possible. => Ljudi koji pretražuju i posećuju web stranicu moraju da imaju mogućnoat da nađu potrebnu informaciju što je brže i što je lakše moguće.
LL@(13179) Due to those factors it is really important that the companys web page is on the top of the search list. => Zbog toga je zaista važno da web stranica kompanije bude na vrhu liste pretraživanja.
LL@(13180) Products and services that are seen on the web page are easier to reach and seen to the potential buyers if the web page is adjusted to the search engines. => Proizvode i usluge koje vidimo na web stranici potencijalni kupci će lakše naći i videti ako je stranica prilagođena pretraživačima.
LL@(13181) The usage of internet has extremely changed the companys processes. => Primena interneta je u velikoj meri uticala na procese u kompaniji.
LL@(13182) Those companies who did not seen the global impact of the internet could or have already did effect, critical changes. => One kompanije koje nisu uvidele globalni uticaj interneta mogle su, ili su već pretrpele značajne promene.
LL@(13183) Web page that is made efficiently could bring a lot of advantages. => Efikasno napravljena web stranica može da donese mnoge prednosti.
LL@(13184) Some of them are listed here Š8Ë: allows a quick, efficient and rational world market entry, communication with consumers is efficient and di rectly oriented, the costs of promotion are much lower and by that also ROI, web page is seen all over the world, internet allows a specific measurement of success, customers information is easy to get, your products and services are visible 24 hours a day, 7 days a week and 365 days in a year, other. => Neke od njih navodimo Š8Ë: omogućava brz, efikasan i racionalan pristup svet skom tržištu, komunikacija sa potrošačima je efikasna i nepo sredna, troškovi promocije su mnogo niži, a s tim i ROI (povraćaj na investicije), web stranicu mogu da vide ljudi širom sveta, internet omogućava posebnu vrstu merenja uspe šnosti, lako se dobijaju informacije o potrošačima vaši proizvodi i usluge vidljivi su 24 sata dnevno, 7 dana nedeljno i 365 dana u godini, i drugo.
LL@(13185) Search engines are the aggregators and classifiers of all the information available on the web Š7Ë. => Pretraživači prikupljaju i klasifikuju sve informacije dostupne na mreži Š7Ë.
LL@(13186) However, the competition is made even more ferocious by the searching behavior of the user. => Ipak, korisnici svojim pretraži Slika 1:
LL@(13187) Search engines may return many millions of documents for each user query, but the user only looks at a selected few Š2Ë. => Tržišni udeo pretraživača Š2Ë 73% korisnika pretraživača nikada ne ide dalje od prve stranice koju im pretraživač pokaže.
LL@(13188) IT fast progress is bringing and developing new search engines all the time. => 
LL@(13189) Engines that once were known and popular with users could quickly become old and not efficient. => 
LL@(13190) Todays best engines are: Ask.com, Baidu, Bing, Cuil, Duck Duck Go, Google, Kosmix, Sogou, Yodao, Yahoo, Yandex, Yebol and others (written in alphabetic order). => 
LL@(13191) Figure 1 shows us the most popular engines in USA and EU. ~~~ When internet users are unable or unwilling to guess your URL (Uniform Resource Locator), they will use a search engine to find you. => Shodno tome, takmičenje za visoko mesto među upitima korisnika je vrlo intenzivno Š4Ë.
LL@(13192) Now, among all the web page visits that are conducted in the United States that were immediately preceded by a search engine search, Google is responsible for the majority Š10Ë. Figure 1: Search engine market share Š2Ë 73 percent of search engine users never look beyond the first page of returned results. => 
LL@(13193) Accordingly, the competition for high ranking for popular user queries is now extremely intense Š4Ë. Company could have a high search engine ranking either by web page optimization or by ad words that are payable. => Kompanija može da se nađe na visokom mestu na listi na pretraživaču ili zato što je optimizovala web stranicu ili na osnovu reči u reklami koje se plaćaju.
LL@(13194) Both alternatives are the instruments of so called search marketing. => I jedna i druga alternativa predstavljaju instrumente takozvanog pretraživačkog marketinga.
LL@(13195) Each of them is bringing different effects and advantages. => Svaka ima različite efekte i prednosti.
LL@(13196) As fast as the internet development is, the higher is the number of its users. => Broj korisnika interneta povećava se uporedo sa brzinom njegovog razvoja.
LL@(13197) Now days lifestyle of the society and individuals is hard to imagine without a usage of modern technology that is making our lives easier. => Način života celog društva i pojedinaca danas je nemoguće i zamisliti bez primene moderne tehnologije koja nam olakšava život.
LL@(13198) Internet has changed the way of doing business as well, and brought a lot of new demands and challenges. => Internet je izmenio i način poslovanja i doneo veliki broj novih zahteva i izazova.
LL@(13199) Table 1 shows us a dynamic growth of internet users in the past years. => Na tabeli 1 predstavljan je dinamički rast broja korisnika interneta poslednjih godina.
LL@(13200) World Regions Africa Asia Europe Middle East North America Latin America/Caribbean Population (2009 Est.) => Regije u svetu Population (2009 proc.) Korisnici interneta (Dec.
LL@(13201) 991.002.342 3.808.070.503 803.850.858 202.687.005 340.831.831 586.662.468 Internet Users (Dec. 31.2000) 4.514.400 114.304.000 105.096.093 3.284.800 108.096.800 18.068.919 Internet Users (Latest Data) 67.371.700 738.257.230 418.029.796 57.425.046 252.908.000 179.031.479 Penetration (% Population) 6,8 % 19,4 % 52,0 % 28,3 % 74,2 % 30,5 % Growth 2000-2009 1.392,4 % 545,9 % 297,8 % 1.648,2 % 134,0 % 890,8 % Oceania/Australia World Total 34.700.201 6.767.805.208 7.620.480 20.970.490 360.985.492 1.733.993.741 60,4 % 25,6 % 175,2 % 380,3 % Table 1. => 31.2000) Korisnici interneta (najnoviji podaci) Prodornost Rast (% stanovništva) 2000-2009 Afrika Azija Evropa Srednji istok Severna Amerika Latinska Amerika/Karibi 991,002,342 3,808,070,503 803,850,858 202,687,005 340,831,831 4,514,400 114,304,000 105,096,093 3,284,800 108,096,800 67,371,700 738,257,230 418,029,796 57,425,046 252,908,000 586,662, 468 18,068,919 179,031,479 Okeanija/Australija Ukupno u svetu 34,700,201 6,767,805,208 7,620,480 360,985,492 20,970,490 1,733,993,741 6.8 % 19.4 % 52.0 % 28.3 % 74.2 % 30.5 % 60.4 % 25.6 % 1,392.4 % 545.9 % 297.8 % 1,648.2 % 134.0 % 890,8 % 175.2 % 380.3 % Tabela 1.
LL@(13202) World Internet Usage and Population Statistics Š3Ë We can expect a continuous growth of internet users. => Korišćenje interneta i svetu i statistički podaci o stanovništvu Š3Ë Možemo da očekujemo da će broj korisnika interneta i dalje da raste.
LL@(13203) One of the important reasons is easier way of doing everydays stuff, Time and money savings have the greatest impact on internet usage besides social factors. => Jedan od važnih razloga za ovo jeste i da se na ovaj način lakše obavlja veliki broj poslova. ~~~ Pored društvenih faktora, najveći uticaj na korišćenje interneta ima ušteda u novcu i vremenu.
LL@(13204) Companies will be forced to see their web strategies once more and follow its competition. => Kompanije će morati da preispitaju svoje strategije za web stranice još jednom i da uđu u konkurenciju.
LL@(13205) What will happen on the internet could be crucial to the companies. => Ono što se dešava na internetu može biti od suštinskog značaja za kompanije.
LL@(13206) Further on we see the basics if web page optimization. ~~~ 2. => U tekstu koji sledi opisaćemo osnovne elemente optimizacije web stranice. 2.
LL@(13207) Search engine optimization To get the most from your search engine optimization efforts, you should design and optimize your web page for your audience. => Optimizacija za pretraživače Da biste iz optimizacije vašeg pretraživača izvukli najviše, treba da projektujete i optimizujete svoju web stranicu za svoju publiku.
LL@(13208) Your target audience is the group of people that you are trying to reach through your online marketing efforts. => Vašu ciljnu grupu predstavlja grupa ljudi koja se kreće kroz vašu online marketing prezentaciju.
LL@(13209) Target audiences are often defined by demographic such as age groups, nationalities, or specific interests. => Ciljne grupe obično se definišu demografskim merilima kao uzrastne grupe, nacionalnosti, ili grupe sa specifičnim interesovanjima.
LL@(13210) Understanding who your target audience is and what they are searching for can greatly increase the effectiveness of a search engine optimization campaign Š5Ë. Off-line optimization is usually carried out by a process of increasing the healthy links that are directed to the page, which we want to increase the number of visits. => Ako uspete da shvatite ko su vaše ciljne grupe i šta traže, veoma ćete povećati efektivnost optimizacije vašeg pretraživača Š5Ë. ~~~ Off-line optimizacija (optimizacija van stranice) obično se vrši procesom kojim se povećava broj zdravih linkova koji upućuju na stranicu za koju želimo da povećamo broj poseta.
LL@(13211) In addition to these techniques, there are others who add to the rise in popularity of each web page. => Pored ovih tehnika ima i drugih koje doprinose popularnosti svake web stranice.
LL@(13212) Recently, the growing importance of gaining social networks, which play the leading role of corporate blogs, Facebook, YouTube, Flickr and Twitter the others. => Od nedavno, sve popularnije su društvene mreže koje i korporativnim blogovi, Facebook, YouTube, Flickr i Twitter, između ostalih.
LL@(13213) Choosing keywords is an important process that requires detailed analysis and understanding of the industry. => Izbor ključnih reči predstavlja značajan posao koji zahteva detaljnu analizu i razumevanje delatnosti koja se predstavlja.
LL@(13214) Price and competition for certain keywords, is the largest in the area where they are most searches for individual words. => Cena i konkurencija za neke ključne reči najveća je u oblastima u kojima se obavlja najveći broj pretraga po pojedinačnim rečima.
LL@(13215) The smaller the search, the less competition and prices, as shown in Figure 2 when choosing keywords is necessary to choose the correct keywords and taking into account the resources we have available and the frequency of the searches. => Što je pretraga slabija, manja je konkurencija i cena, kao što se vidi i iz slike 2. ~~~ Prilikom izbora ključnih reči važno je izabrati one prave i pritom uzeti u obzir resurse koji su nam na raspolaganju i učestalost pretraga. ~~~ Slika 2:
LL@(13216) Figure 2: Long tail of keywords search frequency in SEO. => Učestalost pretrage dugog niza ključnih reči u SEO. 2.
LL@(13217) 2.1 On-page Optimization While making a properly designed web page is important and necessary to consider several factors that have and influence on the technical characteristics of web pages. => Optimizacija on-page (na samoj stranici) Da bismo napravili dobru web stranicu, potrebno je da uzmemo u obzir nekoliko faktora koji utiču na tehničke karakteristike web stranica.
LL@(13218) It is important for proper understanding of the specific features of individual search engines, which are mutually different. => Ovo je značajno da bismo dobro shvatili posebne karakteristike pojedinačnih pretraživača, koje se razlikuju od jednog do drugog.
LL@(13219) There are some technical features and recommendations that it is important for the development page. => Za razvoj web stranice važno je nekoliko tehničkih karakteristika i preporuka.
LL@(13220) Page File Size The first characteristic that can be mentioned is the size of individual web page. => Dimenzije stranice Prva karakteristika koju treba pomenuti jesu dimenzije pojedinačne web stranice.
LL@(13221) Most attention is dedicated to the basic page in this segment (Landing Page), which is the most important page in the entire collection of an online business presentation. => Najveća pažnja u ovom segmentu pridaje se osnovnoj stranici (Landing Page) koja je najvažnija stranica u čitavoj zbirci online poslovne prezentacije.
LL@(13222) Recommended basic page should not overtake more than 150 KB of space size of space. => Preporučuje sa da osnovna stranica ne treba da prekorači veličinu od 150 KB.
LL@(13223) Going beyond that size can makes it less specific for search engines so it could not be included in their lists. => Ako prekoračimo ovu veličinu, stranica će izgubiti deo svoje specifičnosti za pretraživače i oni neće moći da je uključe u svoje liste.
LL@(13224) This can result in to lower web page visits frequency. => Ovo za posledicu ima smanjen broj poseta stranici.
LL@(13225) Amount of Links Another important feature of the page is the number of bundles of links to other pages that are located on the web page itself. => Broj linkova Druga značajna karakteristika stranice jeste broj skupova linkova prema drugim stranicama koji se nalaze na samoj stranici.
LL@(13226) Technical characteristics have to be considered carefully so thats why it is necessary that all the specific features of other search engines are well studied before. => Treba pažljivo razmotriti tehničke karakteristike; stoga je važno i unapred proučiti specifične karakteristike drugih pretraživača.
LL@(13227) Experience shows us that the optimal number of connections to the other web pages is around 100. => Iskustvo nam pokazuje da je optimalni broj konekcija prema drugim web stranicama oko 100.
LL@(13228) Title Tag We can see similar restrictions in the number of characters that are used in the title, keywords and description. => Imenovanje naslova Slična ograničenja postoje i u broju karaktera (slovnih mesta) koja se koriste za naslov, ključne reči i opis.
LL@(13229) The most sensitive area at well optimized web page is a title. => Naslov je najosetljivija oblast na dobro optimizovanoj web stranici.
LL@(13230) For a well designed and formed title it is necessary to know the conditions that we are working in. => Da bi naslov bio dobro projektovan i formiran potrebno je znati u kojim uslovima radimo.
LL@(13231) There are differences in terms of how to create a single Web page address and also taking into account the basic and advanced skills that can make a substantial difference, which are reflecting in the search results. => Postoje razlike u vezi s tim kako kreirati adresu jedne web stranice, a treba uzeti u obzir osnovne i napredne veštine pomoću kojih možemo da stvorimo nešto posebno, a što će se odraziti na rezultate pretraživanja.
LL@(13232) Many companies are exceeding recommended technical demands while trying to describe its business. => U pokušaju da opišu svoje poslovanje mnoge kompanije prevazilaze preporučene tehničke zahteve.
LL@(13233) Main reasons for errors that appear on the web page happen due to lack of knowledge of a web page optimization. => Glavne greške koje se javljaju na web stranici nastaju kao posledica nepoznavanja optimizacije web stranice.
LL@(13234) Properly designed and constructed web page requires an in-depth analysis and long-standing expertise in information technology, optimization and the industry in which the company performs. => Pravilno projektovana i sastavljena web stranica zahteva dubinsku analizu i veliku stručnost i iskustvo u oblasti informacionih tehnologija, optimizacije i delatnosti u kojoj kompanija posluje.
LL@(13235) Most frequent mistakes that can be seen in a specific page are the technical characteristics and parameters of links that are located in the links themselves. => Najučestalije greške koje se mogu naći na nekoj stranici su tehničke karakteristike i parametri linkova koji se nalaze u samim linkovima.
LL@(13236) Interactive Web Page Features Rapid development of information technology brings us better and better technical features of hardware. => Karakteristike interaktivnih web stranica Nagli razvoj informacione tehnologije ima za posledicu sve kvalitetniji hardver.
LL@(13237) More powerful processors, larger drives, advanced graphics cards that can operate the software with features and graphics that were not previously known. => Jači procesori, veći obim drajva, unapređene grafičke kartice kojima se rukuje softverom sa karakteristikama i grafikom koja do sada nije bila poznata.
LL@(13238) It has also increased the fluidity and speed of networks that are now able to transfer large amounts of data. => Povećana je i protičnost i brzina mreža koje su sada sposobne da prenose velike količine podataka.
LL@(13239) All these enhancements that came with a fast IT development are making web page visual appearance better and more interactive. => Sav ovaj napredak koji je posledica brzog razvoja IT čini da i vizuelni prikaz web stranice bude bolji i interaktivniji.
LL@(13240) Technologies such as Flash and JavaScript are more and more present. => Sve više se koriste tehnologije kao što su Flash i JavaScript.
LL@(13241) Both have many useful properties but like any other things they have their week sides. => Obe ove tehnologije imaju veliki broj korisnih osobina, ali kao i sve ostalo, imaju i loše strane.
LL@(13242) The weakness is reflected in the inability to integrate search engines, searching, reading, and the ranking of the elements that are built using these technologies. => Slabost se ogleda u njihovoj nesposobnosti da povežu pretraživače, pretraživanje, očitavanje i rangiranje elemenata koji su nastali primenom ovih tehnologija.
LL@(13243) Therefore, the use of Flash and JavaScript-this requires special attention. => Stoga primena Flash ili JavaScript tehnologije zahteva da joj se posveti posebna pažnja.
LL@(13244) URL (Uniform Resource Locators) Optimizing web pages includes additional elements, which have their impact on web page ranking in search engines. => URL (uniformni resursni lokatori) Optimizacija web stranica obuhvata i dodatne elemente koji utiču na rangiranje web stranice u pretraživačima.
LL@(13245) The most famous search engines put great emphasis on properly selected address of the web page (URL). => Najpoznatiji pretraživači stavljaju veliki akcenat na pravilno odabranu adresu web stranice (URL).
LL@(13246) Web pages addresses also have other properties that are important for promotion and marketing which are necessary to consider. => Adrese web stranica imaju i druge karakteristike koje su značajne za promociju i marketing i koje je potrebno razmotriti.
LL@(13247) Images and Alt Text Most of the companies make common and critical mistakes while naming the pictures that are presented on the web page. => Slike i Alt text Većina kompanija čini uobičajene i kritične greške kada daje nazive slikama koje predstavlja na web stranicama.
LL@(13248) In addition to pictures the most common mistake is also naming the remarks of the pictures (alt text). => Pored slika, najčešća greška je i imenovanje napomena uz slike (alt text).
LL@(13249) Due to the prevalence of internet it is necessary to follow the standards how to display pictures on it, which have established during the years. => Pošto je internet već široko prisutan, potrebno je pratiti standarde po kojima se na njemu predstavljaju slike, a koji su rezultat dugogodišnjeg rada.
LL@(13250) Most common formats that can be traced are JPEG, GIF, PNG and BMP. => Najčešći formati koji se mogu koristiti su JPEG, GIF, PNG i BMP.
LL@(13251) Anchor Text of Internal Links and Headings A very important element is using keywords in internal links, followed by the use of styles (Heading) and contents of the web page itself, which plays a key role in the perception of usefulness in the eyes of users. => Naslovni tekst internih linkova i zaglavlja Veoma značajan element predstavlja primena ključnih reči u internim linkovima, a onda i korišćenje stilova (zaglavlja, Heading) i sadržaja same web stranice, što igra ključnu ulogu u percepciji korisnika o korisnosti ovih stranica.
LL@(13252) In addition to these elements there are other factors that are equally important with professional optimization of a web page. => Pored ovih elemenata postoje i drugi faktori koji su jednako značajni za profesionalnu optimizaciju web stranice. 2.
LL@(13253) 2.2 Off-page Optimization Next to the on-page optimization it is really important that off-page optimization is done as well. => Optimizacija off-page (izvan stranice) Pored on-page optimizacije, važno je dobro uraditi i off-page optimizaciju.
LL@(13254) In the past few years we can see a huge growth of so called social communities. => U poslednjih nekoliko godina svedoci smo značajnog rasta takozvanih društvenih komunikacija.
LL@(13255)  => To obuhvata korisničku razmenu tekstualnih informacija, slika, video sadržaja i drugih informacija.
LL@(13256) Users exchange textual information, pictures, video content and other information Social Networks It is becoming more and more important that you are present on these social networks because they are also a part of search engines ranking list. => Društvene mreže Prisustvo na društvenim mrežama postaje sve značajnije zato što su i one deo rang lista pretraživača. ~~~ Pomoću društvenih mreža možemo još više da povećamo promociju i svest o našim proizvodima, događajima...
LL@(13257) With the help of social networks we can further increase the awareness and promotion of our products, events… Now days, Facebook, YouTube, Flicker and Twitter, and especially corporate blogs, have a big and leading role in a social networks world. => Danas Facebook, YouTube, Flickr i Twitter, i posebno korporativni blogovi, imaju značajnu, vodeću ulogu u svetu društvenih mreža.
LL@(13258) Fast development of information technology and its new products and services are the main features of todays IT world. => Brz razvoj informacione tehnologije i novi proizvodi i usluge koje je omogućila predstavljaju glavne karakteristike današnjeg IT sveta.
LL@(13259) Until recently, most of the social networks were unknown and undeveloped. => Do nedavno, većina društvenih mreža bila je nerazvijena i nepoznata.
LL@(13260) But now they are on the level where they are changing business and individuals time. => Sada su, opet, na takvom nivou da mogu da menjaju način na koji čovek posluje ili provodi slobodno vreme.
LL@(13261) Therefore it is extremely important to follow these trends because they are the main things that you should be focus on in the future. => Stoga je veoma važno pratiti ove trendove, jer je to ono što će okupirati našu pažnju u budućnosti.
LL@(13262) Link Popularity of Specific Page Raising popularity on the web page can also be achieved by building other links which are pointing to the web page. => Uloga linka u popularnosti stranice Podizanje popularnosti na web stranici može se postići kreiranjem drugih linkova koji upućuju na web stranicu.
LL@(13263) If you have a »healthy« link you have better chance to be ranked higher in the search engines list. => Ako imate zdrav link, veće su vam šanse da se nađete na bliže vrhu na rang listama pretraživača.
LL@(13264) Web pages that are globally known have a much more difficult job to do as unknown pages. => Globalno poznate web stranice imaju veće probleme nego nepoznate stranice.
LL@(13265) Links show that well-known and established web pages, can contribute significantly to the popularity of the page that affects in the search engine ranking. => Linkovi pokazuju da poznate i dobro uspostavljene stranice mogu značajno da doprinesu popularnosti stranice na rang listi pretraživača.
LL@(13266) Page rank which was developed by Google is a well known standard of page popularity. => Rangiranje stranica koje je razvio Google predstavlja poznat standard popularnosti stranice.
LL@(13267) Ranking rate of a page is moving from 1 to 10. => Ocena stranice kreće se od 1 do 10.
LL@(13268) The higher the level, the better and more popular is the page. => Što je nivo viši, stranica je bolja i popularnija. 2.
LL@(13269) 2.3. ~~~ Other aspect of optimization The purpose of most web pages is to be visible to visitors online. => Drugi aspekti optimizacije Svrha svih web stranica jeste da budu vidljive online posetiocima.
LL@(13270) We can increase the visits on the page with several methods and techniques. => Broj poseta može se povećati primenom nekoliko metoda i tehnika.
LL@(13271) Optimization has two methods; optimization that brings rankings in the search engines also so called organic hits. => Optimizacija ima dva metoda.
LL@(13272) Another way is to pay for so called sponsored links. => 
LL@(13273) So far we have mentioned some of the most important elements that are important for good positioning on search engines. => 
LL@(13274) One of the most important elements is certainly the choice of appropriate keywords. => 
LL@(13275) It is important to have good knowledge of the characteristics of industries in which firm performance and as well market competition. => 
LL@(13276) When determining keywords it is necessary to see which keywords are used by our competitors. => Optimizacija koja podiže ocenu na pretraživačima naziva se slobodna pretraga (organic hits).
LL@(13277) While making technically flawless web page it is important to have a good knowledge about positioning web page in the search engines. => Drugi način je da se plate takozvani sponzorisani linkovi. web stranici mogu značajno da doprinesu poziciji na rang listi.
LL@(13278) File description is the next element to be taken into account when drawing up web pages. => 
LL@(13279) Properly named files on the web page could have a significant meaning at search ranking lists. => 
LL@(13280) Despite of all the technical features it is also important what kind of content is present on our web page. => Uprkos svim tehničkim karakteristikama značajno je i kakav sadržaj predstavljamo na našoj web stranici.
LL@(13281) Nowadays users are becoming more and more demanding about the content on the web page which has to be interesting and transparent. => Danas su korisnici sve zahtevniji u vezi sa sadržajem na web stranici i očekuju da on bude interesantan i transparentan.
LL@(13282) There are some standard ways how to write internet content and they are different to the print media text. => Postoje neki standardni načini da se napiše sadržaj na internetu, a koje tekst u štampanim medijima teško može da primeni.
LL@(13283) Users usually »fly through« the content; they are not actually reading it. => Korisnici obično prolete kroz sadržaj; u stvari ga ne čitaju.
LL@(13284) Thats why it is important that we adjust the text in that matter. => Stoga je značajno kako ćemo prilagoditi tekst za ove svrhe.
LL@(13285) Text on the web page is usually connected. => Tekst na web stranici je obično vezan.
LL@(13286) Links between the pages are made with a help of connections that use »anchor text« for connecting words. ~~~ Pictures on the web page have a great impact on psychology. => Linkovi između stranica napravljeni su povezivanjem koje koristi naslovni tekst (anchor text) za povezivanje reči.
LL@(13287) It is important that the pictures are small so they are now overtaking the disc space. => Važno je da slike budu male tako da ne prevazilaze prostor diska.
LL@(13288) The next important thing is the web page structure which can be compared to a web page map. => Sledeći važan momenat je struktura web stranice koja se može porediti sa mapom web stranice.
LL@(13289) For easier identification and searching it is important to choose appropriate name of the web page. => U cilju lakše identifikacije i pretrage važno je da se za web stranicu odabere odgovarajuće ime.
LL@(13290) How we name the web page is also important in terms of marketing. => Naziv web stranice važan je i sa stanovišta marketinga.
LL@(13291) Hosting is just as important as selecting the name of the web page. => Hosting je isto toliko važan kao i naziv web stranice.
LL@(13292) Search engines put a lot of attention to the environment in which the web pages is located. => Pretraživači posvećuju veoma veliku pažnju okruženju i kojem se web stranica nalazi.
LL@(13293) Web pages come from environments that are trustworthy and are ranked better than others. => Web stranice koje pripadaju pouzdanim okruženjima rangiraju se bolje nego druge.
LL@(13294) While making the page it is important to consider search engines diversity. => Kada kreiramo stranicu, važno je znati i koliko ima pretraživača.
LL@(13295) Todays most popular search engines are Internet Explorer, Firefox, Chrome, Opera, Safari and others. => Najpopularniji pretraživači danas su Internet Explorer, Firefox, Chrome, Opera, Safari i drugi.
LL@(13296) Visits and usability of the web page is becoming more and more complex task. => Posete i primenljivost web stranice postaju sve složeniji zadatak.
LL@(13297) To achieve an appropriate level of usefulness in the eyes of visitors it is important to use different knowledge. => Da bi se postigao odgovarajući stepen primenljivosti u očima korisnika važno je koristiti različita znanja.
LL@(13298) Two main areas are definitely marketing and usability. => Dve glavne oblasti svakako su marketing i primenljivost.
LL@(13299) In the future, we can expect more web pages and users, which will increase the requirements of providers and companies that are online. ~~~ 3. => U budućnosti možemo da očekujemo veći broj web stranica i korisnika, što će povećati zahteve provajderima i kompanijama koje su online. 3.
LL@(13300)  => Conclusion Do sada smo pomenuli neke najvažnije elemente dobrog pozicioniranja na pretraživačima.
LL@(13301)  => Jedan od najvažnijih je svakako izbor odgovarajućih ključnih reči.
LL@(13302)  => Važno je dobro poznavati karakteristike delatnosti u kojoj firma posluje, ali i konkurenciju na tržištu.
LL@(13303)  => Prilikom određivanja ključnih reči neophodno je videti koje ključne reči koristi konkurencija.
LL@(13304)  => Da bismo napravili tehnički savršenu web stranicu treba dobro da poznajemo način pozicioniranja web stranice na pretraživačima.
LL@(13305)  => Sledeći element koji treba uzeti u obzir prilikom kreiranja web stranice jeste opis podataka.
LL@(13306) Conclusion Internet is now a part of our everydays life. => Pravilno imenovani fajlovi na Internet je danas deo svakodnevnog života.
LL@(13307) There are more and more users that use the internet for much different kind of everyday tasks. => Sve veći broj ljudi koristi internet za različite potrebe.
LL@(13308) Time and money savings are two of the main advantages of this. => Ušteda vremena i novca ovde su dve najvažnije prednosti.
LL@(13309) We can also see that companies and individuals have changed their behavior. => Takođe vidimo da je došlo do promena u ponašanju i kompanija i pojedinaca.
LL@(13310) Most of online searches is done through search engines. => Veći deo online pretrage vrži se putem pretraživača.
LL@(13311) Different search engines have their own individual crawlers, and as you might expect, they dont all behave exactly the same way. => Različiti pretraživači imaju svoje posebne automatske programe za indeksiranje (crawlers) i, kao što se može i pretpostaviti, oni se ne ponašaju svi jednako.
LL@(13312) Some spiders fetch entire pages; other are easily bored and look at only some of the content Š6Ë. Research and experience in this field shows us that most of the users are attracted to the web pages that are located at the top of the first page. => Neki od ovih, kako ih nekad nazivaju, paukova prikazuju celovite stranice, neki brzo izgube interesovanje i prikazuju samo deo sadržaja Š6Ë. ~~~ Istraživanja i iskustvo u ovoj oblasti pokazuju da mnoge korisnike privlače web stranice koje se nalaze na vrhu prve strane.
LL@(13313) On the first pages are the most visited web pages, which occupy the first seven places. => Na prvoj strani nalaze se najposećenije web stranice, i one zauzimaju prvih sedam mesta.
LL@(13314) The top ten listed pages reach to 80 percent of all clicks, which represents the majority of searches. => Na prvih deset izlistanih strana odlazi oko 80% svih klikova, što je većina pretraga.
LL@(13315) Web pages that are listed between eleventh and twentieth place only remains left with about 15 percent of all clicks. => Web stranice smeštene između jedanaestog i dvanaestog mesta primaju samo preostalih oko 15% poseta.
LL@(13316) The rest of the clicks fail to other web pages that are placed lower than twenties place. => Ostatak poseta odlazi na ostale web stranice koje se nalaze ispod dvanaestog mesta.
LL@(13317) Many companies are still not aware of the importance of optimizing web pages. => Veliki broj kompanija i dalje nije svestan značaja optimizacije web stranica.
LL@(13318) Companies that are aware of the importance and power of the Internet, pay more and more energy and money just for optimizing web pages. => Kompanije koje su svesne značaja i moći interneta ulažu sve više energije i novca upravo u optimizaciju web stranica.
LL@(13319) Optimizing web pages can bring a lot of significant positive changes that can be reflected in several areas of business. => Ova optimizacija može da ima za posledicu veliki broj značajnih pozitivnih promena koje se mogu odraziti na nekoliko aspekata poslovanja.
LL@(13320) A main feature of a well and good designs web page which also includes off-page optimization has the following advantages Š9Ë: better brand promotion, online sales increase, increase of ROI, better competitive advantage, better ranking in the search engines list, long-term effects, increase of web page visits, other. => Glavna karakteristika dobro projektovane web stranice koja obuhvata i off-page optimizaciju ima sledeće prednosti Š9Ë: bolju promociju brenda, porast online prodaje, porast ROI, bolju konkurentnu prednost, bolju poziciju na rang listama pretraživača, dugoročne efekte, porast broja poseta web stranici, drugo.
LL@(13321) In the future we can expect that the number of internet users will increase. => Može se očekivati da će u budućnosti broj korisnika interneta porasti.
LL@(13322) The vast majority of companies will be forced to maintain a market share and think of additional activities that are connected to the internet. => Ogroman broj kompanija će morati da se bori da zadrži svoj udeo na tržištu i da razmišlja o dodatnim aktivnostima koje su u vezi sa internetom.
LL@(13323) Internet communities could present a big opportunity for companies. => Zajednice na internetu mogu da budu velika šansa za kompanije.
LL@(13324) Most searches will certainly be carried out via a web search engine. => Veliki broj pretraga svakako će se obavljati putem pretraživača.
LL@(13325) Search engine optimization represents a critical point, which may represent the dividing line between success and failure of the company. => Optimizacija pretraživača predstavlja kritičnu tačku koja kompaniji može da donese uspeh ili poraz.
LL@(13326) LITERATURE Š1Ë Enge E., Spencer, S., Fishkin R. Stricchiola J., The Art of SEO: Mastering Search Engine Optimization (Theory in Practice) (Paperback), OReilly Media, Inc, Sebastopol, 2010. => LITERATURA Š1Ë Enge E., Spencer, S., Fishkin R. Stricchiola J., The Art of SEO:
LL@(13327) Š2Ë Evans, M.P., Analysing Google rankings through search engine optimization data, Internet Research, Emerald Group Publishing Limited, Vol. 17 No. 1, (2007) pp. 21-37. => Mastering Search Engine Optimization (Theory in Practice) (Paperback), OReilly Media, Inc, Sebastopol, 2010. Š2Ë Evans, M.P., Analysing Google rankings through search engine optimization data, Internet Research, Emerald Group Publishing Limited, Vol.
LL@(13328) Š3Ë Internet World Stats, Internet Usage Statistics - The Internet Big Picture, http://www.internetworldstats.com/stats.htm (2.2.2010). => 17 No. 1, (2007) pp. 21-37. Š3Ë Internet World Stats, Internet Usage Statistics The Internet Big Picture, http://www.internetworldstats.com/stats.htm (2.2.2010).
LL@(13329) Š4Ë Jansen, B.J., Spink, A., How are we searching the world wide web? => Š4Ë Jansen, B.J., Spink, A., How are we searching the world wide web?
LL@(13330) A comparison of nine search engine transaction logs, Information Processing and Management, No. 42, (2006), pp. 248-63. => A comparison of nine search engine transaction logs, Information Processing and Management, No. 42, (2006), pp. 248-63. Š5Ë Kristopher, B.J., Search Engine Optimization:
LL@(13331) Š5Ë Kristopher, B.J., Search Engine Optimization: Your Visual Blueprint for Effective Internet Marketing, Wiley Publishing, Inc, Indianapolis, 2008. ~~~ Š6Ë Lieb, R., The Truth About Search Engine Optimization, Pearson Education, Inc., New Jersey, 2009. => Your Visual Blueprint for Effective Internet Marketing, Wiley Publishing, Inc, Indianapolis, 2008. Š6Ë Lieb, R., The Truth About Search Engine Optimization, Pearson Education, Inc., New Jersey, 2009. Š7Ë Lutze, H. F., The Findability Formula:
LL@(13332) Š7Ë Lutze, H. F., The Findability Formula: The Easy, Non-Technical Approach to Search Engine Marketing, John Wiley & Sons, Inc, Hoboken, New York, 2009. ~~~ Š8Ë Red Orbit, Izdelava spletnih strani, http://www.redorbit.com/storitve/izdelava-spletnih-strani/ (27.12.2009). => The Easy, Non-Technical Approach to Search Engine Marketing, John Wiley & Sons, Inc, Hoboken, New York, 2009. Š8Ë Red Orbit, spletnih Izdelava strani, http://www.red-orbit.com/storitve/izdelava-spletnih-strani/ (27.12.2009).
LL@(13333) Š9Ë Red Orbit, Storitve s področja optimizacije spletnih strani, http://www.optimizacija.eu/storitve.php?gclid=CP DG58qXmp8CFQ0TzAodQUSMng (5.1.2010). => Š9Ë Red Orbit, Storitve s področja optimizacije spletnih strani, http://www.optimizacija.eu/storitve.php?gclid=CPDG58qXmp8CFQ0TzAodQU SMng (5.1.2010).
LL@(13334) Š10Ë Smith, J., Be #1 on Google: 52 Fast and Easy Search Engine Optimization Tools to Drive Customers to Your Web Site, McGraw-Hill, 2010. => Š10Ë Smith, J., Be #1 on Google: ~~~ 52 Fast and Easy Search Engine Optimization Tools to Drive Customers to Your Web Site, McGraw-Hill, 2010.
LL@(13335) Project Portfolio Management UDC: 005.8 ; 005.311.12:519.865 Petar Jovanović1, Tatjana Rudić2, , Vesna [obajić1, Marko Makarić1 1The Project Management College, Belgrade 2Mikromace Group, Podgorica The paper presents the basic characteristics of the project portfolio management process and the process itslef. => Upravljanje portfoliom projekata UDK: ~~~ 005.8 ; 005.311.12:519.865 Petar Jovanović1, Tatjana Rudić2, Vesna [obajić1, Marko Makarić1 1Visoka škola strukovnih studija za projektni menadžment, Beograd 2Mikromace Group, Podgorica U ovom radu prikazane su osnovne karakteristike i proces upravljanja portfoliom projekata.
LL@(13336) The project portfolio management is a new project management discipline that incorporates a simultaneous management of a number of independent projects and programmes in order to achieve strategic objectives as well as overall positive results of the organization. ~~~ 1. => Upravljanje portfoliom projekata predstavlja novu disciplinu projektnog menadžmenta koja se bavi istovremenim upravljanjem realizacijom više nezavisnih projekata i programa, radi dostizanja strategijskih ciljeva i postizanja pozitivnih ukupnih rezultata organizacije. 1.
LL@(13337) Introduction The development of project management as a specialized management discipline can be tracked from the Project Management concept definition and the implementation (3,6,10), dealing with managing one project, to Programme Management, that includes managing a number of projects that make up a programme (4,10), to managing project portfolio (Project Portfolio Management) which incorporates managing a number of independent projects and programmes (7). => Uvod Razvoj projektnog menadžmenta kao specijalizovane menadžment discipline tekao je od definisanja i primene koncepta upravljanja projektom (Project Management) koje se odnosi na upravljanje jednim projektom (3, 6, 10) preko program menadžmenta (Program Management) koji obuhvata upravljanje sa više projekata koji čine program (4,10), pa do upravljanja portfoliom projekata (Project Portfolio Management) koji obuhvata upravljanje sa više nezavisnih projekta i programa (7).
LL@(13338) We should also mention certain concepts of strategic project management (1), (16), management through projects (17), multiproject management in the organization (8), etc, advocated by some authors, with different prospects for further elaboration and implementation. => Takođe treba pomenuti i određene koncepte strategijskog projektnog menadžmenta (1), (16), upravljanja pomoću projekata (17), multiprojektnog upravljanja u organizaciji (8) i sl., koje promovišu pojedini autori, sa različitim mogućnostima dalje razrade i primene.
LL@(13339) The development of the basic concept of project management and the creation of new disciplines such as programme management and the portfolio project management, shifts the focus of our attention from individual project goals to the organizational objectives. => Razvoj osnovnog koncepta projektnog menadžmenta i stvaranje novih disciplina kao što su program menadžment i portfolio projektni menadžment, prenosi težište pažnje sa pojedinačnih ciljeva projekta na ciljeve organizacije.
LL@(13340) As to the programme management and the portfolio project management, these disciplines concentrate upon several projects in the company and thus clearly take into consideration, primarily, both the organizational objectives and the degree to which individual projects within the programme or the portfolio contribute to achieving organizational objectives (14). => Kada je u pitanju program menadžment i upravljanje portfoliom projekata, ove discipline se koncentrišu na više projekata u jednoj kompaniji i time jasno uzimaju u obzir, pre svega, ciljeve organizacije i koliko pojedini projekti u okviru programa ili portfolia doprinose postizanju ciljeva organizacije (14).
LL@(13341) The strategy implementation and achieving strategic goals is the main task the organization has to accomplish and the only possibility for the organization to achieve a positive immediate and future performance (18). => Realizacija strategije i postizanje strategijskih ciljeva je glavni zadatak svake organizacije i jedina mogućnost da postigne pozitivne trenutne i buduće rezultate (18).
LL@(13342) It is for this reason that all the activities and projects stemming from the organization should be efficiently executed, using modern disciplines such as project management and the project portfolio management. => Zato je neophodno da sve akcije i projekti koji proističu iz strategije organizacije budu efikasno realizovane koristeći moderne discipline kao što je projektni menadžment, program menadžment i upravljanje portfoliom projekata.
LL@(13343) The efficient execution of a number of projects and programmes simultaneously and hence achievement of strategic objectives of the organization uses the project portfolio management, a new discipline which allows for the organization to achieve its strategic objectives through a simultaneous execution of a large number of projects within one protfolio (15). => Za efikasnu realizaciju više projekata i programa i time dostizanje strategijskih ciljeva organizacije danas se koristi upravljanje portfoliom projekata, nova disciplina koja, kroz istovreme nu realizaciju više projekata i programa koji čine portfolio, omogućava dostizanje strategijskih ciljeva organizacije (15).
LL@(13344) The project portfolio management relies upon the strategic component of the organization. => Upravljanje portfoliom projekata se oslanja na strategijsku komponentu organizacije.
LL@(13345) It prolongs the time dimension of the project management implementation and ensures a continuous project cycle in accordance with a long-term horizon of strategic planning. => Ono produžava vremensku dimenziju primene projektnog menadžmenta i omogućava kontinuirani projektni ciklus u skladu sa dugoročnim horizontom strategijskog planiranja.
LL@(13346) The project portfolio management is based on a strategic plan and includes all the programmes and projects coming out of it or connected with the strategic plan of the organization. => Upravljanje portfoliom projekata se bazira na strategijskom planu i uključuje sve projekte i programe koji proizilaze ili su povezani sa strategijskim planom organizacije.
LL@(13347) The strategic plan is characterised by a continuum dimension, hence the dimension of the project portfolio management that follows the strategic plan has also to be long-term and continual. => Pošto strategijski plan ima kontinuiranu dimenziju i upravljanje portfoliom projekata koje prati strategijski plan ima takođe dugoročnu i kontinuiranu dimenziju.
LL@(13348) The projects and programmes supporting the organizational strategic plan are executed in the process of the portfolio project management; some come to be completed, some are stopped or are left out of the process and become part of another one and this goes on continually, in accordance with the continual nature of the long-term planning. => Projekti i programi koji podržavaju strategijski plan organizacije se u procesu upravljanja portfoliom projekata realizuju, neki se završavaju, drugi prekidaju ili ispadaju iz procesa i ulaze novi i tako neprekidno, obzirom na neprekidnost dugoročnog planiranja. 2.
LL@(13349) 2. ~~~ Project portfolio management - definition The first step in the analysis of the project portfolio management is the definition of the project portfolio management as a modern managerial discipline that allows for an efficient management of project-oriented organizations as well as linking the strategic and the project frameworks in the organization. => Definisanje upravljanja portfoliom projekata U razmatranju upravljanja portfoliom projekata, treba krenuti od definisanja upravljanja portfoliom projekata kao savremene upravljačke discipline, koja omogućava efikasno upravljanje projektno orijentisanim organizacijama i povezivanje strategijskog i projektnog okvira u organizaciji.
LL@(13350) It should be noted that the project portfolio management connects the organizational strategic objectives and the execution of individual programmes and projects for the purpose of achieving these objectives. => Pre svega treba napomenuti upravljanje portfoliom projekata povezuje strategijske ciljeve organizacije i odgovarajuće strategije i realizaciju pojedinih programa i projekata radi dostizanja tih ciljeva.
LL@(13351) This means that the project portfolio management incorporates the organizational strategic aspects and includes them into the project management concept, thus linking, to a certain way, the project portfolio management with the strategic management of the organization (1,14,16). => To znači da upravljanje portfoliom projekata obuhvata strategijske aspekte organizacije i uvodi ih u koncept projektnog menadžmenta, čime se upravljanje portfoliom projekta na određeni način povezuje sa strategijskim upravljanjem organizacijom (1, 14, 16).
LL@(13352) The project portfolio management is a modern project management discipline that incorporates managing one or a number project portfolios and links strategies and other business initiatives of the organization to the respective projects. => Upravljanje portfoliom projekata je savremena disciplina projektnog menadžmenta koja obuhvata upravljanje sa jednim ili više portfolia projekata i povezuje strategije i druge poslovne inicijative organizacije sa odgovarajućim projektima.
LL@(13353) The project portfolio management cosists of a succession of subprocesses such as identification, selection, prioritization, planning and control of the execution of projects, programmes and other related activities in order that the strategic goals of individual projects and programmes and the organizational objectives in general should be achieved (13). => Upravljanje portfoliom projekata obuhvata niz podprocesa kao što su identifikacija, selekcija, prioritetizacija, planiranje i kontrola realizacije projekata, programa i ostalih povezanih aktivnosti radi ostvarenja strategijskih ciljeva pojedinih projekata i programa i ciljeva organizacije u celini (13).
LL@(13354) The project portfolio management demands that the processes of selection and prioritization be first used to create a project and programme portfolio to be executed and adjusted to the defined strategies and available resources in the organization. => Upravljanje portfoliom projekata podrazumeva da se najpre postupkom selekcije i prioritetizacije formira portfolio projekata i programa koji će biti realizovani i koji će biti usaglašeni sa definisanim strategijama i raspoloživim resursima u organizaciji.
LL@(13355) Therefore we can say that the portfolio is a set of projects and programmes with the completion of which the organizational strategic objectives will be achieved. => U tom smislu, može se reći da portfolio predstavlja skup projekata i programa čijom realizacijom se ostvaruju strategijski ciljevi organizacije.
LL@(13356) Some authors (4, 17) maintain that the project portfolio includes all the projects and programmes in the projectoriented organization. => Pojedini autori (4, 17) smatraju da portfolio projekata obuhvata sve projekte i programe u projektno-orijentisanoj organizaciji.
LL@(13357) Here it is worth noting that the projects and programmes that are part of the portfolio may, but need not necessarily be connected or interdependent. => Pri tome je važno napomenuti da projekti i programi koji čine portfolio mogu, ali ne moraju biti povezani i međuzavisni.
LL@(13358) They are grouped and directed towards organizational strategic objectives in accordance with the defined strategies present in the organizational strategic plan. => Oni se grupišu i usmeravaju prema strategijskim ciljevima organizacije i u skladu sa definisanim strategijama koje egzistiraju u strategijskom planu organizacije.
LL@(13359) Given that the portfolio is a set of respective projects and programmes in an organization, the difference between the portfolio, the programmes and the projects is absolutely clear, both as regards the scope and complexity and as regards the planning, the control and the management in general. => Pošto portfolio predstavlja skup odnosnih projekata i programa u jednoj organizaciji, potpuno je jasna razlika između portfolia, programa i projekata, kako u pogledu obuhvata i složenosti, tako i u pogledu planiranja, kontrole i upravljanja u celini.
LL@(13360) The project portfolio management includes the processes of managing individual projects and programmes that make the portfolio, by which such a global project portfolio management process obtains a considerably more complex time and resource dimension compared to the individual project or a programme management process (5, 7, 11). construction of the portfolio in the sense of possible moving certain projects out of the portfolio or including new projects into it. => Upravljanje portfoliom projekata obuhvata procese upravljanja pojedinim projektima i programima koji čine portfolio čime ovaj globalni proces upravljanja portfoliom projekata dobija znatno složeniju vremensku i resursnu dimenziju od procesa upravljanja pojedinačnim projektom ili programom (5, 7, 11).
LL@(13361) The project portfolio management means managing individual projects and programmes using the project management and the programme management methodologies with the necessary adjusting procedures and an optimal resource usage (9, 12). => Pojednostavljeno rečeno, upravljanje portfoliom projekata obuhvata dva osnovna dela: stvaranje portfolia i upravljanje realizacijom portfolia.
LL@(13362) The basic objectives of the project portfolio management are as follows: Optimization of project portfolio results; Adjusting the projects and programmes with the organizational strategy, Selection of projects and programmes to be executed; Defining the priorities of projects and programmes; Stopping or discontinuation of certain projects or programmes; Coordination of internal and external resources; and organizational learning between projects and programmes (8). => Stvaranje portfolia je kontinuirani proces koji podrazumeva selekciju i prioritetizaciju projekata i programa radi stvaranja portfolia, a zatim stalno praćenje i rekonstrukciju portfolia u smislu eventualnog izbacivanja nekih projekata ili ubacivanja novih. ~~~ Upravljanje realizacijom portfolia obuhvata upravljanje pojedinačnim projektima i programima korišćenjem metodologije projektnog menadžmenta i program menadžmenta uz neophodne postupke usaglašavanja i optimalnog korišćenja resursa (9, 12).
LL@(13363) In order that the project portfolio management should contribute to the strategic objectives and the overall success of the organization, the project portfolio should be designed in such a manner that the projects and programmes for the portfolio are selected through a rigorous selection and prioritization procedures, taking into account the available resources, the risk to be taken and the economic contribution to achieving organizational strategic objectives. => Osnovni ciljevi upravljanja portfoliom projekata su: ~~~ Optimizacija rezultata portfolia projekata, Usklađivanje projekata i programa sa strategijom preduzeća , Izbor projekata i programa koji će biti realizova ni, Definisanje prioriteta projekata i programa, Prekidanje ili obustavljanje pojedinih projekata ili programa, Koordinacija internih i eksternih resursa, i Organizaciono učenje između projekata i progra ma (8).
LL@(13364) Hence the portfolio consists of the projects that meet the following requirements (7): Projects are to be adjusted to the organizational strategy and goals; Projects are to be consistent with the organizational values and culture; Projects are to contribute to the positive money flow in the organization; Projects are to effectively implement the human and material resources of the organization; Projects do not contribute to organizational functioning in just one point of time; they are to contribute to the future results too. => Da bi upravljanje portfoliom projekata doprinelo strategijskim ciljevima i celovitom uspehu organizacije, portfolio projekata treba da bude tako koncipiran da su projekti i programi koji čine portfolio odabrani na osnovu rigorozne selekcije i prioritetizacije, uzimajući u obzir raspoložive resurse, rizik koji se mora preduzeti i ekonomski doprinos ostavrenju strategijskih ciljeva organizacije.
LL@(13365) In simple terms, the project portfolio management has two basic sections: creating the portfolio and the portfolio execution management. => U tom smislu, portfolio čine projekti koji zadovoljavaju sledeće uslove (7):
LL@(13366) The portfolio creation is a continual process that includes the selection and the prioritization of projects and programmes to create the portfolio, and then a continuous monitoring and the re 3. => Projekti moraju biti usklađeni sa strategijom i ci ljevima organizacije, Projekti moraju biti konzistentni sa vrednostima i kulturom organizacije, Projekti moraju doprinositi pozitivnom novča nom toku organizacije, Projekti moraju na efektivan način koristiti ljud ske i materijalne resurse organizacije, Projekti ne obezbeđuju samo trenutne doprinose funkcionisanju organizacije, već moraju doprinostiti i budućim rezultatima delovanju 3.
LL@(13367) Project portfolio management process The project portfolio management process can be defined in several ways, having in mind the project portfolio management goals, the basic stages and the characteristics of the portfolio and the projects and programmes consists of (5). => Proces upravljanja portfoliom projekata Proces upravljanja portfoliom projekta može se definisati na različite načine, uzimajući u obzir ciljeve upravljanja portfoliom projekata, osnovne faze i karakteristike portfolia i projekata i programa koji ga čine (5).
LL@(13368) The project portfolio management is a rather complex process that, globally observed (4,17), consists of creating and a continuous execution of the project portfolio which in turn consists of a set of projects and programmes meant to achieve the organizational strategic objectives. => Upravljanje portfoliom projekata predstavlja jedan veoma složen proces koji, globalno posmatrano (4, 17), obuhvata stvaranje i kontinuiranu realizaciju projektnog portfolia, sastavljenog od skupa projekata i programa kojima se dostižu strategijski ciljevi organizacije.
LL@(13369) It is a highly complex process that includes a large number of subprocesses, stages and activities. => To je jedan izuzetno složen proces koji sadrži veliki broj podprocesa, faza i aktivnosti.
LL@(13370) Generally, the project portfolio management process incorporates the following subprocesses: a) Project selection and prioritization and project portfolio definition, B) Portfolio review, maintenance and reconstruction; c) Project portfolio management implementation (execution of projects and programmes in the portfolio); d) Monitoring the execution of individual projects, programmes and the entire portfolio (14). => Sasvim uopšteno posmatrano proces upravljanja portfoliom projekata obuhvata sledeće podprocese: a) Selekcija i prioritetizacija projekata i definisanje projektnog portfolia, Priprema projektnih predloga, Definisanje koristi od projekata i utvrđivanje kri b) Preispitivanje, održavanje i rekonstrukcija port terijuma, folia c) Primena upravljanja projektnim portfoliom (realizacija projekata i programa koji čine portfolio) d) Praćenje realizacije pojedinih projekata, progra ma i portfolia u celini (14).
LL@(13371) If the selection and prioritization are said to be the initial stages of the project portfolio management process, it should be pointed out that these phases partially overlap and condition each other, thus making the entire project portfolio management process continuous and highly complex, with certain activities and substages that overlap or repeat. a) Project selection and prioritization The project selection and prioritization is the initial stage in which the characteristics and contributions of the proposed projects are compared to the set selection criteria, in order that the project portfolio be created. => Ako se može reći da je selekcija i prioritetizacija početna faza procesa upravljanja portfoliom projekata, onda treba naglasiti da se navedene faze delimično preklapaju i uslovljavaju čineći celokupan proces upravljanja portfoliom projekata kontinuiranim i veoma složenim, sa određenim aktivnostima i podfazama koje se preklapaju i ponavljaju. a) Selekcija i prioritetizacija projekata Selekcija i prioritetizacija projekata je početna faza u kojoj se vrši poređenje karakteristika i doprinosa predloženih projekata sa odabranim kriterijumima za selekciju radi formiranja projektnog portfolia.
LL@(13372) It is a highly complex and demanding process consisting of a large number of activities and phases whose execution can be of crucial influence upon the overall project portfolio management process. => To je izuzetno složen i odgovoran proces koji sadrži veći broj pojedinačnih aktivnosti i faza čija realizacija može odlučujuće da utiče na celokupan proces upravljanja projektnim portfoliom.
LL@(13373) The primary aim of the project selection and prioritization is to chose those projects and programmes from the set of the needed and available projects in the organization whose execution helps achieve the organizational strategic objectives, having in mind the available resources. => Osnovni cilj selekcije i prioritetizacije projekata je da se iz skupa potrebnih i raspoloživih projekata u organizaciji izaberu oni projekti i programi čijom realizacijom se dostižu strategijski ciljevi organizacije, uzimajući u obzir raspoložive resurse.
LL@(13374) The portfolio selected is expected to be in accord with the strategies defined in the organizational strategic plan as well as with the available resources, and the execution of the portfolio is to bring the optimum benefit for the organization. => Pri tome se očekuje da odabrani portfolio projekata bude usaglašen sa strategijama koje su definisane u strategijskom planu organizacije i sa raspoloživim resursima, a istovremeno da njegova realizacija donese najveće koristi za organizaciju.
LL@(13375) In order to define and conduct the project portfolio management process it is necessary that certain preconditions are established. => Da bi krenuli u definisanje i realizaciju procesa upravljanja portfoliom projekata potrebno je prethodno učiniti određene pretpostavke i napraviti određene podloge.
LL@(13376) These primarily refer to: Defining the available resources; Defining the required and available budget; Defining the acceptable risk for the company, etc. => To se, pre svega, odnosi na:
LL@(13377) The project selection and prioritization process and and the project portfolio definition cover the following basic phases: Preparation of project propositions; Defining the benefits from the project and setting criteria; Estimation of possible risks; Defining available resources and financial means; Assessing the extent to which the project is in accord with the defined organizational strategies; Ranking projects according to the set criteria and prioritizing; Selection of projects and defining the project portfolio (14). => Definisanje strategijskih ciljeva kompanije, Izradu strategijskog plana kompanije, Utvrđivanje raspoloživih resursa, Utvršivanje potrebnog i raspoloživog budžeta, Definisanje prihvatljivog rizika za kompaniju, i dr. Proces selekcije i prioritetizacije projekata i definisanje portfolia projekata obuhvata sledeće osnovne faze: Procena mogućih rizika, Utvrđivanje raspoloživih resursa i finansijskih sredstava, Utvrđivanje usklađenosti projekata sa definisa nim strategijama organizacije, Rangiranje projekata prema utvrđenim kriteriju mima i određivanje prioriteta, Izbor projekata i definisanje projektnog portfolia (14).
LL@(13378) The preparation of project propositions is the initial phase in the project selection and prioritization process that includes a complex and extensive work on gathering the necessary information on all the available and possible projects and programmes, followed by the information analysis and processing in order to obtain realistic basis in the form of certain pre-studies and proposals for further assessment, selection and ranking of projects. => Priprema projektnih predloga je početna faza procesa selekcije i prioritetizacije projekata koja obuhvata veoma složen i obiman posao prikupljanja potrebnih informacija o svim raspoloživim i mogućim projektima i programima, a zatim analizu i obradu ovih informacija kako bi se dobile realne podloge, u vidu određenih predstudija i elaborata, za kasniju ocenu, selekciju i rangiranje projekata.
LL@(13379) The next phase in the project selection and prioritization process refers to defining the benefits a certain project brings to the organization and hence setting the criteria to measure and compare these benefits. => Sledeća faza procesa selekcije i prioritetizacije projekata odnosi se na definisanje koristi koje određeni projekat donosi organizaciji i na toj bazi, određivanje kriterijuma kojima se mere i upoređuju ove koristi.
LL@(13380) These criteria are the basic measures for further project selection and ranking activities. => Ovi kriterijumi predstavljaju osnovna merila za dalju selekciju i rangiranje projekata.
LL@(13381) Defining the benefits and the respective criteria is a highly important activity on which the success of the entire phase of the project selection and prioritization process, and consequently the success in project portfolio defining, depend. => Određivanje koristi i odgovarajućih kriterijuma je izuzetno značajan posao od čije valjanosti zavisi uspešnost celokupne faze selekcije i prioritetizacije projekata, a u krajnjem slučaju i uspešnost definisanja portfolia projekata.
LL@(13382) In order that the project selection and prioritization process should continue it is necessary that an inventory of available resources be made; together with the financial funds they are the main constraining factor in the project selection and ranking. => Za dalje odvijanje procesa selekcije i prioritetizacije projekata neophodno je da se napravi inventar raspoloživih resursa koji, uz potrebna finansijska sredstva, predstavljaju glavno ograničenje u izboru i rangiranju projekata.
LL@(13383) It is also necessary that we should estimate all the risks that accompany the execution of certain projects and may crucially affect our decision as whether it is justifiable to include a certain project into the project portfolio or another alternative should be sought. => Takođe je potrebno proceniti i sve rizike koji prate realizaciju pojedinih projekata i mogu veoma bitno da utiču na opredeljenje da li je uopšte celishodno uvrstiti određeni projekat u projektni portfolio ili treba tražiti neku drugu mogućnost.
LL@(13384) Defining the companys strategic objectives; Designing the companys strategic plan; In the project selection and prioritization process it is also necessary that a thorough analysis be made and that it be determined whether the available projects are in accord with the defined organizational strategies and in which manner and to which extent they contribute to achievement of the organizational strategic objectives. => U odvijanju procesa selekcije i prioritetizacije projekata neophodno je da se, takođe detaljno razmotri i utvrdi da li su raspoloživi projekti u skladu sa definisanim strategijama organizacije i na koji način i u kojoj meri doprinose ostvarenju strategijskih ciljeva organizacije.
LL@(13385) In order to accomlish this task effectively, it is necessary that there be a defined and adopted organizational strategic plan with clearly set organizational strategic objectives to be achieved. => Da bi se ovaj posao valjano obavio potrebno je da postoji definisan i usvojen strategijski plan organizacije sa jasnim strategijskim ciljevima koje treba dostići.
LL@(13386) The projects that are not in accord with organizational strategic objectives are not taken into consideration, thus making a shortlist of eligible projects to be included in the portfolio. => Projekti koji nisu u skladu sa strategijskim ciljevima organizacije odmah ispadaju iz razmatranja čime se sužava broj potencijalnih projekata koji ulaze u portfolio.
LL@(13387) The selection phase completed, we have at disposal a set of projects and programmes adjusted to the organizational strategic objectives. ~~~ The ensuing procedure of selection and ranking is to help determine which projects and programmes will constitute the project portfolio. => Nakon faze selekcije mi imamo na raspolaganju skup projekata i programa koji su u skladu sa strategijskim ciljevima organizacije i iz ovog skupa treba, daljim postupkom selekcije i rangiranja, odabrati projekte i programe koji će da čine portfolio projekata.
LL@(13388) In this further procedure we implement the previously defined selection and ranking criteria and rank the projects on the basis of a detailed analysis and assessment of the extent to which certain projects have met the criteria. => U tom daljem postupku koristimo kriterijume za selekciju i rangiranje koji su prethodno definisani i, detaljnom analizom i ocenom dostizanja kriterijuma od strane pojedinih projekata, vršimo rangiranje projekata.
LL@(13389) The last phase of the project selection and prioritization process includes the selection of the projects and the project portfolio definition. => Zadnja faza procesa selekcije i prioritetizacije odnosi se na izbor projekata i definisanje projektnog portfolia.
LL@(13390) The project portfolio will include only the highest ranking projects, those that by meeting several criteria bring greatest benefits (financial, developmental, etc.) to the organization and for which the organization has the necessary resources and finances. => Za projektni portfolio biraju se projekti koji su najbolje rangirani, odnosno koji, po više osnova donose najveće koristi (finansijske, razvojne, i dr.) organizaciji i za koje postoje potrebni resursi i finansijska sredstva.
LL@(13391) Forming the project portfolio completes the project selection and prioritization phase. b) Portfolio review, maintenance and reconstruction The definition of the project portfolio is followed by the execution of individual projects and programmes that are part of the portfolio. => Formiranjem portfolia projekata završava se faza selekcije i prioritetizacije. b) Preispitivanje, održavanje i rekonstrukcija portfolia Nakon definisanja projektnog portfolia sledi realizacija pojedinih projekata i programa koji čine portfolio.
LL@(13392) This is a long-lasting process consisting of a large number of activities and including numerous participants, with different roles each in this dynamic process. => To je jedan dugotrajan proces sastavljen od velikog broja aktivnosti i sa velikim brojem učesnika koji imaju različite uloge u ovom dinamičkom procesu.
LL@(13393) Since the project execution process is lengthy and dynamic, it may come under the impact of various factors and numerous changes that may affect not only the execution, but the very structure of the portfolio, too. => Pošto je proces realizacije projekata dugotrajan i dinamičan na njega mogu uticati različiti faktori i dešavati se brojne promene koje svakako utiču ne samo na izvođenje, već i na samu strukturu portfolia.
LL@(13394) Hence the constant need for continuous reviewing, maintenance and reconstruction of the portfolio. => To dovodi do potrebe za stalnim preispitivanjem, održavanjem i rekonstrukcijom portfolia.
LL@(13395) Namely, once defined, the project portfolio is not final and unchangeable. => Naime, jednom definisan projektni portfolio nije konačan i nepromenljiv.
LL@(13396) It is subject to impacts by various factors and often conditioned by necessary changes. => On je podložan uticajima raznih faktora i uslovljen, često neophodnim promenama.
LL@(13397) Hence all the projects and programmes in the portfolio are subject to constant reviews and analysis to determine whether they still bring the planned benefits and ensure the achievement of the organizational strategic objectives (14). => Zbog toga svi projekti i programi koji čine portfolio su podložni stalnom razmatranju i preispitivanju kako bi se utvrdilo da li i dalje donose planirane koristi i omogućavaju dostizanje strategijskih ciljeva organizacije (14).
LL@(13398) This means that it is necessary to constantly analyse and assess the performance of each project and programme, continually assess the contribution of each project to achieving the economic and other benefits for the organization and consequently review and improve the portfolio. => To znači da treba vršiti stalnu analizu i procenu ostvarenih performansi svakog projekta i programa, neprekidno utvrđivati doprinose projekta ostvarenju ekonomskih i drugih koristi za organizaciju i u skladu sa tim delovati na preispitivanje i poboljšanje portfolia.
LL@(13399) It is also necessary that, on the basis of previous analyses and estimations, each project be analysed and be decided whether it should be executed further, improved, or replaced. => Potrebno je takođe, na osnovu prethodnih analiza i procena, razmatrati svaki projekat i odlučiti da li ga treba dalje realizovati, poboljšati ili zameniti.
LL@(13400) Also, we should analyse the previously set criteria for the project selection and the estimate of the project contribution to the organizational strategic objectives and change, update and confirm the set criteria, thus affecting the portfolio review, maintenance and restructuring in a certain manner. => Pri tome treba analizirati i prethodno postavljene kriterijume za selekciju projekata i ocenu projektnih doprinosa strategijskim ciljevima organizacije i menjati, ažurirati ili potvrđivati postavljene kriterijume, čime se vrši i odgovarajući uticaj na preispitivanje, održavanje ili rekonstrukciju portfolia.
LL@(13401) It is worth noticing that numerous events, especially large-scale changes in the environment, highly risky events and crises may demand changes in the strategic objectives and the organizational strategies which unavoidably calls for changes in the project portfolio structure. => Treba pomenuti da mnoge situacije, posebno velike promene u okolini, zatim krupni rizični događaji i krizne situacije mogu zahtevati promene u strategijskim ciljevima i strategijama organizacije, što neminovno utiče na potrebu za promenama u strukturi projektnog portfolia.
LL@(13402) In such situations, new projects are likely to be introduced into the project portfolio and some projects will be moved out of the portfolio. => U takvim situacijama će sigurno doći do uvođenja novih projekata u projektni portfolio i do izbacivanja određenih projekata koji se nalaze u portfoliu.
LL@(13403) The project portfolio maintenance and improvement is a continuous task, executed all along the project portfolio execution, these two processes being interrelated and inter-dependent to a large extent. c) Portfolio projects and programmes execution The defined project portfolio, i.e., the projects and programmes it consists of, have to be executed in order to derive the benefits for the organization and achieve strategic objectives. => Održavanje i poboljšanje projektnog portfolia je stalan zadatak koji se neprekidno izvodi tokom realizacije projektnog portfolia, i uz značajnu međusobnu zavisnost i uslovljenost ova dva procesa. c) Realizacija projekata i programa koji čine projektni portfolio Definisani projektni portfolio, odnosno projekte i programe koji ga čine, treba realizovati kako bi se ostvarile planirane koristi za organizaciju i dostigli strategijski ciljevi.
LL@(13404) In this process of execution of individual projects and programmes in the portfolio, standard methodologies of the project and programme management are implemented that assume the provision of project plans, organization and delegation of responsibilities, allocation of resources and budget and other planning and control activities necessary to bring a certain project or programme to an end. => U ovom procesu realizacije pojedinih projekata i programa koji čine portfolio, koriste se standardne metodologije projektnog i program menadžmenta, koje predviđaju izradu projektnih planova, organizovanje i određivanje odgovornosti, raspodelu resursa i budžeta i druge planske i kontrolne aktivnosti neophodne da se određeni projekat ili program dovede do završetka.
LL@(13405) Due to the fact that it is a number of projects that are executed simultaneously, the organization of management of individual project, programme, and portfolio execution is generally a highly complex problem that requires that the key players in the process and their main roles and responsibilities be clearly defined. => Zbog činjenice da se u ovom procesu istovremeno realizuje veći broj projekata, organizovanje za upravljanje realizacijom pojedinačnih projekata, programa i portfolia u celini, je veoma složen problem koji zahteva da se precizno definišu ključni učesnici u ovom procesu i njihove glavne uloge i odgovornosti.
LL@(13406) In addition to project managers and project teams in charge of managing the execution of individual projects, a very important role in the project portfolio management process belongs to the team of top managers and the Project Portfolio Council and the Programme (Project) office as well as a number of stakeholders interested in certain projects and programmes (14). => Pored projektnih menadžera i projektnih timova koji su zaduženi za upravljanje realizacijom pojedinih projekata, u procesu upravljanja portfoliom projekata veoma važnu ulogu imaju tim top menadžera i Projektni Portfolio Savet i Programski (Projektni) biro, a takođe i određeni broj stejkholdera koji su zainteresovani za pojedine projekte i programe (14).
LL@(13407) These two organizational forms are responsible for the management of the execution of all the processes in the project portfolio management. => Ove dve organizacione forme su zadužene za upravljanje realizacijom svih procesa u upravljanju projektnim portfoliom.
LL@(13408) Although it is logical that the top management, responsible for achieving the organizational strategic objectives, should be in charge of making all the managerial decisions in the project portfolio management, it usually delegates part of its authority and responsibilities to the Project Portfolio Council. => Iako je logično da top menadžment, koji je odgovoran za dostizanje strategijskih ciljeva organizacije, bude odgovoran i za sve upravljačke odluke u upravljanju portfoliom projekata, on najčešće najveći deo svojih ovlašćenja i odgovornosti prenosi na Projektni Portfolio Savet.
LL@(13409) In this case the Project Portfolio Council is responsible for the course of the entire project portfolio management process as well as for the efficient execution of the projects and programmes in the portfolio (14). => U tom slučaju Projektni Portfolio Savet je odgovoran za odvijanje celokupnog procesa upravljanja projektnim portfoliom i za efikasnu realizaciju projekata i programa koji čine portfolio (14).
LL@(13410) The Project office is in charge of monitoring and control of the execution of all the projects in the portfolio. => Projektni biro je zadužen za praćenje i kontrolu realizacije svih projekata u portfoliu.
LL@(13411) Their task is to coordinate the execution of all the projects in the portfolio, to control the achievement of the planned project results and to inform the Project Portfolio council of the process. => Njegov zadatak je da koordinira realizaciju svih projekata u portfoliu i da kontroliše postizanje planiranih projektnih rezultata i da o tome obaveštava Projektni portfolio savet.
LL@(13412) On the basis of the information and the recommendations obtained from the Project office, the Project Portfolio Council makes the decision as to whether a certain project should be discontinued, continued or postponed. => Projektni biro analizira status svakog projekta i priprema potrebne izveštaje i predloge za Projektni portfolio savet. ~~~ Na osnovu informacija i preporuka Projektnog biroa, Projektni Portfolio Savet odlučuje da li određeni projekat treba prekinuti, nastaviti ili odložiti.
LL@(13413) It is clear that the Project Portfolio Council is the supreme authority in the project portfolio management. => Jasno je da Projektni Portfolio Savet ima odlučujuću ulogu u upravljanju portfoliom projekta.
LL@(13414) They decide whether the project portfolio will be altered or partly reconstructed. => On odlučuje da li će portfolio projekata biti izmenjen ili delimično rekonstruisan.
LL@(13415) They also decide whether the key contributions and benefits for the organization are obtained and, consequently, whether a project should be continued or a new one should be introduced. => Takođe odlučuje da li su postignuti ključni doprinosi i koristi za organizaciju i u tom smislu da li neki projekat treba nastaviti ili uvesti novi.
LL@(13416) Thus they link the execution of individual projects and programmes with the achievement of the overall organizational goals and control the achievement of these objectives. d) Monitoring execution of individual projects and programmes and of entire portfolio The final stage in the project portfolio management process consists of a continual monitoring and control of the execution of individual projects and programmes as well as of the entire portfolio. => On tako povezuje realizaciju pojedinačnih projekata i programa sa postizanjem ukupnih ciljeva organizacije i kontroliše dostizanje ovih ciljeva. d) Praćenje realizacije pojedinih projekata, programa i portfolia u celini Zadnja faza procesa upravljanja portfoliom projekta obuhvata kontinuirano praćenje i kontrolu realizacije pojedinih projekata, programa i portfolia u celini.
LL@(13417) This phase is directly related to the project and programme execution phase and also demands an efficient organization, capable of coordinating, collaborating, information collecting, reviewing certain activities and processes in the execution. => Ova faza je direktno vezana za fazu realizacije projekta i programa i zahteva, takođe, efikasnu organizaciju sposobnu za koordinaciju, zajednički rad, prikupljanje informacija, preispitivanje pojedinih aktivnosti i procesa u realizaciji.
LL@(13418) It is from this phase that information and recommendations are sent to the portfolio maintenance and execution phases, so that changes can be made and the activities directed towards the planned strategic objectives. => Iz ove faze se vrši i dostavljanje informacija i preporuka u fazu održavanja portfolia i realizacije portfolia radi promena i usmeravanja ka planiranim strategijskim ciljevima.
LL@(13419) Individual projects, programmes and the entire portfolio monitoring and control is carried out throughout the entire project portfolio management process. => Praćenje i kontrola realizacije pojedinih projekata, programa i portfolia u celini se obavlja tokom celokupnog procesa upravljanja projektnim portfoliom.
LL@(13420) Although this phase is directly linked to the projects and programmes in the portfolio execution phase, it yields the data necessary in the portfolio maintenance and reconstruction and also impacts the selection and prioritization processes and the introduction of new projects and programmes into the portfolio. => Iako je ova faza direktno vezana za fazu realizacije projekata i programa koji čine portfolio, ona pruža neophodne podatke za održavanje i rekonstrukciju portfolia, a takođe utiče na obavljanje procesa selekcije i prioritetizacije projekata i uvođenje novih projekata i programa u portfolio.
LL@(13421) The complexity of individual projects and programmes monitoring and control and a host of information, demands, calls for, in addition to an efficient organization and a clear managerial structure, a powerful computer support, capable of receiving, processing and distibuting a large number of required and timely information. => Složenost praćenja i kontrole realizacije pojedinih projekata i programa i ogroman broj informacija, zahteva, pored efikasne organizacije i jasne menadžerske strukture, i jaku informatičku podršku sposobnu da prihvati, obradi i distribuira veliki broj potrebnih i pravovremenih informacija.
LL@(13422) It is only in this way that the project portfolio management process can run continually, from selection and prioritization, to project portfolio creating and maintaining, to its direct execution and execution cintrol. => Samo na taj način proces upravljanja portfoliom projekta može kontinuirano da teče, od selekcije i prioritetizacije, preko stvaranja i održavanja portfolia projekta, do njegove neposredne realizacije i praćenja realizacije.
LL@(13423) This can be ensured only by a modern integrated information system with a strong computer support that assumes the use of the Internet and numerous software tools that are continually developed and improved and without which it is impossible to manage the project portfolio. ~~~ 4. => To može da omogući samo jedan savremeni integralni informacioni sistem koji ima jaku informacionu podršku koja podrazumeva korišćenje Interneta i brojnih softverskih alata koji se neprekidno razvijaju i usavršavaju i bez kojih je nemoguće upravljati portfoliom projekata. 4.
LL@(13424) Conclusion As regards the project development and the modern tendencies in the development of this specialized management discipline a conclusion can be drawn that the project portfolio management is a modern concept that offers varied opportunities for an efficient management of several different projects and programmes an organization conducts or is planning to carry out. => Zaključak Kada govorimo o razvoju projektnog menadžmenta i o modernim tendencijama u razvoju ove specijalizovane menadžment discipline, može se zaključiti da projektni portfolio menadžment predstavlja jedan savremeni koncept koji donosi raznovrsne mogućnosti efikasnog upravljanja sa više različitih projekata i programa koje realizuje ili namerava da realizuje jedna organizacija.
LL@(13425) From managing one project (14, 18) and a tendency to achieve the set objectives of the project under considerations, we came to a need to manage a number of projects and programmes (11, 12) and to the efforts to achieve, in addition to the goals of individual projects, the overall organizational objectives. => Od upravljanja jednim projektom (14, 18) i težnje da se dostignu postavljeni ciljevi posmatranog projekta, stigli smo do potrebe da upravljamo sa više projekata i programa (11, 12) i do napora da se, pored ciljeva pojedinačnih projekata, dostignu i ciljevi organizacije u celini.
LL@(13426) Thus the focus is shifted to organizational strategic objectives, connecting the operational aspect of the basic project management concept with a strategic aspect the organization strives to and the strategic management of the organization. => Na taj način se fokus prenosi na strategijske ciljeve organizacije, čime se povezuje operativni aspekt osnovnog koncepta projektnog menadžmenta sa strategijskim pogledom kome teži organizacija i strategijskim upravljanjem organizacijom.
LL@(13427) The project portfolio management process includes a number of inter-connected sub-processes (14) such as: project identification, selection and prioritization and project portfolio definition, then the portfolio review, maintenance and reconstruction, followed by the management of the portfolio projects and programmes execution, and , finally, individual projects, programmes and the entire portfolio execution monitoring. => Proces upravljanja portfoliom projekata obuhvata više povezanih podprocesa (14) kao što su: identifikacija, selekcija i prioritetizacija projekata i definisanje projektnog portfolia, zatim preispitivanje, održavanje i rekonstrukcija portfolia, nakon toga upravljanje realizacijom projekata i programa koji čine portfolio, i na kraju, praćenje realizacije pojedinih projekata, programa i portfolia u celini.
LL@(13428) This concept of project portfolio management is a rather simplified approach that is relatively easy to implement in practice. => Ovaj koncept upravljanja projektnim portfoliom predstavlja jedan dosta jednostavan pristup koji se može relativno lako primeniti u praksi.
LL@(13429) To conclude, the project portfolio management consists of two global sections: portfolio definition and portfolio execution management. => Može se zaključiti da upravljanje portfoliom projekata obuhvata dva globalna dela: definisanje portfolia i upravljanje realizacijom portfolia.
LL@(13430) The portfolio definition is a continuous process that includes the project and programme selection and prioritization in order that the portfolio may be created, and then a regular portfolio monitoring and restructuring in case certain projects should be left out and some new should be entered. => Definisanje portfolia je kontinuirani proces koji podrazumeva selekciju i prioritetizaciju projekata i programa radi stvaranja portfolia, a zatim stalno praćenje i rekonstrukciju portfolia radi eventualnog izbacivanja nekih projekata ili ubacivanja novih.
LL@(13431) The portfolio execution management includes individual projects and programmes management by implementing the project management and the programme management methodologies with the necessary adjustment procedures and with the optimal use of resources. => Upravljanje realizacijom portfolia obuhvata upravljanje pojedinačnim projektima i programima korišćenjem metodologije projektnog menadžmenta i program menadžmenta uz neophodne postupke usaglašavanja i optimalnog korišćenja resursa.
LL@(13432) REFERENCES Š1Ë Callahan K., Brooks L.: Essentials of Strategic Project Management, John Willey & Sons Inc., 2004. => LITERATURA Š1Ë Callahan K., Brooks L.: ~~~ Essentials of Strategic Project Management, John Willey & Sons Inc., 2004. Š2Ë Cusumano M.A., Nobeoko K.:
LL@(13433) Š2Ë Cusumano M.A., Nobeoko K.: Thinking beyond, The Free Press, New York, 1998. => Thinking beyond, The Free Press, New York, 1998. Š3Ë Frigenti E., Comninos D.:
LL@(13434) Š3Ë Frigenti E., Comninos D.: The Practice of Project Management a guide to the business focused approach, Kogan Page, London, 2002. => The Practice of Project Management a guide to the business focused approach, Kogan Page, London, 2002. Š4Ë Gareis R.:
LL@(13435) Š4Ë Gareis R.: Programme Management and Project Portfolio Management: New Competencies of Project-Oriented Organization, PMI Symposium, Houston, 2000. => Programme Management and Project Portfolio Management: ~~~ New Competencies of Project-Oriented Organization, PMI Symposium, Houston, 2000. Š5Ë Kendall G.I., Rollins S.C.:
LL@(13436) Š5Ë Kendall G.I., Rollins S.C.: Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed, International Institute for Learning and J.Ross Publishing, Florida, 2003. => Advanced Project Portfolio Management and the PMO: ~~~ Multiplying ROI at Warp Speed, International Institute for Learning and J.Ross Publishing, Florida, 2003. Š6Ë Kerzner, H.:
LL@(13437) Š6Ë Kerzner, H.: Project Management: A Systems Approach to Planning, Scheduling and Controlling, Ninth Edition, John Willey & Sons, 2006. => Project Management: ~~~ A Systems Approach to Planning, Scheduling and Controlling, Ninth Edition, John Willey & Sons, 2006. Š7Ë Levine H.A.:
LL@(13438) Š7Ë Levine H.A.: Project Portfolio Management: A Practical Guide to Selecting Projects, Managing Portfolios and Maximizing Benefits, John Willey & Sons, 2005. => Project Portfolio Management: ~~~ A Practical Guide to Selecting Projects, Managing Portfolios and Maximizing Benefits, John Willey & Sons, 2005. Š8Ë Petrović D.:
LL@(13439) Š8Ë Petrović D.: Koncept multiprojektnog upravljanja u preduzeću, doktorska disertacija, FON, Beograd, 2003. => Koncept multiprojektnog upravljanja u preduzeću, doktorska disertacija, FON, Beograd, 2003. Š9Ë Petrović D.:
LL@(13440) Š9Ë Petrović D.: Model upravljanja portfoliom pro jekata, VII Internacionalni simpozijum iz projektnog menadžmenta YUPMA 2003, Zlatibor, 2003. => Model upravljanja portfoliom projekata, VII Internacionalni simpozijum iz projektnog menadžmenta YUPMA 2003, Zlatibor, 2003. Š10Ë Turner J. R.:
LL@(13441) Š10Ë Turner J. R.: The Handbook of Project-based Management: Improving the Process for Achieving Strategic Objectives, Mcgraw-Hill Professional, 1998 Š11Ë Wideman R.M.: A Management Framework for Project, Program and Portfolio Integration, Trafford Publishing, 2004. => The Handbook of Project-based Management: ~~~ Improving the Process for Achieving Strategic Objectives, Mcgraw-Hill Professional, 1998 Š11Ë Wideman R.M.: ~~~ A Management Framework for Project, Program and Portfolio Integration, Trafford Publishing, 2004. Š12Ë Williams D., Parr T.:
LL@(13442) Š12Ë Williams D., Parr T.: Enterprise Programme Management: Delivering Value, Palgrave Macmillan, 2004 Š13Ë A Guide to the Project Management Body of Knowledge, PMBOK Guide Fourth Edition, Project Management Institute, Pennsylvania, USA, 2008 Š14Ë Jovanović P.: Upravljanje projektom, V[PM, Beograd, 2010. => Enterprise Programme Management: ~~~ Delivering Value, Palgrave Macmillan, 2004 Š13Ë A Guide to the Project Management Body of Knowledge, PMBOK Guide Fourth Edition, Project Management Institute, Pennsylvania, USA, 2008 Š14Ë Jovanović P.:
LL@(13443) Š15Ë Jovanović P.: Savremeni menadžment, V[PM, Beograd, 2009. => Upravljanje projektom, V[PM, Be ograd, 2010. Š15Ë Jovanović P.:
LL@(13444) Š16Ë Grundy T., Brown L.: Strategic project management Creating Organizational Breakthroughs, Thomson Learning, UK, 2002 Š17Ë Gareis R.: Happy projects!, MANZ Verlag, Vienna, 2005. => Savremeni menadžment, V[PM, Beograd, 2009. Š16Ë Grundy T., Brown L.: ~~~ Strategic project management Creating Organizational Breakthroughs, Thomson Learning, UK, 2002 Š17Ë Gareis R.:
LL@(13445) Š18Ë Jovanović P., @ivković D., Jovanović F.: Menadžment i projektni menadžment, V[PM, Beograd, 2008. => Happy projects!, MANZ Verlag, Vien na, 2005. Š18Ë Jovanović P., @ivković D., Jovanović F.: ~~~ Menadžment i projektni menadžment, V[PM, Beograd, 2008.
LL@(13446) Development of Higher Environmental Education Program UDC: 37.033:502/504 Nataša Petrović1 1Fakultet organizacionih nauka u Beogradu Education for Sustainable Development is an investment in our future… each respective country should ensure that appropriate resources are made available for its development - World Summit on Sustainable Development: Plan of Implementation (2002). => Razvijanje visokoškolskog programa za ekološko obrazovanje UDK: ~~~ 37.033:502/504 Nataša Petrović1 1Fakultet organizacionih nauka u Beogradu Obrazovanje za održivi razvoj predstavlja investiciju u našu budućnost ... svaka posebna zemlja treba da se postara da obezbedi odgovarajuće resurse za svoj razvoj Svetski samit o održivom razvoju:
LL@(13447) 1. => Plan implementacije (2002) 1.
LL@(13448) Introduction The Global Development Research Center (GDRC) endorses and supports the initiative of the UN to designate the decade of 2005 - 2015 as the UN Decade of Education for Sustainable Development. => Uvod Istraživački centar za globalni razvoj (GDRC) potvrđuje i podržava inicijativu UN da deceniju od 2005 2015. godine proglasi Decenijom obrazovanja za održivi razvoj pod patronatom UN (engl. UN-DESD).
LL@(13449) The UNDESD is to start from 1 January 2005, extending to the end of the year 2015. => UN-DESD treba da počne 1. januara 2005. godine i da traje do kraja 2015. godine.
LL@(13450) The UN Decade of Education for Sustainable Development ESD seeks to (a) incorporate quantitative and qualitative ESD indicators into on-going monitoring and evaluation of Education for All - EFA and the UN Literacy Decade; (b) monitor the progress of activities undertaken by UN agencies, Governments and NGOs in observance of the Decade and facilitate the implementation and follow-up; (c) evaluate the achievement of measurable results in achieving the aims and objectives of the Decade, particularly as regards the integration of ESD into national educational policies, programmes and systems; and (d) make recommendations to further promote ESD based on results and lessons learnt from the Decade. => Cilj ove Decenije obrazovanja za održivi razvoj pod patronatom UN ESD (Education for Sustainable Development) jeste da (a) uključi kvantitativne i kvalitativne pokazatelje ESD u tekući nadzor i procenu Obrazovanja za sve EFA (Education for All) i UN Deceniju pismenosti; (b) prati napredovanje aktivnosti koje preduzimaju agencije UN, vlade i NVO u poštovanju ove Decenije, i olakša primenu i praćenje; (c) proceni ostvarenje merljivih rezultata u realizaciji ciljeva Decenije, posebno u procesu integrisanja ESD u nacionalne obrazovne politike, programe i sisteme i (d) da preporuke za dalju promociju ESD na osnovu rezultata i pouka izvučenih iz iskustava Decenije.
LL@(13451) The main thrusts of Education for Sustainable Development, originally identified in Chapter 36 of Agenda 21, have been expanded upon in the Work Programme of the UN Commission of Sustainable Development CSD, reports of the major UN Conferences of the 1990s: 1. => Glavni udarni ciljevi obrazovanja za održivi razvoj, koji su prvobitno navedeni u Poglavlju 36 Agende 21, prošireni su u Programu rada Komisije za održivi razvoj UN CSD, u izveštajima sa glavnih konferencija UN održanih 1990ih godina: ~~~ 1.
LL@(13452) Public understanding of the principles behind sustainability. => Svi ljudi treba da poznaju principe koji stoje u osnovi održivosti.
LL@(13453) ESD has a major role in furthering the discussion of sustainability itself and the evolution of the concept from a vision to its practical application in culturally appropriate and locally relevant forms. => ESD ima veoma značajunu ulogu u unapređivanju samih rasprava o održivosti i razvoju koncepta od vizije do njegove praktične primene u kulturološki primerenim i lokalno relevantnim oblicima. 2.
LL@(13454) 2. ~~~ Mainstreaming ESD. => Opšteprihvaćenost ESD.
LL@(13455) This social process needs to be mainstreamed into all sectors including business, agriculture, tourism, natural resource management, local government and mass media, adding value to program development and implementation. ~~~ 3. => Ovaj društveni proces treba da postane opšte prihvaćen u svim sektorima, naime, u poslovanju, poljoprivredi, turizmu, upravljanju prirodnim resursima, lokalnoj vlasti i mas-medijima, i da dodaje vrednost u razvoju i primeni programa. 3.
LL@(13456) Lifelong learning for all. => Permanentno učenje za sve.
LL@(13457) The quality life-long education and learning opportunities are required for all people regardless of their occupation or circumstances. ~~~ 4. => Kvalitetno stalno obrazovanje i mogućnosti za učenje treba da budu dostupni svim ljudima bez obzira na njihovo zanimanje ili okolnosti u kojima se nalaze. 4.
LL@(13458) ESD is relevant to all nations. => ESD je značajno za sve nacije.
LL@(13459) The realization that it is our most highly educated countries that create some of the greatest threats to a sustainable future for the planet, the reorienting of existing education programs in all nations to address the social, environmental, and economic knowledge, skills, perspectives, and values inherent to sustainability is also a major thrust of ESD. ~~~ 5. => Shvatanje da upravo najobrazovanije zemlje izazivaju najveće opasnosti za održivu budućnost planete, preusmeravanje postojećih obrazovnih programa među svim nacijama na usvajanje društvenih, ekoloških i privrednih znanja, umeća, perspektiva i vrednosti koje se nalaze u osnovi održivosti takođe je jedan od glavnih udarnih ciljeva ESD. 5.
LL@(13460) Specialised Training Programs. => Specijalizovani programi obuke.
LL@(13461) The development of specialized training programs to ensure that all sectors of society have the skills necessary to perform in their world in a sustainable manner. ~~~ 2. => Razvijanje specijalizovanih programa obuke da bi se obezbedilo da svi sektori društva ovladaju umećima neophodnim da upravljaju svetom poštujući princip održivosti. 2.
LL@(13462) Promoting education, public awareness and training Education, raising of public awareness and training are linked to virtually all areas in Agenda 21, and even more closely to the ones on meeting basic needs, capacity-building, data and information, science, and the role of major groups. => Unapređenje obrazovanja, javna svest i obuka Obrazovanje, podizanje svesti u javnosti i obuka odnose se upravo na sve oblasti obuhvaćene Agendom 21, posebno na one koje se tiču obezbeđivanja osnovnih potreba, sticanja sposobnosti, podataka i informacija, nauke i uloge glavnih grupa.
LL@(13463) Programme areas described in Agenda 21 are: a. Reorienting education towards sustainable development. => U Agendi 21 opisane su sledeće programske oblasti: a.
LL@(13464) b. ~~~ Increasing public awareness. => Preusmeravanje obrazovanja u pravcu održivog razvoja. b.
LL@(13465) c. Promoting training. => Jačanje javne svesti. c.
LL@(13466) PROGRAMME AREAS A. Reorienting education towards sustainable development Basis for action Education, including formal education, public awareness and training should be recognized as a process by which human beings and societies can reach their fullest potential. => Bolja obuka. ~~~ PROGRAMSKE OBLASTI A. Preusmeravanje obrazovanja u pravcu održivog razvoja Polazne osnove za delovanje Obrazovanje, uključujući i formalno obrazovanje, javnu svest i obuku treba shvatiti kao proces kojim ljudska bića i društva mogu da dostignu svoj puni potencijal.
LL@(13467) Education is critical for promoting sustainable development and improving the capacity of the people to address environment and development issues. => Obrazovanje je od ključnog značaja za unapređenje održivog razvoja i unapređenje sposobnosti ljudi da se bave pitanjima životne sredine i razvoja.
LL@(13468) While basic education provides the underpinning for any environmental and development education, the latter needs to be incorporated as an essential part of learning. => Osnovno obrazovanje obezbeđuje temelje svakog daljeg ekološkog i održivog obrazovanja, sve drugo mora da postane suštinski deo učenja.
LL@(13469) Both formal and non-formal education are indispensable to changing peoples attitudes so that they have the capacity to assess and address their sustainable development concerns. => I formalno i neformalno obrazovanje su nezaobilazni činioci koji vode menjanju stavova ljudi u smislu da oni postignu sposobnost da se bave i da procenjuju pitanja od značaja za održivi razvoj.
LL@(13470)  => Ciljevi Uvažavajući činjenicu da će svaka zemlja, regionalna i međunarodna organizacija razvijati svoje sopstvene prioritete i planove primene u skladu sa svojim potrebama, politikama i programima, predlažu se sledeći ciljevi: (cid:
LL@(13471)  => Aktivnosti treba usmeriti na smanjivanje visoke stope nepismenosti i stvoriti uslove da više žena stekne makar osnovno obrazovanje, tako da njihova pismenost bude makar na nivou pismenosti muškaraca. (cid:
LL@(13472) Objectives Recognizing that countries, regional and international organizations will develop their own priorities and schedules for implementation in accordance with their needs, policies and programmes, the following objectives are proposed: (cid:123) Efforts should focus on reducing the high illiteracy levels and redressing the lack of basic education among women and should bring their literacy levels into line with those of men. (cid:123) To achieve environmental and development awareness in all sectors of society on a world-wide scale as soon as possible. (cid:123) To strive to achieve the accessibility of environmental and development education, linked to social education, from primary school age through adulthood to all groups of people. (cid:123) To promote integration of environment and development concepts, including demography, in all educational programmes, in particular the analysis of the causes of major environment and development issues in a local context, drawing on the best available scientific evidence and other appropriate sources of knowledge, and giving special emphasis to the further training of decision makers at all levels. => [to pre razviti svest o životnoj sredini i razvoju u svim sektorima društva, širom sveta. (cid: ~~~ Težiti da ekološko obrazovanje i obrazovanje za razvoj bude dostupno svim ljudima, povezano sa društvenim obrazovanjem, od osnovno-školskog uzrasta, do odraslih. (cid: ~~~ Pospešiti uključivanje koncepata životne sredine i razvoja, uključujući demografiju, u sve obrazovne programe, posebno u analizu uzroka glavnih problema okruženja i razvoja u lokalnom kontekstu, a na osnovu najverodostojnijih naučnih dokaza koji su nam dostupni i drugih odgovarajućih izvora saznanja i posebno naglasiti značaj dalje obuke onih koji donose odluke, i to na svim nivoima.
LL@(13473) Activities It is recognized that countries and regional and international organizations will develop their own priorities and schedules for implementation in accordance with their needs, policies, programmes and activities. => Aktivnosti Uvažava se činjenica da će svaka zemlja, regionalna i međunarodna organizacija razvijati svoje sopstvene prioritete i planove koje će primenjivati u skladu sa svojim potrebama, politikama i programima, i aktivnostima.
LL@(13474) B. ~~~ Increasing public awareness Basis for action There is still a considerable lack of awareness of the interrelated nature of all human activities and the environment, due to inaccurate or insufficient information. => B. Jačanje javne svesti Polazne osnove za delovanje Još uvek nije dovoljno razvijena svest o tome da su sve ljudske aktivnosti povezane sa životnom sredinom, a to je zato što informacije nisu precizne ili ih nema u dovoljnoj meri.
LL@(13475) There is a need to increase public sensitivity to environment and development problems and involvement in their solutions and foster a sense of personal environmental responsibility and greater motivation and commitment towards sustainable development. => Potrebno je postići da javnost bude svesnija problema životne sredine i razvoja i posvećenija njihovom rešavanja i takođe više razviti osećanje lične odgovornosti za životnu sredinu i veću motivisanost i posvećenost održivom razvoju.
LL@(13476) Objective The objective is to promote broad public awareness as an essential part of a global education effort to strengthen attitudes, values and actions which are compatible with sustainable development. => Cilj Cilj je da se unapredi svest šire javnosti kao bitan deo globalnog obrazovanja u cilju postizanja čvršćih stavova, vrednosti i aktivnosti koje su u skladu sa održivim razvojem.
LL@(13477) It is important to stress the principle of devolving authority, accountability and resources to the most appropriate level with preference given to local responsibility and control over awareness-building activities. => Važno je naglasiti princip prenošenja ovlašćenja, odgovornosti i resursa na najprimereniji nivo, sa naglaskom na odgovornost u lokalnom kontekstu i kontroli nad aktivnostima izgradnje svesti.
LL@(13478) Activities It is recognized that countries, regional and international organizations will develop their own priorities and schedules for implementation in accordance with their needs, policies, programmes and activities. => Aktivnosti Uvažava se činjenica da će svaka zemlja, regionalna i međunarodna organizacija razvijati svoje sopstvene prioritete i planove koje će primenjivati u skladu sa svojim potrebama, politikama i programima i aktivnostima.
LL@(13479) C. Promoting training Basis for action Training is one of the most important tools to develop human resources and facilitate the transition to a more sustainable world. => C. Bolja obuka Polazne osnove za delovanje Obuka je jedan od najznačajnijih instrumenata za razvijanje ljudskih resursa i lakši prelazak u održiviji svet.
LL@(13480) It should have a job-specific focus, aimed at filling gaps in knowledge and skill that would help individuals find employment and be involved in environmental and development work. => Obuka treba da se usredsredi na stručno osposobljavanje, sa ciljem da popuni preznine u znanju i veštinama kako bi se pojedinac lakše zaposlio i uključio u rad na razvoju i na očuvanju životne sredine.
LL@(13481) At the same time, training programmes should promote a greater awareness of environment and development issues as a two-way learning process. => Programi obuke istovremeno treba da insistiraju na jačanju svesti o životnoj sredini i o pitanjima razvoja kao dvosmernom procesu.
LL@(13482) Objectives The following objectives are proposed: (cid:123) To establish or strengthen vocational training programmes that meet the needs of environment and development with ensured access to training opportunities, regardless of social status, age, gender, race or religion. (cid:123) To promote a flexible and adaptable workforce of various ages equipped to meet growing environment and development problems and changes arising from the transition to a sustainable society. (cid:123) To strengthen national capacities, particularly in scientific education and training, to enable Governments, employers and workers to achieve their environmental and development objectives and to facilitate the transfer and assimilation of new environmentally sound, socially acceptable and appropriate technology and know-how. (cid:123) To ensure that environmental and human ecological considerations are integrated at all manageri al levels and in all functional management areas, such as marketing, production and finance. => Ciljevi Predloženi su sledeći ciljevi: (cid: ~~~ Uspostaviti ili pojačati programe stručnog obrazovanja koji odgovaraju potrebama zaštite životne sredine i razvoja i pritom obezbediti priliku za obuku svima, bez obzira na društveni status, starosnu dob, pol, rasu ili veru. (cid: ~~~ Usavršavati fleksibilnu i prilagodljivu radnu snagu različitih godina starosti koja može da odgovori na sve veće probleme i promene životne sredine i razvoja koji se javljaju u uslovima prelaska u održivo društvo. (cid: ~~~ Ojačati snagu nacije, posebno u oblasti naučnog obrazovanja i obuke, osposobiti vlade, poslodavce i radnike da postižu svoje ciljeve u oblasti održanja životne sredine i razvoja i olakšati transfer i usvajanje nove, ekološki zdrave i društveno prihvatljive i odgovarajuće tehnologije i načina rada. (cid: ~~~ Obezbediti da stavovi o ekologiji i sama ekologija uvek budu sastavni deo upravljanja na svim nivoima, kao što su marketing, proizvodnja i finansije. ~~~ Aktivnosti (cid: ~~~ Koristeći pomoć Ujedinjenih nacija, države treba da identifikuju potrebe radne snage za obukom i da procene mere koje bi trebalo preduzeti da bi se te potrebe zadovoljile. (cid: ~~~ Nacionalna stručna udruženja se podstiču da razvijaju i da preispituju svoje etičke kodekse i ponašanje u cilju boljeg povezivanja i veće posvećenosti pitanjima životne sredine. (cid:
LL@(13483) Activities (cid:123) Countries, with the support of the United Nations system, should identify workforce training needs and assess measures to be taken to meet those needs. (cid:123) National professional associations are encouraged to develop and review their codes of ethics and conduct to strengthen environmental connections and commitment. (cid:123) Countries and educational institutions should integrate environmental and developmental issues into existing training curricula and promote the exchange of their methodologies and evaluations. (cid:123) Countries should encourage all sectors of society, such as industry, universities, government officials and employees, non-governmental organizations and community organizations, to include an environmental management component in all relevant training activities, with an emphasis on meeting immediate skill requirements through short-term formal and in-plant vocational and management training. (cid:123) Countries should strengthen or establish practical training programmes for graduates from vocational schools, high schools and universities, in all countries, to enable them to meet labour market requirements and to achieve sustainable livelihoods. (cid:123) Governments are encouraged to consult people in isolated situations, whether geographically, culturally or socially, to ascertain their needs for training to enable them to contribute more fully to developing sustainable work practices and lifestyles. (cid:123) Governments, industry, trade unions, and consumers should promote an understanding of the interrelationship between good environment and good business practices. (cid:123) Countries should develop a service of locally trained and recruited environmental technicians able to provide local people and communities, particularly in deprived urban and rural areas, with the services they require, starting from primary environmental care. (cid:123) Countries should enhance the ability to gain access to, analyse and effectively use information and knowledge available on environment and development. (cid:123) Aid agencies should strengthen the training component in all development projects, emphasizing a multidisciplinary approach, promoting awareness and providing the necessary skills for transition to a sustainable society. (cid:123) Existing networks of employers and workers organizations, industry associations and non-governmental organizations should facilitate the exchange of experience concerning training and awareness programmes. (cid:123) Governments, in cooperation with relevant international organizations, should develop and implement strategies to deal with national, regional and local environmental threats and emergencies, emphasizing urgent practical training and awareness programmes for increasing public preparedness. (cid:123) The United Nations system, as appropriate, should extend its training programmes, particularly its environmental training and support activities of employers and workers organizations. => Države i obrazovne institucije treba da uklope pitanja zaštite životne sredine i razvoja u postojeće programe obuke i da podstiču razmenu metodologija i procenjivanja. (cid: ~~~ Države treba da podstiču sve sektore društva, kao što su industrija, univerziteti, vladini zvaničnici i službenici, nevladine organizacije i organizacije u okviru lokalne zajednice da uključe komponentu upravljanja životnom sredinom u sve relevantne aktivnosti u obuci, sa naglaskom na zadovoljavanju neposrednih potreba za kvalifikacijom putem kratkoročnog formalnog stručnog obrazovanja i obuke na radnom mestu, kako u oblasti struke, tako i u oblasti upravljanja. (cid: ~~~ Države treba da poboljšavaju ili uspostavljaju praktične programe obuke za diplomce stručnih škola, srednjih škola/gimnazija i univerziteta, i to svuda, da bi ti diplomci mogli da zadovolje potrebe tržišta rada i sebi obezbede održiv način života. (cid:
LL@(13484) 3. => Vlade treba da se konsultuju sa ljudima koji žive geografski, kulturno ili društveno udaljeni od centara i da utvrde njihove potrebe za stručnim obrazovanjem da bi oni mogli potpunije da doprinesu razvijanju održivih radnih navika i načina života. (cid:
LL@(13485)  => Vlade, industrija, sindikati i potrošači treba da budu sve svesniji uzajamne povezanosti između dobrog okruženja i dobre poslovne prakse. (cid:
LL@(13486)  => Države treba da razviju službu lokalno obučenih i zaposlenih tehničara za zaštitu okoline koji lokalnom stanovništvu i zajednicama mogu da obezbede usluge koje su im potrebne, posebno u ruralnim i urbanima sredinama u kojima su takve usluge neophodne, počevši od osnovne brige o životnoj sredini. (cid:
LL@(13487)  => Države treba da podstiču sposobnosti da se pristupi, analiziraju i efektivno primene dostupne informacije i znanje o životnoj sredini i razvoju. (cid:
LL@(13488)  => Agencije koje pružaju pomoć trebalo bi da pojačaju komponentu obuke u svim razvojnim projektima, posebno multidisciplinarni pristup, i da pospešuju svest i obezbeđuju neophodna umeća za prelazak u održivo društvo. (cid:
LL@(13489)  => Postojeće mreže organizacija poslodavaca i radnika, industrijske asocijacije i nevladine organizacije imaju zadatak da olakšaju razmenu iskustava vezanih za programe obuke i jačanja svesti. (cid:
LL@(13490)  => U saradnji sa odgovarajućim međunarodnim organizacijama, vlade treba da razvijaju i primenjuju strategije kojima bi se rešavale opasnosti i hitni problemi na nivou nacionalnih, regionalnih i lokalnih zajednica, pritom naglašavajući potrebu za što hitnijom razradom programa praktične obuke i jačanja svesti, čime bi nacija postala spremnija da odgovori na izazove te vrste. (cid:
LL@(13491)  => Sistem Ujedinjenih nacija, kao odgovarajući sistem, trebalo bi da proširi svoje programe obuke, posebno u oblasti ekološke obuke, i da podrži aktivnosti organizacija poslodavaca i radnika. 3.
LL@(13492) Education for sustainable development Education for sustainable development, also known as sustainability education, or education for a sustainable future, arose out of the statement in Chapter 36 of Agenda 21 that education is crucial to sustainable development and that all countries should initiate national strategies for education for sustainable development. => Obrazovanje za održivi razvoj Obrazovanje za održivi razvoj, ili, drugačije rečeno, ekološki održivo obrazovanje, ili, opet, obrazovanje za održivu budućnost, nastalo je iz jedne tvrdnje u Poglavlju 36 Agende 21, da je obrazovanje od suštinskog značaja za održivi razvoj i da sve zemlje treba da započnu stvaranje nacionalnih strategija obrazovanja za održivi razvoj.
LL@(13493) As a result, education in the context of sustainability is understood as a change process rather than a message or level which must be achieved. => Stoga se obrazovanje u kontekstu održivosti shvata pre kao proces promena nego kao poruka ili nivo koji se mora dostići.
LL@(13494) Another realization emerging out of the sustainability literature is that major problems cannot be solved from the standpoint of our current way of living but will require a shift from traditional ways of thinking and acting upon environmental problems. => Drugi stav koji se može izvesti iz literature o održivosti jeste da se glavni problemi ne mogu rešiti načinom na koji mi sada živimo, već treba da se odreknemo tradicionalnog načina razmišljanja i da se posvetimo rešavanju problema životne sredine.
LL@(13495) The sustainability approach aims to do things differently in the first place, instead of just cleaning up the symptoms of underlying problems. => Pristup na osnovi održivosti prvenstveno teži da rešava probleme na drugačiji način, a ne da samo rešava simptome suštinskih problema.
LL@(13496) It moves away from doom and gloom approaches towards future oriented thinking and action. => Ovaj pristup se udaljava od pristupa koji obuhvataju stavove o propasti i muci i okreće se razmišljanju i aktivnostima imajući u vidu budućnost.
LL@(13497) In its essence, education for a sustainable future uses content from the environment, economy and society to organize learning processes that help understanding the evolution of human interaction with the environment through development, to analyze present realities, and to plan and participate in coherent processes of change toward a more sustainable future. => U svojoj suštini, obrazovanje za održivu budućnost koristi sadržaje iz životne sredine, privrede i društva i organizuje procese učenja putem kojih se bolje shvata evolucija ljudskih odnosa sa okruženjem kroz razvoj, analiziraju se realne, tekuće situacije i planira se i učestvuje u koherentnim procesima promena u pravcu održive budućnosti.
LL@(13498) This set of knowledge, skills and values, endorsed by representatives of all sectors of every society, is the framework for education for sustainability and the basis for much of the new curriculum planning taking place across the world. => Ovaj skup znanja, umeća i vrednosti koji podržavaju predstavnici svih sektora svakog društva, predstavlja okvir obrazovanja za održivost i osnovu za nove obrazovne planove i programe širom sveta.
LL@(13499) As can be seen, the framework integrates education about the environment, economy and society within a context of critical skills and the values of hope and commitment. => Kao što se može videti, ovaj okvir uklapa obrazovanje o životnoj sredini, privredi i društvu u kontekst kritičnih veština i vrednosti kao što su nada i posvećenost.
LL@(13500) In trying to define education for sustainability, it is important that it be seen in the context of other major educational movements in the world. => Kad definišemo obrazovanje za održivost, značajno je da se ono posmatra u kontekstu drugih glavnih obrazovnih pokreta u svetu.
LL@(13501) Education for sustainable development is learner-centered, providing learners with opportunities to construct their own understanding through hands-on, minds on investigations. => 
LL@(13502) Learners are engaged in direct experiences and are challenged to use higher-order thinking skills. => 
LL@(13503) Education for sustainable development supports the development of an active learning community where learners share ideas and expertise, and prompt continued inquiry. => Obrazovanje za održivi razvoj podržava razvoj aktivne zajednice koja uči, gde učesnici razmenjuju ideje i stručnost i opredeljeni su za neprekidno istraživanje.
LL@(13504) Also, this education provides real-world contexts and issues from which concepts and skills can be learned. => Ovo obrazovanje takođe obezbeđuje realne kontekste i probleme na kojima se savladavaju koncepti i veštine.
LL@(13505) It recognizes the importance of viewing the environment within the context of human influences, incorporating an examination of economics, culture, political structure, and social equity as well as natural processes and systems. => Ono uvažava značaj posmatranja životne sredine u okviru konteksta ljudskog uticaja, i obuhvata i preispitivanje ekonomije, kulture, političke strukture i društvene jednakosti kao i prirodnih procesa i sistema.
LL@(13506) Through comprehensive, cohesive programs, learners explore how feelings, experiences, attitudes, and perceptions influence environmental issues. => Kroz sveobuhvatne, dosledne programe polaznici izučavaju kako osećanja, iskustva, stavovi i opažanja utiču na probleme životne sredine.
LL@(13507) They become knowledgeable about natural processes and systems and gain an understanding of human processes and systems. => Stiču znanja o prirodnim procesima i sistemima i bolje shvataju ljudske procese i sisteme.
LL@(13508) They develop a sense of their rights and responsibilities as citizens, are able to understand the ideals, principles, and practices of citizenship in democratic societies, and they gain the skills necessary for citizenship. => Razvijaju osećaj za svoja prava i odgovornosti kao građana, shvataju ideale, principe i postupke građanstva u demokratskim društvima i stiču veštine koje su im potrebne da bi bili deo građanstva.
LL@(13509) The awareness, knowledge, and skills needed for these local connections, and understandings provide a basis for moving out into larger systems, broader issues, and a more sophisticated comprehension of causes, connections, and consequences. => Svest, znanje i veštine potrebne za ove lokalne veze i razumevanja predstavljaju osnovu za ulazak u veće sisteme, obuhvatnije probleme, potpunije shvatanje uzroka, veza i posledica.
LL@(13510) Education for sustainable development fosters skills and habits that people can use throughout their lives to understand and act on environmental issues. => Obrazovanje za održivi razvoj razvija veštine i navike koje ljudi mogu da koriste čitavog života da bi shvatili i rešavali probleme životne sredine.
LL@(13511) It emphasizes critical and creative thinking skills along with other higher level thinking processes that are key to identifying, investigating, and analyzing issues, and formulating and evaluating alternative solutions. ~~~ 4. => Ono naglašava veštine kritičkog i kreativnog mišljenja i istovremeno drugih procesa mišljenja na višem nivou, koji su od suštinskog značaja za identifikovanje, proučavanje i analizu problema i formulisanje i procenu alternativnih rešenja. 4.
LL@(13512) A framework for curriculum development for higher environmental education A framework for curriculum development for higher environmental education, especially good higher environmental education involves certain knowledge, skills and values. (cid:123) The knowledge needed for higher environmental education has to be about: (cid:123) The planet Earth as a finite system and the elements that constitute the planetary environment. (cid:123) The resources of the Earth, particularly soil, water, minerals, etc., and their distribution and role in supporting living organisms. (cid:123) The nature of ecosystems and biomes, their health, and their interdependence within the biosphere. (cid:123) The dependence of humans on the environmental resources for life and sustenance. (cid:123) The sustainable relationship of native societies to the environment. (cid:123) The implications of the resource distribution in determining the nature of societies and the rate and character of economic development. (cid:123) Characteristics of the development of human societies including nomadic, hunter gatherer, agricultural, industrial and post-industrial, and the impact of each on the natural environment. (cid:123) The role of science and technology in the development of societies and the impact of these technologies upon the environment. (cid:123) Philosophies and patterns of economic activity and their different impacts upon the environment, societies and cultures. (cid:123) The process of urbanization and its implications. (cid:123) The interconnectedness of present world politi cal, economic, environmental and social issues. (cid:123) Aspects of differing perspectives and philosophies concerning the ecological and human environments. (cid:123) Cooperative international and national efforts to find solutions to common global issues, and to implement strategies for a more sustainable future. (cid:123) The implications for the global community of the political, economic and socio-cultural changes needed for a more sustainable future. (cid:123) Processes of planning, policy-making and action for sustainability by governments, businesses, non-governmental organizations and the general public. => Okvir za razvijanje plana i programa ekološkog obrazobanja u visokim školama Okvir za razvijanje plana i programa ekološkog obrazovanja u visokim školama, posebno dobrog visokoškolskog ekološkog obrazovanja obuhvata određena znanja, veštine i vrednosti. ~~~ Visokoškolsko ekološko obrazovanje obuhvata znanje o sledećem: (cid: ~~~ Planeti Zemlji kao zaokruženom sistemu i ele mentima koji čine planetarno okruženje. (cid: ~~~ Zemljinim resursima, posebno zemljištu, vodi, mineralima, itd., njihovoj rasprostranjenosti i ulozi u održanju živih organizama. (cid: ~~~ Prirodi ekosistema i bioma, koliko su zdravi i u ka kvim su međusobnim odnosima unutar biosfere. (cid: ~~~ Zavisnosti ljudskih bića od resursa iz okruženja kad je reč o životu i opstanku. (cid:
LL@(13513) Skills needed for higher environmental education include: (cid:123) Frame appropriate questions to guide relevant study and research. (cid:123) Define such fundamental concepts as environment, community, development and technology, and apply definitions to local, national and global experience. (cid:123) Use a range of resources and technologies in ad dressing questions. (cid:123) Assess the nature of bias and evaluate different points of view. (cid:123) Develop hypotheses based on balanced information, critical analysis and careful synthesis, and test them against new information and personal experience and beliefs. (cid:123) Communicate information and viewpoints effec tively. (cid:123) Work towards negotiated consensus and cooper ative resolution of conflict. (cid:123) Develop cooperative strategies for appropriate action to change present relationships between environmental preservation and economic development. => Održivom odnosu urođeničkih društava prema okruženju. (cid: ~~~ Implikacijama koje distribucija resursa ima na određenje prirode društava i stopu i karakter privrednog razvoja. (cid: ~~~ Karakteristikama razvoja ljudskih društava, na primer, nomadskog društva, društva lovaca i sakupljača plodova, poljoprivrednih društava, industrijskih i post-industrijskih društava i uticaja svakog od ovih tipova društava na životnu sredinu. (cid: ~~~ Ulozi nauke i tehnologije u razvoju društava i uti caju ovih tehnologija na okruženje. (cid: ~~~ Filozofiji i sklopovima privredne aktivnosti i njihovim uticajima na okruženje, društva i kulture. (cid: ~~~ Procesu urbanizacije i njegovim implikacijama. (cid: ~~~ Međusobnoj povezanosti između političkih, ekonomskih, ekoloških i društvenih problema današnjeg sveta. (cid:
LL@(13514) Values needed for higher environmental education are: (cid:123) An appreciation of the resilience, fragility and beauty of nature and the interdependence and equal importance of all life forms. (cid:123) An appreciation of the dependence of human life on the resources of a finite planet. (cid:123) An appreciation of the role of human ingenuity and individual creativity in ensuring survival and the search for appropriate and sustainable progress. (cid:123) An appreciation of the power of human beings to modify the environment. (cid:123) A sense of self-worth and rootedness in ones own culture and community. (cid:123) A respect for other cultures and recognition of the interdependence of the human community. (cid:123) A global perspective and loyalty to the world community. (cid:123) A concern for disparities and injustices, a commitment to human rights and to the peaceful resolution of conflict. (cid:123) An appreciation of the challenges faced by the human community in defining the processes needed for sustainability and in implementing the changes needed. (cid:123) A sense of balance in deciding among conflicting priorities. (cid:123) Personal acceptance of a sustainable lifestyle and a commitment to participation in change. (cid:123) A realistic appreciation of the urgency of the challenges facing the global community and the complexities that demand long-term planning for building a sustainable future. (cid:123) A sense of hope and a positive personal and social perspective on the future. (cid:123) An appreciation of the importance and worth of individual responsibility and action. => Aspektima različitih perspektiva i filozofija u ve zi sa ekološkom i ljudskom sredinom. (cid: ~~~ Zajedničkom međunarodnom i nacionalnom trudu da se nađe rešenje za zajedničke globalne probleme i da se primene strategije za ostvarivanje održivije budućnosti. (cid: ~~~ Implikacijama koje po globalnu zajednicu imaju političke, privredne i društveno-kulturne promene potrebne za izgradnju održivije budućnosti. (cid: ~~~ Procesima planiranja, formulisanja politike i aktivnosti za postizanje održivosti koje preduzimaju vlade, firme, nevladine organizacije i obični ljudi. ~~~ Visokoškolsko ekološko obrazovanje obuhvata sledeće veštine: (cid: ~~~ Osmisliti odgovarajuće pitanja da bi se sprovela jedna relevantna studija i istraživanje. (cid: ~~~ Definisati takve fundamentalne procese kao što su okruženje (životna sredina), zajednica, razvoj i tehnologija i primeniti te definicije na lokalno, nacionalno i globalno iskustvo. (cid: ~~~ U rešavanju problema primeniti spektar resursa i tehnologija. (cid: ~~~ Proceniti koja je priroda neobjektivnosti i proce niti različita stanovišta. (cid: ~~~ Razvijati hipoteze na balansiranim informacijama, kritičkoj analizi i pažljivoj sintezi i proveravati ih u odnosu na nove informacije, lično iskustvi i verovanja. (cid: ~~~ Efektivno saopštavati informacije i stavove. (cid: ~~~ Raditi na dogovaranju rešenja i saradnji u rešava nju problema. (cid: ~~~ Razvijati saradničke strategije za primerene postupke u cilju menjanja sadašnjih odnosa između zaštite okruženja i ekonomskog razvoja. ~~~ Visokoškolsko ekološko obrazovanje obuhvata sledeće vrednosti: (cid: ~~~ Poštovanje elastičnosti, krhkosti (ugroženosti) i lepote prirode i međusobne zavisnosti i značaja svih oblika života. (cid: ~~~ Poštovanje stava da ljudski život zavisi od resursa raspoloživih na planeti. (cid: ~~~ Poštovanje uloge ljudske genijalnosti i lične kreativnosti u obezbeđivanju opstanka i traženje puta za primeren i održiv napredak. (cid: ~~~ Shvatanje da ljudska bića imaju moć da modifi kuju okruženje. (cid: ~~~ Osećanje sopstvene vrednosti i ukorenjenosti u svoju kulturu i zajednicu. (cid: ~~~ Poštovanje prema drugim kulturama i shvatanje međusobnih uslovljenosti u ljudskoj zajednici. (cid: ~~~ Globalna perspektiva i lojalnost svetskoj zajed nici. (cid: ~~~ Zainteresovanost za međusobne razlike i nepravde, posvećenost ljudskim pravima i prijateljskom rešavanju sukoba. (cid: ~~~ Svest o izazovima koji se nalaze pred ljudskom zajednicom kada treba da definiše procese za postizanje održivosti i da primeni potrebne promene. (cid: ~~~ Osećaj ravnoteže prilikom određivanja priorite ta u konfliktnim situacijama. (cid: ~~~ Lični izbor održivog načina života i posvećenost učešću u promenama. (cid: ~~~ Realno shvatanje ozbiljnosti izazova koji se nalaze pred globalnom zajednicom i složenosti koje zahtevaju dugoročno planiranje za izgradnju održive budućnosti. (cid: ~~~ Osećaj nade i pozitivni lični i društveni stav pre ma budućnosti. (cid: ~~~ Shvatanje značaja i vrednosti lične odgovornosti i delovanja. ~~~ Cilj dobrog visokoškolskog ekološkog obrazovanja jeste sledeći: (cid: ~~~ Ovladati veštinama, proceniti i primeniti složene koncepte upravljanja u cilju rešavanja izazova okruženje danas i u budućnosti. (cid: ~~~ Steći znanja u oblasti ekoloških nauka i njihove praktične primene. (cid: ~~~ Ovladati veštinama komunikacije i saradnje radeći u međunarodnim i interdisciplinarnim timovima. (cid: ~~~ Kombinovati teorijske orijentacije sa praktičnim radom na projektu. (cid: ~~~ Razviti niz praktičnih tehnika u oblastima kao što su ekološko planiranje, ekološka politika, sistemi upravljanja okruženjem (EMS), modelovanje, geografski informacioni sistemi (GIS) i upravljanje podacima. (cid: ~~~ Korporativna društvena odgovornost, analiza logičnog okvira, ocena životnog ciklusa (LCA) i analiza i planiranje energije. (cid: ~~~ Primena različitih alata za izradu projekata, kontrolu životne sredine, kontrolu i procenu kvaliteta i planiranje. (cid:
LL@(13515) The aim of a good higher environmental education is to: (cid:123) Acquire skills, assess and apply complex management concepts in order to solve todays and tomorrows environmental challenges. (cid:123) Gain knowledge in environmental sciences and their practical application. (cid:123) Train soft skills by working in international and interdisciplinary teams. (cid:123) Combine a theoretical orientation with practical project work. modeling, geographic information systems (GIS) and data management. (cid:123) Corporate social responsibility, logical framework analysis, life cycle assessment (LCA), and energy analysis and planning. (cid:123) Use different tools for project design, environmental monitoring, quality control and evaluation as well as planning. (cid:123) Train in using cost-benefit and cost-effectiveness methods. (cid:123) Understanding of the social and political implications of planning and management within the environmental field. (cid:123) Understanding of the relationships between companies and stakeholders, the environmental challenges facing businesses operating on international markets, and an introduction to various types of environmental regulations. => Obuka u primeni kost-benefit i kost-efektivnih metoda. (cid: ~~~ Svest o društvenim i političkim implikacijamapla niranja i upravljanja u oblasti životne sredine. (cid: ~~~ Razumevanje odnosa između kompanija i stejkholdera, ekoloških izazova pred kojima se nalaze firme koje posluju na međunarodnim tržištima, kao i uvođenje različitih vrsta propisa za očuvanje životne sredine.
LL@(13516) The aim of good higher environmental education is to enable students to work in or lead interdisciplinary teams to find solutions, using environmental sciences and management methods, so that theyll be skilled to devise integrative environmental knowledge and management solutions for complex environmental issues on a regional, national and international level, for the private as well as for the public sector. => Cilj dobrog visokoškolskog ekološkog obrazovanja jeste da osposobi studente da rade ili da vode interdisciplinarne timove i nalaze rešenja, primenom metoda ekoloških nauka i upravljanja, tako da oni steknu dovoljne kvalifikacije da stvaraju integralno ekološko znanje i rešenja za upravljanje složenim ekološkim problemima na regionalnom, nacionalnom i međunarodnom nivou, kako u privatnom, tako i u javnom sektoru.
LL@(13517) What has to be offered in the program of good higher environmental education is interconnected with the wide range of requirements in professional life; therefore the program of higher environmental education is designed to meet these new sustainability challenges, by integrating inputs from the social and human sciences into the study of environmental planning and engineering. => Ono što treba ponuditi u programu dobrog ekološkog obrazovanja povezano je sa nizom zahteva u profesionalnom životu. ~~~ Stoga je program visokoškolskog ekološkog obrazovanja dizajniran tako da odgovori na ove nove izazove održivosti, integrišući inpute iz društvenih i prirodnih nauka u izučavanju ekološkog planiranja i inženjeringa.
LL@(13518) The focus is on how firms, governments, and other organisations can support sustainable development in an economically efficient and socially acceptable manner. => Pažnja je usmerena na to kako firme, vlade i druge organizacije mogu da podrže održivi razvoj na ekonomski efikasan i društveno prihvatljiv način.
LL@(13519) The mode of teaching modes varies throughout the higher environmental education program and includes formal lectures as well as project-based individual and team studies, during witch students are asked to get actively involved in organisational and contents related aspects of the teaching program, giving feedback for a continuous advanced evolution of higher education for sustainable development and future. ~~~ 5. => Visokoškolsko ekološko obrazovanje tokom svog trajanja primenjuje različite metode nastave i obuhvata formalna predavanja, ali i individualne ili timske studije zasnovane na projektima, tokom kojih se od studenata očekuje da se aktivno uključe u aspekte nastavnog programa koji se tiču organizacije i sadržaja i da ponude povratnu informaciju korisnu za jedan napredni nivo razvoja visokoškolskog obrazovanja za održivi razvoj i budućnost. 5.
LL@(13520) Instead of conclusion: competencies of graduates of higher environmental education program for sustainable development (cid:123) Give a range of practical techniques in such areas as environmental planning, environmental policy, environmental management systems (EMS), Competency checklist of graduates of higher environmental education program for sustainable development is given in table below (table1). => Umesto zaključka: kompetentnost diplomaca na visokoškolskom programu ekološkog obrazovanja za održivi razvoj Spisak kompetentnosti diplomaca na visokoškolskom programu ekološkog obrazovanja za održivi razvoj dat je na tabeli koja sledi (tabela 1).
LL@(13521) No. 1. => Br. kompetentnost Kriterijum učinka 1.
LL@(13522) Apply environmental Competency science and technology 2. => Primena ekološki zdrave nauke i tehnologije 2.
LL@(13523) Apply environmental management principles Performance Criteria o The impact of human activities on the environment is clearly understood and applied to environmental auditing. o The interaction of ecosystems is clearly understood and applied to environmental auditing. o General methods of environmental protection are understood and applied to environmental auditing. o Monitoring and measurement techniques for environmental management are understood and applied to environmental auditing. o Environmental managament principles are understood and applied correctly within the context of a given business/industry sector. o The intent and requirement of each clause of ISO 14001, or equivalent applicable environmental standard, can be described in the context of a given business/industry sector. o The relationship between environmental sciencies and environmental management principles and the environmental standards is explained within the context of a given business/industry sector. o Environmental procedures are documented in accordance with the environmental standard and environmental management principles. o Environmental procedures are implemented in accordance with the environmental standard and environmental management principles. o The environmental standard and its application are appropriate in the business/industry sector. o Evidence needed to demonstrate conformity to the requirements of the environmental standard is identified and collected. o The effectiveness of the entire environmental management system is evaluated within the context of a given business/industry sector. o The relationship between legal compliance and conformity to the environmental management system is demonstrated in the context of an audit in a given business/industry sector. o Environmental management tools such as aspect/impact evaluation, life cycle assessment, and environmental performance evaluation, are used appropriately within the context of a given business/industry sector. ~~~ 3. ~~~ Apply environmental o The product realisation processes and supporting activities are systems to different operational processes 4. ~~~ Understand the application of environmental systems to different operational processes evaluated effectively in order to establish their environmental impact and verify the degree of conformity to the environmental management system. o Process-based activities and associated inputs, outputs, controls, and resources, are understood in different organizational contexts. o The product realization processes and supporting activities are evaluated effectively in order to establish their environmental impact and verify the degree of conformity to the environmental management system. o Process-based activities and associated inputs, outputs, controls, and resources, are understood in different organizational contexts. ~~~ 5. ~~~ Assess the risk of o The level of risk for each environmental impact is assessed to significant environmental impacts and activities identified in the context of the organizations EMS management system determine significance. o The risk assessment methodology used is soundly and scientifically and/or impact based, and is documented within the EMS system. o The risk assessment methodology used is appropriate to the business type or industry sector. ~~~ Table1. => Primena ekološki zdravih principa upravljanja Primena ekoloških sistema na različite operativne procese Shvatanje primene ekoloških sistema na različite operativne procese Procena rizika značajnih uticaja okruženja i aktivnosti identifikovanih u kontekstu EMS sistema upravljanja u organizaciji 3. 4. 5. o U potpunosti shvata uticaj ljudskih aktivnosti na okruženje i primenjuje u kontroli zaštite životne sredine . o U potpunosti shvata međusobnu povezanost ekosistema i primenjuje u kontroli zaštite životne sredine. o Razume opšte metode zaštite životne sredine i primenjuje u kontroli zaštite životne sredine. o Razume tehnike nadgledanja i merenja u upravljanju životnom sredinom i primenjuje u kontroli zaštite životne sredine . o Razume principe upravljanja okruženjem i pravilno ih primenjuje u kontekstu datog poslovnog/industrijskog sektora. o Namera i zahtev svake klauzule ISO 14001, ili ekvivalenta primenljivog standarda zaštite prirodne sredine može se opisati u kontekstu datog poslovnog/industrijskog sektora. o Odnos između ekoliškig nauka i principa upravljanja okruženjem i ekoloških standarda objašnjena je u kontekstu datog poslovnog/industrijskog sektora. o Ekološki postupci su dokumentovani u skladu sa ekološkim standardima i principima upravljanja okruženjem. o Ekološki postupci primenjeni su u skladu sa ekološkim standardima i principima upravljanja okruženjem. o Ekološki standard i njegova primena primereni su poslovnom/industrijskom sektoru. o Identifikovani su i prikupljeni dokazi potrebni da se potvrdi usaglašenost sa zahtevima ekološkog standarda. o Efektivnost čitavog sistema upravljanja okruženjem procenjuje se u kontekstu datog poslovnog/industrijskog sektora. o Odnos između zakonske usklađenosti i usklađenosti sa sistemom upravljanja okruženjem pokazana je u kontekstu datog poslovnog/industrijskog sektora. o Alati za upravljanje okruženjem kao što su procena aspekt/impakt, procena životnog ciklusa, procena ekološkog učinka primereno su primenjeni u kontekstu datog poslovnog/industrijskog sektora. o Procesi realizacije proizvoda i aktivnosti podrške efektivno se procenjuju da bi se utvrdio njihov utucaj na životnu sredinu i da bi se potvrdio stepen usklađenosti sa sistemom upravljanja okruženjem. o Aktivnosti zasnovane na procesima i inputi, autputi, kontrole i resursi koji su u vezi s njima razumeju se u različitim organizacionim kontekstima. o Procesi realizacije proizvoda i aktivnosti podrške efektivno se procenjuju da bi se utvrdio njihov utucaj na životnu sredinu i da bi se potvrdio stepen usklađenosti sa sistemom upravljanja okruženjem. o Aktivnosti zasnovane na procesima i inputi, autputi, kontrole i resursi koji su u vezi s njima razumeju se u različitim organizacionim kontekstima. o Procenjuje se nivo rizika za svaki ekološki uticaj da bi se ocenio njegov značaj. o Primenjena metodologija za procenu rizika je čvrsto zasnovana na naučnim osnovama i/ili na osnovama uticaja i dokumentovana je u okviru EMS sistema. o Primenjena metodologija za procenu rizika je primerena vrsti poslovanja ili industrijskom sektoru.
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LL@(13559) Proceedings of the Thessaloniki International Conference. => Proceedings of the Thessaloniki International Conference.
LL@(13560) Paris: UNESCO. => Paris: ~~~ UNESCO.
LL@(13561) Ecodesign in the Context of Customers and Producers Point of Wiew UDC: 005.6:502 ; 658.56 ; 005.53:502.1 ; 366.626 Matjaž Maletič1, Damjan Maletič2, Boštjan Gomišček3 1University of Maribor, Faculty of Organizational Sciences, matjaz.maletic¿fov.uni-mb.si 2University of Maribor, Faculty of Organizational Sciences, damjan.maletic¿fov.uni-mb.si 3University of Maribor, Faculty of Organizational Sciences, bostjan.gomiscek¿fov.uni-mb.si XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia The present study reviews the attitudes and behaviours of the customers toward products which are respectful for the environment. => Ekodizajn u kontekstu stavova potrošača i proizvođača UDK: ~~~ 005.6:502 ; 658.56 ; 005.53:502.1 ; 366.626 Matjaž Maletič1, Damjan Maletič2, Boštjan Gomišček3 1Univerzitet u Mariboru, Facultet Organizacionih nauka, matjaz.maletic¿fov.uni-mb.si 2 Univerzitet u Mariboru, Facultet Organizacionih nauka, damjan.maletic¿fov.uni-mb.si 3 Univerzitet u Mariboru, Facultet Organizacionih nauka, bostjan.gomiscek¿fov.uni-mb.si XII Internacionalni Simpozijum SymOrg 2010, 09.-12. ~~~ Jun 2010, Zlatibor, Srbija U ovoj studiji razmatramo stavove i reakcije potrošača prema proizvodima koji se u okruženju smatraju vrednim poštovanja.
LL@(13562) To address the issue in a wider perspective, this paper also encompasses various aspects of ecodesign from producers point of view. => Da bismo ova pitanja posmatrali u široj perspektivi, u ovom radu obuhvatamo i različite aspekte ekodizajna sa tačke gledišta proizvođača.
LL@(13563) Two surveys were conducted. => Sproveli smo dva istraživanja.
LL@(13564) The purpose of the first survey was to investigate the awareness and intention of the Slovenian customers to purchase green products, their perceptions and attitudes towards green products. => Svrha prvog istraživanja bila je da istraži svest i namere slovenačkih potrošača da kupuju ekološki ispravne (zelene) proizvode, njihova shvatanja i stavove u odnosu na ovakve proizvode.
LL@(13565) The second survey was directed to organizations to examine their attitudes toward green products and environmental issues. => U drugom istraživanju okrenuli smo se organizacijama sa ciljem da istražimo njihove stavove u odnosu na ekološki prihvatljive proizvode i u odnosu na pitanja zaštite životne sredine.
LL@(13566) The study revealed that the green products have substantial awareness among Slovenian customers. => Studija je pokazala da je svest potrošača u Sloveniji u vezi sa ekološki prihvatljivim proizvodima na veoma visokom nivou.
LL@(13567) The results received from the study were illuminating, and encourage the possibility for integration of environmental aspects into products, since 94 percent of respondents expressed a desire for more green products available on the market. => Rezultati do kojih smo došli u studiji bili su veoma korisni i ohrabrili su nas u pogledu mogućnosti da se u proizvode ugrade i aspekti zaštite životne sredine, pošto je 94% ispitanika izrazilo želju da na tržištu bude više zelenih proizvoda.
LL@(13568) For the customers the most important quality characteristics of the product are: quality, usability and practicality followed by environmental ones. => Po mišljenju potrošača, najznačajnije karakteristike kvaliteta proizvoda su: kvaliet, korisnost i praktičnost, a onda slede kvaliteti koji se odnose na životnu sredinu.
LL@(13569) Survey results indicate that environmental concern plays a fundamental role in organizations. => Rezultati istraživanja ukazuju da briga o životnoj sredini predstavlja osnovno pitanje za organizacije.
LL@(13570) According to the results, concern for the environment is the most important criteria that encourage organizations to introduce environmental management system (EMS) standard (mean=4,2 on a scale of 5). => Prema rezultatima, briga o zaštiti životne sredine predstavlja njaznačajniji kriterijum u skladu s kojim organizacije uvode standard sistema upravljanja životnom sredinom (EMS) (srednja vrednost=4,2 na skali od 1 do 5).
LL@(13571) 1. => 1.
LL@(13572) Introduction Moving towards sustainable development is now a major concern in most of the developed countries, resulting in stricter regulations concerning the impact of the products during their manufacturing, use and end of life, including the obligation to define reverse logistics strategies and systems Š29,17,21Ë. => Uvod U većini razvijenih zemalja, kretanje u pravcu održivog razvoja predstavlja danas najznačajniji problem, a to za posledicu ima strožije propise koji regulišu uticaj proizvoda tokom njihove proizvodnje, primene i kraja životnog veka, uključujući i obavezu da se definišu povratne logističke strategije i sisteme Š29, 17, 21Ë.
LL@(13573) Generally, the goal of reducing environmental pressure by consumption can be reached via three routes: greening production and products, shifting demand to low-impact consumption categories, and lowering material demands Š20,52,53,54Ë. => Uopšteno govoreći, cilj smanajivanja pritiska okruženja putem potrošnje može se postići na tri načina: time što će proizvodnja i proizvodi biti ekološki čistiji, tako što će se potražnja pomeriti ka potrošačkim kategorijama niskog stepena uticaja i snižavanjem materijalne potražnje Š20, 52, 53, 54Ë.
LL@(13574) While sustainable consumption targets consumers, sustainable production is related to companies and organizations that make products or offer services Š56Ë. => Dok je održiva potrošnja usmerena na potrošače, održiva proizvodnja se odnosi na kompanije i organizacije koje stvaraju proizvode i obezbeđuju usluge Š56Ë.
LL@(13575) According to Amacher et al. Š1Ë customer preference to purchase from green organizations is well established and often revealed through increased willingness to pay for products viewed as clean, i.e., produced with environmentally friendly production or abatement technologies such as recycling and use of less polluting inputs. => Prema Amacher i dr. Š1Ë, među kupcima je veoma izražena volja da kupuju od zelenih organizacija, a to se vidi i kroz njihovu sve veću spremnost da plate više za proizvode koji se smatraju čistim, t.j., koji su proizvedeni u proizvodnji koja je usklađena sa potrebama zaštite okruženja ili primenom tehnologija uklanjanja otpada kao što je reciklaža i upotreba inputa koji manje zagađuju okolinu.
LL@(13576) Leire and Thidell Š30Ë reported that, despite the fact that product related environmental information is lacking for a range of products, available information has a potential to be further used for customer guidance. => Leire i Thidell Š30Ë navode da, iako informacija o tome kako proizvod deluje na okruženje nema za čitav niz proizvoda, dostupne informacije imaju potencijal da budu kasnije korišćene za usmeravanje potrošača.
LL@(13577) The assumption is that product-related environmental information, in combination with preconditions such as environmental awareness, knowledge and atti tudes, will lead customers to make informed choices when purchasing products Š31Ë. Environmentally conscious design (eco-design) is particularly important in manufacturing industry, and many design methods and tools have been developed to support eco-design Š27Ë. => Pretpostavka je da će informacija o okruženju u vezi s proizvodom, u sklopu sa preduslovima kao što su svest o zaštiti životne sredine, znanjem i stavovima, navesti kupce da, kad kupuju proizvode, naprave izbor na osnovu informisanosti Š31Ë. ~~~ Dizajniranje sa svešću o zaštiti životne sredine (ekodizajn) posebno je značajno u proizvodnoj delatnosti i veliki broj metoda i alata za dizajniranje razvijeno je da podrži ekodizajn Š27Ë.
LL@(13578) Although there are several different ways to define ecodesign Š22Ë, ecodesign may be defined as an activity that identifies the environmental aspects of a product and integrates them into the product design process in the early stage of the product development process Š41Ë. => Ima nekoliko definicija ekodizajna Š22Ë, a jedna od njih jeste da je to aktivnost kojom se identifikuju aspekti životne sredine u proizvodu i integrišu se u proces dizajniranja proizvoda još u početnoj fazi razvoja proizvoda Š41Ë.
LL@(13579) Therefore, ecodesign approach is mainly focused on the environmental aspects of a product. => Stoga je pristup pomoću ekodizajna usmeren na aspekte životne sredine koje proizvod mora da zadovolji.
LL@(13580) It has been noted that a product must meet the basic requirements of a market. => Naglašeno je da proizvod mora da zadovolji osnovne zahteve tržišta.
LL@(13581) These requirements include the following: (1) meeting the required needs in terms of function, performance, durability, safety, etc.; (2) complying with all standards and regulations; and (3) corresponding to the targeted market segments, such as identifying current and emerging customer expectations Š41Ë. => Ovi zahtevi obuhvataju: (1) zadovoljenje zahteva u smislu funkcionalnosti, performansi, trajnosti, bezbednosti, itd.; (2) usklađenost sa svim standardima i propisima; i (3) usklađenost sa segmentima tržišta, na primer, u smislu da može da prepozna trenutna i buduća očekivanja potrošača Š41Ë.
LL@(13582) If a product does not meet these basic requirements, then the product will fail in the marketplace even if it causes less stress on the environment Š29Ë. => Ako proizvod ne zadovolji ove osnovne zahteve, izgubiće tržište, čak i ako odgovara zahtevima zaštite živorne sredine Š29Ë.
LL@(13583) The need to balance environmental considerations and commercial aspects has been underscored by Bird and Prentis Š3Ë, who argue that the route to long term integration of environmental considerations into the business activities is to adopt strong customer focus. => Potrebu da se uspostavi ravnoteža između brige o životnoj sredini i komercijalnih aspekata rezumeli su i Bird i Prentis Š3Ë, po kojima je put ka dugoročnom usklađivanju aspekata zaštite životne sredine u poslovanje upravo usvajanje načina na koji potrošači gleda ju na ovo pitanje.
LL@(13584) Also Ritzén Š48Ë mentioned that customer focus is essential and that, for example, market investigations should include environmental issues. => Ritzén Š48Ë takođe pominje da je fokus potrošača od ključnog značaja i da, na primer, istraživanja tržišta moraju da se bave i pitanjima zaštite životne sredine.
LL@(13585) Some researchers have gone even one step further and argued that companies should train their customers in environmental issues Š23Ë. => Neki istraživači otišli su i korak dalje i smatraju da kompanije čak treba da uče svoje potrošače kako da čuvaju životnu sredinu Š23Ë.
LL@(13586) The question that arises here is whether the customer wants a product that is designed in a way that its entire life cycle contributes to environmental protection? => Pitanje koje se ovde postavlja jeste da li potrošač želi proizvod koji je napravljen tako da tokom čitavog svog životnog ciklusa doprinosi zaštiti životne sredine.
LL@(13587) Therefore, this paper aims to show the customers and producers point of view in relation to environmentally friendly products. ~~~ 2. => Stoga u ovom radu želimo da prikažemo stanovišta i potrošača i proizvođača u vezi sa proizvodima koji odgovaraju zahtevima za očuvanje životne sredine. 2.
LL@(13588) Related literature 2.1. => Pregled literature 2.1.
LL@(13589) Customer focus: understanding customer behaviour The need to adopt sustainable consumption patterns and lifestyles significantly challenges the designers traditional focus on new product development. => Stanovište potrošača: kako shvatiti ponašanje potrošača Potreba da se usvoje navike i životni stil u skladu sa održivom potrošnjom predstavlja značajan izazov za tradicionalno gledanje dizajnera na razvoj novih proizvoda.
LL@(13590) Sustainability provides exceptional opportunities for designers to imaginatively and creatively develop new concepts for material culture Š32,26Ë. => Održivost dizajnerima nudi izvanrednu priliku da razviju nove koncepte materijalne kulture na maštovit i kreativan način Š32, 26Ë.
LL@(13591) As Cooper Š8Ë has written, sustainable consumption involves rethinking how products are conceived and how needs are met. => Kako piše Cooper Š8Ë, održiva potrošnja obuhvata i promišljanje o tome kako proizvodi nastaju i na koji način se zadovoljavaju potrebe.
LL@(13592) In other words, it requires that we not only address efficiency (i.e. getting the same goods and services out of less), but also sufficiency, (i.e. getting the same welfare out of fewer goods and services) Š6Ë. => Drugim rečima, zahteva ne samo da se bavimo efikasnošću (t.j., da se trudimo da dobijemo istu robu ili usluge iz manje inputa), već i dovoljnost (t.j., da uživamo isto blagostanje uz manje robe i usluga) Š6Ë.
LL@(13593)  => Da bismo razvili alternativna rešenja koja su istovremeno ekološki odgovorna, društveno relevantna, estetski privlačna, ekonomski održiva, tehnološki prihvatljiva i koja zadovoljavaju zahteve pojedinca, potrebne su nam veoma kreativne, upućene i osetljive intervencije u dizajnu Š33Ë.
LL@(13594) Accordingly, traditional product-centred approaches alone are not capable of providing sufficient change. => Pojedinac se, ma kako bio svestan potrebe o zaštiti životne sredine, ipak ne ponaša uvek na ekološki način u svakodnevnom životu ili kad kupuje Š44Ë.
LL@(13595) Highly creative, informed and sensitive design interventions are necessary for the development of alternative solutions that are ecologically responsible, socially relevant, aesthetically pleasing, economically viable, technologically appropriate, and individually satisfying Š33Ë. Leire and Thidell Š31Ë suggest that further research is needed on how enhanced knowledge on the environmental consequences of products and consumption would infiuence consumers actual use of the information. => Ovo ponašanje poznato je kao procep između vrednosti i ponašanja. ~~~ Kollmuss i Agyeman Š28Ë su istraživali niz analitičkih okvira kao i interne i eksterne faktore koji doprinose razvoju ponašanja u korist životne sredine i našli su da postoji veliki broj konfliktnih i međusobno suprotstavljenih faktora koji utiču na svakodnevne odluke koje potrošači donose.
LL@(13596) A deeper understanding may reinforce the trust of the labeling schemes as well as making consumers motivated to choose environmentally sound products. => Zaključili su da ne postoji jedinstven model kojim bi se na odgovarajući način objasnio taj procep između svesti o potrebi zaštite okruženja i ponašanja u skladu s tim.
LL@(13597) Furthermore, Leire and Thidell Š31Ë indicate that consumer motivation may be enhanced if product-related environmental information schemes more adequately document that they result in environmental improvements. => Zaključak jedne nedavne studije bio je da se ljudi koji su ekološki svesni po pravilu ne ponašaju uvek u skladu s tom svešću: na primer, ljudi mogu da bacaju smeće svuda okolo kad i drugi to rade, a to je reaktivno ponašanje, suprotno odlukama koje su inače doneli Š40Ë.
LL@(13598) Developing environmental evaluation models for environmental information schemes is indeed a research area separate from consumers perceptions and understanding of the information. ~~~ 2.2. => Leire i Thidell Š31Ë smatraju da treba sprovesti dalja istraživanja o tome kako veće znanje o posledicama nekih proizvoda i potrošnje može da ima na okruženje može da utiče na to kako potrošači konkretno koriste informacije koje su dobili o tom problemu.
LL@(13599) Corporate focus: towards eco-efficiency It is important to listen to customer requirements to obtain market needs and make them reflect on the product design Š34Ë. Green product attributes may be environmentally sound production processes, responsible product uses, or product elimination, which customers compare with those possessed by competing conventional products Š35,42Ë. => Veće razumevanje problema može da utiče na stvaranje većeg poverenja u etikete (na proizvodima) i da motiviše potrošače da kupuju proizvode koji su ekološki neškodljivi.
LL@(13600) However, the literature does not yet offer an objective definition of what makes a product environmentally friendly. => Šta više, Leire i Thidell Š31Ë ukazuju na to da je motivacija potrošača veća ako se planovima (politikom) informisanja o uticaju proizvoda na životnu sredinu na pravi način dokumentuje da se životna sredina može unaprediti.
LL@(13601) Fuller Š14Ë define sustainable products as a form and function alternatives that possess positive ecological attributes that are nothing more than enhanced waste management factors (eco-attributes) that have purposely been designed-in (embedded) through decisions concerning how products are made/manufactured, what they are made of, how they function, how long they last, how they are distributed, how they are used, and how they are disposed of at the end of useful service life. => Razvoj modela procene životne sredine za potrebe planova za informisanje o životnoj sredini zaista predstavlja oblast istraživanja koja je odvojena od načina na koji potrošači percipiraju i shvataju informaciju. 2.
LL@(13602) However, an individual concerned about the environment does not necessarily behave in a green way in general, or in their purchasing Š44Ë. => Stanovište korporacija Da bi se saznale potrebe tržišta i da bi se one odrazile na dizajn proizvoda potrebno je da pažljivo slušamo šta to potrošačima treba Š34Ë.
LL@(13603) This is known as the value-action gap. ~~~ Kollmuss and Agyeman Š28Ë explored a range of analytical frameworks as well as external and internal factors that promote pro-environmental behaviour and found confiicting and competing factors related to consumers daily decisions. => Osobine zelenih (ekološki prihvatljivih proizvoda mogu biti ekološki čisti procesi proizvodnje, odgovorna upotreba proizvoda, ili eliminacija proizvoda, o čemu potrošači odlučuju pošto proizvod uporede sa proizvodima konkurentskih kuća Š35,42Ë.
LL@(13604) They concluded that no single definitive model adequately explains the gap between environmental knowledge and pro-environmental behaviour. => Ipak, literatura još uvek ne pruža neku objektivnu definiciju o toma šta proizvod čini ekološki prihvatljivim (neškodljivim za okruženje).
LL@(13605) A recent study found that people who are environmentally conscious do not necessarily behave pro-environmentally: for example, people might throw rubbish away when most people around them do so, which is a reactive process, as opposed to intentional decision making Š40Ë. => Fuller Š14Ë definiše održive proizvode kao alternative oblika i funkcije koje sadrže pozitivne ekološke atribute koji nisu ništa više nego poboljšani faktori upravljanja otpadom (eko-atributi) koji su svesno ugrađeni putem odluka o tome kako se proizvodi proizvode, od čega se proizvode, kako funkcionišu, koliko traju, kako se distribuiraju, kako se koriste i kako se odbacuju kad im istekne korisni period života.
LL@(13606) In some product categories, this has led to the introduction of environmental labeling Š19Ë. => U nekim kategorijama proizvoda ovo je za posledicu imalo nastanak ekoloških etiketa Š19Ë.
LL@(13607) This may relate to specific product categories, such as organic food, energy saving light bulbs, wood from sustainable forests. => One se mogu odnositi na specifične kategorije proizvoda, kao što je organska hrana, sijalice koje štede energiju, drvo iz održivih šuma.
LL@(13608) Or it may apply to broader environmental product features, as in the case of the German Blauer Engel (Blue Angel) label. => Ili se mogu primeniti na šire ekološke karakteristike proizvoda, kao u slučaju nemačke etikete Blauer Engel (Plavi anđeo).
LL@(13609) In both cases, the rationale is to help customers to recognise environmentally sound products Š19Ë. => U oba slučaja smisao je da se potrošačima pomogne da prepoznaju ekološki zdrave proizvode Š19Ë.
LL@(13610) In that complex context, it has often been noticed that customers do not have competence and time for investigating the environmental impact of products; therefore, those concerned by environmental issues usually prefer to trust a label, given by an external entity, and insuring that the concerned product has a poor impact on the environment Š15Ë. => U ovom složenom kontekstu uvek se zapaža da potrošači nemaju ni znanja ni vremena da istražuju uticaj određenih proizvoda na okruženje; stoga oni koji brinu o zaštiti životne sredine obično veruju etiketi koju je odobrilo neko telo spolja, kao potvrdu da proizvod nema veliki (štetni) uticaj na okruženje Š15Ë.
LL@(13611) In relation with labeling, Fielding Š13Ë pointed out that ISO 14000 series can be seen as environmental labeling instrument used to anticipate customer demand, save money and to reduce potential compliance issues. => U vezi sa etiketiranjem, Fielding Š13Ë naglašava da se serija ISO 14000 može smatrati instrumentom ekološkog etiketiranja kojim se predviđaju potrebe potrošača, štedi novac i smanjuje broj potencijalnih problema prilagođavanja.
LL@(13612) In addition, companies can also expect that this registration would serve as a marketing tool. => Pored toga, kompanije mogu da očekuju i da će ovakva registracija poslužiti kao dobar marketinški alat.
LL@(13613) Park and Tahara Š41Ë suggest that environmental aspects have to be considered together with other product requirements, such as function, performance, economics, and consumer satisfaction in order for ecoproducts to be successful. => Park i Tahara Š41Ë navode da ekološke aspekte treba posmatrati u sklopu sa drugim zahtevima u vezi s proizvodom, na primer, sa funkcijom, učinkom, ekonomičnošću i zadovoljstvom kupaca što sve čini proizvod uspešnim.
LL@(13614) By doing this, it is possible to develop a product that possesses a higher product value and less environmental impact in other words, a product that has a higher eco-efficiency value. => Time je moguće razviti proizvod koji se odlikuje većom vrednošću i manjim uticajem na sredinu drugim rečima, proizvod koji se odlikuje visokom vrednosšću ekološke efikasnosti.
LL@(13615) Eco-efficiency, which is defined as the ratio of the value of a product to its environmental infiuence Š56Ë, can be used as an analytical tool in ecodesign because eco-efficiency can help create value for a product and the company as a whole by explicitly promoting change toward sustainable growth Š51Ë. Eco-efficiency may also be used in the identification of key ecodesign issues. => Ekološka efikasnost, koja se definiše kao odnos vrednosti proizvoda i njegovog uticaja na okruženje Š56Ë, može se smatrati analitičkom alatkom u eko- dizajnu, pošto ekološka efikasnost može da pomogne u stvaranju vrednosti za proizvod i za kompaniju u celini time što će se eksplicitno zalagati za promene u prilog održivom razvoju Š51Ë. ~~~ Ekološka efikasnost se takođe može primeniti i u prepoznavanju ključnih pitanja eko-dizajna.
LL@(13616) It is not only effective for the identification of environmental aspects, but also other key issues of a product such as quality, cost, and customer satisfaction. => Njome se ne postižu rezultati samo u prepoznavanju aspekata okruženja, već i drugih pitanja koja se tiču proizvoda, kao što su kvalitet, cena i zadovoljstvo potrošača.
LL@(13617) This is because eco-efficiency can consider both the products value and its environmental impact at the same time Š41Ë. => Ovo stoga što eko-efikasnost može istovremeno da uzme u obzir i vrednost proizvoda i njegov uticaj na životnu sredinu Š41Ë.
LL@(13618) With respect to customer demands, Dalhammar Š10Ë emphasizes the increasing importance of market driv ers, although this may not be entirely independent of environmental legislation which places controls on the use of particular substances or components Š16Ë. 3. => Kad je reč o potrebama potrošača, Dalhammar Š10Ë ističe sve veći značaj tržišnih smernica, iako one ne mogu da budu potpuno nezavisne od zakona o žaštiti životne sredine koji donosi zaštitne mehanizma u kontroli određenih supstanci ili sastojaka Š16Ë. 3.
LL@(13619) Research results 3.1 Research methodology First survey questionnaire was designed, exploring issues relating to customers attitudes towards green products and to environmental issues concerning the producers in the Slovenia. => Rezultati istraživanja 3.1. ~~~ Metodologija istraživanja Prvi upitnik za istraživanje sastavljen je da bi se saznali stavovi potrošača o tzv. zelenim proizvodima i o pitanjima zaštite životne sredine kada se radi o proizvođačima u Sloveniji.
LL@(13620) In total, 50 responses were received within research period. => U toku istraživanja dobili smo ukupno 50 odgovora ispitanika.
LL@(13621) For the concurrent research study, data were obtained using a second survey among Slovenian producers (sample size was 30). => U drugoj studiji koja je tekla istovremeno, podatke smo prikupljali od slovenačkih proizvođača (na uzorku od 30 ispitanika).
LL@(13622) The sample covered a range of industries including automobiles, chemicals, plastics, IT, food and drink, paper, packaging, and some other industries and services. => Uzorak je obuhvatio niz delatnosti, kao što je automobilska industrija, hemijska industrija, proizvodnja plastike, IT, prehrambena industrija, proizvodnja papira, materijala za pakovanje i još neke industrijske delatnosti i usluge.
LL@(13623) The purpose of this survey was to examine producers point of view on the integration of environmental issues in their business and in new product development process. => Cilj istraživanja bio je da ispitamo stanovište proizvođača u vezi sa uključivanjem pitanja zaštite životne sredine u njihovo poslovanje i u novi proces razvoja proizvoda. 3.
LL@(13624) 3.2 The results of the customer survey Responses to the question on what the customers would give emphasis in product development are presented in Picture 1. => Rezultati istraživanja o potrošačima Odgovori na pitanja čemu potrošači daju prednost u razvijanju proizvoda predstavljeni su na slici 1.
LL@(13625) The results on the open question show that customers are aware of the importance of consideration of environmental aspects during a product design. => Rezultati odgovora na otvorena pitanja pokazuju da su potrošači svesni značaja zaštite životne sredina u procesu razvijanja proizvoda.
LL@(13626) Picture 1: Focus on product development from the customers point of view Quality, usability and practicality seem to be the most important factors from the customers point of view. => Slika 1: ~~~ Razvoj proizvoda sa stanovišta potrošača Kvalitet, upotrebljivost i praktičnost su, sa stanovišta potrošača, najznačajniji faktori.
LL@(13627) All the other answers indicate a positive attitude of respondents to the environment as they include only characteristics that are related to environmental protection. ~~~ Furthermore, the responednts ranked the five given criteria by importance in the following order: the possibility of recycling, energy consumption in use, the environmental impact at the end use of product, the use of environmentally friendly materials and environmentally friendly manufacturing process. => Svi ostali odgovori ukazuju na pozitivan stav ispitanika prema životnoj sredini, pošto obuhvataju samo one karakteristike koje se odnose na zaštitu okruženja. [ta više, ispitanici su pet datih kriterijuma rangirali prema značaju sledećim redom: mogućnost recikliranja, potrošnja energije pri upotrebi, uticaj na životnu sredinu i finalna primena proizvoda, upotreba materi jala bezbednih za okruženje i procesa koji takođe ne štete životnoj sredini.
LL@(13628) The criteria that most affect the purchase of the product are shown in Picture 2. => Kriterijumi koji u najvećoj meri utiču na kupovinu proizvoda prikazani su na slici 2.
LL@(13629) Results indicate that customers need is the most important criteria, following the product quality, price and environmental friendliness as the fourth criterion. => Rezultati pokazuju da je najznačajniji kriterijum potreba potrošača, a onda slede kvalitet proizvoda, cena i stepen neškodljivosti po okolinu kao četvrti kriterijum.
LL@(13630) The results presented in Picture 2 are consistent with the results in Picture 1, where the quality and usability were also ranked ahead factors which are related to environmental protection. => Rezultati prikazani na slici 2 u skladu su sa rezultatima na slici 1, gde su kvalitet i upotrebljivost takođe daleko iznad faktora koji se odnose na zaštitu životne sredine. ~~~ Slika2:
LL@(13631) Picture 2: Purchase-decision criteria The results presented in Picture 2, are to some extent also reflected in the decision to purchase a product that is environmentally friendly, since a relatively small proportion (20%) always decide to buy such a product, 76% of the respondents expressed that they sometimes decide to buy such a product and only 4% rarely choose environmentally friendly product. => Kriterijumi koji utiču na odluku o kupovini Rezultati predstavljani na slici 2 na neki način su prisutni u odlučivanju o kupovini ekološki neškodljivog proizvoda, pošto relativno mali broj (20%) kupaca uvek odlučuje da kupi takav proizvod, 76% ispitanika je odgovorilo da ponekad odluče da kupe takav proizvod, a samo 4% ispitanika kaže da takav proizvod retko kupi.
LL@(13632) Based on the result, it has been shown that 50% of respondents believe that there are enough environmentally friendly products on the market, 46% thought that there is not enough products on the market, while 4% respondents stated that there are enough products available on the market. => Rezultati su pokazali da 50% ispitanika smatra da na tržištu postoji dovoljan broj ekološki prihvatljivih proizvoda, 46% misli da na tržištu nema dovoljno takvih proizvoda, a 4% veruje da ima dovoljno dostupnih proizvoda na tržištu.
LL@(13633) Further results are encouraging as well, since 94 percent of respondents expressed a desire for more green products to be introduced to the market (Picture 3). => Dalji rezultati takođe ohrabruju, pošto 94% ispitanika pokazuje želju da na tržištu vidi više tzv. zelenih proizvoda (slika 3).
LL@(13634) No one answered that they dont want more such products, and only 6% have no opinion or are undecided. => Nijedan nije rekao da ne želi više takvih proizvoda, a samo 6% odgovara da nemaju mišljenje o tome ili su neodlučni.
LL@(13635) Picture 3: Would you like to see more environmental ly friendly products on the market? => Slika 3: ~~~ Da li biste voleli da vidite više ekološki prihvatljivih proizvoda na tržištu?
LL@(13636) 3.3. => 3.3.
LL@(13637) The results of the producer survey The results related to the surveyed organizations will be presented in the following section. ~~~ The survey covers small (7%), medium-sized (23%) and large (70%) organizations and it provides evi dence on producers activities towards environmental issues. => Rezultati istraživanja o proizvođačima na aktivnosti koje proizvođači preduzimaju u vezi sa U sledećem poglavlju predstavićemo rezultate koji se odnose na ispitivane organizacije. pitanjima zaštite životne sredine.
LL@(13638) From the results in the Picture 4 it can be seen that ISO 14001 prevails amnong the EMS standards (52%), following EMAS by 3%. => Istraživanjem su obuhvaćena mala (7%), srednja (23%) i velika (70%) preduzeća, a odgovori ukazuju Iz rezultata na slici 4 vidi se da u EMS standardima preovlađuje ISO 14001 (52%), a sledi EMAS sa 3%.
LL@(13639) Picture 4: Standards related to environmental management systems We were interested to seeing to what extent proposed criteria (Picture 5) influence the decision to introduce EMS standards. => Slika 4: ~~~ Standardi u sistemima za upravljanje životnom sredinom Interesovalo nas je da saznamo do kog stepena predloženi kriterijumi (slika 5) utiču na odluku da se uvedu EMS standardi.
LL@(13640) Picture 5: Reasons for considering the environmental management system standard According to the results, concern for the environment is the most important criteria that encourage organizations to introduce EMS standard, followed by competitive advantage, legislation, customers, costs, suppliers, and nongoverement organizations, which influence the least. => Slika 5: ~~~ Razlozi za razmišljanje o uvođenju standarda u sistem upravljanja životnom sredinom Rezultati pokazuju da je briga o životnoj sredini najvažniji kriterijum koji podstiče organizacije da uvedu EMS standard, a slede konkurentska prednost, zakonodavstvo, potrošači, troškovi, snabdevači i nevladine organizacije, čiji je uticaj najslabiji.
LL@(13641) The following results refer to planning and introduction of environmentally friendly products. => Sledeći rezultati odnose se na planiranje i uvođenje ekološki prihvatljivih proizvoda.
LL@(13642) Despite the fact that 40% of the surveyed organizations have not yet implemented an EMS standard, already 60% organizations have previous experience with the introduction of environmental standards. ~~~ 77% of organizations produce environmentally friendly products, 23% do not. => Uprkos tome što 40% ispitanih preduzeća još nije uvelo nijedan EMS standard, 60% organizacija već je ima lo prethodna iskustva sa uvođenjem standarda o zaštiti životne sredine. 77% preduzeća proizvodi ekološki prihvatljive proizvode, 23% ne.
LL@(13643) The results presented in the Picture 6 show the benefits of the ecodesign from the producers point of view. => Rezultati prikazani na slici 6 pokazuju korist od ekodizajna sa tačke gledišta proizvođača.
LL@(13644) Based on the results the areas where organizations see benefits follow as: waste minimization (25%), emissions (20%), energy (17%), production (15%), image (12%), sale (7%), other (2%) and nowhere (2%). => Na osnovu ovih rezultata vidi se da su oblasti u kojima organizacije prepoznaju koristi rangirane po sledećem redosledu: smanjenje otpada (25%), emisija štetnih materija (20%), energija (17%), proizvodnja (15%), slika/ugled (12%), prodaja (7%), nešto drugo (2%) i ništa (2%).
LL@(13645) Picture 6: What are the main benefits of EcoDesign activities? => Slika 6: ~~~ Koje su glavne koristi od EkoDizajna?
LL@(13646) 4. => 4.
LL@(13647) Discussion According to the research results, quality, usability and practicality are the highest ranking product characteristics from the customers point of view as far as product development is concerned. => Diskusija Sudeći prema rezultatima istraživanja, kvalitet, upotrebljivost i praktičnost svrstavaju se na najviše mesto na listi karakteristika koje potrošači traže od proizvoda.
LL@(13648) All the other answers indicate a positive attitude of respondents to the environmental protection as they include only characteristics that are related to environmental protection. => Svi ostali odgovori pokazuju da ispitanici imaju pozitivan stav u odnosu na zaštitu životne sredine, pošto su naveli samo one karakteristike koje se odnose na zaštitu okoline.
LL@(13649) Park and Tahara Š41Ë indicate that a product must meet the basic requirements of a market and therefore meet customers expectations. => Park i Tahara Š41Ë ukazuju na to da proizvod mora da zadovolji osnovne zahteve tržišta i stoga i očekivanja potrošača.
LL@(13650) While producers want to meet customers needs and expectations, they also want to make higher quality products with minimum production cost. => Proizvođači žele da zadovolje potrebe i očekivanja potrošača, ali takođe žele da proizvedu proizvod višeg kvaliteta a da im pritom troškovi proizvodnje budu minimalni.
LL@(13651) Therefore, for the producers, product value can be defined as product quality versus cost. => Stoga vrednost proizvoda sa stanovišta proizvođača može da se definiše kao kvalitet proizvoda u odnosu na cenu.
LL@(13652) The improvement of product value can be accomplished by the improvement of product quality, the reduction of production cost, or the accomplishment of these two aspects simultaneously Š41Ë. => Povećanje vrednosti proizvoda može se ostvariti povećanjem kvaliteta proizvoda, smanjenjem proizvodnih troškova, ili postizanjem ova dva cilja istovremeno Š41Ë.
LL@(13653) It is also indicated that environmental concern is reflected in the attitude of customers to product development as well. ~~~ 86 percent of respondents identified the importance of environmental protection in product development as very important (score 5). => Takođe se pokazalo da se briga za okolinu ogleda i u stavu potrošača prema razvoju proizvoda. 86% ispitanika kazalo je da je značaj zaštite životne sredine u razvijanju proizvoda veoma veliki (ocena 5).
LL@(13654) Furthermore, the results showed that 72 percent of customers would choose the product which is more environmentally friendly. => Šta više, rezultati su pokazali da će 72% potrošača radije izabrati proizvod koji je ekološki prihvatljiviji.
LL@(13655) Among the criteria that influence the purchase decision, customers need is the most important one, following the product quality, price and environmental friendliness as the fourth criterion. => Među kriterijumima koji utiču na odluku o kupovini određenog proizvoda, na najvažnijem mestu je potreba potrošača, a slede kvalitet proizvoda, cena i ekološka prihvatljivost kao četvrti kriterijum.
LL@(13656) This is also consistent with the findings of Peattie Š43Ë, which indicates that if a product does not meet these basic requirements, then the product will fail in the marketplace even if it causes less stress on the environment. => Ovo je takođe u skladu sa zaključcima do kojih je došao Peattie Š43Ë, a koji pokazuju da, ako proizvod ne zadovoljava ove osnovne kriterijume, onda neće opstati na tržištu, čak i ako nije štetan po okolinu.
LL@(13657) Kärnä et al. Š25Ë indicate that satisfying the needs of customers in a profitable way is the core of marketing ideology and in turn is a core of the market economy. => Kärnä i dr. Š25Ë ukazuju da zadovoljenje potreba potrošača na profitabilan način predstavlja srž ideologije marketinga, a s tim i srž tržišne ekonomije.
LL@(13658) Environmental or green marketing has been seen as a tool towards sustainable development and satisfaction of different stakeholders Š25Ë. Results indicate a positive attitude of respondents toward intention to purchase green products as well. => Ekološki prihvatljiv ili zeleni marketing posmatra se kao instrument koji podstiče održivi razvoj i zadovoljstvo različitih stejkholdera Š25Ë. ~~~ Rezultati ukazuju na pozitivan stav ispitanika prema kupovini zelenih proizvoda takođe.
LL@(13659) The results showed that 94 percent of respondents expressed a desire for more green products on the market. => Prema rezultatima, 94% ispitanika izrazilo je želju da na tržištu bude više zelenih peoizvoda.
LL@(13660) However, it should be considered that customers who prefer the benefits of environmentally friendly products may not necessarily have motivation to purchase them Š11Ë. Author suggests that for these customers any brand will do, hence there is no environmental information search involved when it comes to choosing their brands and green product labelling may not be meaningful to them. => Ipak, treba uzeti u obzir da potrošači koji uvažavaju koristi od ekološki prihvatljivih proizvoda ne moraju da budu motivisani i da ih kupe Š11Ë. ~~~ Autor navodi da je za ovakve potrošače svaki proizvod dobar, i da stoga oni ne traže nikakva znanja o zaštiti životne sredine kada biraju robnu marku; etiketa kojom se tvrdi da je proizvod ekološki zdrav ne mora ništa da im znači.
LL@(13661) These customers would perhaps trade off product attributes such as quality, warranty and performance in their product alternatives evaluation and selection process Š12Ë. Mintel Š37Ë found that despite pro-environmental attitudes, intention to recycle, concern about pollution and willingness to pay more for environmentally-friendly products, few customers translated these attitudes into regular green buying behavior. => Ovi potrošači će možda da zanemare karakteristike proizvoda kao što su kvalitet, garancija i učinak kada procenjuju alternativne proizvode i donose odluku o izboru Š12Ë. ~~~ Mintel Š37Ë zaključuje da, uprkos stavovima u prilog očuvanju životne sredine, namere da se proizvod reciklira, brige zbog zagađenja i spremnosti da se plati više za ekološki prihvatljive proizvode, veoma mali broj kupaca prevodi ove stavove u svakodnevne prioritete pri kupovini.
LL@(13662) Gupta and Ogden Š18Ë reveal that several characteristics of the individual trust, in-group identity, expectation of others cooperation and perceived efficacy were significant in differentiating between non-green and green buyers. => Gupta i Ogden Š18Ë pokazuju da nekoliko osobina pojedinca poverenje, identitet pripadnika grupe, očekivanje da će drugi sarađivati i njihovo viđenje efikasnosti ima zanačaja prilikom podele na ne-zelene i zelene kupce.
LL@(13663) The results show that 55% of organizations have already introduced one of the environmental management system (EMS) standards (according to the results, ISO 14001 prevails among organizations by 52%). => Rezultati pokazuju da je 55% organizacija već uvelo jedan od standarda sistema ekološkog upravljanja (EMS) (prema rezultatima, ISO 14001 preovlađuje među organizacijama u veličini od 52%).
LL@(13664) The results can be interpreted as a good starting point for effective integration of ecodesign activities. => Ovi rezultati mogu se tumačiti kao dobar početak za efektivnu integraciju aktivnosti ekodizajna.
LL@(13665) This is consistent with previous works Š5,24,55Ë indicating that a certified environmental management system (ISO 14001), leads to an increase in environmental planning activities (design for environment - DFE). => Ovo je u skladu sa prethodnim radovima Š5,24,55Ë koji pokazuju da sertifikovani sistem ekološkog upravljanja (ISO14001) vodi povećanju planskih aktivnosti u korist okruženja (dizajn za okruženje DFE).
LL@(13666) Some other studies indicate a week connection between environmental management systems and ecodesign Š2,47Ë. => Neke druge studije pokazuju da je veza između sistema ekološkog upravljanja i ekodizajna slaba Š2,47Ë.
LL@(13667) In the present study, we found that among the factors that encourage organizations to introduce an EMS standard, concern for the environment, competitive advantage, legislation and customers attitude are the prevailing factors. => U našoj studiji zaključili smo da su među faktorima koji podstiču organizacije da uvedu EMS standard najznačajniji briga za okruženje, konkurentna prednost, zakonodavstvo i stavovi potrošača.
LL@(13668) Pouliot Š46Ë highlights the importance of a market perspective and therefore indicates that some organizations see the certification according to ISO 14001, as a mean of competitive differentiation, which could be done by creating an environmentally friendly image. => Pouliot Š46Ë naglašava značaj tržišne perspektive i time ukazuje da neke organizacije vide sertifikaciju prema ISO 14001 kao način za konkurentsku diferencijaciju, što se može postići stvaranjem predstave o sebi kao ekološki odgovornom preduzeću.
LL@(13669) The usefulness of EMS as a tool to manage environmental issues in companies is a question of interest to many different parties Š39Ë. => Korisnost EMS kao alata za upravljanje pitanjima zaštite životne sredine u kompanijama predstavlja značajnu temu za veliki broj zainteresovanih strana Š39Ë.
LL@(13670) As stated by authors, one of the most interested groups conceivably are the companies themselves, who invest large amount of resources into the implementation and operation of EMS. => Kako navode autori, jedna od najzainteresovanijih grupa su same kompanije koje ulažu velike sume novca za primenu i sprovođenje EMS.
LL@(13671) As a natural follow up they increased environ mental work, but also the general value of the standardized EMS as recognized on the relevant markets. => Kao prirodni nasta vak ove aktivnosti, pojačale su aktivnosti u zaštiti životne sredine, ali i opštu vrednost standardizovanih EMS onako kako se oni prihvataju na značajnim tržištima.
LL@(13672) Companies are also interested in environmental management done in other business establishments. => Kompanije su takođe zainteresovane za upravljanje okruženjem u drugim poslovnim organizacijama.
LL@(13673) One of the reasons is to benchmark with competitors on the market Š45Ë. => Jedan od razloga za to je mogućnost upoređivanja sa konkurencijom na tržištu Š45Ë.
LL@(13674) Another growing trend is to demand ISO 14001 certificate from suppliers. => Drugi, sve značajniji motiv jeste da traže sertifikat ISO 14001 od dobavljača.
LL@(13675) According to the Moore and Manring Š38Ë, organizations of all size are increasingly being confronted by multiple external stakeholders to demonstrate a commitment to corporate responsibility (CSR/CER). => Kako navode Moore i Manring Š38Ë, i velike i male organizacije organizacije sve više se suočavaju sa eksternim stejkholderima koji od njih zahtevaju da pokažu da ozbiljno shvataju korporativnu društvenu i ekološku odgovornost (CSR/CER).
LL@(13676) As stated by Shamma and Hassan Š50Ë, social and environmental responsibility is a dimension that needs to be clearly communicated to both customers and the general public. social and environmental Results from our research indicate that waste minimization, emissions, energy and production are the key areas where organizations see the benefits of environmentally friendly design. => Kako tvrde Shamma i Hassan Š50Ë, društvena i ekološka odgovornost je dimenzija koju je potrebno jasno preneti kako potrošačima tako i celokupnoj javnosti. ~~~ Rezultati našeg istraživanja pokazuju da su smanjenje otpada, emisija štetnih materija, energija i proizvodnja ključne oblasti u kojima organizacije vide koristi od ekološki odgovornog dizajna.
LL@(13677) As stated in literature Š4,49Ë the eco-design is concerned with the development of products which are more durable, energy efficient, avoid the use of toxic materials and which can be easily disassembled for recycling. => Kako se navodi u literaturi Š4,49Ë, ekodizajn se bavi razvojem proizvoda koji su trajniji, energetski efikasniji, u kojima nema toksičnih materijala i koji se lako mogu rastaviti za potrebe reciklaže.
LL@(13678) It is clear that eco-design provides opportunities to minimize waste and improve the efficiency of resourceuse through modifications to product size, serviceable life, recyclability and in use characteristics Š32,55Ë. => Jasno je da nam ekodizajn omogućava da svedemo otpad na najmanju meru i da poboljšamo efikasnost resursa tako što ćemo modifikovati veličinu proizvoda, njegov korisni vek, mogućnosti reciklaže i upotrebne karakteristike Š32,55Ë.
LL@(13679) In evaluating the environmental impacts of a product, some may want to identify the key environmental life cycle stage of a product, while others may want to identify the key environmental component or material of a product. => Prilikom procene uticaja proizvoda na okruženje, neki smatraju da je ključni uticaj životni ciklus proizvoda, dok drugi tvrde da su to materijali od kojih je proizvod napravljen.
LL@(13680) Therefore, companies have to determine which level of key environmental issues will be identified Š41Ë. 5. => Stoga kompanije same moraju da odrede koji će nivo ključnih problema u zaštiti životne sredine uzeti u obzir Š41Ë. 5.
LL@(13681) Conclusions This paper has focused on environmentally friendly products from customer and producer perspective. => Zaključci U ovom radu posebnu pažnju posvećujemo ekološki neškodljivim proizvodima sa stanovišta kako potrošača tako i proizvođača.
LL@(13682) In order to understand the gap between customers and producers, we conducted a survey among potential customers and producers. => Da bismo shvatili jaz koji postoji između potrošača i proizvođača, sproveli smo jedno istraživanje među potencijalnim potrošačima i proizvođačima.
LL@(13683) Study results are valuable to both practitioners and theoreticians in their effort to better understand the customers and producers with regard to the environmental protection. => Rezultati ove studije podjednako su važni i za praktičare i za teoretičare koji proučavaju ponašanje potrošača i proizvođača kad je reč o zaštiti životne sredine.
LL@(13684) The findings from this research are encouraging to domestic (and foreign) companies. => Zaključci ove studije ohrabruju domaće (i strane) kompanije.
LL@(13685) Results showed that potential customers support the movement towards environmentally friendly products. => Rezultati su pokazali da potencijalni potrošači podržavaju proizvodnju ekološki neškodljivih proizvoda.
LL@(13686) In spite of expressed intention, customers needs are still the most influential factor on the purchase decision. => Uprkos ovakvom stavu, potrebe potrošača su još uvek najuticajniji faktor kad treba odlučiti koji proizvod da se kupi.
LL@(13687) It seems very important for the customers, that environmental protection is integrated during the design phase. => Potrošačima je izgleda veoma važno da ideja o zeštiti prirodne sredine bude obuhvaćena već tokom faze dizajniranja proizvoda.
LL@(13688) According to the results, the recycling is the most important environmental criteria. => Prema re zultatima, recikliranje predstavlja najznačajniji kriterijum u zaštiti okoline.
LL@(13689) From the producers point of view, concern for the environment, competitive advantage, legislation and customers are the prevailing factors, particularly with regard to the decision for environmental management system (EMS) standard introducing (55% of organizations have already introduced one of the EMS standards). => Sa stanovišta proizvođača, briga za životnu sredinu, konkurentna prednost, zakonodavstvo i potrošači predstavljaju odlučujuće faktore, posebno kad se radi o odluci o uvođenju standarda sistema ekološkog upravljanja (EMS) (55% preduzeća već je uvelo neki od EMS standarda).
LL@(13690) At the earliest stages of the product lifecycle (product planning), organizations need to efficiently identify customers needs and expectations. => U početnim fazama životnog ciklusa proizvoda (planiranju proizvoda) organizacija treba efikasno da prepozna potrebe i očekivanja potrošača.
LL@(13691) With regard to environmentally friendliness, organizations should consider, particularly: the focus should not be only on environmentally friendliness, but rather on the quality and usuability of the product, green products should be comparable in price, brand, usability and performance to traditional products, organization should seek to meet and represent green approaches by improving quality characteristics with respect to durability, usability, innovations, … of products, organization should support the green purchase decision by providing benefits on the field of environmental protection (human health, climate changes, bio nutrition, …) it is important to bring together the concepts of production and consumption; interaction of organization to market should be considered and there is a substantial potential for improvements, organizations should consider the corporate social responsibility (CSR) as a possible route to gain enhanced reputation and competitive advantage at organizational level as well. => Kad je reč o ekološkoj neškodljivosti, organizacije bi trebalo posebno da uzmu u obzir sledeće: fokus ne treba da bude samo na ekološkoj neškodljivosti, već i na kvalitetu i upotrebljivosti proizvoda, zeleni proizvodi po ceni, robnoj marki, upotrebljivosti i učinku treba da budu isto tako dobri kao i tradicionalni proizvodi, organizacija bi trebalo da zadovolji i da predstavlja ekološki pogodne pristupe tako što će poboljšati karakteristike kvaliteta koji se odnose na trajnost, upotrebljivost, inovacije, ... proizvoda, organizacija bi trebalo da olakša potrošaču odluku da kupuje zelene proizvode time što će ponuditi korist u oblasti zaštite životne sredine (ljudskog zdravlja, klimatskih promena, bio ishrane, ...), važno je dovesti u vezu koncepte proizvodnje i potrošnje; treba razmotriti interakciju organizacije sa tržištem, a postoji značajan potencijal za poboljšanja, organizacije bi trebalo da posmatraju korporativnu društvenu odgovornost (CSR) kao mogući način da postignu bolji ugled i konkurentsku prednost na organizacionom nivou takođe.
LL@(13692) Therefore, green products should look and be perceived as traditional products; products should not significantly change customers user habits; products should be comparable in price, while be more cost effective during product life-cycle and provide a sense of contribution to environmental protection. => Stoga zeleni proizvodi treba da izgledaju i da ih potrošači vide kao tradicionalne proizvode; ovi proizvodi ne treba značajno da menjuaju navike potrošača; proizvodi bi trebalo da budu uporedivi po ceni, da budu kost-efektivniji tokom svog životnog ciklusa i da izazivaju osećaj da njihovom upotrebom doprinosimo zaštiti životne sredine.
LL@(13693) To move towards improving the environmental performance of products, we recommend the use of ISO/TR 14062:2002 from the ISO 14000 family of standards as a guideline for integration eco-design in a product development process and thus enable organizations to identify and integrate environmental aspects into product quality characteristics. => Kao korak prema poboljšanju učinka proizvoda u očuvanju okoline predlažemo primenu standarda ISO/TR 14062:2002 iz porodice standarda 14000, kao putokaz u integrisanju ekodizajna u proces razvoja proizvoda i i time mogućnost da organizacije identifikuju i uključe i aspekte zaštite životne sredine u karakteristike kvaliteta proizvoda.
LL@(13694) To obtain more substantial changes, we cannot rely solely on making the existing production system more efficient as they use less resources, water and energy, generate less waste and pollution, but need to follow the sustainability principles, and thus include economic, environmental and social aspects. => Da bi se postigle održive promene, ne možemo da se oslonimo samo na povećanje efikasnosti postojećeg sistema proizvodnje, tako da koristi manje resursa, vode i energije i stvara manje otpada i zagaženja, već je potrebno da se držimo principa održivosti, i da stoga uključimo i ekonomske, društvene aspekte i aspekte zaštite životne sredine.
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LL@(13717) Value-at-Risk Estimation with Multivariate Garch Models UDC: 005.334:336.76 ; 330.43 Nebojša Nikolić1, Vesna Manojlović2 1 Banca Intesa a.d., Beograd, nebojsa.nikolic¿bancaintesabeograd.com 2 Faculty of Organizational Sciences, Belgrade, vesnam¿fon.rs XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia Value-at-Risk (VaR) method has been accepted globally by both risk managers and regulators as a tool to identify and control exposure to financial market risk. => Procena vrednosti-pod-rizikom korišćenjem multivarijacionih garch modela UDK: ~~~ 005.334:336.76 ; 330.43 Nebojša Nikolić1, Vesna Manojlović2 1 Banca Intesa a.d., Beograd, nebojsa.nikolic¿bancaintesabeograd.com 2 Fakultet organizacionih nauka, Beograd, vesnam¿fon.rs XII Internacionalni Simpozijum SymOrg 2010, 09.-12. ~~~ Jun 2010, Zlatibor, Srbija Metod Vrednost-pod-Rizikom (VaR) je globalno prihvaćen od strane menadžera rizika i regulatora kao alat za identifikaciju i kontrolu izloženosti tržišnom riziku.
LL@(13718) Basel II regulation employs VaR methodology for capital requirements calculations for the market risks to which commercial banks are exposed. => Bazel II regulativa koristi VaR metodologiju za izračunavanje kapitalnih zahteva za tržišne rizike kojem su izložene komercijalne banke.
LL@(13719) The goal of this paper is to implement the multivariate GARCH (mGARCH) methodology as the internal VaR model for market risk measurement in Serbian commercial banks. => Cilj ovog rada je da se implementira multivarijaciona GARCH (mGARCH) metodologija kao interni VaR metod za merenje tržišnog rizika u komercijalnim bankama u Srbiji.
LL@(13720) Assuming Normal and Student-t distribution of the returns the parameters for orthogonal mGARCH and CCC-mGARCH VaR models are estimated for each of 250 consecutive days, for the hypothetical trading portfolio, by employing maximum likelihood method. => PreTpostavljajući da su prinosi raspodeljeni po Normalnoj i Studentovoj-t distribuciji, parametri ortogonalnog mGARCH i CCC-mGARCH VaR modela su estimirani za svaki od 250 posmatranih dana za hipotetički trgovački portfolio koristeći metod maksimalne verodostojnosti.
LL@(13721) The level of capital requirements are calculated for corresponding VaR methods and validation is done by applying Basel II and Kupiec test. => Nivoi kapitalnih zahteva su izračunati za implementirane metode i validacija je urađena koristeći Bazel II i Kupiec test. 1.
LL@(13722) 1. ~~~ Introduction The practice of risk management is evolving rapidly, especially with the implementation of the latest regulatory standards of the Basel Committee on Banking Supervision, known as Basel II. => Uvod Upravljanje rizikom se razvija velikom brzinom, posebno pošto je Bazelski Komitet za bankarski nadzor počeo da primenjuje najnovije regulatorne standarde, poznate pod nazivom Bazel II.
LL@(13723) Its main goal is to implement a set of standards for risk measurement and management that would lead to adequate assessments of the levels of capital requirements that banks and other financial institutions need to keep as a cushion against various types of risk. => Osnovni cilj je da se uvede skup standarda za merenje rizika i upravljanje rizikom kojim će se primerenije meriti nivoi kapitalnih troškova koje banke i druge finansijske institucije moraju da drže kao sredstvo amortizacije u slučaju različitih vrsta rizika.
LL@(13724) The Basel II provides an incentive scheme for institutions to develop their own internal risk management models. => Regulativa Bazel II nudi ovim institucijama jedan podsticajan plan kako da razviju svoje interne modele za upravljanje rizikom.
LL@(13725) More precisely, banks have the option to use internal risk measurement models, IMA approach, to determine their capital charge. => Preciznije govoreći, banke imaju izbor da koriste interne modele za merenje rizika, IMA pristup, i da tako određuju svoje kapitalno opterećenje.
LL@(13726) The rationale is that banks are in a position to produce more accurate measures of their individual risk exposure with respect to a general simplistic scheme proposed by regulators. => Smisao je u tome da banke budu u mogućnosti da preciznije mere svoju izloženost pojedinim rizicima u odnosu na opštu, namerno pojednostavljenu šemu koju nude regulatori.
LL@(13727) Besides credit activities, proprietary trading, which is a source of market risk, has become one of the emphasized activities of banks. => Pored kreditnih poslova, vlasničko trgovanje koje je jedan od izvora rizika na tržištu, postalo je jedna od veoma značajnih aktivnosti banaka.
LL@(13728) In an unstable economic environment where asset prices are volatile, this activity brings a significant amount of market risk exposure. => U nestabilnom privrednom okruženju u kome su cene kapitala promenljive, ovi poslovi u velikoj meri izlažu banku tržišnom riziku.
LL@(13729) Therefore, there is a need for adequate risk management models and tools that will better control and mitigate those risks. => Stoga se javlja potreba za odgovarajućim modelima upravljanja rizikom i instrumentima kojima će se ovakvi rizici bolje kontrolisati i ublažiti.
LL@(13730) According to Š4Ë, market risk is defined as the risk of losses in on- and off-balance-sheet positions arising from movements in market risk factors. => Prema Š4Ë, tržišni rizik se definiše kao rizik gubitaka u bilansnim i vanbilansnim pozicijama koji se javlja kao posledica kretanja u okviru faktora tržišnih rizika.
LL@(13731) The main sources of market risk are the risks related to interest rate related instruments, equities, foreign exchange, derivatives and commodity instruments. => Glavni uzroci tržišnog rizika su rizici koji se odnose na instrumente u vezi sa kamatnim stopama, kapitalom, stranom valutom, derivatima i instrumentima koji se odnose na robu široke potrošnje. [ta više, upravljanje tržišnim rizikom trebalo di da bude redovna aktivnost banke, pod upravom odeljenja za upravljanje rizikom i nezavisno od trgovačkog sektora Š3Ë.
LL@(13732) Moreover, market risk management should be con related ducted as a regular activity of a bank, under the jurisdiction of the risk management unit and independently from the trading sector Š3Ë. Current regulatory standards in Serbia require the banks to measure and report market risk in its trading book, as well as to hold capital to cover potential losses. => Po važećim regulatornim standardima u Srbiji banke su dužne da mere i prikazuju tržišni rizik u svojim trgovačkim knjigama, kao i da drže kapital kojim će pokriti eventualne gubitke.
LL@(13733) National Bank of Serbia provides a set of predefined regulatory standards in the form of tabulated reports, which banks are required to submit on a monthly basis. => Narodna banka Srbije dala je skup predefinisanih regulatornih standarda u obliku tabelarnih izveštaja koje banke treba da podnose jednom mesečno.
LL@(13734) This supervisory framework is relatively conservative, requiring a capital charge of 12 percent of total risk-weighted assets Š17Ë. => Ovaj nadzorni okvir jeste relativno konzervativan i propisuje troškove kapitala u vrednosti od 12 procenata ukupnih sredstava pod rizikom Š17Ë.
LL@(13735) The procedures for calculating these capital charges are in good part based on the Standardized Approach of Basel II. ~~~ Moreover, Serbian banks are required to fully adopt Basel II standards by 2011, which would stimulate banks to use more advanced approaches in the future in order to reduce their capital charges. => Postupci za izračunavanje ovih troškova kapitala dobrim delom su zasnovani na Standardizovanom pristupu Bazel II. [ta više, srpske banke su obavezne da u potpunosti prihvate standarde Bazel II do 2011. godine, čime će biti stimulisane da u budućnosti primenjuju naprednije pristupe i tako smanje troškove kapitala.
LL@(13736) The choice of a market risk measurement model is far from a one-size-fits-all procedure. => Izbor modela upravljanja tržišnim rizikom uopšte nije neki uniformni postupak.
LL@(13737) In the same vain, institutions adopting internal models must ensure that their models are valid. => Isto tako, institucije koje usvajaju interne modele moraju da obezbede da ti modeli budu valjani.
LL@(13738) The contemporary market risk management practice involves various Value-at-Risk (VaR) methods to be applied and implemented with the full compliance with Basel II standards. => Savremena praksa upravljanja rizikom tržišta obuhvata različite metode vrednosti-pod-rizikom (VaR) koji su potpuno saglasni sa standardima Bazel II.
LL@(13739) The Valueat-Risk has gained recognition as the primary tool for market risk measurement in banks and there is a widespread agreement on the use of it. => Vrednost pod rizikom banke su sada prihvatile kao primarni metod za merenje rizika tržišta i on se sporazumno široko primenjuje.
LL@(13740) However, there is very little consensus on the preferred method for calculating VaR. => Ipak, postoje prilična neslaganja kad je reč o najboljem metodu za izračunavanje VaR.
LL@(13741) The difficulty in obtaining reliable VaR estimates stems from the fact that all extant methods involve some tradeoffs, assumptions and simplifications. => Teškoće u izračunavanju pouzdanih procena VaR proizilaze iz činjenice da svi postojeći modeli obuhvataju neke špekulacije, pretpostavke i pojednostavljenja.
LL@(13742) Thus, determining what is the best methodology for VaR estimation becomes an empirical question and a question of implementation. => Stoga odrediti šta je najbolja metodologija za procenu VaR postaje empirijsko pitanje i pitanje primene.
LL@(13743) This paper considers several possible multivariate GARCH methodologies for advanced VaR estimation in trading portfolio of a bank. => U ovom radu razmatramo nekoliko mogućih multivarijacionih GERCH metodologija za naprednu procenu VaR u trgovačkom portfelju banke.
LL@(13744) Those methodologies will be theoretically evaluated and applied on an example of a portfolio of assets traded in the Serbian capital market which may be hypothetically held by a particular Serbian bank. => Ove metodologije ćemo teorijski vrednovati i primeniti na portfelj sredstava kojima se trguje na srpskom tržištu kapitala koje hipotetički drži određena srpska banka. ciono modelovanje VaR pretpostavlja vremenske nizova prinosa svih sastavnih delova portfelja.
LL@(13745)  => Portfelji uglavnom imaju veliki broj n sredstava/imovine; stoga, da bismo izračunavanje VaR bazirali na uticaju rizika svakog dela portfelja, našom analizom moramo da obuhvatimo efekat n vremenskih nizova2.
LL@(13746) Additionally, each of following VaR methods has been coded in MATLAB enabling estimation to become automated and capable of handling VaR assessment for a great number of financial instruments in trading portfolio. => Pored toga, svaki od VaR metoda koje ćemo pomenuti unet je u MATLAB tako da je procena automatizovana, a procena VaR može se vršiti za veliki broj finansijskih instrumenata u portfelju kojim se trguje. 2.
LL@(13747) 2. ~~~ The value-at-risk framework The main strength of VaR is that it summarizes the exposure to market risk and it provides an aggregate view of overall portfolios risk. => Okvir vrednosti-pod-rizikom Najznačajnija prednost VaR jeste u tome što sažima izloženost tržišnom riziku i pruža agregatni uvid u ukupni rizik portfelja.
LL@(13748) The VaR estimation process, however, involves selecting two important parameters: the holding period and the confidence level. => Proces procene VaR ipak obuhvata izbor dva značajna parametra: period držanja i stepen poverenja.
LL@(13749) By definition, VaR measures the maximum loss in a portfolio value due to adverse market movements over a specified period of time with a given level of confidence. => Po definiciji, kod VaR se meri maksimalni gubitak u vrednosti portfelja usled nepovoljnih kretanja na tržištu u određenom periodu vremena, a uz dati stepen poverenja.
LL@(13750) For instance, we estimated VaR = 50,000 RSD for a holding period of 1 day and a confidence level of cl = 99%. => Na primer, izračunali smo da je VaR = 50000 RSD za period držanja od 1 dan i stepen poverenja cl = 99%.
LL@(13751) This indicates that the portfolio loss is not likely to exceed 50,000 RSD during the next trading day, with a 99% probability. => Ovo pokazuje da gubitak u portfelju sigurno neće biti veći od 50000 RSD tokom narednog dana trgovanja, i to tvrdimo sa 99% verovatnoće.
LL@(13752) For most applications, the recommendation is to choose a confidence level such as 95 to 99 percent and holding period 1 or 10 days1. => Za najveći broj aplikacija preporuka je da izabrani stepen poverenja bude od 95% do 99%, a da period držanja iznosi 1 do 10 dana1.
LL@(13753) The VaR estimate represents a point of the distribution of portfolio profit and loss such that if we assume some probability and thinking about 1-day losses, we can say informally that VaR is the minimum amount the bank will loose on a trading portfolio on a bad day, or the maximum it can expect loose on a good day. => Procena VaR predstavlja momenat distribucije profita i gubitka u portfelju i to takav da, ako pretpostavimo određenu verovatnoću i imamo na umu gubitke od 1 dan, nezvanično možemo da kažemo da VaR iznosi minimalnu sumu koju će banka da izgubi kad ima loš dan u trgovanju portfeljom, ili maksimalnu sumu koju očekuje da izgubi kad je dan povoljan.
LL@(13754) Generally, VaR models have to deal with four mathematical components: The VaR modeling technique is based on two main approaches. => Uopšteno govoreći, modeli VaR obuhvataju četiri matematičke komponente:
LL@(13755) Univariate VaR modeling is the way of estimating VaR by holding or assuming a single asset in a trading portfolio of a bank, or alternatively of calculating and using single portfolio return series based on weighted sum of portfolio component returns. => 
LL@(13756) The idea is to base VaR estimation upon single return series which must be able to capture behavior of all risk factor components. => Tehnika modelovanja VaR zasniva se na dva glavna pristupa.
LL@(13757) On the other hand, Multivariate VaR modeling assumes to take into consideration the returns time series of all portfolio constituents. => Univarijaciona metodologija modelovanja VaR jeste način za procenu VaR tako što se drži ili se pretpostavlja postojanje samo jedne vrste kapitala u trgovinskom portfelju banke, ili, alternativno, izračunavanjem i primenom jednog niza prinosa portfelja zasnovanog na ponderisanom zbiru prinosa komponenti portfelja.
LL@(13758) In general portfolios have multiple n assets, thus in order to base VaR calculation upon risk impact of each portfolio component one has to capture n time series effect into analysis2. => Ideja je da se procena VaR bazira na jedinstvenom nizu prinosa koji će obuhvatiti ponašanje svih komponenti faktora rizika.
LL@(13759) The VaR estimation in this paper is done according to multivariate methodology. => S druge strane, multivarija U ovom radu VaR izračunavamo po multivarijacionoj metodologiji.
LL@(13760) In order to capture the probability density function fp(·) established by the hypothetical portfolio returns or portfolio assets time series the first step in modeling VaR is to calculate returns on each portfolio asset component as follows: (1) where ri,t denotes the arithmetic return on asset i at time t, Pi,t is the price of the asset i at time t and Pi,t-1 is the price of the asset i at time t-1. => Da bismo dobili funkciju gustine verovatnoće fp(·) utvrđenu hipotetičkim prinosima portfelja ili vremenskim serijama, prvi korak u modelovanju VaR jeste izračunavanje povraćaja po svakom delu kapitala iz portfelja, na sledeći način: (1) gde ri,t označava aritmetičku vrednost prinosa po kapitalu i u vremenu t, Pi,t je cena kapitala i u vreme t a Pi,t-1 je cena kapitala i u vreme t-1.
LL@(13761) Consequently, the hypothetical portfolio return at time t, given N assets, is defined as the weighted sum of portfolio constituent returns: (2) It is important to note that the VaR measure represents one-day-ahead forecast of loss. => Stoga se prinos hipotetičkog portfelja portfelja u vreme t, pri N kapitalu, definiše kao ponderisana suma povraćaja sastavnih delova portfelja: (2) Značajno je naglasiti da mera VaR predstavlja predviđanje gubitka jedan dan unapred.
LL@(13762) In order to check the validity of VaR model i.e. potential breach3, VaR at time t is estimated with respect to the information set ψt and then compared with the corresponding amount of profit/loss incurred at t+1. => Da bi se proverila valjanost modela VaR, t.j. potencijalni prekršaj54, VaR se u vreme t procenjuje uzimajući u obzir skup informacija ψt i onda se poredi sa odgovarajućom sumom profita/gubitka ostvarenog u t+1.
LL@(13763) Consider a portfolio whose price at t+1 is labeled by pt+1. => Posmatrajmo portfolio čija je cena u vreme t+1 određena pt+1.
LL@(13764) The variation observed from a day to day is given as ∆pt+1 = pt+1 - pt. => Varijacija koja se opaža na dnevnoj bazi data je kao ∆pt+1 = pt+1 - pt.
LL@(13765) Note that if ∆pt+1 is positive we have a profit, while a negative value indicates a loss. => Vidi se da ako je ∆pt+1 pozitivan, imamo profit, dok negativna vrednost pokazuje da trpimo gubitak.
LL@(13766) The VaR1-α is defined in monetary units, so that the variation ∆pt+1 observed for a portfolio will only be less than VaR with a probability of α where (1- α) represents confidence level: (3) The choice of a suitable portfolio distribution for modeling of asset and portfolio returns is an essential step in estimating VaR. => VaR1-α se definiše u novčanim jedinicama, tako da će varijacija ∆pt+1 samo biti manja nego VaR sa verovatnoćom α gde (1- α) predstavlja stepen poverenja: (3) Izbor odgovarajuće distribucije portfelja za modeliranje kapitala i prinosa iz portfelja predstavlja ključni korak u proceni VaR.
LL@(13767) At first glance, the general shape of a majority of empirical returns distributions, especially in the cases of well diversified portfolios, has indicated that the Normal distribution would be a natural assumption. => Na prvi pogled, opšti oblik distribucije empirijskih distibucija prinosa, posebno u slučaju dobro diversifikovanih portfelja ukazuje da bi prirodna pretpostavka trebalo da bude Normalna distribucija.
LL@(13768) Thus, when we assume that returns follow a Normal distribution with mean µt and volatility σt Equation (3) can be changed to: (4) 1 The choice of the holding period depends on the characteristics of the portfolio that is held by a bank and the use of VaR. => Stoga, kada pretpostavimo da prinosi prate tok Normalne distribucije sa srednjom vrednošću µt i promenljivošću σt Jednačina (3) može se promeniti u: (4) 1 Izbor perioda držanja zavisi od karakteristika portfelja koji banka drži i primene VaR.
LL@(13769) For example, if the positions changes quickly, the short horizon will be appropriate. => Na primer, ako se pozicije brzo menjaju, bilo bi dobro da se odabere kratak rok.
LL@(13770) If the purpose is to provide an accurate benchmark measure of downside risk, the horizon should be also ideally less than the average period for major portfolio rebalancing. ~~~ 2 As a result in such applications one needs to forecast the covariance matrix of all the assets in portfolio. => Ako je svrha da se dobije precizna benčmark mera za rizik da vrednost opadne, horizont bi u idealnom smislu takođe trebalo da bude kraći od srednjeg perioda glavnog rebalansa portfelja. 2 Pri ovakvim aplikacijama mora se predvideti matrica kovarijansi u svim sredstvima u portfelju.
LL@(13771) Consequently, estimation of VaR will have to deal with n time series and to form corresponding covariance matrix. => 
LL@(13772) 3 Breach is captured each time when the tomorrows realized loss incurred in portfolio is greater than todays estimate of VaR This shows that the right inequality side of equation (4) is the quantile of the standard Normal distribution expressed as Zα = -Z1-α . => Stoga ćemo se u proceni VaR baviti n brojem vremenskih nizova i kreirati odgovarajuću matricu kovarijansi. 3 Proboj se dobija svaki put kad je stvarni gubitak ostvaren na sutrašnji dan u portfelju veći od procene VaR danas.
LL@(13773) Thus, the VaR amount of money by univariate estimation methodology is calculated: (5) If the VaR is defined as percentage relative to portfolio value as %VaRt,1-α = VaRt,1-α / pt then we have: (6) In practice, instead of working with (5) which denotes so-called absolute VaR, we can assume that µt=0 and use the relative VaR defined as: (7) The relative VaR does not require that we know the first moment of Normal distribution µ. ~~~ Furthermore, as we are dealing with a shorter time periods, one day return frequency, the difference between absolute and relative VaR will be fairly small. => Ovo pokazuje da desna strana jednačine (4) predstavlja kvantil standardne Normalne distribucije izražen kao Zα = -Z1-α . stoga, količina novca VaR po metodologiji univarijacione procene izračunava se na sledeći način: (5) Ako se VaR definiše kao procenat u odnosu na vrednost portfelja kao %VaRt,1-α = VaRt,1-α / pt onda dobijamo: (6) U praksi, umesto da radimo sa (5) koja pokazuje takozvanu apsolutnu VaR, možemo da pretpostavimo da je µt=0 I da koristimo relativnu VaR koja se definiše kao: (7) Kod izračunavanja relativne VaR nije potrebno da znamo prvi momenat Normalne distribucije µ. [ta više, pošto se radi o kraćim vremenskim periodima, prinosima na dnevnoj bazi, razlika između apsolutne i relativne VaR biće prilično mala.
LL@(13774) In the multivariate framework it is required to shift from an individual asset/or portfolio position to a portfolio case where multiple positions affect VaR estimation. => Kad se radi o multivarijacionom okviru, potrebno je da pređemo sa pozicije pojedinačnog sredstva/ili portfelja na složeni portfelj gde multiplikovane pozicije utiču na procenu VaR.
LL@(13775) Not only the volatilities of individual returns, but also their covariances need to be taken into account. => Ovde treba uzeti u obzir ne samo promenljivost pojedinačnih prinosa već i njihove kovarijanse.
LL@(13776) Thus, estimating VaR of the portfolio of asset positions which are sensitive to several different market risk factors therefore requires an additional input i.e. covariance matrix among market factor returns. => Stoga procena VaR portfelja od pozicija sredstava koje su izložene nekolicini različitih faktora tržišnog rizika zahteva još jedan input, naime matricu kovarijansi za prinose tržišnih faktora.
LL@(13777) Thus the equation (7) becomes: (8) where the vector of asset weights in portfolio is w = (w1, ..., wn)T, Pt denotes the current portfolio value and V represents the corresponding covariance matrix of the portfolios assets returns. => Tako da jednačina (7) dobija oblik: (8) Gde vektor pondera sredstava iznosi w = (w1, ..., wn)T , Pt predstavlja trenutnu vrednoat portfelja, a V predstavlja odgovarajuću matricu kovarijansi prinosa sredstava portfelja.
LL@(13778) Another alternative way of calculating VaR using multivariate framework employs vector of position values P = ŠP1, P2,…,PnËT of portfolio constituents instead of vector of corresponding assets weights w: Thus we have multivariate form of a relative VaR denoted by the equation: (9) Empirical evidence has shown that the assumption of normally distributed returns is usually not justified. => Drugi alternativni način za izračunavanje VaR primenom multivarijacionog okvira jeste primenom vektora pozicionih vrednosti P = ŠP1, P2,…,PnËT sastavnih delova portfelja umesto vektora odgovarajućih pondera sredstava w: tako dobijamo multivarijacioni oblik relativne VaR određene jednačinom: (9) Empirijski izvedeni zaključci pokazuju da pretpostavka o normalnoj distribuciji prinosa obično nije opravdana.
LL@(13779) Unlike the predicted normal behavior, observed distributions of asset returns sometimes show a significant degree of skewness and high kurtosis. => Za razliku od predviđenog normalnog ponašanja, distribucije prinosa kapitala koje smo pratili često imaju nepravilan tok i visoke kurtoze.
LL@(13780) The property of having more weight in the tails than would be expected under the normal distribution has significantly large impact on VaR estimation. => Na procenu VaR veoma veliki uticaj ima i to što imaju više pondera na krajevima nego što bi se inače očekivalo kod normalne distribucije.
LL@(13781) When the data are heavy tailed, the true probability of a large negative return is greater than the one predicted by the normal distribution. => Kada su podaci veoma opterećeni na krajevima, postoji realna verovatnoća da će negativni prinos biti veći nego što je predviđen po normalnoj distribuciji.
LL@(13782) This implies that VaR calculated using the assumption of normally distributed re especially at high confidence turns can significantly understate the risk of a high loss, levels. => Ovo pokazuje da VaR izračunata primenom pretpostavke o normalnoj distribuciji prinosa može značajno da potceni rizik velikog gubitka, posebno u uslovima visokog stepena poverenja.
LL@(13783) Consequently in this paper, we also considered one of the most commonly used alternatives which take into account non-normality of asset returns, namely we also applied the Students t-distribution as the underlying assumption of assets returns behavior. => Stoga smo u ovom radu razmatrali i jednu od najuobičajenijih alternativa koje uzimaju u obzir ne-normalni oblik prinosa na sredstva; odnosno, primenili smo i Students t-distribuciju kao osnovnu pretpostavku ponašanja prinosa na sredstva.
LL@(13784) The expression for VaR assuming Students t-distribution can be easily derived by altering α-quantile of Normal distribution defined as Z1-α, with corresponding α-quantile of the Students t-distribution denoted as χα,ν,with degrees of freedom, into corresponding VaR equations previously considered. => Izraz za VaR uz pretpostavku Students tdistribucije može se lako dobiti ako zamenimo α-kvantil Normane distribucije definisane kao Z1-α, odgovarajućim α-kvantilom Students t-distribucije označene kao χα,ν,uz stepena slobode, u odgovarajućim jednačinama VaR o kojima smo prethodno govorili.
LL@(13785) The Students tdistribution is closely related to the Normal, but generally it has fatter tails depending on the value of an degrees of freedom parameter. => Students t-distribucija je tesno povezana sa Normalnom distribucijom, ali uopšteno ima deblje krajeve, u zavisnosti od vrednosti parametra stepena slobode.
LL@(13786) By adopting the degrees of freedom the level of kurtosis can be modeled to match the kurtosis present in the observed time series. => Usvajanjem stepena slobode nivo kurtoze može se modelovati tako da odgovara kurtozi koja je prisutna u posmatranim vremenskim nizovima.
LL@(13787) As a result, univariate t-VaR equation becomes: (10) By inspection, it can be inferred that the t-VaR formula includes the additional multiplier term which moderates the effect of the standard deviation term of the previous VaR equation. => Na taj način, univarijaciona jednačina t-VaR postaje: (10) Nakon provere može se zaključiti da formula za tVaR obuhvata i dodatni multiplikator koji ublažava efekat standardne devijacije prethodne jednačine VaR.
LL@(13788) In multivariate framework we have to assure that each of assets return series is modeled separately according to assumed Students t-distribution. => Kada je reč o multivarijacionom okviru, moramo da obezbedimo da svaki niz prinosa na sredstva bude oblikovan posebno, u skladu sa pretpostavljanom Students t-distribucijom.
LL@(13789) As a result, there is a need to accommodate variance covariance matrix with additional multiplier term for each asset in portfolio. => Stoga je potrebno da se matrica varijanse i kovarijanse uskladi sa multiplikatorom za svaku vrstu sredstava u portfelju.
LL@(13790) The number of different multipliers applied equals the number of different portfolio assets time series. => Broj različitih multiplikatora koji su primenjeni jednak je broju različitih vremenskih nizova za sredstva u portfelju.
LL@(13791) Thus, the idea is to affect each component of variance covariance matrix: (11) The accommodation is done through adjusted vector of ∼∼ position values P where additional multiplier term which includes the effect of taking into account estimated degrees of freedom separately for each corresponding asset in portfolio: (12) The quantile terms for denoted by now depend on the chosen confidence level, α, as well as on the number of degrees of freedom of portfolio component. => Ideja je da se utiče na svaku komponentu matrice varijanse i kovarijanse: (11) Ovo usklađivanje vrši se primenom prilagođenog vek∼∼ tora pozicionih vrednosti P gde dodatni multiplikator obuhvata efekat uzimanja u obzir procenjenih stepenova slobode, posebno za svaki odgovarajući asset u portfelju: (12) Kvantili za određene sada zavise od odabranog stepena poverenja, α, kao i od broja stepenova slobode komponenti portfelja.
LL@(13792) Since the Students t-distribution converges to the Normal distribution as gets large, we can regard the Students t VaR with a finite ν as a generalization of the normal VaR. => Pošto se sa povećanjem Students t-distribucija približava Normalnoj distribuciji, Students t VaR sa završnim možemo posmatrati kao generalizaciju normalne VaR.
LL@(13793) As ν gets large, approaches its normal equivalent Z1-α,ν, and the additional multiplier term approaches one. => Kako se povećava, se približava svom normalnom ekvivalentu Z1-α,ν, a vrednost dodatnog multiplikatora približava se vrednosti jedan.
LL@(13794) The analytical VaR models discussed above are the simplest ones among VaR framework. => Analitički modeli VaR o kojima smo raspravljali do sada najjednostavniji su u okviru VaR.
LL@(13795) These models consider volatility and correlations as constant parameters over time and assume the relevant portfolio assets returns to be characterized by a stable distribution over time. => Ovi modeli uzimaju u obzir promenljivost i korelacije kao konstantne parametre u vremenu i polaze od toga da relevantni prinosi na sredstva iz portfelja tokom vremena imaju stabilnu distribuciju.
LL@(13796) This assumption is clearly in contrast with the empirical evidence, which shows that volatility and correlations vary over time. ~~~ 3. => Ova pretpostavka je sasvim suprotna empirijskim zaključcima koji pokazuju da se i promenljivost i korelacije vremenom menjaju. 3.
LL@(13797) The mulivariate garch modeling of value-at-risk The phenomenon which is often referred to as volatility clustering indicates that asset returns often experience periods of low and high volatility. => Izrada multivarijacionog garch modela za vrednost-pod-rizikom Fenomen o kome se uvek govori kao o grupisanju promenljivosti pokazuje da prinosi po sredstvima često imaju periode niske i visoke promenljivosti.
LL@(13798) The Figure 1. shows that the assumption that volatility is constant over time, which is a hypothesis for unconditional VaR models4, may be misleading. => Slika1. pokazuje da je pretpostavka da je promenljivost konstantna tokom vremena, što je pretpostavka bezuslovnih (čistih) modela VaR56, može da zavara.
LL@(13799) Figure 1: Periods of high and low volatility The volatility clustering effect can be explicitly handled by GARCH i.e. generalized autoregressive conditional heteroskedasticity models5. ~~~ The GARCH models are able to capture the sophisticated effects in the volatility behavior. => Slika 1: ~~~ Periodi visoke i niske volatilnosti Efekat grupisanja promenljivosti može se eksplicitno kontrolisati pomoću GARCH modela, t.j., uopštenih autoregresivnih modela uslovne heteroskedastičnosti5. GARCH modeli su u stanju da obuhvate sve soficistirane efekte kretanja promenljivosti.
LL@(13800) Beside already mentioned volatility clustering effect GARCH implies another important property referred to as mean reversion. => Pored već pomenutog efekta grupisanja promenljivosti, GARCH ukazuje i na još jednu značajnu karakteristiku koju nazivamo srednja svota.
LL@(13801) In this context, mean reversion means that in the absence of innovation variance tends towards some long-run equilibrium level. => U ovom kontekstu, srednja svota (reverzija) znači da u odsustvu inovacija varijansa teži da na kraju ostane u nekom stepenu ravnoteže.
LL@(13802) Univariate GARCH (1,1). ~~~ Assuming that the residuals are conditionally normally distributed, a GARCH (p,q) model can be specified as follows: (13) (14) (15) where The Equation (13) indicates that the return at time t, rt, is composed of deterministic part µt, and a random one εt. => Univarijacioni GARCH (1,1).pod pretpostavkom da su residuali uslovno normalno raspoređeni, GARCH (p,q) model možemo da predstavimo na sledeći način: inovaciju u vremenu t a to predstavlja niz slučajnih šokova sa srednjom vrednošću nula i varijansom prikazanom u jednačini (14).
LL@(13803) The εt ÿs tands for the innovation at time t and it represents a sequence random shocks with mean zero and variance shown in Equation (14). => 
LL@(13804) As a result conditional variance at time t represented by Equation (15) is specified as a function of three factors: constant ωthe variance estimated in the previous period σ2τ=1 and the squared ε2τ=1 innovation at t-1. => Stoga je uslovna varijansa u vremenu t prikazana jednačinom (15) izražena kao funkcija tri faktora: konstantom ωvarijansom procenjenom u prethodnom periodu σ2τ=1 i kvadratom ε2τ=1 inovacije u t-1.
LL@(13805) Thus the conditional variance estimate in a certain period is a weighted mean of longterm variance, the expected variance for the previous period, and a shock for the last period. => Stoga uslovna varijansa procenjena u nekom datom periodu predstavlja ponderisanu srednju vrednost dugoročne varijanse, očekivane varijanse za prethodni period i šoka za poslednji period.
LL@(13806) The estimate of the unconditional, i.e. theoretical long-term, value of variance is implied by the model. => Procena bezuslovne, t.j. teorijske dugoročne vrednosti varijanse podrazumeva se po samom modelu.
LL@(13807) If such a value exists, it will represent the unconditional expected value such that and the following will be obtained: (16) The majority of applications of the GARCH models are based upon the GARCH (1, 1) which is the most widely used GARCH model in practice. ~~~ The main reason for this is that, most often, GARCH (1, 1) fits the data acceptably well. => Ako takva vrednost postoji, predstavljaće bezuslovnu (čistu) očekivanu vrednost tako da i onda se dobija: (13) (14) (15) gde su Jednačina (13) pokazuje da se prinos u vremenu t, rt, sastoji od determinističkog dela µt, slučajnog dela εt . εt predstavlja (16) Većina aplikacija GARCH modela zasnovana je na GARCH (1, 1) koji je najšire korišćeni GARCH model u praksi.
LL@(13808) 4 the key difference between unconditional and conditional models is related to the fact that the former gives a constant as an estimates while the latter needs a specification model and regression technique dependent on time for an estimate to be done. ~~~ 5 Heteroskedasticity means time-changing variance and it is in contrast to the constant variance notion. => Glavni razlog je taj da GARCH (1, 1) najčešće odgovara podacima u prihvatljivoj meri. 4 Ključna razlika između bezuslovnih i uslovnih modela odnosi se na činjenicu da bezuslovni modeli kao procenu daju konstantu, dok su za uslovne potrebni model specifikacije i tehnikau regresije u zavisnosti od vremena za koje se procena radi. 5 Heteroskedastičnost znači varijansu koja se menja u vremenu i suprotna je pojmu konstantne varijanse.
LL@(13809) Conditional indicates that the predictions obtained are based upon the information available in the previous period, so for example, the current level of volatility reflects the current level of uncertainty generated by past shocks. => Uslovni znači da se predviđanja vrše na osnovu informacija iz prethodnog perioda; tako, na primer, trenutni nivo promenljivosti pokazuje trenutni nivo neizvesnosti nastao pod uticajem prethodnih šokova.
LL@(13810) Autoregressive refers to the method used to model conditional heteroskedasticity which is based on variance self regression. => Autoregresivni se odnosi na model koji se koristi u kreiranju uslovne heteroskedastičnosti koja se zansniva na autoregresiji varijanse.
LL@(13811) Finally, generalized refers to a particular type of model which was introduced as a generalization of the first autoregressive conditional variance (ARCH) model. => Konačno, uopšteni se odnosi na poseban tip modela koji je uveden kao generalizacija (uopštavanje) (ARCH) modela prve autoregresivne uslovne varijanse.
LL@(13812) Thus, the autoregressive conditional heteroskedasticity models therefore allow predicting future volatility by using a regression based upon the past values of volatility estimates. => Stoga modeli autoregresivne uslovne heteroskedastičnosti omogućavaju da se buduća promenljivost predviđa primenom regresije zasnovane na procenama ranijih vrednosti promenljivosti.
LL@(13813) Multivariate GARCH (mGARCH) models are in spirit very similar to their univariate counterparts. => Multivarijacioni GARCH (mGARCH) modeli su po duhu veoma slični svojim univarijacionim rođacima.
LL@(13814) The main difference is in fact that mGARCH models specify equations for how the covariances move over time. => Glavna razlika je u stvari u tome da mGARCH modeli specifikuju jednačine po tome kako se kovarijanse kreću u vremenu.
LL@(13815) Several different mGARCH formulations have been proposed in the academic literature, including VECH, diagonal VECH, DVEK, CCC-GARCH6 and orthogonal GARCH models. => Literatura predlaže niz različitih formulacija mGARCH, među kojima i VECH, dijagonalni VECH, DVEK, CCC-GARCH6 i ortogonalni GARCH model.
LL@(13816) Since the complexity of majority of models is emphasized, the deliberate consideration with respect to theoretical propositions and practical issues is needed. => Pošto je složenost većine modela naglašena, potrebno je da se ozbiljno njima pozabavimo u smislu teorijskih predloga i praktične primene na primerima.
LL@(13817) VECH multivariate GARCH (1,1). => VECH multivarijacioni GARCH (1,1).
LL@(13818) A common specification of the VECH model according to Š8Ë is given as: (17) (18) where is the vector of mean returns and is the vector of random shocks which conditional variance is represented by the n-by-n matrix Vt. => VECH model prema Š8Ë uobičajeno se predstavlja kao: (17) (18) gde predstavlja vektor srednjih prinosa, a predstavlja vektor slučajnih šokova čija je uslovna varijansa predstavljena n-by-n matricom Vt.
LL@(13819) In the multivariate GARCH specification, the model parameters A and B are positive definite, nby-n matrices and W is n-by-1 matrix. => U specifikaciji multivarijacionog GARCH modela, parametri modela A i B su pozitivno definisani, n-by-n matrice i W je n-by-1 matrica.
LL@(13820) The art of building multivariate GARCH models is to specify the dependence of Vt on the past in such a way that Vt always remains symmetric and positive definite. => Umeće kreiranja multivarijacionih GARCH modela sastoji se u tome da specifikujemo zavisnost Vt od prošlih događaja i to tako da Vt uvek ostane simetrična i pozitivno definisana.
LL@(13821) The Equation (18) can be represented in a VECH operator form as: (19) where the VECH operator takes the upper triangular portfolio of a matrix and stacks each element into a vector with a single column Š14Ë. => Jednačina (18) može se napisati u VECH operator formi kao: (19) gde VECH operator uzima portfolio iz gornje trougaone matrice i svaki element stavlja u vektor sa samo jednom kolonom Š14Ë.
LL@(13822) For example, in the two asset case we have VECH ( Vt ) = Š σ1,1 , σ1,2 , σ1,3 ËT where σi, i,t represents conditional variances at time t of the each asset in portfolio. => Na primer, u portfelju sa samo dva sredstva VECH ( Vt ) = Š σ1,1 , σ1,2 , σ1,3 ËT gde σi, i,t predstavlja uslovne varijanse svakog sredstva u portfelju u vremenu t.
LL@(13823) The terms σi, j,t for i ≠ j denotes the conditional, time dependent, covariances between the asset returns. => Termini σi, j,t for i ≠ j određuju uslovne, vremenski zavisne kovarijanse između prinosa na sredstva.
LL@(13824) The Equation (19) in the matrix form for the two variable becomes: (21) (22) (23) It can be inferred that conditional variances and conditional covariances depend on the lagged values of all of the conditional variances of, and conditional covariances between, as well as the lagged squared shock values and the error cross-products Š19Ë. => Jednačina (19) u matričnoj formi za ove dve varijable glasiće: (21) (22) (23) Može se zaključiti da uslovne varijanse i uslovne kovarijanse zavise od zaostalih vrednosti svih uslovnih varijansi, i uslovnih kovarijansi između njih, kao i od zaostalih kvadrata vrednosti šokova i unakrsnih proizvoda greške Š19Ë.
LL@(13825) A major problem with most multivariate GARCH specifications is that the number of parameters tends to explode with the dimension of the model, making them unsuitable for analyses of many risk factors. => Glavni problem sa većinom multivarijacionih GARCH specifikacija jeste taj da broj parametara ima tendenciju da prosto eksplodira u skladu sa dimenzijama modela, čime postaju neprikladni za analizu mnogih faktora rizika.
LL@(13826) The number of parameters in VECH model is ( N× ( N + 1) + N2 × ( N + 1)2 ) / 2. ~~~ In the two variable case presented above the number of parameters of this model is 21. ~~~ Furthermore, the specification of Vt is not guaranteed to be positive semi-definite. => Broj parametara u VECH modelu je ( N× ( N + 1) + N2 × ( N + 1)2 ) / 2. U ovom napred navedenom slučaju od dve varijable broj parametara ovog modela iznosi 21. [ta više, nema garancije da će specifikacija Vt biti pozitivna polu-definisana.
LL@(13827) In practice it is therefore usually necessary to restrict the model both to contain the curse of dimensionality and ensure positive definiteness. => Stoga je u praksi obično neophodno ograničiti model tako da ima odgovarajuću dimenzionalnost i da obezbedi pozitivnu definisanost.
LL@(13828) Trying to estimate such a model is bound to be difficult, not only may it take a time to estimate parameters, but there are multiple local optima in the likelihood function used which requires the use of multiple different starting values. => Pokušaj da se proceni ovakav model svakako će biti težak, ne samo zato što treba vremena da se izračunaju parametri, već i zato što postoji veliki broj lokalnih optimuma u funkciji verovatnoće zbog čega mora da se primeni veliki broj različitih početnih vrednosti.
LL@(13829) Thus, in general, a simplified version of the model, for the practical purposes, is used. => Tako se u praktične svrhe uglavnom koristi pojednostavljena verzija ovog modela.
LL@(13830) Š11Ë Diagonal VECH multivariate GARCH (1,1). => Š11Ë Dijagonalni VECH multivarijacioni GARCH (1,1).
LL@(13831) In the further VECH development, according to Š8Ë, the diagonal VECH (DVECH) has been suggested. => U daljem razvoju VECH modela, prema Š8Ë, predlaže se primena dijagonalnog VECH (DVECH).
LL@(13832) The most common simplification has been to restrict attention to cases when matrices A and B of the Equation (19) are diagonal matrices. => Najuobičajenija simplifikacija jeste da se ograniči fokus na slučajeve kada su matrice A i B jednačine (19) dijagonalne matrice.
LL@(13833) This special case can be written as: Equivalently, 6 Constant Conditional Correlation model (24) (20) where and the and must all be symmetric matrices such that has positive diagonal elements and all other matrices have non-negative diagonal elements. => Ovaj poseban slučaj predstavlja se u obliku: ~~~ I shodno tome, 6 Model konstantne uslovne korelacije (24) gde i i i moraju da budu simetrične matrice i to tako da ima pozitivne dijagonalne elemente a da sve ostale matrice imaju ne-negativne dijagonalne elemente.
LL@(13834) This reduces the number of parameters to be estimated to 3N × (N+1) / 2, or 9 parameters in the two asset and we have: (15). => Ovim se smanjuje broj parametara za procenu za 3N × (N+1) / 2, ili 9 parametara za dve grupe sredstava i dobijamo: (20) GARCH (1,1) dobijen Jednačinom (15).
LL@(13835) This constant conditional correlation specification represents a simple way of combining univariate GARCH processes with multivariate logic. => Ova specifikacija konstantne uslovne korelacije predstavlja jednostavan način kombinovanja univarijacionih GARCH procesa i multivarijacione logike.
LL@(13836) By this, each asset volatility term follows univariate GARCH (1,1). => Na ovaj način volatilnost svakog sredstva ponaša se po univarijacionom GARCH (1,1).
LL@(13837) As a result, this model has K(K+5)/2 parameters, moreover this specification guaranties positive definiteness and identification of Vt.Š11Ë The CCC-mGARCH(1,1) model is often a useful starting point from which to proceed to more complex models. => Kao rezultat, ovaj model ima K(K+5)/2 parametara, šta više, ova specifikacija garantuje pozitivnu definisanost i identifikaciju Vt. ~~~ Š11Ë Model CCC-mGARCH(1,1) često predstavlja korisnu polaznu tačku prema složenijim modelima.
LL@(13838) In some empirical settings it gives an adequate performance, but it is generally considered that the constancy of conditional correlation in this model is an unrealistic feature and that the impact of news on financial markets requires models that allow a dynamic evolution of conditional correlation as well as a dynamic evolution of volatilities. => U nekim empirijskim postavkama on omogućava odgovarajuće performanse, ali se obično veruje da je konstantnost uslovne korelacije u ovom modelu nerealna osobina i da uticaj novih dešavanja na finansijskim tržištima traži modele koji omogućavaju dinamičku evoluciju uslovne korelacije kao i dinamičan razvoj svih volatilnosti.
LL@(13839) Orthogonal GARCH (1,1). => Ortogonalni GARCH (1,1).
LL@(13840) So called, Ortogonal GARCH (OGARCH) represents the solution for the problem of huge number of covariance matrix parameters and multivariate maximum likelihood estimation difficulties. => Takozvani Ortogonalni GARCH (OGARCH) predstavlja rešenje za problem ogromnog broja parametara matrice kovarijansi i za teškoće u proceni maksimalne multivarijacione verodostojnosti.
LL@(13841) For any application, the covariance matrix may be large and hence difficult to work with. => Matrica kovarijanse može da bude velika za svaku aplikaciju i stoga je teško raditi na njoj.
LL@(13842) The principal components analysis (PCA) is method for extracting the most important independent sources of information in the data. => Analiza principalnih komponenti (PCA) predstavlja metod izdvajanja najznačajnijih nezavisnih izvora informacija u okviru podataka.
LL@(13843) This approach is computationally efficient because it allows an enormous reduction in the dimensionality of the problem, whilst retaining a very high degree of accuracy. => Ovaj pristup je efikasan u izračunavanju zato što omogućava da se dimenzije problema u velikoj meri smanje, a da se pri tome zadrži visok stepen preciznosti.
LL@(13844) This also allows an enormous reduction in number of parameters that has to be estimated applying multivariate GARCH logic. => Moguće je takođe u velikoj meri smanjiti broj parametara koje treba proceniti primenom multivarijacione GARCH logike.
LL@(13845) By this idea, we can find and use linear combinations of principal components, which are, by definition uncorrelated, and by using only them we reduce problem dimensionality during parameter estimation process. => Prema ovoj ideji možemo da nađemo i koristimo linearne kombinacije principalnih komponenti koje po definiciji nisu u korelaciji, i samo na osnovu njih možemo da smanjimo dimenzionisanost problema u procesu procenjivanja parametara.
LL@(13846) Let us denote by r the T observations of matrix which comprises of n assets. => Sa r ćemo označiti T opservacije matrice koja sadrži n sredstava.
LL@(13847) PCA will give up to k uncorrelated stationary variables, called the principal components, where each component is being a simple linear combination of the original returns. => Primenom PCA dobićemo k fiksne varijable, principalne komponente, koje nisu u korelaciji i gde je svaka komponenta u stvari jednostavna linearna kombinacija prvobitnih prinosa.
LL@(13848) At the same time it is stated exactly how much of the total variation in the original system of risk factors is explained by each principal component. => Istovremeno se jasno utvrđuje koliko ukupne varijacije u prvobitnom sistemu faktora rizika svaka principalna komponenta objašnjava.
LL@(13849) Each principal component is ordered according to the amount of variation it explains Š1Ë. => Svaka principalna komponenta svrstana je po količini varijacije koju objašnjava Š1Ë.
LL@(13850) The results of PCA are sensitive to rescaling of the data and so it is standard practice to normalize the data before the analysis, for example assuming Normal distribution we subtract the sample mean and divide it by the sample standard deviation. => Rezultati PCA osetljivi su na preraspoređivanje podataka tako da je postala standardna praksa da se podaci normalizuju pre analize; na primer, kod Normalne distribucije oduzmemo srednju vrednost uzorka i podelimo ga sa uzorkom standardne devijacije.
LL@(13851) If we define the diagonal matrix V=š σ1 2 ć as a matrix of the empirical variances of vector rt the standardized returns zt are given as: 2,…, σn (31) Equivalently, (25) (26) (27) (28) By doing this, model implies that we return a uGARCH (1,1) model for each of the volatility terms, but there is also a covariance term that has to be estimated by maximum likelihood method underlying multivariate distribution. => Ako definišemo dijagonalnu matricu V=š σ1 2 ć kao matricu empirijskih varijansi vektora rt standardizovani prinosi zt mogu se izraziti kao:
LL@(13852) Especially, this may lead to time consuming process, when huge covariance matrices are imposed by number of positions in portfolio. => 2,…, σn (31) Isto tako, (25) (26) (27) (28) Na ovaj način model podrazumeva da vraćamo model uGARCH (1,1) za sve vrste volatilnosti, ali u osnovi multivarijacione distribucije postoji i kovarijansa koja se mora procenjivati po metodu maksimalne verodostojnosti.
LL@(13853) Moreover, in some cases, the covariance matrix in DVECH model may be not positive definite. => Ovo posebno može da predstavlja dugotrajan proces, kada su velike matrice kovarijanse opterećene velikim brojem pozicija i portfelju. [ta više, u nekim slučajevima, matrica kovarijanse u modelu DVECH ne mora da bude pozitivna definisana.
LL@(13854) Š19Ë Constant Conditional Correlations multivariate GARCH (1,1). => Š19Ë Multivarijacioni GARCH (1,1) konstantnih uslovnih korelacija.
LL@(13855) The convergence and estimation problems of time-varying covariances in multivariate GARCH models lead to the so called Constant Conditional Correlations multivariate GARCH (1,1) or CCC-mGARCH(1,1) model for practical purposes usage. => Problemi konvergencije i procene vremenski promenljivih kovarijanti u multivarijacionim GARCH modelima doveli su do nastanka tzv. multivarijacionog GARCH (1,1) konstantnih uslovnih korelacija ili CCC-mGARCH(1,1) modela za praktične namene.
LL@(13856) According to Š8Ë there is a possibility to retain the time varying properties by using conditional variances and keeping correlations constant through the time. => Prema Š8Ë, postoji mogućnost da se zadrže vremenski promenljive karakteristike primenom uslovnih varijansi i održavanjem korelacija u konstantnoj vrednosti sve vreme.
LL@(13857) Consequently, conditional covariance matrix is of the form: (29) (30) where R is constant, positive-definite correlation matrix and Dt is a diagonal volatility matrix with elements satisfying univariate GARCH (1,1) given by Equation then the V represents unconditional covariance matrix of zt matrix . => Stoga matrica uslovne kovarijanse ima sledeći oblik: (29) (30) gde je R konstantna, pozitivno definisana matrica korelacije, a Dt predstavlja matricu dijagonalne volatilnosti sa elementima koji zadovoljavaju univarijacioni i onda V predstavlja matricu bezuslovne kovarijanse zt matrice.
LL@(13858) This matrix can be decomposed as: (32) where P is the orthonormal eigenvectors matrix which each column corresponds to the eigenvalue λi where i = 1,..,n. Matrix ΛΛ is the diagonal matrix of the eigenvalues of V such that ΛΛ = diagš š λ,…, λn ćis ranked in descending order λ1 > λ2…> λn. => Ova matrica se može razložiti kao: (32) gde P predstavlja matricu ortonormalnih sopstvenih vektora u kojima svaka kolona odgovara sopstvenih vrednosti λi gde je i = 1,..,n.
LL@(13859) Hence V can be written as: (33) where denotes Cholesky decomposed component of matrix V. Matrix L satisfies: (34) According to Š9Ë, denote by yt the vector of principal components of zt, which is defined by: by applying the linear transformation Equation (35) to the conditional residuals zt. => 
LL@(13860) In the orthonormal basis of principal components Equation (18) then reads: (41) Where and for . => 
LL@(13861) The purpose of stated equation is the ability to estimate separately each principal component of the conditional covariance matrix of principal components with respect to information set ψt-1. => 
LL@(13862) Since the principal components are orthogonal, it is reasonable to assume ∼∼ that the matrix V is diagonal. => Matrica ΛΛ predstavlja dijagonalnu matricu sopstvenih vrednosti V tako da se ΛΛ = diagš š λ,…, λn ć rangira u okviru silaznog niza λ1 > λ2…> λn.
LL@(13863) In this case, the process given by Equation (18) can be estimated separately for each principal component which gives a set of n independent scalar equation of the GARCH (1,1) form. ~~~ Once we estimate the set of parameters in Equation (41) we can apply the inverse transformation: (35) (42) This expression can be interpreted as the return of a portfolio that assigns weight yij to the j-th security. => Stoga se V može napisati na sledeći način: (33) gde označava Cholesky razloženu komponentu matrice V. Matrica L zadovoljava: (34) Prema Š9Ë, sa yt određujemo vektor principalnih komponenti zt, koji se definiše kao: (35) Ovaj izraz može se tumačiti kao kao prinos od portfelja koji dodeljuje ponder yij za j-te hartije od vrednosti.
LL@(13864) Since principal components have the property that they are uncorrelated, this implies that during the modeling of the covariance matrix we can ignore the covariance terms and hence model the variance by each principal component separately. => Pošto je za principalne komponente karakteristično da nisu u korelaciji, to podrazumeva da tokom modelovanja matrice kovarijanse možemo da ignorišemo uslove kovarijanse i da stoga modelujemo varijansu pomoću svake principalne komponente posebno.
LL@(13865) Consequently the problem reduces to a series of univariate estimations using GARCH (1,1) model. => Proizilazi da se primenom GARCH (1,1) modela problem smanjuje na niz univarijacionih procena.
LL@(13866) Another important property of this analysis is that the variance of each principal component is the corresponding eigenvalue. => Drugo značajno svojstvo ove analize jeste da varijansa svake principalne komponente predstavlja odgovarajuću sopstvenu vrednost.
LL@(13867) Note that: (36) The unconditional covariance matrix of Equation (35) becomes: (37) since Equation (33) holds, yt is cross-sectionally uncorrelated and each component has a unit variance. => Obratite pažnju da: (36) Matrica bezuslovne kovarijanse Jednačine (35) dobija oblik: (37) pošto Jednačina (33) sadrži yt unakrsno je nekorelisana i svaka komponenta ima jediničnu varijansu.
LL@(13868) Since each zt = L yt coordinate of zt can be written as a linear combination of the principal components: (38) where i=1,…n and l i,j and are the elements of L. => Pošto je svako zt = L yt koordinata zt može se izraziti kao linearna kombinacija principalnih komponenti: (38) gde i=1,…n, a l i,j i elementi L. S druge strane, uslovno prema informaciji dostupnoj u vremenu t-1, vektor standardizovanih reziduala zt ima srednju vrednost nula i matricu kovarijanse Vt.
LL@(13869)  => To znači: (39) gde, za svako t, matrica Vt predstavlja pozitivnu definisanu i merljiva je s obzirom na skup informacija ψt-1 tako da dobijamo: (40) Pod pretpostavkom da se uslovna kovarijansa Vt ponaša po Jednačini (18) multivarijacionog VECH procesa, možemo da iskoristimo ortonormalnu osnovu principalnih komponenti primenom Jednačine linearne trensformacije (35) na uslovne reziduale zt.
LL@(13870)  => U ortonormalnoj osnovi principalnih komponenti Jednačina (18) onda glasi: (41) gde je a za Ovom jednačinom možemo da procenjujemo posebno svaku principalnu komponentu matrice uslovnih kovarijansi principalnih komponenti u odnosu na skup informacija ψt-1.
LL@(13871) On the other hand, conditionally on the information available at t-1, the vector of standardized residuals zt has a zero mean and a covariance matrix Vt. => Pošto su principalne komponente orto∼∼ gonalne, normalno je pretpostaviti da je matrica V dijagonalna.
LL@(13872) That is: (39) where, for any t, the matrix Vt is positive definite and measurable with respect to the information set ψt-1 so we have that: (40) Assuming that the conditional covariance Vt follows Equation (18) the multivariate VECH process, we can employ the orthonormal basis of principal components to retrieve the series of conditional covariance matrices in the original basis of standardized returns. => U ovom slučaju, proces opisan Jednačinom (18) može se procenjivati za svaku principalnu komponentu posebno, čime dobijamo skup n nezavisnih skalarnih jednačina oblika GARCH (1,1). ~~~ Kad izvršimo procenu skupa parametara iz Jednačine (41), možemo da primenimo obrnutu transformaciju: (42) i da dobijemo niz matrica uslovne kovarijanse u originalnoj bazi standardizovanih prinosa.
LL@(13873) This allows us to estimate VaR in multivariate framework in most efficient way with loosing no information. => Ovo nam omogućava da na najefikasniji način vršimu procenu VaR u multivarijacionom okviru pri čemu ne gubimo ni jednu informaciju.
LL@(13874) Š22Ë ∼∼ The estimation of the elements of V is computationally much simpler and faster than the original conditional variance-covariance matrix Vt. => Š22Ë ∼∼ Procena elemenata V t računski je mnogo jednostavnija i brža nego prvobitna uslovna matrica varijanse i kovarijanse Vt.
LL@(13875) The dimensionality of the problem is thus reduced to estimation of only n parameters. => Dimenzionalnost problema je na taj način smanjena na procenu samo parametara n.
LL@(13876) Fitting Multivariate GARCH Models. => Usklađivanje multivarijacionih GARCH modela.
LL@(13877) In practice, the most widely used approach to fitting GARCH models to data is maximum likelihood estimation (MLE) method7. ~~~ In this paper, we consider application of MLE method with Normal and Student t distribution as an underlying assumptions. => U praksi, pristup usklađivanju GARCH modela sa podacima koji je u najširoj primeni jeste metod procene maksimalne verovatnoće (MLE)7. U ovom radu razmatramo primenu MLE metoda sa Normalnom i Student t distribucijom kao osnovnim pretpostavkama.
LL@(13878) Since fitting model parameters underlying multivariate distributions with higher dimensions, by applying MLE may not be feasible and it is not recommended, we combine apply estimation of multivariate GARCH models which may be treated as a set of univariate GARCH counterparts. => Pošto usklađivanje parametara modela multivarijacionih distribucija većih dimenzija primenom MLE možda neće biti izvodljivo i ne preporučuje se, kombinujemo procenu multivarijacionih GARCH modela koji se mogu tretirati kao skup njihovih univarijacionih GARCH dvojnika.
LL@(13879) In an ideal factor model we would have a diagonal covariance matrix. => U nekom idealnom modelu faktora dobili bismo dijagonalnu matricu kovarijanse.
LL@(13880) This means that we fit both CCC-mGARCH model where the constant conditional correlation matrix is the identity matrix and O-mGARCH model with its diagonalized form of principal components. => To znači da usklađujemo i model CCC-mGARCH gde matrica konstantne uslovne korelacije (CCC) predstavlja identifikacionu matricu i model O-mGARCH sa njegovom dijagonalno postavljenom formom principalnih komponenti.
LL@(13881) The log-likelihood function underlying standard Students-t distribution reduces to: 7 The maximization is performed by using a modified NewtonRaphson procedure (43) (44) 4. => Funkcija log-verovatnoće koja je u osnovi standardne Students-t distribucije redukuje se u: ~~~ 7 Maksimizacija je izvršena primenom modifikovanog Newton-Raphson postupka (43) a u Normalnoj distribuciji u: (44) 4.
LL@(13882) Empirical study and results This empirical study consists of applying VaR techniques described in previous chapters on a practical, real life financial data. => Empirijska studija i rezultati U ovoj empirijskoj studiji primenjujemo tehnike VaR opisane u prethodnim poglavljima na praktične podatke iz realnog života.
LL@(13883) The VaR estimate for each methodology is based on the same underlying hypothetical portfolio. => Procena VaR za svaku metodologiju zasniva se na istom osnovnom hipotetičkom portfelju.
LL@(13884) The constructed hypothetical portfolio consists of stocks, treasuries and foreign exchange rates from the Serbian capital market that could be hypothetically held by any Serbian bank. => Hipotetički portfelj koji smo napravili sadrži akcije, blagajničke zapise i devizne kurseve sa srpskog tržišta kapitala koje bi hipotetički mogla da drži bilo koja banka u Srbiji.
LL@(13885) The graphical representations of the VaR estimation results are presented and compared with daily profits/losses incurred by holding this hypothetical portfolio. => Grafičke prezentacije rezultata procene VaR predstavljene su i poređene sa dnevnim profitom/gubitkom nastalim držanjem ovog hipotetičkog portfelja.
LL@(13886) The Basel II backtesting8 procedure, together with Kupiec test, is used to decide which model is the most appropriate to use on day-to-day basis for assessing VaR and therefore determining the market risk capital requirement. => Bazel II postupak povratnog testiranja8 kao i Kupiec test, primenjeni su da bi se videlo koji model je najprikladniji za primenu u proceni VaR na dnevnoj bazi i da bi se stoga odredili zahtevi kapitala za tržišni rizik.
LL@(13887) The required input data for this empirical study includes necessary information about financial instruments of the portfolio considered. => Potrebni podaci za input u ovoj empirijskoj studiji obuhvataju neophodne informacije o finansijskim instrumentima portfelja koji posmatramo.
LL@(13888) Data on portfolio constituents such as: time history of prices, positions values, denomination currency for each portfolio position was necessary to form the whole portfolio and portfolio constituents returns. => Podaci o sastavnim delovima portfelja kao što su istorijat cena, vrednosti pozicija, denominacija valute za svaku poziciju iz portfelja, bili su neophodni da bi se dobili prinosi za ceo portfelj i za njegove sastavne delove.
LL@(13889) All those data represents the main input for the VaR analysis. => Svi ovi podaci predstavljaju glavni input za analizu VaR.
LL@(13890) In order to evaluate the models, equally weighted hypothetical portfolio, that has been constructed and used in VaR estimation analysis, comprises of: (cid:57) 5 stocks, denominated in RSD, continuously traded on Belgrade Stock Exchange, namely: AGBN, AIKB, ENHL, PRBN and TIGR. (cid:57) 3 foreign exchange positions: EUR, USD and CHF position. => Za procenu modela, isti takav hipotetički portfelj kakav je sačinjen i korišćen u analizi procene VaR obuhvata: (cid: ~~~ 5 akcija, denominovanih u RSD, kojima se neprekidno trguje na Beogradskoj berzi, naime: ~~~ AGBN, AIKB, ENHL, PRBN and TIGR. (cid: ~~~ 3 pozicije strane valute:
LL@(13891) The exchange rate for these foreign exchange currencies, with respect to RSD. (cid:57) 2 zero-coupon treasuries bonds continuously traded on Belgrade Stock Exchange: A2010, A2011. => EUR, USD i CHF. ~~~ De vizni kurs za ove valute urađen je prema RSD. (cid: ~~~ 2 blagajnička zapisa nulti-kupon kojima se neprekidno trguje na Beogradskoj berzi: ~~~ A2010, A2011.
LL@(13892) Each treasuries bond is EUR denominated. => Svaka ova obveznica denominovana je u EUR.
LL@(13893) The first matures at 31. may 2010 and the second matures at 31. may 2011. feed data from BELEX The price time series for those 10 portfolio positions are obtained stream (www.belex.rs). => Prva dospeva 31. maja 2010., a druga dospeva 31. maja 2011.
LL@(13894) Data price time series ranges from 20. => Vremenski nizovi cena za ovih 10 pozicija iz portfelja dobijeni su iz BELEX podataka (www.belex.rs).
LL@(13895) September 2007 to 11. ~~~ September 2009. => Ovi vremenski nizovi su za period od 20. septembra 2007 do 11. septembra 2009.
LL@(13896) This data range has been chosen for the risk estimation purpose to emphasis the bullish period of the economy due to financial global crisis and to assess the VaR for this harsh period for the Serbian economy. => Ovaj raspon podataka uzet je u cilju procene, da se istakne opasan period u privredi nastao uticajem globalne finansijske krize kao i da bi se procenila VaR u ovom teškom periodu za srpsku privredu.
LL@(13897) In total we have 501 price observations for each portfolio position which are sorted in ascending order with respect to date. => Ukupno imamo 501 opservaciju cena za svaku poziciju iz portfelja, a poređane su uzlaznim redom u odnosu na datum.
LL@(13898) For the multivariate VaR estimation purposes each of 10 price time series is used and transformed in 500 corresponding return observations according to Equation (1). => Za procene multivarijacione VaR svaki od 10 vremenskih nizova cena iskorišćen je i transformisan u 500 odgovarajućih opservacija prinosa, a prema Jednačini (1).
LL@(13899) The day-to-day positions values are calculated assuming approximately equally weighted portfolio. => Vrednosti pozicija na dnevnoj bazi izračunavaju se pod pretpostavkom da postoji približno isto ponderisan portfelj.
LL@(13900) This means that each of ten portfolio positions approximately captures 10% of total portfolio amount on the daily basis. ~~~ Moreover, since the portfolio is constructed upon components denominated in different currencies, the arithmetic return is calculated after price time series of each portfolio components were transformed to be expressed in RSD currency. => To znači da svaka od deset pozicija u portfelju približno pokriva 10% ukupne sume u portfelju na dnevnoj bazi. [ta više, pošto se portfelj sastoji od komponenata denominovanih u različitim valutama, aritmetički prinos se izračunava pošto se vremenski nizovi cena svake komponente portfelja transformišu u dinarsku vrednost.
LL@(13901) In other words, time series of daily prices were firstly calculated to be RSD denominated and then corresponding returns have been calculated. => Drugim rečima, vremenski nizovi cena na dnevnoj bazi prvo se izračunavaju u dinarima, a onda se obračunavaju odgovarajući prinosi.
LL@(13902) Count … Date 21/09/2007 24/09/2007 25/09/2007 26/09/2007 27/09/2007 28/09/2007 01/10/2007 02/10/2007 03/10/2007 04/10/2007 … 31/08/2009 01/09/2009 02/09/2009 03/09/2009 04/09/2009 07/09/2009 08/09/2009 09/09/2009 10/09/2009 11/09/2009 AGBN 0.313% 1.697% 4.170% 0.292% 0.444% -1.915% 0.454% -0.458% -0.078% -0.203% … -0.255% -3.809% -2.135% 0.339% 0.383% 7.484% 1.629% -1.726% 1.160% 1.447% EUR USD TIGR A2010 A2011 ENHL CHF AIKB 0.013% -0.223% -1.016% 4.356% 0.399% -0.721% -0.588% -0.687% -0.468% -0.771% -0.753% -0.563% 0.106% -0.116% -0.249% -0.721% 0.325% 0.332% 0.058% 0.053% 0.168% 0.062% 0.532% 0.390% 0.000% -0.119% 0.043% -0.651% -0.991% -0.267% -0.237% 0.057% 1.028% -0.222% -0.102% 0.243% 0.557% -0.404% -0.500% 0.043% … … 5.646% 0.068% -0.228% 0.296% 0.445% -0.328% -0.150% -0.616% 0.186% 1.159% -1.693% 0.309% -0.113% 0.082% 2.786% 0.062% 0.209% 4.544% -0.275% -0.097% -0.648% 3.889% -0.255% -0.117% -0.159% 0.056% -0.987% -0.550% 0.060% -0.531% 6.531% 6.339% 0.138% -0.143% 1.984% -2.645% -0.194% 1.499% 1.077% -0.152% -0.915% -0.062% -0.717% -1.016% 0.352% -0.093% -0.369% 0.498% -0.926% … … 1.139% 0.000% 3.041% -1.460% -1.639% -3.111% 2.294% -1.222% 0.149% 2.475% 0.439% 0.000% 4.627% 2.732% 9.130% 0.957% 4.444% -2.100% 0.738% 3.766% 3.129% 0.919% Table 1: Periods of high and low volatility PRBN 1.079% -1.598% -0.488% -0.223% 1.578% -0.565% -0.637% 0.331% -2.056% -0.501% -0.487% 2.099% -0.249% -0.249% 3.374% 0.044% 0.046% -0.219% 1.332% 0.703% -0.913% 0.812% 0.532% 0.691% -0.188% 0.043% 0.686% -0.237% -0.237% 0.455% 0.813% -0.102% 1.357% -0.832% -0.573% … … 0.433% 1.883% -0.123% 0.340% -0.238% 2.826% 0.219% 0.529% -0.637% 0.309% 0.645% 0.000% 1.472% 0.029% 0.114% 1.658% -0.003% -0.097% 0.029% -0.424% 0.815% 0.331% 1.112% -0.048% 0.027% 0.133% 0.325% 0.138% 0.279% 0.501% 0.016% 0.254% 0.106% 0.230% … … … PORTFOLIO 0.811% -0.074% 0.342% 1.069% 0.378% -0.194% -0.072% -0.213% 0.125% -0.055% … 0.614% 0.001% -0.337% 0.289% 0.562% 0.864% 0.757% 0.471% 0.585% 1.169% 8 Backtesting represents the routine of comparing daily profits and losses, the trading outcomes, with model generated VaR estimate to gauge the accuracy of it. => Count … Date 21/09/2007 24/09/2007 25/09/2007 26/09/2007 27/09/2007 28/09/2007 01/10/2007 02/10/2007 03/10/2007 04/10/2007 … 31/08/2009 01/09/2009 02/09/2009 03/09/2009 04/09/2009 07/09/2009 08/09/2009 09/09/2009 10/09/2009 11/09/2009 AGBN 0.313% 1.697% 4.170% 0.292% 0.444% -1.915% 0.454% -0.458% -0.078% -0.203% … -0.255% -3.809% -2.135% 0.339% 0.383% 7.484% 1.629% -1.726% 1.160% 1.447% USD EUR CHF AIKB 4.356% 0.013% -0.223% -1.016% 0.399% -0.721% -0.588% -0.687% -0.468% -0.771% -0.753% -0.563% 0.106% -0.116% -0.249% -0.721% 0.325% 0.332% 0.053% 0.058% 0.062% 0.532% 0.390% 0.168% 0.000% -0.119% 0.043% -0.651% -0.991% -0.267% -0.237% 0.057% 1.028% -0.222% -0.102% 0.243% 0.557% -0.404% -0.500% 0.043% … … 5.646% 0.068% -0.228% 0.296% 0.445% -0.328% -0.150% -0.616% 0.186% 1.159% -1.693% 0.309% -0.113% 0.082% 2.786% 0.062% 0.209% 4.544% -0.275% -0.097% -0.648% 3.889% -0.255% -0.117% -0.159% 0.056% -0.987% -0.550% 0.060% -0.531% 6.531% 6.339% 0.138% -0.143% 0.254% 0.106% 0.230% 0.279% 0.501% 0.016% … … ENHL TIGR A2010 A2011 1.984% -2.645% -0.194% 1.499% 1.077% -0.152% -0.915% -0.062% -0.717% -1.016% 0.352% -0.093% -0.369% 0.498% -0.926% … … 1.139% 0.000% 3.041% -1.460% -1.639% -3.111% 2.294% -1.222% 2.475% 0.149% 0.000% 0.439% 4.627% 2.732% 9.130% 0.957% 4.444% -2.100% 0.738% 3.766% 3.129% 0.919% PRBN 1.079% -1.598% -0.488% -0.223% 1.578% -0.565% -0.637% 0.331% -2.056% -0.501% -0.487% 2.099% -0.249% -0.249% 3.374% 0.044% 0.046% -0.219% 1.332% 0.703% -0.913% 0.812% 0.532% 0.691% -0.188% 0.043% 0.686% -0.237% -0.237% 0.455% 0.813% -0.102% 1.357% -0.832% -0.573% … … 0.433% 1.883% -0.123% 0.340% -0.238% 2.826% 0.219% 0.529% -0.637% 0.309% 0.645% 0.000% 0.029% 1.472% 0.114% 1.658% -0.003% -0.097% 0.029% -0.424% 0.815% 0.331% 1.112% -0.048% 0.027% 0.133% 0.325% 0.138% … PORTFOLIO 0.811% -0.074% 0.342% 1.069% 0.378% -0.194% -0.072% -0.213% 0.125% -0.055% … 0.614% 0.001% -0.337% 0.289% 0.562% 0.864% 0.757% 0.471% 0.585% 1.169% Tabela 1: ~~~ Periodi niske i visoke volatilnosti 8 Povratno testiranje predstavlja postupak poređenja dnevnih profita i gubitaka, rezultata trgovine, primenom procene VaR kreirane pomoću modela da bi se iskalibrirala njena preciznost.
LL@(13903) Results, or in other words outputs, of backtesting are recognized as the number of exceptions i.e. VaR breaches. => Rezultati, ili drugim rečima autputi, povratnog testiranja vide se kao jedan broj izuzetaka, t.j., prekida VaR.
LL@(13904) The exception is captured each time when the amount of loss in trading portfolio of the bank exceeds the estimated VaR for that day. => Do izuzetka dolazi svaki put kad suma gubitka u trgovinskom portfelju banke prevaziđe procenjenu VaR za taj dan.
LL@(13905) Backtesting routine involves systematically comparing the history of VaR forecasts with their associated portfolio profits and losses The whole data range shown in the Table 1 is divided into two parts: I. Initial estimation period II. => Postupak povratnog testiranja obuhvata sistematsko poređenje istorije predviđanja VaR sa profitima i gubicima u portfelju koji su za njih vezani. ~~~ Čitav opseg podataka predstavljan na tabeli 1 podeljen je na dva dela: ~~~ I. Inicijalni period procene II.
LL@(13906) VaR estimation period. => Period procene VaR.
LL@(13907) Initial estimation period comprises of the first 250 returns, from 1st to 250th return i.e. from 20. ~~~ September 2007 to 16. => Inicijalni period procene obuhvata prvih 250 prinosa, od 1. do 250., t.j. od 20. septembra 2007. do 16. septembra 2008.
LL@(13908) September 2008. ~~~ Consequently, the first VaR results, with different multivariate GARCH methods, are calculated underlying the data from the initial estimation period, since those returns are used as an initial input for the first estimate of VaR. ~~~ Moreover, the equal weights of portfolio constituents used are imposed with respect to prices of positions on the last day, 16. ~~~ September 2008, of initial estimation period. => Stoga su prvi rezultati VaR, na osnovu različitih multivarijacionih metoda GARCH, izračunati u odnosu na podatke iz inicijalnog perioda procene, pošto se ovi prinosi koriste kao inicijalni input za prvu procenu VaR. [ta više, jednaki ponderi kon stituenata portfelja dodeljeni su u odnosu na cene pozicija poslednjeg dana inicijalnog perioda procene, 16. septembra 2008.
LL@(13909) The portfolio returns and summary statistic are given in the following Table 2. => Prinosi portfelja i zbirna statistika date su u tabeli 2.
LL@(13910) The table below provides summary statistics as well as the Jarque-Bera statistic for testing normality. => Tabela koja sledi predstavlja zbirnu statistiku kao i Jarque-Bera statistiku za testiranje normalnosti.
LL@(13911) For all portfolio assets including portfolio itself, the null hypothesis of normality is rejected at any level of significance, as there is evidence of significant kurtosis and negative skewness. => Za sva sredstva u portfelju uključujući i sam portfelj odbijena je nulta hipoteza na svakom nivou značajnosti, pošto je dokazano postojanje značajne kurtoze i negativne iskošenosti.
LL@(13912) From Table 2, relatively low values of degrees of freedom (DoF) for all portfolio components including portfolio itself are provided, which confirms that there is a relatively high kurtosis observed in data. => Iz tabele 2 dobijamo relativno niske vrednosti stepenova slobode (DoF) za sve komponente portfelja uključujući i sam portfelj, što potvrđuje prisustvo relativno visoke kurtoze u podacima.
LL@(13913) AGBN AIKB ENHL PRBN TIGR A2010 A2011 19,700 Position* -0.0001 Mean -0.0006 Median 0.0072 St. Deviation 6.8521 Kurtosis 0.4914 Skewness -2.83% Minimum 2.96% Maximum 164.63 Jarque-Bera stat. p-value 0.001 Student's-t DoF 2.729 Count *Stocks: indicates the number of stocks held. => Tabela 2:
LL@(13914) Treasuries: indicates the face value in foreign currency. ~~~ Foreign exchange: indicates position in foreign currency. ~~~ Portfolio: position is expressed in RSD. ~~~ Evaluation date: 16.september 2008. => Zbirna statistika u inicijalnom periodu procene Period procene VaR obuhvata drugih 250 prinosa sa tabele 3, od 251. do 500. prinosa, t.j., od 17. septembra 2008. pa sve do 11. septembra 2009.
LL@(13915) 1,000 -0.0049 -0.0030 -0.0020 -0.0028 0.0338 0.0295 8.0507 4.6927 0.3920 1.0467 -9.24% -11.18% 10.02% 18.18% 311.36 36.25 0.001 0.001 2.248 3.137 USD EUR 23,600 16,600 -0.0002 -0.0002 -0.0004 -0.0003 0.0086 0.0065 4.6473 7.9607 0.2447 -0.0529 -2.83% -3.11% 2.96% 2.53% 28.38 258.8 0.001 0.001 3.835 5.210 CHF 26,300 0.0000 -0.0009 0.0075 5.3011 0.3045 -2.84% 2.94% 59.02 0.001 4.142 -0.0034 -0.0023 0.0262 7.0192 0.4425 -8.69% 12.70% 176.43 0.001 2.356 -0.0030 -0.0019 0.0230 11.3229 0.2308 -12.91% 12.79% 723.7 0.001 2.074 1,300 -0.0026 0.0000 0.0327 4.9855 0.1347 -9.71% 10.00% 41.82 0.001 7.022 18,600 0.0000 -0.0005 0.0070 6.2435 0.2762 -2.83% 2.96% 112.76 0.001 2.588 PORTFOLIO 12,945,751 -0.0024 -0.0025 0.0126 9.8930 0.8791 -3.91% 7.76% 527.13 0.001 3.454 Table 2: Summary statistics of the initial estimation period VaR estimation period comprises of the second part of 250 returns in Table 3 ranging from 251st to 500th return i.e. from 17. ~~~ September 2008 up to 11. ~~~ September 2009. => 
LL@(13916) Consequently, this is the observation period where VaR estimates are iteratively calculated on day to day basis. => Stoga ovo predstavlja period posmatranja u kome se procene VaR izračunavaju iterativno na dnevnoj bazi.
LL@(13917) The VaR estimation, through this period, is done by applying rolling window concept. => U ovom periodu procena VaR se vrši primenom koncepta rolling window.
LL@(13918) This means that the first VaR results are calculated underlying the data from the initial estimation period from 1st to 250th observation; then, the 1st observation (from the initial estimation period) is dropped out and the 252nd is included in rolling window. => To znači da se prvi rezultati VaR izračunavaju na podacima iz inicijalnog perioda procene od 1. do 250. procene; onda se 1. procena (iz inicijalnog perioda procene) izbacuje, a u rolling window se uključuje 252. procena.
LL@(13919) Consequently, for the second VaR estimate we deal with range which captures returns from 2nd to 252nd and VaR is recalculated for each considered methodology according to newly imposed range. => Stoga u drugoj proceni VaR imamo opseg koji obuhvata prinose od 2. do 252., a VaR se ponovo obračunava za svaku posmatranu metodologiju i to po ovom novom opsegu.
LL@(13920) This procedure repeats iteratively until we estimate the VaR for last rolling window ranging from 251st to 500th return observation. => Ovaj postupak se ponavlja sve vreme dok ne procenimo VaR za poslednji rolling window, od 251.t do 500. posmatranja prinosa.
LL@(13921) The rolling window concept enables to deal with last 250 return observations in each period for which VaR is calculated. => Ovaj koncept nam omogućava da poslujemo sa 250 opservacija prinosa u svakom periodu za koji se VaR obračunava.
LL@(13922) In this paper, there are 250 VaR estimates for 250 imposed rolling windows in range that denotes VaR estimation period. => U ovom radu dajemo 250 procena VaR za 250 ovih situacija u opsegu koji obeležava period procene VaR.
LL@(13923) Table 3. provides summary statistics for the VaR estimation period calculated on last day in observation period. => Na tabeli 3. prikazana je zbirna statistika za period procene VaR obračunata poslednjeg dana perioda posmatranja.
LL@(13924) The Table 3 shows that the average daily return is about zero percent, or at least negligibly small compared to the sample standard deviation. => Tabela 3 pokazuje da je prosečni dnevni priliv oko nula procenata ili zanemarljivo mali u poređenju sa standardnom devijacijom uzorka.
LL@(13925) This is why the mean is often set at zero when modeling daily assets and portfolio returns. => Zato se prilikom modelovanja sredstava i prinosa portfelja na dnevnoj osnovi za srednju vrednost često uzima nula procenata.
LL@(13926) The Jarque-Bera statistic for testing normality indicates that in this period there is only one portfolio component ENHL whose returns followed Normal distribution. => Jarque-Bera statistika za testiranje normalnosti pokazuje da su u ovom periodu prinosi samo jedne komponente, ENHL, imali Normalnu distribuciju.
LL@(13927) For all other portfolio assets including portfolio itself, the null hypothesis of normality is rejected at any level of significance. ~~~ Moreover, there is again an evidence of significant kurtosis and negative skewness. => Za sva druga sredstva u portfelju uključujući i sam portfelj, nulta hipoteza normalnosti ne važi ni za jedan nivo značaja. [ta više, opet smo svedoci visoke kurtoze i negativne iskošenosti.
LL@(13928) Again, from relatively low values of DoF is observed which confirms that there is a relatively high kurtosis observed in data. ~~~ Furthermore, the maximum and minimum statistics are quite large in absolute value indicating the presence of extreme returns. => Opet, zapažene su relativno niske vrednosti DoF što potvrđuje da u podacima postoji relativno visoka kurtoza. [ta više, statistika maksimuma i minimuma ima veoma visoku apsolutnu vrednost što ukazuje na prisustvo ekstremnih rezultata.
LL@(13929) AGBN AIKB CHF ENHL PRBN TIGR A2010 A2011 19,700 Position* 0.0012 Mean 0.0008 Median 0.0076 St. deviation 6.9532 Kurtosis -0.3024 Skewness -3.83% Minimum 2.54% Maximum 166.6 Jarque-Bera p-value 0.001 Student's-t DoF 2.9426 Count *Stocks: indicates the number of stocks held. ~~~ Treasuries: indicates the face value in foreign currency. ~~~ Foreign exchange: indicates position in foreign currency. ~~~ Portfolio: position is expressed in RSD. => 
LL@(13930) Evaluation date: 11.september 2009. => Tabela 3:
LL@(13931) 1,000 -0.0008 -0.0005 0.0000 -0.0021 0.0458 0.0404 4.6752 3.1247 -0.0071 0.2818 -10.02% -13.28% 10.06% 17.14% 0.16141 32.5408 0.500 0.001 3.1941 22.4680 USD EUR 23,600 16,600 0.0008 0.0008 -0.0001 0.0004 0.0127 0.0067 4.2339 8.0631 -0.5650 0.2012 -3.60% -3.94% 2.34% 4.80% 17.54 280.32 0.0033 0.001 5.6813 2.1119 0.0000 0.0000 0.0444 5.4526 0.1811 -16.43% 18.75% 64.02 0.001 2.7164 1,300 0.0004 0.0000 0.0299 4.2895 0.2881 -9.00% 10.13% 20.778 0.002 2.6883 18,600 0.0012 0.0011 0.0082 10.2635 -0.2036 -4.22% 4.59% 551.3 0.001 2.4930 -0.0006 -0.0005 0.0478 4.9877 0.0782 -18.91% 19.33% 41.41 0.001 4.2697 26,300 0.0011 0.0007 0.0095 8.5446 -0.6077 -5.32% 3.49% 335.6 0.001 2.3693 PORTFOLIO 12,935,346 0.0001 0.0007 0.0103 7.5034 0.0866 -4.78% 5.18% 211.56 0.001 3.9368 Table 3: Summary statistics of the VaR estimation It is important to note that for each of 250 rolling windows summary statistics, DoF for Student-t distribution, together with all required VaR parameters such are recalculated to include return innovation effect from each rolling window into VaR estimates. => Zbirna statistika za procenu VaR Značajno je da se zbirna statistika, DoF za Student-t distribuciju, kao i za sve potrebne parametre VaR preračunava za svih 250 rolling windows kako bi obuhvatila i efekat inovacije prinosa iz svake ove stavke na procene VaR.
LL@(13932) Empirical results are given for multivariate GARCH VaR techniques that has been discussed in previously chaptersa and which is possible to implement in practice. => Empirijski rezultati dati su za multivarijacione VaR tehnike GARCH o kojima smo raspravljali u prethodnim poglavljima i koje je moguće primeniti u praksi.
LL@(13933) VaR measure has been calculated with respect to 99% confidence level and one day holding period. => Mera VaR izračunata je u skladu sa nivoom poverenja od 99% i na osnovu perioda čuvanja od jedan dan.
LL@(13934) The tables below provide a graphical insight of calculated VaR methods. => Tabele koje slede predstavljaju grafički prikaz metoda izračunavanja VaR.
LL@(13935) Each of these methods has been implemented and fully programmed by authors in MATLAB version R2009a. => Svaki od ovih metoda primenili su i u celini programirali autori u MATLAB verziji R2009a.
LL@(13936) The only toolbox used was Optimization toolbox for MLE maximization purposes. => Jedini alat koji su koristili bio je tulboks za optimizaciju za ciljeve maksimizacije MLE.
LL@(13937) All other functions have been fully developed by the authors. => Sve ostale funkcije u celini su delo autora.
LL@(13938) Figure 5: mCGARCHVaRn multivariate constant correlation GARCH (1,1) assuming normally distributed returns Figure 6: mCGARCHVaRt multivariate constant correlation GARCH (1,1) assuming Students-t distributed returns Figure 7: mOGARCHVaRn multivariate constant correlation GARCH (1,1) assuming Students-t distributed returns Figure 8: mOGARCHVaRt multivariate constant correlation GARCH (1,1) assuming Students-t distributed returns The graphical results are shown above depict the evaluated VaR models together with the incurred profits/losses of the hypothetical portfolio. => Slika 5: mCGARCHVaRn multivarijaciona konstantna korelacija GARCH (1,1) koja pretpostavlja normalno distribuirane prinose Slika 6: mCGARCHVaRt multivarijaciona konstantna korelacija GARCH (1,1) koja pretpostavlja Students-t distribuciju prinosa Slika 7: mOGARCHVaRn multivarijaciona konstantna korelacija GARCH (1,1) koja pretpostavlja Students-t distribuciju prinosa Slika 8: mOGARCHVaRt multivarijaciona konstantna korelacija GARCH (1,1) koja pretpostavlja Students-t distribuciju prinosa Gore navedeni grafici rezultata prikazuju procenjene modele VaR sa ostvarenim profitima/gubicima hipotetičkog portfelja.
LL@(13939) As it was discussed in previous chapters, VaR for the day t is compared with profits/losses for the day t +1. => Kao što je bilo reči u prethodnim poglavljima, VaR za dan t poredi sa sa profitom/gubitkom za dan t +1.
LL@(13940) VaR esti mates are shown as a two envelope red lines which stand on the both, profit and losses side of each figure. => Procene VaR prikazane su kao dve krajnje crvene linije koje se nalaze i na strani profita i na strani gubitka na svakoj slici.
LL@(13941) Breach is seized each time when blue line representing profit/loss, breaks through lower VaR envelope on the loss side. => Do proboja dolazi svaki put kada plava linija koja predstavlja profit/gubitak probije nižu liniju VaR na strani gubitka.
LL@(13942) Table 4: VaR breaches in the empirical analysis The number of exceptions with respect to 99% VaR ranges from 0 to 6 out of 250 observations, which is approximately close to expected number 250 · 0.01 = 2.5, imposed by confidence level. ~~~ At the 1st day and 58th day of VaR calculation, the breaches are reached in almost each multivariate GARCH VaR technique. => Tabela 4: ~~~ Proboji VaR u empirijskoj analizi Broj izuzetaka u odnosu na 99% VaR kreće se u rasponu 0 do 6 od 250 opservacija, što je blizu očekivanom broju od 250 · 0.01 = 2.5, što je na neki način određeno stepenom poverenja. 1. dana i 58. dana izračunavanja VaR, do proboja dolazi u skoro svakoj multivarijacionoj VaR tehnici GARCH.
LL@(13943) In the period ranging from 16. ~~~ December 2008 to 16. => U periodu od 16. decembra 2008. do 16.
LL@(13944) June 2009 no ex ceptions were recorded. => June 2009. nije zabeležen ni jedan izuze tak.
LL@(13945) Consequently, it can be noticed that exceptions with respect to presented VaR models occur frequently around the same dates, which raises a doubt that there could have been some external market shocks. => Stoga se može zaključiti da se izuzeci u odnosu na prikazane modele VaR učestalo javljaju oko istih datuma, što podstiče sumnju da je u tom trenutku možda bilo i nekih tržišnih šokova spolja.
LL@(13946) However, to get a better insight into the performance of the risk models, we proceed with formal statistical testing and interpretation of the obtained VaR results. => Ipak, da bismo stekli bolji uvid u performanse modela rizika, nastavljamo sa formalnim statističkim testiranjem i tumačenjem dobijenih vrednosti VaR. ~~~ Tabela 5:
LL@(13947) Table 5: VaR backtesting analysis Table 5 shows the classification of VaR models according to the Basel II three-zone approach as required by the Basel II standards. => Analiza povratnog testiranja VaR Na tabeli 5 predstavljena je klasifikacija modela VaR na osnovu pristupa Bazel II u tri zone, a koko propisuju standardi Bazel II.
LL@(13948) From the Table 5 we also see that the minimum average VaR is calculated for mCGARCHVARn method and minimum average breach magnitude for mOGARCHVaRt method. => Na tabeli 5 takođe vidimo da se minimalna prosečna VaR izračunava pomoću mCGARCHVARn, a minimalna magnituda proboja primenom metoda mOGARCHVaRt.
LL@(13949) The three out of four examined models are in green zone, but one VaR model is qualified to fall in yellow zone. => Tri od četiri ispitana modela su u zelenoj zoni, ali jedan model VaR pada u žutu zonu.
LL@(13950) This indicates that additional examination is needed in order to reveal potential the problems with their risk assessment. => Ovo pokazuje da je potrebno dodatno ispitivanje da bi se otkrili potencijalni problemi u proceni rizika.
LL@(13951) In order to test whether the occurrence of exceptions covered by VaR is in line with its confidence level and whether the losses occur independently of each other author applies Kupiec test. => Da bismo testirali da li je pojava izuzetaka koje pokriva VaR u skladu sa stepenom poverenja i da li gubici nastaju nezavisno jedan od drugoga, autor je primenio Kupiec test.
LL@(13952) The decision making rules concerning the acceptance or rejection of the null hypotheses are based on the corresponding likelihood ratio test statistics and a significance level of 5%. ~~~ In Table 5 the pvalues, shown in brackets, are the probabilities which indicate failure rates significantly different from probability of one percent, at 95% Kupiec test level. => Pravila odlučivanja u vezi sa prihvatanjem ili odbacivanjem nulte hipoteze zasnivaju se na odgovarajućoj statistici za racio verovatnoće i stepen značaja od 5%. pvrednosti na tabeli 5 koje su prikazane u zagradama predstavljaju verovatnoće koje ukazuju na stope podbačaja koje se značajno razlikuju od verovatnoće koja iznosi 1%, na nivou 95% Kupiec testa.
LL@(13953) Rejections arise if the frequency of violations produces p<0.05. => Do odbacivanja dolazi ako učestalost prekršaja daje vrednost p<0.05.
LL@(13954) According to Basel II, since VaR results have been statistically validated it should be used for determining the minimum regulatory capital against market risks. => Prema Basel II, pošto su rezultati VaR statistički vrednovani, treba ih uzeti za određivanje minimuma regulatornog kapitala potrebnog za zaštitu od tržišnih rizika.
LL@(13955) The bank must meet, on a daily basis, a market risk capital requirement expressed as the higher of: a) its previous day 10-day VaR number measured according to the specified parameters b) an average of the daily 10-day VaRs measures on each of the preceding sixty trading days multiplied by a multiplication factor (k+p). ~~~ Where k is usually set to 3, whereas p stands for potential increase in multiplication factor due to poor backtesting results9. => Banka mora, na dnevnoj bazi, da zadovolji troškove kapitala za tržišne rizike koji su veći od: a) 10-dnevne cifre VaR prethodnog dana merene pomoću specifikovanih parametara b) Proseka dnevnih 10-dnevnih VaR mera svakog od prethodnih šezdeset dana trgovanja pomnoženih multiplikator faktorom (k+p), gde je k obično na vrednosti 3, a p označava potencijalni porast multiplikator faktora usled loših rezultata povratnog testiranja9.
LL@(13956) For the capital requirements purposes square root of time rule is used to approximate 10-day VaR from the obtained 1-day VaR estimate. (45) => Za potrebe zahteva kapitala koristi se pravilo kvadratnog korena vremena da bi se približno odredila 10dnevna VaR na osnovu dobijene procene 1-dnevne VaR. (45) Tabela 6:
LL@(13957) Table 6: Capital requirements for market risk 9 For more details see Š3Ë Figure 5: Capital requirements comparison for all four methods. => Kapitalni zahtevi za tržišni rizik 9 Za više detalja videti Š3Ë Slika 5:
LL@(13958) The capital requirements time expansion is gathered on the Figure 5. => Poređenje kapitalnih zahteva Na slici 5 prikazana je vremenska ekspanzija kapitalnih zahteva.
LL@(13959) The comparison shows, that within first 60 days, there are a higher capital requirements revealed then in the period after 60th day. => Poređenje pokazuje da su u toku prvih 60 dana kapitalni zahtevi veći nego u periodu posle 60. dana.
LL@(13960) The period after 60th day indicates stable decrease in capital requirements The mCGARCHVaRt keeps its volatile nature and there are a few outliers captured around 152nd, 170th, 185th and 240th day. => Period posle 60. dana pokazuje da kapitalni zahtevi opadaju stabilnim tokom za sva četiri metoda. mCGARCHVaRt ostaje po svojoj prirodi volatilan, a ima još nekoliko izuzetnih situacija oko 152., 170., 185. i 240. dana.
LL@(13961) By inspection mCGARCHVaRn has the lowest capital requirement for market risk. => Istraživanje je pokazalo da mCGARCHVaRn ima najniže kapitalne zahteve za tržišni rizik.
LL@(13962) Its time line is stable up to the last VaR estimation day which indicates that some reasonable theoretically imposed limit on the market risk capital requirement would not be exceeded. => Njegova vremenska linija je stabilna do poslednjeg dana procene VaR što pokazuje da se neće preći neki realni teorijski nametnut limit za kapitalni zahtev za tržišni rizik.
LL@(13963) On the other hand, there is an evidence, for all four methods, of a slight upward increase of the capital requirement trend lines which would perhaps indicate commencement of another volatile period for hypothetical portfolio profits and losses. => S druge strane, sva četiri metoda pokazuju slab porast trenda kapitalnih zahteva koji možda ukazuje na početak novog perioda nestabilnosti za profite i gubitke hipotetičkoh portfelja.
LL@(13964) Conclusion Value-at-Risk model evaluation represents a crucial part of market risk management practice. => Zaključak Model procene Vrednosti-pod-Rizikom predstavlja suštinski deo upravljanja tržišnim rizikom.
LL@(13965) Its recognition and practical implementation is mainly motivated by the wide adoption of regulatory standards proposed by the Basel Committee on Banking Supervision. => Njegovo prepoznavanje i praktična primena uglavnom su motivisani usvajanjem regulatornih standarda Bazelskog komiteta za bankarski nadzor.
LL@(13966) Theoretically, risk managers have abundance of which Value-at-Risk methodology to choose but there are a plenty of peculiarities that have to be deal with during this decision making process. => Teorijski, menadžeri rizika imaju na raspolaganju ogroman broj metoda za procenu VaR, ali ima i mnogo neobičnosti o kojima treba da vode računa tokom procesa odlučivanja.
LL@(13967) For example, from the perspective which VaR measure is the most relevant, there are different criteria that have to be satisfied such as model validation, regulatory compliance and internal banks standards. => Na primer, kad raspravljamo o tome koja je mera VaR najznačajnija, imamo različite kriterijume koji se moraju zadovoljiti, kao što su validacija modela, usklađivanje sa propisima i interni standardi banke.
LL@(13968) Therefore it is necessary to test and compare VaR estimates on the actual portfolio and to indicate its validity. => Stoga je neophodno testirati i porediti procene VaR na konkretnom portfelju i ustanoviti koliko ona vredi.
LL@(13969) In Serbia, for example, there is an emphasized need for choosing the appropriate VaR model due to convergence and compliance with Basel II standards. => U Srbiji, na primer, postoji naglašena potreba da se odabere odgovarajući model VaR da bi se približilo i uskladilo sa standardima Bazela II.
LL@(13970) In this paper a set of multivariate GARCH models, which represent advanced quantitative VaR estimation techniques, is discussed, empirically evaluated and tested. ~~~ Furthermore, Normal and Students -t distributional assumptions are met and investigated within those VaR techniques. => U ovom radu razmatramo, empirijski vrednujemo i testiramo skup multivarijacionih modela GARCH koji predstavljaju napredne tehnike za kvantitativnu procenu VaR. [ta više, dovodimo u vezu pretpostavke Normalne i Students -t distribucije i ispitujemo ih u okviru ovih VaR tehnika.
LL@(13971) Finally, the whole set of methods is used and examined in order to find the most appropriate VaR models for 99% confidence level and 1 day holding period. => Konačno, primenjujemo i ispitujemo čitav jedan skup metoda da bi se našli najprimereniji modeli VaR za stepen poverenja od 99% i period držanja od 1 dan.
LL@(13972) Regulatory recommended backtesting procedures are used in order to validate the considered VaR models and to choose the most appropriate. => Postupci povratnog testiranja predviđeni propisima primenjeni su da bi se vrednovali razmatrani modeli VaR i da bi se odabrao najprimereniji.
LL@(13973) Two approaches to backtesting are followed since the validation of results has direct implications on decision making process concerning election of adequate VaR method within a bank, as well as, on the level of capital requirements for market risk. => Primenili smo dva pristupa povratnom testiranju pošto vrednovanje rezultata ima neposredne implikacije na proces odlučivanja kad se radi o izboru adekvatnog metoda VaR u banci, kao i na nivou kapitalnih troškova za tržišni rizik.
LL@(13974) Basel II three zone test has been applied as well as the Kupiec tests based on the frequency of tail losses. => Primenjeni su Bazel II test od tri zone i Kupiec test zasnovan na učestalosti gubitka na krajevima.
LL@(13975) The global objective of this paper was to determine and improve the accuracy and adequacy of risk modeling in emerging market, such Serbia is, for the practical banking purposes concerning market risk capital requirements calculations. => Globalni cilj ovog rada bio je da odredi i poboljša preciznost i valjanost modelovanja rizika na tržištima u nastajanju, kakvo je srpsko tržište, a za praktične potrebe banaka koje se odnose na izračunavanje troškova kapitala za tržišne rizike.
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LL@(13977) A Primer on the Orthogonal GARCH Model. => A Primer on the Orthogonal GARCH Model.
LL@(13978) University of Reading: ISMA Centre, The business School for Fiinancial Markets. => University of Reading: ~~~ ISMA Centre, The business School for Fiinancial Markets.
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LL@(13980) Supervisory framework for the use of Backtesting in conjunction with the Internal models approach to market risk capital requirements. => Supervisory framework for the use of Backtesting in conjunction with the Internal models approach to market risk capital requirements.
LL@(13981) Basle Committee on Banking Supervision. => Basle Committee on Banking Supervision.
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LL@(13997) Š9Ë Božović, M. (2009). => PhD thesis:
LL@(13998) PhD thesis: Risks in Commodity and Currency Markets. => Risks in Commodity and Currency Markets.
LL@(13999) Barcelona: Universitat Pampeu Fabra. => Barcelona: ~~~ Universitat Pampeu Fabra.
LL@(14000) Š10Ë Brooks, C. (2002). => Š10Ë Brooks, C. (2002).
LL@(14001) Introductory Econometrics for Finance. => Introductory Econometrics for Finance.
LL@(14002) Cambridge: Cambridge University Press. => Cambridge: ~~~ Cambridge University Press.
LL@(14003) Š11Ë Danielsson, J. (2006). => Š11Ë Danielsson, J. (2006).
LL@(14004) Risk Modelling: Leacture Notes MS. risk.lse.ac.uk/upf . => Risk Modelling: ~~~ Leacture Notes MS. risk.lse.ac.uk/upf .
LL@(14005) Š12Ë Dowd, K. (2002). => Š12Ë Dowd, K. (2002).
LL@(14006) Mearusing Market Risk. => Mearusing Market Risk.
LL@(14007) Chichester: John Wiley & Sons Ltd,. of Derivatives . => Chic hester: ~~~ John Wiley & Sons Ltd,.
LL@(14008) Š13Ë Engle, R. (2001). => Š13Ë Engle, R. (2001).
LL@(14009) GARCH (1,1): The use of Š18Ë National Bank of Serbia. => GARCH (1,1):
LL@(14010) (2008). ~~~ Decision on ARCH/GARCH models in Applied Exonometrics. => The use of ARCH/GARCH models in Applied Exonometrics.
LL@(14011) Journal of Economic Perspectives, Volume 15 , 157-168. => Journal of Economic Perspectives, Volume 15 , 157-168. Š14Ë Engle, R., & Sheppard, K. (2002).
LL@(14012) Š14Ë Engle, R., & Sheppard, K. (2002). => Theoretical Š18Ë National Bank of Serbia. (2008).
LL@(14013) Theoretical and Empirical Properties of Dynamic Conditional Correlation Multivariate GARCH. => Decision on and Empirical Properties of Dynamic Conditional Correlation Multivariate GARCH.
LL@(14014) San Diego: University of California. => San Diego: ~~~ University of California.
LL@(14015) Š15Ë Hendricks, D., & Hirtle, B. (1997). => Š15Ë Hendricks, D., & Hirtle, B. (1997).
LL@(14016) Bank Capital Requirements for Market Risk: The Internal Models Approach. => Bank Capital Requirements for Market Risk: ~~~ The Internal Models Approach.
LL@(14017) Economic Policy Review . => Economic Policy Review .
LL@(14018) Š16Ë Jorion, P. (2007). => Š16Ë Jorion, P. (2007).
LL@(14019) Value at Risk: the new benchmark for managing financial risk. => Value at Risk: the new ben chmark for managing financial risk.
LL@(14020) Third Edition. => Third Edition.
LL@(14021) New York: McGraw-Hill. => New York: ~~~ McGraw-Hill.
LL@(14022) Š17Ë Kupiec, P. (1995). => Š17Ë Kupiec, P. (1995).
LL@(14023) Techniques for Verifying the Accuracy of Risk Measurement Models. => Techniques for Verifying the Accuracy of Risk Measurement Models.
LL@(14024) Journal Risk Management by Banks. => Journal of Derivatives . ~~~ Risk Management by Banks.
LL@(14025) RS Official Gazette , No.129/2007, 63/2008 and 112/2008. ~~~ Š19Ë Silvennoinen, A., & Terasvirta, T. (2008). => RS Official Gazette , No.129/2007, 63/2008 and 112/2008. Š19Ë Silvennoinen, A., & Terasvirta, T. (2008).
LL@(14026) Multivariate GARCH models. => Multivariate GARCH models.
LL@(14027) Working Paper Series in Economics and Finance No. 669 . => Working Paper Series in Economics and Finance No. 669 .
LL@(14028) Š20Ë Simone Manganelli, R. E. (2001, August). => Š20Ë Simone Manganelli, R. E. (2001, August).
LL@(14029) Value at risk models in finance. => Value at risk models in finance.
LL@(14030) European Central Bank: Working paper no.75 . => European Central Bank: ~~~ Working paper no.75 .
LL@(14031) Š21Ë Tsay, R. (2002). => Š21Ë Tsay, R. (2002).
LL@(14032) Analysis of Financial Time Series. => Analysis of Financial Time Series.
LL@(14033) Canada: John Wiley & Sons, Inc. Š22Ë Weide, R. v. (2002). => Canada: ~~~ John Wiley & Sons, Inc. ~~~ Š22Ë Weide, R. v. (2002).
LL@(14034) GO-GARCH: A Multivariate Generalized Orthogonal GARCH Model. => GO-GARCH: A Multivariate Generalized Orthogonal GARCH Model.
LL@(14035) Journal of Applied Econometrics, Vol.17, 549-564. => Journal of Applied Econometrics, Vol. ~~~ , 549-564.
LL@(14036) Three-dimensional (3d) Contribution Matrix of Mustainability Strategy, Brand Value and Financial-market Results in Car-industry UDC: 005.51:629.33 Dženis Bajramović 1 1 Faculty of Economics, Niš,Doctoral thesis, dzenis.bajramovic¿hotmail.com XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia Financial and world economic crisis from the end of 2008 and the past 2009 had, without doubt, a very bad impact on the worlds automotive giants, with significant reduction in demand. => Trodimenzionalna (3d) matrica doprinosa strategije ekološke održivosti, vrednosti brenda i finansijsko-tržišnih rezultata u auto-industriji UDK: ~~~ 005.51:629.33 Dženis Bajramović 1 1 Ekonomski fakultet u Nišu, Doktorske studije, dzenis.bajramovic¿hotmail.com XII Internacionalni Simpozijum SymOrg 2010, 09.-12. ~~~ Jun 2010, Zlatibor, Srbija Finansijska i svetska ekonomska kriza sa kraja 2008. godine i tokom minule 2009. godine je bez dileme veoma loše uticala na svetske automobilske gigante, značajnim smanjenjem tražnje.
LL@(14037) As the crisis slowly passing, again car-industry is to the front imposed by two problems: a) re-increase movement of oil prices and b) strict legal decisions about gas emissions (or fuel consumption depending on the country). => Kako kriza polako jenjava, ponovo se u prvi plan pred auto-industriju nameću dva problema: a) ponovno uzlazno kretanje cene nafte i b) stroga zakonska rešenja oko emisije gasova (ili potrošnje goriva u zavisnosti od zemlje).
LL@(14038) The question of whether the car industry should/must invest in green technologies through greater or lesser commitment to the sustainability strategy, no longer sets, because the two mentioned problems certainly forced them, but the question is in what kind of correlation are sustainability strategy with brand value and financial-market results. => Pitanje da li auto-industrija treba/mora da ulaže u zelene tehnologije kroz veću ili manju posvećenost strategiji ekološke održivosti, više se ne postavlja, jer je dva pomenuta problema na to svakako primoravaju, već se postavlja pitanje u kakvoj je korelaciji strategija ekološke-održivosti sa vrednošću brenda i finansijsko-tržišnim rezultatima.
LL@(14039) Therefore in this work using the triple approach, while at the same time we measure the impact (contribution) of three (3) factors in the car-industry, the impact of: 1) the sustainability strategy (Z axis), 2) brand value (Y axis), 3) Financial- market results (X axis), well give a one new three-dimensional (3D) matrix. => Upravo zato u ovom radu koristeći trostruki pristup, pri čemu istovremeno merimo uticaj (doprinos) tri (3) faktora na auto-industriju i to uticaj:
LL@(14040) This new matrix using the integral and simultaneous observations of the impact of these three factors, give answers on: what kind of position can take the car manufacturers in the car-industry, what solutions are impose to them, and what are the risks. => 1) strategije ekološke održivost (Z osa); 2) vrednosti brenda (Y osa); 3) finansijsko-tržišnih rezultata (X osa), daćemo jednu novu tro-dimenzionalnu (3D) matricu.
LL@(14041) 1. ~~~ Introduction Economy and the largest companies are generally considered to be the major culprits for any social and economic problems, which has, on the other hand, directly led to the establishment of a large number of movements, campaigns, and citizens initiatives to keep these culprits under control. => Ova nova matrica, koristeći integralni i istovremeni pristup posmatranja uticaja ova tri faktora, daje odgovor na to: kakvu poziciju mogu zauzeti proizvođači u auto-industriji, koja se rešenja nameću pred njih i koji su rizici. 1. uvod Privreda i najveće kompanije se od strane većine ljudi smatraju najvećim krivcima mnogih društvenih i ekonomskih problema, što je sa druge strane direktno uticalo da se stvore pokreti i inicijative građana kako bi se krivci držali pod kontrolom.
LL@(14042) Two movements are most prominent in these activities. => Dva pokreta su najuočljivija u tom društvenom delovanju.
LL@(14043) One is consumerism (English: consumer, consumerism), the other, more important for our topic, is environmentalism (English: environment, environmentalism) which is in fact an organized campaign of citizens and government agencies oriented towards the protection and improvement of the environment. => Prvi je, konzumerizam (engl. consumer potrošač - consumerism), drugi, za ovu temu bitniji pokret je pokret za očuvanje okoline (engl. environment - okolina- environmentalism) koji u osnovi predstavlja organizovani pokret građana i vladinih agencija u svrhu zaštite i poboljšanja životne okoline.
LL@(14044) The social movement organization has had three waves or phases. => Pokret za očuvanje okoline je prošao kroz tri talasa.
LL@(14045) The first was started by the agencies and scientific centres for environment monitoring and protection. => Prvi talas su inicirale agencije i naučni centri za praćenje i očuvanje okoline.
LL@(14046) The second was conducted by governmental agencies and states by adopting laws and regulations to force companies to be more committed to environmental protection. => Drugi talas su sprovele vladine agencije i države donošenjem zakonskih propisa i taksi, kojima su se kompanije primoravale da posvećuju više pažnje zaštiti okoline.
LL@(14047) Since environmental protection is increasingly becoming a subject of both academic analyses and practice, the sustainable development has in numerous economic sectors become a sine qua non of further economic development. => Kako je zaštita životne sredine bila sve više predmet kako teorijsko-naučnih razmatranja tako i prakse, u brojnim privrednim sektorima, održivi razvoj se sve više nametao kao neophodan uslov daljeg privrednog razvoja.
LL@(14048) The notion of sustainable development was first mentioned at the UN meeting held in Rio de Janeiro in 1992; however, it was interpreteted in a way that the sustainable development can by no means hinder the economic growth. ~~~ Rather, it is to be its inte gral part, and the balance between the two should be possible and unavoidable. => Na sednici UN-a održanoj 1992. godine u Rio de Jeneiru prvi put je upotrebljen pojam održivog razvoja ali je protumačeno da održivi razvoj ne sme biti kočnica ekonomskom razvoju već mora biti njegov integralni deo i da je ravnoteža između njih moguća i nužna.
LL@(14049) Š1Ë It was then that the two waves joined into one new the third wave, called ecological sustainability. => 
LL@(14050) A number of companies then realised that they should lead in the environmental improvement by more cautious and more positive activities, rather than oppose the regulations and legislation. => Š1Ë dan broj kompanija shvatio da umesto što se protive regulacijama i zakonskim rešenjima, one trebaju pre svih da utiču na okruženje boljim i obazrivijim postupanjem.
LL@(14051) On the micro level, the reputation and corporate responsibility are the factors that usually impact the companys business and the consumers behaviour. => Na mikro nivou reputacija i korporativna odgovornost često utiču na poslovanje kompanije i ponašanje potrošača.
LL@(14052) On the basis of the research conducted in North America in 2001, Peter Drucker maintains that 42 percent of interviewed customers claimed that they punished socially irresponsible companies by not buying their products. => Piter Drucker na osnovu istraživanja koje je rađeno 2001. godine u Severnoj Americi, ističe da je 42% ispitanih potrošača odgovorilo da su kažnjavali društveno neodgovorne kompanije tako što nisu kupovali njihove proizvode.
LL@(14053) Š2Ë In the modern circumstances, the era of passive consumers has long gone, and they assume more and more power. => Š2Ë U savremenom okruženju era pasivnih potrošača je po svemu sudeći prošlost a potrošači dobijaju sve veću moć.
LL@(14054) The response to this is the rise of the concept of a holistic marketing, to replace the traditional marketing approach. => Kao odgovor na to nastaje koncept holističkog marketinga, kao zamena tradicionalnom marketing pristupu.
LL@(14055) The concept of holistic marketing recognizes the everything matters conception and consists of four (4) integral parts: 1) relationship marketing that includes the creation of long-term relationships with clients and all other factors in the marketing chain; 2) integrated marketing, consisting of connecting marketing activities with all other activities for the purpose of creating an ultimate value for the customer; 3) internal marketing, demanding that marketing principles be adopted by all the employees, and especially by the manager; 4) socially responsible marketing, an integrated approach in simultaneously meeting economic, ethical, moral, and ecological principles, in order to satisfy the consumers as social beings. => Koncept holističkog marketinga prepoznaje koncepciju sve je važno i sastoji se od četiri (4) neotuđiva dela: ~~~ 1) marketinga odnosa, koji se sastoji od stvaranja dugotrajnijih odnosa sa klijentima i svima u lancu marketinga, 2) integrisanog marketinga, koji se sastoji od procesa povezivanja marketing aktivnosti sa svim ostalim aktivnostima u cilju stvaranja superiorne vrednosti za potrošača, 3) internog marketinga, koji nameće nužnost da principi marketinga budu prihvaćeni od strane svih zaposlenih a posebno menadžera, 4) društveno odgovornog marketinga, koji se sastoji od integrisanog pristupa u istovremenom zadovoljenju ekonomskih, etičkih, moralnih i ekoloških principa, kako bi se obavila satisfakcija potrošača kao društvenog bića. ~~~ Š3Ë Upravo su se tada prva dva talasa spojila u jedan novi treći talas, pod nazivom ekološka održivost.
LL@(14056) Š3Ë This concept requires managers to rethink the role they play or could play and to realize that the socially responsible business practice is becoming a source of competitive advantage. => Tada je je Ovaj koncept zahteva od menadžera da razmisle o ulozi koju imaju ili koju bi mogli da imaju i da shvate da društveno odgovorna poslovna praksa postaje izvor konkurentske prednosti.
LL@(14057) Š4Ë The aim is that the organization should obtain a status of a good citizen and devise a strategy which protects environment and simultaneously brings profit to the organization. => Š4Ë Cilj je da organizacija dobije status dobrog građanina i smisli strategiju koja istovremeno čuva okolinu ali i donosi profit organizaciji.
LL@(14058) It is for this reason that the ecological sustainability concept, as the third wave in customer protection, is an integral part of holistic marketing. => Zato je koncept ekološke održivosti, kao treći talas u zaštiti potrošača, sastavni deo holističkog marketinga.
LL@(14059) The major problem of inconsistency in the holistic marketing implementation, primarily in the area of socially responsible marketing, lies in a potential collision between economic and social goals, as these activities are rarely adjusted to the organizational strategic goals. => Glavni problem nedoslednosti u primeni holističkog marketinga, pre svega u domenu društveno odgovornog marketinga, leži u potencijalnoj koliziji ekonomskih i društvenih ciljeva iz razloga jer ove aktivnosti često nisu usaglašene sa strategijskim ciljevima preduzeća.
LL@(14060) Observed from the aspect of the two methodological approaches, the neoclassical (neoliberal) and interventionist, the problem of impact upon environment assumes an interesting dimesion. => Posmatrano kroz prizmu dva metodološka pravca, neoklasičnog (neoliberalnog) i intervencionističkog, problem uticaja na životnu okolinu poprima zanimljivu dimenziju.
LL@(14061) Every entrepreneural decision that includes financial expenses and incomes into its calculations inevitably takes into account the undesirable effect which is not part of these calculations, but refers to the third party. => Svaka preduzetnička odluka koja uključuje u obračun finansijske troškove i prihode u obzir takođe uzima neželjeni efekat koji nije deo tih kalkulacija a koji se tiče treće strane.
LL@(14062) Thus the building of factories causes damages to the environment and the population ... => Tako izgradnja fabrika, nanosi štetu životnoj sredini i stanovništvu ...
LL@(14063) The impact of new railways or highways that makes all companies close to them profitable, can be classified as positive external effects. => Uticaj novih pruga ili autoputeva koji čini profitabilnim sva preduzeća koja jesu u njihovoj blizini, se mogu klasifikovati kao pozitivni eksterni odnosi.
LL@(14064) The negative impacts of market economy, however, prove to be dangerous especially for the so-called no-mans-land, that is, the situation when there is nobody who could submit a claim for damage compensation. => I pored toga, negativne posledice tržišne ekonomije pokazuju da su najopasniji posebno za tzv. ničiju zemlju, odnosno kada nema nikog ko bi mogao da podnese zahtev za naknadu štete.
LL@(14065) The mass impacts of spontaneous industrialization upon the environment, upon ecological balance, and, finally, upon mans biological stability and adaptability have gradually grown into global issues, the most difficult the mankind has encountered so far. => Masovni uticaji spontane industrijalizacije na životnu sredinu, na ekološku ravnotežu i konačno na biološku stabilnost i prilagodljivost čoveka lično, postepeno su postali globalni problemi, najteži za rešavanje sa kojima se suočava čovečanstvo.
LL@(14066) These issues call for organized interventions in the spontaneous market process. => Ovi problemi zahtevaju organizovane intervencije u spontanom tržišnom procesu.
LL@(14067) But then, is it always possible to differentiate between the market and non-market side effects, concerning their impact upon the environment and upon man himself? => Ali da li je uvek moguće praviti jasnu razliku između tržišnih i ne-tržišnih sporednih efekata, u odnosu na njihov uticaj na životnu sredinu i na čoveka?
LL@(14068) It has gradually become clear that even the most carefully planned campaigns may end into a negative effect. => Postepeno je postalo jasno da čak i sasvim brižljivo planirane akcije mogu na kraju imati neposredni negativan uticaj.
LL@(14069) The problem of monitoring and regulating external effects of human activities on Earth has, therefore, assumed both the national and the global character, which the market cannot solve by itself. => Dakle, problem praćenja i regulisanja spoljnih uticaja ljudskih aktivnosti na Zemlji je dobio nacionalni i globalni karakter, koje tržište samo po sebi ne može da reši.
LL@(14070) Š5Ë One of the major weaknesses and most frequent criticism of a neoclassical or neoliberal approach in which the market can use the demand and offer leverage to regulate absolutely everything, therefore, refers to the companies not being in a position to autonomously and willingly undertake steps towards solving social problems, and especially to reducing pollution. => Š5Ë Dakle, jedan od glavnih nedostataka i najčešćih kritika neoklasičnog, odnosno neoliberalnog viđenja, u kome tržište pomoću poluga tražnje i ponude može apsolutno sve da samoreguliše, tiče se nemogućnosti da kompanije samostalno i svojevoljno preduzmu korake ka rešavanju društvenih problema a posebno da smanje zagađenje.
LL@(14071) Hence an increasing tendency towards interventionism, that is, towards adopting a set of strict legal provisions by which the corporations, both global and local ones, are forced to recognize the importance of sustainable development. => Stoga se mnogo više stremi ka intervencionizmu, odnosno donošenju seta strogih zakonskih rešenja kojima se korporacije, bilo globalne ili lokalne, primora vaju da shvate značaj održivog razvoja.
LL@(14072) One industry that is the first to be affected by such provisions is certainly the automobile industry. ~~~ 2. => Jedna od industrija koja je na prvom udaru ovakvih zakonskih rešenja je sigurno automobilska industrija. 2.
LL@(14073) Impact of legal provisions and oil market upon automobile industry Stricter legal provisions related to car exhausts, i.e., gases emissions are predominantly characteristic of the European Union, however, similar measures have been undertaken by the government of the American state of California, which has in turn resulted into higher prices of products, i.e., cars. => Uticaj zakonskih propisa i tržišta nafte na automobilsku industriju Pooštravanje zakonskih propisa u vezi sa izduvnim gasovima, odnosno emisijom gasova je najkarakterističnije za Evropsku Uniju, mada su slične aktivnosti preduzimale i vlasti američke države Kalifornije, što je naravno dovelo do poskupljenja proizvoda, odnosno automobila.
LL@(14074) Š6Ë Thus on 12th December, 2008 the European Parliament adopted a climate and energy package of six items, one item being that the CO2 emissions from individual cars be reduced to 130 g/km by 2015. ~~~ The procedure was planned to be gradual, which means that by 2012, the manufacturers should be limited to 65% of the planned maximum emission in 2015. => Š6Ë Tako je Evropski parlament 12. decembra 2008. godine usvojio set klimatskih i energetskih mera od šest tačaka, jedna tačka je bila da se do 2015. godine smanji emisija CO2 iz putničkih automobila na 130 g/km, stim da se krene postepenim pristupom koji bi značio da do 2012. godine proizvođači budu ograničeni sa 65% od planirane maksimalne emisije u 2015. godini.
LL@(14075) It is important to note that 559 members of parliament voted in favour of the proposition, 98 were against and 60 abstained from voting. => Bitno je napomenuti da je 559 parlamentaraca glasalo za, njih 98 protiv i 60 ih je bilo uzdržano.
LL@(14076) The same document proposed that the maximum limit of CO2 emission be 95 g/km by 2020, which will be subject of further debate in 2013. => Istim dokumentom je predloženo da granica maksimalne emisije CO2 bude 95 g/km 2020. godine, što će biti predmet daljih rasprava tokom 2013. godine.
LL@(14077) Š7Ë How strict the emission limit to 130 g/km is can be understood on the basis of the statistical data for the previous years that show that a large majority of cars emitted more than 180 g/km, and even more than 300 g/km. => Š7Ë Koliko je veliko ograničenje emisije na 130 g/km, može da se zaključi ukoliko se pogledaju statistički podaci iz ranijih godina, koji nam ukazuju da je veliki broj automobila imao emisiju od preko 180 g/km pa do čak i više od 300 g/km.
LL@(14078) The reasons for such a strict legislature can be found in the demands that a better environmental protection be ensured, but also in the endeavours that the EU dependence on the petroleum market be reduced and a better energy efficiency be achieved. ~~~ Figure 1. => Razlozi za ovako strogu zakonsku regulativu se mogu naći i u zahtevima da se obezbedi veće očuvanje životne okoline ali i u nastojanju da se smanji velika zavisnost EU od tržišta nafte i omogući bolja energetska efikasnost. 16,86 20,29 18,68 12,28 17,48 27,60 23,12 24,36 28,10 36,05 50,64 61,08 69,08 94,45 26-12 35,71 61,06 73,82 Slika 1.
LL@(14079) Oil prices in US dollars per barrel, prior and during (after) the financial crisis Š8Ë It is evident that the normalization of the economic crisis effects results in the rise of oil price. => Kretanje cene nafte u US dolarima po barelu, pre i tokom (nakon) finansijske krize Š8Ë Može se uočiti da sa normalizacijom efekata ekonomske krize ponovo dolazi do rasta cene nafte.
LL@(14080) Such a trend certainly worries the automobile industry giants, and sooner or later they will be forced to search for new alternatives. => Ovakav trend kretanja cene nafte svakako zabrinjava automobilske gigante i hteli oni to ili ne svakako će pre ili kasnije morati da se upuste u potragu za novim alternativama.
LL@(14081) In order that the automobile industry should keep up with strict legal requirements and constraints, but also be less dependent on oil prices, it is necessary that we think ahead and allocate ample budgers to RI (resource investigations) in the process. => Da bi auto-industrija održavala korak sa strogim zakonskim zahtevima i ograničenjima, ali i da bi smanjila zavisnost od cene nafte, neophodno je da razmišlja unapred i u tom procesu izdvoji značajna sredstva za IR.
LL@(14082) If the green technologies were taken as a factor of the companys positioning in the branch, the manufacturers could be classed as: 1. => Ako bi se zelene tehnologije uzele kao faktor za pozicioniranje preduzeća u grani onda bi se proizvođači mogli podeliti na: ~~~ 1.
LL@(14083) Sustainable leaders those who are the first to invest into new technologies, who work out new solutions and who spend large sums of money for that purpose. => Ekološki održive lidere oni koji su prvi po ulaganju u nove tehnologije, koji daju nova rešenja, i u tom poduhvatu troše ogromne svote novca. ~~~ Kao što su proizvođači:
LL@(14084) Such are BMW, GM, Toyota. => BMW, GM, Toyota.
LL@(14085) 2. => 2.
LL@(14086) Sustainable challengers those manufacturers who are not the leaders in investing into new technologies, who do not come up with new solutions, but copy successfully implemented and adopted solutions, striving not to let the competition gain too big and unattainable a competitive advantage, such as Daimler, i.e., its brand, Mercedes. => Ekološki održive izazivače oni proizvođači koji nisu prvi po ulaganju u nove tehnologije, koji ne daju nova rešenja već kopiraju uspešno implementirana i prihvaćena rešenja, nastojeći time da ne dozvole konkurentima da steknu preveliku i nedostižnu konkurentsku prednost, poput: ~~~ Daimlera, odnosno njegovog brenda Mercedes.
LL@(14087) 3. => 3.
LL@(14088) Sustainable followers those manufacturers who are not the leaders in investing into new technologies, who do not come up with new solutions, but copy successfully implemented and adopted solutions, in an attempt to satisfy only certain standards, such as Honda. => Ekološki održive pratioce oni proizvođači koji nisu prvi po ulaganju u nove tehnologije, koji ne daju nova rešenja već kopiraju uspešno implementirana i prihvaćena rešenja, nastojeći time samo da zadovolje određene standarde, poput: ~~~ Honde.
LL@(14089) 4. => 4.
LL@(14090) Sustainable niche suppliers those manufacturers who are not the leaders in investing into new technologies, who do not work out new solutions, but copy successfully implemented and adopted solutions, in an attempt to enrich only some segments of their offer with technical and technology solutions in order that they should be competitive in a niche segment, such as a B segment of small city cars, for example Fiat. => Ekološki održive nišere oni proizvođači koji nisu prvi u ulaganju u nove tehnologije, koji ne daju nova rešenja već kopiraju uspešno implementirana i prihvaćena rešenja, nastojeći da samo određene segmente svoje ponude obogate takvim tehničko-tehnološkim rešenjima kako bi bili konkurentni na užem segmentu poput B segmenta malih gradskih automobila, što čini npr. Fiat.
LL@(14091) 5. => 5.
LL@(14092) Potentially sustainable competitors Š9Ë the manufacturers such as Volkswagen who meet only the legal provisions regarding the CO2 emissions, but do not plan any significant investments into RI, nor any green solutions. => Potencijalne ekološki održive konkurente Š9Ë proizvođači poput VolksWagena koji zadovoljavaju samo zakonske uslove oko emisije CO2 a ne planiraju neka značajnija ulaganja u IR ili neka zelena rešenja.
LL@(14093) Thus, for example, according to the chairman of the Volkswagen group Martin Winterkorn, who gave a statement at the most prestigeous Geneva Motor Show in 2009, the company would launch their first electric car in the next decade. => Tako npr. prema izjavi predsednika cele grupacije VolksWagena Martina Vinterkorna, datoj na najprestižnijem Evropskom sajmu automobila u @enevi 2009. godine, vrlo neodređeno je rečeno da će npr. prvo električno vozilo njegove kompanije biti lansirano iduće decenije.
LL@(14094) He explained that the announcement of a new technology never means the readiness to immediately place such a solution on the market. => Pojasnio je da najava nove tehnologije nikada ne znači i spremnost da se s takvim rešenjem odmah pojavite i na tržištu.
LL@(14095) He maintains that there is still a long journey to make towards a safe vehicle in the electric class of cars, hence one should not rush with announcements. => On smatra da je relativno dug put do stvaranja sigurnog vozila iz električne klase automobila, pa da u tom smislu ne bi trebalo žuriti ni sa najavama.
LL@(14096) On this occasion Winterkorn explained that Volkswagen was searching for the best, not the fastest solution. => Tom prilikom Vinterkorn je precizirao da se u VolksWagenu traži najbolje, a ne najbrže rešenje.
LL@(14097) The extent to which the ecological sustainability strategy is implemented is increasingly becoming an instrument for ranking and tracking corporations. => Stepen primene strategije ekološke održivosti (sustainability strategy) je sve više instrument za rangiranje i praćenje korporacija.
LL@(14098) Thus the corporations are increasingly ranked according to the indicators of their social responsibility. ~~~ 3. => Tako se sve više vrši upoređivanje korporacija na osnovu pokazatelja koliko su korporacije društveno odgovorne. 3.
LL@(14099) Sustainability strategy contribution to business As the world indices also show modern demands for a desirable corporate behaviour, the Dow Jones Sustainability Index (DJSI) was established in 2000, by Dow Jones, Stoxx and SAM, mutually. => Doprinos strategije ekološke održivosti na poslovanje Kako svetski indeksi takođe prate savremene zahteve za poželjnim ponašanjem korporacija, 2000. godine je formiran Dow Jones Sustainability Index (DJSI), u saradnji Dow Jones-a, Stoxx-a i SAM-a.
LL@(14100) This is the index showing the willingness of a corporation to implement the sustainability concept and compare it to the corporations from the same branch. => U pitanju je indeks koji pokazuje spremnost određene korporacije da primeni koncept ekološke održivosti i pri tom ih isti upoređuje sa korporacijama iz iste branše.
LL@(14101) Thus the peak of the BMW holistic approach to strategic marketing with an ultimate compliance with the set ecological sustainability strategy came in the period after the year 2005. => Tako je kruna BMW-ovog holističkog pristupa strateškom marketingu uz apsolutno uvažavanje postavljene strategije ekološke održivosti došla u periodu nakon 2005. godine.
LL@(14102) According to the World DJSI index, BMW was an absolute leader from 2005, until 2008, which can be seen in Table 1. => BMW je kao proizvođač od 2005. godine do 2008. godine apsolutno prvi prema Svetskom DJSI indeksu, što se može videti iz tabele 1.
LL@(14103) Table 1. ~~~ Positions of car manufacturers according to DJSI index from 2002 to 2009 Š10Ë Toyota Mercedes Benz BMW Honda Ford Volkswagen Audi Hyundai Porsche Ferrari Lexus Nissan Table 2. ~~~ Brand positioning of car manufacturers as regards 100 best known brands in the world in the 2001-2009 period, according to InterBrand. => Mesto po DJSI indexu za Svet VolksWagen / / / / / / / Toyota BMW Ford VolksWagen DaimlerChrysler / / / Toyota BMW BMW BMW BMW VolksWagen DaimlerChrysler DaimlerChrysler DaimlerChrysler DaimlerChrysler BMW Ford Renault / / / Ford Toyota / / / / Ford Renault Toyota / / / Ford Renault Toyota VolksWagen / / Ford Nissan Renault Toyota VolksWagen BMW Daimler Fiat Ford Nissan Renault Toyota / VolksWagen Tabela 1:
LL@(14104) Š11Ë It is evident that the DJSI index gains in importance and includes more and more manufacturers in all segments. => Pozicije proizvođača automobila prema DJSI indeksu od 2002 do 2009. godine Š10Ë Jasno se može uočiti da DJSI indeks sve više dobija na značaju, te da obuhvata sve više i više proizvođača po svim segmentima.
LL@(14105) It is also clear that some manufacturers depart from the sustainability concept, at least as far as large and pioneer investmants are concerned; for example, Volkswagen was the leader by this index in 2002, but at the bottom of the list in the past three years. => Takođe se može uočiti da pojedini proizvođači odustaju od koncepta ekološke održivosti barem što se tiče većih i pionirskih ulaganja, poput VolksWagena koji je 2002. godine bio vodeći po ovom indeksu a poslednje 3 godine zadnji.
LL@(14106) The question is, however, how does the sustainability strategy affect the brand value? => Međutim, može se postaviti pitanje kako strategija ekološke održivosti utiče na vrednost brenda?.
LL@(14107) We can prove that there is a direct implication of the sustainability strategy and a holistic marketing concept upon the brand position if we visit the web sites of the associations engaged in measuring and assessing the brand positions on the global market. => Da postoji direktna implikacija strategije ekološke održivosti i koncepta holističkog marketinga na poziciju brenda (marke), možemo dokazati ako posetimo sajtove udruženja, koji se bave merenjem i vrednovanjem pozicije brenda (marke) na globalnom tržištu.
LL@(14108) Table 2 shows the trend in the brand positioning of the car manufacturers in the 2001 to 2009 period as regards 100 best brands in the observed years, and on the basis of the InterBrand data. => Na slici 2. prikazan je trend pozioniranosti marki proizvođača automobila u periodu od 2001 do 2009. godine u odnosu na 100 najboljih brendova u posmatranim godinama, na osnovu podataka InterBrand-a.
LL@(14109) The methodology used by this consulting house consists of the comparison between a) corporate earnings; b) income the brand itself earns; and c) the strength of the brand position, to obtain the brand value in the end. => Toyota Mercedes Benz BMW Honda Ford Volkswagen Audi Hyundai Porsche Ferrari Lexus Nissan Tabela 2: ~~~ Pozicioniranost brendova auto proizvođača u odnosu na 100 najpoznatijih brendova u svetu prema InterBrand-u, u periodu od 2001 do 2009.godine Š11Ë Metodologija koju koristi ova konsultantska kuća sastoji se od međusobnog upoređivanja: a) korporativne zarade, b) zarade koju brend (marka) ostvaruje samostalno i c) snage pozicije brenda (marke), da bi se na kraju na osnovu pomenute metodologije dobila vrednost marke.
LL@(14110) Due to the holistic marketing concept and the sustainability strategy, BMW managed to come from the 20th position on the list in 2001 to the 13th position in 2007 and 2008, to finish in 2009 as the 15th on the list. => BMW je zahvaljujući konceptu holističkog marketinga i strategiji ekonomske održivosti uspeo da sa 20 mesta 2001. godine dođe na 13 mesto 2007 i 2008. godine, da bi 2009. godinu završio na 15 mestu.
LL@(14111) The InterBrand explains the BMW positioning in 2008 as follows: BMW responded to an increased demand by cleaner cars which are less expensive to drive, by investing into the workshops which are more efficient in (saving) expenses, such as the Efficient Dynamics system ... => InterBrand na sledeći način objašnjava pozicioniranost BMW-a 2008. godine: ~~~ BMW je reagovao na povećanu tražnju za čistijim automobilima koji su jeftiniji za vožnju, investiranjem u pogone koji su po potrošnji efikasniji kao što je sistem Efficient Dynamics...
LL@(14112) The brand stresses the efficiency as a future, with a promise that the satisfaction in driving will not be endangered .... => Brend ističe efikasnost kao budućnost, sa naznakom da zadovoljstvo neće biti ugroženo....
LL@(14113) The BMW position, the fall from the 13th to the 15th position among the 100 best brands is explained in the following way: BMW remains relatively healthy, although its income has fallen by about 5% ... => Pozicija BMW-a, pad sa 13 na 15 mesto u odnosu na 100 najboljih brendova (marki) za 2009. godinu se objašnjava na sledeći način: ~~~ BMW ostaje relativno zdrav iako se prihod smanjio za oko 5%...
LL@(14114) The Bavarian manufacturer continues the strategy of developing highly efficient cars that promise satisfaction in driving and supplies the niches with innovative vehicles, such as a large SUV vehicle X6 ... => Bavarski proizvođač nastavlja sa strategijom da razvija visoko efikasne automobile koji obećavaju zadovoljstvo u vožnji, i popunjava niše sa inovativnim vozilima poput velikog SUV vozila X6...
LL@(14115) Their innovative Efficient Dynamics concept that includes the equipment such as the Brake Energy Regeneration or the High Precision Injection proved to be an impetus to a rise in sales to more than 1,000,000 vehicles worldwide. => Njihov inovativni koncept Efficient Dynamics-a, koji uključuje dodatnu opremu poput Brake Energy Regeneration (regeneracija energije kočenja) ili High Precision Injection, ispostavio se da je bio podstrek podizanju prodaje sa više od 1.000.000 prodatih vozila širom sveta.
LL@(14116) With their Connected Drive concept, BMW introduced another future innovation, by turning the automobile into a mobile communication platform in order to increase safety, comfort and service quality. => Sa njihovim konceptom Connected Drive, BMW je uveo još jednu buduću inovaciju, pretvaranjem automobila u mobilnu komunikacionu platformu kako bi povećali bezbednost, udobnost i kvalitet usluge.
LL@(14117) A large number of visits to the BMW newly-built temple Welt (motor show) shows that BMW continues to impress their customers. => Veliki broj poseta BMW-ovom novo podignutom hramu Welt (salon automobila) ukazuje da BMW nastavlja da oduševljava svoje kupce.
LL@(14118) According to InterBrand, Mercedes has not drastically lost its position either, falling from the 11th position in 2008 to the 12th position in 2009, although Daimler suffered a loss of ¡2.6 billion in 2009, while they ended the year 2008 with a profit of ¡1.4 billion. => Može se primetiti da po Interbrand-u ni Mercedes nije izgubio drastično svoju poziciju, sa 11 mesta u 2008. godini, pao je na 12 mesto u 2009. godini, iako je u 2009. godini Daimler ostvario gubitak od 2.6 milijarde ¡, dok je 2008. godinu završio sa dobitkom od 1.4 milijarde ¡.
LL@(14119) Š12Ë On the other hand, Volkswagen is an example of a manufacturer who did not want to invest large amounts into the RI and the sustainability concept, so in Figure 2 we can see that they fell from the 35th position in 2001 to the 55th position in 2009. => Š12Ë Sa druge strane VolksWagen je primer proizvođača koji nije želeo da ulaže značajnije svote u IR i koncept ekološke održivosti i na slici 2. možemo uočiti da je sa 35 mesta u 2001. godini pao na 55 mesto u 2009. godi ni.
LL@(14120) It is, however, worth mentioning that Volkswahens brand Audi moved from the 81st position in 2008 to the 65th position in 2009, without investing significantly into RI nor into sustainability concept. ~~~ This is only a short-term affair, though, and the trend will continue until the moment when stricter laws have been enacted, and, on the other hand, as we have already stated, this brand will, as a member of a prospectively sustainable competitor, certainly just adopt the technical solutions of their competition and surpass any complications. => Ipak treba pomenuti da je VolksWagen-ov brend Audi, ipak ostvario pomak sa 81 mesta u 2004. godini na 65 mesto u 2009. godini bez tih većih ulaganja u IR i koncept ekološke održivosti, međutim sigurno je da je to kratkoročno, odnosno da će se takav trend nastaviti do momenta kada će zaživeti strožiji zakoni, sdruge strane kao što smo već istakli sigurno je da će do tada ovaj brend kao pripadnik potencijalno ekološki održivog konkurenta, prosto usvojiti tehnička rešenja svojih konkurenata i prevazići komplikacije.
LL@(14121) The example of Honda, described as a sustainable follower, is also interesting. => Zanimljiv je i primer Honde, koju smo definisali kao ekološki održivog pratioca.
LL@(14122) Due to mainly the sustainability concept, this manufacturer managed to jump from the 20th position in 2008 to the 18th position in 2009. ~~~ All the above-mentioned leads to a conclusion that there is a direct implication of the sustainability strategy and the holistic marketing upon the brand (trade mark) position on a global level, on the example of BMW at least. => Ovaj proizvođač je najviše zahvaljujući konceptu ekološke održivosti uspeo da ostvari skok sa 20 mesta u 2008. godini na 18 mesto u 2009. godini Iz svega navedenog možemo zaključiti da postoji direktna implikacija strategije ekološke održivosti i holističkog marketinga na poziciju brenda (marke) na globalnom nivou posmatrajući pre svega BMW.
LL@(14123) Despite the fact that InterBrand assigns highest rates and starts from the financial results, and then computes the brand value, in case of Mercedes, i.e., Daimple and its loss in 2009, this brand did not lose much in its positioning among the 100 most valuable brands, thanks to the sustainability concept. => Čak iako InterBrand najviše vrednuje i polazi od finansijskih rezultata, a potom dobija vrednost marke, u slučaju Mercedesa, odnosno Daimlera i njegovog gubitka u 2009. godini, zahvaljujući takođe konceptu ekološke održivosti ovaj brend nije značajno izgubio na pozicioniranosti u odnosu na 100 najvrednijih brendova.
LL@(14124) On the contrary, Volkswagen, a manugacturer that does not pay much attention to this concept, experienced a serious fall in the last nine years (Table 2). => Sa druge strane VolksWagen kao proizvođač koji slabu pažnju posvećuje konceptu ekološke održivosti za poslednjih 9. godina doživeo je veliki pad na tabeli 2.
LL@(14125) On the other hand, disrespect of the sustainability strategy may cause serious problems to the corporation (brand), both in the field of demand and in the field of returns on investments for the owners. => Sa druge strane, ne primena strategije ekološke održivosti, može dovesti korporaciju (brend) u ozbiljne probleme, i u smislu tražnje za istim ali i u pogledu povraćaja ulaganja za vlasnike kroz finansijske rezultate.
LL@(14126) Thus General Motors (GM) announced in 2010 that they were discontinuing the production of their brand Hummer, after the negotiations on the $150 million worth takeover by the Chinese manufacturer Sichuan Tnegzhong had failed. => Tako je General Motors (GM), u toku 2010. godine objavio da ukida brend Hummer, nakon što su propali razgovori oko preuzimanja istog brenda od strane kineskog proizvođača Sichuan Tengzhong, za 150 miliona US dolara.
LL@(14127) The reason the Chinese manufacturer did not acquire Hummer are most intriguing. => Najzanimljivije je objasniti razlog odustajanja kineskog proizvođača od kupovine Hummera.
LL@(14128) Namely, the government of the Peoples Republic of China stopped the negotiations with the explanation that the brand (Hummer) and its products consume enormous quantities of fuel (about 30 litres) at the moment the government promotes a higher energy efficiency policy and the reductions of emissions. => Naime, vlada Narodne Republike Kine je stopirala pomenuti dogovor upravo sa obrazloženjem da brend Hummer i njegovi proizvodi troše ogromne količine goriva (oko 30 litara), u periodu kada se vlada zalaže za bolju energetsku efikasnost i smanjenje emisije.
LL@(14129) The sustainability concept is being gradually introduced by the manufacturers who want to comply to the future laws regulating the gas emissions, even in situations when this procedure is opposite to their major competitive advantage (performances) that used to be essential in their positioning on the market. => Koncept ekološke održivosti postepeno uvode i proizvođači kako bi se prilagodili budućim zakonskim propisima oko emisije gasova, čak i u situacijama kada se isti postupak kosi sa njihovom glavnom konkurentskom prednošću (performansama) koju isti imaju i koje su do sada bile ključ za njihovo uspešno pozicioniranje na tržištu.
LL@(14130) A most characteristic example is Ferrari, who introduced its first electrically driven product at the Geneva Motor Show, and also changed their brand red colour into green for this model, so that the colour itself indicated that this is an eco model. ~~~ 4. => Najkarakterističniji primer je Fer rari, koju je na sajmu u @enevi 2010 predstavio prvi svoj proizvod sa elektro pogonom, pri čemu je Ferrari izmenio i svoju karakterističnu zaštitnu crvenu boju u zelenu za ovaj model, nagoveštavajući i samom bojom da je u pitanju eko model. 4.
LL@(14131) Three-dimensional (3d) matrix On the basis of all the above stated on the example of the automobile industry we can conclude that it is wrong or at least superficial to measure the contribution of the sustainability strategy by comparing it exclusively with the brand (trade mark) value or the financial and market results. => Trodimenzionalna (3d) matrica Iz svega objašnjenog u predhodnim delovima rada na primeru auto industrije, možemo dati ocenu da je pogrešno ili barem površno meriti doprinos strategije ekološke održivost stavljanjem u odnos isključivo sa vrednošću brenda (marke) ili stavljanjem u odnos isključivo sa finansijskim i tržišnim rezultatima.
LL@(14132) It is for this reason that we need a triple approach which will simultaneously measure the impact (contribution) of three (3) factors upon the company, namely: 1) the sustainability strategy (Z axis); 2) the brand value (Y axis); and 3) the financial and market results (X axis). => Upravo zato potreban je trostruki pristup, u kome će se istovremeno meriti uticaj (doprinos) tri (3) faktora na kompaniju i to uticaj: ~~~ 1) strategije ekološke održivosti (Z osa); 2) vrednosti brenda (Y osa); 3) finansijsko-tržišnih rezultata (X osa).
LL@(14133) Such an integral simultaneous approach to the observations of the impacts of these three factors upon the company is presented in Figure 2, on the example of the business and opportunities the automobile industry encounters. => Takav integralni i istovremeni pristup posmatranja uticaja ova tri faktora na kompaniju, prikazan je na slici 2, na primeru poslovanja i mogućnosti koje se nameću pred auto-industriju.
LL@(14134) Figure 2. => Slika 2:
LL@(14135) Three-dimenzional (3D) matrix of the sustain ability strategy, brand value and financial and market contributions to the company In the presented matrix of the interrelations of the three mentioned factors and the possible two conditions of each of them, 8 factual positions (cubes) can be identified in which the company may find itself. => Trodimenzionalna (3D) matrica doprinosa strategije ekološke održivosti, vrednosti brenda i finansijsko tržišnih rezultata na kompaniju Na prikazanoj matrici međusobnih uticaja pomenuta tri faktora i moguća dva stanja svakog od njih, mogu se izdvojiti 8 faktičkih stanja (kocki) u kojima se kompanija može naći.
LL@(14136) Each cube presents a strategic position of a condition. => Svaka kocka predstavlja strategijsku poziciju istog.
LL@(14137) Each of these eight (8) conditions will be explained in detail in this paper. => Svaku od tih osam (8) stanja ćemo pojedinačno obrazložiti.
LL@(14138) Cube 1: Represents the first strategic position which is extremely unfavourable and is not sustainable in a long term. => Kocka broj 1: ~~~ Predstavlja prvu strategijsku poziciju koja je krajnje nepovoljna i neodrživa na dugi rok.
LL@(14139) This is possible only in case the company is under the umbrella of the state protectionism and is thus given a monopoly position on the market, so it does not fear either competition or the possibility that the legal reglations may be made stricter. => Ovo je moguće jedino u slučaju kada se kompanija nalazi pod plaštom državnog protekcionizma, koji joj omogućava gotovo monopolsku poziciju na tržištu, pa se kompanija ne plaši ni konkurencije niti mogućnosti pooštravanja zakonskih propisa.
LL@(14140) The examples are the manufacturers on the Russian Federation market, where the state protects national manufacturers. => Primere bi mogli naći u proizvođačima na tržištu Ruske federacije, gde država štiti domaće proizvođače.
LL@(14141) Cube 3: Presents a strategic position in which the company invests significantly into RI, thus being ahead of the legal regulations, but due to these large investments it achieves poor financial results. => Kocka broj 3: ~~~ Predstavlja strategijsku poziciju koja podrazumeva da kompanija ulaže značajna sredstva i resurse u IR, čime u svojim rešenjima ide ispred zakonskih propisa, a upravo zbog većih ulaganja u IR ostvaruje slabe finansijske rezultate.
LL@(14142) Besides, the company is working on some future solutions and pays little attention to the brand value and its own image improvement. => Pri tom kompanija je zaokupljena budućim rešenjima pa slabu pažnju posvećuje vrednosti brenda i podizanju imidža. ~~~ Slika 5:
LL@(14143) Figure 5: Strategic position (cube) 3 in the 3D matrix In such a situation the company should invest more into a better positioning and brand value in order to move into cube 7. => Strategijska pozicija (kocka) 3 u 3D matrici U takvoj situaciji kompanija mora više uložiti u bolju pozicioniranost i vrednost marke kako bi se pomerila u kocku 7.
LL@(14144) An example of such a strategy is the Honda business, although Table 2 shows that Honda has a highly valuable brand, according to InterBrand. => Primer ovakve strategijske pozicije može se naći u poslovanju Honde, mada tabela 2. ukazuje da Honda ima visoko vredan brend po Inter Brand-u.
LL@(14145) Such a statement, however, cannot be universally accepted if we consider only the automobile segment. => Međutim takva konstatacija se ne može u potpunosti prihvatiti ako uzmemo samo auto segment. ~~~ Kocka broj 4:
LL@(14146) Cube 4: Presents a strategic position that means that the manufacturer achieves good financial results with a larger scope of production. => Predstavlja strategijsku poziciju koja podrazumeva da proizvođač ostvaruje dobre finansijke rezultate većim obimom proizvodnje.
LL@(14147) Figure 3: Strategic position (cube) 1 in the 3D matrix The company observes only the margin of legal regulations as regards social responsibility and consequently does not invest much into resources and RI. ~~~ Due to low investments, solid financial results are achieved in the short term, however these results are not sustainable in the long term. => Slika 3: ~~~ Strategijska pozicija (kocka) 1 u 3D matrici Kompanija poštuje samo granicu zakonskih propisa u pogledu društvene odgovornosti i samim tim ne ulaže sredstva i resurse u IR aktivnosti, čime se zbog nepostojanja velikih ulaganja kratkoročno postižu solidni finansijski rezultati ali su isti rezultati neostvarljivi na duži rok.
LL@(14148) The brand has a poor position and value as perceived by the consumers, therefore it is necessary that the company should undertake steps to first move towards cube 5, for a short-term period, and towards cubes 7 or 6 for a long-term period, otherwise it may encounter serious problems. => Brend ima lošu pozicioniranost i vrednost u očima kupaca pa je neophodno da preduzeće preuzme aktivnosti da se najpre kratkoročno pomeri ka kocki 5, a dugoročno ka kocki 7 ili 6, u suprotnom kompanija će se naći pred velikim problemima. ~~~ Kocka broj 2:
LL@(14149) Cube 2: This is a rather rare strategic situation in business practice, and means that the companys brand value is low (poor quality and services etc.), that there are no significant investments into RI, hence the minimum of legal redulations is barely satisfied. ~~~ However, on the other hand, the company achieves good financial and market results, even in the long term. => Predstavlja veoma retku strategijsku situaciju u poslovnoj praksi, koja podrazumeva da kompanija ima slabu vrednost marke (slab kvalitet i usluge i sl.), da nema značajnih ulaganja u IR čime se jedva zadovoljava zakonski minimum propisa ali sa druge strane, kompanija postiže čak i dugoročno dobre finansijsko tržišne rezultate.
LL@(14150) Figure 4: Strategic position (cube) 2 in the 3D matrix Figure 6: Strategic position (cube) 4 in the 3D matrix The company invests large assets into RI and works out the solutions with which it goes ahead of the legal regulations, however, it has an unfavourable reputation with the customers and has to devote itself to the brand value and the quality of service, that is, to move to cube 7 for a short time period, since due to larger investments into quality, image and reputation it will lose some of the profit. ~~~ Thus conditions will emerge that the company should move to cube 8 for a longterm period. ~~~ Citroen is one company that can represent such a strategic position. => 
LL@(14151) Cube 5: This is a rather frequent strategic position in terms that the company does not invest much into RI and hence achieves good financial results in the short term, however not in a long-term period, since in the conditions of stricter laws the company will find itself in problems. => Slika 4:
LL@(14152) Figure 7: Strategic position (cube) 5 in the 3D matrix The company meets only the legal regulations, but, contrary to cube 1, this company has a valuable brand, therefore it must invest more into RI and move to cube 7. => Strategijska pozicija (kocka) 2 u 3D matrici Kompanija zadovoljava samo zakonske uslove ali za razliku od kocke 1 kompanija ima vrednu marku, tako se pred kompaniju nameće da mora da ima veća ulaganja u IR i da se pomeri ka kocki 7.
LL@(14153) This position can be identified in the business operations of Porche, who introduced numerous technical solutions to reduce emissions in 2010, however, still not enough to fully comply with the coming legal provisions (130 g/km of CO2 in 2015). => Ova pozicija bi se mogla identifikovati sa poslovanjem Porsche-a, koji je 2010. godine primenio brojna tehnička rešenja za smanjenje emisije ali još uvek nedovoljno da se u potpunosti prilagodi nastupajućim zakonskim rešenjima (130 g/km CO2 2015. godine) .
LL@(14154) Cube 6: This is a frequent state of affairs where the company invests poorly into RI and therefore meets only the minimum legal requirements for environmental protection. => Kocka broj 6: predstavlja često stanje pri čemu kompanija slabo ulaže u IR i stoga zadovoljava samo zakonski minimalne zahteve za zaštitom životne sredine.
LL@(14155) Figure 8: Strategic position (cube) 6 in the 3D matrix The company is not much interested in investing significantly into RI since it earns good financial results implementing a strategy of scope, and the company brand is also well positioned with the customers. => Slika 8: ~~~ Strategijska pozicija (kocka) 6 u 3D matrici Kompanija nema većih interesa da ulaže značajnija sredstva u IR jer ostvaruje dobre finansijske rezultate koristeći strategiju obima pri čemu je i brend kompanije dobro pozicioniran u očima kupaca.
LL@(14156) The company may move to cube 7 for a short-term period, due to investments into RI (i.e., copying successful solutions worked out by the competition), and then it can move to cube 8 for a long-term period. => Kompanija može da se kratkoročno pomeri ka kocki 7, zbog ulaganja u IR (odnosno kopiranja uspešnih rešenja konkurencije) a potom da se dugoročno pomeri ka kocki 8.
LL@(14157) Moving to cube 7, however, means larger investments into RI, which would cause a fall in the financial results, therefore it is unlikely that companies will opt for such a step. ~~~ They will rather copy from the competition and remain on the edge of the legal regulations (i.e., in cube 6). => Međutim, pomeranje u kocku 7 nosi sa sobom veća ulaganja u IR, čime bi finansijski rezultati opali, tako da je malo verovatno da će se kompanije odlučiti na ovakav korak, već će kopirati konkurenciju i ostati na granici zakonskih rešenja (odnosno u kocki 6).
LL@(14158) The clearest example is the behaviour of Volkswagen. => Najočigledniji primer je ponašanje VolksWagena.
LL@(14159) Cube 7: This is a situation where the company invests large assets and resources into RI and thus goes ahead of the legal regulations, however, this significantly burdens its financial results. => Kocka broj 7: predstavlja stanje pri čemu kompanija ulaže značajna sredstva i resurse u IR, kompanija na taj način ide ispred zakonskih rešenja, ali time poprilično opterećuje finansijski rezultat.
LL@(14160) Figure 9: Strategic position (cube) 7 in the 3D matrix The company has a valuable brand and a necessary solution is that it should increase its market share and thus achieve better financial results, i.e., a move to cube 8. => Slika 6: ~~~ Strategijska pozicija (kocka) 4 u 3D matrici Kompanija ulaže značajna sredstva u IR i tako sa svojim rešenjima ide ispred zakonskih propisa, ali kompanija ima nezadovoljavajuću reputaciju kod kupaca, tako da mora više da se posveti podizanju vrednosti brenda i kvalitetu usluge odnosno da se kratkoročno pomeri u kocku 7, jer će zbog većih ulaganja u kvalitet, imidž i izgled opasti dobit.
LL@(14161) The examples of such a position can be found in the business operations and the strategic positioning of BMW and Daimler (Mercedes). => Time će se stvoriti uslovi da se dugoročno preduzeće premesti u kocku 8.
LL@(14162) It must, however, be clear that these companies are forced to invest largely into RI, otherwise they could encounter the problems similar to those Porche has. => 
LL@(14163) Cube 8: This is an ideal, but a most risky position. => Citroen bi se mogao identifikovati sa ovakvom strategijskom pozicijom.
LL@(14164) The company has a highly valuable brand and invests large assets and resources into the sustainability strategy, i.e., into RI. ~~~ Figure 10: Strategic position (cube) 8 in the 3D matrix The company achieves good financial results supplying a large market. => Kocka broj 5: ~~~ Predstavlja veoma čestu strategijsku poziciju u smislu da kompanija nema većih ulaganja u IR i zbog toga kratkoročno ostvaruje dobre finansijske rezultate ali ne i dugoročno, jer će se u uslovima strožijih zakona kompanija naći u problemima.
LL@(14165) This strategic position, however, carries a great risk in case of fall in global demand, when the high costs of supplying the large market and the high investments into RI will burden the financial results and threaten to bring the company to the verge of collapse. => Slika 7: ~~~ Strategijska pozicija (kocka) 5 u 3D matrici globalne tražnje, tada će visoki troškovi opsluživanja velikog tržišta i visoka ulaganja u IR, opteretiti finansijski rezultat, potencijalno dovodeći kompaniju na rub propasti.
LL@(14166) The example that ideally reflects thus strategic position is that of the Japanese Toyota who ended the business year 2008 with a loss of $4.41 billion, due to a fall in demand, to earn US $2.344 billion by the end of the fiscal 1020 (April 2009 till March 2010). => Primer koji nas u potpunosti podseća na ovakvu strategijsku poziciju, jeste japanska Toyota koja je poslovnu 2008. godinu usled smanjene tražnje završila sa gubitkom od 4,41 milijarde US dolara, da bi fiskalnu 2010 (koja je trajala od aprila 2009 do marta 2010) završila sa dobitkom od 2,344 milijarde US dolara.
LL@(14167) Š13Ë 5. => Š13Ë 5.
LL@(14168) Conclusion Regardless of the temporary disagreements as to the crucial international treaty on the reduction of gases emission, but also as regards a large number of other issues crucial to the environment, it is certain that we will reach a period of consensus and adopt stricter regulations, if not in the countries that hinder the treaty (the USA and others who did not sign the Kyoto Treaty or the countries that block new climate negotiations), then among the member states of the European Union. => Zaključak Bez obzira na trenutna neslaganja oko suštinskog međunarodnog dogovora oko smanjenja emisije gasova ali i oko mnogih drugih pitanja koja su ključna za okruženje, sigurno je da će doći period postignutog konsenzusa i usvojenih strožijih propisa, ako ne u zemljama kočnicama dogovora (SAD i sl. koje nisu potpisale KYOTO sporazum ili zemljama koje blokiraju nove klimatske pregovore), onda sigurno na teritoriji Evropske Unije.
LL@(14169) As information reaches the prospective consumer faster and faster, due to the use of the modern ways of communication, the corporate success will increasingly be di rectly related to the corporate responsibility to the environment. => Kako informacije do potencijalnog potrošača sve brže i brže stižu, zahvaljujući upotrebi savremenih vidova komunikacije, korporativni uspeh će sve više biti u direktnoj vezi sa odgovornošću iste prema okruženju.
LL@(14170) The automobile industry is the first to be affected by both the stricter legal provisions and the keener consumer awareness, however, it will be additionally exposed to the impacts of the oil market and the activities of the competition. => Auto-industrija je prva koja će biti na udaru i strožijih zakonskih rešenja i povećane svesti potrošača ali ista će biti još dodatno izložena i uticajima sa tržišta nafte ali i međusobnim konkurentskim uticajima.
LL@(14171) In such an environment the automobile industry has to take into consideration a near and turbulent future, either by investing into RI or by copying successfully implemented solutions. => U takvom okruženju auto-industrija mora da razmišlja o veoma bliskoj i turbulentnoj budućnosti, tako što će uložiti sredstva u IR ili tako što će kopirati uspešno implementirana rešenja.
LL@(14172) The automovile industry, however, has to become a more responsible citizen of the global society by implementing a concept of holistic marketing and the pertaining socially responsible marketing, with a well defined and successfully implemented sustainability strategy. => Međutim, auto-industrija mora postati i odgovorniji građanin svetskog društva, tako što će primeniti koncepciju holističkog marketinga i njemu pripadajućeg društveno odgovornog marketinga, uz dobro definisanu i uspešno implementiranu strategiju ekološke održivosti.
LL@(14173) In the given circumstances, the holistic marketing approach and the sustainability strategy can help the autosector, but also any other organization, to differentiate from the competition and meet these stricter regulations readily, retaining all its qualities in the consumers perception. => Holistički marketing prustup i strategija ekološke održivosti, mogu auto-sektoru ali i svakoj drugoj organizaciji, pomoći da se u datim uslovima diferencira od konkurencija i dočeka strožije propise spremno uz zadržavanje svih dotadašnjih svojstava u percepcijama kupaca.
LL@(14174) With an adequate implementation of marketing tools, the company can employ the sustainability strategy and the socially responsible marketing concept to achieve key competitive advantage. => Uz adekvatnu upotrebu potrebnih marketing instrumenata, kompanija strategijom ekološke održivosti i konceptom društveno odgovornog marketinga može ostvariti ključnu konkurentsku prednost.
LL@(14175) The sustainability strategy also imposes a tremendous risk on financial indicators as a basic, although not the only goal the company pursues. => Strategija ekološke održivosti nameće i ogroman rizik po finansijske pokazatelje, kao osnovni ali ne naravno i jedini cilj koji kompanija ima.
LL@(14176)  => Pomenuta strategija Slika 9: ~~~ Strategijska pozicija (kocka) 7 u 3D matrici Kompanija ima vredan brend i neophodno rešenje sastoji se u povećanju tržišnog učešća a samim tim i ostvarivanju boljih finansijskih rezultata, odnosno pomeranju u kocku 8.
LL@(14177)  => Primeri ovakve pozicije bi se mogli identifikovati u poslovanju i strategijskom pozicioniranju BMW-a i Daimler-a (Mercedesa).
LL@(14178)  => Međutim treba razjasniti da su ove kompanije na velika ulaganja u IR primorane, u suprotnom bi se susreli sa problemima koji imaju proizvođači poput Porsche-a.
LL@(14179)  => Kocka broj 8: predstavlja idealnu ali i najrizičniju poziciju.
LL@(14180)  => Kompanija ima visoko vredan brend, i kompanija ulaže značajna sredstva i resurse u strategiju ekološke održivosti, odnosno IR. ~~~ Slika 10:
LL@(14181)  => Strategijska pozicija (kocka) 8 u 3D matrici Kompanija ostvaruje dobre finansijske rezultate opslužujući veliko tržište.
LL@(14182) The said strategy means ample investments into RI that, on the other hand, impose a necessity that a marketing sector ensure that the company can serve as large a market as possible and thus make way for a further success of the company. => Međutim, ova strategijska pozicija nosi sa sobom veliki rizik u slučaju da dođe do pada sa sobom nosi ogromna ulaganja u IR koja sa druge strane nameću marketing sektoru neophodnost da kompanija mora opslužiti što veće tržište i na taj način osigurati dalji uspeh organizacije.
LL@(14183) Hence the sustainability strategy and the holistic marketing approach in the segments such as automobile industry carry an enormous risk in case the demand for these products falls. => Dakle, strategija ekološke održivosti i holistički marketing pristup, u segmentima poput auto-industrije, sa sobom nose ogroman rizik ukoliko dođe do pada tražnje za proizvodima.
LL@(14184) This happened to Daimler and Toyota in 2009, and almost happened to BMW who ended the year 2009 with a modest ¡210 million net profit. => To se desilo u primerima Daimler-a i Toyote u 2009. godini, a isto stanje se umalo desilo u primeru poslovanja kompanije BMW-a koja je 2009. godinu završila sa skromnih 210 miliona eura neto profita.
LL@(14185) The implementation of the sustainabiity strategy and the holistic marketing approach resulted into significant savings in manufacturing and succeeded increasing both the corporate reputation and the reputation with the consumers. => Primena strategije ekološke održivosti i holističkog marketing pristupa, dovela je do značajnih ušteda u proizvodnji a sa sobom neminovno donela i nagradu kroz povećanje i korporativnog ugleda ali i ugleda u očima potrošača.
LL@(14186) Contrary to these, the failure to implement the sustainability strategy may bring the manufacturer into a position that his brand is no more profitable and that it has to be cancelled, as was the case of the GMs brand, Hummer. => Nasuprot tome ne primena strategije ekološke održivosti može dovesti proizvođača u poziciju da mu brend bude neprofitabilan i da se isti mora ugasiti, kao što je to bilo u slučaju GM-ovog brenda Hummer.
LL@(14187) It is for this reason that a simultaneous measuring and tracking the implications and contributions present in the interactions of the factors of the sustainability strategy, the brand value, and the financial and market re sults are necessary. => Upravo zato je potrebno istovremeno merenje i praćenje implikacija i doprinosa koji se javljaju u istovremenom i uzajamnom dejstvu faktora strategije ekološke održivosti, vrednosti brenda, finansijsko-tržišnih rezultata.
LL@(14188) In this interaction and the results of the above-mentioned factors the company has to find the position that would be most suitable and really sustainable in a long-term period, and it was but the aim of this paper to prove that the Three-dimensional (3D) contribution matrix of sustainability strategy, brand value and the financial and market results in the automobile industry may be implemented as a useful tool for that purpose. => U tom međusobnom delovanju i rezultatu pomenutih faktora, preduzeće treba da nađe poziciju, koja će preduzeću najviše odgovarati i koja je realno održiva na duži vremenski period, a upravo je cilj rada bio da pokaže kako Trodimenzionalna (3D) matrica doprinosa strategije ekološke održivosti, vrednosti brenda i finansijsko-tržišnih rezultata u auto-industriji može poslužiti kao koristan instrument u tom cilju.
LL@(14189) The matrix described may also be implemented in numerous other sectors that are confronted by strict legal regulations in relation with environmental protection. => Izneta matrica može svoju implementacionu strategijsku upotrebu naći i u brojnim drugim privrednim sektorima, pred koje se nameću strogi zakonski propisi u vezi sa zaštitom životne sredine.
LL@(14190) REFERENCE Š1Ë Uvod u Europsku Uniju, Mate, Zagreb, str. ~~~ 246, Š2Ë Drucker, P. B2B brend menadžment, Asse, Novi Sad, p. 312, 2007 Š3Ë Kotler, F. Upravljanje marketingom, Mate, Zagreb, p. 17, 2008 Š4Ë Stanković, Lj., Marketing, Ekonomski fakultet u Nišu, p. 24, 2008 Š5Ë Koshevrin, I. ~~~ The Neoclassical Theory of Production and Distribution, Problems of Economics, pp. 19-20, 1988 Š6Ë Richard, Dž. => LITERATURA Š1Ë Uvod u Europsku Uniju, Mate, Zagreb, str. 246, Š2Ë Drucker, P. B2B brend menadžment, Asse, Novi Sad, str. 312, 2007 Š3Ë Kotler, F. Upravljanje marketingom, Mate, Za greb, str. 17, 2008 Š4Ë Stanković, Lj., Marketing, Ekonomski fakultet u Nišu, str. 24, 2008 Š5Ë Koshevrin, I. The Neoclassical Theory of Production and Distribution, Problems of Economics, str. 19-20, 1988 Š6Ë Richard, Dž.
LL@(14191) Poslovna Etika, Filip Višnjić, Beograd, pr. ~~~ 243, 2003 Š7Ë European Parliament Adopts Climate and Energy Package (2008), http://www.ieep.eu/, pristupljeno 20.02.2010 Š8Ë Graph plotted on the basis of the data from http://www.opec.org/home/basket.aspx, accessed 26.06.2010 Š9Ë Classification on the basis of the classification in Milisavljević M., Strategijski marketing, Ekonomski fakultet u Beogradu, Beograd, p. 198-199, 2006 Š10Ë Table drawn on the basis of the data for the period 2000-2009, http://www.sustainability-index.com, accessed 11.4.2010 Š11Ë According to InterBrand data, http://www.inter brand.com/best_global_brands.aspx, accessed 24.2.2010 Š12Ë Annual Report 2009, http://www.daimler.com/Projects/c2c/channel/documents/1813321_DAI_2009_Annual_Report.pdf , accessed 28.06.2010 Š13Ë FY2010 Financial Results, http://www.toyota.co.jp/en/ir/financial_results/2010/year_end/presentation.pdf, accessed 28.06.2010 You Tube: Knowledge Management and New Media Services UDC: 005.94 ; 004.738.1 Igor Jovanovski Faculty of Education Bitola I_jovanovski_dh¿yahoo.com XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia This work it about the acquisition, sharing, and dissemination of knowledge using information technology and new media services. => Poslovna Etika, Filip Višnjić, Beo grad, str. 243, 2003 Š7Ë European Parliament Adopts Climate and Energy Package (2008), http://www.ieep.eu/, pristupljeno 20.02.2010 Š8Ë Grafik dobijen na osnovu podataka sa http://www.opec.org/home/basket.aspx, pristupljeno 26.06.2010 Š9Ë podela prerađena na osnovu podele Milisavljević M., Strategijski marketing, Ekonomski fakultet u Beogradu, Beograd, str. 198-199, 2006 Š10Ë Tabela dobijena na osnovu podataka za period 2000-2009, http://www.sustainability-index.com, pristupljeno 11.4.2010 Š11Ë Prema podacima sa InterBrand-a, http://www.in terbrand.com/best_global_brands.aspx, pristupljeno 24.2.2010 Š12Ë Annual Report 2009, http://www.dai mler.com/Projects/c2c/channel/documents/1813321_DAI_2009_Annual_Report.pdf , pristupljeno 28.06.2010 Š13Ë FY2010 Financial Results, http://www.toyota.co.jp/en/ir/financial_results/2010/year_end/presentation.pdf, pristupljeno 28.06.2010 You tube: upravljanje znanjem i novi medijski servisi UDK:
LL@(14192) This is a landscape whereby collaborative and (co)creative spaces are emerging for engaging in the creation, critical assessment and personalization of New Media that can be used for sharing and disseminating knowledge. => 005.94 ; 004.738.1 Igor Jovanovski Fakultet za obrazovanje, Bitolj I_jovanovski_dh¿yahoo.com XII Internacionalni Simpozijum SymOrg 2010, 09.-12.
LL@(14193) YouTube, an example of New Media, is a free video-sharing website that has rapidly become a popular way to upload, share, view, and comment on video clips. => Jun 2010, Zlatibor, Srbija U ovom radu proučava se sticanje, razmena i dostavljanje znanja uz pomoć informacione tehnologije i novih medijskih servisa.
LL@(14194) With more than 100 million people visiting the site per day and more than 65,000 videos uploaded daily, it provides a rich visual resource. => Ovo je sredina u kojoj se otvaraju prostori za saradničke i (ko)kreativne angažmane u kreiranju, kritičkoj analizi i personalizaciji Novih medija koji se mogu koristiti za razmenu i širenje znanja.
LL@(14195) This paper will focus on the possibilities of integration New Media services such as YouTube, and creating and sharing knowledge (as an illustrative example of New Media) within a pragmatic framework. => You Tube, jedan oblik novih medija, predstavlja slobodnu (besplatnu) mrežu koja postaje sve popularniji način za postavljanje, razmenu, pregled i komentare video klipova.
LL@(14196) Suggestions for the effective integrating of New Media will be researched. => Sa više od 100 miliona posetilaca dnevno i više of 65000 video klipova koji se postave na nju svakoga dana, ovaj servis predstavlja veoma izdašan vizuelni resurs.
LL@(14197) Introduction Knowledge management deals as much with people and how they acquire, exchange and disseminate knowledge as with information technology and New Media. => Uvod Upravljanje znanjem bavi se kako ljudima i načinima na koje oni usvajaju, razmenjuju i šire znanje, tako i informacionim tehnologijama i Novim medijima.
LL@(14198) New Media and Learning 2.0 approaches can be used as a means to increase academic achievement. => Pristupi kao što su novi mediji i Learning 2.0 mogu da budu značajna pomoć u sticanju akademskih znanja.
LL@(14199) Web 2.0 supplies learners and teachers with a wide variety of didactical and methodological tools that can be fitted to their respective learning objectives and individual needs with a positive effect on their performance and achievement. => Mreža 2.0 obezbeđuje i studentima i nastavnicima obilje didaktičkih i metodoloških alata koje oni mogu koristiti u procesu ostvarivanja svojih ciljeva u učenju i zadovoljavanja ličnih potreba, a što doprinosi njihovoj uspešnosti kako u učenju tako i u korišćenju naučenog.
LL@(14200) Research evidence suggests that Learning 2.0 strategies can be used successfully to enhance individual motivation, improve learner participation and foster social and learning skills. => Zaključci do kojih smo došli u istraživanju ukazuju da se strategije Learning 2.0 mogu uspešno primeniti u motivisanju učesnika, povećanju njihovog neposrednog učešća i poboljšanju njihovih sposobnosti za učenje i društvene kontakte.
LL@(14201) They can further contribute to the development of higher order cognitive skills like reflection and meta-cognition, increase self-directed learning skills and enable individuals to better develop and realise their personal potential. => Korisne su i u razvijanju kognitivnih umeća višeg stepena, kao što su promišljanje i meta-kognicija (učenje), poboljšavaju veštine samostalnog učenja i pomažu polaznicima da bolje razviju i ostvare svoj lični potencijal.
LL@(14202) Web 2.0 more engaging and playful approaches, provides new formats for creative expression, and encourages learners to experiment with different, innovative, ways of articulating (decoding) their thoughts and ideas. => 
LL@(14203) The Learning 2.0 landscape itself is also shaped by experimentation, collaboration and empowerment, allowing learners and teachers to discover new ways of actively and creatively developing their individual competences. => 
LL@(14204) Why should the notion of incorporating New Media and interacting with for example socially distributed and user-created videos (e.g. from www.youtube.com) be important within education? => Zašto je koncept uključivanja novih medija i interakcija sa, na primer, video-klipovima korisnika postavljenim na društvenoj mreži (na primer, na www.youtube.com) značajna za obrazovanje?
LL@(14205) In what ways has the rapid development of digital technologies associated with the terms New Media and Web 2.0 and their use in education enabled individuals to interact differently within existing and new ecologies of learning? => Na koji način je ovaj ubrzani razvoj digitalnih tehnologija povezan sa terminima New Media i Web 2.0 i njihovoj primeni u obrazovanju omogućio pojedincu da učestvuje na svoj način u okviru postojećih i novih ekologija učenja?
LL@(14206) How can we as educators engage with New Media possibilities presented by websites such as YouTube? => Kako mi kao edukatori možemo da primenimo mogućnosti novih medija koje postoje na mrežama kao što je You Tube?
LL@(14207) 1. => 1.
LL@(14208) Knowledge management Knowledge management is any process or practice of creating, acquiring, capturing, sharing and using knowledge, wherever it resides, to enhance learning and performance in organizations (Scarborough et al, 1999). => Upravljanje znanjem Upravljanje znanjem predstavlja svaki proces ili postupak stvaranja, sticanja, usvajanja, razmene i primene znanja, gde god da je to znanje prisutno, za podsti canje učenja i učinka u organizacijama (Scarborough et al., 1999).
LL@(14209) They suggest that it focuses on the development of firmspecific knowledge and skills that are the result of organizational learning processes. => Autori kažu da se upravljanje znanjem usredsređuje na razvijanje znanja i veština specifičnih za odgovarajuću firmu, a koji su rezultat procesa organizacionog učenja.
LL@(14210) Knowledge management is concerned with both stocks and flows of knowledge. => Upravljanje znanjem bavi se kako rezervoarima, tako i tokovima znanja.
LL@(14211) Stocks included expertise and encoded knowledge in computer systems. => Rezervoari podrazumevaju stručnost i znanje zapisano u kompjuterskim sistemima.
LL@(14212) Flows represent the ways in which knowledge is transferred from people to people or from people to a knowledge database. => Tokovi predstavljaju načine na koje se znanje prenosi od jednog čoveka do drugog, ili od čoveka do baze podataka znanja.
LL@(14213) Knowledge management has also been defined by Tan (2000) as: The process of systematically and actively managing and leveraging the stores of knowledge in an organization. => Tan (2000) takođe definiše upravljanje znanjem kao:proces sistematskog i aktivnog upravljanja i primene količine znanja u organizaciji.
LL@(14214) Knowledge management involves transforming knowledge resources by identifying relevant information and then disseminating it so that learning can take place. => U upravljanju znanjem resursi znanja se transformišu tako što se određena informacija identifikuje i onda se dostavlja drugima (širi) tako da bi učenje moglo da se odvija.
LL@(14215) Knowledge management strategies promote the sharing of knowledge by linking people with people, and by linking them to information so that they learn from documented experiences. => Strategije u upravljanju znanjem zalažu se za razmenu znanja međusobnim povezivanjem ljudi, i povezivanjem ljudi sa informacijama tako da oni mogu da uče iz dokumentovanih iskustava drugih.
LL@(14216) Knowledge can be stored in databanks and found in presentations, reports, libraries, policy documents and manuals. => Znanje se može skladištiti (čuvati) u bankama podataka ili se može naći na prezentacijama, u izveštajuma, bibliotekama, dokumentima o različitim politikama i u priručnicima.
LL@(14217) It can be moved around the organization through information systems and by traditional methods such as meetings, workshops, courses, master classes, written publications, videos. => Može se kretati kroz organizaciju putem informacionih sistema ili tradicionalnim metodama u koje spadaju sastanci, radionice, kursevi, master klasovi, pisane publikacije, video.
LL@(14218) The Internet provides an additional and very effective medium for creating, sharing, communicating knowledge.1 Since 2003, the Internet has seen impressive growth in end user-driven applications such as blogs, podcasts, wikis, social networking websites, search engines, auction websites, games, Voice over IP and peer-to-peer services. => Internet predstavlja dodatni i to veoma koristan medijum za kreiranje, razmenu i prenošenje znanja.1 Od 2003. godine internet se veoma brzo razvija i kroz aplikacije krajnjih korisnika kao što su blogovi, podkasti, wiki, društvene mreže, pretraživači, mreže prodaje, igrice, prenošenje zvuka preko IP i peer-to-peer servis. 1 Armstrong. ~~~ M., (2006), A Handbook of HRM practice, 10 th Edition, London and Philadelphia:
LL@(14219) Together, they are referred to as social computing (or Web 2.0), as they exploit the Internets connectivity to support the networking of people and content. => Kogan Page, p. 174 Njihov zajednički naziv je društveni kompjuterski sistem (ili Web 2.0) pošto se u njima upravo koristi sposobnost interneta da umreži ljude i sadržaje.
LL@(14220) The user is an integral part and co-producer of all the elements of the service delivered, whether it be content (blog, wikis, Flickr), (Amazon, de.li.cious), goods (eBay), contacts (MySpace), relevance (Google pagerank), reputation/feedback (eBay, TripAdvisor), storage/server capacity (P2P), connectivity (wifi sharing, mesh networks) or intelligence (business social computing).2 taste/emotion 2. => Korisnik je sastavni deo i saradnik u kreiranju u svim segmentima usluge, bez obzira da li je u pitanju sadržaj (blog, wikis, Flickr), ukus/emocija (Amazon, de.li.cious), roba (eBay), kontakti (MySpace), relevantnost (Google pagerank), ugled/povratna sprega (eBay, TripAdvisor), skladištenje/kapacitet servera (P2P), mogućnost povezivanja (Wifi razmena, mesh mreže) ili obaveštenja višeg nivoa (poslovni društveni proračuni). ~~~ 2.
LL@(14221) New media New Media is a buzz word that refers broadly to an emerging convergence of digital communications technologies within co-creative online social spaces. => Novi mediji Novi mediji jeste široko prihvaćen pojam koji obuhvata sve veću povezanost tehnologija digitalne komunikacije u okviru ko-kreativnih društvenih prostora.
LL@(14222) A consideration of the term New Media can also be framed within a contrast to old media. => Termin new media može se posmatrati i kao suprotnost starim medijima.
LL@(14223) Old media defined as incorporating forms of communication priorto the digital world such as radio, television and printed material and being predominantly linear in nature. => Stari mediji se definišu kao oni oblici komunikacije koji su se koristili pre ere digitalne komunikacije. ~~~ To su radio, televizija i štampani materijali i oni su po svojoj prirodi uglavnom bili linearni.
LL@(14224) The term New Media has also become to a degree a catch-all phrase and as such is defined within the context of this paper to be inclusive of two consistent characteristics. => Termin novi mediji je takođe donekle postao neka sveobuhvatna fraza i kao takav se u ovom radu definiše kao termin koji karakterišu dve osobine.
LL@(14225) Uniquely individualized information that can simultaneously be delivered or displayed to a potentially infinite number of people, and, all authors involved (e.g. publishers, broadcasters, students, educators, consumers) share equal or reciprocal control over content. => Karakteriše ga jedinstveno individualizovana informacija koja se istovremeno može dostaviti ili prikazati neograničenom broju ljudi, a svi autori (na primer, izdavači, emiteri, studenti, edukatori, potrošači) imaju jednaku ili recipročnu kontrolu nad sadržajem.
LL@(14226) Also noted as central to a P. Duffy consideration of the term New Media is that it is often associated with and considered to be a superset of emerging technologies relating to Web 2.0. => U svom razmatranju pojma novih medija, P. Duffy iznosi da su ovi mediji često u vezi sa novim tehnologijama vezanim za Web 2.0 i da su čak superset za njih. 2.
LL@(14227) 2.1 Web 2.0 Web 2.0., a phrase coined by OReilly Media in 2003, refers to a perceived second generation of web-based interactions, applications and communities. => Web 2.0 Web 2.0. fraza koju je skovao OReilly Media 2003. godine, odnosi se na drugu generaciju web-zasnovanih interakcija, aplikacija i zajednica.
LL@(14228) It is considered to be inclusive of a shift from a World Wide Web that is read only to a Web that is being described as the Read Write Web (Gillmor, 2007). => Smatra se pomakom od World Wide Web koja je read only (statički sadržaj koji se ne može menjati) na mrežu koja se opisuje kao Read Write Web (sadržaj koji se čita i dopisuje, menja ili se piše novi) (Gilmor, 2007).
LL@(14229) Instead of content that was for the most part static, we are now seeing the ability by users to remix content in different ways, in order to suit contextual needs. => Umesto sadržaja koji je uglavnom statičan, sada korisnici imaju mogućnost da mešaju sadržaje kako njima odgovara da bi zadovoljili svoje potrebe za određenim vrstama sadržaja.
LL@(14230) The Web is evolving to become more like an area for social and idea networking. => Mreža se razvija i postaje više kao neki prostor za društvena i idejna umrežavanja.
LL@(14231) Students negotiate meanings and connections within Web 2.0 social spaces or idea networks, exchanges bits of content (media), creating new content, and collaborating in new ways in the individual and authentic creation of New Media. => Studenti raspravljaju o značenjima i vezama u okviru društvenih prostora ili idejnih mreža Web 2.0, razmenjuju delove sadržaja (medija), stvaraju nove sadržaje i sarađuju na novi način tako što svaki za sebe, autentično stvara nove medije.
LL@(14232) In summary, OReilly (2005) states that, .Web 2.0. stands for the idea that the Internet is evolving from a collection of static pages into a vehicle for software services, especially those that foster self-publishing, participation, and collaboration.3 Web 2.0 refers to the range of digital applications that enable interaction, collaboration and sharing between users. => Da zaključimo, OReilly (2005) navodi da . ~~~ Web 2.0 predstavlja ideju da se Internet razvija od skupa statičnih stranica u sredstvo za softverske usluge, posebno one koje podržavaju samo-izdavaštvo, učešće i saradnju.3 Web 2.0 odnosi se na spektar digitalnih aplikacija koje omogućavaju interakciju, saradnju i razmenu između korisnika.
LL@(14233) These digital applications are used for blogging, podcasting, collaborative content (e.g. wikis), social networking (e.g. MySpace, Facebook), multimedia sharing (e.g. Flickr, YouTube), social tagging (e.g. Deli.cio.us) and social gaming (e.g. Second Life) (cf. Pascu, 2008). => Ove digitalne aplikacije koriste se za blogovanje, podkasting, saradničke sadržaje (npr. wikipedije), društvene mreže (npr. MySpace, Facebook), razmenu multimedija (npr. Flickr, YouTube), imenovanje društvenih sadržaja (npr. Deli.cio.us) i društvene igre (npr. Second Life) (uporediti Pascu, 2008).
LL@(14234) Asian countries lead in the usage of social computing with more than 50% of Internet users across all applications, followed by the US (with about 30% of Internet users) and Europe (with about 20-25%). => U primeni ovih razmena sadržaja putem računara trenutno vode azijske zemlje , sa više od 50% korisnika interneta koji koriste sve aplikacije, a iza njih su SAD (oko 30% korisnika interneta) i Evropa (oko 2025%).
LL@(14235) Creation, use and adoption of social computing applications have been growing strongly since 2003. => Kreiranje, primena i usvajanje aplikacija ove rezmene sadržaja posebno se brzo razvija od 2003. godine.
LL@(14236) However, growth has slowed down lately, indicating that the diffusion of social computing is entering the maturity phase. => Ipak, u poslednje vreme ovaj rast se usporava, što ukazuje da se širenje ove vrste primene bliži zreloj fazi razvoja (Pascu, 2008).
LL@(14237) (Pascu, 2008) Web 2.0 applications allow users to communicate and collaborate in diverse ways and in a variety of media, which also helps learners to act together and build knowledge bases that fit their specific needs (cf. Owen et al., 2006). => Aplikacije Web 2.0 omogućavaju korisnicima da komuniciraju i sarađuju na različite načine i u velikom broju medija, što takođe pomaže onima koji uče da rade zajedno i da stvaraju baze znanja koje odgovaraju njihovim specifičnim potrebama (uporediti Owen i dr., 2006).
LL@(14238) The following applications are the most relevant for learning. => Za učenje su najznačajnije sledeće aplikacije. 2.
LL@(14239) 2.2 Social Networking Services Social Networking Services. => Servisi društvenog umrežavanja /društvene mreže Servisi društvenih mreža.
LL@(14240) Social networking services can be broadly defined as internet- or mobile devicebased social spaces, designed to facilitate communication, collaboration and content sharing across networks of contacts (Childnet International, 2008; Cachia, 2008). => Servisi društvenih mreža mogu se u globalu definisati kao društveni prostori zsanovani na internetu ili mobilnim uređajima, a svrha im je da olakšaju komunikaciju, saradnju i razmenu sadržaja širom mreže kontakata (Childnet International, 2008; Cachia, 2008).
LL@(14241) They enable users to connect to friends and colleagues, send mails and instant messages, blog, meet new people and post personal information profiles, which may com 1 Armstrong. => Oni omogućavaju korisnicima da budu u vezi sa prijateljima i kolegama, da šalju e-mejlove i poruke, da bloguju, upoznaju nove ljude i postavljaju svoje profile koji obuhvataju blogove, fotografije, video snimke, slike i zvučni sadržaj (OECD, 2007; Cachia, 2008). ~~~ Istaknuti servisi ove vrste su: ~~~ 2 Redecer.
LL@(14242) M., (2006), A Handbook of HRM practice, 10 th Edition, London and Philadelphia: Kogan Page, p. 174 2 Redecer. => C., et al. (2009), Learning 2.0: ~~~ The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg:
LL@(14243) C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities, p. 19 3 Kwan. => Office for Official Publications of the European Communities, p. 19 3 Kwan.
LL@(14244) R., et al. (2008), Enhancing LearningThrough Technology, Research on Emerging Technologies and Pedagogies, London: World Scientific Publishing Co. Pte. => R., et al. (2008), Enhancing LearningThrough Technology, Research on Emerging Technologies and Pedagogies, London: ~~~ World Scientific Publishing Co.
LL@(14245) Ltd., p 33/35 prise blogs, photos, videos, images, and audio content (OECD, 2007; Cachia, 2008). => Pte. ~~~ Ltd., p 33/35 (cid:
LL@(14246) Prominent examples of social networking services include: (cid:190) Facebook and MySpace (for social networking/socialising), (cid:190) LinkedIn (for professionalnetworking), and (cid:190) Elgg2 (for knowledge accretion and learning). => Facebook i MySpace (za druženje/društveno umrežavanje); (cid: ~~~ Linkedln (za profesionalne svrhe); i (cid: ~~~ Elgg2 (za prikupljanje znanja i učenje).
LL@(14247) Social networking systems allow users to describe themselves and their interests, connect and communicate with others, and set up groups on dedicated topics. => Društvene mreže pružaju korisnicima mogućnost da predstave sebe i svoja interesovanja, da se povezuju i komuniciraju sa drugima i da osnivaju grupe u skladu sa sadržajima koji ih interesuju.
LL@(14248) In October 2007, there were over 250 million profiles on social networking sites. => U oktobru 2007. godine na društvenim mrežema nalazilo se više od 250 miliona profila.
LL@(14249) On amonthly basis, using social networking sites is the third most popular online activity in Europe (Pascu, 2008). => Na mesečnom nivou, korišćenje društvenih mreža nalazi se na trećem mestu liste popularnih on-line aktivnosti u Evropi (Pascu, 2008).
LL@(14250) Recent surveys in the US found that 55% of US online teens have created personal profiles online, and 55% have used social networkingsites like MySpace or Facebook; 9-17 year-olds reported spending almost as much time on social networking sites and other websites as they do watching television (9 compared to 10 hours per week) (Attwell, 2007; Childnet International, 2008). => Istraživanja sprovedena nedavno u SAD pokazala su da je 55% tinejdžera kreiralo svoje profile on-line, a 55% koristi društvene mreže kao što su MySpace ili Facebook; korisnici stari od 7 do 19 godina naveli su da provode skoro isto vreme na društvenim mrežama i na drugim mrežama koliko gledaju televiziju (9 u odnosu na 10 sati nedeljno) (Attwell, 2007; Childnet international, 2008).
LL@(14251) Interestingly, the findings indicate that educationrelated topics are the most commonly discussed, with 60% of the young people surveyed talking about education-related topics and 50% discussing their schoolwork (Childnet International, 2008). => Interesantan podatak je da zaključci pokazuju da su najčešća tema ovakvih razgovora vezana za obrazovanje; 60% mladih raspravlja o temama iz oblasti obrazovanja, a 50% o svom radu u školi (Childnet International, 2008).
LL@(14252) Blogs. => Blogovi.
LL@(14253) Weblogs or blogs, a term coined by Jorn Barger in 1997, are online public writing environments, which enable a single author or a group of authors to write and publicly display articles (called posts), which are listed in reversed chronological order (Ellison & Wu, 2008; Anderson, 2007). => Weblogs ili blogs, termin koji je skovao Jorn Barger 1997. godine, predstavljaju on-line javna okruženja za pisanu komunikaciju, u kojima jedan ili više autora pišu i javno predstavljaju svoje članke (koji se zovu posts), koji se listaju po obrnutom hronološkom nizu (Ellison & Wu, 2008; Anderson, 2007).
LL@(14254) Depending on the authors wishes, blogs can include visual, audio and video content, as well as features such as links to other blogs, information about the author, and comments from readers (Ellison & Wu, 2008; OECD, 2007). => U zavisnosti od toga šta autor hoće, blogovi mogu da sadrže vizuelne, audio i video sadržaje, kao i, na primer, linkove prema drugim blogovima, informacije o autoru i komentare čitalaca (Ellison & Wu, 2008: ~~~ OECD, 2007).
LL@(14255) The large number of people engaged in blogging has given rise to its own term blogosphere to express the sense of a whole world of bloggers operating in their own environment (Anderson, 2007). => Veliki broj ljudi koji se bave blogovanjem imao je za posledicu nastanak novog termina blogosfera koji ukazuje na ogroman broj blogera koji rade u svom sopstvenom prostoru (Anderson, 2007).
LL@(14256) For searching within the blogosphere, an array of blog and RSS search services have appeared, with different foci depending on user needs and information architecture (Alexander, 2006). => Da bi kretanje u okviru blogosfere bilo lakše, razvio se čitav niz servisa za pretraživanje blogova i RSS, a fokusi se razlikuju u zavisnosti od potreba korisnika i informatičke arhitekture (Alexander, 2006).
LL@(14257) Wikis. => Wikiji.
LL@(14258) A wiki is a website that allows users to collaboratively add, remove and otherwise edit and change content, usually text (Owen et al., 2006; OECD, 2007). => Wiki je mreža pomoću koje korisnici mogu da sarađuju, da dodaju, uklone ili da na neki srugi način postavljaju ili menjaju sadržaj, obično tekst (Owen i dr., 2006; OECD, 2007).
LL@(14259) The most prominent example of a wiki is Wikipedia, a collaboratively - created online encyclopaedia. => Najistaknutiji primer wikija je Wikipedia, on-line enciklopedija koju je pisao i dopisivao veliki broj ljudi.
LL@(14260) Since its creation in 2001, Wikipedia has grown rapidly into one of the largest reference websites, attracting at least 684 million visitors yearly by 2008. => Od svoga nastanka, 2001. godine, Wikipedia se naglo razvijala i postala jedna od najrasprostranjenijih i najvećih referentnih web-stra nica; prema podacima do 2008. godine, godišnje je poseti najmanje 684 miliona korisnika.
LL@(14261) There are more than 75,000 active contributors working on more than 10,000,000 articles in more than 250 languages. => U njoj učestvuje više od 75000 aktivnih članova koji rade na više od 10 000 000 priloga (članaka), na preko 250 jezika.
LL@(14262) The English version of Wikipedia is the biggest, with 2,573,854 articles in October 2008.27.4 Tagging and social bookmarking Tagging and social bookmarking. => Engleska verzija Wikipedije je najveća, u oktobru 2008. imala je 2 573 854 priloga.4 Taging i društveni bukmarking Taging i društveni bukmarking.
LL@(14263) A tag is a keyword that is added to a digital object (e.g. a website, picture or video clip) to describe it, but not as part of a formal classification system. => Tag (etiketa) je ključna reč koja se dodaje digitalnom objektu (npr. webstranici, slici ili video-klipu) i koja ga opisuje, ali nije deo formalnog sistema klasifikacije.
LL@(14264) One of the first large - scale applications of tagging was seen with the introduction of Joshua Schacters del.icio.us website, which launched the social bookmarkingphenomenon. => Jedna od prvih aplikacija taginga u širokim razmerama pojavila se kad je Joshua Schacter napravio svoju web-stranicu Del.icio.us, koja je pokrenula ovaj fenomen društvenih bukmarkera.
LL@(14265) Social bookmarking systems share a number of common features (Millen et al., 2005): They allow users to create lists of bookmarks or favourites, to store these centrally on a remote service (rather than within the client browser) and to share them with other users of the system (the social aspect). => Društveni bukmarking sistemi imaju nekoliko zajedničkih osobina (Millen i dr., 2005): pomažu korisnicima da kreiraju liste bookmarks ili favorita, da ih čuvaju uglavnom na izdvojenim servisima, (radije nego pri ruci korisniku) i da ih razmenjuju sa ostalim korisnicima ovog sistema (društveni aspekt).
LL@(14266) These bookmarks can also be tagged with keywords, and an important difference from the folder- based categorisation used in traditional, browserbased bookmark lists is that a bookmark can belong in more than one category. => Ovi bukmarkeri takođe mogu da imaju neki dodatak (tag) u vidu ključnih reči, a značajna razlika u odnosu na folder-klasifikaciju koja se koristi u tradicionalnim bukmark listama zasnovanim na pretraživanju jeste da bukmark može da pripada većem broju kategorija odjednom.
LL@(14267) Using tags, a photo of a tree could be categorised with both tree and larch, for example.5 This process of organising information through user-generated tags has become known as folksonomy. => Pomoću tagova drvo se može kategorisati i kao drvo i kao tisa, na primer.5 Ovaj proces organizovanja informacija putem tagova koje pišu korisnici postao je poznat pod nazivom folksonomija.
LL@(14268) The types of content that can be tagged vary from: (cid:190) blogs (Technorati); (cid:190) books (Amazon); (cid:190) pictures (Flickr); (cid:190) podcasts (Odeo); (cid:190) videos (YouTube), to even tagging of tags (Pascu, 2008; Anderson, 2007). => Vrste sadržaja koje se mogu tagovati/imenovati razlikuju se kao: (cid: ~~~ blogovi (Technocrati); (cid:
LL@(14269) Different social bookmarking sites encourage different uses: some sites encourage more playful and personal tagging, for example Flickr, the phototagging site; while others afford a more deliberate style of tagging with a very clear idea of a specific audience, such as the academic sites Connotea or CiteULike (Owen et al., 2006; Vuorikari, 2007). => 
LL@(14270) Media Sharing Services Media Sharing Services. => knjige (Amazon); (cid: ~~~ slike (Flicr); (cid:
LL@(14271) Media sharing devices store user-contributed media, and allow users to search for and display content. => podcsts (Odeo); (cid: ~~~ video snimci (YouTube), ili čak i tagovanje ta gova (Pascu, 2008; Anderson, 2007).
LL@(14272) Examples include: 4 Redecer. => Različito obeležene društvene stranice (sajtovi) omogućavaju da se sadržaji različito koriste: neke stranice ukazuju da je sadržaj neobavezniji i ličniji, na primer Flickr, stranica fotografije; drugi su obeleženi konkretnije i jasno se vidi da su predviđeni za posebnu 4 Redecer. ~~~ C., et al. (2009), Learning 2.0:
LL@(14273) C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities, p 19 -20 5 Anderson. => The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: ~~~ Office for Official Publications of the European Communities, p 19 -20 5 Anderson.
LL@(14274) P., JISC Technology and Standards Watch, Feb. 2007, p 10 (cid:190) Flickr (photos); (cid:190) iTunes (podcasts and vodcasts); (cid:190) Slideshare (presentations); (cid:190) DeviantArt (art work); (cid:190) Scribd (documents) and (cid:190) YouTube (video). => P., JISC Technology and Standards Watch, Feb. ~~~ 2007, p publiku, na primer, naučni sajtovi Connotea ili CiteULike (Owen i dr., 2006; Vuorikari, 2007). ~~~ Medijski servisi za razmenu Medijski servisi za razmenu. ~~~ Uređaji za razmenu čuvaju medijske sadržaje koje šalju korisnici i omogućavaju korisnicima da ih pretražuju i da prikazuju njihov sadržaj. ~~~ Primeri ovakvih servisa su sledeći: (cid: ~~~ Flickr (fotografije); (cid: ~~~ iTunes (podcasts i vodcasts); (cid: ~~~ Slideshare (prezentacije); (cid: ~~~ DeviantArt (umetnost); (cid: ~~~ Scribd (dokumenti) i (cid: ~~~ YouTube (video).
LL@(14275) Posting photographs online is one of the most popular online content creation activities, driven by increasing popularity of digital cameras and mobiles with cameras. => Postavljanje fotografija on-line predstavlja jedan od najpopularnijih aktivnosti u kreiranju sadržaja, posebno sa porastom popularnosti digitalnih aparata i mobilnih telefona sa kamerama.
LL@(14276) More than 1 billion photos (1 million updated daily) are uploaded in photo sites. => Na stranicama za fotografije nalazi se više od 1 milijarde fotografija (dnevno se postavlja 1 milion).
LL@(14277) Social tagging is rising and millions of photos have been tagged in Flickr (1 million tags are added per week in Flickr) (Pascu, 2008).6 Podcasts and Vodcasts. => Ovakvo obeležavanje je sve rasprostranjenije, a na Flickr su već milioni fotografija (nedeljno se na Flickr dodaje 1 milion tagova) (Pascu, 2008)6.
LL@(14278) Podcasts are audio recordings, usually in MP3 format, of talks, interviews and lectures, which can be played either on a desktop computer or on a wide range of handheld MP3 devices7( example http://www.eslpod.com/website/index_new.html), while vodcast are online delivery of video (example http://www.vodcasts.tv/vc.php).8 Podcasting allows listeners to conveniently keep up-todate with recent audio or video content; vodcasts are video versions of podcasts (online delivery of video). => Podcasts i vodcasts. ~~~ Podkasti su audio snimci, obično MP3 formata, razgovora, intervjua i predavanja, koji se mogu pustiti ili na desktop kompjuteru ili na razn(na primer, im mobilnim MP3 uređajima7 http://www.eslpod.com/website/index_new.html), dok vodkast predstavlja isporuku video snimaka (na primer, http://www.vodcasts.tv/vc.php )8. (OECD, 2007). ~~~ U poređenju sa drugim kompjuterskim servisima, popularnost podkasta je ipak manja:
LL@(14279) The estimated number of podcasts in 2007 was over 100,000, when only three years earlier, there had been fewer than 10,000 (Pascu, 2008). => 2007. godine koristilo ga je samo oko 2% korisnika interneta u Evropi (Pascu, 2008)9.
LL@(14280) Apple iTunes hosted over 82,000 podcasts in 2006, representing a 10 fold increase from 2005 (Pascu, 2008; OECD, 2007). => Slideshare (prezentacije), http://www.slideshare.net/ omogućava nam da postavimo i razmenjujemo naše PowerPoint i Keynote prezentacije, Word i PDF dokumente u SlideShare10.
LL@(14281) Mobile-casting, i.e. receiving video and audio podcasts on mobile phones, is expected to develop rapidly (OECD, 2007). => DeviantArt (umetnost), http://www.deviantart.com/ predstavlja on-line zajednicu u kojoj se predstavljaju umetnička dela korisnika11.
LL@(14282) Compared to other social computing services, however, podcasting is less popular: only around 2% of Internet users in Europe used it in 2007 (Pascu, 2008).9 Slideshare (presentations), http://www.slideshare.net/ allow us to upload and share your PowerPoint & Keynote presentations, Word & PDF documents on SlideShare.10 DeviantArt (art work), http://www.deviantart.com/ is an online community showcasing various forms of usermade artwork.11 Scribd (documents), http://www.scribd.com/ is a document - sharing website which allows users to post documents of various formats, and embed them into a web page using its iPaper format. => Scribd (dokumenti), http://www.scribd.com/ predstavlja mrežu za razmenu dokumenata pomoću koje korisnici mogu da postave dokumenta različitih formata i da ih umetnu u web stranicu koristeći iPaper format.
LL@(14283) Scribd currently has more than 50 million monthly users and more than 50,000 documents are uploaded daily. => U ovom trenutku Scribd ima više od 50 miliona korisnika mesečno, a dnevno se postavi više od 50 000 dokumenata.
LL@(14284) All major document types can be formatted into iPaper including Word docs, PowerPoint presentations, PDFs, OpenOffice documents, and PostScript files.12 3. => Svi glavni tipovi dokumenata mogu se formatirati u iPaper; na primer, Word dokumenti, PowerPoint prezentacije, PDF dokumenti, OpenOffice dokumenti i PostScript datoteke12. 3.
LL@(14285) You tube There were an estimated 42.5 million videos on YouTube, 3 million on Yahoo Video, and around 2 million on Google Video and MySpace in 2007. => You tube Procenjuje se da je 2007. godine bilo 42,5 miliona videa na YouTube, 3 miliona na Yahoo Video, a oko 2 miliona na Google Video i na MySpace.
LL@(14286) In June 2006, 2.5 billion videos were watchedon YouTube, and more than 65,000 videos were uploaded daily. => Juna 2006. godine, na YouTube se gledalo 2,5 milijardi videa, a dnevno se postavljalo više od 65 000 video snimaka.
LL@(14287) Online video consumption (either streaming and downloading) is one of the most popular online activities worldwide, besides photo-sharing. => Podkasting omogućava slušaocima da na lak način prate savremene audio i video sadržaje; vodkasti predstavljaju video verzije podkasta (on-line dostava videa).
LL@(14288) In Europe, 1 in 3 French people visited a video-sharing website in 2006. => Broj podkasta 2007. godine procenjuje se na više od 100 000, a samo tri godine ranije, bilo ih je manje od 10 000 (Pascu, 2008).
LL@(14289) Some 70% of the online population downloads video streams, the majority of which, however, comprise professionally produced videos. ~~~ Below 1% of the visits to popular video sharing sites result in content creation; only some 0.16 % of visits to YouTube are from those creative people uploading their videos.13 YouTube is a popular video sharing website where users can upload, view, and share video clips. => Apple iTunes imao je više od 82 000 podkasta 2006., što je bilo deset puta više u odnosu na 2005. godinu (Pascu, 2008; OECD, 2007). t.j., prijem video i audio podkasta Mobile-casting, preko mobilnih telefona, trebalo bi da se brzo razvija On-line video potrošnja (neposredno praćenje i preuzimanje) jedna je od najpopularnijih on-line aktivnosti svuda u svetu, uz razmenu fotografija.
LL@(14290) Videos can be rated, and the average rating and the number of times a video has been watched are both displayed. => Godine 2006. u Evropi, svaki treći Francuz posetio je neku web stranicu za razmenu videa.
LL@(14291) YouTube has become an enormously popular form of web 2.0 New Media. => 
LL@(14292) A recent article in Wired cites an average of 65,000 uploads and 100 million videos viewed per day on YouTube (Godwin-Jones, 2007). => Oko 70% on-line populacije preuzima video spotove, od kojih većina predstavlja profesionalno napravljene video snimke.
LL@(14293) The article explores some examples of the wide variety of video content available on the site and searching through the site will provide ample examples of that diversity.14 You 6 Redecer. => Manje od 1% poseta ovim stranicama ima za rezultat stvaranje novog sadržaja, samo oko 0,16% poseta YouTube potiče od onih kreativnih ljudi koji posle postave svoje video snimke13. 6 Redecer. ~~~ C., et al. (2009), Learning 2.0:
LL@(14294) C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities, p 21 7 Anderson. => The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: ~~~ Office for Official Publications of the European Communities, p 21 7 Anderson.
LL@(14295) P, JISC Technology and Standards Watch, Feb. 2007, p 10 8 Anderson. => P, JISC Technology and Standards Watch, Feb. ~~~ 2007, p 10 8 Anderson.
LL@(14296) P, JISC Technology and Standards Watch, Feb. 2007, p 10 9 Redecer. => P, JISC Technology and Standards Watch, Feb. ~~~ 2007, p 10 9 Redecer.
LL@(14297)  => C., et al. (2009), Learning 2.0:
LL@(14298) C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities, p 21 10 Slideshere, Retrieved April 15, 2010 from: http://www.slideshare.net/ 11 Deviantart, Retrieved April 15, 2010 from:http://www.deviantart.com/ 12Scribd, Retrieved April 15, 2010 from: http://www.scribd.com/ 13 Redecer. => The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: ~~~ Office for Official Publications of the European Communities, p 21 10 Slideshere, Retrieved April 15, 2010 from: http://www.slideshare.net/ 11 Deviantart, Retrieved April 15, 2010 from:http://www.deviantart.com/ 12 Scribd, Retrieved April 15, 2010 from: http://www.scribd.com/ 13 Redecer.
LL@(14299) C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities, p 21 14 Kwan. => C., et al. (2009), Learning 2.0: ~~~ The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg:
LL@(14300) R., et al. (2008), Enhancing LearningThrough Technology, Research on Emerging Technologies and Pedagogies, London: World Scientific Publishing Co. Pte. => Office for Official Publications of the European Communities, p 21 YouTube je popularna veb stranica za razmenu video materijala na kojoj korisnici mogu da postave, razgledaju i razmenjuju video klipove.
LL@(14301)  => Video snimci se mogu ocenjivati, a prikazuju se i prosečna ocena i broj poseta i razgledanja.
LL@(14302) Ltd., p 33/35 Tube base is broad in age range, 18-55. => YouTube je postao izuzetno popularna mreža 2.0 novih medija.
LL@(14303)  => U nedavno objavljenom članku u Wired navodi se da se dnevno na You Tubu gleda u proseku 65 000 postavki i 100 miliona video snimaka (Godwin-Jones, 2007).
LL@(14304)  => U članku se razmatraju neki primeri najraznovrsnijeg video sadržaja koji je dostupan na sajtu, a pretragom sajta tek se dobija uvid u svu tu raznovrsnost14.
LL@(14305) 51% of users go to YouTube weekly or more often, and 52 percent of 1834 year-olds share videos often with friends and colleagues (YouTube Fact Sheet).15 Using YouTube Video can be a powerful educational and motivational tool. => Baza You Tube je vrlo široka i po uzrastu, kreće se u rasponu od 18-55 godina starosti. 51% korisnika posećuje YouTube jednom nedeljno ili češće, a 52% posetilaca starih 18-34 godine razmenjuje video sadržaje, često sa prijateljima i kolegama (YouTube Fact Sheet)15.
LL@(14306)  => Primena YouTube Video može da bude moćan obrazovni i motivacioni instrument.
LL@(14307) However, a great deal of the mediums power lies not in itself but in how it is used. => Ipak, veliki deo moći jednog medija nije u njemu samom, već u tome kako se koristi.
LL@(14308) Video is not an end in itself but a means toward achieving learning goals and objectives. => Video nije cilj sam po sebi, već sredstvo za postizanje ciljeva u učenju.
LL@(14309) Effective instructional video is not television-to-student instruction but rather teacher-to-student instruction, with video as a vehicle for discovery. => Efektivan nastavni video ne predstavlja nastavu tipa televizija-studentu, već je to pre nastava nastavnik-studentu, gde je video samo sredstvo kojim se dostiže željeni cilj.
LL@(14310) YouTube is increasingly being used by educators as a pedagogic resource for everything from newsworthy events from around the world to slice-of-life videos used to teach students within an ESL (English as a Second Language) course. => Sve više edukatora koristi YouTube kao pedagoško sredstvo za sve, od događaja vrednih pomena u svetu do videa koji predstavljaju insert iz života koji se koriste u učenju engleskog jezika kao drugog jezika (ESL).
LL@(14311)  => Video se kreće od nastavnog video materijala do materijala New Media čiji su autori studenti16.
LL@(14312) From instructional videos to an online space to share student authored New Media.16 Example and illustration: Many higher education institutions are embracing social networking services to present their institution to society and to connect with current and prospective learners.17 In December 2008, there were 1,360 university channels on YouTube and many learning-related topic groups.18 The University of California, Berkley, USA, was the first to make full course lectures freely available through YouTube. => Primer i ilustracija: ~~~ Mnoge institucije višeg i visokog obrazovanja opredeljuju se za servise na društvenim mrežama da bi svoju instituciju predstavili društvu i da bi se povezali sa sadašnjim i potencijalnim studentima17. ~~~ Decembra 2008. godine na YouTube bilo je 1360 univerzitetskih kanala i mnogo grupa18 koje su pratile određene sadržaje.
LL@(14313) It runs its own channel as a YouTube partner and provides over 500 video lessons (hours of content),19 like in iTunes.20 In addition, on You Tube exist edu channels from different University21, and, if FON (Sumorg 2010) have channel on You Tube, then we could record and share our presentation (video) on You Tube, with three simple steps using Camtasi Studio22 (with Bluetooth headset connections).23 (cid:190) Record (cid:190) Edit (cid:190) Share24, or in the future, production of HD lessons in full HD format and designing of a system for broadcasting over network distribution from youngest Microsoft system engineer Marko Calasan. => Univerzitet Kalifornije, Berkley, u SAD, prvi je postavio besplatna predavanja za cele kurseve na YouTube. ~~~ Ovaj univerzitet ima svoj sopstveni kanal kao partner YouTube i obezbeđuje 500 video predavanja (sati sadržaja)19, kao na iTunes20. ~~~ Pored toga, na YouTube postoje edu(kativni) kanali različitih univerziteta21 i, kada bi FON (Symorg 2010) imao kanal na YouTube, mogli bismo da snimamo i razmenujemo našu prezentaciju (video) na YouTube, pomoći tri jednostavna koraka, a koristeći Camtasi Studio22 (sa Bluetooth slušalicama)23: (cid: ~~~ Snimiti (cid: ~~~ Urediti (cid:
LL@(14314) 25 Conclusion Like the early days of the Internet, there is an optimism driving experimentation and exploration across the learning associated with terms like, New Media, and Web 2.0. => Razmeniti24, ili, u budućnosti, proizvoditi HD predavanja u punom HD formatu i projektovati sistem za emitovanje putem mreže najmlađeg Majkrosoftovog sistem-inženjera Marka ]alasana25.
LL@(14315) New Media presents educators with shifting frames of reference to consider in relation to teaching and learning. => Zaključak Kao i u ranim danima interneta, i sada postoji optimizam s koji pokreće eksperimentisanja i primene u učenju povezani sa terminima kao što su novi mediji i Web 2.0. novi mediji edukatorima nude okvire referenci koje mogu da imaju na raspolaganju prilikom nastave i učenja.
LL@(14316) Students and educators now have access to a ubiquitous learning environment where its possible to search for, locate, and quickly access elements of learning that address immediate needs. => I studenti i edukatori sada imaju pristup sveprisutnom okruženju za učenje u kojem je moguće pretraživati, locirati i brzo pristupiti sadržajima za učenje koji odgovaraju našim neposrednim potrebama.
LL@(14317) It is possible to use the New Media to construct and organize personalized, unique interactions with an educational context. => Nove medije je moguće koristiti i u pripremi i organizovanju individualizovanih, jedinstvenih interakcija sa edukativnim kontekstom.
LL@(14318) The instructional design and content elements that form a learning must ideally be dynamic and interdependent. => U idealnim uslovima, instrukcioni dizajn i elementi sadržaja koji čine učenje moraju da budu dinamični i međuzavisni.
LL@(14319) The learning environment should enable instructional elements designed as small, highly relevant content objects to be dynamically reorganized into a variety of pedagogical models. => 
LL@(14320) This dynamic reorganization of content into different pedagogical models creates a learning system adaptive and personalized to varying student needs. => 
LL@(14321) YouTube is not necessary for good teaching. => Okruženje za učenje trebalo bi da obez 14 Kwan.
LL@(14322) Within an examination of New Media sites such as YouTube and the discourses that frame their use educators should consider: how do we engage with these technologies, and, how do we teach students to think critically about their potential uses? => 
LL@(14323) How do video sharing sites such as YouTube reshape our participation in and out of the classroom? => R., et al. (2008), Enhancing LearningThrough Technology, Research on Emerging Technologies and Pedagogies, London:
LL@(14324) Such questions, of course, do not have simple answers. => World Scientific Publishing Co. ~~~ Pte.
LL@(14325) Suggested is that educators need to go beyond treating video sharing sites as only virtual libraries and instead emphasize the features more aligned with 15 YouTube Fact Sheet, Retrieved April 15, 2010 from: http://www.youtube.com/t/fact_sheet 16 Kwan. => Ltd., p 33/35 15 YouTube Fact Sheet, Retrieved April 15, 2010 from: http://www.youtube.com/t/fact_sheet 16 Kwan.
LL@(14326) R., et al. (2008), Enhancing LearningThrough Technology, Research on Emerging Technologies and Pedagogies, London: World Scientific Publishing Co. Pte. => R., et al. (2008), Enhancing LearningThrough Technology, Research on Emerging Technologies and Pedagogies, London: ~~~ World Scientific Publishing Co. ~~~ Pte.
LL@(14327) Ltd., p 33/35 17 Barkley,The University of California, Retrieved April 15, 2010 from: http://berkeley.edu/ 18 Redecer. => Ltd., p 33/35 17 Barkley,The University of California, Retrieved April 15, 2010 from: http://berkeley.edu/ 18 Redecer.
LL@(14328)  => C., et al. (2009), Learning 2.0:
LL@(14329) C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities, p 21 19Barkley,The University of California, Retrieved April 15, 2010 from: http://berkeley.edu/ 20 Barkley on iTunes Retrieved April 15, 2010 from: http://itunes.berkeley.edu/ 21 You Tube Edu, Retrieved April 15, 2010 from: http://www.youtube.com/channels?s=ytedu_mv 22 TechSmith, Camtasia Studio product tour Retrieved April 15, 2010 from: http://www.techsmith.com/camtasia/features.asp 23 Bluetooth is a proprietary open wireless technology standard for exchanging data over short distances (using short length radio waves) from fixed and mobile devices 24 TechSmith, Camtasia Studio product tour Retrieved April 15, 2010 from: http://www.techsmith.com/camtasia/features.asp 25 Future trends http://www.youtube.com/watch?v=bEDK00vydik&feature=player_embedded social interactivity and participation irrespective of place or time. => The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: ~~~ Office for Official Publications of the European Communities, p 21 19 Barkley,The University of California, Retrieved April 15, 2010 from: http://berkeley.edu/ 20 Barkley on iTunes Retrieved April 15, 2010 from: http://itunes.berkeley.edu/ 21 You Tube Edu, Retrieved April 15, 2010 from: http://www.youtube.com/channels?s=ytedu_mv 22 TechSmith, Camtasia Studio product tour Retrieved April 15, 2010 from: http://www.techsmith.com/camtasia/features.asp 23 Bluetooth is a proprietary open wireless technology standard for exchanging data over short distances (using short length radio waves) from fixed and mobile devices 24 TechSmith, Camtasia Studio product tour Retrieved April 15, 2010 from: http://www.techsmith.com/camtasia/features.asp 25 Future trends http://www.youtube.com/watch?v=bEDK00vydik&feature=player_embedded bedi da elementi nastave koji su projektovani kao sitne, ali veoma značajne teme u sadržaju mogu dinamički da se reorganizuju u veliki broj različitih pedagoških modela. ~~~ Ova dinamička reorganizacija sadržaja u različite pedagoške modele stvara sistem učenja koji se može prilagoditi i koji je individualizovan u skladu sa različitim potrebama studenata. ~~~ Da bi nastava bila uspešna YouTube nije neophodan. ~~~ U okviru ispitivanja stranica novih medija kao što je YouTube i diskursa koji služe kao okvir za njihovu primenu, edukatori bi trebalo da razmotre sledeća pitanja: kako se mi bavimo ovim tehnologijama i kako učimo studente da kritički promišljaju njihovu potencijalnu primenu? ~~~ Na koji način stranice za razmenu video materijala kao što je You Tube preoblikuju način našeg učestvovanja u učionici i izvan nje? ~~~ Na ovakva pitanja, naravno, ne postoje jednostavni odgovori. ~~~ Pretpostavlja se da edukatori ne treba da koriste stranice za video razmenu samo kao virtuelnu biblioteku, već da treba da insistiraju na obeležjima koja su više u skaldu sa društvenom interaktivnošću i učešćem, bez obzira na mesto ili vreme.
LL@(14330) To advocate sharing and discussion of comments, video responses to existing content, flexible possibilities for collaborative assessment and other possibilities of media sharing knowledge and collaboration. => Naš zadatak je da se borimo za razmenu i raspravu o komentarima, za video odgovore na postojeće sadržaje, za fleksibilne mogućnosti za saradničke procene i za druge mogućnosti za razmenu znanja i saradnju putem medija.
LL@(14331) REFERENCES Š1Ë Armstrong. => LITERATURA Š1Ë Armstrong.
LL@(14332) M., (2006), A Handbook of HRM prac tice, 10 th Edition, London and Philadelphia: Kogan Page Š2Ë Anderson. => M., (2006), A Handbook of HRM practice, 10 th Edition, London and Philadelphia: ~~~ Kogan Page Š2Ë Anderson.
LL@(14333) P., JISC Technology and Standards Watch, Feb. 2007 Š3Ë Barkley, The University of California, http://berke ley.edu/ Š4Ë Barkley on iTunes, http://itunes.berkeley.edu/ Š5Ë Deviant art, http://www.deviantart.com/ Š6Ë Kwan. => P., JISC Technology and Standards Watch, Feb. ~~~ 2007 Š3Ë Barkley, The University of California, http://berkeley.edu/ Š4Ë Barkley on iTunes, http://itunes.berkeley.edu/ Š5Ë Deviant art, http://www.deviantart.com/ Š6Ë Kwan.
LL@(14334) R., et al. (2008), Enhancing LearningThrough Technology, Research on Emerging Š7Ë Redecer. => R., et al. (2008), Enhancing Lear ningThrough Technology, Research on Emerging Š7Ë Redecer.
LL@(14335)  => C., et al. (2009), Learning 2.0:
LL@(14336) C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities Š8Ë Slideshere, http://www.slideshare.net/ Š9Ë Scribd, http://www.scribd.com/ Š10Ë Technologies and Pedagogies, London: World Scientific Publishing Co. Pte. => The Im pact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: ~~~ Office for Official Publications of the European Communities Š8Ë Slideshere, http://www.slideshare.net/ Š9Ë Scribd, http://www.scribd.com/ Š10Ë Technologies and Pedagogies, London: ~~~ World Scientific Publishing Co. ~~~ Pte.
LL@(14337) Ltd. Š11Ë Tech Smith, Camtasia Studio product tour, http://www.techsmith.com/camtasia/features.asp Š12Ë YouTube Fact Sheet, http://www.youtube.com/t/fact_sheet Š13Ë You Tube Edu, http://www.youtube.com/chan nels?s=ytedu_mv External Measures of Managers Success to Create Shareholder Value UDC: 005.915:347.725 Milan Čupić Faculty of Economics, Kragujevac External value measures are the favorite tools of modern investors and managers to assess current and prospective companys ability to achieve the goal of maximizing shareholder value. => Ltd. ~~~ Š11Ë Tech Smith, Camtasia Studio product tour, http://www.techsmith.com/camtasia/features.asp Š12Ë YouTube Fact Sheet, http://www.youtube.com/t/fact_sheet Š13Ë You Tube Edu, http://www.youtube.com/chan nels?s=ytedu_mv Eksterna merila uspeha menadžera da stvore vrednost za akcionare UDK: ~~~ 005.915:347.725 Milan Čupić Ekonomski fakultet u Kragujevcu Eksterna merila vrednosti predstavljaju omiljene instrumente savremenih investitora i menadžera za procenu tekuće i perspektivne sposobnosti kompanije da ostvari cilj maksimiziranja vrednosti za akcionare.
LL@(14338) They provide a market assessment of intrinsic value of a company, and managements performance and strategy. => Ona pružaju tržišnu procenu suštinske vrednosti preduzeća, te performansi i strategija menadžmenta.
LL@(14339) The aim of this paper is to examine the applicability of some external value measures for assessing the success of management to create shareholder value. => Cilj ovog rada je da ispita upotrebljivost nekoliko eksternih merila vrednosti za ocenu uspešnosti menadžera da stvore vrednost za akcionare.
LL@(14340) The paper points out that managers can only partially affect the market share price, hence the amount of these measures. => U radu se ističe da menadžeri mogu samo delimično uticati na tržišnu cenu akcija, time i na visinu ovih merila.
LL@(14341) Therefore, a particular problem is to determine the part of shareholder value, which was created thanks to management of a company. => Zato je poseban problem utvrditi onaj deo vrednosti za akcionare čijem je stvaranju doprineo menadžment kompanije. 1.
LL@(14342) 1. ~~~ Introductory notes The prevailing attitude in both the financial theory and practice is that the changes in the share prices are among the most reliable indicators of the actual value of the company. => Uvodna razmatranja U finansijskoj teoriji i praksi preovlađuje uverenje da su promene cena akcija jedan od najpouzdanijih pokazatelja suštinske vrednosti kompanije.
LL@(14343) Simultaneously, the managers are believed not to be in a position to affect the share price to any significant extent, that is, that the share price is determined exclusively by the general economic conditions and the investors expectations. => Istovremeno, uverenje je da menadžeri mogu neznatno uticati na kretanje cena akcija, odnosno da cenu akcija gotovo isključivo određuju opšti ekonomski uslovi i očekivanja investitora.
LL@(14344) Some studies find that managers can affect only 25 percent of the share price, while 70-80 percent is under the impact of the macroeconomic, industry branch and other factors the managers cannot affect Š15Ë. => Neke studije pokazuju da menadžeri mogu uticati samo na 25% cene akcija, dok je 70-80% pod uticajem makroekonomskih, granskih i drugih faktora izvan uticaja menadžera Š15Ë.
LL@(14345) The fact is, however, that in the same conditions, different companies achieve different results, reflected in different percentage changes in the share prices, as well as that investors do not invest only into promising industries, but also into promising companies with a good management. => Činjenica je, međutim, da u istim uslovima, različite kompanije postižu različite rezultate, oličene u različitim procentualnim promenama cena akcija, kao i da investitori ne ulažu samo u perspektivne grane, već i u perspektivne kompanije sa dobrim menadžmentom.
LL@(14346) A number of studies have found that the investors in the U.S.A. and the UK are willing to pay up to 18% more for the shares of the companies with reliable management, rather than for the shares of the companies with similar performances, but with a weak corporate management Š4Ë. => Nekoliko istraživanja je pokazalo da su investitori u SAD i UK spremni da plate i do 18% više za akcije kompanija sa pouzdanim menadžmentom, nego za akcije kompanija sa sličnim performansama, ali slabim korporativnim upravljanjem Š4Ë.
LL@(14347) Similar findings were obtained in the developing countries, where the investors are ready to pay 20-40% more for the shares with a good corporate management Š2Ë. Modigliani and Miller studied the impact of managers upon the share prices. => Slično su pokazala istraživanja u nerazvijenim zemljama, gde su investitori spremni da plate 20-40% više za akcije sa dobrom korporativnom upravom Š2Ë. ~~~ Modiljani (Modigliani) i Miler (Miller) su se bavili pitanjem uticaja menadžera na cenu akcija.
LL@(14348) They have found that the market value of the company is affected by six factors, two of which are beyond the managers control. => Oni su utvrdili da na tržišnu vrednost kompanije utiče šest faktora, od kojih su dva van kontrole menadžera.
LL@(14349) Managers can only partially affect the cost of capital, primarily the desired shareholder return rate, as well as the lenght of the term in which the shareholders expect to achieve above average returns. => Menadžeri mogu samo delimično uticati na cenu kapitala, pre svega na željenu stopu prinosa akcionara, i dužinu perioda tokom kojeg akcionari očekuju da ostvaruju iznadprosečne prinose.
LL@(14350) The following four factors are under the exclusive impact of managers: 1. => Pod isključivim uticajem menadžera su sledeća četiri faktora:
LL@(14351) Financial structure, i.e., the amount of financial indebtedness; 2. => 
LL@(14352) Capital expenses; 3. ~~~ Net operating profit after taxes or NOPAT; 4. ~~~ Returns rate to new investments Š15Ë. => 1. finansijska struktura, tj. stepen finansijskog za duženja, 2. kapitalni izdaci, 3. neto poslovni dobitak posle poreza ili NOPAT (net operating profit after taxes) i 4. stopa prinosa na nova ulaganja Š15Ë.
LL@(14353) Especially important is the last factor, since together with the amount of new investments, it determines the prospective capacity of the company to create value. => Posebno značajan je poslednji faktor, jer on zajedno sa nivoom novih ulaganja određuje perspektivnu sposobnost kompanije da stvara vrednost.
LL@(14354) If the assumption that managers affect the share prices by their decisions on the organizational structure, raising and using the capital is accepted as correct, what remains to be solved is the assessment of the value whose creation the management contributed to. => Ako se kao tačna prihvati pretpostavka da menadžeri utiču na cenu akcija svojim odlukama o organizacionoj strukturi, pribavljanju i upotrebi kapitala, onda preostaje da se reši problem procene vrednosti čijem stvaranju je menadžment doprineo.
LL@(14355) The measure of the management success is the extent to which it manages to prosper better than its competition in the conditions of prosperity, or decline less than its competition in the conditions of recession. => Mera uspeha menadžmenta je stepen u kojem on uspeva da napreduje više u uslovima prosperiteta ili nazaduje manje u uslovima recesije od svoje konkurencije.
LL@(14356) As the market (external) estimations of managers activities are generally an underlying factor in the system of management rewards and bonuses and an important factor that conditions the managerial structure, several external value measures have been developed over time. => Kako su tržišne (eksterne) procene aktivnosti menadžera često u osnovi sistema menadžerskih nagrada i bonusa i važan faktor koji uslovljava sastav menadžerske strukture, vremenom je razvijeno nekoliko eksternih merila vrednosti. 2.
LL@(14357) 2. ~~~ Market value added The market value added, or the MVA for short, is a measure that was developed and registered as a trade mark by the Stern Stewart & Co. => Tržišna dodata vrednost Tržišna dodata vrednost, skraćeno MVA (market value added), je merilo koje je razvila i kao svoje trgovačko ime registrovala kompanija Stern Stjuart (Stern Stewart & Co.).
LL@(14358) The MVA is the difference between the market value of the company and the book value of the capital invested into the company, and is calculated using the following model: MVA = Market value of the company - Invested capital (1) The MVA allows for the assessment of the effects the management of the company achieves investing the capital it is entrusted. => MVA predstavlja razliku između tržišne vrednosti kompanije i knjigovodstvene vrednosti kapitala uloženog u kompaniju, a izračunava se primenom sledećeg obrasca: ~~~ MVA = Tržišna vrednost preduzeća - Uloženi kapital (1) MVA omogućava procenu efekata koje menadžment kompanije ostvaruje korišćenjem poverenog mu kapitala.
LL@(14359) The positive side of this measure points to the fact that the management has succeeded in creating value for the shareholders. => Pozitivna vrednost ovog merila ukazuje na činjenicu da je menadžment uspeo da kreira vrednost za akcionare.
LL@(14360) The negative side of the MVA leads to a conclusion that the management made investments that caused value destruction. => Negativna vrednost MVA upućuje na za ključak da je menadžment preduzimao ulaganja, koja su uzrokovala uništavanje vrednosti.
LL@(14361) If the company raises capital by issuing bonds and shares to trade on the stock exchange, then the market value of the company equals the sum of the market values of the issued securities. => Ako kompanija pribavlja finansijska sredstva emisijom obveznica i akcija kojima se trguje na berzi, onda je tržišna vrednost kompanije jednaka zbiru tržišnih vrednosti emitovanih vrednosnih papira.
LL@(14362) The market value of the issued securities is defined as the output of price multiplied by the number of securities of a certain type. => Tržišna vrednost emitovanih hartija od vrednosti se definiše kao proizvod cene i broja hartija određene vrste.
LL@(14363) The companys market value can also be established implementing the method of discounted free cash flow, using the corresponding rate of the investment criterion (e.g., cost of capital) as a discount rate. => Tržišna vrednost kompanije se može utvrditi i primenom metoda diskontovanog slobodnog novčanog toka, uz korišćenje odgovarajuće stope investicionog kriterijuma (npr. cena kapitala) kao diskontne stope.
LL@(14364) Since the market value of the borrowed capital in practice generally approximates its book value, the following method can also be implemented to establish the MVA: MVA = Market value of shares - Capital subscribed by shareholders (2) As to the invested capital, it is generally defined as a sum of financial assets obtained from a variety of external sources, as well as by the profit accumulation, for the purpose of investing into further business operations of the company. => S obzirom na to da tržišna vrednost pozajmljenog kapitala u praksi uglavnom aproksimira njegovoj knjigovodstvenoj vrednosti, za utvrđivanje MVA se može koristiti i sledeći model: ~~~ MVA = Tržišna vrednost akcija - Kapital uplaćen od akcionara [to se uloženog kapitala tiče, on se obično definiše kao suma finansijskih sredstava pribavljenih iz različitih eksternih izvora, kao i putem akumulacije dobitka, sa ciljem ulaganja u poslovne poduhvate preduzeća.
LL@(14365) The full amount of capital is taken into account, regardless of when it was obtained, that is, the entire capital since the moment the company was started. => U obzir se uzima sav kapital, bez obzira na to kada je pribavljen, odnosno sav kapital od trenutka osnivanja kompanije.
LL@(14366) In practice, the value of the capital invested is calculated on the basis of the accounting data that rarely, except when the company is being established, display a really invested capital. => U praksi se vrednost uloženog kapitala utvrđuje korišćenjem knjigovodstvenih podataka, koji retko, osim prilikom osnivanja kompanije, ukazuju na stvarno uloženi kapital.
LL@(14367) The reasons for this departure from economic reality should be sought in accounting conventions, especially in the principles of historical expenses and realization. => Razloge za ovo udaljavanje od ekonomske realnosti treba tražiti u računovodstvenim konvencijama, naročito načelima istorijskog troška i realizacije.
LL@(14368) The MVA is often said to be a reliable measure of the shareholder value created, as it takes into account the market estimation of the effectiveness of the management in the resources use, as well as the estimate of the success the management has in the long-term positioning of the company. => Često se ističe da MVA predstavlja pouzdano merilo vrednosti stvorene za akcionare, budući da uzima u obzir tržišnu procenu efektivnosti sa kojom menadžment koristi resurse, kao i procenu uspeha sa kojim je menadžment pozicionirao kompaniju u dugom roku.
LL@(14369) Some research shows that the MVA approximates to the value that would be determined implementing the net present value method Š16Ë. => Neka istraživanja pokazuju da MVA aproksimira vrednosti koja bi bila utvrđena primenom metoda neto sadašnje vrednosti Š16Ë.
LL@(14370) It is therefore believed that managers, whose rewards and bonuses depend on the MVA value, are not much in favour of deciding upon operations with a negative net present value. => Zato se smatra da su menadžeri, čije nagrade i bonusi zavise od vrednosti MVA manje skloni izboru poduhvata sa negativnom neto sadašnjom vrednošću.
LL@(14371) As it measures the value in absolute monetary units, the MVA takes into account the differences in the amounts of the capital invested, i.e., the fact that larger capital generates more value. => Budući da meri vrednost u apsolutnim novčanim jedinicama, MVA uvažava razlike u veličini uloženog kapitala, odnosno činjenicu da se sa više kapitala generiše više vrednosti.
LL@(14372) The criticism that is usually directed to the MVA is related to its feature of the absolute measure of value from the moment the company is established. => Zamerka koja se najčešće upućuje MVA tiče se njenog svojstva apsolutne mere vrednosti od trenutka osnivanja kompanije.
LL@(14373) Alistair Blair described this problem in the following way: The MVA takes into account the historical and now irrelevant results, combined with the results of the previous year and the todays hopes or disappointments, mutually expressed in the current share price. => Alister Bler (Alistair Blair) je ovaj problem opisao na sledeći način: ~~~ MVA uvažava istorijske i sada irelevantne rezultate, kombinovane sa rezultatima protekle godine i današnjom nadom ili razočaranjem, zajedno izražene kroz tekuću cenu akcija.
LL@(14374) The fact is that we are interested solely in the current achievements, or, more precisely, time-defined, for the achievements from the moment the presently ruling management took office in the company Šaccording to 1, p.860Ë. => Sigurno je da smo mi zainteresovani samo za tekuća ostvarenja, ili preciznije, vremenski određeno, za ostvarenja od trenutka kada je aktuelni menadžment preuzeo dužnosti u kompaniji Šprema 1, p. 860).
LL@(14375) This statement can be interpreted as a request that the MVA be converted into a measure to assess the achievement not from the moment the company was started, but over a given time, in order to identify the contribution of the current management to the shareholder value creation. => Ova izjava se može protumačiti kao zahtev za konverziju MVA u merilo koje će meriti ostvarenja, ne od trenutka osnivanja kompanije, već u određenom vremenskom periodu, u cilju izolovanja doprinosa aktuelnog menadžmenta stvaranju vrednosti za akcionare.
LL@(14376) Close to the previous criticism is the fact that the MVA is a relevant information only for those shareholders who bought the stocks when the company was established. => U vezi sa prethodnom zamerkom je činjenica da MVA predstavlja relevantan podatak samo za akcionare koji su akcije kupili kada je kompanija osnovana.
LL@(14377) The investors who buy the stocks later, on the primary or secondary markets, earn the MVA only from the moment they invest. => Investitorima koji su kasnije kupili akcije na primarnom ili sekundarnom tržištu pripada MVA samo od trenutka ulaganja.
LL@(14378) Some studies have shown that half of the shares of an average company change their owners every second year, and that only 3 percent investors hold their shares for a period longer than 10 years. => Neka istraživanja pokazuju da polovina akcija prosečne kompanije menja vlasnika svake dve godine, te da samo 3% investitora drži akcije duže od 10 godina.
LL@(14379) Hence we can maintain that each shareholder have their own MVA, while the MVA calculation for the shareholders who bought their shares on several occasions remains a specific problem to be solved. => Zato se može tvrditi da svaki akcionar ima svoju MVA, dok poseban problem ostaje obračun MVA za akcionare koji su akcije kupovali u više navrata.
LL@(14380) It is for this reason that we cannot talk about the MVA adequate for all shareholders Š9Ë. => Dakle, ne može se govoriti o MVA, primerenoj za sve akcionare Š9Ë.
LL@(14381) The MVA is an important external measure to assess the performance of the whole company and the value of the past and the intended investments, however, it is not really useful in everyday business-decision making and long-term planning. => MVA je važno eksterno merilo za ocenu uspeha čitave kompanije i vrednosti prošlih i nameravanih investicija, mada nije od naročite koristi kada je reč o svakodnevnom poslovnom odlučivanju i dugoročnom planiranju.
LL@(14382) Since it is only the company that can issue stocks, the MVA cannot be calculated on the level of divisions, business units or production lines; hence it is difficult to directly affect its increase. => Budući da akcije može emitovati samo kompanija, MVA se ne može obračunati na nivou divizija, poslovnih jedinica ili proizvodnih linija, pa je teško direktno uticati na njeno povećanje.
LL@(14383) For the purpose of daily running the company to maximize the MVA, the managers must therefore rely on internal measures of value. => Menadžeri se zato, za potrebe svakodnevnog upravljanja kompanijom u cilju maksimiziranja MVA, moraju osloniti na interna merila vrednosti.
LL@(14384) The internal measure, found by numerous studies to be in strong correlation with MVA, is the economic value added, shortened as EVA Š13Ë. => Interno merilo, za koje su brojne studije potvrdile jaku korelaciju sa MVA, jeste ekonomska dodata vrednost, skraćeno EVA (economic value added) Š13Ë.
LL@(14385) In the Stern Stewart & Company they maintain that the MVA is equal to the present value of all the future EVAs, namely: EVA n MVA = ‡ + + + k 1( = i t ) t (3) Starting from the formulae 1 and 3, it is clear that the market value of the company may be maximized if the present value of the future EVA is maximized, which can be seen in the following formula:The first research Market value = Capital invested EVA n + ‡ + t + + k ) 1( = i t (4) into the correlation between the EVA and the MVA was conducted by the Stern Stewart Company analysts in 1989, on a sample of 613 companies from the list of 1000 most successful companies in the U.S.A. => U kompaniji Stern Stjuart tvrde da je MVA jednaka sadašnjoj vrednosti svih budućih EVA, tj: ~~~ EVA n MVA = ‡ + t + + k 1( ) = i t (3) Polazeći od formula 1 i 3, jasno je da tržišna vrednost kompanije može biti maksimizirana ukoliko se maksimizira sadašnja vrednost budućih EVA, što se može videti u sledećoj formuli: ~~~ Tržišna vrednost = Uloženi kapital EVA n + ‡ + t + + k ) 1( = i t (4) Prvo istraživanje o povezanosti između EVA i MVA sproveli su 1989. analitičari kompanije Stern Stjuart, na uzorku od 613 kompanija sa liste 1.000 najuspešnijih kompanija u SAD.
LL@(14386) They found that the correlation degree between the EVA and the MVA for the companies with a positive EVA was very high, whereas for the companies with a negative EVA the correlation was weak. => Oni su utvrdili da je stepen korelacije između EVA i MVA za kompanije sa pozitivnom EVA jako visok, a za kompanije sa negativnom EVA slaba.
LL@(14387) Stewart attempted to explain the weak correlation in the companies with a negative EVA by the fact that the market share price reflects at least the net value of the assets, regardless of the companys returns (namely, the market value of the company does not fall significantly below its book value, except in cases of serious problems in business) Š5Ë. => Stjuart je pokušao da objasni slabu korelaciju u kompanijama sa negativnom EVA, time da tržišna cena akcija odražava najmanje vrednost neto imovine, bez obzira na prinose kompanije (odnosno tržišna vrednost preduzeća ne pada znatno ispod knjigovodstvene vrednosti, osim u slučaju ozbiljnih problema u poslovanju) Š5Ë.
LL@(14388) Numerous studies, however, pointed to a much higher degree of correlation between the MVA and the accounting indicators such as the rate of return on business assets,business profit , and NOPAT Š13Ë. => Brojne studije su, međutim, ukazale na mnogo veći stepen korelacije između MVA i računovodstvenih pokazatelja poput stope prinosa na poslovna sredstva, poslovnog dobitka i NOPAT Š13Ë.
LL@(14389) Thus Kramer and Pushner conducted a performance analysis of 1000 companies on the Stern Stewart list and found that the changes and the level of the MVA are defined by the level and changes of the NOPAT to a much larger extent compared to that of the EVA. => Kramer (Kramer) i Pušner (Pushner) su tako na osnovu analize performansi 1.000 kompanija na listi Stern Stjuarta utvrdili da su promene i nivo MVA mnogo više određeni nivoom i promenama NOPAT, nego EVA.
LL@(14390) On this same sample Dodd and Chen found a 20% correlation between the MVA and the EVA, however a significantly greater between the MVA and the ROA (25%) Š5Ë. Two weaknesses of the MVA are frequently pointed out: 1. => Dod (Dodd) i Čen (Chen) su na istom uzorku utvrdili korelaciju između MVA i EVA od 20%, ali još veću korelaciju između MVA i ROA (25%) Š5Ë. ~~~ Često se ističu sledeća dva nedostatka MVA:
LL@(14391) The MVA does not take into account the cost of capital, that is, the opportunity to employ the capital with a more favourable investment MVA/risk ratio. => 1. MVA ne uvažava cenu kapitala, odnosno mogućnost angažovanja kapitala uz povoljniji odnos MVA/rizik ulaganja.
LL@(14392) It is likely that a company with a positive MVA achieves the rate of returns on investments lower that the cost of capital, i.e., that the market value of the company covers the value of the invested capital, but not the cost of that capital. ~~~ 2. => Sasvim je moguće da kompanija sa pozitivnom MVA, ima stopu prinosa na ulaganje manju od cene kapitala, tj. da tržišna vrednost kompanije pokriva vrednost uloženog kapitala, ali ne i trošak tog kapitala. 2.
LL@(14393) The MVA does not take into account the impact of the dividend policy upon the shareholder welfare. => MVA ne uzima u obzir uticaj dividendne politike na blagostanje akcionara.
LL@(14394) Between two companies that achieved the same amount of MVA, the one that pays the dividends regularly contributes to the shareholder value to a greater extent. => Od dve kompanije koje su stvorile isti iznos MVA, blagostanju akcionara više doprinosi ona koja redovno isplaćuje dividende.
LL@(14395) One way to surpass these problems is to compute the excess returns (ER) using the following formula: ER = Value created - Value expected (5) The created value is equal to the present value of all money inflows the shareholders achieved (e.g., dividends), accrued for the current market share value. => Jedan od načina za prevazilaženje ovih problema je izračunavanje Viška prinosa, skraćeno ER (Excess return), primenom sledeće formule: ~~~ ER = Stvorena vrednost - Očekivana vrednost (5) Stvorena vrednost je jednaka sadašnjoj vrednosti svih novčanih priliva koje su akcionara ostvarili (npr. dividenda), uvećanoj za tekuću tržišnu vrednost akcija.
LL@(14396) The expected value represents the present value of the initial and all the subsequent investments into the company. => Očekivana vrednost predstavlja sadašnju vrednost inicijalnog i svih kasnijih ulaganja u kompaniju.
LL@(14397) The discount rate is taken to be the investment criterion rate for a respective risk class. => Kao diskontna stopa koristi se stopa investicionog kriterijuma za odgovarajuću klasu rizika.
LL@(14398) Hence the ER takes into account the possibility that the shareholders may have invested not only the invested capital, but also the dividend, into some other alternative and achieve the rate of returns larger than the one provided by the company. => Dakle, ER uvažava mogućnost da su akcionari, ne samo uloženi kapital, već i dividendu mogli uložiti u neku drugu alternativu i ostvariti stopu prinosa veću od one koju im obezbeđuje kompanija.
LL@(14399) A lower than zero ER indicates that the company failed to achieve the minimum rate of return, i.e., that it destroyed the shareholder value. => ER manji od nule ukazuje na to da kompanija nije uspela da ostvari minimalnu stopu prinosa, odnosno da je uništila vrednost za akcionare. 3.
LL@(14400) 3. ~~~ M/B RATIO The relationship between the market and the book values, market-to-book ratio (MBR) follows the MVA. => M/B RACIO Odnos tržišne i knjigovodstvene vrednosti, skraćeno MBR (market-to-book ratio) se nadovezuje na MVA.
LL@(14401) While the MVA is an absolute expression of the value created, established as a difference between the market and the book value of the company (capital), the MBR is an indicator that measures the created value in a relative way, using the same inputs. => Dok je MVA apsolutni izraz stvorene vrednosti, koji se utvrđuje kao razlika tržišne i knjigovodstvene vrednosti preduzeća (kapitala), dotle je MBR pokazatelj, koji koristeći iste inpute, stvorenu vrednost meri relativno.
LL@(14402) The MBR is most frequently computted using the following formula: MBR = Market value of the company Capital invested (6) Similarly to the formula used to compute the MVA and due to the assumprion that the market value of the borrowed capital approximates its book value, the MBR can in practice be computed using the following formula: MBR = Market value of shares Capital subscribed by shareholders (7) Regardless of the formula employed, this indicator is considered to be the expression of the market estimation of the company prospects, namely, the managers achievement on the value creation plan. => MBR se najčešće utvrđuje primenom sledeće formule: ~~~ MBR = Tržišna vrednost preduzeća Uloženi kapital (6) Slično kao u slučaju formule za utvrđivanje MVA, u praksi se MBR, zbog pretpostavke da tržišna vrednost pozajmljenog kapitala aproksimira njegovoj knjigovodstvenoj vrednosti, može utvrditi primenom sledeće formule: ~~~ MBR = Tržišna vrednost akcija Kapital uplaćen od akcionara (7) Bez obzira na izabranu formulu, ovaj pokazatelj se smatra izrazom tržišne procene perspektiva preduzeća, odnosno uspešnosti menadžera na planu kreiranja vrednosti.
LL@(14403) Higher than 1 ratio (a positive MVA) indicates that the market estimates the companys capability to create shareholder value positively. => MBR veći od jedinice (što znači pozitivnu MVA) ukazuje na to da tržište pozitivno ocenjuje perspektivnu sposobnost kompanije da stvara vrednost za akcionare.
LL@(14404) Although both MVA and MBR employ the same inputs, these measures can be differently ranked in companies from the pont ov view of their contribution to value creation. => Iako MBR i MVA koriste iste ulazne veličine, ova merila mogu iste kompanije potpuno različito rangirati sa aspekta njihovog doprinosa stvaranju vrednosti.
LL@(14405) The MVA expresses the value in its absolute amount, therefore it is likely that larger companies, or the companies that invested larger capital, will be at the top of the list of value creators. => MVA izražava vrednost u apsolutnom iznosu, tako da je verovatno da će veće kompanije, odnosno one kompanije koje su uložile više kapitala, biti pri vrhu liste stvaraoca vrednosti.
LL@(14406) It is for this reason that the MVA is usually said to be under the impact of the company size to a larger extent than under the impact of its capacity to create value, and therefore an unbiased comparison of companies of different size is extremely difficult. => Zato se često ističe da je MVA više pod uticajem veličine kompanije, nego pod uticajem njene sposobnosti stvaranja vrednosti, te je objektivno poređenje kompanija različite veličine jako teško.
LL@(14407) Pointing out that the MVA does not take into account a systematic correlation between the investments and the created value, Keef and Roush listed examples of small investments that resulted into creating large amounts of value created (Microsoft, Dell Computers), but also large investments with a meagre effect (General Motors, Ford). => Kif (Keef) i Raš (Roush) su ukazujući na to da MVA ne uvažava sistematsku vezu između ulaganja i stvorene vrednosti naveli primere malih ulaganja, koja su omogućila stvaranje velikih iznosa vrednosti (Majkrosoft, Del Kompjuters), ali i velikih ulaganja sa malim efektima (Dženeral Motors, Ford).
LL@(14408) On the list of the greatest value creators (measured by the MVA level) of the Fortune magazine 1998, the Dell Company ranked as only 42nd, although their MBR amounted the unbelievable 50 ($25.7 billion MVA, created by investing $0.5 billion) Š9Ë. => Kompanija Del je na listi najvećih stvaraoca vrednosti (mereno nivoom MVA) časopisa Forčun 1998. bila rangirana tek kao 42., iako je njen MBR iznosio neve rovatnih 50 (25,7 milijardi dolara MVA, stvoreno ulaganjem od 0,5 milijardi dolara) Š9Ë. sti da stvaraju vrednost, iste kompanije označavaju kao stvaraoce, odnosno destruktore vrednosti.
LL@(14409) As the value is expressed in the form of the rate of returns and is not under the impact of the amount of the capital invested, it happens that the MBR ranks larger companies rather low, despite their creating large amounts of the MVA. => Budući da vrednost izražava u vidu stope prinosa, te nije pod uticajem veličine uloženog kapitala, MBR može veće kompanije, koje stvaraju velike iznose MVA, rangirati jako nisko.
LL@(14410) This happens because the MBR shows how much value the company created per unit of invested capital, therefore it is possible that the companies with a larger amount of invested capital show a lower return per unit. => Ovo se dešava zato što MBR pokazuje koliko je vrednosti kompanija stvorila po jedinici uloženog kapitala, tako da je moguće da kompanije sa većim iznosom uloženog kapitala iskažu manji prinos po jedinici.
LL@(14411) This way of expressing value solves the problem of comparing the companies of different sizes, however, it raises another type of problems. => Iako ovakav način izražavanja vrednosti, rešava problem poređenja kompanija različite veličine, on stvara drugu vrstu problema.
LL@(14412) The problem with the MBR may arise in its implementation in performance measuring and in defining objectives, as it may happen that projects whose net present value is positive be rejected, only because they reduce the average MBR of the company. => Problem sa MBR može nastati prilikom njegovog korišćenja za potrebe merenja performansi i definisanja ciljeva, budući da se tada može desiti da budu odbijeni projekti čija je neto sadašnja vrednost pozitivna, samo zato što umanjuju prosečni MBR kompanije.
LL@(14413) The financial theory often stresses the correlation between the the MBR and the ROE (rate of returns on equity). => U finansijskoj teoriji se često ističe povezanost MBR i ROE (stopa prinosa na sopstvena sredstva).
LL@(14414) Consequently, the MBR can be calculated in the following way: MBR = ROE - g ke - g (8) where ke = the cost of equity, and g = the anticipated growth rate of the company (profits and/or dividends). => S tim u vezi MBR se može utvrditi na sledeći način: ~~~ MBR = ROE - g ke - g (8) gde su ke cena akcijskog kapitala, g očekivana stopa rasta kompanije (dobitka i/ili dividendi).
LL@(14415) It follows from the formula 8 that the MBR will increase with the growth of ROE and the anticipated growth rate, or decrease with the growth of the business operation risk expressed in ke. => Iz formule 8 sledi da će MBR rasti sa povećanjem ROE i očekivane stope rasta, odnosno opadaće sa rastom rizika poslovanja izraženog kroz ke.
LL@(14416) It is also clear that the MBR grows when the ROE is bigger than ke (a positive range of returns upon the invested equity) as the share prices are expected to rise in such situations. => Može se videti i da MBR raste kada je ROE veće od ke (pozitivan raspon prinosa na uloženi akcijski kapital), budući da se očekuje da će cene akcija tada rasti.
LL@(14417) This means that the MBR rises when a company with a pos itive range of returns on equity grows. => To znači da MBR raste kada kompanija sa pozitivnim rasponom prinosa na akcijski kapital raste.
LL@(14418) Namely, in order that the MBR be higher than 1, the management should invest on a return rate higher than the cost of capital. => Odnosno, da bi MBR bio veći od jedinice, menadžment treba da ulaže po stopi prinosa većoj od cene kapitala.
LL@(14419) The correlation between the MBR and the P/E ratio is also stressed, which is evident in the following formula: MBR = ROE × P/E ratio (9) The MBR can be expected to rise with the rise of the ROE and the P/E ratios. => Često se ističe i povezanost MBR sa P/E racijom, što je očigledno u sledećoj formuli: ~~~ MBR = ROE × P/E racio (9) Može se očekivati da će MBR rasti sa rastom ROE i P/E racija.
LL@(14420) It is interesting that Fama and French have found that the companies with lower MBR values earned higher returns (dividends and capital gain) to shareholders, and vice versa Š8, p.99Ë. => Zanimljivo je da su Fama (Fama) i Frenč (French) otkrili da su kompanije sa manjim vrednostima MBR akcionarima donosile veće prinose (dividende i kapitalni dobitak), i obrnuto Š8, p. 99Ë.
LL@(14421) The research that earlier pointed to a high degree of correlation between the MVA and EVA, also revealed a high level of correlation between the MBR and the EVA Š3, pp. 671672Ë. => Istraživanja koja su ranije ukazala na visok stepen korelacije između MVA i EVA, ukazala su i na visok stepen korelacije između MBR i EVA Š3, pp. 671-672).
LL@(14422) This is not unusual if we have in mind that the MVA and the MBR, although they rank companies differently as regards their capacity to create value, mark these same companies as creators or destructors of value. ~~~ Above mentioned are a number of theoretical and in practice partially proven views as regards the power of the MBR to create value, or success of the management. => To nije neobično ako se ima u vidu da MVA i MBR, iako različito rangiraju kompanije prema njihovoj sposobno Prethodno je navedeno nekoliko teorijskih, i u praksi delimično potvrđenih stavova koji se odnose na moć MBR da izmeri sposobnost kompanije da stvara vrednost, odnosno uspešnost menadžmenta.
LL@(14423) Outstanding among them are those referring to the MBR being conditioned by the range of returns and the growth of the company. => Među njima se posebno ističu oni koji se odnose na uslovljenost MBR rasponom prinosa i rastom kompanije.
LL@(14424) Much convincing as they seem, the fact remains that there is little empirical evidence to prove them, as well as the fact that the MBR, at least explicitely, does not take into account the cost of capital. => Iako deluju uverljivo, ostaje činjenica da postoji malo empirijskih dokaza koji ih potvrđuju, kao i činjenica da MBR, makar eksplicitno, ne uzima u obzir cenu kapitala.
LL@(14425) Also, the MBR depends on the book value of the capital invested. => Takođe, MBR veoma zavisi od knjigovodstvene vrednosti uloženog kapitala.
LL@(14426) This value is in turn intrinsicly defined by the accounting standards, therefore it is possible that high-technology companies achieve a higher MBR due to large investments they make into assets whose activating is prohibited or is not recommended (software and pharmaceutical companies have, by a rule, a high MBR). => Ova vrednost je pak bitno određena računovodstvenim standardima, tako da je moguće da visokotehnološke kompanije imaju veći MBR, zato što mnogo ulažu u imovinu čije je aktiviranje zabranjeno ili se ne preporučuje (softverske i farmaceutske kompanije po pravilu imaju visok MBR).
LL@(14427) 4. => 4.
LL@(14428) Total shareholder return The total shareholder return (TSR) is generally calculated using the following formula: Two basic elements of the total shareholder return (value) can be identified in the above formula: a) the dividend rate, as a ratio between the dividend and the price per share, and b) the percentile change in the share price (percenage of capital gain or loss). => Ukupni prinos akcionara Ukupni prinos akcionara, skračeno TSR (Total shareholder return), obično se izračunava primenom sledeće formule: ~~~ U gornjem obrascu je moguće uočiti dva osnovna elementa ukupnog akcionarskog prinosa (vrednosti): a) dividendna stopa, kao odnos dividende i cene po akciji i b) procentualna promena cene akcije (procenat kapitalnog dobitka ili gubitka).
LL@(14429) Hence the TSR is often said to be the favourite measure of value with the shareholders since it directly indicates the percentage by which the shareholders increased or de creased their wealth by leaving their capital with a certain company. => Zato se često ističe da je TSR merilo vrednosti koje najviše odgovara interesima akcionara jer neposredno ukazuje na to za koliko su procenata akcionari uvećali ili smanjili svoje bogatstvo zato što su kapital poverili nekoj kompaniji.
LL@(14430) In order that the conclusion on a real contribution of the company to the value creation should be made, it is necessary that we have appropriate standards. => Ipak, da bi zaključak o stvarnom doprinosu kompanije stvaranju vrednosti mogao da bude donet, neophodno je raspolagati odgovarajućim standardima.
LL@(14431) The basis for estimating the TSR company consists of three branches the company belongs to. => Obično se kao osnova za ocenu TSR kompanije koristi TSR grane kojoj kompanija pripada.
LL@(14432) The companies that manage to achieve a TSR larger than the average achieved by the industry branch may be ranked as real creators of value. => Kompanije koje uspeju da ostvare TSR veći od proseka grane, mogu se označiti kao stvarni stvaraoci vrednosti.
LL@(14433) This is meaningful, since holding shares of a company pays to the shareholders only if they use them to earn some returns, at least to the amount they would earn if they invested into the securities of another company. => Ovo ima smisla s obzirom na to da je za akcionare posedovanje akcija neke kompanije isplativo samo ako od njihovog posedovanja mogu ostvariti prinos, barem u visini prinosa koji bi ostvarili da su novac uložili u hartije neke druge kompanije.
LL@(14434) The modern approaches to the TSR calculation and analysis are more comprehensive, as they take into account a somewhat larger number of factors. => Savremeni pristupi obračunu i analizi TSR su obuhvatniji, budući da u obzir uzimaju nešto veći broj faktora.
LL@(14435) Within an integral approach to value creation developed by the consulting company BCG (Boston Consulting Group) it is possible to identify a number of crucial relations and links, important in the process of a value-oriented strategy creation and implementation. => U okviru integralnog pristupa kreiranju vrednosti, koji je razvila konsultantska kompanija BCG (Bo ston Consulting Group), moguće je uočiti nekoliko ključnih odnosa i veza, značajnih u procesu kreiranja i implementacije vrednosno orijentisane strategije.
LL@(14436) There are three basic dimensions of the value creation system of the BCG company: 1. => Tri su osnovne dimenzije sistema kreiranja vrednosti kompanije BCG: ~~~ 1.
LL@(14437) Intrinsic value, understood as the present value of the future cash flow of the company; 2. => Suštinska vrednost, shvaćena kao sadašnja vrednost očekivanog budućeg novčanog toka kompanije. 2.
LL@(14438) Shareholders expectations, expressed in the form of the expectation premium. => Očekivanja akcionara, izražena u vidu premije očekivanja (expectation premium).
LL@(14439) We talk of the expectation premium when the market value of the company differs from its intrinsic value and often makes a significant portion of the total market value of the company. ~~~ 3. => Premija očekivanja postoji onda kada se tržišna vrednost kompanije razlikuje od njene suštinske vrednosti i često predstavlja značajan deo ukupne tržišne vrednosti kompanije. 3.
LL@(14440) Free cash flow (FCF), directly returned to the investors in the form of debt repayment, or share or dividends buyout Š11Ë. => Slobodan novčani tok, skraćeno FCF (free cash flow), vraćen direktno investitorima u vidu otplate duga, otkupa akcija ili dividendi Š11Ë.
LL@(14441) In order to maximize the TSR the managers have to understand the interrelations of these dimensions (Figure 1). => Kako bi doprineli maksimiziranju TSR, menadžeri treba da razumeju međusobne veze i uticaje ovih dimenzija (slika 1).
LL@(14442) Figure 1. => Slika 1.
LL@(14443) Value creation system As the BCG consultants point out, the majority of activities within the system of value creation which are presented in Figure 1 directly or indirectly affect the TSR. => Sistem stvaranja vrednosti Izvor: ~~~ Š11Ë Kako konsultanti BCG ističu, unutar sistema stvaranja vrednosti većina aktivnosti predstavljenih na slici 1 ima direktan i indirektan uticaj na TSR.
LL@(14444) Thus the managerial decision to increase the dividend payment ratio will directly lead to increasing the FCF, and indirectly it will reduce the risk for shareholders, increase the companys credibility as well as the shareholders trust in the managements commitment to achieve the goal to maximize the value, which will, in the long run, have an impact upon the increase in both the P/E ratio and the TSR Š12Ë. => Tako će odluka menadžmenta da poveća racio plaćanja dividendi, neposredno usloviti povećanje FCF, a posredno smanjenje rizika za akcionare, povećanje kredibiliteta kompanije i povećanje uverenja akcionara u posvećenost menadžmenta ostvarenju cilja maksimiziranja vrednosti, što će u krajnjem uticati na povećanje P/E racija i povećanje TSR Š12Ë.
LL@(14445) As regards the above stated dimensions of value creation, the TSR is possible to decompose in order that the impact of certain value factors upon the TSR should be identified. => Imajući u vidu navedene dimenzije sistema stvaranja vrednosti, TSR je moguće raščlaniti, u cilju otkrivanja uticaja pojedinih faktora vrednosti na TSR.
LL@(14446) This extended TSR formula consists of three elements: 1. => Tri su osnovna elementa ove proširene formule TSR: ~~~ 1.
LL@(14447) The rate of earnings before interest, taxes, depreciation and amortization, EBITDA for short, as the output of the sales growth and the profit growth rates, points to the changes in the companys intrinsic value. ~~~ 2. => Stopa rasta dobitka pre kamate, poreza i amortizacije, skraćeno EBITDA (earnings before interest, taxes, depreciation and amortization), kao proizvod stope rasta prodaje i stope dobitka, ukazuje na promene u suštinskoj vrednosti kompanije. 2.
LL@(14448) The P/E ratio change percentile shows how the changes in the shareholders expectations affect the TSR. ~~~ 3. => Procentualna promena P/E racija ukazuje na to kako promene u očekivanjima investitora utiču na TSR. 3.
LL@(14449) The FCF change percentile, as a sum of the dividend rate and the percentage of the value of the shares bought from which the percentage of the repaid debt is subtracted, measures the impact of cash payments and the capital changes upon the TSR Š11Ë. => Procentualna promena FCF, kao zbir dividendne stope i procenta vrednosti otkupljenih akcija umanjen za procenat otplaćenog duga, meri uticaj novčanih isplata i promena kapitala na TSR Š11Ë.
LL@(14450) The TSR is therefore possible to calculate using the following formula: TS R = Growth rate of EBITDA + % change of P/E ratio + % change in FCF (11) Although they seem to be meaningful, both the system of value creation and the formula 11, developed by the BCG company, have certain flaws. => Dakle, TSR je moguće utvrditi primenom sledeće formule: ~~~ TS R = Stopa rasta EBITDA % + promena P/E racija % + promena (11) FCF Iako deluju smisleno, sistem kreiranja vrednosti i formula 11, koje je razvila kompanija BCG, imaju nekoliko nedostataka.
LL@(14451) They do not allow for a sufficiently detailed insight into the factors that contributed to value creation. => Oni ne omogućavaju dovoljno detaljno sagledavanje faktora koji su doprineli stvaranju vrednosti.
LL@(14452) Namely, it is important to know whether the EBIDTA growth is a result of investment into the projects with a high returns rate (e.g., the development of a new market segment for the existing products) or is the consequence of a low rate of returns (e.g., acquisition of a highly reputed company). => Naime, nije svejedno da li je do rasta EBITDA došlo usled ulaganja u projekte sa visokom stopom prinosa (npr. razvoj novog tržišnog segmenta za postojeće proizvode) ili niskom stopom prinosa (npr. preuzimanje kompanije sa dobrom reputacijom).
LL@(14453) Actually, the analysis must include the amount of the invested capital as well. => Odnosno, u analizu je neophodno uključiti i iznos uloženog kapitala.
LL@(14454) It is also important to know what financial structure was employed to achieve the growth of EDITDA, since two companies achieving the same amounts of shareholder value may have different TSRs only because they differ in their financial structure and risk. => Nije svejedno ni sa kakvom finansijskom strukturom je ostvaren rast EBITDA, jer dve kompanije koje stvaraju iste iznose vrednosti za akcionare mogu imati različite TSR samo zato što se razlikuju u pogledu finansijske strukture i rizika.
LL@(14455) The dividend payments, although a direct return for the shareholders, can hardly be viewed as a value creation factor of a TSR growth factor, since they diminish the prospects of value creation. => Dividendne isplate, iako predstavljaju direktan prinos za akcionare, teško se mogu označiti kao faktor stvaranja vrednosti i povećanja TSR, jer smanjuju perspektive stvaranja vrednosti.
LL@(14456) Hence the McKinsey consulting company (McKinsey&Co.) proposes a slightly more detailed decomposition of the TSR calculations in order that the impact of the following four factors should be observed: 1. => Zato konsultantanska kompanija Mekinzi (McKinsey&Co.) preporučuje nešto detaljnije raščlanjavanje obračuna TSR, kako bi bio sagledan uticaj sledeća 4 faktora: ~~~ 1.
LL@(14457) The percentage of the growth of the companys business results (EBITDA), which can, for the analysis purposes, be disassembled to a part achieved due to the net growth of returns (the growth of the rate of returns reduced for the growth rate of the capital required to support the return growth), the growth in the profits rate and/or the growth in the capital productivity. => Procenat povećanja poslovnog rezultata kompanije (EBITDA), koji je za potrebe analize moguće raščlaniti na deo koji je ostvaren zahvaljujući neto rastu prihoda (stopa rasta prihoda umanjena za stopu rasta kapitala neophodnog da podrži rast prihoda), povećanju stope dobitka i/ili povećanju produktivnosti kapitala.
LL@(14458) It is therefore the rate of returns to the equity (ROE) that should be taken into account, not the rate of profits. => Neophodno je, dakle, uvažiti stopu prinosa na sopstveni kapital (ROE), a ne stopu dobitka. 2.
LL@(14459) 2. ~~~ The companys growth rate, under the assumption of the zero growth, is possible to calculate as inverse value of the P/E ratio (regardless of the indebtedness). => Stopa prinosa kompanije, pod pretpostavkom nultog rasta, koju je moguće utvrditi kao inverznu vrednost P/E racija (bez obzira na zaduženost).
LL@(14460) This element reveals the market estimate of the companys value at the beginning of planned growth (the measurement period), and the estimate of the rate of returns the company would achieve even if it did not additionally invest into its growth. ~~~ 3. => Ovaj element izražava tržišnu procenu vrednosti kompanije na početku planskog perioda (perioda merenja), odnosno procenu stope prinosa koju bi kompanija ostvarila čak i da nije dodatno ulagala u rast. 3.
LL@(14461) The percentage of the P/E ratio change, as a measure of the change in market expectations as to the future companys performance. => Procentualna promena P/E racija, kao mera promene tržišnih očekivanja u pogledu budućih performansi kompanije.
LL@(14462) In this case, the P/E ratio has to be calculated under the assumption that the company is not in debt (the ratio of the market value of the company reduced by the value of debt and the profits gained), in order that the impact of the financial structure upon this indicator be excluded. ~~~ 4. => P/E racio je u ovom slučaju neophodno utvrditi pod pretpostavkom da kompanija nije zadužena (odnos tržišne vrednosti kompanije umanjene za vrednost duga i ostvarenog dobitka), kako bi bio isključen uticaj finansijske strukture na ovaj pokazatelj. 4.
LL@(14463) The impact of companys indebtedness, measured by the diffrence between the P/E ratio of the indebted company and the P/E ratio of the company that is not in debt Š6Ë. => Uticaj zaduženosti kompanije, meren razlikom između P/E racija zadužene kompanije i P/E racija nezadužene kompanije Š6Ë.
LL@(14464) Such a detailed calculation allows for a clear insight into the basic orientations of the real growth of TSR the actual improvement of business performances (the growth rate of results reduced by the growth rate of the capital invested) and the real increase in market expectations (the P/E ratio regardless of the level of indebtedness). => Ovako raščlanjen obračun omogućava jasno uočavanje osnovnih pravaca za realni rast TSR stvarno unapređenje poslovnih performansi (stopa rasta rezultata umanjena za stopu rasta uloženog kapital) i stvarni rast tržišnih očekivanja (P/E racio bez obzira na stepen zaduženosti).
LL@(14465) The increase in financial indebtedness and the divident payment affects the nominal growth of the TSR, however, it does not mean that they affect the value creation; just the opposite. => Povećanje finansijske zaduženosti i dividendne isplate utiču na nominalno povećanje TSR, ali to ne znači da utiču na kreiranje vrednosti, već naprotiv.
LL@(14466) The real importance of certain factors in the process of value creation and the TSR maximisation can be seen in Figure 2. => O realnom značaju pojedinih faktora u procesu kreiranja vrednosti i maksimiziranja TSR, govori slika 2.
LL@(14467) Here we have a comparative analysis of the im pact of the factors from the system of value creation upon the TSR of the 25 most powerful EU banks (their share amounts to 80% in the total assets of all the banks in the EU) in the 2002-2997 period, according to the BCG and McKinsey companies. => Na njoj je uporedno analiziran uticaj faktora iz sistema kreiranja vrednosti kompanija BCG i Mekinzi na TSR 25 najmoćnijih banaka u EU (učestvuju sa oko 80% u ukupnoj aktivi svih banaka u EU), u periodu od 2002-2007.
LL@(14468) If in the situation presented in Figure 2 the conclusions were drawn on the basis of the BCG analysis, the impression might be that the banks achieved a TSR of 15% due to high growth rates. => Ako bi se u situaciji na slici 2 zaključci donosili na osnovu BCG analize, mogao bi se steći utisak da su banke ostvarile TSR od 15% zahvaljujući visokim stopama rasta.
LL@(14469) The McKinsey analysis shows that the banks achieved the TSR due to a high rate of return on equity. => Mekinzi analiza, pokazuje da su banke TSR ostvarile zahvaljujući visokoj stopi prinosa na akcijski kapital.
LL@(14470) The result in either case is the same, however, the McKensey company approach is more beneficial for the managers, as it can help them identify the value factors that in the past affected the growth of the TSR, as well as the factors whose impact will be felt in the future. => Iako je rezultat u svakom slučaju isti, pristup kompanije Mekinzi je korisniji za menadžere, budući da im može pomoći da uoče faktore vrednosti, koji su u prošlosti uticali na rast TSR, kao i faktore koji će biti od uticaja u budućnosti.
LL@(14471) Figure 2. => Slika 2.
LL@(14472) Analysis of the TSR of 25 most powerful E U banks Regardless of the approach to the calculations and the analysis of the TSR, the market expectations are generally believed to crucially determine the TSR, especially in a short-term period. => Analiza TSR 25 najmoćnijih banaka u EU Izvor: ~~~ Š6Ë Bez obzira na pristup obračunu i analizi TSR, jedinstveno je uverenje da tržišna očekivanja, naročito u kratkom roku, bitno određuju TSR.
LL@(14473) The BCG company implemented its approach to the TSR calculations to analyse the performance of the most successful companies in the S&P index, in the 1988-2006 period. => Kompanija BCG je iskoristila svoj pristup obračunu TSR kako bi analizirala performanse najuspešnijih kompanija u S&P 500 indeksu, u periodu od 1988. 2006.
LL@(14474) The aim of the research was to determine the relevant importance of certain TSR factors for the market value of the companies in the periods of one, three, five and ten years. => Cilj istraživanja je bio da se utvrdi relativni značaj pojedinih faktora iz TSR modela za tržišnu vrednost kompanija, u periodima od jedne, tri, pet i deset godina.
LL@(14475) The research showed that, although the returns growth is the key impact factor upon the companys market value in the long term (can serve to explain about 60% of the TSR value), the short-term market value of the company is primarily determined by the market expectations (affect 39% of the TSR value) Š11Ë. => Istraživanje je pokazalo da, iako je rast prihoda ključni faktor uticaja na tržišnu vrednost kompanije u dugom roku (može da objasni oko 60% vrednosti TSR), tržišna vrednost kompanije u kratkom roku je primarno određena tržišnim očekivanjima (utiču na 39% vrednosti TSR) Š11Ë.
LL@(14476) This can prove to ba a serious problem for the companies that achieve a high performance level on a regular basis. => Ovo može predstavljati ozbiljan problem za kompanije koje redovno ostvaruju visok nivo performansi.
LL@(14477) Namely, although the market rates the company and its management as very good, this rating might already be included in the share price. => Naime, iako tržište ocenjuje kompaniju i njen menadžment kao jako dobre, ova ocena je možda već uključena u cenu akcija.
LL@(14478) This problem is possible to explain on the example of an assembly line on which a company tries to maintain or improve its position. => Ovaj problem je moguće objasniti na primeru pokretne trake na kojoj kompanija pokušava da zadrži ili popravi poziciju.
LL@(14479) The market expectations contained in the share price are here recognized in the speed of the line. => Tržišna očekivanja, sadržana u ceni akcija, su tada oličena u brzini trake.
LL@(14480) If the management succeeds in exceeding the expectations, the share price will rise, however, the speed of the line will increase too (market expectations increase). => Ako menadžment uspe da prevaziđe očekivanja, cena akcija će porasti, ali će se i brzina pokretne trake povećati (tržišna očekivanja rastu).
LL@(14481) The more successful the management, the higher the market expectations from them (figuratively, the management have to run faster and faster so that the line should not drag them backwards). => Što je manadžment uspešniji, to tržište više od njega očekuje (figurativno, menadžment mora da trči sve brže kako ga traka ne bi odvukla unazad).
LL@(14482) This explains why the successful companies often achieve an average TSR in the short term, while less successful ones create high amounts of TSR (good companies need not be good investments, and vice versa) Š7Ë. => Ovo objašnjava zašto, u kratkom roku, uspešne kompanije često imaju prosečan TSR, dok manje uspešne kompanije stvaraju visoke iznose TSR (dobre kompanije ne moraju biti dobre investicije, i obrnuto) Š7Ë.
LL@(14483) The TSR is a measure that is related exclusively to corporations, as well as to the corporate top. => TSR je merilo koje se vezuje isključivo za korporativna preduzeća, kao i za korporativni vrh.
LL@(14484) Namely, it cannot be used by those companies whose shares are not traded, nor the business units, which is a significant constraint to this measure. => Odnosno, ne mogu ga koristiti kompanije čijim se akcijama ne trguje, niti poslovne jedinice, što su značajna ograničenja za ovo merilo.
LL@(14485) Since it is within the jurisdiction of the corporate top, the TSR can serve as a reliable basis for strategic goals definitions, for guiding the business unit activities, and for adjusting internal goals. => Budući da je u nadležnosti korporativnog vrha TSR može poslužiti kao solidna osnova za definisanje strategijskih ciljeva, usmeravanje aktivnosti poslovnih jedinica i usaglašavanje intenih ciljeva.
LL@(14486) This value measure forces the managers to make decisions bearing in mind the key value factors, the risk level they are willing to accept, and the changes necessary for the goals to be achieved. => Ovo merilo vrednosti tera menadžere da svoje odluke donose imajući u vidu ključne faktore vrednosti, nivo rizika koji su spremni da prihvate i potrebne promene za postizanje ciljeva.
LL@(14487) The TSR is often said to summarize and intersect the impacts of several value measures, such as earnings per share and the P/E ratio, whose individual importance and reliability are relatively small or limited. => Često se ističe i da TSR sažima i ukršta uticaj nekoliko merila vrednosti, poput zarade po akciji i P/E racija, čiji su pojedinačni značaj i pouzdanost relativno mali ili ograničeni.
LL@(14488) The primary reasons for the popularity of this measure are its direct relation with the explicit shareholder wealth flows, as well as the simplicity of calculation and interpretation. => Osnovni razlozi popularnosti ovog merila vrednosti su njegova neposredna povezanost sa eksplicitnim tokovima bogatstva akcionara, kao i jednostavnost izračunavanja i tumačenja.
LL@(14489) The TSR, however, has a number of weaknesses that bring in question its capacity of measuring the value created for the shareholders. => Međutim, TSR ima nekoliko nedostataka koji dovode u pitanje njegovu sposobnost da meri vrednost stvorenu za akcionare.
LL@(14490) Outstanding among these are the following: The TSR does not bring together the capital invested into the company and the shareholder returns. => To su naročito sledeći nedostaci: ~~~ TSR ne dovodi u vezu kapital uložen u preduzeće, sa akcionarskim prinosom.
LL@(14491) This is because it does not take into account the investments during the measuring period, but only the amount of investments at the beginning and at the end of the period of measuring. => To je zato što ne uzima u obzir ulaganja u toku perioda merenja, već samo iznos ulaganja na početku i kraju perioda merenja.
LL@(14492) It is for this reason that companies that had different amounts of equity at disposal and achieved the same shareholder returns may have the same TSRs. larger than the cost of capital. => Zato kompanije, koje su na raspolaganju imale različite količine akcijskog kapitala, a stvorile su iste prinose za akcionare, mogu imati iste TSR. ~~~ TSR ne uzima u obzir, cenu angažovanog kapitala, odnosno željenu stopu prinosa akcionara.
LL@(14493)  => Zato je moguće da kompanija koja je stvorila veliki TSR, zapravo nije stvorila vrednost, budući da nije uspela da ostvari procentualni prinos veći od cene kapitala.
LL@(14494) This problem is especially evident in comparing the companies with the same TSR, but belonging to different risk classes. => Ovaj problem naročito dolazi do izražaja ukoliko se porede kompanije, sa istim TSR, koje pripadaju različitim klasama rizika.
LL@(14495) It is difficult to estimate to what extent the movements of share prices and the TSR are the result of the management decisions and activities, and how much they are under the impact of other factors, especially the investors expectations that could be over-optimistic or over-pessimistic. => Teško je proceniti koliko su kretanje cena akcija i TSR posledica odluka i aktivnosti menadžmenta, a koliko uticaja drugih faktora, naročito očekivanja investitora, koja mogu biti preterano optimistična ili pesimistična.
LL@(14496) The question then is to what extent the TSR is capable of measuting the preformance of management and the intrinsic value of the company. => Pitanje je onda u kojoj meri TSR može da izmeri učinak menadžmenta i suštinsku vrednost kompanije.
LL@(14497) The TSR is under a strong impact of the length of the selected period of observation, i.e., the TSR defined for a one-year period may significantly differ from that defined for a longer period of time. => TSR je pod jakim uticajem dužine izabranog perioda posmatranja, odnosno TSR utvrđen za period od godinu dana se može značajno razlikovati od TSR utvrđenog za duži vremenski period.
LL@(14498) Hence it may happen that, if the rewards for the management are determined on the basis of a oneyear TSR, the manages may be rewarded for the results they could not contribute to. => Tako se može desiti da, ukoliko se menadžerske naknade utvrđuju na osnovu jednogodišnjeg TSR, menadžeri budu nagrađeni za rezultate na koje nisu mogli uticati.
LL@(14499) Regardless of the weaknesses, the TSR is a value measure that closely corresponds with the goal of maximising the shareholder value, simultaneously allowing for the assessments of the companys capability of creating value in the future and the expected business risk. => Bez obzira na mane, TSR je merilo vrednosti koje blisko korespondira sa ciljem maksimiziranja vrednosti za akcionare, a omogućava i procene sposobnosti kompanije da u budućnosti stvara vrednost i očekivanog rizika poslovanja.
LL@(14500) In accordance with the regulations in the U.S.A., the companies are obliged to publish their TSR data. => U skladu sa propisima u SAD, kompanije imaju obavezu da javno objavljuju podatak o TSR.
LL@(14501) The companies whose stocks are traded in the UK are obliged to publish a five-year review which will make it possible to compare the companys TSR with the respective index. ~~~ 5. => Kompanije čijim se akcijama trguje u UK, imaju obavezu objavljivanja petogodišnjeg pregleda koji omogućava poređenje TSR kompanije sa odgovarajućim indeksom. 5.
LL@(14502) The wealth added index The Wealth added index, or WAI for short, is another value measure developed by the Stern Stewart company. => Indeks dodatog bogatstva Indeks dodatog bogatstva, skraćeno WAI (Wealth added index) je još jedno merilo vrednosti koje je razvila kompanija Stern Stjuart.
LL@(14503) It is defined as the shareholder wealth created in an amount larger than expected. => Definiše se kao bogatstvo stvoreno za akcionare u iznosu većem od očekivanog.
LL@(14504) The shareholder wealth consists of capital gains and dividend payments, and included are all shareholders, regardles of when they bought the company shares. => Bogatstvo za akcionare su kapitalni dobici i dividendne isplate, a u obzir se uzimaju svi akcionari bez obzira na to kada su kupili akcije kompanije.
LL@(14505) The shareholders expectations depend on the risk of investing into shares, and are expressed in the form of equity cost. => Očekivanja akcionara zavise od rizika ulaganja u akcije, a izražena su u vidu cene akcijskog kapitala.
LL@(14506) Therefore, the company creates value for its shareholders only when the rate of shareholder returns is higher than the cost of capital. => Prema tome, kompanija stvara vrednost za akcionare samo kada je stopa akcionarskog prinosa veća od cene kapitala.
LL@(14507) It is obvious that the WAI is an attempt to correct at least two TSR weaknesses the neglect of investment during the measuring period and the cost of capital. => Očigledno je da WAI predstavlja pokušaj da se, otklone bar dva nedostataka TSR zanemarivanje ulaganja u toku perioda merenja i cene kapitala.
LL@(14508) The TSR does not take into account the cost of the employed capital, that is, the desired shareholder return rate. => 
LL@(14509) Thus it is possible that the company that created a large TSR, did not actually create value, as it failed to achieve percentage returns Two methods are used to calculate WAI. => Dva su metoda za izračunavanje WAI. ~~~ U skladu sa prvim, WAI se izračunava na sledeći način:
LL@(14510) According to one, WAI is calculated in the following manner: WA I = ∆MC - E P + Dividende - ∆EC (12) Some elements of the formula 12 require a brief explanation: The change in the market capitalization of the company (∆MC) is defined by comparing the market capitalisations at the end and at the beginning of the measuring period. => WA I = ∆MC - E P + Dividende - ∆EC (12) Neki od elemenata formule 12 zahtevaju kratko objašnjenje: ~~~ Promena tržišne kapitalizacije kompanije (∆MC) se utvrđuje poređenjem tržišne kapitalizacije na kraju i početku perioda merenja.
LL@(14511) The expected return (EP) is determined by multiplying the market capitalization at the beginning of the measuring period by the cost of equity. => Očekivani prinos (EP) se utvrđuje množenjem tržišne kapitalizacije na početku perioda merenja sa cenom akcijskog kapitala.
LL@(14512) The new issues of shares (∆EC), that is, shares issued during the measuring period, are calculated as an output of the values of the shares issued and the cost of equity. => Stavka nove emisije akcija (∆EC), odnosno akcija emitovanih u toku perioda merenja, se izračunava kao proizvod vrednosti emitovanih akcija i cene akcijskog kapitala.
LL@(14513) Namely, if the company issues shares during the measuring period, the new shareholders are assumed to have an expected rate of returns that is necessary to include into the calculations from the moment of new issuing. => Naime, ako kompanija emituje akcije u toku perioda merenja, pretpostavlja se da novi akcionari imaju očekivanu stopu prinosa, koju je potrebno uključiti u obračun od trenutka nove emisije.
LL@(14514) The other approach to calculating WAI is presented in formula 13: WA I = (TSR - k) × MC0 (13) where k = cost of capital, and MC0 = market capitalization at the beginning of the day. => Drugi pristup za izračunavanje WAI je predstavljen formulom 13:
LL@(14515) This approach requires fewer data, however, it requires that the WAI be calculated daily. => WA I = (TSR - k) × MC0 (13) gde su k cena kapitala, a MC0 tržišna kapitalizacija na početku dana Ovaj pristup zahteva manje podataka, ali se zato WAI mora izračunavati dnevno.
LL@(14516) If, employing this formula, the WAI should be calculated for longer periods of time, the information on the value created would be only approximately accurate, since the formula does not take into account the expected returns of new shareholders. => Ukoliko bi se, primenom ove formule, WAI izračunavala za duže vremenske periode, podatak o stvorenoj vrednosti bi bio samo približno tačan budući da ona ne uvažava očekivani prinos novih akcionara.
LL@(14517) Regardless of the formula chosen, WAI expresses the value in its absolute amount, not in percentages, in the way the TSR does. => Bez obzira na formulu za izračunavanje, WAI izražava vrednost u apsolutnom iznosu, a ne, kao TSR, u procentu.
LL@(14518) The WAI is defined by four factors: 1) profitability value, i.e., the present value of the cash flow created in the current period; 2) prospective value, as an expression of market expectations as regards the future yield of the company; 3) financing, which specifies the flows of financial returns (issued owners and debt securities, retained profit) and financial outflows (dividends, share buyout, capital expenditure); 4) expected shareholder rate of returns Š15Ë. => WAI određuju četiri faktora: ~~~ 1) vrednost profitabilnosti, tj. sadašnja vrednost novčanog toka stvorenog u tekućem periodu; 2) perspektivna vrednost, kao izraz tržišnih očekivanja u pogledu budućih prinosa kompanije; 3) finansiranje, izražava tokove finansijskih priliva (emitovane vlasničke i dužničke hartije, zadržana dobit) i finansijskih odliva (dividende, otkup akcija, kapitalni izdaci); 4) očekivana stopa prinosa akcionara Š15Ë.
LL@(14519) The shareholder wealth grows with an increase in profitability, in prospective value of the company and in the flowout to the benefir of shareholders (dividends, share buyout), and declines with the increase in the sources of financing and the expected shareholder rate of returns. => Bogatstvo za akcionare raste sa povećanjem profitabilnosti, perspektivne vrednosti kompanije i odliva u korist akcionara (dividende, otkup akcija), a opada sa povećanjem izvora finansiranja i očekivane stope prinosa akcionara.
LL@(14520) Due to its capacity to measure not only the past, but also the future performance of the company, the WAI can be implemented in strategic and financial planning and guiding the activities of the top management and the business units. => Zbog svoje sposobnosti da izmeri ne samo prošle, već i buduće performanse kompanije, WAI se može koristiti za strategijsko i finansijsko planiranje i usmeravanje aktivnosti menadžerskog vrha i poslovnih jedinica.
LL@(14521) It can also be used as basis for setting up a system of manager rewards and bonuses. => Može se koristiti i kao osnova za uspostavljanje sistema menadžerskih nagrada i bonusa.
LL@(14522) Thus the managers can be said to be successful if they manage to create a positive WAI, i.e., a WAI higher than that of their direct competition. => S tim u vezi uspešnim se mogu označiti menadžeri koji uspeju da stvore pozitivnu WAI, odnosno WAI veću od svojih neposrednih konkurenata.
LL@(14523) Due to the close correlation between the WAI and the value factors, it is possible to identify and use concrete opportunities for value creating in the company. => Zbog povezanosti WAI sa faktorima vrednosti, moguće je identifikovati i iskoristiti konkretne mogućnosti za stvaranje vrednosti u kompaniji. jih konkurenata upravljaju kompanijom.
LL@(14524) Although WAI is developed in answer to the TSR flaws, the assumption that the capital market is efficient is viewed as a problem with this measure too. => 
LL@(14525) Besides, critics point out that it often happens that the WAI is not a better value measure compared to the relative TSR (TDR of the company compared to TSRs of direct competition, industry branch average, etc.) => 
LL@(14526) Š1, p.857Ë. ~~~ For example, it is likely that the companies will achieve negative WAIs in the periods of economic recession, due to the decline in the returns in such period, while the cost of capital remains unchanged or rises. => 
LL@(14527) It is then that the rigour of this measure is evident, since even those managers who are much more successful in managing the company than their competitiors will get poor estimates (due to a negative WAI). => 
LL@(14528) Finally, since it measures value in an absolute amount, the WAI gives precedence to larger companies, with a larger investment basis. => Konačno, zato što vrednost meri u apsolutnom iznosu, WAI prednost daje većim kompanijama, sa većom investicionom osnovom. 6.
LL@(14529) 6. ~~~ Concluding remarks The recent global economic crisis that escalated in the second half of 2008, again brought into focus, in addition to inadequately high manager reward and a poor regulatory framework, the decision making and performance measuring processes. => Zaključna razmatranja P?slednja svetska ekonomska kriza koja je eskalirala u drugoj polovini 2008., ponovo je u centar pažnje vratila, pored neprimereno visokih menadžerskih naknada i lošeg regulatornog okvira, proces donošenja odluka i merenja performansi.
LL@(14530) This time the criticism is aimed at the value concept that Jack Welch terms the stupidest idea in the world, while Roger Martin insists on rejecting the shareholder value theory Š10Ë. => Ovaj put je na udaru kritika koncept vrednosti koji Džek Velč (Jack Welch) naziva najglupljom idejom na svetu, dok Rodžer Martin (Roger Martin) poziva na odbacivanje teorije o vrednosti za akcionare.
LL@(14531) They maintain that the problem arose because the value concept equals the rise in prices with the rise in shareholder value and hence encourages the implementation of measures that should make managers undertake only those activities that will maximise the share price. => Š10Ë Oni smatraju da je problem nastao zato što koncept vrednosti poistovećuje rast cena akcija sa rastom vrednosti za akcionare i s tim u vezi podstiče na korišćenje merila koja treba da navedu menadžere na preduzimanje samo onih aktivnosti koje maksimiziraju cenu akcija.
LL@(14532) Mauboussin, however, claims that a successful implementation of the value concept should result into the rise in the share price, but should be a result of the rise in the present value of the future expected cash flows of the company. => Mobusin (Mauboussin), međutim, ističe da uspešna implementacija koncepta vrednosti treba da rezultira rastom cena akcija, ali usled povećanja sadašnje vrednosti budućih očekivanih novčanih tokova preduzeća.
LL@(14533) He points out that the share prices are the result of the growth in the intrinsic value of the company, not vice versa, and that it is not the value concept that is inadequate, but its implementation Š10Ë. => On ističe da su cene akcija posledica rasta suštinske vrednosti preduzeća, a ne obrnuto, te da manjkav nije koncept vrednosti, već je manjkava njegova implementacija Š10Ë.
LL@(14534) The problems arise when managers set the share price max imization as their primary goal and work on maximizing the accounting and market measures, such as MVA and TSR. => Problemi zaista nastaju kada menadžeri u prvi plan istaknu cilj maksimiziranja cene akcija i usmere se na maksimiziranje računovodstvenih i tržišnih merila, poput MVA i TSR.
LL@(14535) They should instead focus upon money flows, and the price will rise as a natural consequence of these. => Umesto toga, u fokusu menadžera treba da budu novčani tokovi, a cena akcija će posledično rasti.
LL@(14536) The share price and the external value measures are the expression of the intrinsic value of the company and the factors determining that value, not a goal the manager will blindly pursue, regardless of long-term consequences. => Cena akcija i eksterna merila vrednosti su izraz suštinske vrednosti kompanije i faktora koji tu vrednost određuju, a ne cilj koji će menadžeri slepo slediti bez obzira na dugoročne posledice.
LL@(14537) Similar attitude is that of Shapiro, who insists that the financial market observes financial performance of the company and the quality of corporate management, since it is they that determine the long-term shareholder returns Š14Ë. => Na sličnom stanovištu stoji Šapiro (Shapiro), ističući da finansijsko tržište uvažava finansijske performanse kompanije i kvalitet korporativnog upravljanja, budući da oni određuju dugoročne prinose akcionara Š14Ë.
LL@(14538)  => Iako je WAI razvijen kao odgovor na nedostatke TSR, pretpostavka o efikasnom tržištu kapitala je problem i sa ovim merilom.
LL@(14539)  => Osim toga, kritičari ističu da WAI često nije bolje merilo vrednosti od relativnog TSR (TSR kompanije u odnosu na TSR neposrednih konkurenata, prosek grane i sl.) Š1, p. 857Ë.
LL@(14540)  => Na primer, veoma je verovatno da će u periodima ekonomske recesije kompanije ostvarivati negativne WAI, budući da tada prinosi opadaju, a cena kapitala ostaje nepromenjena ili raste.
LL@(14541) The external value measures are favourite instruments modern investors implement in assessing the current and the prospective capacity of the company to maximize value for its shareholders. => Tada dolazi do izražaja rigoroznost ovog merila, budući da će loše ocene (zbog negativnog WAI) dobiti i menadžeri koji mnogo uspešnije od svo Eksterna merila vrednosti predstavljaju omiljene instrumente savremenih investitora i menadžera za procenu tekuće i perspektivne sposobnosti kompanije da ostvari cilj maksimiziranja vrednosti za akcionare.
LL@(14542) They provide the market with a market estimate of the intrinsic value of corporate organizations, as well as performances and strategies of the top management. => Ona pružaju tržišnu procenu suštinske vrednosti korporativnih preduzeća, te performansi i strategija korporativnog vrha.
LL@(14543) These measures cannot, however, be used for the companies whose shares are not publically traded, for the business units and lower organizational levels, nor do they allow for a direct asessment of the intrinsic value of the company based on discounting the current and the expected cash flows of the company. => Međutim, ona se ne mogu koristiti za preduzeća čijim se akcijama ne trguje javno, za poslovne jedinice i niže organizacione nivoe, a ne omogućavaju ni neposrednu procenu suštinske vrednosti kompanije zasnovanu na diskontovanju tekućih i očekivanih novčanih tokova kompanije.
LL@(14544) These are serious constraints to external measures, but then, one or a number of measures can hardly be expected to meet all the requirements of various interest groups, management levels and the concrete legal forms of the company. => Ovo su ozbiljna ograničenja eksternih merila, ali je teško uopšte očekivati od jednog ili nekoliko merila da ispuni sve zahteve različitih interesnih grupa, nivoa upravljanja i konkretnih pravnih formi preduzeća.
LL@(14545) REFERENCE Š1Ë Arnold, G., Corporate Financial Management, Pearson Education Ltd., 2005. => Š10Ë Mauboussin, M.J., In Defense of Shareholder Value. www.lmcm.com/pdf/InDefenseofShareholderValue.pd, preuzeto dana 20.07.2010.
LL@(14546) Š2Ë Barton, D., Wong, S.C.Y., Improving board per formance in emerging markets, The McKinsey Quarterly 2006, no. ~~~ 1: 35-43. => Š11Ë Olsen, E., Plaschke, F., Stelter, D., Avoiding the LITERATURA Š1Ë Arnold, G., Corporate Financial Management, Pe arson Education Ltd., 2005. Š2Ë Barton, D., Wong, S.C.Y., Improving board per formance in emerging markets, The McKinsey Quarterly 2006, no. 1:
LL@(14547) Š3Ë Bodie, Z., Kane, A., Marcus, A.J., Investments, McGraw Hill, 2005. ~~~ Š4Ë Coombes, P., Watson, M., Three surveys on cor porate governance, The McKinsey Quarterly 2000, no. ~~~ 4: 74-77. => 35-43. Š3Ë Bodie, Z., Kane, A., Marcus, A.J., Investments, McGraw Hill, 2005. Š4Ë Coombes, P., Watson, M., Three surveys on cor porate governance, The McKinsey Quarterly 2000, no. 4:
LL@(14548) Š5Ë De Wet, JHvH, EVA versus traditional accounting measures of performance as drivers of shareholder value a comparative analysis, Meditari Accountancy Research, Vol. 13, no. => 74-77. Š5Ë De Wet, JHvH, EVA versus traditional accounting measures of performance as drivers of shareholder value a comparative analysis, Meditari Accountancy Research, Vol.
LL@(14549) 2: 1-16. => 13, no. 2:
LL@(14550) Š6Ë Deelder, B., Goedhart, M.H., Agrawal, A., A better way to understand TRS, McKinsey Quarterly 2008, no. ~~~ 28: 26-30. => 1-16. Š6Ë Deelder, B., Goedhart, M.H., Agrawal, A., A better way to understand TRS, McKinsey Quarterly 2008, no. 28:
LL@(14551) Š7Ë Dobbs, R., Koller, T., Measuring stock market perfomance, The McKinsey Quarterly 2005 special edition: Value and performance: 17-27. => 26-30. Š7Ë Dobbs, R., Koller, T., Measuring stock market perfomance, The McKinsey Quarterly 2005 special edition:
LL@(14552) Š8Ë Fernandez, P., Valuation Methods and Shareholder Value Creation, Elsevier Science, 2002. => Value and performance:
LL@(14553) Š9Ë Keef, S., Roush, M., Does MVA measure up? => 17-27. Š8Ë Fernandez, P., Valuation Methods and Sharehol der Value Creation, Elsevier Science, 2002. Š9Ë Keef, S., Roush, M., Does MVA measure up?
LL@(14554) Financial Management, vol. 31, issue 4: 20-21. => Financial Management, vol. 31, issue 4: 20-21.
LL@(14555) Š10Ë Mauboussin, M.J., In Defense of Shareholder Value. www.lmcm.com/pdf/InDefenseofShareholderValu e.pd, accessed 20.07.2010. => Cash Trap, The 2007 BCG Value Creators Report. ~~~ Preuzeto sa www.bcg.com., dana 01.06.2010.
LL@(14556) Š11Ë Olsen, E., Plaschke, F., Stelter, D., Avoiding the Cash Trap, The 2007 BCG Value Creators Report. accessed to www.bcg.com., on 01.06.2010. => Š12Ë Olsen, E., Plaschke, F., Stelter, D., Missing Link:
LL@(14557) Š12Ë Olsen, E., Plaschke, F., Stelter, D., Missing Link: Focusing Corporate Strategy on Value Creation, The 2008 BCG Value Creators Report. www.bcg.com., accessed 01.06.2010. => Focusing Corporate Strategy on Value Creation, The 2008 BCG Value Creators Report. ~~~ Preuzeto www.bcg.com., 01.06.2010.
LL@(14558) Š13Ë Ramana, D.V., Market Value Added and Economic Value Added: Some Empirical Evidences, Social Science Research Network Working Paper Series (December, 2005). => Š13Ë Ramana, D.V., Market Value Added and Eco nomic Value Added: ~~~ Some Empirical Evidences, Social Science Research Network Working Paper Series (December, 2005).
LL@(14559) Š14Ë Shapiro, A., In Defense of Shareholder Value, L.E.K Consluting Shareholder Value Insights, Vol. 22. => Š14Ë Shapiro, A., In Defense of Shareholder Value, L.E.K Consluting Shareholder Value Insights, Vol.
LL@(14560) (January 2003):1-8. => 22. (January 2003):
LL@(14561) Š15Ë Stern, E., Pigott, J., Introduction to the Wealth Added Index: A New performance Measurement and Strategic Planning Platform, http://www.sternstewart.com/research/Introductio n_to_the_Wealth_Added_Index_A_New%20Perf ormance_Measurement_and_Strategic_Planning_ Platform.pdf, accessed 10.07.2010. => Š15Ë Stern, E., Pigott, J., Introduction to the Wealth Added Index: ~~~ A New performance Measurement and Strategic Planning Platform, http://www.sternstewart.com/research/Introduction_to_the_Wealth_Added_Index_A_New%20Performance_Measurement_and_Strategic_Planning_Platform.pdf, preuzeto dana 10.07.2010.
LL@(14562) Š16Ë Velez-Pareja, I., Value creation and its measure ment: a critical look at EVA, Social Science Research Network Working Paper Series (August, 2001). => Š16Ë Velez-Pareja, I., Value creation and its measurement: a critical look at EVA, Social Science Research Network Working Paper Series (August, 2001).
LL@(14563) Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(14564) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(14565) 1. => We suggest your papers to be pre pared in form of this template. 1.
LL@(14566) INTRODUCTION Papers have to be written in English. => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(14567) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(14568) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(14569) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(14570) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(14571) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(14572) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(14573) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(14574) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(14575) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(14576) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(14577) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(14578) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(14579) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(14580) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(14581)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(14582) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(14583) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( − Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. p p i , p n = i 4. ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(14584) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(14585) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(14586) R[$] Figure 1. => R[$] Slika 3.
LL@(14587) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(14588) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(14589) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(14590) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(14591) Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. ~~~ Proceedings of work, SINFF-N, page 75 -81. => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 2010 - 57 Broj 57, Godina XV Decembar 2010.
LL@(14592) Zlatibor 2010 - 57 Number 57, Year XV December 2010. => Fakultet organizacionih nauka Beograd Izdaje Za izdavača:
LL@(14593) Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => Dr Milan Martić Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović Redakcioni odbor: dr Čedomir Nestorović, Faculty of Coimbra, Portugal dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović, FON, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Chesh Republic dr Milija Suknović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barjaktarović, FON, Beograd Časopis se redovno referiše u publikacijama: ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 011/3950-868 E-mail: menage¿fon.rs http://management.fon.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun:
LL@(14594) 381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354-8635 = Management (Srpsko izd.) COBISS.
LL@(14595) ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Knowledge based economy the base of economic growthand development Sandra Jednak, Dragana Kragulj Project management and the creation of economic policyguidelines at the sub-national level Walter Scherrer Importance of strategic management accounting for bank management Snežana Knežević, Miloš Milosavljević, Veljko Dmitrović Budgetary changes at local level in Slovenia in crisis Uroš Pinterič Zero waste as a new concept for sustainable waste management Nataša Petrović, Sonja Išljamović, Veljko Jeremić Measuring competitiveness as a precondition of economic management Nikola Milović New paradigm of management: the commitment to innovation and sustainable competitive adventage Valentina Malešević Conceptual basis of policy of competitiveness under the conditions of the Slovak economics Jaroslava Hečkova, Alexandra Chapčakova, Ivana Butoracova Data envelopment analysis and its application in education Violeta Cvetkoska Knowledge Based Economy the Base of Economic Growth and Development UDC: 005.94 ; 330.341:005.336.4 Sandra Jednak1, Dragana Kragulj1 1Faculty of Organizational Sciences, Belgrade Economic development is a complex social process. => SR-ID 110318855 SADR@AJ Ekonomija zasnovana na znanju osnov ekonomskog rasta i razvoja Sandra Jednak, Dragana Kragulj Projektni menadžment i kreiranje smernica ekonomske politike na sub-nacionalnom nivou Walter Scherrer Značaj strategijskog upravljačkog računovodstva za upravljanje bankama Snežana Knežević, Miloš Milosavljević, Veljko Dmitrović Budžetske promene na lokalnom nivou tokom krize u Sloveniji Uroš Pinterič Nulti otpad kao novi koncept održivog upravljanja otpadom Nataša Petrović, Sonja Išljamović, Veljko Jeremić Mjerenje konkurentnosti kao preduslov upravljanja privredom Nikola Milović Nova paradigma menadžmenta:od posvećenosti do inovativnosti i održive konkurentske prednosti Valentina Malešević Koncepcijska osnova politike konkurentnosti u ekonomskim uslovima Republike Slovačke Jaroslava Hečkova, Alexandra Chapčakova, Ivana Butoracova Analiza omedjenih podataka i njena primena u obrazovanju Violeta Cvetkoska Ekonomija zasnovana na znanju osnov ekonomskog rasta i razvoja UDK: ~~~ 005.94 ; 330.341:005.336.4 Sandra Jednak1, Dragana Kragulj1 1Fakultet organizacionih nauka u Beogradu Privredni razvoj je veoma složen društveni proces.
LL@(14596) Determination of factors that affect the economic growth and development, the way they work, the reasons some economiesare more developed than others, and why economies have different rates of economic growth are the issues of a number of studies. => Određivanje faktora koji utiču na privredni rast i razvoj, kako oni deluju, zašto su pojedine privrede razvijenije od drugih, kao i zašto privrede imaju različite stope ekonomskog rasta predmet su izučavanja mnogih studija.
LL@(14597) Analysing these topics, and according to the economic growth theories, the traditional determinants are found tobe the labour, capital and technology. => Pri analiziranju ove tematike, a prema teorijama ekonomskog rasta, tradicionalne determinante su rad, kapital i tehnologija.
LL@(14598) However, knowledge is nowadays considered to be one of the factors of economic growth and development as well. => Međutim, danas se i znanje smatra jednim od faktora privrednog rasta i razvoja.
LL@(14599) The aim of the European Union is to build a knowledge-based economy, and hence the increased role of knowledge and new technologies. => Cilj zemalja Evropske unije je izgradnja ekonomije zasnovane na znanju, a samim tim i povećana uloga znanja i novih tehnologija.
LL@(14600) This paper analyzes the importance of knowledge as a factor of economic growth and development, and analyzes the results of building a knowledge-based economy in the European countries. investments, consumption, 1. => Ovaj rad analizira značaj znanja kao faktora ekonomskog rasta i razvoja i rezultate izgradnje ekonomije zasnovane na znanju u evropskim zemljama. 1.
LL@(14601) Introduction Economic development is a complex social process in which every country tends to ensure a passage from the lower to the higher phases of economic developement. => Uvod Privredni razvoj je složen društveni proces putem kojeg svaka zemlja teži ka prelasku iz nižih u više faze ekonomske razvijenosti.
LL@(14602) Economic developement is viewed as an indicator of the relationships between macroeconomic aggregates such as social product, national income, employment, accumulation, etc. => Privredni razvoj se razmatra kao pokazatelj međusobnih odnosa makroekonomskih agregata kao što su društveni proizvod, nacionalni dohodak, zaposlenost, akumulacija, investicije, potrošnja i sl.
LL@(14603) Although no economic developement is possible without economic growth (there is no need for an inverse relation, i.e., the economic growth is possible to achieve without an economic development), it can be confined only to the growth in GDP and the per capita national income. => Mada nema privrednog razvoja bez privrednog porasta (ne mora da postoji i obrnuta relacija, tj. moguć je privredni rast bez privrednog razvoja), on se ne može ograničiti samo na rast GDP-a i nacionalnog dohotka po glavi stanovnika.
LL@(14604) In addition to the above mentioned elements, the economic development can be expressed by a set of structural and functional changes withing a particular economy, as well as by a succession of other economic and non-economic factors. => Privredni razvoj se, sem pomenutih elemenata, izražava i kroz čitav skup strukturnih i funkcionalnih promena u okviru određene ekonomije kao i nizom drugih ekonomskih i neekonomskih elemenata.
LL@(14605) It is in this sense that economic growth is defined as a multidimensional process. => U tom smislu se privredni razvoj određuje kao multidimenzionalni proces.
LL@(14606) The change in the overall social structure is one of the basic components of economic growth and together with economic growth it ensures the growth of both the GDP and the national income. => Promena ukupne društvene strukture je jedna od osnovnih komponenti privrednog razvoja i zajedno sa privrednim rastom obezbeđuje rast GDP-a i nacionalnog dohotka.
LL@(14607) Similarly, economic development is necessarily oriented towards achieving certain goals that have to be brought into harmony beforehand, and can be sublimed into two most important ones: the developemnt of the economic potentials of the country and the improvement of the living standard of its population. => Takođe, privredni razvoj je nužno usmeren ka realizaciji određenih ciljeva koje je prethodno potrebno međusobno uskladiti, a koji se mogu svesti na dva najvažnija: razvoj proizvodnih potencijala zemlje i podizanje životnog standarda stanovništva. ~~~ Š9, str. 306.
LL@(14608) Š9, p.306Ë The modern economic science insists on sustainable development. => Ë Savremena ekonomska nauka insistira na održivom razvoju (sustainable development).
LL@(14609) The sustainable development is defined as a development that ensures the satisfaction of the todays generations needs, however, without endangering the satisfacton of the needs of the future generations. => Pod održivim razvojem se podrazumeva samo onaj razvoj koji obezbeđuje podmirenje potreba sadašnjih generacija, ali bez ugrožavanja mogućnosti zadovoljavanja potreba budućih generacija.
LL@(14610) Sustainable growth means an optimum balance among the economic, the social, and the environmental factors within an institutional framework. => Održivi razvoj podrazumeva optimalno balansiranje između ekonomskih, socijalnih i faktora zaštite životne sredine u institucionalnim okvirima.
LL@(14611) It is defined as a long-term, comprehensive, and synergetic process permeating all aspects (economic, social, cultural, ecological, and institutional) as well as all levels of life (local, regional, global). => On se definiše kao dugoročan, sveobuhvatan i sinergetski proces, koji utiče na sve aspekte života (ekonomski, socijalni, kulturni, ekološki i institucionalni) i na svim nivoima (lokalnom, regionalnom i globalnom).
LL@(14612) Š15Ë The three basic pillars of sustainable development are: a sustainable economic and technological development, a sustainable development of the society and the environmental protection. ~~~ 2. => Š15Ë Tri osnovna stuba održivog razvoja su: održivi ekonomski i tehnološki razvoj, održivi razvoj društva i zaštita životne sredine. 2.
LL@(14613) Knowledge as factor of economic growth and development There are numerous factors of economic growth and development of a country or a region. => Znanje kao faktor ekonomskog rasta i razvoja Mnogobrojni su faktori ekonomskog rasta i razvoja neke zemlje ili regiona.
LL@(14614) They may be classed on the basis of various criteria and their impact can be analysed in detail. => Oni se mogu rašlanjavati na osnovu različitih kriterijuma, a njihova dejstva detaljno analizirati.
LL@(14615) The most important factors are as follows: natural conditions (size of a country, geographical position of a country, natural resources ores, soil, forests, etc., pollution of the nature, climate, etc.); human resources and science (human resources quality, human resources potential, factor knowledge, quantity and quality of personnel training institutions, development level and efficiency of resarch operations, the development level of the information sector of economy, the extent to which information technologies are used, the quality of scientific personnel, information as key development resource, etc.): production, technics and technological change and innovation (production structure of economy, the overall production potential of the country, the level of manufacturing technics, the technical and technological progress, the type of technical progress, the rate of obsolescence physical and economic depreciation of technics, technological change and innovation, accumulation and reproductive potential of economy, organization and methods of managing economy, the level of infrastructure sophistication, etc.); agricultural production (prevailing agrarian relationships and their impact upon agricultural production, the processes of change in agriculture, etc.); socio-political factors (cultural heritage, historical heritage, tradition in economy, methods and institutions of social management, political system, the position of an individual in the society, social security, degree of democracy, ability to stand against different forms of pressures from the part of economically developed and politically influential countries, etc.); international environment (international economic environment, international labour division, the level and trends of international regional integrations, international economic organizations, international political environment, international and political alliances, itd.). => Najznačajniji faktori su: prirodni uslovi (veličina zemlje, geografski položaj zemlje, prirodno bogatstvo rude, zemljište, šume i sl., zagađenje prirode, klima itd.); stanovništvo (demografske karakteristike, broj stanovnika, stopa prirasta stanovništva, struktura stanovništva po polu, uzrastu, naciji i aktivnosti, oblici i stepen zaposlenosti, stepen lične i zajedničke potrošnje, nivo urbanizacije itd.); kadrovi i nauka ( kvalitet ljudskih resursa, potencijal stručnih kadrova, faktor znanje, kvantitet i kvalitet ustanova za obrazovanje stručnih kadrova, razvijenost i efikasnost naučno-istraživačke delatnosti, razvijenost informacionog sektora privrede, nivo korišćenja informacionih tehnologija, nivo naučnih kadrova, informacija kao ključni razvojni resurs itd.); proizvodnja, tehnika i tehnološke promene i inovacije (proizvodna struktura privrede, ukupan proizvodni potencijal zemlje, nivo proizvodne tehnike, tehničko-tehnološki progres, vrsta tehničkog progresa, tempo zastarevanja fizičko i ekonomsko rabaćenje tehnike, tehnološke promene i inovacije, akumulaciona i reprodukciona sposobnost privrede, organizacija i metodi upravljanja privredom, stepen razvijenosti infrastrukture itd.); poljoprivredna proizvodnja (postojeći agrarni odnosi i njihov uticaj na poljoprivrednu proizvodnju, procesi promena u agraru itd.); društveno-politički faktori (kulturno nasleđe, istorijsko nasleđe, tradicije u oblasti privrede, metodi i institucije društvenog upravljanja, politički sistem, položaj čoveka u dru štvu, socijalna sigurnost, stepen demokratije, sposobnost odbrane od različitih oblika pritisaka ekonomski razvijenih i politički uticajnih zemalja itd.); međunarodno okruženje (međunarodno-ekonomsko okruženje, međunarodna podela rada, nivo i pravci međunarodnih regionalnih integracija, međunarodne ekonomske organizacije, međunarodno-političko okruženje, međunarodni i politički savezi itd).
LL@(14616) The process of economic development in a given country and in a given period is affected not by individual factors, but by a set of factors, therefore the effects depend on their interaction. => U datoj zemlji i u određenom periodu na proces ekonomskog razvoja faktori deluju, ne pojedinačno, već u skupu, tako da efekti zavise od njihovog uzajamnog uticaja.
LL@(14617) One individual factor, for example, may not have a significant impact upon the economic development of a country, however, within a set of other factors, its importance may be crucial. => Jedan faktor pojedinačno uzet, može, na primer, da nema veliki značaj za privredni razvoj određene zemlje, ali da u sklopu ostalih faktora dobije izuzetno veliku važnost.
LL@(14618) Using the economic analysis it is possible to select individual factors and highlight their impact, however, their importance can be evaluated only in a concrete situation (country, time, conditions), and together with the impact of the other factors. => Ekonomskom analizom moguće je izdvojiti pojedinačne faktore i ukazati na njihovo dejstvo, ali se njihov značaj može oceniti samo u konkretnoj situaciji (zemlja, vreme, uslovi) i to u zajednici sa delovanjem ostalih faktora.
LL@(14619) Certain factors of economic development can be grouped according to different criteria, depending of the objective of the analysis. => Pojedini faktori privrednog razvoja mogu se grupisati po raznim kriterijumima zavisno od cilja analize.
LL@(14620) The most frequent classifications in the modern economic literature, important from the point of view of the development strategy selection, observe the following criteria: territorial origins (endogenous and exogenous factors), type of operations (economic and non-economic factors), matter (material factors), immediacy of effects (primary and multiple: secondary, tertiary factors, etc.), the rate of volatility (strongly volatile, medium volatile, slightly volatile factors), measurability level (measurable and non-measurable), utility (positive and negative factors), relevance (relavant and irrelevant), priority (higher or lower level priority factors), up-to-dateness (historical and modern), etc. => Najčešće podele faktora u savremenoj ekonomskoj literaturi, značajne sa gledišta izbora strategije razvoja, polaze od sledećih kriterijuma: teritorijalnog porekla (endogeni i egzogeni faktori), vrste delatnosti (ekonomski i neekonomski faktori), materije (materijalni faktori), neposrednosti efakata (primarni i višestepeni: sekundarni, tercijarni faktori itd.), stepena promenljivosti (promenljivi snažno, srednje, slabo i nepromenljivi faktori), stepena merljivosti (merljivi i nemerljivi), korisnosti (pozitivni i negativni faktori), značaja (relevantni i irelevantni), prioritetnosti (faktori višeg ili nižeg stepena prioritetnosti), aktuelnosti (istorijski i savremeni) itd.
LL@(14621) Such a variety of economic development factors with different impacts as regards the orientation, intensity and the length of time produce different impacts in different cases. => Ovako raznovrstan broj faktora ekonomskog razvoja sa različitim efektima u pogledu pravca, intenziteta i dužine trajanja ima različito dejstvo u konkretnim slučajevima.
LL@(14622) The development level and the size of a country will affect not only the priority of factors but their impact as well. => Od stepena razvijenosti i veličine zemlje zavisi ne samo prioritet faktora, već i njihov uticaj.
LL@(14623) Their interaction makes the understanding the impact of each individual factor difficult; besides, many of them produce insufficiently measurable effects. => Njihova uzajamna sprega otežava razlučivanje efekata svakog od njih pojedinačno, a sem toga mnogi daju i nedovoljno merljive efekte.
LL@(14624) The priority of factors cannot be given a priori. => Prioritet faktora se ne može dati a priori.
LL@(14625) A higher level of priority is given to those economic development factors that produce a wider scope of effects, they work on a long-term basis, they are not subject to frequent changes and produce a strong positive impact upon the economy trends and development. => Veći stepen prioriteta imaju oni faktori privrednog razvoja koji imaju širi opseg delovanja, deluju na duži rok i koji ne podležu čestim promenama, a imaju snažno pozitivno dejstvo na kretanje i razvoj privrede. ~~~ Š9, str. 311.
LL@(14626) Š9, p.311Ë Modern economic theory and practice views knowledge as one of the key factors of economic growth and development. => Ë U savremenoj ekonomskoj teoriji i praksi znanje se smatra jednim od ključnih faktora privrednog rasta i razvoja.
LL@(14627) Knowledge, in fact, can be said to have always been the driver of economic progress. => Može se reći da je znanje, zapravo, uvek bi lo pokretač ekonomskog napretka.
LL@(14628) New ideas, skills and competences resulting from knowledge have always been incorporated into new products, processes and organizational structure of companies. => Uvek su nove ideje, sposobnosti i veštine, kao rezultat znanja, ugrađivane u nove proizvode, procese i organizacionu strukturu kompanija.
LL@(14629) Schumpeter was the first to recognize knowledge as a structural component from an economic point of view, as well as its importance for the economy. => Schumpeter je prvi prepoznao znanje kao strukturnu komponentu sa ekonomskog aspekta, kao i njen značaj u privredi.
LL@(14630) He claimed that a new combination of knowledge is a key factor of innovation and entrepreneurship. => On je tvrdio da je nova kombinacija znanja ključni faktor inovacija i preduzetništva.
LL@(14631) Š2Ë The basic sectors responsible for knowledge generation are: education, research and development, art, media, information sector and information technologies. => Š2Ë Osnovni sektori koji su stvarali znanje su: obrazovanje, istraživanje i razvoj, umetnost, mediji, informativni sektor i informacione tehnologije.
LL@(14632) Depending on the sector, knowledge is analysed as production (research and development of new knowledge), dissemination (education, training and human resources development) and transfer (diffusion of knowledge and innovation). => Zavisno od sektora, znanje se analizira kao proizvodnja (istraživanje i razvoj novih znanja), prenos (obrazovanje, trening i razvoj ljudi) i transfer (difuzija znanja i inovacija).
LL@(14633) A development factor that is becoming increasingly important is the integration of science, education and information technologies. => Sve značajniji faktor razvoja postaje integracija nauke, obrazovanja i informacionih tehnologija.
LL@(14634) Š10Ë Some researchers maintain that knowledge can be viewed as an essential resource, product and system. => Š10Ë Pojedini istraživači ističu da se znanje može posmatrati kao esencijalni resurs, proizvod i sistem.
LL@(14635) The view of the knowledge as an input is related to investment into research and development, education and information technologies. => Posmatranje znanja kao inputa vezano je za investiranje u istraživanje i razvoj, obrazovanje i informacione tehnologije.
LL@(14636) As a product, knowledge is important in developing business services based on knowledge, as well as in the development of the new technology sector. => Kao proizvod, znanje ima značaj pri razvoju poslovnih usluga koje se temelje na znanju, kao i za razvoj sektora novih tehnologija.
LL@(14637) It is implemented in improving the existing products and creating new ones. => Ono se primenjuje za poboljšanje postojećih proizvoda i stvaranje novih.
LL@(14638) Š7Ë Science demands a system of knowledge. => Š7Ë Nauka zahteva sistem znanja.
LL@(14639) Different kinds of knowledge are required to achieve progress in a certain area. => Potrebna su različita znanja da bi se ostvario napredak u određenoj oblasti.
LL@(14640) New technologies, i.e., information-communication technologies, are the instrument to generate and transfer knowledge. => Nove tehnologije, odnosno, informaciono-komunikacione tehnologije, instrument su kojim se znanje generiše i prenosi.
LL@(14641) Owing to browsers, electronic databases and various softwares, the scientists and researchers enjoy a faster access to information, development and storage of results, or knowledge, and this all results into new innovation and an increase in growth and development. => Zahvaljujući pretraživačima, elektronskim bazama i različitim softverima, omogućeno je naučnicima i istraživačima brži pristup informacijama, razvoj i čuvanje rezultata, odnosno znanja, a to sve vodi novim inovacijama i povećanju rasta i razvoja.
LL@(14642) The comparison between capital, labour and knowledge, however, clearly shows that knowledge displays certain features of a traditional factor. => Ipak, upoređujući kapital, rad i znanje, primećuje se da znanje ispoljava određene osobine tradicionalnog faktora.
LL@(14643) Similarly to capital, knowledge can be accumulated. => Kao i kapital, znanje se može akumulirati.
LL@(14644) Knowledge, same as capital, has an impact upon labour. => Znanje, kao i kapital, ima uticaj na rad.
LL@(14645) It affects the labour force through education and training. => Ono utiče na radnu snagu putem obrazovanja i treninga.
LL@(14646) Š16Ë In certain economic studies and analyses, and due to an increasingly important role of knowledge in achieving economic growth and development, a classification of capital was made into natural, physical and human. => Š16Ë U nekim ekonomskim studijama i analizama, zbog sve zapaženije uloge znanja u ustvarivanju ekonomskog rasta i razvoja, izvršena je podela kapitala na prirodni, fizički i humani.
LL@(14647) There is a connection among these three types of capi tal. => Postoji veza između ove tri vrste kapitala.
LL@(14648) All three have a direct or indirect impacts and improve the productivity in expanding the production of goods and services in an economy, and also ensure the development and growth of the social wealth. => Sva tri direktno i indirektno utiču i doprinose većoj produktivnosti u povećanju proizvodnje dobara i usluga u privredi, a obezbeđuju razvoj i povećanje društvenog bogatstva.
LL@(14649) The impact of all the three types of capital upon the economic process and social wealth is illustrated in Figure 1. => Uticaj sva tri kapitala na ekonomski proces i društveno bogatstvo ilustruje slika 1. sijskog sektora, kvalitetnijim i višim nivoom obrazovanja i makroekonomskom stabilnošću.
LL@(14650) Figure 1. => Š18, str. 52.
LL@(14651) The impact of physical, natural and human capital upon economic process and social wealth Source: Barbier B. Edward, The Role of Natural Resources in Economic Development, University of Wyoming, 2003, p. 255. => Ë Evropska unija, OECD, EBRD i druge međunarodne institucije definišu standarde kojim bi se ostvario održiv ekonomski rast, povećala zaposlenost, životni standard, održala finansijska stabilnost i pružala pomoć zemljama u razvoju.
LL@(14652) Physical capital (Kp) includes machinery, equipment, premises, tools and other investment goods. => Unapređivanje i stvaranje novih znanja i njihov transfer i širenje na nove generacije putem obrazovanja, blisko je vezano sa razvojem visokog obrazovanja, kao i istraživanjem i razvojem koji sve više postaju dominantan faktor u privrednom razvoju i stvaranju ekonomije zasnovane na znanju.
LL@(14653) It is used in the production process and affects both production and the environment. ~~~ It has a crucial impact upon the growth of social wealth. => Ova ekonomija zasniva se na veoma kvalitetnim intelektualnim resursima i njihovoj isplativosti.
LL@(14654) Human capital (Kh) includes knowledge, skills, competences, and abilities of labour force necessary in the production process. => Znanje može, osim što stvara inovacije, da usmerava i određuje pravac i tok ekonomskog razvoja.
LL@(14655) It ensures research and development that leads to technical and technological innovation and larger social wealth. => Takođe, znanje i tehnološki progres su povezani sa smanjivanjem budžetskih deficita i deregulacijom politika, naročito u finansijskom sektoru, avio-saobraćaju i sektoru električne energije.
LL@(14656) Natural capital (Kn) or natural resources are materials and energy consumptive inputs used in production. => Međutim, sve privrede ne raspolažu istim nivoom resursa.
LL@(14657) Appropriately oriented, natural capital supports the population to employ ecology to contribute to the health of people and their safe life, thus increasing social wealth. => Smatra se da postoji jaz u razvoju između zemalja upravo zbog razlike u obrazovanju, odnosno znanju, sposobnostima i veštinama stanovništva zemlje.
LL@(14658) Š1Ë It is necessary that an appropriate social policy should be pursued and that a socio-political consensus should be established in order that all three types of capital be used to the extent to which they increase the production and the social wealth, and that simultaneously the capital be available to the future generations in the time to come. => 
LL@(14659) Forecasting, evaluation and the selection of a possible course in achieving this goal is neither an easy nor a simple process. => Prema tome, primena znanja, uslovljena tehnološkim promenama i inovacijama, postaje značajan faktor razvoja svake ekonomije, što je cilj mnogih zemalja sveta.
LL@(14660) Without adequate economic policies, a development strategy, and an active role of the state, chances are small to answer to an increasing economic and technological complexity of increasing social wealth. => Međunarodne institucije, kao što su OECD, Svetska banka, Ujedinjene nacije i Evropska unija, razvile su svoje metodologije i indikatore koji pokazuju koliko su privrede razvile svoju ekonomiju.
LL@(14661) Tt is necessary that economic policies be improved and business activities and profitable processes be maintained. ~~~ It is also necessary that employment should be increased, but also the level of knowledge, to stimulate the development of new products and processes and hence improve productivity, production and the amount of social wealth. => Oni su usmereni na humane i društvene razvojne indikatore, zatim na merenje razvoja baziranom na sistemskim, strateškim i planskim procesima, na informaciono-komunikacionim tehnologijama i određenim indeksima znanja koji imaju svoju osnovu u indeksu obrazovanja, inovacija i IKT i ekonomsko-institucionalnom režimu.
LL@(14662) Š13Ë The developed economies based their growth and development on knowledge that generates innovation. => Š14, str.6. ~~~ Ë Postoje i drugi indikatori koji pokazuju razvoj ekonomije zasnovane na znanju.
LL@(14663) Innovation is achieved by a more effective protection of intellectual rights, by the development of the financial sector, by a higher quality and a higher level of education and by a macroeconomic stability. => To su: investicije u istraživanje i razvoj, investicije u visokoobrazovni sistem, odnosno kapital (istraživači i doktoranti), kapaciteti i kvalitet obrazovanog sistema (troškovi obrazovanja i učenja tokom celog života), e-vlada (kupovina nove opreme i modernizacija javnih usluga), produktivnost rada, upotreba informaciono-komunikacionih tehnologija itd.
LL@(14664) Š18, p.52Ë The European Union, the OECD, the EBRD and other international institutions define standards to achieve sustainable economic growth, increase employment, improve the standard of living, maintain financial stability and provide aid for the developing countries. => Š2Ë Investiranje u obrazovanje može doprineti ostvarivanju održivog i dugoročnog ekonomskog rasta i razvoja, zbog razvoja humanog kapitala koji se koristi za kreiranje, upotrebu i adaptaciju tehnologija.
LL@(14665) Improving and creation of new knowledge and its transfer and dissemination to new generations through education is closely connected with the development of higher education, as well as with the research and development that increasingly become a dominant factor in the economic development and in creating a knowledge-based economy. => Na ovaj način, znanju se omogućava da se uhvati u korak sa razvijenim novim tehnologijama i sa razvijenijim privredama. ~~~ Podršku znanju pružaju informaciono-komunikacione tehnologije. ~~~ Slika 1.
LL@(14666) This economy is based on high quality intellectual resources and their profitability. => Uticaj fizičkog, prirodnog i humanog kapitala na ekonomski proces i društveno bogatstvo Izvor:
LL@(14667) In addition to generating innovation, knowledge can direct and define the orientation and flow of economic development. => Barbier B.Edward, The Role of Natural Resources in Economic Development, University of Wyoming, 2003, str. 255.
LL@(14668) Similarly, knowledge and technological progress are linked to the reduction of budgetary deficits and the deregulation of policies, especially in the financial sector, in airline transportation and the electrical power supply sectors. => Fizički kapital (KP) se sastoji iz mašina, opreme, zgrada, alata i drugih investicionih dobara. ~~~ On se koristi u proizvodnji i utiče na nju i okruženje.
LL@(14669) Not all economies, however, have equal amount of resorces available. => Bitno utiče na povećanje društvenog bogatstva.
LL@(14670) It is because of the differences in education, i.e., knowledge, competencies and skills of the country population that it is assumed that there is a development gap among countries. => Humani kapital (Kh) podrazumeva znanja, sposobnosti, veštine i umeća radne snage, neophodnih za proces proizvodnje, obezbeđuje istraživanje i razvoj koji vodi tehničkotehnološkim inovacijama i većem društvenom bogatstvu.
LL@(14671) Hence the implementation of knowledge, conditioned by technological change and innovation becomes an important development factor in each economy, which is the goal of many countries worldwide. => Prirodni kapital (Kn) ili prirodni izvori su materijali i energetski iscrpivi inputi koji se koriste u proizvodnji.
LL@(14672) International institutions such as OECD, the World Bank, the United Nations and the European Union have developed their own methodologies and indicators to mark the extent to which economies have developed. => Pravilno usmeravan, prirodni kapital pruža podršku stanovništvu da putem ekologije doprinosi zdravlju stanovništva i siguran život, čime se povećava društveno bogatstvo.
LL@(14673) They are oriented towards humane and social development indicators, towards measuring the development based on systemic, strategic and planned processes, on information-communication technologies and certain knowledge indices that have their roots in the indices of education, innovation, and the ICT and economic-institutional regime. => Š1Ë Potrebno je da se sprovodi odgovarajuća ekonomska politika i uspostavi društveno-politički konsenzus da bi se koristile sve tri vrste kapitala u onoj meri u kojoj ostvaruju povećanje proizvodnje i društvenog bogatstva, a da istovremeno kapital u narednom periodu bude dostupan budućim generacijama.
LL@(14674) Š14, p.6Ë There also are other indicators that show the development of the knowledge-based economy. => Predviđanje, evaluacija i izbor mogućeg kursa za ostvarivanje ovog cilja nije lak i jednostavan proces.
LL@(14675) These are: investments into research and development, investments into the higher education system, i.e., capital (researchers and doctorands), capacities and quality of the education system (costs of education and life-long learning), e-government (purchasing new equipment and modernization of public services), work productivity, implementation of information-communication technologies, etc. => Bez adekvatnih ekonomskih politika i strategije razvoja i aktivne uloge države, male su šanse za odgovor na sve veću ekonomsku i tehnološku složenost povećanja društvenog bogatstva. ~~~ Ekonomskim politikama potrebno je da se unaprede i održe poslovne aktivnosti i profitabilni ekonomski procesi.
LL@(14676) Š2Ë Investments into education can contribute to achieving a sustainable and long-term economic growth and development, due to the development of human capital employed in creating, implementation and adjustment of technologies. => Potrebno je da se poveća zaposlenost ali i nivo znanja, koji će stimulisati razvoj novih proizvoda i procesa, i na taj način poveća produktivnost, proizvodnja i nivo društvenog bogatstva.
LL@(14677) It is in this way that knowledge can catch up with the new technologies developed and consequently with developed economies. => Š13Ë Razvijene ekonomije su svoj rast i razvoj bazirale na znanju, koje stvara inovacije.
LL@(14678) The support to knowledge is ensured by information-communication technologies. => Inovacije su ostvarene boljom zaštitom intelektualnih prava, razvojem finan 3.
LL@(14679) 3. ~~~ European information society and knowledge-based economy The information communication technologies play an important role in building the knowledge-based economy and the information society. => Evropsko informaciono društvo i ekonomija zasnovana na znanju Informaciono-komunikacione tehnologije imaju značajnu ulogu u izgradnji ekonomije zasnovane na znanju i informacionog društva.
LL@(14680) The information society is a synonym to information-communication technologies (ICT). => Informaciono društvo je sinonim za informaciono-komunikacione tehnologije (IKT).
LL@(14681) A result of a fast development, implementation and impact upon all the spheres of society and economy in the course of 1990s, the idea for creating an information society emerged. => Zbog naglog razvoja, primene i uticaja na sve sfere društva i privrede tokom devedesetih godina XX veka, nastala je ideja o stvaranju informacionog društva.
LL@(14682) This period is caracterised by an electronic exchange of information, convergence towards digital technologies, an exponential growth of the Internet and opening of the telecommunication market. => U ovom periodu je vršena elektronska razmena informacija, konvergencija prema digitalnim tehnologijama, eksponencijalni rast Interneta i otvaranje tržišta telekomunikacija.
LL@(14683) For an information society and a knowledge-based economy to be created it required a further ICT development and implementation. => Za stvaranje informacionog društva i ekonomije zasnovane na znanju bio je neophodan dalji razvoj i primena IKT.
LL@(14684) In order that the production and implementation of new, knowledgebased technologies should be increased, it is important that structural changes be conducted, and this is accomplished through the following structural factors. => Da bi se povećala proizvodnja i upotreba novih tehnologija koje su zasnovane na znanju, veoma je značajno sprovođenje strukturnih promena, koje se ostvaruju putem sledećih strukturnih faktora.
LL@(14685) Š5Ë 1) Flexibility of goods market is necessary, including the market regulation, low costs of market entrance and exit, a competitive environment that will ensure the necessary incentives to companies to invest into and implement innovative technologies and increase innovation. ~~~ 2) Relevant is the implementation of efficient innovation systems meant to reduce the gap between the EU and the USA. => Š5Ë 1) Neophodna je fleksibilnost tržišta proizvoda, uključujući regulaciju tržišta, niske troškove ulaska i izlaska sa tržišta, konkurentno okruženje koje će omogućiti potrebne podsticaje preduzećima da investiraju i koriste inovativne tehnologije i povećaju inovacije. 2) Relevantna je implementacija efikasnih inovativnih sistema koja će smanjiti gep između EU i SAD.
LL@(14686) The American innovation system is efficient in linking various participants, is of good quality and invests into knowledge sectors. => Američki sistem inovacija dobro povezuje različite učesnike, dobrog je kvaliteta i većih ulaganja u sektore znanja.
LL@(14687) This system offers direct resources to the sectors of new and high technologies. => Ovaj sistem omogućava direktne izvore sektorima novih i visokih tehnologija.
LL@(14688) On the microeconomic level, the main component of an efficient innovation system is the entrepreneur culture. => Na mikroekonomskom nivou, glavna komponenta efikasnog sistema inovacija je kultura preduzetnika.
LL@(14689) In order that a company be innovative, it has to recognize the opportunities and chances on the market, respond in an innovative manner and possess a large knowledge base. => Da bi preduzeće bilo inovativno, ono mora da prepoznaje mogućnosti i šanse na tržištu, odgovori inovativno i da ima veliku bazu znanja.
LL@(14690) A flexible financial market generates venture capital to finance the innovation of the company. ~~~ 3) Labour market flexibility is important because of the presence of technological change. => Fleksibilno finansijsko tržište stvara zajednički kapital (venture capital) kojim se finansiraju inovacije preduzeća. 3) Fleksibilnost tržišta rada je značajna zbog prisustva tehnoloških promena.
LL@(14691) An inadequate employment policy can have a negative impact upon the company reorganization, upon new technologies implementation, as well as upon the skilled labour force migrations. => Neadekvatna politika zapošljavanja može uticati negativno na reorganizaciju preduzeća, primenu novih tehnologija i migraciju kvalifikovane radne snage.
LL@(14692) The possibility of migration between different jobs and a flexible labour market include life-long learning and ensure permanent improvement and education. ~~~ 4) The ICT skills are essential for the ICT sector as well as all other sectors that implement new technologies. => Mogućnost migracije između različitih poslova i fleksibilno tržište rada uključuje doživotno učenje (life-long learning) i obezbeđuje stalno usavršavanje i obrazovanje. 4) Veštine IKT su bitne i za sektor IKT i za sve ostale sektore koje koriste nove tehnologije.
LL@(14693) The ICT sector and all the companies that implement ICT have a highly trained labour force (scientists and engineers). => Sektor IKT i sva preduzeća koja implementiraju IKT imaju visokoobrazovanu radnu snagu (naučnike i inženjere).
LL@(14694) There is an increasing percentage of labour force Š11Ë that command an equally increasing knowledge and skills required that the ICT should be implemented correctly. => Sve je veći procenat radne snage Š11Ë koja raspolaže sve ve ćim znanjem i veštinama potrebnim za upotrebu IKT.
LL@(14695) Education and various forms of training are essential for the ICT implementation. => Obrazovanje i različiti treninzi su neophodni da bi se koristile IKT.
LL@(14696) In addition to these factors, the successful implementation of ICT depends on the factors related to both the ICT sector and public policies. => Pored ovih faktora, za uspešnu implementaciju IKT potrebni su i faktori koji su povezani sa sektorom IKT i sa javnim politikama.
LL@(14697) These are: 1) The ICT sector that has an impact upon the productivity growth via technological change. => To su: ~~~ 1) Sektor IKT koji utiče na rast produktivnosti putem tehnoloških promena.
LL@(14698) The sector generates innovation and invests into knowledge, research and development. => Sektor stvara inovacije i investira u znanje, istraživanje i razvoj.
LL@(14699) Investments into research and developement are larger here than in any other sector. => U ovom sektoru investicije u istraživanje i razvoj su znatno veće nego u drugim sektorima.
LL@(14700) In the EU they amount to 25% of the total research and development of the entire economy; 2) Common market allows for the economy of scope and a larger market for ICT diffusion to develop. => U EU one iznose oko 25 % ukupnih istraživanja i razvoja celokupne ekonomije; 2) Zajedničko tržište omogućava ekonomiju obima i veće tržište za difuziju IKT.
LL@(14701) The legal framework and the regulations of the electronic exchange of information, i.e., communication, is important for the creation of the European unified ICT market. => Pravni okviri i regulative elektronske razmene informacija, odnosno, komunikacija su bitni za stvaranje evropskog jedinstvenog tržišta IKT.
LL@(14702) The lack of appropriate regimes, however, may end in the market fragmentation, especially in the fields of intellectual rights protection, of standardization and of security; 3) The Small and Medium-sized Enterprise sector makes a majority of the European economy. => Međutim, usled nedostatka odgovarajućih režima, može doći do fragmentacije tržišta, naročito u poljima zaštite intelektualnih prava, standardizacije i sigurnosti (security); 3) Sektor malih i srednjih preduzeća predstavlja većinu evropske privrede.
LL@(14703) These firms are a major source of new jobs, entrepreneurship and innovation, however, they lag in the ICT implementation. => Ova preduzeća su glavni izvor radnih mesta, preduzetništva i inovacija, ali ona zaostaju u primeni IKT.
LL@(14704) An integrated e-Business policy should stimulate firms to implement ICT to a larger extent; 4) ICT implementation by the government and the availability of modern on-line services can increase the ICT implementation and productivity. => Integrisana e-Business politika treba da stimuliše preduzeća da više koriste IKT; 4) Implementacija IKT od strane vlade i mogućnost modernih on-lajn usluga mogu povećati upotrebu IKT i produktivnost.
LL@(14705) In the 2000s, the EU encountered a problem of economic growth and unemployment. => Tokom dvehiljaditih godina, EU je imala problem sa ekonomskim rastom i nezaposlenošću.
LL@(14706) The solution was to create conditions for a dynamic growth, one that was to increase employment, offer an opportunity for the progress of all members of the society and increase the standard of living, and these should be achieved by the adoption of the Lisbon Strategy, meant to build the EU into an information society and a knowledge-based society. ~~~ 4. => Rešenje je bilo da se stvore uslovi za dinamičan rast, koji će povećati zaposlenost, pružiti mogućnost napretka za sve članove društva i povećati životni standard, a to bi trebalo da se postigne usvajanjem strategije, Lisabonske strategije, kojom će se ostvariti da EU postane informaciono društvo i ekonomija zasnovana na znanju. 4.
LL@(14707) Lisbon strategy Modern strategies are becoming the basis of the socalled new economy. => Lisabonska strategija Savremene tehnologije postaju osnov tzv. nove ekonomije.
LL@(14708) The idea of this economy is that developed economies should achieve high economic growth rates, reducing inflation and unemployment along the way. => Ideja ove ekonomije je da razvijene privrede ostvaruju visoke stope ekonomskog rasta, istovremeno smanjujući inflaciju i nezaposlenost.
LL@(14709) A fast development of the Internet made people neglect the ICT for a while. => Nagli razvoj Interneta skrenuo je pažnju sa IKT.
LL@(14710) New technologies, however, continue to contribute to the economy development. => Međutim, nove tehnologije nastavljaju da doprinose ostvarivanju razvoja privreda.
LL@(14711) The ICT are considered to be the general purpose technologies. => IKT se smatraju tehnologijama opšte namene.
LL@(14712) They are present in economic processes and affect economic efficiency in various ways and in different sectors. => Prisutne su u ekonomskim procesima i utiču na ekonomsku efikasnost na različite načine i u razli čitim sektorima.
LL@(14713) A gradual adoption and implementation of structural changes helps achieve certain economic performance. => Postepenim usvajanjem i primenom strukturnih promena, postižu se određene ekonomske performanse.
LL@(14714) In order that it should improve its economic performance and reduce a gap between the European and the American economies, the european Union creates a so-called electronic Europe and implements the Lisbon Strategy. => Da bi poboljšala svoje ekonomske performanse i smanjila gep između evropske i američke privrede, Evropska unija stvara tzv. elektronsku Evropu i primenjuje Lisabonsku strategiju.
LL@(14715) The implementation of economic reforms improves the competitiveness of European economies. => Sprovođenjem ekonomskih reformi unapređuje se konkurentnost evropskih privreda.
LL@(14716) The increase in employment is the best way for the European Union to increase productivity, achieve economic growth, increase the human potential and create more jobs. => Povećanje zaposlenosti je najbolji način da Evropska unija poveća produktivnost, ostvari ekonomski rast, poveća humani potencijal i obezbedi više radnih mesta.
LL@(14717) Economic reforms include the implementation of various measures, from the market liberalization, to the promotion and development of the small and mediumsized enterprise sector, entrepreneurship and innovation, to the reduction in legal regulations that enhance the flow of economic activities. => Ekonomske reforme podrazumevaju sprovođenje različitih mera, od liberalizacije tržišta, preko promocije i podrške razvoju sektora malih i srednjih preduzeća, preduzetništva i inovacija, do smanjivanja pravnih regulativa koje pospešuju obavljanje privredne aktivnosti.
LL@(14718) In order to implement economic reforms and become the worlds most competitive economy as well as a knowledge-based economy by 2010, the European Union adopts the so-called Lisbon Strategy (also known in literature as the Lisbon Agenda or the Lisbon Proposition) in 2000. => Da bi sprovela ekonomske reforme i postala do 2010. godine najkonkurentnija privreda na svetu i ekonomija zasnovana na znanju, Evropska unija 2000. godine donosi tzv. Lisabonsku strategiju (u literaturi poznata i kao Lisabonska agenda ili Lisabonski predlog).
LL@(14719) Since 2000, the EU achieved a considerable progress in implementing economic reforms. => Od 2000. godine, EU je imala značajan progres u sprovođenju ekonomskih reformi.
LL@(14720) In the five-year period markets have been opened for telecommunications, network industries and financial services, over a million new jobs were created and various opportunities for households all over Europe emerged. => U periodu od pet godina otvorena su tržišta za telekomunikacije, mrežne industrije i finansijske usluge, otvoreno je preko milion novih radnih mesta i stvorene različite mogućnosti za domaćinstva širom Evrope.
LL@(14721) Š4Ë There was a need, however, that this process be accellerated in order that the goals set should be achieved by 2010. => Š4Ë Međutim, postojala je potreba da se ovaj proces ubrza da bi se postavljeni ciljevi ostvarili do 2010. godine.
LL@(14722) Hence the Lisbon Strategy was amended and improved in March 2005. => Zbog toga je Lisabonska strategija dopunjena i unapređena u martu 2005.godine.
LL@(14723) The report on the goals accomplished and the results of the Lisbon Strategy implementation was prepared under the leadership of Wim Koka, in 2005, therefore it was named Kokas report. => Izveštaj o izvršenim ciljevima i rezultatima sprovođenja Lisabonske strategije pripremljen je pod vođstvom Wim Koka 2005. godine, tako da je dobio naziv Kokov izveštaj.
LL@(14724) The report showed that the set goals were not achieved to the extent they were expected and planned to be achieved. => Ovaj izveštaj je pokazao da postavljeni ciljevi nisu ostvareni u meri u kojoj su očekivani i planirani.
LL@(14725) The critics stressed that goals were defined too broadly, that programmes were too voluminous, that coordination was insufficient and that the priorities of the development of some EU countries were inadequate, especially from the point of view of the public debt and the GDP. => Kritika je bila usmerena na preširoko definisanje ciljeva, preobimne programe, nedovoljnu koordinaciju i neodgovarajuće prioritete razvoja pojedinih zemalja članica EU, posebno sa stanovišta javnog duga i GDP-a.
LL@(14726) Besides, the allocation of responsibility among national economies and European institutions was not clearly defined. => Sem toga, podela odgovornosti između nacionalnih privreda i evropskih institucija nije bila jasno definisana.
LL@(14727) Different levels of reform implementation were achieved simultaneously among the EU countries. => Istovremeno su ostvareni različiti stepeni sprovođenja reformi između zemalja EU.
LL@(14728) Nevertheless, the authors of the Report pleaded for the pursuing of the same set goals. => I pored toga, autori ovog izveštaja su se zalagali za sprovođenje istih postavljenih ciljeva.
LL@(14729) The reforms meant to be accomplished remained the same: a relatively flexible labour market, i.e., improvement and recruitment of highly skilled staff in order that a higher employment rate should be achieved; in this way a stronger competition and a regulation reform will be achieved; creating favourable conditions of business climate and firms profitability in business operations as well as innovation implementation; creating a relatively dynamic and competitive unified market, characterised by a liberalization of services and a new strategic approach that means the implementation of the ruling regulations, a proactive approach to competitive policy, the introduction of competition in public tenders and the reforms in state aid; the liberalization of foreign trade and ensuring economic conditions for sustainable development, as well as environmental protection, more precisely, the promotion of eco-efficient innovation and an economic and social progress in environmental protection. => Reforme koje je trebalo da se ostvare i dalje su ostale iste: relativno fleksibilno tržište rada, odnosno unapređenje i angažovanje kadrova visoke kvalifikovanosti u cilju postizanja veće stope zaposlenosti; na taj način bi se ostvarila snažnija konkurencija i reforma regulativa; stvaranje povoljnih uslova poslovne klime i profitabil nosti poslovanja preduzeća kao i primena inovacija; stvaranje relativno dinamičnog i konkurentnog jedinstvenog tržišta, na kome je prisutna liberalizacija usluga i novi strateški pristup koji podrazumeva implementaciju postojećih regulativa, proaktivan pristup konkurentnoj politici, uvođenje konkurencije u javnim tenderima i reforme pri pružanju državne pomoći; liberalizacija spoljne trgovine i obezbeđivanje privrednih uslova za održivi razvoj, kao i zaštita prirodne okoline, tačnije, promocija eko-efikasnih inovacija i ekonomski i društveni progres u zaštiti prirodne sredine.
LL@(14730) The strategy has a complex structure, since it includes varied and numerous goals and activities, as well as an ambiguous allocation of responsibilities and tasks, especially between the EU and its member-states. => Strategija ima složenu strukturu, jer sadrži različite i mnogobrojne ciljeve i akcije, kao i nejasnu podelu odgovornosti i zadataka, naročito između EU i država.
LL@(14731) The goal is to understand and overcome the weaknesses in the reform implementation, as well as to reduce the gap between the American and the European, but also an increasingly strong Asian economies by achieving the set goals. => Cilj je da se sagledaju nedostaci u sprovođenju reformi i da se oni otklone, kao i da se sprovođenjem postavljenih ciljeva smanji gep između evropske i američke, ali i sve jače azijske privrede.
LL@(14732) The major goal of a revised Lisbon Strategy is sustainable development, economic growth and an increase in the employment rate. => Revidirana Lisabonska strategija ima glavni cilj održivi razvoj, ekonomski rast i povećanje stope zaposlenosti.
LL@(14733) This is possible to achieve only on condition the EU become an attractive area for investments and thus a higher level of labour productivity be ensured, on condition knowledge and innovation be ensured for the growth and a larger number of jobs requiring highly skilled staff be created, from the point of view of new technologies implementation. => Ovo je moguće ostvariti samo ako se EU učini atraktivnim područjem za ulaganje (investiranje) i time obezbedi viši nivo produktivnosti rada, zatim osigura znanje i inovacije za rast i otvori veći broj visokokvalifikovanih radnih mesta sa stanovišta primene novih tehnologija.
LL@(14734) Š8Ë Basic to the Lisbon Strategy is the global economy whose goal is a radical transformation. => Š8Ë U osnovi Lisabonske strategije je globalna ekonomija, koja ima za cilj radikalnu transformaciju.
LL@(14735) This includes the change in technology, in production and in trade. => Ovo se odnosi na promene u tehnologiji, proizvodnji i trgovini.
LL@(14736) A faster flow of information and a reduction of transportation costs have broken traditional geographical barriers to performing economic activities. => Brži tok informacija i smanjivanje transportnih troškova ukinuli su tradicionalne geografske barijere za obavljanje ekonomske aktivnosti.
LL@(14737) The boundaries indicating which goods could be traded and which could not have gradually disappeared and the global market includes an ever increasing number of different and new goods and services. => Granice, koje su ograničavale kojim robama i uslugama se moglo trgovati a kojim ne, postepeno su nestajale, a globalno tržište sve više obuhvata veliki broj različitih i novih dobara i usluga.
LL@(14738) An increasing number of countries open their economies, and market liberalization allows for the development of global trade and investment. => Sve više zemalja otvara svoje ekonomije, a liberalizacija tržišta omogućava globalnu trgovinu i investiranje.
LL@(14739) It is in this way that a larger number of opportunities for a faster integration of national economies into the global economy are created. => Na taj način se povećavaju mogućnosti za bržu integraciju nacionalnih ekonomija u globalnu ekonomiju.
LL@(14740) The increase in the global output has become a dominant strategy of the modern world. => Povećanje globalnog autputa je postala dominantna strategija razvoja savremenog sveta.
LL@(14741) An important share in this output belongs to Asian countries. => Značajan udeo u tom autputu ostvaruju azijske zemlje.
LL@(14742) China and India are expected to achieve about 25% of the world output by 2015. => Predviđa se da će Kina i Indija do 2015. godine imati oko 25 % svetskog autputa.
LL@(14743) Creating a favourable business climate and low costs of production orient foreign direct investments towards Asian countries. => Stvaranje povoljne poslovne klime i niski troškovi proizvodnje, usmeravaju strane direktne investicije u azijske zemlje.
LL@(14744) With the development of the ICT the production becomes specialized and decentralized by countries, by continents, as it tries to find the most convenient site and profitability for business operations. => Razvojem IKT proizvodnja postaje specijalizovana i decentralizovana po različitim zemljama, kontinentima, tražeći najbolju proizvodnu lokaciju i profitabilnost poslovanja.
LL@(14745) The global competition and the speed of technological change intensify the need for increased innovation. => Globalna konkurencija i brzina tehnoloških promena intenziviraju potrebe za povećanim inovacijama.
LL@(14746) Countries that implement high technologies to produce added value make attractive fields for foreign investments. => Zemlje koje raspolažu visokim tehnologijama i pomoću njih ostvaruju dodatnu vrednost, predstavljaju atraktivna područja za strana ulaganja.
LL@(14747) The need for higher education and for the skilled labour force is increasingly present throughout the world. => Potreba za visokim obrazovanjem i kvalifikovanom radnom snagom sve više je izražena u svetu.
LL@(14748) The promotion of energy efficiency helps reduce costs and protect environment. => Promovisanjem energetske efikasnosti smanjuju se troškovi i štiti životna sredina.
LL@(14749) These are only some problems the European economy will have to cope with and maintain the traditional leading position, that is, to have a major share on the global market and in the global economy. => Ovo su samo neki problemi sa kojima evropska privreda treba da se izbori i održi tradicionalnu vodeću poziciju, tj. da ima većinski udeo na globalnom tržištu i globalnoj ekonomiji.
LL@(14750) These are simultaneously the basic reasons for adopting the Lisbon Strategy. => Ovo su ujedno i osnovni razlozi za donošenje Lisabonske strategije.
LL@(14751) The EU economy should achieve a higher flexibility of the goods, labour and capital markets in order that business activities should be adjusted to economic changes, and that new opportunities should be taken and thus the advantage be achieved in comparison with other economies, and especially in comparison with the USA and the global environment. => Privreda EU treba da ostvari veću fleksibilnost tržišta proizvoda, rada i kapitala, da bi se poslovne aktivnosti prilagodile ekonomskim promenama, iskoristile nove mogućnosti i na taj način ostvarile prednosti u odnosu na druge privrede, posebno na SAD i globalno okruženje.
LL@(14752) The structural changes promoting flexibility make the basis of success in the modern economy. => Strukturne promene koje promovišu fleksibilnost su osnov uspeha u modernoj ekonomiji.
LL@(14753) Since 2000 until the present day, the EU has been changing. => Od 2000. godine do danas, EU se menjala.
LL@(14754) Innitially an organization of 15 member countries, the EU has become a Union of 27 member countries. => Od 15 članica EU, postala je Unija sa 27 članica.
LL@(14755) The Euro has become one of the leading currencies in the world. => Evro je postao jedna od vodećih valuta u svetu.
LL@(14756) The number of member countries in the Eurozone has increased from 12 (in 1999) to 16 (in 2010). => U evrozoni broj članica se povećao sa 12 (1999. godine) na 16 (2010. godine).
LL@(14757) Nevertheless, the economic crisis affected the implementation of the Lisbom Strategy. => I pored toga, ekonomska kriza je uticala na sprovođenje Lisabonske strategije.
LL@(14758) The GDP in the EU fell by 4% in 2009, while the unemployment rate amounted to approximately 10%. => GDP EU je 2009. godine opao za 4 %, a stopa nezaposlenosti je iznosila blizu 10 %.
LL@(14759) The fiscal budget deficit amounted to about 7% of GDP, and in two last years the debt level rose by 20%. => Deficit fiskalnog budžeta bio je blizu 7 % GDP-a, a tokom poslednje dve godine nivo duga se povećao za 20 %.
LL@(14760) In the last decade the European economy was characterised by a cyclical movement, its success and its falls. => U poslednjoj deceniji evropska privreda je imala svoje ciklično kretanje, uzlete i padove.
LL@(14761) After the fall in the economic activities in the 2000-2003 period, the European economy in the following five years has been caracterised by the price stability, a steady economic growth and creation of new jobs. => Posle pada privredne aktivnosti u periodu 2000-2003, narednih pet godina evropsku privredu karakteriše stabilnost cena, uravnotežen ekonomski rast i otvaranje novih radnih mesta.
LL@(14762) Since 2005 until the economic crisis these performances increased. => Od 2005. godine pa do ekonomske krize, ove performanse se povećavaju.
LL@(14763) The average GDP growth amounted to 3% (2006-2007), to fall to -4%, due to the 2009 economic crisis. => Prosečan rast GDP je bio oko 3 % (2006 - 2007. godine), da bi zbog ekonomske krize 2009. godine bio - 4 %.
LL@(14764) The situation with unemployment rate was not much different. => Slično je bilo i sa stopom nezaposlenosti.
LL@(14765) In 2007, the unemployment rate was 7%; in 2010 it amounted to 10%. => U 2007. godini ona je iznosila 7 %, a u 2009. godini bila je blizu 10 %.
LL@(14766) The crisis had a negative impact upon fiscal policy, that is, upon public finances. => Kriza je imala negativan uticaj na fiskalnu politiku, odnosno, javne finansije.
LL@(14767) The average fiscal deficit amounted to about 7% of GDP, while the debt level approximated 80% of GDP. => Prosečan fiskalni deficit iznosio je oko 7 % GDPa, a nivo duga se 2009. približio 80 % GDP.
LL@(14768) Regardless of these unfavourable changes, the Lisbon Strategy has had a positive impact upon the EU development. => I pored ovih nepovoljnih promena, Lisabonska strategija je ipak imala pozitivan uticaj na razvoj EU.
LL@(14769) The basic goals, the employment rate of 70% and a 3% GDP expenditure on research and development have not been fully achieved. => Osnovni ciljevi, stopa zaposlenosti od 70 % i 3 % GDP potrošnje na istraživanje i razvoj nisu ostvareni do kraja.
LL@(14770) In 2000, the employment rate was 62%, in 2008, it rose to 66%, while in 2009 it fell below 65%, due to the economic crisis. => U 2000. godini stopa zaposlenosti je bila 62 %, u 2008. godini bila je 66 %, a u 2009. godini se usled ekonomske krize spustila ispod 65 %.
LL@(14771) The employment growth is important because it increases the economic growth, ensures a long-term fiscal stability and safekeeps the wealth of the citizens. => Rast zaposlenosti je bitan, jer povećava ekonomski rast, omogućava dugoročnu fiskalnu stabilnost i čuva bogatstvo građana.
LL@(14772) Graph 1 presents the employment rate in the EU and the USA in the 2000-2009 period. => Grafikon 1 pokazuje stopu zaposlenosti u EU i SAD u periodu 2000-2009. godine.
LL@(14773) The employment rate is still higher in the USA than in the EU. => Stopa zaposlenosti je i dalje veća u SAD nego u EU.
LL@(14774) In 2008, the employment rate in the EU-15 amounted to 67.3%, in EU-25 it amounted to 66.3%, in EU-27 it was 65.9%, while in the U.S.A. it amounted to 70.9%. => Posmatrajući 2008. godinu, stopa zaposlenosti u EU-15 iznosila je 67,3 %, u EU-25 bila je 66,3 %, a u EU-27 65,9 %, dok je u SAD iznosila 70,9 %.
LL@(14775) Š3Ë Graph 1. => Š3Ë Grafikon 1.
LL@(14776) Employment rate in EU and USA, 2008-2009 period Source: Eurostat Through a historical genesis, the economic analysis shows that in the first three decades after the Second World War the living standard in Europe increased, however the gap between the living standard in the USA and that in Europe always existed. => Stopa zaposlenosti u EU i SAD, period 2000-2009. godine Izvor: ~~~ Eurostat Ekonomska analiza kroz istorijsku genezu pokazuje da se tokom prve tri decenije posle Drugog svetskog rata u Evropi povećao životni standard, ali je uvek postojao jaz između životnog standarda u SAD i Evropi. @ivotni standard je bio veći u SAD.
LL@(14777) The living standard in the USA was higher. ~~~ In the 1980s this gap decreased, to increase again in 1990s. => Osamdesetih godina XX veka taj gep se smanjuje, da bi devedesetih godina on ponovo postao veći.
LL@(14778) In 2005 the gap in the living standards between the USA and the EU15 amounted to 30%, whereas it was 35% for the EU25. ~~~ The USA has always had a higher economic growth rate, except in late 1990s and at the beginning of 2007, when the economic crisis in the American economy started. => Tokom 2005. godine gep životnog standarda između SAD i EU-15 iznosio je 30 %, a 35 % za EU-25. SAD su uvek imale veću stopu ekonomskog rasta, osim krajem devedesetih i početkom 2007. godine, kada je u američkoj privredi počela finansijska kriza.
LL@(14779) The trends in economic growth rates of the European and the USA economies are presented in Graph 2. => Kretanje stopa ekonomskog rasta evropske i američke privrede prikazano je na grafikonu 2.
LL@(14780) Graph 2. => Grafikon 2.
LL@(14781) Growth rate of real GDPs of EU and USA, year per year percentage change, 2000-2011 period Source: Eurostat In order that the strategic goal of the EU, the rise in the economic growth and employment, be achieved, it is necessary that labour productivity be higher. => Stopa rasta realnog GDP-a EU i SAD, procentna promena godina za godinu, period 2000-2011. godine Izvor: ~~~ Eurostat Da bi se ostvario strateški cilj EU, tj. povećanje ekonomskog rasta i zaposlenosti, neophodno je da postoji i veća produktivnost rada.
LL@(14782) The productivity differs from country to country, and on the EU level it is smaller than in the USA. => Produktivnost se razlikuje između zemalja članica, a na nivou EU ona je manja nego u SAD.
LL@(14783) It is only Luxembourgh that has a higher labour productivity than the USA. => Jedino Luksemburg ima veću produktivnost rada od SAD.
LL@(14784) The trends in labour productivity in the EU and the USA are presented in Graph 3. => Kretanje produktivnosti rada u EU i SAD prikazano je na grafikonu 3.
LL@(14785) Graph 3. ~~~ Labour productivity per working hour in EU and USA, GDP (PPP) EU-15=100, 2000-2009 period. => 
LL@(14786) Source: Eurostat The attempts to achieve the goals set in the strategy were hindered by the economic crisis, but also by an insufficient political will to implement the strategy fully. => Ekonomska kriza je uticala na usporavanje ostvarivanja postavljenih ciljeva strategije, ali isto tako i nedovoljna politička odlučnost da se ona sprovede u potpunosti.
LL@(14787) The consequences of the economic crisis are a relatively high unemployment rate, the decline in economic growth and an in the public debt. => Posledice ekonomske krize su relativno visoka stopa nezaposlenosti, opadanje ekonomskog rasta i povećanje javnog duga.
LL@(14788) Nevertheless, the EU succeeded in stabilizing its financial system and adopting a recovery plan by increasing increase aggregate demand and bringing back the trust in this system. => Ipak, EU je uspela da stabilizuje finansijski sistem i usvoji plan oporavka tako što je povećala agregatnu tražnju i vratila poverenje u ovaj sistem.
LL@(14789) These were accomplished by fiscal and monetary stimulative policies, that is, by public investments into infrastructure, innovation, new skills and knowledge of the labour force and energy efficiency. => Ovo je ostvareno fiskalnom i monetarnom stimulativnom politikom, odnosno javnim investiranjem u infrastrukturu, inovacije, nove veštine i znanje radne snage i energetsku efikasnost.
LL@(14790) The economic conditions for work are gradually improving, however this recovery is rather slow. => Ekonomski uslovi privređivanja se postepeno popravljaju, ali je taj oporavak dosta spor.
LL@(14791) Fast and frequent changes are evident in the world economy, therefore the European economy should primarily deal with globalization, scarce resources and climate changes. => Brze i učestale promene su prisutne u svetskoj privredi, pa evropska privreda treba prevashodno da se izbori sa globalizacijom, oskudnim resursima i klimatskim promenama.
LL@(14792) The EU will be able to adjust to change and progress further if all the member countries act in unision, in a coordinated manner, together. => Prilagođavanje promenama i nastavak progresa EU može ostvariti ukoliko sve članice deluju jedinstveno, usaglašeno i zajedno. ~~~ Grafikon 3.
LL@(14793)  => Produktivnost rada po radnom satu u EU i SAD, GDP (PPP) EU-15=100, period 2000 2009. godine Izvor:
LL@(14794)  => Eurostat Upravo zbog toga je Evropska komisija u martu 2010. godine donela novu strategiju Strategija Evrope 2020, koja ima za cilj izlazak evropske privrede iz ekonomske krize i pripremu EU za naredne decenije.
LL@(14795)  => Sem toga, ovim se nastavlja ispunjenje Lisabonske strategije.
LL@(14796)  => Prema ovoj strategiji, EU treba da izađe jača iz krize i da ostvari pametan (smart), održiv (sustainable) i obuhvatan (inclusive) rast i takvu privredu koja će povećati nivo zaposlenosti, produktivnost i društvenu koheziju.
LL@(14797) It is for this reason that the European Commission adopted a new strategy the Europe 2020 Strategy in March 2010, its goal being that the European economy should exit the economic crisis and prepare the EU for the decades to come. => Da bi se ovo postiglo, neophodno je jako i uspešno državno upravljanje. ~~~ Strategija Evropa 2020 postavila je tri prioriteta:
LL@(14798) Besides, this is a continuation of the Lisbon Strategy implementation. => 
LL@(14799) According to this strategy, the EU should exit the crisis stronger and achieve a smart, sustainable and inclusive growth and an economy that will increase the employment level, the productivity and the social cohesion. => 1) pametan rast, odnosno razvoj privrede zasnovan na znanju i inovacijama; u okviru pametnog rasta postoje tri inicijative:
LL@(14800) To achieve these goals requires a powerful and successful state management. ~~~ The Europe 2020 Strategy set three priorities: 1) smart growth, that is, the knowledge- and innovationbased development of economy; within the smart growth there are three initiatives: Innovation Union (creating conditions for financing research and development), youth on the move (improving the performance of the education system and raising the international reputation of the European higher education), a digital agenda for Europe (a very fast Internet and the benefits of digital unified market for households and companies); 2) sustainable growth, i.e., promoting a higher resource efficiency, a greener and a more competitive economy; this growth is based on two initiatives: efficient resources in Europe (refers to climate, energy and mobility, to promoting renewable resources and energy efficiency) and the industrial policy for the globalization era (competitiveness and improvement of business climate, especially in case of medium-sized and small enterprises); 3) inclusive growth, full employment in economy that has an impact upon the social and the territorial cohesion. => Unija inovacija (stvaranje uslova za finansiranje istraživanja i inovacija), mladi u pokretu (unapređenje performansi obrazovnog sistema i povećavanje međunarodnog ugleda Evropskog visokog obrazovanja), digitalna agenda za Evropu (veoma brzi Internet i koristi digitalnog jedinstvenog tržišta za domaćinstva i preduzeća); 2) održivi rast, odnosno promovisanje veće efikasnosti resursa, zeleniju i konkurentiju privredu; ovaj rast zasniva se na dve inicijative: efikasni resursi Evrope (odnosi se na klimu, energiju i mobilnost, promovisanje obnovljenih resursa i energetsku efikasnost) i industrija politika za globalno doba (konkurentnost i unapređenje poslovne klime, naročito za srednja i mala preduzeća); 3) obuhvatni rast, punu zaposlenost u ekonomiji koja utiče na društvenu i teritorijalnu koheziju. ~~~ Dve su inicijative za ostvarivanje ovog tipa rasta:
LL@(14801) There are two initiatives to achieve this type of growth: Agenda for new skills and jobs (modernization of labour market due to the mobility of labour and skill development) and the European platform against poverty (social and territorial cohesion). => Agenda za nove veštine i poslove (modernizacija tržišta rada zbog mobilnosti rada i razvoja veština) i Evropska platforma protiv siromaštva (društvena i teritorijalna kohezija).
LL@(14802) Š17Ë The New Europe 2020 Strategy promoted the introduction of the so-called scheme of state monitoring and linking the fiscal stabilization programme with larger investments into science and education. => Š17Ë Nova evropska strategija 2020. predviđa uvođenje šeme tzv. nadzora država i povezivanje programa fiskalne stabilizacije sa većim ulaganjem u nauku i obrazovanje.
LL@(14803) The basic EU 2020 goals are ambitious, but achievable. => Osnovni ciljevi EU za 2020. godinu su ambiciozni, ali ostvarljivi.
LL@(14804) It is the proposition of the European Union that there should be five goals that would also be the basic national goals: employment, research and innovation, climate changes and energy, education and fighting poverty. => Predlog Evropske komisije je da postoje pet ciljeva koji će biti i osnovni nacionalni ciljevi, a to su: zaposlenost, istraživanje i inovacije, klimatske promene i energija, obrazovanje i borba protiv siromaštva.
LL@(14805) The EU has set concrete goals and responsibilities, such as: raising the employment rate of the population aged 20-64 from the present 69% to 75% and an increase in investments into research and development from GDP 1.9% to GDP 3%. => EU je postavila konkretne ciljeve i obaveze, kao što su: povećanje stope zaposlenosti stanovništva starosti od 20 do 64 godine sa sadašnjih 69 % na 75 % i povećanje ulaganja u istraživanje i razvoj sa 1,9 % BDP EU na 3 %.
LL@(14806) One goal is also to reduce energy consumption by 20%. => Cilj je i smanjenje potrošnje energije za 20 %.
LL@(14807) The emission of carbon-dioxide and other harmful gases is planned to be reduced by 20% as compared to 1990, and the share of renewable resource-produced energy should amount to plus 20% in the total consumption. => Emisija ugljen-dioksida i drugih štetnih gasova trebalo bi da bude smanjena za 20 % u odnosu na 1990. godinu, a učešće energije iz obnovljivih izvora trebalo bi da učestvuje sa 20 % više u ukupnoj potrošnji.
LL@(14808) Much attention in the new strategy is paid to education and to applied science; plans are that the number of university graduate citizens should increase from todays 30% to 40%. => Velika pažnja u novoj strategiji je posvećena obrazovanju i primenjenoj nauci, pa je predviđeno da, umesto sadašnjih 30 %, građana sa fakultetskom diplomom treba da bude 40 %.
LL@(14809) One goal is also to reduce poverty, from 80 million to 60 million people. => Jedan od ciljeva treba da bude i smanjenje siromašnih sa 80 na 60 miliona.
LL@(14810) Due to the goals defined by the new strategy, its creators named it the plan for a smart, green and inclusive growth. => Zbog ciljeva koji su definisani novom stra tegijom, njeni tvorci su je nazvali planom za pametan, zeleni i sveobuhvatni rast.
LL@(14811) In order that this target should be achieved, the Europe 2020 Report and assessments and the Stability and Growth Pact will be conducted simultaneously, in order that resources and goals be coordinated. => Da bi postigli ovaj cilj, izveštaj i ocene Evrope 2020. i Pakta za stabilnost i rast biće rađeni istovremeno, kako bi se sredstva i ciljevi usaglasili.
LL@(14812) Š6Ë 5. => Š6Ë 5.
LL@(14813) Conclusion The knowledge-based economy and the informantion society are terms used today to describe the presentday economic society. => Zaključak Ekonomija zasnovana na znanju i informaciono društvo su termini koji se danas koriste da opišu sadašnje ekonomsko društvo.
LL@(14814) The knowledge-based economy is increasingly viewed as a continual process of economic transformation towards knowledge-based activities and sectors, rather than towards radical and drastic changes. => Ekonomija zasnovana na znanju sve više se posmatra kao kontinuirani proces transformacije privrede ka aktivnostima i sektorima baziranim na znanju, a ne ka radikalnim i drastičnim promenama.
LL@(14815) The developed countries have already based their economies on knowledge; they already allocate largest funds to science and research. => Razvijene zemlje su već svoju privredu vezale za znanje, i u njima se najviše izdvaja za nauku i istraživanje.
LL@(14816) One way to increase their income is the building of a knowledgebased economy. => Kao jedno od rešenja za povećanje njihovog dohotka jeste izgradnja ekonomije zasnovane na znanju.
LL@(14817) This opportunity can be taken by those countries in which productivity and growth do not largely depend on natural resources; the countries that possess a certain quality human capital, invest and create new knowledge and ideas to improve the factors of production. => Ovu mogućnost mogu iskoristiti zemlje u kojima su produktivnost i rast manje zavisni od prirodnih resursa, a koje poseduju određeni kvalitet humanog kapitala, zemlje koje ulažu i stvaraju nova znanja i ideje kojim unapređuju faktore proizvodnje.
LL@(14818) Knowledge and technological progress have become the leading driver of economic growth and development. => Znanje i tehnološki progres su postali glavna vodeća snaga za ekonomski rast i razvoj.
LL@(14819) Š12, p.202Ë New growth theories are associated to labour productivity achieved by innovation, which are in turn the result of knowledge. => Š12, str.202. ~~~ Ë Nove teorije rasta su povezane sa produktivnošću rada ostvarenog inovacijama, a koje su rezultat znanja.
LL@(14820) Various economic statistics, research and analyses have analysed and proven the impact of the knowledgebased economy upon the economic performance and the long-term change in the economy structure. => Različite ekonomske statistike, istraživanja i analize su ukazale i dokazale uticaj ekonomije zasnovane na znanju na ekonomske performanse privrede i preduzeća i njen uticaj na značajne kratkoročne i dugoročne promene u strukturi privrede.
LL@(14821) Similarly, the knowledge-based economy ensures an impressive economic growth, an increase in productivity, profitability and investment rate, while at the same time reducing inflation and unemployment rate. => Isto tako, ona omogućava snažan ekonomski rast, povećanje produktivnosti, profitabilnosti i stope investiranja, a smanjuje inflaciju i stopu nezaposlenosti.
LL@(14822) It is most strongly associated with the impact of technological innovation that contributed to the price reduction and an increase in the ICT product efficiency. => Najviše je povezana sa uticajem tehnoloških inovacija, koje su doprinele smanjivanju cena i povećanju efikasnosti IKT proizvoda.
LL@(14823) The globalization effects and a fiercer international competiotion and competitiveness on the labour market resulted in cost reductions and an increase in efficiency. => Efekti globalizacije i povećanje međunarodne konkurencije i konkurentnosti na tržištu rada odrazili su se na smanjivanje troškova i povećanje efikasnosti.
LL@(14824) The European Union is making efforts to build a knowledge-based economy. => Evropska unija pokušava da izgradi ekonomiju zasnovanu na znanju.
LL@(14825) The idea is that this concept of development be implemented in all the EU countries as well as in the countries that wish to join the Union. => Težnja je da se ovaj koncept razvoja primeni u svim zemljama EU i zemljama koje treba da se priključe Evropskoj uniji.
LL@(14826) The building of such an economy is meant to increase economic growth and the development of European economy and thus reduce the gap between the development levels of the EU and the USA. => Izgradnjom ove ekonomije želi se povećati ekonomski rast i razvoj evropske privrede i na taj način smanjiti gep između razvijenosti privreda EU i SAD.
LL@(14827) By the implementation of the Lisbon Strategy directives, by building a knowledge-based economy and an information society, the European economy has increased employment and economic growth. => Spovođenje odredbi Lisabonske strategije, izgradanja ekonomije zasnovane na znanju i informacionog društva, evropska privreda je povećala zaposlenost i privredni rast.
LL@(14828) The economic crisis, however, hindered the achievement of higher economic performance in the world economy. => Međutim, ekonomska kriza je usporila ostvarivanje i postizanje boljih ekonomskih perfomansi u svetskoj privredi.
LL@(14829) The EU, however, has adopted a new plan to overcome the economic crisis and to further build a knowledge-based economy that will help achieve a higher level of economic development of the European economy. => Ipak, EU je donela novi plan za prevazilaženje ekonomske krize i daljeg sporovođenja izgradnje ekonomije zasnovane na znanju koja će uticati na postizanje višeg nivoa ekonomskog razvoja evropske privrede.
LL@(14830) REFERENCE Š1Ë Barbier B. Edward, The Role of Natural Resources in Economic Development, University of Wyoming, 2003, http://homepage.univie.ac.at/adusei.jumah/natural_r esources.pdf Š2Ë Cook P., Leydesdorff L., Regional Development in the Knowledge-Based Economy: The Construction of Advantage, Journal of Technology Transfer, 31: 5-15, 2006. => LITERATURA Š1Ë Barbier B. Edward, The Role of Natural Resources in Economic Development, University of Wyoming, 2003, http://homepage.univie.ac.at/adusei.jumah/natural_resources.pdf Š2Ë Cook P., Leydesdorff L., Regional Development in the Knowledge-Based Economy:
LL@(14831) Š3Ë Eurostat Š4Ë Growth and Opportunity Prioritising Economic Reform in Europe, HM TREASURY, February 2005, http://www.berr.gov.uk/files/file25094.pdf Š5Ë i2010 High Level Group, The Economic Impact of ICT: Evidence and Questions, Information Space, Innovation & Investment in R&D, Inclusion, 20 April 2006, http://ec.europa.eu/information_society/eeurope/i2010/docs/high_level_group/i2010_benc hmarking_framework.pdf Š6Ë Jednak J., Ekonomija Evropske unije, BPŠ VŠSS, Beograd, 2010. => The Construction of Advantage, Journal of Technology Transfer, 31: 515, 2006. Š3Ë Eurostat Š4Ë Growth and Opportunity Prioritising Economic Reform in Europe, HM TREASURY, February 2005, http://www.berr.gov.uk/files/file25094.pdf Š5Ë i2010 High Level Group, The Economic Impact of ICT:
LL@(14832) Š7Ë Jednak S., Kragulj D., Jednak D., Znanje kao fak tor privrednog razvoja, SYMORG 2010, 2010. => Evidence and Questions, Information Space, Innovation & Investment in R&D, Inclusion, 20 April 2006, http://ec.europa.eu/information_society/eeurope/i2010/docs/high_level_group/i2010_benchmarking_framework.pdf Š6Ë Jednak J., Ekonomija Evropske unije, BPŠ VŠSS, Beograd, 2010. Š7Ë Jednak S., Kragulj D., Jednak D., Znanje kao faktor privrednog razvoja, SYMORG 2010, 2010.
LL@(14833) Š8Ë Kesner-Škreb Marina, Lisabonska strategija, Institut za javne finansije, Zagreb, Pojmovnik, UDK 331.5:364.23(4-67EU) Š9Ë Kragulj D., Ekonomija osnovi mikroekonomske i makroekonomske analize, Beograd, 2010. => Š8Ë Kesner-Škreb Marina, Lisabonska strategija, Institut za javne finansije, Zagreb, Pojmovnik, UDK 331.5:364.23(4-67EU) Š9Ë Kragulj D., Ekonomija osnovi mikroekonomske i makroekonomske analize, Beograd, 2010. Š10Ë Lavrnchenko O., Bonchuk T., Knowledge and Information as a Basis of Societys Economic Development, http://fse.tibiscus.ro/anale/Lucrari2009/086.%20Lavrinchenko,%20Bonchuk.pdf Š11Ë OECD, Working Party on the Information Economy:
LL@(14834) Š10Ë Lavrnchenko O., Bonchuk T., Knowledge and Information as a Basis of Societys Economic Development, http://fse.tibiscus.ro/anale/Lucrari2009/086.%20La vrinchenko,%20Bonchuk.pdf Š11Ë OECD, Working Party on the Information Economy: New Perspectives on ICT Skills and Employment, 2004. => New Perspectives on ICT Skills and Employment, 2004. Š12Ë Papanek G., Economic Growth versus Economic Development, Polythecnikca Ser. ~~~ Soc. ~~~ Man. ~~~ SCI, Vol.
LL@(14835) Summary, http://www.fes.hr/Ebooks/pdf/Economic%20Development/10.pdf Š14Ë Rahimić Z., Kožo A., Building and Development of the Knowledge Based Economy in Bosnia and Herzegovina, 2009, http://ideas.repec.org/a/osi/journl/v5y2009p111122.html Š15Ë Republički zavod za razvoj Srbije, Strategije, Š12Ë Papanek G., Economic Growth versus Economic www.razvoj.gov.rs Development, Periodica Polythecnikca Ser.Soc.Man. SCI, Vol.10, No.2, pp. 201-213, 2002., http://www.pp.bme.hu/so/2002_2/pdf/so2002_2_02. pdf Š13Ë Plostajner Z., Briski A., Economic Development Š16Ë Tang S., Knowledge as Production Factor: Toward a Unified Theory Of Economic Growth, http://iaps.cass.cn/UploadFile/2005102203439560.p df Š17Ë Towards a Green and Innovative Economy, 2009. http://ec.europa.eu/archives/growthandjobs_2009 on the Local and Regional Level: Workshop Š18Ë Transition Report 2008, EBRD. => No.2, pp. 201-213, 2002., http://www.pp.bme.hu/so/2002_2/pdf/so2002_2_02.p df Periodica Š13Ë Plostajner Z., Briski A., Economic Development on the Local and Regional Level: ~~~ Workshop Summary, http://www.fes.hr/E-books/pdf/Economic%20Development/10.pdf Š14Ë Rahimić Z., Kožo A., Building and Development of the Knowledge Based Economy in Bosnia and Herzegovina, 2009, http://ideas.repec.org/a/osi/journl/v5y2009p111-122.html Š15Ë Republički zavod za razvoj Srbije, Strategije, www.razvoj.gov.rs Š16Ë Tang S., Knowledge as Production Factor:
LL@(14836) Project Management and the Creation of Economic Policy Guidelines at the Sub-national Level UDC: 005.8 ; 338.24 Walter Scherrer University of Salzburg, Department of Economics and Social Science walter.scherrer¿sbg.ac.at XII International Symposium SymOrg 2010, 09. => Toward a Unified Theory Of Economic Growth, h t t p : / / i a p s . c a s s . c n / U p l o a d F i le/2005102203439560.pdf Š17Ë Towards a Green and Innovative Economy, 2009. http://ec.europa.eu/archives/growthandjobs_2009 Š18Ë Transition Report 2008, EBRD.
LL@(14837) 12, june 2010, Zlatibor, Serbia Economic policy at the sub-national or regional level has increasingly become relevant and challenging with intensified economic globalization and requires the development of economic policy concepts. => Projektni menadžment i kreiranje smernica ekonomske politike na sub-nacionalnom nivou UDK: ~~~ 005.8 ; 338.24 Walter Scherrer Univerzitet u Salzburgu, odsek za ekonomiju i društvene nauke walter.schrerrer¿sbg.ac.at XII Internacionalni simpozijum SymOrg 2010, 09. 12, jun 2010, Zlatibor, Srbija U uslovima sve intenzivnihje globalizacije u privredi, ekonomska politika na sub-nacionalnom, ili regionalnom nivou postaje sve značajnija, predstavlja sve veći izazov i nameće potrebu da se razvijaju koncepti ekonomske politike.
LL@(14838) This paper discusses how methods of project management can be applied to the process of creating guidelines for regional economic policy authorities. => U ovom radu raspravlja se o tome kako se metodi projektnog menadžmenta mogu primeniti u procesu kreiranja smernica za organe vlasti koji sprovode regionalne ekonomske politike.
LL@(14839) It starts with a discussion of specific features and challenges of project management in the public sector. => Na početku razmatramo specifična obeležja i izazove projektnog menadžmenta u javnom sektoru.
LL@(14840) It is concluded that projects in the public sector frequently are more difficult than those in the private sector. => Rasprava se završava zaključkom da su projekti u javnom sektoru često teži u poređenju sa onim u privatnom sektoru.
LL@(14841) Then typical features of a project which is aimed at creating regional economic policy guidelines (CEPG-projects) are highlighted. => U nastavku smo naglasili tipična svojstva projekta značajna za kreiranje smernica regionalne ekonomske politike (Regional Economic Policy Guidelines CEPG projekti).
LL@(14842) Major characteristics of the most important project deliverable a coherent medium term concept for regional economic policy makers are discussed. => Glavne karakteristike proizvoda projekta koherentan srednjoročni koncept za kreatore regionalne ekonomske politike su sledeća tema naše diskusije.
LL@(14843) The analysis of the typology of such projects suggests that CEPG-projects tend to start as pioneer projects and then turn into acceptance projects. => Analiza tipologije ovakvih projekata ukazuje na to da CEPG projekti obično počinju kao pionirski projekti, a onda prerastaju u prihvatljive (acceptance) projekte.
LL@(14844) From this analysis of project types and a brief analysis of three distinct levels of project management (functional, methodological, and social level) skill requirements of project managers and the public administrations potential for drawing on external expertise are derived. => Iz ove analize tipova ptojekata i iz kratke analize tri karakteristična nivoa projektnog menadžmenta (funkcionalnog, metodološkog i društvenog) izvode se potrebe za stručnim kvalifikacijama projektnih menadžera i potencijalom javne uprave za angažovanjem stručnjaka sa strane.
LL@(14845) Finally the relation between focusing the projects scope on the one hand and achieving legitimation and acceptance by the stakeholders and the wider public on the other hand is discussed. => Na kraju, raspravljamo o odnosu između, s jedne strane, fokusiranja obima projekta i, s druge strane, postizanja legitimiteta i prihvatanja od strane stejkholdera i šire publike.
LL@(14846) A trade-off between these two project goals arises as both are functions of the number of stakeholders. ~~~ 1. => Između ova dva projektna cilja dolazi do sukoba, s obzirom da i jedan i drugi predstavljaju funkciju broja stejkholdera. 1.
LL@(14847) Introduction Project management has become a standard tool for planning, coordinating and controlling diverse and complex activities in the private business sector. => Uvod Projektni menadžment postao je standardni instrument za planiranje, koordinaciju i kontrolu različitih a složenih aktivnosti u poslovanju u privatnom sektoru.
LL@(14848) Meanwhile its use is commonplace in many areas in the public sector, too. => U međuvremenu, u mnogim oblastima u javnom sektoru primena ovog vida menadžmenta postala je uobičajena.
LL@(14849) Many endeavours of the public sector are organized as projects, and thus the interest for specific features of project management in the public sector has increased (see e.g. Wirick Š8Ë). => Mnoge aktivnosti u javnom sektoru organizovane su u obliku projekata, te je stoga povećano interesovanje za specifična obeležja projektnog menadžmenta u javnom sektoru (videti, npr., Wirick Š8Ë).
LL@(14850) This paper deals with a specific type of public sector projects which is at the interface between the public and the private sector: the creation of a strategic framework (guidelines) for regional economic policy authorities. => U ovom radu bavimo se posebnim tipom projekata u oblasti javnog sektora koji se nalaze na granici između javnog i privatnog sektora: kreiranjm strateškog okvira (smernica) za organe uprave odgovorne za sprovođenje regionalne ekonomske politike.
LL@(14851) The need for such a coherent framework for focusing regional economic policy in a medium term perspective has increased as the context for economic policy making at the sub-national level (i.e. regional level) has become more complex. => Potreba za tako koherentnim okvirom u fokusiranju regionalne ekonomske politike u srednjoročnoj perspektivi posledica je sve veće složenosti konteksta kreiranja politike na sub-nacionalnom (t.j., regionalnom) nivou.
LL@(14852) The intensity of interaction and competition among regions has increased both at the international and interregional levels, and the scope of economic policies at the sub-national level has been enlarged as international economic and political integration has shifted competences and power between levels of government. => Intenzitet interakcije i konkurencije među regionima raste kako na međunarodnom tako i na međuregionalnom nivou, a obim ekonomske politike na sub-nacionalnom nivou povećan je u skladu sa pomeranjem kompetencija i moći između nivoa vlasti, što je, pak, posledica međunarodne ekonomske i političke integracije.
LL@(14853) The scope of regional economic policies has also been widened as participation in many European Union programmes needs most of the project development and policy planning to be done at the sub-national levels. => Obuhvat regionalnih ekonomskih politika proširen je i zato što učešće u brojnim progra mima Evropske unije zahteva da se najveći deo razvoja projekta i planiranja politike odvija na sub-nacionalnom nivou.
LL@(14854) Politics has been challenged by the necessity to design coherent and sophisticated strategies for regional economic development. => Izazov za politiku predstavlja i potreba da se osmisle koherentne i visoko razvijene strategije regionalnog ekonomskog razvoja.
LL@(14855) The design process of guidelines for economic policy at the regional level is considered a project because it meets the criteria both according to the Project Management Institutes Guide to the Project Management Body of Knowledge (PMBOK; PMI Š5Ë) and to the German industrial norm DIN 69901. => Proces tog osmišljavanja smernica za ekonomsku politiku na regionalnom nivou smatra se projektom zato što zadovoljava kako kriterijume Vodiča Instituta za projektni menadžment i Kodeks znanja iz projektnog menadžmenta (PMBOK; PMI Š5Ë), tako i Nemački industrijski standard DIN 69901.
LL@(14856) The design process is a temporary endeavour as it has a start and an end, it needs resources and some amount of preparation and planning, and the processs goal is to create a unique deliverable i.e. the economic policy guidelines. => Ovaj proces kreiranja je privremenog karaktera, pošto ima početak i kraj; potrebni su mu resursi i određena priprema i planiranje, a cilj procesa je kreiranje jedinstvenog proizvoda t.j. smernica ekonomske politike.
LL@(14857) Thus methods of project management can be applied to the process of creating such guidelines. => Stoga se metodi projektnog menadžmenta mogu primeniti na proces kreiranja ovakvih smernica.
LL@(14858) The paper analyses the endeavour Creating Economic Policy Guidelines at the sub-national level (CEPGproject) from a project management perspective. => U radu se razmatra pokušaj Kreiranja smernica ekonomske politike na sub-nacionalnom nivou (CEPG projekt) iz perspektive projektnog menadžmenta.
LL@(14859) Section 2 discusses challenges and problems of project management which are specific in public sector project in general. => U poglavlju 2 analiziraju se izazovi i problemi projektnog menadžmenta specifični za projekte u oblasti javnog sektora uopšte.
LL@(14860) Section 3 highlights major features of a CEPG-project being a specific public sector project. => U poglavlju 3 naglašava se da su glavna obeležja CEPG projekta posebni projekat u javnom sektoru.
LL@(14861) Topics of analysis include project deliverables, possible project types, specific issues concerning the functional, methodological, and social levels of project management, and problems of dealing with big numbers of stakeholders and aggregating results. => Teme analize obuhvataju proizvode projekta, moguće tipove projekta, posebna pitanja koja se odnose na funkcionalni, metodološki i socijal ni nivo projektnog menadžmenta , kao i probleme u radu sa velikim brojem stejkholdera i zbrajanja rezultata.
LL@(14862) Matters concerning project organisation, timing of the project, and the roles of public employees and other experts in such a project have been discussed elsewhere (Scherrer Š7Ë). => O pitanjima kao što su projektna organizacija, pravovremenost projekta i uloge službenika u javnom sektoru i drugih stručnjaka u ovakvom projektu raspravljalo se na drugim mestima (Scherrer Š7Ë).
LL@(14863) The paper draws on experience with CEPG-projects which have taken place in Austrian regions since the late 1990s. ~~~ 2. => U ovom radu pozivamo se na iskustva sa CEPG projektima koji su se odvijali u regionima Austrije počevši od kasnih 1990ih godina. 2.
LL@(14864) Specific features of project management in the public sector 2.1. => Specifična obeležja projektnog menadžmenta u javnom sektoru 2.1.
LL@(14865) Defining the Public Interest and Measuring Project Success A marked difference to private business sector projects is the difficulty to define the public interest. => Definisanje javnog interesa i merenje uspešnosti projekta Značajnu razliku u odnosu na projekte u sektoru privatnog biznisa ovde čini teškoća da se definiše javni interes.
LL@(14866) While in business projects a companys interest usually can be defined easily in public sector projects major problems of revealing preferences and preference aggregation arise. => Dok se u poslovnim projektima interes kompanije obično lako definiše, kod projekata u javnom sektoru glavni problemi nastaju u oblasti određivanja prioriteta i agregacije prioriteta.
LL@(14867) So it is not quite clear which groups of a regions society or economy ought to be targeted by economic policy in order to serve the public interest best. => Stoga nije dovoljno jasno koje su to društvene i ekonomske grupe u jednoj oblasti/regionu kojima ekonomska politika treba da posveti posebnu pažnju da bi na najbolji način zadovoljila javni interes.
LL@(14868) A specific feature of public sector projects is that like a CEPG-project they may reach far into the future and therefore needs of stakeholders ought to be served who are not yet at the table and whose interests might be difficult to identify (Wirick Š8Ë). => Posebno obeležje projekata u javnom sektoru jeste da kao CEPG projekti oni mogu da se protegnu u daleku budućnost i stoga treba zadovoljiti i potrebe stejkholdera koji još nisu na dnevnom redu i čije interese će možda biti teško i odrediti u ovom trenutku (Wirick Š8Ë).
LL@(14869) This issue has been reflected by the change of goals of regional economic policy in the CEPG-projects in the province of Salzburg during the past fifteen years. => Ovo pitanje nastalo je kao posledica promene u ciljevima regionalne ekonomske politike u CEPG projektima u regiji Salzburga u proteklih petnaest godina.
LL@(14870) In the first edition of this project in 1997 the guidelines aimed at two goals of economic policy: gdp growth and jobs. => U prvom izdanju ovog projekta, 1997. godine, smernice su ukazivale na dva cilja ekonomske politike: rast BDP i radna mesta.
LL@(14871) In the next round in 2003 economic growth and jobs were still top-level goals, but the reduction of regional disparities was added as another goal of medium term economic policy. => U narednom periodu, 2003. godine, privredni rast i radna mesta još uvek su na vrhu liste ciljeva, ali je dodat još jedan cilj ekonomske politike u srednjoročnom periodu ublažavanje regionalnih razlika.
LL@(14872) This change occurred although no major change in regional economic disparities had been observed in the meantime. => Do ove promene je došlo iako u međuvremenu nisu uočene nikakve značajne promene u međuregionalnim privrednim razlikama.
LL@(14873) In the project cycle which started in 2009/10 these three goals will very likely be complemented by ecological sustainability. => U projektnom ciklusu koji je započet 2009/10, ovim trima ciljevima verovatno će biti dodata i ekološka održivost.
LL@(14874) While this topic was considered exogenous in former project cycles ecology-economy links will get more attention and thus will turn from being part of the framework conditions to a core object of economic policy. => Iako se ova tema smatrala egzogenom u ranijim projektnim ciklusima, povezanost između ekologije i ekonomije izazivaće sve veću pažnju i tako će od samo jednog segmenta okvira postati osnovna tema ekonomske politike.
LL@(14875) But even if we assume that like in the case of the CEPG-project it is possible to define the public interest properly it is often difficult to measure the achievement of this public sector project properly. => Ali i ako pretpostavimo da je kao u slučaju CEPG projekta moguće adekvatno definisati javni interes, često je teško tačno izmeriti postignuće ovog projekta iz javnog sektora.
LL@(14876) While in a private business environment a single and simple indicator of performance, like return on investment, can be used to measure performance, publicsector agencies often lack such simple measures. => Dok se u okruženju privatnog poslo vanja za merenje učinka može koristiti jedan jednostavan pokazatelj učinka, kao što je povraćaj po investiciji, u agencijama javnog sektora takve jednostavne mere često izostaju.
LL@(14877) In the case of the CEPG-project at the top level of goals aggregate indicators like the gross domestic product per capita, the growth rate of real gdp, employment growth or unemployment rates have been used. => U slučaju CEPG projekta, na najvišem nivou ciljeva primenjuju se agregatni pokazatelji kao što su bruto domaći proizvod po glavi stanovnika, stopa rasta stvarnog BDP, rast zaposlenosti ili stope nezaposlenosti.
LL@(14878) Measurement of these indicators is simple, but targets expressed in average values hide differences across sectors, firm size, gender, age groups and other structural characteristics which might be important. => Merenje ovih pokazatelja je jednostavno, ali ciljevi izraženi srednjim vrednostima skrivaju razlike između sektora, veličine firme, rodnih i starosnih grupa i drugih strukturnih karakteristika koje bi mgle da budu značajne.
LL@(14879) Targets and measures ought to be diversified carefully because there is a risk of overloading medium term guidelines with a vast amount of goals, strategies and instruments. => Ciljeve i merila bi trebalo pažljivo razraditi i razlikovati zato što postoji rizik da se smernice za srednjoročni period preopterete ogromnim brojem ciljeva, strategija i instrumenata.
LL@(14880) Guidelines thus would become less meaningful. => To bi imalo za posledicu da smernice izgube na značaju.
LL@(14881) A further problem with the CEPG-project is the difficulty to attribute actual economic performance to the strategies suggested by the project. => Sledeći problem u vezi sa CEPG projektom jeste teškoća da se stvarni ekonomski učinak pripiše strategijama koje projekat sadrži.
LL@(14882) A regions economic performance depends on a variety of influencing factors which are not under the control of the regions authorities. => Ekonomska uspešnost jednog regiona zavisi od velikog broja uticajnih faktora koji nisu pod kontrolom regionalnih organa vlasti.
LL@(14883) Interregional and international interdependencies of the business cycle, constitutional and other legal constraints, and the activities of regulatory authorities at the national and supra-national levels restrict a regions potential to design and implement independent policies.Therefore it is suggested to measure performance and to define targets in a CEPG-project not primarily in absolute numbers but in relation to other regions within the same or a similar relevant legal and political framework 2.2. => Međuregionalna i međunarodna zavisnost poslovnog ciklusa, ustavna i druga zakonska ograničenja i aktivnosti regulatornih organa vlasti na nacionalnom i na nadnacionalnom nivou ograničavaju potencijal jednog regiona da osmisli i primeni nezavisnu politiku. ~~~ Stoga se preporučuje da se kod CEPG projekta meri učinak i da se ciljevi definišu ne prvenstveno u apsolutnim vrednostima, već u odnosu na druge regione koji imaju isti ili sličan relevantni zakonski i politički okvir. 2.
LL@(14884) Five Challenges for Project Management in the Public Sector according to PMI The Project Management Institute, a leading nonprofit organisation which has been propagating project management and setting standards in project management identified five challenges and trends which affect how project management works in the public sector (PMI Š6Ë). => Pet izazova za projektni menadžment u javnom sektoru prema PMI Institut za projektni menadžment (PMI), vodeća neprofitna organizacija koja propagira projektni menadžment i postavlja standarde u projektnom menadžmentu, odredio je pet izazova i tokova koji utiču na to kako projektni menadžment funkcioniše u javnom sektoru (PMI Š6Ë).
LL@(14885) These challenges are: managing multiple stakeholders, adapting to a changing political landscape, understanding local politics, dealing with public scrutiny, and dealing with personnel constraints In public sector projects usually several stakeholders from other agencies and outside the public sector with varied interests are involved. => Ovi izazovi su seldeći: rad sa višestrukim stejkholderima, prilagođavanje nestabilnom političkom okruženju, razumevanje lokalne politike, odnos prema sudu javnosti i rešavanje problema kadrovske ograničenosti. ~~~ U projektima u javnom sektoru imamo situaciju da je u projekat obično uključeno nekoliko stejkholdera iz drugih agencija i van javnog sektora, sa različitim interesima.
LL@(14886) The impact of these projects on this multitude of programs and providers has to be considered as the projects success requires their cooperation and performance. => S obzirom da uspeh projekta zavisi od saradnje i učinka ovog mnoštva programa i pružalaca usluga, treba razmotriti uticaj ovih projekata na programe i pružaoce usluga.
LL@(14887) This, in turn, increases the number of stakeholders in this type of projects. => Ovo sa svoje strane povećava broj stejkholdera u ovoj vrsti projekata.
LL@(14888) The project managers thus operate in an environment of conflicting goals and outcomes, and because they may lack governance in their projects, they need to use a lot of negotiation, conflict resolution, communication, and leadership skills. => Stoga projektni menadžeri posluju u jednom okruženju suprotstavlje nih ciljeva i ishoda, a pošto se može desiti da nemaju kontrolu nad svojim projektima, moraju da pribegavaju brojnim pregovorima, konfliktnim rešenjima, različitim veštinama komunikacije i liderskim veštinama.
LL@(14889) The inclusion and management of a multitude of stakeholders has turned out to be a major challenge in CEPG-projects (see Scherrer Š7Ë) and will therefore be dealt with in more detail in section 3. => Uključivanje i upravljanje velikim brojem stejkholdera postalo je jedan od glavnih izazova u CEPG projektima (videti Scherrer Š7Ë) i njime ćemo se stoga detaljnije baviti u poglavlju 3.
LL@(14890) The need to adapt to a changing political landscape may best be exemplified by the fact that project continuity may not we warranted due to political cycles and elections which entail the change of political leaders and perhaps even the first tier of administrative leadership. => Potreba za adaptacijom na promenljivu političku scenu može se najbolje predstaviti činjenicom da kontinuitet projekta ne sme da zavisi od političkih ciklusa i izbora koji podrazumevaju promenu političkih vođa a možda i prve postave u upravi.
LL@(14891) With new people at the top level new ideas for new projects enter the administration while old projects are prone to be stopped or started over again. => Novi ljudi na najvišim položajima u upravi donose nove ideje u upravu i lako se može dogoditi da se stari projekti zaustave ili počnu opet ispočetka.
LL@(14892) A CEPG-project should be initiated soon enough so that it can be finished well before the next election day in order to save project results from the rhetoric of election campaigns. => CEPG projekat treba da se započne dovoljno rano tako da se završi daleko pre novih izbora, čime su rezultati projekta zaštićeni od napada u govorima u izbornim kampanjama.
LL@(14893) Therefore proper timing has turned out to be another crucial issue in CEPG-projects (more details see in Scherrer Š7Ë). => Stoga je pravovremenost još jedan ključni problem o kom CEPG projekat treba da vodi računa (za detaljniji uvid, videti Scherrer Š7Ë).
LL@(14894) Understanding local politics is important because directives, policies, procedures and statutes may affect projects. => Razumevanje lokalne politike je značajno zato što direktive, politike, procedure i statuti mogu da utiču na projekat.
LL@(14895) In the public sector projects are performed in an environment that includes political adversaries; often they have to placate political interests. => Projekti u javnom sektoru izvode se u okruženju u kome postoje i politički protivnici; stoga se oni često koriste i da istaknu političke interese.
LL@(14896) This applies to CEPG-projects because they affect a variety of policies which are designed and implemented by other departments of the regional administration, by other government agencies, or at other levels of government (e.g. the central state). => Ovo se odnosi i na CEPG projekte pošto oni utiču na veliki broj politika koje osmišljavaju i primenjuju drugi sektori regionalne uprave, druge vladine agencije, ili se primenjuju na drugim nivoima vlasti (na primer, na nivou države).
LL@(14897) Public sector projects are usually confronted with a much more intensive public scrutiny than private sector projects because they affect many persons, firms, and organisations outside the public sector. => Projekti u javnom sektoru često su izloženi daleko intenzivnijoj javnoj proceni nego oni u privatnom sektoru zato što se odnose na veliki broj pojedinaca, firmi i organizacija van javnog sektora.
LL@(14898) Failures get a lot of attention because they could be considered to cause an improper use of public funds and because they could harm many persons. => Neuspeh ovde izaziva daleko veću pažnju zato što se može posmatrati kao rasipanje sredstava iz javnih fondova i zato što pogađa veliki broj ljudi.
LL@(14899) In public sector projects it is much less possible to conceal information than in private sector projects; they are performed under constraints imposed by administrative rules, policies, and processes that can delay projects and consume project resources. => U projektima u javnom sektoru skoro da nije moguće sakriti informaciju, kao što je to moguće u projektima u privatnom sektoru, pošto se projekti u javnom sektoru sprovode pod ograničenjima koja nameću administrativni propisi, politike i procesi koji mogu da uspore projekte ili da potroše resurse namenjene projektu.
LL@(14900) The project manager in the public sector may operate under a variety of sometimes overlapping oversight structures, like the oversight of an elected executive, oversight agencies, legislative bodies and their own oversight agencies, and elected oversight officials, such as state auditors and treasurers. => Projektni menadžer u javnom sektoru funkcioniše pod nadzorom raznih struktura (koje se nekad i preklapaju), na primer, na oku nekog izvršnog organa izabranog na izborima, neke agencije, zakonodavnih tela i njihovih nadzornih agencija, ili nekih izabranih nadzornih organa, kao što su državni revizori ili blagajnici.
LL@(14901) As a result of this overlapping oversight, public-sector projects may be required to dedicate substantial resources to ensuring that constraints are not violated and that oversight agencies are placated (Wirick Š8Ë, p.3). => Posledica ovakvog preklapanja nadzora jeste da projekti iz oblasti javnog sektora ponekad moraju da izdvoje znatna sredstva da spreče da se ograničenja ne krše i da te nadzorne agencije usaglase (Wirick Š8Ë, str.3).
LL@(14902) And, last but not least, projects in the public sector frequently operate under close media scrutiny. => I konačno, mada jednako značajno, projekti u oblasti javnog sektora često se odvijaju pod budnim okom medija.
LL@(14903) Finally, dealing with a pay cut (PMI Š6Ë) or other personnel constraints are specific features of public sector projects. => Konačno, specifično obeležje projekata u javnom sektoru jeste i odnos prema rezovima u platama (PMI Š6Ë) ili druga kadrovska ograničenja.
LL@(14904) If highly skilled jobs in the public sector are paid lower than in the private sector this might lead to higher turnover rates of skilled project managers. => Ako se visoko kvalifikovani poslovi u javnom sektoru plaćaju manje nego u privatnom sektoru, stopa prelaska visokostručnih projektnih menadžera iz javnog u privatni sektor može da poraste.
LL@(14905) Budget constraints, procurement regulations, civil-service protections and specific hiring systems may cause that public sector projects have to be per formed with existing staff resources more often than private-sector projects. => Ograničenja budžeta, propisi u oblasti nabavki, zaštitne mere u civilnom sektoru i posebni sistemi zapošljavanja mogu da dovedu do toga da projekte u javnom sektoru često sprovodi postojeći kadar, što nije slučaj u privatnom sektoru.
LL@(14906) Further, the culture in public administrations is likely to be different from firms in the private sector which are usually better used to directed action and project success (Wirick Š8Ë). => Dalje, kultura u javnoj upravi uglavnom će se razlikovati od kulture u firmama u privatnom sektoru, za koje su usmerene aktivnosti i uspeh projekta uobičajena situacija (Wirick Š8Ë).
LL@(14907) 2.3. => 2.3.
LL@(14908) Summing up: Public-sector projects can be more difficult than private-sector projects The public sector is different compared to the private sector, and thus public sector projects are characterized by specific features and problems which can make them more difficult than many projects in the private sector. => Zaključak: projekti u javnom sektoru mogu biti komplikovaniji nego projekti u privatnom sektoru Javni sektor se razlikuje od privatnog; projekti u oblasti javnog sektora odlikuju se specifičnim obeležjima i problemima koji ih čine daleko težim od mnogih projekata u privatnom sektoru.
LL@(14909) In the public sector projects are often operated in organizations and project environments in which it is difficult to measure project outcome. => U javnom sektoru projekti se često sprovode u organizacijama i projektnim okruženjima u kojima je teško izmeriti ishod projekta.
LL@(14910) In many public sector projects the outcome is difficult to determine in advance (a CEPG-project is a good example!) which makes this type of projects more difficult than those for which the outcome can be defined at the beginning of the project because more interaction among stakeholders is required during the process. ~~~ 3. => U mnogim projektima u javnom sektoru ishod je teško definisati unapred (dobar primer za to je CEPG projekat), što ih čini težim od onih čiji se ishod može definisati na početku projekta zato što je tokom procesa potrebno više interakcije između stejkholdera. 3. obeležja CEPG projekta 3.1.
LL@(14911) Features of a cepg-project 3.1. ~~~ Project deliverables The projects purpose is to develop a coherent concept for focusing regional economic policy strategies in a medium term perspective. => Proizvodi projekta Svrha projekta jeste da razvije jedan koherentan koncept za fokusiranje strategija regionalne ekonomske politike u srednjoročnom periodu.
LL@(14912) The concept which will be the core deliverable of the project ought to contain an analytical basis from which regional economic policy guidelines are to be derived. => Koncept koji će biti osnovni proizvod (deliverable) projekta treba da sadrži analitičku bazu iz koje će se izvoditi smernice za regionalnu ekonomsku politiku.
LL@(14913) This analytical basis is likely to contain an analysis of economic structure and performance of the region, an analysis of the economic, social and institutional environment which forms the regions framework conditions for economic policy, and an analysis of socio-economic trends which are likely to affect the regions future economic development. => Ova analitička baza će verovatno sadržati analizu privredne strukture i uspešnosti određenog regiona, analizu privrednog, društvenog i institucionalnog okruženja koji čine okvirne okolnosti tog regiona u kojima će se ekonomska politika primenjivati, kao i analizu društveno-ekonomskih kretanja koja mogu da utiču na budući ekonomski razvoj regiona.
LL@(14914) Forecasts and scenarios might also be part of the analytical base. => Analitička baza može da obuhvati i predviđanja i scenarije.
LL@(14915) A first policy-oriented part of the concept is the definition of medium term goals of economic policy and of operational indicators to measure the achievements of policy. => Prvi deo koncepta usmerenog na politiku predstavlja definicija srednjoročnih ciljeva ekonomske politike i operativnih pokazatelja kojima se meri uspešnost određene politike.
LL@(14916) This is not a straightforward task because of problems to develop operational indicators which should measure the achievements of the policies and because of the difficulty of attributing economic outcomes to economic policy actions (see section 2.1.). => Ovo nije jednostavan zadatak zato što se tokom razvijanja operativnih pokazatelja kojima se meri uspešnost politike javljaju problemi i zato što je ekonomske ishode teško pripisati aktivnostima ekonomske politike (videti odeljak 2.1.).
LL@(14917) The politicians and other stakeholders attitudes toward goals of economic policy might change over time, too. => Stavovi političara i drugih stejkholdera prema ciljevima ekonomske politike takođe mogu vremenom da se promene.
LL@(14918) E.g, in the economic policy guidelines of the Province of Salzburg in the first project cycle which started in 1997 economic growth and job creation were the only two top-priority goals while in 2003 the reduction of regional disparities was added as a third goal (although regional disparities had not increased in the meantime). => Na primer, u smernicama ekonomske politike za Salzburšku provinciju u prvom projektnom ciklusu koji je počeo 1997. godine privredni rast i otvaranje novih radnih mesta bila su jedina dva cilja vrhunskog prioriteta, dok je 2003. godine kao treći cilj dodato smanjenje regionalnih razlika (iako se u međuvremenu regionalne razlike nisu povećale).
LL@(14919) In the recent third round of the project cycle (2010) sustainability ecological sustainability in particular will very likely be added as a fourth goal. => U nedavno započetoj trećoj fazi projektnog ciklusa (2010) vrlo je verovatno da će kao četvrti cilj biti dodata održivost posebno ekološka održivost.
LL@(14920) The second policy-oriented part of the concept is the identification of fields of economic policy guidelines for developing medium term strategies. => Drugi deo koncepta usmerenog na politiku obuhvata identifikaciju oblasti smernica ekonomske politike potrebnih za razvijanje srednjoročnih strategija.
LL@(14921) Medium term means more that guidelines should be developed for more than one election period and that the strategy period reaches beyond the usual short-term political planning horizon. => Pojam srednjoročni period znači da da smernice treba razvijati za period duži od jednog izbornog perioda i da je period trajanja strategije dalekosežniji od uobičajenog horizonta kratkoročnog političkog planiranja.
LL@(14922) While divergent interests of project stakeholders may emerge already at the stage of defining top-priority goals they become most virulent when the areas of policy intervention are defined and concrete strategies are developed. => Različiti stejkholderi mogu već na samom početku, u fazi definisanja ciljeva najvišeg prioriteta, da iskažu svoje interese, ali ogorčena borba nastaje tek u fazi definisanja oblasti u kojima politika interveniše i tokom razvijanja konkretnih strategija.
LL@(14923) As a CEPG-project is an instrument of political marketing another group of project deliverables could be the presentation of the concept to regional government, regional parliament, various stakeholder groups of economic policy, and to the wider public. ~~~ 3.2. => Kako CEPG projekat predstavlja instrument političkog marketinga, druga grupa proizvoda projekta može da bude prezentovanje ovog koncepta regionalnim vlastima, regionalnom parlamentu, različitim grupama stejkholdera u ekonomskoj politici i široj publici. 3.
LL@(14924) Project type Project characteristics and challenges for project management differ with regard to project content and type. => Tip projekta Karakteristike projekta i izazovi za projektno upravljanje razlikuju se po sadržaju i tipu projekta.
LL@(14925) Project types can be distinguished according to various dimensions, e.g. according to: the project initiation and project operation: inter nal vs. external projects; the size of the project in terms of resources and time required for the project; the projects degree of uniqueness: pioneer proj ects vs. routine projects; the nature of the endeavour: the project task may be well defined in advance with a limited amount of possible modes of delivery (closed task) vs. projects which are characterised by a variety of possible modes of delivery (open task); and the degree of social complexity of the project: low complexity projects due to a small number of stakeholders involved with only moderate differences of interests and approaches to problem solving, simple modes of causation and thus relatively low risk to accomplish project goals vs. highly complex projects requiring interdisciplinary cooperation, being politically controversial, and involving many stakeholders with diverging interests. => Tipovi projekta razlikuju se po različitim dimenzijama, na primer, u odnosu na: pokretanje projekta i rad projekta: interni i eksterni projekti; obim projekta u smislu resursa i vremena potrebnog za sprovođenje projekta; stepena jedinstvenosti projekta: pionirski projekti i rutinski projekti; prirodu poduhvata: projektni zadatak može biti dobro definisan unapred, sa ograničenim brojem mogućih načina isporuke proizvoda (zatvoreni zadatak) ili projekti koje karakteriše veliki broj mogućih načina isporuke (otvoreni zadatak); stepen društvene složenosti projekta: projekti niske složenosti s obzirom na to da je u njih uključen mali broj stejkholdera čiji se interesi i pristupi rešavanju problema veoma malo razlikuju; njihovi modusi kauzalnosti su jednostavni i stoga je rizik u postizanju ciljeva projekta nizak i veoma složeni projekti koji zahtevaju interdisciplinarnu saradnju, politički su kontroverzni i obuhvataju veliki broj stejkholdera čiji se interesi veoma razlikuju.
LL@(14926) A CEPG-project usually is initiated internally by the politician(s) in charge of regional economic policy, and the administrative department plays a key role in the project. => CEPG projekat se obično pokreće interno, od strane političara zaduženih za regionalnu ekonomsku politiku, a ključnu ulogu u projektu ima administrativno odeljenje.
LL@(14927) Thus CEPG-projects tend to be basically internal projects although external expertise (both or ganisational and functional) may be purchased from outside. => Stoga su CEPG projekti uglavnom u osnovi interni projekti iako spoljna ekspertiza (i organizaciona i funkcionalna) može da se pribavi na strani.
LL@(14928) The project size usually will be a medium one: in none of the CEPG-projects in Austrian regions in which the author has been involved the average number of staff devoted to the project in terms of fulltime-equivalents during the whole process exceeded five persons. => Projekat će po obično biti srednje veličine: ni u jednom od CEPG projekata u austrijskim regionima u koje je ovaj autor bio uključen prosečni broj izvršilaca u smislu angažmana sa punim radnim vremenom tokom celog procesa nije prelazio pet ljudi.
LL@(14929) The project duration was between nine and eighteen months. => Projekat bi trajao između devet i osamnaest meseci.
LL@(14930) Combining the project dimensions nature of the endeavour and degree of social complexity in a matrix (see diagram 1) yields interesting insights particularly for CEPG-projects. => Kombinovanjem dimenzije priroda poduhvata i stepen društvene složenosti u okviru matrice (videti dijagram 1) dobijamo interesantan uvid posebno u CEPG projekte.
LL@(14931) Projects in the lower left quadrant (standard projects) can be operated easily due to simple project characteristics; because of its repetitive nature organisations are already experienced with handling this kind of projects. => Projektima u donjem levom kvadrantu (standardni projekti) rukovodi se lako, s obzirom na jednostavne karakteristike projekta; pošto se priroda projekta ponavlja, organizacije već imaju iskustva u vođenju ovakvih projekata.
LL@(14932) The deliverable of such projects is unique but the mode of delivering is standardised. => Proizvod ovakvih projekata je jedinstven, ali način isporuke je standardizovan.
LL@(14933) Serious CEPG-projects will not be found in this quadrant. => U ovom kvadrantu nemamo ozbiljne CEPG projekte.
LL@(14934) Potential projects are characterised by little social complexity. => Karakteristika potencijalnih projekata jeste njihova mala društvena složenost.
LL@(14935) But because the mode of delivery and the contents of the outcome are largely undetermined in these projects an the scope (i.e. the potential) of possible solutions is broad. => Ali pošto način isporuke i sadržaj proizvoda ovih projekata u velikoj meri nisu određeni, obim (t.j., potencijal) mogućih rešenja je širok. ~~~ Dijagram 1:
LL@(14936) Diagram 1: Project types; Source Kuster Š2Ë, translated and adjusted by W.S. Pioneer projects entail fundamental consequences for the organisation undertaking the project. => Tipovi projekata; izvor: ~~~ Kuster Š2Ë, preveo i prilagodio W.S. Pionirski projekti imaju fundamentalne posledice za organizacije koje ove projekte sprovode.
LL@(14937) They involve many stakeholders and are characterised by a high degree of uniqueness and risk. => Oni obuhvataju veliki broj stejkholdera i karakteriše ih visok stepen jedinstvenosti i rizika.
LL@(14938) Finally, acceptance projects are endeavours with a well defined task. => Konačno, prihvatljivi projekti predstavljaju poduhvate sa dobro definisanim zadatkom.
LL@(14939) They are complex projects due to a big number of stakeholders with diverging interests, but they are not unique (any more). => To su složeni projekti zbog velikog broja stejkholdera čiji se interesi veoma razlikuju, ali oni nisu jedinstveni (ne više).
LL@(14940) As the organisation already has some experience in handling this type of project methods of project management can be standardised. => Pošto organizacija već ima neko iskustvo u sprovođenju ovakvih projekata, metodi projektnog menadžmenta mogu da se standardizuju.
LL@(14941) The major task of such projects is to gain or maintain stakeholders acceptance of the project outcome. => Glavni zadatak ovakvih projekata jeste da osvoje ili zadrže saglasnost stejkholdera, t.j., njihovo prihvatanje ishoda projekta.
LL@(14942) What project type will a CEPG-project be? => Kom tipu projekata će pripadati CEPG projekat?
LL@(14943) When a regional administration does such a project for the first time then it will be characterized by a high degree of openness concerning the mode of delivery and the nature of the project outcome. => Kada regionalna uprava sprovodi takav projekat po prvi put, on će se odlikovati visokim stepenom otvorenosti u smislu načina isporuke i prirode ishoda projekta.
LL@(14944) The projects degree of social complexity depends on the number of stakeholders involved. => Stepen društvene složenosti projekta zavisi od broja obuhvaćenih stejkholdera.
LL@(14945) The project may start as an internal project within the administration in order to analyse the feasibility and different modes of creating economic policy guidelines at the regional level. => Projekat može da započne kao interni projekat u okviru uprave, u cilju analiziranja izvodljivosti i različitih načina kreiranja smernica ekonomske politike na regionalnom nivou.
LL@(14946) As it will turn out sooner or later that guidelines are likely to have an actual impact on economic policy and the regional economy only if the regions key economic policy relevant stakeholders get involved into the process the first CEPG-project undertaken by a regional government will tend to be a pioneer project. => Kako će se pre ili kasnije pokazati da smernice obično imaju konkretan uticaj na ekonomsku politiku i regionalnu ekonomiju samo ako se u ovaj proces uključe ključni stejkholderi u ekonomskoj politici regiona, prvi CEPG projekat koji je preduzela regionalna vlast postaće pionirski projekat.
LL@(14947) If the project is repeated it will become easier to define the project task and the expected outcome, and the project management can rely on methods which have proved to be already successful before. => Ako se projekat ponavlja, biće lakše definisati projektni zadatak i očekivani ishod, pa projektni menadžment može da se osloni na metode koji su se već pokazali uspešnim.
LL@(14948) So a CEPG-project might start in a pre-project phase as a potential project but will then quickly change to a pioneer project. => Stoga CEPG projekat može da počne kao potencijalni projekat u pret-projektnoj fazi, ali će se onda brzo pretvoriti u pionirski projekat.
LL@(14949) Finally it is likely to change to an acceptance project as it runs through several project cycles. => Najzad, kako prolazi kroz nekoliko projektnih ciklusa, on će se verovatno pretvoriti u prihvatljivi projekat.
LL@(14950) This typology of projects is helpful for the choice of project organisation, for the decision on how to deal with the project environment, and for defining the requirements concerning networking and the skills of the project manager. => Ova tipologija projekata je korisna prilikom izbora projektne organizacije, u odlučivanju kako da se ponašamo prema projektnom okruženju, kao i kad treba odrediti zahteve koji se odnose na umrežavanje i kvalifikacije projektnog menadžera.
LL@(14951) In the lower two quadrants (particularly in standard projects) no big project organisation is required and the organisational culture does not differ very much from the line-world of an organisation. => U dva donja kvadranta (a posebno kod standardnih projekata) nije potrebna velika projektna organizacija, a organizaciona kultura se ne razlikuje mnogo od linijske strukture organizacije.
LL@(14952) In acceptance and pioneer projects the cultural difference to and the potential for interferences with the line organisation are more significant. => U slučaju prihvatljivih i pionirskih projekata, kulturna razlika i potencijali za mešanje sa linijskom organizacijom su značajniji.
LL@(14953) In such projects which are typical forms of CEPGprojects social competences and networking abilities are key skill requirements for project management to be successful. ~~~ 3.3. => U takvim projektima a oni su tipični oblici CEPG projekata društvene kompetentnosti i sposobnosti umrežavanja predstavljaju ključne veštine koje su potrebne da bi projektni menadžment imao uspeha. 3.
LL@(14954) Levels of project management Project management deals with the organized planning and implementation of complex activities in a project. => Nivoi projektnog menadžmenta Projektni menadžment se bavi organizovanim planiranjem i primenom složenih postupaka u projektu.
LL@(14955) It has to cope with the challenges of defining the proper scope of the project, dealing with time constraints, and dealing with cost constraints the triangle of objectives and trade-offs between cost, performance and time (Lock Š3Ë). => On mora da odgovori na izazove definisanja odgovarajućeg obima projekta i da se izbori i sa vremenskim ograničenjima i troškovnim ograničenjima a to je trougao ciljeva i sukoba između troškova, učinka i vremena (Lock Š3Ë).
LL@(14956) A major task of project management is to strike a balance between these interrelated constraints. => Glavni zadatak projektnog menadžmenta jeste da uspostavi ravnotežu između ova tri međusobno povezana ograničenja.
LL@(14957) Tackling these challenges needs three levels of project management (comp. Kuster Š2Ë) from which again skill requirements of the project manager of a CEPG-project and the potential to outsource specific tasks to external firms (consultants, experts) can be derived. => Odgovor na ove izazove zahteva postojanje tri nivoa projektnog menadžmenta (uporediti Kuster Š2Ë) iz kojih se opet izvode zahtevi za stručnim kvalifikacijama projektnog menadžera CEPG projekta i potencijal za unajmljivanje firmi spolja (konsultanti, eksperti) za rešavanje specifičnih zadataka.
LL@(14958) First, there is a functional level of project management which aims at planning of goals and structuring the project. => Na prvom mestu je funkcionalni nivo projektnog menadžmenta čija svrha je planiranje i struktuiranje projekta.
LL@(14959) Here the major challenge for the project manager of a CEPG-project is having a sound knowledge of the regions economy and a basic knowledge of economic theory and policy. => Projektni menadžer u CEPG projektu ovde mora dobro da poznaje ekonomiju datog regiona i da poseduje osnovna znanja iz oblasti ekonomske teorije i politike.
LL@(14960) The project manager has a strong influence at the functional level because he is in charge of formulating intermediate reports and drafting the final report the deliverable of the whole project. => Uticaj projektnog menadžera na funkcionalnom nivou je veliki zato što on sastavlja privremene izveštaje i koncipira konačni izveštaj proizvod celog projekta.
LL@(14961) Therefore administrations are well advised to build up competences in economic policy as these are at the core of the knowledge base required for developing and implementing economic policy guidelines and strategies. => Stoga bi bilo poželjno da se organi uprave što bolje upoznaju sa ekonomskom politikom pošto će im ta znanja i sposobnosti predstavljati osnovnu bazu znanja potrebnu za razradu i sprovođenje smernica i strategija ekonomske politike.
LL@(14962) At the same time public administrations ought to draw on external expertise, too, in order confront regional economic policy stakeholders with an unbiased view of the regions economic situation and development. => Istovremeno, organi uprave moraju da se oslone i na stručnjake spolja, tako da stejkholderima u regionalnoj ekonomskoj politici mogu da predstave objektivno stanje i razvoj u privredi datog regiona.
LL@(14963) Second, there is a methodological level of project management which is concerned with planning resource use, capacities, cost, time, and liquidity. => Na drugom mestu je metodološki nivo projektnog menadžmenta, a njegov zadatak je da planira korišćenje resursa, kapacitete, troškove, vreme i likvidnost.
LL@(14964) For these purposes the standard tools of project management like structuring techniques, bar plans, netplan techniques like the critical path method, and other decision and planning techniques are used. => U ove svrhe koriste se standardni instrumenti projektnog menadžmenta kao što su tehnike struktuiranja, bar planovi, tehnike netplanova kao što je metod kritičnog puta i druge tehnike odlučivanja i planiranja.
LL@(14965) As long as a CEPG-project is a potential project or a pioneer project methodological expertise may be purchased in the market. => Sve dok je CEPG projekat potencijalni projekat ili pionirski projekat, metodološka ekspertiza može da se kupi na tržištu.
LL@(14966) When a project is set to take place repeatedly and it thus gets the character of an acceptance project (or even a standard project) the time has come to develop this type of expertise within the administration in order to reduce the dependency from external knowledge. => Kad projekat treba da se ponavlja pa dobije karakter opšteprihvatljivog (acceptance) projekta (ili čak standardnog projekta), onda je već vreme da se razvije ovakva ekspertiza u okviru organa uprave da bi se smanjila zavisnost od znanja koje se mora dobavljati spolja.
LL@(14967) Third, there is a relational or social level of project management. => Treći nivo je relacioni ili društveni nivo projektnog menadžmenta.
LL@(14968) The informal aspects of project planning and management, which focus on problem solving and conflict management, are important determinants of the success of projects in the public sector (Joyce Š1Ë, p. 85). => Neformalni aspekti projektnog planiranja i upravljanja koji se fokusiraju na rešavanje problema i upravljanje konfliktima predstavljaju značajne odrednice uspešnosti projekata u javnom sektoru (Joyce Š1Ë, str.85).
LL@(14969) It is relevant how the persons involved in the project communicate and deal with each other in a team, how they can develop creativity, how they present their ideas and results, how opposition and contradictions are dealt with in the project. => Veoma je značajno kako osobe obuhvaćene projektom komuniciraju i kako se ponašaju jedni prema drugima u timu, kako mogu da razvijaju kreativnost, kako predstavljaju svoje ideje i rezultate, kako se u projektu odnosimo prema suprotnim mišljenjima i otporima.
LL@(14970) Motivation and co-ordination of agents which are involved in a CEPG-project are the key challenges at the relational level of project management. => Motivacija i koordinacija učesnika u CEPG projektu predstavljaju ključne izazove na relacionom nivou projektnog menadžmenta.
LL@(14971) Public administrations are well advised to build up and develop skills in this area internally and not to completely rely on external support. => Zato bi bilo poželjno da regionalne vlasti interno unaprede i razviju sposobnosti u ovoj oblasti, tako da ne moraju u potpunosti da zavise od podrške spolja.
LL@(14972) For public administrations which are in charge of economic policy contacts with stakeholders or potential clients like interest organisations of entrepreneurs, top managers and owners of key firms in the regional economy are essential for the success of economic policies both operationally and strategically. => Za javnu upravu koja je odgovorna za ekonomsku politiku, kontakti sa stejkholderima ili potencijalnim klijentima kao što su interesne organizacije preduzetnika, top menadžera i vlasnika ključnih firmi u regionalnoj ekonomiji su od suštinskog značaja kad je reč o uspešnosti mera ekonomske politike kako na operativnom, tako i na strateškom nivou.
LL@(14973) Project managers therefore should have a sound knowledge concerning the relational or social level of project management. => Stoga projektni menadžeri treba da dobro da poznaju relacioni i društveni nivo projektnog menadžmenta.
LL@(14974) It is supportive if people from the administrative department which is in charge of economic policy affairs are well integrated both in formal and informal networks of relevant agents of economic policy in the region. ~~~ 3. => Velika je podrška ako su ljudi iz organa uprave zaduženog za pitanja ekonomske politike dobro integrisani u formalne i neformalne mreže značajnih činilaca ekonomske politike u datom regionu. 3.
LL@(14975) 4. ~~~ Focusing the projects scope and large numbers of stakeholders Designing guidelines for regional economic policy is a genuinely political process and therefore it is according to Niskanen (Š4Ë, p.321) a process of achieving consent on governmental actions. … Consent should be considered superior to any of the other criteria by which social actions are also evaluated. => Obim projekta i veliki broj stejkholdera Projektovanje smernica za regionalnu ekonomsku politiku je apsolutno politički proces i stoga je kako navodi Niskanen (Š4Ë, str.321) proces postizanja saglasnosti oko vladinih postupaka ... ~~~ Ova saglasnost smatra se superiornom u odnosu na bilo koji drugi kriterijum kojim se takođe vrednuju društvene aktivnosti.
LL@(14976) In CEPG-projects defining the projects scope what is included in the project and what is not is a particularly delicate issue because of the broad range of stakeholders with diverging expectations of scope. => Kada je reč o CEPG projektima, definisanje obima projekta šta je obuhvaćeno projektom, a šta nije predstavlja posebno osetljiv problem zato što postoji veliki broj stejkholdera čija se očekivanja u vezi sa obimom projekta veoma razlikuju.
LL@(14977) Stakeholders need to be integrated in the process of defining project scope which makes achieving a consensus which is crucial for the projects success! difficult. => Stejkholdere treba uključiti u proces defunisanja obima projekta, što opet otežava postizanje konsenzusa koji je od suštinskog značaja za uspešnost projekta.
LL@(14978) External stakeholders from outside the public administration and often even internal stakeholders from other departments of the same administration which are affected by the CEPG-project cannot be controlled by the project manager. => Projektni menadžer ne može da upravlja eksternim stejkholderima koji nisu deo javne uprave, a često ni internim stejkholderima iz drugih sektora te iste uprave, a na koje će CEPG projekat imati uticaja.
LL@(14979) Like in other public sector projects, even though the project manager may be ultimately accountable, governance of a CEPG-project and credit for successes must be shared (Wirick Š8Ë). the projects Diagram 2: Acceptance vs. focusing of guidelines. => Kako i u slučaju drugih projekata u oblasti javnog sektora, bez obzira koliko se projektni menadžer može smatrati glavnim odgovornim, upravljanje CEPG projektom i zadovoljstvo zbog uspeha mora da bude zajedničko (Wirick Š8Ë). ~~~ Dijagram 2:
LL@(14980) In a CEPG-project the number of people included in the process of creating guidelines will be large because this is beneficial for the guidelines legitimation and acceptance in the public. => Prihvatanje smernica i fokusiranje smernica Broj ljudi obuhvaćenih procesom stvaranja smernica u CEPG projektu biće veliki zato što je to važno za legitimitet projekta i njegovo prihvatanje u javnosti.
LL@(14981) Economic policy actions and decisions of regional policy makers can be legitimated by medium term guidelines. => Postupcima i odlukama kreatora regionalne politike u oblasti ekonomije može se dati legitimitet putem srednjoročnih smernica.
LL@(14982) The acceptance of economic policy actions will increase if actions can be explained easier to the public by referring to a coherent set of guidelines thus demonstrating that policy actions are not the result of ad-hoc decisions but are based on a strategic plan. => Nivo prihvatanja postupaka u oblasti ekonomske politike biće veći ako se te aktivnosti mogu lakše objasniti javnosti tako što ćemo se pozvati na čvrst skup smernica i time pokazati da ove mere nisu rezultat ad-hoc odluka već da se zasnivaju na strateškom planu.
LL@(14983) But stakeholders in the project might want to pursue individual interests in the project even under the assumption that there exists a basic consensus on a common regional interest. => Ipak, stejkholderi u projektu možda će insistirati na svojim pojedinačnim interesima, čak i pod pretpostavkom da postoji osnovni konsenzus o zajedničkom regionalnom interesu.
LL@(14984) The participation of a large number of stakeholders in the project makes the search for compromise as a precondition for consensus difficult because the variety of issues to be dealt with in the economic policy guidelines is high and thus the expected degree of focusing of guidelines is low. => Učešće velikog broja stejkholdera otežava traganje za kompromisom koji je preduslov za konsenzus zato što je broj pitanja koja se moraju uzeti u obzir u smernicama ekonomske politike veoma veliki, te je stoga veoma nizak stepen u kom se smernice mogu fokusirati.
LL@(14985) But attaching priority to well defined topics and strategies is necessary for budget reasons because it will be both difficult and most likely ineffective to finance a something-for-everyone bundle of strategies and measures to be derived from the guidelines. => Ali, davanje prioriteta dobro definisanim temama i strategijama značajno je i zbog budžeta zato što će biti i teško i verovatno beskorisno finansirati gomilu strategija i mera u stilu ponešto za svakog, a koje treba razraditi iz smernica.
LL@(14986) It is also questionable whether such guidelines are helpful for economic policy or even if the guidelines can be taken serious at all because (nearly) any policy action and even contradictory policy actions can be justified with reference to such guidelines. => Takođe se postavlja pitanje da li ovakve smernice mogu da budu korisne za ekonomsku politiku i čak da li se uopšte mogu uzeti za ozbiljno zato što se (skoro) sve političke aktivnosti, čak i one kontradiktorne, mogu opravdati pozivanjem na te smernice.
LL@(14987) As both the acceptance of guidelines and the degree of guidelines focusing are a function of the number and diversity of stakeholders involved in the project a trade-off between these two goals emerges (see diagram 2). => Pošto i prihvatanje i stepen fokusiranosti smernica predstavljaju funkciju broja i različitosti stejkholdera, učesnika u projektu, dolazi do sukoba između ova dva cilja (videti dijagram 2).
LL@(14988) The trade-off between acceptance and focusing of guidelines therefore has to be addressed when those policy fields are defined which ought to be covered by the guidelines. => Sukobu između prihvatanja smernica i fokusiranja smernica se stoga mora prići tek kada se ove oblasti politike definišu i to treba da se obuhvati smernicama.
LL@(14989) It is an important task of project management at the methodological level to apply methods which allow increasing both acceptance and the degree of focusing of guidelines. => Na metodološkom planu, primena metoda koji će omogućiti da se povećaju stepen prihvatanja i stepen fokusiranja smernica predstavlja važan zadatak za projektni menadžment.
LL@(14990) In the diagram this would mean a shift of the trade-off curve outward from the origin. => Na dijagramu, to bi značilo pomeranje krivulje sukoba prema spolja u odnosu na početak.
LL@(14991) A simple method to achieve this based on a careful structuring of stakeholder participation in work groups and agenda setting for the workgroups by the project management has been presented in Scherrer Š7Ë. 3.5. => Jednostavan metod da se ovo postigne, zasnovan na pažljivom struktuisanju učešća stejkholdera u radnim grupama i sastavljanja plana rada za te radne grupe od strane projektnog menadžmenta predstavio je Scherrer Š7Ë. 3.
LL@(14992) Summing up: Project management is a useful tool for handling a CEPG-project The analysis showed that project management is a useful tool to for handling the process of creating economic policy guidelines at the sub-national level. => Zaključak: ~~~ Projektni meandžment je koristan instrument za rukovođenje CEPG projektom Analizom smo pokazali da projektni menadžment predstavlja koristan instrument za sprovođenje procesa kreiranja smernica ekonomske politike na sub-nacionalnom nivou.
LL@(14993) The process of creating such guidelines has all the characteristics which constitute a project. => Proces kreiranja ovih smernica ima sve karakteristike koje čine projekat.
LL@(14994) The projects purpose and major deliverable is to develop a coherent concept for focusing regional economic policy strategies in a medium term perspective. => Svrha i glavni proizvod projekta jeste da se razvije jedan koherentan koncept za fokusiranje strategija regionalnog ekonomskog razvoja u srednjoročnoj perspektivi.
LL@(14995) CEPG-projects might start in a pre-project phase as a potential project but they soon will change to a pioneer project and finally to an acceptance project as it runs through several project cy cles. => U pretprojektnoj fazi, CEPG projekti mogu da počnu kao potencijalni projekti, ali se ubrzo pretvaraju u pionirske projekte i konačno u prihvatljive projekte, pošto prođu kroz nekoliko projektnih ciklusa.
LL@(14996) A major task of project management is to strike a balance between project scope, time and cost constraints by applying project management at the functional, methodological, and social levels. => Glavni zadatak projektnog menadžmenta jeste da uspostavi ravnotežu između obima projekta, vremenskih i troškovnih ograničenja primenom projektnog menadžmenta na funkcionalnom, metodološkom i društvenom nivou.
LL@(14997) Key skill requirements of the project manager of a CEPG-project are both at the functional level and most of all at the social level, while at the methodological level it is less problematic for a public administration to outsource specific tasks to external agents. => Ključni zahtevi koji se tiču umeća/kvalifikovanosti projektnog menadžera u CEPG projektu obuhvaćeni su i funkcionalnim nivoom, a u najvećoj meri društvenim nivoom, dok je na metodološkom nivou javnoj upravi lakše da za specifične zadatke angažuje stručnjake spolja.
LL@(14998) The acceptance of guidelines by stakeholders and by the wider public and a high degree of guidelines focusing are important project goals. => Značajni projektni ciljevi su prihvatanje smernica od strane stejkholdera i šire javnosti i visok nivo fokusiranosti smernica.
LL@(14999) As both goals are a function of the number and diversity of stakeholders involved in the project a trade-off between these two goals emerges. => Kako su oba ova cilja funkcije broja i različitosti stejkholdera koji učestvuju u projektu, između ovih ciljeva dolazi do sukoba.
LL@(15000) Dealing with this trade-off is one of the major tasks of project management in a CEPG-project. => Rešavanje ovog sukoba jeste jedan od glavnih zadataka projektnog menadžmenta u CEPG projektu.
LL@(15001) BIBLIOGRAPHY Š1Ë Joyce, P., Strategic management for the public serv ices, Open University Press, Buckingham, 1999. ~~~ Š2Ë Kuster, J. et al. (eds), Handbuch Projektmanagement, 2. ~~~ ed., Springer, Berlin 2008. ~~~ Š3Ë Lock, D., Project management, 9. ~~~ ed., Gower, Aldershot, 2007. => LITERATURA Š1Ë Joyce, P., Strategic management for the public ser vices, Open University Press, Buckingham, 1999. Š2Ë Kuster, J. et al. (eds), Handbuch Projektmanage ment, 2. ed., Springer, Berlin 2008. Š3Ë Lock, D., Project management, 9. ed., Gower, Aldershot, 2007. Š4Ë Niskanen, W. A., The opportunities for political entrepreneurship, in:
LL@(15002) Š4Ë Niskanen, W. A., The opportunities for political entrepreneurship, in: W. A. Niskanen (ed.), Policy analysis and Public Choice, Edward Elgar, Cheltenham, 1998, 321-328. ~~~ Š5Ë PMI Project Management Institute, Project Management Body of Knowledge (PMBOK), 4th edition, 2008. ~~~ Š6Ë PMI Project Management Institute, Five challenges and trends affecting how project management works in todays public sector, http://www.pmi.org/Pages/default.aspx, download: 2010-04-03. => W. A. Niskanen (ed.), Policy analysis and Public Choice, Edward Elgar, Cheltenham, 1998, 321-328. Š5Ë PMI Project Management Institute, Project Management Body of Knowledge (PMBOK), 4th edition, 2008. Š6Ë PMI Project Management Institute, Five challenges and trends affecting how project management works in todays public sector, http://www.pmi.org/Pages/default.aspx, download:
LL@(15003) Š7Ë Scherrer, W., Administrative and politico-econom ic Issues of creating strategic economic policy guidelines at the sub-national level, in: M. Vintar and P. Pevcin (eds.), Contemporary Issues in Public Policy and Administrative Organisation in South-East Europe, University of Ljubljana, Ljubljana, 2009, 203-219. => 2010-04-03. Š7Ë Scherrer, W., Administrative and politico-econo mic Issues of creating strategic economic policy guidelines at the sub-national level, in:
LL@(15004) Š8Ë Wirick, D., Public-Sector Project Management. => M. Vintar and P. Pevcin (eds.), Contemporary Issues in Public Policy and Administrative Organisation in South-East Europe, University of Ljubljana, Ljubljana, 2009, 203-219. Š8Ë Wirick, D., Public-Sector Project Management.
LL@(15005) Meeting the Challenges and Achieving Results, John Wiley, Hoboken/N.J., 2009. => Meeting the Challenges and Achieving Results, John Wiley, Hoboken/N.J., 2009.
LL@(15006)  => Značaj strategijskog upravljačkog računovodstva za upravljanje bankama UDK:
LL@(15007) Importance of Strategic Management Accounting for Bank Management UDC: 005.51:336.71 ; 007:336.71]:004 Snežana Knežević¹, Miloš Milosavljević¹, Veljko Dmitrović¹, ¹Faculty of Organizational Sciences, Belgrade As part of significant dynamic changes in the banking sector, the aim of this paper is to identify the information portfolio for strategic management in Serbian banks. => 005.51:336.71 ; 007:336.71]: ~~~ Snežana Knežević¹, Miloš Milosavljević¹, Veljko Dmitrović¹, ¹Fakultet organizacionih nauka u Beogradu U sklopu značajnih dinamičnih promena u bankarskom sektoru, cilj ovog rada jeste identifikacija informacionog portfolija za strategijsko upravljanje bankama u Srbiji.
LL@(15008) Foreign banks entering the domestic market of banking products have caused the competition in the banking sector to increase, which fostered the information to become a resource of primary importance for the formulation of the banks strategy in various business segments. => Ulaskom stranih banaka domaće tržište bankarskih proizvoda, povećana je konkurencija na bankarskom tržištu, te informacije postaju resurs od primodijarnog značaja za formulisanje strategije banke u različitim poslovnim segmentima. 1.
LL@(15009) 1. ~~~ Introduction Strategic decisions refer to the conduct strategy and actually define the level to which a bank is developed, the profits distribution, the capitalization level, the decisions on reorganization, the development of the existing and the introduction of new bank products, etc. ~~~ The complexity of the strategic management accounting techniques themselves in the banks goes far beyond those quoted and described in the academic studies so far Š1Ë. => Uvod Odluke strateškog karaktera odnose se na strategiju ponašanja i predstavljaju definisanje nivoa razvoja banke, odluke o raspodeli profita, nivou kapitalizacije, odluke o reorganizaciji, razvoju postojećih i uvođenju novih bankarskih proizvoda i dr. Složenost samih tehnika strategijskog upravljačkog računovodstva u bankama prevazilazi one navedene i opisane u dosadašnjim teorijskim studijama Š1Ë.
LL@(15010) As each decision can be good to the extent to which its information basis is reliable, information can be said to have become a strategic resource of management. => Kako svaka odluka može biti dobra u tolikoj meri koliko je dobra i njena informaciona podloga, može se reći da su informacije postale strategijski resurs menadžmenta.
LL@(15011) Certain authors maintain that the information is as important as the strategic technique implemented Š2Ë. => Pojedini autori naglašavaju da je značaj informacija jednako bitan kao i korišćena strategijska tehnika Š2Ë.
LL@(15012) Regardless of the fact that the earliest reports on strategic management accounting appeared only a couple of years ago, the research conducted in this work has shown that a large number of banks in the developed market world introduced some of its segments years ago. => Nezavisno od toga što su se prvi radovi o strategijskom upravljačkom računovodstvu pojavili pre samo nekoliko godina, istraživanja u radu su potvrdila da su mnoge banke u razvijenom tržišnom svetu već dosta ranije krenule da primenjuju neke od njegovih segmenata.
LL@(15013) For example, a large number of banks facing a rather fierce competition characteristic of financial market conducted a host of analyses in which they compared themselves to the competition, especially in the domain of cost management, using a considerable information potential of the management accounting. ~~~ 2. => Primera radi, mnoge banke koje su bile suočene sa konkurencijom, koja je veoma izražena na finansijskom tržištu, primenjivale su veliki broj analiza za poređenje sa konkurencijom, posebno u domenu upravljanja troškovima, koristeći pritom bogat informacioni potencijal upravljačkog računovodstva. 2.
LL@(15014) Strategic management accounting as support function to strategic management The strategic management accounting is a modern academic response to the impulses created by a dynamic business environment. => Strategijsko upravljačko računovodstvo u funkciji podrške strateškom menadžmentu Strategijsko upravljačko računovodstvo predstavlja savremeni akademski odgovor na impulse koje kreira dinamično poslovno okruženje.
LL@(15015) An increasing need of the bank management for the methods and models relevant in decision making in the conditions when the incremental changes in the environment are replaced by radical and content changes, demanded that the academics and practitioners should focus upon external, rather than internal elements in the analysis of the banking operations. => Rastuća potreba menadžmenta banaka za metodama i modelima relevantnim za donošenje odluka u uslovima kada su inkrementalne promene u okruženju zamenjene radikalnim i sadržajnim promenama, uslovila je potrebu da se fokus akademika i praktičara pomeri sa internih na eksterne elemente u analizi bankarskog poslovanja.
LL@(15016) The strategic decisions characterised by a mobi lization of all the bank resources become crucial in business operations, therefore the introduction of new management accounting techniques has become a logical answer to new requirements. => Strategijske odluke koje karakteriše mobilizacija ukupnih bankarskih resursa dobijaju krucijalni značaj za poslovanje, te je uvođenje novih tehnika upravljačkog računovodstva postalo logičan odgovor na nove zahteve.
LL@(15017) Our aim in this work is to present essential potentials and a real reach of modern strategic management accounting techniques, as well as their approprieteness for business decision making in the banks. => U ovom radu će biti predstavljeni suštinski potencijali i realni dometi savremenih tehnika strategijskog upravljačkog računovodstva, kao i njihova svrsishodnost za poslovno odlučivanje banaka.
LL@(15018) The top managers in the bank concentrate on longterm strategic decisions. => Top menadžeri banke se koncentrišu na dugoročne strateške odluke.
LL@(15019) Hence they need information that can help them make decisions on integration and acquisition, as well as on planning new bank products. => Njima su, stoga, potrebne informacije koje će im omogućiti da donesu odluke o integraciji i akviziciji ili o planiranju novih bankarskih proizvoda.
LL@(15020) The empiric studies so far have expressly stated that the role of the strategic managemnt accounting in creating an adequate information portfolio is significant, however, the conclusions are somewhat ambiguous as regards the strategy itself on the basis of the information generated by the strategic management accounting Š3Ë Š4Ë. => Nedvosmisleni je zaključak dosadašnjih empirijskih studija o značajnoj kontribuciji strategijskog upravljačkog računovodstva u kreiranju adekvatnog informacionog portfolija, ali zaključci nisu toliko jasni kada je u pitanju odabir same strategije na osnovu generisanih informacija strategijskog upravljačkog računovodstva Š3Ë Š4Ë.
LL@(15021) The middle level bank managers tend to focus upon the medium-term decisions, such as the events that may affect the banking institutions operations in the following year. => Bankarski menadžeri srednjeg nivoa teže da se u velikoj meri usredsrede na odluke srednjeg dometa, kao na primer na događaje koji bi mogli da utiču na rad bankarske institucije u narednih godinu dana.
LL@(15022) Hence they need information necessary for the budget analysis, for a short-term forecasting, and for the analysis of deviations from the planned performances. => Oni stoga traže informacije potrebne pri analizi budžeta, kratkoročnom predviđanju i analizi odstupanja ostvarenih u odnosu na planirane performanse.
LL@(15023) Strategic management accounting can be defined as a form of management accounting that uses a set of information concerned with external business and non-financial factors alonside the traditional, internally generated accounting information, as the information input. => Strategijsko upravljačko računovodstvo se može definisati kao oblik upravljačkog računovodstva koji kao informacioni input pored tradicionalnih, interno generisanih računovodstvenih informacija, koristi i set informacija koje se odnose na eksterne poslovne i nefinansijske faktore.
LL@(15024) The basic importance of such an analysis is reflected in a better communication of the business decision making and strategy. => Elementarni značaj ovakve analize se odnosi na bolju komunikaciju procesa poslovnog odlučivanja i strategije.
LL@(15025) The logic of such a categorization and the scope of this definition have, however, resulted into a divergent interpretation of the strategic management accounting elements. => Međutim, logika ovakve kategorizacije i širina dometa definicije doveli su do divergentnog tumačenja elemenata strategijskog upravljačkog računovodstva.
LL@(15026) Different definitions of the components of strategic management accounting can be seen from the survey of the literature so far published in this field. => Različite definicije komponenti strategijskog upravljačkog računovodstva mogu se sagledati pregledom dosadašnje literature iz ove oblasti.
LL@(15027) Thus, for ex ample, one of the pioneering works in this field developed a conceptual framework that supports the importance of competitive information on the market share, the scope of production, costs, prices, money flows and other elements required to conduct a corporate strategy developmet analysis Š5Ë. => Tako je, primera radi, u jednom od pionirskih radova iz ove oblasti razvio konceptulni okvir koji podržava značaj konkurentskih informacija o tržišnom udelu, obimu proizvodnje, troškovima, cenama, novčanim tokovima i drugim elementima potrebnim za analizu razvoja korporativne strategije Š5Ë.
LL@(15028) Other authors have additionally contributed to the development of strategic management accounting based on this so-called competitive strategic analysis Š6Ë. => Drugi autori su dodatno profundirali razvoj strategijskog upravljačkog računovodstva baziranog na ovoj, takozvanoj konkurentskoj strategijskoj analizi Š6Ë.
LL@(15029) They highlight the importance of the strategy analysis of costs and a consequent requirement that costs should become an integral part of strategy. => Posebno se ističe značaj strategijske analize troškova i konsekventni zahtev da troškovi postanu integralni deo strategije.
LL@(15030) On the other hand, an analysis is developed focused upon market indicators, primarily related to meeting the consumers needs with continuously taking attributive costs into account. => Sa druge strane, razvija se analiza usmerena na tržišne pokazatelje, prevashodno vezane za zadovoljenje potreba potrošača uz kontinuirano uvažavanje atributivnih troškova.
LL@(15031) It is important to stress the accountants willingness in management accounting to valuate the brand, contrary to the rigid standards of financial reporting Š7Ë. => Značajno je istaći da postoji volja računovođa da u upravljačkom računovodstvu vrednuju brend, za razliku od rigidnih standarda finansijskog izveštavanja Š7Ë.
LL@(15032) The third aspect of strategic management accounting refers to the analysis of value creation in the relations with suppliers and customers. => Treći aspekt strategijskog upravljačkog računovodstva se odnosi na analizu stvaranja vrednosti u odnosima sa dobavljačima i kupcima.
LL@(15033) All the activities classed as primary activities and logistic acitivities are included in designing the product or the service for the customer, and hence in the resulting value creation for the customer Š8Ë. Specific aspects of the analysis refer to the theoretical approach that explicitly links the supply chain re-configuration with the change in profits resulting from the strategic decisions implemented Š9Ë. => Sve aktivnosti, razvrstane na primarne i aktivnosti za podršku, učestvuju u stvaranju proizvoda ili usluge za kupca, te posledičnom kreiranju vrednosti za kupca Š8Ë. ~~~ Posebni aspekti analize odnose se na teorijski pristup koji eksplicitno povezuje rekonfiguraciju lanca snabdevanja sa promenom profita koji nastaje kao posledica primenjenih strateških odluka Š9Ë.
LL@(15034) Numerous specific techniques developed within the mentioned global categories, the derivates of theoretical study, do not, however, show a high level of correlation with the level of practical usability of these same techniques. => Brojne specifične tehnike razvijene u okviru pomenutih globalnih kategorija koje su derivat teorijskog sagledavanja, međutim, ne pokazuju visok stepen korelacije sa stepenom praktične upotrebljivosti istih tehnika.
LL@(15035) In the conditions when the real sector is consolidated, on one hand, and when the business banks are active in their credit support to the economy, on the other, the importance of the implementation of strategically oriented management accounting by the bank management will be greater. => U uslovima kada se izvrši konsolidacija realnog sektora, s jedne strane, i kada poslovne banke budu aktivne u kreditnoj podršci privredi, s druge strane, porašće i značaj primene modela strategijski orijentisanog upravljačkog računovodstva od strane bankarskog menadžmenta.
LL@(15036) In case of long-term credit sources in general, and especially in case of the financial support to the economy, it is necessary that the bank should have long-term and high-quality capital sources. => Za dugoročne izvore kreditiranja uopšte, a posebno u funkciji finansijske podrške privredi, neophodno je da banka poseduje dugoročne i kvalitetne izvore sredstava.
LL@(15037) The implementation of the strategic management accounting model in banking enable the banks to profit from their comparative advantages, especially in the further process of developing financial market, and on the basis of the information obtained on the environment. of the bank. => Primena modela strategijskog upravljačkog računovodstva za banke omogućava bankama da iskoriste svoje komparativne prednosti, posebno u daljem procesu razvijanja finansijskog tržišta, na osnovu informacija o okruženju.
LL@(15038)  => Od strategijski orijentisanog upravljačkog računovodstva se očekuje, između ostalog, jaka informaciona podrška koja će omogućiti realizaciju preventivnih mera u funkciji eliminisanja neefektivnih poslovnih rezultata banke.
LL@(15039) It is dynamically dimensioned as it ensures business information in a changing environment. => Ono je dinamički dimenzionisano jer obezbeđuje poslovne informacije u promenljivom okruženju.
LL@(15040) Strategic decisions require that the management provide information for the future action. => Strateške odluke zahtevaju od menadžmenta banke informacije za buduću akciju.
LL@(15041) Certain studies point to the fact that the majority of strategic management accounting features has long become inherent to banks and other business organizations Š10Ë. Strategically oriented management accounting is a source of information oriented towards management, concerned with the future rather than with the past, especially oriented towards strategic business units and to the most important resources of banking business operations their own capital as a guarantee, the human resources and the investments. => Izvesne studije upućuju na činjenicu da je većina karakteristika strategijskog upravljačkog računovodstva već uveliko inherentna bankama i drugim poslovnim organizacijama Š10Ë. ~~~ Strategijski orijentisano upravljačko računovodstvo predstavlja informacioni izvor okrenut menadžmentu, manje na prošlost a više fokusiran na budućnost, sa posebnom orijentacijom ka strategijskim poslovnim jedinicama, kao i ka najvažnijim resursima bankarskog poslovanja sopstveni kapital, kojim se garantuje, kadrovi i investicije.
LL@(15042) The awareness of the competitive conditions itself makes the key difference between the strategic and the traditional management accounting Š11Ë. => Samo postojanje svesti o konkurentskim uslovima je ključ razlike strategijskog u odnosu na tradicionalno upravljačko računovodstvo Š11Ë.
LL@(15043) The information potentials of the strategically dimensioned management accounting for the needs of the bank management evolve along with the changes in the information technology. => Informacioni potencijali strategijski dimenzioniranog upravljačkog računovodstva za potrebe menadžmenta banke, evoluiraju sa promenama u informacionoj tehnologiji.
LL@(15044) The studies in the field of information support of management accounting to business organizations conducted so far have predominantly focused upon the identification of dimensions and upon performance measures Š12Ë Š13Ë, however, there is a lack of studies focused upon a specific impact of the strategic management accounting information on the bank performance. => Dosadašnje studije iz oblasti informacione podrške upravljačkog računovodstva poslovnim organizacijama su najčešće bile fokusirane na identifikaciju dimenzija i merama performansi Š12Ë Š13Ë, ali je primetan nedostatak studija koje se odnose na specifičan uticaj informacija strategijskog upravljačkog računovodstva na performansse banaka.
LL@(15045) There is no universal concept nor model of information of strategic character that can be applied in efficient bank management in a longer term and for the purpose of finding adequate solutions to all management problems. => Ne postoji ni jedan univerzalni koncept ili model informisanja strategijskog karaktera za potrebe efikasnog upravljanja bankom koji bi se mogao upotrebljavati na duži rok za adekvatno rešavanje svih upravljačkih problema.
LL@(15046) The domestic banks prefer to use the information products of financial and accounting type within a global accounting system, rather that management accounting type Š14Ë. => U domaćim bankama se više koriste informacioni produkti finansijsko-računovodstvenog dela u okviru globalnog računovodstvenog sistema, a mnogo manje upravljačko-računovodstvenog dela Š14Ë.
LL@(15047) A reliable accounting information system should ensure the following: 1. information gathering, classifying and processing at lowest costs; 2. prompt provision of various surveys, financial reports and tax returns; 3. generating of valid accounting information of suffi cient scope; 4. prevention of thefts and any other financial misuse, i.e. reducing these to the least possible amount; 5. comparison of current and previous financial reports or those accomplished with targeted values. => Kvalitetan računovodstveni informacioni sistem treba da omogući sledeće: ~~~ 1. prikupljanje, klasifikovanje i obradu informacija uz najniže troškove; 2. brzu izradu raznih pregleda, finansijskih izveštaja i poreskih prijava; 3. produkovanje validnih i po obimu dovoljnih raču novodstvenih informacija; 4. sprečavanje krađa i raznih drugih finansijskih zloupotreba, odnosno njihovo redukovanje na najmanju moguću meru; 5. kompariranje tekućih i prošlih finansijskih izveštaja ili ostvarenih sa ciljanim veličinama.
LL@(15048) The strategically oriented management accounting is expected to provide a strong information support that will allow for the execution of preventive measures for the purpose of eliminating ineffective business results In this sense it is necessary that the management accounting be first incorporated into the banks accounting system, and then assigned a strategic role. => U tom smislu, neophodno je prvo inkorporirati upravljačko računovodstvo u računovodstveni sistem banke a potom mu dodeliti strategijsku ulogu.
LL@(15049) This will be inevitable in the conditions of an increasing compe tition among banks, as well as in relation to non-banking financial institutions (especially in unfavourable current events on the banking market, where it is necessary that strategic information potentials and efforts be focused), how to grab a client or a bank customer before the others?. => To će biti neminovnost u uslovima sve veće konkurentske borbe među bankama a i u odnosu na nebankarske finansijske institucije (posebno u nepovoljnim aktuelnim dešavanjima na bankarskom tržištu za šta je neophodno fokusirati strateške informacione potencijale i napore), kako ščepati klijenta ili komitenta banke pre drugih?.
LL@(15050) Besides, the introduction of a longterm crediting of a company as a bank client will contribute to the importance of strategically oriented management accounting for the bank management team decision making as to the method and conditions of the long-term placement of the banks assets. => Pored toga, uvođenjem dugoročnog kreditiranja preduzeća kao komitenata banke, porašće i značaj strategijski orijentisanog upravljačkog računovodstva za odlučivanje menadžment tima banke o načinu i uslovima plasiranja njenih sredstava na duži rok.
LL@(15051) In the prospective balance analysis segment where a dynamic aspect or forecast information is relevant in making good business and financial decisions, strategically oriented management accounting can be highly beneficial. => U segmentu prospektivne analize bilansa, gde je relevantan dinamički aspekt odnosno prognostičke informacije za potrebe donošenja kvalitetnih poslovno-finansijskih odluka, strategijski orijentisano upravljačko računovodstvo takođe može dati veliki doprinos.
LL@(15052) The very strategic orientation of management accounting must not have any implications upon the practical usabulity of the techniques and the analysis procedures themselves, and this has been the issue of a lively debate in the past decade Š15Ë Š16Ë. => Sama strategijska orijentacija upravljačkog računovodstva ne sme imati implikacije na praktičnu upotrebljivost samih tehnika i postupaka analize, što je goruća debata u poslednjoj deceniji Š15Ë Š16Ë.
LL@(15053) Both the traditional and the strategic management accounting must have a pragmatic dimension Š17Ë Š18Ë. 3. => I tradicionalno i strategijsko upravljačko računovodstvo moraju imati pragmatičnu dimenziju Š17Ë Š18Ë. 3.
LL@(15054) Actualization of importance of information for banks With the market globalization and an increasingly fierce competition in both the national and international fields the importance of an adequate banks risk management is especially actualized. => Aktueliziranje značaja informacija za banke Sa globalizacijom finansijskih tržišta te sve oštrijom konkurencijom u nacionalnim i internacionalnim okvirima, važnost adekvatnog upravljanja rizicima banke, posebno je aktuelizovana.
LL@(15055) In such circumstances the banks strategic management needs the reports on the risk profiles as well as on the banks need for capital for the purpose of capital budgeting and an adequate management of risks immanent to banking operations, all in order that a long-term financial stability of the banking institution be established. => U takvim okolnostima, strateškom menadžmentu banke neophodni su izveštaji o profilima rizika kao i potrebama banke za kapitalom, za potrebe budžetiranja kapitala i adekvatno upravljanje rizicima imanentnim poslovanju banaka, kako bi se obezbedila dugoročna finansijska stabilnost bankarske institucije.
LL@(15056) The bank capital can be observed from various points of view, namely: (1) organizational capital as a method of banks business doing; (2) intellectual capital which primarily includes human resources; and (3) capital in the form of clients and customers of the bank. valid information to be used in defining the alternate directions of strategic activities, primarily for a strategic positioning of the bank. => Kapital banke može se posmatrati sa specifičnih aspekata i to: (1) organizacioni kapital kao način poslovanja banke, (2) intelektualni kapital koji primarno predstavlja ljudske resurse i (3) kapital u vidu klijenata i komitenata banke. ~~~ Bankarski kontroling kao logistička podrška strateškom menadžmentu, podstiče razvoj upravljačkog računovodstva dugoročne orijentacije, u funkciji primene optimalne strategije radi ostvarivanja definisanih ciljeva banke, posebno optimalne troškovne strategije Š19Ë, te adekvatno upravljanje produktivnošću banke. ~~~ Svođenje cene koštanja bankarskih proizvoda na niži nivo omogućava banci u jednom delu bolji položaj u odnosu na konkurente.
LL@(15057)  => Upravljački računovođa strategijske orijentacije se može drugačije nazvati menadžerom informacija za budućnost i od njega se očekuje da opslužuje top-menadžment banke validnim informacijama za potrebe definisanja alternativnih smerova strateških akcija, u prvom redu za strateško pozicioniranje banke.
LL@(15058) A strategically dimensioned management accounting is also highly important in the strategic control process, i.e., in the comparison of achievements with the budgeted values in order to identify discrepancies and define appropriate corrective steps to be taken. => I u procesu strateške kontrole, strategijski dimenzionirano upravljačko računovodstvo ima veliki značaj za proces strateške kontrole, odnosno poređenje ostvarenja sa budžetiranimveličinama, da bi se identifikovala odstupanja, te preduzele odgovarajuće korektivne akcije.
LL@(15059) In the current turbulent conditions of operations on the financial market, the critical competency of the banks strategic management achievement becomes a competence to generate the value for both the bank owners and the consumers of the bank product. => U aktuelnim turbulentnim uslovima poslovanja na finansijskom tržištu, kritična kompetentnost uspeha strategijskog menadžmenta banke postaje sposobnost generisanja vrednosti za vlasnike banke i korisnike bankarskog proizvoda.
LL@(15060) The bank top management is particularly interested in the market and competitive environment changes, hence the management accountants are expected to provide not only internal information (flows within the bank) but rather external one information about financial market as well as about competition, namely, the information on the environment. => Top menadžment tim banke je posebno zainteresovan za promene u tržišnom te konkurentskom okruženju, tako da se od upravljačkih računovođa očekuju ne samo informacije internog karaktera (tokovi u banci) već sve više eksternog karaktera informacije sa finansijskog tržišta i o konkurentima, odnosno informacije iz okruženja.
LL@(15061) The strategic performance of the bank is oriented towards the segments of profitability, efficiency, effectiveness, competitiveness and flexibility. => Strategijske performanse banke su usmerene na segment profitabilnosti, efikasnosti, efektivnosti, konkurentnosti i fleksibilnosti.
LL@(15062) Of paramount importance in this sense is a high quality the management-accounting information for an qdequate management of bank information, as well as for measuring the performance of the bank management. => U tom smislu, veoma su značajne upravljačko-računovodstvene informacije visokog kvaliteta za adekvatno upravljanje informacijama banke, te merenje uspeha menadžmenta banke.
LL@(15063) In assessing the business efficiency, banks prioritize the methods of cost control, as well as the productivity of the bank personnel in managing its assets. => U oceni efikasnosti poslovanja banke prioritet daju načinima kontrole troškova, kao i produktivnosti personala banke u upravljanju njenom imovinom.
LL@(15064) For the banking operations to be efficient the bank requires an adequate portfolio of financial resources. => Za efikasno obavljanje bankarskih poslova neophodan je adekvatan portfelj finansijskih resursa.
LL@(15065) The banks financial health depends primarily on the bank management. => Finansijsko zdravlje banke prevashodno zavisi od menadžmenta banke.
LL@(15066) An adequate management of financial resources requires valid and timely information. => Za adekvatno upravljanje finansijskim resursima neophodne su validne informacije u pravo vreme.
LL@(15067) Particularly important are the reports on the client and customer receivables management as regards their negotiability, maturity and a policy to correct them. => Posebno su važni izveštaji o upravljanju potraživanjima klijenata i komitenata u smislu njihove naplativosti, starosti, kao i politike ispravki istih.
LL@(15068) As a logistic support to strategic management the banking controlling fosters the development of a longterm oriented management accounting, in the implementation of an optimum strategy to achieve the set goals of the bank, especially the optimum cost strategies Š19Ë, as well as an adequate management of the bank productivity. => 
LL@(15069) Reducing the price of the bank products to a lower level ensures the bank a more favourable position in comparison with its competitors. => 
LL@(15070) The current changes in international banking have made the bank management process more complex. => Aktuelne promene u međunarodnom bankarstvu učinile su proces upravljanja bankom mnogo kompleksnijim.
LL@(15071) The primary responsibility of the management is to ensure that the bank has efficient risk control and risk management systems. => Osnovna odgovornost menadžmenta je da osigura da banka ima odgovarajuće sisteme koji efikasno kontrolišu i upravljaju rizicima.
LL@(15072) Risk management should be a daily activity of the managers of respective business fields of the bank. ~~~ The bank management should also introduce an adequate internal control which will include internal auditing too. => Trebalo bi da upravljanje rizicima bude svakodnevna aktivnost menadžera po poslovnim područjima banke, kao i da me nadžment banke uvede adekvatnu internu kontrolu uključujući internu reviziju.
LL@(15073) A strategically oriented management accountant can be called the information-for-the- future manager and is expected to supply the banks top management with Significant innovation on the financial market that emerged in the last few years and the internationalization of financial flows have radically changed the nature of banking. => Poslednjih godina pojava značajnih inovacija na finansijskom tržištu i internacionalizacija finansijskih tokova inicirali su prirodu bankarstva skoro do neprepoznatljivosti.
LL@(15074) On the global level, banks are becoming increasingly engaged in the development of new instruments, products, services, and techniques. => Banke na globalnom nivou sve više postaju uključene u razvoj novih instrumenata, proizvoda, usluga i tehnika.
LL@(15075) Not so strict legal regulations and technological process in this field allowed for a fiercer competition to take place between banks and non-banking institutions. => Slabija zakonska regulativa i tehnološki proces otvorili su novi prostor za oštriju konkurenciju između banaka i nebankarskih institucija.
LL@(15076) In such circumstances, the resource of crucial importance for change management is (sufficient in scope and satisfactory in quality) business information. => U takvim okolnostima, resursi od presudnog značaja za upravljanje promenama jesu (dovoljne po obimu i zadovoljavajući po kvalitetu) poslovne informacije.
LL@(15077) In order to survive on the dynamic market today, the bank has to change faster than its competition. => Da bi ostala na današnjem dinamičnom tržištu, banka mora da se menja mnogo brže od konkurenata.
LL@(15078) A strategically focused management accounting is an efficient instrument developed for the purpose of strategic management of the bank. => Strategijski fokusirano upravljačko računovodstvo je efikasan instrument razvijen za strateško upravljanje bankom.
LL@(15079) It disposes of information required for tracking, analysis and cost control and the bank product price calculation, as well as for the assessment of market potentials and the client and customer profitability, capital management and financial performance, the dynamics of business assets for the information needs of trading on the financial market, etc. ~~~ The role of an adequately designed strategic management accounting is crucial in a long-term management of the human resource and moneraty activities of the bank. => Raspolaže informacijama vezanim za praćenje, analizu i kontrolu troškova i kalkulaciju cena bankarskih proizvoda, za procenu potencijala tržišta i profitabilnosti komitenata i klijenata, upravljanje kapitalom i finansijskim performansama, dinamiku poslovne aktive za informacione potrebe trgovanja na finansijskom tržištu i dr. Na adekvatan način koncipirano strategijsko upravljačko računovodstvo ima krucijalnu ulogu u vođenju ljudske i monetarne aktivnosti banke na dugi rok.
LL@(15080) The implementation of the strategically oriented management accounting always means the implementation of new techniques in the analysis, such as the activity based cost calculation, the balanced scorecard and various techniques of strategic capital budgeting such as strategic cost management in the value chain, the technological path tracing, the application of fuzzy sets in quantitative analysis, the real option valuation etc. => Primena strategijski orijentisanog upravljačkog računovodstav ne podrazumeva uvek primenu novih tehnika u analizi kao što su obračun troškova zasnovan na aktivnostima, izbalansirana karta merila, i različite tehnike strategijskog kapitalnog budžetiranja poput strategijskog upravljanja troškovima u lancu vrednosti, tehnološkog trasiranja puta, upotrebe rasplinutih skupova u kvantitativnoj analizi, vrednovanja realnih opcija i slično.
LL@(15081) The information potential of a strategically oriented management accounting has to be continually reshaped to be able to accomplish the tasks of the information recipient strategic management primarily, but also other management levels, which means that the quantitative selection of information is continually under way so as to avoid the situation of excess information. => Informacioni potencijal strategijski orijentisanog upravljačkog računovodstva mora biti neposredno oblikovan za ispunjenje zadataka primaoca informacija prevashodno strateškog menadžmenta, ali i drugih nivoa menadžmenta, što znači da se kontinuirano obavlja kvantitativna selekcija informacija, kako ne bi došlo do preinformisanosti.
LL@(15082) Besides, the information potential of the bank strategic management accounting is expected to produce highly actualized information, full, timely and as accurate as possible. => Pored toga, informacioni potencijal strategijskog upravljačkog računovodstva za banke treba da produkuje visoko aktuelizovane informacije, potpune za menadžment, dostupne na vreme i informacije što je moguće većeg stepena tačnosti.
LL@(15083) Given the dynamic changes on the financial market, this type of accounting should be in a process of continuous evolution. => S obzirom na dinamične promene na finansijskom tržištu, ovaj tip računovodstva treba da bude u procesu kontinuirane evolucije.
LL@(15084) Besides a more intensive competition between different types of banks, the threat that non-financial institutions will expand into the banking product sector is an additional incentive to banks to implement the strategic management accounting concept Š20Ë which is market-oriented. => Osim intenzivnije konkurencije između različitih vrsta banaka, pretnja da će se ne finansijske institucije proširiti i u sektor bankarskih proizvoda, predstavlja dodatni podsticaj bankama da primenjuju koncept strategijskog upravljačkog računovodstva Š20Ë, koji je tržišne orijentacije.
LL@(15085) The strategic management accounting concept requires to be further developed in order that it should prove its full role and advantages in defining concrete situations. => Koncept strategijskog upravljačkog računovodstva zahteva dalji razvoj kako bi pokazali svoju punu ulogu u njegovim prednostima u definisanju konkurentskih strategija.
LL@(15086) It is necessary that the usability of the strategic management accounting be researched into, especially in the field of the competition analysis in the conditions when the competition operates in a different economic, political and cultural environment. => Neophodno je da se istraži primenljivost strategijskog upravljačkog računovodstva posebno u analizi konkurencije u uslovima kada se konkurencija nalazi u različitom ekonomskom, političkom i kulturološkom okruženju.
LL@(15087) In order that domestic banks should estimate the losses in accordance with the relevant standards, it is necessary that they anticipate events related to credits, and this is where the macroeconomic statistics information is of special importance, though it is not transparent and satisfactory in scope yet. => Da bi domaće banke izvršile procenu gubitaka u skladu sa relevantnim standardima, neophodno je da anticipiraju događaje u vezi sa kreditima a za to su posebno važne informacije makroekonomske statistike koje još uvek nisu transparentne i dovoljne po obimu.
LL@(15088) Such information would help make use of information advantages of strategic management accounting in the process of making high-quality decisions for the needs of an efficient placement of the banks assets. => Takve informacije bi pomogle da se još više iskoriste informacione prednosti strategijskog upravljačkog računovodstva u procesu donošenja kvalitetnih odluka za potrebe efikasnog plasiranja sredstava banke.
LL@(15089) The rise in the bank capital means a better chance for the bank to acquire big and significant clients. => Povećanje kapitala banke znači i veću šansu banke da dobije velike klijente.
LL@(15090) There is an intention that banks that already achieved a stable financial position redirect a portion of their placements from retail business to economy, that is, to grant more loans to economy which would in turn increase the importance of the strategic management accounting. => Intencija je da banke koje već imaju stabilnu finansijsku poziciju trebalo bi da deo svojih plasmana preusmere sa stanovništva na privredu odnosno da više kreditiraju privredu, čime bi porastao značaj strategijskog upravljačkog računovodstva.
LL@(15091) In addition, due to a substantial growth of capital of the banks in this country, i.e., due to intensive recapitalization, the role of an adequate longterm bank capital management becomes increasingly important. => Pored toga, s obzirom na velik rast kapitala banaka u našoj zemlji odnosno intenzivne dokapitalizacije, povećava se uloga adekvatnog upravljanja kapitalom banke na duži rok.
LL@(15092) For example, many banks did not earn adequate return rates on the capital invested. => Primera radi, mnoge banke nisu imale adekvatnu stopu prinosa u odnosu na uložen kapital.
LL@(15093) It is necessary that domestic banks implement the instruments of the strategically oriented management accounting to a larger extent in order that they should maximize the value. => Potrebno je da domaće banke više primenjuju instrumente strategijski orijentisanog upravljačkog računovodstva koji im stoje na raspolaganju, kako bi maksimirale vrednost.
LL@(15094) Management accounting is a relevant information instrument in the strategic management process. => Upravljačko računovodstvo predstavlja relevantni informacioni instrument u strategijskom upravljačkom procesu.
LL@(15095) The collaboration of accounting and strategy is thoroughly analysed in numerous academic and empirical studies Š21Ë Š22Ë Š2Ë. => Saradnja računovodstva i strategije je iscrpno analizirana u brojnim teorijskim i empirijskim studijama Š21Ë Š22Ë Š2Ë.
LL@(15096) Finally, it is important to point out that there is no universal accounting model developed for the needs of strategic management; it is necessary that every bank should create a model that will be compatible with possible changes on the financial market (to the extent to which it is possible to predict) as well as with adjusted characteristics of a particular bank. => Konačno bitno je naglasiti da ne postoji univerzalan računovodstveni model za potrebe strategijskog menadžmenta banke, već je neophodno da svaka banka kreira takav model koji će biti kompatibilan sa mogućim promenama na finansijskom tržištu (u meri u kojoj je to moguće predvideti) kao i prilagođenim karakteristikama konkretne banke.
LL@(15097) The strategic management of the bank performance can be described as an activity of management a bank financial standing for the purpose of defining the opti mum relationships on two levels: returns maximization and satisfying the requirements of regulatory institutions Š23Ë. => Strategijsko upravljanje performansama banke može biti predstavljeno kao aktivnost upravljanja bonitetom banke radi definisanja optimalnih odnosa i to na dva nivoa: maksimiziranja prinosa i zadovoljenja zahteva regulatornih institucija Š23Ë.
LL@(15098) The strategy consists of a series of concrete activities that the banking institution undertakes in order to accomplish its mission. => Strategija se sastoji od serije konkretnih akcija koje bankarska institucija preuzima da bi se ostvarila misija.
LL@(15099) Each concrete activity is autonomous. => Svaka konkretna akcija je samostalna.
LL@(15100) The activity has to support the banks mission, however, it also has to observe the principles of successful business doing. => Akcija mora da podržava misiju banke, ali takođe mora da sledi principe uspešnog poslovanja.
LL@(15101) Hence it is necessary that the bank has a developed management accounting to implement project strategies in the segments of budgeting, tracking and reporting on costs, profitability, and other important bank performance. ~~~ 4. => U tu svrhu neophodno je imati razvijeno upravljačko računovodstvo za realizaciju projektnih strategija u segmentu budžetiranja, praćenja i izveštavanja o troškovima, profitabilnosti i drugim značajnim performansama banaka. 4.
LL@(15102) Factors that impact the sma implementation into the bank information system The strategic management accounting is based upon the research into information in accordance with the needs to make certain business decisions, rather than with the current trend or information availability. => Faktori koji utiču na primenu sma u informacioni sistem banke Strategijsko upravljačko računovodstvo se temelji na istraživanju informacija shodno potrebama donošenju određenih poslovnih odluka, mnogo više nego samom trenutnim trendom ili dostupnošću informacija.
LL@(15103) The strategic orientation of management accounting requires that the necassary information meant to be the basic input in the analysis be externally oriented. => Strategijska orijentisanost upravljačkog računovodstva uslovljava eksternu orijentisanost zahtevanih informacija koje će biti osnovni input u analizi.
LL@(15104) Consequently, the need for defining the bank environment and the basic ways of communication between the bank and the relevant environment arises. => Posledično tome, javlja se potreba definisanja okruženja banke, te osnovnih poluga komunikacije banke i relevantnog okruženja.
LL@(15105) The environment itself can be viewed via a value chain and the relationship of the bank with the clients, with the investors, and with the creditors. => Samo okruženje može biti posmatrano kroz lanac vrednosti i odnos banke sa klijentima, kreditorima i investitorima.
LL@(15106) A far greater adequacy and importance, however, should be assigned to the competitive environment of the bank. => Međutim, daleko veću adekvatnost i značaj treba pridati konkurentskom okruženju banke.
LL@(15107) The bank competitive position itself is viewed from the point of view of the current, as well as an anticipated competitive environment. => Sama konkurentska pozicija banke posmatra se sa aspekta postojećeg, ali i anticipiranog konkurentkog okruženja.
LL@(15108) The competitive position is monitored by the implementation of the competition cost assessment technique, by defining costs per unit of service, by the analysis of competition technology, by defining the economy of scope, by the calculation of market share per different market niches of the banking sector, as well as by defining the scope of services delivered and the returns on services. => Konkurentska pozicija se prati primenom tehnika procene troškova konkurenata, određivanja troškova po jedinici usluge, analize konkurentske tehnologije, definisanja uticaja ekonomije obima, kalkulacije tržišnog udela po različitim tržišnim nišama bankarskog sektora, te određivanju obima pruženih usluga i prinosa od usluživanja.
LL@(15109) The analysis itself is strategically conceived and planned to be of a long-term character. => Sama analiza je strategijski koncipirana i treba da bude dugoročnog karaktera.
LL@(15110) Hence it is not the current values that should be analysed, but rather the future ones. => Doslovno tome, ne treba analizirati trenutne, već buduće veličine.
LL@(15111) The orientation towards long-term elements in the analysis means the implementation of a target oriented cost allocation and the cost analysis throughout the life cycle of particular financial services, but also of the life cycle of the bank as an entity of analysis. => Orijentacija na dugoročne elemente u analizi podrazumeva primenu ciljnog određivanja troškova i analizu troškova tokom životnog ciklusa kako pojedinih finansijskih usluga, tako i životnog ciklusa banke kao entiteta analize.
LL@(15112) To be specific, a bank in a domestic economic environment has to conduct a comparative analysis of its market position and the earning capacities of all exist ing banks, as well as of other financial institurions that to a larger or to a smaller extent form a competition to a current or planned mix of the given banks services. => Konkretno, u domaćem privrednom ambijentu, određena banka mora da uporedno analizira tržišnu poziciju kao i prinosnu snagu svih postojećih banaka, ali i drugih finansijskih institucija koje u manjoj ili većoj meri konkurišu trenutnom ili planiranom miksu usluga posmatrane banke.
LL@(15113) In addition, the aspirations of foreign banking institutions to penetrate the domestic banking market also have to be taken into account. => Pored toga, moraju se uzeti u obzir aspiracije inostranih bankarskih institucija da penetriraju na domaće bankarsko tržište.
LL@(15114) Consequently, a relevant competitive environment does not mean only the present, but also the anticipated competitors, as the analysis is of a long-term character. => Shodno tome, relevantno konkurentsko okruženje u sektoru bankarskih usluga ne čine samo postojeći, već i očekivani konkurenti, jer analiza ima atribut dugoročnosti.
LL@(15115)  => Sama podela nije ultimativnog karaktera, te je saglasno samim potrebama konkretne banke moguće definisati i druge, izostaviti neke navedene ili redizajnirati postojeće podsisteme strategijskog upravljačkog računovodstva.
LL@(15116) The environment defined, it is necassary that an analysis be conducted of the information that the bank has to generate for the purpose of an appropriate strategic management-accounting analysis. => Nakon definisanja okruženja, potrebno je izvršiti analizu potrebnih informacija koje banka mora da generiše u cilju pravilne strategijske upravljačko-računovodstvene analize.
LL@(15117) The strategic management accounting and the techniques based on it use the existing set of information, however, reveal entirely new information requirements. => Strategijsko upravljačko računovodstvo i tehnike bazirane na njemu koristi postojeći set informacija, ali ima i potpuno nove informacione zahteve.
LL@(15118) For example, an increasing leaning on the marketing concepts preconditions the change in cost allocations in accordance to the customers tastes, as well as measuring the quality costs and valuating the brand of the service itself and of the bank as an entity. => Primera radi, povećana oslonjenost na marketinške koncepte uslovljava promenu određivanja troškova saglasno ukusima potrošača, merenja troškova kvaliteta, kao i vrednovanja brenda same usluge i banke kao celine.
LL@(15119) The bank that insists on the strategy of differentiation of its products will not focus upon the unit price of the service, but rather upon the development of new services and upon marketing costs. => Banka koja insistira na strategiji diferencijacije svojih proizvoda neće biti fokusirana na jediničnu cenu usluge, već će pažnju posvetiti razvoju novih usluga i troškovima marketinga.
LL@(15120) The interdependance and interrelation of required information and the bank development strategy is by far more complex than the previous illustration, however, this elaboration is beyond the domain of this work. => Međuzavisnost i uslovljenost potrebnih informacija i strategije razvoja banke je daleko kompleksnija od prethodne ilustracije, ali ovakva elaboracija izlazi iz domena samog rada.
LL@(15121) Here the attention is focused upon the creation of the model that will support the required information portfolio of strategically oriented management accounting for banks. => Naglasak u radu je na kreiranju modela koji će podržati potrebni informacioni portfolio strategijski orijentisanog upravljačkog računovodstva za banke.
LL@(15122) The empirical research corroborates the relative arrangement, formality, and structure of the relationship between the strategy and the other functions in the business organizations Š24Ë. => Empirijska istraživanja potvrđuju relativnu uređenost, formalnost i strukturiranost odnosa strategije i ostalih funkcija u poslovnim organizacijama Š24Ë.
LL@(15123) The information system that will support the strategic orientation of management accounting includes elementary subsystems for: planning and analysis of bank costs; planning and analysis of bank income, expenditure and profits; planning and analysis of bank capital; identifying risk profile and the banks need for capital; monitoring the competition among banks, in relation to non-banking institutions; provision of specific profitability analyses; planning and analysis of cash flows; monitoring and conducting executive actions; coordination with the accounting and marketing information systems for the purpose of the analysis of the current clients and customers, as well as an insight into prospective banks clients; ecological and other issues of socially responsible business. => Informacioni sistem koji će podržati strategijsku orijentisanost upravljačkog računovodstva sadrži elementarne podsisteme za: planiranje i analizu troškova banke, planiranje i analizu prihoda, rashoda i profita banke, 5.
LL@(15124) The classification itself is not ultimate in character; in accordance with the needs of a particular bank it is possible to define others, leave out some of the above quoted or redesign the existing sub-systems of the strategic management accounting. ~~~ 5. => 
LL@(15125) Conclusion The objective of financial management, as well as of the bank capital management is to maximize the banks value within the profitability and the risk exposure levels. => Zaključak Cilj finansijskog upravljanja, kao i upravljanja kapitalom banke, jeste maksimiziranje vrednosti banke u okviru profitabilnosti i nivoa izloženosti riziku.
LL@(15126) Since risk is immanent to banks, the task of the financial management is to manage various types of risks in such a manner that will allow for the achievement of the desired profitability, reasonable risks included. => S obzirom na to da je rizik imanentan bankama, zadatak finansijskog upravljanja jeste upravljanje različitim vrstama rizika na takav način koji će uz prihvatljive rizike omogućiti realizaciju željene profitabilnosti.
LL@(15127) This requires that three types of activities should be performed: risk identification; quantitative statement of risks (if this risk is immanent to the particular type of risk); risk exposure controlling. => Za to je neophodno obaviti tri vrste aktivnosti, i to: identifikovati rizike; kvantitativno iskazati rizike (ukoliko je to svojstveno određenom tipu rizika); vršiti kontroling izloženosti rizicima.
LL@(15128) In order that the abovementioned tasks should be efficiently accomplished, it is necessary that the bank develop adequate business, and especially financial policies, as well as implement information logistics. => Da bi se navedeni zadaci efikasno realizovali zahteva se postojanje adekvatne poslovne, a posebno finansijske politike banke, kao i primerena informatička podrška.
LL@(15129) Besides, the bank management should be informed on the risk profiles and the bank capital needs, in order that they should timely undertake appropriate steps on the strategic plan, which is the domain of the strategically oriented management accounting. => Pored toga, menadžment banke bi trebalo da dobije izveštaje o profilima rizika i potrebama banke za kapitalom, kako bi mogao na vreme da preduzme odgovarajuće aktivnosti na strateškom planu, a to je u domenu upravljačkog računovodstva strategijske orijentacije.
LL@(15130) The latest trends on the financial market, conditioned by the competition growth and the increase in the direct capital transfer highlight the necessity of implementation the strategically oriented management accounting for the banking purposes. => Noviji trendovi na finansijskom tržištu uslovljeni rastom konkurencije i porastom neposrednog transfera kapitala pokazuju neminovnost uvođenja koncepta strategijski orijentisanog upravljačkog računovodstva za potrebe banke, koji bi trebalo da predstavlja jednu vrstu rano-spoznajnog informacionog sistema koji signalizira moguće šanse i opasnosti.
LL@(15131) This accounting is in turn one type of early identification information system that signals possible opportunities and threats. ~~~ Namely, however important the what happened may be, the what will happen is more important. => Naime, veoma je važno šta je bilo, ali je još bitnije šta će biti. planiranje i analizu kapitala banke, identifikovanje profila rizika i potrebe banke za LITERATURA: kapitalom, praćenje konkurencije među bankama, kao i u odnosu na nebankarske institucije, pripremu posebnih analiza isplativosti, planiranje i analizu novčanih tokova, praćenje i izvršavanje kontrolnih akcija, koordinaciju sa računovodstvenim i marketing informacionim sistemom radi analize postojećih klijenata i komitenata, kao i sagledavanju potencijalnih klijenata banke, ekološka i druga pitanja društveno-odgovornog poslovanja.
LL@(15132) REFERENCE Š1Ë Scapens, R.W., and Bromwich, M. (2001). => Š1Ë Scapens, R.W., and Bromwich, M. (2001).
LL@(15133) Editorial report: management accounting research: the first decade, Management Accounting Research, 12 (2), pp. 245-254. => Editorial report: management accounting research: the first decade, Management Accounting Research, 12 (2), pp. 245-254. Š2Ë Tillmann, K. and Goddard, A. (2008).
LL@(15134) Š2Ë Tillmann, K. and Goddard, A. (2008). ~~~ Strategic management accounting and sense-making in a multinational company, Management Accounting Research 19, pp. 80-102. => Strategic management accounting and sense-making in a multinational company, Management Accounting Research 19, pp. 80-102. Š3Ë Bouwens, J., Abernethy, M.A., (1996).
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LL@(15136) Š4Ë Hyvonen, J. (2007). ~~~ Strategy, performance measurement techniques and information technology of the firm and their links to organizational performance, Management Accounting Research, 18, pp. 343-366. => Strategy, performance measurement techniques and information technology of the firm and their links to organizational performance, Management Accounting Research, 18, pp. 343-366.
LL@(15137) Š5Ë Simmonds K., (1981) The Fundamentals of Strategic Management Accounting, London. => Simmonds K., (1981) The Fundamentals of Strategic Management Accounting, London.
LL@(15138) Š6Ë Bromwich, M., and Bhimani, A. I., (1994), Management Accounting — Pathways to Progress, London. => Š5Ë Bromwich, M., and Bhimani, A. I., (1994), Management Accounting — Pathways to Progress, London.
LL@(15139) Š7Ë Guilding, C. and Pike, R. (1990), Intangible Marketing Assets: A Managerial Accounting Perspective. => Š6Ë Guilding, C. and Pike, R. (1990), Intangible Marketing Assets: ~~~ A Managerial Accounting Perspective.
LL@(15140) Accounting & Business Research, 21 (18), pp. 41-9. ~~~ Š8Ë Dess, G., Lampkin, T., and Eisner B. (2007). => Accounting & Business Research, 21 (18), pp. 41-9. Š7Ë Dess, G., Lampkin, T., and Eisner B. (2007).
LL@(15141) Strategijski menadžment. => Stra tegijski menadžment.
LL@(15142) Beograd: Data Status. => Beograd: ~~~ Data Status.
LL@(15143) Š9Ë Shank, J. K., Lawler, W. C. and Carr, L. P. (2004). => Š8Ë Shank, J. K., Lawler, W. C. and Carr, L. P. (2004).
LL@(15144) The Profit Impact of Value Chain Reconfiguration: Blending Strategic Cost Management (SCM) and Acton-Profit-Linkage (Apl) Perspective. => The Profit Impact of Value Chain Reconfiguration: ~~~ Blending Strategic Cost Management (SCM) and Acton-Profit-Linkage (Apl) Perspective.
LL@(15145) Advances in Management Accounting, 12. ~~~ Š10Ë Lord, B. (1996). => Advances in Management Accounting, 12. Š9Ë Lord, B. (1996).
LL@(15146) Strategic management accounting: the emperors new clothes? => Strategic management accounting: the emperors new clothes?
LL@(15147) Management Accounting Research,7, pp 347-366. ~~~ Š11Ë Seal, W., Garrison, R. and Noreen, E. (2006). => Management Accounting Research,7, pp 347-366. Š10Ë Seal, W., Garrison, R. and Noreen, E. (2006).
LL@(15148) Management Accounting, New Jersey: McGrawHill. => Management Accounting, New Jersey: ~~~ McGraw-Hill.
LL@(15149) Š12Ë Chenhall, R. (1997). => Š11Ë Chenhall, R. (1997).
LL@(15150) Reliance on manufacturing performance measures, total quality management and organizational performance, Management Accounting Research, 8, pp. 187-206. ~~~ Š13Ë Perera, S., Harrison, G. and Poole, M., (1997). => Reliance on manufacturing performance measures, total quality management and organizational performance, Management Accounting Research, 8, pp. 187-206. Š12Ë Perera, S., Harrison, G. and Poole, M., (1997).
LL@(15151) Customer-focused manufacturing strategy and the use of operations-based non-financial performance measures: research notes, Accounting Organizations and Society, 18 (1), pp. 81-100. a Š14Ë Markovski S. Kedev B. (2002). => Customer-focused manufacturing strategy and the use of operations-based non-financial performance measures: a research notes, Accounting Organizations and Society, 18 (1), pp. 81-100. Š13Ë Markovski S. Kedev B. (2002).
LL@(15152) Smetkovodstvo na menadžmentot, Skoplje: Ekonomski fakultet, pp. 17-32. => Smetkovodstvo na menadžmentot, Skoplje:
LL@(15153) Š15Ë Kaplan, R.S., 1998. => Ekonomski fakultet, pp. 17-32. Š14Ë Kaplan, R.S., 1998.
LL@(15154) Creating New Management Practice through Innovation Action Research, Journal of Management Accounting Research, 10, pp. 89-118. => Creating New Management Practice through Innovation Action Research, Journal of Management Accounting Research, 10, pp. 89-118. Š15Ë Labro, E. & Tuomela, T.S. (2003).
LL@(15155) Š16Ë Labro, E. & Tuomela, T.S. (2003). => On bringing more action into management accounting research:
LL@(15156) On bringing more action into management accounting research: Process considerations based on two constructive case studies. => Process considerations based on two constructive case studies.
LL@(15157) European Accounting Review, 12 (3), pp. 409-442. ~~~ Š17Ë Kasanen, E., Lukka, K. & Siitonen, A., (1993). => European Accounting Review, 12 (3), pp. 409-442. Š16Ë Kasanen, E., Lukka, K. & Siitonen, A., (1993).
LL@(15158) The Constructive Approach in Management Accounting Research, Journal of Management Accounting Research, 5, pp. 243-264. ~~~ Š18Ë Ittner, C.D & Larcker, D.F., (2002). => The Constructive Approach in Management Accounting Research, Journal of Management Accounting Research, 5, pp. 243-264. Š17Ë Ittner, C.D & Larcker, D.F., (2002).
LL@(15159) Empirical managerial accounting research: are we just describing management consulting practice, European Accounting Review, 11 (4), pp. 787-794. ~~~ Š19Ë Blacher J.E., Stout E.D., Cokins G., Chen H.K.(2008). => Empirical managerial accounting research: are we just describing management consulting practice, European Accounting Review, 11 (4), pp. 787-794. Š18Ë Blacher J.E., Stout E.D., Cokins G., Chen H.K.(2008).
LL@(15160) Cost Management A Strategic Emphasis. => Cost Management A Strategic Emphasis.
LL@(15161) New Jersey: McGraw Hill. => New Jersey: ~~~ McGraw Hill.
LL@(15162) Š20Ë Hopper T., Northcott D., Scapens R. (2007). => Š19Ë Hopper T., Northcott D., Scapens R. (2007).
LL@(15163) Issues un Management Accointing. => Issues un Management Accointing.
LL@(15164) London: Pearson, Education Limited. => London: ~~~ Pearson, Education Limited.
LL@(15165) Š21Ë Dent, J.F., (1990). => Š20Ë Dent, J.F., (1990).
LL@(15166) Strategy, organization and control: some possibilities for accounting research. => Strategy, organization and control: some possibilities for accounting research.
LL@(15167) Accounting Organizations and Society 15 (1/2), pp. 325. => Accounting Organizations and Society 15 (1/2), pp. 325.
LL@(15168) Š22Ë Ahrens, T., (1997). => Š21Ë Ahrens, T., (1997).
LL@(15169) Strategic interventions of management accountants: everyday practice of British and German brewers. => Strategic interventions of management accountants: everyday practice of British and German brewers.
LL@(15170) The European Accounting Review 6 (4), pp. 557588. => The European Accounting Review 6 (4), pp. 557588.
LL@(15171) Š23Ë Knežević, S.: Strategijsko odlučivanje u bankama na osnovu informacija upravljačkog računovodtsva, Beograd: Beogradska poslovna škola, 2006. => Š22Ë Knežević, S.: ~~~ Strategijsko odlučivanje u bankama na osnovu informacija upravljačkog računovodtsva, Beograd:
LL@(15172) Š24Ë Bhimani, A. ~~~ And Langfield-Smith, K. (2007). => Beogradska poslovna škola, 2006. Š23Ë Bhimani, A. And Langfield-Smith, K. (2007).
LL@(15173) Structure, formality and the importance of financial and non-financial information in strategy development and implementation. => Structure, formality and the importance of financial and non-financial information in strategy development and implementation.
LL@(15174) Management Accounting Research, 18, pp. 3-31. => Management Accounting Research, 18, pp. 3-31.
LL@(15175) Budgetary Changes at Local Level in Slovenia in Crisis UDC: 336.14:352(497.4)2008 ; 338.124.4(497.4) Uroš Pinterič School of Advanced Social Studies, Nova Gorica uros.pinteric¿fuds.si XII International Symposium SymOrg 2010, 09. => Budžetske promene na lokalnom nivou tokom krize u Sloveniji UDK:
LL@(15176) 12 june 2010. ~~~ Zlatibor, Serbia Article is addressing one of most up to day topics of social sciences today economic crisis and its impact. => 336.14:352(497.4)2008 ; 338.124.4(497.4) Uroš Pinterič Visoka škola društvenih studija, Nova Gorica uros.pinteric¿fuds.si XII Internacionalni simpozijum SymOrg 2010, 09.12, jun 2010, Zlatibor, Srbija U ovom članku razmatramo jednu od najznačajnijih tema kojima se društvene nauke bave danas akonomsku krizu i njen uticaj.
LL@(15177) Author is trying to find elements of local budgets that could indicate financial instability at the local level in Slovenia. => Autor pokušava da izdvoji one elemente u lokalnim budžetima koji bi mogli da ukažu na finansijsku neravnotežu na lokalnom nivou u Sloveniji.
LL@(15178) On representative pattern of municipal budgets he is trying to find changes that could be caused by the economic crisis. => Promene koje bi mogle da budu posledica ekonomske krize autor pokušava da utvrdi na jednom reprezentativnom uzorku opštinskih budžeta.
LL@(15179) However, until 2008 when last budgetary data are available today, he is not able to indicate any serious change that could be systematically connected to the economic situation. ~~~ 1. => Ipak, sve do 2008. godin, kada su objavljeni poslednji dostupni podaci o budžetu, autoru nije pošlo za rukom da izdvoji bilo kakve ozbiljne promene koje bi bile sistemski povezane sa ekonomskom situacijom u zemlji. 1.
LL@(15180) Introduction So called economic crisis that started in the middle of 2008 caused different consequences and reactions at all levels of social system in individual countries as well as on supranational levels. => Uvod Takozvana ekonomska kriza koja je počela sredinom 2008. godine imala je različite posledice i izazvala različite reakcije na svim nivoima društvenog sistema, kako u pojedinačnim zemljama, tako i na međunarodnom nivou.
LL@(15181) Despite one can strongly doubt about solely economic nature of present crisis, it is truth that main effects were connected to the national as well as international economy. => Iako postoje ozbiljne sumnje da su uzroci krize čisto ekonomske prirode, činjenica je da se njeni efekti osećaju i u nacionalnim ekonomijama i u međunarodnoj ekonomiji.
LL@(15182) However, all different cases showed so far that economic circle is strongly connected also to the politics, policies and public finances on different levels. => Do sada je u svakom pojedinačnom slučaju bilo indicija da ekonomska kriza ima itekako veze i sa politikom, privrednim politikama i javnim finansijama na različitim nivoima.
LL@(15183) One can remember the French support for car industry that was strongly criticized by EU despite effects of French governmental subsidies to the car industry had strong and positive spill over effect in other EU countries such as Slovenia. => Dobro se sećamo podrške francuske vlade njihovoj industriji automobila; ova podrška naišla je na ozbiljne kritike EU, bez obzira na to što su podsticaji koje je vlada dala ovoj industriji imali pozitivne efekte i prelili se i na druge zemlje EU, među kojima i na Sloveniju.
LL@(15184) Main criticism about protectionism of national economies can be at least doubtful. => Glavne kritike upućene protekcionizmu u nacionalnim ekonomijama u najmanju ruku su sumnjive prirode.
LL@(15185) On the other hand, economic crisis connected to the British money saved in stable Icelandic banks showed how combination of economic crisis, increasing external debt and lack of appropriate policy reaction can lead to the bankruptcy of the stare and political crisis, leading to overthrow of government. => S druge strane, ekonomska kriza u slučaju britanskog novca položenog u islandske banke pokazala je kako kombinacija ekonomske krize, povećanje spoljnog duga i izostanak odgovarajuće politike mogu da dovedu do bankrota države i do političke krize, što je do velo i do pada vlade.
LL@(15186) State cases of different reactions can be translated also to sub national, local level. => Ovakvi slučajevi mogu da postoje i na sub-nacionalnom, pa i na lokalnom nivou.
LL@(15187) We argue that on the local level financial crisis can be even more intense. => Naš stav jeste da finansijska kriza može da bude još ozbiljnija na lokalnom nivou.
LL@(15188) We expect that municipalities with dominantly rural background will be less affected by financial crisis than those with predominantly industrial or post industrial economy. => Očekujemo da će opštine sa dominantno seoskom privredom biti u manjoj meri pogođene finansijskom krizom nego one u kojima preovlađuje industrijska ili postindustrijska privreda.
LL@(15189) We expect as well that, later municipalities will realize lower tax revenues and they will change structure of expenditures in a way to keep at least existing bureaucratic expenditures. => Takođe očekujemo da će opštine kasnije realizovati niže prihode od poreza i da će promeniti strukturu svojih troškova tako da tekuće administrativne troškove svedu na najmanju meru.
LL@(15190) On the other hand municipalities will try to shrink investment and maintenance expenditures while they will have to increase so called social transfers especially those connected to the maintaining certain level of social security. => S druge strane, opštine će pokušati da smanje troškove investicija i održavanja, a da povećaju takozvane transfere, posebno one koji se odnose na održavanje određenog nivoa socijalne sigurnosti.
LL@(15191) Thesis above will be verified on the case of 24 out of 210 Slovenian municipalities in the timeframe 2005-2009. => Gorenavedenu tezu pokušaćemo da dokažemo na uzorku od 24 slovenačke opštine, od ukupno 210, koliko ih ima u zemlji, a u periodu od 2005 2009. godine.
LL@(15192) Slovenia has 12 statistical regions and we will take one rural and one industrial municipality for each region and we will avoid municipalities with special status when possible. => Slovenija ima 12 statističkih regiona. ~~~ U svakom regionu posmatraćemo jednu seosku i jednu industrijsku opštinu, a kad god je to moguće, izostavićemo opštine sa specijalnim statusom.
LL@(15193) Statistical region Goriška Gorenjska Osrednjeslovenska Savinjska Koroška Podravska Pomurska Zasavska Posavska Notranjsko-kraška Obalnokraška Jugovzhodna Slovenija Table 1: List of municipalities Higher share of employees in agriculture in region (as share of employees in agriculture compared to total active population) Brda Vodice Moravče Solčava Prevalje Starše Moravske Toplice Trbovlje Brežice Postojna Hrpelje Kozina [kocjan Lower share of employees in agriculture in region (as share of employees in agriculture compared to total active population) Ajdovščina [kofja Loka Mengeš Nazarje Mežica Hoče Slivnica Lendava Hrastnik Krško Cerknica Piran Straža Source: Š2Ë None of selected municipalities has special status of city municipality (that brings special position in local government system in Slovenia), however in some cases there are differences in size (area as well as population). => Statistička oblast Goriška Gorenjska Osrednjeslovenska Savinjska Koroška Podravska Pomurska Zasavska Posavska Notranjsko-kraška Obalnokraška Jugovzhodna Slovenija Tabela 1: ~~~ Lista opština Viši nivo učešća zaposlenih u poloprivredi u oblasti (udeo zaposlenih u poljorivredi u odnosu na ukupan broj stanovnika) Brda Vodice Moravče Solčava Prevalje Starše Moravske Toplice Trbovlje Brežice Postojna Hrpelje Kozina [kocjan Niži nivo učešća zaposlenih u poloprivredi u oblasti (udeo zaposlenih u poljorivredi u odnosu na ukupan broj stanovnika) Ajdovščina [kofja Loka Mengeš Nazarje Mežica Hoče Slivnica Lendava Hrastnik Krško Cerknica Piran Straža Izvor: ~~~ Š2Ë Ni jedna od navedenih opština nema specijalni status gradske opštine (koji bi joj omogućio specijalni položaj u sistemu vlasti u Sloveniji), mada u određenim slučajevima postoje razlike u veličini (kako u teritoriji, tako i u broju stanovnika).
LL@(15194) Concrete municipalities were selected randomly on the basis of relative share of employees in agriculture. => Opštine koje ćemo posmatrati birali smo metodom slučajnog uzorka, na osnovu relativnog udela koji zaposleni imaju u poljoprivredi.
LL@(15195) In Zasavska and Posavska region, difference between selected municipalities is relatively low. => U Zasavskom i Posavskom regionu razlika između odabranih opština relativno je mala. 2.
LL@(15196) 2. ~~~ Measuring effects of economic crisis on local budgets Economic crisis seems to be most frequent phrase in 2008/10. => Merenje efekata ekonomske krize na lokalni budžet opština Čini se da je ekonomska kriza bila najčešće pominjana reč u periodu 2008/10. godine.
LL@(15197) Brake down of world economy started in mid-2008 officially. => Zvanično, slom ekonomije u svetu počeo je 2008. godine.
LL@(15198) However, in August 2007, newly appointed Governor of Bank of Slovenia at meeting of European Central Bank make comment on economic situation that was strongly criticised in European and Slovenian national monetary space. => Mada je, na sastanku evropske Centralne banke avgusta 2007., novo-imenovani guverner Banke Slovenije komentarisao ekonomsku situaciju što je u monetarnoj sferi i Slovenije i Evrope naišlo na oštre kritike.
LL@(15199) He said that »if there will be stronger turbulence they can cause negatively on demand of households«. => Rekao je da eventualni snažniji potresi mogu veoma negativno da se odraze na domaćinstva.
LL@(15200) The statement was in the context of American mortgage crisis and its effect in EU economic space. => Ova izjava data je u kontekstu američke hipotekarne krize i posledica koje ima na ekonomski prostor EU.
LL@(15201) His comment was diplomatically marked as inappropriate (as also some others further on), but it was academic warning from political person that should not happen. => Njegov govor je u diplomatskim krugovima ocenjen kao neprimeren (kao i neki drugi kasnije), teorijsko upozorenje političara o tome šta ne bi trebalo da se dogodi.
LL@(15202) However, he just warned that what is going on can have global consequences for economy. => Ipak, on je jednostavno upozorio da ono što se dešava može da ima globalne posledice po ekonomiju.
LL@(15203) However he just warned from one thing that was best presented by late US stand up comedian George Carlin who well defined the main problem of economic crisis that emerged. => Nadovezao se na nešto što je rekao pokojni slavni američki komičar George Carlin koji je dobro definisao glavni problem ekonomske krize koja je nastajala.
LL@(15204) People are spending »Money they dont have on things that they dont need«. => Ljudi troše novac koji nemaju na stvari koje im ne trebaju.
LL@(15205) He only forgot to add that they will probably not be able to pay for a life-time. => Samo je zaboravio da doda da ti ljudi verovatno neće moći da isplate svoja dugovanja za života.
LL@(15206) Any economic situation can be explained generally in two different ways. => Svaka ekonomska situacija može se objasniti na dva načina.
LL@(15207) First there is Smiths invisible hand of market balancing the market to achieve moments of optimal ratio between supply and demand. => Na prvom mestu je Smitova (Smith) nevidljiva ruka tržišta koja uravnotežava tržište da bi se dobili momenti optimalnog odnosa između ponude i potražnje.
LL@(15208) Second, opposite pole is system of state intervention in market economy, generally to prevent few important market failures, such as negative exteralies, providing so called public goods where private economy is not interested or it can ride on natural or created monopoly where demand is irrelevant and consequently service is not provided adequately or prices are not optimized by market. => S druge strane je poluga državne intervencije u tržišnu privredu, uglavnom da bi se sprečilo nekoliko značajnih slomova tržišta od kojih bi svaki imao negativne posledice. ~~~ Intervencije su obuhvatale obezbeđivanje tzv. javnih dobara tamo gde privatni sektor nije imao interesa da se umeša ili u prirodnom ili nametnutom monopolu u kome je potražnja nevažna i shodno tome izostaje i adekvatna usluga ili tržište nije optimizovalo cene.
LL@(15209) However, politics/government is strongly connected to the economy or private »players« who hold important positions and can provide economic support to the different political »players«. => Ipak, politika/vlada je usko povezana sa privredom ili sa privatnim igračima koji zauzimaju značajne pozicije i mogu da pruže ekonomsku podršku različitim političkim igračima.
LL@(15210) Over the time this led to strong bonds between economy and politics, causing lobbying, corruption and clientelism. => Vremenom je ovakva situacija prerasla u čvrstu spregu između politike i privrede, što je za posledicu imalo lobiranje, korupciju i spregu po litike i kapitala u stili usluga za uslugu.
LL@(15211) In this condition natural monopoles are generally outsourced to private sector after initial investment. => U ovakvim okolnostima se, nakon početnih investicija, prirodni monopoli uglavnom prepuštaju privatnom sektoru.
LL@(15212) In this sense state finances private monopoly or oligopoly by out sourcing service to one or few private companies who can realise high or medium high profits with more or less no entrance costs and all additional cost are generally paid by final consumer. => Tako država finansira privatni monopol ili ologopol time što prepušta određeni sektor nekolicini privatnih kompanija koje zarađuju visoke ili srednje visoke profite a da skoro nemaju nikakve troškove za ulazak na tržište, a sve dodatne troškove plaća krajnji korisnik.
LL@(15213) Under such circumstances it is hard to believe that market economy as well as state driven economy can work separately or together without serious failures. => U takvim okolnostima teško je poverovati da tržišna privreda i privreda koju kontroliše država mogu da funkcionišu bilo nezavisno jedna od druge, bilo paralelno, a da ne dođe do ozbiljnih lomova.
LL@(15214) As we said previously we expect that economic crisis will have certain effects on revenue as well as on expenditure side of local budgets. => Kao što smo već napomenuli, očekujemo da će ekonomska kriza imati određene posledice na lokalni budžet, kako na prinose tako i na troškove.
LL@(15215) We could simply take just different types of revenues, maybe create two general categories of tax and non-tax revenues and try to explain potential differences. => Potencijalne razlike možemo da objasnimo i tako što ćemo jednostavno uzeti različite tipove prinosa i možda napraviti dve opšte kategorije poreskih i neporeskih prihoda.
LL@(15216) However, we believe that economic crisis is not day to day phenomena but has longer development procedure. => Ipak, verujemo da ekonomska kriza nije pojava koja se javlja svakodnevno, već da je to proces koji traje duže.
LL@(15217) Due to above mentioned history of current economic crisis we believe that in the case of local government following pattern took place. => Na osnovu gorepomenutog toka sadašnje ekonomske krize, verujemo da će u slučaju lokalne vlasti događaji imati sledeći tok.
LL@(15218) Personal income tax rates shall drop only in 2008 and fall even lower in 2009, Real estate tax together with interest rate tax shall get lower in 2008 as well. => Stope poreza na lični dohodak biće niže tokom 2008. godine, a sledi još veći pad 2009. godine. ~~~ Porez na nekretnine i porez na kamate takođe će biti niži 2008. godine.
LL@(15219) Government subsidies form national budgets allow municipalities with lack of their own resources to cover at least so called level of appropriate consumption that is calculated each year for next fiscal year and should be adequate for maintaining developmental status quo in certain municipality. => Vladine dotacije iz nacionalnog budžeta omogućiće opštinama koje nemaju sopstvena sredstva da pokriju bar nivo takozvane neophodne potrošnje koja se svake godine izračunava za narednu fiskalnu godinu i treba da obezbedi održavanje statusa quo u razvoju u određenoj opštini.
LL@(15220) One can assume that state subsidy will not change significantly due to same uncertain economic situation at national level. => Može se pretpostaviti da se državne dotacije neće značajno promeniti upravo zahvaljujući toj istoj neizvesnoj ekonomskoj situaciji na nacionalnom nivou.
LL@(15221) Salaries in municipalities on the expenditure level are one of most stable budgetary elements. => Među najstabilnijim budžetskim elementima na nivou troškova su plate u opštinama.
LL@(15222) Regular transfers will slowly increase in 2008 while different investments will be lowered. => Regularni transferi će polako rasti tokom 2008. godine, dok će različite investicije da se smanjuju.
LL@(15223) We can expect that level of transfers will increase slower than level of investments will fall due to the fact that the difference will cover current expenses for public administration. => Očekujemo da će nivo transfera da raste sporije u odnosu na pad investicija zato što razlika treba da pokrije tekuće troškove za javnu upravu.
LL@(15224) All categories of expenses will be compared to total expanses. => Sve kategorije troškova porediće se sa sumom ukupnih troškova. 3.
LL@(15225) Empirical results Gathering empirical data, we were not able to get data on budgets of municipalities for 2009 yet. => Empirijski zaključci Podatke za budžete opština za 2009. godinu nismo uspeli da prikupimo.
LL@(15226) At the same time it is important to stress that in 2006 there were local elections and in 2007 there was change of municipal finances legislation increasing the share of personal income tax belonging to municipalities to 54%. => Takođe, značajno je da napomenemo da su 2006. godine održani lokalni izbori, a da je 2007. godine došlo do izmena opštinskih zakona o finansijama kojima je udeo poreza na dohodak koji odlazi opštinama povećan na 54%.
LL@(15227) Due to lack of data for 2009, we are not able to say if small drop of personal income tax at national average is already consequence of crisis or it is within normal fluctuation. => Pošto nedostaju podaci za 2009. godinu, nismo mogli da zaključimo da li je mali pad poreza na lični dohodak na nacionalnom proseku već posledica krize ili se on još uvek kereće u okviru normalnih fluktuacija.
LL@(15228) However, we can argue that in all municipalities where change of personal income tax is higher than 5% it is consequence of migration of pop ulation, and we believe if net flow is negative as in Trbovlje, Lendava, Moravske Toplice it is also first sign of change in economic situation Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. => Ipak, izvesno je da u svim opštinama u kojima je promena tog poreza veća of 5%, to posledica migracije stanovništva, a verujemo da, ako je neto priliv negativan kao u Trbovlju, Lendavi, Moravskim Toplicama, to je istovremeno i prvi znak promene ekonomske situacije. ~~~ Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k.
LL@(15229) Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica National average 39,6% 39,7% 22,6% 35% 50,4% 48,5% 10,8% 33,3% 39% 46,7% 31,8% 41,3% 19,1% 29,5% 40,1% 57,9% 23,4% 32,8% 31,4% 27,6% 41% 25,6% 49% 22% 40,4% 37,7% 41% 26,5% 20,8% 34,7% 44,7% 11,6% 32,2% 42,5% 44,1% 29,2% 44% 19,7% 24,7% 37,7% 60,5% 23,7% 31,2% 30% 29,5% 47,3% 34,9% 40,9% 31,3% 39,3% 54,8% 54,2% 53,8% 28,6% 45,6% 51,7% 56,7% 50,7% 61,8% 68% 55,2% 64,3% 54,2% 57,3% 52,9% 60,6% 69,7% 62,3% 58,9% 42,7% 62,4% 62% 52,2% 54,2% 51,7% 58,1% 56,3% 41,2% 34,4% 58,9% 51,6% 45,8% 57,1% 60% 52,4% 54,2% 62,8% 37% 47,3% 72,3% 66,2% 58,4% 57,3% 49,1% 37,8% 46,6% 55,2% 43,6% 56,9% 49,4% Table 2: Personal income tax Š1Ë Real estate and financial taxation indirectly shows how much can people and economy effort bigger expenses. => Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica Nacionalni prosek 39.6% 39.7% 22.6% 35% 50.4% 48.5% 10.8% 33.3% 39% 46.7% 31.8% 41.3% 19.1% 29.5% 40.1% 57.9% 23.4% 32.8% 31.4% 27.6% 41% 25.6% 49% 22% 40.4% 37.7% 41% 26.5% 20.8% 34.7% 44.7% 11.6% 32.2% 42.5% 44.1% 29.2% 44% 19.7% 24.7% 37.7% 60.5% 23.7% 31.2% 30% 29.5% 47.3% 34.9% 40.9% 31.3% 39.3% 54.8% 54.2% 53.8% 28.6% 45.6% 51.7% 56.7% 50.7% 61.8% 68% 55.2% 64.3% 54.2% 57.3% 52.9% 60.6% 69.7% 62.3% 58.9% 42.7% 62.4% 62% 52.2% 54.2% 51.7% 58.1% 56.3% 41.2% 34.4% 58.9% 51.6% 45.8% 57.1% 60% 52.4% 54.2% 62.8% 37% 47.3% 72.3% 66.2% 58.4% 57.3% 49.1% 37.8% 46.6% 55.2% 43.6% 56.9% 49.4% Tabela 2: ~~~ Porez na lične prihode Izvor: ~~~ Š1Ë Porezi na nekretnine i finansije posredno pokazuju koliko ljudi i privreda mogu da izdrže veće troškove.
LL@(15230) Table shows very good the interest for certain municipalities. => Tabela pruža dobar prikaz kamate za određene opštine.
LL@(15231) In this sense it is obvious that after the break of real estate market prime location like Piran (tourist location at the seaside) or Mengeš (suburb of capital) be come much more interesting. => U ovom smislu očigledno je da su posle sloma tržišta nekretnina najbolje lokacije kao što su Piran (turistička lokacija na primorju) ili Mengeš (predgrađe prestonice) postale daleko interesantnije.
LL@(15232) While other locations kept their average interest rates. ~~~ Measured via real estate tax income that is paid in the municipality where sold real estate exists). => Druge lokacije zadržale su svoje prosečne kamatne stope (mereno prihodom od poreza na nekretnine koji se plaća u opštini u kojoj se nalazi prodata nekretnina).
LL@(15233) At the same time it is obvious, that in 2008 overall real estate taxation indicates that slightly lower number of real estate transactions was made. => Istovremeno je očigledno da tokom 2008. godine ukupno oprezivanje nekretnina pokazuje da je broj transakcija sa nekretninama u ovom periodu bio nešto manji.
LL@(15234) Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. => Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k.
LL@(15235) Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice Lendava 0,6% 1,6% 2,6% 5,3% 9,9% 3,2% 0,1% 1,5% 1,2% 1% 0,6% 2,3% 1,2% 1,1% 1,1% 1,9% 3,7% 4% 3,8% 2,9% 0% 2,6% 1,8% 1,1% 0,7% 4,1% 1,7% 1,5% 1,2% 2,3% 5,2% 8% 2,9% 2,4% 0,5% 1,5% 1,3% 1,1% 1% 3,4% 1,7% 1,3% 2% 1,4% 3,7% 7,6% 3,2% 2,2% 0,3% 1,5% 1,1% 0,5% 0,4% 3,1% 1% 1,1% Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica National average 1,8% 4,5% 0,7% 1,6% 1,6% 0,9% 1,9% 0,8% 2,6% 1,5% 2,8% Table 3: Real estate and other financial taxes 1,8% 3% 1,1% 1,8% 1,7% 1,1% 1,7% 0,6% 3% 1,2% 2,7% 2,4% 4,1% 1,2% 2,5% 1,7% 1,2% 1,5% 0,6% 3,1% 2,3% 3,3% 1,7% 6,2% 1,6% 1,7% 1,3% 0,9% 1,1% 0,7% 2% 1,8% 2,6% Š1Ë Government subsidies are in opposite relation with personal income tax in relation to change of legislation in 2007. => Loka Solčava Nazarje Prevalje Mežica 0.6% 1.6% 2.6% 5.3% 9.9% 3.2% 0.1% 1.5% 1.2% 1% 1.1% 1.9% 3.7% 4% 3.8% 2.9% 0% 2.6% 1.8% 1.1% 1.2% 2.3% 5.2% 8% 2.9% 2.4% 0.5% 1.5% 1.3% 1.1% 2% 1.4% 3.7% 7.6% 3.2% 2.2% 0.3% 1.5% 1.1% 0.5% Starše Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica Nacionalni prosek Tabela 3: ~~~ Porez na nekretnine i ostali porezi na finansije 0.6% 2.3% 1.2% 1.1% 1.8% 3% 1.1% 1.8% 1.7% 1.1% 1.7% 0.6% 3% 1.2% 2.7% 0.7% 4.1% 1.7% 1.5% 1.8% 4.5% 0.7% 1.6% 1.6% 0.9% 1.9% 0.8% 2.6% 1.5% 2.8% 1% 3.4% 1.7% 1.3% 2.4% 4.1% 1.2% 2.5% 1.7% 1.2% 1.5% 0.6% 3.1% 2.3% 3.3% 0.4% 3.1% 1% 1.1% 1.7% 6.2% 1.6% 1.7% 1.3% 0.9% 1.1% 0.7% 2% 1.8% 2.6% Izvor: ~~~ Š1Ë Dotacije države su obrnutosrazmerne sa porezom na lične prihode u odnosu na promene zakona 2007. godine.
LL@(15236) However, it is more than evident that certain municipalities such as Solčava, Moravske toplice or Mežica are facing certain difficulties and are getting new injection of subsidies after one year of relatively low state budgetary participation. => Ipak, više je nego očigledno da neke opštine kao što su Solčava, Moravske toplice ili Mežica imaju određene probleme i da dobijaju nove injekcije dotacija posle godinu dana relativno niskog učešća države u njihovim budžetima.
LL@(15237) On the other hand it is not possible to assure that governmental participation is strictly connected to the economic situation. => S druge strane, nije moguće sa sigurnošću tvrditi da je učešće države striktno ograničeno na ekonomske prilike.
LL@(15238) Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. => Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k.
LL@(15239) Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica National average 25,6% 20,5% 14,4% 3,9% 9,1% 6,9% 80,3% 38,8% 31,1% 27,5% 20,6% 20% 51,5% 29,8% 38,7% 3,5% 61,7% 28,8% 34,5% 20,5% 16,4% 21,2% 8,7% 21,9% 18,8% 24,4% 21,5% 19,6% 5,1% 1,7% 5,1% 78% 34,5% 25,2% 22,2% 33% 16,8% 54.5% 31,4% 34,5% 3,9% 61,4% 29,6% 33,9% 21,4% 13,8% 23% 13% 24,3% 18,7% 11,9% 4,8% 6,8% 5,7% 1,4% 2,8% 28,8% 13% 7,7% 8,1% 10,1% 3,1% 13,5% 15,1% 4,6% 0,3% 17,4% 6% 10% 6,6% 3,8% 2,6% 8,7% 8,9% 7,4% 3,6% 0,9% 9,9% 5,6% 3% 2,5% 46% 16,2% 3,5% 18,7% 8,9% 8,7% 46,4% 17,1% 5,8% 0,8% 21,3% 8,4% 18,5% 3,4% 3,7% 2,5% 5,7% 7,5% 7,9% Š1Ë Table 4: Government subsidies On the expenditure side of local budgets salaries are one of main expenses in municipalities. => Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica Nacionalni prosek Tabela 4: ~~~ Državne dotacije 25.6% 20.5% 14.4% 3.9% 9.1% 6.9% 80.3% 38.8% 31.1% 27.5% 20.6% 20% 51.5% 29.8% 38.7% 3.5% 61.7% 28.8% 34.5% 20.5% 16.4% 21.2% 8.7% 21.9% 18.8% 24.4% 21.5% 19.6% 5.1% 1.7% 5.1% 78% 34.5% 25.2% 22.2% 33% 16.8% 54.5% 31.4% 34.5% 3.9% 61.4% 29.6% 33.9% 21.4% 13.8% 23% 13% 24.3% 18.7% 11.9% 4.8% 6.8% 5.7% 1.4% 2.8% 28.8% 13% 7.7% 8.1% 10.1% 3.1% 13.5% 15.1% 4.6% 0.3% 17.4% 6% 10% 6.6% 3.8% 2.6% 8.7% 8.9% 7.4% 3.6% 0.9% 9.9% 5.6% 3% 2.5% 46% 16.2% 3.5% 18.7% 8.9% 8.7% 46.4% 17.1% 5.8% 0.8% 21.3% 8.4% 18.5% 3.4% 3.7% 2.5% 5.7% 7.5% 7.9% Izvor: ~~~ Š1Ë Na troškovnoj strani lokalnih budžeta plate predstavljaju jedan od najvećih troškova u opštinama.
LL@(15240) Other current expenses and social security subsidies are not included. => Ostali tekući troškovi i dotacije za socijalno osiguranje nisu uračunati.
LL@(15241) Despite it seems that salaries are more or less constant with slow ratio of becoming less significant part of mu nicipal budgets, one can argue, that they are not systematically connected to the economic situation. => Uprkos tome što se čini da su plate na manje ili više istom nivou i da svi pokazatelju navode da one postepeno postaju sve manje značajan deo opštinskih budžeta, može se tvrditi da one nisu sistemski vezane za situaciju u privredi.
LL@(15242) Due to governmental measures taken in 2009 only in this year it will be possible to indicate first signs of changes in the field of salaries. => Zahvaljujući merama vlade iz 2009. godine, samo u ovoj godini moći će da se vide prvi znaci promena u oblasti plata. 6.
LL@(15243) Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. => Brda 4.1% Ajdovščina 3.6% Hrpelje-Kozina 6.7% Piran 3.4% Vodice 5.6% [k.
LL@(15244) Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica National average 6,6% 4,5% 4,2% 7,4% 4,1% 5,5% 9,8% 5,8% 7,5% 5,6% 8,2% 5,9% 4,6% 9,7% 7,8% 6,2% 3,2% 4,5% 5,1% 5,4% 5,3% 4,7% 7,7% 2,6% 5,6% 6,1% 4,1% 3,6% 6,7% 3,4% 5,6% 12,7% 4,8% 7,1% 5,2% 5,8% 6,7% 4,1% 5,6% 6,6% 4,9% 3% 4,1% 4,3% 5% 6,2% 6,2% 6% 3% 5% 5,8% 3,6% 4,5% 7,1% 5% 4,9% 10,4% 3,4% 6,9% 4,8% 8,2% 5,7% 4,5% 9% 4,9% 6,4% 3,3% 5,1% 5,3% 5,2% 5,7% 6,3% 4,1% 3,8% 5,2% 6% 4,1% 3,6% 6,5% 6,7% 5,6% 8,6% 3,3% 6,9% 4,2% 7,7% 4,7% 3,2% 6,1% 5,8% 6,1% 3,5% 4,1% 4,5% 4,1% 4,5% 5,5% 5% 3,4% 4,9% Table 5: Salaries and other payments to employees (without social subsidies and other current expenses) Š1Ë As well as salaries of municipal civil servants also social transfers to private sector and households are slowly lower and lower and in this sense until 2008 it is not possible to confirm that economic crisis demanded any serious measures taken by local authorities in order to protect social stability of areas. => Loka 12.7% Solčava 4.8% Nazarje 7.1% Prevalje 5.2% Mežica 5.8% Starše 6.7% Hoče-Slivnica 4.1% Moravske Toplice 5.6% Lendava 6.6% Moravče 4.9% Mengeš 3% @užemberk 4.1% Trebnje 4.3% Brežice 5% Krško 6.2% Trbovlje 6.2% Hrastnik 6% Postojna 3% Cerknica 5% Nacionalni prosek Tabela 5: ~~~ Plate i druge isplate zaposlenima (bez socijalnih davanja i drugih tekućih troškova) 6.6% 4.5% 4.2% 7.4% 4.1% 5.5% 9.8% 5.8% 7.5% 5.6% 8.2% 5.9% 4.6% 9.7% 7.8% 6.2% 3.2% 4.5% 5.1% 5.4% 5.3% 4.7% 7.7% 2.6% 5.6% 5.8% 3.6% 4.5% 7.1% 5% 4.9% 10.4% 3.4% 6.9% 4.8% 8.2% 5.7% 4.5% 9% 4.9% 6.4% 3.3% 5.1% 5.3% 5.2% 5.7% 6.3% 4.1% 3.8% 5.2% 6% 4.1% 3.6% 6.5% 6.7% 5.6% 8.6% 3.3% 6.9% 4.2% 7.7% 4.7% 3.2% 6.1% 5.8% 6.1% 3.5% 4.1% 4.5% 4.1% 4.5% 5.5% 5% 3.4% 4.9% Izvor: ~~~ Š1Ë Kao i plate opštinskih službenika, i socijalni transferi privatnom sektoru i domaćinstvima su u laganom opadanju i u tom smislu do 2008. godine nije bilo moguće tvrditi da ekonomska kriza zahteva da lokalne vlasti preduzmu bilo kakve ozbiljne mere za obezbeđenje socijalne stabilnosti u regionima.
LL@(15245) On the other hand, we can see that certain municipalities have issues from time to time that are not connected directly to general economic situation but can be more result of local situations. => S druge strane, možemo da vidimo da pojedine opštine s vremena na vreme imaju probleme koji nisu neposredno vezani za opštu ekonomsku situaciju već su više posledica lokalne situacije.
LL@(15246) Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. => Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k.
LL@(15247) Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica 41,6% 34,4% 26,1% 40,7% 33% 30% 33,4% 38,7% 36,3% 35,4% 37,8% 37,6% 34,3% 31,4% 29,5% 36,3% 26,9% 28,4% 29,5% 29,5% 32,8% 32,4% 25,2% 44,1% 30,5% 29,8% 36,2% 38,3% 32,8% 22,8% 23,9% 23,6% 29% 42,2% 32,5% 37,4% 29,7% 32,8% 25,6% 34,5% 38% 24,5% 15,4% 23,8% 29,4% 36,2% 34,1% 31% Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica National average 37,6% 32% 37,5% 37,5% 40,3% 36,2% 36,3% 52,9% 38,8% 36,7% 25,7% 38,6% 20,9% 38,5% 44,1% 30,4% 23,5% 36,6% 39,5% 27,1% 32,4% 43,6% 33,1% 42,8% 35,3% 30,9% 24% 35,4% 37,4% 27,9% 38,2% 27,3% 35,6% 35,1% 35,3% 35,5% 30,5% 36,5% 38,5% 26,8% 27,5% 35,5% 31% 17,2% 29,8% 27,8% 35,3% 34,3% 29,5% 27,8% 26,7% 29% 33,2% 24,4% 27% 33% Table 6: Social transfers Š1Ë Until 2008, national average shows that municipalities are increasing their investments into local economy or into own municipal projects. => Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice 41.6% 34.4% 26.1% 40.7% 33% 30% 33.4% 38.7% 36.3% 35.4% 37.8% 37.6% 32% 34.3% 31.4% 29.5% 36.3% 26.9% 28.4% 29.5% 29.5% 32.8% 32.4% 25.2% 44.1% 30.4% 30.5% 29.8% 36.2% 38.3% 32.8% 22.8% 23.9% 23.6% 29% 42.2% 32.5% 37.4% 27.9% 29.7% 32.8% 25.6% 34.5% 38% 24.5% 15.4% 23.8% 29.4% 36.2% 34.1% 31% 17.2% Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica Nacionalni prosek Tabela 6: ~~~ Socijalni transferi 32% 37.5% 37.5% 40.3% 36.2% 36.3% 52.9% 38.8% 36.7% 25.7% 38.6% 20.9% 38.5% 30.4% 23.5% 36.6% 39.5% 27.1% 32.4% 43.6% 33.1% 42.8% 35.3% 30.9% 24% 35.4% 27.9% 38.2% 27.3% 35.6% 35.1% 35.3% 35.5% 30.5% 36.5% 38.5% 26.8% 27.5% 35.5% 17.2% 29.8% 27.8% 35.3% 34.3% 29.5% 27.8% 26.7% 29% 33.2% 24.4% 27% 33% Izvor: ~~~ Š1Ë Do 2008. godine, nacionalni prosek pokazuje da opštine povećavaju svoje investicije u lokalnu privredu ili u svoje sopstvene opštinske projekte.
LL@(15248) On one hand we can explain this with improving ability to use European funds and we can argue that also calls from national govern ment that public sector shall spend more in times of crisis in order to keep economy going were relatively successful. => S jedne strane, ovo se može objasniti sve većom sposobnošću korišćenja evropskih fondova, a možemo da tvrdimo i da su pozivi državne vlasti da privatni sektor uloži više u vreme krize da bi privreda opstala urodili plodom.
LL@(15249) New investments after 2007 are also connected to the greater share of personal income tax allocated from national budget. => Nove investicije posle 2007. gGodine takođe su u vezi sa većim udelom poreza na lične prihode usmerenih iz nacionalnog budžeta.
LL@(15250) Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k. => Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k.
LL@(15251) Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica National average Table 7: Investments 16,7% 40,2% 38,2% 15,2% 34% 40,2% 38,8% 19,7% 16,6% 7,7% 23,2% 17,4% 40,7% 31,2% 32,2% 30,5% 32% 27% 8,4% 13,7% 32,2% 47,7% 21,8% 58% 27,4% 26,9% 37,9% 39,6% 26,8% 44,7% 36,7% 29% 27% 20,5% 9% 10,1% 13,6% 43,9% 56,1% 25,1% 27,5% 38,4% 27,3% 28,4% 23,1% 20,1% 26,6% 38,4% 53,1% 31,3% 28,3% 46,9% 31,6% 31,2% 30,4% 42% 43,2% 28% 34,4% 18,2% 16,% 23,7% 42% 26,6% 37,2% 34.3% 36,1% 28,5% 30,4% 35,5% 31,1% 20,4% 44,4% 48,1% 33,6% 28,6% 42,1% 47,7% 23,3% 19,1% 34,1% 59,2% 33% 37,1% 35,6% 36,7% 39,6% 58,1% 33,7% 32,6% 33,7% 29,5% 30,3% 46,3% 45,5% 49,1% 35,3% 45,4% 49,7% 36,3% Š1Ë 4. => Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica Nacionalni prosek Tabela 7: ~~~ Investicije 16.7% 40.2% 38.2% 15.2% 34% 40.2% 38.8% 19.7% 16.6% 7.7% 23.2% 17.4% 40.7% 31.2% 32.2% 30.5% 32% 27% 8.4% 13.7% 32.2% 47.7% 21.8% 58% 27.4% 26.9% 37.9% 39.6% 26.8% 44.7% 36.7% 29% 27% 20.5% 9% 10.1% 13.6% 43.9% 56.1% 25.1% 27.5% 38.4% 27.3% 28.4% 23.1% 20.1% 26.6% 38.4% 53.1% 31.3% 28.3% 46.9% 31.6% 31.2% 30.4% 42% 43.2% 28% 34.4% 18.2% 16.% 23.7% 42% 26.6% 37.2% 34.3% 36.1% 28.5% 30.4% 35.5% 31.1% 20.4% 44.4% 48.1% 33.6% 28.6% 42.1% 47.7% 23.3% 19.1% 34.1% 59.2% 33% 37.1% 35.6% 36.7% 39.6% 58.1% 33.7% 32.6% 33.7% 29.5% 30.3% 46.3% 45.5% 49.1% 35.3% 45.4% 49.7% 36.3% Izvor: ~~~ Š1Ë 4.
LL@(15252) Slovenian municipalities in times of economic crisis In order to get clearer picture we will certainly need budgetary data of realized budgets for 2009 and 2010 before being able to state anything ultimate about influence of the economic crisis at the local level. => Slovenačke opštine u vreme ekonomske krize Da bismo dobili jasniju sliku, pre nego što donesemo bilo kakve zaključke u vezi sa uticajima ekonomske krize na lokalnom nivou, svakako će nam biti potrebni podaci iz budžeta realizovanih u 2009. i 2010. godini.
LL@(15253) However, data above are indicating so far that local government is not significantly influenced by global instability. => Ipak, podaci koje smo dosada naveli ukazuju da globalna nestabilnost nije bitno uticala na lokalne vlasti.
LL@(15254) This can be explained by fact that Slovenian municipalities have relatively low policy competences, as well as they are not very active in economy. => Ovo se može objasniti činjenicom da lokalne vlasti u Sloveniji imaju relativno niske kompetencije, kao i time da nisu posebno aktivne u privredi.
LL@(15255) Due to the fact that corporate profit tax is state tax as well as value added tax, municipalities can be influenced significantly only by lose of personal income tax that was in 2008 not so evident (people were still employed and receiving salaries). => Zahvaljujući tome što je porez na korporativni profit državni porez, a isto je i sa porezom na dodatu vrednost, na opštine može značajno da utiče samo smanjenje poreza na lični dohodak koje 2008. godine nije bilo toliko značajno (ljudi su još uvek bili zaposleni i primali plate).
LL@(15256) We expect that main problems will occur in 2009 and especially in 2010 with increasing number of unemployed workers not contributing to personal income tax mass. => Očekujemo da će glavni problemi nastati 2009. godine, sa porastom broja nezaposlenih koji više ne doprinose masi priliva iz ove vrste poreza.
LL@(15257) We can argue that hypothetical changes in municipalities, as represented in introduction can still occur but with slight delay of 2-3 years. => Možemo da raspravljamo o tome da li do hipotetičkih promena u opštinama, kako su predstavljene u uvodnom delu rada, može ipak da dođe, ali u malom zakašnjenju od 2-3 godine.
LL@(15258) For the analyzed period we can hardly talk about any serious budgetary changes that can be directly connected to the economic crisis. => Kad govorimo o periodu koji smo analizirali, teško da može biti reči o bilo kakvim ozbiljnim budžetskim promenama koje bi bile neposredno povezane sa ekonomskom krizom.
LL@(15259) It seems that other processes, such as ongoing reduction of expenses in administration and increasing level of investment into development of local infrastructure and elements providing higher quality of life are much more present. => Izgleda da su mnogo prisutniji neki drugi procesi, kao što je tekuće smanjenje troškova u administraciji i povećanje nivoa investicija u razvoj lokalne infrastrukture i elemente koji će poboljšati kvalitet života.
LL@(15260) REFERENCES Š1Ë http://www.mf.gov.si/slov/fin_loksk/obrazec_P _P1/real_P_P1.htm Š2Ë Slovenske občine v številkah 2009 http://www.stat.si/doc/pub/Obcine2009/OBCINE% 202009.pdf Zero Waste as a New Concept for Sustainable Waste Management UDC: 005.6:502.131.1 ; 628.4 Nataša Petrović1, Sonja Išljamović2, Veljko Jeremić3 1,2,3Fakultet organizacionih nauka u Beogradu The generation of waste has been one of the most prevalent and least thought about byproduct of human activity in history. => LITERATURA Š1Ë http://www.mf.gov.si/slov/fin_loksk/obra zec_P_P1/real_P_P1.htm Š2Ë Slovenske občine v številkah 2009 http://www.stat.si/doc/pub/Obcine2009/OBCINE%202009.pdf Nulti otpad kao novi koncept održivog upravljanja otpadom UDK: ~~~ 005.6:502.131.1 ; 628.4 Nataša Petrović1, Sonja Išljamović2, Veljko Jeremić3 1,2,3Faculty of Organizational Sciences, Belgrade Stvaranje otpada predstavlja jedan od sporednih proizvoda koje ljudi tokom cele svoje istorije ostavljaju za sobom, a da o tome malo ili nimalo ne razmišljaju.
LL@(15261) The burying or bumping management approaches of the past, however, are no longer acceptable: environmentally, economically, or socially. => Zakopavanje ili odlaganje otpada na gomilu kao pristup upravljanja otpadom nisu više prihvatljivi, ni ekonomski ni društceno.
LL@(15262) In addition, predicted levels of population, production, and consumption growth in next century will increase the quantity and complexity of waste materials. => Pored toga, predviđeni broj stanovnika na zemlji, proizvodnja, i porast potrošnje u narednom veku samo će povećati i količinu i sastav otpadnog materijala.
LL@(15263) If global problems such as climate change and waste remain unresolved, society must choose to continue attempting to incrementally reduce wastes and lessen impacts. => Ako se za globalne probleme kao što su klimatske promene i otpadne materije u najskorije vreme ne nađu rešenja, društvo će morati da nastavi da traži načine da smanji kako količine otpada, tako i uticaj koji otpad vrši na nas.
LL@(15264) Logically, there is a need for Zero Waste, which seeks to eliminate waste wherever possible by encouraging a systems approach that avoids the creation of waste in the first place. ~~~ 1. => Logično, javlja se potreba za konceptom kakav je koncept Nultog otpada kojim se nastoji da se otpad potpuno eliminiše gde god je to moguće, tako što će se primeniti sistemski pristup kojim se u prvom redu izbegava stvaranje otpada. 1.
LL@(15265) Introduction The world we have created today as a result of our thinking thus far has problems which cannot be solved by thinking the way we thought when we created them. => Uvod Svet u kakvom danas živimo, a koji smo stvorili onako kako smo tada razmišljali suočava se sa problemima koji se ne mogu rešiti na način na koji smo razmišljali kada smo ga stvarali.
LL@(15266) Albert Einstein Humanity seems to assume that the world has an infinite assimilative capacity for the mountains of waste that it generates. => Albert Ajnštajn Ljudi izgleda misle da ovaj svet raspolaže neograničenim prostorom u koji mogu da stanu brda otpada koji oni stvaraju.
LL@(15267) The problem did not start with the current generation or even with the industrial revolution; rather waste has been a problem since the appearance of humanity. => Ovaj problem nije nastao krivicom ove generacije, niti sa industrijskom revolucijom; otpad predstavlja problem još od nastanka čovečanstva.
LL@(15268) Many solid waste management (SWM) experts refer to waste as a necessary by-product of activity. => Veliki broj stručnjaka za upravljanje čvrstim otpadom (SWM solid waste management) otpad smatraju neophodnim sporednim proizvodom koji nastaje u svakoj aktivnosti. [ta više, ekonomski rast i životni standard kojim se diče mnoge nacije kao da podrazumevaju gomilanje otpada.
LL@(15269) Furthermore, the economic growth and standard of living enjoyed by many nations today appears the accumulation of waste. => Nažalost, tendencije očekivanog rasta i razvoja ukazuju na to da će zahvaljujući obimu i sastavu otpada, upravljanje otpadom u budućnosti biti još složeniji posao.
LL@(15270) Unfortunately, expected growth and development trends indicate that the volume and composition of waste will make management more complex in the future. => Da bismo našli rešenje za probleme otpada, prvo moramo da definišemo način na koji posmatramo taj otpad.
LL@(15271) Solutions to the problems created by waste must first address the way in which waste is perceived. justify to The economic perspective is that waste is an externality to the industria1 process. => Iz ekonomske perspektive otpad se posmatra kao stvarnost industrijskog procesa.
LL@(15272) However, this approach is being challenged. => Ipak, ovakav stav se može dovesti u pitanje.
LL@(15273) Industrial ecologists note that waste represents an inefficient use of raw materials and rising raw material and disposal costs may ultimately impair a business competitiveness. => Ekolozi koji se bave problemima industrije tvrde da otpad u stvari predstavlja neefiksanu primenu sirovina, a sve viši troškovi sirovina i skladištenja otpada na kraju mogu da ugroze konkurentnost firme.
LL@(15274) Municipalities and their taxpayers are also victims of increasing waste management costs, particularly in the sitting, building, and operation of high technology landfills. ~~~ The concept of sustainable development, widely adopted after the Report of the World Commission on Environment and Developments 1987 report, Our Common Future, reflects the interdependence of environmental, economic, and societal issues. => Opštine i poreski obveznici takođe su žrtve sve većih troškova upravljanja otpadom, posebno u pokretanju, izgradnji i poslovanju deponija visoke tehnologije. nost, ukazuje na međuzavisnost ekonomskih, socijalnih pitanja i pitanja životnog okruženja.
LL@(15275) Management of waste, and indeed al1 pollutants, must be examined in the context of long term sustainability. => Upravljanje otpadom, u stvari, svim zagađivačima, mora se analizirati u kontekstu dugoročne održivosti.
LL@(15276) So, the cur rent linear material flow from extraction to disposal is witness to resource depletion based economy and cannot be sustained. => Stoga ovaj linearni tok od izdvajanja do odlaganja otpada, karakterističan za današnje doba, vodi ekonomiji osiromašenja resursa i nije održiv.
LL@(15277) In response, many countries have adopted and promoted the concept of a waste management hierarchy based on the 4 Rs: reduce, reuse, recycle, and recover. => Kao odgovor na ovaj problem, mnoge kompanije su usvojile i primenjuju koncept hijerarhije upravljanja otpadom koji se zasniva na 4 koraka (4 Rs reduce, reuse, recycle and recover): smanji, ponovo koristi, recikliraj, obnovi/povrati.
LL@(15278) The objective of this hierarchy is to illustrate the relative preference given to the various waste management options and to encourage diversion and ultimately reduction based programs. => Cilj ove hijerarhije jeste da ilustruje relativne prioritete koji se daju različitim opcijama upravljanja otpadom i da podstakne programe zasnovane na razvrstavanju i konačno smanjivanju otpada.
LL@(15279) Solid waste management has been the focus of increasing attention by all levels of government, environmentalists as well as the public in general. => Upravljanje čvrstim otpadom privlači sve veću pažnju svih nivoa vlasti, stručnjaka za zaštitu životne sredine i javnosti uopšte.
LL@(15280) As a result, a plethora of information and literature exists on the subject. => Stoga i nailazimo na obilje literature o ovoj temi.
LL@(15281) In fact, each of the components of the 4 Rs has spawned numerous research studies, academic publications, professional journals, as well as conferences. => U stvari, svaka komponenta formule 4 koraka (4R) postala je predmet brojnih istraživanja, akademskih radova, stručnih časopisa i, naravno, konferencija.
LL@(15282) The management of solid waste has traditionally been the jurisdiction of municipal governments, which have concentrated on the establishment and operation of collection and disposal systems. => Upravljanje čvrstim otpadom tradicionalno je u nadležnosti opštinskih vlasti koje su odgovorne za uspostavljanje i poslovanje sistema sabiranja i odlaganja otpada.
LL@(15283) Perhaps this localized management explains the presence of the varied terminology and definitions for waste. => Možda se ovako lokalizovanim upravljanjem i može objasniti velika raznolikost u terminologiji i definicijama otpada.
LL@(15284) The literature lists many types of waste including agricultural waste, radioactive waste, liquid waste, hazardous waste, industrial waste, and residential waste. => U literaturi se pominje veliki broj vrsta otpada, među kojima i poljoprivredni otpad, radioaktivni otpad, tečni otpad, opasni otpad, industrijski otpad i otpad iz domaćinstva.
LL@(15285) The primary sources of waste are industrial production and human consumption and the lines between these categories are often unclear. => Osnovni izvor otpada se industrijska proizvodnja i ljudska potrošnja, a linija između ove dve kategorije nije uvek jasno povučena.
LL@(15286) While waste is woven tightly into our lifestyles, recent attempts to manage its disposal and/or treatment have brought attention to its very definition. => Koncept održivog razvoja koji je široko prihvaćen posle Izveštaja Svetske komisije o okruženju i razvoju od 1987. godine, pod nazivom Naša zajednička buduć Otpad je čvrsto utkan u naš stil života, ali pokušaji da se upravlja odlaganjem ili obradom tog otpada koji se javljaju u poslednje vreme ponovo dovode u centar pažnje problem preciznog definisanja otpada.
LL@(15287) In the absence of common physical characteristics, many definitions focus on waste as products or materials that have presumably been used and then discarded. => Pošto za razne vrste otpada ne postoje zajedničke fizičke karakteristike, mnoge definicije bave se otpadom kao proizvodima ili materijalima koji su se verovatno koristili a onda odbacili.
LL@(15288) The assumption is that materials and products have a single purpose and once fulfilled are useless. => Smatra se da su sirovine i proizvodi namenjeni za jednokratnu upotrebu, i kada se iskoriste, postaju nepotrebni.
LL@(15289) Waste could be defined as unusable material leftover from a process of manufacture, the use of consumer goods, etc.; the useless by products of a process, or any substance (solid or hazardous) for which the owner generator has no further use and which he/she discards, Š4Ë. => Otpad se može definisati kao neupotrebljivi materijal preostao u procesu proizvodnje, korišćenja potrošnih dobara, itd.; beskorisni sporedni proizvodi nastali u nekom procesu, ili svaka supstanca (čvrsta ili opasna) koja za vlasnika koji ju je proizveo više nema upotrebnu vrednost i koju on odbacuje Š4Ë.
LL@(15290) The very subjectivity of this traditional view of waste is problematic because it includes all materials that are discarded, including potential secondary materials. ~~~ 2. => I sama subjektivnost ovog tradicionalnog shvatanja otpada je problematična zato što obuhvata sve materijale koji se bacaju, uključujući i potencijalne sekundarne sirovine. 2.
LL@(15291) Definition of zero waste The Zero Waste International Alliance broadly defines Zero Waste as: A philosophy and visionary goal that emulates natural cycles, where all outputs are simply an input for another process. => Definicija nultog otpada Međunarodno udruženje za nulti otpad (Zero Waste International Alliance) uopšteno definiše nulti otpad kao filosofki i vizionarski cilj koji se postiže ugledanjem na prirodne cikluse, u kojima svaki autput predstavlja input za neki novi proces.
LL@(15292) It means designing and managing materials and products to conserve and recover all resources and not destroy or bury them, and eliminate discharges to land, water or air that do not contribute productively to natural systems or the economy, Š8Ë. => To znači da treba stvarati materijale i proizvode i upravljati njima tako da sačuvamo i obnovimo sve resurse umesto da ih uništimo ili zakopavamo, da eliminišemo oticanje bilo kakvih materija u zemlju, u vodu ili u vazduh ukoliko to ne koristi prirodnim sistemima ili privredi Š8Ë.
LL@(15293) Unlike our current system of managing waste, Zero Waste seeks to eliminate waste wherever possible by encouraging a systems approach that avoids the creation of waste in the first place. => Za razliku od sistema upravljanja otpadom koji se danas primenjuje, sistem nultog otpada nastoji da eliminiše otpad gde god je to moguće, podstičući sistemski pristup kojim se u prvom redu izbegava stvaranje otpada.
LL@(15294) A Zero Waste systems approach turns material outputs from one process into resources for other processes. => Sistemskim pristupom nulti otpad autputi jednog procesa pretvaraju se u resurse za druge procese.
LL@(15295) Although there have been great strides in expanding recycling over the last decade, recycling more materials is not enough to achieve a truly sustainable economy. => Iako su tokom protekle decenije učinjeni veliki pomaci u recikliranju, samo povećenje recikliranja nije dovoljno da se postigne potpuno održiva privreda.
LL@(15296) If materials are buried in a landfill or burned in an incinerator, industry must extract and process new virgin materials to make new products. => Ako se neka materija zakopa na deponiji ili se spale u peći, industrija mora da izdvoji i obradi nove sirovine da bi se proizveli novi proizvodi.
LL@(15297) Its as if there is a long shadow of depleted resources and wastes left over for every product and package used that is much larger than the product or package itself. => Izgleda kao da je pri izradi svakog proizvoda ili ambalaže ostalo mnogo više osiromašenih resursa i otpada nego što je upotrebljeno da bi se taj proizvod ili ambalaža proizveli.
LL@(15298) The U.S. Environmental Protection Agency (EPA) also determined that Source reduction and recycling can reduce greenhouse gas emissions at the manufacturing stage, increase forest carbon sequestration, and avoid landfill methane emissions, Š6Ë. EPA determined that energy use and greenhouse gas emissions were reduced the most by eliminating waste and the reuse of materials. => Američka agencija za zaštitu prirodne sredine (EPA) takođe tvrdi da smanjenjem količine resursa i recikliranjem može da se smanji emisija gasova koji dovode do efekta staklene bašte, da se poveća izdvajanje ugljen dioksida koji koristi rastu drveća i da se smanji emisija metana na deponijama Š6Ë. ~~~ EPA zaključuje da se potrošnja energije i emisija gasova koji izazivaju efekat staklene bašte u najvećoj meri smanjuju za hvaljujući eliminaciji otpada i upotrebom recikliranih materijala.
LL@(15299) That is why Zero Waste emphasizes the reduction and reuse of materials first, then recycling and composting, so that resources are not unnecessarily wasted in the first place. => Upravo zato princip nultog otpada u prvi plan stavlja smanjenje potrošnje resursa i upotrebu recikliranih materijala, a zatim recikliranje i kompostovanje, tako da se spreči nepotrebno uništavanje materijala.
LL@(15300) So, we can conclude that Zero Waste: redesigns the current, one-way industrial system into a circular system modeled on Natures successful strategies; challenges badly designed business systems that use too many resources to make too few people more productive; addresses, through job creation and civil participation, increasing wastage of human resources and erosion of democracy; helps communities achieve a local economy that operates efficiently, sustains good jobs, and provides a measure of self-sufficiency; aims to eliminate rather than manage waste. => Stoga možemo da zaključimo da princip nultog otpada: pretvara sadašnji, jednosmerni sistem u kružni sistem po ugledu na uspešne strategije same prirode; dovodi u pitanje loše organizovane poslovne sisteme koji koriste previše resursa da bi nekolicina ljudi bila produktivnija; problematizuje, putem otvaranja novih poslova i učešća civilnog sektora, sve ozbiljniji gubitak ljudskih resursa i eroziju demokratije; pomaže zajednicama da razviju efikasnu lokalnu privredu, sa dobrim, a održivim radnim mestima i odgovarajućim stepenom samodovoljnosti; ima za cilj pre da eliminiše nego da upravlja otpadom. ~~~ Princip nultog otpada se zalaže za:
LL@(15301) Zero Waste strives for: 100% Resource Efficiency; Zero Solid & Hazardous Waste; Zero Emissions - to air, water or soil; Zero Waste in Production & Admin Activities; Zero Waste in Product Life; Zero Toxics: - to reduce risks to nature, - the presence of toxics creates hazardous waste. ~~~ 3. => 100% efikasnost resursa; Smanjenje čvrstog i opasnog otpada na nulu; Nultu emisiju u vazduh, vodu ili zemljište, Smanjenje otpada u proizvodnji i administrativ nim poslovima na nulu; Smanjenje otpada u životnom ciklusu proizvoda na nulu; Smanjenje toksičnosti na nulu: - smanjenje rizika za prirodu - prisustvo toksičnih materija stvara opasan otpad. 3.
LL@(15302) The hierarchy of zero waste Zero Waste focuses first on reducing the volume and toxicity of waste by eliminating them in the first place. => Hijerarhija principa nultog otpada Princip nultog otpada se u prvom redu fokusira na smanjenje zapremine i toksičnosti otpada tako što ih eliminiše.
LL@(15303) Zero Waste then focuses on reusing materials and products for their original intended uses, and then for alternative uses, before recycling. => Zatim se usredsređuje na ponovnu upotrebu sirovina i proizvoda, prvo za ono za šta je planirano da se koriste, a onda za alternativne primene, pre nego što se reciklira.
LL@(15304) Once materials have been reduced and reused as much as possible, then Zero Waste focuses on recycling and composting all remaining materials for their highest and best use. => Kad se količina sirovina smanji i kad se ponovo upotrebe do stepena u kom je to moguće, onda Princip nultog otpada predlaže da se sav perostali materijal reciklira i kompostuje na način na koji će doneti najviše koristi.
LL@(15305) Waste management strategies should aim at maximizing energy and material recovery while minimizing the final amount of waste delivered to landfill and the pollution related to all treatment and collection steps. => Strategije upravljanja otpadom trebalo bi da teže maksimijaciji energije i obnavljanju (oporavku) sirovina, a da smanje na minimum konačnu količinu otpada koji će se naći na deponijama i zagađenje koje nastaje u svim fazama rukovanja i prikupljanja otpada.
LL@(15306) Environmental problems must be solved step by step, using appropriate technological, economic and social constraints, achieving Reuse and approaching the ideal target of zero emissions may require that we have to pass through the lower levels of the pyramid of Figure 1, in order to acquire experience, knowledge, understanding and organization. => Problemi životne sredine moraju se rešavati korak po korak, primenom odgovarajućih tehnoloških, ekonomskih i društvenih ograničanja. ~~~ Da bismo postigli fazu kada se materijal može ponovo upotrebiti i da bi smo se približili idealnom cilju nulte emisije možda ćemo morati da prođemo kroz niže nivoe piramide prikazane na slici 1, da bismo stekli iskustvo, znanje, razumevanje i naučili organizaciju.
LL@(15307) Figure 1. => Slika 1.
LL@(15308) - The waste management hierarchy, Š1Ë Ecosystems recycle every kind of waste, and the concept itself of waste is no longer appropriate. => Hijerarhija upravljanja otpadom Š1Ë Ekosistemi recikliraju svaku vrstu otpada, a sam pojam otpad više nije prikladan.
LL@(15309) The products from one component or compartment are always a useful resource for another component or compartment. => Proizvodi od jedne komponente ili jedne celine uvek mogu da budu koristan resurs za stvaranje neke druge komponente ili celine.
LL@(15310) Ecosystems self-organize in such a way that all available resources are utilized to the maximum possible extent and no unused resources are left. => Ekosistemi se samoorganizuju tako da se svi raspoloživi resursi koriste do najvećeg mogućeg stepena i ništa ne ostaje neiskorišćeno.
LL@(15311) Zero Waste encourages local and regional public-private partnerships to develop Resource Recovery Parks to provide the infrastructure and services needed to accomplish all of these functions. => Princip nultog otpada podstiče lokalna i regionalna javno-privatna partnerska društva da grade postrojenja za obnovu resursa, da obezbede infrastrukturu i neophodne usluge kako bi se sve ove funkcije odvijale.
LL@(15312) In a Zero Waste system, any materials that cannot be easily and conveniently reduced, reused, recycled or composted are either returned to the manufacturer direct or through retail channels, or no longer used. ~~~ Nature, for itself, has life cycles function without producing waste. => U sistemu nultog otpada, svaki materijal čija se količina ne može smanjiti na zadovoljavajući način ili koji se ne može ponovo koristiti, reciklirati ili kompostovati vraća se proizvođaču, ili direktno ili putem maloprodajnih kanala, ili se više ne koristi. @ivotni ciklusi u prirodi su takvi da ne proizvode nikakav otpad.
LL@(15313) Goods and materials, at present industrial system, are extracted from the earths crust, transported to manufacturing sites, used to produce products (all materials not part of end product are discarded as waste), then products are transported to users and finally, at the end-of-life, discarded as waste. => Robe i sirovine u današnjem sistemu industrije izdavjaju se iz zemljine kore, prevoze do pogona za proizvodnju (svi materijali koji nisu deo finalnog proizvoda odbacuju se kao otpad), onda se proizvodi prevoze do korisnika i konačno, na kraju svog životnog veka, bacaju se.
LL@(15314) To eliminate or reduce waste, we can use the cyclical pattern modeled by nature as the most efficient, less costly, and most profitable, which avoids systematic deterioration of the environment. => Da bismo eliminisali ili smanjili količinu otpada možemo da koristimo ciklični model kakav je stvorila sama priroda. ~~~ On je najefikasniji, manje košta, donosi veću dobit, čime se izbegava uništavanje životne sredine.
LL@(15315) The cyclical system apply the equation waste = resource and eliminates wastes from the environment as indicated in Fig.2. => Ciklični sistem primenjuje jednačinu otpad = resurs i eliminiše otpadne materije iz životne sredine na način prikazan na slici 2.
LL@(15316) Figure 2. => Slika 2.
LL@(15317) Nature life cycle and cyclical system 4. => Prirodni životni ciklus i kružni sistem 4.
LL@(15318) Zero waste objectives and strategies The following objectives and strategies have to been identified in order to provide a framework to guide in the planning and decision making process towards achieving Zero Waste. => Nulti otpad ciljevi i strategije U kreiranju smernica u procesu planiranja i odlučivanja u cilju postizanja nultog otpada kao cilja identifikovali smo sledeće ciljeve i strategije.
LL@(15319) The Zero Waste goal will only be possible to accomplish if sufficient funding, staffing and authority are provided and recommended policies are adopted. => Nulti otpad je cilj koji ćemo moći da postignemo samo ukoliko imamo na raspolaganju dovoljna sredstva, osoblje i ovlašćenja i ako usvojimo odgovarajuće postupke.
LL@(15320) Objective 1 Reduce - Work with Residents and Businesses to Eliminate Waste Strategy 1: Expand educational and technical assistance programs 1. => Cilj 1 smanjiti raditi sa stanovništvom i firmama na eliminaciji otpada Strategija 1 Razvijati obrazovne programe i programe tehničke podrške 1.
LL@(15321) Encourage residents and businesses to eliminate wastes as a priority, on a voluntary basis. ~~~ 2. => Podsticati stanovništvo i firme da im na prvom me stu bude da dobrovoljno eliminišu otpad. 2.
LL@(15322) Provide technical assistance to local businesses to adopt sustainable best business practices to minimize waste and avoid landfill and incineration (e.g., more waste audits, how-to guides, and periodic advice on how to implement recommendations of waste audits). => Obezbediti tehničku pomoć lokalnim firmama da usvoje najuspešnije održive postupke kojima se otpad svodi na najmanju meru, a izbegavaju se deponije i peći za spaljivanje (na primer, veći broj pre gleda otpada, uputstava o rukovanju otpadom i periodično davati savete kako da se primene preporuke iz ovih pregleda).
LL@(15323) 3. => 3.
LL@(15324)  => Pružiti podršku drugim regionalnim centrima za reciklažu i firmama kako bi oni razvili i obezbedili neophodne dodatne usluge. 3.
LL@(15325) Promote and incentivize businesses to create and market products and services that utilize processes and means that reduce the volume and toxicity of waste and materials. => Podsticati i promovisati firme da proizvode i reklamiraju proizvode i usluge zasnovane na procesima i sredstvima kojima se smanjuje količina i toksičnost otpada i sirovina.
LL@(15326) Strategy 2 Promote Voluntary Take backs 1. => Strategija 2 Insistirati na dobrovoljnom povlačenju iz upotrebe 1.
LL@(15327) Encourage retailers and their suppliers to take-back products and packaging that are currently difficult to reuse, recycle or compost. => Podsticati trgovce na malo i njihove dobavljače da povuku iz upotrebe proizvode i ambalažu koje je teško ponovo upotrebiti, reciklirati ili kompostovati. 2.
LL@(15328) 2. ~~~ Promote take-back programs. => Podsticati programe povlačenja iz upotrebe.
LL@(15329) Objective 2 Reuse Develop Infrastructure beyond Recycling Strategy 1 Expand opportunities for reuse of used materials and products 1. => Cilj 2 ponovo koristiti razviti infrastrukturu za potrebe recikliranja Strategija 1 Razvijati mogućnosti za ponovnu primenu već korišćenih materijala i proizvoda 1.
LL@(15330) Develop and present to citizens and businesses a list of the highest priority materials to be reused, such as used building materials, used plastic toys, textiles and leather, and arrange for each of these materials to be accepted in at least one drop-off location each. => Sastaviti i predstaviti građanima i firmama spisak materijala najvišeg prioriteta koje treba ponovo iskoristiti, kao što je građevinski materijal, već korišćene plastične igračke, tekstil i koža i postarati se da za svaki od ovih materijala postoji bar jedno mesto za odlaganje. 2.
LL@(15331) 2. ~~~ Work with local reuse nonprofits and businesses to expand convenient drop off locations. => Raditi sa lokalnim neprofitnim organizacijama i firmama na otvaranju većeg broja tih prihvatnih lokacija.
LL@(15332) Strategy 2 Work to preserve residential buildings that are still functional 1. => Strategija 2 Raditi na tome da se očuvaju stambene zgrade koje su još uvek funkcionalne 1.
LL@(15333) Encourage adaptive reuse as a priority in building standards for residential construction. => Podsticati adaptiranje za ponovnu upotrebu kao prioritet u građevinskim standardima za stambenu izgradnju.
LL@(15334) Objective 3 Offer Recycling and Composting Services to All Strategy 1 Expand Recycling Services 1. => Cilj 3 ponuditi usluge recikliranja i kompostovanja za svakog Strategija 1 Razvijati usluge recikliranja 1.
LL@(15335) Develop and communicate to the public a list of the highest priority materials for recovery of those currently disposed to be added to local recycling programs (e.g., film plastics). => Sačiniti spisak materijala koje najpre treba obnoviti/sačuvati od svih koji se danas bacaju i uneti te materijale u lokalne programe reciklaže (na primer, filmska traka) i dati ga na uvid javnosti.
LL@(15336) Include materials on this list in at least one drop-off location each. ~~~ 2. => Za materijale sa ovog spiska odrediti bar jednu lokaciju za odlaganje. 2.
LL@(15337) Maintain one or more recycling drop-off centers. ~~~ 3. => Organizovati jedan ili više centara za reciklažu ova ko odloženog materijala. 4.
LL@(15338) Support other regional recycling centers and businesses to help them expand and provide additional services needed. => 
LL@(15339) 4. ~~~ Work with independent recyclers to help the commu nity recycle their waste. => Sarađivati sa nezavisnim organizacijama za reciklažu da se zajednici pomogne da reciklira svoj otpad.
LL@(15340) Strategy 2 Expand Composting Services 1. => Strategija 2 Razvijati usluge kompostovanja 1.
LL@(15341) Develop composting collection program for discarded food and food-contaminated paper as the second highest priority for new services for both the residential and commercial sectors. => Razvijati program kompostovanja za bačenu hranu i papir u kome je hrana pakovana kao drugi po važnosti prioritet za nove usluge, kako za stanovništvo, tako i za komercijalni sektor.
LL@(15342) Include composting programs on the list of highest priority materials for recovery and provide at least one drop-off location for these materials. ~~~ 2. => Uključiti programe kompostovanja na listu metarijala najviših prioriteta za obnavljanje i obezbediti bar jednu lokaciju za odlaganje ovih materijala. 2.
LL@(15343) Help interested businesses to start food waste com posting pilot program. => Pomoći zainteresovanim firmama da započnu pilot program kompostovanja prehrambenog otpada.
LL@(15344) Objective 4 - Incentives and Support for Zero Waste Initiatives Strategy 1 Establish Rate-Based Incentives and Disincentives to Reduce Land filling 1. => Cilj 4 Podsticaji i podrška inicijativi za nulti otpad Strategija 1 Uspostaviti stimulativne i destimulativne mere na osnovu datih normi 1.
LL@(15345) Seek ways to incentivize businesses to adopt Zero Waste goals and to develop Zero Waste plans. ~~~ 2. => Tražiti načine za podsticanje firmi da prihvate ciljeve nultog otpada i da razvijaju planove po sistemu nultog otpada. 2.
LL@(15346) An example of a possible progression from rate in centives to mandates is presented as follows: a. Stage 1 - In the first stage of this plan, create a progressive multi-stage rate structure tied to measurable material reduction goals to ensure that both residents and businesses that waste less pay less. => Navodimo primer mogućeg kretanja od ovih podsti caja do izricanja kazni: a. ~~~ Faza 1 U prvoj fazi ovog plana formirati progresivnu višečlanu skalu u skladu sa merljivim ciljevima smanjenja materijala tako da građani i firme koji manje rasipaju manje i plaćaju. b.
LL@(15347) b. Stage 2 - Beginning in stage two, implement first stage rate structure incentives, targeted at high priority waste materials to be reduced. => Faza 2 Na početku druge faze primeniti podsticajne mere iz prve faze, sa ciljem da se smanji količina otpadnog materijala visokog prioriteta.
LL@(15348) Provide progress report both at mid-year and at year end. => Izveštaj o toku ove aktivnosti pripremiti i na polugodišnjem i na godišnjem nivou.
LL@(15349) Evaluate mid-year progress and move to stage two rate structures if insufficient progress has been achieved. => Na polugodišnjem preseku oceniti kako akcija napreduje i ukoliko nije postignut dovoljan napredak, preći na strukture iz faze dva. c.
LL@(15350) c. Stage 3 - Beginning in stage three, if progress meets operational reduction targets, then maintain rate structures. => Faza 3 Na početku treće faze, ako su postignuti zacrtani ciljevi smanjenja otpada, zadržati date norme.
LL@(15351) If not, then advance to higher stage rate structures for another six-month trial, reporting back, twice each year until stage 4. => Ako nisu, preći na norme višeg nivoa u periodu od šest meseci kao probnom periodu, i opet pripremiti izveštaje dva puta godišnje, svake godine, do faze 4. d.
LL@(15352) d. Stage 4 - If, by the end of stage 3, designated materials have not been decreased, following implementation of progressive rate structure and periodic reporting, then consider adopting bans or mandates with fines to require proper handling of those materials which have not been successfully reduced. ~~~ 3. => Faza 4 Ako do kraja faze 3 količina otpada navednih materijala ne bude smanjena, posle primene progresivne strukture normi, razmisliti o uvođenju zabrana i obaveza koje se sankcionišu kaznom da bi se obezbedilo odgovarajuće rukovanje materijalima čija količina otpada nije uspešno smanjena. 3.
LL@(15353) Develop and communicate to residents and businesses a list of the highest priority materials for recovery of those currently disposed, to eliminate from the waste stream in addition to materials already being reduced or recovered. => Sastaviti spisak materijala koji se sada bacaju a koje je najvažnije očuvati, kako bi se oni izdvojili iz glavnine otpada, pored materijala čiji je otpad već smanjen i koji su sačuvani. ~~~ Spisak dostaviti građanima i firmama.
LL@(15354) Suggest viable alternatives to those materials and products and where to get them. => Predložiti odgovarajuće alternativne proizvode i materijale za te materijale i proizvode i navesti gde se oni mogu naći.
LL@(15355) Provide information and assistance as needed for implementation. => Obezbediti informacije i pomoć prilikom primene.
LL@(15356) Strategy 2 Adopt Business Investment Policies to Expand Services 1. => Strategija 2 Usvojiti politiku poslovnih investicija za razvoj ovih usluga 1.
LL@(15357) Encourage the cost effective development and expansion of services to reduce, reuse, then recycle and compost for all materials. => Podsticati kost-efektivan razvoj i širenje usluga u vezi sa smanjivanjem, ponovnom upotrebom, reciklažom i kompostovanjem svih materijala.
LL@(15358) Establish minimum qualifications for service vendors to provide such services as appropriate to ensure public health and safety. => Utvrditi koju minimalnu kvalifikaciju davaoci takvih usluga treba da imaju da bi se obezbedilo javno zdravlje i bezbednost.
LL@(15359) Establish mandatory service vendor reporting requirements to accurately capture quantities and weights of diverted materials. ~~~ 2. => Utvrditi obavezu davaoca ovih usluga da redovno izveštava o svom radu da bi se tačno znala količina i težina obrađenog materijala. 2.
LL@(15360) Implement policies that penalize the discharge of toxic materials into the environment. ~~~ 3. => Primeniti politiku kažnjavanja onih koji ispuštaju toksične materijale u životnu sredinu. 3.
LL@(15361) Increase public and private collection and processing services on an open, competitive basis, and help develop new businesses that add value to materials recovered and minimize residues that require disposal. ~~~ 4. => Pospešivati prikupljanje i obradu otpada na dobrovoljnoj bazi i među javnim i među privatnim firmama, na takmičarskoj osnovi i pomoći da se razviju nove firme koje će dodati vrednost obnovljenim materijalima i svesti ostatke materijala koje treba odlagati na najmanju meru. 4.
LL@(15362) Stimulate innovative services to be added by the private sector and nonprofit groups. => Stimulisati inovativne usluge koje nude privatni sektor i neprofitne grupe.
LL@(15363) Encourage different types of services to be provided for different types of businesses. => Podsticati razvoj različitih vrsta usluga za različite vrste firmi. 5.
LL@(15364) 5. ~~~ Develop new requirements for owners and managers of multi-family dwellings and multi-tenant commercial buildings that ensure that all tenants have reasonable access to services and premises-based facilities comparable to single-family dwellings and small businesses. ~~~ 6. => Postaviti nove zahteve pred vlasnike i upravnike zgrada sa većim brojem stanova i poslovnih prostora sa većim brojem korisnika kao bi se obezbedilo da svi korisnici imaju normalan pristup uslugama i zajedničkim prostorijama kao da žive u zasebnoj kući ili kao da je u pitanju jedna mala firma. 6.
LL@(15365) Utilize economic resources staff to promote expansion of services related to reduce, reuse, recycle, and compost. ~~~ 7. => Iskoristiti kadrove iz oblasti ekonomskih resursa za unapređenje usluga vezanih za smanjenje, ponovnu upotrebu, reciklažu i kompostovanje. 7.
LL@(15366) Establish target for the full avoided disposal costs to be basis for evaluating economics of Zero Waste programs and policies Strategy 3 Educate and engage the community to support Zero Waste initiatives 1. => Kao osnovu za procenu ekonomske dobiti od programa i politike nultog otpada odrediti ukupne troškove rukovanja otpadom koji bi se ovim programom izbegli. ~~~ Strategija 3 Obrazovati i uključiti zajednicu u podršku inicijativama nultog programa 1.
LL@(15367) Continue to develop and implement a public education and communications program concurrent with the design of new waste diversion programs. => Nastaviti razvoj i primenu programa edukovanja lavnosti i komunikacije u skladu sa razvijanjem novih programa diversifikacije otpada.
LL@(15368) Develop new Zero Waste promotional materials. => Napraviti novi promotivni materijal za nulti otpad.
LL@(15369) Promote positive Zero Waste buying power and behavior with promotional materials and website. ~~~ 2. => Promovisati kupovinu u skladu sa pozitivnim postupcima u oblasti nultog otpada i to podržati promotivnim materijalima i veb-stranicama. 2.
LL@(15370) Continue to implement new education and outreach in advance of the implementation of any new programs to obtain the maximum support for new initiatives that will help in achieving Zero Waste goal. ~~~ 3. => Nastaviti sa primenom novih obrazovnih sadržaja i postupaka pre primene bilo kog novog programa da bi se dobila puna podrška za nove inicijative pomoću kojih će se lakše postići ciljevi nultog otpada. 3.
LL@(15371) Coordinate outreach programs for sustainability and pollution prevention with Zero Waste, waste prevention and recycling programs. ~~~ 4. => Koordinisati globalne programe za održivost i sprečavanje zagađenja sa programom nultog otpada, sprečavanja stvaranja otpada i programom recikliranja. 4.
LL@(15372) Implement community-based social marketing programs to more actively engage residents and businesses. ~~~ 5. => Primeniti komunalne programe socijalnog marketinga u cilju većeg angažovanja stanovništva i firmi. 5.
LL@(15373) Work with industry groups to promote Sustainable Business and Green Business programs. ~~~ 6. => Raditi sa predstavnicima odgovarajućih industrijskih delatnosti u cilju promovisanja programa održivog poslovanja i zelenog (ekološki čistog) poslovanja. 6.
LL@(15374) Recognize business and residential Zero Waste lead ers. => Odati priznanje liderima u borbi za nulti otpad me đu građanima i među firmama.
LL@(15375) Strategy 4 Develop Resource Recovery Park 1. => Strategija 4 Graditi centre za obnavljenje resursa 1.
LL@(15376) Develop or help developing a Resource Recovery Park to provide location(s) for expansion of reuse, recycling and composting businesses. => Graditi ili pomoći da se izgradi centar za obnavljanje resursa u cilju obezbeđivanja lokacije (lokacija) za širenje poslovanja firmi koje posluju po formuli ponovnog korišćenja, recikliranja i kompostovanja.
LL@(15377) Objective 5 -Lead by Example and Advocate Zero Waste Strategy 1 Maintain a Public Advisory Review Body for Zero Waste Policy 1. => Cilj 5 Služiti kao uzor i zalagati se za nulti otpad Strategija 1 Uspostaviti javno savetodavno telo za praćenje politike nultog otpada 1.
LL@(15378) Continue a Zero Waste Task Force or other advisory body at discretion of Council, made up of community representatives to serve for limited duration to review the staff prepared Zero Waste Operations Plan and advice the Council on its implementation of and changes to associated City Zero Waste policies. => Podržati rad organizacije za nulti otpad ili nekog drugog savetodavnog organa formiranog na osnovu diskrecionog prava Saveta, a u čijem sastavu će biti predstavnici zajednice i koje će imati ograničen rok rada tokom kojeg će napraviti pregled Operativnog plana za nulti otpad i dati nalog Savetu za sprovođenje tog plana i obaveštavati ga o promenama odgovarajućih gradskih postupaka u aktivnostima za postizanje nultog otpada.
LL@(15379) Strategy 2 Maintain Active State and Regional Profile on Zero Waste Public Policy 1. => Strategija 2 Održati aktivnosti i regionalni profil javne politike nultog otpada 1.
LL@(15380) Work with State and Federal legislators and support other communities in the region to adopt similar Zero Waste goals and plans. => Raditi sa državnim i saveznim zakonodavnim telima i podržavati druge zajednice u odgovarajućoj oblasti da usvoje ciljeve i planove nultog otpada.
LL@(15381) Work with them where appropriate to remove and resolve mutual obstacles. ~~~ 2. => Raditi sa njima gde god je to moguće i razreševati zajedničke probleme. 2.
LL@(15382) Undertake a coordinated effort with regional cooperation, to support state and national efforts to adopt: Extended producer responsibility; Deposit programs; funding of zero waste initiatives through statewide or regional landfill surcharges and product charges; Full cost accounting for waste disposal; Packaging levies (e.g., on plastic bags); Minimum recycled content standards for addi tional products; Design for the environment programs; Green procurement and green building guide lines for the public sector; National measuring, monitoring and reporting in achieving zero waste goals; and New mechanisms for financial assurance for post-post-closure liabilities for landfills. => Zajedno sa regionalnim organima preduzeti zajedničke korake za obezbeđivanje podrške državi i regionima da usvoje: proširenu odgovornost proizvođača; programe odlaganja; finansiranje inicijativa za nulti otpad putem državnih i regionalnih dopunskih poreza na deponije i oporezivanja proizvoda; obračunavanje punih troškova za rukovanje ot padom; tarife na ambalažu (n.pr. na plastične kese); minimalne standarde za reciklirani sadržaj za dodatne proizvode; projektovanje programe za očuvanje životne sredine; smernice za zelenu gradnju i ekološki čisto snabdevanje javnog sektora; merenje, praćenje i izveštavanje o postizanju ciljeva nultog otpada na nacionalnom nivou; nove mehanizme za finansijsko obezbeđenje deponija u vezi s njihovim obavezama nakon zatvaranja.
LL@(15383) Strategy 3 Minimize long-term landfill liabilities 1. => Strategija 3 Smanjiti dugoročne obaveze deponija na najmanju meru 1.
LL@(15384) Ensure that the full capital and operating, closure, post-closure and post-post-closure costs are factored into current rates and financial assurances, particularly for private landfills. ~~~ 2. => Obezbediti da ukupni kapital i troškovi poslovanja, zatvaranja, perioda posle zatvaranja i svih kasnijih obaveza koje proizilaze posle zatvaranja budu fakturisani u okviru tekućih stopa i finansijskih garancija, posebno kad se radi o privatnim deponijama. 2.
LL@(15385) Establish a target to reflect the benefits of avoiding these future liabilities as an avoided disposal cost. ~~~ 3. => Zacrtati cilj kojim će se objasniti koristi od oslobađanja od ovih obaveza u budućnosti tako što će se ove obaveze smatrati izbegnutim troškovima rukovanja otpadom; 3.
LL@(15386) Work actively with landfill contractor and regulators to increase mechanisms for financial assurance for landfill liabilities. => Aktivno sarađivati sa izvođačem radova na deponiji i sa onima koji donose propise u cilju poboljšanja mehanizama finansijskog obezbeđenja obaveza deponija.
LL@(15387) Strategy 4 Provide Funding to Implement Zero Waste Plan 1. => Strategija 4 Obezbediti finansiranje primene plana nultog otpada 1.
LL@(15388) Create a Zero Waste fund to encourage local innovation and participation. => Oformiti fond za nulti otpad da bi se podstakle inovacije i učešće na lokalnom nivou.
LL@(15389) Fund community Zero Waste initiatives with fees levied on the transport, transfer and disposal of wastes where feasible. ~~~ 2. => Finansirati inicijative za nulti otpad na nivou zajednice, sa posebnim osvrtom an transport, transfer i rukovanje otpadom gde je to moguće. 2.
LL@(15390) Leverage the investments of the private sector by adopting supportive policies and providing technical assistance and support letters for independent financing and/or grants. ~~~ The more that nonprofits and private companies invest in expansion of reuse, recycling and composting programs, the less is needs to invest. => Obezbediti investicije u privatnom sektoru usvajanjem politika podrške i obezbeđivanjem tehničke podrške i putem pisama podrške upućenim pojedincima koji se pozivaju da investiraju i/ili da daju donacije. [to više neprofitne organizacije i privatne kompanije investiraju u širenje programa ponovne upotrebe, reciklaže i kompostovanja, manja je potreba za investiranjem. 3.
LL@(15391) 3. ~~~ Identify and support proposals for state, federal and foundation grants and loans for businesses and service providers. => Identifikovati i podržati predloge za državnu i saveznu pomoć i pomoć od fondacija kao i za zajmove za firme i za pružaoce usluga ove vrste.
LL@(15392) Objective 6 - Update Waste Data and Develop Zero Waste Operations Plan Strategy 1 Update Waste Data 1. => Cilj 6 Ažurirati podatke o otpadu i razvijati operativni plan za nulti otpad Strategija 1 Ažurirati podatke o otpadu 1.
LL@(15393) Proceed promptly with a Waste Composition Study to report updated data in categories and subcategories designed for programs targeted to reduce or recover those materials. => Odmah započeti Studiju o sastavu otpada i objaviti nove podatke po kategorijama i potkategorijama predviđenim za programe čiji je cilj smanjenje ili obnavljenje ovih materijala.
LL@(15394) Include analyses of different segments of the commercial and industrial sectors, and institutions (including restaurants, medical services, retail, offices, multi-family dwellings and government/schools). => Obuhvatiti analize različitih segmenata komercijalnog i industrijskog sektora i institucija (uključujuću restorane, medicinske službe, maloprodaju, kancelarije, stambene zgrade za veći broj porodica i vladu/škole).
LL@(15395) 2. => 2.
LL@(15396) The Waste Composition Study should clearly identify reusable materials and materials in the waste stream that are likely to be significant targets for programs to reduce or reuse such materials. ~~~ 3. => Studija o sastavu otpada treba jasno da navede materijale koji se mogu ponovo upotrebiti i na materijale u ukupnom otpadu koji verovatno mogu da budu značajni za programe kojima se smanjuje količina takvih materijala ili se oni koriste ponovo. 3.
LL@(15397) After the Waste Composition Study is completed, monitor measure and keep the community informed of progress and results. => Pošto Studija o sastavu otpada bude završena, pratiti mere i obaveštavati zajednicu o napretku i rezultatima.
LL@(15398) Provide annual reports on progress of all waste reduction initiatives. => Obezbediti godišnje izveštaje o napretku postignutom u svim inicijativama za smanjenje količine otpada.
LL@(15399) Highlight results of recent policy and program changes. => Naglasiti rezultate sprovedenih postupaka i programskih promena.
LL@(15400) Strategy 2 Develop Zero Waste Operations Plan (ZWOP) 1. => Strategija 2 Razvijati operacioni plan za nulti otpad (ZWOP) 1.
LL@(15401) Identify what type of facilities need to be developed by and for to meet the service needs identified in this Strategic Plan. ~~~ 2. => Utvrditi koje vrste objekata treba obezbediti da bi se zadovoljile potrebe za uslugama navedenim u ovom Strateškom planu. 2.
LL@(15402) Evaluate whether facilities exist or will be built to meet needs by the private sector, or recommend what facilities the public sector will be required to build. => Proceniti da li ti objekti već postoje ili treba da budu izgrađeni da bi se zadovoljile potrebe privatnog sektora, ili preporučiti koje objekte privatni sektor treba da gradi.
LL@(15403) Compare costs of capital-intensive approaches that could be built on more expensive land vs. more land-intensive lower cost approaches that exist or could be built on the outskirts (e.g., for composting facilities). => Uporediti troškove kapitalno-intenzivnih pristupa koji se mogu primeniti (izgraditi) na skupljoj zemlji sa zemljišno-intenzivnijim, jeftinijim pristupima koji već postoje ili bi se mogli sagraditi na obodu naselja (npr. za potrebe kompostovanja).
LL@(15404) 3. => 3.
LL@(15405) Evaluate the market value of reusable materials, recyclables and compostable material still being land filled. ~~~ 4. => Proceniti tržišnu vrednost materijala koji se mogu ponovo koristiti, reciklirasti i materijala koji se ostavljaju na deponiji a mogli bi da se kompostuju. 4.
LL@(15406) Identify public or private programs necessary to reduce, reuse, recycle or compost the materials identified from the Waste Generation Study. ~~~ 5. => Odrediti javne i privatne programe kojima se reguliše smanjenje, ponovna upotreba, reciklaža ili kompostovanje materijala navedenog u Studiji o stvaranju otpada. 5.
LL@(15407) Design different programs for different sectors, including multi-tenant buildings (residential and commercial), downtown businesses, strip malls, restaurants and hospitality industry, and major industrial areas. => Razviti različite programe za različite sektore, uključujući zgrade koje koristi veliki broj ljudi (i rezidencijalne i komercijalne), tržne centre, restorane i ugostiteljstvo i glavne oblasti industrije.
LL@(15408) Provide universal access to opportunities to reduce, reuse, then recycle and compost. ~~~ 6. => Obezbediti svima mogućnost da smanje, ponovo upotrebe, recikliraju i kompostuju materijale. 6.
LL@(15409) Evaluate long-range reliance on single-stream recycling services versus expanded source separated collection. ~~~ 7. => Oceniti dugoročno oslanjanje na usluge recikliranja jedne vrste otpada u odnosu na način prikupljanja otpada više vrsta, koji se razvrstava. 7.
LL@(15410) Identify candidate locations for other new public and private facilities that might be required, with a conceptual basis for how to pursue the development of those facilities. => Odrediti potencijalne lokacije za druge, nove javne i privatne deponije koje će možda biti potrebne, kao i osnovni koncept njihovog razvoja. 8.
LL@(15411) 8. ~~~ Reduce potential releases from degrading landfill sites that has a growing stake in. 9. => Smanjiti potencijalna izlivanja iz deponija koje vi še nisu bezbedne, koje su počele da popuštaju. 9.
LL@(15412) Recommend policies and incentives consistent with this Strategic Plan. ~~~ 10. => Preporučiti postupke i inicijative u skladu sa ovim Strateškim planom. 10.
LL@(15413) Estimate jobs expected to be created and financial benefits from implementing the Zero Waste Operations Plan. => Proceniti koliko radnih mesta se ovde može otvoriti i finansijsku dobit of primene Operativnog plana za nulti otpad. 11.
LL@(15414) 11. ~~~ Identify which financing tools might be most helpful to local businesses to expand services needed to achieve Zero Waste. => Odrediti koji finansijski instrumenti mogu da budu najkorisniji lokalnim firmama kako bi one proširile poslove potrebne da bi se postigao kriterijum nultog otpada. 14.
LL@(15415) 14. ~~~ Determine what funding, staffing and authority will be needed for staff to implement a Zero Waste goal. ~~~ 15. => Odrediti koja sredstva, koji kadrovi i koja ovlašćenja će biti potrebni da bi se primenio Princip nultog otpada 15.
LL@(15416) Establish targets and goals for the Operational Plan. ~~~ 16. => Utvrditi neposredne i posredne ciljeve Operativ nog plana. 16.
LL@(15417) Establish criteria for implementing bans and mandates where voluntary efforts have not been effective in meeting Zero Waste. ~~~ 5. => Utvrditi kriterijume za primenu zabrana i propisivanje kazni tamo gde dobrovoljna aktivnost nije bila dovoljna da se postigne nulti otpad kao cilj. 5.
LL@(15418) Conclusion Sustainable development represents a commitment to advancing human well-being, with the added constraint that this development needs to take place within the ecological limits of the biosphere. => Zaključak Održivi razvoj znači posvećenost unapređivanju dobrobiti za čovečanstvo, a dodatno ograničenje je to što ovaj razvoj treba da se odvija u okviru ekoloških uslova biosfere.
LL@(15419) Human economy depends on the planets natural capital that provides all ecological services and natural resources. => Ljudska ekonomija zavisi od prirodnog kapitala planete koji obezbeđuje sve ekološke usluge i sve prirodne resurse.
LL@(15420) As a result of population increase and economic development, humans have exerted a considerable impact on the earth and are facing a series of incompatibilities among the natural resources, environment, and economy, such as the dichotomy of population growth and depression of resources and environment deterioration. => Usled porasta broja stanovnika i kao posledica privrednog razvoja, ljudi su izvršili značajan uticaj na zemlju, a rezultat je niz neravnomernosti i neusklađenosti između prirodnih resursa, životne sredine i privrede, kao što je dihotomija između porasta broja stanovnika i sve siromašnijih resursa i propadanja životne sredine.
LL@(15421) By understanding why human race need to reduce the amount of waste that all of us produce and dispose of, we can make a big difference to the scale of residual waste that needs to be treated. => Ako shvatimo zašto čovečanstvo treba da smanje količinu otpada koji svi mi proizvodimo i izbacujemo, značajno ćemo izmeniti količinu otpada kao problem koji moramo da rešavamo.
LL@(15422) We (people) all need to make a concerted effort to think about the types of products we are buying, and consider whether they can be reused or recycled. => Mi (ljudi) svi moramo da se udružimo i da razmislimo o vrstama proizvoda koje kupujemo, da vidimo da li se oni mogu koristiti više puta ili reciklirati.
LL@(15423) Human interaction with the regenerative capacity must thus be managed carefully. => Ovim poslom sa regenerisanjem kapaciteta mora se stoga pažljivo upravljati.
LL@(15424) Just as it is in our self-interest to track our financial assets carefully, it is equally important to track our ecological assets, which provide the ecological services that sustain human life and economic activity. => Kao što je u našem interesu da pažljivo pratimo finansijska sredstva kojima raspolažemo, jednako je važno da pratimo ekološka sredstva koja nam pružaju ekološke usluge kojima se održava ljudski život i privredna aktivnost.
LL@(15425) On the other hand, Zero Waste has to be a design principle for the 21st Century that seeks to redesign the way resources and materials flow through society. => S druge strane, nulti otpad treba da bude vladajući princip u 21. veku u kome treba da preuredimo tokove resursa i materijala.
LL@(15426) Zero Waste requires eliminating subsidies for raw material extraction and waste disposal, and holding producers responsible for their products and packaging from cradle to cradle. => Princip nultog otpada zahteva da se ukinu subvencije za dobijanje sirovina i za rukovanje otpadom i za to da proizvođači budu odgovorni za svoje proizvode i ambalažu od kolevke do kolevke.
LL@(15427) The goal is to promote clean production, prevent pollution, and create communities in which all products are designed to be cycled safely back into the economy or environment. => Cilj je da se unapredi čista proizvodnja, da se spreči zagađenje i da se izgrade zajednice u kojima će proizvodi biti napravljeni tako da mogu da se recikliraju i bezbedno vrate u privredu ili u okruženje.
LL@(15428) REFERENCES Š1Ë Cherubini, F., Bargigli, S., Ulgiati, S.: Life cycle assessment of urban waste management: Energy performances and environmental impacts, Waste Management 28, pp.25522564, 2008. sredinu, Zbornik Š2Ë Petrović, N., Petrović, B.: Uticaji proizvoda na radova XXXI životnu Simpozijuma o operacionim istraživanjima SYMOP-IS 2004, Rudarsko-geološki fakultet Univerziteta u Beogradu, Iriški Venac, Fruška gora, 2004. => LITERATURA Š1Ë Cherubini, F., Bargigli, S., Ulgiati, S.: ~~~ Life cycle assessment of urban waste management: ~~~ Energy performances and environmental impacts, Waste Management 28, pp.25522564, 2008. Š2Ë Petrović, N., Petrović, B.: ~~~ Uticaji proizvoda na životnu sredinu, Zbornik radova XXXI Simpozijuma o operacionim istraživanjima SYM-OP-IS 2004, Rudarsko-geološki fakultet Univerziteta u Beogradu, Iriški Venac, Fruška gora, 2004. Š3Ë Petrović, N.:
LL@(15429) Š3Ë Petrović, N.: Merenje ekološke podobnosti proizvoda. => Merenje ekološke podobnosti proizvoda.
LL@(15430) Zbornik radova (editor dr Dragan Radojević, 86-82183-07-2) XXXIII Simpozijuma o operacionim istraživanjima SYM ISBN: OP-IS 2006, Institut Mihailo Pupin, Banja Koviljača, 2006. => Zbornik radova (editor dr Dragan Radojević, ISBN: ~~~ 86-82183-07-2) XXXIII Simpozijuma o operacionim istraživanjima SYM-OP-IS 2006, Institut Mihailo Pupin, Banja Koviljača, 2006. Š4Ë Petrović, N.:
LL@(15431) Š4Ë Petrović, N.: Environmental Managament for Business, Book of Abstracts of the International Conference Business and Globalization - KEEFP 2007, University St. Kliment Ohridski, Faculty of Economics - Prilep, Ohrid, Republic of Macedonia, 2007. => Environmental Managament for Business, Book of Abstracts of the International Conference Business and Globalization - KEEFP 2007, University St.
LL@(15432) Š5Ë UN Conference on the Human Environment. => Kliment Ohridski, Faculty of Economics - Prilep, Ohrid, Republic of Macedonia, 2007. Š5Ë UN Conference on the Human Environment.
LL@(15433) Draft Declaration on the Human Environment. => Draft Declaration on the Human Environment.
LL@(15434) United Nations Environment Programme; 1972. => United Nations Environment Programme; 1972.
LL@(15435) Annex I. http://www.unep.org. Š6Ë U.S. Environmental Protection Agency, Office of Solid Waste, Solid Waste Management and Greenhouse Gases: a Life-Cycle Assessment of Emissions and Sinks, May 2002, 2nd edition, EPA530-R-02-006, page ES-9. => Annex I. http://www.unep.org.
LL@(15436) Š7Ë http://www.zwia.org/standards.html Š8Ë http://www.zerowaste.com Measuring Competitiveness as a Precondition of Economic Management UDC: 338:339.137.2(497.16)2007đ2010 ; 330.341.1(497.16) mr. => Š6Ë U.S. Environmental Protection Agency, Office of Solid Waste, Solid Waste Management and Greenhouse Gases: a Life-Cycle Assessment of Emissions and Sinks, May 2002, 2nd edition, EPA530-R02-006, page ES-9. Š7Ë http://www.zwia.org/standards.html Š8Ë http://www.zerowaste.com Mjerenje konkurentnosti kao preduslov upravljanja privredom UDK:
LL@(15437) Nikola Milović Faculty of Economics, Podgorica Since 2005, the World Economic Forum (WEF) has based its research on competitiveness in the Global Competitiveness Index (GCI), a comprehensive index that measures the microeconomic and macroeconomic foundations of national competitiveness. => 338:339.137.2(497.16)2007đ2010 ; 330.341.1(497.16) mr. Nikola Milović Ekonomski fakultet Podgorica Od 2005 godine World Economic Forum, (Svjetski ekonomski forum) je bazirao svoje istraživanje konkurentnosti na Indeksu globalne konkurentnosti (GCI), sveobuhvatnom indeksu koji mjeri mikroekonomske i makroekonomske temelje nacionalne konkurentnosti.
LL@(15438) According to the WEF, competitiveness is defined as a set of institutions, policies and factors that determine the level of productivity of a country Š1Ë. => Prema WEF konkurentnost se definiše kao skup institucija, politika i faktora koji određuju nivo produktivnosti jedne zemlje Š1Ë.
LL@(15439) The level of productivity, in contrast, establishes a sustainable level of prosperity that can be created by the economy. => Nivo produktivnosti, nasuprot tome, postavlja održiv nivo prosperiteta koji može biti stvoren od strane privrede.
LL@(15440) In other words, more competitive economies tend to be able to produce higher levels of income for their citizens. => Drugim riječima, više konkurentna privreda ima tendenciju da može da proizvede viši nivo prihoda za svoje građane.
LL@(15441) The level of productivity also determines the rate of return on investments into the economy. => Nivo produktivnosti takođe određuje i stope prinosa na investicije u samu privredu.
LL@(15442) The rates of return on investments and the return on investments themselves are very complementary to achieving economic growth in the economy; more competitive economies are those whose growth is faster in the medium term compared to the long term. => Stope prinosa na investicije, kao i povrat samih investicija su komplementarne ostvarivanju stopa privrednog rasta same ekonomije, više konkurentne ekonomije su one koje brže rastu na srednji u odnosu na dugi rok.
LL@(15443) The concept of competitiveness thus involves both static and dynamic components. => Koncept konkurentnosti na taj način podrazumjeva statičke i dinamičke komponente.
LL@(15444) Although the productivity of the country clearly determines its ability to maintain its income levels, it is also one of the central determinants of returns on investments, which is one of the key factors when explaining the growth potential of the economy. => Iako produktivnost zemlje jasno određuje njenu sposobnost da održi svoj nivo prihoda, ona je takođe jedno od centralnih determinanti povrata na investicije, koji je jedan od ključnih faktora kada objašnjavamo potencijal rasta privrede.
LL@(15445) The following paper presents a methodology of measuring competitiveness by the GCI index, statistical data related to the world economy, European Union countries, the countries that are in the process of accession to the EU, global advantages and disadvantages of the position of Montenegro and the countries of the region. ~~~ 1. => U narednom radu predstavljena je metodologija mjerenja konkurentnosti putem GCI indeksa, statistički podaci vezani za svjetsku ekonomiju, zemlje Evropske unije, zemlje koje se pridružuju EU, globalne prednosti i nedostaci pozicije Crne Gore i zemalja regiona. 1.
LL@(15446) Introduction The position of individual countries as regards certain competitiveness aspects is an issue dealt with by numerous international organizations. => Uvod Pozicija pojedinih zemalja prema određenim aspektima konkurentnosti predmet je analize različitih međunarodnih institucija.
LL@(15447) Some of them, such as the WEF (World Econimic Forum), the GCI (Global Competitiveness Index) use the notion of competitiveness already in their name; other methodologies use terms such as economic freedom, progress in transition, or conditions of business doing. => Neka se od tih istraživanja u nazivu se jasno koriste pojmom konkurentnosti, kao što su WEF (World Economic Forum) GCI indeks (Global Competitiveness Index), a druge se metodologije koriste pojmovima poput ekonomskih sloboda, napretka u tranziciji ili uslovima poslovanja.
LL@(15448) Our aim in this paper is not only to merely state the rankings of countries, but to offer these countries an opportunity to identify their weaknesses, overcome them, and consequently improve their competitiveness. => Cilj ovih istraživanja nije samo puko utvrđivanje redoslijeda zemalja, već i pružanje mogućnosti zemljama da uoče vlastite nedostatke i da njihovim otklanjanjem poboljšaju svoju konkurentnost.
LL@(15449) Generally, the research conducted by international institutions can be classed into two categories. => Generalno istraživanja međunarodnih institucija o nivou konkurentnosti mogu se podijeliti u dvije grupe.
LL@(15450) One includes the research done by the WEF and the IMD. => Prva grupa u koju ulaze istraživanja WEF i IMD-a.
LL@(15451) In these analyses, the competitiveness level of an individual country is ranked in accordance with its economic system (social and international relations), the role of the state and the institutional environment. => U ovim analizama se nivo konkurentnosti pojedine zemlje rangira prema ekonomskom sistemu (društveni i međunarodni odnosi), prema ulozi države i prema institucionalnom okviru.
LL@(15452) The other group of research (the World Bank and Heritage) are related to an important determinant of development regulations concerning business operations. => Druga grupa istraživanja (Worldbank i Heritage) vezana su za značajnu odrednicu razvoja regulativu vezanu uz poslovne aktivnosti.
LL@(15453) The group of transition countries can also use the EBRD transition progress index. => Za grupu tranzicionih zemalja raspoloživ je i EBRD-ov indeks napretka u tranziciji.
LL@(15454) Common to all the quoted research is that in defining the position of a certain country, specially designed polls (the so-called soft data) are used in addition to the hard statistical indicators (hard data). => Ono što je zajedničko svim navedenim istraživanjima jest to što se u određivanju pozicije pojedine zemlje, osim tvrdih statističkih pokazatelja (engl. hard data), koristi i posebno dizajniranim anketama (tzv. soft data).
LL@(15455) The purpose of such polls is to measure those competitiveness factors that are not available from standard statistical data, primarilly concerning the performance and in dependence of judicature, the preference for innovation, the quality of firm management, corruption, and the extent of the state impact upon business doing in the particular country. => Cilj takvih anketa je izmjeriti one faktore konkurentnosti koji nisu raspoloživi iz standardnih statističkih podataka, a prije svega je riječ o učinku i nezavisnosti pravosuđa, o sklonosti inovacijama, o kvalitetu upravlja nja preduzećima, o korupciji i o uticaju države na poslovanje u pojedinoj zemlji.
LL@(15456) These indicators are evidently, at least in the part concerned with poll surveys, the result of the perceptions the respondents have on the current conditions prevailing in the economy (soft data) Š2Ë. 2. => Očito je da su ti pokazatelji, u dijelu koji se odnosi na anketna istraživanja, rezultat percepcije anketiranih subjekata o zatečenom stanju u privredi (eng. soft data)Š2Ë. 2.
LL@(15457) Measuring competitiveness using gci methodology The GCI offers a weighted average of different components each of which reflects one aspect of a complex concept called competitiveness. => Metodologija mjerenja konkurentnosti putem GCI GCI pruža ponderisani prosjek različitih komponenti od kojih svaka odražava jedan aspekt složenog koncepta koji nazivamo konkurentnost.
LL@(15458) All these components are grouped into 12 pillars which individually measure the competitiveness levels. => Sve ove komponente su grupisane u 12 stubova koji pojedinačno mjere nivoe konkurentnosti.
LL@(15459) The GCI is composed of 12 individual pillars (subindices) that can be classed into three categories: basic requirements, efficiency, and innovation. => GCI je sastavljen od 12 pojedinačnih stubova (podindeksa) koje možemo grupisati u tri cjeline: osnovni uslovi, efikasnost i inovacije.
LL@(15460) Each individual pillar explains one aspect of a complex concept known as competitiveness. => Svaki od pojedninačnih stubova govori o jednom aspektu složenog koncepta koji nazivamo konkurentnost.
LL@(15461) The economy fonded on basic factors includes four pillars measuring individual indices: institutions, infrastructure, macroeconomic stability, health and primary education. => U okviru ekonomije temeljene na osnovnim faktorima imamo četiri stuba koji mjere pojedinačne podindekse i to: institucije, infrastruktura, makroekonomska stabilnost, zdravstvo i osnovno obrazovanje.
LL@(15462) In the economy founded on efficiency factors we observe 6 pillars or subindices: higher education and training, goods market efficiency, labour market efficiency, financial market efficiency, technological readiness and market size. => U okviru ekonomije temeljene na faktorima efikasnosti posmatramo 6 stubova ili podindeksa i to : više obrazovanje i trening, efikasnost tržišta roba, efikasnost tržišta rada, efikasnost finansijskog tržišta, tehnološka spremnost i veličina tržišta.
LL@(15463) The third category, the economy founded on innovation factors includes the last two pillars of global competitiveness: business sophistication and innovation. => Treća cjelina, ekonomija temeljena na inovacijskim faktorima, sadrži poslednja dva stuba globalne konku rentnosti:
LL@(15464) 3. => poslovna sofisticiranost i inovativnost. 3.
LL@(15465) Phases of development and weighted index According to the GCI, in the first phase of its development, economy is founded on the basic factors and the production is conducted on the basis of the factors such as insufficiently skilled labour force and natural resources. => Faze razvoja i ponderisani indeks Prema GCI u prvoj fazi razvoja ekonomija se temelji na osnovnim faktorima i proizvodnja se odvija na osnovu faktora kao što su ne dovoljno kvalifikovana radna snaga i prirodni resursi.
LL@(15466) The companies compete on the basis of low prices which are a consequence of the primary product and goods manufacturing, with decreased productivity and low wages. => Preduzeća se takmiče na osnovu niskih cijena koje su posledica proizvodnje primarnih proizvoda i robe, sa smanjenom produktivnosti i niskim platama.
LL@(15467) Maintaining competitiveness in this development phase of economy depends on a good work of public and private institutions (1st pillar), well developed infrastructure (2nd pillar), stable macroeconomic environment (3rd pillar), and healthy and educated labour force (4th pillar). => Održavanje konkurentnosti u ovoj fazi razvoja privrede zavisi od dobrog funkcionisanja državnih i privatnih institucija(1 stub), dobro razvijene infrastrukture(2 stub), stabilnog makroekonomskog okvira(3 stub) i zdrave i obrazovane radne snage(4 stub).
LL@(15468) As wages rise together with the development of economy, the country moves to efficiency factors and the development phase based on them, and companies start manufacturing on higher productivity levels, the results being new and higher quality products. => 
LL@(15469) In this phase of development the competition lies in higher education and training (5th pillar), efficient goods market (6th pillar), efficiency of the labour market (7th pillar), efficient capital market (8th pillar), as well as the competence to implement current technologies (9th pillar). => 
LL@(15470) Finally, as economies move towards the phase characterised by innovation inclined factors, higher wages and standard of living are only possible on condition business doing is oriented towards manufacturing new and unique products. => Konačno, kako se privrede kreću ka fazi koju označavaju faktori na strani inovativnosti, veće zarade i životni standard su jedino moguće ukoliko je poslovanje vezano za proizvodnju novih i jedinstvenih proizvoda.
LL@(15471) The competitiveness of firms in this phase is based on innovation (12th pillar), product manufacturing and development implementing the most up-to-date production processes (11th pillar). => U ovoj fazi preduzeća temelje konkurentnost na inovacijama(12 stub), proizvodnji i razvoju proizvoda uz pomoć najsavremenijih proizvodnih procesa(11 stub).
LL@(15472) The concept of the phases in the development is integrated into the Index, with most attention paid to those pillars relevant for the country and its current level od development. => Koncept faza u razvoju je integrisan u Index, dajući veći naglasak onim stubovima koji su relevantni za zemlju i njen trenutni nivo razvoja.
LL@(15473) Similarly, although there are 12 pillars for each individual country, the importance of individual pillars depends on the phase the country is in. => Takođe, iako imamo svih 12 stubova pojedinačno za svaki zemlju, značaj pojedinih zavisi od faze u kojoj se zemlja nalazi.
LL@(15474) Finally, all the pillars are structured into three subindices, each of special importance for a particular phase of development. => Na kraju svi subovi su strukturirani u tri podindeksa, svaki od posebnog značaja za određenu fazu razvoja.
LL@(15475)  => Kako se plate povećavaju sa razvojem privrede, zemlja se pomjera ka faktorima efikasnosti i fazi razvoja koja se temelji na njima, tada preduzeća počinju da proizvode na većim nivoima produktivnosti i kao rezultat dobijaju se noviji kvalitetniji proizvodi.
LL@(15476)  => U ovoj fazi razvoja konkurencija se temelji na visokom obrazovanju i obuci(5 stub), efikasnom tržištu roba(6 stub), dobrom funkcionisanju tržišta rada(7 stub), efikasnom tržištu kapitala(8 stub), velikom domaćem ili stranom tržištu(10 stub), kao i sposobnosti da se iskoriste postojeće tehnologije(9 stub).
LL@(15477) The subindex of the basic development factors groups those pillars that are most critical for the country in the phase of the basic factors founded development. => Podindeks osnovnih faktora razvoja grupiše one stubove koji su najkritičniji za zemlju koja se nalazi u fazi osnovnih faktora razvoja.
LL@(15478) The efficiency subindex includes those pillars that are necessary for the country in the development phase characterised by the efficiency factors. => Podindeks efikasnosti uključuje one stubove koji su neophodni za zemlju u fazi razvoja koju karakterišu faktori efikasnosti.
LL@(15479) The innovation and business sophistication subindex includes the pillars observed in the final phase of development based on innovation factors. => Podindeks inovacija i sofisticiranosti poslovanja grupiše one stubove koji se posmatraju u poslednjoh fazi razvoja temeljenoj na faktorima inovativnosti.
LL@(15480) The specific nature of weighting and of importance assigned to each of the subindices within different development phases is presented in Table 1. => Specifičnost ponderisanja i važnosti koja je data svakom od podindeksa u okviru različitih faza razvoja prikazana je narednom tabelom 1.
LL@(15481) Table 1. => Tabela 1.
LL@(15482)  => Ponderisanje tri podindeksa u okviru različitih faza razvoja Podindeks A:
LL@(15483)  => Osnovni uslovi B:
LL@(15484) Weighting three subindices within different phases of development Subindex A: Basic conditions B: Efficiency C: Inovations Economy established on basic factors % Economy established on efficiency factors% Economy established on innovation factors % In order that it should be specified which phase of development a country is, the GCI measuring methodology has been extended to include two more criteria. => Efikasnost C: ~~~ Inovacije Ekonomija temeljena na osnovnim faktorima% Ekonomija temeljena na faktorima efikasnosti% Ekonomija temeljena na inovacijskim faktorima% Izvor: ~~~ WEF Da bi se utvrdilo u kojoj se fazi razvoja nalazi zemlja metodologija mjerenja GCI je proširena za još dva kriterijuma.
LL@(15485) One, the per capita GDP indicator is used as a widely available fact, given that the income level is not available for all the countries covered by the research. => Prvi, nivo GDP po glavi stanovnika, ovaj pokazatelj se koristi kao široko dostupan podatak, obzirom da nivo zarada nije dostupan za sve zemlje koje su pokrivene istraživanjem.
LL@(15486) The other, the indicator of the level of economy established on the basic factors, is measured by the share of the exports of primary products in the total exports and assumes the countries which export more that 70% of primary products in the total amount of exports (measured by a five-year average) to be basic factor driven economies to a large degree. => Drugi, mjeri nivo ekonomije temeljene na osnovnim faktorima, mjeri se pomoću udjela izvoza primarnih proizvoda u ukupnom izvozu i predpostavlja da zemlje koje izvoze više od 70% primarnih proizvoda u ukupnom izvozu(mjerene petogodišnjim prosjekom) su u velikoj mjeri ekonomije temeljene na osnovnim faktorima.
LL@(15487) Table 2 presents the per capita GDP level used to define the development phase the country is in. Source: WEF Table 2. => Tabela 2. prikazuje nivo GDP pc za utvrđivanje faze razvoja u kojoj se zemlja nalazi. ~~~ Tabela 2.
LL@(15488)  => Nivo prihoda za utvrđivanje faze razvoja zemlje Faza razvoja GDP po glavi stanovnika (US$) Faza 1:
LL@(15489) Income level used to define the country development phase Development stage Phase 1: Economy established on basic factors Transition from phase 1 to phase 2 Phase 2: Economy established on efficiency factors Transition from phase 2 to pha se 3 Phase 3: Economy established on innovation factors GDP per capita (US$) < 2.000 2.000-3.000 3.000-9.000 9.000-17.000 > 17.000 Source: WEF The countries in between the quoted development phases are considered to be in the transition process. => Ekonomija temeljena na osnovnim faktorima Tranzicija iz faze 1 u fazu 2 Faza 2: ~~~ Ekonomija temeljena na faktorima efikasnosti Tranzicija iz faze 2 u fazu 3 Faza 3: ~~~ Ekonomija temeljena na inovacijskim faktorima < 2.000 2.000-3.000 3.000-9.000 9.000-17.000 > 17.000 Izvor:
LL@(15490) Their development process is characterised by a slow trensition from one phase to another. => WEF Za zemlje koje se nalaze između navedenih faza razvoja smatra se da se nalaze u procesu tranzicije.
LL@(15491) The knowledge of the development phase a particular country is in and the comparison of the countries, emphasises the development factors of crucial importance for the transition to a higher level of development. => Za njih je karakteristično da se sporo kreću iz jedne u drugu fazu u procesu sopstvenog razvoja. ~~~ Upoznavanjem sa fazom razvoja pojedinih od zemalja i njihovim poređenjem daje se naglasak na faktorima razvoja koji su od značaja za prelaz na viši nivo razvoja.
LL@(15492) Each of the countries included in the study is ranked as related to other countries on a 1-7 scale, where 7 is a maximum score or rank that places the country among developed countries by a particular subindex or pillar. the world. => Svaka zemlje obuhvaćena istraživanjem rangira se u odnosu na druge zemlje i to: u rasponu 1-7 gdje je 7 maksimalni iznos ili rang koji zemlju svrstava u razvijene po pojedinom podindeksu ili stubu. 4.
LL@(15493) As many as 5 countries out of the top 10 countries are the EU member countries. => 
LL@(15494) The success of the countries and their position on the competitiveness scale is based on: a) greater openness of the market; b) macroeconomic stability; c) removal of barriers to competition; d) improved business environment. ~~~ The position of Montenegro and the survey of the three previous years stressed a steady improvement of the competitiveness level and the position on the scale. => Izvještaj o globalnoj konkurentnosti pozicija Crne Gore Prema statistikama Svjetskog ekonomskog foruma za 2007. godinu i izračunavanja indeksa globalne konkurentnosti Crna Gora se po prvi put našla na zvaničnoj rang listi sa još 131 zemljom u svijetu.
LL@(15495) Table 4 presents the values in the ranking for each pillar and the position of Montenegro. => U sledećoj tabeli 3. se prikazuje konkurentnost u svijetu sa aspekta globalne konkurentnosti za 10 najboljih zemalja.
LL@(15496) Table 3. => Tabela 3.
LL@(15497) Global competitiveness, top 10, 2007-2009. ~~~ Year 1. ~~~ 2. ~~~ 3. ~~~ 4. ~~~ 5. ~~~ 6. ~~~ 7. ~~~ 8. ~~~ 9. => Globalna konkurentnost u svijetu top 10. 2007-2009. godina Godina 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
LL@(15498) 10. ~~~ USA Switzerland Denmark Sweden Germany Finland Singapore Japan Great Britain Netherlands USA Switzerland USA Denmark Sweden Singapore Finland Germany Netherlands Japan Japan Canada Singapore Sweden Denmark Finland Germany Switzerland Canada Netherlands Source: WEF 4. => SAD [vajcarska Danska [vedska Njemačka Finska Singapur Japan Velika Britanija Holandija SAD [vajcarska Danska [vedska Singapur Finska [vajcarska SAD Singapur [vedska Danska Finska Njemačka Njemačka Holandija Japan Japan Kanada Kanada Holandija Izvor:
LL@(15499) Global competitiveness report the position of Montenegro According to the World Economic Forum statistics for the year 2007 and the global competitiveness index computed, this is the first time Montenegro entered the the official ranking list together with 131 countries in the world. => WEF Za 2009. godinu [vajcarska je preuzela prvu poziciju od SAD. ~~~ Zbog posledica globalne krize Danska koja je u 2007. godini bila na 3 poziciji u 2009. je na 5. mjestu. [vedska, Finska, Njemačka i Holandija zauzimaju 4., 6., 7., 10. mjesto od 134 zemlje.
LL@(15500) Table 3 presents competitiveness worldwide from the aspect of global competitiveness for 10 best countries. => Velika Britanija je van grupe top 10 i u 2008. i 2009. godini.
LL@(15501) In 2009, Switzerland overtook the U.S.A. and climbed to the first position. => Prema predhodnoj tabeli možemo vidjeti da se pojedine zemlje EU nalaze u samom vrhu najkonkurentnijih zemalja svijeta.
LL@(15502) Due to the consequences of the global crisis, Denmark, positioned 3rd in 2007, fell to position 5 in 2009. => Čak 5 od 10 zemalja čine zemlje EU. ~~~ Uspjeh zemalja i njihova pozicija na ljestvici konkurentnosti temelji se na: a) većem otvaranju tržišta, b) makroekonomskoj stabilnosti, c) uklanjanju unutrašnjih prepreka konkurenciji, d) poboljšanju poslovnog okruženja.
LL@(15503) Out of 131 countries on the list, Sweden, Finland, Germany and the Netherlands occupy positions number 4, 6, 7, and 10, respectively. => Pozicija Crne Gore i pregled za predhodne tri godine govori o stalnom poboljšanju nivoa konkurentnosti i pozicije na ljestvici.
LL@(15504) Great Britain was not in the top 10 group in 2008 and 2009. => U tabeli 4. prikazane su vrijednosti ranga pojedinacno za svaki stub i poziciju Crne Gore.
LL@(15505) The above table shows that certain EU countries are positioned among the top most competitive countries in According to the 2009 WEF Report, Montenegro climbed to position 62 measured by the Global Competitiveness Index, its total rate being 4.2. => Prema izvještaju WEF za 2009. godinu Crna Gora se kada je u pitanju Globalni indeks konkurentnosti pomjerila na 62 mjesto, a ukupan rezultat je 4,2.
LL@(15506) Compared to 2007, when it was first ranked, Montenegro improved its position by 20 positions. => U odnosu na 2007. kada je i prvi put rangirana Crna Gora je poboljšala svoju poziciju za 20 mjesta.
LL@(15507) The analysis, as do others too, proves that Montenegro achieved best scores in the financial market efficiency where it is positioned 17th. => Ono što, slično drugima, potvrđuje i ova analiza je, da je Crna Gora najbolje ocijenjena kada je u pitanju efikasnost finasijskog tržišta i po tom osnovu se nalazi na 17 mjestu.
LL@(15508) Also, in view of macroeconomic stability, Montenegro occupied the 33rd and 35th positions in 2007 and 2008, respectively. => Takođe, u okviru makroekonomske stabilnosti Crna Gora je 2007. bila na 33 odnosno 35 poziciji za 2008. godinu.
LL@(15509) The global crisis consequences affected its 2009 score; it is considerably lower, i.e., Montenegro is ranked 70th out of 134 countries. => Posledice globalne krize uticale su na rezultat za 2009. godinu. i on je dosta lošji sa 70. pozicijom od 134 zemlje.
LL@(15510) The lowest rates were obtained for the market size (124th position), infrastructure (93rd position), and business sophistication (80th position) criteria. => Najlošije ocjene ima kada su u pitanju veličina tržišta - 124 mjesto, zatim infrastruktura - 93, poslovna sofisticiranost 80. pozcija.
LL@(15511) The data in Table 4 show that Montenegro is wellranked according to a majority of subindices. => Podaci iz tabele 4. potvrđuju da je Crna Gora relativno dobro rangirana prema većini podindeksa.
LL@(15512) The biggest move within the structure of individual pillars of competitiveness was a result of improvements in all three individual subindices. => Najveći pomak u okviru strukture pojedinačnih stubova konkurentnosti posledica je poboljšanja sva tri pojedinačna podindeksa.
LL@(15513) Similarly, the high position is mirrored in the aspects concerned with institutions, where Montenegro is ranked high, 52nd, an improvement compared to 2007 when it occupied the 78th position. => Takođe, visoka pozicija ogleda se u onim aspektima ocjene koji se tiču Institucija, gdje je Crna Gora rangirana na visokom 52 mjestu, napredak u odnosu na 2007. godinu kada je bila na 78 poziciji.
LL@(15514) The goods market efficiency and better rates of this pillar of competitiveness also resulted in an improvement of its position, from position 91 to position 58 in 2009. => Takođe, efikasnost tržišta dobara i bolje ocjene ovog stuba konkuretnosti su uticale na poboljšanje pozicije sa 91. na 58. mjesto. za 2009. godinu.
LL@(15515) Measuring competitiveness using the GCI and the scope of economy of Montenegro on the WEF list suggests further guidelines in managing economy. => Mjerenje konkurentnosti putem GCI i obuhvat privrede Crne Gore na listi WEF jasno naglašava i daje smjernice vođenju i upravljanju ekonomijom.
LL@(15516) The creators of macroeconomic deveopment policy will find the subindices within the competitiveness pillars to be a valuable indicator of the achieved development level Š3Ë. Table 4. => Kreatorima makroekonomske razvojne politike podindeksi u okviru stubova konkurentnosti predstavljaju kvalitetan indikator dostignutog razvoja. ~~~ Š3Ë. ~~~ Tabela 4.
LL@(15517)  => Izvještaj o globalnoj konkurentnosti 2007-2009. godina Crna Gora Indeks globalne konkurentnosti Podindeks A: ~~~ Osnovni uslovi 1. stub: ~~~ Institutucije 2. stub: ~~~ Infrastruktura 3.stub: ~~~ Makroekonomska stabilnost 4.stub: ~~~ Zdravlje i primarno obrazovanje Podindeks B: ~~~ Efikasnost 5. stub: ~~~ Visoko obrazovanje i trening 6. stub: ~~~ Efikasnost tržista dobara 7. stub: ~~~ Efikasnost tržista rada 8. stub: ~~~ Efikasnost finansijskog tr žista 9. stub: ~~~ Tehnološka spremnost 10. stub: ~~~ Veličina tržista Podindeks C: ~~~ Inovacije 11. stub:
LL@(15518) Global competitiveness report 2007-2009, Montenegro 2007/131 Global competitiveness index Subindex A: Basic requirements Pillar 1: Institutions Pillar 2: Infrastructure Pillar 3: Macroeconomic stability Pillar 4: Health care and primary education Subindex B: Efficiency Pillar 5: Higher education and training Pillar 6: Goods market effi ciency Pillar 7: Labour market efficiency Pillar 8: Financial market efficiency Pillar 9: Technological readiness Pillar 10: Market size Subindex C: Inovation Pillar 11: Business sophistication Pillar 12: Innovation The knowledge of the development phases of certain countries and making comparisons with them the impact factors for the move to a higher level of development are stressed. => Poslovna sofisticiranost 12. stub: ~~~ Inovativnost /131 /7 3.91 4.47 3.69 2.79 5.40 6.00 3.60 3.71 3.89 4.42 4.75 3.53 1.31 3.18 3.68 2.69 /134 /7 4.1 4.5 4.1 2.7 5.5 5.8 3.9 4.2 4.2 4.5 5.0 4.0 1.9 3.3 3.7 3.0 /134 /7 4.2 4.4 4.3 3.0 4.6 5.8 4.1 4.2 4.3 4.5 5.0 4.1 2.2 3.6 3.8 3.3 Upoznavanjem sa fazom razvoja pojedinih od zemalja i njihovim poređenjem daje se naglasak na faktorima razvoja koji su od značaja za prelaz na viši nivo razvoja.
LL@(15519) The 2009 amount of GDP and the range of per capita $3,000-$9,000 proves that Montenegro is in phase 2, marked as an efficiency factor based development level of the country. => Iznos GDP za 2009. godinu i raspon 3.000-9.000 dolara po glavi stanovnika pokazuje da se Crna Gora nalazi u Fazi 2 koja je označena kao nivo razvoja jedne zemlje koji se temelji na faktorima efikasnosti.
LL@(15520) All the Balkan countries save Croatia are in this phase of development. ~~~ 5. => Sve zemlje Zapadnog Balkana osim Hrvatske nalaze se u ovoj fazi razvoja. 5.
LL@(15521) Wef lisbon review The Lisbom process has been a ten-year attempt of the European Union to achieve the goals set in 2000. => WEF lisabonski pregled Lisabonski proces predstavlja desetogodišnji napor Evropske unije u dostizanju ciljeva postavljenih 2000. godine.
LL@(15522) The European leaders met in Lisbon in March, 2000 and adopted the Lisbon Strategy stating that by 2010 the European Union is to become the most competitive, most dynamic, knowledge-based economy in the world, capable of sustainable growth with a larger number of quality jobs and a higher level of cohesion. => Evropski čelnici su se u martu 2000. godine sastali u Lisabonu i usvojili Lisabonsku strategiju kojom su postavili cilj da Evropska unija do 2010. godine postane najkonkurentnija, najdinamičnija, na znanju utemeljena ekonomija u svijetu, sposobna za održivi rast sa više kvalitetnijih radnih mjesta i većom socijalnom kohezijom.
LL@(15523) The current economic crisis has clearly stressed the importance of competition-supported economy, sound and able to provide a solution to the market shocks and reduce the impect of negative effects of economic trends. => Postojeća ekonomska kriza je jasno istakla značaj konkurentski podržane privrede i zdrave ekonomije koja treba da ponudi odgovor postojećim šokovima na tržištu i smanji uticaj negativnih efekata privrednih kretanja.
LL@(15524) The objective of the Lisbon Strategy is to increase the productivity and competitiveness of the European economy that will be supported by the economic policies and previously established goals. => Cilj Lisabonske strategije je povećati produktivnost i konkurentnost evropske privrede koja će biti podržana ekonomskim politikama i ranije postavljenim ciljevima.
LL@(15525) This means building an information based society, establishment of a European field of research and development, development of a quality business environment, completion of a single market, establishment and integration of financial markets, building a knowledge-based society, a larger number of quality jobs, social cohesion, as well as a sustainable growth. => Ovo podrazumjeva izgradnju informacionog društva, osnivanje evropskog prostora istraživanja i razvoja, razvoj kvalitetnog biznis okruženja, kompletiranje jedinstvenog tržišta, osnivanje i integrisanje finasijskog tržišta, izgradnja društva zasnovanog na znanju, više kvalitetnijih poslova, socijalna kohezija kao i održivi razvoj.
LL@(15526) The WEF Report is the fifth and the last survey assess 2007/7 3.91 4.47 3.69 2.79 5.40 6.00 3.60 3.71 3.89 4.42 4.75 3.53 1.31 3.18 3.68 2.69 2008/134 2008/7 2009/134 2009/7 4.1 4.5 4.1 2.7 5.5 5.8 3.9 4.2 4.2 4.5 5.0 4.0 1.9 3.3 3.7 3.0 4.2 4.4 4.3 3.0 4.6 5.8 4.1 4.2 4.3 4.5 5.0 4.1 2.2 3.6 3.8 3.3 Source: WEF ing the progress achieved in pursuing the Lisbon Strategy goals in economic and structural reforms. => Izvor: ~~~ WEF Izvještaj WEF-a je peti i posljednji pregled, koji procjenjuje napredak postignut u dostizanju ciljeva Lisabonske strategije ekonomskih i strukturnih reformi.
LL@(15527) The study published in 2010 includes three types of comparisons. => Studija objavljena 2010. godine, vrši tri vrste poređenja.
LL@(15528) In addition to assessing the achievement of 27 EU member-countries, the study measures the competitiveness of the EU countries as compared to the most competitive countries in the world and Asia, as well as the competitiveness of the candidate countries for accession to the European Union. => Uz ocjenjivanje rezultata 27 postojećih članica EU, studija mjeri konkurentnost EU zemalja u poređenju sa najkonkurentnijim zemljama svijeta i Azije, kao i konkurentnost kandidata i potencijalnih kandidata za ulazak u Evropsku uniju.
LL@(15529) The last decade was rather turbulent for the European Union; the number of member-countries has almost been doubled, from 15 to 27, followed by a failure in adopting the European Constitution in 2005. => Posednja decenija je bila veoma burna za Evropsku uniju, broj zemalja članica je skoro udvostručen, sa 15 na 27, uz neuspjeh u donošenju evropskog Ustava 2005, konačno je završen proces evropskog političkog ujedinjenja izglasavanjem i stupanjem na snagu Lisaboskog Ugovora decembra 2009. godine.
LL@(15530) The process of European political uniting was finally completed by adopting and enforcing the Lisbon Treaty in December 2009. => Zbog navedenih okolnosti Evropa nije uspjela da postine sve od navedenih ciljeva, pa je prošilila sopstvenu strategiju i u martu 2010. godine prezentovala:
LL@(15531) Due to these circumstances, Europe failed to achieve all the stated goals, therefore it extended its own strategy and in March 2010 it presented the Europe 2020 a Strategy for smart, sustainable and inclusive growth Š4Ë. 6. => Evropa 2020- Strategiju brzog, održivog i sveobuhvatnog razvoja. ~~~ Š4Ë. 6.
LL@(15532) Areas of lisbon strategy analysis The Lisbon Report Š5Ë explained further in this report assumes several dimensions of tracking the progress towards achieving the goals set in 2000. => Oblasti posmatranja lisabonske strategije Lisabonski pregled Š5Ë koji prikazujemo u nastavku rada podrazumjeva više dimenzija posmatranja napretka ka postizanju ciljeva zacrtanih 2000. godine.
LL@(15533) The division of the Lisbon Strategy into eight different areas rasulted from the European officials understanding of the ways to build Europe into the worlds most competitive economy. => Podjela Lisabonske strategije u osam različitih oblasti djelovanja posledica je shvatanja evropskih zvaničnika kako ostvariti cilj da EU bude najkonkurentnija privreda u svijetu.
LL@(15534) The eight areas that are presented are as follows: 1. => Osam oblasti koje se pojedinačno prikazuju su: ~~~ 1.
LL@(15535) Building an information society for everyone. => Izgradnja informacionog društva za sve.
LL@(15536) This area measures the impact of information technologies upon the knowledge dissemination and industry pro ductivity improvement. => Ova oblast mjeri uticaj informacionih tehnologija na širenje znanja i povećanja produktivnosti industrija.
LL@(15537) The information-based society is a precondition for the development of all the sectors and all the areas in the society. => Informacio no društvo predstavlja preduslov za razvoj svih sektora i oblasti u društvu.
LL@(15538) The countries that implement developed information technologies and keep up with the latest achievements in the field witness the improvement in the productivity of all their industry sectors. => Razvijene informacione tehnologije povećavaju, kod onih zemalja koje ih primjenjuju i teže da budu u toku sa njihovim razvojem, produktivnost svih sektora privredne aktivnosti.
LL@(15539) Such an importance of these technologies for the development of economy requires that all the economic entities, the government, the companies and individual citizens be included into their implementation and valuation. => Zbog ovakvog značaja za razvoj privrede u inplementaciji i valorizaciji ove oblasti uključeni su svi privredni subjekti vlada, preduzeća kao i svaki građanin pojedinačno.
LL@(15540) The 2000 Lisbon Strategy pointed out that both economic entities and citizens should be granted access to inexpensive information infrastructure of world class that offers a wide range of services. => Lisabonska strategija 2000. godine je naglasila da : poslovni subjekti i građani moraju imati pristup jeftinim informacionim infrastrukturama svjetske klase, koje nude širok spektar usluga.
LL@(15541) The index under consideration in this area includes the following variables: the ICT priority granted by the government, the ICT penetration (the Internet, mobile phones), the use of the Internet by the businesses, the availability of the Internet in schools. ~~~ 2. => U indeksu koji je uzet u razmatranje u ovoj oblasti istraživanja uključene su sledeće varijable: prioritet IKT koji je dat od strane vlade, penetracija IKT(internet, mobilni telefoni), korišćenje interneta od strane biznisa, dostupnost interenta u školama. 2.
LL@(15542) Development of a European area of innovation, resarch and development. => Razvoj evropske oblasti inovacija, istraživanja i razvoja.
LL@(15543) Innovation is important for economic development. => Inovacije su značajne za privredni razvoj Takođe, za one zemlje koje su tehnološki naprednije, postavljaju se još veći zahtjevi u ovoj oblasti.
LL@(15544) The challenge in this area is even greater for technologically advanced countries in this field. => Zemlje EU su dosta napredovale u ovoj oblasti.
LL@(15545) In order that they ensure that innovation be effective, they must develop an institutional environment that supports the innovation development. the Lisbon Strategy defines and stresses the importance of this area. => Kako bi osigurale da inovacije budu efektivne mora postojati institucionalni okvir koji podržava njihov razvoj. ~~~ Lisabonska strategija je definisala i naglasila značaj ove oblasti.
LL@(15546) It is a common attitude that private investments into research should be increased, that research and development centres should be established and that improved communication and cooperation between the state and the private investors in this area be ensured. => Uspostavljeno je zajedničko mišljenje da treba poboljšati privatne investicije u istraživanje, formirati istraživačke i razvojne centre, i omogućiti veću povezanost i kooperaciju između države i privatnih investitora u ovoj oblasti.
LL@(15547) A rather demanding goal set in 2000 and amended in the strategy for 2020 is the expenditure and allocation of 3% og the GDP to research and development. => Veoma zahtjevan cilj koji je postavljen 2000. godine i dopunjen za strategiju do 2020. godine jeste trošenje i učešće od 3% GDP za istraživanja i razvoj.
LL@(15548) Similarly, the quality of research institutions, the level of relationships between universities and industry, the number of per capita registered patents, as well as the intellectual property right protection and innovation stimulation through state grants are all the focus of attention of this area. ~~~ 3. => Takođe, kvalitet naučno istraživačkih institucija, nivo povezanosti među univerzitetima i industrijom, broj patenata po glavi stanovnika, kao i zaštita prava intelektualne svojine i stimulacija inovacija kroz državna ulaganja su predmet pažnje ove oblasti. 3.
LL@(15549) Liberalization: Setting up common market. => Liberalizacija:
LL@(15550) State aid and Competition policy. => Uspostavljanje zajedničkog tržišta, Državna pomoć i Politika konkurencije.
LL@(15551) The protection of the free flow of goods, services, capital and labour within the EU common market is of paramount importance for the further work on economic uniting of the European continent. => Zaštita slobode kretanja roba, usluga, kapitala i radnika unutar zajedničkog tržišta EU je od velikog značaja za dalji nastavak ekonomskog ujedinjenja evropskog kontinenta.
LL@(15552) This area is viewed via the free flow of goods and services which is essential for the competitiveness of the European industry. => Ova oblast se posmatra kroz slobodan protok roba i usluga koji je ključan za konkurentnost evropske industrije.
LL@(15553) A certain progress in the common market building has been achieved, however, some sections of the market of goods and especially services as well as of certain industries are still controlled by the state. => Iako je postignut napredak u kompletiranju zajedničkog tržišta, pojedini dijelovi tržišta roba a posebno usluga kao i pojedinih industrija su i dalje pod državnim uticajem.
LL@(15554) Lowering the barriers in service delivery is followed by the setting a clause of national treatment for certain services. => Smanjenje prepreka u pružanju usluga praćeno je postizanjem klauzule nacionalnog tretmana za pojedine usluge.
LL@(15555) The introduction of the Services Directive in December 2006 and setting its time line for implementation to 2009 has not been completed yet. => Uvođenjem Direktive o uslugama u decembru 2006. godine i stavljanje njenog vremenskog okvira za inplementaciju do 2009. godine nije još izvršeno do kraja.
LL@(15556) Securing equal conditions for domestic and foreign investors and enforcing an appropriate competition policy are the key elements of the market liberalization. => Obezbjeđivanje jed nakih uslova za domaće i strane investitore i sprovođenje odgovarajuće politike konkurencije su ključni elementi liberalizacije tržišta.
LL@(15557) Hence the Council recognized the importance of the reduction of the state aid for the domestic industries and emphasized common interests such as employment, regional development, collaboration in environment protection and the like. => U odnosu na ovo, Savjet je prepoznao značaj smanjenja državne pomoći za domaće industrije i naglasio zajedničke interese kao što su zaposlenost, regionalni razvoj, saradnja u oblasti zaštite životne sredine itd.
LL@(15558) The home market is marked as a crown jewel of the European policy and its further improvement is a firm basis for achieving the best competitive position in the world. ~~~ 4. => Unutrašnje tržište je osnačeno kao dragulj na kruni evropske politike, i njegovo dalje unaprijeđenje predstavlja sigurnu osnovu za postizanje najbolje konkurentske pozicije u svijetu. 4.
LL@(15559) Building industry network: Telecommunications, Services and Transport. => Izgradnja industrijske mreže: ~~~ Telekomunikacije, Usluge i Transport.
LL@(15560) The Lisbon Strategy measures oriented towards a better functioning of the market are concerned with the liberalization and building of industry network. => Mjere Lisabonske stragije usmjerene na bolje funkcionisanje tržišta su vezane za liberalizaciju i izgradnju industrijske mreže.
LL@(15561) These industries, as part of services, are not fully spread over the common market yet. => Ove industrije, kao dio usluga su i dalje podjeljene na zajedničkom tržištu.
LL@(15562) Telecommunications and airline markets are almost entirely liberalized. => Telekomunikacije i avio tržište su liberalizovani skoro u potpunosti.
LL@(15563) After a 15-year long process of opening the postal service market, the third Postal Directive adopted in February 2008 ruled that the member states shall abandon monopoly on postal services by the year 2010, or by 2012, for some countries. => Nakon 15-godišnjeg procesa otvaranja tržišta poštanskih usluga, treća poštanska Direktiva usvojena u februaru 2008. godine je predvidjela postavljanje roka za države članice da ukinu monopole na poštanske usluge do 2010. godine a za pojedine zemlje do 2012. godine.
LL@(15564) A successful implementation of the Directive is essential for the efficiency achievement in this sector. => Uspješna inplementacija ove Direktive je ključna za postizanje efikasnosti u ovom sektoru.
LL@(15565) The single electrical energy market, improved through the Directive adopted in 2004 and 2007 is meant to ensure a quality, steady and efficient energy supply for the EU consumers. => Jedinstveno tržiste električne energije, poboljšano kroz Direktive usvojene 2004. i 2007. godine treba da omogući kvalitetno, neprekidno i efikasno snadbijevanje električnom energijom potrošača u EU.
LL@(15566) The free choice of an electric power supplier will allow for higher quality services as well as for an increase in the overall competitiveness of the whole system. => Slobodno biranje sopstvenog snadbjevača elekričnom energijom omogućiće mnogo kvlitetnije usluge kao i povećanje ukupne konkurentnosti cijelog sistema.
LL@(15567) The observations of this area are focused upon two dimensions of industry infrastructure: telecommunications and transportation. => Posmatranje ove oblasti je vezano za dvije dimenzije industrijske infrastrukture telekomunikacije i polje transporta.
LL@(15568) The infrastructure in the transport sector is crucial for the reduction of costs and the improvement of production efficiency. => Infrastruktura u polju transporta je presudna za smanjenje troškova i povećanje efikasnosti proizvodnje. 5.
LL@(15569) 5. ~~~ Building efficient and integrated financial market. => Izgradnja efikasnog i integrisanog finasijskog tržišta.
LL@(15570) The recent events on the financial market that eventually caused a financial crisis have resulted into considerable attention being paid to this sector. => Nedavna previranja na finasijskim tržištima koja su prouzrokovala i finasijsku krizu usmjerila su veliku pažnu ka ovom sektoru.
LL@(15571) The financial sector has a large impact upon the dynamics of the economy itself. => Finasijski sektor ima veliki uticaj na formiranje dinamike same privrede.
LL@(15572) An efficient financial sector affects the flow of capital and investments from banks, to the securities market, to all other types of securities markets. => Efikasan finasijski sektor utiče na kretanje kapitala i investicija od banaka, preko tržišta hartija od vrijednosti do svih drugih tržišta vrijednosnih papira.
LL@(15573) An integrated and legally regulated capital market will allow for a more appropriate resource allocation on the EU level, as well for easier investing and lower operational costs. => Integrisano i zakonski regulisano tržište kapitala omogućiće na nivou EU bolju alokaciju resursa, lakše investiranje i niže troškove poslovanja.
LL@(15574) A stress on a common currency, Euro, and a monetary union on the EU level ensures the stability and improvement of the financial sector operations. => Naglasak na zajedničkoj valuti euru i monetarnoj uniji na nivou EU, utiče na stabilnost i poboljšanje funkcionisanja finasijskog sektora.
LL@(15575) The strength and stability of this union will be of crucial importance for the further development of all the markets on the European Union level. ~~~ 6. => Snaga i stabilnost ove unije biće od presudnog značaja za dalji razvoj svih tržišta na nivou Evropske unije. 6.
LL@(15576) Building business environment: Settung up a business/legal framework. => Izgradnja biznis okruženja: ~~~ Započinjanje biznisa/pravni okvir.
LL@(15577) The improvement of the growth and employment prospects on the EU level means the building of a quality and efficient business environment. => Poboljšanje perspektive rasta i zapo šljavanja na nivou EU podrazumjeva i izgradnju kvalitetnog i efikasnog biznis okruženja.
LL@(15578) In order that this goal be achieved on the Lisbon strategy level, it is necessary that adequate legal regulations should be adopted, ones that allow for the development of business and an increase in the overall economic activity. => Da bi se postigao ovaj cilj na nivou Lisabonske strategije potrebno je izgraditi kvalitetnu zakonsku regulativu, koja omogućava razvoj biznisa i povećanje ukupne privredne aktivnosti.
LL@(15579) This strategy defines the entrepreneurship incentives, removing the barriers to setting up businesses as well as tax reduction in this field. => Kroz ovu strategiju je određeno stimulisanje preduzetništva, smanjenje barijera za otpočinjanje biznisa kao i smanjenje poreza u ovoj oblasti.
LL@(15580) A less expensive and easier start up of a business is the ultimate goal of the legal regulations, ensuring a higher utility within the economy. => Jeftinije i lakše otpočinjanje biznisa je krajnji cilj zakonske regulative koji omogućava veću korisnost u okviru privrede.
LL@(15581) The EU has started building a business environment that allows for the start-up of businesses to be completed within a week time and at one single counter, in a majority of countries. => EU je započela izgradnju biznis okruženja koje omogućava u većini zemalja članica otpočinjenje biznisa za nedelju dana i to na jednom mjestu.
LL@(15582) The reduction of all kinds of costs and time saving are very important in achieving a more favourable competitive position of some countries and of the EU in general. => Smanjenje svih vrsta troškova i uštede u vremenu imaju veliku ulogu u postizanju bolje konkurentske pozicije pojedinih zemalja i EU u globalu. 7.
LL@(15583) 7. ~~~ Improving social inclusion. => Povećanje socijalne uključenosti.
LL@(15584) Creating new jobs and higher employment rate make one of the Lisbon Strategy goals. => Kreiranje novih radnih mjesta i povećanje zaposlenosti je jedan od ciljeva Lisabonske strategije.
LL@(15585) The increase in employment rate to a level of 70% by 2010, as well as a demanding goal that this rate be raised to 75% by 2020 is another. => Povećanje zaposlenosti na nivo od 70% do 2010. godine kao i zahtjevan cilj da se 2020. godine ova stopa poveća na 75%.
LL@(15586) According to the official Eurostat, the average employment rate on the EU level towards the end of 2008 amounted to 65.9%. => Prema zvaničnoj statistici Eurostatu prosječna zaposlenost na nivou EU krajem 2008. godine je bila 65.9%.
LL@(15587) The EU will have to increase its employment rate in order that it should obtain sustainability in inflows for pension plan expenditures. => EU mora povećati svoju zaposlenost kako bi imala održivost u prilivu za penziona davanja.
LL@(15588) In order that employment be increased, attention should be paid to highly qualified labour force willing to re-qualify in an increasingly demanding business environment. => Da bi se povećala zaposlenost, mora se voditi računa o dobro obučenoj radnoj snazi koja je spremna da se mjenja u sve više zahtjevnom biznis okruženju.
LL@(15589) Currently, attention is focused on the achievement of the Danish model meant to increase the flexibility of labour market by payments for the unemployed and investments into re-qualifications. => Sadašnja pažnja je posvećena postizanju Danskog modela koji pokušava da poveća fleksibilnost tržišta rada uz plaćanja za nezaposlene i ulaganja u prekvalifikacije.
LL@(15590) Of vital importance here are facilitating the access of women and the elderly to new employment and training services. => Olakšavanje pristupa žena i starijih osoba ponovnom zaposlenju kao i pružanje usluga u dijelu obuke i treniniga su od vital nog značaja.
LL@(15591) Finally, modernization of welfare programmes, poverty reduction and the reduction of the exclusion of certain groups of society are a path to an incresed social inclusion and cohesion. ~~~ 8. => Na kraju, modernizovanje socijalne zaštite, smanjenje siromaštva i isključenosti pojedinih slojeva društva su put ka povećanju socijalne uključenosti i kohezije. 8.
LL@(15592) Improving sustainable development. => Unapređenje održivog razvoja.
LL@(15593) Ensuring sustainable growth and development is a long-term Lisbon objective, added to the Lisbon Strategy in Stockholm in March 2001, and becoming highly important in the new 2020 European Strategy. => Osiguranje održivog rasta i razvoja je dugoročan Lisabonski cilj, koji je dodat Lisabonskoj strategiji u [tokholmu marta 2001. godine, i postao veoma važan u novoj evropskoj 2020. strategiji.
LL@(15594) Attention is focused upon the achieved living standard by which a country has a favourable impact upon future generations. => Pažnja je posvećena dostignutom nivou životnog standarda kojim jedna zemlja utiče pozitivno na buduće generacije.
LL@(15595) Similarly, it is an opportunity that future generations should enjoy the same or higher level of development in comparison to the generations today. => Takođe, predstavlja stvaranje mogućnosti da buduće generacije uživaju isti ili viši nivo razvoja u odnosu na današnje.
LL@(15596) Special emphasis is put on: climate changes, traffic, public health and natural resources. => Poseban naglasak je stavljen na: klimatskim promjenama, saobraćaju, javnom zdravlju i prirodnim resursima.
LL@(15597) Such a development means friendly technologies, ones that do not pollute the environment to a large extent, in the energy and in the transportation sectors. => Takav razvoj podrazumjeva prijateljski nastrojene tehnologije, one koje malo zagađuju životnu sredinu, u energetskom i transportnom sektoru.
LL@(15598) Efforts made to achieve sustainable development are linked to both the local and the European levels Š6Ë. => Napori na postizanju održivog razvoja vezani su kako za lokalni tako i evropski nivo. ~~~ Š6Ë.
LL@(15599) The index calculating this area is related to the design and implementation of environmental protection laws, the ratification of world contracts in this area, as well as the real quality of environment. => Indeks koji izračunava ovu obalst vezan je za izradu i primjenu zakona u oblasti zaštite životne sredine, ratifikaciji svjetskih ugovora u ovoj oblasti kao i stvarnom kvalitetu životne sredine. 7.
LL@(15600) 7. ~~~ Lisbon review of Montenegro position, 2008-2010 Table 5 presents the positions of the candidate countries, the prospective candidates for the EU membership and the East-European countries for the 2008-2010 period. => Lisabonski pregled pozicija Crne Gore 2008-2010. godina U tabeli 5. predstavljeno je stanje zemalja kandidata, potencijalnih kandidata za članstvo u EU i istočnih zemalja u presjeku za 2008. i 2010. godinu.
LL@(15601) The progress of prospective candidates for the EU membership is evident, which proves the quality and the scope of positive changes in the economies that wish to be part of the EU. => Vidan je napredak potencijalnih kandidata za članstvo u EU što govori o kvalitetu i veličini pozitivnih promjena privreda koje teže da budu dio EU.
LL@(15602) Table 5. => Tabela 5.
LL@(15603) Measuring progress of prospective candidates, 2008-2010 Croatia Montenegro Azerbaian Turkey Russia Kazakhstan Ukraine Georgia Macedonia, FYR Moldavia Serbia Tajikistan Armenia Kyrgystan Albania B&H EU 27 Position Index 4.10 3.96 3.88 3.82 3.82 3.70 3.69 3.66 3.53 3.50 3.44 3.35 3.29 3.23 3.12 3.12 4.73 Montenegro Croatia Azerbaian Turkey Macedonia, FYR Georgia Russia Kazakhstan Ukraine Serbia Armenia Albania Tajikistan Kyirgystan B&H EU 27 Position Index 4.19 4.18 4.02 3.85 3.79 3.78 3.75 3.67 3.62 3.51 3.50 3.47 3.38 3.20 3.07 4.81 F E W : e c r u o S Among the eleven East-European countries non-members of the EU, with the mark of 4.19, Montenegro is closest to achieving the goals of the Lisbon Strategy of economic and structural reforms. => Mjerenje napretka Potencijalnih kandidata 2008-2010. godine Hrvatska Crna Gora Azerbejdžan Turska Rusija Kazahtstan Ukrajna Gruzija Makedonija, FYR Moldavija Srbija Tadžikistan Jermenija Kirgistan Albanija BiH EU 27 Pozicija Indeks 4.10 3.96 3.88 3.82 3.82 3.70 3.69 3.66 3.53 3.50 3.44 3.35 3.29 3.23 3.12 3.12 4.73 Crna Gora Hrvatska Azerbejdžan Turska Makedonija, FYR Gruzija Rusija Kazahtstan Ukrajna Srbija Jermenija Albanija Tadžikistan Kirgistan BiH EU 27 Pozicija Indeks 4.19 4.18 4.02 3.85 3.79 3.78 3.75 3.67 3.62 3.51 3.50 3.47 3.38 3.20 3.07 4.81 Izvor:
LL@(15604) Š7Ë. => WEF Od jedanest istočno-evropskih zemalja koje nijesu članice Evropske unije Crna Gora je sa ocjenom 4,19 najbliža ispunjenju ciljeva Lisabonske strategije ekonomskih i strukturnih reformi.
LL@(15605) According to the 2010 Lisbon Review, Montenegro is better than Croatia, and being positioned at the top, has become the top reformer among the countries non-members of the EU. => Š7Ë Crna Gora je, kako je navedeno u izvještaju Lisabonski pregled 2010, bolja od Hrvatske i zauzevši prvo mjesto postala »top reformator« među zemljama koje nijesu članice EU.
LL@(15606) Also, Montenegro has overtaken the five lowest ranked member-countries of the EU Greece, Poland, Italy, Romania, and Bulgaria. => Crna Gora je nadmašila i pet najniže rangiranih zemalja članica EU - Grčku, Poljsku, Italiju, Rumuniju i Bugarsku.
LL@(15607) Croatia is positioned second on the list, with a mark of 4.18 and is ranked equal to Greece; Azerbaian overtook Romania and Bulgaria, while Turkey and Macedonia are positioned higher than Bulgaria. => Hrvatska je drugorangirana sa ocjenom 4,18 i u rangu je sa Grčkom, a ispred četiri niže rangirane zemlje EU, dok je Azerbejdžan nadmašio Rumuniju i Bugarsku, a Turska i Makedonija, Bugarsku.
LL@(15608) The most successful nonmembers and prospective candidates have achieved higher marks compared to the total number of present member-countries. => Najuspješnije nečlanice i potencijalni kandidati dobijaju bolje ocjene od ukupnog broja sadašnjih članica.
LL@(15609) Montenegro is best in the area of financial services and social inclusion, with marks higher than the average marks of the 12 new members of the EU. => Crna Gora je najbolja u oblastima finansijskih usluga i socijalne uključenosti, gdje ima ocjene iznad prosjeka 12 novih članica EU.
LL@(15610) In these areas its marks amount to 4.74 and 4.28, respectively. => Iz tih oblasti Crna Gora je dobila ocjene 4,74 i 4,28.
LL@(15611) The country is also ranked high in the areas of sustainable growth, 3.9 (second position, below Croatia), in network industry, 4.6. => Dobre ocjene Crna Gora je dobila i za održivi razvoj, 3,9, gdje je na drugoj poziciji, iza Hrvatske, za mrežnu industriju sa 4,6.
LL@(15612) In the area of liberalization, Montenegro is on the second position, with a mark of 4.34, and in business environment area it occupies the sixth position, with the mark of 4.32. => Prema liberalizaciji, Crna Gora je na drugom mjestu saocjenom 4,34, a prema poslovnom okruženju na šestom, sa ocjenom 4,32.
LL@(15613) The two bottom positions on the list of 11 East-European countries belong to Albania and Bosnia and Herzegovina, with marks 3.47 and 3.07, respectively. => Na listi 11 istočno-evropskih zemalja poslednja dva mjesta zauzimaju Albanija i Bosna i Hercegovina sa ukupnom ocjenom 3.47 i 3.07. 8.
LL@(15614) 8. => Zakjučak Iz svega navedenog možemo zaključiti sledeće.
LL@(15615) Conclusion On the basis of the facts presented a following conclusion can be drawn: the World Economic Forum based its research into the competitiveness on the Global Competitiveness Index (GCI), a comprehensive index used to measure microeconomic and macroeconomic foundations of a national competitiveness. => Svjetski ekonomski forum je bazirao svoje istraživanje konkurentnosti na Indeksu globalne konkurentnosti(GCI), sveobuhvatnom indeksu koji mjeri mikroekonomske i makroekonomske temelje nacionalne konkurentnosti.
LL@(15616) According to the WEF, competitiveness is defined as a set of institutions, policies and factors that determine the productivity level of a country. => Prema WEF konkurentnost se definiše kao skup institucija, politika i faktora koji određuju nivo produktivnosti jedne zemlje.
LL@(15617) The GCI is composed of 12 individual pillars (subindices) that can be classed into three categories: basic requirements, efficiency, and innovation. => GCI je sastavljen od 12 pojedinačnih stubova (podindeksa) koje možemo grupisati u tri cjeline: osnovni uslovi, efikasnost i inovacije.
LL@(15618) Each individual pillar describes one aspect of a complex concept called competitiveness. => Svaki od pojedninačnih stubova govori o jednom aspektu složenog koncepta koji nazivamo konkurentnost.
LL@(15619) The developmentphase concept is integrated into the Index, emphasizing the pillars relevant for the country and its current level of development. => Koncept Faza u razvoju je integrisan u Indeks, dajući veći naglasak onim stubovima koji su relevantni za zemlju i njen trenutni nivo razvoja.
LL@(15620) Similarly, although we have all the 12 pillars for each country individually, the importance of some of them depends on the phase the country is in. => Takođe, iako imamo svih 12 stubova pojedinačno za svaki zemlju, značaj pojedinih zavisi od faze u kojoj se zemlja nalazi.
LL@(15621) Each country covered by the research is ranked in relation to other countries: on a 1-7 scale, where 7 is the maximum score, i.e., the rank that places the respective country among the developed countries by the individual subindex or pillar. => Svaka zemlje obuhvaćena istraživanjem rangira se u odnosu na druge zemlje i to: u rasponu 17 gdje je 7 maksimalni iznos ili rang koji zemlju svrstava u razvijene po pojedinom podindeksu ili stubu.
LL@(15622) According to the 2009 WEF Report, Montenegro ranks 62nd out of 134 countries, measured by the Global Competitiveness index, with a total score of 4.2 on the 1-7 scale. => Prema izvještaju WEF za 2009. godinu Crna Gora se kada je u pitanju Globalni indeks konkurentnosti na 62 mjestu od 134 zemlje, a ukupan rezultat je 4,2 od ukupno 7.
LL@(15623) The score is improved by 20 positions, compared to year 2007. => Rezultat je popravljen u odnosu na 2007 godinu za 20 pozicija.
LL@(15624) Montenegro scored highest marks in the area of financial market efficiency, where it is ranked the 17th country in the world. => Crna Gora je najbolje ocijenjena kada je u pitanju efikasnost finasijskog tržišta i po tom osnovu se nalazi na visokom 17 mjestu u svijetu.
LL@(15625) In view of the Institutions pillar, Montenegro is ranked 52nd, a progress compared to year 2007, when it occupied the 78th position. => Prema Institucijama, Crna Gora je rangirana na 52 mjestu, napredak u odnosu na 2007 godinu kada je bila na 78 poziciji.
LL@(15626) Similarly, the goods market efficiency and higher marks of the third pillar of competitiveness raised the country from position 91 to position 58 in 2009. => Takođe, efikasnost tržišta dobara i bolje ocjene ovog stuba konkuretnosti su uticale na poboljšanje pozicije sa 91. na 58. mjesto. za 2009 godinu.
LL@(15627) The consequences of the global crisis affected the Macroeconomic stability pillar in 2009, placing the country on position 70 out of 134 countries. => Posledice globalne krize uticale su na rezultat u okviru stuba Makroekonomska stabilnost za 2009 godinu i on je dosta lošji sa 70. pozicijom od 134.
LL@(15628) The lowest scores are found in the areas of market size (position 124), infrastructure (position 93), business sophistication (position 80). the results in Measuring the competitiveness enables the economists to identify the basic problems in development as well as to make suggestions to the creators of macroeconomic policy as to how they should act in certain situations. => Najlošije ocjene ima kada su u pitanju veličina tržišta - 124 mjesto, zatim infrastruktura - 93, poslovna sofisticiranost 80. pozcija. ~~~ Mjerenje konkurentnosti omogućava ekonomistima indentifikaciju ossnovnih razvojnih problema kao i davanje sugestija kreatorima makroekonomske politike kako da postupaju u određenjim situacijama.
LL@(15629) Š8Ë The GCI and the World Economic Forum Lisbon Review are methodologically and practically good research works with an impact upon the quality of management as well as upon the economic progress of certain countries. => Š8ËGCI indeks i Lisabonski pregled Svjetskog ekonomskom foruma su metodološki i praktično dobra istraživanja koja utiču na kvalitet upravljanja kao i ekonomsko napredovanja određenih zemalja.
LL@(15630) REFERENCE Š1Ë The Global Competitiveness Report © 2009 World Economic Forum2009-2010. ~~~ Š2Ë Lovrinčević @eljko; Mikulić Davor; Rajh Edo, Usporedba pokazatelja konkurentnosti hrvatskog gospodarstva - objektivni statistički pokazatelji i subjektivne percpecije, Zagreb, Mate d.o.o. , 2007. ~~~ Š3Ë Cvetanović S., \urovic G., , Privredni razvoj, Ekonomski fakultet Podgorica, Podgorica. => LITERATURA Š1Ë The Global Competitiveness Report © 2009 World Economic Forum2009-2010. Š2Ë Lovrinčević @eljko; Mikulić Davor; Rajh Edo, Usporedba pokazatelja konkurentnosti hrvatskog gospodarstva - objektivni statistički pokazatelji i subjektivne percpecije, Zagreb, Mate d.o.o. , 2007. Š3Ë Cvetanović S., \urovic G., , Privredni razvoj, Ekonomski fakultet Podgorica, Podgorica.
LL@(15631) 1996. ~~~ Š4Ë Strategija Evropa 2020 godine,Evropska komisija, Brisel, 3.3.2010 COM (2010) 2020. ~~~ Š5Ë World Economic Forum, The Lisbon Review, 2010. ~~~ Š6Ë Dr. \urica A. , , Međunarodni ekonomski odnosi , Pigmalion, Novi Sad. => 1996. Š4Ë Strategija Evropa 2020 godine,Evropska komisija, Brisel, 3.3.2010 COM (2010) 2020. Š5Ë World Economic Forum, The Lisbon Review, 2010. Š6Ë Dr. \urica A. , , Međunarodni ekonomski odnosi , Pigmalion, Novi Sad.
LL@(15632) 2003 Š7Ë \urovic G., , Crna Gora : od spoljnotrgovinske ka fakultet evropskoj Podgorica,study material, Podgorica. ~~~ 2009. => 2003 Š7Ë \urovic G., , Crna Gora: od spoljnotrgovinske ka evropskoj uniji, Ekonomski fakultet Podgorica,skripta, Podgorica.
LL@(15633) Ekonomski uniji, Š8Ë Ekonomist, vol.44, Evropske integracije kako dalje?, Savez ekonomista Srbije i Crne Gore, Beograd. => 2009. Š8Ë Ekonomist, vol.44, Evropske integracije kako dalje?, Savez ekonomista Srbije i Crne Gore, Beograd.
LL@(15634) 2006. => 2006.
LL@(15635) New Paradigm of Management: the Commitment to Innovation and Sustainable Competitive Advantage UDC: 005.32:331.101.3 ; 005.96 Valentina Malešević Information and Communication College, Belgrade The environment in which companies operate in the 21st century requires management to respond to the challenges relating to entirely new paradigms of management processes, primarily to employees in the direction of maintaining strategic performance and competitive advantage. => Nova paradigma menadžmeta: od posvećenosti do inovativnosti i održive konkurentske prednosti UDK: ~~~ 005.32:331.101.3 ; 005.96 Valentina Malešević Visoka škola za informacione i komunikacione tehnologije Beorad Okruženje u kojem deluju kompanije u 21. veku zahteva od menadžmenta da odgovori na izazove koji se odnose na potpuno nove paradigme procesa upravljanja, a pre svega prema zaposlenima u pravcu održanja strateških performansi i konkurentske prednosti.
LL@(15636) The main objective of this paper is to highlight the challenge that is before the management, which is that it necessarily has to create such a working environment that encourages each employee to make their best, and be committed to and fully engaged. => Osnovni cilj ovog rada je da istakne izazov koji je pred menadžmentom, a to je da on nužno mora stvoriti takav radni ambijent koji svakog zaposlenog podstiče da daje najbolji deo sebe, odnosno da bude posvećen i potpuno angažovan.
LL@(15637) The paper analyzes the necessity of innovation management system, the current state of engagement of employees, commitment of employees as a route to continuous innovation and guidelines for management towards employee commitment. ~~~ 1. => U radu se analizira nužnost inovacije menadžment sistema, trenutno stanje angažovanosti zaposlenih, posvećenost zaposlenih kao put ka kontinuiranoj inovativnosti i smernice za upravljanje ka posvećenosti zaposlenih. 1.
LL@(15638) Introduction The environment in which companies do business in the 21st century is characterised by a host of challenges and uncertainty. => Uvod Okruženje u kojem deluju kompanije u 21. veku je puno izazova i neizvesnosti.
LL@(15639) The new era triggered a large number of issues and a necessity that paradigms be changed in the process of company management. => Novo vreme je pokrenulo veliki broj pitanja i nužnosti izmene paradigmi u procesu upravljanja kompanijama.
LL@(15640) With an accellerating rhythm of changes, an increasing number of companies are found on the wrong side of the change curve, and a competitive advantage is likely to expire even much faster1. ~~~ Overtaking the competition is not so much a consequence of market power as it is a result of skillful negotiations. => Kako se ritam promena ubrzava sve je veći broj preduzeća koja se nalaze na pogrešnoj strani krive promena, a konkurentska prednost se gubi mnogo brže.1 Postaje sve izraženija tendencija da pobeda nad konkurencijom je manje posledica tržišne moći, a više je posledica umešnog pregovaranja.
LL@(15641) From the traditional approach to performing an obligation towards the community, the corporate responsibility embraces a new approach of delivery as a strategy. => Korporativna odgovornost sa tradicionalnog pristupa ispunjavanja obaveza prema zajednici prelazi na novi pristup davanja kao strategije.
LL@(15642) The world of digitalization is increasingly characterised by the need that information and ideas be free, hence the firms creating and selling intellectual work encounter certain problems. => Svet digitalizacije sve više odlikuje potreba da informacije i ideje budu slobodne, te se javaljaju veliki problemi kod preduzeća koje stvaraju i prodaju intelektualni rad.
LL@(15643) The Internet allowed for the consumers to control the situation more than ever before2. => Interent je omogućio da danas, potrošači kontrolišu situaciju više nego ikada pre2.
LL@(15644) They obtain perfect information, therefore there is less and less space for average quality products and services. => Oni dobijaju savršene informacije te je sve manje mesta za prosečne proizvode i usluge.
LL@(15645) A new truth in the economic environment is also reflected in the fact that a new company is possible to improve in a much shorter time as life cycles of strategies become shorter and technological advantage is of a short date. => Nova istina u privrednom okruženju ogleda se i u tome da je novo preduzeće moguće ojačati mnogo brže jer se životni ciklusi strategija skraćuju, a tehnološka prednost je kratkog veka.
LL@(15646) The power of outsourcing and that of a global approach to the Internet are greater and greater, and extremely low prices of communications and the globalization open the doors to a large number of new competitors who offer remarkably low prices. => Moć autsorcinga i globalnom pristupu interneta, je sve izraženija, a izuzetno niske cene komunikacija i globalizacija otvaraju prostor velikom broju novih konkurenata koji nude veoma niske cene.
LL@(15647) Such new environment requires new organizational and managerial competences. => Takvo novo okruženje zahteva nove organizacione i menadžerske sposobnosti.
LL@(15648) In order to survive, the companies have to become strategically adaptive and operationally more efficient than ever before. => Da bi opstale, kompanije moraju postati i strateški prilagodljive i operativno efikasnije više nego ikada pre.
LL@(15649) The managemnt has to: encourage innovation, build new tools for an efficient capital allocation, cherish and improve the intangible assets in a completely new way, encourage, use and reward the creativity and innovativeness of the employees. => Menadžment mora: podsticati inovacije, graditi nove alate za efikasno alociranje kapitala, negovati i unapređivati neopipljivu imovinu na potpuno novi način, podstaknuti, iskoristiti i nagraditi kreativnost i inovativnost zaposlenih.
LL@(15650) All the above quoted point to the importance and power of the people who work, from the top management to the basic line of the employees. => Sve navedeno ukazuje na značaj i moć ljudi koji rade, od vrha menadžmenta do prve linije zaposlenih.
LL@(15651) We notice a great power of resources that is increasingly underlined today, and this is an engaged, committed, labour force. => Uočava se snažna moć resursa koja se danas sve više ističe, a to je angažovana, posevećena radna snaga.
LL@(15652) The management, therefore, has to change the paradigm of relationships towards the resource that is called the employee. => Dakle, menadžment mora promeniti paradigmu odnosa prema resursu koji se zove zaposleni.
LL@(15653) From the intellectual feudalism paradigm: why is it that whenever I want to employ a pair of hands, I get a brain alongside3 it changes to I want to encourage the spirit of enterprise, creativity, and innovativeness in every man. => Sa paradigme intelektualnog feudalizma: zašto uvek kada tražim par ruku dobijem uz njih i mozak, 3 na želim da podstaknem preduzimljivost, kreativnost, inovativnost svih.
LL@(15654) The advantages of the new paradigm of relations to the employees are embraced by many successful companies as their sustainable competitive advantage that is hard to copy. => Prednosti nove paradigme odnosa prema zaposlenima mnoge uspešne kompanije koriste kao svoju održivu konkurenstku prednost koju je teško kopirati. 2.
LL@(15655) 2. ~~~ Management innovation as necessity On the basis of observation of significant changes that have taken place on the technology, life style and geopolitical fields in the last fifty years a conclusion can be drawn that management technology develops at a snails pace Š1, p.34Ë. => Nužnost inovacije menadžmenta Posmatranjem značajnih promena koje su u poslednjih pedesetak godina nastupile na području tehnologije, životnog stila i geopolitike u odnosu na menadžment tehnologiju može se zaključiti da se ona razvija puževim korakom Š1, str.34Ë.
LL@(15656) The majority of the todays managemnt patterns are somewhat different from the ones 1 Whether we talk abour airlines, generally known trade marks, tv networks, pharmaceutical companies, car manufacturers. => Većina današnjih obrazaca menadžmenta je malo drugačija od onih koji su vladali u prethodnim generacijama, dok se okruženje drastično promenilo.
LL@(15657) 2 In the past, the customer loyalty used to result from ample reasearc costs and limited information so the companies often profited from the customers ignorance. => Hijerarhija i birokratija su i dalje dominantni stubovi.
LL@(15658) 3 A well known Henry Fords sentence used to illustrate that in the early twentieth century the plain workers intelligence was belittled. => Od menadžera na višim nivoima kao najpametnijim i najkvalifikovanijim i dalje se očekuje da poslušno delu 1 Bilo da se radi o aviokompanijama, opšte poznatim robnim markama, tv mrežama, farmaceutskim kompanijama, proizvođačima automobila. 2 U prošlosti je lojalnost potrošađa često bila posledica velikih troškova istraživanja i ograničenih informacija i kompanije su često profitirale zahvaljujući neznanju potrošača. 3 Poznata rečenica Henrija Forda koja se koristi da bi ukazala da se u periodu s početka dvadesetog veka ineligencija radnika prvog nivoa omalovažavala do te mere.
LL@(15659) Unfortunately, some managers today can still be identified with that managerial dogma about the resource that is not timely employed and encouraged. prevailing in the previous generations, while the environment has suffered enormous changes. => Na nesreću i danas se neki menadžeri mogu izjednačiti sa menadžerskom dogmom kada je reč o resursu koji nije iskorišćen i podstican na pravi način. ju u skladu sa odlukama direktora.
LL@(15660) The hierarchy and bureucracy are still the dominant pillars. => 
LL@(15661) The top managers, as most intelligent and most qualified, are expected to act in accordance with the directors decisions. => Niže menadžere i dalje postavljaju viši meandžeri.
LL@(15662) The lower-level managers are still appointed by the higher-level managers. => 
LL@(15663) The strategy is still defined by the most important people in the company. => Srategiju i dalje određuju čelni ljudi.
LL@(15664) Everything is still besed on the Taylors scientific principles of modern management at the beginning of the last century. => Sve je i dalje zasnovano na Taylorovim naučnim principima modernog menadžmetna.s početka prošlog veka.
LL@(15665) The above quoted opens the issue of the necessity of innovating the management paradigm. => Navedeno nameće problematiku nužnosti inoviranja paradigme menadžmenta.
LL@(15666) Because, if the Taylors management principles were revolutionary then, and if Henry Fayol defined management as an activity of planning, organization, conducting, motivating, and control, which the 21st century managemnt could hardly extend, then todays business environment urges that, one hundred years later, some real innovations have to be introduced. => Jer, ako su Teylorovi principi menadžmenta tada napravili revoluciju, a Hanry Fayol definisao posao menadžmenta na planiranje, orgnizovanje, vođenje, motivisanje i kontrolisanje na koju bi menadžment 21. veka malo šta mogao dodati, onda današnje poslovno okruženje nužno nameće potrebu da se posle sto godina zaista mora nešto drastično, inovirati.
LL@(15667) Anything they could significantly change the todgays managemnt practice for the purpose of business efficiency and effectiveness and competitive advantage sustainability can be defined as innovation. => Sve što bi značajno promenilo današnju praksu menadžmenta, a u funkciji efikasnosti i efektivnosti poslovanja i odražanja konkurentske prednosti moglo bi se nazvati inovacijom.
LL@(15668) The management innovation includes the change in the organizational structures and roles that create values. => Inovacija menadžmenta obuhvata promene organizacionih struktura i uloga koje stvaraju vrednosti.
LL@(15669) The companies consist of business units, departments, work groups, relations with suppliers, partners and major customers. => Kompanije se sastoje od poslovnih jednica, odeljenja, radnih grupa, veza sa dobavljačima, partnerima i najvažnijim potrošačima.
LL@(15670) The new method of linking these groups may be considered an innovation of management Š1, p.20Ë. Major advances in the management practice often lead to important changes that make it difficult to competition to respond to. => Novi način povezivanja ovih delova može predstavljati inovaciju menadžmeta Š1, str.20Ë. ~~~ Najveći napretci u praksi menadžmenta često vode do značanih promena koje konkurentima otežava odgovor na ove izazove.
LL@(15671) The advantages of systemic innovation are reflected in the network of individual innovations that permeate numerous management processes, which is rather hard to immitate. => Prednosti sistemskih inovacija se ogledaju u mreži pojednačnih inovacija, koje se protežu kroz više menadžerskih procesa, što je teže kopirati.
LL@(15672) Namely, even a superficial insight into a competition management practice has a limited value if anybody tries to copy it4. => Jer, nekoliko porvšnih uvida u menadžersku praksu konkurenata ima ograničenu vrednost kada neko pokušava da to kopira4.
LL@(15673) Innovation, therefore, is a new competitive advantage, however, it has to stem from a managerial innovation system. => Dakle, inovacije su nova konkurentska prednost ali ona mora da potiče od menadžerskog sistema inovacija.
LL@(15674) Its importance is greatest in the hierarchy of all the effective innovations since it results into a decisive and long-term advantage. => Ona ima najveći značaj u hijerarhiji svih delotovornih inovacija jer vodi do odlučujuće i dugoročne prednosti. ~~~ Na primer: inovacije operacija:
LL@(15675) For example: operational innovation: IT infrastructure, outsourcing5 and offshoring can still be benchmarked; product innovation: things can be imitated immediately; strategy innovation: products-brands at low prices, low-cost airlines that spread at highest speed or are benchmarked. => IT infrastruktura, outsourcing5 i offshhoring, se ipak mogu benčmarkingovati; inovacija proizvoda: danas se munjevitom neodbranjivom brzinom može imitirati; inovacija strategije: prozvodi-marke po niskim cenama, nisko budžetne avio kompanije i one se već munjevito šire ili benčmarkinguju.
LL@(15676) The management information has a unique capacity that is difficult to imitate, because it is as if you should change your religion. => Inovacija menadžmenta ima jednistvenu sposobnost koju je teško kopirati jer to je kao kada treba da promenite versku opredeljenost.
LL@(15677) The majority of directors find it easier to recognize the merits of the business model that brings a general tumult than do away with the basic principles of fundamental attitudes on managemnt Š1,p.34Ë The modern environment is characterised by one important feature: an uncontrolled accelerating rate of change. => Većini direktora lakše je priznati zasluge poslovnog modela koji donosi sveopštu pometnju nego napustiti osnovna načela bazičnih uverenja o menadžmentuŠ1, str.34Ë. ~~~ Savremeno okruženje ima jednu značajnu karakteristiku: nekontrolisano ubrzavajući ritam promene.
LL@(15678) Thus the balance between the promising situations and the threats for any organization depend on its ability to adjust. => Tako da, ravnoteža između obećavajućih situacija i opasnosti za svaku organizaciju zavisi od njene sposobnoti prilagođavanja.
LL@(15679) This normally raises a question of: if the environment changes fast and without control, which speed do the organizations change at? => Odnosno, nužno se nameće pitanje, da, ako se okruženje nekontrolisano ubrzano menja, kojom brzinom se organizacije menjaju?
LL@(15680) The answer is, of cource, well known and negative. => Odgovor je naravno, poznat i negativan.
LL@(15681) Therefore it is necessary that organizations be created that are capable of permanent renewal, that do not bring any shocks, since any late adjustment costs dearly, sometimes too dearly6. => Zato je nužan cilj, stvoriti organizacije koje su sposobne za neprestano obnavaljanje, koje sa sobom ne nose nikakve šokove jer svako zakasnelo prilagođavanje košta drastično mnogo, a neke i pogubno mnogo6.
LL@(15682) Excessive investment into what is settled, known in relation to what could become if change is implemented is the reason that many a company risks its future7. => Prekomerno ulaganje u ono što je ustaljeno, poznato u odnosu na ono što bi promenom moglo biti je razlog zbog kojeg mnoga preduzeća redovno dovode u pitanje svoju budućnost7.
LL@(15683) Investment into what could be has become the only path that leads to survival and prosperity in a world of ruthless competition. => Ulaganje u ono što bi moglo biti je postao jedni put koji vodi opstanku i prosperitetu u svetu neumoljive konkurencije.
LL@(15684) Many companies that introduced innovation, implemented the blue ocean strategy Š3, p.17Ë and made a turnround in their business operations did so in that they took the advantage of the first move in one of the three dimensions: they have the concept, they have the customer and/or they have specific skills Š2, p.229Ë The strategic renewal, however, usually starts with an attempt to improve that initial advantage. => Mnoge kompanije koje su ostvarile inovacije, primenile strategiju plavog okeana Š3, str.17Ë i donele preokret u sopstvenoj delatnosti učinile su to tako što su iskoristile prednost prvog poteza u jednoj od tri dimenzije: poseduju koncept, poseduju potrošača i/ili poseduju specifične sposobnosti. ~~~ Š2, str.229Ë. ~~~ Međutim, strateška obnova obično počinje nastojanjem da se ta početna prednost usavrši.
LL@(15685) In the long run, the continual success becomes a matter of entering a completely new cycle of advantages. => U krajnjem ishodu, kontinuirani uspeh postaje pitanje ulaska u potpuno nov ciklus prednosti.
LL@(15686) Successful companies have to create strategic spirals in which the end of one cycle of advantages marks the beginning of another, new one Š2, p.229Ë. => Uspešne kompanije moraju da stvore strateške spirale u kojima kraj jednog ciklusa prednosti označava početak novog Š2, str.229Ë.
LL@(15687) All the above quoted suggests that three major challenges the company managers encounter in this new century Š1, p. 41Ë are as follows: 1. a dramatic acceleration of strategic renewal in both large and small organizations; 2. achieving a situation in which innovation is a daily job of all people; and 3. creating an especially favourable work milieu that motivates every employee to do their best. => Iz svega navedenog, tri najveća izazova sa kojima se susreću menadžeri kompanija u novom veku sve više se odnose na Š1, str.41Ë: ~~~ 1. dramatično ubrzavanje ritma strateške obnove u velikim i malim organizacijama; 2. postizanje situacije u kojoj je inovacija svakodnevni posao svih ljudi i 3. stvaranje posebno dobrog radnog ambijenta koji svakog zaposlenog podstiče da daje najbolje od sebe.
LL@(15688) 4 It would be as if you imagined to weave a Persian rug from a few threads of silkŠ1, p.31Ë 5 Synergy is not in any longer, outsourcing is. => U ovom radu posebna pažnja posvećena je izazovu stvaranja izuzetno dobrog radnog ambijenta koji svakog za 4 To bi bilo kao kada biste zamislili da pokušate da napravite persijski tepih sa nekoliko niti svile.
LL@(15689)  => Š1, str.31Ë 5 Sinergija nije više u modi, autsourcing jeste.
LL@(15690) The managers used to believe that 2+2=5. => Rukovodioci su nekada verovali da je 2+2=5.
LL@(15691) Now, 5+2=7, since the more subsidiary operations you do outside the firm, the more value you get. => Sada je 5-2=7, jer što više sporednih aktivnosti obavljate van firme, dobijate veću vrednost.
LL@(15692) The new model settles gradually. => Novi model se polako ustaljuje.
LL@(15693) It is estimated that from 1998-2000 a number of companies that outsource production trippled. => Procenjuje se da se od 1998.do 2000. broj kompanija koje proizvodnju prepuštaju drugima utrostrušio.
LL@(15694) Š2, p. 221Ë 6 IBM, Apple, Nissan, Kodak, Sony, General Motors ... experience 7 The management is often more prone to risk in order to avoid losses instead to risk in order to earn profits. => Š2, str.221Ë 6 Iskustva IBM, Apple, Nissan, Kodak, Sony, General Motors ...
LL@(15695) Special ettention in this article is paid to the challenge of creating a highly favourable work milieu that motivates every employee to do their best, that is, to be defined as a committed and engaged worker. ~~~ 3. => 7 Menadžment ?esto razmišlja na način da je skloniji riziku da bi izbegao gubitke, a ne da bi ostvario dobit. poslenog podstiče da daje najbolje od sebe, onosno da se može definisati kao posvećen-angažovan radnik. 3.
LL@(15696) Employee committment is a path to innovation In the times of the domination of the markets that feed on information and grow thanks to the information, organizations necessarily feed on ideas. => Posvećenost zaposlenih je put ka inovatinosti U doba dominacije tržišta koja se munjevito hrane informacijama i zahvaljujući njima rastu, organizacije se nužno hrane idejama.
LL@(15697) Innovation is not created by markets, it is created by proactive companies that consider succes a maximum creation of value by satisfying real customers needs in an innovative manner Š2, p. 221Ë. => Tržišta ne stvaraju inovacije, već proaktivne kompanije kojima je uspeh maksimalno stvaranje vrednosti zadovoljavnjem realnih potrošačkih potreba na inovativan način Š2, str.221Ë.
LL@(15698) Such companies have created a work milieu that motivates an increasing number of employees to earn a status of the committed, and consequently innovative workers. => Takve kompanije imaju radni ambijent koji podstiče sve veći broj zaposlenih da imaju status posvećenih, a onda i inovativnih.
LL@(15699) Such a paradigm of relations to the employees is an innovation of a systemic character that leads towards modern competitiveness and the adaptation capability. => Ovakva paradigma odnosa prema zaposlenima predstavlja inovaciju sistemskog karaktera koja vodi ka savremenoj kompetetivnosti i sposobnosti prilagođavanja.
LL@(15700) We therefore deal with two aspects of perception of the process achieving innovativeness that is a precondition of modern operations on the market. => Dakle imamo dva aspekta posmatranja procesa dostizanja inovativnosti koja predstavlja uslov savremenog funkcionisanja na tržištu.
LL@(15701) One aspect are the employees and their competences, skills, qualifications and the value system, whereas the other refers to employers and their readiness to change the pattern of valuating the employees as an important resource of innovation resulting from committment. => Prvi aspekt su zaposleni i njihove sposobnosti, veštine, kvalifikacije i sistem vrednost. ~~~ dok se drugi odnosi na poslodavce i njihove spremnosti promene obrasca vrednovanja zaposlenih kao značajnog resursa inovativnost koje potiče od posvećenosti. 3.
LL@(15702) 3.1. ~~~ The perception of employee committment The average employers perception today can be described as follows: they seek for the methods and opportunities to ensure growth or at least survival, and consider the payroll to be an enormous expenditure, perhaps the largest of all. => Percepcija posvećenosti zaposlenih Prosečno stanje percepcije poslodavaca danas se može opisati: oni traže načine i mogućnosti koji im mogu obezbediti rast ili jednostavno opstanak, a platni spi sak predstavlja ogroman trošak ili čak najveći.
LL@(15703) There is, however, a significant potential that failed to be rightly articulated for the purpose of minimizing the negative and maximizing the positive effects. => Međutim, tu postoji značajan potencijal koji nije na prvi način artikulisan u funkciji minimiziranja negativnih i maksimiziranja pozitivnih efekata.
LL@(15704) These are the aspects of perception of the engaged employees as the source of improving the business performance, who in the long run achieve larger incomes and larger profits, and besides, they provide innovation support, a competitive advantage and a strategic sustainability. => Reč je o aspektima percepcije angažovanih radnika kao izvora za povećanje performansi poslovanja koji u konačnom ishodu daju veće prihode i veću dobit i ne samo to, oni daju inovativnu podršku, konkurentsku prednost i stratešku održivost.
LL@(15705) Where does the importance of this perception of the employees who are the resource for improving business performancelie? => U čemu je značaj ove percepcije zaposlenih kao resursa za povećanje performansi poslovanja?
LL@(15706) The importance lies, A. Schveyer Š4, p.2Ë mainatins, in the very identification of a vast potential of the committed and engaged employee, as opposed to a disengaged or a non-engaged employee. => Značaj je, navodi A. Schveyer Š4, str.2Ë, upravo u identifikovanju ogromnog potencijala u posvećenom - angažovanom zaposlenom, nasuprot dezangažovanom i neangažovanom zaposlenom.
LL@(15707) The traits of the above mentioned employees are described in Table 1. => Odlike navedenih zaposlenih date su u Tabeli 1.
LL@(15708) Every manager would appreciate it if engaged employees were dominant in the structure of the employees, and if others are as small a minority as possible (or non-existant at all). => Svaki menadžer bi želeo da u strukturi svojih zaposlenih dominiraju angažovani zaposleni, a da ostalih ima u što manjem procentu (ili ih uopšte nema).
LL@(15709) The principles and processes of the present, modern management are characterised by certain constraints reflected in a sort of disregard for fostering the competences, originality, courage and enthusiasm in the employees. => Načela i procesi postojećeg, savremenog menadžmenta imaju određena ograničenja koja se ogledaju u nedovoljnom respektovanju podsticaja sposobnosti, originalnosti, odvažnosti i entuzijazmu koje nose zaposleni.
LL@(15710) On the contrary, much importance is attached to discipline, punctuality, economising, common sense and order, i.e., to formal excellence. => Dok, veliki značaj zauzima disciplina, tačnost, ekonomičnost, razumnost i red, odnosno sve se svodi na formalnu izvrsnost.
LL@(15711) The result is that a large number of organizations operate below their real potentials Š1, p.57Ë. Fully engaged Non-engaged Disengaged ready and able to contribute to the companys success; high level of discretional investment in the form of additional work and energy; prospective innovators; rarely absent from work; often used as synonym for motivated and loyal worker; adopt companys goals as their own and make best efforts to achieve them; emotionally committed to company, optimistic in viewing the companys future; important and valuable ambassadors of the company. not goal-oriented; task oriented; assigned a task, they accomplish the task, switch off until the next task; feel their contribution is not valued and paying accordingly; no productive relationships with managers and collaborators; do not implement thir inventiveness and creativity; potential not used. absent, switched off even when at work; often pessimistic in changes and creation or adoption of new ideas; high level of absenteeism; spread negative effect including prospective customers, consumers; prone to undermining work atmosphere and have impact upon non-engaged workers; potential carriers of high risks that can seriously harm the company. ~~~ Table 1. => Rezultat toga je veliki broj organizacija koje rade ispod svog potencijala Š1, str.57Ë. ~~~ Potupno angažovani spremni i sposobni da doprinesu uspehu kompanije; visok nivo diskrecionog ulaganja u vidu dodatnog rada i energije; potencijalni inovatori; retko su odsutni sa posla; često se koristi kao sinonim za motivisanog i lojalnog radnika; ciljevi preduzeća se prihvataju kao soptveni i maksimalno se trude da ih ispune; emotivno su privrženi kompaniji, optimizam u viđenju budućnosti odrade se do zadatak, isključuju Neangažovani nisu ciljno orijentisani; orijentisani su na zadatak; dobiju zadatak, narednog zadatka; osećaju da se njihov doprinos nije vrednovao i isplatio; nemaju produktivne odnose sa menadžerima i saradnicima; ne koriste svoju inventivnost i, kreativniost; neiskorišćen potencijal. ~~~ Dezangažovani odsutni, isključeni čak i kada su na poslu; često pesimisti u promenama i kreiranju ili usvajanju novih ideja; imaju visok nivo odsutnosti; šire negativan uticaj oko sebe, uključujući potencijalne kupce, potrošače; imaju sklonosti ka podrivanju radne atmosfere i utuču na neangažovane radnike; potencijalno nose rizike od velikih šteta koje mogu naneti kompaniji. kompanije; značajni i dragoceni ambasadori kompanije.
LL@(15712) Employee types and characteristics according to engagement level Similarly, the management has to measure their nonengaged employees level and implement a new concept to transfer as many as possible of them into the level of committed and engaged employees. => Tabela 1 Vrste i karakteristike zaposlenih prema nivou angažovanosti Takođe, menadžment mora da utvrdi nivo svojih neangažovanih zaposlenih i da ih novim konceptom prevede u što većem procentu u nivo posvećenih, angažovanih zaposlenih.
LL@(15713) According to the 2008 research conducted by Towers Perrin, described in Table 2, the level of non-engaged is a serious threat to the survival and development of any organization. => Prema istaraživanju Towers Perrin, iz 2008. koji su dati u Tabeli 2, nivo neangažovanih je velika pretnja za opstanak i razvoj svake kompanije.
LL@(15714) According to one study Š8Ë, the costs of demotivated labour force in the USA economy amounts to billions. => Prema jednom istraživanju Š8Ë, troškovi demotivisane radne snage u ekonomiji SAD mere se milijardama.
LL@(15715) On the other hand, Schveyer A. Š4Ë stresses, motivated, engaged employees work in a smarter way, they try to find the ways to improve performance. => S druge strane, ističe Schveyer A. Š4Ë, motivisani, posvećeni, angažovani radnici rade pametnije, ne teže, oni traže načine da poboljšaju performasne.
LL@(15716) The effects of such committment are a higher level of sales, cost reduction, a higher quality and innovativeness of the products or services. => Efekti takve posvećenosti su viši nivo prodaje, smanjenje troškova, bolji kvalitet i inovativnost proizvoda ili usluga.
LL@(15717) They communicate, share information with their colleagues, they transfer ideas, suggestions and advice. => Oni komuniciraju, dele informacije sa kolegama, oni prenose ideje, sugestije i savete.
LL@(15718) All this results into better performance, satisfied and hence loyal customers and higher profits. => Sve ovo dovodi do boljih performansi, zadovoljnih i lojalnih kupaca i većih profita.
LL@(15719) The managements competence is reflected in the structure of the employees, from fully engaged to nonengaged workers. => Sposobnost menadžmenta ogleda se u strukturi zaposlenih od potpuno angažovanog do neangažovanog radnika.
LL@(15720) Sadly, many managers still ignore this fact about non-engaged workers, i.e., about unemployed potential and protect themselves with obsolete paradigms of leading their employees. => Mnogi menadžeri na nesreću i dalje ignorišu ovaj podatak o neangažovanim radnicima, odnosno o neiskorišćenom potencijalu i pokrivaju se zastarelim paradigmama vođenja svojih zaposlenih.
LL@(15721) On the other hand, there are other managers that build their competitive advantage on the very respect of this potential. => Dok drugi menadžeri upravo u respektovanju ovog potencijala grade svoju konkurenstku prednost.
LL@(15722) Managers could have ignored this in the past, however, today, in the environment that primarily calls for adaptability and innovativeness, it is a serious risk for survival. => U prošlosti je možda i moglo biti ignorisanja ali danas u ambijentu koji prevashodno zahteva prilagodljivost i inovatinvost to je veliki rizik opstanka.
LL@(15723) Employee committment level Committed-engaged Non-engaged Disengaged % share 22% 66% 11% Table 2. => Nivo posvećenosti zaposlenih Posvećeni-angažovani Neangažovani Dezangažovani % učešće 22% 66% 11% Tabela 2.
LL@(15724) Employee structure according to engagement level Source: according to 2008 Towers Perrin data Š4, p. 4Ë In recent literature on the human resources management there is a concept of adequate and inadequate human potentials. => Struktura zaposlenih prema nivou angažovanosti Izvor: prema podacima Towers Perrin, iz 2008. Š4, str.4Ë. ~~~ U novijoj literaturi menadžmetna ljudskih resursa postoji pojam odgovarajućih i neodgovarajućih ljudskih potencijala.
LL@(15725) The concept of adequate human potentials refers to individuals within an organization that contribute significantly to achieving the goals of the management system, whereas the concept of inadequate human potential refers to those members of the organization who do not contribute to achieving the goals of the management system. => Pojam odgovarajućih ljudskih potencijala odnosi se na pojednince u oraganizaciji koji značajno doprinose ostvarivanju ciljeva sistema upravljanja, a pojam neodgovarajući ljudski potencijal odnosi se na članove organizacije koji ne doprinose postizanju ciljeva sisetema upravljanja.
LL@(15726) For one reason or another, these individuals are not productive in their jobs Š5, p. 276Ë. => Iz ovog ili onog razloga, ovi pojedinci su neproduktivni u svojim poslovimaŠ5, str.276Ë.
LL@(15727) In the companies where there is a human resource service or sector there is a whole procedure in the management process to find efficient ways to raise the employee motivation level that will in turn result in committment. => U kompanijama u kojima postoji služba ili sektor ljudskih rasursa postoji čitava procedura u procesu upravljanja koja sve više pokušava da pronađe efikasne načine za povećanje nivoa motivisanosti zaposlenih koja vodi ka posvećenosti.
LL@(15728) This, however, may not be enough in some cases, as the paradigms of employee management remained the same. => Međutim, to ponekad nije dovoljno jer su paradigme upravljanja zaposlenima ostale iste. 3.
LL@(15729) 3.2. ~~~ Management towards committment Modern business environment has differentiated among highly important intangible values of the company that cannot be copied. => Upravljanje ka posvećenosti Savremeno poslovno okruženje je izdiferenciralo veliki značaj neopipljive, nematerijalne vrednosti kompanije jer se one ne mogu kopirati.
LL@(15730) One of these values is the Passion Creativity Enterprising spirit Knowledge and intellect Hard work Obedience They know no barriers and do not give up. => Jedna od tih vred Strast Kreativnost Preduzimljivost Za njih ne postoje prepreke i ne žele odustati.
LL@(15731) Passion is a secret element that turns intention into achievement. => Strast je tajni element koji nameru pretvara u postignuće.
LL@(15732) Their passion is contagious and turns the initiative of one person into a mass movement. => Njihova strast je zarazna i inicijativu jedne osobe pretvara u pokret većeg broja ljudi.
LL@(15733) They are curious, uninhibited. => Oni su radoznali, neobuzdani.
LL@(15734) They do not fear unknown, they are optimistic and enterprising. => Nemaju strah od nepoznatog, optimisti i ujedno preduzimljivi.
LL@(15735) 35% 25% They look out for new challenges. => Oni sami traže nove izazove.
LL@(15736) They do not wait to be told to do something. => 
LL@(15737) They are always in search of new ways to increase the companys value. => Ne čekaju da im neko kaže da to urade.
LL@(15738) 20% They are talented, smart. ~~~ They are willing to invest into the improvement of their skills and they generate good practice. => Uvek su u akciji traženja novih načina kojim se povećava vrednost kompanije. 35% 25% 20% Znanje i Intelekt Oni su nadareni, pametni. @ele da ulažu u poboljšanje svojih 15% Marljivost Poslušnost veština i generišu dobru praksu.
LL@(15739) Companies want to have them. => Kompanije ih žele.
LL@(15740) 15% Hard-working employees are responsible, they never take an easier path. => Marljivi zaposleni su odgovorni, ne idu linijom manjeg otpora.
LL@(15741) They are conscientious and well organized. => Savesni su i dobro odganizovani.
LL@(15742) They know how to pay attention to instructions and behave according to the rules. ~~~ 5% 0% Table 3: Hierarchal succession of human potentials that contribute to competitive advantage Source: Authors own plot on the basis of the data Š1, p. 59Ë employee relation or the participation of engaged, committed workers in the structure of the total number of employees. => Sposobnost slušanja uputstava i ponašanja u skladu sa pravilima. 5% 0% Tabela 3 Hijerarhijski niz ljudske sposobnosti koje doprinose konkurentskoj prednosti Izvor: sopstvena izrada prema podacima Š1, str.59Ë. nosti je odnos zaposlenih ili učešče angažovanih, posvećenih u strukturi ukupnog broja zaposlenih.
LL@(15743) Employees increasingly become a key that is called competitive advantage and development. => Zaposleni sve više postaju ključ za bravu koja se zove kompetetivna prednost i razvoj.
LL@(15744) The employees become the primary significant stakeholders of the company since really engaged employees make better ambassadors of the companys brand than any slogans or a promotion of the brand itself Š6, p.2Ë. Recruiting as many fully committed employees as possible is based on the condition that the managers themselves possess a high hierarchal level of competences and a new paradigm of relations towards employees. ~~~ They are the primary drivers to the committment compared to all the others in the organization. => Zaposleni postaju prvi značajni stejkholderi kompanije jer istinski angažovani zaposleni predstavljaju boljeg ambasadora za marku kompanije nego slogani i promocija same marke. ~~~ Š6, str.2Ë.
LL@(15745) This condition can be followed by the elements that make a necessary framework for the management towards committment: The challenge before the todays management is to create and modernize the system approach to encourage the employees to engage all their creative skills at work, on a daily basis. => Izazov današnjeg menadžmenta je da kreira i modernizuje sistemski pristup kako bi podsticali zaposlene da svakoga dana na svom poslu angažuju sve svoje kreativne sposobnosti.
LL@(15746) Human skills that contribute to the quality and success of competitiveness have their hierarchal succession and this is presented in Table 3. => Ljudske sposobonosti koje doprinose kvalitetu i uspehu kompetetivnosti imaju svoj hijerarhiski niz koji je dat u Tabeli 3.
LL@(15747) This hierarchy of potentials is important from the point of view of competitive advantage they create. => Ova hijerarhija sposobnosti je značajna sa aspekta konkurenske prednosti koju oni stvaraju.
LL@(15748) It is easy today to find hard-working, expert and dutiful employees, however, they cannot create competitive advantage. => Danas nije teško naći marljive, stručne i poslušne zaposlene ali oni ne mogu stvoriti konkurentsku predenost.
LL@(15749) It is the committed: passionate, creative, innovative, enterprising employees who create that value. => Posevećeni: strastveni, kreativni, inovativni, preduzimljivi zaposleni su potencijal koji stvara tu vrednost.
LL@(15750) In addition to these potentials, there are some types of skills that employers find important for success at the workplace. => Pored ovih sposobnosti poslodavci smatraju da su i pojedini tipovi veština značajni za uspeh na radnom mestu.
LL@(15751)  => Pored akademskih oni navode: veštinu uticaja, međuljudske veštine, komunikacione, upravljanja samim sobom i veština kako učiti Š7, str.21Ë.
LL@(15752)  => Veština znati kako učiti se smatra osnovom za sve druge veštine.
LL@(15753)  => Ova veštna zahteva od zaposlenog razumevanje svojih zaduženja i načina kako da ih uklopi u misiju celog preduzeća, sposobnost za inovaciju i poboljšanje kvaliteta proizvoda i usluga i sposobnost držanja koraka sa tehnologijom.
LL@(15754)  => S druge strane veoma je značajan sistem vrednosti samih zaposlenih koji generacijski imaju svoje specifičnosti.
LL@(15755) According to R. A. Noe Š7, p.22Ë, the employees born between 1965 and 1975 find unexpected rewards for achievements, opportunities to learn new things, praise, awards and time spent with the manager to be significant, while the employees born between 1925 and 1945, the so-called traditionalists attach importance to income and job security. => Prema R.A. Noe Š7, str.22Ë., zaposleni rođeni između 1965. i 1975. godine ocenjuju kao značajno neočekivane nagrade za postignuća, mogućosti za učenje novih stvari, pohvale, priznanja, i vreme provedeno s menadžerom, dok zaposleni rođeni između 1925. i 1945. tzv. tradicionalisti značaj pridaju prihodima i sigurnosti zaposlenja.
LL@(15756) All employees, however, value a number of key aspects, for example: they view their job as a means of self-realization, i.e., a way to employ their skills and potentials as best possible and satisfy their interests, as well as a means to live in a desired life-style. => Međutim, svi zaposleni vrednuju nekoliko bitnih aspekata kao što su: gledaju na posao kao sredstvo samoispunjenja odnosno sredstvo da što bolje iskoriste svoje veštine i sposobnosti i zadovolje svoje interese i kao sredstvo koje će im omogućiti življenje u željenom životnom stilu.
LL@(15757) One report revealed that committment to a company is higher in those employees who are given opportunity to fully employ and develop their skills, take more responsibility at work, believe that the promotion system is fair and have a reliable manager who works to their best interests Š7, p.22Ë. => Jedan izveštaj je pokazao da su u svom preduzeću privrženiji zaposleni kojima je pružena prilika da u potpunosti koriste i razvijaju svoje veštine, preuzimaju sve veću odgovornost na poslu, veruju da je sistem unapređenja pošten i imaju menadžera od poverenja koji se zauzima za njihove najbolje interese.
LL@(15758) From the management point of view, therefore, the above-quoted potentials and skills are highly important, and so is the knowledge of the value system of the employees that motivates them towards committment. => Š7, str.22Ë. ~~~ Dakle, sa aspekta menadžmenta veliki značaj imaju navedene sposobnosti i veštine, kao i poznavanje sistema vrednosti svojih radnika koji ih podstiče na posvećenost.
LL@(15759) In order that the potentials and skills should be implemented, engaged and in accord with a new value system of the employed, it is necessary that the management itself pass from the traditional pattern of the management system to one leading to a maximum activation of potentials, from the non-engaged to the engaged, committed, innovative. => Da bi se sposbnosti i veštine podigle, angažovale, i bile u skladu sa novim sistemom vrednosti zaposlenih, neophodno je i da sam menažment iz tradicionalnog obrasca sistema menadžmenta, uđe u onaj koji vodi do maksimalnog aktiviranja potencijala., od neangažovanog ka angažovanom, posvećenom, inovativnom. ~~~ Ovo je uslov bez koga se ne može graditi konkurentska prednost i održivi razvoj.
LL@(15760)  => Obezbeđivanje u što većem procentu potpuno posvećenih radnika zasnovnao je na uslovu da i sami menadžeri imaju visok hijerarhijski nivo sposobnosti i novu paradigmu odnosa prema zaposlenima.
LL@(15761) This is a condition without which competitive advantage and sustainable growth cannot be achieved. working milieu with all the necessary tools; favourable structure of intellectual and qualified employees; positive and incentive, innovative atmosphere; incentives through innovated programmes (carefully planned and still more carefully executed); continuous information flow and exceptional transparency; reduction of hierarchal levels and bureaucratic formality and extending of authority and responsibility. => Oni su prvi pokretači ka posvećenosti svih ostalih u organizaciji. ~~~ Nakon ovog uslova mogli bi se navesti elementi koji čine neophodan okvir za upravljanje ka posvećenosti: radni ambijent sa svim neophodnim alatima; povoljna struktura intelektualnog i kvalifikovanog sklopa zaposlenih; pozitivna i podsticajna, inovativna atmosfera; podsticaji kroz inovirane podsticajne programe (pažljivo planirane i još pažljivije realizovane); kontinuirani protok informacija i izuzetna transparentnost; smanjenje hijerarhijskih nivoa i birokratske formalnosti, a povećanje sistema ovlašćenja i odgovornosti.
LL@(15762) Given that the working milieu is equpped with all necessary tools, that the strategies are clear and the goals are innovated, as well as that there is a favourable intellectual and qualification structure, it is necessary that a positive and incentive, innovative atmosphere be created. => Pod pretpostavkom da je radni ambijent snabdeven svim neophodnim alatima, da su strategije jasne i ciljevi inovirani i da postoji povoljna intelektualna i kvalifikaciona struktura, nužno je ostvariti pozitivnu i podsticajnu, inovativnu atmosferu.
LL@(15763) This means that the management has an entirelly new pattern of relations with the employees, i.e., that it is capable of motivating and encouraging them towards creativity, enterprise and innovation. => Ovo znači da menadžment ima potpuno novi obrazac odnosa prema zaposlenima, odnosno da je u stanju da motivše i podstiče ka kreativnosti, preduzimljivosti i inovativnosti.
LL@(15764) An incentive, innovative atmosphere and incentive programmes are significantly interrelated elements since human motivation is a complex category. ~~~ It has been the subject matter of organizational studies for more than five decades and numerous theories have evolved. => Podsticajna, inovativna atmosfera i podsticajni programi su značajno povezani elementi jer ljudska motivacija je kompleksna kategorija i u oblasti organizacionih studija već više od pet decenija je u fokusu istraživanja, a rezultati su brojne teorije.
LL@(15765) As an inward state due to which an individual acts in such a way as to achieve a goal, motivation is a continuous process. => Motivacija kao unutrašnje stanje zbog kojeg se pojedinac ponaša tako da ostvari neki cilj je kontinuirani proces.
LL@(15766) It explains why people behave in a way they do behave. => Ona objašnjava zašto se ljudi ponašaju tako kako se ponašaju.
LL@(15767) The process of activating, directing and maintaining the employees activity towards achieving organizational goals therefore is a motivational process, based on a need, movement, reward and praise. => Dakle, proces pokretanja, usmeravanja i održavanja aktivnosti zaposlenih ka ostvarivanju organizacionih ciljeva predstavlja motivacioni proces, koji se bazira na potrebi, pokretu i nagradi, priznanju .
LL@(15768) Motivation is primarily perceived as internal and external. => Primarno, motivaciju posmatramo kao unutrašnju i spoljašnju.
LL@(15769) In case of internal motivation, the activity is a benefit in itself, whereas in case of external motivation, the benefit, the reward and the praise are expected to come after the activity has been accomplished. ~~~ The better the manager understands the behaviour of the members of his organization, their system of values, or what activates them, the more influence he will have upon their behaviour and the more he will be able to adjust it to achieve the organizational goals Š5, p. 382Ë. => Kod unutrašnje motivacije aktivnost je sama se bi korist, dok kod spoljne, nakon aktivnosti se očekuje korist, nagrada, priznanje. [to menadžer bolje razume ponašanje, članova svoje organizacije, sistem vrednosti, odnosno šta ih pokreće, to će bolje moći da utiče na njihovo ponašanje i moći će da ga usaglasi sa ostvarivanjem ciljeva organizacije Š5, str.382Ë.
LL@(15770) Hence it is the responsibility of managers to create such an environment and incentives that will activate the employees towards a desired manner of behaviour, in accordance with the inward needs of an individual. => Zato, mendžeri imaju odgovornost da stvore takvu vrstu okruženja i podsticaja koja bi zaposlene pokrenula ka željenom pravcu ponašanja, a koje je u skladu sa unutrašnjim potrebama pojedinca.
LL@(15771) A large number of companies spend a lot of time and enormous capital on research into their prospective customers, disregarding the need to study the motivation and behaviour of their employees. => Mnoge kompanije troše mnogo vremena i ogromna novčana sredstva za istraživanje svojih potencijalnih kupaca, zanemarujući potrebu da istraže motivisanost i ponašanje svojih zaposlenih.
LL@(15772) The management can make use of the traditional methods, such as wages, bonuses, trainings, professional improvements, promotion opportunities to motivate their employees, however, there are also incentive (stimulation) programmes which in addition to remuneration in merchandise or in money, in business meetings, or in conventions, include prize travels Š9, p. 438Ë. => Za motivisanje zaposlenih, menadžmentu stoje na raspolaganju tradicionalna sredstva kao što su zarada, bonusi, obuke, usavršavanja, mogućnost unapređenja ali i podsticajni (stimulativni) programi koji pored robnih i novčanih nagrada, poslovnih susreta, konvencija sve više obuhvataju i nagradana putovanja Š9, str.438Ë.
LL@(15773) A typical ratio in a majority of companies is 70% in basic salary, plus 30% of various incentives Š10, p. 228Ë. => Tipičan odnos kod većine kompanija je 70% osnovna plata, a 30% različiti podsticaji Š10, str.228Ë.
LL@(15774) The incentives in building new relationships with the employee, reflected in incentive schemes or programmes, include carefully planned and still more carefully conducted programmes that are in accordance with the system of values the employees cherish. => Podsticaji kroz podsticajne šeme ili programe u građenju novih odnosa prema zaposelnom obuhvataju pažljivo planirane i još pažljivije realizovane programe koji su u skladu sa sistemom vrednosti zaposlenih.
LL@(15775) These incentives are considered valuable only on condition they can really reflect the management feeling of value, trust and care for the committment engaged. => Oni imaju vrednost samo ako zaista mogu da izazovu osećaj vrednosti, poverenja i brige menadžmenta u odnosu na posvećenost koja se angažuje.
LL@(15776) According to the managements that implement them, the abovequoted incentive programmes really achieve such effects8. => Navedeni podsticajni programi prema oceni menadžmenta koji ih sprovode u delo, zaista i dovode do navedenih efekata8.
LL@(15777) Similarly, the new management paradigm includes a necessity that management acts through important segments of committed relations with the employee in the process of creating a positive and innovative work atmosphere. ~~~ It is necessary: that they spend a substantial amount of time with their employees9 in order that they should share in the daily efforts to achieve mutual goals, foster mutual trust and understand their employees system of value; that a favourable, incentive environment be created in which the individuals will improve their advantages, creativity and offer innovative solutions10; to define excellence as a challenge for each employee and reward it with praize, prestige, title, through modern incentive programmes11, and not only with money. to encourage innovation in all the lines of business operations. => Takođe, nova paradigma menadžmenta obuhvata i nužnost delovanja menadžmenta kroz značajne segmente posvećenog odnosa prema zaposlenom u procesu stvaranja pozitivne i inovatine, radne atmosfere kao što su: nužno je da značajno (potrebno) vreme provode sa svojim zaposelnima9 kako bi delili svakodnevne napore ka zajedničkom cilju, jačali međusobno poverenje i razumeli sistem vrednosti svojih zaposlenih; stvaranje plodnog, podsticajnog okruženja u kome će pojedinci usavršavati svoje prednosti, kreativnosti i davati inovativna rešenja10. definisati vrhunski kvalitet kao izazov za svakog zaposlenog i to nagraditi priznanjem, prestižom, titulom kroz savremene podsticajne programe11, a ne samo novcem. podsticati inovativnost na svim linijama poslovanja.
LL@(15778) This means that perception and logic should not be a privilege of only a number of top managers or directors. => To znači da opažanje i logika ne treba da budu privilegija nekoliko menadžera ili direktora na vrhu.
LL@(15779) Creativity and innovativeness have to be incited and valued on all levels; that principles be developed that will inspire and motivate people, develop ideas that will permeate their work places with positive and creative energy. => Kreativnost i inovativnost moraju biti podsticane i vrednovane na svim nivoima; razvijanje principa koji će ljude inspirisati i motivisati, razvijati ideje koje će ispuniti njihova radna mesta dobrom i kreativnom energijom.
LL@(15780) This means that a vision should be developed and ensured for each member of the organization that activates the talented and the ambitious; that the employee is allowed to develop his/her identity and the system of value and yet satisfy his/her need to belong and to retain corporate identity, to create such a relationship with the employees that builds trust through expertise. => Ovo znači nužnost razvijanja i obezbeđivanja vizije za svakog člana organizacije koja pokreće talenovane i ambiciozne. omogućiti zaposlenom da razvija svoj identitet i sistem vrednosti a da opet zadovolji potrebu za pripadanjem i korporativnim identitetom. stvoriti takav odnos sa zaposlenima kojim se gradi poverenje kroz stručnost.
LL@(15781) As a leader, the manager has to trust people, otherwise, he cannot expect to get new ideas, creativity, and results. => Menadžer kao lider mora imati poverenja u ljude u suprotnom ne može očekivati nove ideje, kreativnost i rezultate.
LL@(15782) Trust is also built through the system authority and responsibility delegation. => Poverenje se gradi i kroz sistem ovlašćenja i odgovornosti koja se delegira.
LL@(15783) A task is usually delegated, while authority and responsibilities are not clearly defined, hence the path is lost that leads to committment in accomplishing goals and tasks. => Obično se delegira zadatak dok ovlašćenja i ogovornosti nisu jasno definisani te se gubi nit koja vodi ka posvećenosti u ostvarenju ciljeva i zadataka. 3.
LL@(15784) 3.3. ~~~ Experience: from committment to innovation and competitive advantage The experience of some companies, presented by Gary Hamel Š1Ë, whose management system is based on new paradigms and principles, is a revolutionary innovation in the management system. => Iskustva: od posvećenosti do inovativnosti i konkurentske prednosti Iskustva nekih kompanija, koja je dao Gary Hamel Š1Ë, čiji je menadžment sistem zasnovan na novim paradigmama i principima, predstavljaju revolucionarne inovacije u sistemu menadžmenta.
LL@(15785) This innovation is primarily reflected in incentives of committment that results into creativity, enterprising, innovativeness as paths to sustainable competitiveness. => Ove inovacije odražavaju se pre svega na podsticanje posvećenosti koja svara kreativnost, preduzimljivost, inovativnosti kao put do održive konkurentnosti.
LL@(15786) Among these companies are the Whole Foods and Google12. => Neke od njih su i kompanije Whole Foods i Google12.
LL@(15787) New business philosophies, new management paradigms in these companies resulted in a maximum committment among their employees. ~~~ 8 The research carried out by the Incentive Research Federation (IRF) Š11Ë 2001 and Š12Ë 2007 have indicated a steady growth of the market and expenditures of the USA companies. => Nove poslovne filozofije, nove paradigme menadžmenta u ovim kompanijama su učinile da njihovi zaposleni budu maksimalno posvećeni. 8 Istraživanja koja su vršena od strane Podsticajne istraživačke federacije (IRF) Š11Ë 2001. i Š12Ë 2007. godine pokazuju stabilan rast tržišta i izdataka od strane SAD kompanija.
LL@(15788) According to this source, companies spent around $ 26.9 billion in 2001 and $ 46.08 billion in 2007 for the incentive programmes of prize travels. ~~~ 9 Jeffrey Immelt, the General Electrics chairman and CEO, spends about 40% of his time with the employees; other members of management do that too Š2, p. 165Ë. 10 In the absence of such an environment chances are that even that small number of committed employees leave the company. => Prema ovom izvoru, kompanije su trošile za podsticajni program nagradnih putovanja oko 26,9 mlrd.$ u 2001. godini i 46,08 mlrd.$ u 2007. 9 Džeri Imelt predsednik i izvršni direktor General Electric-a provodi oko 40% svog vremena sa zaposlenima ali to čini i ostatak rukovodstvaŠ2, str.165Ë. 10 Ako tog okruženja nema sve veće su mogućnosti da i malobrojni posvećeni zaposeleni mogu napustiti kompaniju.
LL@(15789) The fact is that a majority of people do not leave the company, they leave the manager. ~~~ 11 A large number of research in this field, among them Stolovich H. Š13Ë, P. R. Ricci and S. M. Holand, Š14Ë, Š15Ë, based on motivation theories and incentive programmes, are just about the implementation of this method in improving the committment towards achieving business goals. ~~~ 12 According to the reviews of the Fortune magazine, they are top companies by a number of criteria, especially as companies in which the em ployees are highly satisfied. => Činjenica je da većina ljudi ne napušta kompaniju već menadžera. 11 Veliki broj istraživanja iz ove oblasti, među kojima Stolovitch H. Š13Ë, P. R. Ricci i S. M. Holand, Š14Ë , Š15Ë zasnovane na motivacio nim teorijama i podsticajnim programima, upravo govore o upotrebi ove poluge za povećanje posvećenosti ka ostvarenju poslovnih ciljeva. 12 One su, prema istraživanju časopisa Fortune, u vrhu po mnogim kriterijumima, a posebno kao kompanije u kojima su zaposleni veoma zadovoljni.
LL@(15790) WHOLE FOODS COMPANY, Austin, Texas, USA Organic food chain of shops / 194 in total / more than 30,000 employed. => KOMPANIJA WHOLE FOODS , Austin, Teksas, SAD Lanac prodavnica prirodne hrane / ukupno 194 / preko 30.000 zaposlenih.
LL@(15791) Goals: 1.offer the customer an alternative in the form of total service and organic food via a new type of supermarkets that satisfy customers needs in new ways; 2. shopping should be less of an obligation, more a cullinary adventure. => Ciljevi: ~~~ 1.ponuditi kupcima alternativu u obliku potpune usluge i prirodne hrane kroz novu vrstu supermarketa koji na nove načine zadovoljavaju potrebe potrošača; 2. da kupovina bude što manje obaveza, a više jedna kulinarska pustolovina.
LL@(15792) Incomes: earns approhimately $ 6 billion annually; the most profitable American retail food industry chain according to the profits rate. => Prihodi: godišnje ostvaruje skoro 6 milijardi američkih dolara, prema stopi dobiti je najprofitabilniji američki maloprodajni prehrambeni lanac.
LL@(15793) Average annual sales growth rate: 11% , almost three times as the average of the industry itself. => Prosečan godišnji rast prodaje: ~~~ 11% , skoro tri puta više od proseka same industrije.
LL@(15794) Management system characteristics: 1. => Karakteristike sistema menadžmeta: ~~~ 1.
LL@(15795) Radical decentralisation. => Radikalna decentralizacija.
LL@(15796) Organizational hierarchy form : teams, team leaders, shop managers. => Oblik organizacione hijerarhije: timovi, vođe timova, menadžeri prodavnice.
LL@(15797) The basic organizational unit is the team, not the shop. => Osnovna organizaciona jedinica je tim, a ne prodavnica.
LL@(15798) Team members command high authority, however, graet responsibilities. => Članovi tima imaju velika ovlašćenja ali i velike odgovornosti.
LL@(15799) Each shop has about eight teams. => Svaka prodavnica sadrži oko osam timova.
LL@(15800) The team is in charge of all key operational decisions: pricing, orders, employment and promotion. => Tim je odgovoran za sve ključne operativne odluke: određivanje cena, naručivanje, zapošljavanje i pomociju.
LL@(15801) There is one condition: comply with strictly set standards. => Postoji jedan uslov: pridržavati se strogo propisanih standarda.
LL@(15802) The team acts as a profit centre based on the employee productivity. => Tim deluje kao profitni centar koji se zasniva na produktivnosti zaposlenih.
LL@(15803) Incentives defined in the form of rewards and bonuses. => Definisani podsticaji u vidu nagrada i bonusa.
LL@(15804) Rather a community than a hierarchy. ~~~ 2. => Više je zajednica nego hijerarhija. 2.
LL@(15805) No secrets managerial philosophy. => Menadžerska filozofija nema tajni.
LL@(15806) Information transparency. => Transparentnost informacija.
LL@(15807) Everybody has access to information on the progress of other teams and other shops. => Svi imaju dostupne informacije o napredovanju drugih timova i drugih prodavnica.
LL@(15808) Information available includes: daily sales in shops, team sales, product-related costs, profit of each shop, earnings and remunerations of all employees. => Dostupne inforamcije su: dnevna prodaja prodavnica, timska prodaja, troškovi vezani za proizvode, dobit svake prodavnice, zarade i naknade svih . 3.
LL@(15809) 3. ~~~ Minimum bureaucratic elements. => Birokratski elementi na minimumu.
LL@(15810) Close realtionship between autonomy and responsibility reduces the need for bureaucratic control that inhibits motivation. => Uska veza između samostalnosti i odgovornosti smanjuje potrebu za birokratskom kontrolom koja umanjuje motivaciju. 4.
LL@(15811) 4. ~~~ Mutual mission. => Zajednička misija.
LL@(15812) Supports the feeling of mutual fate and faith in mutual mission. => Neguje osećaj zajedničke sudbine i vere u zajedničku misiju.
LL@(15813) This is manifested in incentive rewards on the team level, in the financial data transparency, as well as in the limitations of the rewards to the top management. => Ovo se manifestuje u podsticajnim nagradama na nivu tima, transparentnosti finansijskih podataka i u ograničenju naknada vrhovnom menadžmentu.
LL@(15814) The succes is directly translated into rewards, bonuses, promotions. => Uspeh se direkno pretvara u priznanja, bonuse, napredovanja.
LL@(15815) Profits are a result, not a game. => Dobit je rezultat a ne igra.
LL@(15816) Innovativeness of all employees in sustaining a competitive position. => Inovativnost svih u održanju konkurenstke pozicija.
LL@(15817) Management principles: love, community, autonomy, equality, transparency, and mission. => Načela menadžmenta: ljubav, zajednica, samostalnost, jednakost, transparentnost i misija.
LL@(15818) A similar situation is found in the Google company with a specific type of operations. => Slično je i u kompaniji Google sa određenim specifičnostima delatnosti.
LL@(15819) A managemenent model is implemented that is characterised by: negligible hierarchy, a thick network of lateral communication, the policy of awarding special rewards to people and teams that create extraordinary ideas, the approach by focusing of the whole team upon the product development and the company trust that encourages the employee to put the consumer first. => Primenjuje se model menadžmenta koji se odlikuje: neznatnom hijerarhijom, gustom mrežom bočne komunikacije, politikom davanja izuzetnih nagrada ljudima i timovima koji smisle izuzetne ideje, pristup usredsređenosti celog tima na razvoj proizvoda i kompanijsko verovanje koje podstiče zaposlenog da na prvo mesto stavi korisnika.
LL@(15820) This management model is also based on small work units, numerous experiments, a constructive feedback information from colleagues and on the mission of improving the world. => Takođe, ovaj model menadžmenta temelji se na malim radnim jedinicama, mnoštvu eksperimentisanja, konstruktivnoj povratnoj informaciji od kolega i misiji poboljšanja sveta.
LL@(15821) Everybody in Google is considered to be of special importance, from the first line of employees to the top management, as they are all committed to innovation. ~~~ 4. => U Google-u svi su izuzetno značajni od prve linije zaposlenih do vrha menadžmenta jer su svi posvećeni inovacijama. 4.
LL@(15822) Conclusion The new circumstances of the 21st century in which the companies operate demand that the management system be innovated. => Zaključak Nove okolnosti 21. veka u kojima posluju kompanije nužno nameću potrebu za inoviranjem sistema menadžmenta.
LL@(15823) New environment requires perma nent innovation to ensure stability, growth, and sustain competitive advantage. => Novo okruženje nameće potrebu za stalnim inoviranjem koje obezbeđuje stabilnost, rast i održanje konkurenstke prednosti.
LL@(15824) On the other hand, however, the today prevailing management system, based on orthodox principles displays its inefficiency. => Međutim, s druge strane, postojeći sistem menadžmenta zasnovan na ortodoksnim principima pokazuje svoju neefikasnost.
LL@(15825) Still a high level of hierarchy and bureaucratic elements of management are reflected in an unfavourable structure of employees from the aspects of motivation and committment. => I dalje visok nivo hijerarhije i biroktratski elementi upravljanja se odražavaju na nepovoljnu strukturu zaposlenih sa aspekta motivisanosti i posvećenosti.
LL@(15826) The research and analyses clearly show that a large number of people are demotivated and non-engaged and thus represent a significant potential that is not employed. => Istaraživanja i analize jasno ukazuju da je veliki broj onih koji su potpuno demotivisani ili neangažovani i predstavljaju značajan neiskorišćeni potencijal.
LL@(15827) It is not only the unexploited potential; in the long term, and increasingly in the short term, too, this potential will lead to large losses and problems. => Ne samo da je to neiskorišćen potencijal, on dugoročno, a sve više i kratkoročno posmatrano, predstavlja put ka velikim gubicima i nevoljama.
LL@(15828) The management has to pay due respect to this and implement an innovative approach to use it as its competitive and strategic advantage. => Menadžement mora ovo izuzetno da respektuje i da ga svojim inoviranim pristupom iskoristi kao konkurenstku i stratešku prednost.
LL@(15829) The article offers one approach of a new paradigm of management towards committment. => U radu je dat pristup nove paradigme upravljanja ka posvećenosti.
LL@(15830) In addition to the work milieu with all the necessary modern tools and a favourable qualification and intellectual structure of employees, the new paradigm is based on: 1. a positive and incentive atmos phere; 2. innovated incentive rewards programmes in accordance with the employee system of value; 3. exceptional transparency of a continuous information flow; 4. reduced the hierarchy levels; 5. substitution of bureaucratic precision and formality by freedom of expressing enterprising spirit and creativity through a higher level of authority and responsibility. => Pored radnog ambijenta sa svim neophodnim savremenim alatima i povoljnom kvalifikacionom i intelektualnom strukturom zaposlenih, nova paradigma se zasniva na: ~~~ 1. pozitivnoj i podsticajnoj inovativnoj atmosferi, 2. inoviranim podsticajnim nagradnim programima u skladu sa sistemom vrednosti zaposlenih, 3. izuzetnoj transparentnosti kontinuiranog protoka informacija, 4. snižavanje hijerarhijskih nivoa, 5. supstituisanju birokratske preciznosti i formalnosti slobodom ispoljvanja preduzimljivosti i kreatvinosti kroz veći nivo ovlašćenja i i odgovornosti.
LL@(15831) REFERENCE Š1Ë G. Hamel, B. Breen,. => LITERATURA Š1Ë G. Hamel, B. Breen,.
LL@(15832) The Future of Management Harvard Business Press. => The Future of Management Harvard Business Press.
LL@(15833) 2007. ~~~ Š2Ë J.Riderstrale, K.Nordstrom. Karaoke kapitalizam: menadžment za čovečanstvo. => 2007. Š2Ë J.Riderstrale, K.Nordstrom.
LL@(15834) Plato, Beograd 2003. => Karaoke kapitalizam: menadžment za čovečanstvo.
LL@(15835) Š3Ë V. Čen Kim, R. Mobornj, Strategija plavog okeana. => Plato, Beograd 2003. Š3Ë V. Čen Kim, R. Mobornj, Strategija plavog okea na.
LL@(15836) Asee Books, Novi Sad. => Asee Books, Novi Sad.
LL@(15837) 2007. => 
LL@(15838) Š4Ë Schveyer, A. ~~~ The Economics of Engagement, Human Capital Institute, Enterprise Engagement Alliance, 2009. ~~~ Š5Ë Certo, S.S., Certo, S.T., Moderni menadžment, Mate, Zagreb, 2008. ~~~ Š6Ë T.Mamula, Upravljanje odnosima: zaposleni kao stejkholder. => 2007. Š4Ë Schveyer, A. The Economics of Engagement, Human Capital Institute, Enterprise Engagement Alliance, 2009. Š5Ë Certo, S.S., Certo, S.T., Moderni menadžment, Mate, Zagreb, 2008. Š6Ë T.Mamula, Upravljanje odnosima: zaposleni kao stejkholder.
LL@(15839) MASMI Beograd, 2010.www.masmi.rs, Š7Ë R.A. Noe, J.R.Hollenbeck, B. Gerhart, P.M:Wright. => MASMI Beograd, 2010.www.masmi.rs, Š7Ë R.A. Noe, J.R.Hollenbeck, B. Gerhart, P.M: ~~~ Wright.
LL@(15840) Menadžment ljudskih potencijala. => Menadžmetn ljudskih potencijala.
LL@(15841) Mate, Zagreb. => Mate, Zagreb.
LL@(15842) 2006. ~~~ Š8Ë C., Donaldson, Employee Disengagement Costs $31.5 billion. => 2006. Š8Ë C., Donaldson, Employee Disengagement Costs $31.5 billion.
LL@(15843) Human Resources Magazine, Australia, April. => Human Resources Magazine, Australia, April.
LL@(15844) 2005 Š9Ë Anderson, E. R., Hear, F.,J., Bush, J. A., Profesionalni menadžment prodaje. => 2005 Š9Ë Anderson, E. R., Hear, F.,J., Bush, J. A., Profesionalni menadžment prodaje.
LL@(15845) Privredni pregled, Beograd, 2001. => 
LL@(15846) Š10Ë.G, Dessler, Osnovi menadžmenta ljudskih resur sa, Data Status Beograd, 2007. ~~~ Š11Ë Incentive Federation,A study of the Incenitve Merchandise and Travel Marketplace. => Privredni pregled, Beograd, 2001. Š10Ë G, Dessler, Osnovi menadžmenta ljudskih resur sa, Data Status Beograd, 2007. Š11Ë Incentive Federation,A study of the Incenitve Merchandise and Travel Marketplace.
LL@(15847) Westerfield, New Jersy, Incentive Federation, Inc.; 2001. => Westerfield, New Jersy, Incentive Federation, Inc.;
LL@(15848) Š12Ë Incentive Federation, , A study of the Incenitve Merchandise and Travel Marketplace, Westerfield, New Jersy, Incentive Federation, Inc. 2007. => 2001. Š12Ë Incentive Federation, , A study of the Incenitve Merchandise and Travel Marketplace, Westerfield, New Jersy, Incentive Federation, Inc.
LL@(15849) Š13Ë Stolovitch, H., Incentives, motivation and workplace performance. => 2007. Š13Ë Stolovitch, H., Incentives, motivation and workplace performance.
LL@(15850) Research and best practices. => Research and best practices.
LL@(15851) New York SITE Foundation, 2002. => New York SITE Foundation, 2002. Š14Ë Peter.
LL@(15852) Š14Ë Peter.R. Ricci and Stephen M. Holland, Incentive travel: recreation as a motivational medium, Tourism management, Elsevier, 1992., Š15Ë The Recognitional Council Group, The Time for Employee Recognition and Rewards Programs Is Now. => R. Ricci and Stephen M. Holland, Incenti ve travel: recration as a motivational medium, Tourism management, Elsevier, 1992., Š15Ë The Recognitional Council Group, The Time for Employee Recognition and Rewards Programs Is Now.
LL@(15853) Incentive Marketing Association. => Incentive Marketing Association.
LL@(15854) 2009. => 2009.
LL@(15855) Conceptual Basis of Policy of Competitiveness under the Conditions of the Slovak Economics UDC: 338.22 (437.6) ; 339.137.2 Jaroslava Hečková1 Alexandra Chapčáková2 Ivana Butoracová [indlerová3 1Fakulta manažmentu Prešovskej univerzity, Slovakia, e-mail: jheckova¿yahoo.com; 2Faculty of Management University of Presov, Slovakia, e-mail: chapcakova¿yahoo.com; 3Faculty of Management, University of Presov, Slovakia, e-mail: ivkasindleryova¿yahoo.com The paper is devoted to justification of legitimacy of creation and application of policy of competitiveness in comparison with industrial policy and taking the real key factors of competitiveness, preferences and instruments of competitiveness policy into account it defines the conceptual basis of policy of competitiveness appropriate to the conditions of the Slovak economics. => Koncepcijska osnova politike konkurentnosti u ekonomskim uslovima Republike Slovačke UDK: ~~~ 338.22(437.6) ; 339.137.2 Jaroslava Hečková1 Alexandra Chapčáková2 Ivana Butoracová [indlerová3 1Fakulta manažmentu Prešovskej univerzity, Slovakia, e-mail: jheckova¿yahoo.com; 2Faculty of Management University of Presov, Slovakia, e-mail: chapcakova¿yahoo.com; 3Faculty of Management, University of Presov, Slovakia, e-mail: ivkasindleryova¿yahoo.com U radu želimo da dokažemo legitimnost kreiranja i primene politike konkurentnosti u poređenju sa industrijskom politikom i da posvetimo pažnju stvarnim ključnim faktorima konkurentnosti, preferenci i instrumenata politike konkurentnosti kojima se definiše koncepcijska osnova politike konkurentnosti primerene uslovima u kojima funkcioniše privreda Slovačke.
LL@(15856) Introduction The problems of competitiveness are a multidimensional phenomenon, highlighting the importance of mechanism of application of a product on global market and, at the same time, the necessity of improvement of offer side of economics Š4Ë. => Uvod Problemi konkurentnosti predstavljaju višedimenzionalnu pojavu i naglašavaju značaj mehanizma promocije proizvoda na globalnom tržištu, a u isto vreme ističu i neophodnost unapređenja sfere ponude u ekonomiji Š4Ë.
LL@(15857) If we define the competitiveness as the ability of economics to export goods and services with the aim to ensure external economic balance at concurrent ensuring of continuous growth of per capita income, sufficient rate of utilization of production factors while respecting social and environmental aims, or the ability of the country (or undertakings operating within) to produce relatively more wealth than competitors on world markets, always the same conclusion will result from these definitions Š7Ë. => Ako konkurentnost definišemo kao sposobnost ekonomije da izveze robe i usluge s ciljem da postigne pozitivan izvozni saldo i istovremeno održi stalni rast dohotka po stanovniku, zadovoljavajuću stopu iskorišćenosti proizvodnih faktora uz istovremeno uvažavanje društvenih ciljeva i ciljeva zaštite životne sredine, ili sposobnost zemlje (ili firmi koje u njoj posluju) da proizvede relativno više bogatstva nego njeni konkurenti na svetskom tržištu, onda će iz ove definicije uvek proisteći isti zaključak Š7Ë.
LL@(15858) There is a need to assign a decisive task not only to business undertaking level in generation of competitive advantage Š2Ë, but also to active macro policy in creation of macro-environment stimulating an increase of effectiveness of relevant real sources of competitiveness. => Konkretne zadatke treba postaviti ne samo pred firme koje treba stvore konkurentnu prednost Š2Ë, već i pred aktivnu makro politiku koja kreira makro okruženje i time utiče na rast efektivnosti relevantnih stvarnih izvora konkurentnosti.
LL@(15859) The economic policy in economically advanced economics focuses predominantly to stabilization of macroeconomic development as one from necessary conditions of growth of competitiveness of economics Š8Ë. => Ekonomska politika u naprednim privredama prvenstveno se bavi stabilizacijom makroekonomskog razvoja koji je jedan od neophodnih uslova rasta konkurentnosti ekonomije Š8Ë.
LL@(15860) The other sphere of its influence is common liberalization, which determines especially relative reduction of costs as one of the preferences of competitiveness under the conditions of standard acting market mechanism. => Druga sfera njenog uticaja obuhvata opštu liberalizaciju kojom je posebno određeno relativno smanjenje troškova kao jedne od preferenci konkurentnosti u uslovima važenja standardnog tržišnog mehanizma.
LL@(15861) The concept of policy of competitiveness in these economics accents the increasing of efficiency of offer side of economics under new conditions of globalization Š9Ë and usefulness of meaningful visions about efficient utilization of nationally oriented sources Š5Ë. => Koncept politike konkurentnosti u ovakvim ekonomijama naglašava potrebu sve veće efikasnosti ponude u novm uslovima globalizacije Š9Ë i korisnost smislenih vizija o efikasnom korišćenju nacionalno orijentisanih izvora Š5Ë.
LL@(15862) The aim of the paper is to justify the legitimacy of creation and application of policy of competitiveness with emphasis on theoretical definition of factors of competitiveness, preferences and instrument provision of policy of competitiveness and based on the given knowledge to define the conceptual basis of policy of competitiveness for conditions in the Slovak economics. => Naš cilj u ovom radu jeste da potvrdimo legitimnost kreiranja i primene politike konkurentnosti sa naglaskom na teorijskoj definiciji faktora konkurentnosti, preferenci i stvaranja instrumenata politike konkurentnosti, a takođe, na osnovu datog znanja, da definišemo koncepcijsku osnovu politike konkurentnosti u uslovima slovačke privrede.
LL@(15863) This paper is processed within the framework of project VEGA No. 1/0667/08 Funding and support of innovation development of small- and medium-sized companies in SR and in selected countries of the EU. => Ovaj rad je rađen u okvi ru VEGA projekta br. 1/0667/08 Finansiranje i podrška razvoju inovacija u malim i srednjim preduzećima u SR i u odabranim zemljama EU. 1.
LL@(15864) 1. ~~~ Legitimacy of policy of competitiveness Transforming economics of Central and East Europe have worked out a concept of industrial policy in the effort to overcome low competitiveness in comparison with advanced countries Š7Ë. => Legitimnost politike konkurentnosti Privrede u tranziciji u Centralnoj i Istočnoj Evropi razvile su koncept industrijske politike sa ciljem da reše problem svoje niske konkurentnosti u odnosu na razvijene zemlje Š7Ë.
LL@(15865) The concept of industrial policy elaborated in the period of time of decline of conversion of many industrial branches, was not only new concept of policy of competitiveness, but it was significantly specified policy type. => Koncept industrijske politike razvijen u vreme slabljenja tokova u velikom broju grana industije nije bio samo novi koncept politike konkurentnosti, već i značajno specifikovan tip politike.
LL@(15866) The industrial policy in transforming economics was drawn on branch or business undertaking principle of determination of structural modifications on one hand, but on the other hand, as a separated part of economic policy it was insufficiently connected with currency and financial policy. => Industrijska politika u vreme ekonomske reforme odnosila se na principe uslovljenosti strukturnih modifikacija određene delatnosti ili preduzetničke firme, s jedne strane; s druge strane, kao poseban deo ekonomske politike, ona nije bila u dovoljnoj meri povezana sa finansijskom i monetarnom politikom.
LL@(15867) If the functions of economic policy are taken by various special interest group representing usually short-term partial aims of representatives of the major industrial groups, the industrial policy could not even be the real component part of economic policy. => Ako funkcije ekonomske politike preuzmu različite interesne grupe koje obično predstavljaju kratkoročne parcijalne ciljeve predstavnika glavnih industrijskih grupa, industrijska politika čak i ne bi mogla da bude sastavni deo ekonomske politike.
LL@(15868) The industrial policy interpreted in this way, elaborated as a branch type of specific policies may interfere with the principles of market system acting along with broadly operating policies and thus result in non-optimal allocation of sources from the long-term point of view Š8Ë. => Ovako shvaćena industrijska politika, kao jedna vrsta specifične politike za određenu industrijsku delatnost, može da dođe u sukob sa principima tržišnog sistema koji funkcioniše u skladu sa politikama širokog opsega i da tako dovede do neoptimalne alokacije resursa sa dugoročne tačke gledišta Š8Ë.
LL@(15869) On the other hand, an unbalance of economic policy in connection with increase of competitiveness of economics is shown in its orientation only to creation of stable macroeconomic development as one of the conditions of competitiveness of economics without more broadly applied ambition to stimulate qualitative parameters of economic development and improvement of competitiveness. => S druge strane, neuravnoteženost ekonomske politike u vezi sa porastom konkurentnosti privrede pokazuje po svojoj orijentaciji da samo teži obezbeđivanju stabilnog makroekonomskog razvoja kao jednog od preduslova konkurentnosti ekonomije, a da pri tom nema veće ambicije da stimuliše kvalitativne parametre ekonomskog razvoja i veću konkurentnost.
LL@(15870) It results from abovementioned that the concept of policy of competitiveness (diagram 1) is more adequate at ensuring of the increase of competitiveness of economics in comparison with the concept of industrial policy. => Iz svega gorenavedenog sledi da je koncept politike konkurentnosti (dijagram 1) adekvatniji kad se radi o povećanju konkurentnosti privrede u poređenju sa konceptom industrijske politike.
LL@(15871) Diagram 1. => Dijagram 1. [ema politike konkurentnosti Izvor:
LL@(15872) A draft of policy of competitiveness Source: Own diagram Total draft of policy of competitiveness has to identify, analyze and indicate possible or required development of key factors and main indicators of competitiveness in the economy as a whole and at the same time it has to define a setting of relevant sources of policy of competitiveness in mutual interconnection. ~~~ 2. => Autorov sopstveni dijagram Celovita šema politike konkurentnosti mora da identifikuje, analizira i ukaže na mogući ili potrebni razvoj ključnih faktora i glavnih pokazatelja u privredi kao celini, a da istovremeno definiše skup relevantnih izvora politike konkurentnosti u njihovoj međusobnoj povezanosti. 2.
LL@(15873) Policy of competitiveness under the conditions of the Slovak economics Improvement of economical and political approach for support of competitiveness of the Slovak economics requires broader understanding of the problem of support of competitiveness improvement. => Politika konkurentnosti u uslovima slovačke ekonomije Usavršavanje ekonomskog i političkog pristupa za podršku konkurentnosti slovačke ekonomije zahteva šire razumevanje problema podrške poboljšanju konkurentnosti.
LL@(15874) It is needed to understand the problems of central government support of competitiveness as a support of total increase of economics Š1Ë and based on this, it is necessary to interconnect particular policies within macroeconomic policies, as well as within cross-sectional (specific) policies from the position of preferences of competitiveness improvement. => Neophodno je razumeti problematiku podrške centralnih vlasti sveukopnom rastu ekonomije Š1Ë i na osnovu toga dalje izgraditi međusobne veze različitih politika u okviru makroekonomske politike kao i kros-sekcione politike sa pozicija preferencijala unapređenja konkurentnosti.
LL@(15875) Anyway, an accomplishment through branch approach does not enable needed interaction of aggregate and relevant cross-sectional and structural views on improvement of competitiveness of economics and its improvement as a whole, especially in the case when the result of interaction is limited to the balance of state budget on the level of relevant chapters. => U svakom slučaju, postignuća putem granskog pristupa ne omogućava postizanje interakcije agregatnih i unakrsnih/međugranskih i strukturnih aspekata unapređenja konkurentnosti privrede i njenog rasta u celini, posebno u slučaju kada je rezultat ovakve interakcije ograničen bilansom državnog budžeta na nivou određenih stavki.
LL@(15876) By this reason, the National strategic reference framework of SR as a draft document for policy strategy of competitiveness of economics of SR has been worked out, approved by the Government of the Slovak Republic on December 21, 2006 and officially adopted by the European Commission on August 17, 2007, which document enables the interconnection of the given policies and instruments including a creation of balanced economic legislation (in accordance with the EU legislation) on one hand, and on the other hand, it represents the basic strategic document of SR for utilization of means from funds of the European Union in 2007-2013. => Stoga je sačinjen Nacrt Nacionalnog strateškog okvira SR kao referentnog dokumenta za stratešku politiku povećanja konkurentnosti privrede koji je Vlada Slovačke Republike usvojila 21. decembra 2006, a Evropska Komisija ga zvanično usvojila 17. avgusta 2007. godine. ~~~ Ovim dokumentom omogućeno je povezivanje datih politika i instrumenata uključujući i donošenje zakona o uravnoteženom ekonomskom razvoju (u skladu sa zakonodavstvom EU), s jedne strane, a s druge strane, ovaj dokument predstavlja osnovni strateški dokument SR za pristup sredstvima iz fondova Evropske unije u periodu 2007 2013.
LL@(15877) The problems of competitiveness of economics has alleconomics nature, while an unsubstitutable place of macro policies included within results from the fact that it is possible to express the comparable level of competitiveness of the given economics in an aggregate by the difference of price levels or by Exchange Rate Deviation Index (ERDI). => Godine. ~~~ Problemi konkurentnosti ekonomije su u celosti ekonomske prirode, dok je nezamenljivo mesto makro politike rezultat činjenice da je moguće izraziti uporedni nivo konkurentnosti date ekonomije agregatno, razlikom u nivou cena ili Indeksom odstupanja od kursa (ERDI).
LL@(15878) It applies in general that the increase of price level and the reduction of its difference against advanced economics causes the improvement of economic level of the country what results in ERDI decrease and economics competitiveness improvement at the same time. => Uopšteno, to znači da porast nivoa cena i smanjenje razlika u odnosu na razvijene zemlje dovodi do poboljšanja ekonomskog nivoa zemlje, što dalje dovodi do smanjenja ERDI i istovremeno povećanja konkurentnosti.
LL@(15879) The increase of price level for the interest of its approaching to the price level of advanced countries is usually connected with inflation increase the control of which is the domain of currency policy. => Povećanje nivoa cena da bi se približili nivou cena u razvijenim zemljama obično se vezuje za porast inflacije, što je u domenu tekuće politike.
LL@(15880) The approaching of price levels is usually carried out by real appreciation of currency, i.e. faster increase of inflation than devaluation rate. => Približavanje nivoa cena obično se postiže stvarnom apresijacijom valute, t.j., bržim rastom inflacije nego što je stopa devalvacije.
LL@(15881) However, the problem consists in the fact that really appreciation of currency may not correspond in general with really improved economics performance. => Ipak, problem je u činjenici da stvarna apresijacija novca nekada nije u skladu sa stvarnim rastom privrede.
LL@(15882) The currency may be overestimated due to various non-economic and speculative factors, what will cause that real effective currency exchange rate are not reliable indicator for currency policy. => Valuta može biti precenjena usled različitih ne-ekonomskih i spekulativnih faktora, što može da dovede do toga da stvarni kurs nije pouzdani pokazatelj monetarne politike.
LL@(15883) It results from the abovementioned that it is needed to monitor continuously the development of real effective exchange rate and confront it with real increase of labour productivity, reported based on indicators characterizing the level of technologies, product differentiation, development of exchange relations, and so on. => Iz gore-navedenog proizilazi da je potrebno stalno pratiti razvoj stvarnog efektivnog kursa i sve vreme ga porediti sa stvarnim porastom produktivnosti rada, na osnovu pokazatelja nivoa tehnologije, diferencijacije proizvoda, razvoja razmene, itd.
LL@(15884) The currency should be retained in a tendency of real appreciation in the case if this appreciation corresponds with real growth of labour productivity. => Valutu bi trebalo održavati u tokovima stvarne apresijacije ukoliko je takva apresijacija u skladu sa stvarnim rastom produktivnosti rada.
LL@(15885) Devaluation of currency does not stimulate entrepreneurial sphere to a growth of quality competitiveness due to expectation of occurrence of a trade gap, rather on the contrary, it causes to slowing-down of reforms, innovation processes and maintaining on policy of low wages. => Devalvacija novca nije stimulativna za preduzetništvo, stoga ne vodi konkurentnosti u kvalitetu zbog očekivanja da će doći do prekida u trgovini; baš naprotiv, ona usporava reforme, procese inovacija i održavanje politike niskih plata.
LL@(15886) From the point of view of improvement of competitiveness of economics, the expenditures of state budget and tax burden of entrepreneurial subjects would be gradually decreasing within the framework of fiscal policy. => Sa tačke gledišta povećanja konkurentnosti ekonomije, troškovi državnog budžeta i poresko opterećenje preduzetnika polako će opadati u okviru fiskalne politike.
LL@(15887) The maintaining of a deficit of the state budget on relatively low level is of the same importance, what subsequently results in lower level of interest rates and expanding space for provision of loans to entrepreneurial sector for loan portfolios of commercial banks. => Održavanje deficita državnog budžeta na relativno niskom nivou jednako je značajno, što za posledicu ima niži nivo kamatnih stopa a banke dobiaju širi prostor za odobravanje zajmova preduzetničkom sektoru.
LL@(15888) An application of specific instruments at support of improvement of competitiveness must have cross-sectional nature, but only in accordance with market conformity it is needed the selection criteria of support of certain segments of economics to have also a horizontal nature. => Primena specifičnih instrumenata za podršku unapređenju konkurentnosti mora da bude unakrsno/međugranski orijentisana, ali da bi bila u skladu sa tržištem, potrebno je da zadovolji određene kriterijume koji zahtevaju da neki segmenti ekonomije budu i horizontalni po svojoj suštini.
LL@(15889) Proceeding from the production priority contributing to quality aspects of economic growth, and after all to total gain of economics, it would be appropriate to concentrate to such segments of economics, which have relatively high dynamics of trading on world markets (more than 5% annually), which are characteristic by high level of processing (higher rate of value added, relatively higher price per kilogram and export prices) and which would contribute significantly to improvement of the balance of trade by replacement of import and increase of export. => Kada prioritet proizvodnje postane kvalitet kao jedan od aspekata ekonomskog rasta, a u krajnjem slučaju i ukupnog uspona ekonomije, bilo bi primereno koncentrisati se na one segmente ekonomije koji se odlikuju relativno visokim stepenom dinamike trgovanja na svetskim tržištima (više od 5% godišnje), visokim nivoom obrade (viša stopa dodate vrednosti, relativno viša cena po kilogramu i eksportne cene) i koji će značajno doprineti uspostavljanju bolje ravnoteže u trgovini tako što će proizvesti zamenu za uvoznu robu domaćom i povećati izvoz.
LL@(15890) The key place within specific policies of support of competitiveness improvement would be taken by policy of support of creation, diffusion and subsequent implementation of technologies and innovations, so called technological and innovation policy Š3Ë. => Ključno mesto u okviru specifičnih politika podrške poboljšanju konkurentnosti imaće politika podrške kreativnosti, difuziji i konačno primeni tehnologija i inovacija, takozvana tehnološko-inovaciona politika Š3Ë.
LL@(15891) In contrast to industrial policy, the technological and innovation poli cy does not concentrate on support of economically more favourable structure of branches, or departments, but on quality and products and services competitiveness by innovations. => Nasuprot industrijskoj politici, tehnološko-inovaciona politika se ne koncentriše na podršku ekonomski povoljnijim granama ili sektorima delatnosti, već na umu ima kvalitet i konkurentnost proizvoda i usluga postignutu inovacijama.
LL@(15892) Under the influence of innovation, especially radical ones, a whole series of new branches (information technologies, biotechnologies, nanotechnologies and so on) is establishing. => Pod uticajem inovacija, posebno onih radikalnih, uspostavlja se čitav niz novih grana delatnosti (informacione tehnologije, biotehnologije, nanotehnologije, itd.).
LL@(15893) The branches which will go beyond traditional branches in their competitiveness are taking the growth potential and become the significant factors of structural changes and modernization of economics. => Te grane delatnosti koje po konkurentnosti prevazilaze one tradicionalne raspolažu sve većim potencijalom rasta i postaju značajan faktor strukturnih promena i modernizacije ekonomije.
LL@(15894) The existence of technological and innovation policy is more pressing as the competition presses on international market become more intense, a period of time of innovation cycles becomes shorter and demands on timeliness of innovations become higher. => Ova tehnološko-inovaciona politika je utoliko neophodnija kako je konkurencija na međunarodnom tržištu sve oštrija, a životni ciklus inovacija sve kraći i potrebe za inovacijama postaju sve veće i hitnije.
LL@(15895) Technological and innovation policy represents now the comprehensive system taking long-term of society and impacts on its future development into account, as well as the systematic analysis and development assess ment. => Tehnološko-inovaciona politika predstavlja sada jedan sveobuhvatni sistem koji će imati dugoročni uticaj na društvo i na njegov budući razvoj, kao i sistemska analiza i ocenjivanje razvoja.
LL@(15896) It includes the measures supporting the offer side, i.e. penetration of innovation into market, as well as development of pro-innovation business environment. => Ona obuhvata mere za podršku sferi ponude, t.j., prodiranju inovacija na tržište, kao i razvoju pro-inovativnog poslovnog okruženja.
LL@(15897) Efficiency of technological and innovation policy as a mean of improvement of economics competitiveness depends on sources, representing knowledge and research potential, including the channels of transfer and diffusion of technological progress on one hand, and on instruments stimulating the willingness of business sphere to undergo increased risk connected with innovation activities, on the other hand. => Efikasnost tehnološke i inovacione politike kao sredstva za poboljšanje konkurentnosti ekonomije zavisi od izvora, a to su znanje i istraživački potencijal, uključujući kanale za transfer i difuziju tehnološkog progresa s jedne strane, i od instrumenata kojima se stimuliše spremnost i volja poslovne sfere da preuzme povećani rizik koji je povezan sa inovativnom aktivnošću, s druge strane.
LL@(15898) Also balance in orientation of innovations to product- and process ones is of the same importance, what determines the way of achievement of competitive advantage (by qualitatively new utility parameters of products or by rationalization by lower production costs influencing the price of products). => Od jednakog značaja je i da inovacije budu jednako usmerene i prema proizvodima i prema procesima, što određuje i način na koji će se postići konkurentna prednost (kvalitativno novim parametrima korisnosti proizvoda ili racionalizacijom putem nižih troškova proizvodnje koji će uticati na cenu proizvoda).
LL@(15899) Diagram 2 shows the structure of technological and innovation policy. => Struktura tehnološko-inovacione politike prikazana je na dijagramu 2.
LL@(15900) Diagram 2. => Izvor:
LL@(15901) Structure of technological and innovation policy Source: Š6, p. 175Ë Under the conditions of the Slovak economics, similarly as for other transforming economics, technological and innovation policy is not accomplished thoroughly by then. => Š6, str. 175Ë U ekonomskim uslovima Republike Slovačke, slično drugim privredama u tranziciji, tehnološko-inovaciona politika nije u potpunosti primenjena.
LL@(15902) It is necessary to identify directions of industrial research and development by a program, which could be used in the process of product differentiation, within a common tendency of support of creation, diffusion and implementation of technologies and innovations (enforcing in economically advanced economics). => Neophodno je identifikovati pravce istraživanja i razvoja u industriji u odgovarajućem programu koji se onda može upotrebiti u diferencijaciji proizvoda i procesa, a u okviru zajedničke tendencije podrške stvaranju, difuziji i primeni tehnologija i inovacija (kako se to i nameće u ekonomski naprednim privredama).
LL@(15903) According to our opinion, the program contents of industrial research and development would be focused to three main areas Š4Ë, Š8Ë as it follows: 1) Research and development focused to achievement of high value added The aim of the given group of industrial research and development will be to contribute to the increase of value added of industrial production in SR. => Po našem mišljenju, programski sadržaj istraživanja i razvoja u oblasti industrije odnosiće se u najvećoj meri na tri glavne oblasti Š4Ë, Š8Ë a to su sledeće: ~~~ 1) Istraživanje i razvoj usmereni na ostvarivanje veće dodate vrednosti Cilj ove grupe istraživanja i razvoja u industriji biće da doprinesu povećanju dodate vrednosti industrijske proizvodnje u SR.
LL@(15904) It is desirable to utilize the intensifying factors including research and development in the long-term horizon, so that the portion of value added on gross production in processing industry to increase by 2020 to the level of 35%. => Poželjno bi bilo iskoristiti faktore intenzifikacije kao što su istraživanje i razvoj na dugoročnom planu, tako da deo dodate vrednosti ukupne proizvodnje u prerađivačkoj industriji poraste na 35% do 2020.
LL@(15905) 2) Research and development ensuring standard innovation development The aim of the given group of industrial research and development will be to ensure an increase of competitiveness of domestic production within opened internal market of the European Union. => godine. 2) Istraživanje i razvoj kojim se obezbeđuje razvoj inovacija u standardu Cilj ove grupe istraživanja i razvoja u industriji biće da obezbedi veću konkurentnost domaće proizvodnje u okviru otvorenog slobodnog tržišta Evropske unije.
LL@(15906) In the long-term horizon, it would be reflected by an increase of coverage of domestic consumption by domestic production, especially in the furniture industry, paper industry, pharmaceutical industry, footwear industry and textile industry by 15-20%, what means that the level of domestic coverage in light industry (including pharmacy) would attain 60-65%. => Na dugoročnom planu, ono će se ogledati u sve većoj pokrivenosti domaće potrošnje domaćom proizvodnjom, posebno u industriji nameštaja, proizvodnji papira, farmaceutskoj industriji, proizvodnji obuće i tekstilnoj industriji za 15-20%, što znači da bi nivo pokrivenosti proizvodima domaće lake industrije (uključujući i farmaceutsku industriju) dostigao 60-65%.
LL@(15907) At the same time, it is desirable to increase competitiveness of standard commodities of processing industry by innovation process, especially of machinery industry, electrotechnical industry and chemical industry so that this increase of value could be shown in long-term horizon up to the adjustment of foreign-trade balance of Slovakia. => Istovremeno, poželjno je da se poveća konkurentnost standardnih proizvoda prerađivačke industrije primenom inovativnih procesa. ~~~ To se posebno odnosi na industriju mašina, elektrotehniku i hemijsku industriju, tako da bi se ovaj porast video na dugoročnom planu, sve do potpunog uspostavljanja ravnoteže u spoljnoj trgovini Slovačke.
LL@(15908) 3) Research and development supporting global problems handling The aim of this given group of industrial research and development shall be to join to handling of global problems, especially in the sphere of protection of living en vironment, health of population and ensuring of fulfillment of indicators of sustainable development. => 3) Istraživanje i razvoj kao podrška rešavanju globalnih problema Cilj ove grupe istraživanja i razvoja u industriji biće da se uključi u rešavanje globalnih problema, posebno u sferi zaštite životne sredine, zdravlja stanovništva i da obezbedi održivi razvoj.
LL@(15909) In the long-term horizon, it means to increase total expenditures to research and development gradually, so that we could attain the level of economically comparable countries of the EU. => Na dugoročnom planu, ovo znači da će se postepeno povećavati ukupni troškovi za istraživanje i razvoj, tako da bismo dostigli nivo zemalja čija je ekonomija slična našoj.
LL@(15910) It is expected that the indicator of total expenditures for research and development could be on the level of 1,5% GDP by 2020. => Očekuje se da će do 2020. godine pokazatelj ukupnih troškova za istraživanjje i razvoj dostići 1,5% BDP.
LL@(15911) However, it requires to increase dynamically the portion of expenditures for research and development especially from the part of entrepreneurial sphere. => Ipak, ovo zahteva da dinamika kojom se povećavaju izdvajanja za istraživanje i razvoj bude veća, posebno kad se radi o preduzetničkoj sferi.
LL@(15912) The indivisible part of technological and innovation policy is a stimulation of development of entrepreneurial environment. => Neodvojivi deo tehnološko-inovacione politike jeste stimulisanje razvoja preduzetničkog okruženja.
LL@(15913) The entrepreneurial environment creating the framework of financial, tax, legal and other control instruments influences the side of offer as well as the side of demand. => Preduzetničko okruženje koje stvara okvire za finansijske, poreske, zakonske i druge instrumente kontroleutiče na sferu ponude kao i na sferu potražnje.
LL@(15914) It principally influences the behaviour of entrepreneurs, their willingness to undergo needed risk and thus at the same time determines the space of occasions for utilization of benefits of innovation activities. => Ono prvenstveno utiče na ponašanje preduzetnika, njihovu spremnost da podnesu potreban rizik, i na taj način istovremeno određuje prostor za primenu koristi od inovacionih delatnosti.
LL@(15915) Main instruments of creation of favourable entrepreneurial environment include tax measures, patent protection, and legal regulations facilitating the execution of all the transactions connected with entrepreneurial activity. => Glavni instrumenti stvaranja povoljnog preduzetničkog okruženja obuhvataju poreske mere, zaštitu patenata i zakonske odredbe koje bi olakšale vršenje svih transakcija vezanih za preduzetničko delovanje.
LL@(15916) Innovation business making is, based on experiences, limited mostly by inappropriate regulations, directives and insufficient flexibility of legislation. => Poslovanje uz primenu inovacija je, govoreći na osnovu iskustava, u najvećoj meri ograničeno neodgovarajućim odredbama, direktivama i nedovoljnom fleksibilnošću zakonskih akata.
LL@(15917) It prevents to use new possibilities of scientific and technical progress, especially in the first phases of development of innovation, when the uncertainty of penetration into market is the highest. => To sprečava da se iskoriste nove mogućnosti naučnog i tehničkog progresa, posebno u prvim fazama razvoja inovacija, kada je neizvesnost prodora na tržišta najveća.
LL@(15918) Creation of appropriate business environment requires the application of governmental coordination function. => Stvaranje odgovarajućeg poslovnog okruženja zahteva i da vlada primeni svoju funkciju koordinacije.
LL@(15919) It results from abovementioned that technological and innovation policy and support of scientfic and technical progress is effective only if it is based on consensus of government, commercial sphere, research and educational institutions, independent experts and representatives of employees organizations. => Iz gore-navedenog možemo da zaključimo da su tehnološko-inovaciona politika i podrška naučnom i tehničkom progresu efektivne samo ako se zasnivaju na konsenzusu vlade, komercijalne sfere, istraživačkih i obrazovnih institucija, nezavisnih stručnjaka i predstavnika organizacija koje zastupaju zaposlene.
LL@(15920) The important motivation factor for business sphere in the area of fulfillment of aims of technological and innovation policy is to be an application of Operational program Competitiveness and economic growth1, which has earmarked EUR 772 millions for this area. ~~~ 1 Operational program Competitiveness and economic growth (OP C&EG) is based on the National strategical reference framework of SR (NSRF of SR) for 2007-2013, including all basic policies of the European Community for economic, social and territorial cohesion (Strategic general principles of Community for cohesion; Strategy of competitiveness of Slovakia up to 2010, Lisbon s strategy for SR and connected set of integrated principles for 2005 2008 approved by the Commission in the area of support of economic growth and labour occasions in Europe; industrial and energy policy of the EU as well as the strategy of the EU for provision of sustainable development). => Značajan motivacioni faktor za poslovnu sferu u oblasti postizanja cijeva tehnološko-inovacione politike jeste primena Operativnog programa za konkurentnost i ekonomski rast1 u kome je za ovu oblast izdvojeno 772 miliona evra. 1 Operativni program za konkurentnost i ekonomski rast (OP C&EG) zasniva se na Nacionalnom strateškom okviru SR (NSRF of SR) za 2007-2013, uključujući sve osnovne politike Evropske zajednice za ekonomsku, društvenu i teritorijalnu koheziju (Opšti strateški principi Zajednice za koheziju; Strategija konkurentnosti Slovačke do 2010, Lisabonska strategija za SR i s tim u vezi skup integrisanih principa za period 2005-2008 što je Komisija odobrila za oblast podrške ekonomskom rastu i mogućnostima za rad u Evropi; industrijska i energetska politika EU kao i strategija EU za obezbeđenje održivog razvoja).
LL@(15921) The priority lines of OP C&ED with focus to support of innovations and new technologies are to fulfill long-term vision of economic and strategic development of the country, which NSRF defines as General convergency of economics of SR to the average of the EU 15 by sustainable development. => Prioritetni pravci OP C&ED u čijem je središtu podrška inovacijama i novim tehnologijama jesu da ispune dugoročnu viziju ekonomskog i strateškog razvoja zemlje, što NSRF definiše kao Opštu konvergenciju ekonomije SR prema prosečnim rezultatima EU 15, mereno održivim razvojem.
LL@(15922) The strategy of fulfillment of outlined vision results from this, defined as Considerable improvement of competitiveness and performance of regions and Slovak economics while respecting sustainable development up to 2013. => Strategija ispunjenja zacrtane vizije proističe iz ovoga, a definiše se kao Značajno poboljšanje konkurentnosti i performansi regiona i slovačke ekonomije u skladu sa održivim razvojem do 2013. godine.
LL@(15923) OP C&ED works out the specific priority of NSRF Support of competitiveness of business undertakings and services especially through innovations through priority line 1 Innovation and growth of competitiveness, priority line 2 Power engineering and priority line 3 Tourism, which are classified within NSRF hierarchically as a specific priority under the strategic priority 2. ~~~ Knowledge economics. => OP C&ED razvija specifične prioritete NSRF Podrška konkurentnosti poslovnih preduzeća i usluga posebno putem inovacija po prioritetnom pravcu 1, Inovacije i porast konkurentnosti, prioritetnom pravcu 2, Projektovanje moći i prioritetnom pravcu 3, Turizam koji su klasifikovani unutar hijerarhije NSRF kao posebni prioriteti po strateškom prioritetu 2, Ekonomija znanja.
LL@(15924) In our opinion, developing of technological ability is needed to understand as an institutional process of learning, which must be undergone by entrepreneurial subjects in order to have an overview about the offer of technologies, be able to assess it, evaluate, select, use, adjust, improve and develop it independently. => Po našem mišljenju, razvijanje tehnološkoh veština treba shvatiti kao institucionalni proces učenja kroz koji moraju da prođu preduzetnici da bi stekli uvid u ponudu koju tehnologija pruža, da bi bili u stanju da je procene, vrednuju, izvrše izbor, primene, prilagode, usavrše i razvijaju nezavisno.
LL@(15925) This process would lead gradually to creation of national innovation system, what represents, in principle, longterm goal of strategy of technological catching up. => Ovaj proces će postepeno voditi kreiranju nacionalnog sistema inovacija, što je u principu dugoročni cilj strategije tehnološkog priključka.
LL@(15926) The support of this process requires, of course, a whole complex of measures the frame characteristic of which is included in the draft strategy of technological catching up. => Podrška ovom procesu zahteva, naravno, čitav splet mera čija je karakteristika obuhvaćena u nacrtu strategije tehnološkog priključka.
LL@(15927) The key importance belongs especially to development of education, research and development as well as knowledge diffusion. => Ključni značaj posebno ima razvoj obrazovanja, istraživanja i razvoja kao i difuzija znanja.
LL@(15928) In our opinion, it is possible to implement the program of support of implementation of strategy, technological catching up by the following specific measures given in Table 1. => Smatramo da je moguće primeniti program podrške primeni strategije i tehnološkog priključka pomoću sledećih specifičnih mera koje su date u tabeli 1.
LL@(15929)  => Mere Oblici realizacije Mere za kreiranje podsticaja u skladu sa tržištem Deregulacija i liberalizacija tržišnog okruženja Primena selektivnog procesa ulaska i izlaska sa tržišta.
LL@(15930)  => Primena transparentnog poreskog sistema Mere u oblasti poreske politike Mere u oblasti poboljšanja infrastrukture materijala Mere u oblasti poboljšanja tehnološke infrastrukture Mere u oblasti razvoja ljudskih resursa Opcija izdvajanja novca za istraživanje iz zakonske poreske osnovice za korporativni dohodak.
LL@(15931)  => Selektivna primena poreskih olakšica PZI priliva sa naglaskom na podršci dugoročno orijentisanim investicijama koje će iznedriti dodatne investicije.
LL@(15932)  => Završetak mreža transportnih linija, logistike i telekomunikacija Završetak tehnološke mreže Podrška tehnološkim institutima, istraživanjima na nivou države i strategijama rasta, Uspostavljanje tehnoloških centara Kreiranje informativnih kanala Podrška međunarodnoj razmeni naučnog znanja Razvoj potrošačkih elektronskih komercijalnih modula za SME Podrška poslovanju i inovacijama u okviru sistema obrazovanja i treninga.
LL@(15933)  => Stalno usavršavanje kvaliteta nižeg i univerzitetskog obrazovanja Podrška univerzitetskog obrzovanja sa stanovišta kreiranja osnove za istraživačke delatnosti.
LL@(15934)  => Međusobna zavisnost kvalifikacija i aktivnosti državnog sistema obrazovanja i potreba privatnog sektora.
LL@(15935)  => Sistemsko ozdravljenje finansijskih tokova u celoj ekonomiji u skladu sa zakonodavstvom.
LL@(15936)  => Mere u oblasti finansijske infrastrukture.
LL@(15937)  => Dostupnost kratkoročnih kredita za finansiranje ugovorene proizvodnje i investicionih zajmova za primenu investicionih projekata.
LL@(15938)  => Selektivna prednost zajmovima za moguće uspešne tehnološki orijentisane investicije.
LL@(15939)  => Uspostavljanje fondova za zajmove u oblasti tehnologije.
LL@(15940)  => Priprema za primenu programa finansijske podrške tehnološki orijentisanim SME.
LL@(15941) Table 1: Draft measures and forms of execution of strategy of technological catching up. => Tabela 1: ~~~ Nacrt mera i oblici realizacije strategije tehnološkog priključka Izvor:
LL@(15942) Measures Execution form Measures for creation of marketconforming incentives Deregulation and liberalization of market environment Application of selection process of entry into market and exiting it Application of transparency of tax system Measures in the area of tax policy Option of deduction of expenses for research from legal corporate income tax basis Selective application of tax allowances of PZI inflow with emphasis on support of longterm oriented investments generating additional investments Measures in the area of improvement of material infrastructure Completion of transport, logistic and telecommunication network Completion of technologic networks Support of technologic institutions, state research and development capacities Measures in the area of technological infrastructure Establishing of technological centers Creation of information channels Measures in the area of development of human capital Support of international exchange of scientific knowledge Development of customer electronic commercial modules for MSP Support of business-making and innovation within the framework of education and trainings system Continuous improvement of quality of common and university education Support of university education from the point of view of creation of a basis of research activities Interconnection of qualification basis and activities of state education system with the needs of private sector System recovery of financial flows in the entire economics with direct connection to legislation Measures in the area of financial infrastructure Availability of short-term loans for financing of contracted production and investment loands for implementation of investment projects Selective subsidizing of loans at possibly successful technologically-oriented investments Establishment of technological loan funds Preparation of implementation of programs of financial support of technologically oriented MSP Source: Š3, p. 94Ë Based on complexity of draft measures, it results that implementing innovation of approach to conceptual basis of technological and innovation policy would be a multidimensional process. => Š3, str.94Ë Na osnovu složenosti nacrta mera vidimo da će primena inovacije pristupa koncepcijskoj bazi tehnološkoinovacione politike predstavljati višedimenzionalan proces.
LL@(15943) In this relation, it is necessary to reassess the role of state based on really applied proposals in the most successful economics in the European Union with a special attention paid to pro-innovation adaptation of state functions under the conditions of technological manner of production, exchange and information communication. ~~~ 2. => U tom smislu neophodno je prevrednovati ulogu države na osnovu zaista primenjenih predloga u najuspešnijim ekonomijama Evropske unije s tim što će se posebna pažnja posvetiti pro-inovativnoj adaptaciji funkcija države u uslovima nove tehnologije proizvodnje, razmene i prenošenja informacija.
LL@(15944) Conclusion The conceptual basis of competitiveness policy is oriented firstly to harmonization of competitive background of the Slovak economics with conditions for support of compatibility on the European market. => Zaključak Koncepcijska osnova politike konkurentnosti orijentisana je prvenstveno prema harmonizaciji konkurentne osnove slovačke ekonomije sa podrškom kompatibilnosti na evropskom tržištu.
LL@(15945) Long-term absence of effective policy of competitiveness combined with broader transformation problems has caused considerable and increasingly dangerous gap in structural and innovation adaptation of the Slovak economics and thus a lagging of its competitiveness. => Dugogodišnji izostanak efektivne politike konkurentnosti i veliki problemi u transformaciji privrede doveli su do značajnog i sve opasnijeg zastoja kako u struktuiranju slovačke privrede, tako i u njenom prilagođavanju inovacijama.
LL@(15946) This trend can be reversible only under the assumption that determining factors of modern development such as science and research, learning and creative productivity of human factor, as well as effective infrastructure for diffusion of inventions and innovations will move from a periphery into the center of attention and become a centre of policy of competitiveness. => Ovaj trend se može zaustaviti i usmeriti u suprotnom pravcu samo pod pretpostavkom da odlučujući činioci modernog razvoja, kao što su nauka i istraživanje, učenje i kreativnost ljudskog faktora, i naravno dobra infrastruktura za difuziju pronalazaka i inovacija postanu centar naše pažnje i središnja tačka politike konkurentnosti, umesto da kao dosad ostanu po strani.
LL@(15947) Its specific aims, content and instrumentary have, at the same time, be responsive sensitively and soberly to real power, strategy and specific activities of determining subjects in the process of globalization, especially of transnational corporations. => Specifični ciljevi, sadržaj i instrumentarijum ove politike treba istovremeno da svesno i zrelo prepoznaju i angažuju stvarnu snagu, strategiju i specifične delatnosti odlučujućih činilaca u procesu globalizacije, posebno transnacionalnih korporacija.
LL@(15948) In other words, globalization and integration dimensions are to be incorporated into conceptual basis of policy of competitiveness of SR, appropriate to conditions of the 21st century. => Drugim rečima, karakteristike globalizacije i integracije moraju da postanu deo koncepcijske osnove politike konkurentnosti SR, u skladu sa uslovima 21. veka.
LL@(15949) Thus, the following can be considered to be its determinants: í continuous developing and expanding of investment background of economics based on purposeful combination of transfer of knowledge from abroad and universally supported development of science, research and development in Slovakia, í permanent development of learning of population reflecting the dynamic needs of new technological manner of production, exchange and information communication, í systematic building of technological and information infrastructure enabling and supporting the diffusion of new knowledge and innovations from domestic and foreign sources, í implementation of economic policy which supports the creation of necessary space for continuous enhancement of economics structure by new elements through its instruments based on implementation of innovations and establishing of new, innovations-oriented companies, í systematic survey of possible futures in the form of visions, prognoses, strategies, plans and programs enabling to identify possible trends of varying reality in due time and to response to them in a certain advance, í application of principle of participation based in which all the relevant structures and interest groups representatives of science and research, business sphere, employees, regional self-government participate along with government as necessary assumption of objectification of development goals, as well as of harmonization of interests and motivation of the subjects participating in their implementation. => Mi ovde prepoznajemo sledeće odrednice: í stalno razvijanje i širenje ekonomske osnove svesnim usklađivanjem transfera znanja iz inostranstva i opšteprihvaćenim razvojem nauke, istraživanja i razvoja u Slovačkoj, í stalno podsticanjeo i razvijanjeo učenja među stanovništvom, u skladu sa dinamikom novih tehnologija u proizvodnji, razmeni i prenošenju informacija, í sistematska izgradnja tehnološke i informacione infrastrukture i podrška difuziji novih znanja i inovacija kako iz domaćih, tako i iz inostranih izvora, í Primena ekonomske politike kojom se podržava stvaranje neophodnog prostora za stalno unapređenje ekonomske strukture novim elementima, a putem njenih instrumenata zasnovanih na primeni inovacija i otvaranje novih kompanija orijentisanih na inovacije, í Sistematsko ispitivanje mogućih budućih tokova putem vizija, prognoza, strategija i interesnih grupa predstavnika nauke i istraživanja, poslovne sfere, zaposlenih, regionalnih samouprava koji će raditi zajedno s vladom što je neophodna pretpostavka objektivizacije razvojnih ciljeva, kao i harmonizacija interesa i motivisanosti subjekata koji učestvuju u njihovoj primeni.
LL@(15950) BIBLIOGRAPHY Š1Ë BOBÁKOVÁ, V. 2001. => BIBLIOGRAFIJA Š1Ë BOBÁKOVÁ, V. 2001.
LL@(15951) Konkurenčná schopnost ekonomiky. => Konkurenčná schopnost ekonomiky.
LL@(15952) In: Acta Oeconomica Cassoviensia N°5, 2001, č. => 
LL@(15953) 5, s. => In:
LL@(15954) 37-45. ~~~ ISSN 80-225-1407-1 Š2Ë EUROPEAN COMMISSION. ~~~ 2003. => Acta Oeconomica Cassoviensia N°5, 2001, č. 5, s. 37-45. ISSN 80-225-1407-1 Š2Ë EUROPEAN COMMISSION. 2003.
LL@(15955) Raising EU R&D Intensity: Improving the Effectiveness of Public Support Mechanism for Private Sector Research and Development. => Raising EU R&D Intensity: ~~~ Improving the Effectiveness of Public Support Mechanism for Private Sector Research and Development.
LL@(15956) Report to the European Commission by an Independent Directorate-General for Research Information and Communication Unit. => Report to the European Commission by an Independent Directorate-General for Research Information and Communication Unit. ~~~ Brussels:
LL@(15957) Brussels: European Commission, 2003. => European Commission, 2003. Š3Ë HEČKOVÁ, J.:
LL@(15958) Š3Ë HEČKOVÁ, J.: Koncepcia technologickej politiky. => Koncepcia technologickej politiky. ~~~ In:
LL@(15959) In: Ekonomika a spoločnos?, roč. ~~~ 9, 2008, č. ~~~ 1, s. ~~~ 87-95. => Ekonomika a spoločnos, roč. 9, 2008, č. 1, s. 87-95. ISSN 1335-7069 Š4Ë HEČKOVÁ, J.:
LL@(15960) ISSN 1335-7069 Š4Ë HEČKOVÁ, J.: Súčasný stav slovenského priemyslu a perspektívy jeho ?alšieho rozvoja. => Súčasný stav slovenského priemyslu a perspektívy jeho alšieho rozvoja. ~~~ Prešov:
LL@(15961) Prešov: Fakulta manažmentu Prešovskej univerzity v Prešove, 2008, 162 s. => Fakulta manažmentu Prešovskej univerzity v Prešove, 2008, 162 s.
LL@(15962) ISBN 978-80-8068-746-5 Š5Ë HEČKOVÁ, J. CHAPČÁKOVÁ, A.: Teoretické východiská problematiky konkurenčnej schopnosti ekonomiky. => ISBN 978-80-8068-746-5 Š5Ë HEČKOVÁ, J. CHAPČÁKOVÁ, A.: ~~~ Teoretické východiská problematiky konkurenčnej schopnosti ekonomiky.
LL@(15963) In: Zborník vedeckých prác katedry ekonómie a ekonomiky ANNO 2008 (Ed.: Kotulič, R.). => In: ~~~ Zborník vedeckých prác katedry ekonómie a ekonomiky ANNO 2008 (Ed.:
LL@(15964) Prešov: Prešovská univerzita v Prešove, 2008, s. => Kotulič, R.). ~~~ Prešov:
LL@(15965) 196-209. ~~~ ISBN 978-80-8068-798-4 dostupné na internete: http://www.pulib.sk/elpub/FM/Kotulic7/index.html 6Ë KLAS, A. 2006. => Prešovská univerzita v Prešove, 2008, s. 196-209. ISBN 978-80-8068-798-4 dostupné na internete: http://www.pulib.sk/elpub/FM/Kotulic7/index.html Š6Ë KLAS, A. 2006.
LL@(15966) Inovácie a konkurenčná schopnos?. => Inovácie a konkurenčná schopnos.
LL@(15967) In: Konkurencieschopnos? slovenskej a českej ekonomiky stav a perspektívy: Zborník príspevkov zo slovenskočeskej vedeckej konferencie konanej pod záštitou podpredsedu vlády SR pre európske záležitosti, ?udské práva a menšiny p. Pála Csákyho. => In: ~~~ Konkurencieschopnos slovenskej a českej ekonomiky stav a perspektívy: ~~~ Zborník príspevkov zo slovensko-českej vedeckej konferencie konanej pod záštitou podpredsedu vlády SR pre európske záležitosti, udské práva a menšiny p. ~~~ Pála Csákyho. ~~~ Bratislava:
LL@(15968) Bratislava: Ekonomický ústav SAV, 2006. => Ekonomický ústav SAV, 2006. ISBN 80-7144-148-1 Š7Ë OUTRATA, R.:
LL@(15969) ISBN 80-7144-148-1 Š7Ë OUTRATA, R.: Konkurenčná schopnos? a procesy konvergencie vo svetovej ekonomike. => Konkurenčná schopnos a procesy konvergencie vo svetovej ekonomike. ~~~ In:
LL@(15970) In: Ekonomický časopis, roč. ~~~ 48, 2000, č. ~~~ 6, s. ~~~ 705-727. => Ekonomický časopis, roč. 48, 2000, č. 6, s. 705-727. ISSN 0013-3035 Š8Ë [IKULA, M. a kol.:
LL@(15971) ISSN 0013-3035 Š8Ë [IKULA, M. a kol.: Determinanty formovania priemyselnej politiky v podmienkach globalizácie a integrácie. => Determinanty formovania priemyselnej politiky v podmienkach globalizácie a integrácie. ~~~ Bratislava:
LL@(15972) Bratislava: Ústav slovenskej a svetovej ekonomiky SAV, 2003. => Ústav slovenskej a svetovej ekonomiky SAV, 2003. ISBN 80-7144-134-1 Š9Ë [IKULA, M.:
LL@(15973) ISBN 80-7144-134-1 Š9Ë [IKULA, M.: Konkurencieschopnos? v súradniciach globalizácie. => Konkurencieschopnos v súradniciach globalizácie. ~~~ In:
LL@(15974) In: Ekonomický časopis, roč. ~~~ 54, 2006, č. ~~~ 10, s. ~~~ 965-982. => Ekonomický časopis, roč. 54, 2006, č. 10, s. 965-982. ISSN 0013-3035 Analiza omeđenih podataka i njena primena u obrazovanju UDK:
LL@(15975) ISSN 0013-3035 Data Envelopment Analysis and its Application in Education UDC: 005.336.1:378 ; 005.311.12;519.2 Violeta Cvetkoska1 1Faculty of Economics - Skopje, vcvetkoska¿eccf.ukim.edu.mk XII International Symposium SymOrg 2010, 09. ~~~ 12 june 2010. ~~~ Zlatibor, Serbia Data Envelopment Analysis (DEA) is a relatively new nonparametric approach for evaluating the performance of complex entities called Decision Making Units (DMUs) which convert multiple inputs into multiple outputs. => 005.336.1:378 ; 005.311.12:519.8 Violeta Cvetkoska1 1Ekonomski fakultet - Skopje, vcvetkoska¿eccf.ukim.edu.mkh XII Internacionalni simpozijum SymOrg 2010, 09.12, jun 2010, Zlatibor, Srbija Analiza omeđenih podataka (DEA-Data Envelopment Analysis) predstavlja relativno nov neparametarski pristup u vrednovanju učinka složenih celina koje se zovu jedinice odlučivanja (DMUs Decision Making Units) koje pretvaraju višestruke inpute u višestruke autpute.
LL@(15976) In a relatively short period of time Data Envelopment Analysis (DEA) has grown into a powerful, quantitative, analytical tool for measuring efficiency of decision making units. => Za relativno kratko vreme, DEA je prerasla u moćan kvantitativni, analitički instrument za merenje efikasnosti jedinica za odlučivanje.
LL@(15977) DEA has been successfully applied in many different fields in worldwide. => DEA se uspešno primenjuje u mnogim oblastima širom sveta.
LL@(15978) This paper provides introduction to DEA and describes the application of Data Envelopment Analysis in education. => U ovom radu predstavljamo DEA i opisujemo primenu ove analize u obrazovanju. 1.
LL@(15979) 1. ~~~ Introduction Data Envelopment Analysis (DEA) is a relatively new data oriented mathematical approach for evaluating the performance of a set of peer entities called Decision Making Units (DMUs) which convert multiple inputs into multiple outputs. => Uvod Analiza omeđenih podataka (DEA) predstavlja relativno nov matematički pristup orijentisan na podatke koji se primenjuje u vrednovanju učinka nekog skupa ravnopravnih tela koja se zovu jedinice odlučivanja (DMU), a koje pretvaraju višestruke inpute u višestruke autpute.
LL@(15980) Since DEA was first introduced in 1978, researches in a number of fields have in a short period of time recognized that DEA is an excellent and easily used methodology for modeling operational processes for performance evaluations. => Za kratko vreme otkad je ova analiza prvi put primenjena 1978. godine, istraživači u velikom broju oblasti su zaključili da DEA predstavlja izvanrednu i lako primenljivu metodologiju za modelovanje operacionih procesa za vrednovanje učinka.
LL@(15981) In Š31Ë is given survey and analysis of the 30 years of scholarly literature in DEA up to the year 2007. => U Š31Ë predstavljeni su pregled i analiza naučne literature o DEA tokom trideset godina, sve do 2007. godine.
LL@(15982) This paper is in 8 parts of which this is the first. => Ovaj rad sastoji se od 8 delova, a ovo je prvi.
LL@(15983) Data Envelopment Analysis (DEA) as a tool for determining the relative efficiency is presented in Section 2. => Analiza omeđenih podataka (DEA) je kao instrument za određivanje relativne efikasnosti predstavljena u poglavlju 2.
LL@(15984) The history of DEA has been mentioned briefly in Section 3. => Poglavlje 3 sadrži kratak pregled istorije DEA.
LL@(15985) DEA methodology is described in Section 4. => Metodologija DEA opisana je u poglavlju 4.
LL@(15986) Strenghts and limitations of DEA are presented in Section 5. => Prednosti i ograničenja DEA opisani su u poglavlju 5.
LL@(15987) Literature search for application of DEA in education is overviewed in Section 6, while conclusions are given in Section 6. => Pregled literature o primeni DEA u obrazovanju prikazan je u 6. poglavlju, a 7. poglavlje donosi zaključke.
LL@(15988) Bbibliography citations are presented in the final section. => U poslednjem poglavlju navedena je literatura. 2.
LL@(15989) 2. ~~~ Efficiency and data envelopment analysis Fried, H. O., Lovell, C.A.K., and Schmidt, S.S., in Š34Ë explain that the interest in measuring efficiency has two reasons. => Efikasnost i analiza omeđenih podataka Fried, H. O., Lovell, C.A.K., i Schmidt, S.S., u Š34Ë navode dva razloga za postojanje interesa za merenje efikasnosti.
LL@(15990) First of all, they are success indicators, performance measures, by which production units are evaluated. => Prvo, to su pokazatelji uspešnosti, mere učinka kojima se ocenjuju proizvodne jedinice.
LL@(15991) Second, only by measuring efficiency and productivity, and separating their effects from the effects of the production environment can we explore hypotheses concerning the sources of efficiency or productivity differentials. => Drugo, hipotezu o izvorima efikasnosti ili diferencijalima produktivnosti moguće je proveriti samo merenjem efikasnosti i produktivnosti i odvajanjem njihovih efekata of efekata proizvodnog okruženja.
LL@(15992) Identification of sources is essential to the institution of public and private policies designed to improve performance. => Identifikovanje izvora značajno je za uspostavljanje mera javne i privatne politike u svrhu poboljšanja učinka.
LL@(15993) Productivity efficiency has two components. => Efikasnost produktivnosti ima dve komponente.
LL@(15994) The purely technical, or physical, component refers to the ability to avoid waste by producing as much output as input usage allows, or by using as little input as output production allows. => Čisto tehnička, ili fizička, komponenta odnosi se na sposobnost da se izbegne stvaranje otpada tako što ćemo ostvariti onoliko autputa koliko dozvoljavaju upotrebljeni inputi, ili korišćenjem što manje količine inputa da dobijemo zadovoljavajući autput.
LL@(15995) Thus the analysis of technical efficiency can have an output augmenting orientation or an inputconserving orientation. => Stoga analiza tehničke efikasnosti može biti orijentisana na povećanje autputa ili na uštedu inputa.
LL@(15996) The allocative, or price component refers to the ability to combine inputs and outputs in optimal proportions in light of prevailling prices. => Komponenta usmeravanja sredstava, t.j., cene odnosi se na sposobnost kombinovanja inputa i autputa u optimalnim proporcijama, a u svetlu važećih cena.
LL@(15997) Koopmans in Š48, p.60Ë provided a formal definition of technical efficiency: a producer is technically efficient if an increase in any output requires a reduction in at least one other output or an increase in at least one input, and if reduction in any input requires an increase in at least one other input or a reductionin at least one output. => Koopmans je u Š48, str.60Ë ponudio formalnu definiciju tehničke efikasnosti: proizvođač je tehnički efikasan ukoliko porast bilo kog autputa zahteva smanjenje bar jednog drugog autputa ili povećanje bar jednog inputa, i ukoliko smanjenje bilo kog inputa zahteva povećanje bar jednog drugog inputa ili smanjenje bar jednog autputa.
LL@(15998) Thus a technically inefficient producer could produce the same outputs with less of at least one input, or could use the same inputs to produce more of at least one output. => Prema ovoj definiciji, tehnički neefikasan proizvođač može da proizvede iste autpute uz bar jedan input manje, ili može da upotrebi iste inpute da proizvede više of jednog autputa.
LL@(15999) Debreu in Š29Ë and Farrell in Š33Ë introduced a measure of technical efficienncy. => Debreu u Š29Ë i Farrell u Š33Ë uvode meru tehničke efikasnosti.
LL@(16000) Their measure is defined as one minus the maximum equiproportionate reduction in all inputs that still allows continued production of given outputs. => Oni meru definišu kao jedan minus maksimalno jednakoproporcionalno smanjenje svih inputa koje još uvek omogućava da se proizvodnja datih autputa nastavi.
LL@(16001) A score of unity indicates technical efficiency because no equiproportionate input reduction is feasible, and a score less than unity indicates the severity of technical inefficiency. => Ako rezultat pokazuje usaglašenost, onda tehnička efikasnost postoji zato što nikakvo smanjenje jednakoproporcionalnog inputa nije moguće, a ako rezultat pokazuje manje od usaglašenosti, onda je tehnička neefikasnost veoma ozbiljna.
LL@(16002) Following work by Dantzig Š27Ë and Farrell Š33Ë, Charnes, Cooper, and Rhodes Š16Ë developed mathematical programming technique, Data Envelopment Analysis (DEA). => Na osnovu radova koje su ponudili Dantzig Š27Ë i Farrell Š33Ë, Charnes, Cooper i Rhodes Š16Ë su razvili tehniku matematičkog programiranja, analizu omeđenih podataka (DEA).
LL@(16003) DEA is a non-parametric linear programming technique that computes a comparative ratio of outputs to inputs for each unit, which is reported as the relative efficiency score. => DEA predstavlja neparametarsku linearnu tehniku programiranja kojom se izračunava komparativni odnos autputa prema inputima za svaku jedinicu (celinu), koja se izražava kao rezultat relativne efikasnosti.
LL@(16004) The efficiency score is usually expressed as either a number between 0-1 or 0-100%. => Rezultat efikasnosti obično se izražava ili brojem od 0-1 ili od 0-100%.
LL@(16005) 100% efficiency is attained for any Decision Making Unit (DMU) only when: (a) None of its outputs can be increased without either increasing one or more of its inputs or decreasing some of its other outputs (b) None of its inputs can be decreased without either Decreasing some of its outputs or Increasing some of its other inputs. sufficiently large that issues of degrees of freedom, etc., were not a serious problem despite the numerous input and output variables used in the study. => Efikasnost 100% postiže se za svaku jedinicu odlučivanja (DMU) samo kada: (a) Ni jedan od njenih autputa ne može da se poveća a da se ili ne poveća jedan ili više njenih inputa ili ne smanje neki njeni drugi autputi (b) Ni jedan od njenih inputa ne može da se smanji a da se ili ne smanje neki njeni autputi ne povećaju neki njeni drugi inputi.
LL@(16006) Nevertheless, unsatisfactory and even absurd results were secured from all of the statistical-econometric approaches that were tried. => 
LL@(16007) While trying to respond to this situation, Rhodes called Coopers attention to Farrells seminal article, Š33Ë. Charnes, Cooper and Rhodes extended Farrells work and succeeded in establishing DEA as a basis for efficiency analysis. => 
LL@(16008) Details of the project are described in Charnes, Cooper and Rhodes Š20Ë. => 
LL@(16009) A decision-making unit (DMU) with a score less than 100% is deemed inefficient relative to other units. => Jedinica odlučivanja (DMU) čiji je rezultat manji od 100% smatra se neefikasnom u odnosu na druge jedinice.
LL@(16010) A brief history of DEA can be found in Š21Ë. Thanassoulis, E., in Š63Ë points out that DEA is one of the methods of performance measurement which support type of information such as: identification of good operating practices for dis semination; most productive operating scale sizes; the scope for efficiency savings in resource use and/or for output augmentation; most suitable role model operating units an ineffi cient unit may emulate to improve its performance; the marginal rates of substitution between the fac tors of production and; Productivity change over time by each operating unit and by the most efficient of the operating units at each point in time. ~~~ 3. => Thanassoulis, E., u Š63Ë ističe da DEA predstavlja jedan od metoda merenja učinka koji podržava tip informacije kao što je: identifikovanje dobre operativne prakse za do stavljanje podataka; dimenzija najproduktivnije operativne skale; obima za uštedu efikasnosti u korišćenju resursa i/ili za povećanje autputa; najprikladnije ugledne modele operativnih jedinica na koje neka neefikasna jedinica može da se ugleda kako bi poboljšala svoj učinak; marginalne stope supstitucije između faktora proizvodnje; i promene u produktivnosti tokom vremena u svakoj operativnoj jedinici i u najefikasnijoj operativnoj jedinici u svakomtrenutku u vremenu. 3.
LL@(16011) Data envelopment analysis History The term Decision Making Unit (DMU) was used for the first time in the CCR model proposed in Charnes, Cooper and Rhodes Š16Ë. => Analiza omeđenih podataka Istorijski razvoj Termin jedinica odlučivanja (DMU) prvi put je upotrebljen u CCR modelu koji su predložili Charnes, Cooper i Rhodes Š16Ë.
LL@(16012) The term DEA (Data Envelopment Analysis) was introduced in their report Š18Ë, Rhodes Š58Ë and appeared in Charnes, Cooper and Rhodes subsequent paper Š19Ë. => Termin DEA (analiza omeđenih podataka) uveden je u njihovom radu Š18Ë, zatim ga navodi Rhodes Š58Ë, a pojavljuje se i u narednom radu koji su objavili Charnes, Cooper i Rhodes Š19Ë.
LL@(16013) In their originating study, Charnes, Cooper and Rhodes Š16Ë described DEA as a mathematical programming model applied to observational data ŠthatË provides a new way of obtaining empirical estimates of relations such as the production functions and/or efficient production possibility surfaces that are cornerstones of modern economics. => U svojoj početnoj studiji Charnes, Cooper i Rhodes Š16Ë opisali su DEA kao matematički model programiranja primenjen na podatke dobijene posmatranjem, koji predstavlja novi način prikupljanja empirijskih procena odnosa kao što su funkcije proizvodnje i/ili mogućnosti efikasne proizvodnje koji predstavljaju temelj moderne ekonomije.
LL@(16014) DEA originated from efforts to evaluate results from an early 1970 project called Program Follow Through a huge attempt by the U.S. Office (now Department) of Education to apply principles from the statistical design to experiments to a set of matched schools in a nationwide study. => DEA je nastala iz pokušaja da se vrednuju rezultati jednog projekta sa početka 1970ih godina pod nazivom Program Follow Through (celoviti program) veoma obiman pokušaj američke Službe (sada Ministarstva) za obrazovanje da primeni principe statističkog projektovanja na eksperimente u jednom broju sličnih škola u studiji koja je obuhvatila celu naciju.
LL@(16015)  => Cilj studije je bio da se vrednuju obrazovni programi osmišljeni da pomognu učenicima sa slabijim uspehom u američkim državnim školama.
LL@(16016)  => Baza podataka bila je dovoljno široka da pitanja stepena slobode itd. nisu predstavljala ozbiljan problem uprkos tome što je u studiji korišćen veliki broj varijabli inputa i autputa.
LL@(16017) The purpose of the study was to evaluate educational programs designed to aid disadvantaged students in U.S. public schools. => Ipak, iz svih primenjenih statističkih i ekonometrijskih pristupa dobijeni su nezadovoljavajući i čak apsurdni podaci.
LL@(16018)  => Dok su pokušavali da nađu odgovor na ovakvu situaciju, Rhodes je skrenuo Cooperu pažnju na veoma dobar članak Š33Ë čiji je autor bio Farrell.
LL@(16019)  => Charnes, Cooper i Rhodes su razradili ovaj Farrellov rad i uspeli da uspostave DEA kao bazu za analizu efikasnosti.
LL@(16020)  => Pojedinosti ovog projekta opisane su u Charnes, Cooper i Rhodes Š20Ë.
LL@(16021) The data base was 4. => Kratka istorija DEA može se ppogledati u Š21Ë. 4.
LL@(16022) DEA methodology Data Envelopment Analysis estimates a piece-wise linear production function relative to which the efficiency of each firm or decision-making unit (DMU) can be measured. => Metodologija DEA Analiza omeđenih podataka procenjuje višečlanu (piece-wise) funkciju proizvodnje u odnosu na koju se može meriti efikasnost bilo koje firme ili jedinice odlučivanja (DMU).
LL@(16023) The simplest variant of DEA is a constant returns to scale model in which n decision making units produce s distinct output types using m distinct inputs. => Najjednostavnija varijanta DEA je stalno vraćanje na skalarni model u kome n jedinica odlučivanja proizvodi s tipova jasno određenih autputa primenom m jasno određenih inputa.
LL@(16024) The quantities of outputs and inputs which the kth decision-making unit produces and consumes respectively are denoted by Yrk, r=1,…,s and Xik, i= 1,….,m. => Količine autputa i inputa koje proizvodi odnosno koristi k-ta jedinica odlučivanja izražene su Yrk, r=1,…,s i Xik, i= 1,….,m.
LL@(16025) The kth decision making unit then chooses its vector of input weights, vik, i=1,…,m, and output weights, urk, r=1,…,s, with the aim of maximizing its weighted sum of outputs subject to a number of constraints. => Onda k-ta jedinica odlučivanja određuje svoj vektor inputnih vrednosti vik, i=1,…,m, i vrednosti autputa urk, r=1,…,s, sa ciljem da maksimizuje vrednost svog zbira autputa koji zavisi od nekoliko ograničenja.
LL@(16026) These are that: (i) the chosen weights are such that, when applied to the output and input vectors of any decision-making unit, the ratio of weighted output to weighted input should not exceed unity, (ii), the weighted sum of inputs should be non-negative, and (iv) the weight attached to each input should be non-negative. => Ova ograničenja su sledeća: (i) izabrane vrednosti su takve da, kada se primene na vektore inputa i autputa bilo koje jedinice odlučivanja, (ii) odnos vrednosti autputa prema vrednosti inputa ne treba da pređe jediničnu vrednost; (iii) vrednosna suma inputa treba da bude ne-negativna; i (iv) vrednost pripisana svakom posebnom inputu treba da bude ne-negativna.
LL@(16027) Now this is a fairly simple linear programming problem. => Sada imamo relativno jednostavan zadatak linearnog programiranja.
LL@(16028) The complete specification of a DEA involves the simultaneous solution of n such programmes one for each decision making unit. => Potpuna specifikacija DEA obuhvata istovremeno rešenje za n takvih programa po jedno za svaku odluku koji čine tu jedinicu (celinu).
LL@(16029) The above arguments may be represented by a suite of linear programming problems. => Gorenavedeni stavovi mogu se predstaviti nizom zadataka linearnog programiranja.
LL@(16030) Formally, for each k, max h s k ∑ = = r Yu rk rk (1) m −∑ = i = ik r i rj rk = m subject to, ∑ s Yu ∑ Xv ,0≥urk ,0≥vrk = ik Xv ik ij ≤ ,0 j=1,.....,n (2) (3) r=1,....,s (4) i=1,....,m (5) The optimal value of hk is the efficiency score of the kth decision making unit. => Formalno postavljeno, za svako k, max s k ∑ = h Yu rk r rk (1) s rj rk = m = pod uslovom da ∑ −∑ m Yu ∑ Xv ,0≥urk ,0≥vrk = i = = r i ik ik Xv ik ij ≤ ,0 j=1,.....,n (2) (3) r=1,....,s (4) i=1,....,m (5) Optimalna vrednost hk jeste vrednost efikasnosti k-te jedinice za odlučivanje.
LL@(16031) It must lie between zero and one; if hk=1, then k i tecnically efficient and lies on the efficiency frontier. => Ona mora da iznosi između nule i jedan; ako hk = 1, onda je k tehnički efikasna i nalazi se na granici efikasnosti.
LL@(16032) As specified above, the DEA problem is one of output maximisation. => Kako je gore već navedeno, zadatak DEA jeste da maksimizuje autput.
LL@(16033) The corresponding input minimisation problem can be constructed by analogous means. => Odgovarajući zadatak minimiziranja može se postaviti analognim načinom. hoplovstvo SAD, sektori za procenu i banke.
LL@(16034)  => Charnes i dr. Š15Ë vodili su veoma široku raspravu o modelima efikasnosti u različitim granama delatnosti. 5.
LL@(16035)  => Prednosti i ograničenja DEA DEA ima nekoliko karakteristika koje je čine moćnim instrumentom:
LL@(16036) In Š44Ë is given a simple example of five universities (A, B, C, D, E) producing two outputs, y1 (for example, the number of graduates achieving good degrees) and y2 (for example, the number of graduates going into employment) using the input x (for example, the number of undergraduates). => U Š44Ë dat je jednostavan primer pet univerziteta (A, B, C, D, E) koji proizvode dva autputa, y1 (na primer, broj svršenih studenata koji su stekli vredne diplome) i y2 (na primer, broj svršenih studenata koji stupaju u radni odnos) a koriste input x (na primer, broj nesvršenih studenata).
LL@(16037) Fig. 1 plots the ratio of output y1 to x against the ratio of output y2 to x, and the piecewise linear boundary which joins up universities A, B, C and D is the production frontier. => Na slici 1 prikazan je odnos autputa y1 i x prema odnosu y2 i x i višečlana linearna granična linija koja povezuje univerzitete A, B, C i D predstavlja granicu proizvodnje.
LL@(16038) All DMUs on the frontier are efficient since none can produce more of both outputs (for a given input level) than any other unit on the frontier. => Sve DMU na toj granici su efikasne pošto ni jedna ne može da proizvede veći broj oba autputa (po datom nivou inputa) nego neka druga jedinica na granici.
LL@(16039) In contrast, university E, which lies inside the frontier, is inefficient, and the ratio OE/OE measures university Es efficiency relative to the other DMUs in the data set. => Nasuprot tome, univerzitet E koji se nalazi unutar granice je neefikasan i odnos OE/OE meri efikasnost univerziteta E u odnosu na druge DMU u skupu podataka.
LL@(16040) Fig.1. => Slika 1.
LL@(16041) Diagrammatic representation of an output oriented DEA The CRS assumption can be relaxed and the DEA model can be easily modified to incorporate variable returns to scale (VRS), see Banker, Charnes, & Cooper Š7Ë. => Dijagramski prikaz DEA orijentisane na autput Pretpostavka CRS može da se ublaži i model DEA se lako može modifikovati tako da obuhvati različite povraćaje na merilo/skalu (VRS), videti Banker, Charnes & Cooper Š7Ë.
LL@(16042) While choice of orientation does not affect efficiencies under CRS, it does under the assumption of VRS, see Coelli, Rao, & Battese Š24Ë, although it has been shown only to have a slight influence in many cases, see Coelli & Perelman Š23Ë. Basic DEA models and extensions to DEA models can be found in Š15Ë, Š22Ë, Š25Ë, Š26Ë. DEA was initially been used to investigate the relative efficiency of not-for-profit organizations, only to quickly spread to profit-making organizations. => Izbor orijentacije ne utiče na efikasnost po CRS, ali ima uticaja pod pretpostavkom VRS, videti Coelli, Rao & Battese Š24Ë, mada je dokazano da je u mnogim slučajevima taj uticaj slab, videti Coelli & Perelman Š23Ë.
LL@(16043) DEA has been successfully applied in such diverse settings as schools, hospitals, courts, the US Air Force, rate departments and banks. => Osnovni modeli DEA i razrade DEA modela mogu se naći kod Š15Ë, Š22Ë, Š25Ë, Š26Ë.
LL@(16044) Charnes et al. Š15Ë have compiled an extensive discussion of efficiency models across a variety of industries. ~~~ 5. => U početku je DEA služila za ispitivanje relativne efikasnosti neprofitnih organizacija, ali se njena primena vrlo brzo proširila i na profitne organizacije.
LL@(16045) Strenghts and limitations of DEA A few of the characteristics that make DEA a powerful tool are: It is based on a distance function approach and hence can handle multiple outputs and multiple inputs; It doesnt require an assumption of a functional form relating inputs to outputs. ~~~ DMUs are directly compared against a peer or combination of peers. ~~~ Inputs and outputs can have very different units. => DEA se uspešno primenjuje čitavom spektru međusobno različitih oblasti kao što su škole, bolnice, sudovi, vazdu Zasnovana je na pristupu pomoću funkcije distance i stoga može da se primeni u situacijama višestrukih autputa i višestrukih inputa; Ne zavisi od pretpostavke funkcionalne forme koja dovodi u odnos inpute i autpute; DMU se neposredno porede sa ravnopravnom jedinicom ili kombinacijom jednakih jedinica; Inputi i autputi mogu da se nalaze u veoma različitim jedinicama.
LL@(16046) For example X1 could be in units of lives saved and X2 could be in units of dollars without requiring an a priori trade off between the two. => Na primer, X1 može da se nalazi u jedinicama broja spasenih života, a X2 može da bude deo jedinice dolara, a da među njima ne postoji neki a priori sukob.
LL@(16047) The same characteristics that make DEA a powerful tool can also create problems. => Iste one karakteristike koje DEA čine moćnim instrumentom mogu i da izazovu probleme.
LL@(16048) An analyst should keep these limitations in mind when choosing whether or not to use DEA. => Kada odlučuje da li da primeni DEA ili ne, analitičar treba uvek da ima na umu ova ograničenja.
LL@(16049) Since DEA is an extreme point technique, noise (even symmetrical noise with zero mean) such as measurement error can cause significant problems. => Pošto DEA predstavlja tehniku ekstremnih tača ka, bilo kakva perturbacija (čak i simetrična sa nultom srednjom vrednošću), kao što je greška u merenju, može da izazove značajne probleme.
LL@(16050) DEA is a good at estimating relative efficiency of a DMU but it converges very slowly to absolute efficiency. => DEA je dobra za procenu relativne efikasnosti DMU, ali se veoma sporo naginje prema apsolutnoj efikasnosti.
LL@(16051) In other words, it can tell you how well you are doing compared to your peers but not compared to e theoretical maximum. => Drugim rečima, ona može da nam kaže koliko smo uspešni u odnosu na sebi ravne, ali ne i koliko smo uspešni u odnosu na teorijski maksimum.
LL@(16052) Since DEA is a nonparametric technique, statistical hypothesis tests are difficult and are the focus of ongoing research. ~~~ Since a standard formulation of DEA creates a separate linear program for each DMU, large problems can be computationally intensive. => Pošto je DEA neparametarska tehnika, testiranje statističke hipoteze je teško i ovi testovi su još uvek u fazi istraživanja; Pošto standardna formulacija DEA stvara pose ban linearni program za svaku DMU, mogu se javiti veliki problemi u izračunavanju. 6.
LL@(16053) 6. ~~~ Applications of DEA in education literature search Economists typically view educational outcomes as a function of a variety of school inputs, including school expenditures, pupil/teacher ratios, teacher experience, the prior attainment of pupils, peer group pressures and family background, see Hanushek Š38, 39Ë. => Primena DEA u obrazovanju pregled literature Ekonomisti obično posmatraju rezultate obrazovanja kao mnoštvo školskih inputa, u koje ubrajaju troškove škole, odnos broja učenika i nastavnika, iskustvo nastavnika, prethodno znanje učenika, pritiske vršnjačkih grupa i porodičnu situaciju, videti Hanushek Š38, 39Ë.
LL@(16054) There has been limited success in finding a causal link between school inputs and educational outcomes. => Istraživanje uzročno-posledičnih veza između školskih inputa i obrazovnih autputa nije donelo značajne rezultate.
LL@(16055) Early work on the education production function concluded that teachers and schools differ dramatically in their effectiveness but that there is no strong or systematic relationship between school expenditures and student performance, see Hanushek Š39Ë. => U ranim radovima na temu funkcije proizvodnje u oblasti obrazovanja došlo se do zaključka da postoje drastične razlike između nastavnika i škola kad je reč o efektivnosti, ali da ne postoji snažan niti sistematičan odnos između troškova škole i uspešnosti studenata, videti Hanushek Š39Ë.
LL@(16056) For application of DEA in the context of the evaluation of education providers in the primary and secondary sectors see Bessent and Bessent Š11Ë, Bessent et al. Š10Ë, Bradley et al. Š12Ë, Chalos and Cherian Š14Ë, Davutyan et al. Š28Ë, Fare et al. Š32Ë, Ganley and Cubbin Š36Ë, Jesson et al. Š40Ë, Lovell et al. Š50Ë, Kirjavainen and Loikkanen Š46Ë, Mancebon and Mar Molinero Š52Ë, Mayston and Jesson Š53Ë, Norman and Stoker Š55Ë, Ray Š57Ë, Smith and Mayston Š61Ë and Thanassoulis and Dunstan Š62Ë. Steve Bradley, Geraint Johnes and Jim Millington in Š12Ë calculate the technical efficiencies, based upon multiple outputs school exam performance and attendance rates of all secondary schools in England over the period 1993-1998. => Za primenu DEA u kontekstu vrednovanja nastavnika (onih koji pružaju obrazovanje) u oblasti osnovno-školskog i srednje-školskog obrazovanja videti kod Bessent i Bessent Š11Ë, Bessent i dr. Š10Ë, Bradley i dr. Š12Ë, Chalos i Cherian Š14Ë, Davutyan i dr. Š28Ë, Fare i dr. Š32Ë, Ganley i Cubbin Š36Ë, Jesson i dr. Š40Ë, Lovell i dr. Š50Ë, Kirjavainen i Loikkanen Š46Ë, Mancebon i Mar Molinero Š52Ë, Mayston i Jesson Š53Ë, Norman i Stoker Š55Ë, Ray Š57Ë, Smith i Mayston Š61Ë i Thanassoulis i Dunstan Š62Ë. ~~~ Steve Bradley, Geraint Johnes i Jim Millington u Š12Ë izračunavaju tehničku efikasnost na osnovu višestrukih inputa uspešnost na školskim ispitima i stope prisustvovanja nastavi u svim srednjim školama u Engleskoj u periodu od 1993-1998. godine.
LL@(16057) They estimate models to examine the determinants of efficiency in a particular year, and the determinants of the change in efficiency over the period. => Oni su procenjivali modele za ispitivanje determinanti efikasnosti u jednoj posebnoj godini i determinante promene efikasnosti tokom celog posmatranog perioda.
LL@(16058) Their results suggest that the greater the degree of competition between schools the more efficient they are. => Rezultati do kojih su došli pokazali su da što je veća konkurencija između škola, utoliko su one efikasnije.
LL@(16059) The strength of the effect has also increased over time which is consistent with the evolution of the quasi-market in secondary education. => Kvalitet efekata je takođe porastao tokom ovog perioda, što je u skladu sa razvojem kvazi-tržišta u srednjem obrazovanju.
LL@(16060) Competition is also found to be an important determinant of the change in efficiency over time. => Takođe su zaključili da konkurencija predstavlja veoma značajnu determinantu promena tokom vremena.
LL@(16061) Nurhan Davutyan, Mert Demir and Sezgin Polat in Š28Ë used Data Envelopment Analysis and econometric methods to evaluate the systems efficiency. => Nurhan Davutyan, Mert Demir i Sezgin Polat su u Š28Ë za evaluaciju efikasnosti sistema koristili DEA i ekonometrijske metode.
LL@(16062) They identify scale diseconomies and relate them to underlying structural characteristics of the system. => Oni identifikuju disekonomije obima i dovode ih u vezu sa strukturnim karakteristikama koje se nalaze u osnovi sistema.
LL@(16063) Selected suggestions on improving performance are offered. ~~~ The roles of heterogeneity and centralization are also highlighted. => Takođe nude odgovarajuće predloge za poboljšanje učinka i naglašavaju ulogu heterogenosti i centralizacije.
LL@(16064) Heterogeneity is modeled as an undesirable measure. => Heterogenost shvataju kao neželjenu dimenziju.
LL@(16065) The linkage between indicators of centralization and scale diseconomies was found to be statistically significant. => Zaključuju da je veza između pokazatelja centralizacije i disekonomija obima statistički značajna.
LL@(16066) The authors believe this to be the first study that investigates the impact of systemic characteristics such as heterogeneity and centralized structure on educational outcomes for Turkey. => Autori veruju da je ovo prva studija u kojoj se istražuje uticaj sistemskih karakteristika kao što je heterogenost i centralizovana struktura na ishode obrazovanja u Turskoj.
LL@(16067) The higher education has characteristics which make it difficult to measure efficiency: it is non-profit making; there is an absence of output and input prices; and higher education institutions (HEIs) produce multiple outputs from multiple inputs. => Visoko obrazovanje ima karakteristike koje merenje efikasnosti čine praktično nemogućim: ono je neprofitnog karaktera i u njemu nema cena autputa i inputa; a institucije visokog obrazovanja (HEI higher education institutions) stvaraju višestruke autpute od višestrukih inputa.
LL@(16068)  => Studije koje istražuju efikasnost sektora višeg i visokog obrazovanja različitih zemalja, među kojima i Velike Britanije, SAD, Kanade, Finske, Izraela, Australije i Kine mogu se podeliti u dve glavne grupe:
LL@(16069) Studies which examine the efficiency of the higher education sectors of various countries such as the UK, the USA, Canada, Finland, Israel, Australia and China have fallen into two main groups: 1. those which have examined the efficiency of a particular department, programme or activity, see (Beasley Š8Ë, Š9Ë; Coelli et al., Š24Ë; Haksever & Muragishi Š37Ë; Johnes, Š43Ë; Johnes & Johnes Š41Ë, Š42Ë; Korhonen, Tainio & Wallenius Š49Ë; Madden, Savage & Kemp Š51Ë; Tomkins & Green Š66Ë, and 2. those which have examined the performance of the entire HEI, see (Ahn et al., Š2Ë; Ahn & Seiford Š1Ë; Athanassopoulos & Shale Š5Ë; Avkiran Š6Ë; Breu & Raab Š13Ë; El Mahgary & Lahdelma Š30Ë; Johnes Š44Ë; Ng & Li Š54Ë). => 1. ~~~ One koje su istraživale efikasnost jednog određenog sektora, programa ili aktivnosti, videti i (Beasley Š8Ë, Š9Ë; Coelli i dr., Š24Ë; Haksever & Muragishi Š37Ë; Johnes, Š43Ë; Johnes & Johnes Š41Ë, Š42Ë; Korhonen, Tainio & Wallenius Š49Ë; Madden, Savage & Kemp Š51Ë; Tomkins & Green Š66Ë, i 2. ~~~ One koje su istraživale učinak celokupnih HEI, videti (Ahn et al., Š2Ë; Ahn & Seiford Š1Ë; Athanassopoulos & Shale Š5Ë; Avkiran Š6Ë; Breu & Raab Š13Ë; El Mahgary & Lahdelma Š30Ë; Johnes Š44Ë; Ng & Li Š54Ë).
LL@(16070) Ahn and Seiford in Š1Ë used DEA to determine the relative efficiency of 153 doctoral-degree granting institutions of higher learning (IHLs). => Ahn i Seiford su u Š1Ë koristili DEA da odrede relativnu efikasnost 153 institucije visokog obrazovanja (IHL institution of higher learning) koje su omogućavale sticanje doktorske titule.
LL@(16071) Of these, 104 were public and 49 were private. => Od ovog broja, 104 su bile javne, a 49 privatne institucije.
LL@(16072) The purpose of the study was to determine the effect of different sets of output variables on the relative efficiencies of public and private institutions. => Naš cilj u ovom radu bio je da se odredi efekat različitih skupova varijabli autputa na relativnu efikasnost javnih i privatnih institucija.
LL@(16073) Public IHLs are often funded based on an enrollment-related output measure. => Javne IHL često se finansiraju na osnovu broja upisanih studenata i autputa koji se postiže.
LL@(16074) For this reason, Ahn and Seiford predicted that public IHLs would be more efficient when enrollment-related outputs were considered and private IHLs would be more efficient when less closely monitored outputs were considered. => Stoga su Ahn i Seiford predvideli da će javne IHL biti uspešnije po kriterijumu upisanih studenata, a da će privatne IHL biti efikasnije kada se razmatraju autputi koji se ne prate tako pomno.
LL@(16075) This hypothesis was tested using multiple variable sets. => Ova hipoteza je testirana primenom skupova višestrukih varijabli.
LL@(16076) In one trial, faculty salaries, physical investment, and overhead expenses were used as input variables. => Na jednoj proveri kao input varijable korišćene su plate na fakultetu, fizička investicija i režijski troškovi.
LL@(16077) Undergraduate full-time equivalent students (FTEs) and graduate FTEs were used as output variables. => Kao varijable autputa uzeti su nesvršeni redovni studenti (FTE full-time equivalent) i svršeni FTE.
LL@(16078) Using these enrollment-related output variables, public IHLs were found to be more efficient than private IHLs. => Kad su uzete u obzir ove varijable koje se odnose na broj upisanih, zaključeno je da su javne IHL efikasnije od privatnih IHL.
LL@(16079) A second trial used faculty salaries, physical investment, overhead expenses, undergraduate FTEs and graduate FTEs as inputs. => U sledećem pokušaju kao inputi su uzeti plate na fakultetu, fizičke investicije, režijski troškovi, nesvršeni FTE i svršeni FTE.
LL@(16080) Undergraduate degrees, graduate degrees, and grants were used as output variables. => Kao autput varijable su korišćeni stepen na kome je nesvršeni student, stepen na kome je svršeni studenta i stipendije.
LL@(16081) Using these less closely monitored output variables, private universities were found to be more efficient. => Kad se posmatraju ove varijable koje se inače ne kontrolišu tako pomno, zaključuje se da su privatni univerziteti efikasniji.
LL@(16082) The purpose of the paper Š44Ë is to examine the possibility of measuring efficiency in the context of higher education. => Cilj u radu Š44Ë bio je da se ispita mogućnost merenja efikasnosti u kontekstu visokog obrazovanja.
LL@(16083) The paper begins by exploring the advantages and drawbacks of the various methods for measuring efficiency in the higher education context. => Rad počinje ispitivanjem prednosti i mana različitih metoda za merenje efikasnosti u kontekstu visokog obrazovanja.
LL@(16084) The ease with which data envelopment analysis (DEA) can handle multiple inputs and multiple outputs makes it an attractive choice of technique for measuring the efficiency of higher education institutions (HEIs), yet its drawbacks cannot be ignored. => Lakoća sa kojom se DEA nosi sa višestrukim inputima i višestrukim autputima dokazuje da je to veoma poželjna tehnika za merenje efikasnosti institucija visokog obrazovanja (HEI), mada se ni njene slabosti ne smeju gubiti iz vida.
LL@(16085) Thus, a number of extensions to the methodology, designed to overcome some of the disadvantages, are presented. => Stoga se navode i neki elementi nadgradnje ove metodologije razrađeni da bi se prevazišle neke slabosti.
LL@(16086) The paper ends with an application of DEA to a data set of more than 100 HEIs in England using data for the year 2000/01. => Rad se završava primenom DEA na skup podataka od preko 100 HEI u Engleskoj za godinu 2000/2001.
LL@(16087) Technical and scale efficiency in the English higher education sector appear to be high on average. => Tehnička efikasnost i efikasnost obima u sektoru visokog obrazovanja u Engleskoj je izgleda visoka u proseku.
LL@(16088) The Pastor, Ruiz, and Sirvent Š56Ë test for comparing nested DEA models is useful in reducing the full model to a smaller significant set of inputs and outputs. => Test za poređenje ugnježdenih DEA modela koji su razvili Pastor, Ruiz i Sirvent Š56Ë koristan je utoliko što pomaže da se celoviti model smanji na mani značajni skup inputa i autputa.
LL@(16089) Thus, the quantity and quality of undergraduates, the quantity of postgraduates, expenditure on administration, and the value of interest payments and depreciation are significant inputs to, and the quantity and quality of undergraduate degrees, the quantity of postgraduate degrees and research are significant outputs in the English higher education production process. => Tako broj i kvalitet nesvršenih studenata, broj postdiplomaca, troškovi administracije i vrednost isplate kamata i amortizacije predstavljaju značajne inpute, a broj i kvalitet diploma kod nesvršenih studenata, broj i kvalitet postdiplomskih zvanja i istraživanja predstavljaju značajne autpute u procesu proizvodnje visokog obrazovanja u Engleskoj.
LL@(16090) The possibility of differences in the production frontier (and hence the distribution of efficiencies) of three distinct groups of HEIs is explored using a test proposed by Charnes, Cooper, and Rhodes Š17Ë but no significant differences are found. => Mogućnost razlike u okviru granice proizvodnje (a stoga i distribucija efikasnosti) u tri jasno izražene grupe HEI istraživana je primenom testa koji su ponudili Charnes, Cooper i Rhodes Š17Ë, ali nije nađena ni jedna značajna razlika.
LL@(16091) Bootstrapping procedures, however, suggest that differences between the most and least efficient English HEIs are significant. => Ipak, postupci primenom metoda uzengije (bootstrap procedures) ukazuju na to da su razlike između najefikasnijih i najmanje efikasnih HEI u Engleskoj značajne.
LL@(16092) Little work has been done on measuring the efficiency in producing any of the outputs of higher education institutions in China. => U Kini se nije mnogo radilo na merenju efikasnosti u postizanju bilo kog autputa u institucijama visokog obrazovanja.
LL@(16093) For recent studies see (Ng & Li, Š54Ë; Johnes and Yu in Š45Ë). => Kad su u pitanju nedavne studije, videti (Ng & Li, Š54Ë; Johnes i Yu u Š45Ë).
LL@(16094) Ng and Li in Š54Ë used DEA in an attempt to examine the effectiveness of the education reforms of the mid1980s in China by focusing on the research performance of 84 key Chinese HEIs from 1993 to 1995. => Ng i Li Š54Ë su primenili DEA da ispitaju efektivnost reformi obrazovanja sprovedenih tokom 1980ih u Kini, gde su se fokusirali na učinak 84 ključna kineska HEI u istraživanjima, od 1993 do 1995. godine.
LL@(16095) Using research staff and funding as inputs, and publications data as outputs, the authors find mean research efficiency in the Chinese higher education sector to be around 7680% over the three year period. => Kao inpute su uzeli istraživače i finansiranje, a podatke o objavljenim radovima kao autpute i zaključili da srednja vrednost efikasnosti u istraživačkom radu u sektoru visokog obrazovanja u Kini tokom perioda od tri godine iznosi oko 76-80%.
LL@(16096) Variations in efficiency levels between the three geographical regions of China (coastal, central and western) are also found, but these results are mixed: the HEIs in the central zone perform best, on average, in 1993 and 1995, but it is the western zone which has the highest mean efficiency in 1994. => Zapažene su i varijacije u nivou efikasnosti između tri geografske regije u Kini (primorska, centralna i zapadna), ali su ovi rezultati pomešani: ~~~ HEI u centralnoj oblasti su najefikasniji u proseku tokom 1993. i 1995. godine, ali najveću srednju verdnost efikasnosti pokazala je zapadna oblast 1994. godine. ~~~ U ovom malom broju empirijskih studija primenjena su dva pristupa:
LL@(16097) Two alternative approaches have been taken in a small number of empirical studies: 1. to evaluate the performance of all departments within one university, see (Arcelus & Coleman Š4Ë; Friedman & Sinuany-Stern Š35Ë, Sinuany-Stern et. => 1. ~~~ Ocena učinka svih odseka u okviru jednosg univerziteta, videti (Arcelus & Coleman Š4Ë; Friedman & Sinuany-Stern Š35Ë, Sinuany-Stern et. al.
LL@(16098) al. Š60Ë), and 2. to analyse the performance of higher education sectors across states or countries, see (Breu & Rabb Š13Ë; Kocher, Luptácik & Sutter Š47Ë). => Š60Ë), i 2. ~~~ Analiza učinka (svih) sektora visokog obrazovanja u svim državama ili zemljama, videti (Breu & Rabb Š13Ë; Kocher, Luptácik & Sutter Š47Ë).
LL@(16099) The validity of these approaches seems particularly questionable on the grounds that the DMUs in each case are clearly not a homogenous set of producing units. => Validnost ovih pristupa posebno se može dovesti u pitanje kad se ima na umu da DMU u svakom pojedinačnom slučaju svakako ne predstavljaju homogeni skup proizvodnih jedinica.
LL@(16100) Sinuany-Stern et al. in Š60Ë used DEA to determine the relative efficiency of 21 departments at Ben-Gurion University. => Sinuany-Stern i dr. su u Š60Ë koristili DEA da odrede relativnu efikasnost 21 odseka na Univerzitetu Ben Gurion.
LL@(16101) Operational expenditures and faculty salaries were used as inputs. => Operativni troškovi i plate na fakultetima uzeti su za inpute.
LL@(16102) Grant money, number of publications, number of graduate students and number of credit hours offered were used as outputs. => Novac od dotacija, broj publikacija, broj svršenih studenata i broj ponuđenih kredit-sati poslužili su kao autputi.
LL@(16103) Fourteen of the departments were found to be inefficient. => Zaključeno je da je 14 odseka neefikasno.
LL@(16104) Sinuany-Stern et al. in this paper also tested the effects of variations in inputs and outputs on efficiency scores. => U svom radu Sinuany-Stern i dr. su takođe ispitivali efekat varijacija inputa i autputa na visinu efikasnosti.
LL@(16105) In one trial, one output was deleted from the original model. => U jednom pokušaju, jedan autput je izbrisan iz prvobitnog modela.
LL@(16106) The output was chosen for deletion because no departments were relatively inefficient in that output. => Ovaj autput je brisan zato što u njemu ni jedan odsek nije bio relativno neefikasan.
LL@(16107) In this trial, two additional departments became inefficient. => Ovoga puta su se još dva odseka pokazala neefikasnim.
LL@(16108) The DEA model was run again with the two inputs combined. => Model DEA primenjen je ponovo, pri čemu su dva inputa kombinovana.
LL@(16109) Again, two additional departments became inefficient. => Ponovo su još dva odseka postala neefikasna.
LL@(16110) Technical efficiency scores in the department level analyses tend to be lower, on average, than those computed in HEI level studies. => Rezultati tehničke efikasnosti u analizi na nivou odseka obično su u proseku slabiji od onih dobijenih u studijama o HEI nivou.
LL@(16111)  => Srednja vrednost tehničke efikasnosti izračunata na osnovu studija odseka varira na sledeći način:
LL@(16112) Mean technical efficiencies computed from department level studies vary as follows: 50 to 60% for UK economics departments, see Johnes & Johnes Š41Ë, Š42Ë; around 70% in UK departments of chemistry and physics, see Beasley Š8Ë; 65 to 82% in Australian departments of economics, see Madden et al., Š51Ë; 72% in economics research units in Finland, see Korhonen et al., Š49Ë; and 82 to 87% in the administration sector of Australian universities, see Coelli et al., Š24Ë. Evidence from HEI level studies suggests that mean technical efficiency varies from around 70 to 80%, see Ahn & Seiford Š1Ë, Ng & Li Š54Ë, to well over 90%, see Ahn et al., Š2Ë; Athanassopoulos & Shale, Š5Ë; Avkiran, Š6Ë; Breu & Raab, Š13Ë; Johnes Š43Ë, Š44Ë. => 50-60% za odseke ekonomije u Velikoj Britaniji, videti Johnes & Johnes Š41Ë, Š42Ë; oko 70% za odseke hemije i fizike u Velikoj Britaniji, videti Beasley Š8Ë; 65-85% za odseke ekonomije u Australiji, videti Madden i dr., Š51Ë; 72% u grupama za ekonomska istraživanja u Finskoj, videti Korhonen i dr., Š49Ë; i 82-87% u administrativnom sektoru na univerzitetima u Australiji, videti Coelli i dr., Š24Ë. ~~~ Podaci iz studija na nivou HEI ukazuju na to da srednja vrednost tehničke efikasnosti varira od oko 70% do 80%, videti Ahn & Seiford Š1Ë, Ng & Li Š54Ë, do preko 90%, videti Ahn i dr., Š2Ë; Athanassopoulos & Shale, Š5Ë; Avkiran, Š6Ë; Breu & Raab, Š13Ë; Johnes Š43Ë, Š44Ë.
LL@(16113) The single cross country study suggests, not surprisingly given the disparate nature of the DMUs, that mean technical efficiency is low (23% or 37% depending on whether CRS or VRS are assumed). => Jedna jedina kros kantri studija navodi, što ne iznenađuje kad se uzme u obzir disparitetnu prirodu DMU, da je srednja vrednost tehničke efikasnosti niska (23% ili 37% u zavisnosti da li se uzima u obzir CRS ili VRS).
LL@(16114) University research and its transfer to industry has been a topic of interest in the management of technology literature over decades. => Univerzitetska istraživanja i njihov transfer u industriju predmet su interesovanja u literaturi o upravljanju tehnologijom već decenijama.
LL@(16115) Universities provide education as well as innovations resulting from their research. => Univerziteti uče znanjima i inovacijama do kojih dolaze istraživanjima.
LL@(16116) Several researches focused on efficiency of university research transfer, see Anderson, T.R., Daim, T. U., Lavoie, F. F., Š3Ë, Siegel and Phan Š59Ë, Thursby and Kemp Š64Ë, Thursby and Thursby Š65Ë. => Nekoliko istraživanja bavilo se ispitivanjem transfera univerzitetskih istraživanja, videti Anderson, T.R., Daim, T. U., Lavoie, F. F., Š3Ë, Siegel i Phan Š59Ë, Thursby i Kemp Š64Ë, Thursby i Thursby Š65Ë.
LL@(16117) A data envelopment analysis approach in Š3Ë is used as a productivity evaluation tool applied to university technology transfer. => Pristup putem DEA u Š3Ë primenjen je kao instrument za ocenjivanje produktivnosti primenjen na transfer tehnologije na univerzitetu.
LL@(16118) The methodology included weight restrictions providing a more comprehensive metric. => Ova metodologija sadržala je neka ograničenja vrednosti i tako obezbedila sveobuhvatnija merila.
LL@(16119) The results include an examination of efficiency targets for specific universities as well as peer count of inefficient universities. => Rezultati obuhvataju istraživanje ciljeva efikasnosti za određene univerzitete kao i za neefikasne univerzitete jednake po rangu.
LL@(16120) Evidence of significant efficiency in university technology transfer is found in many leading universities. => Kod velikog broja vodećih univerziteta potvrđeno je da postoji značajna efikasnost u transferu tehnologije na univerzitetu.
LL@(16121) An examination of differences between public versus private universities and those with medical schools and those without indicated that universities with medical schools are less efficient than those without. => Istraživanje razlika između privatnih i javnih univerziteta, kao i onih koji obuhvataju medicinske studije i onih koji te studije nemaju pokazalo je da su univerziteti na kojima postoje studije medicine manje efikasni nego oni koji ih nemaju.
LL@(16122) Applications of DEA in the context of education are surveyed in Table 1. Table 1. => Primena DEA u kontekstu obrazovanja prikazana je na tabeli 1. Tabela 1.
LL@(16123) Applications of DEA in the context of education 1 Number of teachers in each province 2 Number of classrooms in each province 3 Average score of students from each province in the high school entrance examination 4 Standard deviation of the above-mentioned quantitative examinations scores 5 Standard deviation of the above-mentioned verbal examinations scores 6 Number of high school students in each province 7 Average (quantitative examination) score of students from each province in the university entrance examination 8 Average verbal examination score of students from each province in the university entrance examination 9 Staff time is measured using a measure of the full-time staff to student ratio (STAFF) 10 The quality of the staff input is reflected by the percentage of the faculty with the associate professor position of higher (STAFFQ) 11 Research funding is measured using research expenditure (FUNDS) 12 Index of library books 13 Index of the area of the buildings 14 Index measuring the proportion of all students who are postgraduates 15 Index of the total number of research publications 16 Index of research publications per member of academic staff (RESPP) 17 Index of the prestige of the HEI 7. => Primene DEA u kontekstu obrazovanja 1 Broj nastavnika u svakoj oblasti 2 Broj u?ionica u svakoj oblasti 3 Prose?an broj studenata iz svake oblasti koji pola u prijemni ispit 4 Standardna devijacija gorepomenutih rezultata kvantitativnih ispita 5 Standardna devijacija gorepomenutih rezultata usmenih ispita 6 Broj studenata visokih škla u svakoj oblasti 7 Prose?ni (kvantitativni ispiti) studenata iz svake oblasti na prijemnom ispitu za fakultet 8 Prose?ni rezultati studenata iz svake oblasti na usmenim ispitima na prijemnom ispitu za fakultet 9 Radno vreme osoblja meri se primenom odnosa broja zaposlenih s punim radnim vremenom I studenata (STAFF) 10 Kvalitet osoblja prikazan je procentom fakulteta sa polo ajem vanrednog profesora ili višim (STAFFQ) 11 Finansiranje istra ivanja meri se pomo?u iznosa troškova istra ivanja (FUNDS) 12 Indeks knjiga u biblioteci 13 Indeks oblasti u kojoj su zgrade 14 Indeks kojim se meri proporcija svih studenata postdiplomaca 15 Indeks ukupnog broja objavljenih istra ivanja 16 Indeks objavljenih istra ivanja po ?lanu akademskog osoblja (RESPP) 17 Indeks presti a HEI 7.
LL@(16124) Conclusion This paper introduces Data Envelopment Analysis and presents literature survey of DEA in the context of education. => Zaključak U ovom radu predstavili smo analizu omeđenih podataka i pregled literature o DEA u kontekstu obrazovanja.
LL@(16125) It is hoped that these findings will asiist researches in better understanding the status of this methodology in education, and in continuing to move the field forward in the future. => Nadamo se da će zaključci do kojih smo došli biti od pomoći istraživačima da steknu bolji uvid u status ove metodologije u obrazovanju i da nastave da unapređuju ovu oblast u budućnosti.
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LL@(16163) Elsevier, Amsterdam, 1992. => Applications of Data Envelopment Analysis.
LL@(16164) Š37Ë Haksever, C., & Muragishi, Y., Measuring value in MBA programmes. => Elsevier, Amsterdam, 1992. Š37Ë Haksever, C., & Muragishi, Y., Measuring value in MBA programmes.
LL@(16165) Education Economics, 6(1), (1998), 11?25. => Education Economics, 6(1), (1998), 11?
LL@(16166) Š38Ë Hanushek, E. A., Interpreting recent results on schooling in developing countries, World Bank Research Observer 10 (2), (1995), 227-246. ~~~ Š39Ë Hanushek, E.A., The economics of schooling, Journal of Economic Literature 24, (1986), 11471177. => Š38Ë Hanushek, E. A., Interpreting recent results on schooling in developing countries, World Bank Research Observer 10 (2), (1995), 227-246. Š39Ë Hanushek, E.A., The economics of schooling, Journal of Economic Literature 24, (1986), 11471177. Š40Ë Jesson, D., Mayston, D., Smith, P., Performance assessment in the education sector:
LL@(16167) Š40Ë Jesson, D., Mayston, D., Smith, P., Performance assessment in the education sector: Educational and economic perspectives, Oxford Review of Education 13, (1987), 249-267. => Educational and economic perspectives, Oxford Review of Education 13, (1987), 249-267. Š41Ë Johnes, G., & Johnes, J., Apples and oranges:
LL@(16168) Š41Ë Johnes, G., & Johnes, J., Apples and oranges: The aggregation problem in publications analysis, Socientometrics, 25(2), (1992), 353?365. => The aggregation problem in publications analysis, Socientometrics, 25(2), (1992), 353?
LL@(16169) Š42Ë Johnes, G., & Johnes, J., Measuring the research performance of UK economics departments: An application of data envelopment analysis, Oxford Economic Papers, 45, (1993), 332?347. => Š42Ë Johnes, G., & Johnes, J., Measuring the research performance of UK economics departments: ~~~ An application of data envelopment analysis, Oxford Economic Papers, 45, (1993), 332?
LL@(16170) Š43Ë Johnes, J., Measuring teaching efficiency in higher education: An application of data envelopment analysis to Economics graduates from UK universities, European Journal of Operational Research, 174, (2006), 443?456. => Š43Ë Johnes, J., Measuring teaching efficiency in higher education: ~~~ An application of data envelopment analysis to Economics graduates from UK universities, European Journal of Operational Research, 174, (2006), 443?
LL@(16171) Š44Ë Johnes, J., Data envelopment analysis and its application to the measurement of efficiency in higher education, Economic of Education Review 25, (2006), 273-288. => Š44Ë Johnes, J., Data envelopment analysis and its application to the measurement of efficiency in higher education, Economic of Education Review 25, (2006), 273-288. Š45Ë Johnes, J., Yu, Lu., Measuring the research performance of Chinese higher education institutions using data envelopment analysis, China Economic Review 19, (2008), 679-696 Š46Ë Kirjavainen, T., Loikkannen, H. A., Efficiency differences of Finnish senior secondary schools:
LL@(16172) Š45Ë Johnes, J., Yu, Lu., Measuring the research performance of Chinese higher education institutions using data envelopment analysis, China Economic Review 19, (2008), 679-696 Š46Ë Kirjavainen, T., Loikkannen, H. A., Efficiency differences of Finnish senior secondary schools: An application of DEA and tobit analysis, Economics of Education Review 17, (1998), 377-394. => An application of DEA and tobit analysis, Economics of Education Review 17, (1998), 377-394. Š47Ë Kocher, M. G., Luptácik, M., & Sutter, M., Measuring productivity of research in economics:
LL@(16173) Š47Ë Kocher, M. G., Luptácik, M., & Sutter, M., Measuring productivity of research in economics: A cross-country study using DEA. => A cross-country study using DEA.
LL@(16174) Department of Economics Working Paper, Vol. 77: Vienna University of Economics & B. A, 2001. => Department of Economics Working Paper, Vol. ~~~ 77:
LL@(16175) Š48Ë Koopmans, T.C., An Analysis of Production as an Efficient Combination of Activities, in T. C. Koopmans, ed., Activity Analysis of Production and Allocation, Cowles Commissions for Research in economics, Monograph No. 13. => Vienna University of Economics & B. A, 2001. Š48Ë Koopmans, T.C., An Analysis of Production as an Efficient Combination of Activities, in T. C. Koopmans, ed., Activity Analysis of Production and Allocation, Cowles Commissions for Research in economics, Monograph No. 13.
LL@(16176) New Zork: John Wiley and Sons, Inc. 1951. => New Zork: ~~~ John Wiley and Sons, Inc.
LL@(16177) Š49Ë Korhonen, P., Tainio, R., & Wallenius, J., Value efficiency analysis of academic research. => 1951. Š49Ë Korhonen, P., Tainio, R., & Wallenius, J., Value efficiency analysis of academic research.
LL@(16178) European Journal of Operational Research, 130, (2001), 121?132. => European Journal of Operational Research, 130, (2001), 121?
LL@(16179) Š50Ë Lovell, C.A.K., Walters, L.C., Wood, L.L., Stratified models of education production using modified DEA and regression analysis. => Š50Ë Lovell, C.A.K., Walters, L.C., Wood, L.L., Stratified models of education production using modified DEA and regression analysis. ~~~ In:
LL@(16180) In: Charnes,A., Cooper,W.W., Lewin, A. Y., Seiford, L.M., (Eds.), Data Envelopment Analysis: Theory Methodology and Applications. => Charnes,A., Cooper,W.W., Lewin, A. Y., Seiford, L.M., (Eds.), Data Envelopment Analysis: ~~~ Theory Methodology and Applications.
LL@(16181) Kluwer, Massachussets, 1994. => Kluwer, Massachussets, 1994. Š51Ë Madden, G., Savage, S., & Kemp, S., Measuring public sector efficiency:
LL@(16182) Š51Ë Madden, G., Savage, S., & Kemp, S., Measuring public sector efficiency: A study of economics departments at Australian Universities. => A study of economics departments at Australian Universities.
LL@(16183) Education Economics, 153?167, 1997. => Education Economics, 153? ~~~ 1997.
LL@(16184) Š52Ë Mancebon, M.J., Mar Molinero, C., Performance in primary schools. => Š52Ë Mancebon, M.J., Mar Molinero, C., Performance in primary schools.
LL@(16185) Discussion Paper 98-139, (1998), Department of Management, University of Southampton. => Discussion Paper 98-139, (1998), Department of Management, University of Southampton.
LL@(16186) Š53Ë Mayston, D., Jesson, D., 1988. => Š53Ë Mayston, D., Jesson, D., 1988.
LL@(16187) Developing models of educational accountability, Oxford Review of Education 4, (1988), 321-339. => Developing models of educational accountability, Oxford Review of Education 4, (1988), 321-339. Š54Ë Ng, Y. C., & Li, S. K., Measuring the research performance of Chinese higher education institutions:
LL@(16188) Š54Ë Ng, Y. C., & Li, S. K., Measuring the research performance of Chinese higher education institutions: An application of data envelopment analysis, Education Economics, 8(2), (2000) 139?156. => An application of data envelopment analysis, Education Economics, 8(2), (2000) 139?
LL@(16189) Š55Ë Norman, M., Stoker, B., Data Envelopment Analysis: The Assessmentof Performance. => Š55Ë Norman, M., Stoker, B., Data Envelopment Analysis:
LL@(16190) Willey, Chichester, 1991. => The Assessmentof Performance.
LL@(16191) Š56Ë Pastor, J. T., Ruiz, J. L., & Sirvent, I., A statistical test for nested radial DEA models. => Willey, Chichester, 1991. Š56Ë Pastor, J. T., Ruiz, J. L., & Sirvent, I., A statistical test for nested radial DEA models.
LL@(16192) Operations Research, 50(4), (2002), 728735. => Operations Research, 50(4), (2002), 728735. Š57Ë Ray, S.C., Resource use efficiency in public schools:
LL@(16193) Š57Ë Ray, S.C., Resource use efficiency in public schools: A study of Connecticut data, Management Science 37, (1991), 1620-1628. => A study of Connecticut data, Management Science 37, (1991), 1620-1628. for Measuring Š58Ë Rhodes, E. L., Data Envelopment analysis and Related Approaches the Efficiency of Decision Making Units with an Application to Program Follow through in U.S.,Education, unpublished Ph.
LL@(16194) Š58Ë Rhodes, E. L., Data Envelopment analysis and Related Approaches for Measuring the Efficiency of Decision Making Units with an Application to Program Follow through in U.S.,Education, unpublished Ph.D., thesis, Carnegie-Mellon University, School of Urban and Public Affairs, Pittsburg, PA, 1978. => D., thesis, Carnegie-Mellon University, School of Urban and Public Affairs, Pittsburg, PA, 1978. Š59Ë Siegel, D.S., Phan, P.H., Analyzing the Effectiveness of University Technology Transfer:
LL@(16195) Š59Ë Siegel, D.S., Phan, P.H., Analyzing the Effectiveness of University Technology Transfer: Implications for Entrepreneurship Education (No. 0426). => Implications for Entrepreneurship Education (No. 0426).
LL@(16196) Rensselaer Polytechnic Institute, Troy, 2004. ~~~ Š60Ë Sinuany-Stern, Z., Mehrez, A., Barboy, A., Academic departments efficiency via DEA, Computers and Operations Research 21, (1994), 543-556. ~~~ Š61Ë Smith, P., Mayston, D., Measuring efficiency in the public sector, Omega 15, (1987), 181-189. ~~~ Š62Ë Thanassoulis, E., Dunstan, P., Guiding schools to improved performance using data envelopment analysis, Journal of the Operational Research Society 45, (1994), 1247-1262. => Rensselaer Polytechnic Institute, Troy, 2004. Š60Ë Sinuany-Stern, Z., Mehrez, A., Barboy, A., Academic departments efficiency via DEA, Computers and Operations Research 21, (1994), 543-556. Š61Ë Smith, P., Mayston, D., Measuring efficiency in the public sector, Omega 15, (1987), 181-189. Š62Ë Thanassoulis, E., Dunstan, P., Guiding schools to improved performance using data envelopment analysis, Journal of the Operational Research Society 45, (1994), 1247-1262. Š63Ë Thanassoulis, E., Introduction to the Theory and Application of Data Envelopment Analysis:
LL@(16197) Š63Ë Thanassoulis, E., Introduction to the Theory and Application of Data Envelopment Analysis: A Foundation Text with Integrated Software, Springer-Verlag New York, LLC, 2001. ~~~ Š64Ë Thursby, J.G., Kemp, S., University technology transfer: a DEA analysis. => A Foundation Text with Integrated Software, Springer-Verlag New York, LLC, 2001. Š64Ë Thursby, J.G., Kemp, S., University technology transfer: a DEA analysis. ~~~ In:
LL@(16198) In: Kantarelis, D., (Ed.), Business and Economics for the 21st Century, vol. 2, Business and Economics Society International, Worcester, MA, pp. 303311, 1998 Š65Ë Thursby, J.G., Thursby, M.C., Who is selling the Ivory Tower? => Kantarelis, D., (Ed.), Business and Economics for the 21st Century, vol. 2, Business and Economics Society International, Worcester, MA, pp. 303311, 1998 Š65Ë Thursby, J.G., Thursby, M.C., Who is selling the Ivory Tower?
LL@(16199) Sources of growth in university licensing, Management Science 48 (1), (2002), 90104. ~~~ Š66Ë Tomkins, C., & Green, R. (1988). => Sources of growth in university licensing, Management Science 48 (1), (2002), 90104. Š66Ë Tomkins, C., & Green, R. (1988).
LL@(16200) An experiment in the use of DEA for evaluating the efficiency of UK university departments of accounting. => An experi ment in the use of DEA for evaluating the efficiency of UK university departments of accounting.
LL@(16201) Financial Accountability and Management, 4(2), (1988), 147-164. => Financial Accountability and Management, 4(2), (1988), 147-164. U svetu knjiga Menadžment inovacija P. K. Ahmed, C. D. Shepherd, Innovation Management (Menadžment inovacija), Prentice Hall, 2010. U ovoj knjizi se savremeni menadžment u potpunosti orijentiše ka ciljevima zadovoljenja raznovrsnih i istančanih potreba potrošača.
LL@(16202)  => U tim uslovima, inovacije su smeštene u sam centar aktivnosti korporativnog rasta i razvoja i posmatraju se kao osnovni izvor vitalnosti i konkurentske prednosti.
LL@(16203)  => Na preko pet stotina stranica ove obimne knjige prvo su predstavljeni iscrpno koncepti inovacija i kreativnosti, a potom slede poglavlja koja se bave strategijama, posebno strategijama razvoja tehnologije i širim kontekstom strateškog tehnološkog menadžmenta.
LL@(16204)  => Menadžment portfolia, menadžment inovacija procesa i proizvoda se detaljno analiziraju.
LL@(16205) Book review Innovation Management P.K.Amed, C.D. Shepherd, Innovation Management, Prentice Hall, 2010 In this book, modern management is presented as ori es of development leaning on the key organizational areas that are the leaders in development, with a special insight into the supply chain as a broader context that has an impact upon innovation. => Razvoj inovativne organizacione kulture i liderstva smatraju se ključnim faktorom inovativne strategije organizacije, a pitanja inovacija u globalnom kontekstu predstavljena su kroz brojne primere savremenih mreža istraživanja i razvoja, njihove različite konfiguracije i strukture. ~~~ Zaključna poglavlja se bave struktuiranim procesima razvoja oslanjajući se na ključna područja organizacije ko ja su nosioci razvoja uz posebno razmatranje lanaca snabdevanja kao šireg konteksta od uticaja na inovacije.
LL@(16206) The knowledge and learning management are particularly important since their essential goal is to develop key competences to support strategic goals. => Menadžment znanja i učenja su od posebnog značaja jer »im je suštinski cilj u tome da se razviju ključne kompetentnosti koje će podržati strateške ciljeve».
LL@(16207) Five basic processes are paid special attention to: finding /identifying the existing knowledge, new knowledge creation, ensuring acquisition of knowledge, storage and access to knowledge, implementation and usage of knowledge. => Izdvaja se pet osnovnih procesa: pronalaženje postojećih znanja, kreiranje novih znanja, obezbeđenje - sticanje novog znanja, čuvanje i pristupanje znanju, primena i korišćenje znanja.
LL@(16208) Conceptually, innovation is rather broadly interpreted and is related to most varied meanings. => U konceptualnom smislu inovacije se veoma široko tumače i vezuju se za brojna značenja.
LL@(16209) The authors quote some interpretations of innovation as creation or invention, innovation as diffusion and learning, discrete event, trajectory, incremental or radical change, the process on the level of the firm or the process in the regional or national contexts. => Navode se tumačenja inovacija kao kreacije ili invencije, zatim inovacije kao difuzije i učenja, diskretnog događaja, trajektorije, inkrementalne ili radikalne promene, procesa na nivou firme ili procesa u kontekstu regiona, nacije.
LL@(16210) Innovation adds value to the product or to the process. => Inovacijom se dodaje vrednost proizvodu ili procesu.
LL@(16211) It may be external or internal, and the orga ented towards meeting the varied and specific customers needs. => 
LL@(16212) In such circumstances, innovation is considered to be the very centre of the corporate growth and development and is perceived as the basic form of both vitality and competitive advantage. => 
LL@(16213) This voluminous, over five hundred page book begins with the elaborate description of the concepts of innovation and creativity, and proceedes with the chapters dealing with strategies, particularly technology development strategies and a broader context of strategic technology management. => 
LL@(16214) The portfolio management, the innovation process and product management are analysed in detail. => 
LL@(16215) The development of innovative organizational culture and leadership are viewed as a key factor of an organizational innovative strategy, and the issues of innovation in the global context are presented through a large number of examples of modern networks of research and development, their different configurations and structures. => 
LL@(16216) The concluding chapters deal with the structural process nizations capacity to adopt external innovation and knowledge is called the absorption capacity. => Inovacije se javljaju kao eksterne i interne, a sposobnost organizacije da prihvati eksternu inovaciju i znanje naziva se apsorp cionim kapacitetom.
LL@(16217) New products and services are only part of the overall efforts made by the companies to make a difference and achieve competitive advantage. => Novi proizvodi i usluge su samo deo ukupnih napora kompanija da se razlikuju i steknu konkurentsku prednost.
LL@(16218) In addition to the primary focus upon the firm, attention is also paid to the issues of national competitiveness, especially in terms of the firms activities towards achieving competitive advantage and the competitiveness on the national, macro level. => Pored primarnog fokusa na firmu, određena pažnja je posvećena i pitanjima nacionalne konkurentnosti posebno kada je reč o uticaju aktivnosti firme na ostvarenje konkurentske prednosti i konkurentnosti na nacionalnom, makro nivou.
LL@(16219) On the firm level, the term competitiveness means the firms opportunity to improve profitability, market share and size. => Na nivou firme termin konkurentnost ima značenje mogućnosti firme da unapredi profitabilnost, tržišno učešće i veličinu.
LL@(16220) The traditional economics theory points to the typical competitiveness measures based upon the comparative costs of production. => Tradicionalna ekonomska teorija ukazuje na tipične mere konkurentnosti zasnovane na komparativnim troškovima proizvodnje.
LL@(16221) Competitiveness is achieved in that a certain output is produced at lower costs. => Konkurentnost se postiže tako što se određeni autput proizvodi uz niže troškove.
LL@(16222) This is achieved either by reducing the costs of the production factors or by increasing the factor productivity. => Ovo se postiže ili smanjivanjem troškova proizvodnih faktora ili povećanjem faktorske produktivnosti.
LL@(16223) On the micro level, the competitive advantage is claimed to equal competitiveness. => Ističe se da na mikro nivou, konkurentska prednost znači isto što i konkurentnost.
LL@(16224) The authors, however, point out that it is not the case on the macro, national level, as the usual competetiveness indicators here are expressed through the conditions of international trade. => Međutim, autori naglašavaju da na makro, nacionalnom, nivou to nije slučaj, jer se uobičajeni indikatori konkurentnosti tu iskazuju kroz uslove međunarodne trgovine.
LL@(16225) In this context, competitiveness is understood as the extent to which a nation can, in free and fair market conditions, produce goods and services that passed tha controls of international markets and simultaneously sustain and incraese the real income of its citizens. => U tom smislu, konkurentnost se odnosi na stepen u kome nacija može, u slobodnim i fer tržišnim uslovima, da proizvede robu i usluge koje su prošle proveru međunarodnih tržišta, a da se time istovremeno održava i povećava realni dohodak stanovništva.
LL@(16226) Thus the competitiveness of the national economy becomes a concept that develops and changes contunually and in recent times it is simply explained as a method to improve the standard of living. => Konkurentnost nacionalne privrede tako postaje koncept koji se stalno razvija i menja i u skorije vreme se jednostavno tumači kao način da se poveća životni standard. (OECD, 1996).
LL@(16227) (OECD, 1996). ~~~ The regional innovative clusters are viewed as areas in which innovation swarm and are therefore called innovation bee-hives or innovation sunspots, which is presented on the example of the Silicon Valley, California. => Regionalni inovacioni klasteri se posmatraju kao područja u kojima se «roje» inovacije i oni se još nazivaju i inovacionim košnicama ili inovacionim sunčanim pegama što je predstavljeno na primeru Silikonske doline u Kaliforniji.
LL@(16228) The reasons for cluster formation are analysed through specific impacts and conditions characteristic of certain geographical areas, through transaction costs, the knowledge economy, competitiveness and trade. => Razlozi za nastajanje klastera analiziraju se kroz posebne uticaje i uslove karakteristične za određena geografska područja, zatim vezano za transakcione troškove, za ekonomiju znanja, konkurentnost i trgovinu.
LL@(16229) The opportunities offered in certain regions as the reason for cluster forming represent a traditional explanation related to the arguments proposed by Schumpeter and presented as early as 1943, that innovation offers opportunities for entrepreneurs and that companies and individuals who decide to take the opportunity or innovation are attracted by the location, the site they lie at. => Prilike koje se nude u određenim regionima kao razlog za formiranje klastera predstavljaju tradicionalno objašnjenje koje se vezuje za argumente [umpetera izložene još 1943. godine da inovacije otvaraju prilike za preduzetnike i da kompanije ili pojedinci koji nastoje da iskoriste priliku ili inovaciju su privučeni lokalitetom, mestom gde se one nalaze.
LL@(16230) The attractiveness of a certain business policy has a multiplying effect as that region begins to be recognized by innovation as well as by new opportunities. => Privlačnost određene poslovne prilike ima mjultiplikatorski efekat jer taj region počinje da se prepoznaje po inovacijama i novim prilikama.
LL@(16231) The arguments related to transaction costs generally lean on the works of Coase (1937) and Williamson (1975) who maintained that local networks emerge and grow further in order that transaction costs should be reduced. => Argumenti vezani za transakcione troškove uglavnom se oslanjaju na radove Coase-a iz 1937. i Williamsona iz 1975. godine koji su isticali da lokalne mreže nastaju i dalje rastu i jačaju da bi se smanjili transakcioni troškovi.
LL@(16232) Explanations in the knowledge economy domain start from modern, evolution theories as well as from theories of trade. ~~~ In the regions where knowledge and learning accumulate chances are bigger that innovation will result. => Objašnjenja u domenu ekonomije zasnovane na znanju polaze od modernih, evolucionih teorija i teorija trgovi ne U područjima gde dolazi do nagomilavanja znanja i učenja veće su šanse da će doći do inovacija.
LL@(16233) Innovation and knowledge accumulation are interrelated and intertwined resulting into innovation chains or trajectories. => Inovacije i akumuliranje znanja su međsobno povezani i isprepleteni i javljaju se lanci ili trajektorije inovacija.
LL@(16234) According to Porter, the reasons for innovations to be created lie primarily in the domain of competitiveness. => Razlozi za nastanak klastera, prema Porteru, nalaze se pre svega u domenu konkurentnosti.
LL@(16235) Porter claims that specific combinations of conditions are found within states, and they have a powerful impact upon the competitive strengths of the firms that are seated here. => Porter ističe da su u okviru država zastupljene posebne kombinacije uslova koji imaju ogromni uticaj na konkurentske snage firmi koje su tu locirane.
LL@(16236) Explanations from the trade domain are related to Krugman who set a hypothesis (1991) that the comparative advantage of the highest-developed world economies is today lost to the economies of low wages and that today developed countries have to create absolute advantage based on innovative capacities and competences. => Objašnjenja u domenu trgovine vezuju se za Krugmana koji je 1991. izneo hipitezu o tome da je komparativna prednost najrazvijenijih svetskiih ekonomija danas izgubljena u korist ekonomija sa niskim nadnicama i da razvijene zemlje sada treba da grade apsolutne prednosti zasnovane na inovativnim kapacitetima i sposobnostima.
LL@(16237) The product and service innovation is focused upon meeting the needs of international consumers. => Inovacije proizvoda i usluga su fokusirane na zadovoljenje potreba međunarodnih potrošača.
LL@(16238) Krugman claims that innovation is a key lever that ensures absolute advantage in trade, but innovation can be created only in the regions characterised by a high level of knowledge. => Krugman ističe da su inovacije ključna poluga koja osigurava apsolutne prednosti u trgovini, a one se mogu graditi jedino u regionima sa visokim nivoom znanja.
LL@(16239) Contrary to Porter, Krugman highlights the importance of international trade in defining the success or the failure of certain regions. => Za razliku od Portera, Krugman naglašava znacaj međunarodne trgovine u definisanju uspeha ili propasti određenih regiona.
LL@(16240) Krugmans contribution is considerable when we talk of the demand-induced innovation. => Krugmanov doprinos je poseban kada je reč o inovacijama koje su izazvane tražnjom.
LL@(16241) The core of innovation is creativity and this is interpreted from different points of view. => Kreativnost je u osnovi inovacije i tumači se sa različi tih stanovišta.
LL@(16242) From the organizational point of view, creativity is defined as a capacity to consistently achieve different and valuable results. => Sa organizacionog stanovišta, kreativnost se definiše kao sposobnost da se konzistentno proizvode različiti i vredni rezultati.
LL@(16243) Related to craetivity are the myths and wrong opinions that should be changed; they are often mirrored in the following sayings encountered in practice: all we need is good ideas, a good idea will appear by itself, I will recognize a good idea when I see it, we have just implemented an excellent idea and now we can take it easy and rest. => U vezi sa kreativnošću navode se mitovi i pogrešna shvatanja koja treba menjati, a često se prepoznaju kroz sledeće iskaze na koje se nailazi u praksi: sve što nam treba su dobre ideje, dobra ideja će sama da se pojavi, prepoznaću dobru ideju čim je ugledam, upravo smo primenili sjajnu ideju i sada možemo da odahnemo i odmorimo se.
LL@(16244) Creativity is perceived as a five-key-step process: preparation, innovation opportunity, divergence, incubation, convergence. => Kreativnost se posmatra i kao proces sa pet ključnih koraka: priprema, prilika za inovaciju, divergiranje, inkubacija, konvergiranje.
LL@(16245) In their analysis of generic innovative strategies the authors list three basic types: product/market-oriented strategies, opportunity/risk-oriented strategies, and time (or activity)-based strategies. => Razmatrajući generičke inovativne strategije, autori navode tri osnovna tipa: strategije orijentisane na proizvod/tržište, strategije orijentisane na prilike/rizik i strategije bazirane na vremenu (ili delatnosti).
LL@(16246) They are closely connected with technological development where innovation is introduced on each of the firms levels and domains: in the product/service domain, in the process domain, in the domain of administration, or in strategic domains. => Blisko se vezuju za tehnološki razvoj kojim se inovacije uvode na svim nivoima i domenima firme: u domenu proizvoda/usluga, procesa, administriranja ili u strateškim domenima.
LL@(16247) Special chapters are devoted to the technology management and the technology strategies. => Menadžmentu tehnologija i tehnološkim strategijama posvećena su posebna poglavlja.
LL@(16248) The best product, service or process technology is one that survives on the market, and the strategic management of technology determines the technology portfolio predicting and estimating future trends in development. => Najbolja je ona tehnologija proizvoda, usluga i procesa koja preživljava na tržištu a strateški menadžment tehnologije određuje tehnološki portfolio uz predviđanje i ocenu budućih trendova razvoja.
LL@(16249) Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Dr Maja Levi Jakšić Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(16250) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(16251) 1. => We suggest your papers to be pre pared in form of this template. 1.
LL@(16252) INTRODUCTION Papers have to be written in English. => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(16253) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(16254) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(16255) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(16256) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(16257) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(16258) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(16259) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(16260) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(16261) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(16262) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(16263) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(16264) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(16265) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(16266) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(16267)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(16268) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(16269) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( − Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. p p i , p n = i 4. ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(16270) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(16271) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(16272) R[$] Figure 1. => R[$] Slika 3.
LL@(16273) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(16274) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(16275) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(16276) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] ~~~ Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(16277) Proceedings of work, SINFF-N, page 75 -81. ~~~ Zlatibor UDC 005 ISSN 1820-0222 2011 - 58 Number 58, Year XVI March 2011. => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 UDK 005 ISSN 0354-8635 2011 - 58 Broj 58, Godina XVI Mart 2011.
LL@(16278) Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => Izdaje Fakultet organizacionih nauka Beograd Za izdavača: ~~~ Dr Milan Martić Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović dr Čedomir Nestorović, Faculty of Coimbra, Portugal Redakcioni odbor: dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović, FON, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Chesh Republic dr Milija Suknović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barjaktarović, FON, Beograd Časopis se redovno referiše u publikacijama: ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 011/3950-868 E-mail: manage¿ fon.bg.ac.rs http://management.fon.bg.ac.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun:
LL@(16279) 381 11 3950 868 E-mail: manage¿ fon.bg.ac.rs http://management.fon.bg.ac.rs Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354-8635 = Management (Srpsko izd.) COBISS.
LL@(16280) ed.) ~~~ COBISS.SR-ID 112265484 CONTENTS Competitive strategies in the conditions of digital economy Vesna Milićević, Bojan Ilić Ecological footprint as indicator of students environmentalawareness level at Faculties of organizational sciences, University of Belgrade of Maribor Nataša Petrović, Sonja Išljamović, Veljko Jeremić, Drago Vuk, Marjan Senegačnik Decision making criteria for outsourcing or insourcing of it service provision in public sector Dalibor Stanimirović, Mirko Vintar The efficacy of public-private partnership at infrastructure improving Sladjana Benković Measuring effectivness of KM projects Prabhakar Tunuguntla, Sanja Berjan Management of receivables in function of support to business success Snežana P. Knežević, Veljko Dmitrović, Marko Jovanović, Tijana Obradović Hybrid public-private partnership models Vladimir Poznanić, Miloš Milosavljević Modeling the fraud-like investment founds by Petri Nets Daniel Ciuiu University leader and quality in higher education C. Rusu Copyright © 2004 by Faculty of Organizational Sciences Book review Maja Levi Jakšić Competitive Strategies in the Conditions of Digital Economy UDC: 339.137.2:005.21 ; 004.738.5:339Ë::005 Vesna Milićević, Bojan Ilić Faculty of Organizational Sciences University of Belgrade The work deals with the complexity of creating and implementation of a competitive strategy in the conditions of digital economy. => SR-ID 110318855 SADR@AJ Konkurentske strategije u uslovima digitalne ekonomije Vesna Milićević, Bojan Ilić Ekološki otisak kao indikator nivoa ekološke svesti studenata Fakulteta organizacionih nauka Univerziteta u Beogradu i Mariboru Nataša Petrović, Sonja Išljamović, Veljko Jeremić, Drago Vuk, Marjan Senegačnik Kriterijumi odlučivanja za autosorsing ili insorsing informacionih usluga u javnom sektoru Dalibor Stanimirović, Mirko Vintar Efikasnost primene javno-privatnog partnerstva na unapređenje infrastrukture Slađana Benković Merenje efikasnosti KM projekata Prabhakar Tunuguntla, Sanja Berjan Upravljanje potraživanjima od kupaca u funkciji podrške uspešnosti poslovanja Snežana P. Knežević, Veljko Dmitrović, Marko Jovanović, Tijana Obradović Hibridni modeli javno-privatnog partnerstva Vladimir Poznanić, Miloš Milosavljević Modelovanje lažnih investicionih fondova primenom Petrijevih mreža Daniel Ciuiu Lider na univerzitetu i kvalitet visokog obrazovanja C. Rusu U svetu knjiga Maja Levi Jakšić Konkurentske strategije u uslovima digitalne ekonomije UDK: ~~~ 339.137.2:005.21 ; 004.738.5:339Ë:: ~~~ Vesna Milićević, Bojan Ilić Fakultet organizacionih nauka Univerziteta u Beogradu Rad se odnosi na kompleksnost kreiranja i realizovanja konkurentske strategije u uslovima digitalne ekonomije.
LL@(16281) It analyses the characteristics of digital economy and the changes it brings about from the point of view of the strategic management. => Preispituju se karakteristike digitalne ekonomije i promene koje ona donosi sa aspekta strategijskog menadžmenta.
LL@(16282) Special attention is paid to the analysis of the specific features of the business environment, network infrastructure and the nature of competition. => Posebno su analizirane specifičnosti poslovnog okruženja, mrežne infrastrukture i prirode konkurencije.
LL@(16283) The focus of our attention are te knowledge, information and ideas as resources. => U fokusu su znanje, informacije i ideje kao resursi.
LL@(16284) The study presents some current approaches to facors of competition, creation, and achievement of competitive advantages and also some concrete examples of a successful Internet business, with the prospects of its further develoment. ~~~ 1. => Predstavljeni su aktuelni pristupi faktorima konkurentnosti, kreiranju i ostvarenju konkurentskih prednosti i dati konkretni primeri uspešnog Internet biznisa, uz perspektive njegovog daljeg razvoja. 1.
LL@(16285) Introduction The development of digital economy brings about the challenges related both to exploring and anticipating the opportunities in the external environment and to novel approaches to business doing. => Uvod Razvoj digitalne ekonomija donosi izazove vezane za istraživanje i predviđanje šansi u eksternom okruženju preduzeća i za originalne pristupe poslovanju.
LL@(16286) The implications of the changes in strategic thinking deal with the redefining of the industrial structure, that is, the boundaries of certain activities, primarily from the input point of view. => Implikacije promena u strategijskom razmišljanju su vezane za redefinisanje industrijske strukture, odnosno granica pojedinih delatnosti, pre svega sa aspekta inputa.
LL@(16287) The exchange of information via the Internet, extranet and intranet can be viewed as a source of value creation. => Razmena informacija preko Interneta, ekstraneta i intraneta se može posmatrati kao izvor kreiranja vrednosti.
LL@(16288) The modern, largely Web-based environment characterised by a growth orientation of the firm, its customers, suppliers and competitors towards electronic business means changes in both the strategic and operational management, and especially in the method the firms compete. => Savremeno, u velikoj meri Web bazirano okruženje koje karakteriše rastuća orijentacija preduzeća, njegovih kupaca, snabdevača i konkurenata na elektronsko poslovanje, podrazumeva promene u strategijskom i operativnom menadžmentu i posebno u načinu kako preduzeća konkurišu.
LL@(16289) The Internet use has broken through the space and time barriers, making the importance of physical location negligible. => Zahvaljujući Internetu došlo je do rušenja barijera prostora i vremena, pri čemu se smanjuje značaj fizičke lokacije biznisa.
LL@(16290) The predominant resources in the digital economy are knowledge, information and ideas. => U digitalnoj ekonomiji dominantni resursi su znanje, informacije i ideje.
LL@(16291) Important in this context is a novel approach of Webonomics which is concerned with the study of production, distribution and consumption of products, services, and ideas via the Web Š1Ë. => U ovom kontekstu bitan je originalni pristup vezan za Webonomiju koja se bavi izučavanjem proizvodnje, distribucije i potrošnje proizvoda, usluga i ideja preko Web-a Š1Ë.
LL@(16292) The interactive relationship between the firm and its external stakeholders is very important here. => Dolazi do izražaja interaktivan odnos preduzeća i eksternih stejkoldera.
LL@(16293) It means an increasingly intensive networking. => On podrazumeva sve intenzivnije umrežavanje.
LL@(16294) The managers make business decisions in an environment characterised by a network infrastructure, both the hardware and the software used in the communication. => Menadžeri donose poslovne odluke u okruženju koga karakteriše mrežna infrastruktura koja se odnosi na hardver i softver koji se koriste u komunikaciji.
LL@(16295) Cellular communication means new opportunities offered by media convergence. => Mobilno poslovanje podrazumeva i nove šanse koje pruža konvergencija medija.
LL@(16296) A growing portion of economic value in the digital economy is the result of electronic devices. => Rastući deo ekonomske vrednosti u digitalnoj ekonomiji je proizvod elektronskih sredstava.
LL@(16297) New rules of the game demand speed, flexibility and innovative ness. => Nova pravila igre zahtevaju brzinu, fleksibilnost i inovativnost.
LL@(16298) Traditional firms have to change their strategic orientation and business operations in order that they should remain competitive in the changed conditions and with new electronic infrastructure. => Tradicionalna preduzeća moraju da promene svoju strategijsku orijentaciju i poslovne operacije da bi ostala konkurentna u izmenjenim uslovima uz novu elektronsku infrastrukturu.
LL@(16299) The origins and development of the digital economy are based on the expansion of the knowledge industries and the implementation of information and communication technologies (ICT). => Za nastanak i razvoj digitalne ekonomije bitna je ekspanzija industrija znanja i primena informacionih i komunikacionih tehnologija (IKT).
LL@(16300) The informationbased firms known as soft companies increase their share in value creation in a large number of economies. => Preduzeća bazirana na informacijama, poznata kao meke (soft) kompanije povećavaju svoj udeo u kreiranju vrednosti u mnogim privredama.
LL@(16301) This predominantly applies to the firms engaged in the production of software, telecommunications, financial services, advertising, and media. => Ovo se pre svega odnosi na firme iz proizvodnje softvera, telekomunikacija, finansijskih usluga, oglašavanja i medija. 2.
LL@(16302) 2. ~~~ Dynamic approach to competitive strategy creation and implementation From the point of view of increasing competitiveness, the concept of strategy refers to the guidance of the firm in the conditions of competition in order that the firm should achieve competitive advantages, not only as regards the customers or users of services, but also as regards anything that can ensure advantages on the home or export markets. => Dinamički pristup kreiranju i realizovanju konkurentske strategije Sa aspekta povećanja konkurentnosti pojam strategije se odnosi na usmeravanje preduzeća u odnosu na konkurentske uslove kako bi se stekla preimućstva, pri čemu se podrazumeva usmeravanje ne samo u odnosu na kupce ili korisnike usluga, već i u odnosu na sve ono što osigurava prednost na domaćem ili inostranom tržištu.
LL@(16303) In case of the entrance on the electronic market, the firms prospects are better if managers develop a competitive strategy bearing in mind the complexity of change brought about by the digital economy. => Kada je u pitanju nastup na elektronskom tržištu izgledi na uspeh su veći ukoliko menadžeri razvijaju konkurentsku strategiju uzimajući u obzir kompleksnost promena koje donosi digitalna ekonomija..
LL@(16304) The leading companies in the world today implement different strategies. => Danas u svetu najuspešnija preduzeća imaju strategije koje se međusobno razlikuju.
LL@(16305) Generally, however, the companies achieve competitive advantages vie innovations in a broad sense, ones that can be manifested as a new product / service, new technology or a new marketing approach, where innovation is mostly derived gradually. => Međutim, generalno posmatrano preduzeća stiču konkurentske prednosti kroz inovacije šire shvaćene, koje se mogu manifestovati kao nov proizvod/usluga, nova tehnologija ili nov marketinški prilaz, pri čemu su mnoge inovacije postepene.
LL@(16306) In the international market conditions, the innovations that result into competitive advantages are often anticipated by the needs that arise both at home and abroad. => Na međunarodnom tržištu inovacije koje donose konkurentske prednosti često anticipiraju domaće i inostrane potrebe.
LL@(16307) Here the role of information in the innovation and renewal processes is essential, especially the information that is not available to the competition or that competition does not seek. => Pri tome informacije imaju posebno značajnu ulogu u procesu inoviranja i usavršavanja, i to informacije koje nisu dostupne konkurentima ili koje oni ne traže.
LL@(16308) Besides, when the firm achieves a competitive advantage via innovation, it can remain competitive only through permanent improvement, since it is a well known fact that any innovation can be imitated. => Osim toga, kada preduzeće dostigne konkurentsku prednost kroz inovaciju, ono je može održati samo kroz stalno usavršavanje, pošto se mora imati u vidu da je moguće imitirati svaku inovaciju.
LL@(16309) It is in this way that the firm remains competitive on the foreign market as well. => Na ovaj način, ukoliko je unapređuje, preduzeće održava konkurentsku prednost na inostranom trži štu.
LL@(16310) Hence creating permantent advantage often means that the firm has to make all its existing advantages obsolete, otherwise, the competition will do it. => Stoga kreiranje trajnijih prednosti često znači da preduzeće mora da učini svoje postojeće prednosti zastarelim, jer će u protivnom to uraditi konkurenti.
LL@(16311) Thus innovation and change are connected. => Na ovaj način su povezane inovacija i promena. da će neko tržište biti neprofitabilno u budućem periodu, firma će tražiti šansu na nekom novom širem domaćem ili inostranom tržištu ili na užem tržišnom segmentu.
LL@(16312) The issue that merits special attention here is that of the production factors whose available quantity in a defined time is less important than the rate and the efficiency with which these factors are created and improved in certain industries. => Posebno je bitno pitanje faktora proizvodnje, čija je raspoloživa količina u određenom vremenu manje značajna od stope i efikasnosti kojom se kreiraju i usavršavaju ovi faktori u određenim industrijama.
LL@(16313) This primarily includes highly significant factors today, such as scientific base or skilled human resources. => Ovo se prvenstveno odnosi na danas veoma značajne faktore kao što su naučna baza ili kvalifikovani ljudski resursi.
LL@(16314) Importantly, the absence of advantage in the static competition model may become an advantage in the dynamic one. => Karakteristično je da nedostatak preimućstava u statičkom modelu konkurencije može postati prednost u dinamičkom.
LL@(16315) When, for example, the firm encounters some difficulties, such as high prices or lack of a certain resource, it often has to introduce innovation and to improve its operations in order that it should be competitive again. => Kada se, na primer, preduzeće suoči sa određenom nepovoljnošću kao što je visoka cena ili nedostatak određenog resursa, ono je često u situaciji da mora da inovira i da se usavršava da bi bilo konkurentno.
LL@(16316) Creativity also has an important role in achieving competitive advantage. => Poseban značaj sa stanovišta ostvarenja konkurentskih prednosti ima kreativnost.
LL@(16317) Three components: expertise, creative thinking skills and motivation overlap to result into creativity that generates the key success factors of a certain business Š2Ë. => Tri komponente: stručnost, veštine kreativnog razmišljanja i motivacija u svom preklapanju rezultiraju u kreativnost koja često generiše ključne faktore uspeha određenog biznisa Š2Ë.
LL@(16318) The dynamic approach assumes that formulating and implementation of a competitive strategy is a continually evolving process of prompt adjustment to a changing environment, since the condition in the external environment often change before a selected strategy has been fully implemented. => Dinamički pristup podrazumeva da je formulisanje i sprovođenje konkurentske strategije stalno evoluirajući proces brzog adaptiranja promenljivim okolnostima, pošto se uslovi u eksternom okruženju često menjaju pre nego što izabrana strategija može u potpunosti da se sprovede.
LL@(16319) Such a dynamic process involves three independent and simultaneous cycles related to the analysis of competitive environment, development, the analysis of alternative strategic options, and the analysis of the very translation of the strategy into practice. => Ovakav dinamički proces obuhvata tri nezavisna i istovremena ciklusa koji su vezani za analizu konkurentskog okruženja, razvoj i preispitivanje alternativnih strategijskih opcija i za razmatranje samog sprovođenja strategije u praksu.
LL@(16320) The solution is found in formulating new strategic approaches, continually, throughout the process of the firms adjustment to a dynamic competitive environment, as well as in changing the strategies in the course of their implementation. => Na ovaj način rešenje je u formulisanju novih strategijskih varijanti kontinuelno tokom procesa adaptacije preduzeća dinamičkom konkurentskom okruženju, kao i u menjanju strategija tokom njihove realizacije.
LL@(16321) Most relevant in this process are an efficient strategic guidance, especially strategic vision, pragmatism and communication networks. => Pri tome su relevantni efektivno strategijsko vođenje, posebno strategijska vizija, pragmatizam i komunikacione mreže.
LL@(16322) These result into a new strategic challenge from the managerial aspect. => Ovo rezultira u novom strategijskom izazovu sa aspekta menadžmenta.
LL@(16323) The change in the business processes themselves in the concrete conditions of a turbulent environment is complex. => Promena samih poslovnih procesa u konkretnim uslovima turbulentnog okruženja je kompleksna.
LL@(16324) It is in this context that the concept of a learning organization must be taken into account. => U ovom kontekstu se mora uzeti u obzir koncept organizacije koja uči (learning organization).
LL@(16325) It is important that the competitive environment should continually be studied in order that the signs of demand saturation, technology substitution, changes in the consumption structure and social discontinuities should be timely identified. => Relevantno je stalno peispitivanje konkurentskog okruženja da bi se na vreme uočili znaci saturacije tražnje, supstitucije tehnologije, promena u strukturi potrošnje, socijalnih diskontinuiteta.
LL@(16326) If there are any signs that a market will cease to be profitable in a future period, the firm will seek an opportunity on another, broader, home or exports markets or in a market niche. => 
LL@(16327) The insight into the dynamic nature of a competitive environment means focusing upon its essential aspects that are changing, as well as analysing whether these changes are strategically relevant. => Ukoliko se nazire Uvid u dinamičku prirodu konkurentskog okruženja podrazumeva fokusiranje na njegove posebno značajne aspekte koji se menjaju, kao i razmatranje da li su ove promene strategijski relevantne.
LL@(16328) The following step is to survey individual impacts and a structural analysis to identify the key forces in the external competitive environment. => Zatim se eksplicitno preispituju pojedinačni uticaji i vrši strukturna analiza kojom se identifikuju ključne sile iz spoljneg konkurentskog okruženja.
LL@(16329) Thus we can identify and analyse the competitive position of the firm as related to other organizations that compete for certain resources, or offer their products/services to the same customers. => Na ovaj način se dolazi do određivanja i analize konkurentske pozicije preduzeća u odnosu na druge organizacije koje konkurišu za određene resurse, odnosno koje plasiraju svoje proizvode/usluge istim kupcima.
LL@(16330) Here the competitive analysis of a strategic group is implemented in terms of similarities or differences between the competitiors, as well as in terms of the market share analysis. => Pri tome se koristi analiza strategijske grupacije konkurenata u smislu sličnosti i razlika strategija koje oni realizuju, kao i odgovarajuća analiza tržišnog učešća.
LL@(16331) The final step is the analysis of whether any opportunities or threats are identified from the aspect of the future business of the firm, namely, whether the strategy and structure are adjusted to the development in the external environment. => Finalni korak je preispitivanje da li su identifikovane pojave šanse ili pretnje sa stanovišta budućeg poslovanja firme, odnosno sagledavanje saglasnosti strategije i strukture sa razvojem u eksternom okruženju.
LL@(16332) It is in this way that we get an insight into the environmental impacts which is important in the strategy analysis, as strategic decisions in the digital economy are predominantly made in the conditions of uncertainty. => Na ovaj način nastaje slika uticaja iz okruženja koja je važna prilikom procene strategije s obzirom da se strategijske odluke, po svojoj suštinskoj prirodi, donose u digitalnoj ekonomiji u situaciji neizvesnosti.
LL@(16333) The aim of the change of strategy is to identify the strategic gap that defines the disparity between the current strategic position of the organization and the positions defined by each individual strategic options, as well as to set the timing of implementation of the selected form. => Cilj procesa promene strategije je da se identifikuje strategijski jaz (strategic gap) kojim se određuje raskorak između sadašnje strategijske pozicije organizacije i pozicije određene svakom pojedinom strategijskom opcijom, kao i da se izvrši terminiranje sprovođenja izabrane varijante.
LL@(16334) Generally, the process of changing the competitive strategy is important because it shows a particular strategic option that may result into a most favourable position for the firm, as well as whether this strategy can be translated into practice within the given period of time. => U celini posmatrano, proces promene konkurentske strategije je značajan pošto ističe na bazi koje od strategijskih opcija proizilazi najpovoljnija pozicija za preduzeće i da li se ona može sprovesti u praksu u okviru datog vremenskog perioda.
LL@(16335) The advantage of a dynamic strategy formulation is in a constant review of varieties/types and identifying the strategic gap, thus eliminating potential threats in taking new opportunities. => Prednost dinamičkog formulisanja strategije je u stalnom preispitivanju varijanti i u utvrđivanju strategijskog jaza čime se eliminišu potencijalne pretnje u situaciji iskorišćavanja novih šansi.
LL@(16336) All these require that, in case of the dynamic development of a strategy, the mental models reflect the com plexity of the real world which results into a continual adjustment process. => Sve ovo zahteva da mentalni modeli odražavaju složenost realnog sveta prilikom dinamičkog razvoja strategije, što vodi u proces kontinuiranog prilagođavanja.
LL@(16337) Here the soft data are as important as the hard data, since they tell us about the firms values, principles, identity and challenges. => Pored tvrdih podataka, značajni su i meki podaci koji se odnose na vrednosti, principe, identitet preduzeća, izazove.
LL@(16338) It is important to note that managers also use heuristic methods, due to the type of uncertainty inherent to strategic problems. => Bitno je naglasiti da menadžeri koriste i heurističke metode zbog tipa neizvesnosti koji je inherentan strategijskim problemima.
LL@(16339) In order to be successful, the organization has to create value for its customers/service users and other stakeholders is a distinctive manner, through competitive positioning and integrated service it offers. => Da bi bila uspešna organizacija mora da kreira vrednost za svoje kupce/korisnike usluga i ostale stejkhol dere na neki distinktivan način kroz konkurentsko pozicioniranje i integralnu uslugu koju nudi.
LL@(16340) In this context, the competitive strategy can be defined as a value creation skill that ultimately allows for the managers to identify the opportunities to create value for their customers and earn profits. => U ovom kontekstu konkurentska strategija se može odrediti i kao veština kreiranja vrednosti koja u krajnjoj instanci omogućava menadžerima da identifikuju šanse za pružanje vrednosti kupcima uz prisvajanje profita od strane preduzeća.
LL@(16341) Various factors work within the business networks frame and jointly create value in new forms, which implies an entirely new value logic in the digital economy conditions. => U okviru poslovnih mreža razni akteri deluju tako da zajednički stvaraju vrednost u novim formama, što implicira potpuno novu logiku vrednosti u uslovima digitalne ekonomije.
LL@(16342) Here the importance lies with the firms competencies, primarily the technology, the implementation of information and comunication technology, specific expert knowledge and new business processes accumulated over time and incorporated into the offer package of the firm. => Pri tome su važne kompetencije preduzeća koje se odnose prvenstveno na tehnologiju, posebno na primenu informacionih i konunikacionih tehnologija, na specifična ekspertska znanja i nove poslovne procese koji su akumuliralani tokom vremena i koji su inkorporirani u paket ponude određenoe firme.
LL@(16343) In the conditions of fierce competition, it is important that the customer is willing to buy the firms products, but also to pay for them, which includes the possiblity of electronic payment. => U uslovima intenzivne konkurencije značajno je postojanje volja kupaca da kupi kupi proizvode preduzeća, ali i da za njih plati, što podrazumeva i mogućnost elektronskog plaćanja.
LL@(16344) Hence an important advantage of any firm is its established customer database. => Stoga je bitno preimućstvo svakog preduzeća uspostavljena baza kupaca.
LL@(16345) An increasing number of firms involve their customers into the product design process in order to view their needs from the real world. ~~~ This often means an integration of marketing and research and development funstions Š3Ë. => Sve je veći broj preduteća koja uključuju kupce u proces projektovanja proizvoda da bi se sagledale potrebe iz realnog sveta, To se često reflektuje na integrisanje marketinga i istraživačko-razvojne funkcije Š3Ë.
LL@(16346) To measure the competitive strategy efficiency the indicator related to profitybility per customer is also used. ~~~ 3. => Efektivnost konkurentske strategije se u novijem periodu meri i preko indikatora koji se odnosi na profitabilnost po kupcima. 3.
LL@(16347) Relevance of knowledge as resource Knowledge management is of utmost importance when it comes to achieving competitive advantage. => Relevantnost znanja kao resursa Za ostvarenje konkurentske prednosti je od izutzetne važnosti menadžment znanja.
LL@(16348) Knowledge exchange and implementation have in the last years been identified as key sources of sustainable competitive advantage. => Poslednjih godina su delenje i primena znanja identifikovani kao ključni izvori održive konkurentske prednosti.
LL@(16349) Improvement and strategic choice mean learning something new, especially in teh conditions of a fast changing business environment characterised by a modern, knowledge-based economy. => Usavršavanje i strategijski izbor podrazumevaju učenje nečeg novog, naročito u uslovima brzo promenljivog poslovnog okruženja koje karakteriše savremena ekonomija bazirana na znanju.
LL@(16350) In this paper we especially focus on the Balanced Scorecard (BSC) as an important new method to measure the firm performance Š4Ë. => U ovom kontekstu je bitno istaći značaj karte izbalansiranih merila performansi (Balanced Scorecard - BSC) kao jednog od novijih modela merenja performansi preduzeća Š4Ë.
LL@(16351) The implementation of the BSC is especially interesting from the point of view of an increasingly important role of knowledge as an intangible resource that often results into impor tant innovation and here the BSC allows for a comprehensive insight into the business results from the innovation and learning aspects Š5Ë. => Primena BSC je posebno aktuelna sa aspekta povećanja uloge znanja kao neopipljivog resursa koji često dovodi do značajnih inovacija i u tom smislu BSC omogućava uspešno sagledavanje rezultata poslovanja iz perspektive inovativnosti i učenja Š5Ë.
LL@(16352) In order to increase competitiveness in the conditions of permanent changes characterised by the development of digital economy the firms should open their boundaries wide in the learning process, stimulate the exchange of ideas via project teams and meetings with customers and suppliers, which all help the firm identify competitive opportunities better. => Neophodno je da se u cilju povećanja konkurentnosti, u uslovima stalnih promena koje podrazumeva razvoj digitalne ekonomije, u procesu učenja maksimalno otvore granice preduzeća, da se stimuliše raz mena ideja preko projektnih timova i susreta sa kupcima i snabdevačima, što povećava mogućnost uspešnog sagledavanja konkurentskih perspektiva.
LL@(16353) In the conditions of such supportive, open environment, we find a positive practice of developing learning forums such as strategic study of a changeable competitive environment; the product/service portfolio; technological change and the firms market position; interfunctional processes and delivery systems analysis; the study of competitive strategies of the most successful companies for the purpose of better understanding of their distinctive competencies, changes in the marketing mix tools, the resulting increase in the market share and capturing of new markets. => U uslovima ovakvog podržavajućeg, otvorenog okruženja, uspešno se mogu razvijati forumi za učenje kao što su strategijska ispitivanja promenljivog konkurentskog okruženja, portfolia proizvoda/usluga, tehnoloških promena i tržišne pozicije preduzeća; analiza međufunkcionalnih procesa i sistema isporuke; proučavanje konkurentskih strategija najuspešnijih kompanija da bi se bolje razumele njihove distinktivne kompetencije, promene u instrumentima marketing-miksa, rezultirajući porast tržišnog udela i osvajanje novih tržišta.
LL@(16354) From the point of view of creating competitive advantage it is important that the employees should be encouraged to be creative and innovative in mastering new and more successful methods of production or service delivery to customers. => Sa stanovišta kreiranja konkurentske prednosti značajno je da zaposleni budu podstaknuti na kreativnost i inovativnost u smislu novih i boljih načina proizvodnje, odnosno pružanja usluga kupcima.
LL@(16355) Innovation may result in lower costs, differentiation and faster response to oppotrunities and threats from the external environment, which stresses the core organizational competencies and capabilities. => Inovacije mogu rezultirati i u nižim troškovima, diferencijaciji ili bržem odgovoru na šanse i pretnje iz eksternog okruženja, pri čemu mora doći do izražaja jezgro kompetentnosti i sposobnosti organizacije.
LL@(16356) The realization of competitive advantage is facilitated by good internal and external communications without which the organization cannot learn the best practical solutions. => Realizovanje konkurentske prednosti je olakšano dobrim internim i eksternim komunikacijama bez čega organizacija ne može da nauči najbolja praktična rešenja.
LL@(16357) The organization learns about the need to change on the basis of observation and interpretation of the events in the environment where the external stakeholders are the state with its economic policies, the financial institutions, suppliers, customers, competition. => Organizacija uči o potrebi da se menja na bazi opservacije i interpretacije događaja u okruženju u kome se nalaze eksterni stejkholderi - država sa merama ekonomske politike, finansijske institucije, snabdevači, kupci, konkurenti.
LL@(16358) It is on this basis that managers make decisions on the activities they should undertake, followed by the execution of necessary changes. => Na osnovu ovoga rezultiraju odluke menadžera o akcijama koje bi trebalo da preduzmu iz čega sledi sprovođenje potrebnih promena.
LL@(16359) These changes in turn affect other organizations (competition, suppliers, customers) in a situation some authors call the environment of competitive chaos. => Ove promene, sa svoje strane, utiču na ostale organizacije (konkurente, snabdevače, kupce) u situaciji koju neki nazivaju okruženje konkurentskog haosa.
LL@(16360) They interreact in a feedback and the firm learns again of the impact and output of its decisions. => U povratnoj sprezi oni reaguju, a preduzeće ponovo uči o uticaju i ishodu svojih odluka.
LL@(16361) Hence it is clear that learning is essentially important in the competitive strategy formulation and implementation. => Na ovaj način je pokazano da učenje ima bitan značaj u formulisanju i realizaciji konkurentske strategije.
LL@(16362) From this point of view, it is necessary that the role of management consulting be awarded due importance Š6Ë. => Sa ovog aspekta je potrebno ukazati na značajnu ulogu menadžment konsaltinga Š6Ë.
LL@(16363) Generally taken, what goes on outside the firm has a larger impact upon the firms competitiveness than ever before. => U celini posmatrano, ono što se dešava izvan preduzeća ima veći uticaj na ostvarenje konkurentnosti nego ikada ranije.
LL@(16364) This external world full of challenge increasingly involves products and other substitutes, changes in economy and good market, the results of the operations indirectly related to the firm and new ways of peoples behaviour, including new ways of communication via the Internet. => Ovaj eksterni svet pun izazova u sve većoj meri uključuje proizvode i usluge supstitute, promene u privredi i konjunkturi, rezultate delatnosti koje su indirektno povezane sa preduzećem i nove načine ponašanja ljudi, uključujući i nove načine komuniciranja putem Interneta.
LL@(16365) Information and communication technologies evidently affect all the above mentioned. => Evidentno je da informacione i komunikacione tehnologije imaju uticaj na sve navedeno.
LL@(16366) In the conditions of digital economy the customers enjoy access to a larger number of information, there is a strong feedback, and they become more demanding. => Kupci u uslovima digitalne ekonomije imaju pristup većem broju informacija, izražena je povratna sprega i oni su često više zahtevni.
LL@(16367) These changes surely can inspire opportunities for the achievement of future competitive advantage. => Svakako da ove promene mogu doneti šanse za ostvarenje budućih konkurentskih prednosti.
LL@(16368) As a specific managerial tool, the competitive intelligence (CI) is of special importance for in the managers proactive operations as regards the competition Š7Ë. => Konkurentska inteligencija (competitive intelligence CI), kao svojevrsni menadžerski alat je posebno značajna za proaktivno delovanje menadžera u odnosu na konkurente Š7Ë.
LL@(16369) It provides him with a timely insight into the changes in the external reality. => Ona omogućava pravovremeno sagledavanje promena u eksternoj realnosti.
LL@(16370) The competitive intelligence actually means the knowledge of the overall environment and provides activity-oriented answers to the managers who make strategic decisions concerning competitive positioning in the future , where it is necessary that they should be prepared for a variety of aspects of business doing different from what they are used to, and in strategic management this may mean new ways of thinking based on the look at the outside. => Konkurentska inteligencija se faktički odnosi na znanje o celokupnom okruženju i daje akciono orijentisane odgovore menadžerima koji do nose strategijske odluke koje se tiču konkurentskog pozicioniranja u budućnosti, pri čemu je neophodno da se oni pripreme za mnoge aspekte drugačijeg poslovanja, što u strategijskom menadžmentu može da podrazumeva i nove načine razmišljanja koji u svojoj osnovi imaju pogled ka spolja.
LL@(16371) This may result in activity, that is, in the firms business operations that competition either does not expect or does not recognize clearly enough. => Ovo može rezultirati u delovanju, odnosno u poslovnim aktivnostima preduzeća koje konkurenti ne očekuju ili dovoljno ne prepoznaju. 4.
LL@(16372) 4. ~~~ Competitive advantages in the conditions of digital economy A fast ICT development resulted in the change in the way the goods are produced and the services are delivered, the nature of products and services themselves as well as in the distribution channels. => Konkurentske prednosti u uslovima digitalne ekonomije Brz razvoj IKT je rezultirao u promenama načina proizvodnje dobara i pružanja usluga , u prirodi samih proizvoda i usluga, kao i u kanalima distribucije.
LL@(16373) In the last decade, the digital economy has been an important driver of structural changes and economic development in industrial countries and in certain regions Š8Ë. => Tokom poslednje decenije digitalna ekonomija je bila bitan pokretač strukturnih promena i privrednog razvoja industrijskih zemalja i pojedinih regiona Š8Ë.
LL@(16374) Numerous sectors of economy are being transformed through a fast development, adoption and implementation of innovation from the information and communication technology sphere. => Mnogi privredni sektori se transformišu brzim razvojem, prihvatanjem i primenom inovacije iz sfere informacionih i komunikacionih tehnologija.
LL@(16375) Especially striking are the changes in the field of the expanding service provision. => Posebno su upečatljive promene u domenu ekspandirajućih uslužnih delatnosti.
LL@(16376) From the point of view of the firm and the economy in general, the impact of ICT is primarily felt in reducing transaction costs. => Sa stanovišta preduzeća i privrede u celini u prvi plan dolazi uticaj IKT na sniženenje transakcionih troškova.
LL@(16377) In case the ICT clusters are formed, the firms location is also becoming important. => Značajna postaje lokacija preduzeća u slučaju stvaranja IKT klastera.
LL@(16378) In creating an appropriate competitive strategy in the conditions of the digital economy the managers should analyse the firms position as regards the competition in the sphere of electronic business. => Prilikom kreiranja odgovarajuće strategije konkurentnosti u uslovima digitalne ekonomije menadžeri bi trebalo da preispitaju poziciju preduzeća u odnosu na konkurente u sferi elektronskog poslovanja.
LL@(16379) Also important is the decision on what should be an adequate role of electronic business in traditional companies. => Bitna je i odluka o odgovarajućoj ulozi elektronskog poslovanja u tradicionalnim preduzećima.
LL@(16380) The firms competencies in the field of information and communication technologies, as well as the needs for financial resources have to be analysed thoroughly. => Moraju se objektivno sagledati sposobnosti firme u domenu informacionih i komunikacionih tehnologija, kao i potrebe za finansijskim resursima.
LL@(16381) The developments in the field of cellular telephony are expected to be spectacular in the future. => Očekuje se da će u budućem periodu sve više dolaziti do izražaja razvoj u području mobilnih komunikacija.
LL@(16382) From the competitive strategies perspectives, the classification of business in the new economy, based on the physical/digital characteristics is also important Š9Ë. => Sa aspekta konkurentskih strategija je bitna i klasifikacija biznisa u novoj ekonomiji polazeći od karakteristika fizičko/digitalno Š9Ë.
LL@(16383) The product may be physical or digital, the process, too, may be physical or digital, and so may be the case with the mediator. => Proizvod može biti fizički ili digitalan, proces takodje može biti fizički ili digitalan, što je slučaj i sa posrednikom.
LL@(16384) This results into nine different types of business, from those purely physical, to fully digital business types where the product itself, the process, the delivery and the payment are digital. => Ovo rezultita u devet različitih tipova biznisa, od onih koji su čisto fizičkog karaktera do u potpunosti digitalnih biznisa kod kojih su sam proizvod, kao i proces, isporuka i plaćanje digitalni.
LL@(16385) The use of the Internet in the digital economy has led to a change in the configuration of certain jobs, as well as to a balance between producers, mediators, and customers. => U digitalnoj ekonomiji Internet je doveo i do promene konfigurcije pojedinih delatnosti, kao i balansa moći izmedju proizvodjača, posrednika i potrošača.
LL@(16386) Characteristically, the customer becomes the king of new economy Š10Ë. Thanks to the Internet, he is very well informed on the offers of a variety of manufacturers, or service providers, at relatively low costs of searching, which enables him to make fast comparisons and choose the most appropriate product of a quality, design, and price that he finds appropriate, even in global conditions. => Karakteristično je da kupac postaje kralj nove ekonomije Š10Ë. ~~~ On je zahvaljujući Internetu veoma dobro informisan o ponudama raznih proizvodjača, odnosno davalaca usluga, uz relativno niske troškove pretraživanja, što mu omogućava da brzo vrši kompariranje i da izabere proizvod onog kvaliteta, dizajna i cene koji njemu odgovara, čak i u globalnim okvirima.
LL@(16387) Doing business on the Internet includes not only buying and selling, but also delivering services to customers and cooperation with business partners. => Obavljanje poslovanja na Internetu uključuje ne samo kupovinu i prodaju, već i pružanje usluga kupcima i sarađivanje sa poslovnim partnerima.
LL@(16388) It is differentiated in comparison with the traditional way of business doing also in that it eliminates the problem of time difference and geographical distance between the business partners in terms of goods ordering and payments; in case of certain products it applies to the delivery as well. => Ono se diferencira u odnosu na tradicionalno poslovanje i po tome što eliminiše problem vremenske razlike i geografske udaljenosti između poslovnih partnera vezan za naručivanje i plaćanje robe, a u slučaju određenih proizvoda to se odnosi i na isporuku.
LL@(16389) It is in this way that the boundaries of business are expanded to electronic products. => Na ovaj način granice poslovanja se proširuju na elektronske produkte.
LL@(16390) From the economic aspect, however, it is important that the return on investments in electronic commerce be higher. => Međutim, sa ekonomskog aspekta, bitno je da se poveća prinos na investicije u elektronsku trgovinu.
LL@(16391) The customers should be offered higher quality products adjusted to their needs, at lower prices and with higher qualty services. => Potrošači bi trebalo da dobiju kvalitetnije proizvode prilagođene njihovim potrebama, po nižim cenama i uz bolje usluge.
LL@(16392) Here we need an appropriate software that helps maximise the effectiveness via a new method of business doing. => Pri tome je neophodan odgovarajući softver koji dovodi do maksimiziranja efektivnosti kroz novi način poslovanja.
LL@(16393) Its advantages are in the improvement of quality, activity, the additional services, on one hand, and in the reduction of costs and sales prices, shortening the time cycle, or transaction, on the other, which is especially important in the conditions of the global economic crisis and recovery. => Njegove prednosti su vezane za povećanje kvaliteta, agilnosti, za dodatne usluge sa jedne strane, i za sniženje troškova i prodajnih cena, smanjenje vremena izlaska na tržište, odnosno realizovanja transakcija sa druge strane, što je posebno važno u uslovima svetske ekonomske krize i oporavka.
LL@(16394) Also important is the managerial decision making in the domain of pricing Š11Ë. lately Characteristically, many companies have achieved a considerable business success implementing, alongside the traditional business, a new model of electronic commerce. => Od značaja je menadžersko odlučivanje u domenu formiranja prodajnih cena Š11Ë. ~~~ Karakteristično je da su u skorašnjem periodu mnoga preduzaća ostvarila značajan poslovni uspeh primenjujući, uz tradicionalni biznis, i novi model elektronske trgovine.
LL@(16395) A typical example is a well-known American retail company, Wal-Mart Stores Š12Ë. => Tipičan primer je poznata američka maloprodajna kompanija Wal-Mart Stores Š12Ë.
LL@(16396) The networking equipment market is characterised by a fierce competition globally. => Na tržištu opreme za umrežavanjeje je prisutna intenzivna konkurencija u globalnim okvirima.
LL@(16397) The example of AlcatelLucent is illustrative: among the sources of competitive advantages the company gives priority to technological improvements, product and service quality, a reliable and timely delivery, competitive production costs, flexible production capacities, local attendance and long-term relations with customers Š13Ë. => Ilustrativan je primer Alcatel-Lucent-a, gde je kod izvora konkurentskih prednosti akcenat na tehnološkim unapređenjima, kvalitetu proizvoda i usluga, pozdanoj i blagovremenoj isporuci, konkurentnim proizvodnim troškovima, fleksibilnim proizvodnim kapacitetima, lokalnom prisustvu i dugoročnim odnosima sa kupcima Š13Ë.
LL@(16398) An important factor of differentiation as regards the competition in the conditions of recession may be a desire and competence to offer certain forms of financing. => Važan faktor diferenciranja u odnosu na konkurente u recesionim uslovima može biti želja i sposobnost da se ponude određene forme finansirasnja.
LL@(16399) Within its strategic orientation the Samsung company advocates a Smarter Life Concept, especially in Europe. => U okviru svojih strategijskih opredeljenja kompanija Samsung posebno u Evropi afirmiše koncept pametnijeg života (Smarter Life Concept).
LL@(16400) The concept is based on smart design that improves the functionality of the products for the customers, on smart experiences and smart connections that will ensure that the Samsung products can interconnect automatically, share the contents and improve customer experience Š14Ë. => On se bazira na pametnom dizajnu (smart design) koji povećava funkcionalnost proizvoda za potrošače, pametnim iskustvima (smart experiences) i pametnim povezanostima (smart connections) koje će omogućiti da se Samsung uređaji međusobno automatski povežu, dele sadržaje i unaprede korisničko iskustvo Š14Ë.
LL@(16401) It is important to note that, contrary to the previous failures of a large number of dot.com firms following the initial boom, the pure dot.com strategy proved successful in many cases nowadays. => Bitno je naglasiti da se, uprkos ranijem neuspehu mnogih dot.com firmi do koga je došlo nakon početnog buma, čista dot-.com strategija pokazala u najnovijem periodu u mnogim slučajevima uspešnom.
LL@(16402) This is also characteristic of many an on-line auction. => Ovo je karakteristično i za mnoge on-line aukcije.
LL@(16403) New business strategies on the Internet focus on the importance of information. => Nove poslovne strategije na Internetu fokusiraju značaj informacija.
LL@(16404) Economic information is fundamentally different from the economic thing. => Ekonomika informacija se fundamentalno razlikuje od ekonomike stvari.
LL@(16405) When a physical product is sold, it is not owned any longer, whereas information retains ownership after the sale and can be sold again. => Kada se proda fizički proizvod, on se više ne poseduje, dok se nakon prodaje informacija zadržava vlasništvo i one se mogu dalje prodavati.
LL@(16406) A physical thing can be replicated, however, this costs as much as manufacturing the original. => Fizička stvar se može kopirati, ali to košta skoro isto kao proizvodnja originala.
LL@(16407) On the other hand, the costs of multiplying information are really low, even taking into account the initial costs of research, development, experimenting, and testing. => Sa druge strane, troškovi multiplikovanja informacija su veoma niski, uz uvažavanje inicijalnih troškova istraživanja, razvoja, eksperimentisanja, testiranja.
LL@(16408) While things wear off or are spent in time, information may become obsolete, however it may gain in value through use. => Dok se stvari vremenom troše ili habaju, informacije mogu da zastare, ali mogu upotrebom i da postanu vrednije.
LL@(16409) It is evident that tangible products exist in time and space, and that they can be counted or kept in stocks, while information can be found anywhere and at any time Š15Ë. => Evidentno je da opipljivi proizvodi postoje u vremenu i prostoru, pa se mogu brojati ili držati na zalihama, dok se informacije mogu naći bilo gde i u bilo koje vreme Š15Ë.
LL@(16410) The synergy effects in the cooperation between firms were recognized at the first European B2B Internet market for commodity industries in 2000. => Sinergijski efekti kroz saradnju preduzeća dolaze do izražaja na prvom evropskom B2B Internet tržištu za industrije potrošnih dobara od 2000. godine.
LL@(16411) It was initiated by the Nestlé and Danone group companies as leaders in the food industry, and was further established by Henkel and SAP Markets on mySAP.com ebusness platform Š16Ë. => Inicijativa je potekla od kompanija Nestlé i Danone Group kao lidera u prehrambenoj industriji, a uspostavili su ga, pored ove dve kompanije i Henkel i SAP Markets na mySAP.com e-business platformi Š16Ë.
LL@(16412) A growing portion of economic value in the digital economy is the product of electronic devices. => Rastući deo ekonomske vrednosti u digitalnoj ekonomiji je proizvod elektronskih sredstava.
LL@(16413) In the new economy which is dynamic, global and networked, the most important competitiveness factors are innovations, product and service quality, time and low costs. => U novoj ekonomiji, koja je dinamička, globalna i umrežena, najznačajniji faktori konkurentnosti su inovacije, kvalitet proizvoda i usluga, vreme i niski troškovi.
LL@(16414) From the economic aspect, it is important that marginal production and distribution costs for digital products are very low. => Sa ekonomskog aspekta je značajno da su za digitalne proizvode marginalni troškovi proizvodnje i distribucije veoma niski.
LL@(16415) This refers to software, music, electronic books and magazines, films. => To se odnosi na softver, muziku, elektronske knjige i časopise, filmove.
LL@(16416) The importance of connectivity enabling innovation and technologies increases, since communications are the basis of on-line business. => Povećava se značaj inovacija i tehnologija koje omogućavaju povezanosti, pošto su u osnovi on-line poslovanja komunikacije.
LL@(16417) Certain authors use the term click-here economy, linking it to a broader choice of customers due to the Internet use. => Neki autori koriste izraz klikni ovde ekonomija (click here economy) vezujući ga za veći izbor potrošača zahvaljujući korišćenju Interneta.
LL@(16418) The same logic can be applied to the business related to the transactions between two organizations B2B (business-tobusiness), where electronic catalogues and direct electronic connections change the supply practices of the firm. => Ista logika važi u slučaju poslovanja koje se odnosi na transakcije između dve organizacije-B2B (business-to-business), gde elektronski katalozi i direktne elektronske veze utiču na promenu nabavne prakse preduzeća.
LL@(16419) All the above analysed show that understanding that the Internet customer is an entirelly new entity for whom on-line behaviour is typical makes the crucial first step in creating a competitive strategy. => Iz svega do sada analiziranog prozilazi da je presudan prvi korak u kreiranju konkurentske strategije u elektronskoj ekono miji razumevanje da Internet potrošač predstavlja potpuno novi entitet za koga je tipično on-line ponašanje.
LL@(16420) In the case of new customers the subject of their purchase (tangible and electronic products), the reason and the manner in which they make their purchases change. => U slučaju novih potrošača menja se predmet njihove kupovine (opipljivi i elektronski proizvodi), razlog kupovine i način kupovine.
LL@(16421) In an interactive communication with the company on the Internet they express different expectations. => Oni imaju drugačija očekivanja kada su u interaktivnoj komunikaciji sa preduzećem na Internetu.
LL@(16422) Here the expression Market is conversation gets its full meaning. => Tu dolazi do izražaja shvatanje Tržište je konverzacija.
LL@(16423) The customers expect a product or a service especially adapted to them in the customation process. => Kupci očekuju proizvod ili uslugu koji su u procesu kastomizacije njima specijalno prilagođeni.
LL@(16424) Besides, they can buy comfortably seated in their rooms or offices, 24 hours a day, 7 days in a week, which is in the digital world known as 24x7. => Pri svemu tome oni mogu udobno obaviti kupovinu iz svoje sobe ili kancelarije 24 sata dnevno, 7 dana u nedelji, što je u okviru digitalnog pejzaža poznato kao 24x7.
LL@(16425) In case of alternative competitive electronic business strategies, practice has shown that managers often create strategies that, starting from the model of generic competitive strategies proposed by M. Porter, simultaneously follow the orientation towards low costs, differentiation, and focusing Š17Ë. => Kada su u pitanju alternativne konkurentske strategije elektronskog poslovanja, praksa je pokazala da se od strane menadžera često kreiraju strategije koje, polazeći od modela generičkih konkurentskih strategija M Porter-a, simultano slede orijentaciju ka niskim troškovima, diferencijaciji i fokusiranju Š17Ë.
LL@(16426) In their relevant and quite unique approach, A. Hax and D. Wilde propose a new framework for generic strategies in the conditions of modern, knowledgebased, global economy the Delta model in the form of triangle whose three tenets represent three types of new strategies: the best product, solutions for customers, and connections Š18Ë. => Relevantan je i originalni pristup A.Haxa i D.Wilde-a koji su predložili nov okvir za generičke strategije u uslovima savremene, na znanju bazirane, globalne ekonomije Delta model u obliku trougla čija tri temena predstavljaju tri tipa novih strategija: najbolji proizvod, rešenja za kupce i povezanosti Š18Ë.
LL@(16427) The strategic option of developing the best product is related to the traditional sources of competitive advantages on the basis of lower costs in comparison to competition and differentiation. => Strategijska opcija razvijanja najboljeg proizvoda je vezana za tradicionalne izvore konkuremtskih prednosti na bazi nižih troškova u odnosu na konkurente i diferencijaciju.
LL@(16428) The second strategic alternative is developed in case of a broader concept of offer of a product or a service that meets the majority of or even all customers needs. => Druga strategijska alternativa se razvija u slučaju šireg koncepta ponude proizvoda i usluga koji zadovoljavaju većinu ili čak sve potrebe kupaca.
LL@(16429) The focus here is upon the customer, rather than a product. => Ovde je fokus na kupcu, a ne na proizvodu.
LL@(16430) This is largely viable due to the possibility of direct communication with customers via the internet. => Ovo je u velikoj meri izvodljivo zahvaljujući mogućnostima direktnog komuniciranja sa kupcima putem Interneta.
LL@(16431) From the aspect of a successful design and implementation of this strategy the relationship marketing is very important. => Sa aspekta uspešnog kreiranja i realizacije ove strategije od posebnog značaja je relacioni marketing.
LL@(16432) The firm tends to provide a related group of products and services aiming to increase the customers ability to create their own econimic value. => Preduzeće teži da obezbedi povezanu grupu proizvoda i usluga sa ciljem da poveća sposobnost kupaca da kreiraju sopstvenu ekonomsku vrednost.
LL@(16433) The innovation process is oriented towards a joint approach (with customers) in the development of distinctive products and building and maintenence of a long-term relationship with them. => Inovativni proces je usmeren na zajednički razvoj distinktivnih proizvoda sa kupcima u sklopu izgradnje i održavanja dugoročnih odnosa sa njima.
LL@(16434) The broadest range is the one belonging to the third strategic option which starts from the systems approach to business, taking into account all those who contribute to the economic value creation. => Najširi opseg ima treća strategijska opcija koja polazi od sistemskog pristupa biznisu, pri čemu se uzimaju u obzir svi koji doprinose stvaranju ekonomske vrednosti.
LL@(16435) The resource-based strategic concept primarily deals with with the problem of how the firm can provide the factors necessary in creating core competencies that make the basis for establishing sustainable competitive advantages in the complex process of strategy implementation. => Koncept strategije baziran na resursima se pre svega odnosi na problematiku kako da preduzeće obezbedi faktore potrebne za kreiranje jezgra kompetencija koje čini bazu za uspostavljanje postojanih konkurentskih prednosti u složenom procesu implementacije strategije.
LL@(16436) Strategy is also understood as a function of quality and quantity of the firms competencies without which it is basically powerless. => Strategija se shvata i kao funkcija kvaliteta i kvantiteta sposobnosti preduzeća bez kojih ona u osnovi nema snagu.
LL@(16437) The newly established relationship between firms of various sizes, their cooperation and networking resulted into the generation of a new mental space as well as into the implementation of genuine business models on a global basis. => Novouspostavljeni odnosi između preduzeća različitih veličina, njihova saradnja i ulaženje u poslovne mreže su uticali na stvaranje novog mentalnog prostora i na primenu originalnih poslovnih modela u globalnim okvirima.
LL@(16438) The development of business connections leads to innovation outsourcing practice too. => Razvoj poslovnih povezanosti dovodi i do prakse autsorsinga inovacija.
LL@(16439) Besides, innovative processes require flexible and customized responses and answers, a continual experimenting and testing. => Pored toga, inovativni procesi zahtevaju fleksibilne i kastomozirane reakcije i odgovore, kontinuirano eksperimentisanje i testiranje.
LL@(16440) In the conditions of digitalization the products are increasingly made to order, and information is highly personalized Š19Ë. One of the key words of the new strategic approach is the strategic framework whose typical features are non-linearity, changeable boundaries of the firm, holistic understanding of the business, involvement into industrial clusters, openended innovation and a continual review of business models. => U uslovima digitalizacije sve više se proizvodi izrađuju po porudžbini, a informacije su krajnje personalizovane Š19Ë. ~~~ Jedna od ključnih reči novog strategijskog pristupa je strategijski okvir u kome su tipični nelinerarnost, promenljive granice preduzeća, holističko poimanje poslovanja, uključenost u industriijske klastere, otvorene inovacije i kontinuirano preispitivanje poslovnih modela.
LL@(16441) The analogy with biology via understanding the business ecosystem, as well as the analogy with physics via energy related categories are inspiring. => Inspirativna je analogija sa biologijom preko shvatanja ekosistema biznisa, kao i anlogiija sa fizikom kroz kategorije vezane za energiju.
LL@(16442) Also relevant is a recent poised strategy approach and the adequate method of performance measuring Š20Ë. => Relevantan je noviji pristup uravnotežene strategije (poised strategy) i njoj odgovarajućeg načina merenja performansi Š20Ë.
LL@(16443) The poised strategy is connected to the firms dynamic competence the basis of which is a specific way of thinking, the managerial skills of balancing, as well as the organizational competence to energize, revitalize and change itself. => Uravnotežena strategija je povezana sa dinamičkom sposobnošću organizacije u čijoj su osnovi specifičan način razmišljanja, menadžerske veštine balansiranja, kao i sposobnosti da se organizacija sama energizira, revitalizuje i promeni.
LL@(16444) Such an organization is characterised by a creative energy and dynamics through movement in different or newly created conditions. => Ovakvu organizaciju karakteriše kreativna energija i dinamika kroz kretanja u drugačjim ili novonastalim prilikama.
LL@(16445) In practice, the poised strategy means a larger number of business models in order to realize the innovation of values for the product buyers or service users that the firm offers. => U praksi uravnotežena strategija podrazumeva veći broj poslovnih modela u smislu portfolia tradicionalnih i novih poslovnih modela da bi se ostvarile inovacije vrednosti za kupce proizvoda, odnosno korisnike usluga koje im preduzeće nudi.
LL@(16446) The incremental and penetrating innovation competencies in business networks understood as eco-systems are also important. => Bitne su i inkrementalne, i prodorne inovacioni sposobnosti u poslovnim mrežama koje se označavaju i kao poslovni ekosistemi.
LL@(16447) The capacity space, as a specific type of mental space, includes the attitude towards resources, competences and dynamics of innovation, and is especially important when a manger focuses upon improving competitiveness. => Prostor sposobnosti (capability space), kao poseban vid mentalnog prostora, obuhvata stav prema resursima, kompetencijama i dinamici inovacija i naročito dolazi do izražaja kada je u fokusu menadžera povećanje konkurentnosti.
LL@(16448) The intangivle intellectual assets have be come crucially important as a competitiveness factor at the beginning of the 21st century. => Neopipljiva intelektualna imovina postaje od presudne važnosti kao faktor konkurentnosti na početku 21.veka.
LL@(16449) The committment to study, to knowledge acquisition and sharing is immanent to innovative firms. => Posvećenost učenju, sticanju i delenju znanja je imanentna inovativnim preduzećima.
LL@(16450) The networking of knowledge is a process running both inside and outside the company, with open-ended innovation processes. => Umrežavanje znanja se odvija i unutar, i izvan preduzeća, uz otvorenost inovacionih procesa.
LL@(16451) The poised strategy focuses upon a specific rejuvenation of the firm, via a challenging dynamic re-energizing based on manifold business models in varied business eco-systems connected to a large number of business competencies, suitable for multidisciplinary and multidimensional knowledge, with adopting appropriate impacts, which basically is a vitalistic approach to business and its organic connections. => Uravnotežena strategija se fokusira na svojevrsno podmlađivanje preduzeća kroz iza zovno dinamičko re-energiziranje zasnovano na mnogostrukim poslovnim modelima u različitim poslovnim ekosistemima koji su vezani za više privrednih delatnosti, pogodni za multidisciplinarna i multidimenziona znanja uz prihvatanje odgovarajućih uticaja, što u osnovi predstavlja vitalistički pristup biznisu i njegovim organskim povezanostima.
LL@(16452) Especially challenging for the companies oriented towards innovation-based competitive advantages creation are issues related to human resources recruiting and development of innovators who will create an important invention as a turnpoint in the developmental sense, since talent is a rare resource. => Za preduzeća koja su orijentisane na kreiranje konkurentskih prednosti na bazi inovacije naročit izazov je vezan za ljudske resurse za pronalaženje i razvoj inovatora koji će kreirati važno otkriće kao prekretnicu u razvojnom smislu, pošto je talenat redak resurs.
LL@(16453) The estimates are that only 5-10% managers with high potentials in modern corporations command the skills and capabilities to become innovators in any given period of time Š21Ë. => Procena je da u savremenim korporacijama 5-10% menadžera sa visokim potencijalom u bilo kom datom vremenskom periodu imaju veštine i osobine da postanu inovatori Š21Ë.
LL@(16454) In a large number of manufacturing and service industries, the creation of a powerful base of talents in the company and the building of intellectual capital are considered to be crucial for a satisfactory implementation of a competitive strategy and achieving planned goals. => U velikom broju proizvodnih i uslužnih delatnosti stvaranje jake baze talenata preduzeća i izgradnja intelektualnog kapitala se smatraju presudnim za zadovoljavajuće sprovođenje konkurentske strategije i za ostvarenje planiranih ciljeva.
LL@(16455) Many successful companies conduct intensive processes of talent management. => Mnoge uspešne kompanije imaju intenzivne procese upravljanja talentima.
LL@(16456) These initietives may result into the creation of a specific innovation node from whose perspective the innovators will have a better insight into how the existing products, services, ideas, human resources or the entire business may be recombined in new, value adding ways. => Ove inicijative mogu rezultirati u stvaranju svojevrsnog inovacionog čvorišta iz čije perspektive inovatori mogu bolje da sagledaju kako postojeći proizvodi, usluge, ideje, ljudski resursi ili celokupan biznis mogu biti rekombinovani na nove načine koji dodaju vrednost.
LL@(16457) IBM, The analysis of the Bloomberg Businessweek list of the most innovative companies in the world in 2010 has shown that the top 12 were the following: Apple, Google, Microsoft, Toyota Motor, Amazon.com, LG Electronics, BYD, General Electric, Š22Ë. Importantly Sony, Samsung Electronics, Intel enough, the list contains a large number of Asian companies, innovative in global aspects. => Analiza Bloomberg Businessweek liste najinovativnijih kompanija u svetu u 2010. godini pokazuje da su top 12 najinovativnijih bile sledeće kompanije: ~~~ Apple, Google, Microsoft, IBM, Toyota Motor, Amazon.com, LG Electronics, BYD, General Electric, Sony, Samsung Electronics, Intel Š22Ë. ~~~ Karakteristično je da su na ovoj listi i mnoge azijske kompanije koje su inovativne u globalnim okvirima.
LL@(16458) The majority of the companies listed rank among the most competitive companies in terms of their offer on the global market and as concerns the demands of digital economy. => Većina navedenih kompanija spada u najkonkurentnije kompanije kada je reč o ponudi na globalnom tržištu sa aspekta zahteva digitalne ekonomije.
LL@(16459) It is important to stress that the sixth best dot.com company is the Amazon.com company which has successfully implemented both the diversification strategy and the competitiveness improvement strategy on the basis of certain categories of cost reduction. => Bitno je naglasiti da je na šestom mestu dot.com kompanija Amazon.com koja je uspešno primenila strategiju diverzifikacije i strategiju povećanja konkurentnosti na bazi sniženja određenih kategorija troškova.
LL@(16460) The highest income growth rates among the top 12 in the 2006 2009 period were achieved by BYD (42%), Google (31%), Apple (30%), and Amazon.com (29%). => Najveće stope rasta prihoda među top 12 u periodu od 2006. do 2009. godine (u%) su imale kompanije BYD (42%), Google (31%), Apple (30%) i Amazon.com (29%).
LL@(16461) The strategic orientation of the Apple company includes its committment to the best consumer experience of their customers through innovative hardware, software, computer peripherals, services and the internet offer. => Strategijska orijentacija kompanije Apple uključuje posvećenost najboljem korisničkom iskustvu njenih kupaca kroz inovativni hardver, softver, računarske periferije, usluge i Internet ponudu.
LL@(16462) The focus is upon the companys competence to design and develop its own operating systems, hardware, application software and services in order to deliver new products and solutions with a superior userfriendliness, compatibility of the new software versions and an innovative industrial design Š23Ë. => U fokusu je sposobnost kompanije da projektuje i razvije sopstvene operativne sisteme, hardver, aplikativni softver i usluge, da bi obezbedila kupcima nove proizvode i rešenja sa superiornom lakoćom korišćenja, kompatibilnošću novih verzija softvera i inovativnim industrijskim dizajnom Š23Ë.
LL@(16463) It is in this way that from the competitive point of view new concepts are implemented, ones that have been presented in this paper and are relevant in the conditions of the digital economy. => Na ovaj način su sa aspekta konkurentnosti implementirani novi koncepti koji su ranije prezentirani u ovom radu, a relevantni su u uslovima digitalne ekonomije.
LL@(16464) Especially important is the fact that the Apple company is successfully positioned in comparison with the competition, that it offers superior and well integrated solutions related to what in the recent period is understood as a digital lifestyle, and, which is especially important, to efficiency improvement. => Posebno se ističe da je kompanija Apple uspešno pozicionirana u odnosu na konkurente, da nudi superiorna i dobro integrisana rešenja vezana za ono što u novijem periodu predstavlja digitalni životni stil (digital lifestyle) i, što je posebno značajno, za povećanje efikasnosti.
LL@(16465) Building competitiveness largely depends on the ability to ensure a continual process of introducing innovative products and technologies on the market. => Ostvarenje konkurentnosti u velikoj meri zavisi od sposobnosti da se osigura kontinuirano uvođenje inovativnih proizvoda i tehnologija na tržište.
LL@(16466) The Apple company is known for its design and development of almost complete solutions for their products, including hardware, operating system, numerous software applications and integrated services. => Kompanija Apple je prepoznatljiva po projektovanju i razvijanju skoro celovitog rešenja za svoje proizvode, uključujući hardver, operativni sistem, brojne softverske aplikacije i povezane usluge.
LL@(16467) Such a strategic orientation implies substantial investments into research and development, amounting to $ 1.1 billion in 2008; $ 1.3 billion in 2009; reaching $1.8 billion in 2010 Š23Ë. => Ovakva strategijska orijentacija implicira značajna ulaganja u istraživanje i razvoj, koja su iznosila 1,1 milijardu $ u 2008. godini; 1,3 milijarde $ u 2009. godini, dok su porasla na 1,8 milijardu dolara u 2010.godini Š23Ë.
LL@(16468) Besides, the company is oriented towards achieving competitive advantages in the area of cellular communication and media devices, including iPhone and iPad. => Pored toga, kompanija je orijentisana na sticanje konkurentskih predmosti u oblasti uređaja za mobilne komunikacije i medije, uključujući iPhone i iPad.
LL@(16469) This is a highly competitive industry where a number of large, experienced and recognized companies work and the competition is expected to grow fiercer still. => Ovo je izuzetno kompetitivna delatnost u kojoj uspešno posluje nekoliko velikih, iskusnih i afirmisanih preduzeća. i očekuje se dallje zaoštravanje konkurencije.
LL@(16470) Achieving competitiveness largely depends on the ability to place new products with high profit margins and in a longer term. ~~~ 5. => Ostvarenje konkurentnosti u velikoj meri zavisi od sposobnosti da se na duži rok plasiraju novi proizvodi sa visokom marginom profita. 5.
LL@(16471) Conclusion The digital economy with developed knowledge networks bears manifold implications on managerial strategic thinking that results into new approaches and manners of formulating a competitive strategy, as well as into the strategy implementation processes. => Zaključak Digitalna ekonomija sa razvijenim mrežama znanja ima višestruke implikacije na strategijsko razmišljanje menadžera koje rezultira u novim pristupima i načinima formulisanja konkurentske strategije, ali i na procese implementacije strategije.
LL@(16472) Especially important is that this should provide results in the firms business practice, as well as help respond to the challenges and take opportunities of further development using the advantages of new electronic infrastructure. => Posebno je značajno da ovo dovede do rezultata u praksi poslovanja preduzeća, kao i da doprinese odgovoru na izazove i iskorišćenju mogućnosti daljeg razvoja uz prednosti nove elektronske infrastrukture.
LL@(16473) Markets are in many cases characterised by a frequent introduction of new products and services, as well as by fast technology improvements. => Tržišta u mnogim slučajevima karakterišu često uvođenje novih prizvoda i usluga, kao i brza tehnološka unapređenja.
LL@(16474) Low costs and sales prices, especially in the conditions of the economic crisis and recovery remain important competitive factors, however, the product characteristics such as quality and reliability, innovations related to design, marketing competencies, service and post-sales support, the brand name and the company reputation are important too. => Niski troškovi i prodajne cene, posebno u uslovima svetske ekonomske krize i oporavka, ostaju značajni faktori konkurentnosti, ali su bitne i karakteristike proizvoda, posebno kvalitet i pouzdanost, inovacije vezane za dizajn, marketin ške sposobnosti, servis i podrška posle prodaje, brend i reputacija preduzeća.
LL@(16475) Fierce competition is characteristic of a large number of business domains in the conditions of digital economy. => Irazito jaka konkurencija je prisutna u mnogim područjima poslovanja u uslovima digitalne ekonomije.
LL@(16476) Highly competitive markets are marked by a fast technology improvement, changing approaches to designing, new solutions in the industrial design area, short life cycles of both physical and electronic products, but also by the individual and business customers and service users sensitivity to the price levels. => Izuzetno konkurentna tržišta su karakteristična po brzom tehnološkom napretku, promenljivim pristupima projektovanju, novim rešenjima u oblasti industrijskog dizajna, kratkim životnim ciklusima i fizičkih, i elektronskih proizvoda, ali i po osetljivosti na nivo cena od strane individualnih i poslovnih kupaca i korisnika usluga.
LL@(16477) More fierce competition is anticipated in the development of cloud computing which is important from the point of view of an evolving digital economy. => Očekuje se zaoštravanje konkurencije vezano za razvoj računarstva u oblacima (cloud computing) koje je bitno sa aspekta evoluirajuće digitalne ekonomije.
LL@(16478) Innovation will remain one of strategic priorities of many companies, especially in the IT sector, in the future period. => Inoviranje će ostati jedan od strategijskiih prioriteta mnogih kompanija, posebno iz IT sektora, i u budućem periodu.
LL@(16479) REFERENCE Š1Ë Schwartz E., Webonomics,-Nine Essential Principles for Growing Your Business on the World Wide Web, Penguin Books, 1997 Š2Ë Certo S., Modern Management, Prentice Hall, Upper Saddle River New Jersey, 2003 Š3Ë Rust R.,.Moorman C.,.Bhalla G., Rethinking Marketing, Harvard Business Review, January.February, 2010 Š4Ë D. Kaplan R., Norton D., The Balaced Scorecard, Harvard Bussines School Press, Boston, 1996 Š5Ë Dr Milićević V., Novi pristupi i modeli merenja performansi poslovanja, Računovodstvo,br 5-6, 2005. => LITERATURA Š1Ë Schwartz E., Webonomics,-Nine Essential Principles for Growing Your Business on the World Wide Web, Penguin Books, 1997 Š2Ë Certo S., Modern Management, Prentice Hall, Upper Saddle River New Jersey, 2003 Š3Ë Rust R.,. ~~~ Moorman C.,. ~~~ Bhalla G., Rethinking Marketing, Harvard Business Review, January. ~~~ February, 2010 Š4Ë D. Kaplan R., Norton D., The Balaced Scorecard, Harvard Bussines School Press, Boston, Š5Ë Dr Milićević V., Novi pristupi i modeli merenja performansi poslovanja, Računovodstvo,br 5-6, 2005.
LL@(16480)  => Š6Ë Beitler A. M., Strategic Organizational ChangeA Practicioneržs Guide For Managers and Consultants, Practitioner Press International, Greensboro, 2006 Š7Ë Sharp S., Competitive Intelligence Advantage How to Minimize Risk, Avoid Surprises and Grow Your Business in a Changing World, John Wiley&Sons, Inc.
LL@(16481) Š6Ë Beitler A. M., Strategic Organizational Change-A Practicioneržs Guide For Managers and Consultants, Practitioner Press International, Greensboro, 2006 Š7Ë Sharp S., Competitive Intelligence Advantage How to Minimize Risk, Avoid Surprises and Grow Your Business in a Changing World, John Wiley&Sons, Inc. Hoboken, New Jersey, 2009 Š8Ë Johansson B., Karlsson C., Stough R. (editors), The Economy: Entrepreneurship, Clusters and Policy - Advances in Spatial Science, Spirnger, 2010 Emerging Digital Š9Ë Choi S.Y., Stahl D.O., Whinston, A.B., The Economics of Electronic Commerce, Macmillan, Indianapolis, 1977 Š10Ë Guthrie P., The Human Factor, Business 2.0, August, 2000 Š11Ë Ilić B., Milićević V., Integrative Approach to the Contemporary Pricing Strategies, The Scientific Journal Facta Universitatis, Series: Economics and Organization, Vol. 2, No. 3, 2005 Š12Ë www..walmart.com, accessed: March 2011. => Hoboken, New Jersey, 2009 Š8Ë Johansson B., Karlsson C., Stough R. (editors), The Emerging Digital Economy: ~~~ Entrepreneurship, Clusters and Policy - Advances in Spatial Science, Spirnger, 2010 Š9Ë Choi S.Y., Stahl D.O., Whinston, A.B., The Economics of Electronic Commerce, Macmillan, Indianapolis, 1977 Š10Ë Guthrie P., The Human Factor, Business 2.0, August, 2000 Š11Ë Ilić B., Milićević V., Integrative Approach to the Contemporary Pricing Strategies, The Scientific Journal Facta Universitatis, Series:
LL@(16482) Š13Ë www..alcatel-lucent.com, accessed: March 2011. => Economics and Organization, Vol.
LL@(16483) Š14Ë http://samsungeuforum20011.com, accessed: March 2011. => 2, No. 3, 2005 Š12Ë www..walmart.com, vreme posete:mart 2011. Š13Ë www..alcatel-lucent.com, vreme posete :mart 2011. Š14Ë http://samsungeuforum20011.com, vreme pose te: mart 2011. Š15Ë Evans P., Wurster T., Blown to Bits:
LL@(16484) Š15Ë Evans P., Wurster T., Blown to Bits: How the New Economics of Information Transforms Strategy, Harvard Business School Press, Boston, Š16Ë www.sap.com/industries/consumer/pdf/cpgmar ket.pdf, accessed: March 2011 Š17Ë Porter M., Competitive Advantage, Creating and Sustaining Superior Performance, The Free Press, New York, 1985 Š18Ë Hax A., Wilde D., The Delta Model: Adaptive Management for a Changing World, Sloan Management Review, Winter, 1999 Š19Ë Negropont, N., Biti digitalan, Clio, Beograd:,1998. => How the New Economics of Information Transforms Strategy, Harvard Business School Press, Boston, 1999 Š16Ë www.sap.com/industries/consumer/pdf/cpgmar ket.pdf, vreme posete: mart 2011 Š17Ë Porter M., Competitive Advantage, Creating and Sustaining Superior Performance, The Free Press, New York, 1985 Š18Ë Hax A., Wilde D., The Delta Model: ~~~ Adaptive Management for a Changing World, Sloan Management Review, Winter, 1999 Š19Ë Negropont, N., Biti digitalan, Clio, Beo grad:,1998. Š20Ë Davenport, T., Leibold, M., Voelpel, S., Strategic Management in the Innovation EconomyStrategy Approaches and Tools for Dynamic Innovation Capabilities, Erlangen:
LL@(16485) Š20Ë Davenport, T., Leibold, M., Voelpel, S., Strategic Management the Innovation EconomyStrategy Approaches and Tools for Dynamic Innovation Capabilities, Erlangen: Publicis, Wiley, 2006 in Š21Ë Cohn, J., Katzenbach, J., Vlak, G., Finding and Grooming Breakthrough Innovations, Harvard Business Review, December, 2008 Š22Ë www.businessweek.com/innovation, v accessed: March 2011. => Publicis, Wiley, 2006 Š21Ë Cohn, J., Katzenbach, J., Vlak, G., Finding and Grooming Breakthrough Innovations, Harvard Business Review, December, 2008 Š22Ë www.businessweek.com/innovation, vreme po sete: mart 2011. Š23Ë www..apple.com/investor/, vreme posete :mart 2011.
LL@(16486) Š23Ë www..apple.com/investor/, accessed: March 2011. => Ekološki otisak kao indikator nivoa ekološke svesti studenata fakulteta organizacionih nauka univerziteta u Beogradu i Mariboru UDK:
LL@(16487) Ecological Footprint as Indicator of Students Environmental Awareness Level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor UDC: 502.12 ; 37.033:504.06 Nataša Petrović1, Sonja Išljamović2, Veljko Jeremić3, Drago Vuk4, Marjan Senegačnik5 1,2,3 Faculty of Organizational Sciences in Belgrade 4,5 Faculty of Organizational Sciences in Maribor The Ecological Footprint is a complex sustainability indicator that answers a simple question: How much of the Earths resources is demanded to support humankind lifestyle and activities? => 502.12 ; 37.033:504.06 Nataša Petrović1, Sonja Išljamović2, Veljko Jeremić3, Drago Vuk4, Marjan Senegačnik5 1,2,3 Faculty of Organizational Sciences in Belgrade 4,5 Faculty of Organizational Sciences in Maribor Ekološki otisak je kompleksni održivi indikator koji odgovara na jednostavno pitanje: ~~~ Koliko resursa Zemlje se zahteva radi omogućavanja životnog stila ljudi i njihovih aktivnosti?
LL@(16488) Ecological Footprint translates consumption and waste flow data into a measurement of the biologically productive area required to sustain that flow. => Ekološki otisak prevodi podatke o potrošnji i tokovima otpada u merenje biološki produktivnih oblasti potrebnih za zadržavanje ovih tokova.
LL@(16489) We used Ecological Footprint as input feature that provides an effective heuristic and pedagogic tool for capturing current human resource use. => U radu je korišćen ekološki otisak kao ulazna jedinica, koja predstavlja efektivan heuristički i pedagoški alat za merenje trenutne potrošnje resursa od strane ljudi.
LL@(16490) The key aspect of this paper will be focused on the measuring of environmental awareness level among the students of the Faculty of Organizational Science, University of Belgrade and University of Maribor. => Ključni aspekt istraživanja će biti usmeren na merenje nivoa ekološke svesti studenata Fakulteta organizacionih nauka, Univerziteta u Beogradu i Univerziteta u Mariboru.
LL@(16491) For the determining students environmental awareness level and their Ecological Footprint, we used a closed form questionnaire with 15 questions. => Za određivanje nivoa ekološke svesti studenata i njihovog ekološkog otiska, korišćen je upitnik zatvorenog oblika koji je sadržao 15 pitanja.
LL@(16492) Statistical analysis has been performed in SPSS software package. => Statistička analiza je obavljena u SPSS softverskom paketu. 1.
LL@(16493) 1. ~~~ Introduction Human economy depends on the planets natural capital that provides all ecological services and natural resources. => Uvod Ljudska ekonomija se zasniva na prirodnom kapitalu planete, koji omogućava sve ekološke servise i prirodne izvore.
LL@(16494) As a result of population increase and economic development, humans have exerted a considerable impact on the earth and are facing a series of incompatibilities among the natural resources, environment, and economy, such as the dichotomy of population growth and depression of resources and environment deterioration. => Kao rezultat rasta populacije i ekonomskog razvoja, javlja se značajan uticaj ljudi na Zemlju, te suočavanje sa posledičnim nizom neusaglašenosti između prirodnih izvora, životne sredine i ekonomije, kao što je dihotomija rasta populacije, depresija izvora i pogoršanje životne sredine.
LL@(16495) It is required a new concept of development one which is sustainable and which takes into account the satisfaction of the needs and wants of every citizen of the earth, of the pluralism of societies and of the balance and harmony between humanity and the environment. => Zato se zahteva novi koncept razvoja onaj koji je održiv i koji uzima u obzir zadovoljenje potreba i želja svakog žitelja Zemlje, pluralizam društava, te balans i harmoniju između čovečanstva i životne sredine.
LL@(16496) The implication of this ecological situation is obvious: to be sustainable, human beings must live within natures carrying capacity; and they must measure where they are now and how much further they can go, Š32Ë. => Implikacije ovakve ekološke situacije su očigledne: da bi dostigla održivost, ljudska bića moraju da žive u okviru kapaciteta prirode i moraju da mere gde su sada i koliko dalje mogu da idu, Š32Ë.
LL@(16497) Significant changes must occur in the entire world to assure the kind of rational development changes which will be directed towards an equitable distribution of the worlds resources and more fairly satisfy the needs of all peoples. => U celome svetu, moraju da se dese značajne promene da bi se obezbedio vid racionalnog razvoja promena koje će biti direktno usmerene na pravednu raspodelu svetskih izvora i zadovoljavanje potreba svih ljudi.
LL@(16498) This kind of development will also require the maximum reduction in harmful effects on the environment, the utilization of waste materials for productive purposes, and the design of technologies which will enable such objectives to be achieved, Š25Ë. => Ovakav razvoj takođe zahteva maksimalno smanjenje štetnih uticaja na životnu sredinu, upotrebu otpadnih materijala u proizvodne svrhe i dizajn tehnologija koje omogućavaju dostizanje ovih ciljeva, Š25Ë.
LL@(16499) The reform of educational processes and systems is central to the building of this new development ethic and world economic order. => Reforma obrazovnog procesa i sistema je ključna za izgradnju ove nove etike razvoja i svetskog ekonomskog poretka.
LL@(16500) Recommendation 96 of the Stockholm conference on the Human Environment called for the development of environmental education as one of the most critical elements of an all-out attack on the worlds environmental crisis, Š33Ë. => Preporuka 96 Štokholmske konferencije o ljudskoj životnoj sredini poziva na razvoj ekološkog obrazovanja kao jednog od najkritičnijih elemenata u borbi protiv svetske ekološke krize, Š33Ë.
LL@(16501) The goal of environmental education is to develop a world population that is aware of, and concerned about, the environment and its associated problems, and which has the knowledge, skills, attitudes, motivations and commitment to work individually and collectively toward solutions of current problems and the prevention of new ones. => Cilj ekološkog obrazovanja je da se razvije svetska populacija koja je svesna životne sredine, i zabrinuta za životnu sredinu i njene probleme, i koja poseduje znanje, veštine, stavove, motivaciju i predanost da radi pojedinačno i u grupi na pronalaženju rešenja trenutnih, kao i na prevenciji budućih problema.
LL@(16502) Environmental education means a brand-new style of life, new ethical and cultural values and responsible persons. => Ekološko obrazovanje predstavlja sasvim novi stil života, nove etičke i kulturološke vrednosti i lične odgovornosti.
LL@(16503) Environmental education can be defined as learning to protect and improve environment in a systematic, planned and knowledge-based way during the whole human lifecycle in order to spread awareness about basic characteristics of environment, its structures and relationships that tends to make a human protect and improve environment in a way that will ensure humans existences now as well as in the future, Š16, 17. ~~~ 18, 24Ë. => Ekološko obrazovanje se može definisati kao učenje radi zaštite i poboljšanja životne sredine na način koji je sistematičan, planiran i zasnovan na saznanjima za vreme celokupnog ciklusa života ljudi radi širenja svesti o osnovnim karakteristikama životne sredine, njenih struktura i odnosa koji pretenduju da usmere ljude ka zaštiti i poboljšanju životne sredine na način koji će obezbediti ljudsko postojanje, kako sada, tako i u budućnosti, Š16, 17. 18, 24Ë.
LL@(16504) The one of key characteristic of environmental education is action because environmental education has to promote civic responsibility, encouraging learners to use their knowledge, personal skills, and assessments of environmental problems and issues as a basis for environmental problem solving and action. => Jedna od ključnih karakteristika ekološkog obrazovanja je akcija, jer ovakvo obrazovanje mora da promoviše građansku odgovornost, mora da ohrabruje one koji se ekološki obrazuju da koriste svoja znanja, lične veštine i procene ekoloških problema, kao osnove za rešavanje ekoloških problema i odgovarajuće akcije.
LL@(16505) Because of these, occurs a need for an adequate measurement of these environmentally sounded actions, and as a good tool for this measurement it can be taken environmental indicator Ecological Footprint. => Zbog svega ovoga, javlja se potreba za odgovarajućim merenjem akcija, koje su ekološki usmerene, a kao dobar alat za ovo merenje može se koristiti ekološki indikator ekološki otisak.
LL@(16506) Ecological Footprint (EF) is used to translate consumption and waste flow data into a measurement of the bio logically productive area required to sustain that flow. => Ekološki otisak (EF) se koristi da prevede potrošnju i podatke o toku otpada u meru biološki produktivnih oblasti potrebnih da se ovaj tok zadrži.
LL@(16507) In this research Ecological Footprint was used as input feature that provides an effective heuristic and pedagogic tool, at courses of Environmental Management and Technological Systems and Principles of Ecology, for capturing current resource use of students of the Faculties of Organizational Science, University of Belgrade and University of Maribor. ~~~ 2. => U ovom istraživanju, ekološki otisak je korišćen kao ulazna jedinaca koja je efektivan heuristički i pedagoški alat za utvrđivanje trenutne studentske potrošnje resursa. ~~~ Istraživanje je sprovedeno na Fakultetima organizacionih nauka Univerziteta u Beogradu i Univerziteta u Mariboru, u okviru predmeta Ekološki menadžment i Tehnološki sistemi i principi ekologije. 2.
LL@(16508) Importance of environmental education The Belgrade Charter was adopted by a United Nations conference in 1976 and provides a widely accepted goal statement for environmental education: The goal of environmental education is to develop a world population that is aware of, and concerned about, the environment and its associated problems, and which has the knowledge, skills, attitudes, motivations, and commitment to work individually and collectively toward the solutions of current problems and the prevention of new ones.Š25Ë. => Značaj ekološkog obrazovanja Beogradska povelja (usvojena na konferenciji Ujedinjenih nacija 1976.) pruža široko prihvaćenu izjavu o cilju ekološkog obrazovanja: ~~~ Cilj ekološkog obrazovanja je da razvije svetsku populaciju koja je svesna i zabrinuta za životnu sredinu i njene probleme, a koja ima znanje, veštine, stavove, motivaciju i predanost da radi pojedinačno i u grupi na rešavanju tekućih i prevenciji budućih ekoloških problema.
LL@(16509) A few years later, the worlds first intergovernmental conference on environmental education adopted the Tbilisi Declaration. => Š25Ë Nekoliko godina kasnije, prva svetska međuvladina konferencija je usvojila Tbilisi deklaraciju.
LL@(16510) This declaration is built on the Belgrade Charter and established three broad objectives for environmental education. => Ova deklaracija zasnovana je na Beogradskoj povelji i uspostavlja tri opšta cilja ekološkog obrazovanja.
LL@(16511) These objectives provide the foundation for much of what has been done in the field since 1978: To foster clear awareness of and concern about economic, social, political, and ecological interdependence in urban and rural areas; To provide every person with opportunities to acquire the knowledge, values, attitudes, commitment, and skills needed to protect and improve the environment; To create new patterns of behavior of individuals, groups, and society as a whole towards the environment, Š26Ë. Environmental educations essence is in its role in the education for a sustainable future. => Ovi ciljevi predstavljaju osnovu za veliki deo onoga što je urađeno u ovoj oblasti od 1978: ~~~ Gajenje čiste svesti i brige za ekonomske, socijalne, političke i ekološke međuzavisnosti u urbanim i ruralnim oblastima; Pružanje svakoj osobi mogućnost sticanja znanja, vrednosti, stavova, predanosti i veština, potrebnih za zaštitu i poboljšanje životne sredine; Stvaranje novih obrazaca ponašanja pojedinaca, grupa i društva, kao celine, u njihovom odnosu prema životnoj sredini. ~~~ Š26Ë Suština ekološkog obrazovanja je njegova uloga u obrazovanju za održivu budućnost.
LL@(16512) Thats the reason why environmental education uses content from the environment, economy and society to organize learning processes that help understanding the evolution of human interaction with the environment through development, to analyze present realities, and to plan and participate in coherent processes of change toward a more sustainable future. => To je razlog zbog kojeg ekološko obrazovanje koristi i ekološke i ekonomske i društvene sadržaje radi organizovanja procesa učenja, koji pomaže u razumevanju evolucije ljudskih interakcija sa životnom sredinom kroz razvoj, a radi analize trenutne stvarnosti, planiranja i učestvovanja u koherentnim procesima promena radi održivije budućnosti.
LL@(16513) This set of knowledge, skills and values, endorsed by representatives of all sectors of every society, is the framework for education for sustainability and the basis for much of the new curriculum planning taking place across the world. => Ovaj set znanja, veština i vrednosti, podržanih od predstavnika svih sektora svakog drušva, predstavlja okvir za obrazovanje za održivost i osnovu za nove kurikulume širom sveta.
LL@(16514) This kind of education (for sustainable development) is learner-centered, providing learners with opportunities to construct their own understandings through hands-on, minds on investigations. ~~~ Learners are engaged in direct experiences and are challenged to use higher-order thinking skills. => Ovakvo obrazovanje (za održivi razvoj) je koncentrisano na onoga koji uči, omogućavajući mu da razvije sopstvena razumevanja kroz lična istraživanja i iskustva koristeći pri tome svoje sposobnosti razmišljanja.
LL@(16515) Education for sustainable development supports the development of an active learning community where learners share ideas and expertise, and prompt continued inquiry. => Obrazovanje za održivi razvoj podržava razvoj zajednice aktivnog učenja, gde studenti dele ideje i stručnost, i podržavaju konstantno ispitivanje činjenica.
LL@(16516) Also, this education provides real-world contexts and issues from which concepts and skills can be learned. => Takođe ovo obrazovanje obezbeđuje realne kontekste i pitanja na osnovu kojih se mogu naučiti koncepti i veštine.
LL@(16517) It recognizes the importance of viewing the environment within the context of human influences, incorporating an examination of economics, culture, political structure, and social equity as well as natural processes and systems. => Ono prepoznaje važnost posmatranja životne sredine u kontekstu ljud skih uticaja, uključujući ispitivanje ekonomija, kulture, političke strukture i društvene jednakosti baš kao i prirodnih procesa i sistema.
LL@(16518) Through comprehensive, cohesive programs, learners explore how feelings, experiences, attitudes, and perceptions influence environmental issues. => Kroz sveobuhvatne, kohezivne programe studenti istražuju kako osećanja, stavovi i percepcije utiču na problem životne sredine.
LL@(16519) They become knowledgeable about natural processes and systems and gain an understanding of human processes and systems. => Oni postaju obrazovaniji u smislu poznavanja prirodnih procesa i sistema, kao i razumevanja ljudskih procesa i sistema.
LL@(16520) They develop a sense of their rights and responsibilities as citizens, are able to understand the ideals, principles, and practices of citizenship in democratic societies, and they gain the skills necessary for citizenship, Š17Ë. => Oni razvijaju osećaj za svoja prava i odgovornosti kao građana, i umeju da razumeju ideale, principe i prakse građanstva u demokratskim društvima i stiču veštine potrebne za to, Š17Ë.
LL@(16521) The awareness, knowledge, and skills needed for these local connections, and understandings provide a basis for moving out into larger systems, broader issues, and a more sophisticated comprehension of causes, connections, and consequences. => Svest, znanje i veštine potrebni za ove lokalne veze i razumevanja, daju osnovu za napredovanje ka većim sistemima, širim ciljevima i sofisticiranijem razumevanju uzroka, veza i posledica.
LL@(16522) Education for sustainable development fosters skills and habits that people can use throughout their lives to understand and act on environmental issues. => Obrazovanje za održivi razvoj gaji veštine i navike koje ljudi mogu da koriste tokom njihovog života da bi razumeli i delovali u skladu sa ciljevima životne sredine.
LL@(16523) It emphasizes critical and creative thinking skills along with other higher level thinking processes that are key to identifying, investigating, and analyzing issues, and formulating and evaluating alternative solutions. => Ono naglašava kritičko i kreativno razmišljanje, kao i druge procese ključne za identifikovanje, istraživanje i analiziranje problema, a potom formulisanje i evaluiranje alternativnih rešenja.
LL@(16524) The aim of good higher environmental education is to enable students to work in or lead interdisciplinary teams to find solutions, using environmental sciences and management methods, so that theyll be skilled to devise integrative environmental knowledge and management solutions for complex environmental issues on a regional, national and international level, for the private as well as for the public sector. => Cilj visokog ekološkog obrazovanje je da omogući studentima da rade ili vode interdisciplinarne timove, koji pronalaze rešenja, koristeći ekološku nauku i menadžment metode, tako da budu vešti u rešavanju ekoloških problema na regionalnom, nacionalnom i međunarodnom nivou, u privatnom i javnom sektoru, a na osnovu svojih integrativnih ekoloških i menadžment znanja.
LL@(16525) What has to be offered in the program of good higher environmental education is interconnected with the wide range of requirements in professional life; therefore the program of higher environmental education is designed to meet these new sustainability challenges, by integrating inputs from the social and human sciences into the study of environmental planning and engineering, Š17, 18Ë. => Ono što program dobrog visokoškolskog obrazovanja mora da ponudi je povezanost sa širokim spektrom zahteva profesionalnog života; stoga program visokoškolskog ekološkog obrazovanja je dizajniran tako da odgovori na nove izazove održivosti, integrišući inpute iz društvenih i prirodnih nauka u izučavanje ekološkog planiranja i inženjerstva, Š17, 18Ë.
LL@(16526) The focus is on how firms, governments, and other organisations can support sustainable development in an economically efficient and socially acceptable manner. => Fokus je na tome kako firme, vlade i druge organizacije mogu da pomognu održivom razvoju na ekonomski efikasan i socijalno prihvatljiv način.
LL@(16527) Logical, the mode of teaching modes varies throughout the higher environmental education program and includes formal lectures as well as project-based individual and team studies, during witch students are asked to get actively involved in organisational and contents related aspects of the teaching program, giving feedback for a continuous advanced evolution of higher education for sustainable development and future, Š15Ë. 3. => Logično, način učenja varira u programima visokoškolskog ekološkog obrazovanja, i uključuje formalna predavanja, kao i projekte zasnovane na pojedinačnim i timskim studijama, za vreme kojih su studenti zamoljeni da se aktivno uključe u organizaciju i sadržaj nastavnog programa, dajući feedback za kontinuranu evaluaciju visokoškolskog obrazovanja za održivi razvoj i budućnost, Š15Ë. 3.
LL@(16528) Ecological footprint From this point of view, struggle for ecological services and goods will play a most important function in the 21st century. => Ekološki otisak Iz današnjeg ugla posmatranja, u XXI veku glavna borba će se voditi oko ekoloških dobara i usluga.
LL@(16529) All human activities require the use same property of earth - primarily biologically productive land, but also includes land used for buildings and roads, food production, the production of energy and material resources and land required for waste-disposal and the absorption of emissions. => Sve ljudske aktivnosti zahtevaju korišćenje kapaciteta planete Zemlje - primarno biološki produktivnih pod ručja, ali i područja za uzganjanje životnih namirnica, područja na kojima se vrši izgradnja stambenog prostora i prateće infrastrukture (puteva, fabrika), ali i područja koja, nažalost, služe za deponovanje produkata ljudskih aktivnosti.
LL@(16530) In the early 1990s the Ecological Footprint concept was created by Mathis Wackernagel and William Rees at the University of British Columbia Š20, 28, 29Ë, and nowadays Ecological Footprint become established as important environmental indicator. => Početkom devedesetih godina prošlog veka, definisan je koncept ekološkog otiska (Ecological Footprint) na Univerzitetu British Columbia od strane naučnika Mathis Wackernagel-a i William Rees-a Š20, 28, 29Ë, te je zahvaljujući njihovim istraživanjima i rezultatima ekološki otisak danas značajan ekološki indikator.
LL@(16531) The Ecological Footprint tracks the area of biologically productive land and water required to provide the renewable resources people use, and includes the space needed for infrastructure and vegetation to absorb waste carbon dioxide (CO2). => Ekološki otisak je procenjena veličina biološki produktivnog zemljišta i vodnih površina koja treba da se regenerišu (ukoliko je to moguće) od strane planete Zemlje u periodu od godinu dana, u odnosu na resurse, koje koriste ljudi i resurse, koji su potrebni za apsorpciju štetnih materija, gasova (CO2) i otpada.
LL@(16532) The Ecological Footprint is an accounting framework that tracks humanitys competing demands on the biosphere by comparing human demand against the regenerative capacity of the planet. => Ekootiskom pokušavamo da izmerimo uticaj čoveka na prirodu, tj. pomoću njega se upoređuje upotreba prirodnih dobara od strane ljudi sa ekološkim raspoloživim kapacitetima planete Zemlje, i onim dobrima koje Zemlja može da regeneriše.
LL@(16533) In order to determine whether human demand for renewable resources and CO2 uptake can be maintained, the Ecological Footprint is compared to the regenerative capacity (or biocapacity) of the planet. => U cilju definisanja i utvrđivanja koliko je ljudskoj populaciji potrebno od obnovljivih izvora i kolika je celokupna emisija CO2, ekološki otisak se poredi sa regenerativnom kapacitetom Zemlje, koji se naziva biokapacitet.
LL@(16534) Biocapacity is the total regenerative capacity available to serve the demand represented by the Footprint. => Biokapacitet je sveobuhvatni pokazatelj postojećih raspoloživih resursa planete, koji se može koristiti od strane njenih stanovnika.
LL@(16535) Both the Ecological Footprint (which represents demand for resources) and biocapacity (which represents the availability of resources) are expressed in units called global hectares (gha), with 1gha representing the productive capacity of 1ha of land at world average productivity. => Ekološki otisak (koji predstavlja zahtev, potrebu za resursima) i biokapacitet (koji predstavlja moguće raspoložive resurse) se mogu izraziti preko jedinstvene merne jedinice globalni hektar (gha), gde 1gha predstavlja produktivni kapacitet 1 hektara zemljišta u odnosu na svetski prosek svih produktivnih zemljišnih i vodnih površina u datoj godini.
LL@(16536) The collective impact of this land consumption determines the limits for our local functions. => Ukupni uticaj na korišćenje zemljišta, pored svetskog proseka i kapaciteta, ograničen je i lokalnim mogućnostima, što geografskim, što demografskim.
LL@(16537) The following Š9Ë: Biodiversity land, Bioproductive land (Arable land, Pasture land and Forested land), Bioproductive sea space, Built land, Energy land. => Osnovne komponente ekološkog otiska su Š9Ë: ~~~ Biodiverzitetna područja, Bioproduktivno zemljište obradivo zemljište, pašnjaci, pošumljene oblasti, Bioproduktivno vodeno područje, Izgrađene oblasti, Oblasti iz kojih se može dobiti energija.
LL@(16538) Relying on Oslo Methodology, Ecological Footprint can be defined as, Š1Ë: a method for calculating and evaluating the environmental impact of the consumption of goods and services; an indicator that provides a simplified demonstration of significant environmental impacts from various types of consumption; a tool for environmental impact assessment when considering different alternatives in a political/administrative decision-making process, or for reporting on the state of the environment in a regions. => Na osnovu Oslo metodologije, ekološki otisak se može sagledati kao, Š1Ë: metod za proračunavanje i evaluaciju uticaja po trošnje dobara na ekosistem; indikator koji objedinjuje uticaje celokupnog društva i njegovih uticaja na životnu sredinu; sredstvo meranja uticaja na životnu sredinu u odnosu na norme donošenja političko-administrativnih odluka.
LL@(16539) The Ecological Footprint is a resource accounting tool that measures how much biologically productive land and sea is available on Earth, and how much of this area is appropriated for human use. => Ekološkim otiskom se meri suma biološki produktivnog zemljišta i vodenih površina koje su upotrebljene da bi pojedinac, grad, država ili region proizveli neki proizvod/uslugu/rezultat i apsorbovali otpad koji se stvara prilikom njegove proizvodnje i upotrebe, Š30Ë.
LL@(16540) The Ecological Footprint clarifies the relationship of resource use to equity by explicitly tying individuals and groups activities to ecological demands, Š30Ë. => Ekološkim otiskom se analizira potreba i način korišćenja prirodnih kapaciteta od strane ljudske populacije.
LL@(16541) The Ecological Footprint analysis attempts to measure human demand on nature. => Danas se, širom sveta, ekološki otisak primenjuje kao jedan od pokazatelja održivosti životne sredine.
LL@(16542)  => Koristi se prilikom: upravljanja i merenja upotrebe resursa, otkrivanja stila života pojedinaca ili određenih grupa, utvrđivanja održivosti dobara, usluga, organizacija, industrijskog sektora, gradova, regija i nacija.
LL@(16543) It compares human consumption of natural resources with planet Earths ecological capacity to regenerate them. => Proračunom ekološkog otiska se može utvrditi koliko biloški produktivnog zemljišta je potrebno da bi se zadovoljile i normalno realizovale potrebe stanovništva jednog regiona (grada, države, sveta).
LL@(16544) Calculating Ecological Footprint we make effort to measure how much biologically productive area is required to produce the yearly resource flows consumed by the residents of a region (a city, a country, or the world), to absorb wastes or emissions (especially CO2), and to host the built infrastructure in that region, Š4Ë. => Ekološki otisak je metoda za analizu relevantnih faktora sa kojima se region, privreda, kompanije ili pojedinci sreću prilikom korišćenja resursa Zemlje (šuma, plodno područje, pašnjaci, ribolovna područja, energija), Š4Ë.
LL@(16545) In future, the Ecological Footprint can be used in process of identifying and planning strategies, which can help us to succeed in a world of limited resources, and ensure their rational use. => Ekološki otisak se može koristi i za identifikovanje i planiranje strategija održivog razvoja, kako bi ljudskoj populaciji omogućio optimalno korišćenje reusursa.
LL@(16546) The world average of Ecological Footprint last year was 2.7 global hectares per person, while the Ecological Footprint of Europe was 4.7 hectares. => Svetski prosek ekološkog otiska je u 2010. godini bio 2.7 globalnih hektara po osobi (ghp), dok je ekološki otisak Evrope iznosio 4.7ghp.
LL@(16547) The situation in Balkan is a little bit better, the lowest footprint is in Serbia (2.4 ghp), than it comes Bosnia and Herzegovina (2.7 ghp) and Croatia (3.7 ghp), and with highest Ecological Footprint in region has Slovenia with 5.3 global hectares per person, Š9Ë. 4. => Ekološka situacija na Balkanu je malo bolja, najniži ekološki otisak ima Srbija (2.4 ghp), zatim slede Bosna i Hercegovina (2.7 ghp) i Hrvatska (3.7 ghp), a država sa najveći ekološkim otiskom u regionu je Slovenija sa 5.3 globalnih hektara po osobi, Š9Ë. 4.
LL@(16548) Results of statistical analysis 4.1. => Rezultati statističke analize 4.1.
LL@(16549) Results of statistical analysis for students of Faculty of Organizational Sciences, University of Belgrade Environmental Management course is taught at the third year of undergraduate studies at the Faculty of Organizational Sciences, University of Belgrade. => Rezultati statističke analize za studente Fakulteta organizacionih nauka, Univerziteta u Beogradu Predmet Ekološki menadžment se izučava na trećoj godini osnovnih akademskih studija na Fakultetu organizacionih nauka, Univerziteta u Beogradu.
LL@(16550) Survey was conducted on 44 students (more than 40% of total number of students which is by all means a characteristic of a representative sample). => Istraživanje je sprovedeno na uzorku od 44 studenta (što predstavlja više od 40% od ukupnog broja studenata, te je takav uzorak reprezentativan po svim karakteristikama).
LL@(16551) Students answered on 15 closed-type questions and according to their responses, the EF value was calculated for each of them. => Studenti su u anketi odgovarali na petnaest pitanja zatvorenog tipa i na osnovu njihovih odgovora, za svakog pojedinačnog studenta je izračunata vrednost ekološkog otiska.
LL@(16552) Creation and evaluation of survey was based on the Global Footprint Network standard. => Kreiranje ankete i evaluacija rezultata je zasnovana na standardu Svetske asocijacije za utvrđivanje ekološkog otiska (Global Footprint Network).
LL@(16553) After attending course of Environmental Management, students filled the survey papers once again. => Nakon završenog kursa Ekološki menadžment, studenti su ponovo popunjavali anketu.
LL@(16554) Our aim in this research was to determine whether there are or not significant improvements of achievement levels in action-oriented higher environmental education occurred. => Cilj istraživanja je bio da se utvrdi da li je došlo do značajnog poboljšanja u ishodima visokoškolske ekološke edukacije, koja je usmerena na akciju, te aktivnu primenu stečenih znanja.
LL@(16555) These improvements include the creation of new patterns of student behavior in their relationship with environment. focused on In order to evaluate results of survey, we used statistical software package SPSS 17. => Moguća poboljšanja ponašanja studenata (u smislu ekološke odgovornosti) zasnivaju se na kreiranju novih paterna ponašanja u njihovom odnosu prema životnoj sredini i prirodi.
LL@(16556) In the sample of 44 students, 24 of them were female students and 20 were male students. => Za obradu rezultata istraživanja korišćen je statistički program SPSS 17. U uzorku od 44 studenta, ženskog pola je bilo 24, a 20 muškog pola.
LL@(16557) We first wanted to examine if female students are more ecologically aware then male students. => Prvo od istraživačkih pitanja koje je proveravano se odnosilo da li su studentkinje ekološki svesnije od svojih kolega muškog pola.
LL@(16558) Thus, we the variable EcoFootPrintBefore. => Stoga se fokusiralo na varijablu EkoOtisak.
LL@(16559) Using Kolmogorov-Smirnov test, we determined that variable is normally distributed (Z = 0.790, p>0.05). => Koristeći Kolmogorov-Smirnov test, prvo je provereno da li je varijabla Normalno raspodeljena (Z = 0.790, p>0.05).
LL@(16560) In respect to these results, we used parametric t-test for independent samples. => Na osnovu ovih podataka zaključeno je da varijabla EkoOtisak ima Normalnu raspodelu, te je u nastavku korišćen parametarski t-test za nezavisne uzorke.
LL@(16561) Mean value for female students was 1.216 ± 0.128, while mean value for male students was 1.21 ± 0.148. => Srednja vrednost ekološkog otiska, koja je predstavljenja preko varijable EkoOtiska, za studentkinje je bila 1.216 ± 0.128, dok je srednja vrednost za studente bila 1.21 ± 0.148.
LL@(16562) Results showed no significant difference between genders, t(42) =-0.160, p>0.05. => Rezultati su pokazali da nema statistički značajne razlike između polova, t(42) = -0.160, p>0.05.
LL@(16563) Very important issue that we wanted to raise is possible difference between genders in answering on each of the 15 questions. => Značajni podatak koji je želeo da se utvrdi ovim istraživanjem zasnivao se na mogućoj razlici između polova u odgovorima na svako od 15 pitanja.
LL@(16564) Chi-square test of categorized data was performed and results showed that there is no statistically significant difference between male students and female students. => Hi-kvadrat test kategorizovanih podataka je izvršen i rezultati su pokazali da ne postoji značajna statistička zavisnost između polova i odgovora, koji su studenti davali.
LL@(16565) This result is at least unexpected, so we will emphasize couple of interesting observations. => Ovakav rezultat je u najmanju ruku neočekivan, te se može navesti nekoliko vrlo interesantnih opservacija.
LL@(16566) We used Chi-square statistics in order to examine whether male students and female students differ in the number of new clothing items they buy. => Hi-kvadrat statistika je korišćena sa ciljem ispitivanja da li se studenti muškog i ženskog pola značajno razlikuju u odnosu na to koliko komada nove odeće kupuju godišnje.
LL@(16567) Results showed no statistically significant difference between male students and female students, (χ2=1.381, df=3, N=44, p>0.05). => Rezultati su pokazali da nema statistički značajne razlike između studenata i studentkinja (? ~~~ df=3, N=44, p>0.05).
LL@(16568) Same conclusion was made comparing variables What is the percent of food you throw away and what percentage of food you buy is locally grown or seasonal. => Do istih zaključaka se došlo i kada je analizirano da li pol utiče na to koliko već pripremljene hrane se baca, odnosno koliko hrane koje kupuje ispitanik je neprerađeno, lokalno uzgojeno ili sezonsko.
LL@(16569) Results implied no statistically significant difference between genders (χ2=2.151, df=2, N=44, p>0.05; respectively, χ2=2.631, df=3, N=44, p>0.05). => Rezultati su pokazali da nema statistički značajne razlike između studenata muškog i ženskog pola (? ~~~ df=2, N=44, p>0.05; odnosno, ? ~~~ df=3, N=44, p>0.05).
LL@(16570) Observing, how much meat and meat products students buy, we conclude that there are no significant differences between males and females. => Izučavajući koliko mesa i mesnih proizvoda studenti kupuju i koriste u dnevnoj ishrani, došlo se do zaključka da ne postoji značajna razlika između studenata i studentkinja.
LL@(16571) Unfortunately, both male and female students are not dedicated to the trend of healthy and organically grown food, which is in Serbia still not widespread, but it is expensive. => Nažalost, studenti i muškog i ženskog pola nisu posvećeni trendu zdrave ishrane i kupovini lokalno uzgojene hrane (voća i povrća), koja u Srbiji još uvek nije dovoljno rasprostranjena, ali i zahteva veće novčane izdatke.
LL@(16572) Their diet is mostly based on meat products, and the result show that 72% of students in their daily diet consume meat products, and that implies low level of ecological perception in food consumption of students and their families. => Ishrana studenata se uglavnom zasniva na mesnim proizvodima, a rezultati istraživanja ukazuju da 72% studenata u svakodnevnoj ishrani koristi proizvode životinjskog porekla, što podrazumeva nizak nivo ekološke percepcije u pogledu ishrane studenata i njihovih porodica.
LL@(16573) As a next step, we wanted to examine possible correlation between GPA (Grade Point Average) and the EF value of students. => Kao sledeći korak želelo se da se utvrdi da li postoji korelacija između prosečne ocene studenata postignute tokom studiranja i nivoa njihove ekološke svesti.
LL@(16574) Knowing the fact that both of the variables are normally distributed, Pearson correlation was used. => S obzirom na to da obe varijable imaju Normalnu raspodelu, korišćena je Pirsonova korelacija.
LL@(16575) Result indicated that there is no significant correlation between these two variables, r=0.264, p>0.05. => Rezultati su pokazali da ne postoji značajna korelacija između prosečne ocene i vrednosti EkoOtiska, r=0.264, p>0.05.
LL@(16576) This result implies that environmental education (with consequential environmental actions) does not depend on formal educational system in Serbia, because (based on educational curriculum and programs), it is evident lack of formal and permanent environmental education at all levels of formal education in Serbia, Š21Ë. => Ovakav rezultat ukazuje da ekološka edukacija (sa adekvatnim posledičnim ekološkim akcijama) ne zavisi od formalnog sistema obrazovanja u Srbiji, zato što (na osnovu pregleda nastavnog plana i programa sistema edukacije u Srbiji) je evidentan nedostatak formalnog i permanentnog ekološkog obrazovanja na svim nivoima obrazovanja i edukacije, Š21Ë.
LL@(16577) Further on, we wanted to explore potential association between number of rooms (space of apartment) and number of rooms that are being heated during winter and cooled during summer months. => Pored prethodnih analiza, pokušalo se da se utvrdi da li postoji statistički značajna veza između veličine stambenog prostora (broja soba) i broja soba koje se greju tokom zime, odnosno hlade preko leta.
LL@(16578) Knowing that we are examining nominal types of variables, Spearmans rho correlation coefficient was calculated, rs=0.486, p<0.05. => S obzirom da su u pitanju varijable nominalnog tipa, računata je Spirmanova rho statistika, rs=0.486, p<0.05.
LL@(16579) Positive direction of correlation indicates that bigger apartments (flat) imply higher number of heated rooms. => Pošto je smer korelacije pozitivan, zaključak je da sa rastom veličine stambenog prostora (broja soba), raste i broj soba koji se greju tokom zimskih meseci.
LL@(16580) On the other hand, there is no statistically significant correlation between space of apartments and number of cooled rooms, rs=-0.031, p>0.05. ~~~ 4.2. => S druge strane, ne postoji statistički značajna korelacija između veličine stambenog prostora i broja soba koje se hlade tokom leta, rs=-0.031, p>0.05. 4.2.
LL@(16581) Results of statistical analysis for students of Faculty of Organizational Sciences, University of Maribor Survey was conducted on the sample of 43 freshmen students at Faculty of organizational sciences, University of Maribor. => Rezultati statističke analize za studente Fakulteta organizacionih nauka, Univerziteta u Mariboru Istraživenje je sprovedenona na uzorku od 43 studenta prve godine osnovnih akademskih studija Fakulteta organizacionih nauka, Univerziteta u Mariboru.
LL@(16582) In the sample of 43 students, 28 of them were male students and 15 were female students. => U uzorku od 43 studenta, njih 28 je bilo muškog pola i 15 ženskog pola.
LL@(16583) We first wanted to examine if female students are more ecologically aware then male students. => Prva analiza je sprovedena sa ciljem da se utvrdi da li su studentkinje ekološki odgovornije od svojih kolega.
LL@(16584) Using Kolmogorov-Smirnov test, we determined that variable is normally distributed (p > 0.05). => Korišćen je Kolmogorov-Smirnov test, i utvrđeno je da varijabla EkoOtisak ima Normalnu raspodelu (p>0.05).
LL@(16585) In respect to these results, we used parametric t-test for independent samples. => Na osnovu tog rezultata, za dalje analizu, korišćen je parametarski t-test za nezavisne uzorke.
LL@(16586) Mean value for female students was 1.777 ± 0.257, while mean value for male students was 1.919 ± 0.226. => Srednja vrednost ekološkog otiska za studentkinje je bila 1.777 ± 0.257, dok je srednja vrednost ekološkog otiska za student iznosila 1.919 ± 0.226.
LL@(16587) Results showed no significant difference between genders, p>0.05. => Rezultati su pokazali da ne postoji značajna statistička razlika izmedju studenata muškog i ženskog pola, p>0.05.
LL@(16588) The issue that we wanted to search is potential difference between genders in answering on each of the 15 questions. => U cilju utvrđivanja da li postoje dalje razlike između studenata muškog i ženskog pola, izvršena je uporedna analiza njihovih odgovora na svih 15 pitanja.
LL@(16589) Chi-square test of categorized data was performed and results showed that there is statistically significant difference between male students and female students on couple of questions. => Hikvadrat test kategorizovanih podataka je izvršen i rezultati su pokazali da postoji značajna statistička zavisnost odgovora, koji su studenti davali u odnosu na njihov pol.
LL@(16590) For instance, males and females significantly differ on frequency of car using (LI = 6.286, df = 2, p<.05). => Na primer, studenti i studentkinje se značajno razlikuju po učestalosti korišćenja automobila (LI = 6.286, df = 2, p<0.05).
LL@(16591) Same finding applies for question What is the fuel consumption of the car you travel in most often, statistically significant difference was noted (LI = 12.440, df = 3, p<.01). => Sličan zaključak se može izvesti i kod pitanja Koliko goriva koristi Vaš automobil na 100km gradske vožnje?, gde je zabeležena značajna statistička zavisnost (LI = 12.440, df = 3, p<0.01).
LL@(16592) Our results implied that male students use car far more frequently then female stu dents. ~~~ In addition, they more often use car with high fuel consumption. => Rezultati ukazuju da studenti muškog pola češće koriste automobile u odnosu na svoje koleginice, ali i da automobili koje koriste, imaju veću potrošnju goriva.
LL@(16593) Further on, we used chi-square statistics in order to examine whether males and females differ on how much pieces of new clothes are bought by students. => Tokom dalje analize, korišćena je Hi-kvadrat statistika sa ciljem da se ispita da li postoji razlika između polova u pogledu broja kupljenih odevnih predmeta na godišnjem nivou.
LL@(16594) Results showed no statistically significant difference between male students and female students, (χ2 = 5.807, df=3, p>0.05). => Rezultati analize su pokazali da ne postoji značajna statistička razlika između studenata muškog i ženskog pola (χ2 = 5.807, df=3, p>0.05).
LL@(16595) Same conclusion was made comparing variables How much percent of food you throw away and how much percent of food that you buy is locally grown or season food. ~~~ Results implied no statistically significant difference between genders (χ2=1.273, df=2, p>0.05; respectively, χ2=2.927, df=4, p>0.05). => Isti rezultat je dobijen i prilikom analize odgovora na pitanja Koji procenat hrane bacate? i Koliko hrane koju kupujete je lokalno sezonska i lokalno uzgojeno?, gde su rezultati ukazali da ne postoji zavisnost između polova (χ2=1.273, df=2, p>0.05; odnosno, χ2=2.927, df=4, p>0.05).
LL@(16596) Afterwards, we wanted to examine is students environmental awareness influenced by their parents educational level. => Nakon ispitivanja zavisnosti između polova želelo se da se utvrdi da li na ekološku svest studenata utiče stepen stručne spreme, odnosno nivoa obrazovanosti njihovih roditelja.
LL@(16597) Nonetheless, results implied that there is no significant difference between students ŠF (2, 39) = 0.506, p>0.05Ë. => Rezultati su ukazali da ne postoji značajna statistička razlika između studenata ŠF (2, 39) = 0.506, p>0.05Ë.
LL@(16598) In addition, we wanted to examine if students coming from smaller towns are more ecologically aware than their colleagues from Ljubljana, capital of Slovenia. => Pored toga, izvršena je i analiza u cilju utvrđivanja da li su student koji dolaze iz manjih gradova ekološki svesniji od svojih kolega iz Ljubljane, glavnog grada Slovenije.
LL@(16599) In our sample, 18 of them were from Ljubljana and 24 were from other cities (one student didnt answer the question). => U ispitivanom uzorku, 18 studenata je bilo iz Ljubljane a 24 studenta je bilo iz ostalih gradova (jedan student nije odgovorio na pitanje).
LL@(16600) Using Kolmogorov-Smirnov test, we determined that variable is normally distributed (p>0.05). => Koristeći Kolmogorov-Smirnov test, utvrđeno je da varijabla ima normalnu raspodelu (p>0.05).
LL@(16601) In respect to these results, we used parametric t-test for independent samples. => Na osnovu toga, u daljoj analizi, korišćen je parametarski t-test za nezavisne uzorke.
LL@(16602) Mean value for Ljubljana students was 1.954 ± 0.249, while mean value for students coming from smaller towns was 1.825 ± 0.215. => Srednja vrednost ekološkog otiska za studente iz Ljubljane je bila 1.954 ± 0.249, dok je srednja vrednost ekološkog otiska za studente, koji su poreklom iz manjih gradova je iznosila 1.825 ± 0.215.
LL@(16603) Results showed no statistically significant difference between students of different hometown, p>0.05. => Iako postoji razlika između vrednosti ekološkog otiska, nije utvrđena značajna statistička razlika između studenata iz različitih mesta porekla stanovanja, p>0.05.
LL@(16604) Only difference between students coming from Ljubljana and other cities was in the question How far do you travel by car each week, (LI = 17.093, df = 4, p<.01). => Jedina razlika, koja je utvrđena, postojala je kod pitanja Koliko kilometara nedeljno prelazite Vašim automobilom?, što je i sasvim logično (LI = 17.093, df = 4, p<0.01).
LL@(16605) 5. => 5.
LL@(16606) Conclusion Comparing the Serbia (2.3ghp) and EU (4.7ghp) results, value of students EF is 1.21 ghp, which represents an impressive achievement pointing to a high level of environmental awareness amongst Serbian students at Faculty of Organizational Sciences - University of Belgrade. => Zaključak Sagledavajući ekološki otisak u Srbiji (2.3ghp) i Evropi (4.7ghp), vrednost ekološkog otiska studenata od 1.21 globalnih hektara po studentu, predstavlja impresivan rezultat, koji je postignut kroz proces viskoškolske edukacije na Fakultetu organizacionih nauka Univerzitet u Beogradu.
LL@(16607) Although results didnt reach a significant statistical difference between genders, it is obvious that male students are more dedicated to environmental issues and protection. => Iako tokom analize rezultata nije utvrđena značajna statistička razlika između studenata muškog i ženskog pola, evidentna je situacija da su studenti muškog pola više posvećeni zaštiti životne sredine i rešavanju ekoloških problema.
LL@(16608) High level of environmental awareness amongst students does not depended on formal educational system in Serbia (it lays in adequate good higher environmental education, and knowledge absorbed from Environmental Management course), because it is evident lack of formal and permanent environmental education at all levels of formal education in Serbia. => Visok nivo ekološke svesti studenata nije direktno zavisan od formalnog obrazovanja u Srbiji (već se zasniva na dobroj i adekvatnoj ekološkoj edukaciji i znanjima usvojenim na predmetu Ekološki menadžment), jer je evidentan nedostatak formalnog i permanentnog ekološkog obrazovanja na svim nivoima edukacije (od predškolskog do visokoškolskog obrazovanja) u Srbiji.
LL@(16609) We can conclude that environmental subjects must be in cluded as a basic one at all level of Serbian formal education. => Na osnovu postignutih rezultata, dolazi se do zaključka da se formalna ekološka edukacija mora uvesti u celokupan sistem obrazovanja u Srbiji.
LL@(16610) Further on, must be emphasized that both male students and female students are not dedicated to the trend of healthy and organically grown food, which is in Serbia still not widespread, but it is expensive. => Takođe, potrebno je istaći da i studenti i studentkinje, uglavnom zbog materijalnih uslova, nisu posvećeni trendu zdrave i organske ishrane, te da produkti životinjskog porekla čine većinski deo njihove ishrane.
LL@(16611) Their diet is mostly based on meat products, and that implies low level of ecological perception in food consumption of students and their families. => 
LL@(16612) Course of Technological Systems and Principles of Ecology, taught at the first year of undergraduate studies at Faculty of Organizational Sciences - University of Maribor, enrolls a little bit more than 100 students. => Na predmet Tehnološki sistemi i principi ekologije, koji je nastavnim planom i programom, definisan za studente prve godine osnovnih akademskih studija na Fakultetu organizacionih nauka Univerizitet u Mariboru, upisano je oko sto studenata.
LL@(16613) Our research is based on the sample of 43 students, which is by all means a characteristic of a representative sample. => Istraživanjem je bio obuhvaćen uzorak od 43 studenta, što po statističkim normama je više nego reprezentativan uzorak.
LL@(16614) Average value for the EF of students is 1.869 ghp. ~~~ Comparing to Slovenian (5.3ghp) and EU (4.7ghp) results, this represents remarkable achievement which proves high level of environmental awareness amongst Slovenian students. => Njihova srednja vrednost ekološkog otiska je 1.869 ghp, što je u poređenju sa vrednošću ekološkog otiska za Sloveniju (5.3ghp) i Evropu (4.7ghp) predstavlja izvanredan rezultat i ukazuje na visok nivo ekološke svesti među studentima.
LL@(16615) In the core of these impressive results, lays adequate and permanent environmental education, and knowledge absorbed from above mentioned course. => Osnova ovih impresivnih rezultata se nalazi u adekvatnom i kontinuiranom ekološkom obrazovanju, kako na pomenutom faultetskom predmetu, tako i na predhodnim nivoima obrazovanja.
LL@(16616) In recent papers, it is often cited that level of parental education is significantly correlated with childrens environmental awareness. ~~~ However, in our research no significant difference between students with different parental education background was noted. => Iako je u mnogobrojnim istraživanjima utvrđeno da školska sprema roditelja značajno utiče na ekološku svest dece, u istraživanju nije potvrđeno postojanje te zavisnosti.
LL@(16617) This finding clearly shows that Slovenia has excellent educational system concerning environmental issues, especially in elementary and high school. ~~~ Also, results showed that female students are ecologically more aware than male students. => Takav rezultat, jasno ukazuje da Slovenija ima odlično definisan formalni sistem edukacije na svim nivoima obrazovanja, posebno u vidu ekološke edukacije u onovnoj i srednjoj školi.
LL@(16618) Although, results didnt reached statistically significance, trend that female students are far more dedicated to environmental protection is obvious. ~~~ In particular we have to mention results concerning issues of car using. => Iako ne postoji značajna statistička zavisnost između dobijenih rezultata po polovima studenata, utvrđeno je da su studetkinje više posvećene zaštiti životne sredine.
LL@(16619) As the matter of fact, results implied that male students use car far more frequently then female student. => 
LL@(16620) Further on, they more often use car with high fuel consumption. ~~~ In addition, our analysis points out that both male students and female students are dedicated to the trend of healthy and organically grown food. => Ovakav rezultat, se uglavnom zasniva na rezultatima, koji se odnose na činjenicu da studenti koriste automobil više od svojih koleginica, te prelazeći više kilometara, imaju veću potrošnju goriva i emisiju CO2.
LL@(16621) Also, their diet is mostly based on locally grown food, which implies high level of ecological perception and healthy life trend in Slovenia. => Takođe, analiza rezultata je ukazala da je celokupna studenska populacija orijentisana ka organskoj ishrani, te se njihova svakodnevna ishrana uglavnom bazira na prirodnoj i lokalno uzgojenoj hrani (voću i povrću), što takođe ukazuje na visok nivo ekološke percepcije i zastupljenog trenda zdravog načina života u Sloveniji.
LL@(16622) The results of both studies and analysis emphasize the importance of environmental education. => Rezultati i analize studija sprovedenih na Univerzitetu u Beogradu i Univerzitetu u Mariboru ukazuju na značaj ekološke edukacije.
LL@(16623) In order to this, we can conclude that higher education institutions have to contribute to further development of environmental awareness and formal environmental education, by achieving following goals: Acquire skills, assess and apply complex management concepts in order to solve todays and tomorrows environmental challenges. Gain knowledge in environmental sciences and their practical application. => Na osnovu prethodnih rezultata, može se zaključiti da institucije visokoškolskog obrazovnog sistema moraju da daju svoj doprinos budućem razvoju i podizanju ekološke svesti, kao i celokupne ekološke edukacije koja se zasniva na sledećim ciljevima: ~~~ Sticanje veština i primena složenih menadžment koncepata sa ciljem rešavanja ekoloških problema današnjice i prevencije budućih ekoloških izazova. ~~~ Usvajanje znanja iz oblasti ekoloških nauka i ak tivna primena stečenih znanja.
LL@(16624) Train soft skills by working in international and in terdisciplinary teams. => Treniranje soft menadžment veština kroz interaktivan rad u multidisciplinarnim i internacionalnim timovima.
LL@(16625) Combine a theoretical orientation with practical project work. => Kombinovanje teorijskog znanja sa praktičnim radom na projektu.
LL@(16626) Give a range of practical techniques in such areas as environmental planning, environmental policy, environmental management systems (EMS), modeling, geographic information systems (GIS) and data management. => Usvanjanje metoda i tehnika u oblastima kao što su ekološko planiranje, ekološka politika, ekološki menadžment sistemi (EMS), modelovanje, geografski informacioni sistemi (GIS) i upravljanje podacima.
LL@(16627) Corporate social responsibility, logical framework analysis, life cycle assessment (LCA), and energy analysis and planning. => Korporativna društvena odgovornost, logički okvir za analizu, ocenjivanje životnog ciklusa proizvoda (LCA), analiza izvora energije i njihovo planiranje.
LL@(16628) Use different tools for project design, environmental monitoring, quality control and evaluation as well as planning. => Korišćenje različitih alata za planirane projekte, ekološki monitoring, kontrolu kvaliteta.
LL@(16629) Train in using cost-benefit and cost-effectiveness methods. => Primena analize troškova i koristi sa aspekata ži votne sredine.
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LL@(16670) Š30Ë Wackernagel, M., Rees, W.E., (1996): Our Ecological Footprint, Reducing Human Impact on The Earth. => Š30Ë Wackernagel, M., Rees, W.E., (1996): ~~~ Our Ecological Footprint, Reducing Human Impact on The Earth.
LL@(16671) New Society Publishers, Gabriola Island, Philadelphia. => New Society Publishers, Gabriola Island, Philadelphia.
LL@(16672) Š31Ë Wackernagel, M., White, K., Morgan, D., (2006): Using Ecological Footprint account, International Environment and Sustainable. => Š31Ë Wackernagel, M., White, K., Morgan, D., (2006): ~~~ Using Ecological Footprint account, International Environment and Sustainable. ~~~ Š32Ë Wei, X., Li, Z., (2009):
LL@(16673) Š32Ë Wei, X., Li, Z., (2009): Ecological value at risk: The temporal analysis of the emergy ecological footprint and biological capacity in Gansu, China 19802020, Ecological Economics. => Ecological value at risk: ~~~ The temporal analysis of the emergy ecological footprint and biological capacity in Gansu, China 19802020, Ecological Economics.
LL@(16674) Š33Ë http://www.unep.org/Documents.multilingual/ Default.asp?DocumentID=97&ArticleID=1511&l= en. => Š33Ë http://www.unep.org/Documents.multilingual/Default.asp?
LL@(16675) Retrieved December 22, 2010. => DocumentID=97&ArticleID=1511&l=en. Retrieved December 22, 2010.
LL@(16676)  => Kriterijumi odlučivanja za autsorsing ili insorsing IT informacionih usluga u javnom sektoru UDK:
LL@(16677) Decision Making Criteria for Outsourcing or Onsourcing of IT Service Provision in Public Sector UDC: 005:351.076(497.4) ; 007:004Ë:658 Dalibor Stanimirović, Mirko Vintar Institute for Administration Informatization, University of Ljubljana, Faculty of administration, Šdalibor.stanimirovic¿fu.uni-lj.siË, Šmirko.vintar¿fu.uni-lj.siË XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia The study focuses on the uncharted area of the Slovenian public sector. => 005:351.076(497.4) ; 007:004Ë: ~~~ Dalibor Stanimirović, Mirko Vintar Institute for Administration Informatization, University of Ljubljana, Faculty of administration, Šdalibor.stanimirovic¿fu.uni-lj.siË, Šmirko.vintar¿fu.uni-lj.siË XII Internacionalni Simpozijum SymOrg 2010, 09.-12. ~~~ Jun 2010, Zlatibor, Srbija Rad proučava dosad još neistraženo područje slovenačkog javnog sektora.
LL@(16678) It uses an in-depth analysis of the contemporary pro et contra arguments and presents the research findings concerning IT outsourcing and insourcing in the Slovenian public sector. => Članak se naime fokusira na produbljenu analizu modernih pro et contra argumenata i predstavlja istraživačke nalaze unutar koncepata autsorsinga i insorsinga IT usluga u javnom sektoru u Sloveniji.
LL@(16679) Regardless of the fact that state governments have always been purchasing some goods and services on the external market, the last two decades have shown an exponential growth of competitive tendering and outsourcing as a powerful tool of public management. => Iako su države kroz istoriju uvek kupovale neke proizvode i usluge na inostranom tržištu, u zadnjih je dvadesetak godina došlo do velikog razmaha na području javnih tendera i sklapanja ugovora za autsorsing IT usluga, koje su postale važan instrument javnog menadžmenta.
LL@(16680) In Slovenia, the use of competitive tendering and outsourcing of IT services has been growing rapidly, many will say unfoundedly and irrationally; the reported expenditures on contracting out in the public sector in the last years have doubled reaching in the time of global economic and financial crises, roughly estimated, tens of millions of euros. => U Sloveniji je uprkos sumnjama mnogih stručnjaka iz IT sektora u opravdanost i racionalnost ovih postupaka, u zadnjim godinama vidljiv eksponencijalni rast javnih tendera u cilju sklapanja ugovora za autsorsing IT usluga. ~~~ Visina troškova za projekte autsorsinga u slovenačkom javnom sektoru u poslednjim godinama se po tvrdnjama nekih stručnjaka udvostručila i u vreme aktualne ekonomske i finansijske krize dostiže po grubim procenama više desetina miliona evra.
LL@(16681) The research outlines some methodological, contextual, procedural and other aspects and considerations and eventually presents Saatys multiple criteria decision model for planning IT outsourcing and provides guidelines on critical assessing IT outsourcing projects in the future development of the public sector and its services in Slovenia. => Rad analizira metodološke, materijalne, formalne i druge važne aspekte i faktore koji utiču na uspešnost i efikasnost projekata autsorsinga IT usluga u javnom sektoru, te nudi Satijev (Thomas Saaty) analitičko hijerarhički model za višekriterijumsko odlučivanje kao podršku kod planiranja autsorsinga IT usluga i smernice za kritičku evaluaciju projekata autsorsinga IT usluga u budućnosti javnog sektora i javnih usluga u Sloveniji.
LL@(16682) 1. => 1.
LL@(16683) Introduction The global social changes in the last three decades have initiated the need for reforms in both the private and the public sectors. => Uvod Globalne društvene promene u poslednje tri decenije inicirale su potrebu za reformama kako u privatnom, tako i u javnom sektoru.
LL@(16684) The social, economic and technological development pressured the public finances and raised numerous issues on an efficient, transparent and earmarked spending of assets. => Socijalni, ekonomski i tehnološki razvoj je sa svojim pritiskom na javne finansije otvorijo brojna pitanja o efikasnom, transparentnom i namenskom trošenju proračunskih sredstava.
LL@(16685) The public sector is facing difficulties especially in three fields of its operation: global developmental trends and their growing pressure upon accounting expenditures, growing expectations of citizens as regards the offer of public services, despite fiscal restrictions, and an alarming demographic situation in which an already numerous population of retired persons grows by far faster in comparison with the creation of new jobs for the unemployed and the active population entering the labour market. => Javni sektor se suočava sa poteškoćama prevashodno na tri područja svog delovanja: globalni razvojni trendovi i njihov rastući pritisak na proračunske rashode, rastuća očekivanja građana u pogledu nudenja javnih usluga, uprkos fiskalnim restrikcijama i zabrinjavajuća demografska slika, gde sve brojnija populacija penzionera raste mnogo brže od stvaranja novih radnih mesta za nezaposlene i nadolazeću aktivnu populaciju, koja stupa na tržište rada.
LL@(16686) All these result in a large financial burden when it comes to payments of pensions, offer of health care services and other public services. => Sve to stvara velika finansijska opterećenja kod isplaćivanja penzija, nudenja zdravstvene nege i drugih javnih usluga.
LL@(16687) The above-mentioned events initiated some speculations on the type and scope of rights and services that should be offered by the public sector in a situation characterised by so restrained resources of public finances. => Navedeni događaji doveli su do spekulacija o vrsti i obimu prava i usluga, koje bi uopšte još trebalo da nudi javni sektor u situaciji sa toliko ograničenim resursima javnih finansija.
LL@(16688) It is but for these financial problems in 1980s that a convergent development of technology and administrative and economic sciences led to the forming and implementation of new business strategies in the public sector. => Konvergentni razvoj tehnologije i upravnih i ekonomskih nauka je baš zbog navedenih finansijskih proble ma u osamdesetim godinama dvadestog veka doveo do oblikovanja i implementacije novih poslovnih strategija u javnom sektoru.
LL@(16689) The public sector started using certain managerial instruments to reduce operations costs and improve efficiency in the first place, although the use of these instruments in the past was exclusively the characteristic of the private sector. => Javni sektor je počeo upotrebljavati neke menadžerske instrumente, koji bi prevashodno trebalo da snize troškove poslovanja i povećaju efikasnost, iako je upotreba tih instrumenata u prošlosti bila rezervisana isključivo za privatni sektor.
LL@(16690) The situation described above resulted in performing some jobs from outside, i.e., outsourcing1 (English: outside source using) which means: by concluding a contract by which a specialized contractor outside the organization is assigned to perform some services and business processes which were primarily the liability of the public sector. => Opisana situacija je dovela do izvođenja radova spolja, odnosno autsorsinga1 (iz engleskog izraza: outside source using), što znači: sklapanjem ugovora prepustiti specializovanom izvođaču izvan organizacije (spoljnom izvođaču) izvođenje nekih usluga i poslovnih procesa, za čije izvođenje je u prvom planu bio zadužen javni sektor.
LL@(16691) It is in this way that outsourcing has become a major feature of the strategic development of the public sector. => Autsorsing je na takav način postao jedna od važnijih odrednica strateškog razvoja javnog sektora.
LL@(16692) As well as the private sector, the public sector too started to transfer jobs to outside providers who provided public services in most diverse areas of social life based on the contract concluded with the public sector organizations: municipal utility works, social and health care, education, infrastructure maintenance, to even prisons and military issues. => Javni sektor je počeo, po uzoru na privatna preduzeća, sa sve intenzivnijim prenosom poslova na spoljnje izvođače, koji su na temelju potpisanog ugovora sa organizacijama iz javnog sektora izvodili javne usluge na najrazličitijim područjima društvenog života: od komunalnih radova, socijalne i zdravstvene nege, školstva, održavanja infrastrukture, pa čak do zatvora i vojnih pitanja.
LL@(16693) It did not take long, 1 Here it is necessary to mention that, when talking about outsourcing in a strict sense, we primarily have in mind an outside provision of certain business processes or services, however, still within the boundaries of the country in which the organization that transferred some processes to outside providers, works; when talking about outsourcing in a broad sense, we think of the transfer of business processes and services to entities in some other country. => Ali entuziazam za ovim, kako su ga neki nazvali revolucionarnim otkrićem, je ubrzo 1 Ovde je potrebno spomenuti, da kad govorimo o autsorsingu u užem smislu, mislimo pre svega na spoljnjo izvođenje nekih poslovnih procesa odnosno usluga, ali još uvek unutar granica države u kojoj deluje organizacija, koja je poslove prenela na spoljnje izvođače, a kad govorimo o autsorsingu u širem smislu, onda mislimo na prenos poslovnih procesa i usluga na subjekte u nekoj drugoj državi.
LL@(16694) In such cases, the terms offshoring or dislocalisation are often used although they have no direct connections with outsourcing in the public sector. => U takvim primerima se često upotrebljava i izraz offshoring ili delokalizacija, koji nemaju nikakve direktne veze sa autsorsingom u javnom sektoru.
LL@(16695) In this paper, outsourcing will be primarily studied in its stricter sense, namely, withing the countrys boundaries. => Autsorsing u ovom radu biće proučavan pre svega u užem smislu, znači unutar državnih granica.
LL@(16696) For either outside or inside performance we use the English terms outsourcing and insourcingwhich are equal in meaning; namely, both terms are part of very rich Anglophone economic terminology. however, for the enthusiasm for these so-called revolutionary invention to expire. => Za spoljnjo ili unutrašnje izvođenje se u radu upotrebljavaju i engleski izrazi autsorsing ili insorsing, koji su po značenju jednakopravni, naime oba izraza su deo izuzetno bogate anglofonske ekonomske terminologije. nestao.
LL@(16697) Already in the 1990s, according to the research of numerous experts, more than 75% organizations were dissatisfied with the inefficiency of outsourcing and poor results, and more than 50% organizations that practiced outsourcing tried to recover the provision of services and business processess, once outsourced, to their own organization Š1Ë. Organizations were unanimous in compalining about an unpredictable rise in costs and an ever poorer quality of services provided by outsourcing. => Već krajem devedesetih godina prošlog veka, po istraživanjima brojnih stručnjaka, više od 75 % organizacija izražavalo je žaljenje zbog neefikasnosti autsorsinga i slabim rezultatima, i nadalje više od 50 % organizacija, koje su se u prošlim godinama odlučile za autsorsing, pokušavalo je da povrati izvođenje usluga i poslovnih procesa, koji su bili predati u spoljnjo izvođenje, nazad u pojedinačnu organizaciju Š1Ë. ~~~ Organizacije su se skoro jednoglasno žalile na nepredvidljivi rast troškova i na slabljenje kvaliteta usluga spoljnjih izvođača.
LL@(16698) The lack of an adequately critical and analytical approach in identifying the real needs for outsourcing has often left organizations in rather difficult positions, sometimes even to the brim of survival and worse. => Odsutnost dovoljno kritičkog i analitičkog pristupa pri opredeljivanju realnih potreba za autsorsingom dovela je organizacije više puta u jako teške situacije, a ponekad čak do samog ruba opstanka, pa i preko njega.
LL@(16699) Trying to achieve short-term benefits, organizations endangered their long-term survival and made further development, as well as accomplishment of their visions and strategies, impossible. => Organizacije su zbog kratkoročnih koristi ugrozile svoj dugoročni opstanak i onemogućile budući razvoj, a isto tako ispunjenje svojih vizija i strategija.
LL@(16700) The negative experiences that accumulated for thirty years in the outsourcing area have in the last years reached a critical point and caused a turn back, or a return to insourcing certain business processes and services. => Negativna iskustva, koja su se trideset godina sakupljala na području autsorsinga, u poslednjim su godinama prevazišla kritičku masu i dovela do obrata odnosno povratka ka unutrašnjem izvođenju (srpski: insorsing, engleski: insourcing) određenih poslovnih procesa i usluga.
LL@(16701) In addition to the analysis of outsourcing and insourcing strategies, the paper focuses primarily on the study of outsourcing and insourcing of information-technological services (hereinafter: IT services) in the public sector and the criteria such decisions are based on. => Rad se pored analize strategija autsorsinga i insorsinga fokusira pre svega na proučavanje autsorsinga i insorsinga informacijsko tehnoloških usluga (u nastavku rada: ~~~ IT usluga) u javnom sektoru i kriterijumima na kojima se temelje takve odluke.
LL@(16702) The prevailing scientific paradigms in this field by no means approve of the outsourcing of key business processes, especially in the public sector and argue that focusing upon the fundamental activities of the organization and upon key tasks is becoming a strategic feature of the modern organizational development. => Aktuelne naučne paradigme sa ovog područja nipošto ne podržavaju autsorsing ključnih poslovnih procesa, još posebno to važi za javni sektor i argumentuju da fokusiranje na temeljne aktivnosti organizacije i ključne zadatke postaje strateška odrednica razvoja moderne organizacije.
LL@(16703) Finally, in the context of the abovementioned, it is necessary to take into consideration the insourcing of certain business processes and IT services that have so far been left to outside providers and that proved to be an instability and dysfunction factor in the long-term, since outsourcing of certain business processes led to the so-called hollowing out effect2 on the organizations which means that transferred jobs had a decisive impact upon losing some crucial competences and potentials of the organization and hence upon an inefficient performance of the key organizational tasks. => I konačno, u kontekstu svega napisanog, potrebno je razmisliti još o insorsingu određenih poslovnih procesa i IT usluga, koje su dosad bile prepuštene spoljnjim izvođačima i koje su se dugoročno pokazale kao faktor nestabilnosti i disfunkcionalnosti, jer je spoljnjo izvođenje nekih poslovnih procesa dovelo do takozvanog »holouing aut efekta«2 odnosno »išupljivanja« organizacija, što znači, da su preneseni poslovni procesi odlučujuće uticali na gubitak nekih suštinskih kompetencija i potencijala organizacije i stoga na neefikasno sprovođenje ključnih zadataka organizacije.
LL@(16704) Our topic of interest in this study is the interdisciplinary area of IT services outsourcing and insourcing in the public sector, that is, its cross-section between economic, administrative and other scientific paradigms. => Predmet proučavanja u ovom radu je interdisciplinarno područje autsorsinga i insorsinga IT usluga u javnom sektoru odnosno njegov presek između ekonomskih, upravnih i drugih naučnih paradigmi.
LL@(16705) The very breadth of the topic of study clearly shows that partial approaches based exclusively upon analytical economic theories and normative articles, do not offer a conceptual and multple criteria satisfactory model for a selection and development of an adequate strategy of the public sector operations. => Sama širina predmeta proučavanja jasno pokazuje da parcijalni pristupi, koji se temelje isključivo na analitičkim ekonomskim teorijama i normativnim stavkama ne nude konceptualno i višekriterijumsko zadovoljavajući model za izbor i oblikovanje odgovarajuće strategije poslovanja javnog sektora.
LL@(16706) What we need is an indepth and systems analysis of the IT outsourcing and insourcing strategies impact upon the operations of the public sector and their implications upon the entire social environment. => Potrebna je produbljena i sistematska analiza uticaja strategije autsorsinga i insorsinga IT usluga na delovanje javnog sektora i njihove implikacije na celokupnu društvenu okolinu.
LL@(16707) From this aspect, the study is based on a combination of the scientific theory (methodological level), economic science theory (institutional level) and on the theories on economic entities behaviour (antropological level). => S tog aspekta je proučavanje utemeljeno na kombinaciji teorije nauke (metodološki nivo), teorije ekonomskih sistema (institucionalni nivo) i na teorijama ponašanja ekonomskih subjekata (antropološki nivo).
LL@(16708) Our aim in this study is to shape and structure a conceptually balanced approach to forming an integrated IT services outsourcing or insourcing in the public sector, on the basis of varied theoretical platforms. => Cilj rada je, na temelju različitih teoretskih platformi, oblikovanje i strukturisanje konceptualno uravnoteženog pristupa za oblikovanje integrisane strategije autsorsinga odnosno insorsinga IT usluga u javnom sektoru.
LL@(16709) Making use of the results and conclusions of empirical studies of various autors, we attempted to present an analytical hierarchy multiple criteria decision-making model for appropriate decision making in selecting a certain strategy for provision of IT services and other business processes in the public sector. => Rad želi, na temelju rezultata i zaključaka empirijkog proučavanja različitih autora, da predstavi analitičko hijerarhijski višekriterijumski model odlučivanja za donošenje odgovarajućih odluka kod izbora određene strategije izvođenja IT usluga i drugih poslovnih procesa u javnom sektoru.
LL@(16710) In addition to basic economic methods that primarily throw light upon the financial background of the problem and offer exclusively quantitative estimates on the adequacy and legitimacy of the selection of one of the mentioned strategies, in the analysis and in making important strategic decisions, such as deciding in favour of IT services outsourcing or insourcing, it is necessary that a method should be employed that will include a multiple criteria structured and multidisciplinary approach to an insight into the entire problem matter. => Kod analize i donošenja tako važnih strateških odluka, kao što je opredeljivanje za autsorsing odnosno insorsing IT usluga, potrebno je pored bazičnih ekonomskih metoda, koji osvetljavaju pre svega finansijsku pozadinu celokupne problematike i daju isključivo kvantitativne ocene o primerenosti i opravdanosti izbora jedne od spomenutih strategija, upotrebiti i metod, koji će uključivati višekriterijumsko strukturisan i multidisciplinaran pristup za sagledavanje celokupne problematike.
LL@(16711) According to the experts, the in-depth scientific research should use analyses, the primarily socio-eco 2 The hollowing out effect is a common term for a set of negative results usually incurred by a loss of autonomy of one or more organizations. => Po mišljenju stručnjaka produbljena naučna istraživanja bi morala svojim analizama, pre svega društveno ekonomskih kriterijuma i analizom troškova i koristi (Cost Benefit Analysis) i prilagođenim sistemom uravnoteženih pokazatelja 2 Hollowing out effect odnosno išupljivanje u srpskom prevodu, je zajednički izraz za skup negativnih posledica, koje obično donosi gubitak samostalnosti jedne ili više organizacija.
LL@(16712) This effect may be caused by the acquisition of the organization or by joining by another organization. => Efekat može biti prouzrokovan njenom kupovinom ili priključenjem od strane druge organizacije.
LL@(16713) The term also applies to outsourcing since the transfer of services ans/or business processes, sometimes even key ones, to outside providers may result in losing control and management, losing financial means, competences, organizational vision, trust, knowledge, creative potential and culture capital in the organization. => Ovaj pojam se odnosi i na autsorsing, jer može zbog prenosa usluga i/ili poslovnih procesa spoljnjim izvođačima, ponekad nehotice i ključnih, doći do gubitka kontrole i upravljanja, gubitka finansijskih sredstava, kompetencija, vizije organizacije, poverenja, znanja, kreativnog potencijala i kulturnog kapitala u organizaciji.
LL@(16714) In some cases, we can talk of a hollowing-out effect in an example of a broader social phenomenon, environment or even the whole state, which in the globalization area sets a rather serious problem (excessive moving of production and other operations to other states offshoring, etc.) ~~~ Š6Ë. nomic criteria and the Cost-benefit analysis, as well as the Balanced Scorecard to offer above all more conceptual and longer-term solutions to the problems posed Š2Ë, Š3Ë. => U nekim slučajevima možemo govoriti o hollowing out effect-u i u primeru neke šire društvene pojave, okoline ili čak cele države, što u vremenu globalizacije predstavlja vrlo ozbiljan problem (prekomerno iseljenje proizvodnje i ostalih delatnosti u druge države - offshoring, itd...) Š6Ë. (Balanced Scorecard) ponuditi pre svega konceptualnija i dugoročnija rešenja na postavljena pitanja Š2Ë, Š3Ë.
LL@(16715) The Cost-benefit analysis and the Balanced Scorecard will, in addition to the economic criteria, employ their method of quantification of key strategic organizational factors to help select the most efficient business strategy, and strengthen this decision from the financial, organizational, personnel as well as the social aspects. => Analiza troškova i koristi i sistem uravnoteženih pokazatelja će, pored ekonomskih kriterijuma, sa svojim metodima kvantifikovanja važnih strateških faktora organizacije, pomoći kod izbora najefikasnije strategije poslovanja, te odluku utemeljiti sa finansijskog, organizacijskog, kadrovskog kao i socijalnog aspekta.
LL@(16716) In the final section of this paper the Analytical hierarchy process method (AHP method) will be presented, one of the best-known and most popular methods of multiparametre decision-making that could help find more rational and more efficient manner of spending of assets, where the quality of decisions really depends on a host of factors. ~~~ 2. => Na kraju rada biće predstavljen Analitičko hijerarhički procesni metod (AHP metod), koji je jedan od najpoznatijih i najpopularnijih metoda višeparametarskog odlučivanja i koji bi mogao kod sličnih pitanja, gde kvalitet odluka stvarno zavisi od velikog broja faktora, pripomoći racionalnijem i efikasnijem trošenju proračunskih sredstava. 2.
LL@(16717) Outsourcing 2.1 Definition of outsourcing The concept of outsourcing is burdened by numerous connotations and prejudices. => Autsorsing (spoljno izvođenje radova) 2.1 Definicije autsorsinga Pojam autsorsing je opterećen brojnim konotacijama i predrasudama.
LL@(16718) This is seen in a broad range of definitions of this concept, from most concise to superficial and partial definitions of the phenomenon in consideration. => Tome svedoči jako širok dijapazon različitih definicija ovog koncepta, koje se kreću od nadasve konciznih pa sve do površnih i parcijalnih opredeljenja proučavanog fenomena.
LL@(16719) Greaver defines outsourcing as a transfer of certain repetitive activities and decision-making authority to outside providers, under the conditions previously defined in the contract on cooperation Š4Ë. => Greaver definiše autsorsing kao prenos određenih aktivnosti koje se ponavljaju i prava odlučivanja na spoljnje izvođače, pod uslovima koji su bili ranije definisani u ugovoru o saradnji Š4Ë.
LL@(16720) As these are repetitive activities, defined in the contract, outsourcing can be said to go beyond the use of external consultants. => Pošto se radi o aktivnostima koje se ponavljaju, koje su bile definisane u ugovoru, može se reći, da autsorsing prevazilazi upotrebu spoljnjih savetnika.
LL@(16721) In a majority of outsourcing examples, actually, it is not only the activities and business processes that are transferred, but also the instruments of labour and the decision-making authority. => Zapravo u većini primera autsorsinga dolazi, ne samo do prenosa aktivnosti i poslovnih procesa, nego i do prenosa radnih sredstava i prava odlučivanja.
LL@(16722) Ellram and Maltz define outsourcing as a contracted transfer of liabilities to perform some operations within an organization to a third party Š5Ë. => Ellram i Maltz definišu autsorsing kao ugovoreni prenos odgovornosti za izvođenje delatnosti, koja se javlja u sklopu organizacije, na treće lice Š5Ë.
LL@(16723) The head office of the provider and the site where the operations are performed may be geographically the same or distant from each other. => Sedište izvođača i kraj izvođenja mogu biti isti ili različiti.
LL@(16724) This primarily depends on the type of operation transferred to the outside provider and its logical needs. => To zavisi pre svega od vrste delatnosti, koja se prenosi na spoljnjog izvođača i njenih logičkih potreba.
LL@(16725) The concept of outsourcing is therefore possible to interpret as a business strategy by which an organization, due to certain reasons (most times these reasons are of the cost type), transfers the performance of certain business processes or services to entities outside the organization, with the intention to focus on its key tasks and core activities. => Pojam autsorsing je dakle moguće protumačiti kao strategiju poslovanja, pomoću koje organizacija, zbog određenih razloga (najviše puta su ti razlozi troškovne prirode), prenese izvođenje određenih poslovnih procesa odnosno usluga na subjekte izvan organizacije, sa namerom fokusiranja na svoje ključne zadatke i temeljnu delatnost.
LL@(16726) The abovementioned definitions of outsourcing highlight some disagreements among the definitions of the concept, ranging from minor semantic differences to fun damental differences in the conception, understanding and defining outsourcing. => Navedena opredeljenja autsorsinga pokazuju razmimoilaženja među definicijama ovoga koncepta, koja se kreću od sitnih semantičkih razlika, pa sve do fundamentalnih razlika u koncepciji, shvatanju i definisanju autsorsinga.
LL@(16727) Partial approaches, inconsistency and disagreement in defining the outsourcing concept itself set additional difficulties in its evaluation as well as in the analysis of its appropriteness, efficiency and performance. => Parcijalni pristupi, nekonsistentnost i nesložnost pri opredeljivanju samog koncepta autsorsinga predstavljaju još dodatne poteškoće kod njegovog vrednovanja i analizovanja njegove primerenosti, efikasnosti i uspešnosti.
LL@(16728) The accuracy in defining the strategic concepts of organizational business activities is much more important than it apperas at first sight, the more in the public sector because each error is paid by public money. => Preciznost pri opredeljivanju strateških koncepata poslovanja organizacija je mnogo važnija nego što izgleda na prvi pogled, u javnom sektoru još utoliko više, pošto se svaka greška plaća javnim sredstvima.
LL@(16729) Namely, it is only with clearly defined future business strategies that we will be able to conduct a sound analysis of the current situation in the organization and evaluate the effects and results of the selected strategy. => Naime, samo sa jasno opredeljenim budućim strategijama poslovanja, moguće je dobro analizovati trenutno stanje u organizaciji i vrednovati efekte i posledice strategije koju biramo.
LL@(16730) In case we fail to define the strategy correctly and we do not know its economic, normative, contractual, developmental and organizational frames and traps, our decision making is reduced to the level of intuition. => Ako strategija nije dobro definisana i ne poznajemo njene ekonomske, normativne, ugovorne, razvojne i organizacione okvire i zamke, onda je zapravo naše odlučivanje svedeno na intuitivni nivo. 3.
LL@(16731) 3. ~~~ Reasons for introducing outsourcing 3.1 Advantages and benefits of outsourcing Due to the scope of the problem that goes far beyond the boundaries and ambitions of this study, the organizational reasons that result into the project of IT services outsourcing, or its terminantion, will be only shortly described. => Razlozi za uvođenje autsorsinga 3.1 Prednosti i koristi autsorsinga Zbog obima tematike, koja prevazilazi okvire i ambicije ovog rada, organizacioni razlozi, koji dovode do projekata autsorsinga IT usluga, odnosno njihove terminacije, biće predstavljeni samo nakratko.
LL@(16732) The reasons, according to various authors, differ, however, they all meet in the following Greavers classification Š7Ë: 1. => Razlozi se po mišljenju različitih autora razlikuju, ali svi imaju dodirne tačke u sledećoj Greaverevoj klasifikaciji Š7Ë: ~~~ 1. ~~~ Organizacijski razlozi (cid: ~~~ Transformacija organizacije, (cid:
LL@(16733) Organizational reasons (cid:190) Organizational transformation, (cid:190) Improvement of efficiency with a focus on core competencies. ~~~ 2. => Povećanje efikasnosti sa fokusiranjem na ključne delatnosti. 2. ~~~ Poboljšanje poslovanja (cid: ~~~ Poboljšanje poslovnih rezultata, (cid:
LL@(16734) Business improvement (cid:190) Improvement of business results, (cid:190) Improvement of managerial skills and increase of control. => Poboljšanje menadžerskih veština i povećanje kontrole. 3.
LL@(16735) 3. ~~~ Financial reasons (cid:190) Reducing investments into ownership and set ting the capital free to be invested further, (cid:190) Acquisition of new capital with the transfer of material resources to outside provider. => Finansijski razlozi (cid: ~~~ Smanjenje investicija u vlasništvu i oslobađanje kapitala za druge investicije, (cid:
LL@(16736) 4. => Akvizicija svežeg kapitala sa prenosom materijalnih resursa spoljnjom izvođaču 4.
LL@(16737) Incomes (cid:190) New market opportunities via the outside providers network, (cid:190) Acceleration of organizational growth using the outside providers potential. => Prihodi (cid: ~~~ Nove tržišne šanse preko mreže spoljnjog izvođača, (cid: ~~~ Ubrzanje rasta organizacije sa iskorišćavanjem potencijala spoljnjog izvođača. 5.
LL@(16738) 5. => Troškovni razlozi (cid:
LL@(16739) Costs (cid:190) Cost reductions due to higher cost efficiency of the outside provider, (cid:190) Fixed costs transformation into variable costs. => Redukcija troškova zbog veće troškovne efikasnosti spoljnjog izvođača, (cid:
LL@(16740) 6. => Promena fiksnih troškova u varijabilne. 6.
LL@(16741)  => Kadrovski razlozi (cid:
LL@(16742) Personnel reasons (cid:190) Employees are given chances for career devel opment, (cid:190) Increase in employees commitment and ef forts in the non-core organizational competencies. => Omogućiti zaposlenima bolji razvoj karijere, (cid: ~~~ Povećati predanost i napore zaposlenih u ne ključnim delatnostima organizacije.
LL@(16743) Obviously, within each of the listed categories there are still more concretely and accurately stated reasons for outsourcing, however, for the needs of this paper, the above classification is quite satisfactory, since it describes the general trends in decision making in favour of outsourcing rather well. => Naravno, unutar svake od nabrojanih kategorija postoje još konkretnije i preciznije navedeni razlozi za autsorsing, ali za potrebe ovog rada, gornja klasifikacija je sasvim dovoljna, jer prilično dobro obuhvata generalne trendove pri donošenju odluka za autsorsing.
LL@(16744) Numerous research, conducted primarily in the USA, corroborate the above classification of the most important reasons in favour of IT services outsourcing Š8Ë. => Brojna istraživanja, sprovedena pre svega u SAD, potvrđuju navedenu klasifikaciju najvažnijih razloga za autsorsing IT usluga Š8Ë.
LL@(16745) The most important reason in favour of outsourcing is undoubtedly the cost reduction; as many as 48% organizations included in the research listed costs as the most important factor; then follows that the organizations reported a 40% higher focus upon the core competences; the third position is the lack of internal resources in the organization (35%). => Očekivano je najvažniji razlog za autsorsing smanjenje troškova, čak 48 % organizacija, koje su učestvovale u istraživanju je ispostavilo troškove kao najvažniji faktor, na drugom mestu su organizacije pokazale 40 % veću fokusiranost na ključne delatnosti organizacije (core competencies), treće mesto je zauzeo odgovor; nedostatak unutrašnjih resursa u organizaciji sa 35 %.
LL@(16746) The reasons that follow refer mainly to the quality of the services and products and are more focused upon the customer satisfaction. => Sledeći razlozi se odnose pre svega na kvalitet usluga i proizvoda i više se fokusiraju na zadovoljstvo korisnika.
LL@(16747) Below are listed the access to the outside providers ultimate technical competencies and knowledge, risk reduction, better opportunities for investments into strategic projects, etc. => Slede još dostupnost do vrhunskih tehničkih sposobnosti i znanja spoljnjih izvođača, smanjivanje rizika, veća mogućnost investicijskih ulaganja u strateške projekte itd. 3.
LL@(16748) 3.2 Weaknesses and risks of outsourcing As well as the above mentioned advantages and benefits of outsourcing, it must be noted that outsourcing projects bear numerous potential weaknesses and risks that have to be assessed and analysed before the decision on implementing an outsourcing project is made. => Slabosti i rizici autsorsinga Kao i gore navedene prednosti i koristi autsorsinga, potrebno je imati na umu, da projekti autsorsinga nose u sebi i brojne potencijalne slabosti i rizike, koje je obavezno potrebno vrednovati i analizovati pre donošenja odluke za uspostavljanje određenog projekta outsorsinga.
LL@(16749) The biggest problem in the outsourcing projects is the fact that problems emerge later in time, when the organization is already deeply involved in the outsourcing project. => Najproblematičnije kod projekata autsorsinga je činjenica, da problemi počinju da se pojavljuju sa vremenskim zakašnjenjem, kad je organizacija već duboko upletena u projekat autsorsinga.
LL@(16750) Causes of such a situation are many, in both business entities involved. => Za nastalu situaciju moguće je naći mnogo različitih uzroka kod oba uključena poslovna subjekta.
LL@(16751) Numerous experts argue that the private sector companies are most endangered due to the selection of the wrong outside provider, whereas the public sector organization are most seriously exposed because of outsourcing inadequate operations, unpredicted costs and the hollowing-out effect. => Brojni stručnjaci naglašavaju, da su preduzeća u privatnom sektoru najugroženija zbog izbora pogrešnog spoljnjeg izvođača, dok su organizacije u javnom sektoru najugroženije zbog autsorsinga neprimerenih delatnosti, nepredviđenih troškova i »efekta išupljivanja«.
LL@(16752) Bongard classed the potential weaknesses and risks in outsourcing projects into six categories Š9Ë: 1. => Bongard je potencijalne slabosti i rizike kod projekata autsorsinga razdelio na šest kategorija Š9Ë: ~~~ 1.
LL@(16753) Costs (cid:190) Rise of unpredicted costs, (cid:190) Fixed price of services contracted with the out side provider that really falls over a longer time span, especially in the IT services area. => Troškovi (cid: ~~~ Rast nepredviđenih troškova, (cid: ~~~ Ugovorena fiksna cena usluga sa spoljnjim izvođačem, koja se u dužem vremenskom periodu realno smanjuje, još posebno na području IT usluga. 2.
LL@(16754) 2. => Radna snaga (cid:
LL@(16755) Labour force (cid:190) Employees feel threatened, fear from losing jobs, lack of motivation to work, (cid:190) Fall in productivity, weaker organizational cli mate and culture. => Osećaj ugroženosti zaposlenih, strah od gubitka posla, nedostatak motivacije za rad, (cid:
LL@(16756) 3. => Smanjenje produktivnosti, slabljenje organiza cijske klime i kulture. 3.
LL@(16757) Technology, technological knowledge (cid:190) Loss of core knowledge in organization, fall in the intellectual capital of the organization, hollowing-out effect, (cid:190) Wrong estimate and transfer of organizational core competences to outside providers. => Tehnologija, tehnološko znanje (cid: ~~~ Gubitak ključnih znanja u organizaciji, smanje nje intelektualnog kapitala organizacije, »išupljivanje«, (cid:
LL@(16758) 4. => Pogrešna procena i prenos ključnih delatnosti organizacije na spoljnje izvođače. 4.
LL@(16759) Information (cid:190) Discretion is threatened, possible loss of confi dential information, (cid:190) The ouside provider conceals information on potential problems until it is too late. => Informacije (cid: ~~~ Ugrožena je diskretnost, moguć je gubitak po verljivih informacija, (cid:
LL@(16760) 5. => Prikrivanje informacija sa strane spoljnjog izvođača o potencijalnim problemima, dok nije prekasno. 5.
LL@(16761) Dependance on outside providers (cid:190) Loss of control over the outside provider and consequently over business processes, (cid:190) The outside provider has too much power, especially in very complex outsourcing projects. => Zavisnost od spoljnjih izvođača (cid: ~~~ Gubitak kontrole nad spoljnjim izvođačem i po sledično nad poslovnim procesima, (cid:
LL@(16762) 6. => Prevelika moć spoljnjog izvođača, još posebno kod jako kompleksnih projekata autsorsinga. 6.
LL@(16763)  => Unutrašnji otpor (cid:
LL@(16764) In-house resistance (cid:190) The outsourcers distrust in outside provider may pose a serious threat to the relationship, (cid:190) Passive attitude and lack of interest among individuals within the outsourcers organization in the outsourcing project. => Nepoverenje u spoljnjeg izvođača sa strane na ručioca može ozbiljno ugroziti odnos, (cid: ~~~ Pasivnost i nezainteresovanost pojedinaca unutar naručiočeve organizacije za projekat autsorsinga.
LL@(16765) The description of potential weaknesses and risks of outsourcing also includes the fact that each listed category includes a host of additional and concrete impact factors, which may affect the project as instability factors or even discontinue the outsourcing project; however, for the purposes of this study the above presented description of factors is illustrative enough. ~~~ 4. => I za opis potencijalnih slabosti i rizika kod autsorsinga važi da je pri svakoj pojedinačnoj kategoriji moguće nabrojati još mnogo dodatnih i konkretnijih činilaca, koji mogu uticati kao faktor nestabilnosti ili čak prekinuti projekat autsorsinga, ali za potrebe rada je gornji opis faktora dovoljno ilustrativan. 4.
LL@(16766) Outsourcing and IT Due to its applicability, IT is a rather specific field of study within all the subsystems and on all organizational levels, as well as in the relations with entities outside the organization. => Autsorsing i IT IT je zbog svoje aplikativnosti unutar svih podsistema i na svim nivoima organizacije, kao i u odnosima sa subjektima izvan organizacije, jako specifična za proučavanje.
LL@(16767) The abstract nature of the raw materials that enter the information system or information process makes IT outsourcing difficult to plan and construct as it is often hard to define the evaluation of the selected business strategy itself and its effects and longterm benefits it brings to the organization. => Autsorsing IT usluga je zbog apstraktnosti sirovina koje ulaze u informacijski sistem odnosno informacioni proces, isto tako teško isplanirati i iskonstruisati, jer je i samo vrednovanje izabrane strategije poslovanja te njenih efekata i dugoročnih koristi, koje donosi organizaciji, kao i spoljnjim korisnicima, često jako teško opredeliti.
LL@(16768) Economic analyses and classic methods of assessing IT services outsourcing projects are often inappropriate for an objective evaluation of similar projects, because of the dispersion of both vertical and horizontal effects these projects bring to all the organizational segments and entities in its environment. => Ekonomske analize i klasični načini vrednovanja projekata autsorsinga IT usluga, zbog disperzije vertikal nih kao i horizontalnih efekata, koje ti projekti donose među sve segmente organizacije i subjekte iz njene okoline, najčešće nisu primereni za objektivnu evaluaciju sličnih projekata.
LL@(16769) It is for this reason that assessing IT services outsourcing projects in the public sector, their achievement and efficiency and the very use of IT and the related services, calls for ultimate caution, as citizens are at the same time the majority owners and consumers of their services. => S tog aspekta vrednovanje projekata autsorsinga IT usluga u javnom sektoru, te njihove uspešnosti i efikasnosti, pa i same upotrebe IT i sa njom povezanih usluga, zahteva poseban oprez, jer su građani istovremeno »većinski vlasnici« kao i korisnici njihovih usluga.
LL@(16770) Our aim in theis paper, as we have already stated in the Introduction, is to introduce a qualitatively structured multiple criteria decision-making model for making decisions connected to IT services outsourcing or insourcing in the public sector organizations. => Kao što je već bilo rečeno u uvodu, cilj ovog rada je da predstavi kvalitetno strukturisan višekriterijumski model za odlučivanje odnosno donošenje odluka za autsorsing ili insorsing IT usluga u organizacijama javnog sektora.
LL@(16771) The nature of the outsorcing strategy itself requires that a dual approach should be used in forming such models founded on several criteria. => Priroda same strategije autsorsinga zahteva pri oblikovanju takvih višekriterijumski utemeljenih modela za odlučivanje primenu dualnog pristupa.
LL@(16772) A good decision making for the IT services outsourcing projects, based on objective criteria, has to include two aspects, the material and the formal ones, i.e., the content and the process aspects. => Kvalitetno donošenje odluka za projekte autsorsinga IT usluga, koje temelji na objektivnim kriterijumima, mora da obuhvati dva aspekta, naime materijalni i formalni, odnosno sadržajni i procesni aspekt.
LL@(16773) The material aspect focuses upon the contents of IT services that a public sector organization plans to transfer to outside partners to perform, as well as to the expected benefits that the organization should achieve through a selection of such a business strategy. => Materijalni aspekt se fokusira na sadržaj IT usluga, koje organizacija iz javnog sektora namerava da preda u spoljnjo izvođenje i na očekivane koristi, koje bi organizacija trebalo izborom takve poslovne strategije ostvariti.
LL@(16774) There is almost no business activity that has not been outsourced, either partially or fully. => Danas skoro i ne postoji više delatnost, koja još nije bila predata u spoljnjo izvođenje, bar delimično, ako ne i u celini.
LL@(16775) This previous sentence raises some questions as to whether all services and operations are really adequate to be transferred to the outside provider, having in mind that public services are by a rule financed according to plans and that they are meant for a broader public benefit that should be provided by the public sector; and also, why do we need such a transfer of services and operations at all, if we take into account the number of highly trained experts that work within the public sector system itself. => Poslednja rečenica otvara pitanja, da li su stvarno sve usluge i delatnosti primerene za prenos spoljnom izvođaču, imajući u vidu da su javne usluge po pravilu proračunski finansirane i da su namenjene široj javnoj koristi, koju bi trebalo da obezbeđuje javni sektor i zašto je taj prenos usluga i delatnosti uopšte potreban, ako se uzme u obzir broj vrhunski obrazovanih stručnih kadrova, koji deluju unutar samog sistema javnog sektora.
LL@(16776) An important issue, too, is whether the public sector organizations have formed the criteria (financial and other), namely, the strategic frameworks in which they decide which segment of operations of the organization or information system (IT services) is appropriate to be outsourced over a long-term period and why. => Važno pitanje je takođe, da li organizacije unutar javnog sektora uopšte imaju oblikovane kriterijume (finansijske i druge) odnosno strateške okvire pomoću kojih određuju koji segment poslovanja organizacije ili informacionog sistema (IT usluge) je dugoročno racionalno predati u spoljno izvođenje i zašto.
LL@(16777) The formal aspect focuses upon the entire process of IT services transfer to the outside provider and all the side effects. => Formalni aspekt se fokusira na celokupan postupak prenosa IT usluga spoljnjom izvođaču i sve prateće pojave.
LL@(16778) This aspect deals with the entire process, from the outsourcing idea, to a public tender and the selection of the outside provider, to concluding the contract with the outside provider and the evaluation of the business relations following each completed business cycle. => Ovaj aspekt obuhvata celokupan proces, od ideje za autsorsing, preko javnog tendera i izbora spoljnjeg izvođača, pa sve do sklapanja ugovora sa spoljnjim izvođačem i evaluacije poslovnog odnosa, koja sledi svakom zaključenom poslovnom ciklusu.
LL@(16779) It often happens that organizations do not follow the planned phases of the process, but rather make shortcuts towards the goal, which in a long term may prove to be a critical error. => Organizacije se često ne pridržavaju predviđenih faza postupka i biraju prečice do cilja, što može dugoročno da znači presudnu grešku.
LL@(16780) Such a thing is highly dangerous in the public sector, since the costs of wrong decisions made by the organization are paid by the entire social community, not only by the owners or liable individuals, as is the case in the private sector. => Ta pojava je izuzetno opa san u javnom sektoru, jer troškove za pogrešne odluke organizacije pokriva celokupna zajednica a ne samo vlasnici odnosno odgovorni pojedinci, kao što je to slučaj u privatnom sektoru.
LL@(16781) All the phases in the process of the IT services transfer to the outside provider are of paramount importance and succeed each other in a regular order. => Sve faze postupka predaje IT usluga spoljnjem izvođaču su izuzetno važne i slede jedna drugu u pravilnom redosledu.
LL@(16782) A proper implementation of the outsourcing project requires a consistent and accurate implementation of all the phases of the process. => Za kvalitetnu implementaciju projekata autsorsinga je potrebna dosledno i precizno sprovođenje svih faza postupka.
LL@(16783) A rational and multiple criteria founded outsourcing decision requires that both aspects, material and formal, should be joined together and that a structured, multiple criteria decision-making model should be created. => Za racionalnu i višekriterijumsko utemeljenu odluku za autsorsing je naravno potrebno udružiti oba aspekta, kako materijalni tako i formalni, i oblikovati strukturisani višekriterijumski model za odlučivanje.
LL@(16784) Only on the basis of such a decision-making model can we decide about the steps we will take and of the beginning of the outsourcing project procedure, as this model actually clearly and directly shows whether the IT services operations or the overall operations in general are appropriate to be outsourced. => Tek na osnovu takvog modela za odlučivanje, koji nam zapravo jasno i nedvosmisleno pokazuje da li je aktivnost IT usluga ili celokupna delatnost uopšte primerena za spoljnje izvođenje, možemo doneti odluku za sledeće korake i početak postupka za autsorsing projekat. 5.
LL@(16785) 5. ~~~ Approaches to the development of a multiple criteria decision-making model The development of a multiple criteria model for making decisions as regards the IT services outsourcing in the public sector inevitably requires, especially in the nowadays social and economic circumstances, that a balance be established among numerous different factors, such as: economic, social, political, normative, and technological. => Pristupi razvoju višekriterijumskog modela za odlučivanje Razvoj kvalitetnog višekriterijumskog modela za odlučivanje o projektima autsorsinga IT usluga u javnom sektoru neizbežno zahteva, još posebno u aktuelnim društveno ekonomskim okolnostima, uravnoteženje brojnih različitih činilaca, kao što su: ekonomski, socijalni, politički, normativni i tehnološki.
LL@(16786) All these require that numerous stakeholders be involved, each with their own priorities and goals, into all the phases of the development process and consequently the decision-making process. => Sve ovo zahteva uključenje mnogih interesnih grupa, sa različitim prioritetima i ciljevima, u sve faze razvojnog procesa i posledično procesa odlučivanja.
LL@(16787) Taking into account the abovementioned assumptions, the stiudy continues to focus upon forming and development of a multiple criteria decision-making model (MCDM) which will help managers set priorities and make adequate decisions in the field of IT services outsourcing in the public sector. => Uzimajući u obzir gore navedene tvrdnje, rad se u nastavku fokusira na oblikovanje i razvoj višekriterijumskog modela odlučivanja (višekriterijumski model odlučivanja, engleski: ~~~ Multiple Criteria Decision Making MCDM), koji će pomoći odgovornim licima pri postavljanju prioriteta i donošenja kvalitetnijih odluka na području autsorsinga IT usluga u javnom sektoru.
LL@(16788) The multiple criteria decision making (MCDM) is one of the best known trends in the decision-making theory. => Višekriterijumsko odlučivanje (MCDM) je jedan od najpoznatijih smerova na području teorije odlučivanja.
LL@(16789) MCDM includes a number of different methods, each of which has such qualities due to which its implementation is confined to defined, usually narrow, fields of complex decision-making. => MCDM obuhvata mnogo različitih metoda, od kojih svaki ima određene karakteristike zbog kojih je njegova upotreba ograničena na određena, obično uža, područja kompleksnog odlučivanja.
LL@(16790) Following the analysis of these qualities and an estimate of their adequacy, the most appropriate method will be selected for the design of a multiple criteria decision making model in the area of IT outsourcing in the public sector. => Posle analize spomenutih karakeristika i procene primerenosti biće izabran i najprimereniji metod za konstrukciju višekriterijumskog modela za odlučivanje na području autsorsinga IT usluga u javnom sektoru.
LL@(16791) Thus, according to experts, the methods are classed according to the types of data used in the decision-making process; hence we know Š10Ë: deterministic, stohastic, and fuzzy models. => Metodi se tako po mišljenju stručnjaka klasifikuju uzimajući u obzir vrstu podataka, koji su upotrebljeni u procesu odlučivanja, znači razlikujemo Š10Ë: determinističke, stohastičke i fuzzy metode.
LL@(16792) The methods are further classed in accordance with the number of individuals involved in the decisionmaking process; here we talk of the methods involving only one individual making decisions, or of the methods involving a number of individuals, namely, a group. => Nadalje se metodi dele na temelju broja lica, koja su uključena u proces odlučiva nja, znači govorimo o metodima koji uključuju samo jedno lice, koje donosi odluke ili o metodima koji uključuju više lica odnosno grupu.
LL@(16793) In designing a multiple criterion decision making model for IT services outsourcing, due to the nature of the research area, we will implement a deterministic method with one individual making decisions, which will improve the reliability and accuracy of the model. ~~~ It will also facilitate the implementation of the designed model. => Pri oblikovanju višekriterijumskog modela za odlučivanje o autsorsingu IT usluga u javnom sektoru biće, zbog karakteristika samog područja istraživanja, upotrebljen deterministički metod sa jednim licem koje odlučuje, što će pripomoći većoj pouzdanosti i preciznosti modela, a potrebno je naglasiti, da će to olakšati i upotrebu iskonstruisanog modela.
LL@(16794) In addition to the above mentioned, it must be noted that the classification used is only one among many, since these methods, however different, have a lot in common (alternatives, attributes, objectives, decision criteria, ...), therefore two or more complementary methods can sometimes be used, in accordance with the nature of the decision-making process itself. => Uz gore navedene tvrdnje, treba imati na umu, da je upotrebljena klasifikacija samo jedna od mnogih, pošto ovi metodi, uprkos svojoj raznolikosti, imaju mnogo dodirnih tačaka (alternative, atributi, ciljevi, kriterijumi odlučivanja,…), tako kod nabrojanih metoda nekad dolazi i do kombinovane upotrebe dva ili više komplementarna metoda, imajući u vidu prirodu samog procesa odlučivanja.
LL@(16795) If the characteristics of IT services outsourcing are taken into account on the basis of the above said, then planning, development and designing a multiple criteria model has to satisfy three important criteria: 1. => Računajući karakteristike autsorsinga IT usluga i na temelju gore napisanih tvrdnji, moramo pri planiranju, razvijanju i oblikovanju višekriterijumskog modela paziti, da zadovoljimo tri neophodna uslova:
LL@(16796) The decisions in complex problem solving have to be made on the basis of a larger number of relevant qualitative and quantitative criteria; 2. ~~~ The subjectivity aspect of the decision-making person has to include potential ambiguities; that is, the lack of information in judging has to be valued and calculated into the overall decision-making process; 3. ~~~ The model must be shaped in such a way that in its inplementation phase, in making concrete decisions, it has to allow for the use and comparison between different alternatives, having in mind the definition of the goal, as well as the selection of key criteria and subcriteria. => 1. odluke pri rešavanju kompleksnog problema moraju biti donete na temelju više relevantnih kvantitativnih i kvalitativnih kriterijuma, 2. aspekt subjektivnosti kod lica koje odlučuje, mora uključivati i potencijalne nejasnoće odnosno, nedostatak informacija u prosuđivanju mora biti vrednovan i uračunat u celokupni proces odlučivanja, 3. model mora biti oblikovan tako da u svojoj implementacijskoj fazi, odnosno pri donošenju konkretnih odluka, omogući upotrebu i poređenje različitih alternativa, imajući u vidu definiciju ciljeva, kao i izbor ključnih kriterijuma i podkriterijuma.
LL@(16797) The review of the methodological framework used in the development of the multiple criteria decision making model is shown in Figure 1. => Pregled metodološkog okvira, koji je bio upotrebljen kod razvoja višekriterijumskog modela za odlučivanje prikazan je na slici 1.
LL@(16798) In the first step, the methodology focuses upon defining priorities and then upon the analysis of the complex structure of the problem and the inclusion of all the tangible and intangible factors, i.e., all the measurable qualitative and quantitative factors within the complex problem structure. => Metodologija se u prvom koraku fokusirala na opredeljivanje prioriteta a zatim na analizu kompleksne strukture problema i uključivanje svih opipljivih i neopipljivih faktora odnosno svih merljivih kvantitativnih i kvalitativnih faktora unutar kompleksne problemske strukture.
LL@(16799) In the second step, the methodology goes one level higher, including into the decision-making process some more complex interactions among factors, such as the interrelation among the factors and their hierarchal structure. => U drugom koraku se metodologija penje za jedan nivo više i u proces odlučivanja uključuje kompleksnije interakcije među činiocima, kao što je međusobna zavisnost među faktorima i njihova hijerarhijka struktura.
LL@(16800) This is the phase in which the final choice and assessment of the relevant criteria and subcriteria are made. => U toj fazi dolazi do konačnog izbora i potvrde relevantnih kriterijuma i potkriterijuma.
LL@(16801) In the third step, the entire range of chosen criteria is further weighted in a more adequate manner, taking into account their importance, time limit and other organizational preferences; namely, each decision-making process is burdened with some objective restraints that cannot be avoided and that are necessary to include if we want to achieve long-term strategic goals. => Na trećem koraku je potrebno celo kupan izbor kriterijuma još primerenjije ponderisati, uzimajući u obzir njihovu važnost, vremenski rok i druge preferencije organizacije; naime, svaki proces odlučivanja ima neka objektivna ograničenja, koja je nemoguće izbeći i koja je potrebno uračunati ako želimo postići dugoročne strateške ciljeve.
LL@(16802) It is also necessary that the subjectivity of the decision-making person be also assessed and, if needed, the criteria weighting should be assigned to other individuals, and only then a compromise should be reached, a solution that would enhance the objectivity of the model itself as well as facilitate its implementation and use in the future. => U toj fazi je potrebno objektivno vrednovati i subjektivnost lica koje odlučuje i prema potrebi prepustiti ponderisanje kriterijuma i drugim pojedincima, te onda u nastavku eventualno izabrati kompromisno rešenje, koje će pripomoći većoj objektivnosti samog modela, kao i lakšoj implementaciji i upotrebi u budućnosti.
LL@(16803) Figure 1: Methodological framework of the multiple criteria decision making model development Given all the necessary conditions that have to be met as well as the above mentioned model characteristics, the Analytical Hierarchy Process model (hereinafter: AHP model) is selected for the needs of IT services outsourcing in the public sector. => Slika 1: ~~~ Metodološki okvir za razvoj višekriterijumskog modela za odlučivanje Imajući u vidu sve potrebne uslove, koje je potrebno zadovoljiti i gore nabrojane karakteristike modela, za potrebe odlučivanja o autsorsingu IT usluga u javnom sektoru bio je izabran Analitičko Hijerarhički Procesni model (engleski: ~~~ Analytical Hierarchical Process, u nastavku:
LL@(16804) The analysis of all its characteristics and the assessment of its adequacy has proved that this model meets all the previously defined requirements (numerous similar models are used in similarly structured problems in the field of multiple criteria decision making, such as: ANP Analytic Network Process, ELEKTRE, PROMETHEE, etc, which are usually the extention of the AHP model and serve as a corrective to calculate more precise and more reliable results). => AHP model), koji je posle analize svih njegovih karakteristika i procene njegove primerenosti zadovoljio sve unapred definisane zahteve (kod slično strukturisanih problema na području višekriterijumskog odlučivanja često se upotrebljavaju i drugi slični modeli, kao što su: ~~~ ANP Analytic Network Process, ELEKTRE, PROMETHEE itd., koji su obično nadgradnja AHP modela i služe kao korektiv za izračunavanje preciznijih i pouzdanijih rezultata).
LL@(16805) The AHP model will be further elaborated in the following chapters. => O AHP modelu biće više reči u nastavku rada. 6.
LL@(16806) 6. ~~~ Analytical hierchy process The author of the Analytical Hierarchy Process meant as a support to decision making in various areas is Thomas L. Saaty Š11Ë. => Analitičko hijerarhijski proces Autor Analitičko Hijerarhičkog Procesa, koji je bio ostvaren kao potpora odlučivanju na različitim područjima je Tomas L. Sati (Thomas L. Saaty) Š11Ë.
LL@(16807) The multiple criteria decision making model in the IT services outsourcing or insourcing used in this study is called the Saaty application (Saaty©). => Višekriterijumski model za odlučivanje kod projekata autsorsinga odnosno insorsinga IT usluga, koji je upotrebljen u ovom radu, nosi naziv aplikacija Sati (Saaty©).
LL@(16808) The original Saaty© programme was established by Andrej Mrvar3. => Prvobitni program Saaty© je zasnovao Andrej Mrvar3.
LL@(16809) The application was devised on the platform of the analytical hierarchy process. => Celokupna aplikacija je nastala na platformi analitičko hijerarhijskog procesa.
LL@(16810) Hence the applications name. => Odatle je upotrebljena aplikacija dobila i ime.
LL@(16811) The AHP model is one segment of a well known decision-making model and the Expert Choice, the expert programme system. => AHP model je jedan od segmenata vrlo poznatog modela za odluči vanje i ekspertskog programskog sistema Expert Choice.
LL@(16812) Regardless of the fact that the model is more than ten years old, it is still used as one of the best decision-making support systems, and its use has even highly increased lately. => Uprkos činjenici da je ovaj model stariji od dvadeset godina, još uvek se upotrebljava kao jedan od najboljih sistema za potporu odlučivanju, a njegova upotreba, u zadnje vreme, čak je u velikom porastu.
LL@(16813) The entire AHP model is based on the structured or hierarchical order of the elements of an entity or a process. => Celokupan AHP model temelji se na strukturisanoj odnosno hijerarhijskoj uređenosti elemenata neke celine odnosno procesa.
LL@(16814) Generally, hierarchy means the structural order of the parts of an entity according to their importance or characteristics; organizationally, hierarcy is a system of control established in an environment for the purpose of an effective conduct and efficient achievement of goals. => Generalno, hijerarhija znači strukturisanost delova neke celine uzevši u obzir njihovu važnost odnosno karakteristike, a u organizacijskom smislu hijerarhija predstavlja sistem kontrole, koji je bio uspostavljen u nekom okruženju, sa ciljem uspešnog vodenja i efikasne realizacije ciljeva.
LL@(16815) As regards the achievement of goals, each business entity has to, in accordance with its specific features, choose among a variety of decision-making processes and select the most optimal one when it comes to making decisions on important strategic and even tactical issues. => Kada govorimo o realizaciji ciljeva, svaki poslovni subjekat mora, uzevši u obzir svoju specifičnost, birati među mnogim različitim postupcima odlučivanja i izabrati najoptimalniji postupak odlučivanja o važnim strateškim, pa i taktičkim pitanjima.
LL@(16816) Decision making in the given framework of rational and efficient business in the public sector always has the same objectives, namely, to find the best solution out of the group of offered solutions, on the basis of given criteria Š12Ë. ple process of making comparisons between different valuations, which is further used in ranking the solutions achieved in the course of the decision-making process. => Odlučivanje u datim okvirima racionalnog i efikasnog poslovanja javnog sektora ima uvek jednake ciljeve, naime: na temelju određenih kriterijuma, potrebno je iz grupe ponuđenih rešenja, izabrati najbolje rešenje Š12Ë. 6. ~~~ Saatyev model za višekriterijumsko odlučivanje Aplikacija Saaty© temelji na AHP, koji u zadnje vreme postaje sve popularniji i priznatiji.
LL@(16817)  => Uprkos tome, treba reći, da je ovakav način odlučivanja za autsorsing odnosno insorsing, još posebno na području IT usluga, jako teško naći u literaturi, iako AHP ima brojne prednosti u odnosu na slične metode, jer omogućava proučavanje, kako racionalnih, tako i intuitivnih činilaca, što značajno olakšava izbor najboljeg rešenja.
LL@(16818)  => Naravno, ova pretpostavka je moguća samo ako uzmemo u obzir određene, odgovarajuće i primereno ponderisane kriterijume, o kojima će biti više rečeno u nastavku rada.
LL@(16819)  => Celokupan proces odlučivanja temelji se na sprovođenju jednostavnog postupka poređenja različitih vrednovanja, koji se u nastavku procesa upotrebljava za rangiranje rešenja dobijenih tokom postupka odlučivanja.
LL@(16820) In this decision-making phase, the Saaty© application serves to make the comparison via the comparison matrix of all the pairs of criteria. => U toj fazi odlučivanja sa aplikacijom Saaty© komparacija se izvršava sa komparativnom matricom svih parova kriterijuma.
LL@(16821) On the basis of all the pairs of criteria the most optimal solutions are selected. => Na osnovu svih parova kriterijuma se u nastavku postupka odlučivanja biraju najoptimalnija rešenja.
LL@(16822)  => Identičan postupak se ponavlja i sa potencijalnim potkriterijumima međusobno, ako tokom postupka odlučivanja za 3 Verzija aplikacije Saaty©, koja je bila upotrebljena u ovom radu, je bila izrađena od strane Dimitrija Reje, Andreja Mrvara i Deana Lampera.
LL@(16823)  => Aplikacija je bazirana na prethodnoj programskoj platformi, koja je bila izražena za operativni sistem DOS.
LL@(16824) The identical procedure is repeated among potential subcriteria, too, if during the procedure we come to a conclusion that a further decomposition of criteria into subcriteria could ensure a more objective and a more argumented decision making. => Nova verzija aplikacije Saaty© omogućava kako studentsku, tako i profesionalnu upotrebu Š13Ë. ključimo, da bi dodatno cepanje kriterijuma na potkriterijume doprinelo objektivnijem i argumentovanijem odlučivanju.
LL@(16825) Together with its instruments the AHP includes and allows for the involvement of a large number of relevant factors which guarantees an appropriate and objective, i.e., consistent approach to making final decisions. => AHP sa svojim instrumentima obuhvata i omogućava uračunavanje velikog broja relevantnih faktora, što garantuje kvalitetan i objektivan odnosno celovit pristup donošenju konačnih odluka.
LL@(16826) The implementation of the AHP may help set realistic goals and priorities. => Upotreba AHP može pripomoći i pri postavljanju realnih ciljeva te dodeljivanju prioriteta.
LL@(16827) Here it is important to take into account both qualitative and quantitative aspects of decision making. => Ovde je potrebno uzeti u obzir kako kvalitativne tako i kvantitativne aspekte odlučivanja.
LL@(16828) The essence of the AHP model is breaking the decision into a number of smaller decisions. => Suština AHP modela je »razbijanje« odluke na više manjih odluka.
LL@(16829) In the first place, we mean breaking into one-to-one comparisons, which consequently allows for a more realistic assessment of the given problem Š14Ë. => Pre svega, ovde se misli na razbijanje na »one-to-one« poređenja, što posledično omogućava realniju ocenu datog problema Š14Ë.
LL@(16830) The simplest way, used in problem structuring, is hierarchally constructed from three segments (Figure 2): Goals are set to the highest level; Criteria are set to the medium level; Solutions are set on the third, lowest level. => Najednostavniji način, koji se upotrebljava za strukturisanje problema je hijerarhijki konstruisan od tri segmenta (slika 2):
LL@(16831) 6.1 Saaty model in multiple criteria decision making LEVEL 1 lately become The Saaty© application is based on the AHP model that has incraesingly popular. => Ciljevi su na najvišem nivou Kriterijumi su postavljeni na srednji nivo Rešenja se nalaze na trećem, najnižem nivou NIVO 1 NIVO 2 NIVO 3 Slika 2:
LL@(16832) Nevertheless, this model of outsourcing and insourcing is rather difficult to find in literature, especially in the IT services area, although the AHP has numerous advantages over similar models, as it allows for the study of both rational and intuitional factors, which considerably facilitates the selection of the best solution. => Hijerarhija odlučivanja za spoljnjo izvođenje Reja, 2002, p. 14 Gornja struktura omogućava klasifikaciju elemenata uzevši u obzir njihovu važnost, i razvrstava ih na odgovarajući nivo, računajući njihov odnos prema nadređenim i podređenim elementima procesa odlučivanja.
LL@(16833) This assumption is, naturally, possible if we take into account certain adequate and appropriately weighted criteria, which will be dealt with further below. => Upravo klasifikacija elemenata odnosno izbor optimalnih kriterijuma najčešće predstavlja najveći problem s kojim se suočavaju korisnici višekriterijumskih modela za odlučivanje.
LL@(16834) The entire decision-making process is based on conducting a sim 3 The version of the Saaty© application used in this paper was designed by Dimitrij Rejja, Andrej Mrvar and Dean Lamper. => Kad su kriterijumi izabrani i strukturisani po svojoj važnosti, onda su upotreba AHP i izbor najboljeg rešenja, jako jednostavni. 6.
LL@(16835) The application is based on the previous programme platform, devised for the DOS operational system. => 
LL@(16836) A new version of the Saaty© application allows for both student and professional use Š13Ë. LEVEL 2 LEVEL 3 Figure 2: Decision-making hierarchy in outsourcing Reja, 2002, p. 14 The above structure allows for the classification of elements in terms of their importance and ranks them into their appropriate levels that would meet the selected criteria and bring the organization to the set goals. => Izbor kriterijuma i njihovo vrednovanje Najkritičnija faza postupka odlučivanja je izbor kriterijuma, koje ćemo uzeti u obzir u procesu odlučivanja kao i izbor potencijalnih rešenja, koja bi zadovoljila izabrane kriterijume i dovela organizaciju do postavljenog cilja.
LL@(16837) In structuring the overall decision-making process we should keep only to the relevant factors that show implications as to the decision-making subject and be careful not to stray into an excessive dissection of the problem, which may disguise major aspects and result into low-quality decisions. => Kod strukturisanja celokupnog procesa odlučivanja, treba se ograničiti samo na relevantne faktore, koji pokazuju implikacije na predmet odlučivanja i paziti, da u postupku ne skrenemo u preveliku disekciju problema, koja može zamagliti važnije aspekte i dovesti do nekvalitetnih odluka.
LL@(16838) Model design requires a good knowledge of the problems and a balanced application of data for an objective assessment of criteria. => Konstrukcija modela traži dobro poznavanje problema i uravnoteženu aplikaciju podataka za objektivnu ocenu kriterijuma.
LL@(16839) Too large a number of criteria may devaluate the hierarchy relations and the relations among the criteria themselves, whereas too small a number of criteria does not allow for calculating all the important aspects of the problem and offers an unbalanced and partial solution to the problem in the decision-making process, as it does not include all the relations among the elements and their correlations. => Preveliki broj kriterijuma može dovesti do devalvacije hijerarhijskih relacija i odnosa među samim kriterijumima, dok premali broj kriterijuma, onemogućava izračunavanje svih važnih aspekata problema i u samom postupku odlučivanja nudi neuravnoteženo i parcijalno rešenje problema, pošto ne uključuje sve relacije među elementima i njihove međusobne korelacije.
LL@(16840) Hence accuracy, consistence, and good knowledge of the nature of the problem is of great importance in setting the criteria. => Kod određivanja kriterijuma je dakle jako važna preciznost, doslednost i dobro poznavanje prirode problema.
LL@(16841) The leading experts in the study of outsourcing and its broad socio-economic implications stress a multi layer nature of this phenomenon Š15Ë, mirrored in an extremely complex and aggravated evaluation of all the effects of outsourcing, that are often well hidden due to the long time cycle of the project and emerge only after a long time period. => Najveći stručnjaci sa područja proučavanja autsorsinga i njegovih širih društveno ekonomskih implikacija naglašuju višestruku slojevitost ovog fenomena Š15Ë, koja se pokazuje u izuzetno kompleksnom i otežanom vrednovanju svih efekata autsorsinga, koji su često zbog dužine trajanja projekta dobro pikriveni i pokazuju se tek posle dužeg vremenskog perioda.
LL@(16842) On the basis of the studies of the leading experts, and the complexity of the overall outsourcing area, we have chosen the following criteria for the design and practical illustration of the effects and use of the Saaty model in a multiple criteria decision making: 1. => Uzevši u obzir istraživanja najpoznatijih stručnjaka, kao i kompleksnost celokupnog područja autsorsinga, za konstrukciju i praktičnu ilustraciju delovanja i upotrebe Saatyevog modela za višekriterijumsko odlučivanje, izabrali smo sledeće kriterijume: ~~~ 1.
LL@(16843) Costs 2. => Troškovi 2.
LL@(16844) Competences 3. => Kompetencije 3.
LL@(16845) Quality 4. => Kvalitet 4.
LL@(16846) Customer satisfaction 5. => Zadovoljstvo korisnika 5.
LL@(16847) Risk 6. => Rizik 6.
LL@(16848) Organization 7. => Organizacija 7.
LL@(16849) Development 8. => Razvoj 8.
LL@(16850) Innovation For the purposes of this work a simulation of a hypothetical problem situation was made using the Saaty model, where the public sector organization selects one out of two offered solutions, or IT services outsourcing and insourcing. => Inovacije Za potrebe rada bila je, pomoću Saatyvog modela, izvedena simulacija hipotetičke problemske situacije u kojoj organizacija iz javnog sektora bira jedno od dva ponuđena rešenja odnosno autsorsing ili insorsing IT usluga.
LL@(16851) The final decision must be based on the above quoted criteria, the hypothetical starting points of the project are ¡ 500,000 for the outsourcing project and ¡ 350,000 for the insourcing project. => Konačna odluka mora da se temelji na gore navedenim kriterijumima, hipotetičke polazne tačke vrednosti projekata su 500.000 za projekat autsorsinga i 350.000 za projekat insorsinga.
LL@(16852) The absolute and relative estimate of the criteria and their decomposition into subcriteria was performed on the basis of subjective preferences and serves to better illustrate the overall procedure of the multiple criteria decision making. => Apsolutno i relativno vrednovanje kriterijuma i njihova dekompozicija na potkriterijume bila je izvedena na temelju subjektivnih preferencija i služi boljoj ilustraciji celokupnog postupka višekriterijumskog odlučivanja.
LL@(16853) We will proceede to present and more accurately analyse the entire Saaty procedure as well as its application and the selection of the most appropriate solution (alternative) in the concrete problem situation, which will be based on the above quoted data. ~~~ 1. => U nastavku će biti predstavljen i preciznije analizovan celokupan Saatyev postupak kao i njegova upotreba i izbor najprimerenijeg rešenja (alternative) u konkretnoj problemskoj situaciji, koja će se temeljiti na gore navedenim podacima.
LL@(16854) Mathematical computing using Saaty procedure (IT services outsourcing) 6.3.1 Comparison of criteria The first step in the Saaty procedure is the comparison between the prepared and afore-selected criteria. => Matematičko izračunavanje po Saatyevom postupku (Autsorsing IT usluga) 6.3.1 Poređenje kriterijuma Prvi korak u Saatyevom postupku je poređenje spremnih i unapred izabranih kriterijuma.
LL@(16855) The comparison of pairs in the analytical hierarchy model means comparing between homogenous elements. => Poređenje parova u analitičko hijerarhičkom modelu, znači međusobno poređenje homogenih elemenata.
LL@(16856) Weighting and comparison of the pairs of criteria in our example, the so-called reciprocal matrix for devising the decision-making model for IT service outsourcing is presented in Figure 3 and shows only one of numerous possibilities of weighting nad assessment of the criteria within a given framework of the Saaty procedure. => Ponderisanje i poređenje parova kriterijuma u našem konkretnom primeru, odnosno takozvana pozitivna recipročna matrica za oblikovanje modela za odlučivanje o autsorsingu IT usluge prikazana je na slici 3 i predstavlja samo jednu od brojnih mogućnosti ponderisanja i vrednovanja kriterijuma unutar datog okvira Saatyevog postupka.
LL@(16857) Naturally, each individual has his/her own point of view and goal, so they decide upon and weight criteria according to their individual preferences. => Naravno, različitim licima sa drugačijim pogledima na problem i ciljevima, prepušteno je odlučivanje i ponderisanje kriterijuma po pojedinačnim preferencijama.
LL@(16858) The general comparison scale is shown below: 1 criteria i and j are equally important 2 criterium i is slightly more important than cri terion j 3 criterium i is substantially more important than criterion j 4 criterion i is significantly more important than criterion j 5 criterion i is absolutely more important than criterion j The comparisons can be assigned with values 2,4,6,8 if we cannot make a decision on the basis of the values from the above quoted scale. => Dole je prikazana osnovna skala poređenja: ~~~ 1 - kriterijum i i j su podjednako važni 3 - kriterijum i je malo važniji od j 5 - kriterijum i je primetno važniji od j 7 - kriterijum i je značajno važniji od j 9 - kriterijum i je apsolutno važniji od j Poređenjima možemo dodeliti i srednje ocene 2, 4, 6, 8, ako se ne možemo odlučiti za vrednosti iz skale.
LL@(16859) The reverse value means that the criterion j is superior to criterion i, e.g. aij = 1/7 means that j is significantly more important than i. => Obrnuta vrednost znači, da je kriterijum j važniji od i, npr. aij = 1/7 znači, da je j značajno važniji od i.
LL@(16860) In applying the multiple criteria models we often come across the situations where we deal with two very similar, however, not identical criteria. => Pri upotrebi višekriterijumskih modela često dolazi do situacija, gde imamo dva jako slična, ali ne i jednaka kriterijuma.
LL@(16861) In such cases it is difficult to provide an objective rating of the characteristics of both criteria. => U takvim situacijama je teško objektivno vrednovati karakteristike oba kriterijuma.
LL@(16862) When such a situation emerges in the process of structuring the decision-making model, the best solution is to make the comparison on the basis of the comparison between smaller segments of subcriteria instead on the basis of larger entities Š16Ë. => Kad u postupku strukturisanja modela za odlučivanje dođe do slične situacije, poređenje je nabolje izvesti na osnovu međusobnog poređenja manjih delova potkriterijuma, umesto na osnovu većih celina Š16Ë.
LL@(16863) It is necessary that the values of certain elements should be analysed accurately and compared between each other by segments, for which a 9-grade scale suffices. => Vrednosti određenih elemenata je potrebno precizno analizovati i međusobno uporediti po delovima, za šta je sasvim dovoljna 9 - stepena skala.
LL@(16864) For the purpose of a more accurate analysis, therefore, segments of a certain element should be compared between each other. => Za potrebe preciznije analize, potrebno je znači, međusobno uporediti segmente određenog elementa.
LL@(16865) In the decision making process on a complex problem we usually have to deal with a large number of criteria, which make them difficult to control and rate consistently. => U procesu odlučivanja o nekom kompleksnom problemu, obično se srećemo sa velikim brojem kriterijuma, zbog čega ih je teško kontrolisati i dosledno vrednovati.
LL@(16866) The AHP allows for joining the criteria into joint criteria which are further linked to other joint criteria into a tree structure. => AHP omogućava udruživanje kriterijuma u sa stavljene kriterijume, koje kasnije povezujemo sa drugim takođe sastavljenim kriterijumima u strukturu stabla.
LL@(16867) The hierarchy principle of arranging elements allows us here to control complex systems. => Ovde nam hijerarhijski princip uređenja elemenata omogućava kontrolu kompleksnih sistema.
LL@(16868) It offers us a global insight into the major higher level factors as well as a detailed insight into the structure and functions on the lower levels. => Nudi nam globalni pregled glavnih činilaca na višim nivoima i detaljan pregled strukture i funkcija na nižim nivoima.
LL@(16869) The hierarchy also helps reduce the number of comparisons of the criteria we have to enter into the decision-making procesure. => Pomoću hijerarhije smanjuje se broj poređenja kriterijuma koja moramo uneti u postupak odlučivanja.
LL@(16870) It is for this reason that matrices are more reconciled Š17Ë. => Zato su matrice usklađenije Š17Ë.
LL@(16871) The AHP within the Saaty procedure allows for a transition from lower ranked (on lower levels) to joint (on higher levels) value criteria. => AHP unutar Saatyevog postupka omogućava prelaz preko niže rangiranih (na nižim nivoima) do udruženih (na višim nivoima) vrednosnih kriterijuma.
LL@(16872) Criteria Costs Competencies Quality Customer satisfaction Risk Organiztion Development Innovation Costs Competencies Quality Customer satisfaction Risk Organization Development Innovation 1:2 3:1 1:2 1:3 1:3 2:1 2:1 2:1 1:3 1:3 1:2 1:3 1:3 1:2 3:1 1:3 1:3 1:2 1:2 2:1 1:3 1:2 1:3 1:2 1:2 3:1 3:1 3:1 2:1 2:1 3:1 3:1 3:1 3:1 3:1 3:1 1:2 2:1 2:1 Figure 3: Positive reciprocal matrix 2:1 2:1 2:1 1:3 1:2 1:2 1:2 3:1 2:1 2:1 1:3 1:2 2:1 6.3.2 Relative and absolute comparison of criteria In Saaty procedure, criteria can be compared in a number of ways (Figure 4). => Kriterijumi Troškovi Kompetencije Kvalitet Zadovoljstvo korisnika Rizik Organizacija Razvoj Inovacije Troškovi Kompetencije Kvalitet Zadovoljstvo korisnika Rizik Organizacija Razvoj Inovacije 1:2 3:1 1:2 1:3 1:3 2:1 2:1 2:1 1:3 1:3 1:2 1:3 1:3 1:2 3:1 1:3 1:3 1:2 1:2 2:1 1:3 1:2 1:3 1:2 1:2 3:1 3:1 3:1 2:1 2:1 3:1 3:1 3:1 3:1 3:1 3:1 1:2 2:1 2:1 2:1 2:1 2:1 1:3 1:2 1:2 1:2 3:1 2:1 2:1 1:3 1:2 2:1 Slika 3:
LL@(16873) Type of criteria Relative ratio X Absolute values less is better Absolute values more is better Figure 4: Possible methods of comparison between criteria The relative method serves to compare pairs of values and, on the basis of the comparison, to rate the differences among them Š18Ë. => Pozitivna recipročna matrica 6.3.2 Relativno i apsolutno poređenje kriterijuma Kriterijume u Saatyevom postupku možemo međusobno upoređivati na različite načine (slika 4). ~~~ Tip kriterijuma Relativan odnos X Apsolutne vrednosti manje je bolje Apsolutne vrednosti više je bolje Slika 4:
LL@(16874)  => Mogući načini međusobnog upoređivanja kriterijuma Relativni način međusobno upoređuje parove vrednosti, te na temelju poređenja, vrednuje razlike među njima Š18Ë.
LL@(16875) The analytical hierarchy process uses both relative and absolute comparisons. => U analitičko hijerarhičkom procesu se upotrebljava kako relativno, tako i apsolutno poređenje.
LL@(16876) Relative comparison (Figure 5): In this measurement we compare all the criteria by pairs. => Relativno poređenje (slika 5): ~~~ Pri tom merenju upoređujemo međusobno sve kriterijume po parovima.
LL@(16877) In the example of the n criterion, this means n(n-1)/2 comparisons. => U primeru n kriterijuma, to znači n(n-1)/2 poređenja.
LL@(16878) In Saaty model, the relative comparison of criteria uses a 9 grade scale, as shown in Figure 5. => U Saatyevom modelu je za relativno poređenje kriterijuma predviđena 9 - stupanjska skala, kao što vidimo na slici 5.
LL@(16879) Ratio between criteria Costs Competencies 2:1 X 9:1 1:9 Figure 5: Relative comparison of costs and competencies criteria As shown in Figure 6, the Saaty model allows for a relative comparison of individual criteria among each other, too, taking into account the possible solutions (alternatives). => Odnos među kriterijumima Troškovi Kompetencije 2:1 X 9:1 1:9 Slika 5: ~~~ Relativno poređenje kriterijuma »troškovi« i »kompetencije« Kao što prikazuje slika 6, Saatyev model omogućava i relativno poređenje pojedinačnih kriterijuma među sobom, uzevši u obzir moguća rešenja (alternative).
LL@(16880) Criteria Competencies Outsourcing Insourcing Outsourcing Insourcing 1:2 2:1 Figure 6: Reciprocal matrix for relative comparison of competencies criterion and the highest individual value in two potential solutions (alternatives) The absolute comparison (Figure 7): absolute comparison refers to a certain rating of the criteria. => Kriterijumi Kompetencije Autsorsing Insorsing Autsorsing Insorsing 1:2 2:1 Slika 6: ~~~ Recipročna matrica za relativno poređenje kriterijuma »kompetencije« i najveće pojedinačne vrednosti kod dva potencijalna rešenja (alternative) Apsolutno poređenje (slika 7): apsolutno poređenje se odnosi na određenu ocenu kriterijuma.
LL@(16881) The rating may be absolutely arbitrary, e.g., 1-excellent, 3-medium, 5-poor. => Ocena može biti potpuno proizvoljna, npr.: ~~~ 1-odlično, 3-srednje, 5-slabo.
LL@(16882) In this phase, it is necessary to define which grade is better (lower or higher). => U ovoj fazi je potrebno još definisati koja je ocena bolja (niža ili viša).
LL@(16883) The subcriteria grades therefore affect the value of the joint criterion. => Ocene potkriterijuma dakle utiču na vrednost sastavljenog kriterijuma.
LL@(16884) In our concrete example, the financial rating of a certain solution (alternative), i.e., the cost of an IT service out sourcing project was set, which, according to our approximation amounts to ¡ 500,000, while the cost of an IT service insourcing project, was estimated to be cca. ¡350,000. => U našem konkretnom primeru je bila postavljena finansijska ocena određenog rešenja (alternative), odno sno trošak za projekat autsorsinga IT usluga, koji prema našoj aproksimaciji iznosi cca. 500. ~~~ ¡ i trošak za projekat insorsinga istih IT usluga, koji je bio ocenjen na cca. 350.
LL@(16885) The Saaty procedure requires that an absolute criterion should be additionally defined and that the decision on which grade is better should be entered; in the case described it is obviously the grade less is better (Figure 7). => ¡. ~~~ U Saatyevom postupku je potrebno još dodatno definisati apsolutni kriterijum i uneti koja ocena je bolja, u opisanom primeru je to naravno ocena »Manje je bolje« (slika 7).
LL@(16886) Criteria Costs Less is better Outsourcing Insourcing 500,000 350,000 Figure 7: Absolute comparison between criteria 6.3.3 Preferential relations and utility functions The selection, the rating and the weighting of criteria is followed in the Saaty procedure by a calculation of the utility function. => Kriterijumi Troškovi Manje je bolje Autsorsing Insorsing 500.000 350.000 Slika 7: ~~~ Apsolutno poređenje kriterijuma među sobom 6.3.3 Preferencijalne relacije i funkcije korisnosti Po izboru i vrednovanju i po ponderisanju kriterijuma sledi u Saatyevom postupku izračunavanje funkcije korisnosti.
LL@(16887) In the multiple criteria decision making we deal with two highly important notions Š19Ë: Preferential relation S (preferable to ...): xSy Utility function ω (x) which measures the preference level for the solution x which in the concrete case means that we know which solution we prefer (we know the preferential relation), but we cannot assign or determine any deffinite value to the solution (we do not know the utility functions). => Kod višekriterijumskog odlučivanja srećemo dva jako važna pojma Š19Ë: ~~~ Preferencijalna relacija S (više odgovara nego…): xSy Funkcija korisnosti ω (x), koja meri stupanj poželjnosti za rešenje x što u konkretnoj situaciji znači da znamo koje rešenje nam više odgovara (znamo preferencijalnu relaciju), ali tome rešenju ne znamo pripisati odnosno odrediti neku vrednost (funkcije korisnosti ne poznajemo).
LL@(16888) The square matrix A = aij (i = ...m; j = 1...m)4 represents all the pair comparisons of the m criterion. => Kvadratna matrica A = aij (i = 1. . . m; j = 1. . . m)4 predstavlja sva parna poređenja m kriterijuma. 6.
LL@(16889) 6.3.4 Comparison matrix A and utility ωω This matrix gives us the utility vector with the solution of the problem of single values of the matrix A. => Matrica poređenja A i korisnost ωω Iz ove matrice dobijamo vektor korisnosti sa rešenjem problema pojedinačnih vrednost matrice A. Izračunavanje pojedinačne vrednosti matrice Š20Ë:
LL@(16890) The calculation of the individual value of the matrix Š20Ë: Aω = λω where λ is the highest single value of the matrix A, ω is the adherent single vector5. => Aω = λω Za svaku recipročnu pozitivnu matricu možemo izračunati koliko su poređenja kriterijuma međusobno usklađena.
LL@(16891) The single value that belongs to the obtained single vector is calculated using the formula: aik * akj = aij The extent to which the comparisons of criteria are mutually reconciled can be calculated for each reciprocal positive matrix. => Ovde važi, da je u primeru potpune usklađenosti najveća pojedinačna vrednost jednaka dimenziji matrice A, = m potpuna usklađenost.
LL@(16892) Here, in the example of total reconciliation, the highest single value is equal to the A matrix dimension λ = m ⇔ absolute reconciliation. => Najveća pojedinačna vrednost je naime veća od m ( > m).
LL@(16893) The highest single value is actually higher than m (λ>m). => Na osnovu tog odstupanja izgrađen je indeks usklađenosti I: gde je najveća pojedinačna vrednost matrice , a pripadajući pojedinačni vektor5.
LL@(16894) On the basis of this deviation the consistency index I is worked out: λ= m ⇔ Using this index, the AHP computes the consistency ratio CR: λ = The A matrix is characterised by the following features (Figure 3): values one are distributed along the diagonal, symetrical values are inverse. => Pojedinačnu vrednost, koja pripada dobijenom pojedinačnom vektoru računamo po formuli: λ = Za matricu A važe sledeće karakteristike (slika 3): po dijagonali su jedinice, simetrične vrednosti su inverzne.
LL@(16895) Such a matrix is called a positive reciprocal matrix. => Takvu matricu nazivamo pozitivna recipročna matrica.
LL@(16896) Using a positive reciprocal matrix, a single vector that belongs to a single value can be calculated in a number of ways: An accurate method raising method matrix is raised to a certain big enough power and then we sum the power and normalize it by rows, so that the sum is 1. => Pojedinačni vektor, koji pripada najvećoj pojedinačnoj vrednosti možemo, pomoću pozitivne recipročne matrice, izračunati na više načina: ~~~ 1. ~~~ Precizni metod metod potenciranja - matricu potenciramo na neku dovoljno veliku potencu onda sumiramo i normalizujemo po redovima, tako da je suma 1. 2.
LL@(16897) Approximate method6 - matrix is normalized, so that the sum by columns is 1, and then we calculate the average value of an element in a row. => Približan metod6 - matricu normalizujemo, tako da je suma po kolonama 1, te izračunamo prosečnu vrednost elementa u redu.
LL@(16898) Thus we obtain the vector , i = 1..m. => Tako dobijemo vektor ω, i = 1..m.
LL@(16899) The ratings in the matrix are interconnected, hence at least an approximate transitivity is present: Where IR is a random index obtained from randomly generated positive reciprocal matrices. => Ocene u matrici su međusobno povezane, zato mora važiti bar približna tranzitivnost: aik * akj = aij λ = m AHP nam na osnovu tog indeksa izračuna odnos usklađenosti CR (consistency ratio): gde je IR slučajni indeks dobijen iz slučajno generisanih pozitivnih recipročnih matrica.
LL@(16900) If then the matrix is consistent enough, if not, then the matrix should be adjusted because it is otherwise useless. => Ako je onda je matrica dovoljno usklađena, ako nije, onda treba matricu popraviti, jer je neupotrebljiva.
LL@(16901) The results will be incorrect due to inconsistent comparison. => Rezultati će biti pogrešni zbog nekonsistentnog poređenja.
LL@(16902) In our example CR<0.1 which means that the matrix is consistent enough. => U našem primeru je CR<0,1 što znači da je matrica dovoljno usklađena.
LL@(16903) Throughout the calcultion process in the Saaty application the most important coefficients are visible; so it is in our concrete example of decision making on the IT services outsourcing or insourcing in the public sector. => U aplikaciji Saaty tokom celog procesa računanja vidljivi su najvažniji koeficijenti, a tako je i u konkretnom primeru odlučivanja za autsorsing ili insorsing IT usluga u javnom sektoru.
LL@(16904) On the left we observe: the name of the model, the size of the model (8x8 matrix), the highest single value of lambda (λ), CI, CR, MaxD (maximum deviation from consistency) and the position of the largest deviation in the matrix. => Sa leve strane su vidljivi: ime modela, veličina modela (matrica 8x8), najveća pojedinačna vrednost lambda (), CI, CR, MaxD (najveće odstupanje od usklađenosti) i pozicija najvećeg odstupanja u matrici.
LL@(16905) In the example that CR<0.1, the entire text in the status row is written in the Bold or Italic form,s which means that the matrix is not consistent enough, i.e., that the whole procedure should be repeated. => U primeru, da je CR>0,1, celokupni tekst u statusnom redu ispisuje se u Bold i Italic obliku, što znači da matrica nije dovoljno usklađena, odnosno da je celokupni postupak potrebno ponoviti.
LL@(16906) This index has still to be compared to the index we obtain from randomly generated positive reciprocal matrices of equal dimensions on the 1 9 scale. => Taj indeks moramo još uporediti sa indeksom koji dobijamo iz slučajno generisanih pozitivnih recipročnih matrica jednakih dimenzija na skali od 1 do 9.
LL@(16907) The random index IR (random index Table 1). m IR 0.50 0.58 0.90 1.12 1.24 1.32 1.41 1.45 Table 1: Random index 4 Such a matrix is called a positive reciprocal matrix symetrical values on either side of the main diagonal are reciprocal numbers. => Slučajni indeks - IR (random index - tabela 1). m IR 0.50 0.58 0.90 1.12 1.24 1.32 1.41 1.45 Tabela 1:
LL@(16908) 5 The explanation of the vectors and functions can be found in the following paragraphs in chapter 6.3.5. => Slučajni indeks 4 Takva matrica se zove pozitivna recipročna matrica - simetrične vrednosti na obe strane glavne dijagonale su recipročni brojevi. 5 Obrazloženje funkcija i parametara nalazi se u sledećim pasusima i poglavlju 6.3.5. 6 Aplikacija Saaty© omogućava upotrebu približnog ili preciznog metoda.
LL@(16909) 6 Saaty© application allows for the use of either approximate or accurate method The above presented phases of the AHP or the Saaty multiple criteria decision making procedure follow each other sequentionally, which the application performs by itself. => Gore predstavljene faze AHP odnosno Saatyevog višekriterijumskog postupka odlučivanja slede jedna drugoj u sekvencionalnom redosledu, koji izvodi aplikacija sama.
LL@(16910) The user then has only to define and select the criteria and determine their relative and absolute values in the comparisons. => Korisniku je na taj način prepušteno samo definisanje i biranje kriterijuma i određivanje njihovih relativnih i apsolutnih vrednosti u međusobnim poređenjima.
LL@(16911) In addition, in weighting the criteria it is necessary that the consistency ratio should be controlled, and this must be CR<0.1. => Pored spomenutog, potrebno je paziti još na odnos usklađenosti CR (consistency ratio) pri ponderisanju kriterijuma, koji mora biti CR<0,1.
LL@(16912) Otherwise the matrix is, as we have already stated, inapplicable due to the inconsistency of ratios. => U suprotnom primeru je matrica, kao što smo već rekli, neupotrebljiva zbog nekonsistentnosti odnosa. 6.
LL@(16913) 6.3.5 Formal sequence of the Saaty procedure in the IT services outsourcing example 1. => Formalni oblik Saatyevog postupka u primeru autsorsinga IT usluga 1.
LL@(16914) Rj criterion (j = 1..m) Xj solution (i = i..n) ω i criterion j advantages (j = i..m) qij advantage of solution i per criterion j Pj joint advantage of solution i per all criteria 2. => Rj - kriterijum (j = 1..m) Xi - rešenje (i = i..n) ω i - prednosti kriterijuma j (j = i..m) qij - prednost rešenja i prema kriterijumu j Pj - udružena prednost rešenja i prema svim kriterijumima 2.
LL@(16915) The result of the Saaty procedure are the matrix Q and the vector . ~~~ Matrix Q R1 R2 3 … R3 … Q X1 … …. …. … … X2 … qij Xi … Xn j … Rj … P1 m Rm P2 Pi Pn 3. => Rezultat Saatyevog postupka je matrica Q i vek tor ω Matrica Q R1 R2 3 … R3 … Q X1 … …. …. … … X2 … qij Xi … Xn j … Rj … P1 m Rm P2 Pi Pn 3.
LL@(16916) We achieve the vector as a single vector of the matrix of pair comparisons of all m criteria. ~~~ 4. => Vektor dobijemo kao pojedinačni vektor matrice parnih poređenja svih m kriterijuma 4.
LL@(16917) For each criterion Rj (j = 1..m) we compare by pairs all the solutions between each other. => Za svaki kriterijum Rj (j = 1..m) upoređujemo po parovima sva rešenja međusobno.
LL@(16918) R: X/X qij, vector qj presents the advantages of all the solutions in relation to the criterion Rj, and we put it as a column by the criterion Rj into the matrix Q. 5. => R: X/X ? qj, vektor qj predstavlja prednosti svih rešenja u odnosu na kriterijum Rj, postavljamo ga kao kolonu kod kriterijuma Rj u matricu Q. 5.
LL@(16919) We calculate the joint advantages as related to all the criteria. => Izračunavamo udružene prednosti u odnosu na sve kriterijume.
LL@(16920) The advantage of the solution i is: We choose the solution i because it has the highest value Pi. => Prednost rešenja i je: ~~~ Izaberemo rešenje i, koje ima najveću vrednost Pi.
LL@(16921) Pi for the solution Insourcing reached the value 0.5131. => Pi za rešenje Insorsing je dostiglo vrednost 0,5131.
LL@(16922) The value reached by the solution Outsourcing, in our example, is slightly lower and amounts to 0.4869. => Vrednost, koju je dostiglo rešenje Autsorsing, u na šem konkretnom primeru, je malo niža i iznosi 0,4869.
LL@(16923) As regards our choice of criteria, their weighting and their both absolute and relative comparisons, the solution Insourcing was rated higher, which is clearly shown in our above calculations. => U odnosu na naš izbor kriterijuma, njihovo ponderisanje i njihova kako apsolutna, tako i relativna poređenja, višu je ocenu dobilo rešenje Insorsing, što je u gornjem izračunavanju dobro vidljivo.
LL@(16924) As we can see, we have chosen 8 criteria in our example, those that are deemed to be most relevant by the majority of literature dealing with this problem. => Kao što vidimo, u našem smo primeru izabrali 8 kriterijuma, koji se u većini literature, koja se bavi sličnom problematikom, smatraju kao najrelevantniji.
LL@(16925) A large number of criteria supports the multilayer nature and the complexity of outsourcing and its implications upon numerous spheres of organizational operations. => Veliki broj kriterijuma potvrđuje slojevitost i kompleksnost autsorsinga i njegove implikacije na brojne sfere organizacione delatnosti.
LL@(16926) Due to all the listed reasons, a serious scientific study of this problem requires a broader and deeper insight into the background and contents of the overall phenomenon of outsourcing. 7. => Zbog svih nabrojanih razloga, ozbiljno naučno proučavanje ove problematike zahteva širi i dublji uvid u pozadinu i sadržaj celokupnog fenomena spoljnjeg izvođenja. 7.
LL@(16927) Conclusion Regardless of various attempts to reform, reengineer or reconceptualize it, the public sector has in the last thirty or so years remained in an unfavourable position. => Zaključak Javni sektor je uprkos različitim pokušajima reformi, reinžinjeringa i rekonceptualizacija u zadnjih tridesetak godina u nezavidnom položaju.
LL@(16928) The dilemma of the public sector between the wishes and needs of the citizens, on one hand, and planned restrictions and savings on the other, is best illustrated by the legend on Buridans ass which, as we know, ends sadly. => Razdvojenost javnog sektora između želja i potreba građana na jednoj strani i proračunskim restrikcijama i štednjom na drugoj strani, najbolje ilustruje anegdota o Buridanovom magarcu, koja se, kao što znamo, tužno završava.
LL@(16929) It is necessary that steps should be taken towards understanding and study of strategic factors of operations in organizations that are, due to the nature of the public sector, engaged mainly in service provision, where the importance of choice between outsourcing and insourcing is even greater. => Potrebno je napraviti korak napred prema razumevanju i proučavanju strateških činilaca poslovanja u organizacijama, koje se po prirodi stvari u javnom sektoru, bave pretežno uslužnim delatnostima, gde izbor spoljnjog ili unutrašnjog izvođenja ima utoliko veći značaj.
LL@(16930) A thorough analysis of the above mentioned issues may significantly help experts in their future research of this problem, either as a whole or as only one segment. => Kvalitetna analiza spomenute problematike može značajno pomoći struci u budućim istraživanjima ovog problema kao celine ili samo jednog od njegovih segmenata.
LL@(16931) Large investments into IT and the modernization of business processes are often ineffective if organizations neglect a planned and systematic design of the respective business strategies which due to their importance rank among the most important factors of an efficient and successful public sector. => Velika ulaganja u IT i modernizacija poslovnih procesa su često uzaludna, ako organizacije zanemare plansko i sistematsko oblikovanje odgovarajućih strategija poslovanja, koje se po svojoj važnosti ubrajaju među najvažnije faktore efikasnog i uspešnog javnog sektora.
LL@(16932) The selection of a suitable business strategy (outsourcing or insourcing) is a factor that may act as a catalyser in creating a more efficient and a more rational public sector. => Izbor odgovarajuće strategije poslovanja (autsorsing ili insorsing) je onaj faktor, koji može delovati kao katalizator u stvaranju efikasnijeg i racionalnijeg javnog sektora.
LL@(16933) It is clear from the study of the public sector and its specific features that a deeper insight is needed into the existing concepts of its work as well as an identification of both the elements, i.e., the business processes and services that need to be sustained and developed further, and the elements that should be changed or redesigned. => Iz istraživanja javnog sektora i njegovih specifičnosti dobro je vidljivo da je potreban dublji uvid u postojeće koncepte njegovog delovanja i identifikacija elemenata odnosno poslovnih procesa i usluga, koje je potrebno sačuvati i razvijati dalje, te elemenata, koje je potrebno što pre promeniti ili oblikovati nanovo.
LL@(16934) Such activities could significantly contribute to setting the foundations for a potential study of deeper and hidden levels of the IT services outsourcing or insourcing strategies in the entire public sector, which can be a long-term process, spanning over several years. => Ovakvi radovi bi mogli značajno doprineti pri postavljanju temelja za potencijalno istraživanje dubljih i skrivenih nivoa strategije autsorsinga ili insor singa IT usluga u celokupnom javnom sektoru, što može biti dugotrajan, možda čak višegodišnji proces.
LL@(16935) The results of such research that highlight different aspects of outsourcing or insourcing implementation are of great importance for the organizational strategy planning itself, which is especially important for the proper work of the public sector. => Rezultati ovakvih istraživanja koji osvetljavaju različite aspekte primene autsorsinga ili insorsinga imaju velik značaj za samo strateško planiranje organizacija, što je još posebno važno za delovanje javnog sektora.
LL@(16936) The business performance of the organization is actually a proof of the consistency of systems and strategies within the organization itself, as well as their reconciliation with a broad systemic organizational environment. => Sama poslovna uspešnost organizacije je naime tek dokaz o usklađenosti sistema i strategija unutar organizacije same, kao i njihove usklađenosti sa širim sistemskim okruženjem organizacije.
LL@(16937) Finally, it is important to note that this paper is only one illustrated example of the possible implementation of a scientific model in planning and designing the organizational business strategy which only proves that in an attempt to manage and do business efficiently in the public sector, it is necessary that, in the phase of the selection of a long-term business strategy, some content and process criteria should be satisfied. => Na kraju je potrebno naglasiti, da je ovaj rad samo jedan ilustrativan primer moguće upotrebe naučnog modela za osmišljavanje i planiranje strategije poslovanja organizacije, koji samo potvrđuje, da je u želji za efikasnim upravljanjem i poslovanjem u javnom sektoru potrebno u fazi izbora dugoročne strategije poslovanja zadovoljiti temeljne sadržajne i procesne kriterijume.
LL@(16938) The decisions of the public sector organizations on IT services outsourcing have to be based on multiple criteria and must not be founded on short-term cost efficiency exclusively. => Odluke organizacija u javnom sektoru za autsorcing IT usluga moraju biti višekriterijumski utemeljene i ne smeju se temeljiti isključivo na kratkoročnoj troškovnoj efikasnosti.
LL@(16939) In addition, the public sector organizations must develop an awareness of long-term strategic implications of their decisions in favour of outsourcing and thus avoid possible negative impacts. => Pored svega nabrojanog organizacije u javnom sektoru moraju da razviju svest o dugoročnim strateškim implikacijama odluka za autsorsing i na taj način izbegnu moguće negativne posledice.
LL@(16940) And finally, it is necessary that we think about insourcing in certain areas of the public sector activities that can, in adequate circumstances and aided by a quality project management, achieve much better results in the long run, in comparison with outsourcing. => I konačno, potrebno je razmisliti i o insorsingu na nekim područjima delovanja javnog sektora, koji može u odgovarajućim uslovima i pomoću kvalitetnog projektnog menadžmenta dugoročno postići mnogo bolje rezultate nego autsorsing.
LL@(16941) REFERENCES Š1Ë, Š15Ë Chapman, Robert B., Andrade, Kathleen R., Andrade, Kathleen. => LITERATURA Š1Ë, Š15Ë Chapman, Robert B., Andrade, Kathleen R., Andrade, Kathleen.
LL@(16942) Insourcing After the Outsourcing: MIS Survival Guide. => Insourcing After the Outsourcing:
LL@(16943) AMACOM, 1997. => MIS Survival Guide.
LL@(16944) Š2Ë Grembergen, W. Van, Bruggen, R. Van. => AMACOM, 1997. Š2Ë Grembergen, W. Van, Bruggen, R. Van.
LL@(16945) Measuring and improving corporate information technology through the balanced scorecard, The Electronic Journal of IS Evaluation, Vol. 1, Issue 1, 1997. => Measuring and improving corporate information technology through the balanced scorecard, The Electronic Journal of IS Evaluation, Vol. ~~~ 1, Issue 1, 1997.
LL@(16946) Š3Ë Kaplan, R. S., Norton, D. P. Uravnoteženi sistem kazalnikov, Ljubljana, Gospodarski vestnik, 2000. => Š3Ë Kaplan, R. S., Norton, D. P. Uravnoteženi sistem kazalnikov, Ljubljana, Gospodarski vestnik, 2000. Š4Ë, Š7Ë, Š15Ë Greaver, Maurice F. Strategic Outsourcing:
LL@(16947) Š4Ë, Š7Ë, Š15Ë Greaver, Maurice F. Strategic Outsourcing: A Structured Approach to Outsourcing Decisions and Initiatives. => A Structured Approach to Outsourcing Decisions and Initiatives.
LL@(16948) AMACOM, 1999. => AMACOM, 1999. Š5Ë Ellram, Lisa M., Arnold B. Maltz, Outsourcing:
LL@(16949) Š5Ë Ellram, Lisa M., Arnold B. Maltz, Outsourcing: Implications for Supply Management, Tempe, Center for Advanced Purchasing Studies, 1997, str. ~~~ 2. => Implications for Supply Management, Tempe, Center for Advanced Purchasing Studies, 1997, str. 2.
LL@(16950) Š6Ë Business process outsourcing. => Š6Ë Business process outsourcing.
LL@(16951) ŠURL: http://www.outsourcing-research.com/ban ners/pwc/bpoeur.pdfË, 12. ~~~ 12. ~~~ 2009. => ŠURL: http://www.outsourcing-research.com/ban ners/pwc/bpoeur.pdfË, 12. 12. 2009.
LL@(16952) Š8Ë 2000 Outsourcing Index. => Š8Ë 2000 Outsourcing Index.
LL@(16953) Strategic Insights Into U.S. Outsourcing. => Strategic Insights Into U.S. Outsourcing.
LL@(16954) ŠURL: http://www.outsourcing.com/common/index2000.jspË, 18. ~~~ 12. ~~~ 2009. => ŠURL: http://www.outsourcing.com/com mon/index2000.jspË, 18. 12. 2009.
LL@(16955) Š9Ë, Š15Ë Bongard, Stefan. => Š9Ë, Š15Ë Bongard, Stefan.
LL@(16956) Outsourcing Entscheidungen in der Informationsverarbeitung. => Outsourcing - Entschei dungen in der Informationsverarbeitung.
LL@(16957) Entwicklung eines computergestützten PortfolioInstrumentariums. => Entwicklung eines computergestützten PortfolioInstrumentariums.
LL@(16958) Wiesbaden. => Wiesbaden.
LL@(16959) Deutscher Universität Verlag, 1994, str. ~~~ 480. => Deutscher Universität Verlag, 1994, str. 480.
LL@(16960) Š10Ë Chen, Shu-Jen, Hwang, C. L., Hwang, Frank P. Fuzzy multiple attribute decision making: Methods and applications, Springer-Verlag (Berlin and New York), 1992. => Š10Ë Chen, Shu-Jen, Hwang, C. L., Hwang, Frank P. Fuzzy multiple attribute decision making:
LL@(16961) Š11Ë Saaty, Thomas L. ~~~ The Analytic Hierarchy Process. => Methods and applications, Springer-Verlag (Berlin and New York), 1992. Š11Ë Saaty, Thomas L. The Analytic Hierarchy Pro cess.
LL@(16962) RWS Publications, Pittsburgh, 1988. ~~~ Š12Ë, Š13Ë, Š14Ë, Š17Ë Reja, Dimitrij. => RWS Publications, Pittsburgh, 1988. Š12Ë, Š13Ë, Š14Ë, Š17Ë Reja, Dimitrij.
LL@(16963) Implementacija Saatyevega večkriterijskega odločitvenega procesa, Diplomsko delo, Fakulteta za družbene vede, Ljubljana, 2002. ~~~ Š15Ë Willcocks, Leslie P., Lacity, Mary C. Information systems outsourcing in theory and practice. ~~~ Journal of Information Technology, 10 (4), 1995, str. => Implementacija Saatyevega večkriterijskega odločitvenega procesa, Diplomsko delo, Fakulteta za družbene vede, Ljubljana, 2002. Š15Ë Willcocks, Leslie P., Lacity, Mary C. Information systems outsourcing in theory and practice.
LL@(16964) 203-207. ~~~ Š16Ë, Š18Ë Saaty, Thomas L., Vargas Luis G. Decision Making in Economic, Political, Social and Technological Environments. => Journal of Information Technology, 10 (4), 1995, str. 203-207. Š16Ë, Š18Ë Saaty, Thomas L., Vargas Luis G. Decision Making in Economic, Political, Social and Technological Environments.
LL@(16965) RWS Publications, Pittsburgh, 1994. ~~~ Š19Ë Mrvar, Andrej. => RWS Publications, Pittsburgh, 1994. Š19Ë Mrvar, Andrej.
LL@(16966) Saatyev večkriterijski odločitveni postopek, Fakulteta za družbene vede, Ljubljana, 1999. ~~~ Š20Ë Pandey, Vivek, Bansal, Veena. => Saatyev večkriterijski odločitve ni postopek, Fakulteta za družbene vede, Ljubljana, 1999. Š20Ë Pandey, Vivek, Bansal, Veena.
LL@(16967) A Decision Making Framework for IT Outsourcing using the Analytic Hierarchy Process, 2003. => A Decision-Ma king Framework for IT Outsourcing using the Analytic Hierarchy Process, 2003.
LL@(16968) The Efficacy of Public-Private Partnership Implementation in Infrastructure Improving UDC: 338.49:336.13 Slađana Benković1 1Faculty of Organizational Sciences, Belgrade Public-private partnership is a concept that evolves. => Efikasnost primene javno-privatnog partnerstva na unapređenje infrastrukture UDK: ~~~ 338.49:336.13 Slađana Benković1 1Faculty of Organizational Sciences, Belgrade Javno-privatno partnerstvo je koncept koji evoluira.
LL@(16969) From the rudimentary partnership which is characterized by a high level of informality, a public-private partnerships have turned into a contractual relationship institutionalized by public and private sectors and now include a wide range of organizational models. => Od rudimentarnog partnerstva koga je karakterisao visok nivo neformalnosti, javno-privatna partnerstva su se pretvorila u ugovornu i institucionalizovanu relaciju javnog i privatnog sektora, i uključuju široku lepezu organizacionih modela.
LL@(16970) Some of them can be said to include significant public and private responsibilities related to planning, financing and implementation. => Za neke od njih se može reći da uključuju značajne državne i privatne odgovornosti vezane za planiranje, finansiranje i realizaciju.
LL@(16971) So far a great variety of new models of public-private partnershiphave been developed to address the various challenges, that are set before the public-private partnerships in specific situations and sectors. => Do sada su razvijeni brojni varijeteti novih modela javno-privatnog partnerstva, kako bi se odgovorilo različitim izazovima postavljenim pred javno-privatno partnerstvo u specifičnim situacijama i sektorima.
LL@(16972) Consequently, the synergy created within the partnership can be extended to specific niches of infrastructural development. => Posledično, sinergija kreirana unutar partnerstva može biti proširena na specifične niše infrastrukturnog razvoja.
LL@(16973) Models of public-private partnerships differ depending upon the participation of private capital in the project realisation and those related to infrastructural projects will be the subject of this paper. ~~~ 1. => Modeli javno-privatnog partnerstva se razlikuju u zavisnosti od učešća privatnog kapitala u projektnoj odgovornosti, te će se na specifičnosti nekolicine infrastrukturnih radom biti skrenuta pažnja. 1.
LL@(16974) Introduction Applying project financing as a modality of financing has in the past decades become an attractive method of financing, construction and maintenance of the public sector infrastructure, as well as of building industrial facilities. => Uvod Korišćenje projektnog finasiranja kao modaliteta finansiranja je poslednjih decenija postalo atraktivan način finansiranja, izgradnje i održavanja infrastrukture javnog sektora, kao i izgradnje industrijskih kapaciteta.
LL@(16975) A Long-term business association between the private sector and public institutions aims to make use of the available private sector managerial and financial resources that often are a significant constraint from the point of view of the Government or local autonomies. => Dugoročni poslovni savez privatnog sektora i javnih institucija, ima za cilj iskorišćenje rasposloživih upravljačkih i finansijskih resursa privatnog sektora, koji predstavljaju značajno ograničenje sa aspekta Vlade ili lokale samouprave.
LL@(16976) The organizational structure of such a partnership is a formal system of obligations defining individual positions of entities and their reciprocal liabilities. => Organizaciona struktura takvog partnerstva predstavlja formalni sistem odgovornosti kojim su definisane pojedinačne pozicije subjekata, i njihove uzajamne obaveze.
LL@(16977) This results into a distribution of responsibilities related to supplying the necessary resources, risk allocation among entities and, finally, the execution of the project for the purpose of meeting the needs of the public sector. => Time dolazi do distribucije odgovornosti vezanih za obezbeđenje potrebnih resursa, alokacije rizika među subjektima, i konačno, realizacije projekta namenjenog zadovoljenju potreba javnog sektora.
LL@(16978) Synonyms for the notion defined by the contract bond between the public and the private sectors differ from one part of the world to another. => U svetu postoje različiti sinonimi za pojam definisan ugovorom spregom između javnog i privatnog sektora.
LL@(16979) They all have their roots in the English language. => Svi potiču iz engleskog jezika. ~~~ Tako su česti termini:
LL@(16980) Thus we often find terms such as: Š10Ë (cid:190) Private Participation in Infrastructure imposed by the World Bank experts, and rarely used outside the financial-developmental sector except in South Corean project financing programmes. (cid:190) Private-Sector Participation, a term most often used in the development and banking sector. (cid:190) Privately Financed Projects, a term most often used by Australian experts, hence it is encountered chiefly in that area. (cid:190) Private Finance Initiative, a term coming from Great Britain and now frequently used in Japan and Malaysia. (cid:190) Public-private Partnership (PPP or P3), a term characteristic of the United States of America region. => Š10Ë (cid: ~~~ Privatno učešće u infrastrukturi (Private Participation in Infrastructure) koji su nametnuli eksperti Svetske banke, a koji se slabo koristi van finansijsko-razvojnog sektora osim u južnokorejskim programima projektnog finasiranja. (cid: ~~~ Učešće privatnog sektora (Private-Sector Participation), termin koji je najčešće korišćen u razvojno-bankarskom sektoru. (cid: ~~~ Privatno finasirani projekti (Privately Financed Projects), termin koji su najčešće koristili australijski eksperti, te se na tom području najčešće i susreće. (cid: ~~~ finansijska incijativa (Private Finance Initiative), termin koji potiče iz Velike Britanije, a koji se sada vrlo često koristi u Japanu i Maleziji. (cid: ~~~ partnerstvo (Public-Private Partnerships, PPP ili P3), termin koji je karakterističan za područje Sjedinjenih Američkih Država.
LL@(16981) Originally it was related to mutual public-private funds meant for the development of education, extended to cover the financing of public utilities in the 1950s as well. => Prvobitno je bio vezan za zajedničke javno-privatne fondove namenjene razvoju obrazovanja, da bi se zatim od 50-tih odnosio i na finansiranje javnih komunalnih usluga.
LL@(16982) Since 1960s it has been broadly used and is now also used to denote public-private partnerships in the reconstruction and improving of urban areas. => Od sredine 60-tih godina prošlog veka, ušao je u širu upotrebu, te počeo da se koristi i za zajednička javno-privatna partnerstva u obnavljanju i unapređivanju urbanih sredina.
LL@(16983) Public-private partnership can be defined in both broad and strict senses. => Javno-privatno partnerstvo je moguće definisati u užem i širem smislu.
LL@(16984) Strictly speaking, the central idea of partnership is in cooperation, where the partners retain independent identities, but cooperate in achieving mutual business goals and results. => Uže posmatrano, centralna ideja partnerstva sadržana je u saradnji, pri čemu partneri zadržavaju nezavisne identitete, ali učestvuju na realizaciji zajedničkih ciljeva i rezultata poslovanja.
LL@(16985) Š7Ë The term is so popular that it is often used incorrectly and denotes even those types of relationship that are far from being collaborational. => Š7Ë Usled popularnosti samog pojma, često se ne upotrebljava pravilno, te označava i one vidove odnosa koji su daleko od kolaboracionih.
LL@(16986) Commercial relationships between public agencies and private contractors, for example, can hardly be termed partnership. => Komercijalni odnosi javnih agencija sa privatnim ugovaračima, na primer, se retko mogu smatrati partnerskim.
LL@(16987) Š7Ë Hence the strict definition of partnership means that infrastructure projects of the public-private partnership type need not by nature be partnerships. => Š7Ë Shodno tome uska definicija partnerstva podrazumeva da infrastrukturni projekti tipa javno-privatnog partnerstva, ne moraju po svojoj prirodi biti partnerski.
LL@(16988) The broader definition, at the same time, includes not only mutual, but also complementary goals of interest parties in the project or programme, thus profiling the partnership relations. => U isto vreme šira definicija, podrazumeva ne samo zajedničke, već i komplementarne ciljeve interesnih strana u projektu ili programu, profilišući partnerski odnos.
LL@(16989) Thus a concession for the highway construction and management has different goals and meaning for the private sector in comparison with that of the public one. => Tako koncesija za izgradnju i upravljanje autoputem ima drugačije ciljeve i značenje za privatni, a drugačije za javni sektor.
LL@(16990) While the Government or a local autonomy are concerned with an acceleration of economic growth, the quality of services delivered and as low a road toll as possible, the private investors are exclusively interested in financial goals, i.e., the profitability of the project. => Dok Vladu ili lokalnu samoupravu zanima ubrzavanje ekonomskog razvoja, kva litet pruženih usluga i što niža cena putarina, dotle su privatni investitori isključivo zainteresovani za finansijske ciljeve, odnosno profitabilnost projekta.
LL@(16991) Not only do these goals fail to be mutual, but they are even adverse to some extent. => To ne samo što nisu zajednički, već su do određenog nivoa i međusobno suprotstavljeni ciljevi.
LL@(16992) Nevertheless, if the public sector is not capable of ensuring the capital to finance the highway construction, it is possible, from the aspect of the social community, to find a certain complementarity of interest for such a partnership and denote this relationship as partnership. => Međutim, ukoliko javni sektor ne može samostalno da obezbedi finansijska sredstva za izgradnju autoputa, sa aspekta društvene zajednice, bilo bi moguće za ovakvo partnerstvo pronaći određenu komplementarnost interesa, te i samom odnosu dodeliti epitet partnerskog.
LL@(16993) All definitions of public-private partnership share some mutual features such as: (1) public-private partnership is always related to the cooperation of two or more entities (of which at least one is a public entity); (2) each entity is a principal; (3) the relationship is of a longterm character, stable and based on mutual or complementary interests; (4) the entities transfer tangible and intangible resources to the partnership; and (5) risk and liability are distributed to all the participants in the partnership. => Sve definicije javno-privatnog partnerstva imaju određene zajedničke karakteristike, kao što su: (1) javno-privatno partnerstvo se uvek odnosi na kooperaciju dva ili više subjekata (od kojih je najmanje jedan subjekat javnog karaktera), (2) svaki subjekat je principal, (3) odnos je dugoročan, stabilan i zasnovan na obostranim ili komplementarnim koristima, (4) subjekti prenose materijalne ili nematerijalne resurse na partnerstvo i (5) rizik i odgovornost se distribuiraju na sve učesnike u partnerstvu.
LL@(16994) Š1Ë 2. => Š1Ë 2.
LL@(16995) Public-private partnership structure and implementation The idea that private companies should be included into the realization of traditionally public infrastructure projects resulted in the emergence of public-private partnership. => Struktura i implementacija javno-privatnog finansiranja Ideja da se privatna preduzeća uključe u realizaciju tradicionalno javnih projekata infrastrukture uslovila je pojavu javno-privatnog partnerstva.
LL@(16996) As a model of financing, public-private partnership is most frequently applied in financing capital projects of common concern such as: highways and motorway facilities (bridges, tunnels) where it is possible to charge the toll for exploitation, railways, ports, airports, gaspipes, refineries, electric power plants, social infrastructure (hospitals, schools, prisons, variouspurpose social facilities for certain categories of population), communal infrastructure (water supply network, waste water disposal, waste disposal) and facilities used by government institutions and other specialized service sectors. => Javno-privatno partnerstvo kao model finansiranja se najčešće primenjuje pri finanisiranju kapitalnih projekta od javnog značaja kao što su: auto-putevi i putni objekati (mostovi, tuneli) sa mogućom naplatom korišćenja, zatim železničke pruge, luke, aerodromi, gasovodi, rafinerije, postrojenja za proizvodnju električne energije, društvena infrastruktura (bolnice, škole, zatvori, društveni objekti sa različitim namenama za određene kategorije stanovništva), komunalna infrastruktura (vodovodna mreža, tretman otpadnih voda, odlaganje otpada) i objekti korišćeni od strane vladinih institucija i drugih specijalizovanih uslužnih sektora.
LL@(16997) Š11Ë Since the major motive of private entiries to participate in the infrastructure projects realization is an adequate financial return rate, proportional to what can be earned by investing into alternative projects of similar risk, the structure of the partnership between the public and the private capitals is formed in such a manner that it ensures and adequate return rate. => Š11Ë Kako je motiv učešća privatnih subjekata u realizaciji infrastrukturnih projekata odgovarajuća finansijska stopa povraćaja, koja treba da je proporcionalna onom što je moguće zaraditi ulaganjem u alternativne projekte sličnog rizika, struktura partnerstva privatnog i javnog kapitala se formira tako da obezbeđuje adekvatnu stopu povraćaja.
LL@(16998) Consequently, the partnerships between the state and the private capital can be described as joint ventures in which entrepreneurs and the state cooperate, jointly contributing to a faster and more efficient infrastructure project realization. => Shodno tome, može se reći da partnerstva državnog i privatnog kapitala predstavljaju zajednička ulaganja u kojima preduzetnici i država sarađuju, doprinoseći zajedničkim snagama da realizacija infrastrukturnih projekata bude brža i efikasnija.
LL@(16999) Š2Ë According to Miller and Lesard (2003), the private share in the total investment into infrastructure towards the end of the last millenium varied from 9 and 13 per cent in Germany and France, to 47 and 71 per cent in the USA and Great Britain, respectively. => Š2Ë Prema Mileru i Lesardu (2003), privatni udeo u ukupnim investicijama u infrastrukturu krajem prošlog milenijuma je varirao od 9 i 13% u Ne mačkoj i Francuskoj, do 47 i 71% u Sjedinjenim Američkim Državama i Velikoj Britaniji, respektivno.
LL@(17000) Š9Ë The partnership between the public and private sectors is an agreement between a state and a private subject(s) where the private partner is entitled to perform certain operations in the project realization (design and planning, construction works, financing, managing and maintenance, collecting receivables). => Š9Ë Partnerstvo javnog i privatnog sektora predstavlja sporazum između državnog i privatnog subjekta u kojem je privatnom partneru povereno obavljanje pojednih funkcija u realizaciji projekta (projektovanje i planiranje, izgradnja, finasiranje, upravljanje i održavanje, naplata prihoda).
LL@(17001) Such a type of contract is meant to earn the benefits such as the opportunity for the private sector to ensure more favourable options of long-term financing and the insurance of such financing in a much faster and more flexible manner. => Ulaskom u ovakav vid ugovora ostvaruju se koristi poput mogućnosti privatnog sektora da obezbedi pogodnije opcije dugoročnog finansiranja te osiguranja takvog finansiranja na mnogo brži i fleksibilniji način.
LL@(17002) The public-private partnership contracts are concluded on a long-term basis, for a space of time of 25 to 30 years. => Ugovori javno-privatnog partnerstva se sačinjavaju na dugoročnoj osnovi, 25 do 30 godina.
LL@(17003)  => Tipičan finansijski ugovor sačinjen na konceptu javno-privatnog finasiranja prema Finertiju (2007), ima sledeće karakteristike:
LL@(17004) According to Finerty (2007), a typical financial contract concluded on the public-private financing concept has the following characteristics: Š5Ë (cid:190) The contract defines the obligation of the financially liable party to complete the project and, for that purpose, to provide all the funds necessary to complete the project successfully; (cid:190) On completion of the project, i.e., since the moment its exploitation begins, the financially liable party is obliged to ensure that the built facility works. => Š5Ë (cid: ~~~ Ugovor predviđa obavezu da finansijski obavezana strana mora da završi projekat, te da u tom smislu obezbedi sve neophodne fondove za njegov uspešan završetak; (cid: ~~~ Obavezu finansijski odgovorne strane da po završetku projekta, odnosno kada započne njegova eksploatacija, obezbedi poslovanje izgrađenog objekta.
LL@(17005) Thus it will generate sufficient cash to cover the operational costs of the project as well as service the debts it incurred during the construction. => Time će se generisati dovoljno gotovinskih sredstava koja će pokriti sve operativne troškove projekta, kao i zahteve servisiranja preuzetih dugova izgradnje.
LL@(17006) The expected cash equivalents should siffice to meet the due expenses even in case the project fails due to force majeure, or any other similar reasons; (cid:190) The guarantees that in case the works are stopped and additional capital necessary to put the project into operation needs to be raised, the financially liable parties shall provide the capital through insurance premia, advance payments for future delivery or in any other way. => Očekivani gotovinski ekvivalenti treba da su dovoljni za podmirivanje obaveza čak i u slučaju da projekat propadne iz razloga više sile, ili sličnih razloga; (cid: ~~~ Uveravanje da u slučaju prekida rada i potrebe pribavljanja neophodnih dodatnih sredstva za ponovno uspostavljanje operativnog stanja projekta, finansijski odgovorne strane će obezbediti sredstva putem premija osiguranja, avansa na teret buduće isporuke ili neki drugi način.
LL@(17007) Defining an adequate structure of public-private finance is a complex task, since it is necessary to bring into accord and adjust the goals of a large number of participants simultaneously. => Određivanje adekvatne strukture javno-privatnog finansiranja je kompleksan zadatak, budući da postoji potreba da se istovremeno pomire i usklade ciljevi velikog broja učesnika.
LL@(17008) Among the private sector ones these are usually investors, lenders, companies involved in the construction of the facility or provision of a certain operation service. => Na strani privatnog sektora su to obično investitori, zajmodavci, preduzeća uključena u izgradnju objekata ili pružanje operativne usluge.
LL@(17009) On the part of the public sector there are usually the government institutions that create and implement various policies of publicprivate partnership. => Na strani javnog sektora obično se nalaze institucije vlasti koje kreiraju i primenjuju različite politike javno-privatnog partnerstva.
LL@(17010) Finally, there is the public, that is, the future consumers of the facilities built through the public-private partnership. => Konačno tu je i javnost, odnosno budući korisnici objekata izgrađenih javno-privatnim partnerstvom.
LL@(17011) The public sector is assumed in many countries to be in charge of delivering the basic types of services. => U mnogim zemljama važi pretpostavka da je javni sektor zadužen za isporuku osnovnih vrsta usluga.
LL@(17012) The manner of creating and delivering services, however, changes. => Ipak, dolazi do promene u načinu kreiranja i obavljanja usluga.
LL@(17013) The needs and desires of the public sector to cooperate and make use of the advantages of the pri vate sector are increasingly evident, hence an ever greater number of contracts on joint operations of the public and private entities for the purpose of mobilzation of the capacities and the financial means of the private sector. => Sve više su uočljivije potrebe i želje javnog sektora da sarađuje i iskoristi prednosti privatnog sektora, te se povećava broj ugovora o zajedničkom delovanju javnih i privatnih subjekata u cilju mobilizacije kapaciteta i finansijskih sredstava privatnog sektora.
LL@(17014) The forms of these partnerships differ, however, new structures emerge continually to meet the conditions of the environment in which the project is being developed in the best possible manner. => Različite su forme ovih partnerstava, ali se kontinuirano javljaju i nove strukture kako bi se najbolje odgovorilo uslovima sredine u kojoj se projekat razvija.
LL@(17015) This means that partnership is a dynamic form which does not recognize the best model, nor can the approach of the most adequate structure selection be standardized. => To znači da je partnerstvo dinamična forma, za koju ne postoji najbolji model, niti se može standardizovati pristup odabira najadekvatnije strukture.
LL@(17016)  => Opšti postulati koji omogućavaju razumevanje i olakšavaju određivanje prioriteta pri izboru adekvatne strukture javno-privatnog finasiranja polaze od toga da: ~~~ Š4Ë (cid:
LL@(17017)  => Svaka struktura javno-privatnog partnerstva ima svoje snage i slabosti koje se moraju prepoznati i integrisati; (cid:
LL@(17018) The general postulates that allow for the understanding and facilitate prioritizing in the selection of an adequate structure of public-private finance start from the notion that: Š4Ë (cid:190) Each public-private partnership structure has its strengths and weaknesses that must be identified and integrated; (cid:190) Public-private partnership does not ensure that the problems will be solved promptly and is implemented in cases of apparent and clear benefits, in relation to the traditional direct financing; (cid:190) The public-private partnership structures must be adapted as regards the sector and the context of implementation; (cid:190) The desired impact and the expected benefit of the public-private partnership concept implementation has a decisive role in the selection of the structure and plan of financing. => partnerstvo ne omogućava brzo rešavanje problema, i primenjuje se u slučajevima vidljivih i jasnih koristi, u odnosu na tradicionalno direktno finansiranje; (cid: ~~~ javno-privatnog partnerstva se moraju adaptirati u pogledu sektora i konteksta primene; (cid: ~~~ uticaj i očekivana korist primene koncepta javno-privatnog partnerstva ima odlučujuću ulogu kod izbora strukture i plana finanisiranja.
LL@(17019) The following Table Š4Ë presents the basic characteristics of the implementation of the public-private partnership model, with the implementation proposed for a specific sector. => U narednoj tabeli Š4Ë navedene su osnovne karakteristike primene modela javnoprivatnog partnerstva, pri čemu je naveden i predlog primene za određeni sektor.
LL@(17020) The selection of the appropriate structure is a complex task and is based on individual project characteristics and needs. => Izbor odgovarajuće strukture je kompleksan zadatak i bazira se na pojedinačnim karakteristikama i potrebama projekta.
LL@(17021) Public-private partnership model Contracting provision of services BOT Major characteristics of the public-private partnership model Public-private partnership model implementation Strengths of the public-private Weaknesses of the public-private partnership model partnership model Concluding contract with a private entity for the design and construction of a public facility; Facility is funded and is the ownership of the public sector ; The key motive for such contracting is the transfer of design and construction risks Concluding contract with a private sector entity for the design, construction, and managing of a public facility during a defined period of time, upon which the facility is transferred to the public sector; Facility is funded by the public sector and is public ownership during the contract period; The key motive for such contracting is the risk transfer with the risk of project design and construction. => Model javno-privatnog partnerstva Ugovaranje izvršenja usluga BOT Glavne karakteristike modela javno-privatnog partnerstva Formiranje ugovora sa privatnim subjektom za projektovanje i izgradnju javnog objekta; Objekat je finansiran i u vlasništvu javnog sektora; Ključni motiv ovakvog ugovaranja je prenos rizika projektovanja i izgradnje Formiranje ugovora sa subjektom iz privatnog sektora za projektovanje, izgradnju i vođenje javnog objekta tokom definisanog perioda, nakon čega se objekat predaje javnom sektoru; Objekat finansira javni sektor i ostaje u javnom vlasništvu tokom trajanja ugovora; Ključni motiv ovakvog ugovaranja je transfer operativnog rizika uz rizik izrade projekta i izgradnje.
LL@(17022) Suitable for large projects with small operational requirements; Suitable for large projects in which the public sector tends to retain operational liability Transfer of project design and construction risks; The model has a potential to accelerate construction programme; Possible conflict between the planned and the ecological requirements; Operational risk can be higher; The start-up phase is highly critical; Not atrractive for financing by the private sector Suitable for projects with considerable operational contents ; Especially suitable for the water supply and waste treatment projects; Transfer of project design, construction and realization risks; The model has a potential to accelerate construction programme; Transfer of risk affects the adoption of cost approach to project cycle; The model promotes the innovation of the private sector and higher value of invested capital; The model fosters the improvement of the quality of business operations and maintenance ; Possible conflict between the planned and the ecological requirements; Contracts are more complex and tender process is longer; Requires a system of monitoring the management and operations; The cost of new entrance into business if the entity fails to satisfy ; Not attractive for private financing, imposes the need of long-term financing to the public sector; DBFO Concession Contracting certain risk-bearing works Concluding contract with a private entity for the design, the construction, business operations and financing of the facility for a defined period upon which the facility is returned to the public sector; The facility is the ownership of the private sector during the contracted period by which it covers the expences through public subsidies; The key motive is using private financing and transfer of the risks of project design, construction and work; Different varieties of liabilities are included. => Primena modela javnoprivatnog partnerstva Snage modela javnoprivatnog partnerstva Slabosti modela javnoprivatnog partnerstva Pogodan za velike projekte sa malim operativnim zahtevima; Pogodan i za velike projekte gde javni sektor želi da zadrži operativnu odgovornost Vrši se prenos rizika izrade projekta i izgradnje; Model ima potencijal za ubrzavanja programa izgradnje; Pogodan je za projekte koji uključuju značajan operativni sadržaj; Naročito je pogodan za projekte vodosnabdevanja i prerade otpada; Vrši se transfer rizika projektovanja, izgradnje i realizacije; Model ima potencijal ubrzanja izgradnje; Transfer rizika utiče na usvajanje troškovnog pristupa projektnog ciklusa; Model promoviše inovaciju privatnog sektora i veću vrednost uloženog novca; Model utiče na povećanje kvaliteta poslovanja i održavanja; Moguć je konflikt između planiranih i ekoloških zahteva; Može se povećati operativni rizik; Faza puštanja u rad je vrlo kritična; Nije privlačan za finansiranje iz privatnog sektora Moguć je konflikt između planiranih i ekoloških zahteva; Ugovori su složeniji a tenderski proces duže traje; Potreban je sistem nadzora menadžementa i poslovanja; Postojanje troška novog ulaska u posao ako subjekat ne zadovolji; Ne privlači privatno finansiranje a javnom sektoru nameće protrebu dugoročnog finansiranja; Formiranje ugovora sa privatnim subjektom za projektovanje, izgradnju, poslovanje i finansiranje objekta u definisanom trajanju, nakon čega se objekat vraća javnom sektoru; Objekat je u vlasništvu privatnog sektora tokom ugovornog perioda čime pokriva troškove putem javne subvenciju; Ključni motiv je korišćenje privatnog finansiranja i prenosa rizika izrade projekta, izgradnje i poslovanja; Uključene su različite varijante obaveza.
LL@(17023) Same as for DBFO, except when the private sector covers the expences via charging the service to the consumers; The key motive is the polluter pays principle, followed by private financing, and transfer of operational, design and construction, risks. => Isto kao za DBFO, osim kada privatni sektor pokriva troškove kroz naplatu usluge korisnicima; Ključni motiv je princip zagađivač plaća, zatim korišćenje privatnog finansiranja, te prenosa operativnog i rizika projektovanja i izgradnje.
LL@(17024) Concluding contract with a private entity for the design and construction of a public facility; The facility is funded and is the ownership of the public sector; The key motive for such contracting is the transfer of design and construction risks. => Formiranje ugovora sa privatnim subjektom za projektovanje i izgradnju javnog objekta; Objekat je finansiran i u posedu javnog sektora; Ključni motiv je prenos rizika projektovanja i izgradnje.
LL@(17025) The model is suitable for projects with considerable operational contents; The model is especially suitable for road building, water supply networks and waste treatment projects; Same as for the BOT model; The model attracts finances from the private sector; It especially attracts debtor finance; It provides a predictable and consistent cost profile; Increases the potential of the accelerated construction programme; Risk transfer is larger, which encourages the private entity to adopt the cost principle during the project design phase; Possible conflict between the planned and the ecological requirements; Contract can be more complex and the tender procedure can be londer; Requires a system of monitoring the management and operations; Cost of new entrance into business if the entity fails to satisfy; Guarantees for financing may be required; Requires a system of management replacement/change; The model is suitable for the projects allowing for charging the consumers for use; Especially suitable for road building, water supply networks and waste treatment projects; Same as for DBFO model; Facilitates the polluter pays principle implementation; Raises the demand risk level and helps generate the income of the third party; Transfer of design and construction risk; The model has a potential to accelerate construction programme; Suitable for large projects with small operational requirements; Suitable for large projects in which the public sector tends to retain operational liability. => Model je pogodan za projekte koji uključuju značajan operativni sadržaj; Model je naročito pogodan za projekte izrade puteva, vodovodnih mreža i prerade otpada; Isto kao i za BOT model; Model privlači finansiranje privatnog sektora; Naročito privlači dužničko finansiranje; Daje predvidiv i konzistentan profil troškova; Sa ovim modelom veći je potencijal za program ubrzane izgradnje; Veći je prenos rizika, čime se pruža podsticaj privatnom subjektu za usvajanje troškovnog pristupa tokom izrade projekta; Moguć je konflikt između planiranih i ekoloških zahteva; Ugovor može biti složeniji a tenderska procedura duža; Potrebni su sistemi nadzora menadžementa i poslovanja; Trošak novog ulaska u posao ako subjekat ne zadovolji; Mogu se zahtevati garancije finasiranja; Zahteva sistem izmene menadžementa; Model je pogodan za projekte koji pružaju mogućnost za uvođenje naplate korisnika; Naročito je pogodan za projekte putne mreže, vodovoda i prerade otpada; Isto kao kod DBFO modela; Olakšava primenu principa zagađivač plaća; Povećava nivo rizika potražnje i potpomaže generisanje prihoda treće strane; Prenosi se rizik projektovanja i izgradnje; Model ima potencijal za ubrzavanja programa izgradnje; Model je pogodan za velike projekte sa malim operativnim zahtevima; Pogodan za velike projekte gde javni sektor želi da zadrži operativnu odgovornost.
LL@(17026) Same as for DBFO model; Model can be politically unacceptable; Requires a more effective use of alternatives/replacemen ts, for example, alternative routes, alternative options of waste disposal; Possible conflict between the planned and the ecological requirements; Operational risk may increase; The start-up phase is critical; Not attractive for private finance Public-private partnership creates a platform for exploring, forming, financing, and construction of new infrastructure projects that would otherwise be for decades delayed or would never be built. => Isto kao kod DBFO modela; Model može biti politički neprihvatljiv; Zahteva efektivniju upotrebu alternativa / zamena, npr. alternativnih putnih pravaca, alternativnih opcija odlaganja otpada; Moguć je konflikt između planiranih i ekoloških zahteva; Može se povećati operativni rizik; Faza puštanja u rad je kritična; Ne privlači privatno finansiranje DBFO Koncesija Ugovaranje obavljanja poslova koji nose određeni rizik Javno-privatno partnerstvo kreira platformu za proučavanje, formiranje, finansiranje i izgradnju novih infrastrukturnih projekata koji bi u protivnom bili decenijama daleko od izgradnje ili nikada ne bi ni bili izgrađeni.
LL@(17027) Numerous public-private partnership modalities have been developed so far to respond to different challenges set before the public-private partnership in specific situ ations and sectors. => Do sada su razvijeni brojni modaliteti javnoprivatnog partnerstva, kako bi se odgovorilo različitim izazovima postavljenim pred javno-privatno part nerstvo u specifičnim situacijama i sektorima.
LL@(17028) Š3Ë Hence this model of financing is especially applicable to the developing countries with a clear need for building or improving their infrastructure, Š8Ë which encouraged a vigorous involvement of the private sector capital into the infrastructure projects renewal, development, and realization. => Š3Ë Shodno tome ovaj model finansiranja je posebno pogodan za zemlje u razvoju, koje imaju izraženu potrebu za izgranjom ili unapređenjem infrastrukture, Š8Ë što je podstaklo galopirajuće uključivanje kapitala privatnog sektora u obnovu, razvoj i realizaciju infrastrukturnih projekata.
LL@(17029) Š6Ë 3. => Š6Ë 3.
LL@(17030) Implementation of public-private partnership models in traffic projects Some of the most important issues that have a major role the selection of the preferred organizational form public-private partnership in the traffic projects realization result from the size and the scope of the project, possibility of charging the consumers for the service of using the traffic network and the expected level of project risk. => Primena modela javno- privatnog partnerstva pri realizaciji saobraćajnih projekata Neka od najvažnijih pitanja koja imaju uticaj na izbor željene organizacione forme javno-privatnog partnerstva pri realizaciji saobraćajnih projekata proizilaze iz veličine i obima projekta, mogućnosti naplate korisnicima usluge korišćenja saobraćajne mreže i očekivanog stepena rizika projekta.
LL@(17031) The traffic systems meant for mass usage are adequate to the traditional project development and financing scheme, to a larger or smaller extents. => Saobraćajni sistemi namenjeni masovnom korišćenju, u manjem ili većem obimu pogoduju tradicionalnoj šemi razvoja i finansiranja projekta.
LL@(17032) Operational costs of one such scheme are relatively low in comparison with the costs of the capital required for the construction of such a traffic system. => Operativni troškovi jedne takve šeme su relativno niski u poređenju sa troškom kapitala za izgradnju takvog saobraćajnog sistema.
LL@(17033) The traditional contracts on construction are the extention of the now ruling conventional approach and an attempt to transfer the planning and construction risks to the private sector by the fixed-price contracts. => Tradicionalni ugovori izgradnje predstavljaju proširenje postojećeg konvencionalnog pristupa, nastojeći da prenesu rizik planiranja i izgradnje na privatni sektor putem ugovora sa fiksnom cenom.
LL@(17034) Even in such cases the liability for the infrastructure maintenance rests with the public sector. => Čak i u takvim slučajevima, odgovornost održavanja infrastrukture zadržava se na javnom sektoru.
LL@(17035) In some cases the construction of especially large road networks can be partly or entirely funded by user charges. => U nekim slučajevima, izgradnja naročito velikih putnih mreža može se delimično, ili u celosti finansirati naplatom korisnicima.
LL@(17036) The chance to choose the road communication using bridges and tunnels is a visible benefit for the user which is related to the possibility to charge the use of the route selected. => Biranje putne komunikacije preko mostova i tunela za korisnika predstavlja vidljivu prednost, što se odražava na mogućnost naplate korišćene rute.
LL@(17037) In such circumstances the public sector has to make a decision as regards the transfer of project financing liabilities, but also the road toll charges, to the private sector partner. => U takvim okolnostima, javni sektor mora doneti odluku vezanu za prenos odgovornosti za finansiranje projekta, ali i naplatu putarine, na ugovornog partnera iz privatnog sektora.
LL@(17038) Varied types of contracts are already in use in Europe. => U Evropi se već koriste različiti tipovi ugovora.
LL@(17039) The concession contracts for toll highways are appropriate where the private sector will finance a large road network system, collect the toll and bear the risk of the possible charge of such a service. => Koncesioni ugovori za autoputeve sa naplatom su pogodni tamo gde će privatni sektor finansirati izgradnju velikog sistema putne mreže, prikupljati naplatu i snositi rizik moguće naplate takve usluge.
LL@(17040) The BOT (BuildOperate-Transfer) contracts are most appropriate where the public sector charges for the services provided, which serves as basis for paying the private-sector investor. => BOT (Build-Operate-Transfer) ugovori su najpogodniji tamo gde javni sektor vrši naplatu za korišećnje usluge, što je osnov za isplatu investitora iz privatnog sektora.
LL@(17041) The DBFO (Design-Build-Finance-Operate) contracts, or organizational models, are such models where the Government provides incentives for the private entities to build traffic infrastructure, in order to pay the entity off later, by imposing additional obligations to drivers through higher price of fuel or the car registration. => DBFO (Design-Build-Finance-Operate) ugovori, odnosno organizacioni modeli su modeli kod kojih Vlada stimuliše privatne subjekte na izgradnju saobraćajne infrastrukture, da bi kasnije obavezu prema subjektu iz privatnog sektora izmirila tako što vozačima nameće dodatne obaveze kroz višu cenu goriva ili registraciju automobila.
LL@(17042) The private sector partner takes over part of the risk of collecting the receivables. => Partner iz privatnog sektora preuzima deo rizika naplate potraživanja.
LL@(17043) The users of the road are not charged to pay for the use of the road. => Korisnici puta se ne terete kroz plaćanja korišćenja puta.
LL@(17044) This type of model was implemented to build a certain number of major routes in England, Finland, Scotland, Spain and Portugal. => Određeni broj glavnih putnih pravaca primenom ovog modela izgrađen je u Engleskoj, Finskoj, Škotskoj, Španiji i Portugalu.
LL@(17045) This model, however, has a number of weaknesses. => Međutim, ovaj model karakteriše i značajan broj nedostataka.
LL@(17046) They stem from the fact that the public sector still bears a higher risk in charging the dues, as well as that the drivers do not pay the economic price of the built infrastructure. => Oni proizilaze iz činjenice da je viši nivo rizika naplate potraživanja i dalje na javnom sektoru, kao i činjenica da vozači ne plaćaju ekonomsku cenu izgrađene infrastruktu re.
LL@(17047) It is in this sense that the implementation of this model may result into a nonrational investment allocation in the infrastructure project realization. => U tom smislu, primena ovog modela može imati za posledicu neracionalnu alokaciju investicije pri realizaciji infrastrukturnog projekta. 4.
LL@(17048) 4. ~~~ Implementation of public-private partnership model in water-power supply projects realization Public-private partnership has been a model of financing the water-power supply sector for decades. => Primena modela javno- privatnog partnerstva pri realizaciji vodoprivrednih projekata Javno-privatno partnerstvo postoji kao model finansiranja vodoprivrednog sektora već određeni broj decenija.
LL@(17049) Thus the first concession for the development and water-power and waste water treatment plants management was granted to the private sector entity in France 40 years ago. ~~~ This led to the rise of large and diversified private utility companies. => Tako je prva koncesija za razvoj i vođenje poslovanja vodovoda, i pogona za preradu otpadnih voda, data subjektu iz privatnog sektora u Francuskoj pre 40 godina, što je dovelo do rasta velikih i diverzifikovanih privatnih komunalnih kompanija.
LL@(17050) The EU Drinking water directive and the Urban areas waste water directive had a significant impact upon the changes in terms of the public sector liability concerning these issues. => Direktiva EU za pitku vodu i Direktiva za otpadne vode urbanih zona, značajno su uticale na promene koje se tiču odgovornosti javnog sektora po ovom pitanju.
LL@(17051) Meeting the requirements of the Directives means investing considerable capital into new facilities of the water-supply network and the waste water treatment capacities, in a large number of countries. => Ispunjenje zahteva Direktiva, podrazumeva investiranje značajnih finansijskih sredstava u nove objekte vodovodne mreže i kapacitete za preradu otpadnih voda, u velikom broju zemalja.
LL@(17052) Hence the countries that have not so far included the private sector into the water supply and waste water treatment operations now analyse the private sector potentials and its financing capacity in order to meet the requirements of the Directives. => Usled toga, zemlje koje još nisu uključile privatni sektor u aktivnosti vodosnabdevanja ili prerade otpadnih voda, sada razmatraju potencijal na strani privatnog sektora i njihovog kapaciteta finansiranja u cilju ispunjenja zahteva pomenutih Direktiva.
LL@(17053) Considerations on the selection of a preferred form of public-private partnership in the water supply project sector are similar to those characteristic of the traffic sector, hence they also take into consideration the size and the scope of the project (including operational contents), possibilities of collecting the dues from the consumers and the expected level of risk transfer. => Razmatranja koja se tiču odabira željene forme javno-privatnog partnerstva projekata u vodoprivrednom sektoru slična su onima koja su svojstvena sektoru trasporta, te uključuju u razmatranje veličinu i obim projekta (uključujući operativni sadržaj), mogućnosti naplate od korisnika i očekivani nivo prenosa rizika.
LL@(17054) The construction of a water-supply network or a waste water treatment plant using the public-private partnership model is usually related to the level of availability of information on the structure and operation of the existing networks. => Izgradnja vodovodne mreže ili pogona za preradu otpadnih voda korišćenjem modela javnoprivatnog partnerstva, obično je povezana sa nivoom dostupnosti informacija o strukturi i aktivnosti postojećih mreža.
LL@(17055) If the available information is not sufficient, then the traditional agreements on financing and construction of such facilities may prove to be more adequate. => Ako raspoložive informacije nisu dovoljne, onda su možda adekvatniji tradicionalni sporazumi za finansiranje i izgradnju takvih kapaciteta.
LL@(17056) On the other hand, contracts on water supply and building the waste water treatment plants are most often adequate for the BOT (Build-Operate-Transfer) and DBFO (Design-Build-Finance-Operate) models. => Sa druge strane, ugovori vezani za vodosnabdevanje i izgradnju objekata prerade otpadnih voda najčešće pogoduju BOT (Build-Operate-Transfer) i DBFO (Design-Build-Finance-Operate) modelima.
LL@(17057) Besides, concession contracts too are characterised by a specific form of execution, that is, where it is possible to introduce the user charge. => Pored toga, i koncesioni ugovori imaju specifičnu formu primene, odnosno tamo gde postoji mogućnost uvođenja naplate korisnicima.
LL@(17058) The water supply network facilities and the waste water treatment plants are not suitable for the traditional ways of project realization. => Objekti vodovodne mreže i prerade otpadne vode, se ne smatraju pogodnim za tradicionalne načine realizacije projekta.
LL@(17059) The risk of the increase in the complaxity of the treatment process rests with the public sector and is not included into the design flow of these processes. => Rizik povezan sa povećanjem kompleksnosti procesa prerade ostaje na javnom sektoru, i nije uključen u tokove projektovanja tih procesa. 5.
LL@(17060) 5. ~~~ Implementation of public-private partnership model in landfil projects realization The implementation of public-private partnership is stimulated in those sectors in which the burden on the public sector has increased significantly. => Primena modela javno- privatnog partnerstva pri realizaciji projekata izgradnje deponija Korišćenje koncepta javno-privatnog partnerstva stimulisano je u onim sektorima u kojima je došlo do značajnog povećanja opterećenja tradicionalnih obaveza javnog sektora.
LL@(17061) This is especially evident in the urban waste disposal projects. => Ovo je naročito izraženo kod projekata odlaganja gradskog smeća.
LL@(17062) Due to economic and ecological reasons, public agencies tend to abandon solving this problem by building landfils, which used to be a traditional way od waste disposal problem solving. => Zbog ekonomskih i ekoloških razloga, javni organi sve više napuštaju rešavanje ovog pitanja formiranjem deponija, što je bio tradicionalni način rešavanja problema za odlaganje smeća.
LL@(17063) New methods of waste treatment, such as conversion of waste into useful energy or recycling, require substantial investments and specialzed technical skills, i.e., know-how. => Novi metodi rukovanja otpadom, kao što su pretvaranje otpada u korisnu energiju ili njegovo recikliranje, zahtevaju značajne investicije i specijalistička tehnička znanja, odnosno know-how.
LL@(17064) Considerations on the selection of the preferred publicprivate partnership form in the landfil building projects sector are similar to those in the traffic and water-suply sectors. => Razmatranja vezana za odabir željene forme javnoprivatnog partnerstva kod projekata u sektoru izgradnje deponija slična su razmatranjima u sektoru saobraćaja i vodoprivrede.
LL@(17065) They include the size and the scope of the project (including operational contents), the possibility of user charge and the required level of risk transfer. => Uključuju veličinu i obim projekta (uključujući operativni sadržaj), mogućnost primene naplate potraživanja od korisnika i zehtevani nivo prenosa rizika.
LL@(17066) The projects in the waste treatment sector are more adequate for higher-developed forms of public-private partnership in which it is possible to transfer a significant level of operational risk. => Projekti u sektoru prerade otpada su adekvatniji za razvijenije forme javno-privatnog partnerstva u kojima je moguće preneti značajan nivo operativnog rizika.
LL@(17067) The implementation of a concession allows for the financing of the project on the polluter pays principle; hence the process of risk assignment related to the scope of waste materials. => Primena koncesije omogućava finansiranje projekta po principu ko zagađuje-plaća, te se shodno tome pojednostavljuje proces dodeljivanja rizika vezanog za obim otpadnih materijla.
LL@(17068) This type of project financing is predominant in Great Britain. => Ovaj vid projektnog finansiranja najrasprostranjeniji je u Velikoj Britaniji.
LL@(17069) 6. => 6.
LL@(17070) Conclusion A successfully selected public-private partnership model is one in which the liability, obligations and risk distribution are assigned to the entity that can manage them best. => Zaključak Uspešno odabran model javno-privatnog partnerstva je onaj kod koga je izvršena distribucija obaveza, odgovornosti i rizika prema onom subjektu koji njime može najefikasnije upravljati.
LL@(17071) Hence it is important that the contract should be carefully planned and defined and an adequate monitoring and regulation of liabilities agreed to in the contract be ensured. => Zbog toga je potrebno brižljivo osmisliti i definisati ugovor te obezbediti adekvatan nadzor i regulaciju obaveza preuzetih ugovorom.
LL@(17072) The Government sector that analyses the opportunities to start a public-private partnership should first take into consideration the technical, the financial, the economic, and the legal feasibility of the project and adjust the goals of the Government to the interests of the private investor. => Vladin sektor koji razmatra mogućnosti za pokretanje javno-privatnog partnerstva treba da razmotri tehničku, finansijsku, ekonomsku i pravnu izvodivost projekta uz usaglašavanje ciljeva Vlade sa interesima privatnog investitora.
LL@(17073) The best publicprivate partnership option can be selected only via a comprehensive feasibility analysis, and this analysis will in turn start the remainder of the process. => Najbolja opcija javno-privatnog partnerstva može se odabrati samo kroz potpunu analizu izvodljivosti, a ova analiza će pokrenuti ostatak procesa.
LL@(17074) Well concieved and defined project structures of public-private financing allow for the creating of an appropraite monitoring and performance measuring mechanism via the set key performance benchmarks. cy employing the resources in private sector ownership. => Dobro osmišljene i definisane projektne strukture javno-privatnog finansiranja omogućuju postavljanje odgovarajućeg mehanizma za nadzor i merenje performansi preko postavljenih ključnih repera performansi. angažovanjem resursa koji su u vlasništvu privatnog sektora.
LL@(17075) Here we primarily mean capital and a specific knowhow based on the experience in one business field. => Tu se prvenstveno misli na kapital i specifičan know-how zasnovan na iskustvu u određenoj poslovnoj oblasti.
LL@(17076) The private sector is considered to be more successful in doing business and copes better with the burden of risk management (such as construction risk or standard quality maintenance risk), whereas a regulatory risk is better managed by the public sector. => Smatra se da je privatni sektor bolji u vođenju poslova, te se lakše nosi sa težinom upravljanja rizikom, kao što su rizik izgradnje ili rizik održavanja standarda kvaliteta, dok je regulatorni rizik pogodniji za upravljanje od strane javnog sektora.
LL@(17077) A correct estimate of the strenghts of each of the involved parties and their managerial skills directly impacts the selection of the public-private partnership model as well as the success of of the entire project. => Ispravna procena mogućnosti svake od uključenih strana i menadžerskih sposobnosti, ima direktan uticaj na izbor modela javno-privatnog partnerstva, kao i na uspeh celokupnog projekta.
LL@(17078) REFERENCE Š1Ë Akintoye A, Beck M, Hardcastle C: Public Private Partnerships: Managing Risks and Opportunities, Blackwell Publishing Company, 2003. => LITERATURA Š1Ë Akintoye A, Beck M, Hardcastle C: ~~~ Public Private Partnerships:
LL@(17079) Š2Ë Benković S, Milosavljević M, Barjaktarović Rakočević S: Partnerstvo javnog i privatnog kapitala u finansiranju infrastrukturnih projekata, Megatrend revija, Vol. 7 (2), 2010. => Managing Risks and Opportunities, Blackwell Publishing Company, 2003. Š2Ë Benković S, Milosavljević M, Barjaktarović Rakočević S: ~~~ Partnerstvo javnog i privatnog kapitala u finansiranju infrastrukturnih projekata, Megatrend revija, Vol. ~~~ 7 (2), 2010. Š3Ë Deloitte:
LL@(17080) Š3Ë Deloitte: Closing Americas Infrastructure Gap: The Role of Public Private Partnership, A Deloitte Research Study, 2009. => Closing Americas Infrastructure Gap: ~~~ The Role of Public Private Partnership, A Deloitte Research Study, 2009. Š4Ë European Commission:
LL@(17081) Š4Ë European Commission: Guidelines for Successful Public-Private Partnerships, January 2003. => Guidelines for Successful Public-Private Partnerships, January 2003. Š5Ë Finerty J:
LL@(17082) Š5Ë Finerty J: Project Financing-Asset Based Financial Engineering, Wiley & Sons Inc, New Jersey, 2007. => Project Financing-Asset Based Financial Engineering, Wiley & Sons Inc, New Jersey, 2007. Š6Ë Gil N, Beckman S:
LL@(17083) Š6Ë Gil N, Beckman S: Infrastructure Meets Business: Building New Bridges, Mending Old Ones, California Management Review, Vol. 51, No. 2, 2009. => Infrastructure Meets Business: ~~~ Building New Bridges, Mending Old Ones, California Management Review, Vol. ~~~ 51, No. 2, 2009. Š7Ë Jupp B:
LL@(17084) Š7Ë Jupp B: Working Together: Creating a Better Environment for Cross-sector Partnership, Demos, London, 2000, pp. 13-14. => Working Together: ~~~ Creating a Better Environment for Cross-sector Partnership, Demos, London, 2000, pp. 13-14. Š8Ë Merna T, Njiru C:
LL@(17085) Š8Ë Merna T, Njiru C: Financing Infrastructure Projects, Thomas Telford Publishing, London, 2002. => Financing Infrastructure Projects, Thomas Telford Publishing, London, 2002. Š9Ë Miller J. B:
LL@(17086) Š9Ë Miller J. B: Applying Multiple project Procurement Methods to a Portfolio of Infrastructure Projects, Procurement Systems: A Guide to Best Practice in Construction, E&N Spon, 1999. => Applying Multiple project Procurement Methods to a Portfolio of Infrastructure Projects, Procurement Systems: ~~~ A Guide to Best Practice in Construction, E&N Spon, 1999. Š10Ë Mullin S:
LL@(17087) Š10Ë Mullin S: Public-Private Partnerships and State Economic Development, US Economic Development Administration, Philadelphia, 2004. => Public-Private Partnerships and State Economic Development, US Economic Development Administration, Philadelphia, 2004. Š11Ë The World Bank and the International Finance Zadovoljavanjem ovih preduslova postiže se kranji cilj partnerstva, a to je povećanje efikasnosti projekta Corporation:
LL@(17088) Š11Ë The World Bank and the International Finance By meeting these preconditions the ultimate goal of partnership is achieved the improved project efficien Corporation: Investing in the Environment, The World Bank, Washington, D.C, 1992. => Investing in the Environment, The World Bank, Washington, D.C, 1992. ~~~ Merenje efikasnosti KM projekata UDK: ~~~ 005.94/.
LL@(17089) Measuring Effectivness of KM Projects UDC: 005.94/.95 ; 330.341:005.336.4 Prabhakar Tunuguntla 1, Sanja Berjan 2 1 Al Gihaz Contracting, KSA, prabhakar.tu¿gmail.com 2 Coca Cola HBC, sanjaberjan¿hotmail.com XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia In todays ever changing global economy organizations are finding it difficult to stay competitive. => ; 330.341:005.336.4 Prabhakar Tunuguntla 1, Sanja Berjan 2 1 Al Gihaz Contracting, KSA, prabhakar.tu¿gmail.com 2 Coca Cola HBC, sanjaberjan¿hotmail.com XII Internacionalni Simpozijum SymOrg 2010, 09.-12. ~~~ Jun 2010, Zlatibor, Srbija U savremenoj globalnoj ekonomiji koju odlikuju neprestane promene, organizacijama teško polazi za rukom da održe svoju konkurentsku poziciju.
LL@(17090) Under these circumstances it is no wonder that organizations are considering Knowledge Management (KM) as one of the possible solutions. => U ovim okolnostima sasvim je razumljivo što organizacije smatraju da Upravljanje znanjem (KM) može da predstavlja moguće rešenje.
LL@(17091) The success stories and benefits reaped by some organizations through effective Knowledge management luring others to impalement one or the other KM systems. => Priče o uspehu i koristima koje su postigle neke organizacije putem efikasnog upravljanja znanjem navode i druge organizacije da primene neki od sistema KM.
LL@(17092) It is difficult to determine if a particular KM project is successful or not, as many of the benefits are cumbersome to quantify and subjective in its nature. => Nije lako odrediti da li je neki KM projekat uspešan ili nije, pošto se mnoge koristi teško mogu kvantifikovati, a i subjektivne su po svojoj prirodi.
LL@(17093) Also, some organizations leave the projects midway as they fail to see financial benefits of the implementation. => Dešava se i da neke organizacije napuste projekat na pola puta pošto nisu shvatile finansijske koristi od njegove primene.
LL@(17094) In this paper we discuss various methods and metrics to monitor KM project implementation and to develop a methodology to determine impact of KM project on financial results. => U ovom radu raspravljamo o različitim metodima i metrikama pomoću kojih možemo da pratimo primenu KM i da razvijamo metodologiju kojom ćemo odrediti uticaj projekta KM na finansijske rezultate.
LL@(17095) We categorized these metrics into Three groups; first group of metrics focuses on measuring Knowledge acquisition (the amount of information), second group on measuring effectiveness of KM systems (easy to access, system response time) and third group of metrics focuses on measuring success of overall project. => Ove metrike smo klasifikovali u tri grupe: prvom grupom merila meri se sticanje znanja (količinu informacija), drugom merimo efikasnost KM sistema (lak pristup, vreme odziva), a treća služi za merenje uspešnosti celokupnog projekta.
LL@(17096) In the process of developing methodology to identify impact of KM on financial results, we proposed a methodology similar to Event Study methodology used to measure abnormal stock returns caused by firm specific as well as economy wide events. ~~~ 1. => U procesu razrade metodologije za merenje uticaja KM na finansijske rezultate, predlažemo metodologiju sličnu metodologiji Event Study (studija događaja) kojom su mereni neuobičajeni prinosi po akcijama koji su posledica specifičnosti frme, ali i događajima u privredi. 1.
LL@(17097) Introduction At the very beginning of this article we give basic definitions of terms which will be used: measure is A reference standard or sample used for the quantitative comparison of properties, e.g., the standard kilogram is maintained as a measure of mass, while metric is A system of related measures that facilitates the quantification of some particular characteristic. ~~~ It is obvious that measure with no comparison gives very little or no information at all, thus this paper will deal with metrics for Knowledge Management (KM) initiatives. => Uvod Na samom početku ovoga rada ponudićemo osnovne definicije termina koje ćemo koristiti: mera predstavlja referntni standard ili uzorak koji se primenjuje u kvantitativnom poređenju odlika, na primer, standard kilogram predstavlja meru mase, dok metrika (merilo)znači sistem povezanih mera koji olakšava kvantifikaciju nekih osobenih karakteristika jasno je da mera koja nema nikakvo poređenje daje ili veoma mali broj informacija ili ih uopšte ne daje; stoga ćemo se u ovom radu baviti metrikom kad govorimo o inicijativama u upravljanju znanjem (KM).
LL@(17098) Before tackling questions on KM we must give definition on Intellectual Capital (IC). => Pre nego što se latimo problematike KM, moramo i da definišemo intelektualni kapital (IC).
LL@(17099) In recent years many scientist are challenged to give standardized definition of IC as it became necessity of modern business. => Poslednjih godina mnogi naučnici su pokušali da daju neku standardizovanu definiciju IC pošto je on postao neophodan u savremenom poslovanju.
LL@(17100) According to the definition given by Steven M.H. Wallman, SEC commissioner, IC are assets currently valued at zero on the balance sheet and represents not only human brain power, brand name or trademarks but also assets bought long ago, booked at historic price but during time transformed into prime real estate. => Steven M.H. Wallman, komesar SEC, IC predstavlja imovinu koja se trenutno vrednuje kao nula u bilansima stanja i predstavlja ne samo ljudsku pamet, robnu marku ili marke, već i sredstva (imovinu) kupljena odavno, evidentirana u knjigama po tadašnjoj ceni, ali koja su se tokom vremena pretvorila u prvorazrednu imovinu.
LL@(17101) Another definition of intellectual capital is given by Brooking (1996). => Drugu definiciju intelektualnog kapitala dao je Brooking (1996):
LL@(17102) Intellectual capital is the term given to the combined intangible assets which enable the company to function. => 
LL@(17103) In todays ever changing global economy many companies rely on intellectual assets in order to generate revenue, like software companies where products are developed and delivered electronically. => Intelektualni kapital je naziv za udruženi nematerijalni kapital koji omogućava kompaniji da funkcioniše. proizvođači softvera čiji se proizvodi razvijaju i isporučuju elektronskim putem.
LL@(17104) Therefore, now days it became obvious that companys balance sheet shows only part of companys value. => Stoga je danas postalo jasno da bilans stanja jedne kompanije predstavlja samo deo njene vrednosti.
LL@(17105) Having said this, it is clear that tangible assets are loosing their dominance in front of intangible assets and importance of proper measurement of their value is raising many accounting questions, especially in the field of brand names, production process, distribution channels, trade secrets etc. => Kad ovo kažemo, jasno je da materijalni kapital (sredstva) gube svoj dominantni položaj u korist nematerijalnog kapitala, a značaj pravilnog merenja njihove vrednosti otvara mnoga računovodstvena pitanja, posebno u oblasti robne marke, proizvodnih procesa, kanala distribucije, poslovnih tajni, itd.
LL@(17106) Business writer William Davidov (The Virtual Corporation) says: Theres a need to move to a new level in accounting, one that measures companys momentum in terms of market position, customer loyalty, quality,etc. => Autor William Davidov (Virtuelna korporacija) kaže: ~~~ Potrebno je da pređemo na novi nivo u računovodstvu, na nivo kojim se meri momentum kompanije u smislu njene pozicije na tržištu, lojalnosti njenih potrošača, kvaliteta, itd.
LL@(17107) By not valuing these dynamic perspectives, we are misstating the value of a company as badly as we were making mistakes in addition. ~~~ 2. => Ako ne merimo ove dinamičke perspektive, pogrešno ćemo predstaviti vrednost kompanije i još ćemo grešiti i u daljim procenama. 2.
LL@(17108) KM metrics Process of measuring intangible assets (IC) is connected with KM initiatives, as it is assumed the outcome of KM initiative has impact on IC. => Metrika KM Proces merenja nematerijalnih sredstava (IC) povezan je sa inicijativama KM, pošto se smatra da rezultati KM inicijativa utiču na IC.
LL@(17109) Impact of KM initiative can be decribed by different approaches, such as: 1. => Uticaj definisanju KM inicijative može se pristupiti na nekoliko načina, na primer: ~~~ 1.
LL@(17110) House of Quality, (Hauser & Clausing 1988) 2. => House of Quality, (Hauser & Clausing, 1988) 2.
LL@(17111) Benchmarking approach (American Productivity Center (APQC)) 3. => Benchmarking ( American Productivity Center (APQC)) U današnjoj globalnoj ekonomiji koja se neprestano menja kompanije se oslanjaju na intelektualni kapital kako bi stvorile prinose, kao što to, na primer, rade 3.
LL@(17112) Balance Scorecard, (Kaplan and Norton 1996) 4. => Balance Scorecard, (Kaplan i Norton, 1996) 4.
LL@(17113) Intangible Asset Monitor (IAM), (Karl-Erik Sveiby 1986-87) 5. => Intangible Asset Monitor (IAM), (Karl-Erik Sveiby, 1986-87) 5.
LL@(17114) Scandia Navigator, (Edvinsson&Malone 1997) 6. ~~~ IC Index (Roos, Dragonetti&Edvinsson 1998) 7. => Scandia Navigator, (Edvinsson & Malone, 1997) 6. IC Index (Roos, Dragonetti & Edvinsson, 1998) 7.
LL@(17115) Technology Broker (brooking 1996) 8. => Technology broker (brooking, 1996) 8.
LL@(17116) Citation-weighted Patents (Hall, Jaffe&Trajtenberg 2000) Some of these methods will be disscuses here, while others are beyod the scope of this paper. objectives and define which best practices can be successfully implemented. => Citation-weighted Patents (Hall, Jaffe & Traj tenberg, 2000). ~~~ O nekim navedenim metodima biće reči u ovom radu, drugi prevazilaze obim ovoga rada.
LL@(17117) House of Quality is presented in a form of matrix with a shape of a house, where roof of house represent relationships while walls characterize processes. => House of Quality (kuća kvaliteta) predstavljena je u obliku matrice u obliku kuće, gde krov kuće predstavlja odnose, a zidovi označavaju procese.
LL@(17118) Left wall of the house, which are outcomes of KM initiative, represents goals and objectives whereas right walls of house stand for weights of the outcomes. => Levi zid kuće, koji predstavlja rezultate KM inicijative predstavlja ciljeve, dok desni zidovi kuće predstavljaju pondere tih rezultata.
LL@(17119) Center of the house stands for correlations between the metrics and the performance outcomes. => Centar kuće predstavlja korelacije između metrike i rezultata učinka.
LL@(17120) By analyzing those correlations management can decide on which areas of KM to focus in order to achieve highest results and influence overall performance of the company. => Analizom ovih korelacija menadžment može da odluči kojim oblastima KM treba posvetiti posebnu pažnju da bi se postigli najbolji rezultati i uticalo na ukupnu uspešnost kompanije.
LL@(17121) This matrix actually measure how customers desires are linked to companys capabilities. => Ovom matricom se u stvari meri u kakvoj su vezi su želje potrošača i sposobnosti kompanije.
LL@(17122) Example of House of Quality is available at http://www.qfdonline.com/templates/qfd-and-house-of-quality-templates/. => Primer House of Quality može se posmatrati na adresi http://www.qfdonline.com/templates/qfd-and-houseof-quality-templates/.
LL@(17123) This method is also recognized as Quality Function Deployment (QFD) since it is using matrix to correlate customer needs with capabilities of company to satisfy those needs. => Ovaj metod se naziva i Uspostavljanje (Quality Function Deployment QFD) pošto koristi matricu da izvrši korelaciju između želja potrošača i mogućnosti kompanije da zadovolji te želje.
LL@(17124) More details are available at http://www.qfdi.org/ . ~~~ This tool concentrates on maximizing customer satisfaction by translating customers needs into business processes throughout company. ~~~ Furthermore, it compares with competition and optimizes features which are delivering biggest competitive advantage to the company. => Detaljniji prikaz može se videti na adresi http://www.qfdi.org/. funkcije kvaliteta Ova alatka se posebno bavi maksimizovanjem zadovoljstva potrošača tako što prevodi njihove potrebe u poslovne procese u celoj kompaniji. [ta više, ona služi i za poređenje sa konkurencijom i za optimizovanje onih odlika koje će kompaniji doneti nejveću konkurentsku prednost.
LL@(17125) Benchmarking originates from Xerox Business Systems in the late 1970s when Japanese companies where able to produce similar products with lower price and better quality, then those produced in USA. => Benchmarking (poređenje) vodi poreklo od Xerox Business Systems s kraja 1970ih godina kada su japanske kompanije uspele da proizvedu slične proizvode jeftinije, ali kvalitetnije nego što su proizvodi proizvedeni u SAD.
LL@(17126) Therefore, Xerox wanted to explore if it is possible to imitate work done by competition. => Stoga su u Xerox-u želeli da ispitaju da li je moguće imitirati ono što radi konkurencija.
LL@(17127) Two general types of benchmarking exists, one is internal and the other external. => Postoje dva opšta tipa benčmarkinga, interni i eksterni.
LL@(17128) An internal benchmarking deal with comparison of departments within same organisation while external compares different companies. => Interni benčmarking bavi se poređenjem sektora unutar jedne iste kompanije, dok eksterni služi za poređenje između kompanija.
LL@(17129) Essentially, benchmarking is comparison tool identifying best practices within comparable sectors and emulates them in order to achieve the highest results. => U suštini, benčmarking je alatka za poređenje kojom se prepoznaju najbolje prakse u okviru sektora koji se porede i onda se one imitiraju u cilju da se prevaziđu i da se time postignu najbolji rezultati.
LL@(17130) American Productivity and Quality Center (APQC) benchmarking methodology was developed in 1993 and it is known as one of leading methods for successful benchmarking. => Metodologija benčmarkinga koju je razvio Američki centar za produktivnost i kvalitet (American Productivity and Quality Center APQC) nastala je 1993. godine i postala je jedan od vodećih metoda za uspešni benčmarking.
LL@(17131) The KMAT was developed by APQC and Arthur Andersen in 1995 as a tool for selfassessment. => KMAT su razvili APQC i Arthur Andersen 1995. godine kao alatku za samo-ocenivanje.
LL@(17132) Main idea behind this method is to classify companies to be compared with, identify strategic The Balance scorecard method (BSC) was developed by Kaplan and Norton in 1996 with an aim to help organisations in achieving equilibrium between their vision and real life targets, presented by performance indicators. => Glavna ideja kod ovog metoda jeste da se klasifikuju kompanije s kjima ćemo se porediti, da se identifikuju strategijski ciljevi i da se odredi koje najbolje prakse se mogu uspešno primeniti. ~~~ Balance Scorecard method (izbalansirana tabela podataka BSC) su razvili Kaplan i Norton 1996. godine s ciljem da pomognu organizacijama da uspostave ravnotežu između svoje vizije i ciljeva u realnom životu, pomoću pokazatelja učinka.
LL@(17133) These indicators are spread between following dimensions: Customer, Financial, Internal Business Processes and Learning and Growth. => Pokazatelji su raspoređeni između sledećih dimenzija: potrošač, finansijski, unutrašnji poslovni procesi i učenje i rast.
LL@(17134) Within each dimension, further development in the area of the goals, metrics, targets and initiatives is possible. => U okviru svake dimenzije moguće je dalje razvijati oblast ciljeva, metriku, neposrednih ciljeva i inicijative.
LL@(17135) For example, if we observe financial dimension, goal can be profitability growth as a major goal to be achieved; metrics can be monitored in some specific area like change in net margin; target is particular result to be achieved e.g. growth in profit margin in amount of 3%; initiatives are projects or actions which helps achieving desired goals. => Na primer, ako posmatramo finansijsku dimenziju, naš glavni cilj može da bude rast profitabilnosti; metrika se može pratiti u nekoj specifičnoj oblasti kao što je promena neto marže; neposredni cilj je jedan određeni rezultat koji treba ostvariti, na primer, rast profita od 3%; inicijative su projekti ili aktivnosti pomoću kojih ćemo postići željene ciljeve.
LL@(17136) Even though this method was imagined as performance improvement metrics, it can also serve as strategic management system, since each organisation can adapt it to its own needs. => Iako je ovaj metod zamišljen kao metrika za poboljšanje učinka, može da se koristi i kao sistem strategijskog menadžmenta, pošto svaka organizacija može da ga prilagodi svojim sopstvenim potrebama.
LL@(17137) Therefore, each BSC method should be custom made for each and every organisation. => Stoga svaki BSC metod treba da bude rađen po meri svake organizacije ponaosob.
LL@(17138) Now days some tools and templates are available to help organisations implement BSC initiative. at his prof. => Danas neke alatke i strukture (templates) koriste se kao pomoć organizacijama u primeni inicijative BSC.
LL@(17139) Sveiby It is interesting to mention similar method called Intangible Asset Monitor (IAM) developed by KarlErik Sveiby in 1986-87 in Sweden, since both concepts are developed independently of each other. => Treba pomenuti jedan sličan model koji se naziva Intangible Asset Monitor (monitor nematerijalnog kapitala IAM) koji je razvio Karl-Erik Sveiby 1986-87. godine u [vedskoj, pošto su ovi koncepti razvijeni nezavisno jedan od drugog.
LL@(17140) Similarities and differences are explained by author of IAM himself, website http://www.sveiby.com/articles/BSCandIAM.html. => Sličnosti i razlike objasnio je sam autor IAM, profesor Sveiby, na svom sajtu http://www.sveiby.com/articles/BSCandIAM.html.
LL@(17141) In this article we will just mention that both methods categorize intangible dimensions into four, both agree on idea that strategy must be the driver of the metrics designed, change should be measured and both approaches should improve learning and growth. => U ovom radu mi ćemo samo pomenuti da oba modela razvrstavaju nematerijalne dimenzije u četiri kategorije, oba se slažu u tome da strategija treba da bude pokretač metrike koju su razvili, promenu treba meriti, i oba pristupa treba da posluže da se poboljša učenje i rast.
LL@(17142) On the other hand Svieby says: the origins and the foundations of the concepts beneath the surface are very different. => S druge strane, Sveiby kaže:poreklo i osnove koncepata veoma se razlikuju kad se pogleda ispod površine.
LL@(17143) I would like to think of the IAM as more of a Knowledge Era measuring instrument, whereas I regard the BSC as more Industrial Era. => Voleo bih da razmišljam o IAM više kao o mernom instrumentu za eru znanja, dok BSC više shvatam kao instrument industrijske ere.
LL@(17144) Therefore BSC users will probably develop non-financial indicators that are different from those using the Intangible Assets Monitor. ~~~ Swedish insurance company Scandia published in 1994, together with annual report, additional report called Visualizing Intellectual Capital in Skandia (Skandia, 1995) which opened new area in the field of measuring intellectual capital. => Stoga će korisnici BSC verovatno razviti ne-finansijske pokazatelje koji će se razlikovati od onih koji primenjuju Intangible Asset Monitor. [vedska osiguravajuća kompanija Scandia objavila je 1994. godine uz svoj godišnji izveštaj i još jedan izveštaj, Vizuelizacija intelektualnog kapitala u Skandiji (Skandia, 1995) kojim je otvoreno novo razdoblje u oblasti merenja intelektualnog kapitala.
LL@(17145) This broadened form of accounting resulted Scandias ability to transform in tellectual capital into financial capital. => Prošireni oblik obračunavanja omogućio je Skandiji da intelektualni kapital pretoči u finansijski kapital.
LL@(17146) At Skandia the intellectual capital ratios are grouped into major focus areas: the Customer focus, the Process focus, the Human focus and the Renewal & Development focus, presented in the Picture 1. => Raciji intelektualnog kapitala grupisani su u Skandiji u glavne foku sne oblasti: fokus potrošača, fokus procesa, ljudski fokus i fokus obnavljanja i razvoja, kako je predstavljeno na slici 1.
LL@(17147) Reason for giving the name Navigator is twofold: firstly, it should guide an organization how to manage intellectual assets and secondly, it should guide people through set of measures that represent the true resources, capabilities, and future potential of an organization. => Razlog što je je ovaj pristup dobio naziv Navigator je dvostruk: prvo, on treba da pokaže organizaciji kako da upravlja intelektualnim kapitalom, a drugo, on treba da sprovede ljude kroz skup mera koje predstavljaju stvarne resurse, sposobnosti i budući potencijal organizacije. (Izvor:
LL@(17148) Picture 1: Scandia Navigator (Source: Visualizing Intellectual Capital in Skandia, Supplement to Scandias 1994 Annual Report) 3. => Vizuelizacija intelektualnog kapitala u Skandiji, dodatak Godišnjem izveštaju Skandije za 1994. godinu) Slika 1. ~~~ Skandijin Navigator 3.
LL@(17149) Quantifying KM benefits Wen-der Yu et.al (Quantifying benefits of knowledge management system - A case study of an engineering consulting firm, published in ISARC 2006) developed quantitative benefit models for KM systems. => Kvantifikovanje koristi od KM Wen-der Yu i dr., (Kvantifikovanje koristi od sistema upravljanja znanjem studija slučaja jedne konsultantske firme u oblasti mašinstva, objavljena u ISARC, 2006) razvili su modele kvantitativne koristi za sisteme KM.
LL@(17150) These models quantify 3 types of benefits. => Pomoću ovih modela kvantifikuju se 3 tipa koristi.
LL@(17151) Where in data was collected through questionnaires answered by KM system users. (1) ~~~ Time benefit Saving of time (TB) required to solve a problem with KMS (NDS) compared to with the time required in the traditional process (NDT) TB% = (NDT -NDS) X 100/ NDT (2) Man Hour benefit Saving of man-hours required (MHB) to solve a problem with KMS (STT) compared with the man hours required in the traditional process (TTT). => Podatke smo prikupili pomoću upitnika upućenog korisnicima KM sistema. (1) Vremenska korist ušteda vremena (TB) zahtevala je da se reši problem primenom KMS (NDS) u poređenju sa vremenom potrebnim u tradicionalnom procesu (ND1) TB% = (NDT -NDS) X 100/ NDT (2) Korist čovek-čas ušteda u satima ljudskog rada (MHB) u rešavanju problema primenom KMS (STT) u poređenju sa satima ljudskog rada potrebnim u tradicionalnom procesu (TTT).
LL@(17152) Traditionally the problem is solved via meeting. => Na tradicionalan način, problem se rešava na sastancima.
LL@(17153) Where as in KMS, the problem is posted in a Community Of Practice (COP) and all members of COP participate in discussion to solve problem. => Kod KMS problem se postavlja pred Zajednicu u praksi (Community of Practice COP) i svi članovi COP učestvuju u raspravi kako bi rešili problem.
LL@(17154) Thus man hour benefit is derived from avoidance of meetings. => Tako se korist od uštede u satima rada izvodi iz napostojanja potrebe za sastancima.
LL@(17155) MHB% = (TTT STT) * 100 / TTT TTT = NDT * (MPT * OT * ∆%) + (MNT * MTT * MPNT) STT= ΣORTS + HRTS + FATS Where, TTT is total man hours required to solve problem traditionally NDT is working days required for traditional problem solving process MPT is number of participants in traditional process OT average daily working hours of meeting participants ∆% is the average percentage of daily working hours spent by meeting participants in solving problem MNT is the total number of meting required to solve problem MTT is total number of meeting required to solve problem (3) Cost benefit The cost benefit measures difference of cost between traditional approach (TTC) and KMS (STC) approach. => MHB% = (TTT STT) * 100 / TTT TTT = NDT * (MPT * OT * ∆%) + (MNT * MTT * MPNT) STT= ΣORTS + HRTS + FATS gde TTT = ukupni sati ljudskog rada da bi se problem rešio na tradicionalan način NDT = radni dani potrebni za tradicionalni način rešavanja problema MPT = broj učesnika u tradicionalnom procesu OT = prosečni broj radnih sati dnevno na sastancima učesnika ∆% = ukupni procenat radnih sati dnevno koje učesnici provode u rešavanju problema MNT = ukupni broj sastanaka potreban da se problem reši MTT = ukupni broj sastanaka potrebnih da se problem reši. (3) Kost-benefit odnos trošak-korist meri razliku u trošku između tradicionalnog pristupa (TTC) i KMS (STC) pristupa.
LL@(17156) CB% = (TTC STC)* 100/TTT TTC = ŠNDT*(MPT*OT* ?%) + (MNT*MTT*MPT)Ë * EAP STC = ŠΣORTS + FATSË* EAP Where, EAP is the average hourly salary of the participants ($/hr) TTC is the total cost of problem solving in traditional approach ($) STC is total cost of problem solving in KMS approach 4. => CB% = (TTC STC)* 100/TTT TTC = ŠNDT*(MPT*OT* ?%) + (MNT*MTT*MPT)Ë * EAP STC = ŠΣORTS + FATSË* EAP gde EAP = prosečna plata učesnika po satu ($/h) TTC = ukupni troškovi rešavanja problema primenom tradicionalnog pristupa ($) STC = ukupni troškovi rešavanja problema primenom KMS pristupa 4.
LL@(17157) Estimation of ROI of KM projects In 2003, BEI consulting developed Cost / Benefit model to evaluate Return On Investment of (ROI) of KM initiatives. => Procena ROI za projekte KM Godine 2003. BEI consulting razvio je kost-benefit model za ocenjivanje prinosa na investicije (ROI) za inicijative KM.
LL@(17158) Cost / benefit method divides benefits into two main categories, those are: 1. => Kost-benefit model razvrstava koristi (benefite) na dve glavne kategorije, a to su:
LL@(17159) Tangible benefits like increased quantity of work, cost savings, faster product cycle time etc. => 
LL@(17160) 2. => 1.
LL@(17161) Intangible benefits like increased customer satisfaction, quality of decisions, employee satisfaction etc. ~~~ Tangible Costs are categorized into: Purchase cost, Implementation cost (including change manage ment), Maintenance cost. => Materijalne koristi, kao što je povećani kvalitet rada, uštede u troškovima, kraće vreme proizvodnog ciklusa, itd. ma), troškovi održavanja.
LL@(17162) Further these costs are subdivided into: 1. => Ove troškove dalje možemo podeliti na: ~~~ 1.
LL@(17163) Sunk Costs (Costs expended to date on the status quo alternative that are not recoverable) the paper suggests that Sunk costs should not be included in the actual ROI calculation 2. => Prošli troškovi (troškovi učinjeni do sada pri status quo alternativi, i oni se ne mogu povratiti) u radu se predlaže da ove troškove ne treba obuhvatiti proračunom stvarnog ROI. 2.
LL@(17164) Recurring and non recurring costs 3. => Troškovi koji se ponavljaju i oni koji se ne pona vljaju. 2.
LL@(17165)  => Nematerijalne koristi, kao što su povećano zadovoljstvo potrošača, kvalitet odluka, zadovoljstvo zaposlenih, itd. 3.
LL@(17166) Cost avoidance (cost avoidance is term used to describe those costs that are avoided by selecting a particular alternative To summarize the model following table is prepared: Year s g n i v a S t s o C e c n a d i o v A t s o C s t s o C Purchase Development Transition Maintenance Purchase Development Transition Maintenance Sub Total (1) Purchase Development Transition Maintenance Sub Total (2) Return Per Year (1-2) s w o l F n I h s a C s w o l f t u O h s a C ROI = (A-B)/B Total A B (A-B) 5. => Izbegavanje troškova (ovo je termin kojim se opisuju troškovi koji su izbegnuti izborom određene alternative) Materijalne koristi kategorišu se kao: kupovna korist, korist od primene (uključujući upravljanje promena Da bismo sumirali ovaj model, pripremili smo sledeću tabelu: ~~~ Godina Ukupno a m i v o k š o r t u a d e t š U a v o k š o r t e j n a v a g e b z I i v o k š o r T Kupovina Razvoj Tranzicija Održavanje Kupovina Razvoj Tranzicija Održavanje Pod zbir (1) Kupovina Razvoj Tranzicija Održavanje Pod zbir (2) Prinos po godini (1-2) v i l i r p i k s n i v o t o G i v i l d o i k s n i v o t o G ROI = (A-B)/B A B (A-B) 5.
LL@(17167) Methodology to determine impact of KM projects on financial results The earlier methods that are used to determine ROI and benefit quantification used qualitative data as input. => Metodologija za određivanje uticaja KM projekata na finansijske rezultate Stariji metodi korišćeni za određivanje ROI i kvantifikacija koristi kao inpute su koristili kvalitativne podatke.
LL@(17168) Also these methods consider Knowledge Management projects as stand alone. => Ovi metodi takođe posmatraju projekte upravljanja znanjem kao izolovane.
LL@(17169) As research suggest KM projects are more effective when KM project implementation objectives are aligned with overall business objectives of the firm. => Kako pokazuje istraživanje, projekti KM su efikasniji kada se ciljevi primene KM projekata usklade sa ukupnim ciljevima firme.
LL@(17170) Keeping this concept in mind we propose a methodology to confirm impact of KM projects on financial results. => Imajući ovaj koncept u vidu, predlažemo metodologiju kojom će se potvrditi uticaj projekata KM na finansijske rezultate.
LL@(17171) Some of the terms used in the methodology are Return on Capital Employed (ROCE): It is a ratio that indicates the efficiency and profitability of a companys capital investments. => Neki termini koji se koriste u ovoj metodologiji su sledeći: ~~~ Prinos po uposlenom kapitalu (Return on Capital Employed ROCE): to je odnos koji pokazuje efikasnost i profitabilnost kapitalnih investicija kompanije.
LL@(17172) ROCE should always be higher than the rate at which the company borrows, otherwise any increase in borrowing will reduce shareholders earnings. => ROCE uvek treba da bude viši nego stopa po kojoj kompanija pozajmljuje, inače će svako povećanje pozajmice umanjiti zaradu akcionara.
LL@(17173) ROCE is Calculated as, ROCE Market Beta (ββ) Beta is a statistical measure which indicates risk of a stock. => ROCE se izračunava na sledeći način Market Beta (ββ) Beta je statistička mera koja pokazuje rizik akcija.
LL@(17174) It measures volatility of individual stock with respect to the market. => Njome se meri volatilnost pojedinačne akcije u odnosu na tržište.
LL@(17175) Beta is calculated from historical stock prices through regression analysis. => Beta se izračunava iz prvobitne cene akcija putem regresivne analize.
LL@(17176) By definition, the market has a beta of 1.0. => Po definiciji, tržište ima betu od 1,0.
LL@(17177) A stock that swings more than the market over time has a beta above 1.0. => Akcija koja osciluje više nego tržište ima betu veću od 1,0.
LL@(17178) If a stock moves less than the market, the stocks beta is less than 1.0 Assumptions 1. => Ako akcija osciluje manje nego tržište, njena beta ima vrednost nižu od 1,0. ~~~ Pretpostavke 1.
LL@(17179) Knowledge management has impact on many areas of firm operation thus effects over all profitability of companies 2. => Upravljanje znanjem utiče na veliki broj oblasti rada jedne firme i time utiče na ukupnu profitabilnost kompanija. 2.
LL@(17180) Only firm wide implementation is considered as starting point for study 3. => Početna tačka studija podrazumeva samo prime nu širom firme. 3.
LL@(17181) Benefits of Knowledge management can not be realized in shorter duration, thus a period of approximately 2 years to be studied 4. => Koristi od upravljanja znanjem ne mogu se ostvariti na kratak rok, tako da period proučavanja mora da bude oko 2 godine 4.
LL@(17182) As Knowledge management is mostly internal affair of a company, Return on Capital Employed (ROCE) is considered as a measure instead of market price (used in Event study methodology) Methodology Step - 1: Event Window Event window is the period during which firms ROCE is observed. => Pošto je upravljanje znanjem uglavnom unutrašnja stvar kompanije, merom se smatra prinos po uposlenom kapitalu (ROCE) umesto tržišna cena (primenjeno u metodologiji studije događaja). ~~~ Metodologija Korak 1: ~~~ Aspekt događaja Aspekt događaja predstavlja period tokom koga se posmatra ROCE jedne firme.
LL@(17183) Each event widow consists of financial quarters. => Svaki aspekt sastoji se od finansijskih četvrtina.
LL@(17184) We selected quarter as measurement because most of the firms publish quarterly financial results. => Izabrali smo četvrtinu kao meru zati što većina firmi objavljuje svoje finansijske rezultate kvartalno.
LL@(17185) By using this legal data we can calculate ROCE. => Primenom pravih podataka možemo da izračunamo ROCE.
LL@(17186) The quarter in which firm wide KM project implementation started is considered as quarter Zero. => Četvrtina u kojoj je počela opšta primena upravljanja znanjem smatra se nultom četvrtinom.
LL@(17187) Quarterly ROCEs before implementation is estimation window and Quarterly ROCEs after implementation is started as post event window Event window 1 Š-1, 0, +1Ë Event window 2 Š-2, 0, +2Ë Event window 3 Š-4, 0, +4Ë Event window 4 Š-8, 0, +8Ë Step 2: Estimation of normal return Normal return is expected ROCE if the KM project is not implemented. => Kvartalni ROCE pre ove primene jeste prikaz procene, a kvartalni ROCE posle primene počinje kao aspekt posle događaja. ~~~ Aspekt događaja 1 Š-1, 0, +1Ë Aspekt događaja 2 Š-2, 0, +2Ë Aspekt događaja 3 Š-4, 0, +4Ë Aspekt događaja 4 Š-8, 0, +8Ë Korak 2:
LL@(17188) In order to calculate normal ROCE we can use industrial average ROCE. => Procena normalnog prinosa Normalnim prinosom se smatra očekivani ROCE ukoliko se KM ne primeni.
LL@(17189) ROCEE = βf * ROCEI Where, ROCEE = Expected / Normal ROCE of firm that is studied βf = Market Beta of firm ROCEI = Industrial average of ROCE Step 3: Calculation of abnormal return Abnormal returns are the returns from the capital employed because of KM implementation. => Za izračunavanje normalnog ROCE koristićemo industrijski prosečni ROCE ROCEE = βf * ROCEI gde ROCEE = očekivani / normalni ROCE firme koju posmatramo βf = tržišna beta firme ROCEI = industrijski prosek ROCE Korak 3:
LL@(17190) This is difference in estimated / normal ROCE and actual ROCE. => Izračunavanje abnormalnih prinosa Abnormalni prinosi su prinosi od kapitala uposlenog zbog primene KM.
LL@(17191)  => On predstavlja razliku između procenjenog / normalnog ROCE i stvarnog ROCE ROCEA = ROCEO - ROCEE gde ROCEA = abnormalni ROCE firme koju posmatramo ROCEO = posmatrani ROCE ROCEE = Procenjeni / normalni ROCE Korak 4:
LL@(17192) ROCEA = ROCEO - ROCEE Where, ROCEA = Abnormal ROCE of firm that is studied ROCEO = Observed ROCE ROCEE = Estimated / normal ROCE Step 4: Calculation of cumulative abnormal return (CAR) Cumulative Abnormal return on Capital employed is calculated as ROCE CAR = T2 π i= T1 (1+ROCEAi) * (1+ROCEA(i-1))-1Ë Where, ROCEAi is abnormal ROCE of ith quarter ROCEA(i-1) is cumulative product of abnormal returns of all quarters prior to ith quarter 6. => Izračunavanje kumulativnog abnormalnog prinosa (CAR) Kumulativni abnormalni prinos po kapitalu izračunava se na sledeći način: ~~~ ROCE CAR = T2 π i= T1 (1+ROCEAi) * (1+ROCEA(i-1))-1Ë gde ROCEAi = abnormalni rOCE za itu četvrtinu ROCEA(i-1) = kumulativni proizvod abnormalnih prinosa svih četvrtina pre ite četvrti 6.
LL@(17193) Conclusion A positive CAR indicates successful KM project implementation while negative CAR shows unsuccessful KM project implementation. => Zaključak Pozitivna vrednost CAR pokazuje da je primena KM bila uspešna, dok negativna vrednost znači da je primena projekta bila neuspešna.
LL@(17194) It is crucial to note that negative CAR does not mean that Knowledge management is leading to losses. => Od suštinskog značaja je činjenica da negativna vrednost CAR ne znači da KM dovodi do gubitaka.
LL@(17195) Instead companies should focus on other means and ways to stay competitive. => Umesto toga, kompanije treba da se fokusiraju na druga sredstva i načine da sačuvaju konkurentnost.
LL@(17196) This paper gives an overview of some methods known so far in theory and practice, at the same time proposing method which needs to be tested and validated by studying results of companies that implemented KM projects. => U ovom radu predstavili smo pregled nekih do sada poznatih metoda u teoriji i praksi i istovremeno predložili metod koji treba proveriti i vrednovati proučavanjem rezultata koje su postigle kompanije koje su primenile KM projekte. [ta više, primenu tržišne bete za izračunavanje normalnog prinosa (ROCE) takođe treba testirati. ~~~ LITERATURA Š1Ë A. Kankanhalli, B.C.Y. Tan, Knowledge management metrics:
LL@(17197) Furthermore, the use of market Beta to calculate normal return (ROCE) also needs to be validated. => A review and directions for future research (2005) Š2Ë Chris Collison, Geoff Parcell, Learning to Fly:
LL@(17198) BIBLIOGRAPHY Š1Ë A. Kankanhalli, B.C.Y. Tan, Knowledge management metrics: A review and directions for future research (2005) Š2Ë Chris Collison, Geoff Parcell, Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations , Willey (2001, 2004) Š3Ë John Ragsdale, The ROI of Knowledge management Building a case for KM investments An Executive insight from Service Support Professional association, (2008) Š4Ë Kimiz Dalkir, Knowledge Management in Theory and Practice, Elsevier Butterworth-Heinemann (2005) Š5Ë Luthy, D.H. Intellectual capital and its measurement, paper presented at the Asian Pacific Interdisciplinary Research in Accounting (APIRA) Conference, Osaka, (1998) Š6Ë Scandia, Visualizing Intellectual Capital in Skandia, Supplement to Scandias 1994 Annual Report, (1995) Managing Knowledge-Based Initiatives, Elsevier Butterworth-Heinemann (2008) Š8Ë Tom Tobin, The insiders guide to Knowledge Š7Ë Stacy Land, management RIO, A service white paper (2003) Management of Receivables in Function of Support to Business Success UDC: 658.14/.17 ; 657.21 Snežana P. Knežević, Veljko Dmitrović, Marko Jovanović, Tijana Obradović Faculty of Organizational Sciencies, Belgrade The aim of this study is to identify the fundamental segments for the proper receivables management. => Practical Knowledge Management from Leading and Learning Organizations , Willey (2001, 2004) Š3Ë John Ragsdale, The ROI of Knowledge management Building a case for KM investments An Executive insight from Service Support Professional association, (2008) Š4Ë Kimiz Dalkir, Knowledge Management in Theory and Practice, Elsevier Butterworth-Heinemann (2005) Š5Ë Luthy, D.H. Intellectual capital and its measurement, paper presented at the Asian Pacific Interdisciplinary Research in Accounting (APIRA) Conference, Osaka, (1998) Š6Ë Scandia, Visualizing Intellectual Capital in Skandia, Supplement to Scandias 1994 Annual Report, (1995) Š7Ë Stacy Land, Managing Knowledge-Based Initiati ves, Elsevier Butterworth-Heinemann (2008) Š8Ë Tom Tobin, The insiders guide to Knowledge ma nagement RIO, A service white paper (2003) Upravljanje potraživanjima od kupaca u funkciji podrške uspešnosti poslovanja UDK: ~~~ 658.14/. ~~~ ; 657.21 Snežana P. Knežević, Veljko Dmitrović, Marko Jovanović, Tijana Obradović Faculty of Organizational Sciencies, Belgrade Cilj ovog rada je identifikovanje fundamentalnih segmenata za adekvatno upravljanje potraživanjima od kupaca.
LL@(17199) Adequate collection of receivables is generally, after profitability, the second most important measure of success of business. => Adekvatna naplata potraživanja je generalno, posle profitabilnosti, druga najznačajnija mera uspešnosti poslovanja preduzeća.
LL@(17200) Therefore, companies are obliged to carefully take account of their balance of trade and to manage them properly, so that the companys liquidity would not be called into question. ~~~ 1. => Stoga su, preduzeća u obavezi da veoma pažljivo vode računa o svom saldu potraživanja od kupaca i da njima adekvatno upravljaju, kako likvidnost preduzeća ne bi bila dovedena u pitanje. 1.
LL@(17201) Introduction The subject of this paper includes the key aspects of the management of receivables collecting from the customers, since thay are one of the most important liquid assets of a company. => Uvod Predmet istraživanja ovog rada čine ključni aspekti upravljanja naplatom potraživanja od kupaca, koja predstavljaju jedno od najznačajnijih likvidnih sredstava preduzeća.
LL@(17202) An adequate collecting of receivables from customers requires a high quality accounting system. => Za adekvatno upravljanje potraživanjima od kupaca neophodan je kvalitetan računovodstveni sistem.
LL@(17203) The receivables from customers are a very important component of investments into circulating assets which needs to be converted into another form cash assets through receivables collecting, and in as short a time as possible. => Potraživanja od kupaca predstavljaju veoma važnu komponentu ulaganja u obrtnu imovinu, za koju je najbitnije da se u što kraćem roku konvertuje u drugi oblik novčana sredstva kroz naplatu potraživanja.
LL@(17204) At any moment of the companys operations the profits earned may be trapped in stock supplies or in debtors, thus becoming unavailable to the company. => U bilo kom trenutku poslovanja preduzeća, ostvareni profit može biti zarobljen u zalihama ili dužnicima, čime postaje nedostupan preduzeću.
LL@(17205) As a balance component, the receivables (from the aspect of the company as a supplier) represent the inflows that will in future come as a compensation for the products, goods and services sold, however, with the risks emerging as possible non-negotiable receivables. => Potraživanja kao bilansna pozicija (sa aspekta preduzeća u ulozi dobavljača) predstavljaju prilive koji će u budućnosti uslediti kao nadoknada za prodate proizvode, robu i usluge, ali uz rizike koji se javljaju kao moguća nenaplativa potraživanja.
LL@(17206) An adequate collection of receivables is a significant precondition for an efficient business doing of any company. => Adekvatna naplata potraživanja predstavlja značajan preduslov za efikasno poslovanje svakog preduzeća.
LL@(17207) Planning cash flows, a timely adjusting of cash inflows and outflows, is impossible without an adequate planning of collecting receivables from customers, on a daily basis. => Planiranje novčanih tokova gotovine, te usklađivanje priliva i odliva gotovine, vremenski sinhronizovano, nemoguće je bez adekvatnog planiranja naplate potraživanja od kupaca i to na dnevnom nivou.
LL@(17208) The above mentioned is even more important in the conditions of the economic crisis and the problems with the company solvency. => Navedeno dobija još više na značaju u uslovima ekonomske krize, te problema sa likvidnošću preduzeća.
LL@(17209) Cash is indispensable when business is to expand or short-term financial problems are to be overcome. => Gotovina je neophodna za proširenje obima poslovanja ili za prevazilaženje kratkoročnih finansijskih poteškoća.
LL@(17210) The sold products, goods or services mean income for the company, and will mean an inflow when the sales are cashed. (the most important issue in an accounting dealing with income is to define the moment in which the incomes are recognized. => Prodati proizvodi, roba ili usluge znače za preduzeće prihod, a priliv će biti kada se izvršena prodaja naplati. (Najvažnije pitanje pri računovodstvenom obuhvatanju prihoda je odrediti momenat kada se vrši priznavanje prihoda.
LL@(17211) The recognition of the income from the transactions of the sales of goods, service delivery and the usage of the entity assets by the others are treated by the International Accounting Standard (IAS) 18 Incomes. => Priznavanje prihoda za transakcije prodaje robe, pružanje usluga i korišćenje sredstava entiteta od strane drugih tretira Međunarodni računo vodstveni standard (MRS) 18 Prihodi.
LL@(17212) Under this standard, income is recognized when the inflow of the future economic benefits into the entity is probable, and when these benefits can be realiably/positively measured. => 
LL@(17213) See more in Š1Ë). ~~~ Making it possible for the customers to make deferred payment has an important role in income generation, however, the consequence may be the rise of costs and a delay in receiving money. => U skladu sa ovim standardom, prihod se priznaje kada je priliv budućih ekonomskih koristi u entitet verovatan, a te koristi se mogu pouzdano izmeriti. [ire videti u Š1Ë.) Omogućavanje plaćanja kupcima na odložen rok ima značajnu ulogu u generisanju prihoda, ali to ima za posledicu porast troškova i odlaganja primanja novca kao posledicu.
LL@(17214) Contrary to this, that is, in the circumstances when the company takes the money from the customers before it delivers the goods or a service to them, it is liable to deliver these goods or services in a defined period of time. ~~~ Every company will tend to collect their receivables as soon as possible and without losing their customers. => U suprotnom slučaju, odnosno u okolnostima kada preduzeće uzme novac od potrošača, pre nego što im dostavi robu ili izvrši usluge, to stvara obavezu da im obezbedi tu robu ili usluge u određenom periodu Sva preduzeća teže da naplate svoja potraživanja što je pre moguće bez gubljenja kupaca.
LL@(17215) Customers are becoming an ever more important factor in the growth of the business in the conditions of globalization. => Kupci postaju sve važniji faktor za rast biznisa u uslovima globalizacije.
LL@(17216) Š2Ë A relative importance of receivables from customers as a percentage of their total assets depends on a number of factors, such as: company business (competence), season, whether the company supports long-term financing, the defined credit policy, etc. => Š2Ë Relativni značaj potraživanja od kupaca preduzeća kao procenat ukupne aktive zavisi od većeg broja faktora kao što su: delatnost preduzeća, doba godine, od toga da li preduzeće podržava dugoročno finansiranje, od koncipirane kreditne politike i drugo.
LL@(17217) The practice of deferred payment is considered to be one aspect of crediting. => Praksa dogovorenog odloženog plaćanja smatra se jednim vidom kreditiranja.
LL@(17218) The receivables from customers, dependant and associated legal persons and other buyers in the country and abroad and on the basis of the sales of products, goods and services belong to the short-term receivables category. ~~~ 2. => Potraživanja od kupaca zavisnih i povezanih pravnih lica i ostalih kupaca u zemlji i inostranstvu po osnovu prodaje proizvoda, robe i usluga spadaju u kategoriju kratkoročnih potraživanja. 2.
LL@(17219) Identifying key segments of receivables management Circulating assets are made up of three parts, namely: 1) stock supplies, 2) receivables from customers and other receivables, and 3) cash and cash equivalents. => Identifikovanje ključnih segmenata upravljanja potraživanjima od kupaca Obrtnu imovinu (cirkulirajuću aktivu) čine tri dela i to: ~~~ 1) zalihe, 2) potraživanja od kupaca i druga potraživanja i 3) gotovina i gotovinski ekvivalenti.
LL@(17220) Each of the assets is characterised by a different level of solvency. => Svaki od imovinskih oblika ima različit stepen likvidnosti.
LL@(17221) The liquidity of assets is defined by: 1) the time span in which the assets will be transformed into money (cash); 2) the number of phases one type of assets has to pass in order that it should be transformend into cash; 3) the risk level that these assets will ever be transformed into liguid assets. => Likvidnost sredstava je određena: ~~~ 1) vremenskim periodom za koji će imovina biti tran sformisana u novac; 2) brojem faza kroz koje treba da prođe odnosno sredstvo kako bi se transformisalo u novac; 3) stepenom rizika da će ta imovina uopšte biti tran sformisana u likvidnu imovinu.
LL@(17222) Receivables from customers should be viewed through several segments (Figure 1). => Potraživanja od kupaca treba posmatrati kroz nekoliko segmenata (ilustracija 1.).
LL@(17223) In order that the important differences between the types of receivables from customers, they are classed into three groups: 1) unrecovered debts (usual date of maturity); 2) bills of exchange received; and 3) other receivables from customers. => Da bi se uvidele značajne razlike između potraživanja od kupaca ona se klasifikuju na tri grupe: ~~~ 1) nenaplaćena potraživanja (uobičajeni rok naplate), 2) menična potraživanja i 3) ostala potraživanja od kupaca.
LL@(17224) Unrecovered debts are a result of the sales of products, goods or services, and the companies usually expect to collect these receivables within 30 to 60 days. => Nenaplaćena potraživanja nastaju kao rezultat prodaje proizvoda, robe ili usluga a preduzeća uobičajeno očekuju da naplate ova potraživanja u roku od 30 do 60 dana.
LL@(17225) Naturally, the time of payment can, under the contract signed or according to the usual business practice between the customer and the seller, be shorter or longer. => Naravno, rok naplate shodno ugovornom odnosu ili uobičajenoj poslovnoj praksi između kupca i prodavca može biti i kraći ili duži.
LL@(17226) The bill of exchenge as an instrument and a security of payment has a twofold function: (1) instrument of payment and (2) instrument of security of collecting receivables. => Menica kao instrument plaćanja i obezbeđenja plaćanja, u upotrebi ima dve funkcije: (1) instrument plaćanja i (2) instrument obezbeđenja naplate potraživanja.
LL@(17227) The bill is issued as an evidence of liability. => Menica se emituje kao dokaz da postoje obaveze.
LL@(17228) It is issued for a period of 60 to 90 days or longer. => Odnosi se na period od 60 do 90 dana ili duže.
LL@(17229) Figure 1. => Ilustracija 1.
LL@(17230) Receivables from customers per segments of observation Other receivables from customers refer to the activities that are not the result of business operations, e.g., debiting the customers for overdraft interest. => Potraživanja od kupaca po segmentima posmatranja Ostala potraživanja od kupaca se odnose na aktivnosti koje nisu rezultat operativnog poslovanja kao npr. zaduženje kupaca za zateznu kamatu.
LL@(17231) Two accounting problems related to unrecovered receivables (debts) are: 1. => Dva računovodstvena problema koja se odnose na nenaplaćena potraživanja od kupaca jesu:
LL@(17232) The moment of recording the unrecovered receiv ables from customers; and 2. ~~~ Valuating of unrecovered receivables from cus tomers. => 1. momenat evidentiranja nenaplaćenih potraživa nja od kupaca i 2. vrednovanje nenaplaćenih potraživanja od ku paca.
LL@(17233) The initial recording of unrecovered receivables is the moment when the realization is invoiced. => Inicijalno evidentiranje nenaplaćenih potraživanja nastaje momentom fakturisane realizacije.
LL@(17234) The sales discounts reduce receivables from customers. => Prodajni popusti smanjuju potraživanja od kupaca.
LL@(17235) The seller may offer conditions, such as discounts, to motivate the buyer to make earlier payments. => Prodavac može da ponudi uslove koji podstiču ranije plaćanje tako što će odobriti popust.
LL@(17236) For example, the 2/10 conditions mean that the customer qualifies for a 2% discount if he pays in a period not later than 10 days. => Primera radi, uslovi 2/10, podrazumevaju da kupac dobija 2% popusta ukoliko plati u roku od 10 dana.
LL@(17237) The recovery of goods from the customer also reduces the unrecovered receivables. => Povrat robe od kupca takođe smanjuje nenaplaćena potraživanja.
LL@(17238) Relevant for the valuation of receivables is the net re8alized value, that is, in practice (1) invoice value, or (2) invoice value reduced for the amount of estimated sum that is considered unrecoverable. ~~~ (Pointed out by Marko Fabris, consultant.) ~~~ An important issue that has to be answered is: in which way should a company report the receivables from cus tomers in its financial statements. ~~~ This is sometimes rather difficult since part of these will remain uncollected. => Za vrednovanje potraživanja relevantna je neto realizovana vrednost, tj. u praksi (1) fakturna vrednost, ili (2) fakturna vrednost umanjena za iznos procenjenog iznosa koji je nenaplativ. (Podvukao Marko Fabris, konsultanat.) Važno pitanje na koje treba odgovoriti jeste: kako preduzeće treba da prikaže potraživanja od kupaca u finansijskim izveštajima, što je ponekad veoma teško, jer će deo ovih potraživanja ostati nenaplativ.
LL@(17239) The issue seems to be even more complax if we have in mind that financial statements present a financial standing and financial results of the entity (IAS-1), which are the issue of interest of a number of stakeholders (internal and external) for the purpose of economic decision making. => Pitanje se čini još složenijim ako se ima u vidu da finansijski izveštaji predstavljaju finansijsku poziciju i finansijske rezultate entiteta (IAS-1), za šta je zainteresovano više interesnih grupa (internih i eksternih) u svrhu donošenja ekonomskih odluka.
LL@(17240) Although each buyer is obliged to fulfill the credit conditions set by the seller, it inevitably happens that he may not be in a position to do so, as the buyer has experienced a fall in sales due to the aggravation of economic conditions on the market. => Iako je svaki kupac u obavezi da ispuni kreditne uslove prodavca, neminovno se dešava da kupac možda neće moći da ispuni svoju ugovornu obavezu jer je doživeo pad obima prodaje zbog pogoršanja ekonomskih uslova na tržištu.
LL@(17241) The accounting practice uses two methods to define uncollected receivables: 1. => Računovodstvena praksa koristi dve metode za određivanje nenaplativog potraživanja:
LL@(17242) Estimate of the management (In estimating uncollected receivables the management needs the information support of the financial-accounting and legal sectors in the company); and 2. => 1. ~~~ Procena rukovodstva (Za podršku rukovodstvu u proceni nenaplativih potraživanja neophodna je informaciona podrška Finansijsko-računovodstvene i pravne službe u preduzeću); i 2.
LL@(17243) The percentage of due receivables, i.e., more than 60 or 180 days, i.e., in accordance with the accounting policy. tors especially focus upon the following moments in the testing phase: a) the company (partnership) failed to adequately defer incomes from sales, hence the incomes from sales and receivables from customers are overrated; b) the company failed to apply correctly or did not apply at all the correct exchange rate to exports receivables (receivables from customers in foreign exchange); and c) the company (partnership) failed to test the negotiability of the receivables, that is, failed to calculate the correction of the value in accordance with the ruling accounting policies. => Kao procenat dospelih potraživanja, tj. više od 60 dana ili 180 dana, tj. u skladu sa računovodstvenom politikom.
LL@(17244) It is of special importance that the managers in the company, supported by the financial accounting function, identify their economic liability and the social importance of auditing and submit valid data to the persons conducting external auditing.) => Za otpis nenaplativog potraživanja mogu se koristiti dve metode: (1) metoda direktnog otpisivanja i (2) metoda usaglašavanja. prihodi od prodaje i potraživanja od kupaca; b) nije uopšte ili ispravno urađeno kursiranje ino-potraživanja (potraživanja od kupaca u stranoj valuti) i c) preduzeće (društvo) nije testiralo naplativost potraživanja, odnosno nije obračunalo ispravku vrednosti saglasno važećim računovodstvenim politikama.
LL@(17245) When accounts are classified by maturity, anticipated losses for receivables are identified by adding a percentage on the basis of previous experience, as a total for each category. ~~~ The longer the period of customers debt, the lesser the probability that the debt will be collected. => Od posebne važnosti je da menadžeri u preduzeću uz podršku računovodstveno-finansijske funkcije prepoznaju svoju ekonomsku obavezu i društveni značaj revizije, te u tom smislu pružaju validne podatke licima koja obavljaju poslove eksterne revizije.) Kada se računi klasifikuju po dospeću, identifikuju se očekivani gubici na potraživanjima dodavanjem procenta na osnovu prethodnog iskustva, u zbiru za svaku kategoriju. [to je veći period dugovanja kupaca, manja je verovatnoća da će on biti naplaćen.
LL@(17246) The result is that the estimated percentage of uncollected receivables rises in accordance with the number of days by the currency. => Kao rezultat ovoga, procenjeni procenat nenaplaćenih potraživanja se povećava u skladu sa brojem dana preko valute.
LL@(17247) Generally speaking, the receivables analysis should include the folowing aspects: Two methods can be implemented to write off the unrecovered debts: (1) the method of direct write-off; and (2) the method of reconciliation/settlement. a) receivables structure according to maturity; b) receivables structure by debtors (customers); In case of the method of direct write-off, if the company finds that an account is not negotiable, it assigns it to expenditures, due to the fact that receivables are valueless, that is, the company deals with the income statement. ~~~ The implementation of the reconciliation method in entering various (impaired) receivables means that the level of uncollected receivables is assessed at the end of every accounting period. => Načelno govoreći, analiza potraživanja trebalo bi da uključi sledeće aspekte: a) strukturu potraživanja prema dospeću; b) strukturu potraživanja prema dužnicima (kupci ma); c) strukturu potraživanja prema iznosima na koje glase; Primenom metode direktnog otpisivanja, u slučaju da preduzeće utvrdi da je neki račun nenaplativ, ono ga pripisuje rashodima zbog obezvređenosti potraživanja, odnosno tretira bilans uspeha. d) strukturu potraživanja prema vrsti poslovne transakcije na koju se odnose proizvodima i usluzi ili za svaku grupu sličnih proizvoda i usluga; Primena metode usaglašavanja prilikom knjiženja različitih (problematičnih) potraživanja podrazumeva da se na kraju svakog obračunskog perioda vrši procena visine nenaplaćenih potraživanja.
LL@(17248) Unlike the former method, this method allows for a better reconciliation of incomes and expenditures in the income statement. => Time se, za razliku od prve metode, omogućava bolje usaglašavanje rashoda i prihoda u bilansu uspeha.
LL@(17249) The analysis of receivables is a basic precondition of an adequate receivables managemnt and for that purpose the company should work out an audit of receivables by currency (maturity), which will serve as a report on the maturity distribution of uncollected receivables. ~~~ (When auditing the financial documentation of a company for which they are conducting the auditing activity, the auditors pay special attention to the analysis of the age and quality of receivables from customers. => Analiza potraživanja predstavlja osnovnu pretpostavku za adekvatno upravljanje potraživanjima, a u tu svrhu, preduzeće treba da uradi pregled potraživanja po valutama (dospeća), što predstavlja izveštaj o starosnoj strukturi nenaplativih potraživanja. (Revizori u toku obavljanja kontrole finansijske dokumentacije preduzeća za čiji račun obavljaju poslove revizije, posebnu pažnju poklanjaju analizi starosti i kvaliteta potraživanja od kupaca.
LL@(17250) It is important to note that in identifying the risks for the receivables from customers balance sheet position the audi c) receivables structure according to the amounts due; d) receivables structure according to the type of the business transaction they refer to products and service or for each group of similar products and services; e) receivables structure according to the territory they were incurred on, that is, according to geographical regions; f) structure of key debtors (customers). => Bitno je naglasiti i to da su za revizore u toku identifikovanja rizika za bilansnu poziciju potraživanja od kupaca bitni sledeći momenti u fazi testiranja: a) preduzeće (društvo) nije adekvatno razgraničilo prihode od prodaje, te su time precenjeni e) strukturu potraživanja prema teritoriji na kojoj su nastala, odnosno različitim geografskim oblastima; f) strukturu ključnih dužnika (kupaca).
LL@(17251) Under the International Financial Reporting Standards IFRS 8 the business segments within the information on the segments to be disclosed include the information on the key customers, since they are the source of a significant risk concentration. => Prema Međunarodnom standardu finansijskog izveštavanja IFRS 8 segmenti poslovanja, u okviru informacija o segmentima koje treba obelodaniti, nalaze se informacije o glavnim kupcima, jer oni predstavljaju značajnu koncentraciju rizika. 3.
LL@(17252) 3. ~~~ Credit policy and receivables liquidity rating The creation of credit policy is an important segment of an adequate receivables management. => Kreditna politika i procena likvidnosti potraživanja od kupaca Kreiranje kreditne politike predstavlja važan segment u adekvatnom upravljanju potraživanjima od kupaca.
LL@(17253) A critical point in the process is making a decision as to who qualifies to be granted a credit and who does not. => U tom smislu, kritičnu tačku u tom procesu predstavlja odluka o tome, kome treba odobriti kredit, a kome ne.
LL@(17254) If the credit policy is too strict, it may result in the fall of sales; however, if it is too loose, the company may grant a credit to a customer who will pay it off either very late or never. => Ukoliko je kreditna politika suviše oštra, može dovesti do pada obima prodaje, a ukoliko je suviše la bava, može dovesti preduzeće u situaciju da odobri kredit nekom kupcu koji će platiti ili veoma kasno ili nikada.
LL@(17255) The basics of the credit policy are the following: 1. => Osnovni elementi kreditne politike jesu: ~~~ 1.
LL@(17256) Conditions of sale; 2. => Uslovi prodaje; 2.
LL@(17257) Credit standards and their analysis; and 3. => Kreditni standardi i njihova analiza; i 3.
LL@(17258) Receivables collection policy. => Politika naplate potraživanja.
LL@(17259) The conditions of sale mean that the following ahve to be defined: 1) the credit period, 2) the discount period, 3) discount for cash, and 4) credit instruments. => Pod uslovima prodaje podrazumeva se određivanje: ~~~ 1) kreditnog perioda, 2) diskontnog perioda, 3) kasaskonta, i 4) kreditnih instrumenata.
LL@(17260) Usual in the business practice are deferred payments in a defined term whose time span is conditioned by a usual business practice, by the stability of economic conditions, by the business stability of a company, etc. => U poslovnoj praksi uobičajena su odložena plaćanja u određenom roku čija je dužina uslovljena uobičajenom poslovnom praksom, stabilnosti ekonomskih prilika, poslovne stabilnosti jednog preduzeća i drugo.
LL@(17261) The length of the credit period is affected by various factors such as: demand, profitability and standardization, credit risk, competition, sales volume, customer type, etc. => Na dužinu kreditnog perioda utiču razni faktori kao što su: tražnja, profitabilnost i standardizovanost, kreditni rizik, konkurencija, volumen prodaje, tip kupaca i drugo.
LL@(17262) The discount period is a period during which the customers qualify for a discount for cash that is a discount on the sales price of the product, goods and services granted to the customer who observes the terms of payment and pays timely. => Diskontni period predstavlja period u okviru koga kupci mogu da koriste kasa-skonto koji predstavlja popust na prodajnu cenu proizvoda, robe i usluge, koji se odobrava kupcu ukoliko plati u tom roku.
LL@(17263) The credit instruments are the records on indebtedness. => Kreditni instrumenti predstavljaju evidenciju o zaduženosti.
LL@(17264) The most frequently encountered credit instrument is the invoice with the delivery note sent to the customer together with the products and signed by the customer as the evidence that he has received the goods or products. => Najčešće je formalni instrument kredita faktura (račun invoice) sa otpremnicom koja se šalje zajedno sa proizvodima i robom kupcima, i koju kupac potpisuje kao dokaz da je preuzeo robu ili proizvode.
LL@(17265) The credit policy is linked with the companys marketing strategy. => Kreditna politika je veoma povezana sa marketing strategijom konkretnog preduzeća.
LL@(17266) The best way to increase the income is to attract a larger number of customers or increase the volume of sale. => Najbolji način za povećanje prihoda jeste pridobijanje većeg broja kupaca ili povećanje obima prodaje.
LL@(17267) For that purpose, it is necessary that the company should implement a consistent marketing strategy that finds an adequate customer profile for the product or a service provided by the company. => U tu svrhu, neophodno je primenjivati doslednu marketing strategiju koja pronalazi odgovarajući profil kupca za proizvod ili uslugu preduzeća.
LL@(17268) In creating the sales policy it is necessary that selected marketing strategies for increasing the number of customers should be observed, for example: 1) attracting new customers in order to increase the market share; 2) incraesing the market demand by drawing a larger number of customers to the market, and 3) capturing new markets in order to increase the number of customers. => Prilikom kreiranja prodajne politike, neophodno je da se uvaže odabrane marketing strategije za povećanje broja kupaca kao na primer: ~~~ 1) privlačenje novih kupaca radi povećanja učešća na tržištu, 2) povećanje zahteva tržišta dovođenjem većeg broja kupaca na tržište i 3) osvajanje novih tržišta kako bi se povećao broj novih kupaca.
LL@(17269) If companies wish to reduce losses in sales, they may reduce the standard conditions for granting credit. => Ukoliko preduzeća žele da smanje gubitke u prodaji mogu da redukuju standardne uslove za odobravanje kredita.
LL@(17270) They even may demand from certain customers to provide letters of credit (in this country, letters of credit are generally used in external transactions) or bank guarantees. => Ona mogu čak i da zahtevaju od pojedinih kupaca da obezbede akreditive (u našoj zemlji, akreditivi se uglavnom koriste u odnosima sa inostranstvom) ili bankarske garancije.
LL@(17271) A letter of credit is such an instrument of payment by which the issuing bank, i.e., the originating bank is bound to effect the payment or authorise another bank (correspondent bank) to pay to the third party the beneficiary of the letter of credit, upon the advice of the instructing party, on commission on its own behalf and for the benefit of the client-customer, or for its own benefit (on its own behalf and benefit), on the basis of signed documents and according to contracted conditions (or without documents). => Akreditiv predstavlja instrument plaćanja kojim se banka izdavalac tj. akreditivna banka obavezuje da po nalogu nalogodavca, komisiono u svoje ime, a za račun komitenta-klijenta, ili za sopstveni račun (u svoje ime i za svoj račun) na osnovu dogovorenih dokumenata prema ugovorenim uslovima (ili bez dokumenata) obavi plaćanje ili dâ ovlašćenje drugoj banci (korespodentna banka) da izvrši plaćanje trećem licu korisniku akreditiva.
LL@(17272) Under the Obligation law, the bank guarantee is a written statement by which the bank is obliged to pay the due sum to the guarantee beneficiary in case the third party does not fulfill its obligation on maturity, and on condition the conditions stated in the guarantee are satisfied. => Bankarska garancija prema Zakonu o obligacionim odnosima predstavlja pismenu izjavu kojom se banka obavezuje prema primaocu garancije korisniku da će mu u slučaju da mu treće lice ne ispuni obavezu o dospelosti, izmiriti obavezu ako budu ispunjeni uslovi navedeni u garanciji.
LL@(17273) High risk bearing customers may be required to pay a larger portion of the sum in cash prior to the delivery of goods or products or prior to the service delivery. => Od izuzetno rizičnih kupaca, može se zahtevati da veći deo plate u gotovini pre momenta isporuke robe i proizvoda ili realizacije usluge.
LL@(17274) Besides, the companies may demand that banks and suppliers issue references on the basis of which they can rate the customers financial solvency. => Pored toga, preduzeća mogu da zahtevaju reference od banaka i dobavljača, kako bi odredila njihovu platežnu sposobnost.
LL@(17275) In case of new customers, it is important that their references are closely examined, whereas for the existing customers it is important that their financial solvency is checked periodically. => Za nove kupce je posebno važno detaljno ispitati njihove reference a za postojeće kupce je bitno periodično proveravati finansijske mogućnosti (statuse) postojećih kupaca.
LL@(17276) Š3Ë The companies may grant a hire-purchase sale in exchange for the formal credit instruments already mentioned as a form of accounts receivables known as bills of exchange. => Š3Ë Preduzeća mogu da odobre prodaju na kredit u zamenu za formalne kreditne instrumente već pomenute kao oblik potraživanja od kupaca poznate kao menice.
LL@(17277) A bill of exchange is a written promise that a defined amount of money will be paid on request or in a defined time. => Menica predstavlja pisano obećanje da će određeni iznos novca biti plaćen po zahtevu ili u određeno vreme.
LL@(17278) Bills of exchange are used in cases where the value of the business transaction exceeds the usual limits as well as in clearing the uncollected receivables. => Menice se koriste u slučajevima kada vrednost poslovne transakcije prevazilazi uobičajene limite i prilikom saldiranja nenaplaćenih potraživanja.
LL@(17279) The bill of exchange states a nominal amount that incorporates the sum due and the interest receivable. => Menica glasi na nominalni iznos koji inkorporira iznos potraživanja i obračunatu kamatu.
LL@(17280) Bills of exchange can be stored until their maturity date and then the value of the bill receivables from the customer with accrued interest is due to be collected. => Menice se mogu čuvati do njihovog datuma dospeća, i tada vrednost menice potraživanje od kupaca uvećano za kamatu prispeva na naplatu.
LL@(17281) If the drawee fails to answer his obligations, the drawer (person to be paid) has to take appropriate steps. => Ukoliko se desi da trasat menice (platac) ne izvrši svoje obaveze, transant (lice kome treba da bude plaćeno) mora da primeni odgovarajuće mere.
LL@(17282) The bill of exchange is paid when the drawee pays the total sum on the date if its maturity. => Menica je isplaćena kada je trasat isplati u celosti na dan njenog dospeća.
LL@(17283) It is the obligation of companies to state their accounts receivable in their financial statements correctly. => Preduzeća bi trebalo da u finansijskim izveštajima pravilno iskazuju potraživanja od kupaca.
LL@(17284) It is especially important that quality and risky and contested receivables be stated separately so that the financial statement at the end of the period, or balance sheet, should show a realistic state of the assets. => Posebno je važno da se odvojeno prikazuju kvalitetna a posebno ugrožena sumnjiva i sporna potraživanja, kako bi izveštaj o finansijskoj poziciji na kraju perioda tj. bilans stanja prikazivao realnu sliku imovine.
LL@(17285) The credit standards are the minimum conditions the customer has to fulfill in order that he should be granted to buy on credit. => Kreditni standardi predstavljaju minimalne uslove koje kupac mora da ispuni da bi mu se odobrila prodaja na kredit.
LL@(17286) Here it is important to analyse the customers character on the basis of how he answered his financial obligations to the suppliers in the previous period, as well as whether suppliers have any disputes in court with him and if so, how they were resolved. => U tom smislu, posebno je važno analizirati karakter kupca na osnovu toga kako je izvršavao finansijske obaveze prema dobavljačima u prethodnom periodu, kao i to da li dobavljači protiv njega vode sudske sporove i u čiju korist su oni rešeni. žno sposobnih potrošača.
LL@(17287)  => Drugim rečima, on pokazuje koliko se puta prosečno tokom godine naplate potraživanja.
LL@(17288)  => Obrazac za njegovo izračunavanje je sledeći:
LL@(17289) The credit analysis is about collecting credit information on the customer, followed by an analysis. => Kreditna analiza obuhvata prikupljanje kreditnih informacija o kupcu, a potom i njihovu analizu.
LL@(17290) The credit granting companies should define the payment period and present it to their customers, with special attention paid to the terms of payment offered by the competition. => Preduzeća koja odobravaju kredite treba da definišu period otplate i da ga prezentuju svojim kupcima, pri čemu posebno moraju da vode računa o rokovima plaćanja koje daju konkurenti.
LL@(17291) For example, they may grant the same terms as the competition and simultaneously offer a substantial discount to the customers who effected their payments in a period shorter than the credit period granted. => Primera radi, može se dati isti rok kao kod konkurenata, ali istovremeno i ponuditi značajan popust za one kupce koji bi obavezu izmirili u kraćem roku od kreditiranog.
LL@(17292) The commercial credit is an important instrument of financing a company and has so far been thoroughly studied in the relevant literature; however, the focus was upon financial subtleties. => Trgovinski kredit je važan instrument finansiranja preduzeća i do sada je u relevantnoj stručnoj literaturi detaljno istraživan ali je fokus bio na finansijskim supstitutima.
LL@(17293) For an adequate receivables management, it is of special importance that a model should be created to identify the response to obligations to suppliers as well as receivables from the customers in case of the changes in the costs of stock, profitability, risk and solvency, respecting all the specific features of the concrete company along the way. turnover and 2) the average receivables collection period. => Za adekvatno upravljanje potraživanjima, od posebne važnosti je da se kreira model koji treba da identifikuje odgovor na obaveze prema dobavljačima i potraživanja od kupaca, prema promenama u troškovima zaliha, profitabilnosti, riziku i likvidnosti, respektujući pritom, sve specifičnosti konkretnog preduzeća.
LL@(17294) Š4Ë The coefficient of accounts receivables turnover serves to test the ability to raise cash from the financially solvent customers. => Kada se uoče problematični kupci, preduzeće preduzima mere da ih opomene putem telefonskih poziva, dopisa a u poslednjoj iteraciji i sudskim tužbama.
LL@(17295) In other words, it shows the average of times per year the receivables are collected. => Preduzeće u cilju poboljšanja uslova prodaje nudi širok spektar komercijalnih i finansijskih popusta.
LL@(17296) The formula to calculate this coefficient is the following: (1) where: ART = accounts receivables turnover; NISC = net income from sales (net incomes from sales make the total sales reduced for the discounts and returns of products and goods) on credit (without changes in stocks of performances); NARCOB = net accounts receivable from cus tomers upon the opening balance; NARCCB = net accounts receivable from cus tomers upon the closing balance. => Da li će recimo preduzeće odobriti rabat, odlučiće na osnovu utvrđivanja oportunitetnog troška iskorišćavanja ponuđenih rabata.
LL@(17297) A higher coefficient means that cash is collected faster or more efficiently. => Naime, ukoliko je korist iskorišćavanja ponuđenog rabata veća od koristi koju bi preduzeće ostvarilo ako bi ta sredstva angažovalo za neku drugu alternativu, preduzeće će odlučiti da iskoristi taj rabat.
LL@(17298) A too high turnover of negotiable receivables, however, may show that the credit policy is too strict, or that the credit period is too short, which may cause a loss in sales to good customers. => Jedan od načina preduzeća za održavanje lojalnosti klijenata je obezbeđivanje podsticaja za kupovinu robe ili usluga, tako što preduzeće prodavac daje nagradne kupone tzv. poene koje klijent može da zameni za diskontovanu robu ili usluge.
LL@(17299) When problem customers are identified, the company takes steps to notify them by phone, in writing, and finally by taking them to court. => Za procenu likvidnosti potraživanja od kupaca, odnosno procenu podataka o naplati koriste se dva finansijska racija i to:
LL@(17300) The average collection period serves to track the average time the debtors need to pay their dues. => 1) koeficijent obrta potraživanja od kupaca i 2) prosečan period naplate potraživanja.
LL@(17301) This indicator is calculated using the following formula: In order to improve the sales conditions the company offers a broad range of commercial and financial discounts. => Š4Ë Koeficijent obrta potraživanja od kupaca služi za testiranje sposobnosti da se prikupi gotovina od plate NPPK + NPKBO NPKZB = OPK gde je: (1) OPK Obrt potraživanja od kupaca; NPPK Neto prihodi od prodaje (neto prihodi od prodaje predstavljaju ukupnu prodaju umanjenu za popuste i povraćaje proizvoda i robe) na kredit (bez promena zaliha učinaka); NPKBO Neto potraživanja od kupaca po bilan su otvaranja; NPKZB Neto potraživanja od kupaca po za ključnom bilansu.
LL@(17302) The company will, for example, decide on offering a trade discount after it has defined the opportunity cost of using the discounts offered. => Ukoliko je ovaj koeficijent viši, znači da se brže, odnosno efikasnije prikuplja gotovina.
LL@(17303) Namely, if the benefits from using such a discount are larger that the benefits the company would have if it engaged these assets in another alternative, the company will decide in favour of the discount. => Međutim, previsok obrt naplativih potraživanja može ukazivati i na to da je preoštra kreditna politika, odnosno da je rok kreditiranja kupaca prekratak, što može uzrokovati gubitak u prodaji dobrim potrošačima.
LL@(17304) (2) where: APRC = average period of receivable collection; NDY = number of days per year; ARTC = accounts receivable turnover coefficient. => Prosečan period naplate potraživanja od kupaca služi za praćenje prosečnog vremena koje je neophodno dužnicima da izmire svoje obaveze.
LL@(17305) One manner in which the companies retain the loyalty of their customers is to provide incentievs for purchasing goods or services in that the seller companies offer coupons the so-called points the client can exchange for dicounted goods or services. => Izračunavanje ovog pokazatelja vrši se pomoću sledećeg obrasca: ~~~ PPNP = BDG KOPK gde je: (2) PPNP Prosečan period naplate potraživanja od kupaca; BDG Broj dana u godini (365); KOPK Koeficijent obrta potraživanja od kupaca.
LL@(17306) The calculation of an average period of collection is an important part of the companys cash management system. => Izračunavanje prosečnog perioda naplate predstavlja važan deo ukupnog sistema upravljanja gotovinom preduzeća.
LL@(17307) Naturally, we also have to bear in mind that the sales cycle may be shorter than a year, which depends on the type of business. => Naravno, treba imati u vidu i to da ciklus prodaje može biti i kraći od jedne godine što zavisi od vrste delatnosti.
LL@(17308) Two financial ratios are used to estimate the receivables liquidity from customers, i.e., the estimate on collection data: 1) coefficient of accounts receivable If the collection period is inordinately long, it may result in the company having to borrow the short-term assets. => Ukoliko je neuobičajeno dugo prosečno vreme naplate, to može prouzrokovati da preduzeće dođe u situaciju da mora da pozajmljuje kratkoročna sredstva.
LL@(17309) In order that the collection period be shortened, customers should be offered different modalities of discounts and those that delay overdue payments should be pressured to pay. => Da bi se skratilo vreme naplate, treba ponuditi različite modalitete popusta kupcima i izvršiti pritisak na kupce koji kasne sa prekovremenim plaćanjem.
LL@(17310) It is, however, important to note that the company should be cautious and selective in its attempts to collect receivables, in order that the customers should not turn to other suppliers, due to excessive pressure. => Međutim, bitno je naglasiti i to da preduzeće naplati potraživanja treba da pristupi oprezno i selektivno, kako se kupci usled preteranog pritiska ne bi preorijentisali na druge dobavljače.
LL@(17311) Receivables collection can be accelerated implementing a broader range of measures such as: 1) setting stricter credit standards, 2) shortening the credit period, 3) lengthening the discount period, 4) raising the percentage of discount for cash, 5) using factoring, and 6) using forfaiting. => Ubrzanje naplate potraživanja od kupaca može se postići primenom šireg spektra različitih mera kao što su: ~~~ 1) pooštravanje kreditnih standarda, 2) skraćenje kreditnog perioda, 3) povećanje diskontnog perioda, 4) povećanjem procenta odobrenog kasa-skonta, 5) korišćenjem faktoringa i 6) korišćenjem forfetinga.
LL@(17312) Factoring is a financial instrument by which the factor (the factoring institution) finances the company on the basis of the future, undue receivables, incurred from the sales of goods or services on the home or export markets. => Faktoring predstavlja finansijski instrument kojim faktor (institucija koja se bavi faktoringom) finansira preduzeće na osnovu budućih, nedospelih potraživanja, proisteklih iz prodaje roba ili usluga na domaćem ili inostranom tržištu.
LL@(17313) Factoring is really useful in the circumstances when the collection cycle is long. => Faktoring je od velike pomoći u okolnostima kada je ciklus naplate dugačak.
LL@(17314) The commission for the factoring companies usually ranges from 1% to 4%. => Provizija za kompanije koje se bave faktoringom uobičajeno se kreće u rasponu od 1% do 4%.
LL@(17315) Mian and Smith (1992) and Smith and Schnucker (1994) argue that factors can manage risk in a considerably more efficient manner, i.e., reduce the risk. => Mian i Smith (1992) i Smith i Schnucker (1994) mišljenja su da faktori mogu da mnogo efikasnije upravljaju kreditnim rizikom, odnosno da smanje isti.
LL@(17316) Forfaiting actually means buying out others debts. => Forfeting zapravo predstavlja otkup tuđih dugova.
LL@(17317) This activities can be performed by banks, insurance companies, and certain other specialized companies. => Ovu aktivnost mogu da obavljaju banke, osiguravajuće kompanije, kao i neke druge specijalizovane kompanije.
LL@(17318) Companies can sell their receivables at a discount to specialized institutions engaged in these operations, which is characteristic of the developed market economies. => Preduzeća mogu da svoja potraživanja od kupaca prodaju uz diskont i specijalizovanim institucijama koje se bave ovim poslovima, što je karakteristično za razvijene tržišne privrede.
LL@(17319) Forfaiting is rather similar to factoring, the difference being in that receivables are sold abroad instead of at home. => Forfeting je veoma sličan faktoringu, a razlika je u tome što se umesto prodaje potraživanja u zemlji radi o prodaji potraživanja u inostranstvu.
LL@(17320) The company exporter of goods sells its receivables abroad to a financial institution engaged in forfeaiting, most often a certain business bank registered for this type of business. => Preduzeće izvoznik robe prodaje svoja potraživanja od kupaca u inostranstvu finansijskoj instituciji koja se bavi forfetingom, a to je najčešće neka poslovna banka koja je registrovana za ovu vrstu posla.
LL@(17321) Factoring usually has a broader range in comparison with forfaiting. ~~~ 4. => Delatnost faktoringa uobičajeno je šira od delatnosti forfetinga. 4.
LL@(17322) Other important issues In order that the modalities of the customers liability towards the company management on the national level should be explained in a comprehensive way, it is important that the following instruments be explained: 1) compensation, 2) cession, 3) assignment. => Ostala aktuelna pitanja Za sveobuhvatno objašnjenje modaliteta upravljanja obavezom kupca prema preduzeću na nacionalnom nivou, bitno je objasniti sledeće instrumente: ~~~ 1) kompenzacija, 2) cesija, 3) asignacija.
LL@(17323) In addition, it is important to note that there is a possibility that re ceivables become obsolete, that they are collected by debt enforcement or a receivables write-off . => Pored toga, značajno je izložiti i mogućnost zastarevanja potraživanja od kupaca, prinudnu naplatu i otpis potraživanja.
LL@(17324) The customer liabilities to the company can cease by compensation. => Obaveze kupca prema preduzeću mogu prestati kompenzacijom.
LL@(17325) Compensation is a way to relieve a client from the obligation by claim offsetting between the debtor and the creditor. => Kompenzacija, odnosno prebijanje predstavlja način gašenja obligacija prebijanjem prestacija (predmeta obaveze) između poverioca i dužnika.
LL@(17326) For this to be obtained, the following conditions are to be met: 1. both receivables are in currency or other exchangeable assets of the same nature and quality; 2. both receivables are mature; 3. a compensation statement or a written submision for compensation is given in; 4. the receivables are mutual; 5. the receivables are compensatory (without any le gal restrictions). => Za to je neophodno da budu ispunjeni određeni uslovi: ~~~ 1. da oba potraživanja glase na novac ili druge za menljive stvari istog roda i kakvoće (kvaliteta); 2. da su oba potraživanja dospela; 3. da se dâ kompenzaciona izjava ili pisani predlog za kompenzaciju; 4. da su potraživanja uzajamna; 5. da su potraživanja kompenzibilna (bez zakonske smetnje).
LL@(17327) If more than two persons participate in the compensation business, we are talking about a multilateral compensation. => Ukoliko u kompenzacionom poslu učestvuje više od dva lica, reč je o multilateralnoj kompenzaciji.
LL@(17328) In many cases, bilateral compensations are replacing the multilateral ones in the conditions of aggravated collection of receivables. => Bilateralne kompenzacije u mnogim slučajevima počinju da zamenjuju multilateralne kompenzacije u okolnostima otežane naplate potraživanja.
LL@(17329) Compensation may be voluntary (contractual) and compulsory. => Kompenzacija može biti dobrovoljna (ugovorna) i obavezna.
LL@(17330) Viewed from another aspect, compensations may be financial (mutual claim offsetting) and commodity ones. => Posmatrajući sa drugog aspekta, kompenzacije mogu biti finansijske (međusobno prebijanje potraživanja i obaveza) i robne.
LL@(17331) In practice, the creditor may be changed as a result of the receivables being assigned by a contract, and this is called cession. => U praksi može doći i do promene poverilaca ustupanjem potraživanja ugovorom, koje se naziva cesija.
LL@(17332) This is a legal process in which three persons participate, two of which are related to the creditor, and one is on the side of the debtor. => U ovom pravnom odnosu učestvuju tri lica od kojih su dva vezana za stranu poverioca a jedan za stranu dužnika, i to su:
LL@(17333) These are: 1. cedent, or assigner the creditor passing his claim to the other person (old creditor); 2. cessionary, or receiver representing the person to whom receivables are transferred (new creditor); 3. cessus the debtor. => 1. cedent, odnosno ustupilac poverilac koji preno si svoje potraživanje (stari poverilac); 2. cesionar, odnosno prijemnik koji predstavlja lice na koje se prenosi potraživanje (novi poverilac) i 3. cesus lice koje je dužnik.
LL@(17334) Cession is characteristic in that it is a two-fold legal and economic business, the contract in which three parties participate the cedent (assigner), on one side, and the receiver (cessionary), by which the cedent passes the receivables due to him from the debtor (cessus) to the cessionary. => Cesija je karakteristična po tome što predstavlja dvostrano pravno-ekonomski posao, odnosno ugovor u kome učestvuju, s jedne strane, ustupilac (cedent) i, s druge strane, prijemnik (cesionar), kojim cedent prenosi na cesionara svoje potraživanje koje ima prema dužniku (cesusu).
LL@(17335) One instrument implemented in clearing the creditor position of the person with an obligation of performance towards the debtor (however he does not perform this obligation personally, but through the third party) is called an assignment transfer. => Jedno od sredstava koje služi da se ugasi poverilački položaj lica koje ima obavezu činidbe prema dužniku, ali činidbu ne vrši lično, već preko trećeg lica, predstavlja asignaciju upućivanje.
LL@(17336) The assignment is a contract by which the assignor authorises the assignee to act on the assignors behalf for the purpose of performing a certain act to a receiver of transfer assignator, and simultaneously authorises the assignator to receive this act, on his own behalf and for the benefit of the assignor. => Asignacija (upućivanje) predstavlja ugovor kojim uputilac (asignant) ovlašćuje upućenika (asignata) da za njegov račun izvrši određenu činidbu primaocu uputa (asignataru), a istovremeno ovlašćuje asignatara da činidbu primi, i to u svoje ime i za račun asignanta.
LL@(17337) The performance as the subject of assignment refers, by a rule, to monetary transactions, however, it may include other exchangeables too. => Činidba kao predmet asignacije odnosi se po pravilu na novčane transakcije, ali se može odnositi i na druge zamenljive stvari.
LL@(17338) It is important to note that assignment as a form does not mean the fulfillment of an obligation; it is necessary that the fulfillment for example, payment of a certain amount of money, really takes place. => Bitno je napomenuti i to da asignacija nije kao forma ispunjenje obaveze, već je potrebno da do ispunjenja, primera radi - isplate određenog iznosa novca, zaista i dođe.
LL@(17339) The Accounting and Audit Act in this country defines that legal persons and entrepreneurs are obliged to cooperate in order to settle certain financial placements, receivables and liabilities at least once a year. => U našoj zemlji je Zakonom o računovodstvu i reviziji definisano da su pravna lica i preduzetnici dužni da međusobno usaglašavaju finansijske plasmane, potraživanja i obaveze najmanje jednom godišnje.
LL@(17340) Besides, legal persons are obliged to report unreconciled receivables and liabilities in the additional notes to their financial statements. => Pored toga, pravna lica su dužna da u napomenama uz finansijske izveštaje objave neusaglašena potraživanja i obaveze.
LL@(17341) The creditor has to initiate the reconciliation of his receivables with his debtors, whereas the debtor has to check his liability and inform the creditor about it, in a report named the statement of open accounts. => Poverilac je taj koji je u obavezi da inicira usaglašavanje svojih potraživanja sa dužnicima, dok dužnik mora da proveri svoju obavezu, te o tome obavesti poverioca o čemu sačinjava izveštaj pod nazivom izvod otvorenih stavki.
LL@(17342) If the debtor does not accept his liabilities, he has to make a written statement for each individual amount. => Ukoliko nije saglasan sa svojom obavezom, dužnik treba da se za svaki pojedinačni iznos pisanim putem izjasni.
LL@(17343) If the receivables and liabilities cannot be reconciled, the only solution left to the creditor is to sue the debtor to collect his receivables. => Ukoliko se potraživanja i obaveze ne mogu usaglasiti, poveriocu jedino preostaje da pokrene tužbu za naplatu svojih potraživanja.
LL@(17344) Expiry of debts and liabilities is defined by the Obligation law. => Zastarelost potraživanja i obaveza definisana je Zakonom o obligacionim odnosima.
LL@(17345) The general rules that apply to the expiry are the following: with the expiry of debts, the right to claim that a certain liability should be met expires itself; expiry is the state of affairs when the legally defined period in which the creditor is in a position to demand that the liability be met is over; the court cannot rule on expiry if the debtor does not claim it. => Opšta pravila koja se odnose na zastarelost su: zastarelošću prestaje pravo da se zahteva ispunje nje neke obaveze; zastarelost nastupa kada protekne zakonom određeno vreme u kome je poverilac mogao da zahteva ispunjenje obaveze; sud se ne može bazirati na zastarelost ako se du žnik na nju nije pozvao.
LL@(17346) In this country, the receivables the legal persons claim form one another under the goods and services transaction contracts expire upon a three year period, as do the remuneration claims Š5Ë. => U našoj zemlji međusobna potraživanja pravnih lica iz ugovora o prometu roba i usluga, kao i potraživanja za naknade prema važećoj regulativi Š5Ë, zastarevaju za tri godine.
LL@(17347) For all the expences under such contracts the expiry period is three years. => Za izdatke učinjene u vezi sa tim ugovorima, zastarevaju za tri godine.
LL@(17348) Expiry period is estimated for each individual delivery of goods or the deed or service performed. => Zastarevanje teče odvojeno za svaku isporuku robe, izvršeni rad ili uslugu.
LL@(17349) Enforcement of claims is the obligation and competence of the Central bank to draw the assets from any accounts the debtor may dispose of, without his con sent, and effect the payment upon the execution orders, according to the priority order, and within the same order of priorities, and observing the time of acceptance. => Prinudna naplata potraživanja predstavlja obavezu i ovlašćenje Centralne banke da sa svih računa klijenata kod banaka dužnika na kojima klijent ima sredstva, bez njegove saglasnosti, izvrši isplatu obaveza po izvršnim rešenjima i nalozima po propisanom redosledu prioriteta, a u okviru istog reda prioriteta i to prema vremenu prijema.
LL@(17350) The execution orders are issued by the court, tax, customs or other authorities, and the orders themselves may be in the form of securities, bills of exchange or proxies. => Izvršna rešenja izdaju sudski, pore ski, carinski ili drugi organi, a nalozi mogu biti po osnovu hartija od vrednosti, menica i ovlašćenja.
LL@(17351) Enforcement of claims is regulated by a large number of legal acts, the most notable among which are the following: the Law on business companies, the Payment operations act, the Act on execution procedure, the Liquidation law, the Bill of exchange act, the Tax operation and tax administration act and various sublegal deeds decrees, resolutions, and instructions from the National Bank governor. => Postoji veći broj zakonskih propisa u našoj zemlji koji se odnosi na prinudnu naplatu, među kojima ističemo sledeće: ~~~ Zakon o privrednim društvima, Zakon o platnom prometu, Zakon o izvršnom postupku, Zakon o stečajnom postupku, Zakon o menici, Zakon o poreskom postupku i poreskoj administraciji i razna podzakonska akta odluke, instrukcije i uputstva guvernera Narodne banke Srbije.
LL@(17352) Subject to enforcement of claims are two types of debtors: 1) legal persons with their accounts with the banks, and 2) physical persons that perform a certain business and have their accounts with the banks. => Prinudna naplata se sprovodi nad dve grupe dužnika i to: ~~~ 1) pravna lica koja imaju račune kod banaka, i 2) fizička lica koja obavljaju delatnost i imaju račune kod banaka.
LL@(17353) Enforcement of debts is performed by drawing the money from all the debtors accounts, in domestic as well as in foreign currency. => Prinudna naplata se vrši sa svih računa dužnika kako u domaćoj, tako i u stranoj valuti.
LL@(17354) Enforcement of debts is effected in three phases: 1) receipt and filing the decision and order, 2) the verification of the validity of decisions and orders, and 3) decision entry. => 
LL@(17355) The problems with the solvency of the companies in this country are rather serious, since the accounts of one out three firms are frozen. => Sprovođenje prinudne naplate odvija se u tri faze i to:
LL@(17356) (It often happens in domestic practice that not even blocking of accounts can produce any effects in case of the financial discipline control, since the debtor can easily continue his business through a related party.) => 1) prijem i evidentiranje rešenja i naloga, 2) kontrola ispravnosti osnova rešenja i naloga i 3) unos rešenja.
LL@(17357) One of the key reasons is the lack of coordination of the inflows from the sales of goods, products, and services with the payment liabilities towards the suppliers. => U našoj zemlji postoje veliki problemi sa likvidnošću preduzeća, jer skoro svaka treća firma ima blokiran račun. (Često, u domaćoj praksi, kada je reč o kontroli finansijske discipline, ni blokada računa ne pomaže, jer je moguće veoma jednostavno obavljati poslovne aktivnosti preko povezanih lica.) Jedan od ključnih razloga predstavlja neusklađenost priliva od prodaje robe, proizvoda ili usluga i obaveza plaćanja prema dobavljačima.
LL@(17358) In practice, these problems require that multilateral compensations be performed directly or via a mediator the agencies that are paid an agency remuneration in the form of commission to conduct the activities related to the abovementioned compensations. => U praksi se zbog navedenih problema često pristupa multilateralnim kompenzacijama direktno, ili preko posrednika agencija koje za obavljanje aktivnosti u vezi sa navedenim kompenzacijama naplaćuju agencijsku naknadu u vidu provizije.
LL@(17359) Insolvency is especially a problem with small firms and entrepreneurs who do not have an easy access to financial sources; delay in payments for them may mean their going out of business. => Nelikvidnost najteže podnose mala preduzeća i preduzetnici koji nemaju lak pristup kreditnim i razvijenim izvorima finansiranja, te za njih kašnjenje u naplati, u pojedinim situacijama može da znači kraj poslovne aktivnosti.
LL@(17360) Receivables write-off is effected in cases there is a high probability that the firm will not be in a position to collect all dues from its debtors under the contracted conditions. => Otpis potraživanja vrši se u situaciji kada postoji visoka verovatnoća da preduzeće neće moći da naplati sve dospele iznose potraživanja od kupaca, pod ugovorenim uslovima.
LL@(17361) In such circumstances, it is necessary that the book value of receivables is brought to an estimated ne gotiable level, directly or indirectly applying the provision for impairment account. => U takvim okolnostima neophodno je svesti knjigovodstvenu vrednost potraživanja na procenjeni nadoknadivi iznos i to direktnim putem, ili indirektnim putem primenom računa ispravka vrednosti.
LL@(17362) The definition of the probablity of receivables collection is the competence of the management of each firm individually. => Pojam verovatna naplativost potraživanja je stvar procene menadžmenta svakog preduzeća.
LL@(17363) A direct write-off of receivables should be a solution only in case it is certain and documented that the debts are not negotiable. => 
LL@(17364) (Cases such as expiry of debts, compulsory settlement, final court ruling etc. are those possible cases in which a direct write-off of receivables is performed, by entering them into the liability side and deleting the debtor from the business books. ~~~ For the tax purposes, and in accordance with the the ruling legislative in the national environment Š7Ë, the write-off of individual receivables is allowed in that they are assigned to expenditures. ~~~ This does not apply to the receivables due from the persons that are also creditors, under the following conditions: these receivables were previously included into the debtors income; these receivables are written-off in the tax payers books as uncollectable; the tax payer submits the evidence that he has not succeeded in collecting these receivables under a court decision. => Direktan otpis potraživanja treba vršiti samo u okolnostima kada je nemogućnost naplate izvesna i dokumentovana, te kada postoje verodostojne isprave o to me. (Slučajevi kao što su: zastarelost, prinudno poravnanje, vanparnično poravnanje, konačna sudska odluka i dr. su mogući slučajevi kada se vrši direktan otpis potraživanja, stavljajući pomenute na teret rashoda, brišući dužnika iz poslovnih knjiga.) Važno je napomenuti i to da se za poreske svrhe prema aktuelnoj zakonskoj regulativi u nacionalnim okvirima Š7Ë na teret rashoda priznaje otpis vrednosti pojedinačnih potraživanja, osim potraživanja od lica kojima se istovremeno i duguje, pod uslovom: da se nesumnjivo dokaže da su ta potraživanja prethodno bila uključena u prihode obveznika; da je to potraživanje u knjigama poreskog obve znika otpisano kao nenaplativo; da poreski obveznik pruži dokaze o neuspeloj na plati tih potraživanja sudskim putem.
LL@(17365) In order to prevent the receivables write-off and consequently reduce the companies assets in this country (the customers account actually shows the assets of the seller company that are in the possession of the buyer; see Š6Ë, some steps should be taken in advance. => Da bi se sprečila pojava da se otpisuju (obezvređuju) potraživanja, čime se umanjuje u našoj zemlji imovina preduzeća (račun kupca zapravo pokazuje sredstva preduzeća prodavca koja se nalaze kod kupaca; videti Š6Ë), treba reagovati preventivno.
LL@(17366) Namely, in case of large transactions with new buyers, it is necessary that a sales contract should be concluded with the buyer, that the contract be secured by a bill of exchange, and that the transactions be done through the current (business) account, and supported by the Serbian Business Register Agency decision on company formation, not older than three months. => Naime, kada je reč o velikim poslovima sa novim kupcima, neophodno je da se sa kupcem sklopi kupoprodajni ugovor, izvrši obezbeđenje menicom i zahteva dostavljanje prometa po tekućem (poslovnom) računu i rešenje iz Agencije za privredne registre o osnivanju, ne starije od tri meseca. 5.
LL@(17367) 5.Conclusion An effective receivables management improves the cash flow and increases the assets available for the companys growth. => Zaključak Efikasno upravljanje potraživanjima poboljšava novčani tok i dovodi do povećanja sredstava raspoloživih za rast preduzeća.
LL@(17368) Receivables collection is the final stage in the sales process, performed after the distribution and delivery. => Naplata potraživanja predstavlja završni korak u procesu prodaje, koji nastaje nakon distribucije i isporuke.
LL@(17369) Real terms of payment are defined by crediting conditions the company offers to the buyers in case of sales. => Kreditnim uslovima se definišu stvarni uslovi plaćanja koje preduzeće zahteva od kupaca u slučaju prodaje.
LL@(17370) The changes in the length of the credit period affect the companys profitability. => Promene u dužini kreditnog perioda utiču na profitabilnost preduzeća.
LL@(17371) The task of the financial analysis in sales is to focus the sales function as regards the customer segment to which it offers its products or services in the first place. => Finansijska analiza u prodaji ima zadatak da prodajnu funkciju fokusira u pogledu segmenata potrošača kojima u prvom redu treba da plasira svoje proizvode ili usluge.
LL@(17372) Good customer relations are important, however, trade is important too. => Potrebno je ostvariti dobre odnose sa potrošačima, ali je takođe potrebno ostvariti i promet sa njima.
LL@(17373) Building customers loyalty requires that the value of the buyer companies be identified. => Za kreiranje odanosti kupaca neophodno je identifikovati vrednost kupaca preduzeća.
LL@(17374) The reviews on receivables due and uncollected according to age structure help managers estimate the future cash inflows, which is, of course, important for their timing with the cash outflows. => Izveštaji (pregledi) o nenaplaćenim potraživanjima po starosnoj strukturi pomažu menadžerima da procene buduće prilive novca, što je naravno značajno za vremensku sinhronizaciju sa odlivima novca.
LL@(17375) Besides, the reviews of customers receivables by currency allow for the managers to identify doubtful customers and their accounts. => Pored toga, pregledi potraživanja kupaca po valutama omogućavaju menadžerima da identifikuju problematične kupce i njihove račune.
LL@(17376) It is necessary that the management should bear in mind that the rise in the risk of credit collecting is a threat of non-payment from the part of one buyer or a group of buyers, which will have a negative impact on the stability of the company itself. => Neophodno je da menadžment preduzeća ima u vidu da povećanje rizika naplate kredita predstavlja pretnju neplaćanja od strane jednog kupca ili grupe kupaca, što može negativno uticati na stabilnost samog preduzeća.
LL@(17377) Receivables collecting is a crucial phase in the business process, hence its impact upon the companys cash flows and its solvency is of paramount importance. => Naplata potraživanja predstavlja fazu od krucijalnog značaja u poslovnom procesu, te i kao takva najsnažnije utiče na novčane tokove preduzeća, te njegovu likvidnost.
LL@(17378) Receivables can be collected in various ways: in contract-defined terms upon maturity; by defined activities towards collecting, in case the buyer does not meet his liability in due term; by bill of exchange the company negotiates with the bank; through the court procedure when the company sues the buyer. => Naplata potraživanja može se realizovati na razne načine: u ugovorenim rokovima po dospeću; sprovođenjem definisanih aktivnosti sa ciljem naplate, ukoliko kupac ne izmiri svoju obavezu u ugovorenom roku; realizacijom menice kod banke od strane predu zeća; prodajom potraživanja; sudskim putem kada preduzeće pokreće sudski spor protiv kupca.
LL@(17379) In order to accelerate the cash inflow, the companies may sell their receivables to mediators (most often the banks), to raise cash for a new operations cycle. => Preduzeća u nameri da ubrzaju priliv gotovine od potraživanja, pribegavaju prodaji svojih potraživanja posrednicima (najčešće bankama) kako bi došla do gotovine za novi operativni ciklus.
LL@(17380) One reason the companies sell their receivables is that these may be the only acceptable source of cash; when the credits on the financial market are expensive, this seems a more adequate solution. => Jedan od razloga što preduzeća prodaju potraživanja jeste taj što ona mogu biti jedini prihvatljiv izvor gotovine, u smislu da kada su krediti na finansijskom tržištu skupi, ovo je adekvatnije rešenje.
LL@(17381) In concluding the mediation contracts the banks charge commission in accordance with the percentage of the receivables sold. => Za ugovore o posredovanju, banke naplaćuju proviziju prema procentu prodatih potraživanja.
LL@(17382) Factoring is also an important form of crediting and maintaining the receivables collecting from their debtors buyers. => Faktoring predstavlja značajnu formu kredita i održavanja naplate potraživanja od dužnika kupaca.
LL@(17383) Factoring is usually good for the seller, since it improves his solvency in that the seller gets cash before the maturity date, and avoids various financial risks that might emerge in time. => Faktoring je najčešće isplativ za prodavca, jer povećava njegovu likvidnost time što on dolazi do gotovine pre roka dospeća, a pored toga ga oslobađa i raznih finansijskih rizika koji bi se protokom vremena pojavili.
LL@(17384) Forfaiting improves the cash circulation within the company. => Forfeting poboljšava cirkulaciju gotovine u preduzeću.
LL@(17385) Assignment is often used in the conditions of general insolvency, i.e., when the companys current account is frozen. => Asignacija se često koristi u uslovima opšte nelikvidnosti, odnosno kada je preduzeću blokiran tekući račun.
LL@(17386) This country should undertake to develop an adequately organized security mechanism for receivables collecting in terms of ensuring that financial discipline. => U našoj zemlji bi trebalo da se formira adekvatno organizovan mehanizam osiguranja naplate potraživanja u smislu obezbeđenja finansijske discipline.
LL@(17387) For the time being, the financial discipline is a matter of ethics, or a fair relationship between the buyer and the seller. => Za sada, finansijska disciplina predstavlja stvar poštenog odnosno fer odnosa između kupca i prodavca.
LL@(17388) A good decision making as regards the credit policy requires that we know the companys business, the environmental factors, as well as the economic factors that affect the survival of such business and of accounting concepts on which the companys financial statements are based. ~~~ REFERENCE Š1Ë Praktična primena MSFI, grupa autora, Savez računovođa i revizora Srbije, Beograd, 2008, str. => Donošenje dobre poslovne odluke koja se odnosi na definisanje kreditne politike zahteva poznavanje poslovanja preduzeća, sredinskih faktora, kao i ekonomskih faktora koja utiču na opstanak tog poslovanja i računovodstvenog koncepta na kojima su zasnovani finansijski izveštaji preduzeća.
LL@(17389) 574-618. ~~~ Š2Ë @arkić Joksimović N., Knežević S., Dmitrović V., Andrić T. Kupci kao važan faktor za rast biznisa u uslovima globalizacije, Međunarodna konferencija Biznis i globalizacija, Ohrid, 2007. => LITERATURA Š1Ë Praktična primena MSFI, grupa autora, Savez računovođa i revizora Srbije, Beograd, 2008, str. 574-618. Š2Ë @arkić Joksimović N., Knežević S., Dmitrović V., Andrić T. Kupci kao važan faktor za rast biznisa u uslovima globalizacije, Međunarodna konferencija Biznis i globalizacija, Ohrid, 2007. Š3Ë Videti: http://www.dnb.com.
LL@(17390) Š3Ë Videti: http://www.dnb.com. Š4Ë Videti šire: Higgins C. R. Analysis for Financial Management, McGraw-Hill, New York, 2009, str. => Š4Ë Videti šire:
LL@(17391) 59-86. ~~~ Š5Ë Zakon o obligacionim odnosima, Službeni list SFRJ, br. 29/78, 39/85, 45/89, 57/89, i Službeni list SRJ, br. 31/93, član 374. ~~~ Š6Ë @arkić Joksimović N., Bojević Arsić V. Računovodstvo, Fakultet organizacionih nauka, Beograd, 2009, str. ~~~ 101-106. ~~~ Š7Ë Zakon o porezu na dobit preduzeća, Službeni glasnik Republike Srbije, br. 25/01, 80/02, 43/03 i 84/04. => Higgins C. R. Analysis for Financial Management, McGraw-Hill, New York, 2009, str. 59-86. Š5Ë Zakon o obligacionim odnosima, Službeni list SFRJ, br. 29/78, 39/85, 45/89, 57/89, i Službeni list SRJ, br. 31/93, član 374. Š6Ë @arkić Joksimović N., Bojević Arsić V. Računovodstvo, Fakultet organizacionih nauka, Beograd, 2009, str. 101-106. Š7Ë Zakon o porezu na dobit preduzeća, Službeni glasnik Republike Srbije, br. 25/01, 80/02, 43/03 i 84/04. Š8Ë Horngren T. C., Harrison Jr.
LL@(17392) Š8Ë Horngren T. C., Harrison Jr. T. W. Financial and Managerial Accounting, Pearson, Prentice Hall, New Jersey, 2008 Š9Ë Higgins C. R. for Financial Management, McGraw-Hill, New York, 2009, str. ~~~ 59-86, Analysis Š10Ë Kimmel P. D., Weygandt J. J., Kieso D. E. Financial Accounting Tools for Business Decision Making, John Wiley & Sons, Inc., New York, 2007. => T. W. Financial and Managerial Accounting, Pearson, Prentice Hall, New Jersey, 2008 Š9Ë Higgins C. R. Analysis for Financial Management, McGraw-Hill, New York, 2009, str. 59-86, Š10Ë Kimmel P. D., Weygandt J. J., Kieso D. E. Financial Accounting Tools for Business Decision Making, John Wiley & Sons, Inc., New York, 2007. Š11Ë Meigs R. F., Meigs B. W. Računovodstvo:
LL@(17393) Š11Ë Meigs R. F., Meigs B. W. Računovodstvo: Temelj poslovnog odlučivanja, (Accounting: The basis for Business Decisions), Mate, Zagreb, prevod, 1993. => Temelj poslovnog odlučivanja, (Accounting:
LL@(17394) Š12Ë Međunarodni standardi finansijskog izveštavanja, IFRS 8 segmenti poslovanja, Savez računovođa i revizora Srbije, Beograd, 2009. ~~~ Š13Ë Međunarodni standardi finansijskog izveštavanja, IAS (International Accounting Standards) 1 prezentacija finansijskih izveštaja, Savez računovođa i revizora Srbije, Beograd, 2009. ~~~ Š14Ë Praktična primena MSFI u Republici Srbiji, grupa autora, Savez računovođa i revizora Srbije, Beograd, 2008. ~~~ Š15Ë Subramanyam K. R., Wild J. J. Financial Statement Analysis, Mc Graw-Hill, New York, 2009. ~~~ Š16Ë Vaassen E. H. J. Accounting Information Systems A Managerial Approach, John Wiley & Sons, New York, 2002. ~~~ Š17Ë Zakon o porezu na dobit preduzeća, Službeni glasnik Republike Srbije, br. 25/01, 80/02, 43/03 i 84/04. ~~~ Š18Ë @arkić-Joksimović N., Knežević S., Dmitrović V., Andrić T. Kupci kao važan faktor za rast biznisa u uslovima globalizacije, Međunarodna konferencija Biznis i globalizacija, Ohrid, oktobar 19-20, 2007. ~~~ Š19Ë @arkić-Joksimović N. Upravljanje finansijama, Fakultet organizacionih nauka, Beograd, 2009. ~~~ Š20Ë @arkić-Joksimović N., Bogojević V. Računovodst-vo, Fakultet organizacionih nauka, Beograd, 2009. ~~~ Š21Ë Zakon o obligacionim odnosima, Službeni list SFRJ, br. 29/78, 39/85, 45/89, 57/89, i Službeni list SRJ, br. 31/93. => The basis for Business Decisions), Mate, Zagreb, prevod, 1993. Š12Ë Međunarodni standardi finansijskog izveštavanja, IFRS 8 segmenti poslovanja, Savez računovođa i revizora Srbije, Beograd, 2009. Š13Ë Međunarodni standardi finansijskog izveštavanja, IAS (International Accounting Standards) 1 prezentacija finansijskih izveštaja, Savez računovođa i revizora Srbije, Beograd, 2009. Š14Ë Praktična primena MSFI u Republici Srbiji, grupa autora, Savez računovođa i revizora Srbije, Beograd, 2008. Š15Ë Subramanyam K. R., Wild J. J. Financial Statement Analysis, Mc Graw-Hill, New York, 2009. Š16Ë Vaassen E. H. J. Accounting Information Systems A Managerial Approach, John Wiley & Sons, New York, 2002. Š17Ë Zakon o porezu na dobit preduzeća, Službeni glasnik Republike Srbije, br. 25/01, 80/02, 43/03 i 84/04. Š18Ë @arkić-Joksimović N., Knežević S., Dmitrović V., Andrić T. Kupci kao važan faktor za rast biznisa u uslovima globalizacije, Međunarodna konferencija Biznis i globalizacija, Ohrid, oktobar 1920, 2007.
LL@(17395) Š22Ë @arkić-Joksimović N., Bogojević V. Analiza finansijskih performansi preduzeća, Fakultet organizacionih nauka, Beograd, 1998. ~~~ Š23Ë Sopranzetti J. B. Selling accounts receivable and the under investment problem The Quarterly Review of Economics and Finance 39, 1999, 291301. => Š19Ë @arkić-Joksimović N. Upravljanje finansijama, Fakultet organizacionih nauka, Beograd, 2009. Š20Ë @arkić-Joksimović N., Bogojević V. Računovodst-vo, Fakultet organizacionih nauka, Beograd, 2009. Š21Ë Zakon o obligacionim odnosima, Službeni list SFRJ, br. 29/78, 39/85, 45/89, 57/89, i Službeni list SRJ, br. 31/93. Š22Ë @arkić-Joksimović N., Bogojević V. Analiza finansijskih performansi preduzeća, Fakultet organizacionih nauka, Beograd, 1998. Š23Ë Sopranzetti J. B. Selling accounts receivable and the under investment problem The Quarterly Review of Economics and Finance 39, 1999, 291301.
LL@(17396) Š24Ë Bougheas S., Matent S., Misen P. Corporate trade credit and inventories: New evidence of a trade-off from accounts payable and receivable, Journal of Banking Finance, 2008. => Š24Ë Bougheas S., Matent S., Misen P. Corporate trade credit and inventories: ~~~ New evidence of a trade-off from accounts payable and receivable, Journal of Banking Finance, 2008.
LL@(17397) Hybrid Public Private Partnership Models UDC: 338.49:336.13 ; 334.723 Vladimir Poznanić¹, Miloš Milosavljević² ¹ Faculty of Economics, Belgrade ² Faculty of Organizational Sciences, Belgrade In numerous reports, studies and analysis public-private partnerships are considered to be a key tool for the development of infrastructure and consequently the overall national economy. => Hibridni modeli javno-privatnog partnerstva UDK: ~~~ 338.49:336.13 ; 334.723 Vladimir Poznanić¹, Miloš Milosavljević² ¹ Ekonomski fakultet u Beogradu ² Fakultet organizacionih nauka u Beogradu Javno-privatna partnerstva se u brojnim izveštajima, studijama i analizama navode kao ključni alat za razvoj infrastrukture i posledično ukupne nacionalne ekonomije.
LL@(17398) Therefore, this concept is in the focus of professionals and scholars attention. => Otuda je ovaj koncept više od nekoliko decenija u fokusu stručne i naučne javnosti.
LL@(17399) The evolution of public-private partnership is not yet final, and the different institutional arrangements develop in both the geographical as well as the aspect of time. => Evolucija javno-privatnog partnerstva još uvek nije konačna, pa se različita institucionalna rešenja razvijaju kako sa geografskog, tako i sa vremenskog aspekta.
LL@(17400) This paper presents a basic generic model of the relationship between public and private partners in the implementation of infrastructure projects, as well as the possibility of the development of hybrid models. => U ovom radu je predstavljan osnovni generički model relacije između javnog i privatnog partnera u realizaciji infrastrukturnih projekata, kao i mogućnosti razvoja hibridnih modela modela. 1.
LL@(17401) 1. ~~~ Introduction Public-private partnership is a concept that describes the business relations between the public, the private partners and the third parties in creating public, chiefly infrastructure facilities and services. => Uvod Javno-privatno partnerstvo predstavlja koncept koji opisuje poslovne relacije privatnog, javnog partnera i trećih lica u kreiranju javnih, najčešće infrastrukturnih, objakata i usluga.
LL@(17402) Its modern history dates back to several decades, however, the concept evolves continually, therefore is the focus of attention of both academics and practitioners in this field. => Njegov savremeni istorijat je dug više decenija, ali koncept sve vreme evoluira, tako da je i dalje u centru pažnje akademika i praktičara iz ove oblasti.
LL@(17403) The basis for this interest is in the fact that the demand for infrastructure increases significantly worldwide. => Osnova za ovakvo interesovanje sastoji se u činjenici da su potrebe za infrastrukturom u svetu značajno narasle.
LL@(17404) In the developed countries IT results from the obsolence of the basic infrastructure and hence the need to replace the depreciated property and equipment in the near future, whereas in the developing countries the needs for new infrastructure are still not saturated, the consequence of a poor historical backgrounds. => U razvijenim zemljama ona su posledica starenja bazične infrastrukture i posledične potrebe da se amortizovana sredstva zamene u što skorijoj budućnosti, dok su u nerazvijenim zemljama potrebe za novom infrastrukturom potpuno nezasićene, kao posledica loše istorijske baze.
LL@(17405) The infrastructure projects realization using the public-private partnership model is essentially funded on the shortcomings of purely public and purely private scheme of construction, financing and managing infrastructure objects and provision of infrastructure services. => Realizacija infrastrukturnih projekata korišćenjem modela javno-privatnog partnerstva je suštinski fundirana na nedostacima potpuno javne i potpuno privatne sheme izgradnje, finansiranja i upravljanja infrastrukturnim objektima i obezbeđivanju infrastrukturnih usluga.
LL@(17406) For example, Miller Š1Ë claims that neither fully public nor fully private financing, executing ot managing infrastructure projects are sustainable in the long term. => Primera radi, Miller Š1Ë navodi da ni čisto javno, ni čisto privatno finansiranje, izvođenje i upravljanje infrastrukturnim projektima nije na dugi rok održivo.
LL@(17407) Milosavljević and Benković Š2Ë structured the potential weaknesses of purely public and purely private investments into infrastructure into two broad groups. => Milosavljević i Benković Š2Ë su izvršili strukturiranje potencijalnih nedostataka čisto javnih i čisto privatnih investicija u infrastrukturu u dve opšte grupe.
LL@(17408) One group consists of the weaknesses and potential threats conditioned by the role of the state in creating and managing infrastructure projects. => Prvu grupu čine nedostaci i potencijalne pretnje uslovljene ulogom države u kreiranju i upravljanju infrastrukturnim projektima.
LL@(17409) These weaknesses refer to numerous inefficiences such as slow and inefficient decision making, inefficient organizational and institutional frame, as well as lack of competition, and hence market efficiency Š3Ë. => Ovi nedostaci se odnose na brojne neefikasnosti poput sporog i neefikasnog donošenja odluka, neefikasnog organizacionog i institucionalnog okvira, kao i nedostatka konkurencije, a time i tržišne efikasnosti Š3Ë.
LL@(17410) On the other hand, the imperfections of private initiative in the execution of infrastructure projects is reflected in the potential assymetry in the service provision and hence the need for stricter control by the state agencies. => Sa druge strane, imperfektnosti privatne inicijative u izvođenju infrastrukturnih projekata ogledaju se u potencijalnoj asimetriji u pružanju usluga i posledičnoj potrebi za pojačanom kontrolom od strane nadležnih državnih organa.
LL@(17411) Furthermore, certain authors advocate the approach of total/large-scale privatization as an ultimate approach to public goods supply. => Dalje, određeni autori zagovaraju pristup potpune privatizacije kao ultimativnog pristupa za snabdevanje javnim dobrima.
LL@(17412) Although fully private schemes are still used, at least in theory, Martimoor and Pouyet Š4Ë maintain that a non-conformity in reliance upon privatization is affected by the weaknesses of the public provision of infrastructure goods, rather than by the real adequacy of the private sector. => Iako se i dalje, barem u teoriji, koriste potpuno privatne sheme, Martimoor i Pouyet Š4Ë smatraju da je nejednoobrazno oslanjanje na privatizaciju pod uticajem nedostataka javne provizije infrastrukturnih dobara, a ne realne adekvatnosti privatnog sektora.
LL@(17413) Although the public-private partnership is to some extent similar to privatization, many authors deem that these terms cannot be equalled, such as Minow, for example, tried Š5Ë. => Premda javnoprivatno partnerstvo ima određene sličnosti sa privatizacijom, smatra se da se ovi termini ne mogu poistovetiti, što je pokušao, primera radi, Minow Š5Ë.
LL@(17414) In the privatization process, according to Grimsey and Lewis Š6Ë, the state loses control over the subject of privatization entirely, whereas in public-private partnership the control and ownership are shared between the public and the private partners on an equal basis. => Prema Grimsey i Lewis Š6Ë u privatizaciji, naime, država u potpunosti gubi kontrolu nad subjektom privatizacije, dok u javno-privatnom partnerstvu odgovornost i kontrola bivaju ravnomerno distribuirani između javnog i privatnog partnera.
LL@(17415) In accordance with the above mentioned, to overcome the present problems it is important that a formula for an adequate role and relationship between the public and the private agents be found in infrastructure financing, execution and management. => Doslovno prethodno rečenom, za prevazilaženje datih problema treba pronaći formulu za pravilan odnos i ulogu javnog i privatnog aktera u finansiranju, izvođenju i upravljanju infrastrukturom.
LL@(17416) Hodge and Greve Š7Ë claim that almost all definitions start from the assumption that the public-private partnership model is good, as it draws on the benefits of both the private and public sectors. => Hodge i Greve Š7Ë navode da gotovo sve definicije polaze od pretpostavke da je model javno-privatnog partnerstva dobar, jer koristi benefite i privatnog i javnog sektora.
LL@(17417) Besides, a successful implementation of public-private partnership requires an effective partnership between the public and the private sectors, which, according to HM Treasury Š8Ë means ensuring a sufficient capacity of the public sector to act as an effective client, an adequate capacity of the private sector to meet the consumers needs, as well as a mutual trust of both parties to build the partnership on a sustainable basis. => Pri tome, uspešno sprovođenje javno-privatnog partnerstva zahteva efektivno partnerstvo između javnog i privatnog sektora, koje prema HM Treasury Š8Ë podrazumeva obezbeđivanje dovoljnog kapaciteta javnog sektora da se ponaša kao efektivan klijent i odgovarajući kapacitet privatnog sektora da ispuni zahteve korisnika, kao i u međusobno poverenje obe strane da se partnerstvo gradi na održivoj osnovi.
LL@(17418) A positive attitude towards public-private partnerships stems from the numerous characteristis of the partnership itself. => Pozitivan stav prema javno-privatnim partnerstvima posledica je brojnih karakteristika samog partnerstva.
LL@(17419) The primary among them is, doubtlessly, a higher value created in comparison with other methods of infrastructure project realization. => Prvi i osnovni element je, svakako, veća vrednost ko ja se kreira u pređenju sa ostalim metodama realizacije infrastruktunih projekata.
LL@(17420) This testing is much better known as the value for money test. => Ovo testiranje je mnogo poznatije pod nazivom value for money test.
LL@(17421) This actually means that under the same conditions, the private player would provide infrastructure services or build infrastructure facilities at lower costs compared to the public sector in this job. => To zapravo znači, da bi pod istim uslovima privatni akter obezbedio infrastrukturne usluge ili izgradio infrastrukturne objekte po troškovima nižim od javne strane u poslu.
LL@(17422) Another elementary feature refers to the potentials of risk transfer, where the control activities related to expenditures, works dynamics, etc. can be transferred to the private partner. => Druga elementarna karakteristika se odnosi na potencijale transfera rizika, pri čemu se na privatnog partnera u poslu mogu preneti kontrolne aktivnosti vezane za trošenje sredstava, dinamiku radova i sl.
LL@(17423) This calls for a lot of caution, since risk transfer should follow the principle that the risk should be allocated to the party best suited to manage it. => Ovde treba biti posebno pažljiv, jer transfer rizika treba da bude vođen principom da strana koja najbolje može da upravlja rizikom, treba da bude i opterećena istim.
LL@(17424) In order that these multiple interrelated conditions be fulfilled it is necessary that the relations of all the interest and interested parties in the public-private partnership should be founded. => Da bi se ovi višestruko međuzavisni uslovi ispunili, neophodno je na adekvatan način fundirati relacije svih interesnih i zainteresovanih strana u javno-privatnom partnerstvu.
LL@(17425) The relationship between public institutions and organizations and the project company is especially important and it is the central theme of this work. => Posebno je značajna relacija između javnih institucija i organizacija i projektne kompanije, koja će i biti centralna tema ovog rada.
LL@(17426) Our aim in the paper is to explain the public-private partnership concept itself. => U radu će biti objašnjen sam koncept javno-privatnog partnerstva.
LL@(17427) We will then proceed to define the general system of relations in the generic model. => Zatim će biti definisan opšti sistem relacija u generičkom modelu.
LL@(17428) Finally, possible hybrid models will be presented, however the list, due to their continual development, is not final. => Na kraju će biti predstavljeni mogući hibridni modeli, čiji spisak, usled kontinuelnog razvoja, nije konačan. 2.
LL@(17429) 2. ~~~ Concept and essential features of public-private partnership Numerous varieties of new public-private partnership models have been developed so far in order that the public-private partnership model should be adapted to specific situations and sectors. => Koncept i suštinska obeležja javno-privatnog partnerstva Do sada su razvijeni brojni varijeteti novih modela javno-privatnog partnerstva kako bi se on prilagodio specifičnim situacijama i sektorima.
LL@(17430) Thus the synergy created within the partnership can spread to numerous specific niches of infrastructure development. => Na osnovu toga se sinergija kreirana unutar partnerstva može proširiti na brojne specifične niše infrastrukturnog razvoja.
LL@(17431) In the most highly developed countries the public-private partnerships are used to some extent in the realization of infrastructure projects. => U najrazvijenijim zemljama javno-privatna partnerstva se koriste do izvesne mere u realizaciji infrastrukturnih projektata.
LL@(17432) In the western European countries, Great Britain has a leading position in the private financing initiative realization (the British equivalent for the public and private sector partnership projects), although other countries too experiment with a wide range of public-private partnerships. => U zemljama Zapadne Evrope, Velika Britanija je preuzela vodeću poziciju u realizaciji inicijative za privatnim finansiranjem (što je britanski ekvivalent za projekte partnerstva javnog i privatnog sektora) iako i druge zemlje eksperimentišu ša širokim spektrom javno-privatnih partnerstava.
LL@(17433) In the developing countries, according to Akintoye et al. Š9Ë study, there is a high regional concentration of such contracts, primary in Latin America, followed by such contracts in Southeastern Asia. => U zemljama u razvoju, prema studiji Akintoye et al. ~~~ Š9Ë, postoji velika regionalna koncentracija ovih ugovora prvenstveno u Latinskoj Americi, a prate ih ugovori iz Jugoistočne Azije.
LL@(17434) Types of contracts vary greatly and differ from country to country in accordance with the sensibility of national economies. => Vrste ugovora su vrlo različite i variraju od zemlje do zemlje u zavisnosti od senzibiliteta nacionalnih ekonomija.
LL@(17435) Regardless of the range, it is difficult to find a unique definition of the partnership between the public and the private sectors. => I pored široke rasprostranjenosti, teško je naći jedinstvenu definiciju za partnerstvo javnog i privatnog sektora.
LL@(17436) Broad academic definitions describe publicprivate partnership as a contract by which the private sector builds infrastructure facilities and provides infrastructure services which has traditionally been the role of the state Š10Ë. => Šire akademske definicije vide javno-privatno partnerstvo kao ugovor u kom privatni sektor vrši izgradnju infrastrukturnih objekata i pružanje infrastrukturnih usluga koje je tradicionalno obezbeđivala država Š10Ë.
LL@(17437) More specific definitions include essential features and define public-private partnership as partnership between the public and the private sectors which cooperate for the purpose of achieving mutual or compatible goals (such as provision of infrastructure services) together with the risk and liability distribution and allocation to the public and the private sectors Š3Ë. => Nešto specifičnije definicije uključuju esencijalne karakteristike i definišu javno-privatno partnerstvo kao partnerstvo između javnog i privatnog sektora koji kooperativno rade na ostvarenju zajedničkih ili kompatibilnih ciljeva (kao što su obezbeđenje infrastrukturnih usluga), zajedno sa distribucijom rizika i odgovornosti i njihovom alokacijom na javni i privatni sektor Š3Ë.
LL@(17438) The lack of a uniform definition of international institutions and organizations makes the problem complex, such as is the one between academics and practitioners in the field of project financing. => Nedostatak jednoobrazne definicije međunarodnih institucija i organizacija jednako je kompleksna poput one između akademika i istraživača iz oblasti projektnog finansiranja.
LL@(17439) For example, the World Bank has no uniform definition and treats the publicprivate partnership concept as rather a broad one. => Primera radi, Svetska Banka nema jedinstvenu definiciju i pojmu javno-privatnog partnerstva pridaje dosta široko značenje.
LL@(17440) They stress the concept of partnership style in the provision of infrastructure services as an antipode to the arms length style which means the action or behaviour of the parties in the job as independent from each other, both financially and otherwise. => Naglašava se pojam partnerskog stila u obezbeđivanju infrastrukturnih usluga kao antipod stilu arms lenght koji podrazumeva delovanje ili ponašanje strana u poslu kao da su potpuno finansijski i na druge načine nepovezani.
LL@(17441) Liability is understood in a rather broad sense and ranges from individual responsibility for each assigned job segment to shared responsibility for individual job elements, or the entire job. => Prihvatanje odgovornosti je širokog spektra i kreće se od pojedinačne odgovornosti za svaki povereni segment posla, do zajedničke odgovornosti za pojedinačne elemente posla, odnosno celokupan posao.
LL@(17442) In addition to these elements, risk taking, rewards for the job done and others are defined Š11Ë. => Pored ovih elemenata, definišu se i preuzimanje rizika, nagrade za obavljanje poslova i ostalo Š11Ë.
LL@(17443) On the other hand, according to the European Commission Š12Ë, the public-private partnership can be defined as the contract between two or more parties that agree to cooperate for the purpose of achieving separate or/and compatible goals, with delegation of authority and liability, joint investment into resources, shared debts and risk taking and ideal mutual benefit. => Na drugoj strani, prema stavu Evropske Komisije Š12Ë, javno-privatno partnerstvo predstavlja ugovor između dve ili više strana koje su se dogovorile da kooperativnim radom postignu podeljene i/ili kompatibilne ciljeve i u kojima postoji podela nadležnosti i odgovornosti; zajedničko ulaganje resursa; podela dugova ili preuzimanja rizika; i idealna zajednička korist.
LL@(17444) In addition to the Guidelines for successful public partnerships that follow this definition, the European Commission has previously adopted numerous directives related to the field of collaboration of the public and private sectors which are regarded as the so-called classic guidelines (such as: Supplies Directive 93/36/EEC, Services Directive 92/50/EEC, Utilities Directive 93/38/EEC). => Pored Smernica za uspešna javna partnerstva koje sadrže ovu definiciju, Evropska Komisija je prethodno donela i brojne direktive koje se odnose na oblast saradnje javnog i privatnog sektora koje se smatraju tzv. klasičnim smernicama (poput: ~~~ Supplies Directive 93/36/EEC, Services Directive 92/50/EEC, Utilities Directive 93/38/EEC).
LL@(17445) The final analysis of the publicprivate partnership sector was issued in 2004, in the Green book on the public-private partnership and local legislature on public contracts and concessions, thereby clearly classifying this type of partnership. => Finalna analiza javno privatnog partnerstva data je 2004. godine u Zelenoj knjizi o javno-privatnom partnerstvu i lokalnom zakonodavtsvu o javnim ugovorima i koncesijama, čime je decidno određena klasifikacija ovog oblika partnerstva.
LL@(17446) Thus the partnerships are classed into the public-private partnerships which are exclusively contractual in type and the institutional public-private partnerships. => Njime je izvršena klasifikacija na javno privatna partnerstva koja su isključivo ugovornog oblika i na institucionalna javno-privatna partnerstva.
LL@(17447) The guidelines provided by the European Union are not binding in character. => Smernice koje je dala Evropska Unija nisu obavezujuće.
LL@(17448) They are based on a dual goal: the public-private partnership should be unified to such an extent that all the member-countries should be in a position to benefit from this model; on the other hand, no economic entity can be privileged in comparison with the others. => One su bazirane na dualnom cilju: javno-privat na partnerstva je potrebno do određene mere unificirati kako bi sve zemlje članice mogle da koriste benefite ovog modela; sa druge strane, nijedan privredni subjekat ne sme biti stavljen u povlašćen položaj u odnosu na ostale.
LL@(17449) In the domestic legislative and economic environment, public-private partnerships are exclusively under the home country jurisdiction, hence the European Union guidelines are not of critical importance yet. => U domaćem legislativnom i privrednom ambijentu, javno-privatna partnerstva potpadaju isključivo pod nadležnost domaće zakonodavne jurisdikcije, te smernice Evropske Unije još uvek nemaju kritični značaj.
LL@(17450) In addition to the general legal norms, public-private partnerships are specially linked to the Concession Law, the Law on Public Acquisitions, as well as other legal and sublegal acts of the Republic of Serbia. => Pored opštih pravnih normi, javno-privatna partnerstva posebno tangiraju Zakon o koncesijama, Zakon o javnim nabavkama, posebna podzakonska pravila o javnim nabavkama, kao i brojni drugi zakonski i podzakonski akti Republike Srbije.
LL@(17451) Our aim in this paper, however, is not to highlight the legal aspects of public-private partnership. => Naglasak ovog rada, međutim, nije na pravnim aspektima javno-privatnog partnerstva.
LL@(17452) The relations taken into consideration here are not legal and technical categories in the sense of parties in a business arrangement, although they appear to be such. => Relacije koje su posmatrane nisu pravno-tehničke kategorije u smislu ugovora između strana u poslu, iako se najčešće tako pojavno manifestuju.
LL@(17453) The focus is rather on the research into the business relations in a managerial sense, and formulating a leeway the players in public-private partnership should have. ~~~ 3. => Fokus je na istraživanju poslovnih relacija u menadžerskom smislu, te formulisanju manevarskog prostora koje akter u javno-privatnom partnerstvu imaju pred sobom. 3.
LL@(17454) Business relations and contract relationships in public-private partnership In public-private partnership, contracts are indispensable in regulating the rights and liabilities of all the contracting parties during all the phases of infrastructure projects realization. => Poslovne relacije i ugovorni odnosi u javno - privatnom partnerstvu Ugovori u javno-privatnom partnerstvu su neophodni za regulisanje prava i obaveza svih ugovornih strana tokom svih faza realizacije infrastrukturnih projekata.
LL@(17455) In accordance with the specific features of each partnership, the contracts themselves are concluded for each public-private partnership project individually. => Shodno specifičnostima svakog partnerstva, sami ugovori se sastavljaju posebno za svaki projekat javnoprivatnog partnerstva.
LL@(17456) Contracts in the public-private partnership model serve to specify all the conditions under which the private party undertakes the liability to build, maintain, provide services of stipulated quantity and quality, transfer the infrastructure facilities upon the expiry of the exploitation period and other important elements. => Ugovorima se u modelu javno-privatnog partnerstva vrši specifikacija svih uslova pod kojima privatni akter na sebe preuzima obaveze izgradnje, održavanja, isporuke usluga datog kvaliteta i kvantiteta, transfera infrastrukturnih objekata nakon isteka perioda eksloatacije i ostalih bitnih elemenata.
LL@(17457) Special clauses are introduced to improve the functionality of the public-private partnership project and consequently manage the project in a more adequate manner. => Posebne klauzule se koriste kako bi se povećala funkcionalnost projekta javno-privatnog partnerstva i posledično adekvatnije upravljalo istim.
LL@(17458) In drafting a contract attention should be paid to the preconditions, the characteristics of the public-private partnership model itself, as well as to the principles according to which the contracts are granted. => Pri sastavljanju ugovora, treba voditi računa o preduslovima, karakteristikama samog modela javno-privatnog partnerstva, kao i o principima po kojima se ugovori dodeljuju.
LL@(17459) The preconditions refer to creating an adequate legal and business environment for the development of the pub lic-private partnership project Š13Ë. This, however, does not mean that it is a sufficient condition for the public-private partnership project implementation. => Preduslovi se odnose na kreiranje adekvatnog pravnog i poslovnog ambijenta za razvoj projekata javno-privatnog partnerstva Š13Ë. ~~~ Ovo, međutim, ne znači i da je to dovoljan uslov za implementaciju projekta javno-privatnog partnerstva.
LL@(17460) The contract itself has to specify the minimum standards in order that the project should be implemented, but also in order that the risk should be adequately allocated among the business partners. => Sam ugovor mora imati specifikaciju minimalnih standarda kako bi projekat bio primenjen, ali i kako bi se na adekvatan način alocirao rizik među partnerima u poslu.
LL@(17461) Such contract is quite similar to the contracts on public acquisitions, however, it should be noted that here we deal with different contracts, primarily due to their degree of complexity. => Iako je njegova pojavna manifestacija vrlo slična ugovorima o javnoj nabavci, treba naglasiti da se radi o različitim ugovorima, prevashodno zbog njihovog stepena kompleksnosti.
LL@(17462) The contracts on public acquisitions are based on the selection of the best offer on the basis of the set of a priori defined criteria and most often the search for the best offer is confined to simply collecting offers. => Ugovori o javnoj nabavci se zasnivaju na selekciji najbolje ponude na bazi seta unapred određenih kriterijuma i najčešće se traganje za najboljom ponudom sastoji semo od prikuljanja ponuda.
LL@(17463) The situation t is different with the contracts on the partnership between the public and the private sectors in that the negotiaations should result into the best long-term offer. => Kod ugovaranja o partnerstvu javnog i privatnog sektora stanje je drugačije, jer pregovaranje treba za ishod da ima najbolju dugoročnu ponudu.
LL@(17464) This means that the private partner must command the required expertise and the real capacity to manage the project effectively. => To znači da privatni partner mora da poseduje potrebnu ekpertizu i faktički kapacitet da efektivno upravlja projektom.
LL@(17465) The private partner has to provide a comprehensive estimate of the investment programme which is in most cases carried out in the time span of several years. => Privatni partner mora dati sveobuhvatnu procenu investicionog programa koji se najčešće realizuje tokom više godina.
LL@(17466) Then the transfer of liabilities is effected per contract from the public to the private partner, whereby special attention is paid to the risk allocation in accordance with the characteristics of the infrastructure goods itself. => Nakon toga se ugovorom vrši transfer obaveza sa javnog na privatnog partnera, pri čemu se vodi računa o alokaciji rizika shodno karakteristikama samog infratrukturnog dobra.
LL@(17467) All the project benefits are directly correlated with the the project performances themselves, therebye avoiding the situation in which the private partner should generate any financial or tangible or legal benefits he does not merit. => Svi benefiti projekta moraju biti u direktnoj korelaciji sa samim performansama projekta, čime se izbegava mogućnost da privatni partner generiše finansijske i druge materijalno-pravne koristi za koje nije zaslužan.
LL@(17468) As a secondary effect, the project exploitation period has to be stipulated, namely the moment the infrastructure facility will be transferred to the public sector. => Kao sekundarni efekat, mora se ustanoviti i period ekploatacije projekta, odnosno trenutak kada će infrastrukturni objekat biti prenet na javni sektor.
LL@(17469) At the moment of transfer, the infrastructure facility has to be in the condition specified at the beginning of the contract, which is by no means easy if we know that the exploitation period may sometimes span to even 30 years. => U trenutku transfera, infrastrukturno sredstvo mora biti u stanju u kom je naznačeno na početku ugovora, što nije nimalo jednostavno uzimajući u obzir da je period ekploatacije ponekad i do 30 godina.
LL@(17470) Upon defining the basic business relations, the project company defines other contractual relations with third parties: contractors, suppliers of various raw materials and power resources, infrastructure services or products purchasers, economic entities engaged in infrastructure facilities maintenance, and various sponsors, investors and creditors. => Nakon definisanja osnovne poslovne relacije, projektna kompanija definiše ostale ugovorne opnose sa trećim stranama: izvođačima radova, dobavljačima različitih sirovina i energenata, kupcima infrastrukturnih usluga ili proizvoda, privrednim subjektima koji se bave održavanjem infrastrukturnih objekata, te različitim sponzorima, investitorima i kreditorima.
LL@(17471) The list of interest and interested parties is not exhausted here, however, in a generic sense, these relations can be represented by the model in Figure 1. => Lista interesnih i zainteresovanih strana ovime nije konačno obuhvaćena, ali se u generičkom obliku ove relacije mogu predstaviti modelom prikazanim na sledećoj strani (slika 1).
LL@(17472) Figure 1. => Slika 1.
LL@(17473) Generic model of business relations in public-private partnership Š14Ë 4. => Generički model poslovnih odnosa u javno-privatnom partnerstvu Š14Ë 4.
LL@(17474) Hybrid business relations varieties in public-private partnership There is no uniform nor universally acceptable decision-making model on which type of public-private partnership model will serve the project best. => Mogućnosti hibridnih poslovnih relacija u javno-privatnom partnerstvu Ne postoji jedinstven i univerzalno prihvatljiv model za odlučivanje koja vrsta modela javno-privatnog partnerstva će najbolje služiti projektu.
LL@(17475) The abovementioned depends on the features of the project itself, as well as on the perception of the population of the need for partnership. => Prethodno rečeno zavisi od osobenosti samog projekta i percepcije populacije o potrebi za partnerstvom.
LL@(17476) The traditional public-private partnership models are sometimes characterised by rigid assumptions, postponement in negotiations and consequentially increased costs due to the impacts of numerous environmental factors. => Tradicionalne modele javno-privatnog partnerstva ponekad karakterišu rigidne pretpostavke, odlaganja u pregovorima i posledični uvećani troškovi usled dejstva brojnih faktora okruženja.
LL@(17477) Any delay in negotiations, the cost progression and the rigidity of the conditions in standardized public-private partnership contracts result into a suboptimal resource allocation. => Svako odugovlačenje u pregovorima, progresija troškovi i rigidnost uslova standardizovanih ugovora javno-privatnog partnerstva dovode do suboptimalne alokacije resursa.
LL@(17478) The hybrid public-private partnership models are developed for the purpose of using numerous opportunities and strengths, as well as overcoming various threats and weaknesses the public-private partnership may be faced with. => U cilju korišćenja brojnih šansi i snaga, kao i prevazilaženja različitih pretnji i slabosti sa kojima se javnoprivatno partnerstvo može suočiti, razvijeni su hibridni modeli javno-privatnog partnerstva.
LL@(17479) These models are applicable in specific situations and sectors where a higher quality of product can be achieved. => Ovi modeli su primenljivi u specifičnim situacijama i sektorima gde je moguće postići viši kvalitet izvođenja projekta.
LL@(17480) Specific situational or sector characteristics are the result of risk and uncertainty. => Specifične karakteristike situacija i sektora proizvod su delovanja rizika i neizvesnosti.
LL@(17481) They in turn may result from defects (flows in the infrastructure projects execution that could not be predicted in the initial phases), policy changes (adopting changes in required services), demand risk (the result of, e.g., introducing a customers choice), changes in demand for public goods, as well as from rapid changes in technologies. => Oni mogu biti rezultat latentnih defekata (tokova kod realizacije infrastruktirnih projekata koje nisu bile predvidive u početnim fazama), promenama politika (prihvatanje promena u zahtevanim uslugama), riziku tražnje (koji su rezultat, na primer, uvođenja izbora korisnika), promene u potrebama za javnim dobrima, kao i rapidne promene u tehnologijama.
LL@(17482) The models capable of improving the flexibility and shortening the contractual period have the capacity to increase the probability of achieving the goals of the public sector policy in infrastructure development, for the projects that are highly exposed to the above mentioned risks and uncertainties Š15Ë. Hybrid models differ by the level of complexity of the very relations between the public and the private partners. => Modeli koji mogu da povećaju fleksibilnosti i skrate ugovorni period imaju potencijal da povećaju verovatnoću postizanja ciljeva politike javnog sektora za infrastrukturni razvoj, za projekte koji su posebno izloženi prethodno navedenim rizicima i neizvesnostima Š15Ë. ~~~ Hibridni modeli se razlikuju po stepenu kompleksnosti samih relacija između javnog i privatnog partnera.
LL@(17483) The most complex forms are incorporations and joint ventures. => Najkompleksnije forme su udruživanje i zajedničko ulaganje.
LL@(17484) Incorporation means that not all but only certain project operations are transferred to the private partner. => Pod udruživanjem se podrazumeva da ne sve, već samo određene projektne operacije se prenose na privatnog partnera.
LL@(17485) Most frequently mentioned elements here are project design, development and financing. => Najčešće navođeni elementi su dizajn projekta, razvoj i finansiranje.
LL@(17486) This collaboration may be extended to other business operations throughout the project life cycle. => Ova kolaboracija može biti proširena na ostale poslovne operacije tokom životnog ciklusa projekta.
LL@(17487) Joint venture is a contract binding the public and the private sectors to join their assets, finance and expertise, under shared management, to carry out a programme or a project, sharing both profits and risks. => Zajedničko ulaganje je ugovor kojim se javni i privatni partner u poslu obavezuju da udruženim sredstvima, finansijama i ekspertizom, a pod objedinjenom upravom, realizuju program ili projekat, deleći pri tome profit i rizik.
LL@(17488) In this type of partnership the private partner retains control. => U ovoj vrsti partnerstva privatni partner zadržava kontrolu.
LL@(17489) According to Merna and Njiru Š16Ë, such a type of projects requires the socalled value for money test and has to meet the following criteria: (a) the private partner is selected through competitive bidding, (b) the control over joint investment is the liability of the private agent, (c) state contributions and constraints in the project are clearly defined, and (d) there is a clear agreement on the allocation of risks and the distribution of rewards. => Prema Merna i Njiru Š16Ë , ovakva vrsta projekta zahteva tzv. value for money test i mora se prilagoditi sledećim kriterijumima: (a) privatni partner se bira kroz nadmetanje, (b) kontrolu zajedničkog ulaganja zadržava privatni akter, (c) postoji jasna definisanost državnih kontribucija i ograničenja u projektu i (d) postoji jasan dogovor o alokaciji rizika i distribuciji nagrada.
LL@(17490) When many projects that are smaller in scope are integrated and entrusted to one partner so that the costs be reduced and the time of the project realization be short ened, we talk of integrating or consolidating smaller jobs. => Kada se više po obimu manjih projekata objedini i poveri jednom partneru kako bi se smanjili troškovi i trajanje realizacije projekata, radi se o povezivanju ili objedinjavanju manjih poslova.
LL@(17491) Basically, this helps achieve the synergy in the realization of infrastructure projects. => Time se, načelno, postiže sinergija u realizaciji infrastrukturnih projekata.
LL@(17492) Incorporation includes the entrusting of the functions of design, construction, financing, realization and maintenance of facilities to the private partner, most frequently via forming a SPV or a virtual corporation created for a specific project Š17Ë. => Objedinjavanje se odnosi na poveravanje funkcija dizajna, izgradnje, finansiranja, realizacije i održavanja objekata privatnom partneru, najčešće kroz formiranje SPV-a ili virtuelne korporacije kreirane za specifičan projekat Š17Ë.
LL@(17493) With such a model of infrastructure building, the public sector retains its minimalistic requirements: it only needs to form a consortium out of the private sector that will be in charge of the design of qualitative infrastructure attributes, construction of these facilities and, finally, of managing them in the best possible manner Š4Ë. => Sa ovakvim modelom izgradnje infrastrukture, javni sektor zadržava minimalističke zahteve: treba samo izabrati konzorcijum iz privatnog sektora koji će biti zadužen za dizajn kvalitativnih atributa infrastrukture, izgradnju ovih sredstava i, konačno, upravljanje na najefikasniji mogući način Š4Ë.
LL@(17494) The aim of incorporation is to avoid the rivalries and acrymony that sometimes characterise the conventional models of project realization and allow for all the parties to cooperate and collaborate for the good of the project. => Cilj objedinjavanja je izbegavanje suparničkih odnosa i akrimonije koja ponekada karakteriše konvencionalne modele za realizaciju projekata i umesto toga omogućavaju da sve strane rade zajedno i kolaborativno za dobro projekta.
LL@(17495) According to the Deloitte study Š15Ë, this model is especially applicable in the defence sector, where projects are large and inseparable from one another and where well defined outputs are often not allowed to be publicised. => Prema Diloitovoj studiji Š15Ë ovaj model je posebno uotrebljiv u sektoru odbrane, gde su projekti veliki i nerazdvojivi i gde dobro definisani autputi često ne smeju biti objavljeni.
LL@(17496) There are some restraints, though. => Ipak određena ograničenja postoje.
LL@(17497) For example, Iimi Š18Ë states that in case of water supply it is not profitable to create competition for the annual deliveries of less than 400 million m3. => Primera radi, Iimi Š18Ë navodi da u snabdevanju vodom nije isplativo stvarati konkurenciju za godišnje isporuke manje od 400 miliona m³.
LL@(17498) Public-private partnership can be achieved via the integrator function. => Javno privatno partnerstvo je moguće realizovati putem funkcije integratora.
LL@(17499) The competent public entity appoints the partner from the private sector, the integrator, to manage the project throughout its life cycle. => Nadležni javni organ određuje partnera iz privatnog sektora, integratora, koji će upravljati projektom tokom životne faze.
LL@(17500) The integrator has a role of a mediator since it regulates the necessary functions and is paid a defined commission for the job. => Integrator dobija ulogu posrednika, jer uređuje neophodne funkcije, a kao nagradu dobija izvesnu proviziju.
LL@(17501) In case of possible delays in constructions, of excessive costs, poor quality, etc., the state does not sanction the contractors, but the integrator. => Država ne sankcioniše direktno izvođače, već integratora za eventualna kašnjenja u izvođenju radova, preterana trošenja, loš kvalitet i slično.
LL@(17502) The integrator is most often not allowed to perform certain business operations in the infrastructure project execution directly, in order to prevent a possible conflict of interests, or is allowed to participate only in the initial phases (e.g., construction works); later the integrator is assigned a new mediation role. => Najčešće se ne dozvoljava da integrator direktno obavlja poslovne aktivnosti realizacije infrastrukturnog projekta, kako bi se sprečio mogući sukob interesa, ili se dozvoljava njegovo učešće samo u početnim fazama (npr. izgradnji), a kasnije dobija novu posredničku ulogu.
LL@(17503) The market forces are believed to give value for money through competitive biddings for a concession contract or a contract on public procurements. => Veruje se da su tržišne sile te koje obezbeđuju vrednost za novac kroz postupak nadmetanja za ugovor o koncesiji ili javnoj nabavci.
LL@(17504) This is for the reason that bidders are ready to accept the competitive tension and deliver the infrastructure facility or service in a more economical manner than in case there is no competition whatsoever Š7Ë. Competitive partnership can be implemented when the specific nature of the project allows for the ex ante allocation of resources. => Razlog tome je što su ponuđači spremni da prihvate kompetitivnu tenziju, te isporuče infrastrukturni objekat ili uslugu na ekonomičniji način nego u slučajevima kada ne postoji konkurencija Š7Ë. ~~~ Kompetitivno partnerstvo može da se primeni kada specifičnost projekta dozvoljava ex ante alokaciju resursa.
LL@(17505) In such a case the competent regulatory agency may select a number of private partners to compete for new resources. => U tom slučaju, nadležna regulatorna agencija može izabrati više privatnih partnera koji će se boriti za nove resurse.
LL@(17506) The partner for any subsequent project segment will si multaneously be selected, in that the contract will be signed with the party that performed the previous tasks in the best manner. => Simultano će se birati partner za svaki naredni projektni segment i to tako što će ugovor dobiti stranka koja je na najbolji način obavila prethodne zadatke.
LL@(17507) On the other hand, incremental partnership means that certain project business elements can be cancelled or completely stopped if they are estimated as non-productive. => Sa druge strane, inkrementalno partnerstvo podrazumeva da određeni projektni poslovni elementi mogu biti otkazani ili poptuno obustavljeni ukoliko se proceni da su neproduktivni.
LL@(17508) The public sector may issue the permits for the project to be continued incrementally and retain the right to form partnerships with other entities if the previously selected alternative proves inadequate. => Javni sektor može davati dozvole za nastavak projekta inkrementalno i zadržati pravo uspostavljanja partnestva sa drugim subjektima ukoliko se prethodno izabrana alternativa pokaže neodgovarajućom.
LL@(17509) Thus the public partner takes less risk, as it ensures a continual adjustment and the socalled all-inclusive liability is eliminated. => Na ovaj način se smanjuje rizik za javnog partnera, jer se omogućuje kontinuelno prilagođavanje i eliminiše se sveobuhvatno, tzv. all-inclusive obavezivanje.
LL@(17510) Figure 2 presents the prospects of the hybrid public-private partnership models development. => Na slici 2 prikazani su potencijali razvoja hibridnih modela javno-privatnih partnerstava.
LL@(17511) It is important to note that they are mutually exclusive, however, in certain specific circumstances, they may be complementary. => Treba naglasiti, da oni mogu biti međusobno isključivi, ali u određenim specifičnim okolnostima, oni mogu biti i komplementarni.
LL@(17512) Then they can be used simultaneously to improve the efficiency and effectiveness of contracting. => Tada se simultano mogu koristiti kako bi se povećala efektivnost i efikasnost ugovaranja.
LL@(17513) Figure 2. => Slika 2.
LL@(17514) Hybrid public-private partnership models The hybridization options listed in the above-presented model do not close the list. => Hibridni modeli javno-privatnih partnerstava Opcije za hibridizaciju navedene prethodnim modelom ne predstavljaju konačnu listu.
LL@(17515) The risks and uncertainties that profile the infrastructure development are numerous. => Razlog tome je postojanje brojnih rizika i neizvesnosti koje profilišu razvoj infrastrukture.
LL@(17516) Each infrastructure facility and service is characterised by a new set of risks, therefore, the more detailed the list, the larger number of hybrid models will emerge. => Svaki infrastrukturni objekat i usluga karakteriše poseban set rizika i kako ova lista bude detaljnija, tako će i broj hibridnih modela narastati. 5.
LL@(17517) 5. ~~~ Conclusive discussions The development of infrastructure is one of the key activities of any national economy. => Zaključna razmatranja Razvoj infrastrukture predstavlja jednu od ključnih aktivnosti svake nacionalne ekonomije.
LL@(17518) The traditional approaches to financing based on direct project financing become inadequate; hence it is necessary that in the provision of infrastructure services a model of public-private partnership be implemented. => Tradicionalni pristupi finansiranju koji se zasnivaju na direktnom finansiranju projekata postaju neadekvatni, te je potrebno primeniti model javno-privatnog partnerstva za proviziju infrastrukturnih usluga.
LL@(17519) The forms of public-private partnership arrangements are numerous. => Aranžmani javno-privatnog partnerstva se javljaju u brojnim formama.
LL@(17520) A potentially useful concept of infrastructure development, public-private partnership can be adjusted to individual needs and characteristics of every single project and/or project partner. => Kao potencijalno koristan koncept za razvoj infrastrukture, javno-privatno partnerstvo se prilagođava individualnim potrebama i karakteristikama svakog projekta i projektnog partnera.
LL@(17521) Here, it is important to note that the basic principles, approaches and techniques implemented in public-private partnership may be enriched by the introduction of specific clauses in contracts. => U ovom smislu, važno je istaći da osnovna načela, pristupi i tehnike oje se primenjuju u javno prvatnom partnerstvu mogu biti obogaćenje uključivanjem posebnih klauzula u ugovorima.
LL@(17522) Thus a basic model can take in new contents to grow into an entirely new hybrid public-private partnership model. => Time se od osnovnog modela može dobiti potpuno sadržinski nov hibridni model javno-privatnog partnerstva.
LL@(17523) The extent to which the concept itself of public-private partnership should be moderated depends on the set of specific circumstances in which a given infrastructure project is executed. => Do koje mere treba imoderirati sam koncpet javnoprivatnog partnerstva zavisi od seta specifičnih okolnosti u kojima se realizuje određeni infrastrukturni projekat.
LL@(17524) It is important to note that the situational approach is the only valid approach in the selection of an adequate public-private partnership model. => Treba posebno istaći da je situacioni pristup jedini validan prilikom selekcije adekvatnog modela javno-privatnog partnerstva.
LL@(17525) The situational approach means a selection of an optimal solution on an ad hoc basis. => Situacioni pristup podrazumeva izboru optimalng rešenja na ad hoc osnovi.
LL@(17526) The key criteria characterising the moderation of the concept are numerous. => Ključni kriterijumi koji karakterišu moderaciju koncepta su brojni.
LL@(17527) It is especially important to note that a long-term cooperation, a real risk allocation and the liability transfer for certain operations segments should result into a higher quality of infrastructure facilities construction and infrastructure services provision, to the benefit of all the participants. => Posebno treba naglasiti da dugoročna kooperacija, realna alokacija rizika i transfer odgovornosti za određene segmente operacija treba da rezultira većim kvalitetom izgradnje infrastrukturnih objekata i pružanja infrastrukturnih usluga u korist svih aktera.
LL@(17528) REFERENCES Š1Ë Miller, J.B. Applying Multiple project Procurement Methods to a Portfolio of Infrastructure Projects, Procurement Systems: A Guide to Best Practice in Construction, E&N Spon, 1999. => LITERATURA Š1Ë Miller, J.B. Applying Multiple project Procurement Methods to a Portfolio of Infrastructure Projects, Procurement Systems:
LL@(17529) Š2Ë Milosavljevic, M. and Benkovic, S. Modern Aspects of Public Private Partnership, Perspectives of Innovations, Economics and Business, Vol. 3, pp 2528, 2009. ~~~ Š3Ë Kwak, Y. H. Chih Y. Y. and Ibbs C. W. => A Guide to Best Practice in Construction, E&N Spon, 1999. Š2Ë Milosavljevic, M. and Benkovic, S. Modern Aspects of Public Private Partnership, Perspectives of Innovations, Economics and Business, Vol.
LL@(17530) Towards a Comprehensive Understanding of Public Private Partnerships for Infrastructure Development, California Management Review, Vol.51, No.2, 2009 Š4Ë Martimor, D. and Pouyet, J. => 3, pp 25-28, 2009. ~~~ Š3Ë Kwak, Y. H. Chih Y. Y. and Ibbs C. W. Towards a Comprehensive Understanding of Public Private Partnerships for Infrastructure Development, California Management Review, Vol.
LL@(17531) To Build or Not to Build: Normative and Positive Theories of Publicprivate Partnership, International Journal of Industrial Organization, Volume 26, Issue 2, pp 393411, 2008. => No.2, 2009 Š4Ë Martimor, D. and Pouyet, J. To Build or Not to Build: ~~~ Normative and Positive Theories of Publicprivate Partnership, International Journal of Industrial Organization, Volume 26, Issue 2, pp 393411, 2008.
LL@(17532) Š5Ë Minow, M. Public and private partnerships: Accounting for the new religion. => Š5Ë Minow, M. Public and private partnerships: ~~~ Accounting for the new religion.
LL@(17533) Harvard Law Review. => Harvard Law Review.
LL@(17534) Vol. 116, pp 1229-1237, 2003. => Vol. ~~~ 116, pp 1229-1237, 2003.
LL@(17535) Š6Ë Grimsey, D. and Lewis, M. => Š6Ë Grimsey, D. and Lewis, M. Are Public Private Partnership Value for Money?:
LL@(17536) Are Public Private Partnership Value for Money?: Evaluating alternative approaches and comparing academic and practitioner views, Accounting Forum, Vol. 29, Issue 4, pp 345-378, 2005. => Evaluating alternative approaches and comparing academic and practitioner views, Accounting Forum, Vol. ~~~ 29, Issue 4, pp 345-378, 2005.
LL@(17537) Š7Ë Hodge, G. and Greve, C. => Š7Ë Hodge, G. and Greve, C. The Challenge of Public Private Partnerships:
LL@(17538) The Challenge of Public Private Partnerships: Learning from International Exerience, Edward Elgar Publishing Ltd, 2005. => Learning from International Exerience, Edward Elgar Publishing Ltd, 2005. Š8Ë HM Treasury PFI:
LL@(17539) Š8Ë HM Treasury PFI: Meeting the Investment Challenge, (Accessible online at: www.hm-treasury.gov.uk/media/648B2/PFI_604.pdf), 2003. ~~~ Š9Ë Akintoye, A. Beck, M. and Hardcastle, C. Public Private Partnerships: Managing Risks and Opportunities, Blackwell Publishing Company, 2003. => Meeting the Investment Challenge, (Dostupno onlajn na adresi: www.hmtreasury.gov.uk/media/648B2/PFI_604.pdf), 2003. Š9Ë Akintoye, A. Beck, M. and Hardcastle, C. Public Private Partnerships:
LL@(17540) Š10Ë Hemming, R. Public-Private Partnerships, Government Guarantees, and Fiscal Risk, International Monetary Fund, Washington, DC, 2006. ~~~ Š11Ë The World Bank, World Bank Group Private Sector Development Strategy Implementation Progress Report, Washington DC, 2003. ~~~ Š12Ë European Commission, Guidelines for Successful Public Private Partnership, 2003. ~~~ Š13Ë Milosavljević, M. i Benković, S. Implementacija mehanizma koncesije za razvoj infrastrukture, Management časopis za teoriju i praksu menadžmenta, Vol. 55, str. => Managing Risks and Opportunities, Blackwell Publishing Company, 2003. Š10Ë Hemming, R. Public-Private Partnerships, Government Guarantees, and Fiscal Risk, International Monetary Fund, Washington, DC, 2006. Š11Ë The World Bank, World Bank Group Private Sector Development Strategy Implementation Progress Report, Washington DC, 2003. Š12Ë European Commission, Guidelines for Successful Public Private Partnership, 2003. Š13Ë Milosavljević, M. i Benković, S. Implementacija mehanizma koncesije za razvoj infrastrukture, Management časopis za teoriju i praksu menadžmenta, Vol.
LL@(17541) 35-42, 2010. => 55, str. 35-42, 2010.
LL@(17542) Š14Ë Zulhabri I, Torrance J, Efficient Risk Allocation in Project Finance, Planning & Surveying, Universiti Teknologi MARA, Faculty of Architecture, Selangor, Malaysia, pp 19, 2005. => Š14Ë Zulhabri I, Torrance J, Efficient Risk Allocation in Project Finance, Planning & Surveying, Universiti Teknologi MARA, Faculty of Architecture, Selangor, Malaysia, pp 19, 2005.
LL@(17543) Š15Ë Deloitte, Closing Americas Infrastructure Gap: The Role of Public Private Partnership, A Deloitte Research Study, www.deloitte.com, 2009. => Š15Ë Deloitte, Closing Americas Infrastructure Gap:
LL@(17544) Š16Ë Merna, T. and Njiru, C. Financing Infrastructure Projects, Thomas Telford Publishing, London, 2002. => The Role of Public Private Partnership, A Deloitte Research Study, www.deloitte.com, 2009. Š16Ë Merna, T. and Njiru, C. Financing Infrastructure Projects, Thomas Telford Publishing, London, 2002. Š17Ë Grimsey, D. and Lewis, M. Public Private Partnerships:
LL@(17545) Š17Ë Grimsey, D. and Lewis, M. Public Private in Partnerships: The Worldwide Revolution Infrastructure Provision and Project Finance, Edward Elgar Publishing Ltd, 2004. => The Worldwide Revolution in Infrastructure Provision and Project Finance, Edward Elgar Publishing Ltd, 2004. Š18Ë Iimi, A. (Un)Bundling Public-Private Partnership Contracts in the Water Sector:
LL@(17546) Š18Ë Iimi, A. (Un)Bundling Public-Private Partnership Contracts in the Water Sector: Competition in Auction and Economy of Scale in Operation, The World Bank Policy Research Paper 4459, Finance, Economics and Urban Development Department, pp 18, 2008. => Competition in Auction and Economy of Scale in Operation, The World Bank Policy Research Paper 4459, Finance, Economics and Urban Development Department, pp 18, 2008. ~~~ Modelovanje lažnih investicionih fondova primenom Petrijevih mreža UDK:
LL@(17547) Modeling the Fraud-like Investment Founds by Petri Nets UDC: 336.1.07 ; 658:004.42.045 ; 519.179.2 Daniel Ciuiu1, 2 1Technical University of Civil Engineering, Bucharest, Romania 2Romanian Institute for Economic Forecasting, Bucharest, Romania e-mail: dciuiu¿yahoo.com XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia In this paper we model the fraud-like investment founds using place-transition Petri nets. => 336.1.07 ; 658:004.42.045 ; 519.179.2 Daniel Ciuiu1, 2 1 Mašinski fakultet, Bukurešt, Rumunija 2 Rumunski institut za ekonomske prognoze, Bukurešt, Rumunija e-mail: dciuiu¿yahoo.com XII Internacionalni Simpozijum SymOrg 2010, 09.-12. ~~~ Jun 2010, Zlatibor, Srbija U ovom radu izrađujemo model lažnih investicionih fondova primenom Petrijevih mreža pozicija (mesta) i tranzicija.
LL@(17548) We will also classify the business using regression line in order to find the possible fraud-like investment founds. => Takođe ćemo izvršiti klasifikaciju firmi primenom regresije da bismo proverili da li postoje mogući lažni investicioni fondovi.
LL@(17549) In these regression lines we compute analytical the mark of a place in function of some other elements of the Petri net, and next we express this value in function of the same elements using regression. => U ovoj regresiji analitički ćemo izračunati markere (stanja, nišane, prim.prev.) pozicija na kojima se stiču neki drugi elementi Petrijeve mreže, a onda ćemo izraziti ovu vrednost u funkciji ovih istih elemenata primenom regresije.
LL@(17550) From the identity of the coefficients we find a ratio between two weights of arcs. => Na osnovu istovetnosti koeficijenata naći ćemo odnos između dve težine (pondera) strelica.
LL@(17551) We make also a program where the marks and transitions are implemented as classes for Petri nets, and, using the heritage mechanism we extend the Petri net to Petri net with priorities. ++C ( )FT,S, 1. => Takođe razvijamo program gde su pozicije i tranzicije upotrebljene kao klase za Petrijeve mreže i iskoristićemo mehanizam nasleđa da proširimo Petrijeve mreže na Petrijeve mreže prioriteta. ++C 1.
LL@(17552) Introduction Definition 1 (Š6Ë). => Uvod Definicija 1 (Š6Ë).
LL@(17553) It is called Petri net the triplet N = 1) S and T are disjoint sets. ×∪×⊂ STTSF is a binary relation. , where: ( )F,T,SN = Definition 2 (Š6Ë). => Naziva se tročlana Petrijeva mreža N = 1) S i T predstavljaju rastavljene skupove. predstavlja binarni odnos. ~~~ STTSF ×∪×⊂ ( )FT,S, , gde: ( )F,T,SN = Definicija 2 (Š6Ë).
LL@(17554) Let be a Petri net. => Uzmimo da predstavlja Petrijevu mrežu. 1) N je neprazno ako je .
LL@(17555) Φ≠∪ TS 1) N is nonempty if . ∪= TSX 2) N is finite if is finite . => Φ≠∪ TS 2) N je konačno ako je konačno.
LL@(17556) Φ=∩ ∪=∈ x x TSXx 3) is pure if for any we have , š ćF ćF ) ( ) ∈ ∈ y,xXy x where and . = Xy,x ∈ x y and 4) is simple if for any such that š x,yXy ∈= x ∈= ( x = x = y we have . => TSX 3) N je čisto ako za svako dobijamo š x,yXy ∪= TSXx ćF ∪=∈ ) ∈ Φ=∩ x ∈= x x š y,xXy , gde je a ( ∈= x ćF . ) ∈ ( 4) N je prosto ako za svako tako da = x = y x y and Xx ∈ Φ= Element je izolovan za .
LL@(17557) Xx ∈ Φ= The element is isolated if . x ∪ x y Definition 3 (Š6Ë). => Xy,x ∈ x = i dobijamo . y ∪ x x Definicija3 (Š6Ë).
LL@(17558) It is called place-transition Petri net the quintuple (S,T,F,K,W), where: 1) (S,T,F) is a Petri net. => Zove se petočlana Petrijeva mreža pozicija i tranzicija (S,T,F,K,W), gde:
LL@(17559) 2) is the capacity function of the Petri š ć∞∪→ ∗N S:K net. => 1) (S,T,F) predstavlja Petrijevu mrežu. 2) predstavlja funkciju kapaciteta š ć∞∪→ ∗N S:K Petrijeve mreže.
LL@(17560) F:W ∗→ N is the weight function of the Petri net. ~~~ 3) In this case S is called the places set, and T is called the transitions set. => F:W Petrijeve mreže. ∗→ N 3) predstavlja funkciju pondera U ovom slučaju S se naziva skup pozicija, a T predstavlja skup tranzicija.
LL@(17561) If the functions K and W are constant 1, S is the conditions set, T is the events set, and the obtained Petri net is a condition-event Petri net. t − ( )W,K,F,T,S=Σ Let a place-transition Petri net and Tt ∈ one of its transitions. => Ako su funkcije K i W konstantno 1, predstavlja skup uslova, T predstavlja skup događaja, a dobijena Petrijeva mreža postaje Petrijeva mreža uslova i događaja. ( Tt ∈ )W,K,F,T,S=Σ Uzmimo da je Petrijeva mreža pozicija i tranzicija, a jedan od prelaza na njoj.
LL@(17562) We denote by , and − ∆t the functions and such t ( ) )t,sWs ( )s = that , and . −t +t , + ∗ ∗→ → N ∆ F: t, F:t Z ( ) ( ( ) )s,tWs + + − =∆ = t t s t t )W,K,F,T,S=Σ Definition 4 (Š6Ë). => Pu+ − → N tem , i ∆t određujemo funkcije −t +t t, , ( ) )s,tWs ∗→ = ∆ t F:t i tako da , a Z ( ) + − =∆ − t s t ( ) )t,sWs = F: ( ( )s . t + ( − t t Definicija 4 (Š6Ë).
LL@(17563) Let be a place-transition Petri net. => Uzmimo da je Petrijeva mreža pozicija i tranzicija.
LL@(17564) It is called mark of the net a function ( ) ( )sKsM ≤ S:M . such that for any we have ∗→ N Ss∈ ( ( − Graphically the places of a place-transition Petri net are represented by circles, the transitions by rectangles and the arcs (the elements of ) by oriented lines. => Na mreži je marS: ~~~ M ker funkcija tako da za svako ( ) ( )sKsM ≤ dobijamo . ∗→ N Ss∈ )W,K,F,T,S=Σ ( Grafički prikazano, pozicije na Petrijevoj mreži pozicija i tranzicija predstavljene su krugovima, tranzicije su predstavljene pravougaonicima, a spojnice (elementi F) strelicama.
LL@(17565) The capacities different of are written between parentheses after the places labels, and the weights different of ∝ are written on the corresponding lines. => Kapaciteti koji se razlikuju od pišu se između zagrada posle odrednica pozicija, a ponderi čija je vrednost različita od ∝ beleže se na odgovarajućim strelicama.
LL@(17566) The marks are represented by points in the places where they are positive. => Markeri su predstavljeni tačkama na pozicijama na kojima imaju pozitivnu vrednost.
LL@(17567) If a mark is large we represent only a point and its value. => Ako je marker veliki, predstavljamo samo tačku i njenu vrednost.
LL@(17568) Definition 5 (Š6Ë). => Definicija 5 (Š6Ë).
LL@(17569) Let (S,T,F,K,W) be a place-transition Petri net. ~~~ Tt ∈ 1) A transition ( ) )t,sWsM ≥ ) ( is enabled to fire at the mark M t (or it has concession at the mark M) if for any ( we have (the resources of the precedents are large enough), and for any we have ( ) ( )sKs,tWsM + (if we add the resources produced by t to its successors we do not exceed the capacity). ∈ ∈ ≤ s s t 2) The mark M' is produced by firing of the transition t at the mark M if for any ( ( ) )t,sWsMsM ( ) ′ = − ( ( ) )s,tWsMsM ( ) ′ = + ( ) ( )sMsM = ′ have . ∈ s t we have s ∈ t and for any , and for the other we have Ss∈ we ′ Σ [ ΣtM [ MtM [ ( ) Σ tMTtM,T The first part of the above definition is the enabling rule and the second part is the firing rule. => Uzmimo da je (S,T,F,K,W) Petrijeva mreža pozicija i tranzicija. 1) Tranzicija okida na markeru M (ili ima ∈ t odobrenje na markeru M) ako za svako dobijamo (resursi precedenata su dovoljno veliki), a za svako dobijemo ( ) ( )sKs,tWsM + proizveo njegovim sledbenicima u sekvenci, ne prevazilazimo kapacitet). (ako dodamo resurse koje je Tt ∈ ( ) )t,sWsM ≥ ) ∈ ( ( ≤ s s t 2) Marker M' nastake okidanjem tranzicije t na ∈ s t markeru M ako za svako dobijamo ( ) )t,sWsMsM ( ) ′ − = ( ) )s,tWsMsM ( ) ′ = + ( )sMsM = ( ) ′ . a za svako dobijemo , a za druge dobijamo ∈ t s Ss∈ ( ( ∗ Prvi deo gorenavedene definicije predstavlja pravilo osposobljavanja, dok drugi deo predstavlja pravilo okidanja.
LL@(17570) We denote by the fact that the transition t is enabled to fire at the mark M and by he fact that the mark M' is produced by firing of the transition t at the mark M. ~~~ We denote also by . ~~~ If there is no confusion about the Petri net Σ can be omitted. ~~~ Definition 6(Š6Ë). => Pomoću određujemo činjenicu da tranzicija ima potencijal da okine na markeru M a po [ ΣtM ′ [ MtM Σ [ ( Σ tMTtM,T moću pokazujemo da marker M' nastaje okidanjem tranzicije t na markeru M. Takođe, određujemo . ako oko Petrijeve mreže nema konfuzije, Σ se može izostaviti. ćΣ ∈= š ) Definicija 6(Š6Ë).
LL@(17571) Let Σ be a place-transition Petri net and M a mark of it. ~~~ 1) ∗∈ Tw exist the marks M0 = M, M1,..., Mn such that is a sequence of transitions from M if there ćΣ ∈= š [ i and . => Uzmimo da je Σ Petrijeva mreža pozicija i tranzicija, a M marker na njoj. 1) predstavlja niz tranzicija M ako postoje ∈ Tw markeri M0 = M, M1,..., Mn tako da = tw t [ ΣwM .
LL@(17572) We denote this by MtM i Σ + 1i t... − 1n = tw t [ ΣwM . => MtM − 1n t... + 1i [ Σ i i a .
LL@(17573) 2) The mark M' is accessible from M if there exists a sequence of transitions w as above such that nMM =′ [ MwM ′ . => Ovo beležimo kao 2) Markeru M' može se pristupiti iz M ako postoji niz tranzicija w kao gore, tako da .
LL@(17574) We denote this by . ~~~ Σ In the above definition we accept also the empty se[ M quence λ: we have and . => Ovo [ MwM ′ određujemo kao . nMM =′ Σ U gornjoj definiciji takođe prihvatamo praznu se[ M kvencu λ: dobijamo i .
LL@(17575) M Σλ [ ΣλM Definition 7(Š6Ë). => M Σλ [ ΣλM Definicija 7(Š6Ë).
LL@(17576) It is called marked place-transition Petri net or place-transition Petri system the pair )0M,Σ=γ M0 an initial mark of Σ. where Σ is a place-transition Petri net and ( Definition 8(Š6Ë). => Naziva se markirana Petrijeva mreža pozicija i tranzicija ili Petrijev sistem pozicija i tranzicija par gde Σ predstavlja Petrijevu mrežu pozicija i tranzicija a M0 početni marker Σ. )0M,Σ=γ ( Definicija 8(Š6Ë).
LL@(17577) A marked place-transition Petri net [ ( ( ) ∈∀ MM sMSs is without contact if ( ) ( ))sKs,tWsM ( ) ( + ≤ . t,sW ] )( ∈∀ )( ∈∀ Tt ) ( ⇒ ) ≥ Therefore if a transition is not enabled to fire at a given mark this happens only because of the lack of resources, not because of overtake a capacity. => Markirana Petrijeva mreža pozicija [ ] ( )( )Tt ∈∀ ∈∀ MM i tranzicija nema kontakt ako ( ) ( ) )( ( ) )sKs,tWsM ∈∀ + ≤ t,sWsMSs . . ( ) ) ( ⇒ ) ( ≥ Stoga, ako ako tranzicija nije osposobljena da okine na datom markeru, ovo se događa samo usled nedostatka resursa, a ne zato štp je kapacitet prevaziđen.
LL@(17578) If the transitions are produced sequentially we have a sequential evolution of the place-transition Petri net. => Ako tranzicije nastaju u nizu, imamo sekvencijalnu evoluciju Petrijeve mreže pozicija i tranzicija.
LL@(17579) If some transitions are produced in the same time we have a parallel evolution of the net. => Ako neke tranzicije nastaju istovremeno, evolucija tranzicije je paralelna.. .
LL@(17580) Definition 9(Š6Ë). => Definicija 9(Š6Ë).
LL@(17581) Let Σ be a place-transition Petri net TA ⊆ without contact, M a mark of it and . ~~~ 1) A is a set of transitions parallel enabled to fire at Mt the mark M (in Σ) if . ≤ ∑ − ∈ At 2) The mark M' is produced by parallel firing of the set of transitions A at the mark M (in Σ) if MM ∆∑+ t . =′ ∈ At Remark 1. => Uzmimo da je Σ Petrijeva mreža pozicija i tranzicija bez kontakta, M je njen marker, a TA ⊆ 1) A predstavlja skup tranzicija paralelno osposo≤ 2) Marker M' nastaje paralelnim okidanjem skupa bljenih da okinu na markeru M (u Σ) za Mt ∆∑+ tranzicija A na markeru M (u Σ) za . t ∈ At MM ∑ − ∈ At =′ . ~~~ Primedba 1.
LL@(17582) The above definition is given only for Petri nets without contact, but this definition can be extendM ed by the condition (condition to not overtake the capacities). ∑+ ∈ At K ≤ + t )W,K,F,T,S=Σ Definition 10(Š6Ë). => Gore navedena definicija važi samo za Petrijeve mreže pozicija i tranzicija bez kontakta, ali se K ova definicija može proširiti uslovom (uslov ne prevazilazi kapacitete). ∑+ ∈ At M ≤ + t )W,K,F,T,S=Σ ( Definicija 10(Š6Ë).
LL@(17583) Let a place-transićn š T = s tion Petri net with and . => Uzmimo da je ćm ,..., s Petrijeva mreža pozicija i tranzicija sa T = i .
LL@(17584) The incidence matrix of Σ is the m × n matrix IΣ such that for any ćm m,1i = S = ( )i j s ( ,..., n,1j = ( ) j,i and ∆= ,..., š t s Σ I t t . => Matrica događaja Σ predstavlja m × n m,1i = matricu IΣ tako dat za svako i n,1j = ( )i j s ( ) j,i ćn š s S = ∆= ,..., š t Σ I t t .
LL@(17585) Theorem 1(Š6Ë). => Teorema 1(Š6Ë).
LL@(17586) Let Σ be a place-transition Petri net and two marks of it, M1 and M2 represented as m vectors. => Uzmimo da je Σ Petrijeva mreža pozicija i tranzicija i njene dve markere, M1 i M2 predstavljene kao m vektori.
LL@(17587) The mark M2 is accessible from M1 if and only if f there exists a n vector f such that . + IMM = ⋅ Σ From the proof of the above theorem we know (see Š6Ë) that fi is the number of appearances of ti in w such that MwM [ . ~~~ Σ )W,K,F,T,S=Σ ( Definition 11(Š6Ë). => Markeru M2 može se pristupiti sa M1 ako i samo ako postoji n vektor f tako da + IMM = f ⋅ Σ . Σ [ Na osnovu dokaza gorenavedene teoreme (videti Š6Ë) da je fi broj pojavljivanja ti u w tako da . ( MwM )W,K,F,T,S=Σ Definicija 11(Š6Ë).
LL@(17588) Let be a placetransition Petri net with the incidence matrix IΣ . ~~~ 1) The vector with integer components J is an S in 2) The support of the S invariant J is the set JT ⋅ Σ I = variant if . ć0 . š s JS ∈ = ≠ P J i i 3) The S invariant J is nonnegative if . => Uzmimo da je Petrijeva mreža pozicija i tranzicija sa matricom događaja IΣ. 1) Vektor sa m komponentama vrednosti celog broja J predstavlja S stalnu vrednost za . ⋅ Σ I 2) Podrška S stalnoj vrednosti J jeste skup JT = š s i = P J ∈ JS i ≠ ć0 . 3) S nepromenljiva J je nenegativna za .
LL@(17589) 4) The S invariant J > 0 is minimal if there exists not J ≥ J an S invariant J' such that . ~~~ 5) The place-transition Petri net generated by the S << 'J ( )'W,'K,'F,'T,'S ' =Σ where invariant J is the Petri net S =′ JP a) . ∪= 'T 'S'S b) . ( ( ) )'S'T ×∪×∩= F'F 'T'S c) . ~~~ 'SK'K = d) . => 4) S nepromenljiva J > 0 je minimalna ako ne po J stoji S stalna vrednost J' tako da . 'J << J ≥ 5) Petrijeva mreža pozicija i tranzicija generisana po ( )'W,'K,'F,'T,'S moću S stalne vrednosti J predstavlja Petrijevu ' =Σ mrežu gde S =′ JP a) . ∪= 'T 'S'S b) . ( ( ) )'S'T ×∪×∩= F'F 'T'S c) . 'SK'K = d) . 'FW'W = e) . ) ( Na osnovu postojanja pozitivnih S stalnih vrednosti možemo da zaključimo da možemo da damo pondere pozicijama pomoću vektora g tako da za svaki marker M i M dostupan sa M dobijamo (videti Š6Ë).
LL@(17590) 'FW'W = e) . ) ( ⋅ T 'MgMg From the existence of positive S invariants we can conclude that we can give weights to the places by a vector g such that for any marks M and M accessible from M we have (see Š6Ë). => Stoga za svaki početni marker M0 (koja predstavlja početne resurse u modelu sistema) ponderisani resursi dela sistema predstavljani Pj ostaju konstantni.
LL@(17591) Therefore for any initial mark M0 (which represents the initial resources of the modeled system) the weighted resources of the part of the system represented by Pj remains constant. => Ako je S stalna vrednost minimalna, ponderi su minimalni za pozicije koje su obuhvaćene.
LL@(17592) If the invariant is minimal then the weights are minimal for the involved places. = T ⋅ The set of S invariants is a Z module i.e. it has the properties of a vector space, but instead of a field we have only a ring, namely Z. )W,K,F,T,S=Σ ( D efinition 12(Š6Ë). => T 'MgMg = T ⋅ ⋅ Skup S stalnih vrednosti predstavlja Z modul, t.j., ima svojstva vektorske pozicije, ali umesto polja dobijamo samo prsten (krug), naime Z. )W,K,F,T,S=Σ Definicija 12(Š6Ë).
LL@(17593) Let be a placetransition Petri net with the incidence matrix IΣ. => Uzmimo da je Petrijeva mreža pozicija i tranzicija sa matricom događaja IΣ. 1) Vektor sa komponentama vrednosti celog broja J ( =⋅Σ predstavlja T nepromenljivu za .
LL@(17594) 1) The vector with n integer components J is a T in 2) The support of the T invariant J is the set I J =⋅Σ variant if . ć0 JT ∈ ≠ = š t i P J i . => 2) Podršku T nepromenljivoj J predstavlja J I š t i = P J ∈ JT i ≠ ć0 . J ≥ 3) T nepromenljiva J je ne-negativna za .
LL@(17595) 3) The T invariant J is nonnegative if . ~~~ 4) The T invariant J > 0 is minimal if there exists no J ≥ J T invariant J' such that . ~~~ 'J << 5) The place-transition Petri net generated by the where T invariant J is the Petri net ( )'W,'K,'F,'T,'S ' =Σ JP'T = a) . ∪ 'T'T 'S b) . ( ( )'S'T ) F'F 'T'S c) . ~~~ 'SK'K = d) . ~~~ 'FW'W = e) . = ×∪×∩= ) ( Suppose there exists a positive T invariant J and for a given mark M there exists a sequence of transitions from M that contains the transitions of PJ with the corresponding multiplicities of J, and only these transi tions. => 4) T nepromenljiva J > 0 ima minimalnu vrednost ako J ne postoji T nepromenljiva J' tako da . 'J << 5) Petrijeva mreža pozicija i tranzicija generisana T nepromenljivom J predstavlja Petrijevu mrežu ' =Σ ( )'W,'K,'F,'T,'S gde = ×∪×∩= JP'T = a) . ∪ 'S 'T'T b) . ( ( ) )'S'T 'T'S F'F c) . 'SK'K = d) . 'FW'W = e) . ) ( Pretpostavimo da postoji T nepromenljiva J I da za dati marker M postoji niz tranzicija of M koje sadrži tranzicije PJ sa odgovarajućim multiciplitetima J, I samo ovim tranzicijama.
LL@(17596) In this case the mark M can be reproduced after a finite number of transitions (we apply theorem 1). => U ovom slučaju marker M može se reprodukovati posle konačnog broja tranzicija (primenjujemo teoremu 1).
LL@(17597) The minimality of a T invariant means that the mark is reproduced after a minimum number of appearances of the involved transitions. => Minimalna vrednost nepromenljive znači da se marker reprodukuje posle minimalnog broja pojavljivanja obuhvaćenih tranzicija.
LL@(17598) If there exists no sequence of transitions from M as above for a minimal T invariant M can not be reproduced after a finite number of transitions. => Ako ne postoji niz tranzicija od M kao gore za minimalnu nepromenljivu. ~~~ M se ne može reprodukovati posle konačnog broja tranzicija.
LL@(17599) The set of T invariants is also a Z module. => Skup T nepromenljivih takođe predstavlja Z modul.
LL@(17600) Example 1(Š6Ë). => Primer 1(Š6Ë).
LL@(17601)  => Pogledajmo sledeći model proizvođačpotrošač:
LL@(17602) Consider the following producer-consumer model: Picture 1: Petri net for a producer-consumer model In the above Petri net the interpretation of the elements is as follows. s1 is a signal that the producer is ready to produce. s2 is a signal that the producer is ready to send the products. s3 is a buffer (capacity is ). s4 is a signal that the consumer is ready to receive the products. s5 is a signal that the consumer is ready to consume. t1 is the production activity. t2 is the sending to buffer activity. t3 is the receiving from buffer activity. t4 is the consumption activity. )T M = ( 0,1,2,0,1 The transitions t1 and t3 are parallel enabled to fire at the initial mark . => Slika 1: ~~~ Petrijeva mreža za model proizvođač-potrošač U gore prikazanoj Petrijevoj mreži elemente tumačimo na sledeći način: s1 predstavlja signal da je proizvođač spreman da proizvodi. s2 predstavlja signal da je proizvođač spreman da pošalje proizvode. s3 predstavlja odbojnik (kapacitet je ). s4 predstavlja signal da je potrošač spreman da pri hvati proizvode. s5 predstavlja signal da je potrošač spreman da ku pi proizvode. t1 predstavlja proizvodnu aktivnost. t2 predstavlja aktivnost slanja ka odbojniku. t3 predstavlja aktivnost prijema na odbojniku. t4 predstavlja aktivnost korišćenja proizvoda. )T M = ( 0,1,2,0,1 Tranzicije t1 i t3 su paralelno osposobljene da okidaju na inicijalnom markeru .
LL@(17603) We notice that after the fire of t1 t2 is enabled to fire only after we reduce the mark of s3 (the buffer) by firing t3 (receiving from buffer). => Zapažamo da posle okidanja t1 t2 je osposobljeno da okine samo ako smanjimo marker s3 (odbojnik) okidanjem t3 (prijem sa odbojnika).
LL@(17604) Therefore the producer can not produce as many items he wants while the consumer does not empty the buffer by consumption. => Stoga proizvođač ne može da proizvede onoliki broj primeraka koliko želi dok potrošač svojom potrošnjom ne isprazni odbojnik.
LL@(17605) After firing t3 this transition is no more enabled to fire: it must be fired first t4: effective consumption. ~~~ I =Σ − The incidence matrix is       ( ⋅ x,x,0,x,x2 The S invariants are with ( )T0,0,0,1,2 the minimal S invariants and . ( )T1,1,0,1,2 ( )T1,1,0,0,0 g = We notice that we can take ,      −  )T − − = J . which can be considered as an equilibrium between offer and demand. => Posle okidanja t3 ova tranzicija više nije sposobna da okida: prvo mora da okine t4: efektivna potrošnja.     Matrica događaja je .  −  − − −       =Σ I J = ( )T ⋅ x,x,0,x,x2 S nepromenljive su sa mini2 ( )T0,0,0,1,2 ( )T1,1,0,0,0 malnim S nepromenljivim i . ( )T1,1,0,1,2 g = Zapažamo da možemo da uzmemo , koje se može smatrati ravnotežom između ponude I potražnje.
LL@(17606) J = ( x,x,x,x ( )T2,2,1,1 The T invariants are with the minimal T invariant . => T nepromenljive su sa minimalnim T nepromenljivim .
LL@(17607) Therefore if we fire two times the sequence t3 , t4 we empty the buffer, and after we fire t1 and t2 we reproduce the initial mark. )T We present now some extensions of the Petri nets. , ( Definition 13(Š6Ë). => Tako da ako okinemo dva puta niz t3 , t4 ispraznićemo odbojnik, a kada okinemo t1 i t2 reprodukujemo početni marker. ( J = x,x,x,x ( )T2,2,1,1 )T Sada ćemo predstaviti prošireni oblik Petrijevih mreža.. , ( )ρΣ=γ Definicija 13(Š6Ë).
LL@(17608) A Petri net with priorities is a couple )ρΣ=γ where Σ is a Petri net and ρ is a partial order relation on the transitions set T. ~~~ The signification of the order relation ρ is that if t1ρt2 the transition t2 has higher priority in firing than t1. => Petrijeva mreža sa prioritetima je par gde Σ predstavlja Petrijevu mrežu, a ρ predstavlja delimični red odnosa skupa T. Značaj reda odnosa ρ jeste da za t1ρt2 tranzicija t2 ima veći prioritet okidanja u odnosu na t1.
LL@(17609) A transition t is p enabled to fire at the mark M (in ) L [ ΣtM if and for any t' such that we have not tρt'. => Tranzicija t je p osposobljena da okida na markeru M (u ) za I za svako t' tako da nemamo tρt'.
LL@(17610) We denote this by . p, [ Σ'tM [ tM γ A mark M' is p produced by firing of the transition t at the mark M if and . => Ovo izražavamo kao . p, [ ΣtM [ tM γ [ Σ'tM L . p, [ tM γ [ 'MtM Σ Marker M' je p nastao okidanjem tranzicije t na mar[ keru M za i .
LL@(17611) We denote this [ 'MtM p,γ by . [ 'MtM Σ [ tM γ p, ( )Q,Σ=γ Definition 14(Š6Ë). => Ovo izražavamo kao 'MtM p,γ Definicija 14(Š6Ë).
LL@(17612) A Petri net controlled by queues is a couple where Σ is a Petri net and Q is the set of queues with transitions that appear only once in the queue. ( )Q,Σ=γ Qq ∈ Let a Petri net controlled by queues, M a mark of Σ and a queue with above properties. => Petrijeva mreža kontrolisana redovima je par gde Σ predstavlja Petrijevu mrežu, a Q predstavlja skup redova sa tranzicijama koje se javljaju samo jednom u redu. )Q,Σ=γ ( )Q,Σ=γ ( Uzmimo da je Petrijeva mreža kontrolisana redovima, M je marker Σ ad predstavlja red sa Qq ∈ gore navedenim karakteristikama.
LL@(17613) The transition t is Q enabled to fire at (M, q), and we [ tM ∑ , if and t is the first transidenote it by tion enabled to fire in q. [ ΣtM Q, iQ,Σ ( )'q,'M , if , )'q,'M ( and q' is obtained from q as follows: Q'q ∈ If M' is a mark of Σ and is a queue with above ( )q,M ′ ′ is Q produced by firing properties we say that of the transition t at (M,q), and we denote it by )[ )[ ( ( tq,M tq,M [ 'MtM Σ (a) We remove t from q (b) We add to the end of q all the transitions enabled to fire at the mark M' that are not already in the queue (in an arbitrary order) iQ,Σ (c) With the transitions from the obtained queue by (a) and (b) that are not enabled to fire at the mark M' 3,1i = we do the following step depending on : (c1) remain in the queue until a possible removing (when it becomes possible at the step (a)) (c2) they are removed from the queue (c3) they are removed from the queue from the beginning to the first transition enabled to fire at the mark M'. => Q, Q'q ∈ [ ΣtM [ tM ∑ Tranzicija t je Q osposobljena da okida (M, q), i mi to beležimo kao , za a t predstavlja prvu tranziciju osposobljenu da okine u q. ~~~ Ako je M' marker Σ a predstavlja red sa gore ( )q,M ′ ′ predstavlja opisanim osobinama, kažemo da Qi nastalu okidanjem tranzicije t na (M,q), i to iz)[tq,M )[ ( ( )'q,'M ( tq,M ražavamo kao , za , [ iQ,Σ ( )'q,'M 'MtM Σ i q' dobijene q kako sledi: (a) Izdavajamo t iz q (b) Dodajemo na kraj q sve tranzicije osposobljene da okidaju na markeru M' koje već nisu u redu (arbitrarnim redom) iQ,Σ (c) Sa tranzicijama iz dobijenog reda iz (a) i (b) koje nisu osposobljene da okidaju na markeru M' ura3,1i = dićemo sledeće korake u zavisnosti od : (c1) ostaje u redu do mogućeg uklanjanja (kada to postane moguće u koraku (a)) (c2) uklonjene su iz reda (c3) uklonjene su iz reda od početka do prve tranzici je osposobljene da okine na markeru M'.
LL@(17614) TA ⊆ Definition 15(Š6Ë). => TA ⊆ Definicija 15(Š6Ë).
LL@(17615) Let Σ be a Petri net, M a mark of it and . is a maximal set of transitions parallel enabled to fire at M (in Σ) if it is a set of transitions parallel enabled to fire at M and for any the set A ∪ has no more this property. −∈ ATt šćt Definition 16(Š6Ë). => Uzmimo da Σ predstavlja Petrijevu mrežu, M predstavlja njen marker, a . ~~~ A predstavlja maksimalni skup tranzicija u paralelnom nizu osposobljenih da okinu u M (u Σ) ako je to skup tranzicija osposobljenih da okinu u M i za bilo koju −∈ ATt Definicija 16(Š6Ë).
LL@(17616) Let Σ be a Petri net, M a mark of it, TA ⊆ 1) t is max-enabled to fire at (M,A) in Σ, and we de Tt ∈ and . )[ ( tA,M note it by , if: [ ΣtM a) . => Uzmimo da Σ predstavlja Petrijevu mrežu, M je njen marker, i . ~~~ 1) t je max-osposobljena da okine na (M,A) u Σ, i skup više nema ovu osobinu.
LL@(17617) At ∈ b) . max ∑ , 2) (M', B) is max-produced by firing of the transition t max at (M, A) in Σ, and we denote it by (M', A), if: )[tA,M ( ,∑ )[ ( tA,M a) . ∑ [ max , 'MtM Σ b) . šć šć − − tA tAif = B šć Φ= − tAifC c)    Φ≠ , where is any arbitrary set of transitions parallel enabled to fire at M'. = ( Inp,QA , Definition 17(Š6Ë). => Tt ∈ šćt A ∪ TA ⊆ )[ ( tA,M ovo izražavamo kao , if: a) . b) . [ ΣtM At ∈ max ∑ , 2) (M', B) je max-proizvedena okidanjem tranzicije t max )[tA,M ( u (M', A) u Σ, a ovo izražavamo kao (M', B), if: ,∑ )[ ( tA,M a) . [ ∑ , max 'MtM Σ b) . šć šć − − tA tAif = B šć − Φ= tAifC c)    Φ≠ , gde C predstavlja bilo koji arbitrarni skup tranzicija paralelno osposobljenih da okinu u M'. = ( ,Out Inp,QA , Definicija 17(Š6Ë).
LL@(17618) A nondeterministic finite automaton is a quintuple , where , Q Inp and Out are nonempty finite sets representing the set of the states, the set of the entries and respectively the set of exits, is the transition function and is the initial state. )0q, δ Q: q0 ∈ →× ( Out Inp Q )Q ,Out P × δ = ( )A,Σ=γ ( Inp,QA , Definition 18(Š6Ë). => Nedetrministički konačni automatizam je petočlani , gde Q, Inp i Out predstavljaju neprazne konačne skupove koji predstavljaju skup stanja, skup ulaza i na kraju skup izlaza, predstavlja funkciju tranzicije, a predstavlja početno stanje. )0q, δ →× Inp q0 ∈ Q ( Out )Q Q: P × δ = ( ( , Inp,QA )A,Σ=γ Definicija 18(Š6Ë).
LL@(17619) A Petri net controlled by finite automata, shortened APTN, is a couple where Σ )0q, δ is a place-transition Petri net and is a nondeterministic finite automaton such that: T 1) , ; 2) For any and we have ( )U,q ) δ∈′ we have (consistency in decision). ∈ T U P (unlocking by A); ( ) š ćΦ− ( )T Qq ∈ ) Φ≠ Qq ∈ Ut ∈ 3) For any , and Inp P= ( δ U,q ( ) š ćΦ− Out = ∈ T U P ( q,t ,Out )A,Σ=γ ( Definition 19(Š6Ë). => Petrijeva mreža kontrolisana konačnim automatizmom, skraćeno APTN, predstavlja par gde Σ predstavlja Petrijevu mrežu pozicija i tranzicija a predstavlja nedeterministički konačni automatizam tako da: ~~~ Out = T 1) , ; Qq ∈ dobijamo 2) Za svako i (oslobađanje pomoću A); ( ) ( )U,q δ∈′ q,t dobijamo (doslednost u odlučivanju).
LL@(17620) Let be an , APTN a state of A, M a mark and t a transition of Σ. => 3) Za svako , i ∈ T ( ) š ćΦ− Inp P= ( δ U,q ( )T ) Φ≠ ( ) š ćΦ− )0q, δ Qq ∈ Ut ∈ ∈ T U P U P ,Out )A,Σ=γ ( Definicija 19(Š6Ë).
LL@(17621) 1) t is a enabled to fire at (M,q) (in γ), and we de)[ ( tq,M note this by , if there exist a state q' of γ a, ( )MT,q ( ) ) ( δ∈ 'q,t A such that . ( )q,M ′ ′ at (M,q) (in γ), and we denote this by )[ ) ( )MT,q ( ) ( ( )'q,'M δ∈ tq,M a,γ ∆+ tM'M . is a produced by firing of the transition t , if and ( 'q,t 2) = 2. => Uzmimo da predstavlja APTN, q predstavlja stanje A, M je marker t je tranzicija Σ. 1) t je a osposobljeno da okine u (M,q) (u γ), i ovo )[ ( tq,M označavamo kao , ako postoji stanje q' γ a, )MT,q ) ( ( ( ) δ∈ 'q,t za A tako da . )q,M ′ ( ′ je a proizvedeno okidanjem tranzicije t )[ ( (M,q) (u γ), i ovo izražavamo kao tq,M ) ( ( ) ( )MT,q δ∈ ∆+ 'q,t tM'M za i . ( )'q,'M 1) a,γ = , 2. ~~~ Model Posmatrajmo sledeći sistem Petrijeve mreže pozicija i tranzicija:
LL@(17622) The model Consider the following place-transition Petri net system: Picture 2: Petri net for a fraud-like investment found In the above Petri net the interpretation of the elements is as follows. s1 is the fictive capital. s2 is the sum that will be invested in a fictive invest ment (capacity is a). s3 is a signal to possible investors (capacity is 1). s4 is the expected benefit for the organizer. s5 is the first deposit of the organizer (the place where the money from investors are deposited). s6 is the place from where the organizer simulates that the game is not over. t7 is the final account of the organizer. t1 is the extracting operation from the fictive capital. t2 is the fictive investment. t3 is the effective investment. t4 is the copying of the final benefit. t5 is the collapse of the found. ≤ < ps pe Remark 2. ~~~ In the above model we have b > a (in fact b >> a), a đ pe and . ps is the target benefit of the organizer, pe is the real benefit of the organizer, a is the average rate of subscripted money from population and is the false benefit rate of the game. b − a pe + a We can add to the above Petri net the places s8 and s9, and the transitions t6 and t7 analogous to the places s6 and s7, and the transitions t4 and t5: the sequence s7, t6, s8, t7, s9 is identical to the sequence s5, t4, s6, t5, s7 . => Slika 2: ~~~ Petrijeva mreža za lažni investicioni fond U gore prikazanoj Petrijevoj mreži elemente tumačimo na sledeći način:. s1 predstavlja fiktivni kapitall. s2 predstavlja sumu koja će se investirati kao fiktiv na investicija (kapacitet je a). s3 predstavlja signal mogućih investitora (kapacitet je 1). s4 predstavlja očekivanu korist za organizatora. s5 predstavlja prvi depozit organizatora (mesto gde se deponuje novac investitora). s6 mesto sa kog organizator simulira da igra još nije završena. s7 is the final account of the organizer. t1 predstavlja operaciju izdvajanja iz fiktivnog kapi tala. t2 predstavlja fiktivnu investiciju. t3 predstavlja efektivnu investiciju. t4 predstavlja imitaciju konačne koristi. t5 predstavlja kolaps fonda. ≤ pe Primedba 2. U gore navedenom modelu imamo b > a (u stvari b >> a), a đ pe a . ps predstavlja ciljanu korist organizatora, predstavlja stvarnu korist za organizatora, predstavlja prosečnu stopu upisanog novca populacije, a predstavlja lažnu stopu koristi iz igre. b − a pe ps + < a Gore navedenoj Petrijevoj mreži možemo da dodamo pozicije s8 i s9, i tranzicije t6 i t7 analogne pozicijama s6 i s7, i tranzicije t4 i t5: niz s7, t6, s8, t7, s9 je identičan nizu s5, t4, s6, t5, s7 .
LL@(17623) Analogously we can add to the Petri net any number of such sequences containing two places and two transitions. => Analogno tome, Petrijevoj mreži možemo da dodamo bilo koji broj ovakvih nizovakoji se sastoje od dve pozicije i dve tranzicije..
LL@(17624) The above place-transition Petri net is nonempty, finite, pure and simple, and it has no isolated elements. => Gore prikazana Petrijeva mreža pozicija i tranzicija je neprazna, konačna, čista i jednostavna, i ne sadrži izolovane elemente.
LL@(17625) The initial mark is M = ( 0,0,0,ps,0,0,cf )T (1) . ~~~ The incidence matrix is − pe pe b − − a a − a a b − a            =Σ I b − a a            . (2) J IT =⋅Σ The S invariants obtained by solving the linear system (the transposed relation from definition 11) are of the form    b2,Jba,J,J a J,J,J,J   J1  T . ( ) + − = −       J (3) We notice that the S invariant J is nonnegative only if J1 = , obtaining in this case the minimal S invariant ( )T1,1,1,1,0,0,0 J = . => Početni marker je M = ( 0,0,0,ps,0,0,cf )T . (1) Matrica događaja je =Σ I            − a a b − a b − − a a − pe pe b − a a            . (2) J S nepromenljive dobijene rešenjem linearnog sisteIT =⋅Σ ma (transponovani odnos iz definicije 11) imaju oblik ( ) + − = b2,Jba,J,J a −    J,J,J,J   J1  T .    (3) J    J = J1 = ( )T1,1,1,1,0,0,0 Zapažamo da je S ž nepromenljiva J ne-negativna samo za , pri čemu se u ovom slučaju dobija minimalna S nepromenljiva .
LL@(17626) An interesting thing is that the Petri net generated by this minimal S invariant is the chain →→→→→ of places and transitions t → : the investment found consists by tacking mon5 ey from the investors (place s4) and deposit to the places5, and then moving to the place s6 and finally to the place s7. s s s s t t The only T invariant is with all the components equal to 0 (PJ = F for any T invariant J). => Interesantno je da Petrijeva mreža generisana pomoću ove minimalne S nepromenljive predstavlja lanac pozicija i tranzicija : investicioni fond stvara se uzimanjem novca od investitora (pozicija s4) i deponovanja na poziciju s5, a zatim pomeranja na poziciju s6 i konačno na poziciju s7. →→→→→→ s s s s t t t Jedino T nepromenljiva ima sve komponente jednake 0 (PJ = F za svaku T nepromenljivu J).
LL@(17627) This means that no mark (including the initial one) can be reproduced after a finite number of steps. ⋅ a − − = = − = − = b a M M pe M1 ,a,a ( cf ( cf ( cf +− +⋅− ,0,pe,pe ⋅+− 2a ps,0,a,pe 0,0,0,ps,1,0b )T0,0,a,a ( cf )T0,0,0,ps,0 )T Firstly the only transition enabled to fire is t1 and it produces the mark . => To znači da ni jedan marker (uključujući i početni) ne može da se reprodukuje posle konačnog broja koraka. ⋅ a = − − = − = − b a M M M pe )T M1 ,a,a ( cf +− +⋅− 0,0,a,a = ( cf ⋅+− 2a ps,0,a,pe ( cf ( cf 0,0,0,ps,1,0b ps,0,a,ba2 ,0,pe,pe ( cf Prvobitno jedina tranzicija osposobljena da okine jeste )T0,0,0,ps,0 t1 i ona proizvodi marker .
LL@(17628) Next the only transition enabled to fire is t2 and it produces the mark . => Zatim je jedina tranzicija osposobljena da okine t2 i )T ona proizvodi marker .
LL@(17629) Now there exist two enabled to fire transitions which are also parallel enabled to fire: t1 and t3. => Sada postoje dve tranzicije osposobljene da okinu, i one su paralelno osposobljene da okinu: t1 i t3.
LL@(17630) Even the Petri net evolution is sequential using first the transition t1 or the transition ,ba2 M t3, even it is parallel the final mark is ps,0,a . => Čak je i evolucija Petrijeve mreže sekvencijalna pošto prvo koristi tranziciju t1 ili tranziciju t3, iako je paralelni marker .
LL@(17631) This above sequence (t2 and next the subsequence t1 and t3) is applied until we obtain the )T0 mark . => Gore navedeni niz (t2 a onda i podniz t1 i t3) primenjuje se dok ne )T0 dobijemo .
LL@(17632) In this moment there are two transitions parallel enabled to fire: t2 and t4. => U ovom momentu postoje dve tranzicije paralelno osposobljene da okinu: t2 i t4.
LL@(17633) If we do not apply at the final 0,0,pe step t1 the obtained mark is ps,0 , and t2 is replace by t1 between the above parallel enabled to fire transitions. => Ako u poslednjem kora+ ku ne primenimo t1 dobijeni marker je ⋅+ b 2 a , a t2 se zamenjuje sa t1 između gore navedenih tranzicija paralelno osposobljenih da okinu.
LL@(17634) The parallelism holds on until we apply the transition t2 and next the transition t1, or we apply the transition t4 and we repeat the transition t5 until the mark of s6 is 0. => Ovaj paralelizam opstaje dok ne primenimo tranziciju t2 a onda tranziciju t1, ili primenimo tranziciju t4 pa ponovimo tranziciju t5 dok marker s6 ne bude 0.
LL@(17635) When we apply t2 the transition t3 is not enabled to fire because we have . => Kada primenimo t2 tranzicija t3 nije osposobljena da okine zato što imamo .
LL@(17636) After we apply t1 the only transition enabled to fire remains t4 or t5 (if t4 was applied). => Pošto primenimo t1 jedina tranzicija osposobljena da okine ostaje t4 ili t5 (ako je t4 već primenjena).
LL@(17637) Next we apply t5 until the mark of s6 is 0. => Onda primenjujemo t5 dok marker s6 ne bude 0.
LL@(17638) If the mark of s6 is 0 the only transition enabled to fire is t2, and next t1. ~~~ In all the above cases we obtain the final mark M and none of the above transitions is now enabled to fire: the game failed. )pe,0,0,pe ++⋅− ps,1,a,pe ,0,pe,pe −⋅ ab3 a ba2 ( cf ( cf )T0 ⋅+ pe ps pe M < − b a − − − = = a ⋅ ⋅ š ć1tA = Because at any time all the enabled to fire transitions are parallel enabled to fire we can consider the model of Petri net under maximum strategy: when the mark is the initial one . => Ako marker s6 iznosi 0 jedina tranzicija osposobljena da okine je t2, a sledeća je t1 . U svim gorenavedenim slučajevima do,pe bijamo konačni marker ps,1,a, i ni jedna od gore datih tranzicija sada nije osposobljena da okine: igra je propala. )pe,0,0,pe ps,0,0,pe ++⋅− ba2 ,0,pe,pe −⋅ ab3 a ( cf )T0 M5 pe ps pe M < − − = − = − a ⋅ ⋅ š ć1tA = Pošto su u svako vreme sve tranzicije paralelno osposobljene da okinu, možemo da posmatramo model Petrijeve mreže kao maksimalnu strategiju: kada je početi marker .
LL@(17639) For this reason we can consider also the model of Petri net controlled by finite automata: we take ć1 0 q,qQ = š ( ( ) = U,q q,t ć ∈ ifUt (4) (5) š U t, ∉ ) δ , t , , ( δ Uq ( U,q δ ) ) = = ć š ( ∈ ifUtqt , š ćUt ( ∈ q,t ) ) . ∈ t UtorU ∈ , and (5) (5) š ć0qQ = Of course, we can consider above and the corresponding δ, but we have used two states for the automaton to point out the stages of the investment found: the collection of money from the investors (transitions t1, t2 and t3) and the simulation of the continuity of the found (transitions t4 and t5). => Iz ovog razloga takođe možemo da posmatramo model Petrijeve mreže kontrolisane putem konačnog automatizma: uzimamo ć1 0 q,qQ = š ( ( U,q q,t ć ∈ ifUt (4) (5) š U t, ∉ ) ) = , , t δ , ( δ Uq ( U,q δ ) ) = = ć š ( ∈ ifUtqt , š ćUt ( ∈ q,t ) ) . ∈ t UtorU ∈ , and (5) (5) Naravno, možemo da posmatramo gorenavedenu š ć0qQ = i odgovarajuću δ, ali smo koristili dva stanja za automatizam kojim smo pokazali faze investicionog fonda: prikupljanje novca od investitora (tranzicije t1, t2 i t3) I stimulaciju kontinuiteta fonda (tranzicije t4 i t5).
LL@(17640) The above marks M4 and M6 are obtained by solving the equations ( MM fc 0,0,pe,pe ps,0,a,cf and ′ f ) T −′ − = − = I ⋅ Σ (6) − = ( − cf ps,1,a,cf MM (6) with the variables cf′, f′1, f′2, f′3, f′4 and , respectively cf′′, f′′1, f′′2, f′′3, f′′4 and f′′5. pe,0,0,pe f Σ I − ) T = ⋅ If we denote the final mark of s1 by Y and the total invested sum by X we obtain (7) += cY    c , b3 −⋅ a = cf  ⋅ X1  ba2 +⋅− where and if we add elements as in remark 2 the coefficient 3 of in (7) increases by 1 for each set of two places and two transitions. b a If we classify investment founds using the regression line 7 (see Š4Ë) the fraud-like ones will be classify in classes with large coefficients of the explanatory variable . => Gore navedene markere M4 i M6 dobili smo rešavanjem jednačina ( fc MM 0,0,pe,pe ps,0,a,cf and ′ f ) T −′ − = − = ⋅ I Σ (6) (6) MM − = ( − cf ps,1,a,cf − pe,0,0,pe ) T = I Σ ⋅ f sa varijablama cf′, f′1, f′2, f′3, f′4 i , redom cf′′, f′′1, f′′2, f′′3, f′′4 i f′′5.
LL@(17641) For only one class these points can be also outliers. ++C 3. => Ako konačni marker s1 odredimo kao Y a ukupnu investiranu sumu kao X dobijamo , (7) += cY    = cf  b3 −⋅ ⋅ X1  a +⋅− ba2 c gde a ako dodamo elemente kao u primedbi 2 koeficijent 3 od u (7) povećava se za 1 za svaki skup od dve pozicije i dve tranzicije. b a Ako investicione fondove klasifikujemo primenom regresije 7 (videti Š4Ë) one lažne će se naći u kategoriji sa visokim koeficijentima varijable koja služi za tumačenje X. Samo za jednu kategoriju ove tačke mogu da budu i poseban deo. ++C 3.
LL@(17642) Applications We define in the header petri.h two classes: tranz and marc. => Primene U hederu petri.h definišemo dve kategorije: tranz and marc.
LL@(17643) Class tranz has the transitions as objects, and the integer properties nrloc (number of places of the Petri net), indice (the index of the transition), pred (the integer vector of weights from its precedents) and succ (the integer vector of weights to its successors). => Kategorija tranz kao sadržaj ima tranzicije, i odlike celih brojeva nrloc (broj pozicija na Petrijevoj mreži), indice (indeks tranzicije), pred (vektor celih brojeva pondera prethodnika) i succ (vektor celog broja pondera sledbenika).
LL@(17644) The methods are the constructor of the class and citire. => Metodi su konstrukor kategorije i citire.
LL@(17645) In the constructor all the weights are initialized with , and citire is a void method with two integer arguments (the number of places and the index of the transition) that reads the real weights. => U konstruktoru svi ponderi počinju sa 0, a citire predstavlja prazni metod sa dve celine argumenata (broj pozicija i indeks tranzicije) koji čita stvarne pondere.
LL@(17646) Class marc has the marks as objects and the integers properties nrloc (the same as for tranz), nrtrp (number of transitions enabled to fire), val (the integer vector representing the current mark of the Petri net), cap (the integer vector representing the capaci ties of the nodes) and ltrp (the integer vector representing the list of transitions enabled to fire). => Kategorija marc sadrži markere kao objekte i cele veličine kao odlike nrloc (isto kao za tranz), nrtrp (broj tranzicija osposobljenih da okinu), val (vektor celog broja koji predstavlja tekući marker na Petrijevoj mreži), cap (vektor celog broja koji predstavlja kapacitete čvorova) i ltrp (vektor celog broja koji predstavlja listu tranzicija osposobljenih da okinu).
LL@(17647) The methods are analogous to class tranz: in constructor the capacities are initialized with -1 (with the signification of infinite capacity) and the marks with 0. => Metodi su analogni onima iz kategorije tranz: u konstruktoru, kapaciteti se pokreću pomoću 1 (I postoji obeležje beskonačnog kapaciteta) a markeri sa 0.
LL@(17648) The method init, having an integer argument (the number of places) is analogous to the method citire of class tranz: we use it to read the capacities and the initial mark. => Metod init, koji sadrži ceo broj kao argument (broj pozicija) analogan je metodu citire kategorije tranz: koristimo ga da pročitamo kapacitete i početni marker.
LL@(17649) This is the reason that we have called it init instead of citire. => Iz tog razloga smo ga nazvali init umesto citire.
LL@(17650) We have defined also two operators with an argument transition and returning the pointer *this. => Takođe smo definisali dva operatora sa argument tranzicijom i poenterom koji se vraća *.
LL@(17651) First is the operator *= which tests if the transition is enabled to fire at the current mark and, if it is, it increase nrtrp by , adds the transition index to ltrp and writes that the transition is enabled to fire on screen. => Prvi je operator *= kojim se proverava da li je tranzicija osposobljena da okine na merkeru na kome se trenutno nalazi; ako jeste, povećaće nrtrp za 1, dodaće indeks tranzicije ltrp i obavestiće da je tranzicija osposobljena da okine.
LL@(17652) The second operator is +=, it has the argument a transition enabled to fire, replaces the current mark with the produced mark and it writes on the screen the new mark. => Drugi operator je +=, sadrži argument da je tranzicija osposobljena da okine, zamenjuje tekući marker proizvedenim markerom (stanjem) i na ekranu ispisuje novo stanje.
LL@(17653) Because in the main program we apply the operator *= using the transition index from 1 to the number of transitions and then it is fired the transition with the minimum index the Petri net of our model is in fact a Petri net with priorities: the order relation ρ is a total relation decreasing on the transition index. => Pošto u glavnom programu primenjujemo operator *= i koristimo indeks tranzicije od 1 do broja tranzicija i onda okida tranzicija sa najmanjim indeksom, Petrijeva mreža u našem modelu je u stvari Petrijeva mreža sa prioritetima: relacija reda ρ predstavlja ukupni odnos koji opada na indeksu tranzicije.
LL@(17654) This order relation is not essential because whenever there exist two transitions enabled to fire the final mark does not depend on the order of these transitions. => Ovaj odnos reda nije suštinski značajan zato što, kad god postoje dve tranzicije osposobljene da okinu, konačni marker ne zavisi od redosleda ovih tranzicija.
LL@(17655) We can extend using this relation the Petri net with priorities by transitions and arcs from s1, s2 and s3 to empty these places. => Primenom ovog odnosa Petrijevu mrežu sa prioritetima možemo da proširimo tranzicijama i lukovima (spojevima) od s1, s2 i s3 tako da ispraznimo ove pozicije.
LL@(17656) Of course, these transitions have lower priorities then the transitions from t1 to t5 and their priorities decrease from the transition of s1 to the transition of s3. => Naravno, ove tranzicije imaju niže prioritete nego tranzicije t1 to t5 i njihovi prioriteti opadaju od tranzicije s1 do tranzicije s3.
LL@(17657) Because the locations s2 and s3 have the marks and respectively 1 we can consider only one transition to empty them with the weights equal to the marks. => Pošto lokacije s2 i s3 imaju markere i potom, možemo da posmatramo samo jednu tranziciju da bismo ih ispraznili pomoću pondera koji su jednaki markerima.
LL@(17658) Tacking into account the final mark of s1 we can consider two transitions: first with the weight of the arc ba2 and second one with the weight of the arc (we take into account that a đ pe). +⋅− cf −⋅ ab3 To define a Petri net with priorities we do not need to consider the above total relation: it is enough to consider only a partial order relation between the transitions that can be parallel enabled to fire at a given moment. => Kad uzmemo u obzir konačni marker s1 možemo da posmatramo dve tranzicije: prva je sa ponderom luka a druga sa ponderom luka −⋅ ab3 (uzimamo da je a đ pe). +⋅− ba2 cf Da bismo definisali Petrijevu mrežu sa prioritetima ne moramo da se bavimo celim odnosom koji je gore prikazan: dovoljno je da posmatramo samo parcijalni odnos reda (poretka) između tranzicija koje mogu da budu paraleno osposobljene da okinu u datom trenutku.
LL@(17659) Therefore the partial relation is such that t1 has higher priority than t3 and t4, and t2 has higher priority than t4. ~~~ In our program we define the class priortranz that is derived from tranz and it has in addition the properties nrsucc, the integer number of the transitions with higher priority and lsucc the list of these transitions. => Stoga je parcijalni odnos takav da t1 ima veći prioritet nego t3 i t4, a t2 ima veći prioritet nego t4. U našem programu definišemo kategoriju priortranz kao proizašlu iz tranz I ona ima dodatne karakteristike nrsucc, ceo broj tranzicija visokog prioriteta i lsucc listu ovih tranzicija.
LL@(17660) We define also the class derived from ++C marc, namely priormarc using the same heritage mechanism. => Takođe definišemo kategoriju proizvedenu iz marc, naime priormarc ++C primenom istog mehanizma nasleđa.
LL@(17661) The constructor of priortranz call first the parent constructor, and next initializes the list of successors. the method citire is defined in a similar way. => Konstruktor priortranz prvo poziva konstruktora-roditelja, a onda inicira listu sledbenika. ~~~ Metod citire definiše se na sličan način.
LL@(17662) The operator *= for the derived classes checks first if the transition is enabled to fire using the parent operator, and if it is checks if the given transition has no other transition enabled to fire with higher priority. => Operator *= za izvedene kategorije prvo koristi operatora-roditelja da proveri da li je tranzicija osposobljena da okine, a ako jeste, proverava da li ova tranzicija nema neku drugu tranzicju spremnu da okine, a koja je višeg prioriteta.
LL@(17663) Tacking into account the way we have built the list of transitions enabled to fire using the operator *= we can also consider that the Petri net is a Petri net controlled by queues in the regime c2: the first queue consists in s1 and at any time the queue contains all the transitions enabled to fire and only them. => Kad govorimo o tome kako smo formirali listu tranzicija osposobljenih da okinu primenom operatora *= možemo takođe da kažemo da ova Petrijeva mreža predstavlja Petrijevu mrežu kontrolisanu redovima u režimu c2 : prvi red je s1 i u svakom trenutku red sadrži sve tranzicije osposobljene da okinu, i to samo te tranzicije.
LL@(17664) Example 2. => Primer 2.
LL@(17665) Consider in the Petri net of the previous section: 1) 2) b = a = and ps = , ps = , a = and , , cf = cf = . b = . => Posmatrajmo Petrijevu mrežu iz prethodnog poglavlja: cf = cf = b = a = i a = i , ps = , ps = , , b = . ~~~ 1) 2) .
LL@(17666) Solution: 1) We have a đ ps, and from here we obtain pe = ps = )T99,0,0 99 and the final mark . = 2) In this case we have not a đ ps: . +∗ ( ,0,1,3, and the final mark is We obtain ( = ,0,0,2,1,7, pe =∗ )T . => Rešenje: ~~~ 1) Imamo a đ ps, a odatle dobijamo pe = ps = 99 i kona ,0,1,3, čan marker . ~~~ 2) U ovom slučaju nemamo a đ ps: .
LL@(17667) All the above final marks are in the form M6 and verify (7). => Dobijamo a konačni marker je ( = ,0,0,2,1,7, =∗ )T . +∗ pe = )T99,0,0 ( Svi gore navedeni konačni markeri su oblika M6 i verifikuju (7).
LL@(17668) (Rapoarte Example 3. => Primer 3.
LL@(17669) Consider 21 existing investment founds in April 2000 lunare ale Asociatiei Administratorilor de Fonduri în 1996 đ 1997 đ 1998 đ 1999 đ 2000 đ 2001 đ 2002 đ 2003 đ 2004 đ 2005 đ 2006 đ 2007 đ 2008 đ 2009, Š15Ë). => Posmatrajmo 21 postojeći investicioni fond (Rapoarte lunare ale Asociatiei Administratorilor de Fonduri în 1996 đ 1997 đ 1998 đ 1999 đ 2000 đ 2001 đ 2002 đ 2003 đ 2004 đ 2005 đ 2006 đ 2007 đ 2008 đ 2009, Š15Ë).
LL@(17670) Because we have not the data on the total invested sum, consider as explanatory variable the number of investors (the hypothesis is that the above sum is proportional to this number). => Pošto ne raspolažemo podacima o ukupno investiranoj sumi, posmatrajmo kao varijablu broj investitora (hipoteza je da je gore navedena suma proporcionalna ovom broju).
LL@(17671) As resulting variable we consider the row VAN in the Excel table, expressed in millions lei. => Rezultujuća varijabla je red VAN na tabeli u Excel-u, izražena milionima leja.
LL@(17672) The results are in the following table. => Rezultati su prikazani na sledećoj tabeli.
LL@(17673) Table1: The 21 investment founds in April 2000 Found X Y Found X Y Found X Y Found X Y Active Clasic Capital Plus FNI Tezaur Active Dinamic FCEx FON FMT Active Junior FDI Galat¸i Fortuna Classic UNOPC ALPHA ARDAF Armonia FIDE Fortuna Gold FIG FVG FNA Stabilo ++C We apply the program of classification using polynomial regression from Ciuiu, 2007. => Tabela 1: 21 investicioni forn u aprilu 2000. godine Found X Y Found X Y Found X Y Found X Y Active Clasic Capital Plus FNI Tezaur Active Dinamic FCEx FON FMT Active Junior FDI Galat¸i Fortuna Classic UNOPC ALPHA ARDAF Armonia FIDE Fortuna Gold FIG FVG FNA Stabilo ++C Primenićemo program za klasifikovanje i primenićemo polinomsku regresiju od Ciuiu, 2007.
LL@(17674) The degree of the polynomial is 1 (regression lines). => Stepen polynomske je 1 (linije regresije).
LL@(17675) If we consider + = two classes we obtain the first class . .10+ . − , containing the investment founds Active Junior and ALPHA. => Ako posmatramo dve kategorije (klase), dobijamo prvu kategoriju i drugu kategoriju =Y , u kojoj se nalaze investicioni fondovi Active Junior and ALPHA.
LL@(17676) The other investment founds are in the first class. and the second class . => Ostali investicioni fondovi nalaze se u prvoj kategoriji. + . ~~~ X . − .
LL@(17677) Y =Y X X + − X −= . . If we consider three classes we obtain the first class with the investment Y founds FON, Fortuna Gold and FVG, the second class Y with the investment founds Active Junior and ALPHA, and the third . class with the other investment founds. . . −= .11 X X Y = + We notice that if we increase the number of classes from 3 to 10 it remains one of the classes containing only the investment founds Active Junior and ALPHA. => Y . X = Y −= . . ~~~ Ako posmatramo tri kategorije, dobićemo prvu kategoriju sa investicionim fondovima FON, Fortuna Gold i FVG, drugu kategoriju sa investicionim fondovima Active Junior i ALPHA, i treću kategoriju u kojoj su ostali investicioni fondovi. . . . −= .
LL@(17678) The coefficient of X for the regression line corresponding to the class containing FNI is 11.74369 for 4 classes, 11.7062 for 5 classes, 12.58743 for 6 classes, 11.28776 for 7 or 8 classes, respectively 11.34757 for 9 or 10 classes. ~~~ 4. => X X X Y Y + = + − Zapažamo da, ako povećamobroj kategorija od 3 do 10, preostaje jedna kategorija u kojoj su samo investicioni fondovi Active Junior and ALPHA. koeficijent X za liniju regresije koja odgovara kategoriji u kojoj se nalazi FNI je 11.74369 za 4 kategorije, 11.7062 za 5 kategorija, 12.58743 za 6 kategorija, 11.28776 za 7 ili 8 kategorija, odnosno 11.34757 za 9 ili 10 kategorija. 4.
LL@(17679) Conclusions In recession time, because of the acute lack of goods, there appear many organizers of such fraud-like investment founds. => Zaključci Za vreme krize, usled akutnog nedostatka roba, nastaju mnoge organizacije kao ovi lažni investicioni fondovi.
LL@(17680) They promise gains that are not sustainable even in a period of economic boom. => One obećavaju zarade koje nisu održive čak ni u periodima ekonomskog buma.
LL@(17681) A simple Petri net model of this investment founds was presented in this paper. => U ovom radu predstavili smo jednostavni model Petrijeve mreže ovakvog investicionog fonda.
LL@(17682) The model can be extended by a transition that models the payment of the taxes to the states budget and the place of it, to maintain the appearance of the honesty of the found. => Ovaj model je moguće proširiti tranzicijom koja modeluje plaćanje poreza državnom budžetu i poziciju za to, pa da izgleda da fond pošteno radi.
LL@(17683) Of course, the possible Petri net model of a honest investment found must be stochastic (see Š11,14Ë) to model the risk of the found: we can not have sure gains. => Naravno, mogući model Petrijeve mreže za pošten investicioni fond mora da bude stohastičan (videti Š11,14Ë) da bi se napravio model rizika fonda: ne može se računati na siguran dobitak.
LL@(17684) Models using classical place-transition Petri nets and extensions of them are used for the inventory of the products of a factory for selling them to customers by a given number of retailers (see Š11Ë) or raw materials for a printing house (see Š3Ë), for modeling and performance evaluation of hardware/software partitioning (see Š8Ë), or in manufacturing modeling: modeling and evaluation of manufacturing systems (see Š14Ë), modeling and evaluation of its software (see Š5Ë) or deadlock control of flexible manufacturing systems (see Š13Ë). => Modeli koji koriste klasične Petrijeve mreže pozicijatranzicija i njihove proširene oblike koriste se u popisivanju proizvoda u fabrici za prodaju preko određenog broja maloprodajnih objekata (videti Š11Ë) ili sirovina za štampariju (videti Š3Ë), za modelovanje i procenu performansi podele hardvera/softvera (videti Š8Ë), ili u modelima proizvodnje: modelovanje i procena proizvodnih sistema (videti Š14Ë), modelovanje i procena njihovih softvera (videti Š5Ë) ili u kontroli zakočenih fleksibilnih proizvodnih sistema (videti Š13Ë).
LL@(17685) An economic plan for production, supply, quality control and selling in a drugs factory is modeled in Š9Ë by a colored, stochastic, timed and hierarchical Petri net. => Ekonomski plan za proizvodnju, nabavku, kontrolu kvaliteta i prodaju u fabrici lekova modelovan je u Š9Ë obojenom, stohastičkom, pravovremenom i hijerarhijskom Petrijevom mrežom.
LL@(17686) In this paper was presented also an economic model: the tokens from the places of the Petri net represent sums of money. => U ovom radu takođe predstavljamo ekonomski model: markeri na pozicijama Petrijeve mreže predstavljaju sume novca.
LL@(17687) Two regressions using the Petri net elements as explanatory and resulting variables (nonlinear ones, not linear as in this paper) were used in Š11Ë to optimize the performances of the modeled system. => U ovom radu koristili smo dve regresije koje koriste elemente Petrijeve mreže kao rezultujuće varijable i varijable za tumačenje (nelinearne, a ne linearne kao u ovom radu) u Š11Ë da bismo optimizovali performanse sistema koji smo modelovali.
LL@(17688) Using a stochastic Petri net there is defined first a probability distribution for firing three transitions in conflict (which share the same resources): p1 for the first, p2 for the second and 1 p1 p2 for the last one. => Primenom Petrijeve mreže prvo se definiše distribucija verovatnoće za okidanje tri tranzicije u sukobu (koriste iste resurse): p1 za prvu, p2 za drugu 1 p1 p2 za poslednju.
LL@(17689) Next there are considered p1 and p2 as explanatory variables (in fact, because of nonlinearity the real explanatory variables are nonlinear functions of p1 and p2), and the resulting variable C the total inventory cost. ~~~ Using one of the obtained regressions the optimal cost is obtained in both cases for the minimum point of f. ( 1, ppf C = )2 The operators *= and += are defined in the header petri.h tacking into account that the multiplication has higher priority than the sum: in any Petri net (common or an extension of it) we must check first if a transition is enabled to fire at a given mark and only if it is indeed enabled to fire we it is fired to obtain a new mark. => Zatim se posmatraju p1 i p2 kao varijable pomoću kojih se tumači (u stvari, zbog linearnosti, stvarne varijable za tumačenje predstavljaju nelinearne funkcije p1 i p2), i rezultujuća varijabla C ukupni trošak inventara/zaliha. )2 Primenom jedne od dobijenih regresija dobijamo optimalni trošak za oba slučaja za minimalnu tačku f. ( 1, ppf C = Operatori *= i += definisani su u hederu petri.h imajući u vidu da multiplikacija ima viši prioritet nego suma: u svakoj Petrijevoj mreži (običnoj ili proširenoj) prvo moramo da proverimo da li je tranzicija osposobljena da okine na datom markeru i jedino ako je zaista osposobljena, ona okida i dobijamo novi marker.
LL@(17690) All the properties and methods from the classes tranz and marc are public to have full access to them (including the main program, in which we read some properties as nrloc for marks and transitions and we write some other ones as indice for the transitions enabled to fire). => Sve odlike i metodi iz kategorija tranz i marc su javni i može im se slobodno pristupiti (uključujući i glavni program u kome očitavamo neke odlike kao što je nrloc za markere i tranzicije i pišemo neke druge kao što je indice za tranzicije osposobljene da okinu.
LL@(17691) An open problem is to check which of the properties and methods must remain public and which can become private, or at least protected. => Otvoreni problem ostaje kako proveriti koja odli ka i koji metod mora da ostane javni, a koji može da bude privatni ili makar zaštićen.
LL@(17692) In Š3Ë it is used the software CPN Tools and in Š5Ë there are used the softwares PED and FUNlite Petri net simulator for the Petri nets. => U Š3Ë se koriste softverske alatke CPN a u Š5Ë koriste se softveri PED i FUNlite Petri net simulator za Petrijeve mreže.
LL@(17693) But our header allows us to make classes for extensions of the Petri nets as colored Petri nets (see Š3,9,14Ë), stochastic Petri nets (see Š11,9,14Ë) or timed Petri nets (see Š8Ë) using the heritage mechanism. => Ali naš heder nam omogućava da sačinimo kategorije za proširenja Petrijevih mreža u vidu obojenih Petrijevih mreža (videti Š3,9,14Ë), stohastičkih Petrijevih mreža (videti Š11,9,14Ë) ili pravovremenih Petrijevih mreža (videti Š8Ë) primenom mehanizama nasleđa.
LL@(17694) In the heritage mechanism for the Petri nets with priorities the parent classes are declared in the header petri.h virtual for using multiple heritage. => U mehanizmima nasleđa za Petrijeve mreže sa prioritetima, kategorije roditelja obeležene su u hederu petri.h virtual za primenu višestrukog nasleđa.
LL@(17695) In fact, in practice the used Petri nets are not only simple extensions of Petri nets: for instance we can use a temporal Petri net with priorities. => U stvari, u praksi korišćene Petrijeve mreže nisu samo jednostavna proširenja Petrijevih mreža: na primer, možemo koristiti temporalnu Petrijevu mrežu sa prioritetima.
LL@(17696) An open problem is to use Petri nets or their extensions for other economic models. => Ostaje otvoreni problem primene Petrijevih mreža ili njihovih proširenja u drugim ekonomskim modelima.
LL@(17697) For instance we can check if it is a connection between the S invariants and equilibrium equations. => Na primer, možemo da proverimo da li je veza između S nepromenljivih i ekvilibrijuma jednačina.
LL@(17698) Another open problem connected to this paper is to use some other extensions of Petri nets for modeling the fraud-like investment founds or other frauds, like pyramid games for instance. => Drugi problem koji ostaje otvoren u ovom radu jeste primena nekih drugih proširenja Petrijevih mreža za modelovanja lažnih investicionih fondova ili drugih prevara, na primer piramidalnih igara.
LL@(17699) Firstly we can try to use stochastic Petri nets (with simulation of random elements) to model the random elements of the system and hierarchical Petri nets to model the structure of the system. => Prvo možemo da primenimo stohastične Petrijeve mreže (sa simulacijom slučajnih elemenata) da modelujemo slučajne elemente sistema, a hijerarhijske Petrijeve mreže da modelujemo strukturu sistema.
LL@(17700) Using timed Petri nets we can also take into the model the time intervals of the operations in the modeled system. => Primenom pravovremenih Petrijevih mreža možemo ovaj model da uvedemo u vremenske intervale operacija u modelovanom sistemu.
LL@(17701) For the colored Petri nets (see Š3,9,14Ë) the first step is to build the AS IS model, the next step is to evaluate its performances, to try some changes scenarios (see Š9Ë) to improve the performances of the system and finally to build the TO BE model. => U slučaju obojenih Petrijevih mreža (videti Š3,9,14Ë) prvi korak jeste da se izgradi model AS IS, naredni je da se procene njegove performase, da se pokuša sa nekim izmenjenim scenarijima (videti Š9Ë) da bi se poboljšale performanse sistema i da se konačno izgradi model TO BE .
LL@(17702) An interesting question is if we can go in reverse order: from the TO BE model to the AS IS model. => Interesantno pitanje je da li možemo da idemo unazad: od modela TO BE do modela AS IS.
LL@(17703) If it is possible we can use colored Petri nets for other models of frauds and even of informal economy (see Š2Ë): the TO BE model will be the false model and the TO BE model will be the real model. => Moguće je da možemo da koristimo obojene Petrijeve mreže za druge modele prevara i čak za neformalnu ekonomiju (videti Š2Ë): model TO BE biće lažni model a model AS IS će biti pravi model.
LL@(17704) BIBLIOGRAPHY Š1Ë Acostâchioaie, D., Programare C s¸i C++ pentru Linux, Ed. Polirom, Ias¸i, 2002. => BIBLIOGRAPHY Š1Ë Acostâchioaie, D., Programare C s¸i C++ pentru Linux, Ed.
LL@(17705) Š2Ë Albu, L. L., A Model to Estimate Spatial Distribution of Informal Economy, Romanian Journal of Economic Forecasting, Vol. 9, No. 4 (2008) 111-124. => Polirom, Ias¸i, 2002. Š2Ë Albu, L. L., A Model to Estimate Spatial Distribution of Informal Economy, Romanian Journal of Economic Forecasting, Vol.
LL@(17706) Š3Ë Andrić, B., Makajić-Nicolić, D., Stefanović, B. and Vujošević, M., Modeling inventory control process using colored Petri nets, Proceedings of the 7-th Balkan Conference on Operational Research, Constanta, Romania (May 25-28 2005) 3-10. ~~~ Š4Ë Ciuiu, D., Pattern Classification using Polynomial and Linear Regression, Proceedings of the International Conference Trends and Challenges in Applied Mathematics, Technical University of Civil Engineering, Bucharest, Romania (June 20-23 2007) 153-156. ~~~ Š5Ë Heiner, M., Deussen, P. and Spranger, J., A Case Study n Design and Verification of Manufacturing System Control Software with Hierarchical Petri Nets, The International Journal of Advanced Manufacturing Technologies, Vol. 15, No. 2 (1999) 139-152. => 9, No. 4 (2008) 111-124. Š3Ë Andrić, B., Makajić-Nicolić, D., Stefanović, B. and Vujošević, M., Modeling inventory control process using colored Petri nets, Proceedings of the 7-th Balkan Conference on Operational Research, Constanta, Romania (May 25-28 2005) 3-10. Š4Ë Ciuiu, D., Pattern Classification using Polynomial and Linear Regression, Proceedings of the International Conference Trends and Challenges in Applied Mathematics, Technical University of Civil Engineering, Bucharest, Romania (June 2023 2007) 153-156. Š5Ë Heiner, M., Deussen, P. and Spranger, J., A Case Study n Design and Verification of Manufacturing System Control Software with Hierarchical Petri Nets, The International Journal of Advanced Manufacturing Technologies, Vol.
LL@(17707) Š6Ë Jucan,T., and T¸iplea, F.L., Ret¸ele Petri. => 15, No. 2 (1999) 139-152. Š6Ë Jucan,T., and T¸iplea, F.L., Ret¸ele Petri.
LL@(17708) Teorie s¸i practicâ, Ed. Academiei, Bucures¸ti, 1999. => Teorie s¸i practicâ, Ed.
LL@(17709) Š7Ë Jula, D., Introducere în Econometrie, Ed. Professional Consulting, Bucures¸ti, 2003. => Academiei, Bucures¸ti, 1999. Š7Ë Jula, D., Introducere în Econometrie, Ed.
LL@(17710) Š8Ë Maciel, P., Barros, E. and Rosenstiel, W., A Petri Net Model for Hardware/Software Codesign, Design Automation for Embedded Systems, Vol. 4, No. 4 (1999) 243-310. => Professional Consulting, Bucures¸ti, 2003. Š8Ë Maciel, P., Barros, E. and Rosenstiel, W., A Petri Net Model for Hardware/Software Codesign, Design Automation for Embedded Systems, Vol.
LL@(17711) Š9Ë Makajić-Nicolić, D. and Vujošević, M., An Application of Colored Petri Nets to Business Reengineering, Proceedings of the 6-th Balkan Research, Conference Thessaloniki, Greece (May 22-25 2002) 263-272. => 4, No. 4 (1999) 243-310. Š9Ë Makajić-Nicolić, D. and Vujošević, M., An Application of Colored Petri Nets to Business Reengineering, Proceedings of the 6-th Balkan Research, Conference Thessaloniki, Greece (May 22-25 2002) 263-272.
LL@(17712) Operational on Š10Ë Saporta, G., Probabilités, Analyse des Donées et Statistique, Editions Technip, Paris, 1990. ~~~ Š11Ë Srinivasa Raghavan, N.R. and Roy, D., A Stochastic Petri Net Approach for Inventory Rationing in Multi—Echelon Supply Chains, Journal of Heuristics, Vol 11, No. 5-6 (2005) 421446. ~~~ Š12Ë Voineagu, V. et all, Teorie s¸i practic? econometric?, Meteor Press, Bucures¸ti, 2007. ~~~ Š13Ë Zhiwu Li and Na Wei, Deadlock Control of Flexible Manufacturing Systems via InvariantControlled Elementary Siphons of Petri Nets, The International Journal of Advanced Manufacturing Technologies, Vol. 33, No. 1-2 (2007) 24-35. => Operational on Š10Ë Saporta, G., Probabilités, Analyse des Donées et Statistique, Editions Technip, Paris, 1990. Š11Ë Srinivasa Raghavan, N.R. and Roy, D., A Stochastic Petri Net Approach for Inventory Rationing in Multi—Echelon Supply Chains, Journal of Heuristics, Vol 11, No. 5-6 (2005) 421446. Š12Ë Voineagu, V. et all, Teorie s¸i practic? econometric?, Meteor Press, Bucures¸ti, 2007. Š13Ë Zhiwu Li and Na Wei, Deadlock Control of Flexible Manufacturing Systems via InvariantControlled Elementary Siphons of Petri Nets, The International Journal of Advanced Manufacturing Technologies, Vol.
LL@(17713) Š14Ë Zimmermann, A. and Hommel, G., Modeling and Evaluation of Manufacturing Systems using Dedicated Petri Nets, The International Journal of Advanced Manufacturing Technologies, Vol. 15, No. 2 (1999) 132-138. => 33, No. 1-2 (2007) 24-35. Š14Ë Zimmermann, A. and Hommel, G., Modeling and Evaluation of Manufacturing Systems using Dedicated Petri Nets, The International Journal of Advanced Manufacturing Technologies, Vol.
LL@(17714) Š15Ë Rapoarte lunare ale Asociatiei Administratorilor de Fonduri în 1996 đ 1997 đ 1998 đ 1999 đ 2000 đ 2001 đ 2002 đ 2003 đ 2004 đ 2005 đ 2006 đ 2007 đ 2008 đ 2009,, www.kmarket.ro/fonduri/fonduri.php. University Leader and Quality in Higher Education UDC: 005.94 ; 378.1 C. Rusu, PhD Professor, Technical University Gheorghe Asachi of Ias¸i, Romania crusu¿cetex.tuiasi.ro XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia Apstract. => 15, No. 2 (1999) 132-138. Š15Ë Rapoarte lunare ale Asociatiei Administratorilor de Fonduri în 1996 đ 1997 đ 1998 đ 1999 đ 2000 đ 2001 đ 2002 đ 2003 đ 2004 đ 2005 đ 2006 đ 2007 đ 2008 đ 2009,, www.kmarket.ro/fonduri/fonduri.php. ~~~ Lider na univerzitetu i kvalitet visokog obrazovanja UDK: ~~~ 005.94 ; 378.1 C. Rusu, Tehnički fakultet Gheorghe Asachi of Ias¸i, Romania crusu¿cetex.tuiasi.ro XII Internacionalni Simpozijum SymOrg 2010, 09.-12. ~~~ Jun 2010, Zlatibor, Srbija Apstrakti.
LL@(17715) How the university leaders see the reality in the university; to establish the university leader capability to establish the solution for university development; how the university leader could energize, mobilize people (staff) to fight with the reality, to implement his solution. => Kako lideri na univerzitetu vide realnost na univerzitetu; postići da lider na univerzitetu ima sposobnosti da nađe rešenja za razvoj univerziteta; kako da lider na univerzitetu osnaži i mobiliše ljude (osoblje) da se izbore s realnošću i da primene rešanja do kojih je došao.
LL@(17716) Prior work. => Prethodni rad.
LL@(17717) The concepts of leader and leadership are used in other organizations in Romania and in the world; for increasing the competitiveness of the universities from Romania, the concepts of leader and leadership should be transferred and implemented in universities from Romania; the managers of universities from Romania to make performance / quality, to turn into leaders should be another policy of recruitment, selection and training them. => Koncepti lidera i liderstva primenjeni su i u drugim organizacijama u Rumuniji i svuda u svetu; u cilju povećanja konkurentnosti rumunskih univerziteta, na ove univerzitete treba preneti i primeniti koncepte lidera i liderstva; menadžeri univerziteta u Rumuniji treba da ostvare učinak / kvalitet; pretvaranje menadžera u lidere treba da bude još jedna politika (mera) njihovog regrutovanja, izbora i obuke.
LL@(17718) Approach. => Pristup.
LL@(17719) The main methods employeed used: questionnaires, structured interview, literature research, own experience. => Glavni metodi primenjeni u radu: upitnici, struktuisani intervju, pregled literature, sopstveno iskustvo.
LL@(17720) Results. => Rezultati.
LL@(17721) The result of research show us: the ability of management to recognize the problems facing nowadays; the solutions they discern for raising quality in higher education; the possibilities of mobilization / training by the university management staff of universities to implement the proposed solutions. => Rezultati istraživanja nam pokazuju sledeće: sposobnost menadžmenta da prepozna probleme s kojima se danas srećemo; izbore koje oni prave u cilju podizanja kvaliteta u visokom obrazovanju; mogućnosti da menadžment mobilizuje /obuči osoblje univerziteta da primenjuje predložena rešenja.
LL@(17722) Implication. => Implikacije.
LL@(17723) The paper will help university staff and the politician: to change their attitude related to the leadership in the Romanian university; to offer some principales, methods procedures, technique to be use for a better management in the Romanian University development, to choose the right leaders for Romanian University. => Ovaj rad će pomoći osoblju na univerzitetu i političarima: da promene svoje stavove u vezi sa liderstvom na rumunskim univerzitetima; da ponude neke principe, metodološke postupke i tehnike koje bi se primenile u cilju boljeg upravljanja razvojem univerziteta u Rumuniji i da izaberu prave lidere za rumunske univerzitete.
LL@(17724) Value. => Vrednost.
LL@(17725) The characterization of the leaders in Romanian higher education where does not exist research in the aria. => Karakterizacija lidera u visokom obrazovanju u Rumuniji.
LL@(17726) 1. => U ovoj oblasti još se nisu sprovodila naučna istraživanja. 1.
LL@(17727) Introduction The leader need to be able to see the reality As a designer see the reality and each leaders see different the reality. => Uvod Lider treba da bude sposoban da sagleda realnost kao što projektant sagledava realnost, a svaki lider sagledava realnost na drugačiji način.
LL@(17728) Way? => Zašto?
LL@(17729) Because the reality organizational culture. => Zbog organizacione kulture.
LL@(17730) The reality knowing and understanding the enviroment (E) (Fig.1) The reality of quality imput in the university (XQI) Students applicants (S) Professors and administration staff (S) Material resources assets (A) Information resources (I) Finance resources (F) Theoretical competences of students Quality of research projects Customer satisfaction Student satisfaction University management integrity Decision transparency of university management The compare the quality output of the university with: internal standards, external standards, internal objectives indicative measurable, competitors, history date etc. (B) ~~~ The reality of quality HE process (HEP) Educational process technology Motivation system in the univer sity The university discipline, proce dures Procedures and process assess ment Students evaluation and the process Staff evaluation Assets utilization The reality output result of the uni versity Practical competences of stu dents University change cause disintegration wich is manifested in what we call problem because university system is composed of subsystems (faculty, departments subsystem support: library, social services for students etc.) and this subsystem do not change in the same speed. ~~~ Which is the solution? => Poznavanje realnosti i razumevanje okruženja (E) predstavljeno je na slici 1. ~~~ - Realnost inputa kvaliteta na univerzitetu (XQI) - Studenti kandidati (S) - Profesori i administrativno osoblje (S) - Materijalni resursi i sredstva (A) - Informacije resursi (I) - Finansijski resursi (F) - Teorijske kompetentnosti studenata - Kvalitet istraživačkih projekata - Zadovoljstvo korisnika - Zadovoljstvo studenata - Integritet univerzitetskog menadžmenta - Transparentnost u odlučivanju menadžmenta na univerzitetu - Poređenje autputa kvaliteta univerziteta sa: unutrašnjim standardima, spoljnjim standardima, unutrašnjim ciljevima indikativnim merljivost, konkurenti, istorijski podaci, itd. (B) - Realnost kvaliteta procesa visokog obrazovanja (HE/V[ procesa) (HEP) - Tehnologija obrazovnog pro cesa - Sistem motivisanja na univerzi tetu - Disciplina na univerzitetu, po stupci - Ocena postupaka i procesa - Ocenjivanje studenata i proces - Ocenjivanje osoblja - Korišćenje sredstava - Realnost autputa, rezultata na univerzitetu - Praktične kompetentnosti stu denata Slika 1 Univerzitet kao sistem Promene na univerzitetu izazivaju dezintegracije što se manifestuje u onome što mi nazivamo problemom, zato što se univerzitet kao sistem sastoji od pod-sistema (fakultet, podrška podsistemima na odsecima: biblioteka, službe za socijalna pitanja studenata, itd.), a podsistemi se ne menjaju istom brzinom.
LL@(17731) The solution is INTEGRATION. => Koje rešenje se predlaže?
LL@(17732) The problem is not out of university, it is within us. => Rešenje je INTEGRACIJA Ovaj problem nije svojstven samo univerzitetu, on se nalazi i u nama.
LL@(17733) When university are healty and used to change, change is invigorating. => Kada su univerziteti zdravi i naviknuti na promene, ta promena će da ih osnaži.
LL@(17734) But if university immune system is weak, a change will get university possible into a trouble. => Ali ako je imuni sistem univerziteta slab, promena može univerzitetu da donese nevolje.
LL@(17735) Not every university has problems in time of change. => Nema svaki univerzitet problema kada se menja.
LL@(17736) It depend on how healty the system is. => To zavisi od toga kojiko je sistem zdrav.
LL@(17737) The university system is healty when it can deal with change without falling apart. => Univerzitet je zdrav kad može da se nosi sa promenama a da se ne raspadne.
LL@(17738) Do you have the courage to see what is doing in our (your) school? => Imate li hrabrosti da pogledate šta se događa u našoj (vašoj) školi?
LL@(17739) Going mediocraticy The leader keep seeing for a diagnostic result The rates lag far behind in socio-economic realities. => Radi se o mediokritetu. ~~~ Lider stalno posmatra da bi mogao da postavi dijagnozu. ~~~ U društveno-ekonomskoj realnosti ocene kasne previše.
LL@(17740) There are teachers who only attend the changes and teach always the past courses. => Ima nastavnika koji samo saslušaju sve o promenama, ali stalno predaju isto kao i ranije.
LL@(17741) HE diagnosis need to solve: dilemma of grow, dilemma of power, dilemma of profit, selfinteres and community, materials versus quality. => Dijagnoza HE mora da reši: dilemu rasta, dilemu moći, dilemu profita, sopstvenog interesa i interesa zajednice, materijala u odnosu na kvalitet.
LL@(17742) The leaders needs to be able to do comparative analysis. => Lideri moraju da znaju kako da vrše komparativnu analizu.
LL@(17743) External forces for change in the HE are: deregulation, technology, analysis the reality, swot analysis, discover the crisis. => Spoljnje snage promena u HE (V[) su: deregulacija, tehnologija, analiza realnog stanja, swot analiza, otkrivanje krize.
LL@(17744) The leader need to be able to ground the solution. => Lider treba da zna kako da postavi svoje rešenje.
LL@(17745)  => Služba za razvoj univerziteta.
LL@(17746) Service for university development The leader need to evaluate: vision, mission and strategies from the university Ground the new objectives and startegies for uni versity Creating new university programs Assuming the risk of the solution promoted Assessing, controlling, coordinating quality of edu cational process Search new needs of competence Curricula design by customer competence needs Search university customer satisfaction Making ground the new internal quality standards Innovating solution for quality imput unproving in HE These are not political decision, only sound business decision. => Lider mora uvek da ocenjuje: viziju, misiju i strategije koje nastaju na univerzitetu. ~~~ Postaviti nove ciljeve i strategije za univerzitet Sastaviti nove univerzitetske programe Pretpostaviti koje rizike nosi predloženo rešenje Ocenjivanje, kontrola, kvalitet koordinacije obrazovnog procesa Potreba za novim kompetentnostima Nastavni plan i program raditi na osnovu potreba korisnika za kompetentnostima Tražiti načine za postizanje zadovoljstva korisni ka univerziteta Stvoriti prostor za nove interne standarde kvali teta Inovativna rešenja za kvalitetan input u unapre đenju HE Ovo nisu političke odluke, samo zdrave poslovne odluke.
LL@(17747) The most important DRIVER of performances in the universities is Leadership. => Najznačajniji POKRETAČ postignuća na univerzitetima jeste liderstvo.
LL@(17748) We are all the time in a change management business. => Mi se sve vreme bavimo poslovima upravljanja promenama.
LL@(17749) The biggest challenge, today, in HE: to develop, mature and spread leadership through un University. => Najveći izazov danas u visokom obrazovanju je: razvijati, usavršiti i širiti liderstvo na univerzitetu.
LL@(17750) A University leader is a thumb. ~~~ What does a thumb do? => Lider na univerzitetu je kao palac na ruci. [ta radi palac?
LL@(17751) It work with all different to create a leader knows how to help people disagree without being desagreable. => On se bavi različitostima i postaje lider koji pomaže ljudima da izraze neslaganje sa nečim, a da pritom ne budu sami nesložni.
LL@(17752) A leader is able to build and enrich a culture of mutual trust and respect a culture in wich people are not afraid to speak their minds. => Lider može da izgrađuje i obogaćuje kulturu međusobnog poverenja i poštovanja kulturu u kojoj se ljudi ne boje da kažu šta misle.
LL@(17753) Without a thumb, you will not have a hand. => Bez palca nemate ruku.
LL@(17754) Without a leader there is not teamwork, and without a teamwork, the cast will be stuck in the mind. => Bez lidera nema timskog rada, a kad nema timskog rada, sve ideje ostaju blokirane u glavi.
LL@(17755) The leader need to mobilize, energize, empower people to fight with reality, to implement his solution (moraly ethical social response) Will be necessary to develop a new generation of higher managers wich have to pay attention to: social responsibility, ethics and moral aspects, individual versus cooperation, business orientention, degree curricula change, balance between tradition and modern new teaching technology, cross disciplinary teaching, risk avertion, communication with the internal and external environment, interpersonal staff cooperation Passion (respondes) of the staff: developing the competition to all the level, university management as a team, management by performance, green sustenability, cloth relation with HR corporate sector and allumini, value added by training - new competences (knowledge) theoretical and practical, opportunity costs in HE, selectiveness. => Lider treba da mobiliše, osnaži ljude, da im moć da se bore sa realnošću, da primene njegovo rešenje (moralno etički društveno odgovorno) Biće neophodno razviti novu generaciju viših menadžera koji treba da obrate pažnju na: društvenu odgovornost, etiku i moralne aspekte, pojedinačno u odnosu na saradničko, na poslovnu orijentaciju, stepen do koga se nastavni plan i program menja, ravnotežu između tradicije i moderne nove tehnologije nastave, interdisciplinarnu nastavu, izbegavanje rizika, komunikaciju između unutrašnjeg i spoljnjeg okruženja, međusobnu saradnju osoblja. ~~~ Strast (reakcije) osoblja: razviti konkurenciju na svim nivoima, menadžment univerziteta kao tim, menadžment u smislu učinka, ekološku održivost, blizak odnos sa HR korporativnim sektorom i svim vodećim snagama, dodatu vrednost putem obuke nove kompetentnosti (znanje), teorijske i praktične, oportunitetne troškove za HE, selektivnost. 2.
LL@(17756) 2. ~~~ Research methodology The main methods used for this research was the questionary, structured interview, literature research and own experience. => Metodologija istraživanja Glavni metodi koje smo koristili u ovom istraživanju su upitnik, struktuisani intervju, pregled literature i sopstveno iskustvo.
LL@(17757) The questionnaire was related to: how respondents perceived the reality from univer sities regarding the quality of entries in the system the quality of the educational process the quality of the results solutions for improving the quality of the manage ment solutions from universities methods used by university leaders for training / involvement / motivation of staff in universities, for implementation of the solution proposed by the leaders For reasons of space we refer only to the analysis of some aspects of staff training by the leaders. => Upitnik se odnosio na sledeće: ~~~ Kako ispitanici vide realnost univerziteta u odno su na: - kvalitet unosa u sistem - kvalitet obrazovnog procesa - kvalitet postignutih rezultata Rešenja za poboljšanje kvaliteta menadžerskih rešenja na univerzitetima metode koje koriste lideri na univerzitetima za obuku / uključivanje / motivisanje osoblja na univerzitetima, za primenu rešenja koje lideri predlažu. ~~~ Zbog prostora u ovom radu ćemo se baviti analizom samo nekih aspekata obuke osoblja koju sprovode lideri.
LL@(17758) The questionnaire was applied to 186 educators from state and private universities from Romania. => Upitnik smo pripremili za 186 ispitanika iz redova nastavnog osoblja na državnim i privatnim univerzitetima u Rumuniji.
LL@(17759) The structure of the respondents is: Structure for teaching positions: Age structure: Structure by gender: Structure by leadership position of the leaders: Structure in term of management practice: 3. => Struktura ispitanika je sledeća: ~~~ Struktura položaja u nastavi: ~~~ Starosna struktura: ~~~ Rodna struktura: ~~~ Struktura po liderskim pozicijama: ~~~ Struktura u smislu menadžerske prakse: ~~~ 3.
LL@(17760) Conclusion To bring about and implement new solution in the university you need leaders and strong leadership In this period some university managers do not realise that the employees are an asset, not just an expense. => Zaključak Da bi se moglo doneti i primeniti novo rešenje na univerzitetu potrebni su lideri i snažno liderstvo. ~~~ U ovom periodu neki menadžeri na univerzitetima ne shvataju da zaposleni predstavljaju kapital, a ne samo trošak.
LL@(17761) The employees can tell to te managers what is going on in the university better that anybody else. => Zaposleni mogu bolje od bilo koga da kažu menadžerima šta se dešava na univerzitetu.
LL@(17762) There are open-door policies, but how many assistents have you seen walk through the open-door of the university rector, president office to talk to him/her. => Postoje politike otvorenih vrata, ali koliko ste asistenata videli da prođu kroz ta otvorena vrata rektora univerziteta ili predsednika da bi sa njim porazgovarali?
LL@(17763) Generally speeking, it is a elitist managers in the university system, who are not listen to the people they manage. => Uopšteno govoreći, upravo elitistički menadžeri u univerzitetskom sistemu ne slušaju ljude kojima upra vljaju.
LL@(17764) Energy flow from top to bottom based by reports. => Energija teče s vrha na dole, a na osnovu podređenosti.
LL@(17765) To achive change, wich is essential for a successful university, we need a university that can change easily. => Da bi se postigla promena koja je neophodna da bi univerzitet bio uspešan, potreban nam je univerzitet koji može brzo da se menja.
LL@(17766) University needs teamwork, cooperation and mutual trust and respect. => Univerzitetu je potreban timski rad, saradnja i uzajamno poverenje i poštovanje.
LL@(17767) Managers need to talk more, share more, be open with each other more, and respect each other more. => Menadžeri treba više da razgovaraju, razmenjuju znanja, budu otvoreniji prema drugima i da više poštuju jedni druge.
LL@(17768) Teach managers how a leader behaves; teach managers to resolve a conflict. => Naučite menadžere kako se jedan lider ponaša. ~~~ Naučite menadžere kako da rešavaju sukobe.
LL@(17769) University are like a fish tank. => Univerzitet je kao ribnjak.
LL@(17770) Unless we supply them with oxygen from top to bottom management of the university, the fish, organization will die. => Ako se ne snabdeva kiseonikom odozgo pa sve do dna, riba, ili organizacija, će umreti.
LL@(17771) We have in the university to change what and how we teach. => Na univerzitetu moramo da promenimo šta i kako učimo studente.
LL@(17772) Teach future leadership to listen to university personnel and to each other, to manage more by pride of teamwork and less by workhiping numbers. => Naučite buduće lidere da saslušaju osoblje univerziteta i jedni druge, da više upravljaju pomoću timskog rada, a manje preko brojeva.
LL@(17773) We have to be together. => Moramo da budemo zajedno.
LL@(17774) Integration is the secret of healty organization, and that is how we will turn a crisis into an opportunity and succeed in the future, and leave behind those that are fighting among themselves to catch the cold. => Tajna zdrave organizacije je u integraciji, i samo tako možemo da pretvorimo krizu u nove mogućnosti i da budemo uspešni u budućnosti i ostavimo za sobom one koji se međusobno glože.
LL@(17775) The limits of the proposed questionnaire analysis are related to: the standard of other prestigious universitie, we believe that it was differed from one respondent to another; retaining teachers to talk about home things. => Ograničenja predložene analize upitnika odnose se na: standarde drugih prestižnih univerziteta; verujemo da se to razlikuje od jednog ispitanika do drugog; sprečiti nastavnike da govore o porodičnim stvarima.
LL@(17776) Even one respondent told us that because he was raised and trained in that university he can only grant votes to the maximum limit. => Jedan ispitanik nam je čak rekao da je on vaspitavan i obrazovan na tom i tom univerzitetu i da samo njemu može da da maksimalan broj poena.
LL@(17777) Some respondents considered that some terms are not unambiguously defined, there are situations in which respondents could understand a concept in different ways. => Neki ispitanici su smatrali da određeni pojmovi nisu jasno definisani, postojale su situacije u kojima su ispitanici mogli da shvate neki koncept na različite načine.
LL@(17778) The purpose of the questionnaire was to raise awareness, alert forces within the university that some colleagues have the courage to see reality from within the system, they see reality, but not to recognize it. => Svrha upitnika bila je da podigne nivo svesti, da pokrene snage unutar univerziteta, da neki koledži imaju hrabrosti da sagledaju realnost iz pozicije unutar sistema, ali da je ne prepoznaju na pravi način.
LL@(17779) The questionnaire we wanted to emphasize the questions some of the big problems, important to romanian education that university leaders should tackle. => U pitanjima u upitniku želeli smo da naglasimo neke velike probleme, značajne za obrazovanje u Rumuniji, a koje lideri na univerzitetima treba da rešavaju.
LL@(17780) I also received many thanks for the content of this questionnaire. => Takođe, dobio sam i mnogo pohvala za ovaj upitnik.
LL@(17781) I am convinced that reforming the higher education system and other systems that can come only from within the system, but from outside forces. => Uveren sam da reforma sistema visokog obrazovanja i drugih sistema ne dolazi samo iznutra, već je iniciraju i snage spolja.
LL@(17782) Until now in Romania it have been proposed 6-7 reforms which partially overlapped and who have more disrupt than helped. => Do sada je u Rumuniji predloženo 6 7 reformi koje su se delimično preklapale i koje su donele više lomova nego što su pomogle.
LL@(17783) Outside forces, in our case, is constituted from the members of the academic community from Romania who have received our questionnaires (over 600) and who are present here, in Tulcea. => Snage spo lja, u našem slučaju, čine članovi akademske zajednice Rumunije koji su primili naš upitnik i koji su sada ovde, u Tulči.
LL@(17784) REFERENCES Š1Ë Adizes, I. ~~~ Leading the leaders, The Adizes Institute Publishing, Santa Barbara C.A., 2004 Š2Ë Adler N.J. => LITERATURA Š1Ë Adizes, I. Leading the leaders, The Adizes Insti tute Publishing, Santa Barbara C.A., 2004 Š2Ë Adler N.J. The arts and leadership:
LL@(17785) The arts and leadership: Now that we can do anything, what will we do? => Now that we can do anything, what will we do?
LL@(17786) Academy of Management Lerning and Education, 5(4):466499, 2006 Š3Ë Dervitsiotis Kostas N. => Academy of Management Lerning and Education, 5(4):
LL@(17787) The importance of conversations-for-action for effective strategic management University of Piraeus, Greece, Total Quality Management, vol.13, no.8, 2002 Š4Ë Deselnicu D.C., Rusu C., Swiger JA - Leadership performance and quality management in roman ian SMEs: a case study -In 2nd international conference on business, management and economics E-Conference proceedings, cesme, Izmir-Turkey. => 2006 Š3Ë Dervitsiotis Kostas N. The importance of conversations-for-action for effective strategic management University of Piraeus, Greece, Total Quality Management, vol.13, no.8, 2002 Š4Ë Deselnicu D.C., Rusu C., Swiger JA - Leadership performance and quality management in romanian SMEs: a case study -In 2nd international conference on business, management and economics EConference proceedings, cesme, Izmir-Turkey.
LL@(17788) ISSN 13061089, 2006 Š5Ë Dowlatshahi S. Total quality management in higher education: a case study Department of Information and Decision Sciences, College of Business Administration, The University of Texas, USA, Total Quality Management, vol.7, no.2, 1996 Š6Ë Galgano Alberto Quality: mind and heart in the organization Galgano & Associates, Milano, Italy, Total Quality Management, vol.13, no.8, Š7Ë Gopal K. Kanji Can total quality management Š14Ë Rusu,C. - Principles for the Evaluation of the help innovation? => ISSN 13061089, 2006 Š5Ë Dowlatshahi S. Total quality management in higher education: a case study Department of Information and Decision Sciences, College of Business Administration, The University of Texas, USA, Total Quality Management, vol.7, no.2, 1996 Š6Ë Galgano Alberto Quality: mind and heart in the organization Galgano & Associates, Milano, Italy, Total Quality Management, vol.13, no.8, Š7Ë Gopal K. Kanji Can total quality management help innovation?
LL@(17789) Centre for Quality and Innovation, Sheffield Hallam University, Hallamshire Business Park, UK, Total Quality Management, vol7, no.1, 1996 Š8Ë Griffith D.A., Cavusgil S.T. & Xu S. Emerging themes in international business research Journal of International Business Studies, 39(7): 1220-1235, 2008 Š9Ë Mangematin V. & Baden-Fuller C. Global con tests in the production of business knowledge: Regional centres and individual business schools Long Range Planning, 41(1):117-139, 2008 Š10Ë Morgan H., Harkins P. & Goldsmith M. => Centre for Quality and Innovation, Sheffield Hallam University, Hallamshire Business Park, UK, Total Quality Management, vol7, no.1, 1996 Š8Ë Griffith D.A., Cavusgil S.T. & Xu S. Emerging themes in international business research Journal of International Business Studies, 39(7): ~~~ 12201235, 2008 Š9Ë Mangematin V. & Baden-Fuller C. Global contests in the production of business knowledge: ~~~ Regional centres and individual business schools Long Range Planning, 41(1): ~~~ 2008 Š10Ë Morgan H., Harkins P. & Goldsmith M. The art and practice of leadership coaching:
LL@(17790) The art and practice of leadership coaching: 131-137, NY: John Wilwy & Sons, 2005 Š11Ë Rusu, B., Rusu C. - Evaluation Results in the University: Management, Teaching Staff, Level of Students Satisfaction -Proceedings of 1st International Conference European Dimension in Quality Assurance. => 131-137, NY: ~~~ John Wilwy & Sons, 2005 Š11Ë Rusu, B., Rusu C. ~~~ - Evaluation Results in the University: ~~~ Management, Teaching Staff, Level of Students Satisfaction -Proceedings of 1st International Conference European Dimension in Quality Assurance.
LL@(17791) Technical University Gh. => Technical University Gh.
LL@(17792) Asachi Iasi, Romania, 2001 pg.276 ISBN 973590-581-7 Š12Ë Rusu,C. - The modernisation of engineering education in Romania in the process of transition towards a free market economy - International Congress of Engineering Deans Industry leaders, Melbourne, Australia, 3 6 July 1995 Š13Ë Rusu C. - Aplicarea conceptelor managementului calitatii in invatamantul superior -Quality Assurance in the Romanian Technical Higher Education, Iasi, 1997, P.19-31, ISBN:-973-917847-2. => Asachi Iasi, Romania, 2001 pg.276 ISBN 973590-581-7 Š12Ë Rusu,C. ~~~ - The modernisation of engineering education in Romania in the process of transition towards a free market economy - International Congress of Engineering Deans Industry leaders, Melbourne, Australia, 3 6 July 1995 Š13Ë Rusu C. ~~~ - Aplicarea conceptelor managementului calitatii in invatamantul superior -Quality Assurance in the Romanian Technical Higher Education, Iasi, 1997, P.19-31, ISBN:-973-9178-47-2. Š14Ë Rusu,C.
LL@(17793) Individual Activity of Teaching Staff, The Dynamics of Quality in Learning Universities Quality Management in Higher Education, Proceedings of The 4rd International Seminar on the Quality Management in Higher Education, Ia?i, România, June 14-15, 2004. => - Principles for the Evaluation of the Individual Activity of Teaching Staff, The Dynamics of Quality in Learning Universities Quality Management in Higher Education, Proceedings of The 4rd International Seminar on the Quality Management in Higher Education, Ia?i, România, June 14-15, 2004.
LL@(17794) Š15Ë Rusu,C. - The University Regarded as a Cybernetic System, The Dynamics of Quality in Learning Universities -Quality Management in Higher Education, Proceedings of The 4rd International Seminar on the Quality Management in Higher Education, Ia?i, România, June 14-15, 2004. => Š15Ë Rusu,C. ~~~ - The University Regarded as a Cybernetic System, The Dynamics of Quality in Learning Universities -Quality Management in Higher Education, Proceedings of The 4rd International Seminar on the Quality Management in Higher Education, Ia?i, România, June 14-15, 2004. ~~~ Š16Ë Rusu C.
LL@(17795)  => - From the managemeny quality to the quality of management -The 4the international seminar on quality management in higher education, Sinaia, Romania si publicate in volumul Conference Procededings, Ed.
LL@(17796) Š16Ë Rusu C. - From the managemeny quality to the quality of management -The 4the international seminar on quality management in higher education, Sinaia, Romania si publicate in volumul Conference Procededings, Ed. Performantica Iasi, ISBN: 973-730-225-7, 2006 Š17Ë Rusu C. - Implementation of quality costs in Romanian higher education -Gh. => Performantica Iasi, ISBN: ~~~ 973-730-225-7, 2006 Š17Ë Rusu C. ~~~ - Implementation of quality costs in Romanian higher education -Gh.
LL@(17797) Asachi Tehnical University of Iasi Romania, 12-14 june 2008 Proceedings of the 5th International Seminar on the Quality Management Higher Education Tulcea, Romania Š18Ë Rusu C. - Quality cost in Romanian higher educa tion -Gh. => Asachi Tehnical University of Iasi Romania, 12-14 june 2008 Proceedings of the 5th International Seminar on the Quality Management Higher Education Tulcea, Romania Š18Ë Rusu C. ~~~ - Quality cost in Romanian higher education -Gh.
LL@(17798) Asachi Tehnical University of Iasi Romania, 12-14 june 2008 Proceedings of the 5th International Seminar on the Quality Management Higher Education Tulcea, Romania Š19Ë Zairi Mohamed Beyond TQM implementation: the new paradigm of TQM sustainability School of Management, University of Bradford, UK, Total Quality Management, vol.13, no.8, 2002 Book review Encyclopedia of Technology and Innovation Management V.K. Narayanan, G.C.OConnor, ed., (Encyclopedia of Technology and Innovation Management), John Wiley, 2010 T his voluminous issue that spreads over more than five hundred pages and seven theme areas presents the technology and innovation management as an autonomous scientific field, which is what editors and authors point out already in the introductory chapter. => Asachi Tehnical University of Iasi Romania, 12-14 june 2008 Proceedings of the 5th International Seminar on the Quality Management Higher Education Tulcea, Romania Š19Ë Zairi Mohamed Beyond TQM implementation: the new paradigm of TQM sustainability School of Management, University of Bradford, UK, Total Quality Management, vol.13, no.8, 2002 U svetu knjiga Enciklopedija menadžmenta tehnologije i inovacija V. K. Narayanan, G. C. O Connor, red., (Enciklopedija menadžmenta tehnologije i inovacija), John Wiley, 2010. ~~~ Ovo obimno izdanje na preko pet stotina stranica u sedam tematskih celina predstavlja menadžment tehnologije i inovacija kao «zasebnu naučnu oblast», što redaktori i autori posebno ističu već u uvodu.
LL@(17799) One consequence of the exceptional multidisciplinarity of the bookis that many results and scientific contributions in this area are omnipresent and related to the contributions to economy and the humanities, then technical, natural, organizational and management sciences and disciplines. => Izuzetna multidisciplinarnost koja je zastupljena uticala je na to da se mnogi rezultati i naučni doprinosi u ovoj oblasti nalaze razuđeni i vezuju se za doprinose ekonomiji i društvenim naukama, tehničkim, prirodnim, organizacionim i menadžment naukama i disciplinama.
LL@(17800) The subjects dealing with the technologies and innovation management are taught at a large number of universities and schools worldwide: business and management, organization, engineering and natural sciences, medicine, pharmacy. => Predmeti koji se bave menadžmentom tehnologije i inovacija izučavaju se na brojnim univerzitetima i školama u svetu: za biznis i menadžment, organizaciju, inženjerske i prirodne nauke, medicinu, farmaciju.
LL@(17801) The encyclopaedia knowledge in this field is a contribution to the concentration and focus of all efforts to present the field of technology and innovation in a coherent manner, with relevant theme units and to clearly apprehend its specific nature and its authenticity. => En ciklopedijsko izdanje u ovoj oblasti predstavlja doprinos koncentraciji i fokusiranju napora da se oblast menadžment tehnologije i inovacija predstavi na koherentan način, uz relevantne tematske celine i da se jasno sagleda njena posebnost i autentičnost.
LL@(17802) Over eighty authors from the universities from the USA, China, Japan, Great Britain, Spain, France, Denmark, India, Singapoore, and other countries participated in writing this paper. => U pisanju ovog značajnog dela učestvovalo je preko osamdeset autora sa univerziteta iz SAD, Kine, Japana, Velike Britanije, [panije, Francuske, Danske, Irske, [vedske, Australije, Indije, Singapura i drugih zemalja.
LL@(17803) As regards the contents and the definition of technology, this is still an open question and a challenge to both academics and practitioners. => Na temu sadržaja i definicije tehnologije navodi se da je ovo i dalje otvoreno pitanje koje intrigira teoretičare i praktičare.
LL@(17804) A multitude of approaches were devised in an effort to un Ireland, Sweden, Australia, derstand the essence of technology as a universal concept, principle, and model. => Mnoštvo je pristupa i definicija nasta lih kao rezultat napora da se otkrije suština tehnologije kao univezalnog pojma, principa, modela.
LL@(17805) Since this is a dynamic phenomenon, permeating all the spheres of human life and work in both the social and natural environments, derived from the science and present in practice, the efforts to understand its essence and ensure that technologies are managed is a continual challenge. => Budući da se radi o dinamičnoj pojavi koja se neprekidno menja i koja zadire u sve oblasti života i rada ljudi u društvenom i prirodnom okruženju, izvedenoj iz nauke i prisutnoj u praksi, nastojanja da se otkrije njena suština i omogući upravljanje tehnologijama je neprekidni izazov.
LL@(17806) The evolution of technologies is tracked throughout the human history. => Evolucija tehnologija prati se kroz ceo period istori je ljudskog društva.
LL@(17807) The technological creativity on which the sustainable economic growth of the modern era is established stems from two complementary processes the author Joseph Schumpeter termed invention and innovation. => Tehnološka kreativnost na kojoj je zasnovan održivi ekonomski rast modernog doba izveden je na osnovu dva komplementarna procesa koje je autor Jozef [umpeter nazvao invencijom i inovacijom.
LL@(17808) The time the innovation is created and the life cycle of the innovation in the periods of growth and development of economy and the society led authors to recognize long cycles in the development that last around 50-60 years each and are characterised by certain unmistakable mechanisms and related to a certain basic technological paradigm. => Vremenastanka inovacije i njeno trajanje u periodima rasta i razvoja ekonomije i društva naveli su autore da prepoznaju duge cikluse u razvoju koji traju oko 50-60 godina i imaju određene prepoznatljive zakonitosti a vezuju se za određenu osnovnu tehnološku paradigmu.
LL@(17809) T he emergence of spatial innovative clusters and varied uneven technological growth and development in certain geographical regions have set the grounds for some substantial advantages acquired by the technology transfer from the developed to the less developed countries and regions. => Pojava prostornih inovacionih klastera i različiti neujednačeni tehnološki rast i razvoj u određenim geografskim regionima stvorili su uslove za izuzetne prednosti koje se dobijaju transferom tehnologije iz razvijenih u manje razvijene zemlje i regione.
LL@(17810) Technology intelligence proves to be important on all the levels of society and economy. => Na svim nivoima u društvu i ekonomiji značajana je tehnološka inteligencija.
LL@(17811) This is a broad concept that includes collecting and bringing together technical information, the development of technological forecasting, monitoring the scientific achievements and opportunities for further technological growth. => Ovo je širok pojam koji uključuje prikupljanje i povezivanje tehničkih informacija, razvoj tehnološkog predviđanja, praćenje dostignuća nauke i njenih mogućnosti za dalji tehonloški razvoj.
LL@(17812) The technological intelligence is then observed in the following segments: ratings and validation of technological options, achieving technological competitiveness, using the databases about the patents and other forms of intellectual property, the analysis of technological markets on which the technology transfer between organizations is conducted. => Tehnološka inteligencija se dalje sagledava u sledećim segmentima: ocena i vrednovanje tehnoloških opcija, ostvarenje tehnološke konkurentnosti, korišćenje baza podataka o patentima i drugim oblicima intelektualne svojine, analiza tehnoloških tržišta putem kojih se odvija transfer tehnologija između organizacija.
LL@(17813) Technological forecasting, incremental and radical technological changes, as well as the forms of intellectual property are elaborated in the essays and a specific list of relevant references for these specific theme areas is provided. => Tehnološko predviđanje, inkrementalne i radikalne tehnološke promene, kao i oblici intelektualne svojine razrađeni su kroz eseje i poseban spisak relevantnih referenci za ove posebne tematske celine.
LL@(17814) On the branch level and on the levels of certain industries technologies are analysed through a model of the life cycle of the branch, the branch competitiveness dynamics, special attention being paid to the branches and industries in the area of high technologies. => Na nivou grane i pojedinih delatnosti tehnologije se razmatraju pomoću modela životnog ciklusa grane, dinamike konkurentnosti grana, a posebna pažnja je posvećena granama i delatnostima u oblasti visokih tehnologija.
LL@(17815) A special chapter of the book is devoted to innovation and highlights the demand and the offer as the key sources of innovation. => Inovacijama se bavi poseban deo knjige i ističu se strane tražnje i ponude kao ključni izvori inovacija.
LL@(17816) Statistic and dynamic models of innovation are presented through the contributions of a number of authors in creating these models. ~~~ Thus we find the analyses of the Schumpeter model, the Albernathy-Clark model, the Henderson-Clark model, the Utterback-Albernathy model, the TushmanRosenkoff model, and the Foster S-curve. => Statički i dinamički modeli inovacija predstavljeni su kroz doprinose pojedinih autora u kreiranju tih modela tako da se analiziraju [umpeterov, zatim modeli Abernati-Klark, Henderson - Klark, Uterbak-Abernati, Tušman-Rozenkof, Fosterova S-kriva.
LL@(17817) Specially analysed are the Rogers, Moores and Bass models of diffusion of information. => Posebno se razmatraju Rodžerov, Murov i Basov model difuzije inovacija.
LL@(17818) Open innovation and technological strategy stress the importance of external and internal sources of new technologies, as well as the need to use the technology strategy for the purpose of defining the adequate measure of this relationship as a basis of technological improvement. => Otvorene inovacije i tehnološka strategija naglašavaju značaj eksternih i internih izvora novih tehnologija kao i potrebu da se tehnološkom strategijom posebno definiše prava mera ovog odnosa kao osnove tehnološkog napretka.
LL@(17819) A special chapter is devoted to the basic concepts of technology and innovation management on the organizational level. ~~~ The absorptive capacity, learning and establishment of innovative competencies are linked to the organization and stressed as a key factor of innovation success and technology dynamics. => Posebno poglavlje usmereno je ka predstavljanju osnovnih koncepata menadžmenta tehnologije i inovacije na nivou organizacije. Apsorpcioni kapacitet, učenje i uspostavljanje inovativnih sposobnosti vezuje se za organizaciju i ističe kao ključni faktor uspešne inovacija i dinamike tehnologija.
LL@(17820) Four generations of the research and developement models are presented in the light of the need to manage this phenomenon in order to achieve competitiveness and business success. => Četiri generacije modela istraživanja i razvoja predstavljeni su u vezi sa potrebom da se ovom pojavom upravlja kako bi se ostvarila konkurentnost i poslovni uspeh.
LL@(17821) The development of a new product and the innovations in services, as well as the process innovations are presented via the key specific features and models. => Razvoj novog proizvoda i inovacije u uslugama kao i inovacije procesa predstavljene su kroz ključne specifičnosti i modele.
LL@(17822) National innovation models are theoretically elaborated, and then the national innovation systems of certain countries, namely, China, Taiwan, Singapoore, Japan, Denmark, the USA and others, are described. => Nacionalni inovacioni sistemi su teorijski razrađeni, a zatim su predstavljeni nacionalni inovacioni sistemi pojedinih zemalja: ~~~ Kine, Tajvana, Singapura, Japana, Indije, Danske, SAD i drugih.
LL@(17823) One chapter is devoted to emerging technologies, and the prevailing technologies in the 21st century, such as biotechnologies, nanotechnologies and networking technologies are analysed. => Posebno poglavlje govori o nastajućim tehnologijama, a kao tehnologije koje domoniraju dvadesetprvim vekom analiziraju se biotehnologije, nanotehnologije i mrežne tehnologije.
LL@(17824) Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Dr Maja Levi Jakšić Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(17825) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(17826) 1. => We suggest your papers to be pre pared in form of this template. 1.
LL@(17827) INTRODUCTION Papers have to be written in English. => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(17828) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(17829) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(17830) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(17831) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(17832) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(17833) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(17834) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(17835) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(17836) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(17837) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(17838) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(17839) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(17840) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(17841) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadr žaj na srpskom jeziku pisan kurzivom - Italic.
LL@(17842)  => Iza toga sledi kratak sadržaj na engleskom jeziku takođe pisan kurzivom - Italic.
LL@(17843) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(17844) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 [ r ( r E ( p − p i , p Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. n = i 4. ZAKLJUČAK Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(17845) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(17846) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(17847) R[$] Figure 1. => R[$] Slika 3.
LL@(17848) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(17849) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(17850) For example in [5] it is shown that. => Na primer, u [5] je pokazano....
LL@(17851) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] ~~~ Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(17852) Proceedings of work, SINFF-N, page 75 -81. ~~~ Zlatibor UDC 005 ISSN 1820-0222 Number 59, Year XVI June 2011. => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 UDK 005 ISSN 0354-8635 Broj 59, Godina XVI Jun 2011.
LL@(17853) Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, P h.D. Editor in Chie f Ale ksandar Marković, Ph.D. Editor of Inte rna l Department Ondrej Jaško, Ph.D. Editor of International Department Jov an Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Boa rd: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Manag ement is being regula rly reviewe d in DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Nov ović Address Belgrade , Jov e Ilića 154 Tel./fax. => Izdaje Fakultet organizacionih nauka Beograd Za izdavača: ~~~ Dr Milan Martić Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović Redakcioni odbor: dr dr Čedomir Nestorović, Faculty of Coimbra, Portugal dr Dejan Petrović, FON, Beograd Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović, FON, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Chesh Republic dr Milija Suknović, FON, Beograd Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr dr Siniša Nešković, FON, Beograd Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vesna Milićević, FON, Beograd dr dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Sladjana Barjaktarović, FON, Beograd DE Časopis se redovno referiše u publikacijama: ~~~ ST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 011/3950-868 E-mail: manage¿ fon.bg.ac.rs http://management.fon.bg.ac.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun:
LL@(17854) 381 1 1 3950 868 E-mail: manage¿ fon.bg.ac.rs http://ma nag ement.fon. bg.a c.rs Journal is published quarterly Printed by Sigra Star, Be lgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 0354-8635 = Management (Srpsko izd.) COBISS.
LL@(17855) ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Management Accounting in Achieving Competitive Advantage and Bank Controlling Snežana P. Knežević, Sladjana Barjaktarović Rakočević, Draginja \urić Planning of Social Corporate Responsibility Campaign Milica Kostić Stanković, Dragana Makajić Nikolić, Milica Slijepčević Measuring the Quality of Banking Services in Banks Operating in Lybia Mohamed M. Alsakit Abulgasem, Radmila Janičić, Vinka Filipović, Mirjana Gligorijević Climate Changes and Green Information Technologies Nataša Petrović, Mirjana Drakulić, Vladimir Vujin, Ratimir Drakulić, Veljko Jeremić Certification of Project Managers Based on IPMA and PMI Models through Conforming to ISO 17024 : 2003 Danijela Toljaga Nikolić, Vladimir Obradović, Marko Mihić Hidden Markov Models for Analyzing Medical Time Series in Order to Detect Nosocomial Pneumonia Marek Opuszko, Johannes Ruhland, Franziska Oroszi, Michael Hartmann, Martin Specht Cloud Computing in Science and Higher Education Vladimir Vujin Assesment on Implementation of Basel II Rules in Serbian Banking Division Lidija Barjaktarović, Dejan Ječmenica Interest of the Population in Electronic Communication in the Health services Provision Research Results Marina Jovanović Milenković Small and Medium Enterprises Economic Development Drivers Miroslav Gveroski, Aneta Risteska, Stevčo Dimeski Management Accounting in Achieving Competitive Advantage and Bank Controlling UDC: 657.05 ; 005.521:336.71 Snežana P. Knežević, Slađana Barjaktarević Rakočević Faculty of Organizational Sciences Draginja \urić, Banca Intesa Our aim in this paper is to present a relatively complete theoretical and practical accounting system intended to meet the needs of strategic decision-making in banks, which acts in the form of managerial accounting to adress the internal and the external environments in which the bank operates. => SR-ID 110318855 SADR@AJ Upravljačko računovodstvo u funkciji sticanja konkurentske prednosti i bankarski kontroling Snežana P. Knežević, Sladjana Barjaktarović - Rakočević, Draginja \urić Planiranje društveno odgovorne kampanje sa višestrukim specijalnim dogadjajem Milica Kostić - Stanković, Dragana Makajić Nikolić, Milica Slijepčević Merenje kvaliteta bankarskih usluga u bankarskom poslovanju u Libiji Mohamed M. Alsakit Abulgasem, Radmila Janičić, Vinka Filipović, Mirjana Gligorijević Klimatske promene i zelene informacione tehnologije Nataša Petrović, Mirjana Drakulić, Vladimir Vujin, Ratimir Drakulić, Veljko Jeremić Sertifikacija projektnih menadžera po modelima IPMA i PMI kroz usaglašavanje sa zahtevima ISO 17024 : 2003 Danijela Toljaga Nikolić, Vladimir Obradović, Marko Mihić Skriveni Markov modeli u medicini primenjeni u analizi vremenskih nizova podataka za otkrivanje pneumonije u bolnicama Marek Opuszko, Johannes Ruhland, Franziska Oroszi, Michael Hartmann, Martin Specht Cloud Computing u nauci i visokom obrazovanju Vladimir Vujin Osvrt na implementaciju standarda Bazela II u poslovanje bankarskog sektora Srbije Lidija Barjaktarović, Dejan Ječmenica Istraživanje zainteresovanosti populacije za elektronsku komunikaciju u pružanju zdravstvenih usluga Marina Jovanović Milenković Mala i srednja preduzeća zamajac ekonomskog razvoja Miroslav Gveroski, Aneta Risteska, Stevčo Dimeski Upravljačko računovodstvo u funkciji sticanja konkurentske prednosti i bankarski kontroling UDK : ~~~ 657.05 ; 005.521:336.71 Snežana P. Knežević, Slađana Barjaktarović Rakočević Fakultet organizacionih nauka Draginja \urić, Banca Intesa Cilj ovog rada je da je da prikaže jedan relativno zaokružen teorijski i praktičan računovodstveni sistem za potrebe strateškog odlučivanja u bankama, koji u vidu upravljačkog računovodstva razmatra interno i eksterno okruženje u kome banka posluje.
LL@(17856) In the complex economic circumstances, strategicaly oriented management accounting becomes a very important factor for successful long-term bank operations. => U složenim uslovima privređivanja, strategijski orijentisano upravljačko računovodstvo postaje veoma značajan faktor za uspešno poslovanje banaka na dugi rok.
LL@(17857) Strategic management accounting focuses upon the analysis of the management accounting data of the company and its competition to identify and monitor business strategies. => Strategijsko upravljačko računovodstvo fokusirano je na analizu podataka upravljačkog računovodstva o preduzeću i njegovoj konkurenciji radi identifikovanja i praćenja poslovne strategije.
LL@(17858) Introduction In the current conditions of business doing the critical competence of the banks strategic management is the ability to generate value for the bank owners and for the users of bank products. => Uvod U aktuelnim uslovima poslovanja, kritična kompetentnost uspeha strategijskog menadžmenta banke postaje sposobnost generisanja vrednosti za vlasnike banke i korisnike bankarskog proizvoda.
LL@(17859) In order to survive in todays turbulent market, the bank has to change at a faster pace compared to its competition. => Da bi opstala na današnjem turbulentnom tržištu, banka mora da se menja brže nego što to čine konkurenti.
LL@(17860) A long-term prospect requires that the bank activities should be focused upon external factors, one of the most important among them being achieving competitive advantage. => Dugoročna perspektiva zahteva fokusiranje aktivnosti banke na eksterne faktore, a jedan od najznačajnijih je sticanje konkurentske prednosti.
LL@(17861) The modern information system of the bank becomes a key factor in enhancing strategic decision making and increasing control for the purpose of improving business efficiency. => Savremeni informacioni sistem banke postaje ključni faktor za povećanje strateškog odlučivanja i kontrole u funkciji povećanja efikasnosti poslovanja.
LL@(17862) Competition becomes an increasingly important challenge to the bank. => Konkurenti postaju sve veći izazov za banku.
LL@(17863) The managers are expected to make the best and safest decisions for the banks strategic position. => Od menadžera se očekuje da donesu najbolje i najsigurnije odluke za strategijsku poziciju banke.
LL@(17864) The management of the bank is responsible for the development and policy enforcement, and the procedures oriented towards the managing board goals. => Menadžment banke odgovoran je za razvoj i sprovođenje politike, procedura koje upućuju na ciljeve upravnog odbora.
LL@(17865) The changes on the market and in the competitive environment require that the existing system be redesigned to a significant extent to suit the needs of strategic management of the bank, special attention being paid to building a flexibly dimensioned management accounting. => Promene u tržišnom, te konkurentskom okruženju u značajnoj meri zahtevaju redizajniranje postojećeg sistema za potrebe strategijskog upravljanja bankom, pri čemu se poseban akcenat stavlja na izgradnju fleksibilno dimenzioniranog upravljačkog računovodstva.
LL@(17866) There is a high level of correlation between accounting reports and an efficient bank management. => Između računovodstvenog izveštavanja i efikasnog upravljanja bankama postoji visoka korelacija.
LL@(17867) Management (or: managerial) accounting has to be continually tested in view of its contribution to a successful performance of managerial functions in banks, that is, successful achievements of strategic goals, especially from the point of view of their contribution to the vision of the future business flows in the bank, as regards provision of adequate information to define various managerial models. => Upravljačko računovodstvo treba kontinuirano testirati u pogledu njegovog doprinosa uspešnom obavljanju menadžerskih funkcija u bankama, odnosno uspešne realizacije strategijskih ciljeva, a posebno sa aspekta doprinosa viziji budućih poslovnih tokova u banci, u smislu obezbeđenja adekvatnih informacija za formiranje raznih upravljačkih modela.
LL@(17868) Our aim in this paper is to present the possibilities of strategic management accounting implementation in the bank. => U radu će biti prezentovane mogućnosti primene koncepta strategijskog upravljačkog računovodstva u banci.
LL@(17869) Also, we will discuss information potentials of management accounting in view of achieving competitive advantage, the strategic importance of bank controlling, as well as highlight important aspects of organizing profit centres in banks. ~~~ 1. => Takođe, biće razmatrani informacioni potenci jali upravljačkog računovodstva sa ciljem sticanja sticanja konkurentske prednosti, strategijski značaj bankarskog kontrolinga, a ukazaće se i na važne aspekta organizovanja profitnih centara u bankama. 1.
LL@(17870) Management accounting system in planning and measuring financial performance The concept of strategy means the implementation of a formal system of information management. => Upravljacki računovodstveni sistem u funkciji planiranja i merenja finansijskih performansi Koncepcija strategije pretpostavlja primenu formalnog sistema za upravljanje informacijama.
LL@(17871) Achieving goals requires that information be analysed in the decision making processes. => Ostvarenje ciljeva zahteva analizu informacija u procesima donošenja odluka.
LL@(17872) If the strategic decision is a structured and planned enterprise, it will draw due attention. => Ako je strategijska odluka strukturisan i planiran poduhvat, privući će svrsishodnu pažnju.
LL@(17873) It is necessary that the management should proactively identify internal and external strategic strengths and threats, without ruling out the chances for strategic innovations. => Neophodno je da menadžment proaktivno identifikuje interne i eksterne strateške mogućnosti i pretnje, bez negiranja mogućnosti strateških inovacija.
LL@(17874) Managers are assumed to formally analyse competitive advantages and a meaningful assessment of resources allocation and use them as part of the development strategy. => Pretpostavlja se da menadžeri formalno analiziraju konkurentske prednosti i svrsishodnu procenu raspodele i korišćenja resursa, u sklopu strategije razvoja.
LL@(17875) Such an analysis will be provided by formal information systems. => Takvu analizu omogućiće formalni informacioni sistemi .
LL@(17876) The strategic management accounting is a useful tool managers can apply in making quality business decisions. => Strategijsko upravljačko računovodstvo je dobro oruđe menadžera za donošenje kvalitetnih poslovnih odluka.
LL@(17877) Strategically oriented management accounting is expected to ensure a powerful information support that would allow for implementing prevention measures in order to eliminate ineffective outcomes in the banks business operations. => Od upravljačkog računovodstva strategijske orijentacije se očekuje snažna informaciona podrška koja će omogućiti realizaciju preventivnih mera sa ciljem eliminisanja neefektivnih rezultata u poslovanju banke.
LL@(17878) It is necessary that the bank should be capable of successfully managing unexpected, unplanned changes in the financial sources, which require accounting calculations, which all lead to a conclusion that the bank responds to market changes in an adequate manner. => Neophodno je da banka poseduje sposobnost da uspešno upravlja neplaniranim promenama u izvorima finansiranja sredstava, za šta su neophodni računovodstveni proračuni, što upućuje na zaključak da banka adekvatno reaguje na tržišne promene.
LL@(17879) A major cause of necessary change are the dynamic changes in the external environment, and this demands that the collaboration between strategic managers and management accountants be close, especially in the sector of cost tracking and analysis, as well as in cost projection. => Dinamične promene u eksternom okruženju osnovni su razlog za neophodne promene, sto zahteva tešnju saradnju između strateških menadžera i upravljačkih računovođa, posebno u segmentu praćenja i analize troškova, kao i njihovog projektovanja.
LL@(17880) Besides, a strong information support in the field of mesauring the profitability of individual bank products and changes in the banks key clients is of great importance. => Pored toga, veoma je važna i snažna informaciona podrška u segmentu merenja profitabilnosti pojedinačnih bankarskih proizvoda i promena kod ključnih klijenata banke.
LL@(17881) Strategically oriented management accounting is a multi-purpose information source oriented towards the management and towards the future, focused upon strategic business units. => Strategijski orijentisano upravljačko računovodstvo predstavlja višenamenski informacioni izvor okrenut ka menadžmentu, i ka budućnosti, fokusiranom na strategijske poslovne jedinice.
LL@(17882) Simmonds defined and described strategic management accounting oriented to the company benchmarking in view of its competition Š10Ë. => Simmonds je definisao i opisao strategijsko upravljačko računovodstvo usmereno na poređenje preduzeća sa svojim konkurentima Š10Ë.
LL@(17883) He promoted collecting information required to define the market share, the competition price, costs and scope. => Zalagao se za prikupljanje informacija neophodnih da bi se odredio udeo na tržištu, cena konkurenata, troškovi i obim.
LL@(17884) The bank that monitors market share can measure to what extent it may achieve or lose competitive position. => Banka koja prati tržišno učešće može da meri do kog nivoa se dobija ili gubi konkurentska pozicija.
LL@(17885) As regards the fact that the strategic development of the bank is directly connected with the banks develop ment plans, it is necessary to stress that strategic planning is directly dependant on the management accounting information. => S obzirom na činjenicu da je strateški razvoj banke direktno povezan sa planovima razvoja banke, neophod no je istaći da je strateško planiranje direktno zavisno od informacija upravljačkog računovodstva.
LL@(17886) In other words, it is necessary that a high level of coordination should be achieved between the planning and the reporting activities. => Drugim rečima, neophodno je da postoji visok stepen koordinacije između aktivnosti planiranja i izveštavanja.
LL@(17887) Given that the market environment is becoming increasingly dynamic and competitive, banks are forced to continually improve their activities in terms of anticipating their future business operations as accurately as possible, if they want to do business successfully. => Imajući u vidu da je tržišno okruženje postalo sve dinamičnije i konkurentnije, banke su prinuđene da ukoliko žele da posluju uspešno, konstatno unapređuju svoje aktivnosti u smislu što tačnijeg predviđanja budućeg poslovanja.
LL@(17888) Namely, banks can no longer afford any incongruence between anticipated incomes and expenses. => Naima, banke više ne mogu da dozvole da imaju bilo kakvu inkogruenciju između anticipiranih prihoda i rashoda.
LL@(17889) A growing importance of the budgeting processes in the banks makes the need for a detailed reporting system an increasing necessity. => Sa rastom značaja procesa budžetiranja u bankama, raste i potreba za detaljnijim sistemom izveštavanja.
LL@(17890) In order that a proper design of a strategically oriented management accounting should be achieved in banks, we propose the model presented in Figure 1. => Za dimenzioniranje strategijski orijentisanog upravljačkog računovodstva u bankama, predlaže se model dat na slici 1.
LL@(17891) Figure 1. => Slika 1.
LL@(17892) Strategic management accounting dimensioning model in banks The information model of strategically oriented management accounting in banks presented above is meant to support identifying, analysis and interpretation of all relevant information that the management use as the basis to define strategic management goals, which in turn are written in strategic plans, in view of the accounting aspect in the banks budget. => Model za dimenzioniranje strategijskog upravljačkog računovodstva u bankama Predloženi informacioni model strategijski orijentisanog upravljačkog računovodstva za banke treba da omogući identifikovanje, analizu i tumačenje svih relevantnih informacija koje služe kao osnova menadžmentu banke da definiše strateške upravljačke ciljeve, koji svoj izraz nalaze u strateškim planovima, ako se posmatra računovodstveni aspekt u budžetu banke.
LL@(17893) Furthermore, quality and transparent information are meant to allow for the control, as well as for corrective actions in case any deviations occur as regards the planned values. => Pored toga, kvalitetne i transparetne informacije treba da obezbede uslove za kontrolu, kao i za korektivne akcije ukoliko se pojave odstupanja ostvarenih u odnosu na planske vrednosti.
LL@(17894) The proposed model should support change in the market environment the bank does business in, especially for the purpose of achieving competitive advantage. => Predloženi model treba da podržava promene u tržišnom okruženju u kome banka posluje, posebno u funkciji sticanja konkurentske prednosti.
LL@(17895) Strategic planning is a process of defining the development strategy of the bank, as well as the process of decision making in order that the adopted strategy should be implemented. => Strategijsko planiranje predstavlja proces definisanja strategije razvoja banke, kao i proces donošenja odluka kako bi se omogućila realizacija odobrene strategije.
LL@(17896) It is of crucial importance for any bank to define the direction it should follow. => Suštinski važno pitanje svake banke jeste da definiše smer u kojem treba da ide.
LL@(17897) The strategic plan is the basis for designing the operations plan which is generally devised for a period of one year. => Na osnovu strateškog plana izvodi se operativni plan koji je najčešće usmeren na vremenski period od jedne godine.
LL@(17898) Organizational activities are undertaken to shape varied interests, including the bank, the specific strengths, as well as institutional pressures. => Preduzimaju se organizacione aktivnosti da bi se oblikovali različiti interesi, uključujući banku, specifične snage, kao i institucionalne pritiske.
LL@(17899) The strategic plan of the bank consists of two sections: qualitative and quantitative. => Strateški plan banke čine dva dela: kvalitativni i kvantitativni.
LL@(17900) The qualitative results section includes the analyses of the macroeconomic scenario, the SWOT analysis, the companys mission, the strategic guidelines and the action plan that serves to achieve the plans defined. => Kvalitativni deo uključuje analize makroekonomskog scenarija, SWOT analizu, misiju kompanije, strateške smernice i akcioni plan koji treba da omogući ostvarenje definisanih planova.
LL@(17901) The quantitative results section comprises the implementation of financial methods and models in the strategic management of the banks finances. => Kvantitativni deo obuhvata primenu finansijskih metoda i modela u strateškom upravljanju finansijama banke.
LL@(17902) The strategy the bank has selected has to be translated into a succession of goals. => Izabrana strategija banke treba da bude prevedena u niz ciljeva. preduzimanje korektivnih mera za eliminisanje negativnih odstupanja.
LL@(17903)  => Mere performansi imaju kritičnu ulogu u organizaciji, kako u proveri koliko efikasno bankarska institucija ostvaruje svoje kratkoročne ciljeve, tako i u identifikaciji neophodnih poboljšanja.
LL@(17904)  => U svrhu analize finansijskih performansi, neophodno je obavljati finansijske projekcije pozicija bilansa stanja i bilansa uspeha sa očekivanim trendovima, kao i projekciju sledećih pokazatelja uspešnosti poslovanja: a) Pokazatelji sposobnosti sticanja zarade banke:
LL@(17905) In order that the strategy should be implemented, three issues have to be resolved: 1. => Stopa prinosa na ukupnu aktivu (ROA Return on Assets); Za realizaciju strategije neophodno je rešiti tri generička pitanja:
LL@(17906)  => Stopa prinosa na kapital banke (ROE - Return on Equity); 1.
LL@(17907) Which performance dimensions the banking insti tution tends to develop? => Koje dimenzije performansi bankarska instituci b) Pokazatelji kamatne marže: ja teži da razvije?
LL@(17908) 2. => 2.
LL@(17909) How the goals will be set in an adequate manner? => Kako će se na adekvatan način ciljevi postaviti?
LL@(17910) 3. => 3.
LL@(17911) Which rewards and/or penalties should be linked to the achievement of the performance standards? practice, as the goals are basically opposite: larger returns means taking greater risks and vice versa. => Koje nagrade i/ili kazne bi trebalo da budu pove zane sa postizanjem standarda performansi?
LL@(17912) Orienting the banks business operations towards the realization of the strategic performances of the bank is a rather complex process, due to the opposing goals of the banks shareholders and banks depositaries. => Strategijsko upravljanje performansama banke može se predstaviti kao aktivnost upravljanja bonitetom banke radi definisanja optimalnih odnosa i to na dva nivoa: maksimiziranje prinosa i zadovoljenja zahteva regulatornih institucija koje su fokusirane na očuvanje stabilnosti bankarskog sistema, uz minimiziranje rizika u poslovanju.
LL@(17913) The information horizons of management accounting in the realization function is extended to the following strategic goals of the bank: Identifying opportunities and weaknesses from the aspects of cost component (bank product price), relative market share and the amount and structure of the fees and commissions; Trends in expanding or narrowing the banks scope of business on the national or foreign markets, in the domain of financial indicators; Comparison of achieved strategic goals and tasks with the planned ones; types and causes of deviations, and taking corrective measures to eliminate negative deviations. => Međutim, to je u praksi veoma teško ostvariti, jer su ciljevi u osnovi protivrečni: veći prinos podrazumeva i preuzimanje većeg rizika i obrnuto. ~~~ Usmeravanje poslovnih aktivnosti banke ka realizaciji strategijskih performansi banke, predstavlja veoma kompleksan proces, zbog protivurečnosti ciljeva akcionara i depozitara banke.
LL@(17914) The role of performance measures in the organization is a critical one, both in testing how efficient the banking institution is in achieving short-term goals, and in identifying necessary improvements. => Informacioni horizont upravljačkog računovodstva u funkciji realizacije proširuje se na sledeće strateške ciljeve banke:
LL@(17915) For the purpose of the financial performance analysis it is necessary that financial projections are set on the balance sheet and income statement positions with anticipated trends, as well as the projection of the following business performance indicators: a) Indicators of banks capability of earning income: Returns on Assets (ROA) ratio; Return on Equity (ROE) ratio; b) Indicators of interest margin: Interest bearing assets / total assets; Average interest rate on interest bearing assets; Average interest rate on interest bearing liabilities. c) Indicators of capital adequacy: Total capital / total assets; Capital assets / total assets. => Identifikovanje šansi i slabosti konkurencije sa aspekta troškovne komponente (cena bankarskog proizvoda), relativnog učešća na tržištu i visine i strukture naknade i provizija; Trendove proširenja ili sužavanja obima poslovanja banke na domaćem i inostranom tržištu u domenu finansijskih pokazatelja; Kamatonosna aktiva / ukupna aktiva; Prosečna kamatna stopa na kamatonosnu aktivu; Prosečna kamatna stopa na kamatonosnu pasivu. c) Pokazatelji adekvatnosti kapitala: ~~~ Ukupan kapital / ukupna aktiva; Osnovni kapital / ukupna aktiva. d) Pokazatelji trenda rasta:
LL@(17916) Strategic bank performance management can be described as an activity of managing the bank solvency in order to define the optimal ratios, on two levels: maximizing the returns and meeting the requirements of regulatory institutions focused upon the preservation of the banking system stability, at minimum risk in business operations. => Stopa rasta ukupne aktive; Stopa rasta kamatonosne aktive; Stopa rasta kredita; Stopa rasta depozita; Stopa rasta prihoda; Stopa rasta profita; e) Pokazatelji likvidnosti: ~~~ Ukupni krediti / depoziti; Ukupni krediti / depoziti+kapital. f) Za procenu sposobnosti sticanja zarade banke i kvaliteta prihoda koriste se pored stope prinosa na kapital banke i sledeći pokazatelji:
LL@(17917) This is, however, far from easy to achieve in d) Indicators of growth rates: Total assets growth rate; Interest bearing assets growth rate, Credit growth rate; Deposit growth rate; Income frowth rate; Profit growth rate e) Solvency indicators: Total credits / deposits; Total credits / deposits +capital. f) In addition to the rate of returns on equity capital of the bank the following indicators are used in assessment of the banks ability to earn and the quality of returns: Yield difference from other revenues and other ex penditures; Yield before extra items and tax. g) Other important indicators: Š1Ë, Š7Ë, Š8Ë (Current deposits Previous deposits) / Previous deposits; (Current credits Previous credits) / Previous credits; Debts / Net value; Low credit quality / Low credit quality and dis count; Credits / Deposits; Regulatory capital / Risk weghted assets; Revenues from sales / Number of employees in the bank; Profit before tax / Number of employees in the bank Net interest profit /average earned assets from in terest; Reservations for credit losses / Average credit portfolio; General expenditures and reservations for losses / Average total assets; Operations expenditures / Average (assets); Regulatory capital / Risk weighted assets. => Dobitna razlika ostalih prihoda i ostalih rashoda; Dobit pre vanrednih stavki i poreza. g) Ostali značajni pokazatelji: ~~~ Š1Ë, Š7Ë, Š8Ë (Tekući depoziti Prethodni depoziti) / Prethod ni depoziti; (Tekući krediti Prethodni krediti) / Prethodni krediti; Dugovi / Neto vrednost; Nekvalitetni krediti / Nekvalitetni krediti i dis Poređenje ostvarenih strateških ciljeva i zadataka sa planiranim, vrste i uzroci odstupanja, kao i kont; Krediti / Depoziti; Regulatorni kapital / Rizikom ponderisana imovi na (aktiva) ; Prihodi od prodaje / Broj zaposlenih u banci; Dobitak pre oporezivanja / Broj zaposlenih u banci; Neto kamatna dobit / Prosečno zarađena sredstva po osnovu kamate; Rezervacije za kreditne gubitke / Prosečan kre ditni portfolio; Opšti troškovi i rezervisanja za gubitke / Proseč na ukupna aktiva; Operativni rashodi / Prosečna (aktiva); Regulatorni kapital / Rizikom ponderisana imovi na.
LL@(17918) Strategically important is the analysis of the banks market share in individual segments (e.g., short-term dinar deposits and foreign currency trading). => Strateški je značajna analiza tržišnog udela banke u pojedinačnim segmentima (npr. kratkoročni dinarski depoziti i trgovanje devizama).
LL@(17919) Also important is the analysis of the banks strategic plan, both from the aspect of the amount of investment into information system and from that of expanding branches, in order that proper estimates should be made on the future growth and strengthening the banks market position. => Pored toga, važna je analiza strateškog poslovnog plana banke kako sa aspekta visine ulaganja u informacioni sistem, tako i sa aspekta širenja širenja poslovnica, da bi bilo moguće doneti realnu ocenu o budućem rastu i jačanju tržišne pozicije banke.
LL@(17920) Strategic management accounting is expected to provide a large number of indicators as regards the position of the competition, with special attention paid to market leaders, close and slow competitors. => Od strategijskog upravljačkog računovodstva se očekuje niz pokazatelja koji se odnose na konkurentsku poziciju, sa posebnim osvtom na tržišne lidere, bliske i spore konkurente.
LL@(17921) The reduced market share indicates the loss of the banks competitive position, with the implications of the future fall in profits, whereas the increase in the market share indicates the improvement of the competitive position with prospects of increasing profitability in the future. => Smanjenje udela na tržištu pokazuje gubitak konkurentske pozicije banke, sa implikacijama na buduće smanjenje profita, dok povećanje udela na tržištu ukazuje na poboljšanje konkurentske pozicije sa izgledima za povećanje profitabilnosti u budućnosti.
LL@(17922) The Balanced Scorecard concept is also worth mentioning in the context of strategic planning. ~~~ It shows the intention to preserve the balance between the short-term and long-term goals, between financial and non-financial measures, as well as between lagging and leading indicators. => U kontekstu stategijskog planiranja neophodno je pomenuti i koncept Balanced Scorecard koji odražava nameru da se održi ravnoteža između kratkoročnih i dugoročnih ciljeva, između finansijskih i nefinansijskih mera, kao i izmedju zaostalih i vodećih indikatora.
LL@(17923) Namely, the point is that the manager should lead the bank towards achieving strategic goals Š3Ë. => Naime, suština je u tome da menadžment povede banku u pravcu dostizanja strategijskih ciljeva Š3Ë.
LL@(17924) In the banks business performance assessment it is important to define the criteria from a number of aspects: First Financial perspective: revenue management, market share, profitability capacities, assets management; Second Clients perspective: reach the client before the others, client profitability, client retention, specific financial services; Third Prospect of internal business process information system creation, information support to management, maintaining business quality. => U proceni poslovnih performansi banke bitno je definisati kriterijume sa nekoliko aspekata: ~~~ Prvi Finansijska perspektiva: upravljanje prihodima, tržišno učešće, kapaciteti profitabilnosti, upravljanje sredstvima; ranje informacionog sistema, informaciona podrška menadžmentu, održavanje poslovnog kvaliteta:
LL@(17925) Fourth Prospects for learning and professional development of managers: knowledge and development of managers, team work, policy of incentives and rewards. => Četvrti Perspektiva za učenje i profesionalni razvoj menadžera: znanje i razvoj menadžera, timski rad, politika stimulisanja i nagrađivanja.
LL@(17926) It is also important to mention the role of bank controlling that is used for an adequate information communication in the bank, so that the variance between the set strategic and operations goals and the achieved results should be as small as possible. => Važno je napomenuti i ulogu bankarskog kontrolinga koji služi za adekvatno informaciono komuniciranje u banci, kako bi varijansa između postavljenih strateških i operativnih ciljeva i ostvarenih rezultata bila što manja.
LL@(17927) An adequate cost management requires an assessment of alternative strategies or plans that display all costs. => Za adekvatno upravljanje troškovima neophodna je procena alternativnih strategija ili planova sa prikazanim svim troškovima.
LL@(17928) The design of an adequate information model of the strategic management accounting requires the engagement of a variety of experts: management accountants, experts in planning and analysis of business operations, financial and other bank managers, information technology experts, etc. => Za dizajniranje adekvatnog informacionog modela strategijskog upravljačkog računovodstva za banke neophodno je angažovati razne profile straučnjaka: upravljačke računovođe, stručnjake za plan i analizu poslovanja, finansijske i druge menadžere banke, stručnjake za informacione tehnologije i drugo.
LL@(17929) Monitoring the activities of the competition, especially in the domain of achieved performance, can help the management team position the bank in the future in relation to its competition. => Praćenjem aktivnosti konkurenata, posebno u domenu ostvarenih performansi, menadžment tim banke može da izvrši pozicioniranje banke u budućnosti u odnosu na konkurente.
LL@(17930) A significant support to the improvement of the business performance of strategic business units is expected from the banks marketing manager. => Značajna podrška unapređenju uspešnosti poslovanja strategijskih poslovnih jedinica očekuje se od marketing menadžera banke.
LL@(17931) Marketing research allows for the estimates of the future outcomes and results that make it easier to take decisions on various opportunities of costs assessed in accordance with the corporate goals. => Marketing istraživanja omogućavaju procene budućih ishoda i rezultata koji koji olakšavaju donošenje odluka o različitim mogućnostima troškova procenjenih u skladu sa korporativnim ciljevima.
LL@(17932) The managers engaged in management accounting attempt to identify the competition cost structure and then price the bank products, taking care to neutralize inflation effects upon the variables they take into consideration Š13Ë. => Menadžeri koji se bave upravljačkim računovodstvom pokušavaju da identifikuju strukturu troškova konkurencije i da na osnovu toga odrede cene bankarskih proizvoda vodeći pritom računa da neutrališu inflatorne efekte na varijable koje posmatraju Š13Ë.
LL@(17933) An adequate assessment of prices set by the competition begins with the cost analysis and continues to analyse the impact of possible changes in prices upon other competitors on the financial market, which needs an accounting analysis. => Adekvatna procena cena konkurencije počinje analizom troškova, a nastavlja se analizom uticaja mogućih promena cena na ostale konkurente na finansijskom tržištu, za šta je neophodna računovodstvena analiza.
LL@(17934) This is followed by an analysis of the scope of the market share. => Nakon toga, sledi sagledavanje obima tržišnog uicaja.
LL@(17935) Naturally, the competitive advantage cannot be expressed only by one variable, but rather by a group of indicators that reflect the competitive picture the strategic management will use to control whether the bank goes in the right direction. => Naravno, konkurentsku prednost nije moguće izraziti samo jednom varijablom, već grupom indikatora koji pokazuju konkurentsku sliku koja će poslužiti strateškim menadžerima da prate da li se banka, kreće u dobrom pravcu.
LL@(17936)  => Drugi Perspektiva klijenta: pridobiti klijenta pre drugih, profitabilnost klijenata, zadržavanje klijenta, posebne finansijske usluge:
LL@(17937) Information on the costs of the competition enables the bank to identify when the competitor tries to change a relative competitive position, e.g., to manipulate prices. => Treći Perspektiva internog poslovnog procesa: krei Posedovanje informacija o troškovima konkurenata omogućava banci da prepozna kada konkurent pokušava da promeni relativnu konkurentsku poziciju, npr. da manipuliše cenama.
LL@(17938) The strategically oriented management accountant is expected to anticipate business events from a financial aspect, that is, to create the business vision of the bank using management accounting information. => Od strategijski orijentisanog upravljačkog računovođe se očekuje da sa finansij skog aspekta anticipira poslovne događaje, odnosno da kreira poslovnu viziju banke koristeći upravljačkoračunovodstvene informacije.
LL@(17939) In many fields concerned with environmental protection there is an increasing interest in transparent calculations and analyses that frequently include not only economic, but also financial calculations. => U mnogim oblastima koje se tiču zaštite životne sredine dolazi do povećanog interesovanja za transparentne proračune i analize koje često uključuju pored ekonomskih i finansijske proračune.
LL@(17940) On the business system level, the so-called Environmental (protection) accounting is recognized as a segment of financial accounting, however, also as a segment of management accounting of a strategic orientation. => Na nivou poslovnog sistema, tzv. Računovodstvo zaštite životne sredine, prepoznaje se kao segment finansijskog računovodstva, ali i kao segment upravljačkog računovodstva strategijske orijentacije.
LL@(17941) Especially important for the bank reputation is the social responsibility in terms of financing environmentally sustainable projects, financing project that improve energy efficiency etc. => Za reputaciju banke je posebno važna društvena odgovornost u smislu intenziviranja finansiranja ekološki održivih projekata, finansiranja projekata koji povećavaju energetsku efikasnost i drugo.
LL@(17942) Hence it needs information as basis for forecasting, both financial and non-financial in character. => U tu svrhu su neophodne prognostičke informacije, finansijskog i nefinansijskog karaktera.
LL@(17943) The fact is that the bank competitive advantages are achieved primarily by improving the logistic service, which means a more adequate availability of the bank product, which is in turn preconditioned by reducing the costs to as low a level as possible, without affecting its value. => Činjenica je da konkurentske prednosti banke ostvaruju prvenstveno putem poboljšanja logističkog servisa., što podrazumeva adekvatniju dostupnost bankarskog proizvoda, što je opet uslovljeno svođenjem troškova na najniži mogući nivo, ali bez njegovog narušavanja.
LL@(17944) Changes such as new cost allocation methodologies, new approaches to the money value assessment and a larger share in the budgeting process have initiated a more intensive communication between managers and accountants. => Promene kao što su nove metodologije alokacije troškova, novi pristupi proceni vrednosti novca i veće učešće u procesu budžetiranja, inicirale su intenzivniju komunikaciju između menadžera i računovođa.
LL@(17945) Banks today focus upon a more productive budget, oriented towards profit from product and reduced costs. => U fokusu banaka danas se nalazi produktivniji budžet orijentisan na profit proizvoda i smanjene troškove.
LL@(17946) Various information systems are implemented to different organizational levels. => Različiti informacioni sistemi se upotrebljavaju za razne organizacione nivoe.
LL@(17947) For example, in case of a five-year budget, profit planning and a five-year sales trend forecast, executives use the support systems Executive Information Systems, whereas in case of the management-control level of the system for designing an annual budget and the analysis of capital investment and sales management, the management information system is implemented. ~~~ On the same organizational level, in the analysis of profitability, expenditures and sales by regions, the Decision Support Systems are used. => Primera radi, za petogodišnji budžet, planiranje profita i petogodišnju prognozu prodajnog trenda koriste se sistemi podrške izvršnim rukovodiocima (Executive Information Systems), dok se pak, za upravljačko-kontrolni nivo sistema za potrebe izrade godišnjeg budžeta, analize ulaganja kapi tala i za potrebe upravljanja prodajom koristi menadžment informacioni sistem, dok se na istom organizacijskom nivou u analizi profitabilnosti, troškova i prodaje po regionima koriste sistemi podrške odlučivanju (Decision Support Systems).
LL@(17948) The accounting information system is part of the Management Information System and has the characteristics of a business information system that supplies various information to be used in achieving different goals. => Računovodstveni informacioni sistem deo je menadžment informacionog sistema (Management Information Systems) i ima obeležja poslovnog informacionog sistema, koji produkuje raznovrsne informacije za različite ciljeve.
LL@(17949) Effective reports supported by adequate banking software on operations risk for the bank supply managers with detailed information necessary in strategic decision making. => Efektivni izveštaji podržani adekvatnim bankarskim softverom o operacionom riziku za banku pružaju menadžerima detaljne informacije za strateško odlučivanje.
LL@(17950) Such reports are also useful to the board of directors, the executive board, the operational risk managers and the executive risk managers and are of an early-warning character. => Takvi izveštaji korisni su i za bord direktora, izvršni odbor, operacione risk menadžere i izvršne risk menadžere i imaju rano-upozoravajući karakter. 2.
LL@(17951) 2. ~~~ Bank controlling and bank strategy The controlling in the bank is a type of information centre that synthetises and disposes of information important for the bank management, in order that the activities of organizational business units be synchronised and their goals be conformed to the general objectives of the bank. => Bankarski kontroling i strategija banke Kontroling (Controlling) banke predstavlja vrstu informatičkog centra koja sintetizuje i poseduje informacije značajne za menadžment banke, kako bi se efikasno sinhronizovale aktivnosti organizacionih poslovnih jedinica i njegovi ciljevi usaglašavali sa opštim ciljevima banke.
LL@(17952) One of the earliest tasks of the controlling is the establishment of an adequate reporting system that is meant to provide information on the overall business operations of the bank. => Jedan od najstarijih zadataka kontrolinga predstavlja formiranje adekvatnog sistema izveštavanja koji treba da omogući informisanje o celini poslovanja banke.
LL@(17953) The basic responsibility of the bank controlling is to create the infrastructure adequate to controlling attitude on all the levels of bank management, aware of the specific features of a particular bank, as well as ensure the implementation of controlling. => Osnovni zadatak bankarskog kontrolinga je da uz uvažavanje specifičnosti konkretne banke, kreira infrastrukturu adekvatnu kontroling mišljenju na svim nivoima upravljanja bankom, kao i da se obezbedi sprovođenje kontrolinga.
LL@(17954) In accomplishing this task, we recognize four significant segments of the bank infrastructure employed in the real bank controlling, as presented in Figure 2 Š4Ë. Figure 2. => Sa ciljem ostvarenja tog zadatka, mogu se istaći četiri značajna segmenta infrastrukture banke u funkciji realnog bankarskog kontrolinga kao što je prikazano na slici 2. Š4Ë.
LL@(17955) Bank controlling instruments The key issue for the management of any organization is how good is its performance? grated into a complex hierarchally structured regulation model, Figure 3. => Slika 2. ~~~ Instrumenti bankarskog kontrolinga Ključno pitanje za menadžment bilo koje organizacije jeste koliko dobro posluje?
LL@(17956) A profit orientation in the business philosophy, as basis of the controlling system, can be equalled to the bank management concept that puts profits into the focus of consideration in the business policy creating process. => Profitabilna orijentacija u poslovnoj filozofiji, kao baza kontroling sistema, može se poistovetiti sa konceptom menadžmenta banke, koji profit stavlja u središte razmišljanja u procesu kreiranja poslovne politike.
LL@(17957) Only in this case can the controlling systems act efficiently. => Samo u tom slučaju, kontroling sistemi mogu efikasno da deluju.
LL@(17958) Strategic business units are partly autonomous units responsible for their own budgeting, and the business strategy implementation that should be adjusted to the broader corporate strategies. => Strategijske poslovne jedinice predstavljaju delom autonomne jedinice koje su odgovorne za sopstveno budžetiranje, realizaciju poslovne strategije koja treba da bude u skladu sa širim korporativnim strategijama.
LL@(17959) In this sense, the following is expected from the institutionalized cycle of bank controlling: Firstly, to formulate the strategic and operational goals underlying the profit oriented business philosophy and translate them into strategic and operational plan values; Secondly, to systematically compare the achieved values with the planned values, on all the planning levels, and perform an analysis of deviation trends in the segments in which they are identified; Thirdly, to assert or state precisely, from an organizational aspect, who is responsible for the planning, what should be planned, when and with which tools planning should be carries out and controlled. => U tom smislu, od institucionalizovanog ciklusa kontrolinga banke se očekuje sledeće: ~~~ Prvo, da se strategijski i operativni ciljevi u pozadini profitno orijentisane poslovne filozofije formulišu i da se pretoče u strategijske i operativne planske vrednosti; Drugo, da se sistematski, na svim nivoima planiranja izvrši poređenje ostvarenih vrednosti sa planiranim, te izvrši analiza kretanja odstupanja u segmentima gde ona postoje; Treće, da se sa organizacionog aspekta utvrdi, odnosno precizira, ko, šta, kada i čime treba da planira i kontroliše.
LL@(17960) The bank controlling system is simultaneously a managerial system where the activities of planning and control are not conducted in an isolated way, but are inte The strategic bank controlling is a complex function that, in addition to planning, performs a selection of risks immanent to banking business, by which the reality and planning processes are simplified. => Kontroling sistem banke predstavlja ujedno i sistem rukovođenja u kome se aktivnosti planiranja i kontrole ne sprovode izolovano već su integrisane u Slika 3. ~~~ Institucionalizovani ciklus kontrolinga banke kompleksan hijerarhijski povezan model regulacije, slika 3. ~~~ Strategijski bankarski kontroling predstavlja kompleksnu funkciju koja uz planiranje vrši selekciju rizika imanentnih bankarskom poslovanju, što utiče na pojednostavljenje realnosti i procesa planiranja.
LL@(17961) All the bank profitability components as well as the risk and growth parametres that affect them are the referent points in the strategic controlling process, viewed in a long-term period. => Sve komponente profitabilnosti banke, kao i parametri rizika i rasta koji na njih utiču, dugoročno posmatrano, predstavljaju referentne tačke u strategijskom kontroling procesu.
LL@(17962) Hence it is important that risks are adequately identified so that the manner in which they will be measured (e.g., quantitative/qualitative), as well as the risk measuring method should be defined. => Stoga je bitna adekvatna identifikacija rizika da bi se odredio način njegovog merenja (npr. kvantitatitativni/kvalitativni), kao i izbor metode merenja rizika. 3.
LL@(17963) 3. ~~~ Profit centres as strategic business units in the bank An important corner-stone of an adequately controlled infrastructute is the organizational structure of a bank since, in addition to pursuing a definite idea, there must be a concrete organizational framework within which the profit-oriented business philosophy on the market can be transformed. => Profitni centri kao strategijske poslovne jedinice u banci Važan kamen temeljac adekvatno kontrolisane infrastrukture jeste organizaciona struktura jedne banke, usled toga što pored realizovanog jednog određenog idejnog osnovnog stava mora da egzistira i konkretni organizacioni okvir, u kome poslovna filozofija na tržištu orijentisana ka profitabilnosti može da se transformiše.
LL@(17964) Here, decisions are primarily made as to the organizational principles by which individual sectors of a company are divided, and later coordinated again in their activities and also to what extent the decision authority should be delegated to lower management levels. => Ovde se pre svega donose odluke o tome po kojim organizacionim principima se pojedini delovi preduzeća najpre razgraničavaju, a kasnije u svom delovanju opet koordiniraju, i u kojoj meri pravo odlučivanje treba da se delegira ka nižim nivoima upravljanja.
LL@(17965) Within one controlled Controlling system for credit providing institutions a client-oriented organization of profit centres is proposed, with a large-scale decentralisation of decision making, since it is generally compatible with requirements directed towards the Figure 3. ~~~ Institutionalized bank controlling cycle organizational transformation of the concept focused upon profitability in bank management. => U okviru jednog kontrolisanog Controlling sistema za kreditne institucije se pritom predlaže pre svega organizacija profitnih centara orijentisana ka klijentima sa obimnom decentralizacijom odlučivanja, pošto je ona najčešće kompatibilna sa zahtevima, koji su usmereni ka organizacionom transformisanju koncepta fokusiranog na profitabilnost u upravljanju bankom.
LL@(17966) Strategic business units can also be viewed as organizational units with an access to competitive strategies. => Strategijske poslovne jedinice mogu da se posmatraju i kao organizacione celine za koje su dostupne konkurentske strategije.
LL@(17967) The key precondition for the compatibility of objectives between the managers of strategic business units and the goals of the banking institution as a whole is the definition of an adequate policy of financial incentives for the achieved business performance. => Ključni preduslov za podudarnost ciljeva izmedju menadžera strategijskih poslovnih jedinica i ciljeva bankarskog preduzeća kao celine jeste definisanje adekvatne politike finansijskih podsticaja za ostvarene poslovne rezultate.
LL@(17968) The manner in which a strategic business unit will ensure a competitive advantage, achieving the goals of the bank at the same time, is defined by the strategic business unit plan. => Način na koji će strategijska poslovna jedinica osigurati konkurentsku prednost, a da pri tome ostvari ciljeve banke, definiše se planom strategijske poslovne jedinice.
LL@(17969) Strategic business units may be organized as profit centres that are the operational generators of the bank profits. => Strategijske poslovne jedinice mogu biti organizovane kao profitni centri koji predstavljaju operativne generatore profita banke.
LL@(17970) A branch operates as a profit centre within the bank and has a responsibility to observe the principles of solvency, liquidity and profitability in its work. => Filijala posluje kao profitni centar u okviru banke i ima obavezu da u svom poslovanju poštuje principe održavanja solventnosti, likvidnosti i profitabilnosti.
LL@(17971) For example, one national bank has the following profit centres: (1) Profit centre solvency assets, (2) Profit centre loans and investments, (3) Prrofit centre retail operations, (4) Profit centre external economic relations and (5) Profit centre marketing. => Na primer, u jednoj domaćoj banci postoje sledeći profitni centri: (1) Profitni centar sredstva za likvidnost, (2) Profitni centar krediti i investicije, (3) Profitni centar poslovi sa stanovništvom , (4) Profitni centar ekonomski odnosi sa inostranstvom i , (5) Profitni centar - marketing .
LL@(17972) The client oriented organization of profit centres provides the organizational structure for a market field that raises the orientation towards clients to a ruling organizational principle. => Organizacija profitnih centara orijentisana ka klijentima omogućava za tržišnu oblast jednu organizacionu strukturu, koja orijentaciju ka klijentima podiže na merodavni organizacioni princip.
LL@(17973) Here the market fields are arranged according to the client characteristics (not according to income) since it is only in this way that a congruence is reached between the performance hierarchy and the company hierarchy, which means that individual performances of the bank institution sectors can be summed up to an aggreagate that in their own sum conclusively present the total bank performance, without disturbing the responsibility for a complex market performance. => Tržišne oblasti se pri tome raspoređuju prema karakteristikama klijenata (a ne prema prihodima), jer se samo tako postiže kongruencija između hijerarhije rezultata i hijerarhije preduzeća, što znači da se pojedinačni rezultati delova bankarskog preduzeća na svakom hijerarhij skom nivou mogu sumirati do agregata, koji sami u svojoj sumi završno pokazuju ukupni uspeh banke, a da se istovremeno ne remeti odgovornost za kompleksni tržišni uspeh.
LL@(17974) The client orientation especially means that the client himself is viewed as a ruling source of choice. => Orijentacijom ka klijentima se specijalno smatra, da se klijent sam po sebi posmatra kao merodavni izvor uspeha.
LL@(17975) If the organizational structure should follow the path of the bank success, it becomes oriented towards clients as well, i.e., towards their needs. => Ako dakle organizaciona struktura treba da sledi nastavak uspeha banke, onda se ova orijentiše i na klijente, odnosno na njihove potrebe.
LL@(17976) Thus the organizational framework has to be built around the clients. => Organizacioni okvir mora dakle da bude gotovo izgrađen oko klijenata.
LL@(17977) Namely, it is important to entice the client before the others (competition). => Naime, važno je pridobiti klijenta pre drugih (konkurenata). .
LL@(17978) The clients of the bank are regarded as client-firms (standardized performance, individual performance and specific target groups). => Klijenti banke se posmatraju kao komitenti - firme (standardizovani učinci, individualni učinci i specifične ciljne grupe), i kao privatni komitenti odnosno klijenti (standardizovani ciljni učinci i specifične ciljne grupe).
LL@(17979) The reports today require a more intensified role of the financial control that should play a proactive role in the communication with all the managers in order that it should explain the reports per centralized fields of responsibility as well as per performance for selected groups of clients and offer answers to a large number of ques tions. => Današnji izveštaji zahtevaju intenzivniju ulogu finansijske kontrole koja treba da preuzme proaktivnu ulogu u komunikaciji sa svim menadžerima kako bi objasnila izveštaje po decentralizovanim područjima odgovornosti, kao i po ostvarenim učincima za odabrane grupe klijenata i dala odgovorila na mnogobrojna pitanja.
LL@(17980) Control is a complex process the purpose of which is that the bank management should see whether the decentralized units achieve the defined goals. => Kontrola predstavlja kompleksan proces čija je svrha provera menadžmenta banke da li decentralizovane jedinice dostižu definisane ciljeve.
LL@(17981) The control process is conducted by the short-term measurements of the achieved financial performances and redirecting activities in case discrepancies appear between the real and the desired positions. mation on the force of changing conditions that impact or will impact the events, both in the bank itself and in the environment in which it operates. => Proces kontrole se realizuje kratkoročnim merenjima ostvarenih finansijskih performansi i preusmeravanjem aktivnosti u slučaju da postoje neslaganja između stvarnih i željenih pozicija.
LL@(17982) The reports today require that the role of financial control be intensified so that it should take a proactive role in the communication with all managers to interpret the reports and give answers to different questions. => 
LL@(17983) Conclusion A new, dynamic role of the bank in a complex environment requires that the management develop a system of strategically oriented management accounting as a support to the strategic planning of the bank growth and development, i.e., to the strategic decision-making. => Zaključak Nova, dinamična uloga banke u kompleksnom okruženju, zahteva od menadžmenta banke da ima razvijen sistem strategijski orijentisanog upravljačkog računovodstva kao podršku strateškom planiranju rasta i razvoja banke, odnosno strateškom odlučivanju.
LL@(17984) The management accounting system in a competitive environment has to support the bank strategy which is not possible to accomplish if the elements of strategically oriented management accounting are not part of it. => Računovodstveni sistem za upravljanje u konkurentnom okruženju mora da podržava strategiju banke, što nije moguće ukoliko ne sadrži elemente upravljačkog računovodstva strategijske orijentacije.
LL@(17985) The focus is upon a strong connection between the management accounting and the bank strategy. => Težiste je na dobroj vezi izmedju upravljačkog računovodstva i strategije banke.
LL@(17986) Marketing is to diagnose external market situations and communicate them to the strategically oriented management accounting. => Od marketinga se očekuje da dijagnostifikuje eksterne tržišne situacije, te o tome komunicira sa upravljačkim računovodstvom strategijske orijentacije.
LL@(17987) Everything is subject to change, the flow of events takes different courses. => Sve je podložno promeni, tok događaja se stalno menja.
LL@(17988)  => Radi efikasnog uticaja na tok događaja, neophodno je da menadžeri banke raspolažu validnim informacijama o dejstvu promenljivih uslova koji utiču ili će tek uticati na te događaje, kako u samoj banci, tako i u okruženju u kome ona posluje.
LL@(17989) In order that these courses direct the events in an efficient manner, it is necessary that bank managers dispose of valid infor The strategically oriented management accounting is no revolutionary information model made up for the needs of management. => Današnji izveštaji zahtevaju intenzivniju ulogu finansijske kontrole koja bi trebalo da preuzme proaktivnu ulogu u komunikaciji sa svim mendžerima kako bi objasnila izveštaje i dala odgovore na razna pitanja. ~~~ Strategijski orijentisano upravljačko računovodstvo ne predstavlja nikakav revolucionarni model informisanja za potrebe menadžmenta.
LL@(17990) It is rather a long-lasting systemic process that is continually adjusting and modifying to suit the changes in the bank, and especially in the environment in which the bank operates, and also to meet the information needs of the strategic management. => To je više jedan neprekidan sistemski proces, koji se stalno prilagođava i modifikuje prema promenama u banci, a posebno u okruženju u kome banka posluje, radi zadovoljenja informacionih potreba strateškog odlučivanja.
LL@(17991) There is no universal information concept or model of a strategic character for the needs of the management that could be used to provide valid solutions to all management problems in a long-term. => Ne postoji nikakav univerzalni koncept ili model informisanja strategijskog karaktera za potrebe upravljanja koji bi mogao dugoročno da se koristi za valjano rešenje svih upravljačkih problema.
LL@(17992) Namely, it is difficult to anticipate the behaviour of financial institutions in a turbulent environment. => Naime, teško je predvideti kako će se finansijske institucije ponašati u okviru turbulentnog okruženja.
LL@(17993) An increased competition and the innovation level of bank products can be viewed as generators of bank development. => Povećana konkurencija i nivo inovacija bankarskih proizvoda mogu da se posmatraju kao generatori razvoja banke.
LL@(17994) The knowledge of a relative market share and the cost structure allows for assessment and decision making in the light of the possible reactions of the competition. => Poznavanje relativnog tržinog udela i strukture troškova omogućava da se proceni i donese odluka u svetlu mogućih reakcija konkurenata.
LL@(17995) Not only should the bank be compared to its competitiors, but the advantages of its products should be assessed from the point of view of both its clients or users and the bank itself. => Ne treba samo porediti banku sa konkurentima, već i oceniti prednosti nje nih proizvoda sa gledišta kupca ili korisnika, i sa gledišta banke.
LL@(17996) Information used to make strategic decisions will have to be future oriented, not based on the past costs and the ability of adjusting to the changes on the financial market. => Informacije koje se koriste za strateške odluke moraju da budu okrenute ka budućnosti, da se ne zasnivaju na troškovima iz prošlosti i sposobnosti prilagođavanja promenama na finansijskom tržištu.
LL@(17997) Banks can organize themselves into strategic business units on the basis of critical activities, accumulate accounting data for each of the activities, where they have to create reports for each of the strategic business units. => Banke mogu da se organizuju u strateške poslovne jedinice prema kritičnim aktivnostima, da akumuliraju računovodstvene podatake za svaku aktivnost, pri čemu treba da kreiraju izvestaje za svaku strategijsku poslovnu jedinicu.
LL@(17998) In the dynamic business conditions, in the conditions of economic crisis and in the conditions of general competition, the strategic information becomes the major driver of the banks growth and development. => U dinamičnim uslovima poslovanja, uslovima ekonomske krize i uslovima oštre konkurencije, strateška informacija postaje glavni pokretač za rast i razvoj banke.
LL@(17999) Especially important indicators used to measure the banks business performance are the following: returns on equity, returns on property (capital), net interest margin and earnings through commision. => Za merenje poslovnih perfomansi banke posebno su značajni sledeći pokazatelji: prinos na kapital , prinos na imovinu (kapital), neto kamatna marža i zarada po osnovu provizije.
LL@(18000) The bank controlling concept emerged as a need to empower the management system oriented towards an integral profitability and risk management, and ensure the stability of the bank as a financial institution. => Koncept bankarskog kontrolinga je nastao kao potreba za jačanjem menadžment sistema, usmerenog ka integralnom upravljanju profitabilnošću i rizikom, uz obezbeđenje stabilnosti banke kao finansijske institucije.
LL@(18001) Financial institutions are subject to permanent pressure to retain their clients, to manage risk in an adequate manner and to implement modern technologies as source of their competitive advantage. => Finansijske organizacije su pod permanentnim pritiskom da zadrže korisnike svojih usluga, adekvatno upravljaju rizikom i koriste savremene tehnologije kao izvor svoje konkurentske prednosti.
LL@(18002) The market objectivity of the bank initiates change towards the innovation growth in the banking business, as well as towards the development of information systems to enhance the bank management. => Tržišna objektivnost banke inicira promene u pravcu rasta inovacija u bankarstvu, kao i u pravcu razvoja informacionih sistema za potrebe efikasnog upravljanja bankom.
LL@(18003) Strategic controlling is a type of logistic support to the bank top management, as it aids the bank to fulfill its mission and goals. => Strategijski kontroling predstavlja vrstu logističke podrške top menadžmentu banke, jer pomaže u ostvarivanju misije i ciljeva banke.
LL@(18004) It enhances the development of an integral information system and its basic segment strategically oriented management accounting. => On podstiče razvoj integralnog informacionog sistema i njegovog bazičnog segmenta upravljačkog računovodstva strategijske orijentacije.
LL@(18005) An important issue of a further bank growth and development in this country is creating an efficient and rational system of information circulation, so that they should be timely processed and implemented in the business decision-making process. => Jedan od značajnih problema daljeg rasta i razvoja banaka u našoj zemlji jeste kreiranje efikasnog i racionalnog sistema cirkulacije informacija, kako bi one bile blagovremeno obrađene i korišćenje u procesu poslovnog odlučivanja.
LL@(18006) Current practice has shown that so far, these problems have not been paid due attention in our banks; consequently, the quality of much information, especially the strategically significant information, permanently lagged behind the real needs of the bank management for an efficient and effective real-time decision making. => Aktuelna praksa je pokazala da se tim problemima nije posvećivala dovoljna pažnja u našim bankama, zbog čega je kvalitet mnogih informacija, a posebno strateški značajno, permanentno zaostajao u odnosu na stvarne potrebe menadžmenta banke za efikasnim i efektivnim odlučivanjem u realnom vremenu.
LL@(18007) In view of the current situation in our banks, it is necessary that conditions should be first created for an adequate integration of the management accounting sys tem into the banks information system, and then allocated a strategic dimension. => S obzirom na aktuelnu situaciju u našim bankama, neophodno je prvo stvoriti uslove za adekvatno integrisanje sistema upravljačkog računovodstva u informacioni sistem banke, a potom mu dodeliti strategijsku dimenziju.
LL@(18008) Banking institutions should measure exact outputs, as well as any other outputs that may have an impact upon the bank. => Bankarske institucije bi trebalo da mere output-e koji su egzaktni, kao i sve ostale output-e koji imaju uticaj na banku.
LL@(18009) REFERENCE Š1Ë Bonin, P. J., Hasan, I., Wachtel, P. (2005), Bank performance efficiency and ownership in transition countries, Journal of Banking&Finance 29, ss. => 
LL@(18010) 31-53. ~~~ Š2Ë Cobb, I., Helliar, C., Innes J., (1995), Management in bank, Management accounting Accounting Research 6, ss. ~~~ 155-175. change Š3Ë Gumbus, A., Luron, B/, (2002), The balanced scorecard at Philips Electronics, Strategic Finance, 45, ss. ~~~ 47-49. ~~~ Š4Ë Kloten, N., Heinrich, Von Stein, J., (1993), GeldBank - Borsenwesen, Schaffer Poeschel Verlag, Stuttgart. => LITERATURA Š1Ë Bonin, P. J., Hasan, I., Wachtel, P. (2005), Bank performance efficiency and ownership in transition countries, Journal of Banking&Finance 29, ss. 31-53. Š2Ë Cobb, I., Helliar, C., Innes J., (1995), Management accounting change in bank, Management Accounting Research 6, ss. 155-175. Š3Ë Gumbus, A., Luron, B/, (2002), The balanced scorecard at Philips Electronics, Strategic Finance, 45, ss. 47-49. Š4Ë Kloten, N., Heinrich, Von Stein, J., (1993), GeldBank - Borsenwesen, Schaffer Poeschel Verlag, Stuttgart.
LL@(18011) Š5Ë Knežević, S., (2001) Računovodstvo u funkciji upravljanja bankama, Računovodstvo 4, Savez računovođa i revizora Srbije, Beograd, ss. ~~~ 21-30. => Š5Ë Knežević, S., (2001) Računovodstvo u funkciji upravljanja bankama, Računovodstvo 4, Savez računovođa i revizora Srbije, Beograd, ss. 21-30. Š6Ë Knežević, S., Milosavljević, M., Dmitrović, V. (2010):
LL@(18012) Š6Ë Knežević, S., Milosavljević, M., Dmitrović, V. (2010): Značaj strategijskog upravljačkog računovodstva za upravljanje bankama, časopis Management 57, Fakultet Organizacionih Nauka, Beograd, ss.23-29. ~~~ Š7Ë Lin, S-W., Shine, Y-R., Chen, S-C., (2009), Applying enhanced data mining approaches in predicting bank performance: A case of Taiwanese Commercial banks, Expert System with Applications 36, ss. => Značaj strategijskog upravljačkog računovodstva za upravljanje bankama, časopis Management 57, Fakultet Organizacionih Nauka, Beograd, ss.23-29. Š7Ë Lin, S-W., Shine, Y-R., Chen, S-C., (2009), Applying enhanced data mining approaches in predicting bank performance:
LL@(18013) 11543-11551. ~~~ Š8Ë Otchere, I., (2005.), Do privatized banks in middle and low income countries perform better than rival banks? => A case of Taiwanese Commercial banks, Expert System with Applications 36, ss. 11543-11551. Š8Ë Otchere, I., (2005.), Do privatized banks in middle and low income countries perform better than rival banks?
LL@(18014) An intra industry analysis of bank privatization, Journal of Banking & Finance 29, ss. ~~~ 20672093. ~~~ Š9Ë Rhee, M., Mehra, S. (2006), Aligning operations, marketing, and competitive strategies to enhanse performance: An empirical test in the retail banking industry, Omega - The International Journal of Management Science 34, ss. => An intra industry analysis of bank privatization, Journal of Banking & Finance 29, ss. 2067-2093. Š9Ë Rhee, M., Mehra, S. (2006), Aligning operations, marketing, and competitive strategies to enhanse performance:
LL@(18015) 505-515. ~~~ Š10Ë Wilson, M. S. R., (1999), Accounting for marketing, CIMA, International Thomson Business Press, New York. => An empirical test in the retail banking industry, Omega - The International Journal of Management Science 34, ss. 505-515. Š10Ë Wilson, M. S. R., (1999), Accounting for marketing, CIMA, International Thomson Business Press, New York.
LL@(18016) Š11Ë Wright, G., (2001), Strategic Decision Making, John Wiley & Sons, New York. => Š11Ë Wright, G., (2001), Strategic Decision Making, John Wiley & Sons, New York.
LL@(18017) Š12Ë Wu, C-R., Lin, C-T., Tsai, P-H., (2010), Evaluationg business performance of wealth management banks, European Journal of Operational Research, 207, ss. ~~~ 871-979. => Š12Ë Wu, C-R., Lin, C-T., Tsai, P-H., (2010), Evaluationg business performance of wealth management banks, European Journal of Operational Research, 207, ss. 871-979. Š13Ë Wilson S.M.R.,(1999):
LL@(18018) Š13Ë Wilson S.M.R.,(1999): Accounting for Marketing, International Thomson Business Press, New York. => Accounting for Marketing, International Thomson Business Press, New York.
LL@(18019) Planning of Social Corporate Responsibility Campaign with Multiple Special Event UDC: 005.35 ; 005.511:659.1 Milica Kostić Stanković1, Dragana Makajić-Nikolić1, Milica, Slijepćevič2 1 University of Belgrade, Faculty of Organizational Sciences, Belgrade, Serbia 2 Dunav Osiguranje Company In an effort to achieve good operating results, business systems largely adopt precisely defined methodologies for business decision making. => 
LL@(18020) In a socially responsible business practice, the most significant areas of decision making are: the selection of initiatives that will support social goals and the selection of programme plans for their implementation. => 
LL@(18021) In this paper, the methodology of planning a specific campaign witha multiple special event of socially responsible business practice of the Insurance Company Dunav Osiguranje is presented. => 
LL@(18022) The Goal Programming model of the decision making process regarding the selection of the optimal campaign implementation method will be presented. ~~~ 1. => 
LL@(18023) Introduction Building connections with the social community is of paramount importance in the corporate and the public relation strategies. => 
LL@(18024) In the last two decades we have witnessed the emergence of an increasing number of organizational initiatives in the field of social responsibility, adopting the do a good deed concept as a corporate social norm and an evident transition from giving as an obligation to give to giving as a corporate strategy. => 
LL@(18025) Until the 1990s, the decisions on the selection of activities to promote the organization and earn a positive publicity were based on the need to do something good in order to make a good impression. => 
LL@(18026) In the 1990s, a large number of organizations turned to essentially differently motivated activities in building corporate identity, image and reputation, in accordance with a new model of corporate behaviour: do what is best for the good of the society act towards the society in a responsible manner Š1Ë . => 
LL@(18027) Adopting a new system of doing business has imposed the need to develop and introduce specialized methodologies for planning and conducting concrete campaigns. => 
LL@(18028) The methodology devised by the authors of this paper deals with the planning of a concrete activity of socially responsible business with the need for a continuous repetition of the same special event on different geographical locations, and in a given time period. => 
LL@(18029) It is to a considerable extent based on the fact that the decision-making process in a socially responsible business is performed on different hierarchal levels in different phases: strategic, executive and operational levels, as well as on the principles of the special event organization. => 
LL@(18030) In cases the event realization is conditioned with the time period longer than one day, there emerges a problem of scheduling the event over a certain period of time. => 
LL@(18031) In order to solve the problem of the time schedule of a socially beneficial campaign a unique mathematical model of goal programming was devised Š2Ë, and will be described in this paper. => 
LL@(18032) The time scheduling problem has already been solved using the goal programming (GP). => 
LL@(18033) The GP models that can be applied in college and university courses timetabling are described in Š3Ë and Š4Ë. => Planiranje društveno odgovorne kampanje sa višestrukim specijalnim događajem UDK:
LL@(18034) The problem of time scheduling and balancing sports events over a large number of venues and its modelling using GP is described in Š5Ë. => 
LL@(18035) The GP models of medical personnel distribution are presented in Š6Ë and Š7Ë, whereas in Š8Ë the problem of employee distribution is also dealt with applying the GP, this time in the field of marketing. => 
LL@(18036) In Š9Ë the authors describe the GP model applied in the optimization of the time schedule of manufacturing processes to ensure a maximum performance and minimize the period of resources engagement. => 
LL@(18037) Due to the specific nature of the time scheduling problem in case of socially beneficial campaign events dealt with in this work, the time scheduling problem is defined as a system of distinct representatives (SDR) Š10Ë, Š11Ë and Š12Ë. ~~~ This paper is organized in six chapters. => 
LL@(18038) Following the introductory part, the second chapter will highlight the importance of socially responsible business behaviour and the third chapter will describe a socially responsible campaign titled SVITAC (firefly). => 
LL@(18039) The fourth and the fifth chapters deal with the campaign objectives formulation and the goal programming model. => 
LL@(18040) The paper ends with the conclusive remarks and the description of the future research. ~~~ Planning of Social Corporate Responsibility Campaign with Multiple Special Event UDC: 005.35 ; 005.511:659.1 Milica Kostić Stanković1, Dragana Makajić-Nikolić1, Milica, Slijepćevič2 1 University of Belgrade, Faculty of Organizational Sciences, Belgrade, Serbia 2 Dunav Osiguranje Company In an effort to achieve good operating results, business systems largely adopt precisely defined methodologies for business decision making. => 005.35 ; 005.511:659.1 Milica Kostić Stanković1, Dragana Makajić-Nikolić1, Milica, Slijepćevič2 1 University of Belgrade, The Faculty of Organizational Sciences in Belgrade, Serbia 2 Company Dunav Osiguranje U nastojanju da postignu dobre poslovne rezultate, poslovni sistemi u značajnoj meri usvajaju precizno određene metodologije poslovnog odlučivanja.
LL@(18041) In a socially responsible business practice, the most significant areas of decision making are: the selection of initiatives that will support social goals and the selection of programme plans for their implementation. => U društveno odgovornom poslovanju, najznačajnije oblasti odlučivanja su: izbor inicijativa kojima treba podržati društvene ciljeve i izbor programskih planova za njihovu realizaciju.
LL@(18042) In this paper, the methodology of planning a specific campaign witha multiple special event of socially responsible business practice of the Insurance Company Dunav Osiguranje is presented. ~~~ The Goal Programming model of the decision making process regarding the selection of the optimal campaign implementation method will be presented. ~~~ 1. => U ovom radu, biće predstavljena metodologija planiranja konkretne akcije društveno odgovornog poslovanja kompanije Dunav Osiguranje, u okviru koje će se prikazati matematički model ciljnog programiranja procesa odlučivanja o izboru optimalnog načina za realizovanje akcije sa višestrukim specijalnim događajem.
LL@(18043) Introduction Building connections with the social community is of paramount importance in the corporate and the public relation strategies. => Uvod Izgrađivanje veza sa društvenom zajednicom je veoma važna stavka u korporativnoj i strategiji odnosa s javnošću.
LL@(18044) In the last two decades we have witnessed the emergence of an increasing number of organizational initiatives in the field of social responsibility, adopting the do a good deed concept as a corporate social norm and an evident transition from giving as an obligation to give to giving as a corporate strategy. => Tokom prethodne decenije uočen je trend sve većeg broja inicijativa organizacija u domenu društvene odgovornosti, usvajanja koncepta činjenja dobrih dela, kao korporativne društvene norme i očiglednog prelaska sa davanja, kao obaveze na davanje, kao konkurentnu strategiju.
LL@(18045) Until the 1990s, the decisions on the selection of activities to promote the organization and earn a positive publicity were based on the need to do something good in order to make a good impression. => Do devedesetih godina prošlog veka, odluke u vezi sa izborom aktivnosti kojima bi se promovisala organizacija i obezbedio pozitivni publicitet, zasnivale su se na potrebi da se uradi nešto dobro kako bi se ostavio dobar utisak.
LL@(18046) In the 1990s, a large number of organizations turned to essentially differently motivated activities in building corporate identity, image and reputation, in accordance with a new model of corporate behaviour: do what is best for the good of the society act towards the society in a responsible manner Š1Ë . => U devedesetim godinama, mnoge organizacije su se preorijentisale na suštinski drugačije motivisane aktivnosti izgradnje korporativnog identiteta, imidža i reputacije u skladu sa novim modelom korporativnog ponašanja: uradi ono što je najbolje za dobrobit društva ponašaj se odgovorno prema društvu Š1Ë.
LL@(18047) Adopting a new system of doing business has imposed the need to develop and introduce specialized methodologies for planning and conducting concrete campaigns. => Usvajanje novog sistema poslovanja nametnulo je i potrebu za razvijanjem i uvođenjem specijalizovanih metodologija za planiranje i sprovođenje konkretnih akcija.
LL@(18048) The methodology devised by the authors of this paper deals with the planning of a concrete activity of socially responsible business with the need for a continuous repetition of the same special event on different geographical locations, and in a given time period. => Metodologija koju su autori ovog rada razvili, odnosi se na planiranje konkretne akcije društveno odgovornog poslovanja sa potrebom kontinuiranog ponavljanja istovetnog specijalnog događaja, na različitim geografskom lokacijama, u određenom vremenskom periodu.
LL@(18049) It is to a considerable extent based on the fact that the decision-making process in a socially responsible business is performed on different hierarchal levels in different phases: strategic, executive and operational levels, as well as on the principles of the special event organization. => U značajnoj meri, ona je bazirana na činjenici da se proces donošenja odluka u društveno odgovornom poslovanju, u različitim fazama, odvija na različitim hijerarhijskim nivoima: strateškom, izvršnom i operativnom, kao i na principima organizovanja specijalnih događaja.
LL@(18050) In cases the event realization is conditioned with the time period longer than one day, there emerges a problem of scheduling the event over a certain period of time. => U slučejevima kada je realizacija događaja vezana za vremenski period duži od jednog dana, javlja se problem vremenskog raspoređivanja događaja.
LL@(18051) In order to solve the problem of the time schedule of a socially beneficial campaign a unique mathematical model of goal programming was devised Š2Ë, and will be described in this paper. => Za rešavanje problema vremenskog rasporeda sprovođenja društveno korisne akcije, formulisan je originalni matematički model ciljnog programiranja Š2Ë koji će biti predstavljen u ovom radu.
LL@(18052) The time scheduling problem has already been solved using the goal programming (GP). => Problem vremenskog raspoređivanja je i ranije rešavan pomoću ciljnog programiranja (CP).
LL@(18053) The GP models that can be applied in college and university courses timetabling are described in Š3Ë and Š4Ë. => CP modeli koji se mogu koristiti za određivanje rasporeda kurseva na koledžima i univerzitetima je opisan u Š3Ë i Š4Ë.
LL@(18054) The problem of time scheduling and balancing sports events over a large number of venues and its modelling using GP is described in Š5Ë. => Problem vremenskog raspoređivanja i balansiranja sportskih događaja na više lokacija i njegovo modeliranje pomoću GP je opisan u Š5Ë.
LL@(18055) The GP models of medical personnel distribution are presented in Š6Ë and Š7Ë, whereas in Š8Ë the problem of employee distribution is also dealt with applying the GP, this time in the field of marketing. => U Š6Ë i Š7Ë razvijeni su GP modeli raspoređivanja medicinskog osoblja, dok se u Š8Ë takođe rešava raspoređivanja zaposlenih problem pomoću GP ali u oblasti marketinga.
LL@(18056) In Š9Ë the authors describe the GP model applied in the optimization of the time schedule of manufacturing processes to ensure a maximum performance and minimize the period of resources engagement. => Autori u Š9Ë predstavljaju GP model za optimizaciju vremenskog rasporeda proizvodnih procesa kojim se obezbeđuje maksimalan doprinos i minimalno trajanje angažovanja resursa.
LL@(18057) Due to the specific nature of the time scheduling problem in case of socially beneficial campaign events dealt with in this work, the time scheduling problem is defined as a system of distinct representatives (SDR) Š10Ë, Š11Ë and Š12Ë. => Zbog specifičnosti problema vremenskog raspoređivanja događaja društveno korisne akcije, koji se razmatra u ovom radu, problem vremenskog raspoređivanja je formulisan kao sistem različitih predstavnika (system of distinct representative SDR) Š10Ë, Š11Ë i Š12Ë.
LL@(18058) This paper is organized in six chapters. => Ovaj rad je organizovan u šest poglavlja.
LL@(18059) Following the introductory part, the second chapter will highlight the importance of socially responsible business behaviour and the third chapter will describe a socially responsible campaign titled SVITAC (firefly). => Nakon uvodnog dela, u drugom poglavlju će biti opisan značaj društveno odgovornog poslovanja, a u trećem poglavlju, konkretna durštveno odgovorna akcija SVITAC.
LL@(18060) The fourth and the fifth chapters deal with the campaign objectives formulation and the goal programming model. => U četvrtom i petom poglavlju će biti prikazana formulacija ciljeva akcije i model ciljnog programiranja.
LL@(18061) The paper ends with the conclusive remarks and the description of the future research. => Rad se završava zaključnim razmatranjima i opisom budućih istraživanja. 2.
LL@(18062) 2. ~~~ Importance of socially responsible business behaviour The business entities in Serbia increasingly adopt the principle that being a socially responsible company does not mean just meeting the obligations one is legally bound to meet, but going beyond the imposed obligations to meet the needs of the community, investing into a healthy, thriving and modern society, into human resources, environment and developing good relationships with various social entities. => Značaj društveno odgovornog poslovanja Kod poslovnih subjekata na prostoru Srbije, u sve većoj meri usvaja se princip da biti društveno odgovorna kompanija, ne znači samo ispunjavati svoje zakonske obaveze već upravo ići preko propisanih obaveza, u susret potrebama zajednice, investirati u brigu za zdravo, napredno i moderno društvo, ljudski kapital, prirodnu okolinu i razvijanje odnosa sa različitim društvenim subjektima.
LL@(18063) Socially responsible business is a concept according to which the economic entities that adopt it consciously and willingly go beyond their primary function of profits earning and distribution and try to have a positive impact upon their work, and the social and natural environment. => Društveno odgovorno poslovanje je koncept po kome privredni subjekti koji ga usvajaju svesno i dobrovoljno nadilaze svoju primarnu funkciju sticanja i raspodele profita i nastoje da pozitivno utiču na svoje radno, društveno i prirodno okruženje.
LL@(18064) Socially responsible business is essentially the awareness of a new position and importance companies have in a global society and the responsibilites these impose. => Društveno odgovorno poslovanje, u suštini, predstavlja svest o novom položaju i značaju koje kompanije imaju u globalnom društvu i odgovornosti koje iz njih proizlaze.
LL@(18065) As a modern approach to business, socially responsible business behaviour has an important impact upon the choice of values the company supports, as well as upon the manner in which the business programmes are defined, executed and assessed. => Društveno odgovorno poslovanje, kao savremeni strategijski pristup poslovanju, značajno utiče na izbor vrednosti za koje se organizacija zalaže, kao i na način na koji se poslovni programi utvrđuju, sprovode i procenjuju.
LL@(18066) Organizations increasingly choose to focus upon a smaller number of strategic values that suit their own values. => Organizacije se, u sve većoj meri, fokusiraju na manji broj strateških oblasti koje odgovaraju njihovim vrednostima.
LL@(18067) They decide in favour of socially justified initiatives that support their business goals and consequently develop strategies to increase their market share or create a desired image and reputation. => Biraju društveno opravdane inicijative koje podržavaju njihove poslovne ciljeve i u skladu sa tim razvijaju strategije za povećanje učešća na tržištu ili stvaranje željenog imidža i reputacije.
LL@(18068) They assess tasks on the basis of their potential favourable impact in a period critical for the organization or their real positive impact upon creating adequate living conditions Š13Ë. => Procenjuju zadatke na osnovu njihovog potencijalnog pozitivnog uticaja u kriznom periodu za organizaciju ili realnog pozitivnog uticaja na obezbeđivanje odgovarajućih uslova života Š13Ë.
LL@(18069) Similarly, the organizations that desire to achieve good business performance are aware of the impact the environment has upon their realization. => Isto tako, organizacije koje imaju za cilj uspešne poslovne rezultate, svesne su uticaja okruženja na njihovu realizaciju.
LL@(18070) Therefore they employ all their resources in the process of selection of adequate direction of business operations that will earn them a wide support in the implementation of corporate programmes and take on the responsibility to solve the issues that are deemed most important for the users, the employees and the community in general. => U skladu sa tim, svim svojim resursima uključuju se u proces izbora odgovarajućih pravaca poslovanja, kojim bi obezbedile široku podršku sprovođenju korporativnih programa i preuzimaju na sebe rešavanje pitanja koja su najvažnija za korisnike, zaposlene i širu društvenu zajednicu.
LL@(18071) Socially responsible business behaviour has a favourable impact upon the companys image and reputation. => Društveno odgovorno poslovanje pozitivno utiče na imidž i reputaciju kompanije.
LL@(18072) When an organization adopts the concept of socially responsible business behaviour, it is necessary that an adequate perception of such organizational behaviour be recognized by the target public. => Kada organizacija usvoji koncept društveno odgovornog poslovanja, potrebno je obezbediti i odgovarajuću percepciju takvog ponašanja organizacije od strane ciljne javnosti.
LL@(18073) It is in this respect that the public relations programmes must be conceived, in orger to ensure that internal and external public should be informed on the socially responsible business behaviour of the particular organization. => U tom smislu, treba osmisliti programe odnosa s javnošću, kojim će se obezbediti informisanost interne i eksterne javnosti o društveno odgovornom načinu poslovanja konkretne organizacije.
LL@(18074) The employees in the public relations sector should encourage the socially responsible bahaviour within the organization, but also outside it, as well as present to the public the plain facts that prove that their organization tries to be a good member of the community. => Zaposleni u odnosima s javnošću treba da podstiču konstruktivno i socijalno odgovorno ponašanje unutar organizacije, ali i van nje, kao i da javnosti izlože jasne argumente o tome da njihova organizacija nastoji da bude dobar član društvene zajednice.
LL@(18075) Prior to conducting any activity or campaign in order to send a message to the target population, the employees in the public relations sector of the organization have to anticipate the reaction of the public. => Pre nego što organizacija sprovede određenu aktivnost ili kampanju kojom se nastoji poslati određena poruka ciljnoj javnosti, zaposleni u odnosima s javnošću moraju da predvide reakciju javnosti.
LL@(18076) The public relations experts often act as representatives of their organizations in communication with the environment and as such they have to be acquainted with all the events going on around them and inform the management on the current problems that may be of impact upon the target publics attitudes, either directly or indirectly Š14Ë. Socially responsible behaviour is most easily recognized in the public relations activities. => Stručnjaci iz odnosa s javnošću često su predstavnici svojih organizacija u komunikaciji sa okruženjem i kao takvi oni moraju da prate aktuelna zbivanja i obaveštavaju menadžment o aktuelnim problemima koji mogu direktno ili indirektno da utiču na stavove i uverenja ciljne javnosti Š14Ë. ~~~ Društveno odgovorno ponašanje se najpre prepoznaje zahvaljujući aktivnostima odnosa s javnošću.
LL@(18077) The major goal in this regard is improving the quality of business practices based on observing the rights of the employees, the customers and the community and thus enlisting the support of the public and building long-term relations based on trust and loyalty. => Osnovni cilj, u to smislu, je poboljšanje kvaliteta poslovanja, baziranog na uvažavanju prava zaposlenih, kupaca i društvene zajednice i time pridobijanje javnosti i stvaranje dugoročnih odnosa, baziranih na poverenju i lojalnosti.
LL@(18078) The quality of business practices we mentioned above may be ensured by launching long-term investment programmes oriented towards school and university students and for the purpose of a better education and quality improvement of the future job applicants. => Navedeni kvalitet poslovanja, između ostalog, može se obezbediti pokretanjem programa dugoročnog investiranja, usmerenih na učenike i studente, u cilju boljeg obrazovanja i unapređenja kvaliteta onih koji će se u budućnosti prijavljivati za posao.
LL@(18079) Hence the connection between social responsibility and public relations as regards a given area. => Time se zatvara i krug povezanosti društvene odgovornosti i odnosa s javnošću, vezano za konkretno područje.
LL@(18080) Strategic engagement of public relations experts in the socially responsible business can be effected through the following phases Š15Ë: 1. => Strateško uključivanje stručnjaka za odnose s javnošću u odgovorno društveno poslovanje, može se izvršiti po sledećim fazama Š15Ë : ~~~ 1.
LL@(18081) Selection of social goals to be supported; 2. => Izbor društvenih ciljeva koji će se podržati, 2.
LL@(18082) Selection of initiatives to support social goals; 3. => Izbor inicijativa koje će podržati društvene ciljeve, 3.
LL@(18083) Design and implementation of programme plans and 4. => Izrada i sprovođenje programskih planova i 4.
LL@(18084) Event assessment. => Ocenjivanje aktivnosti.
LL@(18085) Selection of social goals to be supported. => Izbor društvenih ciljeva koji će se podržati.
LL@(18086) Social goals should be not more than a few and they should refer to solving the problems of the members of the community the company operates in. => Izabranih ciljeva treba da je samo nekoliko i oni treba da se odnose na rešavanje problema pripadnika društvene zajednice u kojoj kompanija posluje.
LL@(18087) The organizations mission, values, products and services, as well as business goals should be adjusted to them; the completion of these goals should be the interest of all the stakeholders and they should enjoy a long-term suppor by the target public. => U odnosu na njih treba uskladiti misiju, vrednosti, proizvode i usluge organizacije i poslovne ciljeve; za njihovo ostvarenje treba da budu zainteresovane i interesne grupe i treba da budu dugoročno podržani od strane ciljne javnosti.
LL@(18088) Selection of initiatives to support social goals. => Izbor inicijativa kojima će se podržati društveni ciljevi.
LL@(18089) The selected initiatives should be best geared to the business goals and tasks; it is necessary that they meet the priority tasks of the social goal, that more than one initiatives be selected for one social goal, adding those that are not yet included in the currently organized events. ~~~ The selection of initiatives should be such that it offers the greatest possible potential for building partnership relations in the community; these should be the initiatives that are based on a certainamount of experience and that will make good use of the existing resources. => Izabrane inicijative treba da najviše odgovaraju poslovnim ciljevima i zadacima; potrebno je da odgovaraju i prioritetnim potrebama društvenog cilja, da se izabere više inicijativa za jedan društveni cilj, dodajući one koje još nisu uključene u sadašnje aktivnosti; izbor inicijativa treba da bude takav da pruža najveći potencijal za uspostavljanje partnerskih odnosa u zajednici, da su to inicijative za koje se vezuje određeno iskustvo i koje će iskoristiti postojeće resurse.
LL@(18090) Design and implementation of programme plans. => Izrada i sprovođenje programskih planova.
LL@(18091) It is suggested that internal teams should be assembled to design plans. ~~~ In addition to the employees, these teams will include the employees from other organizational units. => Za izradu planova predlaže se formiranje internih timova u čiji sastav će, osim zaposlenih u odnosima s javnošću, biti uključeni i zaposleni iz drugih organizacionih jedinica.
LL@(18092) Also, the community representatives from the external environment of the organization should be incorporated. => U izradu planova trebalo bi uključiti i predstavnike društvene zajednice iz eksternog okruženja organizacije.
LL@(18093) It is important that tasks and measurable goals (outputs) are clearly set, both for the organization and for the society. => Značajno je uspostavljanje jasnih zadataka i merljivih ciljeva (rezultata) i za organizaciju i za društvo.
LL@(18094) The communication plan should be devised, and additionally required strategic elements should be agreed upon and planned. => Potrebno je da se pripremi plan komunikacija, kao i da se utvrde i isplaniraju dodatno potrebni strateški elementi.
LL@(18095) The planning techniques are to ensure an efficient completion of a single event, as well as improvement of the outcomes of those events that are repeated. => Tehnike planiranja treba da obezbede efikasnu realizaciju jednokratnih akcija, kao i poboljšanje rezultata akcija koje se ponavljaju.
LL@(18096) Event assessment. => Ocenjivanje aktivnosti.
LL@(18097) In order that the outcomes of the organized events be efficiently evaluated, we should first define the purpose of such evaluation, supply adequate resources for assessing and reporting, measure what is achieved on the basis of the resources invested and report on that; it is further necessary that outcomes be measured for both the organization and the society, on the basis of the set goals and tasks and the report be prepared. => Za efikasno ocenjivanje uspešnosti sprovedenih aktivnosti, treba prethodno utvrditi svrhu ocenjivanja, obezbediti odgovarajuće resurse za ocenjivanje i izveštavanje, izmeriti postignuto zahvaljujući uloženim sredstvima i sačiniti izveštaj o tome; potrebno je izmeriti rezultate i za organizaciju i za društvo, na osnovu ciljeva i zadataka i pripremiti izveštaj.
LL@(18098) It is also important that the status of social goals promoted by the organizational initiatives be further supported. => Važno je i dalje praćenje statusa društvenih ciljeva koji se podržavaju inicijativama organizacije. 3.
LL@(18099) 3. ~~~ Description of the socially responsible event titled firefly The Serbian company Dunav Insurance (Dunav osiguranje) is a large, powerful and modern insurance company with a long and fruitful business tradition. => Opis društveno odgovorne akcije svitac Srpska kompanija Dunav osiguranje predstavlja veliku, snažnu i modernu osiguravajuću kuću, koja iza sebe ima veoma dugu tradiciji postojanja i uspešnog poslovanje.
LL@(18100) A state-owned company, this insurance company is an important economic entity, however, also an important national brand in the field of insurance. => Kao državna kompanija, ova osiguravajuća kuća predstavlja i važan privredni subjekat, ali i značajan domaći brend u oblasti osiguranja.
LL@(18101) Hence the Dunav Insurance Company is continually engaged in improving the environment, that is, the community in which it operates, conducting numerous activities in the field of socially responsible business. => Kao takva, kompanija Dunav osiguranje konstano radi i na unapređenju sredine, odnosno zajednice u kojoj posluje, sprovedeći brojne aktivnostu u oblasti društveno odgovornog poslovanja.
LL@(18102) The socially responsible behaviour in the Dunav Insurance Company is adopted as a modern strategic approach to the business practice and, as such, it has a significant impact upon the selection of values it stands for, as well as upon the manner in which its business programmes are defined, conducted and evaluated. => U kompaniji Dunav osiguranje, društveno odgovorno poslovanje je usvojeno kao savremeni strategijski pristup poslovanju i kao takvo, značajno utiče na izbor vrednosti za koje se ona zalaže, kao i na način na koji se njeni poslovni programi utvrđuju, sprovode i procenjuju.
LL@(18103) The business policy of the company is increasingly based on focusing upon a smaller number of strategic fields of socially responsible business behaviour. => Poslovna politika kompanije se, u sve većoj meri, zasniva na fokusiraju na manji broj strateških oblasti društveno odgovornog poslovanja.
LL@(18104) Given that the company has developed a corporate awareness on the environmental impact upon the realization of business operations and hence on achieving the set business goals, much attention is paid to the decision-making process optimization. => S obzirom na to da je u kompaniji razvijena korporativna svest o uticaju okruženja na realizaciju poslovnih aktivnosti i time dostizanje postavljenih poslovnih ciljeva, velika pažnja poklanja se optimizaciji procesa odlučivanja.
LL@(18105) The company uses all its resources in the process of selecting the appropriate business orientation in order to ensure the support to implementing the social responsibility programme. => Kompanija se svim svojim resursima uključuje u proces izbora odgovarajućih pravaca poslovanja, kojim bi obezbedila podršku sprovođenju programa društveno odgovornog poslovanja.
LL@(18106) Thus one field of decision making is the selection of socially justifiable initiatives that support the companys business goals to a largest extent. => U tom smislu, jedna od oblasti odlučivanja je izbor društveno opravdanih inicijativa, koje u najvećoj meri podržavaju poslovne ciljeve kompanije.
LL@(18107) Another decision-making field refers to the selection of the strategy of creating a desired image and reputation based on the socially responsible business practices, and consequently, increasing the companys market share. => Još jedna oblast odlučivanja odnosi se na izbor strategije za stvaranje željenog imidža i reputacije, zasnovane na aktivnostima društveno odgovornog poslovanja, a samim tim i povećanje učešća na tržištu.
LL@(18108) It is in such a decision-making process that an assessment and selection of concrete tasks are made, on the basis of their potentially favourable impact upon the companys image and reputation or its real positive impact upon ensuring adequate living conditions for the target public (community). => U takvom procesu odlučivanja, vrši se procena i izbor konkretnih zadataka, na osnovu njihovog potencijalnog pozitivnog uticaja na imidž i reputaciju kompanije ili realnog pozitivnog uticaja na obezbeđivanje odgovarajućih životnih uslova ciljne javnosti (društvene zajednice).
LL@(18109) As mentioned above, when the organization has adopted the socially responsible business concept, it is necessary that an adequate perception of such behaviour should be granted from the part of the target public. => Kao što je već rečeno, kada organizacija usvoji koncept društveno odgovornog poslovanja, potrebno je obezbediti i odgovarajuću percepciju takvog ponašanja organizacije od strane ciljne javnosti.
LL@(18110) Here, the process of making a decision on the selection of the communication strategy and the media as its most important segment is of highest importance. => U tom kontekstu, značajan je proces donošenja odluke o izboru strategije komunikacije i izbora medija, kao njenog najznačajnijeg segmenta.
LL@(18111) In accordance with its policy of socially responsible business behaviour, the Dunav Insurance Company has decided to organize a campaign titled SVITAC (FIREFLY), meant for the youngest schoolchildren, the first-form elementary school pupils. => U skladu sa svojom politikom društveno odgovornog poslovanja, Kompanija Dunav osiguranje je odlučila da sprovede akciju, pod nazivom SVITAC, namenjenu najmlađim školarcima, odnosno đacima prvacima.
LL@(18112) The problem of childrens traffic safety, especially of the youngest ones, has often been the issue of debates, however, has never been completely resolved. => Problem bezbednosti dece u saobraćaju, a posebno najmlađih školaraca, je često pominjan, ali još uvek nije sasvim rešen.
LL@(18113) In order to contribute to the solving of this ever present problem and reducing the number of accidents, the Dunav Insurance Company decided to organize a large-scope FIREFLY campaign and donate to the elementary schools in Serbia 80,000 fireflies the glowing gadgets meant to ensure a better visibility of the youngest schoolchildren on the Serbian roads. => Kako bi doprineli rešavanju ovog uvek aktuelnog problema i smanjili broj nesrećnih slučajeva, Kompanija Dunav osiguranje, odlučila je da kroz veliku i obimnu akciju SVITAC osnovnim školama u Srbiji uruči više od 80.000 svitaca svetlećih uređaja za obezbeđivanje bolje vidljivosti na putevima za sve đake prvake na teritoriji Srbije.
LL@(18114) This donation of the Dunav Insurance Company is meant to contribute to the traffic safety of the youngest and most threatened traffic participants. => Kompanija Dunav osiguranje je odlučila da ovom donacijom doprinese bezbednosti najmlađih, a ujedno i najugroženijih učesnika u saobraćaju.
LL@(18115) The first-form pupils have proven to be the most critical group since it is their first time to participate in the traffic by themselves. => Prvaci su, pokazalo se, najkritičnija grupa, s obzirom da po prvi put, tek polaskom u školu postaju samostalni učesnici u saobraćaju.
LL@(18116) In this way the Company wishes to call on all the other traffic participants to observe the traffic regula tions for the purpose of their own safety. => Na ovaj način, Kompanija želi da apeluje i na sve ostale učesnike u saobraćaju, da povedu više računa o poštovanju saobraćajnih propisa radi njihove lične sigurnosti.
LL@(18117) Indirectly, the campaign is addressing all the other pupils in the elementary schools where this event is organized. => Posredno, akcija je usmerena i na sve učenike osnovnih škola u kojima se organizuje ovaj događaj.
LL@(18118) A conclusion can be drawn that the attention in this project is focused upon: elementary school pupils, their parents and the community in general. => Može se zaključiti da je pažnja ovog projekta usmerena na: učenike osnovnih škola, njihove roditelje i širu društvenu zajednicu.
LL@(18119) There are two major characteristics of the FIREFLY campaign. => Dve su osnovne karakteristike društveno odgovorne akcije SVITAC.
LL@(18120) One is the need to plan the so-called multiple special event, that is, define a precise time schedule of special events that are equal in goals, contents and expected effects but differ by the venues they are organized in. => Jedna od njh je potreba planiranja tzv. višestrukog specijalnog događaja, odnosno utvrđivanje preciznog vremenskog rasporeda specijalnih događaja koji su jednaki po ciljevima, sadržaju i očekivanim efektima, a različiti po mestima održavanja.
LL@(18121) The other characteristic , actually the basis of the process modelling, is a large number of participants in the process that took place in over 20 cities in Serbia. => Druga karakteristika ovog događaja, koja predstavlja osnovu modeliranja procesa, je veliki broj učesnika u procesu koji se odvijao u više od 20 gradova Srbije.
LL@(18122) On the national level, the campaign included, in addition to the Dunav Insurance Company as the initiator, the following: the representatives of the Ministry of Education of the Republic of Serbia and the Ministry of Interior of the Republic of Serbia, the Minister of Education, the Managing Director of the Dunav Insurance Company and the Chief of the Directorate of the Traffic Police. => Na nacionalnom nivou, pored kompanije Dunav osiguranje, kao inicijatora i pokretača akcije, učesnici su: predstavnici Ministarstva prosvete Republike Srbije i Ministarstva unutrašnjih poslova Republike Srbije, Ministar prosvete, Generalna direktorka kompanije Dunav osiguranje i Načelnik Uprave saobraćajne policije.
LL@(18123) On the local level, the participants were as follows: the directors of host schools, the directors of district schools, the heads of school directorates, directors of the Dunav Insurance Company branches, the representatives of the traffic police/heads of departments and the first-form pupils of the host schools. => Na lokalnom nivou, učestvovali su: direktori škole domaćina, direktori okružnih škola, predstavnici/načelnici školskih uprava, direktori filijala kompanije Dunav osiguranj, predstavnici saobraćajne policije/načelnici i đaci prvaci škola domaćina.
LL@(18124) The campaign was promoted in the media, too. => Akcija je promovisana i putem sredstava javnog informisanja.
LL@(18125) Both national and local media covered the campaign extensively in all the cities in which it was organized. => Nacionalni i lokalni mediji su kontanstno pratili akciju u svim gradovima u kojima je sprovedena.
LL@(18126) For the purposes of media coverage, the following activities were carried out: The special event of donating the first quota of the firefly gadgets was organized in Belgrade. => Za potrebe medijskog praćenja, sprovedene su sledeće aktivnosti:
LL@(18127) In addition to the presence of special guests (public opinion leaders or popular persons), the media were invited to be present; The invitation letter to the media was written and distributed and an announcement for the media was distributed afterwards with photographs of the donation event; Media visits of the Company representatives were organized for the purpose of the campaign promotion; In case of donating the gadgets to the first-form pupils in other cities in Serbia, it was organized through the coordination of all the project participants, the invitation letter was prepared and distributed to the media, as well as a scenario and statement for the media, for each particular city. => U Beogradu je realizovan specijalan događaj uručenja prvog kontigenta svitaca koji je, osim pozivanja specijalnih gostiju (koji predstavljaju lidere javnog mnjenja ili identifikacione ličnosti), podrazumevao i organizovanje medijskog praćenja; Izrađen je i distribuiran poziv za medije i saopštenje za medije, koje je naknadno distribuirano sa fotografijama sa dodele svitaca; Organizovana su medijska gostovanja predstavnika Kompanije, koja imaju za cilj promociju akcije; Kada je u pitanju deljenje svitaca prvacima u ostalim gradovima Srbije, izvršena je koordinacija svih učesnika projekta, izrađen i distribuiran poziv za medije, scenario i saopštenje za medije, za svaki grad.
LL@(18128) All the participants in the campaign, on the local level, were acquainted with the entire material, among them: directors of the schools in which the gadgets were donated for the entire district, heads of school directorates, representatives of the traffic police and the directors of the Dunav Insurance Company branches; Prior to all these, a letter was sent to all the school directorates, on the basis of which the time of all the distribution events were scheduled for the territory of the whole of Serbia. => Sa celokupnim materijalom bili su upoznati svi učesnici u akciji, na lokalnom nivou, među kojima su: direktori škola gde se dodeljuju svici za ceo okrug, načelnici školskih uprava, predstavnici saobraćajne policije i direktori filijala Kompanije Dunav osiguranje Prethodno je izrađeno pismo koje je poslato svim školskim upravama, a na osnovu koga su utvrđeni datumi dodele svitaca na teritoriji cele Srbije.
LL@(18129) The first event was organized among the Belgrade elementary schools, followed by the similar events throughout the republic. => Najpre je izvršena podela svitaca prvacima beogradskih osnovnih škola, a nakon toga, akcija se nastavila na teritoriji cele Srbije.
LL@(18130) The distribution campaign started with the distribution of the first quota in the Borislav Pekić elementary school in the Novi Beograd municipality. ~~~ The special event was organized at 9:30, 11th December, 2009. => Akcija dodele svitaca započela je dodelom prvog kontigenta u osnovnoj školi Borislav Pekić, u beogradskoj opštini Novi Beograd, 11. decembra 2009. godine, u 9:30 sati, gde je organizovan specijalni događaj.
LL@(18131) The gadgets were delivered in the presence of the Minister of Education of Serbia, the Head of the Republic directorate of traffic police, the managing director of the Company and the directors of all schools in Novi Beograd. => Uručenje svitaca je obavljeno u prisustvu: ministra prosvete Srbije, načelnika Republičke uprave saobraćajne policije, generalne direktorke Kompanije i ge neralnih direktora svih novobeogradskih osnovnih škola.
LL@(18132) 150 first-form pupils of the Borislav Pekić elementary school participated, as well as a large number of representatives of all the relevant media national and specialised. => Učestvovalo je i 150 prvaka osnovne škole Borislav Pekić, kao i brojni predstavnici svih relevantnih medija - nacionalnih i specijalizovanih.
LL@(18133) On Wednesday, 3rd February, 2009, the quota of 2,733 glowing gadgets was delivered at 10:00 to the first-form pupils of the elementary schools in Vranje and the Vranje district. => U sredu, 3. februara 2009. godine, u 10:00 sati, isporučen je kontigent od 2.733 svitaca za prvake osnovnih škola u Vranju i vranjskom okrugu.
LL@(18134) The delivery was organized in the Vuk Karadžić elementary school at Vranje, in the presence of the director of the main Dunav Insurance Company branch in Vranje, the educational advisor for the district, the representatives of the traffic police, the director of the Vuk Karadžić elementary school and its first-form pupils, directors of the district elementary schools and the local media representatives. => Podela svitaca obavljena je u Osnovnoj školi Vuk Karadžić u Vranju, u prisustvu direktora glavne filijale kompanije Dunav osiguranje u Vranju, prosvetnog savetnika ?a ovaj okrug, predstavnika saobraćajne policije, direktora osnovne škole Vuk Karadžić i njenih đaka prvaka, direktora okružnih osnovnih škola i predstavnika lokalnih medija. ~~~ Nakon podele svitaca u Vranju, akcija se nastavila u sledećim gradovima Srbije:
LL@(18135) Following the Vranje event, the special events were organized in: Leskovac, Kraljevo, Kragujevac, Užice, Kosovska Mitrovica, Novi Pazar, Kikinda, Ranilug, Zrenjanin, Pančevo, Valjevo, Šabac, Loznica, Jagodina, Kruševac, Čačak, Sombor, Požarevac, Zaječar, Niš, Novi Sad. => Leskovac, Kraljevo, Kragujevac Užice, Kosovska Mitrovica, Novi Pazar, Kikinda, Ranilug, Zrenjanin, Pančevo, Valjevo, Šabac, Loznica, Jagodina, Kruševac, Čačak, Sombor, Požarevac, Zaječar, Niš, Novi Sad.
LL@(18136) By the end of the month, the gadgets had been distributed to all the first-form pupils in Serbia. => Do kraja meseca svice su dobili svi prvaci u Srbiji.
LL@(18137) Espacially important effect of the campaign is that the gadgets were warmly received by those they were meant for, the little first-form pupils. ~~~ They promised they would always take the gadgets with them and try to observe the traffic ragulations in order that they should be as safe as possible. ~~~ 4. => Posebno značajan efekat akcije je taj što su se svicima najviše obradovali upravo oni kojima su i namenjeni, mali prvaci, koji su obećali da će ih redovno nositi i da će se truditi da poštuju saobraćajna pravila kako bi bili što bezbedniji. 4.
LL@(18138) Firefly campaign planning methodology Analysing the process of timetabling the distribution on the entire territory of the Republic of Serbia the authors of the paper have come to a conclusion that there is a need, and also an opportunity to improve the FIREFLY campaign by the optimization of the time schedule of the events. => Metodologija planiranja akcije svitac Analizom procesa utvrđivanja datuma dodele svitaca na teritoriji cele Srbije, autori ovog rada su došli do zaključka da postoji potreba, ali i mogućnost da se akcija SVITAC unapredi optimizacijom vremenskog rasporeda odigravanja događaja.
LL@(18139) It is for that purpose that the planning methodology to carry out this socially responsible campaign was developed and it consists of three phases: 1. => U tu svrhu je razvijena metodologija planiranja sprovođenja te društveno korisne akcije koja se sastoji iz tri faze: ~~~ 1.
LL@(18140) Defining the scope of the campaign; 2. => Određivanje opsega akcije. 2.
LL@(18141) Coordinating the participants in the campaign; 3. => Koordinacija učesnika akcije. 3.
LL@(18142) Time schedule of the campaign. => Vremenski raspored sprovođenja akcije.
LL@(18143) Each of the methodology phases is characterised by a different nature of the problem that is being solved within it and the people engaged in solving the problem or can affect its resolution. ~~~ 4.1. => Svaku od faza metodologije karakteriše različita priroda problema koji se u okviru nje rešava i subjekti koji rešavaju problem ili imaju uticaj na njegovo rešenje. 4.
LL@(18144) Defining the scope of the campaign A strategic decision is made in the first phase on the time period and the cities covered by the campaign. => Određivanje opsega akcije U prvoj fazi se donosi strateška odluka o vremenskom periodu i gradovima u kojima se sprovodi akcija.
LL@(18145) This decision depends on the corporate goals that are to be achieved by the campaign, therefore the major role in this phase belongs to the top management of the company. => Ova odluka zavisi od postavljenih korporativnih ciljeva koji se žele postići akcijom i zbog toga u ovoj fazi najveću ulogu i uticaj ima vrhovni menadžment kompanije.
LL@(18146) When making a decision on the time period in which the gadgets are to be distributed, we must bear in mind that the period has to be short enough so that all the firstform pupils should get the gadgets at approximately the same time, however, long enough so that the duration of the campaign is ensured and the desired effect is achieved. => Prilikom donošenja odluke o vremenskom periodu u kome bi trebalo izvršiti dodelu svitaca, treba uzeti u obzir da taj period treba da bude dovoljno kratak da bi svi đaci dobili svice u približno isto vreme, ali i dovoljno dugačak da bi se obezbedilo trajanje i postigao pravi efekat akcije.
LL@(18147) The ruling criterion in both cases is the communication effect of the campaign that is a requirement set already at the strategic level of decision making in the company. => U oba slučaja kriterijum je komunikacijski efekat akcije, koji se kao zahtev postavlja na strateškom nivou odlučivanja u Kompaniji.
LL@(18148) The duration may be set to a week (e.g., the week of the firefly) or some other time period. => Trajanje akcije može da bude jedna sedmica (npr. sedmica dodele svitaca) ili neki drugi vremenski period.
LL@(18149) Since the campaign can be carried out only on work days, a set D can be defined on the basis of the period determined and it will represent the set of work days in the time period of the campaign, i.e., the set of terms in which the campaign can be carried out. fine the terms (days) in which they are all available. => S obzirom na to da se akcija može sprovoditi samo radnim danima, na osnovu utvrđenog perioda se može definisati skup D koji predstavlja skup radnih dana u periodu akcije, odnosno skup termina u kojima se akcija može sprovoditi. ~~~ Broj gradova u kojima se sprovodi akcija zavisi od finansijskih i organizacionih mogućnosti Kompanije.
LL@(18150)  => Kada se ta odluka donese, moguće je formirati skup od gradova: . ,..., A A š , A A k = ć 4.2.
LL@(18151)  => Koordinacija učesnika akcije U drugoj fazi je potrebno koordinirati sve učesnike akcije u određenom gradu, odnosno odrediti termine (dane) u kojima su svi dostupni.
LL@(18152) This phase is part of operations planning and the major impact upon the solution is made by the participants in the campaign in a given city themselves. => Ova faza je u domenu operativnog planiranja, a najveći uticaj na rešenje imaju sami učesnici akcije u konkretnom gradu.
LL@(18153) D Formally speaking, coordinating can be described in the following way. => Formalno se koordiniranje može opisati na način koji sledi.
LL@(18154) The campaign is carried out in k cities (i=1,...,k) and there are mi participants in each of them. => Akcija se sprovodi u k gradova (i=1,...,k) i u svakom od njih učestvuje mi učesnika.
LL@(18155) Each of these participants is assigned a set Dil, ⊂ilD (i=1,...,n, l=1,...,mi) which represents the set of terms in which the participant is available. => Svakom od ovih učesnika dodeljen je skup Dil, (i=1,...,n, l=1,...,mi) koji predstavlja skup termina u kome je dostupan.
LL@(18156) In order that the campaign should be organized in the i-city, it is necessary that all the mi participants are coordinated, that is, it is necessary to find the set of terms in which they are all available. => Da bi se u i-tom gradu sprovela akcija dodeljivanja svitaca, potrebno je uskladiti svih mi učesnika akcije, odnosno potrebno je naći skup termina u kojima su svi dostupni.
LL@(18157) Formally, it is necessary that the set D i should be defined. => Formalno, potrebno je naći skup .
LL@(18158) D il = im I 1= l The result of the second phase is the set Di, i=1,...,k, which defines a set of terms in which the firefly distribution can be organized in the i-city (i=1,...,k). ~~~ 4.3. => D i ⊂ilD D il D = im I 1= l Rezultat druge faze je skup Di, i=1,...,k, koji predstavlja skup termina u kojima se u i-tom gradu (i=1,...,k) može izvršiti dodeljivanje svitaca. 4.
LL@(18159) Time schedule of the campaign In the third phase it is necessary that a concrete time schedule be created in which two goals should be achieved: continuity and uniformity in the conduct of the campaign. => Vremenski raspored sprovođenja akcije U trećoj fazi je potrebno kreirati konkretan vremenski raspored koji treba da obezbedi dva cilja: kontinuitet i ravnomernost u sprovođenju akcije.
LL@(18160) We will procede to describe the formal definition of the set goals. ~~~ 4.3.1. => U nastavku će biti opisano formalno definisanje postavljenih ciljeva. 4.
LL@(18161) Continuity of the campaign The continual character of the campaign is reflected in the fact that the firefly are distributed in the cities in a relatively equal time intervals in order that the company be permanently present in the media, i.e., that it is reported on continually. => Kontinuitet sprovođenja akcije Kontinuitet akcije se odražava dodelama svitaca u gradovima u približno jednakim vremenskim razma cima, kako bi se obezbedila stalna zastupljenost u medijima, odnosno kontinuirano izveštavanje.
LL@(18162) Let n be a number of elements of the set D, that is, the number of work days in which the campaign can be conducted, and let r be the parametre that represents the desired time interval between two distributions. => Neka je n broj elemenata skupa D, odnosno broj radnih dana u kojima se može sprovoditi akcija, a r parametar koji predstavlja željeni vremenski razmak između dve dodele.
LL@(18163) The continuity can be formally expressed by the requirement that the time interval between two distributions be at the most: (1) The number of cities in which the campaign is conducted depends on the Companys financial and organizational abilities. => 
LL@(18164) When this decision is made, it is possible ć to define a set of k cities: . ,..., = A A š , A A k 4.2. ~~~ Coordinating the participants in the campaign In the second phase it is necessary to coordinate all the participants of the campaign in a given city, that is de On the basis of (1) a conclusion can be drawn that the distribution will be organized in an interval not longer than the largest integer (number) that is smaller or equal to in case the number of days planned to conduct the campaign n is larger than the number of cities k, that is, each day (even more distributions in the same day) when n is smaller than k. n k − − The first problem to be solved here is to determine a different time term for each of k cities, that is, determine the different elements of the sets of possible terms for the firefly distribution in each of the cities, Di, i=1,...,k. => Kontinuitet se može formalno izraziti zahtevom da vremenski razmak između dve dodele bude najviše: r za    = n (1)      −  n  − k  >  k  ≤  k za n Na osnovu (1) može se zaključiti da će se dodele odvijati sa razmakom ne većim od najveći ceo broj koji je manji ili jednak , u slučaju kada je broj dana za sprovođenje akcije veći od broja gradova , odnosno svakog dana (i više dodela u istom danu) kada je manje od. n k − − Prvi problem koji ovde treba rešiti je određivanje različitog termina za svaki od k gradova, odnosno određivanje različitih elemenata skupova mogućih termina za dodelu svitaca u svakom od gradova, Di, i=1,...,k.
LL@(18165) This problem, known as the system of distinct representatives SDR, Š16Ë and Š17Ë is defined in different ways. => Ovaj problem, poznat kao sistem različitih predstavnika (system of distinct representatives SDR) Š16Ë i Š17Ë, definisan je na različite načine.
LL@(18166) Here it will be defined in accordance with the concrete problem of defining the time schedule for the campaign. => Ovde će biti definisan u skladu sa konkretnim problemom određivanja vremenskog rasporeda sprovođenja akcije.
LL@(18167) The SDR problem is modified by the requirement that, if possible, the difference between the representatives, or the time interval between two distributions be not more than r. => SDR problem je modifikovan zahtevom da, ukoliko je moguće, razlika između predstavnika, odnosno vremenski razmak između dve dodele bude najviše .
LL@(18168) This problem is analysed in Š18Ë, where it got its name, the system of distinct representatives. => Ovakav problem je razmatran u Š18Ë, gde je nazvan system of distinct representatives.
LL@(18169) In accordance with the above introduced notation, let y1 be the term (date) in which the FIREFLY campaign k will be carried out in the i-city, . y D i , i 1,..., ∈ = i The condition of continuity can be written as follows: 1,..., r i , k i , − ≥ ≠ = y y j j , i j (2) In order to model the continuity requirement, it is necessary that k(k 1) be introduced by binary variables . δ ij 1,..., k i , i j , ≠ = j , where m is the value that is always higher than yi yj. => U skladu sa ranije uvedenom notacijom, neka je: y1- termin (datum) u kome će se u i-tom gradu sprovesti akcija SVITAC, . y D i , i 1,..., ∈ = k i Uslov kontinuiteta se može izraziti na sledeći način: − y i y j ≥ r i , , j = 1,..., k i , ≠ j (2) Da bi se modelirao zahtev kontinuiteta, potrebno je uvesti k(k 1) pomoćnih binarnih promenljivih δ ij 1,..., k i , i j , = ≠ . j , δ ij  ako je  =  0 ako je   ≤ ≤ y r i m y i − − ≤ y m j ≤ − y r j      − gde je vrednost koja je uvek veća od yi yj.
LL@(18170) In the problem of firefly distribution, the parametre m has a real interpretation and means a maximum time interval between two distributions. => U problemu dodele SVITACA, parametar ima realnu interpretaciju i predstavlja maksimalni vremenski razmak između dve dodele.
LL@(18171) If timetabling is done for all of the n days, the value of the parametre m is n 1. => Ukoliko se timetabling vrši za svih dana, vrednost parametra je .
LL@(18172) This parametre, however, allows for defining the time schedule for a shorter period as well. => Međutim, ovaj parametar omogućava određivanje tvremenskog rasporeda i za kraći period.
LL@(18173) If m = q 1, q < n, then, in the observed period of n days, with the respective values of the parametres r and p (see the subtitle below) the timetable for the period of q days will be obtained. => Ukoliko je m = q 1, q < n, onda će se u posmatranom periodu od dana, uz odgovarajuće vrednosti parametara r i p (videti sledeći podnaslov) dobiti vremenski raspored za period od q dana.
LL@(18174) Now the condition that the campain should be carried out on a different day and in relatively equal time intervals can be written as follows: y i y i − − − ⋅ δ y m j ij δ − ⋅ y r ij j + ⋅ − r (1 + ⋅ − m (1 δ ij δ ij ) ) ≤ ≥ 0, 0, i i , , = = j j 1,..., 1,..., k i , k i , ≠ ≠ j , j , (3) (4) Since the variable is the term (date) on which the campaign will be carried out in the i-city, it is possible to define the arrangement between certain cities. => Sada se uslov da u svakom gradu treba sprovesti akciju različitog dana i u približno jednakim vremenskim razmacima, može izraziti pomoću sledećih uslova: y i y i − − − ⋅ δ y m j ij δ − ⋅ y r ij j + ⋅ − r (1 + ⋅ − m (1 δ ij δ ij ) ) ≤ ≥ 0, 0, i i , , = = j j 1,..., 1,..., k i , k i , ≠ ≠ j , j , (3) (4) S obzirom da promenljiva predstavlja termin (datum) u kome će se u i-tom gradu sprovesti akcija, moguće je definisati poredak između pojedinih gradova.
LL@(18175) Thus, for example, the condition means that the distri y≤ y bution in the city number 7 cannot be arranged before the distribution in the city number 3 is completed. => Tako, na primer, uslov: znači da se dodela u gradu broj 7 ne sme izvršiti pre dodele u gradu broj 3. y≤ y 4.3.2.
LL@(18176) 4.3.2. ~~~ Uniformity of the campaign The uniformity is seen in approximately equal number of distributions per term (day) if the initial parametres are such that a number of distributions can (have to) be organized in one day. => Ravnomernost sprovođenja akcije Ravnomernost je izražena približno jednakim brojem dodela u jednom terminu (danu), ukoliko su početni parametri takvi da u jednom danu može (mora) da se odigra veći broj dodela svitaca.
LL@(18177) This goal is set because of the condition of a uniform arrangement of organizational capacities. => Ovaj cilj je postavljen zbog uslova ravnomernog raspoređivanja organizacionih kapaciteta.
LL@(18178) Let n be the number of elements of the set D, and let p be the parametre that represents the desired number of distributions in one day. => Neka je n broj elemenata skupa D a p parametar koji predstavlja željeni broj dodela u jednom danu.
LL@(18179) The uniformity can formally be expressed by the requirement that the number of distributions in one day should not exceed:   k =     n (5) p . => Ravnomernost se može formalno izraziti zahtevom da broj dodela svitaca u jednom danu bude najviše:  k =   n (5)    p .
LL@(18180) On the basis of (5) a conclusion can be drawn that the largest number of firefly distributions in a city in one day can be scheduled in case the number of days n scheduled for the campaign is larger than the number of cities k, that is, in the largest number of p cities when the number of days n for the campaign is smaller than the number of cities k. => Na osnovu izraza (5) može se zaključiti da će se u jednom danu vršiti najviše dodela svitaca u jednom gradu u slučaju kada je broj dana za sprovođenje akcije n veći od broja gradova k, odnosno u najviše p gradova kada je broj dana za sprovođenje akcije n manji od broja gradova k.
LL@(18181) In order that the uniformity requirement should be modelled, it is necessary to introduce auxiliary binary variables Š19Ë: k s D , 1,..., ∈ = i , isx The condition of uniformity can now be written as follows: ∑ is x ∑k p s D , 1,..., k (6) ∈ s D ∈ 1, = = ≤ i x is (7) = i The condition (6) ensures that the distribution is effected exactly once in each city, while the condition (7) ensures that the campaign is carried out in a uniform way. ~~~ 5. => Da bi se modelirao zahtev ravnomernosti, potrebno je uvesti k . n pomoćnih binarnih promenljivih isx k s D , 1,..., Š19Ë: ∈ = i ,      ako se raspodela vrši ako se raspodela vrši i s u gradu tog dana u gradu i s tog dana 0 inaèe inače −      isx = Uslov ravnomernosti se sada može izraziti na sledeći način: ∑ is x ∑k p s D , 1,..., k (6) ∈ s D ∈ 1, = ≤ = (7) i x is = i Uslovom (6) obezbeđuje se da se u svakom gradu dodela izvrši tačno jednom a uslovom (7) se obezbeđuje ravnomernost sprovođenja akcije. 5.
LL@(18182) Timetabling model formulation The term plan of the FIREFLY campaign is meant to achieve two goals, as mentioned above. => Formulacija modela određivanja vremenskog rasporeda Termin planom sprovođenja akcije SVITAC žele se, kako je prethodno opisano, postići dva cilja: kontinuitet i ravnomernost.
LL@(18183) The success in achieving these goals depends on the ratio between the number of days n scheduled for the campaign and the number of cities k, as well as on the available terms in the cities (Di, i=1,...,k). => Ispunjenje ovih ciljeva zavisi od odnosa broj dana za sprovođenje akcije i broja gradova , kao i od raspoloživih termina u gradovima (Di, i=1,...,k).
LL@(18184) The FIREFLY campaign, how ever, will be carried out even if it is not possible to achieve the goals entirely, and even if the conditions (3), (4) and (7) cannot be satisfied. => Međutim, akcija SVITAC će se sprovesti i ako nije moguće u potpunosti ispuniti ciljeve, odnosno i ukoliko nije moguće zadovoljiti uslove (3), (4) i (7).
LL@(18185) Hence the problem of timetabling will be modelled by the mathematical model of weighted goal programming (WGP) Š20Ë. => Zbog svega navedenog, problem određivanja vremenskog rasporeda biće modeliran matematičkim modelom težinskog ciljnog programiranja (weighted goal programming) (WGP) Š20Ë.
LL@(18186) Prior to formulating the model it is necessary that additional parametres be introduced. => Pre formulisanja modela potrebno je uvesti još neke parametre i relacije.
LL@(18187) In modelling continuity and uniformity two types of variables were introduced: the integer that represents the term (date) when the campaign will be organized in the i-city, and that denotes whether the distribution is in the city i on the day s or not. => Prilikom modeliranja kontinuiteta i ravnomernosti uvedene su dve vrste promenljivih: celobrojna koja predstavlja termin (datum) u kome će se u i-tom gradu sprovesti akcija, i koja određuje da li se dodeljivanje vrši u gradu i dana s ili ne.
LL@(18188) The relation that connects these two variables is: ∑i − y ⋅ s x is 1,..., 0, = = k i (8). ∈ s D In the campain participants coordination phase, a set Di is defined, the set of terms in which the firefly distribution can be organized in a i-city (i=1,...,k). => Relacija koja povezuje ove dve promenljive je: ∑i − ⋅ s x is 1,..., 0, = = k y i (8). ∈ s D U fazi koordinacije učesnika kampanje za svaki grad definisan je skup Di, skup termina u kojima se u i-tom gradu (i=1,...,k) može izvršiti dodeljivanje svitaca.
LL@(18189) On the basis of all Di, the parametre can be defined as follows: k s D , 1,..., isa ∈ = i , Now the condition that the firefly distribution can be organized in each city only on a day when it is possible can be expressed by the condition: ∑ is a x is ∈ s D 1,..., (9) 1, = = k i On the basis of the already introduced parametres, goals and conditions, the following WGP model is formulated: k k ∑ ∑ = j i = 1, j ≠ − w d ij − ij + i min = z p.o. k k ∑ ∑ = i j = 1, ≠ j + w d ij + ij + i ∑ ∈ s D + v d s + s + ⋅ − (1 r δ ij ) − d + ij ≤ 0, − ⋅ − 1) (1 δ ij ) + d − ij ≥ 0, , , δ ij j n ( j = p s D (21) , ∈ − ⋅ − − n y y 1) ( j i ≠ = k i i j 1,..., , , + δ − − ⋅ y y r ij j i = ≠ k i i j , , 1,..., ∑k x is ∑ is x ∑ is a x is − d s ∈ s D 1, 1, = − = = + = d + s i i = i ∈ s D 1,..., k 1,..., k ∑i − y ∈ s D ≥ y i 0, i δ ij ∈ ⋅ s x is = 0, i = 1,..., k = k 1,..., = i j š0,1ć, , 1,..., k i , ≠ j x is ∈ š0,1ć, i = 1,..., k s D , ∈ + d ij , d − ij ≥ 0, i j , = 1,..., k i , ≠ j d d , , + s − s ≥ 0, ∈ s D The function of the goal is the minimum deviation from the set goals (3), (4) and (7). => Na osnovu svih Di, može se definisati parametar isa isa ako raspodela može vršiti ako raspodela može vršiti i s u gradu togdana u gradu i s tog dana 0 inaèe inače na sledeći način: k s D ,      1,...,      ∈ = − = i , . ~~~ Sada se uslov da se u svakom gradu raspodela svitaca vrši samo nekog od dana kada je to moguće, može izraziti uslovom: ∑ is a x is ∈ s D 1,..., (9) 1, = = k i Na osnovu ranije uvedenih parametara, ciljeva i uslova, formulisan je sledeći WGP model: min = z k k ∑ ∑ = j = 1, j ≠ i − w d ij − ij + i k k ∑ ∑ = i j = 1, ≠ j + w d ij + ij + i ∑ ∈ s D + v d s + s + ⋅ − (1 r δ ij ) − d + ij ≤ 0, − ⋅ − 1) (1 δ ij ) + d − ij ≥ 0, , , δ ij j n ( j = p s D (21) , ∈ d + s = i − + − d s p.o. − ⋅ − − n y y 1) ( j i ≠ = k i i j 1,..., , , δ + − − ⋅ y y r ij j i ≠ = k i i j , , 1,..., ∑k x is ∑ is x ∑ is a x is ∑i − y ∈ s D ≥ i y 0, i δ ij k 1,..., = i j š0,1ć, , ⋅ s x is ∈ s D ∈ s D ∈ 1, 1, = = = = = = i i 1,..., k 1,..., k 0, = i 1,..., k 1,..., k i , ≠ j x is ∈ š0,1ć, i = 1,..., k s D , ∈ + d d ij , − ij ≥ 0, i j , = 1,..., k i , ≠ j d d , , + s − s ≥ 0, ∈ s D Funkciji cilja predstavlja minimum odstupanja od postavljenih ciljeva (3), (4) i (7).
LL@(18190) 5.1. => 5.1.
LL@(18191) Optimization results On the basis of the available data on the cities and the scope of the campaign, the plan was devised for the FIREFLY campaign to be carried out in ten cities in Serbia in 2010. => Rezultati optimizacije Na osnovu raspoloživih podataka o gradovima i opsegu kampanje, napravljen je plan sprovođenja akcije SVITAC u deset gradova Srbije, za 2010. godinu.
LL@(18192) September was the time period for the campaign and three possible scenarios were analysed: 1. => Za sprovođenje akcije izabran je mesec septembar i razmatrana su tri moguća scenarija:
LL@(18193) Campaign is organized during the whole month; 2. ~~~ Campaign is organized during the first two weeks in Septemper; 3. ~~~ Campaign is organized in the last two weeks in September. => 1. akcija se sprovodi u toku celog meseca, 2. akcija se sprovodi u prve dve sedmice septembra i 3. akcija se sprovodi u poslednje dve sedmice septembra.
LL@(18194) We contacted all the participants in the campaign and found out that all of them, with the exception of heads of school directorates, are always available. => Konataktiranjem svih učesnika akcije, utvrđeno je da su svi učesnici, osim načelnika školskih uprava, uvek raspoloživi.
LL@(18195) Given that the limiting factor is that of the heads of school directorates availability in the cities in which the FIREFLY campaign will be organized, the data were collected and systematized. => S obzirom na to da je ograničavajući faktor raspoloživost načelnika školskih uprava u gradovima u kojima će se akcija Svitac odvijati, izvršeno je prikupljanje i sistematizovanje tih podataka.
LL@(18196) The data shown in Table 1 were obtained in direct contacts: Table 1. => Direktnim kontaktima dobijeni su podaci prikazani u tabeli 1:
LL@(18197) Availability of heads of school directorates City Valjevo Zajecar Zrenjanin Jagodina Zvecan Kragujevac Krusevac Nis Novi Sad Pozarevac Days in the week Friday Tuesday and Wednesday Monday Wednesday and Thursday Friday Wednesday Wednesday Monday, Wednesday and Monday and Tuesday Wednesday and Thursday On the basis of the heads availability criterion ,a date calendar was devised for September, when the campaign is possible to be organized in the chosen cities. => Tabela 1. ~~~ Raspoloživost načelnika školskih uprava Grad Valjevo Zajecar Zrenjanin Jagodina Zvecan Kragujevac Krusevac Nis Novi Sad Pozarevac Dani u nedelji Petkom Utorkom i sredom Ponedeljkom Sredom i ćetvrtkom Petkom Sredom Sredom Ponedeljkom, sredom i Ponedeljkom i utorkom Sredom i ćetvrtkom Na osnovu kriterijuma raspoloživosti Načelnika, formiran je kalendar datuma u septembru kada je moguće održavanje akcije u gradovima.
LL@(18198) Table 2 presents the table of input parametres that contains 21 work days. => U tabeli 2 je prikazana tabela ulaznih parametara u kojoj je 21 radni dan.
LL@(18199) All holidays were left out, and so was the 1st September since on that day only the central celebration is held. => Izostavljeni svi neradni dani. kao i 1. septembar jer se tada održava samo centralna proslava.
LL@(18200) Table 2 o v e j l a V r a c e j a Z . o N e t y a a D D 2/09 3/09 1 6/09 7/09 8/09 9/09 10/09 1 13/09 14/09 1 10 15/09 1 11 16/09 12 17/09 1 13 20/09 14 21/09 1 15 22/09 1 16 23/09 17 24/09 1 18 27/09 19 28/09 1 20 29/09 1 21 30/09 n i n a j n e r Z a n i d o g a J n a c e v Z c a v e j u g a r K c a v e s u r K s i N d a S i v o N c a v e r a ž o P The optimum time periods for the SVITAC distribution in the cities, for all three scenarios (Table 3), were obtained by applying the mathematical model of goal programming described in this paper. => Tabela 2. a n a d . r b . ~~~ R o v e j l a V r a c e j a Z i n n a j n e r Z i a n d o g a J n a c e v Z m u t a D 2.09. 3.09. 1 6.09. 7. 09. 8. 09. 9.09. 10.09. 1 13.09. 14.09. 15.09. 16.09. 17.09. 1 20.09. 21.09. 22.09. 23.09. 24.09. 1 27.09. 28.09. 29.09. 30.09. c a v e j u g a r K c a v e s u r K s i N d a S i v o N c a v e r a ž o P Primenom matematičkog modela ciljnog programiranja, opisanog u ovom radu, dobijeni su optimalni vremenski rasporedi dodele SVITACA po gradovima, za sva tri scenarija (Tabela 3).
LL@(18201) The values in the Table do not present the dates in September, but the ordinal number of the work day in September. => Vrednosti u tabeli ne predstavljaju datume u septembru, već redni broj radnog dana u toku septebra.
LL@(18202)  => U sva tri scenarija zadovoljeni su oba cilja: kontinuitet i ravnomernost sprovođenja akcije.
LL@(18203)  => Izbor scenarija koji će biti primenjen zavisi od strategije komunikacije, odnosno: identifikovane primarne ciljne grupe javnosti, raspoloživosti medijskog prostora i planirane medijske pokrivenosti konkretnog događaja.
LL@(18204) Table 3. => Tabela 3.
LL@(18205) Timetable of FIREFLY distribution o i r a n e c S o i r a n e c S Valjevo Zajecar Zrenjanin Jagodina Zvecan Kragujevac Krusevac Vranje Nis Novi Sad Požarevac o i r a n e c S Figure 1 presents the timetable of the 1st scenario by which the fireflies are distrubuted throughout September: S cenario 1 s n o i t u b i r t s d i f o o N 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 days Figure 1. => Rasporedi dodele SVITACA 6. ~~~ Zaključak o i r a n e c S o i r a n e c S o i r a n e c S Valjevo Zajecar Zrenjanin Jagodina Zvecan Kragujevac Krusevac Vranje Nis Novi Sad Požarevac Na slici 1 je prikazan vremenski raspored 1. scenarija po kome se SVICI dodeljuju tokom celog septembra, Scenario 1 s n o i t u b i r t s d i f o o N 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 d ays Slika 1.
LL@(18206) Solution to 1st scenario Figure 2 presents the timetable of the 2nd and 3rd scenarios, the timetably by which the fireflies are distributed during the first (blue) or during the second (red) halves of September. s n o i t u b i r t s d i f o o N 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 days Scenario 2 Scenario 3 Figure 2. => Rešenje 1. scenarija Slika 2 prikazuje vremenski raspored po 2. i 3. scenariju, odnosno, raspored kada se SVICI dodeljuju tokom prve (plavo) i tokom druge (crveno) polovine septembra. s n o i t u b i r t s i d f o o N 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 d ays Scenario 2 S cenario 3 Slika 2.
LL@(18207) Solutions to 2nd and 3rd scenarios Both goals are achieved by any of the thre scenarios: the continuity and the uniformity of the campaign. => 
LL@(18208) The selection of the scenario to be implemented depends on the communication strategy, or on the identified primary target group of the public, the availability of the media and the coverage of a concrete event. => 
LL@(18209) 6. ~~~ Conclusion The paper described the methodology of planning the execution of a socially responsible campaign FIREFLY, with a multiple special event. => Rešenja 2. i 3. scenarija U ovom radu opisana je metodologija planiranja sprovođenja društveno korisne akcije SVITAC, sa višestrukim specijalnim događajem.
LL@(18210) The scope of the campaign is planned to be defined on a strategic level; the executive level is responsible for the coordination of the participants in the campaign, and the operational level is in charge of creating the timetable of the campaign. => Predviđeno je da se na strateškom nivou određuje opseg akcije, na izvršnom nivou vrši koordinacija učesnika akcije i na operativnom nivou kreira vremenski raspored sprovođenja akcije.
LL@(18211) The problem of timetabling is modelled by the mathematical model of goal programming which minimizes the deviation from the goal: the continuity and the uniformity of the camaign set for this particular campaign. => Problem određivanja vremenskog rasporeda modeliran je matematičkim modelom ciljnog programiranja kojim se minimizira odstupanje od ciljeva: kontinuitet i ravnomernost sprovođenja akcije koji su postavljeni za konkretnu akciju.
LL@(18212) On the basis of the devised WGP model it is possible to simulate different scenarios for the execution of the FIREFLY campaign, and these refer to the scope of the campaign (the number of cities and the time period of the whole campaign). => Na osnovu formiranog WGP modela, moguće je simulirati različite scenarije sprovođenja akcije SVITAC, koji se odnose na: opseg akcije (broj gradova i vremenski period čitave akcije).
LL@(18213) The possibility of the model implementation is illustrated by the plans of distribution defined for 2010. => Mogućnost primene modela ilustrovana je planovima dodele koji su određeni za 2010. godinu.
LL@(18214) The model defines the optimum time schedule for the given input data, however, the precondition for the success of the campaign is that the goals are qualitatively set in advance, which is not possible to include in the model itself. => Model određuje optimalan vremenski raspored za date ulazne podatke, ali je preduslov uspeha akcije i prethodno kvalitativno postavljanje ciljeva, koje nije moguće uključiti u sam model.
LL@(18215) That would ensure not only the efficiency, but also the effectiveness of the campaign. => Time bi se, osim efikasnosti, obezbedila i efektivnost sprovedene akcije.
LL@(18216) The concrete effects are reflected in the timing of the campaign, that is, linking the beginning of the campaign with the concrete social situation, the need to specify communication goals for a particular city or region, etc. => Konkretni efekti se mogu ogledati u: pravovremenosti akcije, odnosno vezivanju početka akcije za konkretnu društvenu okolnost., zatim potrebi da se komunikacijski ciljevi specificiraju za konkretan grad ili region i sl.
LL@(18217) In their future work the authors will experiment with different methods and methodologies in solving a given model and explore the possibility of the model implementation in a broader field of integrated marketing communication and management event. => U daljem radu, autori će eksperimentisati sa različitim metodama i metodologijama za rešavanje postavljenog modela i istraživati mogućnost primene modela na šire oblasti integrisane marketinške komunikacije i menadžment događaja.
LL@(18218) REFERENCE Š1Ë Kotler P, Lee N, Corporate Social Responsibility: Doing the most Good for Your Company and Your Cause, 4th edition, John Wiley and Sons, Inc. Hoboken, New Jersey 2005. => LITERATURA Š1Ë Kotler P, Lee N, Corporate Social Responsibility: ~~~ Doing the most Good for Your Company and Your Cause, 4th edition, John Wiley and Sons, Inc.
LL@(18219) Š2Ë Schniederjans M. J, Goal programming methodology and applications. ~~~ Kluwer publishers, Boston, 1995. => Hoboken, New Jersey 2005. Š2Ë Schniederjans M. J, Goal programming methodology and applications.
LL@(18220) Š3Ë Badri M. A, Davis D. L, Davis D. F, Hollingsworth J, A multi-objective course scheduling model: combining faculty preferences for courses and times, Computers and Operations Research, Volume 25, Number 4, pp. 303-316, 1998. => Kluwer publishers, Boston, 1995. Š3Ë Badri M. A, Davis D. L, Davis D. F, Hollingsworth J, A multi-objective course scheduling model: combining faculty preferences for courses and times, Computers and Operations Research, Volume 25, Number 4, pp. 303-316, 1998.
LL@(18221) Š4Ë Mirrazavi S. K, Mardle S. J, and Tamiz M, A TwoPhase Multiple Objective Approach to University Timetabling Utilising Optimisation and Evolutionary solution methodologies, The Journal of the Operational Research Society, Vol. 54, No. 11, pp. 1155-1166, 2003. => Š4Ë Mirrazavi S. K, Mardle S. J, and Tamiz M, A TwoPhase Multiple Objective Approach to University Timetabling Utilising Optimisation and Evolutionary solution methodologies, The Journal of the Operational Research Society, Vol. ~~~ 54, No. 11, pp. 1155-1166, 2003.
LL@(18222) Š5Ë Urban T. L, Russell R. A, Scheduling sports competitions on multiple venues European Journal of Operational Research Volume 148, Pages 302-311, 2003. => Š5Ë Urban T. L, Russell R. A, Scheduling sports competitions on multiple venues European Journal of Operational Research Volume 148, Pages 302-311, 2003.
LL@(18223) Š6Ë Kwak, N. K, Lee C, A Linear Goal Programming Model for Human Resource Allocation in a HealtCare Organization, Journal of Medical Systems, Vol. 21, No. 3, pp. 129-140 1997. => Š6Ë Kwak, N. K, Lee C, A Linear Goal Programming Model for Human Resource Allocation in a HealtCare Organization, Journal of Medical Systems, Vol. ~~~ 21, No. 3, pp. 129-140 1997.
LL@(18224) Š7Ë Azaiez M. N, A 0-1 goal programming model for scheduling, Computers&Operations nurse Research 32, pp. 491-507, 2005. => Š7Ë Azaiez M. N, A 0-1 goal programming model for nurse scheduling, Computers&Operations Research 32, pp. 491-507, 2005.
LL@(18225) Š8Ë Mathirajan M, Ramanathan R, A (01) goal programming model for scheduling the tour of a marketing executive, European Journal of Operational Research Volume 179, pp. 554-566, 2007. => Š8Ë Mathirajan M, Ramanathan R, A (01) goal programming model for scheduling the tour of a marketing executive, European Journal of Operational Research Volume 179, pp. 554-566, 2007.
LL@(18226) Š9Ë Kalpic D, Baranovic M, Mornar V, Case Study Based on a Multi-Period Multi-Criteria Production Planning Model, of Operational Research 87, pp. 658669, 1995. ,European Journal Š10Ë Mann H. B, Ryser H. J. Systems of distinct representatives, Amer. => Š9Ë Kalpic D, Baranovic M, Mornar V, Case Study Based on a Multi-Period Multi-Criteria Production Planning Model, ,European Journal of Operational Research 87, pp. 658669, 1995. Š10Ë Mann H. B, Ryser H. J. Systems of distinct representatives, Amer. ~~~ Math.
LL@(18227) Math. Monthly vol. 60 (1953) pp. 397-401. ~~~ Š11Ë I. Anderson. => Monthly vol. 60 (1953) pp. 397-401. Š11Ë I. Anderson.
LL@(18228) Combinatorics of finite sets. => Combinatorics of finite sets.
LL@(18229) Dover Publications Inc., Mineola, NY, 2002. => Dover Publications Inc., Mineola, NY, 2002.
LL@(18230) Corrected reprint of the 1989 edition. => Corrected reprint of the 1989 edition.
LL@(18231) Š12Ë Cameron P. J, The Encyclopaedia of Design Theory: Systems of distinct representatives, 2003 http://designtheory.org/library/encyc/topics/sdr.pdf Š13Ë Filipović V, Kostić-Stanković M, Odnosi s javnošću, FON Menadžment, Beograd, 2008. => Š12Ë Cameron P. J, The Encyclopaedia of Design Theory:
LL@(18232) Š14Ë Aras G, Crowther D, A Handbook of Corporate Governance and Social Responsibility, Gower, UK, 2010. ~~~ Š15Ë Wilcox D, Cameron G, Public relations: strategies and tactics, 9th edn., Pearson Education Inc, Boston. ~~~ 2009. => Systems of distinct representatives, 2003 http://designtheory.org/library/encyc/topics/sdr.pdf Š13Ë Filipović V, Kostić-Stanković M, Odnosi s javno šću, FON Menadžment, Beograd, 2008. Š14Ë Aras G, Crowther D, A Handbook of Corporate Governance and Social Responsibility, Gower, UK, 2010. Š15Ë Wilcox D, Cameron G, Public relations: strategies and tactics, 9th edn., Pearson Education Inc, Boston.
LL@(18233) Š16Ë Mann H. B, Ryser H. J, Systems of distinct representatives, Amer. => 2009. Š16Ë Mann H. B, Ryser H. J, Systems of distinct representatives, Amer.
LL@(18234) Math. Monthly vol. 60 (1953) pp. 397-401. ~~~ Š17Ë Anderson I, Combinatorics of finite sets. => Math. ~~~ Monthly vol. 60 (1953) pp. 397-401. Š17Ë Anderson I, Combinatorics of finite sets.
LL@(18235) Dover Publications Inc., Mineola, NY, 2002. => Dover Publications Inc., Mineola, NY, 2002.
LL@(18236) Corrected reprint of the 1989. edition Š18Ë Fialaa J, Kratochvíla J, Proskurowskib A, Systems of distant representatives, Discrete Applied Mathematics 145, pp 306 316, 2005. ~~~ Š19Ë Nemhauser G. L, Wolsey L. A, Integer and combinatorial optimization, Wiley-Interscience, New York, NY, 1988. => Corrected reprint of the 1989. edition Š18Ë Fialaa J, Kratochvíla J, Proskurowskib A, Systems of distant representatives, Discrete Applied Mathematics 145, pp 306 316, 2005. Š19Ë Nemhauser G. L, Wolsey L. A, Integer and combinatorial optimization, Wiley-Interscience, New York, NY, 1988. Š20Ë Schniederjans M. J, Goal programming methodology and applications, Kluwer publishers, Boston, 1995.
LL@(18237) Š20Ë Schniederjans M. J, Goal programming methodology and applications, Kluwer publishers, Boston, 1995. => Merenje kvaliteta bankarskih usluga u bankarskom poslovanju u Libiji UDK:
LL@(18238) Measuring the Quality of Banking Services in Banks Operating in Libya UDC: 658.8:336.71(612) ; 005.6:336.717(612) Mohamed M. Alsakit Abulgasem1, Radmila Janičić1, Vinka Filipović1, Mirjana Gligorijević2 1 Faculty of Organizational Sciences, University of Belgrade 2 Faculty of Economics, University of Belgrade The aim of the study is to measure the service quality of the banking system in Libya and to determine the importance of the service quality items. => 658.8:336.71(612) ; 005.6:336.717(612) Mohamed M. Alsakit Abulgasem1, Radmila Janičić1, Vinka Filipović1, Mirjana Gligorijević2 1 Fakultet organizacionih nauka, Univerzitet u Beogradu 2 Ekonomski fakultet, Univerzitet u Beogradu Cilj ove studije jeste da izmeri kvalitet usluga koje pruža bankarski sistem u Libiji i da odredi značaj kvaliteta pojedinačnih usluga.
LL@(18239) In addition, the study measures the relationship between the banking service quality and clients satisfaction. => Pored toga, u studiji merimo odnos između kvaliteta bankarskih usluga i zadovoljstva klijenata.
LL@(18240) The sample of the study includes (325) questionnaires. => Uzorak na kojem je studija sprovedena obuhvata 325 upitnika.
LL@(18241) The study concludes that understanding the clients expectations is very important in the provision of a better banking service quality as well as in achieving clients satisfaction. ~~~ Furthermore, the measurement of service quality and the clients perception of the service are considered to be the main approach to the development and improvement of the banking service quality. => Da bismo obezbedili bolji kvalitet bankarskih usluga i postigli veće zadovoljstvo klijenata, navodi se u zaključku studije, veoma je važno da razumemo šta klijenti očekuju. [ta više, smatra se da merenje kvaliteta usluge i klijentovo viđenje te usluge predstavljaju glavni pristup razvijanju i unapređenju kvaliteta bankarskih usluga.
LL@(18242) In addition, the findings also show a significant relationship between the clients satisfaction and the service quality provided. => Studija je takođe pokazala da je odnos između zadovoljstva klijenta i kvaliteta usluge koja mu se pruža veoma značajan.
LL@(18243) Furthermore, the clients continuous dealing with banks and their loyalty depends mainly on the understanding of the provided service quality. => Trajanje saradnje i lojalnost koju klijenti pokazuju banci uglavnom zavisi od shvatanja kvaliteta pružene usluge.
LL@(18244) In this paper we use the SERVQUAL model in order to measure the service quality that contributes to customer satisfaction and to his loyalty to a bank. => Za merenje kvaliteta usluge od koga zavisi zadovoljstvo klijenta i njegova lojalnost banci u ovom radu smo koristili SERVQUAL model.
LL@(18245) Since there has been no studies dealin with this topic so far, this one will be very interesting and useful for the banking sector in Libya. => Pošto do sada nije urađena ni jedna studija u ovoj oblasti, smatramo da će ovaj rad biti vrlo interesantan i koristan za bankarski sektor u Libiji.
LL@(18246) The topic of this paper is a theoretical and practical analysis of measuring the service quality in the banking sector in Libya. => Tema ovog rada je teorijska i praktična analiza merenja kvaliteta usluga u bankarskom sektoru u Libiji.
LL@(18247) Measuring the quality of banking services is one of the basic indicators of the banks quality and it can contribute to the improvement of banking services. => Merenje kvaliteta bankarskih usluga predstavlja jedan od osnovnih pokazatelja kvaliteta banke i doprinosi poboljšanju bankarskih usluga.
LL@(18248) By using the various tools, advanced tools and modern technology in operations and marketing activities with regard to communications, marketing and information technology, service delivery and completion of marketing operations across multiple devices come to the forefront position of marketing banking services to the various parties through these means. => Primenom različitih instrumenata, naprednih alata i moderne tehnologije u poslovnim i marketinškim aktivnostima, a u sprezi sa komunikacijama, marketinškom i informacionom tehnologijom, pružanje usluga i marketing na različite i višestruke načine izbija u prvi plan aktivnosti kada se radi o marketingu bankarskih usluga različitim zainteresovanim stranama.
LL@(18249) Introduction During the past decade, the online service industry has witnessed tremendous growth, much of it spurred by the Internet revolution. => Uvod Delatnost u oblasti pružanja usluga on-line se tokom poslednje decenije razvila u neslućenim razmerama, što je uglavnom posledica revolucije u oblasti interneta.
LL@(18250) Especially, the potential of the Web as a commercial medium is widely recognized and the growth in online service industries such as online banking has increased rapidly. => Potencijali Mreže kao komercijalnog medijuma se sve više prepoznaju i uvažavaju širom sveta što za posledicu ima i sve brži rast on-line delatnosti kao što je on-line bankarstvo.
LL@(18251) In addition to the Internet companies, traditional organizations are investing huge amounts of money and effort into information systems to provide online services through the Web. => Pored internet firmi, i tradicionalne kompanije investiraju velike količine novca i truda u informacione sisteme kako bi obezbedile on-line usluge preko Mreže.
LL@(18252) There are many researchers in the world who have been interested in the topic of measuring the service quality. => U svetu se veliki broj istraživača bavi merenjem kvaliteta usluga.
LL@(18253) They have approached the topic from different angles bearing in mind the methods for measuring the quality of service, as well as the various relations between the bank employees and customers. => Oni ovoj temi pristupaju sa različitih aspekata imajući u vidu metode za merenje kvaliteta usluge, različite odnose između zaposlenih u banci i klijenata.
LL@(18254) All these contribute to the improvement of the service quality level which is meant to meet the customers demands. => Sve ovo doprinosi poboljšanju nivoa kvaliteta usluge u cilju postizanja zahteva klijenata.
LL@(18255) The objective of this paper is to observe whether the service quality of banks in Libya is satisfactory or whether they need to improve it. => Naš cilj u ovom radu jeste da utvrdimo da li kvalitet usluge u libijskim bankama zadovoljava ili je potrebno da se bankarski sistem dalje usavršava.
LL@(18256) This paper will be interesting for Libyan banks because it explains how to measure the service quality in the banking system. => Rezultati će svakako biti interesantni za libijske banke zato što će im pokazati kako da izmere kvalitet usluga u bankarskom sistemu.
LL@(18257) The measuring will improve their operations and attract more customers to their services. => Ova merenja će im pomoći da poboljšaju uslugu i privuku veći broj korisnika.
LL@(18258) In this paper we use the SERVQUAL model and its five elements to show how the service quality can be measured. => Za merenje kvaliteta usluge u radu koristimo SERVQUAL model i njegovih pet elemenata.
LL@(18259) The measuring of service quality is contemporary in the world and in our analysis we will follow the various activities in the contemporary trends in line with the current era and its variables. => Merenje kvaliteta usluge predstavlja savremen pristup u svetu i tokom naše analize pratićemo različite aktivnosti u modernim trendovima danas i u svim varijetetima.
LL@(18260) Intensifying competition and rapid deregulation have led many service and retail businesses to seek profitable ways to differentiate themselves. => Sve veća kon kurencija i ubrzana deregulacija navele su mnoge uslužne firme i firme koje rade sa stanovništvom da traže profitabilne načine da se istaknu u odnosu na konkurente.
LL@(18261) One strategy that has been related to success in these businesses is the delivery of high service quality and its measurement. => Jedna od strategija koja ovim firmama pomaže da postignu uspeh jeste pružanje visokokvalitetne usluge i merenje te usluge.
LL@(18262) This will be of great importance for the Libyan banking sector. => Za bankarski sektor u Libiji ovo će biti od velike važnosti.
LL@(18263) SERVQUAL model is used here as the optimum one for measuring the quality of services. => SERVQUAL model je primenjen kao optimalni model za merenje kvaliteta usluge.
LL@(18264) The starting hypothesis was that SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels. => Polazna hipoteza bila je da se SERVQUAL model može prilagoditi tako da meri kvalitet usluge u bankarskom sektoru, primenom i konvencionalnih i elektronskih kanala.
LL@(18265) Also, the paper analyzes the hypotheses that the quality of services in the banking sector will affect the processes of providing services, consumer experience and the results of services provided, as well as that there is a difference in the level of banking services quality as perceived by consumers, depending on the age of the consumers and the number of years of banks operations. => U radu takođe analiziramo hipotezu da će kvalitet usluga u bankarskom sektoru uticati na procese pružanja usluga, na iskustvo klijenata i na rezultate pruženih usluga; isto tako, i da postoji razlika u nivou bankarskih usluga kako ih vide klijenti, a u zavisnosti od starosnog doba klijenata i od broja godina koliko banka posluje.
LL@(18266) It is highlighted in the paper that SERVQUAL method describes the service quality as the discrepancy between consumers expectations for a service offered and the consumers perceptions of the service received, requiring respondents to answer questions about both their expectations and their perceptions. => U radu naglašavamo da SERVQUAL model opisuje kvalitet usluge kao razliku između toga kako klijent očekuje da dobije uslugu i njegovog viđenja o tome kako mi je usluga pružena, i ispitanike smo zamolili da odgovore na pitanja koje su obuhvatila kako njihova očekivanja, tako i njihova viđenja.
LL@(18267) For the purposes of the research, SERVQUAL model was used to assess the quality of banking services. => Za potrebe ovog rada, za ocenu kvaliteta bankarskih usluga koristili smo model SERVQUAL.
LL@(18268) The scale decomposes the notion of service quality into five constructs, as follows: tangibles - physical facilities, equipment, staff appearance, reliability - ability to perform service dependably and accurately, responsiveness - willingness to help and respond to customers needs, assurance - ability of staff to inspire confidence and trust, empathy - the extent to which a caring individualized service is given. => Skala razlaže pojam kvali teta usluge na pet konstrukata, i to: materijalni fizičke objekte, opremu, izgled osoblja; pouzdanost sposobnost da se usluga obezbedi na odgovoran način i precizno; predusretljivost spremnost da pomognu i zadovolje zahteve klijenata; sigurnost sposobnost osoblja da izazove poverenje i empatija nivo do kog se pojedincu posvećuje pažnja prilikom pružanja usluge.
LL@(18269) Literature review Firstly, in writing this study we used the literature written in Arabic. => Pregled literature Na prvom mestu ćemo naglasiti da smo prilikom izrade ove studije koristili literaturu na arapskom jeziku.
LL@(18270) The first author that was quoted was Abu Moammar Fares who analysed the role of banking in investments in Palestine (2002). => Prvi autor koga navodimo je Abu Moammar Fares koji je analizirao ulogu bankarstva u investiranju u Palestini (2002).
LL@(18271) The next researcher was Al Jamal Ganam who researched into the consumers perception of the quality of banking services in Jordan (1992). => Naredni istraživač je Al Jamal Ganam koji je proučavao kako klijenti percipiraju kvalitet bankarskih usluga u Jordanu (1992).
LL@(18272) The group of authors (Haddad, Shafiq, Mahfouz, Joda) did research about the impact of client motivation to stay loyal to commercial banks in Jordan (2003). => Grupa autora (Haddad, Shafiq, Mahfouz, Joda) proučavala je uticaj motivisanosti klijenata da ostanu lojani komercijalnim bankama u Jordanu (2003).
LL@(18273) Alhosun Mohamed Farid also examined the perceived quality of banking services - a field study to test the determinants and models used in the measurement (1994). => Alhosun Mohamed Farid je takođe ispitivao viđenje kvaliteta bankarske usluge uradio je studiju neposredno na terenu i tako testirao determinante i modele primenjene u merenju (1994).
LL@(18274) A survey of bank customers about the services offered by banks operating on the territory of the Palestinian National Authority was studied by Nabil Kocaeli and this is also used in this study (1998). => Nabil Kocaeli je napravio pregled viđenja klijenata banaka koje rade na teritoriji koju pokriva Nacionalna vlast Palestine, a u vezi sa ponuđenim uslugama i prikazao ga u svojoj studiji (1998).
LL@(18275) Also used in this paper is the study of Fallit Holud which deals with the impact of banking facilities on various sectors of economy - a study applied to banks operating in Palestine (2004). => U radu se navodi i studija o uticaju bankarskih usluga na različite sektore privrede studija o bankama koje posluju u Palestini, a čiji je autor Fallit Holud (2004).
LL@(18276) The last study written in Arabic that was used was the case study of Nagy Mohal, where he examined the measuring of the banking services quality offered by commercial banks in Jordan (1998). => Poslednju studiju na arapskom jeziku koju smo koristili u radu napisao je Nagy Mohal. ~~~ On je posmatrao merenje kvaliteta bankarskih usluga komercijalnih banaka u Jordanu (19989.
LL@(18277) This literature was mostly applied to Jordan and Palestine, but because the conditions of banking sector are very similar to the Libyan banking sector, the authors have found them relevant for this topic. => Sva ova literatura uglavnom se odnosi na Jordan i Palestinu, ali, pošto su uslovi u bankarskom sektoru ovih zemalja veoma slični bankarskom sektoru u Libiji, smatrali smo ih relevantnim za ovu temu.
LL@(18278) The literature that was also used in this study was the literature written by European and American authors. => U ovoj studiji smo koristili i literaturu koju su pisali autori iz Evrope i SAD.
LL@(18279) A reexamination and extension of measuring service quality was tested by J.J. Cronin and Taylor (1992) and therefore the authors found it very useful. => Ponovljeno ispitivanje i proširenje merenja kvaliteta usluge sproveli su J.J. Cronin i Taylor (1992), tako da smo i ovaj rad smatrali vrlo korisnim.
LL@(18280) An evaluation of SERVQUAL scale in a retailing setting was done in the USA by Finn and Lamb (1991). => Evaluaciju SERVQUAL skale u poslovanju sa stanovništvom u SAD sproveli su Finn i Lamb (1991).
LL@(18281) Another study about a service quality model and its marketing implications was done by C. Grönroos in 1984. => Jednu studiju o modelu kvaliteta usluge uradio je C. Grönroos 1984. godine.
LL@(18282) The study about the measuring of perceived service quality at the UAE commercial banks done by N. Jabnoun and H. Al-Tamimi (2002) was consulted when doing this research. => U radu smo konsultovali i studiju o merenju percepcije kvaliteta usluge u komercijalnim bankama UAE čiji su autori N. Jabnoun i H. Al-Tamimi (2002).
LL@(18283) The study about service quality determinants and the effectiveness in the real estate brokerage industry done by Johnson, L.L., Dotom, M.J. and Dunlop, B.J. (1988) was consulted at some points. => U određenim momenti ma konsultovali smo i studiju o odrednicama kvaliteta usluge i efektivnosti u delatnostima brokerstva u oblesti nekretnina, aurora Johnson, L.L., Dotom, M.J. i Dunlop, B.J. (1988).
LL@(18284) One source was found in the paper written by Joseph, M., McClure, C. and Joseph, B. (1999) that dealt with the service quality in the banking sector. => Jedan od izvora koji smo koristili u radu je i rad Joseph, M., McClure, C. i Joseph, B. (1999) o kvalitetu usluge u bankarskom sektoru.
LL@(18285) It described the impact of technology on service delivery. => U njemu se opisuje uticaj tehnologije na pružanje usluge.
LL@(18286) A comparison of customer expectations and perceptions was made by Kangis, P. and Voukelatos,V. (1997) and this can be directly applied to the banking sector in Libya.Some researchers from Singapore examined the measuring service quality in Singapores retail banking. => Očekivanja klijenata i njihovo viđenje dobijene usluge proučavali su Kangis, P. i Voukelatos, V. (1997) i ovaj rad se može direktno primeniti na bankarski sektor u Libiji. ~~~ Neki naučnici iz Singapura takođe su proučavali i merili kvalitet usluge u poslovanju banaka sa stanovništvom.
LL@(18287) These researchers are Kwan and Lee (1994). => To su Kwan i Lee (1994).
LL@(18288) Service quality perspectives and satisfaction in private banking was examined by Lassar, Manolis and Winsor in 2000. => Perspektive kvaliteta usluge i zadovoljstvo klijenata u privatnom bankarstvu istraživali su Lassar, Manolis i Winsor 2000. godine.
LL@(18289) Customer perceptions of service quality in financial institutions in the paper are noted as quite relevant, according to a research by Leblanc and Nguyen (1988). => U istraživanju koje su sproveli Leblanc i Nguyen (1988), percepcija klijenata u vezi sa kvalitetom usluge u finansijskim institucijama ocenjena je kao veoma značajna.
LL@(18290) A serious research done by Lewis, R.C. and Booms, B.H. (1983) dealt with the market aspects of service quality. => Značajno istraživanje koje su sproveli Lewis, R.C. i Booms, B.H. (1983) bavilo se tržišnim aspektima kvaliteta usluge.
LL@(18291) In order to deal with the service quality we need to understand it and to always keep improving it. => Da bismo se bavili kvalitetom usluge, potrebno je da ga dobro shvatimo i da ga stalno usavršavamo.
LL@(18292) This was pointed out by Parasuraman, A. and V. Zeithaml (2006). => To naglašavaju Parasuraman, A. i V. Zeithaml (2006).
LL@(18293) The same authors dealt with a conceptual model of service quality and its implications for future research (1985). => Isti autori bavili su se konceptualnim modelom kvaliteta usluge i njegovim implikacijama na buduća istraživanja (1985).
LL@(18294) Finally, quality attributes and choice behavior were analyzed by Richard M. D. and A. W. Allaway (1993). => Konačno, atribute kvaliteta i obrasce ponašanja analizirali su Richard, M.D. i A.W. Allaway (1993).
LL@(18295) Jednak S. and Kragulj D. (2010), in paper Economy based on knowledge base for economic growth and development, published in tha Management journal, highlighted that economy development is a complex social process. => Jednak, S. i Kragulj, D. (2010) u svom radu Ekonomija zasnovana na znanju osnova ekonomskog rasta i razvoja, objavljenom u časopisu Management, naglašavaju da privredni razvoj predstavlja složen društveni proces.
LL@(18296) By determining tha impact factors on economy development and growth in different countries, they maintained that knowledge and experience can improve economy in other countries in the development process. => Odredili su faktore uticaja na razvoj i rast privrede u različitim zemljama i pokazali da znanjem i iskustvom mogu da se unaprede i privrede drugih zemalja u razvoju.
LL@(18297) Traditional determinants are work, capital and technology. => Tradicionalne odrednice su rad, kapital i tehnologija.
LL@(18298) Today, knowledge is pointed as an important factor of economy growth and development. => Danas se znanje ističe kao značajan faktor privrednog rasta i razvoja.
LL@(18299) The goal of the European Union countries is the development of new economy, based on knowledge, as well as of new technologies. => Cilj zemalja Evropske unije jeste razvoj nove ekonomije, zasnovane na znanju, i razvoj novih tehnologija.
LL@(18300) Malesevic V. (2010), also pubished in Management journal, points out that the 21st century environment requires management teams to respond to the challenge in the management processes, the strategic management planning and the human resources management. => Malesević, V. (2010), takođe u časopisu Management, naglašava da okruženje u 21. veku zahteva od menadžerskih timova da odgovore na izazove u procesima upravljanja, u planiranju u strategijskom menadžmentu i u upravljanju ljudskim resursima.
LL@(18301) Modic D., Grivec M. (2009) analyzed e-trade, as a necessity. => Modic, D., Grivec, M. (2009) analiziraju e-trgovinu kao neophodnost današnjice.
LL@(18302) In this paper, published in tha Management journal they claim that e-trade, as well as e- banking and e-marketing have to be a social responsibility. => U ovom radu objavljenom u časopisu Management, naglašava se da e-trgovina, kao i e-bankarstvo i e-marketing treba da predstavljaju društvenu odgovornost.
LL@(18303) Research Hypothesis 1) SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels. => Hipoteze u istraživanju SERVQUAL model se može prilagoditi tako da meri kvalitet usluge u bankarskom sektoru primenom konvencionalnih i elektronskih kanala.
LL@(18304) 2) The quality of service in the banking sector will affect the processes of providing services, customer experience and the results of services provided. => Kvalitet usluge u bankarskom sektoru imaće uticaj na procese pružanja usluga, iskustvo klijenata i rezultate pruženih usluga.
LL@(18305) 3) There is a difference in the level of quality banking services as perceived by consumers, depending on the age and years of experience of the bank. => Postoji razlika u poimanju nivoa kvaliteta bankarskih usluga među klijentima u zavisnosti od njihovog starosnog doba i godina poslovanja banke.
LL@(18306) Methodology of research The research sample consists of eighteen selected banks chosen on the basis of their status as community banks in Tripoli, Libya. => Metodologija istraživanja Uzorak u ovom istraživanju obuhvata osamnaest banaka izabranih na osnovu njihovog statusa kao komunalnih banka u Tripoliju u Libiji.
LL@(18307) The questionnaire was distributed in January 2011 through banks operating in the region of Tripoli, where data were collected and then discharged and analyzed. => Upitnik smo podelili ispitanicima u januaru 2011. godine posredstvom banaka koje posluju u oblasti Tripolija, gde su podaci i prikupljeni, a onda obrađeni i analizirani.
LL@(18308) The study population consists of customers of commercial banks operating in Libyas (18) commercial banks, and included customers of commercial banks located in the Tripoli area only and did not include customers of commercial banks in the rest of the country. => Studija je obuhvatila populaciju klijenata koji posluju sa komercijalnim bankama u Libiji (18), i to klijenata komercijalnih banaka isključivo u oblasti Tripolija, ne i drugih komercijalnih banaka u drugim oblastima.
LL@(18309) Each of the eighteen banks was asked to complete the bankers questionnaire, and return it directly to the researcher. => Svaku od ovih osamnaest banaka zamolili smo da popuni bankarski upitnik i da ga vrati direktno osobama koje sprovode istraživanje.
LL@(18310) Subsequently, the bank was asked to distribute those questionnaires to their customer. => Zatim smo svaku banku zamolili da podeli ove upitnike svojim klijentima.
LL@(18311) Normally, more important to the research is the number of customers and that eventually amounted to 325. => Za ovo istraživanje ipak je mnogo važniji broj klijenata, a njih je na kraju bilo 325.
LL@(18312) The banks were not randomly selected, they were chosen because they had a number of customers of different backgrounds. => Banke nismo birali slučajnim uzorkom, već zato što imaju klijente različitog porekla i statusa.
LL@(18313) The questionnaires were distributed to banks personally. => Upitnike smo bankama dostavili lično.
LL@(18314) Then, after the executives agreed to distribute them to their customers, they were shared among them. => Ispitanicima su podeljeni sa odobrenjem direkrora.
LL@(18315) The executives saw the perspective of this research so they were willing to help. => Direktori su prepoznali značaj ovog istraživanja za buduće poslovanje i bili su spremni da pomognu.
LL@(18316) After some time we got the feedback from the banks. => Nakon nekog vremena banke su nam poslale povratnu informaciju.
LL@(18317) This feedback included the first filled questionnaires and after a certain period of time all 325 questionnaires were delivered to me. => Počeli su da stižu prvi popunjeni upitnici i posle nekog vremena dobio sam svih 325 upitnika.
LL@(18318) These questionnaires were used for the purpose of this research. => Svi su obuhvaćeni ovim istraživanjem.
LL@(18319) The population of 325 customers was used, of different origin and status in the Libyan society. => Znači, obuhvaćena je populacija od 325 klijenata, različitog porekla i statusa u libijskom društvu.
LL@(18320) We believe that this contributes to the realistic impression that we can get from this research and that can be used to obtain the high quality of service in Libyan banks. => Verujemo da ovo samo doprinosi realističnosti slike koju dobijamo ovim istraživanjem, a ona se može iskoristiti za postizanje višeg kvaliteta usluga u libijskim bankama.
LL@(18321) Result and Discussion. ~~~ The study is based on a set of assumptions which are aimed primarily to determine the impact of e-marketing on the quality of banking services in the commercial banks in Libya, as seen by members of the sample. => Rezultati i diskusija Ova studija se naslanja na skup pretpostavki čiji je prvenstveni cilj da odrede uticaj e-marketinga na kvalitet bankarskih usluga u komercijalnim bankama u Libiji, sa aspekta učesnika u ovom uzorku.
LL@(18322) The research that we have conducted dealt with the quality of service in the banking sector in Libya. => Istraživanje koje smo sproveli bavilo se kvalitetom usluga u bankarskom sektoru u Libiji.
LL@(18323) The questionnaires were given to 325 customers and they answered different questions that proved the validity of the hypotheses that are put further on in the text. => Upitnike je dobilo 325 klijenata i od njih se očekivalo da odgovore na različita pitanja kojima je trebalo dokazati validnost hipoteza datih dalje u tekstu.
LL@(18324) Various aspects of service quality in banks were taken into consideration and therefore this research will serve to help the improvement of SERVQUAL model in Libya. => Uzeli smo u obzir različite aspekte kvaliteta usluga u bankama i stoga će ovo istraživanje biti od koristi za poboljšanje SERVQUAL modela u Libiji.
LL@(18325) We measured the service quality by using 22 questions that showed the customer expectations and perceptions of service provided in banks. => Kvalitet usluga smo merili pomoću 22 pitanja koja su se odnosila na očekivanja klijenata i na njihovo viđenje usluga koje dobijaju u bankama. ~~~ H1:
LL@(18326) H1: SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels. => SERVQUAL model se može prilagoditi tako da meri kvalitet usluge u bankarskom sektoru primenom konvencionalnih i elektronskih kanala.
LL@(18327) To verify the stability of the measurements coefficient alpha was used to indicate the degree of internal consistency between the contents of the scale in each of its dimensions. => Da bismo proverili stabilnost merenja koristili smo koeficijent alfa da bismo pokazali stepen unutrašnje konzistentnosti između sadržaja skale u svakoj od dimenzija.
LL@(18328) It was also used for specific expectations and the actual quality. => Takođe je korišćen i za specifična očekivanja i za stvarni kvalitet.
LL@(18329) The service table shows the results of the correlation of coefficient alpha in the dimension of the expectations and the perceptions. => Tabela usluga pokazuje korelaciju koeficijenta alfa u dimenziji očekivanja i viđenja (percepcije).
LL@(18330) Table 1 shows that the degree of internal consistency of the contents of the first part of the list. => Tabela 1 prikazuje stepen unutrašnje konzistentnosti sadržaja u prvom delu liste.
LL@(18331) The expectations of the clients are located in the acceptable range with the coefficient alpha of 0.71, while the degree of internal consistency of the actual performance is 0.74 . => Očekivanja klijenta nalaze se u prihvatljivom rasponu sa vrednošću koeficijenta alfa od 0,71, dok stepen unutrašnje konzistentnosti stvarnog učinka iznosi 0,74.
LL@(18332) Quality factor Tangibles Reliability Responsive ness Assurance Empathy Total Table 1 Correlation coefficient alpha Expectations Perceptions 0.79 0.89 0.68 0.61 0.60 0.71 0.77 0.73 0.71 0.78 0.74 0.74 It is indicated that the existence of a relationship between all dimensions of the quality model is the most important indicator of validity. => Tabela 1 Koeficijent korelacije alfa Faktor kvaliteta Materijalno Pouzdanost Predusretljivost Sigurnost Empatija Ukupno Očekivanja Viđenje 0,79 0,89 0,68 0,61 0,60 0,71 0,77 0,73 0,71 0,78 0,74 0,74 Vidi se da je najznačajniji pokazatelj validnosti postojanje odnosa između svih dimenzija modela kvaliteta.
LL@(18333) This is applicable when measuring the quality of banking services in the Libyan banking sector which will improve its business. => Ovo se može primeniti kada se meri kvalitet bankarskih usluga u bankarskom sektoru u Libiji i time će se poboljšati njihovo poslovanje.
LL@(18334) This hypothesis will serve to obtain a better quality of banking service in Libya which will immensely contribute to this sector. => Ova hipoteza će imati uticaja na poboljšanje kvaliteta bankarskih usluga u Libiji, što će u ogromnoj meri doprineti uspešnosti ovog sektora.
LL@(18335) H2: The quality of service in the banking sector will affect the processes of providing services, customer experience and the results of services provided. choosing your current bank Mean rank Table 2 Advertising Location recommendation of others service charges or fees service quality. => H2:
LL@(18336) N 3.50 3.81 1.82 1.73 4.14 N= 325 Kendall's w = .522 Chi-Square = 678.4 df = 4 Asymp. => Kvalitet usluge u bankarskom sektoru imaće uticaj na procese pružanja usluga, iskustvo klijenata i rezultate pruženih usluga. izbor vaše sadašnje banke srednja vrednost Tabela 2 reklama lokacija preporuka drugih naplata usluge ili honorari kvalitet usluge. N 3,50 3,81 1,82 1,73 4,14 N= 325 Kendall's w = ,522 Chi-Square = 678,4 df = 4 Asymp.
LL@(18337) Sig. = .000 Table 2 shows us that the value of Chi-Square is 678.4. => Sig. = ,000 Tabela 2 pokazuje da vrednost Chi kvadrata iznosi 678,4.
LL@(18338) It is statistically significant at the 0.000 level degree of freedom 4 and that confirms that the service quality influences the whole process of banking service in Libya. => To je statistički značajno na 0,000 stepenu slobode 4 i time se potvrđuje da kvalitet usluga utiče na ukupan proces bankarskog poslovanja u Libiji.
LL@(18339) It has been found that the quality of services had the highest average level of 4.14. => Zaključujemo da kvalitet usluga ima najviši prosečni nivo 4,14.
LL@(18340) Therefore the researcher proves that the hypothesis is true and that the quality of service has the impact on the process of banking service. => Stoga istraživač potvrđuje da je hipoteza tač na i da kvalitet usluge ima uticaj na proces bankarskog poslovanja.
LL@(18341) H3: There is a difference in the level of quality banking services as perceived by consumers, depending on the age and years of experience of the bank. Table 3 MEAN RANKES AGES N Tangibles Reliability Responsiveness Assurance Empathy than21 21-34 35-49 50-64 65 t0 more Chi-Square df Asymp. => H3: ~~~ Postoji razlika u poimanju nivoa kvaliteta bankarskih usluga među klijentima u zavisnosti od njihovog starosnog doba i godina poslovanja banke.
LL@(18342) Sig. 162.05 160.70 163.00 168.94 150.08 .636 .959 190.14 164.90 157.80 163.14 135.00 3.426 .489 207.50 168.23 161.13 149.11 135.00 143.88 164.93 166.27 163.01 151.50 8.187 1.249 .085 .870 157.90 161.03 166.80 165.92 144.21 .849 .932 From the above table the results of the first part of the third hypothesis can be seen - that all the values of Ka 2 are not statistically significant at the 0.05 level, indicating that there was no difference in the provision of services to customers as regards their age in all dimensions of the actual quality of services. => SREDNJE VREDNOSTI Materijalni Pouzdanost Predusretljivost Sigurnost Empatija Tabela 3 190,14 164,90 157,80 163,14 135,00 3,426 ,489 207,50 168,23 161,13 149,11 135,00 8,187 ,085 143,88 157,90 164,93 161,03 166,27 163,01 166,80 165,92 151,50 144,21 1,249 ,849 ,870 ,932 STAROSNO DOBA Mlađi od 21 N 162,05 21-34 35-49 50-64 65 i stariji Chi-Square df Asymp. ~~~ Sig. ~~~ 160,70 163,00 168,94 150,08 ,636 ,959 Iz gore prikazane tabele rezultata prvog dela treće hipoteze vidi se da sve vrednosti Ka 2 nisu statistički značajne na nivou 0,05, što pokazuje da nema razlike u pružanju usluga klijentima u odnosu na njihovo starosno doba u svim dimenzijama stvarnog kvaliteta usluga.
LL@(18343) The first part of this hypothesis has been rejected by the researcher because the opposite results have been proved. => Istraživač je odbacio prvi deo ove hipoteze zato što su dokazani suprotni rezultati.
LL@(18344) The research has shown that customers have the same treatment in banks and that it does not differ depending on age. => Istraživanje je pokazalo da klijenti uživaju jednak tretman u bankama i da on ne zavisi od njihovog starosnog doba.
LL@(18345) N years of banks Chi-Square df Asymp. => Starost banke N Srednja vrednost Materijalni Pouzdanost Predusretljivost Sigurnost Empatija Tabela 4 139 196,55 190,32 193,96 204,54 203,96 191,35 169,81 171,35 199,73 226,69 175,82 163,73 146,40 150,29 128,27 134 121,71 133,78 134,91 120,04 124,44 Chi-Square 47,497 df Asymp.
LL@(18346) Sig Table 4 Mean Rank P.Tangibles P.Reliability P.Responsiveness P.Assurance P.Empathy 196.55 191.35 175.82 121.71 47.497 .000 190.32 169.81 163.73 133.78 .000 193.96 171.35 146.40 134.91 29.529 .000 204.54 199.73 150.29 120.04 59.579 .000 203.96 226.69 128.27 124.44 62.343 .000 The second part of the third hypothesis takes into consideration the age and experience of the bank. => Sig ,000 ,000 29,529 ,000 59,579 62,343 ,000 ,000 U drugom delu treće hipoteze posmatra se starost i iskustvo banke.
LL@(18347) Some customers prefer more experienced banks because they find them more reliable and confident. => Neki klijenti se radije opredeljuju za iskusnije banke zato što ih smatraju pouzdanijim i poverljivijim.
LL@(18348) As it can be seen from the above table all the values of Ca 2 were statistically significant at the level of significance 0.000, which indicates the existence of differences between banks that have more years of experience especially when it comes to working on the level of service quality. => Kako se vidi iz gornje tabele, sve vrednosti Ca 2 statistički su značajne na nivou značajnosti 0,000, što pokazuje da postoji razlika između banaka koje imaju više godina iskustva, posebno kada je reč o nivou kvaliteta usluge.
LL@(18349) The researcher agrees with the second part of the Hypothesis 3. => Istraživač prihvata drugi deo hipoteze 3.
LL@(18350) Recommendations There is a need to focus on the strengthening of trust between the bank and its clients. ~~~ 1. => Preporuke Potrebno je posvetiti više pažnje jačanju poverenja između banke i njenih klijenata. 1.
LL@(18351) Listen to customers and receive their complaints and suggestions and speed resolution. => Saslušajte svoje klijente i prihvatite njihove žalbe i sugestije i ubrzajte odluke. 2.
LL@(18352) 2. ~~~ Pay attention to marketing, banking and explain the policies of the banks to customers. ~~~ 3. => Posvetite pažnju marketingu, bankarskom poslovanju i objasnite klijentima politiku banke. 3.
LL@(18353) Provide information on services offered by banks as well as customer training on the use of them. ~~~ 4. => Obezbedite informacije o uslugama koje banka nudi i ponudite klijentima da ih obučite kako da ih koriste. 4.
LL@(18354) Speed up the response to the wishes of customers and their expectations. ~~~ 5. => Trudite se da što brže odgovorite na želje i očekivanja klijenata. 5.
LL@(18355) There is a need to do practical studies to identify the scale of understanding of customers about banking services. ~~~ 6. => Potrebno je sprovesti praktična istraživanja da bi se saznalo do koje mere klijenti razumeju bankarske usluge. 6.
LL@(18356) There is a need to focus on speed and accuracy in providing the service as well as to comply with the promise of being by the client as well as to ensure the absence of records relating to customer errors. ~~~ 7. => Potrebno je posvetiti posebnu pažnju brzini i tačnosti prilikom pružanja usluge i držati se obećanja da će banka uvek biti uz svog klijenta, kao i ponekad zanemariti podatke koji se odnose na greške klijenta. 7.
LL@(18357) The banks need to focus on achieving the complete satisfaction of customers through the achievement of total customer satisfaction and also focus on the quality of banking service delivery and how to conform with or even exceed customer expectations. ~~~ 8. => Treba posebno obratiti pažnju da se postigne potpuno zadovoljstvo klijenata i to putem fokusa na kvalitet pružanja bankarskih usluga i na to kako odgovoriti na pravi način ili čak prevazići očekivanja klijenata. 8.
LL@(18358) Banks need to focus on staff training related directly to customers to ensure attention to both aspects of service performance or the final moments of truth during the interaction between the service provider bank and the client. ~~~ 9. => Banke treba da se posebno pozabave obukom osoblja koje je u neposrednom kontaktu sa klijentima da bi obezbedile sve aspekte pružanja usluge i konačne momente istine u saradnji između banke kao pružaoca usluga i klijenta. 9.
LL@(18359) The government has to use this model in order to improve banking in Libya. => Vlada treba da primeni ovaj model da bi poboljšala bankarstvo u Libiji.
LL@(18360) This will contribute to better service in banks around the country. => Ovo će doprineti poboljšanju bankarskih usluga širom zemlje. 10.
LL@(18361) 10. ~~~ As service quality influences the banking service in general, more efforts should be made to improve SERVQUAL. ~~~ 11. => Pošto kvalitet usluga utiče na bankarsko poslovanje uopšte, treba učiniti više napora na usavršavanju SERVQUAL modela. 11.
LL@(18362) The paper suggests that the Libyan government have to take and apply the banking service from abroad as this will reflect positively onto the Libyan banking sector. => U ovom radu predlažemo da libijska vlada prihvati i primeni strani model bankarskog poslovanja pošto će se on pozitivno odraziti na bankarski sektor u Libiji.
LL@(18363) Conclusion This paper gives a theoritical and a practical approaches to improving the quality of banking services, as a base for developing e-banking practice, in accordance with new trends on the financial markets. => Zaključak Ovaj rad se bavi teorijskim i praktičnim pristupom poboljšanju kvaliteta bankarskih usluga kao osnove za razvijanje prakse e-bankarstva, a u skladu sa novim tendencijama na finansijskom tržištu.
LL@(18364) The aim of this paper was to analyse the banking services quality evaluation for the purpose of the development of ebanking in Libya. => Cilj ovog rada jeste da analizira ocenu kvaliteta bankarskih usluga u svrhu razvijanja e-bankarstva u Libiji.
LL@(18365) It is known that e-banking is one of the basic concepts of modern banking services and this approach improves the quality of banking. in the banking sector will affect the processes of providing services, consumer experience and the results of services provided, as well as, that there is a difference in the level of the quality of banking services as perceived by consumers, depending on the age of consumers and the years of banks practice. => Poznato je da e-bankarstvo predstavlja osnovni koncept modernih bankarskih usluga, a ovim pristupom se kvalitet bankarskog poslovanja poboljšava.
LL@(18366) In Libya, e-marketing and e-banking are new approaches which banks need to accept, according to banking changes in world markets. => E-marketing i e-bankarstvo u Libiji predstavljaju nove pristupe koje banke treba da prihvate, a u skladu sa promenama u bankarskom poslovanju na svetskom tržištu.
LL@(18367) This paper presents a contribution to the development of these approaches in the banking sector in Libya. => Ovaj rad treba da doprinese razvoju ovih pristupa u bankarskom sektoru u Libiji.
LL@(18368) This approach should increase the efficiency of Libyas economy to make the quality of their products and services higher and their consumers more satisfied. => Ovim pristupom efikasnost libijske privrede treba da se poboljša tako da proizvodi i usluge ove zemlje imaju viši kvalitet, a da potrošači budu zadovoljniji.
LL@(18369) SERVQUAL model was used as the optimum for measuring the quality of services. => SERVQUAL model se koristi kao optimalni model za merenje kvaliteta usluga.
LL@(18370) The starting hypothesis was that SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels. => Polazna hipoteza bila je da SERVQUAL model može da se prilagodi tako da meri kvalitet usluge u bankarskom sektoru primenom konvencionalnih i elektronskih kanala.
LL@(18371)  => Takođe, u radu analiziramo i hipoteze da kvalitet usluge u bankarskom sektoru ima uticaj na procese pružanja usluga, iskustvo klijenata i rezultate pruženih usluga, kao i da postoji razlika u poimanju nivoa kvaliteta bankarskih usluga među klijentima u zavisnosti od njihovog starosnog doba i godina poslovanja banke.
LL@(18372) Also, the paper analyzed the hypotheses that the quality of services It is highlighted in the paper that SERVQUAL method represents a service quality as the discrepancy between consumers expectations for a service offered and the consumers perceptions of the service received, requiring respondents to answer questions about both their expectations and their perceptions. => U ovom radu naglašavamo da SERVQUAL model opisuje kvalitet usluge kao razliku između očekivanja klijenata u vezi sa pružanjem usluga i njihovim viđe njem (percepcijom) pružene usluge, što smo postigli tako što smo zamolili ispitanike da odgovore na pitanja o svojim očekivanjima i o svojim viđenjima.
LL@(18373) For the purposes of the research, model SERVQUAL was used to assess the quality of banking services. => Za potrebe ovog istraživanja, u proceni kvaliteta bankarskih usluga koristili smo SERVQUAL model.
LL@(18374) The scale decomposes the notion of service quality into five constructs as follows: tangibles - physical facilities, equipment, staff appearance, reliability - ability to perform service dependably and accurately, responsiveness - willingness to help and respond to customer need, assurance - ability of staff to inspire confidence and trust, empathy - the extent to which a caring individualized service is given. => Skala razlaže pojam kvaliteta usluge na pet konstrukata, i to: materijalni fizičke objekte, opremu, izgled osoblja; pouzdanost sposobnost da se usluga obezbedi na odgovoran način i precizno; predusretljivost spremnost da pomognu i zadovolje zahteve klijenata; sigurnost sposobnost osoblja da izazove poverenje i empatija nivo do kog se pojedincu posvećuje pažnja prilikom pružanja usluge.
LL@(18375) The research done in this paper confirmed the first hypothesis, SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels. => Istraživanje koje smo sproveli u ovom radu potvrđuje prvu hipotezu; SERVQUAL model može da se prilagodi tako da meri kvalitet usluge u bankarskom sektoru primenom konvencionalnih i elektronskih kanala.
LL@(18376) The results show that banks need to improve their tangibles, reliability, responsiveness, assurance and empathy as this will contribute to a better service quality. => 
LL@(18377) Also, the second hypothesis has been confirmed, the quality of service in the banking sector will affect the processes of providing services, customer experience and the results of services provided. => Potvrđena je i druga hipoteza kvalitet usluge u bankarskom sektoru ima uticaj na procese pružanja usluga, iskustvo klijenata i rezultate pruženih usluga.
LL@(18378) The third hypothesis was: there is a difference in the level of quality banking services as perceived by consumers, depending on the age of consumers and the years of banks practice. => Treća hipoteza glasila je da postoji razlika u poimanju ni voa kvaliteta bankarskih usluga među klijentima u zavisnosti od njihovog starosnog doba i godina poslovanja banke.
LL@(18379) The first part of this hypothesis has been rejected by the research, because the opposite results have been proved. => Istraživanje je odbacilo prvi deo ove hipoteze, zato što su dokazani suprotni rezultati.
LL@(18380) The research shows that consumers have the same treatment in banks and that it does not differ depending on age. => Istraživanje je pokazalo da klijenti imaju jednak tretman u bankama i da se on ne razlikuje u odnosu na starosno doba.
LL@(18381) The second part of the third hypothesis takes into consideration the age and experience of the bank. => Drugi deo treće hipoteze odnosi se na starost i iskustvo banke.
LL@(18382) Some consumers prefer banks with more experience, because they find them more reliable and confident. => Neki klijenti opredeljuju se za banke sa većim iskustvom zato što ih smatraju pouzdanijim i poverljivijim.
LL@(18383) The second part of the third hypothesis has been confirmed. => Drugi deo treće hipoteze je potvrđen.
LL@(18384) According to the above results, it could be concluded that banks in Libya need to improve the quality of their services by focusingupon improving the quality of banking services, as base for developing e-banking. => Prema gore navedenim rezultatima može se zaključiti da banke u Libiji moraju da poboljšaju kvalitet svojih usluga tako što će posvetiti punu pažnju poboljšanju kvaliteta bankarskog poslovanja, kao baze za razvijanje e-bankarstva.
LL@(18385) According to world experience on financial markets, it is proved that consumers of banking services expect from banks a highly increased use of information an Internet technologies, and therefore e-banking will impact the improvement of the quality of services in the banking sector in Libya. => U skladu sa svetskim iskustvima na finansijskim tržištima, pokazano je klijenti od banaka očekuju da više koriste informacione i internet tehnologije, a tako će i e-bankarstvo imati uticaj na poboljšanje kvaliteta usluga u bankarskom sektoru u Libiji.
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LL@(18503) AMA. => AMA.
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LL@(18526) Customer service in business-to-business markets: an agenda for research. => Customer service in business-to-business markets: an agenda for research.
LL@(18527) The Journal of Business & Industrial Marketing. => The Journal of Business & Industrial Marketing.
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LL@(18533) Refinement and reassessment of the SERVQUAL scale. => Refinement and reassessment of the SERVQUAL scale.
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LL@(18538) Journal of Marketing. => Journal of Marketing.
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LL@(18540) Š44Ë Parasuraman ?, Zeithaml V (2002). => 111124. Š44Ë Parasuraman A, Zeithaml V (2002).
LL@(18541) Service Quality Delivery through Web Sites: A Critical Review of Extant Knowledge. => Service Quality Delivery through Web Sites: ~~~ A Critical Review of Extant Knowledge.
LL@(18542) Journal of the Academy of Marketing Science. => Journal of the Academy of Marketing Science.
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LL@(18544) Š45Ë Parasuraman A, Zeithaml V (2006). => 362-375. Š45Ë Parasuraman A, Zeithaml V (2006).
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LL@(18553) USA. => USA.
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LL@(18558) USA. => USA.
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LL@(18560) Management of service operations. => Management of service operations.
LL@(18561) Allyn & Bacon. => Allyn & Bacon.
LL@(18562) Boston. => Boston.
LL@(18563) USA. => USA.
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LL@(18565) Expectation, performance evaluation and consumers perceptions of quality. => Expectation, performance evaluation and consumers perceptions of quality.
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LL@(18570) Business Strategy Review. => Business Strategy Review.
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LL@(18572) Š51Ë Weinberg BD (2000). => 21-33. Š51Ë Weinberg BD (2000).
LL@(18573) Dont keep your Internet customers waiting too long at the (virtual) front door. => Dont keep your Internet customers waiting too long at the (virtual) front door.
LL@(18574) Journal of Interactive Marketing. => Journal of Interactive Marketing.
LL@(18575) 14(1): 3039. => 14(1): ~~~ 3039.
LL@(18576)  => Klimatske promene i zelene informacione tehnologije UDK:
LL@(18577) Climate Changes and Green Information Technologies UDC: 007:004Ë:551.5 ; 502.131.1:551.583 Nataša Petrović, Mirjana Drakulić, Vladimir Vujin, Ratimir Drakulić, Veljko Jeremić Faculty of Organizational Sciences in Belgrade The control of climate changes is one of the greatest historical challenges facing humanity in the 21st century. => 007:004Ë: ~~~ ; 502.131.1:551.583 Nataša Petrović, Mirjana Drakulić, Vladimir Vujin, Ratimir Drakulić, Veljko Jeremić Fakultet organizacionih nauka u Beogradu Kontrola klimatskih promena jeste jedan od najvećih istorijskih izazova sa kojima se čovečanstvo susteće u 21. veku.
LL@(18578) All economy sectors need to contribute as much as possible, and clearly the information technologies (ITs) have a key role. => U ovoj oblasti svi sektori privrede moraju da učine sve što mogu, a uloga informacionih tehnologija (IT) je svakako od suštinskog značaja.
LL@(18579) ITs are recognized as important enablers of the low-carbon transition. => IT se smatraju pokretačima prelaska na emisije smanjenih količina ugljenika.
LL@(18580) They offer mostly untapped significant potential to mitigate our emissions, empower energy users and create completely new business opportunities. => One poseduju uglavnom još neiskorišćene a značajne mogućnosti za ublažavanje emisije gasova, daju veću moć korisnicima energije i stvaraju sasvim nove poslovne prilike.
LL@(18581) However, I/s have also a carbon footprint. => Ipak, ni IT nisu u potpunosti nezavisne od ugljenika.
LL@(18582) Due to significance they could have and hazardous effects that they can cause, IT are subject to international and national regulations. => Zbog značaja koje imaju i opasnosti koju mogu da izazovu, IT su i oblast koju regulišu kako međunarodni, tako i nacionalni propisi.
LL@(18583) An increasing number of laws define the principles, establish standards, stipulate jurisdictions and prescribe penalties for those who violate the law. => Sve je veći broj zakona kojima se definišu principi, uspostavljaju standardi, određuje oblast nadležnosti i propisuju kazne za one koji prekrše zakon.
LL@(18584) The entire network of regulations is being established in order to minimize environmental problems. => Da bi se umanjili problemi životne sredine uspostavlja se čitava mreža propisa i odredaba. [ta više, Republika Srbija ne zaostaje za drugim zemljama i danas se sve više uključuje u ovu mrežu. 1.
LL@(18585) Moreover, the Republic of Serbia is not that much behind and nowadays is increasingly included in the network. ~~~ 1. => Uvod Privreda ljudske rase zavisi od prirodnog kapitala naše planete od koga dobija sve ekološke usluge i prirodne resurse.
LL@(18586) Introduction Human economy depends on the Planets natural capital that provides all ecological services and natural resources. => Kako se broj stanovnika na zemlji povećava, a privreda se razvija, uticaj ljudi na planetu je sve veći i oni se sve više suočavaju sa nesrazmerom između prirodnih resursa, okruženja i ekonomije.
LL@(18587) As a result of population increase and economic development, humans have exerted a considerable impact on the earth and are facing a series of incompatibilities among the natural resources, environment, and economy, such as the dichotomy of population growth and depression of resources and environment deterioration Š17, 18Ë. => Jedan primer je dihotomija između rasta populacije i sve manjih rezervi resursa i uništavanja životne sredine Š17, 18Ë. ~~~ IT možda imaju poguban uticaj na organizacije koje se bave zaštitom životne sredine Š16, 18, 21Ë: životni ciklus IT je kratak (n.pr., laptopovi traju 3-4 godine; mreže 57 godina), njihova proizvodnja i odlaganje dovele su do nastanka toksičnih crnih tačaka, a veliki deo troškova za električnu energiju u organizacijama (i uz to emisija gasova sa efektom staklene bašte) izazvan je korišćenjem IT (n.pr., kancelarijske zgrade troše oko 26%, centri baza podataka 95%) Š13Ë. ~~~ Stoga potrošnja energije ima značajne implikacije na životnu sredinu.
LL@(18588) A growing awareness of the necessity to reverse the process of environmental degradation and move toward sustainable business practices currently appears Š8Ë. => U svetu danas narasta svest o neophodnosti da se zaustavi proces uništavanja životne sredine i da se čovečanstvo okrene održivim poslovnim procesima Š8Ë.
LL@(18589) In spite of a burgeoning list of ecological problems, a lot of people, including the leaders of the most influential organizations, think that environmental problems are not detached from their everyday business lives and behavior patterns. => Spisak ekoloških problema raste, ali veliki broj ljudi, među njima i vođe najuticajnijih organizacija, shvataju da problemi životne sredine nisu izolovani od njihovog svakodnevnog poslovanja i obrazaca ponašanja. 2.
LL@(18590)  => Uticaji na životnu sredinu Održivost životne sredine definiše se kao razvoj koji zadovoljava potrebe i aspiracije sadašnjeg trenutka pri čemu ne dovodi u pitanje mogućnost budućih generacija da i one zadovolje svoje potrebe Š26Ë, i stoga je povezana sa tekućim privrednim rastom i razvojem.
LL@(18591) Further, the fact is that traditional firms have to change their strategic orientation and business operations in order that they should remain competitive in the changed conditions and with new electronic infrastructure (e.g. the managers make business decisions in an environment characterized by a network infrastructure, both the hardware and the software used in communication) Š13Ë. => Pored toga, činjenica je da tradicionalne firme moraju da promene svoju strategijsku orijentaciju i poslovanje da bi ostale konkurentne u izmenjenim uslovima i sa novom elektronskom infrastrukturom (na primer, menadžeri donose poslovne odluke u okruženju koje karakteriše mrežna infrastruktura, u komunikaciji se koriste i hardver i softver) Š13Ë.
LL@(18592) For instance, as organizations leverage their productivity with an ever increasing rate of information technology and system (IT/S) use, they often become part of the larger problem of environmental sustainability Š13Ë. => Na primer, kako organizacije sve više koriste informacione tehnologije i sisteme da povećaju produktivnost, one sve više postaju deo jednog većeg problema održivosti životne sredine Š13Ë.
LL@(18593) The use of IT/S is exploding, growing two times faster than the Gross World Product Š21Ë, and consuming larger fractions of business energy costs. => Primena IT je u naglom porastu, raste dvostruko brže nego svetski bruto proizvod Š21Ë i na nju odlazi sve veći deo troškova za energiju koja se koristi u poslovanju.
LL@(18594) In most cases, more than half of this energy is wasted by inefficient technologies, poorly designed systems, or uninformed behaviors. => U najvećem broju slučajeva više od polovine ove energije rasipa se zahvaljujući neefikasnim tehnologijama, loše projektovanim sistemima ili neadekvatnom ponašanju koje je posledica neinformisanosti.
LL@(18595) IT/S might have a detrimental influence on the environmental organizations footprint Š16, 18, 21Ë: IT/S have short product life spans (e.g., laptops 34 years; networks 57 years); their manufacture and disposal have resulted in toxic hotspots; and a large portion of organizations electricity costs (and concomitant greenhouse gas emissions) due to IT energy use (e.g., office buildings 26%; data centers 95%) Š13Ë. ~~~ Thus, IT energy spending has important implication for the environment. ~~~ 2. => 
LL@(18596) Environmental impact Environmental sustainability is defined as development that meets the needs and aspirations of the present without compromising the ability of future generations to meet their own needs Š26Ë, and therefore, is linked to ongoing economic growth and development. => 
LL@(18597) Although, several papers already discussed organizations environmental impacts, the precise meanings of this construct often remains unclear and badly-defined Š8Ë. => Iako se u nekoliko radova već raspravljalo o uticaju organizacija na životnu sredinu, precizno značenje ove frazee još uvek nije ni jasno ni dobro definisano Š8Ë.
LL@(18598) Possible reason for this ambiguity is that perceptions of environmental impact differ depending on ones view of the environment and the components of the environment that one values Š19Ë. => Ova nejasnoća može da bude posledica shvatanja da se uticaju na životnu sredinu razlikuju u zavisnosti od toga kako se životna sredina poima i koje elemente životne sredine smatramo vrednim Š19Ë.
LL@(18599) In this paper, a definition of environmental impact that focuses solely on issues related to the natural environment, rather than the triple-bottom line that also includes financial and social impacts is adopted. => U ovom radu usvojili smo definiciju uticaja na životnu sredinu koja se isključivo odnosi na pitanja prirodnog okruženja, ne na tri stuba, što obuhvata i finansijske i društvene uticaje.
LL@(18600) Further, environmental impact is defined as the degree to which an organizations business processes, activities and operations positively or negatively affect the natural environment. => Pored toga, uticaj na životnu sredinu definiše se i kao stepen do koga poslovni procesi, aktivnosti i operacije jedne organizacije pozitivno ili negativno utiču na prirodnu okolinu.
LL@(18601) Environmental impact is the consequence of the organizations actions in relation to the quality and cleanliness of air, water and soil and, more generally, to the short-term and long-term health of Planet Earths global ecosystem. => Uticaj na životnu sredinu je posledica aktivnosti organizacije i odražava se na kvalitet i čistoću vazduha, vode i zemljišta i, uopšteno govoreći, na kratkoročno i dugoročno zdravlje globalnog ekosistema planete Zemlje.
LL@(18602) 3. => 3.
LL@(18603) Climate changes Over the last several decades, evidence of human influences on climate change has become increasingly clear and compelling. => Klimatske promene U poslednjih nekoliko decenija postalo je sve očiglednije da ljudi utiču na klimatske promene.
LL@(18604) There is indisputable evidence that human activities such as electricity production and transportation are adding to the concentrations of greenhouse gases that are already naturally present in the atmosphere. => Neupitni su dokazi da aktivnosti ljudi kao što je proizvodnja električne energije i transport povećavaju koncentraciju gasova sa efektima staklene bašte koju i inače postoje u atmosferi kao njen prirodni sastojak.
LL@(18605) These heat-trapping gases are now at record-high levels in the atmosphere compared to the recent and distant past. => Koncentracija ovih gasova koji zadržavaju toplotu sada je dostigla rekordno visok nivo u atmosferi u poređenju sa situacijom u nedavnoj ili dalekoj prošlosti.
LL@(18606) Warming of the climate system is well documented, evident from increases in global average air and ocean temperatures, widespread melting of snow and ice, and rising global average sea level. => Zagrevanje klimatskog sistema dobro je dokumentovano, vidi se po porastu srednje temperature vazduha i okeana širom sveta, po otapanju snega i leda i podizanju srednje vrednosti nivoa mora.
LL@(18607) The buildup of greenhouse gases in the atmosphere is very likely the cause of most of the recent observed increase in average temperatures, and contributes to other climate changes. => Porast koncentracije gasova sa efektima staklene bašte u atmosferi najverovatnije je i uzrok porasta srednje temperature koji se opaža u poslednje vreme i doprinosi ostalim klimatskim promenama.
LL@(18608) The majority of scientists today believe that climate change is caused by human-induced emission of greenhouse gases to the atmosphere. => Većina naučnika danas veruje da klimatske promene izazivaju emisije gasova sa efektom staklene bašte u atmosferu, gasova koji su proizvod aktivnosti ljudi.
LL@(18609) Greenhouse gases in the atmosphere absorb and reemit some of the outgoing energy radiated from the Earths surface, causing that heat to be retained in the lower atmosphere. => Gasovi sa efektima staklene bašte u atmosferi apsorbuju i re-emituju jedan deo energije koju ispušta površina Zemlje, tako da se toplota zadržava u nižim slojevima atmosfere.
LL@(18610) Some greenhouse gases remain in the atmosphere for decades or even centuries, and therefore can affect the Earths energy balance over a long time period. => Neki ovakvi gasovi zadržavaju se u atmosferi decenijama ili čak vekovima i stoga mogu dugoročno da utiču na energetsku ravnotežu na Zemlji.
LL@(18611) Factors that influence Earths energy balance can be quantified in terms of radioactive climate forcing. => Faktori koji utiču na energetsku ravnotežu Zemlje mogu se kvantifikovati u smislu radioaktivnog uticaja na klimu.
LL@(18612) Positive radioactive forcing indicates warming (for example, by increasing incoming energy or decreasing the amount of energy that escapes to space), while negative forcing is associated with cooling. => Pozitivni radioaktivni uticaj ukazuje na zagrevanje (na primer, povećavanjem ulazne energije ili smanjivanjem količine energije koja izlazi u svemir), dok se negativni uticaj vezuje za hlađenje.
LL@(18613) The most common greenhouse gas is carbon dioxide (CO2) which is emitted as a result of consumption of fossil fuels in the energy sector. => Najprisutniji gas sa efektima staklene bašte jeste ugljen-dioksid (CO2) koji se emituje kao posledica potrošnje fosilnih goriva u energetskom sektoru.
LL@(18614) All sectors of society require energy to perform their function - thus contributing to climate changes. => Da bi obavljali svoju funkciju, svi sektori u društvu moraju da koriste energiju, a time doprinose klimatskim promenama.
LL@(18615) The effect of climate changes is global warming that causes melting glaciers, rising sea-levels, floods and droughts, more extreme weather events and so on. => Posledica klimatskih promena je globalno zagrevanje koje je uzrok topljenja glečera, podizanja nivoa mora, poplava i suša, ekstremnijih meteoroloških promena itd.
LL@(18616) Climate changes refer to any significant changes in measures of climate (such as temperature, precipitation, or wind) lasting for an extended period (decades or longer). => Klimatska promena je svaka značajnija promena vrdnosti parametara klime (temperature, padavina, ili vetra) koja traje duži vremenski period (decenijama ili duže).
LL@(18617) Climate changes might result from natural factors and processes or from human activities: Human causes include burning fossil fuels, cutting down forests, and developing land for farms, cities, and roads. => Uzrok klimatskih promena mogu da budu prirodni faktori i procesi ili aktivnosti ljudi: ~~~ Ljudske aktivnosti obuhvataju sagorevanje fosilnih goriva, seču šuma i uređenje zemljišta za izgradnju farmi, gradova i puteva.
LL@(18618) These activities all release greenhouse gases into the atmosphere. Natural causes include changes in the Earths orbit, the suns intensity, the circulation of the ocean and the atmosphere, and volcanic activity. => Posledica svih ovih aktivnosti jeste ispuštanje gasova sa efektima staklene bašte u atmosferu. ~~~ Prirodni uzroci obuhvataju promene u Zemljinoj orbiti, jačinu zračanja sunca, kretanja okeana i atmosfere i vulkansku aktivnost.
LL@(18619) The term climate change is often used interchangeably with the term global warming. => Termin klimatska promena često se zamenjuje terminom globalno zagrevanje.
LL@(18620) Global warming refers to an average increase in the temperature of the atmosphere near the Earths surface, which can contribute to changes in global climate patterns. => Globalno zagrevanje znači porast prosečne temperature atmosfere u blizini Zemljine površine koje može da utiče na promene normalnih parametara globalne klime.
LL@(18621) However, rising temperatures are just one aspect of climate changes. => Porast temperature ipak je samo jedan aspekt klimatskih promena.
LL@(18622) As greenhouse gases trap more energy in the Earths atmosphere, average temperatures at the Earths surface are expected to rise. => Pošto gasovi sa efektima staklene bašte zadržavaju više energije u atmosferi Zemlje, očekuje se da prosečne temperature na površini Zemlje rastu.
LL@(18623) However, because climate changes (both natural and human-driven) can shift the wind patterns and ocean currents that drive the worlds climate system, some areas might experience more warming than others, and some might experience cooling. => Ipak, kako klimatske promene (izazvane kako prirodnim uzrocima tako i ljudskim aktivnostima) mogu da utiču na pravce vetrova i okeanskih struja koje opet utiču na klimatski sistem u čitavom svetu, u nekim oblastima zagrevanje može da bude veće nego u drugim, dok u nekim oblastima temperature opadaju.
LL@(18624) Changes in air temperature can, in turn, cause changes in sea surface temperature, precipitation patterns, and other aspects of climate. => Promene temperature vazduha, sa svoje strane, mogu da izazovu promene temperature površine mora, strukturu padavina i druge aspekte klime.
LL@(18625) At the current rate, the Earths global average temperature is projected to rise from 1.6 to 2.7°C by 2100, and it will get even warmer after that. => Ako stopa zagrevanja ostane ista kao što je danas, predviđa se da će do 2100. godine globalna srednja temperatura na Zemlji porasti od 1,6 do 2,7%, a da će potom biti još toplije.
LL@(18626) As the climate continues to warm, more changes are expected to occur, and many effects will become more pronounced over time. => Kako će klima biti sve toplija, očekuju se još neke promene, a mnogi efekti će vremenom biti sve izraženiji.
LL@(18627) For example, heat waves are expected to become more common, severe, and longer lasting. ~~~ Some storms are likely to become stronger and more frequent, increasing the chances of flooding and damage in coastal communities. => Na primer, toplotni udari će postati uobičajena pojava, biće snažniji i učestaliji, zbog čega će poplave postati učestalije, a time i štete u priobalnim područjima.
LL@(18628) Climate changes will affect different regions, ecosystems, and sectors of the economy in many ways, depending not only on the sensitivity of those systems to climate change, but also on their ability to adapt to risks and changing conditions. => Klimatske promene će višestruko da utiču na različita područja, ekosisteme i sektore privrede, a to će zavisiti ne samo od osetljivosti ovih sistema na klimatske promene, već i od njihove sposobnosti da se prilagode rizicima i promenljivim uslovima.
LL@(18629) Throughout history, societies and ecosystems alike have shown remarkable capacity to respond to risks and adapt to different climates and environmental changes. => Tokom istorije, i ljudsko društvo i ekosistemi pokazali su zavidnu sposobnost da odgovore na rizike i da se prilagode različitim klimatskim promenama i promenama u okruženju.
LL@(18630) Today, effects of climate change have already been observed, and the rate of warming has increased in recent decades. => Danas se već jasno primećuju efekti klimatskih promena, a poslednjih decenija stopa zagrevanja je porasla.
LL@(18631) For this reason, human-caused climate changes represent a serious challenge - one that could require new approaches and ways of thinking to ensure the continued health, welfare, and productivity of society and the natural environment. => To je i razlog što klimatske promene izazvane aktivnostima ljudske rase predstavljaju veliku opasnost opasnost koja zahteva nove pristupe i načine razmišljanja da bi se obezbedilo trajno zdravlje, dobrobit i produktivnost društva i prirodne sredine.
LL@(18632) Climate changes and global warming are the effects of unsustainable consumption patterns in an industrialized world. => Klimatske promene i globalno zagrevanje posledica su neodržive strukture potrošnje u industrijalizova nom društvu.
LL@(18633) And most people are by now convinced that we need to solve the problem, to avoid severe consequences on the environment and on our livelihoods. => A većina ljudi je do sada shvatila da problem moramo da rešimo da bismo izbegli ozbiljne posledice po životnu sredinu i po sopstvene živote.
LL@(18634) Stabilizing greenhouse gas emissions requires the transformation of patterns and practices of society into a low-carbon society. => Da bismo stabilizovali emisije gasova sa efektima staklene bašte potrebno je da promenimo strukturu i način ponašanja društva i stvorimo društvo sa niskougljeničnim tehnologijama.
LL@(18635) It is the solution that allows societies to develop and thrive based on sustainable and resource efficient principles, without negatively impacting the environment or causing further climate changes. mate processes and feedbacks, even if greenhouse gas concentrations are stabilized. => To je rešenje koje omogućava da se društva razvijaju i napreduju na održivim i resursno efikasnim principima, da ne utiču negativno na životnu sredinu i da ne izazivaju dalje klimatske promene. 4.
LL@(18636) In order to stabilize the greenhouse gases concentration in the atmosphere, emissions need to peak and thereafter decline. => 
LL@(18637) The lower the stabilization level is, the quicker this peak and decline would need to occur. => 
LL@(18638) 4. ~~~ Responses to climate changes The observed climate changes across the world force us to initiate responses in order to avoid nature disasters. => Odgovor na klimatske promene Prisutne klimatske promene u celom svetu primoravaju nas da tražimo načine da izbegnemo prirodne katastrofe.
LL@(18639) People react at two levels - to mitigate the problem by reducing emissions of greenhouse gases, and by adapting to the problem, by making communities more resilient to the occurring changes. => Ljudi reaguju na dva nivoa ublažavaju problem tako što smanjuju emisije gasova sa efektima staklene bašte i što se prilagođavaju problemu tako što stvaraju zajednice koje se lakše prilagođavaju na promene koje se javljaju.
LL@(18640) Mitigation and adaptation are both crucial. => Ublažavanje i prilagođavanje su od suštinske važnosti.
LL@(18641) Neither adaptation nor mitigation alone can avoid all climate change impacts; however, they might complement each other and together significantly reduce the risks of climate changes. ~~~ 4.1. => Uticaju klimatskih promena ne mogu se izbeći ni samo prilagođavanjem ni samo ublažavanjem, ali se ova dva pristupa mogu dopunjavati i u tom slučaju zajedničkim delovanjem mogu značajno da smanje rizike klimatskih promena. 4.
LL@(18642) Adaptation Adapting to climate modulations is necessary for all society sectors in order to respond to changes that have already happened and also to prepare for the changes that will occur in the future. => Adaptacija (prilagođavanje uticajima) Prilagođavanje klimatskim modulacijama neophodno je u svim sektorima društva da bi društvo odgovorilo na promene koje su se već dogodile i pripremilo na promene koje će se dogoditi u budućnosti.
LL@(18643) As already stated, there will be a great variety in how hard different geographical areas could be hit by climate changes - developing countries generally are in the centre of the worst changes. => Kako je već navedeno, neće sve geografske oblasti biti pogođene klimatskim promenama jednako. ~~~ Negde će situacija biti veoma ozbiljna zemlje u razvoju uglavnom su podložne najtežim oblicima promena.
LL@(18644) A number of actions need to be taken, to prepare societies and sectors for following events. => Potrebno je preduzeti niz akcija da bi se društva prpremila za događaje koji slede.
LL@(18645) New structures, such as new infrastructure and early-warning systems supported by new technologies and knowhow need to be established. => Potrebno je uspostaviti nove strukture, kao što su nova infrastruktura i sistemi za rano upozoravanje, podržane novim tehnologijama i know-how.
LL@(18646) Both technology transfer and knowledge dispersal, including education and capacity building, are required in otder that indigenous people should be empowered to help themselves and their livelihoods. => Transfer tehnologije i širenje znanja, obrazovanje i bolje sposobnosti mogu da pomognu ljudima u datim sredinama da pomognu kako sami sebi, tako i svojoj okolini. 4.
LL@(18647) 4.2. ~~~ Mitigation The evidence suggests that with the current climate changes mitigation policies and related sustainable development practices, global greenhouse gas emissions will continue to grow in the next few decades. => Mitigacija (ublažavanje uticaja) Postoje dokazi koji ukazuju na to da će uz mere politike za ublažavanje klimatskih promena i održivi razvoj koje su danas na snazi emisija gasova sa efektima staklene bašte u narednih neekoliko decenija i dalje da raste.
LL@(18648) Continued greenhouse gas emissions at/above current levels will cause further warming and induce many more changes in the global climate during the 21st century that will possible be a lot worse than the ones observed during the 20th century. => Nastavak ovih emisija na nivou ili iznad nivoa koji se danas beleži izazvaće dalje zagrevanje i još veći broj promena klime na globalnom nivou tokom 21. veka koje će biti daleko ozbiljnije nego one koje smo opažali u 20. veku.
LL@(18649) The urgent need to mitigate emissions of greenhouse gases is intensified by the fact that greenhouse gases stay in the atmosphere for hundreds of years. => Potreba da se ublaže emisije gasova sa efektima staklene bašte je utoliko hitnija ukoliko se zna da se ovi gasovi zadržavaju u atmosferi stotinama godina.
LL@(18650)  => Stoga će globalno zagrevanje u budućnosti da bude sve veće zahvaljujući vremenskim merilima vezi sa klimatskim procesima i reakcijama na njih, čak i ako se koncentracija gasova sa efektima staklene bašte stabilizuje.
LL@(18651)  => Da bi se koncentracija ovih gasova u atmosferi stabilizovala, emisije bi trebalo da dostignu vršnu vrednost i da onda opadaju.
LL@(18652) Therefore, global warming will continually increase in the future due to the time scales associated with the cli Many impacts can be reduced, delayed or avoided by mitigation. => Što je niži nivo stabilizacije, brže bi trebalo da se dostigne vršna vrednost i da opadanje počne. ~~~ Mitigacijom će mnogi uticaji oslabiti, kasniti ili će se čak izbeći.
LL@(18653) However, mitigation efforts and investments initiated over the next two to three decades will determine the speed of global warming, in order to achieve lower stabilization levels. => Ipak, napori koji se ulažu u mitigaciju i investicije koje će se ostvariti u naredne dve ili tri decenije odrediće brzinu globalnog zagrevanja da bi se dostigli niži nivoi stabilizacije.
LL@(18654) Delayed emission reductions significantly increase the risk of more severe climate change impacts. => Ako se kasni sa smanjenjem emisija, značajno će se povećati rizik oštrijih uticaja klimatskih promena.
LL@(18655) Technology will take us far in mitigation efforts, and will surely support stabilization of emissions towards 2020. => Tehnologija nam u tome može mnogo pomoći, i svakako će biti podrška stabilizovanju emisija do 2020.
LL@(18656) Stabilization can be achieved by deployment of technologies portfolio that are either currently available or expected to be commercialized in coming decades, assuming that appropriate and effective incentives are in place for their development, acquisition, deployment and diffusion, as well as addressing related barriers. => Stabilizacija se može postići primenom portfolija tehnologija koje su ili već danas dostupne ili se njihova komercijalizacija očekuje u narednim decenijama, pod pretpostavkom da postoje odgovarajuće i efektivne inicijative za njihov razvoj, kupovinu, stavljanje u upotrebu i širenje, kao i za uklanjanje prepreka.
LL@(18657) Yet, no single technology can provide all of the mitigation potential in any economy sector. => Ni jedna tehnologija ipak na može da obezbedi sav potencijal za ublažavanje u jednom sektoru.
LL@(18658) The potential economic mitigation can only be achieved when adequate policies are in place and barriers removed. => Ublažavanje u privredi je moguće postići samo kada se primene odgovarajuće mere i kada se uklone prepreke.
LL@(18659) A wide variety of policies and instruments are available to governments due to create the incentives for mitigation action. => Vladama, čija je dužnost da obezbede ove inicijative, na raspolaganju je veliki broj mera ove politike i instrumenata za ublažavanje efekata klimatskih promena.
LL@(18660) But their applicability depends entirely on national circumstances and sector context. ~~~ 5. => Ali njihova primena zavisiće u celosti od okolnosti u kojima se nacija nalazi i od konteksta u kome se odgovarajući sektor nalazi. 5.
LL@(18661) The low carbon society and information technologies In the low-carbon society, industrial processes have been optimized; energy production has been turned green (based on renewable energy) and consumption in general has been transformed to a more sustainable path. => Društvo sa niskim emisijama ugljenika i informacione tehnologije Društvo sa niskom emisijom ugljenika optimizovalo je industrijske procese; proizvodnja energije je zelena (zasniva se na obnovljivim izvorima energije) a potrošnja je postala održivija.
LL@(18662) The low-carbon society is characterized by low consumption of fossil fuels - thus keeping greenhouse gas emissions from sectors at a low level. => Ovo društvo karakteriše niska potrošnja fosilnih goriva čime se emisija gasova sa efektima staklene bašte održava na niskom nivou.
LL@(18663) The low-carbon society is the first step to the zero-carbon society where production and consumption are entirely based on renewable energy sources. => Društvo sa niskom emisijom ugljenika predstavlja prvi korak ka društvu bez emisije ugljenika društvo u kome su proizvodnja i potrošnja isključivo za snovane na obnovljivim izvorima energije.
LL@(18664) Reaching the low-carbon society is a matter of changing production and consumption of energy to a more sustainable path. => Postizanje nivoa društva sa niskom emisijom ugljenika znači promenu načina proizvodnje i potrošnje u smislu veće održivosti.
LL@(18665) It is about changing the energy system away from fossil fuels to renewable energy sources as well as a matter of making energy use more efficient and saving energy in general. => To onda znači da se energetski sistem više ne vezuje za fosilna goriva, već da prelazi na obnovljive izvore energije, kao i da je primena te energije efikasnija i da se energija štedi.
LL@(18666) Changing the energy sector is vital to support green growth, cleaner development and creating new consumption patterns, as changing the energy production system will enable feed-back to all other sectors of the economy that consumes energy - by feeding them with sustainable energy. => Promena u energetskom sektoru je od suštinskog značaja da bi se podržao ekološki čist (zeleni) rast, razvoj pomoću čistijih tehnologija i stvaranje novih navika u potrošnji, pošto će promene u sistemu proizvodnje energije imati odjeka u svim ostalim sektorima privrede koja koristi energiju sada će koristiti održivu energiju.
LL@(18667) The low-carbon society is about integrating all aspects of the economy, from its manufacturing, agriculture, transportation and power generation etc. around technologies that produce energy and materials with little greenhouse gas emission - thereby forcing change in populations, buildings, machines and devices, which use those energies and materials. => Društvo sa niskom emisijom ugljenika znači okupljanje svih aspekata ekonomije, od proizvodnje, poloprivrede, transporta i proizvodnje pogonske energije itd. oko tehnologija kojima se proizvodi energija i sirovine uz nisku emisiju gasova sa efektima staklene bašte, što će usloviti promene u stanovništvu, zgradama, mašinama i aparatima koji koriste ovu energiju i sirovine.
LL@(18668) Low-carbon societies are not emission free, as there will still be a minimum of emissions for instance from livestock and food production that is based on nature and living animals - and therefore can never be completely free of emissions. => Društva sa niskom emisijom ugljenika nisu društva bez emisije ugljenika, pošto će i dalje biti prisutan minimum emisije; na primer, tu emisiju će proizvoditi domaće životinje i proizvodnja hrane zasnovana na prirodi i živim životinjama, tako da će neka emisija uvek biti prisutna.
LL@(18669) The change to a low-carbon and resource efficient economy is not going to be easy. => Promena u smeru emisije niskih količina ugljenika i resursno efikasne privrede neće biti laka.
LL@(18670) There are no readily available one-step solutions or obvious choices that will take us there. => Ne postoje gotova jednostavna rešenja niti očigledni izbori kojima ćemo to postići.
LL@(18671) Yet, IT plays an important role in the transformation stages due to its potential to further optimize processes and routines. => Ipak, IT imaju značajnu ulogu u fazama transformacije zahvaljujući svojoj sposobnosti da dalje optimizuju procese i rutinske radnje.
LL@(18672) Also, the IT sector will play a major role both in wider dispersal and use of renewable sources and in energy efficiency - and for this reason greening IT will be a solid base for the low-carbon society. ~~~ 6. => Isto tako, IT sektor će imati glavnu ulogu kako u daljem širenju i primeni obnovljivih izvora tako i u energetskoj efikasnosti, a time će predstavljati i čvrstu osnovu za društvo sa niskom emisijom ugljenika. 6.
LL@(18673) Defining green information technologies The concept of Green IT consists of two main building blocks green and information technology. => Definicija zelenih informacionih tehnologija Koncept zelenih IT obuhvata dva glavna gradivna elementa zeleno i informaciona tehnologija.
LL@(18674) Information Technology refers to computer-based information and communication systems, particularly software applications and computer hardware. => Informaciona tehnologija se odnosi na kompjuterski zasnovane sisteme informisanja i komunikacije, posebno softverske aplikacije i kompjuterski hardver.
LL@(18675) In our context green is in relation to the environmental problems due to climate changes and greenhouse effects. => U našem kontekstu zeleno se odnosi na probleme životne sredine u vezi sa klimatskim promenama i sa efektima staklene bašte.
LL@(18676) The green in Green IT refers to the environmentally sustainable application of Information Technologies. => Zeleno u zelenim IT odnosi se na ekološki održivu primenu informacionih tehnologija.
LL@(18677) Therefore, Green IT describes a situation where Information Technologies support reductions of greenhouse outcomes. => Stoga pojam zelene IT opisuje situaciju u kojoj informacione tehnologije podržavaju smanjenje svega što za posledicu ima efekat staklene bašte.
LL@(18678) Traditionally, Green IT discussions have been focusing on how to make the technology itself greener, e.g. reducing energy consumption. => Rasprave o zelenim IT tradicionalno su se fokusirale na to kako da se sama tehnologija učini zelenijom, t.j., kako smanjiti potrošnju energije.
LL@(18679) However, this paper mainly deals with the process of Greening IT, which is about using technology to green the society. => U ovom radu, ipak, uglavnom se bavimo procesom IT u ozelenjavanju, što znači, kako primeniti IT da društvo bude zelenije.
LL@(18680) Greening IT is based on the application of Green IT, but Greening IT is not only associated with the application of the technology, it is a much progressive process that educates and transforms our entire society. => IT za ozelenjavanje zasnivaju se na primeni zelenih IT, ali se ne vezuju samo za primenu tehnologije; to je mnogo napredniji proces koji edukuje i menja čitavo naše društvo.
LL@(18681) The definition of Green IT is thus rather wide - firstly, it can be applied to situations where IT enables greenhouse gas emission reductions (Green IT) and second ly, to situations where IT enables structural modulations that lead to changes in broader societal patterns, which takes us closer to the low-carbon society and leads to further emission reductions (Greening IT). => Definicija zelenih IT je stoga prilično široka u prvom redu, ona se može primeniti na situacije u kojima se uz pomoć IT emisije gasova sa efektima staklene bašte smanjuju (Green IT), a drugo, na situacije u kojima IT omogućavaju strukturne modulacije koje vode promenama u širim društvenim okvirima, što nas približava društvu sa sa niskom emisijom ugljenika i vodi daljem snižavanju emisije (Greening IT).
LL@(18682) In this sense, Greening IT is used to explain the process of Greening society with IT. => U ovom smislu, termin IT za ozelenjavanje koristi se da se objasni proces ozelenjavanja društva pomoću IT.
LL@(18683) In contrast to harmful effects on the environment, Green IT can have positive impacts, with the potential to reduce global emissions by 15% Š22Ë. Green IT refers to information technology that addresses environmental sustainability Š21Ë. => Nasuprot štetnim efektima na životnu sredinu, zelene IT mogu da imaju pozitivne efekte, pošto mogu da smanje globalne emisije za 15% Š22Ë. ~~~ Zelene IT je naziv za informacione tehnologije koje se bave održivošću životne sredine Š21Ë.
LL@(18684) The effects of Green IT, which have the potential to be substantial, can be either direct by reducing negative IT impacts on the environment or indirect using IT to support other business initiatives in reducing their negative environmental significance. => Efekti zelenih IT koje su održive mogu da budu ili neposredni smanjenje negativnih uticaja IT na životnu sredinu, ili posredni primena IT kao podrške drugim poslovnim inicijativama u smanjivanju negativnog uticaja na sredinu.
LL@(18685) The IT components of Green IT have been distinguished based on their focus and impact on the environment. => IT komponenta zelenih IT je posebno značajna pošto se one usredsređuju i utiču na životnu sredinu.
LL@(18686) Green IT, addressing energy consumption and waste associated with the use of hardware and software tends to have a direct and favourable impact. => Zelene tehnologije koje se bave rešavanjem problema potrošnje energije i otpada koji je rezultat korišćenja hardvera i softvera obično imaju neposredan uticaj.
LL@(18687) Examples include improving the energy efficiency of hardware and data centers, consolidating servers using virtualization software, and reducing waste associated with obsolete equipment Š23, 1Ë. => Primeri za to su poboljšanje energetske efikasnosti hardvera i centara baza podataka, konsolidovanje servera primenom softvera za virtualizaciju i smanjenje otpada nastalog kao posledica zastarele opreme Š23, 1Ë.
LL@(18688) The IT industry has recognized the issues and identified a variety of consulting opportunities Š6, 9, 11, 12, 14, 21Ë, such as IBMs Green Sigma consulting practice Š10Ë. => Industrija IT je prepoznala ove probleme i identifikovala veliki broj različitih mogućnosti za konsalting Š6, 9, 11, 12, 14, 21Ë, kao što je IBM Green Sigma konsalting Š10Ë.
LL@(18689) Nevertheless, the gaps in actual practice still remain. => Ipak, još uvek postojie rupe u stvarnoj praksi.
LL@(18690) In addition, very little data exists Š1, 3, 16Ë and that is a reason why Green IT is suitable for further research. ~~~ 7. => Pored toga, postoji veoma malo podataka Š1, 3, 16Ë i to je razlog što će zelene IT biti zahvalna tema za buduća istraživanja. 7.
LL@(18691) International regulation The environment abuse has led to accelerated activities of numerous international organizations such as the United Nations, OECD, EU, Council of Europe, the International Labor Organization, World Trade Organization, World Health Organization and many others. => Međunarodni propisi Zloupotreba životne sredine učinila je da brojne međunarodne organizacije, među kojima Ujedinjene nacije, OECD, EU, Savet Evrope, Međunarodna organizacija radnika, Svetska trgovinska organizacija, Svetska zdravstvena organizacija i mnoge druge, pojačaju svoje aktivnosti.
LL@(18692) They form separate, specialized bodies and agencies, aimed to investigate monitor, analyze, warn and prepare the appropriate legislation governing environmental problems, defining rights, duties and responsibilities or sanction certain behaviors that degrade the environment. => One osnivaju posebna, specijalizovana tela i agencije čiji je cilj da ispitaju, prate, analiziraju, upozoravaju u pripremaju odgovarajuće zakone kojima će se regulisati problemi zaštite životne sredine, definisati prava, obaveze i odgovornosti ili sankcionisati određena ponašanja kojima se degradira životna sredina.
LL@(18693) Thus, to date, for example, only the UN have over 15 different expert programs, working groups, bodies, agencies, specialized organizations Š2Ë, such as: the Global Programme on Globalization, Liberalization and Sustainable Human Development, United Nations Environment Programme and International Centre for Genetic Engineering and Biotechnology; Geographic Information Working Group; as well as The Working Group on for Environmental Monitoring and Assessment within the United Nations Economic Commission for Europe that was organized in Belgrade in 2007, as the Sixth Ministerial Conference Environment in Europe or the Division Sustainable Development, Commission on Sustainable Development and the Environment Management Group. => Tako su do sada, na primer, samo UN sastavile preko 15 različitih stručnih programa, radnih grupa, tela, agencija, specijalizovanih organizacija Š2Ë, kao što su: ~~~ Globalni program za globalizaciju, liberalizacija i održivi razvoj ljudskog društva, program za životnu sredinu UN i Međunarodni centar za genetički inženjering i biotehnologiju; Radna grupa za informisanje o geografskim problemima, kao i Radna grupa za praćenje i procenu životne sredine u okviru Ekonomske komisije UN za Evropu koja je organizovana 2007. godine u Beogradu, kao Šesta ministarska konferencija @ivotna sredina u Evropi ili Odeljenje za održivi razvoj, Komisija za održivi razvoj i Grupa za upravljanje životnom sredinom.
LL@(18694) All these bodies are preparing a new United Nations Conference on Sustainable Development (Rio +20) in 2012. => Sva ova tela učestvuju u pripremi nove Konferencije UN za održivi razvoj (Rio + 20) 2012. godine.
LL@(18695) Recently, dozens of international acts (resolutions, recommendations, declarations), organized independently or in cooperation with other international organizations, world summits that have discussed the issues related to the endangerment and protection of the environment (e.g., together with OECD held Climate Conference) are adopted. => U poslednje vreme, usvojeno je na desetine zakonskih akata (odluka, preporuka, deklaracija) organizovanih nezavisno ili u saradnji sa drugim međunarodnim organizacijama, sastanaka državnika na vrhu na kojima se raspravljalo o pitanjima vezanim za opasnosti i zaštitu životne sredine (na primer, 2009. godine je u saradnji sa OECD održana Konferencija o klimi).
LL@(18696) OECD is an international organization that has for long meticulously studied environmental issues and climate changes and their impact on the global, local and individual levels. => OECD je međunarodna organizacija koja već dugo detaljno proučava probleme životne sredine i klimatskih promena i njihovog uticaja na globalnom, lokalnom i individualnom nivou.
LL@(18697) It adopted over 350 different documents regulating various questions and solve many problems. => Usvojila je više od 350 različitih dokumenata kojima se regulišu različita pitanja i rešavaju mnogi problemi.
LL@(18698) Thus, in its organization in 2010, Innovation, Jobs & Clean Growth forum was held. => Tako je u njihovoj organizaciji 2010. godine održan forum Inovacije, radna mesta i ekološki čist razvoj.
LL@(18699) During the Forum a special Green Growth Strategy is defined, preceded by a Declaration on Green Growth (adopted at the Meeting of the Council at Ministerial Level on 25 June 2009), as an effort to provide direction to overcome the world economic crisis through investment in Protection and restoration of green innovation (Eco - innovation) and implementation of green technologies. => Tokom ovog Foruma definisana je posebna Strategija za ekološki čist (zeleni) rast, kojoj je prethodila Deklaracija o ekološki čistom rastu (usvojena na Sastanku Saveta na ministarskom nivou 25. juna 2009. godine), kao napor da se daju smernice za prevazilaženje svetske ekonomske krize investiranjem u Zaštitu i restauraciju ekološki čistih inovacija (Eko-inovacije) i primenom zelenih, ekološki čistih tehnologija.
LL@(18700) The act obligated a number of member states (and invited those who are not) to Š4Ë: is 2009. intensify efforts in implementing green growth strategies as part of crisis response; encourage green investment and sustainable management of natural resources. => Ovaj akt je obavezao jedan broj zemelja-članica (i pozvao one koje to nisu) da Š4Ë: pojačaju napore u primeni strategija ekološki čistog rasta kao deo odgovora na krizu; podstiču zelene investicije i održivo upravljanje prirodnim izvorima.
LL@(18701) Thus, it was decided to maket further efforts in the fileld of efficiency and effectiveness of climate policy mix, including market instruments, regulations and policies in order to change behaviour and encourage the involvement of private sector; encourage national reforms and policies, in order to avoid or eliminate those that are environmentally harmful and opposed to the green growth; ensure coordination of green growth measures of labour market policy and human capital formation as well as international cooperation of participants. => Tako je odlučeno da se ulože dalji napori da se poveća efikasnost i efektivnost miksa mera politike u vezi sa klimom, uključujući instrumente tržišta, propise i mere politike da bi se promenilo ponašanje i podstaklo uključivanje privatnog sektora; podstiču nacionalne reforme i politike sa ciljem da se izbegnu ili eliminišu one koje su ekološki štetne i protivne zelenom rastu; obezbede koordinaciju zelenih mera politika tržišta radne snage i formiranje ljudskog kapitala kao i međunarodnu saradnju učesnika.
LL@(18702)  => Tokom 2011. godine, OECD je već organizovao nekoliko sastanaka i konferencija koje su neposredno ili posredno uticale na informatičko društvo, društvo sa niskom emisijom ugljenika, klimatske promene i primenu zelenih IT Š4Ë:
LL@(18703) During the 2011 OECD already organized several meetings and conferences that directly or indirectly affected the information society, the low-carbon society, climate change and the use of Green IT Š4Ë: 05-Jan 03-Feb Climate Policy and Technological Innovation and Transfer: An Overview of Trends and Recent Empirical Results Fisheries and climate change: governments must plan for social and economic consequences 11-Feb- Cities central to climate change response 06-May 14-Apr- Cities and Carbon Market Finance 19-Apr Cities and carbon markets: Press conference and roundtable event The age of carbon is over. => Evropska unija već duži niz godina pokušava da se suprotstavi brojnim činiocima koji štetno utiču na život 05-Jan Politika o klimi i tehnološke inovacije i transfer: ~~~ Pregled pravaca i najnoviji empirijski rezultati Ribarstvo i klimatske promene: vlade moraju da planiraju odgovor na društvene i ekonomske posledice 11-Feb- Gradovi u epicentry odgovora na 03-Feb klimatske promene 14-Apr- Gradovi i tržišta finansija 19-Apr Gradovi i tržišta ugljenika:
LL@(18704) Renewable energies are the only viable source if we want to protect life, says Ángel Gurría, the 25th Anniversary of the Spanish Energy Club, Madrid European Union for many years tried to confront and counter the numerous agents which disrupt the environment. => 06-May Konferencija za novinare iokrugli sto Vreme ugljenika je za nama. ~~~ Obnovljive energije su jedini prihvatljivi izvor ako želimo da zaštitimo život, kaže Ángel Gurría, 25. ~~~ Godišnjica Španskog energetskog kluba, Madrid nu sredinu.
LL@(18705) Till the major incident in the Italian town of Seveso that caused a different approach to the environment and the excesses of its violation, this struggle was not equal or efficient. => Sve do značajnog incidenta u italijanskom gradu Sevezu koji je izazvao drugačiji pristup životnoj sredini i preteranom ugrožavanju sredine ova borba nije bila ni ravnopravna ni efikasna.
LL@(18706) Soon after, the first act of the Seveso Directive 82/501/EEC Original (Seveso I Council Directive of 24 June 1982 on the major-accident hazards of certain industrial activities) was adopted and initiated the entire explosion of activities Š2Ë. Green information technologies, rapidly after the formation of awareness of their risk to the environment have become the subject of EU regulation. => Ubrzo po incidentu, donet je prvi zakon, Sevezo direktiva 82/501/EEC Original (Seveso I Direktiva Saveta od 24. juna 1982. o rizicima incidenata velikih razmera u određenim industrijskim aktivnostima), što je izazvalo pravu eksploziju aktivnosti u ovom smeru Š2Ë. ~~~ Zelene informativne tehnologije su odmah po stvaranju svesti o njihovom riziku po životnu sredinu postale oblast regulative EU.
LL@(18707) In fact, since 1960, EU pays special attention to series of new policy initiatives to address further negative environmental and human health impacts of hazardous substances, including the waste electrical and electronic equipment Š19Ë. => U stvari, od 1960. godine, EU posebnu pažnju posvećuje nizu novih političkih inicijativa za borbu protiv negativnih efekata opasnih materija na životnu sredinu i zdravlje ljudi, uključujući elektronski i električni otpad Š19Ë.
LL@(18708) In 2002 it brings: EU WEEE and RoHS Directive (Directive 2002/96/EC on waste electrical and electronic equipment - WEEE, Directive 2002/95/EC on the restriction of the use of certain hazardous substances in electrical and electronic equipment - RoHS), and Waste Framework and the REACH directive Š5Ë. => Godine 2002., donela je EU WEEE i RoHS Direktivu (Direktiva 2002/96/EC o otpadu od električne i elektronske opreme - WEEE, Direktiva 2002/95/EC o zabrani korošćenja nekih opasnih supstanci u električnoj i elektronskoj opremi RoHS) i Okvirnu odluku o otpadu i REACH direktivu Š5Ë.
LL@(18709) The following amendments in 2003 and 2008, as regard implementing power conferred the Commission, Proposal and Directive for waste electrical and electronic equipment. => Amandmani koji su usledili 2003. i 2008. godine u vezi sa primenom energije ticali su se Komisije, Predloga i Direktive o električnom i elektronskom otpadu (opreme).
LL@(18710) In March 2011. ~~~ Council of the European Union adopts Revised rules on recycling of electronic devices. => Marta 2011. godine, Savet Evropske unije usvojio je Revidirana pravila o reciklaži elektronskih aparata.
LL@(18711) In addition to these key documents Commission adopted a series of decisions in which they act, such as: decision 2004/249/EC of 11 June 2004 concerning a questionnaire for Member States reports on the implementation of Directive 2002/96/EC of the European Parliament and of the Council on waste electrical and electronic equipment; Decision 2005/369/EC of 3 May 2005 laying down rules for monitoring compliance of Member States and Establishing data formats for the purposes of Directive 2002/96/EC of the European Parliament and of the Council on waste electrical and electronic equipment (notified under document number C (2005) 1355); Decision 2004/312/EC and Council Decision 2004/486/EC, as well as acts related to the accession of new Member States, provide for some derogations, limited in time, as concerns the targets set by Directive 2002/96/EC (WEEE), Regulation (EC) No. 282/2008 on recycled plastic materials and articles intended to come into contact with foods and amending (Regulation (EC) No. 2023/2006). => Pored ovih ključnih dokumenata, Komisija je usvojila i niz odluka po kojima postupa, kao što su: ~~~ Odluka 2004/249/EC od 11. juna 2004. godine u vezi sa upitnikom za zemlje članice koja izveštava o primeni Direktive 2002/96/EC Evropskog parlamenta i Saveta o električnom i elektronskom otpadu; Odluku 2005/369/EC od 3. maja 2005. godine kojom se postavljaju pravila za praćenje usklađenosti zemalja članica i uspostavljanju formata podataka za potrebe Direktive 2002/96/EC Evropskog parlamenta i Saveta za električni i elektronski otpad (obeležen pod brojem C (2005) 1355); Odluku 2004/312/EC i Odluku Saveta 2004/486/EC, kao i akte koji se odnose na pristup novih zemalja članica, daje neke derogative, ograničene vremenski, a u vezi sa ciljevima postavljenim u Direktivi 2002/96/EC (WEEE), Propisu (EC) br. 282/2008 u vezi sa recikliranim plastičnim materijalima i predmetima koji se mogu naći u dodiru sa hranom i stavila je amandmane na Propis (EC) br. 2023/2006.
LL@(18712) They are followed by studies, research, comparisons of situations in the Member States, such as: study for the simplification for RoHS/WEEE, whose aim is ... identifying proposals to revise the Directive with a view to improving its cost effectiveness while maintaining the same level of environmental protection. => Usledile su studije, istraživanja, upoređivanja situacije u zemljama članicama, na primer: studija u vezi sa pojednostavljemnjem RoHS/WEEE, čiji je cilj ... identifikovanje predloga za reviziju Direktive u smislu poboljšanja isplativosti uz održavanje istog nivoa ekološke zaštite.
LL@(18713) The proposals need to make the legislation less burdensome, easier to apply and therefore more effective in achieving its goals and aspirations to accept the proposed solutions and extend to non-member countries (China, Japan, USA), that have a different approach to these problems. => Ovi predlozi usmereni su na to da se zakoni pojednostave, da se olakša njihova primena tako da postanu efiksaniji u postizanju ciljeva i i želja tako što bi predložena rešenja i rokove prihvatile i zemlje koje nisu članice (Kina, Japan, SAD) čiji se pristup ovim problemima inače razlikuje.
LL@(18714) Actually, all measures are grouped into four groups and related to: Scope and Standards (clarify scope and careful monitoring); IPR (Ensure producer responsibility and common approach); harmonization (eup - eco-design, opening registers, the EU Centralized registration system, reporting, labeling and information, disassembly and recycling); competition (increased market surveillance, collective compliance schemes, waste trade) in order to minimize the adverse environmental impact of hazardous products and properly manage their waste Š22Ë. => U stvari, sve članice su razvrstane u četiri grupe u odnosu na: obim i standarde (jasan obuhvat i pažljivo praćenje); IPR (odgovornost proizvođača i uobičajeni pristup); harmonizacija (eup-eko dizajn, otvaranje registara, centralizovani sistem registrovanja za EU, objavljivanje podataka, označavanje i informisanje, rastavljanje i recikliranje); konkurencija (pojačan nadzor na tržištu, planovi za kolektivno usklađivanje, trgovina otpadom) a sve sa ciljem da se štetan uticaj opasnih proizvoda na životnu sredinu svede na minimum i da se obezbedi odgovarajući način upravljanja njihovim otpadom Š22Ë.
LL@(18715) Therefore, in the last decade, many international organizations initiated the generation of network norms, formulated principles, established standards to define concrete solutions to the growing problems and thus, enabled forming a basis for the international environmental law. => Stoga je tokom prošle decenije veliki broj međunarodnih organizacija pokrenuo inicijativu za izradu normi umrežavanja, formulisani su principi, utvrđeni standardi za definisanje konkretnih rešenja za rastuće probleme i time obezbedio da se formira osnova za donošenje međunarodnog zakona o zaštiti životne sredine.
LL@(18716) It was the expected result of growing global environmental problems and their impacts. => To je i očekivani odgovor na sve veće ekološke probleme i njihov uticaj.
LL@(18717) However, the development of international environmental law shows a tendency of parallel growth in the global and regional levels, so policies and the environmental protection are not just limited to pollution control at the local level, but have an overall global impact, that is very difficult to control. => Ipak, donošenje međunarodnog ekološkog zakona pokazuje tendenciju paralelnih aktivnosti kako na globalnom tako i na lokalnom nivou, tako da politike i ekološka zaštita nisu ograničene samo na kontrolu zagađenja na lokalnom nivou, već imaju globalni uticaj koji je veoma teško kontrolisati.
LL@(18718) The global ecological balance every day becomes more and more prominent, requiring the application of appropriate instruments. => Globalna ekološka ravnoteža postaje sve značajnije pitanje iz dana u dan, a da bi se uspostavila i održala, potrebno je primeniti odgovarajuće alate.
LL@(18719) Although the global pollution problem has worldwide scale, the primary responsibility to solve it is the duty of the developed countries Š2Ë. => Iako je globalni problem zagađenja veliki u celom svetu, osnovna odgovornost za njegovo rešavanje pripada razvijenim zemljama Š2Ë.
LL@(18720) In addition, many no-government organizations (NGOs) participate in the battle for a healthy environment and green development. => 
LL@(18721) Some of them just point to problems, while others are active in making decisions and solving the problems. => 
LL@(18722) Either active or passive their role is even more important if the forms of threats are more diverse and far-reaching. => 
LL@(18723) National laws increasingly respond to environmental problems by making specific laws and regulations or by the adoption and ratification of international acts. => Nacionalna zakonodavstva se sve više bave problemima zaštite životne sredine tako što donose specijalne zakone i propise ili usvajaju i ratifikuju međunarodne akte.
LL@(18724) Common is that the problems of electronic waste and the impact of IT on climate and other changes in the environment have complex, multidisciplinary access and aspects: Technologies and Market Developments, Environmental Impacts (Administrative Burden, Quality Costs); Social Impacts etc. ~~~ Impacts, Economic 8. => Uobičajeno je da problemi elektronskog otpada i uticaj IT na klimatske promene u okruženju imaju složene, multidisciplinarne pristupe i aspekte: tehnologije i razvoj tržišta, uticaj na životnu sredinu, ekonomski uticaji (administrativna opterećenja, troškovi za kvalitet), društveni uticaji i dr. 8.
LL@(18725) The republic of Serbia possible solutions In Republic of Serbia the importance of environmental protection has been confirmed in the Constitution and defined in the fundamental human rights, the article 74: everyone has the right to a healthy environment. => Republika Srbija moguća rešenja Značaj zaštite životne sredine je u Republici Srbiji potvrđen u Ustavu i definisan u osnovnim ljudskim pravima, u članu 74: svi imaju pravo na zdravu životnu sredinu.
LL@(18726) In addition, the Constitution guarantees to citizens full data about the state of the environment. => Pored toga, Ustav garantuje građanima pravo da saznaju sve podatke o stanju životne sredine.
LL@(18727) On the other hand, it is determined that everyone, especially the Republic of Serbia and autonomous regions, are responsible for environmental protection. => S druge strane, definisano je da svi, a posebno Republika Srbija i njene autonomne pokrajine, imaju dužnost da štite životnu sredinu.
LL@(18728) Finally, the Constitution establishes the obligation of all citizens to preserve and enhance the environment. => Na kraju, Ustav utvrđuje obavezu svih građana da čuvaju i unapređuju okruženje.
LL@(18729) Furthermore, legal framework of environmental protection in the Republic of Serbia is mostly based on the laws (e.g. Environmental Protection Law, Environmental Law, Law on Strategic Environmental Impact Assessment, Law on Integrated Prevention and Control of Environmental Pollution). => Dalje, zakonski okviri za zaštitu prirodne sredine u Republici Srbiji uglavnom se zasnivaju na zakonima (na primer, Zakon o zaštiti životne sredine, Zakon o okruženju, Zakon o proceni strateškog uticaja na životnu sredinu, Zakon o zajedničkoj zaštiti i kontroli zagađenja životne sredine).
LL@(18730) With these legislations, the current frame become sub-laws and other regulations that are enacted to enforce these laws. => Sa ovakvim zakonodavstvom, zakonski okvir danas obuhvata i pod-zakone i druge propise koji se donose u cilju podržavanja ovih zakona.
LL@(18731) In order to join the European Union, Serbia has for several years managed the process of harmonization of the national law with the European law, and among the important areas are environment and its protection. => U naporima da se pridruži Evropskoj uniji Srbija već nekoliko godina rukovodi procesom usaglašavanja nacionalnih zakona sa evropskim, a među značajnijima su i zakoni koji se odnose na životnu sredinu i njenu zaštitu.
LL@(18732) The table of compliance, compiled by the Office of European Integration of Serbia, in accordance with Article 111 of the Stabilization and Association Agreement, expresses the countrys committment to cooperation with other countries in the field of the environment in effort to stop its degradation. => Tabela usklađenosti koju je sastavila Kancelarija za evropske integracije Srbije u skladu sa članom 111 Sporazuma o asocijaciji i integraciji, izrađena je sa ciljem da se sarađuje sa drugim zemljama u oblasti koja se tiče životne sredine u cilju zaustavljanja njenog propadanja.
LL@(18733) National Program for EU integration and sustainable development strategy is defined to be one of national priorities to protect and promote the rational use of natural resources. => Nacionalni Program za EU integracije i strategiju održivog razvoja nalazi se među nacionalnim prioritetima za zaštitu i propagiranje racionalne primene prirodnih resursa.
LL@(18734)  => Pored toga, veliki broj nevladinih organizacija (NVO) učestvuje u bici za zdravo okruženje i zeleni razvoj.
LL@(18735)  => Neke samo ukazuju na problem, dok se druge angažuju u odlučivanju i rešavanju problema.
LL@(18736)  => Bez obzira da li su aktivne ili pasivne, njihova uloga je utoliko važnija ukoliko su pretnje raznovrsnije i dalekosežnije.
LL@(18737) The problem of waste management, as well as hazardous electrical and electronic, is regulated by special law and the small number of under-laws. => Problem upravljanja otpadom, kao i opasnim električnim i elektronskim materijalom, regulisan je posebnim zakonom i nekolicinom podzakonskih akata.
LL@(18738) Adopting the Waste Management Law in 2009 and changes in the 2010 provided the integrated, efficient and systematic waste management in accordance with European principles. => Usvajanje Zakona o upravljanju otpadom 2009. godine i izmene 2010., imali su za posledicu integrisano, efikasno i sistematsko upravljanje otpadom u skladu sa evrop skim principima.
LL@(18739) In Article 1 of the Act are defined: the types and classifications of waste, waste management planning, waste management entities, the responsibilities and obligations in waste management, waste manage ment organization, management of specific waste streams, and conditions permitting, cross-border movement of waste reporting Waste and databases; financing of waste management, supervision, and other issues of importance for waste management. => U članu 1 ovog Zakona definisani su tipovi i klasifikacija otpada, planiranje u upravljanju otpadom, tela koja upravljaju otpadom, odgovornost i obaveze u upravljanju otpadom, organizacija za upravljanje otpadom, upravljanje specijalnim tokovima otpada i, ako uslovi dozvole, prekogranični promet u izveštavanju o otpadu i baze podataka; finansiranje upravljanja otpadom, nadzor, i druga pitanja od značaja za upravljanje otpadom.
LL@(18740) All are identified as an activity of general interest. => Sve ovo se smatra aktivnošću od opšteg interesa.
LL@(18741) The management practice of special types of waste and liabilities of entities with their handlers are next. => Potom dolaze postupci u upravljanju specifičnim vrstama otpada i obaveze odgovarajućih tela sa organima koji se time bave.
LL@(18742) Further regulation is anticipated with detailed by-laws. => Predviđa se da će se dalja regulacija sprovoditi putem detaljnih podzakonskih akata.
LL@(18743) Still missing is special treatment of electrical and electronic waste, as well as strategy for the development of Green IT. => Još uvek nedostaje onaj o posebnom tretmanu električnog i elektronskog otpada, kao i strategija razvoja zelenih tehnologija.
LL@(18744) The Strategy of Information Society in the Republic of Serbia, adopted in 2005, in key strategic issues have not defined the further development of these technologies and established a low-carbon society. => Strategija o informacionom društvu u Republici Srbiji, usvojena 2005. godine, nije u ključna strateška pitanja ubrojila i dalje usavršavanje ovih tehnologija niti je uspostavila društvo sa niskom emisijom ugljenika.
LL@(18745) This failure has a significantly negative effect on other regulations and their implementation. => Ovaj propust ima značajan negativni uticaj na druge odredbe i njihovu primenu.
LL@(18746) However, the biggest problem is not legislation, but organizational and other measures to implement it in the regulation of the current situation and prevention of future risks, as well as defining the responsibilities of the division, building capacity, ensuring financial and other resources and tools Š2Ë. LITERATURA Š1Ë Chen A. J., M. C. Boudreau, R. T. Watson. => Najveći problem ipak nije zakonodavstvo, već organizacione i druge mere koje treba primeniti u regulisanju trenutne situacije i sprečavanju budućih rizika, kao i u definisanju odgovornosti svakog sektora, u stvaranju kapaciteta, obezbeđivanju finansijske podrške i drugih resursa i alata Š2Ë. ~~~ LITERATURA Š1Ë Chen A. J., M. C. Boudreau, R. T. Watson.
LL@(18747) Information systems and ecological sustainability. => Information systems and ecological sustainability.
LL@(18748) The Journal of Systems and Information Technology, 10, pp. 186?201, 2008. => The Journal of Systems and Information Technology, 10, pp. 186? ~~~ 2008.
LL@(18749) Š2Ë Drakulić M., \. => Š2Ë Drakulić M., \.
LL@(18750) Krivokapić, R. Drakulić. => Krivokapić, R. Drakulić.
LL@(18751) Ekološko pravo, WUS Austrija, Poljoprivredni fakultet, Fakultet organizacionih nauka, 2010. => Ekološko pravo, WUS Austrija, Poljoprivredni fakultet, Fakultet organizacionih nauka, 2010. Š3Ë Elliot, S., D. Binney.
LL@(18752) Š3Ë Elliot, S., D. Binney. => Environmentally sustainable ICT:
LL@(18753) Environmentally sustainable ICT: Developing corporate capabilities and an industry-relevant IS research agenda, Paper presented at the Pacific Asia Conference on Information Systems (PACIS), Suzhou, China, 2008. => Developing corporate capabilities and an industry-relevant IS research agenda, Paper presented at the Pacific Asia Conference on Information Systems (PACIS), Suzhou, China, 2008. Š4Ë Environement, Climate Change, http://www.oecd.org/topic/0,3699,en_2649_34361_1_1_1_1_37465,00.html Š5Ë Environment:
LL@(18754) Š4Ë Environement, Change, http://www.oecd.org/topic/0,3699,en_2649_34361_ 1_1_1_1_37465,00.html Climate Š5Ë Environment: Commission proposes revised laws on recycling and use of hazardous substances in electrical and electronic equipment, http://europa.eu/rapid/pressReleasesAction.do?reference=IP/08/1878&format=HTML&aged=0&language=EN&guiLanguage=en#fn1 Š6Ë Feldman M. ~~~ The greening of HPC. => Commission proposes revised laws on recycling and use of hazardous substances in electrical and electronic equipment, http://europa.eu/rapid/pressReleasesAction.do?reference=IP/08/1878&format=HTML&aged=0&language=EN&guiLanguage=en#fn1 Š6Ë Feldman M. The greening of HPC.
LL@(18755) HPCwire, Retrieved April the http://www.hpcwire.com/features/The_Greening_ of_HPC.html, 2008. ~~~ 2011, from 30, Š7Ë Glasson J., R. Therivel, A. Chadwick. => HPCwire, Retrieved April the http://www.hpcwire.com/features/The_Greening_of_HPC.html, 2008. 2011, from 30, Š7Ë Glasson J., R. Therivel, A. Chadwick.
LL@(18756) Introduction to environmental impact assessment (3rd ed), London: UCL Press, 1994. => Introduction to environmental impact assessment (3rd ed), London:
LL@(18757) Š8Ë GLRI. => UCL Press, 1994. Š8Ë GLRI.
LL@(18758) Globally responsible leadership. => Globally responsible leadership.
LL@(18759) A call for engagement,http://www.globallyresponsibleleaders.net/images/stories/grli/english.pdf, The for Management European Development, 2005. ~~~ Foundation Š9Ë Gonsalves A. Dell to Move to Greener Notebook Displays. => A call for engagement,http://www.globallyresponsibleleaders.net/i mages/stories/grli/english.pdf, The European Foundation for Management Development, 2005. Š9Ë Gonsalves A. Dell to Move to Greener Notebook Displays.
LL@(18760) Retrieved May 5, 2011, from the http://www.informationweek.com/story/showArtic le.jhtml?articleID=210603749, 2008. => Retrieved May 5, 2011, from the http://www.informationweek.com/story/showArtic le.jhtml?articleID=210603749, 2008.
LL@(18761) Š10Ë Hoover J. N. IBM gets into IT-Enables green consulting. => Š10Ë Hoover J. N. IBM gets into IT-Enables green consulting.
LL@(18762) Retrieved APRIL 19, 2011, from http://www.informationweek.com/story/showArti cle.jhtml?articleID=210101861, 2008. => Retrieved APRIL 19, 2011, from http://www.informationweek.com/story/showArti cle.jhtml?articleID=210101861, 2008.
LL@(18763) Š11Ë IBM. => Š11Ë IBM.
LL@(18764) Big Green Innovations. => Big Green Innovations.
LL@(18765) Retrieved May 4, 2011, from http://www03.ibm.com/technology/greeninnovations/, 2009. ~~~ Š12Ë IDC. => Retrieved May 4, 2011, from http://www03.ibm.com/technology/greeninnovations/, 2009. Š12Ë IDC.
LL@(18766) Green IT - Understanding its role and opportunities. => Green IT - Understanding its role and opportunities.
LL@(18767) IDC.com, Retrieved April 9, 2011, from http://www.idc.com/research/greenit.jsp, 2009. ~~~ Š13Ë Jenkin T. A., J. Webster, L. McShane. => IDC.com, Retrieved April 9, 2011, from http://www.idc.com/research/greenit.jsp, 2009. Š13Ë Jenkin T. A., J. Webster, L. McShane.
LL@(18768) An agenda for Green information technology and systems research, Information and Organization 21, pp. 1740, 2011. ~~~ Š14Ë LaMonica M. Microsoft funds research for computer energy efficiency. => An agenda for Green information technology and systems research, Information and Organization 21, pp. 1740, 2011. Š14Ë LaMonica M. Microsoft funds research for computer energy efficiency.
LL@(18769) CNET News.com, Retrieved April the http://news.cnet.com/8301-11128_3-993022554.html?tag=mncol, 2008. ~~~ 2011, from 30, Š15Ë Milićević V., B. Ilić. => CNET News.com, Retrieved April the http://news.cnet.com/8301-11128_3-993022554.html?tag=mncol, 2008. 2011, from 30, Š15Ë Milićević V., B. Ilić.
LL@(18770) Competitive Strategies in the Conditions of Digital Economy, Management, Faculty of Organizational Sciences Belgrade, Belgrade, pp. 5-13, 2011. => Competitive Strategies in the Conditions of Digital Economy, Management, Faculty of Organizational Sciences Belgrade, Belgrade, pp. 5-13, 2011.
LL@(18771) Š16Ë Petrović N., M. Knežević. @ivotna sredina i informacione računari, InfoM, časopis za tehnologije i multimedijalne sisteme, god. ~~~ 6, sv. ~~~ 23/2007, Fakultet organizacionih nauka, Beograd, 2007, str. ~~~ 28-30. ~~~ Š17Ë Petrović N. Ekološki menadžment, Fakultet orga nizacionih nauka, Beograd, 2009. ~~~ Š18Ë Petrović N., S. Išljamović, V. Jeremić, D. Vuk, M. Senegačnik. => Š16Ë Petrović N., M. Knežević. @ivotna sredina i računari, InfoM, časopis za informacione tehnologije i multimedijalne sisteme, god. 6, sv. 23/2007, Fakultet organizacionih nauka, Beograd, 2007, str. 28-30. Š17Ë Petrović N. Ekološki menadžment, Fakultet orga nizacionih nauka, Beograd, 2009. Š18Ë Petrović N., S. Išljamović, V. Jeremić, D. Vuk, M. Senegačnik.
LL@(18772) Ecological Footprint as Indicator of Students Environmental Awareness Level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor, Management, Faculty of Organizational Sciences Belgrade, Belgrade, pp. 15-21, 2011. => Ecological Footprint as Indicator of Students Environmental Awareness Level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor, Management, Faculty of Organizational Sciences Belgrade, Belgrade, pp. 15-21, 2011.
LL@(18773) Š19Ë Riha S., L. Levitan, J. Hutson. => Š19Ë Riha S., L. Levitan, J. Hutson.
LL@(18774) Environmental impact assessment: The quest for a holistic picture, Third National IPM Symposium, 1996. => Environmental impact assessment: ~~~ The quest for a holistic picture, Third National IPM Symposium, 1996. Š20Ë Selin H., VanDeveer D. S., Raising Global Standards:
LL@(18775) Š20Ë Selin H., VanDeveer D. S., Raising Global Standards: Hazardous Substances and E-Waste Management the European Union, http://www.brown.edu/Administration/News_Bur eau/2006-07/06-074.pdf in Š21Ë Siegler, K., B., Gaughan. => Hazardous Substances and E-Waste Management Union, http://www.brown.edu/Administration/News_Bureau/2006-07/06-074.pdf European in the Š21Ë Siegler, K., B., Gaughan.
LL@(18776) A practical approach to Green IT, Webinar, Retrieved April, 4, 2011 from the http://www.itmanagement.com/land/green-itwebinar/?tfso=2058, 2008. => A practical approach to Green IT, Webinar, Retrieved April, 4, 2011 from the http://www.itmanagement.com/land/green-itwebinar/?tfso=2058, 2008.
LL@(18777) Š22Ë Studies on WEEE, http://ec.europa.eu/environ ment/waste/weee/studies_weee_en.htm Š23Ë The Climate Group. => Š22Ë Studies on WEEE, http://ec.europa.eu/environ ment/waste/weee/studies_weee_en.htm Š23Ë The Climate Group.
LL@(18778) SMART 2020: Enabling the low carbon economy in the information age, Paper presented at the The Global Sustainability Initiative, Brussels, Belgium, 2008. ~~~ Š24Ë Watson, R. T., M. C. Boudreau, A. Chen, M. H. Huber. => SMART 2020: ~~~ Enabling the low carbon economy in the information age, Pa per presented at the The Global Sustainability Initiative, Brussels, Belgium, 2008. Š24Ë Watson, R. T., M. C. Boudreau, A. Chen, M. H. Huber.
LL@(18779) Green IS: Building sustainable business practices. => Green IS: ~~~ Building sustainable business practices.
LL@(18780) In R. T. Watson (Ed.), Information Systems. => In R. T. Watson (Ed.), Information Systems.
LL@(18781) Athens, GA, USA: Global Text Project, 2008. => Athens, GA, USA:
LL@(18782) Š25Ë West J. E. ~~~ The green grids datacenter metrics Experience from the field. => Global Text Project, 2008. Š25Ë West J. E. The green grids datacenter metrics Experience from the field.
LL@(18783) HPCwire, Retrieved May 5, 2011, http://www.hpcwire.com/features/The_Green_Gr ids_Datacenter_Metrics.html, 2008. ~~~ Š26Ë World Commission on Environment and Development. => HPCwire, Retrieved May 5, 2011, http://www.hpcwire.com/features/The_Green_Grids_Datacenter_Metrics.html, 2008. Š26Ë World Commission on Environment and Development.
LL@(18784) Our Common Future. => Our Common Future.
LL@(18785) Oxford: Oxford University Press, 1987. => Oxford: ~~~ Oxford University Press, 1987.
LL@(18786) Certification of Project Managers Based on IPMA and PMI Models Through Conforming to ISO 17024:20031 UDC: 355.134.1:005-051 ; 005.963:005.8 Danijela Toljaga-Nikolić, Vladimir Obradović, Marko Mihić Faculty of Organizational Sciences, Belgrade The paper presents an analysis of the certification of project managers based on IPMA and PMI models, with special emphasis on their coconformity to the ISO 17024:2003 standard. ~~~ 1. => Sertifikacija projektnih menadžera po modelima IPMA i PMI kroz usaglašavanje sa zahtevima iso 17024:20031 UDK: ~~~ 355.134.1:005-051 ; 005.963:005.8 Danijela Toljaga-Nikolić, Vladimir Obradović, Marko Mihić Fakultet organizacionih nauka u Beogradu U radu se prezentuje uporedna analiza programa sertifikacije projektnih menadžera po modelima međunarodnih organizacija IPMA i PMI, sa posebnim prikazom segmenata usaglašenosti programa sertifikacije sa zahtevima standarda ISO 17024:2003. 1.
LL@(18787) Introduction An increasing number of companies finds that a significant portion of their business operations is conducted implementing the project approach, hence the importance of engaging professionals competent in this field. => Uvod U poslovanju sve većeg broja kompanija danas, značajan deo poslovnih aktivnosti izvodi se preko projektnog pristupa, za potrebe čega je postalo važno angažovanje pojedinaca kompetentnih u toj oblasti.
LL@(18788) A specific discipline that comprises management of varied aspects of a project, regardless of whether it is implemented in economic or non-economic industry, is project management. => Posebna disciplina koja obuhvata upravljanje različitim aspektima sadržanim u jednom projektu, bez obzira da li se on implementira u privrednoj ili neprivrednoj delatnosti, naziva se projektni menadžment.
LL@(18789) The project management approach in business has been present for several years so far and according to Š6Ë it is no longer considered to be merely an approach in planning and monitoring the execution of a project, but also a means to achieve strategic goals of a company in a business environment. => Projektni pristup u poslovanju aktuelan je dugi niz godina i prema Š6Ë ovakav pristup se više ne razmatra samo kao pristup za planiranje i praćenje realizacije jednog projekta, već kao način za dostizanje strateških ciljeva preduzeća u poslovnom okruženju.
LL@(18790) Its importance is further highlighted by the fact that the first organizations in the world were established as early as the 1970s, to gather together the professionals from the field of project management and to contribute to the development of the field on both the national and the global levels, via numerous initiatives, meetings, knowledge and experience exchange. => O njegovom značaju govori činjenica da su 70-ih godina prošlog veka osnovane prve organizacije u svetu, čiji je cilj bio okupljanje profesionalaca iz oblasti projektnog menadžmenta, te doprinos razvoju oblasti na nacionalnom i globalnom nivou, kroz brojne inicijative, skupove, programe, kao načine za usavršavanje, razmenu, prenošenje znanja i iskustava. ~~~ Neke od svetski poznatih organizacija koje su svojim radom učinile mnogo na polju razvoja oblasti projektnog menadžmenta su:
LL@(18791) Some world renowned organizations that did a lot in the field of project management development are the following: IPMA International Project Management Association, PMI Project Management Institute, APM Association for Project Management. => IPMA International Project Management Association, PMI Project Management Institute, APM Association for Project Management.
LL@(18792) They went a step further by developing the sertification programs for project managers, intending to offer the individual managers an opportunity to verify their existing and newly acquired knowledge, affirm their competence as project managers and become engaged on the on-going and the future projects worldwide. casions the participants will share and exchange their knowledge and experience. => Korak dalje su učinile kada su razvile programe sertifikacije projektnih menadžera, sa namerom da se pojedincima pruži mogućnost da verifikuju svoja postojeća i novostečena znanja, potvrde svoju kompetentnost kao projektni menadžeri i budu angažovani na sadašnjim i budućim projektima širom sveta.
LL@(18793)  => Organizacije za projektni menadžment, kako međunarodne, tako i nacionalne, zamišljene su tako da okupljaju kao svoje članove pojedince i organizacije koji primenjuju projektni pristup u poslovanju, da organi zuju kongrese, simpozijume, sastanke, na kojima će učesnici iznositi i razmenjivati svoja znanja i iskustva.
LL@(18794) In the project managers certification programs, in which these organizations are also involved, individuals get an opportunity to affirm their competence in a certain segment of project management. => Kroz programe sertifikacije projektnih menadžera, koji su takođe deo aktivnosti ovih organizacija, pojedinci imaju priliku da potvrde svoju kompetentnost u određenom segmentu oblasti projektnog menadžmenta.
LL@(18795) Given that projects today are actually large enterprises that are not executed on only one location, under the direct supervision of the project manager but are rather conducted from a distance, both temporal and geographical; that is, virtually, it will be an advantage if the project manager or a member of the team have a formal sertification of their competence. => S obzirom da su projekti danas sve češće poduhvati koji se ne realizuju isključivo na jednoj lokaciji, pod neposrednim nadzorom projektnog menadžera, nego se realizacijom projekta upravlja sa distance, vremenske i prostorne, tj. virtualno, prednost je ako projektni menadžer ili član tima ima i formalnu potvrdu svoje kompetentnosti.
LL@(18796) According to the SRPS ISO 10006:2007 standard, project organization is to be supplied with complete staff (item 5.2.4) since the quality and performance of the project depend on the staff that participate in it (item 6.2.1) In this paper we will draw attention on a substantial activity in the field of organization and activities of the project organizations themselves, as well as on the organization and conduct of their programs for certification of project managers; this is the activity of making the organization and the certification programs comply with the requirements of relevant international standards. => Prema standardu SRPS ISO 10006:2007 projektnoj organizaciji treba dodeliti kompetentno osoblje (tačka 5.2.4), jer kvalitet i uspeh projekta zavisiće od osoblja koje u njemu učestvuje (tačka 6.2.1). ~~~ Ovde će se ukazati na značajnu aktivnost u domenu organizovanja i rada samih organizacija za projektni menadžment, kao i organizacije i izvođenja njihovih programa sertifikacije projektnih menadžera, a to je aktivnost usaglašavanja organizacije i programa sertifikacije sa zahtevima relevantnih međunarodnih standarda.
LL@(18797) In case of this type of organizations these are primarily the ISO 9001:2008, Quality Management Systems Requirements and ISO 17024:2003, Conformity Assessment General requirements for bodies operating certification of staff. => Za ovaj tip organizacija to su, pre svega, ISO 9001:2008 Sistemi menadžmenta kvalitetom Zahtevi i ISO 17024:2003 Ocena usaglašenosti Opšti zahtevi za sertifikaciona tela za osoblje. 2.
LL@(18798) 2. ~~~ Implementation of project management project The project management organizations, both international and national ones, are conceived in such a manner that they welcome individuals and organizations that employ the project approach in their operations, organize congresses, symposia, meetings, on which oc The implementation of project management concept allows for the company management to efficiently execute the projects that comply with its strategic goals. => Primena koncepta projektnog menadžmenta Primena koncepta projektnog menadžmenta omogućava menadžmentu kompanije da efikasno realizuje projekte koji su u skladu sa njenim strateškim ciljevima.
LL@(18799) Managing the project execution, the manager deals with the key factors, manages the total time span re 1 The paper presents the findings of the research on the project of Basic research, register number 179081, financed by the Serbian Ministry of Education and Science quired to complete the project, the financial assets and other resources. => Upravljajući realizacijom projekta, menadžer se bavi ključnim faktorima, upravlja ukupnim vremenom potrebnim za završetak projekta, novčanim sred 1 U radu su saopšteni rezultati istra ivanja na projektu Osnovnih istra ivanja evidencioni broj 179081, koji finansira Ministarstvo prosvete i nauke Republike Srbije. stvima i drugim resursima.
LL@(18800) All these factors have to be planned and controlled in order that the project should be completed efficiently. => Sve ove faktore treba isplanirati i kontrolisati u cilju efikasnog završetka projekta.
LL@(18801) Managers are daily faced with various problems and obstacles; in order that they should do their job more efficiently and complete the projects within the planned time, with plannes costs and quality, the organizations are established to aid them. => Menadžeri se svakodnevno susreću sa različitim problemima i preprekama i da bi efikasnije obavljali svoj posao i završavali projekte u planiranom vremenu, sa planiranim troškovima i kvalitetom, osnovane su organizacije koje im svojim delovanjem pomažu u tome.
LL@(18802) Some of the organizations and areas that need to implement the project approach and engage project managers are as follows: construction firms, engineering and project organizations, ministries (project management units), marketing agencies, consulting firms, research organizations, etc. => Neke od organizacija i oblasti koje iskazuju potrebu za primenom projektnog pristupa i angažovanjem projektnih menadžera su: građevinske organizacije, inženjering i projektantske organizacije, ministarstva (jedinice za upravljanje projektima), marketing agencije, konsultantske organizacije, naučno-istraživačke organizacije, itd.
LL@(18803) An important segment in each of these areas, calling for attention, is the project quality management. ~~~ There are two aspects of its implementation, one dealing with the project processes, and the other, concerned with the project product. => U svakoj od ovih oblasti značajan segment kojem se mora posvetiti pažnja je menadžment kvalitetom u projektu, a može se reći da postoje dva aspekta njegove primene, onaj koji se odnosi na procese projekta i onaj koji se odnosi na proizvod projekta.
LL@(18804) In case either of the aspects fails to be accomplished, it can affect the product of the project and its quality, the satisfaction of the project results users and of other stakeholders, as well as the project organization itself. => Ukoliko se ne ispuni bilo koji od ova dva aspekta, to može imati uticaja na proizvod projekta i njegov kvalitet, zadovoljstvo korisnika rezultata projekta i drugih interesnih strana, kao i na projektnu organizaciju.
LL@(18805) According to Š9Ë, achieving quality goals is the responsibility of the management, and demands committment to achieving the goals concerning quality that are set on each of the levels within the organizations involved in the project. => Prema Š9Ë dostizanje ciljeva kvaliteta je odgovornost rukovodstva, zahtevajući opredeljenost za ostvarenje ciljeva kvaliteta koji su istaknuti na svim nivoima unutar organizacija uključenih u projekat.
LL@(18806) The project manager combines his knowledge, skills, personal traits and attitudes to focus upon the project goals accomplishment. => Projektni menadžer ujedinjuje svoje znanje, veštine, lične osobine i stavove kada se fokusira na realizaciju projektnih ciljeva.
LL@(18807) According to Š1Ë, his competence in this context is viewed as the ability to conduct the activities in the project that will lead to a desired result based on the standards adopted. => Prema Š1Ë njegova kompetentnost se u tom kontekstu iskazuje kao sposobnost izvršavanja aktivnosti u projektu koje će dovesti do željenog rezultata zasnovanog na usvojenim standardima.
LL@(18808) As a discipline, project management is developing steadily and fast, it connects with other management disciplines producing new trends. => Projektni menadžment se, kao disciplina, nalazi u stalnom i brzom razvoju, povezuje se sa drugim menadžment disciplinama i javljaju se novi pravci.
LL@(18809) The project management concept whose potentials of implementation are high and whose advantages are many, is a virtual project management. => Koncept projektnog menadžmenta čije su mogućnosti primene velike, a prednosti brojne, jeste virtuelni projektni menadžment.
LL@(18810) Projects are managed from a distance, either geographical or temporal, or both, the memebers are geographically dispersed and communicate via modern information and communication devices. => Projektima se upravlja sa distance, vremenske i prostorne, članovi su međusobno udaljeni i komuniciraju savremenim informaciono-komunikacionim sredstvima.
LL@(18811) The advantages of the virtual project management are the following: faster communications, hence a more efficient work of project teams, cost reduction in using space, travel, etc., and higher productivity at work. => Prednosti virtuelnog projektnog menadžmenta su: brže komuniciranje, a time i efikasniji rad projektnih timova, smanjenje troškova korišćenja prostora, putovanja, i dr, te veća produktivnost u radu.
LL@(18812) In forming such a team it is important that the selection of members be good; a further advantage is that the project manager or a team member has obtained a formal certification of his/her competence in the form of a valid, internationally recognized certificate. => Budući da je prilikom formiranja jednog takvog tima, važno napraviti dobar izbor članova, prednost je ako projektni menadžer ili član tima ima i formalnu potvrdu svoje kompetentnosti u formi validnog, međunarodno priznatog sertifikata. 3.
LL@(18813) 3. ~~~ Certification of project managers In order that the organizations such as IPMA or PMI, or their accreditation bodies as national associations, should conduct their programs of project manager certification in an efficient manner, they undergo a process of adjusting their organization, the manner in which they work and the requirements themselves to the requirements of the relevant international standards on the basis of which the organizations can later be certified or can accredit their certification bodies. => Sertifikacija projektnih menadžera Da bi organizacije poput IPMA ili PMI, kao i nacionalne asocijacije, odnosno njihova akreditaciona tela, uspešno izvodile programe sertifikacije projektnih menadžera, prolaze kroz proces usaglašavanja načina svoje organizacije, rada i samih programa sa zahtevima relevantnih međunarodnih standarda, prema kojima se kasnije organizacije mogu sertifikovati, odnosno akreditovati sertifikaciona tela.
LL@(18814) Simultaneously, the quality of the program is affirmed and a higher credibility is awarded to the holders of the certificates, together with a greater trust the organizations that employ them feel about the importance of the certificate. => Time se ujedno afirmiše i kvalitet programa i daje veći kredibilitet vlasnicima sertifikata, kao i veće poverenje organizacija koje ih zapošljavaju u značaj sertifikata.
LL@(18815) According to Š4Ë, the organizations of this type certify the implemented system of quality management in the organization on the basis of ISO 9001:2008 Quality Management Systems Requirements, whereas a certification body is accredited according to ISO 17024:2003 Conformity Assessment General Requirements for certification bodies operating certification of staff. => Prema Š4Ë organizacije ovog tipa sertifikuju implementirani sistem menadžmenta kvaliteta u organizaciji prema ISO 9001:2008 Sistemi menadžmenta kvalitetom Zahtevi, dok se sertifikaciono telo akredituje prema ISO 17024:2003 Ocena usaglašenosti Opšti zahtevi za sertifikaciona tela za osoblje.
LL@(18816) According to the classification of standards in the field of CASCO on individual standards for conformity assessment, ISO 17024:2003 refers to bodies operating certification concerning staff. => Prema podeli standarda u oblasti CASCO - ISO Committee on Conformity Assessment, na pojedine standarde za ocenjivanje usaglašenosti, ISO 17024:2003 se odnosi na sertifikaciona tela za osoblje.
LL@(18817) The standard was devised by the ISO/CASCO committe for conformity assessment, and developed by the Committee for standards in the field of quality management system KS A176. ~~~ In this country, the standard is published as SRPS ISO/IEC 17024:2005 Conformity Assessment General requirements for bodies operating certification of persons (ISO/IEC 17024:2003 Conformity Assessment General requirements for bodies operating certification of persons). => Standard je pripremio ISO/CASCO Komitet za ocenjivanje usaglašenosti, a izradila Komisija za standarde iz oblasti sistema menadžmenta kvalitetom KS A176. U našoj zemlji ovaj standard je objavljen pod oznakom SRPS ISO/IEC 17024:2005 Ocenjivanje usaglašenosti - Opšti zahtevi za tela koja vrše sertifikaciju osoba (ISO/IEC 17024:2003 Conformity assessment general requirements for bodies operating certification of persons).
LL@(18818) As quoted in Š4Ë, ISO 9001:2008 and ISO 17024:2003 are compatible standards, where the implementation of their requirements enhances the quality of the certification program elements. => Kako se navodi u Š4Ë ISO 9001:2008 i ISO 17024:2003 su kompatibilni standardi, gde implementacija njihovih zahteva doprinosi kvalitetu elemenata programa sertifikacije.
LL@(18819) The certificate serves to confirm that the candidate has achieved a certain level of knowledge, experience and skill to perform his job, in accordance with the requirements of respective standards and the ethics of a given profession. => Sertifikatom se potvrđuje da je kandidat stekao određeni nivo znanja, iskustva i veštine za bavljenje profesijom, u skladu sa zahtevima odgovarajućih standarda i etikom date profesije.
LL@(18820) Depending on the certification program, certificates are valid for a certain period of time (e.g., five years). => U zavisnosti od programa sertifikacije, sertifikati su validni određeni vremenski period (npr. 5 godina).
LL@(18821) Upon the expiry of this period, the program offers the project managers the opportunity to undergo a recertification procedure to extend the validity of their certificates, where they are expected to submit the documents proving that in the previous period they have implemented the acquired knowl edge, improved their knowledge, managed projects and that they desire to work and improve further in their respective fields. => Po isteku tog perioda, projektnim menadžerima je programom data mogućnost da postupkom resertifikacije produže validnost svojih sertifikata, pri čemu treba da prilože dokumentaciju koja dokazuje da su prethodnih godina primenjivali stečena znanja, usavršavali ih, rukovodili projektima i pri tom i dalje imaju želju za radom i usavršavanjem u ovoj oblasti.
LL@(18822) The certification process proves to all parties that the candidate has achieved and that he/she further develops an acceptable level of professional knowledge, skills and competencies, where the certification body is the party that verifies the candidates knowledge and achievement. => Prolazak kroz proces sertifikacije osigurava svim stranama da je kandidat postigao i dalje razvija prihvatljiv nivo profesionalnog znanja, veština i sposobnosti, pri čemu sertifikaciono telo predstavlja stranu koja veri fikuje znanja i dostignuća kandidata.
LL@(18823) The benefit of certification is assumed to be manifold. => Za koristi od sertifikacije bi moglo da se kaže da su višestruke.
LL@(18824) For the project personnel, it is an internationally recognized certificate of qualification and competence in project management; for the organizations providing the project management services it is the proof that their employees are professionally competent, whereas for the clients it is a higher confidence that they will get a quality service. => Za projektno osoblje to je međunarodno priznat sertifikat o kvalifikovanosti i kompetentnosti u projektnom menadžmentu, za organizacije koje pružaju usluge projektnog menadžmenta to je dokaz postojanja profesionalnih kompetencija njihovih zaposlenih, a za klijente veća sigurnost da će dobiti kvalitetnu uslugu.
LL@(18825) Competence can also be viewed as an evident ability to implement knowledge and skills, while according to Š2Ë, the project managers competence has three dimensions: knowledge, personality and performance. => Kompetentnost se može posmatrati i kao iskazana sposobnost da se primene znanja i veštine, dok prema Š2Ë kompetentnost projektnog menadžera čine tri dimenzije: znanje, ličnost i performanse. 4.
LL@(18826) 4. ~~~ IPMA association International Project Management Association IPMA is an international project management association seated in Zürich, established in 1965. => O IPMA asocijaciji International Project Management Association IPMA je međunarodna asocijacija za upravljanje projektima, sa sedištem u Cirihu, osnovana 1965. godine.
LL@(18827) IPMA includes more than 50 national project management associations worldwide, whose objectives are development, training, cooperation and promotion in the field of project management. => IPMA okuplja više od 50 nacionalnih asocijacija za upravljanje projektima širom sveta, čiji je cilj razvoj, osposobljavanje, saradnja i promovisanje u oblasti projektnog menadžmenta.
LL@(18828) One of its full members is YUPMA Project Management Association of Serbia, which includes the certification body YUPMA Cert whose purpose is to establish, conduct, improve and maintain the project manager certification program in this country, on the basis of the IPMA model. ~~~ 4.1. => Jedna od njenih punopravnih članica je i YUPMA Udruženje za upravljanje projektima Srbije, u okviru koga deluje sertifikaciono telo YUPMA Cert, koje upravo po IPMA modelu uspostavlja, sprovodi, unapređuje i održava program sertifikacije projektnih menadžera kod nas. 4.
LL@(18829) Certification system and basic documents Over the years, IPMA has developed a leading world certification program and had an important role in improving and development of the project management field. => Sistem sertifikacije i bazična dokumenta Tokom godina, IPMA je razvila vodeći svetski sertifikacioni program i odigrala značajnu ulogu u unapređenju i razvoju oblasti projektnog menadžmenta.
LL@(18830) As quoted in Š5Ë, the IPMA Council confirmed in Ljubljana, 14th June, 1998 that a four level IPMA certification system was established, previously approved of on 28th February the same year, on Bled. => Kako se u Š5Ë navodi Savet IPMA je 14. juna 1998. godine u Ljubljani potvrdio da je uspostavljen IPMA sistem sertifikacije na četiri nivoa, prethodno odobren 28. februara iste godine na Bledu.
LL@(18831) It is then that the certification bodies of the associations-members of IPMA commenced their certification programs. => Od tada su sa izvođenjem programa sertifikacije započela sertifikaciona tela asocijacija članica IPMA.
LL@(18832) IPMA certifies project and program managers, awards successful project teams and individual and issues numerous publications in the fields of project management. => IPMA sertifikuje projektne i program menadžere, nagrađuje uspešne projektne timove i pojedince i izdaje mnoštvo publikacija iz oblasti projektnog menadžmenta.
LL@(18833) IPMA has developed a certification program where, in order to acquire the IPMA certificate, the candidates are expected to show a required level of knowledge, un derstanding and practical experience in the field of project management. => IPMA je razvila sertifikacioni program, gde za sticanje IPMA sertifikata kandidati moraju da pokažu odgovarajući nivo znanja, razumevanja i praktično iskustvo u oblasti projektnog menadžmenta.
LL@(18834) The certification system according to the IPMA model is based on competence assessment (technical, behavioural and contextual), making use of two documents as a basis: one is the IPMA Certification Regulations and Guidelines ICRG, and the other is the IPMA Competence Baseline ICB. => Sistem sertifikacije prema IPMA modelu zasniva se na oceni kompetentnosti (tehničke, bihejvioralne i kontekstualne) i koristi kao osnovu dva dokumenta, prvi je IPMA Certification Regulations and Guidelines ICRG, a drugi IPMA Competence Baseline ICB.
LL@(18835) These documents are used by authorised national member associations of IPMA (Member Association MAs) and certification bodies (Certification Bodies CBs), engaged in establishing and managing the certification program on four levels. => Ove dokumente koriste ovlašćene nacionalne asocijacije članice IPMA (Member Association MAs) i ser tifikaciona tela (Certification Bodies CBs), koji se bave uspostavljanjem i upravljanjem programom sertifikacije na četiri nivoa.
LL@(18836) The purpose of the ICRG document is to define the policy, the structure, the procedures and the practical execution of certification on four levels, giving not only the guidelines for the certification of individuals, but also for forming and validation of certification bodies. => Svrha dokumenta ICRG je definisanje politike, strukture, procedura i praktičnog sprovođenja sertifikacije na četiri nivoa, pri čemu se tu daju, ne samo smernice za sertifikaciju pojedinaca, nego i za formiranje i validaciju sertifikacionih tela.
LL@(18837) The ICB document presents a set of knowledge and experiences expected from project, program and portfolio managers. => U dokumentu ICB predstavlja se set znanja i iskustava koji se očekuju od menadžera projekata, programa i portfolia.
LL@(18838) It contains basic terms, the presentation of management skills, functions and processes that are part of good practice of project management, but also the knowledge and experiences of experts that can be implemented in a variety of situations. => Sadrži osnovne termine, prikaz veština, funkcija i procesa menadžmenta koji su deo dobre prakse projektnog menadžmenta, ali i znanja i iskustva stručnjaka koja se koriste u različitim situacijama.
LL@(18839) The candidates also use this material in preparing for the examinations. => Taj materijal, pored ostalog, koriste kandidati za pripremu ispita.
LL@(18840) National associations and their certification bodies are authorised by IPMA to translate and use these documents titled National Certification Regulations and Guidelines NCRG and National Competence Baseline NCB, for the purpose of forming the bodies and the design, implementation and maintenance of the programs of project manager certification in their respective countries. => Nacionalne asocijacije i njihova sertifikaciona tela imaju ovlašćenje od strane IPMA da prevode i koriste ove dokumente pod nazivom National Certification Regulations and Guidelines - NCRG i National Competence Baseline - NCB, za potrebe formiranja tela i uspostavljanja, primene i održavanja programa sertifikacije projektnih menadžera u svojim zemljama.
LL@(18841) The implementation of the program of project manager certification by the certification bodies and within the national associations members of IPMA has to conform to the IPMA policy, procedures, practice and requirements of the internationally recognized ISO 17024:2003 standard. => Implementacija programa sertifikacije projektnih menadžera od strane sertifikacionih tela u okviru nacionalnih asocijacija članica IPMA organizacije, mora se uskladiti sa IPMA politikom, procedurama, praksom i zahtevima međunarodno priznatog standarda ISO 17024:2003.
LL@(18842) These standards are accepted as adequate, the standards that can improve the quality of the process. => Ovi standardi su prihvaćeni kao odgovarajući koji mogu da unaprede kvalitet procesa.
LL@(18843) The quality management system treats the certification body as a system whose elements: organizational structure, rules, processes, documents, are process-oriented and interrelated, so that all the certification activities can be conducted and controlled at any moment. => Sistem menadžmenta kvaliteta tretira sertifikaciono telo kao sistem čiji elementi: organizaciona struktura, pravila, procesi, dokumenta, su procesno orijentisani i međusobno povezani, tako da sve sertifikacione aktivnosti mogu biti vođene i praćene u svakom trenutku.
LL@(18844) The activities have to be internally and externally comprehensible and conducted to the purpose of maintaining a certain quality level and continual improvement. => Aktivnosti treba da budu interno i eksterno razumljive i vođene u svrhu održavanja određenog nivoa kvaliteta i kontinuiranog poboljšanja.
LL@(18845) According to Š4Ë, the quality management system in the certification body is documented within the Quality Management Manual. => Prema Š4Ë sistem menadžmenta kvalitetom u sertifikacionom telu dokumentuje se u okviru Poslovnika o kvalitetu (Quality Management Manual).
LL@(18846) The documents of the certification body describe the organization, procedures and forms, all in accordance with the ISO/IEC 17024:2003 standard. => U dokumentaciji sertifikacionog tela mora biti opisana organizacija, procedure i forme, sve u skladu sa zahtevima standarda ISO/IEC 17024:2003.
LL@(18847) As stated in the ICRG document, the certification and recertification processes are to conform to the principles of this standard. => Kako se u dokumentu ICRG zahteva, procesi sertifikacije i resertifikacije moraju biti usaglašeni sa principima ovog standarda.
LL@(18848) As stated in Š5Ë, it is IPMAs recommendation that each certification body has a management system accredited by a national institute that should be a member of the European Accreditation and the International Accreditation Forum. => Kako se u Š5Ë navodi, preporuka IPMA je da svako sertifikaciono telo ima akreditovan sistem menadžmenta od strane nacionalnog instituta, koji bi trebao biti član European Accreditation i International Accreditation Forum .
LL@(18849) The implementation of ISO/IEC 17024:2003 standard requirements may be a solid basis for the establishment of certification bodies and project manager certification schemes. => Primena zahteva standarda ISO/IEC 17024:2003 može da bude dobra osnova za formiranje sertifikacionih tela i šema sertifikacije projektnih menadžera.
LL@(18850) The standard specifies the requirements for the body operating in certification of persons, including the development and maintenance of the schemes for certification of persons, setting specific requirements that ensure that the certification bodies perform the certification work in a consistent, comparable and reliable manner. => Standard specificira zahteve za telo koje sertifikuje osobe, obuhvatajući i razvoj i održavanje šeme sertifikacije osoba, dajući specifične zahteve koji osiguravaju da sertifikaciona tela koja izvode sertifikaciju rade na konzistentan, uporediv i pouzdan način.
LL@(18851) The requirements in this international standard should be deemed as general requirements for the bodies operating the certification of persons. => Zahteve u ovom međunarodnom standardu treba smatrati opštim zahtevima za tela koja vrše sertifikaciju osoba.
LL@(18852) In order that the certification process should commence in a certain country, it is necessary that a certification body be established, that First Assessors should be appointed and that adjustment of ICRG and ICB to NCRG and NCB be effected. => Da bi se u pojedinim zemljama započeo proces sertifikacije mora se formirati sertifikaciono telo, imenovati prvi ispitivači (First Assessors) i izvršiti prilagođavanje ICRG i ICB u NCRG i NCB.
LL@(18853) As quoted in Š4Ë, the national first assessors have a mentor, an experienced assessor from the already existing certification body. => Kako se u Š4Ë navodi, nacionalni prvi ispitivači imaju kao mentora iskusnog ispitivača iz postojećeg sertifikacionog tela.
LL@(18854) Item 5.2.1. of the ISO 17024:2003 standard stipulates the general requirements for assessoers: They should be knowledgeable of the respective certification scheme; They should have a comprehensive knowledge of the respective examination methods and exam documents; They should be competent in the field in which the examination is conducted; They should be capable of communicating in the exam language, both orally and in writing; They should be free of any interests so that they should be capable of making impartial and non-discriminatory decisions (assessments). => Tačka 5.2.1. standarda ISO 17024:2003 donosi opšte zahteve za ispitivače: da budu upoznati sa odgovarajućom šemom sertifikacije, da poseduju celovito znanje o odgovarajućim metodama ispitivanja i ispitnim dokumentima, da poseduju kompetentnost u oblasti u kojoj se obavlja ispitivanje, da su sposobni da pisano i usmeno komuniciraju na jeziku ispita, da su oslobođeni od bilo kojih interesa, tako da mogu da donose nepristrasne i nediskriminatorske odluke (ocene).
LL@(18855) Š4Ë Š8Ë Additional requirements for the assessors defined by IPMA, stipulated in Š4Ë are as follows: They should hold one of IPMA certificates at the moment of engagement (except the first assessor); They should be nominated by their assessors; They continually work on their professional devel opment; They undergo a certain training. => Š4Ë Š8Ë Dodatni zahtevi za ispitivače koje definiše IPMA, navedeni u Š4Ë, su: da poseduju neki od IPMA sertifikata u trenutku angažovanja (osim prvog ispitivača); da su predloženi od strane njihovih ispitivača, neprekidno rade na svom profesionalnom razvoju, prolaze određeni trening.
LL@(18856) The elements and requirements of the ISO 17024:2003 standard are implemented by IPMA in the ICRG document, however with some modifications given below: 1) Instead of the term examination (item 3.9. in ISO 17024:2003), the term assessment is used, and instead of the term examiner (item 3.10. in ISO 17024:2003) the term assessor is used. => Elementi i zahtevi standarda ISO 17024:2003 primenjeni su od strane IPMA u okviru dokumenta ICRG, ali sa određenim modifikacijama koje su date u nastavku: ~~~ 2.
LL@(18857) Š4Ë Š8Ë 2) According to Š8Ë, item 4.2.3. is defined as follows: The certification body is formed by the Council on Certification, liable for the development and maintenance of the certification scheme for any type of certification. => Prema Š8Ë tačka 4.2.3. je definisana na sledeći način: ~~~ Sertifikaciono telo mora da formira Savet za razvoj sertifikacije, koji treba da bude odgovoran za razvoj i održavanje šeme sertifikacije za svaku vrstu sertifikacije.
LL@(18858) It is the obligation of the Council on Certification to represent the interests of all the parties involved in the certification scheme, justly and on equal basis, without giving preference to special interests of any party. => Savet za razvoj sertifikacije mora pravedno i ravnopravno da predstavlja interese svih strana povezanih sa šemom sertifikacije, bez preovladavanja bilo čijeg posebnog interesa.
LL@(18859) Where the certification scheme is developed by other organizations, other than the certification body, each of such development agents is obliged to comply to the same principles. => Tamo gde šemu sertifikacije razvijaju druge organizacije, a ne sertifikaciono telo, svaki od takvih nosilaca razvoja mora da poštuje iste principe..
LL@(18860) The modification of this item, according to Š4Ë, is in that the Council on Certification offers recommendations, rather than takes responsibility for the development and maintemance of the certification scheme. => Modifikacija ove tačke prema Š4Ë sastoji se u tome što Savet za razvoj sertifikacije pre daje preporuke, nego što preuzima odgovornost za razvoj i održavanje šeme sertifikacije. 3.
LL@(18861) 3) In Š8Ë, item 4.2.5. is defined in such a manner that: the Certification body is not allowed to offer nor conduct any training, nor aid others in preparation of such services, unless it proves that such a training is independent of assessment and certification of persons, in order that it should not violate the confidentiality and impartiality of its certification. => U Š8Ë je tačka 4.2.5. definisana tako da: ~~~ Sertifikaciono telo ne sme da nudi niti obavlja obuku ili pomaže drugima u pripremi takvih usluga, ako ne dokaže kako je takva obuka nezavisna od vrednovanja i sertifikacije osoba, da ne bi narušilo poverljivost i nepristrasnost svoje sertifikacije.
LL@(18862) According to the modification of this item given in Š4Ë, the certification body should not be in a position to offer nor provide training, nor aid others in the preparation of such services. => Prema modifikaciji ove tačke date u Š4Ë sertifikaciono telo ne bi trebalo da nudi ili obezbeđuje trening ili pomaže drugima u pripremi takvih usluga. 4.
LL@(18863) 4) Item 4.3.5. is, according to Š8Ë, defined as follows: Excessive financial or other constraining conditions, such as membership in the association or a group, shall not be a barrier to certification. => Tačka 4.3.5. je prema Š8Ë definisana na sledeći način: ~~~ Preterani finansijski ili drugi ograničavajući uslovi, kao što su članstvo u udruženju ili grupi, ne smeju da ograniče sertifikaciju.
LL@(18864) A successful completion of the training course may be a requirement of a certification scheme, however, the recognition/approval of training courses by the certification body shall not endanger the impartiality nor reduce the need for assessment of requirements for certification. => Uspešan završetak odobrenog kursa obuke može da bude zahtev šeme sertifikacije, ali priznavanje/odobravanje kurseva obuke od strane sertifikacionog tela ne sme da ugrozi nepristrasnost ili da smanji potrebu za vrednovanjem ili zahtevima sertifikacije.
LL@(18865) The modification of this item within Š4Ë is that the certification body should not insist on a successful completion of any training as a condition for the certification of the candidate. => Modifikacija ove tačke u okviru Š4Ë sastoji se u tome da sertifikaciono telo ne treba da zahteva uspešno okončanje bilo kakvog treninga kao uslova za sertifikaciju kandidata. 5.
LL@(18866) 5) In item 4.5. regarding the possibility of subcontracting, i.e., hiring an external body or individual for certain segments of work in the certification process (e.g., examination), stated in Š8Ë, the modification stated in Š4Ë is about the requirement that certification bodies retain full control over all the core activities concerning certification. => Kod tačke 4.5. koja se tiče mogućnosti podugovaranja, odnosno pronalaženja eksternog tela ili pojedinca za neke segmente rada u vezi sa sertifikacijom (na primer ispit), date u Š8Ë, modifikacija predstavljena u Š4Ë se sastoji u tome što se zahteva da sertifikaciona tela zadrže punu kontrolu nad svim osnovnim aktivnostima koje se tiču sertifikacije. 1.
LL@(18867)  => Umesto termina examination (tačka 3.9. u ISO 17024:2003) koristi se termin assessment i umesto termina examiner (tačka 3.10. u ISO 17024:2003) koristi se termin assessor.
LL@(18868) There are some further adjustments made by IPMA regarding the implementation of the ISO 17024:2003 standard requirements, and given in the ICRG document. => Š4Ë Š8Ë Još neka od prilagođavanja učinjenih od strane IPMA kada je u pitanju primena zahteva standarda ISO 17024:2003 data u okviru dokumenta ICRG su sledeća: IPMA nivo C® Sertifikovani projektni menadžer (Certified Project Manager) je osposobljen da upravlja projektima sa ograničenom kompleksnošću.
LL@(18869)  => IPMA nivo D® Sertifikovani projekt menadžment saradnik (Certified Project Management Associate) je osposobljen da primeni znanja iz oblasti projektnog menadžmenta kao član tima na projektu koji se realizuje.
LL@(18870)  => Period validnosti sertifikata sva četiri nivoa vremenski je ograničen na 5 godina, posle čega je potrebno obnoviti validnost sertifikata kroz proces resertifikacije.
LL@(18871)  => Procesi sertifikacije i resertifikacije izvode se na engleskom jeziku, kao i na maternjem jeziku nacionalnih asocijacija, članica IPMA, koje obavljaju procese sertifikacije i resertifikacije u saradnji sa IPMA asocijacijom.
LL@(18872)  => Prema Š16Ë do kraja 2009. godine izdato je više od 110.000 sertifikata projektnim menadžerima i saradnicima širom sveta po IPMA modelu, a broj sertifikovanih kandidata planiran za 2010. godinu dat je po nivoima na slici 2.
LL@(18873) They are: The assessment of the candidate is to be performed by the certification body on the basis of information collected exclusively during the certification process. => Ocenu kandidata treba da vrši sertifikaciono telo na osnovu informacija prikupljenih isključivo tokom procesa sertifikacije.
LL@(18874) The assessor does not participate in the preparation or training of the candidate undergoing the certification process. => Ispitivač ne treba da učestvuje u pripremi ili treningu kandidata koji je uključen u proces sertifikacije.
LL@(18875) The candidate that completes the certification process successfully is awarded a certificate and is entered into the IPMA Registry of certificate holders. => Kandidat koji uspešno završi proces sertifikacije treba da primi sertifikat i biće uključen u IPMA registar vlasnika sertifikata.
LL@(18876) The validity of certificates is 5 years, upon which period it is necessary that the recertification process for the same level, or the certification process for a new level are commenced. => Sertifikati su validni 5 godina, posle čega je neophodan proces resertifikacije za isti nivo ili sertifikacija za novi nivo.
LL@(18877) The validation and revalidation of certification bodies is the responsibility of the Certification Validation Management Board. ~~~ The purpose is to certify that the validation process complies with the IPMA regulations, that the ICRG and ICB documents are implemented correctly and and to ensure that the quality level remains constant. => Validaciju i revalidaciju sertifikacionih tela vrši Certification Validation Management Board, kako bi se utvrdila usaglašenost procesa validacije sa propisima IPMA, način primene dokumenata ICRG i ICB i osigurao konstantan nivo kvaliteta.
LL@(18878) According to Š4Ë, the validation process is divided into: the first (initial) validation, the periodical tests and the revalidation. => Prema Š4Ë proces validacije se deli na: prvu (inicijalnu) validaciju, periodične provere i revalidaciju.
LL@(18879) In case the certification body is accredited in accordance to the ISO 17024:2003 standard, the periodical tests are not necessary. => Ukoliko je sertifikaciono telo akreditovano prema ISO 17024:2003, onda periodične provere nisu neophodne. 4.
LL@(18880) 4.2. ~~~ Certification levels of the IPMA program The IPMA certification proframme has four levels (a four-level-certification 4-L-C) and is devised as a continuous process of project manager competence development. => Nivoi sertifikacije IPMA programa IPMA program sertifikacije obuhvata četiri nivoa (four-level-certification - 4-L-C) i osmišljen je kao kontinuirani proces razvoja kompetencija projektnih menadžera.
LL@(18881) Each of the four presented levels comprises and verifies an adequate education of the candidate and his/her competence (Figure 1). => U svakom od četiri prikazana nivoa spojeno je i verifikovano adekvatno obrazovanje kandidata i njegova kompetentnost (slika 1).
LL@(18882) Figure 1. => Slika 1.
LL@(18883) Competence levels in the IPMA model IPMA level A® Certified Projects Director shall be able to manage a complex portfolio of projects or program. => Nivoi kompetentnosti u IPMA modelu IPMA program sertifikacije obuhvata četiri nivoa:
LL@(18884) IPMA level B® Certified Senior Project Manager shall be able to manage complex projects. => 
LL@(18885) IPMA level C® Certified Project Manager shall be able to manage projects with limited complexity. => 
LL@(18886) IPMA level D® Certified Project Manager Associate shall be able to apply the knowledge in project management as member of the team in a project under way. => IPMA nivo A® Sertifikovani direktor projekata (Certified Projects Director) je osposobljen da upravlja kompleksnim portfoliom projekata ili programom.
LL@(18887) The validity period of the certificate for each of the four levels is limitted to 5 years, upon which time it is necessary that the validity of the certificate be renewed through a recertification process. => 
LL@(18888) The certification and the recertification processes are conducted in the English language, as well as in the mother tongue of national associations, members of IPMA which operate the certification and the recertification processes in collaboration with the IPMA association. => IPMA nivo B® Sertifikovani stariji projektni menadžer (Certified Senior Project Manager) je osposobljen da upravlja kompleksnim projektima.
LL@(18889) According to Š6Ë, by the end of 2009, more than 110,000 certificates following the IPMA model were issued to project managers and assistants all over the world, and the number of certified candidates planned for 2010 is presented per levels in Figure 2. => 
LL@(18890) Figure 2. => Slika 2.
LL@(18891) Number of IPMA certificates planned by the end of 2010, per levels Š16Ë As quoted above, the certification body YUPMA Cert operates within the Serbian Project Managemant Association YUPMA and conducts the program of international certification of project managers on the original program and under the contract with IPMA. => Broj planiranih IPMA sertifikata po nivoima do kraja 2010. Š16Ë Kao što je prethodno navedeno, u okviru Udruženja za upravljanje projektima Srbije YUPMA, deluje sertifikaciono telo YUPMA Cert, koje izvodi program međunarodne sertifikacije projektnih menadžera po originalnom programu i ugovoru sa IPMA.
LL@(18892) This body is the only authorised body to issue official project management certificates on the IPMA model in this country. => Ono je jedino ovlašćeno kod nas da izdaje zvanične sertifikate iz oblasti upravljanja projektima po modelu IPMA.
LL@(18893) The certificate the candidate is issued upon a successful completion of the program is fully valid and fully correspondent in all the countries members of IPMA, and is recognized and accepted in those countries that are not direct signatories of this agreement. => Sertifikat koji kandidat dobije nakon uspešno završenog programa je punovažan i potpuno korespondentan u svim zemljama članicama IPMA, a priznaje se i prihvata i u ostalim zemljama koje nisu direktni potpisnici ovog sporazuma. 5.
LL@(18894) 5. ~~~ PMI organization The Project Management institute PMI is an organization established in the U.S.A. in 1969 with the aim to proactively develop the practice and the profession of project management, working towards ensuring that organizations adopt and implement the project management concept and succeed in achieving their goals. => O PMI organizaciji Project Management Institute PMI je organizacija osnovana 1969. godine u SAD, sa ciljem da proaktivno razvija praksu i profesiju projektnog menadžmenta, čineći da organizacije prihvate i primene koncept projektnog menadžmenta i ostvare uspeh u realizaciji svojih ciljeva.
LL@(18895) At the moment, PMI has around 420,000 members and certified individuals. => PMI trenutno okuplja oko 420.000 članova i sertifikovanih pojedinaca.
LL@(18896) Since 1984, the PMI organization has been engaged in the development and implementation of the project manager certification program, for the purpose of improving the project manager profession and recognizing the achievements of the professionals in this area. => Od 1984. godine u PMI organizaciji se radi na razvoju i implementaciji programa sertifikacije projektnih menadžera, kako bi se unapredila profesija projektnog menadžmenta i priznala dostignuća profesionalaca u ovoj oblasti.
LL@(18897) The first certification program commenced in 1984 was for a PMP® Project Management Professional; today, approximately 370,000 professionals in this field are the holders of this certificate. => Prvi program sertifikacije koji je pokrenut 1984. godine bio je za PMP® Project Management Professional, a danas oko 370.000 profesionalaca u oblasti poseduje ovaj sertifikat.
LL@(18898) Certificate holders need not be PMI members. ~~~ 5.1. => Vlasnici sertifikata ne moraju biti članovi PMI. 5.
LL@(18899) Certification on the PMI model PMI certificates for project managers As an international organization with more than 40 years of experience in supporting the project management profession, PMI offers an opportunity to individuals educated and experienced in this field to acquire an internationally recognized certificate of their competence. => Sertifikacija po PMI modelu - PMI uverenja za projektne menadžere Kao međunarodna organizacija sa 40 godina iskustva u pružanju podrške profesiji projektnog menadžmenta, PMI pruža mogućnost pojedincima koji imaju obrazovanje i iskustvo iz ove oblasti da steknu međunarodno priznato uverenje o tome. ~~~ Porodicu uverenja (family credential) čine:
LL@(18900) The family of credentials cosists of: Certified Associate in Project Management CAPM® Scheduling Professional PMI-SP® PMI Risk Management Professional PMI-RPM® Project Management Professional PMP® Program Management Professional PgMP® The PMI certificates certify a persons skill and committment in doing the work in the field of project management. => Sertifikovani projekt menadžment saradnik (Certified Associate in Project Management CAPM®) PMI stručnjak za planiranje (Scheduling Professional PMI-SP®) MI stručnjak za upravljanje rizikom (PMI Risk Management Professional PMI-RMP®) Stručnjak za upravljanje projektom (Project Management Professional PMP®) Stručnjak za upravljanje programom (Program Management Professional PgMP®) PMI uverenjima se potvrđuje umeće i posvećenost pojedinca u obavljanju aktivnosti u oblasti projektnog menadžmenta.
LL@(18901) In order that the candidate be issued a certificate, he/she is expected to meet certain educational and experience-related requirements set by PMI, so that he/she can implement the knowledge in the field of project management to answer the examination questions and offer adequate response to certain situations and scenarios. => Da bi kandidat dobio uverenje treba da ispuni određene obrazovne i iskustvene zahteve propisane od strane PMI, da primenom znanja iz projektnog menadžmenta može da odgovori na ispitna pitanja i pruži odgovore na određene situacije i scenarija.
LL@(18902) To revalidate the CAPM® certificate, the candidate is expected to pass the exam to extend the certificate validity upon its expiry after a five-year period, whereas to revalidate the other PMI certificates the candidate is expected to constantly express his/her professional committment to the project management field by satisfying the Continuing Certification Requirements CCR program. => Za obnovu CAPM® uverenja, kandidat treba da po isteku petogodišnjeg perioda položi ispit za produženje validnosti uverenja, dok za obnovu drugih PMI uverenja kandidat mora konstantno da iskazuje svoju profesionalnu posvećenost oblasti projektnog menadžmenta ispunjavanjem Neprekidnih sertifikacionih zahteva (Continuing Certification Requirements CCR) programa.
LL@(18903) PMI also took into consideration the need to adjust the manner of work to the requirements of international standards, therefore the PMI certification program for PMP® Project Management Professional was accredited in 2006, following the ANSI/ISO/IEC 17024:2003 standard requirements. => U okviru PMI se vodilo računa i o potrebi usklađivanja načina rada sa zahtevima međunarodnih standarda, tako da je u decembru 2006. godine PMI program sertifikacije za PMP® Project Management Professional, akreditovan prema zahtevima standarda ANSI/ISO/IEC 17024:2003.
LL@(18904) Thus PMI became the worlds first project management organization whose one program is accredited in conformity to the requirements of this standard. => Time je PMI postao prva organizacija za projektni menadžment u svetu čiji je jedan od programa akreditovan u skladu sa zahtevima ovog standarda.
LL@(18905) As maintained in Š15Ë, the accreditation was performed by the American National Standard Institute ANSI, whereas the PMIs Certification Program Department had already certified their own quality management system implemented in conformity with the requirements of the ISO 9001:2000 standard. => Kako se u Š15Ë ističe, akreditaciju je izvršio Američki nacionalni institut za standarde (American National Standards Institute - ANSI), dok je PMI Odeljenje za programe sertifikacije (PMIs Certification Program Department) prethodno već sertifikovalo svoj sistem menadžmenta kvalitetom implementiran prema zahtevima standarda ISO 9001:2000.
LL@(18906) This fact is further corroborated by the statement of Roy Swift, the Program Director for Personnel Certifier Accreditation of the American National Standards Institute, quoted in Š15Ë: It has become evident on an international level that is is necessary that certification programs of persons should be accredited since it is services, rather than products, that contribute to the global economy. => U prilog značaja te činjenice ide i izjava Roja Svifta, direktora Programa za akreditaciju programa sertifikacije pojedinaca u ANSI, data u Š15Ë: ~~~ Na međunarodnom nivou je postalo očigledno da je neophodno akreditovati programe za sertifikaciju pojedinaca, pošto usluge više doprinose globalnoj ekonomiji nego proizvodi.
LL@(18907) According to Š13Ë, ANSI is an official representative of the U.S.A. in the ISO and also a member of the International Accreditation Forum IAF. => Prema Š13Ë ANSI je zvanični predstavnik SAD u ISO i takođe član Međunarodnog akreditacionog foruma (International Accreditation Forum IAF).
LL@(18908) The certification programs accredited in conformity to the requirements of these standards contribute to the affirmation of quality in the PMP programs development and management and, naturally, boost the credibility of the holders of these certificates and the confidence of the organizations that hire them as regards the importance of the PMP certificate. => Postojanje programa sertifikacije akreditovanih u skladu sa zahtevima ovih standarda doprinosi afirmaciji postojanja kvaliteta u razvoju i upravljanju PMP programa i naravno više kredibiliteta vlasnicima ovih sertifikata i poverenja organizacija koje ih zapošljavaju u značenje PMP sertifikat.
LL@(18909) Moreover, they verify the fact that a certain policy is implemented to ensure that all candidates will be treated as equal, that the examination is consistent and fair and that quality improvement is especially taken care of. => Time se, između ostalog, verifikuje da je primenjena odgovarajuća politika koja će osigurati da svi kandidati budu jednako tretirani, da je ispitivanje konzistentno i fer i da se vodi računa o stalnom unapređenju kvaliteta.
LL@(18910) The PMP® program was introduced in 1984 with the aim to identify the persons that are capable of implementing the knowledge of project management in practice, of leading and directing the project team and accomplish the project task with constraints in the schedule, in the budget and in the resources. => PMP® program je uveden 1984. godine sa ciljem da se prepoznaju pojedinci koji imaju sposobnost da primene znanja iz oblasti projektnog menadžmenta u praksi, da vode i usmeravaju projektni tim i realizuju projektni zadatak sa ograničenjima u rasporedu, budžetu i resursima.
LL@(18911) The candidates seeking the PMP ® certificate are expected to be: responsible for all the project aspects during the projects life-cycle; able to coordinate the operations of multifunctional teams engaged in the project execution; able to demonstrate the necessary knowledge and experience in the implementation of certain methodologies in project management. => Kandidati za dobijanje PMP® uverenja treba da budu: odgovorni za sve aspekte projekta u njegovom životnom ciklusu, sposobni da koordiniraju rad multifunkcionalnih timova koji rade na realizaciji projekta, sposobni da demonstriraju potrebno znanje i iskustvo u primeni određenih metodologija za upravljanje projektima.
LL@(18912) The PMP ® holders thus earn a large number of benefits: the PMP® holders reputation is higher both in their organizations and in the global project management community; the organizations that employ the PMP ® holder can thus make use of the PMP program accreditation on ISO 17024:2003 requirements as an argument that makes that person more qualified and more competent and capable; it is ensured that the PMP ® holder will be recognized within the global business community. => Vlasnici PMP® uverenja imaju zbog toga niz benefita: raste ugled vlasnika PMP® uverenja u njihovim organizacijama i globalnoj zajednici projektnog menadžmenta. omogućava da organizacije koje zaposle osobu sa PMP® uverenjem, iskoriste akreditovanost PMP programa prema zahtevima ISO 17024:2003, kao argument koji čini tu osobu kvalifikovanijom i sa više kompetencija i sposobnosti. osigurava vlasnicima ovih uverenja da će biti prepoznati unutar globalne poslovne zajednice.
LL@(18913) Š14Ë The interest in acquiring the PMP® certificate is increasing worldwide in the last years, and this is further proved by the facts on the number of PMP ® holder presented in Figure 3. => Š14Ë Interesovanje za sticanje PMP® uverenja širom sveta raste iz godine u godinu, o čemu svedoče podaci o broju vlasnika PMP® uverenja po godinama prikazani na slici 3.
LL@(18914) It is clear that, since this type of certification was introduced in 1984, the number of persons that recognize the importance of being a PMP ® holder constantly increases. ~~~ This means that the advantages of this certificate in this profession is globally recognized. => Jasno se vidi da od uvođenja 1984. godine konstantno raste broj pojedinaca koji su prepoznali značaj posedovanja PMP® uverenja, kao globalno prepoznatljive prednosti u bavljenju ovom profesijom.
LL@(18915) Figure 3. ~~~ The trend of interest in PMP ® certificates Š7Ë According to the PMI research in 2007 concerning the income of project managers, PMP ® holders, in the U.S.A. and the differences in earnings as regards being or not being a PMP ® holder, Figure 4 shows that the difference is a significant one. => Pošto se svakih 5 godina vrši reakreditacija, to obavezuje na održavanje kvaliteta programa sertifikacije, da bi se očuvao kredibilitet profesionalnih uverenja.
LL@(18916) Figure 4. ~~~ Difference in earnings of project managers, PMP ® holders and non-PMP ® holders in USA, PMI survey, 2007 Š7Ë Reaccreditation after every 5 years is an imperative and so is the obligation to maintain the certification program quality in order that the credibility of professional certificates should be preserved. => Prema Š15Ë, u proces akreditacije prema ISO 17024:2003 se u sledećem ciklusu reakreditacije uključuju još dva PMI programa:
LL@(18917) According to Š15Ë, two more PMI programs will be included into the accreditation process following the ISO 17024:2003 in the next cycle: Certified Associate in Project Management CAPM® and Program Management Professional PgMP®. => Certified Associate in Project Management - CAPM® i Program Management Professional - PgMP®.
LL@(18918) 6. => 6.
LL@(18919) Conclusion The conduct of the project manager certification programs by authorised associations worldwide helps persons verify their existing and newly acquired knowledge, affirm their competence as project managers and contribute to the development of the profession. => Zaključak Izvođenjem programa sertifikacije projektnih menadžera od strane ovlašćenih asocijacija širom sveta, pojedinci verifikuju svoja postojeća i novostečena znanja, potvrđuju svoju kompetentnost kao projektni menadžeri, daju doprinos razvoju profesije.
LL@(18920) The project today is increasingly an enterprise that is not executed on only one location, under the direct supervision of the project manager and the team, but is rather managed from a temporal and geographical distance, i.e., virtually. => Projekat je danas sve češće poduhvat koji se ne realizuje isključivo na jednoj lokaciji, pod neposrednim nadzorom projektnog menadžera i tima, nego se realizacijom projekta upravlja sa vremenske i prostorne distance, tj. virtualno.
LL@(18921) Managing such projects requires that virtual teams should be formed, those that will plan, coordinate, supervise the execution from a distance, therefore it is an advantage if a project manager or a team member has a formal certificate of his/her competence, since it contributes to its recognition. => Za upravljanje realizacijom takvih projekata formiraju se virtualni timovi koji planiraju, koordiniraju, nadgledaju realizaciju sa distance, pa je prednost ako projektni menadžer ili član tima poseduje i formalnu potvrdu svoje kompetentnosti, jer to doprinosi prepoznavanju iste. ~~~ Slika 3.
LL@(18922)  => Trend rasta interesovanja za PMP® uverenja Š7Ë Prema istraživanju PMI iz 2007. godine na temu zarada projektnih menadžera iz SAD koji poseduju PMP® uverenje i postojanja razlike u visini primanja s obzirom na posedovanje PMP® uverenja ili ne, slika 4. prikazuje značajnu razliku.
LL@(18923) A noteworthy contribution in the development of the project management field and the project manager profession in the last decades has been the work of the international organizations IPMA and PMI. => Značajan doprinos na polju razvoja oblasti projektnog menadžmenta i profesije projektnog menadžera u poslednjim decenijama posebno su dale međunarodne organizacije IPMA i PMI.
LL@(18924) Not only do they initiate things, organize meetings, programs and other forms of improvement, exchange of knowledge and experience, but they have also launched the project manager certification programs, to be followed by the associations members and their certification bodies worldwide. => Ne samo da pokreću inicijative, održavaju skupove, programe i druge vidove usavršavanja, razmene, prenošenja znanja i iskustava, nego su pokrenule i programe sertifikacije projektnih menadžera, čemu su se priključile i asocijacije članice širom sveta i njihova sertifikaciona tela.
LL@(18925) In order that the certification program be performed and that the candidates get a valid certificate, these international project management organizations recommend that the associations and their certification bodies, as well as the certification programs should be organized in conformity with the requirements and principles of the relevant international standards. => Da bi se program sertifikacije sproveo i kandidati dobili validan sertifikat, preporuka ovih međunarodnih organizacija za projektni menadžment je organizacija asocijacija i njihovih sertifikacionih tela i programa sertifikacije u skladu sa zahtevima i principima relevantnih međunarodnih standarda.
LL@(18926) In case of associations and their certification bodies that perform the project manager certification programs, the quality management system certification is performed in accordance with the requirements of the ISO 9001:2008 standard Quality Management Systems Requirements, whereas the accreditation of the certification bodies is based on the ISO 17024:2003 Conformity Assessment General Requirements for Certification bodies operating the certification of personnel. => Kada su u pitanju asocijacije i njihova sertifikaciona tela koja izvode programe sertifikacije projektnih menadžera, sertifikacija sistema menadžmenta kvalitetom asocijacija obavlja se u skladu sa zahtevima standarda ISO 9001:2008 - Sistemi menadžmenta kvalitetom Zahtevi, a akreditacija sertifikacionih tela prema ISO 17024:2003 Ocena usaglašenosti Opšti zahtevi za sertifikaciona tela za osoblje. ~~~ Slika 4.
LL@(18927) The paper presents the elements of the project manager certification programs on the basis of IPMA and PMI models, especially highlighting the segments where the requirements of the ISO 17024:2003 standard are implemented, as this standard defines the work of the organizations operating the certification of persons. => Razlika u zaradama projektnih menadžera sa i bez PMP® uverenja u SAD, istraživanje PMI iz 2007. Š7Ë U radu su prikazani elementi programa sertifikacije projektnih menadžera po IPMA i PMI modelu, sa posebnim navođenjem segmenata gde su primenjeni zahtevi standarda ISO 17024:2003, budući da on specifično uređuje rad organizacija koje vrše sertifikaciju osoba.
LL@(18928) The fact is that both IPMA and PMI organizations recognized the importance of the implementation of requirements of this standard and incorporated them into their certification models; it is obvious that they thus confirm the quality of the program and earn a higher credibility to the certificate holders, as well as higher trust into the certificate by the organizations that hire them. => Činjenica je da su obe međunarodne organizacije, IPMA i PMI, prepoznale značaj implementacije zahteva ovog standarda u svoje modele sertifikacije, jer je očigledno da se time afirmiše kvalitet programa i daje veći kredibilitet vlasnicima sertifikata i veće poverenje organizacija koje ih zapošljavaju u značaj sertifikata.
LL@(18929) It is in this context that IPMA defined the IPMA Certification Regulations and Guidelines ICRG document for establishing certification bodies, launching and conducting the project manager certification programs on the basis of the ISO 17024:2003 standard. => U tom kontekstu je IPMA definisala dokument IPMA Certification Regulations and Guidelines ICRG, za formiranje sertifikacionih tela, uspostavljanje i izvođenje programa sertifikacije projektnih menadžera upravo na zahtevima ISO 17024:2003.
LL@(18930) This document is translated and applied by national associations members of IPMA under the title: National Certification Regulations and Guidelines NCRG, for the purpose of establishing their own certification bodies and developing certification programs, since in this way they can later commence the accreditation process. => Ovaj dokument prevode i koriste nacionalne asocijacije članice IPMA pod nazivom National Certification Regulations and Guidelines NCRG, za potrebe formiranja svojih sertifikacionih tela i razvoja programa sertifikacije, jer kasnije mogu da pristupe procesu akreditacije.
LL@(18931) In establishing the YUPMA Cert certification body and creating the project manager certification programs in Serbia, the Serbian Project Management Association YUPMA, as a full member of IPMA, has applied the guidelines given in this document. => Udruženje za upravljanje projektima Srbije YUPMA, kao punopravni član IPMA, primenilo je smernice date u ovom dokumentu prilikom formiranja sertifikacionog tela YUPMA Cert i uspostavljanja programa sertifikacije projektnih menadžera u Srbiji.
LL@(18932) At present, the Association is engaged in preparing the documents required to commence the accreditation process of the certification body and the project manager certification programs on the basis of the requirements of the the SRPS ISO/IEC 17024:2003 standard by the Accreditation Body of Serbia, the only body authorised in the Republic of Serbia, under the Accreditation Act (article 5), to accredit a certification body operating accreditation for persons. => U Udruženju je u toku priprema dokumentacije za ulazak u proces akreditacije sertifikacionog tela i programa sertifikacije projektnih menadžera prema zahtevima standarda SRPS ISO/IEC 17024:2005, od strane Akreditacionog tela Srbije, koje je prema Zakonu o akreditaciji (član 5.) jedino ovlašćeno u Republici Srbiji da akredituje sertifikaciono telo za osoblje.
LL@(18933) Š12Ë The difference in the approach and the implementation of the requirements of the standard is evident in that IPMA incorporated the requirements of the ISO 17024:2003 standard into the above mentioned document which serves as basis for establishing certification bodies and developing certification programs; it is in this manner that all four levels of certification are included, whereas in PMI attention is paid only to certain programs. => Š12Ë Razlika u pristupu i primeni zahteva standarda evidentna je u tome što je IPMA uključila zahteve standarda ISO 17024:2003 u prethodno pomenuti dokument koji je bazičan za formiranje sertifikacionih tela i razvoj programa sertifikacije, pa su na taj način obuhvaćena sva četiri nivoa sertifikacije, dok je u okviru PMI pažnja posvećena pojedinim programima.
LL@(18934) Namely, PMI also had to conform their way of operation and programs to the requirements of the standard, however, one PMI certification program out of five was accredited on the basis of the ISO/IEC 17024:2003, for PMP® Project Management Professional. => Naime, i u okviru PMI je postojala potreba usklađivanja načina rada i programa sa zahtevima standarda, ali je od pet programa PMI sertifikacije prema ISO/IEC 17024:2003 akreditovan jedan, za PMP® Project Management Professional.
LL@(18935) One reason may be that it is this program that project managers worldwide are interested in, since a sertified project management professional is the person responsible for each of the aspects of the project during its life-cycle, able to lead a project team and complete the project task burdened with constraints in time, budget and resources. => Jedan od razloga može biti što je upravo za taj program i najveće interesovanje projektnih menadžera širom sveta, jer sertifikovani stručnjak za upravljanje projektima jeste osoba odgovorna za sve aspekte projekta u njegovom životnom ciklusu, sposobna da vodi projektni tim i realizuje projektni zadatak sa ograničenjima u vremenu, budžetu i resursima.
LL@(18936) Other PMI certification programs cover sertain aspects, such as planning or risk management and they attract less interest, which cannot be said for the PgMP® Program Management Professional and CAPM® Certified Associate in Project Management; hence these two programs will be included into the accreditation process on the basis of the ISO 17024:2003 in the next reaccreditation cycle. => Ostali PMI programi sertifikacije pokrivaju pojedine aspekte, poput planiranja ili upravljanja rizikom i za njih je interesovanje nešto manje, što se ne bi moglo reći za programe PgMP® - Program Management Professional i CAPM® - Certified Associate in Project Management, pa će se zato ova dva programa uključiti u proces akreditacije prema ISO 17024:2003 u sledećem ciklusu reakreditacije.
LL@(18937) All this highlights the interest the project management professionals show in certification, as well as the recognition of the importance of the certificate the organizations that hire them show. ~~~ Therefore it is the interest of international organizations such as IPMA or PMI, as well as national associations, to offer the prospective candidates an opportunity of certification, devised and conducted on the basis of world standards. ~~~ REFERENCE Š1Ë Crawford, L. H. A Global Approach to Project Management, Proceedings of the 1997. ~~~ AIPM National Conference, pp 220-228, Gold Coast, 1997. => Sve ovo govori o velikom interesovanju profesionalaca u oblasti projektnog menadžmenta za sertifikaciju i o prepoznavanju značaja sertifikata od strane organizacija koje ih zapošljavaju, pa je u interesu međunarodnih organizacija poput IPMA ili PMI, kao i nacionalnih asocijacija, da ponude svim zainteresovanim kandidatima mogućnost sertifikacije, pripremljene i vođene po svetskim merilima i standardima.
LL@(18938) Š2Ë Geist, R. ~~~ The PMI® Credentials & Evaluation methods, IPMA Expert Seminar 2009, Celje, Slovenija, 17-18. september 2009. ~~~ Š9Ë SRPS ISO 10006:2007 - Sistemi menadžmenta kvalitetom Uputstva za menadžment kvalitetom u projektima, Institut za standardizaciju Srbije, Beograd, 2007. ~~~ Š10Ë SRPS ISO 9000:2007 - Sistemi menadžmenta kvalitetom Osnove i rečnik, Institut za standardizaciju Srbije, Beograd, 2007 Š3Ë ICB - IPMA Competence Baseline, Version 3.0, IP Š11Ë Wuttke, T. Whats Next in PMIs Certifications?, MA, 2006. ~~~ PMI Chapter Meeting, Stuttgart, june 2005. => LITERATURA Š1Ë Crawford, L. H. A Global Approach to Project Management, Proceedings of the 1997. AIPM National Conference, pp 220-228, Gold Coast, 1997. Š2Ë Geist, R. The PMI® Credentials & Evaluation methods, IPMA Expert Seminar 2009, Celje, Slovenija, 17-18. september 2009. Š3Ë ICB - IPMA Competence Baseline, Version 3.0, IPMA, 2006. Š4Ë ICRG IPMA Certification Regulation and Gui delines, version 3.10, IPMA, september 2010. Š5Ë IPMA Certification Yearbook 2008, editors:
LL@(18939) Š4Ë ICRG IPMA Certification Regulation and Š12Ë Zakon o akreditaciji, Službeni glasnik RS broj Guidelines, version 3.10, IPMA, september 2010. => 
LL@(18940) 73/10 od 12.10.2010. ~~~ Š5Ë IPMA Certification Yearbook 2008, editors: Schmehr, W. and Knoepfel, H, Version 1.01, IPMA, march 2009. => Schmehr, W. and Knoepfel, H, Version 1.01, IPMA, march 2009. Š6Ë Mihić, M. i Petrović, D. Strateški aspekt projekt menadžmenta, Management, Vol.
LL@(18941) Š6Ë Mihić, M. i Petrović, D. Strateški aspekt projekt menadžmenta, Management, Vol. XI, br. 41, FON, Beograd, str. => XI, br. 41, FON, Beograd, str. 43-51, 2006.
LL@(18942) 43-51, 2006. ~~~ Š7Ë Redden, B. and Bates, T. Certification update, PMI Leadership Institute Meeting, Hong Kong, 27-28. january 2007. => Š7Ë Redden, B. and Bates, T. Certification update, PMI Leadership Institute Meeting, Hong Kong, 27-28. january 2007. Š8Ë SRPS ISO/IEC 17024:2005 - Ocenjivanje usaglašenosti - Opšti zahtevi za tela koja vrše sertifikaciju osoba, Zavod za standardizaciju, Beograd, 2005. Š9Ë SRPS ISO 10006:2007 - Sistemi menadžmenta kvalitetom Uputstva za menadžment kvalitetom u projektima, Institut za standardizaciju Srbije, Beograd, 2007. Š10Ë SRPS ISO 9000:2007 - Sistemi menadžmenta kvalitetom Osnove i rečnik, Institut za standardizaciju Srbije, Beograd, 2007. Š14Ë http://www.pmi.org/en/Certification/PMI-Certifi cations-and-ISO-Accreditation.aspx pristup 10.04.2011.
LL@(18943) Š8Ë SRPS ISO/IEC 17024:2005 - Ocenjivanje usaglašenosti - Opšti zahtevi za tela koja vrše sertifikaciju osoba, Zavod za standardizaciju, Beograd, 2005. => Š11Ë Wuttke, T. Whats Next in PMIs Certifications?, Š15Ë http://www.pmi.org/pas PMI Chapter Meeting, Stuttgart, june 2005. Š12Ë Zakon o akreditaciji, Službeni glasnik RS broj sport/march07/breakingnews.html pristup 10.04.2011. 73/10 od 12.10.2010.
LL@(18944) Š13Ë http://www.ansi.org/about_ansi/overview/ overview.aspx?menuid=1 pristup 08.04.2011. => Š16Ë http://www.ipma.ch/certification/pages/defa Š13Ë http://www.ansi.org/about_an si/overview/overview.aspx?menuid=1 pristup 08.04.2011. ult.aspx pristup 11.04.2011.
LL@(18945) Š14Ë http://www.pmi.org/en/Certification/PMICertifications-and-ISO-Accreditation.aspx pristup 10.04.2011. => Skriveni Markov modeli u medicini primenjeni u analizi vremenskih nizova podataka za otkrivanje upale pluća pneumonije u bolnicama UDK:
LL@(18946) Š15Ë http://www.pmi.org/passport/march07/break ingnews.html pristup 10.04.2011. => 
LL@(18947) Š16Ë http://www.ipma.ch/certification/pages/default.as px pristup 11.04.2011. ~~~ Hidden Markov Models for Analyzing Medical Time Series in Order to Detect Nosocomial Pneumonia UDC: 007:616-083 ; 519.863 ; 519.246.8 Marek Opuszko1, Johannes Ruhland1, Franziska Oroszi2, Michael Hartmann2 · Martin Specht2, Friedrich-Schiller1 1University Jena (FSU), Germany,Department of Information Systems marek.opuszko¿uni-jena.de, j.ruhland¿wiwi.uni-jena.de 2University Hospital Jena, Germany XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia Pneumonia - as an inflammatory illness of the lung - is a dangerous and often fatal disease. => 007:616-083 ; 519.863 ; 519.246.8 Marek Opuszko1, Johannes Ruhland1, Franziska Oroszi2, Michael Hartmann2 · Martin Specht2 1Friedrich-SchillerUniverzitet, Jena (FSU), Nemačka, Odsek za informacione sisteme marek.opuszko¿uni-jena.de, j.ruhland¿wiwi.uni-jena.de 2Univerzitetska bolnica, Jena, Nemačka XII Internacionalni Simpozijum SymOrg 2010, 09.-12. ~~~ Jun 2010, Zlatibor, Srbija Pneumonija kao zapaljenjsko oboljenje pluća predstavlja opasnu i često fatalnu bolest.
LL@(18948) A special subclass, the ventilator associated pneumonia (VAP), is affecting up to one fifth of the patients at Intensive Care Units (ICU). => Od ventilatorne pneumonije (VAP), posebnog oblika ove bolesti, oboljeva otprilike jedna petina pacijenata u odeljenjima intenzivne nege (ICU).
LL@(18949) Based on a two years dataset, collected at a large ICU, we investigate a new method for time series processing in order to develop an early warning system for developing pneumonia. => Na osnovu skupa podataka za period od dve godine, prikupljenih u jednom velikom odeljenju intenzivne nege, ispitivali smo novi metod obrade vremenskih serija podataka da bismo razvili sistem koji bi na vreme upozorio na opasnost od oboljevanja od pneumonije.
LL@(18950) The system focuses on the preonset phase of the disease to extrapolate the futures course. => U ovom sistemu fokusiramo se na period pre početka bolesti i pokušavamo da odredimo budući tok događaja.
LL@(18951) We utilized the functionality of Hidden Markov Models and the stacking paradigm to categorize and forecast given time series of a patient. => Prilikom kategorisanja i predviđanja datih vremenskih serija kod pacijenta koristili smo Skriveni Markov Model (HMM) i paradigmu slaganja.
LL@(18952) Finally we demonstrate the benefits of our approach with a set of real patient data. ~~~ 1. => Na kraju smo prikazali primer sa skupom podataka za stvarnog pacijenta i na taj način pokazali kakva je korist od našeg pristupa. 1.
LL@(18953) Introduction The increasing use of information technology in hospitals and medical facilities of any kind led to an ongoing demand of exploiting the stored data to gain more knowledge about diseases, course of diseases, possible treatments methods etc. => Uvod Sve veća primena informacionih tehnologija u bolnicama i drugim medicinskim ustanovama imala je za posledicu potrebu da se već uskladišteni podaci istraže kako bi se više saznalo o oboljenjima, toku bolesti, mogućim metodama lečenja, itd.
LL@(18954) Especially critical environments like ICUs have a high sensibility for this issue. => Posebno kritične sredine kao što su odeljenja intenzivne nege veoma su zainteresovane za ovu temu.
LL@(18955) Here, 8 to 20% of the patients develop a VAP (N.N., 2005) what leads to mortality rates ranging from 20 to 50% or even 70% (N.N., 2005) (Heyland et al, 1999) (Tejerina et al, 2006). => U ovim odeljenjima 8-20% pacijenata oboli od VAP (N.N., 2005) i to vodi stopi smrtnosti od 20-50% ili čak 70% (N.N., 2005) (Heyland i dr., 1999) (Tejerina i dr., 2006).
LL@(18956) It is clear that an early and accurate diagnosis of VAP has a high relevance. => Stoga je veoma značajno da se postavi rana i precizna dijagnoza VAP.
LL@(18957) An accurate diagnosis - and hence a faster recovery - shortens the patients stay at the ICU and reduces both unnecessary stress for the patient and avoidable costs for the hospital (Oroszi, 2008). => Precizna dijagnoza a samim tim i brže ozdravljanje skraćuje boravak pacijenta u ICU i smanjuje kako nepotreban stres pacijentu tako i troškove bolnice koji bi se mogli izbeći (Oroszci, 2008).
LL@(18958) Besides this, physicians are overwhelmed by the massive amount of data recorded every day. => Pored toga, lekari su pretrpani ogromnim brojem podataka koje moraju da zapisuju svakodnevno.
LL@(18959) Therefore new methods of utilization are needed. => Stoga su potrebni novi metodi rada.
LL@(18960) Data mining methods offer possibilities to transform pure and raw data into knowledge and can lead to a progress in treating methods. => Metod izdvajanja podataka nudi mogućnost da se čisti i sirovi podaci pretvore u znanje što bi doprinelo većoj uspešnosti metoda lečenja.
LL@(18961) This work is part of an interdisciplinary project between researchers from the department of information systems of Friedrich-Schiller University (FSU), Jena, an intensive care unit (ICU) and the hospital pharmacy of the same institution (Oroszi, 2008). => Ovaj rad je deo interdisciplinarnog projekta u kome učestvuju istraživači sa odseka informacionih sistema Univerziteta Friedrich-Schiller (FSU) u Jeni, odeljenje za intenzivnu negu (ICU) i bolnička apoteka iste ove institucije (Oroszci, 2008).
LL@(18962) The project, which followed the standard process model for data mining (CRISP-DM)(Chapman et al, 2000) has the aim to apply data mining techniques to the ICU database. => Ovaj projekat u kom je primenjen standardni proces obrade u tehnici izdvajanja podataka (CRISP-DM) (Chapman i dr., 2000) ima za cilj da primeni tehnike izdvajanja podataka na datoteku ICU.
LL@(18963) In this paper, we will concentrate on time series processing, which is one important research scope of the overall project. => U ovom radu posebno ćemo se baviti obradom vremenskih serija podataka, što je značajan istraživački obuhvat za ceo projekat.
LL@(18964) The data we analyze are time series of an aggregated score value which have been generated during an early phase of the project (Oroszi, 2008). => Podaci koje analiziramo su vremenske serije podataka agregatne vred nosti koje su nastale tokom rane faze projekta (Oroszci, 2008).
LL@(18965) The particular goal of this work and other investigations within the project is to identify promising appendages for pneumonia prediction for further research. => Poseban cilj ovog rada i drugih istraživanja u okviru ovog projekta bio je da se identifikuju pogodni dodaci za predviđanje pneumonije koji će se koristiti u daljim istraživanjima.
LL@(18966) A crucial question regarding the project is: Are there differences between the pre-onset course of disease of patients with and without pneumonia? => Suštinsko pitanje koje se postavlja u vezi sa ovim projektom glasi: ~~~ Da li postoje razlike u pred-fazi bolesti između pacijenata koji boluju od pneumonije i onih koji ne boluju od ove bolesti?
LL@(18967) Furthermore the question arises, that if there are differences, are they trivial like If the measured value reaches a certain point, the next day a pneumonia disease will be manifested or if the course of disease contains more complex patterns to disclose? => Sledeće pitanje koje se postavlja jeste da, ako razlike postoje, da li su one trivijalne, na primer ako merena vrednost dostigne određenu tačku, pneumonija će se manifestovati narednog dana ili da li tok bolesti sadrži i složenije obrasce koje treba otkriti?
LL@(18968) So if these patterns exist, data mining methods may be able to utilize them for an early warning system. => Stoga, ako ovi obrasci postoje, metode izdvajanja podataka će možda moći da ih iskoriste za formiranje jednog sistema za rano upozoravanje.
LL@(18969) A treating physician faces various types of data and information input to develop his diagnosis. => Kad uspostavlja dijagnozu, ordinirajući lekar suočava se sa različitim vrstama podataka i inputima informacija.
LL@(18970) With the increasing availability of computer generated and digitally stored data, treating physicians need tools to process this input in an effective and efficient way. => Kad su mu sve dostupniji kompjuterski obrađeni i digitalno sačuvani podaci, potrebni su mu i alati kojima će efektivno i efikasno da obradi ovaj input.
LL@(18971) An early warning system has to deliver reliable and intelligible information to support physicians in their daily work to ensure the best possible diagnosis through a diagnosis support system. => Sistem za rano upozoravanje mora da ponudi pouzdane i razumljive informacije koji će biti od pomoći lekarima u svakodnevnom poslu, da bi postavili najbolju dijagnozu primenom sistema dijagnostičke podrške.
LL@(18972) The paper is structured as follows: In Section 2 we will give an overview of the given data and its structure. => Struktura ovog rada je sledeća: ~~~ U poglavlju 2 predstavljamo pregled datih podataka i njihovu strukturu.
LL@(18973) In Section 3 the theory and functionality of Hidden Markov Models is briefly illustrated. => U poglavlju 3 ukratko ilustrujemo teoriju i funkcionalnost Skrivenin Markov Modela.
LL@(18974) A simulation in Section 4 demonstrates the ability of the system to mirror a patients stay at the ICU. => Simulacijom u poglavlju 4 predstavljamo sposobnost sistema da prikaže boravak pacijenta u ICU.
LL@(18975) Afterwards Section 5 illuminates our test arrangement to show how the components interact with each other. => Sledi poglavlje 5 u kome predstavljamo probnu varijantu kojom pokazujemo kako komponente međusobno delu ju.
LL@(18976) To complete the work we present the results of our investigations and highlight some perspectives for future research. => Na kraju rada predstavljamo rezultate naših istraživanja i naglašavamo neke mogućnosti daljih istraživanja. 2.
LL@(18977) 2. ~~~ Data All data was collected during an early phase of the project in the years 2004 and 2005 and was already preprocessed. => Podaci Svi podaci prikupljeni su u početnoj fazi projekta godine 2004. i 2005. i već su prošli kroz preliminarnu obradu.
LL@(18978) The whole dataset exceeded more than 4,000 variables. => Ceo skup podataka obuhvatio je više od 4000 varijabli.
LL@(18979) Unfortunately there exists no single clinical manifestation to diagnose VAP, but several methods with diverging performance (Rea-Neto et al, 2008). => Nažalost, ne postoji ni jedna jedinstvena klinička manifestacija na osnovu koje bi se dijadnostifi kovao VAP, ali smo primenili nekoliko metoda čiji su se rezultati razlikovali (Rea-Neto i dr., 2008).
LL@(18980) We concentrated on time series of the clinical pulmonary infection score (CPIS) which have been calculated for every patient during the years 2004 and 2005. => Koncentrisali smo se na zbir kliničkih pulmonarnih infekcija (CPIS) koji je izračunat za svakog pacijenta tokom 2004. i 2005. godine.
LL@(18981) CPIS is a score value which was developed to ease the diagnosis of pneumonia and was first proposed by Pugin et al. in 1991. => CPIS je zbirna vrednost koja je formirana da bi se olakšalo dijagnostifikovanje pneumonije, a prvi ju je predložio Pugin i dr., 1991. godne.
LL@(18982) Although CPIS has some limitations regarding its moderate performance, it is a helpful tool in diagnosing VAP (Rea-Neto et al, 2008). => Iako CPIS ima određena ograničenja koja se vezuju za njegovu umerenu uspešnost, on predstavlja dobar alat za dijagnostifikovanje VAP (Rea-Neto i dr., 2008).
LL@(18983) Score Point Table 1: CPIS Input Valuation Abundant Patchy or diffuse Purulent Localized > 38.9 or < 36 (> 4,000 or < 11,000) and ≥ 500 band forms ≤ 240 and no ARDS positive Input Feature Tracheal Secretions Rare Radiographic infiltrates Fever (°C) Leukocytosis Absent ≥ 36.5 and ≤ 38.4 > 38.4 and ≤ 38.9 ≥ 4,000 and ≤ 11,000 < 4,000 or > 11,000 Oxygenation (PaO2/FIO2) Microbiology > 240 or accurate respiratory distress syndrome (ARDS) Negative As shown in Table 1 the CPIS is an integer score containing 6 score components (tracheal secretions, radiographic infiltrates, fever, leukocytosis, oxygenation, and semi-quantitive cultures of tracheal aspirates - microbiology) (Pugin et al, 1991). => Tabela 1: ~~~ Vrednovanje inputa CPIS Zbir Ulazna odlika Sekrecija iz traheja Retka Radiografski Nema infiltrati Visoka temperatura(°C) Leukocitoza ≤ 36,5 i ≥ 38,4 ≤ 4.000 i ≥ 11.000 Obilna Neujednačeni ili difuzni > 38,4 i ≥ 38,9 < 4.000 ili > 11.000 Oksidacija (PaO2/FIO2) Mikrobiologija > 240 ili precizan sindrom respiratornog distresa (ARDS) Negativna Gnojna Lokalizovani > 38,9 ili < 36 (> 4.000 ili < 11.000) i ≤ 500 trakasti oblici ≥ 240 i bez ARDS Pozitivna Kako je prikazano na tabeli 1, CPIS predstavlja skup izražen celim brojem, koji sadrži 6 komponenti (sekrecija iz traheja, radiografski infiltrati, visoka temperatura, oksidacija i polu-kvantitativne kulture aspirate/udahnute tvari, mikrobiologija) (Pugin i dr., 1991).
LL@(18984) Every component adds an integer value between 0 and 2. => Svaka komponenta dodaje vrednost celog broja između 0 i 2.
LL@(18985) Hence the CPIS has a maximum value of 12 - if all features add the value 2 - and a minimum of 0. => Stoga CPIS ima maksimalnu vrednost 12 ako sve odlike imaju vrednost 2 a minimalnu vrednost 0.
LL@(18986) According to international practice we consider pneumonia diagnosed, if the CPIS reaches the value ≥ 6 (Rea-Neto et al, 2008). => Prema međunarodnoj praksi, smatramo da je dijagnoza pneumonije konstatovana ako CPIS dostigne vrednost ≥ 6 (Rea-Neto i dr., 2008).
LL@(18987) The first day of pneumonia is in the following named reaction day. => Prvi dan pneumonije naziva se dan reakcije.
LL@(18988) Based on that convention, two groups of cases could be identified, cases with and without pneumonia. => Na osnovu ove konvencije mogu se identifikovati dve grupe slučajeva, slučajevi sa pneumonijom i slučajevi koji nemaju pneumoniju.
LL@(18989) We will use this information later to evaluate our model. => Ovu informaciju iskoristićemo kasnije, kad budemo vrednovali naš model.
LL@(18990) A first data overview showed a disadvantageous distribution especially in the group of cases with pneumonia. => Prvi pregled podataka pokazao je nepovoljnu distribuciju, posebno u grupi koja boluje od pneumonije.
LL@(18991) In this group we could extract 325 CPIS time series for the years 2004 and 2005. => U ovoj grupi mogli smo da izdvojimo 325 vremenskih serija CPIS za godine 2004. i 2005.
LL@(18992) Due to the fact that the majority of the measured values occurred within a period after the reaction day was reached, only 79 time series with altogether 425 single CPIS values could be considered for processing in this group. => Zahvaljujući činjenici da se većina merenih vrednosti pojavila u okviru perioda pošto je dan reakcije već dostignut, u ovoj grupi mogli smo da uzmemo u obzir za obradu samo 79 vremenskih serija sa ukupno 425 vrednosti CPIS.
LL@(18993) According to our goal to analyze the pre-onset phase of pneumonia, data within this early period of the diseases course is essential. => Naš cilj je bio da analiziramo fazu pre nastanka pneumonije; podaci za ovaj rani period toka bolesti su od suštinske važnosti.
LL@(18994) In the group of cases without pneumonia sufficient data was available. => U grupi koja nije imala pneumoniju imali smo dovoljno podataka.
LL@(18995) For instance, 147 cases with altogether 995 single CPIS values for the year 2004 and 138 cases with altogether 827 single CPIS values for the year 2005 could be extracted. => Na primer, izdvojili smo 147 slučajeva sa ukupno 995 pojedinačnih vrednosti CPIS za 2004. godinu i 138 slučajeva sa ukupno 827 pojedinačnih vrednosti CPIS za godinu 2005.
LL@(18996) Furthermore various time series contained gaps and were extremely sparse as many stays on the ICU were very short. ~~~ Moreover the data was highly unbalanced as the group of nonpneumonic cases is extremely overrepresented. => Pored toga, različite vremenske serije imale su prekide i podaci su bili proređeni zato što su mnogi pacijenti ostajali u bolnici veoma kratko vreme. [ta više, podaci su bili veoma neuravnoteženi pošto je grupa koja nema pneumoniju predstavljena isuviše velikim brojem članova.
LL@(18997) On top of that, the duration before a reaction day is reached was concentrated in the range of very short lengths in the group of pneumonic cases. => Povrh svega, period koji je prošao pre nego što se stiglo do dana reakcije bio je veoma kratak u većini slučajeva sa pneumonijom.
LL@(18998) Due to these limitations, there are methods required which can process this kind of data. ~~~ 3. => Zbog ovih ograničenja bili su nam potrebni metodi kojima se može obraditi i ova vrsta podataka. 3.
LL@(18999) Hidden Markov models The approach to investigate a possible forecast of pneumonia - based on CPIS time series - uses largely the functionality of the Hidden Markov Model (HMM). => Skriveni Markov modeli Pristup u istraživanju mogućnosti za predviđanje pneumonije na osnovu vremenskih serija CPIS uglavnom koristi Skriveni Markov model (HMM).
LL@(19000) As many other methods have difficulties in processing time series of arbitrary and different length, HMM offer possibilities to process time series with a challenging characteristic. => Veliki broj drugih metoda teško mogu da obrade vremenske serije arbitrarne i različite dužine, ali HMM nudi mogućnost obrade vremenskih serija čije karakteristike zaista predstavljaju izazov.
LL@(19001) HMMs have been successfully used in data mining for many decades in speech recognition (Rabiner, 1989)(Manning and Schütze, 2005) as well as many other subjects, for instance bioinformatics (Gascuel and Moret, 2001) (Bystroff and Krogh, 2008). => Modeli HMM decenijama su uspešno primenjivani u izdvajanju podataka u shvatanju govora (Rabiner, 1989)(Manning and Schütze, 2005) kao i u mnogobrojnim drugim istraživanjima, na primer, u bioinformatici (Gascuel and Moret, 2001) (Bystroff and Krogh, 2008).
LL@(19002) The mathematical description of HMM will largely follow Rabiner and Juang, 1986. => Matematički opis HMM uglavnom se drži formulacije koju su dali Rabiner i Juang, 1986.
LL@(19003) The stochastic model of HMM is characterized by the combination of two random processes. => Stohastički model HMM karakteriše kombinacija dva nasumična, slučajna procesa.
LL@(19004) An origin process with N different states X = ÌX1, .., XNÍ is non-visible (hidden). => Početni proces sa N različitih stanja X = ÌX1, .., XNÍ nije vidljiv (skriven je).
LL@(19005) This process cant be measured, but there exist M observable emissions Y = Ìy1, .., yMÍ which offer in formation about the origin process. => Ovaj proces se ne može meriti, ali postoji M emisija Y = Ìy1, .., yMÍ koje se mogu posmatrati i koje daju informaciju o prvobitnom (originalnom) procesu.
LL@(19006) A patients health state can be clearly understood as a random process. => Zdravstveno stanje pacijenta može se smatrati nasumičnim, slučajnim procesom.
LL@(19007) Within this process the patients health state changes from time to time. => U okviru ovog procesa zdravstveno stanje pacijenta se s vremena na vreme menja.
LL@(19008) Usually the health state is verbally described as good, bad or stable etc. => Obično se njegovo zdravstveno stanje može opisati kao dobro, loše, stabilno, isl.
LL@(19009) So obviously this process is hard to operationalize and hard to measure directly. => Očigledno je stoga da je ovaj proces teško operacionalizovati i neposredno meriti.
LL@(19010) Every treating physician uses symptoms and other available information to make a diagnosis about the patients physical constitution. => Svaki lekar koristi simptome i druge informacije do kojih može da dođe da bi postavio dijagnozu o fizičkom stanju pacijenta.
LL@(19011) Now we make the assumption that the state of health can be represented by the hidden state of a HMM. => Naša pretpostavka sada jeste da se zdravstveno stanje može predstaviti kao nevidljivo (skriveno) stanje HMM.
LL@(19012) In a typical environment HMMs are used to classify temporal signals like continuous speech or gene sequences. => U tipičnom okruženju HMM se koriste za klasifikovanje vremenskih signala kao što je neprekidni, vezani govor ili genetski niz.
LL@(19013) Normally a signal is divided into blocks (frames) in a preprocessing step. => Uobičajeno se signal deli na blokove (okvire) u fazi pred-obrade.
LL@(19014) In our case, one CPIS value represents one block. => U našem slučaju, jedna vrednost CPIS predstavlja jedan blok.
LL@(19015) Due to the limitation that a CPIS measurement is only possible once a day, the frame rate is one day.1 Hence a whole CPIS time series can be interpreted as emission symbols and represent the measurable symptoms. => Zbog ograničenja što je merenje CPIS moguće samo jednom dnevno, okvirna stopa je jedan dan1. ~~~ Stoga celu vremensku seriju CPIS možemo da tumačimo kao emisione simbole koji predstavljaju merljive simptome.
LL@(19016) These time series allow estimations about the - hidden - origin process and furthermore the state of health. => Ove vremenske serije omogućavaju nam da vršimo procene u vezi sa skrivenim prvobitnim procesom i, pored toga, o zdravstvenom stanju.
LL@(19017) Picture 1 shows the structure of the HMM used to represent the course of disease. => Na slici 1 prikazana je struktura HMM koja predstavlja tok bolesti.
LL@(19018) In this test arrangement, we assumed four origin states named: green (X1) for a stable state of health, yellow (X2) for an unstable state of health, orange (X3) for a dangerous condition of the patient and red (X4) for manifested. => U postavci ove provere pretpostavili smo da postoje četiri originalna stanja koja smo nazvali: zeleno (X1) zdravstveno stanje je stabilno, žuto (X2) zdravstveno stanje nije stabilno, narandžasto (X3) zdravstveno stanje pacijenta je ozbiljno ugroženo i crveno (X4) za stanje oboljenja koje se već manifestuje.
LL@(19019) Three states (excluding red) were considered the minimum necessary to model a disease development. => Da bi model razvoja bolesti mogao da se napravi, potrebna su nam tri stanja (nije potrebno crveno).
LL@(19020) The random variable x(t) is the hidden state at time t(x(t) ∈ ÌX1, X2, X3, X4Í). => Slučajna varijabla x(t) predstavlja skriveno stanje u vremenu t(x(t) ∈ ÌX1, X2, X3, X4Í).
LL@(19021) Each state X1,…, X4 has a transition distribution represented by the solid arks in Picture 1. => Svako stanje X1,…, X4 karakterisano je tranzicionom distribucijom predstavljenom lukovima iscrtanim punom linijom na slici 1.
LL@(19022) The transition distributions of every state build the N × N transition matrix aij which is unknown until the model has been trained. => Tranzicione distribucije za svako stanje grade N × N 1 Ovo proizilazi it ograničenja temporalnih merenja nekih komponenata CPIS. tranzicionu matricu aij koja ostaje nepoznata sve dok se model ne razradi.
LL@(19023) Here aij is the probability of transitioning from state i to state j in the next step. ~~~ Moreover the random variable y(t) is the emission at a time t(y(t) ∈ Ìy1, y2, y3, y4, y5, y6Í). => Ovde aij predstavlja verovatnoću prelaska od stanja i do stanja j u narednom koraku. [ta više, slučajna varijabla y(t) predstavlja emisiju u vremenu t(y(t) ∈Ìy1, y2, y3, y4, y5, y6Í).
LL@(19024) Every state has a probability distribution over the possible emissions y1 to y6. => Za svako stanje karakteristična je verovatnoća distribucije na mogućim emisijama y1 do y6.
LL@(19025) The output probabilities - represented by the dotted lines in Picture 1 - build the N × M emission matrix , which defines the probability of every output token according to the actual hidden state of the model. => Verovatnoće rezultante predstavljene tačkastim linijama na slici 1 grade N × M emisionu matricu, kojom se definiše verovatnoća svakog rezultata u skladu sa skrivenim stanjem u modelu.
LL@(19026) So bi(k) is the probability of observing the token yk when the process is in state i. ~~~ Furthermore a N-dimensional vector π∈ Ìπ1, .., πN Í with initial probabilities for every state is given. => Tako bi(k) predstavlja verovatnoću opažanja znaka yk kada se proces nalazi u stanju i. [ta više, dat je N-dimenzionalni vektor π ∈Ìπ1, .., πN Í s početnim vrednostima verovatnoće za svako stanje.
LL@(19027) Hence a HMM can be referred by λ , where λ = (X, Y, a, b, π). => Stoga se HMM može prikazati kao λ, gde λ= (X, Y, a, b, π).
LL@(19028) 1 This is resultant to the temporal measure limitations of some components of the CPIS. => Slika 1:
LL@(19029) Picture 1: Structural graph of the HMM Regarding our assumptions in Section 2 we defined a CPIS of ≥ 6 equal condition red. => Grafički prikaz strukture HMM [to se tiče naših pretpostavki u poglavlju 2, mi smo definisali CPIS of ≥ 6 kao jednak stanju crveno.
LL@(19030) Furthermore we allowed no transitions from state green to state red and set all transition probabilities of state red to 0, except the transition to itself. => Pored toga, nismo dozvolili nikakav prelaz (tranziciju) iz stanja zeleno u stanje crveno i podesili smo sve vrednosti verovatnoće stanja crveno na 0, osim tranzicije ovog stanja u samo sebe.
LL@(19031) The initial probability for state red was set to 0. => Početna verovatnoća za stanje crveno podešena je na 0.
LL@(19032) Other assumptions or restrictions have not been made. => Nismo postavljali nikakve druge pretpostavke niti ograničenja.
LL@(19033) According our research interest, four problems/issues regarding HMM arise: 1. => U skladu sa potrebama istraživanja, u vezi sa HMM javljaju se četiri problema/pitanja:
LL@(19034) Given a set of CPIS observations O with sequences o1,.., oL and a HMM λ, how to adjust the model parameters a, b and π to maximize P(Ođλ) (We will from now on call this issue training). => 1. ~~~ Kad se uzme u obzir skup posmatranih CPIS, O sa nizovima o1,.., oL i HMM λ, kako ćemo prilagoditi parametre modela a, b i πda bismo maksimizovali P(Ođλ) (Od sada ćemo ovaj problem nazivati razrada).
LL@(19035) We will use the Baum-Welch algorithm (Baum et al, 1970) to solve this problem. => Da bismo rešili ovaj problem primenićemo Baum-Welch algoritam (Baum i dr., 1970).
LL@(19036) 2. => 2.
LL@(19037) The most likely CPIS emission sequence, beginning at any point in time. => Najverovatniji niz emisija CPIS koji počinje u bilo kom momentu u vremenu.
LL@(19038) We will use the forwardbackward algorithm (Rabiner, 1989) to solve this problem and use this information to forecast the course of disease and predict the outbreak of pneumonia. ~~~ 3. => Da bismo rešili ovaj problem, primenićemo terminski, povratni, algoritam (Rabiner, 1989) i iskoristićemo ovu informaciju za predviđanje toka bolesti i početka pneumonije. 3.
LL@(19039) The most likely hidden state at a certain point in time and therefore also for a future emission. => Najverovatnije skriveno stanje u određenom momentu u vremenu, a time i buduća emisija.
LL@(19040) This problem the viterbi algorithm.(Forney, 1973)(Rabiner, 1989) Thus we can gain more information about the course of a pneumonia disease. solved by using is 4. => Ovaj problem ćemo rešiti primenom Viterbi algoritma (Forney, 1970) (Rabiner, 1989). ~~~ Tako ćemo dobiti više informacija o toku same bolesti pneumonije. 4.
LL@(19041) The likelihood of a given CPIS sequence using the forward-backward algorithm which will be used to classify sequences. => Verovatnoća datog niza CPIS. ~~~ Problem ćemo rešavati primenom terminskog algoritma pomoću koga ćemo sada klasifikovati nizove.
LL@(19042) A description of this set of well known algorithms is given in Rabiner, 1989. => Opis ovog skupa veoma poznatih algoritama dao je Rabiner, 1989. 4.
LL@(19043) 4. ~~~ CPIS simulation If proved that the stochastic properties of CPIS time series are represented correctly by the trained HMM, it would be possible to immediately start the forecast and count the correct predictions. => Simulacija CPIS Kad dokažemo da su stohastičke odlike CPIS vremenskih serija tačno predstavljene radnim HMM modelom, moći ćemo odmah da započnemo proces predviđanja i da brojimo tačna predviđanja.
LL@(19044) To get an idea how accurate HMMs can model the development of pneumonia we assume that only if the model is able to simulate a CPIS course, it can later predict that course properly. => Da bismo shvatili koliko precizno HMM može da modeluje razvoj pneumonije, pretpostavićemo da će model moći dobro da predvidi tok samo ako može da simulira tok CPIS.
LL@(19045) Therefore we trained a HMM as introduced in Picture 1 with a training set of cases with pneumonia. => Stoga smo razradili HMM onako kako je prikazano na slici 1, sa skupom slučajeva pneumonije.
LL@(19046) Picture 2 shows the average course of pneumonic patients and the average course of multiple simulations. => Na slici 2 prikazan je prosečni tok bolesti pacijenata obolelih od pneumonije i srednji tok višestrukih simulacija.
LL@(19047) The simulation for a particular sequence started with a first random emission and was stopped if a CPIS ≥ 6 was observed. ~~~ In consideration of the fact that the generated sequences have different lengths, all sequences were aligned around the reaction day. => Simulacija za jedan određeni tok počela je prvom slučajnom emisijom, a zaustavili bismo je ako bismo smo opazili CPIS ≥ 6. S obzirom na činjenicu da se dužine generisanih nizova razlikuju, svi nizovi su poređani oko dana reakcije.
LL@(19048) Compared to the real time series the simulated sequences achieved a percentage deviation of 6.95% of average CPIS. => U poređenju sa serijama u realnom vremenu, simulirani nizovi imaju devijaciju u procentu od 6,95% prosečnog CPIS.
LL@(19049) This result makes clear, that the model is suited to adapt the stochastic properties of the given time series. => Ovakav rezultat jasno pokazuje da je model prilagođen stohastičkim odlikama datih vremenskih serija. ~~~ Slika 2:
LL@(19050) Picture 2: Simulated vs. Real Time Series 5. => Simulirane i stvarne vremenske serije 5.
LL@(19051) Test arrangement The test arrangement shall adapt and simulate the course of pneumonia and deliver the likelihood of pneumonia in the future. => Postavka testa Postavkom testa ćemo prilagoditi i simulirati tok bolesti pneumonije i odrediti verovatnoću oboljevanja od pneumonije u budućnosti.
LL@(19052) If this functionality is achieved, the system could be transformed into an early warning or traffic light system. => Ako se postigne ovakva funkcionalnost, sistem se može pretvoriti u svojevrsno svetlo upozorenja.
LL@(19053) According to that, the model could offer a decision support system for the treating physician to strengthen his diagnosis. => Prema tome, model može da posluži kao podrška za odlučivanje kad lekar treba da utvrdi dijagnozu.
LL@(19054) The test arrangement is supposed to forecast a manifested pneumonia - condition red - exactly one day before reaction day. => Ovakav test bi trebalo da predvidi manifestovanu pneumoniju crveno stanje upravo dan pre dana reakcije.
LL@(19055) For all other points in time the forecast shall be a state of green, yellow or orange. => Za sve ostale momente u vremenu predviđanje će biti zeleno, žuto ili narandžasto stanje.
LL@(19056) The architecture of the model is guided by medical evidence that patients showing high pneumonia predisposition will contract and develop the disease much faster than average (Oroszi, 2008). => Konstrukcija modela zavisi od medicinskih dokaza da će se pacijenti koji pokazuju visok nivo podložnosti pneumoniji zaraziti i oboleti od ove bolesti mnogo brže nego što je to uobičajeno (Oroszci, 2008).
LL@(19057) The model mirrors this concept by implementing the stacking paradigm as shown in Picture 3. => Model prikazuje ovaj koncept tako što primenjuje paradigmu slaganja kao što je prikazano na slici 3.
LL@(19058) Two modules operate in series: one separating high- and low-risk patients (classification), the other doing the actual forecast for each of the two groups (prediction). => Dva modula operišu u nizu: jedan razdvaja pacijente niskog i visokog rizika (klasifikacija), drugi pravi konkretnu prognozu i za jednu i za drugu grupu (predviđanje).
LL@(19059) The theoretical foundations of stacking have been outlined in relevant literature (Wolpert, 1992). => Teorijski osnovi slaganja opisani su u odgovarajućoj literaturi (Wolpert, 1992).
LL@(19060) Stacking is a method of using multiple serial or parallel models to achieve greater predictive accuracy (Ting and Witten, 1997). => Slaganje (engl: stacking) predstavlja metod primene višestrukih nizova ili paralelnih modela da bi se dobila veća preciznost u predviđanju (Ting i Witten, 1997).
LL@(19061) The design of the susceptibility prediction model was guided by the following requirements: Supervised learning should be used. => Projektovanje modela predviđanja prijemčivosti vodi se sledećim zahtevima: ~~~ Koristi se učenje pod nadzorom.
LL@(19062) This requires the concept of susceptibility to be broken down to observable quantities. => Ovo zahteva da se koncept prijemčivosti razloži na veličine koje se mogu posmatrati.
LL@(19063) As a first approximation, we used the ultimate outbreak of pneumonia according to the CPIS as a class variable. => Kao prvu aproksimaciju koristili smo prvu pojavu pneumonije prema CRISP kao varijabli klase.
LL@(19064) As an extension one might use a hidden variable that arises from Structural Equation Modeling (SEM) (see for example Buncher et al, 1991). => Kao dodatak, može se primeniti skrivena varijabla koja proizilazi iz Modelovanja strukturne jednačine (SEM) (videti, na primer, Buncher i dr., 1991).
LL@(19065) The model should make probabilistic predictions with parameters that allow for easy adjustment of its α and β errors. => Model treba da vrši predviđanja verovatnoće pomoću parametara koji omogućavaju da se njegove α i β greške lako prilagode.
LL@(19066) It is the interaction in the different parts of the model that will eventually determine the systems performance. => Učinak sistema će na kraju da odredi interakcija različitih delova modela.
LL@(19067) The model must handle highly unbalanced learning samples, as the high susceptibility group is much smaller than the group of low susceptibility patients. => Model mora da se bavi veoma neuravnoteženim uzorcima za učenje, pošto je grupa visoke prijemčivosti na bolest daleko manja od grupe pacijenata malog rizika.
LL@(19068) Classification The developed model is a combination of Hidden Markov Modeling and Bayesian reasoning. => Klasifikacija Razvijeni model predstavlja kombinaciju HMM i Bayesovog sistema.
LL@(19069) In the classification part, showed in Picture 3, two HMMs are derived, one for high risk patients (HR-patients λHR) and one for the rest (LR-patients- λLR). => U delu klasifikacije koji je prikazan na slici 3, izvedena su dva HMM, jedan za pacijente visokog rizika (HR pacijenti - λHR) i jedan za ostale (LR pacijenti - λLR).
LL@(19070) In a BaumWelch training each model adapted the characteristics of cases with pneumonia (λHR), respectively the cases without pneumonia (λLR). => Po Baum-Welch radnom modelu svaki model je prilagodio karakteristike slučajeva sa pneumonijom (λHR) i onih koji ovo oboljenje nemaju (λLR).
LL@(19071) In both cases, the time series used for calibration will exclude the reaction day. ~~~ Moreover the HMMs of the classification and the prediction model slightly differ in the number of states according to the fact that a condition red does not exist in a pre-onset phase for the classification model. => U oba slučaja, vremenski nizovi koji se koriste za kalibraciju isključuju dan reakcije. [ta više, modeli HMM za modele klasifikacije i predviđanja se neznatno razlikuju u broju stanjau skadu s činjenicom da stanje crveno ne postoji u fazi pre početka u modelu klasifikacije.
LL@(19072) To classify a patients time series o, it will be fed into both calibrated HMMs, and the forward-backward algorithm will give the probability of this sequence occurring under the λHR and λLRModel (P(ođλLR) and P(ođλHR) respectively). => Da bi se klasifikovalo stanje pacijenta o, ono treba da se unese u oba kalibrirana HMM, a terminski algoritam će pokazati verovatnoću da se ovaj niz pojavi po Modelu λHR i λLR , odnosno (P(ođλLR) i P(ođλHR).
LL@(19073) Bayes formula will yield P(HRđo): P ( λ HR đ o ) = oP ( đ oP đ ( ⋅ P ) HR λ HR + λ HR ⋅ P ) HR λ oP ( đ LR ⋅ ) P LR (1) PLR and PHR are the usual a priori probabilities taken from general health statistics at the ICU. => Bayes-ova formula će pokazati P(HRđo): ~~~ P ( = o ) oP đ ( ⋅ P ) HR λ HR + ⋅ P ) HR λ oP ( đ LR oP ( đ λ HR λ HR đ ⋅ ) P LR (1) PLR i PHR pokazuju uobičajene a priori verovatnoće koje su uzete iz opšte statistike o zdravlju u ICU.
LL@(19074) To get a valid result, the structure (X, Y, N, M) of both HMMs λHR and λLR has to be equal. => Da bi rezultat bio validan, strukture (X,Y,N,M) i jednog i drugog HMM, i λHR i λLR, moraju da budu jednake.
LL@(19075) Additionally a threshold level or Certainty Factor CF1 is introduced (see Picture 3). => Pored toga, uvodi se prag ili faktor sigurnosti CF1 (videti sliku 3).
LL@(19076) A HR classification thus is accepted, if the likelihood of (P (ođλLR) reaches a certain level. => Time se prihvata klasifikacija HR ukoliko verovatnoća (P (ođλLR) dostigne određeni nivo.
LL@(19077) This offers the ability to set a minimum lower bound for accepting a HR classification. => Ovim dobijamo mogućnost da odredimo minimalnu donju granicu za prihvatanje klasifikacije HR.
LL@(19078) Focusing on HR cases in this work, the decision rule (which in turn will influence the α and β errors of this stage) is to label a case HR, if its a posteriori probability P(HRđo) exceeds a threshold CF1. => Kada se fokusiramo na HR slučajeve u ovom radu, važi pravilo odlučivanja (koje će sa svoje strane uticati na α i β greške u ovoj fazi) da se slučaj označava kao HR ako njegova a posteriori verovatnoća P(HRđo) pređe prag CF1.
LL@(19079) Cases classified as HR will pass through the classifier. => Slučajevi klasifikovani kao HR proći će kroz klasifikator.
LL@(19080) Strictly speaking, an analogue predictor/processor is needed for the LR cases as well. => Precizno govoreći, potreban je jedan analogni prediktor/procesor i za slučajeve LR.
LL@(19081) Due to substantially lower risk of developing pneumonia in this branch, we have not developed this model yet. => Pošto je rizik oboljenja od pneumonije u ovoj grani daleko manji, još nismo razradili model.
LL@(19082) At this point the benefits of the stacking paradigm become once more obvious, as every sequence classified correctly will directly decrease the number of β errors in the further steps. => U ovom slučaju korist od paradigme slaganja još jednom se potvrđuje, pošto će svaki korektno klasifikovan niz smanjiti broj β grešaka u narednim koracima.
LL@(19083) We return to the issue of unbalanced training data. => Vratićemo se problemu neuravnoteženih podataka u nizu.
LL@(19084) Due to the fact that each HMM is trained independently, there is no restriction for equally balanced groups as long as sufficient training data exists. => Pošto se svaki HMM posebno prati, ne postoje ograničenja za podjednako uravnotežene grupe sve dok postoji dovoljan broj podataka za praćenje.
LL@(19085) This illustrates once again the usability of HMM for classification. => Ovo još jednom pokazuje koliko je HMM koristan u klasifikaciji.
LL@(19086) Picture 3: The test arrangement Prediction After a sequence o passed the classifier and was labeled HR, a prediction model consisting of one HMM λP generates a forecast based on the characteristic of o. => Predviđanje Pošto niz o prođe kroz klasifikator i bude obeležen kao HR, model za predviđanje koji se sastoji od jednog HMM λP pravi prognozu na osnovu karakteristika o.
LL@(19087) Having the four issues of Section 3 solved, it is easy to give a first one-day forecast from day t to day t + 1. => Pošto smo rešili četiri problema iz poglavlja 3, lako ćemo dati prvu jednodnevnu prognozu od dana t do dana t + 1.
LL@(19088) From the time series of signals observed for each patient, the probability of the hidden state at t being i can be calculated. => Na osnovu vremenske serije signala koje smo pratili kod svakog pacijenta može se izračunati verovatnoća da skriveno stanje u t bude i.
LL@(19089) Knowing the (hidden) transition probabilities aij the probabilities for each hidden state at t + 1 can be calculated, which can be transformed in to the probabilities for the observed emission at t + 1. => Ako poznajemo (skrivene) verovatnoće prenosa aij, mogu se izračunati mogućnosti za svako skriveno stanje na t + 1, što se onda može pretvoriti u verovatnoće za posmatranu emisiju na t + 1.
LL@(19090) Onset of pneumonia is forecasted, if the probability for reaching hidden state red or observed emission CPIS > 6 exceeds a threshold, i.e. P(red, t + 1) > CF2 or P(CP IS > 6, t + 1) > CF2 More sophisticated rules can be formed such as: P(red, t + 1) > CF2P (x, t + 1) or for all other hidden states x and a relative threshold of CF2 We shall limit our discussion in this paper to the first case. => Početak pneumonije je predviđen ako verovatnoća da će se dostići skriveno stanje crveno ili posmatrana emisija CPIS > 6 pređe prag, t.j., P(red, t + 1) > CF2 or P(CP IS > 6, t + 1) > CF2 Mogu se izvesti i sofisticiranija pravila, na primer: ~~~ P(red, t + 1) > CF2P (x, t + 1) or for all other hidden states x and a relative threshold of CF2 Našu diskusiju u ovom radu ograničićemo na prvi slučaj.
LL@(19091) The system could in principle be extended to give forecasts beyond t + 1. => Sistem se u principu može proširiti tako da prognoze pokrivaju i period duži od t + 1.
LL@(19092) Given incubation times of two or three days for the case of pneumonia, this seems futile effort for the case of this disease, but is interesting from the general perspective. => Ako se uzme u obzir period inkubacije pneumonije koji traje dva ili tri dana, ovo nije od koristi za slučaj ove bolesti , ali jeste interesantno iz opšte perspektive.
LL@(19093) Summing up, we define a complex model κ = κ(λC , λN , λP , CF1, CF2) containing all sub models and parameters. => Da zaključimo, naš kompleksni model κ= κ (λC , λN , λP , CF1, CF2) po definiciji sadrži sve pod-modele i parametre.
LL@(19094) To finally measure the projection quality we split the whole dataset into a training set and a test set. => Da bismo konačno izmerili kvalitet projekcije, razlažemo ceo skup podataka u skup za probu i skup za proveru.
LL@(19095) The training set was used to train the classification models and the prediction model using the Baum-Welch algorithm. => Skup za probu koristili smo da isprobamo modele klasifikacije i model za predviđanja na osnovu Baum-Welch algoritma.
LL@(19096) The system processed the test set and the prediction results could be compared with the real data2 not known by the system. => Sistem je obradio skup za proveru i rezultati predviđanja mogli su da se uporede sa stvarnim podacima2 koje sistem ne poznaje.
LL@(19097) According to Picture 3 the whole process works as follows: 1. => Prema slici 3, čitav proces funkcioniše na sledeći način:
LL@(19098) First of all, the system trims a test sequence o with the length T, leaving the pre-onset phase (o* with length T*). => 1. ~~~ Prvo, sistem određuje niz za testiranje o dužinom T, i ostavlja pred-fazu (o* sa dužinom T*).
LL@(19099) Time series with a pre-onset length ≤ 3 have been ignored due to a missing significance of short time series. ~~~ 2. => Vremenske serije pretpočetne dužine ≤ 3 ne uzimamo u obzir zato što kratke vremenske serije nisu od značaja. 2.
LL@(19100) Clearly a decision support system shall not only predict the reaction day of pneumonia but also avoid false predictions before that day and in general for cases without pneumonia. => Naravno, sistem za podršku u odlučivanju neće samo predvideti dan reakcije u nastanku pneumonije, već će i izbeći lažne pretpostavke koje prethode tom danu i uopšte u slučajevima gde pneumonije nema.
LL@(19101) A single pneumonia time series thus also provides snippets (o*1, .., o*T* 2) taken from times before the onset that should in turn be correctly identified as no reaction day series (reloop o* to step 1). => Jedinstvena vremenska seri Slika 3: ~~~ Postavka za proveru 2 [to znači sa stvarnim stanjem u kome se pacijent nalazi ja pneumonije stoga takođe daje odsečke (o*1, .., o*T* 2) izdvojene iz momenata (vremena) pre početka bolesti koji se onda korektno identifikuju kao serija nema dana reakcije (povezati o* sa korakom 1).
LL@(19102) 3. => 3.
LL@(19103) Classification for HR and LR. => Klasifikacija HR i LR.
LL@(19104) If sequence is tagged HR, proceed with prediction. => Ako se niz može označiti sa HR, predviđanje se nastavlja.
LL@(19105) At this point additional methods and models, as mentioned before, may be plugged in. 4. => U ovom trenutku mogu se uključiti i dodatni metodi i modeli, kako smo već naveli. 4.
LL@(19106) Predict the next state according λP and CF2. => Predvideti narednu fazu prema λP i CF2. 5.
LL@(19107) 5. ~~~ Compare the predicted state with real state. => Uporediti predviđeno stanje sa stvarnim sta njem.
LL@(19108) Tuning the system To finally run forecasts, the model faces another crucial question: How shall Errors be treated correctly to gain an optimal result? => Fino podešavanje sistema Da bismo konačno započeli prognoziranje, model mora da reši još jedno suštinsko pitanje:
LL@(19109) The model has to predict a pneumonia at 2 Meaning the real condition the patient was in. the right time and avoid a false alarm before that point in time simultaneously, reflecting the α and β errors. => Koji je pravi način za tretiranje grešaka da bi se dobio optimalan rezultat? ~~~ Model mora pravovremeno da predvidi pneumoniju i da istovremeno izbegne lažnu uzbunu pre tog trenutka, pokazujući greške α i β.
LL@(19110) Parameters CF1 and CF2 are the fundamental design parameters that may be tuned for optimal performance. => Parametri CF1 i CF2 su osnovni parametri projekcije koji se mogu podešavati da bi se dobio optimalni rezultat.
LL@(19111) A fundamental trade off may be seen between three types of errors: therefore the reaction day will be hardly predicted. => Između tri tipa grešaka zapaža se jedan osnovni obrazac zamene:
LL@(19112) On the other hand no false prediction will occur. ~~~ Additionally 3 parameters P1, P2 and P3 are added to the target function to penalize the 3 quality functions if their values do not reach a minimum level. ~~~ This can be used to set lower bounds for the arrangements accuracy.3 Error Class 1 - false negatives: The system has failed to identify the reaction day. => Greška kategorije 1 lažni negativni: sistem nije uspeo da identifikuje dan reakcije Greška kategorije 2 lažni pozitivni: sistem je identifikovao dan reakcije kod pacijenta obolelog od pneumonije u pogrešnom trenutku Greška kategorije 3 lažni pozitivni: sistem je identifikovao dan reakcije kod pacijenta koji nije oboleo od pneumonije.
LL@(19113) Error Class 2 - false positives 1: The system has identified a reaction day for a pneunomic patient at the wrong point in time. => U medicinskoj praksi greške kategorije 1 smatraju se ozbiljnijim od grešaka kategorije 3, a obe ove vrste su daleko ozbiljnije od grešaka kategorije 2.
LL@(19114) Error Class 3 - false positives 2: The system has iden tified a reaction day for a non-pneunomic patient. ~~~ Medical practice will rank class 1-errors more serious than class 3 and both far more serious than class 2. => Kliničkim jezikom rečeno, neke greške kategorije 3 mogu se smatrati lošom klasifikacijom, pošto se zamagljuje razlika između pneumonije i drugih vrsta plućnih bolesti kao što je bronhitis, a granica definisana kao CPIS ?
LL@(19115) In clinical terms, some class 3-errors might not even be regarded as ill-classified, as the distinction between pneunomia and other forms of pulmonary diseases such as severe bronchitis is blurred and the boundary defined by CPIS ≥ 6 is in reality a fuzzy one. => 6 u stvarnosti postaje fazi granica.
LL@(19116) In order to solve this problem we already introduced the two parameters (CF1) and (CF2). => Da bismo rešili ovaj problem već smo uveli naša dva parametra (CF1) i (CF2).
LL@(19117) CF1 and CF2 can now be used to, for example, shift the arrangement to a more false negative avoiding behavior, paid with an increasing number of unnecessary treatments what is regarded less of a problem here. => CF1 i CF2 sada se mogu primeniti tako da se postavka pomeri prema funkcionisanju koje uspešnije izbegava lažne negativne prognoze, mada to obuhvata i veći broj nepotrebnih tretmana što se ovde ne smatra velikim problemom.
LL@(19118) Now two possible ways in defining CF1 and CF2 exist, as a first solution, the treating physician may define the two parameters as a fixed constant. => Sada postoje dva moguća načina da se definišu CF1 i CF2. ~~~ Prvo rešenje jeste da ordinirajući lekar definiše ova dva parametra kao fiksne konstante.
LL@(19119) The disadvantage of this method is that a black-box like defining of the parameters is very abstract and not intuitive as the consequences are not obvious immediately. => Nedostatak ovog metoda jeste u tome da je definisanje prametara na način crne kutije vrlo apstraktno i nije intuitivno pošto posledice nisu odmah vidljive.
LL@(19120) The other possibility is to optimize the parameters according to the given training data to get the best success-error relation. => Druga mogućnost je da se parametri optimizuju u skladu sa datim radnim podacima i da se najbolji odnos u odnosu uspešno-greška.
LL@(19121) Therefore an optimal error-success relation has to be first operationalized. => Stoga prvo treba operacionalizovati jedan optimalni odnos između uspešnog i greške.
LL@(19122) To solve this problem we introduce a target function F = F (CF1, CF2) in which 3 different quality functions have to be weighted to meet the users pretensions: Quality function QF1, representing the percentage of correct predicted reaction days on conditions: model κ and values CF1 and CF2. => Da bismo rešili ovaj problem uvodimo ciljnu funkciju F = F (CF1, CF2 u kojoj, da bi se zadovoljile pretenzije korisnika, treba da se vrednuju 3 različite kvalitativne funkcije: ~~~ Kvalitativna funkcija QF1, koja predstavlja procenat tačno predviđenih dana reakcije u uslovima: model k i vrednosti CF1 i CF2.
LL@(19123) Quality function QF2, representing the percentage of false predicted reaction days for cases with pneumonia on conditions: κ, CF1, CF2. => Kvalitativna funkcija QF2, koja predstavlja procenat tačno predviđenih dana reakcije za slučajeve oboljenja od pneumonije u uslovima: κ, CF1, CF2.
LL@(19124)  => Kvalitativna funkcija QF3, koja predstavlja procenat tačno predviđenih dana reakcije za slučajeve gde ne postoji oboljenje od pneumonije u uslovima: κ, CF1, CF2.
LL@(19125)  => Jasno je da sve kvalitativne funkcije neposredno zavise od izbora CF1 i CF2.
LL@(19126)  => Na primer, ako se CF1 podesi na 1, praktično nikada nećemo dobiti klasifikaciju HR i stoga je dan reakcije skoro nemoguće predvideti.
LL@(19127)  => S druge strane, neće se pojaviti ni lažna prognoza.
LL@(19128) Quality function QF3, representing the percentage of false predicted reaction days for cases without pneumonia on conditions: κ, CF1, CF2. , ( CFF w w CF kQF đ ( kQF đ ( ⋅ ⋅ ⋅ = w ) CF CF , CF CF , kQF ( − − ) ) − PPP − đ CF , CF ) − (2) The target function F reflects the trade-off in having many predicted reaction days paid with many false predictions on the other hand. => Pored toga, ciljnoj funkciji dodata su 3 parametra, P1,P2 i P3, kao popravna mera za 3 kvalitativne funkcije ukoliko njihove vrednosti ne dostignu minimalni nivo. ~~~ Ovo se može iskoristiti da se postavi niži nivo ograničenja za preciznost postavke.3 CFF CF w w ⋅ = w ) CF CF , CF CF , CF kQF đ ( kQF đ ( kQF ( − − ) ) CF (2) − PPP − ⋅ ⋅ − ) , ( đ , Ciljna funkcija F odražava razmene kad imamo veliki broj predviđenih dana reakcije i s druge strane veliki broj pogrešnih predviđanja.
LL@(19129) Now F provides an easy way to operationalize the users needs in defining ones requirements. => Sada nam je uz pomoć F lakše da operacionalizujemo potrebe korisnika kad definišemo zahteve.
LL@(19130) In a verbal expression a user may define: The system has to identify at least 40% of all reaction days (P1) and the correct prediction of reaction days (QF1 and w1) is twice as important as the avoidance of false predictions for non-pneumonic patients (QF3 and w3). => Rečima, korisnik može da definiše sledeće: ~~~ Sistem mora da identifikuje najmanje 40% svih dana reakcije (P1), korektno predviđanje dana reakcije (QF1 and w1) je dvostruko važnije nego izbegavanje pogrešnih prog 3 Na primer, kao popravna mera kada se u rezultatu pojavi preveliki broj pogrešnih predviđanja. noza kod pacijenata koji nisu oboleli od pneumonije (QF3 and w3).
LL@(19131) In this case, for instance, it makes sense to weight the avoidance of error class 1 (w1 for QF1) higher in order to prevent a missed treatment. => U ovom slučaju, na primer, ima smisla vrednovati izbegavanje greške kategorije 1 (w1 za QF1) koja je višeg reda, da bi se sprečio izostanak lečenja.
LL@(19132) With the definition of the weights w1,.., w3 the target function F delivers a definite target value for every combination of CF1 and CF2. => Definisanjem vrednosti w1,.., w3, primenom ciljne funkcije F dobijamo određenu ciljnu vredost za svaku kombinaciju CF1 i CF2.
LL@(19133) Thus, the system can produce scalar optimal combinations of CF1 and CF2 according to the definitions of the weights. => Stoga sistem može da proizvede skalarne optimalne kombinacije CF1 i CF2 u skladu sa definicijama ovih vrednosti.
LL@(19134) The definition of the weights for every parameter cannot be investigated in this paper as it is a complex medical decision. => U ovom radu ne možemo da ispitujemo definicije vrednosti za svaki parametar pošto je to složen proces utvrđivanja u medicini.
LL@(19135) Instead of presenting one optimal solution we will demonstrate the error/success relation for any parameter setting and some exemplary results. => Umesto da predstavimo jedno optimalno rešenje, predstavićemo odnos greška-uspeh za svaku postavku parametara i neke rezultate kao primer. 6.
LL@(19136) 6. ~~~ Experimental results Picture 4 illuminates the effect of ? and ? error as it confronts the number of correct predicted reaction days and the number of falsely predicted reaction days (in the group of cases without pneumonia) depending on the value combination of CF1 and CF2. => Eksperimentalni rezultati Na slici 4 predstavljamo efekte α i β greške u odnosu na broj tačno predviđenih dana reakcije i broj pogrešno predviđenih dana reakcije (u grupi slučajeva gde nema pneumonije) u zavisnosti od kombinacije vrednosti CF1 i CF2.
LL@(19137) Obviously the shape shows a certain correlation which mirrors the α β error trade off. => Očigledno, oblik pokazuje izvesnu korelaciju koja odslikava razmene α β grešaka.
LL@(19138) With a decreasing number of correctly predicted reaction days, the number of false predicted reaction days decreases as well. => Kako se broj tačno predviđenih dana reakcije smanjuje, smanjuje se i broj pogrešnih predviđanja.
LL@(19139) Nonetheless, the shapes show differences which allow an adjustment of these two parameters. => Bez obzira na to, oblici ukazuju na razlike koje omogućavaju da se izvrši prilagođavanje ova dva parametra.
LL@(19140) Especially the range of low values of CF2 showed a dramatically increase in errors going along with a more or less stable number of correct predictions. ~~~ It is clear that all quality functions directly depend on the choice of CF1 and CF2. => Opseg niskih vrednosti CF2 posebno pokazuje neuobičajeno veliki rast broja grešaka koje se javljaju uporedo sa manje ili više stabilnim brojem tačnih predviđanja.
LL@(19141) For instance, if CF1 is set to 1, a classification to HR is virtually never accepted and 3 e.g. penalizing a result with to much failed predictions Picture 4: Optimization surfaces of QF3 and QF1 Table 2 depicts the results in every error class. => Slika 4: ~~~ Površi optimizacije QF3 i QF1 Na tabeli 2 prikazani su rezultati u svakoj kategoriji greške.
LL@(19142) In the first section we show how the system could decide whether a time-series belongs to a case with or without pneumonia based on different training methods. => U prvom delu pokazujemo do koje mere sistem može da odredi da li vremenska serija pripada slučaju sa ili bez pneumonije, a na osnovu različitih radnih metoda.
LL@(19143) With a true positive rate around 82-83% the system is able to mark time-series as pneumonic or non-pneumonic. => Sa stvarnom pozitivnom stopom od oko 82-83% sistem jeste u stanju da odredi vremenske serije kao stanje pneumonije ili stanje bez pneumonije.
LL@(19144) In the second section we used a set of 3 different weight settings to point out the mode of operation of our model in the α-β error trade off. => U drugom delu koristili smo skup od 3 različita rasporeda vrednosti da pokažemo način na koji naš model radi i razmeni α β grešaka.
LL@(19145) As weight setting 3 (from an actual physician) exemplifies an increase of reaction day forecast, accuracy may be sacrificed in favor of a reduction of type 3 errors. => Kako raspored vrednosti 3 (dobijen od ordinirajućeg lekara) pokazuje porast broja prognoza dana reakcije, preciznost se može žrtvovati u korist smanjivanja broja grešaka tipa 3.
LL@(19146) As a reference we used two naive forecast strategies to compare the results. => Kao referentnu vrednost koristili smo dve laičke strategije predviđanja i poredili rezultate.
LL@(19147) The first naive method predicts a reaction day in t + 1 if a CPIS value of 5 is reached in t. => Prvi laički metod predviđa dan reakcije u t + 1 ukoliko se vrednost CPIS 5 postigne u t.
LL@(19148) The second naive method computes the slope of the time series based on the values of t and t 1. => Drugi izračunava krivu vremenskih serija na osnovu vrednosti t i t 1.
LL@(19149) As seen in Table 2 naive method 1 is in fact a rather powerful forecast that has strongly influenced the way the CPIS score is constructed. => Kao što se vidi na tabeli 2, laički metod 1 predstavlja u stvari veoma puozdanu prognozu koja u velikoj meri utiče na način na koji se stvara zbir CPIS.
LL@(19150) It is an advantage of our method that (through the choice of threshold CF1 and CF2) the value of α can be adjusted, which will also determine β (vice versa). ~~~ The method moreover shows, that an adjustment of α errors is possible with simultaneously having a remarkable stable β error. => Prednost našeg metoda jeste u tome da se (putem izbora praga CF1 i CF2) može podesiti vrednost α, a ona će takođe odrediti vrednost β (i obrnuto). [ta više, ovaj metod pokazuje da je prilagođavanje α grešaka moguće a da istovremeno imamo značajnu stabilnu β grešku.
LL@(19151) The concrete trade off between the two types of errors may thus be explored. => Stoga se može istraživati konkretna razmena između ova dva tipa greške.
LL@(19152) Classification model Training method Standard BaumWelch Training Enhanced Training (Genetic Algorithm) Overall results Method Reaction Day correctly predicted κ, Weight setting 1 κ, Weight setting 2 κ, Weight setting 3 Trivial method 1 (y5, t → y6, t + 1) Trivial Method 2 (Slope) 41.6% 63.8% 43.2% 44.3% 31.6% Table 2: Experimental results Cases with pneumonia (N=79) 82% Cases without pneumonia (N=285) 69.8% 83% 73.5% Error class 2: Reaction day was predicted too early 6.9% 11.6% 20.1% 21.7% Error class 3: Reaction day way predicted wrongly 6.5% 9.3% 6.5% 13.8% 15.2% 10.4% Summary The test arrangement introduced in this work can be understood as a novel approach for processing and predicting medical data. => Model klasifikacije Radni model Standardni BaumWelch radni tip Poboljšani radni tip (Genetski algoritam) Ukupni rezultati Metod Tačno predviđen dan reakcije κ postavka vrednosti 1 κ postavka vrednosti 2 κ postavka vrednosti 3 Trivijalni metod 1 (y5 t → y6 t + 1) Trivijalni metod 2 (kriva) 41,6% 63,8% 43,2% 44,3% 31,6% Tabela 2: ~~~ Eksperimentalni rezultati Slučajevi pneumonije (N=79) 82% 83% Slučajevi bez pneumonije (N=285) 69,8% 73,5% Kategorija greške 2: prerano predviđen dan reakcije 6,9% 11,6% 20,1% 21.7% Kategorija greške 3: pogrešno predviđen dan reakcije 6,5% 9,3% 6,5% 13,8% 15.2% 10,4% 7. ~~~ Zaključak Test koji smo primenili u ovom radu može se smatrati novim pristupom u obradi i predviđanju podataka u medicini.
LL@(19153) However, the present research is a fist attempt to analyze pneumonia using HMM and has some limitations. => Ipak, ovo istraživanje predstavlja samo prvi pokušaj da se pneumonija analizira primenom HMM i on ima neka ograničenja.
LL@(19154) The computations are based on a two years dataset with 79 (cases with pneumonia) and 285 (cases without pneumonia) time series only and should be tested with data from other years to evaluate the quality. => Izračunavanja smo vršili na skupu podataka prikupljenih u periodu od dve godine, na samo 79 (slučajevi pneumonije) i 285 (slučajevi bez pneumonije) vremenskih serija tako da bi ih trebalo uporediti i sa podacima za druge godine da bi se procenio kvalitet.
LL@(19155) Furthermore the data belongs to one ICU and it is not clear if the results could suffer from local effects and if other ICUs may show different results. => Pored toga, podaci su uzeti iz jednog ICU tako da nije jasno da li su rezultati posledica i nekog lokalnog uticaja i da li neka druga ICU možda imaju drugačije rezultate.
LL@(19156) In order to predict a VAP we concentrated on processing time series of cases with pneumonia. => Da bismo predvideli VAP koncentrisali smo se na obradu vremenskih serija slučajeva pneumonije.
LL@(19157) Reckoning the classification model, there is no subsequent processing for sequences marked with LR at this point. => Prema modelu klasifikacije, u ovom trenutku nismo išli dalje i obrađivali nizove označene kao LR.
LL@(19158) In order to deploy a holistic system, further work at this point is needed. => Da bi se uspostavio holistički sistem potrebno je dalje raditi u ovoj oblasti.
LL@(19159) Furthermore the implications that leaded to the structure of the HMM (Number of states etc.) may be questioned and examined closer. => Pored toga, možda će biti potrebno i da proverimo i istražimo implikacije koje su dovele do strukture HMM (broj stanja itd.).
LL@(19160) The target function used to deliver an optimal result may be extended in order to consider economic issues like concrete cost rates for medication. => Ciljna funkcija koju smo primenili da bismo dobili optimalni rezultat može se proširiti kako bi obuhvatila i ekonomska pitanja kao što su konkretni troškovi lečenja.
LL@(19161) Another benefit of this investigation is to corroborate knowledge on pneumonia disease. => Druga korist od ovog istraživanja jeste što je potvrdilo znanja koja smo imali o pneumoniji.
LL@(19162) According to our results, the assumption of a short incubation time of pneumonia could be confirmed. => Prema našim rezultatima, potvrđena je pretpostavka da je za pneumoniju karakterističan kratak period inkubacije.
LL@(19163) On the other hand, the results reveal some limitations. => S druge strane, ovi rezultati imaju neke slabe strane.
LL@(19164) Regarding the CPIS frame rate of one day, a prediction is strongly limited within this context. => Ako posmatramo okvir CPIS od jednog dana, naša predviđanja će biti usko ograničena na ovaj kontekst.
LL@(19165) A higher frame rate would be helpful. => Dobro bi došlo da se posmatra širi vremenski okvir.
LL@(19166) Furthermore the system was based on an elaborate data preprocessing of two years data. => Isto tako, sistem se zasniva na veoma razrađenoj pred-obradi podataka iz dvogodišnjeg perioda.
LL@(19167) Unfortunately this data is still quite insufficient due to the problems mentioned in Section 2. => Nažalost, ovi podaci su još uvek u velikoj meri nedovoljni zbog problema koje smo naveli u poglavlju 2.
LL@(19168) Hence, an integrated early warning system must be based upon a holistic a priori embedding in the hospitals real time data infrastructure. => Stoga jedan integrisani sistem za rano otkrivanje mora da se zasniva na holističkom, a priori uklapanju u infrastrukturu podataka kojima bolnica raspolaže u realnom vremenu.
LL@(19169) If not already realized, the pre-use phase will demand a lot of resources. => Ako već nije realizovana, predupotrebna faza će zahtevati mnogo resursa.
LL@(19170) The installation of such a system is both time consuming and costly but warranted by its multiple uses. => Instaliranje ovakvog sistema i dugo traje i skupo je, ali se zato može koristiti na više načina i u različitim situacijama.
LL@(19171) If such systems do exist, the pneumonia forecast itself drains very little resources in daily operations. => Ukoliko takvi sistemi postoje, sama prognoza pneumonije zahteva veoma malo resursa u svakodnevnom funkcionisanju.
LL@(19172) It can and should be incorporated into a patients one paper that gives an overview of the patients disease history which is a handy tool for treating physicians. => Ona se može i treba da se uključi u pacijentov karton u kome se nalazi pregled istorije bolesti pacijenta i koji predstavlja koristan instrument za ordinirajuće lekare.
LL@(19173) Extensions in several points are evident. => Očigledno je da se sitem proširio na nekoliko mesta.
LL@(19174) The system could be evaluated with other diseases with a higher incubation time. => Sistem se može proceniti i na primeru drugih oboljenja koja imaju duži period inkubacije.
LL@(19175) In the classification level other methods like Bayesian networks could be implemented. => Na nivou klasifikacije mogu se primeniti i drugi metodi, na primer, Bayesove mreže.
LL@(19176) As other concepts of predisposition revealed high potential (Oroszi, 2008), further a priori methods should be explored, e.g. SEM. => Pošto su se drugi koncepti predispozicije pokazali kao veoma moćni (Oroszci, 2008), trebalo bi ispitati i druge a priori metode, na primer, SEM.
LL@(19177) Within the framework of the stacked architecture of our system this can be easily achieved. => U okviru strukture slaganja u našem sistemu ovo se može postići bez problema.
LL@(19178) In conclusion, we have shown that data mining methods offer a high potential approach in disclosing a significant benefit in stored medical data. => Da zaključimo, pokazali smo da su metodi za izdvajanje podataka veoma uspešni i omogućavaju da se mnogo sazna iz uskladištenih medicinskih podataka.
LL@(19179) Apparently a fully automated out-of-the-box solution will not deliver. => Svakako da se potpuno automatizovano rešenje kao iz kutije ne može dobiti.
LL@(19180) Nonetheless, the system demonstrates how a stacked use of different methods enriches the disclosing of potentials, hidden in stored data. => Ipak, sistem pokazuje kako primena slaganjem u različitim metodima može da pospeši otkrivanje potencijalnih oboljenja skrivenih u podacima u datotekama.
LL@(19181) BIBLIOGRAPHY Š1Ë Baum LE., Petrie T., Soules G., Weiss N. (1970) ~~~ A maximization technique occurring in the statistical analysis of probabilistic functions of markov chains. => LITERATURA Š1Ë Baum LE., Petrie T., Soules G., Weiss N. (1970) A maximization technique occurring in the statistical analysis of probabilistic functions of markov chains.
LL@(19182) The Annals Statistics 41(1):164171, URL http://www.jstor.org/stable/2239727 of Mathematical Š2Ë Buncher C.R., Succop P.A., Dietrich K.N. (1991) => The Annals of Mathematical Statistics 41(1):
LL@(19183) Structural equation modeling in environmental risk assessment. => URL http://www.jstor.org/stable/2239727 Š2Ë Buncher C.R., Succop P.A., Dietrich K.N. (1991) Structural equation modeling in environmental risk assessment.
LL@(19184) Environ Health Perspect 90:209213 Š3Ë Bystroff C., Krogh A. (2008) ~~~ Hidden markov models for prediction of protein features. => Environ Health Perspect 90:209213 Š3Ë Bystroff C., Krogh A. (2008) Hidden markov models for prediction of protein features.
LL@(19185) In: Protein Structure Prediction, Humana Press, Methods in Molecular Biology, vol 413, pp 173198, DOI 10.1007/978-1-59745-574-9 URL http://www.springerlink.com/content/g4111p427501 74r2/ 7, Š4Ë Chapman P., Clinton J., Kerber R., Khabaza T., Reinartz T., Shearer C., Wirth R. (2000) ~~~ Crisp-dm 1.0 step-by-step data mining guide. => In: ~~~ Protein Structure Prediction, Humana Press, Methods in Molecular Biology, vol 413, pp 173198, DOI 10.1007/978-1-59745-574-9 7, URL http://www.springerlink.com/content/g4111p42750174r2/ Š4Ë Chapman P., Clinton J., Kerber R., Khabaza T., Reinartz T., Shearer C., Wirth R. (2000) Crisp-dm 1.0 step-by-step data mining guide.
LL@(19186) Tech. rep., The CRISP-DM consortium, URL http://www.crispdm.org/CRISPWP-0800.pdf Š5Ë Forney G.D. (1973) ~~~ The viterbi algorithm. => Tech. rep., The CRISP-DM consortium, URL http://www.crispdm.org/CRISPWP-0800.pdf Š5Ë Forney G.D. (1973) The viterbi algorithm.
LL@(19187) Proceedings of the IEEE 61(3):268278, URL http://ieeexplore.ieee.org/xpls/abs all.jsp?arnumber=1450960 Š6Ë Gascuel O., Moret B.M.E. (eds) (2001) => Proceedings of the IEEE 61(3):
LL@(19188) Algorithms in Bioinformatics, First International Workshop, WABI 2001, Aarhus, Denmark, August 28-31, 2001, Proceedings, Lecture Notes in Computer Science, vol 2149, Springer Š7Ë Heyland D.K., Cook D.J., Griffith L., Keenan S.P., Brun-Buisson C. (1999) ~~~ The attributable morbidity and mortality of ventilator-associated pneumonia in the critically ill patient. => URL http://ieeexplore.ieee.org/xpls/abs all.jsp?arnumber=1450960 Š6Ë Gascuel O., Moret B.M.E. (eds) (2001) Algorithms in Bioinformatics, First International Workshop, WABI 2001, Aarhus, Denmark, August 28-31, 2001, Proceedings, Lecture Notes in Computer Science, vol 2149, Springer Š7Ë Heyland D.K., Cook D.J., Griffith L., Keenan S.P., Brun-Buisson C. (1999) The attributable morbidity and mortality of ventilator-associated pneumonia in the critically ill patient.
LL@(19189) The Canadian Critical Trials Group. => The Canadian Critical Trials Group.
LL@(19190) Am J Respir Crit Care Med 159:12491256 Š8Ë Manning C.D., Schütze H. (2005) => Am J Respir Crit Care Med 159:12491256.
LL@(19191) Foundations of statistical natural language processing, 8th edn. MIT Press, Cambridge, Mass. => Š8Ë Manning C.D., Schütze H. (2005) Foundations of statistical natural language processing, 8th edn.
LL@(19192) Š9Ë NN (2005) Guidelines for the management of adults with hospital-acquired, ventilator-associated, and healthcare-associated pneumonia. => MIT Press, Cambridge, Mass. ~~~ Š9Ë NN (2005) Guidelines for the management of adults with hospital-acquired, ventilator-associated, and healthcare-associated pneumonia.
LL@(19193) Am J Respir Crit Care Med 171:388416 Š10Ë Oroszi F. (2008) ~~~ Einsatz von Data Mining Verfahren Anwendungsfall Pneumonie-Früherkennung. => Am J Respir Crit Care Med 171:388416 Š10Ë Oroszi F. (2008) Einsatz von Data Mining Verfahren auf medizinischen Daten - Anwendungsfall Pneumonie-Früherkennung.
LL@(19194) PhD thesis, Friedrich-Schiller-Universität Jena auf medizinischen Daten Š11Ë Pugin J., Auckenthaler R., Mili N., Janssens J.P., Lew P.D., Suter P.M. (1991) ~~~ Diagnosis of ventilator-associated pneumonia by bacteriologic analysis of bronchoscopic and nonbronchoscopic blind bronchoalveolar lavage fluid. => PhD thesis, Friedrich-Schiller-Universität Jena Š11Ë Pugin J., Auckenthaler R., Mili N., Janssens J.P., Lew P.D., Suter P.M. (1991) Diagnosis of ventilator-associated pneumonia by bacteriologic analysis of bronchoscopic and nonbronchoscopic blind bronchoalveolar lavage fluid.
LL@(19195) Am Rev Respir Dis 143:1121 1129 Š12Ë Rabiner L.R. (1989) ~~~ A tutorial on hidden markov models and selected applications in speech recognition. => Am Rev Respir Dis 143:1121 1129 Š12Ë Rabiner L.R. (1989) A tutorial on hidden markov models and selected applications in speech recognition.
LL@(19196) In: Proceedings of the IEEE, pp 257286 Š13Ë Rabiner, L. R., and Juang, B. H. (1986), An Introduction to Hidden Markov Models, IEEE Acousfics, Speech & Signal Processing ,Magazine, 3, 1-16. => In: ~~~ Proceedings of the IEEE, pp 257286 Š13Ë Rabiner, L. R., and Juang, B. H. (1986), An Introduction to Hidden Markov Models, IEEE Acousfics, Speech & Signal Processing ,Magazine, 3, 116.
LL@(19197) Š14Ë Rea-Neto A., Youssef N.C., Tuche F., Brunkhorst F., Ranieri V.M., Reinhart K., Sakr Y. (2008) => Š14Ë Rea-Neto A., Youssef N.C., Tuche F., Brunkhorst F., Ranieri V.M., Reinhart K., Sakr Y. (2008) Diagnosis of ventilator-associated pneumonia: a systematic review of the literature.
LL@(19198) Diagnosis of ventilator-associated pneumonia: a systematic review of the literature. => Crit Care 12:
LL@(19199) Crit Care 12:R56 Š15Ë Tejerina E., Frutos-Vivar F., Restrepo M.I., Anzueto A., Abroug F., Palizas F., Gonzalez M., DÉmpaire G., Apezteguia C., Esteban A. (2006) ~~~ Incidence, risk factors, and outcome of ventilatorassociated pneumonia. => R56 Š15Ë Tejerina E., Frutos-Vivar F., Restrepo M.I., Anzueto A., Abroug F., Palizas F., Gonzalez M., DÉmpaire G., Apezteguia C., Esteban A. (2006) Incidence, risk factors, and outcome of ventilatorassociated pneumonia.
LL@(19200) J Crit Care 21:5665 Š16Ë Ting K.M., Witten I.H. (1997) ~~~ Stacked generalization: when does it work. => J Crit Care 21:5665 Š16Ë Ting K.M., Witten I.H. (1997) Stacked generalization: when does it work.
LL@(19201) In: in Procs. => In: in Procs.
LL@(19202) International Joint Conference on Artificial Intelligence, Morgan Kaufmann, pp 866 871 Š17Ë Wolpert D. (1992) => International Joint Conference on Artificial Intelligence, Morgan Kaufmann, pp 866 871 Š17Ë Wolpert D. (1992) Stacked generalization.
LL@(19203)  => Neural Networks 5:241259 Cloud Computing u nauci i visokom obrazovanju UDK:
LL@(19204) Stacked generalization. => 007:004Ë: ~~~ ; 007:004Ë:
LL@(19205) Neural Networks 5:241259 Cloud Computing in Science and Higher Education UDC: 007:004Ë:001 ; 007:004Ë:378 Vladimir Vujin Faculty of Organizational Sciences, Belgrade This paper presents a model of IT infrastructure systems for scientific research and education in higher education institutions based on the concept of cloud computing. => Vladimir Vujin Fakultet organizacionih nauka u Beogradu U ovom radu biće predstavljen model IT infrastrukture sistema za naučno-istraživački rad i elektronsko obrazovanje u visokoškolskoj ustanovi baziran na konceptu cloud computing-a.
LL@(19206) Cloud computing is an area of computing where IT capacity provides scalable service delivery over the Internet. => Cloud computing predstavlja oblast računarstva u kojoj se skalabilni informatički kapaciteti obezbeđuju isporukom usluga putem Interneta.
LL@(19207) In the theoretical part a model of IT infrastructure which, in addition to the control and data security, fully scalable in relation to requirements changes in educational and scientific-research activities. => U teorijskom delu predložen je model IT infrastrukture koji je, pored mogućnosti kontrole i bezbednosti podataka, potpuno skalabilan u odnosu na nove zahteve obrazovnih i naučno-istraživačkih aktivnosti.
LL@(19208) The model fully supports the new standards in economics of data centers, Green IT, by optimizing the operating costs of users for electricity, air conditioning and space. => Model u potpunosti podržava nove standarde u ekonomiji računskih centara, Green IT, tako što optimizuje operativne troškove korisnika za električnu energiju, klimatizaciju i prostor.
LL@(19209) In the practical part of the work described is part of a system of e-learning on Faculty of Organizational Sciences, distance learning, which is an implemented virtualization technology. => U praktičnom delu rada opisan je deo sistema za elektronsko obrazovanje Fakulteta organizacionih nauka, studiranje na daljinu, koji je implementiran primenom tehnologije virtuelizacije.
LL@(19210) This solution is based on the proposed model of IT infrastructure systems for scientific research and electronic education. ~~~ 1. => Ovo rešenje se zasniva na predloženom modelu IT infrastrukture sistema za naučno-istraživački rad i elektronsko obrazovanje. 1.
LL@(19211) Introduction The research processes nowadays need a most advanced computing technique in order that we should accomplish the activities of processing a large number of data, as well as the activities of intensive calcualtions and ensure a simple and fast communication among the researchers. => Uvod Današnji procesi naučno-istraživačkog rada zahtevaju najsavremeniju računarsku opremu kako bi se uspešno obavile aktivnosti u kojima se vrši obrada velikog broja podataka i aktivnosti intenzivnih izračunavanja i ostvarila jednostavna i brza komunikacija između istraživača.
LL@(19212) Due to the lack of access to expensive computing infrastructure and software tools many a researcher remains far from the mainstream of international scientific events and activities. => Nemogućnost pristupa skupoj računarskoj infrastrukturi i softverskim alatima drži veliki broj istraživača na margini međunarodnih naučnih aktivnosti.
LL@(19213) The development of IT equipment and software tools only deepens this digital gap daily, however, it is perceived in many fields of science Š1Ë. => Razvojem IT opreme i softverskih alata taj digitalni jaz se svakodnevno produbljuje i javlja se u mnogim oblastima nauke Š1Ë.
LL@(19214) With the rise in the number of users and their needs for new services and educational contents, the electronic education systems in the higher education institutions face problems of scalability, reliability and optimization of allocated resources, with the requirements for dynamic competitiveness, with an increasing need for data storages or repositories and the need to control the costs of such systems. => Sistemi elektronskog obrazovanja visokoškolskih ustanova se sa porastom broja korisnika i njihovim potrebama za novim uslugama i obrazovnim sadržajima suočavaju sa problemima skalabilnosti, pouzdanosti i optimizacije izdvojenih resursa, zahtevima dinamičke konkurentnosti, brzim rastom potreba za resursima skladištenja i sa kontrolom troškova ovakvih sistema.
LL@(19215) All these results in the requirements for the electronic education system architecture designing and implementation becoming increasingly complex Š2Ë Š3Ë. => Sve ovo dovodi do toga da su zahtevi za projektovanje i implementaciju arhitekture sistema za elektronsko obrazovanje sve kompleksniji Š2ËŠ3Ë.
LL@(19216) In this paper we attempt to analyse a possible approach to ensure a realiable and scalable computer environment for scientific research and educational processes in higher education by introducing the concept of Cloud Computing (hereinafter: CC) as a technological platform. => U ovom radu se razmatra mogući pristup za obezbeđivanje pouzdanog i skalabilog računarskog okruženja za naučno-istraživačke i obrazovne procese u visokom obrazovanju uvođenjem koncepta Cloud Computinga (u daljem tekstu CC) kao tehnološke platforme.
LL@(19217) The major goal of this work is to devise an efficient and cost-effective solution using the resources that are already at disposal. => Osnovni cilj rada je da se razvije efikasno i isplativo rešenje, korišćenjem postojećih resursa. 2.
LL@(19218) 2. ~~~ Technological background The CC concept is an entirely new business model and technological platform, a result of evolution and convergence of many seemingly independent computing trends (Utility Computing, Commodatization, SaaS, PaaS, IaaS, XaaS, Distributed computing, Internet Delivery, Web 2.0, Virtualization, IT Outsourcing, Grid Computing SOA, Storage, Data Center Automation). => Teorijske osnove Koncept CC je potpuno novi poslovni model i tehnološka platforma koja je nastala kao rezultat evolucije i konvergencije mnogih naizgled nezavisnih računarskih trendova (Utility Computing, Commodatization, SaaS, PaaS, IaaS, XaaS, Distributed computing, Internet Delivery, Web 2.0, Virtualization, IT Outsourcing, Grid Computing SOA, Storage, Data Center Automation).
LL@(19219) CC is defined as a model that allows for a network access, to configurable computer resources, at request (e.g., networks, servers, storage, applications) from available community resources that can be easily provided or destroyed with minimum management or interaction from the part of service providers Š4Ë. => CC je definisan kao model koji omogućuje mrežni pristup, konfigurabilnim računarskim resursima na zahtev (npr. mreže, servere, skladištenje, aplikacije) iz dostupnih deljenih resursa, koji se mogu brzo obezbediti i uništiti sa minimalnim upravljanjem ili interakcijom servis provajdera Š4Ë.
LL@(19220) Basically, the CC is a style in computer using in which dynamic and virtualized resources are offered via the Internet as a service. => CC u suštini predstavlja stil korišćenja računara u kojem se dinamički, i virtuelizovani, resursi nude putem Interneta kao usluge.
LL@(19221) One of major properties of the CC concept is scalability, and the key technology that ensures it is virtualization Š2Ë. Virtualization separates the physical IT infrastructure from the services and applications it contains, thus allowing for a greater efficiency and flexibility. => Jedna od najbitnijih odlika koncepta CC-a je skalabilnost a ključna tehnologija koja je omogućava je virtuelizacija Š2Ë. ~~~ Virtuelizacija razdvaja fizičku IT infrastrukturu od servisa i aplikacija koje se na njoj nalaze, omogućavajući na taj način veću efikasnost i fleksibilnost.
LL@(19222) The fact that the hardware capacities of a large number of servers are far from being used up to their optimum capacities makes the basis for the implementation of virtualization. => Činjenica da su hardverski kapaciteti velikog broja servera vrlo malo iskorišćeni predstavlja osnovu za implementaciju virtuelizacije.
LL@(19223) The virtualization allows for a simultaneous launching of a large number of systems on one and the same server, which results into a higher amount of utilisation of the existing hardware and reduces the need for new physical servers. => Virtualizacija omogućava istovremeno pokretanje više različitih operativnih sistema na istom serveru, što dovodi do povećanja iskorišćenosti postojećeg hardvera i smanjuje potrebu za novim fizičkim serverima.
LL@(19224) The implementation of virtualization reduces the costs fewer physical servers require less space, lowers the expences for electric energy supply and air-conditioning of server rooms. => Primena virtualizacije doprinosi smanjenju troškova za manji broj fizičkih servera potrebno je manje prostora, manji su troškovi električne energije i troškovi klimatizacije serverskih prostorija.
LL@(19225) Launching virtual servers on a smaller number of physical servers results into a surplus of servers that can then be discon nected and thus save directly. => Pokretanje virtuelnih servera na manjem broju fizičkih servera dovodi do pojave viška servera koji se mogu isključiti i na taj način ostvariti direktne uštede.
LL@(19226) Thus disconnected physical servers can be used or connected to the system in the periods of higher demand for a service or when any available resource is needed to deliver a service to clients Š1Ë Š5Ë. => Na ovaj način isključeni fizički serveri mogu se upotrebiti i uključivati u sistem u periodioma kada postoji povećana potražnja za nekim servisom i kada je potreban svaki mogući resurs da bi taj servis bio isporučen klijentima Š1ËŠ5Ë.
LL@(19227) Depending on which technologies are delivered to the user, the CC services can be classed into three basic categories, as shown in Figure 1: a) IaaS Infrastructure as a service comprises delivery of standardized infrastructure services via the network such as servers, data storage systems, routers, b) PaaS Platform as a service is an integral computing platform consisting of operating system, middleware and a set of application solutions, c) SaaS Software as a service is the realization of a complete application solution used as a service at the request of the user. ~~~ Public CC publically available services are actually an outsourcing concept, i.e., the idea that organizations (institutions, companies, ...) should only rent cloud services from the providers, without being engaged in administration and maintenance. => U zavisnosti od toga koje se tehnologije dopremaju do korisnika CC usluge se mogu svrstati u tri osnovne kategorije, kao što je prikazano na slici 1.: a) Usluge infrastrukture (IaaS - Infrastructure as a service) IaaS uključuje pružanje standardizovanih usluga infrastrukture putem mreže kao što su serveri, sistemi za skladištenje podataka, ruteri, način isti CC koristi više organizacija i zbog toga se naziva javni, Privatni (Private) CC (interni cloud ili cloud kompanije) interni servisi koji koriste prednosti CC tehnologija, u kome su same vlasnice sopstvenog privatnog CC i same ga administriraju, održavaju i koriste, b) Usluge platforme (PaaS - Platform as a service) PaaS predstavlja integralnu računarsku platformu sistema, middleware-a i skupa aplikativinih rešenja, sastavljenu od operativog Hibridni (Hybrid) CC kombinacija javnog i privatnog clouda.
LL@(19228) It is in this way that one CC is used by a number of organizations, hence its title: public; Private CC (internal cloud or compans cloud) internal services that take advantage of the CC technologies, where they themselves are owners of their own private CC and administrate, maintain and use it by themselves; Hybrid CC a combination of public and private clouds. => Za određene servise se koristi outsorcing koristeći public cloud, a neki servisi su i dalje u domenu interne kontrole, c) Usluge software-a (SaaS - Software as a service) SaaS je realizacija kompletnog aplikativnog rešenja koje se koristi kao usluga na zahtev korisnika.
LL@(19229) Certain services make use of outsourcing, using a public cloud, other are still in the internal control domain. => 
LL@(19230) Community CC services are controlled and are used by a group of organizations sharing mutual interests. => Zajednički (Community) CC servisi su kontrolisani i koriste se od strane grupe organizacija koji dele zajednička interesovanja.
LL@(19231) The community members share the access to data and applications in the cloud. => Članovi zajednice dele pristup podacima i aplikacijama u cloud-u.
LL@(19232) Figure 1. => Slika 2.
LL@(19233) CC categories Figure 2. => Modeli uvođenja i primene CC Slika 1.
LL@(19234) CC introduction and implementation models CC is merely the latest step in the process of computing centres virtualization and server consolidation, the process of data storage and networking devices in order to, among other things, dispose of the surplus of the equipment and reduce the space it occupies. => Kategorije CC CC je samo poslednji korak u procesu virtuelizacije računskih centara i konsolidacije servera, procesa skladištenja podataka i mrežnih uređaja kako bi se između ostalog uklonio višak opreme i smanjio prostor koji ona zauzima.
LL@(19235) In literature, technologies related to the migration of the computing centre into the CC environment, in addition to the collaboration related technologies, are described as technologies that will ensure a continual improvement in the field of information technologies, regardless of economic conditions Š11Ë. => U literaturi se tehnologije vezane za migraciju računskog centara u CC okruženje, pored tehnologija vezanih za kolaboraciju, navode kao tehnologije koje će omogućiti kontinuirani napredak na području informacionih tehnologija, bez obzira na ekonomske okolnosti Š11Ë.
LL@(19236) The CC introduction and implementation models , Figure 2, are the following: 3. => Modeli uvođenja i primene CC-a, slika 2., su:
LL@(19237)  => Javni (Public) CC javno dostupni servisi, predstavlja u stvari outsourcing koncept, odnosno ideju da organizacije (ustanove, kompanije, …) samo zakupljuju cloud usluge od provajdera i ne bave se administriranjem i održavanjem.
LL@(19238) Cloud computing in science and higher education Electronic education is a complex system that includes distance learning, distance teachning, teachning materials in various electronic formats, individual and group learning processes, tutorial and interactive work. => Na taj 3. ~~~ Cloud computing u nauci i visokom obrazovanju Elektronsko obrazovanje je kompleksan sistem koji uključuje učenje na daljinu, predavanje na daljinu, nastavne materijale u raznim elektronskim formama, individualni i grupni proces učenja, tutorski i interaktivni rad.
LL@(19239) Nearly every higher education institution has its own computing centre designed and constructed for its particular use and whose capacities become inadequate over time to meet the requirements of scientific research and educational activities, and are at the same time ex pensive to maintain. => Gotovo svaka visokoškolska ustanova poseduje svoj računski centar koji je projektovan i izgrađen posebno za sopstvenu upotrebu i čiji kapaciteti vremenom postaju neadekvatni da odgovore zahtevima naučnoistraživačkih i obrazovnih aktivnosti, a u isto vreme su skupi za održavanje.
LL@(19240) In every term (semestre), laboratory practice and practical projects the students are engaged in require a hardware with specific software requirements and a large number of computers, mainly with a most advanced hardware. => U svakom semestru, laboratorijske vežbe i praktični projekti studenata zahtevaju hardver sa specifičnim softverskih zahtevima i velikim brojem računara, uglavnom sa najsavremenijim hardverom.
LL@(19241) The key issue is how we can ensure the scalability and reliability of hardware and software applications of such information systems indispensable in lecturing and research and educational processes. => Ključno pitanje je kako obezbediti skalabil nost i pouzdanost hardvera i softverskih aplikacija ovakvih informacionih sistema neophodnih za nastavno-istraživačke i obrazovne procese.
LL@(19242) The problem becomes especially alarming when such a system of electronic education is accessed by an increasing number students and lecturers Š6Ë Š7Ë The best answer that information technologies can give to users of higher education institutions and their computing centres is to develop an IT infrastructure model based on the CC concept. => Problem posebno postaje izražen kada ovakvom sistemu elektronskog obrazovanja pristupa sve veći broj studenata i nastavnika Š6ËŠ7Ë. ~~~ Najbolji odgovor koji informacione tehnologije mogu da pruže korisnicima visokoškolskih ustanova i njihovim računskim centarima je razvijanje modela IT infrastrukture zasnovane na konceptu CC-a.
LL@(19243) The CC concept and its characteristics can aid a higher education institution to improve its productivity and ease the management of various hardware and software resources necessary for a smooth flow of electronic education, scientific and research activities and students projects Š8Ë. => Koncept CC-a i njegove karakteristike mogu pomoći visokoškolskoj ustanovi da se poboljša produktivnost i olakša upravljanje različitim hardverskim i softverskim resursima, potrebnim za nesmetano odvijanje elektonskog obrazovanja, naučno istraživačkih aktivnosti i studentskih projekata Š8Ë.
LL@(19244) Simultaneously, the introduction of distance studying and the way of higher education institutions financing will soon result into higher education institutions being positioned as market subjects. => Istovremeno, uvođenje studiranja na daljinu i način finansiranja visokoškolskih ustanova, dovešće u relativno kratkom roku do pozicioniranja visokoškolskih ustanova kao tržišnih subjekata.
LL@(19245) In such conditions, the establishment od the IT infrastructure model to ensure educational and scientific and reasearch activities using the advantages of CC will become an interesting orientation of any institution that wishes to achieve competitive advantage on the educational institutions market. => U takvoj situaciji, uspostaljanje modela IT infrastrukture koji će omogućiti obrazovne i naučno-istraživačke aktivnosti uz korišćenje prednosti CC-a će postati interesantna orjentacija svake ustanove koja želi da ostvari konkurentsku prednost na tržištu obrazovnih ustanova.
LL@(19246) The implementation of CC, contrary to hosting and resource management on a local level, such as faculty or university computing networks, offers numerous advantages to educational institutions. => Korišćenje CC-a, za razliku od hostinga i upravljanja resursima na lokalnom nivou, kao što su fakultetske ili univerzitske računarske mreže, ima mnoge prednosti za obrazovne institucije.
LL@(19247) In higher education, CC can ensure a direct access to a broad range of different educational resources, research applications and tools. => CC u visokom obrazovanju može da obezbedi direktan pristup širokom spektru različitih obrazovnih resursa, istraživačkim aplikacija ma i alatima.
LL@(19248) In October 2007, IBM and Google joined forces to aid students master the skills necessary for the development of Cloud applications. => U oktobru 2007 IBM i Google udružili su se da pomognu studentima da savladaju veštine potrebne za razvoj Cloud aplikacija.
LL@(19249) In 2009, IBM launced the IBM Cloud Academy, a global forum for teachers, researchers and staff from the information technologies in educational institutions in order that they should continue the research and the development of the CC. IBM and Goolge provided a large cluster of several hundreds of servers for this program; this cluster is planned to expand to include several thousand servers over time. => Godine 2009 IBM je pokrenuo IBM Cloud Academy, globalni forum za nastavnike, istraživače i osoblje iz informacionih tehnologija obrazovanih ustanova da nastave istraživački rad i razvoj CC-a. ~~~ IBM i Google su obezbedili veliki klaster od više stotina servera za ovaj program, a planirano je da tokom vremena klaster raste do nekoliko hiljada servera.
LL@(19250) The majority of higher education institutions face the problem of substantional costs, on an annual basis, to maintain and innovate the computing and software infrastructure. => Većina visokoškolskih ustanova suočava se sa problemom potrošnje značajne količine sredstava, na godišnjem nivou, za održavanje i inoviranje računarske i softverske infrastrukture.
LL@(19251) The CC implementation would reduce these costs to a minimum. => Primenom koncepta CC-a ovi troškovi bili bi svedeni na minimum.
LL@(19252) The development of the computing centre for a higher education institution implementing the internal CC concept would enable all students and lecturers in the institution to have their own data and applications in a manner that is considerably more economic, safer and simpler to manage compared to the classic approach in using computing resources. => Realizacija računskog centra visokoškolske ustanove primenom koncepta internog CC-a omogućila bi svim studentima i profesorima u visokoškolskoj ustanovi da imaju sopstvene podatke i aplikacije na način koji je znatno ekonomičniji, bezbedniji i jednostavniji za upravljanje u odnosu na klasičan pristup u korišćenju računarskih resursa.
LL@(19253) The private CC offers the opportunity of data control and security, with the flexibility that requires continual changes in the present education, at low maintenance costs. => Privatni CC nudi mogućnost kontrole i bezbednosti podataka, sa fleksibilnošću koju zahtevaju stalne izmene u današnjem obrazovanju, uz niske troškove održavanja.
LL@(19254) Each user of the higher education institution would thus have his/her own virtual computer that is less expensive than the standard computer, and where the functionality and comfort of the virtual and the physical computers are identical. => Za svakog korisnika visokoškolske ustanove ovim putem bi se obezbedio sopstveni virtuelni računar koji je jeftiniji od standardnog računara, pri čemu je funkcionalnost i udobnost virtuelnog i fizičkog računara identična.
LL@(19255) The students will access their virtual computers both from their higher education institution and from their home, even using their mobile phones. => Studenti će svojim virtuelnim računarima moći da pristupe i iz visokoškolske ustanove i od kuće, čak i putem mobilnih uređaja.
LL@(19256) The logical architecture of the private CC model is presented in Figure 3. => Logička struktura modela privatnog CC prikazana je na slici 3.
LL@(19257) Figure 3. => Slika 3.
LL@(19258) VCL logical architecture The implementation of this system allows for constructing virtual classrooms with students sitting behind their computers or in their higher education institutions, enjoying the advantage of having the best lecturers and using the most advanced hardware and software. => Logička struktura VCL Korišćenjem ovog sistema moguće je napraviti virtuelne učionice sa studentima koji sede za računarima ili u svojim visokoškolskim ustanovama ili kod kuće, a da pri tome imaju najkvalitetnije predavače i da koriste najsavremeniji hardver i softver.
LL@(19259) Such an electronic education model will enable students to work on a variety of projects which their teachers will be able to manage in a simple way and assign tasks to all students from one source. => Ovakav model sistema za elektonsko obrazovanje će studentima omogućiti rad na najrazličitijim projektima kojim će njihovi nastavnici moći jednostavno da upravljaju i da svima postavljaju zadatke iz istog izvora.
LL@(19260) This would allow for collaboration between various higher education institutions throughout the country in the teachning, research and educational activities for the purpose of shaping a unique European higher education field and thus contribute to achieving the goals of the Bologna process Š9Ë Š15Ë 4. => Time bi se dobila i mogućnost saradnje između različitih visokoškolskih ustanova širom zemlje u nastavno-istraživačkim i obrazovnim aktivnostima u cilju razmene znanja i informacija, čime bi se oblikovao jedinstveni evropski visokoškolski prostor i time doprinelo ostvarenju ciljeva bolonjske reforme.
LL@(19261) IT infrastructure model in higher education institution The teaching process at the Faculty of Organizational Sciences at undergraduate academic studies level in the distance education regime is organized with the implementation of the virtualization concept. => Š2ËŠ15Ë 4. ~~~ Model IT infrastrukture visokoškolske ustanove Primenom koncepta virtuelizacije na FON se organizuje nastava na osnovnim akademskim studijama u režimu studije na daljinu.
LL@(19262) The distance education system is conducted via the implementation of the Moodle LMS software solution. => Sistem za studiranje na daljinu je realizovan primenom softverskog rešenja Moodle LMS.
LL@(19263) The Moodle (Modular Object-Oriented Dynamic Learning Environment) is an open-source system of managing a learning process. => Moodle (Modular Object-Oriented Dynamic Learning Environment) je open-source sistem za upravljanje procesom učenja.
LL@(19264) It is implemented by universities, schools and individual instructors, for the purpose of improving teaching. => Koriste ga univerziteti, škole i individualni instruktori, radi unapređivanja nastave.
LL@(19265) According to the research findings, Moodle is an LMS with the largest number of functionalities and services Š9Ë Š14Ë. => Prema istraživanjima Moodle je jedan od LMS sa najviše funkcionalnosti i servisa.
LL@(19266) The present system, presented in Figure 4, has functioned successfully for the past year and is currently used by the first-year undergraduate studies students, teachers and associates at the FOS. => Š9ËŠ14Ë Postojeći sistem, prikazan na slici 4., uspešno funkcioniše već godinu dana i trenutno ga koriste studenti prve godine osnovnih studija, nastavnici i saradnici FON-a.
LL@(19267) The infrastructure for the realization of the distance learning education system is made up of one computer server with the Fedora operating system with a Linux kernel module KVM (Kernel Virtual Machine) that allows for the creation of three virtual servers: Database server on which the PostgreSQL is in stalled; Web server on which Apache with the PHP and the Moodle LMS are installed; Server for web conferences on which Open Meetings is installed. => Infrastrukturu za realizaciju sistema obrazovanja na daljinu čini jedan računar - server na kom je instaliran operativni sistem Fedora sa Linux kernel modulom KVM (Kernel Virtual Machine) koji omogućuje kreiranje virtuenih servera.
LL@(19268) The server has: an adequatly powerful processor, a large memory and storade space. => Pomoću KVM-a kreirana su tri virtelna servera: database server na kojem je instaliran PostgreSQL, web server na kojem je instaliran Apache sa PHP-om i Moodle LMS, servera za web konferencije na kojem je instali ran OpenMeetings Server raspolaže: dovoljno snažnim procesorom, velikom količinom memorije i prostora za skladištenje.
LL@(19269) The system also includes the network storage that serves to transfer digital materials for the lectures as well as to store the safety copies of the base and the Moodle code itself. => U sistemu se nalazi i network storage koji služi za prebacivanje digitalnih materijala za predavanja kao i za čuvanje sigurnosnih kopija baze i samog Moodle koda.
LL@(19270) The implemented electronic education model on the FOS we present is based on the server virtualization Š10Ë Š12Ë. => Predstavljeni implementirani model elektronskog obrazovanja na FON-u zasnovano je na virtuelizaciji servera Š10ËŠ12Ë.
LL@(19271) In this way a server consolidation is achieved and the one application one server paradigm is avoided. => Na taj način je izvršena konsolidacija servera i izbegnuta paradigma jedna aplikacija jedan server.
LL@(19272) Even with the organization of a database for storing all the options and information concerning a thus established system, the management and tuning of the virtual infrastructure remains a problem. => Međutim i pored organizovanja baze podataka za skladištenje svih opcija i informacija u vezi ovako postavljenog sistema, upravljanje i fino podešavanje virtuelne infrastukture predstavlja problem.
LL@(19273) Evidently, it is necessary that a virtual machine management layer be implemented into the system, as presented in Figure 5, all in order that scalability and reliability of the system should be achieved Š5Ë. Figure 4. => Postalo je jasno da je neophodno u ovakav sistem implementirati sloj za upravljanje virtuelnim mašinama, kao što je prikazano na slici 5., kako bi se olakšalo postizanje skalabilnosti i pouzdanosti sistema Š5Ë. ~~~ Slika 4.
LL@(19274) The present distance learning IT infrastructure model Figure 5. => Postojeći model IT infrastrukture studija na daljinu Slika 5.
LL@(19275) Virtual infrastructure management layer The model proposed, presented in Figure 6, consists of: front-end server and one or more node servers that can be in a cluster. => Sloj upravljanja virtuelnom infrastrukturom Predloženi model, prikazan na slici 6., čini: frontend server i jedan ili više nod servera koji mogu biti u klasteru.
LL@(19276) The front-end server is used in managing the nodes, i.e., virtual machines. => Front-end server služi za upravljanje nodovima tj. virtuelnim mašinama.
LL@(19277) The user accesses the front-end computer and his/her claim is automatically transferred to one of the nodes by the cloud controller. ~~~ The node then performs all the actions. => Korisnik pristupa front-end računaru i njegov zahtev cloud controller automatski prosleđuje jednom od nodova, koji izvršava sve akcije.
LL@(19278) If, however, the claim to make changes in the database is sent, the change is effected by the storage controller on the front-end computer. => Međutim, ukoliko dolazi do zahteva za promenom u bazi podataka promenu izvršava storage controller na front-end računaru.
LL@(19279) The model is expected to provide support for the transfer of the virtual machine from one physical node to another without any failure in the work of the service or a downtime of the virtual machine, which would help solve a large number of the present problems in server environment management. => Model treba da podrži transfer virtualne mašine sa jednog fizičkog noda na drugi bez ikakvog prekida u radu servisa ili downtimea virtualne mašine, čime bi se rešio dobar deo dosadašnjih problema u upravljanju serverskim okruženjem.
LL@(19280) The proposed model would enhance the IT system agility, since it is possible to transfer the virtual machine to another physical node and thus gain on the performance and response of the operating system and applications, without any negative impact upon the users connected to that virtual machine at the moment Š13Ë. Figure 6. => Predloženim modelom postigla bi se bolja agilnost IT sistema, budući da je moguće premestiti virtualnu mašinu na neki drugi fizički nod i tako dobiti na performansama i odzivu operativnog sistema i aplikacija, a sve to bez ikakvog negativnog uticaja na korisnike koji su u tom trenutku povezani na tu virtualnu mašinu Š13Ë. ~~~ Slika 6.
LL@(19281) Proposed distance studies IT infrastructure model The key advantage of the model described is that, due to the front-end server, i.e., virtual machine management layer, it allows for an efficient implementation and management of virtual infrastructure. => Predloženi model IT infrastrukture studija na daljinu Ključna prednost opisanog modela je što zahvaljujući frontend serveru tj. sloju za upravljanje virtuelnim mašinama omogućena efikasna upotreba i upravljanje virtualnom infrastrukturom.
LL@(19282) The presented model offers an opportunity for a comprehensive management of virtual machines in the cloud, having in mind that the virtual infrastructure as a whole have to be ensured. => Prikazani model nudi sveobuhvatano upravljanje virtuelnim mašinama u clodu uzimajući u obzir obezbeđivanje virtuelne infrastrukture kao celine. 4.
LL@(19283) 5. ~~~ Conclusion This paper presents an analysis of new opportunities and solutions in the CC area related to scientific, research and educational activities in higher education institutions. => Zaključak U ovom radu razmatrane su nove mogućnosti i rešenja u oblasti CC vezana za naučno-istraživačke i obrazovne aktivnosti u visokoškolskim ustanovama.
LL@(19284) CC is realized as distance studying infrastructure at the FOS, with the implementation of the existing infrastructure and without additional investments. => Kori šćenjem postojeće infrastrukture na FON-u realizovan je CC kao infrastruktura za studiranje na daljinu bez dodatnih ulaganja.
LL@(19285) We presented an IT infrastructure model that is expected to become a dominant manner of linking resources of educational and scientific and research institutions in the future. => Predstavljen je model IT infrastrukture za koji se očekuje da u budućnosti postane dominantan vid povezivanja resursa obrazovnih i naučno-istraživačkih institucija.
LL@(19286) The aim of this work is to highlight the evident advantages CC offers, but also the threats emerging on the way. => Namera rada je da ukaže na očite prednosti koje CC nosi sa sobom ali i na zamke koje se na tom putu pojavljuju.
LL@(19287) Also presented are the steps made which are necessary for such a model to function, and this is the model that fully supports new standards in the economics of computing centres and helps achieve scalability and enhances the reliability of the IT system. => Predstavljeni su i realizovani koraci koji su neophodni za funkcionisanje takvog modela koji u potpunosti podržava nove standarde u ekonomiji računskih centara i kojim se postiže skalabilnost i povećava pouzdanost IT sistema.
LL@(19288) Further work will require that the implementation of the proposed model be effected and the mechanisms that secure the confidence into the CC architecture be devised. => U daljem radu potrebno je izvršititi implementaciju predloženog modela i osigurati mehanizme koji će osigurati poverenje u CC arhitekturu.
LL@(19289) The future trends of development mean launching interinstitutional initiative fo build a prototype of the CC infrastructure that can be divided and organized for educational and scientific and research purposes. => Budući pravci razvoja podrazumevaju pokretanje međuinstitucionalne inicijative za izgradnju prototipa infrastrukture CC koja se može deliti i organizovati u obrazovne i naučno-istraživačke svrhe.
LL@(19290)  => LITERATURA Š1Ë Loma Uden and Ernesto Damiani, The future of Elearning:
LL@(19291) LITERATURE Š1Ë Loma Uden and Ernesto Damiani, The future of Elearning: E-learning ecosystem, Proceedings of the first IEEE International Conference on Digital Ecosystems and Technologies, Cairns, Australia, 2007, pp. 113-117. => E-learning ecosystem, Proceedings of the first IEEE International Conference on Digital Ecosystems and Technologies, Cairns, Australia, 2007, pp. 113-117. Š2Ë Vouk, M., Averritt, S., Bugaev, M., Kurth, A., Peeler, A., Schaffer, H., Sills, E., Stein, S., Thompson,J.:
LL@(19292) Š2Ë Vouk, M., Averritt, S., Bugaev, M., Kurth, A., Peeler, A., Schaffer, H., Sills, E., Stein, S., Thompson,J.: Powered by VCL Using Virtual Computing Laboratory (VCL) Technology to Power Cloud Computing. => Powered by VCL Using Virtual Computing Laboratory (VCL) Technology to Power Cloud Computing. ~~~ In:
LL@(19293) In: Proceedings of the 2nd International Conference on the Virtual Computing Initiative (ICVCI08). => Proceedings of the 2nd International Conference on the Virtual Computing Initiative (ICVCI08). (May 1617 2008) Š3Ë Dong, B., Zheng, Q., Yang, J., Li, H., Qiao,M.:
LL@(19294) (May 1617 2008) In: Advanced Š3Ë Dong, B., Zheng, Q., Yang, J., Li, H., Qiao,M.: An E-learning Ecosystem Based on Cloud Computing Infrastructure. => An E-learning Ecosystem Based on Cloud Computing Infrastructure. ~~~ In:
LL@(19295) Learning Technologies, 2009. ~~~ ICALT 2009. => Advanced Learning Technologies, 2009. ICALT 2009.
LL@(19296) Ninth IEEE International Conference on. => Ninth IEEE International Conference on. (July 2009) 125 127 Š4Ë Foster, I., Zhao, Y., Raicu, I., Lu, S.:
LL@(19297)  => Cloud Computing and Grid Computing 360-Degree Compared.
LL@(19298) (July 2009) 125 127 Š4Ë Foster, I., Zhao, Y., Raicu, I., Lu, S.: Cloud Computing and Grid Computing 360-Degree Compared.In: Proceedings of the Grid Computing EnvironmentsWorkshop (GCE08), Austin, Texas, USA (Nov.16 2008) Š5Ë Cayirci, E., Rong, C., Huiskamp, W., Verkoelen, C.: Snow Leopard Cloud: A Multi-national Education Training and Experimentation Cloud and Its Security Challenges. => In: ~~~ Proceedings of the Grid Computing EnvironmentsWorkshop (GCE08), Austin, Texas, USA (Nov. ~~~ 2008) Š5Ë Cayirci, E., Rong, C., Huiskamp, W., Verkoelen, C.: ~~~ Snow Leopard Cloud: ~~~ A Multi-national Education Training and Experimentation Cloud and Its Security Challenges.
LL@(19299) In: Proceedings of the 1st International Conference on Cloud Computing (CloudCom 2009), Beijing, China (Dec. 14 2009) Š6Ë Rajkumar Buyya, Chee Shin Yeo, and Srikumar Venugopal, Market-Oriented Cloud Computing: Operating Systems Principles (SOSP03), New York, USA (Oct. 1922 2003) Š11Ë Srinivasa Rao V, Nageswara Rao N K, E Kusuma Kumari, Cloud Computing: An overview, Journal of Theoretical Information Technology, Vol. 9. => In: ~~~ Proceedings of the 1st International Conference on Cloud Computing (CloudCom 2009), Beijing, China (Dec.
LL@(19300) No.1, November 2009. applied and Š12Ë S.T.A. Pickett and M.L. Cadenasso, The Ecosystem as a Multidimensional Concept: Meaning, Model, and Metaphor Ecosystems, Ecosystems Journal, Springer, New York, 2002, 5, pp. 1-10. => 
LL@(19301) Š13Ë Rahul Bakhshi, Deepak John, Cloud Computing the IT Ecosystem, SETLabs Transforming Briefings, Infosys, Vol. 7. => 14 2009) Š6Ë Rajkumar Buyya, Chee Shin Yeo, and Srikumar Venugopal, Market-Oriented Cloud Computing:
LL@(19302) No. 7, 2009 page 3-10 Š14Ë Milić, M. Despotović, D. Barać, Cloud computing kao infrastruktura za obrazovanje na daljinu, Proceedings International Symposium, Faculty of Organizational Sciences, Jun 2010. cd, XII from Š15Ë Tatjana Devjak, Srečko Devjak, Organizacioni razvoj visokog školstva i kompetentni model u bolonjskoj reformi studija, Međunarodni časopis za teoriju i praksu menadžmenta Management 53, 2009 Vision, Hype, and Reality for Delivering IT Services as Computing Utilities, Proceedings of the 10th IEEE International Conference on High Performance Computing and Communications, Dalian, China, 2008, pp.5-13. ~~~ Š7Ë Bertino, E. (2009) => Vision, Hype, and Reality for Delivering IT Services as Computing Utilities, Proceedings of the 10th IEEE International Conference on High Performance Computing and Communications, Dalian, China, 2008, pp.5-13. Š7Ë Bertino, E. (2009) Privacy-preserving Digital Identity Management for Cloud Computing.
LL@(19303) Privacy-preserving Digital Identity Management for Cloud Computing. ~~~ IEEE Data Engineering Bulletin, 32, p. 21-27. => IEEE Data Engineering Bulletin, 32, p. 21-27. Š8Ë Eddy Caron , Frederic Desprez , David Loureiro , Adrian Muresan, Cloud Computing Resource Management through a Grid Middleware:
LL@(19304) Š8Ë Eddy Caron , Frederic Desprez , David Loureiro , Adrian Muresan, Cloud Computing Resource Management through a Grid Middleware: A Case Study with DIET and Eucalyptus, 2009 IEEE International Conference on Cloud Computing, pp. 151-154, Bangalore, India, September 2009 Š9Ë Dong, B., Zheng, Q., Qiao, M., Shu, J., Yang, J.: BlueSky Cloud Framework: An E-Learning Framework Embracing Cloud Computing. => A Case Study with DIET and Eucalyptus, 2009 IEEE International Conference on Cloud Computing, pp. 151-154, Bangalore, India, September 2009 Š9Ë Dong, B., Zheng, Q., Qiao, M., Shu, J., Yang, J.: ~~~ BlueSky Cloud Framework: ~~~ An E-Learning Framework Embracing Cloud Computing. ~~~ In:
LL@(19305) In: Proceedings of the 1st International Conference on Cloud Computing (CloudCom 2009), Beijing, China (Dec. 14 2009) Š10Ë Barham, P., Dragovic, B., Fraser, K., Hand, S., Harris, T., Ho, A., Neugebauer, R., Pratt, I., Warfield, A.: Xen and The Art of Virtualization. => Proceedings of the 1st International Conference on Cloud Computing (CloudCom 2009), Beijing, China (Dec. ~~~ 14 2009) Š10Ë Barham, P., Dragovic, B., Fraser, K., Hand, S., Harris, T., Ho, A., Neugebauer, R., Pratt, I., Warfield, A.:
LL@(19306) In: Proceedings of the 19th ACM Symposium on Assesment on Implementation Basel II rules in Serbian Banking Division UDC: 339.972:336.71(497.11) Lidija Barjaktarović LbarjaktaroviC¿singidunum.ac.rs Dejan Ječmenica d.jecmenica¿wiener.co.rs Process of transformation is evident in developed and less developed countries and covers all areas of industry and social life. => Xen and The Art of Virtualization. ~~~ In: ~~~ Proceedings of the 19th ACM Symposium on Operating Systems Principles (SOSP03), New York, USA (Oct. ~~~ 1922 2003) Š11Ë Srinivasa Rao V, Nageswara Rao N K, E Kusuma Kumari, Cloud Computing:
LL@(19307) In accordance with it, the transformation of banking sector is absolute, and it touches our country. => An overview, Journal of Theoretical and applied Information Technology, Vol. ~~~ 9. ~~~ No.
LL@(19308) The dynamics of transformation depend on the level of country development and happenings in the world economy and politics. => November 2009. Š12Ë S.T.A. Pickett and M.L. Cadenasso, The Ecosystem as a Multidimensional Concept:
LL@(19309)  => Meaning, Model, and Metaphor Ecosystems, Ecosystems Journal, Springer, New York, 2002, 5, pp. 1-10. Š13Ë Rahul Bakhshi, Deepak John, Cloud Computing - Transforming the IT Ecosystem, SETLabs Briefings, Infosys, Vol. ~~~ 7.
LL@(19310)  => No. ~~~ 7, 2009 page 3-10 Š14Ë Milić, M. Despotović, D. Barać, Cloud computing kao infrastruktura za obrazovanje na daljinu, Proceedings from cd, XII International Symposium, Faculty of Organizational Sciences, Jun 2010. Š15Ë Tatjana Devjak, Srečko Devjak, Organizacioni razvoj visokog školstva i kompetentni model u bolonjskoj reformi studija, Međunarodni časopis za teoriju i praksu menadžmenta Management 53, 2009 Osvrt na implementaciju standarda Bazela II u poslovanje bankarskog sektora Srbije UDK:
LL@(19311)  => 339.972:336.71(497.11) Lidija Barjaktarović lbarjaktaroviC¿singidunum.ac.rs Dejan Ječmenica d.jecmenica¿wiener.co.rs Proces transformacije, je zahvatio i zahvata i razvijene i manje razvijene zemlje i sve oblasti privrednog i društvenog života.
LL@(19312) The happenings on the world financial market in the last decade, aimed at pure profit increase (without analysis and respecting present risks), resulted from the world economic crisis by the end of 2007. => Shodno tome, transformacija je neminovnost i u bankarstvu, koja nije zaobišala ni našu zemlju. ~~~ Tempo transformacije zavisi od nivoa razvijenosti same zemlje i dešavanja u svetskoj ekonomiji i politici.
LL@(19313) It indirectly makes the process of transformation of the Serbian banking sector more difficult, due to the fact that it depends on creditworthiness and development strength of own customers and socio-political factors in the country. => Dešavanja na svetskom finansijskom tržištu u protekloj deceniji, usmerena na uvećanje profita po svaku cenu (bez analize i uvažavanja prisutnih rizika), uzrokovali su svetsku ekonomsku krizu krajem 2007. godine. [to implicitno otežava proces transformacije bankarskog sektora u Srbiji, obzirom da isti zavisi od kreditne i razvojne sposobnosti svojih klijenata i društveno-političkih prilika u zemlji.
LL@(19314) Local banks are organized in a modern way, which is determined by the EU and Basel Committee Rules, and have modern electronic equipment and mainly professional staff. => Domaće banke su organizovane na savremen način, uređen po ugledu na EU i pravila Bazelskog sporazuma, i raspolažu elektronskom opremom i uglavnom profesionalnim kadrom.
LL@(19315) Stronger competition in the local market will make differences between banks more visible (such as high structural imbalance in terms of financial strength and business results, general level of business efficiency is at low level), which makes space for further mergers and acquisitions of the banks, as a way of faster capital strengthening of the banks, and have other advantages connected to the organization and technical support with direct impact on the efficiency and effective use of the funds. ~~~ 1. => Jačanje konkurencije na domaćem tržištu će razlike između banaka (kao što su: visoke strukturne neravnoteže u pogledu finansijske snage i rezultata poslovanja, opšti nivo efikasnosti poslovanja je na niskom nivou) učiniti još vidljivijim, što proširuje prostor za ukupnjavanje domaćih banaka kroz proces spajanja, pripajanja i privatizacije, kao vidova bržeg kapitalnog jačanja, koji nose i druge prednosti organizacione i tehničko-tehnološke prirode, a olakšavaju put do ekonomičnijeg poslovanja i efikasnije upotrebe sredstava. 1.
LL@(19316) Introduction The last decade of last century and the first year of this century pass in the transformation of non-market economies of the world in terms of market economy. => Uvod Poslednja decenija prošloga i prve godine ovog veka protiču u znaku transformacije netržišnih privreda sveta u tržišne uslove privređivanja.
LL@(19317) This process affected and is affecting the developed and less developed countries and all areas of economic and social life. => Ovaj proces zahvatio je i zahvata i razvijene i manje razvijene zemlje i sve oblasti privrednog i društvenog života.
LL@(19318) Accordingly, the transformation is inevitable in banking. => Shodno tome, transformacija je neminovnost i u bankarstvu.
LL@(19319) The process of transformation was no exception for our country.The transformation rate depends on the level of development of the country itself and the events in the world economy and politics. => Proces transformacije nije zaobišao ni našu zemlju. ~~~ Tempo transformacije zavisi od nivoa razvijenosti same zemlje i dešavanja u svetskoj ekonomiji i politici.
LL@(19320) Unreadiness of participants on world financial markets, to have the unexpected losses in the previous century, influenced to a much more systematic and serious approach to managing risk in the financial business. => Nespremnost učesnika, na svetskim finansijskim tržištima, na neočekivane gubitke u prethodnom veku, uticala da se mnogo sistematičnije i ozbiljnije pristupi upravljanju rizikom u finansijskom poslovanju.
LL@(19321) Institutionalized approached to solving the problems was made, and most was done in the development of risk management in banking, where the Basel Committee formulated the general standards and guidance of supervision, and proposes examples of best banking practices in anticipation that the legislative bodies in individual countries will take measures for their implementation so that they match the specific characteristics of domestic systems in the best possible way. => Institucionalizovano se prišlo rešavanju problema, i najviše se otišlo u razvoju upravljanja rizikom u bankarstvu, gde je Bazelski komitet formulisao opšte standarde i smernice supervizije, i predlaže primere najbolje bankarske prakse u očekivanju da će zakonodavni organi u pojedinačnim zemljama preuzeti mere za njihovu implementaciju tako da najbolje odgovaraju specifičnostima domicilnog sistema.
LL@(19322) In this way, the Committee encourages all member states to respect the general principles and standards of business with no direct attempt to harmonize the techniques used by supervisory authorities. => Na ovaj način, Komitet podstiče da sve zemlje članice poštuju opšte principe i standarde poslovanja bez direktnog pokušaja harmonizacije tehnika koje koriste nadzorni organi.
LL@(19323) Only af ter the adoption of national legislation, the Basel Committee recommendations become binding and legal for countries that have decided to implement them. => Tek nakon usvajanja u nacionalnim zakonodavstvima, preporuke Bazelskog komiteta postaju obavezujuće i pravosnažne za zemlje koje su odlučile da ih implementiraju.
LL@(19324) Decisions made by the Committee represent the commitment of many other countries outside the G-10 countries, given that there are also representatives of other countries. => Odluke koje donosi Komitet predstavljaju obavezivanje i mnogih drugih država van okvira zemalja G-10, s obzirom da se u njemu nalaze i predstavnici drugih država.
LL@(19325) These decisions are related to various financial areas, but they are one of the most important areas related to the harmonization of differences in international supervision in order to make use of two basic principles: that no internationally active bank can not avoid the supervision and that the process of supervision should be adequate. => Ove odluke se odnose na različite finansijske oblasti, s tim što se jedna od najvažnijih oblasti odnosi na usaglašavanje razlika koje postoje u međunarodnim okvirima supervizije s ciljem da se ostvari primena dva osnovna principa:
LL@(19326) In 1988, the Committee has decided to introduce a system for measuring capital adequacy, popular as the Basel agreement I. ~~~ Based on extensive cooperation with banks and other financial institutions, on 26th June 2004 the Committee released a new agreement on the capital, known as Basel II. => da ni jedna međunarodno aktivna banka ne može da izbegne superviziju i da proces nadzora bude adekvatan. 1988. godine Komitet je odlučio da uvede sistem za merenje adekvatnosti kapitala, popularan kao Bazelski sporazum I. Na osnovu iscrpne saradnje sa bankama i drugim finansijskim institucijama, 26. juna 2004. godine Komitet je objavio novi sporazum o kapitalu, poznat kao Bazel II.
LL@(19327) Revised agreement on the capital, widely accepted and known as Basel II, was officially adopted on 26th June 2004 by the members of the Committee. => Revidiran sporazum o kapitalu, opšte prihvaćen i poznat kao Bazel II, je zvanično usvojen 26. juna 2004. godine od strane članova Komiteta.
LL@(19328) The aim was to accept the Basel II in the national legislation by the end of 2006, by that time the parallel implementation of existing and new agreements on capital is expected. => Cilj je bio da se Bazel II prihvati u nacionalnim zakonodavstvima do kraja 2006. godine, do kada se planira i paralelna primena postojećeg i novog sporazuma o kapitalu.
LL@(19329) Also, the plan was to from the end of 2007 to implement the most advanced approaches for measuring the required level of capital. => Takođe, je plan je bio da se od kraja 2007. godine implementiraju najnapredniji pristupi za merenje potrebnog nivoa kapitala.
LL@(19330) This paper presents a new set of standards for establishing minimum capital adequacy for banks. => Ovaj dokument predstavlja novi set standarda za utvrđivanje minimalne kapitalne adekvatnosti za banke.
LL@(19331) Maintaining an adequate level of capital to promotes the general safety in the banking system. => Održavanje adekvatnog nivoa kapitala promoviše opštu sigurnost u bankarski sistem.
LL@(19332) Basel II is an upgrade to the agreement from 1988 in that part that it takes the infrastructure needed to calculate the level of capital, but by increasing the sensitivity to the risks to which the bank is exposed. => Bazel II predstavlja nadogradnju na sporazum iz 1988. godine u toliko što preuzima osnovu infrastrukturu za izračunavanje nivoa potrebnog kapitala, ali tako što povećava osetljivost na rizike kojima je banka izložena.
LL@(19333) This is primarily achieved through closer harmonization of capital requirements with risk of losses on the individual placement and through the introduction of a new request for the appropriation of capital for the risk exposure that is caused by deficiencies in the daily operations of the bank (operational risk). => Ovo se prvenstveno postiže kroz bliže usaglašavanje kapitalnih zahteva sa rizikom od gubitaka po pojedinačnom plasmanu i kroz uvođenje novog zahteva za izdvajanjem kapitala za izloženost riziku koji je prouzrokovan nedostacima u svakodnevnim operacijama banke (operativni rizik).
LL@(19334) In addition, the main innovation of Basel II refers to the introduction of new activities that relate to the requirement for minimum level of capital and these are: the function of monitoring (supervision) and market discipline, which is roused by the risk management improvement . => Pored ovoga, osnovna novina Bazela II odnosi se na uvođenje novih aktivnosti koje se nadovezuju na zahtev za minimalnim nivoom kapitala a to su: funkcija nadzora (supervizije) i tržišne discipline, kojima se podstiče unapređenje upravljanja rizikom.
LL@(19335) We can conclude that the main reason for the introduction of a new agreement on capital is the need for greater flexibility and sensitivity to risk. => Možemo zaključiti da je osnovni razlog za uvođenje novog sporazuma o kapitalu u potrebi za većom fleksibilnošću i osetljivošću na rizik.
LL@(19336) The new Basel Agreement includes three interrelated pillars, which together should contribute to increasing overall stability and security of the financial system. => Novi Bazelski sporazum obuhvata tri međusobno povezana stuba, koji zajedno treba da doprinesu povećanju sveopšte stabilnosti i sigurnosti finansijskih sistema.
LL@(19337) In this, the first pillar has the task to significantly improve the methodology for determining the minimum capital adequacy ratio, while the second and third pillar are the innovation of the supervision process of banks. => Pri tome prvi stub ima zadatak da značajno poboljša metodologiju za utvrđivanje minimalne adekvatnosti kapitala, dok drugi i treći stub predstavljaju inovacije u procesu supervizije rada banaka.
LL@(19338) The first pillar: Request for a minimum amount of capital, which includes credit, market and operational risk. => Prvi stub: ~~~ Zahtev za minimalnim iznosom kapitala, koji uključuje kreditni, tržišni i operativni rizik.
LL@(19339) The first pillar of the new Basel agreement defines ways to determine the minimum capital in that way that it gives a possibility to each individual bank to adjust the amount to the actual level of risk from economic losses which the bank is exposed to. => Prvi stub novog Bazelskog sporazuma definiše načine za utvrđivanje minimalnog iznosa kapitala tako što svakoj pojedinačnoj banci daje mogućnost da taj iznos prilagodi stvarnom nivou rizika od ekonomskih gubitaka kojem je banka izložena.
LL@(19340) The adequacy ratio of the capital can not be less than 8%. => Koeficijent adekvatnosti kapitala ne sme biti manji od 8%.
LL@(19341) The second pillar: The supervision review process, which sets the framework for the supervisory function of the banking system. => Drugi stub: ~~~ Proces supervizijskog pregleda, koji postavlja okvire za nadzornu funkciju bankarskog sistema.
LL@(19342) According to the new Basel agreement the monitoring process or the supervision review, is based on a series of guidelines that indicate the need for banks to assess their capital adequacy in relation to the overall risks they are facing and the need for supervisory authorities to carry out an overview of the process and implement specific measures in response to the adequacy of methods of assessment. => Prema novom Bazelskom sporazumu proces nadzora ili supervizijskog pregleda zasniva se na seriji smernica koje ukazuju na neophodnost da banke procenjuju svoju adekvatnost kapitala u odnosu na sveukupne rizike kojima su izložene, kao i na potrebu da nadzorni organi vrše pregled tih procesa i sprovode određene mere kao odgovor na adekvatnost metoda procene.
LL@(19343) This means that the supervisory process is not only focused on the provision of capital adequacy which ensures that risk-taking by a bank, but also to motivate banks to develop and perfect techniques used in the risk management of banks. => To znači da proces supervizijskog pregleda nije usmeren samo na obezbeđivanje adekvatnosti kapitala kojom se osigurava preuzimanje rizika od strane banke, već i na motivisanje banaka da razvijaju i koriste savršenije tehnike u procesu upravljanja rizikom banke. ~~~ Treći stub:
LL@(19344) The third pil lar: market discipline, which is a framework for public publishing of the business data of the banks. => Tržišna disciplina, koja predstavlja okvir za javno publikovanje poslovnih podataka banaka. ment banke procenjuje i upravlja svojim rizikom.
LL@(19345) In general, the data that the bank will publish should be consistent with the manner in which the bank management evaluates and manages its risk. => 
LL@(19346) The publishing of certain sets of business data should provide more effective public information on the types and extent of risks to which the bank is exposed, and provide a consistent and clear basis for comparison, which will result in a more advanced system of risk management and greater security in the financial markets. => Obelodanjivanje određenog seta poslovnih podataka trebalo bi da obezbedi efikasnije informisanje javnosti o vrstama i obimu rizika kojima je banka izložena, i omogući usaglašenu i jasnu osnovu za upoređivanje, koja će rezultirati u naprednijem sistemu upravljanja rizikom i većoj sigurnosti na finansijskom tržištu.
LL@(19347) Parallel in the EU are the activities in the stronger implementation of Basel II and rounding of the single market of financial services (a key factor in the development and modernization of the entire financial system and economy the EU as a whole) mainly through the unification of legal rules. => Paralelno u EU teku aktivnosti na čvršćoj implementaciji Bazela II i zaokruživanja jedinstvenog tržišta finansijskih usluga (ključni faktor u razvoju i modernizaciji celokupnog finansijskog sitema i privrede EU kao celine) prvenstveno putem unifikacije pravnih pravila.
LL@(19348) EU common market seeks the affirmation of the completion of the four great freedoms: freedom of movement of persons, goods, services and capital. => Zajedničko tržište EU teži afirmisanju i dovršenju četiri velike slobode: sloboda kretanja lica, roba, usluga i kapitala.
LL@(19349) The fourth freedom is circled at the least rate and for the last few years has been the focus of the European institutions. => Četvrta sloboda je u najmanjoj meri zaokružena te je poslednjih godina bila u fokusu evropskih institucija.
LL@(19350) Integration of financial markets is a key factor in the development and modernization of the entire financial system and economy as a whole. => Integracija finansijskih tržišta je ključni faktor u razvoju i modernizaciji celokupnog finansijskog sitema i privrede kao celine.
LL@(19351) Validating the fact that the financial services sector deals with the money of its clients, not its own, the first movement was with the regulation of banks, then other financial institutions 1. ~~~ It is important to stress that there has not yet been reached a sufficient system of unification and integration of European financial markets. => Uvažavajući činjenicu da sektor finansijskih usluga posluje novcem svojih klijenata, a ne sopstvenim prvo se krenulo sa regulisanjem poslovanja banaka, a potom drugih finansijskih institucija.1 Bitno je naglasiti da još uvek nije postignut dovoljan sistem unifikacije i integracije evropskih finansijskih tržišta.
LL@(19352) EU member states should by the end of November 2010 create a single payment area (Single Payment Area). => Članice EU bi trebalo da do kraja novembra 2010. godine stvore jedinstveno platno područje (Single Payment Area).
LL@(19353) EU members are currently working on the harmonization of regulations related to the movement of capital, appropriate financial structures, tax treatment, competition policy, consumer protection policy, and in the field of payment (clearing and settlement). => Trenutno članice EU rade na harmonizaciji propisa vezanih za kretanje kapitala, odgovarajuće finansijske strukture, poreski tretman, politiku konkurencije, politiku zaštite potrošača, i u oblasti plaćanja (kliring i saldiranje).
LL@(19354) EU countries have passed 42 legislative measures and a variety of different directives. => Članice EU su donele 42 zakonodavne mere i različite različite direktive.
LL@(19355) The most significant is the MiFID Directive (Markets in Financial Instrumenst Directive) amending the existing Investment Services Directive and allowing the companies that are registered in one member state to conduct business freely throughout the EU - the so-called single passport. => Najzančajnija je MiFID direktiva (Markets in Financial Instrumenst Directive) kojom se menja postojeća Investment Services Directive i omogućava firmama koje su registrovane u jednoj državi članici da nesmetano obavljaju delatnost u celoj EU tzv. single passport.
LL@(19356) EU establishes a minimum framework around which there is consensus, and the member states are the ones to further regulate a given area with their rerulations. => EU utvrđuje samo minimalni okvir oko koga postoji konsenzus, a na državama članicama je da svojim propisima podrobnije urede datu oblast. 2.
LL@(19357) 1 Directives, as the most important documents in EU, during the harmonization of the legislation, are based on Basel II. => 
LL@(19358) 2. ~~~ The banking market of the rRepublic of Serbia Benefits of development of the banking market in Serbia in the past, is the dependence and conditionality on socio-political situation and economic changes in the country. => Bankarsko tržište Republike Srbije Prepoznatljivost razvoja bankarskog tržišta u Srbiji u prethodnom periodu, jeste zavisnost i uslovljenost društveno-političkom situacijom i ekonomskim promenama u zemlji.
LL@(19359) Also, a unique feature for the entire period of development of the banking market in the country, is that the banks and credit survive as an indispensable entity of the financial and economic system. => Takođe, jedinstvena karakteristika za celokupan period razvoja bankarskog tržišta u ze U principu, podaci koje će banka da obelodani trebalo bi da budu konzistentni sa načinom na koji menadž 1 Direktive, kao najažniji dokumenti EU, pri harmonizaciji zakonodavstava, su bazirane na Bazelu II. mlji, jeste, da su banke i kredit opstale kao nezamenljiv subjekat finansijskog i privrednog sistema.
LL@(19360) The period of transition in Serbia began in 1992, but the most significant changes take place after the political changes in 2000 when there are conditions for the arrival of foreign investors. => Period tranzicije u Republici Srbiji počinje 1992. godine, ali se najznačajnije promene dešavaju posle političkih promena 2000. godine, kada se stvaraju uslovi za dolazak stranih investitora.
LL@(19361) A transition period in the development of the country begins, which includes a variety of turbulence. => Počinje tranzicioni period u razvoju države, koji podrazumeva različite turbulencije.
LL@(19362) The fastest growth is in the banking sector. => Najbrži rast doživljava bankarski sektor.
LL@(19363) Legislation goes towards supporting the development of domestic banking and adaptation to modern trends. => Zakonska regulativa ide u pravcu podrške razvoja domaćeg bankarstva i prilagođavanja savremenim trendovima.
LL@(19364) The transformation is a permanent process that aims to convert the economic entities from state-planned system into a system of market regulation or corporate governance and business2. ~~~ In the core of the transformation are the changes in the way of thinking, business behaviour, decision-making and action of all subjects of economic and social life. => Transformacija je permanentan proces koji ima za cilj da prevede privredne subjekte iz sistema državnoplanske regulative u sistem tržišnog, odnosno korporativnog upravljanja i poslovanja.2 U suštini transformacije su promene u načinu razmišljanja, poslovnog ponašanja, odlučivanja i delovanja svih subjekata privrednog i društvenog života.
LL@(19365) The transformation of banks, includes changes in property relations, the organization, management, finance, human resources and monitoring of modern technology. => Transformacija banaka, podrazumeva promene u svojinskim odnosima, načinu organizovanja, upravljanja, finansijama, ljudskim resursima i praćenju savremenih tehnologija.
LL@(19366) All these changes are aimed at more efficient operations, the creation of quality banking products, meeting the needs, demands and desires of contemporary users of bank services, raising the level of services / products, and thus achieving greater profits. => Sve te promene imaju za cilj efikasnije poslovanje, stvaranje kvalitetnog bankarskog proizvoda, zadovoljavanje potreba, zahteva i želja savremenih korisnika bankarskih usluga, podizanje nivoa usluge/proizvoda, a samim tim i ostvarivanje većeg profita.
LL@(19367) The transformation process is complete and it makes sense if all its parts are implemented, ie. ownership, management, organizational, technological, financial and human resource transformation. => Proces transformacije je kompletan i ima smisla ako se sprovedu svi njeni delovi tj. vlasnička, upravljačka, organizaciona, tehnološka, finansijska i kadrovska transformacija.
LL@(19368) Only transformation carried out in all its aspects, will contribute to more rapid development of market economy and increase the level of competition. => Samo transformacija sprovedena u svim svojim segmentima, doprineće bržem razvoju tržišne privrede i povećati nivo konkurencije.
LL@(19369) When there is talk about transformation of the domestic banking system, it refers to its recovery, the entry of foreign capital and financial market development. => Kada se govori o transformaciji domaćeg bankarskog sistema podrazumeva se njegova sanacija, ulazak inostranog kapitala i razvoj finansijskih tržišta.
LL@(19370) This means: the maintaining of restrictive monetary policy by central banks, increasing the degree of independence of central banks, the introduction of hard budget constraints in state spending, recovery of the banking system and privatization of banks, opening for entry of foreign banks and other financial institutions and the introduction of hard budget constraints in companies. => To znači: vođenje restriktivne monetarne politike od strane centralne banke, povećanje stepena samostalnosti centralne banke, uvođenje čvrstog budžetskog ograničenja u trošenju države, sanacija bankarskog sistema i privatizacija banaka, otvaranje za ulazak inostranih banaka i drugih finansijskih institucija i uvođenje čvrstog budžetskog ograničenja kod kompanija.
LL@(19371) Commitment to a market orientation involves improving management functions at the level of banks, which contributes to adequate credit and risk analysis, the introduction of internal quality control, proper management and monitoring of assets and liabilities of banks. => Opredeljenost za tržišnu orijentisanost podrazumeva poboljšanje menadžment funkcije na nivou banaka, koja doprinosi adekvatnoj analizi kredita i rizika, uvođenju kvalitetne interne kontrole, adekvatnom vođenju i praćenju aktive i pasive banaka.
LL@(19372) Objective process runs in parallel with the process of financial market development in transition countries. => Predmetni proces teče paralelno sa procesom razvoja finansijskih tržišta zemalja u tranziciji.
LL@(19373) Currently there are 34 banks operating in Serbia, 20 of which are foreign-owned banks that participate with 76% of the total balance amount i.e. 60% of the total equity of the banking sector3. ~~~ On the domestic banking market there is an extremely high level of competition. => Trenutno u Srbiji posluje 34 banke od čega je 20 banaka u stranom vlasništvu odnosno učestvuju sa 76% u ukupnoj bilansnoj sumi odnosno sa 60% u ukupnom kapitalu bankarskog sektora.3 Na domaćem bankarskom tržištu je prisutan izuzetno visok nivo konkurencije.
LL@(19374) The first five banks (in terms of total assets and invested credits) have 46% of the market share (e.g. in Croatia, the first two banks have that percentage of the participation), while the top twelve banks have 69% of the market share. => Prvih pet banaka (u pogledu bilansne sume i plasiranih kredita) poseduje 46% tržišnog učešća (npr. u Hrvatskoj prve dve banke poseduju toliki procenat učešća), dok prvih dvanaest banaka poseduje 69% tržišnog učešća.
LL@(19375) Two banks on the first place have more than 10% market share. => Dve prvoplasirane banke poseduju preko 10% tržišnog učešća.
LL@(19376) In early 2000 in our country there were 108 operating banks, which indicates that the number of banks decreases, and that same trend will continue in the future. => Početkom 2000. godine u našoj zemlji je poslovalo 108 banaka, što govori da se broj banaka smanjuje i da će isti trend biti nastavljen u budućnosti.
LL@(19377) On the one hand, the state does the integration of banks that are state owned (with the aim to create a development bank), while on the other hand there is a takeover of banks in private hands, both at local and regional level. => S jedne strane, država vrši integraciju banaka koje su u državnom vlasništvu (sa ciljem da stvori razvojnu banku), dok s druge strane dolazi do preuzimanja banaka, u privatnom vlasništvu, kako na lokalnom tako i na regionalnom nivou.
LL@(19378) It is important to emphasize that the majority of foreign banks coming to Serbia pointed out that they want to win the minimum 10% of market share, which in the current framework for those who came later can only be achieved by buying other domestic banks, but not organic growth. => Bitno je naglasiti da je većina stranih banaka dolaskom u Srbiju nagovestila da želi da osvoji minimum 10% tržišnog učešće, što se u trenutnim okvirima za one koji su malo kasnije došli može ostvariti samo kupovinom druge domaće banke, ali ne i organskim rastom.
LL@(19379) Serbian banking sector recorded a positive financial result to the end of 2008 (slow profit growth starts in the last quarter of 2008 because in Serbia in October 2008 there are the effects of the global economic crisis starting to be felt; for the first nine months of 2009 2 In the light of current world crisis, developed countries, primarily the US and EU, move into the process of nationalization of banks and bank conversions from private property in the state-planned ( Marxs position in the capital on the road to communism is reviving), to rescue the banks and preserve customer confidence in the banking system primarily because of loss of strict separation of investment and commercial banking (primarily in the business management of high yield without considering the effects of potential risk). ~~~ On the other hand the problems faced by banks in the state-planned economy are the efficiency of financial resources, problems securing financial resources, and accumulated losses and problems. ~~~ 3 Source: web site The Association of the banks of Serbia and the National bank of Serbia. nine banks reported profit). => Bankarski sektor Srbije beleži pozitivan finansijski rezultat do kraja 2008. godine (usporeni rast profita počinje u poslednjem kvartalu 2008. godine obzirom na to da se u Srbiji od oktobra meseca 2008. godine počinju prelivati i osećati efekti svetske ekonomske krize; za prvih devet meseci 2009. godine 9 banaka je iskazalo dobitak).
LL@(19380) The profit for the banking sector amounted to 34.9 billions of dinars (8 banks operated with a loss). => Dobit bankarskog sektora je iznosila 34,9 milijardi dinara (8 banaka je poslovalo sa gubitkom).
LL@(19381) Domestic banks are well capitalized, allowing the NBS to have the proactive measures ready for the first and second wave of global economic crisis. => Domaće banke su dobro kapitalizovane, što je omogućilo da se uz proaktivne mere NBS spremno dočekaju prvi i drugi talas svetske ekonomske krize.
LL@(19382)  => Ukupan kapital bankarskog sektora na dan 31.12.2008. je 2 U svetlu aktuelne svetske krize razvijene zemlje sveta, pre svega SAD i EU, kreću u proces podržavljenja banaka odnosno prevode banke iz privatne svojine u državno-plansku (oživljava se Marksov stav u Kapitalu o putu u komunizam), kako bi spasili banke i sačuvali poverenje klijenata u bankarski sistem prevashodno zbog gubljenja stroge podele na investiciono i komercijalno bankarstvo (prevashodno rukovođenje u poslu visokim prinosima bez sagledavanja efekata potencijalnih rizika).
LL@(19383) Total capital of the banking sector on 31/12/2008 amounted to 4879 million. => S druge strane problemi sa kojima se susreću banke u državno-planskoj privredi jeste efikasnost upotrebe finansijskih sredstava, problematika obezbeđenja izvora finansiranja, i nagomilani problemi gubici i dubioze. 3 Izvor: web site Udruženja banaka Srbije i Narodne banke Srbije. iznosio 4.879 miliona eura.
LL@(19384) Capital adequacy is 23% on 31/12/2008. => Koeficijent adekvatnosti kapitala je 23% na dan 31.12.2008.
LL@(19385) If there should an account be made of the ratio according to Basel II, it would amount to 19% (according to analysis of NBS), which is significantly higher than the EU countries (average of 8% -10%) and environment (15%). => Ukoliko bi se izvršio prepračun koeficijenta u skladu sa Bazelom II, iznosio bi 19% (prema proračunu NBS), što je znatno više od zemalja EU (u proseku 8%-10%) i okruženja (oko 15%).
LL@(19386) Also, in the previous year there was a high level of collection of loans invested. => Takođe, je u prethodnoj godini bio visok stepen naplate plasiranih kredita.
LL@(19387) In 2008 the degree of nonpayment claims in the area of population amounted to 1.5%, while the level of nonpayment claims in the area of the legal entities amounted to 6.3%. => Tokom 2008. godine stepen nenaplate potraživanja u segmentu stanovništa je iznosio 1,5%, dok je stepen nenaplate potraživanja u segmentu pravnih lica iznosio 6,3%.
LL@(19388) It should be noted that in the previous period, business banks mostly played with the level of reservation in the sense that they released them, to show better business results (since 31/12/2006). => Trebalo bi imati u vidu da su se u prethodnom periodu poslovne banke najviše igrale sa nivoom rezervacija u smislu da su ih otpuštale, kako bi prikazale što bolji poslovni rezultat (od 31.12.2006.).
LL@(19389) Also, the level of reservation indicates that banks have not adequately classified their placement, or did not implement an appropriate percentage of reservation for a specific placement. => Takođe, nivo rezervacija nam ukazuje da banke ili nisu adekvatno klasifikovale svoje plasmane ili nisu primenile odgovarajući procenat rezervacije po konkretnom plasmanu.
LL@(19390) Domestic banks earn very high salaries in the repo business (as much as 30% of placements of banks located in these matters), indicating their exclusive orientation toward the profit (given the fact that placements bring to customers less returns and carry greater risks) and selfishness. => Domaće banke ostvaruju izuzetno visoke zarade iz repo-poslova (čak 30% plasmana banaka se nalazi u ovim poslovima), što ukazuje na njihovu isključivu orjentaciju ka zaradi (s obzirom na to da plasmani klijentima nose manje prinose i veće rizike) i sebičnost.
LL@(19391) At the same time, there is a high level of cross-border credits granted directly to local legal entities through the head offices of domestic banks with foreign capital or specially established investment funds in particular countries with which Serbia has signed an agreement on avoidance of double taxation. => Istovremeno, je visok nivo prekograničnih (cross border) kredita odobren direktno domaćim pravnim licima preko centrala domaćih banaka sa stranim kapitalom ili posebno osnovanih investicionih fondova u zemljama sa kojim Srbija ima potpisan sporazum o izbegavanju dvostrukog oporezivanja.
LL@(19392) As on 31/12/2008 the companies have accumulated amount of foreign debt of about 11.5 billion euros, an increase of 350% for a period of three years (40% placed cross-border loans went through two commercial banks)4. => Na dan 31.12.2008. godine preduzeća su akumulirala iznos spoljnog duga od oko 11,5 milijardi eura, što predstavlja rast od 350% za period od tri godine (40% plasiranih cross border kredita je išlo preko dve poslovne banke).
LL@(19393) It is important to note that the growth rate of the placed housing loans in ratio to the growth of national gross domestic product (2.9%) indicates that Serbia is in the early phase of transition of the financial sector (due to the fact that the indicator in the EU countries is on average 50%)5. => Bitno je napomenuti da nivo rasta plasiranih stambenih kredita u odnosu na rast domaćeg društvenog bruto proizvoda (2,9%) ukazuje da na to se Srbija nalazi u ranoj fazi tranzicije finansijskog sektora (s obzirom na to da ovaj pokazatelj u zemljama EU iznosi u proseku 50%).
LL@(19394) It is important that local banks are organized in a modern way, arranged by the example of the EU and the rules of the Basel Agreement, and have electronic equipment and generally professional staff. => Važno je naglasiti da su domaće banke organizovane na savremen način, uređen po ugledu na EU i pravila Bazelskog sporazuma, i raspolažu elektronskom opremom i uglavnom profesionalnim kadrom.
LL@(19395) The problems faced by domestic banks are inefficient management, quality management team and the leadership, knowledge of banking processes and technologies, required additional knowledge in management and the increase the degree of risk. => Problemi sa kojima se susreću domaće banake su: neefikasno upravljanje, kvalitet menadžment tima i liderstvo, poznavanje procesa i bankarske tehnologije, neophodna dodatna znanja iz menadžmenta i povećanje stepena rizika.
LL@(19396) Key issues for effective management of domestic banks are: the ability to change management, strategic planning and strategic management approach, flexible organizational structure and a strong marketing orientation. => Ključni problemi za efikasno upravljanje domaćim bankama su: sposobnost upravljanja promenama, strateško planiranje i strateški menadžment pristup, fleksibilna organizaciona struktura i snažna marketing orjentacija.
LL@(19397) In 2009 level of credits in the use of is slowly growing, both in the segment of the population and economy, thanks to the stimulating and pro-active measures of the NBS to support credit activity of banks and to relax the borrowers who have come to the problem of loan repayment. => U 2009. godini nivo kredita u korišćenju lagano raste, i u segmentu stanovništva i u segmentu privrede, zahvaljujući stimulativnim i proaktivnim merama NBS da podrži kreditnu aktivnost banaka i relaksira korisnike kredita koji su došli u problem otplate kredita.
LL@(19398) However, the economy and population are faced with: 1. reduced liquidity as a result of the way of funding in previous years (which will result in difficult servicing obligations to banks and business partners). => Međutim, i privreda i stanovništvo se suočavaju sa: ~~~ 1. smanjenom likvidnošću, kao rezultat načina finansiranja u prethodnim godinama (što će rezultirati otežanim servisiranjem obaveza ka bankama i poslovnim partnerima).
LL@(19399) In terms of reduced liquidity of the real sector (as a result: reduced domestic and foreign demand, problems in the collection of outstanding claims, less availability of new sources of funding, and funding structures not adequate in previous years) servicing liability during 2009 will be subject to potential companies to renew their loans or willingness of foreign lenders to keep their exposure to Serbia, and the effects will depend on financial support to countries and international financial institutions (such as the Vienna initiative, the loan arrangement with the IMF, the support of the Government of Serbia to the economy providing subsidized credit lines to mitigate the effects of the global financial crisis in the amount of 122 billion di 4 Source: web site of the National Bank of Serbia and the Banking, special edition No. 3 The Serbian banking 2008, The association of the banks of Serbia, Belgrade, 2009 5 Source: Wolf&McGill, Serbia Real Estate Market Projections, Belgrade, March 2008. nars, etc.). => U uslovima smanjenje likvidnosti realnog sektora (kao rezultat: smanjene domaće i inostrane tražnje, problema u naplati potraživanja, manje dostupnosti novih izvora finansiranja, ali i neadekvante strukture finansiranja u prethodnim godinama) servisiranje obaveza tokom 2009. biće uslovljeno potencijalom preduzeća da zanovi svoje kredite odnosno spremnošću stranih kreditora da zadrže svoju izloženost prema Srbiji, a zavisiće i od efekata finansijske podrške države i međunarodnih finansijskih institucija (kao što su: ~~~ Bečka incijativa, kreditni aranžman sa MMF-om, podrška Vlade privredi Srbije obezbeđivanjem subvencionisane kreditne linije za ublažavanje efekata svetske finansijske krize u iznosu od 122 milijarde dinara, itd.).
LL@(19400) It should be noted that prior to the global economic crisis, banks were stable source of funding for companies6. => Trebalo bi imati u vidu da su pre svetske ekonomske krize, banke bile stabilan izvor finansiranja preduzeća.6 4 Izvor: web site Narodne banke Srbije i Bankarstvo, specijalno izdanje br. 3.
LL@(19401)  => Sprsko bankarstvo 2008., Udruženje banaka Srbije, Beograd, 2009. 5 Izvor:
LL@(19402)  => Wolf&McGill, Serbia Real Estate Market Projections, Belgrade, March 2008. 6 Do 07. aprila 2009. godine je odobreno oko 170 miliona eura kredita subvencionisanih kredita.
LL@(19403)  => Banca Intesa a.d. Beograd je bila lider i plasirala u prvom kvartalu 2009. godine 112miliona eura kredita iz subvencionisane linije (najveći deo je bio refinans sopstvenog portfolia).
LL@(19404)  => Uspešno ju je sledila Komercijalna banka a.d. Beograd.
LL@(19405)  => Trebalo bi imati u vidu da je kreditni aranžman sa MMF-om zaključen na tri godine, a otplada je predviđena odjednom na kraju perioda korišćenja kredita.
LL@(19406) 2. increased currency (the basic element of market risk), interest rate and credit risk, which affect the difficulty in payment of obligations and deteriorating the quality of the portfolio7. => Postavlja se pitanja iz kojih će to izvora Republika Srbija vratiti. 2. povećanim valutnim (osnovni element tržišnog rizika), kamatnim i kreditnim rizikom, što utiče na otežano plaćanje obaveza i pogoršanje kvaliteta portfelja. 7 one i tehničko-tehnološke prirode, a olakšavaju put do ekonomičnijeg poslovanja i efikasnije upotrebe sredstava.
LL@(19407) Accordingly, the expected asset quality experiences deterioration (some banks on 30/06/2009 increased the level of reservation four times ), and the currency induced credit risk remains the main risk to the stability of the banking and real sectors. => Shodno tome, kvalitet aktive doživljava očekivano pogoršanje (neke banke su na dan 30.06.2009. čak četiri puta povećale nivo rezervacija), a valutni indukovani kreditni rizik je i dalje osnovni rizik po stabilnost i bankarskog i realnog sektora.
LL@(19408) Also, there is the increase of importance of the national money market. => Takođe, se povećava značaj domaćeg tržišta novca.
LL@(19409) In the first wave of the crisis, domestic commercial banks to preserve the liquidity advantage of available funds,used the free means placed in the repos in the National Bank of Serbia. => U prvom talasu krize, domaće poslovne banke su za očuvanje likvidnosti, iskoristile slobodna sredstva plasirana u repo kod Narodne banke Srbije.
LL@(19410) Liquidity ratios indicate that the same one by the largest number of banks is between 1.5 and 2.5 which should confirm a satisfactory level of liquidity. => Pokazatelji likvidnosti ukazuju da se isti kod najvećeg broja banaka nalazi između 1,5 i 2,5 što bi trebalo da potvrdi zadovoljavajući nivo likvidnosti.
LL@(19411) Active and passive creation of the interest rates from October 2008 was determined by the liquidity of banks. => Kretanje aktivnih i pasivnih kamatnih stopa je od oktobra 2008. godine bilo određeno i likvidnošću banaka.
LL@(19412) Problems with liquidity increased importance of the domestic money market. => Problemi sa likvidnošću su povećali važnost domaćeg tržišta novca.
LL@(19413) Banks lending interest rates have increased due to increased risk premiums, while passive rates continue to rise. => Aktivne kamatne stope banaka su povećane zbog povećanja premije rizika, dok su pasivne stope i dalje u porastu.
LL@(19414) Taking into account the developments in global and domestic financial market, banks should in future period focus on the collection of its outstanding claims (placed credits) and restructuring of the placement for which there is a problem of charging, as customers delay at the start of the year increases (in the segment of legal entities is 9.7% and 3.9% in the segment of the population as of 30/11/2009)8. structural imbalance between banks in terms of financial strength and results of operations. => Uvažavajući dešavanja na svetskom i domaćem finansijskom tržištu, banke bi trebalo u narednom periodu da se fokusiraju na naplatu svojih potraživanja (plasiranih kredita) ili restruktuiranje plasmana kod kojih postoji problem naplate, obzirom da docnja klijenata od početka godine raste (u segmentu pravnih lica iznosi 9,7% odnosno 3,9% u segmentu stanovništva na dan 30.11.09). ~~~ Bitno je napomenuti da su efikasnost i ekonomičnost upotebe ukupno angažovanih sredstava na nezadovoljavajućem nivou (0,05% i 0,15%), a samim tim su i niske stope prinosa na sopstveni kapital i na ukupno angažovana sredstva (8,3% i 1,97%).
LL@(19415) Strengthening of the competition in the domestic market will make these differences more visible, which expands the space for summing up the domestic banks through the process of mergers, acquisitions and privatization, as ways of strengthening the capital, which carry other advantages of the organizational, technical and technological origin, and ease the way to economical operations and efficient use of resources. ~~~ Experience shows that the state is helping the banks, not the economy. => Opšti nivo efkisanosti poslovanja je na nižem nivou zbog postojanja visoke strukturne neravnoteže između banaka u pogledu finansijske snage i rezultata poslovanja. ~~~ Jačanje konkurencije na domaćem tržištu će ove razlike učiniti još vidljivijim, što proširuje prostor za ukupnjavanje domaćih banaka kroz proces spajanja, pripajanja i privatizacije, kao vidova bržeg kapitalnog jačanja, koji nose i druge prednosti organizaci Dosadašnje iskustvo pokazuje da je država više pomagala bankama, a ne privredi.
LL@(19416) Subsidized credit lines banks are taking advantage of refinancing their own loans to legal entities. => Subvencionisane kreditne linije banke su iskoristile za refinansiranje sopstvenih kredita pravnim licima.
LL@(19417) The banks have: ensured that the classification placement occurs in a lower category (and on that basis increase the reservation level), provided a better line of credit for themselves (part of the risk transferred to the state, lower credit costs - for the reserve and the margin that the state subsidizes ) and for the client (a new lower interest rate loans from the previously used), shut down the existing credit obligations on time and the issue of payment of claims prolonged to the next calendar year. ~~~ 3. => Banke su: se obezbedile da ne izvrše klasifikaciju plasmana u nižu kategoriju (i po tom osnovu povećaju nivo rezervacija), obezbedile povoljniju kreditnu liniju i za sebe (deo rizika prebacile na državu, troškovi kredita niži za obaveznu rezervu i za marginu koju subvencioniše država) i za klijenta (niža kamatna stopa novog kredita od prethodno korišćenog), zatvorile su postojeću kreditnu obavezu na vreme i problem naplate potraživanja prolognirale na sledeću kalendarsku godinu. 3.
LL@(19418) Conclusion National Bank of Serbia at the end of the first quarter of 2008 published the National Strategy in accordance with the Basel II agreement. => Zaključak Narodna banka Srbije je krajem prvog kvartala 2008. godine objavila Nacionalnu strategiju prema Bazelskom sporazumu II.
LL@(19419) The main objectives of the introduction of Basel II standards in Serbia are to further strengthen the banking sector and financial system, improve the process of risk management in banks and the process of supervision based on risk, increase transparency and market discipline, align with business conditions in the international market, harmonize with EU regulations - EU Directives 48/2006 and 49/2006, and create stronger links between capital requirements and risks exposure at the level of the bank. => Osnovni ciljevi uvođenja Bazel II standarda u Srbiji su: dalje jačanje bankarskog sektora i finansijskog sistema, unapređenje procesa upravljanja rizicima u banakama i procesa supervizije zasnovanog na rizicima, jačanje transparentnosti i tržišne discipline, usklađivanje sa uslovima poslovanja na međunarodnom tržištu, harmonizacija sa propisima EU Direktivama EU 48/2006 i 49/2006, i stvaranje jače veze između kapitalnih zahteva i izloženosti rizicima na nivou banke.
LL@(19420) It is important to note that the efficiency and effectiveness of the use of total assets are involved at the unsatisfactory level (0.05% and 0.15%), and therefore there are also low rates of profit of own capital and total assets engaged (8.3% and 1,97%). => 
LL@(19421) The overall level of the efficient business is at a lower level due to the high The operating plan for the introduction of international standards in the field of prudential banking supervision, is defined based on the fact that in the previous years actual macroeconomic conditions necessary for the introduction of these standards were made (such as the liberalization of financial markets, stabilization of 6 Up to 7th April 2009 170 million euros of loan subsidized credits were confirmed. ~~~ Banca Intesa a.d. Belgrade has been a leader and placed in the first quarter of 2009 112 million euros of the subsidized line (most of it was refinance of its own portfolio). ~~~ The nex was Commercial Bank a.d. Belgrade. => Operativni plan aktivnosti za uvođenje međunarodnih standarda iz oblasti prudencione supervizije banaka, definisan je na osnovu činjenice da su prethodnih godina stvarani neophodno makroekonomski uslovi za uvođenje ovih standarda (kao što su: liberalizacija finansijskog tržišta, stabilizacija finansijskog sistema, restruktuiranje bankarske industrije i njenog kapitala, jačanje supervizijske funkcije Narodne banke Srbije, uvođenje međunarodnih računodovstvenih standarda, itd.).
LL@(19422) It should be noted that the credit arrangement with the IMF was signed for a period of three years, and its payment is predicted to take place at once at the end of the use period of loans. => 
LL@(19423) The question is from which sources will the Republic of Serbia pay this back. ~~~ 7 The banking sector in Serbia, closing with 31/12/2008, kept a low indicator of foreign exchange risk of 8% (which is considerably less than 14.7% from 2007). => Takođe, u prethodne tri godine, na zahtev Narodne banke Srbije, banke su počele da ispunjavaju određene kvalitativne kvalifikacione standarde, kao prvi korak u pripremi za primenu Bazelskog sporazuma II (npr. poboljšanje interne upravljačke strukture, jasno definisane strategije i politike za upravljanje rizikom, razvoj i unapređenje kulture upravljanja rizi 7 Bankarski sektor u Srbiji, je zaključno sa 31.12.2008. godine, zadržao nizak pokazatelj deviznog rizika od 8% (što je znatno manje od 14,7% iz 2007. godine).
LL@(19424) 8 Source: web site of the association of the banks of Serbia the financial system, restructuring of the banking industry and its capital, strengthening the supervisory functions of the National Bank of Serbia, the introduction of international accountant standards, etc.). => 8 Izvor: web site Udruženje banaka Srbije kom uključujući internu reviziju i complaince, razvoj efikasnog sistema monitoringa i internog izveštavanja).
LL@(19425) Also, in the last three years, at the request of the National Bank of Serbia, the bank began to meet certain quality standards of qualification, as a first step in preparation for the implementation of the Basel II agreement (eg, improving the internal management structure, clearly defining the strategies and policies for risk management, developing and promoting the culture of risk management including internal revision and complaince, the developing of an effective system of monitoring and internal reporting). => 
LL@(19426) The success of the first step allows creating a framework for managing risk in the bank, and the selection and application of models for the calculation of economic capital, as the highest point in the process of risk management. => Uspešna realizacija prvog koraka omogućava kreiranje okvira za upravljanje rizikom u banci, i izbor i primenu modela za kalkulaciju ekonomskog kapitala, kao najvišoj tačci u procesu upravljanja rizikom.
LL@(19427) Operating defines two phases of implementation of Basel II: 1. => Operativnim su definisane dve faze implementacije Bazela II:
LL@(19428) Complete harmonization of regulatory standards of the Basel II agreement by 2009 2. => 1. ~~~ Potpuna harmonizacija regulative sa standardima iz Bazelskog sporazuma II do kraja 2009. godine, 2.
LL@(19429) Application of standards of the Basel II agree ment in practice of the domestic banks from 01/01/2011. => Primena standarda iz Bazelskog sporazuma II u praksi domaćih banaka od 01.01.2011. godine.
LL@(19430) Reviewing the results of the questionnaire on the implementation of the Basel II agreement (by the business banks) in Serbia, it can be concluded that the following problems arise in the implementation: the high costs of staff training and building of an information system, improvement of technology, development of models (including the decision on the best approach in accordance with the risk profile of the bank) and databases (the quality of databases, including the time, keeping historical data, understanding data, developing systems for reporting), and a lack of personnel9. ~~~ Also, considering the transparency of the process of introducing the Basel II agreement in Serbia, we can say that there is no official data on the progress of the first phase of the Operational Plan, ie. that deadlines for the adoption and approval of legislation are not met. ~~~ i.e. there are not any blueprints for the majority of regulations at the site of the National Bank of Serbia. => Sagledavajući rezultate upitnika o primeni Bazelskog sporazuma II (od strane poslovnih banaka) u Srbiji, može se zaključiti da se javljaju sledeći problemi u implementaciji: visoki troškovi obuke kadrova i izgradnje informacionog sistema, unapređenje tehnologije, razvoj modela (uključujući odluku o najboljem prisutpu u skladu sa rizičnim profilom same banke) i baza podataka (kvalitet baze podataka, vremenski period obuhvata, čuvanje istorijskih podataka, razumevanje podataka, razvoj sistema za izveštavanje), kao i nedostatak kadrova. 9 Takođe, uvažavajući transparentnost procesa uvođenja Bazelskog sporazuma II u Srbiji, može se konstatovati da nema zvaničnih podataka o progresu prve fa ze Operativnog plana tj. da rokovi za donošenje i usvajanje zakonske regulative nisu ispoštovani tj. ne nalaze se ni nacrti za većinu propisa na sajtu Narodne banke Srbije.
LL@(19431) It also does not have the information whether the National Bank succeeded to hire adequate staff on topics relevant to testing of the suitable models for quantify of the risk in accordance with Basel II and the granting the rating to the credit agencies. => Takođe nema ni informacije da li je Narodna banka uspela da zaposli odgovarajuće kadrove na tematiku testiranja odgovarajućih modela za kvantifikaciju rizika u skladu sa Bazelom II i davanje rejtinga kreditnim agencijama.
LL@(19432) Therefore, the question is whether we will manage to implement the Basel II agreement in the domestic banking practice starting from 01/01/2011. => Stoga se postavlja pitanje da li ćemo uspeti da implementiramo standarde Bazelskog sporazuma II u domaću bankarsku praksu od 01.01.2011.
LL@(19433) In the coming period the steps necessary for Serbia to integrate into a single EU financial services market should be circled. => U narednom periodu bi trebalo zaokružiti korake neophodne da se Srbija integriše u jedinstveno tržište finansijskih usluga EU.
LL@(19434) It is very important to be consistent in implementing and applying if we want to be integrated into a single market. => Vrlo je važno da budemo dosledni u implementaciji i primeni ukoliko želimo da budemo integrisani u jedinstveno tržište.
LL@(19435) It should be noted that the integration of financial markets is a key to the development and modernization of the entire Serbian financial system and economy as a whole. => Trebalo bi imati u vidu da je integracija finansijskih tržišta ključni faktor u razvoju i modernizaciji celokupnog srpskog finansijskog sitema i privrede kao celine.
LL@(19436) It is realistic to expect that this project will be implemented in determined steps of phases and the dynamics for Serbias EU accession and EU Directives in the field of finance and banking (primarily the new rules for cross-border payments - revised rules version 256/2001). => Realno je očekivati da će se ovaj projekat sprovoditi u fazama i po dinamici determinisananim koracima za priključenje Srbije EU ali i EU Direktivama u oblasti finansija i bankarstva (pre svega Novim pravilima za prekogranična plaćanja revidirana vezrija pravila 256/2001).
LL@(19437) There is no currently available information about the project on the web site of the National Bank of Serbia. => Trenutno nisu raspoložive informacije o samom projektu na sajtu Narodne banke Srbije.
LL@(19438) Finally, it should be noted that the sectors have a high level of structural imbalance between banks in terms of financial strength and operating results, and the overall level of efficiency of business because of that is on the lower level. => I na kraju, trebalo bi konstatovati da na nivou sektora postoje visoke strukturne neravnoteže između banaka u pogledu finansijske snage i rezultata poslovanja, pa je opšti nivo efiksanosti poslovanja zbog toga na nižem nivou.
LL@(19439) Strengthening competition in the domestic market will make these differences more visible, which expands the space for summing up the domestic banks through the process of mergers, acquisitions and privatization, as well as faster ways of strengthening the capital, carrying other advantages of the organizational, technical and technological, and economical way to facilitate operations and efficient use of resources. => Jačanje konkurencije na domaćem tržištu će ove razlike učiniti još vidljivijim, što proširuje prostor za ukupnjavanje domaćih banaka kroz proces spajanja, pripajanja i privatizacije, kao vidova bržeg kapitalnog jačanja, koji nose i druge prednosti organizacione i tehničko-tehnološke prirode, a olakšavaju put do ekonomičnijeg poslovanja i efikasnije upotrebe sredstava.
LL@(19440) Therefore, in Serbia it is necessary to start the process of complete transformation of domestic banks. => Stoga je u Srbiji neophodno završiti započeti proces transformacije domaćih banaka.
LL@(19441) Also, state should consider that banks will merge into one development bank (three or four banks), which will be sold to other domestic or foreign banks for a period of one year. => Takođe, bi trebalo država da razmotri koje banke da će se spojiti u jednu razvojnu banku (tri ili četiri banke), a koje će se prodati drugim domaćim ili stranim bankama u periodu od godinu dana.
LL@(19442) BIBLIOGRAPHY Š1Ë Bankarstvo, specijalno izdanje br. 3. => LITERATURA Š1Ë Bankarstvo, specijalno izdanje br. 3.
LL@(19443) Sprsko bankarstvo 2008., Udruženje banaka Srbije, Beograd, 2009. ~~~ Š2Ë Barać, S., Stakić, B., Osnovi ekonomije, Univerzitet Singidunum, Beograd, str. ~~~ 270 - 356, 2008. => Sprsko ban karstvo 2008., Udruženje banaka Srbije, Beograd, 2009. Š2Ë Barać, S., Stakić, B., Osnovi ekonomije, Univerzi tet Singidunum, Beograd, str. 270 - 356, 2008.
LL@(19444) Š3Ë Basel Committee on Banking Supervision: International Convergence of Capital Measurement and Capital Standards A revised framework, Bank for International Settelments, June 2004. => Š3Ë Basel Committee on Banking Supervision:
LL@(19445) Š4Ë Barjaktarović, L., Transformacija domaće banke u banku,Univerzitet savremenu evropsku Singidunum, Beograd,, 2009. ~~~ Š5Ë EU Directive 39/04, Official Journal of EU, 30.04.2004. => International Convergence of Capital Measurement and Capital Standards A revised framework, Bank for International Settelments, June 2004. Š4Ë Barjaktarović, L., Transformacija domaće banke u savremenu evropsku banku,Univerzitet Singidunum, Beograd,, 2009. Š5Ë EU Directive 39/04, Official Journal of EU, 30.04.2004.
LL@(19446) Š6Ë EU Directive 48/06, Official Journal of EU, 30.06.2006. => Š6Ë EU Directive 48/06, Official Journal of EU, 30.06.2006.
LL@(19447) Š7Ë Jović, Z., Menadžment finansijskih institucija, Univerzitet Singidunum, Beograd, 2008. ~~~ Š8Ë Hadžić, M., Bankarstvo, Univerzitet Singidunum, Beograd, 2008. => Š7Ë Jović, Z., Menadžment finansijskih institucija, Univerzitet Singidunum, Beograd, 2008. Š8Ë Hadžić, M., Bankarstvo, Univerzitet Singidunum, Beograd, 2008. Š10Ë Wolf&McGill, Serbia Real Estate Market Projec tions, Belgrade, March 2008. Š11Ë www.nbs.rs Š12Ë www.ubs-asb.com 9 Izvor: web site Narodne banke Srbije Istraživanje zainteresovanosti populacije za elektronsku komunikaciju u pružanju zdravstvenih usluga UDK:
LL@(19448) Š10Ë Wolf&McGill, Serbia Real Estate Market Projections, Belgrade, March 2008. => 005.346:614.2 ; 007:61Ë:
LL@(19449) Š11Ë www.nbs.rs Š12Ë www.ubs-asb.com 9 Source: web site of the National Bank of Serbia Interest of the Population in Electronic Communication in the Health Services Provision Research Results UDC: 005.346:614.2 ; 007:61Ë:004 Marina Jovanović Milenković1 1Faculty of Organizational Sciences, Belgrade The subject of this paper is to present the results of the implementation of electronic communications in one segment of the electronic health system that is currently under development in the Republic of Serbia. => Marina Jovanović Milenković1 1Fakultet organizacionih nauka u Beogradu Tema ovog rada je prikaz rezultata istraživanja upotrebe elektronske komunikacije na jednom segmentu elektronskog zdravstvenog sistema koji je trenutno u fazi razvoja u Republici Srbiji.
LL@(19450) For an insight into the readiness of the Serbian population to adopt the electronic communication between doctors and patients, a research was conducted at the Center for testing hemostatic disorders, Blood Transfusion Institute of Serbia, in patients who were administered an oral anticoagulation therapy. => Da bi se sagledala spremnost stanovništva Srbije na elektronsku komunikacije između lekara i pacijenta, urađeno je istraživanje u Centru za ispitivanje poremećaja hemostaze, Instituta za transfuziju krvi Srbije, kod pacijenata kod kojih se primenjuje oralna antikoagulantna terapija.
LL@(19451) The survey was conducted on the basis of data collected on patient health, using application solution that is made specifically for this study. => Istraživanje je sprovedeno na osnovu prikupljenih podataka o zdravstvenom stanju pacijenta, primenom aplikativnog rešenja koje je izrađeno specijalno za ovo istraživanje.
LL@(19452) The collected data were analyzed and presented in statistical control charts. => Prikupljeni podaci su analizirani i prikazani statističkim kontrolnim kartama.
LL@(19453) The introduction of electronic health systems is a long and arduous task, aimed at creating a functional and modern health care system that will contribute to improving the health of the population. ~~~ 1. => Uvođenje elektronskog zdravstvenog sistema je dugoročan i naporan zadatak, s ciljem stvaranja funkcionalnog i savremenog zdravstvenog sistema koji će doprineti poboljšanju zdravlja stanovništva. 1.
LL@(19454) Introduction The electronic health-care system comprises the implementation of information and communication technologies, especially the Internet, for the purpose of improving and ensuring health, on one hand, and the health-care system, on the other Š1Ë. => Uvod Elektronski zdravstveni sistem podrazumeva korišćenje informaciono-komunikacionih tehnologija, posebno Interneta, radi unapređenja i obezbeđivanja zdravlja, s jedne, i sistema zdravstvene zaštite, s druge strane Š1Ë.
LL@(19455) It can be described as a system that is complementary to the traditional system of health services delivery; it eliminates paper as a medium and ensures that all the data on the patient and his/her health status are recorded in an electronic format and are accessed promptly and efficiently via a computer network the Internet Š2Ë Š3Ë. 2. nformation and communication technology implementation in communication in the provision of health services Information and communication technologies offer great opportunities and have an impact upon national economies and the global competition. => On se može definisati kao sistem koji predstavlja dopunu tradicionalnom sistemu pružanja zdravstvenih usluga, koji eliminiše papir kao medijum i omogućava da se svi podaci o pacijentu i njegovom zdravstvenom statusu beleže u elektronskoj formi i da im se brzo i efikasno pristupa putem računarske mreže - Interneta Š2Ë Š3Ë. 2. ~~~ Primena informaciono komunikacionih tehnologija u komunikaciji pri pružanju zdravstvenih usluga Informaciono-komunikacione tehnologije pružaju velike mogućnosti i imaju uticaj na nacionalne privrede i globalnu konkurentnost.
LL@(19456) Originally, they served as support to administrative activities (personnel, payroll, material and financial affairs, warehouse maintenance) and the activities in statistical reporting (health status assessment, work of health-care centres, data from the research of concern for the country, the region, and the like), however, the implementation of information technologies in the segment of support to its core activity significantly lags behind. => Počeci njihove primene u zdravstvenom sistemu vezuju se za podršku administrativnim poslovima (kadrovi, lični dohoci, materijalno finansijski poslovi, magacinsko poslovanje) i poslovima statističkog izveštavanja (ocena zdravstvenog stanja, rad zdravstvenih ustanova, podaci istraživanja od interesa za zemlju, region i sl.), dok je primena informacionih tehnologija u segmentu podrške osnovnoj delatnosti u značajnom kašnjenju.
LL@(19457) The potentials the information and communication technologies have in the health-care system can be employed to help citizens and health-care workers ensure a safer, higher-quality, more rational and better integrated health-care. => Informaciono-komunikacione tehnologije u sistemu zdravstvene zaštite imaju potencijal koji može biti iskorišćen u cilju pomoći građanima i zdravstvenim radnicima, zbog sigurnije, kvalitetnije, racionalnije i bolje integrisane zdravstvene zaštite.
LL@(19458) Information and communication technology is a means to achieve strategic goals in the health-care system Š4Ë, namely: development and improvement of management in all the elements of the system through decision making based on the facts provided by health-care workers, users, mediators and politicians; providing conditions for sustainable financing of the health-care system; measuring the key dimensions of the health-care system, such as availability, equality, quality, efficiency and sustainability. => Informaciono-komunikaciona tehnologija je sredstvo za postizanj? strateških ciljeva zdravstvenog sistema Š4Ë, odnosno: razvoja i unapređenja upravljanja u svim elementima sistema, putem donošenja odluka zasnovanih na dokazima od strane zdravstvenih radnika, korisnika, posrednika i političara; stvaranja uslova za održivo finansiranje sistema zdravstvene zaštite; merenja ključnih dimenzija sistema zdravstvene zaštite, kao što su dostupnost, jednakost, kvalitet, efikasnost i održivost.
LL@(19459) In planning and implementation of information and communication technology solutions into health-care we have to bear in mind the intersts of: citizrns, healthcare workers and any other social concern. => Prilikom planiranja i uvođenja rešenja informacionokomunikacionih tehnologija u zdravstvo treba voditi računa o interesima: građana, zdravstvenih radnika, i šireg društvenog interesa.
LL@(19460) The basic principles of information and communication technologies are: preservation of privacy and confidentiality of the data on the health status of an individual; efficiency and usability of the health-care informa tion system; promotion of an optimal usage of health status da ta; and high quality of health-care related information. => Osnovni principi informaciono-komunikacionih tehnologija su Š5Ë Š6Ë: očuvanje privatnosti i poverljivosti ličnih zdrav stvenih podataka; efikasnost i upotrebljivost zdravstvenog informa cionog sistema; promociju optimalne upotrebe zdravstvenih po dataka i visok kvalitet zdravstvenih informacija. 3.
LL@(19461) 3. ~~~ Research into the implementation of application solution in the health-care system The health-care system is one of the most complex systems in a state. => Istraživanje korišćenja aplikativnog rešenja u zdravstvenom sistemu Zdravstveni sistem predstavlja jedan od najsloženijih sistema u bilo kojoj državi.
LL@(19462) Due to its importance and its impact upon the health status of the population of each state, as well as due to its relevant economic influence, the state implements a large number of measures in health-care system planning and management in order to ensure steady financing and a rational and quality health-care system, with an intention to ensure the basic health protection to its citizens within the available resources Š7Ë. such as web applications and SMS services. => S obzirom na njegov značaj i uticaj na zdravstveno stanje stanovništva svake države, kao i zbog velikog ekonomskog uticaja, država sprovodi niz mera u planiranju i upravljanju zdravstvenim sistemom kako bi obezbedila stabilno finansiranje i racionalan i kvalitetan sistem pružanja zdravstvene zaštite, a sve to u cilju da se u okviru raspoloživih sredstava, stanovništvu obezbedi osnovna zdravstvena zaštita Š7Ë. 3.
LL@(19463) The implementation of these helps obtain the following Š8Ë: 3.1. ~~~ Subject and goals of implementation of application solutions When seeking the necessary information, the user becomes aware that the weaknesses in the health-care system are many and he/she wastes a lot of time to find and organize information. => Predmet i cilj implementacije aplikativnog dostupnija komunikacija pacijenata i lekara; rešenja Svaki korisnik zdravstvenog sistema suočava se s velikim nedostacima u pogledu potrebnih informacija i troši mnogo vremena na traženje i sređivanje informacija.
LL@(19464) The basic data can be found in paper documentation, however, they are not easily accessible, nor are they included into an integrated format so that a general insight into the treatment and care of the patient can be obtained. => Osnovni podaci se nalaze u papirnoj dokumentaciji, koji nisu lako pristupačni niti su uključeni u integrisani oblik kako bi se dobila ukupna slika o lečenju i nezi pacijenta.
LL@(19465) This weakness concerning the accessibility of information is rather widespread. => Ovaj nedostatak u pogledu dostupnosti informacija je vrlo raširen.
LL@(19466) It often happens that healthcare centres have to deliver a health service to an individual without knowing what has been previously done; thus the patient may receive the treatment that is not necessary, effective, or that may even endanger his/her health. => Zdravstvene ustanove često moraju da pruže zaštitu pojedincima, a da pri tome ne znaju šta je prethodno urađeno, što dovodi do lečenja koje nije potrebno, koje nije delotvorno ili čak opasno.
LL@(19467) The lack of accessibility of all the information on the patient, e.g., laboratory findings, may result into medical errors or into an unnecessary repetition of laboratory tests. ~~~ This problem can be easily solved by using information systems that can communicate. => Nedostupnost svih informacija o pacijentu, kao što su laboratorijski rezultati, može dovesti do medicinskih grešaka ili nepotrebnog ponavljanja laboratorijskih testova, a taj problem se lako prevladava korišćenjem informacionih sistema koji mogu da komuniciraju.
LL@(19468) It is for these reasons that a research has been conducted into the willingness of the Serbian population to adopt an electronic type of communication between the physician and the patient. => Iz tih razloga, urađeno je istraživanje u vezi spremnosti populacije Srbije na elektronsku komunikaciju između lekara i pacijenta.
LL@(19469) The research was based on an application solution of the health-care system segment meant for the patients receiving an anticoagulant therapy. => Istraživanje se zasnivalo na aplikativnom rešenju segmenta elektronskog zdravstvenog sistema koji je namenjen pacijentima sa antikoagulantnom terapijom.
LL@(19470) The anticoagulant therapy is a medicament therapy that is meant to prevent forming and/or activity of thrombin and thus block the coagulant cascade. => Antikoagulantna terapija je terapija medikamentima, koja sprečava nastanak i/ili aktivnost trombina i time blokira kaskadu koagulacije.
LL@(19471) The treatment of such patients reaquires a timely measurement of INR (International Normalised Ratio) values in the blood, which is the ratio between the patient prothrombin period and the prothrombin control time. => Lečenje ovih pacijenata podrazumeva pravovremeno merenje vrednosti INR (International Normalised Ratio) u krvi, koji predstavlja odnos protrombinskog vremena pacijenta i kontrolnog protrombinskog vremena.
LL@(19472) The application solution devised for this research was designed in accordance with the basic model of the health-care system. => Aplikativno rešenje koje je urađeno za ovo istraživanje je projektovano u skladu sa osnovnim modelom zdravstvenog sistema.
LL@(19473) The solution is based on the establishment of electronic communication between the physician and the patient. => Rešenje se zasniva na uspostavljanju elektronske komunikacije između lekara i pacijenta.
LL@(19474) The goal of the application solution implementation is to collect and analyse the data on the patients and on the extent to which they implement the application. => Cilj implementacije aplikativnog rešenja je prikupljanje i analiza podataka o pacijentima i njihovom korišćenju aplikacije.
LL@(19475) The method used in data collection is the implementation of information and communication technologies a better and more direct exchange of knowledge and information between physicians, on the basis of patients electronic medical records; a more easily accessible patient-physician commu nication; a mass and interactive education of citizens in the field of desease prevention and treatment of patients; a more rational employment of capacities and a higher efficiency of use of equipment and technical resources through an automated integration of diagnostic and therapy information in the patients electronic medical record. => Primenjena metoda za prikupljanje podataka je primena informaciono-komunikacionih tehnologija, kao što su veb aplikacije i SMS servisi. ~~~ Njihovom primenom se postiže Š8Ë: bolja i neposrednija razmena znanja i informacija između lekara, na bazi zajedničkih elektronskih kartona pacijenata; masovnija i interaktivna edukacija stanovništva u prevenciji bolesti i lečenju pacijenata; racionalnije upošljavanje kapaciteta i povećanje iskorišćenja opreme i tehničkih sredstava, kroz automatizovanu integraciju dijagnostičkih i terapijskih informacija u elektronski karton pacijenta.
LL@(19476) The gathered data were submitted to analysis on the basis of the statistical process control. => Dobijeni podaci su se analizirali na osnovu statističke kontrole procesa.
LL@(19477) The idea was to use a relevant number of service users that implement the application and find the percentage of users that adopt the electronic health-care system as a novel method of health-care service delivery. => Ideja je da se na osnovu dovoljnog broja korisnika usluga koji koriste aplikaciju, sagleda procenat korisnika koji prihvataju elektronski zdravstveni sistem kao nov načina pružanja zdravstvenih usluga.
LL@(19478) The solution to the application can be implemented in all medical facilities whose core activity is medical care provision. => Rešenje aplikacije je primenljivo u svim medicinskim ustanovama koje kao primarnu delatnost, imaju medicinsko zbrinjavanje pacijenata.
LL@(19479) The precondition for a fruitful physician-patient communication is the identification system. => Preduslov uspešne komunikacije između lekara i pacijenta je sistem identifikacije.
LL@(19480) The solution proposed means that basic parametres have to be defined to identify the target group of users, and these are: unified patient identifier; unified physician identifier; and unified health-care centre identifier. => Predlog rešenja podrazumeva definisanje osnovnih parametara koji će služiti za identifikaciju ciljnih grupa korisnika, a to su: jedinstveni identifikator pacijenata; jedinstveni identifikator lekara i jedinstveni identifikator zdravstvenih ustanova.
LL@(19481) The unified patient identifier serves to link data, regardless of where they are stored, on which locations, i.e., on different media. => Pomoću jedinstvenog identifikatora pacijenta, povezuju se podaci, bez obzira na to gde se oni nalaze, na kojim su lokacijama, tj. na različitim medijima.
LL@(19482) The unified physician identifier allows for a unified identification of medical workers in the health-care system as well as records of their treatment related to individual patient and his/her health problem. => Jedinstveni identifikator lekara omogućuje jedinstvenu identifikaciju zdravstvenih radnika u sistemu zdravstvene zaštite i evidenciju njihovog rada vezanu za pojedinačnog pacijenta i njegov zdravstveni problem.
LL@(19483) The unified health-care centre identifier serves to unambiguously identify the existing operating state and private health-care institutions. ~~~ 3.2. => Jedinstveni identifikator zdravstvene ustanove služi za jednoznačnu identifikaciju postojećih državnih i privatnih zdravstvenih ustanova u kojima se odvija sistem zdravstvene zaštite. 3.
LL@(19484) Functional organization of data flow in the application solution The key precondition for this application solution is the data flow organization. => Funkcionalna organizacija toka podataka u aplikativnom rešenju Neophodna osnova za funkcionisanje ovog aplikativnog rešenja je organizacija toka podataka.
LL@(19485) The data flow organization architecture is built on the needs of the basic categories of system users (physicians and patients) and provides the exchange, processing, storage and use of the data. => Struktura organizacije toka podataka bazirana je na potrebama osnovnih kategorija korisnika sistema (lekara i pacijenata) i obezbeđuje razmenu, obradu, skladištenje i upotrebu podataka.
LL@(19486) The data flow organization architecture is presented in Figure 1. => Šema organizacije toka podataka prikazana je na slici 1.
LL@(19487) With the implementation of this data flow organization the following is achieved: entry of system users data; data exchange between the system users; physicians insight into the consistency of data en try; entry of data on the patients health status into the electronic medical records; statistical processing of relevant parametres that are observed. ~~~ The sequence of the activities in the application solution implementation is presented in Figure 2. ~~~ Figure 1. => Ovakvom organizacijom toka podataka postiže se sledeće: evidentiranje podataka o korisnicima sistema; razmena podataka između korisnika sistema; uvid lekara u konzistentnost unosa podataka; upis podataka o zdravstvenom stanju pacijenta u zdravstveni elektronski karton; statistička obrada relevantnih parametara koji se prate. [ematski prikaz redosleda aktivnosti u korišćenju aplikativnog rešenja prikazani su na slici 2.
LL@(19488) Data flow organization architecture In the application solution the communication starts from the patient. => Slika 1. [ema organizacije toka podataka Komunikacija u aplikativnom rešenju polazi od pacijenta.
LL@(19489) The patient first has to register with the system and then enter the data into the application. => Pacijent na početku mora da se prijavi u sistem, a potom unosi podatke u aplikaciju.
LL@(19490) The system receives the data and enters the identified patient into the documentation. => Sistem prima podatke i pristupa dokumentaciji identifikovanog pacijenta.
LL@(19491) The data are then recorded into the electronic medical record as well as into the patient data base. => Podaci se arhiviraju u elektronski zdravstveni karton i u bazu podataka pacijenta.
LL@(19492) The physician also accesses the application. => Lekar takođe pristupa aplikaciji.
LL@(19493) He checks the entered data on the patient and makes sure that the medication dose is adequate. => On proverava unesene podatke pacijenta i kontroliše da li je doza leka koju uzima adekvatna.
LL@(19494) In case of emergency, he has to contact the patient by phone. => U hitnim slučajevima, on mora da kontaktira pacijenta pozivajući ga telefonom.
LL@(19495) The communication in the model is two-way the user and the system exchange the data in both directions. => Slika 2. ~~~ Redosled aktivnosti u korišćenju aplikativnog rešenja Komunikacija u modelu je dvosmerna korisnik i sistem razmenjuju podatke u oba smera.
LL@(19496) The data are transferred via the web service or via the mobile phone. => Razmena podataka se realizuje preko veb-servisa ili mobilnog telefona.
LL@(19497) The information and the functions of the system are accessible only to authorised and authenticised individuals that function in the roles of the authorised physician and the patient. => Informacije i funkcije sistema su pristupačne samo za ovlašćene autentifikovane pojedince, koji funkcionišu u ulogama autorizovanog lekara i pacijenta. 4.
LL@(19498)  => Rezultati i analiza istraživanja Istraživanje je obavljeno u skladu sa Helsinškom deklaracijom iz 1975, revidiranom 1983 godine, uz odobrenje Etičkog komiteta Instituta za transfuziju krvi Srbije i pismenu saglasnost svih bolesnika koji su bili uključeni u istraživanje.
LL@(19499) The application solution allows for a statistical tracking of data that make an individual and group observation of patients, controlled by the observation period and the values of the parametre observed. => Aplikativno rešenje omogućava statističko praćenje podataka koji predstavljaju pojedinačnu i zbirnu opservaciju pacijenata, praćenu kroz vreme trajanja posmatranja i vrednosti parametra koji se prati.
LL@(19500) The application contains a database with the data entered: textual data basic data on the patient; numerical data laboratory values. => Aplikacija sadrži bazu sa unetim podacima: tekstualni podaci - osnovni podaci o pacijentu; numerički podaci - laboratorijske vrednosti.
LL@(19501) The application solution is characterised by three stadia in the so-called diagnostic-therapy cycle: observation, diagnosis, therapy. => Aplikativno rešenje ima tri stadijuma, u takozvanom dijagnostičko-terapijskom ciklusu: opservacija posmatranje, dijagnoza, terapija.
LL@(19502) The patient sends data, the data are entered into his database and the decision is made as to the further therapy for the patient. ~~~ Figure 2. => Pacijent šalje podatke, podaci se ubacuju u njegovu bazu podataka i donosi odluka u vezi sa daljom terapijom pacijenta.
LL@(19503) The sequence of activities in application solution implementation 4. => 
LL@(19504) Research findings and analysis The research was conducted in accordance with the 1975 Declaration of Helsinki revised in 1983 with the approval of the Ethical Committee of the Blood Transfusion Institure of Serbia where the oral anticoagulant therapy is administered. => U istraživanje je bilo uključeno ukupno 200 pacijenata koji se redovno kontrolišu u Centru za ispitivanje poremećaja hemostaze Instituta za transfuziju krvi Srbije, a kod kojih se primenjuje oralna antikoagulantna terapija.
LL@(19505) The sample included 116 male patients and 84 females 20 to 82 years of age (the median was 61 years of age). => U grupu ispitanika bilo je uključeno 116 muškaraca i 84 žene starosti od 20 do 82 godine (medijana 61 godina).
LL@(19506) The criterion observed in including the respondents into the research process was that the patient receives a permanent anticoagulant therapy, that is, in the INR therapy span of the last three months. => Kriterijum za uključivanje u proces istraživanja bio je da su bolesnici na stabilnoj antikoagulantnoj terapiji, odnosno u terapijskom rasponu INR poslednja tri meseca.
LL@(19507) The research methodology is shown in Table 1. => Metodologija istraživanja prikazana je u tabeli 1.
LL@(19508) Realization period Research was conducted from September 2009 until September 2010 200 patients Sample size Target population Patients receiving Research field Table 1. => Period realizacije Veličina uzorka Ciljna populacija Područje istraživanja Istraživanje je sprovedeno od septembra 2009. do septembra 2010. godine 200 pacijenata Pacijenti kod kojih se primenjuje antikoagulantna terapija Beograd Tabela 1.
LL@(19509) Research methodology anticoagulant therapy Beograd Over a period of one year, patients were asked to record the INR values on a fortnight basis. => Metodologija istraživanja Tokom godinu dana, pacijenti su trebali da unose vrednosti INR svake dve nedelje.
LL@(19510) Several points in time period were observed within the study analysis after one month, after 4 months, after 6 months, after 10 months and after 12 months. => U okviru studije analize, razmatrano je nekoliko vremenskih tačaka posle mesec dana, 4 meseca, 6 meseci, 10 meseci i 12 meseci.
LL@(19511) The respondents accessed the application via the web or the mobile phone. => Ispitanici su putem veba ili mobilnog telefona pristupali aplikaciji.
LL@(19512) They entered the measured values of INR in blood. => Pacijenti unose u aplikaciju izmerene vrednosti INR-a u krvi.
LL@(19513) On access to application, each patient was asked if they would agree to receive electronic mail, i.e., an SMS to remind them to timely measure the INR values in blood. => Data je mogućnost pacijentu da se pri prijavi u aplikaciju saglasi da prima elektronsku poštu, tj. SMS koji podseća na pravovremeno merenje vrednosti INR-a u krvi.
LL@(19514) A too early or a delayed sample of blood may reduce the effects of the therapy and cause grave health problems. => Preuranjeno ili zakasnelo uzimanje uzorka krvi može smanjiti rezultat terapije, i prouzrokovati ozbiljne zdravstvene tegobe.
LL@(19515) The mandatory frames on the screen format of the application are: patient identifier, the results of the laboratory analysis of blood, date and time. => Na ekranskoj formi aplikacije obavezna polja su: identifikator pacijenta, rezultat laboratorijske analize krvi, datum i vreme Slika 3.
LL@(19516) Figure 3. ~~~ The application site for recording the measured INR values This type of organization serves to avoid that the patients often add the analysis results, and the records of doctors order and diagnoses reduced entering unidentified or doubbled analyses to a considerable extent. => Izgled stranice aplikacije koja se odnosi na unos izmerenih vrednosti INR-a Ovakvom organizacijom se izbegava često dopisivanje analiza od strane samih pacijenata, a evidencijom uputa i uputnih dijagnoza znatno je smanjeno pisanje neindifikovanih i dupliranih analiza.
LL@(19517) If necessary, the laboratory findings can always be printed on a local printer. => Ako je potrebno, laboratorijski nalaz se uvek može odštampati na lokalnom štampaču.
LL@(19518) The possible INR values are classified into 7 categories. => Moguće vrednosti INR-a su podeljene u 7 kategorija.
LL@(19519) Hence the recommendation to the patient as regards the therapy differs in accordance to the category. => Zavisno od toga, različita je i preporuka sistema pacijentu u vezi sa uzimanjem terapije.
LL@(19520) The possible values are the following Š9Ë: when the INR value is lower than 1, it is necessary that the patient should see the physician. when the INR value is between 1 and 2, it is necessary that the weekly dose be encreased by 520%. when the INR value is between 3 and 3.5, it is necessary that the weekly dose be reduced by 5-15%. when the INR value is between 3.6 and 4, it is necessary that one dose be skipped and the weekly dose be reduced by 10-15%. when the INR value is between 4 and 5, it is necessary that one dose be skipped and the weekly dose be reduced by 10-20%. when the INR value exceeds 5, it is necessary that the patient should see the physician. the referent INR value is between 2.0 and 3.0. => Moguće vrednosti su Š9Ë: kada je vrednost INR manja od 1, potrebno je da se pacijent javi lekaru, kada je vrednost INR između 1-2, potrebno je da se poveća nedeljna doza za 5-20%, kada je vrednost INR između 3-3,5, potrebno je smanjiti nedeljnu dozu za 5-15%, kadaje vrednost INR između 3,6-4, potrebno je preskočiti jednu dozu i smanjiti nedeljnu dozu za 10-15%, kada je vrednost INR između 4-5, potrebno je preskočiti jednu dozu i smanjiti nedeljnu dozu za 10-20%, kada je vrednost INR veća od 5, potrebno je da se pacijent javi lekaru referentna vrednost INR-a je između 2,0-3,0.
LL@(19521) In case the INR values do not correspond to the above described values, the system automatically notifies the physician of the emergency of the case. => Ukoliko vrednosti INR-a ne odgovaraju opisanim vrednostima, sistem automatski obaveštava lekara o hitnosti slučaja.
LL@(19522) On the basis of the enetered values a control card of numerical characteristics is obtained. => Na osnovu unetih vrednosti, dobija se kontrolna karta numeričkih karakteristika.
LL@(19523) The green zone shows that the INR values are within normal values, the yellow zone is the action zone, whereas the red zone is the alarm zone. => Zelena zona označava da su vrednosti INR-a u granicama normale, žuta zona je zona akcije, a crvena - zona upozorenja.
LL@(19524) The system displays a control card for each patient, showing whether the values vary in predicted or in unpredicted ranges, and also when the deviation is high enough to call for a corrective action. => Za svakog pacijenta sistem prikazuje kontrolnu kartu, na kojoj se vidi da li vrednosti variraju u očekivanim ili neočekivanim granicama, kao i kada je odstupanje toliko da se mora preduzeti korektivna akcija.
LL@(19525) The following graph presents the control card with INR values of blood, entered by the patient. => Sledeći grafikon prikazuje kontrolnu kartu, sa vrednostima INR-a iz krvi koje je pacijent unosio.
LL@(19526) The entered data are automatically transferred into the patients electronic medical record. => Uneti podaci se automatski prenose u elektronski karton pacijenta.
LL@(19527) In this case, the physician could see in the application that the patient does not access the system, therefore the physician contacted the patient in person. => U ovom slučaju lekar je iz uvida u aplikaciju video da pacijent ne pristupa sistemu, pa ga je lično pozvao.
LL@(19528) The treatment and the control continued in a traditional way, namely, the patient went to the health-care centre to see his doctor. => Proces lečenja i kontrola se nastavila na tradicionalan način, te je pacijent odlazio u zdravstvenu ustanovu kod lekara.
LL@(19529) Generally, after a year of entering the iNR values into the application, the following conclusions could be drawn. => Generalno, posle godinu dana unosa vrednosti INR-a u aplikaciju, došlo se do sledećih zaključaka.
LL@(19530) At the beginning of the research, the patients included in the study adopted the new way of control of their health status. => Na početku istraživanja, prijavljeni pacijenti su prihvatili nov način kontrole svog zdravstvenog stanja.
LL@(19531) A number of patients, however, discontinued accessing the application over time (chart 1). => Međutim, jedan broj pacijenata je vremenom odustajao od pristupa aplikaciji (grafikon 1).
LL@(19532)  => Grafikon 1. ~~~ Broj pacijenata koji su unosili vrednosti INR-a u sistem u odnosu na vreme U tabeli 3 prikazan je procenat pacijenata koji su unosili vrednosti INR-a u odnosu na pet vremenskih tačaka.
LL@(19533) Figure 4. => Tabela 3.
LL@(19534)  => Procenat pacijenata koji su unosili vrednosti INR-a Ukupan broj pacijenata koji su unosili mesečno podatke Vremenski rok Posle mesec dana Posle četiri meseca Posle šest meseci Posle deset meseci 118 Posle godinu dana % 100% 85% 70,3% 59,26% 59,26% Slika 4.
LL@(19535) The chart of entered patients INR values The expert system compares the entered values and makes a decision as to the next step concerning the dosage of the medicine the patient is to be administered in order that his/her health should be stabilized. => Grafički prikaz unetih vrednosti INR-a jed nog pacijenta Ekspertni sistem upoređuje te unesene vrednosti, i donosi odluku o sledećem koraku koji se odnosi na dozu leka koju pacijent treba da uzme, da bi se njegovo zdravstveno stanje stabilizovalo.
LL@(19536) Table 2 presents the number of entries of INR values for a given patient as regards five time points. => Tabela 2 pokazuje broj unosa vrednosti INR-a za datog pacijenta u odnosu na pet vremenskih tačaka.
LL@(19537) It is clear from the table that throughout the research period (one year) the patient checked his health status via the electronic communication with the physician. => Iz tabele se može videti da je pacijent sve vreme istraživanja (godinu dana) svoje zdravstveno stanje proveravao putem elektronske komunikacije sa lekarom.
LL@(19538) Table 2. => Tabela 2.
LL@(19539) The number of entered INR values as regards five points in time Time period After one month After four months After six months After ten months After one year Total entries made by the patient % 100% 100% 100% 100% 100% Chart 1. ~~~ Number of patients who entered INR values as regards time Table 3 illustrates the percentage of patients who eneterd the iNR values as regards the five time points. ~~~ Table 3. => Broj unetih vrednosti INR-a u odnosu na pet vremenskih tačaka Vremenski rok % je Ukupan broj unosa koje unosio pacijent Posle mesec dana Posle četiri meseca 8 Posle šest meseci Posle deset meseci Posle godinu dana 100% 100% 100% 100% 100% Međutim nisu svi pacijenti bili aktivni u unosu vrednosti INR-a u sistem tokom godinu dana.
LL@(19540) Number of patients who entered INR values Total number of patients who entered data monthly % 100% 85% 70,3% 59,26% 59,26% Not all patients, however, were active in entering the INR values into the system during the one year period. => 
LL@(19541) The following example illustrates that the patient discontinued recording the data into the application. => Na sledećem primeru može da se vidi da je pacijent posle šest meseci odustao od unosa podataka u aplikaciju.
LL@(19542) Figure 5 indicates that the patient accessed the application 11 times and recorded the INR values. => Slika 5 ukazuje da je pacijent ukupno 11 puta pristupao aplikaciji i unosio vrednosti INR-a.
LL@(19543) Figure 5. => Slika 5.
LL@(19544) A review of INR values and a graph for a patient that discontinued recording after 6 months. => Pregled vredosti INR i grafički prikaz za pacijenta koji je odustao posle 6 meseci Nakon završenog istraživanja, došlo se do zaključka da je 118 pacijenata sve vreme kontrolisalo svoje vrednosti INR-a i redovno ih unosilo u aplikaciju, što čini 59,26% prijavljenih pacijenata.
LL@(19545) The percentage of use of the computer and the mobile phone to enter the INR values is shown in chart 2. => Taj je procenat izuzetno visok, ako se posmatra sa stanovišta starosti pacijenata, jer medijana starosti je 61 godina.
LL@(19546)  => S obzirom na to da je pristup aplikaciji moguć sa računara ili mobilnog telefona, istraživanje je pokazalo da je većina unosa vrednosti INR-a u aplikaciju bila putem SMS poruka.
LL@(19547)  => To upravo proizilazi iz činjenice da je upotreba mobilnog telefona za pristup aplikaciji lakša iz nekoliko razloga: moguć je pristup aplikaciji u tačno vreme; moguć je pristup aplikaciji bez obzira na trenut nu lokaciju pacijenta; Procentualni prikaz korišćenja računara i mobilnog telefona za unos vrednosti INR-a prikazan je na grafikonu 2.
LL@(19548) Chart 2. => Grafikon 2.
LL@(19549) The chart showing the percentage of use of the computer and the mobile phone to enter the INR values Conclusion The research conducted shows that the population is interested and that their attitude to the introduction of the electronic health-care system is positive. => Grafički prikaz korišćenja računara i mobilnog telefona za unos vrednosti INR-a 82,7% stanovništva koristi mobilni telefon Š10Ë. ~~~ Zaključak Sprovedeno istraživanje ukazuje da postoji zainteresovanost populacije i njihov pozitivan odnos prema uvođenju elektronskog zdravstvenog sistema.
LL@(19550) This attitude results from the fact that the implementation of technology in everyday activities is increasing. => Taj stav proizilazi iz činjenice da se tehnologija sve više koristi u svakodnevnim aktivnostima.
LL@(19551) The findings of the research show that the majority of people are in favour of improving the quality of healthcare services on the local level, using the information and communication technologies. => Rezultat istraživanja pokazuje da postoji većinsko opredeljenje za poboljšanje kvaliteta zdravstvenih usluga na lokalnom nivou korišćenjem informacionokomunikacionih tehnologija.
LL@(19552) These results demonstrate that it is necessary that a decision should be made on the level of the Republic of Serbia that lectures should be delivered in which the citizens would learn about the basics and the possibilities to use the ICT in health-care services. => Rukovođeni ovim rezultatom, potrebno je da se na nivou Republike Srbije donese odluka o organizovanju predavanja na kojima bi se populacija upoznala sa osnovama i mogućnostima korišćenja IKT-a u zdravstvu.
LL@(19553) This would raise awareness about the need to improve the delivery of health-care services and create a positive general attitude on the establishment of an electronic health-care system. => Time bi se uticalo na podizanje stanja svesti o poboljšanju dobijanja zdravstvenih usluga i stvaranju generalnog stava o formiranju elektronskog zdravstvenog sistema.
LL@(19554) The research gives basis to a conclusion that the citizens of the Republic of Serbia are willing to adopt the electronic health-care system which will ensure that the treatment process remains the same, however, the method of treatment will be easier and more efficient. => Iz prethodnog istraživanja može se zaključiti da je stanovništvo Republike Srbije spremno na uvođenje elektronskog zdravstvenog sistema, koji doprinosi da proces lečenja ostane isti, ali način njegovog izvođenja lakši i efikasniji.
LL@(19555) The pace in the development and expansion of the electronic health-care system worldwide shows that its implementation in this country is not the issue of necessity and profitability, but only a question of time. => Brzina razvoja i širenje elektronskog zdravstvenog sistema u svetu, ukazuju na to da implementacija kod nas ne predstavlja pitanje neophodnosti i isplativosti, već samo pitanje vremena.
LL@(19556) Upon the completion of the research, the conclusion is drawn that 118 patients have continually controlled their INR values and regularly entered them into the application, which makes up 59.26% of respondents. => 
LL@(19557) The percentage is very high, from the aspect of the patients age, since the age median is 61 years of age. => 
LL@(19558) Given that the access to the application is possible from the computer or via the mobile phone, the research has shown that a majority of INR value entries was via the SMSs. => 
LL@(19559) This is evident from the fact that the use of the mobile phone to access the application is easier for several reasons: access to application is possible right in time; access to application is possible regardless of the patients actual location; 82.7% of population use the mobile phone Š10Ë. Table 4 presents the percentage of patients who used the computer, or mobile phone to enter the INR values as regards the five time points. => U tabeli 4 je prikazan procenat pacijenata koji su koristili računar, odnosno mobilni telefon za unos vrednosti INR-a u odnosu na pet vremenskih tačaka.
LL@(19560) Table 4. => Tabela 4.
LL@(19561) The percentage of patients who used the computer, or mobile phone to enter the INR values Number of patients who entered data monthly Data entry via computer Data entry via mobile phone Numb er of patient s % Numb er of patien ts % 49% 102 51% 44% 95 40% 84 41% 69 41% 69 56% 60% 59% 59% Time period After one month After four months After six months After ten months After one year REFERENCE Š1Ë Princeton NJ., The eHealth Landscape, The Robert Wood Johnson Foundation, 2001, dostupno na www.rwjf.org/app/rw_publications_and_links/publi cationsPdfs/eHealth.pdf Š2Ë Biočanin R., Panić S., Kozomara R., Menadžment u e-zdravstvu, 35. nacionalna konferencija o kvalitetu, Kragujevac, 2008. ~~~ Š3Ë Blaya J., Fraser H., Holt B., E-Health Technologies Show Promise In Developing Countries, Health Affairs, 2010. ~~~ Š4Ë Karanović N., Uloga informaciono-komunikacionih tehnologija sistemu Republike Srbije, Ministarstvo zdravlja, Beograd, 2008. ~~~ (IKT) u zdravstvenom Š5Ë Fayn, J., Rubel, P., Toward a Personal Health Society in Cardiology, IEEE Transactions on Information Technology in Biomedicine, Volume 14 Issue: 2, 2010. => Procenat pacijenata koji su koristili računar, odnosno mobilni telefon za unos vrednosti INR-a Broj pacijena ta koji su unosili mesečno podatke Unos podataka putem računara Unos podataka preko mobilnog telefona Broj pacijenata % Broj pacijenata % 49% 51% 44% 56% 40% 60% 41% 59% 41% 59% Vremenski rok Posle mesec dana Posle četiri meseca Posle šest meseci Posle deset meseci Posle godinu dana LITERATURA Š1Ë Princeton NJ., The eHealth Landscape, The Robert Wood Johnson Foundation, 2001, dostupno na www.rwjf.org/app/rw_publications_and_links/publicationsPdfs/eHealth.pdf Š2Ë Biočanin R., Panić S., Kozomara R., Menadžment u e-zdravstvu, 35. nacionalna konferencija o kvalitetu, Kragujevac, 2008. Š3Ë Blaya J., Fraser H., Holt B., E-Health Technologies Show Promise In Developing Countries, Health Affairs, 2010. Š4Ë Karanović N., Uloga informaciono-komunikacionih tehnologija (IKT) u zdravstvenom sistemu Republike Srbije, Ministarstvo zdravlja, Beograd, 2008. Š5Ë Fayn, J., Rubel, P., Toward a Personal Health Society in Cardiology, IEEE Transactions on Information Technology in Biomedicine, Volume 14 Issue: ~~~ 2, 2010.
LL@(19562) Š6Ë Jiehui J., Zhuangzhi Y., Jun S. , Prabhu K., Freudenthal A., A mobile monitoring system of blood pressure for underserved in China by information and communication technology service, IEEE Transactions on Information Technology in Biomedicine, Volume 14 Issue 3, 2010. => Š6Ë Jiehui J., Zhuangzhi Y., Jun S. , Prabhu K., Freudenthal A., A mobile monitoring system of blood pressure for underserved in China by information and communication technology service, IEEE Transactions on Information Technology in Biomedicine, Volume 14 Issue 3, 2010.
LL@(19563) Š7Ë Frenk J., he Global Health System: Strengthening National Health Systems as the Next Step for Global Progress. => Š7Ë Frenk J., he Global Health System:
LL@(19564) PLoS Medicine, 2010. ~~~ Š8Ë Jovanović Milenković M., Milenković D., Radojičić Z., Vukmirović D., Primena web i SMS tehnologija u zdravstvu, Simpozijum o operacionim istraživanjima SYM-OP-IS 2010, Tara, 2010. => Strengthening National Health Systems as the Next Step for Global Progress.
LL@(19565) Š9Ë Frančetić I., Bakran I., Huić M., Marčelo I., MakarAušperger K., Erdejić V., Antikoagulansi, trombolitici, antitrombociti, Zavod za kliničku farmakologiju, Klinika za unutrašnje bolesti KBC Rebro, Zagreb, 2007. => PLoS Medicine, 2010. Š8Ë Jovanović Milenković M., Milenković D., Radojičić Z., Vukmirović D., Primena web i SMS tehnologija u zdravstvu, Simpozijum o operacionim istraživanjima SYM-OP-IS 2010, Tara, 2010. Š9Ë Frančetić I., Bakran I., Huić M., Marčelo I., Makar-Aušperger K., Erdejić V., Antikoagulansi, trombolitici, antitrombociti, Zavod za kliničku farmakologiju, Klinika za unutrašnje bolesti KBC Rebro, Zagreb, 2007. Š10Ë Vukmirović D., Pavlović K., [utić V., Upotreba informaciono-komunikacionih tehnologija u Republici Srbiji, Republički zavod za statistiku Srbije, Beograd, 2010. ~~~ Mala i srednja preduzeća zamajac ekonomskog razvoja UDK:
LL@(19566) Š10Ë Vukmirović D., Pavlović K., Šutić V., Upotreba informaciono-komunikacionih u Republici Srbiji, Republički zavod za statistiku Srbije, Beograd, 2010. tehnologija Small and Medium Enterprises Economic Development Drivers UDC: 330.34:334.012.63/.64 Miroslav Gveroski, Aneta Risteska, Stevčo Dimeski Faculty of Economics Prilep, m_gveroski¿yahoo.com Faculty of Economics Prilep, a_risteska¿yahoo.com Stopanska Banka AD Skopje, sdimeski¿stb.com.mk XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia Considering the fact that many of the countries are going through a transitional period, the drivers of development should be small and medium enterprises. => 330.34:334.012.63/. ~~~ Miroslav Gveroski, Aneta Risteska, Stevčo Dimeski Ekonomski fakultet Prilep, m_gveroski¿yahoo.com Ekonomski fakultet Prilep, a_risteska¿yahoo.com Stopanska Banka AD Skopje, sdimeski¿stb.com.mk XII Internacionalni Simpozijum SymOrg 2010, 09.-12. ~~~ Jun 2010, Zlatibor, Srbija Veliki broj zemalja prolazi kroz period tranzicije i stoga MSP predstavljaju značajne zamajce razvoja.
LL@(19567) In this paper an analysis of the meaning of SMEs will be performed in a way to show the huge contribution of SMEs for overcoming the causes of transition and recovering the competition, entrepreneurship and increasing the economy efficiency. => U ovom radu predstavićemo analizu MSP s ciljem da prikažemo njihov doprinos u prevazilaženju posledica tranzicije, povećanju konkurencije, preduzetništvu i efikasnosti ekonomije.
LL@(19568) The elaboration of perspectives and advantages of small and medium enterprises is given at the end. => Na kraju ovog rada elaborirane su prednosti i nedostaci malih i srednjih preduzeća.
LL@(19569) Introduction Considering the fact that many of the countries are going through transitional period the drivers of development should be small and medium enterprises. => Uvod 1. MSP i ekonomski razvoj Veliki broj zemalja prolazi kroz period tranzicije, a pokretači razvoja trebalo bi da budu mala i srednja preduzeća.
LL@(19570) The significant appearance in the period of the seventies of the 20th century was decreasing the rate of GDP, increasing the unemployment, decreasing the investment activities. => Značajne karakteristike perioda sedamdesetih godina prošloga veka bile su pad BDP, porast nezaposlenosti i smanjenje investicija.
LL@(19571) The only way for enlarging the economic activities is bigger liberty on the market and decreasing the role of the state in the economy life. => Jedini način da se poveća privredna aktivnost bio je da se omogući veća sloboda tržišta i smanji uloga države u privrednoj sferi.
LL@(19572) This is important for stimulating the competition, entrepreneurship and economy efficiency in the national economy. => To je važno zbog stimulisanja konkurencije, preduzetništva i privredne efikasnosti u nacionalnoj ekonomiji.
LL@(19573) It helps for entrepreneurships reconstitution, manifested by establishing the small and medium enterprises which lean on creativity, entrepreneurship spirit and individual innovation. => Preduzetništvo se ponovo uspostavlja tako što se osnivaju mala i srednja preduzeća koja se oslanjaju na kreativnost, preduzetnički duh i inovacije koje uvode pojedinci.
LL@(19574) On this way the economy structure has more flexibility and the probabilities for productivity technically reconstructions. => Ekonomska struktura tako postaje fleksibilnija i veći su izgledi za produktivnost i tehničku rekonstrukciju.
LL@(19575) The number of SMEs is increasing permanently in developed countries but also in developing countries. => U razvijenim zemljama broj malih i srednjih preduzeća je u stalnom porastu, a tako je i u zemljama u razvoju.
LL@(19576) The growing of SMEs depends on character of the socio economic development. => Rast MSP zavisi od tipa društveno-ekonomskog razvoja.
LL@(19577) 1. ~~~ SMEs and economy development SMEs are usually defined as independent firms which employ 250 people at the most. => MSP se obično definišu kao nezavisne firme koje zapošljavaju najviše 250 ljudi.
LL@(19578) There are a lot of definitions and criteria for dividing the SME. => Postoji veliki broj definicija i kriterijuma u klasifikaciji MSP.
LL@(19579) For example, in France, German and Italy the criterion is 50 employees, in Great Britain 200, Holland 100 employees and in Belgium and Denmark- 70 employees. => Na primer, u Francuskoj, Nemačkoj i Italiji kriterijum je 50 zaposlenih, u Velikoj Britaniji kriterijum je 200, u Holandiji iznosi 100 zaposlenih, a u Belgiji i Danskoj 70 zaposlenih.
LL@(19580) Š1Ë Beside this criteria other criteria are used with the same function such as volume of production, the assets of the company, the participation in capital property etc. => Š1Ë Pored ovog, postoje i drugi kriterijumi koji služe istoj svrsi, na primer, obim proizvodnje, sredstva kojima kompanija raspolaže, učešće u imovinskom kapitalu, itd.
LL@(19581) In the most economies, smaller enterprises are much greater in number than the big enterprises. => U većini privreda, mala preduzeća su daleko brojnija od velikih kompanija.
LL@(19582) In Republic of Macedonia by the Trade Companies Law the enterprises are divided into small and medium enterprises by using three criteria Š2Ë: number of employees, annual turnover and value of assets. => U Republici Makedoniji, po Zakonu o preduzećima, preduzeća se dele na mala i srednja primenom tri kriterijuma Š2Ë: broj zaposlenih, godišnji obrt i vrednost sredstava (aktive).
LL@(19583) Criterias average number of employees Dimension of enterprises small medium to 50 employees to 250 employees average incomes < of 8.000 wages < of 40.000 wages average of assets < of 6.000 wages < of 30.000 wages big more than employees > of 40.000 wages > of 30.000 wages Table 1: SMEs definition Š2Ë SMEs have a huge contribution for economics activities in the country and usually are appointing the question: What are the reasons and advantages of SMEs and why are they so important for country development? => Kriterijumi prosečni broj zaposlenih Veličina preduzeća mala srednja do 50 zaposlenih do 250 zaposlenih prosečni dohodak < plate od 8.000 < plate od 40.000 prosečna aktiva < plate od 6.000 < plate od 30.000 velika više od 250 zaposlenih > plate od 40.000 > plate od 30.000 Tabela 1: ~~~ Definicija MSP Š2Ë Doprinos MSP ekonomskim aktivnostima u zemlji je ogroman i obično se postavlja pitanje: ~~~ Koji su uzroci i prednosti MSP i zašto su ona toliko značajna za razvoj zemlje?
LL@(19584) SMEs are expected to boost efficiency and growth and they lead the economy development because: SMEs constitute the most dynamic segment of many transition and developing economies they are engine of job creation SMEs boost the innovations, entrepreneurship , competition and flexibility important role in promoting growth and develop ment The other advantages of SMEs establishment are: direct control of the costs; easier and cheaper function control; more liberal and free lows for entering a foreign capital; faster noticing of the direction for more successful investments, innovations and market participation; team work; bigger responsibilities in work organization, etc. => Od MSP se očekuje da u velikoj meri povećaju efikasnost i rast i ona vode privredni razvoj zato što: ~~~ MSP predstavljaju najdinamičniji segment mnogih tranzicionih ekonomija i ekonomija u razvoju; ona su izvor radnih mesta; MSP pokreću inovacije, preduzetništvo, konku renciju i fleksibilnost; imaju značajnu ulogu u promovisanju rasta i raz voja; Druge prednosti MSP su: imaju neposrednu kontrolu nad troškovima; lakše i jeftinije kontrolišu poslovanje; imaju liberalnije i slobodnije zakone za prikuplje nje stranog kapitala; brže se usmeravaju prema uspešnim investicija ma, inovacijama i učešću na tržištu; timski rad; veće odgovornosti u organizaciji rada, itd.
LL@(19585) In most economies, SMEs are much greater in number than big enterprises. => U većini ekonomija, MSP su mnogo brojnije od velikih preduzeća.
LL@(19586) In the EU, SMEs comprise approximately 99% of all firms and employ about 65 million people. => U EU, MSP čine skoro 99% svih firmi i zapošljavaju oko 65 miliona ljudi.
LL@(19587) In many sectors, SMEs are also responsible for setting up innovation and competition. => U velikom broju sektora MSP su pokretači inovacija i konkurentnosti.
LL@(19588) Globally SMEs account for 99% of business numbers and 40% to 50% of GDP. => Globalno posmatrano, na MSP otpada 99% poslovanja i 40% do 50% BDP.
LL@(19589) The most important condition for SMEs development is the business environment. => Najznačajniji uslov za razvoj MSP jeste poslovno okruženje.
LL@(19590) There are many terms used to describe the conditions in which SMEs operate. => Za opisivanje uslova u kojima MSP posluju koristi se veliki broj termina.
LL@(19591) The term investment climate is the broadest and most commonly used. => Termin investiciona klima je najširi i najčešće je u upotrebi.
LL@(19592) It refers to the location specific factors that shape the opportunities and incentives for firms to invest productively, create jobs and expand. => Odnosi se na lokaciju posebne faktore koji stvaraju mogućnosti i podsticaje da firme produktivno investiraju, otvaraju radna mesta i šire poslovanje.
LL@(19593) There are three key elements of the investment climate. => Investiciona klima obuhvata tri elementa.
LL@(19594) The first is costs, which are most commonly affected by the burden of regulation, taxes, corruption, infrastructure services and the cost of finance. => Prvi element su troškovi, koji su uglavnom opterećeni propisima, porezima, korupcijom, infrastrukturom i troškovima finansiranja.
LL@(19595) The second is risks, which refers to policy predictability, property rights and contract enforcement affecting investment risks. => Drugi je rizik, a on se odnosi na predvidljivost politike, prava na imovinu i sprovođenja ugovora koji utiču na rizik finansiranja.
LL@(19596) The third is barriers to competition, which is affected by the regulations controlling business start-up and bankruptcy, competition low, and entry to finance and infrastructure markets. => Treći element su prepreke konkurenciji koje se postavljaju propisima kojima se kontroliše osnivanje firme i bankrot, zakonom o konkurenciji i pristupom finansijskim i infrastrukturnim tržištima.
LL@(19597) The other used term is business environment it gives attention to the role of business in creating investment and economic growth. => Drugi termin koji je u upotrebi jeste poslovno okruženje. ~~~ Ono se odnosi na ulogu firme u ostvarivanju investicionog i ekonomskog rasta.
LL@(19598) Š3Ë cheaper and faster start ups better legislation and regulations availability of skills education and training for entrepreneurship getting more out of the single market tax relief financial support for SME strengthening the SME technological capacity developing stronger, more effective representation of SME interests one stop shop system strengthening the infrastructure for SME support 2. ~~~ Actuality with SMEs in Republic of Macedonia Private sector development has started since 1990. => Š3Ë ekonomska i politička stabilnost jeftinije i brže otvaranje firme bolje zakonodavstvo i propisi raspoloživost kvalifikovanih zaposlenih obrazovanje i obuka za preduzetništvo veće postignuće na jedinstvenom tržištu poreske olakšice finansijska podrška za MSP jačanje tehnoloških mogućnosti MSP razvoj snažnijeg, efektivnijeg predstavljanja interesa MSP sistem jedinstvenog šaltera jačanje infrastrukture za podršku MSP 2. MSP u Makedoniji danas Razvoj privatnog sektora započeo je od 1990. godine.
LL@(19599) In 1990 7234 enterprises were established and in 2009 there were 70 710 active enterprises. => Te godine osnovano je 7234 preduzeća, a 2009. godine bilo je aktivno 70710 preduzeća.
LL@(19600) The sectors with the highest share in the structure of business entities were: wholesale and retail sale; repair of vehicles, motorcycles and personal and household goods with 29 270 entities or 41.4% and manufacturing with 8 225 entities or 11.6%, whereas the least represented were the sectors fishing with 57 entities or 0.1% and mining and quarrying with144 entities or 0.2%. => Sektori koji najviše učestvuju u strukturi poslovnih subjekata bili su: veleprodaja i maloprodaja, popravka automobila, motorcikala, aparata za ličnu upotrebu i aparata za domaćinstvo, ukupno 29270 preduzeća, ili 41,4%, i proizvodnja, sa 8225 preduzeća, ili 11,6%, dok su najmanje zastupljeni bili sektori ribarstva sa 57 preduzeća ili 0,1% i rudarstva i vađenja kamena sa 144 preduzeća ili 0,2%.
LL@(19601) There were no registered business entities in 2009 in the sectors Private households employing domestic staff and undifferentiated production activities of households for own use and Extra-territorial organizations and bodies. => Godine 2009. nije registrovana ni jedna firma u sektoru porodičnih firmi koje zapošljavaju članove porodice i imaju neizdiferencirane proizvodne aktivnosti za zadovoljenje ličnih potreba, niti ekstra-teritorijalne organizacije ili firme.
LL@(19602) The data on the structure of active business entities according to the number of employed shows that the highest share of 84.0% belongs to business entities with 1-9 employed, followed by business entities without employed (or the entities did not provide information about employed) with 8.8%, and entities with 10-19 employed with 3.1%. => Podaci o strukturi aktivnih poslovnih subjekata prema broju zaposlenih pokazuju da najveći udeo, 84,0%, pripada poslovnim subjektima koji zapošljavaju 1 9 ljudi, a slede poslovni subjekti koji nemaju zaposlene (ili nisu dali informacije o zaposlenima) sa 8,8%, i firme sa 10 19 zaposlenih, čiji je udeo 3,1%.
LL@(19603) The share of entities with 20-49 employed was 2.1%, those with 50-249 employed participated with 1.6%, while entities with 250 or more employed had a share of only 0.3%. => Udeo poslovnih subjekata sa 20 49 zaposlenih iznosio je 2,1%, onih sa 50 249 zaposlenih bilo je 1,6%, a poslovni subjekti koji zapošljavaju 250 i više zaposlenih imali su udeo od samo 0,3%.
LL@(19604)  => Š7Ë Najznačajnije mere za poboljšanje poslovne klime i rast MSP su:
LL@(19605) Š7Ë The most important measures to improve the business climate and to increase the SMEs are: economic and political stability Considering the fact than SMEs have the important role of economy development the number of SME has been steadily increasing. 28,551 29,157 32,934 33,455 31,204 31,795 33,151 33,269 34,991 35,110 36,963 37,074 39,096 39,199 41,517 41,590 44,340 44,424 70,506 70,710 Table 2: Number of SMEs in Republic of Macedonia Š6Ë SMEs 9,703 All10,270 active Sector Agriculture, hunting and forestry Fishing Mining and quarrying Manufacturing Electricity, gas and water supply Construction Wholesale and retail sale; repair of vehicles, motorcycles and personal and household goods Hotels and restaurants Transport, storage and communication Financial intermediation Real estate, renting and business activities Public administration and defence; compulsory social security Education Health and social work Other community, social and personal service activities Private households employing domestic staff and undifferentiated production activities of households for own use Extra-territorial organizations and bodies Total small - - medium - Large - - - - - Table 3: The table below indicates the number of active enterprises in Republic of Macedonia by sectors and number of employed Š6Ë Financing of SMEs - The process of financing is important for enterprises existence. => Ako imamo u vidu da MSP imaju značajnu ulogu u razvoju privrede, onda vidimo da broj MSP sve vreme raste. MSP 9.703 Aktivna 10.270 28.551 32.934 31.204 29.157 33.455 31.795 33.151 33.269 34.991 36.963 35.110 37.074 39.096 39.199 41.517 41.590 44.340 70.506 44.424 70.710 Tabela 2: ~~~ Broj MSP u Republici Makedoniji Š6Ë Sektor Poljoprivreda, lov i šumarstvo Ribolov Rudarstvo i vađenje kamena Proizvodnja Električna energija, gas i vodoprivreda Građevinarstvo Veleprodaja i maloprodaja; popravka vozila, motorcikala i aparata za ličnu upotrebu i za domaćinstvo Hoteli i restorani Transport, skladištenje i komunikacije Finansijako posredovanje Nekretnine, iznajmljivanje i poslovanje Javna uprava i odbrana; obavezna društvena zaštita Obrazovanje Zdravstvo i socijalni rad Ostale komunalne, socijalne i lične usluge Privatna domaćinstva koja zapošljavaju članove porodice i imaju neizdiferenciranu proizvodnju za lične potrebe Ekstra-teritorijalne organizacije i tela Ukupno mala - srednja - - velika - - - - - Tabela 3: ~~~ Broj aktivnih preduzeća u Republici Makedoniji po sektorima i po broju zaposlenih Š6Ë Finansiranje MSP proces finansiranja je značajan za postojanje preduzeća.
LL@(19606) The financial situation is one of the key characteristics of every enterprise. => Finansijska situacija jdna je od ključnih karakteristika svakog preduzeća.
LL@(19607) There are many resources for financing the SMEs in Republic of Macedonia but there is mainly need for: medium- and long term finance, especially for equipment purchase; working capital credit lines, including seasonal and sector specific; more complex products such as factoring, leasing and professional and affordable payment services; export financing, including reverse factoring, pre order purchase finance; And alternative financial instruments for small and medium sized companies are: real estate leasing long-term equipment purchase mortgages mezzanine finance private equity investment SMEs and Employment - one of the important advantages of SMEs is creating new working places. => Postoji veliki broj izvora finansiranja MSP u Republici Makedoniji, ali najviše postoji potreba za: srednjoročnim i dugoročnim finansiranjem, po sebno za kupovinu opreme; kreditnim linijama za obrtni kapital, uključujući sezonski i sektorski određen kapital; složenijim proizvodima kao što je faktoring, lizing i profesionalnim i dostupnim uslugama plaćanja; finansiranjem izvoza, uključujući povratni fakto ring, finansiranje kupovine pretplatom; A alternativni instrumenti finansiranja za mala i srednja preduzeća su: lizing nekretnina; kupovina opreme na dugi rok; hipoteke; finansiranje pomoću dužničkog kapitala; investiranje privatnog kapitala. ~~~ MSP i zapošljavanje jedna of značajnih prednosti MSP jeste da su ona izvor novih radnih mesta.
LL@(19608) In 2005 the number of employed in small, medium and large enterprises was 267.251 and 54,4% of them were employed by small enterprises and 21.3% by mediumsized enterprises. => Godine 2005, broj zaposlenih u malim, srednjim i velikim preduzećima iznosio je 267251, a 54,4% od tog broja bilo je zaposleno u malim preduzećima i 21,3% u srednjim preduzećima.
LL@(19609) This illustrates the importance of SME sector for job creating (¾ or 75.7% of employ were employed in SME).Š4Ë Considering the advantages of establishing and functioning small and medium entreprises every national economy should make a reforms to develop them. => Ovo ilustruje značaj sektora MSP u otvaranju novih radnih mesta (3/4 ili 75,7% ukupno zaposlenih bilo je zaposleno u MSP). ~~~ Š4Ë Znajući kakve su prednosti osnivanja i funkcionisanja malih i srednjih preduzeća, smatramo da svaka nacionalna ekonomija treba da sprovede reforme kako bi razvijala ova preduzeća.
LL@(19610) SMEs and Foreign Trade Since independence trading with foreign countries has generated trade deficit, that is a big problem for the Macedonian economy and it is necessary to take measures for increasing the export and the main objective is to make Macedonian products more competitive on the foreign markets. => MSP i spoljna trgovina od postizanja nezavisnosti, trgovina sa stranim zemljama ostvarila je trgovinski deficit i to predstavlja veliki problem za makedonsku privredu. ~~~ Stoga je potrebno preduzeti mere za povećanje izvoza, a glavni cilj je učiniti da proizvodi iz Makedonije budu konkurentniji na stranim tržištima.
LL@(19611) Country German Russia Greece Serbia Bulgaria Italy Kosovo China Turkey Croatia Slovenia Great Britain Belgium Romania Switzerland Netherlands Spain Bosnia-Herzegovina Ukraine Austria Total export in thousand dollars January February 2010 86 807 1 737 32 705 26 443 43 900 27 003 51 606 11 196 6 432 18 039 5 253 6 350 20 134 2 477 1 872 8 270 8 685 9 852 3 391 401 019 Table 4: Countries in which Macedonia enterprises export in Š5Ë Unfortunately the SME operate mainly in the domestic markets, and have a very small percentage in export. => Tabela 4: ~~~ Zemlje u koje makedonska preduzeća izvoze Š5Ë Država Nemačka Rusija Grčka Srbija Bugarska Italija Kosovo Kina Turska Hrvatska Slovenija Velika Britanija Belgija Rumunija [vajcarska Holandija [panija Bosna I Hercegovina Ukrajina Austrija Ukupno Izvoz u hiljadama dolara, januar-februar 86 807 1 737 32 705 26 443 43 900 27 003 51 606 11 196 6 432 18 039 5 253 6 350 20 134 2 477 1 872 8 270 8 685 9 852 3 391 401 019 Tabela 4:
LL@(19612) Doing business report for 2006 and 2009. => Zemlje u koje makedonska preduzeća izvoze Š5Ë Nažalost, MSP posluju uglavnom na domaćem tržištu i ostvaruju veoma mali procenat izvoza. ja o poslovanju za 2006. i 2009. godinu.
LL@(19613) That reports include the following criteria: 3. => Izveštaji obuhvataju sledeće kriterijume:
LL@(19614) Improving the business environment in Republic of Macedonia for SME development The Business climate in Republic of Macedonia has the main role for economic activities and for boosting the economy. => 3. ~~~ Unapređenje poslovnog okruženja za razvoj MSP u Republici Makedoniji Poslovna klima u Republici Makedoniji ima glavnu ulogu u ekonomskim aktivnostima i razvoju privrede zemlje.
LL@(19615) According to the Doing business report 2009 Republic of Macedonia has done a lot of improvements in business climate. => Prema Izveštaju o poslovanju za 2009. godinu, Republika Makedonija je uvela veliki broj poboljšanja u poslovnu klimu.
LL@(19616) An analysis of business climate in R. Macedonia was performed according to the dates from starting a business; dealing with construction permits; employing workers; registering property; getting credit; protecting investors; paying taxes; trading across borders; enforcing contracts; closing a business. => Analiza poslovne klime u Republici Makedoniji izvršena je na osnovu podataka iz Izvešta pokretanje firme; dobijanje dozvole za gradnju; zapošljavanje radnika; registrovanje nekretnine / imovine; dobijanje kredita; zaštita investitora; isplata poreza; prekogranična trgovina; sprovođenje ugovora; zatvaranje firme.
LL@(19617) Macedonia Easy of doing business (rank) 81 Starting a business Procedures (number) 13 Registering property Procedures (number) 6 Time (days) 48 Time (days) 74 Cost (% of income per capita) 11.3 Minimum capital (% of income per capita) 145.2 Dealing with licenses Procedures (number) 18 Time (days) 241 Cost (% of income per capita) 67.5 Cost ( % of property value) 3.6 Getting credit Strength of legal rights index (0-10) Depth of credit information index (06) 3 Public registry coverage (% of adults) 1.9 Private bureau coverage(% of adults) 0.0 Protecting investors Trading across borders Documents for export (number) Signatures for export (number) Time for export (days) 32 Documents for import (number) Signatures for import (number) Time for import (days) 35 Enforcing contracts Procedures (number) 27 Time (days) 509 Cost (% of debt) 32.8 Closing a business Time (year) 4 Cost (% of estate) 28 Recovery rate (cents on the dollar) 15.4 Hiring and firing workers Difficulty of hiring index (0-100) 61 Extent of disclosure index (0-10) 5 Rigidity of hours index (0-100) 60 Extent of director liability index (0-10) Difficulty of firing index(0-100) 40 Ease of shareholder suits index (0-10) Rigidity of employment index(0-100) 54 Strength of investor protection index Hiring cost (% of salary) 33 Firing cost(weeks of salary) 41 (0-10) 6.0 Paying taxes Payments (number) 54 Time (hours per year) 96 Total tax payable (% of gross profit) 40.1 Table 5: Doing business ranking - Republic of Macedonia in 2006 Š7Ë Source: Doing business report 2006 Macedonia Easy of doing business (rank) 71 Starting a business Procedures (number) 7 Time (days) 9 Cost (% of income per capita) 3.8 Minimum capital (% of income per capita) 0.0 Dealing with licenses Procedures (number) 21 Time (days) 198 Registering property Procedures (number) 6 Time (days) 66 Cost ( % of property value) 3.4 Getting credit Strength of legal rights index (0-10) Depth of credit information index (06) 4 Public registry coverage (% of adults) 6.5 Private bureau coverage(% of adults) 0.0 Protecting investors Cost (% of income per capita) 1.862.8 Hiring and firing workers Difficulty of hiring index (0-100) 50 Extent of disclosure index (0-10) 5 Rigidity of hours index (0-100) 60 Extent of director liability index (0-10) Trading across borders Documents for export (number) Time to export (days) 17 Cost to export (US$) 1.315 Documents to import (number) Time to import (days) 15 Cost to import (US$) 1.325 Enforcing contracts Procedures (number) 38 Time (days) 385 Cost (% of debt) 33.1 Closing a business Cost (% of estate) 28 Recovery rate (cents on the dollar) 16.7 Difficulty of firing index(0-100) 30 Ease of shareholder suits index (0-10) Time (year) 3.7 Rigidity of employment index(0-100) 47 Strength of investor protection index (0-10) 5.0 Paying taxes Firing cost(weeks of salary) 26 Payments (number) 40 Time (hours per year) 75 Total tax payable (% of gross profit) 18.4 Table 6: Doing business ranking - Republic of Macedonia Š7Ë As we can see from the data Republic of Macedonia has huge progress in starting a business (today you can start a business for 7 days thanks to the introduction of the one stop shop system) and paying taxes thanks to the tax reliefs. => Makedonija Pogodnosti za poslovanje (mesto) 81 Pokretanje firme Procedure (broj) 13 Vreme (u danima) Troškovi (% dohotka po glavi stanovnika) 11,3 Minimalni kapital (% dohotka po glavi stanovnika) 145,2 Dobijanje dozvola Procedure (broj) 18 Vreme (u danima) Troškovi (% dohotka po glavi stanovnika) 67,5 Zapošljavanje i otkazi radnicima Indeks problema prilikom zapošljavanja radnika (0-100) 61 Indeks strogo određenog radnog vremena (0-100) 60 Indeks teškoća pri otpuštanju radnika (0-100) 40 Indeks strogih zahteva pri zapošljavanju radnika (0-100) 54 Troškovi zapošljavanja radnika (% plate) 33 Troškovi otpuštanja radnika (nedelje plate) 41 Registrovanje nepokretnosti Procedure (broj) 6 Vreme (u danima) 74 Troškovi ( % vrednosti nekretnine) 3,6 Dobijanje kredita Indeks snage zakonskih prava (0-10) Indeks potpunosti informacije (0-6) Pokrivenost javnim registrom (% odraslih) 1,9 Pokrivenost privatnim biroima (% odraslih) 0,0 Zaštita investitora Indeks javnosti podataka (0-10) 5 Indeks obaveza direktora (0-10) 7 Indeks težine sporova akcionara (010) 6 Indeks snage zaštite investitora (0-10) 6,0 Plaćanje poreza Plaćanja (broj) 54 Prekogranična trgovina Izvozna dokumentacija (broj) Potpisi potrebni za izvoz (broj) Vreme potrebno za izvoz (u danima) 32 Uvozna dokumentacija (broj) Potpisi potrebni za uvoz (broj) Vreme potrebno za uvoz (u danima) 35 Sprovođenje ugovora Procedure (broj) 27 Vreme (u danima) Troškovi (% dugovanja) 32,8 Zatvaranje firme Vreme (u godinama) Troškovi (% dugovanja) Stopa povraćaja (broj centi po dolaru) 15,4 Vreme (broj sati godišnje) Ukupna zaduženost porezima (% bruto profita) 40,1 Tabela 5: ~~~ Rangiranje po poslovanju Republika Makedonija 2006. godine Š7Ë Izvor: ~~~ Izveštaj o poslovanju za 2006. godinu Makedonija Pogodnosti za poslovanje (mesto) 71 Pokretanje firme Procedure (broj) 7 Vreme (u danima) Troškovi (% dohotka po glavi stanovnika) 3,8 Minimalni kapital (% dohotka po glavi stanovnika) 0.0 Dobijanje dozvola Procedure (broj) 21 Vreme (u danima) Troškovi (% dohotka po glavi stanovnika) 1.862.8 Zapošljavanje i otkazi radnicima Indeks problema prilikom zapošljavanja radnika (0-100) 50 Indeks strogo određenog radnog vremena (0-100) 60 Indeks teškoća pri otpuštanju radnika (0-100) 30 Indeks strogih zahteva pri zapošljavanju radnika (0-100) 47 Troškovi otpuštanja radnika (nedelje plate) 26 Registrovanje nepokretnosti Procedure (broj) 6 Vreme (u danima) 66 Troškovi ( % vrednosti nekretnine) 3,4 Dobijanje kredita Prekogranična trgovina Izvozna dokumentacija (broj) 6 Vreme potrebno za izvoz (u danima) 17 Troškovi izvoza (US$) 1,315 Uvozna dolumentacija (broj) 6 Indeks snage zakonskih prava (0-10) Indeks potpunosti informacije (0-6) Pokrivenost javnim registrom (% odraslih) 6.5 Pokrivenost privatnim biroima (% odraslih) 0.0 Zaštita investitora Indeks javnosti podataka (0-10) 5 Indeks obaveza direktora (0-10) 6 Indeks težine sporova akcionara (010) 4 Indeks snage zaštite investitora (0-10) 5.0 Plaćanje poreza Plaćanja (broj) 40 Vreme (broj sati godišnje) Ukupna zaduženost porezima (% bruto profita) 18.4 Vreme potrebno za uvoz (u danima) 15 Troškovi uvoza (US$) 1.325 Sprovođenje ugovora Procedure (broj) 38 Vreme (u danima) Troškovi (% dugovanja) 33.1 Zatvaranje firme Vreme (u godinama) 3.7 Troškovi (% nekretnina) Stopa povraćaja (broj centi po dolaru) 16.7 Tabela 6: ~~~ Rangiranje po poslovanju Republika Makedonija Š7Ë Iz navedenih podataka može se zaključiti da je Republika Makedonija veoma napredovala kad se radi o pokretanju firmi (danas je za osnivanje firme potrebno 7 dana zahvaljujući tome što je uveden jedinstveni šalter) i plaćanju poreza, zahvaljujući poreskim olakšicama.
LL@(19618) The most important condition for SMEs establishing is macroeconomic stability. => Najznačajniji uslov za osnivanje MSP jeste makroekonomska stabilnost.
LL@(19619) The economics performance of the Macedonian economy is expressed through stable GDP growth of around 4%, a low rate inflation rate of 3% on average, fiscal discipline confirmed by the international financial institutions and a well- functioning coordination between fiscal and monetary policy. => Privredni rezultati Republike Makedonije izraženi su u stabilnom rastu BDP od oko 4%, niskoj stopi inflacije koja u proseku iznosi 3%, fiskalnoj disciplini koju su potvrdile i međunarodne finansijske institucije i uspešnoj koordinaciji između fi skalne i monetarne politike.
LL@(19620) In 2006, the Macedonia economy grew by 4%, which was both services and industrydriven. => Godine 2006., privreda Makedonije rasla je po stopi od 4%, za šta su zaslužne i usluge i industrija.
LL@(19621) Inflation, as measured by the Consumer Price Index (CPI), was low and stable at 3.1%. => Inflacija, merena Indeksom potrošačkih cena (CPI) bila je niska i stabilna, i iznosila je 3,1%.
LL@(19622) The central government budget deficit in 2006 was only 0.5% of GDP, with surpluses on foreign accounts and the current account deficit around 1% of GDP. => Deficit državnog budžeta 2006. godine iznosio je samo 0,5% BDP, dok je višak na deviznim računima i deficit na tekućem računu iznosio oko 1% BDP.
LL@(19623) Furthermore, foreign exchange reserves increased to about 5 months of imports. => Šta više, devizne rezerve narasle su na oko 5 meseci izvoza.
LL@(19624) These positive effects from a disciplined fiscal policy were reflected in monetary policy, causing a significant reduction in interest rates, which were 8% at the end of 2005 and 5.5% at the end of 2006. => Ovi pozitivni rezultati disciplinovane fiskalne politike odrazili su se na monetarny politiku, što je imalo za posledicu značajno smanjenje kamatnih stopa koje su na kraju 2005. godine iznosile 8%, a na kraju 2006. godine 5,5%.
LL@(19625) Š4Ë GDP (real growth rates) GDP (USD Bn) Inflation (December December) Inflation (average) Retail Price Index (December December) Retail Price Index (average) Unemployment Rate (in %) Budget deficit Money supply M1(percentages changes, December December) Money supply M2 (percentages changes, December December) Money supply M4 (percentages changes, December December) Weighted lending interest rates (in %,p.a) Weighted lending interest rates (in %,p.a) Average exchange rate MKD/EUR Average exchange rate MKD/USD Exports f.o.b (in million of USD) Imports f.o.b ( in million USD) Trade balance f.o.b ( in million USD) Current account balance ( in million USD) Current account balance (as % of GDP) Gross foreign reserves (stock, end period) Import coverage (gross foreign reserves/import f.o.b plus payments for services)in months Total external debt ( stock, end of period, in million of USD) Total debt services ( in million of USD) Total external debt (as % from GDP) 4,1 5,78 1,2 0,5 3,2 2,1 37,3 0,2 7,5 12,4 15,1 12,1 5,2 61,3 49,3 2.039,6 3.097,6 - 1.057,5 -81,5 -1,4 1.324,7 4,4 2.274,8 234,4 39,1 3,2% 6,2 2,9 3,2 2,9 3,9 35,9 - 0,56 17,1 31,5 24,9 11,3 4,7 61,2 48,8 2.396,3 3.681,5 -1.285,2 -23,7 -0,4 1.865,8 5,3 2.434,7 481,5 39,2 Table 7: Main economics indicators for Republic of Macedonia Š8Ë Conclusion The small and medium enterprises are the main factor for national economy development especially in developing countries where the processes of transitions are more and more frequent. => BDP (stvarne stope rasta ) BDP (u milijardama USD) Inflacija (decembar-decembar) Inflacija (prosečna) Indeks cena na malo (decembar-decembar) Indeks cena na malo (u proseku) Stopa nezaposlenosti (u %) Budžetski deficit Novčana masa M1(izmene u procentima, decembar-decembar) Novčana masa M2(izmene u procentima, decembar-decembar) Novčana masa M3(izmene u procentima, decembar-decembar) Ponderisane kamatne stope na zajmove (u %,godišnje) Ponderisane kamatne stope na zajmove (u %,godišnje) Srednji devizni kurs MKD/EUR Srednji devizni kurs MKD/USD Izvoz fob (u milionima USD) Uvoz fob (u milionima USD) Trgovinski bilans fob (u milionima USD) Stanje po tekućem računu (u milionima USD) Stanje po tekućem računu (kao % BDP) Bruto devizne rezerve (glavnica, kraj perioda) Pokrivenost uvoza (bruto devizne rezerve/uvoz fob plus plaćanje usluge) po mesecima Ukupan spoljni dug ( glavnica, kraj perioda, u milionima USD) Servisiranje ukupnog duga (u milionima USD) Ukupni spoljni dug (kao % BDP) 4,1 5,78 1,2 0,5 3,2 2,1 37,3 0,2 7,5 12,4 15,1 12,1 5,2 61,3 49,3 2.039,6 3.097,6 - 1057,5 -81,5 -1,4 1.324,7 4,4 2,274,8 234,4 39,1 3,2% 6,2 2,9 3,2 2,9 3,9 35,9 - 0,56 17,1 31,5 24,9 11,3 4,7 61,2 48,8 2.396,3 3.681,5 -1.285,2 -23,7 -0,4 1.865,8 5,3 2.434,7 481,5 39,2 Tabela 7: ~~~ Glavni ekonomski pokazatelji za Republiku MakedonijuŠ8Ë Zaključak Mala i srednja preduzeća predstavljaju glavni faktor razvoja nacionalne ekonomije, posebno u zemljama u razvoju i u zemljama koje sve više prolaze kroz procese tranzicije.
LL@(19626) The basic advantage of SMEs is the adaptation and the probability for transfer in the other sectors which is very important for realizing gain nowaday in terms of quick changes. => Osnovna prednost MSP jeste u tome što se lako prilagođavaju i mogu da pređu u druge sektore što je veoma značajno u današnje vreme, kada su za uspeh potrebne brze promene.
LL@(19627) The other advantage of SMEs is that the needed funding capital is smaller than the funding capital for the other enterprises, so many people can afford starting new business. => Druga prednost MSP je u tome što je osnivački kapital manji nego osnivački kapital potreban za druga preduzeća, tako da je veliki broj ljudi može da otvori novu firmu.
LL@(19628) SMEs participate in creating the GDP, they have an influence at the rate of employment, actually they engine job creation and they help improving the living standard of the people, so they can have a better life in the national economy. => MSP učestvuju u stvaranju BDP, utiču na stopu zaposlenosti; u stvari, one pokreću otvaranje novih radnih mesta i pomažu poboljšanju životnog standarda ljudi, tako da je život nacije bolji.
LL@(19629) Considering in all these advantages of SMEs founding every national economy should take measures to improve the business climate for SMEs acting and to increase their number. => Kad se imaju u vidu sve ove prednosti osnivanja MSP, svaka nacionalna ekonomija bi trebalo da preduzme mere da poboljša poslovnu klimu kako bi olakšala poslovanje MSP i kako bi se njihov broj povećao.
LL@(19630) In Republic of Macedonia a lot of measures are taken in order to provide SME development. improving the judicial system; declining the procedures and administrative bur dens; adequate access to finances and high interest rates; increasing the productivity, quality and competi tiveness of products; initiation of new technologies and transfer of know-how; entrepreneurial formal education (particularly in elementary and secondary schools); decreasing gap in the cooperation among educa tion and business sector decreasing the corruption and strong political in fluence legal protection of creditors and enforcement of laws in general increasing the investments in SMEs sector creaing a National strategy of the Government on development of SMEs SMEs support institutional infrastructure (Agency for Entrepreneurship promotion, Regional economics development centers, Entrepreneurship promotion agencies, Business incubators); cheaper and faster start up ( easier company registration with the establishment of one stop shops now operational and a reduction in company registration numbers ( only three required); relatively low cost, skilled labor; etc. => U Republici Makedoniji preduzet je veliki broj mera da se omogući razvoj MSP. unapređen je pravni sistem; smanjen je broj procedura i administrativnih opterećenja; obezbeđen je adekvatan pristup finansijama i visoke kamatne stope; povećana je produktivnost, kvalitet i konkurentnost proizvoda; uvedene su nove tehnologije i transfer know-how; uvedeno je obrazovanje za preduzetništvo (posebno u osnovnim i srednjim školama); smanjen je jaz u saradnji obrazovanja i poslovnog sektora; smanjena je korupcija i politički uticaj; uvedena je zakonska zaštita investitora i primena zakona uopšte; povećane su investicije u sektor MSP; formulisana je Nacionalna strategija vlade za razvoj MSP; oformljena je institucionalna infrastruktura za podršku MSP (Agencija za promociju preduzetništva, Regionalni centri za razvoj privrede, Agencije za promociju preduzetništva, Poslovni inkubatori); omogućen je jeftiniji i brži početak (olakšana registracija firme uspostavljanjem jedinstvenog šaltera i smanjen broj procedura za registraciju kompanije potrebne su samo tri); kvalifikovana radna snaga je relativno jeftina; itd.
LL@(19631) REFERENCES Š1Ë Fiti T., Haxi-Vasileva Markovska V., (1994) Pretpriemnistvo i pretpriemnicki menaxment, Ekonomski fakultet Skopje, p. 60 Š2Ë Trade Companies Law, Official Gazzete of Republic of Macedonia, 28 / 96. ~~~ Š3Ë Small enterprises development, An international journal of microfinance and business development, MDG Publishing, december (2005), Volume 16. => LITERATURA Š1Ë Fiti T., Haxi-Vasileva Markovska V., (1994) Pretpriemnistvo i pretpriemnicki menaxment, Ekonomski fakultet Skopje, p. 60 Š2Ë Trade Companies Law, Official Gazzete of Repu blic of Macedonia, 28 / 96. Š3Ë Small enterprises development, An international journal of microfinance and business development, MDG Publishing, december (2005), Volume 16. Š4Ë Status of and obstacles faced by the local SME sector, Foundation for SME development Regional Enterprises Support Centre, Bitola, report Š5Ë www.apprm.gov.mk Š6Ë www.crm.com.mk/1991-2002 State Statistical Offi ce and from 2003 Central Registry Š7Ë www.doingbusiness.org Š8Ë www.stat.gov.mk Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis.
LL@(19632) Š4Ë Status of and obstacles faced by the local SME sector, Foundation for SME development Regional Enterprises Support Centre, Bitola, report 2008 Š5Ë www.apprm.gov.mk Š6Ë www.crm.com.mk/1991-2002 State Statistical Office and from 2003 Central Registry Š7Ë www.doingbusiness.org Š8Ë www.stat.gov.mk Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva. ~~~ Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(19633) Your papers should be prepared according to the instructions. ~~~ 1. => We suggest your papers to be prepared in form of this template. 1.
LL@(19634) INTRODUCTION Papers have to be written in English. => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(19635) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(19636) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(19637) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(19638) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(19639) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(19640) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(19641) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(19642) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(19643) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(19644) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(19645) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(19646) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(19647) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(19648) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadržaj na srpskom jeziku pisan kurzivom - Italic.
LL@(19649)  => Iza toga sledi kratak sadržaj na engleskom takođe pisan jeziku kurzivom - Italic.
LL@(19650) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(19651) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 E − ( [ r p i , ( r p p Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. 4.
LL@(19652) CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => ZAKLJUČAK n = i Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(19653) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(19654) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(19655) R[$] Figure 1. => R[$] Slika 3.
LL@(19656) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(19657) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(19658) For example in [5] it is shown that. => Na primer, u Š5Ë je pokazano....
LL@(19659) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] ~~~ Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(19660) Proceedings of work, SINFF-N, page 75 -81. ~~~ Zlatibor UDC 005 ISSN 1820-0222 management Number 60, Year XVI September 2011. => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 UDK 005 ISSN 0354-8635 SADR@AJ management Broj 60, Godina XVI Septembar 2011.
LL@(19661) Publisher Faculty of Organizational Sciences - Belgrade Dean Mila n Martić, P h.D. Editor in Chie f Ale ksa ndar Marković, Ph.D. Editor of Internal Department Ondre j Ja ško, P h.D. Editor of International Department Jovan Filipović, P h.D. Editorial Board: Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Manag ement is being regula rly reviewe d in DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Nov ović Addre ss Belg rade, Jove Ilića 154 Tel./fa x. => Fakultet organizacionih nauka Beograd Izdaje Za izdav ača : ~~~ Dr Milan Martić Glavni i odgovorni urednik Dr Aleksanda r Markov ić Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović Reda kcioni odbor: dr Čedomir Nestorović, Faculty of Coimbra, P ortugal dr Dejan P etrov ić, FON, Be ograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bije lović, FON, Be ograd dr Sonja Petrović Lazarević, Department of Manageme nt, Monash University , Australia dr Milan Martić, FON, Beog rad dr Goran Putnik, Univerzity of Minho, P ortugal dr Mirjana Drakulić, FON, Be ograd dr Miroslav Svatoš, Faculty of Economics, Chesh Re public dr Milija Suknović, FON, Be ograd dr Robert Leskovar, Faculty of Organizational Science s, Kranj, Slovenija dr Siniša Nešković, FON, Beogra d dr Roberto Biloslavo, Faculty for Manag ement, Koper, Slove nija dr Vesna Milićević, FON, Beog rad dr Stanka Setnikar Cankar, Faculty of Administra tion, Ljubljana , Slove nia dr Vinka Filipović, FON, Beograd dr Peter A. De lisle, Austin College dr Peter Bielik, Fa culty of Economics a nd Management, Slova k Republic dr Milica Bulajić, FON, Beogra d dr Sla djana Barjaktarović, FON, Beog rad Ča sopis se re dovno refe riše u publikacija ma : ~~~ DEST- Departme nt of Education, Science and Training of Austra lia Ulrich Periodicals Te hnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Te l/fax 0 11/395 0-868 E-mail: manage¿ fon.bg.ac.rs http://mana gement.fon. bg.a c.rs Ča sopis izlazi četiri puta godišnje ili po potre bi @iro ra čun:
LL@(19662) 381 1 1 3950 868 E-mail: manage¿ fon.bg.ac.rs http://mana gement.fon.bg.a c.rs Journal is published quarterly Printed by Sigra Star, Be lgra de CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl. => 840-1344 666-69 [tampa Sigra Star Beograd CIP Katalogiza cija u publika ciji Narodna biblioteka Srbije , Beog rad ISSN 03 54-8635 = Ma nage ment (Srpsko izd.) COBISS.
LL@(19663) ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS ICT as Crucial Component of Socio-Economic Development Veljko Jeremić, Aleksandar Marković, Zoran Radojičić Towards Framework for Higher Environmental Education Nataša Petrović, Mirjana Drakulić, Sonja Išljamović, Veljko Jeremić, Ratimir Drakulić The Influence of Cloud Computing Concept on Organizational Performance and Structure Mladen Čudanov, Jovan Krivokapić, Jovan Krunić Developing Mobile Application for Learning Japanese Language FONJAPGO Miloš Milutinović, Dušan Barać, Marijana Despotović-Zrakić, Aleksandar Marković, Božidar Radenković Communal Waste Management Case Study for Slovenia Aleš Gabršček, Sonja Išljamović What Use is Knowledge if there is no Understanding Gordana Jakić, Marija Novaković Virtual Reality in Distance Education and Marketing Communications Vesna Buha, Radmila Janičić, Vinka Filipović, Mirjana Gligorijević Biofuels and their Impact on Carbon Footprint Marjan Senegačnik, Drago Vuk, Nataša Petrović, Sonja Išljamović, Veljko Jeremić Boards of Directors Models and Role in Corporate Governance Jelena Nikolić, Jelena Erić Motivational Aspects of Corporate Culture in International Management Nevena Krasulja, Ivana Radojević Gujanica Book review Maja Levi Jakšić ICT as Crucial Component of Socio-economic Development UDC: 330.45:519.87 Veljko Jeremić, Aleksandar Marković, Zoran Radojičić Faculty of Organizational Sciences, University of Belgrade The aim of this paper is to present new ideas in evaluating socio-economic development of countries. => SR-ID 11031 8855 IKT kao ključna komponenta socio-ekonomske razvijenosti Veljko Jeremić, Aleksandar Marković, Zoran Radojičić Novi okviri ekološkog obrazovanja u visokoškolskom obrazovanju Nataša Petrović, Mirjana Drakulić, Sonja Išljamović,Veljko Jeremić, Ratimir Drakulić Uticaj CLOUD COMPUTING koncepta na organizacione performance i strukturu Mladen Čudanov, Jovan Krivokapić, Jovan Krunić Razvoj mobilne aplikacije za učenje japanskog jezika FONJAPGO Miloš Milutinović, Dušan Barać, Marijana Despotović-Zrakić, Aleksandar Marković, Božidar Radenković Menadžment komunalnog otpada studija slučaja iz Slovenije Aleš Gabršček, Sonja Išljamović Koja je korist od znanja ako razumevanja nema Gordana Jakić, Marija Novaković Virtuelna realnost u obrazovanju na daljinu i marketinškim komunikacijama Vesna Buha, Radmila Janičičć, Vinka Filipović, Mirjana Gligorijević Uticaj biogoriva na ugljenikov trag Marjan Senegačnik, Drago Vuk, Nataša Petrović, Sonja Išljamović, Veljko Jeremić Uloga i vrste upravnih odbora u korporativnom upravljanju Jelena Nikolić, Jelena Erić Motivacioni aspekti korporativne kulture u medjunarodnom menadžmentu Nevena Krasulja, Ivana Radojević-Gujanica U svetu knjiga Maja Levi Jakšić IKT kao ključna komponenta socio-ekonomske razvijenosti UDK: ~~~ 330.45:519.87 Veljko Jeremić, Aleksandar Marković, Zoran Radojičić Fakultet organizacionih nauka, Univerzitet u Beogradu Cilj ovog rada je da predstavi nove ideje u evaluaciji socio-ekonomske razvijenosti zemalja.
LL@(19664) Since Internet connectedness and IT literacy are very often introduced as indicators of socio-economic development, ICT infrastructure is of huge research interest. => S obzirom da se broj korisnika interneta i informatička pismenost često koriste kao indikatori socio-ekonomske razvijenosti, ističe se potreba za detaljnom analizom IKT infrastrukture država.
LL@(19665) The World Banks ICT at glance database published annually presents essential data about every countrys ICT indicators. => Godišnja publikacija Svetske Banke ICT at glance objavljuje podatke o ključnim IKT indikatorima svih zemalja.
LL@(19666) However, no composite indicator of ICT infrastructure is presented. => Međutim, ne postoji kompozitni indikator razvijenosti IKT-a određene države.
LL@(19667) Aim of our paper is to present a composite indicator which synthesizes a number of indicators into one value. => U ovom radu, predstavljen je kompozitni indikator koji sintetizuje veliki broj varijabli u jednu vrednost.
LL@(19668) With this approach, countries can be ranked according to their ICT development. => Na ovaj način, države se mogu rangirati po nivou razvijenosti IKT-a.
LL@(19669) Moreover, useful insights will be provided for the developing countries and a path for enhancing their ranking will be elaborated. => Pored toga, načini za poboljšavanje trenutne pozicije zemalja u razvoju će biti posebno istaknuti. 1.
LL@(19670) 1. => Uvod 2.
LL@(19671) Introduction The measure of a countrys welfare is one of the most critical and highly debated issues in economic research Š1Ë. => Metoda i - odstojanje Merenje blagostanja zemalja je istraživačko pitanje koje se vrlo često navodi u savremenoj ekonomskoj literaturi Š1Ë.
LL@(19672) Certain researchers Š2Ë address the hypothesis that GNP (or GDP) per capita cannot be considered as being the only indicator of the performance of a country since it does not capture the overall well-being of its population. => Određeni istraživači Š2Ë definišu hipotezu da se BNP (ili BDP) per capita ne mogu posmatrati kao jedini indikatori razvijenosti zemalja zato što ti pokazatelji ne pružaju potpunu sliku o blagostanju države.
LL@(19673) Nevertheless, it is very common to rank countries according to their GDP (or GNP) in the current literature on the subject. => Pa ipak, vrlo često se zemlje rangiraju na osnovu njihovog BDP ili BNP.
LL@(19674) One potential improvement is the World Banks Human Development Index (HDI), which is based on a countrys per capita GDP, life expectancy at birth and adult literacy rate Š3Ë. => Jedno potencijalno poboljšanje je HDI, koji se bazira na BDP per capita, očekivanom trajanju života i stepenu pismenosti odraslih Š3Ë.
LL@(19675) However, this instrument has seen much disagreement; in particular, it is a simple weighting of each variable and the usual high correlation between GDP and certain background variables Š3Ë. => Međutim, ovaj pristup ima određeni broj nedostataka; kao što je jednostavno ponderisanje svake varijable i visoku korelaciju BDP sa ostalim varijablama Š3Ë.
LL@(19676) Besides the abovementioned issues, the real problem concerning the HDI is a small number of variables (just three) incorporated into the ranking process. => Pored gore navedenih, poseban nedostatak je jako mali broj varijabli (samo tri) koje se koriste u procesu rangiranja.
LL@(19677) Moreover, the HDI does not take into account an essential component of modern economies ICT. => Takođe, HDI ne uzima u obzir ključnu komponentu savremene ekonomije IKT.
LL@(19678) Several papers emphasize its importance by incorporating the Internet connectedness and IT literacy as key indicators of socio-economic development. => Brojni su radovi koji naglašavaju značaj IKT-a kroz uključivanje broja korisnika interneta i IT pismenost kao indikatore socio-ekonomske razvijenosti.
LL@(19679) There are several reasons for this approach. => Brojni su razlozi za ovakav pristup.
LL@(19680) Many previous research articles pointed out that peoples ability to handle information is crucial for their future success Š4Ë. => Sposobnost ljudi da obrađuju informacije je ključna za njihov poslovni uspeh Š4Ë.
LL@(19681) These skills known as IT literacy can be considered a 21st-century form of literacy Š5Ë. => Ove sposobnosti poznate kao IT pismenost mogu se smatrati kao forma pismenosti 21. veka Š5Ë.
LL@(19682) In todays globalized world, it is virtually impossible to imagine any business process without IT experts. => U današnjem globalizovanom društvu, gotovo je nemoguće zamisliti bilo kakav poslovni proces bez IT eksperta.
LL@(19683) Further on, whole range of our daily activities (shopping, banking) is dependant upon the Internet. => Takođe, čitava lepeza naših svakodnevnih aktivnosti (šoping, podizanje novca sa bankomata) zavisi od interneta.
LL@(19684) The supper fast broadband, numerous WiFi access points, all of them are characteristics of wealthy and powerful countries. => Izuzetno brze veze i lak pristup sa brojnim tačkama pristupa su karakteristične za bogate i moćne zemlje.
LL@(19685) Consequently, it is essential to elaborate this indicator as hugely important in determining countries welfare. => Upravo zbog toga je ključno da se IKT uvede kao indikator od velikog značaja za određivanje nivoa socio-ekonomske razvijenosti zemalja.
LL@(19686) In a line with this, the intention of this work is to examine the develop ment level of the countries ICT infrastructure. => U skladu sa tim, u ovom radu analizira se IKT infrastruktura zemalja.
LL@(19687) Therefore, the goal is to determine not only which countries are ICT leaders but also which indicators are crucial for rank determining. => Na taj način, određuje se koje zemlje su IKT lideri kao i koji IKT indikatori su ključni za rangiranje.
LL@(19688) 2. ~~~ The i-distance method The ranking of specific issues is quite often carried out in a way that can seriously affect the process of taking exams, entering competitions, the UN participation, medicine selection and many other subjects Š6, 7, 8, 9Ë. => Vrlo često rangiranje nekih pojava može imate izuzetno veliki uticaj na procese polaganja ispita, sportska takmičenja, medicinska istraživanja i sl. ~~~ Š6, 7, 8, 9Ë.
LL@(19689) A key argument for applying the I-distance method is that this approach is capable of synthesizing many variables into one numerical value. => Ključni argument za korišćenje metode I-odstojanja je njena sposobnost da sintetizuje veliki broj varijabli u jednu numeričku vrednost.
LL@(19690) This has proven to be quite useful since all the variables have a different type of measurement each Š6, 7Ë. I-distance is a metric distance in an n-dimensional space. => To se pokazalo kao posebno korisno za varijable koje su u različitim mernim jednicama Š6, 7Ë. ~~~ I-odstojanje je metrika u n-dimenzionalnom prostoru.
LL@(19691) This method has been proposed and defined in various publications that have appeared since 1963 by B. Ivanovic Š10Ë. Ivanovic created this method to rank countries according to their level of development on the basis of several indicators. => Predložio ga je i u svojim radovima koji datiraju od 1963. godine obradio naš ekonomista Branislav Ivanović Š10Ë. ~~~ Ivanović je kreirao ovu metodu sa ciljem da rangira zemlje na osnovu nekoliko indikatora.
LL@(19692) Many socio-economic development indicators have been considered in the use of this method and the problem has been how to use all of them in order to calculate a single synthetic indicator which will represent the rank. ( k ( r T X = ( x kr ) s , s , , x = X ,..., X X ) For a selected set of variables k chosen to characterize the entities, the I-distance be and tween the two entities x e ,..., ) s ks ( d r s , i σ i x r is defined as: ) ∏ x ∑ D r s ( , ) ,..., ( (1) ji .12... ) x e r = where di (r,s) is the distance between the values of the variable Xi for er and es, e.g. the discriminate effect, ), d r s i ( 1,..., x ir x is (2) ∈ , − = ( ) k i = − − i = i = j − j r σi the standard deviation of Xi, and rji.12. ..j1 is a partial coefficient of correlation between Xi and Xj, (j<i), Š10, 11Ë. => Brojni socio-ekonomski indikatori su uzeti u razmatranje i ključni problem je bio kako da se svi oni iskoriste i da se izračuna jedan sintetički indikator koji bi predstavljao rang države. ~~~ X T k ) Za određeni vektor varijabli izabranih da reprezentuju entitete (zemlje koje se rangiraju), I-odstojanje između dva entiteta e x r ks X X ,..., ,..., ,..., x kr i x e s x x = = = X x ) ( ) ( s , s , , r ( r se definiše kao: ∑ ( , ) D r s = k = i , d r s i ( σ i ) i − ∏ = j ( − r .12... ji − j ) (1) gde je di (r,s) odstojanje između vrednosti varijabli Xi entiteta er i es, tj. diskriminacioni efekat, ), d r s i ( 1,..., x ir x is (2) ∈ , − = ( ) k i σi standardna devijacija od Xi, rji.12. ..j1 je parcijalni koeficijent korelacije između Xi i Xj, (j<i), Š10, 11Ë.
LL@(19693) The construction of the I-distance is iterative. => Računanje vrednosti I-odstojanja je iterativno, vrši se kroz nekoliko etapa:
LL@(19694) It is calculated through the following steps: 1. calculate the value of the discriminate effect of variable Xi (the most significant variable, which provides the largest amount of information on the phenomena needed to be ranked); Usage Quality Affordability 2. add the value of the discriminate effect of X2 which is not covered by X1; 3. add the value of the discriminate effect of X3 which is not covered by X1 and X2; 4. repeat the procedure for all variables Š12, 13Ë. Trade Internet users (per 100 people) Fixed broadband subscribers (% of total Internet subscribers) Residential fixed line tariff (US$/month) Mobile cellular prepaid tariff (US$/month) Fixed broadband Internet access tariff (US$/month) ICT goods exports (% of total goods exports) ICT goods imports (% of total goods imports) ICT service exports (% of total service exports) This I-distance fulfills all 13 conditions for defining the measures of distances and has proven useful in overcoming differences in measures. => 1. izračunati vrednost diskriminacionog efekta za varijablu X1 (najbitnija varijabla, ona koja pruža najveću količinu informacija o fenomenu koji želimo da rangiramo); 2. dodati vrednost diskriminacionog efekta varija ble X2 koji nije pokriven sa X1; 3. dodati vrednost diskriminacionog efekta varija ble X3 koji nije pokriven sa X1 i X2; 4. ponoviti procedure za sve varijable Š12, 13Ë. ~~~ Ovakvo I-odstojanje ispunjava svih 13 uslova za definisanje mera odstojanja.
LL@(19695) It is essential to point out that the I-distance method requires a standardization of all data. => Ključno je napomenuti da metoda I-odstojanja zahteva standardizaciju svih podataka.
LL@(19696)  => Ovakav pristup se pokazao kao izuzetno uspešan prilikom prevazilaženja problema nastalih usled različitih mernih jedinica.
LL@(19697) Sometimes it is not possible to achieve the same sign mark for all variables in all sets, therefore a negative correlation coefficient and negative coefficient of a partial correlation may occur. => Ponekad nije moguće uspostaviti isti predznak za sve varijable, te se stoga mogu pojaviti negativni koeficijent korelacije i negativni koeficijent parcijalne korelacije.
LL@(19698) Thus, the use of the square I-distance is even more desirable Š3, 4, 11, 12Ë, which is given as: ) ∏ srD , ( k ∑ ) . ~~~ (3) ( ) = − r ji 12. ... − j ( srd , i σ i − i = j = i In order to rank the entities - countries in this case- in the observed set using the I-distance methodology, it is necessary to fix one entity as a referent: an entity with a minimal value for each indicator. => Zbog toga se vrlo često koristi kvadratno I-odstojanje Š3, 4, 11, 12Ë, koje je definisano kao: , srD ( ) = k ∑ = i ( , srd i σ i i − ) ∏ = j ( − r 12. ji ... − j . (3) ) Da bibilo moguće rangirati entitete (u ovom slučaju zemlje) u posmatranom skupu koristeći metodu I-odstojanja, neophodno je da se fiksiraa jedna zemlja kao referentna (entitet koji ima minimalne vrednosti za sve varijable vrlo često je to jedan fiktivni entitet/zemlja).
LL@(19699) The ranking of the entities in the set is based on the calculated distance from the referent entity. => Rangiranje entiteta u skupu se bazira na izračunatom odstojanju od referentnog entiteta. 3.
LL@(19700) 3. ~~~ Results In this paper, attention is being focused on examining and measuring the ICT industry in the 26 members of the European Union (due to a lack of data, Malta has not been analyzed) and other 10 developed and developing countries (including Serbia). => Rezultati U ovom radu, posebna pažnja usmerena je na evaluaciju i merenje IKT infrastructure 26 EU zemalja (Malta nije analizirana, pošto podaci nedostaju) i 10 razvijenih zemalja i zemalja u razvoju (uključujući Srbiju).
LL@(19701) All of the input data were obtained from World Bank Š14Ë. => Svi prikupljeni podaci su preuzeti sa zvaničnih baza Svetske Banke Š14Ë.
LL@(19702) In order to rank the countries, the following 14 variables have been used: Table 1. => Za rangiranje država u ovoj analizi koristi se sledećih 14 varijabli: ~~~ Tabela 1.
LL@(19703) Indicators for determining ICT development level Telephone lines (per 100 people) Mobile cellular subscriptions (per 100 people) Fixed Internet subscribers (per 100 people) Personal computers (per 100 people) Access Applications E-government Web measure index Secure Internet servers (per 1 million people) The results achieved through the use of the I-distance ranking method are presented in Table 2. => Indikatori za određivanje nivoa razvijenosti IKT-a u zemljama Broj telefonskih linija (na 100 ljudi) Broj mobilnih pretplatnika (na 100 ljudi) Broj fiksnih internet pretplatnika (na 100 ljudi) Broj PC kompjutera (na 100 ljudi) Pristupačnost Korišćenje Kvalitet Broj internet korisnika (na 100 ljudi) Broj pretplatnika brzog Interneta (% fiksnih Internet pretplatnika) Cena Trgovina Cena fiksnog telefona (US$/mesečno) Cena prepaid mobilnog (US$/mesečno) Cena brzog Interneta (US$/mesečno) Izvoz IKT proizvoda (% izvoza svih proizvoda) Uvoz IKT proizvoda (% uvoza svih proizvoda) Izvoz IKT usluga (% izvoza svih usluga) Aplikacije Indeks razvijenosti e-Uprave Broj sigurnih internet servera (na 1 milion ljudi) Rezultati dobijeni kroz primenu metode rangiranja Iodstojanje su prikazani u Tabeli 2.
LL@(19704) The Netherlands topped the list according to the I-distance method. => Holandija se nalazi na vrhu ove liste.
LL@(19705) Tthe top of the list is occupied by the European countries. => Takođe, najviše pozicije su rezervisane za evropske države.
LL@(19706) It is not surprising at all, since Europe has much more homogenous population and their constant commitment to ICT values is easily understood. => Ovakav ishod uopšte ne iznenađuje, Evropa pokazuje izuzetnu posvećenost IKT vrednostima.
LL@(19707) All of them have huge percentage of Internet users, computers and telephone lines are accessible to almost everyone, and even the number of secure Internet servers is increasing. => Sve države imaju izuzetno visok procenat korisnika interneta, kompjuteri i telefonske linije su svima dostupne, čak se i broj sigurnih Web servera konstantno povećava.
LL@(19708) All of these factors result in top positions for European countries. => Svi ovi faktori utiču na to da se EU zemlje nalaze na vrhu liste.
LL@(19709) On the other hand, China and India are at the bottom of the list. => S druge strane, Kina i Indija su pri dnu.
LL@(19710) This is a very interesting finding. => Ovo su izuzetno interesantne informacije.
LL@(19711) India has emerged as an ICT power in the last decade. => U poslednjoj deceniji, Indija se ističe kao IKT sila.
LL@(19712) However, ICT is a priviledge of a small number of citizens. => Međutim, IKT su omogućene samo uskom krugu ljudi.
LL@(19713) A far greater percentage of population is not in a position to benefit from the constant development in the field of ICT. => Mnogostruko je veći procenat onih koji nisu u stanju da koriste IKT.
LL@(19714) With only 4.5 Internet users per 100 people (while the Netherlands has 87), it is obvious that only a small part of India is embracing the rapid development of ICT. => Sa samo 4,5 internet korisnika na 100 ljudi (dok recimo Holandija ima 87), jasno je da je samo mali deo Indije upoznao soničnu brzinu razvijanja IKT-a.
LL@(19715) For all the others, ICT is out of reach. => Za većinu, IKT je sve samo ne dostupan.
LL@(19716) Very similar conclusions can be drawn in the example of China. => Vrlo sličan zaključak se može primetiti i u slučaju Kine.
LL@(19717) Also, Serbia is very low ranked. => Takođe, Srbija je izuzetno loše rangirana.
LL@(19718) It is quite obvious that Serbia is still far away from the EU development goals and has to improve all indicators of the countrys welfare. => Jasno je da je Srbija daleko od ciljeva razvoja koje EU propagira, i da mora da značajno poboljša sve indikatore socio-ekonomske razvijenosti.
LL@(19719) This is particularly the case with ICT variables, since 43.7% of the population have never used a computer (EU-27 average is 26%) and 54.1% have never used the Internet; EU-27 average is 30% Š15, 16Ë. => Ovo se posebno odnosi na indikatore razvijenosti IKT infrastrukture, pošto 43,7% populacije nikada nije koristilo računar (EU-27 prosek je 26%) a 54,1% nikada nije koristilo internet; EU-27 prosek je 30% Š15, 16Ë.
LL@(19720) These indicators are far from the EU standards and Serbia definitely has to focus its attention on ICT. => Ovi indikatori pokazuju koliko je Srbija daleko od EU standarda, i naglašavaju neophodnost usmeravanja pažnje na IKT.
LL@(19721) It is clear that there are several regions in Serbia where the use of ICT is by far more widespread than in the other regions. => Jasno je da određeni regioni u Srbiji imaju značajno veći procenat korišćenja IKT-a od drugih regiona.
LL@(19722) For instance, the capital, Belgrade, and the northern part of Serbia (Vojvodina region) are significantly more advanced than the south Serbia. => Na primer, Beograd i Vojvodina prednjače u odnosu na jug Srbije.
LL@(19723) Moreover, IT Park is being developed in Indjija (Vojvodina region) and Government realizes the need for ICT investments as a crucial component of economic growth. => Takođe, trenutno se u Vojvodi ni (Inđija) gradi IT park i Vlada Srbije shvata značaj IKT industrije kao ključnu komponentu ekonomskog napretka.
LL@(19724) Table 2. => Tabela 2.
LL@(19725) The Results of the Square I-distance Method, I-distance Value and Rank Country The Netherlands Island Switzerland Sweden Denmark Luxembourg Estonia Great Britain France USA Austria Hungary Finland Spain The Czech Republic Belgium Australia German Portugal Japan Slovakia Brazil Cyprus Greece Lithuania Bulgaria Slovenia Poland Italia Latvia Macedonia Romania Country Serbia China India Russia I-distance I-distance Rank 63.253 60.240 59.878 58.462 58.149 55.058 54.663 54.299 52.905 51.082 50.931 49.781 46.639 45.600 44.882 44.266 43.574 42.550 41.962 38.362 37.898 37.875 35.355 34.010 33.302 32.938 32.595 30.730 30.123 29.998 26.994 25.071 I-distance Rank 23.883 21.760 17.374 15.399 I-distance This data set was further examined and a correlation coefficient of each indicator with the I-distance value was determined, the results of which are presented in Table 3 (Pearson correlation test has been used). => Rezultati kvadratnog I-odstojanja, vrednosti I-odstojanja i rangovi Zemlja Holandija Island Švajcarska Švedska Danska Luksemburg Estonija Velika Britanija Francuska SAD Austrija Mađarska Finska Španija Češka Belgija Australija Nemačka Portugal Japan Slovačka Brazil Kipar Grčka Litvanija Bugarska Slovenija Poljska Italija Latvija Makedonija Rumunija Srbija Kina Indija Rusija I-odstojanje Rang I- odstojanje 63,253 60,240 59,878 58,462 58,149 55,058 54,663 54,299 52,905 51,082 50,931 49,781 46,639 45,600 44,882 44,266 43,574 42,550 41,962 38,362 37,898 37,875 35,355 34,010 33,302 32,938 32,595 30,730 30,123 29,998 26,994 25,071 23,883 21,760 17,374 15,399 Predstavljeni skup podataka je nakon toga dodatno analiziran i koeficijent korelacije svakog indikatora sa vrednošću I-odstojanja je izračunat i predstavljen u Tabeli 3 (korišćene su Pirsonove korelacije).
LL@(19726) As it appears, the most significant variable for determining the ICT development is the Internet users (per 100 people), with r=.861, p<.01. => Kao što pokazuju rezultati, najvažnija varijabla za određivanje nivoa razvijenosti IKT-a je broj korisnika interneta (na 100 ljudi), sa r=,861, p<.
LL@(19727) This conclusion is in a line with many previous papers which emphasize the Internet connectedness rate as quite significant for determining a countrys development level. => Ovaj zaključak je u skladu sa mnogim prethodnim radovima koji ističu procenat korisnika interneta kao izuzetno značajan indikator za određivanje nivoa razvijenosti država.
LL@(19728) In a line with this, it is essential that Serbia and other low-ranked countries should improve the most significant indicators. => U skladu sa tim, ključno je da Srbija i ostale loše rangirane države poboljšaju najbitnije IKT indikatore.
LL@(19729) Table 3. => Tabela 3.
LL@(19730) The Correlation between I-distance and Input Indicators Indicators Internet users (per 100 people) Secure Internet servers (per 1 million people) Personal computers (per 100 people) Fixed Internet subscribers (per 100 people) E-government Web measure index Fixed broadband Internet access tariff (US$/month) Residential fixed line tariff (US$/month) Telephone lines (per 100 people) Fixed broadband subscribers (% of total Internet subscribers) Mobile cellular prepaid tariff (US$/month) Mobile cellular subscriptions (per 100 people) ICT service exports (% of total service exports) ICT goods exports (% of total goods exports) ICT goods imports (% of total goods imports) r .861** .764** .763** .733** .711** .671** .654** .642** .513** .370* .280 .195 .126 .066 4. => Korelacije između I-odstojanja i ulaznih indikatora Indikatori Broj internet korisnika (na 100 ljudi) Broj sigurnih internet servera (na 1 milion ljudi) Broj PC kompjutera (na 100 ljudi) Broj fiksnih internet pretplatnika (na 100 ljudi) Indeks razvijenosti e-Uprave Cena brzog Interneta (US$/mesečno) Cena fiksnog telefona (US$/mesečno) Broj telefonskih linija (na 100 ljudi) Broj pretplatnika brzog interneta (% fiksnih internet pretplatnika) Cena prepaid mobilnog (US$/mesečno) Broj mobilnih pretplatnika (na 100 ljudi) Izvoz IKT usluga (% izvoza svih usluga) Izvoz IKT proizvoda (% izvoza svih proizvoda) Uvoz IKT proizvoda (% uvoza svih proizvoda) r ,861** ,764** ,763** ,733** ,711** ,671** ,654** ,642** ,513** ,370* ,280 ,195 ,126 ,066 4.
LL@(19731) Conclusion Knowledge economy is becoming the most important factor in the development of the society and regions Š17Ë. => Zaključak Ekonomija znanja postaje sve značajniji faktor u procesu napretka regiona i zemalja Š17Ë.
LL@(19732) As crucial components of knowledge, IT literacy and the Internet connectedness have long been in the focus of research. => Kao ključna komponenta znanja, IT pismenost i broj korisnika interneta su često u fokusu istraživača.
LL@(19733) Some papers have tried to examine the influence of of sociocultural factors on the level of the Internet connectedness Š18Ë. => U određenim radovima bilo je pokušaja da se opiše uticaj socio-kulturnih faktora na nivo korisnika interneta Š18Ë.
LL@(19734) On the other hand, the same author compared the PC Internet connectedness and mobile Internet connectedness Š19Ë. => S druge strane, isti autor je upoređivao broj korisnika interneta koji se povezuju preko PC i mobilnih uređaja Š19Ë.
LL@(19735) Nonetheless, only a few researchers have tried to explore the interlinkage between the Internet connectiv ity and the economic development Š20Ë. => Međutim, izuzetno je skroman obim radova koji su pokušali da uspostave vezu između procenta korisnika interneta i ekonomskog razvoja Š20Ë.
LL@(19736) As a way to enhance the importance of this indicator, a novel approach has been proposed in this work in which future research on economic and social performance of countries can be based on. => U ovom radu predstavljen je novi pristup u evaluaciji razvijenosti IKT-a.
LL@(19737) By using the I-distance method, a synthesized indicator that incorporates many social and economic indicators can be created. => Korišćenjem metode rangiranja I-odstojanje, može se kreirati sintetizovani indikator.
LL@(19738) Results presented in this study, clearly show that Serbia has a long way ahead of achieving the European Union development goals and becoming a full member of the EU. => Rezultati studije jasno pokazuju da je Srbija još daleko od dostizanja EU razvojnih ciljeva i punopravnog članstva u EU.
LL@(19739) In particular, concepts of sustainable development and green IT must be implemented Š21, 22Ë. => Naročito se mora obratiti pažnja na koncept održivog razvoja i zelenih informacionih tehnologija Š21, 22Ë.
LL@(19740) With only 25.8% of population that own a personal computer and 11.6% the Internet subscribers Š14Ë, it is crucial that Serbia should focus its attention on the ICT industry and consequently improve its country welfare. => Sa samo 25,8% populacije koja poseduje računar i 11,6% internet korisnika Š14Ë, ključno je da se Srbija usmeri na IKT infrastrukturu i unapredi nivo socio-ekonomske razvijenosti.
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LL@(19785) A comparison of internet connectedness via personal computers and mobile phoned in Japan. => A comparison of internet connectedness via personal computers and mobile phoned in Japan.
LL@(19786) International Journal of Mobile Communications. => International Journal of Mobile Communications.
LL@(19787) 7(1):2135. => 7(1):
LL@(19788) Š20Ëhttp://www.creativeclass.com/creative_class/2010/ 07/30/internet-connectivity-and-economic-development/ Š21Ë Petrovic N, Drakulic M, Vujin V, Drakulic R and Jeremic V (2011). => Š20Ë h t t p : / / w w w . c r e a t i v e c l a s s . c o m / c r e a t i ve_class/2010/07/30/internet-connectivity-andeconomic-development/ Š21Ë Petrovic N, Drakulic M, Vujin V, Drakulic R and Jeremic V (2011).
LL@(19789) Climate changes and green information technologies. => Climate changes and green information technologies.
LL@(19790) Management, 16(59):3543. => Management, 16(59):
LL@(19791) Š22Ë Petrovic N, Isljamovic S and Jeremic V (2010). => Š22Ë Petrovic N, Isljamovic S and Jeremic V (2010).
LL@(19792) Zero waste as a new concept for sustainable development. => Zero waste as a new concept for sustainable development.
LL@(19793) Management, 15(57):39-45. => Management, 15(57):
LL@(19794) Towards Framework for Higher Environmental Education UDC: 378.147:502/504 Nataša Petrović, Mirjana Drakulić, Sonja Išljamović, Veljko Jeremić, Ratimir Drakulić Faculty of Organizational Sciences, University of Belgrade Sustainable development concepts at the higher education level require that undergraduates from higher learning institutions receive adequate sustainable and environmental education. => Novi okviri ekološkog obrazovanja u visokoškolskom obrazovanju UDK: ~~~ 378.147:502/504 Nataša Petrović, Mirjana Drakulić, Sonja Išljamović, Veljko Jeremić, Ratimir Drakulić Fakultet organizacionih nauka, Univerzitet u Beogradu Koncepti održivog razvoja na nivou visokoškolskog obrazovanja zahtevaju da studenti na visokoškolskim ustanovama steknu održivo i ekološko obrazovanje.
LL@(19795) The environmental education fosters skills and habits that students can use throughout their lives to understand and act on sustainability topics. => Ekološko obrazovanje podstiče umeća i navike koje će studenti moći da koriste čitavog života u situacijama kad treba da shvate i da delaju u vezi sa problemima održivosti.
LL@(19796) In the recent past, most of education institutions around the world have incorporated environmental issues in their curricula. => Većina obrazovnih institucija u svetu od nedavno je u svoje nastavne programe uvrstila i pitanja očuvanja životne sredine.
LL@(19797) In order to satisfy the specific needs of sustainable development implementations, higher learning institutions need to use new technologies to facilitate environmental education. => Da bi zadovoljile posebne potrebe primene održivog razvoja, visokoškolske ustanove koriste nove tehnologije u nastavi ekološkog obrazovanja.
LL@(19798) The flexible learning approach used at Faculty of Organizational Sciences, University of Belgrade is one of these valuable tools. => Jedan od vrednih alata koji se koristi na Fakultetu organizacionih nauka Univerziteta u Baogradu jeste i fleksibilni pristup u učenju.
LL@(19799) This paper introduces some of the key concepts of learning and investigates how students can be effectively used in higher environmental education for sustainable development. ~~~ 1. => U ovom radu predstavljeno je nekoliko ključnih koncepata učenja i istražuje se u kojoj meri se studenti mogu efektivno iskoristiti u oblasti ekološkog obrazovanja za održivi razvoj, u visokoškolskim institucijama. 1.
LL@(19800) Introduction Environment can be defined as a group of all the factors that affect the physical, biological, socio-psychological, socioeconomic and cultural life of an individual or society, and all living beings on the Earth live in interaction in a certain environment. => Uvod Okruženje ili životna sredina se može definisati kao grupa činilaca ili svi činioci koji utiču na fizički, biološki, socio-psihološki, društveno-ekonomski i kulturni život pojedinca ili društva, a sva živa bića na Zemlji žive međusobno povezana u nekom okruženju.
LL@(19801) On the other hand, human economy depends on the Planets natural capital that provides all ecological services and natural resources. => S druge strane, privreda u društvu zavisi od prirodnog kapitala planete koji obezbeđuje sve ekološke usluge i sve prirodne resurse.
LL@(19802) As a result of population growth and economic development, humans have exerted a considerable impact on the Earth and have become seriously incompatible with natural resources, environment and economy. => Rast broja stanovnika na zemlji i privredni razvoj imao je za posledicu da su ljudi izvršili veoma snažan uticaj na planetu i došli u ozbiljan raskorak sa prirodnim izvorima, okruženjem i privredom.
LL@(19803) At the same time, as outcomes, environmental problems appear as one of the greatest problems of the 21st century. => Istovremeno, ekološki problemi koji iz svega ovoga proističu predstavljaju jedan od najvećih problema 21. veka.
LL@(19804) The rapid technological advancements and industrialization have resulted in an increased level of negligence and insensitive behavior, leading to the destruction of environmental balance. => Brz tehnološki napredak i industrijalizacija imali su za posledicu sve nemarnije i bezosećajnije ponašanje koje je dovelo do poremećaja ekološke ravnoteže.
LL@(19805) Population growth demands a new concept of development one that is sustainable and that takes into account the satisfaction of the needs and desires of every citizen of the Earth, of the pluralism of societies, but also the balance and harmony between humanity and the environment Š2, 27, 32Ë. => Rast broja stanovnika zahteva novi koncept razvoja održivi koncept, kojim bi se zadovoljile potrebe i želje svakog građanina Zemlje, pluralizma društava, ali i ravnoteža i sklad između čovečanstva i životne sredine Š2, 27, 32Ë.
LL@(19806) The implication of this ecological situation is obvious: to be sustainable, human beings must live within natures carrying capacity; and they must measure where they are now and how far they can go Š34Ë. => Implikacije ovakve ekološke situacije su očigledne: da bi se održali, ljudi moraju da žive u okviru kapaciteta koje je priroda sposobna da pruži i da razmisle o tome gde sa sada nalaze i koliko dugo još mogu ovako da nastave Š34Ë.
LL@(19807) The United Nations Decade of Education for Sustainable Development (DESD, 2005-2014), offers an opportunity to rethink the manner in which we approach global environmental and sustainable challenges Š33Ë. => Decenija obrazovanja za održivi razvoj Ujedinjenih nacija (DESD, 2005-2014) nudi priliku da ponovo razmislimo o načinu na koji pristupamo globalnim izazovima u oblasti ekologije i održivog razvoja Š33Ë.
LL@(19808) Apart from the regional and national launches, progress has been achieved in both institutional and programmatic areas at international, regional and national levels. => Pored pokušaja na regionalnom i nacionalnom nivou, napredak je postignut i na međunarodnom, nacionalnom i regionalnom nivou, kako u institucionalnoj, tako i u programskoj oblasti.
LL@(19809) The Decade of Education for Sustainable Development comes at a time when the economic, so cial, environmental and cultural realms of global society are faced with daunting challenges. => Decenija obrazovanja za održivi razvoj dolazi u trenutku kada se ekonomske, društvene i kulturne oblasti globalnog društva nalaze pred veoma ozbiljnim izazovima.
LL@(19810) Obligation of higher education is work in a way of mobilizing further political support in countries where Education for Sustainable Development is not yet a priority. => Dužnost visokoškolskog obrazo vanja jeste da doprinese većoj političkoj podršci u zemljama u kojima obrazovanje za održivi razvoj još uvek ne predstavlja prioritetni zadatak.
LL@(19811) Today, more than ever before, the need for a holistic approach to learning and teaching becomes both vital and urgent. => Više nego ikada ranije, danas je holistički pristup učenju i nastavi ne samo neophodan, već i hitan.
LL@(19812) If its potential to contribute to the paradigm shift in thinking, learning and teaching for a sustainable world is to be realized, Education for Sustainable Development has to move to the political centre-stage. => Ako mogućnosti obrazovanja za održivi razvoj imaju za cilj da doprinesu promeni paradigme razmišljanja, učenja i nastave u cilju postizanja održivosti, onda ovo obrazovanje treba da postane centralna tema u politici.
LL@(19813) Sustainable development needs to be added to an already overcrowded curriculum of foundation subjects that must teach the basics of reading, writing and arithmetic. => Obrazovanje za održivost treba da se doda već ionako pretrpanom nastavnom programu osnovnih predmeta koji nas uče čitanju, pisanju i računanju.
LL@(19814) At the same time it can be seen as an integrative, cross-curricular theme that can bring together many of the single issues that schools are already expected to address. => Istovremeno, ono se može posmatrati kao integrativna tema koja prožima sve oblasti nastavnog programa i koja može da objedini mnoga pojedinačna pitanja kojima škole u svakom slučaju moraju da se bave.
LL@(19815) Education for Sustainable Development learning goals include: acting with respect for others, acting with responsibility locally and globally, critical thinking, understanding complexity, the capacity to imagine the future, understanding inter-disciplinary relations, responsible behavior and the ability to identify and clarify environmental values Š33Ë. => Ciljevi obrazovanja za održivi razvoj obuhvataju sledeće: delovanje poštujući druge, delovanje sa odgovornošću i na lokalnoj i na globalnoj ravni, kritičko mišljenje, razumevanje složenosti, sposobnost da se zamisli budućnost, razumevanje interdisciplinarnih odnosa, odgovorno ponašanje i sposobnost da se identifikuju i razjasne ekološke vrednosti Š33Ë.
LL@(19816) The nature of Education for Sustainable Development demands new perspectives on matters like curriculum, teaching and learning. => Priroda obrazovanja za održivi razvoj zahteva novi pogled na pitanja kao što su nastavni plan i program, nastava i učenje.
LL@(19817) Education for Sustainable Development and Education Sustainable Development tend to focus on connections, feedback loops, relationships and interaction. => Obrazovanje za održivi razvoj i održivi razvoj obrazovanja koncentrišu se na povezanost, povratnu spregu, odnose i interakciju.
LL@(19818) Yet the dominant educational structures are based on fragmentation rather than connections and synergy. => Ipak, dominantne obrazovne strukture zasnivaju se na fragmentiranosti, a ne na vezama i sinergiji.
LL@(19819) Another observation is that the search for a more sustainable world requires the full and democratic involvement of all members of society which should also have implications for teaching and learning. => Pored toga, potraga za održivijim svetom zahteva da se svi članovi društva uključe u potpunosti i na demokratski način, što će takođe biti značajno za nastavu i učenje.
LL@(19820) Education for Sustainable Development calls for new kinds of learning that are not so much of a transmissive nature (i.e. learning as reproduction) but rather of a transformative nature (i.e. learning as change) Š33Ë. => Obrazovanje za održivi razvoj zahteva nove vrste učenja koji su transformacijske prirode (na primer, učenje čiji je cilj promena), a ne služe samo za prenošenje (na primer, učenje da bi se samo reprodukovalo naučeno) Š33Ë.
LL@(19821) Many authors agree that good environmental education is crucial for achieving sustainable development Š1, 4, 7, 13, 14, 15Ë. Environmental education nowadays is more and more focused in a perspective of sustainability to promote, not only the fundamental environmental knowledge, but also the behaviors, the strategies and the actions that can really reconvert our development models and our lifestyles. => Mnogi autori dele mišljenje da je kvalitetno ekološko obrazovanje od ključne važnosti za postizanje održivog razvoja Š1, 4, 7, 13, 14, 15Ë. ~~~ Ekološko obrazovanje danas se sve više fokusira na održivost i promoviše ne samo osnovna znanja o životnoj sredini, već i načine ponašanja, strategije i aktivnosti koje zaista mogu da izmene modele našeg razvoja i naš životni stil.
LL@(19822) The goal of environmental education is to produce a population aware of the environment and concerned about problems relating to this concept. => Cilj ekološkog obrazovanja jeste da iznedri populaciju koja je svesna svog okruženja i koju interesuju problemi u vezi sa ovim konceptom.
LL@(19823) Environmental education is based on the knowledge, skills, attitudes, motivations and commitment of individuals and collectives willing to deal with the current environmental problems, finding solution to them as well as preventing the new ones. => Ekološko obrazovanje zasniva se na znanju, veštinama, stavovima, motivaciji i posvećenosti pojedinaca i kolektiva spremnih da se bave problemima životne sredine, da ih rešavaju i da sprečavaju pojavu novih problema.
LL@(19824) Environmental education implies a brand new style of life, new ethical and cultural values and responsible persons. => Ekološko obrazovanje podrazumeva potpuno novi način života, nove etičke i kulturne vrednosti i odgovorne ličnosti.
LL@(19825) At its core, environmental education strives to engage the global citizenry in new ways of thinking and acting in, with, and for the environment Š7, 18, 20Ë. Environmental education can be defined as learning to protect and improve environment in a systematic, planned and knowledgebased way during the whole human lifecycle in order to spread awareness about basic characteristics of environment, its structures and relationships that tends to make a human who protects and improves the environment in a way that will ensure humans existences now as well as in the future Š28, 29, 30Ë. 2. => U svojoj suštini, ekološko obrazovanje teži da sve ljude u svetu navede na novi način razmišljanja i ponašanja u okruženju, sa okruženjem i za okruženje Š7, 18, 20Ë. ~~~ Ekološko obrazovanje se može definisati kao učenje kako da zaštitimo i unapredimo životnu sredinu sistematično, planski i zasnovano na znanju, i to tokom čitavog (ljudskog) života, a u cilju širenja svesti o osnovnim karakteristikama životne sredine, njenog sastava i odnosa u njoj, obrazovanje čiji je cilj da odgaji ljude koji štite i unapređuju životnu sredinu na takav način da obezbede opstanak ljudske rase kako danas, tako i u budućnosti Š28, 29, 30Ë. 2.
LL@(19826) Methodology of higher environmental education Higher environmental education is learner-centered, providing learners with opportunities to construct their own understandings through hands-on, minds on investigations. => Metodologija ekološkog obrazovanja u visokoškolskim ustanovama Visokoškolsko ekološko obrazovanje u centar postavlja studente i daje im priliku da razviju svoje sopstveno shvatanje neposrednim putem, istraživanjem.
LL@(19827) Learners are engaged in direct experiences and are challenged to use higher-order thinking skills Š20, 21Ë. Higher environmental education development emphasizes skills and habits that students can use throughout their life, in order to understand and act on environmental issues. => Studenti uče na osnovu sopstvenog iskustva i od njih se očekuje da koriste složenije veštine razmišljanja Š20, 21Ë. ~~~ Razvoj visokoškolskog ekološkog obrazovanja naglašava veštine i navike koje će studenti usvojiti za ceo život, način na koji shvatanju i ponašanju se u odnosu na ekološka pitanja.
LL@(19828) Ultimately, it is about decisionmaking, critical thinking and citizenship, including acting as an environmentally literate citizen that involves adopting actions that reduce environmental stresses or affecting some conservation target Š17, 19Ë. Higher environmental education improves students awareness and understanding of sustainable development and most importantly, way to develop and implement preventive strategies to respond to environmental problems in the context of environmental protection and sustainable de velopment in their own communities and regions. => Konačno, ekološko obrazovanje se odnosi na odlučivanje, kritičko mišljenje i pripadnost zajednici građana, uključujući ponašanje građanina koji je ekološki pismen, što znači da usvaja način ponašanja kojim se smanjuju udari na okruženje i postiže određeni cilj u zaštiti tog okruženja Š17, 19Ë. ~~~ Ovo obrazovanje širi svest studenata i njihovo shvatanje održivog razvoja i, što je najvažnije, način razvijanja i primene preventivnih strategija kojima će odgovoriti na probleme okruženja u kontekstu zaštite životne sredine i održivog razvoja u zajednicama i u regionima u kojima žive.
LL@(19829) What has to be offered in the program of good higher environmental education is interconnected with the wide range of requirements in professional life; therefore the program of higher environmental education is designed to meet these new sustainability challenges, by integrating inputs from the social and human sciences into the study of environmental planning and engineering, and by enabling students to visualize the engineers task from environmental perspectives Š17, 20, 21Ë. => Ono što se nudi u programu dobrog ekološkog obrazovanja na visokoškolskom nivou međusobno je povezano sa nizom zahteva u pro fesionalnom životu; stoga je program visokoškolskog ekološkog obrazovanja razvijen tako da zadovoljava ove nove zahteve za održivošću tako što uvodi inpute iz društvenih nauka u učenje o ekološkom planiranju i inženjeringu i osposobljava studente da sagledaju zadatke inženjera iz perspektive ekologije Š17, 20, 21Ë.
LL@(19830) A number of courses of higher environmental education and a number of initiatives to integrate environmental issues into university curricula have been launched in the past decade worldwide. => Poslednjih decenija širom sveta se uvode kursevi ekološkog obrazovanja u visokoškolskim ustanovama kao i nove inicijative za uvođenje ekoloških tema u nastavne programe na univerzitetu.
LL@(19831) However, to satisfy the specific needs of this kind of education it is necessary to implement innovative methods of delivering such knowledge for sustainability. => Ipak, da bi se zadovoljile posebne potrebe ove vrste obrazovanja, potrebno je primeniti inovativne metode prenošenja ovakvog znanja za potrebe održivosti.
LL@(19832) Higher environmental education through the flexible learning approach used at Environmental Management course at Faculty of Organizational Sciences, University of Belgrade, Serbia is one such innovative method, Š8, 9, 11Ë. => Visokoškolsko ekološko obrazovanje putem fleksibilnog pristupa koji se primenjuje na predmetu Ekološki menadžment na Fakultetu organizacionih nauka Univerziteta u Beogradu predstavlja jedan od ovakvih inovativnih metoda Š8, 9, 11Ë.
LL@(19833) Previous studies have shown that introductory university level environmental studies classes can improve students environmental literacy. => Ranija istraživanja su pokazala da početni nivo ekoloških studija na fakultetu može da popravi ekološku pismenost studenata.
LL@(19834) Further on, successful learning requires a change in attitudes to education both in the teacher and in the learner Š12Ë. => Pored toga, da bi učenje bilo uspešno, i nastavnik i učenik moraju da promene svoje stavove o obrazovanju Š12Ë.
LL@(19835) Therefore, good higher environmental education: Is learner-centred, providing students with opportunities to construct their own understandings through hands-on, minds-on investigations; Involves engaging learners in direct experiences and challenges them to use higher-order thinking skills as supportive of the development of an active learning community where learners share ideas and expertise and Prompt continued inquiry provides real-world contexts and issues from which concepts and skills can be used Š13Ë. => Stoga kvalitetno visokoškolsko ekološko obrazovanje ima sledeće kvalitete: ~~~ Orijentisano je na učenika i nudi studentima mogućnost da sami dođu do saznanja u neposrednom konkretnom radu ili neposrednim istraživanjima; Usmereno je na to da studenti uče na osnovu vlastitog neposrednog iskustva i da koriste složenije veštine razmišljanja i tako doprinesu razvoju aktivne zajednice koja uči i u kojoj učenici razmenjuju ideje i stručna znanja; i Podstiče stalno preispitivanje čime obezbeđuje stvarne kontekste i pitanja iz kojih se mogu izvoditi koncepti i umeća Š13Ë.
LL@(19836) The learning targets of education for sustainable development must be translated into learning targets and objectives to be pursued in educational interventions which deal with sustainability in terms of knowledge, in terms of attitudes, in terms of behavior adopting sustainable behavior Š12Ë. => Ciljevi učenja u obrazovanju za održivi razvoj moraju da se prevedu u ciljeve učenja i ciljeve kojima treba težiti pri intervencijama u oblasti obrazovanja koje se bave održivošću u smislu znanja, u smislu stavova, u smislu ponašanja, a sve to usvajanjem održivog ponašanja Š12Ë.
LL@(19837) These characteristics, when applied in conjunction with the below mentioned objectives and aims for higher environmental education have allowed environmental educators to develop programs that lead to the formation of positive beliefs, attitudes and values concerning the environment as a basis for assuming a wise stewardship role towards the Earth (see Table 1). => Ove karakteristike, kada se primene u sprezi sa dole pomenutim opštim i neposrednim ciljevima visokoškolskog ekološkog obrazovanja, omogućavaju stručnjacima za ekološko obrazovanje da razvijaju programe koji vode formiranju pozitivnih verovanja, stavova i vrednosti u vezi sa životnom sredinom što čini osnovu za prihvatanje mudre odluke u korist služenja planeti Zemlji (videti Tabelu 1).
LL@(19838) 3. => 3.
LL@(19839) Flexible approach in higher education In recent years, open and distance learning have gone through three generations. => Fleksibilni pristup u viskoškolskom obrazovanju Otvoreno učenje i učenje na daljinu su poslednjih godina prošli kroz tri generacije u razvoju.
LL@(19840) The first generation was correspondence teaching where a single medium, such as a text, is used in conjunction with the postal service as a means of delivery. => Prvu generaciju činila je dopisna nastava gde se koristio jedan jedini medijum, tekst, u sprezi sa poštanskom službom kao sredstvom dostave.
LL@(19841) The next generation involved multimedia distance learning, where text-based material is supplemented by interaction with the instructors either in face-to-face settings or via technologies such as electronic mail. => Naredna generacija obuhvatila je multimedijalno učenje na daljinu, pri kome je tekstualni materijal dopunjen interakcijom sa nastavnicima, bilo u neposrednim susretima bilo putem tehnologija kao što je elektronska pošta.
LL@(19842) The third and most recent generation is interactive multimedia distance education, where heavy emphasis is placed on the use of information technology to facilitate the communication. => Treću i najmlađu generaciju predstavlja interaktivno multimedijalno obrazovanje na daljinu u kojem se težište stavlja na primenu informacione tehnologije kao sredstva kojim se olakšava komunikacija.
LL@(19843) The last generation is the flexible learning generation. => Poslednja generacija je generacija fleksibilnog učenja.
LL@(19844) Flexible learning represents a concept that prioritizes learner control over the requirements of institutional practices. => Fleksibilno učenje predstavlja koncept čiji je najveći značaj u tome što učenik (student) ima kontrolu nad zahtevima institucionalne prakse.
LL@(19845) Flexible learning focuses on how the students will engage in learning activities in terms of the options available to them and also how such activities can be supported Š3, 25Ë. => Fleksibilno učenje koncentriše se na to kako će se studenti baviti aktivnostima učenja u smislu opcija koje su im na raspolaganju, a isto tako, kakva će se podrška obezbediti ovim aktivnostima Š3, 25Ë.
LL@(19846)  => U tradicionalnim metodama učenja putem neposrednih predavanja ili učenja na daljinu nije posvećivano dovoljno pažnje stvarnim aktivnostima putem kojih student uči Š23Ë.
LL@(19847) In the traditional face-to-face learning and distance learning methods, little attention may be paid to the actual learning activities of the students Š23Ë. Flexible learning can be regarded as an approach that builds upon the traditional face-to-face learning methods and distance education practices whilst giving high priority to learner control. Knowledge Objectives Skills Values Aims o The resources of the o Frame of appropriate o An appreciation of the o Acquiring skills for Earth, particularly soil, water, minerals, etc., and their distribution and role in supporting living organisms. o The implications of the resource distribution in determining the nature of societies and the rate and character of economic development. o The role of science and technology in the development of societies and the impact of these technologies on environment. o Cooperative international and national efforts to find solutions to common global issues, and to implement strategies for a more sustainable future. o Processes of planning, policy-making and action for sustainability by governments, businesses, nongovernmental organizations and the public. questions to guide relevant study and research. o Defining such fundamental concepts as environment, community, development and technology, and applying definitions to local, national and global experience. o Assessing the nature of different bias and evaluating different points of view. o Developing hypotheses based on balanced information, critical analysis and careful synthesis, and testing them against new information and personal experience and beliefs. o Developing cooperative strategies for appropriate action to change present relationships between environmental preservation and economic development. assess and apply complex management concepts in order to solve today and tomorrows environmental challenges. o Gaining knowledge in environmental sciences and their practical application o Combining a theoretical orientation with practical project work. o Understanding of the social and political implications of planning and management within the environmental field. o Understanding of the relationships between companies and stakeholders, the environmental challenges facing businesses operating on international markets, and an introduction to various types of environmental regulations. dependence of human life on the resources of a finite planet. o An appreciation of the role of human ingenuity and individual creativity in ensuring survival and the search for appropriate and sustainable progress and an appreciation of the power of human beings to modify the environment. o A respect for other cultures and recognition of the interdependence of the human community, and a concern for disparities and injustices, a commitment to human rights and to the peaceful resolution of conflict. o An appreciation of the challenges faced by the human community in defining the processes needed for sustainability and in implementing the changes needed, but also a personal acceptance of a sustainable lifestyle and a commitment to participation in change. o An appreciation of the importance and worth of individual responsibility and action. Table 1. => Fleksibilno učenje se može posmatrati kao pristup koji usavršava tradicionalnu frontalnu nastavu i postupke učenja na daljinu, dok istovremeno prioritet daje kontroli koju vrši sam student. ~~~ Ciljevi Veštine Vrednosti o Okvir pitanja kojima o Procena stepena u kome Znanje o Resursi planete Zemlje, posebno tlo, voda, rude itd., i njihova raspodela i uloga u održanju živih organizama. o Implikacije distribucije resursa i određivanju prirode društava i procene i karaktera privrednog razvoja. o Uloga nauke i tehnologije u razvoju društava i uticaj ovih tehnologija na životnu sredinu. o Zajenički međunarodni i nacionalni napori da se nađe rešenje za zajedničke globalne probleme, i da se primene strategije za održiviju budućnost. se mogu započeti odgovarajuća proučavanja i istraživanja. o Definisanje fundamentalnih koncepata kao što je životna sredina, razvoj i tehnologija, i primena ovih definicija na lokalnu, nacionalnu i globalnu praksu. o Procena prirode različitih pristrasnosti i ocena različitih stanovišta. o Razvijanje hipoteza zasnovanih na uravnoteženim informacijama, kritičkoj analizi i njihova provera u odnosu na nove informacije i lična iskustva i verovanja. o Razvijanje o Procesi planiranja, usvajanja političkih mera i aktivnosti za postizanje održivosti koje vrše vlade, firme, nevladine organizacije i javnost. saradničkih strategija za odgovarajuću akciju da bi se promenio sadašnji odnos između očuvanja životne sredine i privrednog razvoja. ljudski životi zavise od neobnovljivih resursa ove planete. o Procena uloge ljudske genijalnosti i kreativnosti pojedinca u oblasti obezbeđivanja opstanka i traganja za odgovarajućim održivim napretkom i ocena moći ljudi da menjaju živornu sredinu. o Poštovanje prema drugim kulturama i uvažavanje međuzavisnosti u ljudskoj zajednici, i zainteresovanost za nesklad i nepravdu, posvećenost ljudskim pravima i miroljubivom rešavanju problema. o Razumevanje izazova s kojima se suočava ljudsko društvo u definisanju procesa potrebnih za postizanje održivosti i u primeni potrebnih promena, ali i lično prihvatanje održivog načina života i posvećenost učestvovanju u promenama. o Uvažavanje značaja i vrednosti lične odgovornosti i delovanja. ~~~ Ciljevi o Sticanje umeća za procenu i primena složenih koncepata upravljanja u cilju rešavanja sadašnjih i budućih izazova okruženja. o Sticanje znanja u oblasti ekologije i njegova primena u praksi. o Kombinovanje teorijske orijentacije sa praktičnim radom na projektima. o Razumevanje društvenih i političkih implikacija planiranja i upravljanja u oblasti zaštite životne sredine. o Razumevanje odnosa između kompanija i stejkholdera, izazovi okruženja s kojima se suočavaju firme u poslovanju na međunarodnim tržištima, i uvod u različite tipove propisa koji se odnose na životnu sredinu. ~~~ Tabela 1.
LL@(19848) Objectives and aims for higher environmental education Š17Ë Fundamental characteristics of flexible learning must include Š6, 22, 26Ë: style of learning, learning goals, content, forms of teaching, delivery methods, entry qualifications, start/finish times, location, form of assessment. => Opšti i neposredni ciljevi visokoškolskog ekološkog obrazovanja Š17Ë Osnovne karakteristike fleksibilog učenja moraju da obuhvate Š6, 22, 26Ë: stil učenja, ciljeve učenja, sadržaj, oblike nastave, metode prenošenja znanja, kvalifikacione ispite, vreme početka/završetka, mesto učenja, oblike ocenjivanja.
LL@(19849) Any or all of the characteristics listed above would identify a system of flexible learning. => Bilo koja ili sve gore navedene karakteristike prepoznatljive su u sistemu fleksibilnog učenja.
LL@(19850) Several teaching and learning methods have to be used in the course based on flexible learning, (Figure 1). => Na kursu koji se zasniva na fleksibilnom učenju koristi se nekoliko metoda nastave i učenja (slika 1).
LL@(19851) The course relies upon directed study, reading, and activities using a print-based study guide and reader. => Kurs se oslanja na vođeno proučavanje, čitanje i aktivnosti koje se zasnivaju na štampanim materijalima za učenje i udžbeniku.
LL@(19852) It also includes face-to-face lectures or other on-campus sessions. => Takođe obuhvata konkretna predavanja ili druge vrste vežbi na fakultetu.
LL@(19853) Third, it incorporates Web-based activities using the Internet and on-line communication. => Treće, obuhvata i aktivnosti na Mreži uz upotrebu interneta i on-line komunikacije.
LL@(19854) Figure 1. => Slika 1.
LL@(19855) Teaching and learning methods of flexible learning Web-based resources implemented on Moodle platform, facilitate students choice as to how, when and where they learn, and they provide multiple access points to information as well as access to multiple sources of information. => Metodi nastave i učenja u fleksibilnom učenju Resursi zasnovani na korišćenju Mreže koji se primenjuju na platformi Moodle olakšavaju studentima izbor u vezi s tim gde, kada i kako će učiti i obezbeđuju višestruku mogućnost pristupa informacijama kao i pristup velikom broju izvora informacija.
LL@(19856) This can facilitate student choice as to the focus and sequence of their learning activities. => Ovim se studentu olakšava izbor kada se radi o fokusu i redosledu aktivnosti u učenju. 4.
LL@(19857) 4. ~~~ Methodological improvement of environmental management course a flexible approach At the Faculty of Organizational Sciences, University of Belgrade, numerous courses (such as Environmental Management, Design for Environment, Eco-Marketing, and Environmental Law etc.) are focused on environmental issues. => Metodološko usavršavanje predmeta ekološki menadžment fleksibilni pristup Veliki broj predmeta (kurseva) na Fakultetu organizacionih nauka Univerziteta u Beogradu (na primer, Ekološki menadžment, Projekti za životnu sredinu, Eko-marketing i Zakon o životnoj sredini, itd.) koncentrišu se na probleme životne sredine.
LL@(19858) Unlike on others, which are elective courses, in the Environmental Management course that is an obligatory course, a framework and a curriculum for good higher environmental education are developed and applied. => Za razliku od drugih predmeta koji su izborni, na predmetu Ekološki menadžment koji je obavezni predmet, razvijeni su i primenjuju se okvir i nastavni program kvalitetnog visokoškolskog ekološkog obrazovanja.
LL@(19859) In addition, we selected this course because it is based on a wide range of scientific and practical knowledge of environmental science and management as good benchmarks for the adequate improvement of students environmental awareness. => Pored toga, ovaj kurs smo izabrali zato što se zasniva na širokom spektru naučnog i praktičnog znanja u oblesti ekologije i upravljanja koji su dobre referentne tačke za adekvatno poboljšanje svesti koju studenti stiču o životnoj sredini.
LL@(19860) Hence, on this course we have applied a learner-centred and action-oriented learning about ecology, management within the environmental field and sustainable development. => Stoga je na ovom kursu primenjen tip učenja orijentisan na studenta i aktivnosti u vezi sa ekologijom, upravljanjem u oblasti životne sredine i održivog razvoja.
LL@(19861) All of this with foundations of active learning - where educators are mentors and facilitators and students teach each other, Š17, 18Ë. => Sve ovo zasnovano je na aktivnom učenju gde su nastavnici mentori i facilitatori, a studenti podučavaju jedni druge Š17, 18Ë.
LL@(19862) These experiences promoted higher order thinking and provided a cooperative context for learning and evaluation. => Ovakva iskustva imala su za posledicu razmišljanja na višem nivou i obezbedila saradnički kontekst za učenje i ocenjivanje.
LL@(19863) Also, the purpose of this course is to orientate the student to the basic discipline of environmental management and as a result this course places an emphasis on the basic skills, tools and techniques and environmental perspectives needed to facilitate successful and meaningful environmental management and to promote the concept of sustainability. => Takođe, svrha ovog kursa je da usmeri studenta prema osnovnoj disciplini ekološkog menadžmenta, a posledica je da ovaj kurs stavlja akcenat na osnovne veštine, alate i tehnike i perspektive neophodne da bi se omogućilo uspešno i smisleno ekološko upravljanje i promovisao koncept održivosti.
LL@(19864) To develop the students understanding and insight into the skilful application of a wide variety of environmental dimensions, fields and environmental skill, tools and techniques in order to facilitate informed decision making based on sound information and expert judgment spanning a wide variety of scientific disciplines were developed. => Da bi student shvatio i stekao uvid u kvalifikovanu primenu različitih ekoloških dimenzija i oblasti i ekoloških veština, razvijeni su alati i tehnike potrebni da bi se obezbedilo odlučivanje zasnovano na pouzdanim informacijama i stručnim mišljenjima u okviru velikog broja naučnih disciplina.
LL@(19865) The Environmental Management course at Faculty of Organizational Sciences in the conventional mode consists of 4 lecture hours per week over a 13-week session. => Predmet Ekološki menadžment na Fakultetu organizacionih nauka po konvencionalnom modelu obuhvata četiri časa predavanja nedeljno tokom 13 nedelja.
LL@(19866) Therefore, students learning through the flexible model can expect to spend 23 hours more per week studying the materials, in addition to the time required for assignments, Š5, 16, 17Ë. Students enrolled in flexible model of this course are required to attend certain on-campus sessions during the semester. => Stoga studenti koji se opredele za fleksibilni model učenja mogu da očekuju da će raditi 2-3 časa nedeljno više proučavajući materijal, ne računajući vreme potrebno za izradu zadataka Š5, 16, 17Ë. ~~~ Studenti koji su se opredelili za fleksibilni model na ovom kursu pohađaju određene vežbe i predavanja na fakultetu tokom semestra.
LL@(19867) This is a compulsory part of the course and consists of lectures, tutorials, group projects, site visits, video presentations, and consultation with academic staff. => To je obavezni deo kursa i obuhvata predavanja, vežbe, grupne projekte, posete na terenu, video prezentacije i konsultacije sa profesorima i asistentima.
LL@(19868) During these sessions, students receive an opportunity to listen to various government and industry experts in ecology, sustainable development, perform hands-on exercises on environmental protection, study national and international case studies, and visit industrial facilities. => U ovom periodu studenti imaju mogućnost da slušaju različite stručnjake iz vlade i iz privrede koji govore na temu ekologije, održivog razvoja, da izvode konkretne postupke u oblasti zaštite životne sredine, da proučavaju studije slučaja na nacionalnom i međunarodnom nivou i da posećuju privredne objekte.
LL@(19869) This approach also provides opportunities for the students, especially to form a network among themselves. => Ovakav pristup takođe daje studentima priliku da se međusobno umreže.
LL@(19870) Regardless of their choice, all students enrolled on the Environmental Management course are provided with a learning package at the beginning of the semester, which consists of: a study guide containing key concepts, activities and references to readings; a reader consisting of a set of readings from books and journals; an assessment booklet outlining the assessment requirements; a study skills booklet describing essential study methods. => Bez obzira na izbor koji naprave, svi studenti koji se prijave za predmet Ekološki menadžment na početku semestra dobijaju paket za učenje koji sadrži sledeće: vodič za učenje u kome su ključni koncepti, aktiv nosti i literatura, izbor tekstova iz knjiga i časopisa, knjižicu o ocenjivanju u kojoj su objašnjeni zah tevi koji se uvažavaju prilikom ocenjivanja, knjižicu o veštinama izučavanja u kojoj su obja šnjeni ključni metodi učenja.
LL@(19871) Environmental Management course incorporates webbased resources which are best used for organization, communication to support self-directed learning, and as a means of providing multiple perspectives and alternative viewpoints. => Ekološko upravljanje kao kurs obuhvata resurse zasnovane na mrežama, a koji su najkorisniji za organizovanje, saopštenja kao podršku samostalnom učenju i kao način za obezbeđivanje većeg broja perspektiva i alternativnih stanovišta.
LL@(19872) Their use facilitates students choice as to how, when and where they learn, and they provide multiple access points to information as well as access to multiple sources of information. => Na ovaj način studentima je olakšano odlučivanje u vezi s tim kako, kada i gde će da uče i obezbeđuju višestruku mogućnost pristupa informacijama kao i pristup velikom broju izvora informacija.
LL@(19873) This can facilitate student choice as to the focus and sequence of their learning activities. site developed The Web for Environmental Management course includes upfront information (course information, study chart, assessment schedule, teaching team, resource lists) and features such as a site map, noticeboard, FAQ (Frequently Asked Questions) list, forum, real-time discussion (chat), glossary, and search facility. => Ovim se studentu olakšava izbor kada se radi o fokusu i redosledu aktivnosti u učenju. ~~~ Veb stranica razvijena za predmet Ekološki menadžment obuhvata uvodne informacije (informacije o kursu, plan studiranja, šemu ocenjivanja, tim predavača, spisak resursa) i druge stvari kao što su mapa fakulteta, oglasna tabla, FAQ listu (listu uobičajenih pitanja), forum, diskusije u realnom vremenu (chat), glosar i pomoć u pretraživanju.
LL@(19874) All these tools enhance the students learning experiences with stimulating exercises, realworld simulations, ready access to data in external Web sites, and communication with peers and mentors. => Svi ovi alati pospešuju učenje i nude vežbanja koja stimulišu studenta na rad, simulacije stvarnih situacija, pristup podacima na spoljnim veb stranicama i komunikaciju sa kolegama i mentorima.
LL@(19875) One of the characteristics of flexible learning is to allow the students to determine their own learning goals. => Jedna od karakteristika fleksibilnog učenja jeste da se studentima omogući da odrede sopstvene ciljeve u učenju.
LL@(19876) Students are strongly encouraged to focus on an area of their choice for paper, project. => Studenti se podstiču da se koncentrišu na oblast koju su izabrali i u okviru koje rade rad ili projekat.
LL@(19877) During Weeks 1 to 5, there is a weekly lecture to introduce the course and to cover the whole content of the course on a broad basis. => Od 1. do 5. nedelje kursa održava se jedno predavanje nedeljno na kome se predstavlja kurs i u glavnim crtama se obuhvata čitav sadržaj kursa.
LL@(19878) It is expected that students will develop an interest in one of the areas covered in the modules to examine in the project. => Očekuje se da se studenti zainteresuju za jednu od oblasti zastupljenih u modulima, koju će istraživati u svom projektu.
LL@(19879) The project title, which will be chosen by the student based on the course modules and with approval from the lecturer, must be finalized by the end of Week 4. => Naslov projekta će izabrati student na osnovu modula u okviru kursa, odobriće ga predavač i naslov mora da bude konačno formulisan do kraja 4. nedelje.
LL@(19880) During Weeks 6 to 10 of the semester, weekly lectures are replaced by weekly communication between the student and the lecturer either in person or by email. => Od 6. do 10. nedelje u semestru umesto predavanja jednom nedeljno održavaju se konsultacije između studenta i predavača/profesora, lično ili putem e-mejla.
LL@(19881) Students continue to work on the project and should submit the project proposal by the end of Week 7. => Student nastavlja da radi na projektu i treba da podnese predlog projekta do kraja 7. nedelje.
LL@(19882) Peer review of the project proposal takes place in Weeks 8 and 9. => Tokom 8. i 9. nedelje projekat ocenjuju studentove kolege.
LL@(19883) In Weeks 11 to 12, the class reconvenes for student oral presentations on the first draft of the project report. => Tokom 11. i 12. nedelje, grupa se ponovo okuplja da bi studenti održali usmeno izlaganje (prezentaciju) o prvom nacrtu projektnog izveštaja.
LL@(19884) Students receive further feedback from the lecturer and from peers to rework the project into a final project report. => Student dobija dalju povratnu spregu od predavača i od kolega tako da može da preradi projekat i napravi konačni izveštaj o projektu.
LL@(19885) Assessment for the course is based on completion of three assignments: Figure 2. => Slika 2.
LL@(19886) Three assignments on course At the completion of this course, students should be able to: have knowledge and understanding of: the nature and function of ecosystems and how they are interrelated, the impact of people on environment, the role of the community, politics and market forces in environmental decision making, the principles of ecologically sustainable development, career opportunities associated with the environment; have skills for: applying technical expertise within an environmental context, identifying and assessing environmental problems, communicating about environmental problems to others, resolving environmental problems, adopting behaviors and practices that protect the environment, evaluating the success of their actions and the values of: a respect for life on Earth, an appreciation of their cultural heritage, a commitment to act for the environment by supporting long-term solutions to environmental problems. => Tri zadatka na kursu Kad završi ovaj kurs, studenti treba da su ovladali znanjem i da razumeju: prirodu i ekosisteme i kako su oni međusobno povezani, uticaj ljudi na životnu sredinu, ulogu zajednice, političkih mera i sila tržišta na odlučivanje u vezi sa životnom sredinom, principe ekološki održivog razvoja, prilike za razvijanje karijere u vezi sa životnom sredinom; treba da ovladaju veštinama primene tehničke stručnosti u kontekstu okruženja, da identifikuju i procene probleme okruženja, da saopšte probleme drugima, reše ekološke probleme, usvoje ponašanje i postupke kojima se štiti životna sredina, procene uspešnost svojih aktivnosti i razviju poštovanje prema životu na Zemlji, prema njenom kulturnom nasleđu, posvećenost radu u korist životne sredine tako što će podržati dugoročna rešenja problema zaštite životne sredine. 5.
LL@(19887) 5. ~~~ Conclusions As stated over thirty years ago, … we are at that point in time when rhetoric and opinion must be substantiated by consolidating existing research efforts and focusing future efforts… we must now be about the business of validating the assumptions and utilizing a research base if environmental education is to continue to advance. => Zaključci Kako je rečeno pre trideset godina, ... nalazimo se u onom trenutku u vremenu kada se retorika i stavovi moraju materijalizovati konsolidovanjem postojećih istraživanja i koncentrisanjem budućih napora ... sada se moramo pozabaviti vrednovanjem postavki i koristiti bazu istraživanja ukoliko želimo da ekološko obrazovanje napreduje.
LL@(19888) Š35Ë. Roth Š24Ë expressed the need for continued development and strengthening of environmental education programs through evaluation of such programs, because the need is recognized for an increased sophistication of methods and techniques used in empirical research involving environmental education. => Š35Ë. ~~~ Roth Š24Ë navodi da postoji potreba za stalnim razvojem i jačanjem programa ekološkog obrazovanja putem ocenjivanja tih programa i zato metodi i tehnike koji se koriste u empirijskim istraživanjima koja obuhvataju i ekološko obrazovanje moraju stalno da se usavršavaju.
LL@(19889) Further on, training and education in a field of environmental education, especially environmental management, environmental protection and sustainable development have become essential for most professions. => Pored toga, obuka i obrazovanje u oblasti ekološkog obrazovanja, posebno ekološkog menadžmenta, zaštita prirodne sredine i održivi razvoj postali su suštinski važni za mnoge profesije. ~~~ Ocena iz predmeta zavisi od toga kako je student izvršio tri zadatka:
LL@(19890) The Environmental Management flexible-learning course has received extremely positive feedback from students. => Studenti su ovaj kurs Ekološkog menadžmenta zasnovan na fleksibilnom učenju ovenili veoma visokom ocenom.
LL@(19891) So, the flexible learning approach should be more widely explored by universities and other higher learning institutions to train students in environmental management. => Stoga bi fleksibilni pristup učenju trebalo da postane tema širih istraživanja na univerzitetima i drugim visokoškolskim ustanovama koje školuju studente u oblasti upravljanja životnom sredinom.
LL@(19892) In the future, we need to focus on finding the unifying dimensions in our thinking about ESD and work towards identifying ways to translate general themes into particular applications responsive to local needs. => U budućnosti, trebalo bi da se usredsredimo na traženje zajedničkih dimenzija u razmišljanjima o ESD i razradimo načine da opšte teme prevedemo u posebne primene koje će zadovoljiti lokalne potrebe.
LL@(19893) This paper has aimed to build a learning path in which environmental education and education for sustainable development contents are developed and proposed using flexible models, following teaching proposals which create a synergy between the features of the learning object and the potential of the teaching tool used, to offer learners rich, articulated and customizable educational paths. => Cilj ovoga rada jeste da da razradi jedan pravac u učenju u kom se sadržaji ekološkog obrazovanja i obrazovanja za održivi razvoj razvijaju i predlažu primenom fleksibilnih modela, na osnovu predloga nastave kojima se postiže sinergija između obeležja objekata učenja i potencijala alata u nastavi kojim se studentima nude sadržajno puni, artikulisani i standardizovani pravci učenja.
LL@(19894) REFERENCES Š1Ë America Association for Environmental Education, (1996), Environmental Education Materials: Guidelines for Excellence, NAAEE, Rock Spring, GA. => LITERATURA Š1Ë America Association for Environmental Education, (1996), Environmental Education Materials: ~~~ Guidelines for Excellence, NAAEE, Rock Spring, GA.
LL@(19895) Š2Ë Baltic agenda, Adopted at the 7th Ministerial Session of the Council of the Baltic Sea States, Nyborg, 1998, http://www.baltic21.org/?publications,1#83 Š3Ë Biggs, J., (1999). => Š2Ë Baltic agenda, Adopted at the 7th Ministerial Session of the Council of the Baltic Sea States, Nyborg, 1998, http://www.baltic21.org/?publications,1#83 Š3Ë Biggs, J., (1999).
LL@(19896) What the student does: teaching for Educ Res learning. => What the student does: teaching learning.
LL@(19897) Higher enhanced Dev;18(1):5575. => Higher Educ Res for enhanced Dev;18(1):
LL@(19898) Š4Ë Chawla, L., (1988). => Š4Ë Chawla, L., (1988).
LL@(19899) Childrens concern for the natuenvironment, Childrens Environments ral Quarterly, 5(3), 13-20. ~~~ Š5Ë Drakulić, M., Krivokapić, \., Drakulić, R., (2010). => Childrens concern for the natural environment, Childrens Environments Quarterly, 5(3), 13-20. Š5Ë Drakulić, M., Krivokapić, \., Drakulić, R., (2010).
LL@(19900) Ekološko pravo, WUS Austrija, Poljoprivredni fakultet, Fakultet organizacionih nauka. => Ekološko pravo, WUS Austrija, Poljoprivredni fakultet, Fakultet organizacionih nauka.
LL@(19901) Š6Ë Gibbs, G. (1999). => Š6Ë Gibbs, G. (1999).
LL@(19902) Using assessment strategically to change the way students learn. => Using assessment strategically to change the way students learn.
LL@(19903) In: Brown S, Glasner A, editors. => In: ~~~ Brown S, Glasner A, editors.
LL@(19904) Assessment matters in higher education. => Assessment matters in higher education.
LL@(19905) Buckingham: The Society for Research into Higher Education and Open University Press. => Buckingham: ~~~ The Society for Research into Higher Education and Open University Press.
LL@(19906) Š7Ë Gulcan C., Seda, H.N., (2010). => Š7Ë Gulcan C., Seda, H.N., (2010).
LL@(19907) Enhancing studentsenvironmental awareness, Procedia Social and Behavioral Sciences 2, 18301834, Elsevier. => Enhancing studentsenvironmental awareness, Procedia Social and Behavioral Sciences 2, 18301834, Elsevier.
LL@(19908) Š8Ë Išljamović, S., Jeremić, V., Jovičić, S., (2009a). => Š8Ë Išljamović, S., Jeremić, V., Jovičić, S., (2009a).
LL@(19909) Primena statističkih metoda u cilju utvrđivanja ekološke svesti studenata Univerziteta u Beogradu, SYM-OP-IS 2009, Ivanjica, Serbia. => Primena statističkih metoda u cilju utvrđivanja ekološke svesti studenata Univerziteta u Beogradu, SYM-OP-IS 2009, Ivanjica, Serbia.
LL@(19910) Š9Ë Išljamović, S., Jeremić, V., Petrović, N., (2009b). => Š9Ë Išljamović, S., Jeremić, V., Petrović, N., (2009b).
LL@(19911) Ekološka svest studenata Univerziteta u Beogradu, SPIN 2009, Beograd, Serbia. => Ekološka svest studenata Univerziteta u Beogradu, SPIN 2009, Beograd, Serbia.
LL@(19912) Š10Ë Išljamović, S., Jeremić, V., Petrović, N., (2010). => Š10Ë Išljamović, S., Jeremić, V., Petrović, N., (2010).
LL@(19913) Merenje dobrog ekološkog obrazovanja, SYMOP-IS 2010, Tara, Serbia. => Merenje dobrog ekološkog obrazovanja, SYMOP-IS 2010, Tara, Serbia.
LL@(19914) Š11Ë Jeremic, V., Isljamovic, S., Petrovic, N. (2010). => Š11Ë Jeremic, V., Isljamovic, S., Petrovic, N. (2010).
LL@(19915) A one concept for measuring results of environmental education for sustainability: ecological footprint, 13th Toulon-Verona Conference, Organizational Excellence in Service, Coimbra, Portugal. => A one concept for measuring results of environmental education for sustainability: ecological footprint, 13th Toulon-Verona Conference, Organizational Excellence in Service, Coimbra, Portugal.
LL@(19916) Š12Ë Kostova, Z., Atasoy, E., (2008). => Š12Ë Kostova, Z., Atasoy, E., (2008).
LL@(19917) Methods of Successful Learning in Environmental Education, Journal of Theory and Practice in Education, pp. 49-78. in the United States and Š13Ë NEEAC, (1996). => Methods of Successful Learning in Environmental Education, Journal of Theory and Practice in Education, pp. 4978. ~~~ Š13Ë NEEAC, (1996).
LL@(19918) Report Assessing Environmental Education the Implementation of the National Environmental Education Act of 1990, NEEAC, Washington, DC. => Report Assessing Environmental Education in the United States and the Implementation of the National Environmental Education Act of 1990, NEEAC, Washington, DC.
LL@(19919) Š14Ë North America Association for Environmental Education, (2002). => Š14Ë North America Association for Environmental Education, (2002).
LL@(19920) Guidelines for Excellence in Non formal Environmental Education Program Development and (draft) NAAEE, Rock Spring, GA. => Guidelines for Excellence in Non formal Environmental Education Program Development and Implementation, (draft) NAAEE, Rock Spring, GA.
LL@(19921) Implementation, Š15Ë Petrović, N., (2005). => Š15Ë Petrović, N., (2005). ~~~ Environmental Education:
LL@(19922) Environmental Education: Case of Postgraduate Environmental Management Studies on Faculty of Organizational Sciences, Serbia and Montenegro, Collection of Works, 8th Toulon Verona Conference, Palermo, Italy. => Case of Postgraduate Environmental Management Studies on Faculty of Organizational Sciences, Serbia and Montenegro, Collection of Works, 8th Toulon Verona Conference, Palermo, Italy.
LL@(19923) Š16Ë Petrović, N., (2009). => Š16Ë Petrović, N., (2009).
LL@(19924) Ekološki menadžment, Fakultet organizacionih nauka, Beograd. => Ekološki menadžment, Fa kultet organizacionih nauka, Beograd.
LL@(19925) Š17Ë Petrović, N., (2010). => Š17Ë Petrović, N., (2010).
LL@(19926) Development of higher environmental education program, Management časopis za teoriju i praksu menadžmenta, vol. 15, iss. ~~~ 56, pp. 35-41 Š18Ë Petrović, N., Drakulić, M., Išljamović, S., Jeremić, V., Drakulić, R., (2011). => Development of higher environmental education program, Management - časopis za teoriju i praksu menadžmenta, vol. 15, iss. 56, pp. 35-41 Š18Ë Petrović, N., Drakulić, M., Išljamović, S., Jeremić, V., Drakulić, R., (2011).
LL@(19927) METHODOLOGICAL IMPROVEMENT FOR HIGHER ENVIRONMENTAL EDUCATION: A FLEXIBLE APPROACH, Collection of Works, 14th Toulon Verona Conference, University of Alicante, Spain. => METHODOLOGICAL IMPROVEMENT FOR HIGHER ENVIRONMENTAL EDUCATION: A FLEXIBLE APPROACH, Collection of Works, 14th Toulon Verona Conference, University of Alicante, Spain.
LL@(19928) Š19Ë Petrović, N., Išljamović, S., Jeremić, V., Vuk, D., Senegačnik, M., (2011). => Š19Ë Petrović, N., Išljamović, S., Jeremić, V., Vuk, D., Senegačnik, M., (2011).
LL@(19929) Ecological Footprint as Indicator of Students Environmental Awareness Level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor, Management, Faculty of Organizational Sciences Belgrade, Belgrade, iss. ~~~ 58, pp. 15-21. ~~~ Š20Ë Petrović, N., Milićević, M., (2006). => Ecological Footprint as Indicator of Students Environmental Awareness Level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor, Management, Faculty of Organizational Sciences Belgrade, Belgrade, iss. 58, pp. 15-21. Š29Ë Petrović, N., Milićević, M., (2006).
LL@(19930) Education For Sustainable Development, Collection of Works, 9th Toulon Verona Conference, Paisley, Scotland. => Education For Sustainable Development, Collection of Works, 9th Toulon Verona Conference, Paisley, Scotland.
LL@(19931) Š21Ë Petrović, N., Milićević, M., (2007). => Š21Ë Petrović, N., Milićević, M., (2007).
LL@(19932) Higher good Environmental Education, Collection of Works, 10th Toulon Verona Conference, Thessaloniki, Greece. => Higher good Environmental Education, Collection of Works, 10th Toulon Verona Conference, Thessaloniki, Greece.
LL@(19933) Š22Ë Ramsden, P., Dodds, A., (1989). => Š22Ë Ramsden, P., Dodds, A., (1989).
LL@(19934) Improving teaching and courses: A guide to evaluation. => Improving teac hing and courses: ~~~ A guide to evaluation.
LL@(19935) Australia: Centre for the Study of Higher Education, The University of Melbourne. => Australia: ~~~ Centre for the Study of Higher Education, The University of Melbourne.
LL@(19936) Š23Ë Ranđelović, D., (2006). => Š23Ë Ranđelović, D., (2006).
LL@(19937) Reforma obrazovanja, ekološka edukacija i LEAP proces, Nacionalni i lokalni ekološki planovi, EKOIST2006. ~~~ Š24Ë Roth, R. E., (1976). => Reforma obrazovanja, ekološka edukacija i LEAP proces, Nacionalni i lokalni ekološki planovi, EKOIST2006. Š24Ë Roth, R. E., (1976).
LL@(19938) A review of research related to environmental education, 1973-1976. => A review of research related to environmental education, 1973-1976.
LL@(19939) Columbus, OH: ERIC Clearinghouse Science, Mathematics, and Environmental Education, Ohio State University. for Š25Ë Taylor, P., Joughin, G., (1997). => Columbus, OH: ERIC Clearinghouse for Science, Mathematics, and Environmental Education, Ohio State University. ~~~ Š25Ë Taylor, P., Joughin, G., (1997).
LL@(19940) What is flexible learning? => What is flexible learning?
LL@(19941) In: Teaching through flexible learning resources. => In: ~~~ Teaching through flexible learning resources.
LL@(19942) Griffith Institute for Higher Education. => Griffith Institute for Higher Education.
LL@(19943) Š26Ë Toohey, S., (1999). => Š26Ë Toohey, S., (1999).
LL@(19944) Designing courses for higher ed ucation. => Designing courses for higher education.
LL@(19945) Buckingham: Open University Press. => Buckingham: ~~~ Open University Press.
LL@(19946) Š27Ë UNCED, (1992). => Š27Ë UNCED, (1992).
LL@(19947) Agenda 21: Programme of Action for Sustainable Development, Rio Declaration on Environment and Development. => Agenda 21: ~~~ Programme of Action for Sustainable Development, Rio Declaration on Environment and Development.
LL@(19948) N.Y.: United Nations. => N.Y.: ~~~ United Nations.
LL@(19949) Š28Ë UNDP, UNESCO, UNICEF, World Bank, (1990). => Š28Ë UNDP, UNESCO, UNICEF, World Bank, (1990).
LL@(19950) Final Report of the World Conference on Education for All: Meeting Basic Learning Needs, Jomtien, Thailand, 5-9 March 1990, New York, Inter-Agency Commission the World Conference on Education for All. for Š29Ë UNESCO, (1978). => Final Report of the World Conference on Education for All: ~~~ Meeting Basic Learning Needs, Jomtien, Thailand, 5-9 March 1990, New York, Inter-Agency Commission for the World Conference on Education for All. ~~~ Š29Ë UNESCO, (1978).
LL@(19951) Final Report intergovernmental Conference on Environmental Education, Organized by UNESCO in Cooperation with UNEP, Tbilisi, USSR, 14-26 October 1977, Paris: UNESCO ED/MD/49. => Final Report intergovernmental Conference on Environmental Education, Organized by UNESCO in Cooperation with UN EP, Tbilisi, USSR, 14-26 October 1977, Paris:
LL@(19952) Š30Ë UNESCO, (1998). => UNESCO ED/MD/49. Š30Ë UNESCO, (1998).
LL@(19953) Environment and Society: Education and Public Awareness for Sustainability, Proceedings of the Thessaloniki International Conference. => Environment and Society: ~~~ Education for Sustainability, Proceedings of the Thessaloniki International Conference.
LL@(19954) Paris: UNESCO. => Paris:
LL@(19955) Š31Ë UNESCO-UNEP, (1976). => UNESCO. and Public Awareness Š31Ë UNESCO-UNEP, (1976).
LL@(19956) The Belgrade Charter, Environmental Connect: UNESCOUNEP Newsletter, Vol. 1 (1) pp. 1-2. => The Belgrade Charter, Connect: ~~~ UNESCOUNEP Environmental Newsletter, Vol.
LL@(19957) (1978). => 1 (1) pp. 1-2. Š32Ë UNESCO-UNEP, (1978).
LL@(19958) Š32Ë UNESCO-UNEP, Final Report Intergovernmental Conference on Environmental Education, Organized in Cooperation with UNEP, Tbilisi, USSR, 14-26 October 1997, Paris: UNESCO. by UNESCO Š33Ë United Nations Decade of Education for Sustainable Development (2009). => Final Report Intergovernmental Conference on Environmental Education, Organized by UNESCO in Cooperation with UNEP, Tbilisi, USSR, 14-26 October 1997, Paris:
LL@(19959) Review of Contexts and Structures for Education for Sustainable Development, Learning for a sustainable world 2009. => UNESCO. ~~~ Š33Ë United Nations Decade of Education for Sustainable Development (2009).
LL@(19960) Š34Ë United Nations, (1972). => Review of Contexts and Structures for Education for Sustainable Development, Learning for a sustainable world 2009. Š34Ë United Nations, (1972).
LL@(19961) Action Plan For The Human Environment, United Nations Conference On The Human Environment, Stockholm Š35Ë Voelker, A. M., (1973). => Action Plan For The Human Environment, United Nations Conference On The Human Environment, Stockholm Š35Ë Voelker, A. M., (1973).
LL@(19962) Environmental educationRelated research, 1969-72. => Environmental education-Related research, 1969-72.
LL@(19963) An Annotated bibiography. => An Annotated bibiography.
LL@(19964) Madison, WI: Wisconsin University Center for Environmental Communications and Education Studies. => Madison, WI: ~~~ Wisconsin University Center for Environmental Communications and Education Studies.
LL@(19965) Š36Ë World Commission on Environment and Development. => Š36Ë World Commission on Environment and Development. (1987), Our Common Future.
LL@(19966) (1987), Our Common Future. => Oxford:
LL@(19967) Oxford: Oxford University Press. => Oxford University Press.
LL@(19968)  => Uticaj Cloud computing koncepta na organizacione performanse i strukturu UDK:
LL@(19969) The Influence of Cloud Computing Concept on Organizational Performance and Structure UDC: 007:004Ë:005.72 Mladen Čudanov1, Jovan Krivokapić1, Jovan Krunić1 1 Fakultet organizacionih nauka u Beogradu The paper deals with the organizational aspects of the Cloud Computing concept implementation. => 007:004Ë: ~~~ Mladen Čudanov1, Jovan Krivokapić1, Jovan Krunić1 1Faculty of Organizational Sciences in Belgrade Ovaj rad se bavi organizacionim aspektima primene Cloud computing koncepta.
LL@(19970) It is focused upon management and organization, rather than on the technical, ICT aspects of this concept. => Fokusiran je pre svega na menadžment i organizaciju, a manje na tehničke, IKT aspekte ovog koncepta.
LL@(19971) The impacts of cloud computing upon the organizational straucture are primarily seen in the new organizational networking platform, via new functionalities this concept offers to the organizational network broker. => Uticaji koje cloud computing ostvaruje na organizacionu strukturu su prvenstveno nova platforma za uspostavljanje organizacione mreže, preko novih funkcionalnosti koje taj koncept otvara za brokera organizacionih mreža.
LL@(19972) The implementation of the communication and coordination functions, and the control function in the cloud have proven to facilitate the responsive instead of an ad-hoc network expansion. => Pokazuje se da implementiranje funkcija komunikacije i koordinacije, a po potrebi i kontrole u cloud-u olakšava responzivno umesto ad-hoc širenje mreže.
LL@(19973) The impact upon organizational performacces is analysed within the scope of variable and fixed costs of the ICT infrastructure, as well as of transactional and opportunity costs of operations costs. => Uticaj na organizacione performanse analiziran je u okviru varijabilnih i fiksnih troškova IKT infrastrukture, kao i transakcionih i oportunitetnih troškova poslovanja.
LL@(19974) An example is presented of the manner in which cloud computing reduces opportunity costs, increases profitability and reducess the losses of customers. => Konkretno je pokazan način na koji cloud computing umanjuje oportunitetne troškove, povećava profitabilnost i smanjuje gubitke klijenata/kupaca.
LL@(19975) The implementation of this approach is found to allow for a higher level of capital utilisation, a lower sensitivity to business riskss, lower transaction costs as well as a better focus upon directly profitable activities of producing measurable outcomes, rather than upon the activities of support and subsidiary activities. => Zaključeno je da korišćenje ovog pristupa omogućuje bolju iskorišćenost kapitala, manju osetljivost na rizik poslovanja, niže transakcione troškove kao i veći fokus na direktno profitabilne aktivnosti proizvođenja merljivih rezultata, umesto na aktivnosti podrške i pomoćne aktivnosti.
LL@(19976) Thus a theoretical frame was used to demonstrate a positive impact upon the development of organizational structure and organizational performances. => Time je kroz postojeći teorijski okvir pokazan pozitivan uticaj na razvoj organizacione strukture i organizacione performanse. 1.
LL@(19977) 1. ~~~ Introduction Information and communication technologies are increasingly becoming an issue of interest of the top management, Š1Ë and a source of competitive advantage of the business systems. => Uvod Informacione i komunikacione tehnologije sve više postaju pitanje kojim se bavi top menadžment, Š1Ë i izvor strateških konkurentskih prednosti poslovnih sistema.
LL@(19978) Four types of systems are identified in which information and communication technologies are strategically implemented: Š2Ë systems that share information through technologically based systems with buyers/consumers and/or suppliers and change the nature of the relationships; systems that are more effective in integrating the use of information in the process of new value creation; systems enabling the organization to develop, produce, place on the market and deliver new or improved information-based products or services; systems supporting the managers with development and strategy implementation information, especially by integrating the relevant internal and external information obtained from the analysis. => Uočava se da postoji četiri tipa sistema kojima se strateški primenjuju informacione i komunikacione tehnologije: ~~~ Š2Ë sistemi koji dele informacije kroz tehnološki bazirane sisteme sa kupcima/potrošačima i/ili dobavljačima i menjaju prirodu odnosa; sistemi koji efektivnije integrišu upotrebu infor macije u procesu stvaranja nove vrednosti; sistemi koji omogućavaju organizaciji da razvije, proizvede, smesti na tržište i dostavi nove ili unapređene proizvode ili usluge na bazi informacija; sistemi koji podržavaju menadžere informacijama za razvoj i implementacijom strategije, posebno integracijom relevantnih internih i eksternih informacija iz analize.
LL@(19979) The concept of ICT strategic implementation is based on the assumption that economic performances are directly associated with the managements competence to create strategic feedback between the market position of the organization and the design of the adequate support (for achieving goals). => Koncept strateške primene IKT-a je zasnovan na pretpostavci da su ekonomske performanse u direktnoj vezi sa sposobnošću menadžmenta da kreira strateško slaganje (spregu) između pozicije koju zauzima organizacija na tržištu i dizajna odgovarajuće podrške (za izvršenje ciljeva).
LL@(19980) In this context, an instrument to achieve a dynamic competence is not a set of sophisticated technological functionalities, but organizational competencies to improve the technology and make it better in comparison with the competitiors. => U ovom kontekstu, poluga za dostizanje dinamičke sposobnosti nije set sofisticiranih tehnoloških funkcionalnosti, već organizacione sposobnosti da se tehnologija učini boljom i različitom u odnosu na konkurente.
LL@(19981) Š3Ë In other words, no ICT application, however sophisticated and advanced it is, can ensure competitive advantage nor does it by itself mean a strategic implementation of ICT in the organization. => Š3Ë Drugim rečima, nijedna IKT aplikacija, koliko god sofisticirana i napredna bila, ne može da obezbedi konkuretnu prednost, i sama za sebe ne znači stratešku primenu IKT-a u organizaciji.
LL@(19982) The real benefit from the implementation and the essence of the strategic implementation is achieved by the organizations ability to make a long-term use of the ICT based functionalities. => Prava korist od primene i suština strateške primene se stiče sposobnošću organizacije da dugoročno iskoristi funkcionalnosti zasnovane na IKT-u.
LL@(19983) Š4Ë Hence companies today largely draw on the ICT sector and it frequently happens that the failure of IT infrastructure means a complete breakdown of all the organizational functioning operations. => Š4Ë Današnja preduzeća se stoga u velikoj meri oslanjaju na IT sektor, te je čest slučaj da se padom IT infrastrukture, prekida i celokupno funkcionisanje organizacija.
LL@(19984) It is for this reason that a very important item in the companys budget is investing into the ICT, both for the acquisition and for the maintenance of the ICT, for maintaingin the functioning of applications and services, as well as for the development of their new functionalities. => U tom svetlu, bitna stavka u budžetu svake kompanije je izdvajanje za IT, kako za kupovinu infrastrukture, tako i za njeno održavanje, održavanje funkcionisanja aplikacija i servisa, kao i za razvoj njihovih novih funkcionalnosti.
LL@(19985) It is in such an environment that the development of new paradigms of ICT implementation in the organization is expected. => U takvom okruženju, očekuje se razvoj novih paradigmi primene IKT-a u organizaciji.
LL@(19986) Most attention is currently focused upon the Cloud Computing concept, defined as the Model that adequately ensures access to the shared set of computer resources (e.g., networks, servers, memory space, applications or data processing services) that can be conFigured, promptly protected and used with a minimum effort by the organizational management or interaction with the entity providing the services. => Trenutno najviše pažnje dobija Cloud Computing koncept, koji se definiše kao Model koji na prikladan način obezbeđuje pristup deljenom skupu računarskih resursa (na primer mreže, serveri, memorijski prostor, aplikacije ili usluge obrade podataka) koji se može konfigurisati, brzo obezbediti i koristiti uz minimalni napor menadžmenta organizacije ili interakcije sa entitetom koji obezbeđuje usluge.
LL@(19987) The model is characterised by five attributes: autonomous use of services at request, broad access to the network, joining resources, fast flexibility (of response to user claim) and measuring of service delivery; it can be used as private, public, hybrid and joined; three manners of service provision are described: software as service, platform as service and infrastructure as service. => Model poseduje pet karakteristika: samostalno korišćenje usluga na zahtev, širok pristup mreži, udruživanje resursa, brza elastičnost (odgovora na korisnički zahtev) i merenje pružanja usluge; može se primeniti kao privatni, javni, hibridni i udruženi; opisuju se tri načina pružanja usluge: softver kao usluga, platforma kao usluga i infrastruktura kao usluga.
LL@(19988) Š5Ë The world is now at an analogue turningpoint: to adopt or not to adopt the cloud computing concept and practically set a section of the entire information infrastructure out of the physical area of the company and hire someone other to maintain it, as once was the case with electrical energy. => Š5Ë Svet se danas nalazi na analognoj prekretnici: da li prihvatiti cloud computing koncept i praktično izmestiti deo ili kompletnu informacionu infrastrukturu van fizičkog okrilja kompanije, i prepustiti drugome da je održava, kao što je to nekad bio slučaj sa električnom energijom.
LL@(19989) A large number of provider companies, among them the largest informatics companies that offer the cloud computing services show that this concept should be counted on in the very near future and that therefore companies have to make their best efforts to technically, but even more important organizationally and operationally prepare for its implementation and getting the economic maximum from its advantages. => Veliki broj provajderskih kompanija, među kojima su najveće informatičke kompanije koje nude usluge cloud computing-a, pokazuje da na ovaj koncept treba računati u vrlo bliskoj budućnosti i da stoga preduzeća moraju da učine sve što mogu da se tehnički, ali mnogo važnije - organizaciono i poslovno pripreme za njegovo korišćenje i izvlačenje ekonomskog maksimuma iz njegovih prednosti.
LL@(19990) Organizational adjustments are much more necessary for the cloud computing success and improvement than technological advances. => Organizaciona prilagođavanja su mnogo neophodnija za uspeh i unapređenje Cloud computing-a od tehnološkog napretka.
LL@(19991) All the technologies that support cloud computing (visualisation of computer resources, online datafile storage, Web services, Web applications, connection to the Internet, etc.) are already present and are tested in the market to a larger or smaller degrees. => Sve tehnologije koje omogućavaju Cloud computing (virtuelizacija kompjuterskih resursa, online čuvanje datoteka, Web servisi, Web aplikacije, veza ka Internetu itd.) već postoje i manjeviše su oprobane na tržištu.
LL@(19992) What is not entirelly incorporated on the market, however, is their implementation itself, so that it would be possible to use them and thus partly or entirely replace the information resources of the company. => Ono što nije do kraja inkorporirano na tržištu je njihova primena kao takva da se uz pomoć njih, delom ili u potpunosti, zamene informacioni resursi preduzeća.
LL@(19993) Hence this paper will analyse the changes that are to be introduced on the organizational and business levels in order that organizational efficiency and effectiveness be improved. => Zbog toga će se u ovom radu razmatrati promene treba da se izvrše na nivou organizacije i poslovanja preduzeća kako bi se unapredila organizaciona efikasnost i efektivnost. 2.
LL@(19994) 2. ~~~ Differences between the classical and cloud computing approach to information and communication technologies in the organization The rise in the strategic importance of the ICT described in the introductory part requires that an increasing amount of organizational resources are allocated for the ICT needs, for the development of infrastructure that has to meet the needs of flexibility, scalability and organizational change. => Razlike klasičnog i cloud computing pristupa informacionim i komunikacionim tehnologijama u organizaciji ra da odgovori zahtevima fleksibilnosti, skalabilnosti i organizacionih promena.
LL@(19995) The costs related to hardware, software, labour force and associated services have constantly been rising globally since 2001Š6Ë, and have become an important item in the companys budget. ~~~ Consequently, it has become a trend among the managers responsible for the information systems (Chief Information Officer, CEO) that informatics-related jobs that do not support the major competency of the organization are outsourced from other firms for an adequate financial remuneration. => Troškovi vezani za hardver, softver, radnu snagu i prateće usluge globalno konstantno rastu od 2001. godine Š6Ë, i sve više predstavljaju bitnu stavku u budžetima organizacija. za sisteme informacione Posledica ovakvog stanja jeste da među menadžerima zaduženim (Chief Information Officer, CEO) nastaje trend da se informatički poslovi koji ne nose glavnu kompetentnost organizacije prepuste drugim firmama koje za to dobijaju određenu novčanu nadoknadu.
LL@(19996) Outsourcing these jobs raises the efficiency of the organization itself, in two ways. => Autsorsovanje ovih poslova dovodi do povećanja efikasnosti same organizacije, i to na dva načina.
LL@(19997) Firstly, the costs are reduced, since the organization no longer has additional specific investments to perform information tasks it is not expert in, but uses specialised services of other organization that, due to the economy of scope, are able to perform these same jobs at significantly lower costs, thereby being in a position to offer such specialized services at reasonable prices. => Prvo, smanjuju se troškovi, jer ta organizacija više ne mora da ima dodatna specifična ulaganja kako bi realizovala informatičke zadatke za koje nije stručna, već za to koristi specijalizovane usluge drugih organizacija, koje zahvaljujući ekonomiji obima mogu iste poslove da realizuju uz značajno niže troškove, što im daje mogućnost da nude takve specijalizovane usluge po pristupačnim cenama.
LL@(19998) Besides, the efficiency of the service user organization is increased in that it narrows the scope of its own activities, which allows it to focus upon what is of crucial importance for it and thus improve its own business performance. => Osim toga, efikasnost organizacije korisnika usluga se povećava jer i ona sužava obim sopstvenih aktivnosti, a to joj omogućava da se fokusira na ono što je za nju od suštinske važnosti, čime može da poboljša sopstvene poslovne rezultate.
LL@(19999) It is for these reasons that cloud computing largely differs from the traditional approach, which is shown in the following table: Traditional approach Cloud computing approach Hardware is within the organization that also maintains it. => Rast strateške važnosti IKT-a opisan u uvodnom delu uslovljava da se sve više organizacionih resursa izdvaja za potrebe IKT-a, za razvoj infrastrukture koja mo Zbog svega toga, cloud computing se u značajnoj meri razlikuje od tradicionalnog pristupa, što je prikazano i u sledećoj tabeli: ~~~ Tradicionalni pristup Cloud computing pristup Hardver je smešten u okviru organizacije, koja ga i održava.
LL@(20000) Information resources (hardware and software are permanently available in the same quantity of resources, in smooth business conditions as well as in the moments of highest demand, i.e., greatest workload on the system. => Informacioni resursi (hardver i softver) su stalno dostupni u istoj količini resursa, kako u mirnim poslovnim stanjima tako i u momentima kada su najveće tražnje odnosno najveća opterećenja sistema.
LL@(20001) When resources are idle, traditional methods are used such as money returns or compensations. => Kod neiskorišćenosti resursa, koriste se tradicionalne metode kao što su povraćaj novca ili kompenzacije.
LL@(20002) Hardware is with the service provider (public cloud) or partly with the provider (hybrid),or is entirely within the organization (private cloud). => Organizacija plaća održavanje funkcionalnosti infrastrukture, pokriva rizike nastale usred nepredviđenih okolnosti, i vodi računa o zameni zastarelih komponenti.
LL@(20003) Information resources (hardware and software) are used in the form of service, whose capacities increase or decrease with the demand or organizational needs. => Organizacija vodi računa i plaća troškove amortizacije.
LL@(20004) Services are paid on a short-term principle in order to avoid unnecessary payments , for unused resources, which is not the case when infrastructure is physically owned. => Sporo uvođenje novih kapaciteta u proizvodnju (odabir, kupovina i instaliranje), koje traje u proseku nekoliko meseci do godinu dana.
LL@(20005) Traditional approach Cloud computing approach Organization pays for the maintenence of functionality of infrastructure, covers the disparities induced by unforseen circumstances, and is responsible for replacing obsolete components. => U savremenim uslovima poslovanja, postoji veliki rizik zbog krupnih fiksnih (kapitalnih) troškova, što dovodi do situacije kapitala zarobljenog u sredstvima proizvodnje.
LL@(20006) Organization is responsible for and pays for depreciation. => 
LL@(20007) Using the cloud resources the organization abstracts all its worries and is focused only upon the amount of resources it uses and benefits and and price per unit of resources contracted with the provider of cloud services. => Hardver se nalazi kod provajdera usluga (javni oblak) ili se nalazi delom kod provajdera usluga (hibrid), ili se nalazi potpuno u okviru organizacije (privatni oblak).
LL@(20008) Organization has no concerns about infrastructure depreciation in the cloud. => Informacioni resursi (hardver i softver) se koriste u vidu servisa, čiji se kapaciteti povećavaju ili smanjuju shodno tražnji odnosno potrebama organizacije.
LL@(20009) Slow introduction of new capacities into production (selection, purchase and installation), lasting several months or a year on average. => Servisi se plaćaju kratkoročno, kako bi se izbegla nepotrebna plaćanja za neiskorišćene resurse, što nije slučaj kada se infrastruktura fizički poseduje.
LL@(20010) In modern business conditions, there is a high risk of large fixed (capital expences resulting into the situation of capital being trapped in the means of production. => Organizacija korišćenjem cloud resursa vrši apstrakciju svih ovih briga, i fokusira se samo na količinu resursa koju koristi i cenu po jedinici resursa koja je dogovorena sa provajderom cloud usluga.
LL@(20011) Capacities are expanded within a couple of seconds, by a couple of clicks. => Organizacija je oslobođena brige o amortizaciji infrastrukture koja je u cloud-u Proširenje kapaciteta se vrši u roku od nekoliko sekundi, u nekoliko klikova mišem.
LL@(20012) Business risk is by far lower due to extremely low capital costs that are transferred into operations costs, organization owns more money to do its core activity. => Rizik poslovanja je daleko manji, zbog zanemarivo malih kapitalnih troškova, koji prelaze u operativne troškove, organizacija poseduje više novca za bavljenje svojim primarnim poslom (core delatnošću).
LL@(20013) Table 1 Differences between traditional and cloud IT approaches 3. => Tabela 1 Razlike između tradicionalnog i cloud IT pristupa 3.
LL@(20014) Impact of cloud computing on organizational structure The organizational structure of the companies that use the cloud computing services are oriented towards networking instead towards classical hierarchal structures, Š7Ë since the networking structure allows for a considerably higher level of autonomy of these business units. => Uticaj cloud computing-a na organizacionu strukturu Organizacione strukture preduzeća koja koriste cloud computing usluge se usmeravaju na mrežne, umesto na klasične hijerarhijske strukture, Š7Ë jer mrežna struktura daje mnogo veći stepen autonomije ovim poslovnim jedinicama.
LL@(20015) Such companies support flexibility of structure in that they implement the shared service model. => Ovakve kompanije podržavaju fleksibilnost strukture tako što koriste model deljenih servisa.
LL@(20016) The model has a core unit in charge of coordination, however, it also sets goals, the overall strategy, and supports other business units with its administration, financial, and systems support services. => U ovom modelu postoji centralna jedinica zadužena za koordinaciju, koja takođe postavlja ciljeve, sveukupnu strategiju, ali i podržava ostale poslovne jedinice administrativnim, finansijskim i sistemskim servisima podrške.
LL@(20017) Š8Ë Such a manner of functioning relieves business units of these jobs, as well as of the time and costs incurred in their performance, so that they can fully concentrate upon the operations that earn profit to them and hence to the company as a whole. => Š8Ë Ovakav način funkcionisanja oslobađa poslovne jedinice ovih poslova, kao i vremena i troškova njihovog obavljanja, tako da one mogu da se maksimalno koncentrišu na one aktivnosti koje njima, a samim tim i kompaniji kao celini, donose dobit.
LL@(20018) The focus upon a small number of activities brings the advantages of the economy of scope, changing the business processes in the organization. => Koncentracija na mali broj aktivnosti donosi prednosti ekonomije obima, menjajući procese poslovanja u organizaciji.
LL@(20019) In addition to their impact upon business processes and organizational structures, information and communication technologies affect numerous other aspects of business operations, such as managerial style Š9Ë, management orientation Š10Ë, power distribution in the company Š11Ë, or the company size Š11Ë. => Informacione i komunikacione tehnologije, sem poslovnih procesa i organizacione strukture, utiču na brojne druge aspekte poslovanja, kao što su stil menadžmenta Š9Ë, orijentacija menadžmenta Š10Ë, distribucija moći u preduzeću Š11Ë ili veličina preduzeća Š12Ë.
LL@(20020) The impact upon the structure is achieved through growth as well, in that the organizations take care that their structures remain flexible. => Uticaj na strukturu se ostvaruje i preko rasta, tako što organizacije vode računa da njihove strukture ostanu fleksibilne.
LL@(20021) This is achieved by forming new business units meant to meet new needs of the environment, and if the size of this section of organization grows to such an extent that it hinders an efficient and effective functioning, the core unit undertakes the role of coordinator of the particu lar business operations for the newly-created business units, as illustrated in the Figure below. => To se obezbeđuje formiranjem novih poslovnih jedinica koji odgovaraju na nove potrebe okruženja, a ukoliko veličina tog dela organizacije postane tolika da opterećuje efikasno i efektivno funkcionisanje, centralni deo preuzima ulogu koordinatora odnosnog poslovanja za novostvorene poslovne jedinice, što prikazuje sledeća slika.
LL@(20022) Such a manner of business doing results in a growing scope of outsourcing activities that is sometimes viewed as even irrational and ungrounded Š13Ë. Figure 1 Model of responsive and agile organization Š7Ë The rise of ever more modern concepts of network and virtual organizations brings forth varied opportunities for the cloud computing concept implementation. => Ovakav način poslovanja dovodi do rastućeg obima outsourcing aktivnosti, koji se nekad čak posmatra i kao neosnovan i iracionalan Š13Ë. ~~~ S obzirom na sve modernije koncepte mrežnih i virtualnih organizacija, pojavljuju se različite mogućnosti za implemetaciju cloud computing koncepta.
LL@(20023) Special attention is paid to metasystem and coordination functions, since their efficiency makes a precondition for an effective implementation of this system. => Posebna pažnja se posvećuje metasistemskim i koordinacionim funkcijama, jer njihova efikasnost predstavlja preduslov za uspešno korišćenje ovog sistema.
LL@(20024) Setting these function into a cloud makes it possible for the core to build a firm ICT platform, establish and maintain a dynamic network structure. => Postavljanje ovih funkcija u oblak omogućuje da jezgro mreže izgradi čvrstu IKT platformu, postavi i održi dinamičku mrežnu strukturu.
LL@(20025) Š8Ë Varied intelligent and simulation systems allow for the relevant data to become easily accessible to the companies network participants, whereby they are in a position to get an insight into the status of the operations that are under way at any moment, which, on the other hand, highlights the need for a high quality of coordination and communication. => Š8Ë Zahvaljujući postojanju različitih inteligentnih i simulacionih sistema, relevantni podaci postaju lako dostupni kompanijama učesnicama mreže, čime one stiču mogućnost upoznavanja sa statusom operacija koje se u svakom momentu obavljaju, što, s druge strane, u prvi plan izbacuje neophodnost postojanja visokog kvaliteta koordinacije i komunikacije.
LL@(20026) Different forms of Business Intelligence (BI) and Business Process Management (BPM) are used for that purpose. ~~~ On one hand, they allow for the data transparency and visibility, however, they also control the data and information that circulate through and between companies. => U te svrhe se koriste različiti oblici poslovne inteligencije (eng. Business Intelligence, BI) i upravljanja poslovnim procesima (eng. Business Process Management, BPM), koji s jedne strane omogućavaju transparentnost i vidljivost podataka, ali takođe i kontrolišu podatke i informacije koje cirkulišu kroz i između kompanija.
LL@(20027) BI and BPM offer the opportunity of tracking the status of every task or goal in the real time. => BI i BPM pružaju mogućnost sagledavanja statusa svakog zadatka odnosno cilja u realnom vremenu.
LL@(20028) To achieve a higher quality performance, analysis of the collected data companies also implement the Complex Event Processing systems (CEP) that select specially important and critical information. => Da bi bolje analizirale prikupljene podatke, kompanije koriste i sisteme za kompleksnu obradu događaja (eng. Complex Event Processing, CEP), koji vrše selekciju posebno značajnih i kritičnih informacija.
LL@(20029) It should be noticed that cloud-based systems are characterised by well defined Application Program Interfaces (API) that allow for implementing a Service-Oriented Architecture (SOA) for the purpose of developing the network and implementing the best practices. => Treba naglasiti i to da sistemi zasnovani na oblaku imaju dobro definisane interfejse aplikacionih programa (eng. Application Program Interfaces, API) koji omogućavaju korišćenje servisno orijentisane arhitekture (eng. Service-Oriented Architecture, SOA) u cilju razvoja mreže i primene najbolje prakse.
LL@(20030) All these are reflected in creating efficient networks, and they in turn offer broad opportunities to the participant companies, since their implementation can result in considerable savings due to the realization of the economy of scope. => Sve ovo dovodi do nastanka efikasnih mreža,a one pružaju široke mogućnosti kompanijama učesnicama, jer njihovo korišćenje može da dovede do značajnih ušteda usled ostvarivanja ekonomije obima ili ekonomije opsega.
LL@(20031) Figure 2 Cloud concept-based business structure (network) Š7Ë 4. => Slika 1 Model responzivne i agilne organizacije Š7Ë cloud konceptu Š7Ë Slika 2 Poslovna struktura (mreža) zasnovana na 4.
LL@(20032) Impact of cloud computing on organizational performance Outstanding among important impacts of the cloud computing concept on the organization is the impact upon organizational performances through reduced operational costs. => Uticaj cloud computing-a na organizacione performanse Među značajnijim uticajima cloud computing koncepta na organizaciju izdvaja se uticaj na organizacione performanse kroz manje troškove poslovanja.
LL@(20033) Companies can strengthen their business operations in that they can satisfy three oper ations standards Š7Ë: low capital costs, variable operational costs, and scalable computer platform. => Kompanije mogu da ojačaju svoje poslovanje ispunjavanjem tri operativna standarda Š7Ë: niski kapitalni troškovi, varijabilni troškovi operacija, i skalabilna računarska platforma.
LL@(20034) These impacts are important not only for the companies where ICT serves as back-up for the largest number of key activities, but also for those companies that implement the ICT primariliy in the supporting and subsidiary activities. => Ovi uticaji su značajni ne samo za kompanije kojima je IKT podloga najvećeg broja ključnih aktivnosti, već i kompanijama koje IKT prvenstveno primenjuju u aktivnostima podrške i pomoćnim aktivnostima.
LL@(20035) Thus operations can be outsourced for any organizations that may be in need for ICT resources Š14Ë with variable costs. => Time se outsourcing aktivnosti može obaviti za bilo koje organizacije koje imaju potrebu za IKT resursima Š14Ë uz varijabilne troškove.
LL@(20036) The pressure of the financial crisis upon business since 2009 has diminished the prospects of large capital investments. => Pritisak finansijske krize na poslovanje od 2009. godine smanjuje mogućnosti velikih kapitalnih ulaganja.
LL@(20037) The demand to provide the infrastructure that will be adjustable to the company needs to such an extent that the fixed costs of its development practically become variable can be satisfied by implementing the cloud computing concept in the manner presented in the Figure below: Figure 3 Traditional model of fixed costs Š7Ë The danger of substantial fixed investments into infrastructure is especially present in the ICT field, since technological change make technology obsolete much faster than in other industries. => Potreba da se obezbedi infrastruktura koja će biti toliko prilagodljiva potrebama kompanije da će fiksni troškovi njenog razvoja praktično postati varijabilni može se zadovoljiti putem cloud computing koncepta, na način koji je prikazan na sledećoj slici. ~~~ Slika 3 Tradicionalni model fiksnih troškova Š7Ë Opasnost značajnih fiksnih ulaganja u infrastrukturu je posebno prisutna u IKT oblasti, pošto tehnološke promene uslovljavaju mnogo brži stepen zastarevanja tehnologije nego u drugim industrijama.
LL@(20038) The transition from investing into the companys own infrastructure to new business competencies, i.e., outsourced resources is opportune for the company due to the fact that services are charged on the consumption-based pricing model, popularly titled pay by the drink model. => Prelazak sa investiranja u sopstvenu infrastrukturu na nove poslovne sposobnosti u vidu iznajmljenih resursa je pogodan za preduzeće zbog činjenice da se usluge naplaćuju po modelu potrošnje, koji se popularno naziva i model plaćanja po popijenom piću.
LL@(20039) Š15Ë In the traditional model of IT costs presented in Figure 1, the cost of IT capacities presented by a steplike dash-dot line is fixed, with significant deviation from real demand for IT resources presented by a full line. => Š15Ë U tradicionalnom modelu IT troškova prikazanom na slici 1, trošak IT kapaciteta predstavljen stepenastom crta-tačka linom je fiksan, ima značajna odstupanja od realne tražnje za IT resursima, koja je predstavlje na punom linijom.
LL@(20040) It sometimes happens that there is a surplus of resources as regards the demand (dot +), again, sometimes the available capacities are not sufficient to meet the current demands for IT resources. => Ponekad se dešava višak resursa u odnosu na potrebe (tačka +) dok nekad raspoloživi kapaciteti nisu dovoljni da se zadovolje tekuće potrebe za IT resursima.
LL@(20041) The total of the deviations of these lines shows either the loss due to idle capital investments or a potential problem in service provision that may cause even larger business losses. => Ukupan zbir odstupanja ovih linija predstavlja bilo gubitak zbog neiskorišćenih kapitalnih ulaganja ili potencijalni problem u pružanju usluga koji može uzrokovati još ozbiljnije poslovne gubitke.
LL@(20042) Additional costs that do not directly affect the ICT infrastructure functionality are marked as ∆C and are caused by an in creased number of transactions or by their complexity, by migration costs or by system scaling and growth at the same ICT infrastructure capacity expanding values. => Dodatni troškovi koji ne utiču direktno na funkcionalnost IKT infrastrukture predstavljeni su sa ∆C, i uzrokovani su povećanim brojem transakcija ili njihovom složenošću, troškovima migracije ili skaliranja sistema i rastu za iste vrednosti proširenja kapaciteta IKT infrastrukture.
LL@(20043) The business supported by the cloud computing concept instead by the classic ICT resources is characterised by the costs being adjusted to the offer in a much more flexible manner; some authors compare this to hiring a taxi instead of buying a car or outsourcing a delivery service instead of buying a truck for the purposes of delivery in person. => Poslovanje koje je podržano cloud computing konceptom umesto klasičnim IKT resursima ima karakteristiku da se troškovi prilagođavaju ponudi na mnogo fleksibilniji način, za koji neki autori povlače paralelu sa iznajmljivanjem taksi usluga umesto kupovine automobila, ili korišćenjem outsource dostavne službe umesto kupovine kamiona za potrebe sopstvene isporuke.
LL@(20044) Given that in case of ICT service delivery the marginal costs of delivering one more service or a digital delivery of contents to one more user are extremely low, practically equal zero value Š16Ë, a model of free offer of contents is developed, financed by charging the consumers of advanced, premium service. => Kako su u slučaju pružanja IKT usluga marginalni troškovi pružanja još jedne usluge ili digitalne isporuke sadržaja još jednom korisniku izuzetno niski, ili čak praktično jednaki nuli Š16Ë, razvija se model besplatne ponude sadržaja koji se finansira naplatom od korisnika napredne, premijum usluge.
LL@(20045) Among them are services such as Google documents, Google mail, Google calendar, etc. => Primer za to su servisi google documents, google mail, google calendar i sl.
LL@(20046) The user no longer needs to think about software for electronic mail, or data archives to select, when he has a service available at no cost, or if he can chose advanced services at the prices that are variable compared to their use or if they are in the form of subscription many times reduced compared to fixed investments. => Korisnik više ne treba da postavlja pitanje odabira softvera za elektronsku poštu, ili arhiviranja podataka kada uslugu ima dostupnu besplatno, bilo da ima napredne zahteve za iznose koji su varijabilni u odnosu na korišćenje, bilo da predstavljaju pretplatu višestruko umanjenu u odnosu na fiksna ulaganja.
LL@(20047) Thus the development of new business functions, e.g., distant learning programmes at a higher education institution is possible without employing fixed investments Š18Ë, which integrates organizational benefits and benefits in performances. => Razvoj novih funkcija poslovanja, na primer distant learning programa na visokoškolskoj ustanovi na taj način je moguć bez fiksnih investicija Š18Ë, što objedinjuje organizacione koristi i koristi u performansama.
LL@(20048) Small firms can use powerful, high class ICT services since they practically pay marginal costs of using resources increased for the commission paid to the provider. => Male firme imaju mogućnosti korišćenja moćnih IKT servisa svetskog nivoa jer praktično plaćaju marginalni trošak korišćenja resursa uvećan za proviziju provajdera usluga.
LL@(20049) Š19Ë On the other hand, service providers have the economy of scope Š20Ë and the economy of scale if they implement the same platform to provide a variety of diverse services. => Š19Ë Sa druge strane, provajderi usluga imaju ekonomiju obima Š20Ë i ekonomiju opsega ukoliko koriste istu platformu da pruže više raznorodnih usluga.
LL@(20050) In case the company decides in favour of cloud computing approach to supply the required ICT resources, the infrastructure required for the ICT resources is much easier to adjust to real needs. => U slučaju da se kompanija orijentiše na cloud computing pristup za obezbeđenje potrebnih IKT resursa, infrastruktura potrebna za IKT resurse i stvarne potrebe se mnogo bolje prilagođavaju.
LL@(20051) The variable costs model shown in the example of the Amazon cloud service is more appropriate for the changeable market conditions since it ensures that sufficient resources are available at any time to meet the current demand, while, on the other hand, the costs are higher if the demand is higher, and, consequently, smaller if the demand is lower, which is in perfect accordance with the positive business of the company. => Model varijabilnih troškova koji pokazuje primer korišćenja Amazon cloud servisa se bolje uklapa u promenljive tržišne uslove, jer omogućava da u svakom trenutku bude dostupno onoliko resursa koliko je potrebno da se zadovolji tekuća tražnja, dok je, sa druge strane, trošak veći ukoliko je tražnja veća, a manji ako je tražnja manja, što odgovara u potpunosti pozitivnom poslovanju preduzeća.
LL@(20052) As can be seen in Figure 1, the difference between the capacity consumption and the real demand is considerably smaller, and the real demand does not exceed the capacities due to the flexible nature of the cloud computing resource usage. => Kao što se na slici može uočiti, razlika između utroška kapaciteta i realne tražnje je mnogo manja, i realna tražnja ne nadmašuje kapacititete zahvaljujući fleksibilnoj prirodi korišćenja resursa cloud computing-a.
LL@(20053) It is in this manner that the efficiency of business operations is improved, since there is no failure in satisfying the clients needs nor losses due to in adequate estimates, which further means that the necessity of long-term planning of ICT capacities is eliminated. => Na ovaj način se povećava efikasnost poslovanja, jer ne dolazi do nezadovoljenja tražnje klijenata i gubitaka zbog loše procene, a to znači i da se eliminiše neophodnost planiranja IKT kapaciteta na duže staze.
LL@(20054) Besides, the invested capital is employed in a considerably better way since the focus is upon customers themselves, meeting their needs and requirements while simultaneously minimizing the errors. => Osim toga, uloženi kapital se mnogo bolje koristi, jer se podstiče fokusiranje na same korisnike, čime se izlazi u susret njihovim zahtevima i potrebama, a propusti se svode na minimalnu meru.
LL@(20055) Figure 4 Capacity vs. implementation ratio (Amazon Web service documentation) Š21Ë 5. => Slika 4 Odnos kapaciteta i upotrebe (dokumentacija Amazon Web servisa)Š21Ë 5.
LL@(20056) Conclusion In addition to technological change, the cloud computing concept causes organizational change too. => Zaključak Cloud computing koncept pored tehnoloških, uslovljava i organizacione promene.
LL@(20057) As early as 1960s, the pioneering works of Woodward and the ASTON group have established the interdependence between technology and organizational structures, however, few are the papers that explore this interdependence in more detail. => Još od 60-tih godina prošlog veka pionirski radovi Woodward-ove i ASTON grupe pokazali su zavisnost tehnologije i organizacionih struktura, ali manji broj radova detaljnije razrađuje ovu međuzavisnost.
LL@(20058) This paper gives a short theoretical framework of the cloud computing approach and illustrates its difference as regards the classical approaces in the ICT infrastructure provision. => U ovom radu ukratko je dat postojeći teorijski okvir cloud computing pristupa i pokazane su njegove razlike u odnosu na klasične pristupe obezbeđenja IKT infrastrukture.
LL@(20059) The paper procedes to describe the impacts the concept has on organizational structure, with the prevailing platform for organizational networking through new functionalities this concept opens to the organizational network broker. => Potom su opisani uticaji koje taj koncept ostvaruje na organizacionu strukturu, gde dominira platforma za uspostavljanje organizacione mreže, preko novih funkcionalnosti koje taj koncept otvara za brokera organizacionih mreža.
LL@(20060) Implementing the communication and coordination, and also the control in the cloud if necessary is found to facilitate a responsive rather than ad-hoc network expansion. => Zaključeno je da implementiranje funkcija komunikacije i koordinacije, a po potrebi i kontrole u cloud-u olakšava responzivno umesto adhoc širenje mreže.
LL@(20061) Following this, the impact upon organizational performances is analysed using a theoretical framework of variable and fixed ICT infrastructure costs as well as opportunity costs of business. => Nakon toga, analiziran je uticaj na organizacione performanse, uz korišćenje teorijskog okvira varijabilnih i fiksnih troškova IKT infrastruk ture i oportunitetnih troškova poslovanja.
LL@(20062) The implementation of this approach ensures a higher-level utilization of capital, lower exposure to business risk, and consequently lower transaction costs and a better focus upon the directly profitable activities of producing measurable outputs, rather than upon the activities of support and subsidiary activities, which improves organizational performances. => Zaključeno je da korišćenje ovog pristupa omogućava bolju iskorišćenost kapitala, manju osetljivost na rizik poslovanja, pa samim tim i niže transakcione troškove kao i veći fokus na direktno profitabilne aktivnosti proizvođenja merljivih rezultata, umesto na aktivnosti podrške i pomoćne aktivnosti, što poboljšava organizacione performanse.
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LL@(20070) National Institute of Standards and Technology, 2009. ~~~ Š6Ë Cowhey, P. and Aronson J., Transforming Global Information and Communication Markets, Boston, USA: MIT Press, 2009. ~~~ Š7Ë Hugos M., Hulitzky, D., Business in the Cloud What Every Business Needs to Know About Cloud Computing, New Jersey, USA: John Wiley & Sons, 2010. => National Institute of Standards and Technology, 2009. Š6Ë Cowhey, P. and Aronson J., Transforming Global Information and Communication Markets, Boston, USA: MIT Press, 2009. Š7Ë Hugos M., Hulitzky, D., Business in the Cloud What Every Business Needs to Know About Cloud Computing, New Jersey, USA:
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LL@(20073) Š9Ë Čudanov, M., Jaško, O. and Jevtić, M, Influence of Information and Communication Technologies on Decentralization of Organizational Structure, Computer Science and Information Systems Journal - COMSIS, 6(1), 93-108, 2009. => Š9Ë Čudanov, M., Jaško, O. and Jevtić, M, Influence of Information and Communication Technologies on Decentralization of Organizational Structure, Computer Science and Information Systems Journal - COMSIS, 6(1), 93-108, 2009.
LL@(20074) Š10Ë Čudanov, M. and Jaško O. Adoption of information and communication technologies and dominant management orientation in organisations. => Š10Ë Čudanov, M. and Jaško O. Adoption of information and communication technologies and dominant management orientation in organisations.
LL@(20075) Behaviour & Information Technology. => Behaviour & Information Technology.
LL@(20076) Online first: http://www.informaworld.com/10.1080/0144929X. 2010.499520 . => Online first: http://www.informaworld.com/10.1080/0144929X. 2010. ~~~ .
LL@(20077) ŠAccessed 09 June 2011Ë, 2010. ~~~ Š11Ë Čudanov M, Projektovanje organizacije i IKT, Beograd, Srbija: Zadužbina Andrejević, 2007. => ŠAccessed 09 June 2011Ë, 2010. Š11Ë Čudanov M, Projektovanje organizacije i IKT, Beograd, Srbija:
LL@(20078) Š12Ë Čudanov M., Jaško O. and Savoiu G., Interrelationships of Organization Size, Information and Communication Technology Adoption. => Zadužbina Andrejević, 2007. Š12Ë Čudanov M., Jaško O. and Savoiu G., Interrelationships of Organization Size, Information and Communication Technology Adoption.
LL@(20079) Journal of Applied Quantitative Methods, 5/1, pp 29-40, 2010 Š13Ë Stanimirović, D. and Vintar M, Decision making criteria for outsourcing or onsourcing of IT service provision in public sector. => Journal of Applied Quantitative Methods, 5/1, pp 29-40, 2010 Š13Ë Stanimirović, D. and Vintar M, Decision making criteria for outsourcing or onsourcing of IT service provision in public sector.
LL@(20080) Management časopis za teoriju i praksu menadžmenta, Vol..58, pp.65-69, ISSN 1820-0222, 2010 Š14Ë Yao, J., Chen, S., Wang, C., Levy, D. and Zic, J. Accountability as a Service for the Cloud - From Concept to Implementation with BPEL. => Management časopis za teoriju i praksu menadžmenta, Vol.. ~~~ pp.65-69, ISSN 1820-0222, 2010 Š14Ë Yao, J., Chen, S., Wang, C., Levy, D. and Zic, J. Accountability as a Service for the Cloud - From Concept to Implementation with BPEL.
LL@(20081) Proceedings of 2010 IEEE 6th World Congress on Services, pp. 91-98, IEEE computer society, 2010. ~~~ Š15Ë Schwan, J. Open source software, cloud comput ing can save government money. => Proceedings of 2010 IEEE 6th World Congress on Services, pp. 91-98, IEEE computer society, 2010. Š15Ë Schwan, J. Open source software, cloud comput ing can save government money.
LL@(20082) Government Technology, June 26, 2009 (available online http://www.govtech.com/pcio/Open-SourceSoftware-Cloud.html). => Government Technology, June 26, 2009 (available online http://www.govtech.com/pcio/Open-SourceSoftware-Cloud.html).
LL@(20083) Š16Ë Osterwalder, A. ~~~ And Pigneur, Y. Business model generation. => Š16Ë Osterwalder, A. And Pigneur, Y. Business model generation.
LL@(20084) New Jersey, USA: John Wiley & Sons, p. 91. => New Jersey, USA: ~~~ John Wiley & Sons, p. 91.
LL@(20085) 2010 Š17Ë Anderson, C. Free: The future of a radical price. => 2010 Š17Ë Anderson, C. Free: ~~~ The future of a radical price.
LL@(20086) New York, USA: Hyperion, 2009. => New York, USA:
LL@(20087) Š18Ë Vujin, V., Cloud Computing in Science and Higher Education. => Hyperion, 2009. Š18Ë Vujin, V., Cloud Computing in Science and Higher Education.
LL@(20088) Management časopis za teoriju i praksu menadžmenta, Vol. 59, pp.65-69, ISSN 1820-0222, 2010. => Management časopis za teoriju i praksu menadžmenta, Vol. ~~~ 59, pp.65-69, ISSN 1820-0222, 2010.
LL@(20089) Š19Ë Lagar-Cavilla, H.A., Whitney, J.A., Scannell, A., Patchin, P., Rumble, S.M., de Lara, E., Brudno, M. and Satyanarayanan M., SnowFlock: Rapid Virtual Machine Cloning for Cloud Computing. => Š19Ë Lagar-Cavilla, H.A., Whitney, J.A., Scannell, A., Patchin, P., Rumble, S.M., de Lara, E., Brudno, M. and Satyanarayanan M., SnowFlock: ~~~ Rapid Virtual Machine Cloning for Cloud Computing.
LL@(20090) Proceedings of Eurosys, Apr. 2009. => Proceedings of Eurosys, Apr.
LL@(20091) Š20Ë Iosup, A., Ostermann, S., Yigitbasi, N., Prodan, R., Fahringer, T. and D. Epema. => 2009. Š20Ë Iosup, A., Ostermann, S., Yigitbasi, N., Prodan, R., Fahringer, T. and D. Epema.
LL@(20092) Performance analysis of cloud computing services for manytasks scientic computing. => Performance analysis of cloud computing services for manytasks scientic computing.
LL@(20093) IEEE Transactions on Parallel and Distributed Systems, 22(6), pp. 931945, 2011. => IEEE Transactions on Parallel and Distributed Systems, 22(6), pp. 931945, 2011. Š21Ë Skilton M., Building Return On Investment From Cloud Computing, The Open Group, 2010. (available online http://www.opengroup.org/cloud/whitepapers/ccr oi/intro.htm ) Razvoj mobilne aplikacije za učenje japanskog jezika - FONJAPGO UDK:
LL@(20094) Š21Ë Skilton M., Building Return On Investment From Cloud Computing, The Open Group, 2010. (available online http://www.opengroup.org/cloud/whitepapers/ccr oi/intro.htm ) Developing Mobile Application for Learning Japanese Language FONJAPGO UDC: 004.4:621.395.721.5 ; 811.521'243 Miloš Milutinović1, Dušan Barać1, Marijana Despotović-Zrakić1, Aleksandar Marković1, Božidar Radenković1 1Faculty of Organizational Sciences, University of Belgrade This paper presents a mobile application for learning the Japanese language FONJAPGO. => 004.4:621.395.721.5 ; 811.521'243 Miloš Milutinović1, Dušan Barać1, Marijana Despotović-Zrakić1, Aleksandar Marković1, Božidar Radenković1 1Fakultet organizacionih nauka, Univerzitet u Beogradu U ovom radu je predstavljena mobilna aplikacija za učenje japanskog jezika - FONJAPGO.
LL@(20095) The application is developed on the Android platform for mobile devices. => Aplikacija je razvijena na Android platformi za mobilne uređaje.
LL@(20096) Here are described the architecture and the basic components of the application. => Opisana je arhitektura i osnovne komponente aplikacije.
LL@(20097) The key FONJAPGO applications features include: learning words and scripts in the Japanese language, audio recordings for supporting word pronunciation, achievement testing quizz, the idiogram drawing drill, knowledge competition among the applications users, as well as a presentation of certain interesting facts about Japan. => Ključne funkcionalnosti FONJAPGO aplikacije obuhvataju: učenje reči i pisama japanskog jezika, audio zapisi za podršku kod izgovora reči, kviz za ispitivanje stečenog znanja, vežbanje pisanja znakova, mogućnost takmičenja u znanju između korisnika, kao i prezentacija interesantnih informacija o Japanu.
LL@(20098) We present practical examples of using the FONJAPGO application in learning the Japanese language. => Prikazani su primeri primene FONJAPGO aplikacije u učenju japanskog jezika. 1.
LL@(20099) 1. ~~~ Introduction Mobile learning allows for an access to information and learning materials at any moment, by using mobile devices Š1Ë. => Uvod Mobilno učenje omogućava pristup informacijama i materijalima za učenje u svakom trenutku, korišćenjem mobilnih uređaja Š1Ë.
LL@(20100) Thus students are in a position to control the learning pace and the location at which they study. => Na taj način, studenti upravljaju tempom učenja i lokacijom sa koje uče.
LL@(20101) The prevailing definition of omnipresent learning is the following: learn any place, any time Š1ËŠ2Ë. Mobile learning is a form of e-learning implementing wireless technologies to deliver learning contents and secure support Š1ËŠ3Ë. => Veoma zastupljena je definicija sveprisutnog učenja: učenje bilo gde u bilo kom trenutku Š1ËŠ2Ë. ~~~ Mobilno učenje je forma e-učenja u kojoj se primenjuju bežične tehnologije da bi se isporučuili sadržaji za učenje i obezbedila podrška Š1ËŠ3Ë.
LL@(20102) Using a mobile device in a learning context allows the students to learn anywhere, at any time Š4ËŠ5ËŠ6Ë. Accessibility to the Internet allows for a fast communication with other users, while the GPS functionality makes it possible to access the contents relevant for the learning goal linked with a particular learners location. => Korišćenje mobilnog uređaja u kontekstu učenja dozvoljava učenicima da uče bilo gde, bilo kada Š4ËŠ5ËŠ6Ë. ~~~ Dostupnost interneta dozvoljava trenutnu komunikaciju sa drugim korisnicima, dok GPS-funkcionalnost čini mogućim pristupanje sadržaju relevantnom za cilj učenja povezan sa određenom lokacijom korisnika.
LL@(20103) The increase in the flow allows for combining different media types (video, images, text and sound) Š1Ë Š2Ë Š7Ë. Implementation of modern technologies in the field of foreign language learning makes it possible to access a multitude of available contents in the form of books, dictionaries, literature in foreign languages, as well as various multimedia resources, audio and video files. => Povećanje protoka dozvoljava kombinovanje različitih tipova medija (video, slike, tekst i zvuk)Š1ËŠ2ËŠ7Ë. ~~~ U oblasti učenja stranih jezika, moderne tehnologije omogućavaju pristup mnoštvu dostupnih sadržaja u obliku knjiga, rečnika, literature na stranim jezicima, kao i raznim multimedijalnim resursima, audio i video fajlovima.
LL@(20104) Innovative methods of information presentation and imaginative forms of interaction with the user, the implementation of the learning concept based on games are interesting to even not so motivated users Š8Ë. => Inovativni načini prezentovanja informacija i maštoviti oblici interakcije sa korisnikom, primena koncepta učenja kroz igru približavaju gradivo i slabije motivisanim korisnicima Š8Ë.
LL@(20105) A variety of learning activities and resources could be used to accommodate different learners characteristics Š9ËŠ10Ë. => A variety of learning activities and resources could be used to accommodate different learners characteristics Š9ËŠ10Ë.
LL@(20106) The subject of this work is the development of an Android application to support the Japanese language learning an an innovative and interactive manner, through playing games, primarily learning while moving, anywhere and anytime. => Predmet ovog rada je razvoj Android aplikacije koja bi obezbedila učenje japanskog jezika na inovativan i interkativan način, kroz igru, a prvenstveno omogućavajući učenje jezika u pokretu, bilo gde, bilo kada.
LL@(20107) The purpose of the application is to facilitate the learning process by presenting smaller learning units that can be accessed at any mo ment. => Aplikacija ima cilj da olakša proces učenja prezentovanjem manjih jedinica učenja kojima se može pristupiti u bilo kom trenutku.
LL@(20108) Simultaneously, one goal is also to help the user adapt to the specific features of the Japanese language reflected in complex scripts and find ways to additionally motivate the user. => Istovremeno, jedan od ciljeva je i usklađivanje sa specifičnostima japanskog jezi ka koja se ogledaju u složenim pismima i nalaženje načina za dodatnu motivaciju korisnika.
LL@(20109) Also evident is the problem in equivalent applications for language learning that are generally fixed to one language, therefore a further requirement was set that the application should be devised as multilingual. => Primećen je i problem kod ekvivalentnih aplikacija za učenje jezika koje su obično bile fiksirane za određeni jezik, pa je postavljen zahtev za omogućavanje višejezičnosti aplikacije.
LL@(20110) The development employed all hardware and software advantages and the capacities of modern mobile technologies and solutions. => U razvoju su iskorišćene sve hardverske i softverske prednosti i mogućnosti savremenih mobilnih tehnologija i rešenja. 2.
LL@(20111) 2. ~~~ Mobile applications for foreign language learning Research have shown that well designed mobile applications exert a motivating effect on language learners and generally offer enough studying opportunities in order to create a positive impact upon the learning process. => Mobilne aplikacije za učenje stranih jezika Istraživanja su pokazala da dobro projektovane mobilne aplikacije imaju motivišući uticaj na učenike jezika i da generalno nude dovoljno prilika za učenje kako bi stvarale pozitivan uticaj na proces učenja.
LL@(20112) Their value in enriching the formal language learning at school is beyond doubt. => Dokazana je njihova vrednost u obogaćivanju formalnog učenja jezika u školi.
LL@(20113) It has also been proven that providing an opportunity to learn in an informal environment increases the amount of time the students invest in learning Š11Ë. Foreign language learning solutions employing modern technologies can be classed into three categories: desktop applications, on-line applications, mobile applications. => Takođe je pokazano da se obezbeđivanjem prilike za učenje u neformalnom okruženju, povećava ulaganje vremena koje učenici ulažu u učenje Š11Ë. ~~~ Rešenja za učenje stranih jezika koja primenjuju moderne tehnologije možemo podeliti u tri grupe: desktop aplikacije, online aplikacije, mobilne aplikacije.
LL@(20114) Desktop solutions can be viewed in a small number of voluminous and high quality professional language applications designed by enthusiasts. => Desktop rešenja se mogu posmatrati kroz manji broj obimnih i kvalitetnih profesionalnih jezičkih aplikacija sa jedne strane i veliki broj manjih aplikacija osmišljenih od strane entuzijasta.
LL@(20115) Characteristic of these voluminous solutions is that they require an absolute users commitment and a large amount of time to cover the language lessons. => Ono što je karakteristično kod obimnijih rešenja je to što zahtevaju potpunu posvećenost korisnika i dosta vremena za savladavanje jezičkih lekcija.
LL@(20116) On-line solutions are devised on the networking and user-connecting principles. => Online rešenja su izgrađena na principima umrežavanja i povezivanja korisnika.
LL@(20117) One interesting approach is combining social networking sites with language learning where users are guided towards helping one another in the learning process. => Jedan od interesantnih pristupa je kombinovanje sajtova za društveno umrežavanje sa učenjem jezika gde se korisnici usmeravaju da pomažu jedni drugima u procesu učenja.
LL@(20118) A general tendency is to make use of the products of the users themselves, i.e., to involve the users into the process of creating and then exchanging various language resources. => Generalna tendencija je i da se iskoriste i proizvodi samih korisnika, tj. da se oni uključe u proces stvaranja i zatim razmene raznovrsnih jezičkih resursa.
LL@(20119) The advantage of the mobile solutions is in the mobility itself, since at any moment they allow for easy learning or give support to serious study using some other tool (in a language school, using regular literature, using desktop aplications, etc.). => Prednost mobilnih rešenja je upravo u mobilnosti jer u svakom trenutku omogućavaju lagano učenje ili podršku ozbiljnijem učenju koje se odvija korišće njem nekog drugog alata (u jezičkoj školi, korišćenjem regularne literature, korišćenjem desktop aplikacija i slično).
LL@(20120) Today, there is a tendency towards a convergence of all the listed solutions. => Danas, postoji trend konvergencije svih navedenih rešenja.
LL@(20121) Desktop applications increasingly rely on the Internet to provide language resources and link their users; the on-line solutions, in accordance with the tendency to store the applications into a cloud, become capable of substituting the desktop applications, their advantage being that they are available at all the platforms; finally, mobile solutions are developed alongside the platforms they are intended for and become ever more complex, drawing on the Internet connectivity that becomes a standard for mobile devices. => Desktop aplikacije se sve češće oslanjaju i na internet za dobavljanje jezičkih resursa i povezivanje njihovih korisnika; onlajn rešenja, shodno trendu smeštanja aplikacija u oblak, postaju sposobne da zamene desktop aplikacije i imaju prednost što su dostupne na svim platformama; na kraju, mobilna rešenja se razvijaju uporedo sa platformama za koje su namenjena i postaju sve složenija, pri tome se oslanjajući na internet konektivnost koja postaje standard za mobilne uređaje.
LL@(20122) Some examples of successful applications for language learning are the following: MEL-application learning the English language through a succession of activities on a mobile device (lessons, video and audio materials, quizzes, memory games) Š11Ë; Mobile Flash application FML4ESL material divided into mini-lessons, application developed, resolution 240*320, does not conform to larger screens, lessons accompanied by audio recordings and flashes Š12Ë; PIMS (Personalized intelligent mobile learning system) in combination with a personalized system for vocabulary building, application for study aid, used in combination with classic classes Š13Ë; PALLAS the system of using mobile device systems made possible through client application, mobile browser or by SMSs; language activities include tests, exercises, dictionary that is browsed manually and the activities that trigger in dependence on the context parametres Š14Ë. 2.1. => Neki od primera uspešnih aplikacija za učenje jezika su: ~~~ MEL-application - učenje Engleskog jezika kroz niz aktivnosti preko mobilnog uređaja (lekcije, video i audio materijali, kvizovi, igra pamćenja) Š11Ë; Mobilna flash aplikacija FML4ESL - materijal podeljen u mini-lekcije, aplikacija razvijana, rezolucija 240*320, neprilagođena za veće ekrane, lekcije propraćene audio zapisima i slikama Š12Ë; PIMS (Personalized intelligent mobile learning system) - u kombinaciji sa personalizovanim sistemom za građenje rečnika, aplikacija za pomoć učenju, korišćena u kombinaciji sa klasičnim časovima Š13Ë; PALLAS - sistem korišćenje sistema sa mobilnih uređaja moguće putem klijentske aplikacije, mobilnog brauzera ili putem SMS-a, jezičke aktivnosti obuhvataju testove, vežbe, rečnik koji se pokreću manuelno i aktivnosti koje se okidaju zavisno od kontekstnih parametara Š14Ë. 2.
LL@(20123) Technologies in mobile application development The technologies implemented in developing mobile applications should be viewed from a number of perspectives: services, devices, platforms, languages in application development, method of wireless communication, types of images, types of multimedia contents. => Tehnologije za razvoj mobilnih aplikacija Tehnologije koje se primenjuju za razvoj mobilnih aplikacija treba posmatrati sa više aspekata: servisi, uređaji, platforme, jezici za razvoj aplikacija, način bežične komunikacije, tipovi prikaza, tipovi multimedijalnih sadržaja.
LL@(20124) More detail on these technologies can be found in Š1ËŠ2Ë. => Više detalja o ovim tehnologijama se može pronaći u Š1ËŠ2Ë.
LL@(20125) The FONjapGO application, developed in the scope of this research, is designed on the Android operating system for mobile devices. => FONJAPGO aplikacija, razvijena u okviru ovog istraživanja, razvijena je na Android operativnom sistemu za mobilne uređaje.
LL@(20126) Today, Android OS is an operating system with the largest number of users in the world. => Danas, Android OS predstavlja operativni sistem sa najvećim brojem korisnika u svetu.
LL@(20127) A large number of research works deal with the development and implementation of Android applications in various spheres of human activities Š15Ë. => Veći broj istraživanja se odnosi na razvoj i primenu Android aplikacija u različitim sferama ljudskog delovanja Š15Ë.
LL@(20128) The Android OS supports a host of different technolo gies and resources in a way similar to regular desktop operating systems, allows for an opportunity for the development of a high quality user interface via a touch-screen screen. => Android OS obezbeđuje mnoštvo različitih tehnologija i resursa nalik regularnim desktop operativnim sistemima, pruža mogućnost za razvoj kvalitetnog korisničkog interfejsa, uz pomoć touch-screen ekrana.
LL@(20129) The main advantages of the Android platform primarily refer to: the platform openness to programmers, components available for a simple interaction with the system, a wide spread of Android devices and the presence and development of other types of devices, besides mobile phones, that use the same platform, the touch-screen and multi touch technologies, connectivity, rich user inteface with a variety of elements, data storage in different formats, message exchange, multimedia resource support, multitasking. business Faculty laboratory, 3. => Osnovne prednosti Android platforme se pre svega odnose na: otvorenost platforme za programere, dostupne komponente za jednostavnu interakciju sa si stemom, široka rasprostranjenost Android uređaja kao i postojanje i razvoj drugih vrsta uređaja pored mobilnih telefona koji koriste istu platformu, touchscreen i multi touch tehnologija, konektivnost, bogat korisnički interfejs sa raznovrsnim elementima, skladištenje podataka u različitim formatima, razmena poruka, podrška za multimedijalne resurse, multitasking. 3.
LL@(20130) FONJAPGO application description The FONjapGO application has been developed in the Electronic of Organizational Sciences, University of Belgrade. => Opis fonjapgo aplikacije FONJAPGO aplikacija je razvijena u okviru Laboratorije za Elektronsko poslovanje, Fakulteta organizacionih nauka, Univerziteta u Beogradu.
LL@(20131) The basic role of the FONJAPGO application is to support the Japanese language learning in an interesting, interactive manner, via mobile devices, in order that the students be motivated to learn. => Osnovna uloga FONjAPGO aplikacije je da omoguću učenje japanskog jezika na zabavan, interaktivan način, putem moblinih uređaja, kako bi se studenti motivisali da uče.
LL@(20132) The application is completely adapted to specific features of the Japanese language, it includes a Japanese word base and an appropriate base of translation equivalent words that can be in any of available languages. => Aplikacija je u potpunosti prilagođena specifičnostima japanskog jezika, sadrži bazu japanskih reči i odgovarajuću bazu reči-prevoda koje mogu biti na nekom od dostupnih jezika.
LL@(20133) The basic learning process is conducted through the sessions where the student is assigned a task to learn a number of new words and then his/her achievement is tested through a quizz. => Osnovni proces učenja se odvija kroz sesije u kojima korisnik dobija zadatak da nauči neke nove reči a zatim se njegovo znanje ispituje putem kviza.
LL@(20134) Besides, the user can test his/her knowledge via lists of words categorised on the basis of a certain criterion, whereas to learn some of the scripts he/she has available all the idiograms of hiragana/katakana scripts and a number of kanji, as well as their individual presentations. => Pored ovoga, korisnik može da testira svoje znanje na listama reči kategorisanim po nekom kriterijumu, a za učenje pisama obezbeđen je prikaz svih znakova hiragana/katakana pisama i nekog broja kanđija, te njihovi pojedinačni detaljniji prikazi.
LL@(20135) To practice notation, quizzes for kana and kanji idiograms are supplied, as well as a possibility to write on the screen, using the touch-screen option. => Za vežbanje pisanja obezbeđeni su kvizovi za kana i za kanđi znakove, kao i mogućnost pisanja po ekranu korišćenjem tocuh-screen mogućnosti.
LL@(20136) Figure 1 presents the basic functionalities of the FONjAPGO application. => Na slici 1 prikazane su osnovne funkcionalnosti FONJAPGO aplikacije.
LL@(20137) Figure 1. => Slika 1.
LL@(20138) Presentation of basic functionalities of FONJAPGO application 3.1. => Prikaz osnovnih funkcionalnosti FONJAPGO aplikacije 3.1.
LL@(20139) Application architecture description The FONJAPGO application consists of two sections: the application in a narrow sense (Android application) and the web application that serves to file the user statistics and to compare the users knowledge with other users achievements. => Opis arhitekture aplikacije FONjAPGO aplikacija se sastoji iz dva dela: aplikacija u užem smislu (Android aplikacija) i veb aplikacija koja služi za evidentiranje statistika korisnika i poređenje sa rezultatima drugih korisnika.
LL@(20140) The three-layer architecture of the application is shown in Figure 2. => Troslojna arhitektura aplikacije je prikazana na Slici 2.
LL@(20141) Figure 2. => Slika 2.
LL@(20142) FONJAPGO application architecture The presentation layer is devised on the basic elements of user interface within the Android OS. => Arhitektura FONJAPGO aplikacije Prezentacioni sloj se zasniva na osnovnim elementima korisničkog interfejsa u okviru Android OS.
LL@(20143) The dynamic interface provides for an easy use of all the functions within the application. => Dinamički interfejs omogućava jednostavno korišćenje svih funkcija u okviru aplikacije.
LL@(20144) As the process itself does not require any specific elaboration in the domain of business logic but is based on a quality presentation of language resources and interactivity, the majority of application logic is closely connected with the presentation. => Budući da sam proces učenja ne zahteva nikakvu specifičnu obradu u domenu poslovne logike već se zasniva na kvalitetnoj prezentaciji jezičkih resursa i interaktivnosti, većina aplikacione logike je u tesnoj vezi sa prezentacijom.
LL@(20145) The domain objacts used in the application present the Japanese/Serbian (or English) words, idiograms of the Japanese script and word lists; all these objects are persisted into the local data base. => Domenski objekti koji se koriste u aplikaciji predstavljaju japanske/srpske (ili engleske) reči, znakove japanskih pisama i liste reči; svi ovi objekti se perzistiraju u lokalnoj bazi podataka.
LL@(20146) The words are not stored as word/translation pairs; there are independent notations/objects for the words and for the translation equivalents, which allows for a word to be connected with a number of words in the other language (homonyms and synonyms) and eliminates redundancy in a word base. => Reči se ne čuvaju kao parovi reč/prevod već postoje nezavisni zapisi/objekti za reči i za prevode, što omogućava povezivanje jedne reči sa njih više na drugom jeziku (homonimi i sinonimi) i eliminiše redudantnost u bazi reči.
LL@(20147) The application core further draws on a succession of components that link it to the sources/storages of data that contain application data, language resources and user data. => Jezgro aplikacije se dalje oslanja na niz komponenata koje ga povezuju sa izvorima/skladištima podataka koja sadrže aplikacione podatke, jezičke resurse i korisničke podatke.
LL@(20148) The first of the components is in charge of communication with the data base. => Prva od ovih komponenata je zadužena za komunikaciju sa bazom podataka.
LL@(20149) The broker of the database that represents the interface to the base is accessible from any section of the application and is responsible for reading the language resources (words/ idiograms/lists) from the base and keeping records on them. => Broker baze podataka koji predstavlja interfejs ka bazi je dostupan iz svih delova aplikacije i stara se o čitanju jezičkih resursa (reči/znakova/lista) iz baze i vođenju evidencije o istim.
LL@(20150) The base is implemented using the SQL system accessible at the Android platform, however, when needed, it can be altered to be adjusted to another platform, with no changes in the core of the application itself necessary. => Baza je implementirana korišćenjem SQLite sistema koji je dostupan na Android platformi, ali se po potrebi može izmeniti zarad prilagođavanja nekoj drugoj platformi, pri čemu izmene u samom jezgru aplikacije neće biti potrebne.
LL@(20151) The second component for communication with the Android system (Figure 3) additionaly abstracts the characteristics of the Android platform from the rest of the application and serves to: Store simple application data to be saved from session to session (the Android shared preferences system is used); Datafiles reading/parsing (from private storage space assigned to each Android application); Dynamic image reading; Presentation of short messages to the user; Provision, temporary storage and releasing audioclips of words (leaning on the component for communication with the web application). ~~~ Figure 3. => Druga komponenta za komunikaciju sa Android sistemom (Slika 3) dodatno apstrakuje karakteristike Android platforme od ostatka aplikacije i služi za: kladištenje jednostavnih aplikacionih podataka koji se čuvaju iz sesije u sesiju (koristi se Androidov sistem deljenih preferenci) učitavanje/parsiranje datoteka (iz privatnog skladišnog prostora dodeljenog svakoj Android aplikaciji) dinamičko učitavanje slika prikaz kratkih poruka korisniku dobavljanje, privremeno čuvanje i puštanje audio klipova reči (koje se oslanja na komponentu za komunikaciju sa web aplikacijom) Slika 3 Prikaz komponente za komunikaciju sa Android sistemom Treća komponenta ima ulogu da komunicira sa veb aplikacijom i pristupa onlajn resursima (audio datotekama).
LL@(20152) Presentation of the component for commu nication with the Android system The role of the third component is to communicate with the web application and to access on-line resources (audio datafiles ). => Ovaj proces se obavlja u pozadini, nezavisno od trenutnog stanja aplikacije i bez blokiranja interakcije sa korisnikom.
LL@(20153) This process is carried out in the background, independently from the current state of the application and without blocking the interaction with the user. => Veb aplikacija ima dvostruku ulogu: reči se određuje po algoritmu koji uzima u obzir korisnikov izbor težine (laka/srednja/teška), korisnikov raniji uspeh, proteklo vreme od poslednje sesije učenja i status prethodne sesije učenja.
LL@(20154) The role of the web application is twofold: Evidencing available languages and provision of these to the user during installation; Evidencing the user data in the database and filing reports on the results achieved in learning. ~~~ 3.2. => Ako želi, korisnik može i da pregleda sve ranije naučene reči. evidencija dostupnih jezika i dostavljanje istih korisniku prilikom instalacije evidencija o podacima korisnika u bazi podataka i slanje izveštaja o rezultatima postignutim prilikom učenja 3.2.
LL@(20155) Application functionality description When starting the application for the first time, an independent Japanese word base is installed, and the user is offered a choice of languages in which the appropriate or corresponding word base/translation will be. => Opis funkcionalnosti aplikacije Pri prvom pokretanju aplikacije instalira se nezavisna baza japanskih reči te se korisniku nudi izbor jezika na kojem će odgovarajuća baza reči/prevoda biti.
LL@(20156) The list of available languages and the language files are downloaded from the Internet (accessing the web application) and can be changed or amended independently from the apllication itself. => Lista dostupnih jezika i jezički fajlovi se dobavljaju sa interneta (pristupanjem web aplikaciji) i mogu se menjati i dopunjavati nezavisno od same aplikacije.
LL@(20157) In the present version of the application the available languages are English and Serbian, that is, this application can be used for both English/Japanese and Serbian/Japanese learning. => U trenutnoj verziji aplikacije dostupni jezici su engleski i srpski, odnosno ova aplikacija može da se koristi i za englesko-japansko i za srpsko-japansko učenje.
LL@(20158) The main screen of the application offers the user 4 cards with respective units (Figure 4): Learn; Word lists; Writing; Profile. => Na glavnom ekranu aplikacije korisniku su ponuđena 4 kartice sa odgovarajućim odeljcima (Slika 4):
LL@(20159) Figure 4. ~~~ Presentation of the Learn card The first unit, Learn, ensures that the learning session can be started. ~~~ The user can see how many new words he is expected to learn within the active session. => Learn (Učenje) Word lists (Liste reči) Writing (Pisanje) Profile (Profil) Po startovanju nove sesije učenja, korisniku se prikazuju nove reči za tu sesiju.
LL@(20160) The number of words is determined by the algotythm that takes into account the users choice of dificulty (easy/medium/hard), the users previous achievement, the time elapsed from the last learning session and the previous learning session status. => 
LL@(20161) If the user wants it, he/she can review all the previously learned words. => 
LL@(20162) On starting a new learning session, the user is shown new words for this session. => 
LL@(20163) The presentation of new words consists of the word written in the Latin script, in the kana and kanji scripts and its translations (there may be more that one translation). => Prikaz novih reči se sastoji iz reči ispisane latinicom, kana i kanđi pismima i njenih prevoda (može ih biti više).
LL@(20164) If the Internet use is allowed in the application adjustment and on condition there is the Internet connection available, the application downloads the respective clip in which the given word is pronounced. => Ukoliko je korišćenje interneta dozvoljeno u podešavanjima aplikacije i ukoliko konekcija sa internetom postoji, aplikacija preuzima odgovarajući klip u kojem se izgovara zadata reč.
LL@(20165) If the audio clip for a word has been downloaded recently, it will remain saved in the private space of the application and used without being downloaded again. => Ako je audio klip za neku reč već preuzet skoro, ostaće sačuvan u privatnom prostoru aplikacije i upotrebljen bez ponovnog skidanja.
LL@(20166) The entire process is performed in the background and does not prevent the user from browsing through the words. => Kompletan proces se obavlja u pozadini i ne ometa korisnika pri listanju reči.
LL@(20167) With a click on the Done kay the user passes to a new activity in the learning process. => Pritiskom na dugme Done, korisnik prelazi u novu aktivnost u procesu učenja.
LL@(20168) A new quizz is presented (Figure 5) that contains all the newly-learned words and a number of not-so-well learned words where the user failed to achieve favourable results. => Prikazuje se novi kviz (Slika 5) koji sadrži sve novonaučene reči i određen broj ranije naučenih reči na kojima nije ostvario zadovoljavajuće rezultate.
LL@(20169) The quizz consists of words-questions and a number of words-answers. => Kviz se sastoji iz reči-pitanja i određenog broja reči-odgovora.
LL@(20170) Records are kept for every word separately as to how many times it was presented to the user and which is the percentage of correctness, which the user can see in the course of the quizz. => Za svaku reč se vodi posebna evidencija koliko puta je prikazana korisniku i koliki je procenat tačnosti, što je i prikazano tokom izvođenja kviza.
LL@(20171) The difficulty level the user has chosen at the beginning will have an impact upon the number of offered answers as well as upon the variance of the question/task which can be written either in Japanese (in various scripts) or in a respective language. => Težina koju je korisnik izabrao na početku će uticati na broj ponuđenih odgovora kao i na varijantu pitanja, koja mogu biti na japanskom (ispisana različtim pisimima) ili na odgovarajućem jeziku.
LL@(20172) On condition the users answer during the learning session is not correct, the application presents a dialogue with a correct answer. => Ukoliko korisnik da pogrešan odgovor tokom sesije učenja, aplikacija prikazuje dijalog sa tačnim odgovorom.
LL@(20173) At the end of the quizz, the total statistics is presented for the quizz, including the number of correct/incorrect answers and the average result achieved at all the prior attempts at the quizz. => Na kraju kviza se prikazuje i ukupna statistika za izvedeni kviz, koja obuhvata broj tačnih/netačnih odgovora i prosek rezultat ostvarenih na svim dotadašnjim pokušajima kviza.
LL@(20174) Due attention in the application is paid to the Japanese scripts, hiragana, katakana and kanji. => 
LL@(20175) Hiragana and Katakana are absolutely equivalent to each other and are often taken under the common name kana, and they are categorised as such in the application. => 
LL@(20176) Figure 7 presents the Learn Kana unit where there is a posibility to browse through all the Kana idiograms (46 basic for hiragana and katakana, around 200 with combinations, and the so-called ticks). => Slika 4. ~~~ Prikaz Learn kartice Prvi odeljak, Learn (učenje) omogućava pokretanje sesije učenja novih reči.
LL@(20177) The idiograms spread over several pages that can be changed and they are arranged in a tabular order. => Korisniku se prikazuje koliko novih reči treba da nauči u okviru aktivne sesije.
LL@(20178) For the purpose of better visibility, the idiograms learned are highlighted. => 
LL@(20179) At a click at any of the idiograms a screen appears with its detailed presentation which includes: idiogram, pronunciation, the order in which lines are drawn, example from the word base. => 
LL@(20180) Figure 5. => Broj Slika 5.
LL@(20181) Presentation of Quizz activity The next unit, Word lists is presented in Figure 6. => Prikaz aktivnosti Kviz Sledeći odeljak, Word lists prikazan je na slici 6.
LL@(20182) The test in the knowledge of Japanese words is conducted via the same quizz, only with detailed adjustments of the quizz itself and the words that are grouped into certain categories (colours, numerals, animals…). => Omogućena je provera znanja reči japanskog pomoću istog kviza kao kod sesija učenja, samo sa detaljnim podešavanjima samog kviza i sa rečima koje su grupisane u određene kategorije (boje, brojevi, životinje...).
LL@(20183) The user can start a quick session by clicking on the play key with previous adjustments, or to make changes by clicking on the more detail key. => Korisnik može da započne brzu sesiju pritiskom na dugme play sa prethodnim podešavanjima, ili da ih izmeni pritiskom na dugme detaljnije.
LL@(20184) A more detailed adjustment allows for the user to decide upon the number of choices for each question (4/6/8), the choice of the question variance and the choice of the number of words/questions he is to be asked. => Detaljnije podešvanje omogućava izbor broja izbora za svako pitanje (4/6/8), izbor varijante pitanja i izbor broja reči/pitanja koja će biti postavljena korisniku.
LL@(20185) Also presented are the user statistics achieved on the list he /she has chosen. => Ovde su takođe prikazane i statistike korisnika ostvarene na listi koju je izabrao.
LL@(20186) Figure 6. => Slika 6.
LL@(20187)  => Prikaz Word list kartice Značajna pažnja u aplikaciji je posvećena japanskim pismima, hiragani, katakani i kanđiju.
LL@(20188)  => Hiragana i Katakana su potpuno ekvivalentna jedno drugom pa se često uzimaju pod zajedničkim imenom kana, i tako su kategorisana i u aplikaciji.
LL@(20189)  => Na slici 7 je prikazan odeljak, Learn Kana, gde postoji mogućnost listanja svih kana znakova (po 46 osnovnih za hiraganu i katakanu, oko 200 sa kombinacijama i tzv kvačicama).
LL@(20190)  => Znaci su raspoređeni preko nekoliko stranica koje se mogu menjati i uređeni su u tabelarnom obliku.
LL@(20191)  => U cilju boljeg pregleda, naučeni znaci su osvetljeni.
LL@(20192) Presentation of Word list card Figure 7. => Klikom na bilo koji od znakova dobija se ekran sa njegovim detaljnim prikazom koji uključuje: znak, njegovo čitanje, redosled povlačenja linija, primer iz baze reči. ~~~ Slika 7.
LL@(20193) Presentation of the Japanese script learning unit Similarly to the kana idiograms unit, the unit of a number of kanji idiograms is supported. => Prikaz odeljka za učenje japanskih pisama Ekvivalentno odeljku za kana znake, obezbeđen je i odeljak za neki broj kanđi znakova.
LL@(20194) A detailed presentation of kanji is somewhat different from that for the kana idiograms, due to their nature. => Detaljni prikaz kanđi se pomalo razlikuje od prikaza kana znakova zbog njihove prirode.
LL@(20195) Presented are the following: the idiogram, the order in which the line is drawn, the meaning of te on (originally Chinese) and kun (domestic Japanese) pronunciations written in both Latin and hiragana script. => Prikazani su: znak, redosled povlačenja linija, značenje te on (izvorna kineska) i kun (domaća japanska) čitanja ispisana i latinicom i hiraganom.
LL@(20196) The following two options are used to test the achievement in learning kana and kanji idiogams and allow for the quizz to start in which the tasks /questions will be idiograms instead of Japanese words. => Sledeće dve opcije služe za utvrđivanje naučenih kana i kanđi znakova i omogućavaju pokretanje kviza u kojem će pitanja umesto reči japanskog biti znaci.
LL@(20197) Depending on wherther these are kana or kanji idiograms, the user is free to choose different adjustments related to the set of idiograms from which he/she will retrieve questions and the question varience he/she will get. => Zavisno od toga da li se radi o kana znacima ili kanđi znacima, korisnik može da izabere različita podešvanja u vezi sa setom znakova iz kojeg će se uzimati pitanja i varijantom pitanja koju će dobiti.
LL@(20198) Due to the specific nature of the Japanese scripts and a large number of idiograms presenting them (around 200 kana idiograms and 2000+ kanji idiograms), one needs a lot of practice in writing them to be able to learn them. => Zbog specifičnosti japanskih pisama i brojnosti njihovih znakova (oko 200 kana znakova i 2000+ kanđija), za njihovo učenje je potrebna uvežbanost prilikom pisanja.
LL@(20199) Here the application makes use of the touch-screen option of the Android phones and has a section for noting the ideograms on the screen (Figure 8). => U vezi sa tim, aplikacija koristi touch-screen mogućnost Android telefona i poseduje odeljak za pisanje znakova po ekranu (Slika 8.).
LL@(20200) In this application, the touch-screen functionality is entirely adjusted to the process of learning the Japanese idiograms in that a gradual fading of the drawn lines is made possible, at a speed the user can control by a slider. => U ovoj aplikaciji touch- screen funkcionalnost je potpuno prilagođena procesu učenja japanskih znakova tako što je omogućeno postepeno nestajanje povučenih linija brzinom koju korisnik odredi pomoću slajdera.
LL@(20201) Thus the user is in a position to draw the idiograms (or one idiogram) much faster, successively, not stopping to wipe the screen clean. => Na ovaj način korisnik može mnogo brže da ispisuje znakove (ili jedan isti znak) za redom, bez zastajanja da obriše ekran.
LL@(20202) As the user is only beginning to learn how to note an idiogram, he/she may introduce semi-transparent gudelines that will present a desired Japanese idiogram. => Pošto korisnik tek uči da piše neki znak, omogućeno mu je da uključi polutransparentne linije vodilje iznad prostora za crtanje koje će prikazivati neki od japanskih znakova.
LL@(20203) These idiograms can then be browsed through by controls that appear when the guidelines are started. => Ovi znakovi se onda mogu listati kontrolama koje se pojavljuju po uključenju vodilja.
LL@(20204) Besides, a detailed instruction is provided for each idiogram as to the manner in which it is gradually drawn, as well as an example of this idiogram used in words. => Pored toga, za svaki znak postoji detaljno uputstvo za postupno crtanje, kao i primer korišćenja slova u rečima. ~~~ Slika 8.
LL@(20205)  => Prikaz prozora za učenje pisanja slova Deo za prikaz statistika (Slika 9.) omogućava korisniku prikaz ostvarenih rezultata prilikom učenja novih reči, na listama reči i na kvizovima japanskih znakova.
LL@(20206)  => U cilju bolje motivacije studenata za učenje, registrovanim korisnicima je dostupna mogućnost pregleda rezultata drugih korisnika.
LL@(20207) Figure 9. => Slika 9.
LL@(20208) Presentation of the window for a comparative survey of the users and the chosen rivals statistics The access options are also available by adjusting the application as well as help in using (Figure 10). => Prikaz prozora za uporedan pregled statistika korisnika i izabranog rivala Dostupne su i opcije za pristup podešavanjima aplikacije i pomoć pri korišćenju (Slika 10.).
LL@(20209) The use of the Internet and the presentation of the help pop-ups may not be allowed in adjustments, while the help part offers a review of all the information that may be useful in implementing the application. => U podešavanjima se može zabraniti korišćenje interneta i prikazivanje help pop-upova, dok help deo nudi pregled svih informacija korisnih u korišćenju aplikacije.
LL@(20210) Figure 8. => Slika 10.
LL@(20211) Presentation of the idiogram notation learning window The part in which statistics are shown (Figure 9) allows the user to see the results achieved in learning new words, on word lists and on the Japanese idiograms quizzes. => 
LL@(20212) In order that students be more motivated to learn, registered users are offered an option to see the results of other users. => 
LL@(20213) Figure 10: Presentation of the Hiragana script explanation window 4. => Prikaz prozora za objašnjenje Hiragana pisma 4.
LL@(20214) Conclusion The implementation of mobile technologies in language learning has become a highly interesting field of research in the last several years Š1ËŠ2Ë. => Zaključak Primena mobilnih tehnologija u učenju jezika je posebno interesantna oblast istraživanja u poslednjih nekoliko godina Š1ËŠ2Ë.
LL@(20215) A majority of available solutions offer an opportunity to the users to learn general information on the language and master a limited fund of words. => Većina dostupnih rešenja pruža mogućnost korisnicima da saznaju opšte informacije o jeziku i poseduje ograničen fond reči.
LL@(20216) The FONJAPGO application presented in this paper makes a full use of all the advantages of the Android platform, as well as hardware capacities of smart phones. => FONJAPGO aplikacija prikazana u ovom radu u potpunosti koristi sve prednosti Android platforme, kao i hardverske mogućnosti pametnih telefona.
LL@(20217) The application architecture is described, as well as the key components of communication between the sections of the applications. => Opisana je arhitektura aplikacije, ključne komponente i komunikacija između delova aplikacije.
LL@(20218) The FONJAPGO application for the Japanese language learning has a large word base that is presented to the user following the application logic, incorporates all the Japanese kani scripts and a quizz to review the words learned. => FONJAPGO aplikacija za učenje japanskog poseduje veliku bazu reči koja se korisniku prezentuje prema logici aplikacije, obuhvata sva japanska kani pisama i kviz za ponavljanje naučenih pojmova.
LL@(20219) The touch-screen technology is applied in practicing idiogram notation, enriched by additional functionalities such as a gradual fading of the previously drawn lines to facilitate the repetition of the activity as well as drawing of the guide lines. => Touch-screen tehnologija je primenjena za vežbanje ispisivanja znakova, obogaćena dodatnim funkcionalnostima kao što je postepeno nestajanje ranije povučenih linija radi olakšavanja ponavljanja i iscrtavanje linija vodilja.
LL@(20220) Since all language data files are downloaded from the Internet and since it uses the Android internationalization system, FONJAPGO can function at any language with no need for separate versions (e.g., Serbian-Japanese, English-Japanese). => Zahvaljujući tome što se jezičke datoteke skidaju sa interneta, i što koristi Androidov sistem za internacionalizaciju, FONJAPGO može da funkcioniše na bilo kom jeziku bez potrebe za postojanjem odvojenih verzija (npr. srpsko-japanski, englesko-japanski).
LL@(20221) The future research are oriented towards improving the functionality of the application, integration of the FONJAPGO application into the existing electronic course system. => Budući pravci istraživanja su usmereni ka poboljšanju funkicionalnosti aplikacije, integraciji FONJAPGO aplikacije u postojeći sistem za elektronske kurseve.
LL@(20222) The integration is meant to include the implementation of the FONJAPGO application in the realization of the courses and in testing the students achievement. => Integracija bi trebalo da obuhvati primenu FONJAPGO aplikacije u realizaciji kurseva i testiranju znanja studenata.
LL@(20223) Further research will also involve the evaluation of the application and data gathering on the students interaction with the application. => Dalja istraživanja podrazumevaju evaluaciju aplikacije i prikupljanje podataka o interakciji studenata sa aplikacijom.
LL@(20224) REFERENCE Š1Ë Chen, H.R. and Huang, H.L., User Acceptance of Mobile Knowledge Management Learning System: Design and Analysis, Educational Technology & Society. => LITERATURA Š1Ë Chen, H.R. and Huang, H.L., User Acceptance of Mobile Knowledge Management Learning System: ~~~ Design and Analysis, Educational Technology & Society.
LL@(20225) vol. 13, No.3, pp 70-77, 2010. => vol. 13, No.3, pp 70-77, 2010.
LL@(20226) Š2Ë Wang, M., Shen, R., Novak, D. and Pan, X., The impact of mobile learning on students learning behaviours and performance: Report from a large blended classroom, British Journal of Educational Technology, vol. 40, No.4, pp 673-695, 2009. => Š2Ë Wang, M., Shen, R., Novak, D. and Pan, X., The impact of mobile learning on students learning behaviours and performance: ~~~ Report from a large blended classroom, British Journal of Educational Technology, vol. 40, No.4, pp 673-695, 2009. ~~~ Š3Ë Looi, C. ~~~ -K., Seow, P., Zhang, B.H., So, H.
LL@(20227) Š3Ë Looi, C.-K., Seow, P., Zhang, B.H., So, H.-J., Chen, W. and Wong L.-H., Leveraging mobile technology for sustainable seamless learning, British Journal of Educational Technology. => -J., Chen, W. and Wong L. ~~~ -H., Leveraging mobile technology for sustainable seamless learning, British Journal of Educational Technology.
LL@(20228) vol. 41 , No.2, pp 154-169, 2010. => vol. 41 , No.2, pp 154-169, 2010.
LL@(20229) Š4Ë Sharples, M., The design of personal mobile technologies for lifelong learning, Computers & Education, vol. 34, No.3/4, pp 177193, 2000. => Š4Ë Sharples, M., The design of personal mobile technologies for lifelong learning, Computers & Education, vol. 34, No.3/4, pp 177193, 2000.
LL@(20230) Š5Ë Martin, S., Diaz, G., Sancristobal, E., Gil, R., Castro, M. and Peire, J., New technology trends in education: Seven years of forecasts and convergence, Computers & Education, vol. 57, No.3, pp. 1893-1906, 2011. => Š5Ë Martin, S., Diaz, G., Sancristobal, E., Gil, R., Castro, M. and Peire, J., New technology trends in education:
LL@(20231) Š6Ë Vavoula, G. => Seven years of forecasts and convergence, Computers & Education, vol. 57, No.3, pp. 1893-1906, 2011.
LL@(20232) And Sharples, M., Lifelong learning organisers: requirements for tools for supporting episodic and semantic learning, Educational Technology & Society. => Š6Ë Vavoula, G. And Sharples, M., Lifelong learning organisers: requirements for tools for supporting episodic and semantic learning, Educational Technology & Society.
LL@(20233) vol. 12, No. 3, pp 82-97, 2009. => vol. 12, No. 3, pp 82-97, 2009.
LL@(20234) Š7Ë Arnone, M., Small, R., Chauncey, S. and McKenna, P., Curiosity, interest and engagement in technology-pervasive learning environments: a new research agenda, Educational Technology Research and Development, vol. 59, No. 2, pp 181-198, 2011. => Š7Ë Arnone, M., Small, R., Chauncey, S. and McKenna, P., Curiosity, interest and engagement in technology-pervasive learning environments: a new research agenda, Educational Technology Research and Development, vol. 59, No. 2, pp 181-198, 2011.
LL@(20235) Š8Ë Moreno-Ger, P., Burgos, D., Sierra, L. and Fernández-Manjón, B. Educational Game Design for Online Education, Computers in Human Behavior vol. 24, No. 6, pp 2530-2540, 2008. => Š8Ë Moreno-Ger, P., Burgos, D., Sierra, L. and Fernández-Manjón, B. Educational Game Design for Online Education, Computers in Human Behavior vol. 24, No. 6, pp 2530-2540, 2008.
LL@(20236) Š9Ë Despotović, M., Savić, A., and Bogdanović, Z., e-education, Content management Management, vol. 11, No. 42, pp 55-61, 2006. in Š10Ë Jevremović, S., Implementation of the adaptive system in electronic learning, Management, vol. 14, No. 53, pp 57-61, 2009. => Š9Ë Despotović, M., Savić, A., and Bogdanović, Z., Content management in e-education, Management, vol. 11, No. 42, pp 55-61, 2006. ~~~ Š10Ë Jevremović, S., Implementation of the adaptive system in electronic learning, Management, vol. 14, No. 53, pp 57-61, 2009.
LL@(20237) Š11Ë Sandberg, J., Maris, M., and de Geus K., Mobile English learning: An evidence-based study with fifth graders, Computers & Education, vol. 57, No.1, pp 177193, 2011. => Š11Ë Sandberg, J., Maris, M., and de Geus K., Mobile English learning: ~~~ An evidence-based study with fifth graders, Computers & Education, vol. 57, No.1, pp 177193, 2011.
LL@(20238) Š12Ë Anaraki, F.B., A Flash-Based Mobile Learning System for Learning English as a Second Language, Proceedings of the 2009 International Conference on Computer Engineering and Technology, Society, Washington, DC, USA, 2009. => Š12Ë Anaraki, F.B., A Flash-Based Mobile Learning System for Learning English as a Second Language, Proceedings of the 2009 International Conference on Computer Engineering and Technology, IEEE Computer Society, Washington, DC, USA, 2009. Š13Ë Chen, C.M. and Hsu, S.H., Personalized intelligent mobile learning system for supporting effective English learning, Educational Technology and Society, vol. 11, No.3, pp 153-180, 2008.
LL@(20239) IEEE Computer Š13Ë Chen, C.M. and Hsu, S.H., Personalized intelligent mobile learning system for supporting effective English learning, Educational Technology and Society, vol. 11, No.3, pp 153-180, 2008. the Fifth Š14Ë Petersen, S.A. ,Markiewicz, J.K., PALLAS: Personalised language learning on mobile devices, Proceedings of IEEE International Conference on Wireless, Mobile, and Ubiquitous Technology in Education, IEEE Computer Society, Washington, DC, USA, 2008. => Š14Ë Petersen, S.A. ,Markiewicz, J.K., PALLAS: ~~~ Personalised language learning on mobile devices, Proceedings of the Fifth IEEE International Conference on Wireless, Mobile, and Ubiquitous Technology in Education, IEEE Computer Society, Washington, DC, USA, 2008. Š15Ë Vidas, T., Zhang, C., Christin, N. Toward a general collection methodology for Android devices, Digital Investigation, Vol.
LL@(20240) Š15Ë Vidas, T., Zhang, C., Christin, N. => 8, Supp. ~~~ pp 14-24, 2011.
LL@(20241) Toward a general collection methodology for Android devices, Digital Investigation, Vol. 8, Supp.1, pp 14-24, 2011. => Menadžment komunalnog otpada - studija slučaja iz Slovenije UDK:
LL@(20242) Communal Waste Management Case Study for Slovenia UDC: 005:628.4(497.4) ; 502.131.1:628.4(497.4) Aleš Gabršček1, Sonja Išljamović2 1EKO Plus d.o.o. [tore, Slovenia 2Faculty of Organizational Sciences, Belgrade The unprecedented quantities of waste produced today have critical environmental implications, from resource inefficiency and climate change to social injustice and local human health effects. => 005:628.4(497.4) ; 502.131.1:628.4(497.4) Aleš Gabršček1, Sonja Išljamović2 1EKO Plus d.o.o. [tore, Slovenija 2Fakultet organizacionih nauka u Beogradu Današnja količina otpada koji se proizvodi je bez presedana i ima kritične posledice po životnu sredinu, od neefikasnog korišćenja resursa i klimatskih promena do socijalne nepravde i uticaja na zdravlje lokalnog stanovništva.
LL@(20243) In addition, the generation of waste has been one of the most prevalent byproducts of human activity in history. => Istorijski gledano, generisanje otpada je bilo jedno od preovlađujućih nusprodukata ljudskih aktivnosti,a i danas se taj trend nastavlja.
LL@(20244) The old approaches of waste management as eg. burying or dumping the waste, however, are no longer acceptable: environmentally, economically, or socially. => Stari načini menadžmenta otpadom kao npr. zakopavanje ili odstranjivanje na deponije, više nisu prihvatljiv ni ekološki ni ekonomski ni društveno.
LL@(20245) Moreover, the predicted levels of increase in population, production, and consumption in this century will raise the quantity and complexity of waste materials. => Takođe, predviđeni nivo porasta populacije, proizvodnje i potrošnje u ovom veku dovešće do porasta količine i kompleksnosti otpadnih materijala.
LL@(20246) If global problems such as climate change and waste remain unresolved, societies will be forced to continue attempting to incrementally reduce waste and lessen environmental impacts. => Ukoliko globalni problemi, kao što su klimatske promene i otpad ostanu nerešeni, društva će morati da nastave svoj razvoj u pokušaju postepenog smanjenja otpada i manjeg uticaja na životnu sredinu.
LL@(20247) Logically, there is a need for sustainable waste management, sustainable communal waste management in particular, whose goal is to eliminate waste wherever possible by encouraging a systems approach that avoids the creation of waste in the first place. => Logično, javlja se potreba za održivim menadžmentom otpadom, posebno održivim menadžmentom komunalnim otpadom, putem koga bi trebalo da se eliminiše otpad podsticanjem sistemskog pristupa, koji na prvom mestu izbegava stvaranje otpada.
LL@(20248) Furthemore, it should be noted that waste represents potential raw materials and is being increasingly rerouted from admittedly orderly, environmentally-friendly dumps to waste recycling industry using technology which produces useful raw materials, compost or fuel. => Takođe, treba znati da otpad predstavlja potencijalnu sirovinu i da je sve više preusmeren sa uređenih ekološki podobnih deponija na industriju reciklaže otpada koristeći tehnologiju koja proizvodi korisne sirovine, kompost ili gorivo.
LL@(20249) In this process of waste transformation, everyone has to take part separating waste during collection. => 
LL@(20250) In order to achieve their objectives of sustainable communal waste management, the European Union countries that have so far done most in this field, have applied innovative waste collection systems based upon identification technologies which encourage users to separate waste at the source of its creation. => U cilju dostizanja održivog upravljanja komunalnim otpadom, zemlje Evropske unije koje su najviše uradile na ovom polju, primenile su inovativne sisteme prikupljanja otpada zasnovane na identifikacionim tehnologijama, koje ohrabruju korisnike da odvajaju otpad na izvoru njegovog nastanka.
LL@(20251) This paper presents a real examle of Communal Waste Management in Slovenia. => Zato je u ovom radu dat realan prikaz menadžmenta komunalnim otpadom u Sloveniji .
LL@(20252) 1. => 1.
LL@(20253) Introduction Human activity is linked with the production and consumption of goods, and is based on using natural resources, on one hand, and on polluting the environment, on the other. => Uvod Sve ljudske aktivnosti povezane su sa proizvodnjom i potrošnjom dobara, koje se zasnivaju na korišćenju prirodnih resursa, s jedne strane, i zagađenju životne sredine, s druge strane.
LL@(20254) The consequences of human consumption become ever more evident, on the local, as well as on the global levels, through the climate change, through forest degradation, through reduced biodiversity, water pollution and especially through creating enormous quantities of waste. => Posledice ljudske potrošnje postaju sve očiglednije, kako na lokalnom nivou, tako i na globalnom, kroz promene klime, degradaciju šuma, smanjenje biodiverziteta, zagađenje voda i naročito stvaranje ogromne količine otpada.
LL@(20255) Since an increasing quantity of waste is the result of the activities of modern humanity, one of the specific goals of environmental protection is waste management, that is, a sustainable waste management. => Kako sve veća količina otpada nastaje kao rezultat savremenih ljudskih delatnosti jedan od posebnih ciljeva zaštite životne sredine je upravo upravljanje otpadom, odnosno održivi menadžment otpadom.
LL@(20256) If the waste problem fails to be resolved successfully, as part of an integral environmental management, it may grow into an enormous and severe burden for both the present and the future generations. => Ukoliko se ne reši uspešno, kao deo integralnog upravljanja zaštitom životne sredine, problem otpada mogao bi da bude veliko opterećenje kako za sadašnje, tako i za buduće generacije.
LL@(20257) The solutions to the problems generated by waste accumulation have, naturally, a lot to do with the manner in which waste is perceived, since in the course of the long history of the human civilization waste has been seen as an unavoidable byproduct of the activities of man. => Svakako, rešenja problema koje stvara otpad, moraju prvo da se odnose na način percepcije otpada, s obzirom da je kroz dugu istoriju ljudske civilizacije posmatran kao nezaobilazan nusprodukt ljudskih aktivnosti.
LL@(20258) Waste is directly related to the human development, from both the technological and the social aspects. => Otpad je direktno vezan za ljudski razvoj sa tehnološkog i sa društvenog aspekta.
LL@(20259) Waste management may be viewed through the control of collecting, processing and disposal of various types of wastes. => Menadžment otpadom se može sagledati kroz kontrolu prikupljanja, obrade i odlaganja različitih vrsta otpada.
LL@(20260) An inadequate waste management is one of the most serious problems as regards environmental protection, and practice so far has shown that attention must not be paid to only correcting the bad effects, but must be focused upon adopting and employing the experiences of the developed countries, as rationally and as efficiently as possible. => Neadekvatan menadžment otpadom predstavlja jedan od najvećih problema sa aspekta zaštite životne sredine, a dosadašnja praksa je pokazala da se ne može obraćati pažnja samo na saniranje posledica, već se mora što racionalnije i efikasnije primeniti iskustvo razvijenih zemalja.
LL@(20261) Waste creation depends on the level of the industrial development, the standard of living, the way of living, the social environment, the consumption; therefore it can be perceived as a result of the total of the economic activity of every country and hence in direct correlation with the national economy. => Nastajanje otpada zavisi od stepena industrijskog razvoja, životnog standarda, načina života, socijalnog okruženja, potrošnje, i stoga se nastajanje otpada može posmatrati kao rezultat ukupne ekonomske aktivnosti svake države, i kao takvo u direktnoj je korelaciji sa nacionalnom ekonomijom.
LL@(20262) According to its origin, waste can be communal, commercial and non-hazardous industrial waste Š8,12]. => Prema poreklu otpad se deli na komunalni, komercijalni i bezopasni industrijski otpad Š8,12Ë.
LL@(20263) The waste from urban environments and commercial waste are generally called communal waste. => Uobičajeno je da se otpad urbanih sredina i komercijalni otpad jednim imenom naziva komunalni otpad.
LL@(20264) Communal waste includes household waste as well as any other waste that is, due to its nature, similar to household waste: non-hazardous waste from industrial, commercial institutions, hospitals, administration institutions, trade shops, as well as different types of biodegradable waste. => Komunalni otpad uključuje otpad iz domaćinstva, kao i drugi otpad koji je zbog svoje prirode i sastava sličan otpadu iz domaćinstva: neopasni otpad iz industrijskih, komercijalnih ustanova, bolnica, administrativnih ustanova, zanatskih radnji i različite vrste biorazgradivog otpada.
LL@(20265) Communal waste management includes the functions of collecting, transport, recycling, reuse, treatment and disposal of communal waste Š9,10Ë. => Upravljanje komunalnim otpadom obuhvata funkcije sakupljanja, transporta, reciklaže, ponovne upotrebe, tretmana i odlaganja komunalnog otpada Š9,10Ë.
LL@(20266) In the developed countries, the daily amount of waste is 1.5 kg of solid (communal) waste per citizen and a several times larger amount of industrial, agricultural and other types of waste Š12Ë. => U razvijenim zemljama dnevna količina otpada je 1.5 kg čvrstih (komunalnih) otpadaka po stanovniku i mnogostruko veća količina industrijskih, poljoprivrednih i drugih otpadaka Š12Ë.
LL@(20267) The cause of the increase in waste in urban regions is not only the increase in population, but also the increase of waste from the categories of packaging, the disposable packaging primarily. ~~~ 2. => Uzrok povećanja kolićine čvrstih otpadaka u urbanim sredinama nije samo povećanje broja stanovnika u gradovima, već i povećanje količine otpada iz kategorije ambalaže, prvenstveno one za jednokratnu upotrebu. 2.
LL@(20268) Communal waste management and sustainability 2.1. => Menadžment komunalnog otpada i održivost 2.1.
LL@(20269) Communal waste concept An inadequate waste management has a broader social context, apart from the negative impacts upon the environment. => Koncept komunalnog otpada Neadekvatno upravljanje otpadom, osim negativnih uticaja na životnu sredinu i zdravlje ljudi, ima i širi društveni kontekst.
LL@(20270) The communal service of waste disposal delivered to a large number of customers by the authorities may result in dissatisfaction and mistrust of citizens as regards the institutions in charge. => Komunalna usluga zbrinjavanja otpada, koja se od strane lokalnih vlasti pruža velikom broju korisnika, može da dovede do nezadovoljstva i nepoverenja građana u nadležne institucije.
LL@(20271) Hence the establishment of an integral sustainable communal waste management should start with a participant process planning so that all the stakeholders in waste management participate in making decisions based on their proposals Š7Ë. => Stoga uspostavljanje integralnog održivog sistema menadžmenta komunalnim otpadom treba početi participativnim planiranjem procesa, tako da sve zainteresovane strane u upravljanju otpadom imaju udela u donošenju odluka, koje proizilaze iz njihovih predloga Š7Ë.
LL@(20272) It is for these reasons that a sustainable waste management requires a long-term committment, consistency in view of the strategic solutions proposed, the discipline of all the stakeholders, the permanent information system, continual education, as well as an efficient law enforcement. => Ovo su razlozi zbog kojih održivi menadžment otpadom zahteva dugoročnu posvećenost, doslednost predloženim strateškim rešenjima, disciplinu svih zainteresovanih strana, sistem stalnog informisanja, stalne edukacije, kao i efikasno sprovođenje zakonodavstva.
LL@(20273) The communal waste problem is present in all the cities on this planet, and the costs of its disposal amounts to hundreds billion dollars Š3Ë. => Problem komunalnog otpada je izražen u svim gradovima naše planete, a cena njegovog rešavanja iznosi više stotina milijardi dolara Š3Ë.
LL@(20274) Given that communal waste is produced within the communal infrastructure in the houlseholds, the basic components of waste are as follows Š8,12Ë: organic waste (biological or biodegradable waste food remnants, waste from the garden, grass, leaves, cut off branches, trees, as well as paper packaging stained with food, paper napkins and ashes and soot from wood and coal used for heating); paper and cardboard (newspapers, books, journals, commercial printed materials, office paper, packaging paper, cleansing paper, crepe paper); plastics (packaging material, boxes, bottles, plastic bags, cling-films and other products made from plastics); glass (bottles, jars, drink packaging, pane glass); metal (metal pails, tins, aluminium, iron and other metals); textile and leather; other (dirt, ashes, street garbage, dust, unindentified materials). => S obzirom da komunalni otpad nastaje u okviru komunalne infrastrukture u domaćinstvima, kao osnovne komponente mogu se izdvojiti Š8,12Ë: organski otpad (biološki ili biorazgradljivi otpad ostaci hrane, otpad iz dvorišta, trava, lišće, odsečene grane, drveće, kao i papirnata ambalaža zaprljana hranom, papirnate maramice, i pepeo od loženja ogreva); papir i karton (novine, knjige, časopisi, komercijalna štampa, kancelarijski papir, papir za pakovanje, papir za čišćenje, valoviti papir); plastika (ambalažni materijal, kutije, boce, plastične kese, folije i drugi proizvodi od plastike); staklo (boce, tegle, ambalaža za pića, ravno staklo); metal (limene kante, limenke, aluminijum, gvožđe i drugi metali); tekstil i koža; ostalo (prljavština, pepeo, ulično smeće, prašina, neidentifikovani materijali).
LL@(20275) Communal waste management is a complex task that needs adequate organizational capacities and a collaboration among numerous stakeholders in both private and public sectors, although the main responsibility is that of the local autonomy. => Menadžment komunalnog otpada predstavlja kompleksan zadatak, koji zahteva odgovarajuće organizacione kapacitete i saradnju između brojnih zainteresovanih strana u privatnom i javnom sektoru, iako glavnu odgovornost snosi lokalna uprava.
LL@(20276) In devising the communal waste management plan, it is necessary that the public take part in all the phases of decision-making and in the process of adopting respective documents, in compliance with the Aarhus Convention Š2,11Ë. => Prilikom izrade plana menadžmenta komunalnim otpadom potrebno je obezbediti aktivno učešće javnosti u svim fazama donošenja odluka i u procesu usvajanja dokumenata, saglasno prinicipima Arhuske konvencije Š2, 11Ë.
LL@(20277) The Aarhus Convention, adopted on the Fourth Conference of Ministers, Environment for Europe, sponsored by the United Nations European Economic Committee, deals with the access to information, public participation in decision-making and the access to justice as regards environmental matters. => Ar huska konvencija odnosi se na dostupnost informacija, učešće javnosti u donošenju odluka i dostupnost pravosuđa u vezi sa pitanjima koja se tiču životne sredine, a usvojena na Četvrtoj ministarskoj konferenciji @ivotna sredina za Evropu, pod pokroviteljstvom Ekonomske komisije Ujedinjenih nacija za Evropu.
LL@(20278) The majority of European countries adopted or ratified the Aarhus Convention and implemented its procedures into their Local environmental agendas Š2Ë. 2.2. => Većina zemalja u Evropi je potpisala ili ratifikovala Arhusku konvenciju, i implementirala njene postulate u Lokalne agende za zaštitu životne sredine Š2Ë. 2.
LL@(20279) Communal waste management goals Modern principles of waste management require that the waste management system be entirely structured, from waste collection on the spot of creation, to the transport, to the treatment of waste, to the final disposal. => Ciljevi menadžmenta komunalnim otpadom Savremeni principi menadžmenta otpadom podrazumevaju da sistem upravljanja otpadom od sakupljanja otpada na mestu nastanka, preko transporta, tretmana, pa sve do konačnog odlaganja bude u potpunosti strukturiran.
LL@(20280) Waste is expected to be disposed of at a landfill that meets the basic criteria for a safe and proper waste disposal, in spite of the fact that the existing landfills are not built as per regulations, which is a grave sanitary and ecological problem of every region. => Otpad bi trebalo da se odlaže na deponiju koja zadovoljava osnovne kriterijume za bezbedno i pravilno deponovanje otpada, iako je činjenica da su postojeće deponije uglavnom nepropisno izgrađene što predstavlja veliki sanitarno-ekološki problem za svaku sredinu.
LL@(20281) There are numerous chemical, physical and biological processes going on within the landfills, resulting into the waste degradation. => Unutar deponija odvijaju se mnogobrojni hemijski, fizički i biološki procesi koji rezultiraju razgradnjom otpada.
LL@(20282) A byproduct is also the landfill gas that goes directly into the atmosphere. => Pored toga dolazi do produkcije deponijskih gasova koji odlaze direktno u vazduh.
LL@(20283) The need to design, work out the investment and technical documentation and solve the waste problem is a priority in environmental protection. => Potreba za projektovanjem, izradom investiciono-tehničke dokumentacije i rešavanjem problema otpada je prioritet u zaštiti životne sredine.
LL@(20284) A long-term goal of the communal waste management plan design is solving environmental problems and improving the populations quality of life by ensuring the desired environmental conditions and protecting the nature based on the sustainable environmental management. => Dugoročni cilj izrade plana menadžmenta komunalnog otpada predstavlja rešavanje problema u oblasti zaštite životne sredine i poboljšanje kvaliteta života stanovništva osiguravanjem željenih uslova životne sredine i očuvanja prirode zasnovane na održivom upravljanju zaštitom životne sredine.
LL@(20285) Communal waste management goals can be seen in the following goal pyramid (Figure 1). => Kroz piramidu ciljeva mogu se sagledati ciljevi menadžmenta komunalnim otpadom (Slika 1).
LL@(20286) Figure 1. => Slika 1.
LL@(20287) Communal waste management goal pyramid The specific communal waste management goals are the following Š12Ë: Rational use of raw materials and energy and use of alternative fuels from wastes; Reducing the danger from disposed waste for the future generations; Making use of the knowledge of national experts and of economic potentials in establishing the waste management system; Implementation of a more efficient administrative and professional organization; Ensuring stable financial resources and incentive mechanisms to invest into and conduct activities following the polluter pays and/or user pays principle; Implementation of information system that covers all the waste flows, quantities and locations, the plants engaged in treatment, processing and reuse of waste material as well as waste disposal plants; Increasing the number of population included in the communal waste collection; Establishment of waste treatment standards; Waste reduction, reuse, recycling and regeneration; Reducing waste danger by implementing the best available techniques and by substituting chemicals that threaten the envitonment and the human health; Raising public awareness of the waste management on all the levels of the society; Sustainable waste management. ~~~ 2.3. => Piramida ciljeva menadžmenta komunalnog otpada Posebni ciljevi u menadžmentu komunalnim otpadom su Š12Ë: ~~~ Racionalno korišćenje sirovina i energije i upotreba alternativnih goriva iz otpada; Smanjenje opasnosti od deponovanog otpada za buduće generacije; Angažovanje znanja domaćih eksperata i domaćih ekonomskih potencijala u uspostavljanju sistema upravljanja otpadom; Implementacija efikasnije administrativne i profesionalne organizacije; Osiguranje stabilnih finansijskih resursa i podsticajnih mehanizama za investiranje i sprovođenje aktivnosti prema principima zagađivač plaća i/ili korisnik plaća; Implementacija informacionog sistema koji pokriva sve tokove, količine i lokacije otpada, postrojenja za tretman, preradu i iskorišćenje materijala iz otpada i postrojenja za odlaganje otpada; Povećanje broja stanovnika obuhvaćenih sistemom sakupljanja komunalnog otpada; Uspostavljanje standarda za tretman otpada; Smanjenje, ponovo korišćenje, reciklaža i regeneracija otpada; Smanjenje opasnosti od otpada, primenom najboljih raspoloživih tehnika i supstitucijom hemikalija, koje predstavljaju rizik po životnu sredinu i zdravlje ljudi; Razvijanje javne svesti na svim nivoima društva koje se odnosi na problematiku menadžmenta otpadom; Održivo upravljanje otpadom. 2.
LL@(20288) Communal waste management principles The key principles to be taken into acount when establishing and implementing the communal waste management strategy can be viewed through Š1,4,15,20Ë: The principle of sustainable growth Sustainable growth is a balanced system of technical and technological, economic and social activities in the overall development that uses natural and created values on the principles of economy, sensibility and rationality for the purpose of preserving and improving the quality of the environment for the present and future generations. => Principi menadžmenta komunalnog otpada Ključni principi koji se moraju uzeti u obzir prilikom uspostavljanja i implementacije strategije menadžmenta komunalnim otpadom, mogu se sagledati kroz Š1, 4, 15, 20Ë: ~~~ Princip održivog razvoja - Održivi razvoj je usklađeni sistem tehničko-tehnoloških, ekonomskih i društvenih aktivnosti u ukupnom razvoju u kome se na principima ekonomičnosti, razumnosti i racionalnosti koriste prirodne i stvorene vrednosti, sa ciljem da se sačuva i unapredi kvalitet životne sredine za sadašnje i buduće generacije.
LL@(20289) The principle of vicinity and regional approach to waste management The principle of vicinity assumes that waste should be treated or disposed of as close as possible to the spot it is created. => Princip blizine i regionalni pristup upravljanju otpadom - Princip blizine znači da otpad treba tretirati ili odložiti što je moguće bliže tački njegovog nastajanja.
LL@(20290) The principle of vicinity should be observed in selecting the locations for the treatment plant and also disposal in order that an undesirable effect of waste transport be avoided, having in mind the need for the balance between the principles of vicinity and economic efficiency The principle of precaution The principle of precaution says that a danger of serious or irreparable damage, absence of full scientific reliability must not not be a reason for avoiding to undertake measures to prevent the environmental degradation in case of possible or real significant environmental impacts. => Prilikom izbora lokacija postrojenja za tretman i lokacije za odlaganje otpada treba poštovati princip blizine, da bi se izbegao neželjeni uticaj transporta otpada na životnu sredinu, vodeći računa o ravnoteži između principa blizine i ekonomičnosti. ~~~ Princip predostrožnosti - Princip predostrožnosti znači da ukoliko postoji mogućnost ozbiljne ili nepovratne štete, odsustvo pune naučne pouzdanosti ne može biti razlog za nepreduzimanje mera sprečavanja degradacije životne sredine u slučaju mogućih ili postojećih značajnih uticaja na životnu sredinu.
LL@(20291) The polluter pays principle The polluter pays principle means that the polluter has to bear the full costs incurred by endangering the environment. => Princip zagađivač plaća - Princip zagađivač plaća znači da zagađivač mora da snosi ukupne troškove nastale ugrožavanjem životne sredine.
LL@(20292) The hierarchy principle in waste management Hierarchy means the order of priority in waste management: (cid:123) Prevention and reduction of waste creation resource use minimization and the reduction of the amounts and/or danger of the waste created; (cid:123) Reuse reuse of the products for the same or similar purpose; (cid:123) Recycling waste re-treatment so that it should be used in the production of the same or a similar product; (cid:123) Exploitation exploitation of the waste value through various treatment technologies; (cid:123) Waste deposition in the absence of any other adequate solution, waste deposition into landfills. => Princip hijerarhije u upravljanju otpadom - Hijerarhija predstavlja redosled prioriteta u upravljanju otpadom: (cid: ~~~ Prevencija stvaranja otpada i redukcija - minimizacija korišćenja resursa i smanjenje količina i/ili opasnih karakteristika nastalog otpada; (cid:
LL@(20293) 2.4. => Ponovna upotreba - ponovno korišćenje pro izvoda za istu ili drugu namenu; (cid:
LL@(20294)  => Reciklaža - ponovni tretman otpada radi korišćenja kao sirovine u proizvodnji istog ili različitog proizvoda; (cid:
LL@(20295)  => Iskorišćenje - iskorišćenje vrednosti otpada primenom različitih tehnologija tretmana; (cid:
LL@(20296)  => Odlaganje otpada - ukoliko ne postoji drugo odgovarajuće rešenje, odlaganje otpada deponovanjem. 2.
LL@(20297) Communal waste management concept One of the most effective solutions to environmental protection is the waste management hierarchy concept that stresses the fact that the reduction in waste creation is achieved at the very spot where it is created. => Koncept menadžmenta komunalnim otpadom Kao jedno od najefektivnije rešenje za zaštitu životne sredine predstavlja koncept hijerarhije menadžmenta otpadom koji ukazuje da je smanjenje nastajanja otpada na njegovom samom nastanku.
LL@(20298) Where the reduction is not practically applicable, however, the products and the materials can be reused, for the same or for a similar purpose. => Međutim, tamo gde dalje smanjenje nije praktično primenljivo, proizvodi i materijali mogu biti iskorišćeni ponovo, bilo za istu ili drugu namenu.
LL@(20299) The waste reduction, as one of the major communal waste management goals, has to be thought out throughout the entire life cycle of the product, therefore every decision on recource usage needs careful thinking; besides, the reduction should be carefully planned through the phases of product designing, packaging, transport and placement on the market Š15,17Ë. => Redukcija otpada, kao jedan od glavnih ciljeva menadžmenta komunalnim otpadom, mora biti osmišljena kroz celokupni životni ciklus proizvoda, te se mora razmišljati svaki put kada se donosi odluka o korišćenju resursa, te o redukciji treba razmišljati kroz faze projektovanja, preko izrade pakovanja, do transporta i plasmana proizvoda na tržište Š15, 17Ë.
LL@(20300) The consumers should also be actively included in the waste reduction in that they should buy the products with less packaging. => Potrošači takođe treba da aktivno učestvuju u redukciji otpada kupovinom proizvoda sa manje ambalaže.
LL@(20301) For the purpose of an effective and efficient communal waste management some of the following concepts should be implemented Š12,16,17,19Ë: Reuse The product can be reused, for example, through the packaging design which will ensure its repeated use. => U cilju efektivnog i efikasnog menadžmenta komunalnim otpadu potrebno je primeniti neki od sledećih koncepata Š12, 16, 17, 19Ë: ~~~ Ponovna upotreba Ponovnu upotrebu proizvoda je moguće postići na primer kroz dizajn pakovanja, koji će omogućiti njihovu ponovnu upotrebu.
LL@(20302) The introduction of the packaging regulations in the European Union is an incentive to the manufacturers to rethink the designing of multiple use packaging. => Uvođenjem propisa o ambalaži u Evropskoj uniji postoji podsticaj proizvođačima da razmotre primenu ambalaže za višestruku upotrebu.
LL@(20303) In other cases, products can be reworked for the same or similar use. => U drugim slučajevima, proizvodi se mogu preraditi za iste ili slične namene.
LL@(20304) In addition to the reduction of waste itself, reuse allows for the reduction of costs for both the manufacturers and the customers, energy and cost savings as well as savings in deposition costs. => Pored samog smanjenja otpada, kroz ponovnu upotrebu postiže se i smanjenje troškova za proizvođače i potrošače, uštede u energiji i sirovinama i smanjenje troškova odlaganja.
LL@(20305) Recycling Recycling helps achieve highly important technical, ecological and economic effects (dramatic reduction of the amounts of industrial and communal waste that would otherwise have to be deposited to sanitary landfills, thereby extending the time these landfills have to be in use and significantly slowing down the process of natural resources depletion and the landfill emissions). => Reciklaža - Reciklažom se ostvaruju izuzetno značajni tehnički, ekološki i ekonomski efekti (drastično smanjenje količina industrijskog i komunalnog otpada koji se moraju odložiti na sanitarne deponije, čime se vek korišćenja deponija produžava i značajno usporava proces iscrpljivanja prirodnih resursa i emisije iz deponija).
LL@(20306) The waste recycling system components involved in using the material and extraction of useful waste are the following: extracting various components on the spot of waste creation (from households, shops, institutions, collecting in the streets or in the centres where the recyclable waste is collected, preparation of recyclable material on the baling lines (paper, plastics), pressing (metal), trituration (glass). => Komponente sistema reciklaže otpada u cilju iskorišćenja materijala i izdvajanja korisnog otpada su: izdvajanje različitih komponenti na izvoru nastajanja otpada (iz domaćinstva, radnji, institucija, sakupljanje na ulici ili u centrima gde se sakuplja reciklabilan otpad - primarna reciklaža), izdvajanje reciklabilnih materijala iz ukupne mase otpada u postrojenjima za separaciju reciklabilnog otpada, priprema izdvojenih reciklabilnih materijala na linijama za baliranje (papir, plastika), presovanje (metal), mlevenje (staklo).
LL@(20307) Composting Composting is described as a fast, but partial decomposition of moist, solid organic matter, food wastes, garden wastes, paper, cardboard, using aerobic microorganisms and in controlled conditions. => Kompostiranje - Kompostiranje se definiše kao brzo, ali delimično, razlaganje vlažne, čvrste organske materije, otpada od hrane, baštenskog otpada, papira, kartona, pomoću aerobnih mikroorganizama i pod kontrolisanim uslovima.
LL@(20308) Anaerobic digestion Anaerobic digestion is the decomposition of organic, biodegradable portion of solid waste into gasses with a high level of methane, produced by anaerobic decomposition or anaerobic fermentation in the reactor. => Anaerobna digestija Anaerobna digestija predstavlja razlaganje organskog, biorazgradivog dela čvrstog otpada u gasove sa visokim udelom metana, koji se ostvaruje putem anaerobnog razlaganja ili anaerobne fermentacije u reaktoru.
LL@(20309) After the fermentation of the organic waste separated at its source of origin, the rest of the fermentation is normally treated aerobically to the compost. => Posle fermentacije organskog otpada izdvojenog na izvoru, ostatak fermentacije se normalno tretira aerobno do komposta.
LL@(20310) The decomposition process gives gas, compost and water. => Procesom razlaganja nastaju biogas, kompost i voda.
LL@(20311) Waste burning The waste burning technology includes the oxidation of inflammable matter contained in the waste. => Spaljivanje otpada - Tehnologija spaljivanja otpada predstavlja oksidaciju zapaljivih materija sadržanih u otpadu.
LL@(20312) Burning is used to reduce waste volume, and the energy produced in the waste burning process can be used to produce heat and/or electrical energy. => Spaljivanje se primenjuje u cilju smanjivanja zapremine otpada, a energija koja se dobija iz procesa spaljivanja se može iskoristiti za dobijanje toplotne i/ili električne energije.
LL@(20313) When energy using burning proves to be the most practical option in favour of the environment, it is necessary that the possibility be analysed for a combined production of heat and electrical energy to be produced for the purpose of improving the efficiency of the process. => Kada je spaljivanje sa iskorišćenjem energije najpraktičnija opcija za životnu sredinu, neophodno je razmotriti mogućnost kombinovanog dobijanja toplotne i električne energije u cilju povećanja efikasnosti procesa.
LL@(20314) Pyrolysis Pyrolysis is a process through which organic waste is decomposed at high temperature and in the absence of air. => Piroliza - Piroliza je proces tokom kojeg dolazi do razlaganja organskog otpada pri povišenoj temperaturi i u odsustvu vazduha.
LL@(20315) In the process, organic waste matter is thermally decomposed, producing pyrolythic gas, oil and a solid phase rich in carbon. ~~~ Gasification Gasification is a high-temperature process of waste treatment by oxidation or in the presence of vapour to obtain inflammable gases. => Tokom procesa dolazi do termičkog razlaganja organskih materija u otpadu, pri čemu nastaju pirolitički gas, ulje i čvrsta faza bogata ugljenikom. Gasifikacija - Gasifikacija je visokotemperaturni proces tretmana otpada u prisustvu vazduha ili vodene pare u cilju dobijanja gorivih gasova.
LL@(20316) The gas obtained in the gasification process can be burned or used in cogeneration plants. => Gas dobijen putem gasifikacije se može spaljivati ili iskoristiti u postrojenjima za kogeneraciju.
LL@(20317) Gasification is still not a very widespread procedure in waste treatment due to the fact that the fuel has to be relatively homogenous in composition, which means that waste treatment here needs a pre-treatment process. => Gasifikacija još nije raširen postupak tretmana otpada, iz razloga što gorivo mora biti relativno homogenog sastava, što znači da je za komunalni otpad potreban predtretman.
LL@(20318) Plasma process The plasma process is an alternative system of waste treatment (energy released by electrical discharge in an inert atmosphere). => Plazma proces - Plazma proces predstavlja alternativni sistemi tretmana otpada (energija oslobođena električnim pražnjenjem u inertnoj atmosferi.
LL@(20319) In the gaseous phase organic molecules are intensivly decomposed thus almost entirely eliminating hazardous emissions, which is the major advantage of the plasma procedure. => U gasovitoj fazi dolazi do intenzivnog razlaganja organskih molekula, što gotovo u potpunosti eliminiše štetne emisije, što predstavlja glavnu prednost plazma postupka.
LL@(20320) Inorganic matter vitrify upon melting, hence the it can be added to construction material or can be safely deposited. => Neorganske materije se nakon topljenja vitrifikuju, tako da se mogu upotrebiti kao dodatak građevinskom materijalu ili se mogu bezbedno odložiti.
LL@(20321) Waste as fuel Certain industrial processes and energy producing plants, such as production, operate under the conditions that allow for using the waste of high heating power instead of conventional fuels. => Otpad kao gorivo - Neki industrijski procesi i postrojenja za proizvodnju energije rade pod uslovima koji dozvoljavaju korišćenje otpada visoke toplotne moći umesto konvencionalnog goriva, kao što je proizvodnja.
LL@(20322) The typical waste burnt in these processes include communal waste, automobile tyres, used solvents, waste from refineries, meat-bone flour. => Tipični otpad koji se spaljuje u ovim procesima uključuje komunalni otpad, gume, utrošene rastvarače, otpad iz rafinerija, mesno koštano brašno.
LL@(20323) Thermal plants and city plants that provide heating to cities can also serve as a significant infrastructure in waste burning. => Termoelektrane i gradske toplane koje služe za snabdevanje gradova toplotnom energijom takođe mogu predstavljati značajnu infrastrukturu za sagorevanje otpada.
LL@(20324) Physical-chemical waste treatment The physicalchemical way of waste treatment includes: neutralization, mineralization, solidification, oxidation, reduction, adsorption, distillation, ion exchange, reverse osmoses and other physical-chemical and chemical processes that reduce the hazardous characteristics of waste. => Fizičko-hemijski tretmani otpada - Fizičko-hemijski tretman otpada obuhvata: neutralizaciju, mineralizaciju, solidifikaciju, oksidaciju, redukciju, adsorpciju, destilaciju, jonske izmene, reversne osmoze i druge fizičko-hemijske i hemijske procese kojima se smanjuju opasne karakteristike otpada.
LL@(20325) Waste depositing to landfills Due to the waste composition, there are three basic types of landfills: (cid:123) non-hazardous waste landfills; (cid:123) inert waste landfills; (cid:123) hazardous waste landfills. => Odlaganje otpada na deponije Shodno sastavu otpada, postoje tri osnovne kategorije deponije: (cid: ~~~ deponije za odlaganje neopasnog otpada; (cid: ~~~ deponije za odlaganje inertnog otpada; (cid: ~~~ deponije za odlaganje opasnog otpada.
LL@(20326) The zero waste concept, the final instance in the waste management hierarchy, requires that subsidies for raw materials acquisition and waste management be abolished, that manufacturers be responsible for their products from cradle to cradle. => Koncept nultog otpada (zero waste), koji prestavlja finalnu instancu hijerarhije mendžmenta otpadom, zahteva da se ukinu subvencije za dobijanje sirovina i za rukovanje otpadom, da proizvođači budu odgovorni za svoje proizvode i ambalažu od kolevke do kolevke.
LL@(20327) The goal of waste management through the zero waste is to improve clean production, to prevent pollution and to build communities in which products will be manufactured in a way that will allow for them to be recycled and safely brought back into the nature or into the environment Š14Ë. 3. => Cilj menadžmenta otpadom putem nultog otpada je da se unapredi čista proizvodnja, da se spreči zagađenje i da se izgrade zajednice u kojima će proizvodi biti napravljeni tako da mogu da se recikliraju i bezbedno vrate u privredu ili u okruženje Š14Ë. 3.
LL@(20328) Communal waste management in Slovenia Solvenian households create more than 800,000 tons of waste every year, while the waste created annually in the European Union countries amounts to approximately two billion tons. => Menadžment komunalnog otpada u Sloveniji Svake godine, slovenačka domaćinstva proizvedu vise od 800.000 tona otpada, dok je otpad koji se na godišnjem nivou proizvede u zemljama Evropske unije približno dve milijarde tona.
LL@(20329) Despite the fact that the amount of waste increases, the attitude towards waste management changes in the direction of sustainability. => Ipak, iako se količina otpada povećava, stav o menadžmentu otpadom se menja u smeru održivosti.
LL@(20330) Waste is not perceived only as a surplus that belongs exclusively to landfills that become crammed with it. => Otpad se ne prikazuje samo kao višak, koji pripada isključivo deponijama koje postaju pretrpane.
LL@(20331) On the contrary, waste is viewed as prospective raw material that is increasingly redirected from orderly and ecologically-friendly landfills to the recycling industry that implements the technology that produces useful raw materials, compost or fuel. => Naprotiv, otpad se predstavlja kao potencijalna sirovina, koja se u sve većoj meri preusmerava sa uredno organizovanih i ekološki podobnih sanitarnih deponija, na industriju recikliranja otpada, koja koristi nivo tehnologije koja proizvodi korisne sirovine, kompost ili gorivo.
LL@(20332) Slovenia set out to solve the environmental problems systematically and with commitment during the preparations for admission to the European Union, since it had to bring its laws into harmony with the laws of the EU. => Slovenija je počela sistematski i ozbiljno da rešava probleme vezane za životnu sredinu u vreme priprema za pristupanje Evropskoj uniji, jer je morala da uskladi svoje zakone sa zakonima Evropske unije.
LL@(20333) Today, waste management is highly important since it relieves the burden on the environment and allows for the consumption of raw materials and energy in a useful manner. => Danas, menadžment otpadom ima veliki značaj jer umanjuje opterećenje životne sredine i omogućava korišćenje sirovina i energije na koristan način.
LL@(20334) The European Union Directives provide that half the household waste has to be removed from the utility services flows and be recycled. => Direktive Evropske unije propisuju da polovina otpada, koji proizvode domaćinstva mora da se odstrani iz tokova komunalnih službi i usmeri na recikliranje.
LL@(20335) The major problem Slovenia is facing is how to achieve this goal in an effective and efficient manner Š3Ë. Waste, naturally, is an environmental, economic and social challenge for the European Union which earns as much as ¡ 100 billion and employs between 1.2 and 1.5 million people in this sector. => Glavni problem sa kojim se Slovanij suočava je kako da ovaj cilj postigne na efektivan i efikasan način Š3Ë. ~~~ Svakako otpad je ekološki, ekonomski i socijalni izazov za Evropsku uniju koja u svom sektoru za upravljanje otpadom ostvaruje prihod od čak 100 milijardi eura, a zapošljava između 1.2 i 1.5 miliona ljudi.
LL@(20336) Thus the recycling industry in the European union produces the sources from recycled materials for 50% paper, 43% glass and 40% non-ferrous metals Š5,18Ë. => Tako reciklažna industrija u Evropskoj uniji omogućava izvore iz recikliranih sirovina za 50% papira, 43% stakla i 40% obojenih metala Š5, 18Ë.
LL@(20337) The sustainable waste management strategies aim to maximize the materiel and energy recycled from waste, minimizing at the same time the final amount of waste deposited to landfills, as well as pollution caused over all the phases of waste treatment and collection. => Strategije održivog upravljanja otpadom imaju za cilj maksimiziranje obnavljanja materijala i energije iz otpada, uz minimiziranje konačne količine otpada koji se odlaže na deponije, kao i zagađenja prouzrokovanog svim fazama tretmana i sakupljanja otpada.
LL@(20338) Environmental problems have to be resolved step by step, implementing appropriate technological, economic, and social components and constants, satisfying the 4R concept: reduce, reuse, recycle and recover. => Ekološki problemi moraju da budu rešeni korak po korak uz korišćenje odgovarajućih tehnoloških, ekonomskih i socijalnih komponenti i konstanti, zadovoljavajući koncept 4R (reduce, reuse, recycle and recover): smanji, ponovo koristi, recikliraj, obnovi/povrati.
LL@(20339) For the needs of communal waste management, Slovenia adopted respective acts complying to the European Union strategy. => Za potrebe menadžmenta komunalnim otpadom Slovenija je definisala posebne akte koji su usaglašeni sa strategijom Evropske unije.
LL@(20340) Implementing a set of instruments and indicators oriented towards an improved manner of waste management Slovenia establishes a unique method of solid communal collecting and de positon (such as: solid packaging, automobile tyres, used motor vehicles, obsolete electronic and electrical equipment). => Slovenija preko skupa instrumenata i indikatora, a koji su usmereni ka poboljšanom načinu menadžmaneta otpadom, usposta vlja jedinstven način prikupljanja i odlaganja čvrstog komunalnog otpada (kao što su čvrsta ambalaža, automobilske gume, stara motorna vozila, zastarela elektronska i električna oprema).
LL@(20341) An active communal waste management helps collect approximately 800,000 t of communal waste in Slovenia annually, out of which 73% comes from households, 23% is the waste from manufacturing and service providing industries, and 4% is produced by public services Š4,7,18Ë. => Aktivnim menadžmentom komunalnog otpada, u Sloveniji se na godišnjem nivou prikupi oko 800.000t komunalnog otpada, i to 73% iz domaćinstava, 23% iz proizvodne i uslužne delatnosti, 4% iz javnih službi Š4, 7, 18Ë.
LL@(20342) The municipal administration in Slovenia is granted authority to adjust the waste management system on the local level, defining the best method of waste reducing, collecting and deposition, in compliance with the legislative norms of the country. => U Sloveniji je opštinskim vlastima i samoupravi omogućeno da poštujući zakonodavne norme države, izvrši prilagođavanje sistema menadžmenta otpadom na lokalnom novou, definišući najbolji način redukcije, prikupljanja i odlaganja otpada.
LL@(20343) The communal waste management on the local level in Slovenia includes the safety and protection of certain sites, the developmental activities oriented towards promoting the system of waste collection, however, also the necessary education of the population on the need for waste management and their participation in the process. => Menadžment komunalnog otpada na lokalnom niovu u Sloveniji uključuje i osiguravanje i zaštitu određenih lokaliteta, razvojne aktivnosti na promociji sistema za prikupljanje otpada ali i neophodnu edukaciji stanovništva o potrebama upravljanja otpadom i njihovim uključivanjem u taj proces.
LL@(20344) The Slovenian legislature provides that every territory with over 8,000 citizens should be provided with at least one waste collecting centre, while the territories with over 25,000 inhabitants should have of at least one waste collecting centre at disposal per each 8,000 citizens Š3Ë. => U okviru pravne regulative Slovenije propisano je da u svakom naseljenom mestu sa više od 8.000 stanovnika potrebno je da se obezbedi najmanje jedan centar za prikupljanje otpada, dok u naseljenom mestu sa preko 25.000 stanovnika je potrebno obezbediti barem po jedan centar za prikupljanje komunalnog otpada na svakih 8.000 stanovnika Š3Ë.
LL@(20345) The Slovenian communal waste collection management operations programme is based on the following goals Š3,5Ë: installing collecting points for different types of communal waste per every 500 citizens in the densely populated areas; installing the collecting points for different types of communal waste according to the delivery system in each municipality, in every town with over 8,000 inhabitants; establishing the system of hazardous types of communal waste collecting and storage at every area with over 25,000 inhabitants; establishing a complementary system of collecting different types of communal waste via mobile and underground collection points; establishing a system of collecting organic waste from hoseholds and restaurants and its biological treatment; ensuring a biological processing of household organic waste in home composting units and in small municipal composting units in the inhabited areas with over 10 inhabitants/ha each. ~~~ 4. => Operativni program menadžmenta sakupljanja komunalnim otpadom Slovenije se zasniva na sledećim ciljevima Š3, 5Ë: postavljanje mesta skupljanja za različite vrste komunalnog otpada na svakih 500 stanovnika u područjima guste naseljenosti; postavljanje centara za sakupljanje različitih vrsta komunalnog otpada prema sistemu dostave u svakoj opštini, u gradu gde ima više od 8.000 stanovnika; uspostavljanje sistema sakupljanja i skladištenja opasnih vrsta komunalnog otpada na svakom području sa više od 25.000 stanovnika; uspostavljanje dopunskog sistema skupljanja različitih vrsta komunalnog otpada putem pokretnih i podzeminih mesta za sakupljanje; uspostavljanje sistema sakupljanja organskog otpada iz domaćinstava i restorana i njihove biološke prerade; osiguravanje biološke prerade biološkog otpada iz domaćinstava u kućnim kompostanama i u malim komunalnim kompostanama na području naseljenosti sa više od 10 stanovnika/ha. 4.
LL@(20346) Instead of conclusion: an example of sustainable communal waste management the POTKO project In the last several years Slovenia has joined the European trend in the reduction of waste created from business activities and everyday living, and this resulted in an increase in recycling. => Umesto zaključka: ~~~ Primer održivog menadžmenta komunalnim otpadom projekat potko Slovenija se u poslednjih nekoliko godina pridružila evropskom trendu smanjenja otpada koji nastaje kao posledica poslovanja i života, sa posledičnim povećanjem reciklaže.
LL@(20347) The response to the growing needs for recycling was waste separation at the source of its creation. => Kao odgovor na rastuće potrebe za reciklažom nastalo je rešenje za separaciju otpada na izvoru njegovog nastajanja.
LL@(20348) Modern waste management systems that function in compliance with the polluter pays principle are complex and require a large number of data. => Savremeni sistemi za upravljanje otpadom koji deluju u skladu sa načelom zagađivač plaća su kompleksni i zahtevaju veliki broj podataka.
LL@(20349) Hence the im plementation of new and adjustable information technologies is required that would allow for the whole communal waste management system to be simplified, easy-to-survey and easier to manage Š13Ë. => Zato je potrebna primena novih i prilagodljivih informacionih tehnologija koje bi omogućile da ceo sistem upravljanja komunalnim otpadom bude pojednostavljen, pregledniji i lakši za upravljanje.
LL@(20350) The POTKO project is an innovative approach implemented in the Snaga d.o.o. utility company. => Š13Ë Projekat POTKO predstavlja inovativni pristup primenjen u javnom preduzeću Snaga d.o.o.
LL@(20351) Snaga d.o.o. is a public owned company engaged in waste collecting and transport on the territory of the Ljubljana city municipality and six pertaining municipalities (Brezovica, Dobrova-Polhov Gradec, Dol pri Ljubljani, Horjul, Medvode, Škofijca) as well as 3 other municipalities (Vodice, Ig and Velike Lašče). => Snaga d.o.o. je javno preduzeće koje se bavi sabiranjem i prevozom otpada na području Gradske opštine Ljubljana i šest pripadajućih opština (Brezovica, Dobrova-Polhov Gradec, Dol pri Ljubljani, Horjul, Medvode, Škofijca) kao i 3 druge opštine (Vodice, Ig i Velike Lašče).
LL@(20352) Figure 2. => Slika 2.
LL@(20353) System needed for POTKO establishment Š13Ë The POTKO project is a system that implements identification technology to entirely manage the communal waste flow and encourage the users to separate the waste at its source. => Sistem potreban za uspostavljanje POTKO Š13Ë Projekat POTKO predstavlja sistem, koji uz pomoć identifikacione tehnologije omogućava potpuno upravljanje tokom komunalnog otpada i podstiče korisnike na razdvajanje otpada na izvoru njegovog nastanka.
LL@(20354) This refers to the communal waste which is possible to recycle: paper, glass, metal, PET bottles and other plastics, and biological waste. => Ovo se odnosi na komunalni otpad koji je moguće reciklirati: papir, staklo, metal, PET boce i ostala plastika, te biološki otpad.
LL@(20355) The advantages of the POTKO system are as follows: System transparency; Increased quantities of collected sorted waste; Greater satisfaction of customers with community services and the utility company; Promoting the pay as much as you dispose of waste principle; Database establishment; Process automation; Logistics optimization; Reduction of the amount of the remaining waste Š6Ë. => Prednosti sistema POTKO: ~~~ Transparentnost sistema; Povećanje količine sakupljenog sortiranog otpa da; Veće zadovoljstvo korisnika komunalnih usluga i komunalnog servisa; Omogućavanje principa Plati koliko odložiš; Uspostavljanje baze podataka; Automatizacija procesa; Optimizacija logistike; Smanjenje količine preostalog otpada.
LL@(20356) The introduction of the POTKO system will aid the achievement of the goal set by the European legislature in the field of waste management, that provides that by 2020, all the European Union member-countries will have to recycle 50% of the waste they create. => Š6Ë Uvođenje sistema POTKO će istovremeno pomoći realizaciji cilja, koji na području sakupljanja i upravljanja otpadom, propisuje Evropsko zakonodavstvo, a koje nalaže da sve članice Evropske unije do 2020. moraju da recikliraju 50% svog proizvedenog otpada.
LL@(20357) With the implementation of the RFID customer identification the computer application can identify the behaviour of an individual in the process of waste disposal as well as the necessary frequency of garbage containers emptying. => Uvođenjem RFID identifikacije korisnika i delova otpada moguće je računarskom aplikacijom odrediti ponašanje pojedinca pri procesu odlaganja otpada kao i potrebnu učestalost pražnjenja kontejnera.
LL@(20358) It is also possible to efficiently synchronise the activities of public companies that share new containers and introduce new system of waste collecting at the spot of its creation (underground containers, vacuum systems) whose basis is the RFID technology itself. => Moguća je takođe i delotvorna sinhronizacija rada javnih preduzeća koja dele nove kontejnere i uvode nove sisteme sabiranja otpada na izvoru (podzemni kontejneri, vakumski sistemi), čija je osnova upravo RFID tehnologija.
LL@(20359) The computer application is supported by the GPS 5/GPRS communication technology that al lows for the transmission of data from the source to the central server of the application. => Računarska aplikacija je podržana GPS 5/GPRS komunikacionom tehnologijom, koja omogućava prenos podataka sa izvora u centralni server aplikacije.
LL@(20360) This in turn allows for a constant insight into the real situation in the field as well as into the needs or activities required. => Ovim je omogućen konstantan uvid u realno stanje na terenu i potrebe odnosno aktivnosti, koje iz toga proizilaze.
LL@(20361) REFERENCE Š1Ë Life and Alliances in Solid Waste Management Contributions to Urban Sustainable Development, Cities, Vol. 18, No. 1, 2001. => LITERATURA Š1Ë Baud I., Grafakos, S., Hordijk, M., Post, J. Quality of Life and Alliances in Solid Waste Management Contributions to Urban Sustainable Development, Cities, Vol.
LL@(20362) Š2Ë Convention on access to information, public participation in decision-making and access to justice in environmental matters, Aarhus, Denmark, 1998. http://www.moew.government.bg/recent_doc/aarhu s/cep43e.pdf Š3Ë EkoPLan, uspostave zajedničkog prekograničnog postupanja s otpadom i infrastrukturom u zaštiti okoliša, http://www.bistra.si/pdf/studija_izvedljivosti_HRV.pdf izvodljivosti Studija Š4Ë Fiorucci, P., Minciardi, R., Robba, M., Sacile, R. Solid waste management in urban areas Development and application of a decision support system, Resources, Conservation and Recycling 37 (2003) 3019/328, 2003. => 18, No. 1, 2001. Š2Ë Convention on access to information, public participation in decision-making and access to justice in environmental matters, Aarhus, Denmark, 1998. http://www.moew.government.bg/recent_doc/aarhus/cep43e.pdf Š3Ë EkoPLan, Studija izvodljivosti uspostave zajedničkog prekograničnog postupanja s otpadom i infrastrukturom u zaštiti okoliša, http://www.bistra.si/pdf/studija_izvedljivosti_HRV.pdf Š4Ë Fiorucci, P., Minciardi, R., Robba, M., Sacile, R. Solid waste management in urban areas Development and application of a decision support system, Resources, Conservation and Recycling 37 (2003) 3019/328, 2003.
LL@(20363) Š5Ë Gabršček A., Stojanovič, B. Popolno obvadovanje tokov komunalnih odpadkov projekt One Stop Tram, www.logistikaslo.si/data/upload/GabrscekčStojanovic.pdf, 2010. ~~~ Š6Ë Gabršček, A. Opolno obvladovanje tokov komunalnih odpadkov projekt POTKO, www.ekoplus.biz/dinamic/editor/FF54ZčEkočPlusčPOTKO. pdf, 2011. ~~~ Š7Ë Gabršček, A., Petrović, N. Način održivog upravljanja komunalnim otpadom, YUPMA, Zlatibor, 2011., Zbornik radova Š8Ë http://www.ecoserbia.com/vrste-otpada.html Š9Ë Ilić, M., Trumić, M. Upravljanje komunalnim otpadom u Srbiji stanje i perspektive, EKOIST 06, Sokobanja, 04-07.2006., Zbornik radova. => Š5Ë Gabršček A., Stojanovič, B. Popolno obvadovanje tokov komunalnih odpadkov projekt One Stop Tram, www.logistika-slo.si/data/upload/GabrscekčStojanovic.pdf, 2010. Š6Ë Gabršček, A. Opolno obvladovanje tokov komunalnih odpadkov projekt POTKO, www.ekoplus.biz/dinamic/editor/FF54ZčEkočPlusčPOTKO.pdf, 2011. Š7Ë Gabršček, A., Petrović, N. Način održivog upravljanja komunalnim otpadom, YUPMA, Zlatibor, 2011., Zbornik radova Š8Ë http://www.ecoserbia.com/vrste-otpada.html Š9Ë Ilić, M., Trumić, M. Upravljanje komunalnim otpadom u Srbiji stanje i perspektive, EKOIST 06, Sokobanja, 04-07.2006., Zbornik radova.
LL@(20364) Š10Ë Isoski, Z., Todić, D., Dodić, D.: Izrada lokalnog plana upravljanja komunalnim otpadom uz pri menu Arhuske kovencije, EKOIST Sokobanja, 04-07.2006., Zbornik radova. => Š10Ë Isoski, Z., Todić, D., Dodić, D.: ~~~ Izrada lokalnog plana upravljanja komunalnim otpadom uz primenu Arhuske kovencije, EKOIST 06, Sokobanja, 04-07.2006., Zbornik radova.
LL@(20365) 06, Š11Ë Jamnik @., M. [tucin, N. Petrović: Učešće javnosti u zaštiti životne sredine, Zbornik radova, SYMORG 2010, Fakultet organizacionih nauka, 2010. => Š11Ë Jamnik @., M. [tucin, N. Petrović:
LL@(20366) Š12Ë Ministarstvo životne sredine i prostornog planiranja, Način i postupak klasifikacije otpada, Srbija, 2010. ~~~ Š13Ë Naglič, S. Uvajanje elektronske tehnologije za sistem zbiranja mešanih komunalnih odpadkov v Snagi d.o.o., Univerza v Mariboru, Maribor, 2010. => Učešće javnosti u zaštiti životne sredine, Zbornik radova, SYMORG 2010, Fakultet organizacionih nauka, 2010. Š12Ë Ministarstvo životne sredine i prostornog planiranja, Način i postupak klasifikacije otpada, Srbija, 2010. Š13Ë Naglič, S. Uvajanje elektronske tehnologije za sistem zbiranja mešanih komunalnih odpadkov v Snagi d.o.o., Univerza v Mariboru, Maribor, 2010. Š14Ë Petrović, N., Išljamović, S., Jeremić, V. Zero waste as a new concept for sustainable waste management, Management - časopis za teoriju i praksu menadžmenta, vol. 15, iss. 57, 2010. Š15Ë Pires, A., Martinho, G., Chang, N.B. Solid waste management in European countries:
LL@(20367) Š14Ë Petrović, N., Išljamović, S., Jeremić, V. Zero waste as a new concept for sustainable waste management, Management - časopis za teoriju i praksu menadžmenta, vol. 15, iss. => A review of systems analysis techniques, Journal of Environmental Management Volume 92, Issue 4, 2011.
LL@(20368) 57, 2010. ~~~ Š15Ë Pires, A., Martinho, G., Chang, N.B. Solid waste management in European countries: A review of Journal of systems Environmental Management Volume 92, Issue 4, 2011. techniques, analysis Š16Ë Pratap Singha, R., Singha, P., Araujoc, A.F., HakimiIbrahima, M., Sulaimanb, O. Management of urban solid waste: Vermicomposting a sustainable option, article in press, Resources, ConservationandRecycling, 2011. => Š16Ë Pratap Singha, R., Singha, P., Araujoc, A.F., HakimiIbrahima, M., Sulaimanb, O. Management of urban solid waste:
LL@(20369) Š17Ë Rushbrook P.E., Finnecy, E.E. Planning for future waste management operations in developing countries, Waste Management&Research, Volume 16, Issue 1, 1988. => Vermicomposting a sustainable option, press, Resources, ConservationandRecycling, 2011. article in Š17Ë Rushbrook P.E., Finnecy, E.E. Planning for future waste management operations in developing countries, Waste Management&Research, Volume 16, Issue 1, 1988.
LL@(20370) Š18Ë Statistični urad Slovenia, www.stat.si Š19Ë Sundberg, J., Gipperth, P., Wene, C.O. => Š18Ë Statistični urad Slovenia, www.stat.si Š19Ë Sundberg, J., Gipperth, P., Wene, C.O. A systems approach to municipal solid waste management:
LL@(20371) A systems approach to municipal solid waste management: A Göteborg, Waste pilot Management&Research, Volume 12, Issue 1, 14. study of Š20Ë Zhang D.Q., Tan, S.K., Gersberg, R.M. Municipal solid waste management in China: Status, problems Journal of Environmental and challenges, Management Volume 91, Issue 8, 2010. what use is knowledge if there is no understanding? => A pilot study of Göteborg, Waste Management&Research, Volume 12, Issue 1, 14. ~~~ Š20Ë Zhang D.Q., Tan, S.K., Gersberg, R.M. Municipal solid waste management in China: ~~~ Status, problems and challenges, Journal of Environmental Management Volume 91, Issue 8, 2010. ~~~ Koja je korist od znanja ako razumevanja nema Korišćenje termina menadžment i organizacija u master i specijalističkim disertacijama i u magistarskim i dokstorskim disertacijama UDK:
LL@(20372) The Use of Terms Management and Organization in Masters and Specialists Dissertations, and Magisters and Doctoral Theses UDC: 378.147::81'373.237 Gordana Jakić1, Marija Novaković2 1,2 Faculty of Organizational Science, University of Belgrade 1gordanam¿fon.bg.ac.rs, 2marija.novakovic09¿gmail.com Good management and organization are the key factors of the success of any venture. => 378.147:: ~~~ Gordana Jakić1, Marija Novaković2 1, 2 Fakultet organizacionih nauka, Univerzitet u Beogradu 1gordanam¿fon.bg.ac.rs, 2marija.novakovic09¿gmail.com Dobro upravljanje i organizacija predstavljaju ključne faktore uspeha u svakom poduhvatu.
LL@(20373) As a consequence of the globalization of business, many markets, cooperation and languages combine. => Globalizacija poslovanja ima za posledicu da se mnoga tržišta, saradnja i jezici mešaju.
LL@(20374) When adopting a term, obscurity in the meaning of a term often occurred. => Kada se usvaja neki termin, obično dolazi do nejasnoća u značenju tog termina.
LL@(20375) This paper analyzes the terms management and organization, used in a corpus of defended masters, specialists and doctoral theses the Faculty of Organizational Sciences, University of Belgrade, between the years 2000 and 2010. => U ovom radu analizuju se termini menadžment i organizacija koje se koriste u korpusu odbranjenih master, specijalističkih i doktorskih teza na Fakultetu organizacionih nauka Univerziteta u Beogradu, u periodu između 2000. i 2010. godine.
LL@(20376) The paper considers the origin and the definitions of the said terms, the way they entered the Serbian language and the way they are used by the authors of various papers. => U radu se razmatraju poreklo i definicije rečenih termina, način na koji su oni postali deo srpskog jezika i način na koji ih razni autori koriste u svojim radovima. 1.
LL@(20377) 1. ~~~ Introduction The understanding, like the eye, whilst it makes us see and perceive all other things, takes no notice of itself; and it requires art and pains to set it at a distance, and make it its own object. => Uvod Razumevanje, kao i oko, mada nam omogućava da vidimo i opazimo sve drugo, ne uzima u obzir samo sebe; stoga je potrebno mnogo veštine i muka da se ono izmesti i da samo sebi postane predmet posmatranja. vlja oblast koja se razvija tempom koji je bar teorijski shvaćeno jednak veoma brzom razvoju tehnologije, društva i nauke.
LL@(20378)  => Često nije moguće pratiti ove promene i razvoj zato što istovremeno nastaje ogroman broj novih termina.
LL@(20379) Š1Ë While knowledge is the appropriate collection of useful information, understanding is a cognitive and analytical process by which knowledge from the previously held knowledge is taken and synthesized. => Dok znanje predstavlja određeni skup korisnih informacija, razumevanje podrazumeva kognitivni i analitički proces putem kojeg se znanje preuzima i sintetizuje iz prethodnog znanja kojim raspolažemo.
LL@(20380) People who understand can undertake further actions because they synthesize new knowledge, from what is previously known and understood. ~~~ 2. => Ljudi koji razumeju mogu da preduzimaju dalje aktivnosti zato što oni sintetizuju novo znanje iz onoga što se prethodno znalo i razumelo. 2.
LL@(20381) Terminology Communication problems often arise due to a widespread lack of knowledge of terminology, and not because of general lack of language skills and understanding of a particular language. => Terminologija Problemi u komunikaciji često nastaju zbog opšteg nepoznavanja terminologije, pre nego zbog nedostatka jezičkog umeća i razumevanja određenog jezika.
LL@(20382) Improper use of terms does not produce negative effects in terms of performance, but can reduce effectiveness of technical documentation and increase inter-language transmission failure. at least equal to the fastest development in technology, society and science. => Nepravilno korišćenje termina nema negativne posledice u smislu rada i učinka, ali može da umanju efektivnost tehničke dokumentacije i da dovede do neuspeha u prenošenju poruke sa jednog jezika u drugi. ~~~ Terminologija predstavlja sistem termina koji pripada određenoj nauci ili je karakterističan za određenu nauku, umetnost, ili nekoj specifičnoj temi; to je nauka o terminima Š2Ë.
LL@(20383) It is very often impossible to track changes and development because of a large number of newly generated terms. => Stoga se termin određuje kao reč ili grupa reči koja nešto označava, naročito u nekoj posebnoj oblasti Š2Ë.
LL@(20384)  => Stvaranje termina jeste proces imenovanja jednog pojma koji je određenoj jezičkoj zajednici potreban da razvije kognitivne procese i komunikaciju Š3Ë.
LL@(20385) In many scientific and technological fields the work on the harmonization of Serbian terminology is still lagging behind. => Terminologija određene naučne oblasti ponekad se smatra granom primenjene nauke; u stvari, pošto obuhvata daleko šire područje, predsta U mnogim oblastima nauke i tehnologije rad na usaglašavanju terminologije u srpskom jeziku još uvek kasni.
LL@(20386) This causes problems and results in inconsistent use of technical and other terms in some specialized fields, which tend to be even less well organized under such circumstances. => Ovo stvara probleme, a posledica je nedosledna upotreba tehničkih i drugih termina u nekim specijalizovanim oblastima koje u takvim uslovima postaju sve neorganizovanije.
LL@(20387) The term terminology used in this paper is understood as a systematically arranged set of terms in tested scientific field - management. => Pod terminom terminologija u ovom radu se podrazumeva sistematično uređen skup termina u naučnoj oblasti koja se istražuje u menadžmentu.
LL@(20388) The term in this context is taken as a formal representation in terms of linguistic expressions, while the concept we take as a content of the term is considered on an extralinguistic plan.The main aim of the paper is to ensure consistency in use of terms that are crucial in management in organization, and thereby improve their quality of use. => Ovaj termin je u ovom kontekstu upotrebljen kao formalna predstava u smislu lingvističkog izraza, dok se koncept koji se uzima za sadržaj termina posmatra na ekstralingvističkom planu.
LL@(20389) In particular, this paper seeks to draw attention to the difficulties in translation of specific terms in this field and to find appropriate equivalents in the Serbian language. => Glavni cilj ovog rada jeste da obezbedi doslednost u upotrebi termina koji su od suštinskog značaja u menadžmentu u organizaciji i da time poboljša kvalitet njihove upotrebe.
LL@(20390) Terminology is the system of terms belonging or peculiar to a science, art, or specialized subject; or the science of terms Š2Ë. => 
LL@(20391) The term, therefore, is defined as a word or group of words designating something, especially in a particular field Š2Ë. Term formation is the process of naming the concept required by a particular special language community for the development of cognitive processes and communication. => Posebno, ovaj rad želi da skrene pažnju na teškoće u prevođenju specifičnih termina iz ove oblasti i da nađe odgovarajuće ekvivalente u srpskom jeziku. ~~~ Sledeće potrebe se izdvajaju kao neupitne:
LL@(20392) Š3Ë The terminology of a chosen scientific field is sometimes considered as a branch of applied science, but in fact, since it also has a much wider range than this, it stands for an area that is developing at a pace that is theoretically We emphasized the following needs as unquestionably crucial: The need to promote the use of a single expression for designating a concept; The need to choose one expression that designates a concept among the expressions that have already been in use and, in that way, prevent misinterpretation; The need to eliminate the already existing expressions that are linguistically unsatisfactory, The need to establish consistency with other scientific fields, and therefore, allow easier access to the varied fields of knowledge, improve precision of data and help subject experts in achieving and sharing more effective terminology. ~~~ 3. => Potreba da se utemelji primena jednog izraza kojim se označava jedan pojam; Potreba da se izabere jedan izraz koji označava pojam među izrazima koji su već bili u upotrebi i da se na taj način spreči pogrešno tumačenje; Potreba da se uklone već postojeći termini koji ne odgovaraju u lingvističkom smislu; Potreba da se uspostavi doslednost u odnosu na druge naučne oblasti i time omogući lakši pristup različitim oblastima znanja, da se poboljša preciznost podataka i pomogne stručnjacima za određenu oblast da nauče i razmenjuju efektivniju terminologiju. si se na koordinisane aktivnosti čiji je cilj vođenje i upravljanje organizacijom. ~~~ Srpski prevod dela izvorne definicije za to direct glasi vođenje, što u stvari ne odgovara i što treba zameniti sa utvrđivanje pravca Š6Ë. 3.
LL@(20393) Origin and definitions Management and organization have an at least threefold meaning. => Poreklo i definicije Menadžment i organizacija imaju bar po tri značenja.
LL@(20394) In order to use the terms properly both in everyday life and in business, we need to be clear about their precise definition. ~~~ 3.1. => Da bi se ovi termini pravilno koristili kako u svakodnevnom životu tako i u poslovanju, potrebno je da budu jasno definisani. 3.
LL@(20395) Management One of the pioneers of management, Henry Fayol Š4Ë, defines management as a process of prediction, organization, command, coordination and control. => Menadžment Jedan od pionira menadžmenta, Henry Fayol Š4Ë, definiše menadžment kao proces predviđanja, organizacije, naređivanja, koordinacije i kontrole.
LL@(20396) It is the most significant process or a function for any company or organization and comprises the activities of managing a company. => To je najvažniji proces ili funkcija za kompaniju ili organizaciju i obuhvata aktivnosti u upravljanju kompanijom.
LL@(20397) The term management is a very complex one, and its interpretation depends on the aspect it is viewed from. => Termin menadžment je veoma složen, a njegovo tumačenje zavisi od aspekta sa koga se posmatra.
LL@(20398) For the purpose of clarity, this paper shall observe the most common interpretations of the term. => Zbog jasnoće, ovaj rad će se baviti samo najuobičajenijim tumačenjima ove reči.
LL@(20399) The noun management is derived from the verb to manage, which originates from the Italian verb maneggiare (to handle, especially tools), which can then be traced back to the Latin noun manus (hand). => Imenica management izvedena je od glagola to manage (upravljati), koji potiče od italijanskog glagola maneggiare (rukovati, posebno alatkama), a koreni se mogu pratiti do latinske reči manus (šaka).
LL@(20400) The word that directly influenced the English noun management is the French word mesnagement (later management). => Reč koje je neposredno uticala na englesku imenicu management jeste francuska reč mesnagement (kasnije management).
LL@(20401)  => Menadžment ima najmanje trostruku funkciju, t.j., ovaj termin se pojavljuje u tri aspekta:
LL@(20402) Management appears with at least threefold function that is, the term appears as having three aspects: 1) A process that enables organizations to achieve their long - or short-term goals the process of managing certain businesses, ventures or systems in order to reach joint goals the most efficient way; 2) The managing team or individuals in a company, structure etc.; 3) A field of science which is multidisciplinary and deals with research of problems in managing certain ventures, businesses etc. => 1. ~~~ Proces putem koga organizacije postižu svoje kratkoročne ili dugoročne ciljeve proces upravljanja određenim poslovima, poduhvatima ili sistemima u cilju postizanja zajedničkih ciljeva na najefikasniji način; 2.
LL@(20403) The word management has a transitive and an intransitive form. => Upravljački tim ili pojedinci u kompaniji, u nekoj strukturi, itd.;
LL@(20404) As a transitive verb, to manage means to handle, direct or govern, whereas the intransitive form has the meaning of being able to achieve, accomplish something, to succeed, etc. => 3.
LL@(20405) 3.1.1 Management ISO definition According to ISO standard, the term management refers to coordinated activities having a goal of leading and managing an organization. => Naučna oblast koja je multidisciplinarna i bavi se istraživanjem problema upravljanja određenim poduhvatima, poslovima, itd.
LL@(20406) According to the standard Š5Ë, the term management refers to coordinated activities having a goal of leading and managing an organization. => Reč menadžment ima i prelazni i neprelazni oblik.
LL@(20407) Serbian translation of the part of the original definition to direct is vođenje, which in fact is inappropriate and should be used utvrđivanje pravca instead. => Kao prelazni glagol, to manage znači rukovati, upravljati ili vladati, dok u neprelaznom obliku ima značenje sposobnosti da se nešto postigne, izvrši, uspe, itd. 3.
LL@(20408) Š6Ë 3.2. => Menadžment definicija ISO 3.2.
LL@(20409) Organization The term organization is common both in everyday language and professional environment. => Organizacija Termin organizacija je uobičajen kako u govornom jeziku tako i u profesionalnom okruženju.
LL@(20410) It originates from the Greek organon (οργα´νον) a tool, an instrument. => Potiče od grčke reči organon (οργα´νον) alatka, instrument.
LL@(20411) Its meaning in almost all languages that have it incorporated in their vocabulary is: arrange, coordinate, regulate, shape. => Njegovo značenje u svim jezicima koji su ga usvojili jeste: urediti, koordinisati, regulisati, oblikovati.
LL@(20412) Some of the examples are as follows: Latin organum; French organisier and organism; German organisieren and organization; and English organize and organization. => Evo nekih primera: u latinskom je organum; u francuskom glasi organisier i organism; u nemačkom je organisieren i organization; a u engleskom je organize i organization.
LL@(20413) This was subsequently used to derive various terms and explain various concepts and ideas in different language fields. => Od ovih reči kasnije su se izvodili različiti termini kojima su se objašnjavali različiti koncepti i ideje u različitim oblastima jezika.
LL@(20414)  => Najučestalije su sledeće definicije ovog termina:
LL@(20415) The most common definitions of the term are the following: 1) Organization as a state of order in an institution, company, etc.; 2) Organization as a process the way, mode or action which regulates a system; distributing and connecting various and different elements into new units, or in other words, the act of managing administration, in order to achieve joint goals; 3) Organization as a structure, or organizations structure is, according to Henry Mintzberg,Š7Ë the sum total of the ways in which it divides its labour into distinct tasks and then achieves coordination among them; 4) Organization as a state means an organization as a whole referring to: bureaucracy, hierarchy, association, company, etc. => 1. ~~~ Organizacija je stanje poretka u jednoj instituci ji, kompaniji, itd; 2. ~~~ Organizacija je proces način, metod ili aktivnost kojom se sistem reguliše; raspoređivanje i povezivanje različitih i mnogobrojnih elemenata u nove sklopove, ili, drugim rečima, čin upravljanja administrairanja, da bi se ostvarili zajednički ciljevi; 3. ~~~ Organizacija je struktura, odnosno, organizacijska struktura je, prema Henry Mintzberg Š7Ë, ukupnost načina na koji ona razlaže svoj rad na jasno određene zadatke i onda vrši koordinaciju među njima; 4. ~~~ Organizacija kao stanje znači organizacija kao celina, a odnosi se na: birokratiju, hijerarhiju, udruženje, kompaniju, itd.
LL@(20416) The difference in understanding the term organization is obvious even in the forms it takes. => Razlika u shvatanju termina organizacija je očigledna čak i u oblicima koje preuzima.
LL@(20417) It appears as a noun (system, company, and a scientific discipline), a verb (the process of organizing) and an adjective (the quality of a system of organization, the level of organization). => Javlja se kao imenica (sistem, kompanija i naučna disciplina), kao glagol (proces organizovanja) i kao pridev (kvalitet sistema organizacije, nivo organizovanja). ~~~ 3.2.1.
LL@(20418) 3.2.1 Organization ISO definition According to ISO standard Š5Ë, the term organization is defined as a group of people, facilities and pertaining equipment, with predetermined responsibilities, authorities and relationship. => Organizacija definicija ISO Prema standardu ISO Š5Ë, termin organizacija definiše se kao grupa ljudi, prostorija i pripadajuće opreme, sa unapred određenim odgovornostima, ovlašćenjima i odnosima.
LL@(20419)  => Prema standardu ISO, termin menadžment odnosi se na koordinisane aktivnosti čiji je cilj vođenje i upravljanje organizacijom.
LL@(20420) Another definition would include a company, corporation, institution, humanitarian organization, trade organization, association and their parts, i.e. a combination of them. ~~~ 4. => Prema ovom standardu Š5Ë, termin menadžment odno Po drugoj definiciji to je kompanija, korporacija, institucija, humanitarna organizacija, trgovinska organizacija, udruženje i njegovi delovi, t.j., kombinacija tih delova. 4.
LL@(20421) Corpus analysis This paper analyses the corpus of the titles of doctoral and magisters theses (In Serbia, by decision of the Serbian Parliament, the status of those graduated before the Bologna process is now equivalent with Masters Degree graduates in the EU - Službeni glasnik Srbije, No. 76/05 - A/N), and masters and specialists dissertations defended at the University of Belgrade, Faculty of Organizational Sciences in two year period (2000 2010). => Analiza korpusa U ovom radu analizira se korpus naslova doktorskih i magistarskih teza (u Srbiji, po odluci Skupštine Srbije, status osoba koje su diplomirale pre uvođenja Bolonjskog procesa sada je ekvivalentan sa diplomcima na Masters stepenu u EU Službeni glasnik Srbije, br. 76/05 A/N) i master i specijalističkih disertacija odbranjenih na Beogradskom univeruitetu, na Fakultetu organizacionih nauka u periodu od 2000. do 2010. godine.
LL@(20422) The total number of works analysed is: doctoral theses 109, magisters theses 259, and masters and specialists dissertations 1451. => Ukupno je analizirano: doktorskih teza 109, magistarskih teza 259, i master i specijalističkih disertacija 1451.
LL@(20423) We looked for inconsistent uses of the two terms: management and organization. => Cilj je bio da se uoči nedosledna upotreba ova dva termina: menadžment i organizacija.
LL@(20424) The conclusions reached were obtained solely from the titles of the papers; therefore the authors leave the possibility of differing to the in situ situation. => Zaključci do kojih se došlo izvedeni su samo na osnovu naslova radova; stoga je moguće da su se autori razlikovali u in situ situacijama.
LL@(20425) The analysis consisted of the following stages: 1. => Analiza je imala sledeće korake: ~~~ 1.
LL@(20426) General Statistics - total number of works, the number and percentage of works the terms were used in ; 2. => Opšta statistika ukupan broj radova, broj i pro cenat radova u kojima su ovi termini korišćeni; 2.
LL@(20427) The frequency rate - frequency tables for each term found in the corpus, 3. => Stopa učestalosti tabele frekventnosti za svaki termin nađen u korpusu; 3.
LL@(20428) Terms and their translation equivalents; 4. => Termini i njihovi prevodni ekvivalenti; 4.
LL@(20429) Frequent collocations; 5. => Česte kolokacije; 5.
LL@(20430) The relationship type between the terms. => Vrsta odnosa između ovih termina. 4.
LL@(20431) 3.1. ~~~ Management Analyzing the titles of the specialist and masters degrees, magisters and doctoral theses, we determined that the term management appears in the following percentages: Management Total No. of papers Times used Percent Masters and specialists degree 14.05% Magister s thesis Doctora l thesis 21.23% 28.44% Table 1 General Statistics (term management) As shown in the table, management-related topics were dealt with in the highest percent in the doctoral theses (28.44%), followed by the magisters theses (21.23%), and finally, the specialists and masters degree dissertations (14.05%). => Menadžment Analizom naslova specijalističkih i master stepena, magistarskih i doktorskih teza, zaključeno je da se termin menadžment javlja u sledećim procentima: ~~~ Menadžment a t s i l a j i c e p s i r e t s a m n e p e t S e k s r a t s i g a M e z e t e k s r o t k o D e z e t Ukupan broj radova Broj korišćenja Procenat 14,05% 21,23% 28,44% Tabela 1.
LL@(20432) Before we approached making further analysis of the corpus of the defined terms, we set the following frequency rates: Frequency rate 1 (Masters and specialists degree use of the term management (process team): times and percentage); term Frequency rate 2 (Magisters thesis use of the term management (process team): times and percentage); Frequency rate 3 (Doctoral thesis use of the term management (process team): times and percentage); Referring to the previously mentioned use of the term, this paper was limited to observing the application of the first two definitions management as a process and management as a team. => Opšta statistika (termin menadžment) Stopa učestalosti 1 (master i specijalistički stepen korišćenje termina menadžment (proces tim), broj i procenat); Stopa učestalosti 2 (magistarske teze korišćenje termina menadžment (proces tim), broj i procenat); Stopa učestalosti 3 (doktorske teze korišćenje termina menadžment (proces tim), broj i procenat). ~~~ Kad se govori o prethodno pmenutom korišćenju ovog termina, treba reći da je ovaj rad bio ograničen na to da posmatra primenu prve dve definicije menadžment kao proces i menadžment kao tim. ~~~ Dobijeni su sledeći rezultati:
LL@(20433) The results obtained are as follows: Masters and specialists degree Total No. of papers: 1451 as process as team Times used Percent 14% 94.60% 5.40% Table 1. => Stepen master i specijalista Ukupan broj radova: ~~~ 1451 Broj korišćenja Procenat kao proces kao tim 14% 94,60% 5,40% Tabela 1.
LL@(20434) Frequency rate 1 Magisters thesis Total No. of papers: 259 as process as team 21.23% 89.09% 10.91% Table 2. => Stopa učestalosti 1 Magistarske teze Ukupan broj radova: ~~~ 259 Broj korišćenja Procenat kao proces kao tim 21,23% 89,09% 10,91% Tabela 2.
LL@(20435)  => Stopa učestalosti 2 Doctoral thesis Total No. of papers:
LL@(20436)  => 109 Management:
LL@(20437)  => Times used Percent kao proces 87,10 % kao tim 12,90% 28,44 % Tabela 3.
LL@(20438)  => Stopa učestalosti 4 Kako je pokazano na tabeli, teme vezane za menadžment najčešće su se javljale u doktorskim tezama (28,44%), slede magistarske teze (21,23%), i konačno master i specijalističke disertacije (14,05%).
LL@(20439)  => Pre nego što se pristupilo daljoj analizi korpusa definisanih termina, utvrđene su sledeće stope učestalosti:
LL@(20440) Frequency rate 2 Times used Percent Doctoral thesis Management: Total No. of papers: 109 as process as team Times used Percent 28.44% 87.10% 12.90% Table 3 Frequency rate 3 Use of the term management: The aim of this study was to establish consistency in the use of these two terms in comparison with the terms and their definitions given in ISO 9000 series of standards which have been translated into SRPS ISO 9000:2007 (Committee on Standards in the Translation Institute for Standardization of Serbia). => Korišćenje termina menadžment: ~~~ Cilj ove studije bio je da utvrdi doslednost u upotrebi ova dva termina u poređenju sa terminima i njihovim definicijama datim u ISO 9000 seriji standarda koji su prevedeni u SRPS ISO 9000:2007 (Komisija za standarde u prevođenju Instituta za standardizaciju Srbije).
LL@(20441) We established the following criteria: 1) Proper use of the term 2) Weak or poor use of the term 3) Improper use of the term Term management Total no. of papers : 1819 Used in no. of papers properly poorly improperly 29 papers Frequency rate 2 (Magisters thesis use of the term organization (process institution - structure): times and percentage); Frequency rate 3 (Doctoral thesis use of the term organization (process institution - structure): times and percentage). => Uspostavljeni su sledeći kriterijumi: ~~~ 1) Pravilna upotreba termina 2) Loša ili slaba upotreba termina 3) Nepravilna upotreba termina Termin menadžment Total no. of papers : ~~~ 1819 Broj radova pravilno loše nepravilno radova (63,79%) (26,20%) (10,00%) Tabela 4.
LL@(20442) (63.79%) (26.20%) (10.00%) Table 4 Times and percentage of proper, weak and poor use of the term The results obtained are as follows: Out of 1451 works we reviewed, the term management is used in 290 works: a) In 185 papers (63.79%) the term management is used properly. b) The term management is weakly or poorly used in 76 papers (26.20%) (for example, the term is sometimes confused with other terms). c) Improper use of the term is found in 29 papers (10.00%) (for example, the term is mixed with the other terms). => Broj i procenat pravilne, loše ili slabe upotrebe termina Od 1451 pregledanog rada termin menadžment upotrebljen je u 290 radova. a) U 185 radova (63,79%) termin menadžment ko rišćen je pravilno; b) Termin menadžment je korišćen loše ili slabo u 76 radova (26,20%) (na primer, termin je ponekad zamenjen drugim terminima) c) Termin je nepravilno korišćen u 29 radove (10,00%) (na primer, termin je pomešan sa drugim terminima).
LL@(20443) 3.2. => 4.2.
LL@(20444) Organization As shown in the table, the largest number of work dealing with organization-related topics is the magisters dissertations, followed by doctoral theses and masters and specialists dissertations. => Organizacija Kako se vidi iz tabele, najveći broj radova koji se odnosi na teme vezane za organizaciju je u grupi magistarskih disertacija, a slede doktorske teze i master i specijalističke disertacije.
LL@(20445) Organization Total No. of papers Times used Percent Masters and specialists degree Magisters thesis Doctoral thesis 8.75% 18.53% 14.68% Table 5 General Statistics (term organization) As shown in Table 5, unlike the use of the term management, organization - related topics were dealt with in the highest percent in the magisters theses (18.53%), followed by the doctoral theses (14.68%), and finally, the specialists and masters degree dissertations (8.75%). => Organizacija Broj korišćenja Broj korišćenja Procenat a t s i l a j i c e p s n e p e t S i r e t s a m e k s r a t s i g a M e z e t e k s r o t k o D e z e t 8,75% 18,53% 14,68% Tabela 5. ~~~ Opšta statistika (termin organizacija) Kako je pokazano na tabeli 5, za razliku od termina menadžment, o temema vezanim za organizaciju najviše se pisalo u magistarskim tezama (18,53&), a slede doktorske teze (14,68%) i konačno specijalističke i master disertacije (8,75%).
LL@(20446) Referring to the aforesaid definitions of the term organization, the ones we considered in the corpus analysis are organization as a process, an institution and a structure; because this term showed to be more clear in its definition and translation equivalents. => Kad se govori o prethodno pomenutim definicijama termina organizacija, u analizi korpusa posmatran je termin organizacija kao proces, kao institucija i kao struktura; pošto se pokazalo da je ovaj termin jasniji po svojoj definiciji i prevodnim ekvivalentima.
LL@(20447) We also set the following frequency rates: Frequency rate 1 (Masters and specialists degree use of the term organization (process institution - structure): times and percentage); Masters and specialists degree Total No. of papers: 1451 as as Organization Times used Percent 8.75% process institution structure 30.70% 40.15% 29.13% as Table 6. => I ovde su utvrđene sledeće stope učestalosti: ~~~ Stopa učestalosti 1 (master i specijalistički stepen korišćenje termina organizacija (proces institucija - struktura), broj i procenat); Stopa učestalosti 2 (magistarske teze korišćenje termina organizacija (proces institucija - struktura), broj i procenat); Stopa učestalosti 3 (doktorske teze korišćenje termina organizacija (proces institucija - struktura), broj i procenat). ~~~ Dobijeni su sledeći rezultati: ~~~ Stepen master i specijalista Ukupan broj radova: ~~~ 1451 Organizacija Broj korišćenja Procenaat 8,75 % s e c o r p o a k 30,70 % a j i c u t i t s n i o a k 40,1 5% a r u t k u r t s o a k 29,13 % Tabela 6. ~~~ Stopa učestalosti 1 Magistarske teze Ukupan broj radova:
LL@(20448) Frequency rate 1 Magisters thesis Total No. of papers: 259 as as 20.83% 18.53% Table 7. => 259 Organizacija s e c o r p o a k a j i c u t i t s n i o a k a r u t k u r t s o a k Broj korišćenja Procenat 18,5 3% 20,83 % 52,08 % 18,5 3% Tabela 7.
LL@(20449) Frequency rate 2 52.08% process institution structure Doctoral thesis Total No. of papers: 109 as as as 18.53% as 14.67% Organization Times used Percent Organization Times used Percent 14.67% 1.83% 4.58% process institution structure Table 8. => Stopa učestalosti 2 Doktorske teze Ukupno radova: ~~~ 109 Organization Broj korišćenja Procenat 14,67 % s e c o r p o a k 1,83 % a j i c u t i t s n i o a k a r u t k u r t s o a k 4,58 % 14,67 % Tabela 8.
LL@(20450) Frequency rate 3 As shown in the table, the masters and specialists dissertations deal with the problem of organization in the meaning of a process; magisters theses lead when it comes to tackling the issue of organization as an institution, while doctoral theses lead in dealing with organization in the meaning of a structure. => Stopa učestalosti 3 Kako se vidi iz tabele, u master i specijalističkim disertacijama termin organizacija se koristi u značenju proces; kad je reč o terminu organizacija kao institucija, prednjače magistarske teze, dok je doktorskih teza najviše kad se termin organizacija koristi u značenju strukture.
LL@(20451) When we analyzed the use of the term organization in terms of proper, weak or poor and improper use of the term according to their definitions given in ISO 9000 series of standards translated into SRPS ISO 9000:2007, we distinguised the following: Term organization Total no. of works : 1819 Used in no. of works properly poorly improperly (90.05%) (6.28%) (3.66%) Table 9 Times and percentage of proper, weak and poor use of the term The term organization has only one equivalent in the Serbian language as found in the corpus analysed, which would be the noun organizacija with the adjective organizational (organizacioni/a/e) 4.3 Examples of the use of the terms: 3.3.1 Term management When we consider the translation of the term, it is evident that the situation is more complex. => 
LL@(20452) When it comes to the term management as a process, the most common translation is the verbal noun upravljanje, followed by instrumental case, then the Serbian equivalent of the term menadžment followed by the genitive case, and the least common form rukovođenje, occurring very seldomly. => 
LL@(20453) The more often used term, mostly in earlier works, was directing (upravljanje). => Češće upotrebljavani termin, uglavnom u ranijim radovima, bio je directing (upravljanje).
LL@(20454) As such, it is incorrectly used because it is only a part of the process of management Š6, str. => Termin nije pravilno korišćen, pošto je to samo deo procesa menadžmenta Š6, p.27Ë i stoga nema istu vrednost u značenju.
LL@(20455) 27Ë and, consequently, does not have the same meaning value. => Izdvojeni su sledeći primeri:
LL@(20456) We found the following examples: Development of management in the process (razvoj upravljanja u procesu ), Strategic development management of small businesses (strateško upravljanjerazvojem malih preduzeća), Strategic Enterprise finance management (Strategijsko upravljanje finansija preduzeća), Quality management in business systems (Upravljanje kvalitetom u poslovnim sistemima), Technological innovation management (Upravljanje tehnološkim inovacijama), Management of Company development (Upravljanje razvojem preduzeća), Management of the economy development (Upravljanje razvojem privrede), Joint ventures project management (Upravljanje projektima zajedničkih ulaganja), Management of environmental products eligibility (Upravljanje ekološkom podobnošću proizvoda), Managing customer experience (Upravljanje doživljajem potrošača), Management of corporate communication in banking (Upravljanje poslovnom komunikacijom u bankarstvu), Customer relationship management (Upravljanje odnosima sa korisnicima), Key customers management (Upravljanje ključnim kupcima). => Razvoj upravljanja u procesu, Strateško upravljanje razvojem malih preduzeća, Strategijsko upravljanje finansijama preduzeća, Upravljanje kvalitetom u poslovnim sistemima, Upravljanje tehnološkim inovacijama, Upravljanje razvojem preduzeća, Upravljanje razvojem privrede, Upravljanje projektima zajedničkih ulaganja, Upravljanje ekološkom podobnošću proizvoda, Upravljanje doživljajem potrošača, Upravljanje poslovnom komunikacijom u ban karstvu, Upravljanje odnosima sa korisnicima, Upravljanje ključnim kupcima. ~~~ U analizi korišćenja termina organizacija u smislu pravilne, loše ili slabe i nepravilne upotrebe ovog termina u odnosu na definicije date u ISO 9000 seriji standarda koji su prevedeni u SRPS ISO 9000:2007, pokazalo se sledeće:
LL@(20457) The most common collocations with the term in this sense are project management (upravljanje projektom, menadžment projektom), risk management (upravljanje rizikom), and human resources management (upravljanje ljudskim resursima, menadžment ljudskih resursa). => Najčešće kolokacija sa ovim terminom u ovom smislu su projektni menadžment (upravljanje projektom, menadžment projektom), menadžment rizikom (upravljanje rizikom) i menadžment ljudskih resursa (upravljanje ljudskim resursima). ~~~ Termin organizacija Broj korišćenja:
LL@(20458)  => 1819 Ukupan broj radova pravilno slabo nepraavilno (90,05%) (6,28%) (3,66%) Tabela 9.
LL@(20459)  => Broj i procenat pravilne, loše ili slabe i nepravilne upotrebe termina Termin organizacija ima samo jedan ekvivalent u srpskom jeziku kako je ustanovljeno u analziranom korpusu, i to bi bila imenica organizacija sa pridevom organizacioni/a/e. 4. ~~~ Primeri upotrebe termina:
LL@(20460) The most common collocations with the term in this sense are: a. Noun+ noun: Human resource management (menadžment ljudskih resursa), Development management (menadžment razvoja), Innovation management (Menadžment inovacija) b. Adjective + noun Entrepreneurial management (preduzetnički menadžment), Strategic technology management (strateški tehnološki menadžment), Intercultural Management (interkulturni menadžment). => 4.3.1. ~~~ Termin menadžment Kad govorimo o prevodu ovog termina, jasno je da je situacija složenija. ~~~ Kada se radi o terminu menadžment kao proces, najčešći prevod je glagolska imenica upravljanje, posle koje se koristi padež instrumental, a onda srpski ekvivalent ovog termina menadžment posle koga ide genitiv, a najređe se koristi oblik rukovođenje, on se u stvari veoma retko pojavljuje. ~~~ Najčešće kolokacije sa terminom u ovom smislu su: a. ~~~ Imenica + imenica: ~~~ Menadžment ljudskih resursa, Menadžment razvoja, Menadžment inovacija b. ~~~ Pridev + imenica: ~~~ Preduzetnički menadžment, Strateški tehnološki menadžment, Interkulturni menadžment. ~~~ Korišćenje termina menadžment i organizacija zajedno:
LL@(20461) The use of the term management and organization together: Examples: Management of organizational changes (menadžment organizacionih promena), Management of business processes and organizational changes (menadžment poslovnih procesa i organizacione promene), Development of management in sport organizations (razvoj menadžmenta u sportskim organizacijama), The concept of management of organization by integrating strategic and project management (Koncept upravljanja organizacijom integrisanjem strateškog i projektnog menadžmenta) Managing Communications in the function of organizational change (Upravljanje komunikacijama u funkciji organizacionih promena). => Primeri: ~~~ Menadžment organizacionih promena, Menadžment poslovnih procesa i organizacione promene, Razvoj menadžmenta u sportskim organizacija ma, Koncept upravljanja organizacijom integrisa njem strateškog i projektnog menadžmenta, Upravljanje komunikacijama u funkciji organi zacionih promena.
LL@(20462) The terms used to denote a team, a group of people or an individual managing a process or an institution are management and manager. => Termini koji se koriste da odrede tim, grupu ljudi ili pojedinca koji upravlja procesom ili institucijom su menadžment i menadžer.
LL@(20463) The most common Serbian translation of the term manager, derived from management, is menadžer, and in very few instances rukovodilac. => Najuobičajeniji srpski pre vod termina manager, izvedenog iz management, jeste menadžer, a u veoma malom broju slučajeva rukovodilac.
LL@(20464) If the term is followed by an object, it is in genitive case (menadžer ljudskih resursa). => Ako se posle termina nalazi objekat, on je u genitivu (menadžer ljudskih resursa).
LL@(20465) 3.3.2. => 4.3.2.
LL@(20466) Term organization It appears as a noun, adjective and adverb. => Termin organizacija Ovaj termin pojavljuje se kao imenica, pridev i prilog.
LL@(20467) In most of the titles analyzed in a corpus it is usually used as a noun. => U većini naslova analiziranih u korpusu obično je upotrebljen u imeničkom obliku.
LL@(20468) As a noun, it has the following forms: 1. organizacija or 2. organizovanje (gerund). => Kao imenica, ovaj termin ima sledeće oblike: ~~~ 1. organizacija ili 2. organizovanje (gerund, glagol ska imenica).
LL@(20469) 1. => 1.
LL@(20470) Organization (Organizacija) The most common collocations with the term in this sense are: Designing (of the model) of organization (Oblikovanje (modela) organizacije), Optimizing organization (Optimizacija organizacije), a. Noun+ noun: The term organization analyzed in the corpus is used as an organization (followed by instrumental case) of : System (sistema) Costing (obračuna troškova) Securities market (tržišta hartija od vrednosti) Research (istraživanja), Exploitation of living edible resources (iskorišćavanja živih jestivih resursa) Production (proizvodnje) Preparation of production (pripreme proizvodnje) Linking science and education (povezivanja nauke i obrazovanja) b. Noun (gerund) + noun Projecting of organization (Projektovanje organizacije), Restructuring of organization (Restruktuiranje organizacije), Internal control organization factors (Faktori organizacije unutrašnje kontrole.) => Organizacija Najčešće kolokacije sa ovim terminom u ovom smislu su: a. imenica + imenica Termin organizacija analiziran u korpusu korišćen je kao organizacija (sa instrumentalom): sistema, obračuna troškova, tržišta hartija od vrednosti, istraživanja, iskorišćavanja živih jestivih resursa, proizvodnje, pripreme proizvodnje, povezivanja nauke i obrazovanja b. imenica (gerund) + imenica Projektovanje organizacije, Oblikovanje modela organizacije, Optimizacija organizacije, Restruktuiranje organizacije, Faktori organizacije unutrašnje kontrole. c. pridev + imenica Najčešće upotrebljevani pridevi koji određuju termin organizacija su: radna organizacija, proizvodna organizacija, složena organizacija, štabna organizacija, sistematska organizacija. ~~~ U funkciji prideva javlja se i oblik organizacioni/o/a kao modifikator:
LL@(20471) c. Adjective - noun Adjectives which qualify the term organization most often found are: Work organization (radna organizacija), Manufacturing process (proizvodna organizacija), Complex organization (složena organizacija), Staff organization (štabna organizacija) Systematic organization (sistematska organizacija) As in the function of an adjective we found the form organizational (organizacioni/o/a) as a noun qualifier: Organizational Development (Organizacioni razvoj), Organizational structure (Organizacione strukture), Organizational structuring (Organizaciono struktuiranje), The organizational aspect (Organizacioni aspekt,), Organizational model of business unit connectivity (Organizacioni model povezanosti poslovnih jedinica), Organizational Systems (Organizacioni sistemi), Organizational adaptation (Organizaciona adaptacija), 2. => Organizacioni razvoj, Organizacione strukture, Organizaciono struktuiranje, Organizacioni aspekt, Organizacioni model povezanosti poslovnih jedi nica, Organizacioni sistem, Organizaciona adaptacija. 2.
LL@(20472) Organizing (organizovanje) As gerund (organizovanje) (followed by instrumental case) we found the following examples: Organizing of: Educational function (obrazovne funkcije), Quality control (kontrole kvaliteta), Scientific Research (naučno-istraživačkog rada) In one case we found the form: process of organizing (proces organizovanja). => Organizovanje Kao gerund (organizovanje) sa instrumentalom nalaze se sledeći primeri: ~~~ Organizovanje: obrazovne funkcije, kontrole kvaliteta, naučno-istraživačkog rada.
LL@(20473) 5. => U jednom slučaju javlje se oblik proces organizovanja. 5.
LL@(20474) Conclusion The starting point for the determination of certain techniques of our analysis we took from Newmarks (1982), although most of the results we obtained are the result of our own views on the use of two key terms in management we analyzed in this paper. => Zaključak Početna tačka za utvrđivanje određenih tehnika ove analize preuzeta je od Newmarks (1982) iako je većina dobijenih rezultata rezultat ličnih posmatranja korišćenja ova dva ključna termina analiziranih u ovom radu.
LL@(20475) After defining the terms management and organization, and obtaining data on their frequency of use in masters and specialists dissertations, and magisters and doctoral theses, and their translation equivalents in Serbian, the authors feel that there is still a need for the subject terms to be more precisely defined and appropriate translation adopted in order to avoid confusion and misuse of the terms. => Nakon što su definisani termini menadžment i organizacija i dobijeni podaci o njihovoj učestalosti u master i specijalističkim disertacijama i magistarskim i doktorskim tezama i njihovim prevodnim ekvivalentima u srpskom jeziku, autori smatraju da još uvek postoji potreba da se ovi termini preciznije definišu i da se usvoji odgovarajući prevod da bi se izbegla zbrka i pogrešna upotreba termina.
LL@(20476) Furthermore, the authors are of the opinion the distinction between terms formed by calk translation and domestic terms is not strict, since in some instances it is difficult to distinguish what is literally translated from the term domestic terms. => Šta više, autori smatraju da razlika između termina formulisanih kalk prevođenjem i doma ćih termina nije stogo određena, pošto u nekim slučajevima nije lako razlučiti šta je bukvalno prevedeno od termina koje nazivamo domaćim terminima.
LL@(20477) The problems that arose during the preparation of this work were numerous. => Tokom pripreme ovog rada javljali su se mnogobrojni problemi.
LL@(20478) This terminological field includes a very large number of terms, there are few theoretical papers on the use of management terminology in the world today, a small number of translated works on the same topic, a rare number of English-Serbian management dictionaries, and the government and other use in terms of non-standardized and inconsistent terminology in both languages. => Ovo polje terminologije obuhvata veoma širok spektar termina, u svetu postoji mali broj teorijskih radova na temu korišćenja terminologije menadžmenta i mali broj prevedenih radova na ovu temu. ~~~ Englesko-srpski rečnici u oblasti menadžmenta skoro da ne postoje, a vlada i drugi ih koriste u smislu nestandardne i nedosledne terminologije u oba jezika.
LL@(20479) This research has highlighted the necessity of regulation and standardization of management terminology in Serbian, facilitation of its translation from foreign languages, the need to enable monitoring of literature, writing publications, and in particular, the inclusion of our country in the world system of standardized information. => U ovom radu ističe se neophodnost regulisanja i standardizacije terminologije menadžmenta na srpskom jeziku, olakšavanja njenog prevođenja sa stranih jezika, potreba da se omogući praćenje literature, pisanje publikacija, i posebno uključivanje naše zemlje u svetski sistem standardizovanih informacija.
LL@(20480) REFERENCES Š1Ë John Locke, Of The Understanding (1632-1704). => LITERATURA Š1Ë John Locke, Of The Understanding (1632-1704).
LL@(20481) Š2Ë http://dictionary.reference.com. Š3Ë Wright, S.E., Budin, G., Handbook of Terminology Management, Dubuc, R., Lauriston A., Terms and Context, John Benjamin Publishing Company, Amsterdam/Philadelphia, 1984. => Š2Ë http://dictionary.reference.com.
LL@(20482) Š4Ë http://cnx.org/content/m33456/latest/ Š5Ë ISO 9000:2007 - Quality Management Systems Fundamentals and Vocabulary. => Š3Ë Wright, S.E., Budin, G., Handbook of Terminology Management, Dubuc, R., Lauriston A., Terms and Context, John Benjamin Publishing Company, Amsterdam/Philadelphia, 1984. Š4Ë http://cnx.org/content/m33456/latest/ Š5Ë ISO 9000:2007 - Quality Management Systems Fundamentals and Vocabulary.
LL@(20483) Š6Ë Filipović, J., Djurić. => Š6Ë Filipović, J., Djurić.
LL@(20484) M., Sistem menadžmenta kvaliteta, Beograd 2010, p.23. => M., Sistem menadžmenta kva liteta, Beograd 2010, p.23.
LL@(20485) Š7Ë Mintzberg, H., The structuring of Organizations, Prentice Hall, US, 1979, www.provenmodels.com. Š8Ë JUS ISO 1087-1:2003 - Terminology work, Vocabulary, Part 1: Theory and application Virtual Reality in Distance Education and Marketing Communications UDC: 316.776:004.773 Vesna Buha 1, Radmila Janičić 2, Vinka Filipović 3, Mirjana Gligorijević 4 1National Employment Agency, 2, 3, Faculty of Organizational Sciences 4Faculty of Economics Since its beginnings, virtual reality as an environment has attracted considerable attention of many a user and hence allowed for varied information in the domains of marketing, PR, education ... to be accessible. => Š7Ë Mintzberg, H., The structuring of Organizations, Prentice Hall, US, 1979, www.provenmodels.com. ~~~ Š8Ë JUS ISO 1087-1:2003 - Terminology work, Vocabulary, Part 1: ~~~ Theory and application Virtuelna realnost u obrazovanju na daljinu i marketinškim komunikacijama UDK: ~~~ 316.776:004.773 Vesna Buha1, Radmila Janičić2, Vinka Filipović3, Mirjana Gligorijević4 1Nacionalna služba za zapošljavanje, 2, 3,Fakultet oragnizacionih nauka 4Ekonomski fakultet Virtuelna realnost kao okruženje od svog pojavljivanja privlačila je veliku pažnju korisnika, a samim tim, omogućavala plasiranje različitih informacija iz domena marketinga, PR-a, obrazovanja...
LL@(20486) Due to its multidisciplinary character it appeared to be a continual inspiration for research, however an equally complex subject. => Njen multidisciplinarni karakter činio je konstantno inspirativnom za proučavanje, ali podjednako i složenom.
LL@(20487) It is for this reason that numerous examples of virtual reality implementation are encountered in medicine, education, manufacture, design, sales, at fairs and in entertainment activities... => Iz tog razloga, niz je primera primene virtuelne realnosti u medicini, edukaciji, proizvodnji, dizajnu, prodaji, na sajamovima i zabavi...
LL@(20488) The research titled Practical Implementation of Virtual Reality in Marketing Communications and Distance Education was conducted on the sample of students and employees engaged in information technologies and management. => Istraživanje »Praktična primena virtuelne realnosti u marketinškim komunikacijama i obrazovanju na daljinu« sprovedeno je na studentima i zaposlenima koji se bave informacionim tehnologijama i menadžmentom.
LL@(20489) An example was presented that illustrates the implementation of virtual reality in distance education. => Predstavljen je primer koji ilustruje upotrebu virtuelne realnosti u učenju na daljinu.
LL@(20490) The respondents were invited to express their attitudes via a number of items offered to them in a questionnaire. => Svoje stavove ispitanici su izrazili putem niza ajtema koji su im dostavljeni upitnikom.
LL@(20491) The obtained results were interpreted in the context of well known theoretical frameworks of marketing and distance learning. => Dobijeni rezultati tumačeni su u kontekstu poznatih teorijskih okvira marketinga i učenja na daljinu. 1.
LL@(20492) 1. ~~~ Introduction Definition and the beginnings of distance education The American Council of Education defines the distance education system as an integral combination of technologies designed to support learning and training among individuals that are not physically present on the same location. => Uvod Definicija i početak razvoja učenja na daljinu Američki savet za obrazovanje definiše sistem obrazovanja na daljinu kao integrisanu kombinaciju tehnologija projektovanih da podrže učenje i obuku između osoba koje nisu fizički prisutne na istoj lokaciji.
LL@(20493) Such systems generally insist on one technology, however, they draw on others too, in order to ensure the necessary flexibility. => Takvi sistemi često naglašavaju jednu tehnologiju, ali se oslanjaju i na druge, kako bi obezbedili potrebnu fleksibilnost.
LL@(20494) The terms used in literature to describe distance learning range broadly: Distance Learning, Distance Training, Distance Education, eLearning, Electronic Classroom, Online Education, Virtual Instruction, Virtual Education, Virtual Classrooms, Blended Learning... => Različiti su termini kojima se opisuje učenje na daljinu i koje možemo sresti u literaturi: ~~~ Distance Learning, Distance Training, Distance Education, eLearning, Electronic Classroom, Online Education, Virtual Instruction, Virtual Education, Virtual Classrooms, Blended Learning...
LL@(20495) The beginnings of distance learning date back to the shorthand teacher, Isaac Pitman and the year 1840. => Početak učenja na daljinu vezuje se za učitelja stenografije Isaac Pitman i godinu 1840.
LL@(20496) He communicated with his students via the post, gave them assignments and received these assignments later to correct them. => On je sa studentima u Engleskoj komunicirao putem pošte, izdavao im je zadatke i dobijao ih nazad kasnije na pregled.
LL@(20497) This method of work largely differed from the then prevailing traditional learning methods. ~~~ What does the term virtual mean? => Ovaj oblik rada bio je značajno različit u odnosu na tadašnje tradicionalne metode učenja. [ta podrazumevamo pod terminom virtuelno?
LL@(20498) Virtual the adjective used to describe an object, a service, or an activity that is situated or is performed in a cyber space, that is, on the Internet. => Virtuelno (Virtual) - pridev koji se koristi da opiše objekat, servis, uslugu ili akciju koja se nalazi ili obavlja u cyber prostoru, dakle, na Internetu.
LL@(20499) The examples that include this adjective are numerous: Virtual Merchant, Virtual learning environment, Virtual School, Virtual university, Virtual Banking, Virtual Corporation, Virtual Fair, Virtual Press, Virtual Private Networks-VPN, Virtual Community, Virtual Societey, VRML - Virtual Reality Markup Language, Pure virtual, Virtual device, Virtual Memory Manager, Virtual function, Virtual path, Virtual word... => Primeri koji sadrže ovaj pridev su mnogobrojni: ~~~ Virtual Merchant, Virtual learning environment, Virtual School, Virtual university, Virtual Banking, Virtual Corporation, Virtual Fair, Virtual Press, Virtual Private Networks-VPN, Virtual Community, Virtual Societey, VRML - Virtual Reality Markup Language, Pure virtual, Virtual device, Virtual Memory Manager, Virtual function, Virtual path, Virtual word...
LL@(20500) Virtual reality allows for the simulation of various activities in an artificial environment. => Virtuelna realnost omogućava simulaciju različitih aktivnosti u veštačkom okruženju.
LL@(20501) A fascinating technology and its potentials attract the attention of scientists from different fields of study who want to implement a new methodology, technology in the context of their research, work, fields they are engaged in studying. => Fascinantna tehnologija i njeni potencijali privlače pažnju naučnika iz različitih oblasti koji žele da jednu novu metodologiju, tehnologiju, primene u kontekstu svojih istraživanja, radova, oblasti kojima se bave.
LL@(20502) On the other hand, restraints in presenting this method actually arise from the fact that it is impossible to know all the fields in which experiment have been conducted or this method has been implemented. => Sa druge strane, ograničenja u prikazivanju ove metode, upravo proističu iz nemogućnosti poznavanja svih oblasti u kojima je vršen eksperiment ili upotrebljena ova metoda.
LL@(20503) The authors Efraim Turban, Ephraim McLean, James Wetherbie structured the implementation of this technology in different fields of work in the following way Industry Production Architecture Business Medicine Research and education Entertainment Application Training Design testing and interpretation of results Safety analysis Design of virtual prototypes Technical analysis Ergonomic analysis Virtual simulation of assembling, manufacture and maintenance Designing buildings and other structures Real estate presentation and valuation Advertizing Presentations in e-commerce Financial data presentation Surgeon training (on simulators) Medical data interpretation Planning surgical interventions Physiotherapy Virtual physics laboratories Gallaxy configurations Complex mathematics presentation Virtual museums Three-dimensional games with racing cars (on personal computers) Simulations of air battles (on personal computers) Arcadian games in virtual reality Skiing simulator Table 1 The same authors define virtual reality as Pseudo-3D interactive technology which gives the user the feeling that he/she is physically present in a world created by the computer.1 Which is the place of the example of virtual reality in the learning/distance learning context? => Autori Efraim Turban, Ephraim McLean, James Wetherbie, su na sledeći način struktuirali upotrebu ove tehnologije u različitim oblastima rada. ~~~ Industrija Aplikacija Proizvodnja Arhitektura Poslovanje Medicina Istraživanje i obrazovanje Zabava Obuka Testiranje dizajna i tumačenje rezultata Analiza bezbednosti Izrada virtuelenih prototipova Tehnička analiza Ergonomska analiza Virtuelna simulacija montaže, proizvodnje i održavanja Projektovanje građevinskih i drugih struktura Prezentacija i procena nekretnina Oglašavanje Prezentacije u e-trgovini Prezentacija finansijskih podataka Obuka hirurga (sa simulatorima) Tumačenje medicinskih podataka Planiranje hirurških intervencija Fizioterapija Virtuelne fizičke laboratorije Konfiguracije galaksija Predstavljanje složene matematike Virtuelni muzeji Trodimenzionalne igre sa trkačkim automobilima (na personalnim računarima) Simulacije vazdušne bitke (na personalnim računarima) Arkadne igre u virtuelnoj stvarnosti Simulator skijanja Tabela br. 1 Isti autori virtuelnu realnost definišu kao Pseudo-3-D interaktivnu tehnologiju koja korisniku daje osećaj da je on ili ona fizički prisutan u svetu kakav stvara računar. mene u metodologiji rada, ali se svakako može reći da su veoma često povod da se dodatnim prilagođavanjem metodologije ostvari još kvalitetniji nastavni proces. ~~~ Gde je mesto primera virtuelne realnosti u kontekstu učenja/ učenja na daljinu?
LL@(20504) Innovations in the technical/technological sense that are introduced into teaching require that their impact upon the change in the methodology of teaching be constantly analysed. => Inovacije u tehničkom/tehnološkom smislu koje se uvode u nastavu, konstantno nas dovode u poziciju razmatranja njihovog uticaja na promenu u metodologiji izvođenja nastave.
LL@(20505) New technologies are but a means to achieve the educational goal, not the achievement of the goal itself. => Nove tehnologije su samo sredstvo postizanja obrazovnog cilja, ali ne i ostvarenje samog cilja.
LL@(20506) Attractive presentation, animation, multimedia materials, using teaching materials presented via the interactive board are only some of the reasons that teaching material should be reorganized in order that it should be made more interesting to the users. => Atraktivna prezentacija, animacija, multimedijalni materijali, korišćenje nastavnih materijala koji se predstavljaju putem interaktivne table, samo su neki od povoda da se nastavno gradivo reorganizuje, kako bi bilo zanimljivije korisnicima.
LL@(20507) The innovation themselves in the field of computer science and modern technologies used in teaching are not necessarily the cause of change in the methodolo 1 Efraim Turban, Ephraim McLean, James Wetherbie, Informaciona tehnologija za menadžment, Transformisanje poslovanja u digitalnu ekonomiju , Zavod za udžbenike i nastavna sredstva, Beograd, 2003. gy of work, however, they are often assumed to be the motive to additionally adjust methodology for the purpose of achieving an even higher quality process. => Same inovacije u oblasti računarstva i savremenih tehnologija koje se koriste u nastavi, nisu nužno i uzrok pro Takva vrsta promene u metodologiji ostvaruje se isključivo u interakciji sa sadržajem gradiva, ciljevima rada, opštim koncepcijama rada škole i njenim uslovima, nastavnikom i njegovom ulogom i konačno učenikom koji se svakako mora sagledavati kao celovita ličnost (u smislu sposobnosti, osobina ličnosti, motivacije, interesovanja, individualnih stilova učenja...).
LL@(20508) Such change in methodology is achieved exclusively in the interaction with the subject contents, work objectives, the general concepts of work and the conditions of the schools, with the teacher and his/her role and finally with the student who has by all means to be viewed as a complete personality (in views of capabilities, character traits, motivation, interests, individual learning styles...). => Težnja da se nastavni proces odvija u skladu sa metodama aktivnog učenja, upućuje nas na to da uvođenje novih tehnologija sagledavamo kao jednu od metoda koja bi uz učenje koje je u većoj meri praktično, smisaono, potkrepljeno većim brojem primera, stvaralačko i putem otkrića, dala bolji rezultat u pogledu obrazovnih ciljeva i razvoja učenika kao osobe.
LL@(20509) The desire to make the teaching process flow comply to the active learning methods suggests that introducing new technologies should be perceived as one of the methods that would, in addition to learning that is largely practical, meaningful, supported by a large number of examples, creative and investigative, allow for achieving better resluts as regards educational goals and the development of the student as a personality. => Virtuelna realnost kao sredstvo u nastavnom procesu 1 Efraim Turban, Ephraim McLean, James Wetherbie, Informaciona tehnologija za menadžment, Transformisanje poslovanja u digitalnu ekonomijun , Zavod za udžbenike i nastavna sredstva, Beograd, 2003.
LL@(20510) Virtual reality as means in the teaching process Generations of techniques have changed in search for achieving the best possible communication with didactic material users. => Postoji niz generacija tehnika koje su se menjale u potrazi za ostvarenjem najbolje komunikacije sa korisnicima didaktičkog materijala.
LL@(20511) The correspondence model, the multimedial model, the telecommunication model, up to the virtual model, all are considered to be the key changes in the model. => Često se u vezi sa ključ nim promenama modela navode različiti modeli, od korespondentskog, multimedijalnog, teleledukacionog do virtuelnog modela.
LL@(20512) On the other hand, too, some authors attempted to define the extent of participation, using computers in the learning process; it is in this aspect that ComputerBased Training (CBT), Computer Assisted Instruction (CAI), Video-Tele Training (VTT), Web-Based Training (WBT) and combined forms of education and training are discussed. => Takođe, sa druge strane neki autori su pokušali da odrede stepen «učešća», korišćenja računara u procesu učenja pa se u tom smislu govori o obuci zasnovanoj na računaru (CBT Computer Based Training), učenju uz pomoć računara (CAI Computer Assisted Instruction), Video-tele obuci (VTT Video-Tele Training), obuci zasnovanoj na Web-u (WBT-Web Based Training)i kombinovanim oblicima obrazovanja i obuke.
LL@(20513) Comupter-based and Web-based learning are assumed to be hierarchally highest from the standpoint of using various teaching aids (from verbal lecturing without any teaching aids, to using only the board and the chalk, the course book, audio-visual illustrations and aids...). => Učenje uz pomoć računara i Web-a smatramo i hijerarhijski najvišim sa aspekta korišćenja različitih sredstava, pomagala u nastavi (od verbalnih predavanja bez ikakvih pomagala, preko korišćenja samo table i krede, udžbenika, audiovizuelnih ilustracija i sredstava...).
LL@(20514) As a methodology/technology, virtual reality ia assumend to belong to the fourth generation of techniques, i.e., to the Virtual model used for the purpose of distance learning. => Virtuelna realnost kao metodologija/tehnologija pripadala bi IV generaciji tehnika tj. virtuelnom modelu koji je korišćen u svrhu učenja na daljinu.
LL@(20515) In the context of learning mediation, virtaul reality could also be viewed as the fourth offered model, i.e., as a Web-Based Training model (WBT), which does not exclude a possible hybrid model that could be a logical supplement to the above mentioned model. => Takođe, u kontekstu oblika posredovanja učenju, virtuelna realnost bi se mogla posmatrati kao četvrti ponuđeni model tj. kao obuka zasnovana na Webu/WBT-Web Based Training/ što ne isključuje i eventualni hibridni model koji bi mogao predstavljati logičnu dopunu navedenog modela.
LL@(20516) Examples of virtual reality and their psychological-pedagogical classification. ~~~ From the psychological aspect, the examples analysed in the reasearch are based on learning following a model (learning by the example). => Primeri virtuelne realnosti i njihova psihološko - pedagoška klasifikacija Sa psihološkog aspekta, primeri koji su analizirani u istraživanju, baziraju se na učenju po modelu (učenju ugledanjem na uzor).
LL@(20517) Learning is mainly achieved by imitating and is based on observational conditioning. => Ono se uglavnom obavlja imitacijom i njegovu osnovu čini opservaciono uslovljavanje.
LL@(20518) Observational learning can take place even without special rewarding or punishment related to it. => Može se odvijati i bez posebnog nagrađivanja i kažnjavanja.
LL@(20519) The material offered to the Internet users is something they are expected to assimilate, incorporate. => Materijal koji se plasira korisnicima Interneta jeste nešto što bi oni trebalo da usvoje, inkorporiraju.
LL@(20520) This process could not be realized completely if it did not lean on the learning by comprehension/cognition. => Ovaj se proces ne bi mogao u potpunosti realizovati da se ne oslanja na učenje uviđanjem.
LL@(20521) The principle based, theoretically defined forms of learning, are the modes of learning based on cognition (as regards the examples the respondents were to observe). => Kada je reč o principijelnim, teorijski definisanim oblicima učenja radi se o učenju koje je zasnovano na kogniciji (u pogledu primera koje su ispitanici posmatrali).
LL@(20522) The Internet, however, often offers the principle of support or reinforcement: correctly performed movements, correctly solved tests or problem situations on the Internet are reinforced by some sort of praize, applause, interesting music, sound, etc. => Ipak, na Internetu nije redak ni princip potkrepljenja. ~~~ Najčešće se ispravno urađeni pokreti, rešeni testovi ili neke problemske situacije na Internetu potkrepljuju pohvalom, aplauzom, zanimljivom muzikom, zvukom i sl.
LL@(20523) The subject matter taught (examples observed by the students) is learning motor skills. => U pogledu materije koja se uči (u pogledu primera koje su ispitanici posmatrali) možemo uočiti da se radi o učenju motornih veština.
LL@(20524) In terms of Blooms taxonomy of educational objectives, it is interesting to see to what extent the learning of content matter aided by virtual reality can be used and which are the expectations as regards learning outputs. => Imajući u vidu Blumovu taksonomiju obrazovnih ciljeva, zanimljivo je pitanje u kojoj meri se učenje sadržaja uz pomoć vituelne realnosti može koristiti i kakva su očekivanja u pogledu ishoda učenja.
LL@(20525) According to literature, Bloom lists three levels of learning outputs: The cognitive level comprehension, application, knowledge, analysis, synthesis, evaluation The affective level attitudes, values, interests, perception, intentions The psychomotor level skills, motion, notation, manipulation The example analysed in this research belongs to the third, psychomotor level. => Kao što je poznato u literaturi, Blum, navodi tri nivoa ishoda učenja: ~~~ Kognitivni nivo - razumevanje, primena, znanje, analiza, sinteza, evaluacija Afektivni nivo stavovi, vrednosti, interesi,shvatanje, vrednosti, namere Psihomotorni nivo veštine, kretanje, pisanje, rukovanje Primer koji smo analizirali pripada trećem, psihomotornom nivou.
LL@(20526) It is to be expected that virtual reality will be implemented and incorporated into the existing distance learning systems. => Očekivanja su da se virtuelna realnost koristi i inkorporira u postojeće sisteme učenja na daljinu.
LL@(20527) It is for this reason that, in accordance with the characteristics of on-line education that means an easy access, a large number of experts, students, adaptability and personalization of curricula that this method is regarded as attractive for study both from the aspect of learning/distance learning and from the aspect of marketing services that inevitably accompany any type of communication on the Internet. => U tom smislu, u skladu sa karakteristikama on-line obrazovanja koje upućuje na laku dostupnost, veliki broj eksperata, polaznika, adaptibilnost i personalizovanost nastavnih programa, ovu metodu smatramo atraktivnom za proučavanje kako sa aspekta učenja/učenja na daljinu, tako i sa aspekta marketing usluga koje neizostavno prate svaku vrstu komunikacije na internetu.
LL@(20528) On the other hand, the followers of the traditional methods of education criticise this learning method pointing out the lack of the necessary direct contact with the teacher, the need for pre-knowledge, the fact that the appeal of the technology may overwhelm the subject matter it deals with, etc. => Sa druge strane treba imati u vidu i da pristalice tradicionalnog načina obrazovanja zameraju ovom vidu učenja nedostatak neophodnog direktnog kontakta sa profesorom, potrebu za predznanjima, činjenicu da atraktivnost tehnologije može baciti u «senku» sadržaj kojim se ona bavi itd.
LL@(20529) The dilemmas mentioned above and the pro- and counter- arguments are the reasons that the assessment of virtual reality as a method and its use value as regards distance learning are addressed in a research manner. => Izložene dileme i navedeni argumenti z? i protiv su razlozi da se istraživački pristupi proceni virtuelne realnosti kao metode i njene upotrebne vrednosti u pogledu učenja na daljinu.
LL@(20530) As the sample for the research mainly consists of students, this is another reason that those in everyday contact with different learning types clearly explain their attitudes towards this method. => Kako uzorak istraživanja najvećim delom čine studenti, to je razlog više da upravo oni koji su u svakodnevnom kontaktu sa različitim vidovima učenja pruže potpunu sliku o svojim stavovima prema ovoj metodi. 2.
LL@(20531) 1. ~~~ Research subject The subject of this research is virtual reality as environment/technology and its use value for learning and marketing communications. ~~~ 2. => Predmet istraživanja Predmet istraživanja je virtuelna realnost kao okruženje/tehnologija i njena upotrebna vrednost u svrhu učenja i marketing komunikacija. 3.
LL@(20532) Research goal A general goal is to explore the possibilities of virtual reality application for the purpose of education. => Cilj istraživanja Generalni cilj je istraživanje mogućnosti upotrebe virtuelne realnosti u obrazovne svrhe.
LL@(20533) The first segment of the paper is the concrete research into the users/students attitudes towards this method in order that the advantages/disadvantages of this method and its prospective future be established. => Prvi segment rada predstavlja sprovođenje konkretnog istraživanja stavova korisnika/studenata prema ovoj metodi kako bi se utvrdile prednosti/nedostaci ove metode i njene eventualne perspektive.
LL@(20534) The second segment of the paper refers to viewing virtual reality as a method in the distance learning systems. => Drugi segment rada odnosi se na sagledavanje virtuelne realnosti kao metode u sistemima učenja na daljinu. 4.
LL@(20535) 4. ~~~ Starting hypotheses of the research The basic hypothesis asumes that in certain business segments virtual reality attracts a lot of attention by itself, since a majority of users wish to test it in different ways. => Polazne hipoteze istraživanja Osnovna hipoteza jeste da virtuelna realnost u pojedinim poslovnim segmentima sama po sebi privlači veliku pažnju, jer većina korisnika želi da je testira na različite načine.
LL@(20536) Hence it is expected to be adopted by students to a satisfactory extent. => U tom smislu, očekujemo da je studenti prihvate u značajnoj meri.
LL@(20537) The research has a task to find the extent to which virtual reality as a new method is accepted among students, for the purpose of marketing communications and distance learning. => Istraživanjem treba utvrditi stepen u kome studenti prihvataju virtuelnu realnost kao novu metodu, a u svrhu marketinških komunikacija i učenja na daljinu.
LL@(20538) As students are generally open to new challemges and experiments, on this occasion their interest in virtual reality as a method will be established as well as the individual assessment as to the field of work in which it could be implemented. ~~~ 5. => Kako su studenti najčešće otvoreni za nove izazove i eksperimente, ovom prilikom biće utvrđeno njihovo interesovanje za virtuelnu realnost kao metodu i pojedinačna procena u smislu oblasti rada u kojoj bi se njena primena mogla realizovati. 5.
LL@(20539) Methods implemented in the research A field research was conducted at the Faculty of Organizational Sciences, the Electrical Engineering and Computer Science College, the Belgrade Student Campus, as well as in the Karaburma Student Hall. => Metode koje su korišćene prilikom izrade istraživanja Sprovedeno je terensko istraživanje na Fakultetu organizacionih nauka, Visokoj školi strukovnih studija elektrotehnike i računarstva, Studentskom gradu Beograd, kao i u Studentksom domu «Karaburma».
LL@(20540) Data processing was performed in the SPSS. => Obrada podataka vršena je u SPSS-u.
LL@(20541) Students were presented the material designed using virtual reality as a method/technology, as a good practice example. => Studentima je prezentovan materijal koji je realizovan uz korišćenje virtuelne realnosti kao metode/tehnologije kao primer dobre prakse.
LL@(20542) The example is of universal type (as regards its contents), hence it was not geared to the actual future profession of the students. => Primer je univerzalnog tipa (u smislu sadržaja), tako da nije bio usmeren na konkretnu buduću struku studenata.
LL@(20543) The Virtual Amusement Park (VPARK) Nice Geneva is a material that was used in the work as basis for the presentation of the model of using VR in the distance learning context. => Virtual Amusement Park (VPARK) Nice - Geneva je materijal koji je u radu korišćen kao osnova za prezentovanje modela korišćenja VR u kontekstu učenja na daljinu.
LL@(20544) It was designed in the Virtual Reality Laboratory (VRlab), the former Computer Graphics laboratory (LIG) of the Swiss Federal Institute of Technology (EPFL) from Luisiana, formed by Prof. Daniel Thalman in July 1988. => Nastao je u Virtual Reality laboratoriji (VRlab), bivšoj Computer Graphics laboratoriji LIG) iz švajcarskog Federalnog Instituta za tehnologiju (EPFL) iz Luizijane koju je formirao profesor Daniel Thalmann u julu 1988.
LL@(20545) The laboratory is mainly engaged in modelling and three-dimensional animation within the Virtual world. => Laboratorija je većim delom zadužena za modelovanje i trodimenzionalnu animaciju u sklopu virtuelneog sveta.
LL@(20546) VRLAB is a world leader laboratory in the real time. => VRlab je svetska laboratorija lider u relanom vremenu.
LL@(20547) Virtual people are the key figures in the multimodal interaction section, in probing into the virtual environment, and in the increase of the reality degree. ~~~ The most important goal of the Virtual Amusement Park is the expansion of the existing VLNET virtual environment, shared systems, and creating material that integrates several applications based on the virtual environment distributed. => Virtuelni ljudi su ključni akteri u delu multimodalne interakcije, poniranja u virtuelnu sredinu i uvećanja stepena realnosti. nih sistema i kreiranje materijala koji integriše nekoliko aplikacija koje su bazirane na distribuiranoj virtuelnoj sredini.
LL@(20548) The general framework of this project is to create key attraction and offer to the future users to incorporate their applications. wishes to repeat. => Opšti okvir ovog projekta jeste kreiranje ključne atrakcije i ponude budućim korisnicima da inkorporiraju svoje aplikacije.
LL@(20549)  => Materijal prikazuje osobu koja izvodi niz fizičkih pokreta-vežbi koju korisnik posmatra i želi da reprodukuje.
LL@(20550) After a time the user himself starts practicing. => Nakon izvesnog vremena, korisnik počinje i sam da vežba.
LL@(20551) During these exercises the user has the opportunity to compare the performance of his own movements with those of the person whose movements he wanted to learn. => Korisnik tokom vežbi ima mogućnosti da uporedi izvođenje svojih pokreta u odnosu na osobu čije je pokrete želeo da nauči.
LL@(20552) This is the opportunity for him to receive feedback information on his own achievement in learning.2 6. => To je upravo prilika i da dobije povratnu informaciju o svojoj uspešnosti u učenju. 6.
LL@(20553) The sample The sample included a group of students from the Faculty of Organizational Sciences, the Electrical Engineering and Computer Science College and other students and employees in the IT and management domains who live and work in Belgrade. => Uzorak Uzorak ispitanika čini grupa studenata Fakulteta organizacionih nauka, Visoke škole strukovnih studija elektrotenike i računarstva u Beogradu, i drugi studenti i zaposleni u domenu IT-a i menadžmenta koji žive i rade u Beogradu.
LL@(20554) The FOS and EECSC are familiar with information technologies and hence they are logically assumed to be interested in the virtual reality field. => Studenti FON-a i V[ER su poznavaoci informacionih tehnologija i logično je u tom smislu očekivati interesovanje za oblast virtuelne realnosti.
LL@(20555) The sample consisted of three groups: the group engaged in management studies, the group directly related to information technologies and the group of employees in the same fields of work. => Uzorak su sačinjavale tri grupe: grupa koja je vezana za studije menadžmenta, grupa koja je direktno vezana za informacione tehnologije i zaposleni koji su vezani za iste oblasti rada.
LL@(20556) The reason for this classification was to identify a possible difference between: respondents who use information technologies as a means to achieve other knowledge or achieve marketing, commercial and other goals (hypothetical management students) and respondents that regard information technology and other methodologies such as virtual reality to be a specific technology product (which it actually is) and assess its use value regardless of the concrete subject matter it works with (hypothetical IT students). => Razlog ove podele jeste cilj da se utvrdi postojanje eventualne razlike između: onih koji informacione tehnologije koriste kao sredstvo da se postignu druga saznanja ili ostvare marketinški, komercijalni i dr. ciljevi (hipotetički studenti menadžmenta) i ispitanika koji informacionu tehnologiju i nove metodologije kao što je virtuelna realnost smatraju svojevrsnim tehnološkim proizvodom (što nesporno i jeste) i procenjuju njenu upotrebnu vrednost bez obzira na konkretan sadržaj kojim se bavi (hipotetički studenti IT).
LL@(20557) The sample was largely uniform in terms of gender; the number of women respondents amounted to 51.3%. => Uzorak je bio uglavnom ujednačen po polu, nešto malo više od polovine ispitanika je ženskog pola (51,3%).
LL@(20558) The largest number of respondents belonged to the age group of 21-23 (39.17%), followed by the youngest students aged 18-20 (26.67%, and then the students aged 24-26 (20.83%), etc. => Najveći broj ispitanika je u uzrasnoj grupi o 21-23 god. (39,17%) slede najmlađi studenti od 18-20 god. (26,67%), zatim studenti koji imaju 24-26 god. (20,83%) itd.
LL@(20559) Since the majority of the sample is made up of the students, it is logical that at the moment their education level was IV (67.2%), followed by the participants with the education level VII (25.90%), those with level VI (6%) and those whose level of education was V (0.9%). => S obzirom da je najveći deo uzorka čine studenti, potpuno je razumljivo da su oni u ovom trenutku osobe sa IV stepenom stručne spreme (67,2%), slede oni sa Najvažniji cilj Vitual Amusement Park predstavlja proširenje postojeće VLNET virtuelne sredine, delje 2 http://vrlab.epfl.ch/Projects/projects_index.html http://vrlab.epfl.ch/Movies/Movies_index.html VII stepenom (25,9%), VI stepenom (6%) i V stepenom stručne spreme (0,9%).
LL@(20560) Of the respondents, 45.8% have work experience (formal or informal), while little more than a half (54.2%) still do not have any work experience. => Radno iskustvo (formalno ili neformalno) ima 45,8% ispitanika, dok nešto više od polovine 54,2% još uvek nema to iskustvo.
LL@(20561) The material presents a person that performs a succession of physical movements that the user observes and 2 http://vrlab.epfl.ch/Projects/projects_index.html http://vrlab.epfl.ch/Movies/Movies_index.html The largest number of respondents had used the computer for 3-5 years (40.3%), while others had used it for 6-8 years (22.7%); then follow the respondents who had worked on the computer for the last two years (18.5%). => Najveći broj ispitanika koristi računar 3-5 godina (40,3%), dok ga drugi koriste već 6-8 godina (22,7%), slede ispitanici koji poslednje dve godine rade na računaru (18,5%).
LL@(20562) There is a significant number, however, of those who had used the computer for 9-11 years (10.1%) and 12 and more years (8.4%). => Ipak, značajan je broj i onih koji koriste računar 9-11 godina (10,1%) i 12 i više godina (8,4%).
LL@(20563) The instructions for answering the questionnaire were given to all the respondents that took part in the research N-120. ~~~ 7. => Svi ispitanici koji su učestvovali u istraživanju N=120 dobijali su u ličnom kontaktu uputstvo za popunjavanje upitnika. 7.
LL@(20564) Result analysis The research was conducted in the November 2006 May 2007 period at the Faculty of Organizational Sciences, the Electrical Engineering and Computer Science College in Belgrade, at the Belgrade Student Campus and the Karaburma Student Hall, as well as with the employees that deal with computers or management in a professional manner. => Analiza rezultata Ispitivanje je sprovedeno u periodu novembar 2006 maj 2007. na Fakultetu organizacionih nauka, Visokoj školi strukovnih studija elektrotenike i računarstva u Beogradu u Studentskom domu Studentski grad i Studentskom domu Karaburma kao i u kontaktu sa zaposlenima koji se profesionalno bave računarima ili menadžmentom.
LL@(20565) The research at the FOS and the EECSC was conducted in the conditions planned for the work with students. => Ispitivanje na FON-u i V[ER-u sprovedeno je u uslovima predviđenim za rad sa studentima.
LL@(20566) The overhead projector was used to present experimental examples to the students. => Ogledni primeri studentima su predstavljeni uz pomoć projektora.
LL@(20567) The research in the Student Campus and the Student Hall at Karaburma was conducted in the area where the students get together during their breaks. => Istraživanje u Studentskom gradu i Studentskom domu na Karaburmi sprovedeno je u prostoru u kome se okupljaju studenti u vreme odmora.
LL@(20568) The material containing the examples they were asked to comment were presented using the portable computer and could be viewed clearly, due to the fact that the research was conducted in small groups (3-6 respondents). => Materijal sa primerima za koje je trebalo da izraze svoje stavove bili su predstavljeni uz pomoć prenosnog računara i mogli su se korektno videti, s obzirom na činjenicu da je ispitivanje sprovedeno u više malih grupa (3-6 ispitanika).
LL@(20569)  => Kako izgleda rangiranje medija kada se prikupljaju informacije u domenu obrazovanja pokazuje sledeća tabela.
LL@(20570) The ranking of the media when infromation on the education domain is collected is shown in the following table: Meda Internet Web TV Specialized journals Daily papers Internet-mail Weakly magazines Radio Table 2 M 2.11 3.33 4.02 4.03 4.24 4.89 5.38 * Ranking was done on a 1-7 scale, where 1 is the first medium respondents choose. => Mediji Internet Web TV Specijalizovani časopisi Dnevna štampa Internet-mail nedeljni časopisi radio Tabela br. 2 M 2,11 3,33 4,02 4,03 4,24 4,89 5,38 Potpuno je očekivano u populaciji koju smo ispitali, da je Web kao jedan od internet servisa prvi na rang listi medija putem kojih se ispitanici informišu o obrazovanju.
LL@(20571)  => S obzirom na činjenicu da su materijali obrazovnih institucija dobro pripremljeni i u većini slučajeva odgovaraju zahtevima korisnika, razumljivo je da će sadašnji (ili potencijalni) student najveći broj informacija dobiti ovim putem. ~~~ Slede TV, specijalizovani časopisi, dnevna štampa itd.
LL@(20572)  => Procena uspešnosti prezentacije Virtual Amusement Park Slika br. 1 * Rangiranje je vršeno od 1 -7 pri čemu je 1 prvi medij za koji se ispitanici odlučuju.
LL@(20573) Generally, 46.2% students assess the VR as a method of distance learning related subject matter presentation as effective; 10.1% rate it as very successful, and that makes more than a half the number of respondents. => Uopšteno, VR kao način prikazivanja sadržaja koji je vezan za učenje na daljinu ispitanici procenjuju kao uspešan 46,2%, veoma uspešan 10,1%, dakle više od polovine ispitanika.
LL@(20574) There is a large number of indecisive, 33.6%, however, some maintain that this method is not successful (9.2%) or even very ineffective (0.8%). => Veliki je broj neodlučnih 33,6%, ali ima onih koji smatraju da je neuspešna 9,2% ili čak veoma neuspešna 0,8%.
LL@(20575) Similarly to the previous assessment, this method of subject matter presentation in distance learning was attractive to 57.5% respondents, while 26.7% participants rate it as not attractive; the rest are ineffective (15.8%). => Slično prethodnoj proceni, ovaj način prikazivanja sadržaja koji je vezan za učenje na daljinu ispitanicima je dopadljiv (57,5%), dok 26,7% ispitanika smatra da nije dopadljiv, ostali ispitanici su neodlučni (15,8%).
LL@(20576) The structure of respondents on the basis of the study field who were asked to assess the appeal of the subject matter can be seen in the following table. => Kako izgleda struktura ispitanika na osnovu smera studija koji su procenili dopadljivost materijala može se videti na sledećoj tabeli.
LL@(20577) P4 * P20 Crosstabulation Count appealing indecisive Management IT Other Total Table 3 Not appealing Total * the other group consists of the employees and the students of other departments at the faculty It is absolutely predictable, in the population included in this survey, that the Web as one of the Internet services tops the list of media the respondents use to get informed on the education. => P4 * P20 Crosstabulation Count dopadljiv neodlučan nije dopadljiv Ukupno menadzment IT ostalo Total * grupu ostalo čine zaposleni i studenti drugih Tabela br. 3 smerova na fakultetu.
LL@(20578) Given the fact that the materials of educational institutions are well prepared and in a majority of cases are geared to the user needs, it is obvious that the present (or prospective) student find most information in this manner. => 
LL@(20579) The Web is followed by the TV, specialized journals, daily papers, etc. ~~~ Assessment of Virtual Amusement Park presentation effectiveness Figure 1 Symetric Measures Nominal by Nominal N of Valid Cases Contingency Coefficient Value .175 In view of the example presented, the IT students are more attracted to the subject matter designed using the VR in comparison with the management students. => Symmetric Measures Nominal by Nominal N of Valid Cases Contingency Coefficient Procena Virtual Amusement Park na Ozgudovoj skali semantičkog diferencijala Value . ~~~ U pogledu predstavljenog primera, studenti IT pokazuju veću prijemčivost za sadržaje pripremljene uz pomoć VR u odnosu na studente menadžemnta.
LL@(20580) The contingency coefficient C=0.17 indicates a low, but significant connection. => Koeficijent kontigencije C=0.17 pokazuje nisku, ali značajnu vezu.
LL@(20581) If the VR were implemented in terms of distance learning in the above presented manner, it would require that the learners have some knowledge of IT (67.5%) in the respondents opinion; two out of ten think knowledge is not necessary (20.8%), whereas a small number are of opinion that it is either highly necessary (8.3%) or absolutely unnecessary (3.3%). => Kada bi se VR koristila u smislu učenja na daljinu na prezenovani način, ispitanici procenjuju da je potrebno izvesno poznavanje IT-a (67,5%), petina njih smatra da nije potrebno (20,8%), dok je malo njih koji smatraju da je veoma potrebno (8,3%) ili potpuno nepotrebno (3,3%).
LL@(20582) In the majority of respondents opinions, this type of material presentation is innovative (71.7%), almost one quarter are indecisive (23.3%), while the smallest number think it is classical (5.0%). => Ovaj vid prezentovanja materijala većina ispitanika smatra inovativnim (71,7%), skoro četvrtina njih je neodlučna (23,3%), dok je najmanje onih koji ga smatraju klasičnim (5,0%).
LL@(20583) The respondents generally assess the cost of the realization of this project as moderate (55.0%) or high (36.7%). => Ispitanici uglavnom smatraju da je cena koštanja realizacije ovog projekta umerena (55,0%) ili visoka (36,7%).
LL@(20584) The age of users that might be the target population for using the VR in the distance learning context Age 19-29 year olds 30-39 year olds do 18 year olds 40-49 year olds 50-59 year olds 60 and older Total f % 37.20 26.62 25.60 8.53 1.02 1.02 100.00 Table 4 *Table is plotted on the basis of the number of responses received. ~~~ On the basis of the data obtained a conclusion can be drawn that this type of material is meant primarily for young people in the period of studying (19-23 years old), then for people aged 30-39, and finally to the young people under the age of 18. ~~~ Virtual Amusement Park Assessment on the Ozgude scale of semantic differential. => Godine starosti korisnika kojima bi VR u kontekstu učenja na daljinu mogla biti namenjena Godine starosti 19-29 god. 30-39 god. do 18 god. 40-49 god. 50-59 god. 60 i vise god. Ukupno f % 37,20 26,62 25,60 8,53 1,02 1,02 100.00 * Tabela je urađena na osnovu broja dobijenih Tabela br. 4 odgovora Na osnovu dobijenih podataka može se zaključiti da ispitanici smatraju da je ovaj tip materijala namenjen prvenstveno mladim ljudima koji su u periodu studiranja od 19-29 god; zatim ljudima od 30-39 god. i mladima do 18 godina.
LL@(20585) Figure 2 The Virtual Amusement Park was assessed as good, fresh, active and fast, and largely strong and big. => Slika br. 2 Virtual Amusement Park je procenjen kao dobar, svež, aktivan i brz, dobrim delom je i snažan i veliki.
LL@(20586) The respondents were asked to assess the extent to which this method of material presentation complies to acquisition of certain knowledge and skills. => 
LL@(20587) The respondents were asked to rate the extent to which (on a 1 5 scale) this type of material presentation is useful in acquiring new knowledge and skills. => Ispitanici su procenjivali u kojoj meri (na skali od 1 do 5) ova vrsta predstavljanja materijala odgovara sticanju određenih znanja i veština.
LL@(20588) The manner of presentation is adequate in teaching cognitive skills (mark 3.2) which include problem solving, planning and decision making, programming, report creating, data analysis, project planning, marketing strategy creation. => Prezentovani način odgovarao bi kognitivnim veštinama (ocena 3,2) koje podrazumevaju rešavanje problema, planiranje i odlučivanje, programiranje, pisanje izveštaja, analizu podataka, planiranje projekata, kreiranje marketing strategija.
LL@(20589) It could also be an appropriate way of teaching psychomotor skills that include practical skills in terms of the interaction with machines, tools, transport vehicles (mark 3.1). => Takođe, odgovarao bi i psihomotornim veštnama koje podrazumevaju praktične veštine koje uključuju interakciju sa mašinama, alatima, transportnim sredstvima. (ocena 3,1).
LL@(20590) The respondents estimate that such a type of presentation is least applicable, however still possible (mark 2.8) in behavioural skills that involve practical skills in interaction with people, suppliers, bosses, colleagues... => Ispitanici procenjuju da ovakav vid prezentacije najmanje odgovara, ali je moguć (ocena 2,8) kod veština u ophođenju koje podrazumevaju praktične veštine koje uključuju interakciju sa ljudima, snabdevačima, šefovima, kolegama...
LL@(20591) More than half a number of respondents would propose this method of presentation (VR aided) to their prospective client (54.2%) for the purpose distance learning. => Više od polovine ispitanika preporučilo bi ovaj vid prezentacije uz pomoć VR svom potencijalnom klijentu (54,2%) u svrhu učenja na daljinu.
LL@(20592) 36.7% respondents are indecisive, while 9.2% respondents would not recommend this method. => Neodlučno je u tom pogledu njih 36,7% dok ovaj vid preporuke ne bi dalo 9,2% ispitanika. 8.
LL@(20593) 7. ~~~ Conclusion Prior to being given the items by which they were expected to express their attitudes towards the topic of virtual reality, the respondents were asked to answer a number of general questions on their socio-demographic characteristics, but also about their habits in getting informed on education. => Zaključak Ispitanici su pre ajtema koji su izražavali stavove na temu virtuelne realnosti imali priliku da odgovore na nekoliko opštih pitanja koja su se pored socio-demografskih karakteristika ispitanika odnosila i na neke navike u pogledu informisanja na temu obrazovanja.
LL@(20594) The results obtained reveal the fact that education is a field on which the respondents generally get informed through the Web, and then TV, specialized journals, daily papers, etc. ~~~ This information shows that the opportunity of an easy access to the material, the availability of the material at the time suitable to the user, the dynamics, the flexibility, are the facts that already place the Web into the focus of the users attention when they wish to get certain information and choose the educational institution that is to provide education service. => Dobijeni rezultati ukazuju na činjenicu da je obrazovanje oblast o kojoj se ispitanici uglavnom informišu putem Web-a, slede TV, specijalizovani časopisi, dnevna štampa i dr. Ova informacija ukazuje na to da mogućnost lakog dolaženja do sadržaja, dostupnost materijala u vreme koje korisniku odgovara, dinamičnost, fleksibilnost predstavljaju činjenice koje već danas Web postavljaju u centar pažnje korisnika kada se prikupljaju određene informacije i bira obrazovna institucija/firma koja će pružiti usluge korisniku u pogledu obrazovanja.
LL@(20595) As regards the VR-presented example, the IT students showed a higher degree of interest in this type of material, which was proved by correlation. => U pogledu prezentovanog primera VR, studenti IT pokazuju veći stepen interesovanja za ovu vrstu materijala, što je potvrđeno korelacijom.
LL@(20596) This is understandable given that it is new technologies that always capture their attention. => Ova činjenica je razumljiva s obzirom da su nove tehnologije u fokusu njihove pažnje.
LL@(20597) Simultaneously, this fact proves that a possible designing of a VR-type material should first address the population that is employed in or studies IT (at least in the initial phase) and then those engaged in other fields of work. => U isto vreme ova činjenica ukazuje da bi eventualno kreiranje materijala VR tipa trebalo da se prvenstveno obraća populaciji koja se bavi ili studira IT (makar u početnoj fazi), a kasnije i onima koji su vezani za druge oblasti rada.
LL@(20598) Result analysis from the aspect of the components of the attitude towards virtual reality As regards the cognitive components of the attitude towards virtual reality, the respondents involved in the research have generally been using the computer for 3 5 years or from 5 -8 years which is a precondition enough to believe that they have mastered enough knowledge or understanding of the subject matter of this research. => Analiza rezultata sa aspekta komponenti stava o virtuelnoj realnosti U pogledu kognitivne komponente stava o virtuelnoj realnosti može se reći da ispitanici koji su učestvovali u istraživanju uglavnom koriste računar 3-5 godina ili 6-8 godina što je dovoljan preduslov da smatramo da imaju dovoljno znanja ili shvatanja o pojavi koja je predmet proučavanja.
LL@(20599) The presentation itself of the Virtual Amusement Park is assessed as effective, and this kind of distance-learning related material presentation method is assessed by respondents as appealing (57.5%). => Sama prezentacija Virtual Amusement Park je procenjena kao uspešna ili veoma uspešna, a ovaj vid metode prezentovanja materijala vezanog za učenje na daljinu ispitanici procenjuju kao dopadljiv (57,5%).
LL@(20600) It is these facts on the appeal level of the material that support our attitude that there is an emotional component to the attitude. => Upravo navedene činjenice o stepenu dopadljivosti materijala potvrđuju postojanje emocionalne komponente stava.
LL@(20601) As regards the conative component of the attitude that would present the tendency to do something related to the object one has a defined attitude to, the fact that more than half the number of respondents (53.2%) would recommend to their prospective client the use of the VR only corroborates this attitude. => U pogledu konativne komponente stava koja bi prikazivala tendenciju da se nešto učini u odnosu na objekat prema kojem se ima određeni stav, može se reći da ide u prilog i činjenica da bi za potrebe učenja na daljinu, više od polovine ispitanika (53,2%) preporučilo svom potencijalnom klijentu korišćenje VR.
LL@(20602) Analysis of research results form the aspect of marketing mix The product The presentation of the Virtual Amusement Park was assessed as highly efficient, although a danger was recognized that fascination with technology and its potentials can cast a shadow upon the contents matter the technology/methodology deals with. => Analiza rezultata istraživanja sa aspekta Marketing mix-a Proizvod Prezentacija Virtual Amusement Park procenjena je kao uspešna. ~~~ Uočena je opasnost da fascinacija tehnologijom i njenim potencijalima mogu u neku ruku baciti u senku sadržaj kojim se ta tehnologija/metodologija bavi.
LL@(20603) The cost These are the projects executed by multidisciplinary teams and this is the reason that the issue of cost asked of the respondent to estimate was of importance for this reasearch. => Cena Radi se o projektima koje realizuju multidisciplinarni timovi i to je razlog zbog kog je pitanje procene cene koštanja od strane ispitanika bilo od značaja za ovo istraživanje.
LL@(20604) The respondents maintain that such projects imply that the cost will be moderate or high. => Ispitanici smatraju da ovi projekti podrazumevaju umerenu ili visoku cenu koštanja.
LL@(20605) Location The respondents are of opinion that this manner of presentation is appropriate for a fair presentation, for the Web, and for the product sales outlet itself. => Mesto Ispitanici smatraju da je ovaj način predstavljanja pogodan za sajamski nastup, Web i za samo mesto prodaje proizvoda.
LL@(20606) Promotion This type of promotion, according to the respondents, is useful in presenting certain distance learning materials. => Promocija Ovaj vid promocije ispitanici bi preporučili u svrhu predstavljanja izvesnog sadržaja učenja na daljinu.
LL@(20607) People The users of services presented through the VR, the respondents maintain, will most often be people 18-39 years old, with a seratin level of IT knowledge (no professional level of knowledge is necessary). => Ljudi Korisnici usluga prezentovanih putem VR po proceni ispitanika bili bi najčešće ljudi od 18-39 godina koji poseduju izvestan stepen poznavanja IT (procenjuju da nije potreban profesionalni nivo poznavanja).
LL@(20608) Service provision process this means a lengthy preparation activities conducted by a multidisciplinary team. => Proces pružanja usluga podrazumeva dugotrajnu pripremu koju vodi multidisciplinarni tim.
LL@(20609) The virtual persons in this process demonstrate certain subject contents that the user learns or show advantages of using a given product. => U tom procesu virtuelni likovi demonstriraju određene sadržaje koje korisnik uči ili pokazuju prednosti korišćenja određenog proizvoda.
LL@(20610) Physical environment in which the service is delivered The virtual environment where the user interacts with the marketing material presented or with the distance learning contents. => Fizička sredina u kojoj se usluga pruža virtualna sredina u kojoj je korisnik u interakciji sa prezentovanim materijalom marketinškog karaktera ili sa sadržajem učenja na daljinu.
LL@(20611) This means that the implementation of VR in the planning of the marketing mix instruments is a reality today, recognized by modern, future oriented companies. => Ovo ukazuje da je primena VR u planiranju instrumenata marketing miksa sadašnjost, koju za sada prihvataju savremene kompanije okrenute ka budućnosti.
LL@(20612) Thus the Match and the Nivea companies surprised their customers last year by a promotional campaign that made use of virtual reality to create perceptual sensations in customers. => Tako su kompanija Match i Nivea u prošloj godini iznenadili potrošače promotivnom kampanjom koja je primenom virtuelne realnosti stvarala perceptualne senzacije kod potrošača.
LL@(20613) The characters from the campaign appeared at the computer desktops and simulated the use of the product. => Tako su se likovi iz kampanje pojavljivali na desktopu računara i simulirali upotrebu proizvoda.
LL@(20614) Upon the result evaluation the Nivea company significantly increased its market share in the last year and new forms of promotion raised the consumers awareness of the Nivea company as modern and futuristic, keeping up with the time. => Evaluacijom rezultata kompanija Nivea je značajno uvećala svoje učešće na tržištu tokom prošle godine, a novi oblici promocije uticali su da potrošači percipiraju kompaniju Nivea kao modernu i futurističu, koja ide u korak sa vremenom.
LL@(20615) In their paper Knowldege-based Economy, basis for growth and development, published in the Management journal, the authors Jednak S. and D. Kragulj insist that economic development is a complex sociological process. => U radu Ekonomija zasnovana na znanju, osnova za rast i razvoj, autora Jednak S. i Kragulj D., objavljenom u časopisu Menadžment, ističe se da je ekonomski razvoj kompleksan sociološki proces.
LL@(20616) In this paper, they also maintain that the developning countries can draw on the experiences of the developed knowledge-based economies. => Takođe, u ovom radu naglašava se da iskustva razvijenih ekonomija koje su zasnovane na znanju mogu da pomognu zemljama u razvoju.
LL@(20617) The traditional determinant of work are work, capital, and technology. => Tradicionalne determinante razvoja su rad, kapital i tehnologija.
LL@(20618) The goal of the EU countries is to develop knowledge and modern technology -based economy.3 In the paper The New Paradigm of management from innovation to competitive advantage, published in the Management journal, the author V. Malešević maintains that the 21st century requires a new approach to management, facing up the challenge, and implementation of innovation in business that lead to competitive advantage. => Cilj zemalja EU je da razvijaju ekonomiju zasnovanu na znanju i modernim tehnologijama. ~~~ U radu Nova paradigma menadžmenta-od inovacija do kompetetivne prednosti, autora Malešević V., objavljenom u časopisu Menadžment, ističe se da 21. vek zahteva novi pristup menadžmentu, prihvatanje izazova i primenu inovacija u poslovanju, koje vode ka konkurentskim prednostima.
LL@(20619) The paper highlights the importance that companies be included into new information-communication flows, since this is the only way to keep up with modern business doing.4 Hence this paper highlights the opportunities for the modern technology implementation both in the field of education and in the field of business, as well as the importance of taking up the challenge by the management teams in the companies. => Rad naglašava važnost uključivanja kompanija u savremene informaciono komunikacione tokove, jer se jedino na taj način drži korak sa savremenim poslovanjem. ~~~ U tom smislu, ovaj rad ukazuje na mogućnosti primene savremene tehnologije, kako u oblasti obrazovanja, tako i u oblasti poslovanja, kao i na značaj prihvatanja izazova za menadžment timove kompanija.
LL@(20620) Result analysis from the aspect of distance education This reasearch brings up the issue of VR assessment in the distance learning domain to some extent. => Analiza rezultata sa aspekta učenja na daljinu Ovim istraživanjem, delom je započeta tema procene VR u domenu učenja na daljinu.
LL@(20621) In this context, it is necessary to again highlight the fact that various cognitive processes are simulated via the computer facilities maintenance, language understanding, problem solving. => U tom kontekstu treba još jednom ukazati na činjenice da su putem računara simulirani različiti kognitivni procesi opažanje objekata, razumevanje jezika, rešavanje problema.
LL@(20622) The success and the failure in simulation have shown that our intuitions on what is cognitively complex and what is cognitively simple are often wrong. => Uspesi i neuspesi u simulaciji pokazali su da su naše intuicije o tome šta je kognitivno kompleksno a šta kognitivno jednostavno često pogrešne.
LL@(20623) Playing chess may require extremely complex cognitive operations, however, the game can be formalized, hence today the computer can defeat any chess champion in the world. => Iako igranje šaha zahteva izuzetno kompleksne kognitivne operacije, igru je moguće formalizovati, tako da je računar danas u stanju da pobedi svetskog prvaka u šahu.
LL@(20624) Contrary to this, the attempts to simulate object recognition, natural language understanding and fine motor coordination, i.e., the processes that are intuitively considered to be simple, faced serious difficulties that have not yet been resolved in a satisfactory manner.5 The respondents strongly believe that VR can help master cognitive skills such as problem solving, planning and decision making, report devising, data analysis, project planning, marketing strategies creating. => Nasuprot tome, pokušaji simulacije prepoznavanja objekata, razumevanja prirodnog jezika i fine motorne koordinacije, dakle procesa koji su intuitivno smatrani jednostavnim, suočili su se sa nepremostivim teškoćama koje ni do danas nisu rešene na zadovoljavajući način. ~~~ Ispitanici imaju veliko poverenje u to da se putem VR mogu usvojiti kognitivne veštine kao što je rešavanje problema, planiranje i odlučivanje, programiranje, pisanje izveštaja, analiza podataka, planiranje projekata, kreiranje marketing strategija.
LL@(20625) They also believe that psychomotor skills such as interaction with machines, tools, transport vehicles, can be mastered in this manner. => Takođe, smatraju da se psihomotorne veštine mogu usvojiti ovim putem kao što je interakcija sa mašinama, alatima, transportnim sredstvima.
LL@(20626) 3Jednak S. i Kragulj D. Ekonomija zasnovana na znanju, osnova za rast i razvoj, Menadžment, časopisa za teoriju i praksu menadžmenta, Vol.15/57, pp. 5-13; 2010. => U najmanjoj meri studenti smatraju da je moguće usvojiti veštine u ophođenju koje podrazumevaju interakciju sa klijentima, snabdevačima, šefovima, kole 3 Jednak S. i Kragulj D. Ekonomija zasnovana na znanju, osnova za rast i razvoj, Menadžment, časopisa za teoriju i praksu menadžmenta, Vol.
LL@(20627) 4 Malešević V., Nova paradigma menadžmenta-od inovacija do kompetetivne prednosti, Menadžment, časopisa za teoriju i praksu menadžmenta, Vol.15/57, pp. 55-63; 2010. => pp. 5-13; 2010. 4 Malešević V., Nova paradigma menadžmenta-od inovacija do kompetetivne prednosti, Menadžment, časopisa za teoriju i praksu menadžmenta, Vol.
LL@(20628) 5 Aleksandar Kostić, Kognitivna psihologija, Zavod za udžbenike i nastavna sredstva Beograd, pp. 39; 2006. => pp. 55-63; 2010. 5 Aleksandar Kostić, Kognitivna psihologija, Zavod za udžbenike i nastavna sredstva Beograd, pp. 39; 2006. gama i zaposlenima.
LL@(20629) At least, they believe that it is possible to master behavioral skills that include interaction with clients, suppliers, colleagues, and employees. => 
LL@(20630) They are, however, not so much convinced that this is the best way to simulate the processes that mean some aspect of direct communication. => Može se reći da je manji stepen uverenosti da se ovim putem mogu simulirati procesi koji podrazumevaju neki vid direktne komunikacije.
LL@(20631) Regardless of the fact that the respondents had some belief in the VR as a method to be implemented in distance learning, it is necessary that the next step should include its experimental verification, in addition to the respondents generally positive attitudes. => Iako su ispitanici pokazali izvesno poverenje u mogućnost VR kao metode u pogledu učenja na daljinu, neophodno je pored stavova ispitanika koji su generalno pozitivni, uključiti u sledećem koraku i njenu eksperimentalnu proveru.
LL@(20632) REFERENCE Š1Ë Timothy K. Shih, Tamkang University, Taiwan, Jason C. Hung, Future Directions in Distance Learning and Communication Technologies, Northern Taiwan Institute of Science and Technology, Taiwan ; Information Science Publishing, Hershey, London, Melbourne, Singapore, 2007. ~~~ Š2Ë Ruth Calvin Clark, Chopeta Lyons, Graphics for Learning Proven Guidelines for Planning, Designing, and Evaluating Visuals in Training Materials, Pfeiffer 2004. ~~~ Š3Ë Efraim Turban, Ephraim McLean, James Wetherbie, za menadžment, Transformisanje poslovanja u digitalnu ekonomiju, Zavod za udžbenike i nastavna sredstva, Beograd 2003. ~~~ Informaciona tehnologija Š4Ë Radenković, B., Radojičić, Z. i D. Vukmirović, Internet-tržište budućnosti, Menagement, časopis za teoriju i praksu menadžmenta, broj 2, FON, Beograd, 1996. ~~~ Š5Ë Aleksandar Kostić, Kognitivna psihologija, Zavod za udžbenike i nastavna sredstva Beograd, 2006. god. ~~~ Š6Ë OConnor, J. and G. Eamonn, Marketing and Information Technology, Pitman Publishing, London, 1997. ~~~ Š7Ë Maričić, B., Ponašanje potrošača, Savremena ad ministracija, Beograd, 1996. ~~~ Š8Ë Gordana Milosavljević, Svetlana Vukanović, Profesionalno obrazovanje na distancu, FON, Beograd 2000. => LITERATURA Š1Ë Timothy K. Shih, Tamkang University, Taiwan, Jason C. Hung, Future Directions in Distance Learning and Communication Technologies, Northern Taiwan Institute of Science and Technology, Taiwan ; Information Science Publishing, Hershey, London, Melbourne, Singapore, 2007. Š2Ë Ruth Calvin Clark, Chopeta Lyons, Graphics for Learning Proven Guidelines for Planning, Designing, and Evaluating Visuals in Training Materials, Pfeiffer 2004. Š3Ë Efraim Turban, Ephraim McLean, James Wetherbie, Informaciona tehnologija za menadžment, Transformisanje poslovanja u digitalnu ekonomiju, Zavod za udžbenike i nastavna sredstva, Beograd 2003. Š4Ë Radenković, B., Radojičić, Z. i D. Vukmirović, Internet-tržište budućnosti, Menagement, časopis za teoriju i praksu menadžmenta, broj 2, FON, Beograd, 1996. Š5Ë Aleksandar Kostić, Kognitivna psihologija, Zavod za udžbenike i nastavna sredstva Beograd, 2006. god. Š6Ë OConnor, J. and G. Eamonn, Marketing and Information Technology, Pitman Publishing, London, 1997. Š7Ë Maričić, B., Ponašanje potrošača, Savremena ad ministracija, Beograd, 1996. Š8Ë Gordana Milosavljević, Svetlana Vukanović, Profesionalno obrazovanje na distancu, FON, Beograd 2000. Š9Ë Kim E. Dooley, Texas A&M University, USA, James R. Lindner, Texas A&M University, USA, Larry M. Dooley Texas A&M University, USA, Advanced Methods in Distance Education :
LL@(20633) Š9Ë Kim E. Dooley, Texas A&M University, USA, James R. Lindner, Texas A&M University, USA, Larry M. Dooley Texas A&M University, USA, Advanced Methods in Distance Education : Applications and Practices for Educators, Administrators, and Learners, Information Science Publishing, Hershey, London, Melbourne, Singapore, 2005. => Applications and Practices for Educators, Administrators, and Learners, Information Science Publishing, Hershey, London, Melbourne, Singapore, 2005. Š10Ë Philip Kotler, Kevin Lane Keller, Marketing me nadžment, Data Status, Beograd, 2006.;
LL@(20634) Š10Ë Philip Kotler, Kevin Lane Keller, Marketing menadžment, Data Status, Beograd, 2006.; Š11Ë Graf, S., Kinshuk, & Liu, T., Supporting Teachers in Identifying Students Learning Styles in Learning Management Systems: An Automatic Student Modelling Approach; Journal of Educational Technology & Society, 2009. => Š11Ë Graf, S., Kinshuk, & Liu, T., Supporting Teachers in Identifying Students Learning Styles in Learning Management Systems:
LL@(20635) Š12Ë Franzoni, A. & Assar, S.; Student Learning Styles Adaptation Method Based on Teaching Strategies and Electronic Media, Journal of Educational Technology & Society 2009. => An Automatic Student Modelling Approach; Journal of Educational Technology & Society, 2009. Š12Ë Franzoni, A. & Assar, S.;
LL@(20636) Š13Ë Voss, C., Developing an eService strategy, Business Strategy Review, Vol.11(1): 21-33, 2000. => Student Learning Styles Adaptation Method Based on Teaching Strategies and Electronic Media, Journal of Educational Technology & Society 2009. Š13Ë Voss, C., Developing an eService strategy, Busi ness Strategy Review, Vol.
LL@(20637) Š14Ë Weinberg, B. D., Dont keep your Internet customers waiting too long at the (virtual) front door, Journal of Interactive Marketing, Vol.14(1): 3039, 2000. => 21-33, 2000. ~~~ Š14Ë Weinberg, B. D., Dont keep your Internet customers waiting too long at the (virtual) front door, Journal of Interactive Marketing, Vol.
LL@(20638) Š15Ë Teas, R. K., Expectation, performance evaluation and consumers perceptions of quality, Journal of Marketing, Vol.57(4): 18-34, 1993. => 3039, 2000. ~~~ Š15Ë Teas, R. K., Expectation, performance evaluation and consumers perceptions of quality, Journal of Marketing, Vol.
LL@(20639) Š16Ë Parasuraman, ?., Zeithaml, V., Service Quality Delivery through Web Sites: A Critical Review of Extant Knowledge, Journal of the Academy of Marketing Science, Vol. 30(4): 362-375, 2002. => 18-34, 1993. ~~~ Š16Ë Parasuraman, ?., Zeithaml, V., Service Quality Delivery through Web Sites: ~~~ A Critical Review of Extant Knowledge, Journal of the Academy of Marketing Science, Vol. ~~~ 30(4): ~~~ 362-375, 2002.
LL@(20640) Š17Ë Mandel, N., Johnson, E. J., Constructing preferences online: can web pages change what you want? => Š17Ë Mandel, N., Johnson, E. J., Constructing preferences online: can web pages change what you want?
LL@(20641) MIT Ecommerce Forum, University of Pennsylvania, 1999. ~~~ Š18Ë Malesevic., V., New paradigm of magement from commitment to innovation and sustainable competitive advantage, Management journal for theory and practice of management, Vol.15/57, pp. 5563, 2010. => MIT Ecommerce Forum, University of Pennsylvania, 1999. Š18Ë Malesevic., V., New paradigm of magement from commitment to innovation and sustainable competitive advantage, Management journal for theory and practice of management, Vol.
LL@(20642) Š19Ë Jednak S., Kragulj D., Economy base on knowledge base for growth and developmet, Management journal for theory and practice of management, Vol.15/57, pp. 5-13, 2010. => pp. 55-63, 2010. ~~~ Š19Ë Jednak S., Kragulj D., Economy base on knowledge base for growth and developmet, Management journal for theory and practice of management, Vol. ~~~ pp. 5-13, 2010.
LL@(20643) Š20Ë Hoffman D. L., Novak T. P., Chatterjee P., Commercial scenarios for the web: opportunities and challenges, Journal of Computer Mediated Communication, Special issue on Electronic Commerce. => Š20Ë Hoffman D. L., Novak T. P., Chatterjee P., Commercial scenarios for the web: opportunities and challenges, Journal of Computer Mediated Communication, Special issue on Electronic Commerce.
LL@(20644) 1(3), 1995. ~~~ Š21Ë Hoffman D. L., The evolution will not be televised: introduction to the special issue on Marketing Science and the Internet. => 1(3), 1995. Š21Ë Hoffman D. L., The evolution will not be televised: introduction to the special issue on Marketing Science and the Internet.
LL@(20645) Marketing Science, Journal of Computer Mediated Communication, Vol.19(1): 1-3, 2000. => Marketing Science, Journal of Computer Mediated Communication, Vol. ~~~ 1-3, 2000.
LL@(20646) Š22Ë Hoffman D. L., Novak T. P., Marketing in hypermedia computer-mediated environments: conceptual foundations, Journal of Marketing, Vol. 60(3): 50-68, 1996. => Š22Ë Hoffman D. L., Novak T. P., Marketing in hypermedia computer-mediated environments: conceptual foundations, Journal of Marketing, Vol. ~~~ 60(3):
LL@(20647) Š23Ë Hoffman D. L., Novak T. P., A new marketing paradigm for electronic commerce, The Information Society, Vol. 13(1-3): pp.43-54, 1997. => 50-68, 1996. ~~~ Š23Ë Hoffman D. L., Novak T. P., A new marketing paradigm for electronic commerce, The Information Society, Vol. ~~~ 13(1-3):
LL@(20648) Š24Ë Ghose S., Dou W., Interactive functions and their impacts on the appeal of Internet presence site, Journal of Advertising research, Vol. 3: 29-43, 1998. => pp.43-54, 1997. ~~~ Š24Ë Ghose S., Dou W., Interactive functions and their impacts on the appeal of Internet presence site, Journal of Advertising research, Vol.
LL@(20649) Š25Ë Haeckel S. H., About the nature and future of interactive marketing, Journal of Interactive Marketing, Vol.13(1): 55-65, 1998. => 3: 29-43, 1998. ~~~ Š25Ë Haeckel S. H., About the nature and future of interactive marketing, Journal of Interactive Marketing, Vol.
LL@(20650) Š26Ë Haque H., Tarofder A. K., Rahman S., Raquib M. A., Electronic transaction of Internet banking and its perception of Malaysian online customers, African Journal of Business Management, Vol. 3(6): 248-259, 2009. => 55-65, 1998. ~~~ Š26Ë Haque H., Tarofder A. K., Rahman S., Raquib M. A., Electronic transaction of Internet banking and its perception of Malaysian online customers, African Journal of Business Management, Vol. ~~~ 3(6):
LL@(20651) Š27Ë Haubl G., Trifts V., Consumer decision making in online shopping environments: the effects of interactive decision aids, Marketing Science, Vol. 19(1): 4 Biofuels and Their Impact on Carbon Footprint UDC: 005 Marjan Senegačnika, Drago Vuka, Nataša Petrovića, Sonja Išljamovićb, Veljko Jeremićb a University of Maribor, Faculty of Organizational Sciences b University of Belgrade, Faculty of Organizational Sciences Environmental purposes particularly lower carbon footprint are one of the crucial motives for introduction of alternative automotive fuels. => 248-259, 2009. ~~~ Š27Ë Haubl G., Trifts V., Consumer decision making in online shopping environments: the effects of interactive decision aids, Marketing Science, Vol. ~~~ 19(1): ~~~ 4-21, 2001. ~~~ Uticaj biogoriva na ugljenikov trag UDK: ~~~ 005 Marjan Senegačnika, Drago Vuka, Nataša Petrovićb, Sonja Išljamovićb, Veljko Jeremićb a Univerzitet u Mariboru, Facultet organizacionih nauka b Univerzitet u Beogradu, Facultet organizacionih nauka Pitanja zaštite životne sredine posebno smanjenje ugljenikovog traga predstavljaju jedan od ključnih motiva za uvođenje alternativnih pogonskih goriva u automobilskoj industriji.
LL@(20652) Biofuels were strongly favoured a couple of years ago not only because they present a highly evolutionary change and can gradually substitute conventional fossil derived fuels but they seemed also a highly environmentally friendly solution. => Pre nekoliko godina biogoriva su okupirala značajnu pažnju ne samo zato što predstavljaju revolucionarnu promenu i što mogu postepeno da zamene konvencionalna goriva fosilnog (organskog) porekla, već i zato što predstavljaju rešenje koje u velikoj meri pogoduje očuvanju životne sredine.
LL@(20653) However, it has become increasingly evident that an aggressive introduction of biofuels at any price can bring numerous negative environmental influences. => Međutim, sve više postaje jasno da uvođenje biogoriva po svaku cenu može da izazove i veliki broj negativnih posledica po okolinu.
LL@(20654) The present paper presents a comparison between environmental impacts of biofuels, conventional fossil derived fuels as well as some other ways of alternative fuels or driving modes (hydrogen and battery electrical vehicles). => U ovom radu porede se uticaji biogoriva, konvencionalnih goriva fosilnog porekla i nekih drugih alternativnih goriva i pogona (automobili na vodonik i električni automobili) na životnu sredinu. 1.
LL@(20655) 1. ~~~ Introduction In the last decade, alternative modes of automotive powering have become very interesting Š1Ë. => Uvod Alternativna pogonska sredstva za automobile postala su veoma interesantna tema tokom poslednje decenije Š1Ë.
LL@(20656) Although some economical or strategic-political reasons cannot be neglected, the main motives to favour alternative driving modes are without doubt environmental problems, particularly greenhouse effect and the related threat of climate changes Š2, 3Ë. => Postoje za to i neki strateški i politički razlozi, ali glavni motiv za prelazak na alternativne vrste goriva su svakako problemi očuvanja životne sredine, posebno efekat staklene bašte i s tim u vezi pretnja od klimatskih promena Š2, 3Ë.
LL@(20657) As a wide majority of cars nowadays are powered by petrol or diesel fuel, any other kinds of fuel - sometimes even gas - are designated as alternative fuels. => Kako velika većina automobila danas kao pogonsko gorivo koristi benzin ili dizel gorivo, svaka druga vrsta goriva ponekad i gas smatraju se alternativnim gorivima.
LL@(20658) However, particularly interesting modes of alternative vehicle powering are those which do not use fossil fuels as this is the most efficient way to reduce greenhouse gases emissions. => Posebno interesantan alternativni vid pogona je onaj koji ne koristi fosilna goriva, a to je i najefikasniji način da se spreči emisija gasova sa efektom staklene bašte.
LL@(20659) Climate change is increasingly recognized as a major challenge. => Klimatske promene se sve više posmatraju kao ozbiljna pretnja.
LL@(20660) It is widely accepted that the greenhouse gas (GHG) emissions caused by humans produce a negative impact on the environment. => Opšte je poznato da emisije gasova sa efektom staklene bašte (GHG) koje čovečanstvo oslobađa imaju negativan uticaj na životnu sredinu.
LL@(20661) The most important greenhouse gas, a product of human activity, is carbon dioxide (CO2). => Najznačajniji gas sa efektom staklene bašte, proizvod ljudske delatnosti, jeste ugljen-dioksid (CO2).
LL@(20662) Virtually all human activities cause the CO2 emissions that lead to climate change. => U stvari, sve ljudske aktivnosti imaju za posledicu emisiju CO2, a ona dovodi da klimatskih promena.
LL@(20663) By using electricity generated from fossil fuel power stations, burning gas for heating or driving a petrol or diesel car, every person is responsible for CO2 emissions. => Kad god koristi električnu stuju proizvedenu u elektranama na fosilno gorivo, greje se na gas ili vozi automobil sa benzinskim ili dizel motorom, čovek proizvodi emisije CO2.
LL@(20664) Furthermore, every product or service that humans consume indirectly creates CO2 emissions; energy is required for their production, transport and disposal. => Šta više, svaki proizvod ili usluga koja se pruži korisniku posredno je izvor emisije CO2, pošto je za njihovu proizvodnju, transport i odlaganje potrebna energija.
LL@(20665) These products and services may also cause emissions of other greenhouse gases. => Ovi proizvodi i usluge izazivaju i emisije drugih gasova sa efektom staklene bašte.
LL@(20666) Understanding and addressing the full range of our impact is crucial for the effects of climate change to be minimized. => Da bi se efekti klimatskih promena sveli na najmanju meru, neophodno je da shvatimo i da se počne sa rešavanjem problema koje stvaraju uticaji čoveka na životnu sredinu.
LL@(20667) Carbon footprint is a measure of the impact human activities leave on the environment in terms of the amount of green house gases produced, measured in units of carbon dioxide Š4Ë. => Ugljenikov trag predstavlja meru uticaja koju ljudi svojim aktivnostima imaju na životnu sredinu u smislu količine proizvedenih gasova sa efektom staklene bašte, izraženu u jedinici ugljen dioksidaŠ4Ë.
LL@(20668) It is meant to be useful for individuals and organizations to conceptualize their personal or organizational impact in contributing to global warming. => Ova mera je uvedena kao pomoć pojedincima i organizacijama da odrede svoj lični ili organizacioni uticaj na globalno zagrevanje.
LL@(20669) Carbon footprint is the total amount of greenhouse gases produced to directly and indirectly support human activities, usually expressed in equivalent tons of carbon dioxide (CO2), Š5, 6Ë. => Koncentracija ugljenika predstavlja ukupnu količinu gasova sa efektom staklene bašte koji nastaju u procesima kojima se neposredno ili posredno podržavaju ljudske aktivnosti, a obično se izražava u tonama ugljen-dioksida (CO2), Š5, 6Ë.
LL@(20670) In other words: When one drives a car, the engine burns fuel which creates a certain amount of CO2, depending on its fuel consumption and the driving distance and when homes are heated using oil, gas or coal, then CO2 is also generated. => Drugim rečima, kad se koristi automobil, mašina sagoreva gorivo koje stvara određenu količinu CO2, u zavisnosti od načina na koji troši gorivo i od razdaljine koju prelazi, a kada se nafta, gas ili ugalj koriste za zagrevanje kuća, takođe se oslobađa CO2.
LL@(20671) Even if the house is heated by electricity, the generation of the electrical power may also have emitted a certain amount of CO2 or when buyingy food and goods, this means that the production of the food and goods also emitted some quantities of CO2. => Čak i kada se domovi zagrevaju pomoću električne struje, proizvodnja električne energije je svakako mogla da doprinese emisiji određene količine CO2, a kad se kupuje hrana ili druga dobra, tokom proizvodnje tih dobara i hrane takođe se oslobađaju neke količine CO2.
LL@(20672) The carbon footprint is the sum of all emissions of CO2 (carbon dioxide), which was induced by human activities in a given time frame. => Ugljenikov trag je stoga zbir svih emisija CO2 (ugljen-dioksida) izazvana delovanjem čoveka u datom vremenskom periodu.
LL@(20673) Usually a carbon footprint is calculated for the time period of a year. => Trag ugljenika se obično i izračunava za određeni period u godini.
LL@(20674) Currently, carbon dioxide emissions represent the most significant human demand on the biosphere. => U ovom trenutku, emisije ugljen-dioksida predstavljaju najznačajniji negativni uticaj koji čovek vrši na biosferu.
LL@(20675) As the largest component of the Ecological Footprint, any methodological changes made in calculating the carbon footprint have the potential of significantly changing the total footprint, Figure 1. => Pošto je CO2 najobimniji sastojak ekološke stope zagađenja, svaka promena metodologije u izračunavanju ugljenikovog traga može u značajnoj meri da izmeni strukturu ukupnog traga, slika 1. 1.750 litara benzina, Š10Ë.
LL@(20676) The carbon footprint is calculated by estimating how much natural sequestration is necessary in the absence of sequestration by human means. => 
LL@(20677) In 2009, 1 global hectare could absorb the CO2 released by burning approximately 1,750 liters of gasoline, Š10Ë. Calculating the footprint of carbon emissions in this way does not imply that biomass carbon sequestration is the key to resolving global climate change. => Ovakav postupak izračunavanja stope emisija ugljenika ne znači da izdvajanje ugljenika iz biomase predstavlja rešenje za globalne promene klime.
LL@(20678) Rather the opposite: it shows that the biosphere has insufficient capacity to cope with current levels of CO2 emissions. => Pre će biti obrnuto: pokazuje da biosfera ne raspolaže dovoljnim kapacitetima da se izbori sa nivoom emisije CO2.
LL@(20679) As forests mature, their CO2 sequestration rate approaches zero. => Kako šume postaju starije, izdvajanje CO2 se približava vrednosti nula.
LL@(20680) If these forests are degraded or cleared, they become net emitters of CO2. => Ako se ove šume uništavaju ili raskrče, postaju čisti emiteri CO2.
LL@(20681) Carbon emissions from sources other than fossil fuel combustion are now incorporated in the National Footprint Accounts. => Emisije ugljenika iz drugih izvora, ne samo iz sagorevanja fosilnih goriva sada su ubeležene u Izveštaje o nacionalnoj stopi emisije zagađenja.
LL@(20682) These include fugitive emissions from the flaring of gas in oil and natural gas production, carbon released by chemical reactions in cement production and emissions from tropical forest fires. => Ovi izveštaji obuhvataju i emisije gasova koji izlaze i gore u procesu proizvodnje nafte i prirodnog gasa, ugljenik oslobođen tokom hemijskih reakcija u proizvodnji cementa i emisije nastale u požarima u tropskim šumama.
LL@(20683)  => Na tabeli 1. prikazana je emisija CO2 za najčešće korišćena goriva:
LL@(20684) Table 1 below presents the emission of CO2 for the most commonly used fuels: fuel type unit CO2 emitted per unit Petrol Gasoline Diesel 1 liter 1 liter 1 liter Oil (heating) 1 liter 2.3 kg 2.3 kg 2.7 kg 3 kg Table 1- CO2 emission per unit of fuel Š7,14Ë Parameters from Table1 in every day life can be presented as a more realistic example: if a car consumes 8 litres of diesel per 100 km, then a ride of 500 km distance consumes 5 x 8 = 40 litres diesel, which adds 40 x 2.7 kg = 108 kg CO2 to ones personal carbon footprint, Š11Ë. 2. => Tip goriva jedinica CO2 emitovan po jedinici Benzin 1 litar 2,3 kg Gazolin 1 litar 2,3 kg Dizel 1 litar 2,7 kg Nafta (za grejanje) 1 litar 3 kg Tabela 1. ~~~ Emisija po jedinici goriva Š7, 14Ë Parametri iz tabele 1 se u svakodnevnom životu mogu predstaviti mnogo realističnije: ako automobil troši 8 litara dizela na 100 km, potrošiće 5 x 8 = 40 litara dizela da bi prešao rastojanje od 500 km, što ugljenikovom tragu koji stvara pojedinac dodaje 40 x 2,7 kg = 108 kg, Š11Ë. 2.
LL@(20685) Comparison of alternative driving modes A couple of years ago two kinds of alternative fuels attracted major attention: hydrogen and biofuels. => Poređenje alternativnih načina vožnje Pre nekoliko godina veliku pažnju su privukle dve vrste alternativnih goriva: vodonik i biogorivo.
LL@(20686) These are two very different kinds of fuels. ~~~ Hydrogen can be used in two ways in conventional internal combustion engines or in fuel cells. => Vodonik se može koristiti na dva načina: u konvencionalnim motorima sa unutrašnjim sagorevanjem ili u gorivnim ćelijama.
LL@(20687) The majority of automotive companies investigated particularly fuel cells. => Većina automobilskih kompanija posebno se okrenula istraživanju gorivnih ćelija.
LL@(20688) However, notwithstanding the mode in which hydrogen will be used in the engine, its introduction in the wide use would represent a revolutionary change and is connected with many logistic problems. => Ipak, bez obzira na to kako će se vodonik koristiti u motoru, njegova široka primena će predstavljati revolucionarnu promenu i povezana je sa velikim brojem logističkih problema.
LL@(20689) The network of Figure 1. => Mreža pumpi za snabdevanje vozila vodoničnim gorivom još ne postoji i tek treba da se us Slika 1.
LL@(20690) - Carbon footprint as a component of Ecological footprint, Š7Ë According the Ecological Footprint Atlas the carbon footprint is calculated as the amount of forest land required to absorb given carbon emissions, Š8Ë. => Ugljenikov trag kao sastavni deo ekološke stope zagađenja, Š7Ë Prema Atlasu ekološke stope zagađenja, ugljenikov trag se izračunava kao količina zemljišta pod šumom potrebna da apsorbuje emisije ugljenika, Š8Ë.
LL@(20691) It is the largest portion of humanitys current footprint in some countries though, it is a minor contribution to their overall footprint. => On predstavlja najveći deo ukupnog zagađenja u svetu danas mada u nekim zemljama čini manji deo ukupnog zagađenja koje te zemlje proizvode.
LL@(20692) The first step in calculating the carbon footprint is to sum the atmospheric emissions of CO2 from burning fossil fuels, land-use change (deforestation, for example), and emissions from the international transport of passengers and freight. => Prvi korak u izračunavanju ugljenikovog traga obuhvata sabiranje svih emisija CO2 kao proizvoda sagorevenja fosilnih goriva, promene namene zemljišta (seča šuma, na primer) i emisije nastale u međunarodnom saobraćaju ljudi i robe.
LL@(20693) This total is the amount of anthropogenic emissions of CO2 into the global atmosphere in a given year. => Ovaj ukupni zbir predstavlja količinu antropogenih emisija CO2 u globalnu atmosferu u datoj godini.
LL@(20694) Second, after subtracting the amount of CO2 sequestered in the worlds oceans each year from the anthropogenic total, the remaining CO2 is translated into the amount of bio productive forest that would be needed to store it that year, Š9Ë. => Drugo, kada se od ovog antropogenog zbira oduzme količina CO2 koja se godišnje izdvaja iz svih okenana na planeti, preostali CO2 prevodi se u količinu bioproduktivne šume potrebne da ovaj gas zadrži u toj godini, Š9Ë.
LL@(20695) Since timber harvest leads to a release of the stocked carbon, using forest land for carbon sequestration and using it for timber or fuel-wood provision are considered to be mutually exclusive activities. => Pošto se sečom drvne građe oslobađa ovaj ugljenik, korišćenje šuma za izdvajanje ugljenika potpuno je nespojivo sa korišćenjem tih istih šuma za proizvodnju drvne građe ili drva za ogrev.
LL@(20696) Figure 2 Carbon footprint by country Š12Ë Observing carbon footprint at a global level, it can be concluded that the countries with the highest carbon footprint are the same countries that have the largest ecological footprint, such as the United States of America, China, India, while the lowest carbon footprint is characteristic of African countries, Figure 2, Š7Ë. hydrogen filling stations has not been organized yet and should be established. => Slika 2. ~~~ Ugljenikov trag po pojedinačnim zemljama Š12Ë Kada se ugljenikov trag posmatra na globalnoj ravni, zapaža se da su zemlje koje imaju najviši nivo gljenikovog traga one iste zemlje koje imaju i najvišu ekološku stopu zagađenja SAD, Kina, Indija, a da najniži ugljenikov trag imaju afričke zemlje, slika 2, Š7Ë. ~~~ Ugljenikov trag se izračunava tako što se proračuna koliko je prirodnog izdvajanja (sekvestracije) potrebno u odsustvu izdvajanja pod uticajem ljudskih aktivnosti. ~~~ Godine 2009., 1 hektar je mogao da apsorbuje količinu CO2 koja se oslobađala sagorevanjem oko postavi.
LL@(20697) As hydrogen, at standard conditions, exhibits a very low energetic value per volume unit it should be used at very high pressure (350-700 bar) or at extremely low temperatures (-253 C o) which is connected with considerable technical difficulties as well as with certain safety problems. => Pošto vodonik u standardnim uslovima ima veoma nisku energetsku vrednost po jedinici zapremine, treba da se koristi pod veoma visokim pritiskom (350-700 bara) ili na veoma niskoj temperaturi (-253oC) što predstavlja prilično veliki problem u tehničkom smislu, kao i određene probleme za bezbednost.
LL@(20698) Another problem is the fact that hydrogen on the Earth practically does not exist in elementary form and should be produced. => Drugi problem jeste taj da na Zemlji vodonik praktično ne postoji u elementarnom stanju i da ga tek treba proizvesti.
LL@(20699) The electrolysis of water is assumed to be the most appropriate way of hydrogen production. => Smatra se da je najbolji način za proizvodnju vodonika elektroliza.
LL@(20700) However, if the electricity used in this process would be derived from thermal power plants there will be no net reduction of greenhouse gases emissions. => Ali, ako se električna energija koja se koristi u ovom procesu dobija iz termoelektrana, emisije gasova sa efektom staklene bašte u stvari se neće smanjiti.
LL@(20701) On the other hand, introduction of biofuels does by no means require so drastic changes and can be performed gradually. => S druge strane, uvođenje biogoriva u upotrebu ne zahteva toliko drastične promene i može da se sprovodi postepeno.
LL@(20702) Biofuels can be used in pure form or can be mixed with fossil fuels in practically any ratios. => Biogoriva se mogu koristiti u čistom obliku ili se mogu mešati sa fosilnim gorivima praktično u svakom odnosu.
LL@(20703) Only modest technical alterations of engine are necessary and when the share of biofuel is less than 5 per cent any modifications of engine are not required at all. => Za ovo su potrebne samo male izmene na motoru, a ako je udeo biogoriva manji od 5%, nisu potrebne nikakve izmene.
LL@(20704) Also, when considering the logistic aspects such as fuel delivery and the network of filling stations, the situation is much less complicated. => Takođe, kad se posmatraju logistički aspekti kao što je doprema goriva i mreža pumpi, situacija je mnogo manje složena.
LL@(20705) The fact that biofuels are biodegradable may cause certain problems due to their limited stability. => Činjenica da je biogorivo biorazgradivo donekle može da predstavlja problem zato što je onda stabilnost ovih goriva slabija.
LL@(20706) On the other hand, in the case of some accidents such as fuel spilling, this presents even an advantage and reduces environmental risk. => S druge strane, u slučaju nesreća kao što je izlivanje goriva, ovo čak predstavlja prednost i smanjuje rizik po životnu sredinu.
LL@(20707) A few years ago there was much news about research in the field of hydrogen automotive powering as well as the research related to the systematic introduction of biofuels but relatively scarce were notices about battery electric vehicles (BEV). => Pre nekoliko godina u centru pažnje su često bila istraživanja u vezi sa vodonikom kao pogonskim gorivom, kao i istraživanja u vezi sa sistemskim uvođenjem biogoriva, ali je bilo relativno malo vesti o tzv. vozilu na električni pogon (BEV).
LL@(20708) In the very last period the situation changed dramatically as BEV have become the main alternatives to conventional vehicles. => U poslednje vreme situacija se dramatično promenila pošto su BEV vozila postala glavna alternativa konvencionalnim tipovima vozila.
LL@(20709) It should be mentioned that electricl automobiles as well as the use of biofuels in the internal combustion engines (and contrary to the hydrogen vehicles) do not present any real novelty as both are known practically from the beginning of the automobile era. => Treba napomenuti da električni automobili i primena biogoriva u motorima sa unutrašnjim sagorevanjem (nasuprot vozilima na vodonični pogon) ne predstavljaju nikakvu stvarnu novost pošto se za obe ove vrste zna praktično od početka automobilske ere.
LL@(20710) However, because of relatively low price of oil the internal combustion engines powered by oil derivatives almost completely prevailed after 1920s until nowadays. => Ipak, zbog relativno niske cene nafte koja se koristi u motorima sa unutrašnjim sagorevanjem koji troše derivate nafte, ovi derivati su skoro sasvim preovladali nakon 1920.
LL@(20711)  => godine i to traje sve do današnjih dana. 3.
LL@(20712) 3. ~~~ Emissions of oil derivatives The problem of oil derivatives is that their combustion results in considerable atmospheric pollution. => Emisije iz naftnih derivata Problem s naftnim derivatima jeste taj što njihovim sagorevanjem dolazi do velikog zagađenja atmosfere.
LL@(20713) Classical pollutants such as carbon monoxide (CO), hydrocarbons (HC), nitrogen oxides (NOx) and particulates (PM) aggravate air quality and exhibit nox ious influence on human health. => Klasični zagađivači kao što su ugljen monoksid (CO), ugljovodonik (HC), azotni oksidi (NOx) i čestični materijali (PM) ugrožavaju kvalitet vazduha i imaju poguban uticaj na ljudsko zdravlje.
LL@(20714) This fact has been known for decades. => Za ovo se zna već decenijama.
LL@(20715) Over many years of systematic investigations emission control devices were developed which enable considerable reduction of emissions. => Tokom decenija sistematskih istraživanja razvijeni su uređaji za kontrolu emisije čime se postiglo značajno smanjenje emisija.
LL@(20716) A typical modern three-way catalytic converter therefore reduces tail-pipe emissions by 95-99 per cent Š12Ë. => Tako tipični trokraki konvertor smanjuje emisiju iz auspuha za 9599% Š12Ë.
LL@(20717) By compression ignition (diesel) engines particulates (PM) present a particular problem but their emissions can be lowered by adequate particulate filters. => Kod komprimovanog paljenja (dizel), čestice iz motora (PM) predstavljaju poseban problem, ali njihova emisija se može smanjiti postavljenjem odgovarajućih filtera.
LL@(20718) The impressive progress in the efficiency of emission control devices can be observed from the EURO standard series which permanently lower the permitted emission levels of particular pollutants. => Značajan napredak u razvoju uređaja za efikasnu kontrolu emisija vidi se i u seriji EURO standarda kojima se stalno smanjuje dozvoljeni nivo emisije određenih zagađivača.
LL@(20719) However, in spite of all these facts, poor quality of air is still a great problem in the areas with heavy traffic. => Ipak, uprkos svim ovim činjenicama, slab kvalitet vazduha još uvek predstavlja veliki problem u oblastima u kojima je saobraćaj naročito gust.
LL@(20720) The improved capacities of emission control systems are often lost because of increased traffic density. => Poboljšani kvalitet sistema za kontrolu emisija obično se ne vidi zbog sve veće gustine saobraćaja.
LL@(20721) Carbon dioxide, as the main contributor to the anthropogenic greenhouse effect, is a different problem. => Drugačiji problem je ugljen-dioksid kao glavni element efekta staklene bašte antropogenog karaktera.
LL@(20722) Since carbon dioxide is not harmful for human organism its emissions did have not attracted any attention for many years. => Pošto ugljen-dioksid nije štetan za ljudski organizam, emisije ovog gasa godinama upošte nisu privlačile ppažnju.
LL@(20723) Yet, when the consequences of greenhouse effect and undesired climatic changes were observed the situation has changed. => Situacija se promenila kada su uočene prve posledice efekata staklene bašte i neželjene promene klime.
LL@(20724) However, carbon dioxide is the final product of the combustion of any fuel containing carbon. => Ugljen-dioksid je finalni prozvod sagorevanja svakog goriva koje sadrži ugljenik.
LL@(20725) Therefore, its emissions cannot be lowered by any catalytic converter or filtering system that have proved to be very efficient in the case of classical pollutants. => Stoga se njegove emisije ne mogu smanjiti pomoću konvertora katalizatora ili sistema filtra što je bilo efikasno u slučaju klasičnih zagađivača.
LL@(20726) The only way to reduce carbon dioxide emissions is to lower fuel consumption or use alternative fuels. => Jedini način da se smanje emisije ugljen-dioksida jeste da se smanji potrošnja goriva ili da se koriste alternativna goriva.
LL@(20727) When searching new kinds of fuels from the environmental point of view it is important that the fuel produce as low degree of emissions as possible. => Kada se traže nove vrste goriva, sa ekološke tačke gledišta je važno da određeno gorivo proizvodi što je manje moguću emisiju štetnih gasova.
LL@(20728) This holds for classical pollutants as well as for greenhouse gases. => To se odnosi na klasične zagađivače kao i na gasove sa efektom staklene bašte.
LL@(20729) However, it is often not so easy to compare different fuels. => 
LL@(20730) To get a real picture of emissions the entire fuel life cycle has to be taken into consideration (fuel production, logistic activities) and not only tail pipe emissions. => Da bi se stakla prava slika o emisiji, mora se uzeti u obzir čitav životni ciklus goriva (proizvodnja goriva, poslovi logistike), ne samo izduvni gasovi iz vozila. 4.
LL@(20731) 4. ~~~ Emissions of biofuels Classical pollutants (carbon monoxide, hydrocarbons, and particulates) are present in the exhaust due to incomplete process of fuel combustion meanwhile nitrogen oxides are formed in the engine at high temperatures by oxygen and nitrogen from the air. => Emisija iz biogoriva Klasični zagađivači (ugljen-monoksid, ugljovodonici i čestice) prisutni su u izduvnim gasovima zato što proces sagorevanja goriva nije kompletan, dok azotne okside u motoru grade kiseonik i azot iz vazduha na visokoj temperaturi.
LL@(20732) All these processes cannot be avoided in the case of biofuels, either. => Ovi procesi se ne mogu izbeći ni kad je biogorivo u pitanju.
LL@(20733) However, biofuels exhibit lower emissions of classical pollutants (except in the case of nitrogen oxide) as can be seen from the Figure 1 which represents the comparison of emissions for biodiesel and fossil derived diesel fuel. simplified The process shown in Figure 4.b, of course, presents only a very theoretical picture. => Ipak, kod biogoriva emisije klasičnih zagađivača su niže (osim u slučaju azotnog oksida) što se vidi iz slike 1 na kojoj je predstavljeno poređenje između biodizela i dizel goriva fosilnog porekla. ~~~ Proces prikazan na slici 4b, naravno, predstavlja samo veoma pojednostavljenu teorijsku sliku.
LL@(20734) Unfortunately, in case of biofuels certain net emissions of carbon dioxide as well as other greenhouse gases (methane /CH4/ and nitrous oxide /N2O/) also appear. => Nažalost, u slučaju biogoriva takođe dolazi do određenih neto emisija ugljen-dioksida kao i drugih gasova sa efektom staklene bašte (metana /CH4/ i azot-suboksida /N2O/).
LL@(20735) However, the degree of these emissions strongly depends on the source from which biofuel is produced as well as from the mode of production. => Ipak, stepen ovih emisija u velikoj meri zavisi od izvora iz koga se biogorivo dobija kao i od načina proizvodnje.
LL@(20736) Various activities necessary for biofuel production require certain energy intake. => Različite aktivnosti neophodne u proizvodnji biogoriva zahtevaju određeni utrošak energije.
LL@(20737) When this energy is derived from fossil fuels, certain emissions of carbon dioxide are produced. => Kada se ta energija dobija iz fosilnih goriva, posledica su i određene emisije ugljen-dioksida.
LL@(20738) As mentioned, from the environmental point of view, one of the most important goals of biofuels use are the reduced emissions of greenhouse gases (GHG emissions). => Kako je već pomenuto, sa ekološke tačke gledišta, jedan od najvažnijih ciljeva u primeni biogoriva jesu smanjene emisije gasova sa efektom staklene bašte (GHG emisije).
LL@(20739) It is often not easy to estimate the real reduction extent of GHG emissions when fossil fuels (petrol or diesel fuel) are substituted with certain kinds of biofuel. => Često nije lako proceniti koliko je stvarno smanjenje emisija GHG kada se fosilna goriva (benzin ili dizel gorivo) zamene određenim vrstama biogoriva.
LL@(20740) For this purpose the entire fuel life cycle has to be studied carefully. => Stoga treba pažljivo proučiti ceo životni ciklus goriva.
LL@(20741) A precise balance of GHG emissions should be done for every life cycle step Š15-19Ë. => Za svaki korak u svakom životnom ciklusu treba odrediti preciznu ravnotežu GHG emisija Š15-19Ë.
LL@(20742) The European Union strongly supported the use of biofuels setting a clear target for 2020 that 10 per cents of total fuel quantity used in transportation should come from renewable sources. => Evropska unija je snažno podržala primenu biogoriva i postavila jasan cilj da do 2020, godine 10% ukupne količine goriva koje se koristi u saobraćaju treba da se dobija iz obnovljivih izvora.
LL@(20743) Besides the environmental aspects this should also have some other positive consequences such as reducing the dependence on imported oil and offering prosperity for natural agriculture. => Pored ekoloških, ovo svakako treba da ima i neke druge pozitivne posledice kao što je manja zavisnost od uvoznog goriva i napredak organske poljoprivrede.
LL@(20744) However, it has become more and more evident that biofuels are not always beneficial for the environment. => Ipak, sve je očiglednije da biogoriva nemaju uvek povoljan uticaj na životnu sredinu.
LL@(20745) Intensive agriculture with the use of large quantities of fertilizers and protecting agents demands considerable energetic input and produces high degree of pollution. => Intenzivna poljoprivreda u kojoj se koriste velike količine đubriva i zaštitnih sredstava zahteva prilično obimno ulaganje energije i proizvodi visok stepen zagađenja.
LL@(20746) The actual reduction of greenhouse gases emissions is often modest or sometimes even doubtful. => Stvarno smanjenje emisije gasova sa efektom staklene bašte često je skromno, a ponekad i sumnjivo.
LL@(20747) According to some estimations certain kinds of biofuels even produce higher degree of greenhouse gases emissions than fossil fuels. => Po nekim procenama, neke vrste biogoriva čak proizvode veće emisije gasova sa efektom staklene bašte nego fosilna goriva.
LL@(20748) In addition, some other negative environmental as well as social and economical consequences appear such as soil and ground water pollution, diminished biodiversity, increasing food prices and aggravating of starvation problems in the third world countries. => Pored toga, javljaju se i neke druge negativne ekološke, a i društveno-ekonomske posledice, kao što je zagađenje zemljišta i podzemnih voda, smanjeni biodiverzitet, sve skuplja hrana i sve ozbiljniji problem gladi u zemljama trećeg sveta.
LL@(20749) Therefore, the EU has made a certain revision of its policy in the field of biofuels Š20Ë. => Stoga je EU unekoliko revidirala svoju politiku u oblasti biogoriva Š20Ë.
LL@(20750) The target value for 2020 is still valid, however, the demand that biofuels must be produced in a sustainable way is strongly emphasized. => Ciljna vrednost za 2020. godinu još uvek važi, ali se snažno naglašava zahtev da biogoriva treba proizvoditi na održivi način.
LL@(20751) Biofuel should reduce actual greenhouse gases emissions reduction when compared to fossil fuels by at least 35 per cent. => Biogorivo treba da smanji stvarne efekte emisija gasova sa efektom staklene bašte za 35% u poređenju sa fosilnim gorivima.
LL@(20752) In the period after 2017, this will increase to 60 per cent Š15-20Ë. Figure 3. => U periodu posle 2017. godine, ova vrednost će porasti na 60%. ~~~ Slika 3.
LL@(20753) Changes in emissions of various pollutants when conventional diesel is substituted by pure biodiesel (B100) or mixture containing 80 per cent of petrodiesel and 20 per cent of biodiesel (B20). => Promene u emisiji različitih zagađivača kad se konvencionalno dizel gorivo zameni čistim biodizelom (B100) ili mešavinom od 80% petrodizela i 20% biodizela (B20).
LL@(20754) Pollutants are designated with abbreviations: HC total hydrocarbons, CO carbon monoxide, PM particulate matter, NOx nitrogen oxides and PAHC polyaromatic hydrocarbons Š13Ë When considering emissions of carbon dioxide, biofuels are viewed as carbon neutral fuels this means that they do not produce any net emissions of carbon dioxide. => Zagađivači su označeni skraćenicama: ~~~ HC ukupni ugljovodonici, CO ugljen-monok sid, PM čestični materijal, NOX azotni oksidi i PAHC poliaromatični ugljovodonici Š13Ë Kada se posmatraju emisije ugljen-dioksida, smatra se da su biogoriva goriva u kojima nema ugljenika to znači da ona uopšte ne emituju ugljen-dioksid.
LL@(20755) Carbon dioxide which is emitted into atmosphere during fuel combustion (and in the case of bioethanol also in the fermentation process) is sequestered from the atmosphere in the course of photosynthetic process during the growth of the plants which are used for biofuel production. => Ugljendioksid koji se emituje u atmosferu u procesu sagorevanja goriva (a u slučaju bioetanola u procesu fermentacije) izdvaja se iz atmosfere tokom procesa fotosinteze pomoću koje rastu biljke koje se koriste za proizvodnju biogoriva.
LL@(20756) Therefore, in case of biofuels, there is some kind of carbon dioxide recycling contrary to the use of fossil fuels which produce pure intake of carbon dioxide into the atmosphere as shown in Figure 4. => Stoga u slučaju biogoriva postoji i jedan proces recikliranja ugljen-dioksida za razliku od slučajeva korišćenja fosilnih goriva kada se u atmosferu oslobađa čisti ugljen-dioksid, kako je prikazano na slici 4.
LL@(20757) Figure 4. => Slika 4.
LL@(20758) Simplified carbon dioxide balance a) for oil derivatives (fossil fuels) and b) for bioethanol Š14Ë. a) b) plant raw materials. => Pojednostavljeni prikaz ravnoteže ugljen-dioksida a) za derivate nafte (fosilna goriva) i b) za bioetanol Š14Ë su proizvodnje bioetanola moguće je koristiti bilo koju sirovinu biljnog porekla.
LL@(20759) The resources for fuel production can be any plant waste materials (as are by example corn stalks and leaves), waste from wood industry (woodchips, sawdust) or some perennial grasses (switch grass, miscanthus etc.) growing on poor quality soil not applicable for many other agricultural purposes. => Kao izvori za proizvodnju goriva mogu da posluže otpadni delovi biljaka (na primer, stabljike i listovi kukuruza), otpadne materije u drvnoj industriji (iverje drveta, drvna prašina od testerisanja) ili neke višegodišnje biljke (kadulja, miskant, itd) koje uspevaju na zemljištu niskog kvaliteta koje nije pogodno za druge poljoprivredne procese.
LL@(20760) The biodiesel produced from algae is often designated as a third generation biofuel. => Biodizel dobijen iz algi obično se naziva biogorivom treće generacije.
LL@(20761) Algae grow very fast and do not require fertile soil but only sunlight and carbon dioxide. => Alge rastu veoma velikom brzinom i ne zahtevaju plodno zemljište, već samo sunce i ugljen-dioksid.
LL@(20762) It is possible to use carbon dioxide from power plants or heating stations. => Za to se može koristiti ugljen-dioksid iz elektrana ili toplana.
LL@(20763) Algae offer the highest yield per area unit as can be seen from Figure 3 Š20Ë. 5. => Alge daju najviše goriva po jedinici površine kako je i prikazano na slici 5Š20Ë. 5.
LL@(20764) Biofuels of first, second and third generations Biofuels are commercially produced from agricultural producce conventionally purposed for human food and/or animal feed these are the so-called biofuels of the first generation. => Biogoriva prve, druge i treće generacije Biogoriva se proizvode u komercijalne svrhe od poljoprivrednih proizvoda čija je konvencionalna namena da budu hrana za ljude ili životinje to su tzv. biogoriva prve generacije.
LL@(20765) An increased demand for these products will thus cause rise of food prices or even provoke disturbances in the food provision chain. => Povećana potražnja za ovim proizvodima stoga će prouzrokovati porast cena hrane i čak poremećaje u lancu proizvodnje hrane.
LL@(20766) Besides, an intensive agriculture requires considerable energy input and an intensive use of fertilizers and protection agents typical example are corn, soybean and also oil turnip. => Pored toga, intenzivna poljoprivreda zahteva da se u nju uloži značajna količina energije i da se intenzivno koristi đubrivo i sredstva za zaštitu tipični primeri su kukuruz, sojino seme i uljana repica.
LL@(20767) The production of biofuels from these sources is often characterized by low net energy output (as can be seen from Table 2) and scarce or even doubtful reduction in greenhouse gases emissions. => Proizvodnja biogoriva iz ovih izvora često se odlikuje niskim proizvodom neto energije (kako se vidi na tabeli 2) i niskim ili čak diskutabilnim smanjenjem emisije gasova sa efektom staklene bašte.
LL@(20768) Bioethanol from sugar cane, on the other hand, is distinguished by excellent energy output thus enabling considerable GHG emissions reduction. => Bioetanol iz šećerne trske, s druge strane, daje veliku količinu energije i u značajnoj meri smanjuje GHG emisije.
LL@(20769) This proved very successful for decades in Brazil as this country in this way avoided energetic dependence from the imported oil. => Ovo se pokazalo veoma korisnim u Brazilu, jer ova zemlja decenijama nije zavisila od uvoza energenata.
LL@(20770) Unfortunately, sugar cane requires tropic or at least subtropics climatic conditions and therefore is not an adequate culture for European countries. s e c r u o s e R l e u f o b r o f i n o i t c u d o r p f o e p y T l e u f o b i Sugar cane Corn Oil turnip Lygnocellulosis Bioethanol Algae Bioethanol Bioethanol Biodiesel Biodiesel . t a r e n e g l e u f o B i 1. ~~~ 1. => Nažalost, za uzgoj šećerne trske potrebna je tropska ili bar suptropska klima, tako da ova kultura ne može da se gaji u evropskim zemljama. a v i r o g o b i a j i c a r e n e G 1. u j n d o v z i o r p a v i r o g o b a z i s r u s e R [ećerna i repa 1. 1. 2. 3.
LL@(20771) 1. ~~~ 2. ~~~ 3. / t u p t u o y g r e n E o i t a r t u p n I 1,3 2,5 2-36 - y r t n u o C Brazil USA EU * * Table 2. => Kukuruz Uljana repica Drvna celuloza Alge a v i r o g o b i i p T a j l m e Z a t u p t u a / a t u p n i s s o n d O e j i g r e n e Bioetanol Brazil Bioetanol USA Biodizel EU Bioetanol Biodizel * * 1,3 2,5 2-36 - Tabela 2.
LL@(20772) Comparison of biofuels produced from various sources (* - not yet available on the commercial scale). => Poređenje za biogoriva proizvedena iz različitih izvora (*- još nisu dostupna u komercijalnoj upotrebi) Biogoriva druge i treće generacije omogućavaju da se izbegne problem rivaliteta između proizvodnje hrane i proizvodnje goriva.
LL@(20773) Biofuels of the second and third generations offer the possibilities to avoid competition between food and energy production. => U proizvodnji goriva druge i treće generacije ne koriste se jestivi delovi biljaka, niti postoji borba sa industrijom hrane oko obradivog zemljišta.
LL@(20774) The production of biofuels of the second and third generations does not use edible parts of plants nor competes with food production for arable land and thus presents a promising solution for future. => Stoga ovo predstavlja dobro rešenje za budućnost.
LL@(20775) Unfortunately, these processes are currently developed on the laboratory scale and are not yet ready for the commercial level. => Nažalost, ovi procesi se danas razvijaju samo na laboratorijskom nivou i još nisu spremni za komercijalnu upotrebu.
LL@(20776) Bioethanol produced from lignocelluloses is designated as a second generation biofuel. => Bioetanol proizveden iz drvne celuloze označan je kao biogorivo druge generacije.
LL@(20777) As celluloses is the most abundant organic compound in the nature this process enables bioethanol production from different kinds of Figure 3. => Pošto je celuloza u prirodi zastupljena više od bilo kog drugog izvora, u proce Slika 5.
LL@(20778) Biodiesel yield per area unit (liters/hectare) for various species: 1 - algae, 2 - coconut, 3 - oil palm, 4 - rapeseed, 5 - soybean, 6 - peanut, 7 sunflower, based on the literature data Š20Ë 6. => Količina biodizela po jedinici površine (litar/hektar) za rezličite vrste: ~~~ 1 alge, 2 kokos, 3 uljana palma, 4 seme repice, 5 soja, 6 kikiriki, 7 suncokret, na osnovu podataka iz literature Š20Ë. 6.
LL@(20779) Life cycle analysis As mentioned above, it is of crucial importance to make a precise life cycle analysis for a particular kind of biofuel. => Analiza životnog ciklusa Od velike je važnosti da se izvrši precizna analiza životnog ciklusa za svako biogorivo posebno.
LL@(20780) Energy balance as well as balance of GHG emissions should be calculated. => Treba izračunati energetsku ravnotežu kao i ravnotežu emisija GHG.
LL@(20781) All activities which appear in the process have to be taken into consideration to get a correct picture. => Da bi se dobila tačna predstava, treba uzeti u obzir sve aktivnosti koje se javljaju procesu ciklusa biogoriva.
LL@(20782) For example, for the cultivation of oil turnip neutral pH of the soil (7.0) is optimal. => Na primer, za gajenje uljane repice optimalna pH vrednost zemljišta je neutralna vrednost (7,0).
LL@(20783) In the case of acidic soil lime is often added to increase the soil pH. => Ako je zemljište kiselo, često se dodaje kreč da bi se povećala pH vrednost.
LL@(20784) However, according to Thamsiriroj and Murphy Š15Ë, if contribution of lime is not considered in calculating the balance, the estimation is not correct as lime production and transportation has some influence on the energy balance and considerable impact on GHG emissions balance. => Ipak, kako naglašavaju Thamsiriroj i Murphy Š15Ë, ako se kreč ne uračuna u tu ravnotežu, proračun nije tačan, pošto proizvodnja i transport kreča imaju određeni uticaj na energetsku ravnotežu i značajan uticaj na ravnotežu GHG emisije.
LL@(20785) The EU Directive clearly defines the procedure to calculate the total (net) emissions produced from the use of the fuel Š9Ë. Emissions are calculated when emission savings are subtracted from emissions produced EE E = − (1) prod sav Table 3 shows various contributions to emissions produced by the fuel production and use (Eprod) as well as energy savings (Esav) due to the use of biofuels. => U Direktivi EU jasno se definiše postupak kojim se određuju ukupne (neto) emisije koje nastaju prilikom proizvodnje goriva Š9Ë. ~~~ Emisije se izračunavaju kada se uštede u emisiji oduzmu of proizvedenih emisija EE E = − (1) prod sav Na tabeli 3 prikazane su različite emisije nastale u proizvodnji i potrošnji goriva (Eprod) kao i uštede (Esav) energije usled korišćenja biogoriva.
LL@(20786) Emissions produced (Eprod) ecc emissions from cultivation of raw materials el ep emissions caused by land use change emissions from processing etd emissions from transport and distribution eu emissions from the fuel use Emissions savings (Esav) esca Emissions saving via the improved agricultural management eccs Emissions saving from the carbon capture and geological storage eccr Emissions saving from the carbon capture and replacement eee Emissions saving from excess electricity from cogeneration Table 3. => Proizvedene emisije (Eprod) Ušteda u emisiji (Esav) ecc esca Emisije iz obrade sirovina Uštede u emisiji usled poboljšanog upravljanja poloprivredom izdvajanja ugljenika i čuvanja u geološkim naslagama Uštede u emisiji od izdvajanja ugljenika i zamene Uštede u emisiji od viška energije iz zajedničkog generisanja el Emisije izazvane promenom namene zemljišta eccs Uštede u emisiji iz ep etd Emisije iz prerade Emisije iz transporta i distribucije eccr eee eu Emisije iz potrošnje goriva Tabela 3.
LL@(20787) Contributions to the total emissions of GHG for biofuel Š15-20Ë It can be clearly seen from Table 3 that many activities cause greenhouse gases emissions or can contribute to the saving of emissions. => Doprinos biogoriva ukupnoj emisiji GHG Š15-20Ë Iz tabele 3 jasno se vidi da emisije gasova sa efektom staklene bašte nastaju kao rezultat velikog broja aktivnosti.
LL@(20788) Therefore, it is not possible to determine the real value of emissions without a precise fuel life cycle analysis. => Stoga nije moguće odrediti stvarnu vrednost ovih emisija ukoliko ne postoji precizna analiza životnog ciklusa goriva.
LL@(20789) Emissions should be expressed in mass of CO2 per energy unit of fuel (g CO2 / MJ). => Emisije treba izražavati kao masu CO2 po jedinici energije goriva (gCO2/MJ).
LL@(20790) Saving of GHG emissions when fossil fuel (petrol, diesel fuel) is substituted by biofuel can be simply calculated by Eq. (2) ~~~ Š9Ë − E Saving E E F (2) = B F In Eq. (2) ~~~ EB designates total GHG emissions produced by biofuel (which are calculated through Eq. ~~~ (1)) and EF designates the total emissions of fossil fuel. => Uštedu u emisiji GHG kada se fosilno gorivo (benzin, dizel gorivo) zameni biogorivom lako je izračunati jednačinom Eq. (2) (2) U Eq. (2) EB označava ukupnu emisiju GHG proizvedenu potrošnjom biogoriva (izračunatu preko EQ, (1)), a EF označava ukupnu emisiju fosilnih goriva.
LL@(20791) As regards a particular kind of biofuel different production procedures usually exist including many variants in terms of waste material manipulation and technological details. => Kada se razmatraju različiti postupci proizvodnje određene vrste biogoriva, obićno postoje različite varijante u vezi sa manipulisanjem otpadnim materijalom i tehnološkim pojedinostima.
LL@(20792) For every procedure both energetic and GHG emissions should be calculated and than comparison can be made to select the optimal procedure Š15-20Ë. 7. => Za svaki postupak treba izračunati i emisije GHG i emisije energije i onda uporediti vrednosti da bi se izabrao optimalni postupak Š15-20Ë. 7.
LL@(20793) Conclusion It is not easy to predict which of the alternative modes of automotive driving will prevail in the future. => Zaključak Nije lako predvideti koji će od alternativnih načina vožnje preovlađivati u budućnosti.
LL@(20794) Because the substitution of oil derivatives with biofuels can be performed in a relatively simple manner, biofules can be expected to play an important role. => Pošto se zamena derivata nafte biogorivom može vršiti na relativno jednostavan način, može se pretpostaviti da će uloga biogoriva biti značajna.
LL@(20795) However, it is necessary to take into consideration the fact that biofuels should by no means be introduced at any price. => Ipak, neophodno je uzeti u obzir da biogorivo ne treba uvoditi po svaku cenu.
LL@(20796) Only those biofuels, which are produced in a sustainable way, can be an adequate substitution for fossil fuels and can significantly contribute to the reduction of GHG emissions and therefore the carbon footprint as well as other negative influences on the environment Š21, 22Ë. => Je dino biogoriva proizvedena na održiv način predstavljaju adekvatnu zamenu za fosilna goriva i ona mogu značajno da doprinesu smanjenju GHG emisije i ugljenikovog traga, kao i druge negativne uticaje na životnu sredinu Š21, 22Ë.
LL@(20797) It is for this reason that it is crucial that a precise fuel life cycle analysis with adequate balances should be done and critically estimated for every kind of biofuel before it is introduced. => Stoga je od velikog značaja da se, pre nego što se neko biogorivo uvede u upotrebu, izvrši precizna analiza životnog ciklusa sa odgovarajućom i jednom i drugom ravnotežom i da se sve kritički razmotri.
LL@(20798) If this is not accomplished, the effect can be just opposite to the initial purpose bringing more environmental damage than benefit. => Ako se ovo ne uradi, efekat može da bude upravo suprotan prvobitnoj nameri i da donese više štete nego koristi za životnu sredinu.
LL@(20799) REFERENCES Š1Ë Batanović V, Guberinić S & Petrović R (2011). => LITERATURA Š1Ë Batanović V, Guberinić S & Petrović R (2011).
LL@(20800) System theoretic approach to sustainable development problems. => System theoretic approach to sustainable development problems.
LL@(20801) Yugoslav Journal of Operations Research, 21(1): 1-10. => Yugoslav Journal of Operations Research, 21(1):
LL@(20802) Š2Ë Petrovic N, Isljamovic S, Jeremic V (2010). => 1-10. Š2Ë Petrovic N, Isljamovic S, Jeremic V (2010).
LL@(20803) Zero waste as a new concept for sustainable development. => Zero waste as a new concept for sustainable development.
LL@(20804) Management - časopis za teoriju i praksu menadžmenta, 15(57): 39-45. => Management - časopis za teoriju i praksu menadžmenta, 15(57):
LL@(20805) Š3Ë Petrovic N, Drakulic M, Vujin V, Drakulic R, Jeremic V (2011). => 39-45. Š3Ë Petrovic N, Drakulic M, Vujin V, Drakulic R, Jeremic V (2011).
LL@(20806) Climate changes and green information technologies. => Climate changes and green information technologies.
LL@(20807) Management - časopis za teoriju i praksu menadžmenta, 16(59): 35-43. => Management - časopis za teoriju i praksu menadžmenta, 16(59):
LL@(20808) Š4Ë http://www.carbonfootprint.com/ Š5Ë Brent, G.F., Greenhouse gas implications of explosives and blasting, Proc. => 35-43. Š4Ë http://www.carbonfootprint.com/ Š5Ë Brent, G.F., Greenhouse gas implications of explosives and blasting, Proc.
LL@(20809) Rock Fragmentation by Blasting, Fragblast, 9 (2009) 673 681. => Rock Fragmentation by Blasting, Fragblast, 9 (2009) 673 681.
LL@(20810) Š6Ë Klemes, J., Pierucci, S., Carbon footprint and emission minimization, integration and management of energy sources, industrial application and case studies, Energy, 33 (2008) 14771479. => Š6Ë Klemes, J., Pierucci, S., Carbon footprint and emission minimization, integration and management of energy sources, industrial application and case studies, Energy, 33 (2008) 14771479. Š7Ë WWF International, Living Planet Report, 2008. Š8Ë Ewing, B., Reed, A., Rizk, S., Goldfinger, S., Stechbart, M., Wackernagel, M., The Ecological Footprint Atlas 2008, Global Footprint Network, 2008. Š9Ë Kitzes, J., Peller, A., Goldfinger, S., Wackernagel, M., Current Methods for Calculating National Ecological Footprint Account, Science for Envoirment, Vol.
LL@(20811) Š7Ë WWF International, Living Planet Report, 2008. => No. 1, 2007. Š10Ë http://www.carbontrust.co.
LL@(20812) Š8Ë Ewing, B., Reed, A., Rizk, S., Goldfinger, S., Stechbart, M., Wackernagel, M., The Ecological Footprint Atlas 2008, Global Footprint Network, 2008. => 
LL@(20813) Š9Ë Kitzes, J., Peller, A., Goldfinger, S., Wackernagel, M., Current Methods for Calculating National Ecological Footprint Account, Science for Envoirment, Vol.1, No. 1, 2007. => 
LL@(20814) Š10Ë http://www.carbontrust.co. Š11Ë IEA, 2005. => Š11Ë IEA, 2005.
LL@(20815) Emission facts: average carbon dioxide emissions resulting from gasoline and diesel fuel. <www.epa.gov/oms/climate/420f05001.htm>. => Emission facts: average carbon dioxide emissions resulting from gasoline and diesel fuel. <www.epa.gov/oms/climate/420f05001.htm>.
LL@(20816) Š12Ë Mondt, J.R. (2000): Cleaner cars: the history and technology of emission control since the 1960s, Society of Automotive Engineers, Inc. Š13Ë Pezdir, R. and Senegačnik, M: Introduction of Biodiesel in Slovenia, Proceedings of the 7th International Conference: Strategic Management and its Support by Information Systems, Čeladná, Czech Republic, 5.-6. => Š12Ë Mondt, J.R. (2000): ~~~ Cleaner cars: the history and technology of emission control since the 1960s, Society of Automotive Engineers, Inc. ~~~ Š13Ë Pezdir, R. and Senegačnik, M: ~~~ Introduction of Biodiesel in Slovenia, Proceedings of the 7th International Conference: ~~~ Strategic Management and its Support by Information Systems, Čeladná, Czech Republic, 5.-6.
LL@(20817) September 2007. => September 2007.
LL@(20818) Technical University of Ostrava, Faculty of Economics, Ostrava, 81-89. ~~~ Š14Ë Vuk, D., Senegačnik, M., Mežnar, D. and Bitenc, I. (2008) => Technical University of Ostrava, Faculty of Economics, Ostrava, 81-89. Š14Ë Vuk, D., Senegačnik, M., Mežnar, D. and Bitenc, I. (2008) Bioethanol as automotive fuel, Proceedings of the 27th International Conference on Organizational Sciences Development:
LL@(20819) Bioethanol as automotive fuel, Proceedings of the 27th International Conference on Organizational Sciences Development: Knowledge for Sustainable Development, Portorož, Slovenia, 19 21 March 2008. => Knowledge for Sustainable Development, Portorož, Slovenia, 19 21 March 2008.
LL@(20820) Založba Moderna organizacija, Kranj, 3097-3107. ~~~ Š15Ë Thamsiriroj, T. and Murphy, J.D. (2010). => Založba Moderna organizacija, Kranj, 3097-3107. Š15Ë Thamsiriroj, T. and Murphy, J.D. (2010).
LL@(20821) Can rape seed biodiesel meet the European Union sustainability criteria for biofuels?, Energy Fuels, Vol. 24, (2010) 1720-1730. => Can rape seed biodiesel meet the European Union sustainability criteria for biofuels?, Energy Fuels, Vol. ~~~ 24, (2010) 1720-1730. Š16Ë Cherubini, F.;
LL@(20822) Š16Ë Cherubini, F.; Bird N.D.; Cowie, A. Jungmeier, G.; Schladminger, B. & Woess-Gallasch, S. (2009). => Bird N.D.; ~~~ Cowie, A. Jungmeier, G.; ~~~ Schladminger, B. & Woess-Gallasch, S. (2009).
LL@(20823)  => Energy and greenhouse gas-based LCA of biofuel and bioenergy systems:
LL@(20824)  => Key issues, ranges and recommendations, Resources Conservation and Recycling, Vol.
LL@(20825)  => 53, No. 8, (2009) 434-447, ISSN:
LL@(20826)  => 0921-3449 Š17Ë Spatari, S.; ~~~ Bagley, D.M. & MacLean, H.L., Life cycle evaluation of emerging lignocellulosic ethanol technologies, Bioresource Technology, Vol.
LL@(20827) Energy and greenhouse gas-based LCA of biofuel and bioenergy systems: Key issues, ranges recommendations, Resources Conservation and Recycling, Vol. 53, No. 8, (2009) 434-447, ISSN: 0921-3449 and Š17Ë Spatari, S.; Bagley, D.M. & MacLean, H.L., Life cycle evaluation of emerging lignocellulosic ethanol conversion technologies, Bioresource Technology, Vol. 101, No. 2, (2010) 654-667 Š18Ë ISO 14040 (2006): Environmental management Life cycle assessment -Principles and framework, International Organisation for Standardisation (ISO), Geneve Š19Ë ISO 14044 (2006): Environmental management Life cycle assessment -Requirements and guidelines, for Standardisation (ISO), Geneve International Organisation Š20Ë Directive 2009/28/EC of the European Parliament and of the Council of 23 April 2009 on the promotion of the use of energy from renewable sources and amending and subsequently repealing Directives 2001/77/EC and 2003/30/EC: Accessible on: http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=OJ:L:20 09:140:0016:0062:EN:PDF (accessed August 2011) Š21Ë Petrović N, Išljamović S, Jeremić V, Vuk D & Senegačnik M (2011). => 101, No. 2, (2010) 654-667 conversion Š18Ë ISO 14040 (2006): ~~~ Environmental management Life cycle assessment -Principles and framework, International Organisation for Standardisation (ISO), Geneve Š19Ë ISO 14044 (2006): ~~~ Environmental management Life cycle assessment -Requirements and guidelines, International Organisation for Standardisation (ISO), Geneve Š20Ë Directive 2009/28/EC of the European Parliament and of the Council of 23 April 2009 on the promotion of the use of energy from renewable sources and amending and subsequently repealing Directives 2001/77/EC and 2003/30/EC: ~~~ Accessible http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=OJ:L: ~~~ :140:0016:0062: ~~~ EN:PDF (accessed August 2011) on: ~~~ Š21Ë Petrović N, Išljamović S, Jeremić V, Vuk D & Senegačnik M (2011).
LL@(20828) Ecological Footprint as indicator of students environmental awareness level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor. => Ecological Footprint as indicator of students environmental awareness level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor.
LL@(20829) Management - časopis za teoriju i praksu menadžmenta, 16(58): 15-21. => Management - časopis za teoriju i praksu menadžmenta, 16(58):
LL@(20830) Indicator Š22Ë Išljamović S, Petrović N, Jeremić V, Vuk D & Senegačnik M (2011). => 15-21. Š22Ë Išljamović S, Petrović N, Jeremić V, Vuk D & Senegačnik M (2011).
LL@(20831) Ecological Footprint as Sustainability Students Environmental Awareness Level at Faculty of Organizational Sciences, University of Maribor. => Ecological Footprint as Sustainability Indicator of Students Environmental Awareness Level at Faculty of Organizational Sciences, University of Maribor.
LL@(20832) 30th annual international conference on organizational science development, Future organization, Portoroz, Slovenia. of Boards of Directors Models and Role in Corporate Governance UDC: 005.742:005.25 Mr Jelena Nikolić1, Mr Jelena Erić2 1Faculty of Economics, University in Kragujevac 2 Faculty of Economics, University in Kragujevac The main role of the board of directors as an internal corporate governance mechanism is to define the strategic orientation of a corporation, to provide monitoring and control of management in order to satisfy the owners and key stakeholders interests. => 30th annual international conference on organizational science development, Future organization, Portoroz, Slovenia. ~~~ Uloga i vrste upravnih odbora u korporativnom upravljanju UDK: ~~~ 005.742:005.25 Mr Jelena Nikolić1, Mr Jelena Erić2 1Ekonomski fakultet, Univerzitet u Kragujevcu 2Ekonomski fakultet, Univerzitet u Kragujevcu Osnovna uloga upravnog odbora kao internog mehanizma korporativnog upravljanja jeste da definiše strategijsku orijentaciju korporacije i da vrši nadzor i kontrolu rada menadžmenta u cilju zadovoljenja interesa vlasnika i ključnih stejkholdera.
LL@(20833) Generally, there are two basic types of boards: one-tier and two-tier boards. => Generalno, postoje dve osnovne vrste upravnih odbora: jednostepeni i dvostepeni upravni odbori.
LL@(20834) The composition and leadership structure are different depending on the type of board. ~~~ These factors determine the way the board functions. ~~~ 1. => Kompozicija i liderska struktura upravnog odbora se razlikuju u zavisnosti od vrste upravnog odbora i determinišu način njihovog funkcionisanja. 1.
LL@(20835) Introduction In the conditions of separation of ownership and control, the owners interests differ from those of the managers, hence the owners do not have an adequate control over the managers operations. => Uvod U uslovima razdvojenosti vlasništva i kontrole interesi vlasnika i menadžera su različiti, a vlasnici nemaju dovoljnu kontrolu nad radom menadžera.
LL@(20836) If both parties wish to maximize the benefit, it is assumed that the managers will not always act in line with the owners interests. => Ukoliko obe strane žele da maksimizuju korist, pretpostavlja se da menadžeri neće uvek delovati u skladu sa interesima vlasnika.
LL@(20837) A potential conflict of interest between the owner and the manager becomes an important issue in the corporate governance domain Š9Ë. => Potencijalni konflikt interesa između vlasnika i menadžera postaje važno pitanje u oblasti korporativnog upravljanja Š9Ë.
LL@(20838) A balance between the owners and the managers interests can be achieved by implementing various mechanisms of corporate governance. => Usklađivanje interesa vlasnika i menadžera može se ostvariti primenom različitih mehanizama korporativnog upravljanja.
LL@(20839) Acting as internal corporate governance mechanisms, boards of directors form a link between those who have the capital, i.e., the owners and those who employ this capital to create value, i.e., the managers Š12Ë. => Upravni odbori kao interni mehanizam korporativnog upravljanja predstavljaju vezu između onih koji imaju kapital, odnosno vlasnika i onih koji taj kapital koriste kako bi stvorili vrednost, odnosno menadžera Š12Ë.
LL@(20840) The basic role of the board of directors is to ensure that managers manage in the owners best interest, not in theirs. => Osnovna uloga upravnog odbora je da obezbedi da menadžeri upravljaju u interesu vlasnika, a ne u sopstvenom interesu.
LL@(20841) The composition, the leadreship structure and the activities of boards of directors differ depending on the type of these boards. => Kompozicija, liderska struktura i funkcionisanje upravnih odbora se razlikuju u zavisnosti od vrste upravnih odbora.
LL@(20842) The subject of this research is the analysis of the role and importance of boards of directors in the context of one-tier and two-tier board of directors implementation. => Predmet istraživanja u radu je razmatranje uloge i značaja upravnih odbora u kontekstu primene jednostepenih i dvostepenih upravnih odbora.
LL@(20843) The goal of the research is to implement a comparative analysis of structural characteristics and the manner in which one-tier and two-tier boards of directors function, to point out to their basic advantages, weaknesses and potentail improvements. => Cilj istraživanja je da se kroz komparativnu analizu strukturnih karakteristika i načina funkcionisanja jednostepenih i dvostepenih upravnih odbora ukaže na njihove osnovne prednosti, nedostatke i moguća poboljšanja. 2.
LL@(20844) 2. ~~~ Role and importance of boards of directors as internal corporate governance mechanisms According to the OECD, corporate governance is a system by which corporations are guided and controlled and represents a set of relations between the board of directors, the management, and the shareholders Š13Ë. Strictly speaking, corporate governance can be understood as a set of internal arrangements that define relationsips between the owner and the manager. => Uloga i značaj upravnih odbora kao internog mehanizma korporativnog upravljanja Prema OECD-u, korporativno upravljanje je sistem putem koga se korporacije usmeravaju i kontrolišu, i predstavlja skup odnosa između upravnog odbora, menadžmenta i akcionara Š13Ë. ~~~ U užem smislu, korpo rativno upravljanje može biti shvaćeno kao skup internih aranžmana kojima se definišu relacije između vlasnika i menadžera.
LL@(20845) The World Bank defines corporate governance from two different perspectives. => Svetska banka definiše korporativno upravljanje iz dve različite perspektive.
LL@(20846) From the viewpoint of the social perspective, corporate governance is oriented towards company survival, growth and development simultaneously taking the responsibility for corporate control. => Sa stanovišta društvene perspektive, korporativno upravljanje je usmereno ka opstanku, rastu i razvoju kompanija uz istovremenu odgovornost za kontrolu nad korporacijama.
LL@(20847) From the corporate perspective, however, what is important is the relations between the owner, the manager and other stakeholders (employees, customers, suppliers, competitors, investors and the society). => Iz perspektive samih korporacija naglasak je na relacijama između vlasnika, menadžera i ostalih stejkholdera (zaposlenih, potrošača, dobavljača, konkurenata, investitora i društva).
LL@(20848) Corporate governance is seen as a set of relations between different participants in determining the company orientation and performance Š12Ë. Corporate governance is engaged in achieving the goals that are in the companys interest, controlling the results achieved and in the management accountability to well informed and actively involved owners Š9Ë. => Korporativno upravljanje se posmatra kao skup odnosa između različitih učesnika u određivanju pravaca i performansi korporacija Š12Ë. ~~~ Svrha korporativnog upravljanja je ispunjenje ciljeva koji su u interesu kompanije, kontrola ostvarenih rezultata i preuzimanje odgovornosti menadžmenta prema dobro informisanim i aktivno uključenim vlasnicima Š9Ë.
LL@(20849) The major concern is how to make managers manage in the interest of the owners and not exclusively in their own interest. => Pitanje je kako postići da menadžeri upravljaju u interesu vlasnika, a ne isključivo u sopstvenom interesu?
LL@(20850) To find the answer to this quaestion it is necessary that corporate governance mechanisms be analysed. => U traženju odgovora na postavljeno pitanje potrebno je analizirati mehanizme korporativnog upravljanja.
LL@(20851) The role of the corporate governance mechanisms is to balance the owners interests with those of the managers. => Uloga mehanizama korporativnog upravljanja je u usaglašavanju interesa vlasnika i menadžera.
LL@(20852) Since managers are prone to maximizing their own interests that need not always coincide with the owners interests, it is necessary that the owners should be in a position to enquire into and control the managers activities. => S obzirom da su menadžeri skloni da maksimizuju lične interese koji ne moraju uvek da se poklapaju sa interesima vlasnika, potrebno je da vlasnici imaju mogućnost provere i kontrole rada menadžera.
LL@(20853) Figure 1. => Slika 1.
LL@(20854) Corporate governance mechanisms The major purpose of the corporate governance mechanisms is to provide the balance and check the management behaviour. => Mehanizmi korporativnog upravljanja Osnovna svrha mehanizama korporativnog upravljanja jeste da obezbede balans i proveru ponašanja menadžmenta.
LL@(20855) Two types of mechanisms are found in literature: internal and external. => U literaturi se mogu izdvojiti dve vrste mehanizama: interni i eksterni.
LL@(20856) The internal mechanisms include the ownership structure and boards of directors, wheras the corporate control market and the legal system make up the external mechanisms Š2Ë. Internal and external mechanisms are interdependent, and the ownership structure as an internal mechanism has an impact upon the functioning of the board of directors and external mechnaisms. => Struktura vlasništva i upravni odbori čine interne mehanizme, a tržište korporativne kontrole i pravni sistem spadaju u eksterne mehanizme Š2Ë. ~~~ Između eksternih i internih mehanizama postoji međuzavisnost, a struktura vlasništva kao interni mehanizam utiče na funkcionisanje upravnih odbora i eksternih menahizama.
LL@(20857) If ownership is dispersed, the role of the corporate control market as an external factor becomes most important. => Ako je vlasništvo disperzirano, tržište korporativne kontrole kao eksterni mehanizam ima najznačajniju ulogu.
LL@(20858) In case the number of owners is smaller, manager control is the responsibility of the board of directors as an internal mechanism Š2Ë. => Ukoliko postoji manji broj dominantnih vlasnika, kontrola menadžera se vrši pomoću upravnog odbora kao internog mehanizma Š2Ë.
LL@(20859) The board of directors is a management body appointed by the shareholders assembly, formed by the owners, to manage the company. => Upravni odbor je organ upravljanja na koji skupština akcionara, formirana od strane vlasnika, prenosi funkciju upravljanja.
LL@(20860) Its role is to ensure a longterm development of the company, bringing different interests into balance Š9Ë. => Upravni odbor ima ulogu da ostvari dugoročni razvoj kompanije uz balansiranje različitih interesa Š9Ë.
LL@(20861) As seen in Figure 2, the board of directors makes a link between those who own the capital, i.e., the owners, and those that employ that capital to create value, i.e., competent managers. => Prema slici 2, upravni odbori predstavljaju vezu između onih koji imaju kapital, odnosno vlasnika, i onih koji taj kapital koriste kako bi stvorili vrednost, odnosno kompetentnih menadžera.
LL@(20862) This is actually a link between a small, powerful group that leads the company, and a large, varied group whose job is to assess whether the company is successful in business doing Š12Ë. => To je zapravo veza između male, moćne grupe koja vodi kompaniju i velike, raznovrsne grupe koja treba da oceni da li kompanija upešno posluje Š12Ë.
LL@(20863) The importance of boards of directors is recognized in that they have to achieve two opposing, however, complementary goals: profitability and social responsibility of the company. ~~~ Figure 2. => Značaj upravnih odbora je u ostvarenju dva suprotna, ali ipak komplementarna cilja: profitabilnosti i društvene odgovornosti kompanija. oniranja kompanije u konkurentskom okruženju.
LL@(20864) Corporate governance structure The basic role of the board of directors is to ensure a strategic management of the company, appoint and monitor the management and take adequate responsibility as regards the owners Š1Ë. Three key roles of the board of directors are perceived in the given context: the role of support, the role of control, and the strategic role Š17Ë. => 
LL@(20865) The role of support refers to company representation, building good reputation, establishing relations with stakeholders and councel provision for top managers. => 
LL@(20866) The role of control means appointing, dismissal and assessing managers, i.e., supervision and control over the managers activities in order that the owners interests be duly protected. => 
LL@(20867) The strategic role refers to the problems of strategic positioning of the company in a competitive environment. => 
LL@(20868) Burns (2009) highlights an increasing importance of the strategic role of the board of directors, insisting that boards of directors should play an active role in the strategy defining and implementation processes Š3Ë. => Burns (2009) ukazuje na sve veći značaj strategijske uloge upravnog odbora, ističući da upravni odbori treba imaju aktivnu ulogu u procesu definisanja i implementiranja strategije Š3Ë.
LL@(20869) The role of boards of directors in the transition conditions, the condition this country currently is too, does not mean only the maximization of short-term results and an assessment of the managers work; it is primarily reflected in the strategic accountability of the boards of directors. => Uloga upravnih odbora u uslovima tranzicije, u kojoj se nalazi i naša zemlja, ne podrazumeva samo maksimizaciju kratkoročnih rezultata i ocenu rada menadžera, već se pre svega ogleda u strategijskoj odgovornosti upravnih odbora.
LL@(20870) The task of the board of directors is to make hands-on decisions, define a long-term strategy of the company, appoint, dismiss, control and evaluate the managers performance. => Upravni odbor ima zadatak da donosi tekuće odluke, definiše dugoročnu strategiju kompanije, postavlja, smenjuje, kontroliše i ocenjuje rad menadžera.
LL@(20871) The composition and functioning of boards of directors differ in dependence on the type of the board of directors. => Struktura i funkcionisanje upravnih odbora se razlikuju u zavisnosti od vrste upravnih odbora.
LL@(20872) Generally, there are two basic types of boards of directors: one-tier and two-tier boards of directors Š11Ë. => Generalno, postoje dve osnovne vrste upravnih odbora: jednostepeni i dvostepeni upravni odbori Š11Ë.
LL@(20873) In order that the functioning and the performance of boards of directors be improved, it is necessary that a comparative analysis should be conducted of basic characteristics, differences and similarities, advantages and disadvantages of one-tier boards of directors, on one hand, and two-tier boards of directors, on the other. ~~~ 3. => U cilju poboljšanja funkcionisanja i rezultata upravnih odbora, potrebno je izvršiti komparativnu analizu osnovnih karakteristika, razlika i sličnosti, prednosti i nedostataka jednostepenih i dvostepenih upravnih odbora. 3.
LL@(20874) One-tier board of directors model The Anglo-Saxon countries, the U.S.A., Cnada, Great Britain, Australia, and New Zealand employ the model of one-tier board of directors. => Model jednostepenog upravnog odbora Anglosaksonske zemlje, US, Kanada, Velika Britanija, Australija i Novi Zeland primenjuju model jednostepenog upravnog odbora.
LL@(20875) A one-tier board of directors is in charge of the following: defines the corporate goals, strategy, and plan; nominates, selects and evaluates the CEO; proposes prospective members of the board of di rectors; evaluates the work of the board of directors; sets the managers compensations; sets financial goals and performs the financial control of the company Š12Ë. Figure 3. => Jednostepeni upravni odbor ima sledeće nadležnosti: definiše ciljeve, strategiju i plan korporacije; vrši nominovanje, izbor i evaluaciju CEO-a; predlaže potencijalne članove upravnog odbora; ocenjuje rad upravnog odbora; određuje kompenzaciju menadžera; postavlja finansijske ciljeve i obavlja finansijsku kontrolu kompanije Š12Ë. ~~~ Slika 2.
LL@(20876)  => Struktura korporativnog upravljanja Osnovna uloga upravnog odbora je da obezbedi strategijsko upravljanje kompanijom, postavljanje i monitoring menadžmenta i da snosi odgovarajuću odgovornost prema vlasnicima Š1Ë.
LL@(20877)  => U datom kontekstu, mogu se izdvojiti tri ključne uloge upravnog odbora: uloga podrške, uloga kontrole i strategijska uloga Š17Ë.
LL@(20878)  => Uloga podrške se odnosi na predstavljanje kompanije, stvaranje dobre reputacije, sklapanje ugovora sa eksternim okruženjem, uspostavljanje veza sa stejkholderima i savetovanje top menadžera.
LL@(20879)  => Uloga kontrole podrazumeva postavljanje, smenjivanje i ocenjivanje menadžera, odnosno nadzor i kontrolu rada menadžera kako bi se zaštitili interesi vlasnika.
LL@(20880) One-tier board of directors model A conclusion can be drawn on the basis of Figure 3 that the members of the board of directors are also members of the supervisory board, which means that the same individuals are responsible for both the management and the supervision. => Strategijska uloga se odnosi na probleme strategijskog pozici Slika 3. ~~~ Model jednostepenog upravnog odbora Na osnovu slike 3 može se zaključiti da su članovi upravnog odbora ujedno i članovi nadzornog odbora, što znači da su isti pojedinci zaduženi i za menadžment i za nadzor.
LL@(20881) There are two types of onetier board of directors: The model of executive board of directors, most frequently employed in family owned companies, when the family members are members of both supervisory board and the board of directors, simultaneously; The model of non-executive board of directors, dominant in the U.S.A., where the majority of members of the board of directors are independent Š8Ë. => Razlikuju se dva tipa jednostepenih upravnih odbora: ~~~ Model izvršnog upravnog odbora koji se najčešće primenjuje u porodičnim kompanijama, kada su članovi porodice, istovremeno i članovi nadzornog i upravnog odbora Model neizvršnog upravnog odbora koji je dominantan u SAD, gde je većina članova upravnog odbora nezavisna Š8Ë.
LL@(20882) The basic flaw of the model of one-tier board of directors is an explicit risk of a high concentration of power in the hands of the CEO, as supervisory boards are exclusively administrative in character. => Osnovni nedostatak modela jednostepenog upravnog odbora je izražen rizik od visoke koncentracije moći koju ima CEO, jer nadzorni odbori imaju isključivo administrativni karakter.
LL@(20883) To overcome this flaw, boards of directors appoint a leader from among the independent members of the board of directors. ~~~ He chairs the meetings of the board of directors in the situations when one and the same person holds the position of the president and a CEO (chief executive officer). => U cilju prevazilaženja ovog nedostatka, upravni odbori imenuju lidera, koji se bira iz reda nezavisnih članova upravnog odbora i koji predsedava sastancima upravnog odbora kada ista osoba ima ulogu predsednika i CEO-a (chief executive officer).
LL@(20884) 1. => 1.
LL@(20885) The composition of boards of directors, defined through the ratio of the numbers of internal and external members indicates the extent to which boards of directors are independent Š17Ë. => Sastav upravnih odbora, definisan kroz odnos broja spoljašnjih i unutrašnjih članova pokazuje u kom stepenu su upravni odbori nezavisni Š17Ë.
LL@(20886) The inside members (inside directors) are the top management elected into the board of directors because they are an important source of information on the companys daily operations. => Unutrašnje članove (inside directors) čini aktivni top menadžment koji se bira u upravni odbor zato što predstavlja značajan izvor informacija o svakodnevnom poslovanju kompanije.
LL@(20887) The outside members (outside directors) have specific knowledge and competencies, offer useful advice to the company, however, they can be top managers in other companies at the same moment. => Spoljašnji članovi (outside directors) poseduju specifična znanja i sposobnosti, pružaju korisne savete kompaniji, ali mogu istovremeno da budu i top menadžeri u drugim kompanijama.
LL@(20888) A general classification into inside and outside members has to be brought into accord with different terminologies certain countries adopted: in Canada, such classification distinguishes between connected and non-connected members, in the U.S.A., Australia, New Zealand the members are classed as independent and dependent, while in Great Britain members are classed as executive or non-executive. => Opštu klasifikaciju na unutrašnje i spoljašnje članove, potrebno je uskladiti sa različitom terminologijom koju su pojedine zemlje usvojile: u Kanadi je izvršena klasifikacija na nepovezane i povezane članove, u SAD, Australiji, Novom Zeland-u na nezavisne i zavisne, a u Velikoj Britaniji na izvršne i neizvršne članove.
LL@(20889) The board of directors should include a large number of outside, non-connected members independent of the management and with no other interests or relations that may affect their capability of acting in the companys best interests. => Upravni odbor treba da ima veći broj spoljašnjih, nepovezanih članova, koji su nezavisni od menadžmenta i koji nemaju druge interese ili odnose koji bi mogli negativno da utiču na njihovu sposobnost da deluju u najboljem interesu kompanije.
LL@(20890) In case the structure of one-tier boards of directors is dominated by inside, executive members, this may result into a conflict of interests between the management and the shareholders Š9Ë. => Ukoliko u strukturi jednostepenih upravnih odbora dominiraju unutrašnji, izvršni članovi, može doći do konflikta interesa između menadžmenta i akcionara Š9Ë.
LL@(20891) The one-tier boards of directors with a higher percentage of executive members threaten the independence of the board of directors and the company performances too. => Jednostepeni upravni odbori koji imaju veći procenat izvršnih članova negativno utiču na nezavisnost upravnog odbora i na performanse korporacije.
LL@(20892) This means that a positive correlaton can be created between the composition of the board of directors with a large number of independent, outside members and the companys financial performances. => To znači da se može uspostaviti pozitivna korelacija između sastava upravnog odbora sa visokim učešćem nezavisnih, spoljašnjih članova i finansijskih performansi korporacije.
LL@(20893) In the given contex, one-tier boards of directors should include a larger number of outside, non-executive members, for the folowing reasons Š11Ë: Because of their experience and knowledge; Because of the personal contacts through which they can provide external resources; Because they are independent from the CEO; Only the non-executive members can ensure an adequate review and balance as regards the management. => U datom kontekstu, jednostepeni upravni odbori treba da imaju veći broj spoljašnjih, neizvršnih članova iz sledećih razloga Š11Ë: ~~~ Zbog njihovog iskustva i znanja; Zbog ličnih kontakata putem kojih mogu da obezbede eksterne resurse; Zbog nezavisnosti koje imaju u odnosu na CEO-a; Jedino neizvršni članovi mogu da obezbede adekvatnu proveru i uspostavljanje ravnoteže u odnosu na menadžment.
LL@(20894) The empiric research results, however, are often contradictory and ambiguous, hence it is difficult to draw relevant conclusions on the impact of the board of directors composition upon the companys financial performance. => Međutim, rezultati empirijskih istraživanja su često kontradiktorni i dvosmisleni, zbog čega je teško izvući relevantne zaključke o uticaju strukture upravnog odbora na finansijske rezultate kompanije.
LL@(20895) A meta-study on boards of directors has not been able to reveal a precise relationship between the changes in the board of directors composition and the financial performance achieved Š6Ë. => Na osnovu meta studije o upravnim odborima nije moguće uspostaviti precizan odnos između promena u kompoziciji upravnih odbora i ostvarenih finansijskih rezultata Š6Ë.
LL@(20896) This means that there is no significant correlation between the independence of the board members and the companys performance. => To znači da ne postoji značajna korelacija izmedju nezavisnosti članova upravnog odbora i rezultata kompanije.
LL@(20897) No general conclusions can be drawn in terms of defining their relationship. ~~~ 2. => Zapravo, nije moguće generalizovati opšte zaključke koji definišu njihov odnos. 2.
LL@(20898) The leadership structure of boards of directors, described as a relationship between the CEO and the president of the board of directors, has an impact upon the formal autonomy of boards of directors. => Liderska struktura upravnih odbora, definisana kao odnos CEO-a i predsednika upravnog odbora, utiče na formalnu nezavisnost upravnih odbora.
LL@(20899) One-tier board of directors can have separate positions of CEO and the president of the board of directors. => Jednostepeni upravni odbori mogu da imaju odvojene pozicije CEO-a i predsednika upravnog odbora.
LL@(20900) Similarly, a duality of the CEO and the president of the board of directors is allowed Š11Ë. => Takođe, dozvoljen je i dualitet CEO-a i predsednika upravnog odbora Š11Ë.
LL@(20901) In 93% largest American companies the president of the board of directors is also a CEO, which means that he/she is in a position to assess his/her own business performance Š12Ë. => U 93% najvećih američkih kompanija predsednik upravnog odbora je CEO, što znači da se on nalazi u poziciji da ocenjuje sopstvene rezultate Š12Ë.
LL@(20902) The autonomy of the board of directors is questioned when the role of the CEO as the president of the board is dual. => Nezavisnost upravnog odbora se dovodi u pitanje kada postoji dualna uloga CEO-a kao predsednika upravnog odbora.
LL@(20903) The duality of positions results in a diffusion of the roles of the board of directors and a violation of the control role exerted by the non-executive members. => Dualitet pozicija dovodi do difuzije uloga upravnog odbora i narušavanja uloge kontrole neizvršnih članova.
LL@(20904) Maassen lists five major arguments in favour of the separation of the roles of the CEO and the president of the board Š11Ë: Implementation of the dual structure may result in the fall in the share prices if investors understand it as a negative signal. => Prema Maassen-u, postoji pet glavnih argumenata u korist razdvajanja uloga CEOa i predsednika jednostepenog upravnog odbora Š11Ë: ~~~ Primena dualne strukture može da dovede do pada cena akcija, ukoliko investitori to shvate kao negativan signal.
LL@(20905) The reaction on the share market will be negative if the CEO has, at a position of the president of the board of directors, made a decision in favour of his personal interests and endan gered the interest of the company in general; Implementation of the dual structure may result in an inadequate review of the executive members shares, whereby the company may be exposed to risk; The company profitability improves considerably when the president of the board of directors is independent. => Reakcije na tržištu akcija će biti negativne ukoliko je CEO u ulozi predsednika upravnog odbora doneo odluku koja favorizuje njegove lične interese na štetu kompanije u celini; Primena dualne strukture može dovesti do neadekvatne provere akcija izvršnih članova, što kompaniju može izložiti riziku; Profitabilnost kompanije se značajno uvećava ka da je predsednik upravnog odbora nezavisan.
LL@(20906) A general attitude the literature reveals is that the president of the board of directors should be independent and that this independence can help ensure the balance in the board. => U literaturi o korporativnom upravljanju može se uočiti stav da predsednik upravnog odbora treba da bude nezavisan i da će njegova nezavisnost pomoći u obezbeđivanju mere balansiranosti upravnog odbora.
LL@(20907) The empiric research results further show that the bankrupt companies were mainly characterised by a dual leadership structure Š18Ë. => Rezultati empirijskih istraživanja pokazuju da su kompanije koje su bankrotirale uglavnom primenjivale dualnu lidersku strukturu Š18Ë.
LL@(20908) Actually, the separated responsibilities of the president and the CEO result in a positive market reaction as well as in high company performances. => Zapravo, odvojena odgo vornost predsednika i CEO-a praćena je pozitivnom reakcijom tržišta, kao i dobrim performansama korporacije.
LL@(20909) The companies in which these two functions are separated achieve higher performance in comparison with the companies that implement the duality of the presidential and the CEO positions and appoint an independent member to hold the role of an informal vice-president Š4Ë. => Kompanije koje razdvajaju ove dve funkcije imaju bolje performanse od kompanija koje primenjuju dualitet pozicija CEO i predsednika i imenuju nezavisnog člana koji ima ulogu neformalnog potpredsednika Š4Ë.
LL@(20910) To improve the performance of one-tier boards of directors it is necessary that attention should be paid to certain possible cases of abuses the members of one-tier boards of directors may commit. => U cilju unapređenja funkcionisanja jednostepenih upravnih odbora, potrebno je ukazati na neke od mogućih zloupotreba članova jednostepenog upravnog odbora:
LL@(20911) They may: Reduce the value for the owners through issuing shares at discount value or through selling the property to friends at a more favourable price than real one; Derive some personal benefits; Control autonomous consultants through extra perks or through negotiations on the compensation they are to receive; Control and affect the work of auditors through the appointment of auditors and setting the financial compensation for them; Tamper with financial statements; Issue biased reports on their own activities and control the activities of the shareholders assembly; Hold informal meetings with influential people that support the work of the board of directors. ~~~ 3. => Umanjivanje vrednosti za vlasnike kroz izdavanje akcija po diskontnoj vrednosti ili prodajom imovine prijateljima po povoljnijoj ceni; Ostvarivanje ličnih koristi članova upravnog od bora; Kontrolisanje nezavisnih savetnika kroz dodatno nagrađivanje ili putem pregovaranja o visini njihovih nadoknada; Kontrola i uticaj na revizore putem izbora i odre đivanja finansijskih nadoknada revizora; Prilagođavanje finansijskih izveštaja; Neobjektivno izveštavanje o sopstvenim aktivno stima i kontrolisanje rada skupštine akcionara; Održavanje neformalnih sastanaka sa uticajnim ljudima koji podržavaju rad upravnog odbora. 3.
LL@(20912) The audit committees of one-tier boards of directors are corporate governance mechanisms that protect the shareholders interests and are responsible for the supervision of the management. => Komiteti za reviziju jednostepenih upravnih odbora predstavljaju mehanizam korporativnog upravljanja koji štiti interese akcionara i ima zadatak da nadgleda rad menadžmenta.
LL@(20913) The members of the audit committee are the non-executive members in charge of auditing, internal control and financial reporting. => Komitet za reviziju čine neizvršni članovi koji su zaduženi za reviziju, internu kontrolu i finansijsko izveštavanje.
LL@(20914) The audit committees that consist entirely of non-exec utive members support the independence of boards of directors and improve the implementation of other mechanisms meant to protect shareholdres interests. => Komiteti za reviziju u čijem sastavu se nalaze isključivo neizvršni članovi doprinose nezavisnosti upravnih odbora i unapređuju primenu ostalih mehanizama kojima se štite interesi akcionara. 4.
LL@(20915) 4. ~~~ Two-tier board of directors model The continental European countries (Germany, Finland, Poland, Slovenia and the Netherlands) prefer the model of a two-tier board of directors that consists of a supervisory board and a board of directors. => Model dvostepenog upravnog odbora Zemlje kontinentalne Evrope (Nemačka, Finska, Poljska, Slovenija i Holandija) primenjuju model dvostepenog upravnog odbora koji se sastoji od nadzornog i upravnog odbora.
LL@(20916) Figure 4. => Slika 4.
LL@(20917) Two-tier board of directors model The supervisory board consists exclusively of outside members who advocate the interests of the employees, the state, or the institutional investors. => Model dvostepenog upravnog odbora Nadzorni odbor je isključivo sastavljen od spoljašnjih članova koji zastupaju interese zaposlenih, države ili institucionalnih investitora.
LL@(20918) The members of supervisory boards can also be financial institutions and they are the basic mechanism of control. => Članovi nadzornog odbora mogu da budu i finansijske institucije koje predstavljaju osnovni mehanizam kontrole.
LL@(20919) The task of the supervisory board is to monitor the work of the managers and make decisions on a long-term development of the company. => Nadzorni odbor ima zadatak da prati rad menadžera i da vodi računa o dugoročnom razvoju kompanije.
LL@(20920) The board of directors consists of executive members, that is, the management of the company with no authority to participate in the work of the supervisory board Š8Ë. => Upravni odbor čine izvršni članovi, odnosno menadžment kompanije koji nema pravo da se uključi u rad nadzornog odbora Š8Ë.
LL@(20921) The members of the board of directors cannot simultaneously be members of supervisory board. => Članovi upravnog odbora ne mogu istovremeno da budu i članovi nadzornog odbora.
LL@(20922) The board of directors and the supervisory board meet several times a year, exchange relevant information and find mutual solutions. => Upravni i nadzorni odbor se sastaju više puta u toku godine, razmenjuju potrebne informacije i usaglašavaju stavove.
LL@(20923) The basic advantage of two-tier boards of directors is the balance between the powers of the board of directors, on one hand, and the supervisory board, on the other, that is, between the management and the control processes. => Osnovna prednost dvostepenih upravnih odbora je što postoji ravnoteža moći između upravnog i nadzornog odbora, odnosno između procesa upravljanja i procesa kontrole.
LL@(20924) The key characteristics of two-tier board of directors are the following Š11Ë: The management function is separated from the control function; The allocation of responsibility between the super visory board and the board of directors is clear; The supervisory body is not under the direct influ ence of the management authority. ~~~ 1. => Ključne karakteristike dvostepenih upravnih odbora su sledeće Š11Ë: ~~~ Dolazi do odvajanja funkcije menadžmenta od funkcije kontrole; Postoji jasna raspodela odgovornosti između nad zornog i upravnog odbora; Nadzorno telo nije pod direktnim uticajem mena džerskog autoriteta. 1.
LL@(20925) The composition of two-tier boards of directors includes executive and non-executive members whose roles and responsibilities are different. => Sastav dvostepenih upravnih odbora čine izvršni i neizvršni članovi koji imaju različite uloge i odgovornosti.
LL@(20926) The executive members exercise their roles in the board of directors, whereas the supervisory board is composed of non-executive members exclusively Š8Ë. => Izvršni članovi obavljaju svoju ulogu u upravnom odboru, dok je nadzorni odbor sastavljen isključivo od neizvršnih članova Š8Ë.
LL@(20927) In two-tier boards of directors, the rights and responsibilities of executive members differ from those of non-executive members. => Kod dvostepenih upravnih odbora prava i odgovornosti izvršnih i neizvršnih članova su različiti.
LL@(20928) The task of the board of directors is to initiate and implement strategic decisions, whereas the supervisory board controls the members of the board of directors. => Upravni odbor ima zadatak da inicira i implementira strategijske odluke, a nezavisni nadzorni odbor kontroliše članove upravnog odbora.
LL@(20929) Supervisory boards are absolutely independent in conducting control of the work of the management as long as there is no overalpping of membership in the supervisory board and the board of directors. => Nadzorni odbori mogu potpuno nezavisno da kontrolišu rad menadžmenta, sve dok ne postoji preklapanje članstva u nadzornom i upravnom odboru.
LL@(20930) In the developed countries, the empirical research results reveal a strong impact of the composition and size of two-tier boards of directors upon the company performances in the conditions of financial crisis and unexpected changes on the markets Š15Ë. 2. => U razvijenim zemljama, rezultati empirijskih istraživanja pokazuju da sastav i veličina dvostepenih upravnih odbora imaju jak uticaj na performanse kompanija u uslovima finansijske krize i iznenadnih promena na tržištu Š15Ë. 2.
LL@(20931) The leadership structure of the two-tier boards of directors is specific, since the duality of the positions of the CEO and the chair of the board of directors is not possible. => Liderska struktura dvostepenih upravnih odbora je specifična, jer dualnost pozicija CEO-a i predsednika upravnog odbora nije moguća.
LL@(20932) Executive members cannot chair the supervisory board, that is, the CEO cannot simultaneously be in a position of the president of the board of directors. => Izvršni članovi ne mogu da predsedavaju nadzornim odborom, odnosno CEO ne može istovremeno da bude i predsednik upravnog odbora.
LL@(20933) Contrary to the dual leadership structure the implementation of which results in the concentration of power, the independent leadership structure of the two-tier board of directors has a favourable impact upon the agency problem reduction Š11Ë. => Za razliku od dualne liderske strukture čija primena dovodi do koncentracije moći, nezavisna liderska struktura dvostepenog upravnog odbora pozitivno utiče na redukovanje agencijskog problema Š11Ë.
LL@(20934) The president of the board of directors leadership skills, knowledge and competencies are an important effectiveness factor of the board as well as of a successful company performance Š10Ë. 3. => Liderske veštine, znanja i sposobnosti predsednika upravnog odbora predstavljaju važan faktor efektivnosti upravnog odbora i uspešnog funkcionisanja kompanija Š10Ë. 3.
LL@(20935) The committees of the two-tier boards of directors consist of executive and non-executive members, due to which the roles of the committees in the two-tier boards of directors can differ from those of the one-tier boards of directors. => Komiteti dvostepenih upravnih odbora su sastavljeni od izvršnih i neizvršnih članova, zbog čega se uloge komiteta u dvostepenim upravnim odborima mogu razlikovati od jednostepenih upravnih odbora.
LL@(20936) The most important differences between the models of two-tier and one-tier boards of directors are presented in Table 1. ~~~ Modern literature generally recommends the implementation of the two-tier boards of directors, where the supervisory board and the board of directors are separated. => Najvažnije razlike između modela jednostepenog i dvostepenog upravnog odbora predstavljene su u tabeli 1. U savremenoj literaturi se uglavnom preporučuje primena dvostepenog upravnog odbora, kod koga postoji razdvajanje upravnog i nadzornog odbora.
LL@(20937) Such companies are believed to be characterised by a higher strategic, not only financial accountability of boards of directors, which menas the maximization of short-term results and the assessment of managers performance. => Smatra se da takve kompanije imaju veću strategijsku, a ne samo finansijsku odgovornost upravnih odbora, koja podrazumeva maksimizaciju kratkoročnih rezultata i ocenu rada menadžera.
LL@(20938) Both models, however, can serve as basis for creating a sound corporate governance system, depending on the institutional framework in which the companies operate. => Ipak, oba modela upravnih odbora mogu biti osnova za kreiranje dobrog sistema korporativnog upravljanja, u zavisnosti od institucionalnog okvira u kome se kompanije nalaze.
LL@(20939) ONE-TIER BOARDS OF TWO-TIER BOARDS OF DIRECTORS DIRECTORS Dispersion of ownershi and control Concentration of ownership Separation of ownership from control Integrating ownership and control Poor incentive for investors to be involved in the control process Control from the part of banks, partners and employees Climate in which hostile takeovers are not unusual Aversion towards hostile takeovers which are rather rare Other stakeholders interests are not taken into account Other stakeholders interests are taken into account Investor engagement is regulated by law and is related to formulating longterm strategies of the company Investor engagement is allowed only in case of obvious financial failures Takeovers may lead to forming monopoly Insider system may lead to secret agreements Table 1. => JEDNOSTEPENI UPRAVNI DVOSTEPENI UPRAVNI ODBORI ODBORI Disperzija vlasništva i kontrole Koncentracija vlasništva Razdvajanje vlasništva od kontrole Objedinjavanje vlasništva i kontrole Mali podsticaj za investitore da budu uključeni u proces kontrole Klima u kojoj neprijateljska preuzimanja nisu neuobičajena Kontrola od strane banaka, partnera i zaposlenih Averzija prema neprijateljskim preuzimanja koja su vrlo retka Ne uzimaju se u obzir interesi drugih stejkholdera Uvažavaju se interesi drugih stejkholdera Angažovanje investitora je zakonom definisano i odnosi se na formulisanje dugoročnih finasijskih strategija kompanije Angažovanje investitora je dozvoljeno samo u slučaju očiglednih finansijskih neuspeha Preuzimanja mogu da dovedu do formiranja monopola Insajderski sistem može da dovede do formiranja tajnih sporazuma Tabela 1.
LL@(20940) Differences between the one-tier and two-tier board of directors models In addition to the models of one-tier and two-tier board of directors, a specific board of directors model in Japan deserves to be paid attention to. => Razlike između modela jednostepenog i dvostepenog upravnog odbora Pored jednostepenog i dvostepenog modela upravnog odbora, treba posebno izdvojiti specifičan model upravnog odbora u Japanu.
LL@(20941) Important members of boards of directors in Japan are the banks and they play an important role in financing and functioning of large corporations and offer useful financial advice. => Važne članice upravnih odbora u Japanu su banke koje imaju značajnu ulogu u finansiranju i funkcionisanju velikih korporacija i pružaju korisne finansijske savete.
LL@(20942) A majority of Japanese companies are organized into business groups, the so-called keiretsu. => Većina japanskih kompanija su organizovane u poslovne grupacije, tzv. keiretsu.
LL@(20943) Business groups are the groups of companies operating in different markets under a unified control Š2Ë. => Poslovne grupacije predstavljaju grupe kompanija koje obavljaju poslove na različitim tržištima pod jedinstvenom kontrolom Š2Ë.
LL@(20944) The members of the group are companies of various sizes , usually large corporations with a dominant role in the business group. => Članovi grupacije su kompanije različite veličine, ali najčešće velike kompanije imaju dominantnu ulogu u poslovnoj grupaciji.
LL@(20945) In joining forces they tend to form and internal capital market within the group to finance their members in the conditions of crisis, or an internal labour market from which a selection of personnel could be made on the basis of their performance Š16Ë. => Njihovo spajanje je motivisano težnjom da se unutar grupacije formira interno tržište kapitala, putem koga će se finansirati pojedine članice u uslovima krize, ili interno tržište radne snage koje bi omogućilo izbor kadrova u skladu sa ostvarenim rezultatima Š16Ë.
LL@(20946) A specific feature of boards of directors in Japan is that they have a larger number of members in comparison with one-tier and two-tier boards of directors and that they are composed largely from internal management. => Specifično obeležje upravnih odbora u Japanu je da imaju veći broj članova u odnosu na jednostepene i dvostepene upravne odbore i da su sastavljeni pretežno od internog menadžmenta.
LL@(20947) The basic control mechanism are actually the company or the relevant buisiness group members themselves. => Osnovni mehanizam kontrole su zapravo sami članovi kompanije, odnosno relevantne poslovne grupacije.
LL@(20948) Each of the abovementioned models of boards of directors has its own advantages and disadvantages. ~~~ Table 2, the Appendix to this papper, presents an international comparison of features, functions and types of boards of directors Š8Ë. => Imajući u vidu da svaki od navedenih modela upravnih odbora ima prednosti i nedostatke, u tabeli 2, u prilogu rada, dato je međunarodno poređenje karakteristika, funkcija i vrsta upravnih odbora Š8Ë.
LL@(20949) A conclusion can be drawn that: a large number of countries implement a one-tier board of directors; a large number of companies do not allow the duality of the CEO and the president of the board of directors positions; the number of employees included in the boards of directors is small; the number of outside members included general ly exceeds 50%; the average size of the boards of directors is 9 to 13 members (the number is generally odd, because of voting when making decisions); the stress is on the function of control of the boards of directors. => Može se zaključiti da: veći broj zemalja primenjuje jednostepeni uprav ni odbor, da je veći broj kompanija koje ne primenjuju dualitet pozicija CEO-a i predsednika upravnog odbora, da je zastupljenost zaposlenih u upravnom odbo ru mala, da je zastupljenost spoljašnjih članova uglavnom preko 50%. da je prosečna veličina upravnih odbora od 9 do 13 članova (uglavnom je broj članova neparan zbog lakšeg odlučivanja), da je naglasak na funkciji kontrole upravnih od bora. 5.
LL@(20950) 5. ~~~ Conclusion The basic problem of corporate governance is how to have managers manage in favour of the owners interests, not exclusively in their own. => Zaključak Osnovni problem korporativnog upravljanja je kako postići da menadžeri upravljaju u interesu vlasnika, a ne isključivo u sopstvenom interesu.
LL@(20951) The key role in solving the conflict of interest between the owners and the managers belongs to boards of directors, whose task is to make current decisions, define the company strategy and control and assess the managers performance. => Ključnu ulogu u rešavanju sukoba interesa između vlasnika i menadžera imaju upravni odbori, čiji je zadatak da donose tekuće odluke, definišu strategiju kompanije, kao i da kontrolišu i ocenjuju rad menadžera.
LL@(20952) One-tier and two-tier board of directors differ in the manner in which they operate and the role they play. => Način funkcionisanja upravnih odbora i uloga koju ima razlikuju se kod jednostepenih i dvostepenih upravnih odbora.
LL@(20953) The one-tier board is characterised by a high concentration of power, since the same members can be both members of the board of directors and of the supervisory board. => Kod jednostepenog upravnog odbora postoji izražena koncentracija moći, jer isti članovi mogu da budu i u upravnom i u nadzornom odboru.
LL@(20954) In case of the two-tier board of directors, members of the board of directors cannot be members of the supervisory board at the same time; these boards are characterised by the balance of power and the management processes are separated. => Kod dvostepenog upravnog odbora, članovi upravnog odbora ne mogu da budu i članovi nadzornog odbora, što znači da postoji ravnoteža moći i da su procesi upravljanja i kontrole razdvojeni.
LL@(20955) There are no firm arguments, however, in favour of either of the types. => Ipak, ne postoje čvrsti argumenti u korist jednog ili drugog modela.
LL@(20956) Both models have their advantages and disadvantages and can be implemented under certain circumstances. => Oba modela imaju prednosti i nedostatke i mogu se primeniti pod određenim uslovima.
LL@(20957) The results of the research in the developed countries should be a useful framework for the companies in this country in their future development. => Rezultati istraživanja u razvijenim zemljama treba da budu koristan okvir domaćim kompanijama u njihovom budućem razvoju.
LL@(20958) A question, however, can be raised as to whether, and to which extent, the principles of successful performance of boards of directors in developed countries can be implemented in the conditions at home. => Ipak, može se postaviti pitanje da li, i u kojoj meri se principi uspešnog funkcionisanja upravnih odbora u razvijenim zemljama mogu primeniti u domaćim uslovima.
LL@(20959) This primarily depends on the overall economic environment, as well as on the extent to which the recommendations for the improvement of corporate governance can be adjusted to the specific historical, cultural and political milieux of this country. => To pre svega zavisi od ukupnog privrednog ambijenta, kao i od stepena u kome se preporuke unapređenja korporativnog upravljanja mogu prilagoditi specifičnom istorijskom, kulturnom i političkom miljeu naše zemlje.
LL@(20960) Character. => Karakter.
LL@(20961)  => USA Kanada Australia Francuska Nemačka Italija Vel. ~~~ Brit.
LL@(20962)  => Holandija [vajcarska Model jednostep. /dvostep.
LL@(20963)  => UO % Razdv.uloga predsednika i CEO-a % spoljašnjih članova u UO %zaposlenih u UO Veličina UO Funkcija UO Model jednost. ~~~ UO Model jednost. ~~~ UO Model jednost. ~~~ UO Model jednost. /dvostep. ~~~ UO Model dvostep. ~~~ UO Model jednost. ~~~ UO Model jednost. ~~~ UO Model dvostep.
LL@(20964) USA Canada Australia France Germ any Italiy Great Britain Netherlands Switzerland One-tier/twotier board of directors m odel % separated roles of CEO and president % Outside m em bers in board of directors % z em ployees in board of directors Board of directors size Board of directors function One-tier board of m anagem e nt m odel One-tier board of m anagem e nt m odel One-tier board of m anagem e nt m odel One-tier/twotier board of m anagem ent m odel Two-tier board of m anagem e nt m odel One-tier board of m anagem e nt m odel One-tier board of m anagem e nt m odel Two-tier board of One-tier board of m anagem ent m anagem ent m odel m odel 15% 66% 70% 0% 100% 100% 90% 100% 63% 77% 80% 75% 82% 100% 73% 50% 100% 89% Not present m em bers Control Not present m em bers M anagem e nt and control Not present m em bers Present Present Not present m em bers m em bers m em bers Control Control Control Control Not present m em bers M anagem e nt and control Not present Not present m em bers Control m em bers M anagem ent and control Table 2. => UO Model jednost. ~~~ UO 15% 66% 70% 0% 100% 100% 90% 100% 63% 77% 80% 75% 82% 100% 73% 50% 100% 89% Ne postoji Ne postoji članova članova Kontrola Upravlj. i kontrola Ne postoji članova Postoji članova Kontrola Kontrola Postoji Ne postoji Ne postoji članova članova članova Kontrola Kontrola Upravlj. i kontrola Ne postoji članova Kontrola Ne postoji članova Upravlj. i kontrola Tabela 2.
LL@(20965) International comparison of characteristics, functions and types of boards of directors REFERENCE Š1Ë Babić, V., (1998) Strategijska odgovornost upravnih odbora u procesu transformacije preduzeća, in Stefanović, @., (red.) Upravljanje ključnim aspektima transformacije preduzeća, Ekonomski fakultet, Kragujevac, str. => Međunarodno poređenje karakteristika, funkcija i vrsta upravnih odbora LITERATURA Š1Ë Babić, V., (1998) Strategijska odgovornost upravnih odbora u procesu transformacije preduzeća, u Stefanović, @., (red.) Upravljanje ključnim aspektima transformacije preduzeća, Ekonomski fakultet, Kragujevac, str. 54-61 Š2Ë Babić, V., (2006) Korporativno upravljanje u uslovima koncentracije i disperzije vlasnistva, u Babić, V., (red.) Korporativno upravljanje u tranziciji: vlasništvo, kontrola, menadžerske kompetencije, Ekonomski fakultet, Kragujevac, str. 1-33 Š3Ë Burns, M. L., Kim, B., Prescott, J.E., (2009) The Strategic Role of the Board: the Impact of Board Structure on Top Management Team Strategic Action Capability, Corporate Governance: ~~~ An International Review, Vol. ~~~ 17, No. 6, pp. 728-743 Š4Ë Daily, C. M., Dalton, D.R., (1994) Bankruptcy and Corporate Governance: ~~~ The Impact of Board Composition and Structure, Academy of Management Journal, Vol. ~~~ 37, No. 6, pp. 1603-1617 Š5Ë Daily, C. M., Dalton, D.R., (1995) CEO and Director Turnover in Failing Firms: an Illusion of Change, Strategic Management Journal, Vol. ~~~ 16, No. 5, pp. 393-400 Š6Ë Daily, C. M., Dalton, D.R., Ellstrand, A.E., Johnson, J.L., (1998) Meta-analytic review of board composition, leadership structure and financial performance, Strategic Management Journal, Vol. ~~~ 19, No. 3, pp. 269-290 Š7Ë Hans van Ees, Gabrielson, J., Huse M., (2009) Toward a Behavioral Theory of Boards and Corporate Governance, Corporate Governance:
LL@(20966) 54-61 Š2Ë Babić, V., (2006) Korporativno upravljanje u uslovima koncentracije i disperzije vlasnistva, in Babić, V., (red.) Korporativno upravljanje u tranziciji: vlasništvo, kontrola, menadžerske kompetencije, Ekonomski fakultet, Kragujevac, str. => An international Review, Vol. ~~~ 17, No. 3, pp. 307-319 Š8Ë Hilb, M., (2006) New Corporate Governance, Springer Berlin Heidelberg, New York Š9Ë Ingley C.B., Walt N.T., (2004) Corporate Governance, Institutional Investors and Conflict of Interest, Corporate Governance: ~~~ An International Review, Vol.
LL@(20967)  => 12, No. 4, pp. 534-551 Š10Ë Leblanc, R., (2005) Assessing Board Leadership, An International Corporate Governance:
LL@(20968) 1-33 Š3Ë Burns, M. L., Kim, B., Prescott, J.E., (2009) The Strategic Role of the Board: the Impact of Board Structure on Top Management Team Strategic Action Capability, Corporate Governance: An International Review, Vol. 17, No. 6, pp. 728-743 Š4Ë Daily, C. M., Dalton, D.R., (1994) Bankruptcy and Corporate Governance: The Impact of Board Composition and Structure, Academy of Management Journal, Vol. 37, No. 6, pp. 1603-1617 Š5Ë Daily, C. M., Dalton, D.R., (1995) CEO and Director Turnover in Failing Firms: an Illusion of Change, Strategic Management Journal, Vol. 16, No. 5, pp. 393-400 Š6Ë Daily, C. M., Dalton, D.R., Ellstrand, A.E., Johnson, J.L., (1998) Meta-analytic review of board composition, leadership structure and financial performance, Strategic Management Journal, Vol. 19, No. 3, pp. 269-290 Š7Ë Hans van Ees, Gabrielson, J., Huse M., (2009) Toward a Behavioral Theory of Boards and Corporate Governance, Corporate Governance: An international Review, Vol. 17, No. 3, pp. 307-319 Š8Ë Hilb, M., (2006) New Corporate Governance, Springer Berlin Heidelberg, New York Š9Ë Ingley C.B., Walt N.T., (2004) Corporate Governance, Institutional Investors and Conflict of Interest, Corporate Governance: An International Review, Vol. 12, No. 4, pp. 534-551 Š10Ë Leblanc, R., (2005) Assessing Board Leadership, Corporate Governance: An International Review, Vol. 13, No.5., pp. 654-666 Š11Ë Maassen, G., International Comparasion of Corporate Governance Models, Spencer Stuart, Elst (2000) An Š12Ë Monks, R., Minow, N., (2002) Corporate Governance, Blackwell Publishing, Oxford Š13Ë OECD, (2003) Stability Pact-Sout East Europe Compact for Reform, Investment, Integrity and Growt White Paper on Corporate Governance in Sout East Europe, www.oecd.org/dataoecd/9/21/20490351.pdf Š14Ë Rechner, P.L., Dalton, D.R., (1991) CEO Duality and Organizational Performance: A Longitudinal Analysis, Strategic Management Journal, Vol. 12, No. 2, pp.155-160 Š15Ë Rose, C., (2005) The Composition of Semi-TwoTier Corporate Boards and Firm Performance, Corporate Governance: An International Review, Vol. 13, No. 5, pp. 691-701 Š16Ë Stefanović, N., Stefanović, @., (2004) Struktura korporativnog upravljanja, in Babić, V., (red.) Korporativno upravljanje u tranziciji: vlasništvo, kontrola, menadžerske kompetencije, Ekonomski fakultet, Kragujevac, str. => Review, Vol. ~~~ 13, No.5., pp. 654-666 Š11Ë Massen, G., (2000) An International Comparasion of Corporate Governance Models, Spencer Stuart, Elst Š12Ë Monks, R., Minow, N., (2002) Corporate Gover nance, Blackwell Publishing, Oxford Š13Ë OECD, (2003) Stability Pact-Sout East Europe Compact for Reform, Investment, Integrity and Growt White Paper on Corporate Governance in Sout East Europe, www.oecd.org/dataoecd/9/21/20490351.pdf Š14Ë Rechner, P.L., Dalton, D.R., (1991) CEO Duality and Organizational Performance: ~~~ A Longitudinal Analysis, Strategic Management Journal, Vol. ~~~ 12, No. 2, pp.155-160 Š15Ë Rose, C., (2005) The Composition of Semi-TwoTier Corporate Boards and Firm Performance, Corporate Governance: ~~~ An International Review, Vol.
LL@(20969) 1-33 Š17Ë Zahra, S.A., Pearce, J.A., (1989) Board of Directors and Corporate Financial Performance: A Review and Integrative Model, Journal of Management, Vol. 15, No. 2, pp. 291-334 Š18Ë Zardkoohi, A., Kang, E., (2005) Board Leadership Structure and Firm Performance, Corporate Governance: An International Review, Vol. 13, No. 6, pp. 785-799 Motivational Aspects of Corporate Culture in International Management UDC: 005.32:331.101.3 Doc. => 13, No. 5, pp. 691-701 Š16Ë Stefanović, N., Stefanović, @., (2004) Struktura korporativnog upravljanja, u Babić, V., (red.) Korporativno upravljanje u tranziciji: vlasništvo, kontrola, menadžerske kompetencije, Ekonomski fakultet, Kragujevac, str. 1-33 Š17Ë Zahra, S.A., Pearce, J.A., (1989) Board of Directors and Corporate Financial Performance: ~~~ A Review and Integrative Model, Journal of Management, Vol. ~~~ 15, No. 2, pp. 291-334 Š18Ë Zardkoohi, A., Kang, E., (2005) Board Leadership Structure and Firm Performance, Corporate Governance: ~~~ An International Review, Vol. ~~~ 13, No. 6, pp. 785-799 Motivacioni aspekti korporativne kulture u međunarodnom menadžmentu UDK:
LL@(20970) Dr Nevena Krasulja1, M.Sc. Ivana Radojević (neé Gujanica)2 1 Metropolitan University, Faculty of Management, Belgrade 2 Metropolitan University, Faculty of Management, Belgrade This paper highlights the importance of work motivation.. => 005.32:331.101.3 Doc. ~~~ Dr Nevena Krasulja1, M.Sc. ~~~ Ivana Radojević (rođ.
LL@(20971) It is obvious that universal applicability across cultures of any motivational approach is dangerous. => Gujanica)2 1Univerzitet Metropolitan, Fakultet za menadžment u Beogradu 2 Univerzitet Metropolitan, Fakultet za menadžment u Beogradu U radu se ističe značaj motivacije a pažnja se posvećuje ukazivanju da je univerzalna primenljivost motivacionih teorija veoma rizična.
LL@(20972) Effective transnational managers must look beyond the theory, personal background, biases, values, and belief systems while introducing the work and cultural environments as employees perceive and interpret it. => Efektivan transnacionalni menadžer mora da misli i postupa mimo teorije, ličnog iskustva, vrednosti, sistema verovanja.
LL@(20973) A close examination of culture, norms, and rituals in a society should be the first step taken by a transnational manager who wants to practice management with a global mind-set. => Neophodno je da bliže upozna kulturu zemlje u kojoj posluje, njene norme, kao i društvene rituale, što predstavlja osnovu globalnog razmišljanja. 1.
LL@(20974) 1. ~~~ Introduction Motivation has for years been one of the key concepts for the management of any company since it is closely connected to the productivity of work, the creativity with which the employees do their job, the problem of absenteeism, the turnover of labour force, etc. ~~~ The word motivation comes from the Latin word movere, meaning to move Š11Ë. => Uvod Motivacija već dugi niz godina predstavlja jedan od ključnih koncepata za menadžment svakog preduzeća obzirom da je usko povezana sa produktivnošću rada, kreativnošću sa kojom radnici obavljaju posao, odsustvovanjem sa radnog mesta, fluktuacijom i dr. Sama reč, motivacija, potiče od latinske reči movere, što znači pokrenuti se Š11Ë.
LL@(20975) Generally speaking, motivation can be described as a process by which an individual is oriented to achieving certain goals, that in turn will satisfy not only his individual goals, but the organizational goals as well Š11Ë. Motivation involves incentive and guidance, but also the mainteneneance of the goal oriented behaviour. => Generalno, motivacija se može definisati kao proces koji pojedinca usmerava ka ostvarenju određenih ciljeva, koji će zadovoljiti kako njegove individualne, tako i organizacione potrebe Š11Ë. ~~~ Motivacija uključuje kako podstrek i usmeravanje, tako i održavanje ponašanja usmerenog ka određenom cilju.
LL@(20976) Practice has it that managers generally focus upon achieving business goals and meeting organizational needs. => U praksi je ustanovljeno da se menadžeri uglavnom fokusiraju na postizanje poslovnih ciljeva i zadovoljavanje organizacionih potreba.
LL@(20977) A precondition, however, for these goals to be met is an adequate employee motivation and satisfaction. => Međutim, preduslov za njihovo ispunjenje jeste upravo adekvatna motivacija i zadovoljstvo zaposlenih.
LL@(20978) An effective motivation programme, therefore, should incite the individual to employ all his energy towads achieving organizational, and consequently individual goals. => Stoga, efektivan motivacioni program treba da pokrene pojedinca da svu svoju energiju usmeri ka ostvarenju organizacionih, a preko njih i individualnih ciljeva.
LL@(20979) Modern technological innovations paved new paths in the field of motivation, too. => Savremene tehnološke inovacije otvorile su nove perspektive i u oblasti motivacije.
LL@(20980) The employees are offered an opportunity to succeed both professionally and in a creative sense through accomplishing their everyday tasks. => Radnicima se pruža mogućnost da se kroz obavljanje svakodnevnih zadataka u potpunosti ostvare kako u profesionalnom, tako i kreativnom smislu.
LL@(20981) The pay has long ceased to be the only goal in work, which is proved by a large amount of empiric research. => Plata odavno nije jedini cilj rada, što potvrđuju i različita empirijska istraživanja.
LL@(20982) The most important motivation factor for the employees in many a culture is the attributes of labour. => U mnogim kulturama zaposleni kao najvažniji motivacioni faktor navode atribute rada.
LL@(20983) The findings of the research conducted by Harpaz in a number of countries around the world (Great britain, Belgium, Germany, Israel, Japan, the USA) on a sample of 8,000 employees, reveal that the major motivation factor for a majority of employees is an interesting job. => U istraživanju koje je autor Harpaz sproveo u nekoliko zemalja sveta (Velika Britanija, Belgija, Nemačka, Izrael, Japan, Amerika) među uzorkom od 8000 zaposlenih, ustanovljeno je da većina radnika kao glavni motivacioni faktor ističe interesantan posao.
LL@(20984) The pay and good interpersonal re lations are ranked second and third, respectively Š12Ë. One of the major obstacles, however, to formulating effective motivation programmes in many multinational companies is a large number of universal assumptions imposed by the prevailing theories of motivation. => Plata i dobri interpersonalni odnosi rangirani su na drugo i treće mesto Š12Ë. ~~~ Međutim, jedna od glavnih prepreka postavljanju efektivnih motivacionih programa u mnogim multinacionalnim kompanijama, jeste postojanje velikog broja univerzalnih pretpostavki koje nameću raspoložive teorije motivacije.
LL@(20985) They all start from a wrong hypothesis that human needs are entirely universal. => Sve one polaze od pogrešne hipoteze da su ljudske potrebe potpuno univerzalne.
LL@(20986) On the other hand, the reality proves that there are differences among people that are culturally conditioned, which further is further reflected to both the needs themselves and the manners in which they are satisfied. => Sa druge strane, realnost ukazuje da između ljudi postoje kulturološki uslovljene različitosti, što se dalje reflektuje i na potrebe, kao i način njihovog zadovoljavanja.
LL@(20987) Regardless of this fact, a large number of studies on motivation implicitly or explicitly neglect the cultural impact upon motivation. => Ali, bez obzira na pomenutu činjenicu, mnoge studije motivacije implicitno ili eksplicitno zanemaruju uticaj i efekat kulture na motivaciju.
LL@(20988) The reason generally comes from ethnocentric tendencies or problems related to understanding a different culture. => Razlog, uglavnom, potiče od etnocentričnih tendencija ili problema vezanih za razumevanje druge kulture.
LL@(20989) Ethnocentric and stereotype attitudes have caused much harm to many multinational companies. => Etnocentrični i stereotipni stavovi, mnogim multinacionalnim kompanijama naneli su veliku štetu.
LL@(20990) It is for this reason that in creating effective motivation programmes in international companies management usually decides in favour of additional education as well as training during which they acquire an in-depth knowledge on the characteristics of certain cultures. ~~~ 2. => Stoga, u cilju kreiranja efektivnih motivacionih programa u internacionalnim kompanijama, menadžment uglavnom pribegava dodatnoj edukaciji, kao i treninzima tokom kojih se dublje upoznaje sa karakteristikama pojedinih kultura. 2.
LL@(20991) Cultural impact upon motivation Motivation is a result of interaction among people, as well as of their physical and social environment. => Uticaj kulture na motivaciju Motivacija je proizvod interakcije između ljudi, kao i njihovog fizičkog i socijalnog okruženja.
LL@(20992) It is important to mention that a majority of motivation theories are psychologically oriented, but that they are also based on the models created and tested in America. => Veoma je važno pomenuti da je većina teorija motivacije psihološki orijentisana, ali isto tako i da se bazira na modelima koji su testirani i kreirani na području Amerike.
LL@(20993) Hence the motivation models and theories are of great use to the managements of the American companies, however, the issue of their applicability in an international, cross-cultural environment is yet to be resolved. => Stoga, modeli i teorije motivacije veoma su korisni menadžmentu američkih kompanija, ali, istovremeno treba postaviti i pitanje njihove aplikabilnosti u internacionalnom, kros-kulturnom okruženju.
LL@(20994) The American researchers started from a very simple standpoint, ignoring the impact of culture upon motivation. => Američki istraživači pošli su od vrlo pojednostavljenog stava, ignorišući uticaj kulture na motivaciju.
LL@(20995) They neglected the fact that repre sentatives of every culture have their own mental frame from which they start in their interpretations of the world and events in their environment Š7Ë. Culture plays a very important role in creating needs, in their relative importance and in the manner in which these needs are satisfied. => Nisu uzeli u obzir činjenicu da pripadnici svake kulture imaju svoju mentalnu konstrukciju od koje polaze u interpretiranju sveta i događaja u okruženju Š7Ë. ~~~ Kultura igra veoma važnu ulogu u kreiranju potreba, njihovoj relativnoj važnosti, kao i načinu zadovoljavanja.
LL@(20996) Apart from the basic human biological and physiological needs, a large number of others, such as love, safety, self-actualization, are culturally conditioned. => Izuzev bazičnih ljudskih potreba, koje su fiziološke i biološke prirode, mnoge druge, kao što su ljubav, sigurnost, samoaktuelizacija, kulturološki su uslovljene.
LL@(20997) Cultural norms, as well as the process of socialization with other members of a society, make people satisfy their needs in an acceptable, culturally adequate manner. => Kulturološke norme, kao i proces socijalizacije sa ostalim članovima društva, pojedince usmerava da potrebe zadovolje na prihvatljiv, kulturološki adekvatan način.
LL@(20998) The importance of needs for an individual, i.e., the priority order they are assigned is also under the impact of the mother culture. => Važnost potreba za pojedince, odnosno prioritet koji im se pridaje, takođe je pod uticajem matične kulture.
LL@(20999) Americans, for example, tend to satisfy their individual needs, such as self-actualization and personal comfort, first. => Npr. ~~~ Amerikancima je najvažnije da ostvare individualne potrebe, kao što su samoaktuelizacija i lični komfor.
LL@(21000) On the contrary, the members of the Japanese culture are ready to sacrify these needs in favour of social belonging and acceptance. => Za razliku od njih, pripadnici japanske kulture žrtvovaće pomenute potrebe zarad socijalne pripadnosti i prihvatljivosti.
LL@(21001) As already mentioned above, culture affects the perceptions of time, space, but also a general attitude towards work and the authority in the organization. => Kao što je već pomenuto, kultura utiče na percipiranje vremena, prostora, ali i opšteg stava prema radu i autoritetima u organizaciji.
LL@(21002) All these exert a feedback effect on the employee motivation. => Sve pomenute stavke povratno utiču na motivaciju zaposlenih.
LL@(21003) The differences are evident even among the subcultures within one organization. => Razlike su vidljive čak i među podkulturama unutar organizacije.
LL@(21004) The members of Nordic cultures have identified that the greatest effect upon the behaviour of an individual at his workplace is exerted by age, origin (rural vs. urban milieux), ethnicity and gender Š2Ë. => Pripadnici nordijskih kultura identifikovali su da godine, poreklo (ruralne vs urbane sredine), etnička pripadnost i pol imaju najveći uticaj na ponašanje pojedinca na radnom mestu Š2Ë.
LL@(21005) The research conducted in the USA highlighted the fact that junior employees are to a much greated extent motivated by money in comparison to the senior employees who prefer security at work and good interpersonal relations. => Istraživanja u Americi ukazala su na činjenicu da su mlađi zaposleni (juniori) mnogo više motivisani novcem od starijih (seniora), koji mnogo više cene sigurnost na poslu i dobre međuljudske odnose. 3.
LL@(21006) 3. ~~~ Importance of work in cross-cultural environment The basic criticism of motivation theories results from the fact that each of these theories reflect the values of the American culture in the fifties and the sixties of the last century. => Značaj rada u kros-kulturalnom okruženju Osnovne kritike na račun teorija motivacije, baziraju se na činjenici da svaka od njih reflektuje vrednosti američke kulture tokom pedesetih i šezdesetih godina prošloga veka.
LL@(21007) Thus it proved that some of them are less applicable in other cultures. => Stoga se i u praksi pokazalo da ih je u drugim kulturama nekada čak i nemoguće primeniti.
LL@(21008) The MOW (The Meaning of Work) project explores the basic concepts related to motivation and the importance of work in general. => MOW projekat (The Meaning of Work project projekat o značaju rada) ispituje bazične koncepte vezane za motivaciju i značaj rada uopšte.
LL@(21009) The entire study was created and conducted in 1987 by an international team of experts in the field of behaviorism. => Čitava studija kreirana je i sprovedena 1987 godine, od strane internacionalnog tima stručnjaka iz oblasti biheviorizma.
LL@(21010) They chose eight countries as sample (Great Britain, Germany, Israel, the area of the former Yugoslavia, the Netherlands, Belgium, the USA, Japan) and 15,000 workers of different expertise. => Kao uzorak odabrali su osam zemalja (Velika Britanija, Nemačka, Izrael, područje bivše Jugoslavije, Holandija, Belgija, SAD, Japan) i 15000 radnika koji se bave različitim zanimanjima.
LL@(21011) The findings of the research clearly show that the representatives of different cultures perceive the importance of work in entirely different ways. => Rezultati istraživanja jasno su ukazali da pripadnici različitih kultura potpuno drugačije gledaju na značaj rada.
LL@(21012) England et al., Š8Ë defined and assessed the importance of work using three key concepts: 1) priority of work, that is, its general importance as well as value assigned to work in life in general; 2) social norms related to work, that is, the normative beliefs and expectations related to specific rights and obligations in work; 3) objectives of work, that is, the goals and values preferred and stressed by individuals as most important in their work careers Š8Ë. => England Š8Ë i grupa saradnika, značaj rada definisali su i procenili koristeći se sa tri ključna koncepta, i to: ~~~ 1) prioritetnost rada, tj., opšta važnost, kao i vrednosti koje su pripisane ra du u životu uopšte, 2) socijalne norme o radu, tj., normativna verovanja i očekivanja koja su vezana za specifična prava i obaveze u radu, 3) ciljevi rada, tj., ciljevi i vrednosti koje pojedinci preferiraju i ističu kao najvažnije tokom svoje radne karijere Š8Ë.
LL@(21013) The issue of priority of work is realted to the importance the individual assigns to it in comparison with the other segments of life. => Pitanje prioritetnosti rada vezano je za značaj koji mu pojedinac pridaje u poređenju sa ostalim segmentima života.
LL@(21014) The research results has revealed considerable variations in the value and priority the members of different cultures assign to work. => Rezultati istraživanja ukazali su na relativno velike varijacije u vrednostima i prioritetu koje pripadnici različitih kultura pridaju radu.
LL@(21015) It is most important with the Japanese, whereas the British rank it rather low. => Japanci mu pridaju najveći značaj, dok ga Britanci rangiraju veoma nisko.
LL@(21016) Out of the total number of respondents in the 8 countries, however, as many as 86.1% said they would continue work even when there would be no longer any financial reasons for that. => Međutim, od svih ispitanika u navedenih 8 zemalja, čak 86,1% izjasnilo se da bi nastavilo da radi čak i kada za to više ne bi postojali finansijski razlozi.
LL@(21017) The study therefore shows that the members of these cultures deem work highly important and and essential part of their lives. => Dakle, studija ukazuje da pripadnici pomenutih kultura radu pridaju veoma veliki značaj i da on predstavlja bitan deo njihovih života.
LL@(21018) A similar study was conducted in Saudi Arabia Š3Ë, where as many as 94% respondents stated that they would continue to work even in a situation of overall material comfort. => Slična studija urađena je i na području Saudijske Arabije Š3Ë, gde se čak 94% ispitanika izjasnilo da bi sa poslom nastavilo čak i u situaciji potpune materijalne bezbednosti.
LL@(21019) Another field of research of the MOW team were the work-related social norms. => Drugo područje istraživanja MOW tima bile su socijalne norme vezane za rad.
LL@(21020) The researchers defined two groups of norms and then measured the deviations in the respondents answers across the eight countries. => Istraživači su definisali dve grupe normi, i potom merili odstupanja u odgovorima respodenata iz osam zemalja.
LL@(21021) Legal norms represent basic rights and responsibilities in the organization, however, on the other hand, the obligations the social community has towards them. => Pravne norme reprezentuju bazična prava i odgovornosti radnika u organizaciji, ali sa druge strane i obaveze koje društvena zajednica ima prema njima.
LL@(21022) Also, it is assumed that every member of a society has a right to an interesting and creative job, adequate training, as well as an opportunity to participate in decision-making Š18Ë. Obligation norms represent the basic responsibility of every individual to the society in which they work and live. => Takođe, podrazumeva se da svaki član društva ima pravo na interesantan i kreativan posao, odgovarajuće treninge, kao i mogućnost da učestvuje u donošenju odluka Š18Ë.
LL@(21023) Each individual has to use their work to contribute to the societys further development and has to appreciate their work, regardless of its nature and character Š18Ë. Countries with a high index of obligation norms prefer the traditional work ethics. => Obligacione norme reprezentuju bazične obaveze svih pojedinaca prema društvu u kome žive i rade. ~~~ Svaka individua svojim radom mora doprineti daljem društvenom razvoju i ceniti svoj rad , bez obzira na njegovu prirodu i karakter Š18Ë.
LL@(21024)  => Zemlje u kojima je indeks obligacionih normi visok, preferiraju tradicionalnu radnu etiku.
LL@(21025) To work and to constantly contribute to the welfare of the organization and of the society is considered to be only natural. => Raditi i konstantno doprinositi dobrobiti organizacije i društva, smatra se prirodnim sledom stvari.
LL@(21026) On the other hand, the countries in which legal norms are present in a higher degree, have the boundaries of the traditional somewhat extended. => Sa druge strane, u zemljama koje imaju veću zastupljenost pravnih normi, dolazi do pomeranja granica tradicionalnog.
LL@(21027) According to the research findings, the deviation proved to be highest in the USA and the Netherlends. => Prema rezultatima istraživanja, Amerika i Holandija pokazale su se kao zemlje sa najvećim odstupanjima.
LL@(21028) The Netherlands has a rather high index of legal norms and almost the lowest level of obligation norms which suggests that the members of this culture insist on individual rights at work, rather than on the idea that every individual is obliged to work. => Holandija ima veoma visok indeks pravnih normi i gotovo najniži indeks obligacionih, što dalje sugeriše da pripadnici ove kulture mnogo više potenciraju indivi dualna prava u radu, stavljajući u drugi plan ideju da je svaki pojedinac obavezan da radi.
LL@(21029) The situation in the USA is opposite this is the culture characterised by a very high index of obligation norms and an extremely low index of legal norms. => U Americi je situacija opozitna ova kultura ima veoma visok indeks obligacionih normi i izuzetno nizak indeks pravnih normi.
LL@(21030) Hence the traditional work ethics is valued most in these parts. => Stoga se visoko vrednuje i ceni tradicionalna radna etika.
LL@(21031) The study has also pointed to the difference in the goals of work in the eight observed countries. => Studija je takođe ukazala i na različitost ciljeva rada u pomenutih osam zemalja.
LL@(21032) None of the countries ranks these rights in the same way. => Ni jedna od njih ne rangira ih na isti način.
LL@(21033) Certain goals of work, however, stand out as universally adopted. => Međutim, neki ciljevi rada mogu se izdvojiti kao univerzalno prihvaćeni.
LL@(21034) The job being interesting is ranked by all the countries at the first, the second, or the third positions, that is, as a highly valued goal. => U svim zemljama interesantan posao rangiran je na prvo, drugo ili treće mesto, dakle kao visoko vrednovan cilj.
LL@(21035) Six of the countries prefer high salary as the top goal. => Zatim, dobra plata se u šest, od navedenih osam zemalja, pokazala kao preferiran cilj.
LL@(21036) On the other hand, good work conditions and the opportunity of promotion and futher improvement ranked rather low in all the countries. => Sa druge strane, dobri uslovi rada, kao i mogućnost napredovanja i daljeg promovisanja rangirali su se u svim zemljama veoma nisko.
LL@(21037) More recent studies related to the meaning of work, conducted in the organizations in India, Malaysia and Thailand, suggested a somewhat different situation Š6Ë. => Novija istraživanja vezana za značaj ciljeva rada, sprovedena u organizacijama u Indiji, Maleziji i na Tajlandu ukazuju na nešto drugačiju situaciju Š6Ë.
LL@(21038) The managers from Indian and Thai organizations assigned the highest meaning to the goals of interesitng jobs, where they can learn new things, as well as of the job they love, whereas high salary proved to be one of the not so important goals. => Menadžeri kako iz indijskih, tako i tajlandskih organizacija, ciljeve interesantnog posla, posla na kome mogu da nauče nove stvari, kao i posla koji vole, rangirali su kao najvažnije, dok se dobra plata pokazala kao jedan od manje važnih.
LL@(21039) The situation was rather similar in the Malaysian organizations. => U malezijskim organizacijama situacija je bila veoma slična.
LL@(21040) Since the employees attach different meaning to work at a cross-cultural level, from medium to very high, it is very important that managers establish what the employees realy understand by meaningful, important work. => Obzirom da na kros-kulturnom nivou zaposleni radu pridaju različit značaj, počev od srednjeg pa do veoma visokog, za menadžere je veoma važno da ustanove šta, uopšte, oni podrazumevaju pod značajnim, smisaonim radom.
LL@(21041) A universal assumption for all the cultures is that the employees motivation will be considerably higher if they find that the job they do is meaningful and important. => Univerzalna pretpostavka za sve kulture jeste da će zaposleni biti i mnogo više motivisani ukoliko procene da je posao koji rade smisaon i značajan.
LL@(21042) Work satisfaction is the employees positive or a negative perception of the activities they are engaged in on daily basis in their organizations. => Zadovoljstvo poslom predstavlja pozitivan ili negativan stav zaposlenog prema aktivnostima koje svakodnevno obavlja u organizaciji.
LL@(21043) The trends at the cross-cultural level indicate that satisfaction ranges from a high to a medium levels Š16Ë. Dramatic differences among the countries are evident only in case of the classification of the countries into highly developed and the developing countries. => Trendovi na kros-kulturnom nivou ukazuju da se zadovoljstvo kreće od visokog ka srednjem Š16Ë. ~~~ Dramatične razlike među zemljama javljaju se samo u situaciji podele na visoko razvijene i zemlje u razvoju.
LL@(21044) The countries with most satisfied employees (top 5 happiest workers) are Denmark, India, Norway, the USA, and Ireland, while the least satisfied employees (bottom 5 unhappiest workers) are characteristic of Estonia, China, the Czech Republic, Ukraine and Hungary Š16Ë. => Među zemlje čiji su radnici najzadovoljniji (top 5 happiest workers) ubrajaju se Danska, Indija, Norveška, SAD i Irska, dok je najniže zadovoljstvo (bottom 5 unhappiest workers) zabeleženo u Estoniji, Kini, Češkoj Republici, Ukrajini i Mađarskoj Š16Ë.
LL@(21045) It is fairly obvious that the countries in transition from entirely closed economic systems to open, competitive systems display the least work satisfaction. => Sasvim je očigledno da zemlje koje se nalaze u fazi tranzicije od nekada potpuno zatvorenih ekonomskih sistema, ka otvorenim, konkurentnim, pokazuju najniži stepen zadovoljstva poslom.
LL@(21046) The loss of job, the creation of new jobs, fiercer competition, certain government regulations and protection, etc. make the situation uncertain. => Gubitak posla, kao i pojava novih radnih mesta, pojačana konkurencija, po vlačenje nekih vladinih regulativa i protekcija i dr. situaciju čine neizvesnom.
LL@(21047) Generally, the study of the meaning of work at the cross-cultural level has proved to be rather useful. => Generalno, izučavanje značaja rada na kros-kulturnom nivou pokazalo se veoma korisnim.
LL@(21048) Managers find it easier to learn about the importance and relative impact of motivation factors in different cultures. => Menadžeri mnogo lakše mogu da spoznaju značaj i relativnu važnost motivacionih faktora u različitim kulturama.
LL@(21049) For example, the comparison of the results obtained in Japan with those obtained in Germany will clearly prove that work itself is a motivation enough for every Japanese worker. => Npr. ukoliko se uporede rezultati dobijeni u Japanu i Nemačkoj, biće sasvim očigledno da je rad sam po sebi već dovoljan motivator za sve japanske radnike.
LL@(21050) On the other hand, German workers do not attach so much meaning to work and spend less time at work. => Sa druge strane nemački radnici ne pridaju mu toliki značaj i rade dosta kraće.
LL@(21051) In designing the policy and the system of remuneration attention should be paid to the different natures of the goals of work. => U razradi politike i sistema nagrađivanja, takođe treba uzeti u obzir različitost ciljeva rada.
LL@(21052) In many an eastern culture pay has proved to be a less important goal in comparison to the ranking of pay in Germany or in Great Britain. => U mnogim istočnim kulturama plata se pokazala kao manje značajan cilj u odnosu na rangiranje iste u Nemačkoj ili Velikoj Britaniji.
LL@(21053) 4. => 4.
LL@(21054) Impact of culture upon employees attitude to rewards All motivation theories analyse the effects of rewards upon the behaviour of the individual in the organization. => Uticaj kulture na vrednovanje nagrada od strane zaposlenih Sve motivacione teorije razmatraju efekte nagrada na ponašanje pojedinca u organizaciji.
LL@(21055) Generally, the rewarding system includes everything the employees value and desire, and what they receive from their organization in response to their efforts, time and high work performance. => Generalno, sistem nagrađivanja uključuje sve što zaposleni vrednuju i žele, a dobijaju od svoje organizacije kao odgovor na uloženi napor, vreme i dobre radne performanse.
LL@(21056) The system itself includes both financial and non-financial rewards. => Sam sistem obuhvata finansijske i nefinansijske nagrade.
LL@(21057) The former are bonuses, compensations, benefits and costs related to further education and qualification. ~~~ The latter involve the freedom in decisionmaking, a sensitive management practice and politics, free time, opportunities of further training in work and the effort recognition. => U prve se ubrajaju bonusi, kompenzacije, beneficije i troškovi vezani za dalju edukaciju i dokvalifikaciju, dok nefinansijski obuhvataju slobodu u donošenju odluka, senzitivnu menadžment praksu i politiku, slobodno vreme, mogućnosti za daljim treningom u poslu i data priznanja.
LL@(21058) The rewards actually bring the employees expectations and the management goals closer together. => Nagrade, zapravo, približavaju očekivanja radnika i ciljeve menadžmenta.
LL@(21059) An efficient rewarding system guarantees the employees: 1) opportunities to satisfy their basic needs; 2) adequate treatment as regards the conditions in the labour market; 3) feeling that the effort and work are valued within the organization; 4) security and fair treatment, both as individuals and as members of a group. => Efikasan sistem nagrađivanja zaposlenima obezbeđuje: ~~~ 1) mogućnost da ispune bazične, željene potrebe, 2) adekvatan tretman shodno uslovima na tržištu radne snage, 3) osećaj da se uloženi napor i trud vrednuju unutar organizacije, 4) zaposlenima se ukazuje da imaju sigurnost i fer tretman, bilo kao individue ili članovi grupe.
LL@(21060) The difference in preferentials is conditioned by cultural factors, hence management employs different policies in rewarding the employees. => Različitost u preferencijama uslovljena je kulturološkim faktorima, pa se shodno tome menadžment služi različitim politikama u nagrađivanju zaposlenih.
LL@(21061) The western motivation models are individualistic in nature, therefore inapplicable in collectivistic cultures. => Zapadnjački motivacioni modeli po svojoj prirodi su individualistički, pa samim tim i ne primenljivi u kolektivističkim kulturama.
LL@(21062) The amount of the rewards and the grant of the reward in the developed western countries vary depending on the individuals position in the organization, the job type, the education and work experience. => U razvijenim zapadnim zemljama, visina nagrade kao i njeno dodeljivanje, variraju u zavisnosti od pozicije u organizaciji, tipa posla, obrazovanja i poslovnog iskustva.
LL@(21063) Quite opposite, it is a custom in Japan that employees are not rewarded individually. => Nasuprot tome, u japanskoj kulturi običaj je da se za posleni ne nagrađuju na individualnoj osnovi.
LL@(21064) Such a gesture would only embarass and even ashame the individual, hence it is assumed to be demotivating. => Ovakav gest bi samo zbunio, pa čak i postideo pojedinca, pa se stoga smatra demotivišućim.
LL@(21065) The individual is a member of the group and his performance is automatically assigned to the group he belongs to. => Pojedinac je član grupe i njegov učinak se automatski pripisuje grupi kojoj pripada.
LL@(21066) In certain collectivistic cultures the employees openly maintain that no worker should be rewarded disproportionally more compared to his colleagues. => U nekim kolektivističkim kulturama, zaposleni čak vrlo otvoreno drže do stava da ni jedan radnik ne treba da dobija disproporcionalno više od svojih kolega.
LL@(21067) In Hong-Kong, for example, the individual who enjoys an obviously better treatment from the part of the top manager may become a victim of jealousy and condemned, given the attribute of being a red-eye disease Š14Ë. High-context, collectivistic cultures are characterised by norms of behaviours expected of one in certain situations. => Npr. u Hong-Kongu, pojedinac koji ima očigledno bolji tretman od strane top menadžera može postati žrtva ljubomore i osude, noseći epitet bolest crvenog oka (red-eye disease) Š14Ë.
LL@(21068) Rewarding individual behaviour that in any way contradicts to group norms will not have a favourable impact upon further motivation. => U visoko-kontekstnim, kolektivističkim kulturama postoje očekivane norme ponašanja u određenim situacijama.
LL@(21069)  => Davanje nagrade za individualno ponašanje, koje u bilo kom smislu protivreči grupnim normama, neće se odraziti povoljno na dalju motivaciju.
LL@(21070) Hence group rewards are a much more efficient solution. => Stoga, grupne nagrade predstavljaju mnogo efikasnije sredstvo.
LL@(21071) In the case of the Russian culture members, for example, this proved to be a powerful motivation factor. => Npr. u slučaju pripadnika ruske kulture ovaj vid nagrada pokazao se kao jak motivacioni faktor.
LL@(21072) In their opinion, group recognition adds to the value of team work and focuses on the welfare of the whole group Š14Ë. => Po njihovom mišljenju, grupno priznanje ojačava vrednost timskog rada i fokusira dobrobit cele grupe Š14Ë.
LL@(21073) The dimension of the masculine feminine culture also suggests what the members of one culture prefer as a reward type. => Dimenzija muško-ženske kulture takođe sugeriše šta pripadnici preferiraju kao tip nagrade.
LL@(21074) In typically masculine cultures, the employees will assign a high value to a pay raise, a title or any type of material, status-oriented reward. => U muškim kulturama, zaposleni će visoko vrednovati dobijenu povišicu, titulu ili bilo koji vid materijalne, statusno-orijetisane nagrade.
LL@(21075) In feminine cultures, rewards such as better work conditions, bonus in the form of free time, symbolic rewards, etc. are preferred. => U ženskim kulturama preferiraju se nagrade kao što su bolji radni uslovi, bonus u vidu slobodnog vremena, simbolične nagrade i sl.
LL@(21076) In certain countries, material things are perceived rather as a gift than a reward for a well done job. => U nekim zemljama, materijalne stvari se pre percipiraju kao poklon, a ne nagrada za dobro obavljen posao.
LL@(21077) In China, for example, a large number of organizations distribute food to their employees for the holidays. => Npr. u Kini, veliki broj organizacija za praznike svojim zaposlenima distribuira hranu.
LL@(21078) The employees at higher positions receive higher quality foods, however, none of them makes a connection between the business performance and the received gifts. => Zaposleni na višim pozicijama dobijaju proizvode višeg kvaliteta, međutim niko od njih ne dovodi u vezu postignute poslovne performanse i dobijene poklone.
LL@(21079) Even within one abd the same country there is a large number of factors that impact the employees prefer ence of one or another type of reward. => Čak i unutar pojedinih zemalja postoji veliki broj faktora koji utiču na preferenciju zaposlenih ka određenom tipu nagrade.
LL@(21080) According to the research conducted in a hotel chain on the Bahamas, all the employees decided that the most powerful motivation factors were pay raise, good work conditions and an interesting job Š4Ë. => Prema istraživanju koje je vršeno u hotelskom lancu na Bahamima, svi zaposleni su kao najjače motivatore naveli povišicu plate, dobre radne uslove, cenjenje i pohvale za postignute rezultate i interesantnost posla Š4Ë.
LL@(21081) The impact of the factors such as age, gender, education and the position in the organization conditioned that the mentioned motivators be ranked differently. => Međutim, uticaj faktora kao što su godine, pol, obrazovanje i položaj u organizaciji, uslovili su da navedeni motivatori budu različito rangirani.
LL@(21082) The male staff and the management personnel ranked pay first, opposite to the female staff and personnel that do not hold any managerial positions. ~~~ 5. => Muško osoblje i menadžment personal rangirali su platu na prvo mesto, za razliku od ženskog osoblja i personala koje nema nikakvu menadžersku funkciju. 5.
LL@(21083) Cultural impact upon work and personality motivation concepts Organizational performance is a function of the employees contribution to the set organizational goals. => Uticaj kulture na motivacione koncepte rada i ličnosti Organizacione performanse su funkcija doprinosa zaposlenih postavljenim organizacionim ciljevima.
LL@(21084) On the other hand, the effort the employees will make in doing the job depends on the motivation level. => Sa druge strane, napor koji će zaposleni uložiti u obavljanje posla zavisi od stepena motivacije.
LL@(21085) It is perfectly logical that a motivateD employee is much more productive. => Sasvim je logično da je motivisan radnik i znatno produktivniji.
LL@(21086) Two central concepts of key importance for understanding motivation are the work concept and the personality concept. => Dva centralna koncepta koja su od ključne važnosti za razumevanje motivacije, jesu koncept rada i koncept ličnosti.
LL@(21087) These concepts do not by any means have a universal meaning in the motivation study on a cross-cultural level. => U proučavanju motivacije na kros-kulturnom nivou, nikako se ne sme pretpostaviti da pomenuti koncepti imaju univerzalno značenje.
LL@(21088) The members of different cultures largely differ in their perceptions of both work and personality, i.e., personal effort. => Pripadnici različitih kultura potpuno drugačije percipiraju kako sam rad, tako i ličnost, tj. lično zalaganje.
LL@(21089) Throughout the history of the western civilization work has been treated in different manners as an effort and an imminent evil, obligation, the manner of salvation. => Kroz istoriju zapadne civilizacije rad je bio tretiran na različite načine - kao napor i neminovno zlo, obaveza, način spasa.
LL@(21090) According to Max Weber, the factor that contributed to the development of modern capitalism is the very value and importance that the Protestant religion attached to work and wealth accumulation. => Prema mišljenju autora Max Webera, faktor koji je doprineo razvoju modernog kapitalizma, jeste upravo vrednost i značaj koji je Protestantska religija dala radu i akumulaciji bogatstva.
LL@(21091) According to Copeland, it is because of the Puritan work ethics and beliefs into the cause-consequence relation that the members of the western culture do their jobs with dignity... => Po rečima autora Copelanda upravo zbog puritanske radne etike i verovanja u vezu uzrok-posledica, pripadnici zapadne kulture rade dostojanstveno....
LL@(21092) The job gives them dignity, so they often define themselves by the everyday activity they are engaged in... => Posao im daje identitet, pa često sebe definišu upravo kroz delatnost koju svakodnevno obavljaju....
LL@(21093) Š4Ë. => Š4Ë.
LL@(21094) Thus personal presentation of e.g. the member of the American culture differs from that of the member of the Japanese culture. => Tako, lično predstavljanje razlikuje se između pripadnika npr. američke i japanske kulture.
LL@(21095) The former will always talk of his job and its contents, insisting exclusively on a personal, individual level. => Prvi će uvek pričati o svom poslu i njegovom sadržaju, zadržavajući se isključivo na ličnom, individualnom nivou.
LL@(21096) The latter will identify himself with the firm he works with, i.e., the reference given to him by his employer. => Pripadnici japanske kulture identifikovaće se sa firmom u kojoj rade, tj. sa referencom koju im je dao poslodavac.
LL@(21097) The members of the North-American culture expect the employee to do his best to complete the job most successfully, with a motto we must be willing to get our hands dirty. => Pripadnici Severno-američke kulture očekuju da će zaposleni dati sve od sebe kako bi najuspešnije završili posao, uz moto moramo biti voljni da isprljamo ruke (we must be willing to get our hands dirty).
LL@(21098) No consideration is given to whether the job is physical or intellectual. => U razmatranje se uopšte ne uzima da li je posao fizičkog ili umnog karaktera.
LL@(21099) Such a positive attitude towards work is generally not culturally universal. => Ovako pozitivan stav prema radu uglavnom nije kulturološki univerzalan.
LL@(21100) In some cultures, work is assigned many more negative connotations. => U nekim kulturama radu se pripisuje mnogo više negativnih konotacija.
LL@(21101) Thus in south America doing physical jobs is considered to be degrading. => Tako, u južnoj Americi, obavljanje fizičkih poslova smatra se degradirajućim.
LL@(21102) Jobs are ranked according to status; educated employees with a university diploma will under no conditions do the lower status jobs Š10Ë. People work for different reasons. => Poslovi su rangirani po statusu; zaposleni koji su obrazovani i poseduju fakultetsku diplomu ni u jednoj situaciji neće obavljati poslove nižeg statusa Š10Ë. ~~~ Ljudi rade iz različitih razloga.
LL@(21103) First, there is the instrumentality of work the motive comes from the desire to live a comfortable life and acquire necessary and even luxurious goods. => Na prvom mestu u obzir se uzima instrumentalnost rada - motiv potiče od želje za udobnim životom i pribavljanjem neophodnih, ali i luksuznih dobara.
LL@(21104) When only this factor is taken into consideration in creating motivation programmes, management usually resort to techniques such as pay raise, bonuses, special privileges, etc. => Kada se pri kreiranju motivacionih programa u organizaciji uzme u obzir samo ovaj faktor, menadžment obično pribegava tehnikama kao što su povišice plata, bonusi, posebne privilegije i sl.
LL@(21105) Work, however, has other connotations, too. => Ali, rad ima i druge konotacije.
LL@(21106) In addition to its material aspect, it can be interesting and inspirative whereby the individual can achieve a high level of self-actualization. => Pored toga što je neophodan zbog svog materijalnog aspekta, može biti zanimljiv i inspirativan što individuii obezbeđuje da dostigne visok nivo samoaktuelizacije.
LL@(21107) Through work the individuals also interact with other people and actualize themselves in a social context. => Takođe, radeći, pojedinci stupaju u interakciju sa drugim ljudima i ostvaruju se na socijalnom planu.
LL@(21108) A large number of employees continue work even after they have provided themselves with a maximum of material wealth necessary for further living. => Mnogi zaposleni nastavljaju da rade čak i kada obezbede maksimum materijalnih sredstava za dalju egzistenciju.
LL@(21109) In their lives, work has a central position. => Rad u njihovim životima zauzima centralnu poziciju.
LL@(21110) The study conducted in these eight countries, however, shows that work is not attached equal importance and meaning in all these cultures. => Međutim, studija koja je sprovedena u osam zemalja ukazuje da rad nema podjednaku važnost i značenje u različitim kulturama.
LL@(21111)  => Najvažnije mesto radu pridaju Japanci, a najniže Britanci.
LL@(21112) Generally, the cultures whose members give work a central position are Japan, the USA, Germany, and Belgium Š18Ë. => Generalno, kulture čiji pripadnici radu daju centralnu poziciju su Japan, Amerika, Nemačka i Belgija Š18Ë.
LL@(21113) The cultural differences in the meaning assigned to work hold a high practical importance for international managers. => Kulturološke razlike u značenju i važnosti koje se pridaju radu, imaju veliki praktični značaj za internacionalne menadžere.
LL@(21114) The set priorities are a perfect guideline to devise adequate motivation programmes. => Ustanovljeni prioriteti predstavljaju odličan putokaz za pravljenje adekvatnih motivacionih programa.
LL@(21115) Regardless of cultural differences, however, some aspects of work are attached equal importance in almost all cultures good pay and an interesting job Š12Ë. => Međutim, bez obzira na kulturološke različitosti, postoje određeni aspekti rada kojima se pridaje jednaka važnost u gotovo svim kulturama dobra plata i interesantan posao Š12Ë.
LL@(21116) The personality concept has its different aspects. => Koncept ličnosti ima svoje različite aspekte.
LL@(21117) Western cultures understand personality as an entity that is absolutely independent and individually oriented. => Zapadne kulture ličnost doživljavaju kao entitet koji je u potpunosti samostalan i individualno orijentisan.
LL@(21118) Every individual has a unique configuration of traits (capabilities, motives and values) that form his/her basis in the society. => Svaka individua ima jedinstvenu konfiguraciju osobina (sposobnosti, motivi i vrednosti) koje joj formiraju bazu ponašanja u društvu.
LL@(21119) The main personality aspects are psychological-ecological Š19Ë, intrapersonal and public Š17Ë. => Glavni aspekti ličnosti su psihološko-ekološki Š19Ë, intrapersonalni i javni Š17Ë.
LL@(21120) The first aspect refers to the fact that every individual understands and explains themselves as physically separated from other members of a society, thus also developing their own self. => Prvi aspekt odnosi se na činjenicu da svaka individua sebe tumači i doživljava fizički odvojeno od ostalih pripadnika društva, na taj način razvijajući i svoje ja.
LL@(21121) The intrapersonal aspect means that every individual has his/her own internal world (stream of thoughts, dreams, hopes) that is exclusively private and cannot be shared with others. => Intrapersonalni aspekt podrazumeva da svaka ličnost ima svoj interni svet (tok misli, snove, nadanja) koji je potpuno privatan i ne deli se sa drugima.
LL@(21122) Certain intrapersonal aspects are universal; the majority is however culturally determined. => Neki od intrapersonalnih aspekata su univerzalni, dok je većina ipak kulturološki determinisana.
LL@(21123) The public aspect of the personality is expressed and devloped through social contacts with other members of the society. => Javni aspekt ličnosti ispoljava se i razvija se putem socijalnih kontakata sa ostalim članovima društva.
LL@(21124) The members of different cultures understand the public aspect of the personality as separate and independent from other people, whereas others believe this aspect is inseparable from the social group and the society one lives in. => Pripadnici različitih kultura javni aspekt ličnosti doživljavaju kao separatan i nezavisan od drugih ljudi, dok drugi smatraju da je ovaj aspekt nerazdvojiv od socijalne grupe i društva u kome se živi.
LL@(21125) Thus a large number of the western culture members believe in an absolute autonomy of a person. => Tako, mnogi pripadnici zapadne kulture veruju u potpunu autonomiju ličnosti.
LL@(21126) The norms demand that the individual become independent in time, revealing and expressing their unique qualities. => Norme nalažu da individua vremenom postaje nezavisna, otkrivajući i izražavajući svoje jedinstvene osobine.
LL@(21127) Self-actualization, self-respect, potential realization and devotion to oneself reflect the key concept on which the autonomous personality is established. => Samoaktuelizacija, samopoštovanje, realizovanje potencijala i odanost sebi odražavaju ključni koncept na kome se bazira nezavisna ličnost.
LL@(21128) The members of the eastern culture believe that the individual depends on his/her social group and the environment in general. => Pripadnici istočnjačke kulture smatraju da je ličnost zavisna o svojoj socijalnoj grupi i okruženju uopšte.
LL@(21129) As regards a fundamantal connectedness between people, every individual will create their behaviour, thoughts, feelings, attitudes, etc., under the influence of the existing social relations and connections Š2Ë. => Obzirom na fundamentalnu povezanost ljudi, svaki pojedinac će svoje ponašanje, misli, osećanja, stavove i dr., kreirati pod uticajem postojećih socijalnih odnosa i veza Š2Ë.
LL@(21130) Hence in these cultures there is a permanent motivation to fit into the social context. => Stoga, u ovim kulturama postoji stalna motivacija za uklapanjem u socijalni kontekst.
LL@(21131) The key differences between a dependent and an independent personality have implications upon creating motivational programmes within the organization too. => Ključne razlike između zavisne i nezavisne ličnosti imaju implikacije i na kreiranje motivacionih programa unutar organizacije.
LL@(21132) The motives that drive these two categories of people largely differ. => Motivi koji pokreću ove dve kategorije ljudi u velikoj meri se razlikuju.
LL@(21133) The concept of the independent personality is present in the individualistic cultures, whereas in collectivistic cultures the community concept is reflected upon the individual too. ~~~ 6. => Koncept nezavisne ličnosti prisutan je u individualističkim kulturama, dok se u kolektivističkim koncept zajedništva reflektuje i na individuu. 6.
LL@(21134) Organizational policy and rewarding practice The management of a large number of organizations equal the reward to the employee motivation. => Organizaciona politika i praksa nagrađivanja Menadžment velikog broja organizacija, nagrade izjednačuje sa motivacijom zaposlenih.
LL@(21135) In grave economic conditions, when companies are forced to implement a downsizing programme and reduce costs, maintaining loyalty and motivation becomes a rather sensitive field. => U teškim ekonomskim uslovima, kada su kompanije prinuđene da sprovedu program down-sajzinga i smanje troškove, održavanje lojalnosti i motivacije postaje vrlo osetljiv teren.
LL@(21136) It is in these situations that the management has to determine what employees perceive to be their most adequate reward. => Upravo u takvim situacijama, menadžment mora determinisati šta zaposleni percipiraju kao najadekvatniju nagradu.
LL@(21137) During the crisis that swept through the Asian computer companies in the nineties, management believed that the best way of rewarding is distributing shares to the employees. => Tokom krize koja je zahvatila azijske kompjuterske kompanije devedesetih godina, menadžment je smatrao da je najbolji vid nagrada davanje akcija zaposlenima.
LL@(21138) As the value of the shares began to fall, however, they ceased to be a sufficiently motivat ing factor. => Međutim, kako je njihova vrednost počela da opada, nisu više bile dovoljno snažan motivacioni faktor.
LL@(21139) According to the Asia Computer Weeklys report, the best accepted bonuses since 2002 proved to be the opportunity of further education, training and health care. => Po izveštajima Asia Computer Weeklys pregleda, od 2002 godine, kao najbolje prihvaćeni bonusi pokazali su se omogućavanje daljeg obrazovanja, treninzi i zdravstveno osiguranje.
LL@(21140) The employees in this field still appreciated money bonuses most, however, the opening of fitness centres, cafeterias, opportunity to spend a holiday in the holiday home etc., were also well received among the employees Š20Ë. => Bez obzira što su zaposleni iz ove oblasti i dalje najviše cenili bonuse u novčanom obliku, otvaranje fitnes centara, kafeterije, omogućivanje odmora u holiday home i sl., takođe su naišli na veoma dobar odziv od strane zaposlenih Š20Ë.
LL@(21141) The policy of rewarding in Europe is more flexible companies let their employees choose among a number of alteratives, i.e., what satisfies their needs best at a given moment. => U Evropi je politika nagrađivanja fleksibilnija kompanije dozvoljavaju zaposlenima da biraju između više alternativa, tj. šta u određenom momentu najviše odgovara njihovim potrebama.
LL@(21142) For example, one choice can be a short holiday as a compensation to a higher pension plan. => Npr. opredeljenje može biti kraći godišnji odmor kao kompenzacija višem penzijskom doprinosu.
LL@(21143) In the Pricewaterhouse Coopers accounting firm, the rewards to those with an above-average performance make an important aspect of corporate culture. => U računovodstvenoj firmi Pricewaterhouse Coopers, priznanja zaposlenima koji imaju natprosečne rezultate predstavljaju važan aspekt korporativne kulture.
LL@(21144) Those who contributed to the improvement of organizational performance are awarded the ABCD (Above and Beyond the Call of Duty) award that includes the Eurostar train tickets and the visits to wellness centres Š1Ë. => Pojedinci koji su doprineli povećanju organizacionih perfomansi dobijaju ABCD (Above and Beyond the Call of Duty Iznad granica dužnosti) nagradu koja uključuje Eurostar vozne karte i posetu wellness centrima Š1Ë.
LL@(21145) The importance of rewards in north America attracted special attention due to a wide diversification of the labour force. => U Severnoj Americi značaju nagrada pridaje se posebna pažnja obzirom na široku diverzifikovanost radne snage.
LL@(21146) Very popular have become special cards with dicsounts that enhance shopping both in the shops and via the catalogue sales Š13Ë. Comanies often adopt the practice of awards linked in a unique way to the business they are in. => Veoma popularne postaju kartice sa popustom koje podstiču kupovinu kako u radnji tako i putem kataloške prodaje Š13Ë. ~~~ Kompanije često usvajaju i praksu davanja nagrada koje su jedinstvene za posao kojim se bave.
LL@(21147) The FedEx company, for example, names a new plane after the name of an employees child, and the family travels free to the companys headquarters in Memphis on the plaines maiden flight. => Npr. avio-kompanija FedEx, novom avionu daje ime po ugledu na ime deteta nekog od zaposlenih, a prvim letom čitava porodica besplatno putuje u predstavništvo u Memfisu.
LL@(21148) This ritual signifies the planes baptism Š15Ë. => Ovaj ritual označava krštenje aviona Š15Ë.
LL@(21149) In Russia, which by the way promptly transforms into a capitalist country, financial rewards and provision of consumer goods are considered as the rewards highly favoured among the employees Š14Ë. 7. => U Rusiji, koja se inače veoma brzo transformiše u kapitalističku zemlju, novčane nagrade i snabdevanje potrošačkim dobrima smatraju se nagradama koje zaposleni najviše cene Š14Ë. 7.
LL@(21150) Conclusion Everyday rapid changes are one of the basic characteristics of the modern times. => Zaključak Svakodnevne rapidne promene predstavljaju jednu od osnovnih karakteristika savremenog doba.
LL@(21151) A fast development of technology and communications, as well as numerous political changes and restructurings created new opportunities, but also potential problems. => Brz razvoj tehnologije i komunikacija, kao i brojne političke promene i restruktuiranja, kreirali su kako nove mogućnosti, tako i potencijalne probleme.
LL@(21152) The turbulence and speed of the changes hinder any attempt of making predictions with certainty. => Turbulentnost i brzina promena skoro i da onemogućavaju bilo kakav vid sigurnog predviđanja.
LL@(21153) The human resource management and motivation experts highlight two trends as crucial when talking about creating motivation programmes on a cross-cultural level. => Stručnjaci iz oblasti menadžmenta ljudskih resursa i motivacije, dva trenda izdvajaju kao posebno bitna kada se razmatra kreiranje motivacionih programa na kros-kulturnom nivou.
LL@(21154) The issue that attracts most attention is whether the collapse of the Soviet system will result into the inte gration of socialist cultures and hence stress the issue of social needs in the western companies. => Pitanje koje se posebno razmatra jeste da li će kolaps sovjetskog sistema rezultirati u integraciji socijalističkih kultura u zapadne, pa samim tim i pojačati pitanje socijalnih potreba u zapadnim kompanijama.
LL@(21155) Some experts in this field believe that the said trend will result in a higher insistance on good interpersonal relations in the organizations on the western market, whereas in the former socialist countries (the former Eastern block) more attention will be paid to the development and improvement of production and the process of work itself. => Neki stručnjaci iz ove oblasti veruju da će pomenuti trend dovesti do većeg potenciranja dobrih međuljudskih odnosa u organizacijama na zapadnom tržištu, dok će u bivšim socijalističkim zemljama (bivši Istočni blok), mnogo više pažnje biti posvećeno razvoju i usavršavanju proizvodnje i samog procesa rada.
LL@(21156) In practice, however, this thesis has not proved to be really valid. => Međutim, u praksi se ova teza nije pokazala kao potpuno validna.
LL@(21157) The American companies have long started the downsizing programmes and the strategy of creating the so-called flat organizational pyramids. => Američke kompanije odavno su počele sa sprovođenjem programa down-sajzinga i strategije kreiranja tzv. plitkihorganizacionih piramida.
LL@(21158) Such a policy has left a large number of population jobless. => Ova politika ostavila je veliki broj stanovništva bez posla.
LL@(21159) On the other hand, in the former socialist countries, a large number of restrictions and government regulations have been abolished, which resulted into an evident rise and development of small and medium-sized enterprises, as well as into the privatization process in the field of industries that used to be under the strict thumb of the state. => Sa druge strane, u bivšim socijalističkim zemljama, ukinut je veliki broj restrikcija i vladinih regulativa, što je dove lo do vidljivog rasta i razvoja malih i srednjih preduzeća, kao i privatizacije u oblasti industrija koje su bile pod stogom kontrolom države.
LL@(21160) After long years, these countries witness the rise of a real entrepreneurship spirit. => Dakle, posle dugog niza godina, u ovim zemljama došlo je do pojave pravog preduzetničkog duha.
LL@(21161) The transformation from the closed to the open market economies has also resulted into the rise of new problems that are yet to be resolved. => Transformacija iz zatvorenih u otvorene tržišne ekonomije, takođe je dovela do pojave novih problema koje tek treba rešavati.
LL@(21162) The expansion of global business, as well as an exemptionally fast dvelopment of telecommunications have led numerous analysts to conclude that cultures worldwide tend to become uniform. => Ekspanzija globalnog biznisa, kao i izuzetno brz razvoj telekomunkacija, mnoge analitičare navodi na zaključak da se kulture širom sveta uniformišu.
LL@(21163) The popularity of the American culture, but also the desire of the members of this culture to learn more about the cultures of foreign countries only confirms the trend. => Popularnost američke kulture, ali sa druge strane i želja pripadnika ove kulture da što više nauče o kulturama stranih zemalja, potvrđuje pomenuti trend.
LL@(21164) Of course, there are always counterarguments to these. => Ali, sigurno je da uvek postoje i kontraargumenti.
LL@(21165) The study conducted by Craig, Douglas and Grein on a sample of 18 developed industrial countries (as early as the 1960-1988 period) indicates that the cultural convergence is still a more realistic condition. => Studija koju su sproveli autori Craig, Douglas i Grein, na uzorku od 18 razvijenih industrijskih zemalja (još u periodu između 1960-1988 godine), ukazuje da je kulturološka konvergencija ipak realnije stanje.
LL@(21166) Global economic problems and hence the existing protectionist measures and attitudes of various countries make an obstacle to the developemnt of a global culture Š9Ë. Adler points out that every employee brings and reflects his/her ehnicity into the organization they work with Š2Ë. International managers may find their employees increasing insistence on their nationality and cultural heritage a specific problem. => Globalni ekonomski problemi, pa shodno tome i postojeće protekcionističke mere i stavovi različitih država, predstavljaju prepreku razvoju globalne kulture Š9Ë. ~~~ Autor Adler ukazuje da svaki zaposleni svoju etničku pripadnost unosi i reflektuje u organizaciju u kojoj radi Š2Ë. ~~~ Internacionalnim menadžerima posebnu smetnju može predstavljati i pojava njihovog sve većeg potenciranja nacionalnosti i kulturnog nasleđa.
LL@(21167) One of the well known practical examples is the experience of the Japanese company Bridgestone (producer of tyres) who bought the American company Akron for the purpose of strengthening their own position on the USA market. => Jedan od poznatih primera iz prakse, jeste iskustvo japanske kompanije Bridgestone (proizvođač guma) koja je radi učvršćivanja pozicije na tržištu SAD-a, kupila američku kompaniju Akron.
LL@(21168) The cultural differences soon rose to the surface. => Kulturološke razlike vrlo brzo su počele da dolaze do izražaja.
LL@(21169) In addition to the language barriers, there arose a plethora of things that were an obstacle to a smooth business doing: The Japanese, who are used to working until 9 in the evening, and even longer, were not able to persuade their American colleagues to remain at work as late. => Pored jezičkih barijera, još mnoštvo stvari predstavljalo je prepreku neometanom obavljanju poslovnih operacija - Japanci koji su navikli da rade do 21h, pa čak i duže, nisu mogli da ubede američke kolege da ostanu tako dugo na poslu.
LL@(21170) The Americans just could not understand why they are expected to work in open offices, sitting at tables so close to one another... => Amerikancima nikako nije bilo jasno zbog čega treba da rade u otvorenim kancelarijama, sedeći za stolovima tako blizu jedni drugima...
LL@(21171) Š21Ë. => Š21Ë.
LL@(21172) An adequate approach to motivating the employees is often a serious problem to even the most experienced international managers. => Adekvatan pristup motivisanju zaposlenih, čak i najiskusnijim internacionalnim menadžerima, često predstavlja veliki problem.
LL@(21173) According to certain practical experiences, the process theories proved applicable compared to the contents theories. => Po nekim praktičnim iskustvima, teorije procesa pokazale su se primenljivijim u odnosu na teorije sadržaja.
LL@(21174) What the managers have to identify first in the process of developing efficient motivation systems is whether the prevailing culture is collectivistic or individualistic. => U procesu razvijanja efikasnih motivacionih sistema, menadžeri prvo moraju identifikovati da li kultura pripada kolektivističkoj ili individualističkoj.
LL@(21175) The need to belong is a powerful motivator in the cultures where the value of social relations and group are insisted on. => Potreba za pripadanjem je snažan motivator u kulturama gde se potencira vrednost socijalnih odnosa i grupe.
LL@(21176) The individualism concept in these cultures, as well as the related motives cannot by any means serve as basis for motivating workers. => U ovim kulturama koncept individualizma, kao i za njega vezani motivi, nikako ne mogu biti baza za motivisanje rad nika.
LL@(21177) Besides, regardless of the fact that all the individuals follow a hierarchal sequence in satisfying their needs, they will do it differently, in a culturally determined manner. => Zatim, bez obzira što svi pojedinci slede hijerarhijski redosled u zadovoljavanju potreba, oni će to uraditi drugačije, kulturološki determinisano.
LL@(21178) It is absolutely clear that grouping countries into large clusters (e.g. developed and developing), without taking cultural attributes into consideration, does not appear to be a good solution to understanding the motivation process. => Potpuno je jasno da grupisanje zemalja u velike klastere (npr. razvijene i nerazvijene), bez uzimanja u obzir kulturoloških atributa, ne predstavlja dobru soluciju za razumevanje procesa motivacije.
LL@(21179) The correct approach to be adopted is understanding besic needs, as well as the importance they are attributed in certain cultures. => Kao pravi pristup treba usvojiti razumevanje osnovnih potreba, kao i značaja koji im se pridaje u specifičnim kulturama.
LL@(21180) Also, for the purpose of making motivation models cross-culturally applicable, they should be analysed not only from the traditionally psychological, but also from the anthropological points of view, which will allow for a still deeper insight into understanding human behaviour. => Takođe, u cilju kros-kulturne aplikabilnosti, motivacione modele treba razmatrati ne samo sa tradicionalno psihološkog, već i sa antropološkog stanovišta, koje će omogućiti još dublji uvid u razumevanje ljudskog ponašanja.
LL@(21181) One very good approach in motivating employees on an international level is the correct job design (in accordance with the established cultural values, of course). => Kao jedan od veoma dobrih pristupa motivisanju zaposlenih na internacionalnom nivou, pokazalo se pravilno dizajniranje posla (naravno, shodno ustanovljenim kulturološkim vrednostima).
LL@(21182) The management of any organization should continously address the issue of putting the right people to appropriate jobs. => Menadžment svake organizacije kontinuirano treba da se bavi pitanjem postavljanja pravih ljudi na odgovarajuća radna mesta.
LL@(21183) In addition, those already employed in the organization should premanently be additionally educated and trained for the purpose of achieving a higher level of effectiveness. ~~~ The job should always be adapted to people, hence the programme of job redesigning has to be implemented in certain situations. => Takođe, u cilju višeg nivoa efektivnosti, zaposlene koji već rade u organizaciji, stalno treba dodatno edukovati i trenirati Posao uvek treba da bude prilagođen ljudima, pa je shodno tome u određenim situacijama neophodno koristiti program redizjaniranja posla.
LL@(21184) The programme means that the employees will be more motivated if they value and appreciate what they do. => Program podrazumeva da će zaposleni biti više motivisani ukoliko vrednuju i cene ono što rade.
LL@(21185) Job redesigning, as regards the theory it is based on, may be oriented to creating opportunities to satisfy higher order needs (need hierarchy theory), increase intrapersonal job satisfaction (expectancy theory), insist on intangible job outputs (equality theory), provide for the employees to set goals on their own (goal setting theory), etc. ~~~ The researchers and authors from the sociology field have found that the more complex the job is, the greater challenge it proves to be for the employees, hence their motivation grows. => Redizajaniranje posla, u zavisnosti na kojoj motivacionoj teoriji se bazira, može biti usmereno ka kreiranju mogućnosti za zadovoljenjem potreba višeg reda (teorija hijerahije potreba), povećanju intrapersonalnog zadovoljstva poslom (teorija očekivanja), potenciranju nematerijalnih ishoda posla (teorija jednakosti), obezebeđivanju mogućnosti zaposlenima da sami postavljaju ciljeve (teorija postavljanja ciljeva) i dr. Istraživači i autori iz oblasti sociologije ustanovili su da što je posao komplesniji, predstavlja i veći izazov za zaposlene, te samim tim i njihova motivacija raste.
LL@(21186) Although the differences as to the meaning of job complexity itself are culturally conditioned and omnipresent, a complex job, involving a range of activities, the responsibility for the performance achieved as well as participation in decision-making as regards the manner in which the job is to be done is found to be more encouraging for the employees compared to the less complex, simple and/or repetitive jobs. => Iako su razlike po pitanju samog značenja kompleksnosti posla kulturološki uslovljene i sveprisutne, ustanovljeno je da kompleksan posao, koji obuhvata spektar aktivnosti, odgovornost za postignute performanse, kao i učešće u odlučivanju na koji način posao treba obaviti, mnogo više podstiče zaposlene u odnosu na manje kompleksne, proste i/ili repetitivne poslove.
LL@(21187) Hence another task for the cross-cultural manager is to continually enrich the job in order that it be more intriguing and more elaborated. => Dakle, još jedan od zadataka kros-kulturnog menadžera jeste i stalno obogaćivanje posla u pravcu sve višeg stepena njegove interesantnosti i elaborativnosti.
LL@(21188) The basic skills the cross-cultural manager should master are the capability of understanding the situation realistically and objectively, sometimes leaving aside the theory, reasearch results, his own value system and thoughts, the misconceptions and prejudices present. => Osnovne veštine koje bi kros-kulturni menadžer trebalo da poseduje jesu sposobnost da situaciju sagleda realno i objektivno, ponekada stavljajući u drugi plan teoriju, rezultate istraživanja, sopstveni sistem vrednosti i razmišljanja, postojeće zablude i predrasude.
LL@(21189) The first step in studying the motivation process in other cultures should always be a detailed insight into the prevailing value system, norms and rituals. => Prvi korak u izučavanju procesa motivacije u drugim kulturama, uvek treba da bude detaljan uvid u postojeći sistem vrednosti, norme i rituale.
LL@(21190) Convergence and/or divergence, the global culture, has a powerful impact upon managing and creating cross-cultural motivation strategies and programmes. => Konvergencija, i/ili divergencija, kultura na globalnom nivou ima veliki uticaj na upravljanje i kreiranje kros-kulturnih motivacionih strategija i programa.
LL@(21191) Research has shown that both tendencies are present on the international market. => Istraživanja pokazuju da su na internacionalnom tržištu prisutne obe tendencije.
LL@(21192) The crucial factor among those that support the convergence process is a wide popularity and adoption of the American method of education in a large number of countries. => Od faktora koji podržavaju proces konvergencije, kao najjači može se navesti velika popularnost i usvojenost američkog načina obrazovanja u velikom broju zemalja.
LL@(21193) Under this tendency international managers mainly base their knowledge of motivation process on the motivation theories of American origin Š2Ë. => Ova tendencija utiče da internacionalni menadžeri stečeno znanje o motivacionom procesu, uglavnom baziraju na teorijama motivacije američkog porekla Š2Ë.
LL@(21194) Besides, global companies often develop consistent motivation policies and practices in their branches worldwide, as an attempt to ensure not only administrative efficiency, but an equal treatment of all the employees. => Pored toga, globalne kompanije često razvijaju konzistentne motivacione politike i prakse u svojim filijalama širom sveta, pokušavajući da na taj način obezbede kako administrativnu efikasnost, tako i ravnopravan tretman svih zaposlenih.
LL@(21195) Hence the prevailing motivation practices again are of American origin. => Stoga, aktuelne motivacione prakse opet imaju korene američkog porekla.
LL@(21196) Since the abovementioned motivation theories are not applicable on a cross-cultural level, there is the need of managers, a divergence factor, to continually develop organizational systems whose flexibility supports the diversity of valuations of work and rewards provided by the employees in their branches worldwide. => Ali, obzirom da pomenute motivacione teorije nisu aplikabilne na kros-kulturnom nivou, kao faktor divergencije javlja se potreba menadžera da stalno razvijaju organizacione sisteme, čija fleksibilnost podržava različitost vrednovanja rada i nagrada od strane zaposlenih u filijalama širom sveta.
LL@(21197) By adopting the adaptability approach to different markets the organization will be in a position to simultaneously maintain the consistency of its motivation programmes on all the locations, therefore all the employees will receive an adequate treatmant in accordance with their adopted (culturally determined) values related to work. => Prihvatanjem adaptibilnog pristupa različitim tržištima, organizacija će biti u stanju da simultano održava konzistentnost motivacionih programa na svim lokacijama, pa će svi zaposleni biti adekvatno tretirani shodno usvojenim (kulturološki determinisanim) vrednostima vezanim za rad.
LL@(21198) REFERENCE Š1Ë A Rewarding Strategy, (2002). => LITERATURA Š1Ë A Rewarding Strategy, (2002).
LL@(21199) Business Europe, April 17, str.3. => Business Europe, April 17, str.3.
LL@(21200) Š2Ë Adler, N.J. (2002), International Dimensions of South Western Organizational Behavior, Publishing, a Division of Thomson Learning, Canada, str. ~~~ 105, 148, 177. => Š2Ë Adler, N.J. (2002), International Dimensions of Organizational Behavior, South Western Publishing, a Division of Thomson Learning, Canada, str. 105, 148, 177.
LL@(21201) Š3Ë Ali, A., Al-Shakis, M. (1991): The Meaning of International of in Saudi Arabia, Work Manpower, 10(1), str. => Š3Ë Ali, A., Al-Shakis, M. (1991):
LL@(21202) 26-32. ~~~ Š4Ë Charles, K.R. and Marshall, L.H. (1992); Motivational Preferences of Caribbean Hotel Workers: An Exploratory Study, International Journal Hospitality Management, 4(3), str. => The Meaning of International of in Saudi Arabia, Work Manpower, 10(1), str. 26-32. Š4Ë Charles, K.R. and Marshall, L.H. (1992); Motivational Preferences of Caribbean Hotel Workers:
LL@(21203) 25-9. => An Exploratory Study, International Journal of Contemporary Hospitality Management, 4(3), str. 25-9. Š5Ë Copeland, L., Griggs, L. (1985); Going international:
LL@(21204) Contemporary of Š5Ë Copeland, L., Griggs, L. (1985); Going international: How to make friends and deal effectively in the global place, New American Library, New York Š6Ë Chatterjee, S.R. and Pearson, C.A.L. (2002); Indian Managers in Transition: Orientations, Work Goals, Values and Ethics, Management International Review, 40, str. => How to make friends and deal effectively in the global place, New American Library, New York Š6Ë Chatterjee, S.R. and Pearson, C.A.L. (2002); Indian Managers in Transition:
LL@(21205) 81-95. ~~~ Š7Ë DAndrade, R.G., Strauss, C. (1992), Human Motivatives and Cultural Models, Cambridge University Press, Cambridge, UK. => Orientations, Work Goals, Values and Ethics, Management International Review, 40, str. 81-95. Š7Ë DAndrade, R.G., Strauss, C. (1992), Human Motivatives and Cultural Models, Cambridge University Press, Cambridge, UK.
LL@(21206) Š8Ë England, G.W. (1986); National Work Meaning and Patterns-Constrains on Management Action, European Management Journal, 4, str.176-84. => Š8Ë England, G.W. (1986); National Work Meaning and Patterns-Constrains on Management Action, European Management Journal, 4, str.176-84. Š9Ë Fatehi, K. (2007), Managing Internationally:
LL@(21207) Š9Ë Fatehi, K. (2007), Managing Internationally: Succeding in Cultural Diverse World, Sage Publications, Calif., str.142. => Succeding in Cultural Diverse World, Sage Publications, Calif., str.142.
LL@(21208) Š10Ë Gannon, J.M., Newman, K. (2003), The Blackwell Handbook of Cross-Cultural Management, Blackwell Publishers Inc., Malden, MA, USA, str.204. => Š10Ë Gannon, J.M., Newman, K. (2003), The Blackwell Handbook of Cross-Cultural Management, Blackwell Publishers Inc., Malden, MA, USA, str.204.
LL@(21209) Š11Ë Greenberg, J., Baron, R.A. (1998), Ponašanje u organizacijama razumevanje i upravljanje ljudskom stranom rada, @elnid, Beograd, str.115. => Š11Ë Greenberg, J., Baron, R.A. (1998), Ponašanje u organizacijama razumevanje i upravljanje ljudskom stranom rada, @elnid, Beograd, str.115.
LL@(21210) Š12Ë Harpaz, I. (1997); The Importance of Work Goals: An International Perspective, Journal of International Business Studies, 21,str.75-93. => Š12Ë Harpaz, I. (1997); The Importance of Work Goals:
LL@(21211) Š13Ë Huston, D.A. (2002); Shopping for Incentives, Review, Benefits Compensation March/April,str. => An International Perspective, Journal of International Business Studies, 21,str.75-93. Š13Ë Huston, D.A. (2002); Shopping for Incentives, Review, Benefits Compensation March/April,str. 75-9. and Š14Ë Hutchings, K., Mohanna, K.K. (2005), Knowledge Management in Developing Economies:
LL@(21212) 75-9. and Š14Ë Hutchings, K., Mohanna, K.K. (2005), Knowledge Management in Developing Economies: A Cross Cultural and Institutional Approcah, Elvar Edgar Publishing Limited, Cheltenham, UK. => A Cross Cultural and Institutional Approcah, Elvar Edgar Publishing Limited, Cheltenham, UK.
LL@(21213) Š15Ë Klaff, L.G. (2003); Getting Happy with the Rewards King, Workforce, April, str.46-50. => Š15Ë Klaff, L.G. (2003); Getting Happy with the Rewards King, Workforce, April, str.46-50. Š16Ë Konopaske, R., Ivanevich, J.M. (2003), Global Management and Organizational Behavior, McGraw Hill, Irwin, New York, str.168.
LL@(21214) Š16Ë Konopaske, R., Ivanevich, J.M. (2003), Global Management and Organizational Behavior, McGraw Hill, Irwin, New York, str.168. => Š17Ë Markus, H.R., Kitayama, S. (1997); Culture and Self:
LL@(21215) Š17Ë Markus, H.R., Kitayama, S. (1997); Culture and Self: Implications for Cognition, Emotion and Motivation, Psyhological Review, 98, str.224-253. => Implications for Cognition, Emotion and Motivation, Psyhological Review, 98, str.224-253. Š18Ë MOW International Researc Team (1992),The Meaning of Work, London:
LL@(21216) Š18Ë MOW International Researc Team (1992),The Meaning of Work, London: Academic Press, str.138 Š19Ë Neisser, U. (1998), The Percieved Self: Ecological and Interpersonal Sources of Self Knowledge (Emory Symposia in Cognition), Cambridge University Press, UK. => Academic Press, str.138 Š19Ë Neisser, U. (1998), The Percieved Self: ~~~ Ecological and Interpersonal Sources of Self Knowledge (Emory Symposia in Cognition), Cambridge University Press, UK.
LL@(21217) Š20Ë Ng,Q. (2002); Cash is King, but Health Benefits Are Also Welcome, Asia Computers Weekly, October 28,str.1. => Š20Ë Ng,Q. (2002); Cash is King, but Health Benefits Are Also Welcome, Asia Computers Weekly, October 28,str.1.
LL@(21218) Š21Ë OBoyle, T.F. (April 1,1994); Bridgestone Discovers Purchase of US Firm Create Big Problem, The Wall Street Journal. => Š21Ë OBoyle, T.F. (April 1,1994); Bridgestone Discovers Purchase of US Firm Create Big Problem, The Wall Street Journal.
LL@(21219) Book review Crowds and Markets D. Easley, J. Kleinberg, Networks, Crowds and Markets, Cambridge University Press, 2010. ~~~ I n more that seven hundred pages, the authors present a new and a widely popular topic of networks and the connectedness of a globalized world. => U svetu knjiga Crowds and Markets D. Easley, J. Kleinberg, Networks, Crowds and Markets, Cambridge University Press, 2010. N a više od sedam stotina stranica autori predsta vljaju novu i aktuelnu oblast mreža i povezanosti globalizovanog sveta.
LL@(21220) The complexity of this topic is illustrated by a large number of various theme areas specifically chosen as being relevant in the description of the phenomenon of connectedness in the modern world. => Kompleksnost ove oblasti predstavljena je razuđenim sadržajem različitih tematskih oblasti koje su posebno odabrane kao relevantne za predstavljanje fenomena povezivanja u savremenom svetu.
LL@(21221) In the very introduction the authors stress that understanding the intertwined and complex ties among various participants has become a crucial issue, specific in that it gives a powerful new character to modern societies and economies. => U samom uvodu autori ističu da je razumevanje isprepletenih i složenih međusobnih veza u koje stupaju različiti akteri postalo ključno pitanje koje se izdvaja po tome što daje snažan pečat savremenim društvima i ekonomijama.
LL@(21222) This connectedness is broadly analysed, in the fields of unprecedented and ever more rapid growth of the Internet, in the increasingly easier and quicker communication, as well as in an increasingly intensive braekthrough of news and information and epidemics and financial crises that spread around the world at surprising speed and intensity. => Ova povezanost se veoma široko razmatra, na poljima naglog i ubrzanog razvoja Interneta, u sve lakšoj i bržoj komunikaciji i u sve intenzivnijem prodoru vesti i informacija, kao i epidemija i finansijskih kriza koje se šire iznenađujućom brzinom i intenzitetom.
LL@(21223) These phenomena are perceived from the aspect of networks, incentives and overall changes in the behaviour of individuals and groups, and are oriented towards exploring the links that connect us together and the manner in which the decisions we make affect others. => Ovi fenomeni se posmatraju sa aspekta mreža, podsticaja i sveukupnih promena u ponašanju pojedinaca i grupa, a usmereni su ka tome da istraže veze koje postoje među nama i načine na koje odluke koje donosimo imaju uticaja na druge.
LL@(21224) The book Networks, Crowds and Markets presents the ties between economic, social, and technological worlds. => U knjizi Mreže, mase i tržišta predstavljena je povezanost ekonomskih, drštvenih i tehnoloških svetova.
LL@(21225) The authors, David Easley and Jon Kleinberg, professors at Cornell University, U.S.A., designed this book primarily for the students, as a course book at undergraduate studies. => Autori Dejvid Isli i Jon Klajnberg su profesori na Cornell univerzitetu u SAD i prvenstveno su knjigu namenili studentima kao udžbenik za osnovne studije.
LL@(21226) They used an interdisciplinary approach to connect the fields of economy, sociology, computing and information sciences, as well as applied mathematics to facilitate understanding of networks and behaviour within networks. => Interdisciplinarnim pristupom se povezuju oblasti ekonomije, sociologije, računarstva i informacione nauke, kao i primenjene matematike da bi se razumele mreže i ponašanje u mrežama.
LL@(21227) The central theme are the networks which, broadly perceived, are said to be the formulae and frameworks of interrelations among different sets of phenomena, and appear in a rather broad range of different themes and areas. => Centralna tema su mreže za koje se ističe da, najšire posmatrano, predstavljaju obrasce i okvire međusobnih veza koje postoje između različitih skupova pojava, a pojavljuju se u veoma širokom skupu različitih tema i oblasti.
LL@(21228) The first two chapters of the book deal with the graph theory and the game theory, two major theories that serve as basis for the study of networks and behaviour. => U prva dva dela knjige predstavljene su teorija grafova i teorija igara, kao dve osnovne teorije na kojima počiva istraživanje mreža i ponašanja.
LL@(21229) The graph theory is specially highlighted in the domain of the social network analysis. => Teorija grafova je posebno predstavljena u svetlu analize društvenih mreža.
LL@(21230) It is analysed and explained through numerous interesting examples. => Razmatra se i objašnjava kroz brojne zanimljive primere.
LL@(21231) The graphs of interconnections can be established on the basis of different criteria. => Pokazuje se da se grafovi međusobnih veza mogu uspostaviti na osnovu različitih kriterijuma.
LL@(21232) Thus one graph shows a social network of friendly relations in a 34-member carate club. => Tako je grafom predstavljena društvena mreža prijateljskih veza u karate klubu koji obuhvata 34 osobe.
LL@(21233) The interpretation of this network can indicate the basic causes of conflicts within the group. => Pokazano je kako otkrivanje ove društvene mreže može da ukaže na osnovne izvore konflikata unutar grupe.
LL@(21234) This example shows that there is a latent source of possible conflict in the carate club since two people are identified to be central figures and occupy a special central positions in this network of friendships, with a large number of links with other people. => Na ovom primeru se zaključilo da postoji latentni izvor mogućeg konflikta u karate klubu jer je identifikovano da postoje dvoje ljudi koji predstavljaju centralne figure i zauzimaju posebno centralno mesto u mreži prijateljskih odnosa, sa velikim brojem veza koje uspostavljaju sa drugim ljudima.
LL@(21235) It can also be concluded that these two are not friends with each other, however, a majority of people in the club are friends with one another or with one of these individuals. => Utvrđeno je, takođe, da oni nisu međusobni prijatelji, a većina ljudi u klubu su ustvari prijatelji jedni sa drugima ili samo sa jednim od njih dvojice.
LL@(21236) These two central people were the instructor and the club founder, and the percieved pattern of two clusters that have no connections between them within the club becomes a rather clear symptom of conflict between them, which eventually resulted in the club being splintered into two rival clubs. => Ovo dvoje centralnih ljudi su bili instruktor i osnivač kluba, a uočeni obrazac dva klastera koji nemaju međusobnih veza unutar kluba postaje veoma jasan simptom konflikta među njima, što je na kraju i dovelo do raspada na dva rivalna karate kluba.
LL@(21237) The example of a social network based on the communication and interaction among 436 employees at Hewlett Packard research laboratory established on the analysis of communication by electronic mail among them, some of key principles of social networks are analysed, among them strong and weak ties, finding structural holes as the social networks phenomena in large organizations which mark the points of really poor communication between certain parts, which in turn can be a significant finding in the analysis and discovery of the causes of certain phenomena and behaviours in the organization. => Na primeru društvene mreže zasnovane na komunikaciji i interakciji među 436 zaposlenih u Hewlett Packard-ovoj istraživačkoj laboratoriji koja je uspostavljena na osnovu analize komunikacije putem elektronske pošte među njima, analiziraju se neki od ključnih principa društvenih mreža kao što su jake ili slabe veze, otkrivanje strukturalnih rupa kao fenomena društvenih mreža u velikim organizacijama koje označavaju mesta veoma slabe komunikacije među pojedinim delovima, što može da bude značajan rezultat kod analize i otkrivanja uzroka određenih pojava i ponašanja u organizaciji.
LL@(21238) T he game theory is important in situations when a group of people simultaneously make decisions on the behaviour, knowing that the result or the output will depend on how the others decide to act. => T eorija igara je važna u situacijama kada grupa lju di istovremeno donosi odluke o ponašanju znajući da će ishod ili rezultat zavisiti od toga kako su svi ostali odlučili da deluju.
LL@(21239) In the general overview and the analysis of the game theory, the situations in which interdependent behaviours are recognized are translated into a common, general model that allows for predicting peoples behaviour in such situations. => U opštem delu prikaza i analize teorije igara situacije u kojima se prepoznaje međusobno uslovljeno ponašanje prevode se u zajednički, opšti model koji omogućava da se predviđa kako će se ljudi popnašati u takvim situacijama.
LL@(21240) The authors offer numerous examples to explain real situations, such as peoples behaviours in traffic when they have to decide on which route to choose to avoid the traffic congestion or when they take part in bidding at auctions, in which they illustrate the opportunities to implement the game theory. => Na brojnim primerima objašnjavaju se realne situacije, kao što su ponašanja ljudi u saobraćaju kod donošenja odluke o tome koj put da odaberu da bi izbegli gužvu ili u kada učestvuju u nadmetanju na aukcijama, u kojima se predstavljaju mogućnosti primene teorije igara.
LL@(21241) Another chapter deals with the market network struc ture and the concept of power in such networks. => Poseban deo se bavi analizom mrežne strukture trži šta i pojmom moći u takvim mrežama.
LL@(21242) Graph and game theories are applied in developing more complex models of behaviour in networks, and this is especially elaborated on the models of trading and other types of economic activity. => Pomoću teorija grafova i igara razvijaju se složeniji modeli ponašanja u mrežama, a to se posebno razmatra na modelima trgovine i drugih oblika ekonomske aktivnosti.
LL@(21243) Networks are created among sellers and buyers, or between the parties that participate in trade or banking transactions. => Mreže se razvijaju među prodavcima i kupcima ili među odgovarajućim stranama koje učestvuju u trgovinskim ili bankarskim transakcijama.
LL@(21244) A network of international trade among twenty eight countries is presented, the size of a country being measured by a total amount of trade it does, whereas the thickness of the link connecting two countries depends on the scope of trade between these two countries. => Predstavljena je mreža međunarodne trgovine koja se odvija između dvadesetosam zemalja, a veličina zemlje se meri ukupnim obimom trgovinske razmene koju ostvaruje, dok debljina linije koja predstavlja vezu među zemljama zavisi od obima trgovine koji se ostvaruje između te dve zemlje.
LL@(21245) On a concrete example in this situation, the network structure reveals much on the ways the trade is carried out, and the succes of different network participants is affected by their position in the network. => Na konkretnom primeru u ovoj situaciji mrežna struktura otkriva mnogo o načinima obavljanja trgovine a uspešnost različitih učesnika mreže nalazi se pod uticajem njihove pozicije u mreži.
LL@(21246) A powerful position depends on the number of trade connections the countries establish, however, on the power their partners too. => Moćna pozicija zavisi od brojnosti trgovinskih veza koje zemlje uspostavljaju, ali i od moći koju partneri imaju.
LL@(21247) The fouth chapter deals with another type of networking and presents the World Wide Web as an information network with an analysis of searching through this network and the development of the market that underlies the search industry. => Četvrti deo se bavi drugom vrstom povezivanja i predstavlja World Wide Web kao informacionu mrežu uz analizu problema pretraživanja te mreže i razvoja tržišta koje se nalazi u pozadini industrije pretraživanja.
LL@(21248) The following two chapters of the book introduce the results in the domain of the dynamics of certain fundamental processes running within the networks and groups and influencing both people and the network structure. => U naredna dva dela knjige predstavljeni su rezultati u domenu dinamike nekih fundamentalnih procesa koji se odvijaju u okviru mreža i grupa, a utiču na ljude i na strukturu mreža.
LL@(21249) The activities of spreading ideas or epidemics are the examples of dynamic processes in the networks. => Aktivnosti širenja ideja ili zaraza, predstavljaju primere dinamičkih procesa koji se odvijaju u mrežama.
LL@(21250) The seventh chapter deals with an interpretation of basic social institutions such as markets, voting systems at elections and property rights, as mechanisms that complete the insight into the phenomena analysed in the previous chapters. => Sedmi deo se bavi tumačenjem osnovnih društvenih institucija kao što su tržišta, sistemi glasanja na izborima i prava na svojinu, kao mehanizama koji zaokružuju fenomene koji su u prethodnim delovima knjige razmatrani.
LL@(21251) Each of the chapters ends with a presentation of a certain material that is meant for a higher than undergraduate level of study, hence an interested reader is introduced into higher spheres of knowledge in each of the areas analysed. => U svakom poglavlju se na kraju predstavlja i određeni materijal koji odgovara višem nivou učenja i studiranja od osnovnog, tako da zainteresovanog čitaoca u svakoj od oblasti koje se razmatraju uvodi u više sfere znanja.
LL@(21252) This is a specific value of this book, as well as a well designed structure of interdisciplinary contents as a response to the challenge of new phenomena in the society, economy and technology of the twentyfirst century. => Ovo predstavlja posebnu vrednost ove knjige kao i originalno osmišljena struktura interdisciplinarnih sadržaja kao odgovor na izazove novih fenomena u društvu, ekonomiji i tehnologiji dvadesetprvog veka.
LL@(21253) Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Dr Maja Levi Jakšić Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(21254) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(21255) 1. => We suggest your papers to be prepared in form of this template. 1.
LL@(21256) INTRODUCTION Papers have to be written in English. => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(21257) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(21258) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(21259) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(21260) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(21261) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(21262) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(21263) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(21264) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(21265) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(21266) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(21267) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(21268) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(21269) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(21270) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadržaj na srpskom jeziku pisan kurzivom - Italic.
LL@(21271)  => Iza toga sledi kratak sadržaj na engleskom takođe pisan jeziku kurzivom - Italic.
LL@(21272) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(21273) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao = ) ∑ E r ( )] ) (12) σ2 E − ( [ r p i , ( r p p Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. 4.
LL@(21274) CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => ZAKLJUČAK n = i Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(21275) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(21276) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(21277) R[$] Figure 1. => R[$] Slika 3.
LL@(21278) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(21279) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(21280) For example in [5] it is shown that. => Na primer, u Š5Ë je pokazano....
LL@(21281) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] ~~~ Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(21282) Proceedings of work, SINFF-N, page 75 -81. ~~~ Zlatibor UDC 005 ISSN 1820-0222 Number 61, Year XVI December 2011. => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994 UDK 005 ISSN 0354-8635 Broj 61, Godina XVI Decembar 2011.
LL@(21283) Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Editorial Board: Čedomir Nestorović, PhD, ESSEC Business School, Paris, France Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović-Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Dobrivoje Mihailović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Vesna Bogojević Arsić, Ph.D, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović Rakočević, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax. => Izdaje Fakultet organizacionih nauka - Beograd Za izdavača: ~~~ Dr Milan Martić Glavni i odgovorni urednik Dr Aleksandar Marković Urednik unutrašnje rubrike Dr Ondrej Jaško Urednik inostrane rubrike Dr Jovan Filipović Redakcioni odbor: dr Cedomir Nestorović, ESSEC Business School, Paris, France dr Dejan Petrović, FON, Beograd dr Jasmina ]etković, Ekonomski fakultet, Podgorica, Crna Gora dr Jasmina Omerbegović Bijelović, FON, Beograd dr Sonja Petrović Lazarević, Department of Management, Monash University, Australia dr Milan Martić, FON, Beograd dr Goran Putnik, Univerzity of Minho, Portugal dr Mirjana Drakulić, FON, Beograd dr Miroslav Svatoš, Faculty of Economics, Chesh Republic dr Milija Suknović, FON, Beograd dr Dobrivoje Mihailović, FON, Beograd dr Robert Leskovar, Faculty of Organizational Sciences, Kranj, Slovenija dr Siniša Nešković, FON, Beograd dr Roberto Biloslavo, Faculty for Management, Koper, Slovenija dr Vesna Milićević, FON, Beograd dr Stanka Setnikar Cankar, Faculty of Administration, Ljubljana, Slovenia dr Vinka Filipović, FON, Beograd dr Peter A. Delisle, Austin College dr Peter Bielik, Faculty of Economics and Management, Slovak Republic dr Milica Bulajić, FON, Beograd dr Vesna Bogojević Arsić, FON, Beograd dr Sladjana Barjaktarović Rakočević, FON, Beograd Časopis se redovno referiše u publikacijama: ~~~ DEST- Department of Education, Science and Training of Australia Ulrich Periodicals Tehnički urednik Milivoje Radenković Andrej Novović Adresa Redakcije Beograd, Jove Ilića 154 Tel/fax 011/3950-835 E-mail: manage¿fon.bg.ac.rs http://management.fon.bg.ac.rs Časopis izlazi četiri puta godišnje ili po potrebi @iro račun:
LL@(21284) 381 11 3950 835 E-mail: manage¿fon.bg.ac.rs http://management.fon.bg.ac.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl. => 840-1344666-69 [tampa Sigra Star, Beograd CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Srpsko izd.) COBISS.
LL@(21285) ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Corporate Governance in Serbian Banks Sladjana Barjaktarović Rakočević, Sladjana Benković, Snežana Knežević Structural and Cohesion Fund Projects of Regional Development European Union Dragana Kragulj, Miloš Parežanin Implementation and Restraints of Ratio Analysis of Financial Reports in Financial Decision Making Snežana Knežević, Sladjana Barjaktarović Rakočević, Draginja \urić Analysis of Existing Housing Fund and Current Housing Constriction with Focus on real Estate Market in Montenegro Jasmina ]etković, Snežana Rutešić, Miloš Knežević Accounting Information System in Banking Planning and Control Draginja \urić, Snežana Knežević, Sladjana Barjaktarović Rakočević Project Vulnerability: State of the Art and Propositions for Future Framework Development Sanja Jovičić, Franck Marle, Jean-Claude Bocquet, Marija Janković, Ludovic-Alexandre Vidal Cost Reduction in the Time of Crisis Tanja Milić Growth Dynamics and Development Problems of Small and Medium Enterprises Ivan Stefanović, Dragan Milošević Strategic Management Concept and Market Restructuring as a Response to new Challenges of the World Financial Crisis Ivana Domazet, Ivan Stošić, Jovan Zubović Cost Optimization of the REM and HP System Electronic Access Channels Mihailo Jovanović, Siniša Rankov Evaluation of Results of Nonprofit Organizations Milka Ivanović, Zorana Antić Sustainable Water Use in 21st Century Marko Barišić, Andrea Toth, Sanja \urić Recruitment and Selection of Student Volunteers: a Multicriteria Methodology Violeta Cvetkoska, Biljana Sekulovska-Gaber, Marijana Sekulovska Effects of Economic Crisis on Entrepreneurship in Culture Milica Kočović Corporate Governance in Serbian Banks UDC: 005.51:334.72.021(497.11) ; 005.334:336.71(497.11) Slađana Barjaktarović Rakočević1, Slađana Benković2, Snežana Knežević3 1,2,3University of Belgrade, Faculty of Organizational Sciences E-mail: sladjana¿fon.rs The question of corporate governance in banks was initiated again after the financial crisis in 2007 occurred. => SR-ID 112265484 SADR@AJ Korporativno upravljanje u bankama u Srbiji Sladjana Barjaktarović Rakočević, Sladjana Benković, Snežana Knežević Strukturni i kohezioni fond-projekti regionalnog razvoja Evropske unije Dragana Kragulj, Miloš Parežanin Primena i ograničenja racio analize finansijskih izveštaja u poslovnom odlučivanju Snežana Knežević, Sladjana Barjaktarović Rakočević, Draginja \urić Analiza postojećeg stambenog fonda i tekuće stambene izgradnje sa osvrtom na tržište nekretnina u Crnoj Gori Jasmina ]etković, Snežana Rutešić, Miloš Knežević Računovodstveni sistem informisanja za planiranje i kontrolu u bankama Draginja \urić, Snežana Knežević, Sladjana Barjaktarović Rakočević Ranjivost projekta: stanje i predlozi za razvijanje budućih okvira delovanja Sanja Jovičić, Franck Marle, Jean-Claude Bocquet, Marija Janković, Ludovic-Alexandre Vidal Strategije redukcije troškova u doba krize Tanja Milić Dinamika rasta i problemi razvoja malih i srednjih preduzeća Ivan Stefanović, Dragan Milošević Strategijski koncept upravljanja i tržišno restrukturiranje kao odgovor na nove izazove u uslovima svetske finansijske krize Ivana Domazet, Ivan Stošić, Jovan Zubović Optimizacija troškova korišćenja elektronskih pristupnih kanala sistema REP i HP Mihailo Jovanović, Siniša Rankov Vrednovanje rezultata neprofitnih organizacija Milka Ivanović, Zorana Antić Održiva potrošnja vode u 21. veku Marko Barišić. ~~~ Andrea Toth, Sanja \urić Regrutovanje i izbor studenata-volontera: višekriterijumska metodologija Violeta Cvetkoska, Biljana Sekulovska-Gaber, Marijana Sekulovska Uticaj ekonomske krize na preduzetništvo u kulturi Milica Kočović Korporativno upravljanje u bankama u Srbiji UDK: ~~~ 005.51:334.72.021(497.11) ; 005.334:336.71(497.11) Slađana Barjaktarović Rakočević1, Slađana Benković2, Snežana Knežević3 1,2,3 Univerzitet u Beogradu, Fakultet organizacionih nauka E-mail: sladjana¿fon.rs Pitanje korporativnog upravljanja u bankama sa posebnom pažnjom je ponovo pokrenuto nakon što je izbila finansijska kriza 2007. godine.
LL@(21286) Some authors find that one cause could be found in an inadequate corporate governance. => Neki autori smatraju da se jedan deo uzroka nastanka krize može naći upravo u neadekvatnom korporativnom upravljanju.
LL@(21287) According to this, robust analyses are performed in order to find whethes and where the errors were made in corporate governance of banks and other financial institutions. => Sprovode se ozbiljne analize ovog pitanja kako bi se videlo da li su i gde su napravljeni propusti u domenu korporativnog upravljanja u bankama i drugim finansijskim institucijama.
LL@(21288) The paper especially focuses upon the characteristics of the regulatory framework for the implementation of corporate governance in Serbian banks and point out the shortcomings and potential problems in that process. ~~~ 1. => Rad se posebno bavi karakteristikama regulatornog okvira za primenu koroparativnog upravljanj u srpskim bankama i ukazuje na nedostatke i potencijalne probleme. 1.
LL@(21289) Introduction The banking industry has a specific function in maintaining the stability and integrity of the financial system on the world level. => Uvod Bankarska industrija ima posebnu funkciju u održavanju stabilnosti i integriteta finansijskog sistema na svetskom nivou.
LL@(21290) These are complex institutions that do business beyond the borders of one country and offer services that are far beyond the traditional commercial banking. => To su kompleksne institucije koje obavljaju poslove van granica jedne zemlja i nude usluge koje su mnogo više od tradicionalnog komercijalnog bankarstva.
LL@(21291) Banks differ from non-financial institutions by the public funstion they perform and the position of institutions of trust they enjoy in the society. => Banke se razlikuju od nefinansijskih korporacija zbog svoje javne svrhe koju imaju i pozicije institucije poverenja koju imaju u društvu.
LL@(21292) The significance of corporate governance in financial institutions, and accordingly, in banking, has especially gained in importance upon the beginning of the financial crisis in 2007. => Značaj korporativnog upravljanja u finansijskim institucijama, a samim tim i u bankama, posebno je povećan nakon što je izbila finansijska kriza 2007. godine.
LL@(21293) Furthermore, ceratin authors go as far as to maintain that the cause of the crisis is an inadequate corporate governance. => Šta više, neki autori idu doliko daleko da smatraju da je loše korporativno upravljenje u bankama bitan uzrok nastanka ove krize.
LL@(21294) A large number of principles and regulations in the field of corporate governance has been adopted in recent years, nevertheless, their implementation could not make the corporate governance officials prevent the crisis Š23Ë. => Iako je u poslednjih desetak godina donet veliki broj principa i pravila korporativnog upravljanja ipak njegova primena nije uspela da utiče na nosioce korporativnog upravljanja u finansijskim insitucijama da se spreči kriza Š23Ë.
LL@(21295) When a number of banks and other financial institutions suffer problems or go out of business during the crisis, then the question of whether the corporate governance in these institutions was adequate is fully justified. => Kada jedan broj banaka i drugih finansijskih institucija zapadne u probleme ili propadne u vreme krize jasno se postavlja pitanje da li je korporativno upravljanje u tim institucijama bilo adekvatno.
LL@(21296) Analysts and regulators are still conducting in-depth analyses of this issue to find out whether and where errors were made in the corporate governance domain in banks and other financial institutions. => I analitičari i regulatori i dalje sprovode ozbiljne analize ovog pitanja kako bi se videlo da li su i gde tačno napravljeni propusti u domenu korporativnog upravljanja u bankama i drugim finansijskim institucijama.
LL@(21297) It is very important to pursue the analysis into how the corporate governance problems can be solved in order that some future financial crises should be prevented or mitigated. => Vrlo je bitno dalje razmatrati kako problemi korporativnog upravljanja mogu biti rešavani kako bi sprečili ili ublažili neke buduće finansijske krize.
LL@(21298) Similarly, new directions in research should be sought for as well as possible reforms of corporate governance in the post-crisis period. ~~~ An adequate corporate governance is undoubtedly of paramount importance for both companies and banks. => Takođe, trebalo bi tražiti nove pravce istraživanja i eventualne reforme korporativnog upravljanja u post-kriznom periodu. između uprave kompanije, upravnog odbora, akcionara i drugih zainteresovanih strana Š20Ë.
LL@(21299) Corporate governance entails a set of relations between the company management, the board of managers, the shareholders and other stakeholders Š20Ë. Observing the the principles of adequate corporate governance significantly contributes to the increase in the investors trust and consequently to their decisions as to investments. => Pridržavanje principa dobrog korporativnog upravljanja bitno doprinosi povećanju poverenja investitora i samim tim njihovih odluka vezanih za investiranje.
LL@(21300) Corporate governance in banks, according to the general principles of corporate governance means the manner in which banking business is governed and controled. => Korporativno upravljanje u bankama se, shodno opštim principima korporativnog upravljanja, odnosi na način na koji se upravlja poslovanjem banke i vrši kontrola tog poslovanja.
LL@(21301) It includes establishing a respective set of goals to be achieved, however, also the methods to achieve these goals and the methods of monitoring the extent to which they are achieved. => To podrazumeva postavljanje odgovarajućeg skupa ciljeva koji se žele postići ali i načina za ostvarivanje tih ciljeva i praćenje nivoa ostvarenja ciljeva.
LL@(21302) Accordingly, risk management, as an integral part of banking business and bank governance is an important component of corporate governance. => U skladu sa tim, upravljanje rizicima, kao sastavni i neodvojiti deo bankarskog poslovanja i upravljanja bankom, čini značaj element korporativnog upravljanja.
LL@(21303) Every important participant in corporate governance of the bank is responsible for a certain domain of risk management. => Svaki bitan učesnik u korporativnom upravljanju bankom je odgovoran za određeno područje upravljanja rizicima.
LL@(21304) The key participants of corporate governance in banks are shareholders, executive board, board of managing directors, internal and external audit, regulators, broad public, etc. => Ključni učesnici korporativnog upravljanja u bankama jesu akcionari, izvršni odbor, upravni odbor, unutrašnja i spoljašnja revizija, regulatori, šira javnost itd.
LL@(21305) Š8Ë. Corporate governance in banks is especially important for developing countries such as Serbia. => Š8Ë. ~~~ Za zemlje u razvoju kakva je Srbija, korporativno upravljenje u bankama je od posebnog značaja.
LL@(21306) It helps achieve the stability of the banking system and also restore and retain the trust of depositors and other stakeholders. => Time se postiže stabilnost bankarskog sistema ali i vraća i održava poverenje deponenata i ostalih stejholdera.
LL@(21307) In the following chapter, upon a survey of literature, specific features of corporate governance are highlighted both from the point of view of regulatory institutions and in the light of financial crisis and its effects on the problem. => U narednom poglavlju rada, nakon pregleda literature, ukazuje se na specifičnosti korporativnog upravljanja u bankama, sa aspekta regulatornih institucija ali i u svetlu finansijske krize i njenog uticaja na dato pitanje.
LL@(21308) Then follows the analysis of corporate governance in the Serbian banks and the key elements and problems in the process are discussed. => Nakon toga se pristupa analizi korporativnog upravljanja u srpskim bankama i ističu se ključni elementi i problemi u tom procesu. 2.
LL@(21309) 2. => Pregled literature Nema sumnje da je dobro korporativno upravljanje od suštinskog značaja i za preduzeća ali i za banke.
LL@(21310) Literature survey The quality of corporate governance on developing markets have been a topic of a research conducted by Ananchotikul and Eichengreen (2009). => Korporativno upravljanje obuhvata skup odnosa Kada je reč o korporativnom upravljanju na tržištima u razvoju Ananchotikul i Eichengreen (2009) su istraživali kvalitet korporativnog upravljanja na tim tržištima.
LL@(21311) The research has shown that there has been a significant progress in a large number of countries in the last decade or so. => Istraživanje je pokazalo da postoji značajno poboljšanje u velikom broju zemalja u poslednjih desetak godina.
LL@(21312) The improvements are most often recorded in the countries whose government is steady, followed by the countries in which foreign investors were ready to lobby in favour of reforms and where other countries in the region conducted similar reforms and influenced one another. => Poboljšanja su se najčešće dogodila u zemljama sa stabilnom vladom, onda tamo gde su strani investitori bili spremni da lobiraju za reforme i gde su druge zemlje u regionu sprovodile slične reforme i uticale jedna na drugu.
LL@(21313) The research has also shown that the development of corporate governance has brought considerable benefit in terms of the depth and solvency of the financial market. => Istraživanje je pokazalo da je razvoj korporativnog upravljanja doneo značajne koristi u pogledu dubine i likvidnosti finansijskog tržišta.
LL@(21314) The problem of corporate governance is reflected in the agency problem, that is, the principle agent problem between shareholders and managers. => Problem korporativnog upravljanja se ogleda kroz agencijski problem, odnosno principl - agent problem između akcionara i menadžera.
LL@(21315) Levin (2003) believes that the agency problem is more evident in banks in comparison with the non-financial sector, due to information assymetry being higher in the banking sector. => Levin (2003) smatra da je agencijski problem više izražen kod banaka nego u ne-finansijskom sektoru zbog toga što što je pojava informacione asimetrije veća u bankarskom sektoru.
LL@(21316) The agency problem itself differs in dependence of the ownership structure of the bank. => Sam agencijski problem se razlikuje u zavisnosti od vlasničke strukture banke.
LL@(21317) In case of dispersive ownership, the agency problem arises between the management and the minority shareholders, whereas in case of concentrated ownership it is present between the majority and the minority shareholders. => U slučaju disperzovanog vlasništva, agencijski problem se javlja između menadžmenta i manjinskih akcionara, dok se u slučaju koncentrisanog vlasništva on javlja između većinskog i manjinskih akcionara.
LL@(21318) According to Köhler (2010), such a situation implies that the regulations related to corporate governance should be adjusted to the specific ownership structure of the bank, rather than to the harmonization of national regulations. => Prema Köhler (2010) takvo stanje implicira da bi regulacija vezana za korporativno upravljanje trebalo da bude prilagođena specifičnoj vlasničkoj strukturi banka, a ne prema harmonizaciji nacionalnih regulativa.
LL@(21319) In their work, Sullivan and Spong (2007) analyse the extent to which risk taking in banking is dependant of the bank management and the ownership structure, as well as the managers and bank owners personal traits. => Sullivan i Spong (2007) u svom radu analiziraju koliko je preuzimanje rizika u poslovanju banke zavisno od menadžmenta banke i vlasničke strukture i od ličnih finansijskih karakteristika menadžera i vlasnika banke.
LL@(21320) They primarily explored the effect that the ownership interests of the manager, the control by the majority shareholders and the extent to which managers and majority owners have a concentrated ownership in the bank affect the extent of the banks risky behaviour. => Pre svega je istraživan uticaj koji vlasnički interesi menadžera, kontrola od strane većinskih akcionara i stepen do koga menadžeri i većinski vlasnici imaju koncentrisano vlasništvo u banci imaju na stepen rizičnog ponašanja banke.
LL@(21321) The conclusion they have drawn is that when the effects of the manager or owner is highly concentrated in a certain bank, variations in returns are smaller. => Zaključak do koga su došli jeste da kada je imovina menadžera ili vlasnika značajno koncentrisana u toj banci, varijacije u prinosu su manje.
LL@(21322) Especially, the banks in which the key players have a significant portion of their money under risk, do business in a safe and stable manner. => Posebno, banke kod kojih ključni igrači imaju značajan deo svoje imovine pod rizikom najčešće posluju na siguran i stabilan način.
LL@(21323) The ownership problem in terms of corporate governance in banks is interesting for a large number of researchers. => Problem vlasništva u okviru korprativnog upravljanja u bankama je zanimljiv za mnoge istraživače.
LL@(21324) Much research has been conducted as to the manner in which the type of ownership affects corporate governance, risk management and banks performance and whether the ownership structure is an essential de terminant of corporate governance (Tandelilin et al., 2007). => Sprovedena su istraživanja u pogledu toga kako tip vlasništva utiče na korporativno upravljanje, upravljanje rizicima i performanse banke i da li je vlasnička struktura ključna determinanta korporativnog upravljanja (Tandelilin i ostali, 2007).
LL@(21325) The analyses have revealed that the ownership structure is not essentially important for corporate governance. => Njihove anlize su pokazale da vlanička struktura nema suštinski značaj za korporativno upravljanje.
LL@(21326) In order that they should implement the corporate governance principles adequately, bank managers should be cautious about the relationships between corporate governance, risk management and bank performance Š4Ë. => Da bi adekvatno sproveli principe korporativnog upravljanja, menadžeri u bankama bi trebalo da budu obazrivi prema međusobnim odnosima između korpo rativnog upravljanja, upravljanja rizicima i performansi banke Š4Ë.
LL@(21327) The research conducted by the above mentioned authors has shown that the banks that pursue the practice of good corporate governance have a better opportunity to improve performance and reduce risk. => Istraživanje pomenutih autora je pokazalo da banke koje imaju praksu dobrog korporativnog upravljanja imaju veću mogućnost poboljšanja performansi i smanjenja rizika.
LL@(21328) As regards the ownership structure in banks, Caprio et al. (2007) conducted a research into the ownership of 244 banks in 44 countries. => Kada je reč o strukturi vlasništva u bankama, Caprio i ostali (2007) su istraživali vlasništvo 244 banke u 44 zemlje.
LL@(21329) With the exception of a number of countries in which the laws on shareholder protection are extremely strict, banks generally do not have a wide spread ownership. => Sem u nekoliko zemlja koje imaju veoma jake zakone o zaštiti akcionara, banke nemaju u principu široko rasprostranjeno vlasništvo.
LL@(21330) Out of 44 countries in the sample, 21 countries do not have a wide spread ownership in banks among ten largest banks. => Od 44 zemlje u uzorku, 21 zemlja nema široko rasprostranjeno vlasništvo u bankama među deset najvećih banaka.
LL@(21331) Banks are most frequently family or state owned. => Najčešće su banke u vlasništvu porodica ili države.
LL@(21332) The research conducted by these authors has shown that the ownership structure is an important mechanism in bank management. => Istraživanja ovih autora su pokazala da je struktura vlasništva bitan mehanizam za upravljanje bankom.
LL@(21333) In their work, Staikouras et al. (2007) explored the relationship between two vital factors of corporate governance: the size of the board of managing directors and the relations between the independent members of the board, on one hand, and the bank performance, on the other. => Autori Staikouras i ostali (2007) u svom radu su istraživali odnos između dva bitna faktora korporativnog upravljanja: veličine upravnog odbora i odnosa nezavisnih članova tog odbora sa jedne strane i performansi banke sa druge strane.
LL@(21334) The reesarch was conducted on a sample of 58 large European banks in the 2002 2004 period. => Istraživanje je sprovedeno na uzorku od 58 velikih evropskih banaka u periodu 2002-2004 godine.
LL@(21335) The findings have proved that the profitability of the banks is negatively correlated with the size of the boards of directors of the banks, while the composition of the board is in a majority of cases of no importance for the bank profitbility. => Njihovi rezultati su pokazali da je profitabilnost banaka negativno korelisana sa veličinom upravnog odbora banke, dok je sastav upravnog odbora u većini slučajeva bez značaja za profitabilnost banke.
LL@(21336) Talking about boards of managing directors, there is a difference in the manner of work and in the role of the single-stage and the two-stage boards of directors, however, no significant advantage of either model has so far been identified (Nikolić and Erić, 2011). => Kada je reč o upravnim odborima, postoji razlika u načinu funkcionisanja i ulozi koju imaju jednostepeni i dvostepeni upravni odbori, mada do sada u praksi nije uočena značajna prednost jednog ili drugog modela (Nikolić i Erić, 2011).
LL@(21337) The research carried out by Beltratti and Stultz (2009) analyses the effect on the bank performance as well as the reasons certain banks fared better in such conditions. => U istraživanju koju su sproveli Beltratti i Stulz (2009) razmatran je uticaj na performanse banke u periodu finansijske krize i zašto su neke banke bolje prošle u tim uslovima.
LL@(21338) Although the bank performance in the July 2007 December 2008 period was poorest since the times of the Great Depression, there were significant differences in the return on shares of large banks in that period. => Iako su performanse banke u periodu jul 2007. - decembar 2008. godine bile najgore još od perioda Velike Depresije, postojale su značajne razlike u prinosima na akcije velikih banaka u tom periodu.
LL@(21339) The analysis has shown that the banks whose board of directors had closer relations with shareholders had poor performance in the period of crisis. => Analiza je pokazala da su banke koje su imale upravni odbor koji je bio blizak sa akcionarima imale loše performanse u periodu krize.
LL@(21340) The banks that were doing business in the countries where requirements concerning capital were stricter and where the rgulator was more autonomous in his work had better performance. => Banke koje su poslovale u zemljama koje su imale strožije zahteve za kapitalom i gde je regulator bio nezavisniji poslovale su bolje.
LL@(21341) Besides, large banks with more equity capital and more largely financed out of the deposits in 2006, earned significantly higher returns during the crisis. ~~~ 3. => Dalje, velike banke koje su imale više osnovnog kapitala i više se finansirale iz depozita na kraju 2006. godine, imale su značajno veće prinose u toku krize. 3.
LL@(21342) Corporate governance in banking The process of corporate governance in banks has a complex framework. => Korporativno upravljanje u bankarstvu Proces koporativnog upravljanja u bankama ima kompleksan okvir.
LL@(21343) Due to functional differences between banks and other corporations, banks are subject to a stricter prudential regulation of capital and risk. => Zbog funkcionalnih razlika koje postoje između banka i drugih korporacija, banke su podložne strožijoj prudencijalnoj regulaciji kapitala i rizika.
LL@(21344) These differences are further reflected upon the corporate governance practice in banks Š13Ë. => Dalje se te razlike odražavaju i na praksu korporativnog upravljanja koja postoji u bankama Š13Ë.
LL@(21345) From the banking industry point of view, one part of corporate governance includes, among other things, the method in which the board of directors and the upperlevel management manage the banking business. => Sa aspekta bankarske industrije, deo korporativnog upravljanja u bankama, između ostalog, obuhvata i način na koji upravni odbor i viši menadžment upravljaju poslovanjem banke.
LL@(21346) This refers to goal setting and strategy formulation for the banks to achieve these goals, defining the tolerance to risk for the bank, managing the bank on a daily basis, protection of depositors interests, meeting their obligations to shareholders, however, paying attention to the interests of other stakeholders in the banks, too. => Pri tom se misli na postavljanje ciljeva i strategije banke za dostizanje tih ciljeva, određivanje tolerancije prema rizku za banku, upravljanje bankom na dnevnom nivou, zaštitu interesa deponenata, ispunjavanje obaveza prema akcionarima, ali i vođenje računa o interesima ostalih stejkholdera u bankama.
LL@(21347) All corporate activities have to be in accord with a safe and steady manner in which the bank operates, which is in harmony with the prudential and regulatory framework. => Sve korporativne aktivnosti moraju biti u skladu sa sigurnim i kvalitetnim načinom poslovanja banke što je usaglašeno sa zakonskim i regulatornim okvirima.
LL@(21348) Due to the importance corporate governance has in achieving the banking goals and risk management in banks, the Basel Committe on Banking Supervision, with the Bank for International Settlements, adopted in 1999 the Principles for Enhancing Corporate Governance in banking organizations. => Zbog značaja koji korporativno upravljanje ima za ostvarivanje bankarskh ciljeva i upravljanje rizicima u bankama, Bazelski komitet za superviziju banka, pri Međunarodnoj banci za poravnanja, je 1999. godine doneo Vodič za unapređenje korporativnog upravljanja u bankarskim organizacijama.
LL@(21349) The document was additionally modified in 2006, and also includes the principles of corporate governance adopted by the Organization for Economic Co-operation and Development in 2004. => Taj dokument je dodatno modifikovan 2006. godine, a u sebi uključuje i principe korporativnog upravljanja koje je donela Organizacije za ekonomski razvoj i saradnju (OECD) 2004. godine.
LL@(21350) Finally, under the impact of the crisis, these recommendations were modified once again in 2010, in order to promote a quality corporate governance in banks. => Konačno, u 2010. godini, pod uticajem krize donete je još jedna izmena ovih preporuka, a sve u cilju promovisanja dobrog korporativnog upravljanja u banakama.
LL@(21351) The document adopted by the Basel Committee, therefore, is void and does not pretend to be a regulatory framework, but presents guidelines and recommendations. => Dakle, dokument Komiteta u Bazelu nema snagu i nema pretenziju regulatornog okvira već predstavlja smernice i preporuke.
LL@(21352) The Basel Committee Recommendations highlight the importance of the role of the board of directors, especially the role of autonomous directors and the upperlevel management in banks. => Preporuke Bazelskog komiteta ističu značaj uloge upravnog odbora, sa posebnim akcentom na ulozi nezavisnih direktora i višeg menadžementa u bankama.
LL@(21353) In addition, special attention is paid to the role of internal and external audit, to the function of internal control, to transparency in management, to the role of the supervisor in promoting and assessment of the quality of corporate management Š2Ë. => Dalje, obraća se posebna pažnja na ulogu unutrašnje i spoljašnje revizije, na funkciju unutrašnje kontrole, na transparentnost upravljanja, na ulogu supervizora u promovisanju i procenjivanju kvaliteta korporativnog upravljanja Š2Ë.
LL@(21354) Important elements of an adequate corporate governance in banks are the following Š8Ë: Well established corporate strategy; Clear delegation of responsibilities, decision making and authority appropriate to the given level of business risk in the bank; Powerful function of financial risk management; Respect for certain corporate values, rules of business doing and behaviour code; Introduction of financial and managerial incentives to the board of managing directors and to employees, in the form of compensation, promotion and penalties; Transparency and an adequate information flow both internally and towards broader public. => Bitne elemente zdravog korporativnog upravljanja u bankama čine Š8Ë: ~~~ Dobro postavljena korporativna strategija; Jasna podela odgovornosti, odlučivanja i ovlašćenja koja odgovaraju datom nivo rizičnosti poslovanja u banci; Jaka funkcija upravljanja finansijskim rizicima; Poštovanje određenih korporativnih vrednosti, pravila poslovanja i kodeksa ponašanja; Uključivanje finansijskih i menadžerskih podsticaja upravnom i izvršnom odboru i zaposlenima, a koji se sastoje od naknada, unapređenja i kazni; Transparentnost i odgovarajući protok informacija i interno i ka široj javnosti.
LL@(21355) In order that corporate strategy be well established in the todays complex environment, the management is required to have a developed system of strategically oriented management accounting as support to strategic planning of bank growth and development, i.e., to strategic decision making. => Da bi se dobro postavila korporativna strategija u današnjem kompleksnom okruženju od menadžmenta banke se zahteva da ima razvijen sistem strategijski orijentisanog upravljačkog računovodstva kao podršku strateškom planiranju rasta i razvoja banke, odnosno strateškom odlučivanju.
LL@(21356) The management accounting system in a competitive environment has to support the bank strategy, which is not possible if it does not include the elements of strategically oriented management accounting. => Računovodstveni sistem za upravljanje u konkurentnom okruženju mora da podržava strategiju banke, što nije moguće ukoliko ne sadrži elemente upravljačkog računovodstva strategijske orijentacije.
LL@(21357) The stress is on a good relationship between the management accounting and the bank strategy Š9Ë. => Akcenat je na dobroj vezi izmedju upravljačkog računovodstva i strategije banke Š9Ë.
LL@(21358) The differences among banks as financial institutions and corporations certainly have a significant effect upon the differences in view of corporate governance among them. => Razlike koje postoje između banaka kao finansijskih institucija i preduzeća sigurno značajno utiču i na razlike u pogledu korporativnog upravljanju među njima.
LL@(21359) These differences primarilly refer to the following aspects of business Š13Ë: Banks have the function of creating solvency that results from liquidity gap between the two sides of the bank balance sheet. => Te razlike se prvenstveno odnose na sledeće aspekte poslovanja Š13Ë: ~~~ Banke imaju funkciju kreiranja likvidnosti koja potiče od neusklađenosti rokova između dve strane bilansa stanja banaka.
LL@(21360) The essence of banking is that banks willingly accept the gap that exists in the time structure between their assets and liabilities. => Sama suština bankarskog poslovanja jeste da banke dobrovoljno prihvataju neusklađenost koja postoji u ročnoj strukturi između njihove aktive i pasive.
LL@(21361) As a consequence, the very existence of banks essentially depends on an immediate and constant access to assets, whether these are deposits, shortterm financing on inter-bank market, financing on the security market, or financing by the central bank as the ultimate source of finances. => Kao posledica toga, samo postojanje banaka ključno zavisi od neometanog konstantnog pristupa sredstvima, bilo da su u pitanju depoziti, kratkoročno finansiranje na međubankarskom tržištu, finansiranje na tržištu hartija od vrednosti ili finansiranje od strane centalne banke kao poslednjeg utočišta izvora sredstava.
LL@(21362) It is this urgent need of banks for solvency that was clearly visible in the period of financial crisis when all possible sources of finances dried up at the same time and for all banks, so Central banks had to intervene to prevent the collapse of the banking system in those countries. => Upravo se ta izražena potreba banka za likvidnošću jasno pokazala u vreme finansijske krize kada su svi mogući izvori sredstva presušili u isto vreme za sve banke, pa su Centralne banke morale da intervenišu da bi sprečile kolaps bankarskog sistema u tim zemljama.
LL@(21363) Hence an important lesson the regulators had to learn from the financial crisis is to require a stricter prudential regulation related to solvency risk in banks and management of that risk; Banks are institutions with a high level of leverage, that is, their capital structure differs significantly from that of corporations, since they are largely financed from debts; The bank balance sheets themselves are far less explicit and clear at first sight in comparison with the balance sheets of the companies in other industries; Banks are closely related one to another, due to the fact that they do a large portion of their business with other banks. => Otuda je za regulatore jedna od bitnih lekcija koja je naučena iz finansijske krize da traže zahtevniju prudencijalnu regulaciju koja se odnosi na rizik likvidnosti u bankama i upravljanje njime; Banke su institucije koje imaju visok stepen leveridža, odnosno njihova struktura kapitala se značajno razlikuje od preduzeća jer se one u veoma velikom procentu finansiraju iz duga; Dalje, sami bilansi stanja banaka su mnogo manje eksplicitni i jasni na prvi pogled nego što su to bilansi preduzeća iz drugih delatnosti; Banke su veoma povezane među sobom jer značajan ili veliki deo svog poslovanja banke obavl jaju sa drugim bankama.
LL@(21364) Hence their direct rivals are simultaneously their important partners in business. => Samim tim, njihovi direktni konkurentni su ujedno i važni partneri u poslu.
LL@(21365) The connections among banks are primarily seen in the interbank money market, over-the-counter market of derivatives and in the foreign exchange market. => Povezanost banaka se ogleda pre svega na međubankarskom tržištu novca, vanberzanskom tržištu izvedenih hartija od vrednosti i na deviznom tržištu.
LL@(21366) Due to such a situation, the banking sector is highly subject to the domino effect, since problems in one bank are promptly spread to other banks in the system, and even broader; Due to the liquidity gap between assets and liabilities, banks may be endangered by the withdrawal of creditors, regardless of whether they are depositors, investors into credit securities, or other banks. => Zbog takve situacije, bankarski sektor je veoma podložan domino efektu jer se problemi u jednoj banci vrlo brzo prenose ka drugim bankama u sistemu, a i šire; Zbog neusklađenosti rokova aktive i obaveza banke mogu da budu podložne povlačenju kreditora, bilo da su u pitanju deponenti, investitori u kreditne hartije od vrednosti ili druge banke.
LL@(21367) In case large sums are withdrawn, the liquid assets of the bank can very fast be drained. => U slučaju obimnijeg povlačenja sredstva likvidna sredstva banke vrlo brzo mogu biti iscrpena.
LL@(21368) Even a solvent bank can go out of business in case of collective, panicky withdrawal of its creditors; Due to all above listed, banks are, much more than other corporations, controlled and regulated institutions. => Smatra se da čak i solventna banka može propasti ukoliko dođe do kolektivnog, paničnog povlačenja kreditora banke; Zbog svega prethodno nabrojenog, banke su, mnogo više nego druga preduzeća, regulisane i kontrolisane institucije.
LL@(21369) Regulation primarily refers to the amount of risk banks can take, but also to the banks exposure to one entity or a group of related entities, etc. => Regulacija se pre svega odnosi na veličinu rizika koje banke mogu da preuzmu, ali i izloženost banke prema jednom licu ili više povezanih lica itd.
LL@(21370) The crisis underlined the importance of a strong corporate governance in banks. => Kriza je istakla značaj jakog korporativnog upravljanja u bankama.
LL@(21371) It is in this sense that the chairman of the Basel Committee and the president of the Netherlands bank Not Wellink commented: A careful implementation of corporate governance by banks, together with a strict control and monitoring by the governor can ensure the safety and quality of banks as well as the stability of the financial system. => U tom smislu je i data izjava predsedavajućeg Komiteta u Bazelu i predsednika Netherlands banke Nout Wellink-a koji je rekao: ~~~ Pažljiva primena principa korporativnog upravljanja od strane banaka, zajedno sa strogom kontrolom i praćenjem od strane regulatora može osigurati sigunost i kvalitet banaka isto kao i stabilnost finansijskog sistema.
LL@(21372) The Basel Committee on Banking Supervision stated certain problems that arose in the period of the beginning of the financial crisis and adopted the principle for enhancing corporate governance in banks. => Bazelski komitet za superviziju banaka je uvrdio određene probleme koji su se pokazali u periodu izbijanja finansijske krize i doneo vodič za unapređenje pricipa korporativnog upravljanja u bankama.
LL@(21373) The principles of this new, improved corporate governance, fourteen in total, refer primarily to the role of the board of managing directors, the qualifications of the members and the composition of the board of directors, the importance of the independent members of the board, the importance of an adequate risk management, the compensation system in the bank, etc. ~~~ Š3Ë. => Principi tog novog unapređenog korporativnog upravljanja, kojih inače ima četrnaest, odnose se pre svega na ulogu upravnog odbora banke, kvalifikacije članova i sastav upravnog odbora, značaj nezavisnih članova odbora, značaj adekvatnog i nezavisnog upravljanja rizicima, sistem kompenzacija u banci Š3Ë.
LL@(21374) The role of the board of directors is essential in view of the overall banking business, risk management, overall organization and bank management. => Uloga upravnog odbora je ključna u pogledu ukupnog poslovanja banke, upravljanja rizicima, opšteg organizovanja i upravljanja bankom.
LL@(21375) The board of directors adopts and monitors the risk management strategy taking into account the long-term interest and the safety of the bank. => Upravi odbor odobrava i nadgleda primenu strategije upravljanja rizicima uzimajući u obzir dugoročni interes i sigurnost banke.
LL@(21376) Furthermore, it is in charge of the implementation of the corporate governance principle in banks, as well as of corporate values and rules of behaviour in the institutions. => Dalje, upravni odbor vodi računa o primeni principa korporativnog upravljanja u bankama isto kao i korporativnim vrednostima i pravilima ponašanja u instituciji.
LL@(21377) In addition, the responsibility of the board of managing directors is to supervise the work of the upperlevel management in the bank and coordinate their work with the general strategy of business doing. => Pored toga, upravni odbor ima dužnost da nadgleda rad višeg menadžmenta u banci i usaglašenost njihovog ra da sa opštom strategijom poslovanja.
LL@(21378) In performing these duties, the board of managing direcors has to take care about the interests of shareholders, depositors and other important stakeholders in the bank. => Prilikom izvršavanja svojih dužnosti upravni odbor mora voditi računa o interesima akcionara, depozitora i drugih značajnih stejkholdera u banci.
LL@(21379) As to the qualifications of the board of managing directors members, they must have an adequate knowledge and experience relevant for the banks business activities. => Što se tiče kvalifikacija upravnog odbora, on mora imati odgovarajuće znanje i iskustvo koje je relevantno za poslovne aktivnosti banke.
LL@(21380) The board of managing directors has to clearly understand the role it plays in the corporate governance of the bank. => Upravni odbor mora jasno razumeti ulogu koju ima u korporativnom upravljanju bankom.
LL@(21381) In addition, the members of the board must have certain competencies and personal qualities required for the office they hold. => Pored toga, članovi upravnog odbora moraju raspolagati određenim kompetencijama i ličnim kvalitetima za poziciju koju zauzimaju.
LL@(21382) The board of managers also has to define the corporate governance practice for their own work and take care that these principles are observed, and, if necessary, improved. => Upravni odbor takođe mora da definiše praksu korporativnog upravljanja za svoj rad i da vodi računa da se ti principi slede i povremeno, prema potrebi, unapređuju.
LL@(21383) Furthermore, the practice of an adequate corporate governance means that the bord of managing directors also includes independent candidates that have a required knowledge, qualifications and reputation to perform the defined duties, but who will also devote their time and make efforts towards accomplishing their tasks. => Dalje, praksa dobrog korporativnog upravljanja podrazumeva da se u upravnom odboru banke nađu i nezavisni kandidati koji imaju potrebno znanje, kvalifikaciju i reputaciju za obavljanje definisanih poslova, ali koji će izdvojiti vreme i uložiti napor prema svojim zaduženjima.
LL@(21384) The practice of an adequate corporate governance in banks means that the identification, control and risk management are performed permanently, both on the level of the bank and on the level of an individual business unit. => Praksa dobrog korporativnog upravljanja u bankama podrazumeva da se identifikacija, kontrola i upravljanje rizicima vrši konstantno na nivou cele banke i na novou pojedinačne poslovne jedinice.
LL@(21385) The bank should have an independent risk management fuction (in the person of the Chief Risk Officer, etc. ) with enough authority, autonomy, resources and access to the board of managing directors. => Banka bi trebalo da ima nezavisnu funkciju za upravljanje rizicima (u vidu izvršnog direktora za upravljanje rizicima (Chief Risk Officer) ili slično) koja će imati dovoljno autoriteta, nezavisnosti, resursa i pristupa upravnom odboru.
LL@(21386) The risk management unit and internal control have to be informed at all times about the change in the risk profile of the bank, but also with the novel developments in the field of external risk sources. => Jedinica za upravljanje rizicima i unutrašnja kontrola moraju uvek biti u toku sa promenama rizičnog profila banke ali i sa novinama na polju eksternih izvora rizika.
LL@(21387) An efficient risk management requires a powerful internal communication throughout the bank and through reporting to the board of directors and the upper-level management. => Efikasno upravljanje rizicima zahteva snažnu internu komunikaciju u okviru cele banke i kroz izveštavanje upravnom odboru i višem menadžmentu.
LL@(21388) The last, but not the laest item of corporate governance refers to the system and structure of compensations, and especially coordination of compensations to those working on the risks taken. => Poslednja, ali ne manje bitna stavka korporativnog upravljanja se odnosi na sistem i strukturu kompenzacija, a posebno usklađivanje kompenzacija zaposlenih sa rizicima koji se preuzimaju.
LL@(21389) The principles of corporate governance adopted by the Basel Committee refer to the document adopted by the Financial Stability Forum, Principles of good compensation practice as regards recommendations for defining an adequate compensation system in banks Š7Ë. => Principi korporativnog upravljanja koje je doneo Bazelski komitet upućuju na dokument koji je sačinio Finansijski forum za stabilnost Principi dobre prakse kompenzacije u pogledu preporuka za definisanje adekvatnog sistema kompenzacija u bankama Š7Ë.
LL@(21390) The basic idea included in these principles is to create a basis for an effective compensation management, and that these are harmonized with the risks taken, that an effective control is performed by the supervisor and that stakeholders themselves participate in compensation systems. => Osnovna ideja sadržana u ovim principima jeste da se kreira osnova za efektivno upravljanje kompenzacijama, da se one usklade sa rizicima koji se preuzimaju, da se efektivno vrši kontrola od strane supervizora i da sami stejkholderi učestvuju u sistemima kompenzacije.
LL@(21391) The compensation practice in large financial organizations is believed to have significantly contributed to the 2007 crisis. => Smatra se da je praksa kompenzacija u velikim finansijskim organizacijama umnogome doprinela nastanku krize 2007. godine.
LL@(21392) Namely, the high short-term profits resulted in ample bonuses to the employees, without any attention being paid to the longterm risks that emerged. => Naime, visoki kratkoročni profiti su vodili do veoma velikih bonusa zaposlenima a da se nisu sagledali dugoročni rizici koji su nastali.
LL@(21393) The ides of the adopted principles is to reduce incentives for taking high risks that may result from compensation schemes. => Ideja donetih principa jeste da se smanje podsticiji za preuzimanje velikog rizika koji mogu proisticati iz kompenzacionih šema.
LL@(21394) Insufficient attention paid in the past period to the risks taken used to result in exceptionally high bonuses in financial industry, and the boards of managing directors failed to identify the link between compensation schemes and risk management in financial institutions Š7Ë. => Ranije je nedovoljna pažnja ka preuzetim rizicima dovodila do izuzetno velikih bonusa u finansijskoj industriji, a upravni odbori nisu videli vezu između kompenzacionih šema i upravljanja rizikom u finansijskim institucijama Š7Ë.
LL@(21395) The listed principles say that compensation has to be harmonized with all types of risk taken, that the board of managing directors has to actively monitor the creation and functioning of the compensation systems, to control and harmonize them. => Navedeni principi kažu da kompenzacija mora biti usklađena sa svim vrstama rizika koji se preuzimaju, da upravni odbor mora aktivno da nadgleda kreiranje i funkcionisanje sistema kompenzacija, kao i da vrši kontrolu i usklađivanje.
LL@(21396) Compensation for each employee in the firm has to be in harmony with the risk this employee takes on behalf of the institution. => Kompenzacija za svakog zaposlenog u firmi mora da bude usklađena sa rizikom koji taj zaposleni preuzima u ime institucije. ništvu domaćih privatnih lica.
LL@(21397)  => U bankama koje su u vlasništvu stranih akcionara nalazi se 76% dobiti bankarskog sektora Srbije, 73%, ukupne aktive kao i 71% ukupnog kapitala i broja zaposlenih.
LL@(21398)  => Neto aktiva banaka na kraju drugog tromesečja 2011. godine iznosi 2.476 milijardi dinara ili oko 24 milijarde evra, dok je ukupan kapital bankarskog sektora Srbije za isti period 520 milijardi dinara ili nešto više od 5 milijardi eura Š16Ë.
LL@(21399)  => Većina najznačajnijih kategorija poslovanja kao što su depoziti, krediti, kapital, ukupna aktiva, prihod itd. pripada grupi od oko deset najvećih banaka dok su ostale male banke koje imaju skromno učešće u pomenutim kategorijama.
LL@(21400) National governors include the Basel principles of corporate governance into the legislation and other regulatory acts in order that banks have a powerful system of corporate governance that would ensure and maintain trust of clients in banking institutions. => Bazelske principe korporativnog upravljanja nacionalni regulatori uključuju u zakonske i druge regulatorne propise trudeći se da banke imaju snažan sistem korporativnog upravljanja koji će osigurati postizanje i održavanje poverenja u bankarski sistem.
LL@(21401) Corporate governance is important for the banking system operations itself, but also for the economy as a whole. => Korporativno upravljanje je važno i za funkcionisanje samog bankarskog sistema ali i ekonomije kao celine.
LL@(21402) The regulators should evaluate corporate governance in the banks on a regular basis. => Regulatori bi trebalo da redovno ocenjuju korporativno upravljanje u bankama.
LL@(21403) The financial crisis that began in 2007 also brought into light the problems in corporate governance in banks. => U toku finansijske krize koja je započela 2007. godine isplivali su i problemi u korporativnom upravljanju u bankama.
LL@(21404) The new standard of capital adequacy, defined in the Basel III standards, requires considerably stricter rules of bank regulation, with an aim to improve the bank capability of resistance to the future financial crises. => Novi standard adekvatnosti kapitala, oličen u vidu Bazel III standarda, zahteva mnogo strožija pravila regulisanja banaka, kojima je cilj da povećaju sposobnost banaka da se odupru budućim finansijskim krizama.
LL@(21405) One of the objectives of the measures stipulated in the Basel III standards refers to the very improvement of corporate governance in banks. ~~~ 4. => Između ostalog jedan od ciljeva mera koje su sadržane u oviru Bazel III standarda odnosi se upravo na poboljšanje korporativnog upravljanja u bankama. 4.
LL@(21406) Characteristics of the banking sector in Serbia At the end of the second quarter of 2011, the banking sector in Serbia includes 33 banks, however, it is expected that the number will be reduced by one bank after the merging process of two banks has been completed. => Karakteristike bankarskog sektora Srbije Na kraju drugog tromesečja 2011. godine, bankarski sektor Srbije čine 33 banke, ali se relativno brzo očekuje smanjenje tog broja za jednu banku nakon što se proces spajanja dve banke privede kraju.
LL@(21407) Despite the tendency of reducing the number of em ployees in the banking sector of Serbia, this sector has the largest number of employees in the financial mediation industry, 30,000 people. => Iako je u poslednje dve godine prisutna tendencija smanjenja broja zaposlenih u bankarskom sektoru Srbije, ovaj sektor u okviru delatnosti finansijskog posredovanja ima najviše zaposlenih, skoro 30.000 ljudi.
LL@(21408) The ownership structure of the banks in Serbia is such that 21 benks are in the ownership of foreign entities, while 12 banks are owned by national entities. => Vlasnička struktura banaka u Srbiji je takva da je 21 banka u vlasništvu stranih lica, a 12 banaka je u vlasništvu domaćih lica.
LL@(21409) The foreign entities owners of the banks come from 11 different countries (Austria, Greece, France, Italy, Slovenia, Belgium, Russia, the USA, Cyprus, Germany, and Hungary). => Vlasnici banaka koji su strana lica dolaze iz 11 različitih zemalja (Austrija, Grčka, Francuska, Italija, Slovenija, Belgija, Rusija, SAD, Kipar, Nemačka i Mađarska).
LL@(21410) Out of the banks owned by national entities, 8 are owned by the state as a majority owner or the largest individual shareholder, while 4 banks are owned by national private persons. ~~~ 76% of profits of the Serbian banking sector is in the banks owned by foreign shareholders, as well as 73% of total assets and 71% of total capital and the number of employees. => Od banaka koje imaju domaće vlasnike 8 je u vlasništvu države kao većinskog ili najvećeg pojedinačnog akcionara, a 4 banke su u vlas Privreda Srbije je veoma bankocentrična jer se preduzeća najviše finansiraju iz bankarskih kredita.
LL@(21411) The net assets of the banks at the end of the second quarter of 2011 amounts to RSD 2,476 billion or around ¡ 24 billion, while the total capital of the banking sector of Serbia for the same period is RSD 520 billion or slightly more than ¡ 5 billion Š6Ë. => 
LL@(21412) A majority of the most important business categories such as deposits, credits, capital, total assets, earnings, etc. belong to a group of about ten largest banks, while the other, small banks have a modest share in the mentioned categories. => 
LL@(21413) Serbian economy is rather bankocentric, due to companies being generally financed from banking loans. ~~~ This fact is clearly evident from the fact that the share of banks in the overall balance sheet sum of the financial sector of Serbia amounts to around 91.8%, the share of financial leasing creditors amounts to 3.6%, the pension funds have a share of 0.04% (data comprised from Š11Ë and Š15Ë). => Ova činjenica se može lako sagledati iz podatka da u ukupnoj bilansnoj sumi finansijskog sektora Srbije banke učestvuju sa oko 91,8%, a dalje slede osiguravajuće kompanije 4,2%, davaoci finansijskog lizinga 3,6%, dobrovoljni penzioni fondovi 0,36% i investicioni fondovi 0,04% (izvedeni podaci iz Š11Ë i Š15Ë).
LL@(21414) The most important item in the structure of assets in the banks are granted loans on the level of 63.8% of total assets for the entire banking sector and amount to RSD 1,505 or approximately ¡ 15 billion. => Najznačajnija stavka u strukturi aktive banaka jesu odobreni krediti koji su na nivou od 63,8% od ukupne aktive za ceo bankarski sektor i iznose 1.505 milijardi dinara ili približno 15 milijardi eura.
LL@(21415) Out of the overall granted credits, 55% are loans granted to economic entities, whereas 33% are credits granted to citizens. => Od ukupnog iznosa odobrenih kredita 55% čine krediti odobreni privredi, a 30% krediti odobreni stanovništvu.
LL@(21416) The share of placements in the securities on the level of the entire banking system is slightly less than 7% of total assets Š16Ë. => Učešće plasmana u hartije od vrednosti na nivou celog bankarskog sistema je nešto manje od 7% ukupne aktive Š16Ë.
LL@(21417) As to the currency structure of assets, it is predominantly in foreign currency 63%, of which 84% is in euros, 8% in Swiss francs, and 8% in other currency. => Što se tiče valutne strukture aktive ona je prvenstveno deviznog karaktera 63%, od čega je 84% u eurima, 8% je u švajcarskim francima i 8% u ostalim valutama.
LL@(21418) As regards the time structure of assets of the Serbian banking sector, it is mainly short-term, the prevailing being the demand deposits, 33% of the total assets. => Kada je reč o ročnoj strukturi, aktiva bankarskog sektora Srbije je u najvećem delu kratkoročna, a preovladavaju sredstva po viđenju u iznosu od 33% od ukupne aktive.
LL@(21419) The assets with the time of one year have a share of 21%, and the share of the assets with the time of over one year amounts to 45%. => Aktiva čija je ročnost do godinu dana učestvuje u iznosu od 21%, a preko godinu dana sa učešćem od 45%.
LL@(21420) Out of the total amount of loans grant ed, 55% are those granted to industrial companies, while retail credits amount to 30% of total credits. => Od ukupnih kredita koji su odobreni 55% čine krediti koji su odobreni privrednim preduzećima, dok je stanovništvu odobreno 30% ukupnih kredita.
LL@(21421) The problem bearing credits for the second quarter of 2011 amount to 18.6% of the total credit sum and are slightly rising compared to previous periods Š16Ë. => Problematični krediti za drugo tromesečje 2011. godine iznose 18,6% ukupnih kredita i u blagom su porastu u odnosu na ranije periode Š16Ë.
LL@(21422) On the other hand, the total capital makes 21% of total assets. => Sa druge strane ukupan kapital čini 21% ukupne pasive.
LL@(21423) The indicator of adequacy of capital of the banking sector of Serbia at the end of the second quarter of 2011is 19.7%. => Pokazatelj adekvatnosti kapitala bankarskog sektora Srbije na kraju drugog tromesečja 2011. godine iznosi 19,7%.
LL@(21424) In Serbia, this indicator is set to a higher level by the governor, in comparison with the Basel 8% and amounts to minimum 12%. => Ovaj pokazatelj je u Srbiji od strane regulatora postavljen na viši nivo od Bazelskih 8% i iznosi minimum 12%.
LL@(21425) In the time structure of liabilities, the sources of assets with the maturity longer than one year make 39% of total liabilities. => U ročnoj strukturi pasive izvori sredstava sa dospećem preko 1 godine čine 39% ukupne pasive.
LL@(21426) Liabilities are also predominantly in the foreign currency, 63%. => I na strani pasive preovladava njen devizni karakter u iznosu od 63%.
LL@(21427) Out of total deposits, 56% come from retail sources, followed by the deposits of companies, 24% Š16Ë. => Od ukupnih depozita 56% dolazi od strane stanovništva, a zatim slede depoziti preduzeća sa učešćem od 24% Š16Ë.
LL@(21428) In the first six months of 2011, the banking sector in Serbia was profitable, so the earnings before taxes amounted to RSD 17.8 billion or ¡ 176 million. => U prvih šest meseci 2011. godine, bankarski sektor Srbije je bio profitabilan pa je dobit pre oporezivanja iznosila 17,8 milijardi dinara ili 176 miliona eura.
LL@(21429) Over 70% of the Serbian banking sector recorded business profits, which means that 9 banks out of the total number in Serbia recorded losses. => Preko 70% bankarskog sektora Srbije je poslovalo sa dobitkom, odnosno od ukupnog broja banaka u Srbiji njih 9 je u datom periodu poslovalo sa gubitkom.
LL@(21430) The returns on assets in 2010 for the entire banking sector of Serbia amounted to 1.1%, with returns on capital amounting to 5.4%. => Za 2010. godinu prinos na aktivu za ceo bankarski sektor Srbije je iznosio 1,1%, dok je prinos na kapital 5,4%.
LL@(21431) In the second quarter of 2011, the situation improved, so the returns on assets for the Serbian banking sector are 1.4%, while returns on capital amount to 7% Š16Ë. 5. => U drugom tromesečju 2011. godine situacije je poboljšana pa je prinos na aktivu za bankarski sektor Srbije 1,4%, dok je prinos na kapital 7% Š16Ë. 5.
LL@(21432) Corporate governance in banks in Serbia As regards strict regulations, both national and the recommendations and guidelines of the international institutions, it is to be expected that the corporate governance in banks in Serbia is on a higher level than corporate governance in Serbian companies. => Korporativno upravljanje u bankama u Srbiji S obzirom na strogu regulativu, i domaću ali i preporuke i smernice mađunarodnih institucija, za očekivati je da je korporativno upravljanje u bankama u Srbiji na višem nivou nego što je to slučaj sa korporativnim upravljanjem u srpskim preduzećima.
LL@(21433) One reason may be in that the majority of the banking sector in Serbia, 63%, is in the ownership of foreign entities that predominantly come from developed West European countries. => Jedan od razloga može biti u tome što je veći deo bankarskog sektora Srbije, tj. 63% u vlasništvu stranih lica koja prvenstveno dolaze iz razvijenih zapodnoevropskih zemalja.
LL@(21434) Corporate governance in these countries appears to be on a higher level in comparison with Serbia, hence the Serbian banking sector profitted in this part as foreign shareholders brought the principles of corporate governance with them. => Moglo bi se reći da je u tim zemljama korporativno upravljanje na višem nivou nego u Srbiji, pa je u tom delu srpski bankarski sektor profitirao jer su strani akcionari doneli sa sobom i principe korporativnog upravljanja.
LL@(21435) For a share in the capital of Serbian banks larger than 5%, the approval of the National Bank of Serbia is required. => Za učešće u kapitalu u srpskim bankama koje je veće od 5% potrebna je saglasnost Narodne banke Srbije.
LL@(21436) In view of this criterion, with the exception of one bank, all the banks in Serbia have a maximum of three shareholders with the ownership share higher that 5% each. => Gledano prema tom kriterijumu, sa izuzetkom jedne banke, sve ostale banke u Srbiji imaju maksimalno do tri akcionara koje imaju vlasničko učešće veće od 5%.
LL@(21437) Ten banks in Serbia, or 30%, are owned by one foreign owner, all the others have minority shareholders. => Deset banaka u Srbiji, ili 30%, je u rukama jednog, i to stranog, vlasnika, sve ostale imaju manjinske akcionare.
LL@(21438) Out of the total number of banks, 16, or 49%, have majority shareholders with over 50% share in the capital, six banks have shareholders with less than 50% of ownership share, while one bank has no shareholders with a share larger than 5%. => Od ukupnog broja banaka njih 16 ili 49% ima većinske akcionare sa preko 50% učešća u kapitalu, šest banaka ima akcionare koji imaju manje od 50% vlasničkog učešća, a jedna banka nema ni jednog akcionara koji ima učešće veće od 5%.
LL@(21439) Almost one half of the banks in Serbia have up to three shareholders in total. => Skoro polovina banaka u Srbiji ima do tri akcionara ukupno.
LL@(21440) In banks owned by national legal or physical entities the strudture is more indented compared to the banks in foreign ownership. => U bankama koje su u vlasništvu domaćih pravnih i fizičkih lica vlasnička struktura je razuđenija u odnosu na banke koje su u vlasništvu stranih akcionara.
LL@(21441) The top ten largest banks on the basis of the amount of assets are owned by foreign shareholders, with the exception of one among them that is a bank with a national owner, concretely in a majority ownership of the state. => U prvih deset najvećih banaka prema veličini ukupne aktive sve su banke u vlasništvu stranih akcionara, a samo je jedna među njima banka sa domaćim vlasnikom i to konkretno u većinskom državnom vlasništvu.
LL@(21442) What is especially important when corporate governance in banking is taken into consideration is the regulation that often includes certain elements that contribute to an adequate corporate governance. => Ono što je posebno značajno kada se razmatra korporativno upravljanje u bankarstvu jesu regulatorna pravila koja vrlo često u sebi sadrže određene elemente koje doprinose dobrom korporativnom upravljanju.
LL@(21443) Since banks are private institutions with a public purpose, they are paid special attention as regards regulations. => Kako su banke privatne institucije sa javnom svrhom, njima se posebno poklanja velika pažnja u pogledu regulacije.
LL@(21444) The regulatory framework for the banks in Serbia is the Law on Banks and Banking adopted in 2005 and amended in 2010. => Regulatorni okvir za banke u Srbiji jeste Zakon o bankama koji je donešen 2005. godine, a dopunjen 2010. godine.
LL@(21445) This Law is harmonized with the European Union regulations as well as with the Basel standards. => Ovaj Zakon je usklađen sa propisima Evropske unije i usaglašen sa Bazel standardima.
LL@(21446) In addition to this basic law, the National Bank of Serbia, as a regualtor and supervisor of the banking sector in Serbia, adopted a number of regulations that set the basis for an adequate management of banks, as well as for an easier control by the supervisor. => Pored tog osnovnog zakona Narodna banka Srbije, kao regulator i suprevizor bankarskog sektora Srbije donela je niz propisa koji postavljaju osnovu za adekvatno upravljanje bankama ali i za lakšu kontrolu od strane suprevizora.
LL@(21447) All the regulations concerning the banking sector in Serbia include the fundamentals of good corporate governance in banks, part of the Recommendations of the Basel Committee for enhancing governance and also of the Basel standards. => Svi propisi koji se tiču bankarskog sektora Srbije sadrže u sebi osnovne elemente dobrog korporativnog upravljanja banaka koji su sadržani i u preporukama Bazelskog Komiteta za jačanje korporativnog upravljanja u bankama ali i u Bazel standardima.
LL@(21448) Some specific features of corporative govenance of banks in Serbia deserve to be paid more attention to. => Međutim, trebalo bi ukazati na neke specifičnosti korporativnog upravljanja u bankama u Srbiji.
LL@(21449) According to the provisions of the Law, banks in Serbia are established as public liability companies by either national or foreign legal or physical entities. => Prema zakonu banke u Srbiji se osnivaju kao akcionarska društva i mogu ih osnovati domaća i strana pravna i fizička lica.
LL@(21450) In the establishment process, the National Bank of Serbia has to be submitted the data on the founders of the bank, the amounts of their deposits in the bank and the number, type and nominal amount of shares acquired, and also on all the persons that will have their shares in the bank and on the basis for these shares, as well as the names of the proposed candidates for the board of managing directors and the executive board of the bank, data on their qualifications, experience and business reputation. => Prilikom samog osnivanja banke Narodnoj banci se moraju dostaviti podaci o osnivačima banke, iznosu njihovih uloga i broju, vrsti i nominalnom iznosu akcija koje stiču, a moraju se dostaviti i podaci o svim licima koja će imati učešće u banci i o osnovu za to učešće, kao i navesti imena predloženih članova upravnog i izvršnog odbora banke i podatke o njihovoj kvalifikaciji, iskustvu i poslovnoj reputaciji.
LL@(21451) In case the qualifications or experience of a proposed member of the board of directors or the executive board is not satisfactory, or in case his reputation does not satisfy the requirements, or in case a person to acquire a share in the bank does not satisfy the conditions for that acquisition, the National Bank of Serbia may reject the claim for set ting up the bank. => Ukoliko predloženi član upravnog ili izvršnog odbora banke nema odgovarajuće kvalifikacije ili iskustvo, odnosno dobru poslovnu reputaciju ili lice koje bi steklo učešće u banci ne ispunjava uslove za to sticanje Narodna banka Srbije može da odbije osnivanje banke.
LL@(21452) Regulations, therefore, prevent the moral hazard and from the very beginning give opportunity to an adequate corporate governance in banks. => Dakle, regulativa sprečava pojavu moralnog hazarda i u startu daje šansu dobrom korporativnom upravljanju u bankama.
LL@(21453) Besides, the situation is the same in case the proposed programme of activities of the bank, the business policy plan, the risk management procedures and internal control procedures are inadequate Š25Ë. => Osim toga, ista situacija važi i ukoliko predloženi program aktivnosti banke, plan poslovne politike i procedure za upravljanje rizicima i za unutrašnju kontrolu nisu odgovarajući Š25Ë.
LL@(21454) The Law on banks and banking clearly defines the bank organization as well as the method of its governance. => Zakonom banke je precizno definisana organizacija banke kao i način upravljanja bankom.
LL@(21455) What can be a potential problem or a flaw of this law is that the law provides that shareholders with 1% or more voting shares, shall not be prevented from exercising their right to direct voting. => Ono što može da bude potencijalni problem ili nedostak ovog zakona jeste to što zakon naglašava da se akcionarima koji imaju 1% ili više akcija s pravom glasa ne može onemogućiti neposredno vršenje prava glasa.
LL@(21456) The question is what happens with shareholders whose share in the ownership is below one percent wherther it means that they do not have equal rights, since the law provides that they can be prevented from exercising their right to vote. => Postavlja se pitanja šta se dešava sa akcionarima koji imaju manje od jednog procenta vlasništva u banci da li to znači da oni imaju niža prava jer zakon implicira da im se može onemogućiti da iskoriste svoje pravo glasa?
LL@(21457) The law stipulates that the management bodies in the bank are the board of managing directors and the executive board of the bank. => Zakon precizira da su organi upravljanja bankom upravni i izvršni odbor banke.
LL@(21458) It is their obligation to undertake any actions necessary to prevent illegal or inappropriate actions or influences that are either harmful or are not in the best interests of the bank and its shareholders and performed by persons whose share in the bank is considerable or is even a control share. => Oni su dužni da preduzimaju mere radi sprečavanja nezakonitih ili neprimerenih radnji i uticaja, koji su štetni ili nisu u najboljem interesu banke i njenih akcionara i koje vrše lica koja imaju znatno ili kontrolno učešće u toj banci.
LL@(21459) The law further clearly defines the composition as well as the criteria of appointing and the scope of activities of both the board of managing directors and the executive board. => Dalje je zakonom precizno definisan sastav kao i uslovi imenovanja i delokrug rada kako upravnog tako i nadzornog odbora.
LL@(21460) According to the law, the Board of managing directors has no fewer than five members, including the president of the bank. => Prema slovu zakona, Upravni odbor banke mora imati najmanje pet članova, uključujući i predsednika banke.
LL@(21461) The National Bank of Serbia provides the criteria/terms and the qualifications a person has to meet to be elected a member of the board. => Narodna banka Srbije propisuje uslove i kvalifikacije koje mora posedovati lice da bi bilo izabrano za člana odbora.
LL@(21462) In any case, at least three members of the board of managing directors are required to have an adequate experience in the financial area. => U svakom slučaju, najmanje tri člana upravnog odbora banke moraju imati odgovarajuće iskustvo iz oblasti finansija.
LL@(21463) The law stipulates that at least one third of the members of the board of managing directors of the bank have to be persons independent from the bank, namely, persons with neither direct nor indirect ownership in either the bank or the member of the banking group to which the respective bank belongs. => Zakonom je propisano da najmanje jedna trećina članova upravnog odbora banke moraju biti lica nezavisna od banke, dakle, koja nemaju direktno ili indirektno vlasništvo ni u banci ni u članu bankarske grupe u kojoj je ta banka.
LL@(21464) As regards the executive board of the bank, this includes no fewer than two members, including the president who represents the bank. => Što se tiče izvršnog odbora banke njega čine najmanje dva člana, uključujući i predsednika koji predstavlja i zastupa banku.
LL@(21465) The president is not autonomous in making business decisions; according to the law, he is required to ensure a signature of one member of the executive board. => On ne može samostalno da donosi poslovne odluke, već je po zakonu dužan da obezbedi potpis jednog člana izvršnog odbora.
LL@(21466) Similarly to the members of the board of managing directors, the members of the executive board of the bank are expected to have a good business reputation and qualifications required by the National Bank of Serbia. => Kao i članovi upravnog odbora tako i članovi izvršnog odbora banke moraju imati dobru poslovnu reputaciju i odgovarajuće kvalifikacije, koje propisuje Narodna banka Srbije.
LL@(21467) The contribution in the corporate governance in banks is reflected in the provision of the law that the banks obligation is to form a board for monitoring the business performance of the bank (the auditing board), the credit board and the board for asset and liability management. => Doprinos korporativnom upravljanju u bankama ogleda se i zakonskoj odredbi da banka mora da obrazuje odbor za praćenje poslovanja banke (odbor za reviziju), kreditni odbor i odbor za upravljanje aktivom i pasivom.
LL@(21468) Also, it is the obligation of the members of the board of the bank to establish a system of internal controls, the function of control of the coordination in banking as well as the internal auditing function. => Takođe, članovi odbora banke su dužni da obezbede sistem unutrašnjih kontrola, funkciju kontrole usklađenosti poslovanja banke funkcija unutrašnje revizije.
LL@(21469) Such provisions in the national law coincide with the Basel Committee recommendations for enhancing governance in the banks. ~~~ As regards ownership in the bank larger than 5%, regardless of whether it is a direct or indirect ownership, it has to be approved of by the National Bank of Serbia. => Ovakve odredbe u domaćem zakonu se poklapaju sa preporukama Bazel komiteta za jačanje koporativnog upravljanja u bankama. i Što se tiče vlasništva u banci, za svako sticanje vlasništva u iznosu većem od 5%, bilo da je reč o direktnom ili indirektnom vlasništvu, mora da se dobije saglasnost Narodne banke Srbije.
LL@(21470) The regulatory framework in Serbia provides that the supervisor, i.e., the National Bank of Serbia, will supervise the banks financial standing and the statutory operations of the bank in accordance with the law. => Regulatorni okvir u Srbiji podrazumeva da će supervizor, to jest Narodna banka Srbije, vršiti kontrolu nad bonitetom i zakonitošću poslovanja banaka.
LL@(21471) What, however, is not implemented, is a regular control of the corporate governance itself by the supervisor, otherwise recommended by the Basel Committee. => Ono što međutim nije primenjeno to je redovna kontrola samog korporativnog upravljanja od strane supervizora, koju predviđaju preporuke Bazel Komiteta.
LL@(21472) According to the Law on banks and banking Š25Ë, the policy of salaries and other compensations in the bank is also within the scope of responibilities of the board of managing directors. => Prema Zakonu u bankama Š25Ë u okviru delokruga rada upravnog odbora banke je i usvajanje politike zarada i ostalih primanja zaposlenih u banci.
LL@(21473) As this is the issue that was not paid due attention to, in its special Decision on banking risks management, the National Bank of Serbia provided the obligation of adopting an adequate policy of earnings and other compensations to the employees, including compensations to the members of the boards of managing directors. this policy is considered to be adequate on condition it is based on the implementation of the business and the strategic policies of the bank, as well as the strategy and the policies in risk management, and on condition it enhances a reasonable and cautious risk taking Š17Ë. => Međutim, kako je to pitanje kome se nije posvećivala posebna pažnja Narodna baka Sebija je posebnom Odlukom o upravljanju rizicima u bankama kao jednu od novina uvela i obavezu usvajanja adekvatne politike zarada i drugih primanja zaposlenih, uključujući i naknade upravnim odborima. ~~~ Smatra se da je ova politika adekvatna ako je zasnovana na sprovođenju poslovne politike i strategije banke, kao i strategije i politika za upravljanje rizicima, i ako podstiče razumno i oprezno preuzimanje rizika Š17Ë.
LL@(21474) A significant portion of corporate governance in banks is taking care of the stakeholders interests. => Značajan deo korporativnog upravljanja u bankama jeste i vođenje računa o interesima stejkholdera.
LL@(21475) One section of the Law on banks in Serbia is devoted to depositors as significant stakeholders in the bank and to the protection of their interests. => Jedan deo Zakona o bankama u Srbiji je posvećen deponentima, kao značajnim stejkholderima u banci, i zaštiti njihovih interesa.
LL@(21476) It is obvious, however, that it did not function adequately and that banks did not take due care of their stakeholders interest in the scope of their corporate governance. => Ipak, očigledno u praksi to nije funkcionisalo na pravi način i banke u okviru svog korporativnog upravljanja nisu vodile dovoljno računa o interesima stejkholdera.
LL@(21477) This issue is today better regulated by law, as the Law on the Consumer Protection was adopted in 2011, in which the relationship between the bank and the consumers of its services and stakeholders is defined in a more detailed and precise manner. => To je zakonski sada bolje regulisano jer je u 2011. godine donet Zakon o zaštiti korisnika finansijskih usluga, koji je mnogo detaljnije i preciznije definisao odnos između banke i korisnika njenih usluiga kao stejholdera.
LL@(21478) Special attention in the regulatory framework is paid to risk management in banks. => Posebna pažnja regulatornog okvira se poklanja upravljanju rizicima u bankama.
LL@(21479) The Law provides the basic guidelines and obligations of the banks in view of an ad equate risk management, however, the National Bank of Serbia adopted a number of regulations as regards a more detailed approach to managing certain risks. => Pored toga što su u samom zakonu date osnovne smernice i obaveze koje banke imaju u cilju adekvatnog upravljanja rizicima, Narodna banka je donela i niz propisa koji se tiču detaljnijeg pristupa upravljanju pojedinim vrstama rizika.
LL@(21480) As early as the moment a bank is established, it is necessary that it should submit to the National Bank of Serbia as detailed a risk management procedure as possible; if adequate, this procedure is accepted by the regulator. => I kod samog osnivanja banke potrebno je Narodnoj banci Srbije dostaviti proceduru za upravljanje rizicima koja se, ukoliko je adekvatna, prihvata od strane regulatora.
LL@(21481) All the regulations concerning risk management are consistent with the Basel principles and recommendations. => Sva regulativa koja se tiče upravljanja rizicima je u skladu sa Bazelskim principima i preporukama.
LL@(21482) In accordance with that, the banks in Serbia are obliged to identify, measure, and assess risks they are exposed to in their operations and to manage those risks. => U skladu sa tim, banke u Srbiji su dužne da identifikuju, mere i procenjuju rizike kojima su izložene u svom poslovanju i da upravljaju tim rizicima.
LL@(21483)  => Samim tim moraju da obrazuju posebnu organizacionu jedinicu u čijem je delokrugu upravljanje rizicima.
LL@(21484) Such a law regulation is consistent with the Basel Committee Principles for enhancing corporate governance in banks. => Takva zakonska odredba jeste u skladu sa vodičem Bazelskog komiteta za unapređenje korporativnog upravljanja u bankama.
LL@(21485) Risk management is adjusted to the banks size and its organizational structure, the scope of its activity and the types of business operations it is engaged in. => Upravljanje rizicima usklađuje se s veličinom i organizacionom strukturom banke, obimom njene aktivnosti i vrstama poslova koje banka obavlja.
LL@(21486) The implementation of the Basel II standards in Serbia commenced in 2007. => U Srbiji je uvođenje Bazel II standarda započeto 2007. godine.
LL@(21487) The full implementation was to begin in 2011, however, it did not, due to a number of banks not being ready to meet new requirements. => Iako je puna primena trebalo da počne 2011. godine do toga nije došlo jer jedan broj banaka nije bio spreman za nove zahteve.
LL@(21488) The full implementation of the Basel II standards in Serbia was postponed until 31st December 2011 with a trial period in reporting in accordance with the new regulatory framework of September 2011. => Puna primena Bazel II standarda u Srbiji je odložena za 31.12. 2011. godine uz probni period izveštavanja u skladu sa novim regulatornim okvirom od septembra 2011. godine.
LL@(21489) The Basel standards were introduced into the national practice in accordance with the characteristics of the national banking system. => Bazel standardi su uvedeni u domaću praksu u skladu sa karakteristikama koje su svojstvene domaćem bankarskom sis temu.
LL@(21490) The basic goals in implementing the Basel II standards in Serbia are still the strengthening the stability of the banking sector and the financial system; improving the risk management processes in banks as well as improving the riskbased supervision processes; improving the transparency and market discipline; harmonization with the business conditions on the internanional financial market; harmonization with the European Union regulations the EU Directives 48/2006 and 49/2006; creating a stronger link between capital requirements and risk exposure on the bank level Š18Ë. => Osnovni ciljevi uvođenja Bazel II standarda u Srbiji su dalje jačanje stabilnosti bankarskog sektora i finansijskog sistema; unapređenje procesa upravljanja rizicima u bankama i procesa supervizije zasnovanog na rizicima; jačanje transparentnosti i tržišne discipline; usklađivanje sa uslovima poslovanja na međunarodnom finansijskom tržištu; harmonizacija sa propisima Evropske unije - Direktivama EU 48/2006 i 49/2006; stvaranje jače veze između kapitalnih zahteva i izloženosti rizicima na nivou banke Š18Ë.
LL@(21491) It is important to stress that the National Bank of Serbia has conducted several stress tests to timely identify the possible weaknesses and needs for a preventive recapitalization in case of any extremely pessimistic macroeconomic scenarios. => Bitno je naglasiti da je Narodna banka Srbije u nekoliko navrata sprovela stres testove koji bi blagovremeno ukazali na postojanje nekih slabosti i potrebe za preventivnim dokapitalizacijama pod pretpostavkom izuzetno pesimističkih makroekonomskih scenarija.
LL@(21492) The tests have shown that the banking sector in Serbia is rather resistant to external shocks, due to primarily high preventive capitalization, and owing to prudential restrictive measures of the National Bank of Serbia in the credit expansion period in 2004-2008 Š14Ë. => Testovi su pokazali da je bankarski sektor Srbije veoma otporan na spoljne šokove s obzirom na pre svega visoku preventivnu kapitalizovanost, zahvaljujući prudencijalnim restriktivnim merama Narodne banke Srbije u periodu kreditne ekspanzije 20042008. godine Š14Ë.
LL@(21493) Indeed, due to perhaps excessive restrictive monetary policy of the National Bank of Serbia, the banking sector in Serbia was not really impaired by the attack of the 2008 economic crisis. ~~~ 6. => Zaista, zahvaljujući, možda i preteranoj restriktivnoj monetarnoj politici Narodne banke Srbije, bankarski sektor Srbije je, sa svoje strane, dosta dobro podneo nalet ekonomske krize iz 2008 godine. 6.
LL@(21494) Conclusion Banks are the major institutions that ensure an efficient raising and orientation/allocation of free money resources, that is, transfer savings into investments, in a large number of countries. => Zaključak U velikom broju zemalja banke su glavne finansijske institucije koje obezbeđuju efikasno prikupljanje i usmeravanje slobodnih novčanih sredstava, odnosno transferišu štednju u investicije.
LL@(21495) Due to the importance they enjoy, banks are paid special attention to in the regulatory framework. => Zbog značaja koje imaju bankama se poklanja posebna pažnja i u regulatornom okviru.
LL@(21496) Banking is one of the most strictly regulated industries. => Bankarstvo spada u jednu od najregulisanijih industrija.
LL@(21497) Due to the importance they have for the entire economy, additional attention is paid to the issue of adequate governance of banks. => Zbog značaja koje imaju za celokupnu ekonomiju, dodatna pažnja se posvećuje pitanju adekvatnog upravljanja u bankama.
LL@(21498) A very important constituent of the overall bank management process is the implementation of the corporate governance principles. => Vrlo bitan element celokupnog procesa upravljanja bankom jeste i primena principa korporativnog upravljanja.
LL@(21499) Corporate governance in banks, consistent to the general principles of corporate governance, refers to the manner in which banking is governed and controlled. => S obzirom da su banke privatne institucije sa javnom svrhom, sigurno je da ima specifičnosti u odnosu na korporativno upravljanje u preduzećima.
LL@(21500) This entails setting an appropriate group of goals to be achieved as well as methods to achive them and monitor the extent to which they are achieved. => Korporativno upravljanje u bankama se, shodno opštim principima korporativnog upravljanja, odnosi na način na koji se upravlja poslovanjem banke i vrši kontrola tog poslovanja.
LL@(21501) An inadequate corporate governance may result inro serious problems in the work of the bank. => To podrazumeva postavljanje odgovarajućeh skupa ciljeva koji se žele postići ali i načina za ostvarivanje tih ciljeva i praćenje nivoa ostvarenja ciljeva. i korporativno upravljanje u bankama Neadekvano korporativno upravljanje može dovesti do ozbiljnih problema u radu banke.
LL@(21502) As the banking market is rather a close-knit market, the domino effect can turn the loss of one bank into losses of other banks in the system, of the deposit insurance system, the system of payments, and consequently, into excessive costs for all the participants. => Pošto je bankarsko tržište veoma povezano, domino efektom gubitak jedne banke bi mogao da utiče na druge banke u sistemu, na sistem osiguranje depozita, na sistem plaćanja, a samim tim bi to dovelo i do velikih troškova za sve učesnike.
LL@(21503) The similar scenario was seen with the crisis that began in the middle of 2007. => Sličan scenario se i desio sa krizom koja je počela sredinom 2007. godine.
LL@(21504) All these affect the trust into the financial and banking systems, which should not be abandoned so light-heartedly. => Sve to utiče na poverenje u finansijski i bankarski sistem, a koje se ne bi smelo tako lako ispustiti.
LL@(21505) Adequate corporate governance in banks is paid a lot of attention to. => Dobrom korporativnom upravljanju u bankama se poklanja velika pažnja.
LL@(21506) Several times, and the last time was in 2010, the Basel Committee on Banking Supervision issued the Principles for enhancing corporate governance in banks to serve as guideline for both banks and regulators as regrds the implementation of an adequate corporate governance practice. => Bazel komitet za superviziju banka je nekoliko puta, poslednji put 2010, izdao vodič za Unapređenje korporativnog upravljanja u bankama koji predstavalja smernicu za banke i regulatore u pogledu primene prakse dobrog korporativnog upravljanja.
LL@(21507) Through the regulatory framework and additional regulations adopted by the National Bank of Serbia, the recommendations of the Basel Committee on Banking Supervision for enhancing corporate governance in banks are included into the respective documents. => Kroz zakonski okvir i dodatne propise od strane Narodne banke Srbije, preporuke Bazel Komiteta za unapređenje korporativnog upravljanja su uključene u odgovarajuća dokumenta.
LL@(21508) Thus a strong basis was created for the development of an adequate corporate governance in Serbian banks. => Samim tim napravljena je dobra osnova za razvoj adekvatnog korporativnog upravljanja u bankama.
LL@(21509)  => Ono što bi trebalo promeniti, odnosno uvesti jeste stalna kontrola i unapređenje korporativnog upravljanja u srpskim bankama.
LL@(21510) No comprehensive control of the implementation of corporate governance principle in the banking sector of Serbia has been conducted so far. => Za sada ni jednom sveobuhvatno nije kontrolisana primena principa korporativnog upravljanja u bankarskom sektoru Srbije.
LL@(21511) What should be additionally clarified in the corporate governance in Serbian banks concerns minority shareholders with less than one percent ownership in the bank. => U okviru korporativnog upravljanja u srpskim bankama ono što bi trebalo dodatno pojasniti tiče se manjinskih akcionara koji imaju manje od jednog procenta vlasništva u banci.
LL@(21512) The question is, are their rights inferior to the rights of other shareholders as the law implies that they may be prevented from exercising their right to vote? => Postavlja se pitanje da li oni imaju niža prava od ostalih akcionara jer zakon implicira da im se može onemogućiti da iskoriste svoje pravo glasa.
LL@(21513) It is very important for the entire process of corporate governance in banks that special attention is devoted to the system of compensations and pay to the boards of directors and that, in consistence with the newly-adopted decisions, the policy of pay and other compensations be adequately implemented in consistence with the corporate governance principles. => Veoma je bitno za celokupan proces korporativnog upravljanja u bankama da se obrati osebna pažnje na sistem kompenzacija i naknada upravnim odborima i da u skladu sa novousvojenim odlukama politika zarada i drugih primanja bude adekvatno sprovođena u skladu sa principima korporativnog upravljanja.
LL@(21514) It is also to be expected that the new Law on Consumer Protection will raise corporate governance in the banks of Serbia to a higher level, as regards the protection of stakeholders interests Corporate governance is not a rounded and closed process; on the contrary, it is permanently amended and improved. => Trebalo bi takođe očekivati da će novi Zakon o zaštiti korisnika finansijskih usluga podići korporativno upravljanje na viši nivo u bankama u Srbiji što se tiče zaštite interesa stejholdera.
LL@(21515) This process is presently under way in a large number of higher developed markets. => Korporativno upravljanje je proces koji nije zatvoren već naprotiv stalno se nadograđuje i unapređuje.
LL@(21516) It is especially important that the process of corporate governance is permanently worked on in a developing country such as this country is. => Taj proces se upravo sada dešava i na mnogo razvijenim tržištima, a posebno je bitno konstantno raditi na procesu korporativnog upravljanja u zemlji u razvoju kao što je naša.
LL@(21517) REFERENCE Š1Ë Ananchotikul, S, Eichengreen B, Corporate governance reform in emerging markets: How much, why, and with what effects?, Journal of The Japanese and International Economies, 23, pp. 149176, 2009. for International Settlements, Š2Ë Bank http://www.bis.org, 2011 (novembar 2011). => LITERATURA Š1Ë Ananchotikul, S, Eichengreen B, Corporate governance reform in emerging markets: ~~~ How much, why, and with what effects?, Journal of The Japanese and International Economies, 23, pp. 149176, 2009. Š2Ë Bank for International Settlements, http://www.bis.org, 2011 (novembar 2011).
LL@(21518) Š3Ë Basel Committee on Banking Supervision, Principles for enhancing corporate governance, 2010. => Š3Ë Basel Committee on Banking Supervision, Principles for enhancing corporate governance, 2010. Š4Ë Bebchuk L. A, Cohen A, Ferrell A, What Matters in Corporate Governance?, Review of Financial Studies, Vol.
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LL@(21520) Š5Ë Beltratti A, Stulz M. R, Why Did Some Banks Perform Better during the Credit Crisis? => Š5Ë Beltratti A, Stulz M. R, Why Did Some Banks Perform Better during the Credit Crisis?
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LL@(21524) Š8Ë Greunning H, Brajovic Bratanovic S, Analiza i up ravljanje bankovni rizicima, Mate, Zagreb, 2006 Š9Ë Knežević S, Barjaktarović Rakočević S, \urić D, Upravljačko računovodstvo u funkciji sticanja konkurentske prednosti i bankarski kontroling, Management- časopis za i praksu menadžmenta, vol. 16, br. 59, pp. 5-13, 2011. teoriju Š10Ë Köhler M, Ownership structure, regulation and the market for corporate control in the EU banking sector, European Journal of Law and Economics, DOI 10.1007/s10657-010-9174-y. => Š11Ë Komisija za hartije od vrednosti Republike Srbije, Izveštaj o radu Komisije za hartije od vrednosti Republike Srbije i kretanjima na organizovanom tržištu hartija od vrednosti u Republici u periodu: januar decembar 2010. godine, www.sec.gov.rs Š12Ë Levine, R, The corporate governance of banks:
LL@(21525) Š11Ë Komisija za hartije od vrednosti Republike Srbije, Izveštaj o radu Komisije za hartije od vrednosti Republike Srbije i kretanjima na organizovanom tržištu hartija od vrednosti u Republici u periodu: januar decembar 2010. godine, www.sec.gov.rs Š12Ë Levine, R, The corporate governance of banks: A concise discussion of concepts and evidence, World Bank Policy Research Working Paper No. 3404. ~~~ 2003. => A concise discussion of concepts and evidence, World Bank Policy Research Working Paper No. 3404.
LL@(21526) Š13Ë Mülbert P. O, Corporate Governance of Banks after the Financial Crisis - Theory, Evidence, Reforms, European Corporate government institute, Working Paper N°.151/2010, 2010. => 2003. Š13Ë Mülbert P. O, Corporate Governance of Banks after the Financial Crisis - Theory, Evidence, Reforms, European Corporate government institute, Working Paper N°.
LL@(21527) Š14Ë Narodna banka Srbije, Izveštaj o stanju u finansi jskom sistemu, 2010. => 
LL@(21528) Š15Ë Narodna banka Srbije, Godišnji izveštaj o poslo vanju i rezultatima rada, 2010. => 
LL@(21529) Š16Ë Narodna banka Srbije, Izveštaj za II tromesečje 2011. godine, www.nbs.rs Š17Ë Narodna banka Srbije, Odluka o upravljanju rizici ma banke, 2011. => 
LL@(21530) Š18Ë Narodna banka Srbije, www.nbs.rs, 2011. => 2010.
LL@(21531) Š19Ë Nikolić J, Erić J, Uloga i vrste upravnih odbora u korporativnom upravljanju, Management časopis za teoriju i praksu menadžmenta, vol. 16, br. 60, str. => Š14Ë Narodna banka Srbije, Izveštaj o stanju u finansi jskom sistemu, 2010. Š15Ë Narodna banka Srbije, Godišnji izveštaj o poslo vanju i rezultatima rada, 2010. Š16Ë Narodna banka Srbije, Izveštaj za II tromesečje 2011. godine, www.nbs.rs Š17Ë Narodna banka Srbije, Odluka o upravljanju rizici ma banke, 2011. Š18Ë Narodna banka Srbije, www.nbs.rs, 2011. Š19Ë Nikolić J, Erić J, Uloga i vrste upravnih odbora u korporativnom upravljanju, Management časopis za teoriju i praksu menadžmenta, vol. 16, br. 60, str. 69-75, 2011.
LL@(21532) 69-75, 2011. ~~~ Š20Ë OECD Principles of Corporate Governance, 2004. => Š20Ë OECD Principles of Corporate Governance, 2004. Š21Ë Staikouras P. K, Staikouras C. K, Agoraki M.
LL@(21533) Š21Ë Staikouras P. K, Staikouras C. K, Agoraki M.-E. K, The effect of board size and composition on European bank performance, European Journal of Law and Economics, 23:127, DOI 10.1007/s10657-007-9001-2, 2007. => -E. ~~~ K, The effect of board size and composition on European bank performance, European Journal of Law and Economics, 23:127, DOI 10.1007/s10657-007-9001-2, 2007.
LL@(21534) Š22Ë Sullivan R. J, Spong K. R, Manager wealth concentration, ownership structure, and risk in commercial banks, Financial Intermediation, No. 16 pp. 229248, 2007. ~~~ Journal of Š23Ë Sun W, Stewart J, Pollard D, Corporate Governance and the Global Financial Crisis: International Perspectives, Cambridge University Press, 2011. => Š22Ë Sullivan R. J, Spong K. R, Manager wealth concentration, ownership structure, and risk in commercial banks, Journal of Financial Intermediation, No. 16 pp. 229248, 2007. Š23Ë Sun W, Stewart J, Pollard D, Corporate Governance and the Global Financial Crisis:
LL@(21535) Š24Ë Tandelilin E, Kaaro H, Mahadwartha P. A, Supriyatna, Corporate Governance, Risk Management and Bank Performance: Does Type of Ownership Matter?, EADN WORKING PAPER No. 34, 2007. => International Perspectives, Cambridge University Press, 2011. Š24Ë Tandelilin E, Kaaro H, Mahadwartha P. A, Supriyatna, Corporate Governance, Risk Management and Bank Performance:
LL@(21536) Š25Ë Zakon o bankama Službeni glasnik RS br. 107/05 i Zakon o izmenama i dopunama Zakona o bankama Službeni glasnik RS br. 91/10. => Does Type of Ownership Matter?, EADN WORKING PAPER No. 34, 2007. Š25Ë Zakon o bankama Službeni glasnik RS br. 107/05 i Zakon o izmenama i dopunama Zakona o bankama Službeni glasnik RS br. 91/10.
LL@(21537) Structural and Cohesion Funds-projects of Regional Development of EU UDC: 332.1:336.1.07(4-672EU) ; 339.92(4-672EU) Dragana Kragulj, Miloš Parežanin Faculty of Organizational Sciences, University of Belgrade kragulj.dragana¿fon.bg.ac.rs The regional policy of the European Union provides a framework for financing a wide range of projects and investments with the aim of enhancing economic growth in the EU member states and their regions. => Strukturni i kohezioni fond projekti regionalnog razvoja EU UDK: ~~~ 332.1:336.1.07(4-672EU) ; 339.92(4-672EU) Dragana Kragulj, Miloš Parežanin Fakultet organizacionih nauka, Univerzitet u Beogradu kragulj.dragana¿fon.bg.ac.rs Regionalna politika Evropske unije pruža okvir za finansiranje širokog spektra projekata i investicija sa ciljem podsticanja privrednog rasta u zemljama članicama EU i njihovim regionima.
LL@(21538) The three main objectives of the EUs regional policy are: convergence, regional competitiveness and employment, and the European territorial cooperation. => Tri glavna cilja regionalne politike su: konvergencija, regionalna konkurentnost i zapošljavanje i evropska teritorijalna saradnja.
LL@(21539) Regional policy is implemented through three funds. => Regionalna politika se realizuje kroz tri fonda.
LL@(21540) These are the European Regional Development Fund (ERDF), the European Social Fund (ESF) and the Cohesion Fund. 1. => To su: ~~~ Evropski regionalni razvojni fond (ERDF), Evropski socijalni fond (ESF ) i Kohezioni fond. 1.
LL@(21541) Introduction The Union makes constant advances in economic integrations, nevertheless, the problems related to regional disparities have not changed significantly. => Uvod Iako Unija konstantno napreduje na planu ekonomske integracije, problemi vezani za postojanje regionalnih dispariteta nisu se bitno promenili.
LL@(21542) The richest country, Luxembourg, is about seven times as rich as the poorest countries in the European Union, Romania and Bulgaria. => Najbogatija zemlja Luksemburg je oko sedam puta bogatija od najsiromašnijih zemalja EU, tj. od Rumunije i Bugarske.
LL@(21543) This is especially evident in the levels of the social product and uneployment in certan EU regions. => Ovo je posebno uočljivo u nivou društvenog proizvoda i nezaposlenosti u pojedinim regionima EU.
LL@(21544) The differences among the member states on the level of macroeconomic indicators are certainly big, however, it can be asserted that the disparities in the economic development within certain member states are even bigger. => Razlike na nivou makroekonomskih pokazatelja između država članica jesu velike, ali se može tvrditi da unutar pojedinih država članica postoje još veći dispariteti u ekonomskoj razvijenosti pojedinih regiona.
LL@(21545) This gap has even spread upon the enlargement of the EU so that these differences have become even more dramatic in the EU-27 in comparison with the EU-15. => Posle proširenja EU ovaj jaz se povećao tako da su ove razlike znatno uvećane u EU-27 u odnosu na EU-15.
LL@(21546) The regional policy of the European Union is the most important tool used to achieve the so-called cohesion and it means adjustment to new trends and massive restructurings (the development of infrastructure, reduction of unemployment, incentives to industry and all forms of activities) in order to improve the competitiveness of a local economy and thus mitigate the inequalities in the development of the European Union regions. => Regionalna politika Evropske unije je najvažniji instrument za postizanje tzv. kohezije i podrazumeva prilagođavanje novim kretanjima, kao i restrukturiranja velikih razmera (razvoj infrastrukture, smanjivanje nezaposlenosti, podsticanje industrije i svih oblika delatnosti) kako bi se poboljšala konkurentnost lokalne privrede i time ublažile nejednakosti u razvoju regiona Evropske unije.
LL@(21547) This policy is conducted by financial resources allocated from the European Union budget, through structural funds and the Cohesian fund and consumes one third of the Union budget. => Ova politika se sprovodi novčanim sredstvima iz zajedničkog budžeta Evropske unije kroz strukturne fondove i Kohezioni fond i na nju se troši trećina ukupnog budžeta Unije.
LL@(21548) The EU common regional policy is not meant to replace national regional policies of the member states since member states have to solve the problems of underdevelopement of their regions by developing infrastructure and attracting investments intended to increase employment in their underdeveloped regions. => Zajednička regionalna politika EU nema nameru da zameni nacionalnu regionalnu politiku država članica jer države članice moraju da reše probleme nerazvijenosti svojih regiona razvojem infrastrukture i privlačenjem investicija koje treba da povećaju zaposlenost u njihovim nerazvijenim regionima.
LL@(21549) In conceiving their national regional policies, the member states of the EU are free to build the national regional policy model and select the instruments, institutions and measures. ~~~ 2. => Prilikom koncipiranja nacionalne regionalne politike, države članice EU slobodne su u izgradnji modela domaće regionalne politike i izboru instrumenata, institucija i mera. 2.
LL@(21550) Structural funds and the cohesion fund Structural funds and the Cohesion fund are part of the European Union regional policy. => 
LL@(21551) They are meant to reduce the gap in the development between the richer and the poorer EU member states and regions and to promote economic, social and territorial cohesion. => Strukturni fondovi i kohezioni fond siromašnijih država članica i regiona EU, te da promovišu ekonomsku, socijalnu i teritorijalnu koheziju.
LL@(21552) In the financial perspective for the 2007-2013 period, the value of these resources amounts to 348 billion euros, which makes 35% of the total EU budget and is the second largest item in the budget. => U finansijskoj perspektivi 2007 2013. godine, vrednost ovih fondova je 348 milijardi evra, što predstavlja 35% ukupnog budžeta EU i druga je budžetska stavka po veličini.
LL@(21553) The status of a structural fund in the 2007-2013 financial perspective was granted to the European Regional Development Fund ERDF, and the European Social Fund ESF. => Status strukturnog fonda u finansijskoj perspektivi 2007 2013. godine imaju Evropski regionalni razvojni fond (European Regional Development Fund - ERDF) i Evropski socijalni fond (European Social Fund - ESF).
LL@(21554) Until 2007, this status was also enjoyed by the Financial Instrument for Fisheries Guidance FIFG and the European Agricultural Guidance and Guarantee Fund EAGGF. => Do 2007. godine status strukturnog fonda imali su i Finansijski instrument za upravljanje ribarstvom (Financial Instrument for Fisheries Guidance - FIFG) i Evropski fond za rukovođenje i garancije u poljoprivredi (European Agricultural Guidance and Guarantee Fund EAGGF).
LL@(21555) The ERDF was established in 1975, and was meant to aid strengthening the economic and social cohesion through diminishing the differences in the development levels among the regions within the European Union. => ERDF je osnovan 1975. godine, a njegov cilj je jačanje ekonomske i socijalne kohezije kroz smanjivanje razlika u razvijenosti među regionima unutar Evropske unije.
LL@(21556) The fund supports its users through investments into companies (especially small and medium-sized enterprises), investments into infrastructure (research and innovations, telecommunications, energy and transport), and through financial instruments (funds for local development) and the technical support measures. => Fond pruža podršku korisnicima kroz ulaganja u kompanije (posebno mala i srednja preduzeća), ulaganja u infrastrukturu (istraživanje i inovacije, telekomunikacije, energija i transport), te kroz finansijske instrumente (fondovi za lokalni razvoj) i mere tehničke podrške.
LL@(21557) The ESP was founded in 1958, to finance measures to increase employment in the EU member states and regions, especially in less developed ones. => ESF je uspostavljen 1958. godine, a njime se finansiraju mere za povećanje zaposlenosti u državama članicama i regionima EU, naročito u onim manje razvijenim.
LL@(21558) The fund resources are allocated to employees and companies adjustments, planning and expanding innovative work organizations, facilitating access to employment and labour market, socail inclusion and non-discrimination in the labour market, stregthening of human capital and development of institutional capacities and improving efficiency of the public administration at the state, regional, as well as local levels. => Sredstva fonda usmeravaju se u prilagođavanje radnika i kompanija, planiranje i širenje inovativnih organizacija rada, olakšavanje pristupa zapošljavanju i tržištu rada, socijalnu uključivost i nediskriminaciju na tržištu rada, jačanje ljudskog kapitala, te razvoju institucionalnih kapaciteta i povećanju efikasnosti javne uprave na državnom, regionalnom i lokalnom nivou.
LL@(21559) The Cohesion fund, established in 1993, is meant to support the economy of solidarity in the EU. => Strukturni fondovi i Kohezioni fond čine deo regionalne politike Evropske unije.
LL@(21560)  => Ovi fondovi imaju za cilj da smanje jaz u razvoju između bogatijih i Kohezioni fond, uspostavljen 1993. godine, ima za cilj pomoć ekonomskoj solidarnosti u EU.
LL@(21561) The beneficiaries of this fund are the member states whose GDP is less than 90% of the EU average. => Korisnice sredstava iz fonda su države članice čiji GDP iznosi manje od 90% proseka EU.
LL@(21562) The fund grants financial aid to projects in the fields such as environmental protection and the development of transportation infrastructure. => Fond pruža finansijsku pomoć projektima u oblastima kao što su zaštita životne sredine i razvoj transportne infrastrukture.
LL@(21563) Until the fifth round of enlargement, the beneficiaries of this fund were Greece, Ireland, Portugal and Spain. => Do petog kruga proširenja EU, države korisnice fonda bile su: ~~~ Grčka, Irska, Portugalija i [panija.
LL@(21564) After the sixth round of enlargement (years 2005/2007), the following states are the beneficiaries: Bulgaria, the Czech Republic, Estonia, Greece, Cyprus, Latvia, Lithuania, Hungary, Malta, Poland, Portugal, Slovakia, Slovenia, and Romania. => Nakon šestog kruga proširenja (2005/2007.godine) korisnice fonda su: ~~~ Bugarska, Češka, Estonija, Grčka, Kipar, Letonija, Litvanija, Mađarska, Malta, Poljska, Portugalija, Slovačka, Slovenija i Rumunija.
LL@(21565) In the 2007-2013 financial perspective, financial means from the structural funds and the Cohesion funs are allocated in accordance with the three new goals of the regional policy: goal 1 convergence/coming together (ERDF, ESF and the Cohesion Fund; goal 2 regional competitiveness and employment (ERDF and ESF); and goal 3 territorial cooperation (ERDF). => U finansijskoj perspektivi 2007 2013. godine putem strukturnih i Kohezionog fonda sredstva se usmeravaju u skladu s tri nova cilja regionalne politike: cilj 1 - konvergencija/približavanje (ERDF, ESF i Kohezioni Fond), cilj 2 regionalna konkurentnost i zapošljavanje (ERDF i ESF) i cilj 3 - teritorijalna saradnja (ERDF).
LL@(21566) Š1Ë Convergence means efforts in promoting the conditions for improving growth and factors leading to the real convergence of the poorest developed member states and reagions. => Š1Ë Konvergencija označava nastojanje da se promovišu uslovi za povećanje rasta i faktori koji vode ka stvarnoj konvergenciji najslabije razvijenih zemalja članica i regiona.
LL@(21567) Among the 27 member countries, this goal is set for 84 regions in 18 member states. => Među 27 zemalja članica Evropske unije ovaj cilj se odnosi na 84 regiona u 18 zemalja članica.
LL@(21568) The total number of population in these regions is 154 millions (31% of the EU27), and per capita GDP is lower than the 75% the average in the Union. => Ukupan broj stanovnika u ovim regionima je 154 miliona (31% EU27), a GDP po glavi stanovnika je niži od 75% proseka Zajednice.
LL@(21569) This goal also includes, and this is in a gradual withdrowal phase, 16 more regions with the total population of 16.4 million and an GDP slightly higher than the defined treshhold, due to the statistical effect resulting from the enlargement of the European Union. => Ovim ciljem je takođe obuhvaćeno, u fazi postepenog povlačenja, još 16 regiona sa ukupno 16,4 miliona stanovnika i sa GDP-om malo iznad definisanog praga, zbog statističkog efekta nastalog uvećanjem Evropske unije.
LL@(21570) The sum available to achieve the convergence goal amounts to 282.8 billion euros, which makes 81.5% of the total means to be allocated to regional policies. => Suma koja je na raspolaganju za ostvarenje cilja konvergencije je 282,8 milijardi evra, što predstavlja 81,5% ukupnih sredstava namenjenih regionalnoj politici.
LL@(21571) Regional competitiveness and employment contribute to boosting competition, attractiveness and employment in two ways. => Regionalna konkurentnost i zapošljavanje doprinose jačanju konkurentnosti, atraktivnosti i zapošljavanju na dva načina.
LL@(21572) First, development programmes help regions predict and promote economic changes through innovations and promotion of the knowledge society, entrepreneurship and environmental protection as well as make them more readily available. => Prvo, razvojni programi pomažu regionima da predvide i promovišu ekonomske promene kroz inovacije i promociju društva znanja, preduzetništva i zaštite životne i poboljšanje njihove dostupnosti.
LL@(21573) Second, more quality jobs will be supported by adjusting the labour force and investing into human resources. => Drugo, više kvalitetnijih poslova biće podržano prilagođavanjem radne snage i investiranjem u ljudske resurse.
LL@(21574) The criteria for grants meant for the achievement of this goal are met by 168 regions with a total of 314 million inhabitants. => Kriterijume za dobijanje pomoći namenjene ostvarenju ovog cilja ispunjava 168 regiona, sa ukupno 314 miliona stanovnika.
LL@(21575) A total of ¡55 billion is allocated for the purposes of achieving the goal of regional competitiveness. ~~~ The European territorial collaboration is meant to strengthen the crossboundary collaboration through common local and regional initiatives, to strengthen the transnational cooperation oriented to an integrated ter ritorial development, as well as to promote interregional collaboration and exchange of experiences. => Za ostvarenje cilja regionalna konkurentnost i zapošljavanje namenjeno je ukupno 55 milijardi evra. sredine Evropska teritorijalna saradnja namenjena je jačanju prekogranične saradnje kroz zajedničke lokalne i regionalne inicijative, zatim jačanju transnacionalne saradnje usmerene na integrisani teritorijalni razvoj, kao i jačanju interregionalne saradnje i razmeni iskustava.
LL@(21576) The population living in border regions amounts to 181.7 million (37.5% of the total EU population). => Populacija koja živi u pograničnim regionima broji 181,7 miliona stanovnika (37,5% ukupnog broja stanovnika EU).
LL@(21577) The total of ¡ 8.7 billion (2.44% of the total amount) meant for the purposes of achieving this goal are distributed in the following way: ¡ 6.44 billion for cross-border programmes, ¡ 1.83 billion for transnational programmes, and ¡ 445 million for interregional collaboration. => Ukupno 8,7 milijardi evra (2,44% ukupnog iznosa) koji su namenjeni ostvarenju ovog cilja raspoređeni su na sledeći način: ~~~ 6,44 milijardi evra za prekogranične programe, 1,83 milijardi evra za transnacionalne programe i 445 miliona evra za interregionalnu saradnju.
LL@(21578) The regional policy of the EU is implemented in achieving these three basic goals employing the financial resources from structural funds and the Cohesion Fund through projects and programmes. ~~~ 3. => Ostvarivanjem ova tri osnovna cilja uz korišćenje sredstava iz strukturnih fondova i Kohezionog fonda, kroz projekte i programe, primenjuje se regionalna politika EU. 3.
LL@(21579) Institutional framework of regional policy implementation There is a large number of bodies included in the decision-making procedure and the regional policy implementation. => Institucionalni okvir sprovođenja regionalne politike Veliki broj organa je uključen u postupak donošenja odluka i sprovođenja regionalne politike.
LL@(21580) The legislative authority is assigned to the Council of the EU and the European Parliament and they make decisions during a consent granting procedure. => Zakonodavna nadležnost je poverena Savetu EU i Evropskom parlamentu koji donose odluke u postupku davanja saglasnosti.
LL@(21581) The Regional Development Agency of the European Union has competence over any issues within this policy. => U okviru Evropskog parlamenta Odbor za regionalni razvoj je nadležan za sva pitanja koja su u delokrugu ove politike.
LL@(21582) The right to propose new laws in this area is an exclusive authority of the European Commission, where an important position is the position of the Director General for regional policy. => Pravo predlaganja propisa u ovoj oblasti je u isključivoj nadležnosti Evropske komisije, u okviru koje značajno mesto pripada Generalnom direktoratu za regionalnu politiku.
LL@(21583) In preparing its proposition, the Commission consults the member states. => Prilikom izrade predloga Komisija konsultuje države članice.
LL@(21584) Very important in decision making in this area is the Regional Comittee whom the Concil and the Commission consult in cases stipulated by this contarct and also in any other cases when one of the two bodies finds it necessary, and especially as regards the issues of cross border collaboration. => U donošenju odluka u ovoj oblasti veliki značaj ima ?omitet regiona koga Savet i Komisija konsultuju i to u slučajevima koje predviđa ovaj ugovor i u svim drugim slučajevima kada jedan od ova dva organa to oceni potrebnim, a posebno u vezi sa pitanjima prekogranične saradnje.
LL@(21585) Each member state is obliged to devise its National Strategic Reference Framework NSRF. => Svaka država članica je dužna da izradi Nacionalni strateški referentni okvir (National Strategic Reference Framework NSRF).
LL@(21586) In it, each of them define their national strategies in this field and propose all the operations programmes they desire to conduct on their territories. => Njime svaka država članica definiše nacionalnu strategiju u ovoj oblasti i predlaže sve operativne programe koje želi da sprovede na svojoj teritoriji.
LL@(21587) In order to facilitate this process, the European Commission has prepared the Strategic Guidelines on Cohesion, for the purpose of adjusting the project goals to the European Union priorities and of inciting the development of entrepreneurship and innovations, knowledge-based economy and creating as many as possible quality jobs. => Kako bi znatno olakšala ovaj proces, Evropska komisija je pripremila Strateške smernice o koheziji, kako bi se ciljevi projekata uskladili sa prioritetima Evropske unije i dao podsticaj razvoju preduzetništva inovacija, ekonomije zasnovane na znanju i kreiranju što većeg broja kvalitetnijih poslova.
LL@(21588) The states and regions included in this convergence goals are obliged to allocate 60% expenditures to the priorities arising from the European Union growth and employment strategy. => Za države i regione obuhvaćene ciljem konvergencije postoji obaveza da 60% troškova mora da se alocira na prioritete koji proističu iz strategije Evropske unije za rast i zapošljavanje.
LL@(21589) In case of the states and regions included in the competitiveness and employment goals this percentage amounts to 75%. => Za države i regione obuhvaćene ciljem konkurentnosti i zapošljavanja taj procenat iznosi 75%.
LL@(21590) The European commission adopted about 450 operations programmes for the 20072013 period. => Evropska komisija je usvojila oko 450 operativnih programa za period 20072013. godine.
LL@(21591) Both social and economic partners, as well as civil sector organizations participate in these operational programmes programming and management. => U programiranju i upravljanju operativnim programima učestvuju ekonomski i socijalni partneri, kao i organizacije civilnog sektora.
LL@(21592) On the level of the operations programme, the member states are obliged to define certain amounts of co-financing. => Na nivou operativnog programa države članice su u obavezi da definišu određene iznose i kofinansiranja.
LL@(21593) Then the Commission makes a decision which operations programmes they will approve of. => Komisija potom donosi odluku kojom odobrava određene operativne programe.
LL@(21594) In the course of the programme implementation its task is also to supervise the programme activities carried out. => Ona je takođe zadužena da u toku primene programa vrši nadzor nad sprovođenjem aktivnosti programa.
LL@(21595) Upon the completion of the programme, the member states are obliged to submit reports to the Commission, and it is on the basis of these reports that the Commission reports to the European Parliament, the Council, the Committe for Economic and Social affairs and the Regional Committee on the progress achieved in gaining economic and social cohesion as well as on the manner in which the resources stipulated in this article contributed to it. => Države članice imaju obavezu da nakon završetka programa dostave izveštaje Komisiji koja na osnovu svih prikupljenih izveštaja podnosi, svake tri godine, izveštaj Evropskom parlamentu, Savetu, Komitetu za ekonomska i socijalna pitanja i Komitetu regiona o ostvarenom napretku u postizanju ekonomske i socijalne kohezije i o načinu na koji su sredstva predviđena u ovom članu tome doprinela.
LL@(21596) If necessary, the report is accompanied by appropriate propositions Š2Ë. => Izveštaj, u slučaju potrebe, prate odgovarajući predlozi.
LL@(21597) Before it accesses the European Union, the candidate state is obliged to define appropriate statistical territorial units following the classification implemented by the European Union. => Š2Ë Pre pristupanja Evropskoj uniji zemlja kandidat je u obavezi da utvrdi odgovarajuće statističke prostorne jedinice prema klasifikaciji koju primenjuje Evropska unija.
LL@(21598) The classification of statistical regions is performed following the NUTS methodology (French: Nomenclature des unités territoriales statistiques NUTS), stipulated in the Union Decree No. 1059/2003 of the European Parliament and the council on adopting the common classification of territorial units for statistic purposes. => Klasifikacija statističkih regiona utvrđuje se prema NUTS metodologiji (franc. ~~~ Nomenclature des unités territoriales statistiques NUTS), propisanoj u Uredbi (EZ-a) br. 1059/2003 Evropskog parlamenta i Saveta o donošenju zajedničke klasifikacije teritorijalnih jedinica za statistiku.
LL@(21599) On accessing the European Union, the statistical classification is officially recognized as NUTS regions of a new member state and, in accordance with the above quoted regulation, member states are not allowed to change the existing classification over the next three year period. => Nakon pristupanja Evropskoj uniji, statistička klasifikacija se službeno prihvata kao NUTS regioni nove zemlje članice te, u skladu sa pomenutom uredbom, države članice ne mogu menjati postojeću klasifikaciju sledeće tri godine.
LL@(21600) The present classification on the territory of each member state specifies three basic levels, NUTS I, NUTS II, and NUTS III. => Sadašnja klasifikacija na teritoriji svake zemlje članice utvrđuje tri osnovna nivoa, NUTS I, NUTS II i NUTS III.
LL@(21601) Each territorial unit in the NUTS classification has a specific code and title, hence the territorial units on the same level in one country cannot be assigned the same title. => Svaka teritorijalna jedinica NUTS klasifikacije ima specifični kod i naziv, pa teritorijalne jedinice na istom nivou u jednoj državi ne mogu biti označene istim nazivom.
LL@(21602) The starting criterion in establishing the NUTS classification are the existing administrative units. => Prvi kriterijum od kog se polazi prilikom utvrđivanja NUTS klasifikacije jesu postojeće administrativne jedinice.
LL@(21603) In case there are no appropriate administrative units for a certain NUTS level, the NUTS level constitutes by joining a required number of smaller territorial units, also taking into account other relevant criteria such as geographical, socio-economical, historical and geopolitical circumstances, cultural and natural conditions. => Ukoliko za određeni NUTS nivo ne postoje odgovarajuće administrativne jedinice, tada se NUTS nivo konstituiše spajanjem potrebnog broja manjih teritorijalnih jedinica, pri čemu se uzimaju u obzir i drugi relevantni kriterijumi kao što su geografske, i istorijske geopolitičke prilike, kulturne i prirodne okolnosti.
LL@(21604) Š3Ë Table 1 NUTS classification of regions NUTS regions are therefore the statistical-economic regions that make the basis for the European Union regional development policy planning and implementation and the NUTS classification absolutely supports the totality of a state. => Š3Ë socijalno-ekonomske, Tabela 1 - NUTS klasifikacija regiona Dakle, NUTS regioni su statističko-ekonomski regioni koji predstavljaju osnovu za planiranje i sprovođenje politike regionalnog razvoja Evropske unije i NUTS klasifikacija u potpunosti podržava celovitost jedne države.
LL@(21605) On the basis of the data collected on this level it is possible to satisfy the general and common needs of the population of one region, whether it is the construction of roads, the educational or health care institutions, cultural institutions and anything dealing with the progress of a region and the improvement in the quality of life of the citizens. => Na osnovu podataka koji se prikupljaju na ovom nivou omogućava se zadovoljavanje opštih i zajedničkih potreba stanovništva jednog regiona, bilo da se radi o izgradnji puteva, obrazovnih ili zdravstvenih ustanova, institucija kulture i svega onoga što se tiče napretka regiona i poboljšanja kvaliteta života građana.
LL@(21606) It is in this manner that the region is in a position to satisfy its general needs, however, adjusted to the ovarall interests expressed on the state level. => Na ovaj način se omogućava regionu da može zadovoljavati svoje opšte potrebe, ali usklađene sa opštim interesima iskazanim na državnom nivou. 4.
LL@(21607) 4. ~~~ Cost-benefit analysis of the project While the member states are responsible for the previous assessment, the task of the EU Commission is to analyse the quality of the mentioned assessment in order that it should accept to co-finance the proposed project and determine the co-financing rate. => Analiza troškova i koristi projekata Dok su države članice odgovorne za prethodnu procenu, Komisija EU treba da razmotri kvalitet pomenute procene kako bi prihvatila da sufinansira predloženi projekat i kako bi odredila stopu sufinansiranja.
LL@(21608) The regulations of the cohesive policy of the EU requres the cost-benefit analysis (CBA) to be conducted for all the major projects financed by the funds. => Regulativa kohezione politike EU zahteva analizu troškova i koristi (Cost-Benefit Analysis - CBA) za sve glavne projekte koji se finansiraju iz fondova.
LL@(21609) In order that a uniform quality of the project propositions be ensured, the European Commission has published specific guidelines for the cost-benefit analysis of investment projects financed by these funds. => Da bi se obezbedio ujednačen kvalitet predloga projekata Evropska komisija je publikovala svojesvrstan vodič za analizu troškova i koristi investicionih projekata koji se finansiraju iz ovih fondova.
LL@(21610) The document on the basis of which the project evaluation is carried out is structured into six parts: 1) Context and goal analysis; 2) Project identification; 3) Feasibility and option analysis; 4) Financial analysis; 5) Economic analysis; 6) Risk assessment. => Dokument na osnovu koga se vrši ocena projekta strukturira se u šest delova: ~~~ 1) Analiza konteksta i ciljeva; 2) Identifikacija projekta; 3) Izvodljivost i analiza opcija; 4) Finansijska analiza; 5) Ekonomska analiza; 6) Procena rizika.
LL@(21611) Š4Ë Figure 1 shows that in case of the financial profitability of the project, the EU does not provide financial aid. ~~~ It also shows that economic analysis is of predominant importance for project acceptance, hence it will be paid special attention to in this paper. => Š4Ë Na slici 1. se može videti da u slučaju finansijske isplativosti projekta, EU ne pruža finansijsku pomoć, kao i da je od presudnog značaja za prihvatanje projekata za finansiranje iz fondova EU ekonomska analiza, te ćemo joj posvetiti posebnu pažnju u radu.
LL@(21612) Figure 1 Cost-benefit analysis of investment projects The first logical step is a qualitative analysis of the socio-economic context and goals that are expected to be directly or indirectly achieved. => Slika 1 Analiza troškova i koristi investicionih projekata logični korak Prvi je kvalitativno razmatranje društveno-ekonomskog konteksta i ciljeva koji se očekuju da budu direktno ili indirektno ostvareni.
LL@(21613) It is in this part that the connectedness of the project goals and the operations programme priorities and consistency with the EU funds are observed. => U ovom delu se razmatra povezanost ciljeva projekta i proriteta operativnog programa i konzistentnost sa EU fondovima.
LL@(21614) A clear and full definition of socioeconomic goals is necessary to define the project impact. => Jasno i potpuno definisanje socijalnoekonomskih ciljeva neophodno je kako bi se utvrdio uticaj projekta.
LL@(21615) It is, however, often difficult to predict all the effects of a given project. => Međutim, često je teško predvideti sve uticaje datog projekta.
LL@(21616) The changes in the benefits also have a large number of constituent parts. => Promene u dobrobiti takođe imaju mnoštvo sastavnih delova.
LL@(21617) While the assessment of social benefits from each project depends on the goals of the economic policy of the partners participants in the project, the basic means from the Commissions perspective is the logical connectedness of the project with the major goals of the funds involved. => Dok procena socijalnih koristi od svakog projekta zavisi od ciljeva ekonomske politike partnera koji u njemu učestvuju, osnovno sredstvo iz perspektive Komisije jeste logička povezanost projekta sa glavnim ciljevima fondova koji su u pitanju.
LL@(21618) In addition to the major goals of individual funds, the project has to be consistent with the EU laws in the respective support sector, especially in case of transportation and environmental protection and in view of the regulations concerning competition. => Pored glavnih ciljeva pojedinačnih fondova, projekat mora da bude u skladu sa zakonima EU u određenom sektoru pomoći, naročito za transport i zaštitu životne sredine i po pitanju odredbi koje se odnose na konkurenciju.
LL@(21619) Identifying means that the project is a self-sufficient unit of analysis, i.e., that no significant part of the project is out of the scope of the analysis; indirect and related effects are adequately covered (e.g., changes in the use of other transportation models) and their costs and benefits will be taken into account. => Identifikovanje znači da je projekat samodovoljna jedinica analize, odnosno da nijedan značajni deo projeketa nije izvan obuhvata analize; indirektni i povezani efekti su adekvano obuhvaćeni (npr. promene u korišćenju drugih transportnih modela) i njihovi troškovi i koristi će se uzeti u obzir.
LL@(21620) As part of support, structural funds are obliged to finance the expenditures of larger projects, i.e.: a) those that include economically inseparable series of works that in turn have a certain technical function, as well as clearly identified goals and b) those whose total price is taken into consideration in defining the contribution of the funds exceeding ¡ 50 million. => Kao deo pomoći, strukturni fondovi moraju da finansiraju rashode velikih projekata, tj. onih: a) koji uključuju ekonomski nedeljive serije radova koji imaju određenu tehničku funkciju, kao i jasno identifikovane ciljeve i b) čija je ukupna cena uzeta u obzir prilikom određivanja doprinosa fondova koji nadmašuju 50 miliona evra.
LL@(21621) In case of the Cohesion fund, the projects including the groups of similar projects too, have to be of big enough a proportion so that they may have a significant effect either in the field of environmental protection or in the infrastructure networks of the transeuropean transport. => U slučaju Kohezionog fonda projekti, uključujući i grupe srodnih projekata, moraju biti dovoljno velike srazmere kako bi imali značajan uticaj na polju zaštite životne sredine infrastrukturnim mrežama transevropskog transporta.
LL@(21622) In any case, the total price of the project or a group of projects should, by a rule, not be lower than ¡ 10 million. => U svakom slučaju, ukupna cena projekta ili grupa projekta u principu ne bi smela da bude manja od 10 miliona evra.
LL@(21623) The projects or groups of projects that cost less than this amount can still be approved of in justified cases. => Projekti ili grupe projekata koje koštaju manje od ovog iznosa mogu ipak da dobiju odobrenje u opravdanim slučajevima.
LL@(21624) The identification of projects that need a better assessment may in certain cases result in the member states being required to re-consider certain subprojects as one large project and provide additional information in this respect, such as the cost-benefit analysis. => Identifikacija projekata koji zahtevaju bolju procenu može u izvesnim slučajevima da dovede do toga da se od država članica zahteva da ponovo razmotre određene podprojekte kao jedan veliki projekat i da obezbede naknadne informacije sa tim u vezi, poput analize troškova i koristi.
LL@(21625) Š5Ë Feasibility does not refer only to engineering aspects; in many cases it also includes the aspects of marketing, management, implementation analysis, etc. => Š5Ë ili u Izvodljivost se ne odnosi samo na inženjerske aspekte, već u mnogo slučajeva ona takođe podrazumeva i aspekte marketinga, menadžmenta, analize primene itd.
LL@(21626) Different project options are often adopted so that a socio-economic objective is achieved. => Često možemo da usvojimo različite projektne opcije kako bismo postigli socijalno-ekonomski cilj.
LL@(21627) The proponent should provide evidence to prove that his/her choice of the project is the best of all the feasible options. => Predlagač bi trebalo da obezbedi dokaze koji potvrđuju da je njegov izbor projekta najbolja mogućnost od svih izvodljivih opcija.
LL@(21628) In certain cases, the project may be considered feasible from the point of view of the cost-benefit analysis, however, less favourable compared to other alternative options. => U određenim slučajevima, projekat se može smatrati izvodljivim sa tačke gledišta analize troškova i koristi, ali i lošijim u odnosu na druge alternativne opcije.
LL@(21629) A typical feasibility analysis is to assert whether: a) local environment is adequate for the project (i.e., there are no physical, social, or institutional barriers); b) the demand for services will be adequate (long-term predictions); c) the appropriate technology is available; d) the degree of infrastructure exploitation is adequate, or the factories do not have any unemployed capacities; e) personal skills and management will be available; f) time horizons and realization; g) environmental protection aspects, etc. ~~~ 5. => Tipična anlaliza izvodljivosti treba da ustanovi da li je: a) lokalno okruženje povojno za projekat (tj. da nema ili institucionalnih barijera), b) da će tražnja za uslugama biti adekvatna (dugoročno predviđanje), c) da je odgovarujuća tehnologija raspoloživa, d) da je stepen korišćenja infrastrukture odgovarujući ili da fabrike nemaju neiskorišćenih kapaciteta, e) da će personalne veštine i menadžment biti raspoloživi, f) vremenske rokove i realizaciju, g) aspekte zaštite životne sredine i sl. fizičkih, društvenih 5.
LL@(21630) Financial analysis The primary goal of the financial analysis is to calculate the indicators of net returns on the basis of the predicted net cash flow of the project. => Finansijska analiza Osnovni cilj finansijske analize je da se na osnovu predviđenog neto toka gotovine projekta izračunaju indikatori neto prinosa.
LL@(21631) It consists of a series of interrelated calculations and is expected to include the following components: 1) time horizon of the project; 2) total costs and returns from the project; 3) adjustment to inflation; 4) the remaining value of the investment; 5) financial sustainability of the project; 6) defining the major performance indicators; and 7) defining the rate of co-financing. => Sastoji se iz serije međusobno povezanih obračuna i trebalo bi da obuhvati sledeće elemente: ~~~ 1) vremenski okvir projekta, 2) ukupne troškove i prihode, koji proizlaze iz projekta, 3) prilagođavanje prema inflaciji, 4) preostalu vrednost investicije, 5) finansijsku održivost projekta, 6) utvrđivanje glavnih indikatora performansi i 7) utvrđivanje stope sufinansiranja.
LL@(21632) Š6Ë The time horizon can be defined as a maximum number of years for which it is possible to make predictions. => Š6Ë Vremenski horizont se može definisati kao maksimalni broj godina za koje je moguće izvršiti predviđanja.
LL@(21633) Predicting the future can be described as a period corresponding to the utility cycle of the product and is long enough to include all impacts in the medium term or a long term. => Predviđanje budućnosti može se definisti kao period koji odgovara korisnom veku projekta i dovoljno je dug da uključi sve uticaje u srednjem, odnosno dugom roku.
LL@(21634) Although the project time horizon is often undefined, it is usually assumed that there is a moment in time when all the assets and liabilities are simultaneously liquidated. => Iako je vremenski horizont projekta često neodređen, uobičajena pretpostavka je da postoji trenutak u vremenu u kome se sva sredstva i obaveze likvidiraju simultano.
LL@(21635) The choice of the time horizon length can have a significant impact upon the process evaluation results and the co-financing rate provided by the EU. => Izbor dužine vremenskog horizonta može imati veliki uticaj na rezultate procesa evaulacije i stopu sufinansiranja od strane EU.
LL@(21636) The time horizon for a majority of projects is 20 years, whereas for production investments it is up to 10 years. => Za većinu infrastrukturnih objekata vremenski horizont je 20 godina, dok je za proizvodne investicije to 10 godina.
LL@(21637) Each project proposition has to justify a specific time horizon. => Svaki predlog projekta mora da opravda specifični vremenski horizont.
LL@(21638) The data on the price of the project are obtained by calculating the total investment costs (land, licences, patents, etc.) and the exploitation costs (labour force, raw materials, energy supply). => Podaci o ceni projekta dobijaju se obračunavanjem ukupnih troškova investicije (zemljište, zgrade, licence, patenti i sl.) i troškova eksploatacije (radna snaga, sirovine, snabdevanje energijom).
LL@(21639) The international methodology of the financial analysis of the projects based on the money flow proposes that the financial analysis and the investment profitability should be conducted using the total investment costs which are reported on submitting the application (in other words, no costs incurred after will determine either FRR or other indicators).Š7Ë Nevertheless, in certain cases the Commission may allow that certain costs incurred within the total costs prior to submitting the application, be also included. => Međunarodna metodologija finansijske analize projekata koja se zasniva na novčanom toku predlaže sprovođenje finansijske analize i obračunavanje rentabilnosti investicije pomoću ukupnih troškova investicije, do kojih se dolazi prilikom podnošenja prijave (drugim rečima, nikakvi troškovi koji nastanu pre toga neće određivati FRR kao ni ostale indikatore). ~~~ Š7ËBez obzira na to, u određenim slučajevima, Komisija može da dozvoli da određeni troškovi, do kojih dođe u okviru ukupnih troškova pre podnošenja prijave, budu takođe uključeni.
LL@(21640) Certain projects may earn their own income from the sales of products and services. => Određeni projekti mogu da proizvedu sopstveni prihod od prodaje robe i usluga.
LL@(21641) This income will be determined by predicting the quantities of provided services and by relative prices. => Ovaj prihod će se utvrđivati predviđanjem količina obezbeđenih usluga i relativnim cenama.
LL@(21642) In certain cases (e.g., in case of railways or aqueducts) the investor need not simultaneously be the body that manages infrastructure, and in such a case the mentioned body will pay the tariff (or a similar compensation) to the investor. => U nekim slučajevima (npr, kod pruga ili akvadukta) investitor ne mora ujedno da bude i organ koji rukovodi infrastrukturom, i u tom slučaju će pomenuti organ plaćati tarifu (ili sličnu naknadu) investitoru.
LL@(21643) This tariff need not include all costs, which in turn contributes to creating a gap in financing. => U ovu tarifu ne moraju da ulaze svi troškovi, što doprinosi stvaranju praznine u finansiranju.
LL@(21644) The incomes that should be taken into consideration in the financial analysis are generally those going to the infrastructure owner. => Prihodi koje treba razmotriti u finansijskoj analizi su obično oni koje dobija vlasnik infrastrukture.
LL@(21645) However, depending on the case, the Commission may require that the financial analysis is reconciled for both contracting parties. => Međutim, zavisno od slučaja do slučaja, Komisija može da zahteva usaglašavanje finansijske analize za obe ugovorne strane.
LL@(21646) The project analyses generally use fixed prices. ~~~ i.e., the prices reconciled to inflation and fixed in the base year. => U analizama projekta obično se koriste stalne cene, odnosno, cene koje su prilagođene inflaciji i fiksirane u baznoj godini.
LL@(21647) If, however, the change in the relative relations of prices are expected for example, when the regulatory body is expected to allow for the tariffs to rise in accordance with the inflation rate reduced for the productivity growth, and when the input (e.g., energy substances) prices are expected to rise by a higher rate, then the current prices are used in calculations. => Ako se međutim, očekuju promene relativnih odnosa cena - na primer kada se očekuje da će regulatorno telo dozvoliti da tarife rastu u skladu sa stopom inflacije umanjenom za rast produktivnosti, a da će cene inputa (npr. energenata) rasti po višoj stopi, tada se u obračunu koriste tekuće cene.
LL@(21648) In case fixed prices are used in calculations, a real (r) discount rate is used; when current prices are used, the nominal discount rate is used (n): where i is the inflation rate. => Ako se u obračunu koriste stalne cene tada se koristi realna (r) diskontna stopa, a kada se koriste tekuće cene koristi se nominalna diskontna stopa (n): gde je i stopa inflacije.
LL@(21649) Š8Ë (1+n) = (1+r)*(1+i), (1) Among the income items in the final year under consideration there is the remaining investment value (e.g., undischarged debt, undischarged assets such as premises and plants, etc.). ~~~ The remaining value will be analysed only if it results into real returns for the investor. => Š8Ë (1+n) = (1+r)*(1+i), (1) Među stavkama prihoda u konačnoj godini koja se razmatra, postoji preostala vrednost investicije (npr. neotplaćeni dug, neotplaćena sredstva kao što su zgrade i postrojenja itd.) Preostala vrednost će se razmatrati jedino ukoliko rezultira stvarnim prilivom za investitora.
LL@(21650) The remaining value is calculated in two ways: a) analysing the remaining market value of the fixed assets, in such a way as if they should be sold at the end of the time horizon under consideration and b) through the remaining value of the total assets and liabilities. => Preostala vrednost se može izračunati na dva načina: a) razmatranjem preostale tržišne vrednosti fiksnog kapitala, i to tako kao da ga treba prodati na kraju vremenskog okvira koji se razmatra i b) kroz preostalu vrednost ukupne aktive i pasive.
LL@(21651) The discount value of each future net income after the time horizon should be included into the remaining value. => Diskontovana vrednost svakog budućeg neto prihoda nakon vremenskog okvira bi trebalo da bude uključena u preostalu vrednost.
LL@(21652) In other words, the remaining value is the value that should be repaid. => Drugim rečima, preostala vrednost je vrednost koju treba otplatiti.
LL@(21653) A project is financially sustainable when it is not exposed to risk of running out of money (cash) in the future. => Projekat je finansijski održiv kada nije izložen riziku da ostane bez novca (gotovine) u budućnosti.
LL@(21654) Cricially important for the financial sustainability of the project is the compatibility between the money inflows and outflows in different time periods. => Od suštinskog značaja za finansijsku održivost projekta je usklađenost novčanih priliva i odliva u različitim periodima vremena.
LL@(21655) Financial sustainabiity is achieved if a cumulative net cash flow is more than zero in each year of the project cycle. => Finanasijka održivost se postiže ukoliko je kumulativni neto novčani tok veći od nule u svakoj godini trajanja projekta.
LL@(21656) The performance indicators used in the financial analy sis are the financial net present value (FNPV) and the financial rentability rate (FRR). => Indikatori performansi koji se upotrebljavaju za finansijsku analizu su finansijska interna stopa rentabilnosti (eng. FNPV) i finansijska neto sadašnja vrednost projekta (eng. FRR).
LL@(21657) Both indicators are calculated for both the investments and the capital. => Oba pokazatelja se izračunavaju i za investiciju i za kapital.
LL@(21658) To discount the financial flows into present ones and to calculate the net present value it is necessary that an appropriate discount rate be calculated first. => Kako bi se diskontovali finansijski tokovi na trenutne i kako bi se obračunala neto sadašnja vrednost mora se definisati odgovarajuća diskontna stopa.
LL@(21659) The key principle is the opportunity cost of capital. => Ključni princip je oportunitetni trošak kapitala.
LL@(21660) To get the support from the European funds, the project and its FNPV has to be negative, and the FRR has to be lower than the discount rate applied. => Da bi projekat dobio podršku evopskih fondova njegova FNPV treba da bude negativna, a FRR niža od primenjene diskontne stope.
LL@(21661) Empirical resarch show that projects from the fields of industry, telecommunications, etc. are most frequently characterised by positive values of the indicator of financial return on investment, whereas the values of these indicators in the projects in the fields of environmental protection, water supply, transportation etc., are most frequently negative. => Empirijska istraživanja pokazuju da projekti iz oblasti industrije, telekomunikacije i sl. najčešće imaju pozitivne vrednosti indikatora finansijskog prinosa na investicije, dok projekti iz oblasti zaštite životne sredine, vodosnabdevanja, transporta i sl. najčešće imaju negativne vrednosti ovih indikatora.
LL@(21662) When the financial analysis shows that an investment is not profitable from the financial point of view, it is necessary to determine the cofinancing rate that the EU is expected to cover from its funds or from other sources. => Kada finansijska analiza pokaže da investicija nije rentabilna sa finansijske tačke gledišta, potrebno je odrediti stopu sufinansiranja koju bi trebala da pokrije EU iz svojih fondova ili pak iz drugih izvora.
LL@(21663) Naturally, the project must first be subject to economic analysis and prove that it earns a benefit for the society. => Naravno, pre toga, projekat mora da prođe i ekonomsku analizu i da pokaže da društvo ima koristi od datog projekta.
LL@(21664) Structural funds cover a maximum of 75% of the total allowable, and, as a general rule, at least 50% of allowable public expenditures in case measures are applied in the regions included in the goal of achieving convergence. => Strukturni fondovi pokrivaju maksimum od 75% ukupne prihvatljive cene i, kao opšte pravilo, najmanje 50% prihvatljivog javnog rashoda u slučaju mera koje se sprovode u regionima obuhvaćenim ciljem postizanja konvergencije.
LL@(21665) In case the regions are part of the member state covered by the Cohesion fund, the EU contribution may grow, in specific and and legally justified cases, (a) to a maximum 80% of the total allowable costs and to a maximum of 85% of the total allowable costs for most distant regions; (b) to a maximum 50% of total allowable costs, and, as a general rule, at least 25% of allowable public expenditures in case the measures are applied in the regions included in the goals of regional competitiveness and territorial cooperation. => Ukoliko su regioni smešteni u državi članici koju pokriva Kohezioni fond, doprinos EU može da poraste, u izuzetnim i propisno opravdanim slučajevima, (a) najviše do 80% ukupne prihvatljive cene i najviše do 85% ukupne prihvatljive cene za najudaljenije regione; (b) najviše do 50% ukupne prihvatljive cene i, kao opšte pravilo, najmanje 25% prihvatljivog javnog rashoda u slučaju mera koje se sprovode u oblastima obuhvaćenim ciljevima regionalne konkurentnosti i zapošljavanja i teritorijalne saradnje.
LL@(21666) Š9Ë 6. => Š9Ë 6.
LL@(21667) Economic analysis of the project The economic analysis of the project serves to assess its contribution to the economic progress of a region or a country. => Ekonomska analiza projekata Ekonomskom analizom projekata procenjuje se njihov doprinos ekonomskom napretku regiona ili zemlje.
LL@(21668) On the contrary, the financial analysis is applied to determine the projects contribution to the welfare of the infrastructure owner. => Suprotno tome, finansijskom analizom utvrđuje se doprinos projekta blagostanju vlasnika infrastrukure.
LL@(21669) The key concept in the economic analysis are the accounting (shaddow) prices based on the social opportunity costs instead on current, market prices. => Ključni koncept u ekonomskoj analizi su obračunske cene u senci koje se zasnivaju na društvenim oportunitetnim troškovima, umesto na tekućim, tržišnim cenama.
LL@(21670) The economic analysis should include the following elements: 1) fiscal corrections; 2) monetization of market effects and externalities; 3) conversion of market into accounting prices and 4) calculations of an economic performance indicator. => Ekonomska analiza treba da sadrži sledeće elemente: ~~~ 1) fiskalne korekcije, 2) monetarizaciju netržišnih uticaja i uključivanje eksternalija, 3) konverziju tržišnih u obračunske cene i 4) izračunavanje indikatora ekonomskih performansi.
LL@(21671) Certain elements of the financial analysis are pure transfers with no economic importance, therefore it is necessary that corrections of fiscal effects be made. => Pojedini elementi finansijske analize su čisti transferi koji nemaju ekonomski značaj, pa je neophodno izvršiti korekcije fiskalnih efekata.
LL@(21672) The financial support to the investor from the part of the govenment is a pure transfer which does not create any value but is a benefit to the investor only. => Novčana pomoć investitoru od strane vlade je čist transfer, koji ne stvara vrednost, već predstavlja isključivo korist samo za investitora.
LL@(21673) To correct such deviations it is necessary that the following general rules should be applied: All input prices should be net, without VAT and other indirect taxes taxes paid by the project customers are then paid by the project owner to tax administration and the tax administration in turn returns these taxes to the customers in the form of public expenditures. => Da bi se korigovala ova odstupanja neophodno je primeniti sledeća opšta pravila: Sve cene inputa i outputa treba da budu neto, bez PDV i ostalih indirektnih poreza - porezi koje plaćaju potrošači projekta, vlasnik projekta plaća poreskoj adminstraciji, a poreska administracija vraća te poreze potrošačima u formi javnih izdataka.
LL@(21674) The input prices, including earnings, should include all direct taxes employees get net earnings, the taxes go to the government that transfers them to the employees, the retired, their families, etc. => Cene inputa, uključujući zarade, treba da sadrže sve direktne poreze - zaposleni dobijaju neto zarade, porezi idu vladi koja ih transferiše zaposlenim, penzionerima, njihovim porodicama i sl.
LL@(21675) The resources (support) obtained from public entities are transfer payments, hence they should be left out of the incomes in the economic analysis. => Pomoć dobijena od javnih entiteta su transferna plaćanja i zato treba da se izostave iz prihoda prilikom ekonomske analize.
LL@(21676) Regardless of the general rules, the transfer payments and indirect taxes are in certain cases included into the calculations of project externalities. => Uprkos opštim pravilima, u nekim slučajevima transferna plaćanja i indirektni porezi se uključuju u obračun efekata eksternalija.
LL@(21677) Typical examples are taxes to energy prices that are meant to discourage environment-related externalities. => Tipični primeri su porezi na cene energije koji treba da odvrate eksternalije vezane za životnu sredinu.
LL@(21678) In this case, as well as in similar cases, including these taxes into the project costs may be justified, however, double counting should be avoided in evaluation (e.g., including both energy taxes and the assessment of external environmental costs into evaluation). => U ovom slučaju, kao i u sličnim slučajevima, uključivanje ovih poreza u troškove projekta može biti opravdano, ali prilikom ocene treba izbegavati dvostruko računanje (npr. uključivanje kako oporezivanja energije tako i procene spoljnih troškova životne sredine u procenu).
LL@(21679) The next step in the economic analysis is to include and calculate socially relevant effects for which no market value exists. => Drugi korak u ekonomskoj analizi je da se uključe i izračunaju uticaji koji su društveno relevantni, ali za koje ne postoje tržišne vrednosti.
LL@(21680) It is necessary to check whether such effects are identified, quantified and whether they are assigned real money value. => Potrebno je proveriti da li su takvi efekti identifikovani, kvantifikovani i da li im je određena realna novčana vrednost.
LL@(21681) An appropriate conversion factor can, in addition to the financial, include non-market benefits the project creates. => Odgovarajući konverzioni faktor može, pored finansijskih, obuhvatiti i netržišne koristi koje stvara projekat.
LL@(21682) In case a conversion factor is not defined or in case the project does not earn income, alternative approaches are used. => Ako konverzioni faktor nije utvrđen ili projekat nema prihode, koriste se alternativni pristupi.
LL@(21683) The most frequent method is willingness to pay. => Najčešći metod je spremnost da se plati.
LL@(21684) It can be estimated indirectly, by observing the customer in a similar market, or directly, by learning what his attitudes are. => Može se proceniti indirektno, posmatranjem kupca na sličnom tržištu ili direktno ispitivanjem njegovih stavova.
LL@(21685) In case of certain outputs for which it is not possible to identify the customers willingness to pay for them, long-term marginal costs can be applied. => Za neke outpute, kod kojih nije moguće utvrditi spremnost kupaca da ih plate, mogu se koristiti dugoročni marginalni troškovi.
LL@(21686) In empirical assessments, the willingness to pay is most frequently higher than long-term marginal costs. => U empirijskim ocenama najčešće je spremnost da se plati veća od dugoročnih marginalnih troškova.
LL@(21687) Externalities are not always possible to express adequately by the customers willingness to pay for the goods, by long-term marginal costs or a conversion factor based on prices on border. => Eksternalije se ne mogu uvek dobro izraziti sa spremnošću kupaca da plate dobra, dugoročnim marginalnim troškovima ili konverzionim faktorom zasnovanom na cenama na granici.
LL@(21688) Hence it is sometimes necessary that externalities be assessed separately. => Zato se nekad eksternalije moraju proceniti posebno.
LL@(21689) The ruling prices arising from imperfect markets and the public sector policies in forming prices mos frequently do not reflect the opportunity cost of the input. => Trenutne cene koje se javljaju iz nesavršenih tržišta i politika formiranja cena javnog sektora, najčešće ne oslikavaju oportunitetni trošak inputa.
LL@(21690) In most cases this can be important in the project evaluation, hence financial data may offer a wrong picture of the project importance. => U većini slučajeva, to može biti važno za procenu projekata, pa tako finansijski podaci mogu da pruže pogrešnu sliku o značaju projekta.
LL@(21691) The deviation of market prices from socially opportunity costs may be present in less developed countries, however, also in developed countries (e.g., free land, electric energy prices below long-term marginal costs, non-economic prices of water, etc.). => Do odstupanja tržišnih cena od društvenih oportunitetnih troškova dolazi obično u manje razvijenim zemljama, ali i u razvijenim zemljama (npr. besplatno zemljište, cene električne energije ispod dugoročnih marginalnih troškova, neekonomske cene vode i sl.).
LL@(21692) Whenever significant price deviations affect certain inputs, the proponer of the project should take this issue into consideration in the course of project evaluation and use accounting prices that can better illustrate the socially opportunity costs of resources. => Kad god na neke inpute troškove utiču velika cenovna iskrivljenja, predlagač projekta treba da razmotri to pitanje u proceni projekta i da koristi obračunske cene koje mogu bolje da oslikavaju društvene oportunitetne resursa.
LL@(21693) The critical input in infrastructure-related investment projects is labour force. => U investicionim projektima vezanim za infrastukturu kritični input je radna snaga.
LL@(21694) Distorsions in earnings are frequent in practice due to an imperfect labour force market, other macroeconomic impabances, high unemployment rate etc. => U praksi često dolazi do distorzije zarada zbog nasavršenosti tržišta radne snage, drugih makroekonomskih neravnoteža, visoke stope nezaposlenosti i sl.
LL@(21695) In such cases, the project proponent should resort to correction of nominal pays and use accounting earnings (shadow sallaries). => Predlagač projekta, u takvim slučajevima treba da pribegne korekciji nominalnih zarada i da koristi obračunske zarade (zarade u senci).
LL@(21696) Shadow sallaries are sensitive to regional differences, since labour is a less mobile factor in comparison to capital. => Zarade u senci su osetljive na regionalne razlike, jer je rad manje mobilan faktor od kapitala.
LL@(21697) In an economy characterised by high unemployment, the opportunity cost of labour force used in the project may be lower than the real sallary rates. => U ekonomiji koju karakteriše visoka nezaposlenost, oportunitetni trošak radne snage koji se koristi u projektu može biti manji od stvarnih stopa plata.
LL@(21698) Additional employment is primarily a social expenditure. => Dodatno zaposlenje je, najpre socijalni trošak.
LL@(21699) This is the engagement of labour force resource by the project which thus becomes unavailable for alternative social purposes. => To je korišćenje resursa radne snage od strane projekta koji tako postaju nedostupni za alternativne društvene svrhe.
LL@(21700) A relevant benefit is an additional income earned by creating jobs and this is taken into account in evaluating the direct and indirect net outputs resulting from the project. => Relevantna korist je dodatni prihod dobijen stvaranjem poslova i to se uzima u obzir u vrednovanju direktnog i indirektnog neto autputa koji rezultira iz projekta.
LL@(21701) Hence it is important that the project effect should be assessed in the following cases: It is necessary to check the losses of employment in other sectors as a result of the project: gross benefits from employment may overestimate the net effect. => Zbog toga je važno proceniti uticaj projekta u sledećim situacijama: ~~~ Neophodno je da se provere gubici zapošljavanja u drugim sektorima kao posledica projekta: bruto koristi od zaposlenosti mogu da precene neto uticaj.
LL@(21702) The project is sometimes said to maintain the jobs that would otherwise be lost. => Ponekad se za projekat kaže da održava poslove koji bi u suprotnom bili izgubljeni.
LL@(21703) This may be relevant for renovation or modernization of the existing factories. => To može biti relevantno za renoviranje i modernizaciju postojećih fabrika.
LL@(21704) This type of the argument should be supported by an analysis of cost structure and competitiveness with and without the project. => Ovu vrstu argumenta treba podržati analizom strukture troškova i konkurentnosti sa i bez projekta .
LL@(21705) Certain goals of structural funds are oriented to concrete employment goals (e.g., the young, those long unemployed) and it can be important that different effects per target groups should be taken into consideration. => Neki ciljevi strukturnih fondova okrenuti su konkretnim ciljevima zaposlenosti (npr. mladi, dugo nezaposleni) i može biti važno da se razmotre različiti uticaji po ciljnim grupama.
LL@(21706) In certain cases, in cases of no absolute currency convertibility, the parametre in the analysis is the conversion currency rate as an economic price of foreign currency. ~~~ The more the currency rate differs from the official exchange rate, the higher the likelihood of depreciation or appreciation, which may affect the project performance significantly. => U pojedinim slučajevima, kada ne postoji potpuna konvertabilnost valute, parametar za analizu je obračunski devizini kurs, kao ekonomska cena strane valute. [to se obračunski kurs više razlikuje od zvaničnog deviznog kursa veća je verovatnoća depresijacije ili apresijacije, što može značajno uticati na performanse projekta.
LL@(21707) Generally, it is best to use a Standard Conversion Factor (SCF) since it reflects the same distorsions as the conversion currency rate, and besides, it can be used together with other specific (for certain sectors) conversion factor(s). => U opštem slučaju najbolje je koristiti standardni konverzioni faktor (eng. SCF) jer on odražava iste distorzije kao i obračunski devizni kurs, a pri tom se može koristiti sa drugim specifičnim (za pojedine sektore) konverzionim faktorom.
LL@(21708) The SCF value is assessed on the basis of the export and import values, using the following equation: SCF=(M+X) / ((M + Tm) + (X - Tx)), (2) where M = imports, X = exports, Tm = import payments, and Tx = export payments. => Vrednost SCF se procenjuje na osnovu vrednosti izvoza i uvoza po obrascu: ~~~ SCF=(M+X) / ((M + Tm) + (X - Tx)), (2) gde je M- uvoz, X izvoz, Tm- uvozne dažbine i Tx izvozne dažbine.
LL@(21709) In defining conversion factors attention should be paid to how social expenditures are affected by the deviations of market prices from 1) marginal costs for internationally non-exchangeable goods, e.g. local transport services and 2) the price on border for internationally exchangeable goods, e.g., industrial products. => Prilikom određivanja konverzionih faktora mora se voditi računa kako na društvene troškove utiču odstupanja tržišnih cena od 1) marginalnih troškova za međunarodno nerazmenjiva dobra, kao što su npr. lokalne transportne usluge i 2) cena na granici za međunarodno razmenjiva dobra, kao što su npr. industrijski proizvodi.
LL@(21710) The key empirical factor for the decision whether the prices on border should be taken into account are the differences in prices in the country (per regions, per different customer categories, etc.). => Ključni empirijski faktor za odluku da li cene na granici treba uzeti u obzir jesu razlike u cenama u zemlji (po regionima, po različitim kategorijama kupaca i sl.).
LL@(21711) In case of non-excahngeable goods, a standard conversion factor or a specific conversion factor are aplied, determined on the basis of long-term marginal costs or customer willingness to pay for the goods. => Za nerazmenjiva dobra koristi se standardni konverzioni faktor ili specifični konverzioni faktor, utvrđen na osnovu dugoročnih marginalnih troškova ili spemnosti kupaca da plate dobra.
LL@(21712) Š10Ë Upon the correction of price deviation it is possible to calculate the economic internal rentability rate (ERR), economic net present value (ENPV) and the cost-benefit coefficient. => Š10Ë Nakon korekcije cenovnog iskrivljenja moguće je računati ekonomsku internu stopu rentabilnosti (eng. ERR), ekonomsku neto sadašnju vrednost (eng. ENPV) i koeficijent odnosa troškova i koristi.
LL@(21713) To obtain these indicators of economic performances of a project it is neccesary to determine the discount rate, and in the economic analysis it is the social discount rate. => Da bi dobili ove indikatore ekonomskih perfomansi projekta neophodno je utvrditi diskontnu stopu, a u ekonomskoj analizi to je socijalna diskontna stopa.
LL@(21714) It reflects the social standing on how the future benefits and costs should be assessed as related to the present ones. => Ona pokušava da oslika socijalno stanovište o tome kako buduće koristi i troškove treba vrednovati naspram sadašnjih.
LL@(21715) Literature and international practice offer a succession of different approaches to the interpretation and selection of the value of the social discount rate to be adopted. => Literatura i međunarodna praksa daju veliki niz različitih pristupa za tumačenje i biranje vrednosti socijalne diskontne stope koja se treba usvojiti.
LL@(21716) The European discount rate of 5%, however, can be justified in different ways and can be a standard landmark for the EU funded projects. => Međutim, evropska diskontna stopa od 5% može da ima različita opravdanja i može da predstavlja standardni reper za projekte koje sufinansira EU.
LL@(21717) The difference between the ERR and FRR is in that the former applies accounting prices or the opportunity costs of goods and services instead of imperfect market prices and includes all the social and environmental externalities as broadly as possible. => Razlika između ERR i FRR je u tome što prva koristi obračunske cene ili oportunitetni trošak roba i usluga umesto nesavršenih tržišnih cena i obuhvata u što većoj meri sve socijalne i ekološke eksternalije.
LL@(21718) Due to the fact that now externalities and shadow prices are taken into account, a majority of projects with low or negative FRR will have a positive ERR. => Zato što se sada eksternalije i cene u senci uzimaju u obzir, većina projekata sa malim ili negativnim FRR će imati pozitivan ERR.
LL@(21719) Upon an actualization with a 5% discount rate, every project with an ERR lower than 5% or with a negative ENPV should be carefully evaluated and even rejected. => Svaki projekat sa ERR manjim od 5% ili negativnom ENPV nakon aktualizacije sa diskontnom stopom od 5% treba pažljivo proceniti pa čak i odbiti.
LL@(21720) The same applies to the cost-benefit coefficient lower than 1. ~~~ In certain exceptional cases, a negative ENPV can be accepted in case of important monmonetized benefits, however, these should be presented in detail because such a project will make only a margin al contribution to the goals of the EU regional development policy. => Isto važi i za koeficijent odnosa troškova i koristi manji od 1. U nekim izuzetnim slučajevima negativna ENPV se može prihvatiti ako postoje važne nemonetizovane koristi, ali njih treba detaljno predstaviti jer će takav projekat imati samo marginalni doprinos ciljevima politike regionalnog razvoja EU.
LL@(21721) In any case, the report on assessment should confirm, conclusively and with structural argumentation supported by adequate data, that social benefits exceed social expenditures. => U svakom slučaju, izveštaj o proceni treba da navodi na ubedljiv način, kroz strukturalnu argumentaciju potkrepljenu odgovarajućim podacima, da socijalne koristi prevazilaze socijalne troškove.
LL@(21722) Š11Ë 7. => Š11Ë 7.
LL@(21723) Risk assessment Risk assessment means defining the likelihood with which a project will achieve satisfactory results. => Procena rizika Ocena rizika se sastoji u utvrđivanju verovatnoće sa kojom će projekat ostvarivati zadovoljavajuće rezultate.
LL@(21724) A recommended risk assessment procedure is based on: Sensitivity analysis, as the first step, which means the effect of the anticipated changes in variables determining the costs and benefits of a project; The second step is a study of likelihood distribution for selected variables as well as calculations of anticipated value of the project performance indicator. => Preporučena procedura za procenu rizika zasniva se na: analizi osetljivosti, kao prvom koraku, koja predstavlja uticaj koji imaju pretpostavljene promene u promenljivama koje određuju troškove i koristi projekta; drugi korak predstavlja studija raspodela verovatnoće za odabrane promenljive, kao i računanje očekivane vrednosti indikatora performansi projekta.
LL@(21725) The purpose of the sensitivity analysis is to select critical variables and model parametres, i.e., those whose variations, whether positive or negative, have a most significant effect upon the internal returns rate and the net present value of the project and cause the most important changes in these parametres, in comparison with the value used as the best estimate in the basic case. => Svrha analize osetljivosti jeste odabir kritičnih promenljivih i parametara modela, odnosno onih čije varijacije, pozitivne ili negativne, u poređenju sa vrednošću korišćenom kao najbolja procena u baznom slučaju, imaju najveći uticaj na internu stopu prinosa i neto sadašnju vrednost projekta, odnosno uzrokuju najznačajnije promene u ovim parametrima.
LL@(21726) The criteria that should be adopted in the selection of critical variables vary depending on the project, hence they have to be accurately assessed from one case to another. => Kriterijumi koje bi trebalo usvojiti prilikom izbora kritičnih promenljivih variraju u zavisnosti od određenog projekta, te moraju biti precizno procenjene od slučaja do slučaja.
LL@(21727) A combined analysis of certain optimistic and pessimistic values of a group of variables can be useful in presenting different scenarios within certain hypotheses. => Kombinovano razmatranje pojedinih optimističkih i pesimističkih vrednosti grupe promenljivih može biti korisno pri prikazivanju različitih scenarija u okviru određenih hipoteza.
LL@(21728) To define optimistic and pessimistic scenarios, it is necessary that extreme values within the scope defined in the likelihood distribution should be selected for each critical variable. => U cilju definisanja optimističkih i pesimističkih scenarija, neophodno je za svaku kritičnu promenljivu izabrati ekstremne vrednosti unutar opsega definisanog raspodelom verovatnoće.
LL@(21729) Then the performance indicators are calculated for each hypothesis. => Zatim se pokazatelji performansi projekta izračunavaju za svaku hipotezu.
LL@(21730) When the critical variables are defined, and for the purpose of risk analysis, it is necessary that each of them be allocated a likelihood distribution defined by a precise scope of value around the best assessment used in the basic case and calculate the assessment index. => Nakon što su kritične promenljive određene, a kako bi se sprovela analiza rizika, neophodno je svakoj od njih dodeliti raspodelu verovatnoće, koja je utvrđena preciznim opsegom vrednosti oko najbolje procene, korišćene u baznom slučaju, a u cilju izračunavanja indeksa procene.
LL@(21731) With an increase in the complexity of the cost-benefit analysis, even for a few variables, the number of combinations will soon become too high for a direct procedure. => Povećanjem složenosti modela analize troškova i koristi, čak i za nekolicinu promenljivih, broj kombinacija će ubrzo postati previše visok za direktan postupak.
LL@(21732) Having in mind the above stated, it is possible to use the Monte Carlo method for investment projects, implementing an appropriate software for calculations. => Imajući gore navedeno u vidu, moguće je za investicione projekte koristiti metod Monte Carlo, koji se može primeniti upotrebom odgovarajućeg softvera za računanje.
LL@(21733) This method consists of repeating a random extraction of a set of values for critical variables, within respectively defined intervals and then calculating the performance index for a specific project. => Ovaj metod se sastoji od ponavljanja nasumične ekstrakcije skupa vrednosti za kritične promenljive, u okviru odgovarajuće definisanih intervala, i od izračunavanja indeksa performansi za specifični projekat.
LL@(21734) Š12Ë 8. => Š12Ë 8.
LL@(21735) Effects of the EU regional policy Effects of the EU regional policy are, as a rule, diffcult to evaluate for the simple reason that reagional policy is not easy to separate from other sources of economic growth and, also, the level of development the economy would reach had there not been interventions through the regional policy instruments cannot be easily determined. => Efekti regionalne politike EU Efekte regionalne politike Evropske unije je, po prirodi stvari, teško evaluirati iz prostog razloga što je regionalnu politiku veoma teško izolovati od drugih izvora privrednog rasta i odrediti koji nivo razvoja bi privreda dostigla da nije bilo intervencije kroz instrumente regionalne politike.
LL@(21736) Since the period of the regional policy implementation in the 2007-2013 period has not yet been completed, the effects of regional policy can be viewed only for the previous period. => Kako period sprovođenja regionalne politike u periodu 2007-2013. godine još nije završen, efekti regionalne politike se mogu posmatrati samo za prethodni period.
LL@(21737) According to the EU research for the 2000-2006 budgetary period, an additional 0.9 euro of investments from other sources is allocated per each euro spent in the implementation of common cohesion policy in the regions using the funds from the convergency goal. => Prema istraživanju Evropske komisije za budžetski period od 2000. do 2006. godine, na svaki evro utrošen kroz zajedničku kohezionu politiku u regionima koji koriste sredstva u okviru cilja konvergencija, dodatno se izdvaja u proseku još 0,9 evra investicija iz drugih izvora.
LL@(21738) Also, in the regions using the funds allocated for the regional competitiveness and employment goals, additonal 3 euros of investments are allocated per each euro invested through the EU cohesive policy. => Takođe, u regionima koji koriste sredstva u okviru cilja konkurentnost regiona i zapošljavanje na svaki evro investiran kroz kohezionu politiku Evropske unije izdavaja se u proseku još dodatna 3 evra investicija.
LL@(21739) The programmes within the regional competitiveness and employment were of paramount importance for the creation of new jobs. => Programi u okviru konkurentnosti regona i zapošljavanja imali su izuzetan značaj za stvaranje novih radnih mesta.
LL@(21740) Estimates are that more that 450 000 new jobs have been created in the six countries in which the evaluation was conducted. => Za šest država u kojima je sprovedena procena, ocenjuje se da je formirano više od 450 000 novih radnih mesta.
LL@(21741) A large number of small and medium-sized enterprises have in this period received financial resources from the European Union funds. => U ovom periodu veliki broj malih i srednjih preduzeća koristio je pomoć fondova Evropske unije.
LL@(21742) The Spanis programme of support to small and medium enterprises alone provided financial support, advice and training for 227 000 small and medium-sized enterprises (around 28% of the total number). => Samo španski program podrške malim i srednjim preduzećima omogućio je finansijsku podršku, savete i obuku za 227 000 malih i srednjih preduzeća (oko 28% od ukupnog broja).
LL@(21743) The evaluation of the Staiermatk programme in Austria proved that 75% of business development related projects were conducted by small and medium-sized enterprises, much more than expected. => Evaluacijom Štajermark programa u Austriji utvrđeno je da su 75% projekata u vezi sa razvojem biznisa sprovela mala i srednja preduzeća, što je bilo znatno više nego što je očekivano.
LL@(21744) In Great Britain, around 250 000 small and mediumsized enterprises were supported through various measures in this countrys regions. ~~~ An efficient transportation system is a key factor of regional competitiveness and development. => U Velikoj Britaniji je oko 250 000 malih i srednjih preduzeća bilo podržano različitim merama u regionima ove zemlje. razvoju Efikasan saobraćajni sistem je ključni faktor regionalne konkurentnosti i razvoja.
LL@(21745) This area is one of the key domains of the cohesion policy. => Ova oblast je jedna od ključnih sfera kohezione politike.
LL@(21746) During the 2000-2006 period, significant funds were spent for road transport (47% of the total funds allocated for the development of transportation) and railway transport (31% of total funds). => Tokom perioda od 2000. do 2006. godine značajna sredstva su utrošena na putni saobraćaj (47% ukupnih sredstava namenjenih saobraćaja), odnosno na železnički saobraćaj (31% ukupnih sredstava).
LL@(21747) Investments into airports also helped reduce the problems to reach certain regions, especially the most distant ones. => Investicije u aerodrome takođe su doprinele da se smanje problemi sa pristupom nekim regionima, naročito onim najudaljenijim.
LL@(21748) The evaluation report on investments into transport infrastructure in the regions included into the convergence programme point that the built infrastructure improved the connections between the regions and other national centres and reduce the time for travelling by 20-50% on average. => Evaluacioni izveštaj o ulaganjima u saobraćajnu infrastrukturu u regionima obuhvaćenim programom konvergencije ukazuju da je izgrađena infrastruktura unapredila povezanost između regiona i drugih nacionalnih centara i snizila vreme putovanja, u proseku, za 20 do 50%.
LL@(21749) Besides, a significant effect upon the employment level was recorded, due to conducting massive relief works. => Pored toga, zabeležen je i značajan efekat na nivo zaposlenosti usled sprovođenja javnih radova.
LL@(21750) Š13Ë The direct effect of investments upon transportation is also observed in the rise of employment, primarily in the construction sector. => Š13Ë Direktan uticaj investicija u saobraćaj ogleda se i u većoj zaposlenosti, pre svega, u sektoru građevinarstva.
LL@(21751) Furthermore, the demand for building material and machinery increases. => Pored toga, povećava se potražnja za građevinskim materijalom i upotrebom mašina.
LL@(21752) These effects are evidently short-term and last during the works. => Nesumnjivo da su ovi efekti kratkoročnog karaktera i traju tokom izvođenja radova.
LL@(21753) The long-term effects of an investment depend on the existing of additional investments into a certain region, on labour force characteristics, development level of entrepreneurship, etc. => Dugoročni efekti određene investicije zavise od postojećih ili dodatnih investicija u određeni region, karakteristika radne snage, razvijenosti preduzetništva i sl.
LL@(21754) On the other hand, it must be recorded that the flaws are sometimes inappropriate maintainance of certain stretches of, primarily, railway and road transportstion, incompatibility of national priorities with the EU priorities (despite recommendations, only five large countries have a developed network of fast railways), insufficient employment of certain potentials, such as the Danube, as well as insufficient engagement of certain financing sources, such as the public-private partnership (only a small number of larger projects have been completed using this form). => Sa druge strane, mora se zabeležiti da se u određenoj meri može prigovoriti nedovoljnom održavanju određenih deonica, pre svega, u železničkom i drumskom saobraćaju, neusklađenosti nacionalnih prioriteta sa prioritetima na nivou EU (uprkos preporukama, samo pet velikih država ima razvijenu mrežu brzih železnica), neiskorišćenosti određenih potencijala, kao što je Dunav i neiskorišćenosti potencijalnih izvora finansiranja, u vidu javno-privatnog partnerstva (samo je nekoliko većih projekata realizovano u ovom obliku).
LL@(21755) The cohesion policy has significantly contributed to environmental protection as a basic precondition of sustainable development and a better quality of living, as well as to enforcing the legislature in the field of environment. => Koheziona politika znatno je doprinela zaštiti životne sredine kao osnovnom preduslovu za održivi razvoj i bolji kvalitet života, kao i sprovođenju zakonodavstva u oblasti životne sredine.
LL@(21756) Around 13% of funds was spent on the water supply, water protection, waste recycling, sustainable energy sources, protection from noise and air pollution investment projects. => Oko 13% sredstava utrošeno je na projekte ulaganja u snabdevanje vodom, zaštitu voda, preradu otpada, održive izvore energije, zaštitu od buke i zagađenosti vaduha.
LL@(21757) Best results have been achieved in the domain of water supply. => Najviše rezultata postignuto je u oblasti snabdevanja vodom.
LL@(21758) Š14Ë The European Union regional policy has not brought only investment projects; it ha salso brought a strategic approach to the development of transportation infrastructure and environmental protection. => Š14Ë Regionalna politika Evropske unije nije donela samo investicione projekte, već i strateški pristup razvoju saobraćajne infrastrukture i zaštiti životne sredine.
LL@(21759) It helped harmonize environmental principles with the goals and measures of other sector policies. => S tim u vezi, omogućeno je usaglašavanje principa životne sredine sa ciljevima i merama ostalih sektorskih politika.
LL@(21760) This harmonization has been achieved; however, full integration has not yet. => Iako je realizovano usaglašavanje, puna integracija nije ostvarena.
LL@(21761) Similarly, strict environmental standards and rules ensured that the financed projects are environmentally-friendly, designed to work consistent to the ruling legal framework in the environmental domain and that their effects on environment are controlled in the course of their execution. ~~~ 9. => Isto tako, strogim pravilima i standardima životne sredine omogućeno je da su projekti koji se finansiraju pogodni po životnu sredinu, projektovani tako da funkcionišu u saglasnosti sa važećim pravnim okvirom u oblasti životne sredine, i da se, tokom njihove realizacije, kontroliše uticaj na okruženje. 9.
LL@(21762) Conclusion The existence of common regional policy on a supranational level is justified by the fact that the differences in the development levels of the regions can be corrected efficiently only employing the mutual efforts of all the member states. => Zaključak Postojanje zajedničke regionalne politike na nadnacionalnom nivou opravdano je činjenicom da se razlike u nivou razvoja regiona Evropske unije mogu efikasno ispraviti jedino zahvaljujući zajedničkim naporima država članica.
LL@(21763) Economic and social differences among the member states that are most often reflected in disproportions in the level of the social product and in unemployment, urged the policy creators to develop a common regional policy, along the existing national regional policies. => Ekonomske i socijalne razlike među državama članicama, koje se najčešće ogledaju u disproporcijama u nivou društvenog proizvoda i nivou nezaposlenosti, podstakle su kreatore politika da razviju zajedničku regionalnu politiku pored postojećih nacionalnih regionalnih politika.
LL@(21764) The importance of the supranational regional policy is reflected in the fact that it is only on the European Union level that necessary and sufficient re sources can be collected for the purpose of developing less developed regions and thus reducing the high price certain member states would otherwise be forced to pay. => Značaj nadnacionalne regionalne politike ogleda se u tome da se jedino na nivou Evropske unije mogu skupiti neophodna i dovoljna sredstva za razvoj manje razvijenih regiona i na taj način smanjiti visoka cena koju bi morale da plate pojedine države članice.
LL@(21765) It is also important to stress the role of regional policy as an efficient coordination mechanism between the member states. => Važno je istaknuti i ulogu regionalne politike kao efikasnog mehanizma koordinacije između zemalja članica.
LL@(21766) Namely, the lack of collaboration among the member states results in a negative competition and the undesired effects of certain measures that are unilaterallly enforced by certain member states. => Naime, nedostatak saradnje između država članica dovodi do negativne konkurencije i neželjenih efekata pojedinih mera koje se jednostrano sprovode od strane nekih država članica.
LL@(21767) An uncoordinated enforcement of national policies may result in unloyal competition, thus reducing the positive effects for all the member states, and consequently the benefits of the European integration process. => Nekoordinirano sprovođenje nacionalnih politika stvara mogućnost pojave nelojalne konkurencije, čime se smanjuju poz itivni efekti za sve članice, a samim tim smanjuju se i koristi od procesa evropske integracije.
LL@(21768) The institutional framework of the state project proponent must be such that it offers well established institutions that have at their disposal the professoonals on respective regional levels, that will assess the development needs and stress the priorities to be translated into feasible project propositions for the support to development as well as implement the development projects and programmes that can be financed by the structural and the Cohesion funds. => Institucionalni okvir zemlje predlagača projekta mora biti takav da pruža dovoljno dobro etablirane institucije koje raspolažu stručnim kadrovima na odgovarajućim prostornim nivoima, koje će proceniti razvojne potrebe i istaći prioritete koje treba pretočiti u izvodljive predloge projekata za podršku razvoju, kao i implementirati projekte i programe razvoja koji bi mogli biti finansirani iz sredstava strukturnih i Kohezionog fonda.
LL@(21769) Clearly defined procedures for employing the means from these funds ensure an easier implementation of the project and a better monitoring of project goals achievement. => Jasno definisane procedure za korišćenje sredstava iz ovih fondova omogućavaju lakšu pripremu projekata i bolji monitoring nad ostvarenjem ciljeva projekta.
LL@(21770) The project proponents are expected to supplement their project proposition with a cost-benefit analysis of the project. => Predlagači projekta treba da uz predlog projekta dostave i analizu troškova i koristi od projekta.
LL@(21771) It is for these purposes that the European Commission published a Guide to CBA of investment projects. => Evropska komisija je za ove potrebe objavila vodič za sprovođenje ove analize (Guide to CBA of investment projects).
LL@(21772) The cost-benefit analysis of investment projects encludes the following: 1) context and goal analysis; 2) project identification; 3) feasibility and option analysis; 4) financial analysis; 5) economic analysis; 6) risk assessment. => Analiza troškova i koristi investicionih projekata obuhvata: ~~~ 1) analizu konteksta i ciljeva; 2) identifikaciju projekta; 3) izvodljivost i analizu opcija; 4) finansijsku analizu; 5) ekonomsku analizu; 6) procenu rizika.
LL@(21773) Special attention is paid to the economic analysis of the project since it is to show whether the society is better off with this project or without it. => Posebna pažnja se posvećuje ekonomskoj analizi projekta, jer ona treba da pokaže da li je društvu bolje sa ovim projektom ili bez njega.
LL@(21774) The project proponent also has to be acquainted with the NUTS classification of regions and the National referent strategic framework in order that he should know which type of investment is appropriate for a given region. => Predlagač projekta mora biti upoznat i sa NUTS klasifikacijom regiona i Nacionalnim referentnim strateškim okvirom, kako bi znao koja vrsta investicije odgovara datom regionu.
LL@(21775) The European Commission identified globalization, demographic changes, safe and renewable energy sources as major challenges for European regions in the period to come. => Evropska komisija je globalizaciju, demografske promene, klimatske promene, sigurne i obnovljive izvore energije izazove za evropske regione u narednom periodu.
LL@(21776) Accordingly, there is already a debate on how these challenges can be incorporated into the regional policy for the following period, from 2014 till 2020. => U skladu sa tim, već se vodi debata o tome kako uključiti ove izazove u regionalnu politiku za naredni period od 2014. do 2020. godine.
LL@(21777) This is of special importance for Serbia too, because Serbia is expected to become a member of the European Union by 2020. => Ovo je izuzetno važno i za Srbiju, jer se očekuje da Srbija do 2020. godine postane članica Evropske unije.
LL@(21778) Consequently, the priorities and the rules to be defined for structural funds will apply to Serbia too. => S tim u vezi, prioriteti i pravila korišćenja sredstava koja se sada definišu, važiće i za Srbiju.
LL@(21779) Practically, the priorities and the rules defined for structural funds will be reflected in the IPA resources as well. => Praktično, prioriteti i pravila koja budu definisana za strukturne fondove u novom finansijskom ciklusu odraziće se i na IPA sredstva.
LL@(21780) At the moment, the efforts of the Republic of Serbia have to be oriented towards establishing the structures for employing the IPA resources and the preparation of projects to ensure an easier use of the IPA resources and later the structural funds and the Cohesion fund. => 
LL@(21781) REFERENCES Š1Ë European Union regional polisy http://ec.europa.eu/regional_policy/thefunds/cohesion/index_en.cfm, polednji pristup, jun 2011. => 
LL@(21782) Š2Ë Mirić O., Regionalna politika evropske unije kao motor ekonomskog razvoja, Evropski pokret, Beograd 2009. => Pored toga, tokom ovih pregovora odrediće se i buduća alokacija IPA sredstava.
LL@(21783) Š3Ë Council Regulation (EC) No 1059/2003 of 26 May 2003 on the establishment of a common classification of territorial units for statistics (NUTS). => U ovom trenutku napori R. Srbije moraju biti usmereni na uspostavljanje struktura za korišćenje IPA sredstava i pripremu projekata koji će omogućiti lakše korišćenje IPA sredstava i kasnije strukturnih fondova i Kohezionog fonda. identifikovala kao glavne LITERATURA Š1Ë European Union regional polisy http://ec.europa.eu/regional_policy/thefunds/cohesion/index_en.cfm, polednji pristup, jun 2011. Š2Ë Mirić O., Regionalna politika evropske unije kao motor ekonomskog razvoja, Evropski pokret, Beograd 2009. Š3Ë Council Regulation (EC) No 1059/2003 of 26 May 2003 on the establishment of a common classification of territorial units for statistics (NUTS).
LL@(21784) Š4Ë Kirkpatrick, C.,Weiss, J., Cost Benefit Analysis and Project Appraisal in Developing Countries, Elgar, Cheltennan, 1996. ~~~ Š5Ë Council Regulation (EC) No 1083/2006 of 11 July 2006 laying down general provisions on the European Regional Development Fund, the European Social Fund and the Cohesion Fund and repealing Regulation (EC) No1260/1999. ~~~ Š6Ë European Commission, Financial and economic analysis of development projects, Office for Official Publications of the European Communities, Luxembourg, 1997. ~~~ Š7Ë Benković, S., Potentials of project financing proj ects, Management, 49-50, Faculty of Organizational Sciences, Belgrade, 2008. ~~~ Š8Ë Pohl, G., Mihaljek, D., Uncertainty and the dis crepancy between rate of return estimates at project appraisal and project completion, World Bank, Washington D.C.,1991. ~~~ Š9Ë Council Regulation (EC) No 1084/2006 of 11 July 2006 establishing a Cohesion Fund and repealing Regulation (EC) No 1164/94 Š10Ë Kohli, K.N., Economic analysis of investment projects: A practical approach, University Press for the Asian Development Bank, Oxford, 1993. ~~~ Š11Ë Florio, M., The economic rate of return of infra structures and regional policy in the European Union, in Annals of Public and Cooperative Economics, 1997. => Š4Ë Kirkpatrick, C.,Weiss, J., Cost Benefit Analysis and Project Appraisal in Developing Countries, Elgar, Cheltennan, 1996. Š5Ë Council Regulation (EC) No 1083/2006 of 11 July 2006 laying down general provisions on the European Regional Development Fund, the European Social Fund and the Cohesion Fund and repealing Regulation (EC) No1260/1999. Š6Ë European Commission, Financial and economic analysis of development projects, Office for Official Publications of the European Communities, Luxembourg, 1997. Š7Ë Benković, S., Potencijali projektnog finansiranja projekata, Management 49-50, Fakultet organizacionih nauka, Beograd, decembar 2008. Š8Ë Pohl, G., Mihaljek, D., Uncertainty and the dis crepancy between rate of return estimates at project appraisal and project completion, World Bank, Washington D.C.,1991. Š9Ë Council Regulation (EC) No 1084/2006 of 11 July 2006 establishing a Cohesion Fund and repealing Regulation (EC) No 1164/94 Š10Ë Kohli, K.N., Economic analysis of investment projects:
LL@(21785) Š12Ë European Commission, Guide to COST-BENEFIT ANALYSIS of investment projects, Brussels, 2008. ~~~ Š13Ë European Commission, The Growth and Jobs Strategy and the Reform of European cohesion policy - Fourth progress report on cohesion COM page 281 final, Brussels, 2006. => A practical approach, University Press for the Asian Development Bank, Oxford, 1993. Š11Ë Florio, M., The economic rate of return of infra structures and regional policy in the European Union, in Annals of Public and Cooperative Economics, 1997. Š12Ë European Commission, Guide to COST-BENE FIT ANALYSIS of investment projects, Brussels, 2008. Š13Ë European Commission, The Growth and Jobs Strategy and the Reform of European cohesion policy - Fourth progress report on cohesion COM page 281 final, Brussels, 2006. Š14Ë European Commission, Fifth progress report on economic and social cohesion:
LL@(21786) Š14Ë European Commission, Fifth progress report on economic and social cohesion: Growing regions, growing Europe, COM page 371, Brussels, 2008. => Growing regions, growing Europe, COM page 371, Brussels, 2008. ~~~ Primena i ograničenja racio analize finansijskih izveštaja u poslovnom odlučivanju UDK:
LL@(21787) Implementation and Restraints of Ratio Analysis of Financial Reports in Financial Decision Making UDC: 657.14/.17(047.32) ; 005.52:005.33 Snežana Knežević¹, Slađana Barjaktarović Rakočević², Draginja \urić³ ¹Faculty of Organizational Sciences in Belgrade ² Faculty of Organizational Sciences in Belgrade ³Banca Intesa knezevic.snezana¿fon.bg.ac.rs Financial ratios are used to compare the financial performance of companies during the period and comparisons between companies, focusing on similarities, differences and trends. => 657.14/. ~~~ ; 005.52:005.33 Snežana Knežević¹, Slađana Barjaktarović Rakočević², Draginja \urić³ ¹Fakultet organizacionih nauka u Beogradu ²Fakultet organizacionih nauka u Beogradu ³Banca Intesa knezevic.snezana¿fon.bg.ac.rs Finansijska racija se koriste za poređenje finansijskih performansi kompanija tokom perioda i poređenje između kompanija , sa fokusom na sličnosti, razlike i trendove.
LL@(21788) They are used by managers, financial analysts, appraisers, regulators, investors, creditors and others. => Koriste je menadžeri, finansijski analitičari, procenitelji, regulatorna tela, investitori, poverioci i drugi.
LL@(21789) As a managerial technique, the ratio analysis has a very wide application, but also certain restraints, hence the results obtained should be interpreted carefully, in order that they should serve as a basis for evaluating financial performance and decision making. => Racio analiza kao menadžerska tehnika ima veoma široku primenu, ali i ograničenja, zbog kojih treba pažljivo tumačiti dobijene reuzultate, koji bi trebalo da posluže kao osnov za ocenjivanje finansijskih performansi i odlučivanje. 1.
LL@(21790) 1. ~~~ Introduction A permanent challenge facing managers, consultants and financial analysts is how to harmonize the functional activity and discipline and at the same time, provide support to corporate strategy. => Uvod Trajni izazov sa kojim se suočavaju menadžeri, konsultanti i finansijski analitičari je kako da se uskladi funkcionalna aktivnost i disciplina jedna sa drugom i istovremeno daˆ podrška korporativnoj strategiji.
LL@(21791) Significant evolutionary changes towards creating a more modern company, in line with the changes caused by the market globalization, internationalization of business, the development of information technologies and especially a competitive economic environment characterise the present period. => Danas su prisutne značajne evolutivne promene koje idu u pravcu stvaranja savremenije kompanije usklađene sa promenama koje izaziva globalizacija tržišta, internacionalizacija biznisa, razvoj informacionih tehnologija i posebno konkurentan privredni ambijent.
LL@(21792) Continual interactions with the events both within and without the company are the major reason that an anlysis of the quality of financial reporting is necessary. => Neprekidne interakcije sa zbivanjima kako spolja tako i unutar kompanije, razlog su neophodnosti analize kvaliteta finansijskog izveštavanja.
LL@(21793) The management of the business entity is legally responsible for a valid and objective reporting of the financial position, the business results and the changes in the financial position of the business entity that is being reported about. ~~~ 2. => Menadžment poslovnog entiteta je osnovni nosilac zakonske odgovornosti za istinito i objektivno prikazivanje finansijske pozicije, rezultata poslovanja i promena u finansijskoj poziciji poslovnog subjekta o kome se izveštava. 2.
LL@(21794) Management accounting and decision making The accounting system is a vital component of the companys information system. => Upravljačko računovodstvo i odlučivanje Računovodstveni sistem je ključni deo informacionog sistema kompanije.
LL@(21795) The major goal of accounting is to provide information useful in decision making. => Osnovni cilj računovodstva predstavlja obezbeđivanje informacija korisnih za donošenje odluka.
LL@(21796) Hence accountants are expected to identify the requirements of the users of financial information, on one hand, and the types of decisions, on the other Š1ËŠ2Ë. Financial reports are actually designed for general use, that is, they are not specific of one target group of users. => U tom smislu od upravljačkih računovođa se očekuje da identifikuju zahteve korisnika finansijskih informacija sa jedne strane i tipove odluka sa druge strane Š1ËŠ2Ë. ~~~ Finansijski izveštaji su naime, dizajnirani za opšte potrebe odnosno nisu specificirani za jednu ciljnu grupu korisnika.
LL@(21797) The decision-making process generally consists of the following steps: 1. => Proces odlučivanja uopšteno čine sledeći koraci: ~~~ 1.
LL@(21798) Identifying different alternatives for given types of decisions; 2. => Identifikovanje različitih alternativa za date tipove odluka; 2.
LL@(21799) Integrating necessary data for different alterna tives; 3. => Objedinjavanje neophodnih podataka za različite alternative; 3.
LL@(21800) Analysis and anticipation of the consequences of each alternative, 4. => Analiza i određivanje posledica svake alterantive; 4.
LL@(21801) Selection of the alternative that points to and helps achieve the desired goals; 5. => Izbor alternative koja pokazuje i dovodi do ost varenja željenih ciljeva; 5.
LL@(21802) Implementation of selected alternatives; 6. ~~~ Evaluation of the results of the business decisions against standards or other desired results in regular intevals. => Implementacija odabranih alternativa; 6. U određeno vreme evuluacija rezultata poslovnih odluka u odnosu na standardne ili druge željene rezultate.
LL@(21803) The tools of managerial decision making are the following: 1. => Instrumenti menadžerskog odlučivanja jesu: ~~~ 1.
LL@(21804) Alternative business decision making; 2. => Alternativno poslovno odlučivanje; 2.
LL@(21805) Flexible budgeting and variant analysis; 3. => Fleksibilno budžetiranje i analiza varijanse; 3.
LL@(21806) Capital budgeting; 4. => Budžetiranje kapitala; 4.
LL@(21807) Incremental analysis; 5. => Inkrementalna analiza; 5.
LL@(21808) Analysis of relations among costs, scope and prof its; 6. => Analiza odnosa između troškova, obima i profita; 6.
LL@(21809) Analysis of returns on investments, quantitative analysis; 7. => Analiza prinosa na investicije, kvantitativna analiza; 7.
LL@(21810) Analysis of cost flows; 8. => Analiza ponašanja (kretanja) troškova; 8.
LL@(21811) Safety of shares statistical testing, etc. ~~~ Financial analysis incorporates the following segments: 1. => Sigurnost akcija - statističko testiranje i dr. Finansijska analiza inkorporira sledeće segmente : ~~~ 1.
LL@(21812) Basic financial reports; 2. => Osnovne finansijske izveštaje; 2.
LL@(21813) Strategic and tactical decisions; 3. => Strategijske i taktičke odluke; 3.
LL@(21814) Management accounting techniques; 4. => Tehnike upravljačkog računovodstva; 4.
LL@(21815) Information required in decision making. => Informacije za odlučivanje. 3.
LL@(21816) 3. ~~~ Financial reporting Financial reports present the picture of the financial standing and the financial results achieved by an economic entity. => Finansijsko izveštavanje Finansijski izveštaji predstavljaju sliku finansijskog stanja i ostvarenih finansijskih rezultata jednog ekonomskog entiteta.
LL@(21817) In this country, the annual settlement for small and large companies includes: balance sheet; income statement; cash flow report; report on capital turns; notes accompanying financial reports; statistical annex Š12Ë. => U našoj zemlji, godišnji obračun za srednja i velika preduzeća uključuje: - bilans stanja; - bilans uspeha; - izveštaj o tokovima gotovine; - izveštaj o promenama na kapitalu; - napomene uz finansijske izveštaje; - statistički aneks Š12Ë.
LL@(21818) A general structure of the report for the needs of financial analysis is presented as follows: 1. => Uobičajena struktura izveštaja za potrebe finansijske analize predstavljena je na sledeći način:
LL@(21819) Revenues from sales; 2. => 1. ~~~ Prihodi od prodaje 2.
LL@(21820) Correction (change) in the value of stocks; 3. => Korekcija (promena) vrednosti zaliha 3.
LL@(21821) Other incomes; 4. => Ostali prihodi 4.
LL@(21822) Expenditure of direct materials and goods; 5. => Rashodi direktnog materijala i robe 5.
LL@(21823) Gross margin/Profits I 1±2+ 4; 6. => Bruto margina (Gross margin/Dobit I) 1±2+3-4 6.
LL@(21824) Other business expenditures; 7. => Drugi poslovni rashodi 7.
LL@(21825) Earnings before interest, taxes, depreciation and amortization (EBITDA *Profits II) 56 8. => Dobit pre kamate, poreza, depresijacije i amortizacije (EBITDA-Earnings before interest, taxes, depreciation, and amortization *Dobit II) 5 6 8.
LL@(21826) Depreciation and amortization; 9. => Depresijacija i Amortizacija 9.
LL@(21827) Earnings before interest and taxes (EBIT *Profits III) 78 10. => Dobit pre kamate i poreza (EBIT-Earnings be fore interest and taxes *Dobit III) 7 8 10.
LL@(21828) Financial revenues 11. => Finansijski prihodi 11.
LL@(21829) Financial expenditures 12. => Finansijski rashodi 12.
LL@(21830) Non-operating/special revenues 13. => Neposlovni/vanredni prihodi 13.
LL@(21831) Non-operating/special expenses 14. => Neposlovni/vanredni rashodi 14.
LL@(21832) Non-operating and other results 9 + 10 11 + 12 13 15. => Neposlovni i ostali rezultati 9 + 10 11 + 12 13 15.
LL@(21833) Earnings before tax (EBT) 13 14 16. => Dobitak pre oporezivanja (EBT-Earnings before tax) 13 14 16.
LL@(21834) Allignments of accounting profits against nation al tax regulations 15±16 17. => Usklađivanja računovodstvene dobiti prema na cionalnoj poreskoj regulativi 15 ±16 17.
LL@(21835) Taxes (10%) 10% of the amount of position 16 18. => Porez (10%) - 10% od iznosa pozicije 16 18.
LL@(21836) Earnings after tax (EAT) 16 17 Earnings before tax are viewed as accounting profits from which income tax is paid, however, it is necessary that they be corrected in accordance with the Law on income taxes, after which they become a valid basis for income tax calculation. => Dobitak nakon oporezivanja (EAT- Earnings af ter tax) 16 17 Dobitak pre oporezivanja se smatra računovodstvenim dobitkom iz koga se plaća porez na dobit, ali je neophodno da se on koriguje prema odredbama Zakona o porezu na dobit, nakon čega postaje validna osnova za obračun poreza na dobit.
LL@(21837) To establish a taxable income, expenses are acknowledged in the amounts defined in the income statement, in accordance with the MRS and the regulations in the area of accounting, with the exception of expenses for which the law provides another method of regulation Š5Ë. Dividends or earnings are paid out of the net profits, while one portion is retained in the company as retained earnings. => Za utvrđivanje oporezive dobiti priznaju se rashodi u iznosima utvrđenim bilansom uspeha, u skladu sa MRS i propisima kojima se uređuje računovodstvo, osim rashoda za koje je ovim zakonom propisan drugi način utvrđivanja Š5Ë. ~~~ Iz neto dobiti isplaćuju se dividende ili dobici, dok se deo zadržava u komapniji kao neraspoređena dobit.
LL@(21838) The report on the overall results for applying the total expence method is to disclose the following positions: Earnings and expences from current activities; Earnings and expenses affecting capital directly up on creation; Overall results over the given period; Profits pertaining to majority owners; Profits pertaining to minority owners; Earnings per share; Other important information. => U izveštaju o ukupnom rezultatu perioda primenom metode ukupnih troškova trebalo bi iskazati sledeće pozicije: ~~~ Prihode i rashode iz tekuće aktivnosti; Prihode i rashode koji tangiraju kapital neposredno po osnovi nastanka; Ukupan rezultat datog perioda; Dobit koja pripada većinskim vlasnicima; Dobit koja pripada manjinskim vlasnicima; Zaradu po akciji; Druge važne informacije.
LL@(21839) The manager has to pay attention to cash flow as much as to profits. => Menadžer mora da obraća pažnju na protok novca naj manje isto toliko, kao i na dobitak.
LL@(21840) Namely, profits are not equal to cash flow, that is, the facts that the company earns profits does not ensure that the cash flow within it will be enough to maintain solvency. => Naime, dobitak nije jednak protoku novca, odnosno činjenica da kompanija posluje sa dobitkom, ne obezbeđuje da će protok novca u njoj biti dovoljan da se održi solventnost.
LL@(21841) The report on cash flows is a financial report that shows where the cash comes from (cash inflows) and how it is employed (cash outflows) for a given period, as well as what the cash balance turn was during the period the net cash flow. => Izveštaj o gotovinskim tokovima je finansijski izveštaj koji pokazuje odakle gotovina dolazi (gotovinski prilivi) i za šta se upotrebljava (gotovinski odlivi) za određeni računovodstveni period, kao i to, kakva je bila promena bilansa gotovine u toku tog perioda kakvo je kretanje neto novčanog toka.
LL@(21842) It is the major source of information used in operational decision making concerning cash flow management, financial solvency control, as well as in interpreting the discrepancies between the financial results and the changes in cash amounts. => Predstavlja osnovni izvor informacija koji se upotrebljava za donošenje operativnih odluka u vezi sa upravljanjem gotovinskim tokovima, za kontrolu finansijske solventnosti kompanije, kao i za interpretaciju razlika između finansijskih rezultata i promena u iznosima gotovine.
LL@(21843) The analysis of financial reports is primarily focused upon the data presented in external reports, including additional ones. => Analiza finansijskih izveštaja fokusirana je primarno na podatke date u eksternim izveštajima uključujući i dodatne.
LL@(21844)  => Informacije koje daje menadžement kompanije.
LL@(21845) The task of the analysis is to identify the major turns or key points in trends, amounts and relations between financial reports which are predominantly a sum of detailed financial information. => Analiza treba da identifikuje glavne promene ili ključne tačke u trendovima, iznosima i vezama između finansijskih izveštaja koji su uglavnom zbir detaljnih finansijskih informacija.
LL@(21846) The analysis of financial reports is an evaluation method determined by the companys past, current and projected performance. => Analiza finansijskih izveštaja je metod evaluacije određen prošlim, tekućim i projektovanim performansama kompanije.
LL@(21847) The company management decides: Which accounting methods will be implemented; Which information will be presented in the notes following financial reports; Which accounting assessments will be conducted; Which events or transactions will be acknowl edged; Other important information. => Menadžment kompanije određuje: koje će metode računovodstva primenjivati; koje će informacije prikazati u napomenama uz finansijske izveštaje; koje će računovodstvene procene izvršiti; koji će događaji ili transakcije biti priznati; druge bitne informacije.
LL@(21848) The quantity and quality of notes are part of managerial decisions of the company concerning: The events they chose to present as important; The number of notes that will be presented in a balance position as regards the MRS/MSFI requirements, i.e., to which extent the report will go in view of details; Conditioned liabilities (contracted or future liabili ties); Financial forecasts Management Discussion and Analysis. => Količina i kvalitet napomena deo su menadžerskih odluka kompanije u smislu: koje događaje je odabrao da prikaže kao značajne; koliko će napomena prikazati o nekoj bilansnoj poziciji u odnosu na zahteve MRS/MSFI odnosno koliki će biti stepen detaljnosti napomena; uslovljene obaveze (čvrsto ugovorene ili buduće obaveze); finansijske prognoze - Management Disscussion and Analysis.
LL@(21849) The implementation of international standards of financial reporting improves the quality and comparability of financial reports; hence it promotes the consistency and reliability in financial reporting and makes it easier for the companies to raise capital at international market. => Implementacija međunarodnih standarda finansijskog izveštavanja povećavaju kvalitet i uporedivost finansijskih izveštaja; otuda promoviše konzistentnost i pouzdanost u finansijskom izveštavanju i olakšava kompanijama međunarodno prikupljanje kapitala.
LL@(21850) The IFRS (IAS) standards Š7ËŠ8Ë present a global model of financial reports standardization. ~~~ They serve to co ordinate different accounting aproaches, methods and notes in order to bring into accord the current accounting practice and the requirements of the global financial market, as well as specificalities in national legislatures, especially in the domain of tax systems harmonization, in the function ensuring the preconditions for the positive flow of economic development. => IFRS (IAS) standardi Š7ËŠ8Ë predstavljaju globalni model za stan dardizovanje finansijskih izveštaja, odnosno njima se usklađuju različiti računovodstveni pristupi, metode i napomene radi ujednačavanja aktuelne računovodstvene prakse i prema zahtevima globalnog finansijskog tržišta, kao i specifičnostima nacionalnih zakondavstava, posebno u domenu harmonizacije poreskih sistema, a u funkciji obezbeđenja preduslova za pozitivne tokove privrednog razvoja.
LL@(21851) The accounting policies are tools for business policy execution. => Računovodstvene politike predstavljaju jedan od instrumenata za realizaciju poslovne politike.
LL@(21852) The selected accounting policies affect the balance sheet positions and, accordingly, the quality of financial reports and they are harmonized with the International Financial Reporting Standards (IFRS). => Odabrane računovodstvene politike utiču na pozicije bilansa stanja i pozicije bilansa uspeha, te na kvalitet finansijskih izveštaja i usaglašene su sa zahtevima Međunarodnih standarda finansijskog izveštavanja (MSFI).
LL@(21853) It is necessary that, once adopted, the accounting policy be implemented consistently, and any deviations in the sense of change be tolerated in cases stipulated by law or by the body that administers the accounting standards, as well as in case the change would result in a more realictic presentation of positions. => Neophodno je jednom prihvaćenu računovodstvenu politiku dosledno primenjivati, a odstupanje u smislu promene toleriše se u slučajevima kada to zahteva zakonska regulativa ili telo koje donosi računovodstvene standarde, kao i u slučaju da bi promena dovela do realnijeg iskazivanja pozicija.
LL@(21854) The companies that provide a detailed accounting disclosure tend to be larger, have a higher growth potential and use more loaned than own capital to finance their business operations. => Kompanije koje obezbeđuju opširno računovodstveno obelodanjivaje teže da budu veće, imaju veći potencijal za rast i koriste više pozajmljenog nego sopstvenog kapitala za finansiranje njihovih poslovnih operacija.
LL@(21855) Detailed accounting disclosures can also reduce any uncertainty related to the accounting practices of the companies and financial decision making, and thus facilitate the expansion of companies and improve their growth potential. => Opširna računovodstvena objavljivanja mogu takođe da umanje svaku neizvestnost vezanu za računovodstvene prakse kompanija i donošenje finansijkih odluka, te olakšaju širenje kompanija i povećanje potencijala rasta.
LL@(21856) The function of accounting disclosure is to reduce the overall risk of the companies and consequently make it easier for them to raise the required capital in exchange markets which trade in shares and debt securities. ~~~ 4. => Obezbeđivanje računovodstvenog obelodanjivanja teži da smanji ukupni nivo rizika kompanija i time obezbedi kompanijama da na lakši način prikupe neophodni kapital na berzima na kojima se trguje akcijama i dužničkim hartijama od vrednosti. 4.
LL@(21857) Financial ratio analysis as management technique The analysis of financial information or the financial analysis means an analytical interpretation of available information contained primarily in the company bal ance sheet and income statement, as well as in specially created reports on financial flows. => Primena finansijske racio analize kao menadžerske tehnike interpretacija raspoloživih Analiza finansijskih informacija ili finansijska analiza je analitička informacija sadržanih prvenstveno u bilansu stanja i bilansu uspeha kompanija, kao i specijalno sastavljenim izveštajima o finansijskim tokovima.
LL@(21858) This information allows for an insight into the current financial position of the company. => Na osnovu ovih informacija stiče se uvid u postojeću finansijsku poziciju kompanije.
LL@(21859) The insight into the financial position of the company is in turn the basis for making a host of different decisions, e.g., the decision on granting a loan to the company whose financial standing is analysed and assessed, aproval of issuing of securities of the companies, a possible need of the company to extend its business activities and engagement of additional funds from available sources, etc. => Uvid u finansijsku poziciju kompaniju predstavlja osnovu za donošenje niza različitih odluka, kao što su npr. odluka o dodeli kredita kompaniji koja za koju se finasijska situacija analizira i ocenjuje, odobravanje emisije hartija od vrednosti kompanija, eventualnoj potrebi proširenja poslovne aktivnosti kompanije i anagažovanja dodatnih sredstava iz dostupnih izvora i sl.
LL@(21860) The ratio analysis is based on the study of various relations between logically related balance sheet items, including other information Š9Ë. => Racio analiza se zasniva na izučavanju različitih odnosa između logički povezanih bilansnih stavki uključujući i druge značajne informacije Š9Ë.
LL@(21861) The title ratio is an English word and means relation, therefore the ratio figures in the financial analysis show a relationship between two functionally related balance sheet positions. => Naziv racio potiče od engleske reči ratio koji u prevodu znači odnos tako da racio brojevi u finansijskoj analizi predstavljaju odnos između dve funkcionalno povezane bilansne pozicije.
LL@(21862) The basic purpose of ratio figures is to ensure the assessment of the company financial standing, as well as the trend towards the change in the financial standing of the company. => Osnovna svrha racio brojeva je da omoguće ocenu finansijskog stanja kompanije, kao i trend promene finansijskog stanja kompanije.
LL@(21863) The ratio analysis is based on the DuPont model (Du Pont Model, devised by F. Donaldson Brown) Illustration no.1. => Racio analiza zasnovana je na DuPont modelu (DuPont Model autora F. Donaldson Brown) Ilustracija br.1.
LL@(21864) This model is actually the most frequently used model to illustrate the relations between profitability factors and ovaerall investments. => Najčešće korišćena ilustracija o relacijama između činilaca rentabiliteta i ukupnih ulaganja, jeste, upravo ovaj model.
LL@(21865) The required financial information may be presented in a number of forms, however, it includes the usual comparisons such as: comparisons of the same item for the company over a period of several years, comparison of the most important relationships within the same year, or comparisons of several companies that do business in the same industry (those that are comparable). => Zahtevana finansijska informacija može da ima više formi ali uključuje uobičajena poređenja kao što su: poređenja iste stavke za kompaniju tokom niza godina, poređenje najznačajnijih odnosa u okviru iste godine ili poređenja poslovanja nekoliko kompanija koje posluju u istoj industrijskoj grani (koje su uporedive).
LL@(21866) The review of the ratio is presented in the following illustration: Factor Account Property turnover Profitability Interest rate burden Leverage Efficiency in taxing Name of ratio Solvency/Liquidity Net working capital Current solvency ratio Quick solvency ratio Cash ratio Cash burden rate Earnings/average property Earnings before interest and taxes/earnings Earnings before interest and taxes Expenses from interest/short -term liabilities Average income/average capital Tax expenses (Earnings before taxes Expenses from interest) Definition Current assets Short-term liabilities Current assets/Short -term liabilities Cash+Marketable securities+receivables/Short -term liabilities Cash/Short-term liabilities Current assets/Average daily operations expenses Factor Account Solvency Indebtedness ratio Debt-capital relation ratio Earnings on interest ratio (number of times) Cash coverage ratio Free cash flow Profitability Gross profit margins Profit margins Returns on total assets Returns on capital Aggregate liabilities/Aggregate assets Aggregate liabilities/Equity capital Earnings before interest and taxes/Expenses from interest Earnings before interest, taxes and amortization (depreciation)/Interests Cash dividends Gross profits/Net income Net profits/N et earnings Net profits/Average total assets Earnings available to owners of common stocks/Average equity capital* *(Equity capital at the beginning of reporting period+Equity capital at the end of the reporting period)/2 Market value Earnings per share Cost and earning ratio Market added value Divident returns on shares Dividend payment ratio Turnover of property Liability turnover Average period Stocks turnover Average age of stocks Total assets turnover Business risk Operational earnings variant coefficient Sales volatility coefficient Operational leverage level (Net profit Preferential dividends)/ Declared common shares ** **Weighted average number of common shares Market price per share/Earnings per share Market price of firms shares Own capital distributed by shareholders Dividends per share/Market price per share Dividends on common shares/Net profit Preferential dividends Net sales on credit/Average receivables from customers* *(Receivables at the beginning of reporting period+Receivables at the end of reporting period)/2 365 days/Receivables turnover Net sales/Average stocks** **Stocks at the beginning of reporting period+ Stocks at the end of reporting period/2 365 days/Stocks turnover Net earnings/Average total assets*** ***(Total assets at the beginning of reporting period+Total assets at the end of reporting period)/2 Standard deviation of earnings before interest and taxes/average earnings before interest and taxes Standard deviation of sales/Average sales Percentage of chan ge in earnings before interest and taxes/Percentage of sales The analysis of financial reports allows for reading financial reports to a large group of users. => Faktor Obrt imovine Profitabilnost Opterećenje kamatom Leverage Efikasnost oporezivanja Naziv racija Likvidnost Neto radni kapital Racio tekuće likvidnosti Brzi racio likvidnosti Pregled racija dat je u sledećoj ilustraciji: ~~~ Obračun Prihodi/Prosečna imovina Dobit pre kamate i poreza/Prihodi Dobit pre kamate i poreza - Rashodi od kamate)/Dobit pre kamate i poreza Prosečna imovina/Prosečan kapital Poreski rashodi/(Dobit pre kamate i poreza - Rashodi od kamata) Definicija Obrtna imovina - Kratkoročne obaveze Obrtna imovina/Kratkoročne obaveze Gotovina + Utržive hartije od vrednosti + Potraživanja/Kratkoročne obaveze Faktor Obračun Gotovinski racio Stopa opterećenosti gotovine Gotovina/Kratkoročne obaveze Obrtna imovina/Prosečni dnevni operativni rashodi Solventnost Racio zaduženosti Racio odnosa duga i kapitala Racio zarade kamate (u broju puta) Racio gotovinskog pokrića Slobodan novčani tok Profitabilnost Bruto profitna marža Profitna marža Povrat na ukupnu imovinu Povrat na kapital Tržišna vrednost Zarada po akciji Odnos cene i zarade Tržišno dodata vrednost Dividendni prinos na akcije Racio isplate dividendi dividende Obrt imovine Obrt potraživanja kraju perioda)/2 Prosečan period Obrt zaliha izveštajnog perioda/2 Prosečna starost zaliha Obrt ukupnih sredstava Poslovni rizik Koeficijet varijacije operativnog dobitka Koeficijent volatinosti prodaje Stepen operativnog Leverage a Ukupne obaveze/Ukupna sredstva Ukupne obaveze/Akcijski kapital Dobitak pre kamate i poreza/Rashodi od kamate Dobitak pre kamate , poreza i amortizacije (deprecijacije)/Kamate Gotovina iz poslovanja - Gotovina upotrebljena za plaćanje fiksne imovine - - Gotovinske dividende Bruto profit/Neto prihodi Neto dobitak/Neto prihodi Neto dobitak/Prosečna ukupna imovina Zarada raspoloživa vlasnicima običnih akcija/Prosečan akcijski kapital* *(Akcijski kapital na početku izveštajnog perioda + + Akcijski kapital na kraju izveštajnog perioda)/2 (Neto dobitak - Preferencijalne dividende)/Proglašene obične akcije** **Ponderisani prosečni broj običnih akcija Tržišna cena po akciji/Zarada po akciji Tržišna vrednost firminih akcija - Sopstveni kapital distribuiran od akcionara Dividende po akciji/Tržišna cena po akciji Dividende za obične akcije/Neto dobitak - Preferencijalne Neto prodaja na kredit/Prosečna potraživanja od kupaca* *(Potraživanja na početku izveštajnog perioda + Potraživanja na 365 dana/Obrt potraživanja Neto prodaja /Prosečne zalihe** **Zalihe na početku izveštajnog perioda + zalihe na kraju 365 dana/Obrt zaliha Neto prihodi/Prosečna ukupna sredstva*** ***(Ukupna sredstva na početku izveštajnog perioda + + Ukupna sredstva na kraju izveštajnog perioda)/2 Standardna devijacija dobitka pre kamate i poreza/Prosek dobitka pre kamate i poreza Standardna devijacija prodaje/Prosek prodaje Procenat promene dobitka pre kamate i poreza/ Procenat prodaje Analiza finansijskih izveštaja omogućava čitanje finansijskih izveštaja širokoj grupi korisnika.
LL@(21867) Financial reports are of primary importance for managerial assessment of the company results. => Finansijski izveštaji imaju primaran značaj za menadžersku ocenu rezultata kompanije.
LL@(21868) Forecasting the sustainable growth of the company; forecasting the future values and growth of earnings; Turnover forecasting. => Racio analiza pomaže u: ~~~ Evaluaciji performansi; Analizi sredine; Prikazivanju veze između aktivnosti i performansi; Poredjenju (Benchmnarking) sa prethodnim peri odom kompanije; Poredjenju (Benchmarking) sa industrijom (pros ekom, liderom u grani); U primenu Altman Z-score testa kojim se testira moguće bankrotstvo kompanije; Predviđanje održivog stepena rasta kompanije; Predviđanje budućih vrednosti i rasta zarade; Predviđanje obrta.
LL@(21869) The Ratio analysis is useful in: Evaluation of performance; Environment analysis; Disclosure of the relation between activities and performance; Benchmarking with the companys previous period Benchmarking with the industry (average, leader in the branch) Implementation of Altman Z-score test to test a likelihood of the company bankruptcy; Often implemented in the procedure of financial analysis are the ratio figures with the model known as Altman Z-score test, developed in 1968 by Edward Altman for bancruptcy predictability. => U postupku finansijske analize često se primenjuju racio brojevi kod modela koji je poznat pod nazivom Altman-ov Z-score test, koji je 1968.godine razvio Edward Altman za procenu mogućnosti pojave bankrotstva.
LL@(21870) The obtained results of this test are compared to the already set standards and assess the condition the company is at the moment. => Dobijeni rezultat ovog testa poredi se sa unapred postavljenim standardom koji ocenjuje stanje u kojem se preduzeće nalazi.
LL@(21871) The Altman Z-score test, however, has certain weaknesses in that it cannot abstract accounting errors, and also in that it neglects the cash flow indicators, since the fact that profitiability flows and cash flows do not always coincide should not be neglected. => Altman-ov Z-score test ima i određene nedostatke u tom smislu što nije u mogućnosti da apstrahuje računovodstvene greške, a potom i što zanemaruje pokazatelje iz novcanog toka, jer ne treba zanemariti činjenicu da se tokovi rentabiliteta i tokovi novca često ne podudaraju.
LL@(21872) This test should be implemented as a supplement to the financial analysis and interpreted with ultimate caution. => Ovaj test bi trebalo koristiti kao dopunu finansijske analize i veoma ga oprezno treba tumačiti.
LL@(21873) Another model that can be used in success or failure assessment is the Arghentie model of failure forcast. => Za procenu uspešnosti ili neuspešnosti može se koristiti još i Argentijev model prognoziranja neuspeha.
LL@(21874) In Croatia, a BEX index is used as the business success indicator Š13Ë. 5. => U Hrvatskoj se koristi BEX indeks kao pokazatelj poslovne uspešnosti.
LL@(21875) Quality of financial information and restraints in the ratio analysis implementation Financial reporting contributes to raising transparency of the capital market processes, of investors interests protection, and to raising the safety level in the decision-making process. ~~~ Š10Ë Š11Ë. => Š13Ë 5. ~~~ Kvalitet finansijskih informacija i ograničenja u primeni racio analize Finansijsko izveštavanje doprinosi podizanju transparentnosti procesa na tržištu kapitala, zaštiti interesa investitora i povećanju sigurnosti u procesu donošenja odluka Š10ËŠ11Ë.
LL@(21876) As such, it plays a highly important role in the processes of mitigating information assymetry and maintenance of the financial system stability. => Kao takvo, ono ima veoma važnu ulogu u procesima ublažavanja informacione asimetrije i održavanja stabilnosti finansijskog sistema.
LL@(21877) On the other hand, the complexity of business transactions, the need for the presence of accounting options, an unethical conduct of of the participants in the reporting process etc., result in information in financial reporting often being far from economic reality. => S druge strane, kompleksnost poslovnih transakcija, neophodnost postojanja računovodstvenih opcija, neetičko ponašanje učesnika u procesu izveštavanja i sl. imaju za posledicu da, neretko, u praksi informacije u finansijskim izveštajima odstupaju od ekonomske realnosti.
LL@(21878) The possible consequences of such reporting for the company, investors, financial markets and the accounting profession require that these issues be paid utmost attention both at the institutional level, in terms of supplying a desired quality, and on the level of finding a means for as reliable analysis of the quality of individual financial reports as possible. => Moguće posledice takvog izveštavanja po kompaniju, investitore, finansijska tržišta i računovodstvenu profesiju nalažu veoma ozbiljno bavljenje ovim problemima i na institucionalnom nivou, u smislu obezbeđenja potrebnog kvaliteta, ali i na nivou pronalaženja načina za što pouzdaniju analizu kvaliteta pojedinačnih finansijskih izveštaja.
LL@(21879) The assessment of the quality of financial reports requires the ability to identify information risks and this entails a broad range of accounting knowledge, the knowledge of specific features of different industries, groups, branches and individual companies, identification of business situations suitable for creative reporting as well as high analytical capability that even exceedes the requirements of the standard traditional analysis of financial reports. ~~~ The credibility of reported facts is of great importance for both internal and external users of financial reports. => Za ocenu kvaliteta finansijskih izveštaja neophodno je prepoznavanje informacionih rizika a to podrazumeva širok spektar računovodstvenih znanja, poznavanje specifičnosti privrednih oblasti, grupacija, grana identifikovanje poslovnih situacija koje pogoduju kreativnom izveštavanju i posedovanje visokih analitičkih sposobnosti, koje nadilaze zahteve standardne tradicionalne analize finansijskih izveštaja. i pojedinačnih kompanija, Verodostojnost prikazanih podataka od velikog je značaja, kako za interne, tako i za eksterne korisnike finansijskih izveštaja.
LL@(21880) The implementation of international financial reporting standards improves the quality and comparability of financial reports; hence it promotes consistency and reliability in financial reporting and makes it easier for companies to raise capital on an international level. => Implementacija međunarodnih standarda finansijskog izveštavanja povećava kvalitet i uporedivost finansijskih izveštaja; otuda promoviše konzistentnost i pouzdanost u finansijskom izveštavanju i olakšava kompanijama međunarodno prikupljanje kapitala.
LL@(21881) An important factor in improving the credibility of accounting information in financial reports is auditing. => Jedan od važnih faktora za povećanje kredibiliteta računovodstvenih informacija u finansijskim izvestajima je obavljanje revizije.
LL@(21882) Auditing is a procedure of independent control of financial reports concerning one business entity profit oriented, to form an opinion on it. => Revizija predstavlja postupak nezavisnog ispitivanja finansijskih izveštaja koji se odnose na jedan poslovni subjekt dobitno orijentisan, kako bi se formiralo mišljenje o tome.
LL@(21883) Once there were the Big Five, i.e., five auditing firms, and among the most successful was the Arthur Andersen firm. => Nekada je postojala Velika petorka, odnosno pet revizorskih kuća, a među najuspešnijim bila je revizorska kuća Arthur Andersen.
LL@(21884) The firm was most highly reputed among the big five, nevertheless, its reputation was damaged by the well known affair concerning the world energy supply giant Enron whose accounting, i.e., auditing was entrusted to the Arthur Andersen firm. => Međutim, iako je ta kuća imala najbolju reputaciju u okviru velike petorke, njen ugled je skroz narušen aferom već poznatom u vezi sa svetskim energetskim gigantom kompanijom Enron za čije je računovodstvo odnosno reviziju bila zadužena revizorska kuća Arthur Andersen.
LL@(21885) While Enron was recording a fall in profits of 75% in 1997, the accounting reports drew a highly favourable picture of the company Š3ËŠ6Ë. => Dok je 1997. godine Enron beležio pad profita od 75%, računovodstveni izveštaji su izuzetno dobra finansijska slika te kompanije Š3ËŠ6Ë.
LL@(21886) The enormous losses Enron suffered were presented in illegible footnotes hardly anybody noticed. => Ogroman gubitak koje je Enron imao, prezentovani su u nečitkim fusnotama koje je retko ko uočavao.
LL@(21887) The fall of Enron resulted into the fall of the Arthur Andersen auditing firm too, because they lost the licence to practice auditing on permanent basis and had to pay enormous fines for having verified false accounts and covered up evidence. => Uz Enron je stradala revizorska kuća Arthur Andersen, jer je zbog verifikacije lažnih računa i prikrivanja dokaza trajno izgubila pravo da se bavi revizorskim poslovima u Americi i dobila ogromne novčane kazne.
LL@(21888) The affair with Enron simply damaged the reputation of corporate America and it logically resulted in a new law Sarabanes Oxley Act, as promptly as 2002. => Afera sa Enron-om, prosto je narušila reputaciju korporativne Amerike, te je logično iza toga usvojen novi zakon Sarbanes Oxley Act i to već 2002. godine.
LL@(21889) In the companies that are not subject to auditing, the quality of accounting information will depend on the management responsibility and the professional responsibility of the employees in the accounting department in charge of business bookkeeping and creating annual reports. => Za preduzeća koja nisu obveznici revizije kvalitet računovodstvenih informacija zavisiće od odgovornosti menadžmenta i profesionalne odgovornosti lica u račun ovodstvenoj službi koja je zadužena za vođenje psolovnih knjiga i formiranje godišnjeg obračuna. ~~~ Pored navedenih, ograničenja su još i sledeća:
LL@(21890) The restraints in the implementation of the financial ratio analysis: Industry of the company is often difficult to identi fy; Accounting practices differ from one company to another, which may distort the value of the ratio; Deviations in the ratios in certain cases are difficult to define; Industry ratios may not be the desired targets; Published processes of industries are only guide lines, i.e., they are approximative in character; Seasonal effects on ratios; Incompleteness of ratios. => Ograničenja u primeni finansijske racio analize: ~~~ Industrijska kategorija kompanije često se teško identifikuje; Računovodstvene prakse se razlikuju od kompanije do kompanije, što može iskriviti vrednost racija; U pojedinim slučajevima teško je definisati odstu panja u racijima; Industrijska racija možda ne budu željeni targeti; Publikovani proseci industrija su samo vodilje odnosno aproksimativnog su karaktera; Sezonski uticaji na racija; Nepotpunost racija; (cid:
LL@(21891) In addition to the above listed, restrains are the following: (cid:123) Numerous large corporations maintain manifold business relations, hence it is difficult to identify the industry group the firm belongs to. => Mnoge velike kompanije obavljaju višestruke poslovne veze, tako da je teško identifikovati industrijsku grupu kojoj firma pripada. ~~~ Poređenje racija sa racio vrednostima drugih korporacija može biti beznačajno; (cid:
LL@(21892) A comparison of the ratio with the ratio values of other corporations may prove negligible; (cid:123) Financial reports are characterised by the implementation of historical costs where the effects of inflation are neglected; (cid:123) Ratios are static and they do not take into consideration the future trends, hence the assessment of the financial standing on the balance day and of the success in a given year can be useful only for conclusions concerning that particular period. (cid:123) Managers can sometimes exaggerate in presenting their financial figures, etc. the aspect of performance measuring of the company management is very important, because it is their performance that conditions the price of their shares. => Finansijske izveštaje karakteriše primena istorijskih troškova pri čemu se zanemaruje uticaj inflacije; (cid: ~~~ Racija su statična i ne razmatraju buduće trendove, tako da se ocena o finansijskom položaju na dan bilansiranja i o uspešnosti u toj godini i koriste samo za zaključak za taj period; (cid:
LL@(21893) The ratios of the companies financial standing are widely used throughout the world, especially in the countries characterised by a developed market economy. => Menadžeri mogu da preuveličaju njihove finansi jske figure, i drugo.
LL@(21894) Conclusion The trust in financial reports includes, among other things, educated accountants, standardized bases, harmonized principles, transparent and reliable data in financial reporting. => Zaključak Poverenje u finansijske izveštaje podrazumeva, edukovane računovoñe, standardizovane osnove, harmoni-zovane principe, transparentne i poštene podatke finansijskog izveštavanja.
LL@(21895) The international standards of financial reporting allow for a higher safety of the investor in view of the capital flow on the global level. => Međunarodni standardi fina-nsijskog izveštavanja omogućavaju veću sigurnost investitorima u protok kapitala na globalnom nivou.
LL@(21896)  => Primena medjunarodnih računovodstvenih standarda sa aspekta merenja performansi menadžmenta kompanije veoma je važna, jer od njihovih performansi, zavisi i cena njihovih akcija.
LL@(21897) The implementation of international accounting standards from Specially important in an adequate assessment of financial and earning position of companies is the skill of financial analysts in interpreting the obtained figures results. => Racija finansijskog položaja kompanija imaju veoma široku upotrebu u svetu, a posebno u zemljama koje karakteristike razvijena tržišna ekonomija. ~~~ Za adekvatnu ocenu finansijskog i prinosnog položaja kompanija od posebne je važnosti umešnost interpretacije dobijenih brojki rezultata od strane finansijskih analitičara.
LL@(21898) They are required (expected) to be well acquainted with the industry-specific conditions, as well as with any important characteristics of the business of the observed company. => Od njih se zahteva (očekuje) da dobro poznaju uslove koji su specifični za određenu industrijsku granu, kao i sve značajne karakteristike poslovanja, posmatrane kompanije.
LL@(21899) Figures themselves do not tell much. => Brojevi sami po se-bi ne govore mnogo.
LL@(21900) The techniques of analysis are various due to various users, their different levels of knowledge, the variety of information necessary for decision making as well as due to the general nature of financial reports. ~~~ Financial reports are highly important for the managerial communication of results of the company to investors, creditors and analysts. => Postoje različite tehnike za analizu zbog različitih korisnika, njihovog različitog nivoa znanja, različitosti informacija koje su neophodne za poslovno odlu-čivanje i opšte prirode finansijskih izveštaja. izveštaji Finansijski imaju primaran značaj za menadžersko komuniciranje rezultata kompanije sa investitorima, kreditorima i analitičarima.
LL@(21901) The financial analysis allows for reports to be read by a large group of users for the purpose of assessment of the business of a certain company, as well as making various types of business decisions. => Finansijska analiza omogućava čitanje finansijskih izveštaja širokoj grupi korisnika u funkciji ocene poslovanja određene kompanije, kao i donošenja različitih tipova poslovnih odluka.
LL@(21902) REFERENCE Š1Ë Hopper, T., Northcott, D., Scapens, R.B.,1997. => LITERATURA Š1Ë Hopper, T., Northcott, D., Scapens, R.B.,1997.
LL@(21903) Issues in Management Accounting, Prentice Hall, London. => Issues in Management Accounting, Prentice Hall, London.
LL@(21904) Š2Ë Shim, K. J., Siegel, J., 2007. => Š2Ë Shim, K. J., Siegel, J., 2007.
LL@(21905) Financial al Management, Third Edition, McGraw Hill, London Š3Ë Ketz, J.E 2007. => Financial al Management, Third Edition, McGraw Hill, London Š3Ë Ketz, J.E 2007.
LL@(21906) Hidden Financial Risk: undestand ing off balance sheet Accounting, John Wiley & Sons, Inc., New Yersey. => Hidden Financial Risk: undestanding off balance sheet Accounting, John Wiley & Sons, Inc., New Yersey.
LL@(21907) Š4Ë Callahan, R. K., Stetz, S. G., Brooks, M.L., 2007: Project Management Accounting Budgeting, Tracking, and Reporting Costs and Profitabiliy, John Wiley & Sons, Inc., New Yersey. => Š4Ë Callahan, R. K., Stetz, S. G., Brooks, M.L., 2007: ~~~ Project Management Accounting Budgeting, Tracking, and Reporting Costs and Profitabiliy, John Wiley & Sons, Inc., New Yersey.
LL@(21908) Š5Ë Zakon o porezu na dobit (Sl. glasnik RS, br. 25/2001, 80/2002, 43/2003 i 84/2004) Š6Ë www. => Š5Ë Zakon o porezu na dobit (Sl. glasnik RS, br. 25/2001, 80/2002, 43/2003 i 84/2004) Š6Ë www.
LL@(21909) Big4.com Š7Ë http://www.sec.gov/news/studies/2009/sox 404_study.pdf Š8Ë http://www.fasb.org/home - Financial Accounting Standard Board Š9Ë http://www.readyratios.com/?gclid=CIzVs_X3 qwCFcnwzAodzFiBXg Š10Ë http://www.ucp.org/uploads/media_items/ucp-au dited-financial-statements-10.original.pdf Š11Ë http://finance.hartford.gov/Shared%20Docum ents/Hartford,%20City%20ofGASB%20Financials-6-30-102%20final.pdf Š12Ë http://www.apr.gov.rs/ Š13Ë http://portal.wlw.hr/Default.aspx?sid=357 Analysis of Existing Housing Fund and Current Housing Construction With Focus on Real Estate Market in Montenegro UDC: 332.812(497.16) ; 005.52:005.33 Jasmina ]etković1, Snežana Rutešić1, Miloš Knežević1 1Faculty of Economics in Podgorica jasmina¿ac.me Although in Montenegro the right to having a flat is not defined by the Constitution, Montenegro, as a signatory of certain international agreements and conventions, is committed to approach this issue in accordance with undertaken obligations, with appreciation of all specificities caused by the historical legacy in this area and relatively limited opportunities which are consequences of the social system size. => Big4.com Š7Ë http://www.sec.gov/news/studies/2009/sox 404_study.pdf Š8Ë http://www.fasb.org/home - Financial Accounting Standard Board Š9Ë http://www.readyratios.com/?gclid=CIzVs_X3 qwCFcnwzAodzFiBXg Š10Ë http://www.ucp.org/uploads/media_items/ucp-au dited-financial-statements-10.original.pdf Š11Ë http://finance.hartford.gov/Shared%20Docum ents/Hartford,%20City%20ofGASB%20Financials-6-30-102%20final.pdf Š12Ë http://www.apr.gov.rs/ Š13Ë http://portal.wlw.hr/Default.aspx?sid=357 Analiza postojećeg stambenog fonda i tekuće stambene izgradnje sa osvrtom na tržište nekretnina u Crnoj Gori UDK: ~~~ 332.812(497.16) ; 005.52:005.33 Jasmina ]etković1, Snežana Rutešić1, Miloš Knežević1 Ekonomski fakultet u Podgorici jasmina¿ac.me Iako u Crnoj Gori pravo na stan nije definisano Ustavom, Crna Gora se kao potpisnik određenih međunarodnih sporazuma i konvencija obavezala da ovome pitanju pristupi u skladu sa preuzetim obavezama, uz uvažavanje svih specifičnosti prouzrokovanih istorijskim naslijeđem u ovoj oblasti i relativno ograničenim mogućnostima koje su posledica veličine društvenog sistema.
LL@(21910) Housing policy is a complex problem, which imposes the need for a multidisciplinary approach to define priorities and measures to consolidate the instruments for achieving positive results in this area. => Stambena politika je kompleksan problem koji nameće potrebu multidisciplinarnog pristupa definisanju prioriteta i mjera u cilju objedinjavanja instrumenata za postizanje pozitivnih rezultata u ovoj oblasti.
LL@(21911) National housing strategy should define the vision and the directions of activities in Montenegro in this area. => Nacionalna stambena strategija treba da definiše viziju i pravce djelovanja Crne Gore u ovoj oblasti. 1.
LL@(21912) 1. ~~~ Introduction Housing construction in Montenegro can certainly count on certain internal resources, such as all kinds of favorable conditions for intensification and improvement of housing construction in the following period, which were used in previous period to a greater or lower extent. => Uvod Stambena izgradnja u Crnoj Gori svakako može da računa na određene interne potencijale, kao svojevrsne povoljne uslove za intenziviranje i unapređenje stambene gradnje u periodu koji slijedi, a koji su i u prethodnom periodu korišćeni u većoj ili manjoj mjeri.
LL@(21913) The significant housing construction potential includes: indisputable housing need, especially of young population and certain target groups; undisputed relevant spatial resources; development of partnership between public and private sector; existence of certain interest of strategic partners from the country and abroad for housing construction; the need to adjust to the European standards, especially in view of the energy efficiency of the buildings, the effect of construction production on employment and consumption of certain material goods. => U značajne potencijale stambene izgradnje u Crnoj Gori ubrajamo: nespornu potrebu za stanovima, naročito mlade populacije i određenih ciljnih grupa; nesporno značajne prostorne resurse; razvoj partnerstva između javnog i privatnog sektora; postojanje određene zainteresovanosti strateških partnera iz zemlje i inostranstva za stambenu izgradnju; potreba za usaglašavanjem sa evropskim standardima, posebno u dijelu energetske efikasnosti objekata; uticaj građevinske proizvodnje na zapošljavanje i potrošnju određenih materijalnih dobara.
LL@(21914) Among the main problems, limits and obstacles to housing construction in Montenegro, we recommend the following: deficiency of spatial planning documents; high costs of building land development; sensible deficiency of investment capital; long procedures and difficulties for resolving property issues; insufficient and low quality infrastructure; decrease of real estate market for living; low purchasing power of population; large number of unfinished flats and long period of construction. => Među osnovnim problemima, ograničenjima i preprekama stambene izgradnje u Crnoj Gori izdvajamo sljedeće: nedostatak prostorno-planskih dokumenata; visoki troškovi za uređenje građevinskog zemljišta; osjetni nedostatak kapitala za investicije; duge procedure i teškoće pri rješavanju imovinskopravnih pitanja; nedovoljna i nekvalitetna infrastruktura; pad tržišta nekretnina za stanovanje; slaba platežna moć stanovništva; veliki broj nezavršenih stanova i dugi period izgradnje.
LL@(21915) This document gives an overview of the existing housing fund in Montenegro and its basic characteristics based on the published results of the census of flats and households, which was published in 2003, considering the fact that data of the recently finished census, which was published in April 2011, are not available yet. => U radu je dat osvrt na postojeći stambeni fond u Crnoj Gori i njegove osnovne karakteristike na osnovu objavljenih rezultata popisa stanova i domaćinstava koji je obavljen 2003. godine, s obzirom da još uvijek nijesu dostupni podaci nedavno završenog popisa koji je obavljen u aprilu 2011. godine.
LL@(21916) Below is shown the current housing construction, as well as major participants in this process. => Zatim je prikazana tekuća stambena izgradnja, kao i glavni učesnici u tom procesu.
LL@(21917) In addition, movement of the real estate market in Montenegro is analyzed. => Takođe, analizirano je kretanje na tržištu nekretnina u Crnoj Gori.
LL@(21918) 2. => 2.
LL@(21919) Status of existing housing fund in Montenegro The housing fund in Montenegro contains flats for permanent living, but also other housing units such as flats used for vacation and leisure, for performers of part time jobs in agriculture during the season, for exclusively commercial activities, as well as other occupied premises. => Stanje postojećeg stambenog fonda u Crnoj Gori Stambeni fond Crne Gore obuhvata stanove za stalno stanovanje, ali i druge stambene jedinice, kao što su stanovi koji se koriste za odmor i rekreaciju, u vrijeme sezonskih radova u poljoprivredi, za obavljanje isključivo poslovnih djelatnosti, kao i druge nastanjene prostorije.
LL@(21920) According to the 2003 census, the housing fund of Montenegro is valued in amount of 253,135 of house units of which 55.3 % is in urban zone and 44.7% in other settlements. => Prema popisu iz 2003. godine, stambeni fond Crne Gore je iznosio 253.135 stambenih jedinica od čega se 55,3% nalazilo u gradskim, a 44,7% u ostalim naseljima.
LL@(21921) In ownership of private individuals were around 98% of flats for permanent living. => U vlasništvu fizičkih lica je bilo oko 98% stanova za stalno stanovanje.
LL@(21922) According to the preliminary results of the 2011census, the number of flats was increased to 316.083, i.e. for around 63.000 house units or for 25% compared to the 2003 census. => Prema preliminarnim rezultatima popisa iz 2011. godine, broj stanova je povećan na 316.083, odnosno za oko 63.000 stambenih jedinica ili za 25% u odnosu na popis iz 2003. godine.
LL@(21923) Based on same results, there are more than 505 flats per 1000 inhabitants (including vacation houses and other flats, which are not used for permanent living). => Prema istim rezultatima na 1000 stanovnika ima nešto više od 505 stanova (uključujući i vikendice i ostale stanove koji nijesu namijenjeni za stalno stanovanje).
LL@(21924) In comparison to the census from 2003, there is a slightly increasing of flat share in urban zones, 56,36%. => U odnosu na popis iz 2003. godine, neznatno je povećano učešće stanova u gradskim naseljima, 56.36%.
LL@(21925) According to data of 2003, Montenegro disposed with 206,153 flats for permanent living (total area of 13,606,734 m2). => Prema podacima iz 2003. godine, Crna Gora je raspolagala sa 206.153 stanova za stalno stanovanje (ukupne površine 13.606.734 m2).
LL@(21926) In the structure of flats for permanent living by census from 2003 the largest part were two bedroom and three bedroom flats (Table 1), and average number of rooms by flat is 2.65. => U strukturi stanova za stalno stanovanje prema popisu iz 2003. godine najveće je bilo učešće dvosobnih i trosobnih stanova (Tabela 1), a prosječan broj soba pao stanu je 2,65.
LL@(21927) According to same source, about 20% of flats are older than 50 years, and around 39% was built after 1980. => Prema istom izvoru oko 20% stanova je starije od 50 godina, a oko 39% je izgrađeno poslije 1980. godine.
LL@(21928) Of the total number of flats for permanent living, around 93% are flats in buildings from solid materials. => Od ukupnog broja stanova za stalno stanovanje, oko 93% čine stanovi u zgradama od tvrdog materijala.
LL@(21929) By percentage the most frequent are flats with sq. of 51-60 m2 , 15.62%, while there are equally presented flats with 3140 m2, 41-50 m2, 61-70 m2, 81-100 m2, i.e. 12 up to 13%. => Procentualno je najzastupljeniji broj stanova sa kvadraturom od 51-60 m² sa 15,62%, dok su ravnomjerno zastupljeni stanovi sa 31-40 m², 41-50 m², 61-70 m², 81-100 m², odnosno sa 12 do 13%.
LL@(21930) The average area of a flat is around 66 m2, and the average area of a flat for one person is about 22 m2, which is slightly lower compared to the average for the EU members from the Eastern bloc, while for other EU countries this ratio is 30- 40 m2 Š1Ë. => Prosječna površina stana je oko 66 m², a prosječna površina stana na jedno lice iznosi oko 22 m², što je nešto manje od prosjeka za članice EU iz istočnog bloka, dok je za ostale EU zemlje taj odnos od 30- 40 m² Š1Ë.
LL@(21931)  => Struktura stana posebne sobe garsonjere i 1- sobni 2 sobni 3 sobni 4 sobni 5 i više sobni stanovi nepoznate structure UKUPNO Broj stanova 2.570 37.421 62.077 60.753 29.079 14.228 206.153 Tabela 1.
LL@(21932) In relation to equipment installation, about 88% of flats have plumbing installations, about 99% have electrical installations, bathroom is part of around 82% residential flats, and toilet is in more than 76%. => Struktura stanova za stalno stanovanje prema popisu iz 2003. godine U odnosu na opremljenost instalacijama, oko 88% stanova ima vodovodne instalacije, oko 99% ima elektroinstalacije, kupatilo ima oko 82% stalno nastanjenih stanova, a nužnik ima nešto više od 76%.
LL@(21933) Connected to public water supply are around 67% flats, while public sewerage is available to around 39% flats for permanent living; central-floor heating is present in around 3.7% flats, and no installations are characteristic of around 1% flats. => Na javni vodovod priključeno je oko 67% stanova, dok je na javnu kanalizaciju priključeno oko 39% stanova za stalno stanovanje; centralno-etažno grijanje ima oko 3,7% stanova, a bez ikakvih instalacija je nešto oko 1% stanova.
LL@(21934) Structure of flats Number of flats special rooms studio and 1- room 2 rooms 3 rooms 4 rooms 5 and more rooms flats of unknown structure TOTAL 2,570 37,421 62,077 60,753 29,079 14,228 206,153 Table 1. => 
LL@(21935) Structure of flats for permanent living based on the census 2003 According to the 2003 census, the number of 37,160 of flats are registered for vacation and leisure, of the total area of 1,977,028 m2, of which the largest number are flats in vacation houses (Table 2). => Prema popisu iz 2003. godine registrovano je 37.160 stanova za odmor i rekreaciju ukupne površine 1.977.028 m², od kojih se najveći broj odnosio na stanove u vikend kućama (Tabela 2).
LL@(21936) Structure of flats for vacation and Number of relax Flats in weekend houses Flats in family houses Flats in other buildings TOTAL flats 25,811 5,.724 5,625 37,160 Table 2. => Struktura stanova za odmor i Broj stanova rekreaciju Stanovi u vikend kućama Stanovi u porodičnim kućama Stanovi u ostalim zgradama UKUPNO 25.811 5.724 5.625 37.160 Tabela 2.
LL@(21937) Structure of flats for vacation and leisure Comparing the population with the number of house units in the previous period, we conclude that in 1991 the ratio of population and house units was 3.6 resident/house unit, and in 2003 this ratio was 2.4 resident/house unit, which indicates the improvement of the housing situation and an increase in the number of house units in that period. => Struktura stanova za odmor i rekreaciju Upoređujući broj stanovnika sa brojem stambenih jedinica u prethodnom periodu, zaključujemo da je u 1991. godini odnos broja stanovnika i stambenih jedinica bio 3,6 stanovnika/stam. jed., a u 2003. godini je taj odnos 2,4 stanovnika/stam. jed, što ukazuje na poboljšanja stambene situacije i porast broja stambenih jedinica u tom periodu.
LL@(21938) According to the data from Monstat, Montenegro disposed, closing with 2009 of the house fund of around 228,000 flats, which means that the number of flats was significantly higher than the number of households in the same year (around 183,000), i.e. on 1,000 of population there were around 350 flats (average of EU is 430 flats). => Prema podacima Monstata, Crna Gora je zaključno sa 2009. godinom, raspolagala stambenim fondom od oko 228.000 stanova, što znači da je broj stanova bio značajno veći od broja domaćinstava u istoj godini (oko 183.000), odnosno da je na 1.000 stanovnika bilo oko 350 stanova (prosjek zemalja EU je 430 stanova).
LL@(21939) This figure does not include vacation houses and presents the sum of flats for permanent living by the 2003 census and the number of flats for permanent living obtained from Monstat yearly research (for 2004, 2005, 2006, 2007, 2008 and 2009). => Ovaj podatak ne uključuje vikendice i predstavlja zbir stanova za stalno stanovanje prema popisu iz 2003. godine i broja stanova za stalno stanovanje dobijenih na osnovu Monstat-ovih godišnjih istraživanja (za 2004, 2005, 2006, 2007, 2008 i 2009. godinu).
LL@(21940) However, despite the data that Montenegro has more housing units than the total number of households, all the population structure has a need to solve the housing problem. => Međutim, i pored podatka da u Crnoj Gori ima više stambenih jedinica od ukupnog broja domaćinstava, sve strukture stanovništva imaju potrebu da riješe stambeni problem.
LL@(21941) The demand for flats for lease is high in the entire area of Montenegro, and especially in the developed areas of Montenegro (Podgorica and coast). => Tražnja za stanovima u zakup je visoka u svim područjima Crne Gore, a posebno u razvijenim područjima Crne Gore (Podgorica i primorje).
LL@(21942) It is also significant in underdeveloped areas, because of a deficient or insufficient offer. => Ona je značajna i u nerazvijenim područjima, zbog oskudne ili nedostajuće ponude.
LL@(21943) According to public data from the Montenegrian agency for real estate for 2010, 1,964 of citizens of Montenegro had in their ownership more than five flats per citizen. => Prema zvaničnim podacima Uprave za nekretnine za 2010. godinu, 1.964 građana Crne Gore posjeduju više od po pet stanova.
LL@(21944) The number of citizens who have two flats is 44,744, three flats 13,120, 4,976 have four flats, and 1,795 have five flats. => Po dva stana ima 44.744 građana, tri stana 13.120, četiri 4.976, a pet 1.795 građana.
LL@(21945) Also, based on the same source in Montenegro the number of total housing units is 243,397 the area of 14.55 mil m2. => Takođe, prema istom izvoru, u Crnoj Gori ukupno ima 243.397 stambenih jedinica - površine 14,55 miliona kvadrata.
LL@(21946) The data mentioned above refer to floor units of buildings, which are in cadastre of real estate registered as housing space, but it is estimated that their number is higher than specified by 10 to 20% because there are no real estate cadastres on the whole territory of Montenegro. => Radi se o etažnim jedinicama objekata koje su u katastru nepokretnosti evidentirane kao stambeni prostori, ali se procjenjuje da je njihov broj veći od navedenog od 10 do 20% zato što ne postoji katastar nepokretnosti na cijeloj teritoriji Crne Gore.
LL@(21947) From the taxes on property income and property rights, ¡ 2,156,489 was charged in 2010. => Od poreza po osnovu prihoda od imovine i imovinskih prava, u 2010. godini naplaćeno je 2.156.489 ¡.
LL@(21948) Of these, legal entities paid ¡2.08 mil and individuals paid ¡70,438. => Od toga su pravna lica platila 2,08 miliona ¡, a fizička lica 70.438 ¡.
LL@(21949) The government has recently announced a plan to increase the collection of taxes based on the income from property and property rights, i.e. rental of flats and business premises, regarding a relatively small amount of charged taxes in 2010 (compared to the number of flats and business premises). => Iz Vlade je nedavno najavljen plan povećanja naplate poreza po osnovu prihoda od imovine i imovinskih prava, odnosno izdavanja stanova i poslovnih prostora, s obzirom na relativno mali iznos naplaćenog poreza u 2010.godini (u odnosu na broj stanova i stambenih prostora).
LL@(21950) According to the data on the number and area of constructed flats in the period from 1999 to 2009 (Table 3) the total number of constructed flats is 32,604, with a total area of 2,245,000 m2. => Prema podacima o broju i površini izgrađenih stanova u periodu 1999. do 2009. godine (Tabela 3) ukupno su izgrađena 32.604 stana, ukupne površine 2.245.000 m². d o G e r e j m . d e J Vrsta stana i n b o s o v D i n b o s o r T i n b o s o r o v t e Č i i n b o s o t e P i ć e v i e r e j n o s r a G i n b o s o n d e j Br. ~~~ Br. ~~~ Br. ~~~ Br.
LL@(21951) In the total structure of flats, dominant are two bedroom and three bedroom flats. => Br. m² m² m² 594 1061 m² m² o n p u k u Br. m² Br. m² Br. O N P U K U m² Br. m² Br. m² Br. m² Br. m² 841 1092 1395 1491 1558 1622 % 25% 33% % 10% 2% % Tabela 3.
LL@(21952)  => Broj i površina (u 000 m²) završenih stanova u CG (1999 -2009.) U ukupnoj strukturi stanova dominantno učešće zauzimaju dvosobni i trosobni stanovi.
LL@(21953) It is obvious that an intensive growth in the previous period has significantly intensified the housing construction, so the number of less than 2,000 newly built flats in 2003 increased to 3,400 units in 2007, i.e. to over 5,800 units in 2009. => Očigledno je da je intenzivni rast u prethodnom periodu značajno intenzivi rao stambenu gradnju, pa je broj od nepunih 2.000 novoizgrađenih stanova u 2003. godini povećan na oko 3.400 jedinica u 2007. godini, odnosno na preko 5.800 jedinica u 2009. godini.
LL@(21954) From previous presented table it is obvious that intensive growth in previous period has significantly intensified housing construction. => Iz prethodno prezentovane tabele je očigledno da je intenzivni rast u prethodnom periodu značajno intenzivirao stambenu gradnju.
LL@(21955) The number of less then 2.000 new built flats in 2003 is increased on around 3.400 units in 2007, i.e. on over 5.800 units in 2009 (which is by 3,800 units more than in 2003). => Broj od nepunih 2.000 novoizgrađenih stanova u 2003. godini je povećan na oko 3.400 jedinica u 2007. godini, odnosno na preko 5.800 jedinica u 2009. godini (što je za 3.800 jedinica više u odnosu na 2003. godinu).
LL@(21956) By comparing the number of built flats with the estimated number of inhabitants Š2Ë, we conclude that in 2007 there were was 5.5 built flats per 1,000 inhabitants, i.e. 9.2 built flats in 2009. => Upoređujući broj završenih stanova sa procijenjenim brojem stanovnika Š2Ë zaključujemo da je u 2007. godini na 1.000 stanovnika bilo 5,5 završenih stanova, odnosno 9,2 završenih stanova u 2009. godini.
LL@(21957) We would like to emphasize that Monstat still does not have data on the number of flats for permanent living for 2010 so this year is not included in the total data. => Navodimo da Monstat još uvijek ne raspolaže podatkom o broju stanova za stalno stanovanje za 2010. godinu, te ta godina nije uključena u ukupni podatak. 3.
LL@(21958) 3. ~~~ Managing and maintainance of housing fund By selling the social housing fund, in the nineties of the last century, Montenegro started its privatization and reduced the public housing fund to a minimum. => Upravljanje i održavanje stambenog fonda Prodajom društvenog stambenog fonda, devedesetih godina prošlog vijeka, u Crnoj Gori je došlo do njegove privatizacije i svođenja javnog stambenog fonda na minimum.
LL@(21959) The expected financial effects of privatization of housing fund, due to low formed purchase prices, are almost completely absent, which prevent the rapid consolidation of the state and the transition to a new housing policy. => Očekivani finansijski efekti privatizacije stambenog fonda, zbog nisko formiranih otkupnih cijena, su gotovo potpuno izostali, što je onemogućilo brzo konsolidovanje stanja i prelazak na novu stambenu politiku.
LL@(21960) The general statement is that the state of the housing fund is not satisfactory. => Opšta je konstatacija da stanje stambenog fonda nije na zadovoljavajućem nivou.
LL@(21961) The purchase of flats and changes in the legislation, the obligation to maintain the housing fund is within the exclusive jurisdiction of the condominium ownership, which are quite inert in this issue. ~~~ Table 3. => Otkupom stanova i promjenom zakonske regulative, obaveza održavanja stambenog fonda je u isključivoj nadležnosti etažnih vlasnika, koji su prilično inertni po tom pitanju.
LL@(21962) Number and area (in 000 m2) of built flats in Montenegro (1999 -2009.) ~~~ According to information collected from municipalities for the needs of this Strategy, in the register of owners of residential buildings and managers of buildings in 2010 there are (in 10 municipalities which provide data from the registers) 1,461 residential buildings and 1,295 registered managers, among whom there is a certain number of temporary (compulsory) managers. => Prema informacijama prikupljenim od opština za potrebe ove Strategije, u registrima vlasnika, stambenih zgrada i upravnika u 2010. godini se (u 10 opština koje su dostavile podatke iz ovog registra) nalazi 1.461 stambena zgrada, a 1.295 registrovanih upravnika, među kojima je i određeni broj privremenih (prinudnih) upravnika.
LL@(21963) For a large number of buildings there are no named manage ment bodies in accordance with the law, because this number of registered managers includes the managers of entrance. => Za veliki broj zgrada nijesu imenovani organi upravljanja u skladu zakonom, jer su ovim brojem registrovanih upravnika obuhvaćeni i upravnici ulaza.
LL@(21964) Examples of the municipalities are diverse. => Primjeri po opštinama su raznoliki.
LL@(21965) In order to improve the quality of the housing fund, the Minicipality of Podgorica has founded the Agency for housing d.o.o. Podgorica, which deals with mainte nance of residential buildings. => U cilju podizanja kvaliteta održavanja stambenog fonda, Glavni grad Podgorica je osnovao Agenciju za stanovanje d.o.o. ~~~ Podgorica, koja se bavi održavanjem stambenih objekata.
LL@(21966) The main objective of the foundation of the Agency was the realization of a project for improving the living conditions in residential buildings. => Osnovni cilj osnivanja Agencije je bio realizacija projekta poboljšanja uslova stanovanja u stambenim zgradama.
LL@(21967) The project is designed to improve housing conditions so that 50% of the estimated value on works on maintenance of common areas of buildings is provided by capital budget, while the flat owners provide the remaining 50%. => Projekat poboljšanja uslova stanovanja os mišljen je tako da se 50% sredstava predračunske vrijednosti radova na održavanju zajedničkih djelova stambenih zgrada obezbjeđuje iz budžeta glavnog grada, dok preostalih 50% obezbjeđuju sami etažni vlasnici.
LL@(21968)  => Vrijednost izvršenih građevinskih radova u IV kvartalu 2010. godine veća je za 60,7% u odnosu na isti kvartal prošle godine, dok je za 51,3% veća u odnosu na III kvartal iste godine (Grafikon 1).
LL@(21969) All the previous year the problem was the lack of interest of flat owners, so every year significantly less work was realized than possible with the financial assets provided by budget of Municipality of Podgorica and the technical capacity of the Agency for living. => Svih prethodnih godina problem je predstavljala nezainteresovanost etažnih vlasnika, pa je svake godine realizovano znatno manje radova nego što su dozvoljavala finansijska sredstva predviđena budžetom Glavnog grada i tehnički kapaciteti Agencije za stanovanje.
LL@(21970) Thus in 2006, ¡233,180 was allocated for these purposes, only ¡30,339 ¡ was realized, while in 2010, ¡350,000 was planned and ¡196.400 was realised, which is only 56% of the planned assets. ~~~ 4. => Tako je u 2006. godini bilo opredijeljeno 233.180 ¡, a realizovano samo 30.339 ¡, dok je u 2010. godini planirano 350.000 ¡ a realizovano 196.400 ¡, što je samo 56% od planiranih sredstava. 4.
LL@(21971) Current housing construction in Montenegro and major participants in it According to the data from Monstat (Table 4), the share of the value of construction of residential buildings in relation to total value of construction work, in the period from 2005 to 2009 ranged from 33% to 50%. => Tekuća stambena izgradnja i glavni učesnici u njoj Pema podacima Monstata (Tabela 4), učešće vrijednosti izgradnje stambenih zgrada u odnosu na ukupnu vrijednost građevinskih radova, u periodu od 2005. do 2009. godine kretalo se od 33% do 50%.
LL@(21972) In the period of record value of construction works (2008), the share of residential construction was about 45%. => U periodu rekordne vrijednosti izvedenih građevinskih radova (2008. godina) učešće stambene izgradnje iznosilo je oko 45%.
LL@(21973) After that year there is a decrease in the total value of construction works, but also the increase in the share of work values on residential buildings. => Nakon te godine nastupa pad ukupne vrijednosti građevinskih radova, ali i rast učešća vrijednosti radova na stambenim zgradama.
LL@(21974) Regarding this, the construction activity and therefore the housing construction, significant recovery is ahead. => 
LL@(21975) The value of finished construction works in the IV quarter of 2010 is higher by 60,7% in relation to the same quarter in the last year, while it is higher by 51,3% in relation to the III quarter for same year (Graph 1). ~~~ Year TOTAL Residential buildings Non residential buildings Other buidlings * 130,104 100% 259,880 100% 285,345 100% 412,352 100% 362,430 100% 64,222 49,36% 85,175 32,77% 119.553 41,90% 183,242 44,44% 184,028 50.78% 20,996 16,14% 110,732 42,61% 97,351 34,12% 85,186 20,66% 58,418 16.12% 44,886 34,50% 63,973 24,62% 68,441 23,99% 143,924 34,90% 119,984 33.11% * transport infrastructure, pipelines, communication and electric lines, complex industrial constructions and other Table 4. => S tim u vezi, građevinskoj aktivnosti, a samim tim stambenoj izgradnji, tek predstoji značajniji oporavak. o n p u k U e n e b m a t S e d a r g z e n e b m a t s e N e d a r g z * e n i v e đ a r g e l a t s O 130.104 64.222 20.996 44.886 100% 49,36% 16,14% 34,50% 259.880 85.175 110.732 63.973 100% 32,77% 42,61% 24,62% 285.345 119.553 97.351 68.441 100% 41,90% 34,12% 23,99% 412.352 183.242 85.186 143.924 100% 44,44% 20,66% 34,90% 362.430 184.028 58.418 119.984 a n i d o g 33,11% *saobraćajna infrastruktura, cjevovodi, komunikacioni i el. vodovi, 50,78% 16,12% 100% složene industrijske gradj. i ostalo Tabela 4.
LL@(21976) Value of construction works in thousand ¡ Š3Ë The value of the new contracts on buildings in the IV quarter of 2010 is higher by 168,4% in relation to the same quarter last year, while it is higher by 295,6% in relation to the III quarter of the same year. => Vrijednost izvedenih građevinskih radova u hilj. ¡ ~~~ Š3Ë Grafikon 1.
LL@(21977) Index of value of finished construction works 2009 = 100 Index of new contracts on buildings 2009 = 100 Graph 2. => Indeks vrijednosti izvršenih građevinskih radova u IV kvartalu 2010. godine (2009. godina = 100) Š4Ë Grafikon 2.
LL@(21978) Index of new contracts on buildings in IV quarter in 2010. => Indeks novih ugovora na zgradama u IV kvartalu 2010. godine (2009. godina = 100) Š5Ë Vrijednost novih ugovora na zgradama u IV kvartalu 2010. godine je veća za 168,4% u odnosu na isti kvartal prošle godine, dok je za 295,6% veća u odnosu na III kvartal iste godine.
LL@(21979) (2009 = 100) Š5Ë According to the data from Monstat on the housing construction (Table 5), it can be concluded that there is a constant growth trend of finished flats from 2114 flats in 2005 to 5,825 flats in 2009, which represents a total increase by around 175%. ~~~ This trend is reflected in the Graph 1. => Prema podacima Monstata o stambenoj izgradnji (Tabela 5), može se zaključiti da postoji stalan trend rasta broja završenih stanova od 2114 stanova u 2005. godini do 5.825 stanova u 2009. godini, što predstavlja ukupno povećanje oko 175%.
LL@(21980) Index of value of finished construction works in IV quarter in 2010 ( 2009 = 100) Š4Ë growth of total built area of flats with an almost proportional growth and average area of flats. => Ovaj trend rasta ogleda se i u rastu ukupno sagrađene površine stanova uz skoro proporcionalni rast i prosječne površine stana.
LL@(21981) Based on the data, it should be emphasized that 30% flats were in residential buildings, while 70% flats were in private houses (except in years of intensive construction activities in 2008 when the share of flats in residential buildings was slightly smaller. about 20%). => Na osnovu podataka treba istaći i da je 30% stanova bilo u stambenim zgradama, dok je 70% stanova bilo u privatnim kućama (osim u godini intezivne građevinske djelatnosti 2008. godine, kada je učešće stanova u stambenim zgradama bilo nešto manje i iznosilo oko 20%).
LL@(21982) These can be the consequences of large inflows of foreign direct investments in the real estate market, when the foreign citizens have directed the priority of investment on flats in private houses. => Ovo može biti posledica velikog priliva stranih direktnih investicija u tržište nekretnina, kada su strani državljani prioritet ulaganja usmjeravali na stanove u privatnim kućama.
LL@(21983) The ratio of the number of flats in residential buildings to private houses in EU ranges from 35% in Denmark to 75% in Lithuania, while for the most countries of EU this ratio is around 50% Š1Ë. ~~~ From Monstat data for 2009 it can be concluded that from the newly built 1,637 flats in residential buildings, only 962 flats are sold, i.e. around 60%. => Odnos broja stanova u stambenim zgradama i privatnim kućama u EU se kreće od 35% u Danskoj do 75% u Litvaniji, dok je za većinu zemalja EU ovaj odnos oko 50% Š1Ë Iz podataka Monstata za 2009. godinu može se zaključiti da su od novoizgrađenih 1.637 stanova u stambenim zgradama, prodata svega 962 stana, odnosno oko 60%.
LL@(21984) In the same period the number of unfinished flats grew from 11,570 flats in 2005 to 15,135 unfinished flats in 2009 (Table 5). => U istom periodu je došlo i do rasta broja nezavršenih stanova od 11.570 stanova u 2005. godini do 15.135 nezavršenih stanova u 2009. godini (Tabela 5).
LL@(21985)  => BROJ ZAVR[ENIH STANOVA GODINA UKUPNO 2.114 2.679 3.448 4.650 5.825 Stanovi u stambenim zgradama Stanovi u privatnim kućama 1.637 1.500 1.930 2.453 3.773 4.188 POVR[INA ZAVR[ENIH STANOVA, u hilj. m2 UKUPNO Stanovi u stambenim zgradama Stanovi u privatnim kućama BROJ NEZAVR[ENIH STANOVA UKUPNO 11.570 11.932 13.344 15.688 15.135 Stanovi u stambenim zgradama Stanovi u privatnim kućama 2.063 1.515 1.673 2.409 2.447 9.507 10.417 11.671 13.279 12.688 POVR[INA NEZAVR[ENIH STANOVA, u hilj. m2 UKUPNO 1.006 1.196 1.191 Stanovi u stambenim zgradama Stanovi u privatnim kućama 1.038 1.015 Tabela 5.
LL@(21986) From the ratio of number of unfinished to finished flats, it can be seen that there is a trend of decrease in this ratio from 5,47 in 2005 to 2,6 in 2010. => Stambena izgradnja Š3Ë Iz odnosa broja nezavršenih i završenih stanova, vidi se da postoji trend pada ovog odnosa od 5.47 u 2005. godini do 2.6 u 2010. godini.
LL@(21987) From the mentioned table we can also notice that the dominant numbers of unfinished flats are in private buildings (12,688, i.e. around 84%). => Iz pomenute tabele je takođe vidljivo da je pretežan broj nezavršenih stanova u privatnim zgradama (12.688, odnosno oko 84%).
LL@(21988) It is most likely that the predominant number of this flats, though unfinished, is occupied, because the owners did not have the resources to finish them. => Najvjerovatnije je da je pretežan broj ovih stanova, iako nezavršen, useljen, jer vlasnici nijesu imali sredstava da ih završe.
LL@(21989) Unfinished flats in residential buildings (2,447, i.e. around 16%), probably are not finished, because the contractors did not have sufficient funds to finish them, regarding the fact that the sales of flats in 2009 were reduced because of economic crisis. => Nezavršeni stanovi u stambenim zgradama (2.447, odnosno oko 16%), vjerovatno nijesu završeni, jer izvođači nijesu imali dovoljno sredstava da ih završe, s obzirom da je prodaja stanova u 2009. godini, zbog poznate ekonomske krize, smanjena.
LL@(21990) The major participants in the process of housing construction are: investors, architect and construction companies contractors. => Glavni učesnici u procesu stambene izgradnje su: investitori, projektanti i građevinska preduzeća-izvođači radova.
LL@(21991) Besides these participants in the process of housing construction there are also: banks, financial institutions, authorities which in the process provide legal procedure, consultants, etc. => Pored ovih aktera, u procesu stambene izgradnje učestvuju: banke, finansijske institucije, organi koji u upravnom postupku sprovode pravnu proceduru, konsultanti itd.
LL@(21992) Investors in housing construction may be both legal entities and private individuals. => U ulozi investitora u stambenoj izgradnji javljaju se pravna i fizička lica.
LL@(21993) Legal entities are very often both investors and contractors, i.e. construction company that builds flats for market. => Pravna lica su vrlo često istovremeno i investitori i izvođači, odnosno građevinske kompanije koje grade stanove za tržište.
LL@(21994) The financing of their activity in the field of housing construction is based on equity investments (company and/or buyers), credit and/or mortgage debt and partly on public-private partnership (when the municipalities or the state participate in the project with the land and exemption from payment of fees for utility equipment). => Finansiranje njihove aktivnosti u oblasti izgradnje stanova zasniva se na ulaganju vlasničkog kapitala (firme i/ili kupaca stanova), kreditnom i/ili hipotekarnom zaduženju i djelimično na javno-privatnom partnerstvu (kada opština ili država učestvuju u projektu sa zemljištem i oslobađanjem od plaćanja naknada za komunalno opremanje).
LL@(21995) Despite the initial development of credit markets in the period since 2005, the economic crisis has significantly slowed the development and imposed numerous obligations and insurance to borrowers, which resulted in the increase of problems for investors in the closure of the financial constructions and their turning to advance payment from flat buyers. => I pored početnog razvoja kreditnog tržišta u periodu od 2005. godine, ekonomska kriza je ovaj razvoj znatno usporila i nametnula brojne obaveze i osiguranja korisnicima kredita, što je uslovilo sve veće probleme investitora u pogledu zatvaranja finansijske konstrukcije i njihovo okretanje avansnim uplatama kupaca stanova.
LL@(21996) In terms of the effects of financial crises, investors-contractors are faced with the liquidity problem in the absence of bank support for the realization of the launched projects and regarding this, with the problem of blocked assets in unfinished buildings, which ultimately resulted in decreasing of prices of newly built flats. => U uslovima djelovanja finansijske krize investitori-izvođači suočeni su sa problemom nelikvidnosti u odsustvu bankarske podrške za realizaciju započetih projekata i, s tim u vezi, problemom blokiranih sredstava u nezavršenim objektima, što je u krajnjem prouzrokovalo smanjenje cijena novoizgrađenih stanova.
LL@(21997) NUMBER OF FINISHED FLATS YEAR TOTAL Flats in residential buildings Flats in private houses TOTAL Flats in residential buildings Flats in private houses 2.679 1.930 2.114 1.500 3.448 2.453 AREA OF FINISHED FLATS, in thous. m 2 NUMBER OF UNFINISHED FLATS TOTAL Flats in residential buildings Flats in private houses 13.344 1.673 11.671 AREA OF UNFINISHED FLATS, in thous. m 2 11.570 2.063 9.507 11.932 1.515 10.417 TOTAL Flats in residential buildings Flats in private houses 1.006 Table 5. => 
LL@(21998) Housing construction Š3Ë 4.650 3.773 15.688 2.409 13.279 1.196 1.038 5.825 1.637 4.188 15.135 2.447 12.688 1.191 1.015 According to the Law on Spatial Planning and Constructions (Official paper CG 51/08), specially treated are family residential buildings (buildings intended for residential areas to 500 m2 and a maximum of four separate residential units) whose construction was exempted from review of technical documentation and supervision obligations, and the conditions which have to be obliged by the responsible architect in this case are lower (bachelors degree instead of specialist degree), which all contribute to lower costs of construction. => Prema važećem Zakonu o uređenju prostora i izgradnji objekata (Sl. list CG 51/08) posebno se tretiraju porodične stambene zgrade (zgrada namijenjena za stanovanje površine do 500 m² i sa najviše četiri zasebne stambene jedinice) čija je izgradnja oslobođena revizije tehničke dokumentacije i obaveze vršenja nadzora, a i uslovi koje moraju ispunjavati odgovorni projektanti u ovom slučaju su nešto niži (diploma bečelora umjesto diplome specijaliste), što sve utiče na manje troškove izgradnje.
LL@(21999) Investors in these buildings are usually individuals who financed the construction from their own savings and/or mortgage loans. => Investitori ovakvih zgrada su najčešće fizička lica koja finansiraju izgradnju sopstvenom ušteđevinom i /ili hipotekarnim kreditom.
LL@(22000) Information about holders of construction activities contains the number of subjects, number of employees, income as well as amount of gains or losses. => Informacije o nosiocima građevinske djelatnosti obuhvataju broj subjekata, broj zaposlenih radnika, prihod, kao i u visinu dobitaka ili gubitaka.
LL@(22001) In the research which was conducted for the needs of preparation of the Strategy of construction development in Montenegro until 2020, based on available data from the Central Registry of the Commercial Court, the Fund for Pension and Disability insurance and Tax Administration, a database was created on commercial entities working in operatives-contractors, in production and/or trading of building materials and planning. => U istraživanju koje je sprovedeno za potrebe izrade Strategije razvoja građevinarstva u Crnoj Gori do 2020. godine, na osnovu dostupnih podataka iz Centralnog registra Privrednog suda, Fonda penzijsko-invalidskog osiguranja i Poreske uprave, napravljena je baza podataka o privrednim subjektima koji rade u operativi - izvođači radova, u proizvodnji i/ili trgovini građevinskim materijalima i projektovanju.
LL@(22002) According to these data, at the end of 2008 there were registered 2,632 subjects in construction activities, which deal with the building, their concentration was highest in the southern region, then in the middle, and the lowest was in the northern region of Montenegro. => Prema tim podacima na kraju 2008. godine bila su registrovana 2.632 subjekta iz građevinske djelatnosti koja su se bavila građenjem, pri čemu je njihova koncentracija bila najveća u južnom regionu, zatim u središnjem i najmanja u sjevernom regionu Crne Gore.
LL@(22003) However, this number does not represent a real view of the situation in the areas, because only about 50% of the subjects were considered as active subjects in the conducted research. => Međutim, ovaj broj ne predstavlja pravi prikaz stanja u ovoj oblasti, jer se tek oko 50% ovih subjekata smatralo aktivnim subjektima u sprovedenom istraživanju.
LL@(22004) The data on the number of companies can give a wrong image of the real situation, because there is a large number of parts of foreign companies or companies whose founders or cofounders are foreign legal entities and private individuals founded in order of achieving the right on properties or achieving the easier payment operations between Montenegro and surrounding countries. => Podaci o broju privrednih društava mogu dati pogrešnu sliku realnog stanja, jer postoji veliki broj djelova stranih društava ili društava čiji su osnivači ili suosnivači strana pravna i fizička lica osnovana radi ostvarivanja prava na nekretninana ili ostvarivanja lakšeg platnog prometa između Crne Gore i država u okruženju.
LL@(22005) According to the available data from 2010 Š6Ë the total number of registered legal entities that have construction activity as a predominant activity is 3,134 (under the code of activity 45). ~~~ It can be said that the identified characteristics of construction in Montenegro are also valid for the part regarding participants, contractors in housing construction Š7Ë: there are no large companies which are holders of development, only a small number of medium enterprises, and the rest are small enterprises, a small number of employees in companies with greater participation of non-resident labor, large short-term obligations which are on the level of constant property which is probably a guarantor for these loans, presence of large stocks in company business, lack of resources in companies, lack of available financial assets, no satisfactory level of mechanic equipment in most companies - outdated equipment and machinery, bad and inefficient organization, reduced productivity lack of quality staff insufficient number of qualified and highly professional staff, Difficulty in obtaining bank guarantees. => Prema dostupnim podacima iz 2010. godine Š6Ë ukupno su registrovana 3.134 privredna subjekta koja kao pretežnu djelatnost imaju evidentiranu djelatnost građevinarstva (nalaze se pod šifrom djelatnosti 45). identifikovane karakteristike Može se reći da građevinarstva u Crnoj Gori važe i za dio koji se odnosi na učesnike, izvođače radova u stambenoj izgradnji Š7Ë: nema velikih preduzeća koje su nosioci razvoja, samo mali broj srednjih preduzeća, a ostatak čine mala preduzeća, mali broj zaposlenih u preduzećima sa većim učešćem nerezidentne radne snage, velike kratkoročne obaveze koje su na visini stalne imovine koja je vjerovatno garant za te kredite, prisutnost velikih zaliha u poslovanju preduzeća, nedostatak resursa u preduzećima, nedostatak slobodnih finansijskih sredstava, nezadovoljavajući nivo mehanoopremljenosti u većini preduzeća - zastarjela oprema i mehanizacija, loša i neefikasna organizacija, smanjena produktivnost nedostatak kvalitetnih kadrova - nedovoljan broj kvalifikovanog i visokostručnog kadra, otežano dobijanje bankarskih garancija.
LL@(22006) The construction activity of companies that operate in Montenegro, can also be illustrated by the average number of employees in the construction activities and finished effective hours of employees (Table 6). => Građevinska aktivnost firmi koje djeluju u Crnoj Gori može se, osim toga, ilustrovati i kroz prosječan broj zaposlenih u građevinskoj djelatnosti i izvršene efektivne časove zaposlenih (Tabela 6).
LL@(22007) Number of employees on construction place at the end of report quarter number of employees 2.343 3.525 3.522 4.200 3.665 6.783 Index 63,9 96,2 96,1 114,6 100,0 185,1 Year Finished effective hours in 000 hours 5,345 8,424 8,280 9,994 8,071 8,061 Index 66.2 104.4 102.6 123.8 100.0 99.9 Table 6. => Broj radnika na gradilištu na kraju izvještajnog kvartala Godina Izvršeni efektivni časovi u 000 br. radnika 2.343 3.525 3.522 4.200 3.665 6.783 Indeks 000 sati Indeks 63,9 96,2 96,1 114,6 100,0 185,1 5.345 8.424 8.280 9.994 8.071 8.061 66,2 104,4 102,6 123,8 100,0 99,9 Tabela 6.
LL@(22008) Number of employees and finished effective hours Š8Ë The table shows that since 2005 to 2008 there is a trend of growth in the employees number and in the growth of effective working hours with the concurrent growth of productivity, while in 2009 there is decrease in productivity, which intensively continues in 2010. => Broj zaposlenih i izvršeni efektivni časovi Š8Ë Iz priloženog se vidi da od 2005. do 2008. godine postoji trend rasta broja radnika i rast broja efektivnih radnih sati uz istovremeni rast produktivnosti, dok u 2009. dolazi do manjeg pada produktivnosti, a koji se intezivnije nastavlja u 2010.
LL@(22009) 5. => godini. 5.
LL@(22010) Analyses of movement on real estate market in Montenegro The real estate market in Montenegro has always been very attractive. => Analiza kretanja na tržištu nekretnina u Crnoj Gori Tržište nekretnina u Crnoj Gori je oduvijek bilo veoma atraktivno.
LL@(22011) Even at the time of the SFRY, the real estate business on the Montenegrin coast was a very attractive source of income for many individuals and public companies at the time. => Još u vrijeme SFRJ, poslovanje sa nekretninama na crnogorskom primorju je predstavljalo veoma primamljiv izvor zarade mnogih pojedinaca i društvenih firmi toga vremena.
LL@(22012) The first buyers of real estate in Montenegro, at that time, were mostly from the former Yugoslavian republics (Serbia, Bosnia and Herzegovina, Macedonia). => Prvi kupci nekretnina u Crnoj Gori, u to vrijeme, najvećim dijelom su bili iz nekadašnjih Jugoslovenskih republika (Srbija, Bosna i Hercegovina, Makedonija).
LL@(22013) Towards the end of the seventies and eighties, the mass purchase and construction of real estate in Montenegro was commenced by the citizens who have lived in Western Europe countries or in other republics of former Yugoslavia. => Krajem sedamdesetih i tokom osamdesetih godina, masovnu kupovinu i izgradnju nekretnina u Crnoj Gori započinju njeni državljani koji su živjeli u zemljama zapadne Evrope ili u drugim republikama stare Jugoslavije.
LL@(22014) In addition, this group includes buyers who have worked and lived abroad (Germany, Switzerland, Austria and USA). => Takođe, toj grupi pripadaju i kupci koji su radili i živjeli u inostranstvu (Njemačka, Švajcarska, Austrija i SAD).
LL@(22015) In the early nineties of the last century first foreign investors and buyers of real estate came to Montenegro. => Početkom devedesetih godina prošlog vijeka, u Crnu Goru počinju da dolaze prvi strani investitori i kupci nekretnina.
LL@(22016) The market began to develop very quickly, but wartime events, which took place in the former Yugoslavian, influenced the slowdown of the process. => Tržiste počinje da se razvija veoma brzo, ali ratna zbivanja koja su se odvijala na području stare Jugoslavije su uticala na usporavanje tog procesa.
LL@(22017) However, despite this, the real estate market was nevertheless constantly developing, because the number of domestic buyers was not reduced, nor was the number of buyers who were citizens of or born in Montenegro and lived abroad. => Međutim, i pored toga, trzište nekretnina se konstantno razvijalo, jer se broj domaćih kupaca nije smanjivao, kao ni broj kupaca koji su bili državljani ili porijeklom iz Crne Gore, a živjeli u inostranstvu.
LL@(22018) Towards the end of the nineties and at the beginning of the new century, the first interested buyers from abroad began arriving (Russians, British, Irish, Norwegians). => Krajem devedesetih godina i početkom novog vijeka, počeli su da dolaze i prvi zainteresovani kupci iz inostranstva (Rusi, Britanci, Irci, Norvežani).
LL@(22019) At the end of 2001 began what we call the explosionof real estate market in Montenegro. => Krajem 2001. godine započinje ono što nazivamo eksplozijom tržišta nekretnina u Crnoj Gori.
LL@(22020) In the period from 2004 to 2005, many foreign agencies, mostly from England and Ireland, started to work on the territory of Montenegro. => U periodu od 2004. do 2005. godine, mnoge strane agencije, najviše iz Engleske i Irske, počele su sa radom na teritoriji Crne Gore.
LL@(22021) Foreign companies started a significant number of investments on the system ready to rent, especially in the cities on the coast. => Strane kompanije započinju veliki broj investicija po sistemu ready to rent, naročito u gradovima na primorju.
LL@(22022) Along with the increase in the buyers interest, starts the increase in prices. => Uporedo sa povećavanjem interesovanja kupaca, počinje i rast cijena.
LL@(22023) During this period the average price of newly built flats in Montenegro amounted to 639 ¡/m2 (2004), i.e. 813 ¡/m2 (2005). => U tom periodu prosječna cijena stanova novogradnje u Crnoj Gori je iznosila 639 ¡/m² (2004. godine), odnosno 813 ¡/m² (2005. godine).
LL@(22024) In the following period, the housing market in Montenegro was developing very dynamically, reaching its heyday in 2008. => U narednom periodu, stambeno tržište u Crnoj Gori se razvijalo veoma dinamično, dostižući svoj vrhunac u 2008. godini.
LL@(22025) Movements on this market were particularly intense in Podgorica and the coastal region. => Kretanja na tom tržištu su posebno bila intenzivna u Podgorici i na primorju.
LL@(22026) The reasons for the increase in real estate prices in the period of 2005-2007 were a large foreign demand, household income growth with the growth of housing approved loans, the decrease in interest rates and the growth of capital markets Š9Ë. => Razlozi rasta cijena nekretnina u periodu 2005. - 2007. godine su bili velika inostrana tražnja, rast dohotka stanovništva uz rast odobrenih stambenih kredita, pad kamatnih stopa i rast tržišta kapitala Š9Ë.
LL@(22027) According to official statistics, the average price of newly built flats in Montenegro in 2008 rose by more than 40% in just two years amounting to 1,530 ¡/m2 (in 2006 it amounted to 1,087 ¡/m2) Š5Ë. => Prema zvaničnim podacima statistike, prosječna cijena novoizgrađenih stanova u Crnoj Gori je u 2008. godini porasla za više od 40% u samo dvije godine i iznosila je 1.530 ¡/m² (u 2006. godini je iznosila 1.087 ¡/m²) Š3Ë .
LL@(22028) According to the analysis of the CBCG, the average square meter of living space in May 2008 in Podgorica was 1,738,3 ¡/m2 Š3Ë. => Prema analizi CBCG, prosječni kvadratni metar stambenog prostora u maju mjesecu 2008. godine u Podgorici je iznosio 1.738,3 ¡/m².
LL@(22029) According to the same analysis, the average price per square meter of living space in Budva amounted to 3,036 ¡. => Prema istoj analizi, prosječna cijena metra kvadratnog stambenog prostora u Budvi je iznosila 3.036 ¡.
LL@(22030) The coefficient of availability of real estates, which measures the ratio of the average price per square meter and the average net wage in Montenegro was in 2008, for Podgorica, 4.09 and for Budva it was 7.61. the presented data point to the high cost of real estate in Montenegro at the time, and the relative unavailability of housing objects to employee population. => Koeficijenat dostupnosti nekretnina, koji mjeri odnos prosječne cijene metra kvadratnog i prosječne neto zarade u Crnoj Gori, iznosio je u 2008. godini za Podgoricu 4,09 a za Budvu 7,61. ~~~ Iznijeti podaci ukazuju na visoke cijene nekretnina u Crnoj Gori u tom periodu, te relativnu nedostupnost stambenih objekata zaposlenom stanovništvu.
LL@(22031) The interest rate (nominal and effective active) on loans in the period in 2003 -2008 significantly declined, which contributed to the growth of approving of housing loans. => Kamatna stopa (efektivna i nominalna aktivna) na kredite u periodu 2003. god. - 2008. god. je značajno padala, što je uticalo na rast odobrenih stambenih kredita.
LL@(22032) Thus, from January 2005 until June of 2008, it declined by 42.9% (from 13.8% to 9.23%). => Tako je od januara mjeseca 2005. godine do juna mjeseca 2008. godine pala za 42,9% (sa 13,8% na 9,23%).
LL@(22033) With the decrease in effective interest rates at the same time increased the number of approved mortgage loans and their share in the total household loans to individuals. => Sa padom efektivnih kamatnih stopa istovremeno je rastao broj odobrenih stambenih kredita, kao i njihovo učešće u ukupnim kreditima odobrenim stanovništvu.
LL@(22034) Namely, since the third quarter of 2005 until the second quarter of 2008, the housing loans increased by 36.7 times, while in the same period, the total loans to individuals increased by 10.62 times. => Naime, od trećeg kvartala 2005. godine do drugog kvartala 2008. godine, stambeni krediti su porasli 36,7 puta, dok su u istom periodu ukupni krediti dati fizičkim licima porasli 10,62 puta.
LL@(22035) Thus, the share of housing loans in the total loans approved to individuals increased from 7.25 % to 25.02% in the second quarter of 2008, i.e. from 13.36% to 41.46%, if under the item housing loans we refer also to the mortgage loans. => Tako je učešće stambenih kredita u ukupnim kreditima odobrenih fizičkim licima sa 7,25 % poraslo na 25,02% u drugom kvartalu 2008. godine, odnosno sa 13,36% na 41,46%, ako pod stavkom stambenih kredita osim osnovnih stambenih kredita ubrojimo i hipotekarne kredite Š9Ë .
LL@(22036) Š9Ë Along with the development of the banking sector and the real estate market in this period there was a significant development of capital markets (as a significant factor of real estate development). => Uporedo sa razvojem bankarskog sektora i tržišta nekretnina, u ovom periodu je došlo do značajnog razvoja i tržišta kapitala (kao značajnog faktora razvoja tržišta nekretnina).
LL@(22037) The turnover on the capital market in 2007 compared to 2005 was 3.5 times higher. => Promet ostvaren na tržištu kapitala u 2007. godini u odnosu na 2005. godinu bio je 3,5 puta veći.
LL@(22038) Money from the sale of the property was invested in the purchase of securities on the capital market, so that the achieved high yields can be used as a good finance basis for the purchase or resale of new properties. => Novac ostvaren prodajom na tržištu nekretnina je investiran u kupovinu hartija od vrijednosti na tržištu kapitala, da bi visoki prinosi ostvareni na njemu služili kao dobra finanasijska podloga za kupovinu novih nekretnina ili njihovu preprodaju.
LL@(22039) In the first half of 2008, there was a significant decrease in investment in the capital market, which had an impact on the real estate market and prices. => U prvoj polovini 2008. godine došlo je do značajnog pada investicija na tržištu kapitala, što je imalo uticaja na tržište i cijene nekretnina.
LL@(22040) In the last two years, with the global financial crisis, the real estate market in Montenegro has experienced a fall in terms of the scope of realization and the level of selling prices. => U posljednje dvije godine, sa globalnom finansijskom krizom, tržište nekretnina u Crnoj Gori je doživjelo pad u smislu obima realizacije i nivoa prodajnih cijena.
LL@(22041) However, it is obvious that most expected decrease in real estate prices missed. => Ipak, očigledno je da je najviše očekivani pad cijena nekretnina izostao.
LL@(22042) Now, it is difficult to assess the level of the real estate market in Montenegro, because according to all sources of information, transactions are significantly reduced. => U ovom momentu je teško procijeniti nivo tržišta nekretnina u Crnoj Gori jer su, po svim izvorima informacija, transakcije značajno smanjene.
LL@(22043) This kind of information and orientation can be provided by CEBs project 1.000+ flats launched at the end of the 2010 with the offer of affordable flats by the average prices below 1,000 ¡/m2. => Svojevrsnu informaciju i orijentir može da pruži CEB-ov projekat 1.000+ stanova pokrenut krajem 2010. godine sa ponudom pristupačnih stanova po prosječnim cijenama ispod 1.000 ¡/m².
LL@(22044) According to recent data from Monstat, 2009 was characterised by buying and selling of 962 flats with a total useful area of 56,100 m2, and an average price of 1250 ¡/m2 Š10Ë. => Prema novijim podacima Monstata u 2009. godini je izvršena kupoprodaja 962 stana sa ukupnom korisnom površinom od 56.100 m², a po prosječnoj cijeni od 1250 ¡/m² Š10Ë.
LL@(22045) According to the same source, in the first half of the 2010 , 529 flats were sold with a total useful area of around 31,000 m2, at average prices of 1200 ¡/m2. => Prema istom izvoru je u I polugodištu 2010. godine prodato 529 stanova ukupne korisne površine oko 31.000 m², sa prosječnom cijenom 1200 ¡/m².
LL@(22046) In both cases, the highest price of housing spaces was in Bar and Budva (1400-1500 ¡/m2). => U oba slučaja najveća cijena stambenog prostora je bila u Baru i Budvi (1400-1500 ¡/m²).
LL@(22047) These data indicate a significant decline in prices of newly built flats compared to the previous period. => Ovi podaci ukazuju na značajan pad cijena novoizgrađenih stanova u odnosu na prethodni period (Tabela 7).
LL@(22048) (Table 7). ~~~ Year Montenegro Podgorica Bar Budva Nikšić Other - 1,087 1,377 - 2,082 1,332 1,072 1,486 1,527 2,769 1,530 1,355 1,188 2,165 1,003 2,806 1,250 1,168 1,516 1,334 1,537 Table 7. => Godina 2005 2006 CRNA GORA 813 1.087 1.332 1.530 1.250 PODGORICA BAR BUDVA NIK[I] OSTALO 868 1.072 1.355 1.168 986 1.486 1.188 1.516 932 1.377 1.527 2.165 1.334 - - 907 1.003 659 2.082 2.769 2.806 1.537 Tabela 7.
LL@(22049) Prices of newly built flats Š3Ë The coefficient of availability of real estate, as the ratio of the average price per square meter and the average net wage in Montenegro (applied to newly constructed flats), and according to the latest data from 2010 amounts to 2.5 Š10, 11Ë. => Cijene stanova novogradnje Š3Ë Koeficijenat dostupnosti nekretnina, kao odnos prosječne cijene metra kvadratnog i prosječne neto zarade u Crnoj Gori (primijenjen na novoizgrađene stanove), a prema najnovijim podacima za 2010. godinu iznosi 2.5 Š10, 11Ë.
LL@(22050) In relation to data from 2008, the reduction of the ratio is about 56%, which is a result of decrease in flat prices and a slight increase in net wages. => U odnosu na podatke iz 2008 godine, smanjenje koeficijenta iznosi oko 56%, što je posljedica pada cijene stanova i neznatnog rasta neto plata.
LL@(22051) A significant fall of the real estate market in Montenegro came, among the other things, because of the absence of mortgage financing from mother banks, which was almost stopped along with financial crisis. => Na značajan pad tržišta nekretnina u Crnoj Gori došlo je, između ostalog, i zbog izostajanja hipotekarnog finansiranja od strane matičnih banaka, koje je gotovo prekinuto finansijskom krizom.
LL@(22052) The banking sector was very impaired by withdrawing of deposits in the amount of 400 mil ¡ by local clients in the period of severe crisis. => Bankarski sektor je bio veoma oslabljen povlačenjem 400 miliona ¡ depozita lokalnih klijenata u periodu jake krize.
LL@(22053) In the meantime, the situation has improved in part. => U međuvremenu, situacija se djelimično poboljšala.
LL@(22054) Commercial banks have started again with offers of long-term mortgage loans with a repayment period of 15 - 25 years, the interest rates of 10 to 13% and a required minimum of deposit of 20% of the loan amount. => Komercijalne banke su ponovo ušle u ponudu dugoročnih hipotekarnih kredita, sa periodom otplate od 15 - 25 godina, kamatnom stopom od 10 do 13% i obaveznim depozitom od minimum 20% iznosa kredita.
LL@(22055) According to current laws, there are no special restrictions on the purchase of real estate in Montenegro. => Po važećim zakonima, u Crnoj Gori ne postoje nikakve posebne restrikcije za kupovinu nekretnina u Crnoj Gori.
LL@(22056) Every foreign buyer may become the owner of the property (houses, flats, estates) in Montenegro, in the same way as its nationals. => Svaki inostrani kupac može postati vlasnik nekretnine (kuće, stana, imanja) u Crnoj Gori, na isti način kao i njeni građani.
LL@(22057) The only difference in the process of purchasing the property between foreign and domestic buyers is in the purchase of land without buildings. => Jedina razlika u procesu kupovine nekretnine, između stranih i domaćih kupaca, postoji u slučaju kupovine zemljišta bez izgrađenih objekata.
LL@(22058) In the case of a foreign citizen, he is required to register the company, which becomes the owner of the land as long as a facility is not built on it. => U slučaju stranog državljanina neophodno je registrovati kompaniju, koja postaje vlasnik zemlje dok se na njoj ne izgradi objekat.
LL@(22059) After that, the property can be transferred to the individual name, following simple instructions. => Poslije toga, vlasništvo se može prenijeti na ime pojedinca, uz jednostavnu proceduru.
LL@(22060) According to unofficial estimates, foreigners own more than 1,5 mil m2 of real estate in Montenegro (of which most of the coast), which is about 10% of residential property. => Prema nezvaničnim procjenama, stranci posjeduju više od 1,5 miliona m² nekretnina u Crnoj Gori (od čega najveći dio na primorju), što je oko 10% ukupne stambene svojine.
LL@(22061) In addition, more than 20 thousand hectares of land is also owned by foreigners, which is about 1.5% of the territory of Montenegro. => Pored toga, više od 20 hiljada hektara zemlje takođe posjeduju stranci, što je oko 1,5% teritorije Crne Gore.
LL@(22062) The growth rate of real estate sales to non-residents during the period 2004-2008 amounted to 104.4% (2004), 547.16% (2005), 382.05% (2006) and 51.27% (2007). => Stopa rasta prodaje nekretnina nerezidentima je u periodu 2004 - 2008. godine iznosila 104,4% (2004. godine), 547,16% (2005. godine), 382,05% (2006. godine) i 51,27% (2007. godine).
LL@(22063) The heyday of real estate purchases by non-residents in Montenegro was recorded in 2007 when the turnover of real estate in Montenegro by non-residents amounted to ¡514,357,000.98, after which starts a reduction in the net inflow of foreign direct investment in real estate. => Vrhunac kupovine nekretnina od strane nerezidenata u Crnoj Gori je zabilježen u 2007. godini, kada je ostvareni promet nepokretnosti u Crnoj Gori od strane nerezidenata iznosio 514.357.000,98 ¡, poslije čega dolazi do smanjenja neto priliva stranih direktnih investicija u nekretnine.
LL@(22064) One of the most important factors on the real estate market is the amount of taxes on real estate sales and taxes on real estate ownership. => Jedan od veoma važnih faktora kretanja na tržištu nekretnina je i visina poreza na promet nepokretnosti i poreza na posjedovanje nepokretnosti.
LL@(22065) In comparison with the environment, we can conclude that the tax rate on real estate in Montenegro is still liberal (3%), and that is not a limiting factor in the real estate market development. => U poređenju sa okruženjem, možemo zaključiti da je poreska stopa na promet nepokretnosti u Crnoj Gori i dalje liberalna (3%), te da nije ograničavajući faktor ravoja tržišta nekretnina.
LL@(22066) Tax on the real estate in Montenegro is determined by local government, to whom belongs the whole income tax (which is provided with a high degree of fiscal decentralization). => Porez na nepokretnosti u Crnoj Gori određuju lokalne samouprave, kojima u cjelosti pripada prihod od poreza (čime je obezbijeđen visok stepen fiskalne decentralizacije).
LL@(22067) The tax rate is proportional and the local government decides the cost of taxes based on the type of real estate, but shall not be less than 0.10%, or higher than 1.00% of the market value of real estate, while there are no special rates for non-residents. => Stopa poreza je proporcionalna i lokalna samouprava odlučuje koliki će porez biti na osnovu vrste nepokretnosti, ali ne smije biti manja od 0,10%, niti veća od 1,00% tržišne vrijednosti nepokretnosti, pri čemu nijesu određene posebne stope za nerezidente.
LL@(22068) Since the real estate market is by its nature very unpredictable, and time series on the movement of the market in Montenegro do not exist, except for statistical monitoring of prices of newly built flats (on semi-annual basis), more accurate projections of future trends in this market cannot be given. => S obzirom da je tržište nekretnina po svojoj prirodi vrlo nepredvidivo, a vremenske serije o kretanju ovog tržišta u Crnoj Gori ne postoje, izuzev statističkog praćenja cijena stanova novogradnje (na polugodišnjoj osnovi), preciznije projekcije o budućim kretanjima na ovom tržištu nije moguće dati.
LL@(22069) According to some unofficial estimates, in the next short-term period there can still be expected a stagnation on the real estate market. => Prema nekim nezvaničnim procjenama, u narednom kraćem periodu se i dalje može očekivati stagnacija na tržištu nekretnina.
LL@(22070) In addition, no significant price correction should be expected because of the famous impact of the so-called Histeryzis effects (rigidity in the downward price movement). => Takođe, ne treba očekivati značajniju korekciju cijena zbog poznatog djelovanja tzv. Histerezis efekta (rigidnost u kretanju cijena naniže).
LL@(22071) This is all the more so because the expected price decrease did not occur even after the first and strongest effects of two decisive factors for the market in Montenegro: the decline in demand of residents for real estate and appearance of the global financial crisis. => Ovo utoliko prije što se očekivani pad cijena nije desio ni poslije prvog i najjačeg dejstva dva opredjeljujuća faktora za tržište u Crnoj Gori: ~~~ pad tražnje nerezidenata za nekretninama i pojava globalne finansijske krize. 6.
LL@(22072) 6. ~~~ Conclusion The housing fund of Montenegro, by its structure and quality represents, on the one side, a significant economic factor, as immovable property of great value and durability, which through the creation of better conditions of life contributes to the increase in labor productivity and the overall economic development. => Zaključak Stambeni fond Crne Gore, po svojoj strukturi i kvalitetu predstavlja, sa jedne strane, značajan ekonomski faktor, kao nepokretno dobro velike vrijednosti i trajnosti, koje kroz stvaranje boljih uslova života utiče i na povećanje proizvodnosti rada, odnosno na ukupni privredni razvoj.
LL@(22073) On the other side, the developed real estate market encourages the construction of flats, improving of the housing fund and thus affects the production and employment. => Sa druge strane, razvijeno tržište nekretnina podstiče izgradnju stanova, unapređenje stambenog fonda i na taj način utiče na proizvodnju i zapošljavanje.
LL@(22074) The basic characteristics of the housing fund in Montenegro are mainly privately owned, relatively small average areas (around 66 m2), relatively uniform presence of all sizes of flats and the average age about 30 years. => Osnovne karakteristike stambenog fonda Crne Gore su pretežno privatno vlasništvo, relativno male prosječne površine (oko 66 m²), realtivno ujednačena zastupljenost svih veličina stanova i prosječna starost oko 30 godina.
LL@(22075) In addition, from the ratio between the number of households and the number of flats it can be seen that the total number of flats per household in creased from 1.4 according to the census from 2003, to 1.6 flats/households according to preliminary data from census from 2011, which to some extent indicates the inconsistent distribution by the certain categories of population. => Osim toga, iz odnosa broja domaćinstava i broja stanova vidi se da je broj ukupnih stanova po domaćinstvu porastao sa 1,4 prema popisu iz 2003. godine, na 1,6 stanova/domaćinstvu prema preliminarnim podacima popisa iz 2011. godine, što u određenoj mjeri ukazuje i na neujednačenu raspodjelu po pojedinim kategorijama stanovništva.
LL@(22076) The interest in the real estate market in Montenegro in the past has led to significant investments in the housing construction and stimulating effects on the development of this economic activity through the establishment of many businesses in the construction sector. => Interesovanje za tržište nekretnina u Crnoj Gori u prethodnom periodu je dovelo do značajnijeg ulaganja u izgradnju stanova i podsticajno djelovalo na razvoj ove privredne djelatnosti kroz osnivanje brojnih privrednih subjekata u oblasti građevinarstva.
LL@(22077) In order to respond promptly to the increase in demand and achieve higher profit, thanks to high market prices of housing, particularly in attractive areas and locations, there has been an intensive development of construction companies. => U želji da se što prije odgovori na povećanje tražnje i ostvari što veći profit, zahvaljujući visokim tržišnim cijenama stambenog prostora, naročito na atraktivnim područjima i lokacijama, došlo je do intezivnog razvoja građevinskih privrednih subjekata.
LL@(22078) Unfortunately, this increase in quantity has not been matched to their adequate development, among other things, due to certain limitating environmental factors (lack of trained labor, unavailability of loans for business improvement and investments in fixed assets, a strong impact of grey market, etc.) ~~~ However, the contemporary housing market is characterized by a significant decrease in demand, which is a consequence of the global economic crisis, which caused the decline in housing prices and aggravated the business of a larger number of small construction companies. => Na žalost, ovo povećanje kvantiteta nije bilo praćeno njihovim adekvatnim razvojem, između ostalog, i zbog određenih ograničavajućih (nedostatak obučene radne snage, nedostupnost kredita za unapređenje poslovanja i ulaganje u osnovna sredstva, jak uticaj sivog tržišta itd). faktora okruženja Međutim, savremeno stambeno tržište karakteriše značajniji pad tražnje, koji je posljedica globalne ekonomske krize, što je uslovilo pad cijena stambenog prostora, a sa time i otežano poslovanje većeg broja manjih građevinskih privrednih subjekata.
LL@(22079) Improvement and development of the housing market aims, other than settling the basic housing needs, at creating opportunities for stirring the development of specific forms of tourism. => Unapređenje i razvoj stambenog tržišta, ima za cilj, osim podmirenja osnovnih stambenih potreba i stvaranje mogućnosti za podsticanje razvoja specifičnih oblika turizma.
LL@(22080) Satisfying both of these goals is impossible without analyzing and defining the strategic directions in the field of the social housing policy, on one side, and strategic directions to improve residential real estate market, on the other. => Zadovoljenje oba navedena cilja nije moguće bez analize i definisanja strateških pravaca u oblasti socijalne stambene politike, sa jedne strane, i strateških pravaca unapređenja tržišta rezidencijalnih nekretnina, sa druge strane.
LL@(22081) Towards the end of 2010 Montenegro has made steps in this direction creating a comprehensive National housing strategy of Montenegro and Research studies for residential real estate market. => Crna Gora je u tom pravcu krajem 2010. godine pristupila izradi Nacionalne stambene strategije Crne Gore i Istraživačke studije za tržište rezidencijalnih nekretnina.
LL@(22082) The National housing strategy established a vision of the housing sector, which includes a sustainable housing sector, which will, on the developed housing market, al low everyone to get a quality flat appropriate to their own economic power, and for the most endangered to provide an appropriate mechanism for assistance. => Nacionalnom stambenim strategijom je utvrđena vizija stambenog sektora koja podrazumijeva održiv stambeni sektor, koji će na razvijenom stambenom tržištu omogućiti svima da dođu do kvalitetnog stana prim jerenog njihovoj sopstvenoj ekonomskoj moći, a za najugroženije obezbijediti odgovarajuće mehanizme pomoći.
LL@(22083) Also, the Strategy determines the mission of the housing sector which is supposed to be a dynamic, organized, flexible and sustainable system, which will be supported by all participants (governments, local government financial and other institutions, companies) to develop the market and other mechanisms (different housing programs, subsidies, etc) and create opportunities so that households and individuals can satisfy their diverse housing needs Š12Ë. LITERATURA Š1Ë OTB Research Institute for the Built Environment, Housing Statistics in the European Union, Delft University of Technology, 2010. ~~~ Š2Ë Penev, G: Demographical trends in Montenegro from middle of 20 century and perspective until 2050, Podgorica, 2009. => Takođe, Strategijom je utvrđena misija stambenog sektora koja pretpostavlja da bude dinamičan, organizovan, fleksibilan i održiv sistem, koji će uz podršku svih učesnika (države, lokalne samouprave, finansijskih i drugih ustanova, privrednih društava) razviti tržišne ali i druge mehanizme (različiti stambeni programi, subvencije i sl.) i stvoriti mogućnosti da domaćinstva i pojedinci zadovolje svoje različite stambene potrebe Š12Ë.
LL@(22084) Š4Ë Statistical office of Montenegro Š3Ë Statistical office of Montenegro - Monstat, Statistical yearbook of Montenegro of 2010, Podgorica, 2010. ~~~ - Monstat, Construction activity in Montenegro in I, II, III and IV quarter of 2010, Podgorica, 2011. ~~~ Š5Ë Statistical office of Montenegro - Monstat, Construction activity in Montenegro in IV quarter of 2010., Podgorica, 2010. => LITERATURA Š1Ë OTB Research Institute for the Built Environment, Housing Statistics in the European Union, Delft University of Technology, 2010. Š2Ë Penev, G., Demografski trendovi u Crnoj Gori od sredine 20. vijeka i perspektive do 2050. godine, Podgorica, 2009. Š3Ë Zavod za statistiku Crne Gore - Monstat, Podgorica, Statistički godišnjak Crne Gore 2010. godine, Podgorica, 2010. Š4Ë Zavod za statistiku Crne Gore - Monstat, Podgorica, Građevinska aktivnost u Crnoj Gori u I, II, III i IV kvartalu 2010. godine, 2011. Š5Ë Zavod za statistiku Crne Gore - Monstat, Građevinska aktivnost u Crnoj Gori u IV kvartalu 2010. godine, Podgorica, 2010. Š6Ë Centralni registar Privrednog suda, 2010, (14.03.2011).
LL@(22085) Š6Ë www.crps.me (December, 2010) Š7Ë Ministry for Spatial Planning and Environment Protection, Strategy of construction development in Montenegro until 2020, Podgorica, 2010. ~~~ Š8Ë Statistical office of Montenegro- Monstat, Monthly statistical overview, January 2011, Podgorica, 2011. ~~~ Š9Ë Fabris, N.; Kalezić, Z.: Analyses of real estate market, Central Bank of Montenegro, Podgorica, 2008. => Š7Ë Ministarstvo uređenja prostora i zaštite životne sredine, Strategija razvoja građevinarstva u Crnoj Gori do 2020. godine, Podgorica, 2010. Š8Ë Zavod za statistiku Crne Gore - Monstat, Mjesečni statistički pregled, Januar 2011, Podgorica, 2011. Š9Ë Fabris, N., Kalezić, Z., Analiza tržišta nekretnina, Centralna banka Crne Gore, Podgorica, 2008. Š10Ë Zavod za statistiku Crne Gore - Monstat, Cijene stanova novogradnje za 2009. godina, Podgorica, 2010. Š11Ë Zavod za statistiku Crne Gore - Monstat, Cijene stanova novogradnje u I polugodištu 2010. godine, Podgorica, 2010. Š12Ë Ministarstvo održivog turizma, Nacionalna stambena strategija Crne Gore, Podgorica, 2011. razvoja i Računovodstveni sistem informisanja za planiranje i kontrolu u bankama UDK:
LL@(22086) Š10Ë Statistical office of Montenegro - Monstat, Prices of newly built flats for 2009, Podgorica, 2010. => 005.51:336.71 ; 007:336.71]:
LL@(22087) Š11Ë Statistical office of Montenegro - Monstat, Prices of newly built flats in I half of year of 2010, Podgorica, 2010. => 
LL@(22088) Š12Ë Ministry of sustainable development and tourism, in Montenegro, strategy National housing Podgorica, 2011. => 
LL@(22089) Accounting Information System in Banking Planning and Control UDC: 005.51:336.71 ; 007:336.71]:004 Draginja \urić, Snežana Knežević, Slađana Barjaktarović Rakočević Banca Intesa Faculty of Organizational sciences in Belgrade knezevic.snezana¿fon.bg.ac.rs Modern economic theory looks beyond established, traditional frameworks when describing companies. => Draginja \urić, Snežana Knežević, Slađana Barjaktarović Rakočević Banca Intesa Fakultet organizacionih nauka u Beogradu knezevic.snezana¿fon.bg.ac.rs Savremena ekonomska teorija kompanije posmatra izvan ustanovljenih, klasičnih okvira.
LL@(22090) Companies are defined as the meeting places of many interest groups whose goals are often opposed. => Kompanije se definišu kao stecište brojnih interesnih grupa čiji su ciljevi često suprostavljeni.
LL@(22091) The two main groups, focusing on the banking sector, are shareholders who demand high yields and creditors who are primarily guided by the principle of safety and preservation of the deposit. => Dve osnovne grupe, fokusirajući se na bankarski sektor, jesu akcionari koji zahtevaju visoke prinose, i s druge strane poverioci koji su pre svega vodjeni principom sigurnosti i očuvanjem depozita.
LL@(22092) Their interests, goals and motives require from management quick, agile and flexible planning and control of business performance. => Njihovi interesi, ciljevi i motivi stavljanju pred menadžment zahteve za brzo, agilno i fleksibilno planiranje i kontrolu poslovnih performansi.
LL@(22093) To adequately manage the financial performance of banks it is important to identify the appropriate system of financial planning and control, and establish an information system developed with a detailed accounting subsystem. => Za adekvatno upravljanje finansijskim performansama banke važno je identifikovati sistem poslovnih performansi i uspostaviti informacioni sistem sa detaljno razvijenim računovodstvenim podsistemom.
LL@(22094) There are increasing demands of various stakeholders in the accounting sense of a number of accounting reports and accounting information, as well as their frequency. => Zahtevi različitih interesnih grupa prema računovodstvu se povećavaju, u smislu sve većeg broja računovodstvenih izveštaja i računovodstvenih informacija, kao i njihove učestalosti.
LL@(22095) The accounting information system is the starting point for planning and control the processes in banks. => Računovodstveni sistem informisanja je ishodište za procese planiranja i kontrole u bankama. 1.
LL@(22096) 1. => Uvod Savremeno upravljanje kapitalom banke zahteva različite informacije u realnom vremenu: (cid:
LL@(22097)  => kretanje kapitala, (cid:
LL@(22098)  => finansijska ravnoteža (dugoročna i kratkoročna), (cid:
LL@(22099)  => poslovni rezultati, (cid:
LL@(22100)  => finansijske performanse, i (cid:
LL@(22101) Introduction Modern bank capital management requires various information in real time: (cid:34) capital flow, (cid:34) financial balance (long-term and short-term), (cid:34) busines outcomes, (cid:34) financial performance, and (cid:34) other operational management information Banks need to develop a technique of strategic and operational control of tasks set in accordance with target values. => druge operativne upravljačke informacije. ~~~ U okviru banaka treba da bude razvijena tehnika strategijske i operativne kontrole zadataka postavljenih u skladu sa ciljnim veličinama.
LL@(22102) Namely, the control is a function that ensures, on the basis of appropriate analyses and information, that the business of a bank institution be conducted consistent to the plan of the set goals and tasks. => Naime, kontrola je funkcija koja osigurava, a na osnovu odgovarajućih analiza i informacija, da se poslovanje bankarskog preduzeća sprovodi u skladu s planom postavljenih ciljeva i zadataka.
LL@(22103) The focus in the process of collecting and preparation of leading relevant information is on the integration and coordination of all the sections of the business system of the bank towards achieving the major goals of the overall system of the company. => Putem obuhvatanja i pripremanja vodećih relevantnih informacija, težište je na integraciji i koordinaciji svih delova poslovnog sistema bankarskog preduzeća ka glavnim ciljevima celokupnog sistema preduzeća.
LL@(22104) Of predominant role for a quality financial decision making is a system development of accounting as an information centre for the overall banking financial business operations, linking planned tasks with the information system and leading a target-oriented company. => Za donošenje kvalitetnih finansijskih odluka od primarnog je značaja sistematski razvoj računovodstva kao informacionog centra za ukupno finansijsko poslovanje banaka, povezivanje planskih zadataka sa informacionom sistemom i vodjenje ciljno orjentisanog preduzeća.
LL@(22105) Control is not exclusively a registrator, but also a navigator and innovator of the banks activities. => Kontrola nije isključivo registrator već i navigator i inovator aktivnosti banke.
LL@(22106) As regards their contents, accounting reports, i.e., information are prepared in such a manner that they should serve as basis for decision making. ~~~ Their users are management and decision-making bodies. => Računovodstveni izveštaji tj. informacije sadržinski su pripremljene kao osnova za donošenje odluka, odnosno njihovi korisnici su nosioci organi upravljanja i odlučivanja.
LL@(22107) The contents of accounting information is functionally dependent on the object it refers to, on the time aspect and on the management body. => Sadržina računovodstvenih informacija je u funkcionalnoj zavisnosti od objekata na koje se odnosi, od vremenskog aspekta i od nosilaca organa upravljanja.
LL@(22108) Namely, information differs in view of what it informs on, and when, how and to whom it is directed. => Naime, informacije se razlikuju u zavisnosti od toga o čemu informišu, kako, kada i kome se upućuju.
LL@(22109) Thus information can be classed as: information as basis for action in performance and as performance control, strategic and operational accounting information for the needs of planning, information as basis for managerial and business decision making on the operations and business of the bank, etc. => Prema tome, razlikuju se: informacije kao osnova akcije za izvodjenje i kao kontrola izvodjenja, strateške i operativne računovodstvene informacije za potrebe planiranja, informacije kao osnova upravljačkog i poslovnog odlučivanja o radu i poslovanju banke i sl.
LL@(22110) Š1Ë In modern market business conditions, competitiveness means a fast and efficient response to the market demands, a profitability and solvency projection and, accordingly, making adequate decisions promptly, which is impossible without a modern information technology implementation. => Š1Ë Konkurentnost u savremenim tržišnim uslovima privredjivanja podrazumeva brzo i efikasno reagovanje na zahteve tržišta, projekciju rentabilnosti, likvidnosti i u tom smislu brzo donošenje adekvatnih odluka, što je nezamislivo bez primene savremene informaticke tehnologije.
LL@(22111) The role of information technology is no longer to only create and communicate as much and as high a quality information as possible, but ot improve the managers knowledge of business events through analysis, interpretation and explanation, all in order that strategic competitive advantage of the bank should be achieved. => Uloga informacione tehnologije više nije samo da stvori i prenese što brojnije i kvalitetnije informacije, već da poboljša znanje menadžera o poslovnim dogadjajima putem analize, tumačenja i objašnjenja, radi stvaranja strateške prednosti banke u odnosu na svoje konkurente. 2.
LL@(22112) 2. ~~~ Accounting as information system Every decision can be good only as far as its information basis is good, hence the quality of decisions in bank management depends on the extent to which the basis of decision making can be optimized. => Računovodstvo kao sistem informisanja S obzirom na to svaka odluka može da bude samo toliko dobra koliko i njena informaciona osnova, kvalitet odluka bankarskog menadžmenta takodje zavisi od toga u kojoj meri se uspešno mogu optimizirati osnove odlučivanja.
LL@(22113) Thus information becomes a strategic resource of management. => Informacije tako postaju strategijski resurs menadžmenta.
LL@(22114) Besides, the information system serves primarily to collect, store and distribute relevant information. => Pri tome, informacioni sistem treba da služi, pre svega, obuhvatanju, čuvanju i distribuciji relevantnih informacija.
LL@(22115) In other words, the information system is expected to ensure that right information is always available in the right place and in the right time. => Drugim rečima, od informacionog sistema se očekuje da omogući da prave informacije stoje na raspolaganju na pravom mestu i u pravo vreme.
LL@(22116) An adequate management-information system basically consists of two interrelated components: accounting and reporting Š1Ë Š2Ë Š7Ë. => Adekvatan upravljačko-informacioni sistem u osnovi čine dva povezana dela: računovodstvo i izveštavanje Š1Ë Š2Ë Š7Ë.
LL@(22117) A constant challenge faced by managers, consultants and researchers is how to bring functional activity into accord with discipline and to simultaneously support the corporate strategy. => Trajni izazov sa kojim se suočavaju menadžeri, konsultanti i istraživači je kako da se uskladi funkcionalna aktivnost i disciplina jedna sa drugom i istovremeno dâ podrška korporativnoj strategiji.
LL@(22118) One difficulty in harmonizing strategy and management accounting, including management control and performance measurement, refers not only to the dynamic nature in different strategic contexts but also to dissemination of different aspects of strategy among both academics and practitioners. => Deo težine usklađivanja strategije i upravljačkog računovodstva, uključujući i kontrolu upravljanja i merenja performansi odnosi se ne samo na dinamičnu prirodu u različitim kontekstima strategije već i na širenje različitih pogleda strategije i kod akademika i praktičara.
LL@(22119) An optimum information funding needs the bank accounting to be the leading tool. => Za optimalno informaciono fundiranje odluka bankarskog menadžmenta treba da se izgradi računovodstvo banke koje bi predstavljalo vodeći instrument.
LL@(22120) It is especially necessary that the decision makers in the bank have at any time relevant and verified information on the results at their disposal, so that every decision maker should be in a position to make an exact measurement of the consequences of the outcomes of certain decisions. => Posebno je neophodno osigurati da nosiocima odlučivanja u banci u svako vreme stoje na raspolaganju relevantne i istinite informacije o rezultatima, kako bi svaki nosilac odluka mogao egzaktno da izmeri konsekvence rezultata pojedinih odluka.
LL@(22121) It is for this reason that accounting is expected to enable that the results of the decisions in the company be transparent, to disggreagate the overall success and then reaggregate it according to relevant dimensions. => Stoga, od računovodstva se očekuje da omogući da rezultati odluka u preduzeću budu transparentni, da disagregira celokupni uspeh i potom da isti reagregira prema relevantnim dimenzijama.
LL@(22122) Hence accounting is expected to provide the following information: what are the banks earnings from certain transac tions; how high are interest rates in concrete transactions with clients; which are the costs of banking services, how large are they and and in which way are they incurred; which is the contribution to the company results made by certain types of transactions, client groups or business units; which business structure reveals the profits and risk profiles; which business conditions affect the quality of re sults, etc. => Prema tome, računovodstvo treba da pruži sledeće informacije: kolika je zarada banke na pojedinim poslovima; kolika je visina kamata u konkretnim poslovima sa komitentima; koji, koliki i gde nastaju troškovi za bankarske usluge; koji doprinos rezultatu preduzeća pružaju pojedine vrste poslova, grupe komitenata ili poslovne jedinice; koja struktura poslova prikazuje profil profita i profil rizika; koji uslovi poslovanja imaju posledice na visinu rezultata itd.
LL@(22123) The basis of internal accounting oriented towards decision making in operatonal controlling is the preparation of information for budgeting and the comparison of planned and achieved values. => Osnovu internog računovodstva orijentisanog ka odlukama u operativnom kontrolingu čini priprema informacija za budžetiranje i poredjenje planskih i ostvarenih veličina.
LL@(22124) Here, the implementation of computer centres and computer software must not be neglected since it is only in this manner that a host of relevant data on business transactions can be processed. => Pri tome se ne može izostaviti primena usluga računskih centara i kompjuterskih softvera, jer se samo na taj način može obraditi masa relevantnih podataka po poslovnim transakcijama.
LL@(22125) Reporting refers to the overall information at the disposal of decision makers in specific intervals either not on call or in case of specific needs. => Izveštavanje obuhvata celokupnost informacija koje nosiocima odlučivanja u posebnim intervalima bez poziva ili u slučaju konkretnih potreba stoje na raspolaganju.
LL@(22126) This is accounting information prepared in an appropriate form of tables or graphs. => Pri tome, radi se o informacijama iz računovodstva koje su pripremljene u odgovarajućoj formi tabelarnih ili grafičkih prikaza.
LL@(22127) Furthermore, market analyses, interest rate related foracasts and competitive forecasts as well as any other information coming from economic environment are viewed as parts of reports. => Pored toga, i analize tržišta, prognoze vezane za kamatu i konjunkturne prognoze kao i sve druge informacije iz privrednog okruženja banke posmatraju se kao delovi izveštaja.
LL@(22128) Illustration 1. => Ilustracija broj 1.
LL@(22129) Functions in the process of control cycle Due to an abundant and permanent flow of information that decision makers receive, the purpose of reports is not always seen in a general presentation of correct and adequate information on any possible relevant facts, but rather in the sense of limiting information ascesis and avoidance of verbosity. => Funkcije u procesu ciklusa kontrole Zbog velikog priliva informacija koji permanentno deluju na nosioce odlučivanja ne vidi se svrha formiranja izveštaja uopšteno u sagledavanju pravih i odgovarajućih informacija o svim mogućim relevantama, već više u smislu ograničavanja informacionih askeza (odricanja) i izbegavanja preopširnosti.
LL@(22130) The question therefore is; who needs what information, how highly differentiated and how often? => Dakle, postavlja se pitanje: kome su neophodne neke informacije, koliko diferencirane i koliko često?
LL@(22131) Here, for example, a three-level scheme can be created of the need for the preparation, production and implementation of information. => Pri tome, može se kreirati , na primer, trostepena šema potreba za pripremu, proizvodnju i primenu informacija.
LL@(22132) Only a smaller chunk of information necessary to decision makers is at disposal regularly, without prior request. => Samo jedan manji deo informacija, koje su neophodne nosiocima odluka, stavlja se na raspolaganje redovno, bez prethodnog zahtevanja.
LL@(22133) Any other information is released only on concrete request for individual cases, where two cases should be distinguished: information that was already produced and available and information that incur high costs and is accordingly released only in case of concrete demand. => Sve druge informacije se daju samo po konkretnim zahtevima za pojedine slučajeve, pri čemu treba razlikovati dva slučaja: informacije koje su već proizvedene i stavljene na raspolaganje i informacije koje prouzrokuju visoke troškove, te se ispostavljaju isključivo po konkretnoj potrebi.
LL@(22134) Illustration 1 clearly shows a cause-consequence relation between planning and control, whereas the basis of these processes are the activities of forecasting, defining alternatives in accordance with the present problems, consequences, goals to be achieved and potential prospects Š9Ë. => Na osnovu ilustracije br.1. jasno se uočava da su planiranje i kontrola u uzročno-posledičnom odnosu, dok osnovu ovih procesa čine aktivnosti prognoziranja, definisanje alternativa shodno postojećim problemima, konsekvencama, ciljevima koji se žele ostvariti i mogućim perspektivama Š9Ë.
LL@(22135) On defining the desired course of action the activities are implemented accompanied with a necessary performance analysis by comparison of outcomes and set standards. => Nakon definisanja željenog pravca delovanja, aktivnosti se implementiraju uz obaveznu analizu performansi poređenjem rezultata i uspostavljenih standarda. 3.
LL@(22136) 3. => Planiranje kao upravljački proces Planiranje je jedna od najznačajnijih funkcija za obezbeđenje kontinuiteta u poslovanju banke, jer menadžeri banke između više poslovnih opcija biraju onu za koju, prema informacijama koje su im dostupne, intuiciji i spremnosti da preuzmu rizik, smatraju da će biti najbolja.
LL@(22137) Planning as management process Planning is one of the most important functions in ensuring continuity in banking. => Izuzetan značaj za sigurnost budućeg uspeha u poslovanju banke je u planiranju kao dina mičkom inovativnom delu kontrole, koji se posebno odnosi na strategijsko planiranje.
LL@(22138) On the basis of available information, their intuition and readiness to take risks, the bank management select the option they deem to be the best among a number of business options. => Pod strategijskim planiranjem podrazumeva se instrument koji bi potencijale pretvorio u prednosti u odnosu na konkurenciju i izbegao opasnosti koje prete opstanku banaka.
LL@(22139)  => Takvi potencijali su npr. približavanje komitentima, iskrenost prema komitentima, imidž, kreativnost, široka prisutnost, snaga inovativnosti itd.
LL@(22140)  => U definisanju strategijskih pravaca razvoja banke, neophodno je uključiti sledeće bitne elemente:
LL@(22141) Highly important for the certainty of the future business suc cess is planning as a dynamic innovative part of control, especially related to strategic planning. => 4. ~~~ Računovodstveni izveštaj i i planiranje Koncept strateškog planiranja i pozicioniranja samo je početni deo poslovne strategije Š6Ë.
LL@(22142) Strategic planning is a tool implemented to translate potentials into advantages over competition and avoid threats to the bank survival. => U mnogim slučajevima strategija proizlazi iz interakcije između menadžmenta, zaposlenih i okruženja.
LL@(22143) Such potentials are, for example, building closer relations to clients, openness to clients, image, creativity, broad presence, innovative strengths, etc. => Shodno tome, u nekim izuzetnim slučajevima, strategije se mogu razlikovati od prvobitno planirane strategije od strane rukovodstva.
LL@(22144) The definition of the strategic orientations in the development of the bank has to include the following vital elements: 1. => Računovodstveno planiranje predstavlja postupak projekcije raznih vrsta planiranja, čime se ostvaruju sledeće menadžerske funkcije: ~~~ 1.
LL@(22145) Bank profile definition 2. => Definisanje profila banke; 2.
LL@(22146) Analysis of macroeconomic environment 3. => Analiza makroekonomskog okruženja; 3.
LL@(22147) Projecting future business activities and identify ing business target results. ~~~ Strategic goals of the bank can be the following: 1. => Projektovanje budućih poslovnih aktivnosti i identifikovanje ciljnih poslovnih rezultata; Strateški ciljevi banke mogu biti sledeći:
LL@(22148) Stable and long-term profitable business with an adequate protection of capital, on one hand, and the clients and shareholders interests, on the other; 2. => 1. ~~~ Stabilno i dugoročno profitabilno poslovanje uz adekvatnu zaštitu kapitala sa jedne strane, odnosno interesa klijentana i akcionara banke sa druge strane; 2.
LL@(22149) Growth of market share through strengthening fi nancial potentials; 3. => Rast tržišnog učešča jačanjem finansijskog po tencijala; 3.
LL@(22150) Strengthening deposit base; 4. => Jačanje depozitne baze; 4.
LL@(22151) Growth of active accounts of both citizens and economy; 5. => Rast aktivnih računa stanovništva i privrede; 5.
LL@(22152) Growth in credit portfolio; 6. => Rast kreditnog portfolija; 6.
LL@(22153) Improving the quality of bank products; 7. => Unapređenje kvaliteta bankarskih proizvoda; 7.
LL@(22154) Maintaining the business rating; 8. => Održavanje poslovnog rejtinga; 8.
LL@(22155) A long-term implementation of the social respon sibility concept. => Dugoročna primena koncepta društvene odgo vornosti.
LL@(22156) The managers are assumed to formally analyse competitive advantages and provide an appropriate assessment of distribution and resource exploitation as part od their developmental strategy. => Pretpostavlja se da menadžeri formalno analiziraju konkurentske prednosti i svrsishodnu procenu raspodele i korišćenja resursa, kao dela strategije razvoja.
LL@(22157) Formal information systems will ensure such an analysis. => Formalni informacioni sistemi će omogućiti takvu analizu.
LL@(22158) The implementation of strategies also assumes a broad analysis of economic, quantitative and qualitative information. => Implementacija strategija isto tako podrazumeva široku analizu ekonomskih, kvantitativnih i kvalitativnih informacija.
LL@(22159) Finally, in an effort to achieve a sustainable and competitive advantage, they track the results of the discrete managerial choices and a strategic resource of accumulation and implementation, which depend on the production and implementation of an efficiently designed information management system. => Konačno, tražeći da se postigne održiva konkurentska prednost prati se rezultat diskrecionih menadžerskih izbora i strateški resurs akumulacije i upotrebe, što zavisi od proizvodnje i primene efikasno dizajniranog sistema za upravljanje informacijama.
LL@(22160) Strategy is regarded as organizationally based in the decisionmaking and implementing processes, it is viewed as complex, dynamic and manyfold. => Strategija se smatra organizaciono zasnovanom u procesima donošenja odluka i sprovođenja, smatra se složenom, dinamičanom i višestrukom.
LL@(22161) Organizational activities are undertaken to shape different interests, including specific strengths of the bank, as well as institutional pressures. ~~~ 4. ~~~ Accounting report and planning The strategic planning and positioning concept is only a starting point of a business strategy Š6Ë. ~~~ In many cases, strategy results from an interaction between the management, the employees, and the environment. => Organizacione aktivnosti su preduzete da oblikuju različite interese, uključujući specifične snage banke, kao i institucionalne pritiske. 1. projekcijom planova menadžment kreira viziju poslovanja u budućnosti; 2. planovi predstavljaju bazu za ocenu ostvarenih rezultata; 3. planovi predstavljaju instrument za koordinaciju aktivnosti, radi njihovog usmeravanja ka postavljenim strategijskim ciljevima.
LL@(22162) Consequently, in certain specific cases, strategies may differ from the strategy originally planned by the management. => Planiranje treba da obuhvati sledeće segmente:
LL@(22163) Accounting planning is a procedure of projection of different types of planning, meant to peerform the following managerial functions: 1. by plan projections the management creates a vi sion of business in the future; 2. plans make basis for outcome evaluation; 3. plans are tools for coordination of activities in order that they be oriented towards the set strategic goals. => 
LL@(22164) Planning should include the following segments: 1. income and expenditure planning per bank prod ucts and business segments; 2. expenditure planning according to the type of expenditure on the bank or organizational unit level; 3. planning interest and non-interest income; 4. planning internal prices and interest rates; 5. cash flow planning; 6. planning in domestic currency and in a number of different currencies, and other. ~~~ An efficient management of the planning and outcome tracking processes requires a powerful information logistics, as well as development of internal models for outcome tracking on the level of the banking group (bank), on the segment level, on the level of bank product clusters, as well as on the level of business segment managers. => Planiranje prihoda i rashoda po bankarskim proizvodima i poslovnim segmentima; Planiranje troška prema tipu troška na nivou banke ili organizacionih jedinica; Planiranje kamatnih i nekamatnih prihoda; Planiranje internih cena i kamatnih stopa; Planiranje novčanih tokova; Planiranje u domaćoj valuti i u više različitih valuta i drugo; Efikasno upravljanje procesom planiranja i praćenja ostvarenih učinaka zahteva jaku informatičku podršku, kao i razvijanje internih modela za praćenje rezultata na nivou bankarske grupe (banke), na nivou segmenata, grupa bankarskih proizvoda i menadžera poslovnih segmenata.
LL@(22165) The implementation of international standards of financial reporting improves the quality and comparability of financial reports, thus promoting consistency and reliability in financial reporting and making it easier for companies to raise capital on an international level. => Implementacija međunarodnih standarda finansijskog izveštavanja povećava kvalitet i uporedivost finansijskih izveštaja, te otuda promoviše konzistentnost i pouzdanost u finansijskom izveštavanju i olakšava kompanijama međunarodno prikupljanje kapitala.
LL@(22166) As the basic sources of data for the information on activities and operations, the balance sheet and income statement are not the goal in themselves; they rather serve as an adequate tool in: planning, control, analysis, information, and management. especially if they are presented in a simplified form, concisely and neatly. => Kao osnovni izvori podataka za informacije o radu i poslovanju banke, bilans stanja i bilans uspeha nisu sami sebi cilj, već predstavljaju adekvatno sredstvo za: planiranje, kontrolu, analizu, informisanje i upravljanje posebno ako su prezentirani u uprošćenom obliku koji karakteriše sažetost i veća preglednost.
LL@(22167) In case balance sheet and income statement are regarded as related to their projected (planned) balances, the quality of this information is higher. => Ukoliko se bilans stanja i bilans uspeha posmatraju u odnosu na svoje projektovane (planske) bilanse, kvalitet ovih informacija još više se povećava.
LL@(22168) In its projection of profits and financial situation solvency of the bank, financial planning comprises the planned balance sheet and the planned income statement, as well as the cash flow plan. => Finansijsko planiranje obuhvata planski bilans uspeha i planski bilans stanja i plan novčanih tokova, u svojoj projekciji dobitka i finansijske situacije solventnosti i likvidnosti banke.
LL@(22169) The basic accounting reports (statements) from the past, the balance sheet and income statement make the starting point in the projections of planned balances. => Bilans stanja i bilans uspeha kao osnovni računovodstveni izveštaji (iskazi) iz prošlosti, predstavljaju polaznu osnovu za projekciju planskih bilansa.
LL@(22170) Thus they confirm or challenge the justifiability of assumptions on the anticipated future business results and the financial standing of the bank Š10Ë. => Time, se potvrdjuje ili negira opravdanost pretpostavki o predvidjenim budućim poslovnim rezultatima i finansijskom stanju banke Š10Ë.
LL@(22171) The extent to which the planned balances will coincide with the future real business results of the bank depends on the level of accuracy of the starting premises adopted. => U kojoj meri će se planski bilansi podudarati sa budućim stvarnim rezultatima poslovanja banke, zavisi od stepena tačnosti usvojenih polaznih premisa.
LL@(22172) Hence it is necessary that the bank should have as adequate data and information as possible at its disposal, not only on these balances, but on a broader scale, for the purpose of continual improvement of the quality of its premises. => Zbog toga je neophodno da banka raspolaže sa što adekvatnijim podacima i informacijama, ne samo o ovim bilansima, već i šire, zarad kontinuiranog poboljšanja kvaliteta usvojenih premisa.
LL@(22173) As the starting point in management, the planning process serves to define the banks goals and the methods of business execution. => Procesom planiranja kao polaznom osnovom upravljanja definišu se ciljevi banke i načini poslovne realizacije.
LL@(22174) Namely, goals and tasks are set to be accomplished in order that the bank should do business efectively and efficiently. => Naime, postavljaju se ciljevi i zadaci koje treba ostvariti, kako bi banka poslovala efektivno i efikasno.
LL@(22175) In other words, the bank performs the processes of strategic and operational planning. => Drugim rečima, sprovodi se strategijsko i operativno planiranje.
LL@(22176) Strategic planning is an organized process of activities which employes the employees, the management team and the board of directors of the bank. => Pod strategijskim planiranjem se podrazumeva organizovan proces aktivnosti u kojem učestvuju zaposleni, menadžment tim i upravni odbor banke.
LL@(22177) Strategic planning should be permanent and objective. => Strategijsko planiranje treba da bude kontinuirano i objektivno.
LL@(22178) The end result is the definition of the banks long-term developmental orientation and goals as well as of periods of short-term implementation and achieving specific goals using a certain technique and tactics that will help the bank achieve its long-term objectives. => Krajnji rezultat je odredjivanje dugoročnih pravaca razvoja i ciljeva banke i perioda kratkoročne primene i ostvarivanja specifičnih ciljeva uz korišćenje odredjene tehnike i taktike, koje će omogućiti banci da ostvari svoje dugoročne ciljeve.
LL@(22179) Operational plans are elaborated strategic plans, precise statements on their realization for the overall aspects of the bank, for all the business functions of the bank incorporated into an integrated business plan, its outcoms being the balance sheet and the planned income statement. => Operativni planovi predstavljaju razradjene strategijske planove, odnosno preciziranje njihovog ostvarenja za ukupne aspekte poslovanja banke, za sve poslovne funkcije banke sažete u jedinstven poslovni plan, a ishod ovoga su planski bilans stanja i planski bilans uspeha.
LL@(22180) Planning is one of the vital functions in ensuring the continuity in the banks business, since in the planning process, among a number of alternatives and on the basis of available information, their intuition and their readiness to take risks, the managers select the alternative they believe will be most successful. => Planiranje je jedna od vitalnih funkcija za obezbedjenje kontinuiteta u poslovanju banke, jer menadžeri planiranjem izmedju više alternativa biraju onu, za koju, prema informacijama koje im stoje na raspolaganju, intuiciji i spremnosti za preuzimanje rizika koji je imanentan bankarskom poslovanju, smatraju da će biti najuspešnija.
LL@(22181) The most important and a highly complex task of the management in the process of bank management is creating the strategic plan for managing the capital of the bank and its development. => Najvažniji i veoma kompleksan zadatak menadžmenta u procesu upravljanja bankom predstavlja sastavljanje strateškog plana za upravljanje kapitalom banke i njegovim razvojem.
LL@(22182) In devising a strategic plan, it is necessary that an assessment of capital, as well as the needs for capital be made, proportional to a specific risk profile of the bank and its capability of risk management. => Pri izradi strateškog plana, neophodno je izvršiti procenu kapitala, kao i potreba za kapitalom koje su proporcionalne specifičnom profilu rizika banke i njenim sposobnostima upravljanja rizicima.
LL@(22183) As regards these, it is necessary to take into consideration the following important parametres, as a minimum requirement: profitability; solvency; adequacy of reserves; quality of assets; off-balance risk exposure; concentrations of certain types of risk exposure; operational risk; and efficieny of the bank tracking and control system. => U tom smislu, neophodno je razmotriti kao minimum sledeće značajne parametre: profitabilnost, likvidnost, adekvatnost rezervi, kvalitet aktive, vanbilansna izloženost riziku, koncentracije određenih vrsta izloženosti riziku, operativni rizik i efikasnost bankarskog sistema praćenja i kontrole rizika.
LL@(22184) The starting point in the process of planning the bank capital, is the analysis of economic environment and a potential income the bank can earn, where most attention is paid to the current capital structure, and especially to the potential of capital generation on an internal level. => U procesu planiranja banke kapitala treba poći od ispitivanja ekonomske sredine i moguće zarade banke, pri čemu se značaj daje tekućoj strukturi kapitala a posebno mogućnosti generisanja kapitala na internom nivou.
LL@(22185) The anticipation of the need for additional capital makes it easier for the bank management to raise additional capital under favourable conditions, and this is most important and conditioned by the current returns on banks capital. => Predviđanje potrebe za dodatnim kapitalom olakšava menadžment timu banke da pribavi pod povoljnim uslovima dodatni kapital, a to je primarno, uslovljeno tekućim prinosom na kapital banke.
LL@(22186) It is very important that the bank should establish an adequate system of monitoring risk exposure, as well as of how a changeable risk profile affects the need for capital. => Veoma je značajno da banka uspostavi adekvatan sistem za praćenje o izloženosti rizicima, kao i o tome kako promenljivi profil rizika banke utiče na potrebu za kapitalom.
LL@(22187) It is in this sense that management accounting is expected to create reports on the bank management risk exposure and submit them to the top management of the bank or to the board of directors. => U tom smislu, od upravljačkog računovodstva strategijske orijentacije očekuje se da formira izveštaje o upravljačkoj izloženosti banke rizicima, te prezentira iste višem rukovodstvu banke ili upravnom odboru.
LL@(22188) The purpose of these reports is to enable the assessment of the banks future needs for capital, needs based on the identified risk profile, so that the bank can make the necessary corrections in its strategic plan. => Svrha tih izveštaja je da omoguće procenu budućih potreba banke za kapitalom koje su zasnovane na identifikovanom profilu rizika i da shodno tome, banka izvrši potrebne korekcije u svom strateškom planu.
LL@(22189) The bank management sets a new task to the strategically oriented management accounting Š1Ë: to form an adequate procedure for two purposes: (1) permanent tracking and maintenance of the existing capital and (2) assessment of the need for new capital. => Menadžment banke pred strategijski orijentisano upravljačko računovodstvo Š1Ë postavlja novi zadatak: formiranje adekvatne procedure za dve svrhe: (1) kontinuirano praćenje i održavanje postojećeg kapitala i (2) procena potrebe za novim kapitalom.
LL@(22190) The analysis of the structure of capital for a number of successive periods can provide varied important information on the bank business operations: information on achieved rise (or fall) in profits; information on the value flow of assets; information on the impact of external factors upon banks business; an applied system of profit distribution; financing policy results, etc. => Analizom strukture kapitala za više uzastopnih perioda moguće je doći do raznih značajnih informacija o poslovanju banke: informacije o ostvarenom rastu (ili padu) profita; informacije o kretanju vrednosti sredstava; informacije o uticaju spoljnih činilaca na poslovanje banaka; primenjeni sistem raspodele profita; rezultati politike finansiranja i dr. se uobičajeno fokusira najduže na period od pet godina.
LL@(22191) Especially important in the process of bank capital planning is that the bank management decides either in favour of the former option that is a demand for profit maximization, or in favour of the latter option whose priority is the bank survival and growth. => Opšte pretpostavke za efikasno budžetiranje i prognozu jesu sledeće: ~~~ U procesu planiranja kapitala banke od velikog značaja je da se menadžment banke opredeli da li je za prvu opciju koja predstavlja zahtev za maksimizacijom profita, ili je to druga opcija koja prioritet daje opstanku i rastu banke.
LL@(22192) A strategic plan for the bank capital should include at least the following data: banks needs for capital; desirable level of capital; external capital sources; anticipated capital investments, etc. ~~~ The process of planning the bank capital is expected to ensure that the capital structure should be consistent with the nature and the scope of the banks business. => Strateški plan kapitala banke treba da sadrži najmanje sledeće podatke: potrebe banke za kapitalom, poželjan nivo kapitala, eksterni izvori kapitala, očekivana kapitalna ulaganja i dr. U procesu planiranja kapitala banke treba voditi računa o tome da struktura kapitala odgovara prirodi i obimu poslovanja banke.
LL@(22193) Useful for these purposes in defining an adequate level of capital implementing different scenarios and techniques can be the findings of the bank auditors on the extent to which the bank is protected in case of emergencies. => U tu svrhu mogu da posluže rezultati koji su obavili kontrolori banke o tome u kom nivou je banka bila obezbeđena za nepredviđene događaje a pri određivanju adekvatnog nivoa kapitala uz pomoć različitih scenarija i tehnika.
LL@(22194) The annual capital plan is devised on the basis of the strategic plan for the bank capital management. ~~~ This plan includes the following important components: existing and planned sources as basis of the pro jected capital growth; the policy of profits distribution including the rate of dividend payment, i.e., capitalization on the basis of the earned and anticipated bank profits. sectors for which the growth of balance assets is forecasted; improvement of the existing banking activities, as well as planning a new set of offer of banking services; investments into modern technology, including ex pansion in the banking network; assessment of internal control and capital allocation in accordance with individual risks per individual bank activities; assessment of the banks need for capital, as well as a forecast of anticipated standing in the following period; calcualtions of a munimum returns on capital rate; quantitative and qualitative analyses of the existing and required resources of the banks internal and external capital. => Na osnovu strateškog plana za upravljanje kapitalom banke, sastavlja se godišnji plan kapitala koji obuhvata sledeće značajne elemente: postojeće i planirane izvore kao bazu za projektovani rast kapitala; politiku raspodele profita koja uključuje stopu isplate dividendi tj. kapitalizaciju na bazi ostvarenog i očekivanog profita banke; oblasti za koje se prognozira rast bilansne aktive; unapređenje postojećih bankarskih aktivnosti, kao i planiranje novog seta ponude bankarskih usluga; ulaganje u savremenu tehnologiju, uključujući i širenje bankarske mreže; procena unutrašnje kontrole i alokacije kapitala u skladu sa individualnim rizicima po pojedinim poslovnim aktivnostima banke; procena potrebe banke za kapitalom, kao i prognoza očekivanog stanja za naredni vremenski period; obračun minimalne stope prinosa na kapital; kvantitativna i kvalitativna analiza postojećih i potrebnih resursa internog i eksternog kapitala banke.
LL@(22195) The key reports in the accounting budgeting process are the projected balance sheet and the projected income statement. => Ključni izveštaji u procesu računovodstvenog budžetiranja jesu projektovani bilans stanja i projektovani bilans uspeha.
LL@(22196) The projections of balance sheet and income statement are usually focused on a period not longer than five years. => 
LL@(22197) The general assumptions for an efficient budgeting and forecasting are the following: price stability in order to eliminate the risk of change in interest rates; stability of exchange rates; realistic growth of the banks balance potential; and strong information base, where the strategically-oriented management accounting has a dominant role. => Projekcija bilansa stanja i bilansa uspeha stabilnost cena kako bi bio eliminisan rizik od promene kamatnih stopa, stabilnost kurseva, realan rast bilansnog potencijala banke i jaka informaciona baza, pri čemu je dominantna uloga upravljačkog računovodstva strategijske orijentacije.
LL@(22198) Three facts should be observed in the projection of the potential growth in the banks balance: 1. the development of the region in which the bank does business, 2. the banks developmental tendency in the previ ous period, and 3. an objective survey of the banks position on the financial market. => U projekciji realnog rasta bilansnog potencijala banke treba respektovati tri činjenice: ~~~ 1. razvoj celog regiona u kome banka posluje, 2. razvojnu tendenciju banke iz prethodnog perio da i 3. objektivno sagledavanje položaja banke na fi nansijskom tržištu.
LL@(22199) The aim of the projected balance sheet is to show in which way the financially presented planned business activities affect the partial sections of property, capital, the banks liabilities and the financial position of the bank. => Cilj projektovanog bilansa stanja je da prikaže kako planirane poslovne aktivnosti finansijski prezentovane utiču na parcijalne delove imovine, kapitala, obaveza banke, kao i na finansijski položaj banke.
LL@(22200) The following reports generated by the bank can be used for the purposes of strategic accounting budgeting: monthly reports of the bank management on achievements and on cost efficiency, the domain of operational statistics; quarterly reports of the bank management on the dynamics of goal achievement; annual reports on the market share of both the bank and its branches, the domain of the marketing information system; ratio reports for the purposes of measuring performance and comparison with competition (banking and non-banking institutions), as well as of comparison per narrower organizational sections created by management accountants. => Za potrebe strategijskog računovodstvenog budžetiranja mogu se koristiti sledeći izveštaji koje banka generiše: mesečni izveštaji menadžmenta banke o ostvarenjima i troškovnoj efikasnosti koji su u domenu operativne statistike; kvartalni izveštaji uprave banke o dinamici ostvarenja ciljeva; godišnji izveštaji o tržišnom učešću banke i njenih filijala koji su u domenu marketing informacionog sistema; racio izveštaji za merenje performansi i komparaciju sa konkurentima (bankarskim i nebankarskim institucijama), i za poređenje po užim organizacionim delovima koje kreiraju upravljačke računovođe.
LL@(22201) In the divisionally structured banking company, the budgeting basis is the responsibility centre. => U divizionalno strukturiranom bankarskom preduzeću bazu budžetiranja predstavlja centar odgovornosti.
LL@(22202) In view of this, it is logical to devise business plans starting from the income centre and the expenditure centre and continue to profit and investment centres, finalizing the process on the level of the company, by creating the general budget. => U tom smislu, logično je u izradi poslovnih planova početi od centra prihoda i centra troškova, a potom nastaviti ka profitnim ili investicionim centrima, sa finalizacijom procesa na nivou preduzeća izradom glavnog budžeta.
LL@(22203) To do this, it is necessary that planned accounting reports be devised per responsibility centres, which is the competence of management accounting. => Za to je neophodno formirati planske računovodstvene izveštaje po centrima odgovornosti, što je u nadležnosti upravljačkog računovodstva.
LL@(22204)  => U daljem nastavku, biće prikazani projektovani finansijski izveštaji banke (Pregled 1, Pregled 2):
LL@(22205) Hereinafter, the projected financial reports of the bank will be presented (Survey 1, Survey 2): Review 1: Projection of balance sheet Variable value Assets Net credits 31st Dec. I 8,486,676 9,707,400 10,131,937 10,573,209 11,138,945 11,733,022 Other interest bearing placements 1,377,483 1,078,600 1,125,771 1,174,801 1,237,661 1,303,669 Total interest bearing assets 9,864,159 10,786,000 11,257,707 11,748,010 12,376,605 13,036,691 Interest non-bearing assets 4,235,187 3,595,333 3,555,065 3,509,146 3,490,837 3,456,449 Total assets Liabilities 14,099,346 14,381,333 14,812,773 15,257,156 15,867,442 16,502,140 Non-interest bearing basic deposits 3,862,163 4,441,483 5,377,004 5,391,027 5,479,911 5,496,316 Interest bearing basic deposits 1,259,781 671,387 960,179 1,117,652 1,301,479 1,409,312 Other deposits Total deposits Credits (interest.) 8,181 51,645 64,012 65,744 68,499 140,931 5,130,125 5,164,515 6,401,195 6,574,423 6,849,889 7,046,559 992,109 992,200 Other liabilities (non-interest.) 396,765 298,929 711,244 730,491 761,099 782,951 Total liabilities 6,518,999 6,455,644 7,112,439 7,304,914 7,610,988 7,829,510 Reservations for potential losses per off-balance items 1,117,269 1,117,269 528,000 400,000 300,000 250,000 Own capital 6,463,078 6,808,420 7,172,334 7,552,242 7,956,455 8,422,630 Total capital and liabilities 14,099,346 14,381,333 14,812,773 15,257,156 15,867,442 16,502,140 Off-balance evidence 3,574,284 3,751,979 2,650,000 2,650,000 2,550,000 2,350,000 Business on behalf and for the third parties Issued payable guarantees: 1. => Pregled 1: ~~~ Projekcija bilansa stanja (u 000 dinara) Promenljiva veličina 31.XII 2007. 2008. 2009. 2010. 2011. 2012. ~~~ Aktiva Neto krediti 8.486.676 9.707.400 10.131.937 10.573.209 11.138.945 11.733.022 Ostali kamatonosni plasmani 1.377.483 1.078.600 1.125.771 1.174.801 1.237.661 1.303.669 Svega prinosna aktiva 9.864.159 10.786.000 11.257.707 11.748.010 12.376.605 13.036.691 Neprinosna aktiva 4.235.187 3.595.333 3.555.065 3.509.146 3.490.837 3.456.449 Ukupna aktiva Obaveze 14.099.346 14.381.333 14.812.773 15.257.156 15.867.442 16.502.140 Nekamatonosni osnovni depoziti 3.862.163 4.441.483 5.377.004 5.391.027 5.479.911 5.496.316 Kamatonosni osnovni depoziti 1.259.781 671.387 960.179 1.117.652 1.301.479 1.409.312 Drugi depoziti Svega depoziti Krediti (kamat.) 8.181 51.645 64.012 65.744 68.499 140.931 5.130.125 5.164.515 6.401.195 6.574.423 6.849.889 7.046.559 992.109 992.200 Druge obaveze (nekamat.) 396.765 298.929 711.244 730.491 761.099 782.951 Ukupne obaveze 6.518.999 6.455.644 7.112.439 7.304.914 7.610.988 7.829.510 Rezervisanja za potencijalne 1.117.269 1.117.269 528.000 400.000 300.000 250.000 gubitke po vanbilansnim stavkama Sopstveni kapital 6.463.078 6.808.420 7.172.334 7.552.242 7.956.455 8.422.630 Ukupno kapital i obaveze 14.099.346 14.381.333 14.812.773 15.257.156 15.867.442 16.502.140 Vanbilansna evidencija 3.574.284 3.751.979 2.650.000 2.650.000 2.550.000 2.350.000 Poslovi u ime i za račun trećih lica Izdate plative garancije, u tome: ~~~ 1.812.181 1.812.181 650.000 700.000 700.000 700.000 1.
LL@(22206) Old 2. => Stare 2.
LL@(22207) New 1,812,181 1,812,181 650,000 700,000 700,000 700,000 1,039,296 772,885 650,000 700,000 700,000 700,000 Issued performance guarantees: 1,389,798 1,389,798 1,400,000 1,300,000 1,200,000 1,000,000 1. => Nove 1.039.296 772.885 650.000 700.000 700.000 700.000 Izdate činidbene garancije, u tome: ~~~ 1.389.798 1.389.798 1.400.000 1.300.000 1.200.000 1.000.000 1.
LL@(22208) Old 2. => Stare 2.
LL@(22209)  => Nove 194.125 1.195.673 1.400.000 1.300.000 1.200.000 1.000.00 Dati avali, akcepti menica 372.305 550.000 600.000 650.000 650.000 650.000 Pregled 2:
LL@(22210) New 194,125 1,195,673 1,400,000 1,300,000 1,200,000 1,000,00 Issued avals, backing guarantees 372,305 550,000 600,000 650,000 650,000 650,000 Review 2: Projection of income statement (in 000 dinars) 1st June Net income from interest rates 717,818 1,027,487 1,100,602 1,073,685 1,057,131 1,088,562 Incomes from compensations 521,290 807,311 900,493 914,621 975,813 1,179,275 Total income 1,239,108 1,834,798 2,001,095 1,988,306 2,032,945 2,267,837 Operational expenditures a) Earnings and compensation to employees b) Property and equipment 596,754 733,919 800,438 795,322 813,178 907,135 55,044 60,033 59,649 60,988 68,035 c) Other operations expenditures 429,836 642,179 700,383 695,907 711,531 793,743 Total operational expenditures Expenditures on the basis of loses on loans 1,431,143 1,560,854 1,550,879 1,585,697 1,768,913 (24,903) (8,661) (9,002) (11,541) (12,119) Income from securities sales 36,116 73,392 80,044 99,415 121,977 158,749 Profit/loss prior to tax from profit Profit tax Net profit/loss 501,950 528,945 545,845 580,765 669,792 70,273 74,052 70,960 75,500 87,073 431,677 454,893 474,885 505,266 582,719 The need to plan banking activities as segments of the management process is conditioned by the processes of deregulation and globalization of financial markets. => Projekcija bilansa uspeha (u 000 dinara) 1.VI 2007. 2008. 2009. 2010. 2011. 2012. ~~~ Neto prihodi od kamata 717.818 1.027.487 1.100.602 1.073.685 1.057.131 1.088.562 Prihodi od naknada 521.290 807.311 900.493 914.621 975.813 1.179.275 Ukupan prihod 1.239.108 1.834.798 2.001.095 1.988.306 2.032.945 2.267.837 Operativni rashodi a) Zarade i naknade zaposlenima 596.754 733.919 800.438 795.322 813.178 907.135 b) Nekretnina i oprema 55.044 60.033 59.649 60.988 68.035 c) Drugi rashodi poslovanja 429.836 642.179 700.383 695.907 711.531 793.743 Svega operativni rashodi Rashodi po osnovu gubitaka 1.431.143 1.560.854 1.550.879 1.585.697 1.768.913 na kreditima (24.903) (8.661) (9.002) (11.541) (12.119) Dobici od prodaje hartija od vrednosti 36.116 73.392 80.044 99.415 121.977 158.749 Dobitak/gubitak pre poreza iz dobitka 501.950 528.945 545.845 580.765 669.792 Porez iz dobitka Neto dobitak/gubitak 70.273 74.052 70.960 75.500 87.073 431.677 454.893 474.885 505.266 582.719 Potreba za planiranjem bankarskih aktivnosti kao segmentom upravljačkog procesa uslovljena je procesima deregulacije i globalizacije finansijskih tržišta. ~~~ Te aktivnosti treba da ispune tri cilja:
LL@(22211) These activities are meant to achieve three goals: operational plans that serve to specify the details on how the overall bank objectives can be achieved; long-term plans that cover the time horizon longer 1. an efficient management of bank resources (Do the right thing) 2. an effective use of bank opportunities on financial market (In the right way) 3. an adequate measuring of efficiency and productivity in banks; for this purpose the Malmquist index is used Š5ËŠ7ËŠ11Ë; it is used as support in the function of supervision over the banking sector as well as in strategic planning. => 1. efikasno upravljanje resursima banke (Uraditi pravu stvar), 2. efektivno iskorišćenje šansi banke na finansij skom tržištu (Na pravi način). ~~~ 3. adekvatno merenje efikasnosti i produktivnosti u bankama; u tu svrhu koristi se Malmquist-ov indeks Š5ËŠ7ËŠ11Ë; koristi se kao podrška u funkciji nadzora nad bankarskim sektorom, kao i za strateško planiranje. ~~~ Sa aspekta namene, za koje se prave, vrste planova u banci jesu sledeće:
LL@(22212) From the aspect of purpose for which they are devised, the types of plans in the bank are the following: strategic plans on the bank level that serve to define the overall objectives of the bank and tend to adequately position the bank in the business environment; than three years; short-term plans that cover a one-year period, a quarter of the year, or a month; permanent plans meant to provide resources for repetitive activities; plans to be implemented in unique situations; specific, strictly specified plans. => Strateški planovi na nivou banke kojima se utvrđuju ukupni ciljevi banke i teže ka tome da banku adekvatno pozicioniraju u poslovnom okruženju; Operacioni planovi kojima se specificiraju detalji kako realizovati ukupne ciljeve banke; Dugoročni planovi koji obuhvataju vremenski okvir duži od tri godine; Kratkoročni planovi koji pokrivaju jednogodišnji period, kvartal ili mesec; Trajni planovi koji obezbeđuju sredstva za aktivnosti koje se ponavljaju; Planovi za primenu u jedinstvenoj situaciji; Specifični planovi koji su usko precizirani.
LL@(22213) Strategic planning is a tool meant to translate the bank potentials into real advantage over competition and avoid threats for the survival of banks. => Strategijsko planiranje je instrument koji treba da potencijale banke prebaci u realne prednosti u odnosu na konkurenciju i izbegne opasnosti koje prete opstanku banaka.
LL@(22214) The bank potentials are the following: building closer relations with clients for the purpose of satisfying their sophisticated needs, bank image, creativity, flexibility, innovative power, and other. => Kao potencijale banke možemo navesti sledeće: približavanje komitentima banke radi zadovoljenja njihovih sofisticiranih potreba, imidž banke, kreativnost, fleksibilnost, snaga inovativnosti i drugo.
LL@(22215) The role of management accounting is to communicate among the budgetary goals, achieved goals, and satisfaction; hence it is a sig nificant strategic information potential for the creation of motivational signals in the long run. => Upravljačko računovodstvo ima ulogu komuniciranja između budžetskih ciljeva, postignutih ostvarenja i zadovoljstva po tom osnovu, te u tom smislu predstavlja značajan strateški informacioni potencijal za kreiranje motivacionih signala, posmatrano na duži vremenski period.
LL@(22216) Therefore it is necessary that a requirement should be satisfied that all responsible for the budget process define goals in the budget on realistic bases. => U tom smislu, neophodno je da bude ispunjen zahtev da nosioci budžetskog procesa definišu ciljeve u budžetu na realnim osnovama.
LL@(22217) Strategic business units in the bank are engaged in search of the means to achieve and maintain the competitive advantage. => Strategijske poslovne jedinice u banci bave se iznalaženjem sredstava za sticanje i održavanje konkurentske prednosti.
LL@(22218) The manner in which a strategic business unit will ensure a competitive advantage and achieve the banks goals on the way is defined by the strategic business unit plan. => Način na koji će strategijska poslovna jedinica osigurati konkurentsku prednost a da pritom ostvari ciljeve banke definiše se planom strategijske poslovne jedinice.
LL@(22219) A typical business unit of the bank is a profit centre (e.g. bank branch) and it is necessary that separate plans be devised for them. ~~~ 5. => Tipičnu strategijsku poslovnu jedinicu za banku predstavljaju profitni centri (npr. filijale banke), te je za njih neophodno praviti posebne planove. 5.
LL@(22220) Accounting in the function of control The process of control entails measuring the achieved goal values and taking collective actions if necessary. => Racunovodstvo u funkciji kontrole Proces kontrole predstavlja merenje ostvarenih ciljnih veličina i preduzimanje korektivnih akcija ukoliko je to neophodno.
LL@(22221) From the financial aspect, the control is conducted in a numbar of phases: 1. standard identification 2. performance measuring 3. comparing performance to standards and 4. evaluation of performance and taking appropri ate action Š3ËŠ4Ë. => Sa finansijskog aspekta, kontrola se sprovodi u nekoliko faza: ~~~ 1. identifikovanje standarda, 2. merenje performansi, 3. poredjenje performansi sa standardima i 4. evaluacija performansi i preduzima nje odgovarajućih akcija Š3Ë Š4Ë.
LL@(22222) For an efficient operation of a control system on the bank level that should allow for a quality bank management, it is necessary that an overall internal control system be established. => Za efikasno funkcionisanje sistema kontrola na nivou banke koji treba da omogući kvalitetno upravljanje bankom neophodno je uspostavljanje potpunog sistema internih kontrola.
LL@(22223) The complexity of the internal control systems depends on several factors: bank size, scope of business, type of business bank is engaged in, risk in each business sector, the scope of individual transactions, controls carried out by the executive directors of the bank and of branches, the scope of decentralisation and organizational structure. => Složenost sistema internih kontrola zavisi od nekoliko faktora: veličine banke, obima poslovanja, vrste poslova koje banka obavlja, rizika u svakoj oblasti poslovanja, obima pojedinačnih transakcija, kontrola koje sprovode izvršni direktori banke i filijala, obima decentralizacije i organizacione strukture.
LL@(22224) It is the obligation of the bank management to provide control that will ensure the safety of the founders invested capital and especially the safety of deposits. => Rukovodstvo banke treba da obezbedi kontrolu koja će omogućiti sigurnost uloženih sredstava osnivača, a posebno sigurnost depozitnih sredstava.
LL@(22225) The activities of internal control should be twofold: preventive and repressive. => Dejstvo interne kontrole treba da bude dvojako- preventivno i represivno.
LL@(22226) Acting preventivelly, the internal control is expected to prevent irregularities in business and contribute to the organizational settlement in the bank which will in turn alleviate all the potential situations that may turn into irregularities. => Kroz preventivno dejstvo interna kontrola treba da spreči pojavu nepravilnosti u poslovanju i da doprinese organizacionom sredjivanju u banci koje treba da otkloni sve potencijalne mogućnosti za pojavu nepravilnosti.
LL@(22227) The repressive activity of the internal control is reflected in that as a detective control, it investigates the business to reveal possible irregularities, undertakes appropriate actions to alleviate the consequences of these irregularities (illegal actions) and creates an opportunity for starting a disciplinary action against the person responsible. => Represivno dejstvo interne kontrole ispoljava se u tome što ona kao detektivna kontrola kroz istraživanje poslovanja otkriva nepravilnosti, preduzima odgovarajuće mere za otklanjanje posledica koje su nastale počinjenim nepravilnostima (nedozvoljenim radnjama) i stvara mogućnosti za pokretanje disciplinskeog postupka protiv odgovornih lica.
LL@(22228) In view of the fact that the internal control service largely leans upon accounting in its work, it can be rightly deemed as one of the most important functions of accounting. => S obzirom na činjenicu da se interna kontrolna služba u svom radu u velikoj meri oslanja na računovodstvo, može se s pravom reći da je interna kontrola jedna od najznačajnijih funkcija računovodstva.
LL@(22229) The basic presumption here is that accounting disposes of an appropriate evidence on business and also allows for other controls for the purpose of testing the efficiency of the bank. => Pritom je osnovna pretpostavka da računovodstvo raspolaže uredno vodjenom evidencijom o poslovanju , kao i da omogućuje i druga kontrolna ispitivanja radi utvrdjivanja efikasnosti u poslovanju banke.
LL@(22230)  => U računovodstvu se obavljaju operativni finansijski poslovi i vodi finansijska evidencija.
LL@(22231)  => Prevencija dolazi do izražaja kod operativnih finansijskih poslova a represivno dejstvo kod evidencionih poslova.
LL@(22232) The following can be implemented for the purposes of financial control: 1. budgetary control, 2. financial indicator analysis, 3. financial auditing. => Za potrebe finansijske kontrole mogu se primeniti: ~~~ 1. budžetska kontrola, 2. analliza finansijskih indikatora, 3. finansijska revizija.
LL@(22233) The control importance of accounting is fully meaningful only on condition all accounting activities are performed accurately, timely and correctly. => Kontrolni značaj računovodstva dolazi do punog izražaja isključivo ako se svi računovodstveni poslovi obavljaju tačno, blagovremeno i ispravno.
LL@(22234) Hence the accounting activities have to be systematically controlled by the banks authorities so that accounting should make a valid basis for internal control. => Stoga, rad računovodstva takodje mora biti sistematski kontrolisan, od strane odgovarajućih organa banke, kako bi računovodstvo predstavljalo validnu osnovu za internu kontrolu.
LL@(22235) The control importance of the accounting unit can especially be observed through: the control importance of financial evidence, the control importance of reports, and the control importance of bookkeeping accounts. => Kontrolni značaj celine računovodstva posebno se može posmatrati kroz: kontrolni značaj finansijske evidencije, kontrolni značaj izveštaja i kontrolni značaj knjigovodstvenih računa.
LL@(22236) Furthermore, the effect of the implementation of modern technique upon control importance of accounting should be taken into consideration. => Pored toga, treba sagledati uticaj primene savremene tehnike na kontrolni značaj računovodstva.
LL@(22237) The accounting is the basis of systematically processed data (systematic financial records) which make a very important basis for the control procedures of authorised services. => U knjigovodstvu se nalaze sistematski sredjeni podaci (sistematska finansijska evidencija) koji čine veoma značajnu osnovu za kontrolne postupke odgovarajućih službi..
LL@(22238) Creating an adequate reporting system, that is, the use of a number of interrelated and time-comparable reports, adds to the control importance of the internal reporting service Š1Ë. => Formiranje adekvatnog sistema izveštavanja, odnosno upotreba većeg broja izveštaja medjusobno povezanih i vremenski uporedivih, pojačava kontrolini značaj službe internog izveštavanja Š1Ë.
LL@(22239) The basic links in the data control are the contos (accounts). => Osnovne karike u kontroli podataka predstavljaju konta (računi).
LL@(22240) A precondition for strengthening the control importance of the contos themselves is a credible documentation. => Preduslov za jačanje kontrolnog značaja samih konta predstavlja verodostojna dokumentacija.
LL@(22241) The balance sheet account containing elements that do not correspond to the contents of that account has no control importance because it is not homogenous. => Saldo bilansnog računa koji sadrži elemente koji ne odgovaraju sadržini tog konta nema kontrolni značaj, jer nije homogen.
LL@(22242) A balance account (conto) that is not integral has not conteol importance since it does not report the real state due to lack of certain transactions that change the account turnover. => Saldo bilansnog računa (konta) koji nije integralan, takodje ne poseduje nikakav kontrolni značaj, jer on ne iskazuje realno stanje zbog nedostatka odredjenih transakcija koje menjaju promet na računu.
LL@(22243) The term control independent on banking business process means internal and external auditing. => Pod pojmom »kontrola nezavisna od procesa bankarskog poslovanja« podrazumeva se interna i eksterna revizija.
LL@(22244) Internal auditing is part of bank management function that explores assesses and improves internal control. => Interna revizija je deo funkcije upravljanja bankom koje ispituje, ocenjuje i unapredjuje internu kontrolu.
LL@(22245) Internal auditing provides support to the bank accounting for the purpose of a more efficient management and in this sense it assesses the efficiency of internal control in the banks organizational units. => Interna revizija pruža podršku rukovodstvu banke radi efikasnijeg upravljanja i u tom smislu ocenjuje efikasnost interne kontrole po organizacionim jedinicama banke. ~~~ Interna revizija dostavlja svoj izveštaj isključivo nadležnom organu banke.
LL@(22246) As part of the management system, internal auditing has to be appropriately organized. => Kao deo upravljačkog sistema banke interna revizija mora biti adekvatno organizovana.
LL@(22247) The need for internal auditing is more pronounced in big banks that have a dislocated network of branches for the sales of banking products. => Potreba za internom revizijom izraženija je kod velikih banaka koje imaju dislociranu mrežu svojih filijala za prodaju bankarskog proizvoda.
LL@(22248) The task of internal auditing is to prevent illegal activities in order to avoid consequences and damage for the institution and for its clients, or at least to diminish them as much as possible. => Zadatak interne revizije je da se spreče nedozvoljene radnje, kako bi se izbegle posledice i štete za instituciju i njene komitente ili bar smanje na manji mogući nivo.
LL@(22249) The internal auditing of a bank has to be committed to checking the economic purpose of the business flow: e.g., its task is to devise propositions for improvements and rationalizations in organizational procedures, to aid reduce the costs of bank property and personnel. => Interna revizija jedne banke mora se posvetiti proveri ekonomske svrhe toka poslovanja: npr. na njoj je da razvije predloge poboljšanja i racionalizacije kod postupaka organizacije, da pomogne ostvarenju smanjenja troškova imovine i personala banke.
LL@(22250) Shortly speaking, internal auditing is not restrained in any way as regards the objects of auditing: although the tasks are the same, as a rule, banks differ by the premises, focuses, and the intensity of the achieved level of technology introduced. => U globalu, interna revizija nema granice u odnosu na objekte provere: iako su postavke zadataka u suštini po pravilu iste, ipak se od banke do banke razlikuju objekti, težište i intenzitet dostignutog stepena uvedene tehnologije.
LL@(22251) Managers and independent external auditors should cooperate as their goals coincide: they have to create and distribute the financial reports that present a truthful review of the outcomes property flow and the general standing of the bank. => Menadžeri i nezavisni eksterni revizori treba da rade kooperativno, pošto imaju iste ciljeve: sastavljanje i distribuciju finansijskih izveštaja koji predstavljaju istinit pregled ostvarenog rezultata, kretanje imovine i opšte stanje banke.
LL@(22252) The overall company plan, the planned goals and tasks should serve as basis and tool of performance management control and analysis. => Ukupan plan preduzeća, planom postavljeni ciljevi i zadaci treba da posluže kao obavezna osnova i instrument izvodjenja, upravljanja, kontrole i analize.
LL@(22253) The accounting control and analytical information on the principles of well organized feedback become a tool for the compnys business system management and orientation towards the set goals. => Računovodstvene, kontrolne i analitičke informacije, na principima dobro organizovanog povratnog dejstva postaju sredstvo za upravljanje i usmeravanje poslovnog sistema preduzeća prema postavljenom cilju.
LL@(22254) The accounting control of the achieved outcomes in the banking business is based on the budget, hence it is often called the budgetary control. => Računovodstvena kontrola ostvarenih rezultata poslovanja banke je zasnovana na budžetu, te se stoga često i naziva budžetska kontrola.
LL@(22255) It can be observed from several aspects: the control of the achievement of the banking in stitution as a whole; the controlof the achievement of the banks profit and investment centres; the control of the achievement of the cost centre of the bank, where the criterion is the deviation from the anticipated costs and the beginning of the management process for a new cycle of the bank management. => Može se posmatrati sa više aspekata: kontrola ostvarenja bankarskog preduzeća kao celine; kontrola ostvarenja profitnih i investicionih centara banke; kontrola ostvarenja centra troškova banke, pri čemu je kriterijum odstupanje od očekivanih troškova i početak menadžerskog procesa za novi ciklus bankarskog menadžmenta.
LL@(22256) Conclusion Generally speaking, the importance of accounting is twofold. => Zaključak Načelno govoreći, značaj računovodstva javlja se u dva vida.
LL@(22257) On one hand, through its activities accounting autonomously tracks irregularities in the operations of the bank as a whole, hence it has a role of a control body. => Sa jedne strane, računovodstvo svojom aktivnošću, samostalno, otkriva nepravilnosti u radu banke u celini, odnosno računovodstvo ima ulogu kontrolnog organa.
LL@(22258) On the other hand, accounting makes basis for the activities of other control bodies in the bank, in that it allows for a detailed insight into the flows of the entire banking business. => Sa druge strane, računovodstvo čini osnov za rad drugih kontrolnih organa u banci time što im omogućava detaljan uvid u tokove celokupnog poslovanja banke.
LL@(22259) In this way the control function of accounting is expressed indirectly through the activities of other bodies. => Time je kontrolni značaj računovodstva izražen posredno, kroz rad drugih organa.
LL@(22260) Lately, and primarily due to the economic crisis, the primary management activity planning is rather pronounced in banks, as is the accounting planning (budgeting), as a tool in the realization of annual planning, especially in the cost management segment. => U poslednje vreme, u prvom redu zbog prisustva ekonomske krize, primarna upravljačka aktivnost-planiranje je veoma izrazena u bankama, kao i računovodstveno planiranje (budžetiranje) kao instrument u realizaciji godišnjeg planiranja, posebno u segmentu upravljanja troškovima.
LL@(22261) There is no efficient bank management without appropriate planning and this in turn is meaningless without an appropriate control. => Efikasnog upravljanja bankom nema bez dobrog planiranja, a ono je opet nesvrsishodno bez odgovarajuće kontrole.
LL@(22262) The strategic control requires an active monitoring of the environment and gathering quality external information. => Strategijska kontrola zahteva aktivno praćenje okruženja i pribavljanje kvalitetnih eksternih informacija.
LL@(22263) The capital analysis and planning are critical factors for the management in achieving desired goals. => Analiza i planiranje kapitala predstavljaju kritične elemente za ostvarenje željenih ciljeva od strane menadžmenta banke.
LL@(22264) The key factor of the strategic planning process is the analysis of the present and the future equity capital as regards strategic goals. => Ključni činilac procesa strateškog planiranja predstavlja analiza postojećeg i budućeg obaveznog kapitala u odnosu na strateške ciljeve.
LL@(22265) As a manegement function, control is not a registrar of current banking activities, but is rather a navigateor and innovator of business activities to be performed in the future. => Kontrola kao upravljačka funkcija nije registrator tekućih aktivnosti banke, već je navigator i inovator po slovnih aktivnosti koje će se tek odvijati u budućnosti.
LL@(22266) The bank manager is expected to create various reports for various types of business decisions: on an annual level, on a semi-annual level, on a quarterly, and on a monthly levels. => Od menadžera banke očekuje se kreiranje različitih izveštaja za različite tipove poslovnih odluka i to: na godišnjem nivou, polugodišnje, kvartalno i mesečno.
LL@(22267) The higher the risk and uncertainty in business on the financial market, the higher the demands for reporting on the performance of the bank, as well as for forecasting information. => Što je veći stepen rizika i neizvesnosti u poslovanju na finansijskom tržištu, veći su zahtevi za izveštavanjem o ostvarenim perforamansama banke, kao i za prognostičkim informacijama Uspešno strateško upravljanje bankom ne može se realizovati bez adekvatne informacione podrške upravljačkog računovodstva.
LL@(22268) A successful strategic management of the bank cannot be effected without an adequate information support of the management accounting. => Drugim rečima, akcenat u zadovoljavanju informacionih potreba strateškog menadžmenta, upravljačko računovodstvo treba da stavi na sledeće aktivnosti:
LL@(22269) In other words, management accounting should put a stress in satisfying information needs of the strategic management on the following activities: 1. introducing a new structure of reporting to the bank management; quarterly and monthly reports; 2. introducing new information systems based on integration of planned information of both internal and external character; 3. introducing new control and rewarding systems as a measure for tracking performance in order that they should be improved. => 1. uvođenje nove strukture izveštavanja menadž menta banke;kvartalno i mesecno izvestavanje; 2. uvođenje novih informacionih sistema zasnovanih na objedinjavanju planskih informacija, internog i eksternog karaktera; 3. uvođenje novih sistema kontrole i nagrađivanja, kao mere za praćenje ostvarenih performansi, radi poboljšanja istih.
LL@(22270) An adequate synchronisation of the functions of financial reporting planning and control together with a powerful information support is not enough; what is necessary is also a quality banking management to govern all the business activities of the bank in the achievement of strategic and other goals. => Adekvatna sinhronizacija funkcija - finansijskog izveštavanja, planiranja i kontrole uz snažnu informatičku podršku, nije dovoljna, već je neophodan i kvalitetan bankarski menadžment koji će upravljati svim poslovnim aktivnostima banke u realizaciji strateških i drugih ciljeva.
LL@(22271) REFERENCE Š1Ë \urić, D., (2010), Izveštaji upravljačkog računovodstva za potrebe odlučivanja u poslovnoj praksi, Menadžment 55, str. => 
LL@(22272) 17-24. ~~~ Š2Ë \urić, D., Knežević, P. S., Barjaktarović, R. S., (2011), Upravljačko računovodstvo u funkciji sticanja konkurentske prednosti i bankarski kontroling, Menadžment 59, str. => 
LL@(22273) 5-15. ~~~ Š3Ë Fries, S., Neven, D., Seabright, P., (2002), Bank Performance in Transition Economices, EBRD. => LITERATURA Š1Ë \urić, D., (2010), Izveštaji upravljačkog računovodstva za potrebe odlučivanja u poslovnoj praksi, Menadžment 55, str. 17-24. Š2Ë \urić, D., Knežević, P. S., Barjaktarović, R. S., (2011), Upravljačko računovodstvo u funkciji sticanja konkurentske prednosti i bankarski kontroling, Menadžment 59, str. 5-15. Š3Ë Fries, S., Neven, D., Seabright, P., (2002), Bank Performance in Transition Economices, EBRD.
LL@(22274) Š4Ë Fries, S., Taci, A., (2002), Banking Reform and Development in Transition Economies, EBRD. => Š4Ë Fries, S., Taci, A., (2002), Banking Reform and De velopment in Transition Economies, EBRD.
LL@(22275) Š5Ë Grifell-Tatje, E., Lovell, C.A.K., (1996), Deregulation and productivity decline: The case of Spanish savings banks, European Economic Review 40, pp. 1281-1303. => Š5Ë Grifell-Tatje, E., Lovell, C.A.K., (1996), Deregulation and productivity decline:
LL@(22276) Š6Ë Hopkins, E.W., Hopkins, A.S., (1997), Strategic planing financial permormance relationships in banks: a causal examination, Strategic Management Journal 18:8, pp. 635-652. ~~~ Š7Ë Isik, I., (2008), Productivity, technology and efficiency of de novo banks: A counter evidence from Turkey, Journal of Multinational Financial management 18, pp. 427-442. => The case of Spanish savings banks, European Economic Review 40, pp. 1281-1303. Š6Ë Hopkins, E.W., Hopkins, A.S., (1997), Strategic planing financial permormance relationships in banks: a causal examination, Strategic Management Journal 18:8, pp. 635-652. Š7Ë Isik, I., (2008), Productivity, technology and efficiency of de novo banks:
LL@(22277) Š8Ë Knežević, S., Milosavljević, M., Dimitrović, V., (2010), Značaj strategijskog upravljačkog računovodstva za upravljanje bankama, Menadžment, 57, pp. 23-29. ~~~ Š9Ë Kloten, N., Von Stein, J., (1999), Geld-Bank-und Borsenwesen, Schaffer-Poeschel Verug, Stuttgart. => A counter evidence from Turkey, Journal of Multinational Financial management 18, pp. 427-442. Š8Ë Knežević, S., Milosavljević, M., Dimitrović, V., (2010), Značaj strategijskog upravljačkog računovodstva za upravljanje bankama, Menadžment, 57, pp. 23-29. Š9Ë Kloten, N., Von Stein, J., (1999), Geld-Bank-und Borsenwesen, Schaffer-Poeschel Verug, Stuttgart.
LL@(22278) Š10Ë OECD, (2008), Rentabilite des banques comptes des banques 1996-2005. ~~~ Š11Ë Primorac, M., Troskot, Z., (2005), Mjerenje efikasnosti i produktivnosti hrvatskih banaka Malmquistovim indeksom promjene ukupne faktorske produktivnosti, Finansijska teorija i praksa 29 (4), str. ~~~ 367-383. => Š10Ë OECD, (2008), Rentabilite des banques comptes des banques 1996-2005. Š11Ë Primorac, M., Troskot, Z., (2005), Mjerenje efikasnosti i produktivnosti hrvatskih banaka Malmquistovim indeksom promjene ukupne faktorske produktivnosti, Finansijska teorija i praksa 29 (4), str. 367-383. Š12Ë Wu, Cheng-Ru, Lin, Chin-Tsai, Tsai, Pei-Hsuan., (2010), Evaluating Business Performance of wealth management banks, European Journal of Operational Research 207, pp. 971-979.
LL@(22279) Š12Ë Wu, Cheng-Ru, Lin, Chin-Tsai, Tsai, Pei-Hsuan., (2010), Evaluating Business Performance of wealth management banks, European Journal of Operational Research 207, pp. 971-979. => Ranjivost projekta: stanje i predlozi za razvijanje budućih okvira delovanja UDK:
LL@(22280) Project Vulnerability: State of the Art and Propositions for Future Framework Development UDC: 005.334:005.8 Sanja Jovičić2, Franck Marle1, Jean-Claude Bocquet1, Marija Janković1, Ludovic-Alexandre Vidal1 1LaboratoireGénie Industriel, Ecole Centrale Paris, France 2Faculty of Organizational Sciences, University of Belgrade sanja.jovicic¿ecp.fr This paper reviews research studies of vulnerability in different scientific disciplines. => 005.334:005.8 Sanja Jovičić2, Franck Marle1, Jean-Claude Bocquet1, Marija Janković1, Ludovic-Alexandre Vidal1 1LaboratoireGénie Industriel, Ecole Centrale Paris, France 2Faculty of Organizational Sciences, University of Belgrade sanja.jovicic¿ecp.fr Ovaj rad predstavlja prikaz istraživanja ranjivosti u različitim naučnim disciplinama.
LL@(22281) Here, we also challenge present research to incorporate this concept into the domain of project risk management. => Takođe predstavlja i poziv da se ovaj koncept uključi u oblast upravljanja projektnim rizikom.
LL@(22282) The formulation of vulnerability has usually common though contested meaning. => Formulacija ranjivosti ima upošteno sasvim obično, mada sporno značenje.
LL@(22283) It is explained as a degree to which a system is susceptible to harm and incapable to cope with its adverse effects. => Definiše se kao stepen do koga je sistem podložan oštećenju i nesposoban da se nosi sa negativnim posledicama tog oštećenja.
LL@(22284) But the concept seems not fully operational. => Izgleda da ovaj koncept nije potpuno operativan.
LL@(22285) The challenges confronted to make it operational are to develop a robust method for its assessment; afterwards to promote adequate strategies for vulnerability reduction. => Ono što treba da se učini da bi on bio operativan jeste da se razvije jedan čvrst model za njegovu procenu, pa da se zatim uvedu odgovarajuće strategije za smanjenje ranjivosti.
LL@(22286) Depending on a purpose of assessment as well as on specific environments, methods for vulnerability assessment do not show commonness among themselves, even not among the same scientific disciplines. => U zavisnosti od svrhe procene i od okruženja, metodi za procenu ranjivosti se međusobno razlikuju, čak i u okviru iste naučne discipline.
LL@(22287) The main objectives of this paper are to establish common ground for vulnerability and identify potential framework developments for project risk management. ~~~ 1. => Glavni ciljevi ovog rada jesu da se uspostavi zajednički osnov ranjivosti i identifikuju koraci za uspostavljanje potencijalnog okvira za upravljanje projektnim rizikom. 1.
LL@(22288) Introduction Integrating analysis of vulnerability into traditional risk management approach seems to be a promising step in effective risk response planning. => Uvod Integrisanje analize ranjivosti u tradicionalni pristup upravljanju rizikom predstavlja dobar korak u planiranju efektivnog odgovora na rizik.
LL@(22289) According to number of scientific publications on the Web of Science, increasing interest in concept of vulnerability is present among various disciplines. => Prema nekolikIm naučnim publikacijama na Naučnoj mreži (Web of Science), u velikom broju različitih disciplina javlja se interesovanje za koncept ranjivosti.
LL@(22290) It must be noted that just several works are present in a domain of industrial engineering and particularly in a field of project management Š32Ë. Benchmarking more then 30 articles about vulnerability in different research areas, we have found that terms used on a conceptual level as well as application practices are still very vague. => Primetno je da u oblasti industrijskog inženjeringa i posebno u oblasti upravljanja projektima postoji samo nekoliko radova na ovu temu Š32Ë. ~~~ Poredeći više od 30 članaka na temu ranjivosti u različitim oblastima istraživanja, zaključili smo da su termini koji se koriste na pojmovnoj ravni kao i postupci primene još uvek prilično neodređeni.
LL@(22291) The main purpose of this paper is to identify characteristics of vulnerability and key issues for its complete understanding in order to make this concept suitable for project environment. => Glavni cilj ovog rada jeste da identifikuje karakteristike ranjivosti i ključna pitanja od značaja za njeno potpuno razumevanje da bi ovaj koncept mogao da odgovara projektnom okruženju.
LL@(22292) As we progress further in our research topic, we aim to build a coherent conceptual framework integrated with traditional project risk management methods that can be effectively used by project risk managers. => U daljem bavljenju našom temom u istraživanju, pokušaćemo da izgradimo koherentan konceptualni okvir koji se uklapa u metode tradicionalnog upravljanja projektima i koji će menadžeri projektnog rizika moći efektivno da primenjuju.
LL@(22293) Having the mentioned purposes in mind, we start our paper by describing the project and its specific environment. => Imajući u vidu naše ciljeve, rad počinjemo definisanjem projekta i njegovog specifičnog okruženja.
LL@(22294) Afterwards, we make a brief review on traditions of project risk management highlighting a need for introduction of vulnerability. => Zatim sledi kratak pregled tradicionalnih postupaka u upravljanju projektnim rizikom s naglaskom na potrebi da se uvede ranjivost.
LL@(22295) The second and the third parts are dedicated to better understandings of vulnerability among different research areas and current approaches to assess vulnerability. => U drugom i trećem poglavlju pokušavamo da bolje osvetlimo ranjivost u različitim oblastima istraživanja i savremene pristupe u proceni ranjivosti.
LL@(22296) The fourth part addresses vulnerability issues that need to be adapted for project environment. => Četvrto poglavlje posvećeno je pitanjima ranjivosti koja treba prilagoditi projektnom okruže nju.
LL@(22297) As this paper is conceptual framework, we conclude it with confrontation of challenges of the next step of our future research process. ~~~ 2. => Kako ovaj rad predstavlja konceptualni okvir, zaključujemo ga navodeći izazove koji nas čekaju u narednom koraku u našim budućim istraživanjima. 2.
LL@(22298) Background When considering project environment, it is essential to define what really project is. => Osnovni podaci Kada se posmatra projektno okruženje, važno je da se definiše šta je stvarno projekat.
LL@(22299) Among numerous ways to define project, this paper adapts a definition that project is a temporary and unique endeavor undertaken to deliver result Š25; 21; 32Ë. Uniqueness and temporariness are the characteristics that make project different from everyday activities. => Ima mnogo načina da se definiše projekat, a u ovom radu prilagođena je definicija da projekat predstavlja privremeni i jedinstveni poduhvat koji se preduzima da bi se postigao određeni rezultat Š25;21;32Ë.
LL@(22300) Its uniqueness is mirrored in unique, specific target values, environment, resources, management styles and other parameters that constitute a project system. => Jedinstvenost i privremenost su karakteristike koje razlikuju projekat od svakodnevnih aktivnosti. ~~~ Ta jedinstvenost se ogleda u jedinstvenim, specifičnim ciljnim vrednostima, okruženju, resursima, stilovima upravljanja i drugim parametrima koji čine projektni sistem.
LL@(22301) The temporariness is manifested through defined beginning and end Š25Ë. Targeted values are project deliverables corresponding to service, product or extension of understandings, scientific contribution and other beneficial changes Š29Ë. Deliverable is directly provided by project operational activities. => Privremenost se manifestuje definisanim početkom i krajem Š25Ë. ~~~ Ciljne vrednosti su projektni proizvodi koji se manifestuju kao usluge, proizvodi ili širenje razumevanja, naučni doprinos i druge korisne promene Š29Ë. ~~~ Proizvod je neposredni rezultat operativnih aktivnosti u projektu.
LL@(22302) As projects get more complex, managerial activities whose primary function is directed to distribution of information and keeping a project schedule on its track, have become fully inherent in project execution. => Kako projekti postaju složeniji, menadžerske aktivnosti čija je primarna funkcija usmerena na širenje informacija i održavanje projektnog plana na zadatom pravcu postaju nerazdvojiv deo realizacije projekta.
LL@(22303) Managerial activities are organized into five main processes: initiation, planning, realization, control and monitoring and project closure Š25Ë. Project can be seen a system whose structure consists of several levels. => Menadžerske aktivnosti organizovane su u okviru pet glavnih procesa: uvođenje, planiranje, realizacija, kontrola i praćenje i zatvaranje (završavanje) projekta Š25Ë. ~~~ Projekat se može posmatrati kao sistem čija struktura ima nekoliko nivoa.
LL@(22304) While it is a specific system whose components are rarely linked in a way that causality can be easily explained, one of the most suitable methods to describe project system is using a system thinking method. => Ma koliko da je to specifični sistem čiji su elementi retko povezani na način da se uzročno-posledična veza među njima može lako objasniti, jedan od najprikladnijih metoda za opisivanje projektnog sistema je metod sistemskog mišljenja.
LL@(22305) This method is high exploratory and it enables decomposition of a project from its smallest to its general parameters without loosing a sense of a whole. => Ovaj metod je vrlo istraživački po prirodi i omogućava da se projekat razloži od najmanjih do uopštenih parametara, a da se pri tom ne izgubi smisao celine.
LL@(22306) Thus, project can be structured Š32Ë through: Project phases, Project values, objectives and goals, Project processes and activities, Project resources, actors, know-how, etc. => Stoga projekat može da bude struktuiran Š32Ë kroz: ~~~ Projektne faze, Projektne vrednosti, opšte ciljeve i neposredne ciljeve Projektne procese i aktivnosti, Projektne resurse, učesnike, know-how, itd.
LL@(22307) Considering this composition, we are able to understand a project mechanism. => Ako uvažimo ovakvu strukturu, razumećemo mehanizam projekta.
LL@(22308) Going through its phases, project actors use resources and other inputs to perform project tasks and achieve deliverables. => Dok se projekat razvija kroz svoje faze, učesnici projekta koriste resurse i druge inpute da bi ostvarili projektne zadatke i dobili proizvod.
LL@(22309) Projects consist of a large number of stakeholders, tasks, objectives and other components, and they all are correlated; that correlation is characterized either as physical, geographical, logical or cyber Š18Ë. => Projekti imaju veliki broj stejkholdera, zadataka, ciljeva i drugih elemenata i svi su oni međusobno povezani; ova korelacija može da bude fizička, geografska, logička ili sajber korelacija Š18Ë.
LL@(22310) Because of numerous project components and their interdependent multinatural links, project by itself is a very complex system. => Zahvaljujući velikom broju projektnih komponenti i njihovim među-zavisnim multi-naturalnim vezama, sam projekat predstavlja veoma složen sistem.
LL@(22311) Relying on a fact that a project is a system whose operations are influenced by conditions in other external systems, its complexity is even larger. => Ako se uzme u obzir da je projekat sistem čije su operacije pod uticajem okolnosti koje vladaju u drugim spoljnim sistemima, njegova složenost postaje još veća.
LL@(22312) The complexity, on one side, enables project to provide a unique and competitive deliverable. => Ova složenost, s jedne strane, omogućava projektu da ostvari jedinstveni i konkurentan proizvod.
LL@(22313) On the other side, it makes success more unpredictable. => S druge strane, čini da njegova uspešnost bude još neizvesnija.
LL@(22314) On their way to provide a deliverable, projects are exposed to any internal and/or external risky events Š3Ë that prevent them to reach their objectives. => U procesu stvaranja svog proizvoda, projekti su izloženi svakakvim unutrašnjim i/ili spoljnim rizičnim događajima Š3Ë koji ih sprečavaju da postignu svoj cilj.
LL@(22315) Thus, our research process is also focused on a negative connotation of a risk. => Stoga je proces našeg istraživanja usmeren na negativne konotacije rizika.
LL@(22316) Risky events hinder project to reach its targeted values. => Rizični događaji sprečavaju projekat da postigne svoje ciljne vrednosti.
LL@(22317) With increasing complexity and importance of projects, the need to manage risk arises naturally Š21; 13Ë. Authors generally agree Š25; 21Ë that project risk is managed through four-step process. => Kako složenost i značaj projekta raste, prirodno se javlja potreba da se upravlja rizikom Š21;13Ë. ~~~ Autori se uglavnom slažu Š25;21Ë da se rizikom upravlja kroz četvorostepeni proces.
LL@(22318) Firstly, risk is identified and analyzed in order to plan a proper risk response strategy. => Prvo, rizik se identifikuje i analizira da bi se planirala odgovarajuća strategija odgovora na rizik.
LL@(22319) Strategies are monitored and new risks are reassessed. => Strategije se prate i novi rizici se ponovo procenjuju.
LL@(22320) For completing each step, numerous methods are developed. => Za svaki korak razvijen je veliki broj metoda.
LL@(22321) Still, many limits in their application are present. => Ipak, u njihovoj primeni postoji mnogo ograničenja.
LL@(22322) As this paper is not directly focused on a problem of project risk methods, more details can be found in a research paper written by Marle and Gidel. => Pošto se ovaj rad ne bavi problemom metoda projektnog rizika, više o toj temi može se pročitati u radu Marle i Gidel Š22Ë.
LL@(22323) Š22Ë. ~~~ Our research highlights a shortage of existing project risk methods that are focused on a single risk and generally do not consider propagation of negative changes through a system. => U našem radu ističemo nedovoljan broj postojećih metoda projektnog rizika koji su usmereni na jedan jedini rizik i uglavnom ne uzimaju u obzir širenje negativnih promena kroz sistem.
LL@(22324) In order to bridge this gap, we go towards a current risk management tradition and include both multiple stressors and extent to which the effect is propagated until it reaches its final impact. => Da bismo premostili ovaj jaz, okrenućemo se sadašnjoj tradiciji u upravljanju rizikom i uključićemo kako višestruke stresore tako i stepen do koga se određeni uticaj širi dok ne zada konačni udarac.
LL@(22325) To open up a link between a cause and final impact, concept of vulnerability seems like a natural next phase in project risk management path of evolution. => Ako otvorimo pitanje veze između uzroka i konačnog uticaja, koncept ranjivosti izgleda kao prirodna naredna faza u razvoju upravljanja projektom.
LL@(22326) As the traditional project risk methodology is focused on a decision about risk mitigation in a time t0 , vulnerability analysis tries to predict conditions of a system in times t1,t2, …tn caused by a change in a time t0. => Kako je tradicionalna metodologija upravljanja projektom usmerena na odlučivanje o ublažavanju rizika u vremenu t0, analizom ranjivosti pokušavamo da predvidimo stanje sistema u vremenu t1, t2,...tn izazvano promenom u vremenu t0.
LL@(22327) Integrating vulnerability in a traditional project risk methods will enable observation of a project in a whole by explaining the reason why some risks become risky events and how the effect of their occurrences is propagated through system until it changes the final project values. => Ugradnja ranjivosti u tradicionalne metode projektnog rizika omogućiće da se sagleda projekat u celini, tako što će se objasniti razlozi zbog kojih neki rizici postaju rizični događaji i kako se posledice njihove pojave šire kroz sistem dok ne promene konačne ciljne vrednosti.
LL@(22328) Although the approach seems very promising, numerous limits for its implementation are still present. => Iako izgleda da ovaj pristup obećava, još uvek postoje mnoga ograničenja u njegovoj primeni.
LL@(22329) Firstly, it is hard to include or identify indicators that are relevant while defining one system. => Prvo, kad se definiše sistem, nije lako uključiti ili identifikovati pokazatelje koji su relevantni.
LL@(22330) Also, prediction in time t0 suffers low accuracy. => Isto tako, predviđanja u vremenu t0 nisu mnogo precizna.
LL@(22331) Vulnerability runs even greater uncertainty because it estimates conditions somewhere in the further future trying to capture changes and shape future states. => Ranjivost još više doprinosi neizvesnosti zato što procenjuje stanje u nekoj daljoj budućnosti u pokušaju da obuhvati promene i oblikuje buduća stanja.
LL@(22332) Besides all the difficulties, the concept exists in numerous scientific disciplines. => Pored svih teškoća, ovaj koncept ipak postoji u brojnim naučnim disciplinama.
LL@(22333) Some disciplines (E.g. Global Environmental Change, Disaster Management, etc.) have a long history of its application; but the concept is still not fully developed and consolidated. => Neke discipline (na primer, Globalne promene u okruženju, Upravljanje katastrofama, itd.) primenjuju ga već dugo; ali sam koncept još uvek nije potpuno razvijen i konsolidovan.
LL@(22334) Thus, the main objective of this paper is to understand and make a foundation for development of a concept of project vulnerability. => Stoga je glavni cilj ovog rada da shvati i izgradi temelj koncepta projektne ranjivosti.
LL@(22335) For that purpose, we benchmark different concepts to find commonness and differences in a language of vulnerability. => U tom smislu poredimo različite koncepte da bismo utvrdili zajedničke osobine i različitosti u jeziku ranjivosti.
LL@(22336) The second part is dedicated to attempts and stakes to make the concept operational. => Drugi deo je posvećen pokušajima i uslovima da se ovaj koncept operacionalizuje.
LL@(22337) Then, we translate identified issues into project environment and conclude the work with perspectives of our future research processes. => Onda prevodimo identifikovana pitanja u projektno okruženje i završavamo rad sa perspektivom naših budućih istraživanja. 3.
LL@(22338) 3. ~~~ Vulnerability A term of vulnerability is found in numerous scientific disciplines: from economy, engineering, environmental sciences, transport to social sciences. => Ranjivost Termin ranjivost koristi se u mnogim naučnim disciplinama: od ekonomije, inženjeringa/mašinstva, zaštite živorne sredine, saobraćaja, do društvenih nauka.
LL@(22339) Although the term is widely theoretically elaborated, it still lacks on constant, common meanings. => Iako je u teorijskom smislu ovaj termin vrlo razrađen, on još uvek nema svoje konstantno, uobičajeno značenje.
LL@(22340) Because of its ambiguity, the concept of vulnerability is applied for many research purposes. => Zbog svoje nejasnosti, koncept ranjivosti se koristi u mnoge svrhe u istraživanjima.
LL@(22341) As a result, various objectives, methods and contexts where applied have led to even greater divergences in its understanding. => To ima za posledicu da su mnogi ciljevi, metodi i konteksti, tamo gde su primenjeni, doveli do još većeg šarenila u njegovom značenju.
LL@(22342) For example, research processes undertaken in pure natural systems differ from research processes in social or engineering systems. => Na primer, istraživački procesi sprovedeni u čisto prirodnim sistemima razlikuju se od istraživanja u društvenim ili mašinskim sistemima.
LL@(22343) As there are no systems that operate independently from others, efficient research processes require consideration of vulnerability arising in interaction of multi-natural systems. => Nijedan sistem ne funkcioniše nezavisno od drugih, stoga efikasni istraživački procesi zahtevaju da se razmišlja o ranjivosti koja se javlja u multi-naturalnim sistemima.
LL@(22344) The word vulnerable has its root in Latin vulnerare that means: to wound or susceptibility to being wounded. => Reč ranjiv vuče korene iz latinskog vulnerare što znači raniti, povrediti ili osetljivost na ranjavanje.
LL@(22345) The definition refers to harmful events or perturbations versus consequences. => Ova definicija se odnosi na štetne događaje ili smetnje u odnosu na njihove posledice.
LL@(22346) The word by itself has no meaning. => Sama po sebi, ova reč nema nikakvo značenje.
LL@(22347) It primarily lacks on answer to the question: vulnerable to what. => U prvom redu, ona ne može da odgovori na pitanje: ranjiv u odnosu na šta?
LL@(22348) Starting from the late 1980s, the vulnerability analyses have become more specific. => Od kasnih 1980ih analize ranjivosti postale su specifičnije.
LL@(22349) Different contexts have defined different research purposes and directions. => Različiti konteksti doveli su do razvoja različitih pravaca i ciljeva istraživanja.
LL@(22350) So, we can isolate two extreme approaches Š11Ë: 1. => Stoga se mogu razlikovati dva ekstremna pristupa Š11Ë: ~~~ 1.
LL@(22351) Outcome-related. => Pristupi koji se odnose na ishod.
LL@(22352) Research processes whose purpose is to identify potential negative effects that change predefined system values (e.g. vulnerability to famine); 2. => Istraživanja čiji je cilj da identifikuju potencijalne negativne efekte koji menjaju unapred definisane vrednosti sistema (na primer, ranjivost na pretnju gladi); 2.
LL@(22353) Hazard-oriented. => Pristupi orijentisani na opasnosti.
LL@(22354) Research processes that follow this approach are used to identify one hazard and assess vulnerability to occurrence of different risky events that correspond to observing hazard (e.g. vulnerability to occurrence of extreme natural events such as Tsunami). => Istraživanja koja koriste ovaj pristup identifikuju jednu opasnost i procenjuju ranjivost prema pojavi različitih rizičnih događaja koji odgovaraju posmatranju opasnosti (na primer, ranjivost na pojavu ekstremnih prirodnih događaja kao što je cunami itd.).
LL@(22355) Besides the stake that different purposes require consideration of vulnerability in different manners, there is also a problem with understanding of its connotation. => Pored rizika što različiti ciljevi uslovljavaju da se ranjivost posmatra na različite načine, postoji i problem razumevanja njene konotacije.
LL@(22356) Vulnerability, by most authors, has a negative connotation. => Po velikom broju autora, ranjivost ima negativnu konotaciju.
LL@(22357) It is usually defined as a degree to which a system is susceptible to, and unable to cope with, adverse impacts Š28; 23Ë. => Obično se definiše kao stepen do kog je sistem izložen negativnim uticajima i nesposoban da se nosi sa njima Š28;23Ë.
LL@(22358) There are three key parameters present in all formulations: exposure, sensitivity and resilience. ~~~ 1. => U svim formulacijama nalaze se tri ključna parametra: izloženost, osetljivost i elastičnost. 1.
LL@(22359) Exposure is portrayed in stresses and perturbations that are experienced by a system. => Izloženost se ogleda u stresnim događajima i smetnjama koje sistem preživljava.
LL@(22360) Stresses and perturbations are characterized in terms of magnitude, frequency, duration and areal extent of the hazard Š8Ë. 2. => Stresovi i smetnje se određuju u smislu magnitude, učestalosti, trajanja i stvarnog stepena opasnosti Š8Ë. 2.
LL@(22361) Sensitivity is a degree to which a system is expect ed to be modified by stresses. ~~~ 3. => Osetljivost predstavlja stepen do koga se očekuje da će sistem biti promenjen pod uticajem stresova. 3.
LL@(22362) Resilience defines how quickly a system recovers to a state defined as a well-being. => Elastičnost određuje koliko brzo će sistem moći da se oporavi do stanja koje se može definisati kao dobro.
LL@(22363) It must be noted that a generic meaning of parameters in certain research reports still have both negative and positive connotation Š23; 9; 12Ë. => Vredi napomenuti da generičko značenje parametara u izveštajima o nekim istraživanjima i dalje zadržava i pozitivnu i negativnu konotaciju Š23;9;12Ë.
LL@(22364) It is clear that different contexts have different aspects on vulnerability independently of a research area. => Jasno je da različiti konteksti imaju različite aspekte u odnosu na ranjivost nezavisno od oblasti istraživanja.
LL@(22365) Our analysis of vulnerability starts from a domain of Environmental Sciences since it is the pioneer in this concept development. => U našoj analizi ranjivosti polazimo od oblasti Nauke o zaštiti životne sredine pošto je s njom i počeo razvoj ovog koncepta.
LL@(22366) In a domain of Disaster management vulnerability is considered as a concept dependant on hazardous events. => U oblasti Upravljanja katastrofama ranjivost se shvata kao koncept koji zavisi od opasnih događaja.
LL@(22367) Later researches include assessment of vulnerability not particularly to extreme events but also to all stresses and shocks that somehow disturb systems well-being. => Kasnija istraživanja obuhvataju i procenu ranjivosti ne posebno u slučaju ekstremnih događaja, ali svakako u odnosu na sve stresne događaje i šokove koji na određeni način ometaju dobro stanje sistema.
LL@(22368) The interest in extension of this concept of vulnerability, from extreme natural hazards to global climate change, has increased after the environmental adaptation and mitigation policies had become priority Š15Ë. => Interesovanje za širenje ovog koncepta ranjivosti od ekstremnih prirodnih opasnosti do globalnih klimatskih promena poraslo je nakon što su politike prilagođavanja i ublažavanja uticaja na životnu sredinu dobile prioritetni značaj Š15Ë.
LL@(22369) The research approach in this area views environmental system as a source of hazardous events versus social system as a subject to be affected. => Pristup u istraživanjima u ovoj oblasti posmatra sistem prirodne sredine kao izvor opasnih događaja u odnosu na društveni sistem koji će biti izložen tim opasnostima.
LL@(22370) As the largest number of risky events associated with natural hazards cannot be prevented Š10Ë, there is little chance for adaptive strategies. => Pošto veliki broj rizičnih događaja povezanih s prirodnim hazardima nije moguće sprečiti Š10Ë, male su šanse za razvijanje nekih strategija prilagođavanja.
LL@(22371) Thus, the analysis of vulnerable elements and system activities is directed to choice of proper mitigation strategies and protection of preferred system values. => Stoga je analiza ranjivih elemenata i aktivnosti sistema usmerena na izbor odgovarajućih strategija ublažavanja i zaštite najcenjenijih vrednosti sistema.
LL@(22372) As changes in the environment are reflected on social systems and the linkage between ecological and social systems cannot be formulated in a single universally accepted way Š5Ë, there is no single defined way to choose approach, key parameters or corresponding indicators to define vulnerability. => Pošto se promene u okruženju odražavaju na društvene sisteme i veza između ekoloških i društvenih sistema se ne može formulisati na jedinstven univerzalno prihvaćen način Š5Ë, ne postoji ni jedinstveni definisani način za odabir pristupa, ključnih parametara ili odgovarajućih pokazatelja da bi se definisala ranjivost.
LL@(22373) The choice depends on special needs and leading ideas that research follows. => Izbor zavisi od posebnih potreba i ideja vodilja kojih se istraživanja drže.
LL@(22374) One group of approaches does not consider integrative socio-ecological system. => Jedna grupa pristupa ne uzima u obzir integrativni društveno-ekološki sistem.
LL@(22375) The supporters of this thinking follow the idea that exogenous risky factors are distinguished from endogenous risky factors Š11Ë. => Sledbenici ovog stava smatraju da se egzogeni rizični faktori razlikuju od endogenih faktora rizika Š11Ë.
LL@(22376) While exogenous risky factors are considered as incontrollable, endogenous risky factors constitute intrinsic vulnerability. => Smatra se da se egzogeni rizični faktori ne mogu kontrolisati, ali da endogeni rizični faktori predstavljaju prirođenu ranjivost.
LL@(22377) Researches focused on exploration of factors that constitute intrinsic vulnerability as a property of one system have a relative long history in evolutionary path of this concept. => Istraživanja usmerena na ispitivanje faktora koji čine prirođenu ranjivost kao svojstvo jednog sistema relativno dugo su prisutna u razvoju ovog koncepta.
LL@(22378) Thus, factors of the intrinsic vulnerability are seen as a result of the absence of entitlements Š14Ë, institutional structures Š8Ë, and perception of insecurity Š14Ë or as a result of a cumulative pressure of hazards and vulnerability Š6Ë. => Tako se faktori prirođene ranjivosti posmatraju kao posledica nepostojanja ovlašćenja Š14Ë, institucionalnih struktura Š8Ë, i percepcije nesigurnosti Š14Ë ili kao posledica kumulativnog pritiska opasnosti i ranjivosti Š6Ë.
LL@(22379) The newest trend seems more promising and it switches a focus of observation from hazardous event to vulnerable element of a system taking into account coupled existence of pressure and vulnerability. => Izgleda da najnoviji trend više obećava, a on pomera fokus posmatranja sa opasnih događaja na ranjive elemente sistema uzimajući u obzir paralelno prisustvo pritiska i ranjivosti.
LL@(22380) This approach is dominant in works of Turner and his colleagues Š28Ë where they also tend to describe how vulnerability propagates through the system over the time and what potential trade-offs of values are. => Ovakav pristup dominira u radovima Turner i njegovih kolega Š28Ë pri čemu oni takođe teže da pokažu kako se ranjivost vremenom širi kroz sistem i kakvi su potencijalni ishodi ovakvih sukoba vrednosti.
LL@(22381) Evolution in research approaches in domain of Environmental Changes gives a major basis for better understanding of vulnerability in other contexts. => Evolucija pristupa u istraživanjima u oblasti Promena u životnoj sredini obezbeđuje stabilnu osnovu za bolje shvatanje ranjivosti u drugim kontekstima.
LL@(22382) Although other studies may look very distant, actually they share the same concept postulates. => Iako druge studije mogu da deluju kao daleke, one u stvari imaju iste postulate ovog koncepta.
LL@(22383) The question of differences is a question of research orientation. => Razlika je samo u orijentaciji u istraživanju.
LL@(22384) The field of crime narrowly follows the idea developed in the field of natural disasters. => Oblast kriminala drži se striktno ideje razvijene u oblasti prirodnih katastrofa.
LL@(22385) Here, research process es tend to identify social facts that are somehow conceptualized in the occurrence of crime among individuals or groups of individuals Š7Ë. as a level to which an entity, sub-system or system has been negatively changed. => Cilj istraživanja u ovoj oblasti jeste da se identifikuju društvene činjenice koje su na neki način konceptualizovane u pojavi kriminala među pojedincima ili grupama pojedinaca Š7Ë.
LL@(22386) Resilience is a degree of recovery over the time. ~~~ Similarly to identification of crime factors, researchers in a domain of mental health tend to identify causes of different types of mental disorders Š31Ë. => Slično identifikovanju faktora kriminala, istraživači u oblasti mentalnog zdravlja pokušavaju da identifikuju uzroke različitih vrsta mentalnih poremećaja Š31Ë.
LL@(22387) The research process starts with identified disorder and defines patterns of stresses and shocks that cause observed disorder. => Istraživanje počinje od identifikovanog poremećaja i definiše strukture stresova i šokova koji izazivaju poremećaj koji se posmatra.
LL@(22388) The aim of vulnerability analysis in a field of road transportation does not differ significantly from the concept in the mental health. => Cilj analize ranjivosti u oblasti automobilskog saobraćaja ne razlikuje se mnogo od ovog koncepta u oblasti mentalnog zdravlja.
LL@(22389) As transportation systems are closely related to the concept of reliability, authors view vulnerability as a lack of reliability. => Saobraćajni sistemi su tesno povezani sa konceptom pouzdanosti, stoga autori posmatraju ranjivosst kao nedostatak pouzdanosti.
LL@(22390) Thus, the vulnerability of transport systems is defined as susceptibility to incidents that can result in considerable reductions of road network serviceability Š4Ë. => Tako se ranjivost saobraćajnih sistema definiše kao podložnost incidentima koji mogu da dovedu do značajnog opadanja uslužnosti putne mrežeŠ4Ë.
LL@(22391) Very similar approaches and purposes are found in all infrastructural researches including information sciences too. => Veoma slični pristupi i ciljevi zapažaju se u svim istraživanjima infrastrukture, uključujući i informatiku.
LL@(22392) Finally, in a context of project management, the concept of vulnerability is on its beginning of the evolutionary path. => Konačno, u kontekstu upravljanja projektima, koncept ranjivosti je na početku svog razvoja.
LL@(22393) As in other contexts, project vulnerability is defined as an extent to which a system responds to a hazardous event Š34; 32Ë. => Kao i u drugim kontekstima, ranjivost projekta se definiše kao stepen do koga sistem reaguje na hazardni događaj Š34;32Ë.
LL@(22394) The need for project vulnerability is introduced by Zhang in order to explain the project role in mediating between risk occurrences and final consequences. => Potrebu za ranjivošću projekta uvodi Zhang da bi objasnio ulogu projekta u posredovanju između pojava rizika i konačnih posledica.
LL@(22395) By understanding project and its malfunctions, this approach enables identification of project constraints to withstand or cope with effects of risky events. => Time što razume projekat i njegovo loše funkcionisanje, ovaj pristup omogućava da se identifikuju ograničenja projekta da se odupre ili da se nosi sa efektima rizičnih događaja.
LL@(22396) These findings are directed to development of adaptive strategies or strategies of vulnerability mitigation. => Ovi zaključci vode razvoju strategija prilagođavanja ili strategija za ublažavanje ranjivosti.
LL@(22397) Unlike the strategies for risk reduction in traditional project risk approaches, those strategies are focused on improvement in project management in order to protect system from multiple stresses and keep a system in a balanced well-being state counting on effect propagation. => Za razliku od strategija za smanjenje rizika karakterističnih za tradicionalne pristupe projektnom riziku, ove strategije se fokusiraju na poboljšanja u upravljanju projektima s ciljem da zaštite sistem od višestrukih stresova i održe ga u uravnoteženom dobrom stanju uzimajući u obzir širenje efekata.
LL@(22398) While there are many differences in vulnerability approaches between contexts and within concepts themselves, certain commonalities exist. => U pristupima ranjivosti između konteksta i unutar samih konteksta postoje mnoge razlike, ali neke zajedničke karakteristike ipak postoje.
LL@(22399) This is a synthesized list of issues that should be addressed while establishing a framework of project vulnerability: Vulnerability is multidisciplinary concept that consists of exposure (of an entity, sub-system, system) to stresses and disturbances, and difficulty in coping with them. => Predstavljamo sintetizovan spisak pitanja koja treba razmotriti prilikom uspostavljanja okvira ranjivosti projekta: Ranjivost je multidisciplinaran koncept koji se sastoji od izloženosti (jedinke, podsistema, sistema) stresnim događajima i poremećajima i teškoća da se izbori s njima.
LL@(22400) Exposure is constituted of stresses, shocks and disturbances that are expected to have effects on an entity, sub-system or system. => Izloženost se sastoji od stresova, šokova i poremećaja koji će, kako se očekuje, imati posledice na neku jedinku, podsistem ili sistem.
LL@(22401)  => Osetljivost se definiše kao nivo do kog je neka jedinka, podsistem ili sistem promenjena u negativnom smislu.
LL@(22402) Sensitivity is defined Mostly mentioned strategies for reduction of vulnerability are: adaptation and mitigation. => Elastičnost predstavlja stepen oporavka tokom vremena. ~~~ Najčešće pominjane strategije za smanjenje ranjivosti su prilagođavanje i ublažavanje.
LL@(22403) Adaptation has evolved as a need to response to brand new sets of circumstances. => Prilagođavanje se razvilo kao potreba da se odgovori na potpuno nov skup okolnosti.
LL@(22404) Adaptation tends to extend a range of varieties with which it can cope and it is achieved through changes in management activities, organization and other settings. => Prilagođavanje teži da proširi opseg različitih uticaja s kojima može da se nosi, a postiže se putem promena u aktivnostima menadžmenta, u organizaciji i u drugim oblastima.
LL@(22405) The strategy is very rarely applied in systems that are not policy-driven systems. => Ova strategija se veoma retko primenjuje u sistemima kojima se ne upravlja primenom mera politike.
LL@(22406) Strategies of mitigation are evolved by experiences in dealing with known and understood stresses and disturbances. => Strategije ublažavanja razvile su se na osnovu iskustva u bavljenju poznatim stresovima i poremećajima kojie smo već dobro shvatili.
LL@(22407) Its application is very present in natural systems and other systems that are exposed to unmanageable hazards; thus, mitigation is the only way to cope with. => Primena ovih strategija je uobičajena u prirodnim sistemima kao i u drugim sistemima koji su izloženi opasnostima kojima se ne može upravljati, pa je stoga ublažavanje jedini način da se s njima nosi.
LL@(22408) Analysis of vulnerability refers to a possible future harm. => Analiza ranjivosti odnosi se na moguću bufuću štetu.
LL@(22409) State of en entity, sub-system or system is always evaluated in a present moment. => Stanje jedinke, podsistema ili sistema uvek se procenjuje u nekom sadašnjem trenutku.
LL@(22410) No vulnerability analysis provides a universal, accepted mechanism of key vulnerable parameters that could be used as a good base for designing methods to measure or assess vulnerability. => Ni jedna analiza ranjivosti ne može da ponudi neki univerzalni, prihvatljiv mehanizam ključnih parametara ranjivosti koji bi se mogao iskoristiti kao dobra osnova za razvijanje metoda za merenje ili procenu ranjivosti.
LL@(22411) It seems that all attempts to make this concept operational are very intuitive and based on particular objectives and questions addressed. ~~~ 4. => Izgleda da su svi pokušaji da se ovaj koncept učini operativnim u velikoj meri intuitivni i zasnovani na posebnim ciljevima i pitanjima koja se razmatraju. 4.
LL@(22412) Assessment of vulnerability Finding suitable metrics of vulnerability is a central research challenge. => Procena ranjivosti Glavni izazov za istraživanje jeste kako naći odgovarajuću metriku ranjivosti.
LL@(22413) While there are many attempts, most of them are adapted for specific, particular research purposes. => Pokušaja je mnogo, ali većina je prilagođena specifičnim, posebnim ciljevima istraživanja.
LL@(22414) A single method has not been established yet. => Neki jedinstveni metod još nije uspostavljen.
LL@(22415) Researching existing literature on vulnerability assessment, we have found that the first reason that it is hardly measurable is that the concept of vulnerability is not completely clarified. => Pregledom postojeće literature o proceni ranjivosti ustanovili smo da je prvi raazlog što se ona jedva može meriti to što koncept ranjivosti još uvek nije potpuno razjašnjen.
LL@(22416) The word vulnerability by itself has numerous meanings and its semantic overflow produces numerous definitions. => Reč ranjivost sama po sebi ima veliki broj značenja i takvo semantičko obilje omogućava stvaranje velikog broja definicija.
LL@(22417) On the other side, no definitions explain mechanism of parameters that constitute vulnerability. => S druge strane, ni jedna definicija ne objašnjava mehanizam parametara koji čine ranjivost.
LL@(22418) Lack of theory guidance complicates its expression as a mathematical function. => Nedostatak teorijskih okvira ne dozvoljava da se ona napiše kao matematička funkcija.
LL@(22419) Second important stake in establishing metrics is that vulnerability is not directly observable phenomenon Š24Ë; its relevant parameters and corresponding indicators are hardly captured. => Drugi značajan momenat u uspostavljanju metrike jeste da ranjivost nije pojava koja se može neposredno posmatrati Š24Ë; parametre koji su relevantni za nju i odgovarajuće pokazatelje jedva je moguće zapaziti.
LL@(22420) Without indicators, metrics does not exist. => Bez pokazatelja metrike nema.
LL@(22421) Considering that vulnerability is complex, dynamic, compounding and cumulative, sometimes irreversible and frequently impossible to contain Š1Ë, establishment of vulnerability indicators faces numerous limits. => Ako se uzme u obzir da je ranjivost složena, dinamična, kumulativna, ponekad ireverzibilna i često ju je nemoguće uhvatiti Š11Ë, uspostavljanje pokazatelja ranjivosti nailazi na veliki broj ograničenja.
LL@(22422) First, vulnerability of one system arises from interaction with other systems but also from malfunctions of its own system mechanisms. => Prvo, ranjivost jednog sistema proizilazi iz njegove interakcije sa drugim sistemima, ali i iz lošeg funkcionisanja njegovih sopstvenih mehanizama.
LL@(22423) It makes a relevant area of observation very wide and requires a large number of indicators to be included. => Time relevantna oblast posmatranja postaje sve šira i zahteva da se uključi veliki broj pokazatelja.
LL@(22424) As large fields of observation include numerous indicators and most of them are impossible to be captured, the method suffers a risk being not holistic. => Pošto velike oblasti posmatranja obuhvataju brojne pokazatelje a većinu njih je nemoguće odrediti, postoji rizik da metod ne bude holistički.
LL@(22425) In addition, indicators are often chosen according to certain needs and preferences of research sponsors. => Pored toga, pokazatelji se često biraju u skladu sa određenim potrebama i preferencama sponzora istraživanja.
LL@(22426) Vulnerability indicators are functions of observable variables Š15Ë, thus a question of arguments used for their establishment is mandatory. => Pokazatelji ranjivosti jesu funkcije varijabli koje se mogu posmatrati Š15Ë, stoga je pitanje argumenata koji se koriste za njihovo uspostavljanje mandatoran.
LL@(22427) The real difficulty is that element, group of elements, sub-system or system is vulnerable to multiple stresses so vulnerability is manifested in various trajectories. => Stvarna teškoća je u tome što su jedan element, grupa elemenata, podsistem ili sistem ranjivi na veliki broj ili mnogostruke stresove, tako da se ranjivost manifestuje na različitim pravcima.
LL@(22428) Some trajectories do not necessary lead to material damage as not all coping strategies are based upon financial or material investments. => Neki od ovih pravaca ne vode neophodno do materijalne štete, kao što nisu ni sve strategije za borbu protiv rizika zasnovane na finansijskim ili materijalnim investicijama.
LL@(22429) The other significant challenge confronted is the implication of system governance to occurrence and mitigation of vulnerability. => Drugi značajan izazov jeste implikacija vladanja sistemom u odnosu na nastajanje ranjivosti ili njeno ublažavanje.
LL@(22430) Successful methodology must not neglect those intangible variables, although their values are hard to be defined. => Uspešna metodologija ne sme da zanemari ove neopipljive varijable, iako se njihove vrednosti teško mogu definisati.
LL@(22431) Besides incorporation of intangible variables, vulnerability is a dynamic concept and its structure is changed over time. => Pored uključivanja neopipljivih varijabli, ranjivost predstavlja dinamični koncept i njena struktura se vremenom menja.
LL@(22432) It means that the future system parameters are usually different from present parameters. => To znači da se budući parametri sistema obično razlikuju od sadašnjih.
LL@(22433) Those changes are caused either by cumulative vulnerabilities, occurrences of new risky events, changes in trends or all of them together. => Ove promene izazvane su ili kumulativnim ranjivostima, pojavom novih rizičnih događaja, promenama u trendovima ili svim tim zajedno.
LL@(22434) Being aware of potential limits and failures, certain authors found necessary to establish indicators and conceptualize them as standards Š17; 30Ë. => Svesni potencijalnih ograničenja i neuspeha, neki autori su smatrali da je neophodno uspostaviti pokazatelje i konceptualizovati ih kao standarde Š17;30Ë.
LL@(22435) In most cases, vulnerability indicators present current state and estimate potential changes somewhere in the future Š15Ë. => U većini slučajeva, pokazatelji ranjivosti pokazuju sadašnje stanje i procenjuju potencijalne promene negde u budućnosti Š15Ë.
LL@(22436) We have found just few works on vulnerability assessment that concern dynamic characteristics of vulnerability Š19Ë. => Naišli smo samo na nekoliko radova o proceni ranjivosti u kojima se opisuju dinamičke karakteristike ranjivosti Š19Ë.
LL@(22437) The next important question while assessing vulnerability is a question of measurement scales. => Naredno važno pitanje koje se postavlja prilikom procene ranjivosti jeste pitanje skale za merenje.
LL@(22438) Since there is no single universal way of vulnerability definition, measurement scales are dependant on types and purposes of research processes Š15Ë. => Pošto ne postoji jedinstven, univerzalan način za definisanje ranjivosti, ove skale zavise od vrste i ciljeva istraživanja Š15Ë.
LL@(22439) It implies that the value of vulnerability can be expressed as an absolute measure. => To znači da se vrednost ranjivosti može izraziti kao apsolutna mera.
LL@(22440) Absolute measure is a potential or actual financial or any material loss. => Apsolutna mera predstavlja potencijalni ili stvarni finansijski ili bilo kakav materijalni gubitak.
LL@(22441) Sometimes, its expression is an interval. => Ponekad se može izraziti kao interval.
LL@(22442) As many authors follow the idea that assessment of vulnerability makes sense only if it supports making decisions, comparability is said to be a key notion of vulnerability Š16; 33Ë. => Pošto mnogi autori soje na stanovištu da procena ranjivosti ima smisla samo u slučaju odlučivanja, kaže se da je uporedivost ključni pojam ranjivosti Š16;33Ë.
LL@(22443) In that case, it is expressed as a relative number or excess over thresholds Š20Ë. => U tom slučaju ranjivost se izražava kao relativni broj ili mnogo veća vrednost u odnosu na prag Š20Ë.
LL@(22444) Although the vulnerability assessment is rather a theoretical concept, some steps to make it operational are established. => Iako je procena ranjivosti u velikoj meri teorijski pojam, ustanovljeni su neki koraci da se ona učini operativnom.
LL@(22445) Generally, the characteristics of steps are common and when applying them in the context of project, issues that need to be addressed are follows: The concept must be clarified on its theoretical level and defined in a way to be translated into a function. => Uopšteno govoreći, karakteristike koraka su zajedničke i kada se primene u kontekstu projekta, pitanja na koja treba naći odgovore su sledeća:
LL@(22446) The vulnerability is contingent to certain hazardous events. ~~~ Hazards can be either external or internal. => Koncept mora biti jasan na teorijskom nivou i definisan tako da se može prevesti u funkciju.
LL@(22447) Vulnerability is a multi-scale and multi-natural concept. => Ranjivost je kontingentna za neke opasne događaje.
LL@(22448) It means that vulnerability can be assessed on different levels of a project system. => Ti hazardi mogu biti i eksterni i interni.
LL@(22449) A multidimensional nature is determined by different nature of damages and different units that are used for its expression. => Višedimenzionalna priroda određena je različitom prirodom štete i izražava se različitim jedinicama.
LL@(22450) The method must not neglect dynamic characteris tics of vulnerability. => Metod ne sme da zanemari dinamičke karakteristike ranjivosti.
LL@(22451) To make assessment of vulnerability valid, indicators and parameters must be carefully chosen. => Da bi procena ranjivosti bila valjana, pokazatelji i parametri moraju da budu pažljivo odabrani.
LL@(22452) They must illustrate the present condition as a whole, as well as potential future states of a system. => Oni moraju da pokažu sadašnje stanje u celini, kao i potencijalna buduća stanja sistema. 5.
LL@(22453) 5. ~~~ Concept of vulnerabilityin a project context Existing state of the art on project vulnerability proves that this concept, though attractive, has not been examined by many project researchers. => Koncept ranjivosti u kontekstu projekta Sadašnje stanje u vezi sa ranjivošću projekta pokazuje da se ovim konceptom, ma kako da je privlačan, nije bavilo mnogo autora.
LL@(22454) Pioneer work on project vulnerability by Zhang Š34Ë gave us the initial sight of project vulnerability; but his work remains on the level of conceptual understanding and attempts to identify sources of project vulnerability. => Pionirski rad o ranjivost projekta koji je započeo Zhang Š34Ë omogućio nam je prvi uvid u ranjivost projekta, ali je njegov rad ostao na nivou konceptualnog razumevanja i pokušaja da se identifikuju izvori ranjivosti projekta.
LL@(22455) Our thinking of vulnerability rests primarily on research conducted in Ecole Centrale Paris Š21; 32Ë. => Naša razmišljanja o ranjivosti oslanjaju se prvenstveno na istraživanja sprovedena u Ecole Central Paris Š21;32Ë.
LL@(22456) The concept is particularly adapted to a context of project complexity. => Ovaj koncept je posebno prilagođen kontekstu projektne ranjivosti.
LL@(22457) Although basic framework is established, further improvements are necessary for its wider application. => Iako je osnovni okvir uspostavljen, da bi dobio širu primenu neophodna su dalja usavršavanja.
LL@(22458) Relying on the existing knowledge on project vulnerability and vulnerability concepts in other concepts mentioned above, this work aims to provide a theoretical basis for its better understanding. => Oslanjajući se na postojeće znanje o ranjivosti projek ta i konceptima ranjivosti u drugim konceptima koje smo naveli, u ovom radu želimo da damo teorijsku osnovu za njegovo bolje razumevanje.stoga težimo da uvedemo konsolidovane pojmove /termine u jedan koherentan okvir ranjivosti; kako napredujemo u našem istraživanju, naš cilj je da ovaj koncept učinimo potpuno primenljivim tako da ga menadžeri projektnog rizika mogu koristiti.
LL@(22459) Thus, we tend to incorporate consolidated terms into a coherent project vulnerability framework; as we progress in our research, we aim to make this concept fully capable for application by project risk managers. => Uobičajena definicija ranjivosti u drugim kontekstima odgovara i projektima.
LL@(22460) The common definition of vulnerability in other contexts is also suitable for projects. => Stoga smo usvojili definiciju ranjivosti u negativnom smislu: stepen do koga je sistem podložan negativnim efektima i nespreman da se nosi s njima Š28;23Ë.
LL@(22461) Thus, we adopt definition of vulnerability in negative terms: degree to which a system is susceptible to and unable to cope with adverse effects Š28; 23Ë. Relying on this definition and common characteristics mentioned earlier in this paper, vulnerability is influenced by the ability of a system to absorb shocks and autonomy to self-organize in order to recover from the initial impact Š11Ë. Vulnerability is manifested in potential deviations between planned/desired and actual project values. => Polazeći od ove definicije i zajedničkih karakteristika navedenih ranije u radu, ranjivost se nalazi pod uticajem sposobnosti sistema da upije šokove i njegove samostalnosti da se sam organizuje da bi se oporavio od početnog udara Š11Ë. ~~~ Ranjivost se manifestuje u potencijalnim odstupanjima između planiranih/željenih i stvarnih vrednosti pro jekta.
LL@(22462) The deviations are results of systems incapability of neutralizing the effect or/and lack of awareness of impact propagation and potential strategies for its mitigation. => Ova odstupanja rezultat su nesposobnosti sistema da neutrališe efekat ili/i nemanje svesti o širenju ovog efekta i potencijalnim strategijama za njegovo ublažavanje.
LL@(22463) While traditional project risk methodology is interested in likelihood of a risk to become an event and its direct impact, vulnerability is dedicated to analysis of systems capacity to absorb shocks and adapt capacities to neutralize effects with minimal residual risks. => Tradicionalna metologija za upravljanje rizikom interesuje se za verovatnoću da rizik postane događaj i da proizvede efekat, dok je ranjivost okrenuta analizi sposobnosti sistema da upije šokove i prilagodi svoje sposobnosti da neutrališe te efekte uz minimalne posledice.
LL@(22464) In other words, traditional methodologies are used to analyze severity of a risky event in a time t0 for a choice of a risk mitigation strategy; vulnerability analysis estimates global gravity of the chosen strategy in time t1, t2, …, tn. => Drugim rečima, tradicionalne metodologije koriste se u analizi ozbiljnosti rizičnog događaja u vremenu t0 da bi se izabrala strategija za ublažavanje rizika; analiza ranjivosti procenjuje globalnu ozbiljnost izabrane strategije u vremenu t1, t2...tn.
LL@(22465) This implies that the concept of vulnerability is an extention to traditional project risk methodologies. => Ovo znači da koncept ranjivosti u stvari predstavlja proširenje tradicionalnih metodologija projektnog rizika.
LL@(22466) Thus, the first dimension of vulnerability is exposure. => Stoga je prva dimenzija ranjivosti izloženost.
LL@(22467) Exposure is defined as all risky events that are potentially hazard for project progress. => Izloženost se definiše kao svaki rizični događaj koji predstavlja potencijalnu opasnost za napredak projekta.
LL@(22468) While traditional project risk methodology considers if the risky event is internally or externally generated Š3Ë, vulnerability analysis is not interested in nature and sources of risky events. => Tradicionalna metodologija projektnog rizika posmatra da li je rizični događaj interne ili eksterne prirode Š3Ë, dok analizu ranjivosti ne zanima priroda niti izvori rizičnih događaja.
LL@(22469) Exposure is used to define expectation that neg ative impact will affect the system. => Izloženost se koristi za definisanje očekivanja da će negativni događaj uticati na sistem.
LL@(22470) The magnitude of the impact is defined by the magnitude of a risky event, but its gravity is determined by sensitivity. => Magnituda uticaja definiše se magnitudom rizičnog događaja, ali njegova ozbiljnost se definiše osetljivošću.
LL@(22471) Sensitivity is defined as nature and degree to which a project system is adversely affected by certain risky events. => Osetljivost se opisuje kao priroda i stepen do kog projektni sistem trpi negativni uticak određenih rizičnih događaja.
LL@(22472) The sensitivity is expressed by desired value and level of tolerance that is called threshold. => Osetljivost se izražava željenom vrednošću i nivoom tolerancije koja se naziva prag.
LL@(22473) If the negative effect exceeds threshold, project is said to be incapable to self organize or adapt to that impact. => Ako negativni uticaj prevazilazi prag, smatra se da projekat nije sposoban da se samoorganizuje ili prilagodi takvom uticaju.
LL@(22474) The system requires new measures to be applied. => Sistem zahteva primenu novih mera.
LL@(22475) According to the whole project adaptive capacities, decision maker tends to choose the one strategy that effectively recovers a system from failures. => Prema sposobnostima prilagođavanja celokupnog projekta, donosilac odluke teži da izabere onu strategiju koja pomaže da se sistem efikasno oporavi od neuspeha.
LL@(22476) The adaptive capacity is the third dimension of vulnerability: non - resiliency. => Sposobnost prilagođavanja predstavlja treću dimenziju ranjivosti: neelastičnost.
LL@(22477) According to the mentioned definition, vulnerability is a function of: exposure, sensitivity and adaptive capacity (Eq. ~~~ (1)). => Prema pomenutoj definiciji, ranjivost predstavlja funkciju: izloženosti, osetljivosti i sposobnosti prilagođavanja (jednačina (1)).
LL@(22478) Exposure and sensitivity constitute potential impact (Eq. ~~~ (2)). => Izloženost i osetljivost označavaju potencijalni udar-efekat (jednačina (2)).
LL@(22479) Thus, vulnerability is a function of potential impact and adaptive capacity (Eq. ~~~ (3)). => Stoga ranjivost predstavlja funkciju potencijalnog uticaja i sposobnosti prilagiođavanja (jednačina (3)).
LL@(22480) V = f (E, S, AC) PI = f (E, S) V = f (PI, AC) (1) (2) (3) Where V is vulnerability, E is exposure, AC is adaptive capacity, a PI is a potential impact. => V = f (E, S, AC) PI = f (E, S) V = f (PI, AC) (1) (2) (3) Gde V = ranjivost, E = izloženost, AC = sposobnost prilagođavanja, a PI = potencijalni uticaj.
LL@(22481) Those simple conceptual functions are expressed just to describe the way vulnerability elements are related. => Ove jednostavne konceptualne funkcije napisane su samo da bi se opisao odnos između elementata ranjivosti.
LL@(22482) Nevertheless, the functions are not directly operational. => Ipak, ove funkcije nisu neposredno operativne.
LL@(22483) Although the meaning of term vulnerability is somehow theoretically understood, it is not operational as long as its measurement system is not established. => Iako se značenje termina ranjivost može na neki način teorijski razumeti, ono nije operativno sve dok se ne uspostavi njegov merni sistem.
LL@(22484) Taking into account that vulnerability is not directly observable phenomenon, measurement system cannot be established without defining the purpose. => Ranjivost je pojava koja se ne može neposredno opažati, a sistem za merenje se ne može uspostaviti ukoliko se ne definiše njegov cilj.
LL@(22485) Besides many reasons why vulnerability is measured Š15Ë, the purpose of our further research is outcome-oriented. => Pored velikog broja razloga zašto se ranjivost meri Š15Ë, svrha naših budućih istraživanja okrenuta je rezultatima.
LL@(22486) Thus, our tendencies are to identify vulnerable project elements, tasks and processes and propose strategies that mostly contribute to the balance of project parameters. => Stoga su naše namere da identifikujemo ranjive elemente projekta, projektne zadatke i procese i da predložimo strategije koje bi u najvećoj meri doprinele ravnoteži između projektnih parametara.
LL@(22487) As there are polemics about parameters that define project success Š2Ë, we claim that they all can be captured in a Golden Triangle that consists of: schedule, cost and quality. => Postoje polemike u vezi s parametrima kojima se definiše uspeh projekta Š2Ë, ali mi tvrdimo da se svi oni mogu obuhvatiti zlatnim trouglom koji čine: plan, trošak i kvalitet.
LL@(22488) To make a complete project vulnerability framework, we need to identify relevant indicators that can explain concept in a whole. => Da bi se napravio potpun okvir projektne ranjivosti, potrebno je da identifikujemo relevantne pokazatelje koji mogu da objasne koncept kao celimu.
LL@(22489) A structure and key indicators, in dynamic and complex systems such as a project is, are hard to be captured. => Struktura i ključni pokazatelji u dinamičnim i složenim sistemima kao što je projekat, ne mogu se lako obuhvatiti.
LL@(22490) In order to catch a sense of whole, we propose to avoid a traditional thinking of breaking down a problem and observe project through system thinking. => Da bi se stekao pojam o celini, predlažemo da se izbegne tradicionalno razmišljanje o razlaganju problema na delove i da se projekat posmatra kroz sistemsko razmišljanje.
LL@(22491) System thinking is a heuristic discipline Š27Ë for seeing a project system through multiple levels and interrelationships between components that constitute those levels. => Sistemsko razmišljanje je heuristička disciplina Š27Ë u kojoj se projektni sistem posmatra kroz nekoliko nivoa i međusobnih odnosa između elemenata koji čine te nivoe.
LL@(22492) Resting on the work by Vidal Š32Ë, project as a system is separated into phases (Figure 1). => Kako u svom radu navodi Vidal Š32Ë, projekat kao sistem podeljen je na faze (slika 1).
LL@(22493) Phases consist of certain project values and objectives that are to be achieved. => Faze se sastoje od određenih projektnih vrednosti i ciljeva koje treba postići.
LL@(22494) Project values and objectives are provided through operational tasks managed by project management processes. => Projektne vrednosti i ciljevi daju se kroz operativne zadatke kojima upravljaju procesi projektnog menadžmenta.
LL@(22495) And finally, management processes and operational tasks are performed by resources and different types of inputs. => I konačno, procesi upravljanja i operativni zadaci ostvaruju se primenom resursa i različitih vrsta inputa.
LL@(22496) Observing a project system in this way allows us to underlie structures of project components and their interactions that shape conditions under which some types of risky events become likely Š27Ë and opportunities to cope with their adverse effects. => Ako projekat posmatramo na ovaj način, moći ćemo da odredmo strukture projektnih elemenata i njihovih interakcija kojima se stvaraju uslovi u kojima su neke vrste rizičnih događaja verovatne Š27Ë kao i prilike da se projekat bori sa njihovim nepovoljnim efektima.
LL@(22497) Figure 1. => Slika 1.
LL@(22498) Steps in vulnerability identification using system thinking method Š32Ë 5. => Koraci u identifikaciji ranjivosti primenom metoda sistemskog mišljenja Š32Ë 5.
LL@(22499) Conclusion and perspectives This work is primarily focused on better understanding of a concept of vulnerability in order to define project vulnerability framework. => Zaključak i perspektive Cilj ovog rada prvenstveno je bolje razumevanje koncepta ranjivosti u cilju definisanja okvira projektne ranjivosti.
LL@(22500) For that purpose we have presented a broad state of the art on the basis of different aspects of vulnerability. => U tom cilju izvršili smo širi uvid u stanje stvari uzimajući u obzir različite aspekte ranjivosti.
LL@(22501) As concept is considered as theoretical, we have reviewed current attempts and stakes to make it operational. => Koncept se smatra teorijskim, stoga smo izvršili pregled trenutnih pokušaja da se on operacionalizuje.
LL@(22502) Resting on commonness in vulnerability concepts we synthesized its characteristics: Vulnerability is an extent to which a system is inca pable to cope with negative effects; t consists of: exposure, sensitivity and resilience; Vulnerability is changed over the time and not di rectly observable phenomenon; The concept lacks on metric system. => Na osnovu zajedničkih karakteristika koncepata ranjivosti, sintetizovali smo njene karakteristike: Ranjivost je stepen do kog je sistem nesposoban da se nosi sa negativnim posledicama. ~~~ Sastoji se od: izloženosti, osetljivosti i elastičnosti. ~~~ Ranjivost se vremenom menja i nije pojava koja se može neposredno opažati. ~~~ Ovom konceptu nedostaje merni sistem.
LL@(22503) The difficulty to build it arose from difficulties to identify relevant indicators of vulnerability. => Teškoće da se on razradi posledica su teškoća da se identifikuju relevantni pokazatelji ranjivosti.
LL@(22504) Concept of project vulnerability is partially under stood and developed. => Koncept ranjivosti projekta je delimično shvaćen i razvijen.
LL@(22505)  => Zaista, ovaj širi prikaz stanja i predlog novog koncepcijskog okvira imaju za cilj da jasno opišu ranjivost projekta.
LL@(22506) Indeed, this broad state of the art and a proposition of a new conceptual framework are trying to make clear issues on project vulnerability. => Identifikovana i naglašena struktura koncepta otvara pitanja koja će biti tema naših narednih istraživanja:
LL@(22507) Identified underlined structure of a concept opens up new questions that are focus of our future research: Identification and classification of factors that in fluence project vulnerability. => Identifikacija i klasifikacija faktora koji utiču na ranjivost projekta.
LL@(22508) Finding consensus about crucial vulnerability fac tors. => Postizanje konsenzusa u vezi sa ključnim faktorima ranjivosti.
LL@(22509) Identify most common trade-offs of project values. => Identifikovanje najuobičajenijih posledica projektnih vrednosti.
LL@(22510) Compare preferences in trade-offs and other vulnerability elements due to subjective and other specific issues that influence perception of vulnerability. => Poređenje preferenci u posledcama i drugim elementima ranjivosti u skladu sa subjektivnim i drugim specifičnim pitanjima koja utiču na percepciju ranjivosti.
LL@(22511) REFERENCES Š1Ë Anderson, M.B. Vulnerability to disaster and sustainable development: A general framework. => LITERATURA Š1Ë Anderson, M.B. Vulnerability to disaster and sustainable development: ~~~ A general framework.
LL@(22512) In: Munasinghe, M. Clarke, C. (Eds.), Disaster Prevention Sustainable Development: Economic and Policy Issues. => In: ~~~ Munasinghe, M. Clarke, C. (Eds.), Disaster Prevention for Sustainable Development: ~~~ Economic and Policy Issues.
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LL@(22533) Contribution of Working Group II to the Intergovernmental Panel on Climate Change, Cambridge University Press, Cambridge, UK, pp. 7-22, 2007. the Fourth Assessment report of Š18Ë Johansson, J. Hassel, H. => Impacts, Adaptation and Vulnerability. ~~~ Contribution of Working Group II to the Fourth Assessment report of the Intergovernmental Panel on Climate Change, Cambridge University Press, Cambridge, UK, pp. 7-22, 2007.
LL@(22534) An approach for modelling interdependent infrastructures in the context of vulnerability analysis, Reliability Engineering and System Safety 95, 1335-1344, 2010. ~~~ Š19Ë Luers, A.L. => Š18Ë Johansson, J. Hassel, H. An approach for modelling interdependent infrastructures in the context of vulnerability analysis, Reliability Engineering and System Safety 95, 1335-1344, 2010.
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LL@(22536) Š20Ë Luers, L.A. et al. => Š20Ë Luers, L.A. et al.
LL@(22537) A method for quantifying vulnerability, applied to the agricultural system of the Yaqui Valley, Mexico, Global Environmental Change 13, 255-267, 2003. => A method for quantifying vulnerability, applied to the agricultural system of the Yaqui Valley, Mexico, Global Environmental Change 13, 255-267, 2003.
LL@(22538) Š21Ë Marle, F. Analysis of current project risk management methodologies and required improvements, Project Management Research Group, Laboratoire Génie Industriel, Ecole Centrale Paris: Working Paper, 2009. => Š21Ë Marle, F. Analysis of current project risk management methodologies and required improvements, Project Management Research Group, Laboratoire Génie Industriel, Ecole Centrale Paris:
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LL@(22540) Laboratoire Génie Industriel, Ecole Centrale Paris; Costech - EA 2223, Université Technologique de Compiègne, 2010. ~~~ Š23Ë McCarthy, J.J. Canziani, O.F. Leary, N.A. Dokken, D.J. White, K.S. (Eds.) => Laboratoire Génie Industriel, Ecole Centrale Paris; Costech - EA 2223, Université Technologique de Compiègne, 2010. Š23Ë McCarthy, J.J. Canziani, O.F. Leary, N.A. Dokken, D.J. White, K.S. (Eds.) Climate Change 2001 :
LL@(22541) Climate Change 2001 : Impacts, Adaptation and Vulnerability, Cambridge University Press, Cambridge, 2011. => Impacts, Adaptation and Vulnerability, Cambridge University Press, Cambridge, 2011. Š24Ë Patt, A.G. Schröter, D. de la Vega-Leinert, A.C. Klein, R.J.T. Vulnerability research and assessment to support adaptation and mitigation:
LL@(22542) Š24Ë Patt, A.G. Schröter, D. de la Vega-Leinert, A.C. Klein, R.J.T. Vulnerability research and assessment to support adaptation and mitigation: Common themes from the diversity of approaches. => Common themes from the diversity of approaches. ~~~ In:
LL@(22543) In: Patt, A.G. Schröter, D. de la Vega-Leinert, A.C. Klein, R.J.T. (Eds). => Patt, A.G. Schröter, D. de la Vega-Leinert, A.C. Klein, R.J.T. (Eds).
LL@(22544) Environmental Vulnerability Assessment, Earthscan, London, UK, 2008. => Environmental Vulnerability Assessment, Earthscan, London, UK, 2008. Š25Ë Project Management Institute A guide to the Project Management Body of Knowledge, 2000 ed Newtown Square, PA:
LL@(22545) Š25Ë Project Management Institute A guide to the Project Management Body of Knowledge, 2000 ed Newtown Square, PA: Project Management Institute, 2004. => Project Management Institute, 2004. Š26Ë Sen, A.K. Poverty and Famines:
LL@(22546) Š26Ë Sen, A.K. Poverty and Famines: An Essay on Entitlement and Deprivation. => An Essay on Entitlement and Deprivation.
LL@(22547) Clarendon, Oxford, 1981. ~~~ Š27Ë Senge, P.M. => Clarendon, Oxford, 1981. Š27Ë Senge, P.M. The Fifth Discipline:
LL@(22548) The Fifth Discipline: The Art and Practice of Learning Organization, Doubleday, Broadway, New York, 1994. ~~~ Š28Ë Turner, B.L. Kasperson, R.E. Matson, P.A. McCarthy J.J. Corell, R.W. Cristensen, L. Eckley, N. Kasperson, J.X. Luers, A. Martello, M.L. Polsky, C. Pulsipher, A. Schiller, A. ~~~ A framework for vulnerability analysis in sustainability science, Proceedings of the National Academy of Sciences US 100, 8074-8079, 2003. => The Art and Practice of Learning Organization, Doubleday, Broadway, New York, 1994. Š28Ë Turner, B.L. Kasperson, R.E. Matson, P.A. McCarthy J.J. Corell, R.W. Cristensen, L. Eckley, N. Kasperson, J.X. Luers, A. Martello, M.L. Polsky, C. Pulsipher, A. Schiller, A. A framework for vulnerability analysis in sustainability science, Proceedings of the National Academy of Sciences US 100, 8074-8079, 2003.
LL@(22549) Š29Ë Turner, JR. Müller, R. => Š29Ë Turner, JR.
LL@(22550) On the nature of the project as a temporary organization, International Journal of Project management 2003; 21(1):1-8, 2003. => Müller, R. On the nature of the project as a temporary organization, International Journal of Project management 2003; 21(1): ~~~ 2003.
LL@(22551) Š30Ë UNEP. => Š30Ë UNEP.
LL@(22552) Vulnerability indices: climate change impacts and adaptation, vol.3 of UNEP Policy Series, United Nations Environmental Programme. => Vulnerability indices: climate change impacts and adaptation, vol.3 of UNEP Policy Series, United Nations Environmental Programme.
LL@(22553) Nairobi, 2001. ~~~ Š31Ë Vanderveken, Y. Lhallucination: le rêve trauma tique du psychotique, Quarto 63, 57-60, 1997. => Nairobi, 2001. Š31Ë Vanderveken, Y. Lhallucination: le rêve trauma tique du psychotique, Quarto 63, 57-60, 1997.
LL@(22554) Š32Ë Vidal, L-A. Thinking Project Management in the age of complexity. => Š32Ë Vidal, L-A. Thinking Project Management in the age of complexity.
LL@(22555) Particular Implications on Project Risk Management, Laboratoire Génie Industriel, Ecole Centrale Paris, Ph.D. Thesis, 2009. => Particular Implications on Project Risk Management, Laboratoire Génie Industriel, Ecole Centrale Paris, Ph.
LL@(22556) Š33Ë Wolf, S. Hinkel, J. Ionescu, C. Hofman, M. Bisaro, S. Linke, D. Klein, R.J.T. Vulnerability: a metaanalysis of definitions and methodologies. => D. Thesis, 2009. Š33Ë Wolf, S. Hinkel, J. Ionescu, C. Hofman, M. Bisaro, S. Linke, D. Klein, R.J.T. Vulnerability: a meta-analysis of definitions and methodologies.
LL@(22557) A clarification by formalisation ,Global Environmental Change, under review, 2010. ~~~ Š34Ë Zhang, H. => A clarification by formalisation ,Global Environmental Change, under review, 2010. Š34Ë Zhang, H. A redefinition of the project risk process:
LL@(22558) A redefinition of the project risk process: Using vulnerability to open up the eventconsequence link, International Journal of Project Management, Volume 25, Issue 7, pp 694-701, 2007. => Using vulnerability to open up the eventconsequence link, International Journal of Project Management, Volume 25, Issue 7, pp 694701, 2007. ~~~ Strategije redukcije troškova u doba krize UDK:
LL@(22559) Cost Reduction in the Time of Crisis UDC: 005.21:657.497.3(497.11)2008/2010 ; 338.124.4 Tanja Milić Faculty of Organizational Sciences, Belgrade tajci¿fon.bg.ac.rs The 2008/2010 period was very difficult for both employers and employees, all over the world, as well as in Serbia, and it is expected, according to estimates of experts, that the effects will be felt until 2014 and even later in some industries. => 005.21:657.497.3(497.11)2008/2010 ; 338.124.4 Tanja Milić Fakultet organizacionih nauka u Beogradu tajci¿fon.bg.ac.rs Period 2008/2010. bio je veoma težak i za poslodavce i za zaposlene, kako u svetu, tako i u Srbiji i prema procenama eksperata, očekuje se da će se efekti osećati i do 2014. godine, a i kasnije u nekim industrijama.
LL@(22560) Surprised with the crisis situation, without proper cost management, most companies resorted to rapid cost reduction strategies. => Zatečena kriznom situacijom, bez odgovarajućeg upravljanja troškovima, većina kompanija je počela da pribegava brzim strategijama redukcije troškova.
LL@(22561) As revenues fell, and cash flow was reduced, the companies of all sizes have established a stringent controls of every major expense as the first answer to the crisis. => Kako su prihodi pali i novčani tok se smanjio, kompanije svih veličina su kao prvi odgovor na krizu uspostavile strogu kontrolu svakog velikog rashoda.
LL@(22562) The strategies that companies have implemented in this period had a more or less profound effect on their business. => Strategije koje su kompanije primenile u tom periodu ostavile su manje ili više duboke tragove na njihovo poslovanje.
LL@(22563) This paper analyzes the most frequently used strategies for cost reduction applied during the 2008/2010 crisis in companies around the world, describes a logical sequence of events and consequence, which follows their implementation, and proposes that a new proactive approach to cost management and cost reduction in companies be introduced, which should support stable business in good times as well as in bad times. ~~~ 1. => U ovom radu analizirane su najčešće korišćene strategije redukcije troškova primenjene u vreme krize 2008/2010. u kompanijama širom sveta, opisan je logičan sled događaja i posledica koji prati njihovu primenu i dat je predlog za uvođenje novog proaktivnog pristupa upravljanju troškovima i njihovoj redukciji u kompanijama, a koji bi trebalo da podrži stabilno poslovanje kompanija i u dobrim i u lošim vremenima. 1.
LL@(22564) Introduction Cost reduction is a normal activity in any company and means the activities of cost tracking and evaluation performed by the manager for the purpose of their reducing. => Uvod Redukcija troškova predstavlja uobičajenu aktivnost u svakoj kompaniji i podrazumeva obavljanje aktivnosti praćenja i procene troškova u cilju njihovog snižavanja od strane menadžera.
LL@(22565) These activities can be part of a formal programme established in a company as a whole, or they may be of informal nature and restrained to one depertment or one individual. => Ove aktivnosti mogu biti deo formalnog programa uspostavljenog u kompaniji kao celini, ili mogu biti neformalne prirode i ograničene na jedno odeljenje ili pojedinca.
LL@(22566) In the periods of crisis, it is the cost reduction that managers pay special attention to, as a basic strategy of business survival. => U vreme krize, menadžeri posebnu pažnju posvećuju upravo sniženju troškova, kao osnovnoj strategiji opstanka poslovanja.
LL@(22567) The period of recession is characterised by the fall in incomes and in cash flows, which forces the companies of all sizes to impose a strict control over any large expenses in their struggle to survive. => Vreme krize se karakteriše padom prihoda i smanjenjem novčanih tokova, usled čega kompanije svih veličina uspostavljaju strogu kontrolu svakog velikog rashoda u pokušaju da opstanu.
LL@(22568) The question is, however, to what extent thus developed cost reduction strategies implemented in site in the course of the crisis can bring benefits for the companies implementing them. => Međutim, postavlja se pitanje koliko tako razvijene strategije redukcije troškova, primenjene na licu mesta u toku trajanja same krize donose u stvari dobrobit kompanijama koje ih primenjuju.
LL@(22569) This paper presents the most frequently implemented cost reduction strategies to which companies resort in the recession times, highlights the negative aspects of their implementation, as well as proposes possible solutions and change in the approach to cost reduction in companies, in order that optimum results be achieved in different conditions of business doing. => U ovom radu predstavljene su najčešće korišćene strategije redukcije troškova kojima kompanije pribegavaju u vreme krize, date su negativne strane njihove primene, kao i predlozi mogućih rešenja i promene pristupa redukciji troškova u kompanijama, kako bi se postigli optimalni rezultati u različitim uslovima poslovanja. 2.
LL@(22570) 2. ~~~ Most frequently implemented cost reduction strategies during recession The basic strategy the managers of all companies in the recession period resort to is the cost reduction strategy. => Najčešće korišćene strategije redukcije troškova u doba krize Osnovna strategija kojoj pribegavaju menadžeri svih kompanija u vreme krize jeste strategija redukcije troškova.
LL@(22571) Surprised by an unexpected crisis situation, the fall in cash flows and in revenues, pressed by the time and the need to react promptly, they are in a situation of an imminent need to make the company survive by reducing costs. => Zatečeni neočekivanom kriznom situacijom, smanjenim prilivima gotovine i prihoda, pritisnuti vremenom i potrebom brzog reagovanja, oni se nalaze u situaciji neminovne potrebe za obezbeđenjem opstanka kompanije putem snižavanja troškova.
LL@(22572) The most frequently implemented cost reduction strategies in the 2008/2010 recession are as follows: The reduction of infinite expenditures such as training and education, fixed expenses, IT expenses, etc. => Najčešće korišćene strategije redukcije troškova u doba krize 2008/2010. su: ~~~ Redukcija neograničenih rashoda, kao što su trening i obrazovanje, fiksni rashodi, IT rashodi, itd.
LL@(22573) Freezing and/or reducing compensation, i.e., earn ings, bonuses, insurance, etc. => Zamrzavanje i/ili redukcija kompenzacije, odno sno, zarada, bonusa, osiguranja, itd.
LL@(22574) Dismissing employees. => Otpuštanje zaposlenih.
LL@(22575) Postponing and/or cancelling capital expenses and/or investments. => Odlaganje i/ili otkazivanje kapitalnih izdataka i/ili investicija.
LL@(22576) Reducing the costs of marketing, sales and product development, such as research and development, economic propaganda, travels, promotional materials and events, etc. => Snižavanje troškova marketinga, prodaje i razvoja proizvoda, kao što su istraživanje i razvoj, ekonomska propaganda, putovanja, promotivni materijali i događaji, itd.
LL@(22577) These strategies result from the so-called reactive approach to crisis situations, where the management of the company finds it most important to instantly reduce the costs of their operations in order to ensure the company survival. => Ove strategije proističu iz tzv. reaktivnog pristupa kriznim situacijama, kada je menadžmentu kompanija najvažnije da trenutno snizi troškove svog poslovanja u cilju obezbeđenja opstanka.
LL@(22578) This is the case of a classic top-down approach to cost reduction where the top management defines a sum in terms of the amount of money by which the costs should be reduced, discusses the main cost categories and advises the lower level management to perform adequate reductions to achieve a necessary target amount of savings. => U ovom slučaju radi se o klasičnom odozgo-nadole pristupu snižavanju troškova u kome top menadžment određuje sumu u vidu novčanog iznosa za koju troškovi treba da se smanje, razmatra glavne kategorije troškova i daje direktivu menadžmentu donjih nivoa da sprovede odgovarajuće redukcije kako bi se postigao utvrđeni neophodni ciljni iznos uštede.
LL@(22579) The selection criteria in such situations include primarily the answers to the following questions: 1. => Kriterijumi odabira u ovakvim situacijama uključuju pre svega odgovore na sledeća pitanja: ~~~ 1.
LL@(22580) Will the costs be reduced low enough? => Da li će se troškovi dovoljno sniziti?
LL@(22581) 2. => 2.
LL@(22582) Can their reduction be performed promptly enough? => Da li se njihovo snižavanje može obaviti dovolj no brzo?
LL@(22583) 3. => 3.
LL@(22584) Will the company be able to survive that reduc tion? => Da li kompanija može da preživi to sniženje?
LL@(22585) The selection criteria rarely include the following question: 1. => Kriterijumi odabira retko uključuju pitanje: ~~~ 1.
LL@(22586) Will the company profit in a long term if it performs a short-term cost reduction now, due to the recession? => Da li će kompaniji biti bolje na duže staze, ako sada realizuje kratkoročno sniženje troškova usled pojave krize?
LL@(22587) 3. => 3.
LL@(22588) Effects of the most frequently implemented cost reduction strategies in a recession The implementation of reactive strategies in facing the consequences of a recession is mainly oriented towards short-term effects and a short-term gain for the companies implementing them. => Efekti najčešće korišćenih strategija redukcije troškova u doba krize Primena reaktivnih strategija u suočavanju sa posledicama krize uglavnom je usmerena na kratkoročne efekte i kratkoročnu dobrobit kompanija koje ih primenjuju.
LL@(22589) Namely, viewed in a long term, none of the mentioned cost reduction strategies earns the company any benefits. => Naime, posmatrano na dugi rok, nijedna od pomenutih strategija redukcije troškova ne donosi kompanijama nikakvu korist.
LL@(22590) On the contrary, in a long-term perspective, companies face problems caused by the lack of necessary resources, primarily human resources, and then the consequences of the existing employees reduced productivity, their inadequate education and innovation of knowledge, lost enthusiasm, and finally, the negative effects of lagging behind technological development, undeveloped or weakened market position, reduction in the income profitability, all of which in the long run increase the costs necessary to pay to make up for what is missed. => Upravo suprotno, na dugi rok, kompanije se suočavaju sa problemima uzrokovanim nestašicama potrebnih resursa, pre svega kadrovskih, zatim sa posledicama smanjene produktivnosti postojećih zaposlenih, njihove nedovoljne edukacije i inoviranja znanja, izgubljenog entuzijazma, kao i negativnim efektima zaostajanja za tehnološkim razvojem, neizgrađene ili oslabljene tržišne pozicije, smanjenja profitabilnosti prihoda, što sve kasnije povećava troškove potrebne da se nadoknadi propušteno.
LL@(22591) Strictly speaking, the following effects can be expected in case the mentioned cost reduction strategies are implemented: The reduction of infinite expenditures such as training and education, fixed expenses, IT expenses, etc., results in short-term savings that may be sufficient to ensure the companys survival at the moment of crisis, however, it limits and denies the employees further development and consequently the development of the company as a whole. => Konkretno, u slučaju navedenih strategija redukcije troškova mogu se očekivati sledeći efekti:
LL@(22592) Restrictions on technologies and employee development will be felt in a weakened competitiveness of the company in this domain, especially so if the competition manages to further invest into this segment of their operations, despite the crisis. => Redukcijom neograničenih rashoda, kao što su trening i obrazovanje, fiksni rashodi, IT rashodi, itd., ostvaruju se kratkoročne uštede, koje mogu biti dovoljne da obezbede opstanak kompanije u trenutnoj kriznoj situaciji, ali se ograničava i uskraćuje dalji razvoj zaposlenih, a samim tim i razvoj kompanije kao celine. [tednja na tehnologijama i usavršavanju zaposlenih reflektovaće se kroz oslabljenu konkurentnost kompanije u ovom domenu, naročito ako konkurencija uspeva da i dalje ulaže u ovaj segment svog poslovanja uprkos krizi.
LL@(22593) Freezing and/or reduction of compensation, that is, earnings, bonuses, insurance, etc. will also result into short-term savings for the company, however, it will directly be reflected upon the employee motivation and will directly affect their performance. => Zamrzavanje i/ili redukcija kompenzacije, odnosno zarada, bonusa, osiguranja, itd., takođe će doneti kratkoročne uštede kompaniji, ali će se odraziti direktno na motivaciju zaposlenih i imaće direktan uticaj na njihovu produktivnost.
LL@(22594) These will be reduced to a certain extent, however, not as much as in case of the employee dismissal strategy which may result in ever larger losses manifested in reduced production, increased waste products, failure, breakage, wastage in relation to the savings achieved by implementing this strategy. => Ona će biti umanjena u izvesnom stepenu, ali još ne u toj meri kao u slučaju strategije otpuštanja zaposlenih, čime se mogu pojaviti u stvari još veći gubici manifestovani u vidu smanjene proizvodnje, povećanog škarta, kvara, loma i rastura u odnosu na ostvarene uštede primenom ove strategije.
LL@(22595) Employee dismissal as the next step in reducing costs in a recession has a dramatic effect upon a general state of employees in the company in the time of crisis. => Otpuštanje zaposlenih kao sledeći korak u cilju snižavanja troškova u doba krize ima drastičan uticaj na opšte stanje zaposlenih u kompaniji u vreme krize.
LL@(22596) It producess by far the most negative consequences for the productivity and business operations of the company in general. => Daje najnegativnije posledice po produktivnost i poslovanje kompanije uopšte.
LL@(22597) It is reflected in the fear and uncertainty felt by the employees and, accordingly, in a dramatic fall in productivity. => Reflektuje se kroz pojavu straha i nesigurnosti zaposlenih i sa njima povezano drastično smanjenje produktivnosti.
LL@(22598) A tense, uncertain and stressful work environment results in reduced creativity and enthusiasm in the employees. => Napeta, nesigurna i stresna radna sredina dovodi do smanjene kreativnosti i entuzijazma zaposlenih.
LL@(22599) The lack of ideas and the opportunities for their realization may result in the talented individuals leaving the company, which most often is the case, and this means a massive loss for the company, one that it will have to compensate later. => Nedostatak ideja i mogućnosti za njihovu realizaciju mogu dovesti i do toga da talentovani pojedinci napuste kompaniju, što je najčešće i slučaj, a što predstavlja ogroman gubitak za kompaniju, koji će ona kasnije morati da nadoknadi.
LL@(22600) Regardless of the fact that it supports the efforts to achieve short-term savings, postponing and/or cancelling capital expenses and/or investments may have the effect of a missed or expired investment, where a larger loss results from the effect of a missed investment, one that the competition managed to realize first and thus was in a position to reap success in the post-crisis period. => Odlaganje i/ili otkazivanje kapitalnih izdataka i/ili investicija, pored podržavanja ostvarivanja kratkoročnih ušteda, može da ima efekat propuštene, ili zastarele investicije, gde se veći gubitak ostvaruje u slučaju efekta propuštene investicije, investicije koju je konkurencija prva realizovala, i samim tim je došla u poziciju skidanja kajmaka na tržištu u postkriznom periodu.
LL@(22601) The loss suffered by the company in this case equals to the missed profits it would have earned had it been the first to realize the investment, whose results are now enjoyed by the competition. => Gubitak koji kompanija u ovom slučaju trpi ravan je propuštenom profitu koji bi ostvarivala da je ona prva realizovala investiciju, a koji umesto nje sada ostvaruje konkurencija.
LL@(22602) In case of an expired investment, that is, an investment that loses value and importance with the end of the crisis, the only loss suffered by the company equals the amount invested by the time the recession started. => U slučaju zastarele investicije, odnosno investicije koja sa prolaskom krize gubi na vrednosti i značaju, jedini gubitak koji kompanija trpi je ravan visini ostvarenog ulaganja do momenta krize.
LL@(22603) Reducing the costs of marketing, sales and the product development, such as reduction in investments into research and development, economic propaganda, travels, promotion materials and events, etc., whatever the short-term savings, may directly result into a weakened market position of the company and the loss of a future race with the competitors and this is the largest and the most dangerous fundamental loss the company can suffer. => Snižavanje troškova marketinga, prodaje i razvoja proizvoda, kao što je smanjivanje ulaganja u istraživanje i razvoj, ekonomsku propagandu, putovanja, promotivne materijale i događaje, itd., takođe, pored ostvarenih kratkoročnih ušteda, može direktno da ima uticaja na slabljenje tržišne pozicije kompanije i gubitak buduće trke sa konkurentima, što je najveći i najopasniji fundamentalni gubitak koji kompanija može da doživi.
LL@(22604) This is especially true for a company that happens to be relatively young or insufficiently affirmed, built, well-known or present in the market. => Ovo naročito važi u slučaju kompanije koja je mlada, ili još nedovoljno afirmisana, izgrađena, poznata i zastupljena na tržištu.
LL@(22605) In implementing this strategy companies have to find a balance with the competition. => Kompanije pri sprovođenju ove strategije moraju da pronađu balans sa konkurencijom.
LL@(22606) Market is a dynamic category and this especially applies in case the competition is in a position to have a more powerful campaign even in a recession period and to invest into research and development. => Tržište je dinamična kategorija i ovo naročito važi u slučaju da konkurencija i u vreme krize sprovodi jaču kampanju i vrši ulaganja u istraživanje i razvoj.
LL@(22607) The company that lags behind the competition due to having implemented this strategy will face an increased danger of the loss of its market position, even during a recession. ~~~ The longer the recession, the more serious the above described long-term consequences of the implementation of the above listed strategies. ~~~ 4. => Kompanija koja primenom ove strategije zaostaje za konkurencijom, suočiće se sa povećanom opasnošću gubitka tržišne pozicije, čak i u vreme krize. [to je kriza duža, opisane negativne dugoročne posledice primene navedenih strategija će biti veće. 4.
LL@(22608) Effects of the most frequently implemented cost reduction strategies in a recession and challenges in the postcrisis period 5. => 
LL@(22609) Remedy to the consequences of the most frequently implemented cost reduction strategies in a recession With the recovery of the merket, companies are in such a situation that they have a growing need to increase their income, however, due to having implemented the most frequently implemented cost reduction strategies during a recession, they no longer have the necessary human and technical resources to achieve that. => Posledice najčešće korišćenih strategija redukcije troškova u doba krize i izazovi postkriznog perioda Sa oporavkom tržišta, kompanije se nalaze u takvoj situaciji da imaju rastuću potrebu da povećaju prihode, ali usled primene najčešće korišćenih strategija redukcije troškova u doba krize, nemaju potrebne ljudske i tehničke resurse za to.
LL@(22610) The cost reductions performed by some managers in a crisis period were aimed at survival or at achieving certain savings by the top management, not for the efficiency purposes. => Sprovedene redukcije troškova od strane pojedinih menadžera u vreme krize urađene su u interesu opstanka ili ostvarivanja utvrđene potrebne uštede od strane top menadžmenta, a ne u interesu efikasnosti.
LL@(22611) The reduced productivity can well be raised to a higher level in certain business units, however, it is neither sustainable nor efficient. => Smanjena produktivnost takođe možda može da se podigne na viši nivo u pojedinim poslovnim jedinicama, ali ona nije ni održiva ni efikasna.
LL@(22612) The departments with insufficient staff or finances may do business successfully in the present period, however, they are incapable of growing further. => Odeljenja sa nedovoljnim brojem osoblja ili nedovoljnim finansijama možda mogu da posluju dobro u tekućem periodu, ali su nesposobna da ostvare dalji rast.
LL@(22613) The budgets, the personnel and the plans for long-term projects in marketing, technology, infrastructure and other areas are rather poor at the moment. => Budžeti, kadrovi i planovi za dugoročne projekte u marketingu, tehnologiji, infrastrukturi i drugim oblastima su trenutno veoma tanki.
LL@(22614) They are not inadequate only from the aspect of achieving their pre-recession levels, but also from the aspect of the time required. => Oni nisu samo neodgovarajući sa aspekta dostizanja njihovih nivoa pre krize, već i sa aspekta potrebnog vremena.
LL@(22615) There is no zest any longer. => Polet je izgubljen.
LL@(22616) Knowledge is lost. => Znanje je izgubljeno.
LL@(22617) Some of these is lost forever, most part will take more time to be created anew. => Neko zauvek, a većem delu će trebati više vremena da se ponovo stvori.
LL@(22618) In a recession, too, the market share may have fallen in importance to the second position on the companys list of priorities, however, with the recovery, management again faces the challenge to retain or increase the market share. => Takođe, za vreme krize, tržišno učešće je možda palo na drugo mesto prioriteta kompanije, ali, sa oporavkom, menadžmentu postaje ponovo izazov da li zadržati ili povećati tržišni udeo.
LL@(22619) In an inreasing number of business segments the competition becomes fiercer. => Konkurencija se povećava u sve većem broju poslovnih segmenata.
LL@(22620) Weaker businesses perish, the stronger become even more aggressive. => Slabiji biznisi nestaju, a snažniji postaju još agresivniji.
LL@(22621) The traditional sources of capital, lenders and investors are still cautious, which makes it even more important for the company to earn revenues. => Tradicionalni izvori kapitala, zajmodavci i investitori, još uvek su obazrivi, što čini još važnijim za kompaniju da ostvaruje prihode.
LL@(22622) After a great gap, nothing can be continued where it stopped. => Nakon velikog jaza, ništa ne može odmah da se nastavi tamo gde je stalo.
LL@(22623) In the simplest cases, it needs time to only bring the employees into the pre-crisis condition. => U najjednostavnijim slučajevima, potrebno je vreme samo da se zaposleni dovedu u svoje pretkrizno stanje.
LL@(22624) In a large number of cases, however, teams are disbanded and building them again may prove to be a very difficult task. => U mnogim slučajevima, međutim, timovi su raspušteni i može biti veoma teško da se ponovo izgrade.
LL@(22625) Training the staff again takes time ... months, years. => Ponovno obučavanje osoblja traži vreme...mesece, godine.
LL@(22626) The time elapses. => Vreme ističe.
LL@(22627) The postponed project may now prove to be unnecessary, useless. => Odloženi projekti sada mogu biti nepotrebni, beskorisni.
LL@(22628) At least the returns on investments changed, as the competition and substitute products went on. => Barem prinosi na investicije su se promenili, kako su konkurencija i proizvodi supstituti otišli dalje.
LL@(22629) Cutting the marketing and sales budgets means the loss of presence in the market and this needs time to build again. => Presecanja budžeta marketinga i prodaje znače i gubitak tržišnog prisustva, koje se mora ponovo izgraditi vremenom.
LL@(22630) The consequences of the reactive approach to crisis are serious. => Posledice reaktivnog delovanja na pojavu krize su veoma velike.
LL@(22631) The companies are in a situation that they have to just forget what is lost and are forced to invest more resources only to raise the business to the pre-crisis level. => Kompanije se nalaze u situaciji prevazilaženja izgubljenog i prinuđene su da ulažu više resursa samo u cilju podizanja poslovanja na nivo pre krize.
LL@(22632) Not to mention that the competition may have gone further on during the recession period. => A da ne govorimo o tome, da li je konkurencija i u vreme krize otišla dalje. 5.
LL@(22633) The post-crisis world is changed, the markets are changed, some of them to such an extent that the company may never be able to return to them Š2Ë. => Saniranje posledica najčešće korišćenih strategija redukcije troškova u doba krize Nakon krize svet je promenjen, tržišta su promenjena, neka možda čak do te mere, da se na njih kompanija možda više nikada neće moći vratiti Š2Ë.
LL@(22634) The companies that implemented a number of, or all the most frequently implemented cost reduction strategies in a recession are now facing three biggest problems: the lack of resources, the insufficient profitability of income and the loss of zest in the employees. => Kompanije koje su primenjivale neke, ili sve od najčešće korišćenih strategija redukcije troškova u doba krize suočavaju se sada sa tri najveća problema: nedostatkom resursa, nedovoljnom profitabilnošću prihoda i gubitkom poleta zaposlenih.
LL@(22635) In a post-recession period, therefore, companies must first aim to find remedy to the consequences of implementing reactive cost reduction strategies in a recession period, in order that they should be able to continue further business. => Dakle, u postkriznom periodu, kompanije moraju da se prvo usmere na saniranje posledica primene reaktivnih strategija redukcije troškova u vreme krize, da bi mogle kasnije da nastave dalje.
LL@(22636) In order to optimize the resources, the primary task for the managements of the companies is to redesign the key business processes and carefully define priorities in order that they should include some earlier profits. => U cilju optimizacije resursa, menadžment kompanija prvo mora da redizajnira ključne poslovne procese i odredi pažljivo prioritete kako bi obuhvatio i neke rane dobitke.
LL@(22637) It is also necessary that they should change priorities in their work, implement resources where they are needed and when they are needed. => Takođe, potrebno je da promeni prioritete u radu, da primeni resurse tamo gde su potrebni onda kada su potrebni.
LL@(22638) The management must not rely on previous assumptions. => Ne sme da se oslanja na prethodne pretpostavke.
LL@(22639) It is in this phase that the management has to identify and eliminate the losses of all the seven vital resources: time, people, space, energy, knowledge, finances and materials. => U ovoj fazi, menadžment treba da identifikuje i eliminiše gubitke svih sedam vitalnih resursa: vremena, ljudi, prostora, energije, znanja, finansija i materijala.
LL@(22640) They should include their employees throughout the company into a formalized continual improvement programme and train them in the fields of efficiency concepts and tools, after which they can plan the next business cycle. => Treba da uključi svoje zaposlene širom kompanije u formalizovan program kontinualnog usavršavanja i da ih trenira u oblasti koncepata i alata efikasnosti, nakon čega može da planira sledeći poslovni ciklus.
LL@(22641) In order that profitable income be increased, it is necessary that the company management should continue the process of the income flows analysis and identify the most and the least profitable ones. => U cilju povećanja profitabilnih prihoda, menadžment kompanije mora da nastavi sa procesom analize tokova prihoda kako bi pronašao one koji su najviše i najmanje profitabilni.
LL@(22642) They should be oriented to the most profitable ones and correct or abandon the least profitable. => Treba da se usmeri na najprofitabilnije i da popravi ili napusti one koji su najmanje profitabilni.
LL@(22643) Here, good acquisitions may also prove to be a good solution, including the acquisition of businesses and the production lines. => U tom smislu, i realizacija dobrih akvizicija je takođe put, uključujući kupovinu biznisa i proizvodnih linija.
LL@(22644) Every industrial segment accepts consolidation to a certain extent. => Svaki industrijski segment prihvata konsolidaciju do izvesnog stepena.
LL@(22645) Agressive promotion and sales with an absolute accuracy in terms of market segments upset by industrial consolidation and change will significantly contribute to achieving this goal and increasing the income profitability. => Agresivna promocija i prodaja sa apsolutnom preciznošću na tržišnim segmentima koji su uzdrmani industrijskom konsolidacijom i promenom umnogome će doprineti ostvarenju ovog cilja i povećanju profitabilnosti prihoda.
LL@(22646) It is in this period that the companies that have survived should pay special attention to customers who were left alone, take the advantage from the customer confusion and help them choose these companies, as their previous or alternative supplier left the market. ~~~ They should present themselves as the only solution to the customers problems, as the companies that will take care of them and their requirements. => U ovom periodu, kompanije koje su opstale treba da daju naglasak na potrošače koji su ostali sami, da iskoriste prednost zbunjenosti potrošača i da im pomognu da ih odaberu, pošto im je prethodni ili alternativni dobavljač otišao, jednom rečju, da nastupe kao jedino rešenje njihovog problema, kao kompanija koja će brinuti o njima i njihovim potrebama.
LL@(22647) A re-assessment of the market will reveal new income flows and new opportunities. => Ponovna procena tržišta će otkriti nove tokove prihoda i nove mogućnosti.
LL@(22648) The markets under went changes and the company management has to be aware of that; certain markets have even lived through dramatic turmoils and now present an entirely new situation the company faces and has to develop an adequate business strategy for. => Tržišta su prošla kroz promene i menadžment kompanije toga mora da bude svestan, neka su čak doživela drastične preokrete i predstavljaju potpuno novu situaciju sa kojom se kompanija susreće i za koju je potrebno da razvije odgovarajuću poslovnu strategiju.
LL@(22649) In order that the zest and enthusiasm in the employees should be awaken again, it is important to know that during the recession, the employees have lost trust into the company and its management. => U cilju vraćanja poleta i entuzijazma zaposlenih, treba znati da u periodu trajanja krize, zaposleni gube poverenje u kompaniju i menadžment.
LL@(22650) The zest is lost. => Polet je izgubljen.
LL@(22651) Hence it is urgent that positive connections and relations with labour force should be re-established. => Zato je od urgentne važnosti uspostaviti ponovo pozitivne veze i odnose sa radnom snagom.
LL@(22652) This may be difficult, nevertheless, it has to be done. => Ovo može biti teško, ali se mora uraditi.
LL@(22653) In order to achieve this, the manager has to face the disturbances the employees have suffered. => Da bi ovo postigao, menadžment mora da se suoči sa poremećajima kroz koje su zaposleni prošli.
LL@(22654) He has to listen carefully to what his team are saying and observe their feelings. => Mora da sluša pažljivo šta njegov tim govori i posmatra kako se tim oseća.
LL@(22655) It may take the employee a considerable time to overcome the stress of being made redundant as it results into the loss of trust. => Može biti potrebno mnogo vremena da se prevaziđe stres od otpuštanja obzirom da on vodi ka gubitku poverenja.
LL@(22656) It is necessary that steps be taken with a well analysed plan of recovery, before things are left to their own course. => Neophodno je preduzeti akcije sa dobro razmotrenim planom oporavka, pre nego da se dozvoli da stvari krenu svojim tokom.
LL@(22657) The key element is a proper selection of priorities and the provision of resources to make progress with, as well as creating appropriate work conditions in which each employee will have clearly defined goals and tasks, followed by adequate resources necessary in their unobstructed accomplishment. => Ključni element je dobar odabir prioriteta i obezbeđenje resursa sa kojima će se ostvariti progres, obezbeđivanje odgovarajućih uslova rada u kojima će svaki zaposleni imati tačno definisane ciljeve i zadatke, praćene adekvatnim resursima neophodnim za njihovo nesmetano izvršenje.
LL@(22658) Enthusiasm and collaboration are necessary so that new zest should be born again. => Potreban je entuzijazam i saradnja kako bi ponovo pridobili polet.
LL@(22659) Good management will result into trust and enthusiasm building again. => Dobro upravljanje će dovesti do ponovne izgradnje poverenja i entuzijazma.
LL@(22660) Of great help can be the launching of ambitious projects. => U tome će mnogo pomoći pokretanje ambicioznih projekata.
LL@(22661) Instead of only restarting the usual technological, marketing, manufacturing and other business projects, the company management should turn them into the next generation projects, overcoming the previous goals and setting the new goals, which will enhance motivation in the employees. => Umesto da samo restartuje ustaljene tehnološke, marketinške, proizvodne i druge poslovne projekte, menadžment kompanije treba da ih pretvori u projekte sledeće generacije, preskakanjem prethodnih ciljeva i postavljanjem sledećih ciljeva, čime se značajno podiže motivacija zaposlenih.
LL@(22662) There is a danger in this phase from linking to the infinite costs of the existing, outdated projects that will not bring anything good in the future but will only hinder the growth and development of the company. => Opasnost u ovoj fazi postoji od vezivanja za bespovratne troškove postojećih prevaziđenih projekata, koji neće doneti ništa dobro u budućnosti, već će delovati samo kao ogromna kočnica rastu i razvoju kompanije.
LL@(22663) It is the task of the management to prevent this in that they will devote some time to determining what is currently the best and change the project goals accordingly. => Menadžment treba da ovo spreči tako što će odvojti vreme da utvrdi šta je sada najbolje i promeni projektne ciljeve u skladu sa tim.
LL@(22664) It will, of course, be necessary to run new calculations of returns on investments and make adequate adjustments. => Naravno, biće potrebno uraditi i nove proračune prinosa na investicije i odgovarajuća prilagođavanja.
LL@(22665) New decisions made on the basis of new information are the drivers of growth and development in this phase. => Nove odluke na osnovu novih informacija su pokretač rasta i razvoja u ovoj fazi. 6.
LL@(22666) 6. ~~~ Proactive approach to cost reduction In order that the described negative consequences of the reactive cost reduction strategies implementation with the onset of the crisis be avoided, the best companies employ a strategically proactive approach to cost management and reduction which allows for steady business doing, without turbulences and negative effects, in both good times and in the times of crisis. => Proaktivni pristup redukciji troškova Da bi se izbegle opisane negativne posledice primene kratkoročnih reaktivnih strategija redukcije troškova sa pojavom krize, najbolje kompanije primenjuju strateški proaktivni pristup upravljanju i redukciji troškova koji im obezbeđuje stabilno poslovanje bez turbulencija i negativnih efekata kako u dobrim, tako i u kriznim vremenima.
LL@(22667) In good times, a proactive approach of strategic management and cost reduction ensures companies an adequate stability and readiness for action in the times of crisis without the danger of facing the negative effects of a rash, aggressive, short-term and random, unplanned reduction of costs, the costs that are of vital importance for the company survival, growth and development Š2Ë. => Proaktivni pristup strateškog upravljanja i redukcije troškova u dobrim vremenima kompanijama obezbeđuje odgovarajuću stabilnost i spremnost za delovanje u kriznim vremenima bez opasnosti od suočavanja sa negativnim efektima brzopletog, nasilnog, kratkoročnog i nasumičnog, neplaniranog snižavanja troškova, troškova koji su od vitalnog značaja za opstanak, rast i razvoj kompanije Š2Ë.
LL@(22668) The question is: which costs can be reduced? => Postavlja se pitanje: ~~~ Koje troškove možemo sniziti?
LL@(22669) In a planned, proactive, strategic approach to cost reduction the companies will reduce only those costs that are clearly defined as unnecessary from the aspect of the customer value. => Pri planskom, proaktivnom, strateškom pristupu redukciji troškova, kompanije će redukovati samo one troškove precizno određene kao nepotrebne sa stanovišta vrednosti potrošača.
LL@(22670) Hence the strategic cost reduction should be approached from the marketing perspective in that if the management of the company wants to establish what is unnecessary, worthless, dispensable in the company, they have to know the customer perception of the value. => Dakle, preporučuje se strateškoj redukciji troškova prići sa marketinške perspektive u smislu da ako menadžment kompanije želi da utvrdi šta je to što je nepotrebno, bezvredno, suvišno u kompaniji, on mora da zna šta je vrednost iz perspektive potrošača.
LL@(22671) In case the company really learns and knows what does not bring any value to customers, it will know precisely what it can get rid of. => Ako kompanija zaista otkrije i zna šta je to što ne donosi vrednost potrošačima, tada će tačno znati i šta je to čega može da se reši.
LL@(22672) Otherwise, it will only reduce costs regardless of their importance from the ultimate aspect of business doing and the consequences this act may cause. => U suprotnom, samo će vršiti redukciju troškova, nevezano za njihov značaj sa krajnjeg aspekta poslovanja i posledice koje mogu da nose.
LL@(22673) From the point of view of management as a scientific discipline it is necessary to stress the strategic importance of permanent programmes of cost reduction as opposed to spur-of-the- moment reaction to unfavourable events Š4Ë. Top managers worldwide increasingly adopt this point of view and make decisions that cost discipline, in terms of a continual cost reduction, should be a programme that can even become a core competence of the company. => Sa stanovišta menadžmenta kao naučne discipline neophodno je ukazati na strategijsku važnost kontinualnih programa sniženja troškova, umesto trenutnih reakcija na nepovoljne događaje Š4Ë. ~~~ U sve većoj meri vrhovni menadžeri u kompanijama širom sveta prihvataju ovo stanovište i donose odluku o tome da troškovna disciplina, u smislu programa stalnog snižavanja troškova, bude program koji čak može postati jezgro kompetentnosti kompanije.
LL@(22674) The practice has shown that business doing with successful programmes of permanent cost reduction can result into earning as much as a half of the annual profit due to the very cost reductions. => U praksi se pokazalo da poslovanja sa uspešnim programima neprekidne redukcije troškova mogu ostvariti i polovinu svog povećanja godišnjeg profita direktno zahvaljujući sniženju troškova.
LL@(22675) Besides, what is especially important in the conditions of recession is that such businesses stabilize faster in a situation of economic failure or deterioration. => Pored toga, a što je posebno značajno u uslovima ekonomske krize, ovakvi biznisi se brže stabilizuju u situaciji ekonomskog pada, odnosno pogoršanja.
LL@(22676) Also, companies with a strict cost discipline adapt more easily in the conditions of introducing new technologies in the fields of production or services, as well as in case competition has suddenly become fiercer Š3Ë. => Kompanije sa jakom troškovnom disciplinom lakše se prilagođavaju i u slučajevima uvođenja novih tehnologija u domenu proizvodnje ili usluga, kao i kod iznenadnog zaoštravanja konkurencije Š3Ë.
LL@(22677)  => Ključne oblasti u okviru kojih se mogu primeniti metode redukcije troškova uz značajne rezultate date su sledećom raspodelom troškova Š4Ë: ~~~ Sirovine: ~~~ 60% Gorivo: ~~~ 6% Radna snaga: ~~~ 11% Reklama: ~~~ 5% Logistika: ~~~ 9% Porezi:
LL@(22678)  => 5% U nastavku su date glavne oblasti redukcije troškova u proizvodnoj kompaniji Š1,4Ë: ~~~ 1.
LL@(22679) The key domains in which the cost reduction methods can be implemented to achieve significantly good results are given by the following cost allocation Š4Ë: Raw materials: 60% Fuel: 6% Labour force: 11% Advertising: 5% Logistics: 9% Taxes: 5% Below are presented the major domains of cost reduction in a manufacturing company Š1,4Ë: 1.Raw materials procurement: Bulk purchase allows for obtaining discounts when buying a larger quantity of raw materials, semiproducts or products compared to their individual prices. => Kupovina sirovina: ~~~ Kupovina na veliko omogućava postizanje nižih cena pri kupovini veće količine sirovina, poluproizvoda ili proizvoda, u odnosu na njihovu pojedinačnu cenu.
LL@(22680) Hence it is important to find a most favourable supplier and buy the largest necessary quantity of raw materials, semiproducts and products. => Zato je potrebno pronaći najpovoljnijeg dobavljača i zatim od njega otkupiti najveću potrebnu količinu sirovina, poluproizvoda i proizvoda.
LL@(22681) Opportunity purchase an opportunity to save by purchasing as you find goods at favourable prices, regardless of the current needs of the company for these particular goods. => Oportunitetna kupovina odnosi se na mogućnost ostvarivanja ušteda putem obavljanja potrebnih nabavki onako kako se naiđe na povoljne cene, nevezano od trenutnih potreba kompanije za istim.
LL@(22682) The disadvantage of this method of strategic cost reduction may be the increased storage costs, hence it is necessary that these costs be levelled with the potential savings achieved by opportunity purchase and that the profitability of such purchase be examined prior to the purchase itself. => Kao nedostatak ovog načina strateške redukcije troškova mogu se javiti povećani troškovi skladištenja, usled čega je potrebno prethodno izvršiti njihovu nivelaciju sa ostvarenim potencijalnim uštedama putem realizacije oportunitetne kupovine i ispitati njenu isplativost.
LL@(22683) Make or buy refers to the assessment of costs necessary to produce a product by the company itself and their comparison with the acquisition cost of this same product at other suppliers. => Napravi, ili kupi odnosi se na ispitivanje iznosa troškova potrebnih za proizvodnju određenog proizvoda od strane same kompanije i njihovog poređenja sa nabavnom cenom tog istog proizvoda kod drugih dobavljača.
LL@(22684) The savings are achieved by opting for a more cost-effective alternative. => Ušteda se ostvaruje odabirom troškovno povoljnije alternative.
LL@(22685) Annual contracts with fixed rates allow for the purchasing of raw materials, semiproducts and products on an annual basis and at a precisely fixed price. => Godišnji ugovori sa utvrđenim stopama omogućavaju kupovinu sirovina, poluproizvoda ili proizvoda na godišnjem nivou po tačno utvrđenoj ceni.
LL@(22686) In this case, the procurement of raw materials, semiproducts and products is continual, throughout a year, however, at the same, previously contracted prices, regardless of their possible change over a year. => Nabavka sirovina, poluproizvoda i proizvoda se u ovom slučaju vrši kontinualno tokom cele godine, ali po istim prethodno ugovorom utvrđenim cenama, bez obzira na njihovu moguću promenu kasnije u toku godine.
LL@(22687) The new, changed price will be of effect only for the new customers, not for the company that has an already signed contract with the supplier. => Nova promenjena cena će važiti samo za nove kupce, ali ne i za kompaniju koja ima prethodno sklopljen ugovor sa dobavljačem.
LL@(22688) In view of the fact that the seasonal price variations are characteristic of a majority of raw materials, semiproducts and products, the largest savings can be achieved by contracting the procurement of a largest required quantity of raw materials, semiproducts and products at the time their prices are lowest. => Ako se uzme u obzir da većinu sirovina, poluproizvoda i proizvoda karakterišu sezonske varijacije cena, najveća ušteda se može postići sklapanjem ugovora o nabavci najveće potrebne količine sirovina, poluproizvoda i proizvoda u vreme kada su njihove cene najniže.
LL@(22689) E-procurement this allows for substantial savings via an automation of the processes of identification, evaluation, negotiations and configuration of an optimum mix of suppliers, products and services using modern Internet technologies, which enhances the speed at which the company responds to newly arisen market conditions. => E-kupovina omogućava ostvarivanje značajnih ušteda putem automatizacije procesa identifikacije, evaluacije, pregovaranja i konfiguracije optimalnog miksa dobavljača, proizvoda i usluga putem korišćenja savremenih Internet tehnologija, što povećava brzinu reagovanja kompanije na novonastale tržišne prilike.
LL@(22690) By a simple announcement of a tender on the Internet the compa ny can collect a large number of offers and select the most favourable ones. => Jednostavnim objavlji vanjem tendera preko Interneta, kompanija sebi omogućava prikupljanje većeg broja ponuda i odabir najpovoljnije.
LL@(22691) Savings can also be achieved by reducing transaction costs, reducing the costs of storing unnecessary stocks, shortening the time required to respond to the market demands, etc. => Uštede se ostvaruju i u pogledu smanjenih troškova transakcije, smanjenih troškova držanja nepotrebnih zaliha, skraćenja vremena reagovanja na potrebe tržišta, i dr. 2.
LL@(22692) 2. => Logistika:
LL@(22693) Logistics: Route mapping refers to exploring possible means of transport of raw materials, semiproducts and products and the selection of the optimum one optimum in terms of costs and the required time. => Mapiranje ruta odnosi se na ispitivanje mogućih načina transporta sirovina, poluproizvoda i proizvoda i odabir optimalnog, optimalnog u pogledu troškova i potrebnog vremena.
LL@(22694) It includes both internal and external transport. => To uključuje i unutrašnji i spoljašnji transport.
LL@(22695) The costs are included in the raw material transport from the supplier to the factory warehouse. => Troškovi su uključeni u transport sirovina od dobavljača do skladišta fabrike.
LL@(22696) They can be assigned either to the supplier or to the customer. => Mogu se voditi na samog dobavljača ili kupca.
LL@(22697) Furthermore, the transport of raw materials and semiproducts takes place within the factory during the work process itself, which also incures transportation costs. => Dalje, u samom procesu rada, takođe se vrši transport nabavljenih sirovina i poluproizvoda u okviru same fabrike, što takođe uključuje troškove transporta.
LL@(22698) Final products are then transported to large distributor companies, then to retail objects and finaly to the customers. => Gotovi proizvodi se zatim transportuju do velikih distributera, zatim do maloprodajnih objekata i konačno do potrošača.
LL@(22699) An optimum organization of the entire logistic chain is of substantial importance for the business. => Optimalna organizacija celog lanca logistike je izuzetno važna za poslovanje.
LL@(22700) Full capacity essential in saving is the transport of fully loaded containers and other means of transport. => Popunjenost/kapacitet suština za ostvarivanje ušteda jeste transportovanje u potpunosti popunjenih kapaciteta kontejnera i drugih sredstava transporta.
LL@(22701) For example, goods are loaded into 12 ton containers, and a 30% loaded container is never dispatched. => Npr., roba se pakuje u kontejnere od 12 tona i ne šalje se 30% pun kontejner. 3.
LL@(22702) 3. => Robne kuće i prodavnice:
LL@(22703) Department stores and shops: Low stocks result in automatically low storage costs, less storage room required, less maintenance of this space, less equipment to regulate temperature and other conditions in the warehouse, a smaller number of employees in the warehouse, a smaller number of transport vehicles in the warehouse, lower transportation costs in the warehouse, etc. => Niske zalihe nose sa sobom automatski niske troškove skladištenja, manje potrebe za skladišnim prostorom, njegovim održavanjem, obezbeđivanjem opreme za regulisanje temperaturnih i drugih uslova u skladištu, manjim brojem radnika u skladištu, manjim brojem potrebnih transportnih vozila u skladištu, manjim transportnim troškovima u skladištu, itd.
LL@(22704) Facility management refers to permanent savings and cost reduction by introducing an optimum system for handling raw materials, required physical devices and the optimum plan of space arrangement to ensure an unobstructed flow of material. => Upravljanje prostorom odnosi se na ostvarivanje trajnih ušteda i redukcija troškova uvođenjem optimalnog sistema za rukovanje materijalom, potrebnim fizičkim uređajima i optimalnim planom prostornog rasporeda u cilju osiguranja nesmetanog toka materijala.
LL@(22705) EOQ Economic Order Quantity the value that determines the level of stocks at which the total costs of ordering and storing stocks are lowest. ~~~ 4. => EOQ - Economic order quantity - veličina koja određuje nivo zaliha na kome su ukupni troškovi naručivanja i čuvanja zaliha minimalni. 4.
LL@(22706) Production process: Manufacturing includes an adequate allocation of jobs, machinery and materials to ensure a costeffective production where there will be no waste, failures, breakages, wastage or unnecessary waste of time caused by a poor organization of the manufacturing process. => Proizvodni proces: ~~~ Proizvodnja odnosi se na odgovarajuću alokaciju poslova, mašina i materijala u cilju postizanja troškovno efikasne proizvodnje u kojoj neće dolaziti do gubitaka u vidu škarta, kvara, loma, ras tura ili nepotrebno izgubljenog vremena uzrokovanog lošom organizacijom proizvodnog procesa.
LL@(22707) Automation the development of software industry brought forth new opportunities for permanent business cost reductions in the production process domain. => Automatizacija sa razvojem softverske industrije javile su se nove mogućnosti za ostvarivanje trajnih redukcija troškova poslovanja u domenu proizvodnog procesa.
LL@(22708) Automation helped improve productivity, increase efficiency, reduce the labour force demand; it allowed for an early identification and correction of errors, safe operations, data collecting for the purpose of achieving better outputs, etc. => Automatizacija je dovela do povećanja produktivnosti, povećanja efikasnosti, smanjenja potreba za radnom snagom, ranog uočavanja grešaka i njihovog ispravljanja, sigurnih operacija, prikupljanja podataka u cilju ostvarivanja boljih rezultata, itd.
LL@(22709) OEE Overall Equipment Effectiveness refers to a hierarchy of measures focused on how effec tively the manufacturing operation is carried out. => OEE - Overall equipment effectiveness (OEE) predstavlja hijerarhiju mera koje su fokusirane na to koliko efektivno se proizvodna operacija obavlja.
LL@(22710) The results are presented in a generalized form, thus allowing for comparison between production units of different industries. => Rezultati se daju u opštoj formi, koja omogućava poređenje proizvodnih jedinica različitih industrija.
LL@(22711) As such, the OEE measure is frequently used as a key indicator of performance. => Kao takva, OEE mera se često koristi kao ključni indikator performansi. 5.
LL@(22712) 5. ~~~ Packaging: refers to the optimization of the primary and the secondary packagings in order to ensure the safety of the product during the loading, unloading and transport, as well as the product attractivenes itself. => Pakovanje odnosi se na optimizaciju primarnog i sekundarnog pakovanja, kako bi se osigurala bezbednost proizvoda u toku utovara, istovara i transporta i sama privlačnost proizvoda.
LL@(22713) Savings in the costs of packaging can be achieved in different ways, taking into account all the parame tres, such as the product shape and size, its toughness, waterproof qualities, user-friendliness etc. => Uštede u troškovima pakovanja mogu se postići na razne načine uzimajući u obzir sve parametre, kao što su oblik i veličina proizvoda, jačina, vodootpornost, lakoća upotrebe i drugo.
LL@(22714) The savings in this domain are primarily achieved via the packaging design and the choice of materials. => Pre svega, uštede se u ovom domenu ostvaruju preko dizajna pakovanja i odabira materijala. 6.
LL@(22715) 6. ~~~ Energy, fuel and water cost reductions in this domain are possible to achieve by a correct selection, monitoring and optimization of the equipment used in this domain: Engines Lighting Compressors (boosters) Fuels Recycling Waste water management 7. => Energija, gorivo & voda redukcije troškova u ovom domenu se ostvaruju pravilnim odabirom, praćenjem i optimizacijom opreme koja se u ovom domenu koristi: ~~~ Motori Osvetljenje Kompresori Goriva Reciklaža Upravljanje otpadnim vodama 7.
LL@(22716) Information management: Company resources management with the rise of new technology it is today possible to manage the company resources in an optimum manner, by installing the software such as Oracle, BAAN, SAP. => Upravljanje informacijama Upravljanje resursima preduzeća danas je moguće, sa pojavom novih tehnologija, obavljati optimalno upravljanje resursima preduzeća, putem instaliranja takvih softvera, kao što su Oracle, BAAN, SAP.
LL@(22717) They provide accurate information in the following areas: material planning, production planning, finance planning, sales planning, on the basis of which it is possible to select the best solutions. ~~~ 8. => Oni obezbeđuju precizne informacije u sledećim oblastima, na osnovu kojih je moguće doneti najbolja rešenja: planiranje materijala, planiranje proizvodnje, planiranje finansija, planiranje prodaje. 8.
LL@(22718) Human resources: Outsourcing a significant source of permanent strategic cost reductions today, primarily reflected in the savings in fixed costs, maintenance costs, legal obligations, an easy change of partners, lack of restraint to one geographical region. => Ljudski resursi Outsourcing javlja se kao značajan izvor trajnih strateških redukcija troškova danas, koje se pre svega ogledaju u uštedama u fiksnim troškovima, troškovima održavanja, pravnim obavezama, lakoj promeni partnera, neograničenosti geografskim regionom.
LL@(22719) The following business activities are most frequently outsourced to use the benefits of a permanent cost reduction: personnel services, bookkeeping services, manufacturing services. => Najčešće se ugovaraju sa spoljnim stranama sledeće poslovne aktivnosti u cilju korišćenja navedenih beneficija ostvarivanja trajne redukcije troškova: kadrovske usluge, knjigovodstvene usluge, proizvodne usluge.
LL@(22720) One of the key elements of success in cost reduction is that this idea has to be acceptable. => Jedan od ključnih elemenata uspešnosti ostvarenja ideje redukcije troškova jeste da ona mora da bude prihvatljiva.
LL@(22721) The idea is accepted when everybody who has to imple ment and support the idea are included in its generation and evaluation. ~~~ 7. => Prihvatanje ideje se dešava onda kada su oni koji moraju da implementiraju i podrže ideju uključeni u njeno generisanje i evaluaciju. 7.
LL@(22722) Conclusions and recommendations Formulating reactive cost reduction strategies brings short-term effects. => Zaključci i preporuke Formulisanje reaktivnih strategija redukcije troškova donosi kratkoročne efekte.
LL@(22723) Urgent cost reductions are useful in reducing the money outflows, however, if the structural changes are not implemented in the manner in which companies generally function, they will not last. => Hitne redukcije troškova su korisne za smanjenje odliva novca, međutim, ukoliko nisu učinjene strukturne promene na način na koji kompanije u stvari funkcionišu, one neće biti trajne.
LL@(22724) The results are often poorer than expected and the majority of these strategies will not result in a permanent, that is, sustainable cost reduction. => Rezultati su često manji od očekivanih i većina ovih strategija neće rezultirati u trajnoj, odnosno, održivoj redukciji troškova.
LL@(22725) Besides, history shows that a considerable percentage of companies that cut costs during a recession by cutting the major cost incurrers discover that their costs are even higher in the post-crisis period than they used to be before. => Pored toga, istorija pokazuje da značajan procenat kompanija koje smanjuju troškove u periodu krize tako što smanjuju glavne nosioce troškova, otkriju da su njihovi troškovi u stvari viši posle krize nego što su bili pre nje.
LL@(22726) The most successful companies implement the strategic cost reduction and increase profits before the crisis and change their method of business doing in order that they should become even more efficient when harder times come. => Najbolje kompanije pristupaju strateškoj redukciji troškova i povećanju profita pre krize i menjaju način poslovanja, kako bi postale još efikasnije kada dođu teža vremena.
LL@(22727) The companies that are proactive in their approach to cost management and reduction in both bad and good times, achieve significantly better long-term outcomes in comparison with those whose approach to economic cycles is reactive. => Kompanije koje su proaktivne u svom pristupu upravljanju i redukciji troškova, kako u lošim, tako i u dobrim vremenima, mnogo bolje rezultate ostvaruju posmatrano na dugi rok, nego kompanije koje reaktivno prilaze ekonomskim ciklusima.
LL@(22728) REFERENCES Š1Ë Cost Reduction and Control Best Practices: The Best Ways for a Financial Manager to Save Money, IOMA, 2006 Š2Ë Hart R., Cutting Costs Effectively in Recession and Recovery: Finding Hidden Potential, Making Trade-Offs and Managing the Process, Recession Storming Media, 2009 Š3Ë Ilić B., Milićević V., Menadžment troškova - strate gijski okvir, FON, Beograd, 2009. => LITERATURA Š1Ë Cost Reduction and Control Best Practices: ~~~ The Best Ways for a Financial Manager to Save Money, IOMA, 2006 Š2Ë Hart R., Cutting Costs Effectively in Recession and Recovery:
LL@(22729) Š4Ë Milićević V., Ilić B., Effective Cost Management and Customer Profitability Measurement, Management, br. 53, Year XIV, FOS, Belgrade, December 2009 Š5Ë www.shumaonline.com, december 2010 Growth Dynamics and Development Problems of Small and Medium Enterprises UDC: 330.34:334.012.63/.64 ; 005.334 Ivan Stefanović1, Dragan Milošević2 1Petroleum Industry of Serbia NIS a.d. Novi Sad Ivan.Stefanovic¿NIS.RS 2Business Economy and Entrepreneurship College, Beograd Small and medium enterprises (SMEs) have a great significance for developed market economies and represent the basis of their economic development. => Finding Hidden Potential, Making Trade-Offs and Managing the Process, Recession Storming Media, 2009 Š3Ë Ilić B., Milićević V., Menadžment troškova - strate gijski okvir, FON, Beograd, 2009. Š4Ë Milićević V., Ilić B., Effective Cost Management and Customer Profitability Measurement, Management-časopis za teoriju i praksu menadžmenta, br. 53, Godina XIV, FON, Beograd, Decembar 2009. Š5Ë www.shumaonline.com, decembar 2010. ~~~ Dinamika rasta i problemi razvoja malih i srednjih preduzeća UDK: ~~~ 330.34:334.012.63/. ~~~ ; 005.334 Ivan Stefanović1, Dragan Milošević2 1Naftna industrija Srbije NIS a.d. Novi Sad Ivan. ~~~ Stefanovic¿NIS.
LL@(22730)  => RS 2Visoka škola za poslovnu ekonomiju i preduzetništvo, Beograd Mala i srednja preduzeća (MSP) su od velikog značaja za ekonomije razvijenih tržišno orijentisanih zemalja i predstavljaju osnovu njihovog celokupnog ekonomskog razvoja.
LL@(22731) They make around 99% of the total number of enterprises within these countries and employ more than two-thirds of the available workforce. => Ona čine oko 99% u ukupnom broju preduzeća jedne zemlje i zapošljavaju preko dve trećine radno sposobnog stanovništva.
LL@(22732) This paper analyses the growth and survival of SMEs and the problems of their development. => U ovom radu se analizira rast i preživljavanje MSP-a, kao i problemi sa kojima se ova preduzeća susreću tokom svog razvoja.
LL@(22733) In the end of the paper, the marketing orientation as a foundation for steady growth and development of SMEs is emphasized, as well as the need for implanting the marketing concept into cultural norms of these enterprises. => Na kraju rada ukazuje se na značaj marketing orijentacije kao osnove za stabilan rast i razvoj MSP-a i potrebe za usađivanjem marketing koncepta u kulturološke norme ovih preduzeća. 1.
LL@(22734) 1. ~~~ Introduction There are many categorizations by which small and medium enterprises (SMEs) can be defined. ~~~ These categorizations can be quantitative, as well as qualitative. => Uvod Postoji veliki broj načina na koji se mogu pojmovno odrediti mala i srednja preduzeća (MSP), pri čemu osnovna podela zavisi od toga da li je reč o kvantitativnom ili kvalitativnom pristupu njihovom definisanju.
LL@(22735) Nevertheless, the main criterion for the size categorization of an enterprise is quantitative and is focused on the number of employees. => Međutim, pristup koji se ustalio, kako u domaćoj, tako i u evropskoj praksi, je kvantitativan i to sa aspekta broja zaposlenih.
LL@(22736) According to this categorization, there are: (1) micro enterprises (1-9 employees), (2) small enterprises (10-49 employees), medium enterprises (50-249 employees) and large enterprises (250 or more employees). => U tom smislu, najčešća podela je ona koja razgraničava preduzeća na: mikro preduzeća (1-9 zaposlenih), mala preduzeća (10-49 zaposlenih), srednja preduzeća (50-249 zaposlenih) i velika preduzeća (250 i više zaposlenih).
LL@(22737) SMEs, which represent the first three categories listed, i.e. up to 249 employees, are the main force of the development of market economies. => Mala i srednja preduzeća (prve tri pobrojane kategorije, odnosno do 249 zaposlenih) predstavljaju glavnu razvojnu snagu razvijenih tržišnih privreda.
LL@(22738) They usually make a large majority of the total number of companies, which makes them the fundamental driver of entrepreneurship and the whole economy. => Ona obično čine veliku većinu ukupnog broja preduzeća, usled čega predstavljaju osnovni pokretač preduzetništva i privrede u celini.
LL@(22739) This is the main reason why it is necessary to understand more comprehensively the manner in which they operate, as well as their growth dynamics and development problems. => Ovo je i osnovni razlog zbog koga je neophodno u većoj meri razumeti način funkcionisanja MSP-a, odnosno način i dinamiku njihovog rasta, ali i probleme sa kojima se suočavaju tokom svog razvoja.
LL@(22740) In-depth knowledge on these issues will greatly increase the chances of long-term growth and development of SMEs, and therefore the whole economic system in which they operate. => Bolje razumevanje ove problematike će u velikoj meri povećati šanse dugoročnog rasta i razvoja MSP-a, a samim tim i privreda u okviru kojih se ova preduzeća nalaze. 2.
LL@(22741) 2. ~~~ The importance of SMEs in a market economy SMEs are a very important economic segment of each country and their primary role is similar throughout the world. => Značaj MSP-a u tržišnoj ekonomiji MSP predstavljaju veoma značajan privredni segment svake države, pri čemu je njihova osnovna uloga slična za svaku zemlju u kojoj ona deluju.
LL@(22742) Although not a large number of employees are working in small or medium enterprises, a large number of these enterprises causes that the majority of workforce within each country is working in an enterprise of this size. => Iako nemaju veliki broj zaposlenih, MSP zbog svoje masovnosti, u ukupnoj sumi zapošljavaju obično većinu radno sposobne snage u zemlji, čime značajno utiču na porast stope zaposlenosti.
LL@(22743) This means that SMEs do contribute significantly to the total employment rate. => Pored ove uloge, njihova bitna uloga se mo že sagledati i kroz njihovo preduzetničko delovanje, u doprinosu podizanju ukupnog nivoa konkurentnosti zemlje.
LL@(22744) In addition to this role, their other role can be seen through their entrepreneurial activities and contribution to raising the overall level of competitiveness. => To se ostvaruje njihovom brojnošću, kroz povećanu ponudu različitih proizvoda i usluga Š16Ë.
LL@(22745) This is accomplished by their massiveness, as well as their increased offer of competitive products and services Š16Ë. SMEs are also very important in international context because their main characteristics, such as flexibility and networking ability, are enabling them to be a strong competitive threat to a number of large multinational and transnational corporations in various aspects of their operations. => MSP su izuzetno značajna i na međunarodnom planu, jer svojom fleksibilnošću i sposobnošću međusobnog povezivanja mogu predstavljati veoma snažnu konkurenciju velikim multinacionalnim i transnacionalnim korporacijama u pojedinim segmentima njihovog poslovanja.
LL@(22746) Because of their size, SMEs are usually more adaptable and better prepared for the changes in their environment. => Zbog svoje veličine, preduzeća manjih dimenzija su obično adaptabilnija i spremnija na promene u okruženju.
LL@(22747) Their proximity to markets enable them to obtain information regarding their environment in a much more simple manner., which allows them to respond more promptly in comparison with their larger counterparts and make all the necessary changes in their organization and processes in a timely manner Š24Ë. SMEs are one of the driving forces of economic development in already developed market economies. => Zbog svoje neposredne blizine tržišima koja opslužuju, mnogo lakše i obično pravovremeno dolaze do informacija koje su relevantne za njih ili okruženje u kome posluju. ~~~ Ovo im dalje omogućava da odreaguju pre konkurencije i izvrše promene u sopstvenom uređenju ili u načinu funkcionisanja Š24Ë. ~~~ MSP predstavljaju jednu od vodećih snaga ekonomskog razvoja u razvijenim tržišnim ekonomijama.
LL@(22748) They stimulate initiative, inventiveness and entrepreneurship, while their characteristics enable them to be much more flaxible than large companies, which is one of the main preconditions for adaptability to changes in the environment. => Ona stimulišu inicijativu, inventivnost i ukupan preduzetnički duh. ~~~ Njihove specifičnosti im omogućavaju da budu daleko fleksibilnija od velikih preduzeća, što je jedan od osnovnih uslova adaptabilnosti na promene u relevantnom okruženju.
LL@(22749) These are only some of the reasons why a large number of SMEs exist in all developed countries, thus indicating their extreme importance. => Ovo su samo neki od razloga zbog kojih veliki broj MSP-a egzistira u svim razvijenim tržišnim ekonomijama, što ujedno i ukazuje na njihov izuzetan značaj.
LL@(22750) In the year 2005, within the EU-27, almost 20 millions of enterprises were active within the nonfinancial sector, out of which 99.8% were SMEs. => U 2005. godini, unutar EU-27 bilo je aktivno skoro 20 miliona preduzeća unutar nefinansijskog sektora, od čega su 99,8% činila MSP.
LL@(22751) Their share in employment was 67.1% of available workplaces at that moment, while their value added amounted to 57.6% of the total value added. => Njihov udeo u zapošljavanju je iznosio 67,1% svih radnih mesta, dok je njihova dodata vrednost činila 57,6% ukupne dodate vrednosti.
LL@(22752) In 2005, SMEs within EU-27 employed 4.3 persons on average. => MSP unutar EU-27 su tokom 2005. godine zapošljavala u proseku 4,3 osobe.
LL@(22753) This average had significant variations between the member countries, e.g. the highest average of 12 employees per SME was in Slovakia, while the lowest average of 3 employees per SME was in Czech Republic (data from 2004) and Greece Š22Ë. => 
LL@(22754) Some of these indicators are illustrated in Table 1. => Ovaj prosek je značajno varirao unutar zemalja članica Unije.
LL@(22755) Σ SMEs Micro 1-9 Small 10-49 Middle 50-249 Large >249 terprises, 63% of the total employment, while at the same time provided over 40% of total exports and 60% of total imports of the non-financial sector. => 
LL@(22756) Viewed from the prism of these data, it is clear that SMEs are the most profitable segment of the Serbian economy Š13Ë. ~~~ In 2007, SMEs (excluding entrepreneurs) accounted for 99.29% of the total number of employees. => Npr. najveći prosek zaposlenih u MSP imala je Slovačka sa 12 osoba, dok su najmanji prosek od 3 osobe imale Češka (podatak iz 2004. godine) i Grčka Š22Ë.
LL@(22757) These data clearly emphasize the great importance of SMEs for the Serbian economy. ~~~ Table 2 shows some Serbian enterprise key indicators according to their size. ~~~ Number of enterprises (in millions) Share in percents (%) Number of employees (in millions) Share in percents (%) Value added (in billions of euro) Share in percents (%) Workforce productivity (1000 euros per employee) Share in percents (%) 19.65 19.60 18.04 100.0 99.8 91.8 1.35 6.9 126.7 85.0 100.0 67.1 37.5 29.6 26.1 20.6 100.0 57.6 20.9 18.9 0.21 1.1 21.3 16.8 17.8 42.3 36.4 100.0 86.1 29.9 70.7 38.7 91.5 44.8 105.9 0.04 0.2 41.7 32.9 42.4 54.4 128.6 Table 1. => Neki od ovih pokazatelja su ilustrovani u tabeli 1. MSP Mikr o 1-9 Mala 10-49 19,60 18,04 Broj preduze ća (u milionima) Udeo u procentima (%) Broj zaposlenih (u milionima) Udeo u procentima (%) Σ 19,65 100,0 99,8 126,7 85,0 100,0 67,1 91,8 37,5 29,6 Sredn ja 50249 0,21 1,1 21,3 16,8 17,8 44,8 Velik a >249 0,04 0,2 41,7 32,9 42,4 54,4 1,35 6,9 26,1 20,6 38,7 91,5 105,9 128,6 Dodata vrednost (u milijardama evra) Udeo u procentima (%) 100,0 57,6 20,9 18,9 Produktivnost radne snage (1000 evra po zaposlenom) Udeo u procentima u odnosu na ukup no (%) 42,3 36,4 100,0 86,1 29,9 70,7 Tabela 1.
LL@(22758) Enterprise key indicators according to their size within the nonfinancial business sector in EU-27 in 2005 Š22Ë It ought to be noted that the number of SMEs within the EU-27 in 2007 increased to a lesser extent and now amounts to 20,409,000 which is an impressive percentage when compared to 43,000 large enterprises Š1Ë. => Ključni pokazatelji preduzeća prema veličini u nefinansijskom poslovnom sektoru unutar EU-27 za 2005. godinu Š22Ë Potrebno je napomenuti da se broj MSP-a u 2007. godini povećao u manjoj meri i sada iznosi 20.409.000, što je impozantan procenat u odnosu na svega 43.000 velikih preduzeća, koliko ih je bilo na teritoriji EU-27 tokom 2007. godine Š1Ë.
LL@(22759) Based on these facts, one can easily comprehend the great importance of SMEs for the EU economy, primarily due to their share in the total number of enterprises. ~~~ This is why SMEs in the EU are usully called the backbone of economic development. => Na bazi ovih činjenica, lako možemo da uočimo da je značaj MSP-a u ekonomiji EU izuzetno veliki, pre svega usled njihovog udela u ukupnom broju preduzeća, zbog čega se za njih kaže da su kičma ekonomskog razvoja EU.
LL@(22760) The importance of SMEs for the overall economy of Serbia is also high. => Značaj MSP-a za ukupnu ekonomiju Srbije je takođe veliki.
LL@(22761) The SMEs sector is becoming an increasingly important segment of the economy during the structural reforms implementation, specificially its function of reviving the overall economic growth, job creation and poverty reduction. => U Srbiji, MSP sektor postaje sve značajniji segment ekonomije u sprovođenju strukturnih reformi, posebno u funkciji oživljavanja ukupnog privrednog rasta, otvaranja novih radnih mesta i smanjenja stope siromaštva.
LL@(22762) SMEs are therefore very important for the success of the transition process in Serbia, although the fact is that the economic results of the transition are far from expected. => Zbog toga su MSP od velikog značaja za uspešnu implementaciju celokupnog procesa tranzicije u kome se naša zemlja nalazi, iako su ekonomski rezultati tranzicije daleko od očekivanih.
LL@(22763) The SME sector in Serbia is the most profitable segment of the economy. => MSP sektor u Srbiji predstavlja najprofitabilniji segment privrede.
LL@(22764)  => U 2006. godini, MSP (uključujući i preduzetnike) su u ukupnom broju preduzeća učestvovala sa 99,7%, u ukupnoj zaposlenosti sa 63%, dok su istovremeno omogućila preko 40% ukupnog izvoza i 60% ukupnog uvoza nefinansijskog sektora.
LL@(22765)  => Posmatrano kroz prizmu ovih podataka, jasno je da su MSP najvitalniji, odnosno najrentabilniji deo srpske privrede Š13Ë.
LL@(22766)  => U 2007. godini, MSP (bez preduzetnika) su u ukupnom broju preduzeća učestvovala sa čak 99,29%.
LL@(22767) In 2006, SMEs (including entrepreneurs) accounted for 99.7% of the total number of en Total Number of enterprises 84,109 Micro 1-9 71,065 Small 10-49 Middle 50-249 Large >249 9,874 2,572 Number of employees Income (in millions of RSD) Gross value added (in millions of RSD) 1,097,913 146,307 203,091 271,543 5,079,482 886,631 1,213,891 1,013,667 476,972 1,965,2 1,062,559 120,500 200,105 226,341 515,611 Table 2: Enterprise key indicators according to their size within Serbia in 2007 Š13Ë The importance of SMEs clearly indicates the need for studying their growth and development as the basic dimensions of their long-term survival. => Ovaj podatak jasno govori o velikom značaju MSP-a u srpskoj ekonomiji. ~~~ Na tabeli 2 prikazani su neki ključni pokazatelji preduzeća prema veličini u Srbiji u 2007. godini. ~~~ Ukupno Mikro 1-9 Mala 10 Srednja 50-249 Velika >249 Broj preduzeća Broj zaposlenih Ostvareni promet (u mil. din.) Bruto dodata vrednost (u mil. din.) Tabela 2:
LL@(22768) Before doing so, it is most important to comprehend that the growth is a quantitative and development is a qualitative category. => Ključni pokazatelji preduzeća prema veličini u Srbiji za 2007. godinu Š13Ë Značaj MSP-a nedvosmisleno ukazuje na potrebu proučavanja njihovog rasta i razvoja, kao osnovnih dimenzija njihovog funkcionisanja, pri čemu je potrebno prethodno razumeti da je rast kvantitativna, a razvoj kvalitativna kategorija.
LL@(22769) Knowledge on the dynamics of these categories will greatly facilitate the process of their control, which will contribute to the reduction of the rate of their deterioration. => Razumevanje dinamike ovih kategorija će u velikoj meri olakšati upravljanje njima, što će u krajnoj instanci smanjiti stopu njihovog propadanja. 3.
LL@(22770) 3. ~~~ The growth and survival of SMEs Growth and survival are the main problems faced by SMEs. => Rast i preživljavanje MSP-a Rast i preživljavanje su osnovni problemi sa kojima se suočavaju sva preduzeća malih dimenzija.
LL@(22771) The nature of small dimensions of these enterprises implies the need for growth as a basic condition for their survival and further development. => Priroda malih dimenzija ovih preduzeća uslovljava potrebu za rastom kao uslovom njihovog preživljavanja i daljeg razvoja.
LL@(22772) Simon and Bonini Š23Ë have studied 500 largest companies in the U.S. in the period 1954-1956 and concluded that there was no difference in growth rates between companies of different sizes. => Simon i Bonini Š23Ë su proučavali 500 najvećih preduzeća u SAD-u periodu 1954-1956 i zaključili da ne postoji razlika u stopi rasta između preduzeća različite veličine.
LL@(22773) Evans Š5, 6Ë has, however, come to a completely opposite conclusion. => Evans Š5, 6Ë je međutim došao do sasvim suprotnog zaključka.
LL@(22774) He has found that the growth rate negatively correlated with the size of enterprise, i.e. small companies grow faster than larger ones. => On je ustanovio da je stopa rasta u negativnoj korelaciji sa veličinom preduzeća, odnosno da mala preduzeća rastu brže od velikih.
LL@(22775) This conclusion has been also obtained by Hall Š8Ë, who observed only manufacturing firms. => Do ovog zaključka je takođe došao i Hall Š8Ë, koji je posmatrao samo proizvodna preduzeća.
LL@(22776) The survival of companies is also a topic that has obtained a particular interest by scholars in recent years. => Preživljavanje preduzeća je takođe tema koja je bila od velikog interesovanja za istraživače u proteklim godinama.
LL@(22777) The results of the research into manufacturing companies have shown that the survival rate of newly established companies is higher than the rate of their deterioration Š3Ë. => Rezultati istraživanja proizvodnih preduzeća su pokazali da je stopa preživljavanja novoosnovanih preduzeća veća od stope njihovog propadanja Š3Ë.
LL@(22778) A similar conclusion came from Phillips and Kirchhoff Š19Ë, who have found that the survival rate increases along with the size of an enterprise and its age. ~~~ They have also found that this rate differs between different industries, as well as between different sizes of firms. => Do sličnog zaključka su došli Phillips i Kirchhoff Š19Ë, koji su ustanovili i da stopa preživljavanja preduzeća ra ste sa rastom preduzeća i njegovim starenjem, pri čemu se ova stopa razlikuje u odnosu na industriju u kojoj se preduzeće nalazi, kao i u odnosu na njegovu veličinu.
LL@(22779) Headd and Kirchhoff Š9Ë conducted a study in the U.S. in the period 1992-2002 and came to many conclusions that are of great importance for understanding the growth dynamics and survival of SMEs. => Headd i Kirchhoff Š9Ë su sproveli istraživanje na teritoriji SAD-a u periodu 1992-2002 i došli do brojnih zaključaka koji imaju veliku važnost za razumevanje dinamike rasta i preživljavanja malih i srednjih preduzeća.
LL@(22780) We highlight a few of them: 1. => Ovde izdvajamo samo neke od njih:
LL@(22781) The number of SMEs in which the increase in empoloyees is recorded is similar to the number of SMEs in which the decrease in employees is evident. => 1. ~~~ Broj MSP-a u kojima je evidentiran rast broja zaposlenih je sličan broju MSP-a u kojima je zabeleženo smanjene broja zaposlenih. 2.
LL@(22782) 2. ~~~ One cannot speak of the regularities from the empirical point of view according to which SMEs are rapidly growing in their first years of existance, after which the decline of this rate takes place. => Ne može se empirijski govoriti o zakonitosti po kojoj MSP rapidno rastu u prvim godinama postojanja, a onda se ova stopa rasta obavezno smanjuje. 3.
LL@(22783) 3. ~~~ The survival rates of SMEs are similar in different time periods. ~~~ 4. => Stope preživljavanja MSP-a su slične u različitim vremenskim periodima. 4.
LL@(22784) Significant correlation between industries that have a high rate of growth and SMEs within these industries that also have a high rate of growth has not been discovered. ~~~ 5. => Nije pronađena značajna korelacija između industrija koje imaju veliku stopu rasta i MSP-a u toj industriji koje imaju veliku stopu rasta. 5.
LL@(22785) Industries with a large number of fast growing SMEs also have a large number of SMEs that are shrinking rapidly. => Industrije sa velikim brojem MSP-a koja brzo rastu imaju i veliki broj MSP-a koja se brzo smanjuju.
LL@(22786) All these facts reflect the growth and survival of SMEs. => Sve ove činjenice na određen način oslikavaju rast i preživljavanje MSP-a.
LL@(22787) Nevertheless, in addition to the growth dimension, it is very important to take a closer look on the development dimension of SMEs, i.e. the problems faced by SMEs during their development. ~~~ 4. => Međutim, pored dimenzije rasta, veoma je važno sagledati i dimenziju razvoja MSP-a, odnosno probleme sa kojima se suočavaju MSP tokom svog razvoja. 4.
LL@(22788) Development problems of SMEs The problems faced by SMEs during their functioning and development are numerous. => Problemi razvoja MSP-a Problemi sa kojima se MSP suočavaju tokom svog funkcionisanja i razvoja su brojni.
LL@(22789) Due to their specific nature, they are far more sensitive to the occurence of acute crisis situations than their larger counterparts. ~~~ Thus, the need to emphasize some of the common problems they face is desirable. => S obzirom na njihove specifičnosti, ona su daleko osetljivija na nastanak akutnih kriznih situacija nego što je to slučaj sa velikim preduzećima, zbog čega je poželjno ukazati na najčešće probleme sa kojima se suočavaju.
LL@(22790) When problems are known, as well as their causes, the decision-making process regarding management actions that will contribute to avoiding or solving the issue an stake, is far easier. => Kada su problemi poznati i kada su poznati njihovi uzroci, proces donošenja odluka o izboru skupa upravljačkih akcija, kojima će se problem izbeći ili sanirati, postaje daleko lakši.
LL@(22791) It has been concluded in many studies that the two primary causes of SMEs bankruptcy are the lack of adequate managerial skills and lack of financial resources Š26Ë. => U velikom broju istraživanja konstatovano je da su dva primarna uzroka prestanka funkcionisanja MSPa: nedostatak adekvatnih menadžerskih veština i nedostatak finansijskih sredstava Š26Ë.
LL@(22792) These are two main problems faced by SMEs in all market economies, which among other things supports the fact that SMEs need external support, i.e. outsourcing, primarily in the form of information and knowledge related to various aspects of the firms operations (management, finances, marketing, production, etc). => Ovo su dva osnovna problema sa kojima se suočavaju MSP u svim tržišnim ekonomijama, što između ostalog potkrepljuje činjenicu da je za MSP neophodna spoljna podrška, odnosno neophodna je primena autsorsinga, pre svega u vidu znanja i informacija koji se odnose na razli čite aspekte funkcionisanja preduzeća (menadžment, finansije, marketing, proizvodnja, itd).
LL@(22793) In other words, in contemporary conditions, SMEs are often not capable of developing and acting independently in the market. => Drugim rečima, u savremenim uslovima poslovanja MSP često nisu u stanju da se razvijaju samostalno, odnosno da samostalno nastupaju na tržištu.
LL@(22794) They ought to have their own core competencies they must continue to develop and thus become competitively superior in their respective business. ~~~ They also need to establish different forms of cooperation with other individuals, companies and institutions in order to achieve the set objectives. => Ona treba da poseduju sopstveno jezgro kompetencija koje moraju neprekidno da razvijaju i time postanu konkurentski superiorna u svom domenu poslovanja, a da pritom stupaju u različite oblike kooperantskih odnosa sa drugim pojedincima, preduzećima i institucijama, kako bi zajedno ostvarivali unapred definisane ciljeve.
LL@(22795) However, the survey that was conducted during November and December 2006 in the EU-27 on a sample of 16,339 SMEs revealed different results Š25Ë. => Međutim, istraživanje koje je sprovedeno tokom novembra i decembra 2006. godine, u 27 zemalja EU, na uzorku od 16339 MSP-a, pokazalo je drugačije rezultate Š25Ë.
LL@(22796) This research has indicated that limited purchasing power (46% of the sample), inadequate legislation (36% of the sample), lack of workforce (35% of the sample), and high labour costs (33% of the sample), are the most common problems that SMEs face. => Ovim istraživanjem se došlo do zaključka da su ograničena kupovna moć stanovništva (46% uzorka), neadekvatna zakonska regulativa (36% uzorka), nedostatak radne snage (35% uzorka), kao i visoka cena radne snage (33% uzorka) najčešći problemi sa kojima se MSP suočavaju.
LL@(22797) In the fifth place, inadequate infrastructure has been revealed (23% of the sample), while the lack of financial resources (21% of the sample) has been found in the sixth place, which is totally atypical when it comes to development problems of SMEs. => Na petom mestu se našla neadekvatna infrastruktura (23% uzorka), dok se nedostatak finansijskih sredstava (21% uzorka) našao tek na šestom mestu, što je u potpunosti atipično kada su u pitanju razvojni problemi MSP-a.
LL@(22798) The problem list continued with new technologies implementation (17% of the sample), new forms of organizing implementation (16% of the sample), and finally the lack of adequate managers (11% of the sample). => Lista problema se nastavlja implementacijom novih tehnologija (17% uzorka), implementacijom novih formi organizovanja (16% uzorka) i nedostatkom kvalitetnih menadžera (11% uzorka). ~~~ Legenda:
LL@(22799) Legend: 1 population purchasing power; 2 inadequate legislation; 3 lack of workforce; 4 high labor costs; 5 inadequate infrastructure; 6 lack of financial resources; 7 new technologies implementation; 8 new forms of organizing implementation; 9 lack of adequate managers. => 1 kupovna moć stanovništva; 2 neadekvatna zakonska regulativa; 3 nedostatak radne snage; 4 visoka cena radne snage; 5 neadekvatna infrastruktura; 6 nedostatak finansijskih sredstava; 7 implementacija novih tehnologija; 8 implementacija novih formi organizovanja; 9 nedostatak kvalitetnih menadžera.
LL@(22800) Figure 1. => Slika 1.
LL@(22801) Development problems of SMEs within EU-27 in 2006 for SMEs the Agency On the other hand, research studies conducted in this country show that the lack of financial resources is one of the main problems of SMEs development; e.g. research conducted by and Entrepreneurship Development in 2006 in order to determine the major problems of SMEs and entrepreneurs in Serbia Š4Ë. => Problemi razvoja MSP-a u EU-27 tokom 2006. godine S druge strane, istraživanja koja se sprovode u našoj zemlji pokazuju da je nedostatak finansijskih sredstava jedan od osnovnih problema razvoja MSP-a. ~~~ Kao primer, navešćemo istraživanje koje je tokom 2006. godine realizovala Agencija za razvoj malih i srednjih preduzeća i preduzetništva, sa ciljem da utvrdi najveće probleme poslovanja MSP-a i preduzetnika na teritoriji Republike Srbije Š4Ë.
LL@(22802) The study included 1,404 respondents who provide employment to a total of 14,485 people, which makes 13 employees per firm on average. => Istraživanje je obuhvatilo 1404 ispitanika koji angažuju ukupno 14485 zaposlenih, odnosno prosečno 13 zaposlenih po firmi.
LL@(22803) The results have shown that the biggest problems for respondents are: lack of financial resources (38.5%), legislation (27.5%), lack of market information (9.4%), lack of skilled labour (9.4%), non-compliance with the standards (7.1%), lack of information on technologies (4.1%). => Rezultati istraživanja su pokazali da su najveći problemi za anketirane: nedostatak sredstava (38,5%), zakonska regulativa (27,5%), nedostatak tržišnih informacija (9,4%), nedostatak kvalifikovane radne snage (9,4%), neusklađenost sa standardima (7,1%), nedostatak informacija o tehnologijama (4,1%). ~~~ Legenda:
LL@(22804) Legend: 1 lack of financial resources; 2 legislation; 3 lack of market information; 4 lack of skilled labour; 5 non-compliance with the standards; 6 lack of information on technologies Figure 2. => 1 nedostatak sredstava; 2 zakonska regulativa; 3 nedostatak tržišnih informacija; 4 nedostatak kvalifikovane radne snage; 5 neusklađenost sa standardima; 6 nedostatak informacija o tehnologijama.
LL@(22805) Development problems of SMEs within Serbia in 2006 Š4Ë Based on the presented results, we conclude that the problems faced by SMEs are numerous, but mostly generic, i.e. these problems are inherent in the very nature of SMEs. => Slika 2. ~~~ Problemi razvoja MSP-a u Srbiji tokom 2006. godine Š4Ë Na bazi predstavljenih rezultata sprovedenih istraživanja, možemo konstatovati da su problemi sa kojima se suočavaju MSP brojni, ali istovremeno i da su u pitanju uglavnom generički problemi, odnosno problemi koji su imanentni prirodi MSP-a.
LL@(22806) Nevertheless, in addition to the above mentioned problems that represent the specific hindrance in SMEs development, the evident lack of marketing orientation is also a factor that contributes to the growth and development slowdown. => Međutim, pored navedenih problema koji predstavljaju kočnicu razvoja MSP-a, nedostatak orijentacije ka ciljnom tržištu, odnosno marketing orijentacije, takođe može da predstavlja faktor usporavanja rasta i razvoja preduzeća.
LL@(22807) All companies, regardless of their size, need to adopt the marketing concept as a basis of their growth and development. => Sva preduzeća, bez obzira na veličinu, moraju da usvoje marketing koncept kao osnov svog rasta i razvoja. 5.
LL@(22808) 5. ~~~ Marketing orientation as a basis of growth and development of SMEs Marketing orientation is a powerful source of sustainable competitive advantage for the following reasons: it is difficult to imitate all of its specifics, the firm focuses on finding opportunities for growth, and reduces the time delay between identifying and exploiting the growth opportunities Š15Ë. Implementation of the marketing orientation in the firm and its fostering require leaders to pre viously institutionalize the values and behaviours that are inextricably linked to marketing orientation Š14Ë. => Marketing orijentacija kao osnov rasta i razvoja MSP-a Marketing orijentacija predstavlja snažan izvor održive konkurentske prednosti iz sledećih razloga: teško je imitirati sve njene specifičnosti, fokusira preduzeće na pronalaženje prilika za rast i smanjuje vremensko kašnjenje koje postoji između uočavanja prilike za rast i iskorišćavanja ove prilike Š15Ë. ~~~ Implementacija marketing orijentacije u preduzeću, kao i njeno održavanje, zahtevaju od lidera da prethodno institucionalizuju vrednosti i ponašanja koja su neraskidivo povezana sa marketing orijentacijom Š14Ë.
LL@(22809) In other words, marketing orientation must be deeply embedded in the organizational culture in order to come to life in practice. => Drugim rečima, marketing orijentacija mora da bude duboko usađena u kulturu preduzeća, kako bi zaživela u praksi.
LL@(22810) In this regard, many authors advocate marketing orientation as a set of values and beliefs that are deeply incorporated in the culture of an organization. => U tom smislu, brojni autori govore o marketing orijentaciji kao o skupu vrednosti i verovanja koje su duboko usađene u kulturu jedne organizacije i koje usmeravaju ponašanje svih članova te organizacije Š18, 27Ë, odnosno o permanentnoj orijentaciji preduzeća prema stvaranju i isporučivanju superiornih vrednosti svojim potrošačima Š17Ë.
LL@(22811) These values and beliefs direct the behavior of all organization members Š18, 27Ë, i.e. they are part of the permanent orientation of a firm towards creating and delivering superior values to its customers Š17Ë. Relying on the concept of organizational culture Š20, 21Ë, numerous scholars have observed the marketing orientation as a critical aspect of culture within the company Š10, 7Ë. Marketing orientation enables organizations to develop skills that will help them define their internal processes and link them with the environment. => Oslanjajući se na koncept organizacione kulture Š20, 21Ë, veliki broj autora je posmatrao marketing orijentaciju kao kritičan aspekt kulture unutar preduzeća Š10, 7Ë.
LL@(22812) This will allow for them to become more competitive due to the establishment of connections with their customers, distributors and suppliers Š2Ë. => Marketing orijentacija omogućava organizacijama da razviju sposobnosti koje će im pomoći da definišu interne procese i povežu ih sa okruženjem, pri čemu će takođe postati konkutentni usled povezivanja sa svojim potošačima, distributerima i dobavljačima Š2Ë.
LL@(22813) These organizations fully understand the importance of using information on customers and competitors when forming their own strategies. => Ove organizacije u potpunosti razumeju značaj korišćenja informacija o potrošačima i konkurentima prilikom formiranja sopstvenih strategija.
LL@(22814) Thus, they are able to create a better offer and deliver more value to their target markets than their competitors Š11Ë. => Na ovaj način, one su u stanju da stvore bolju ponudu i isporuče veću vrednost na svojim ciljnim tržištima, u odnosu na njihovu konkurenciju Š11Ë.
LL@(22815) Considering that the market orientation is a distinctive type of resource within the organization, it enables the organization to develop a specific competitive advantage Š14Ë, which is hard to imitate, causing it to become sustainable competitive advantage Š12Ë. => S obzirom da je marketing orijentacija distinktivna vrsta resursa u organizaciji, ona joj omogućava da razvije specifičnu konkurentnu prednost Š14Ë, koju je teško kopirati, usled čega ona dobija epitet održive konkurentske prednosti Š12Ë.
LL@(22816) Based on aforementioned, it is quite clear that marketing orientation is the basis of growth and development of all enterprises, especially SMEs, which are far more sensitive to the market changes because of their size. => Na bazi svega što je navedeno, jasno je da marketing orijentacija predstavlja bazu za rast i razvoj svih preduzeća, a posebno MSP-a, koja su zbog svoje veličine daleko osetljivija na promene koje se dešavaju na tržištu.
LL@(22817) Therefore, the pressure toward firms to implement marketing concept in all their processes actually originates from the increased level of competition in the market. => Naravno, pritisak koji usmerava preduzeća da implementiraju marketing koncept u sve svoje procese zapravo potiče od povećanja nivoa konkurencije na posmatranom tržištu.
LL@(22818) Conclusion It is clear today more than ever that it is virtually impossible to achieve long-term economic position internationally without strong SMEs. => Zaključna razmatranja Danas je više nego ikada ranije svima jasno da je bez jakih malih i srednjih preduzeća praktično nemoguće ostvariti dugoročnu ekonomsku poziciju na međunarodnom planu.
LL@(22819) Their outstanding entrepreneurial role makes them a solid basis for the development of a countrys overall economy, through attracting foreign direct investments, employment reduction, increase in GDP and exports, as well as many other things. => Zbog svoje izrazite preduzetničke uloge, ona čine solidnu osnovu za razvoj celokupne ekonomije jedne zemlje, putem privlačenja direktnih stranih investicija, smanjivanja stope nezaposlenosti, povećanja BDP-a i izvoza, kao i još mnogih drugih stvari.
LL@(22820) The importance of SMEs is primarily reflected in their percentage of the total population of firms; e.g. in the EU over 99% of all enterprises are SMEs. => Značaj MSP-a se pre svega oslikava u njihovom procentu u ukupnoj populaciji preduzeća. ~~~ Npr. u EU preko 99% svih preduzeća čine MSP.
LL@(22821) Between 2002 and 2007, their number increased by 2 million, while the number of large companies rose by only 2,000. => Između 2002. i 2007. godine, njihov broj je porastao za 2 miliona, dok je broj velikih preduzeća porastao za svega 2000.
LL@(22822) About two-thirds of all employees work in SMEs. ~~~ Their contribution to employment growth during the period 2002-2007 amounted to 84% Š1Ë. => Oko dve trećine svih zaposlenih radi u malim i srednjim preduzećima, pri čemu je njihov doprinos rastu zaposlenosti u periodu 2002-2007. godine iznosio 84% Š1Ë.
LL@(22823) Based on these facts, the motivaton, as well as interest in researching issues regarding the growth and development, as basic dimensions of SMEs functioning, ought to be clear. => Na bazi ovih činjenica jasna je motivacija, kao i interesovanje za istraživanje problematike rasta i razvoja MSP-a kao osnovnih dimenzija njihovog funkcionisanja.
LL@(22824) Without healthy SMEs, the economy of any country cannot achieve long-term development and secure itself a stable position in the world that is increasingly changing. => Bez zdravih preduzeća malih dimenzija, privreda jedne zemlje ne može da se razvija u dugoročnom pogledu i da obezbeđuje sebi stabilnu poziciju u svetu koji se sve više menja.
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LL@(22834) Š11Ë Hunt, S., Lambe, J. (2000), Marketings to Business Strategy: Market and International Contribution Orientation, Relationship Marketing Resourced-Advantage Theory, Journal of Management Review, 2(1), 1743. => Measurement Issues and Performance Outcomes, Journal of Marketing Research, 37(4), 449462. Š11Ë Hunt, S., Lambe, J. (2000), Marketings Contribution to Business Strategy:
LL@(22835) Š12Ë Hunt, S., Morgan, R. M. (1995), The Comparative Advantage Theory of Competition, Journal of Marketing, 59(April), 115. ~~~ Š13Ë Jakopin E. (redaktor) i dr. ~~~ (2008), Izveštaj o razvoju Srbije 2007. godine, Republički zavod za razvoj, Beograd. => Market Orientation, Relationship Marketing and Resourced-Advantage Theory, International Journal of Management Review, 2(1), 1743. Š12Ë Hunt, S., Morgan, R. M. (1995), The Comparative Advantage Theory of Competition, Journal of Marketing, 59(April), 115. Š13Ë Jakopin E. (redaktor) i dr. (2008), Izveštaj o razvoju Srbije 2007. godine, Republički zavod za razvoj, Beograd.
LL@(22836) Š14Ë Jaworski, B. J., Kohli, A. K. (1993), Market Orientation: Antecedents and Consequences, Journal of Marketing, 57(3), 5370. => Š14Ë Jaworski, B. J., Kohli, A. K. (1993), Market Orientation:
LL@(22837) Š15Ë Kirca, A. H., Jayachandran, S., Bearden, W. O. (2005), Market Orientation: A Meta-Analytic Review and Assessmentof Its Antecedents and Impacton Performance, Journal of Marketing, 69(2), 24-41. => Antecedents and Consequences, Journal of Marketing, 57(3), 5370. Š15Ë Kirca, A. H., Jayachandran, S., Bearden, W. O. (2005), Market Orientation:
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LL@(22839) Š18Ë Noble, C., Sinha, R., Kumar A. (2002), Market Orientation and Alternative Strategic Orientations: A Longitudinal Assessment of Performance Implications, Journal of Marketing, 66(4),2539. => Š18Ë Noble, C., Sinha, R., Kumar A. (2002), Market Orientation and Alternative Strategic Orientations:
LL@(22840) Š19Ë Phillips, B., Kirchhoff, B. (1989), Formation, Growth and Survival: Small Firm Dynamics in the U.S. Economy, Small Business Economics, 1(1), 6574. => A Longitudinal Assessment of Performance Implications, Journal of Marketing, 66(4),2539. Š19Ë Phillips, B., Kirchhoff, B. (1989), Formation, Growth and Survival:
LL@(22841) Š20Ë Schein, E. H. (1984), Coming to a New Awareness of Organizational Culture, Sloan Management Review, 26(Winter), 316. => Small Firm Dynamics in the U.S. Economy, Small Business Economics, 1(1), 6574. Š20Ë Schein, E. H. (1984), Coming to a New Awareness of Organizational Culture, Sloan Management Review, 26(Winter), 316. Š21Ë Schein, E. H. (1996).
LL@(22842) Š21Ë Schein, E. H. (1996). => Culture:
LL@(22843) Culture: The Missing Concept in Organization Studies, Administrative Science Quarterly, 4(2), 229240. ~~~ Š22Ë Schmiemann, M. (2008), Enterprises by Size Class Overview of SMEs in the EU, Statistics in Focus, Eurostat, Luxembourg, 31/2008. ~~~ Š23Ë Simon, H., Bonini, C. (1958), The Size Distribution of Business Firms, American Economic Review, 58, 607617. => The Missing Concept in Organization Studies, Administrative Science Quarterly, 4(2), 229240. Š22Ë Schmiemann, M. (2008), Enterprises by Size Class Overview of SMEs in the EU, Statistics in Focus, Eurostat, Luxembourg, 31/2008. Š23Ë Simon, H., Bonini, C. (1958), The Size Distribution of Business Firms, American Economic Review, 58, 607617.
LL@(22844) Š24Ë Stefanović, I., Milošević, D., Miletić, S. (2009), Significance and Development Problems of SMEs in Contemporary Market Economy, Serbian Journal of Management, 4(1), 127-136. ~~~ Š25Ë The group of authors (2007), Survey of the Observatory of European SMEs, The Gallup Organization, Hungary. => Š24Ë Stefanović, I., Milošević, D., Miletić, S. (2009), Significance and Development Problems of SMEs in Contemporary Market Economy, Serbian Journal of Management, 4(1), 127-136. Š25Ë The group of authors (2007), Survey of the Observatory of European SMEs, The Gallup Organization, Hungary.
LL@(22845) Š26Ë Watson J. (2003), The Potential Impact of Accessing Advice on SME Failure Rates, Proceedings of the 16th Annual Conference of Small Enterprise Association of Australia and New Zealand, Ballarat, 28 September-1 October 2003. => Š26Ë Watson J. (2003), The Potential Impact of Accessing Advice on SME Failure Rates, Proceedings of the 16th Annual Conference of Small Enterprise Association of Australia and New Zealand, Ballarat, 28 September-1 October 2003. Š27Ë Zhou, K., Yim, C., Tse D. (2005), The Effects of Strategic Orientations on Technology and MarketBased Breakthrough Innovations, Journal of Marketing, 69(2), 4260.
LL@(22846) Š27Ë Zhou, K., Yim, C., Tse D. (2005), The Effects of Strategic Orientations on Technology and MarketBased Breakthrough Innovations, Journal of Marketing, 69(2), 4260. => Strategijski koncept upravljanja i tržišno restrukturiranje kao odgovor na izazove u uslovima svetske finansijske krize 1 UDK:
LL@(22847) Strategic Management Concept and Market Restructuring as a Response to New Challenges of the World Financial Crisis1 UDC: 005.591.4:339.13 ; 338.124.4(100) Ivana Domazet, Ivan Stošić, Jovan Zubović ivana.domazet¿ien.bg.ac.rs The negative effects of global financial and economic crises foster the application of modern concepts of strategic management. => 005.591.4:339.13 ; 338.124.4(100) Ivana Domazet2, Ivan Stošić3, Jovan Zubović4 ivana.domazet¿ien.bg.ac.rs Negativni efekti svetske finansijske i ekonomske krize aktueliziraju primenu savremenih koncepata strategijskog menadžmenta.
LL@(22848) In fact, radical changes of business environment, which are manifested by numerous discontinuities and turbulent changes of business environment, justify the implementation of significant structural changes in principles of business activities. => Naime, radikalne promene poslovnog okruženja, u kome se ispoljavaju brojni diskontinuiteti i turbulentne izmene uslova poslovanja, neminovno nameću sprovođenje značajnih strukturnih promena u načinu poslovanja.
LL@(22849) In addition, the application of strategic management concepts, within the necessary structural changes, represents a rational analytical framework to challenges from the environment. => Pri tome, primena koncepata strategijskog menadžmenta, u sklopu neophodnih strukturnih promena, predstavlja racionalan analitički okvir za odgovore na izazove iz okruženja.
LL@(22850) In order to achieve distinctive competitive advantage and satisfaction of diminishing consumer demands, it is necessary to implement a comprehensive business restructuring process, to a large extent based on market restructuring. => Pre svega kroz obezbeđenje distinktivne konkurentske prednosti i satisfakcije sve zahtevnijih potrošača, u novoizmenjenim tržišnim uslovima pada tražnje, jača potreba za implementacijom sveobuhvatnih procesa poslovnog restrukturiranja koje je u značajnoj meri zasnovano na tržišnom restrukturiranju.
LL@(22851) Specifically, market restructuring, which includes a series of structural changes in market orientation and marketing activities, may provide a new strategic leverage, that is, through innovation of the business portfolio, the structure of the target market and marketing mix instruments, contribute to the survival and further growth and development of numerous business entities. ~~~ 1. => Naime, tržišno restrukturiranje, koje obuhvata niz strukturnih promena u tržišnoj orijentaciji i marketing aktivnostima, može da obezbedi novi strategijski leveridž, odnosno da se kroz inovacije poslovnog portfolija, strukture ciljnih tržišta i kombinaciju instrumenata marketinga, doprinese opstanku i daljem rastu i razvoju brojnih privrednih subjekta. 1.
LL@(22852) Introduction The current global financial crisis has led to many changes in the ways macroeconomic policy is implemented, however, also in the ways the business of numerous econimoc entities are conducted. => Uvod Aktuelna globalna finansijska kriza dovela je do brojnih promena u načinu vođenja makroekonomske politike, ali i do promena u načinu upravljanja poslovanjem brojnih privrednih subjekta.
LL@(22853) Certain solutions, impossible only one or two years ago, have today become a reality. => Neka rešenja, koja su bila «nezamisliva» sve do pre jedne ili dve godine, postala su danas realnost.
LL@(22854) Simultaneously, numerous verified solutions, successfully applied in the past period, do not ensure favourable results today. => Istovremeno, brojni provereni recepti, koji su uspešno primenjivani u ranijem periodu, danas ne daju željene rezultate.
LL@(22855) Thus, for example, in the USA, the country that was a champion of market fundamentalism, the state became a co-owner of a number of leading companies (and banks) through powerful financial injections, and the neutral economic policy was replaced by a vigorous interventionism in many an economic sector. => Tako na primer u SAD, bastionu tržišnog fundamentalizma i liberalne ekonomije, država je kroz snažne finansijske injekcije postala suvlasnik nekih vodećih kompanija (i banaka), a neutralna ekonomska politika je zamenjena snažnim intervencionizmom u mnogim sferama privrede.
LL@(22856) By June 2009, the USA intervened with resources that amounted to 6.3% their GDP, Great Britain spent as much as 17.7%, and Germany intervened with 4.2% of its gross product Š8Ë. => SAD su intervenisale sredstvima koja iznose 6,3% njihovog GDP, Velika Britanija je intervenisala čak sa 17,7%, a Nemačka sa 4,2% svog bruto proizvoda, i to do juna 2009. godine Š8Ë.
LL@(22857) Starting from the analysis of different concepts of business planning and experiences in carrying out restructuring processes, the aim of this paper is to provide an answer as to how companies in the conditions of global economic crisis implement modern concepts of strategic management and market restructuring to proactively and successfully respond to the shocks coming from external environmens, that is, how companies can ensure success in business in these new market conditions without implementing the standard methods of cutting on costs, reducing the number of employees and sales of their property. => Polazeći od analize različitih koncepata poslovnog planiranja i iskustava u sprovođenju procesa restrukturiranja, težnja ovog rada je da pokuša da pruži odgovor, kako preduzeća, u uslovima svetske finansijske krize, pomoću implementacije savremenih koncepta strategijskog upravljanja i tržišnog restrukturiranja mogu proaktivno i uspešno da odgovore na šokove iz eksternog okruženja, odnosno kako ne ograničavajući se na standardne metode «kresanja» troškova, smanjenja broja zaposlenih i prodaju imovine, kompanije mogu da obezbede uspešno poslovanje u novonastalim tržišnim okolnostima.
LL@(22858) Namely, one of the starting hypotheses in this paper is that market restructuring that entails a succession of structural changes in the market orientation and marketing activities is one of the key solutions in resolving a plethora of problems arising due to negative effects of the world financial crisis in the modern conditions of business operations. => Naime, jedna od polaznih hipoteza ovoga rada je da tržišno restrukturiranje, koje obuhvata niz strukturnih promena u tržišnoj orijentaciji i marketing aktivnostima, predstavlja u savremenim uslovima poslovanja, jedan od ključnih načina prevazilaženja brojnih problema koji nameću negativni efekti svetske finansijske krize.
LL@(22859) Since the development of this country in the period to come should be based on the creation of a more efficient economic structure in which the production of exchangeable goods (especially manufacturing industry, high and medium-high technologies characterised by higher added value) will be assigned a more important role, it is important that a number of structural changes be conducted in the domain of market-oriented business of the economic entities in Serbia. => S obzirom da bi razvoj naše zemlje u narednom periodu trebalo da bude zasnovan na stvaranju efikasnije privredne strukture, u kojoj će znatno veću ulogu nego do sada imati proizvodnja razmenljivih proizvoda (posebno prerađivačke industrije, naročito visokih i srednje-visokih tehnologija, koje karakteriše veća dodatna vrednost), od bitnog značaja je sprovesti niz strukturnih promena u oblasti tržišnog poslovanja privrednih subjekata iz Srbije.
LL@(22860) In view of all the above listed, the second chapter of the paper will present a detailed analysis of the basic concepts of planning the development behaviour of a company, as well as the characteristics of the strategic management concept. => Imajući sve navedeno u vidu, u drugom delu radu su detaljnije analizirani osnovni koncepti planiranja razvojnog ponašanja preduzeća, kao i karakteristike koncepta strategijskog upravljanja.
LL@(22861) The third chapter of the paper focuses upon the impact of the world financial crisis on the methods of business planning and especially on designing the access to the market. => U trećem delu rada posebna pažnja bila je usmerena ka uticaju svetske finansijske krize na način poslovnog planiranja i naročito koncipiranja tržišnog nastupa.
LL@(22862) The current conditions of business doing in which the vital interests of many a companys survival is endangered require prompt and concrete proactive actions to be applied. => Naime, postojeći uslovi poslovan 1 Ovaj rad je deo istraživačkih projekata pod šiframa 179015 (Izazovi i perspektive strukturnih promena u Srbiji:
LL@(22863) Furthermore, structural changes must not, according to the authors, be restricted to only defensive activities; on the con 1 this paper is part of research project under the codes 179015 (Challenges and prospects of structural changes in Serbia: Strategic orientation of economic development and adjusting to the EU requirements) and 47009 (European integrations and socio-economic changes in the economy of Serbia on its path to the EU) financed by the Ministry of Science and Technological Development of the Republic of Serbia. trary, they must primarily be oriented towards the implementation of offensive changes in business, largely based on market restructuring, which is the topis of the fourth chapter of this paper. => Strateški pravci ekonomskog razvoja i usklađivanje sa zahtevima EU) i 47009 (Evropske integracije i društveno-ekonomske promene privrede Srbije na putu ka EU) i finansiranih od strane Ministarstva za nauku i tehnološki razvoj Republike Srbije. ~~~ 2 Naučni saradnik, Institut ekonomskih nauka, Zmaj Jovina 12, Beograd, ivana.domazet¿ien.bg.ac.rs 3 Viši naučni saradnik, Institut ekonomskih nauka, Zmaj Jovina 12, Beograd, ivan.stosic¿ien.bg.ac.rs 4 Naučni saradnik, Institut ekonomskih nauka, Zmaj Jovina 12, Beograd, jovan.zubovic¿ien.bg.ac.rs ja, u kojima su ugroženi vitalni interesi opstanka mnogih preduzeća, zahtevaju brze i konkretne proaktivne akcije.
LL@(22864)  => Pri tome, strukturne promene se, po mišljenju autora, ne smeju ograničiti isključivo na defanzivne aktivnosti, već moraju biti prevashodno usmereni na implementaciju ofanzivnih promena u poslovanju, u velikoj meri zasnovanih na tržišnom restrukturiranju, a čemu je posvećen četvrti deo ovoga rada.
LL@(22865) The fifth chapter is dedicated to the problems of defining the company business as basis for implementing a market restructuring process. => Peti deo se bavi problematikom definisanja biznisa preduzeća kao osnove za sprovođenje procesa tržišnog restrukturiranja.
LL@(22866) Finally, in the conclusion chapter, the authors stress the importance and role the market restructuring can and must play in the modern conditions of business operations in which the negative effects of the world financial and economic crises are still sorely felt. => Na kraju, u sklopu zaključaka ukazano je na značaj i ulogu koje tržišno restrukturiranje može i mora da ima u savremenim uslovima poslovanja u kojima se još uvek ispoljavaju negativni efekti svetske finansijske i ekonomske krize. 2.
LL@(22867) 2. ~~~ Evolution of business planning concept The concepts, methods and techniques of the developmental behaviour of the company evolved over time. => Evolucija koncepta poslovnog planiranja Koncepti, metodi i tehnike planiranja razvojnog ponašanja preduzeća su evoluirali tokom vremena.
LL@(22868) Under the impact of numerous factors, primarily of the changes in the environment and accumulated knowledge and experience, the formal system of planning has gradually changed and improved Š7Ë. => Pod uticajem brojnih faktora, a pre svega promena u okruženju, te akumuliranog znanja i iskustva, formalni sistem planiranja postepeno i unapređivan Š7Ë.
LL@(22869) The literature (e.g., Day Š3Ë, Ansoff Š1Ë, Todorović Š15Ë) dealing with this topis often quotes the four phases in the planning system evolution: budgetary planning long-term planning strategic planning strategic management Budgetary planning was primarily oriented towards creating a short-term, annual financial plan budget, within which revenues, expenditures and investment resources were projected. => U literaturi (npr. Day Š3Ë, Ansoff Š1Ë, Todorović Š15Ë) koja se bavi ovom problematikom veoma često se ukazuje na postojanje četiri faze u evoluciji sistema planiranja: je menjan budžetsko planiranje dugoročno planiranje strategijsko planiranje strategijsko upravljanje Budžetsko planiranje je prvenstveno bilo usmereno na utvrđivanje kratkoročnog, godišnjeg finansijskog plana - budžeta u okviru koga su projektovani prihodi, rashodi i potrebna sredstva za investicije.
LL@(22870) In case a longer time period was taken into consideration, a unilateral extrapolation of the existing trends was made. => Ukoliko je razmatran duži vremenski period, vršila se jednostrano ekstrapolacija postojećih trendova.
LL@(22871) Alongside the annual financial plan, tactical plans for individual functional sectors were devised. => Uporedo sa godišnjim finansijskim planom sačinjavani su taktički planovi za pojedina funkcionalna područja.
LL@(22872) This model of planning does not mean the absence of strategic thinking. => Ovaj model planiranja ne podrazumeva odsustvo strategijskog razmišljanja.
LL@(22873) Strategies, however, are only implicitly present, which makes the concept acceptable mainly in the conditions of steady and easily predictable market environment, primarily in case of small, functionally organized companies. => Međutim, strategije su samo implicirano prisutne, što koncept čini prihvatljivim uglavnom u uslovima stabilnog i lako predvidljivog tržišnog okruženja, i to pre svega kad su u pitanju manja, funkcionalno organizovana preduzeća.
LL@(22874) In the 1960s and at in the early 1970s, a large number of companies in the USA and in other developed countries abandoned the budget-based planning system in favour of the long-term planning concept. => Tokom šezdesetih i početkom sedamdesetih godina veliki broj kompanija u SAD, a i u drugim razvijenim zemljama, je odbacio budžetski baziran sistem planiranja i oslonio se na koncept dugoročnog planiranja.
LL@(22875) The longterm planning system allowed for an insight into financial implications of the existing trends. => Sistemom dugoročnog planiranja bilo je omogućeno sagledavanje finansijskih implikacija postojećih tren dova.
LL@(22876) Nevertheless, plans were considerably shorter-termed than anybody cared to admit. => Ipak, planovi su bili mnogo kratkoročniji nego što je to bilo ko želeo da prizna!
LL@(22877) The prime attention was paid to the year to come, since the first year of the long-term plan was at the same time strictly budgeted. => Prevashodna pažnja je bila usmerena na nastupajuću godinu, s obzirom da je prva godina dugoročnog plana bila istovremeno striktno budžetirana.
LL@(22878) Besides, per formance measuring in the first year was a basis for the majority of awards and recognition for the management. => Osim toga, merenje rezultata u prvoj godini, bio je osnov za većinu nagrada i priznanja menadžmenta.
LL@(22879) Later, everything is much easier and deviations from the plan could be justified by numerous reasons. => Kasnije sve postaje lakše i odstupanja od plana se mogu pravdati brojnim razlozima.
LL@(22880) Massive weaknesses of this business planning system brought forth the development and implementation of a new concept strategic planning. => Brojni nedostaci ovog sistema poslovnog planiranja, ubrzo su uticali na razvoj i implementaciju novog koncepta - strategijskog planiranja.
LL@(22881) The long-term planning based on long procedures and on the assumption that the future will be only a continuation of the past trends was one of the first victims of dicontinuity in the development, characteristic of the mid-1970s. => Dugoročno planiranje bazirano na dugim procedurama i pretpostavci da će budućnost predstavljati nastavak trendova iz prošlosti, bilo je jedno od prvih žrtava pojave diskontinuiteta u razvoju, koje je karakterisalo sredinu sedamdesetih godina.
LL@(22882) First the petroleum shocks, then changes in the raw material prices, the shortages of certain materials, fierce inflation and recession and the rise of interest rates are only some of the phenomena characteristic of the environment in that period. => Najpre naftni šokovi, zatim promene cena sirovina, nedostatak pojedinih materijala, te bujanje inflacije i recesija, kao i rast kamatnih stopa su samo neki od fenomena koji su karakterisali okruženje u ovom periodu.
LL@(22883) In response, and for the purpose of adapting to newly emerged conditions of business, the business planning system underwent certain changes the focus of which was shifted from growth management to a centralized resource management. => Kao odgovor, a u cilju prilagođavanja novonastalim uslovima privređivanja, došlo je do promena u sistemu poslovnog planiranja, čiji je fokus pomeren sa upravljanja rastom na centralizovano upravljanje resursima.
LL@(22884) In this context, the focus of activities was on: the analysis of the existing business and, primarilly, market situation and the assessment of competition (through a precise identification and assessment of opportunities and threats from the environment, and the assessment of strengths and weaknesses of the company as well as its comparative advantages in comparison with the competition), the generation, discussion and assessment of numerous strategic options, devising strategic market plans and setting the tasks for individual SBJs, and not in a uniform way as was the case in the long-term planning system Š10Ë. => U tom kontekstu, težište aktivnosti bilo je na: analizi postojeće poslovne, a pre svega tržišne situacije i oceni konkurencije (kroz preciznu identifikaciju i ocenu šansi i pretnji iz okruženja, te ocenu snaga i slabosti kompanija, kao i komparativnih prednosti u odnosu na konkurenciju), te generisanju, razmatranju i oceni brojnih strategijskih opcija, zatim izradi strategijskih tržišnih planova i utvrđivanju zadataka pojedinih SBJ i to ne na unificiran način, kao što je to bio slučaj u sistemu dugoročnog planiranja Š10Ë.
LL@(22885) The last, fourth phase in the evolution of the developmental planning system is strategic management meant to overcome certain weaknesses, i.e., improve the strengths of the preceding planning concept. => Poslednju, četvrtu fazu, u evoluciji sistema razvojnog planiranja predstavlja strategijsko upravljanje, kojim se pokušavaju da prevladaju određene slabosti, odnosno pojačaju prednosti prethodnog koncepta planiranja.
LL@(22886) The emergence of strategic manageent is dated in the 1980s when the environmental challenges increased Š2Ë. => Nastajanje strategijskog upravljanja se uglavnom vezuje za osamdesete godine u kojima su izazovi okruženja postali još veći Š2Ë.
LL@(22887) In the first place, in the conditions of slow economic growth manifested in this period, the pressures of competition has become heavier. => U prvom redu, u uslovima sporog ekonomskog rasta koji se manifestuje u ovom razdoblju, pritisci konkurencije postaju izraženiji.
LL@(22888) Simultaneously, technological progress, market globalization, deregulation in external economic relations, reduced role of the state, high energy costs, changes in demographic factors and numerous other factors have become new challenges. => U isto vreme, tehnološki napredak, globalizacija tržišta, deregulacija u ekonomskim odnosima sa inostranstvom, smanjena uloga države, visoki troškovi energije, promene demografskih faktora i brojni drugi faktori predstavljaju nove izazove.
LL@(22889) All these result into a fierce and complex competition, where achieving and maintaining competitive advantages becomes really hard to accomplish. => Kao rezultat svega toga, konkurentska borba postaje izuzetno oštra i kompleksna, a ostvarivanje ili održanje konkurentske prednosti veoma teško.
LL@(22890) In order to overcome the perceived weaknesses and face the increasing challenge, the planning system evolved towards focusing upon finding competitive advantages. => U cilju prevazilaženja uočenih slabosti i suočavanja sa sve većim izazovima, sistem planiranja je evoluirao u pravcu fokusiranja procesa planiranja prema pronalaženju konkurentskih prednosti.
LL@(22891) This primarily means recongizing the changes in the key factors of business success, in the needs of in dividual market segments, in competition strategies and finally, in the managers demands. => To, u prvom redu, podrazumeva sagledavanje promena u ključnim faktorima poslovnog uspeha, potrebama pojedinih tržišnih segmenata, strategijama konkurencije, te u zahtevima menadžera.
LL@(22892) Certain authors, Ansoff Š1Ë in the first place, highlight the importance of strategic position management and competence planning, that is added to strategic planning. => Pojedini autori, a najpre I. Ansoff Š1Ë ukazuju na značaj upravljanja strategijskom pozicijom i planiranje sposobnosti, koje se dodaje strategijskom planiranju.
LL@(22893) With the change in the turbulent level, it is necessary that new competencies of the company be planned. => Sa promenom turbulentnog nivoa, potrebno je planirati nove sposobnosti preduzeća.
LL@(22894) It is in this context that the importance of strategic issues management (i.e., the timely response to an identified problem, independently of the regular strategic planning cycle) is stressed, together with the management via weak signals or management on the basis of surprise Š16Ë. => U tom kontekstu se takođe ukazuje na značaj upravljanja strategijskim pitanjima (tj. pravovremenog reagovanja na uočeni problem, nezavisno od redovnog ciklusa strategijskog planiranja), zatim na upravljanje putem slabih signala ili upravljanja na bazi iznenađenja Š16Ë .
LL@(22895) The essence of strategic management is in fact the perception of effects of different present decisions in the light of their possible and likely consequences in the future. => Suštinu strategijskog upravljanja u osnovi čini sagledavanje efekata različitih sadašnjih odluka u svetlu njihovih mogućih i verovatnih reperkusija u budućnosti.
LL@(22896) It includes avoiding identified dangers and orientation towards exploiting the existing strengths and competences of the company. => To obuhvata izbegavanje uočenih opasnosti i usmerenje ka korišćenju postojećih mogućnosti i sposobnosti preduzeća.
LL@(22897) Naturally, this does not imply that strategic management is only a method of risk avoiding or minimizing. => Naravno, to ne znači da je strategijsko upravljanje način izbegavanja ili minimiziranja rizika.
LL@(22898) On the contrary, it includes risk acceptance. => Naprotiv, ono uključuje prihvatanje rizika.
LL@(22899) This system of planning tends to allow for making decisions which will in turn provide an adequate response to unpredictable future, on the basis of the best information available at the moment. => Pri tome se kroz ovaj sistem planiranja teži da se na osnovu najboljih trenutno raspoloživih informacija, donesu odluke koje sada treba da obezbede adekvatni odgovor na nepredvidljivu budućnost.
LL@(22900) Hence the basic characteristics of the strategic management concept are the following Š3, pp.3,5. => Stoga se, kao osnovne karakteristike koncepta strategijskog upravljanja, navode Š3, str.3; 5, str. 11Ë:
LL@(22901) P 11Ë: External orientation The primary responsibility of strategic planning lies in its orientation towards an entire and direct environment as well as towards maintaining the same level of business competition with anticipated change. => Eksterna orijentacija - Primarna odgovornost strateškog planiranja prevashodno leži u njegovoj usmerenosti ka ukupnom i neposrednom okruženju i obezbeđenju održavanja konkurentnosti biznisa sa anticipiranim promenama.
LL@(22902) Strategy formulation Resolving problems the company encounters is based upon a broad implementation of strategies, most attention being paid to the issues of strategy formulation and selection of strategic options. => Formulisanje strategija - Rešavanje problema sa kojima se preduzeće susreće zasniva se na širokom korišćenju strategija, a pitanjima formulisanja i izbora strategijskih opcija posvećuje se najveća pažnja.
LL@(22903) Development of analytical methods meant to enable strategy generation, structuring and evaluation Especially significant progress has been made in the domain of planning techniques and concepts (the product and branch life cycle concept, experience curve and economy of scope concepts), analytical models of planning (portfolio, five factor model and technique scenario) and analytical techniques for strategic issues and assumptions identification (the concept of strauctural analysis of branch strategy groups, etc.). => Razvoj analitičkih metoda koje treba da omoguće generiranje, strukturiranje i evaluaciju strategija Posebno veliki napredak učinjen je u domenu tehnika i koncepata planiranja (koncept životnog ciklusa proizvoda i grane, koncept krive iskustva i ekonomije obima), analitičkih modela planiranja (portfolio, model pet faktora i scenario tehnika) i analitičkih tehnika za identifikaciju strategijskih pitanja i pretpostavki (koncept strukturne analize grane - strategijskih grupa i sl.).
LL@(22904) Orientation to action Formal plans, analyses, prognoses, and set tasks will be useless without an adequate implementation. => Usmerenost na akciju - Formalni planovi, analize, prognoze i utvrđeni zadaci biće samo pusto slovo na papiru bez adekvatne implementacije.
LL@(22905) Having in mind that the plan implementation is the competence of operations managers, the planning process itself has to develop via a combination of top-down and bottom operations level-up approaches, so that a full understanding of agreed plans and a motivation of operations managers for their execution are ensured. => Imajući u vidu da je implementacija planova u ingerenciji menadžera na operativnom nivou, sam proces planiranja mora se odvijati kroz kombinaciju pristupa od vrha nadole i od najnižih operativnih nivoa ka vrhu, kako bi se obezbedilo puno razumevanje utvrđenih planova i motivacija operativnih menadžera za njegovo izvršenje.
LL@(22906) Basically, strategic planning here is closely related to the current business operationsand orchestration of all the activities in the scope of strategic frameworks set on the company level. => U osnovi reč je o tesnom povezivanju strategijskog planiranja sa tekućim poslovanjem i orkestraciji svih aktivnosti u sklopu strateških okvira utvrđenih na nivou preduzeća. 3.
LL@(22907) 3. ~~~ Effects of world financial crisis upon business planning and business operations concept The crisis present in certain world financial markets culminated in the first half of 2008, when the largest and most important exchange markets collapsed and almost all inter-bank short-term crediting ceased. => Uticaj svetske finansijske krize na koncept poslovnog planiranja i poslovanja Kriza, koja se ispoljavala na pojedinim svetskim finansijskim tržišta, kulminirala je u prvoj polovini oktobra 2008. godine, kada je došlo do kraha na najvećim berzama i gotovo potpune obustave međubankarskog kratkoročnog kreditiranja.
LL@(22908) The financial markets were dominated by lack of trust, in many cases even by panic. => Finansijskim tržištima zavladalo je nepoverenje, a u mnogim slučajevima i panika.
LL@(22909) Evaluations differ, however, it appears that the major causes of the crisis lie in the collapse of real estate market in the USA where it was not possible for the creditors to get their money back. => Mada postoje različite ocene, čini se da osnovni uzroci krize leže u krahu tržišta nekretnina u SAD i nemogućnosti kreditora da naplate svoja potraživanja.
LL@(22910) The spread of the crisis was especially intensified by an entirely liberated USA financial market in which the trade in the socalled financial derivatives (performed by banks, investment funds, hypothecary and insurance companies and similar financial institutions) was not regulated in an adequate manner. => Narastanju krize, doprinelo je potpuno liberalizovano finansijsko tržište SAD, u kome je trgovina tzv. finansijskim derivatima (od strane banaka, investicionih fondova, hipotekarnih i osiguravajućih društava i sličnih finansijskih institucija) nije bila adekvatno regulisana.
LL@(22911) The negative effects of the crisis in the USA promptly spread to other financial markets throughout the world as well as to the economies of leading countries. => Negativni efekti krize u SAD vrlo brzo su se proširili na ostala finansijska tržišta u svetu i ekonomije vodećih zemalja.
LL@(22912) This resulted in the bankruptcy of many a respectable financial institution and banks, or in their recapitalization by the state sector. => To je dovelo do stečaja mnogih uglednih finansijskih institucija i banaka i/ili njihove dokapitalizacije od strane državnog sektora.
LL@(22913) In almost no time, the consequences of the global financial crisis spread to the real sector and were reflected primarily in the fall of the effective current demand for a large number of products and services. => Posledice svetske finansijske krize su se vrlo brzo prelile u realni sektor, a ispoljile su se prevashodno kroz smanjene efektivne tekuće tražnje za velikim brojem proizvoda i usluga.
LL@(22914) The result of these negative trends in the financial and real sectors was that the economies of practically all the leading world economies have consequently suffered recession. => Usled toga, kao posledica negativnih kretanja u finansijskom i realnom sektoru ekonomije, praktično svih vodećih privreda sveta, ušle su u recesiju.
LL@(22915) Towards the end of 2008, the consequences of this crisis were present worldwide and were felt by actually all the players on financial markets, by the economies and finally, by citizens and employees. => Krajem 2008. godine, posledice ove krize su prisutne širom sveta i njih osećaju, praktično svi učesnici na finansijskim tržištima, te privreda, kao i građani i zaposleni.
LL@(22916) Hence the governments of many countries undertook various measures to exit the crisis, and the state intervention in the finance sector became evident again, after many years, even in the USA where the concept of neoliberalism and abandoning the role of the state in economy were for years axiomatic in the economic policy implementation. => Stoga su vlade mnogih zemalja preduzele različite mere za savlađivanje krize, a državna intervencija u oblasti finansija ponovo je, nakon mnogo godina postala vidno prisutna, čak i u SAD, u kojoj su koncept neoliberalizma i odbacivanja uloge države u oblasti privrede, bili aksiomi dugi niz godina vođenja ekonomske politike.
LL@(22917) At the beginning of 2009, the negative effects of the global economic crisis spread to the economy and finances of Serbia, too. => Početkom 2009. godine negativni efekti svetske ekonomske krize prelili su se i na ekonomiju i finansije Srbije.
LL@(22918) They are primarily reflected in the export-oriented production, financial market trends and budget revenues. => Oni se ispoljavaju prevashodno na izvozno orijentisanu proizvodnju, kretanja na finansijskim tržištima, te na ostvarivanje prihoda budžeta.
LL@(22919) Over time, the negative effects of the global financial crises have increased and strongly affected the ovarall economic trends and the business operations of the Serbian companies. => Kako vreme prolazi, tako negativni efekti svetske finansi jske postaju sve veći i snažno utiču na ukupna privredna kretanja i poslovanje preduzeća Srbije.
LL@(22920) A large number of companies encounter the placement crisis, insolvency, problems in debt repayment, and the cases of discountinuing production and massive redundancies are no longer rare. => Mnoga preduzeća se susreću sa krizom plasmana, nelikvidnošću, problemima u otplati dugova, a sve češći su slučajevi obustavljanja proizvodnje i otpuštanja zaposlenih.
LL@(22921) Table 1. => Tabela 1.
LL@(22922) Indicators of basic economic trends in Serbia in 2008-2010 period (indices, previous year=100) Social product fixed prices 2002. ~~~ Physical scope of production Industry Agriculture Construction industry Wholesale and retail trade 105.5 101.1 108.5 104.2 96.9 87.9 101.0 80.1 101.51) 102.9 98.31) 88.11) Retail trade fixed prices 106.6 88.4 99.6 Export trade Exports in USD Imports in USD Empolyees Customer prices end of period Average real earnings total 124.3 124.0 99.9 108.6 103.9 76.0 70.7 94.5 106.6 100.2 117.4 104.2 95.1 110.3 100.7 1)Estimate for 2010. => Pokazatelji osnovnih privrednih kretanja u Srbiji u periodu 2008-2010. godine (indeksi, prethodna godina=100) Društveni proizvod - stalne cene 2002. 105,5 Fizički obim proizvodnje Industrija Poljoprivreda Građevinarstvo Trgovina na veliko i malo 101,1 108,5 104,2 96,9 87,9 101,0 80,1 101,51) 102,9 98,31) 88,11) Promet robe na malo - stalne cene 106,6 88,4 99,6 Spoljnotrgovinska robna razmena Izvoz u USD Uvoz u USD Zaposleni Potrošačke cene - kraj perioda Prosečne realne zarade ukupno 124,3 124,0 99,9 108,6 103,9 76,0 70,7 94,5 106,6 100,2 117,4 104,2 95,1 110,3 100,7 Procena za 2010.
LL@(22923) Source: RSO KC 10.29.12.10 After the recession that was evident from the end of 2008 and over the entire 2009, the Serbian economy records a slight recovery and the first signs of exiting crisis, nevertheless, the situation is still far from desired. => Izvor: ~~~ Podaci RZS KC 10 29.12. ~~~ I mada privreda Srbije u 2010. godini, nakon recesije koja se ispoljavala od kraja 2008. i tokom cele 2009. godine, počinje da beleži blagi oporavak i prve znake izlaska iz recesije, situacija je daleko od povoljne.
LL@(22924) The indicators of basic economic trends in Serbia in the 2008-2010 period are presented in Table 1. => Pokazatelji osnovnih privrednih kretanja u Srbiji u periodu 2008-2010. godine prikazani su u Tabeli 1.
LL@(22925) The level of domestic demand is still rather low, which with the problems of insolvency and of an exceptionally long period of receivable collection limits the chances for a more successful business of a large number of econimic entities. => Nivo domaće tražnje je još uvek nizak, što uz prisutnu nelikvidnost i iznimno dug period naplate potraživanja limitira mogućnosti uspešnijeg poslovanja značajnog broja privrednih subjekata.
LL@(22926) Simultaneously, the trends on the labour market are still unfavourable and no visible positive trends have been observed so far. => Istovremeno, kretanja na tržištu rada su još uvek nepovoljna i za sada ne uočavaju vidniji pozitivni pomaci.
LL@(22927) The existing global economic crisis brought forth the implementation of the concept of intensive change in a companys business planning and business operations, in resposne to environmental shocks. => Postojeća svetska finansijska kriza aktualizirala je primenu koncepta intenzivnih promena u poslovnom planiranju i poslovanju preduzeća, kao odgovor na šokove iz okruženja.
LL@(22928) Business planning, based on the concept of gradual and incremental transformations gave way to the concept of radical change in which the appeals for intensive restructuring processes are dominant. => Poslovno planiranje, zasnovano na konceptu gradualnih i inkrementalnih transformacija je prepustio mesto konceptu radikalnih promena, u kome središnje mesto zauzimaju zalaganja za intenzivne procese restrukturiranja.
LL@(22929) Restructuring processes meant to bring a crucial change of the entire anatomy and physiology of the company in a rather short period proved to be extremely painful. => Veoma su izraženi procesi restrukturiranja kroz koje se, u relativno kratkom roku, pokušava izvršiti korenita promena celokupne anatomije i fiziologije preduzeća.
LL@(22930) Namely, in the modern conditions of changed business environment, numerous turbulent changes and discontinuities, change in customers habits, fierce competition, etc., a radical move is necessary to change the so far prevailing method of company establishment and operations. => Naime, u savremenim uslovima promenjenog eksternog okruženja, brojnih turbulentnih promena i diskontinuiteta, promena u navikama potrošača, oštre konkurencije i sl., neophodno izvršiti radikalan rez u pogledu dosadašnjeg načina konstituisanja i funkcionisanja preduzeća.
LL@(22931) A significantly large number of companies have tried to resolve problems through organizational change (pri marily through the employee number rationalization) and through financial restructuring. => Značajan broj preduzeća pokušao je da savlada teškoće kroz organizacione promene (prevashodno kroz racionalizaciju broja zaposlenih) i finansijsko re strukturiranje.
LL@(22932) Unfortunately, the steps towards offensive changes in the strategy of the company in which the market restructuring processes are to occupy a central position, are largely missing. ~~~ 4. => Nažalost, napori ka ofanzivnijim promenama izmene strategije preduzeća, u kome procesi tržišnog restrukturiranja treba da zauzmu jedno od središnjih mesta, su u velikoj meri, izostali. 4.
LL@(22933) Market restructuring as response to new challenges One of the evident effects of the global world devastation is an intensive degradation of business in numerous national companies that were forced to reduce placement of their products (services) and even withdraw from numerous world markets, often reducing their production to only 40-50% of capacities installed. => Tržišno restrukturiranje kao odgovor na nove izazove Jedan od vidljivijih efekata globalne svetske devastacije je intenzivna degradacija poslovanja brojnih domaćih preduzeća, koja su bila prinuđena da smanje plasman svojih proizvoda (usluga), pa čak da se povuku sa brojnih svetskih tržišta, svodeći svoju proizvodnju ne retko na svega 40-50% instaliranih kapaciteta.
LL@(22934) All this has had negative effects upon the overall economic trends in Serbia, especially in 2009 and even in 2010. => Sve to je imalo negativne posledice na ukupna privredna kretanja u Srbiji, naročito u 2009. pa i 2010. godini.
LL@(22935) The global economic crisis has had a dramatic effect upon the Serbian economy. => Globalna ekonomska kriza je značajno potresla privredu Srbije.
LL@(22936) Following a succession of years of dynamic growth rates, based largely on consumption (instead on investments), a relatively high inflow of capital from privatization processes, and an ever increasing number of credits and growing indebtedness, the world crisis induced a fall in the economic activity, which in turn resulted in the rise in the already high unemployment rate. => Nakon više godina dinamičnih stopa rasta, zasnovanih većim delom na potrošnji (umesto na investicijama), relativno visokom prilivu kapitala po osnovu privatizacije, te snažnom porastu kredita i zaduživanja, svetska kriza je indukovala pad privredne aktivnosti, što je imalo za posledicu povećanje ionako velike nezaposlenosti.
LL@(22937) The existing key econimic problems of Serbia are primarily found in the real sector of economy, in inadequate structural changes as well as in insufficient level of company restructuring and modernization of production capacities in the first decade of the 21st century. => Postojeći ključni ekonomski problemi Srbije leže prvenstveno u realnom sektoru privrede, u neadekvatnim strukturnim promenama i nedovoljnom restrukturiranju preduzeća i modernizaciji proizvodnih kapaciteta tokom prve decenije 21. veka.
LL@(22938) A specific problem is that the development of exchangeable goods was neglected during the period of intensive transition changes (after 2000). => Poseban problem predstavlja činjenica da je u periodu sprovođenja intenzivnih tranzicionih promena (nakon 2000. godine) razvoj razmenljivih proizvoda bio zanemaren.
LL@(22939) A large number of real sector companies remained stuck in the production of their traditional, at best cosmetically innovated products that, viewed from the global market point of view, are technologicaly obsolete in numerous cases and incompatible with the changed market requirements, etc. => Veliki deo preduzeća iz realnog sektora ostao je na proizvodnji svojih tradicionalnih, u najboljem slučaju kozmetički inoviranih, proizvoda koji su, posmatrano sa svetskog stanovišta, u brojnim slučajevima tehnološki zastareli, neprilagođeni izmenjenim tržišnim zahtevima, i sl.
LL@(22940) The structure of offer is such that it does not stand any chances even in normal market conditions, and even less so in the conditions of exceptionally fierce marker relations that gradually, but inevitably, gain in importance in the cases of extreme market conditions. => U pitanju je struktura ponude koja nema realne šanse za veći uspeh ni u normalnim tržišnim uslovima, a naročito ne u uslovima izuzetno zaoštrenih tržišnih odnosa, koji postepeno, ali neminovno dobijaju na značaju u slučajevima ekstremnih tržišnih okolnosti.
LL@(22941) According to the assessments of the European Bank for Restructuring and Development (EBRD) for Serbia at the end of 2020 Š6Ë, the rate for the company restructuring indicator remained on a low level of 2+ and is the same as in 2005, the evidence that there has been no progress in this field in the last five years. => Prema oceni Evropske banke za obnovu i razvoj (EBRD) za Srbiju krajem 2010. godine Š6Ë, ocena indikatora restrukturiranje preduzeća, ostala je na niskom nivou od 2+ i potpuno ista kao i 2005. godine, što svedoči da u ovoj oblasti nije bilo napretka tokom poslednjih pet godina.
LL@(22942) A slow company restructuring is a major reason for a slow dynamics of industrial production and of a very limited change in the scope and structure of Serbian exports. => Sporo restrukturiranje preduzeća glavni je razlog sporog dinamiziranja industrijske proizvodnje i vrlo ograničenih promena obima i strukture izvoza Srbije.
LL@(22943) A potential solution can be a process of market restucturing of companies, since the company in market economy has a value only on condition it has a share in the market and is capable of making profit in a given business environment. => Potencijalno rešenje može predstavljati proces tržišnog restrukturiranja preduzeća, jer preduzeće u tržišnoj privredi vredi samo ako ima tržište i u stanju da je, u datom poslovnom ambijentu, ostvaruje profit.
LL@(22944) Hence it is desirable that new strategic leverage is ensured through market restructuring, i.e., that the improvements in the business portfolio, in the market structure and a combination of marketing tools be employed to improve the market position, i.e., the value of the company. => Stoga je poželjno da se uz pomoć tržišnog restrukturiranja obezbedi novi strategijski leveridž, tj. da se kroz inovacije poslovnog portfolija, strukture ciljnih tržišta i kombinaciju instrumenata marketinga, poboljša tržišna pozicija, odnosno vrednost preduzeća.
LL@(22945) Consequently, market restructuring should be an indispensable component of a broader process of the companys response to negative effects of the world financial crisis. => Shodno tome, tržišno restrukturiranje mora biti sastavni, nezaobilazni deo šireg procesa odgovora preduzeća na negativne efekte svetske finansijske krize.
LL@(22946) In addition, in the process of implementing extensive structural changes in the comapny, market restructuring has to be a starting point. => Pri tome, u sklopu procesa sprovođenja opsežnih strukturnih promena u preduzeću, tržišno restrukturiranje mora da zauzme polazišno mesto.
LL@(22947) Namely, the method of overcoming the problem and change implementation in the domain of market restructuring will largely precondition the flow of management, organizational, production and financial processes. => Naime, od načina prevazilaženja problema i sprovođenja promena u domenu tržišnog restrukturiranja u velikoj meri zavisi odvijanje procesa upravljačkog organizacionog, proizvodnog i finansijskog restrukturiranja.
LL@(22948) Such an attitude is in the first place conditioned by the fact that the processes of market restructuring best mirror the role of marketing and set up marketing-based business operations. => Ovakav stav u prvom redu opredeljuje činjenica da se kroz procese tržišnog restrukturiranja najneposrednije i najdirektnije ispoljava uloga marketinga i uspostavlja poslovanje zasnovano na marketing konceptu.
LL@(22949) Marketing means the market analysis and customer needs satisfaction, and these have to be identified already in the first step. => Marketing podrazumeva analizu tržišta i zadovoljenju potreba potrošača, koje u prvom koraku treba identifikovati.
LL@(22950) Without a marketing-based business it is not possible to satisfy the market demand, let alone ensure competitive advantages Š12, p.121Ë. Market restructuring is oriented towards market redefinition, towards the business sector, towards offer restructuring, change in the marketing strategies and the change of the marketing role in the mix of business functions. => Bez poslovanja zasnovanog na marketing konceptu teško je obezbediti zadovoljenje zahteva tržišta, a još manje obezbeđenje konkurentne prednosti Š12, str. 121Ë. ~~~ Tržišno restrukturiranje je usmereno ka redefinisanju tržišta, područja poslovanja, preuređenju ponude, zatim izmeni marketing strategija, i izmeni uloge marketinga u miksu poslovnih funkcija.
LL@(22951) All these are predominantly meant to radically improve the effectiveness of business operations, satisfy the market demand and achieve competitive advantage. => Time se prevashodno želi postići radikalno unapređenje efektivnosti poslovanja, zadovoljenje zahteva tržišta i sticanja konkurentskih prednosti.
LL@(22952) The market restructuring strategy entails the defining of basic methods to make the company flexible in meeting the needs of the environment and achieve competitive advantage in a redefined market, business sector and/or a changed busines portfolio, through a succession of structural changes in the market orientation and marketing activities. => Strategija tržišnog restrukturiranja obuhvata definisanje bazičnih načina da se, kroz niz strukturnih promena u tržišnoj orijentaciji i marketing aktivnostima, preduzeće osposobi za fleksibilno zadovoljenje potreba okruženja i ostvarivanje konkurentske prednosti na redefinisanom tržištu, području poslovanja i/ili izmenjenom programskom portfoliju.
LL@(22953) It is the formulation, selection and implementation of these changes that make the core of a successful market restructuring process implementation. => Upravo formulisanje, izbor i implementacija ovih promena predstavlja srž uspešnog sprovođenja procesa tržišnog restrukturiranja.
LL@(22954) This is an extremely complex set of issues, especially in view of the negative effects of the world financial crisis and the conditions in the economic environment of Serbia, however, also of the actual situation in companies that were not adequately prepared, either managerially or technologically, for new, crisis-characterised, business conditions. => Reč je o izuzetno kompleksnom setu pitanja i problema, posebno ako se imaju u vidu negativne efekte svetske finansijske krize i stanje u privrednom okruženju Srbije, ali i zatečena situacija u preduzećima, koja nisu bila adekvatno pripremljena ni menadžerski ni tehnološki za nove, krizne, uslove poslovanja.
LL@(22955) It is in view of the number of problems and barriers the national companies encounter especially in the conditions of the negative effects of the world economic crisis that a need emerges to implement numerous structural changes. => Upravo imajući u vidu brojnost problema i prepreka sa kojima se susreću domaća preduzeća, posebno u uslovi ma ispoljavanja negativnih efekata svetske finansijske krize, javlja se potreba sprovođenja brojnih strukturnih promena.
LL@(22956) This is especially important in case of companies undergoing problems or business crisis, with their competitiveness in business being endangered. => Ovo je od posebnog značaja kada su u pitanju preduzeća koja se nalaze u problemima ili krizi poslovanja, a čija je konkurentnost poslovanja ugrožena.
LL@(22957) In accordance with the world practice, changes should be predominantly oriented towards: the company restructuring, therefore it is necessary that the strengths that define the present and future characteristics of the business milieu in the branch should be anticipated and analysed. => Shodno praksi u svetu promene treba da budu usmerena pre svega ka:
LL@(22958) The condition of competition in a branch depends on five basic factors, namely Š11, p. 45Ë: intensity of competition, possibility of a product substiture emergence, conditions of access, negotiating strength of customers and the negotiating strengths of suppliers. => 
LL@(22959) 1. changes in the companys business strategy oriented towards the transformation of the found, often obsolete business portfolio structure; 2. search for new target markets, market segments and market niches; 3. accelerated development of new and adaptation of the existing products and production structure; 4. product and business quality improvement based on the TQM paradigm, reengineering activities oriented towards the operations costs rationalization, e.g., through the JIT (Just-In-Time), CTR (Cycles Time Reduction), etc. => 1. promenama u poslovnoj strategiji preduzeća usmerenim ka transformaciji zatečene, često prevaziđene, strukture poslovnog portfolia, 2. traženje novih ciljnih tržišta, segmenata tržišta i tržišnih niša, 3. ubrzanom razvoju novih i adaptiranju postojećih proizvoda i strukture proizvodnje, 4. unapređenju kvaliteta proizvoda i poslovanja zasnovano na paradigmi TQM, aktivnostima reinžinjeringa usmerenih ka racionalizaciji troškova poslovanja npr. kroz JIT (Just-In-Time), CTR (Cycles Time Reduction), i sl.
LL@(22960) Permanent efforts should also be made towards establishing modern organizational structures, rationalizing the number of employees, improving the employee motivation and care about the key personnel of the company (human resources), openness towards new initiatives, learning organization concept-based changes, etc. => Takođe stalni napori moraju biti usmereni ka uspostavljanju savremenih organizacionih struktura, racionalizaciji broja zaposlenih, unapređenju motivacije zaposlenih i staranju o ključnim kadrovima preduzeća (ljudskim resursima), otvorenosti prema novim inicijativama i promenama zasnovanim na konceptu organizacije koja uči, itd.
LL@(22961) All the above said proves that the issue of business restructuring has to be approached in a planned manner and highly scrupulously and that a developmental behaviour of the domestic companies should to a higher extent be based on the modern strategic management practice, including the business restructuring strategies. => Sve ovo ukazuje da se pitanju poslovnog restrukturiranja mora pristupiti na planski način i uz posebnu skrupuloznost, a da se razvojno ponašanje domaćih preduzeća treba više zasnivati na savremenoj praksi iz oblasti strategijskog upravljanja, uključujući tu i strategije poslovnog restrukturiranja.
LL@(22962) A complex process such as market restructuring should be implemented according to a plan, with an aim to minimize external unfavourable impacts coming from the business environment, stressing the high internal strengths of the company. => Složen proces kao što je tržišno restrukturiranje treba planski izvesti, sa ciljem da se minimiziraju eksterni nepovoljni uticaji iz poslovnog okruženja, uz potenciranje jakih internih strana preduzeća.
LL@(22963) The change in the market restructuring may be conditioned by Š15, p.68Ë: stagnation or disappearance of the existing target markets; shifting the boundaries of the critical success factors; erosion of competitive advantages; change in certain technological and input supply factors; emergence of new competition; development of new markets, etc. => Promena tržišne orijentacije može biti uslovljena Š15, str. 68Ë: stagnacijom ili iščezavanjem postojećih ciljnih tržišta, pomeranjem granica kritičnih faktora uspeha, erozijom konkurentskih prednosti, promenom nekih tehnoloških i faktora nabavke inputa, pojavom novih konkurenata, razvojem novih tržišta i sl.
LL@(22964) The structure of competitive environment directly affects the selection of orientation, method and rate of A cummulative strength of these forces determines the profit potential of the branch. => Struktura konkurentskog okruženja direktno utiče na izbor pravca, metoda i tempa restrukturiranja preduzeća, te je potrebno anticipirati i analizirati snage koje određuju sadašnje i buduće karakteristike poslovnog ambijenta u grani.
LL@(22965)  => Stanje konkurencije u nekoj grani zavisi od pet osnovnih faktora, a to su Š11, str. 45Ë: intenzitet konkurencije; mogućnost pojave supstitut proizvoda; uslovi ulaska; pregovaračka snaga kupaca i pregovaračka snaga dobavljača.
LL@(22966) It ranges from intensive, in branches such as software industry, telecommunications, recycling, to medium, in branches such as field servicing and equipment, refreshment drinks and drugstores, to textile industry where there is no space for high cash returns. => Zbirna snaga ovih sila određuje profitni potencijal te grane. ~~~ On se kreće od intenzivnog, u granama kao što su softverska industrija, telekomunikacije, reciklaža, preko srednje intenzivnog u granama kao što su terensko servisiranje i oprema, osvežavajuća pića i drogerije, do tekstilne industrije gde nema prostora za visoke povraćaje novca.
LL@(22967) On a competitive market, manouvring for the purpose of finding a better position is unlimitted and an access to the branch is rather easy. => Na konkurentskom tržištu, manevrisanje za bolji položaj je neograničeno i ulaz u granu je veoma lak.
LL@(22968) This type of industrial structure, however, offers poor chances of a long-term profitability. => Međutim, ova vrsta industrijske strukture nudi slabe izglede za dugoročnu profitabilnost.
LL@(22969) The weaker the collective forces, the stronger the opportunity for a more superior individual characteristic. => Što su slabije kolektivne snage to je jača mogućnost za superiorniju individualnu karakteristiku.
LL@(22970) The knowledge of the fundamental sources of competition pressure creates an opportunity to perform the preparatory activities for the company management who will define the strategic programme of work in the conditions of unfavourable market conditions. => Poznavanje fundamentalnih izvora konkurentnog pritiska obezbeđuje pripremne radove za menadžment preduzeća, koji će definisati strategijski program rada u uslovima nepovoljnih tržišnih okolnosti.
LL@(22971) The strategic programme highlights the critical strengths and weaknesses of the company, prompts the positioning of the company within the branch, discovers the sectors where strategic change may prove most lucrative and highlights the points where economic trends are most promising, whether as opportunities or as threats. => Strategijskim programom se ističu kritične snage i slabosti preduzeća, pokreće pozicioniranje preduzeća u grani, otkrivaju područja gde strateške promene mogu biti najlukrativnije, i ističu mesta gde privredni trendovi obećavaju najviše bilo kao mogućnosti bilo kao pretnje.
LL@(22972) The manager creates the action plan that can include: Company positioning so that the best defence from competition forces be ensured; and/or Impact upon the balance of forces through strategic moves, whose task is to improve the company position; and/or Anticipating change in environemental factors in hope that the selection of an appropriate strategy for a new competition balance will help surprise competition. => Menadžer kreira plan akcije koji može sadržati: ~~~ Pozicioniranje preduzeća tako da se obezbedi najbolja odbrana od snaga konkurencije; i/ili Uticaj na ravnotežu sila pomoću strateških poteza, čiji je zadatak da poboljšaju poziciju preduzeća; i/ili Anticipiranje promena u faktorima okruženja sa nadom da će se, biranjem odgovarajuće strategije za novu konkurentnu ravnotežu, iznenaditi konkurencija.
LL@(22973) The first approach takes the branch structure as a given and adjusts the strengths and weaknesses of the company to it. => Prvi pristup uzima strukturu grane kao datu i usklađuje sa njom prednosti i slabosti preduzeća.
LL@(22974) Strategy can be viewed as building a defence from competition as well as searching for a position within the branch where the forces are weakest. => Strategija se može sagledati kao izgrađivanje odbrane od konkurencije i kao traženje pozicije u grani gde su te sile najslabije.
LL@(22975) The knowledge on the companys competences and the effects of competition factors will help identify the sectors in which the company should confront the competition, as well as those it should avoid. => Znanje o mogućnostima preduzeća i o uticaju konkurentnih faktora će osvetliti područja gde bi preduzeće trebalo da se suprostavi konkurenciji, a gde bi trebalo da je izbegne.
LL@(22976) In case the company is a manufacturer with low production costs, it may choose to confront powerful buyers, provided they are not sold the products subject to competition, i.e., it may reduce the threat from a product substitute. => Ako je preduzeće proizvođač sa niskim troškovima proizvodnje, onda može izabrati da se suoči sa moćnim kupcima, s tim da im se ne prodaju proizvodi koji su podložni konkurenciji, tj. smanjiti opasnost od supstitut proizvoda.
LL@(22977) When the forces driving the competition are defeated, the company may think of the strategy which is offensive in nature. => Kada se savladaju sile koje pokreću konkurenciju, preduzeće može razmisliti o strategiji koja sa sobom nosi ofanzivu.
LL@(22978) Innovations in marketing may improve the identification of the brand, or make the product diverse from any other. => Inovacije u marketingu mogu poboljšati identifikaciju robne marke, ili u suprotnom da učini da se proizvod razlikuje.
LL@(22979) Capital investments into large scale capacities or vertical integration affect access barriers. => Kapitalne investicije u kapacitete velikog obima ili u vertikalnu integraciju utiču na ulazne barijere.
LL@(22980) The balance of forces is partly a result of external factors, and partly is under the control of the company. => Ravnoteža sila je delimično rezultat eksternih faktora a delimično je pod kontrolom preduzeća.
LL@(22981) The industrial revolution is strategically important because it brings forth the change in the competition sources. => Industrijska evolucija je strateški važna zato što sa sobom donosi promene u izvorima konkurencije.
LL@(22982) In the pattern of the product life cycle, for example, growth rates change; product differentiation falls as the business matures and the company tends to integrate vertically. => U obrascu životnog ciklusa proizvoda, na primer, menjaju se stope rasta, diferencijacija proizvoda je u padu kada biznis postaje zreliji i preduzeće ima tendenciju da se integriše vertikalno.
LL@(22983) The products and technologies that in the past were top in the world came to be interpreted, copied by the competition, and thus made widely applicable. => Proizvode i tehnologije koje su u prošlosti bile hit inovacije u svetu konkurenti su počeli da interpretiraju, kopiraju i time obezbeđuju da oni imaju široku primenu.
LL@(22984) The space of time required to copy the product is shortened, and this resulted into the standardization of high technology products Š17, p. 429Ë. => Period vremena koji je bio potreban da se proizvod imitira je skraćen, tako da je počelo da dolazi do standardizacije proizvoda visoke tehnologije Š17, str. 429Ë.
LL@(22985) Hence the developed industry of high technologies underwent a vertical integration, both in production and in the software development. => U tom smislu je u razvijenoj industriji informacionih tehnologija došlo do vertikalne integracije, kako u proizvodnji tako i u razvoju softvera.
LL@(22986) This very important trend significantly increases the scope of economy as well as the amount of necessary capital to compete in the branch, which in turn raises the access barriers and may force certain minor competitors out of the business. => Ovaj veoma značajan trend znatno uvećava obim ekonomije kao i količinu neophodnog kapitala da bi se konkurisalo u grani, što povećava ulazne barijere i može izbaciti neke manje konkurente iz grane.
LL@(22987) The process of defining a new strategic orientation must not be rigid, that is, strategic organization has to be adaptable, since this is a precondition for creating a long-term competitive advantage Š13, p. 566Ë. => Proces definisanja nove strategijske orijentacije ne sme biti rigidan, odnosno strategijsku orijentaciju mora odlikovati adaptibilnost, jer je to preduslov za kreiranje konkurentske prednosti u dužem roku Š13, str. 566Ë.
LL@(22988) Obviously, the trends marked as highest priority trends from the strategic point of view are those affecting the majority of competition sources in the branch. => Očigledno, trendovi koji nose oznaku najvišeg prioriteta sa strateške tačke su oni koji utiču na većinu važnih izvora konkurencije u grani.
LL@(22989) The competition analysis can also be applied to anticipate a possible profitability of a branch. => Analiza konkurencije može se takođe koristiti za predviđanje eventualne profitabilnosti neke grane.
LL@(22990) In long-term planning, the task of the company is to explore each competition factor, predict the magnitude of each cause and then devise a complete picture of the profit potential of the branch. => U dugoročnom planiranju, zadatak preduzeća je da istraži svaki faktor konkurentnosti, predvidi amplitudu svakog uzroka, i da se onda konstruiše potpunu sliku profitnog potencijala grane.
LL@(22991) An illustration can be a business in solar heating, conducted today by a large number of companies, however, none with the leading role in the market. => Kao ilustracija može poslužiti posao sa solarnim grejanjem, kojim se danas u Evropi bavi na desetine preduzeća, ali nijedna sa vodećom ulogom na tržištu.
LL@(22992) The access is easy, the competitors struggle to ensure the position of solar heating as replacement for the conven tional hrating methods. => Ulazak je lak, konkurenti se bore da ustoliče solarno grejanje kao zamenu za konvencionalne metode grejanja.
LL@(22993) The potential of this branch will largely depend on the shape of the future access barriers, on the improvent of the branch position over the substitutes, on the intensity of competition and on the strength of both the customers and the suppliers. => Potencijal ove grane će u velikoj meri zavisiti od oblika budućih ulaznih barijera, od poboljšanja pozicije grane u odnosu na substitute, od intenziteta konkurencije i od snage koju poseduju kupci i dobavljači.
LL@(22994) A feedback effect upon these factors will come from the following factors: establishing the brand identity, a significant level of the economy of scope or a level of experience in the production of equipment achieved via technological progress, as well as the cost of capital. => Na ove karakteristike će povratno uticati sledeći faktori: uspostavljanje identiteta robne marke, značajan nivo ekonomije obima ili niiskustva u proizvodnji opreme postignut vo tehnološkim napretkom, kao i cena kapitala.
LL@(22995) The framework for the branch competition analysis has direct advantages in conceiving the diversification strategy. => Okvir za analizu granske konkurencije ima direktne prednosti u koncipiranju diversifikacione strategije.
LL@(22996) This provides a map for an answer to a complex question which is inseparable from diversification oriented decisions:What is the potential of the target business? => To obezbeđuje mapu za odgovor na kompleksno pitanje koje je nerazdvojivo od diversifikacionih odluka: ~~~ Koji je potencijal ciljnog biznisa?
LL@(22997) 5. => 5.
LL@(22998) Defining company business as starting point in market restructuring Managers devote a lot of attention to defining their businesses, this being the most important step in strategy formulation. => Definisanje biznisa preduzeća kao polazne osnove za tržišno restrukturiranje Menadžeri posvećuju puno pažnje definisanju svojih biznisa kao najvažniji korak u formulaciji strategije.
LL@(22999) Theodor Levitt Š9, p.26Ë advocates avoiding myopia, i.e., he pleads for a productivity-oriented definition of the branch. => Teodor Levit Š9, str. 26Ë, zastupa izbegavanje kratkovidosti tj. produktivno orijentisanu definiciju grane.
LL@(23000) Numerous other authors stressed the need to look over the product in the function of defining the business, over the borders of potential international competition and outside the current list of direct competitors, all for the purpose of exploiting the new markets, where the most important motive is the fear of overlooking the latent sources of competition. => Mnogi drugi autori su naglasili potrebu da pogledaju preko proizvoda u funkciji definisanja biznisa, kroz granice potencijalne međunarodne konkurencije, i izvan trenutne liste neposrednih konkurenta, a sve u cilju eksploatacije novih tržišta, gde je najznačajniji motiv bojazan da se previde latentni izvori konkurentnosti.
LL@(23001) A large number of managers exclusively concentrate upon their direct competitors in their struggle for the market share, so they fail to understand that they also fight for both their customers and their suppliers in the negotiation process. => Veliki broj menadžera se isključivo koncentriše na svoje direktne konkurente u borbi za podelu tržišta, tako da propuste da shvate da se oni takođe bore i za svoje kupce i dobavljače u procesu pregovaranja.
LL@(23002) Similarly, they neglect paying attention to new competitors, as well as to the threat coming from new products that can successfully substitute their own products. => Takođe, oni zanemaruju da obrate pažnju na nove konkurente kao i na pretnju od novih proizvoda koji mogu uspešno supstituisati njihove proizvode.
LL@(23003) The key issue for the growth, and even for the survival, is to closely watch the position that is less exposed to the direct attack of the competitor, regardless of whether they are newly established or long present in the market, and consequently less vulnerable as regards customers, suppliers and new substitutes of the produt. => Ključna stvar za rast, pa čak i za opstanak, je da se stavi pod prismotru pozicija koja je manje izložena za direktan napad konkurenta, bilo da su odavno osnovani ili su novi, i koja je manje ranjiva od strane kupaca, dobavljača, i novih substituta proizvoda.
LL@(23004) A position should be established that can take on various forms, such as: building solid relations with best customers, product differentiation on the market, forward or backward integration and taking over the technological leadership. => Treba uspostaviti takvu poziciju koja može uzeti mnoge oblike kao što su: izgradnja solidnih odnosa sa najboljim kupcima, diferencijacija proizvoda na tržištu, integrisanje unapred ili unazad kao i preuzimanje tehnološkog vođstva.
LL@(23005) Companies must be flexible in order that they should respond promptly to the challenges coming from competition as well as to market changes. => Preduzeća moraju biti fleksibilna da brzo odgovore na izazove konkurenata i tržišne promene.
LL@(23006) They must con stantly improve the landmarks of their operations to achieve best practice, but also to be agressive in order that they should become efficient, and they themselves have to nurture certain most important features to remain leaders. => Ona moraju konstantno unapređivati repere poslovanja da bi postigli najbolju praksu, ali i da nastupaju agresivno da bi stekli efikasnost, i sami moraju gajiti nekoliko najvažnijih konkurentnih osobina kako bi ostali lideri.
LL@(23007) Positioning is abandoned as too static for the todays dynamic markets and technological changes. => Pozicioniranje je odbačeno kao suviše statično za današnja dinamična tržišta i tehnološke promene.
LL@(23008) In accordance with the new dogma, rivals can quickly copy any market position, hence competitive advantage is at best temporary. => U skladu sa novom dogmom, rivali mogu brzo da kopiraju bilo koju tržišnu poziciju, pa je konkurentna prednost u najboljem slučaju privremena.
LL@(23009) Therefore the company must timely identify new opportunities, or threats, and develop a planned approach to their exploitation, or minimization. => Preduzeće treba da blagovremeno otkriva nove šanse, odnosno opasnosti, te da planski pristupa njihovom iskorišćavanju, odnosno minimiziranju.
LL@(23010) The analysis of each od the strategic options that determine the customer behaviour is necessary, and that means the following: Analyse and anticipate environment; Assess the strengths and the weaknesses of the company; Identify the critical business success factors; Define strategic options; Select the appropriate alternative; Institutionalize the implementation of the selected strategic option. => Neophodna je analiza svake od strategijskih opcija koje opredeljuju ponašanje preduzeća, a koja podrazumeva sledeće: analizirati i anticipirati okruženje; oceniti slabe i jake strane preduzeća; spoznati kritične faktore poslovnog uspeha; identifikovati područja za sticanje konkurentskih prednosti; utvrditi strategijske opcije; izabrati odgovarajuću alternativu; institucionalizovati realizaciju izabrane strategijske opcije.
LL@(23011) As the task of the strategy is to make the developmental behaviour of the company concrete in the domain of business efficiency, that is, to orient its activities towards real needs and real tools, it is important that the analysis of relevant parametres should provide a business-competitive profile of the company. => Pošto strategija treba da konkretizuje razvojno ponašanje preduzeća u domenu efikasnosti poslovanja, odnosno da usmeri njegovu aktivnost na prave potrebe i prave instrumente, značajno je da se analizom relevantnih parametara dođe do poslovno-konkurentskog profila preduzeća.
LL@(23012) Hence the business definition becomes the definition of the market that makes the basis of the business. => Otuda, definisanje posla (biznisa) svodi se na definisanje tržišta koje čini bazu poslovanja.
LL@(23013) The most important approach to business definition includes the benefits and functions for the customers, clusters of customers and technology and also a fourth dimension that refers to the stage in the system of added value to the product. => Najznačajniji pristup definisanju biznisa uključuje koristi ili funkcije za kupce, grupe kupaca i tehnologiju i četvrtu dimenziju koja se odnosi na stadijum u sistemu dodate vrednosti na proizvodu.
LL@(23014) The first dimension refers to identifying the benefits the customer expects, hence a set of functions the product has for the customer, rather than the product or a service. => Prva dimenzija se odnosi na identifikovanje koristi koje kupac očekuje, te umesto proizvoda ili usluge, analizira se skup funkcija za potrošača koje proizvod poseduje.
LL@(23015) The second dimension (customer cluster) stresses the need to recognize the market segment that will, due to its characteristics, be the focus of the company orientation. => Druga dimenzija (grupa kupaca) upućuje na potrebu da se prepozna tržišni segment koji će po svojim karakteristikama biti u fokusu orijentacije preduzeća.
LL@(23016) The technological dimension refers to the analysis of alternative methods of satisfying the needs, i.e., problems of customers. => Tehnološka dimenzija se odnosi na razmatranje alternativnih načina zadovoljavanja datih potreba, odnosno problema kupaca.
LL@(23017) Hence it is important that an adequate technology is adopted for the purpose of achieving competitive advantages in the market. => Otuda je bitno da se u cilju sticanja konkurentskih prednosti na tržištu opredeli odgovarajuća tehnologija.
LL@(23018) In defining the company business it is necessary that the stage the business presents in the overall phases of value adding from raw materials to finished product completion be taken into consideration. => Pri definisanju biznisa preduzeća potrebno je i da se uzme u obzir stadijum koji biznis predstavlja u ukupnim fazama dodavanja vrednosti od sirovina do kompletiranja finalnog proizvoda.
LL@(23019) In respect to this framework the company defines its goals connecting its present business and its prospective business, however, it also helps managers better perception of the market conditions, the position of the company in relation to the customers and competition as well as efficiency in business operations. => Uvažavajući ovaj okvir preduzeće definiše ciljeve povezujući sadašnji i potencijalni biznis preduzeća, ali i doprinosi da menadžeri bolje percipiraju stanje na tržištu, položaj preduzeća u odnosu na kupce i konkurenciju kao i efikasnost obavljanja biznisa. 6.
LL@(23020) 6. ~~~ Concluding considerations The need for intensive change implementation in business, largely based on market restructuring becomes ever more urgent in order that the company should survive and develop, primarily through ensuring a distinctive competitive advantage, on one hand, and satisfy ever more demanding customers, on the other, in the newly changed market conditions of fall in aggregate demand. => Zaključna razmatranja U cilju opstanka i razvoja preduzeća, pre svega kroz obezbeđenje distinktivne konkurentske prednosti, sa jedne strane, i satisfakcije sve zahtevnijih potrošača sa druge strane, u novoizmenjenim tržišnim uslovima pada agregatne tražnje, jača potreba za implementacijom intenzivnih promena u poslovanju, u velikoj meri zasnovanih na tržišnom restrukturiranju.
LL@(23021) Namely, market restructuring that entails a succession of structural changes in market orientation and marketing activities is meant to enable companies to be flexible in satisfying the changed environmental needs and achieve competitive advantage in a redefined market, business sector and/or altered programme portfolio. => Naime, tržišno restrukturiranje, koje obuhvata niz strukturnih promena u tržišnoj orijentaciji i marketing aktivnostima, može da omogući preduzećima da se osposobe za fleksibilno zadovoljenje izmenjenih potreba okruženja i ostvarivanje konkurentske prednosti na redefinisanom tržištu, području poslovanja i/ili izmenjenom programskom portfoliju.
LL@(23022) One of the key preconditions of success here, even in the conditions of global crisis and recession is the (re)definition of a concrete business of the company which will, together with an optimum developmental strategy, improve its market position Š4Ë. => Pri tome, jedna od ključnih pretpostavki poslovnog uspeha, čak i u uslovima globalne krize i recesije, predstavlja (re)definisanje konkretnog biznisa preduzeća, koje će uz optimalnu razvojnu strategiju unaprediti njegovu tržišnu poziciju Š4Ë.
LL@(23023) Having in mind that the management activities help make the market dimension of the current and developmental business operations concrete, it is necessary that considerable changes in the mix of business functions be made, in accordance with the changes in the environment and, by this analogy, the prevailing business practice in developed market economies. => Imajući u vidu da se kroz menadžment aktivnosti konkretizuje tržišna dimenzija tekućeg i razvojnog poslovanja, neophodno je da dođe do značajnih promena u miksu poslovnih funkcija, a shodno promenama okruženja i analogno prevladavajućoj poslovnoj praksi u razvijenim tržišnim privredama.
LL@(23024) The changes in the company business, starting from the basic hypothesis of this paper, must not be focused exclusively upon financial restructuring carried out via sales of part of the assets to repay accumulated debts, upon reducing the number of employees and a stricter control (and rationalization) of total costs of business operations, where the first victims are the marketing costs, especially advertizing. => Promene u poslovanju preduzeća, polazeći od osnovne hipoteze ovoga rada, ne smeju da se fokusiraju isključivo na finansijsko restrukturiranje, koje se sprovodi kroz prodaju delova aktive za nagomilane dugove, smanjenje broja zaposlenih, kao i pojačanom kontrolom i (racionalizacijom) troškova ukupnog poslovanja, pri čemu su često prvi na meti troškovi marketinga, a posebno oglašavanja.
LL@(23025) The existing business conditions in which the vital interests of survival od numerous companies are threatened, require prompt and concrete actions. => Postojeći uslovi poslovanja, u kojima su ugroženi vitalni interesi opstanka mnogih preduzeća, zahtevaju brze i konkretne proaktivne akcije.
LL@(23026) It is necessary to opt for searching for an altered vision and defining new objectives and proactive strategies to transform the problems induced by changes in external environment into opportunities. => Neophodno je posegnuti ka traženju izmenjene vizije, te definisanju novih ciljeva i proaktivnih strategija, kojim će se problemi, izazvani promenama u eksternom okruženju, transformisati u šanse.
LL@(23027) In accordance with the principles of strategic management, companies should attempt to identify new opportunities, or threats and devise a planned approach to their exploitation, or minimization. => U skladu sa principima strategijskog upravljanja, preduzeća treba da pokušaju da otkriju nove šanse, odnosno opasnosti, te da planski pristupa njihovom iskorišćavanju, odnosno minimiziranju.
LL@(23028) The change in the developmental strategy and in the defining of the market restructuring strategy, and, on this basis, the change in internal organization and the method of human resource exploitation and the rationalization of costs of business operations and change in the financing pattern are all meant to proactively support the improvement of the existing market position and the overall business position of companies. => Kroz izmenu razvojne strategije i definisanje strategije tržišnog restrukturiranja, i na bazi toga promene interne organizacije i načina korišćenja ljudskih resursa, te racionalizaciju troškova poslovanja i promena u načinu finansiranja, treba proaktivno delovati na poboljšanja postojećeg tržišnog položaja i ukupne poslovne pozicije kompanija.
LL@(23029) Furthermore, the implementation of these must not be restricted to only those firms that are in difficulties, but must become a reality of successful companies too. => Pri tome, implementacija ovih primena ne sme se ograničiti samo na firme u teškoćama, već mora da postane realnost i uspešnih kompanija.
LL@(23030) REFERENCES Š1Ë Ansoff Igor: Management Strategy, McGraw-Hill, Boston, 1985. => LITERATURA Š1Ë Ansoff Igor:
LL@(23031) Š2Ë Dess G., Lumpin G i Eisner A, Strategic Management, Data status, Beograd, 2007. => 
LL@(23032) Š3Ë Day S. G. Strategic Management Planning, West Publishing Company, 1984. => 
LL@(23033) Š4Ë Domazet I., Faktor unapređenja konkurentske pozicije preduzeća - operativni menadžment, Anali Ekonomskog fakulteta u Subotici (journal no. => 
LL@(23034) 18/2007), (str.93-101), Ekonomski fakultet u Subotici, Univerzitet u Novom Sadu, 2007. ~~~ Š5Ë Domazet I, Zubović J, Drašković B (2009) CRM koncept u funkciji unapredjenja direktnog marketinga, časopis Managemet, pp. 29-37, 4/2009. ~~~ Š6Ë EBRD Transition report for 2010. ~~~ Š7Ë Erić D, Stošić I, Brnjas Z, Strategijski menadžment u agrobiznisu, monografija, Institut ekonomskih nauka, Beograd, 2007. ~~~ Š8Ë IMF, Data on Public Intervention, 2009. ~~~ Š9Ë Levitt T. Marketing Myopia, Harvard Business Review, Sept - Oct. 1975. => Management Strategy, McGraw-Hill, Boston, 1985. godina Š2Ë Dess G., Lumpin G i Eisner A, Strategic Management, Data status, Beograd, 2007. Š3Ë Day S. G. Strategic Management Planning, West Publishing Company, 1984. Š4Ë Domazet I., Faktor unapređenja konkurentske Š12Ë Slatter S, Corporate Recovery, Penquin Books, pozicije preduzeća - operativni menadžment, Anali Ekonomskog fakulteta u Subotici (časopis br. 18/2007), (str.93-101), Ekonomski fakultet u Subotici, Univerzitet u Novom Sadu, 2007. Š5Ë Domazet I, Zubović J, Drašković B (2009) CRM koncept u funkciji unapredjenja direktnog marketinga, časopis Managemet, str 29-37, 4/2009. Š6Ë EBRD Transition report for 2010. Š7Ë Erić D, Stošić I, Brnjas Z, Strategijski menadžment u agrobiznisu, monografija, Institut ekonomskih nauka, Beograd, 2007. Š8Ë IMF, Data on Public Intervention, 2009. Š9Ë Levitt T. Marketing Myopia, Harvard Business Review, Sept - Oct.
LL@(23035) Š10Ë Porter M. E. Competitive Advantage, The Free Prees, New York, 1985. => 1975. Š10Ë Porter M. E. Competitive Advantage, The Free Prees, New York, 1985. Š11Ë Porter M.:
LL@(23036) Š11Ë Porter M.: What is Strategy, Harvard Business Review, Nov.-Dec. 1996. => What is Strategy, Harvard Business Review, Nov.
LL@(23037) Š12Ë Slatter S, Corporate Recovery, Penquin Books, New York, 2000. => 
LL@(23038) Š13Ë Stojanović-Aleksić V, Erić J, Šapić S, Definisanje strategijske orijentacije novih poduhvata u oblasti visokih tehnologija, Ekonomske Teme, Niš, no. => -Dec.
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LL@(23040) Š14Ë Arthur A. Thompson, Jr. and A. J. Strickland III: «Strategic Management, Concepts and Cases», 13th edition, McGraw-Hill, Boston, 2004. => New York, 2000. Š13Ë Stojanović-Aleksić V, Erić J, Šapić S, Definisanje strategijske orijentacije novih poduhvata u oblasti visokih tehnologija, Ekonomske Teme, Niš, br. 4/2010. Š14Ë Arthur A. Thompson, Jr. and A. J. Strickland III: «Strategic Management, Concepts and Cases», 13th edition, McGraw-Hill, Boston, 2004. Š15Ë Todorović J., Stošić I. i Milosavljević S. :
LL@(23041) Š15Ë Todorović J., Stošić I. i Milosavljević S. : Perspektive procesa restrukturiranja u Srbiji, Savetovanje SEJ, June, Miločer, 2001. ~~~ Š16Ë de Wit B i Meyer R: «Strategy- Process, Content, Context» -III edition, Thompson 2004. => Perspektive procesa restrukturiranja u Srbiji, Savetovanje SEJ, jun, Miločer, 2001. Š16Ë de Wit B i Meyer R: «Strategy- Process, Content, Context» -III izdanje, Thompson 2004. Š17Ë Zubović J, Domazet I, Bradić-Martinović A, Globalization of Business Activities, u Babić i Maksimović, urednici Inostrani kapital kao faktor razvoja zemalja u tranziciji, Ekonomski fakultet, Kragujevac, 2009.
LL@(23042) Š17Ë Zubović J, Domazet I, Bradić-Martinović A, Globalization of Business Activities, in Babić and Maksimović, editors Inostrani kapital kao faktor razvoja zemalja u tranziciji, Ekonomski fakultet, Kragujevac, 2009. => Optimizacija troškova korišćenja elektronskih pristupnih kanala sistema REP i HP UDK:
LL@(23043) Cost Optimization of the REM and HM Systems Electronic Access Channels UDC: 005.591.1:656.8 ; 656.8:004.738.5 Mihailo Jovanović1, Siniša Rankov2 1PE of PTT communications Srbija mihailo.jovanovic¿ptt.rs 2Faculty of Business Studies, Megatrend University The global scope of letter-mail services which imply the manipulation by post in physical form is continuously diminishing. => 005.591.1:656.8 ; 656.8:004.738.5 Mihailo Jovanović1, Siniša Rankov2 1JP PTT saobraćaja Srbija mihailo.jovanovic¿ptt.rs 2Fakultet za poslovne studije, Megatrend Univerzitet Globalni obimi pismonosnih usluga koje podrazumevaju manipulaciju poštom u fizičkoj formi neprestano se smanjuju.
LL@(23044) The explosive development of IC technologies, which is the most obvious in the development of the Internet and mobile telephony, caused the often traditionally oriented PPOs (public postal operators) to opt for the development of their core activity in the field of integrated IT solutions. => Eksplozivni razvoj informaciono-komunikacionih tehnologija, koji je najviše prepoznatljiv u svetskoj ekspanziji Interneta i mobilne telefonije, doveo je do toga da se, često previše tradicionalno orijentisani, javni poštanski operatori opredele za razvoj svoje bazične delatnosti u domenu integrisanih tehnološko-informatičkih rešenja.
LL@(23045) Following the specific requirements of the users, who ceased to use the traditional written communication owing to the electronic access channels (Internet and mobile communications, i.e. e-mails and SMS messages), the POs have no other option but to facilitate the electronic communication of users in order to keep letter-mail items within their systems and thus protect their income. => S obzirom na specifične zahteve korisnika, koji su zahvaljujući elektronskim pristupnim kanalima Internet i mobilnoj komunikaciji, odnosno elektronskoj pošti i SMS porukama, prestali da koriste tradicionalnu pisanu komunikaciju, poštanskim operatorima ne preostaje ništa drugo nego da omoguće elektronsku komunikaciju korisnika u svrhu održanja pismonosnih pošiljaka u svojim sistemima, odnosno zaštite svojih prihoda.
LL@(23046) The two systems which enable users to send the electronic data are Registered Electronic Mail (REM) and Hybrid Mail (HM). => Dva sistema koja omogućavaju korisnicima elektronsko slanje podataka su registrovna elektronska pošta (REP) i hibridna pošta (HP).
LL@(23047) The implementation of the model of integration of these two systems, that is reflected in the use of integrated electronic access channels and which is the subject of this paper, has significant economic effects and technical justification for the public postal operator. => Primena modela integracije ova dva sistema, koji se ogleda u korišćenju zajedničkih elektronskih pristupnih kanala i koji je predmet ovog rada, ima značajne ekonomske efekte i tehnološko-tehničku opravdanost za javnog poštanskog operatora. 1.
LL@(23048) 1. operations of the public postal operators REM and HM systems Registered Electronic Mail (REM) is a type of electronic service that ensures an integrated electronic data exchange between end users on the principles of the exchange of registered mail in a physical form. => Funkcionisanje sistema REP i HP javnog poštanskog operatora Registrovana elektronska pošta (REP) je takva vrsta elektronske usluge koja omogućava potpunu elektronsku razmenu podataka između krajnjih korisnika po principima razmene registrovane pošte u fizičkoj formi.
LL@(23049) The basic features of this service are that it is entirely electronic and provides a reliable and certified data exchange between the mailer, the service provider and the mailee. => Osnovne karakteristike ove usluge su da je ona u u potpunosti elektronska i da obezbeđuje pouzdanu i sertifikovanu razmenu podataka između pošiljaoca pošte, pružaoca usluge i primaoca pošte.
LL@(23050) In comparison with the traditional service od mail exchange, the REM system provides the service of confidential electronic communication that contains bothe the mailing evidence and receiving mail evidence between previously authenticated users. => U odnosu na tradicionalnu uslugu razmene elektronske pošte, sistem REP obezbeđuje uslugu poverljive elektronske komunikacije koja sadrži evidenciju slanja i prijema pošte između prethodno autentifikovanih korisnika.
LL@(23051) Evidence and archival of all the events and operations is performed in each section of the REM system, in the transfer or exchange of electronic mail, thus ensuring a reliable tracking of the mail status. => U svakom delu sistema REP, prilikom prenosa ili razmene elektronske pošte, vrši se evidentiranje i arhiviranje svih događaja i operacija i na taj način se omogućava pouzdano praćenje statusa pošte.
LL@(23052) Hence the REM system can be said to be an electronic version of traditional registered mail in the physical form, significantly improved through strict authentication procedures and a high level of protection of the mail integrity and confidentiality, which provides irrevocable evidence on all the events and operations in the system implementing modern cryptographic technologies. => Zbog toga se može reći da je sistem REP elektronska verzija tradicionalne registrovne pošte u fizičkoj formi, značajno unapređena strogim procedurama autentifikacije i visokim stepenom zaštite integriteta i poverljivosti pošte, koja obezeđuje neporecive evidencije o svim događajima i operacijama u sistemu primenom savremenih kriptografskih tehnologija.
LL@(23053) Š1Ë,Š3Ë,Š4Ë. ~~~ At the congress held in Seoul in 1994, the Universal Postal Union UPU (www.upu.int) adopted a decision on forming the Telematics Cooperative. => Š1Ë, Š3Ë, Š4Ë Svetski poštanski savez (Universal Postal Union UPU, www.upu.int) je na kongresu održanom 1994. godine u Seulu doneo odluku o formiranju Telematik kooperative (Telematics Cooperative).
LL@(23054) The reason for establishing the Cooperative is to help postal operators improve business processes through the modern information and communication technologies implementation. => Razlog njenog formiranja je pružanje pomoći poštanskim operatorima u unapređenju poslovnih procesa kroz primenu i korišće nje savremenih informaciono-komunikacionih tehnologija.
LL@(23055) The task of the Telematics Cooperative is to collaborate with postal operators in developing new electronic products and services to be offered to customers. => Zadatak Telematik kooperative je saradnja sa poštanskim operatorima na razvoju novih elektronskih proizvoda i usluga koji bi se ponudili korisnicima.
LL@(23056) The Telematics Cooperative includes three work groups: 1. => U okviru Telematik kooperative postoje tri radne grupe: ~~~ 1.
LL@(23057) The international Mail Services IMS User Group. => Grupa za međunarodne poštanske usluge (The International Mail Services IMS User Group).
LL@(23058) The task of the IMS group is to define the strategies and business processes for the electronic tracking of mail (EMS, letters and packages) in the international postal handling. ~~~ 2. => Zadatak IMS grupe je definisanje strategije i poslovnih procesa sistema za elektronsko praćenje pošiljaka (EMS, pisama i paketa) u međunarodnom poštanskom saobraćaju. 2.
LL@(23059) The International Financial Services IFS User Group. => Grupa za međunarodne finansijske usluge (The International Financial Services IFS User Group).
LL@(23060) The task of the IFS group is to define strategies and business processes for the international money transfer systems. => Zadatak IFS grupe je definisanje strategije i poslovnih procesa sistema za međunarodni elektronski transfer novca. 3.
LL@(23061)  => Grupa za napredne elektronske usluge (The Advanced Electronic Services User Group AES User Group), u okviru koje postoje sledeće podgrupe:
LL@(23062) 3. => 3.1.
LL@(23063) The Advanced Electronic Services User Group AES User Group that comprises the following subgroups: 3.1 Subgroup for UPU standard S43 Secure Electronic Postal Services SEPS Interface Specification whose task is to define the interface for the Electronic Postal Certification Mark EPCM and other S43 services such as Postal Registered Electronic Mail PReM. => Podgrupa za UPU standard S43 Secure Electronic Postal Services SEPS Interface Specification koji definiše interfejs za elektronsku poštansku marku (Electronic Postal Certification Mark EPCM) i druge S43 elektronske usluge, kao što je poštanska registrovana elektronska pošta PREP (Postal Registered Electronic Mail PReM). ~~~ 3.2. ~~~ Podgrupa za Globalnu hibridnu poštu (Glo bal Hybrid Mail). ~~~ 3.3. ~~~ Podgrupa za RFID (Radio Frequency Identi fication).
LL@(23064) 3.2 Subgroup for the Global Hybrid Mail 3.3 Subgroup for RFID Radio Frequency Identification 3.4 Subgroup for the Internet .post Top Level Domain TLD. => 3.4. ~~~ Podgrupa za Internet domen .post najvišeg nivoa (.post Top Level Domain TLD). ~~~ 3.5. ~~~ Podgrupa za bazu znanja o studijama slučaja (Case Study Knowledge Base).
LL@(23065) 3.5 Subgroup for Case Study Knowledge Base The Postal registered electronic mail (PReM) is to provide a confidential and certified electronic commu nication between the mailer, the public postal operator and the mailee. => Poštanska registrovana elektronska pošta (PREP) treba da obezbedi poverljivu i sertifikovanu elektronsku komunikaciju između pošiljaoca, javnog poštanskog operatora i primaoca.
LL@(23066) In addition, similarly to the REM system, the PReM system is to provide evidence and archival of all the events and operations in the system. => Pored ovoga, slično kao i kod sistema REP, sistem PREP mora da obezbedi i evidentiranje i arhiviranje svih događaja i operacija u sistemu.
LL@(23067) The PReM system comprises the following features: secured message forwarding and delivery without compromising or change in the contents (mail integrity guaranteed) between authenticized and irrevocable users (mailer and mailee) and the PReM service provider public postal operator, evidence generation, due to which any important events in the system are recorded, event notification, by which individual recorded events or operations in the system are sent to corresponding parties in the process, archival of evidence, providing the storage and safekeeping of the evidence for possible further search or analysis, archival of messages, providing the storage and safekeeping of the PReM system messages for possible subsequent search or analysis and centralized search of authorized public postal operators, providing the centralized service of yellow pages with integral information on authorized public postal operators. => Sistem PREP podrazumeva sledeće karakteristike: bezbedno prosleđivanje i dostavljanje pošte bez mogućnosti kompromitovanja ili izmene sadržaja (garantuje se integritet pošte) između autentifikovanih i neporecivih korisnika (pošiljaoca i primaoca) i pružaoca usluge PREP javnog poštanskog operatora, vođenje evidencije, zahvaljujući kojem se mogu zabeležiti svi značajni događaji u sistemu, notifikaciju događaja, kojom se pojedinačni zabeleženi događaji ili operacije u sistemu prosleđuju drugim učesnicima u procesu, arhiviranje evidencije, kojim se skladište i čuvaju sve evidencije radi eventualnih naknadnih pretraga i analiza, arhiviranje poruka, kojim se skladište i čuvaju poruke sistema PREP radi eventualne pretrage i analize i centralizovanu pretragu autorizovanih javnih poštanskih operatora, kojom se obezbeđuje centralizovana usluga žutih strana sa potpunim informacijama o autorizovanim javnim poštanskim operatorima.
LL@(23068) Š1Ë The architecture of the PReM system is defined using the conceptual model that consists of mailer, mailee, authorized third parties, authorized public postal operators of both the mailer and the mailee and the distribution point of the Trust list of public postal operators. => Š1Ë Arhitektura sistema PREP se definiše pomoću konceptualnog modela koji se sastoji od pošiljaoca, primaoca, autorizovanih trećih lica, javnih poštanskih operatora primaoca i pošiljaoca i tačke distribucije liste poverljivih (Trust) javnih poštanskih operatora.
LL@(23069) The data on the mailer and/or mailee are stored in the Directory Server of the public postal operator and accessible to registered users following different criteria (electronic address or name and surname). => Podaci o pošiljaocu i/ili primaocu su smešteni u serveru adresa (Directory Server) javnog poštanskog operatora i njima mogu pristupati registrovani korisnici po različitim kriterijumima (elektronska adresa ili ime i prezime).
LL@(23070) To identify the authorized public postal operator of the mailee, the PReM system conceptual model assumes the presence of the point of exchange of confidential/trust public postal operators which contains the list of public postal operators maintained and announced by the Universal Postal Union. => Da bi se identifikovao autorizovani javni poštanski operator primaoca, konceptualni model sistema PREP podrazumeva postojanje tačke razmene liste poverljivih javnih poštanskih operatora u kojoj se nalazi lista javnih poštanskih operatora koju održava i oglašava Svetski poštanski savez.
LL@(23071) The mailer and mailee may be users of the same or different (this model is presented in figure 1) public postal operators. => Pošiljalac i primalac mogu biti korisnici istog ili različitih (ovaj model je prikazan na slici 1) javnih poštanskih operatora.
LL@(23072) Figure 1. => Slika 1.
LL@(23073) The PReM system conceptual model in case mailer and mailee are users of different postal operators. => Konceptualni model sistema PREP u slučaju kada se pošiljalac i primalac nalaze kod različitih poštanskih operatora.
LL@(23074) Evidence generation of all the operations and transactions is the core characteristic of the PReM system. => Vođenje evidencija svih operacija i transakcija je suštinska karakteristika sistema PREP.
LL@(23075) In order that these be provided, it is necessary that all the participants in the PReM mail forwarding process should be identified (mailer, mailee, mailers and mailees public postal operators) as well as that irrevocability of transactions between the participants in the PReM mail transfer be present. => Da bi se to obezbedilo, neophodno je da se svi učesnici u procesu prenosa PREP pošte autentifikuju (pošiljalac, primalac, javni poštanski operatori primaoca i pošiljaoca), kao i da postoji neporecivost transakcija između učesnika u prenosu PREP pošte.
LL@(23076) In view of the above, several authentication models can be implemented: 1. => U tom smislu postoji nekoliko modela autentifikacije: ~~~ 1.
LL@(23077) Password-based authentication. => Autentifikacija koja se bazira na lozinki.
LL@(23078) The use of user name and password or any other authentication mechanism with two factors is the first level of authentication model. => Korišćenje korisničkog imena i lozinke ili nekog drugog mehanizma autentifikacije sa dva faktora je prvi nivo modela autentifikacije.
LL@(23079) The first step in this type of basic authentication is the access to service that means a direct authentication so that the public postal operator can check the identity of mailer or mailee. ~~~ 2. => Kod ovog tipa osnovne autentifikacije neophodan prvi korak je pristup usluzi koji podrazumeva direktnu identifikaciju kako bi javni poštanski operator proverio identitet primaoca ili pošiljaoca. 2.
LL@(23080) Electronic signature using electronic cerificate. => Elektronsko potpisivanje korišćenjem elektronskih sertifikata.
LL@(23081) This authentication model is not used only with mailer and mailee, but also with the public postal operator. => Ovaj model autentifikacije se ne primenjuje samo kod primaoca ili pošiljaoca već i kod javnog poštanskog operatora.
LL@(23082) The format and rules the electronic signature should satisfy are defined in RFC 5280 and the European Directive 1999/93/EC. => Format i pravila koje elektronski potpis treba da ispuni su definisani u RFC 5280 i Evropskoj direktivi 1999/93/EC. 3.
LL@(23083) 3. ~~~ Qualified electronic signature using qualified electronic certificate. => Kvalifikovano elektronsko potpisivanje korišćenjem kvalifikovanih elektronskih sertifikata.
LL@(23084) This authentication model is the highest level of identity management applied to the postal registered electronic mail users. => Ovaj model autentifikacije je najviši nivo upravljanja identitetom koji može biti primenjen na korisnike sistema poštanske registrovane elektronske pošte.
LL@(23085) In accordance with the RFC3739, ETSI TS 101 862 and the European Directive 199/93/EC, the user of the qualified electronic certificate has to identify himself in a direct contact on occasion of certificate issuing, whereas the medium for certificate storage has to be consistent with the Secure Signature Creation Device (defined in European Committe for Standardization, CEN/ISSS workshop Agreement CWA14169). => U skladu sa RFC3739, ETSI TS 101 862 i Evropskom direktivom 1999/93/EC korisnik kvalifikovanog elektronskog sertifikata se mora identifikovati u direktnom kontaktu prilikom izdavanja sertifikata, dok medijum za smeštanje sertifikata mora biti u skladu sa Secure Signature Creation Device (defined in European Committee for Standardization, CEN/ISSS Workshop Agreement CWA14169).
LL@(23086) Š1Ë The implementation of different authentication models and identity management depend on the PReM service provider policy, however, the above-defined authentication models are recommended. => Š1Ë Primena različitih modela autentifikacije i upravljanja identitetom zavise od politike pružaoca usluge PREP, ali se preporučuju prethodno definisani modeli autentifikacije.
LL@(23087) It is certainly the right of the PReM service provider to choose the level of security mechanisms he wishes to implement in his PReM system. => Svakako, na pružaocu usluge PREP je da odabere koji nivo sigurnosnih mehanizama želi da primeni u svom sistemu PREP.
LL@(23088) It is on the basis of the security mechanisms implementation that the level of trust among different public postal operators is determined. => Nivo poverenja između različitih javnih poštanskih operatora se upravo određuje na osnovu primenjenih mehanizama autentifikacije.
LL@(23089) Hybrid mail (HM) is a type of partially electronic mail exchange where, contrary to the traditional manner of mail forwarding, the mail contents is forwarded and transmitted in an electronic form, printed and packaged on a location in the vicinity of the delivery destination and finaly delivered to the mailee in a physical form. => Hibridna pošta (HP) je takva vrsta delimično elektronske razmene pošte gde se, za razliku od tradicionalnog načina prenosa pošiljaka, sadržaj pošte šalje i prenosi u elektronskoj formi, štampa i pakuje na lokaciji koja je blizu destinacije dostavljanja i, na kraju, isporučuje primaocu u fizičkoj formi.
LL@(23090) In this way, the combined electronic and physical method of mail delivery includes the technological phases of receipt, processing and preparation of electronic data, mail printing, putting the mail into envelope or packing it, addressing and delivery. => Na ovaj način kombinovani elektronski i fizički način dostavljanja pošiljaka u sebi sadrži tehnološke faze prijema, obra de i pripreme elektronskih podataka, štampanja pošte, kovertiranja ili pakovanja pošte, adresiranja i dostavljanja pošte.
LL@(23091) Although the exploitation of the earliest hybrid mail systems dates back to the 1980s, it is only with the expansion of the Internet that its development has been intensified. => Iako je eksploatacija prvih sistema hibridne pošte počela još osamdesetih godina XX veka, tek je ekspanzija Interneta dovela do njenog intezivnog razvoja.
LL@(23092) This development was guided by the simplicity of sending the hybrid mail via the Internet, but also by a significant cost reduction in transposrt and processing. => Ovaj razvoj je bio vođen jednostavnošću slanja hibridne pošte putem Interneta, ali i značajnim smanjenjem troškova transporta i prerade.
LL@(23093) Without an integrative approach to service delivery, however, postal operators are unable to achieve a full potential of hybrid mail; consequently their success in the market is limitted. => Međutim, bez integrativnog pristupa pružanju usluga poštanski operatori ne mogu da dostignu pun potencijal hibridne pošte, a samim tim njihov uspeh na tržištu je ograničen.
LL@(23094) The integration with the delivery network requires that the postal operator produce the mail in such a way that it is transport-, processing, and delivery-optimized. => Integracija sa mrežom dostave zahteva da poštanski operator proizvodi pošiljku na taj način da je ona optimizovana za transport, preradu i dostavu.
LL@(23095) This means that the system decides where, when and how the mail will be printed. => To znači da se u sistemu određuju gde će se, kada i kako pošta štampati.
LL@(23096) The option of where mail will be printed implies the implementation of the distributed hybrid mail (DHM), i.e., the use of a number of distributive centres for mail printing and packaging, as well as the option of selecting one centre on the basis of the quality of its equippment or address data. => Korišćenje opcije gde će se pošta štampati podrazumeva implementaciju distribuirane hibridne pošte (DHP), odnosno korišćenje više distribuiranih centara za štampanje i pakovanje pošte, kao i mogućnosti izbora jednog centra na osnovu njegove opremljenosti ili adresnih podataka. ~~~ Š2Ë, Š3Ë, Š4Ë.
LL@(23097) Š2Ë,Š3Ë,Š4Ë Within the scope of activities of the Universal Postal Union (UPU) the RL253 Hybrid Mail regulations were prepared, for hybrid mail standardization on the world level. => U okviru aktivnosti Svetskog poštanskog saveza (UPU) u domenu elektronskih poštanskih usluga pripremljena je regulativa RL253 Hybrid Mail, koja se bavi standardizacijom hibridne pošte na svetskom nivou.
LL@(23098) Namely, more than 80 member states of the Universal Postal Union offer hybrid mail services in different forms and shapes. => Naime, više od 80 članica Svetskog poštanskog saveza nudi usluge hibridne pošte u različitim formama i oblicima.
LL@(23099) Hence the Universal Postal Union recognized the hybrid mail domain as a growing market for the postal industry in the period to come. => Zbog toga je Svetski poštanski savez prepoznao domen hibridne pošte kao rastuće tržište za poštansku industriju u narednom periodu.
LL@(23100) Futhermore, in the current conditions of the world economy as well as under a growing intention to rationalize the world energy consumprion and protect the environmental, hybrid mail fits perfectly as a business solution for the world postal organization in the 21st century. => Pored toga, pod okolnostima trenutnog stanja svetske ekonomije, kao i rastuće intencije racionalnog korišćenja svetske energije i zaštite životne sredine, hibridna pošta se savršeno uklapa kao poslovno rešenje za svetsku poštansku organizaciju u 21. veku.
LL@(23101) The Global Hybrid Mail (GHM) project is based on the idea of forming a global hybrid mail network that would allow for the member states of the Universal Postal Union to offer hybrid mail services beyond their borders. => Projekat Globalne hibridne pošte (Global Hybrid Mail GHM) se zasniva na ideji formiranja mreže globalne hibridne pošte, koja bi omogućila članicama Svetskog poštanskog saveza da ponude usluge hibridne pošte i preko svojih granica.
LL@(23102) Owing to this network, end users would be in a position to access the network of international postal services via the Internet. => Krajnji korisnici bi, zahvaljujući ovoj mreži, bili u mogućnosti da pristupe mreži međunarodnih poštanskih usluga putem Interneta.
LL@(23103) Hence the Universal Postal Union has already defined hybrid mail as a possible postal service within the Letter Post Regulations. => Zbog toga je Svetski poštanski savez već definisao hibridnu poštu kao moguću poštansku uslugu u okviru regulativa poštanskog pisma Letter Post Regulations.
LL@(23104) The next step in the GHM project is to define an integral regulatory framework and a business model for the Global Hybrid Mail network operations. => Sledeći korak u projektu GHM je definisanje potpunog regulativnog okvira i poslovnog modela za rad mreže Globalne hibridne pošte.
LL@(23105) The additional potentials of the Global Hybrid Mail network could be its integration with the electronic postal mark (EPCM) and other technologies for safe communication of electronic documents for the purpose of supporting the definition and development of a hybrid version of registered electronic mail. => Dodatne mogućnosti mreže Globalne hibridne pošte bi mogle da budu integracija sa elektronskom poštanskom markom (EPCM) i drugim tehnologijama za bezbednu komunikaciju elektronskim dokumentima radi podrške definisanju i razvoju hibridne verzije registrovane elektronske pošte. 2.
LL@(23106) 2. ~~~ Electronic business models in electronic access channel management Electronic business (e-business) is defined as purchase and sales of information, products or services via a computer network and as a support to any types of business transactions via a digital (electronic) infrastructure, that is, via electronic access channels. => Modeli elektronskog poslovanja u funkciji upravljanja elektronskim pristupnim kanalima Elektronsko poslovanje (e-poslovanje, e-bussiness) se definiše kao kupovina i prodaja informacija, proizvoda ili usluga putem računarske mreže i podrška za bilo koju vrstu poslovnih transakcija putem digitalne (elektronske) infrastrukture, odnosno posredstvom elektronskih pristupnih kanala.
LL@(23107) A mass development and implementation of the Internet as one of the most widely spread electronic access channels have motivated an increasing number of users, who are in search of a more economic and a more efficient manner of work, to exploit the opportunities offered by electronic business. => Masovni razvoj i primena Interneta, kao jednog od najrasprostranjenijih elektronskih pristupnih kanala, uticali su na motivaciju sve većeg broja korisnika da, u potrazi za ekonomičnijim i efikasnijim radom, koriste i mogućnosti koje pruža elektronsko poslovanje.
LL@(23108) Electronic business entails the exchange of standardized electronic messages between physical and legal entities in the procedures of negotiations, contracting, purchase, sales, payments, communication with administration and courts and performing other legally allowed business transactions. => Elektronsko poslovanje predstavlja razmenu standardizovanih elektronskih poruka između fizičkih i pravnih lica u postupku pregovaranja, ugovaranja, kupovine, prodaje, plaćanja, komunikacije sa upravom i sudovima i vršenju drugih poslovnih transakcija, čija primena je zakonom dozvoljena.
LL@(23109) It is based on an efficient and modern organization of work, adjusted to implementation of modern information and communication technologies, use of the Internet in performing a majority of business transactions, organization and implementation of the modern information system, implementation of electronic signature and using the cryptographic mechanisms of protection. => Ono se zasniva na efikasnoj i modernoj organizaciji rada, prilagođenoj primeni savremenih informaciono-komunikacionih tehnologija, korišćenju Interneta u obavljanju većine poslovnih transakcija, organizaciji i primeni savremenog informacionog sistema, primeni elektronskog potpisa i korišćenju kripografskih mehanizama zaštite.
LL@(23110) Š5Ë Electronic business differs from traditional business doing in that it eliminates time differences and geographical distance between business partners in the procedures of ordering, payment and delivery of goods and services. => Š5Ë Elektronsko poslovanje se razlikuje u odnosu na tradicionalno poslovanje na taj način što eliminiše problem vremenske razlike i geografske udaljenosti među poslovnim partnerima u postupku naručivanja, plaćanja i isporuke robe i usluga.
LL@(23111) The business boundaries are in this way extended to goods and services that did not exist earlier electronic products. => Na ovaj način se granice poslovanja proširuju na robu i usluge koje ranije nisu postojale elektronske proizvode.
LL@(23112) The electronic business provides quality products to its customers, adjusted to their needs and at lower prices and a higher quality service. => Korišćenjem elektronskog poslovanja potrošači dobijaju kvalitetnije proizvode prilagođene njihovim potrebama i to po nižim cenama i uz bolji kvalitet usluge.
LL@(23113) Electronic business models are varied, among them Š5Ë: 1. ~~~ B2C business to customer electronic business that means the sales of goods or services to end users via electronic access channels. => Postoji više modela elektronskog poslovanja, a neki od njih su Š5Ë: B2C elektronsko poslovanje između kompanija i korisnika (business to customer), koje označava prodaju robe ili usluga krajnjim korisnicima putem elektronskih pristupnih kanala.
LL@(23114) The task of this electronic business model is to expand the market and satisfy the needs of the existing customers both in the domain of sales of goods and services and in the domains of providing information, services and support in exploitation. => Zadatak ovog modela elektronskog poslovanja je širenje tržišta, kao i zadovoljenje potrebe postojećih korisnika, kako u domenu prodaje robe i usluga, tako i domenima pružanja informacija, usluga i podrške u eksploataciji.
LL@(23115) This model includes services of fast and reliable communication, sophisticated design and data validity attestation. => Ovaj model podrazumeva usluge brze i pouzdane komunikacije, sofisticiranog dizajna i provere validnosti podataka.
LL@(23116) The basic form of this model of electronic business are automated on-line shops. => Osnovna forma ovog modela elektronskog poslovanja su automatizovane on-line prodavnice.
LL@(23117) The advantages of this business model are the following: time saving, high competitiveness, lower prices of goods, services and transactions. => Prednosti ovog modela poslovanja su: ušteda vremena, visoka konkurentnost, niže cene robe, usluga i transakcija.
LL@(23118) 2. ~~~ C2B customer to business electronic business is a model of electronic business in which the customer orders a product or a service from the servce provider in that he places his order with the appropriate budget via electronic access channels, upon which the service provider places his offer. => C2B elektronsko poslovanje između korisnika i kompanija (customer to business), koje predstavlja model elektronskog poslovanja u kojem korisnik zahteva proizvod ili uslugu od pružaoca usluge tako što putem elektronskih pristupnih kanala postavlja svoj zahtev sa odgovarajućim budžetom, na koji onda pružalac usluge daje ponudu.
LL@(23119) 3. ~~~ B2B business to business electronic business is a model of electronic business that implies the use of electronic access channels for sales or purchasing, as well as for a less expensive, faster and more reliable cooperation between business partners. => B2B elektronsko poslovanje između kompanija (business to business), koje predstavlja model elektronskog poslovanja koji podrazumeva korišćenje elektronskih pristupnih kanala za kupovinu ili prodaju, kao i jeftiniju, bržu i pouzdaniju saradnju poslovnih partnera.
LL@(23120) This model is oriented towards a more efficient electronic support to the existing business activities and a high level of operation in the exchange of information, goods and services. => Ovaj model je orijentisan ka efikasnijoj elektronskoj podršci postojećim poslovnim aktivnostima i visokom stepenu operativnosti u razmeni informacija, roba i usluga.
LL@(23121) The most common environment for the development of this electronic business model is the Extranet. => Najčešće okruženje za razvoj ovog model elektronskog poslovanja je extranet.
LL@(23122) 4. ~~~ C2C customer to customer electronic business is a model in which users perform the sales of goods among themselves, using electronic access channels. => C2C elektronsko poslovanje između korisnika (customer to customer), koji predstavlja model u kojem korisnici međusobno vrše prodaju robe putem elektronskih kanala.
LL@(23123) Basically, this model can be titled C2B2C as well, since the mediator charges commission, and the best example of this model is the eBay. => U suštini ovaj model bi se mogao nazvati i C2B2C obzirom da posrednik naplaćuje proviziju, a najbolji primer ovog modela je eBay.
LL@(23124) 5. ~~~ B2A business to administration electronic business is a model that includes a large number of services in the fields of social welfare, employment, public registres, etc. => 
LL@(23125) 6. ~~~ C2G consumer to government electronic business is a model that includes a large number of services in the following areas: social insurance (provision of information and cash payments), health care (making appointments, provision of information on illnesses and payment of health care services), education (provision of information and distance learning), taxes (submission of tax declarations and tax payment). => B2A elektronsko poslovanje između kompanija i državnih organa (business to administration), koji predstavlja model elektronskog poslovanja koji uključuje veliki broj usluga u oblastima socijalna zaštite, zapošljavanja, javnih registra i dr. C2G elektronsko poslovanje između potrošača i uprave (consumer to government), koji predstavlja model koji uključuje veliki broj usluga u sledećim oblastima: socijalno osiguranje (davanje informacija i novčane isplate), zdravstvo (zakazivanje pregleda, davanje informacija o bolestima i plaćanje zdravstvenih usluga), obrazovanje (davanje informacija i učenje na daljinu), porezi (podnošenje poreskih prijava i plaćanje poreza).
LL@(23126) 7. ~~~ B2E business to employee electronic business is a model that provides the employees in companies with an access to varied information and services via electronic access channels. => B2E elektronsko poslovanje između kompanija i zaposlenih (business to employee), koji predstavlja model elektronskog poslovanja koji zaposlenima u kompanijama omogućava dostupnost različitim informacijama i uslugama putem elektronskih pristupnih kanala.
LL@(23127) This channel is most frequently the Intranet, that is, an internal web portal accessed by the employees via a local computer network. => Taj kanal je najčešće intranet, odnosno interni web portal kojem pristupaju zaposleni u kompaniji putem lokalne računarske mreže.
LL@(23128) This model also provides for the integration of the internal segment of business with the B2B or B2C models. => Ovaj model obezbeđuje i integraciju internog segmenta poslovanja sa B2B ili B2C modelom.
LL@(23129) It is in this way that a permanent replication of data between the internal and the external data sources is ensured, as well as data analysis and support in making decisions for the purpose of increasing the scope or quality of services. => Na taj način se omogućava permanentna replikacija podataka između internih i eksternih izvora podataka, analiza podataka i podrška prilikom odlučivanja u cilju povećanja obima ili kvaliteta uslu ga.
LL@(23130) The aim of this type of electronic business is to improve the efficiency and eliminate costs incurred in case the internal and the external systems are separated. => Ovaj vid elektronskog poslovanja ima za cilj povećanje efikasnosti i eliminisanje troškova koji se javljaju ukoliko su interni i eksterni segmenti odvojeni.
LL@(23131) The electronic access channels for using and payment of the services of integrated systems of registered and hybrid electronic mail can be effected in various ways, which largely depends on the type of device the user accesses, but also on the location from which an access is made. => Elektronski pristupni kanali za korišćenje i plaćanje usluga integrisanih sistema registrovane elektronske i hibridne pošte mogu se realizovati na više načina, što uveliko zavisi od tipa uređaja kojim korisnik pristupa uslugama ali i od lokacije sa koje se pristupa.
LL@(23132) It is, however, possible to classify the electronic access channels for access to the REM and PM integrated systems in the following way: 1. electronic access channel via the Internet, 2. electronic access channel via mobile telephony, 3. electronic access channel via fixed telephony, 4. electronic access channel via user self-service de vices, 5. electronic access channel via two-way cable-distribution systems, that is, via interactive television (VoD video on demand, NVoD near video on demand). => Ipak, moguće je na sledeći način klasifikovati elektronske pristupne kanale za pristup integrisanim sistemima REP i HP: ~~~ 1. elektronski pristupni kanal putem Interneta, 1. elektronski pristupni kanal putem mobilne tele fonije, 1. elektronski pristupni kanal putem fiksne telefo nije, 1. elektronski pristupni kanal putem uređaja za sa mousluživanje korisnika i 1. elektronski pristupni kanal putem dvosmernih kablovsko-distributivnih sistema tj. putem interaktivne televizije (VoD video on demand, NVoD near video on demand).
LL@(23133) Using these universal electronic access channels of the integrated REM and HM systems it is possible to access different services offered by these two systems, but also to pay for the services. => Korišćenjem univerzalnih elektronskih pristupnih kanala integrisanih sistema REP i HP moguće je pristupiti različitim uslugama ova dva sistema, ali i izvršiti plaćanje usluga.
LL@(23134) Table 1 presents a survey of electronic access channels of integrated systems, the interface electronic access channel, a possible method of payment for a service and the type of payment for the service. => U tabeli 1. je dat pregled elektronskih pristupnih kanala integrisanih sistema, interfejs pristupnog elektronskog kanala, mogući način plaćanja usluge i tip plaćanja usluge.
LL@(23135) As can be seen in Table 1, the Internet, as an electronic access channel offers different methods of user access, such as web-oriented application, electronic mail client or application for large users. => Kao što se može videti iz tabele 1., Internet kao pristupni elektronski kanal podrazumeva različite načine pristupa korisnika kao što je web orijentisana aplikacija, klijent elektronske pošte ili aplikacija za velike korisnike.
LL@(23136) Simultaneously, the method of payment for the services of the integrated REM and HM systems via the Internet can be directly on-line, from the users bank account, by using a credit, a debit or a loyalty card, by sending an SMS message, or indirectly, by payment for the use of the Internet access service. => Istovremeno, način plaćanja usluge integrisanih sistema REP i HP putem Interneta može biti direktno on-line sa računa u banci korisnika, korišćenjem kreditne, debitne ili lojaliti kartice, slanjem SMS poruke ili indirektno plaćanjem računa za korišćenje usluge Internet pristupa.
LL@(23137) Payments via the Internet electronic access channel means either a prepaid (characteristic of payments from bank accounts, by an SMS message or a loyalty card), or a postpaid manner of payment (characteristic of payments by a credit or debit cards or indirectly, with the Internet services bill). => Plaćanje računa putem Internet elektronskog pristupnog kanala podrazumeva bilo prepaid (karakteristično kod plaćanja sa računa u banci, SMS porukom ili lojaliti karticom), bilo postpaid način plaćanja (karakteristično za plaćanje kreditnom ili debitnom karticom ili indirektno uz račun za Internet usluge).
LL@(23138) Billing integrated services, in case payments are made indirectly, payments of the Internet services bill, may be upon service (in which case a number of transactions or services that are provided monthly is evidenced), or lump sum payment, the so-called flat rate service. => Tarifiranje integrisanih usluga, u slučaju da se plaćanje vrši indirektno uz račun za Internet usluge, može biti po usluzi (tada se evidentira broj mesečno obavljenih transakcija, odnosno usluga) ili paušalno, tzv. flat rate usluga.
LL@(23139) As an electronic access channel, mobile telephony offers the user an opportunity of using a wide variety of interfaces. => Mobilna telefonija kao elektronski pristupni kanal pruža mogućnost korišćenja veoma različitih interfejsa od strane korisnika.
LL@(23140) Starting from the IVR, or a contact centre to which, in the same way as in fixed telephony, the users access and communicate via a voice channel, to SMS messages, to WAP Internet portal or a specialsed mobile application for bill payment. => Počev od govornog automata, odnosno kontakt centra kojem, kao i kod fiksne telefonije, korisnici pristupaju i komuniciraju putem govornog kanala, pa do SMS poruka, WAP Internet portala ili specijalizovane mobilne aplikacije za plaćanje računa.
LL@(23141) In case of mobile telephony, or in case of payments in mobile banking, there is a difference between micro and macro payments. => 
LL@(23142) In the former case, the payment is effected from the account of the mobile subscriber (prepaid or postpaid) by which the bill for mobile telephony increases for the amount to be paid for the bill of the integrated REM and HM system service. => 
LL@(23143) Due to a relatively limited indebtedness of the mobile user, thie model is suitable for the prepaid method of payment for the integrates services of the REM and HM systems. => 
LL@(23144) The latter method entails the order for payment of integrated services of the REM and HM systems from the bank account of the debit or a credit cards of the user. ~~~ Electronic access channel of integrated REM and HM (DHM) systems Internet Mobile telephony Fixed telephony Self-service device Interactive television electronic access channel interface Method of payment for Type of payment Electronic business service for service model web oriented application, electronic post client, application fro large users. WAP, SMS, mobile application, IVR, contact centre. ~~~ IVR, contact centre. Self-service device application. => Kada je u pitanju mobilna telefonija, odnosno načini plaćanja u mobilnom bankarstvu, razlikuju se Elektronski pristupni kanal integrisanih sistema REP i HP (DHP) Internet Mobilna telefonija Fiksna telefonija Samouslužni uređaj Interaktivna televizija Interfejs elektronskog pristupnog kanala Način plaćanja usluge Tip plaćanja usluge Model elektronskog poslovanja web orijentisana aplikacija, klijent elektronske pošte, aplikacija z a velike korisnike.
LL@(23145) Electronic programme guide of a digital television connection. credit or debit card, bank account, SMS, loyalty card, internet service bill (on service or flat rate). micro payment, macro payment (bank account, credit or debit card). ~~~ Bill for fixed telephony services (on service or flat rate), račun u banci. credit or debit card, loyalty card. Bill for the CDS system services (on service or flat rate), credit or debit card, SMS, loyalty card. prepaid, postpaid. ~~~ C2C, C2B, C2G, B2C, B2B, B2E, G2C. prepaid, postpaid. prepaid, postpaid. prepaid, postpaid. prepaid, postpaid. => WAP, SMS, mobilna aplikacija, kontakt centar. govorni auto mat, govorni automat, kontakt centar. aplikacija samouslužnog uređaja. elektronski programski vodič digitalnog televizijskog prijemnika. račun u banci, kreditna ili debitna kartica, SMS, lojaliti kartica, račun za Internet usluge (po usluzi ili flat rate). mikro plaćanje, makro plaćanje (račun u banci, kreditna ili debitna kartica). račun za usluge fiksne telefonije (po usluzi ili flat rate), račun u banci. kreditna ili debitna kartica, lojaliti kartica. račun za usluge KDS sistema (po usluzi ili flat rate), kreditna ili debitna kartica, SMS, lojaliti kartica. prepaid, postpaid. prepaid, postpaid. prepaid, postpaid. prepaid, postpaid. prepaid, postpaid.
LL@(23146) C2C, C2B, C2G. C2C, C2B, C2G. C2C, C2B, C2G. C2C, C2B, C2G. Table 1. => C2C, C2B, C2G, B2C, B2B, B2E, G2C. C2C, C2B, C2G. C2C, C2B, C2G. C2C, C2B, C2G. C2C, C2B, C2G. Tabela 1.
LL@(23147) Universal electronic access channels for an integrated access to services of the integrated REM and HM (DHM) systems. => Univerzalni elektronski pristupni kanali za objedinjeni pristup uslugama integrisanih sistema REP i HP (DHP). mikro i makro plaćanje.
LL@(23148)  => Kod prvog načina naplata račun se vrši sa računa mobilnog pretplatnika (prepaid ili postpaid) čime se uvećava račun za korišćenje mobilne telefonije na račun plaćanja usluge integrisanih sistema REP i HP.
LL@(23149) This type of payment is suitable for both prepaid and postpaid payments of integrated services of the REM and HM systems as it does not affect the mobile telephony services bill. => Ovaj način je, zbog relativne ograničenosti zaduženja mobilnog korisnika, podesan za prepaid način plaćanja integrisane usluge sistema REP i HP.
LL@(23150)  => Drugi način podrazumeva davanje naloga za plaćanje računa za korišćenje integrisanih usluga sistema REP i HP sa računa kreditne ili debitne kartice korisnika u banci.
LL@(23151)  => Ovaj način plaćanja, obzirom da ne utiče na račun za korišćenje mobilne telefonije, podesan je kako za prepaid, tako i za postpaid način plaćanja integrisanih usluga sistema REP i HP.
LL@(23152) Self-service devices, too, can serve as electronic access channels to access the services of the REM and HM integrated systems. => Samouslužni uređaji, takođe, mogu biti elektronski pristupni kanal za pristup uslugama integrisanih sistema REP i HP.
LL@(23153) These devices, depending on their hardware properties and a primary method of use, are be called ATMs, postomats, automatic cash machines etc., and they enable the access to services via a user application of the device itself, while payment is made using a credit, a debit or a loyalty card. => Ovi uređaji, koji se u zavisnosti od hardverskih karakteristika i primarnog načina korišćenja mogu nazivati bankomati, postomati, automati i sl., omogućavaju pristup uslugama putem korisničke aplikacije samog uređaja, dok se za plaćanje koristi kreditna, debitna ili lojaliti kartica.
LL@(23154) In case the selfservise device is used to access services, the most common way of payment is prepaid, that is, the user pays for the service prior to using it. => Ukoliko se samouslužni uređaj koristi za pristup uslugama, najčešći način plaćanja je prepaid, odnosno korisnik pre korišćenja usluge izvršava njeno plaćanje.
LL@(23155) The self-service device, however, can serve for postpaid payments of bills for using the services of integrated REM and HM systems (e.g. the overall monthly debits). => Međutim, samouslužni uređaj može služiti i za postpaid plaćanje računa za korišćenje usluga integrisanih sistema REP i HP (npr.. celokupnog mesečnog zaduženja).
LL@(23156) Finally, the implementation of two-way cable-distribution systems (CDS) on the basis of which various bidirectional services were developed (cable Internet, interactive television), opened the prospects for using a television set as an interface of a electronic access channel. => Najzad, implementacijom dvosmernih kablovsko-distributivnih sistema (KDS) na kojima su se razvile različite bidirekcione usluge (kablovski internet, interaktivna televizija), širom su otvorena vrata za korišćenje televizijskog prijemnika kao interfejsa pristupnog elektronskog kanala.
LL@(23157) Namely, interactive television, that is, the application of an electronic program guide of a digital television set (or an analogue television receiver combined with an appropriate set-top box) is an electronic access channel for using the services of the REM and HM integrated systems. => Naime, interaktivna televizija, odnosno aplikacija elektronskog programskog vodiča digitalnog televizijskog prijemnika (ili analognog televizijskog prijemnika u kombinaciji sa odgovarajućim set-top boksom), predstavlja elektronski pristupni kanal za korišćenje usluga integrisanih sistema REP i HP.
LL@(23158) Payment for the service can be either on-line, using the credit, debit or loyalty cards, sending an SMS message, or indirectly, paying the bill for the cable-distribution system services. => Način plaćanja usluge može biti on-line korišćenjem kreditne, debitne ili lojaliti kartice, slanjem SMS poruke ili indirektno preko računa za usluge kablovsko-distributivnog sistema.
LL@(23159) In addition to the survey of electronic access channels for the REM and HM integrated systems, Table 1 presents a potential model of electronic business. => U tabeli 1. je, pored pregleda univerzalnih elektronskih pristupnih kanala za pristup uslugama integrisanih sistema REP i HP, dat i mogući model elektronskog poslovanja.
LL@(23160) As seen in the table, contrary to the Internet that supports almost all models of electronic business (C2C, C2B, C2G, B2C, B2B, B2E, G2C) and is a universal infrastructure for electronic business, mobile and fixed telephonies, a selfservice device and interactive television are electronic access channels for individual users citizens that use these devices to access the integrated services of the REM and HM integrated systems, communicating with other users, legal entities, or state administration, local autonomy and administration (C2C, C2B, C2G). => Kao što se iz tabele može videti, za razliku od Interneta koji podržava gotovo sve modele elektronskog poslovanja (C2C, C2B, C2G, B2C, B2B, B2E, G2C) predstavljajući univerzalnu infrastrukturu elektronskog poslovanja, mobilna i fiksna telefonija, samouslužni uređaj i interaktivna televizija predstavljaju elektronski pristupni kanal za pojedinačne korisnike građane, koji na ovaj način pristupaju objedinjenim uslugama integrisanih sistema REP i HP, komunicirajući za drugim korisnicima, pravnim licima ili državnom upravom, lokalnom samoupravom i administracijom (C2C, C2B, C2G).
LL@(23161) 3. => 3.
LL@(23162) The REM and HM systems integration in electronic access channel optimization The integration of the REM and HM systems of public postal operator offers the following significant advantages to the users of once individual, non-integrated systems: 1. => Integracija sistema REP i HP sa ciljem optimizacije elektronskih pristupnih kanala Integracija sistema REP i HP javnog poštanskog operatora korisnicima ranije pojedinačnih, neintegrisanih sistema omogućava sledeće značajne prednosti:
LL@(23163) Option of choice of the integrated access of these two systems, as to whether they need to perform an integrated electronic communication, that is, to send the recipient the registered electronic mail, or they want the electronically sent mail to be delivered in a physical form, through a hybrid mail system. => 1. ~~~ Mogućnost izbora na integrisanom pristupu ova dva sistema, da li žele da obave potpunu elektronsku komunikaciju, odnosno da primaocu pošalju registrovanu elektronsku poštu ili žele da se elektronski poslata pošta dostavi u fizičkoj formi kroz sistem hibridne pošte.
LL@(23164) It is in this way that added value is obtained for the users of these systems who have an opportunity, due to the integration of the systems, to choose both the method of delivery and the characteristics of their mail, and in a simplified way. ~~~ 2. => Na ovaj način, dobija se dodatna vrednost za korisnike ovih sistema, koji na jednostavan način, zahvaljujući izvršenoj integraciji, mogu da odaberu kako način isporuke tako i karakteristike svoje pošte. 2.
LL@(23165) Option of choice of the speed of mail delivery and attributes. => Mogućnost izbora brzine dostavljanja i atributa pošiljke.
LL@(23166) The speed of mail delivery is highest in the REM system, followed by the DHM system, and lowest in the HM system. => Brzina dostavljanja pošiljke je najveća kod sistema REP, potom kod sistema DHP, dok je najmanja kod sistema HP.
LL@(23167) This is understandable because communication in the REM system is entirely electronic, in the DHM system it is electronic to a large degree, while in the HM system electronic communication and physical delivery are present in equal degrees. => Ovo je razumljivo jer je komunikacija u sistemu REP u potpunosti elektronska, u sistemu DHP je većim delom elektronska a delom se zasniva na fizičkom dostavljanju pošte, dok je u sistemu HP podjednako zastupljena elektronska komunikacija i fizička dostava.
LL@(23168) On the other hand, the opportunity to manage the mail attributes which is mostly reflected in an additional personalization, in the choice of the type of an envelope and the manner in which the mail will be put into it, in the use of colour print and in, perhaps, additional annexes and information is best in the HM system, slightly inferior in the DHM system and the least in the REM system. => Sa druge strane, mogućnost upravljanja atributima pošiljke, koja se najviše ogleda u dodatnoj personalizaciji, izboru tipa koverte i načina kovertiranja pošiljke, korišćenju štampe u boji, kao i u, eventualno, dodatnim prilozima i informacijama, najveća je kod sistema HP, nešto manja kod sistema DHP i najmanja kod sistema REP. 3.
LL@(23169) 3. ~~~ Cost reduction in mail delivery using the REM system delivery channels, with retaining the technology of mail delivery in a physical form via the HM system to those users who are not willing to receive their mail in an electronic form. => Smanjenje troškova dostavljanja pošte korišćenjem dostavnih kanala sistema REP, uz zadržavanje tehnologije dostavljanja pošte u fizičkom obliku kroz sistem HP onim korisnicima koji nisu spremni da primaju poštu elektronski.
LL@(23170) This option is very important for the large REM and HM (DHM) system users (of billing type) because they are offered a simple way in which they can choose the format in which their mail is to be delivered electronically or in a traditional way. => Ova mogućnost je veoma bitna velikim korisnicima (billing tipa) integrisanih sistema REP i HP (DHP) koji na jednostavan način mogu da odaberu format dostavljanja pošte elektronskim putem ili na tradicionalni način.
LL@(23171) Such users are mostly large telecommunication companies, electrical energy distribution service providers, utility companies, business banks, insurance companies or local tax administrations that generate a large amount of mail on a monthly basis. ~~~ 4. => Ti korisnici su najčešće velike telekomunikacione kompanije, pružaoci usluge distribucije električne energije, komunalna preduzeća, poslovne banke, osiguravajuća društva ili lokalne poreske administracije, koji na mesečnom nivou generišu veliku količinu pošiljaka. 4.
LL@(23172) A faster delivery of mail using the REM system delivery channels and consequently faster and better economic, i.e., financial effects the post has to achieve: a faster collection, reduction in the market marketing time or a more efficiend distribution of information. => Brže dostavljanje pošte korišćenjem dostavnih kanala sistema REP, pa samim tim i brži i veći ekonomski tj. finansijski efekti koje ta pošta treba da ostvari: brža naplata računa, smanjenje vremena marketiranja tržišta ili efikasnije informisanje.
LL@(23173) At the same time, by using the REM and HM systems potentials for mail personalization and inserting advertising flyers, the system users are given an opportunity to efficiently manage the marketing campaigns and earn additional incomes (specific financial effects). => Istovremeno, korišćenjem potencijala sistema HP ili DHP za personalizaciju pošiljke i insertovanje reklamnih flajera, korisnicima sistema je ostavljena mogućnost efikasnog upravljanja marketinškim kampanjama i ostvarivanja dodatnog prihoda (posebni finansijski efekti).
LL@(23174) 5. => 5.
LL@(23175) Mail archival option. => Mogućnost arhiviranja pošte.
LL@(23176) The option of mail archival offers the system users two types of facilities. => Postojanje opcije arhiviranja pošte korisnicima sistema omogućava dve vrste pogodnosti.
LL@(23177) First, the REM system allows the user a subsequent access to the digital archives which are electronically signed and assigned a time stamp. => Prvo, kroz sistem REP korisniku je omogućeno da naknadno pristupiti digitalnim arhivama, koje su elektronski potpisane i koje imaju dodeljen vremenski žig.
LL@(23178) Second, the HM or DHM systems allow the user to receive the duplicate of his mail in an easy and user-friendly manner. => Drugo, kroz sistem HP ili DHP korisniku je na lak i pristupačan način omogućeno izdavanje i dostavljanje duplikata pošte.
LL@(23179) These facilities are in fact value added services for the integrated system users. ferent formats is conducted in the HM system, and archival and storage are performed in the REM system. => Ove pogodnosti predstavljaju dodatnu vrednost (value added services) za korisnike integrisanih sistema. 6.
LL@(23180) It is very important for the public postal operator to offer all the additional services of mail archival, storage, processing, search, subsequent access, repeated mailing, formatting and personalization which he will find much easier due to the integration of additional services characteristic of the individual REM and HM (DHM) systems. => 
LL@(23181) 6. ~~~ Environmental protection as a result of the REM system implementation due to the reductions in exploitation of paper forms and pollutant gases emissions in the transport of mail in a physical form, on one hand, and prevention of digital divisions and human rights protection for those mailees who do not use electronic communications and still receive their mail in a physical form via the HM or DHM systems, on the other. => Zaštitu životne sredine korišćenjem sistema REP usled smanjene ekploatacije papirnih formi i emisije štetnih gasova nastalih transportom pošiljaka u fizičkoj formi sa jedne strane, odnosno sprečavanje digitalnih podela i zaštita ljudskih prava za one primaoce koji ne koriste elektronski način komunikacije i koji i dalje primaju poštu u fizičkoj formi isključivo kroz sistem HP ili DHP, sa druge strane.
LL@(23182) These facilities are an additional motive to large users of the REM and HM (DHM) integrated systems to join the environmental protection campaign, and simultaneously retain the same traditional method of mail delivery to their clients. ~~~ 7. => Ove pogodnosti su dodatni motiv velikim korisnicima integrisanih sistema REP i HP (DHP) da se uključe u akciju zaštite životne sredine, ali i da istovremeno, zadrže neizmenjeni, tradicionalni način dostavljanja pošte svojim klijentima. 7.
LL@(23183) An option for the user to track the mail sent via the REM system electronic access channels to be prepared and delivered via the HM or DHM systems, first through the REM system, then through the subsystem for data receiving, processing and preparation in the HM (DHM) system and finally through the track&trace system of the public postal operator. => Mogućnost korisnika da poštu, koja je poslata pristupnim kanalima sistema REP sa namerom da se njena priprema i dostavljanje izvrši kroz sistem HP ili DHP, prati prvo kroz sistem REP, potom kroz podsistem za prijem, obradu i pripremu podataka u sistemu HP (DHP), a zatim i kroz track&trace sistem javnog poštanskog operatora.
LL@(23184) It is in this way that the users, regardless of the method of mail delivery, retain a very important option to use the services of tracking their mail status which is very important for building up trust between the service provider and the service user. => Na ovaj način korisnici, bez obzira na izbor načina dostavljanja pošte, zadržavaju vrlo bitnu mogućnost korišćenja usluge praćenja statusa svoje pošte koja je bitna za jačanje poverenja pružaoca i korisnika usluge.
LL@(23185) On the other hand, the integration of the REM and HM systems offers numerous advantages to public postal operators, among which the following stand out Š6Ë, Š7Ë, Š8Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë, Š13Ë: 1. => Sa druge strane integracija sistema REP i HP donosi i mnogobrojne prednosti javnim poštanskim operatorima među kojima se mogu izdvojiti sledeće Š6Ë, Š7Ë, Š8Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë, Š13Ë: tem integrisanih elektronskih pristupnih kanala.
LL@(23186)  => Postojeći korisnici usluga sistema REP ili HP, na ovaj način zadržavaju osećaj da i dalje koriste svoje stare sisteme za slanje pošte, dok novi korisnici vrlo lako prihvataju integrisani pristup obzirom da im na raspolaganju stoji mogućnost izbora načina dostavljanja pošte, uz praćenje statusa i istovremeno monitorisanje performansi oba sistema. 2.
LL@(23187) Both large users of the billing type and physical entities of the mailing type are in a position to receive their mail in a simple way, via the integrated electronic access channels. => Mogućnost različite obrade i čuvanja podataka tj. pošiljaka: priprema pošiljaka u različitim formatima u sistemu HP, odnosno arhiviranje i čuvanje u sistemu REP.
LL@(23188) In this way, the existing users still feel that they use the old mailing systems they are used to, while the new users accept this integrated approach easily since they are offered the option of choice of the delivery method, together with the facility of tracking the status and monitoring the performance of both systems. => Za javnog poštanskog operatora je veoma bitno da ponudi sve dodatne usluge arhiviranja, čuvanja, obrade, pretrage, naknadnog pristupa, ponovnog slanja, formatiranja i personalizacije pošte, što mu je značajno olakšano integracijom dodatnih usluga koje su karakteristične za pojedinačne sisteme REP i HP (DHP).
LL@(23189) 2. => 3.
LL@(23190) The option of different methods of data, or mail, processing and storage: the preparation of mail in dif 3. ~~~ A significant operations improvement and simplification and a less expensive exploitation of integrated systems using the following options: a simultaneous data processing and different users mail generating either in electronic or in physical forms; an easy mail processing (electronic data processing, sorting, clustering, inserting bar-codes and OCR inscriptions, addressing, archival); automatic mail transmission (to various devices for printing and packaging in different hybrid mail distribution centres, in different printing formats); mail delivery management (the options of mail delivery in either electronic or physical form, in a desired time space, in different physical formats, automatic marking of undelivered mail, or generating the status of undelivered or rejected registered electronic mail, the analysis of the address of undelivered mail and an option of subsequent delivery); the option of document archival and delivery of mail duplicate; the option of organizing various marketing campaigns via different direct mail services with an option of choosing the form in which the mail will be delivered. => Značajno povećanje operativnosti i pojednostavljenje i pojeftinjenje eksploatacije integrisanih sistema kroz korišćenje sledećih mogućnosti: istovremeno procesiranje podataka i generisanje pošiljaka različitih korisnika bilo u elektronskoj, bilo u fizičkoj formi; laka obrada pošiljaka (obrada elektronskih podataka, sortiranje, grupisanje, umetanje bar-kôdova i OCR zapisa, adresiranje, arhiviranje); automatsko transportovanje pošiljaka (do različitih mašina za štampanje i pakovanje u različitim distributivnim centrima hibridne pošte, u različitim formatima za štampanje); upravljanje dostavom pošte (mogućnost dostavljanja pošiljaka u elektronskoj ili fizičkoj formi, u željenom vremenskom opsegu, u različitim fizičkim formatima, automatsko obeležavanje neuručene pošte, odnosno generisanje statusa neuručene ili odbijene registrovane elektronske pošte, analiza adrese neuručene fizičke pošte i mogućnost ponovnog uručenja); mogućnost arhiviranja dokumenata i izdavanja duplikata pošte; mogućnost organizovanja različitih marketinških kampanja kroz različite usluge direktne pošte sa mogućnošću izbora forme dostavljanja pošte. 4.
LL@(23191) 4. ~~~ A significant cost reductions in planning, designing, development, exploitation, maintenance and management of electronic access channels and information systems, that is, a significant economic justification, due to the integration of the REM and HM (DHM) systems using universal electronic access channels and sections of information system that can be used for the needs of two systems (e.g., subsystem for supervision and subsystem for collecting). => Značajno smanjenje troškova planiranja, projektovanja, razvoja, eksploatacije, održavanja i upravljanja elektronskim pristupnim kanalima i informacionim sistemima, odnosno značajna ekonomska opravdanost, zahvaljujući integraciji sistema REP i HP (DHP) kroz korišćenje univerzalnih elektronskih pristupnih kanala i delova informacionog sistema koji se mogu koristiti za potrebe dva sistema (kao npr. podsistema za nadzor i upravljanje i podsistema za naplatu).
LL@(23192) 5. => 1.
LL@(23193)  => Jednostavan prijem pošte kako velikih korisnika (billing tipa) tako i fizičkih lica (mailing tipa) pu 5.
LL@(23194) An option of integrating the REM and HM (DHM) integrated systems subsystem for supervision and subsystem for collecting into an integrated information system of the public postal operator, thus gaining control over all technological and information resources, process optimization and cost reduction, and improving economic profitability. => Mogućnost integracije podsistema za nadzor i upravljanje i podsistema za naplatu integrisanih sistema REP i HP u jednistveni informacioni sistem javnog poštanskog operatora, čime se postiže kontrola svih tehnoloških i informacionih resursa, optimizacija procesa i smanjenje troškova, odnosno povećava ekonomska isplativost.
LL@(23195) The integration of management and control elements of the systems with the operators information system (implementation of electronic business models and strategies) which contains the software for enterprise resource management ERP, customer relation management - ERM1 and supply chain management SCM, is a powerful information integration that results into an easier and efficient managemnt of an integrated system, reliability improvement, profitability and productivity, reduces costs of development, explotation and maintenance, and also provides control of all the technological and information resources as well as process and cost optimization. => Integracija upravljačko-kontrolnih elemenata sistema sa informacionim sistemom operatora (primena modela i strategija elektronskog poslovanja) u kojem se nalaze softveri za upravljanje resursima preduzeća ERP, upravljanje odnosima sa klijentima CRM1 i upravljanje lancem snabdevanja SCM, predstavlja snažnu informatičku integraciju koja dovodi do lakšeg i efikasnog upravljanja integrisanim sistemom, povećanja pouzdanosti, profitabilnosti i produktivnosti, smanjuje troškove razvoja, eksploatacije i održavanja, ali i obezbeđuje kontrolu svih tehnoloških i informacionih resursa i optimizaciju procesa i troškova. 6.
LL@(23196) 6. ~~~ A significant improvements in profitability, competitiveness, success and a better market positioning of a modern public postal operator, due to the implementation of the universal electronic access channels and the REM and HM systems integration. ~~~ 4. => Značajno povećanje profitabilnosti, konkurentnosti, uspešnosti i bolje tržišno pozicioniranje savremenog javnog poštanskog operatora, zahvaljujući primeni modela univerzalnih elektronskih pristupnih kanala i integraciji sistema REP i HP. 4.
LL@(23197) Cost optimization of integrated REM and HM systems electronic access channels All the reasons for the introduction of integrated electronic access channels of the REM and HM systems are marginal in comparison with the cost on transaction (economic aspects of optimization). => Optimizacija troškova integrisanih elektronskih pristupnih kanala sistema REP i HP Svi razlozi uvođenja integrisanih elektronskih pristupnih kanala sistema REP i HP su sporedni u odnosu na cenu koštanja po obavljenoj transakciji (ekonomski aspekti optimizacije).
LL@(23198) For the purposes of cost optimization analysis, a graph in Figure 2 is used, and it shows that the cost of one transaction (banking in this case) via the Internet or via the WAP service of the mobile telephony is by as much as 97% lower compared to the cost of transacaction in the bank branch office! => Za analizu optimizacije troškova koristimo dijagram na slici 2. sa kojeg se vidi da je cena jedne transakcije (u konkretnom slučaju bankarske) koja je urađena preko Interneta ili putem WAP servisa mobilne telefonije čak za 97% jeftinija od cene transakcije koja je sprovedena u ekspozituri banke Š14Ë!
LL@(23199) Š14Ë This can be easily understood because, in case of access via the Internet or via the mobile telephony, the user himslef acts as a liquidator, he purchases and maintains his equipment (computer or mobile phone) and covers all the costs of connection with the bank (advantages of electronic business, i.e., using electronic access channels). => Ovo jer razumljivo jer je, u slučaju pristupa preko Interneta ili putem mobilne telefonije, korisnik sam svoj likvidator, sam kupuje i održava svoju opremu (računar ili mobilni telefon) i snosi sve troškove ostvarivanja elektronske konekcije sa bankom (prednosti elektronskog poslovanja, odnosno korišćenja elektronskih pristupnih kanala).
LL@(23200) The relations among costs of transactions effected via the counter vs. the electronic access channel, presented in the graph in Figure 2, are also applied in the public postal operators business cost optimization incurred during the use of integrated electronic access channels of the REM and HM systems. => Odnos cena transakcija koja se obave putem šaltera i elektronskog pristupnog kanala, prikazan na dijagramu sa slike 2., primenjujemo i kod optimizacije troško va poslovanja javnog poštanskog operatora koji nastaju u slučaju korišćenja integrisnih elektronskih pristupnih kanala sistem REP i HP.
LL@(23201) The number of processed letter-mail (received, processed, transported and delivered) in a physical, traditional form in 2010 in the PE of PTT communications Srbija approximated 290,000,000, and the cost of processing for one letter amounted to 25 dinars. => Utvrđeno je da kod JP PTT saobraćaja Srbija broj pismonosnih pošiljaka koje se procesiraju (prime, obrade, transportuju i dostavljaju) u fizičkoj tj. tradicionalnoj formi u 2010. godini iznosio približno 290.000.000, a da je cena koštanja procesiranja jednog pisma oko 25 dinara Š15Ë.
LL@(23202) Š5Ë Figure 2. => Slika 2.
LL@(23203) The graph of bank transaction costs de pending on the type of electronic access channel. => Dijagram troškova bankarske transakcije u zavisnosti od vrste elektronskog pristupnog kanala.
LL@(23204) Š14Ë The plan of the company for 2011 is to develop integrated REM and HM systems using integrated electronic access channels, among them the contact centre, the self-service device (postomat) and the Internet primarily. => Š14Ë Plan ovog preduzeća je da tokom 2011. razvije integrisane sisteme REP i HP sa objedinjenim elektronskim pristupnim kanalima, u prvom redu kontakt centar, samuslužni uređaj (postomat) i Internet.
LL@(23205) In order to forecast cost reductions in the business of this operator in the next five years, it is possible to assume the amount of that will, instead in a physical form, be realized via an electronic access channel. => Kako bi se uradilo predviđanje smanjenja troškova poslovanja ovog operatora u narednih pet godina moguće je pretpostaviti procenat tj. broj pošiljaka koje će, umesto u fizičkom obliku, biti realizovane putem nekog od elekronskih pristupnih kanala.
LL@(23206) Table 2 presents the parametres taken in this analysis for three different cases, i.e., forecasts (moderate, pessimistic, optimistic) based on the data available for the PE of PTT communications Srbija for 2010 (statistically basic year is 2010). => U tabeli 2. su prikazani parametri uzeti u ovoj analizi u tri različita slučaja tj. predviđanja (umereno, pesimističko i optimističko) koji su bazirani na podacima JP PTT saobraćaja Srbija iz 2010. godine (statistički bazna godina je 2010.).
LL@(23207) The graph in Figure 3 shows that the cost reductions in the business of the PE of PTT communications Srbija in the five-year period, and according to forecasts, ranges from 1.5 to as much as 3.2 billion dinars. => Sa dijagrama sa slike 3. vidi se da se smanjenje troškova poslovanja JP PTT saob raćaja Srbija u periodu od 5 godina, u zavisnosti od predviđanja, kreće od 1,5 pa do čak 3,2 milijarde dinara. 1 Blery, E.K.& Michalakopoulos, M.G.
LL@(23208) 1 Blery, E.K.&Michalopoulos, M.G., 2006, An e-CRM application in the Greek telecommunications sector, Management journal for management thory and practice, vol. 11, no. ~~~ 44, pp. 55-60. ~~~ Š11Ë Year Internet Self-service device Contact centre Internet Self-service device Contact centre Internet Self-service device Contact centre % I II III Moderate forecast IV V number 17,400,000 34,800,000 43,500,000 52,200,000 58,000,000 % 1.5 4.5 number 4,350,000 8,700,000 11,600,000 13,050,000 14,500,000 % 3.5 number 10,150,000 20,300,000 26,100,000 31,900,000 34,800,000 Pessimistic forecast % number 8,700,000 17,400,000 23,200,000 26,100,000 29,000,000 % 2.5 3.5 number 2,900,000 5,800,000 7,250,000 8,700,000 10,150,000 % number 5,800,000 11,600,000 14,500,000 17,400,000 20,300,000 Optimistic forecast % number 20,300,000 40,600,000 58,000,000 66,700,000 72,500,000 % number 8,700,000 17,400,000 23,200,000 26,100,000 29,000,000 % number 11,600,000 23,200,000 31,900,000 37,700,000 43,500,000 Table 2. => 2006, An e-CRM application in the Greek telecommunications sector, Management - Časopis za teoriju i praksu menadžmenta, vol. 11, br. 44, str. 55-60. Š11Ëmanagement thory and practice, vol. 11, no. 44, pp. 55-60. Š11Ë Godina Internet Samouslužni uređaj Kontakt centar Internet Samouslužni uređaj Kontakt centar Internet Samouslužni uređaj Kontakt centar % broj % broj % broj % broj % broj % broj % broj % broj % broj I II III Umereno predvi đanje IV V 17.400.000 34.800.000 43.500.000 52.200.000 58.000.000 1,5 4,5 4.350.000 8.700.000 11.600.000 13.050.000 14.500.000 3,5 10.150.000 20.300.000 26.100.000 31.900.000 34.800.000 Pesimističko predviđanje 8.700.000 17.400.000 23.200.000 26.100.000 29.000.000 2,5 3,5 2.900.000 5.800.000 7.250.000 8.700.000 10.150.000 5.800.000 11.600.000 14.500.000 17.400.000 20.300.000 Optimističko predviđanje 20.300.000 40.600.000 58.000.000 66.700.000 72.500.000 8.700.000 17.400.000 23.200.000 26.100.000 29.000.000 11.600.000 23.200.000 31.900.000 37.700.000 43.500.000 Tabela 2.
LL@(23209) Percentage and number of transactions via integrated electronic access channels in the five-year period Figure 3. => Procenat i broj transakcija realizovanih putem integrisanih elektronskih pristupnih kanala u periodu od 5 godina.
LL@(23210) Cost reductions in the business of the PE of PTT communications Srbija in the conditions of in tegrated REM and HM systems electronic access channels implementation. => Slika 3. ~~~ Smanjenje troškova poslovanja JP PTT saobraćaja Srbija kod korišćenja integrisanih elektron skih pristupnih kanala sistema REP i HP.
LL@(23211) Figure 4. => Slika 4.
LL@(23212) Percentage of cost reductions in the business of the PE of PTT communications Srbija in the conditions of integrated REM and HM systems electronic access channels implementation. => Procenat smanjenja troškova poslovanja javnog poštanskog operatora kod korišćenja integrisanih elektronskih pristupnih kanala sistema REP i HP.
LL@(23213)  => Dijagram sa slike 4., koji daje relativno smanjenje troškova poslovanja, pokazuje da rezultat na bazi pretpostavljenog modela u periodu od 5 godina dovodi do smanjenja troškova u opsegu od 15% do čak 40%.
LL@(23214)  => Naime, u pesimističkom predviđanju procenta transakcija koji se ostvari putem integrisanih elektronskih pristupnih kanala dobija se oko 15% smanjenja troškova, u optimističkom predviđanju čak do 40%, dok umereno predviđanje daje smanjenje troškova poslovanja operatora od oko 30%.
LL@(23215) 5. => 5.
LL@(23216) Conclusion The integration of REM and HM systems provides for the optimization of costs, hence it is highly economically justified in the conditions of implementation of integrated electronic access channels of the two systems. => Zaključak Integracija sistema REP i HP omogućava optimizaciju troškova, odnosno ima značajnu ekonomsku opravdanost prilikom korišćenja zajedničkih elektronskih pristupnih kanala dva sistema.
LL@(23217) These channels can be implemented in a number of ways, depending on the type of device the user chooses to access the services, but also on the location from which the user accesses these services. => Ovi kanali se mogu realizovati na više načina, što zavisi od tipa uređaja kojim korisnika pristupa uslugama, ali i od lokacije sa koje se pristupa.
LL@(23218) The observed model of integrated electronic access channels classifies the following accesses: the Internet, the mobile and fixed telephonies, self-service device, and a two-way CDS system. => Posmatrani model zajedničkih elektronskih pristupnih kanala klasifikuje sledeće pristupe: ~~~ Internet, mobilna i fiksna telefonija, uređaj za samousluživanje korisnika i dvosmerni KDS sistema.
LL@(23219) Contrary to the Internet that supports nearly all the models of electronic business and makes a universal infrastructure for electronic business operations, the mobile and fixed telephonies, self-service device and interactive television are the access channels for individual users citizens, to access the integrated services of the REM and HM integrated systems, communicate with other users, legal entities or state administration, local autonomy and administration. => Za razliku od Interneta koji podržava gotovo sve modele elektronskog poslovanja predstavljajući univerzalnu infrastrukturu elektronskog poslovanja, mobilna i fiksna telefonija, samouslužni uređaj i interaktivna televizija predstavljaju elektronski pristupni kanal za pojedinačne korisnike građane, koji na ovaj način pristupaju objedinjenim uslugama integrisanih sistema REP i HP, komunicirajući za drugim korisnicima, pravnim licima ili državnom upravom, lokalnom samoupravom i administracijom.
LL@(23220) The model of REM and HM systems integration described in this paper allows for the postal operator to increase the scope of his services and consequently his income Š12Ë: due to the integration of the system, the reception of mail of large users (billing type) and physical entities (mailing type) via integrated electronic access channels is simplified, they offer an option of different ways of data or mail processing and storage, there is a significant cost reduction in planning, designing, development, exploitation, maintemence and management of universal electronic access channels and sections of the information system (subsystem for supervision and subsystem for collection). => Model integracija sistema REP i HP, prikazan u ovom radu, omogućava poštanskom operatoru višestruko uvećanje obima usluga, a samim tim i prihodaŠ12Ë: zahvaljujući integraciji sistema omogućen je jednostavan prijem pošte velikih korisnika (billing tipa) i fizičkih lica (mailing tipa) putem integrisanih elektronskih pristupnih kanala, postoji mogućnost različite obrade i čuvanja podataka tj. pošiljaka, postoji značajno smanjenje troškova planiranja, projektovanja, razvoja, eksploatacije, održavanja i upravljanja univerzalnih elektronskih pristupnih kanala i delova informacionog sistema (podsistema za nadzor i upravljanje i podsistema za naplatu).
LL@(23221) Due to the implementation of integrated electronic access channels (the Internet, self-service devices and contact centre) of the REM and HM systems, the cost optimization model implemented on the scope of services provided by the PE of PTT communications Srbija in the five-year period and based on the 2010 data, produces such econonic effects that result in cost reductions in the business of this public postal operator ranging from 15% to 40%. => Model optimizacije troškova usled korišćenja integrisanih elektronskih pristupnih kanala (Interneta, samouslužnih uređaja i kontakt centra) sistema REP i HP, primenjen na obimu usluga JP PTT saobraćaja Srbija u periodu od pet godina i baziran na podacima iz 2010. godine, proizvodi takve ekonomske efekte koji dovode do smanjenja troškova poslovanja javnog poštanskog operatora u opsegu od 15- 40%.
LL@(23222) REFERENCES Š1Ë Universal postal union, Postal registered e-mail (PReM) functional specifications draft, 2009. => LITERATURA Š1Ë Universal postal union, Postal registered e-mail (PReM) functional specifications draft, 2009. Š2Ë Jacob Johnsen-Senior Consultant, Hybrid Mail, World Mail Review, Nov.
LL@(23223) Š3Ë M. Jovanović, S. Rankov, Z. Mišić, Upravljanje sistemom distribuirane hibridne pošte JP PTT saobraćaja Srbija, XVII telekomunikacioni forum Telfor 2009., Beograd. => 2008. Š3Ë M. Jovanović, S. Rankov, Z. Mišić, Upravljanje sistemom distribuirane hibridne pošte JP PTT saobraćaja Srbija, XVII telekomunikacioni forum Telfor 2009., Beograd.
LL@(23224) Š4Ë M. Jovanović, V. Petrović, S. Rankov, P. Milošević, Z. Mišić, Distribuirana hibridna pošta integrisana usluga Pošte Srbije, XXVII simpozijum o novim tehnologijama u poštanskom i telekomunikacionom saobraćaju PosTel 2009., Beograd. => Š4Ë M. Jovanović, V. Petrović, S. Rankov, P. Milošević, Z. Mišić, Distribuirana hibridna pošta integrisana usluga Pošte Srbije, XXVII simpozijum o novim tehnologijama u poštanskom i telekomunikacionom saobraćaju PosTel 2009., Beograd.
LL@(23225) Š5Ë dr \orđe Mazinjanin, Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave, Modeli i forme e-poslovanja, pp. 15-18, 2008. => Š5Ë dr \orđe Mazinjanin, Metode komunikacije vlade i građanja u elektronskom poslovanju gradske uprave, Modeli i forme e-poslovanja, str. 15-18, 2008.
LL@(23226) Š6Ë Projektni tim JP PTT saobraćaja Srbija, Projekat sistema hibridne pošte, 2002. => 
LL@(23227) Š7Ë mr Dragan Spasić, Profil kvalifikovanog elektronskog sertifikata, Centar za elektronsko poslovanje pošte, JP PTT saobraćaja Srbija, Telfor, 2008. => 
LL@(23228) Š8Ë Brian R. Smith and group of authors, iSeries e business handbook, IBM, 2001. ~~~ Š9Ë Madeep Singh, A primer on developing an e-business strategy, Western Illinois Univeristy USA, 2002. ~~~ Š10Ë Murrell G. Shields, E-business and ERP, John Wiley & Sons, 2001. ~~~ Š11Ë Blery, E.K.& Michalakopoulos, M.G. 2006, An e-CRM application in the Greek telecommunications sector, Management journal for management theory and practice, vol. 11, no. ~~~ 44, pp. 5560. ~~~ Š12Ë Zuzák, R. 2006, Analyses in the process of strategic management, Management - časopis za teoriju i praksu menadžmenta, vol. 11, no. => Š6Ë Projektni tim JP PTT saobraćaja Srbija, Proje kat sistema hibridne pošte, 2002. Š7Ë mr Dragan Spasić, Profil kvalifikovanog elektronskog sertifikata, Centar za elektronsko poslovanje pošte, JP PTT saobraćaja Srbija, Telfor, 2008. Š8Ë Brian R. Smith and group of authors, iSeries e-bu siness handbook, IBM, 2001. Š9Ë Madeep Singh, A primer on developing an e-business strategy, Western Illinois Univeristy USA, 2002. Š10Ë Murrell G. Shields, E-business and ERP, John Wiley & Sons, 2001. Š11Ë Blery, E.K.& Michalakopoulos, M.G.
LL@(23229) 42, pp. 4954. ~~~ Š13Ë Jill Dyshe, The CRM handbook: a business guide to customer relationship management, Addison Wesley, 2001. ~~~ Š14Ë Merrill Warkentin, Business to business electronic commerce: challenges and solutions, Mississippi University - USA, Idea Group Publishing, 2002. => 2006, An e-CRM application in the Greek telecommunications sector, Management - časopis za teoriju i praksu menadžmenta, vol. 11, no. 44, pp. 55-60. Š12Ë Zuzák, R. 2006, Analyses in the process of strategic management, Management - časopis za teoriju i praksu menadžmenta, vol. 11, no. 42, pp. 49-54. Š13Ë Jill Dyshe, The CRM handbook: a business guide to customer relationship management, Addison Wesley, 2001. Š14Ë Merrill Warkentin, Business to business electronic commerce: challenges and solutions, Mississippi University - USA, Idea Group Publishing, 2002. Š15Ë E-business strategy, Department of enterprise, trade and employment, 2004. Š16Ë dr Vojkan Vasković, Sistemi plaćanja u elektronskom poslovanju, Fakultet organizacionih nauka Beograd, 2007. Š17Ë Godišnji izveštaj JP PTT saobraćaja Srbija za 2010. godinu.
LL@(23230) Š15Ë E-business strategy, Department of enterprise, trade and employment, 2004. => Vrednovanje rezultata neprofitnih organizacija UDK:
LL@(23231) Š16Ë dr Vojkan Vasković, Sistemi plaćanja u elektronskom poslovanju, Fakultet organizacionih nauka Beograd, 2007. => 
LL@(23232) Š2Ë Jacob Johnsen-Senior Consultant, Hybrid Mail, Š17Ë Godišnji izveštaj JP PTT saobraćaja Srbija za World Mail Review, Nov. 2008. => 
LL@(23233) 2010. godinu. ~~~ Evaluation of Results of Nonprofit Organizations UDC: 005.6:061.2 ; 005.52:330.133.1 Milka Ivanović, Zorana Antić Belgrade Business College milka.ivanovic¿bbs.edu.rs The service sector is constantly growing in the global economy, and this imposes the need for a detailed improvement of service quality and presentation of results, since the requirements addressed to non-profit organizations are growing higher. => 005.6:061.2 ; 005.52:330.133.1 Milka Ivanović, Zorana Antić Beogradska poslovna škola Visoka škola strukovnih studija milka.ivanovic¿bbs.edu.rs S obzirom na to da uslužni sektor beleži stalni rast u okviru globalne ekonomije, nameće se potreba za detaljnijim unapređenjem kvaliteta usluga i prikazivanja rezultata jer su zahtevi upućeni neprofitnim organizacijama sve veći.
LL@(23234) They refer to improving the performance in terms of achieving greater efficiency and effectiveness, the quality of service and responsibility in relation to all stakeholders, as well as to the evaluation of outcomes. => Oni se odnose na poboljšanje performansi u smislu postizanja veće efikasnosti i efektivnosti, na kvalitet usluge i odgovornost u odnosu prema svim stejkholderima, kao i na vrednovanje izlaza (outcome).
LL@(23235) This paper aims to highlight the importance of applying the model of quality management in terms of evaluating the efficiency and effectiveness of non-profit organizations, which implies competitive sustainability in the market. => Ovaj rad ima za cilj da istakne važnost primene modela menadžmenta kvalitetom sa aspekta vrednovanja efikasnosti i efektivnosti neprofitnih organizacija, što implicira konkurentnu održivost na tržištu. 1.
LL@(23236) 1. ~~~ Introduction The field of work of non-profit organizations lies between the state institutions and the organizations under a direct state control and jurisdiction, on one hand, and the private sector that has a free access to the market, on the other. => Uvod Oblast delovanja neprofitnih organizacija pozicionirana je između državnih institucija i organizacija koje su pod direktnom kontrolom i nadležnošću države, s jedne strane i privatnog sektora koji slobodno učestvuje na tržištu, s druge.
LL@(23237) The role and the importance of non-profit organizations significantly differs from the above mentioned institutions since they base their activities on the principle of primary non-profitability, which is not characteristic of either state or private types of ownership. => Uloga i značaj neprofitnih organizacija bitno se razlikuje od pomenutih segmenata, jer one svoje aktivnosti baziraju na principu primarne neprofitabilnosti, što nije svojstveno ni državnoj niti privatnoj svojini.
LL@(23238) The noble goals of these organizations also distinguish them from other entities in the society. => Plemeniti ciljevi ovih organizacija čine takođe značajnu razliku u poslovanju neprofitnih organizacija u odnosu na ostale entitete u društvu.
LL@(23239) Hence an affective and quality system of management in nonprofitable organizations is dedicated to continual improvement of performance and customer satisfaction, where outcome assessment is one of basic preconditions. => Stoga efektivan i kvalitetan sistem upravljanja u neprofitnim organizacijama treba da bude posvećen kontinuiranim poboljšanjima performansi i zadovoljstvu korisnika, pri čemu se kao nužnost nameće i vrednovanje rezultata.
LL@(23240) A competitive advantage in the market is possible to achieve only if a quality management system is established, a system that is dynamic and able to adapt and change in accordance with the customer/user needs, requirements and expectations Š1Ë. 2. => Kompetititvna prednost na tržištu moguća je samo ukoliko je izgrađen kvalitetan menadžment sistem koji je dinamičan i osposobljen da se adaptira i menja u skladu i vanjima potrošača/korisnikaŠ1Ë. sa potrebama, zahtevima 2.
LL@(23241) Quality and the problem of non-profit organizations services evaluation In the conditions of an increased competition, the changed value systems and, consequently, the increased customer requirements, quality has become a fundamental factor of survival in the market, of profitability and of an overall development. => Kvalitet i problem evaluacije usluga neprofitnih organizacija U uslovima povećane konkurencije, promenjenih vrednosnih sistema i, u skladu sa tim, povećanih zahteva korisnika kvalitet je postao fundamentalni faktor opstanka na tržištu, profitabilnosti i ukupnog razvoja.
LL@(23242) In order to survive in the market, organizations are forced to employ all their skills in the management of the business. => Da bi opstale na tržištu, organizacije treba da svoje veštine asimiluju sa upravljanjem u poslovanju.
LL@(23243) As regards the time dimension, the effectiveness of organizational competitiveness can be achieved by creating and evaluation of the values of the service, delivery and market performances Š1Ë (Summers, 2009), which in a sense results into excellence in work. => U odnosu na vremensku dimenziju, efektivnost organizacione kompetitivnosti može se postići pomoću kreiranja i ocenjivanja vrednosti usluge, isporuke i tržišnih performansiŠ1Ë (Summers, 2009.), što na izvestan način vodi ka izvrsnosti u radu.
LL@(23244) It is for this reason that many onganizations implement various strategies such as team work, quality assurance, quality management and service quality assessment. => U tom smislu mnoge organizacije koriste različite strategije, kao što su timski rad, obezbeđenje kvaliteta, kvalitetno upravljanje i ocenu kvaliteta usluga.
LL@(23245) A. Anderson et al., (1994) Š2Ë perceive that certain organizations have already recognized the importance of an effective quality management for the purpose of achieving a competitive advantage in the market, which is important from the aspect of competitive sustainability. => A. Anderson,et.al. (1994.)Š2Ë primećuju da su neke organizacije već prepoznale značaj efektivnog upravljanja kvalitetom u cilju dostizanja kompetitivne prednosti na tržištu, što je značajno sa aspekta konkurentske održivosti.
LL@(23246) A fiercer competition and the global business operations that penetrates into the non-profit sector too impose certain increased demands in comparison with the formal evaluation of a completed project, which means the relevant output measurements and a continual collecting of data for any projects under way, whereas the former focus was mainly on inputs. => Povećana konkurencija i globalno poslovanje koje zadire i u pore neprofitnog sektora ima povećane zahteve u odnosu na formalnu evaluaciju okončanog projekta, što podrazumeva relevantna merenja izlaza i kontinualno prikupljanje podataka za sve projekte koji su u toku, dok je raniji fokus bio uglavnom usmeren na inpute.
LL@(23247) Besides, the founders also expect the measurements that can facilitate the assessment of impacts upon a service or a project Š3Ë. Non-profit organizations are required to provide detailed information on the outcomes of their activities (the number of clients served, financial reports, project plans, the number of brochures distributed, the number of presentations organized, etc.). => Pored toga i osnivači očekuju merenja koja mogu da pomognu u vrednovanju uticaja na uslugu ili projekatŠ3Ë. ~~~ Od neprofitnih organizacija se traže iscrpne informacije o rezultatima njihovih aktivnosti (broj usluženih klijenata, finansijski izveštaji, projektni planovi, broj distribuiranih brošura, broj održanih prezentacija i slično).
LL@(23248) In certain cases, external consultants prepare periodical evaluations to estimate the effect of the non-profits programmes, services and activities. => U određenim slučajevima eksterni konsultanti izrađuju i periodične evaluacije kako bi se procenio uticaj i efekat njihovih programa, usluga i aktivnosti.
LL@(23249) The practice so far has proved that such data are most frequently collected on demand of the founders, rarely for the purpose of either the analysis conducted by the organization itself or the improvement of further operations. => Dosadašnja praksa je pokazala da se ovi podaci najčešće prikupljaju na zahtev osnivača, a retko za sopstvenu analizu i upotrebu u cilju unapređenja poslovanja.
LL@(23250) What is essential, however, is that the measurement results should be used in managerial decision making so that the available resources, methods and approaches allow for achieving improved efficiency and effectiveness and ensure benefits for all the stakeholders. => Međutim, ključno je da rezultati merenja budu upotrebljeni za donošenje menadžerskih odluka, kako bi raspoloživi resursi, metode i pristupi omogućili postizanje unapređenja efektivnosti i efikasnosti i obezbedili benefite svim stejkholderima.
LL@(23251) In view of the complexity of the system approach to quality and its diversity as regards the areas in which it is implemented, two aspects are important. => S obzirom na kompleksnost sistemskog pristupa kvalitetu i njegovu raznolikost u odnosu na oblasti u kojima se primenjuje značajna su dva aspekta.
LL@(23252) One refers to the management model meant to improve the effectiveness and efficincy of the organizations whose primary purpose is care about people; the other refers to the im plementation of the adopted system approach in management that will be adjusted to organizational mission, vision and values and on the basis of which the non-profit organizations will be in a position to meet the requirements set before them by the founder or a sponsor. => Prvi se odnosi model upravljanja koji će omogućiti unapređenje efektivnosti i efikasnosti organizacija čija je primarna svrha briga o ljudima, a drugi na implementaciju usvojenog sistemskog pristupa u upravljanju koji će biti u skladu sa organizacionom misijom, vizijom i vrednostima i na osnovu kog će neprofitne organizacije moći da odgovore zahtevima koje pred njih postavlja sam osnivač ili donator.
LL@(23253) The quality implementation and improvement are based on the learning of the organization itself, on its strengths and capabilities for improvement. => Implementacija i unapređenje kvaliteta bazira se na učenju o samoj organizaciji, o njenim snagama i mogućnostima za unapređenje.
LL@(23254) In order that they should be respectable, non-profit organizations should aim to provide a quality service to their clients and prove they work up to high standards. => Da bi bile respektabilne, neprofitne organizacije treba da imaju za cilj da obezbede kvalitetnu uslugu svojim korisnicima i da pokažu da rade po visokim standardima.
LL@(23255) This requirement is imperative because non-profit organizations are expected to be accountable to the legislator, the founders, the sponsors, the trustees and finally to the public. => Ovaj zahtev se postavlja kao imperativ i iz razloga što neprofitne organizacije treba da budu odgovorne prema zakonodavcu, osnivačima, donatorima, poverenicima i javnosti.
LL@(23256) As an advanced method of managing a non-profit organization, the quality system implementation provides a continual monitoring and evaluation of performance as well as collecting objective evidence in the form of documents and data in order that the organization can evaluate itself and constantly improve the quality of its services. => Implementacija sistema kvaliteta kao napredni način vođenja neprofitne organizacije obezbeđuje da se stalnim praćenjem i evaluacijom performansi i prikupljanjem objektivnih dokaza u formi zapisa i podataka, organizacija preispituje i kontinuirano poboljšava kvalitet svojih usluga.
LL@(23257) Besides, such an approach to operations allows for the organization to compare itself with other organizations in the non-profit sector, as well as to determine the extent to which the organization adjusts to the permanently developing standards and requirements. tions that do not dispose of adequate technology (knowledge, skills, techniques, hardware and software) usually face difficulties in creating, in the implementation and in the evaluation of their services or outcomes. => Pored toga, ovakav pristup poslovanju obezbeđuje i način poređenja organizacije sa drugim organizacijama u okviru neprofitnog sektora, kao i način provere u kojoj meri se organizacija prilagođava standardima i zahtevima koji se permanentno razvijaju. 3.
LL@(23258) Making allowances for all the reasons that make the implementation of the quality improvement model in the non-profit sector necessary, as well as for all the benefits and restraints that hinder the implementation of these approaches, it can still be maintained that the majority of the European non-profit organizations have already adopted certain quality standards that allow them to improve their performance as well as their affectiveness Š4Ë. => Različiti modeli i pristupi u unapređenju kvaliteta neprofitnih organizacija Prilagođavajući se brojnim zahtevima za unapređenje kvaliteta usluge, neprofitne organizacije moraju da dokažu da njihovi programi doprinose pozitivnoj promeni u životima ljudi, dok je prioritet devedesetih godina dvadesetog veka bilo samo praćenje rezultata i troškovaŠ4Ë.
LL@(23259) In practice, various models and approaches in the non-profit organizations quality improvement are implemented; some of them include all the aspects of organizational management and all its activities, whereas some quality standards refer to only certain aspects of operations. => Stoga, zahtevi i očekivanja od neprofitnih organizacija uslovljavaju njihovu fleksibilnost i odgovornost, preispitivanje i prestrukturisanje u smislu donošenja važnih menadžment odluka koje će pomoći u implementaciji sistema kvaliteta.
LL@(23260) Also, a number of organizations in the non-profit sector implement generic models of the quality system, others adopt specific standards concerning concrete activities, and there are still some that develop their own in-house systems. => Uspešno uvođenje i primena standarda kvaliteta zavise od pet prediktora: organizacione kulture, podrške rukovodstva, tehnologije, uključenosti i pristupa fondovima.
LL@(23261) In accordance with the model they implement, non-profit organizations evaluate their systems either through external evaluation or through certification, or, on the other hand, through a self-evaluation process. => Podrška rukovodstva, pored uloženog napora u adaptaciju i prihvatanje promena, treba da se ogleda i u pružanju povratnih informacija u kojoj je meri načinjen napredak u postizanju cilja.
LL@(23262) 4. ~~~ Standards for implementation and evaluation 3. => Efektivni menadžeri komuniciraju u organizaciji vrednost nove poslovne prakse i preduzimaju sve što je potrebno da bi zaposleni implementirali u praksi ono što je planirano.
LL@(23263) Different models and approaches to improving of non-profit organizations quality the quality of non-profit organizations In adapting to numerous requirements for service quality improvement, non-profit organizations attempt to prove that their programmes contribute to a positive change in the lives of the people, while the priority in the 1990s was only the monitoring of outcomes and expenses Š4Ë. => Organizacije koje ne raspolažu adekvatnom tehnologijom (znanje, veštine, tehnike, hardver i softver) obično imaju poteškoća u kreiranju, implementaciji i evaluaciji svojih usluga ili rezultata.
LL@(23264) Hence the requirements and expectations from non-profit organizations actually precondition their flexibility and liabilities, their re-examination and restructuring in terms of making important managerial decisions meant to facilitate the quality system implementation. => Uzimajući u obzir sve razloge zbog kojih je neophodno primeniti model unapređenja kvaliteta u neprofitnom sektoru, kao i sve benefite i ograničenja koja stoje na putu impementaciji ovih pristupa, ipak se može reći da se većina evropskih neprofitnih organizacija već opredelila za neki od standarda kvaliteta koji im omogućava unapređenje performansi i veću efektivnostŠ4Ë.
LL@(23265) A successful introduction and implementation of quality standards depend on five predictors: organizational culture, management support, technology, involvement and access to funds. => U praksi su zastupljeni različiti modeli i pristupi u unapređenju kvaliteta neprofitnih organizacija, od kojih neki obuhvataju sve aspekte vođenja organizacije i sve njene aktivnosti, dok postoje i standardi kvaliteta koji se tiču samo određenih aspekata poslovanja.
LL@(23266) In addition to the efforts made in accepting and adapting to change, the management support should be reflected in the provision of feedback information as to the extent to which the advances are made towards achieving the goal. => Takođe, jedan broj organizacija neprofitnog sektora implementira generičke modele sistema kvaliteta, druge se opredeljuju za specifične standarde koji uređuju konkretne delatnosti, a takođe je moguće razviti i sopstvene (inhouse) sisteme.
LL@(23267) Effective managers in the organization communicate the value of new business practice and take any steps necessary that the employees implement the planned activities in practice. => U zavisnosti od toga koji model primenjuju, neprofitne organizacije svoje sisteme proveravaju eksternim ocenjivanjem ili sertifikacijom, ili sa druge strane, samoevaluacijom. 4.
LL@(23268) The organiza The earliest theories on the quality of services and their dimensions were postulated in the 1980s. => Standardi za primenu i ocenu kvaliteta neprofitnih organizacija Prve teorije o kvalitetu usluga i njihovim dimenzijama postavljene su osamdesetih godina.
LL@(23269) Groonroos offered two dimensions of quality: the technical and the functional Š5Ë. => Groonroos je predstavio dve dimenzije kvaliteta: tehničku i funkcionalnuŠ5Ë.
LL@(23270) The technical quality refers to the outcome of the service delivered, whereas the functional quality deals with the service delivery process. => Tehnički kvalitet se odnosi na rezultat dobijene usluge, a funkcionalni na proces pružanja usluge.
LL@(23271) A most widely used service quality assessment model SERVQUAL (abbreviated from: service quality) consists of five quality determinants Š6Ë (tangibility the presence of physical elements (service materialization), reliability the ability to deliver the promised service in an adequate manner, responsibility responsiveness, readiness to help and deliver a service promptly, credibility employees knowledge and competence, assurances, and empathy delivery of personalized service, viewing customer as an individual). => Jedan od najrasprostanjenijih modela za ocenu kvaliteta usluge SERVQUAL (skraćeno od: service quality) sastoji se od pet determinanti kvalitetaŠ6Ë (opipljivost prisustvo fizičkih elemenata (materijalizacija usluge), pouzdanost sposobnost da se obećana usluga isporuči na odgovarajući način, odgovornost brižljivost, spremnost da se pomogne i pruži brza usluga, sigurnost znanje i sposobnost zaposlenih, poverenje u njih, i saosećanje (empatija) pružanje personalizovane usluge, posmatranje korisnika kao pojedinca).
LL@(23272) The SERVQUAL methodology requires that 22 pairs of questions be formulated, of which customers are expected to answer a series of 22 questions prior to consuming a service, in order to measure expectations, and to answer another series of 22 questions concerning the quoted categories, after they have consumed the service, to measure the experience, i.e., the consumers percep tions (attitudes) of the service provided. => SERVQUAL metodologija zahteva da se formulišu 22 para pitanja, od kojih se ispitanicima prvo postavlja jedna serija od 22 pitanja pre korišćenja usluge, čime se mere očekivanja, a zatim, nakon korišćenja usluge, druga serija od 22 pitanja po navedenim kategorijama, čime se mere iskustva, odnosno percepcije (stavovi) korisnika o izvršenoj usluzi.
LL@(23273) Although this model dates back to 1985 and is a most widely implemented model in service quality assessment by a large number of service providing organizations, it is subject to much criticism, primarily from the conceptual and the methodological aspects. => Iako je ovaj model, postavljen 1985. godine, model sa najširom primenom u merenju kvaliteta usluga velikog broja uslužnih organizacija, on doživljava i brojne kritike, pre svega sa konceptualnog i metodološkog aspekta.
LL@(23274) One of the basic points of criticism is about the number and meanings of the quality determinants, namely, its applicability in different service activities. => Jedna od osnovnih primedaba je broj i značenje determinanti kvaliteta, odnosno njegova primenjivost u različitim uslužnim delatnostima. je moguće modifikovati SERVQUAL model i prilagoditi ga karakteristikama usluga u specifičnoj uslužnoj delatnosti.
LL@(23275) Therefore, it is possible to modify the SERVQUAL model to adjust it to the characteristics of services in a specific service provision activity. => Stoga Da bi se opredelile za najadekvatniji standard kvaliteta u okviru postojećih sistema, neprofitne organizacije treba da odgovore na sledeća pitanja koja mogu da im olakšaju donošenje odlukeŠ7Ë: (cid:
LL@(23276) In order that they should decide upon a most adequate quality standard within the existing systems, it is necessary that non-profit organizations answer the following questions meant to facilitate decision making Š7Ë: (cid:123) how far does the system address their main con cerns? (cid:123) how easily can the system be integrated with ex isting working practices? (cid:123) how sensitive is the system to the culture of the organisation? (cid:123) how simple or complex is the system? => U kojoj meri je ponuđeni sistem u skladu sa njenim poslovanjem? (cid: ~~~ Da li je jednostavno integrisati ponuđeni sistem u postojeću poslovnu praksu? (cid: ~~~ Koliko će sistem uticati na organizacionu kultu ru i obratno? (cid:
LL@(23277) How does that fit our organisation? how resource intensive is the approach to implement? => Koliko je sistem jednostavan ili komplikovan? ~~~ Koliko odgovara organizaciji? (cid:
LL@(23278)  => Koliko angažovanje resursa zahteva imple mentacija sistema?
LL@(23279) The generic models of quality systems entail standards relating to the entire business and ensuring a quality comparison with other organizations within a sector. => Generički modeli sistema kvaliteta neprofitnih organizacija obuhvataju standarde koji se odnose na celokupno poslovanje i koji obezbeđuju kvalitativno poređenje sa drugim organizacijama u okviru sektora.
LL@(23280) The most frequent are the following: the ISO 9001 standard and the business excellence model (European Foundation for Quality Management (EFQM) Excellence Model). => Ovde najčešće spadaju: standard ISO 9001 i model poslovne izvrsnosti (Evropska fondacija za menadžment kvaliteta - European Foundation for Quality Management (EFQM) Excellence Model).
LL@(23281) The quality standards related to only certain aspects of business include: (1) service quality standard (Customer first standard the British national certification service quality standard Š8Ë. => Standardi kvaliteta koji se tiču samo određenih aspekata poslovanja obuhvataju: (1) standard za kvalitet usluge (standard Customer first britanski nacionalni sertifikacioni standard za kvalitet uslugeŠ8Ë.
LL@(23282) It can be implemented by any organization in any industry); (2) standard for employees (Investors in People the British national standard related to human resource management and employee development) Š9Ë. => Moguće je primeniti ga u svim organizacijama u okviru svih delatnosti.); (2) standard za zaposlene (standard Investors in People britanski nacionalni standard koji se odnosi na menadžment ljudskih resursa i razvoj zaposlenih)Š9Ë.
LL@(23283) The most frequently implemented quality standard in the non-profit sector organizations is the British PQASSO standard (Practical Quality Assurance System for Small Organizations1) Š10Ë. => Najzastupljenija primena standarda kvaliteta u organizacijama neprofitnog sektora jeste britanski standard PQASSO (Practical Quality Assurance System for Small Organisations1 Praktični sistem obezbeđenja kvaliteta za male organizacije)Š10Ë.
LL@(23284)  => Ovaj standard za samoocenjivanje obuhvata sve aspekte poslovanja, kao i ostali generički standardi, ali je specifično kreiran za male i srednje neprofitne organizacije ili projektne timove u većim organizacijama.
LL@(23285)  => Mogu ga koristiti organizacije različitih profila iz oblasti socijalne zaštite, zaštite životne sredine, zdravstva ili milosrdne organizacije.
LL@(23286) This self-evalu 1 The PQASSO standard was published by the British association CES (Charities Evaluation Services) in 1997, and the third edition of the standard appeared in 2008. => U ostalim zemljama Evrope ovaj standard je, nakon prilagođavanja specifičnostima, adaptiran za primenu Š11Ë u Mađarskoj (pod nazivom MINTA) i Hrvatskoj 1 Standard PQASSO je objavilo britansko udru enje CES (Charities Evaluation Services) 1997. godine, a tre?e izdanje standarda bilo je 2008. godine.
LL@(23287) This standard, which promotes a continual quality improvement in the organization, includes 12 chapters and 3 levels. ation standard entails all business aspects, as do all other standards, however, it is specifically created for small and medium-sized non-profit organizations or for project teams in larger organizations. => U okviru ovog standarda, kojim se promoviše kontinuirano poboljšanje kvaliteta u organizaciji, nalazi se 12 poglavlja i 3 nivoa. (pod nazivom SOKNO Sustav osiguranja kvalitete za neprofitne organizacije, objavljen od strane mreže TREF) Š12Ë, a isto tako se koristi i u Japanu, Indiji i Bangladešu Š13Ë.
LL@(23288) It can be implemented in the organizations of various profiles in the fields of social welfare, environmental protection, health care and charities. => Standard PQASSO je osmišljen tako da pomoću samoevaluacije podstakne veću uključenost i odgovornost svih u organizaciji da se kroz diskusiju planiraju promene i razvijaju ideje o efikasnijem radu organizacije.
LL@(23289) In other European countries, this standard was adjusted to certain specific features, and adapted to be implemented Š11Ë in Hungary (under the name of MINTA) and Croatia (named SOKNO the Structure of Quality Assurance for Nonprofit Organizations, published by the TREF network) Š12Ë, and it can also be applied in Japan, India and Bangladesh Š13Ë. => 
LL@(23290) The PQASSO standard is created in such a manner that it uses self-evaluation to encourage a broader commitment and responsibility of all members of the organization to plan changes and develop ideas for a more efficient work of the organization, and through discussion. => Efekti i koristi od primene pomenutog standarda u neprofitnoj organizaciji biće mnogostrukiŠ14Ë:
LL@(23291) The effects and benefits from the application of the above mentioned standard in a non-profit organization will be manifold Š14Ë: A clearly defined and reconciled purpose of the organization; A better organized and coordinated organizational structure as well as management structure; A better response to the customer needs and the delivery of higher quality services; Improved team relations and internal communication; Motivated employees and volunteers that can develop their potentials within the organization; Higher recognition from the part of the local community, the users and the sponsors, and accordingly, a greater support in work. => Jasno definisana i usaglašena svrha organizacije; Bolje organizovana i koordinisana organizaciona struktura i struktura upravljanja; Bolji odgovor na potrebe korisnika i pružanje kvalitetnijih usluga; Unapređeni timski odnosi i interna komunikacija; Motivisani zaposleni i volonteri koji u organizaciji mogu razvijati svoje potencijale; Veće priznanje lokalne zajednice, korisnika i donatora i u skladu sa tim veća podrška za rad.
LL@(23292) The findings of the study that dealt with the reasons for the quality programme implementation as well as the challenges and restraints in its implementation, conducted in the non-profit sector organizations in Great Britain, have shown that the majority of organizations are motivated to implement quality via various and numerous internal and external factors Š15Ë. => Rezultati studije, koja se bavi razlozima za implementaciju programa kvaliteta, kao i izazovima i ograničenjima u njegovoj implementaciji, a koja je sprovedena u okviru organizacija neprofitnog sektora u Velikoj Britaniji, pokazuju da većinu organizacija za implementaciju kvaliteta motivišu različiti i mnogobrojni interni i eksterni faktoriŠ15Ë.
LL@(23293) According to the participants in the study, the reasons to adopt the quality programme, among other things, are: the necessity of a structured approach in the development of the organization, the delivery of a highest possible quality service to the customers, the understanding of how the customers perceive the best practice, the stabilization after the periods of crisis. => Učesnici studije kao razloge za usvajanje programa kvaliteta naveli su i: neophodnost strukturisanog pristupa u razvoju organizacije, pružanje najkvalitetnije usluge korisnicima, razumevanje kako korisnici doživljavaju najbolju praksu, uspostavljanje stabilnosti nakon kriznih perioda.
LL@(23294) The non-profit organizations that implemented one of the quality programmes stress the following benefits: the opportunity to affect the performance and improve it, a better relationship with the external environment, a higher reputation within the sector and a better relationship with partner organizations. => Neprofitne organizacije koje su implementirale neki od programa kvaliteta ističu sledeće benefite: mogućnost uticaja na performanse i njihovo unapređenje, bolji odnos sa eksternim okruženjem, bolja reputacija u okviru sektora i bolji odnos sa partnerskim organizacijama.
LL@(23295) The limitations in the implementation of the quality idea in the respondent organizations are most frequently reflected in: the lack of information on the available quality programmes that can be implemented in the non-profit sector, the non-conformity of qualty programmes to the organization (its structure, mission, vision, processes, activities), and also in a poor employee commitment and engagement in the field of quality, which is most often the consequence of a lack of commitment, engagement and dedicaton of their superiors. => Ograničenja u implementaciji ideje kvaliteta u ispitivanim organizacijama se najčešće ogledaju u: neinformisanosti o raspoloživosti programa kvaliteta koji je moguće primeniti u neprofitnom sektoru, neusklađenosti programa kvaliteta sa organizacijom (njenom strukturom, misijom, vizijom, procesima, aktivnostima), a takođe, kao ograničenje navodi se i nedovoljna posvećenost i angažovanje zaposlenih na polju kvaliteta, što je najčešće prouzrokovano neopredeljenošću i nedovoljnim angažovanjem i požrtvovanošću nadređenih.
LL@(23296) As regards the survey of the quality standards imple mentation in certain non-profit organizations in Great Britain, it would be interesting to compare these results with the findings of the study the co-author of this paper, M. Ivanović conducted in 2010. ~~~ The target group of the study were the non-profit organization on the territory of Serbia. => U okviru prikaza implementacije standarda kvaliteta u nekim neprofitnim organizacijama u Velikoj Britaniji, zanimljivo bi bilo komparirati rezultate istraživanja koje je koautor Ivanović M. sprovela 2010. god. Ciljna grupa za koju je rađeno istraživanje bile su neprofitne organizacije na prostoru Srbije.
LL@(23297) Among the questions in the questionnaire one dealt with the quality system implementation and outcome assessment. => Među anketnim pitanjima koja su bila predmet istraživanja bilo je sadržano i pitanje u vezi sa implementacijom sistema kvaliteta i vrednovanjem rezultata.
LL@(23298) The majority of responses to the question on whether organizations implemented any of the quality system models were negative. => Na postavljeno pitanje da li su organizacije implementirale neki od modela sistema kvaliteta većina njih je odgovorila negativno.
LL@(23299) A general conclusion as to the responses can be drawn after a tabular and graphic survey presented hereinafter. => Opšti zaključak u odnosu na odgovore može se izvesti posle tabelarnog i grafičkog pregleda koji su prikazani u nastavku.
LL@(23300) As can be learned from the survey, the majority of respondent organizations, as many as 61%, do not even think of a possibility to implement a quality system, while only 10% of the organizations have implemented the ISO 9001 standard. => Kao što se vidi u prikazu većina anketiranih organizacija, čak 61% i ne razmišlja o mogućnosti implementiranja sistema kvaliteta, dok je samo 10% njih implementiralo standard ISO 9001.
LL@(23301) Table 1. => Tab.
LL@(23302) The percentage of non-profit organizations that implemented the ISO 9001 quality system Graph 1. => Procenat neprofitnih organizacija koji je implementirao sistem kvaliteta ISO 9001 Graf.
LL@(23303) The chart of the quality system implementation in the NO in Serbia The attitudes of these same respondent organizations as regards the correlation between the quality system and the image and position building were, however, opposite to the previously presented decisions on the implementation of any of the quality system models. => Grafički prikaz implementacije sistema kvaliteta u NO u Srbiji Međutim, gledišta istih anketiranih organizacija u vezi sa korelacijom između sistema kvaliteta i izgradnje imidža i pozicioniranja bila su u suprotnosti sa prethodno predstavljenim odlukama o implementaciji nekog od modela sistema kvaliteta.
LL@(23304) As regards the question on which factors affect the build ing of a favourable image and the positioning of nonprofit organizations in public, all the observed elements were rated as very important (the average marks range from 4.62 to 4.83), with the quality culture rated as a highly important factor (average 4.79). => Na pitanje koji faktori utiču na formiranje dobrog imidža i na pozicioniranje neprofitnih organizacija u javnosti, svi ispitivani elementi se ocenjuju kao vrlo značajni (raspon prosečnih ocena se kreće od 4.62 4.83), pri čemu je kultura kvaliteta ocenjena kao veoma značajan faktor (prosek 4.79).
LL@(23305) Table 2. => Tab.
LL@(23306) The average of the importance ratings of the factors affecting the image and positioning of non-profit organizations ( a five-level rating scale ranging from 1 absolutely unimportant to 5 highly important) Graph 2. => Prosek ocena važnosti faktora koji utiču na imidž i pozicioniranje neprofitnih organizacija (petostepena skala procene od 1 Potpuno beznačajno, do 5 Izuzetno značajno) Graf.
LL@(23307) The chart of the average rates of the importance of factors affect ing the image and positioning of non-profit organizations Answering the question on the importance of the defined factors presented on the table for the positioning of non-profit organizations, a majority of respondents highly rated (the average 4.74) the issue of quality standard implementation and the quality culture building. => Grafički prikaz proseka ocena važnosti faktora koji utiču na imidž i pozicioniranje neprofitnih organizacija Takođe, i na pitanje o značaju definisanih faktora predstavljenih na tabeli za pozicioniranje neprofitnih organizacija, većina ispitanika visoko je kotirala (prosek, 4.74) pitanje primene standarda kvaliteta i izgradnje kulture kvaliteta.
LL@(23308) The most important factors the respondents stressed are raising the political establishment awareness of the importance of non-profit organizations for the development of the society and for observing ethical norms. => Primarni faktori koje su ispitanici istakli jesu podizanje svesti političkog establišmenta o značaju neprofitnih organizacija za razvoj društva i poštovanje etičkih normi.
LL@(23309) Employee education is also considered to be an important factor for the positioning of non-profit organizations. => Edukacija zaposlenih takođe se smatra važnim faktorom za pozicioniranje neprofitnih organizacija.
LL@(23310) Although the majority of non-profit organizations deem the issue of quality systems to be highly important and contributing to a better positioning, only 10% of them have implemented the ISO 9001 quality model. => Iako većina ispitanih neprofitnih organizacija pitanje sistema kvaliteta smatra izuzetno važnim za izgradnju imidža i postizanje konkurentske prednosti, što doprinosi boljem pozicioniranju, samo 10% njih je implementiralo model kvaliteta ISO 9001.
LL@(23311) This finding that can also be explained by the management reluctance to make such a decision for numerous reasons: lack of inventiveness, fear from change, lack of responsibility, inclination to improvising and unwillingness to share responsibility, should certainly be the reason for certain other research in order to get an insight into the existing dilemmas and resignation. => Ovakav rezultat, koji bi mogao da se objasni i nespremnošću menadžmenta da donese takvu odluku iz više razloga: neinventivnost, strah od promena, neodgovornost, sklonost ka improvizaciji i nespremnost za podelu odgovornosti, svakako bi trebalo da bude povod i za neka druga istraživanja koja bi rasvetlila postojeće dileme i rezignaciju.
LL@(23312) The approach to quality management implementation in the Serbian non-profit organizations is still negative, which significantly reduces their final outcomes. => Pristup primeni upravljanja kvalitetom u srpskim neprofitnim organizacijama i dalje je negativan, što značajno umanjuje njihove krajnje rezultate.
LL@(23313) In order that such a situation should be changed, it is necessary that proactively oriented non-profit organizations in Serbia accept and implement some of the quality management models. => Da bi se to stanje promenilo, proaktivno orijentisane neprofitne organizacije u Srbiji moraju da prihvate i primene neki od modela upravljanja kvalitetom.
LL@(23314) Quality management means quality revolution Š16Ë or a shift in the business paradigm that some theoreticians metaphorically term a new way of thinking in managing organizations Š17Ë. => Upravljanje kvalitetom predstavlja revoluciju kvaliteta Š16Ë, ili paradigmu promena u poslovanju, koju neki teoretičari metaforično nazivaju i novi način mišljenja u upravljanju organizacijama Š17Ë.
LL@(23315) Thus understood service quality of non-profit organizations can serve harmonize the non-profit business criteria with the European criteria. => Tako shvaćen kvalitet usluga neprofitnih organizacija može usaglasiti kriterijume neprofitnog poslovanja sa evropskim.
LL@(23316) The focus upon customers and their requirements, upon the processes, and upon the team work Š18Ë should be the basis of all the quality management models implementation. ~~~ 5. => Fokusiranost na korisnike i njihove zahteve, na procese, kao i na timski radŠ18Ë, treba da bude zajednički imenitelj svih primenjenih modela upravljanja kvalitetom. 5.
LL@(23317) Conclusion It is important that non-profit organizations give a serious thought to the sustainable development. => Zaključak Neprofitne organizacije treba ozbiljno da razmisle o održivom razvoju.
LL@(23318) Modern times impose the need to reconsider the crucial role these organizations play in the society, which should additionally make them oriented towards more innovative, more responsible and higher quality services, which implies the need for their evaluation and selfevaluation. for a timely reaction, correction of possible errors and adjustment to the requirements coming from the environment, which all contribute to achieving competive advantages in the marketplace. => Savremeni trenutak nameće potrebu preispitavanja suštinske uloge koju imaju u društvu, što bi trebalo dodatno da ih obaveže na orijentaciju ka inovativnijim, odgovornijim i kvalitetnijim uslugama, što implicira potrebu njihove evaluacije i samoevaluacije. na tržištu.
LL@(23319) The authors recommend that non-profit organizations implement one of the process models of quality management if they want to achieve better performance and higher efficiency and effectiveness. => U cilju ostvarenja što boljih performansi i postizanja veće efikasnosti i efektivnosti preporuka autora ovoga rada jeste da neprofitne organizacije treba da primene neki od procesnih modela upravljanja kvalitetom.
LL@(23320) The practice so far has proved that a properly implemented quality system allows for the evaluation of all performances, hence their improvement too. => A kako je pokazala dosadašnja praksa, i potvrdu je moguće naći i u brojnim stručnim časopisima, pravilno sistem kvaliteta omogućava vrednovanje svih performansi, a time i njihovo poboljšavanje Š19Ë. implementirani Stoga, bez obzira na brojne poteškoće na koje mogu naići neprofitne organizacije u procesu merenja performansi, efikasnosti i efektivnosti, važno je da se svaki pojedinac, zaposleni odnosi odgovorno prema onome što radi i da teži permanentnom poboljšanju kvaliteta svojih usluga i procesa.
LL@(23321) The evidence can be found in numerous journals in this field Š19Ë. => U tom smislu ključnu ulogu može i treba da odigra menadžment neprofitnih organizacija.
LL@(23322) Regardless of a large number of problems non-profit organizations encounter in the process of measuring their performance, efficiency and effectiveness, it is important that each individual employee be accountable for the work he/she performs and strive towards a permanent improvement of the quality of services and processes they provide. => 
LL@(23323) The key role here is the role of the management of non-profit organizations. => Razmišljajući u tom pravcu, Drücker ističe Š20Ë:
LL@(23324) In his contemplations concerning this matter, Drücker stresses Š20Ë: The task of management is not to make everybody boss, but to make everyone a contributor. => Zadatak menadžmenta nije da svakog učini šefom, već da od svakog stvori onog koji doprinosi.
LL@(23325) REFERENCES Š1Ë Summers D., Quality Management: Creating and Sustaining Organizational Effectiveness, Pearson Prentice Hall, New Jersey, 2009. => LITERATURA Š1Ë Summers D., Quality Management:
LL@(23326) Š2Ë Anderson, J.C., Rungtusanatham, M., Schroeder R. A., Theory of quality management underlining the Deming management method, Academy of Management Review, Vol.19, No,3, 2004., 472-509 Š3Ë Hatry, H., Lampkin, L., An agenda for action Outcome management in nonprofit organizations, The Urban Institute Washington, D.C., dec.2001. => Creating and Sustaining Organizational Effectiveness, Pearson Prentice Hall, New Jersey, 2009. Š2Ë Anderson, J.C., Rungtusanatham, M., Schroeder R. A., Theory of quality management underlining the Deming management method, Academy of Management Review, Vol.
LL@(23327) Š4Ë Poole D. L., Davis J. K.,,Reisman J., Nelson J. E., Improving the Quality of Outcome Evaluation Plans, Nonprofit Management & Leadership, 11(4), Summer 2001. => No,3, 2004., 472-509 Š3Ë Hatry, H., Lampkin, L., An agenda for action Outcome management in nonprofit organizations, The Urban Institute Washington, D.C., dec.2001.
LL@(23328) Š5Ë Groonroos, C., Strategic Management and Marketing in the Service Sektor, Swedish School of Economic and Business Administration, Helsinki, 1982. ~~~ Š6Ë Foster S. T., Managing quality integrating the sup ply chain, 4th ed., Pearson, USA, 2004.str. 257. => Š4Ë Poole D. L., Davis J. K.,,Reisman J., Nelson J. E., Improving the Quality of Outcome Evaluation Plans, Nonprofit Management & Leadership, 11(4), Summer 2001. Š5Ë Groonroos, C., Strategic Management and Marketing in the Service Sektor, Swedish School of Economic and Business Administration, Helsinki, 1982. Š6Ë Foster S. T., Managing quality integrating the sup ply chain, 4th ed., Pearson, USA, 2004.
LL@(23329) Š7Ëhttp://www.knowhownonprofit.org/organisation/qua lity/quality/models Š8Ëhttp://www.customerfirst.org/CustomerFirstStandar d.aspx The implementation of any quality standard model and the service quality evaluation creates an opportunity Š9Ëhttp://www.investorsinpeople.co.uk/needs/3min utes/pages/standardbeyond.aspx Š10Ë http://www.pqassoqualitymark.org.uk Š11Ë ECNL Study on Recent Public and Self-regulatory Initiatives and Accountability of Non-profit Organisations in the European Union, april 2009. => str. 257.
LL@(23330) Improving Transparency Š12Ëhttp://www.trenerski-forum.hr/hr/eticki-kodeks-i standardi-kvalitete/sokno Š13Ëhttp://www.oneworldtrust.org/csoproject/cso/initiatives/332/practical_quality_assurance_system_for_s mall_organisations_quality_mark_pqasso Š14Ë http://www.ces-vol.org.uk/index.cfm?pg=413 Š15Ë Cairns, B., Harris M., Hutchison R., Tricker M., Improving Performance? => Š7Ëhttp://www.knowhownonprofit.org/organisation/qua lity/quality/models Š8Ëhttp://www.customerfirst.org/CustomerFirstStandar d.aspx Š9Ëhttp://www.investorsinpeople.co.uk/needs/3min utes/pages/standardbeyond.aspx Primena nekog modela standarda kvaliteta i evaluacija kvaliteta usluga stvara prostor za pravovremeno reagovanje, otklanjanje eventualnih propusta i usklađivanje sa zahtevima koji dolaze iz okruženja, što doprinosi većim mogućnostima za obezbeđivanje konkurentnosti Š10Ë http://www.pqassoqualitymark.org.uk Š11Ë ECNL Study on Recent Public and Self-regulato ry Initiatives Improving Transparency and Accountability of Non-profit Organisations in the European Union, april 2009. Š12Ëhttp://www.trenerski-forum.hr/hr/eticki-kodeks-i Š16ËSpencer B., Models of Organization and Total standardi-kvalitete/sokno Š13Ëhttp://www.oneworldtrust.org/csoproject/cso/initiatives/332/practical_quality_assurance_system_for_s mall_organisations_quality_mark_pqasso Š14Ë http://www.ces-vol.org.uk/index.cfm?pg=413 Š15Ë Cairns, B., Harris M., Hutchison R., Tricker M., Improving Performance?
LL@(23331) The Adoption and Implementation of Quality Systems in UK Nonprofits Centre for Voluntary Action Research, Aston Business School, Birmingham,England, november 2004 Š16Ë Spencer B., Models of Organization and Total Quality Management: Acomparison and critical evaluation, Academy of Management Review,1994. => The Adoption and Implementation of Quality Systems in UK Nonprofits Centre for Voluntary Action Research, Aston Business School, Birmingham,England, november 2004 Quality Management: ~~~ A comparison and critical evaluation, Academy of Management Review,1994.
LL@(23332) Vol.1 No 3 446-471 http://www.jstor.org/pss/258935, 20.02.2011. => Vol. ~~~ No 3 446-471 http://www.jstor.org/pss/258935, 20.02.
LL@(23333) 14.50 Š17Ë Horn, Reger, et.al., Academy of Management Review Vol.19.No.3.1994. => 14.50 Š17ËHorn, Reger, et.al., Academy of Management Review Vol.
LL@(23334) Š18Ë Slater, R., Integrated process management, McGrow-Hill, 1991. => No.
LL@(23335) Š19Ë Juran , J.M., Managerial Breakthrough, Mc Graw Hill, 1994. ~~~ Š20Ë Drucker, P., Postkapitalističko društvo, PS Grmeč Privredni pregled, 1995. => Š18ËSlater, R., Integrated process management, McGrow-Hill, 1991. Š19Ë Juran , J.M., Managerial Breakthrough, Mc Graw Hill, 1994. Š20Ë Drucker, P., Postkapitalističko društvo, PS Grmeč Privredni pregled, 1995.
LL@(23336) Sustainable Water Use in 21st Century UDC: 005.52:628.1120? => Održiva potrošnja vode u 21. veku UDK: ~~~ 005.52:628.1120?
LL@(23337) Marko Barišić1, Andrea Toth1, Sanja \urić1 1Faculty of Organizational Sciences in Belgrade barmar333¿yahoo.com Exposing the hidden links between consumption and the depletion of water can provide arguments for change and create a basis for formulating new strategies for water resource management. => Marko Barišić1, Andrea Toth1, Sanja \urić1 1Fakultet organizacionih nauka u Beogradu barmar333¿yahoo.com Razotkrivanjem skrivene veze između potrošnje i iscrpljivanja vode mogu se identifikovati argumenti za promene i stvoriti osnov za formulisanje novih strategija menadžmenta vodnih resursa.
LL@(23338) The knowledge that the impact of people on the composition of drinking water can be directly linked to overall consumption and that problems such as scarcity and water pollution can be better understood and addressed by looking at the supply chain as a whole resulted in the creation of the water footprint concept. => Saznanje da se uticaj ljudi na sastav pitke vode može neposredno povezati sa ukupnom potrošnjom i da se problemi poput oskudice i zagađenja vode mogu bolje razumeti i rešiti posmatranjem lanca proizvodnje i snabdevanja kao celine, doveli su do stvaranja koncepta vodenog otiska.
LL@(23339) The water footprint is an indicator of direct and indirect water consumption by a producer or a consumer. => Vodeni otisak je indikator direktnog i indirektnog korišćenja vode proizvođača i potrošača.
LL@(23340) The mission of water footprint is to promote water footprint transition to sustainable, equitable and efficient use of freshwater resources worldwide. ~~~ 1. => Misija vodenog otiska jeste promovisanje tranzicije ka održivom, pravičnom i efikasnom korišćenju resursa slatke vode širom sveta. 1.
LL@(23341) Introduction Water is a renewable, however, a scarce natural resource. => Uvod Voda je obnovljiv, ali ograničen prirodni resurs.
LL@(23342) The demand of various sectors of economy for water frequently exceeds the local availability, which is likely to be further aggravated by the effects of climate changes Š1,2Ë. Exposing the hidden link between the consumption of water and the depletion of water can provide arguments for change and create a basis for formulating new water resource management strategiesŠ3Ë. 2. => Potražnja različitih sektora privrede za vodom često prevazilazi lokalnu raspoloživost, što će verovatno još biti pojačano uticajima klimatskih promena Š1, 2Ë. ~~~ Razotkrivanjem skrivene veze između potrošnje i iscrpljivanja vode mogu se identifikovati argumenti za promene i stvoriti osnov za formulisanje novih strategija menadžmenta vodnih resursa Š3Ë. 2.
LL@(23343) State and outlook The 2009 European Environment Agency (EEA) report on water resources reveals that the consumption of water in a large number of regions of the European continent is not sustainable Š4Ë. ~~~ Throughout the European continent, 81% of the total quantity of freshwater is pumped from surface waters such as lakes and rivers, to be mostly used in industry, energy production and agriculture. => Pregled stanja i izazovi Izveštaj Evropske agencije za životnu sredinu (European Environment Agency EEA) o vodnim resursima iz 2009. godine pokazuje da korišćenje vode u mnogim delovima evropskog kontinenta nije održivo Š4Ë. [irom Evrope, iz površinskih voda, kao što su jezera i reke, crpi se 81% ukupnih količina sveže vode koja se pretežno koristi za industriju, proizvodnju energije i poljoprivredu.
LL@(23344) Contrary to this, public supplies primarily lean on ground waters due to their generally superior quality (Figure 1). => Nasuprot tome, javna snabdevanja prevashodno se oslanjaju na podzemne vode zbog njihovog, uglavnom, boljeg kvaliteta (Slika 1).
LL@(23345) While almost all the water used in energy production returns into the watercourse, this does not apply for a large portion of water pumped to be used in agriculture Š4,5Ë. Figure 1. => Gotovo sva voda koja se koristi u proizvodnji energije vraća se u vodotok, dok to ne važi za veći deo vode crpljene za poljoprivredu Š4, 5Ë. ~~~ Slika 1.
LL@(23346) Exploitation of freshwater resources in Europe in 2009 by sectors (million m3/year), source: EEA In Europe as a whole, 44% of pumped water is used in the energy production, 24% is used in agriculture, 21% water is used in public water supply and 11% is used in industry. => Eksploatacija resursa pitke vode u Evropi 2009. god izdvojeno po sektorima (milion m³/god), izvor EEA. ~~~ U Evropi kao celini, 44% crpljene vode koristi se za proizvodnju energije, 24% za poljoprivredu, 21% za javno snabdevanje vodom i 11% za industriju.
LL@(23347) The above listed data, however, do not reveal the significant differences in water consumprion among the regions of the continent. => Međutim, navedeni podaci prekrivaju značajne razlike u korišćenju vode prema regionima kontinenta.
LL@(23348) Thus in Southern Europe, 60% of the total quantity of pumped water goes to agriculture; in certain regions the quantity amounts to as high as 80% Š4,5Ë. Water exploitation index (WEI), the indicator of the annual water catchment expressed as a percentage of longterm disposable freshwater resources, shows that river watersheds are over-exploited, especially in the Mediterranean region in Europe (Figure 2). => Tako u južnoj Evropi na poljoprivredu otpada 60% ukupne količine crpljene vode, a u nekim oblastima ta količina doseže čak i do 80% Š4, 5Ë. ~~~ Indeks eksploatacije vode (IEV), koji predstavlja godišnji ukupni vodozahvat izražen kao procent dugoročnih raspoloživih resursa slatke vode, pokazuje da se rečni slivovi preterano eksploatišu, u Evropi naročito u oblasti Mediterana (Slika 2).
LL@(23349) The warning treshold, on the basis of which the regions that are not endangered by this problem are differentiated from those suffering shortages of water, amounts to 20%, whereas the shortage of water is serious in the regions where the WEI exceeds 40% Š5,6Ë. Figure 2. => Prag upozorenja, na osnovu kog se razlikuju oblasti koje nisu ugrožene ovim problemom od oblasti sa nestašicom vode, iznosi 20 %, dok je nestašica vode ozbiljna u oblastima gde IEV prevazilazi 40 % Š5, 6Ë.
LL@(23350) WEI in Europe towards the end of 1980s/beginning of 1990s compared to the latest available years (1998-2007), source: EEA The solution to the shortage by pumping still larger quantities of water from the surface and ground watercourses is short-termed as overuse of water has a highly negative impact upon the quality and quantity of the remaining water, as well as upon ecosystems that depend on it. => Slika 2. IEV u Evropi krajem osamdesetih/početkom devedesetih godina XX veka u poređenju sa poslednjim raspoloživim godinama (1998-2007.), izvor EEA Rešenje oskudice vode crpljenjem još većih količina vode iz površinskih i podzemnih tokova jeste kratkoročno budući da prekomerno korišćenje vode ima vrlo negativan uticaj na kvalitet i količinu preostale vode, kao i na ekološke sisteme koji zavise od nje.
LL@(23351) It is necessary that requirements be reduced in order that the quantities of water people pump should be reduced to a minimum and the efficiency of water use be improved Š4,5,7Ë. 3. => Neophodno je da se smanje zahtevi ne bi li se količine vode koju ljudi crpe svele na najmanju moguću meru, kao i da se poveća efikasnost korišćenja vode Š4, 5, 7Ë. 3.
LL@(23352) Water footprint concept The knowledge that the human effect upon the composition of drinking water can be directly related to the overall consumption and that the problems such as shortage and pollution of water can be better understood and resolved by observing the production and supply chain as a whole, resulted in 2002 in the creation of the water footprint concept as a water consumption indicator Š8Ë. 3.1 WATER FOOTPRINT STRUCTURE Water footprint has three components Š3Ë: 1. blue water footprint 2. green water footprint and 3. grey water footprint. => Koncept vodenog otiska Spoznaja da se uticaj ljudi na sastav pitke vode može neposredno povezati s ukupnom potrošnjom i da se problemi kao što su oskudica i zagađenje vode mogu bolje razumeti i rešiti posmatranjem lanca proizvodnje i snabdevanja kao celine doveli su 2002. godine do utemeljenja koncepta vodenog otiska kao indikatora potrošnje vode Š8Ë. 3. ~~~ Struktura vodenog otiska Vodeni otisak sadrži tri komponente Š3Ë: ~~~ 1. plavi, 2. zeleni i 3.
LL@(23353) 1. => sivi vodeni otisak. 1.
LL@(23354) The blue water footprint refers to the drinking water consumption from the global water resources (surface water and ground water). => Plavi vodeni otisak odnosi se na potrošnju pitke vode iz globalnih plavih resursa vode (površinska voda i podzemna voda).
LL@(23355) The consumption of drinkable water includes evaporation, water integration into products where it does return to the same watershed or does not return there over the same period of the year. ~~~ 2. => Potrošnja pitke vode obuhvata isparavanje, ugradnju u proizvode i nevraćanje u isti sliv ili nevraćanje u istom periodu godine. 2.
LL@(23356) The green water footprint signifies the quantity of consumed water from the global green water resources (rainwater stored in the soil as moisture). => Zeleni vodeni otisak označava količinu potrošene vode iz globalnih zelenih resursa vode (kišnica uskladištena u zemljištu kao vlaga) .
LL@(23357) 3. => 3.
LL@(23358) The grey water footprint describes the quantity of water that is polluted due to the production of goods and services for individuals or a social community. => Sivi vodeni otisak podrazumeva količinu vode koja je zagađena usled proizvodnje roba i usluga za pojedince ili društvenu zajednicu. 3.
LL@(23359) 3.2 Water footprint classification On the basis of the consumer categories as a criterion, the following types of water footprint can be distinguished Š3Ë: 1. individual water footprint 2. corporate water footprint and 3. national water footprint. => Klasifikacija vodenog otiska Na osnovu kategorija potrošača kao kriterijuma, izdvajaju se sledeće vrste vodenog otiska Š3Ë:
LL@(23360) 1. => 1. individualni, 2. korporativni i 3. nacionalni vodeni otisak 1.
LL@(23361) The individual water footprint refers to the overall quantity of drinking water an individual consumes directly or indirectly. => Individualni vodeni otisak predstavlja ukupnu količinu pitke vode koju direktno i indirektno upotrebi pojedina osoba.
LL@(23362) The direct water consumption is the water consumed by the individual at home. => Direktna potrošnja vode je voda koju pojedinac koristi kod kuće.
LL@(23363) The indirect water consumption is the total quantity of drinking water used in the production of goods and services that this individual consumes Š3Ë. => Indirektna potrošnja vode je ukupna količina pitke vode koja se upotrebljava za proizvodnju roba i usluga koje koristi taj potrošač Š3Ë.
LL@(23364) In the 1997-2001 period, the average water footprint in the world was 1,240m3 water per capita annually Š9Ë. 2. => U periodu 1997-2001.godina, prosečni vodeni otisak u svetu iznosio je 1.240 m³ vode po osobi godišnje Š9Ë. 2.
LL@(23365) The corporate water footprint is defined as the total quantity of drinking water directly or indirectly used in business doing and business support. => Korporativni vodeni otisak se definiše kao ukupna količina pitke vode koja se direktno ili indirektno koristi za obavljanje i podržavanje biznisa.
LL@(23366) The direct corporate water footprint is the quantity of water the producer uses in manufacturing or ancillary activities, whereas the indirect water footprint refers to the consumption of water in the producers supply chain Š3Ë. => Direktni korporativni vodeni otisak je količina vode koju upotrebljava proizvođač za proizvodnju ili pomoćne delatnosti, dok indirektni podrazumeva potrošnju vode u lancu snabdevanja proizvođača Š3Ë.
LL@(23367) The increase in the water consumption and the excessive use of water systems has already resulted into a dramatic deterioration of aqueous ecosystems worldwide. => Povećanje potrošnje vode i preterana upotreba vodnih sistema već ima za posledicu dramatično pogoršanje akvatornih ekosistema u svetu.
LL@(23368) This imbalance resulted in freshwater no longer being available in certain regions. => Taj poremećaj je doveo do toga da slatka voda nije dostupna u nekim regionima.
LL@(23369) The consequence of the overconsumption of water will be manifold; at the very exit, the offers fall due to considerably higher prices for drinking water. => Posledica preterane upotrebe vode biće višeslojna, već od izlaza, ponude padaju na znatno višim cenama za pitku vodu.
LL@(23370) This means that companies will have to separate the management of the risk of high direct water consumption at their own sites from that of indirect water consumption in their supply chains Š10Ë. 3. => To znači da kompanije moraju da posebno upravljaju rizikom visoke direktne potrošnje vode na svojim lokacijama i indirektne potrošnje vode u svojim lancima snabdevanja Š10Ë. 3.
LL@(23371) The national water footprint indicates the quantity of water used in goods and services, consumed by the members of a certain nation. => Nacionalni vodeni otisak pokazuje kolika se količina vode upotrebljava za robe i usluge koje troše pripadnici određene nacije.
LL@(23372) There are the internal and the external national water footprints Š3,9Ë. => Razlikuju se unutrašnji i spoljašnji nacionalni vodeni otisak Š3, 9 Ë.
LL@(23373) The internal national water footprint is defined as the use of domestic water resources in the production of goods and services consumed by the citizens of a certain nation. => Unutrašnji nacionalni vodeni otisak definiše se kao korišćenje domaćih resursa vode za prozvodnju dobara i usluga koje troše stanovnici te zemlje.
LL@(23374) It is the sum of the annual quantity of water from the domestic water resources used in agriculture, in the industrial sector and in the households, reduced for the quantity of exported virtual water related to the exports of national products Š3,9Ë. => To je suma godišnje količine vode iz domaćih vodnih resursa upotrebljene u poljoprivredi, industrijskom sektoru i domaćinstvima koja je umanjena za količinu izvezene virtualne vode povezane sa izvozom domaćih proizvoda Š3, 9Ë.
LL@(23375) The external national water footprint is the annual quantity of foreign water resources used in other countries in the production of goods and services imported and consumed by the citizens of a certain country. => Spoljašnji nacionalni vodeni otisak predstavlja godišnju količinu inostranih vodnih resursa upotrebljenih u drugim zemljama za proizvodnju roba i usluga koje uvoze i troše stanovnici jedne zemlje.
LL@(23376) It is equal to the difference between the quantity of virtual water imported into the country reduced for the quantity of virtual water exported to other countries (the reexport of imported products) Š3,9Ë. => Jednaka je razlici količine uvezene virtualne vode u zemlju umanjene za količinu izvezene virtualne vode u druge zemlje (radi se o reeksportu uvezenih proizvoda) Š3, 9Ë. 1.
LL@(23377) The four major factors determining the countrys water footprint are the following: 1. scope of consumption (related to the gross nation al income), 2. consumption pattern (e.g., high compared to low consumption of meat), 3. climate (conditions of growing) and 4. agricultural practice (water use efficiency). => Četiri glavna direktna faktora koji određuju vo deni otisak jedne države jesu Š9Ë: ~~~ 2. obim potrošnje (u vezi je sa bruto nacionalnim dohotkom), 3. obrazac potrošnje (na primer, visoka u odnosu na nisku potrošnju mesa), 4. klima (uslovi odgajanja) i 5. poljoprivredna praksa (efikasnost korišćenja vo de).
LL@(23378) In rich countries, people generally consume more goods and services, which is immediately reflected into a bigger water footprint. => U bogatim državama, ljudi uopšte uzevši konzumiraju više roba i usluga, što se odmah pretvara u veći vodeni oisak.
LL@(23379) It is not, however, only the scope of consumption that affects the peoples demend for water. => Ali, ne utiče samo obim potrošnje na to kolika je potražnja ljudi za vodom.
LL@(23380) Also relevant is the contents of the consumer basket because the production of certain goods requires large quantities of water (beef meat, rice). => Takođe je relevantan sastav potrošačke korpe zato što je za proizvodnju ne kih dobara potrebno mnogo vode (goveđe meso, pirinač).
LL@(23381) In many poor countries, the combination of unfavourable climate conditions (massive evaporation) and bad practices in agriculture (resulting into a low water productivity) contribute to a big water footprint. => U mnogim siromašnim državama kombinacija nepovoljnih klimatskih uslova (veliko isparavanje) i loša praksa u poljoprivredi (s posledično niskom vodnom produktivnošću) doprinose velikom vodenom otisku.
LL@(23382) The basic factors affecting bad agricultural practice, and consequently a big water footprint, are the inadequate price of water, subsidies, the implementation of an inefficient water technology and the lack of insight into simple water saving measures employed by farmars. => Osnovni činioci koji utiču na lošu poljoprivrednu praksu, pa stoga i na veliki vodeni otisak, jesu neodgovarajuća cena vode, postojanje subvencija, primena neefikasne vodne tehnologije i nemanje uvida u jednostavne mere štednje vode kod poljoprirednika.
LL@(23383) The impact of different determinants varies from one country to another. => Uticaj različitih determinanti varira od države do države.
LL@(23384) The water footprint per capita in the USA is big partly because the consumption of meat is high (three times as high as the average world consumption of meat). => Vodeni otisak po glavi stanovnika u SAD velik je delimično i zato što je velika potrošnja mesa (tri puta je veća od prosečne svetske potrošnje mesa).
LL@(23385) The water footprint per capita in Iran is relatively big due to a low yield of crops and partly due to evaporation Š9Ë. => Vodeni otisak po glavi stanovnika Irana relativno je velik delom zbog niskih prinosa useva a delom zbog velikog isparavanja Š9Ë.
LL@(23386) The problems concerning water are closely related to the structure of the global economy. => Problemi povodom vode često su usko povezani sa strukturom globalne ekonomije.
LL@(23387) A large number of countries have significantly reduced their water footprint by importing water-intensive goods from other countries. => Mnoge zemlje značajno su smanjile svoj vodeni otisak uvozom vodno intenzivnih dobara iz drugih zemalja.
LL@(23388) This in turn increases the burden on the water resources in the countries exporters of such products, where there is frequently a lack of mechanisms for preservation and prudent management of water Š11,12Ë. => To pak povećava opterećenje vodnih resursa u zemljama izvoznicama takvih proizvoda, gde često nedostaju mehanizmi očuvanja i mudrog upravljanja vodom Š11, 12Ë.
LL@(23389) Not only the governments, but also the consumers, business entities and the communities of the civil society can play an important role in achieving a better management of water resources Š12,13,14Ë. Figure 3. => Ne samo vlade, nego i potrošači, poslovni subjekti i zajednice civilnog društva mogu da imaju značajnu ulogu u postizanju boljeg upravljanja vodnim resursima Š12, 13, 14Ë. ~~~ Slika 3.
LL@(23390) The share of major consumers in the global water footprint, source: Hoekstra and Chapagain, 2007 Estimares are that the global water footprint amounts to 7,450 Gm3 annually. => Udeo glavnih potrošača u globalnom vode nom otisku, izvor Hoekstra i Chapagain, 2007. ~~~ Procenjuje se da globalni vodeni otisak iznosi 7.450 Gm³ godišnje.
LL@(23391) Eight countries India, China, the USA, Russia, Indonesia, Nigeria, Brasil and Pakistan together have a 50% share in the global water footprint. => Osam država Indija, Kina, SAD, Rusija, Indonezija, Nigerija, Brazil i Pakistan zajedno imaju udeo od 50% u ukupnom globalnom vodenom otisku.
LL@(23392) The biggest consumers of global water resources are India, China and the USA (Figure 3) Š9Ë. Absolute nimbers indicate that India is a country with the biggest water footprint in the world 987 Gm3 annually. => Najveći potrošači globalnih vodnih resursa jesu Indija, Kina i SAD (Slika 3) Š9Ë. ~~~ Apsolutni brojevi pokazuju da je Indija država sa najvećim vodenim otiskom u svetu od 987 Gm³ godišnje.
LL@(23393) However, as the population of India makes 17% of the world population, the share of this countrys population in the global water footprint is only 13%. => Ali, pošto stanovništvo Indije čini 17% svetske popu lacije, učešće žitelja te zemlje u globalnom vodenom otisku je samo 13%.
LL@(23394) The population of the USA is characterised with the biggest per capita water footprint in the world 2,480 m3, whereas China has a relatively low annual water footprint of 700m3 per capita. => Stanovništvo SAD ima najveći vodeni otisak u svetu po glavi stanovnika godišnje 2.480 m³, dok Kina ima relativno nizak godišnji vodeni otisak od 700 m³ po glavi stanovnika.
LL@(23395) Countries differ both in the size of the water footprint and in its composition (Figure 4) Š9Ë. Figure 4. => Među državama postoje razlike kako po veličini nacionalnog vodenog otiska, tako i po njegovom sastavu (Slika 4) Š9Ë.
LL@(23396) National water footprint per capita and the share of different consumption categories of certain countries, source: Hoekstra and Chapagain, 2007 The consumption of industrial products in rich countries contributes to a relatively high degree to the total water footprint in comparison with the developing countries. => Slika 4. ~~~ Nacionalni vodeni otisak po glavi stanovnika i udeo različitih kategorija potrošnje nekih država, iz vor Hoekstra i Chapagain, 2007. U bogatim državama potrošnja industrijskih proizvoda relativno mnogo doprinosi ukupnom vodenom otisku u poređenju sa državama u razvoju.
LL@(23397) Thus the consumption of industrial products contributes significantly to the total water footprint of the USA (32%), but not in India (2%). => Tako potrošnja industrijskih proizvoda veoma značajno doprinosi ukupnom vodenom otisku SAD (32%), ali ne i u Indiji (2%).
LL@(23398) The contribution of external water footprint to the total water footprint is rather high in Japan (65%) in comparison with the USA (18.4%), China (6.5%) and India (1.6%). => Doprinos eksternog vodenog otiska ukupnom vodenom otisku veoma je velik u Japanu (65%) u poređenju sa SAD (18, 4%), Kinom (6,5%) i Indijom (1,6%) Š9Ë. 3.
LL@(23399) 3.3 Product waterprint The water footprint of a product is defined as the total quantity of freshwater used directly or indirectly in the manufacturing of a product Š3Ë. => Vodeni otisak proizvoda Vodeni otisak proizvoda definiše se kao ukupna količina slatke vode koja se koristi direktno ili indirektno za stvaranje proizvoda Š3Ë.
LL@(23400) The analysis of technological procedures allows for calculating the quantity of water used in the production of certain types of goods. => Analizom tehnoloških postupaka moguće je da se izračuna koliko vode se troši. za prozvodnju pojedinih vrsta dobara.
LL@(23401) Good examples to illustrate this are the following data Š15Ë: as much as 16,000 l of water is required to produce 1 kg of beef meat, 900-1,350 l of water is required to produce 1 kg of weat, 3,000 l of water of water is required to produce 1 kg of rice, 900 l of water of water is required to produce 1 kg of corn, 140 l of water of water is required to produce 1 cup of coffee, tThe production of 1 l of milk requires 1,000 l of wa ter, 10 l of orange juice needs 1 l of fuel for production and transport and 220 l of water for irrigation and washing the fruit. => Ilustrativan primer su sledeči podaci Š15Ë: - za proizvodnju 1 kg goveđeg mesa potrebno je čak 16.000 L vode, - za proizvodnju 1 kg pšenice potrebno je 9001.350 L vode, - za proizvodnju 1 kg pirinča potrebno je oko 3.000 L vode, - za proizvodnju 1 kg kukuruza potrebno je približno 900 L vode, - za jednu šoljicu kafe potrebno je oko 140 L vode, - proizvodnja 1 L mleka zahteva približno 1.000 L vode, - za 10 L soka od pomorandže potrebna je 1 L goriva za proizvodnju i transport, kao i 220 L vode za navodnjavanje i pranje voća.
LL@(23402) The quantification of water consumption per product provides an insight into an uneconomical consumption of water and stress the need to improve the technological processes. => Kvantifikovanje potrošnje vode po proizvodu omogćuje da se sagleda neracionalna potrošnja vode i ukaže na potrebu poboljšanja tehnoloških procesa. 4.
LL@(23403) 4. ~~~ Waterprint mission An international network of governments, corporations, non-government organization and the United Nations bodies was established in 2008 the Water Footprint Network to coordinate the efforts in the development and dissemination of knowledge of the water footprint concept and methods Š3Ë. => Misija vodenog otiska Godine 2008. uspostavljena je međunarodna mreža vlada, korporacija, nevladinih organizacija i tela Ujedinjenih nacija Water Footprint Network radi koordinacije napora za razvoj i širenje znanja o konceptu i metodima vodenog otiska Š3Ë. - unapređenjem koncepta vodeni otisak, koji je prostorno i vremenski eksplicitni indikator direktnog i indirektnog korišćenja vode od strane potrošača i proizvođača; - promovisanjem koncepta vodenog otiska kod zajednica ljudi, državnih organa i preduzeća i njihovim razumevanjem kako potrošnja roba i usluga, kao i proizvodni lanaci deluju na korišćenje vode i utiču na pitku vodu, i - podsticanjem vidova menadžmenta vodom koji smanjuju negativne ekološke i društvene uticaje vodenog otiska zajednica ljudi, država i preduzeća. 5.
LL@(23404) The water footprint mission means the promotion of transition towards a sustainable, fair and efficient use of freshwater resources worldwide Š15Ë: by improving the water footprint concept that is spatial and time explicit indicator of direct and indirect water consumption by the consumers and producers; by promoting the water footprint concept in the communities of people, state bodies and companies and their understanding the manner in which the consumption of goods and services, as well as production chains affect water consumption and drinkning water; and fostering those types of water management that reduce the negative ecological and social effects of the water footprint by the communities of people, states and companies. => Zaključak Misija vodenog otiska jeste promovisanje tranzicije ka održivom, pravičnom i efikasnom korišćenju resursa slatke vode širom sveta Š15Ë:
LL@(23405) 5. ~~~ Conclusion Water crisis could be avoided or its consequences for the overall development could be mitigated if the following principles on water sustainability be observed: reduction of the specific consumption of water in all the consumption spheres by gradual transition to technologies with compulsory recirculation and reuse of water, planning urban and industrial development in view of the available water resources, in accordance with the capacities of water management and the problems of water protection, protection of existing and potential drinkable water sources using the measures of spatial planning and economic policy, purification of industrial and communal waters prior to their sinking into watercourses as the most important measure of environmental protection and improvement, antierosive protection of watersheds and river regulation by regulation of banks as a precondition for the urbanization of settlements. => Kriza vode mogla bi da se izbegne ili da se umanje njene posledice po ukupni razvoj ako bi se poštovali sledeći principi održivosti vode: smanjenje specifičnog utroška vode u svim sferama potrošnje postupnim prelaskom na tehnologije sa obaveznom recirkulacijom i višekratnim korišćenjem vode, planiranje urbanog i industrijskog razvoja prema raspoloživim vodnim resursima u skladu sa vodoprivrednim mogućnostima i problemima zaštite voda, zaštita postojećih i potencijalnih izvorišta vode za piće merama prostornog planiranja i ekonomskom politikom, pročišćavanje industrijskih i komunalnih voda pre njihovog upuštanja u vodotoke kao najvažnijom merom zaštite i unapređenja životne sredine, antieroziona zaštita slivova i regulacija reka uređenjem obala kao preduslov za urbanizaciju naselja.
LL@(23406) REFERNCES Š1Ë Hoekstra A. Water scarcity and international trade: The need to extend the scope of water resources management, In: C. Bastian et al., Wasser Konfliktstoff Jahrhunderts, Universitätsverlag Winter, Heidelberg, pp 121-141, 2008. des 21. => LITERATURA Š1Ë Hoekstra A. Water scarcity and international trade: ~~~ The need to extend the scope of water resources management, In:
LL@(23407) Š2Ë Hoekstra A. => C. Bastian et al., Wasser Konfliktstoff des 21.
LL@(23408) The relation between international trade and freshwater scarcity, Working Paper ERSD-2010-05, January 2010, World Trade Organization, Geneva, 2010. => Jahrhunderts, Universitätsverlag Winter, Heidelberg, pp 121-141, 2008.
LL@(23409) Š3Ë Hoekstra A, Chapagain A, Aldaya M, Mekonnen M. Water footprint Manual, Enschede, 2009. ~~~ Š4Ë European Environment Agency. => Š2Ë Hoekstra A. The relation between international trade and freshwater scarcity, Working Paper ERSD2010-05, January 2010, World Trade Organization, Geneva, 2010. Š3Ë Hoekstra A, Chapagain A, Aldaya M, Mekonnen M. Water footprint Manual, Enschede, 2009. Š4Ë European Environment Agency.
LL@(23410) Water resources across Europe, EEA Report No 2, Copenhagen, 2009. ~~~ Š5Ë The European environment state and outlook . => Water resources across Europe, EEA Report No 2, Copenhagen, 2009. Š5Ë The European environment state and outlook .
LL@(23411) Water resources: Quantity and flows. => Water resources:
LL@(23412) EEA, Copenhagen, 2010. => Quantity and flows.
LL@(23413) Š6Ë European Environment Agency. @ivotna sredina u Evropi: stawe i izgledi u 2010. godini?. ~~~ EEA, Copenhagen, 2010. ~~~ Š7Ë Hoekstra A. => EEA, Copenhagen, 2010. Š6Ë European Environment Agency. @ivotna sredina u Evropi: stawe i izgledi u 2010. godini, EEA, Copenhagen, 2010. Š7Ë Hoekstra A. The global dimension of water governance:
LL@(23414) The global dimension of water governance: Why the river basin approach is no longer sufficient and why cooperative action at global level is needed, Water, Vol. 3, No. 1, pp 21-46, 2011. => Why the river basin approach is no longer sufficient and why cooperative action at global level is needed, Water, Vol.
LL@(23415) Š8Ë Hoekstra A, Hung P. Virtual water trade: A quantification of virtual water flows between nations i relation to international crop trade, HIE Research Report No. 11, Delft, 2002. => 3, No. 1, pp 21-46, 2011. ~~~ Š8Ë Hoekstra A, Hung P. Virtual water trade: ~~~ A quantification of virtual water flows between nations i relation to international crop trade, HIE Research Report No. 11, Delft, 2002. Š9Ë Hoekstra A, Chapagain A. Water footprints of nations:
LL@(23416) Š9Ë Hoekstra A, Chapagain A. Water footprints of nations: Water use by people as a function of their consumption pattern, Water Resources Management, Vol. 21, No. 1, pp 3548, 2007. => Water use by people as a function of their consumption pattern, Water Resources Management, Vol. ~~~ 21, No. 1, pp 3548, 2007.
LL@(23417) Š10Ë Liu J, Orr S. Water footprint overview in the governmental, public policy, and corporate contexts, In: Lundqvist, J. (ed.) => Š10Ë Liu J, Orr S. Water footprint overview in the governmental, public policy, and corporate contexts, In: ~~~ Lundqvist, J. (ed.) On the water front:
LL@(23418) On the water front: Selections from the 2009 World Water Week in Stockholm, Stockholm International Water Institute, Stockholm, pp. 73-79, 2010. => Selections from the 2009 World Water Week in Stockholm, Stockholm International Water Institute, Stockholm, pp. 73-79, 2010.
LL@(23419) Š11Ë Chapagain A, Hoekstra A. => Š11Ë Chapagain A, Hoekstra A. The global component of freshwater demand and supply:
LL@(23420) The global component of freshwater demand and supply: An assessment of virtual water flows between nations as a result of trade in agricultural and industrial products, Water International, Vol. 33, No. 1, pp 19-32, 2008. => An assessment of virtual water flows between nations as a result of trade in agricultural and industrial products, Water International, Vol.
LL@(23421) Š12Ë Verkerk M, Hoekstra A, Gerbens-Leenes P. Global water governance: Conceptual design of global institutional arrangements, UNESCO-IHE Research report No. 26, Delft, 2008. => 33, No. 1, pp 19-32, 2008. ~~~ Š12Ë Verkerk M, Hoekstra A, Gerbens-Leenes P. Global water governance:
LL@(23422) Š13Ë SABMiller, WWF-UK. => Conceptual design of global institutional arrangements, UNESCO-IHE Research report No. 26, Delft, 2008. Š13Ë SABMiller, WWF-UK.
LL@(23423) Water footprinting: Identifying & addressing water risks in the value chain, SABMiller, Woking, UK / WWF-UK, Goldalming, 2009. => Water footprinting: ~~~ Identifying & addressing water risks in the value chain, SABMiller, Woking, UK / WWF-UK, Goldalming, 2009. Š14Ë SABMiller, GTZ, WWF.
LL@(23424) Š14Ë SABMiller, GTZ, WWF. => Water futures:
LL@(23425) Water futures: Working together for a secure water future, SABMiller, Woking, UK / WWF-UK, Goldalming, 2010. => Working together for a secure water future, SABMiller, Woking, UK / WWF-UK, Goldalming, 2010. Š15Ë www.waterfootprint.org Regrutovanje i izbor studenata-volontera: višekriterijumska Metodologija UDK:
LL@(23426) Š15Ë www.waterfootprint.org Recruitment and Selection of Student-volunteers: a Multicriteria Methodology UDC: 005.966.2:378.126 Violeta Cvetkoska, Biljana Sekulovska - Gaber, Marijana Sekulovska Faculty of Economics-Skopje vcvetkoska¿eccf.ukim.edu.mk SPIN 11, 01-02 november 2011, Belgrade, Serbia The Career Center operating within the frameworks of the Faculty of Economics-Skopje, Ss. ~~~ Cyril and Methodius University in Skopje, published an announcement for recruiting students-volunteers, thus giving the students an opportunity to actively participate in the Facultys operations and consequently add value to their studies. => 005.966.2:378.126 Violeta Cvetkoska, Biljana Sekulovska - Gaber, Marijana Sekulovska Ekonomski fakultet u Skoplju vcvetkoska¿eccf.ukim.edu.mk SPIN 11, 01-02, novembar 2011, Beograd, Srbija Centar za razvoj karijere koji radi u okviru Ekonomskog fakulteta Univerziteta Sveti ]irilo i Metodije u Skoplju, objavio je konkurs za angažovanje studenata-volontera i tako dao priliku studentima da aktivno učestvuju u radu Fakulteta i sledstveno tome dodaju vrednost svojim studijama.
LL@(23427) Considering the notion that recruitment requires search, attraction and provision of pool of candidates who are to be further subjected to a process of selection the result of which will be selection of those candidates who best meet the requirements, the team of experts from the Career Center set a framework for making the selection process in four phases. => Kada se ima u vidu da regrutovanje podrazumeva potragu, privlačenje i kreiranje jedne baze kandidata koji će potom proći kroz proces selekcije da bi se izabrali oni kandidati koji u najvećoj meri zadovoljavaju zahteve, tim stručnjaka iz Centra za razvoj karijere postavio je okvire za proces izbora koji će teći u četiri faze.
LL@(23428) It is this papers objective to describe and present the selection process for the purpose of which one of the best known and most often applied methods of multicriteria decision making is being used i.e. the AHP Method (the Analytic Hierarchy Process Method). => Cilj ovog rada je da opiše i predstavi proces selekcije u kome se primenjuje jedan od najpoznatijih i najčešće primenjivanih metoda odlučivanja pomoću više kriterijuma, AHP metod (metod analitičke hijerarhije).
LL@(23429) 1. => 1.
LL@(23430) Introduction On the occasion of year 2011 announced by European Union as a European Year of Volunteering, under the motto: By volunteering we create better society, the Career Center at the Faculty of Economics-Skopje, Ss. => Uvod Povodom proglašenja 2011. godine za Evropsku godinu volonterstva pod geslom Dobrovoljnim radom stvaramo bolje društvo, Centar za razvoj karijere u okviru Ekonomskog fakulteta u Skoplju, Univerziteta Sveti ]irilo i Metodije u Skoplju objavio je konkurs za prijem studenata-volontera koji će se uključiti u rad u okviru poslovanja Fakulteta.
LL@(23431) Cyril and Methodius University in Skopje, published an announcement for recruiting students-volunteers who are to be engaged within the frameworks of the Facultys operations. => Orijentisan u svom radu na postavljanje i postizanje već postavljenog cilja:
LL@(23432) Working in the direction of setting and fulfilling the already set goal: From the students to the students from the Faculty to the Faculty the Career Center published this announcement for recruiting students-volunteers studying at the Faculty of Economics-Skopje, thus following the European initiatives for creating a better society in which students can really make a difference by becoming active within the frameworks of their high-educational institution. => Od studenata studentima od fakulteta fakultetu, Centar za razvoj karijere je objavio ovaj konkurs za regrutovanje studenata-volontera koji studiraju na Ekonomskom fakultetu u Skoplju i time sledio evropsku inicijativu za stvaranje boljeg društva u kome će studenti zaista moći nešto da promene tako što će aktivno učestvovati u radu u okviru svoje visokoškolske institucije.
LL@(23433) The precondition for the students becoming eligible for applying to this announcement, was to have completed the first year of their studies, and the required application documents were the following ones: 1. => Preduslov za prijavljivanje na konkurs bio je da su zainteresovani studenti završili prvu godinu studija, a bila su potrebna sledeća dokumenta: ~~~ 1.
LL@(23434) Certificate for being a student at the Faculty (with specified year of studies); 2. => Uverenje da je student ovog fakulteta (i na kojoj je godini studija); 2.
LL@(23435) Short CV (Curriculum Vitae); 3. => Kratka radna biografija (Curriculum Vitae); 3.
LL@(23436) Recommendation issued form one Professor; and 4. => Preporuka jednog profesora i 4.
LL@(23437) Short essay (containing not more than 100 to 150 words) on the topic: I can change the world…I will start with myself…I WILL VOLUNTEER!. => Kratak sastav (dužine od 100 do 150 reči) na temu: ~~~ Mogu da promenim svet ... počeću od sebe... ~~~ VOLONTIRA]U!
LL@(23438) In order to make the right selection of students-volunteers, a team of three experts at the Faculty of EconomicsSkopje (Head of the Career Center, Vice-Dean of Academic Affairs and an Assistant at Organizational subjects Sciences and Management, at Management and Mathematical Methods and Models, the Assistant be and Economical Science the ing certified in the Republic of Macedonia as a Human Resources Professional) set a framework for carrying out the selection process in four phases. => Da bi se napravio valjan izbor studenata-volontera, tim sastavljen of tri stručnjaka na ekonomskom fakultetu u Skoplju (šef Centra za razvoj karijere, prodekan za studentska pitanja i asistent na Organizacionim naukama i menadžmentu, na predmetima nauka o upravljanju i Ekonomski i matematički metodi i modeli, asistent sertifikovan u Republici Makedoniji kao stručnjak za ljudske resurse) napravio je okvire za proces selekcije koji treba da teče u četiri faze.
LL@(23439) In the first phase of the selection process, the submitted application documents are to be inspected; in the second phase the ranking is to be made by application of the AHP Method; the third phase is the phase when the candidates are to be interviewed (for this purpose a structured interview is to be applied) and in the last, fourth phase the final selection of candidates is to be made, in accordance with the suitability of their profile for the volunteers vacancies. => U prvoj fazi procesa selekcije vrši se pregled primljenih dokumenata; u drugoj se vrši rangiranje primenom AHP metoda; treća faza je faza u kojoj se studenti pozivaju na razgovor (za ovu svrhu primenjen je struktuirani intervju), a u četvrtoj, poslednjoj fazi, vrši se izbor kandidata i skladu s tim koliko njihove karakteristike odgovaraju poslu volontera.
LL@(23440) This paper is structured as follows: besides the introduction in Section 1, the second part gives a short overview of both the recruitment process as well as the selection process. => Struktura ovog rada je sledeća: posle uvoda u poglavlju 1, u drugom poglavlju nalazi se kratak pregled procesa regrutacije i procesa selekcije.
LL@(23441) The third part provides a detailed presentation of the four phases applied during the selection process, whereas the concluding remarks are given in Section 4. => U trećem delu su detaljno predstavljene sve četiri faze procesa selekcije, a u 4.
LL@(23442) 2. => poglavlju data su zaključna razmatranja. 2.
LL@(23443) Recruitment and selection Recruitment and selection of new candidates are two pretty complex processes that are difficult to be successfully realized, even when well focused. => Regrutovanje i selekcija Regrutovanje i selekcija su dva prilično složena procesa koje je teško uspešno sprovesti, čak i kada su dobro fokusirani.
LL@(23444) The organization which tries to carry out both of the processes at the same time will probably not carry out any of the two Š6Ë. 2.1. => Organizacija koja pokuša da sprovede oba ova procesa istovremeno verovatno neće uspeti da sprovede ni jedan ni drugi Š6Ë. 2.
LL@(23445) The recruitment process Recruitment is a process of attracting candidates for vacancies, the candidates possessing knowledge, abilities, skills and personality features necessary for task performance. => Proces regrutovanja Regrutovanje predstavlja proces privlačenja kandidata na upražnjena mesta, i to kandidata koji poseduju znanje, sposobnosti, veštine i osobine ličnosti neophodne za obavljenje ove grupe zadataka.
LL@(23446) Recruitment can also be defined as practice or activity carried out by the organization for the purpose of identifying and attracting its potential employees Š1Ë. => Regrutovanje se može definisati i kao postupak ili aktivnost koju organizacija sprovodi da bi identifikovala i privukla potencijalne radnike Š1Ë.
LL@(23447) However, it is not only that the recruitment process intends to attract large number of candidates. => Ipak, proces regrutovanja nema za cilj da privuče veliki broj kandidata.
LL@(23448) Namely, if the process creates a multitude of non-qualified candidates, the organization should make greater efforts for selecting people, and this selection would fill in small number of job positions. => Naime, ako se tokom procesa prijavi ogroman broj kandidata koji ne poseduju željene kvalifikacije, organizacija će imati više muke da napravi izbor, a takva selekcija će za rezultat imati mali broj popunjenih radnih mesta.
LL@(23449) What is often used as basis for assessing the number of required applications for the purpose of selecting the right candidates is the Pyramid of Recruitment Benefit (Figure 1), details can be found in Š10Ë. => Kao baza za procenu broja željenih prijava da bi se izabrao pravi kandidat često se koristi Piramida koristi u regrutovanju (slika 1), a detalji se mogu naći u Š10Ë.
LL@(23450) The experience of many companies shows that only 1/6 of the received applications are usually included in the detailed selection process; however these indicators can change in accordance with the number of interested candidates who apply at that moment Š4Ë. Figure 1. => Iskustva velikog broja kompanija pokazuju da samo jedna šestina prijava zaista biva obuhvaćena detaljnim procesom selekcije. ~~~ Ovi pokazatelji se ipak mogu menjati u skladu sa brojem zainteresovanih kandidata koji se u datom trenutku prijavljuju Š4Ë. ~~~ Slika 1.
LL@(23451) Pyramid of Recruitment Benefit However, as Barber Š1Ë points out, it is important that employers do not consider the recruitment process to be finished at the point at which a pool of applications has been received. => Piramida koristi u regrutovanju Značajno je ipak, kako ukazuje Barber Š1Ë, da poslodavci ne pomisle da je proces regrutovanja završen u trenutku kada se dobije baza prijava na konkurs.
LL@(23452) It continues during the short-listing and interviewing stages and is only complete when an offer is made and accepted. => Ovaj proces se nastavlja kroz faze užeg izbora i razgovora sa kandidatima i završava se tek onda kada se da ponuda i dobije odgovor na nju.
LL@(23453) Until that time there is an ongoing need to ensure that a favorable impression of the organization and an employer is maintained in the minds of those whose services they wishe to secure. => Sve do tada postoji stalna potreba da se stvori dopadljiva predstava o organizaciji i da poslodavac ostane zapamćen među onima čije usluge želi da obezbedi.
LL@(23454) There are two fundamental sources of candidate recruitment: the first one consists of external recruitment i.e. recruitment of candidates outside the organization, those who are present at the actual labour market, whereas the second one refers to internal recruitment i.e. attraction of potential candidates in the organization itself, for more details see Š6 and 11Ë. 2.2. => Postoje dva osnovna izvora za regrutovanje kandidata: prvi je eksterno regrutovanje, t.j., regrutovanje kandidata van organizacije, onih koji se nalaze na stvarnom tržištu radne snage, a drugi se odnosi na interno regrutovanje, t.j., privlačenje potencijalnih kandidata u samoj organizaciji. ~~~ Više detalja može se naći u Š6 i 11Ë. 2.
LL@(23455) The selection process All the wise strategies and advanced technologies in the world would not be as effective as they actually are if right people do not stand behind them as their managers. => Proces selekcije Sve pametne strategije i napredne tehnologije sveta neće biti toliko efikasne kao što jesu da iza njih ne stoje pravi, odgovarajući ljudi kao menadžeri.
LL@(23456) Jack Welch (Former Chief Executive Officer of General Electric) One of the most important areas in human resource management is the selection of right people for right job positions. => Jack Welch (bivši generalni direktor General Electric) Među najznačajnijim oblastima u upravljanju ljudskim resursima nalazi se selekcija pravih (odgovarajućih) ljudi za odgovarajuća radna mesta.
LL@(23457) Selection is a procedure that is implemented in accordance with previously determined standardized methods and techniques, standard for certain job position, for the purpose of selecting those ones who best suit the needs of the organization. => Selekcija predstavlja postupak koji se sprovodi u skladu sa prethodno utvrđenim standardizovanim metodima i tehnikama, standardom za određeno radno mesto, a cilj je da se izaberu oni koji u najvećoj meri odgovaraju potrebama organizacije.
LL@(23458) The selection covers evaluation and candidates assessment in terms of their work performance as well as projections about their future success at the job position and the working organization. => Proces selekcije obuhvata evaluaciju i procenu kandidata u smislu njihovog učinka u radu kao i na osnovu projekcije o njihovoj uspešnosti u budućem radu na radnom mestu u radnoj organizaciji.
LL@(23459) The organization is the one that decides who is to be selected and who is not, in accordance with the strategy, the organization culture and the concrete job requirements Š4Ë. => U skladu sa svojom strategijom, organizacionom kulturom i zahtevima konkretnog posla organizacija odlučuje ko će biti izabran, a ko neće Š4Ë. 1.
LL@(23460) The selection methods and procedures for collecting relevant data can be divided into two larger groups: 1. => Metodi u selekciji i postupci u prikupljanju relevantnih podataka mogu se podeliti u dve velike grupe: ~~~ 2.
LL@(23461) Standard-conventional, and 2. ~~~ Unconventional-alternative. => Standardni-konvencionalni i Nekonvencionalni-alternativni.
LL@(23462) Conventional methods and sources of data are the following ones: application form, Letter of Intent, short curriculum vitae (CV), documents and education degree diplomas, recommendations, psychological tests, interview, case tests, centers for individual potential assessment etc. => Konvencionalni metodi i izvori podataka su sledeći: formular za prijavu, pismo o namerama, kratka radna biografija (CV), dokumenti i diplome o stečenom zvanju, preporuke, psihološki testovi, razgovor, testovi slučaja, centri za procenu potencijala pojedinca, i sl.
LL@(23463) Unlike the standard methods and sources of data, the unconventional methods and sources of data refer to: polygraph examinations, graph analysis, drugs examination, astrology etc. => Za razliku od standardnih metoda i izvora podataka, nekonvencionalni metodi i izvori podataka odnose se na: ispitivanja na poligrafu, analizu rukopisa, test na drogu, astrologiju, itd.
LL@(23464) The above mentioned methods and sources of data are explained in detail in Š3, 6 and 11Ë. 3. => Gorenavedeni metodi i izvori podataka detaljno su opisani u Š3, 6 i 11Ë. 3.
LL@(23465) The four phases of the selection process Before carrying out the recruitment and the selection of students-volunteers activities, it is necessary that we determine the policies and strategies regarding volunteering. => Četiri faze procesa selekcije Pre nego što se sprovedu procesi regrutovanja i selekcije studenata-volontera, potrebno je da se odrede politike i strategije koje se odnose na volontiranje.
LL@(23466) Strategy as planned action governs the whole recruitment and selection processes because it determines the following: (cid:123) What kind of students institution needs; (cid:123) Whether the students are to be recruited internally or externally i.e. from the organization or outside it; (cid:123) Whether the students are to adapt to the job or the job is to adapt to them; (cid:123) Whether the activities are to be directed to developing the students or towards using their actual competences; (cid:123) Whether individuals or team players are to be preferred; (cid:123) Which criteria and methodological tools are to be used during the selection. => 
LL@(23467) What is visible in our Announcement for recruiting students-volunteers, published at the web site of the Faculty of Economics-Skopje1, on 20.05.2011 is that we are applying the internal source of recruitment. => 
LL@(23468) As advantages of the internal source of recruitment we outline the following ones: (cid:123) The student is well familiar with the institution, its strengths and weaknesses; (cid:123) It has positive influence on the internal motiva tion within the institution and (cid:123) It strengthens the perception that the institution takes care of good students. => 
LL@(23469) In the section that follows the four phases of the selection process are going to be explained in detail. ~~~ 3.1. => Kao planirana akcija, strategija upravlja celokupnim procesom regrutovanja i selekcije zato što ona određuje sledeće:
LL@(23470) FIrst phase checking the submitted documentation Within the frameworks of this phase, our team prepared a form for identification of the documents submitted on behalf of the candidates. ~~~ What was required to be filled in this document was the name and surname of the candidate, his/her index number, and in the table that contained the list of the required documents, it was necessary to circle the symbol (cid:57) if the candidate submitted that document or the symbol x if the document was not submitted. ~~~ At the end of the form two options were given: 1. ~~~ The candidate submitted the required application documents; 2. => Kakvi studenti su potrebni instituciji; Da li studente treba regrutovati interno ili ekster no, t.j., iz organizacije ili van nje; Da li studenti treba da se prilagode poslu ili će se posao prilagoditi njima; Da li aktivnosti treba da budu usmerene na razvoj studenata ili na korišćenje njihovih stvarnih sposobnosti; Da li prednost treba dati pojedincima ili timskim igračima; Kakve kriterijume i metodološke alatke će se ko ristiti prilikom selekcije.
LL@(23471) The candidate has not submitted the required ap plication documents; Out of these two options, and in accordance with the circled symbols in the form of identification, it was necessary to select the appropriate one. => Ono što se jasno sagledava u našem konkursu za prijem studenata-volontera, objavljenom na web-stranici Ekonomskog fakulteta u Skoplju1 20. maja 2011. godine jeste da mi primenjujemo interni izvor u regrutovanju.
LL@(23472) All the candidates who submitted the complete application documents qualified in phase two. => Prednosti internih izvora u regrutovanju su, po nama, sledeći:
LL@(23473) 1 http://www.eccf.ukim.edu.mk/ 3.2. => Student dobro poznaje instituciju, njene snage i slabosti; Stvara se pozitivan uticaj na internu motivaciju u okviru institucije i 3.2.
LL@(23474) Second phase - candidates ranking: analytic hierarchy process (AHP) method In the second phase candidates ranking, our team determined 7 criteria and 5 sub-criteria for each of the criteria according to which candidates were to be ranked, and prepared a form for their assessment. => Druga faza rangiranje kandidata: metod procesa analitičke hijerarhije (AHP) U drugoh fazi fazi rangiranja kandidata, naš tim je definisao 7 kriterijuma i po 5 potkriterijuma za svaki kriterijum na osnovu kojih će se kandidati rangirati i pripremio je formular za ocenjivanje kandidata.
LL@(23475) In order to be capable of determining the importance of each criterion we implemented the multicriteria method called Analytic Hierarchy Process (AHP) Method. => Da bismo odredili značaj svakog kriterijuma, primenili smo višekriterijumski metod koji se zove Metod procesa analitičke hijerarhije (AHP).
LL@(23476) In part 3.2.1 we give a short overview of the AHP Method, whereas the appropriate AHP model which represents a simplified image of reality is presented in part 3.2.2. ~~~ 3.2.1. => U odeljku 3.2.1. predstavljen je kratak prikaz AHP metoda, a odgovarajući AHP metod koji predstavlja pojednostavljenu sliku u realnosti predstavljen je u odeljku 3.2.2. 3.2.1.
LL@(23477) The analytic hierarchy process The Analytic Hierarchy Process Š7Ë is a powerful and flexible decision making process which is helpful in setting priorities and making the best decision when both qualitative and quantitative aspects of a decision need to be considered. => Proces analitičke hijerarhije Proces analitičke hijerarhije Š7Ë predstavlja moćan i elastičan proces odlučivanja pomoću koga se mogu postaviti prioriteti i doneti najbolje odluke u slučajevima kada treba uzeti u obzir i kvalitativne i kvantitativne aspekte odluke.
LL@(23478) The AHP is one of the most widely exploited decision making methods in cases when the decision (the selection of given alternatives and their prioritising) is based on several criteria/subcriteria Š2Ë. Complex decision problem solving, which this method uses, is based on the problem decomposition into a hierarchy structure which consists of the goal, the criteria, sub-criteria and the alternatives Š5Ë. => AHP je jedan od najčešće i najšire korišćenih metoda odlučivanja u slučajevima kada je odnuka (izbor datih alternativa i davanje prioriteta svakoj od njih) zasnovana na nekoliko kriterijuma/potkriterijuma Š2Ë. ~~~ Rešavanje problema donošenja složenih odluka koje je odlika ovog metoda, zasniva se na razlaganju problema na hijerarhijsku strukturu koja se sastoji od cilja, kriterijuma, potkriterijuma i alternative Š5Ë. ~~~ Pojačava se utisak da institucija posvećuje poseb nu pažnju dobrim studentima.
LL@(23479) The method of application can be explained in four steps Š9Ë: 1. => Način primene može se objasniti u četiri koraka Š9Ë: ~~~ 1.
LL@(23480) Define the problem and determine the kind of knowledge sought. => Definisanje problema i određivanje vrste znanja Četiri faze procesa selekcije biće detaljno opisane u narednom odeljku. 3.
LL@(23481)  => Prva faza provera podnete dokumentacije U okviru ove faze, naš tim je pripremio formular za identifikaciju dokumenata koje su kandidati predali.
LL@(23482)  => U ovom dokumentu bilo je potrebno navesti ime i prezime kandidata, broj indeksa, a u tabeli u kojoj je naveden spisak dokumenata trebalo je zaokružiti znak + ukoliko je kandidat podneo taj dokument ili znak x, ako dokument nije podnet. ~~~ Na kraju formulara date su dve opcije:
LL@(23483) 2. => 1.
LL@(23484)  => Kandidat je podneo potrebna dokumenta za pri jem 2.
LL@(23485)  => Kandidat nije podneo potrebna dokumenta za prijem.
LL@(23486)  => Bilo je potrebno odabrati jednu od ove dve opcije, a u skladu sa zaokruženim simbolima na identifikacionom formularu.
LL@(23487)  => Svi kandidati koji su podneli sve dokumente za prijem kvalifikovali su se za ulazak u drugu fazu. 1 http://www.eccf.ukim.edu.mk/ koja se traži. 2.
LL@(23488) Structure the decision hierarchy from the top with the goal of the decision, then objectives from a broad perspective, through the intermediate levels (criteria on which subsequent elements depend) to the lowest level (which usually is a set of the alternatives). => Struktuisanje hijerarhije odlučivanja od vrha, sa ciljem odluke, onda ciljevima sagledanim iz široke perspektive, preko srednjih nivoa (kriterijumi od kojih zavise naredni elementi) do najnižeg nivoa (koji obično predstavlja skup alternativa).
LL@(23489) 3. => 3.
LL@(23490) Construct a set of pairwise comparison matrices. => Konstruisanje skupa uparenih matrica poređenja.
LL@(23491) Each element in an upper level is used to compare the elements in the level immediately below with respect to it. ~~~ 4. => Svaki element na gornjem nivou koristi se za poređenje elemenata koji se nalaze na nivou neposredno ispod njega. 4.
LL@(23492) Use the priorities obtained from the comparisons to weigh the priorities in the level immediately below. => Korišćenje prioriteta dobijenih iz ovih poređenja da bi se odredili prioriteti na neposredno nižem nivou.
LL@(23493) Do this for every element. => Ovo se radi za svaki element.
LL@(23494) Then for each element in the level below add its weighed values and obtain its overall or global priority. => Onda svakom elementu na nižem nivou treba dodati njegove ponderisane vrednosti i tako dobiti njegov ukupni ili globalni prioritet.
LL@(23495) Continue this process of weighing and adding until the final priorities of the alternatives in the bottommost level are obtained. => Ovaj proces ponderisanja i dodavanja treba nastaviti dok se ne dobiju konačni prioriteti alternativa na najnižem nivou.
LL@(23496) To make comparisons, we need a scale of numbers that indicates how many times more important or dominant one element is over another element with respect to the criterion or property with respect to which they are compared. => Da bi poređenje moglo da se vrši, potrebna je skala brojeva koja pokazuje koliko puta je jedan element značajniji ili dominantniji u odnosu na kriterijum ili koliko je data osobina značajnija u odnosu na onu s kojom se poredi.
LL@(23497) The fundamental scale of values to represent the intensities of judgements is shown in Table 1. Importance intensity 2,4,6,8 Reciprocals Definition Equal importance Moderate importance of one over another Strong importance of one over another Very strong another Extreme importance of one over another Intermediate values Reciprocals for inverse comparison importance of one over Table 1. => Osnovna skala vrednosti koja pokazuje intenzitet procene prikazana je na tabeli 1. Intenzitet značaja 2,4,6,8 Reciprociteti Definicija Jednak značaj Umereni značaj jednog u odnosu na drugi Veliki značaj jednog u odnosu na drugi Veoma veliki zna čaj jednog u odnosu na drugi Izuzetno veliki zna čaj jednog u odnosu na drugi Srednje vrednosti Reciprociteti za obrnuto pore đenje Tabela 1.
LL@(23498) The Fundamental Scale More on AHP Method see in Š7, 8 and 9Ë. 3.2.2. => Osnovna skala Više o AHP metodu može se pročitati u Š7,8 i 9Ë. 3.
LL@(23499) AHP based model for ranking student-volunteers On the basis of the determined 7 criteria, being the following ones: structure of CV, computer skills, foreign languages, students motivation to volunteer at the Faculty of Economics-Skopje, clear and precise expression skills, creativity and initiative2, as well as the subcriteria for each of the above listed criterion (poor, good, average, very good and excellent) we developed our AHP model that will enable us do the candidates ranking (Figure 2). => Model za rangiranje studenata-volontera zasnovan na AHP Na osnovu 7 određenih kriterijuma, a to su: sastav CV, kompjuterske veštine, znanje stranih jezika, motivacija studenata da rade kao volonteri na Ekonomskom fakultetu u Skoplju, jasno i precizno izražavanje, kreativnost i inicijativa2, kao i na osnovu potkriterijuma za svaki od navedenih kriterijuma (loš, dobar, prosečan, vrlo dobar i odličan) razvijen je naš AHP model pomoću koga se vrši rangiranje kandidata (slika 2).
LL@(23500) 2 From the submitted CV we evaluate the first three criteria (the structure of CV, the computer skills and foreign languages), and from the short essay we assess the students motivation to volunteer at the Faculty of Economics-Skopje, how clear and precise his/her expression is, as well as his/her creativity and initiative. => 2 Na osnovu podnetog CV, ocenjuju se prva tri kriterijuma (sastav CV, kompjuterska znanja i strani jezici), a na osnovu kratkog sastava ocenjuje se motivacija studenta da radi kao volonter na Ekonomskom fakultetu u Skoplju, koliko se jasno i precizno izražava i kakva je njegova inicijativa i kreativnost.
LL@(23501) By using the Saatys scale that consists of 9 degrees, we make the necessary comparison regarding the stated criteria and sub-criteria in pairs and by calculating the model we get the appropriate values for each of them. => Primenom Saaty 9-stepene skale vrše se neophodna poređenja u skladu sa postavljenim kriterijumima i potkriterijumima u parovima i izračunavanjem modela moguće je dobiti odgovarajuće vrednosti za svaki od njih.
LL@(23502) For the purpose of assessing the candidates and rank them appropriately we made a form that besides filling in the candidates name and surname, his/her index number and gender, it is necessary that for each of the 7 criteria for which 5 sub-criteria are given, and in accordance with the collected data about the candidate, the appropriate assessment sub-criteria be circled. => Da bi se kandidati procenili i valjano rangirali napravljen je formular u kome, pored upisanih imena i prezimena kandidata, broja indeksa i pola, treba zaokružiti odgovarajući potkriterijum procene za svaki od 7 kriterijuma za koji je dato 5 potkriterijuma, u skladu sa prikupljenim podacima o kandidatu.
LL@(23503) In the same form, it is necessary to fill in the results from the assessment i.e. the rank of the candidate got with the AHP method, which serves for the purpose of deciding whether to invite the candidate to an interview or not. => Na istom formularu potrebno je upisati rezultate procene, t.j., mesto koje je kandidat dobio na osnovu AHP metoda, a to sve služi za procenu da li kandidata treba pozvati na razgovor ili ne.
LL@(23504) At the end of the form, it is necessary that the evaluators (the expert team) state their name and surname, the position they hold, and sign the form. => Na kraju formulara potrebno je da ocenjivači (ekspertski tim) upišu svoje ime i prezime, položaj na kome se nalaze i da potpišu formular.
LL@(23505) Figure 2. ~~~ AHP Model for candidates ranking 3.3. => Slika 2. AHP model za rangiranje kandidata 3.3.
LL@(23506) Third phase - interviewing 4. => Treća faza razgovor s kandidatima 4.
LL@(23507) Conclusion Within the frameworks of the third phase we decided to make a structured interview and for the purpose of doing this we focused on four criteria that are essential for the candidate becoming a volunteer at our institution, the criteria being the following ones: time management, confidentiality, personal communication and interpersonal skill and organizational skills. => Zaključak U okviru treće faze vodi se struktuirani intervju, a u tu svrhu fokusirali smo se na kriterijume koji su od najvećeg značaja za to da li će kandidat postati volonter u našoj instituciji. ~~~ Kriterijumi su sledeći: upravljanje vremenom, poverljivost, sposobnost lične komunikacije i međuljudskih odnosa.
LL@(23508) For each of these criteria we made questions that each of the candidates is to be asked, and in accordance with the candidates response the criteria are to be valued (as follows: 0-insufficiently; 1-less than acceptable; 2-acceptable; 3more than acceptable; 4-outstanding). => Za svaki od ovih kriterijuma sastavljena su pitanja koja će se postaviti svakom kandidatu, a u skladu s kandidatovim odgovorima vrednovaće se i kriterijumi (ovim redom: ~~~ 0 nedovoljno; 1- manje od prihvatljivog; 2 prihvatljivo; 3 vrlo prihvatljivo; 4 izvanredno).
LL@(23509) In order to be capable of assessing the candidates we prepared a form in which the above mentioned criteria are to be evaluated. => Za procenu kandidata pripremljen je formular u kome se vrednuju gore navedeni kriterijumi. 3.
LL@(23510) 3.4. ~~~ Fourth phase - selecting students-volunteers and informing them According to the results from the interview and the recommendation from one course professor, the candidate can be selected as a volunteer at the Faculty of Economics-Skopje, not accepted as a volunteer, or put on the waiting list (Figure 3). => Četvrta faza selekcija studenata-volontera i obaveštavanje primljenih kandidata Na osnovu rezultata intervjua i preporuke jednog profesora koji mu predaje, kandidat će biti ili izabran za volontera na Ekonomskom fakultetu u Skoplju, ili neće biti izabran, ili će biti stavljen na listu čekanja (slika 3).
LL@(23511) It is in this phase that the candidates are to be informed about the result they achieved. => U ovoj fazi kandidate treba obavestiti o rezultatima koje su postigli.
LL@(23512) Figure 3. => Slika 3.
LL@(23513) Results from the selection process In this paper we presented how the processes of recruitment and selection can be carried out in a high-education institution for the purpose of selecting students volunteers who will participate in the institutions operations. => Rezultati procesa selekcije U ovom radu predstavili smo kako se proces regrutovanja i selekcije može sprovesti u jednoj visokoškolskoj instituciji sa ciljem odabira studenata-volontera koji će učestvovati u radu ove institucije.
LL@(23514) The selection process was presented with its four phases including the multicriteria AHP method, whereas the results that we will get are going to be subject topic in the next article. => Proces selekcije je predstavljen sa svoje četiri faze, uključujući višekriterijumski AHP metod, a rezultati koje ćemo dobiti biće tema narednog rada.
LL@(23515) REFERENCES Š1Ë Barber, A.E., Recruiting Employees, Thousand Oaks, CA: Sage, 1998. => LITERATURA Š1Ë Barber, A.E., Recruiting Employees, Thousand Oaks, CA:
LL@(23516) Š2Ë Begicevic, N., Blazenka Divjak and Tihomir Hunjak, Prioritization of e-learning forms: a multicriteria methodology. => Sage, 1998. Š2Ë Begicevic, N., Blazenka Divjak and Tihomir Hunjak, Prioritization of e-learning forms: a multicriteria methodology.
LL@(23517) Centarl European Journal of Operations Research, pp.1-15. => Centarl European Journal of Operations Research, pp.1-15.
LL@(23518) Available at: http://www.springerlink.com/content/03111h2h3280 h556/fulltext.pdf, 2007 Š3Ë Bojadjioski, D., and Eftimov, Lj, Menadzment na covecki resursi, prvo izdanie, Ekonomski fakultetSkopje, 2009. ~~~ Š4Ë Gligorovska, E., Regrutacija i selekcija (priracnik), CS Global HR Academy, 2010. ~~~ Š5Ë Hunjak, T., and Jakov?evi?, D., AHP based model for bank performance evaluation and rating. ~~~ ISAHP, Berne, Switzerland, 2001. => Available at: http://www.springerlink.com/content/03111h2h3280 h556/fulltext.pdf, 2007 Š3Ë Bojadjioski, D., and Eftimov, Lj, Menadzment na covecki resursi, prvo izdanie, Ekonomski fakultetSkopje, 2009. Š4Ë Gligorovska, E., Regrutacija i selekcija (priracnik), CS Global HR Academy, 2010. Š5Ë Hunjak, T., and Jakovčević, D., AHP based model for bank performance evaluation and rating.
LL@(23519) Š6Ë Noe, R.A., Hollenback, J.R., Gerhart, B., and Wright, P.M., Human resource management, The McGraw-Hill Companies, Inc., 2000. ~~~ Š7Ë Saaty, T. L., The Analytic Hierarchy Process, McGraw-Hill Book Co., N.Y., 1980. ~~~ Š8Ë Saaty, T.L., and Vargas, G. L., Decision Making in Economic, Political, Social and Technological Environments with the AHP. => ISAHP, Berne, Switzerland, 2001. Š6Ë Noe, R.A., Hollenback, J.R., Gerhart, B., and Wright, P.M., Human resource management, The McGraw-Hill Companies, Inc., 2000. Š7Ë Saaty, T. L., The Analytic Hierarchy Process, McGraw-Hill Book Co., N.Y., 1980. Š8Ë Saaty, T.L., and Vargas, G. L., Decision Making in Economic, Political, Social and Technological Environments with the AHP.
LL@(23520) RWS Publications, Pittsburgh, PA, 1994. ~~~ Š9Ë Saaty, T.L., Decision making with the analytic hierarchy process. => RWS Publications, Pittsburgh, PA, 1994. Š9Ë Saaty, T.L., Decision making with the analytic hierarchy process.
LL@(23521) Int. J. Services Sciences, Vol. 1, No. 1, pp.83 98, 2008. => Int. ~~~ J. Services Sciences, Vol.
LL@(23522) Š10Ë Siber, F.B., Menadjment ljudskih potencijala, Zagreb, 1999. ~~~ Š11Ë Torrington, D., Hall, L., and Taylor, S., Human resource management, Pearson Education, 7 th ed, 2008. => 1, No. 1, pp.83 98, 2008. Š10Ë Siber, F.B., Menadžment ljudskih potencijala, Zagreb, 1999. Š11Ë Torrington, D., Hall, L., and Taylor, S., Human resource management, Pearson Education, 7 th ed, 2008.
LL@(23523) Effects of Economic Crisis on Entrepreneurship in Culture UDC: 330.322.1:008(497.11) ; 338.124.4 Kočović Milica Istitute of Insurance and Actuaries, Belgrade mickocovic¿gmail.com The subject of this work is the effect of macroeconomic environment on cultural market development level in a country. => Uticaj ekonomske krize na preduzetništvo u kulturi UDK: ~~~ 330.322.1:008(497.11) ; 338.124.4 Kočović Milica Istitut za osiguranje i aktuarstvo, Beograd mickocovic¿gmail.com Predmet analize ovog rada je uticaj makroekonomskog okruženja na nivo razvijenosti tržišta kulture u nekoj zemlji.
LL@(23524) The work presents the analysis of the influence of economic crises on certain segments of culture in chosen developed cultures with the stress on financial resources. => U radu je data analiza uticaja ekonomske krize na pojedine segmente kulture u izabranim razvijenim zemljama sa akcentom na izvorima finansiranja.
LL@(23525) The work also analyses the complex situation caused by problems on the cultural market in Serbia as well as the importance of entrepreneurship in culture for finding additional financial resources for funding culture. ~~~ 1. => Takođe je analizirana složena situacija usled ispoljenih problema na tržištu kulture u Srbiji, kao i značaj preduzetništva u kulturi u pronalaženju dopunskih izvora finansiranja kulture. 1.
LL@(23526) Introduction The condition and prospects of the culture market should be viewed in a macroeconomic environment in which it operates. => Uvod Stanje i prespektive tržišta kulture neophodno je sagledati u makroekonomskom okruženju u okviru koga ono funkcioniše.
LL@(23527) The underdevelopment and stagnation of the culture market in Serbia is a result of a decades long crisis in this country, which was additionally aggravated by the global economic crisis. => Nerazvijenost i stagnacija tržišta kulture u Srbiji posledica je dugogodišnje krize u našoj zemlji što je dodatno pojačano globalnom ekonomskom krizom.
LL@(23528) Modern macroeconomic trends in Serbia are the result of a long lasting poor policies, wars, sanctions, delayed transition, problematic privatization. => Savremena makroekonomska kretanja u Srbiji rezultat su višegodišnjeg delovanja loše vođene politike, ratova, sankcija, zakasnele tranzicije, problematične privatizacije.
LL@(23529) The crisis Serbia has suffered for the last twenty years, permeated by the negative impacts of the global economic crisis that spilled over to this country too, revealed all economic weaknesses and resulted into a general economic uncertainty accompanied with social displeasure. => Kriza u kojoj se Srbija nalazi već dve decenije isprepletana negativnim uticajima globalne ekonomske krize, koja se prelila i na našu zemlju, razotkrila je sve unutrašnje ekonomske slabosti i dovela do opšte ekonomske nesigurnosti praćene socijalnim nezadovoljstvom.
LL@(23530) These economic conditions have certainly affected the field of culture in a most negative manner. => Ovakva ekonomska situacija imala je drastične negativne posledice u oblasti kulture.
LL@(23531) The topic of this paper hence is the effects of economic crisis upon the conditions in culture in general, and upon the culture market in particular. => Stoga je predmet analize ovoga rada uticaj ekonomske krize na stanje u kulturi uopste i na na tržište kulture.
LL@(23532) The effects of this impact will primarily be analysed from the aspect of the financial source problems on the example of the selected developed countries in order to get an insight into the opportunities to resolve this unfavourable situation the culture in Serbia. => Efekti tog uticaja biće analizirni pre svega sa aspekta problema izvora finansiranja na primeru odabranih razvijenih zemalja da bi se sagledale mogućnosti za razrešenje nepovoljne situacije u kojoj se nalazi kultura u Srbiji.
LL@(23533) The effects of culture and cultural values upon the economic development of a country have been the topis of many an academic and empiric work. => Stručna literatura obiluje teorijskim i empirijskim radovima posvećenim uticaju kulture i kulturnih vrednosti na ekonomski razvoj zemlje.
LL@(23534) The studies on the economic effects of culture and art are the instrument for planning the cultural life and stimulating public financing of the cultural institutions activities. => Studije ekonomskih efekata kulture i umetnosti predstavljaju instrument planiranja kulturnog razvoja i stimulisanja javnog finansiranja aktivnosti kulturnih institucija.
LL@(23535) Distinguished among the key cultural factors that determine the economic performance are the employment and the earnings of the culture sector itself, the elements of cultural heritage viewed in terms of real property, as well as cultural tourism (Herrero et al., 2006). => Među ključnim kulturnim faktorima koji determinišu ekonomske performanse izdvajaju se zaposlenost i prihodi samog sektora kulture, elementi kulturne baštine posmatrani u svojstvu realne imovine, kao i kulturni turizam. (Herrero et al., 2006).
LL@(23536) Myerscough (1998) has proved that direct investments into the sectors of art and culture stimulate spending/consumption in other sectors, which contributes to the countrys overall economic and social development. => Myerscough (1998) je dokazao da direktni izdaci na sektor umetnosti i kulture podstiču potrošnju u drugim sektorima, čime se doprinosi celokupnom ekonomskom i društvenom razvoju zemlje.
LL@(23537) On the other hand, scientific works dealing with the problem of counter effects, i.e., the effects of economic trends upon the sector of culture are relatively rare. => Sa druge strane, relativno su ređi naučni radovi koji se bave problematikom suprotnog, tj. uticaja ekonomskih kretanja na oblast kulture.
LL@(23538) If it is possible to prove that there is a feedback between culture and economy, the analyses of positive economic effects of the cultural development become meaningless in the unfavourable economic conditions. => Ukoliko je moguće dokazati da postoji povratna sprega kulture i ekonomije, razmatranja pozitivnih ekonomskih efekata kulturnog razvoja gube svrsishodnost u nepovoljnim ekonomskim uslovima.
LL@(23539) The current world economic crisis has just intensified the research into the problem of culture in a macroeconomic environment (Madden, 2009). ~~~ In view of the global pertinence of the issues of prospects of cultural development in unfavourable economic conditions, it is interesting to explore whether and to which extent the crisis was reflected upon the culture and art sectors, both in the selected developed countries and in Serbia. => Aktuelna svetska ekonomska kriza je upravo intenzivirala istaživanja problematike kulture u makroekonomskom ambijentu. (Madden, 2009) Imajući u vidu globalnu aktuelnost teme perspektiva kulturnog razvoja u nepovoljnim ekonomskim uslovima, od interesa je ispitati da li je i u kojoj meri ekonomska kriza imala odraz u oblasti kulture i umetnosti, kako u odabranim razvijenim zemljama tako i u Srbiji.
LL@(23540) 2. => 2.
LL@(23541) Effects of macroeconomic environment on the culture market In its broadest sense, culture is understood as a set of traditions, beliefs, valuations and respective patterns of behaviour when taken as a set of features of a given, already defined group. => Uticaj makro-ekonomskog ambijenta na tržište kulture Kultura se u najširem smislu shvata kao skup tradicija, verovanja, vrednovanja i odgovarajućih obrazaca ponašanja kada se uzima kao skup obeležja jedne date, unapred određene grupe.
LL@(23542) As a trade (activity), culture is described as a set of human activities employed in producing and reproducing knowledge, artistic values and beliefs (including religious beliefs) and preferences as to values. => Kada se radi o kulturi kao delatnosti,ona se uzima kao onaj skup ljudskih aktivnosti kojima se proizvode i reprodukuju znanja, umetničke vrednosti i verovanja (uključujući religijska) i vrednosna opredeljenja.
LL@(23543) This is the broadest understanding of culture as an activity which, among other things, includes educational, artistic and religious institutions, as well as a number of science-, art- and religion-oriented media (Madžar, 2004, p.23). => To je najšire shvatanje kulture kao delatnosti koje, uz ostalo, obuhvata obrazovne, umetničke i religijske ustanove, kao i deo medija okrenut nauci,umetnosti i religiji ( Madžar 2004. str 23).
LL@(23544) In a number of areas economic conditions do affect the sector of culture in a country. => Moguće je izdvojiti više područja delovanja ekonomske situacije na oblast kulture u jednoj zemlji.
LL@(23545) Since the direct effect of unfavourable economic trends is primarily reflected in the reduced incomes of cultural institutions, this analysis will primarily focus upon the sources for financing culture. => Budući da se direktan uticaj nepovoljnih ekonomskih kretanja prvenstveno reflektuje kroz smanjenje prihoda kulturnih institucija akcenat naše analize će biti pre svega na izvorima finansiranja kulture.
LL@(23546) The sources of income of cultural institutions are in the first place their own earnings, however, there are substantial inflows coming from state institutions and agencies, from the economic sector, physical entities and foundations and legacies. => Izvori prihoda kulturnih institucija vezuju se za sopstvenu zaradu, ali značajnim delom i za prilive koji potiču od državnih organa i agencija, privrednog sektora, fizičkih lica i zadužbina i fondacija.
LL@(23547) The stress on the own sources of culture introduces the term culture market which provokes both positive and negative reactions. => Insistiranje na sopstvenim izvorima kulture uvodi termin tržište kulture, koji izaziva i pozitivne i negativne reakcije.
LL@(23548) The implementation of the culture market threatens to neglect the interests of artists, art, culture, for one and only goal to make money. => Uvođenjem tržišta kulture preti opasnost da se zanemare interesi umetnika, umetnosti, kulture, pred jednim jedinim ciljem da se ostvari novac.
LL@(23549) Similarly, it is rather difficult to value the works of art. => Takođe, veoma je teško vrednovati umetnička dela.
LL@(23550) On the other hand, the effect of the financial crisis was that the funds for public financing of culture have significantly shrunk, threatening the survival of many of its segments. => Sa druge strane finansijska kriza je uticala na značajno smanjenje iznosa sredstava javnog finansiranja kulture ugrožavajući opstanak mnogih njenih segmenata.
LL@(23551) It is in such a situation that the introduction of culture market and entrepreneurship in culture are justified. => U takvoj situaciji ima mesta uvođenju tržišta kulture i preduzetništva u kulturi.
LL@(23552) A logical starting point in studying the impact of the economic upon the cultural spheres are the financial sources of cultural institutions. => Logično polazište izučavanja uticaja ekonomske na kulturnu sferu jesu finansijski izvori kulturnih institucija.
LL@(23553) The differences in the method of defining and classifying the categories of expenditures allocated to culture make a comparative analysis among countries extremely difficult. => Razlike u načinu definisanja i razvrstavanja kategorija izdataka za kulturu značajno otežavaju sprovođenje njihove komparativne analize između zemalja.
LL@(23554) A majority of previously conducted research within which a comparison was made between these expenditures on an international level classifies culture and art as follows: museums and galleries, theatres, visual arts, festivals, support to literature promotion and creation as well as support to film production. => Većina prethodno sprovedenih istraživanja u okviru kojih je vršeno poređenje ovih izdataka na internacionalnom nivou pod pojmovima kulture i umetnosti podrazumeva: muzeje i galerije, pozorišta, vizuelne umetnosti, festivale, podršku promociji i kreaciji literature i podršku filmskoj produkciji.
LL@(23555) The alarming fact is that the reports on financing culture do not inform about the expenditures meant for libraries, archives, cultural heritage, professional improvement in the field of art, capital investments (e.g., building of a new theatre) and indirect financing through tax reliefs. ~~~ (Galloway, 200, pp. 7-9) The concept of culture the UNESCO defined for the purposes of an international comparability of economic statistics includes nine categories: cultural heritage, printed materials and literature, music, theatric art, audio media, audio-visual media, social activities, sports/games and environment/nature. ~~~ (Haydon, 2000). => Primetno je da se iz objašnjenja finansiranja kulture uglavnom izostavljaju izdaci za biblioteke, arhive, kulturnu baštinu, profesionalno usavršavanje u oblasti umetnosti, kapitalne investicije (npr. izgradnja novog pozorišta) i indirektno finansiranje putem poreskih olakšica. (Galloway, 2000, str. 7-9) Koncept kulture koji je UNESCO definisao u svrhe međunarodne uporedivosti ekonomskih statistika obuhvata devet kategorija: kulturna baština, štampani materijali i literatura, muzika, pozorišna umetnost, audio mediji, audio-vizuelni mediji, aktivnosti, sportovi/igre i okruženje/priroda. (Haydon, 2000.). društvene Javni izvori finansiranja kulturnih institucija i dešavanja su u nepovoljnim ekonomskim uslovima ugroženi po dva osnova.
LL@(23556) The falling trend in public financing of culture and art was recorded as early as 1990s in the majority of member countries of the European Organization for Economic Cooperation and Development (OECD). => Kao prvo, nadležna ministarstva za kulturu sve učestalije ograničavaju subvencije za kulturu.
LL@(23557) This trend was especially visible in the United States of America, contrary to Germany and Ireland in which the endowments for cultural purposes were significantly increased over the same period. => Kao drugo, niži, lokalni organi vlasti redukuju iznos sredstava namenjen finansiranju svoje kulturne politike, čime se dodatno opterećuju budžeti institucija za kulturu.
LL@(23558) The interpretation of the data on the national spending in the field of culture, however, is closely connected to broader socio-economic and political systems of a respective country. => 
LL@(23559) For example, the fact that the estimated public expenditure for culture in 2000 amounted to 85 dollars per capita in Germany and only 6 dollars per capita in the USA is explained by a different ratio in the participation of the private and public sectors in the economies of these two countries (National Endowments for the Arts, 2000, p.1). => 
LL@(23560) In the unfavourable economic conditions, the public sources of endowments to cultural institutions and events are impared in two ways. => 
LL@(23561) First, the ministries in charge of culture increasingly cut the subsidies for culture. => 
LL@(23562) Second, the lower level, local governments reduce the funds meant to fund their cultural policies, thus additionally burdening the budgets of cultural institutions. => 
LL@(23563) In the conditions when the population finds it more and more difficult to solve the problems of making the ends meet, the arguments in favour of public funding for culture gain very little support. => U uslovima otežanog rešavanja egzistencijalnih pitanja značajnog dela populacije, argumenti u prilog javnog finansiranja oblasti kulture imaju veoma slabu potporu.
LL@(23564) Faced with the current economic crisis, the majority of European countries resort to reducing the expenditures from the state budget for cultural purposes. => Suočene sa aktuelnom ekonomskom krizom, većina evropskih zemalja se odlučuje na smanjenje izdvajanja sredstava iz državnog budžeta za kulturne svrhe.
LL@(23565) In 2010, such restrictions were carried out, among others, in Estonia (the reduction of budget by 9% followed a significaant raise of the tax rate for added value in 2009, which is brought into connection with the fall in the rate of visits to museums by about 30%), Belgium (4.4 million euros were frozen, whereas further grants are currently out of the question), Germany (certain federal states reduced their expenditures, primarily for the film industry, by about 15%), Spain and Portugal. => Tokom 2010. godine, ovakva smanjenja su sprovedena, između ostalog, u Estoniji (smanjenje budžeta od 9% usledilo je nakon značajnog povećanja stope poreza na dodatu vrednost u 2009. godini, koje se dovodi u vezu sa padom stope posećivanja muzeja za oko 30%), Belgiji (4,4 miliona evra je «zamrznuto», uz trenutnu nemogućnost daljeg odobravanja subvencija), Nemačkoj (pojedine savezne države su smanjile svoje izdatke, prvenstveno za filmsku umetnost za oko 15%), [paniji i Portugaliji. (SICA Dutsh Centre for International Cultural Activities , 2010, str. 1-2) U Velikoj Britaniji se gotovo sve oblasti kulture i umetnosti suočavaju sa opasnošću finansijske neodrživosti. ~~~ Interesantno je da su do sada sprovedena smanjivanja izdataka relativno više pogodila umetnost u odnosu na oblasti sporta i medija.
LL@(23566) (SICA Dutch Centre for International Cultural Activities, 2010, pp. 1-2) Nearly all sectors of culture and art in Great Britain face the danger of financial unsustainability. => Praktično, sve je više pristalica stanovišta prema kome bi celokupan sektor kulture u ovoj zemlji trebao biti prepušten isključivo tržišnom načinu for International Cultural Activities , 2010, str. 4) finansiranja. (SICA Dutsh Centre U većini zemalja Organizacije za ekonomsku saradnju i razvoj (OECD) je već tokom 90-ih godina zabeležen silazni trend u pogledu javnog finansiranja kulture i umetnosti.
LL@(23567) An interesting fact is that the reduction of expenditures so far have hit art to a relatively higher extent compared to the segments of sports and media. => Takav trend je posebno došao do izražaja u Sjedinjenim Američkim Državama, nasuprot Nemačkoj i Irskoj u kojima su izdaci za kulturne namene u istom periodu značajno povećani.
LL@(23568) Practically, there is an increasing number of people who support the attitude that the entire cultural sector should be left to an entirely market method of financing. => Ipak, tumačenje podataka o nacionalnoj potrošnji u oblasti kulture je neraskidivo povezano sa širim društvenoekonomskim i političkim uređenjem zemlje na koju se oni odnose.
LL@(23569) (SICA Dutch Centre for International Cultural Activities, 2010, p.4) The reductions and restraints in the state expenditures hit different cultural segments differently. => Na primer, činjenica da su u 2000. godini procenjeni javni rashodi za kulturu iznosili 85 dolara po stanovniku u Nemačkoj i svega 6 dolara po stanovniku u Sjedinjenim Američkim Državama objašnjava se različitim odnosom učešća privatnog i javnog sektora u ekonomijama dveju zemalja. (National Endowment for the Arts, 2000, str. 1) Različiti segmenti kulture nisu podjednako pogođeni ograničavanjem i redukovanjem finansijskih izdataka države.
LL@(23570) In the Netherlands, for example, the state budget allocated for the culture was reduced by 20% (about 200 million euros) in 2010. => U Holandiji, na primer, tokom 2010. godine sprovedeno je smanjenje državnog budžeta za kulturu od 20% (oko 200 miliona evra).
LL@(23571) Here, the largest portion of this reduction refers to live arts, whereas the fields of cultural heritage and amateur arts retained the major portion of the previously allocated funds from the public sources. => Pri tome, najveći deo ovog smanjenja odnosi se na žive umetnosti, dok je u oblastima kulturnog nasleđa i amaterskih umetnosti zadržan najveći deo prethodno pripadajućih sredstava iz javnih izvora.
LL@(23572) On the other hand, Sweden decided in favour of a somewhat different approach to solving the problem of reduced ability to finance culture, in comparison to other European countries. => Sa druge strane, [vedska se odlučila za nešto drugačiji pristup rešavanju problema smanjene mogućnosti finansiranja kulture, u poređenju sa većinom drugih evropskih zemalja.
LL@(23573) Namely, while smaller cities reduced their own expenditures for culture, an increase in the budgets for culture was achieved on the regional level as well as on the levels of bigger cities. => Naime, dok su manji gradovi redukovali sopstvena izdavanja za kulturu, na regionalnom, ali čak i na nivou većih gradova, je ostvareno povećanje budžeta za kulturu.
LL@(23574) This means the recognition of the innovative role of culture and of creative industries, however, to the detriment of the traditional forms of art that previously prevailed. => Time je prepoznata in ovativna uloga kulture i kreativnih industrija, ali na uštrb tradicionalnih oblika umetnosti koji su prethodno preovlađivali.
LL@(23575) A similar tendency is observed in Norway, where the state budget for culture was increased in that very 2010. => Slična tendencija je prisutna u Norveškoj, gde je državni budžet za kulturu upravo povećan tokom 2010. godine.
LL@(23576) The problem of ensuring subsidies from the private sector, however, still remains. ~~~ (SICA Dutch Centre for International Cultural Activities, 2010, p3) The changes in the behaviour of the consumers of cultural contents, caused by an unfavourable economic environment, may have substantial negative effects for the financial position and the development opportunities of cultural institutions. => Ipak, i dalje ostaje prisutan problem obezbeđenja subvencija koje potiču iz privrednog sektora. (SICA Dutsh Centre for International Cultural Activities , 2010, str. 3) Promene ponašanja korisnika kulturnih sadržaja, izazvane nepovoljnim ekonomskim ambijentom, mogu imati značajne negativne posledice na finansijski položaj i mogućnosti razvoja kulturnih institucija.
LL@(23577) According to the research, the cultural institutions in the United States of America recorded a 5-30% fall in the income from the membership fees and sales of tickets in 2008. => Istraživanja pokazuju da su tokom 2008. godine kulturne institucije u Sjedinjenim Američkim Državama zabeležile pad prihoda po osnovu članarina i prodatih ulaznica u iznosu od 5-30%.
LL@(23578) Other forms of earnings, such as earnings from renting facilities and commercial sales were also reduced by 10-20%. => Ostali oblici prihoda, poput prihoda od izdavanja prostora i komercijalne prodaje su takođe smanjeni za 10-20%.
LL@(23579) An especially substantial fall was observed in corporate donations and sponsorships (20-50%), whereas the reduction in incomes coming from public sources amounted to 10%, with an expected tendency of further fall. ~~~ (Helicon, 2009b, p.4) In the conditions of the reduced interest of the public, the organizations that cover their operative expenses by advance sales of tickets are in a specifically sensitive position. => Posebno značajan pad ostvarile su korporativne donacije i sponzorstva (20-50%), dok je smanjenje prihoda koji potiču iz javnih izvora iznosilo 10%, uz očekivanu tendenciju daljeg pada. (Helicon, 2009b, str. 4) U uslovima smanjenog interesovanja publike, u posebno osetljivoj poziciji se nalaze one organizacije čije pokriće operativnih troškova zavisi od avansne prodaje ulaznica.
LL@(23580) Here, the reduction in total incomes from the sales of cultural institutions is a result of a combined effect of the reduced sales scope and the service prices. => Pri tome, smanjenje ukunih prihoda od prodaje kulturnih institucija je rezultantna kombinovanog delovanja smanjenja obima prodaje, ali i cena usluga.
LL@(23581) In gloomy times, tickets for cultural events are considered to be luxury goods, hence the demand that their price should be lowered. => Ulaznice za kulturna dešavanja se u teškim ekonomskim uslovima smatraju luksuznim dobrom, zbog čega se javlja potreba za smanjenjem njihove cene.
LL@(23582) Besides, the terms of granting credit lines become increasingly stricter, while the institutions the credit users face the problem of money flows necessary to repay loans regularly. => Pored toga, zaoštravaju se uslovi odobravanja kreditnih linija, dok se institucije koje su već korisnici kredita suočavaju sa problemom dovoljnosti novčanih tokova za redovno izmirenje preuzetih obaveza.
LL@(23583) One method of mitigating the negative effect of the reduction in the average amount of donations upon the financial standing of cultural institutions can be attracting as many individual sponsors as possible, through marketing activities. => 
LL@(23584) The employees in the cultural sector are especially badly hit by the economic crisis. => 
LL@(23585) In order to gain material savings, cultural institutions are forced not only to stop further hiring, but also to reduce compensation, reorganize and consolidate the existing jobs. ~~~ Furthermore, research show that the largest number of the employees in cultural institutions that are made redundant were actually engaged in administrative jobs, and only then in the jobs of artistic or educational nature. ~~~ (Helicon, 2009a, p.6) It is for the above described reasons that entrepreneurship gains in importance since numerous segments of culture are left to their own means and have to find ways of independent financing to survive. => Način za ublažavanje negativnog efekta smanjenja prosečnog iznosa donacija na finansijski položaj kulturnih institucija može biti privlačenje što većeg broja pojedinačnih donatora, posredstvom marketinških aktivnosti. cija koji bivaju otpušteni u uslovima recesije zaposlen na administrativnim, pa tek zatim na poslovima umetničke ili edukativne prirode. (Helicon, 2009a, str. 6) Iz navedenih razloga preduzetništvo u kulturi sve više dobija na značaju budući da su mnogi segmenti kulture prepušteni sebi i da moraju naći načine samostalnog finansiranja radi opstanka.
LL@(23586) The entrepreneur in culture is the one who proposes projects, gives innitiative for the realization of certain ideas, regardless of whether they are profitable or not, raises funds to finance the completion of his project, and provide the fees for himself as the project author and executor. ([ešić, M., Stajković, B., Beograd, 2007, p.116). => Preduzetnik u kulturi sam predlaže projekte, nosilac je inicijativa za realizaciju određenih ideja, bilo da su one profitne ili neprofitne, te da fandrejzingom ostvari novac za realizaciju svog projekta, ali i honorar za samog sebe kao za autora i realizatora projekta.([ešić M., Stajković B.,Beograd 2007., str.116).
LL@(23587) The stress should be on private publishing, music and video production companies, web-site agencies, agencies for mediation in culture, artisan shops for the repair and restauration of antiquities, paintings, for binding old and rare books. => Trebalo bi akcenat staviti na privatno izdavaštvo, muzičke ili video produkcijske kuće, web-site agencije, agencije za posredovanje u kulturi, zanatske radnje za popravku i restauraciju antikviteta, slika, koričenje starih i retkih knjiga.
LL@(23588) It is also possible to set up galleries, bookstores, agencies providing eduactional services such as courses in ballet, acting, painting, etc. => Takođe se mogu osnivati galerije, knjižare, agencije za obrazovne usluge kao što su studija baleta, glume, slikarstva i t.
LL@(23589) 3. => d. 3.
LL@(23590) Effects of crisis upon the cultural situation in Serbia According to the methodology of the Statistical Office of the Republic of Serbia, the notion of culture covers cinemas, theatres, broadcasting corporations, archives, libraries, museums, publishing industry, philcharmonic and symphony orchestras and registered cultural real estates. => Uticaj krize na stanje kulture u Srbiji Shodno metodologiji Zavoda za statistiku Republike Srbije, pojam kulture objedinjuje bioskope, pozorišta, radio i televizijske stanice, arhive, biblioteke, muzeje, izdavačku delatnost, filharmonije i simfonijske orkestre i nepokretna registrovana kulturna dobra.
LL@(23591) In a narrower sense, culture includes creative, artistic and entertainment activities, the work of libraries, and collections/legacies. archives, museums, galleries As regards culture financing in Serbia from public sources, the Law Amending the Law on the Budget of the Republic of Serbia for the year 2010 provides that subsidies for culture amount to 378-366 thousand dinars, which makes approximately 0.0485% of the total expenditures and spending finaced from the budget. => U užem smislu, pod pojmom kulture se podrazumevaju stvaralačke, umetničke i zabavne delatnosti, delatnost biblioteka, arhiva, muzeja, galerija i zbirki. ~~~ Kada je reč o finansiranju kulture u Srbiji iz javnih izvora, Zakonom o izmenama i dopunama Zakona o budžetu Republike Srbije za 2010. godinu subvencije za kulturu su predviđene u iznosu od 378 366 hiljada dinara, što je približno 0,0485% ukupnih rashoda i izdataka koji se finansiraju iz budžetskih sredstava.
LL@(23592) The Law on the Budget of the Republic of Serbia for the year 2011 provides the same amount for the cultural purposes in an absolute sense, however, its relative participation is reduced to 0.446%. => Zakonom o budžetu Republike Srbije u 2011. godini namenjen je isti iznos sredstava za kulturne namene u apsolutnom smislu, ali je njegovo relativno učešće smanjeno na 0,0446%.
LL@(23593)  => Zaposleni u oblasti kulture su posebno pogođeni kriznom ekonomskom situacijom.
LL@(23594)  => U cilju ostvarenja materijalnih ušteda, kulturne ustanove su prinuđene ne samo na zaustavljanje daljih zapošljavanja, već i smanjenje zarada, ukidanje, reorganizaciju i konsolidaciju postojećih radnih mesta.
LL@(23595) On the basis of the comparative budget for the culture of the Ministry of Finance RS, a significant tendency of fall can be observed in the 2006-2011 period. => Pri tome, istraživanja pokazuju da je najveći broj radnika kulturnih institu Na osnovu uporednog budžeta kulture Ministarstva za finansije RS može se uočiti veoma značajna tendencija pada subvencija u periodu 2006-2011. godine.
LL@(23596) In the domain of specialised services, the largest portion of finances is allocated to creativity, primarily film-making (35.8%), literature (19.3%) and international cooperation in creativity (19.6%). => Među specijalizovanim uslugama, najveći deo sredstava opredeljen je za stvaralaštvo, prvenstveno kinematografiju (35,8%), književnost (19,3%) i međunarodnu saradnju u stvaralaštvu (19,6%). ~~~ Tabela br.1 :
LL@(23597) Table 1: Comparative survey of the culture budget for Table 2: Average net earnings of employees in selected 2006-2011 period (in 000 dinars) domains in Serbia in the 2000-2011 period Programme activities Specialized services Subsidies International mambership fees Transfers Grants 1558069 880000 1236422 670421 985153 1181759 1621037 551000 945690 332236 385802 378366 - - - - 40000 300000 325201 240600 180000 200000 128000 162800 102800 150000 170000 - Source: Ministry of Culture, Information and Information Society of the RS (2001),Bulletin, Beograd,p.71 In addition to the role of the central administration in financing cultural development, special role belongs to local autonomies, therefore it is of interest to get an insight into these. => Uporedni pregled budžeta kulture za period 2006-2011. godine (u 000 dinara) Tabela br. 2 : ~~~ Prosečne neto zarade zaposlenih u izabranim oblastima u Srbiji u periodu 2000-2011. godine Programska delatnost Specijalizovane usluge Subvencije Međunarodne članarine 1558069 880000 1236422 670421 985153 1181759 1621037 551000 945690 332236 385802 378366 - - - - Transferi 40000 300000 325201 240600 180000 200000 Dotacije - 128000 162800 102800 150000 170000 Izvor: ~~~ Ministarstvo kulture, informisanja i informacionog društva RS (2011) Informator o radu, Beograd, str. 71. ~~~ Pored uloge centralne vlasti u finansiranju kulturnog razvoja, od posebnog interesa je ostvarenje uvida u ulogu lokalne samouprave.
LL@(23598) In accordance with their political, legal and financial authority to govern the cultural development on their territories, cities allocate part of their budgets to finance cultural institutions in the domains of the employees earnings, investments, technical equipment and maintenance, cultural manifestations funding, etc. => U skladu sa svojim političkim, zakonskim i finansijskim autoritetom da upravljaju kulturnim razvojem na svojim teritorijama, gradovi izdvajaju deo svog budžeta za finansiranje ustanova kulture u domenu zarada zaposlenih, investicionih ulaganja, tehničkog opremanja i održavanja, izdvajanja sredstava za kulturne manifestacije i slično.
LL@(23599) According to the results of the analysis of the cultural policies on a representative sample in the cities in Serbia, the average participation of expenditures for culture in the total budget amounted to 8.07% in 2009, while this same participation was 6.52% in 2006. => Prema rezultatima analize kulturnih politika na reprezentativnom uzorku gradova Srbije, prosečno procentualno učešće izdataka za kulturu u ukupnom budžetu iznosilo je 8,07% u 2009. godini, dok je isto učešće u 2006. godini iznosilo oko 6,52%.
LL@(23600) Dominant in the 2009 budget of the observed cities allocated for culture are the employees salaries (about 70%). ~~~ (Institute for the Study of Cultural Development of the RS, 2009, p.17) Viewed from an economic aspect, the condition of the cultural sector in a country is described, among all, by the data on the number of employees and their salaries in the sector. => U strukturi budžeta za kulturu posmatranih gradova dominantno učešće u 2009. godini imaju plate zaposlenih od oko 70%. (Zavod za proučavanje kulturnog razvitka RS, 2009, str. 17) Posmatrano sa ekonomskog aspekta, stanje sektora kulture u nekoj zemlji opisuju, između ostalog, podaci o broju zaposlenih i visini njihovih zarada u tom sektoru.
LL@(23601) They serve, together with the data on the public, and then the private sources of financing, to position the cultural sector in relation to other sectors of the national economy in the analysis. => Njima se, uporedo sa podacima o javnim, a zatim privatnim izvorima finansiranja, sektor kulture pozicionira u analizi u odnosu na sektore nacionalne ekonomije.
LL@(23602) According to the data of the Statistical Office of the Republic of Serbia, the level of the net earnings in the cultural sector in Serbia is characterised by a constant rise over the first decade of the 21st century. => Prema podacima Republičkog zavoda za statistiku, nivo neto zarade u kulturnim delatnostima u Srbiji karakteriše kontinuirani rast tokom prve decenije XXI veka.
LL@(23603) As regards individual segments within the culture, a relatively highest level of earnings is achieved in the publishing industry. => Posmatrano po pojedinim oblastima unutar kulture, relativno najveći nivo zarada ostvaruje se u izdavačkoj delatnosti.
LL@(23604) The lowest level and the most dramatic fluctuations over time are observed in the filmmaking industry and broadcasting, sound recording and release. => Najniži nivo i najizraženije oscilacije tokom vremena prisutne su u oblasti kinematografske i televizijske produkcije, snimanja zvučnih zapisa i izdavanja mizučkih zapisa.
LL@(23605) Cultural activity (broader interpretation) interpretation) Health Total Education Cultural activity (narrower Sector Year 2000 2389 2001 5840 2002 9208 2003 11500 2004 14108 2005 17443 2006 21707 2007 27759 2008 32746 2009 31733 2010 34142 20111 36919 Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) and social care The average annual earnings in the domain of culture in the observed period are relatively higher in comparison with the total average for all the segments subject to statistical survey. => Oblast Godina Ukupno Obrazovanje Zdravstvena i socijalna zaštita Kulturna delatnost (uže Kulturna delatnost (šire tumačenje) tumačenje) Izvor: ~~~ Pripremljeno prema podacima Republičkog zavoda za statistiku (http://webrzs.stat.gov.rs) Prosečne godišnje zarade u kulturi u posmatranom periodu su relativno više od ukupnog proseka za sve oblasti koje podležu statističkom praćenju.
LL@(23606) Out of the total of nineteen sectors of activities in this country, the culture occupies the eleventh position according to the amount of the employees average earnings, below the sectors of health and social care and education. => Od ukupno devetnaest sektora delatnosti u našoj zemlji, delatnosti kulture se, prema podacima iz drugog kvartala 2011. godine, nalaze na jedanaestom mestu prema visini prosečne neto zarade zaposlenih, iza sektora zdravstvene i socijalne zaštite i obrazovanja.
LL@(23607) It is evident, however, that as of 2008, the average net earnings of employees in the cultural sector rise following the falling rate, which can be understood as an indicator of their fall in the period to come. => Ipak, uočljivo je da, počev od 2008. godine, prosečne neto zarade zaposlenih u oblasti kulture rastu po opadajućoj stopi, što se može smatrati potencijalnim indikatorom njihovog pada u predstojećem periodu.
LL@(23608) Graph 1: Trends of average net earnings in the cultural sector in Serbia in the 200-2011 period Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) 1 Data for 2010 refer to the average net earning over the first six months in the year The total number of employees in the sectors which can broadly be understood as the cultural sector has been rather steady in the 2000-2011 period. => Grafikon br.1 : ~~~ Kretanje prosečne neto zarade u delatnostima kulture u Srbiji u periodu 2000-2011. godine Izvor: ~~~ Pripremljeno prema podacima Republičkog zavoda za statistiku (http://webrzs.stat.gov.rs) Ukupan broj zaposlenih u oblastima koje se, u širem smislu, mogu podvesti pod delatnost kulture, relativno je stabilan tokom perioda 2001-2010. godine.
LL@(23609) Due to the simultaneous fall in the overall employment at the time, the share of the cultural sectror in the number of the employed rose from 1.7% at the beginning, to 2.2% at the end of the observed period. => Kako je istovremeno ostvaren značajan pad ukupne zaposlenosti, učešće kulturne delatnosti u broju zaposlenih je po 1 Podaci za 2010. godinu se odnose na prosečnu neto zaradu tokom prvih šest meseci godine. raslo sa 1,7% na početku, na 2,2% na kraju posmatranog perioda.
LL@(23610) Table 3: Number of employees in legal entities and in the cultural sector in Serbia in the 2001-2011 period Number of employees Total number of employees in legal bodies in Serbia Year Number of employees in the cultural sector Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) Viewed in terms of individual fields of the cultural sector, a relatively largest number of employees (about 32% on average) are found in programme activities and broadcasting. => Tabela br.3 : ~~~ Broj zaposlenih u pravnim licima i u delatnosti kulture u Srbiji u periodu 2001-2010. godine Broj zaposlenih Godina Ukupan broj zaposlenih u pravnim licima u Srbiji Broj zaposlenih u delatnosti kulture Izvor:
LL@(23611) A substantial fall in employment is recorded in the publishing industry, whereas in the other segments the number of employees remains relatively steady, with slight fluctuations over time. => Pripremljeno prema podacima Republičkog zavoda za statistiku (http://webrzs.stat.gov.rs) Posmatrano po pojedinim oblastima delatnosti kulture, relativno najveći broj zaposlenih (oko 32% u proseku) odnosi se na programske aktivnosti i emitovanje.
LL@(23612) Graph 2: Trends in the number of employees in individual fields of the cultural sector in the 2001-2011 period According to the results of the poll on personal spendings of the households in Serbia, an average share of spendings on culture and recreation is relatively steady, on the level of about 4.8% in the 2006-2010 period. => Značajan pad zaposlenosti beleži izdavačaka delatnost, dok je u ostalim oblastima broj zaposlenih relativno stabilan, uz manje oscilacije u toku vremena.
LL@(23613) Reliable findings on the effects of macroeconomic trends upon the cultural development are obtained from the analysis of the levels and trends of respective indicators, in terms of the number of cultural institutions per individual segments of culture, the number of their visitors and users, the number of manifestations organized in them etc. => Grafikon br. 2 Kretanje broja zaposlenih u pojedinim oblastima delatnosti kulture u periodu 2001-2010. godine turnih institucija po pojedinim oblastima kulture, broja njihovih posetilaca i korisnika, broja organizovanih manifestacija u njima i slično.
LL@(23614) A limitation in conducting a comprehensive analysis of quantitative indicators of cultural institutions in Serbia is the lack of data on the annual basis in certain segments. => Ograničenje za sprovođenje sveobuhvatne empirijske analize kvantitativnih pokazatelja kulturnih ustanova u Srbiji predstavlja nedostatak podataka na godišnjoj osnovi u pojedinim oblastima.
LL@(23615) Due to specific characteristics, the periods in which observations are made and data are collected in different areas of culture differ. => Usled specifičnih karateristika, različita je periodika posmatranja i prikupljanja podataka iz različitih oblasti kulture.
LL@(23616) Namely, the annual statistical reports cover the activities of theatres, cinemas and broadcasting corporations in Serbia, as well as media and publishing houses. => Naime, godišnjim statističkim izveštajima obuhvaćene su aktivnosti pozorišta, bisokopa i radio i TV stanica u Srbiji, kao i štampe i izdavačke delatnosti.
LL@(23617) On the other hand, the data on libraries, museums, art galleries and archives are published on a three-year basis (Statistical Office of Serbia, 2010, p.416). => Sa druge strane, podaci o bibliotekama, muzejima, umetničkim galerijama i arhivima se publikuju na trogodišnjoj osnovi (RZS, 2010, str. 416).
LL@(23618) Similarly, there is the issue of incomparability of data not only between individual segments, but also between time periods within one cultural segment. => Takođe, pristuran je problem međusobne neuporedivosti podataka ne samo između pojedinih oblasti, već i između vremenskih perioda unutar jedne kulturne oblasti.
LL@(23619) For example, the data on the number of users and readers of the library holding until 1980 refer to the real number of readers; from 1983, they refer to the number of visits for the purpose of taking out the library materials. => Na primer, podaci o broju korisnika i čitalaca fonda biblioteka se do 1980. godine odnose na stvarni broj čitalaca, a od 1983. godine na broj poseta radi uzimanja bibliotečkog materijala.
LL@(23620) This significantly shortens the time within which the available data can be tracked to generate adequate conclusions. => Time se značajno skraćuje vremenski period u okviru kog raspoloživi podaci mogu biti praćeni radi generisanja odgovarajućih zaključaka. (RZS, 2009, str. 405) Grafikon br.3 :
LL@(23621) (Statistical Office of Serbia, 2009, p.405). => Kretanje broja pozorišta i broja nji hovih posetilaca u Srbiji2 Izvor:
LL@(23622) Graph 3: Number of theatres and of their visitors in Serbia2 Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) 2 The data include professional, amateur and childrens theateres. => Pripremljeno prema podacima Republičkog zavoda za statistiku (http://webrzs.stat.gov.rs) Na osnovu rezultata anketa o ličnoj potrošnji domaćinstava u Srbiji, prosečno učešće izdataka za kulturu i rekreaciju je relativno stabilno na nivou od oko 4,8% u periodu 2006-2010. godine. ~~~ Pouzdane zaključke o uticaju makroekonomskih kretanja na razvoj kulture pruža analiza nivoa i trenda kretanja odgovarajućih indikatora, u smislu broja kul Izvor:
LL@(23623) As of the 2005/2006 theatre season, data for Kosovo and Metohija are missing Having in mind the above listed methodological problems, a limited number of indicators is selected to track the effects of economic trends on the development of culture in Serbia. => Pripremljeno prema podacima Republičkog zavoda za statistiku (http://webrzs.stat.gov.rs) Imajući u vidu navedene metodološke probleme, izabran je ograničeni broj indikatora u funkciji praćenja uticaja ekonomskih kretanja na razvoj kulture u Srbiji.
LL@(23624) The data available show that the number of theatres in Serbia has been relatively steady over time. => Raspoloživi podaci pokazuju da je broj pozorišta u Srbiji relativno stabilan u toku vremena.
LL@(23625) The number of theatre goers, however, has in the first decade of the 21st century been at a considerably lower level in comparison with the 1950s, 1980s, and especially 1970s seasons. => Ipak, broj posetilaca u pozorištima je tokom prve decenije XXI 2 Podacima su obuhvaćena profesionalna, amaterska i dečija pozorišta.
LL@(23626) A dramatic fall in the number of visits is certainly one indicator of a changed cultural environment in the modern stage of the countrys development. => Počev od pozorišne sezone 2005/06 izostaju podaci za Kosovo i Metohiju. veka na značajno nižem nivou u poređenju sa sezonama tokom 50-ih, 80-ih, a naročito 70-ih godina prošlog veka.
LL@(23627) Graph 4: Number of museums and of their visitors in Serbia3 The findings are much more unfavourable if indicators concerning the cinema activities are observed. => Drastično smanjenja posećenost pozorišta je svakako jedan od indikatora izmenjenog kulturnog ambijenta u savremenoj etapi razvoja zemlje. ~~~ Grafikon br.4 :
LL@(23628) The available data show a continual falling trend in the number of cinemas in Serbia. => Kretanje broja muzeja i broja njihovih posetilaca u Srbiji3 trend pada broja bioskopa u Srbiji.
LL@(23629) While in 1980 there were 518 cinemas in Serbia, in 2009 this number was reduced to only 117. => Dok je 1980. godine postojalo 518 bioskopa u zemlji, 2009. godine je ovaj broj sveden na svega 117.
LL@(23630) Here the number of visitors over this same period has become alarming. => Pri tome, pad broja posetilaca u istom vremenskom periodu je zabrinjavajući.
LL@(23631) During 2009, the cinemas in Serbia recorded 1569 vistors, which is nineteen times a smaller number compared to 1980. => Bioskope u Srbiji tokom 2009. godine posetilo je 1569 hiljada ljudi, što je oko devetnaest puta manje u poređenju sa referentnom 1980. godinom.
LL@(23632) Graph 6: Number of users, organized exhivitions and lectures in archives Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) The analysis of the trends of the selected values of the indicators of the number of museums and visits in Serbia over time leads to similar conslusions as regards the real situation in the cultural sector. => Grafikon br.6 : ~~~ Kretanje broja korisnika, organizovanih izložbi i predavanja u arhivima Izvor: ~~~ Pripremljeno prema podacima Republičkog zavoda za statistiku (http://webrzs.stat.gov.rs) Analiza kretanja vrednosti izabranih pokazatelja brojnosti i posećenosti muzeja u Srbiji u toku vremena upućuje na slične zaključke u pogledu aktuelnog stanja u kulturi.
LL@(23633) Namely, according to the data of 2009, the deviation in the number of museums is rather small in comparison with 1982. => Naime, prema podacima iz 2009. godine, veoma je malo ostupanje u broju muzeja u poređenju sa 1982. godinom.
LL@(23634) The number of visitors during 2009, however, is more than twice as small as at the beginning of the 1980s. => Međutim, broj posetilaca tokom 2009. godine je više nego dvostruko manji u odnosu na početak ž80-ih godina prošlog veka. ~~~ Grafikon br.5 :
LL@(23635)  => Kretanje broja bioskopa i broja njihovih posetilaca u Srbiji4 Izvor:
LL@(23636)  => Pripremljeno prema podacima Republičkog zavoda za statistiku (http://webrzs.stat.gov.rs) Zaključci su mnogo nepovoljniji ukoliko se posmatraju odgovarajući indikatori koji se odnose na delatnost bioskopa.
LL@(23637)  => Raspoloživi podaci ukazuju na kontinuirani 3 Počev od 2000. godine izostaju podaci za Kosovo i Metohiju.
LL@(23638)  => 4 Počev od 2008. godine, izostaju podaci za Kosovo i Metohiju.
LL@(23639) Graph 5: Number of cinemas and of their visitors in Serbia4 Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) 3 As of 2000, data for Kosovo and Metohija are missing 4 As of 2008, data for Kosovo and Metohija are missing Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) In case of archives in Serbia, data show that the scope of contents they provide rises, with slight fluctuations over time. => Izvor: ~~~ Pripremljeno prema podacima Republičkog zavoda za statistiku (http://webrzs.stat.gov.rs) Kada je u pitanju korišćenje arhiva u Srbiji, podaci pokazuju da se obim sadržaja koji oni obezbeđuju povećava, uz manje oscilacije tokom vremena.
LL@(23640) Despite this tendency, the number of their users decreases in comparison with the late 1980s and the beginning of 1990s. => Uprkos takvoj tendenciji, smanjuje se broj njihovih korisnika u poređenju sa krajem 80-ih i početkom 90-ih godina.
LL@(23641) For example, archives in this country recorded 12622 users in 1987, while only 8184 users two decades later, i.e., in 2008. => Na primer, arhivi u našoj zemlji su brojali 12622 korisnika 1987. godine, a svega 8184 korisnika oko dve decenije kasnije, tj. 2008. godine.
LL@(23642) Long-term management of the cultural development of the society is one of the most complex fields in the work of the Government of Serbia, one that requires that balance be established, not so much between competition, goals and priorities as it happens in other segments of public practical policy, but between the competition of the vision of the role the culture plays in a society. => Dugoročno upravljanje kulturnim razvojem društva predstavlja jedan od najsloženijih domena Vlade Srbije, koji zahteva uspostavljanje balansa, ne toliko između konkurencije, ciljeva i prioriteta kao u drugim oblastima javne praktične politike, koliko između konkurencije vizije o ulozi kulture u društvu.
LL@(23643) This means that ideological concepts of modern cultural policies in Serbia should be based on establishing the balance between creativity, market efficiency and effectiveness and the satisfaction of social and cultural needs of the society. => To znači da idejni koncepti savremenih kulturnih politika u Srbiji treba da se zasnivaju na uspostavljanju ravnoteže između kreativnosti, tržišne efikasnosti i efektivnosti i zadovoljenja socijalnih i kulturnih potreba društva.
LL@(23644) This also means establishing the balance between the protection and improvement of the cultural heritage, enhancing modern production and creating conditions for the development of a dynamic and varied cultural life on the entire territory of the country. => To takođe podrazumeva uspostavljanje balansa između zaštite i unapređenja kulturne baštine, podsticanja savremene umetničke produkcije i stvaranja uslova za razvoj dinamičnog i raznovrsnog kulturnog života na ukupnoj teritoriji države.
LL@(23645) Hence conducting the cultural policy in Serbia, as in any other modern, democratic state founded on the peoples will, requires both visionary skills and the knowledge of the strategies and tools by which visions can be made concrete and realized to meet the needs of the society as a whole, and also the needs of specific social groups (\ukić, 2010, pp. 401-402). => Zato vođenje kulturne politike u Srbiji, kao i u svakoj savremenoj demokratskoj državi utemeljenoj na volji naroda, zahteva vizionarske sposobnosti, ali i znanje o strategijama i instrumentima sa kojima se vizije mogu konkretizovati i ostvariti u skladu sa potrebama društva u celini, kao i posebnih društvenih grupa ( \ukić, 2010, str 401-402).
LL@(23646) The fact is that the negative effects of the global economic crisis in the developed European countries resulted in an increasing number of people who believe that the entire cultural sector should be left to the market type of financing. ~~~ Serbia, which is, according to the macroeconomic indicators, on a considerable lower level of development, should also search for sources of financing culture, alternative to the public system of financing in this sector. => Imajući u vidu da je u razvijenim evropskim zemljama usled negativnog uticaja globalne ekonomske krize sve više pristalica stanovišta prema kome bi celokupan sektor kulture trebao biti prepušten isključivo tržišnom načinu finansiranja, tim pre u Srbiji, koja je po makroekonomskim pokazateljima na znatno nižem nivou razvijenosti, trebalo bi tražiti akternativne izvore finansiranja javnom sistemu finansiranja kulture.
LL@(23647) The state should stimulate entrepreneurship in culture by favourable loans and tax reliefs in order that budget should be relieved from expenditures for culture in those segments that can then be left to entrepreneurs, who will in turn start the activities on a commercial basis and use their own funds to finance their development. => Država bi trebalo da stimuliše preduzetništvo u kulturi povoljnim kreditima i poreskim olakšicama kako bi rasteretila budžetska izdvajanja za kulturu u onim segmentima, koji se mogu prepustiti preduzetnicima da na komercijalnoj osnovi pokrenu aktivnosti i obezbede sopstvenim sredstvima njihov razvoj.
LL@(23648) This especially applies to the music and video-production companies, ceramics studios, festival organization agencies, galleries, bookshops, ballet and acting schools, etc. => Misli se pre svega na muzičke i video-produkcijske kuće, keramičarski studio, agencije za organizaciju festivala, galerije, knjižare, studija baleta, glume i t.d.
LL@(23649) There are, however, such segments of culture as museums or theatres that cannot be exclusively left to the market. => Postoje međutim segmenti kulture poput muzeja, pozorišta koji se ne mogu isključivo prepustiti tržištu.
LL@(23650) These segments are of importance for our national identity and the state has to pay more attention to them and find ways to increase the funds to finance their activities in order that their survival should not be endangered. => Ti segmenti su od značaja za naš nacionalni identitet i država im mora posvetiti više pažnje i naći način povećanja sredstava za njihovo finansiranje kako se ne bi ugrozio njihov opstanak.
LL@(23651) Cultural institutions, no less than the entrepreneurs themselves, will have to undertake a number of marketing steps in order to succeed. => Kulturne ustanove kao i sami preduzetnici moraju preduzeti niz marketinških aktivnosti kako bi bili uspešni.
LL@(23652) Project promoters have to make effort to approach the prospective users of their services to achieve market success. ~~~ 4. => Nosioci projekata moraju se potruditi da dopru do zainteresovanih kupaca svojih usluga kako bi imali tržišni uspeh. 4.
LL@(23653) Conclusion Financing cultural institutions becomes an increasingly difficult task in unfavourable economic conditions, nevertheless, several measures can be identified towards relieving the problems of the lack of finances. => Zaključak Iako u nepovoljnim ekonomskim uslovima postoji veoma sužen prostor za finansiranje kulturnih institucija, moguće je identifikovati više mera kojima se ublažavaju problemi nedostatka finansijskih sredstava.
LL@(23654) The possible suggestions especially list: intensifying cooperation between cultural institutions, encouraging the projects of mutual marketing and sharing resources, provision of more favourable terms of credit-based financing, reducing procedural requirements in competing for funds and encouraging these institutions to find solutions through cooperation with non-profit organizations outside the cultural sector. => U tom smislu, kao mogući predlozi posebno se izdvajaju: intenziviranje saradnje kulturnih institucija, podsticanje projekata zajedničkog marketinga i podele resursa, obezbeđenje povoljnijih uslova kreditnog finansiranja, smanjenje proceduralnih zahteva pri konkurisanju za dodelu materijalnih sredstava i ohrabrivanje ovih institucija za pronalaženje rešenja u saradnji sa neprofitnim organizacijama izvan oblasti kulture.
LL@(23655) Furthermore, the state should stimulate entrepreneurship in culture to solve the problem of the lack of budget for financing culture. ~~~ Of special importance is the proactive approach of cultural institutions themselves, in both the short-term and the long-term time horizons. => Takođe, država mora stimulisati preduzetništvo u kulturi kako bi se rešio problem nedostatka budžetskih sredstava za finansiranje kulture. ograničenih sredstava, ali i kontinuirano informisanje organa upravljanja, zaposlenih i svih stejkholdera organizacije o predstojećim izazovima i alternativama izbora.
LL@(23656) It entails projections of budgets and prospective scenarios lasting for several years, strategic decision-making on priorities when using limited funds, but also a continual informing the government bodies, the employees and all the stakeholders of the organization on the coming challenges and alternatives in making choices. => 
LL@(23657) Finally, it must always be kept in mind that economic trends are not the only determinant of modern developments in culture. => Konačno, treba imati u vidu da ekonomski trendovi nisu jedina determinanta savremenih dešavanja u kulturi.
LL@(23658) In addition to the change in the pattern of financing culture from public and private sources, globally viewed, evident are the demographic, technological changes, as well as changes in the manner in which people spend their leisure time. => Pored promene obrasca finansiranja kulture iz javnih i privatnih izvora, globalno posmatrano, uočljive su demografske, tehnološke, ali i promene u pogledu načina korišćenja slobodnog vremena ljudi.
LL@(23659) In order to survive in the conditions induced by all the above listed factors, cultural institutions themselves are forced to change and adjust the method in which they work. ~~~ (Helicon, 2009b, p.3) REFERENCES Š1Ë \ukić, V. (2010) => Da bi opstale u uslovima delovanja svih navedenih faktora, i same kulturne institucije su prinuđene da menjaju i prilagođavaju način svog delovanja. (Helicon (2009b), str. 3).
LL@(23660) Država i Kultura, Čigoja štam pa, Beograd, pp. 401-402. => 
LL@(23661) Š2Ë Einarsson, A. (2008) ~~~ The economic impact of pub lic cultural expenditures on creative industries under increasing globalization, Bifröst Journal of Social Science, No. 2, pp. 27-46.) => 
LL@(23662) Š3Ë Galloway S. (2000) ~~~ Public Spending on the Arts within the UK, Centre for Cultural Policy Research, Glasgow (downloaded 08.08.2011. from: http://www.britishtheatreguide.info/news/CCPR%2 0Arts%20Spending%20Briefing.pdf) Š4Ë Granato, J., Inglehart, R., Leblang, D. (1996) => LITERATURA Š1Ë \ukić, V. (2010) Država i Kultura, Čigoja štam pa, Beograd str. 401-402. Š2Ë Einarsson, A. (2008) The economic impact of pub lic cultural expenditures on creative industries under increasing globalization, Bifröst Journal of Social Science, No. 2, str. 27-46.) Š3Ë Galloway S. (2000) Public Spending on the Arts within the UK, Centre for Cultural Policy Research, Glasgow (preuzeto 08.08.2011. sa: http://www.britishtheatreguide.info/news/CCPR%2 0Arts%20Spending%20Briefing.pdf) Š4Ë Granato, J., Inglehart, R., Leblang, D. (1996) The Effect of Cultural Values on Economic Development:
LL@(23663) The Effect of Cultural Values on Economic Development: Theory, Hypotheses and some Empirical Tests, American Journal of Political Science, Vol. 40, No.3, pp. 607-631. => Theory, Hypotheses and some Empirical Tests, American Journal of Political Science, Vol.
LL@(23664) Š5Ë Haydon, B. (2000) => 40, No.3, str. 607-631. Š5Ë Haydon, B. (2000) Cultural Statistics within a Developed Statistics System (Australia and Canada), World Culture Report, Highlights, Part Five, UNESCO; Paris (preuzeto 02.09.2011. sa: http://www.unesco.org/culture/worldreport/ html_eng/wcrb51.shtml) Š6Ë Helicon (2009a) Arts and Recession:
LL@(23665) Cultural Statistics within a Developed Statistics System (Australia and Canada), World Culture Report, Highlights, Part Five, UNESCO; Paris (downloaded 02.09.2011. from: http://www.unesco.org/culture/worldreport/ html_eng/wcrb51.shtml) Š6Ë Helicon (2009a) Arts and Recession: The Economic Recessionžs Impact on Cultural Organizations in Washington State, New York (downloaded 08.08.2011. from: http://www.arts.wa.gov/projects/documents/ArtsAnd-Recession.pdf) Š7Ë Helicon (2009b) «The Economic Recessionžs Impact on Cultural Organizations in the Puget Sound», New York, (downloaded 07.09.2011. from http://www.heliconcollab.net/ files/ Puget-SoundArts-Environmental-Scan.2009-03-09.pdf) Š8Ë Herrero, L.C., Sanz, J.A., Devesa, M., Bedate, A., Š16Ë Republički zavod za statistiku RS (2010) Barrio, M.J. (2006) => The Economic Recessionžs Impact on Cultural Organizations in Washington State, New York (preuzeto 08.08.2011. sa: http://www.arts.wa.gov/projects/documents/ArtsAnd-Recession.pdf) Š7Ë Helicon (2009b) «The Economic Recessionžs Impact on Cultural Organizations in the Puget Sound», New York, (preuzeto 07.09.2011. sa http://www.heliconcollab.net/ files/ Puget-SoundArts-Environmental-Scan. ~~~ Od posebnog značaja je proaktivan pristup samih institucija, kako u kratkom, tako i u dužem vremenskom horizontu.
LL@(23666) The Economic Impact of Cultural Events a Case Study of Salamanca 2002, European Capital of Culture, European Urban and Regional Studies, No.13(1), pp. 41-57. => Pod njim se podrazumevaju višegodišnje projekcije budžeta i potencijalnih finansijskih scenarija, strateško odlučivanje o prioritetima pri korišćenju Š8Ë Herrero, L.C., Sanz, J.A., Devesa, M., Bedate, A., Barrio, M.J. (2006) The Economic Impact of Cultural Events a Case Study of Salamanca 2002, European Capital of Culture, European Urban and Regional Studies, No.13(1), str. 41-57. Š9Ë Madden, C., (2009) Global Financial Crisis and Š17Ë Schuster M.D. (1985) Supporting the Arts:
LL@(23667) Š9Ë Madden, C., (2009) Global Financial Crisis and Recession: Impact on the Arts, DžArt Report No.37, International Association of Arts Councils and Culture Agencies (IFACCA), Sydney Š10Ë Ministarstvo kulture, informisanja i informa cionog društva RS (2011) Informator o radu, Beograd Š11Ë Myerscough (1988) The Economic Importance of the Arts in Britain, Policy Studies Institute, London Š12Ë Madžar Lj.( 2004), Kultura kao činilac i ograničenje razvoja,Kultura i razvoj,Institut društvenih nauka,Beograd. => An Recession: ~~~ Impact on the Arts, DžArt Report No.37, International Association of Arts Councils and Culture Agencies (IFACCA), Sydney Š10Ë Ministarstvo kulture, informisanja i informa cionog društva RS (2011) Informator o radu, Beograd Š11Ë Myerscough (1988) The Economic Importance of the Arts in Britain, Policy Studies Institute, London Š12Ë Madžar Lj.( 2004), Kultura kao činilac i ograničenje razvoja,Kultura i razvoj,Institut društvenih nauka,Beograd.
LL@(23668) Š13Ë National Endowment for the Arts (2000) International Data on Government Spending on the Arts, Note No.74, Research Division (downloaded 08.08.2011. from: http://www.nea.gov/research/notes/74.pdf) Š14Ë OžConnor, J., (1998) The Cultural Production Sector in Manchester, Research and strategy, Manchester Institute for Popular Culture, Manchester Statistički godišnjak Srbije 2010, Beograd Š17Ë Schuster M.D. (1985) ~~~ Supporting the Arts: An International Comparative Study. => Š13Ë National Endowment for the Arts (2000) International Data on Government Spending on the Arts, Note No.74, Research Division (preuzeto 08.08.2011. sa: http://www.nea.gov/research/notes/74.pdf) Š14Ë OžConnor, J., (1998) The Cultural Production Sector in Manchester, Research and strategy, Manchester Institute for Popular Culture, Manchester Š15Ë Republički zavod za statistiku RS (2009) Statistički godišnjak Srbije 2009, Beograd Š16Ë Republički zavod za statistiku RS (2010) Statistički godišnjak Srbije 2010, Beograd International Comparative Study.
LL@(23669) Canada, Federal Republic of Germany, France, Italy, Great Britain, Netherlands, Sweden, United States, National Endowment for the Arts, Massachusetts Š18Ë Shaw, P., (2000), Measuring the Impact of Culture?, Seminar Report, Arts Research Digest, Issue 20, Arts Research Limited Š19Ë SICA Dutsh Centre for International Cultural Activities (2010) «The economic crisis and the prospects for art and culture in Europe» (downloaded 07.09.2011. from: http://www.culturalpolicies.net/web/files/83/en/en_crisis_and_ prospects_for_art_and_culture_in_europe_oct201 0.pdf Š20Ë [ešić M.,Stojković B. (2007) ~~~ Kultura menadžment animacija marketing, Clio, Beograd, pp. 247-265. => Canada, Federal Republic of Germany, France, Italy, Great Britain, Netherlands, Sweden, United States, National Endowment for the Arts, Massachusetts Š18Ë Shaw, P., (2000), Measuring the Impact of Culture?, Seminar Report, Arts Research Digest, Issue 20, Arts Research Limited Š19Ë SICA Dutsh Centre for International Cultural Activities (2010) «The economic crisis and the prospects for art and culture in Europe» (preuzeto 07.09.2011. sa: http://www.culturalpolicies.net/web/files/83/en/en_ crisis_and_ prospects_for_art_and_culture_in_europe_oct2010.pdf Š20Ë [ešić M.,Stojković B. (2007) Kultura menadžment animacija marketing, Clio, Beograd, str. 247-265. Š21Ë Zakon o budžetu Republike Srbije u 2011. godini, Sl. glasnik RS, broj 20/2011 Š22Ë Zakon o izmenama i dopunama Zakona o budžetu Republike Srbije za 2010. godinu, Sl. glasnik RS, broj 91/2010 Š23Ë Zavod za proučavanje kulturnog razvitka RS (2009) Kulturne politike gradova Srbije:
LL@(23670) Š21Ë Zakon o budžetu Republike Srbije u 2011. godini, Sl. glasnik RS, no 20/2011 Š22Ë Zakon o izmenama i dopunama Zakona o budžetu Republike Srbije za 2010. godinu, Sl. glasnik RS, broj 91/2010 Š23Ë Zavod za proučavanje kulturnog razvitka RS (2009) Kulturne politike gradova Srbije: Kulturni resursi gradova uporedni prikaz, Beograd Š15Ë Republički zavod za statistiku RS (2009) Statistički godišnjak Srbije 2009, Beograd Š24Ë http://webrzs.stat.gov.rs Š25Ë http:// www.imo.hr Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal. => Kulturni resursi gradova uporedni prikaz, Beograd Š24Ë http://webrzs.stat.gov.rs Š25Ë http:// www.imo.hr Uputstvo za pripremu rada NASLOV RADA ( u najviše dva reda ) TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Marković1, Ivan Ivanović2 1Fakultet organizacionih nauka u Beogradu 2Saobraćajni fakultet u Beogradu tabele, literaturu Sadržaj - U ovom uputstvu je opisano na koji način je potrebno pripremiti radove za časopis. ~~~ Rukopis rada tehnički obraditi po ugledu na tekst ovog uputstva.
LL@(23671) Your papers should be prepared according to the instructions. => Abstract - This document presents a template for preparing the camera-ready papers that will be included in the journal.
LL@(23672) 1. => We suggest your papers to be prepared in form of this template. 1.
LL@(23673) INTRODUCTION Papers have to be written in English. => UVOD Radove pisati na srpskom ili engleskom jeziku.
LL@(23674) Original papers should be typed one sided A4 format (210x297mm). => Original rada treba da bude otkucan samo sa jedne strane listova A4 formata (210 x 297 mm).
LL@(23675) Use margin 2,5 upper, 2 cm lower, left and right. => Koristiti margine: ~~~ 2.5 cm gornja, 2 cm donja, leva i desna.
LL@(23676) Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices. => Maksimalan obim rada je 8 strana, uključujući i tekst, slike, i ostale priloge.
LL@(23677) Pages are numbered with graphite pencil in upper right corner. => Stranice numerisati grafitnom olovkom u gornjem desnom uglu.
LL@(23678) Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0. => Radove dostaviti u dva primerka (original + jedna kopija) i na disketi u formatu MS Word 6.0 Ako zadnja stranica teksta nije popunjena, kolone na toj stranici svesti na istu dužinu. 2.
LL@(23679) If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2. => PODNASLOV (npr. Simulacioni model) Na sredini prve stranice rukopisa, nakon jednog praznog reda, napisati naslov rada na srpskom jeziku.
LL@(23680) SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper. => Ispod njega sledi naziv rada na engleskom jeziku.
LL@(23681) Use font Times Roman Bold 14 pt. => Koristiti font TimesRomanBold 14 pt.
LL@(23682) The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction.. => Imena autora i nazive njihovih institucija pisati fontom TimesRoman 10 pt, takođe na sredini stranice. ~~~ Način pisanja je pokazan na početku ovog uputstva.
LL@(23683) Other parts type in two columns 0,5 cm in between. => Ostali delovi rukopisa se obrađuju u dve kolone razmaknute 0,5 cm.
LL@(23684) Paper is typed normal space and double space between paragraphs. => Rad kucati običnim proredom i dvostrukim proredom između pasusa.
LL@(23685) Font Roman 10 pt is recommended. => Preporučuje se font TimesRoman 10 pt, kojim je kucano i ovo uputstvo.
LL@(23686) Beginning of the paragraph is typed at the very beginning of the columns. => Početak pasusa kucati od početka kolone.
LL@(23687) The title of the paper and names of authors are followed by short abstract in Italic. => Posle naslova rada i imena autora sledi kratak sadržaj na srpskom jeziku pisan kurzivom - Italic.
LL@(23688)  => Iza toga sledi kratak sadržaj na engleskom takođe pisan jeziku kurzivom - Italic.
LL@(23689) All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3. => Podnaslove u rukopisu pisati u Bold-u velikim slovima veličine kao u tekstu (ne manje od 10 pt).
LL@(23690) SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. => 3. PODNASLOV (npr UPOREDNA ANALIZA ) Jednačine pisati u jednoj koloni sa numeracijom uz desnu ivicu, kao ) )] ) (12) ( E r E σ2 − = ( [ r , p i ( r p p Ako se ne želi prelamanje, jednačine se mogu pisati preko obe kolone. 4.
LL@(23691) CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column. => ZAKLJUČAK n ∑ = i Slike, tabele, grafikone ili listing programa prilagoditi širini jedne kolone.
LL@(23692) If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns. => Ukoliko je potrebno ubaciti neku od navedenih ilustracija za koju je jedna kolona nedovoljna, koristiti širinu cele stranice i odmah potom preći na dvokolonsko formatiranje.
LL@(23693) See the figure below. => U nastavku se daje primer slike sa legendom.
LL@(23694) R[$] Figure 1. => R[$] Slika 3.
LL@(23695) Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets. => Grafički prikaz rezultata t [s] LITERATURA Navesti samo literaturu koja je direktno vezana za problematiku rada, a redne brojeve referenci kucati u uglastim zagradama.
LL@(23696) Literature in text has to be quoted in angular brackets to the order of their quotation . => Literatura se u tekstu navodi u uglastim zagradama po redosledu citiranja.
LL@(23697) For example in [5] it is shown that. => Na primer, u Š5Ë je pokazano....
LL@(23698) The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] => U nastavku se daje primer navođenja literature na kraju rada. [1] Banks, J. and S. J. Carson, Discrete-Event System Simulation, Prentice-Hall, New Jersey, 1984. [2] Bodily, S. Spreadsheet Modeling as a Stepping Stone, Interfaces, Vol.
LL@(23699) Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. => 16, No. 5, pp 34-52, 1986 [3] Protić D. Simulacija rada Aerodroma Beograd, Zbornik radova, SinfoN, str. 75-81, Zlatibor, 1994
LL@(23700) Proceedings of work, SINFF-N, page 75 -81. => 
LL@(23701) Zlatibor => 
LL@(23702)  => 
MATCH@M:(Choosing a proper enterpreneurial strategy depends on what one finds more important - the basic outcome, the relationship outcome, or both.===>Izbor pregovaračke strategije se zasniva na tome da li nam je bitniji suštinski ishod, ishod odnosa ili obe ove dimenzije.)
MATCH@E:(Choosing a proper enterpreneurial strategy depends on what one finds more important the basic outcome, the relationship outcome, or both.===>Izbor pregovaračke strategije se zasniva na tome da li nam je bitniji suštinski ishod, ishod odnosa ili obe ove dimenzije.)
MATCH@M:(Success in negotiating is a matter of attitude to how the negotiation processes itself is conducted and what is being done to reach optimal results.===>Uspešnost u pregovaranju je stvar shvatanja kako se pregovaranja odvijaju i kako postići optimalni ishod.)
MATCH@E:(Success in negotiating is a matter of attitude to how the negotiation processes itself is conducted and what is being done to reach optimal results.===>Uspešnost u pregovaranju je stvar shvatanja kako se pregovaranja odvijaju i kako postići optimalni ishod.)
MATCH@M:(Our aim in this study is to provide guidelines to be used both for the purpose of successful negotiating and of dealing with various situations we might find ourselves in as negotiators.===>Svrha ovog rada je da da vodiče za uspešno obavljanje pregovora i kako ih primeniti na različite situacije u kojima se kao pregovarači možemo naći.)
MATCH@E:(Our aim in this study is to provide guidelines to be used both for the purpose of successful negotiating and of dealing with various situations we might find ourselves in as negotiators. ~~~ 1.===>Svrha ovog rada je da da vodiče za uspešno obavljanje pregovora i kako ih primeniti na različite situacije u kojima se kao pregovarači možemo naći.)
MATCH@M:(There are numerous definitions of negotiations, among which three characteristic examples are listed in this report.===>Ima brojnih definicija pregovaranja od kojih dajemo tri karakteristična primera.)
MATCH@E:(Drfining negotiation There are numerous definitions of negotiations, among which three characteristic examples are listed in this report.===>Definisanje pregovaranja Ima brojnih definicija pregovaranja od kojih dajemo tri karakteristična primera.)
MATCH@M:(Gulliver defines negotiating as a process in which two parties, supported by others, attempt to achieve a mutual decision on the issue of dissagreement [1].===>Gulliver definiše pregovaranje kao proces u kojem dve strane, uz podršku drugih, pokušavaju da postignu zajedničku odluku o problemu oko kojeg postoji neslaganje [1].)
MATCH@E:(Gulliver defines negotiating as a process in which two parties, supported by others, attempt to achieve a mutual decision on the issue of dissagreement Š1Ë.===>Gulliver definiše pregovaranje kao proces u kojem dve strane, uz podršku drugih, pokušavaju da postignu zajedničku odluku o problemu oko kojeg postoji neslaganje Š1Ë.)
MATCH@M:(As much as these definitions differ in details, they nevertheless share some mutual features: negotiation includes two or more negotiating parties; each of the parties have their objectives which may be incompatible to a smaller or to a larger extent; during some kind of process alternatives are sought for the purpose of reaching an agreement between/among the parties.===>Mada se ove definicije razlikuju u detaljima, one dele neke opšte karakteristike: u pregovaranje je uključeno dve ili više pregovaračkih strana, svaka od njih ima neke ciljeve koji mogu biti manje ili više u nesaglasju, u nekoj formi procesa istražuju se alternative u svrhu postizanja sporazuma između strana.)
MATCH@E:(As much as these definitions differ in details, they nevertheless share some mutual features: negotiation includes two or more negotiating parties; each of the parties have their objectives which may be incompatible to a smaller or to a larger extent; during some kind of process alternatives are sought for the purpose of reaching an agreement between/among the parties.===>Mada se ove definicije razlikuju u detaljima, one dele neke opšte karakteristike: u pregovaranje je uključeno dve ili više pregovaračkih strana, svaka od njih ima neke ciljeve koji mogu biti manje ili više u nesaglasju, u nekoj formi procesa istražuju se alternative u svrhu postizanja sporazuma između strana.)
MATCH@M:(1.	Negotiating is primarily a process that includes two parties - two persons, two groups, two organizations, or an interpersonal relationship.===>1.	Pregovaranje je prvenstveno proces koji uključuje dve strane - dve osobe, dve grupe, dve organizacije ili međulični proces.)
MATCH@E:(Negotiating is primarily a process that includes two parties two persons, two groups, two organizations, or an interpersonal relationship.===>1. ~~~ Pregovaranje je prvenstveno proces koji uključuje dve strane dve osobe, dve grupe, dve organizacije ili međulični proces.)
MATCH@M:(It is most frequently a one-to-one process.===>Pregovaranje je najčešće jedan-na-jedan proces.)
MATCH@E:(It is most frequently a one-to-one process.===>Pregovaranje je najčešće jedan-na-jedan proces.)
MATCH@M:(Negotiation can also be a group process, e.g. planning group whose members jointly work out a strategic plan.===>Takođe, pregovaranje može biti i grupni proces, kao npr. grupa za planiranje koja zajedničkim radom dolazi do strateškog plana.)
MATCH@E:(Negotiation can also be a group process, e.g. planning group whose members jointly work out a strategic plan.===>Takođe, pregovaranje može biti i grupni proces, kao npr. grupa za planiranje koja zajedničkim radom dolazi do strateškog plana.)
MATCH@M:(Negotiating can finally be viewed as a process going on within a sole person - an inward debate on how we are going to act.===>Na pregovaranje se može gledati i kao na proces unutar osobe - debata koja se odvija u nama šta ćemo činiti.)
MATCH@E:(Negotiating can finally be viewed as a process going on within a sole person an inward debate on how we are going to act. 2.===>Na pregovaranje se može gledati i kao na proces unutar osobe debata koja se odvija u nama šta ćemo činiti. 2.)
MATCH@M:(2.	The parties’ interests are incompatible, that is, they disagree about some issue.===>2.	Strane imaju nesaglasje interesa tj. one se ne slažu oko nečega.)
MATCH@E:(The parties interests are incompatible, that is, they disagree about some issue.===>Strane imaju nesaglasje interesa tj. one se ne slažu oko nečega.)
MATCH@M:(The issue may be a conflict of preferences, disagreement in attitudes on priorities or, most frequently, a conflist as regards resources: disagreement as to who will obtain a certain volume, amount or grant.===>To može biti sukob preferencija, nepodudarna mišljenja u vezi prioriteta ili najčešće sukob oko resursa: neslaganje oko toga ko će dobiti koju veličinu, iznos ili dotaciju.)
MATCH@E:(The issue may be a conflict of preferences, disagreement in attitudes on priorities or, most frequently, a conflist as regards resources: disagreement as to who will obtain a certain volume, amount or grant. ~~~ 3.===>To može biti sukob preferencija, nepodudarna mišljenja u vezi prioriteta ili najčešće sukob oko resursa: neslaganje oko toga ko će dobiti koju veličinu, iznos ili dotaciju. 3.)
MATCH@M:(3.	Negotiating is a predominantly voluntary activity.===>3.	Pregovaranje je uglavnom voljna aktivnost.)
MATCH@E:(Negotiating is a predominantly voluntary activity.===>Pregovaranje je uglavnom voljna aktivnost.)
MATCH@M:(Few negotiators are actually forced to negotiate; it is us who choose to negotiate in the belief that the process will improve our outcomes.===>Većina pregovarača je retko prisiljena da pregovara; već mi biramo da pregovaramo jer verujemo da će taj proces poboljšati naše ishode.)
MATCH@E:(Few negotiators are actually forced to negotiate; it is us who choose to negotiate in the belief that the process will improve our outcomes.===>Većina pregovarača je retko prisiljena da pregovara; već mi biramo da pregovaramo jer verujemo da će taj proces poboljšati naše ishode.)
MATCH@M:(Negotiations are voluntary in that we can always „take it or leave it“, however we negotiate in order to improve our outcomes via dialogue and discussion.===>Pregovori su voljni u smislu da uvek možemo da “prihvatimo li ostavimo”, ali pregovaramo da bismo poboljšali ishode kroz dijalog i diskusiju.)
MATCH@E:(Negotiations are voluntary in that we can always take it or leave it, however we negotiate in order to improve our outcomes via dialogue and discussion.===>Pregovo ri su voljni u smislu da uvek možemo da prihvatimo li ostavimo, ali pregovaramo da bismo poboljšali ishode kroz dijalog i diskusiju. 4.)
MATCH@M:(4.	Negotiations mean management of two types of entities: tangible and intangible assets.===>4.	Pregovori uključuju upravljanje sa dve vrste entiteta: materijalna i nematerijalna aktiva.)
MATCH@E:(4. ~~~ Negotiations mean management of two types of entities: tangible and intangible assets.===>Pregovori uključuju upravljanje sa dve vrste entiteta: materijalna i nematerijalna aktiva.)
MATCH@M:(Tangible assets cover all the real issues to be solved through negotiating and most attention in planning and negotiating is paid to these assets.===>Materijalna aktiva su stvarna pitanja koja treba rešiti putem pregovaranja i većina pažnje u planiranju i pregovorima odnosi se na ovu aktivu.)
MATCH@E:(Tangible assets cover all the real issues to be solved through negotiating and most attention in planning and negotiating is paid to these assets.===>Materijalna aktiva su stvarna pitanja koja treba rešiti putem pregovaranja i većina pažnje u planiranju i pregovorima odnosi se na ovu aktivu.)
MATCH@M:(Intangible assets is not so visible, they are rather psychological.===>Nematerijalna aktiva je manje vidljiva, više psihološka.)
MATCH@E:(Intangible assets is not so visible, they are rather psychological.===>Nematerijalna aktiva je manje vidljiva, više psihološka.)
MATCH@M:(The psychological goals and aspirations are paid less attention to, although they are sometimes more important.===>Oni kojima se pridaje manja pažnja, mada su ponekad važniji, su psihološki ciljevi i stremljenja.)
MATCH@E:(The psychological goals and aspirations are paid less attention to, although they are sometimes more important.===>Oni kojima se pridaje manja pažnja, mada su ponekad važniji, su psihološki ciljevi i stremljenja.)
MATCH@M:(Intangible assets may include superiority, „better advancing compared to competitor“, „appear tough and strong“, „being just to all parties“, etc.===>Nematerijalni ciljevi mogu da uključuju nadmoć, “bolje napredovanje od suparnika”, “izgledati izdržljivo i snažno”, “biti pravedan prema svim stranama”, itd.)
MATCH@E:(Intangible assets may include superiority, better advancing compared to competitor, appear tough and strong, being just to all parties, etc.===>Nematerijalni ciljevi mogu da uključuju nadmoć, bolje napredovanje od suparnika, izgledati izdržljivo i snažno, biti pravedan prema svim stranama, itd.)
MATCH@M:(Sound planning in negotiation require that the parties should determine any tangible and intangible assets important for the negotiations, and be careful about what is necessary to do so that intangible assets be efficiently satisfied.===>Zdravo planiranje u pregovaranju zahteva da strane utvrde svu materjalnu i nematerijalnu aktivu važnu za pregovore, i moraju imati obzira prema onome što je potrebno da se efikasno zadovolji nematerijalna aktiva.)
MATCH@E:(Sound planning in negotiation require that the parties should determine any tangible and intangible assets important for the negotiations, and be careful about what is necessary to do so that intangible assets be efficiently satisfied.===>Zdravo planiranje u pregovaranju zahteva da strane utvrde svu materjalnu i nematerijalnu aktivu važnu za pregovore, i moraju imati obzira prema onome što je potrebno da se efikasno zadovolji nematerijalna aktiva. 5.)
MATCH@M:(5.	Negotiating is a process of giving and taking.===>5.	Pregovaranje uključuje proces davanja i uzimanja.)
MATCH@E:(5. ~~~ Negotiating is a process of giving and taking.===>Pregovaranje uključuje proces davanja i uzimanja.)
MATCH@M:(When the parties envisage negotiations, the starting situations are not the same as those in which the negotiations are terminated.===>Kada strane predviđaju pregovaranje, početne situacije nisu iste kao one kojima se pregovori završavaju.)
MATCH@E:(When the parties envisage negotiations, the starting situations are not the same as those in which the negotiations are terminated.===>Kada strane predviđaju pregovaranje, početne situacije nisu iste kao one kojima se pregovori završavaju.)
MATCH@M:(Formulating an initial offer is done expecting that both parties will do it, and that they will normally differ in their starting positions; then they will „bargain“ until they reach some points of agreement.===>Formulisanje početnog zahteva se obavlja uz očekivanje da će obe strane to učiniti, da će biti udaljeni u svojim početnim pozicijama, a da će se zatim “cenkati” kako bi došli do zajedničkih tačaka.)
MATCH@E:(Formulating an initial offer is done expecting that both parties will do it, and that they will normally differ in their starting positions; then they will bargain until they reach some points of agreement.===>Formulisanje početnog zahteva se obavlja uz očekivanje da će obe strane to učiniti, da će biti udaljeni u svojim početnim pozicijama, a da će se zatim cenkati kako bi došli do zajedničkih tačaka.)
MATCH@M:(Finally the parties expect that they come sloser to each other in a kind of expected but not really predictable game, in which different outcomes are possible.===>Naposletku strane očekuju da se približe jedna drugoj, u nekom obliku očekivane ali ne tačno predvidive igre, pri čemu su mogući različiti krajnji ishodi.)
MATCH@E:(Finally the parties expect that they come sloser to each other in a kind of expected but not really predictable game, in which different outcomes are possible. ~~~ 3.===>Naposletku strane očekuju da se približe jedna drugoj, u nekom obliku očekivane ali ne tačno predvidive igre, pri čemu su mogući različiti krajnji ishodi.)
MATCH@M:(There are different ways in which one negotiator can achieve advantage during negotiations.===>Postoji mnogo načina kojima pregovarač može postići nadmoć u toku pregovora.)
MATCH@E:(Power factors in negotiating There are different ways in which one negotiator can achieve advantage during negotiations.===>Faktori moći u pregovaranju Postoji mnogo načina kojima pregovarač može postići nadmoć u toku pregovora.)
MATCH@M:(The power factor is an element that may significantly increase or reduce the negotiator’s capability of achieving his goals.===>Faktor moći je element koji značajno može da uveća ili da umanji pregovara-čevu sposobnost da postigne ciljeve.)
MATCH@E:(The power factor is an element that may significantly increase or reduce the negotiators capability of achieving his goals.===>Faktor moći je element koji značajno može da uveća ili da umanji pregovaračevu sposobnost da postigne ciljeve.)
MATCH@M:((1) the nature and kind of available information; (2) the presence of constitutive boards and their support; (3) time and deadlines; (4) alternatives in reaching the agreement proposed; (5) negotiators’ personal traits===>(1) priroda i vrsta raspoloživih informacija, (2) prisustvo konstitutivnih odbora i njihova podrška, (3) vreme i rokovi, (4)	alternative u postizanju predloženog sporazuma i(5)	lične osobine pregovarača.)
MATCH@E:(The following key factors act in such a way. ~~~ (1) the nature and kind of available information; (2) the presence of constitutive boards and their support; (3) time and deadlines; (4) alternatives in reaching the agreement proposed; (5) negotiators personal traits.===>Sledećih pet ključnih faktora deluju na takav način. (1) priroda i vrsta raspoloživih informacija, (2) prisustvo konstitutivnih odbora i njihova podrška, (3) vreme i rokovi, (4) alternative u postizanju predloženog sporazuma i (5) lične osobine pregovarača.)
MATCH@M:(Information.===>Informacije.)
MATCH@E:(Information.===>Informacije.)
MATCH@M:(It does not suffice that we just declare (or require) that we want something, we have to be able to state why we want it and use convincing arguments to support our claim.===>Nije dovoljno da samo izjavimo (ili zahtevamo) da nešto želimo, moramo biti sposobni da navedemo zašto to želimo i da koristimo argumente za ubeđiva-nje.)
MATCH@E:(It does not suffice that we just declare (or require) that we want something, we have to be able to state why we want it and use convincing arguments to support our claim.===>Nije dovoljno da samo izjavimo (ili zahtevamo) da nešto želimo, moramo biti sposobni da navedemo zašto to želimo i da koristimo argumente za ubeđivanje.)
MATCH@M:(Therefore, successful negotiators try to predict which information they will need in any possible situation and they prepare thoroughly.===>Stoga, uspešni pregovarači pretpostavljaju koje informacije će im biti potrebne u bilo kojoj situaciji i temeljno se pripremaju.)
MATCH@E:(Therefore, successful negotiators try to predict which information they will need in any possible situation and they prepare thoroughly.===>Stoga, uspešni pregovarači pretpostavljaju koje informacije će im biti potrebne u bilo kojoj situaciji i temeljno se pripremaju.)
MATCH@M:(The better the preparation, organization and use of information, the better the chances that the party will have a more convincing case.===>Što je bolja priprema, organi-zovanje i upotreba informacija, sve je više izgleda da će ta strana imati ubedljiviji slučaj.)
MATCH@E:(The better the preparation, organization and use of information, the better the chances that the party will have a more convincing case.===>Što je bolja priprema, organizovanje i upotreba informacija, sve je više izgleda da će ta strana imati ubedljiviji slučaj.)
MATCH@M:(In any interaction, especially the competitive one, the more we get to know about or opponent, the better our predictions of his behaviour will be.===>U svakoj interakciji, naročito takmičarskoj, što više saznamo o suparniku, bolje ćemo predvideti kako će se ponašati.)
MATCH@E:(In any interaction, especially the competitive one, the more we get to know about or opponent, the better our predictions of his behaviour will be.===>U svakoj interakciji, naročito takmičarskoj, što više saznamo o suparniku, bolje ćemo predvideti kako će se ponašati.)
MATCH@M:(A better preparation, predicting the necessary information in order to successfully discuss the position or challenge the other party help increase our power most.===>Bolja priprema, kroz predviđanje potrebnih informacija da bi se uspešno raspravljala pozicija ili osporavali argumenti suparnika, je glavno za uvećavanje nečije moći.)
MATCH@E:(A better preparation, predicting the necessary information in order to successfully discuss the position or challenge the other party help increase our power most.===>Bolja priprema, kroz predviđanje potrebnih informacija da bi se uspešno raspravljala pozicija ili osporavali argumenti suparnika, je glavno za uvećavanje nečije moći.)
MATCH@M:(Constitutive board and organizational support.===>Konstitutivni odbor i organizaciona podrška.)
MATCH@E:(Constitutive board and organizational support.===>Konstitutivni odbor i organizaciona podrška.)
MATCH@M:(In a large number of business negotiations the individual does not negotiate only for himself.===>U mnogim poslovnim pregovorima, pojedinac ne pregovara samo za sebe.)
MATCH@E:(In a large number of business negotiations the individual does not negotiate only for himself.===>U mnogim poslovnim pregovorima, pojedinac ne pregovara samo za sebe.)
MATCH@M:(The goals and purposes are set together with other individuals and groups that will benefit from winning or lose if the ne-goriations are not terminated in our favour.===>Ciljevi i svrhe su postavljeni zajedno sa drugim osobama i grupama koje će imati korist ako ih postigne ili će izgubiti ako to ne učini.)
MATCH@E:(The goals and purposes are set together with other individuals and groups that will benefit from winning or lose if the negoriations are not terminated in our favour.===>Ciljevi i svrhe su postavljeni zajedno sa drugim osobama i grupama koje će imati korist ako ih postigne ili će izgubiti ako to ne učini.)
MATCH@M:(A constitutive board is a group to which the negotiators belong and whose interests they promote or protect.===>Konstitutivni odbor je grupa kojoj pregovarači pripadaju i čije interese zagovaraju ili štite.)
MATCH@E:(A constitutive board is a group to which the negotiators belong and whose interests they promote or protect.===>Konstitutivni odbor je grupa kojoj pregovarači pripadaju i čije interese zagovaraju ili štite.)
MATCH@M:(Constitutive boards play two important roles in negotiations.===>Konstitutivni odbori igraju dve važne uloge u pregovaranju.)
MATCH@E:(Constitutive boards play two important roles in negotiations.===>Konstitutivni odbori igraju dve važne uloge u pregovaranju.)
MATCH@M:(Firstly, they help us define our goals, tell us what is acceptable and what is not as regards the initial offer, goal or final purpose.===>Prvo, pomažu nam da definišemo naše ciljeve, govore nam šta je prihvatljivo ili ne u smislu početne ponude, cilja i krajnje svrhe.)
MATCH@E:(Firstly, they help us define our goals, tell us what is acceptable and what is not as regards the initial offer, goal or final purpose.===>Prvo, pomažu nam da definišemo naše ciljeve, govore nam šta je prihvatljivo ili ne u smislu počet ne ponude, cilja i krajnje svrhe.)
MATCH@M:(Secondly, constitutive boards evaluate our achievement after we have returned from negotiations.===>Drugo, konstitutivni odbori nas ocenjuju kada se vratimo sa pregovora.)
MATCH@E:(Secondly, constitutive boards evaluate our achievement after we have returned from negotiations.===>Drugo, konstitutivni odbori nas ocenjuju kada se vratimo sa pregovora.)
MATCH@M:(They judge us on the basis of what we have achieved and they award or punish us accordingly.===>Sude o nama na osnovu onoga što smo postigli, pa nas prema tome nagrađuju ili kažnjavaju.)
MATCH@E:(They judge us on the basis of what we have achieved and they award or punish us accordingly.===>Sude o nama na osnovu onoga što smo postigli, pa nas prema tome nagrađuju ili kažnjavaju.)
MATCH@M:(Thus the negotiators often find it more difficult to persuade their constitutive boards which goals can reasonably be achieved than to persuade the other party about the nature of their goals.===>Tako je za mnoge pregovarače teže da ubede svoje konstitutivne odbore koji se ciljevi zaista mogu postići nego da ubede suparnike u prirodu svojih ciljeva.)
MATCH@E:(Thus the negotiators often find it more difficult to persuade their constitutive boards which goals can reasonably be achieved than to persuade the other party about the nature of their goals.===>Tako je za mnoge pregovarače teže da ubede svoje konstitutivne odbore koji se ciljevi zaista mogu postići nego da ubede suparnike u prirodu svojih ciljeva.)
MATCH@M:(The boards’ efforts are directed towards forcing the negotiator to do his best to achieve the set goals.===>Napori odbora su usmereni da nateraju pregovarača da se svom snagom bori za postavljene ciljeve.)
MATCH@E:(The boards efforts are directed towards forcing the negotiator to do his best to achieve the set goals.===>Napori odbora su usmereni da nateraju pregovarača da se svom snagom bori za postavljene ciljeve.)
MATCH@M:(The boards also manage the negotiator in that they manage his authority, his capability of doing the job himself.===>Takođe ovi odbori upravljaju pregovaračem tako što upravljaju njegovim ovlašćenjem, njegovom sposobnošću da sam obavi posao.)
MATCH@E:(The boards also manage the negotiator in that they manage his authority, his capability of doing the job himself.===>Takođe ovi odbori upravljaju pregovaračem tako što upravljaju njegovim ovlašćenjem, njegovom sposobnošću da sam obavi posao.)
MATCH@M:(Although those who are authorised to contract business themselves are thought to have more power, the negotiator usually does not find an absolute authority advantageous!===>Iako se za one koji su ovlašćeni da mogu sami da sklapaju poslove misli da imaju više moći, neograničeno ovlašćenje obično nije prednost za pregovarača!)
MATCH@E:(Although those who are authorised to contract business themselves are thought to have more power, the negotiator usually does not find an absolute authority advantageous!===>Iako se za one koji su ovlašćeni da mogu sami da sklapaju poslove misli da imaju više moći, neograničeno ovlašćenje obično nije prednost za pregovarača!)
MATCH@M:(All negotiators may be exposed to intense pressures from the part of the other party to agree; a negotiator who has to consult his constitutive board always has a „safety gauge“ protecting him from yielding to unreasonable pressures.===>Svi pregovarači mogu biti izloženi izuzetnim pritiscima od strane suparnika da se saglase; pregovarač koji mora da se dogovori sa svojim konstitutivnim odborom uvek ima “sigurnosni ventil” koji ga štiti da ne podlegne nerazumnim pritiscima.)
MATCH@E:(All negotiators may be exposed to intense pressures from the part of the other party to agree; a negotiator who has to consult his constitutive board always has a safety gauge protecting him from yielding to unreasonable pressures.===>Svi pregovarači mogu biti izloženi izuzetnim pritiscima od strane suparnika da se saglase; pregovarač koji mora da se dogovori sa svojim konstitutivnim odborom uvek ima sigurnosni ventil koji ga štiti da ne podlegne nerazumnim pritiscima.)
MATCH@M:(When a negotiator has a constitutive board that set reasonable goals to him and supports him in discussions, the negotiator is very powerful.===>Kada pregovarač ima konstitutivni odbor koji mu postavi razumne ciljeve i podržava ga u dogovaranju, pregovarač je veoma moćan.)
MATCH@E:(When a negotiator has a constitutive board that set reasonable goals to him and supports him in discussions, the negotiator is very powerful.===>Kada pregovarač ima konstitutivni odbor koji mu postavi razumne ciljeve i podržava ga u dogovaranju, pregovarač je veoma moćan.)
MATCH@M:(In case the constitutive board does not support the negotiator or severely limits his authority, or when the negotiator enjoys absolute authority, his power decreases significantly.===>Kada konstitutivni odbor ne podržava pregovarača i oštro ograničava njegova ovlašćenja ili kada pregovarač ima neograničena ovlašćenja, njegova moć značajno opada.)
MATCH@E:(In case the constitutive board does not support the negotiator or severely limits his authority, or when the negotiator enjoys absolute authority, his power decreases significantly.===>Kada konstitutivni odbor ne podržava pregovarača i oštro ograničava njegova ovlašćenja ili kada pregovarač ima neograničena ovlašćenja, njegova moć značajno opada.)
MATCH@M:(Time and deadlines pressure.===>Pritisak vremena i rokova.)
MATCH@E:(Time and deadlines pressure.===>Pritisak vremena i rokova.)
MATCH@M:(Negotiating is basically a time limited activity.===>Pregovaranje je u osnovi vremenski ograničena aktivnost.)
MATCH@E:(Negotiating is basically a time limited activity.===>Pregovaranje je u osnovi vremenski ograničena aktivnost.)
MATCH@M:(As a popular saying provides, „work fills the time available“, so the negotiations fill the time available.===>Kako poznata izreka kaže “rad ispunjava raspoloživo vreme”, tako i pregovori popunjavaju raspoloživo vreme.)
MATCH@E:(As a popular saying provides, work fills the time available, so the negotiations fill the time available.===>Kako poznata izreka kaže rad ispunjava raspoloživo vreme, tako i pregovori popunjavaju raspoloživo vreme.)
MATCH@M:(This means that the majority of concessions are made towards the end of negotiations.===>To znači da većina ustupaka se pravi pri isteku roka za pregovore.)
MATCH@E:(This means that the majority of concessions are made towards the end of negotiations.===>To znači da većina ustupaka se pravi pri isteku roka za pregovore.)
MATCH@M:(The reasons for this are numerous: the parties fail to create a programme, they lose a sense of time, they argue for too long, etc.===>Postoje mnogi razlozi zašto se ova pojava javlja: strane ne uspevaju da stvore program, izgube osećaj za vreme, raspravljaju predugo itd.)
MATCH@E:(The reasons for this are numerous: the parties fail to create a programme, they lose a sense of time, they argue for too long, etc.===>Postoje mnogi razlozi zašto se ova pojava javlja: strane ne uspevaju da stvore program, izgube osećaj za vreme, raspravljaju predugo itd.)
MATCH@M:(The most important reason, however, is that the deadline is a welcome excuse for making concessions.===>Ali najvažniji razlog je da rok stvara odgovarajuće opravdanje za pravljenje ustupaka.)
MATCH@E:(The most important reason, however, is that the deadline is a welcome excuse for making concessions.===>Ali najvažniji razlog je da rok stvara odgovarajuće opravdanje za pravlje nje ustupaka.)
MATCH@M:(Each party may state their arguments and points of view for an infinitely long time; without a deadline, the parties will continue to hesitate and put things off in order to exhaust each other.===>Svaka strana može da iznosi svoje argumente i gledište beskrajno dugo; ako nema roka strane će neprestano nastavljati da oklevaju i odlažu kako bi iznurili jedni druge.)
MATCH@E:(Each party may state their arguments and points of view for an infinitely long time; without a deadline, the parties will continue to hesitate and put things off in order to exhaust each other.===>Svaka strana može da iznosi svoje argumente i gledište beskrajno dugo; ako nema roka strane će neprestano nastavljati da oklevaju i odlažu kako bi iznurili jedni druge.)
MATCH@M:(However, when there is a deadline, the parties may use it to make concessions.===>Ali kad postoji rok, strane ga mogu iskoristiti kao razlog za pravljenje ustupaka.)
MATCH@E:(However, when there is a deadline, the parties may use it to make concessions.===>Ali kad postoji rok, strane ga mogu iskoristiti kao razlog za pravljenje ustupaka.)
MATCH@M:(Moreover, postponing may be useful for convincing your board that you „stuck as long as you could“ before you were forced to make a major concession.===>štaviše, odlaganje može biti uspešno za ubeđivanje vašeg konstitutivnog odbora da ste se “držali što je duže moguće” pre donošenja ključnog ustupka.)
MATCH@E:(Moreover, postponing may be useful for convincing your board that you stuck as long as you could before you were forced to make a major concession.===>Štaviše, odlaganje može biti uspešno za ubeđivanje vašeg konstitutivnog odbora da ste se držali što je duže moguće pre donošenja ključnog ustupka.)
MATCH@M:(When both parties have the same deadline or neither has it, the power of deadline is balanced.===>Kada obe strane imaju isti rok ili ga nijedna nema, snaga roka je izjednačena.)
MATCH@E:(When both parties have the same deadline or neither has it, the power of deadline is balanced.===>Kada obe strane imaju isti rok ili ga nijedna nema, snaga roka je izjednačena.)
MATCH@M:(However, when one party has a deadline, and the other does not, it is the party that does not, that has an advantage.===>Ali kad jedna strana ima rok a druga ga nema, strana bez roka ima prednost.)
MATCH@E:(However, when one party has a deadline, and the other does not, it is the party that does not, that has an advantage.===>Ali kad jedna strana ima rok a druga ga nema, strana bez roka ima prednost.)
MATCH@M:(The reason for that is that the party that does have a deadline feels pressure to move towards reaching the agreement, whereas the party that does not have a deadline does not feel a pressure at all; as a reasult, the latter may postpone things and set an unreasonable time pressure upon the former.===>Razlog za to je što strana koja ima rok oseća pritisak da načini pomak ka dogovoru, dok ova strana bez roka ne oseca takav pritisak; i kao rezultat toga, ovaj drugi može da odugovlači i postavlja neodgovarajući pritisak vremena na prvog.)
MATCH@E:(The reason for that is that the party that does have a deadline feels pressure to move towards reaching the agreement, whereas the party that does not have a deadline does not feel a pressure at all; as a reasult, the latter may postpone things and set an unreasonable time pressure upon the former.===>Razlog za to je što strana koja ima rok oseća pritisak da načini pomak ka dogovoru, dok ova strana bez roka ne oseća takav pritisak; i kao rezultat toga, ovaj drugi može da odugovlači i postavlja neodgovarajući pritisak vremena na prvog.)
MATCH@M:(Options towards reaching the agreement.===>Opcije do sporazuma.)
MATCH@E:(Options towards reaching the agreement.===>Opcije do sporazuma.)
MATCH@M:(The fourth factor is the power to have more than one alternative.===>Četvrti faktor je moć raspolaganja sa više alternativa.)
MATCH@E:(The fourth factor is the power to have more than one alternative.===>Četvrti faktor je moć raspolaganja sa više alternativa.)
MATCH@M:(People always negotiate as if the outcome they wish to achieve were the only possible outcome; consequently, they entirely devote themselves to the process, doing whatever it takes to complete the task.===>Ljudi stalno pregovaraju kao da je određeni ishod koji žele da postignu jedini moguć ishod; shodno tome, oni se u potpunosti predaju tom procesu, radeći štagod je potrebno da završe posao.)
MATCH@E:(People always negotiate as if the outcome they wish to achieve were the only possible outcome; consequently, they entirely devote themselves to the process, doing whatever it takes to complete the task.===>Ljudi stalno pregovaraju kao da je određeni ishod koji žele da postignu jedini moguć ishod; shodno tome, oni se u potpunosti predaju tom procesu, radeći štagod je potrebno da završe posao.)
MATCH@M:(This is a nonproductive negotiation behaviour; in an emotion-heated negotiation we become too eager to get a contract only to gain a feeling of psychological success from concluding the negotiations.===>To je neproduktivno pregovaračko ponašanje; u emotivnoj vrelini pregovaranja, postajemo isuviše predani da dobijemo posao samo da bismo stekli osećaj psihološkog uspeha iz zaključenja pregovora.)
MATCH@E:(This is a nonproductive negotiation behaviour; in an emotion-heated negotiation we become too eager to get a contract only to gain a feeling of psychological success from concluding the negotiations.===>To je neproduktivno pregovaračko ponašanje; u emotivnoj vrelini pregovaranja, postajemo isuviše predani da dobijemo posao samo da bismo stekli osećaj psihološkog uspeha iz zaključenja pregovora.)
MATCH@M:(Psychologists call this process of excessive eagerness a “falling into a trap“.===>Psiholozi nazivaju ovaj proces prevelike posvećenosti “hvatanje u zamku”.)
MATCH@E:(Psychologists call this process of excessive eagerness a falling into a trap.===>Psiholozi nazivaju ovaj proces prevelike posvećenosti hvatanje u zamku.)
MATCH@M:(In such a situation we feel as if we depended on the desired goal.===>U takvoj situaciji ponašamo se kao da smo zavisni od željenog cilja.)
MATCH@E:(In such a situation we feel as if we depended on the desired goal.===>U takvoj situaciji ponašamo se kao da smo zavisni od željenog cilja.)
MATCH@M:(We act like this because we are emotionally engaged; because we cannot withdraw in the face of obligations that are usually publicized, without fearing we will appear weak and silly to others; and because we invested so much time, money and energy so we cannot afford to withdraw.===>Tako se ponašamo jer smo emocionalno angažovani; jer ne možemo da se povučemo pred obavezama, koje su obično javno objavljene, a da ne pomislimo da ćemo izgledati slabo i glupo; i jer smo uložili već toliko vremena, novca i energije da ne možemo da dozvolimo da se povučemo.)
MATCH@E:(We act like this because we are emotionally engaged; because we cannot withdraw in the face of obligations that are usually publicized, without fearing we will appear weak and silly to others; and because we invested so much time, money and energy so we cannot afford to withdraw.===>Tako se ponašamo jer smo emocionalno angažovani; jer ne možemo da se povučemo pred obavezama, koje su obično javno objavljene, a da ne pomislimo da ćemo izgledati slabo i glupo; i jer smo uložili već toliko vremena, novca i energije da ne možemo da dozvolimo da se povučemo.)
MATCH@M:(Good options (for a possible agreement in negotiations) give us power, since they liberate us from these dynamics.===>Dobre opcije (za mogući sporazum u raspravi) daju nam moć jer nas oslobađaju ovih dinamika.)
MATCH@E:(Good options (for a possible agreement in negotiations) give us power, since they liberate us from these dynamics.===>Dobre opcije (za mogući sporazum u raspravi) daju nam moć jer nas oslobađaju ovih dinamika.)
MATCH@M:(We no longer have to insist in order that we should reach an agreement “at any price“.===>Ne moramo više da insistiramo da bi smo postigli dogovor “po svaku cenu”.)
MATCH@E:(We no longer have to insist in order that we should reach an agreement at any price.===>Ne moramo više da insistiramo da bi smo postigli dogovor po svaku cenu.)
MATCH@M:(If we have a good option, we will have no reason to feel desperate; if the job fails, we still have a chance to get back to that idea.===>Ako imamo dobru opciju, onda nećemo imati ikakvo osećanje očajanja; ako posao propadne uvek imamo mogućnost da se vratimo na tu ideju.)
MATCH@E:(If we have a good option, we will have no reason to feel desperate; if the job fails, we still have a chance to get back to that idea.===>Ako imamo dobru opciju, onda nećemo imati ikakvo osećanje očajanja; ako posao propadne uvek imamo mogućnost da se vratimo na tu ideju.)
MATCH@M:(Similarly, good options act as alternative to a “final solution“ or “limitations“.===>Ta-kođe, dobre opcije se ponašaju kao alternativa “krajnjem rešenju” ili “ograničenjima”.)
MATCH@E:(Similarly, good options act as alternative to a final solution or limitations.===>Takođe, dobre opcije se ponašaju kao alternativa krajnjem rešenju ili ograničenjima.)
MATCH@M:(If we have a good option, we should continue negotiating only if we expect to gain an even better option.===>Ako imamo dobru opciju onda treba da nastavimo pregovaranje samo ako će nam na izvestan način pružiti bolju opciju.)
MATCH@E:(If we have a good option, we should continue negotiating only if we expect to gain an even better option.===>Ako imamo dobru opciju onda treba da nastavimo pregovaranje samo ako će nam na izvestan način pružiti bolju opciju.)
MATCH@M:(Fisher and Ury call this the best alternative to a negotiated agreement - BATNA (hereinafter we will use the term best alternative).===>Fisher i Ury nazivaju to najbolja alternativa za pregova-rani sporazum - BATNA, skraćenica od engleskih re-či best alternartive to a negotiated agreement (u daljem tekstu ćemo koristiti izraz najbolja alternativa).)
MATCH@E:(Fisher and Ury call this the best alternative to a negotiated agreement BATNA (hereinafter we will use the term best alternative) Š5Ë.===>Fisher i Ury nazivaju to najbolja alternativa za pregovarani sporazum BATNA, skraćenica od engleskih reči best alternartive to a negotiated agreement (u daljem tekstu ćemo koristiti izraz najbolja alternativa) Š5Ë.)
MATCH@M:(The best alternatives enable us to tell the other party how to shape their offers, as the job discussed must be better than our best alternative in order that we should accept it as attractive; it is also a powerful tool to persuade the other party that the job has to satisfy our needs.===>Najbolje alternative nam omogućavaju da našim suparnicima kažemo kako da uobliče svoje ponude, jer posao o kome se raspravlja mora biti bolji od naše najbolje alternative da bismo ga smatrali privlačnim; takođe nam pruža moćno oruđe za ubeđivanje naših suparnika da posao mora da zadovolji naše potrebe.)
MATCH@E:(The best alternatives enable us to tell the other party how to shape their offers, as the job discussed must be better than our best alternative in order that we should accept it as attractive; it is also a powerful tool to persuade the other party that the job has to satisfy our needs.===>Najbolje alternative nam omogućavaju da našim suparnicima kažemo kako da uobliče svoje ponude, jer posao o kome se raspravlja mora biti bolji od naše najbolje alternative da bismo ga smatrali privlačnim; takođe nam pruža moćno oruđe za ubeđivanje naših suparnika da posao mora da zadovolji naše potrebe.)
MATCH@M:(Personal power.===>Lična moć.)
MATCH@E:(Personal power.===>Lična moć.)
MATCH@M:(The negotiators also have some personal qualities that can make them more powerful.===>Pregovarači imaju i određene lične kvalitete koji ih mogu učiniti moćnijim.)
MATCH@E:(The negotiators also have some personal qualities that can make them more powerful.===>Pregovarači imaju i određene lične kvalitete koji ih mogu učiniti moćnijim.)
MATCH@M:(Good negotiators have to stick to their attitudes and to create arguments in a way that they are persuasive.===>Dobri pregovarači mogu da zastupaju svoje gledište i da grade argumente na način koji ih čini uverljivim.)
MATCH@E:(Good negotiators have to stick to their attitudes and to create arguments in a way that they are persuasive.===>Dobri pregovarači mogu da zastupaju svoje gledište i da grade argumente na način koji ih čini uverljivim.)
MATCH@M:(Good negotiators are consistent.===>Dobri pregovarači su postojani.)
MATCH@E:(Good negotiators are consistent.===>Dobri pregovarači su postojani.)
MATCH@M:(At the beginning they do not accept no as an answer.===>Na početku ne prihvataju ne kao odgovor.)
MATCH@E:(At the beginning they do not accept no as an answer.===>Na početku ne prihvataju ne kao odgovor.)
MATCH@M:(A negotiator must be careful not to become a „pest“, however, he must take care not to withdraw only because the first answer to his claim was no.===>Pregovarač mora da bude oprezan da ne ispadne dosadna “napast”, ali isto tako mora da pazi da se ne povuče samo zato što je prvi odgovor na njegov zahtev bio ne.)
MATCH@E:(A negotiator must be careful not to become a pest, however, he must take care not to withdraw only because the first answer to his claim was no.===>Pregovarač mora da bude oprezan da ne ispadne dosadna napast, ali isto tako mora da pazi da se ne povuče samo zato što je prvi odgovor na njegov zahtev bio ne.)
MATCH@M:(Successful negotiators are reputable for their reliability, honesty and principles.===>Uspešni pregovarači uživaju ugled za svoju pouzdanost, poštenje i principijalnost.)
MATCH@E:(Successful negotiators are reputable for their reliability, honesty and principles.===>Uspešni pregovarači uživaju ugled za svoju pouzdanost, poštenje i principijalnost.)
MATCH@M:(If our character and motivation are doubtful, people will refuse to negotiate with us since they fear we will cheat them or that we will fail to fulfill our obligations.===>Ako su naš karakter i motivacija sumnjivi, ljudi će odbijati da pregovaraju sa nama jer se plaše da ne budu izigrani ili nisu sigurni da ćemo ispuniti obaveze.)
MATCH@E:(If our character and motivation are doubtful, people will refuse to negotiate with us since they fear we will cheat them or that we will fail to fulfill our obligations.===>Ako su naš karakter i motivacija sumnjivi, ljudi će odbijati da pregovaraju sa nama jer se plaše da ne budu izigrani ili nisu sigurni da ćemo ispuniti obaveze.)
MATCH@M:(On the contrary, if we are reputed for high integrity, people will want to negotiate with us since they know we are truthful, that the offer is fair and that we will stick to the agreement.===>Suprotno tome, ako imamo ugled visokog integriteta, ljudi će želeti da pregovaraju sa nama jer znaju da govorimo istinu, da je ponuda poštena i da ćemo se pridržavati sporazuma.)
MATCH@E:(On the contrary, if we are reputed for high integrity, people will want to negotiate with us since they know we are truthful, that the offer is fair and that we will stick to the agreement.===>Suprotno tome, ako imamo ugled visokog integriteta, ljudi će želeti da pregovaraju sa nama jer znaju da govorimo istinu, da je ponuda poštena i da ćemo se pridržavati sporazuma.)
MATCH@M:(Each of these factors can either increase or decrease the success of negotiating.===>Svaki od ovih faktora može ili da uveća ili da umanji uspešnost pregovarača.)
MATCH@E:(Each of these factors can either increase or decrease the success of negotiating.===>Svaki od ovih faktora može ili da uveća ili da umanji uspešnost pregovarača.)
MATCH@M:(The negotiators who feel powerless should study how each factor acts in the coming negotiations and work out the ways to either increase theiw own power or reduce the power of the other party.===>Pregovarači koji se osećaju nemoćno treba da prouče kako svaki faktor deluje u predstojećim pregovorima i da istraže načine ili da uvećaju sopstvenu moć ili umanje suparnikovu.)
MATCH@E:(The negotiators who feel powerless should study how each factor acts in the coming negotiations and work out the ways to either increase theiw own power or reduce the power of the other party.===>Pregovarači koji se osećaju nemoćno treba da prouče kako svaki faktor deluje u predstojećim pregovorima i da istraže načine ili da uvećaju sopstvenu moć ili umanje suparnikovu.)
MATCH@M:(Savage, Blair and Sorenson propose two questions that condition the choice of the strategy.===>Savage, Blair i Sorenson su naveli dva pitanja koja treba da odrede izbor strategije.)
MATCH@E:(4. ~~~ Choosing negotiating strategy Savage, Blair and Sorenson propose two questions that condition the choice of the strategy.===>Kako odabrati pregovaračku strategiju Savage, Blair i Sorenson su naveli dva pitanja koja treba da odrede izbor strategije.)
MATCH@M:(According to these authors, prior to choosing a negotiating strategy, the manager should take into account his own interests as well as interests of the organization.===>Prema ovim autorima pre odabiranja strategije pregovaranja, rukovodilac treba da uzme u obzir svoje interese kao i interese organizacije.)
MATCH@E:(According to these authors, prior to choosing a negotiating strategy, the manager should take into account his own interests as well as interests of the organization Š4Ë.===>Prema ovim autorima pre odabiranja strategije pregovaranja, rukovodilac treba da uzme u obzir svoje interese kao i interese organizacije Š4Ë.)
MATCH@M:(These interests will shape the answers to two basic questions: (1) Is the basic outcome very important for the manager? (2)===>Ovi interesi će oblikovati odgovore na dva osnovna pitanja: (1) Da li je suštinski ishod veoma važan za rukovodioca? (2))
MATCH@E:(These interests will shape the answers to two basic questions: (1) Is the basic outcome very important for the manager? (2) ~~~ Is the relationship outcome important for the manager?===>Ovi interesi će oblikovati odgovore na dva osnovna pitanja: (1) Da li je suštinski ishod veoma važan za rukovodioca? (2) Da li je ishod odnosa važan za rukovodioca?)
MATCH@M:(These two critical questions should be dealt with separately.===>Prema ova dva kritična pitanja moramo se odnositi zasebno.)
MATCH@E:(These two critical questions should be dealt with separately.===>Prema ova dva kritična pitanja moramo se odnositi zasebno.)
MATCH@M:(All the outcomes may appear “very important“ in one moment, however, a decicion must be made on how high a priority these questions really have in negotiations.===>Iako svi ishodi mogu izgledati “veoma važno” u nekom trenutku, mora se odličiti koliko visok prioritet pitanja u pregovorima zaista imaju.)
MATCH@E:(All the outcomes may appear very important in one moment, however, a decicion must be made on how high a priority these questions really have in negotiations.===>Iako svi ishodi mogu izgledati veoma važno u nekom trenutku, mora se odličiti koliko visok prioritet pitanja u pregovorima zaista imaju.)
MATCH@M:(The relationship is measured by factors such as: the extent of mutual independence (to what extent we depend on the behaviour of the other party if we wish to achieve our own results); time span between the relationship (whether we predict to work together for a longer period in the future); the level of friendship we feel towards the other party and the correctness and ease of communicating with the other party.===>Odnosi se mere činiocima kao što su: stepen nezavisnosti između nas (koliko zavisimo od ponašanja druge strane da bismo postigli sopstvene rezultate?); vremenski razmak odnosa (da li predviđamo da ćemo raditi dugo u budućnosti?); nivo prijateljstva koji osećamo prema drugoj)
MATCH@E:(The relationship is measured by factors such as: the extent of mutual independence (to what extent we depend on the behaviour of the other party if we wish to achieve our own results); time span between the relationship (whether we predict to work together for a longer period in the future); the level of friendship we feel towards the other party and the correctness and ease of communicating with the other party.===>Odnosi se mere činiocima kao što su: stepen nezavisnosti između nas (koliko zavisimo od ponašanja druge strane da bismo postigli sopstvene rezultate?); vremenski razmak odnosa (da li predviđamo da ćemo raditi dugo u budućnosti?); nivo prijateljstva koji osećamo prema drugoj strani i korektnost i lakoća komunikacije sa drugom stranom.)
MATCH@M:(Duening and Sherrill point out that basic outcomes and relationship outcomes are not mutually exclusive, however, deciding in favour of one category as dominant in relation to the other will affect the choice of negotiating strategies.===>Duening i Sherill ističu da suštinski ishodi i ishodi odnosa nisu uzajamno isključivi, ali opredeljenje za jednu kategoriju kao dominantnu u odnosu na drugu, će uticati na izbor pregovaračkih strategija.)
MATCH@E:(Duening and Sherrill point out that basic outcomes and relationship outcomes are not mutually exclusive, however, deciding in favour of one category as dominant in relation to the other will affect the choice of negotiating strategies Š2Ë.===>Duening i Sherill ističu da suštinski ishodi i ishodi odnosa nisu uzajamno isključivi, ali opredeljenje za jednu kategoriju kao dominantnu u odnosu na drugu, će uticati na izbor pregovaračkih strategija Š2Ë.)
MATCH@M:(Open inferiority.===>Otvorena podređenost.)
MATCH@E:(Open inferiority.===>Otvorena podređenost.)
MATCH@M:(The strategy to be followed when the parties are seriously concerned with their relationship and the basic outcome is of lesser importance is the open inferiority.===>Strategija koju treba slediti kada su strane jako zabrinute za odnos a kada je suštinski ishod manje važan, jeste otvorena podrelenost.)
MATCH@E:(The strategy to be followed when the parties are seriously concerned with their relationship and the basic outcome is of lesser importance is the open inferiority.===>Strategija koju treba slediti kada su strane jako zabrinute za odnos a kada je suštinski ishod manje važan, jeste otvorena podređenost.)
MATCH@M:(According to this strategy, we give in in negotiating essential issues to make the oter party “happy“, that is, we give them what they want and keep and improve our relationship.===>U ovoj strategiji, ustupamo pred pregovaranjem na suštinska pitanja da bismo drugu stranu učinili “sreć-nom”, odnosno, dajemo im ono što žele, a čuvamo i poboljšavamo odnos.)
MATCH@E:(According to this strategy, we give in in negotiating essential issues to make the oter party happy, that is, we give them what they want and keep and improve our relationship.===>U ovoj strategiji, ustupamo pred pregovaranjem na suštinska pitanja da bismo drugu stranu učinili srećnom, odnosno, dajemo im ono što žele, a čuvamo i poboljšavamo odnos.)
MATCH@M:(Other terms for this strategy are cessions or even flattering.===>Drugi nazivi za ovu strategiju su ustupak ili čak ulagivanje.)
MATCH@E:(Other terms for this strategy are cessions or even flattering.===>Drugi nazivi za ovu strategiju su ustupak ili čak ulagivanje.)
MATCH@M:(Why should a negotiator choose this straegy?===>Zašto bi pregovarač odabrao ovu strategiju?)
MATCH@E:(Why should a negotiator choose this straegy?===>Zašto bi pregovarač odabrao ovu strategiju?)
MATCH@M:(Some negotiators find inferiority a difficult strategy since it looks lowly and degrading.===>Podređenost je teška strategija za neke pregovarače jer se čini snishdljivom i ponižavajućom.)
MATCH@E:(Some negotiators find inferiority a difficult strategy since it looks lowly and degrading.===>Podređenost je teška strategija za neke pregovarače jer se čini snishdljivom i ponižavajućom.)
MATCH@M:(However, experienced negotiators will agree that in some cases it is by all means advisable to let the other party win and thereby save the relationship and the opportunity for a later moment, when the stakes are much more important and attractive.===>Ali iskusni pregovarači će se složiti da je u nekim slučajevima itekako podesno dozvoliti drugoj strani da pobedi i tako sačuvati odnos i priliku za kasnije, kada su ulozi mnogo važniji i primamljiviji.)
MATCH@E:(However, experienced negotiators will agree that in some cases it is by all means advisable to let the other party win and thereby save the relationship and the opportunity for a later moment, when the stakes are much more important and attractive.===>Ali iskusni pregovarači će se složiti da je u nekim slučajevima itekako podesno dozvoliti drugoj strani da pobedi i tako sačuvati odnos i priliku za kasnije, kada su ulozi mnogo važniji i primamljiviji.)
MATCH@M:(The strategy to be followed when neither the basic outcome nor the relationship is important is known as active avoidance.===>Strategija koju pregovarač treba da sledi kada mu ni suštinski ishod ni odnos nisu važni, poznata je kao aktivno izbegavanje.)
MATCH@E:(The strategy to be followed when neither the basic outcome nor the relationship is important is known as active avoidance.===>Strategija koju pregovarač treba da sledi kada mu ni suštinski ishod ni odnos nisu važni, poznata je kao aktivno izbegavanje.)
MATCH@M:(Using this strategy in some circumstances, the negotiator may conclude that little can be achieved in negotiating essential (basic) issues and that the relationship is not worth wasting effort on.===>Na taj način, u nekim okolnostima, pregovarač može da odredi da se vrlo malo može postići pregovorima o suštinskim pitanjima i da je odnos dovoljno nebitan da bi se i na to trošila energija.)
MATCH@E:(Using this strategy in some circumstances, the negotiator may conclude that little can be achieved in negotiating essential (basic) issues and that the relationship is not worth wasting effort on.===>Na taj način, u nekim okolnostima, pregovarač može da odredi da se vrlo malo može postići pregovorima o suštinskim pitanjima i da je odnos dovoljno nebitan da bi se i na to trošila energija.)
MATCH@M:(The plain refusal to negotiate is the most aggressive form of evasion; other forms are more agreable, politer and socially more acceptable, e.g. when we do not show much concern or do not complain but concentrate on things that can hardly be more productive.===>Samo odbijanje da se pregovara je najagresivniji oblik izbegavanja, drugi oblici su prijatniji, kulturniji i društveno prihvatljiviji kao jednostavno kada ne izražavamo veliku zabrinutost ili primedbe i koncentrišemo se na stvari koje teško mogu da budu produktivnije.)
MATCH@E:(The plain refusal to negotiate is the most aggressive form of evasion; other forms are more agreable, politer and socially more acceptable, e.g. when we do not show much concern or do not complain but concentrate on things that can hardly be more productive.===>Samo odbijanje da se pregovara je najagresivniji oblik izbegavanja, drugi oblici su prijatniji, kulturniji i društveno prihvatljiviji kao jednostavno kada ne izražavamo veliku zabrinutost ili primedbe i koncentrišemo se na stvari koje teško mogu da budu produktivnije.)
MATCH@M:(Competitive strategy (fierce competition).===>Konkurentska strategija (oštro takmičenje).)
MATCH@E:(Competitive strategy (fierce competition).===>Konkurentska strategija (oštro takmičenje).)
MATCH@M:(The competitive strategy is implemented when the negotiator is concerned with the outcome, rather than the relationship with the other party.===>Konkurentska strategija se zastupa kada je pregovarač zabrinut za ishod ali ne i za odnos sa drugom stranom.)
MATCH@E:(The competitive strategy is implemented when the negotiator is concerned with the outcome, rather than the relationship with the other party.===>Konkurentska strategija se zastupa kada je pregovarač zabrinut za ishod ali ne i za odnos sa drugom stranom.)
MATCH@M:(It is followed when one is willing to do anythuing to achieve his goals.===>Ona se sledi kada je neko voljan da učini sve što je potrebno da bi postigao ciljeve.)
MATCH@E:(It is followed when one is willing to do anythuing to achieve his goals.===>Ona se sledi kada je neko voljan da učini sve što je potrebno da bi postigao ciljeve.)
MATCH@M:(The competitive strategy (I win - you lose) is usually implemented in the following circumstances: (1) the negotiator has short-term goals and has to achieve the best possible contract now, no matter what happens in the future; (2) the negotiator believes that the goals of the two parties are basically disparate, i.e., the more the other party gets, the less remains for me; (3) the negotiator believes that the other party is probably competition oriented, which justifies, even makes it necessary that he should resort to fierce competition to protect himself; (4) when the inexperienced negotiators are told to negotiate, they will probably acquire some or all the qualities of a classic competitive negotiator.===>Konkurentska strategija (do-bijem-izgubiš) se obično primenjuje kada su sledeći uslovi prisutni: (1) pregovarač ima kratkoročne ciljeve, treba da obezbedi najbolji mogući dogovor sada, ne brinući o tome šta će se desiti u budućnosti; (2) pregovarač veruje da su ciljevi dve strane u osnovi nepo-dudarni, odnosno, što više druga strana dobije, to manje za mene; (3) pregovarač veruje da je druga strana vrlo verovatno takmičarski orjentisana, što opravdava, čak čini nužnim da odabere oštro takmičenje da zaštiti sebe; (4) kada se pregovaračima koji imaju malo iskustva u pregovorima kaže da pregovaraju, oni će verovatno primiti neke ili sve osobine klasičnog takmičarskog pregovarača.)
MATCH@E:(The competitive strategy (I win you lose) is usually implemented in the following circumstances: (1) the negotiator has short-term goals and has to achieve the best possible contract now, no matter what happens in the future; (2) the negotiator believes that the goals of the two parties are basically disparate, i.e., the more the other party gets, the less remains for me; (3) the negotiator believes that the other party is probably competition oriented, which justifies, even makes it necessary that he should resort to fierce competition to protect himself; (4) when the inexperienced negotiators are told to negotiate, they will probably acquire some or all the qualities of a classic competitive negotiator.===>Konkurentska strategija (dobijem-izgubiš) se obično primenjuje kada su sledeći uslovi prisutni: (1) pregovarač ima kratkoročne ciljeve, treba da obezbedi najbolji mogući dogovor sada, ne brinući o tome šta će se desiti u budućnosti; (2) pregovarač veruje da su ciljevi dve strane u osnovi nepodudarni, odnosno, što više druga strana dobije, to manje za mene; (3) pregovarač veruje da je druga strana vrlo verovatno takmičarski orjentisana, što opravdava, čak čini nužnim da odabere oštro takmičenje da zaštiti sebe; (4) kada se pregovaračima koji imaju malo iskustva u pregovorima kaže da pregovaraju, oni će verovatno primiti neke ili sve osobine klasičnog takmičarskog pregovarača.)
MATCH@M:(The competitive strategy requires that certain “points“ in the bargain range be defined.===>Konkurentska strategija zahteva definiciju nekih “ta-čaka” u opsegu cenkanja.)
MATCH@E:(The competitive strategy requires that certain points in the bargain range be defined.===>Konkurentska strategija zahteva definiciju nekih tačaka u opsegu cenkanja.)
MATCH@M:(For example, if the aim is to purchase a second-hand vehicle, the target point will be the amount of money one would normally be willing to spend.===>Na primer, ako je cilj kupiti polovno vozilo, ciljna tačka je količina novca koju bi neko optimalno želeo da potroši.)
MATCH@E:(For example, if the aim is to purchase a second-hand vehicle, the target point will be the amount of money one would normally be willing to spend.===>Na primer, ako je cilj kupiti polovno vozilo, ciljna tačka je količina novca koju bi neko optimalno želeo da potroši.)
MATCH@M:(Suppose that RSD 250,000 were enough to by an appropriate car.===>Pretpostavimo da je 250.000 rsd dovoljno da se kupe odgovarajuća kola.)
MATCH@E:(Suppose that RSD 250,000 were enough to by an appropriate car.===>Pretpostavimo da je 250.000 rsd dovoljno da se kupe odgovarajuća kola.)
MATCH@M:(The amount may be determined on the basis of savings and earnings, by determining the type of car that is required and selecting those cheaper than RSD 250,000, or on the information that someone bought his car at the price that amounts to this.===>Ova svota može biti određena na osnovu ušteđevine i zarade, određivanjem vrste kola koja su potrebna i odabirom onih do 250.000 rsd ili obaveštenjem da je neko toliko platio za njegova polovna kola.)
MATCH@E:(The amount may be determined on the basis of savings and earnings, by determining the type of car that is required and selecting those cheaper than RSD 250,000, or on the information that someone bought his car at the price that amounts to this.===>Ova svota može biti određena na osnovu ušteđevine i zarade, određivanjem vrste kola koja su potrebna i odabirom onih do 250.000 rsd ili obaveštenjem da je neko toliko platio za njegova polovna kola.)
MATCH@M:(This is the ultimate point the negotiator will never go beyond.===>Ovo je krajnja tač-ka preko koje pregovarač neće da ide.)
MATCH@E:(This is the ultimate point the negotiator will never go beyond.===>Ovo je krajnja tačka preko koje pregovarač neće da ide.)
MATCH@M:(For example, the negotiator decided that he would under no circumstances spend more than RSD 300,000 to buy a car.===>Npr. pregovarač je odlučio da ni pod kojim okolnostima neće potrošiti više od 300.000 rsd za vozilo.)
MATCH@E:(For example, the negotiator decided that he would under no circumstances spend more than RSD 300,000 to buy a car.===>Npr. pregovarač je odlučio da ni pod kojim okolnostima neće potrošiti više od 300.000 rsd za vozilo.)
MATCH@M:(This is his resistance point.===>Ovo je njegova tačka otpora.)
MATCH@E:(This is his resistance point.===>Ovo je njegova tačka otpora.)
MATCH@M:(The difference between this one and the resistance point is that the best alternative means an agreement resorted to in case the outcome of the current negotiations has not been reached, whwreas the resistance point is the one at which we abandon the negotiations.===>Razlika između nje i tačke otpora je ta da je najbolja alternativa dogovor kome se pri-begava ako ishod tekućih pregovora nije postignut, a tačka otpora je tačka na kojoj ispadamo iz pregovora.)
MATCH@E:(The difference between this one and the resistance point is that the best alternative means an agreement resorted to in case the outcome of the current negotiations has not been reached, whwreas the resistance point is the one at which we abandon the negotiations.===>Razlika između nje i tačke otpora je ta da je najbolja alternativa dogovor kome se pribegava ako ishod tekućih pregovora nije postignut, a tačka otpora je tačka na kojoj ispadamo iz pregovora.)
MATCH@M:(The best alternatives offer a solution we may insist on if the negotiations do not advance the way we planned.===>Najbolje alternative nude rešenje koje možemo da tražimo ako se tekući pregovori ne odvijaju dobro.)
MATCH@E:(The best alternatives offer a solution we may insist on if the negotiations do not advance the way we planned.===>Najbolje alternative nude rešenje koje možemo da tražimo ako se tekući pregovori ne odvijaju dobro.)
MATCH@M:(A very successful strategy is to cherish an appropriate best alternative and to insist that the other party either consent or offer a more viable option in order that we conclude a deal.===>Jedna veoma uspešna strategija je da se neguje odgovarajuća najbolja alternativa i da se insistira da naš protivnik mora da se ili složi ili da ponudi bolju opciju od naše kako bi zaključili posao.)
MATCH@E:(A very successful strategy is to cherish an appropriate best alternative and to insist that the other party either consent or offer a more viable option in order that we conclude a deal.===>Jedna veoma uspešna strategija je da se neguje odgovarajuća najbolja alternativa i da se insistira da naš protivnik mora da se ili složi ili da ponudi bolju opciju od naše kako bi zaključili posao.)
MATCH@M:(If we know that we can purschase a second best car at RSD 270,000, we have to insist that the other party sell their car at a price lower than RSD 270,000, or we will decide in favour of our best alternative.===>Ako znamo za druga dobra kola koja sigurno možemo da kupimo za 270.000 rsd, moramo da insistiramo na tome da naš protivnik je voljan da proda svoja za manje od 270.000 rsd ili ćemo se odlučiti za našu najbolju alternativu.)
MATCH@E:(If we know that we can purschase a second best car at RSD 270,000, we have to insist that the other party sell their car at a price lower than RSD 270,000, or we will decide in favour of our best alternative.===>Ako znamo za druga dobra kola koja sigurno možemo da kupimo za 270.000 rsd, moramo da insistiramo na tome da naš protivnik je voljan da proda svoja za manje od 270.000 rsd ili ćemo se odlučiti za našu najbolju alternativu.)
MATCH@M:(The last defined point is the initial offer, which is the negotiator’s initial position: the first offer or claim.===>Poslednja predodređena tačka je početna ponuda, koja je pregovaračeva početna pozicija: prva ponuda ili zahtev.)
MATCH@E:(The last defined point is the initial offer, which is the negotiators initial position: the first offer or claim.===>Poslednja predodređena tačka je početna ponuda, koja je pregovaračeva početna pozicija: prva ponuda ili zahtev.)
MATCH@M:(Starting with an offer and gradually making cessions, the negotiator expects to move from the starting point towards the goal.===>Počevši sa ponudom a zatim praveći ustupke, pregovarač očekuje da se kreće od početne tačke do cilja.)
MATCH@E:(Starting with an offer and gradually making cessions, the negotiator expects to move from the starting point towards the goal.===>Počevši sa ponudom a zatim praveći ustupke, pregovarač očekuje da se kreće od početne tačke do cilja.)
MATCH@M:(This point is most difficult to define, since it depends on the circumstances in which we negotiate, rather than on what we want or are able to pay.===>Ovo je najteža tačka za definisanje, jer ona zavisi manje od onoga što mi želimo ili možemo da platimo a više od okolnosti u kojima pregovaramo.)
MATCH@E:(This point is most difficult to define, since it depends on the circumstances in which we negotiate, rather than on what we want or are able to pay.===>Ovo je najteža tačka za definisanje, jer ona zavisi manje od onoga što mi želimo ili možemo da platimo a više od okolnosti u kojima pregovaramo.)
MATCH@M:(In Table 1 we assume that the negotiator decided upon the starting amount of RSD 200,000.===>U tabeli 1 pretpostavimo da se pregovarač odlučio za početnu ponudu od 200.000 rsd.)
MATCH@E:(In Table 1 we assume that the negotiator decided upon the starting amount of RSD 200,000.===>U tabeli 1 pretpostavimo da se pregovarač odlučio za početnu ponudu od 200.000 rsd.)
MATCH@M:(In terms of this range, we are in a position to discuss the essence of the competition’s negotiating (Table 1).===>Posmatrajući ovaj opseg u mogućnosti smo da razgovaramo o suštini konkurentskog pregovaranja (tabela 1).)
MATCH@E:(In terms of this range, we are in a position to discuss the essence of the competitions negotiating (Table 1).===>Posmatrajući ovaj opseg u mogućnosti smo da razgovaramo o suštini konkurentskog pregovaranja (tabela 1).)
MATCH@M:(The bargain range spreads from the initial offer, where the negotiator „starts“ with the initial offer, to the resistance point, beyond which the negotiator will not go.===>Opseg cenkanja kreće se od početne ponude, gde pregovarač “počinje” sa prvom ponudom, do tačke otpora, preko koje pregovarač neće ići.)
MATCH@E:(The bargain range spreads from the initial offer, where the negotiator starts with the initial offer, to the resistance point, beyond which the negotiator will not go.===>Opseg cenkanja kreće se od početne ponude, gde pregovarač počinje sa prvom ponudom, do tačke otpora, preko koje pregovarač neće ići.)
MATCH@M:(In most negotiations we start negotiating knowing only our own points.===>U većini pregovora, započinjemo pregovore poznavajući samo naše tačke.)
MATCH@E:(In most negotiations we start negotiating knowing only our own points.===>U većini pregovora, započinjemo pregovore poznavajući samo naše tačke.)
MATCH@M:(We may even be ignorant of the other party’s initial offer.===>Možda čak ne znamo početnu ponudu našeg protivnika.)
MATCH@E:(We may even be ignorant of the other partys initial offer.===>Možda čak ne znamo početnu ponudu našeg protivnika.)
MATCH@M:(If, for example, the price of the car is shown on the car, it is the seller’s initial offer; however, if an “on sale“ advert is displayed, or if we bid without seeing it beforehand, we do not have any other information except our plan.===>Na primer, ako je na kolima istaknuta cena, to je prodavčeva početna ponuda; ali ako na nalepnici piše “Na prodaju” ili ako se nadmeće-mo za kola na neviđeno, nemamo nikakvu drugu informaciju sem našeg planiranja.)
MATCH@E:(If, for example, the price of the car is shown on the car, it is the sellers initial offer; however, if an on sale advert is displayed, or if we bid without seeing it beforehand, we do not have any other information except our plan.===>Na primer, ako je na kolima istaknuta cena, to je prodavčeva početna ponuda; ali ako na nalepnici piše Na prodaju ili ako se nadmećemo za kola na neviđeno, nemamo nikakvu drugu informaciju sem našeg planiranja.)
MATCH@M:(Therefore, the more information we collect on the initial offer, on the target point and on the other party’s resistant point, the more intelligently we will plan our own range.===>Stoga, što više informacija dobijemo o početnoj ponudi, ciljnoj tački i tač-ki otpora druge strane to ćemo inteligentnije isplanirati naš sopstveni opseg.)
MATCH@E:(Therefore, the more information we collect on the initial offer, on the target point and on the other partys resistant point, the more intelligently we will plan our own range.===>Stoga, što više informacija dobijemo o početnoj ponudi, ciljnoj tački i tački otpora druge strane to ćemo inteligentnije isplanirati naš sopstveni opseg.)
MATCH@M:(Getting information on the other party’s initial offer, his target points and the resistence points make the basic part of strategic development.===>Dobijanje informacija o protivnikovoj početnoj ponudi, ciljnim tačkama i tačkama otpora su osnovni deo strategijskog razvoja.)
MATCH@E:(Interests focusing on interests, rather than to a position; Getting information on the other partys initial offer, his target points and the resistence points make the basic part of strategic development.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Getting information on the other party’s initial offer, his target points and the resistence points make the basic part of strategic development.
BAD_LINE_M:Dobijanje informacija o protivnikovoj početnoj ponudi, ciljnim tačkama i tačkama otpora su osnovni deo strategijskog razvoja.
BAD_LINE_E:Interests focusing on interests, rather than to a position; Getting information on the other partys initial offer, his target points and the resistence points make the basic part of strategic development.
BAD_LINE_E:
MATCH@M:(Thus one buyer would spend RSD 250,000 for a second-hand car, but is willing to pay up to RSD 300,000 for an appropriate car, and he will certainly not grudge to pay RSD 280,000!===>Tako bi jedan kupac že-leo da potroši 250.000 rsd za polovan automobil, i voljan je potroši i do 300.000 rsd za odgovarajući, ali svakako se neće buniti ako kupi za 280.000 rsd!)
MATCH@E:(Thus one buyer would spend RSD 250,000 for a second-hand car, but is willing to pay up to RSD 300,000 for an appropriate car, and he will certainly not grudge to pay RSD 280,000!===>Tako bi jedan kupac želeo da potroši 250.000 rsd za polovan automobil, i voljan je potroši i do 300.000 rsd za odgovarajući, ali svakako se neće buniti ako kupi za 280.000 rsd!)
MATCH@M:(In order to do this, the buyer has to know how little he can offer and not offend the seller.===>Da bi to učinio, kupac treba da zna koliko malo može da ponudi a da ne uvredi prodavca.)
MATCH@E:(In order to do this, the buyer has to know how little he can offer and not offend the seller.===>Da bi to učinio, kupac treba da zna koliko malo može da ponudi a da ne uvredi prodavca.)
MATCH@M:(Unfortunately, the practice does not offer a rule to this; rules differ largely from one negotiation to another and from one industry to another.===>Na žalost, nema pravila u praksi za to; ona se značajno razlikuju od pregovora do pregovora i od industrije do industrije.)
MATCH@E:(Unfortunately, the practice does not offer a rule to this; rules differ largely from one negotiation to another and from one industry to another.===>Na žalost, nema pravila u praksi za to; ona se značajno razlikuju od pregovora do pregovora i od industrije do industrije.)
MATCH@M:(If there is an active “market“ for any kind of goods or services (such as cars or starting salaries for the employees), the market has probably defined a generally acceptable initial range.===>Ako postoji aktivno “tržište” za bilo koju vrstu robe i usluga (kao što su automobili ili početne plate za zaposlenje) tržište je verovatno definisalo opšte prihvatljiv početni opseg.)
MATCH@E:(If there is an active market for any kind of goods or services (such as cars or starting salaries for the employees), the market has probably defined a generally acceptable initial range.===>Ako postoji aktivno tržište za bilo koju vrstu robe i usluga (kao što su automobili ili početne plate za zaposlenje) tržište je verovatno definisalo opšte prihvatljiv početni opseg.)
MATCH@M:(It is important that the negotiator is familiar with the negotiation range, if possible.===>Važno je za pregovarača da zna opseg pre početka pregovora, ako je to moguće.)
MATCH@E:(It is important that the negotiator is familiar with the negotiation range, if possible.===>Važno je za pregovarača da zna opseg pre početka pregovora, ako je to moguće.)
MATCH@M:(A significant disturbance of range may cause major problems: a dramatically high or low initial offer will cause the loss of credibility.===>Značajno narušavanje opsega može prouzrokovati glavne probleme: izrazito visoka ili niska početna ponuda izazvaće gubitak kredibiliteta.)
MATCH@E:(A significant disturbance of range may cause major problems: a dramatically high or low initial offer will cause the loss of credibility.===>Značajno narušavanje opsega može prouzrokovati glavne probleme: izrazito visoka ili niska početna ponuda izazvaće gubitak kredibiliteta.)
MATCH@M:(In order to learn more on the generally accepted range at any market, we should ask people who have already negotiated similar matter, read articles on the topic or ask an expert’s advice.===>Da bi se saznalo više o uobičajeno prihvaćenom opsegu na bilo kom tržištu, treba pitati ljude koji su pregovarali o sličnim stvarima, čitati članke na tu temu ili potražiti savet stručnjaka.)
MATCH@E:(In order to learn more on the generally accepted range at any market, we should ask people who have already negotiated similar matter, read articles on the topic or ask an experts advice.===>Da bi se saznalo više o uobičajeno prihvaćenom opsegu na bilo kom tržištu, treba pitati ljude koji su pregovarali o sličnim stvarima, čitati članke na tu temu ili potražiti savet stručnjaka.)
MATCH@M:(Collaboration strategy.===>Strategija saradnje.)
MATCH@E:(Collaboration strategy.===>Strategija saradnje.)
MATCH@M:(The strategy to follow when both the basic and the relationship outcomes are important is the one dealing with a consistent collaboration (I win - you win).===>Strategija koju treba slediti kada su i suštinski ishod i ishod odnosa važni jeste ona koja se tiče pouzdane saradnje (dobijem-dobiješ).)
MATCH@E:(The strategy to follow when both the basic and the relationship outcomes are important is the one dealing with a consistent collaboration (I win you win).===>Strategija koju treba slediti kada su i suštinski ishod i ishod odnosa važni jeste ona koja se tiče pouzdane saradnje (dobijem-dobiješ).)
MATCH@M:(The negotiator wishes to achieve a favourable basic outcome, as well as ensure that the relationship retains open communication, the trust and the willingness of the parties to stay through the negotiations.===>Pregovarač želi da postigne dobar suštinski ishod a tako-đe da obezbedi i da odnos zadrži otvorenu komunikaciju, poverenje i volju strana da istraju u tekućim pregovorima.)
MATCH@E:(The negotiator wishes to achieve a favourable basic outcome, as well as ensure that the relationship retains open communication, the trust and the willingness of the parties to stay through the negotiations.===>Pregovarač želi da postigne dobar suštinski ishod a takođe da obezbedi i da odnos zadrži otvorenu komunikaciju, poverenje i volju strana da istraju u tekućim pregovorima.)
MATCH@M:(The parties often view the negotiation situations as the “problems to be solved“, rather than the confrontation arguments.===>Strane se često odnose prema pregovaračkim situacijama kao prema “problemima koje treba rešiti” pre nego kao prema konfrontacionim raspravama.)
MATCH@E:(The parties often view the negotiation situations as the problems to be solved, rather than the confrontation arguments.===>Strane se često odnose prema pregovaračkim situacijama kao prema problemima koje treba rešiti pre nego kao prema konfrontacionim raspravama.)
MATCH@M:(In order to succeed in achieving the result and simultaneously retain the relationship, the parties will often have to sacrifiy some of the core issues, in order to protect and retain the relationship.===>Da bi se uspešno postigao rezultat a da se istovremeno održi odnos, strane moraju često da žrtvuju nešto od suštinskih pitanja kako bi uspešno očuvali i zaštitili odnos.)
MATCH@E:(In order to succeed in achieving the result and simultaneously retain the relationship, the parties will often have to sacrifiy some of the core issues, in order to protect and retain the relationship.===>Da bi se uspešno postigao rezultat a da se istovremeno održi odnos, strane moraju često da žrtvuju nešto od suštinskih pitanja kako bi uspešno očuvali i zaštitili odnos.)
MATCH@M:(According to Fisher and Ury, behind the opposing positions lie not only the conflict, but also mutual and coinciding interests.===>Prema Fisheru i Uryju iza suprotnih pozicija leže ne samo konfliktni, već i zajednički i podudarni interesi.)
MATCH@E:(According to Fisher and Ury, behind the opposing positions lie not only the conflict, but also mutual and coinciding interests.===>Prema Fisheru i Uryju iza suprotnih pozicija leže ne samo konfliktni, već i zajednički i podudarni interesi.)
MATCH@M:(We tend to assume that, since the other party’s negotiator’s position is opposite to ours, their interests must also be opposite.===>Mi težimo da pretpostavimo da zato što je pozicija pregovarača druge strane suprotna našoj, njihovi interesi moraju takođe biti suprotni.)
MATCH@E:(We tend to assume that, since the other partys negotiators position is opposite to ours, their interests must also be opposite.===>Mi težimo da pretpostavimo da zato što je pozicija pregovarača druge strane suprotna našoj, njihovi interesi moraju takođe biti suprotni.)
MATCH@M:(In a large number of situations, however, the investigation into the outcome issue will reveal the existence of many more interests that are mutual or that coincide than the opposite ones [5].===>U mnogim situacijama, međutim, ispitivanje ishodišnog pitanja će otkriti postojanje mnogo više interesa koji su zajednički ili podudarni nego onih koji su suprotni [5].)
MATCH@E:(In a large number of situations, however, the investigation into the outcome issue will reveal the existence of many more interests that are mutual or that coincide than the opposite ones Š5Ë.===>U mnogim situacijama, međutim, ispitivanje ishodišnog pitanja će otkriti postojanje mnogo više interesa koji su zajednički ili podudarni nego onih koji su suprotni Š5Ë.)
MATCH@M:(The method, which these authors [5] termed “principle based negotiation“ may be summarised into the following key points:===>Metod, koji su ovi autori [5] nazvali “principijelni pregovor”, može se sumirati u sledeće ključne tačke:)
MATCH@E:(The method, which these authors Š5Ë termed principle based negotiation may be summarised into the following key points: 1.===>Metod, koji su ovi autori Š5Ë nazvali principijelni pregovor, može se sumirati u sledeće ključne tačke: ~~~ 1.)
MATCH@M:(1.	People - separating people from the problems;===>1.	Ljudi - odvajanje ljudi od problema,)
MATCH@E:(People separating people from the problems; 2.===>Ljudi odvajanje ljudi od problema, 2.)
MATCH@M:(3.	Choices - creating different options before deciding on what to do and===>3.	Izbori - stvaranje različitih opcija pre odlučivanja šta raditi i)
MATCH@E:(Choices creating different options before decid ing on what to do and 4.===>Izbori stvaranje različitih opcija pre odlučiva nja šta raditi i 4.)
MATCH@M:(4.	Criteria - make sure that the results be founded on objective measurements.===>4.	Kriterijumi - nastojati da rezultati budu zasnovani na objektivnim merilima.)
MATCH@E:(Criteria make sure that the results be founded on objective measurements.===>Kriterijumi nastojati da rezultati budu zasno vani na objektivnim merilima.)
MATCH@M:(The principle based negotiation approach is similar to that described by Menkel-Meadow in which she opposes the advantages derived from the problem solving approaches to the limitations included into the negotiating strategies based on competition, where the supreme principle is maximizing of individual profit on account of somebody other’s, which are claimed by this author to be based on wrong hypotheses.===>Pristup principijelnog pregovaranja je sličan onom opisanom od Menkel-Meadow u kome ona suprotstavlja prednosti izvedene iz pristupa rešavanja problema ograničenjima uključenim u pregovaračke strategije zasnovane na takmičenju, gde maksimizovanje dobitka pojedinca, na račun drugog, je vrhovni princip, za šta ova autorka tvrdi da je zasnovano na pogrešnim pretpostavkama.)
MATCH@E:(The principle based negotiation approach is similar to that described by Menkel-Meadow Š6Ë in which she opposes the advantages derived from the problem solving approaches to the limitations included into the negotiating strategies based on competition, where the supreme principle is maximizing of individual profit on account of somebody others, which are claimed by this author to be based on wrong hypotheses.===>Pristup principijelnog pregovaranja je sličan onom opisanom od Menkel-Meadow Š6Ë u kome ona suprotstavlja prednosti izvedene iz pristupa rešavanja problema ograničenjima uključenim u pregovaračke strategije zasnovane na takmičenju, gde maksimizovanje dobitka pojedinca, na račun drugog, je vrhovni princip, za šta ova autorka tvrdi da je zasnovano na pogrešnim pretpostavkama.)
MATCH@M:(Thus negotiations that stress collaboration may be reduced to two basic approaches to the collaboration process - the approaches that view negotiations as a solution to a mutual problem and the model of principle based negotiation, designed by Fisher and Ury.===>Tako pregovori koji naglašavaju saradnju, mogu da se svedu na dva osnovna pristupa procesu saradnje - pristupi koji vide pregovore kao rešavanje zajedničkog problema i model principijenog pregovora koji su osmislili Fisher i Ury.)
MATCH@E:(Thus negotiations that stress collaboration may be reduced to two basic approaches to the collaboration process the approaches that view negotiations as a solution to a mutual problem and the model of principle based negotiation, designed by Fisher and Ury.===>Tako pregovori koji naglašavaju saradnju, mogu da se svedu na dva osnovna pristupa procesu saradnje pristupi koji vide pregovore kao rešavanje zajedničkog problema i model principijenog pregovora koji su osmislili Fisher i Ury.)
MATCH@M:(The main concepts of successful principle based negotiations and problem solving are the following: (1) one party should try to understand the real problems of the other party; (2) either party should grant free flow of information; (3) one party should devote themselves to finding the best solution to the problem, the one that satisfies the needs of both the parties involved.===>Glavni koncepti uspešnih principijelnih pregovora i rešavanja problema su sledeći: (1) svaka strana bi trebalo da se posveti razumevanju stvarnih potreba i ciljeva druge strane, (2) svaka strana treba da se obaveže na slobodan protok informacija, (3) svaka strana mora da se obaveže da dođe do najboljeg rešenja problema, koje zadovoljava potrebe obe strane.)
MATCH@E:(The main concepts of successful principle based negotiations and problem solving are the following: (1) one party should try to understand the real problems of the other party; (2) either party should grant free flow of information; (3) one party should devote themselves to finding the best solution to the problem, the one that satisfies the needs of both the parties involved.===>Glavni koncepti uspešnih principijelnih pregovora i rešavanja problema su sledeći: (1) svaka strana bi trebalo da se posveti razumevanju stvarnih potreba i ciljeva druge strane, (2) svaka strana treba da se obaveže na slobodan protok informacija, (3) svaka strana mora da se obaveže da dođe do najboljeg rešenja problema, koje zadovoljava potrebe obe strane.)
MATCH@M:(Having in mind that both parties agreed to fulfill the obligations they consented to, and on the basis of the model devised by Fisher and Ury, we highlight the following key points in collaboration strategy:===>Imajući u vidu da su se obe strane obavezale da slede navedene obaveze, na osnovu modela koji su osmislili Fisher i Ury, ključne tačke u sarađivačkoj strategiji detaljnije ističemo:)
MATCH@E:(Having in mind that both parties agreed to fulfill the obligations they consented to, and on the basis of the model devised by Fisher and Ury Š5Ë, we highlight the following key points in collaboration strategy: Separating people from problems.===>Imajući u vidu da su se obe strane obavezale da slede navedene obaveze, na osnovu modela koji su osmislili Fisher i Ury Š5Ë, ključne tačke u sarađivačkoj strategiji detaljnije ističemo: ~~~ Odvajanje ljudi od problema.)
MATCH@M:(When the goals of the negotiating parties stand opposite to each other or then they are in conflict, the parties tend to see things distorted.===>Kada strane koje pregovaraju imaju suprotne ciljeve ili su u sukobu, one su veoma sklone da stvari gledaju iskrivljeno.)
MATCH@E:(When the goals of the negotiating parties stand opposite to each other or then they are in conflict, the parties tend to see things distorted.===>Kada strane koje pregovaraju imaju suprotne ciljeve ili su u sukobu, one su veoma sklone da stvari gledaju iskrivljeno.)
MATCH@M:(Our ideas, needs and expectations are considered “right“, those posed by the other party are “wrong“.===>Naše ideje, potrebe i očekivanja postaju “ispravne”, a one druge strane “pogrešne”.)
MATCH@E:(Our ideas, needs and expectations are considered right, those posed by the other party are wrong.===>Naše ideje, potrebe i očekivanja postaju ispravne, a one druge strane pogrešne.)
MATCH@M:(Moreover, we generalize our positive or negative attitudes towards people according to how we view their goals and activities.===>štaviše, sopstvene simpatije i antipatije prema ljudima uopštavamo prema našem viđenju valjanosti njihovih ciljeva i stremljenja.)
MATCH@E:(Moreover, we generalize our positive or negative attitudes towards people according to how we view their goals and activities.===>Štaviše, sopstvene simpatije i antipatije prema ljudima uopštavamo prema našem viđenju valjanosti njihovih ciljeva i stremljenja.)
MATCH@M:(Successful collaborative negotiations require that we should be capable of separating personalities from processes, so as to communicate correctly with the other party and thus achieve an adequate share of expectations and attitudes.===>Uspešni sarađivački pregovori zahtevaju da budemo u stanju da odvojimo ličnost od procesa, kako bismo valjano komunicirali sa drugom stranom i postigli odgovarajuću podelu očekivanja i gledišta.)
MATCH@E:(Successful collaborative negotiations require that we should be capable of separating personalities from processes, so as to communicate correctly with the other party and thus achieve an adequate share of expectations and attitudes.===>Uspešni sarađivački pregovori zahtevaju da budemo u stanju da odvojimo ličnost od procesa, kako bismo valjano komunicirali sa drugom stranom i postigli odgovarajuću podelu očekivanja i gledišta.)
MATCH@M:(Fisher and Ury [5] maintain that we should be “polite to people, but strict to problems“ -treat people with respect, but to be strict in our approach to problem solving and ensure that everybody’s goals and endeavours be included and united.===>Fisher i Ury [5] kažu da treba da budemo “fini prema ljudima ali čvrsti prema problemu” - da se prema ljudima odnosimo sa poštovanjem ali da zauzmemo strog pristup u rešavanju problema i obezbedimo da svačiji ciljevi i nastojanja budu zastupljeni i objedinjeni.)
MATCH@E:(Fisher and Ury Š5Ë maintain that we should be polite to people, but strict to problems treat people with respect, but to be strict in our approach to problem solving and ensure that everybodys goals and endeavours be included and united.===>Fisher i Ury Š5Ë kažu da treba da budemo fini prema ljudima ali čvrsti prema problemu da se prema ljudima odnosimo sa poštovanjem ali da zauzmemo strog pristup u rešavanju problema i obezbedimo da svačiji ciljevi i nastojanja budu zastupljeni i objedinjeni.)
MATCH@M:(Focusing upon needs and interests, rather than upon positions.===>Usredsređenje se na potrebe i interese, ne na pozicije.)
MATCH@E:(Focusing upon needs and interests, rather than upon positions.===>Usredsređenje se na potrebe i interese, ne na pozicije.)
MATCH@M:(The difference between the position and interest is best expressed as the difference between what we want and why we want it.===>Razlika između pozicije i interesa je najbolje izražena kao razlika između šta želimo i zašto to želimo.)
MATCH@E:(The difference between the position and interest is best expressed as the difference between what we want and why we want it.===>Razlika između pozicije i interesa je najbolje izražena kao razlika između šta želimo i zašto to želimo.)
MATCH@M:(In their initial statements the negotiators define their positions: statement on claims, positions and the target points of the agreement.===>U svojim početnim izjavama, pregovarači definišu svoje pozicije: izjava o zahtevima, pozicijama i ciljnoj tački sporazuma.)
MATCH@E:(In their initial statements the negotiators define their positions: statement on claims, positions and the target points of the agreement.===>U svojim početnim izjavama, pregovarači definišu svoje pozicije: izjava o zahtevima, pozicijama i ciljnoj tački sporazuma.)
MATCH@M:(This mutual statement usually makes the negotiations look conflicting, or, at best, that the parties cannot achieve more than just a compromise.===>Obično je ova zajednička izjava pozicija ta koja predstojeće pregovore čini da po svojoj prirodi izgledaju sukobljeno, ili u najboljem slučaju da strane ne mogu da postignu ništa više od kompromisa.)
MATCH@E:(This mutual statement usually makes the negotiations look conflicting, or, at best, that the parties cannot achieve more than just a compromise.===>Obično je ova zajednička izjava pozicija ta koja predstojeće pregovore čini da po svojoj prirodi izgledaju sukobljeno, ili u najboljem slučaju da strane ne mogu da postignu ništa više od kompromisa.)
MATCH@M:(However, when it comes to the interests, the parties may find that their hidden needs, values and interests are not really in serious conflict and that it is possible to find a mutually acceptable solution.===>Međutim, prelazeci na interese, strane mogu da otkriju da njihove prikrivene potrebe, vrednosti i interesi nisu zapravo u vecem sukobu i da je moguce pronaci zajednički prihvatljivo rešenje.)
MATCH@E:(However, when it comes to the interests, the parties may find that their hidden needs, values and interests are not really in serious conflict and that it is possible to find a mutually acceptable solution.===>Međutim, prelazeći na interese, strane mogu da otkriju da njihove prikrivene potrebe, vrednosti i interesi nisu zapravo u većem sukobu i da je moguće pronaći zajednički prihvatljivo rešenje.)
MATCH@M:(Interests can be identified by asking the other party about their position; you learn “why they want what they say they want“.===>Interesi se mogu otkriti postavljanjem pitanja drugoj strani o njihovoj poziciji, da saznate “zašto žele ono što kažu da žele”.)
MATCH@E:(Interests can be identified by asking the other party about their position; you learn why they want what they say they want.===>Interesi se mogu otkri ti postavljanjem pitanja drugoj strani o njihovoj poziciji, da saznate zašto žele ono što kažu da žele.)
MATCH@M:(You should also put the same questions to yourselves if you want to share these interests with the others.===>Potrebno je i sebi postaviti ova ista pitanja ako namera-vate da podelite ove interese sa drugima.)
MATCH@E:(You should also put the same questions to yourselves if you want to share these interests with the others.===>Potrebno je i sebi postaviti ova ista pitanja ako nameravate da podelite ove interese sa drugima.)
MATCH@M:(Creating different options for mutual gain.===>Smišljanje različitih opcija za zajednički dobitak.)
MATCH@E:(Creating different options for mutual gain.===>Smišljanje različitih opcija za zajednički dobitak.)
MATCH@M:(The negotiators should create a mutual statement showing their interests, since this statement will be a problem to be solved.===>Pregovarači bi trebalo da stvore zajedničku izjavu koja predstavlja njihove interese, jer ce ta izjava biti problem koji treba da se reši.)
MATCH@E:(The negotiators should create a mutual statement showing their interests, since this statement will be a problem to be solved.===>Pregovarači bi trebalo da stvore zajedničku izjavu koja predstavlja njihove interese, jer će ta izjava biti problem koji treba da se reši.)
MATCH@M:(The next step is to find possible alternative way to solve problems or state some or all interests.===>Sledeci korak je da se navedu mogući alternativni načini za rešavanje problema i izlaganje nekih ili svih interesa.)
MATCH@E:(The next step is to find possible alternative way to solve problems or state some or all interests.===>Sledeći korak je da se navedu mogući alternativni načini za rešavanje problema i izlaganje nekih ili svih interesa.)
MATCH@M:(The ways to create options are numerous.===>Postoje brojni načini smišljanja opcija.)
MATCH@E:(The ways to create options are numerous.===>Postoje brojni načini smišljanja opcija.)
MATCH@M:(A sudden idea is a technique used when a problem should be solved and the parties differ in their views to a desired solution; the parties are encouraged to offer alternative solutions, without discussing, evaluating or appreciating the quality of any of them.===>Iznenadna ideja je tehnika koja se koristi kada treba da se reši problem a pregovaračke strane se razlikuju u željenom rešenju; strane se pod-stiču da navedu alternativa rešenja, bez rasprave, oce-njivanja i prosuđivanja kvaliteta bilo koje od njih.)
MATCH@E:(A sudden idea is a technique used when a problem should be solved and the parties differ in their views to a desired solution; the parties are encouraged to offer alternative solutions, without discussing, evaluating or appreciating the quality of any of them.===>Iznenadna ideja je tehnika koja se koristi kada treba da se reši problem a pregovaračke strane se razlikuju u željenom rešenju; strane se podstiču da navedu alternativa rešenja, bez rasprave, ocenjivanja i prosuđivanja kvaliteta bilo koje od njih.)
MATCH@M:(“Streching a pie“ is used when the negotiation deals with the allocation of limited resources; here we are concerned with how to provide a larger quantity of resources so that, in case the parties have to share them, they be divided in such a way that either party gets more than 50 percent.===>“Razvlačenje pite“ se koristi kada je pregovor oko po-dele ograničenih resursa; ovde se smišlja kako da se obezbedi više resursa tako da, ako strane moraju da podele resurse, podela bude izvršena da obezbedi više od 50 procenata za svaku stranu.)
MATCH@E:(Streching a pie is used when the negotiation deals with the allocation of limited resources; here we are concerned with how to provide a larger quantity of resources so that, in case the parties have to share them, they be divided in such a way that either party gets more than 50 percent.===>Razvlačenje pite se koristi kada je pregovor oko podele ograničenih resursa; ovde se smišlja kako da se obezbedi više resursa tako da, ako strane moraju da podele resurse, podela bude izvršena da obezbedi više od 50 procenata za svaku stranu.)
MATCH@M:(A non-specific compensation is a procedure where one party gets something that is not necessarily part of negotiation package, but is enough to state the needs and interests and allow the other party to achieve theirs.===>Nespecifična kompenzacija je postupak kojim se nastoji da jedna strana dobije nešto što nije nužno deo pregovaračkog paketa ali je dovoljno da izloži potrebe i interese i dozvoli drugoj strani da postigne svoje.)
MATCH@E:(A non-specific compensation is a procedure where one party gets something that is not necessarily part of negotiation package, but is enough to state the needs and interests and allow the other party to achieve theirs.===>Nespecifična kompenzacija je postupak kojim se nastoji da jedna strana dobije nešto što nije nužno deo pregovaračkog paketa ali je dovoljno da izloži potrebe i interese i dozvoli drugoj strani da postigne svoje.)
MATCH@M:(Insisting on applying objective criteria.===>Insistirati na korišcenju objektivnog merila.)
MATCH@E:(Insisting on applying objective criteria.===>Insistirati na korišćenju objektivnog merila.)
MATCH@M:(A very important element in collaborative strategy is to create a good selection of options, finding ways to reduce the range of the options.===>Bitan element u sarađivačkoj strategiji je da se napravi dobar izbor opcija tražeći načine da se smanji obim opcija.)
MATCH@E:(A very important element in collaborative strategy is to create a good selection of options, finding ways to reduce the range of the options.===>Bitan element u sarađivačkoj strategiji je da se napravi dobar izbor opcija tražeći načine da se smanji obim opcija.)
MATCH@M:(The parties may reduce the list of options using a defined scoring system, by which a majority of options are eliminated and only the best remain.===>Strane mogu da smanje spisak opcija koristeci utvrđeni sistem bodovanja, pri čemu se vecina opcija elimi-niše i ostaju najbolje.)
MATCH@E:(The parties may reduce the list of options using a defined scoring system, by which a majority of options are eliminated and only the best remain.===>Strane mogu da smanje spisak opcija koristeći utvrđeni sistem bodovanja, pri čemu se većina opcija eliminiše i ostaju najbolje.)
MATCH@M:(These options should be evaluated on the basis of a type of “objective criteria“ to classify which solutions are of best quality, which of them will suit both parties, etc.===>Ove opcije treba ocenjivati na osnovu nekog oblika “objektivnog merila” koje ce kla-sifikovati koja rešenja su najvišeg kvaliteta, koja su najviše odgovarajuća obema stranama i td.)
MATCH@E:(These options should be evaluated on the basis of a type of objective criteria to classify which solutions are of best quality, which of them will suit both parties, etc.===>Ove opcije treba ocenjivati na osnovu nekog oblika objektivnog merila koje će klasifikovati koja rešenja su najvišeg kvaliteta, koja su najviše odgovarajuća obema stranama i td.)
MATCH@M:(If the parties can reach an agreement on which criteria should be used, they are close to closing an agreement.===>Ako strane mogu da se dogovore koja merila treba da se koriste za ocenjivanje rešenja, one su vrlo blizu sporazuma.)
MATCH@E:(If the parties can reach an agreement on which criteria should be used, they are close to closing an agreement.===>Ako strane mogu da se dogovore koja merila treba da se koriste za ocenjivanje rešenja, one su vrlo blizu sporazuma.)
MATCH@M:(If the choice of alternatives is expected to be very problematic, the more reason there is to opt for developing and applying criteria for solutions evaluation before the very optional solutions are discussed and evaluated.===>Ako se očekuje da izbor alternativa bude veoma problematičan, tim pre se može zagovarati razvijanje i uklapanje merila za procenu rešenja pre nego što se raspravljaju i procenjuju sama opciona rešenja.)
MATCH@E:(If the choice of alternatives is expected to be very problematic, the more reason there is to opt for developing and applying criteria for solutions evaluation before the very optional solutions are discussed and evaluated.===>Ako se očekuje da izbor alternativa bude veoma problematičan, tim pre se može zagovarati razvijanje i uklapanje merila za procenu rešenja pre nego što se raspravljaju i procenjuju sama opciona rešenja.)
MATCH@M:(In this type of negotiations the parties should make effort to draw a clear agreement, which calls for precisely recording the solutions and their implementation plan.===>U ovoj vrsti pregovaranja strane treba da nastoje da sastave jasan sporazum što zahteva precizno zapisivanje rešenja i plana njegove primene.)
MATCH@E:(In this type of negotiations the parties should make effort to draw a clear agreement, which calls for precisely recording the solutions and their implementation plan.===>U ovoj vrsti pregovaranja strane treba da nastoje da sastave jasan sporazum što zahteva precizno zapisivanje rešenja i plana njegove primene.)
MATCH@M:(It usually happens that when the parties try to make a draw in a precise language and plan, the hidden disagreements and ambiguities surface.===>Obično se dešava da kada strane pokušaju da sačine nacrt preciznog jezika i plana skriveni nesporazumi i nejasnoće izađu na površinu.)
MATCH@E:(It usually happens that when the parties try to make a draw in a precise language and plan, the hidden disagreements and ambiguities surface.===>Obično se dešava da kada strane pokušaju da sačine nacrt preciznog jezika i plana skriveni nesporazumi i nejasnoće izađu na površinu.)
MATCH@M:(In this phase of negotiations it may prove practical to use a “unique text procedure“ where one negotiator records the precise language and the text of the agreement.===>Na ovom stupnju pregovora praktično je koristiti “postupak jednog teksta” gde jedan pregovarač pokušava da zabeleži precizni jezik i tekst sporazuma.)
MATCH@E:(In this phase of negotiations it may prove practical to use a unique text procedure where one negotiator records the precise language and the text of the agreement.===>Na ovom stupnju pregovora praktično je koristiti postupak jednog teksta gde jedan pregovarač pokušava da zabeleži precizni jezik i tekst sporazuma.)
MATCH@M:(The draft of the agreement is then exchanged between the parties until they have agreed upon the language, the deadlines, the terms, etc.===>Onda ovaj sporazum strane razmenjuju dok se ne slože oko jezika, rokova, uslova itd.)
MATCH@E:(The draft of the agreement is then exchanged between the parties until they have agreed upon the language, the deadlines, the terms, etc.===>Onda ovaj sporazum strane razmenjuju dok se ne slože oko jezika, rokova, uslova itd.)
MATCH@M:(A similar result can be achieved if the parties negotiate in a room that is equipped with a board or a computer screen.===>Sličan rezultat može se postići ako strane vode pregovarački proces u prostoriji koja ima tablu ili računarski ekran.)
MATCH@E:(A similar result can be achieved if the parties negotiate in a room that is equipped with a board or a computer screen.===>Sličan rezultat može se postići ako strane vode pregovarački proces u prostoriji koja ima tablu ili računarski ekran.)
MATCH@M:(The process of recording their work brings to surface possible ambiguities; thus the ambiguities are being cleared and the probability of problems arising as parties proceede in fulfilling the agreement will be reduced.===>Proces zapisivanja njihovog tekućeg rada počinje da iznosi na površinu moguće nejasnoće, sve ih razjašnjava i smanjuje verovatnoću da će se problemi pojaviti kako strane izvršavaju sporazum.)
MATCH@E:(The process of recording their work brings to surface possible ambiguities; thus the ambiguities are being cleared and the probability of problems arising as parties proceede in fulfilling the agreement will be reduced.===>Proces zapisivanja njihovog tekućeg rada počinje da iznosi na površinu moguće nejasnoće, sve ih razjašnjava i smanjuje verovatnoću da će se problemi pojaviti kako strane izvršavaju sporazum.)
MATCH@M:(In a competitive and ethically imperfect world business people face serious ethic challenges.===>U kompetitivnom i moralno neperfektnom svetu poslovni ljudi su suočeni sa ozbiljnim etičkim izazovima.)
MATCH@E:(5. ~~~ Negotiators ethics In a competitive and ethically imperfect world business people face serious ethic challenges.===>Etika pregovarača U kompetitivnom i moralno neperfektnom svetu poslovni ljudi su suočeni sa ozbiljnim etičkim izazovima.)
MATCH@M:(According to Cramton and Dees [7], a Macchiavellian gap between what is being done and what (ideally) should be done is a reality in business negotiations.===>Prema Crantonu i Deesu [7] makvijelistički jaz između onoga šta se radi i šta (idealno) treba da bude urađeno realan je u poslovnom pregovaranju.)
MATCH@E:(According to Cramton and Dees Š7Ë, a Macchiavellian gap between what is being done and what (ideally) should be done is a reality in business negotiations.===>Prema Crantonu i Deesu Š7Ë makvijelistički jaz između onoga šta se radi i šta (idealno) treba da bude urađeno realan je u poslovnom pregovaranju.)
MATCH@M:(A Macchiavellian answer surely makes thins worse, however, a purely moralistic (or philosophical) one will probably be ineffective.===>Svakako makvijelistički odgovor čini stvari lošim, ali čisto mo-ralistički (ili filozofski odgovor) će verovatno biti nee-fektivan.)
MATCH@E:(A Macchiavellian answer surely makes thins worse, however, a purely moralistic (or philosophical) one will probably be ineffective.===>Svakako makvijelistički odgovor čini stvari lošim, ali čisto moralistički (ili filozofski odgovor) će verovatno biti neefektivan.)
MATCH@M:(It is necessary to search for various ways of narrowing this gap and building trust and openness.===>Potrebno je istraživati različite načine za sužavanje pomenutog jaza i nastojati povećati povere-nje i otvorenost.)
MATCH@E:(It is necessary to search for various ways of narrowing this gap and building trust and openness.===>Potrebno je istraživati različite načine za sužavanje pomenutog jaza i nastojati povećati poverenje i otvorenost.)
MATCH@M:(Evaluating negotiating strategy must include ethics.===>Ocenjivanje pregovaračke strategije mora da uključi etiku.)
MATCH@E:(Evaluating negotiating strategy must include ethics.===>Ocenjivanje pregovaračke strategije mora da uključi etiku.)
MATCH@M:(Here we can ask some relevant questions: what causes unethical behaviour, which type of unethical behaviour may a negotiator encounter and why the ethic standard should be part of the process.===>U tom smislu možemo postaviti relevantna pitanja: zašto se javlja neetičko ponašanje, koju vrstu neetičkog ponašanja pregovarač može da doživi i zašto etički standard treba da bude deo procesa?)
MATCH@E:(Here we can ask some relevant questions: what causes unethical behaviour, which type of unethical behaviour may a negotiator encounter and why the ethic standard should be part of the process.===>U tom smislu možemo postaviti relevantna pitanja: zašto se javlja neetičko ponašanje, koju vrstu neetičkog ponašanja pregovarač može da doživi i zašto etički standard treba da bude deo procesa?)
MATCH@M:(What causes unethical behaviour.===>Zašto se javlja neetičko ponašanje.)
MATCH@E:(What causes unethical behaviour.===>Zašto se javlja neetičko ponašanje.)
MATCH@M:(Causes of unethical behaviour are probably numerous.===>Ima verovatno mnogo razloga za neetičko ponašanje.)
MATCH@E:(Causes of unethical behaviour are probably numerous.===>Ima verovatno mnogo razloga za neetičko ponašanje.)
MATCH@M:(Risking to oversimplify the matters, we list the most frequent factors motivating unethical bahaviour:===>Uz rizik pojednostavljivanja, najčešći činioci koji motivišu neetičko ponašanje su sledeći:)
MATCH@E:(Risking to oversimplify the matters, we list the most frequent factors motivating unethical bahaviour: Competition.===>Uz rizik pojednostavljivanja, najčešći činioci koji motivišu neetičko ponašanje su sledeći: ~~~ Konkurencija.)
MATCH@M:(The very nature of competition forces people to act in a way that will take them to the competitive edge, even when this edge is beyond the boundaries of the rules.===>Sama priroda takmičenja tera ljude na ponašanja koja će ih dovesti do konkurentske ivice, čak i kada se ta ivica kreće izvan granica pravila.)
MATCH@E:(The very nature of competition forces people to act in a way that will take them to the competitive edge, even when this edge is beyond the boundaries of the rules.===>Sama priroda takmičenja tera ljude na ponašanja koja će ih dovesti do konkurentske ivice, čak i kada se ta ivica kreće izvan granica pravila.)
MATCH@M:(The rules of “adequate“ and “inadequate“ behaviour should be established and clear to the parties and be approved of by the parties, i.e., the nego-tiatiors agree to play by those rules.===>Pravila “prikladnog” i “neprikladnog” ponašanja treba da budu uspostavljena i jasna svim stranama, takođe treba da budu eksplicitno odobrena od svih strana tj. da se svi slažu da igraju po tim pravilima.)
MATCH@E:(The rules of adequate and inadequate behaviour should be established and clear to the parties and be approved of by the parties, i.e., the negotiatiors agree to play by those rules.===>Pravila prikladnog i neprikladnog ponašanja treba da budu uspostavljena i jasna svim stranama, takođe treba da budu eksplicitno odobrena od svih strana tj. da se svi slažu da igraju po tim pravilima.)
MATCH@M:(The negotiations are especially sensitive to ambiguities, once the negotiators are generally expected to be “legitimately unethical“ in their affort to satisfy their interests.===>Pregovori su posebno osetljivi na nejasnoće jer se uopšte očekuje da će se pregovarači upustiti u izvesno “legitimno ne-poštenje” u svojim pokušajima da zadovolje svoje interese.)
MATCH@E:(The negotiations are especially sensitive to ambiguities, once the negotiators are generally expected to be legitimately unethical in their affort to satisfy their interests.===>Pregovori su posebno osetljivi na nejasnoće jer se uopšte očekuje da će se pregovarači upustiti u izvesno legitimno nepoštenje u svojim pokušajima da zadovolje svoje interese.)
MATCH@M:(Thus it is expected that, e.g., from time to time the negotiatiors “bluff“ their intentions or avoid telling “the whole truth“ when stating their end point.===>Tako se očekuje npr. da pregovarači s vremena na vreme “blefiraju” svoje namere ili da ne kažu “celu istinu” iznevši svoju krajnju tačku.)
MATCH@E:(Thus it is expected that, e.g., from time to time the negotiatiors bluff their intentions or avoid telling the whole truth when stating their end point.===>Tako se očekuje npr. da pregovarači s vremena na vreme blefiraju svoje namere ili da ne kažu celu istinu iznevši svoju krajnju tačku.)
MATCH@M:(A tough part for new negotiators is drawing a separation line between “legiti-mate“ and “illegitimate“ dishonesty!===>Za nove pregovarače, težak deo je određivanje razdelne linije između “legitimnog” i “nelegitimnog” nepoštenja!)
MATCH@E:(A tough part for new negotiators is drawing a separation line between legitimate and illegitimate dishonesty!===>Za nove pregovarače, težak deo je određivanje razdelne linije između legitimnog i nelegitimnog nepoštenja!)
MATCH@M:(Satisfying one’s ego and greed.===>Zadovoljenje ega i pohlepa.)
MATCH@E:(Satisfying ones ego and greed.===>Zadovoljenje ega i pohlepa.)
MATCH@M:(In an environment in which the parties are motivated to satisfy their own interests, feed their own ego and show their “good image“ to important public (looking successful, powerful, wealthy, etc.), ethical standards may often be upset.===>U okruženju gde su strane motivisane ka samozadovoljenju, služeći potrebama sopstvenog ega, i “izgedajući dobro” važnoj publici (izgledajući uspešno, moćno, bogato i sl.), etički standardi često mogu biti narušeni.)
MATCH@E:(In an environment in which the parties are motivated to satisfy their own interests, feed their own ego and show their good image to important public (looking successful, powerful, wealthy, etc.), ethical standards may often be upset.===>U okruženju gde su strane motivisane ka samozadovoljenju, služeći potrebama sopstvenog ega, i izgedajući dobro važnoj publici (izgledajući uspešno, moćno, bogato i sl.), etički standardi često mogu biti narušeni.)
MATCH@M:(We distort the rules to go ahead, we deny having acted incorrectly, we hide our errors, refuse to take responsibility for them or correct them.===>Iskrivljujemo pravila da bismo išli napred, poričemo da smo nešto pogrešno uradili, zataškavamo greške, odbijamo da preuzmemo odgovornost ili da ih ispravimo.)
MATCH@E:(We distort the rules to go ahead, we deny having acted incorrectly, we hide our errors, refuse to take responsibility for them or correct them.===>Iskrivljujemo pravila da bismo išli napred, poričemo da smo nešto pogrešno uradili, zataškavamo greške, odbijamo da preuzmemo odgovornost ili da ih ispravimo.)
MATCH@M:(We are concerned with social approval and recognition rather than with the rules we violated in order to reach the position we are at.===>Više nas brine društveno odobravanje i priznanje nego pravila koja smo narušili da bismo dotle stigli.)
MATCH@E:(We are concerned with social approval and recognition rather than with the rules we violated in order to reach the position we are at.===>Više nas brine društveno odobravanje i priznanje nego pravila koja smo narušili da bismo dotle stigli.)
MATCH@M:(Although sociologists claim that the “me-generation“ is gone, their traces are present in our struggle to satisfy our ego, regardless of the rules.===>Iako sociolozi tvrde da je “ja generacija” prošla, njeni tragovi ostaju u našoj potrazi zadovoljenja ega a na štetu pravila.)
MATCH@E:(Although sociologists claim that the me-generation is gone, their traces are present in our struggle to satisfy our ego, regardless of the rules.===>Iako sociolozi tvrde da je ja generacija prošla, njeni tragovi ostaju u našoj potrazi zadovoljenja ega a na štetu pravila.)
MATCH@M:(Restoring justice.===>Uspostavljanje pravde.)
MATCH@E:(Restoring justice.===>Uspostavljanje pravde.)
MATCH@M:(A negotiator may believe that he was misused and that he has to resort to “revenge“.===>Pregovarač može da veruje da se prema njemu nepravedno odnosilo i da mu je potrebno da se “osveti”.)
MATCH@E:(A negotiator may believe that he was misused and that he has to resort to revenge.===>Pregovarač može da veruje da se prema njemu nepravedno odnosilo i da mu je potrebno da se osveti.)
MATCH@M:(By this logic, the other party has already gained some competitive and tactical advantage, and our negotiator has to take “drastic“ steps to regain some power and control.===>Tom logikom, drugi je već stekao nepoštenu konkurentsku i taktičku prednost, i naš pregovarač treba da preduzme “drastične mere” da bi povratio nešto moći i kontrole.)
MATCH@E:(By this logic, the other party has already gained some competitive and tactical advantage, and our negotiator has to take drastic steps to regain some power and control.===>Tom logikom, drugi je već stekao nepoštenu konkurentsku i taktičku prednost, i naš pregovarač treba da preduzme drastične mere da bi povratio nešto moći i kontrole.)
MATCH@M:(Lying and cheating in negotiations are often motivated by the claim that “the other party has already done the same“; although logics says that two wrong things do not amount to one right, emotional satisfaction resulting from the act of revenge often prevails.===>Laganje u varanje u pregovoru su često motivisani izjavom da je “druga strana već to radila”; iako logika nalaže da dve pogrešne stvari ne daju jednu ispravnu, emocionalno zadovoljenje proizašlo iz čina osvete često pobeđuje.)
MATCH@E:(Lying and cheating in negotiations are often motivated by the claim that the other party has already done the same; although logics says that two wrong things do not amount to one right, emotional satisfaction resulting from the act of revenge often prevails.===>Laganje u varanje u pregovoru su često motivisani izjavom da je druga strana već to radila; iako logika nalaže da dve pogrešne stvari ne daju jednu ispravnu, emocionalno zadovoljenje proizašlo iz čina osvete često pobeđuje.)
MATCH@M:(Short-term prospects.===>Kratkoro~ni izgledi.)
MATCH@E:(Short-term prospects.===>Kratkoročni izgledi.)
MATCH@M:(What negotiators criticize most frequently is that in their activities they share a shortsighted, short-termed focus.===>Najčešća kritika mnogih pregovarača je ta da dele kratkovidi, kratkoročni fokus u svojim delovanjima.)
MATCH@E:(What negotiators criticize most frequently is that in their activities they share a shortsighted, short-termed focus.===>Najčešća kritika mnogih pregovarača je ta da dele kratkovidi, kratkoročni fokus u svojim delovanjima.)
MATCH@M:(The goal to be successful in a short time period results in their tending to neglect long-term relationships.===>Cilj da se bude uspešan u kratkom roku vodi ih ka tome da zanemare dugoročne odnose.)
MATCH@E:(The goal to be successful in a short time period results in their tending to neglect long-term relationships.===>Cilj da se bude uspešan u kratkom roku vodi ih ka tome da zanemare dugoročne odnose.)
MATCH@M:(Competitive behaviours are more appropriate to short-term, individual negotiations, however, if used in long-term relations, they threaten to upset and destroy them.===>Konkurentska ponašanja su prikladnija za kratkoročne, pojedinačne pregovore, ali ako se koriste u dugoročnim odnosima, narušiće i uništiti ove odnose.)
MATCH@E:(Competitive behaviours are more appropriate to short-term, individual negotiations, however, if used in long-term relations, they threaten to upset and destroy them.===>Konkurentska ponašanja su prikladnija za kratkoročne, pojedinačne pregovore, ali ako se koriste u dugoročnim odnosima, narušiće i uništiti ove odnose.)
MATCH@M:(A short-sighted, short-term focus many negotiators use often makes them resort to competitive or even unethical tactics in order to ensure an instant advantage.===>Kratkovidni, kratkoročni fokus mnogih pregovarača često ih vodi u takmičarske i čak neetičke taktike da bi obezbedili trenutnu prednost.)
MATCH@E:(A short-sighted, short-term focus many negotiators use often makes them resort to competitive or even unethical tactics in order to ensure an instant advantage.===>Kratkovidni, kratkoročni fokus mnogih pregovarača često ih vodi u takmičarske i čak neetičke taktike da bi obezbedili trenutnu prednost.)
MATCH@M:(Usual types of unethical behaviour.===>Uobičajene vrste neetičkog ponašanja.)
MATCH@E:(Usual types of unethical behaviour.===>Uobičajene vrste neetičkog ponašanja.)
MATCH@M:(The previous behaviours are similar to misleading in that a logics is created that makes the other negotiator draw wrong conclusions.===>Prethodna ponašanja su slična obmani u tome da se stvara logika koja navodi drugog pregovarača da donese zaključke koji nisu istiniti.)
MATCH@E:(The previous behaviours are similar to misleading in that a logics is created that makes the other negotiator draw wrong conclusions.===>Prethodna ponašanja su slična obmani u tome da se stvara logika koja navodi drugog pregovarača da donese zaključke koji nisu istiniti.)
MATCH@M:(This is the worst distortion of ethics and may include serious offence, such as: spying on the other party, stealing their documentation, besmirching them by lying about them or obstructing their work in order to prevent them to compete successfully.===>Ovo je najoštrije narušavanje etike, može da uključuje teške prestupe kao što su: špijuniranje suparnika i krađa dokumenata, njihovo blaćenje u očima drugih širenjem laži ili ometanje njihovog rada da ih sprečimo u uspešnom nadmetanju.)
MATCH@E:(This is the worst distortion of ethics and may include serious offence, such as: spying on the other party, stealing their documentation, besmirching them by lying about them or obstructing their work in order to prevent them to compete successfully.===>Ovo je najoštrije narušavanje etike, može da uključuje teške prestupe kao što su: špijuniranje suparnika i krađa dokumenata, njihovo blaćenje u očima drugih širenjem laži ili ometanje njihovog rada da ih sprečimo u uspešnom nadmetanju.)
MATCH@M:(Implementing ethical principles in negotiation.===>Primena etičkih načela u pregovoru.)
MATCH@E:(Implementing ethical principles in negotiation.===>Primena etičkih načela u pregovoru.)
MATCH@M:(The negotiators have to understand their own ethic standards and limitations.===>Pregovarači moraju da razumeju sopstvene etičke standarde i ograničenja.)
MATCH@E:(The negotiators have to understand their own ethic standards and limitations.===>Pregovarači moraju da razumeju sopstvene etičke standarde i ograničenja.)
MATCH@M:(They must develop their own beliefs, a set of principles defining what they will and what they will not do!===>Oni moraju da razviju ličnu veru, skup načela koji razjašnjava šta će a šta neće raditi!)
MATCH@E:(They must develop their own beliefs, a set of principles defining what they will and what they will not do!===>Oni moraju da razviju ličnu veru, skup načela koji razjašnjava šta će a šta neće raditi!)
MATCH@M:(There are no generally adopted ethical codes to help negotiators define what is appropriate and what is not (such as those valid for lawyers or some other professions).===>Ne postoje opšte prihvaćeni kodeksi etike koji pomažu pregovaračima da definišu šta je prikladno (kao npr. etički kodeks za advokate ili neke druge profesije).)
MATCH@E:(There are no generally adopted ethical codes to help negotiators define what is appropriate and what is not (such as those valid for lawyers or some other professions).===>Ne postoje opšte prihvaćeni kodeksi etike koji pomažu pregovaračima da definišu šta je prikladno (kao npr. etički kodeks za advokate ili neke druge profesije).)
MATCH@M:(Most negotiators seem to agree that slight exaggeration and selective disclosure (stressing positive features over negative and not disclosing the end point) are acceptable and within ethical boundaries of negotiations, however, more serious violation of ethics may be inappropriate and less acceptable.===>Većina pregovarača čini se da se slaže da blago pre-terivanje i selektivno otkrivanje (naglašavanje pozitivnih osobina nad negativnim i ne saopšta-vanje krajnje tačke) su prihvaćeni u okviru etičkih granica pregovora ali drastičniji oblici kršenja etike, mogu biti neprimereni i manje prihvatljivi.)
MATCH@E:(Most negotiators seem to agree that slight exaggeration and selective disclosure (stressing positive features over negative and not disclosing the end point) are acceptable and within ethical boundaries of negotiations, however, more serious violation of ethics may be inappropriate and less acceptable.===>Većina pregovarača čini se da se slaže da blago preterivanje i selektivno otkrivanje (naglašavanje pozitivnih osobina nad negativnim i ne saopštavanje krajnje tačke) su prihvaćeni u okviru etičkih granica pregovora ali drastičniji oblici kršenja etike, mogu biti neprimereni i manje prihvatljivi.)
MATCH@M:(It is an ethical challenge in negotiations not to disclose too much, but not to hide the truth and distort the rules in a way to destroy the trust and relationships between the parties either.===>Etički izazov u pregovorima je da ne otkrivate i odajete isuviše, ali i da ne ispadnete oni koji iskrivljuju istinu i pravila na način koji uništava tkivo poverenja i odnosa između strana.)
MATCH@E:(It is an ethical challenge in negotiations not to disclose too much, but not to hide the truth and distort the rules in a way to destroy the trust and relationships between the parties either.===>Etički izazov u pregovorima je da ne otkrivate i odajete isuviše, ali i da ne ispadnete oni koji iskrivljuju istinu i pravila na način koji uništava tkivo poverenja i odnosa između strana.)
MATCH@M:(The paper focuses upon the key aspects of negotiations in business relations.===>Ovaj rad je usredsređen na ključne aspekte pregovaranja u poslovnim odnosima.)
MATCH@E:(Conclusion The paper focuses upon the key aspects of negotiations in business relations.===>Zaključci Ovaj rad je usredsređen na ključne aspekte pregovaranja u poslovnim odnosima.)
MATCH@M:(The above four categories will strongly affect the type of strategy the negotiating parties will select.===>Navedene četiri kategorije imače snažan uticaj na vrstu strategije koju če pregovaračke strane odabrati.)
MATCH@E:(The above four categories will strongly affect the type of strategy the negotiating parties will select.===>Navedene četiri kategorije imaće snažan uticaj na vrstu strategije koju će pregovaračke strane odabrati.)
MATCH@M:(Successfull negotiators understand that these factors contribute to firm agreements and try to manage them in a given strategic planning and execution.===>Uspešni pregovarači shvataju kako ovi faktori doprinose čvrstim dogovorima i pokušavaju da upravljaju njima u datom strategijskom planiranju i izvođenju.)
MATCH@E:(Successfull negotiators understand that these factors contribute to firm agreements and try to manage them in a given strategic planning and execution.===>Uspešni pregovarači shvataju kako ovi faktori doprinose čvrstim dogovorima i pokušavaju da upravljaju njima u datom strategijskom planiranju i izvođenju.)
MATCH@M:(Over many years and many hundreds of contracts, EVM proved its value as the best way to measure progress in achieving contract objectives and to estimate the cost at completion.===>Tokom godina i posle stotina ugovora, pokazalo se da EVM (upravljanje stečenom vred-nošču) predstavlja najuspešniji način merenja napretka u postizanju ugovorenih ciljeva i procene troškova po završetku posla.)
MATCH@E:(Over many years and many hundreds of contracts, EVM proved its value as the best way to measure progress in achieving contract objectives and to estimate the cost at completion.===>Tokom godina i posle stotina ugovora, pokazalo se da EVM (upravljanje stečenom vrednošću) predstavlja najuspešniji način merenja napretka u postizanju ugovorenih ciljeva i procene troškova po završetku posla.)
MATCH@M:(EVM now is mandatory for all United States government agencies.===>Sada je primena UZV obavezna za sve vladine agencije u SAD.)
MATCH@E:(EVM now is mandatory for all United States government agencies.===>Sada je primena UZV obavezna za sve vladine agencije u SAD.)
MATCH@M:(Their budget requests must include strong business cases exhibiting effective use of EVM, both for government and contractor effort.===>Njihova potraživanja sredstava moraju da sadrže i ubedljive poslovne situacije u kojima je prikazana efektivna primena EVM, kako za vladu tako i za izvođača.)
MATCH@E:(Their budget requests must include strong business cases exhibiting effective use of EVM, both for government and contractor effort.===>Njihova potraživanja sredstava moraju da sadrže i ubedljive poslovne situacije u kojima je prikazana efektivna primena EVM, kako za vladu tako i za izvođača.)
MATCH@M:(This paper traces EVM from its government origins and explains its increasing acceptance worldwide as the tool of choice for integrating work scope with schedule and technical performance metrics in project-based enterprises.===>U ovom radu pratimo EVM od njegovog nastanka u vladi i objašnjavamo zašto se sve više prihvata u svetu kao izborni alat za integrisanje obima posla i plana i merenja učinka u projektno orijentisanim preduzeći-ma.)
MATCH@E:(This paper traces EVM from its government origins and explains its increasing acceptance worldwide as the tool of choice for integrating work scope with schedule and technical performance metrics in project-based enterprises.===>U ovom radu pratimo EVM od njegovog nastanka u vladi i objašnjavamo zašto se sve više prihvata u svetu kao izborni alat za integrisanje obima posla i plana i merenja učinka u projektno orijentisanim preduzećima.)
MATCH@M:(Beyond government, EVM is gaining acceptance for projects of all sizes, due to several factors.===>Pored vladinih projekata, EVM se sve više prihvata kada se radi o projektima svih veličina, i to iz nekoliko razloga.)
MATCH@E:(Beyond government, EVM is gaining acceptance for projects of all sizes, due to several factors.===>Pored vladinih projekata, EVM se sve više prihvata kada se radi o projektima svih veličina, i to iz nekoliko razloga.)
MATCH@M:(First, the US government and its contractors developed an American National Standards Institute (ANSI) standard for EVM.===>Prvo, Vlada SAD i njeni saugovarači razvili su jedan standard Američkog Instituta za nacionalne standarde (ANSI) za EVM.)
MATCH@E:(First, the US government and its contractors developed an American National Standards Institute (ANSI) standard for EVM.===>Prvo, Vlada SAD i njeni saugovarači razvili su jedan standard Američkog Instituta za nacionalne standarde (ANSI) za EVM.)
MATCH@M:(Issued in 1998, ANSI/EIA 748 has replaced government regulations and is being adopted by companies in various industries.===>Ovaj standard, ANSI/EIA 748, objavljen 1998. godine i zamenio je vladine odredbe, a prihvatile su ga kompanije u raznim oblastima industrije.)
MATCH@E:(Issued in 1998, ANSI/EIA 748 has replaced government regulations and is being adopted by companies in various industries.===>Ovaj standard, ANSI/EIA 748, objavljen 1998. godine i zamenio je vladine odredbe, a prihvatile su ga kompanije u raznim oblastima industrije.)
MATCH@M:(Second, inexpensive project management software has made EVM accessible to projects of any size.===>Drugo, EVM ima jeftin softver za upravljanje projektima što ga je učinilo prihvatljivim za sve vrste projekata, bez obzira na veličinu.)
MATCH@E:(Second, inexpensive project management software has made EVM accessible to projects of any size.===>Drugo, EVM ima jeftin softver za upravljanje projektima što ga je učinilo prihvatljivim za sve vrste projekata, bez obzira na veličinu.)
MATCH@M:(Third, the Project Management Institute has embraced EVM and published an EVM practice standard.===>Treće, Institut za upravljanje projektima prihvatio je EVM i objavio je standard za primenu postupaka u EVM.)
MATCH@E:(Third, the Project Management Institute has embraced EVM and published an EVM practice standard.===>Treće, Institut za upravljanje projektima prihvatio je EVM i objavio je standard za primenu postupaka u EVM.)
MATCH@M:(These influences - government leadership, technological innovation and advocacy by industrial and professional associations - are converging to make EVM the preferred model for integrated project management.===>Ovi uticaji - promovisanje od strane vlade, tehnološke inovacije i podrška industrijskih i profesionalnih udruženja - uticali su na to da EVM postane vodeći model za integrisano projektno upravljanje.)
MATCH@E:(These influences government leadership, technological innovation and advocacy by industrial and professional associations are converging to make EVM the preferred model for integrated project management.===>Ovi uticaji promovisanje od strane vlade, tehnološke inovacije i podrška industrijskih i profesionalnih udruženja uticali su na to da EVM postane vodeći model za integrisano projektno upravljanje.)
MATCH@M:(Whether in government or industry, managers can use EVM to measure progress on the projects in their portfolios objectively, to quantify risk and to make informed decisions in the best interests of their project stakeholders.===>Bez obzira da li se radi o vladi ili o industriji, menadžeri mogu da prime-njuju EVM kako bi objektivno merili napredak na projektima u svom portfelju, da bi kvantifikovali rizik i da bi donosili utemeljene odluke u najboljem interesu svojih stejkholdera.)
MATCH@E:(Whether in government or industry, managers can use EVM to measure progress on the projects in their portfolios objectively, to quantify risk and to make informed decisions in the best interests of their project stakeholders.===>Bez obzira da li se radi o vladi ili o industriji, menadžeri mogu da primenjuju EVM kako bi objektivno merili napredak na projektima u svom portfelju, da bi kvantifikovali rizik i da bi donosili utemeljene odluke u najboljem interesu svojih stejkholdera.)
MATCH@M:(This paper discusses the author’s experience in a large project management organization - the United States Department of Defense, where he served from 1982 until 1999 as the senior contract performance analyst in the Office of the Secretary of Defense.===>U ovom radu razmatramo iskustva autora u jednoj velikoj organizaciji za projektno upravljanje - Ministra-stvu odbrane SAD, i kojoj je radio od 1982. do 1999. godine kao viši analitičar za sprovođenje ugovora za veliki broj raznih proizvoda,)
MATCH@E:(This paper discusses the authors experience in a large project management organization the United States Department of Defense, where he served from 1982 until 1999 as the senior contract performance analyst in the Office of the Secretary of Defense.===>Isporuke su kasnile, a prekoračenje troškova postalo je uobičajena pojava.)
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BAD_LINE_M:This paper discusses the author’s experience in a large project management organization - the United States Department of Defense, where he served from 1982 until 1999 as the senior contract performance analyst in the Office of the Secretary of Defense.
BAD_LINE_M:U ovom radu razmatramo iskustva autora u jednoj velikoj organizaciji za projektno upravljanje - Ministra-stvu odbrane SAD, i kojoj je radio od 1982. do 1999. godine kao viši analitičar za sprovođenje ugovora za veliki broj raznih proizvoda,
BAD_LINE_E:This paper discusses the authors experience in a large project management organization the United States Department of Defense, where he served from 1982 until 1999 as the senior contract performance analyst in the Office of the Secretary of Defense.
BAD_LINE_E:Isporuke su kasnile, a prekoračenje troškova postalo je uobičajena pojava.
MATCH@M:(He developed management policy and analyzed contractor performance for a wide variety of products including airplanes, ships, land vehicles, software, spacecraft, electronics and weapons.===>među kojima su avioni, brodovi, terenska vozila, softver, svemirski brodovi, elektronika i oružje.)
MATCH@E:(He developed management policy and analyzed contractor performance for a wide variety of products including airplanes, ships, land vehicles, software, spacecraft, electronics and weapons.===>)
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BAD_LINE_M:He developed management policy and analyzed contractor performance for a wide variety of products including airplanes, ships, land vehicles, software, spacecraft, electronics and weapons.
BAD_LINE_M:među kojima su avioni, brodovi, terenska vozila, softver, svemirski brodovi, elektronika i oružje.
BAD_LINE_E:He developed management policy and analyzed contractor performance for a wide variety of products including airplanes, ships, land vehicles, software, spacecraft, electronics and weapons.
BAD_LINE_E:
MATCH@M:(It is useful to understand that experience because management concepts being embraced worldwide originated in DoD, evolved during the author’s public service career and continue to grow under the leadership of industrial and professional associations.===>Važno je uzeti u obzir ovo iskustvo, pošto su koncepti upravljanja koji su kasnije prihvaćeni svuda u svetu upravo nastali u MO (Ministrastvo odbrane), razvijali se tokom autorovog radnog angažmana i nastavili da se razvijaju pod vođstvom industrijskih i profesionalnih udruženja.)
MATCH@E:(It is useful to understand that experience because management concepts being embraced worldwide originated in DoD, evolved during the authors public service career and continue to grow under the leadership of industrial and professional associations.===>)
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BAD_LINE_M:It is useful to understand that experience because management concepts being embraced worldwide originated in DoD, evolved during the author’s public service career and continue to grow under the leadership of industrial and professional associations.
BAD_LINE_M:Važno je uzeti u obzir ovo iskustvo, pošto su koncepti upravljanja koji su kasnije prihvaćeni svuda u svetu upravo nastali u MO (Ministrastvo odbrane), razvijali se tokom autorovog radnog angažmana i nastavili da se razvijaju pod vođstvom industrijskih i profesionalnih udruženja.
BAD_LINE_E:It is useful to understand that experience because management concepts being embraced worldwide originated in DoD, evolved during the authors public service career and continue to grow under the leadership of industrial and professional associations.
BAD_LINE_E:
MATCH@M:(Despite the differences between government and commercial business, the same basic principles apply to the management of all projects.===>Uprkos razlikama koje postoje između vlade i komercijalnog poslovanja, u svim projektima važe isti osnovni principi upravljanja.)
MATCH@E:(Despite the differences between government and commercial business, the same basic principles apply to the management of all projects.===>)
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BAD_LINE_M:Despite the differences between government and commercial business, the same basic principles apply to the management of all projects.
BAD_LINE_M:Uprkos razlikama koje postoje između vlade i komercijalnog poslovanja, u svim projektima važe isti osnovni principi upravljanja.
BAD_LINE_E:Despite the differences between government and commercial business, the same basic principles apply to the management of all projects.
BAD_LINE_E:
MATCH@M:(The contracts were for research and development and production, for total systems and subsystems such as aircraft engines, for entirely new systems and improvement of old ones - in short, the entire range of defense acquisition.===>Vlada je sklapala ugovore za istraživanja i razvoj i proizvodnju, za celovite sisteme i za podsisteme kao što su avionski motori, za potpuno nove sisteme i za unapređenje starih - ukratko, čitav asortiman nabavki za potrebe odbrane.)
MATCH@E:(Introduction The contracts were for research and development and production, for total systems and subsystems such as aircraft engines, for entirely new systems and improvement of old ones in short, the entire range of defense acquisition.===>Vlada je sklapala ugovore za istraživanja i razvoj i proizvodnju, za celovite sisteme i za podsisteme kao što su avionski motori, za potpuno nove sisteme i za unapređenje starih ukratko, čitav asortiman nabavki za potrebe odbrane.)
MATCH@M:(The DoD sought constantly to improve project management.===>U MO su stalno težili unapređivanju projektnog upravljanja.)
MATCH@E:(The DoD sought constantly to improve project management.===>U MO su stalno težili unapređivanju projektnog upravljanja.)
MATCH@M:(When mistakes happened, DoD learned from them and moved forward.===>U MO su učili na greškama i išli dalje.)
MATCH@E:(When mistakes happened, DoD learned from them and moved forward.===>U MO su učili na greškama i išli dalje.)
MATCH@M:(As its knowledge base grew, DoD shared information with researchers in government and academia to understand the trends and to improve management.===>Kako je rasla baza znanja, MO je razmenjivalo informacije sa istraživačima u vladi i u akademskim institucijama, kako bi shvatili trendove i poboljšali upravljanje.)
MATCH@E:(As its knowledge base grew, DoD shared information with researchers in government and academia to understand the trends and to improve management.===>Kako je rasla baza znanja, MO je razmenjivalo informacije sa istraživačima u vladi i u akademskim institucijama, kako bi shvatili trendove i poboljšali upravljanje.)
MATCH@M:(The Department meets its management challenges by relying on project management and a strong industrial base.===>Ministarstvo reaguje na izazove u upravljanju tako što se oslanja na projektno upravljanje i na jaku industrijsku osnovu.)
MATCH@E:(The Department meets its management challenges by relying on project management and a strong industrial base.===>Ministarstvo reaguje na izazove u upravljanju tako što se oslanja na projektno upravljanje i na jaku industrijsku osnovu.)
MATCH@M:(The Department and its contractors originated many of the concepts that are used in modern project management.===>Ministarstvo i njegovi saugovarači autori su velikog broja koncepata koji se danas koriste u projektnom upravljanju.)
MATCH@E:(The Department and its contractors originated many of the concepts that are used in modern project management.===>Ministarstvo i njegovi saugovarači autori su velikog broja koncepata koji se danas koriste u projektnom upravljanju.)
MATCH@M:(In a sense, DoD and defense industry comprise a huge project management “laboratory” where new ideas are tested.===>Na neki način, MO i odbrambena industrija predstavljaju ogromnu „laboratoriju“ za upravljanje projektima u kojoj se testiraju nove ideje.)
MATCH@E:(In a sense, DoD and defense industry comprise a huge project management laboratory where new ideas are tested.===>Na neki način, MO i odbrambena industrija predstavljaju ogromnu laboratoriju za upravljanje projektima u kojoj se testiraju nove ideje.)
MATCH@M:(Those that work stand the test of time; those that fail go into the trash bin.===>One koje su dobre izdržaće probu vremena, one koje nisu, odbacuju se.)
MATCH@E:(Those that work stand the test of time; those that fail go into the trash bin.===>One koje su dobre izdržaće probu vremena, one koje nisu, odbacuju se.)
MATCH@M:(New management techniques such as the Program Evaluation and Review Technique, or PERT and PERT COST were developed to solve the problems posed by increasingly complex projects.===>Da bi se rešili problemi izazvani sve većom složenošću projekata, razvijene su nove tehnike upravljanja, kao što je evaluacija programa i tehnika revizije, ili PERT i PERT COST.)
MATCH@E:(New management techniques such as the Program Evaluation and Review Technique, or PERT and PERT COST were developed to solve the problems posed by increasingly complex projects.===>Da bi se rešili problemi izazvani sve većom složenošću projekata, razvijene su nove tehnike upravljanja, kao što je evaluacija programa i tehnika revizije, ili PERT i PERT COST.)
MATCH@M:(Department managers studied how the best American companies managed projects.===>Menadžeri svih odeljenja proučavali su kako se u najboljim američkim kompanijama upravlja projektima.)
MATCH@E:(Department managers studied how the best American companies managed projects.===>Menadžeri svih odeljenja proučavali su kako se u najboljim američkim kompanijama upravlja projektima.)
MATCH@M:(They observed how Boeing, Lockheed, Martin Marietta and others organized, planned, budgeted, scheduled, executed and reported their projects, captured the essential elements and in 1967 put them in defense regulations not as specific instructions, but rather as statements that defined the essential features of an effective management control system.===>Posmatrali su kako Boeing, Lockheed, Martin Marietta i drugi organizuju, planiraju, finansiraju, struktuira-ju, izvode i izveštavaju o svojim projektima, ovladali su osnovnim elementima i 1967. uneli su ih u odredbe u oblasti odbrane, ne kao specifična uputstva, nego kao stavove kojima se definišu osnovne odlike efektivnog sistema kontrole upravljanja.)
MATCH@E:(They observed how Boeing, Lockheed, Martin Marietta and others organized, planned, budgeted, scheduled, executed and reported their projects, captured the essential elements and in 1967 put them in defense regulations not as specific instructions, but rather as statements that defined the essential features of an effective management con trol system.2 The central concept was Earned Value Management or EVM, an extremely powerful management technique that took project management to a new level.===>Posmatrali su kako Boeing, Lockheed, Martin Marietta i drugi organizuju, planiraju, finansiraju, struktuiraju, izvode i izveštavaju o svojim projektima, ovladali su osnovnim elementima i 1967. uneli su ih u odredbe u oblasti odbrane, ne kao specifična uputstva, nego kao stavove kojima se definišu osnovne odlike efektivnog sistema kontrole upravljanja.2 Centralni koncept bio je Upravljenje zarađenom vrednošću ili EVM (Earned Value Management), veoma moćna tehnika upravljanja koje je projektno upravljanje podigla na viši nivo.)
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BAD_LINE_M:They observed how Boeing, Lockheed, Martin Marietta and others organized, planned, budgeted, scheduled, executed and reported their projects, captured the essential elements and in 1967 put them in defense regulations not as specific instructions, but rather as statements that defined the essential features of an effective management control system.
BAD_LINE_M:Posmatrali su kako Boeing, Lockheed, Martin Marietta i drugi organizuju, planiraju, finansiraju, struktuira-ju, izvode i izveštavaju o svojim projektima, ovladali su osnovnim elementima i 1967. uneli su ih u odredbe u oblasti odbrane, ne kao specifična uputstva, nego kao stavove kojima se definišu osnovne odlike efektivnog sistema kontrole upravljanja.
BAD_LINE_E:They observed how Boeing, Lockheed, Martin Marietta and others organized, planned, budgeted, scheduled, executed and reported their projects, captured the essential elements and in 1967 put them in defense regulations not as specific instructions, but rather as statements that defined the essential features of an effective management con trol system.2 The central concept was Earned Value Management or EVM, an extremely powerful management technique that took project management to a new level.
BAD_LINE_E:Posmatrali su kako Boeing, Lockheed, Martin Marietta i drugi organizuju, planiraju, finansiraju, struktuiraju, izvode i izveštavaju o svojim projektima, ovladali su osnovnim elementima i 1967. uneli su ih u odredbe u oblasti odbrane, ne kao specifična uputstva, nego kao stavove kojima se definišu osnovne odlike efektivnog sistema kontrole upravljanja.2 Centralni koncept bio je Upravljenje zarađenom vrednošću ili EVM (Earned Value Management), veoma moćna tehnika upravljanja koje je projektno upravljanje podigla na viši nivo.
MATCH@M:(Until then, project managers focused mainly on technical performance and schedule.===>Do tada su se projektni menadžeri uglavnom bavili tehničkim izvođenjem i planom.)
MATCH@E:(Until then, project managers focused mainly on technical performance and schedule.===>Do tada su se projektni menadžeri uglavnom bavili tehničkim izvođenjem i planom.)
MATCH@M:(Before EVM came into existence, cost performance on contracts was measured simply by comparing the funds planned to be spent at any point in time with actual cost expenditures.===>Pre nego što je nastao EVM, troškovi po izvršenju ugovora merili su se jednostavnim poređenjem planiranih sredstava koja su se trošila u određenom trenutku sa stvarno izvršenim troškovima.)
MATCH@E:(Before EVM came into existence, cost performance on contracts was measured simply by comparing the funds planned to be spent at any point in time with actual cost expenditures.===>Pre nego što je nastao EVM, troškovi po izvršenju ugovora merili su se jednostavnim poređenjem planiranih sredstava koja su se trošila u određenom trenutku sa stvarno izvršenim troškovima.)
MATCH@M:(That’s called “spend plan” analysis and has a serious deficiency: it cannot provide an objective measure of how much work was completed in comparison with the plan.===>Ovakav postupak nazivao se „plan potrošnje“ i imao je značajnu slabost: nije mogao da pruži objektivan uvid u to koliko je posla zaista obavljeno u poređenju sa planom.)
MATCH@E:(Thats called spend plan analysis and has a serious deficiency: it cannot provide an objective measure of how much work was completed in comparison with the plan.===>Ovakav postupak nazivao se plan potrošnje i imao je značajnu slabost: nije mogao da pruži objektivan uvid u to koliko je posla zaista obavljeno u poređenju sa planom.)
MATCH@M:(With EVM, contractors were required to integrate their project work, schedules and cost in a single plan.===>U slučaju EVM, od dobavljača se zahtevalo da svoj rad na projektu, planove i troškove uključe u jedinstven plan.)
MATCH@E:(With EVM, contractors were required to integrate their project work, schedules and cost in a single plan.===>U slučaju EVM, od dobavljača se zahtevalo da svoj rad na projektu, planove i troškove uključe u jedinstven plan.)
MATCH@M:(As they performed the contract, they could measure progress on any of those parameters, use the information to report more accurate status to internal management and customers, and estimate reliably the time and money needed to complete the contract.===>Kada su sprovodili ugovorene poslove, mogli su da mere kako napreduju po svakom ovom parametru, da koriste ove informacije kako bi preciznije prikazali status rada unutrašnjem rukovodstvu i korisnicima i da vrše pouzdane procene u vezi sa novcem i vremenom koje im je potrebno da završe ugovoreni posao.)
MATCH@E:(As they performed the contract, they could measure progress on any of those parameters, use the information to report more accurate status to internal management and customers, and estimate reliably the time and money needed to complete the contract.===>Kada su sprovodili ugovorene poslove, mogli su da mere kako napreduju po svakom ovom parametru, da koriste ove informacije kako bi preciznije prikazali status rada unutrašnjem rukovodstvu i korisnicima i da vrše pouzdane procene u vezi sa novcem i vremenom koje im je potrebno da završe ugovoreni posao.)
MATCH@M:(The Department issued procedures for reviewing and approving contractor management systems.===>Ministarstvo je utvrdilo i objavilo postupke za pregled i odobravanje sistema upravljanja ugovaračima.)
MATCH@E:(The Department issued procedures for reviewing and approving contractor management systems.===>Ministarstvo je utvrdilo i objavilo postupke za pregled i odobravanje sistema upravljanja ugovaračima.)
MATCH@M:(The contractor could then use the approved system for contracts from any Army, Navy or Air Force customer.===>Onda bi ugovarač mogao da koristi odobreni sistem za ugovaranje sa bilo kojim korisnikom iz armije, mornarice ili vazduhoplovstva.)
MATCH@E:(The contractor could then use the approved system for contracts from any Army, Navy or Air Force customer.===>Onda bi ugovarač mogao da koristi odobreni sistem za ugovaranje sa bilo kojim korisnikom iz armije, mornarice ili vazduhoplovstva.)
MATCH@M:(This new philosophy was a big step forward and the contractor reports created a knowledge base in the Pentagon that would prove invaluable in later years.===>Ova nova filozofija predstavljala je veliki iskorak unapred a izveštaji ugovarača doprineli su da se u Penragonu stvori baza znanja koja će se kasnijih godina pokazati kao neprocenjivo vredna.)
MATCH@E:(This new philosophy was a big step forward and the contractor reports created a knowledge base in the Pentagon that would prove invaluable in later years.===>Ova nova filozofija predstavljala je veliki iskorak unapred a izveštaji ugovarača doprineli su da se u Penragonu stvori baza znanja koja će se kasnijih godina pokazati kao neprocenjivo vredna.)
MATCH@M:(In 1982 the author joined the Office of the Secretary of Defense., where for the next seventeen years he reviewed contractor reports from the Army, the Navy and the Air Force, prepared analyses for senior Pentagon leaders, and developed new management policy.===>Godine 1982. autor je počeo da radi u Birou Sekretara odbrane, gde je narednih sedamnaest godina pro-veravao izveštaje dobavljača iz Armije, Mornarice i Vazduhoplovstva, pripremao analize za više zvaničnike u Pentagonu i razvijao novu politiku upravljanja.)
MATCH@E:(In 1982 the author joined the Office of the Secretary of Defense., where for the next seventeen years he reviewed contractor reports from the Army, the Navy and the Air Force, prepared analyses for senior Pentagon leaders, and developed new management policy.===>Godine 1982. autor je počeo da radi u Birou Sekretara odbrane, gde je narednih sedamnaest godina proveravao izveštaje dobavljača iz Armije, Mornarice i Vazduhoplovstva, pripremao analize za više zvaničnike u Pentagonu i razvijao novu politiku upravljanja.)
MATCH@M:(He quickly discovered that EVM was not working as desired.===>Ubrzo je otkrio da EVM ne funkcioniše kako bi trebalo.)
MATCH@E:(He quickly discovered that EVM was not working as desired.===>Ubrzo je otkrio da EVM ne funkcioniše kako bi trebalo.)
MATCH@M:(Air Force aerospace contractors were providing good information, but Navy shipbuilding contractors were not.===>Dobavljači za Vazduhoplovstvo dostavljali su valid-ne informacije, ali oni u brodogradnji za Mornaricu nisu.)
MATCH@E:(Air Force aerospace contractors were providing good information, but Navy shipbuilding contractors were not.===>Dobavljači za Vazduhoplovstvo dostavljali su validne informacije, ali oni u brodogradnji za Mornaricu nisu.)
MATCH@M:(Ship programs were in the news regularly with embarrassingly accurate stories of mismanagement.===>Programi za brodove redovno su se pojavljivali u vestima i predstavljali su ubedljivi dokaz da se upravlja pogrešno.)
MATCH@E:(Ship programs were in the news regularly with embarrassingly accurate stories of mismanagement.===>Programi za brodove redovno su se pojavljivali u vestima i predstavljali su ubedljivi dokaz da se upravlja pogrešno.)
MATCH@M:(He spent much time in the 1980s evaluating the shipyard management systems and correcting the problems.===>Tokom 1980-ih autor je proveo mnogo vremena oce-njujući sisteme upravljanja u brodogradilištima i ispravljajući greške.)
MATCH@E:(He spent much time in the 1980s evaluating the shipyard management systems and correcting the problems.===>Tokom 1980-ih autor je proveo mnogo vremena ocenjujući sisteme upravljanja u brodogradilištima i ispravljajući greške.)
MATCH@M:(When DoD completed its improvement efforts, ship production was more efficient, management systems had been brought up to aerospace standards and the performance reports were much better.===>Kada je MO privelo ovaj posao kraju, brodogradnja je bila efikasnija, sistemi upravljanja dovedeni su na nivo standarda za vazduhoplove, a izveštaji o učinku bili su mnogo bolji.)
MATCH@E:(When DoD completed its improvement efforts, ship production was more efficient, management systems had been brought up to aerospace standards and the performance reports were much better.===>Kada je MO privelo ovaj posao kraju, brodogradnja je bila efikasnija, sistemi upravljanja dovedeni su na nivo standarda za vazduhoplove, a izveštaji o učinku bili su mnogo bolji.)
MATCH@M:(In the late 1980s, two events affected project management in important ways.===>Krajem 1980-ih desila su se dva događaja koja su značajno uticala na upravljanje projektima.)
MATCH@E:(The A-12 Fiasco In the late 1980s, two events affected project management in important ways.===>Fijasko A-12 Krajem 1980-ih desila su se dva događaja koja su značajno uticala na upravljanje projektima.)
MATCH@M:(First, in 1989 the DoD EVM office was transferred from the financial organization to acquisition, placing it closer to the decision makers.===>Prvo, 1989. godine EVM kancelarija MO premeštena je iz finansijske organizacije u sektor nabavke, čime se približila onima koji odlučuju.)
MATCH@E:(First, in 1989 the DoD EVM office was transferred from the financial organization to acquisition, placing it closer to the decision makers.===>Prvo, 1989. godine EVM kancelarija MO premeštena je iz finansijske organizacije u sektor nabavke, čime se približila onima koji odlučuju.)
MATCH@M:(New leaders were happy to have the proven EVM capability available directly to them.===>Novi lideri bili su zadovoljni što imaju na raspolaganju već dokazano uspešno EVM.)
MATCH@E:(New leaders were happy to have the proven EVM capability available directly to them.===>Novi lideri bili su zadovoljni što imaju na raspolaganju već dokazano uspešno EVM.)
MATCH@M:(Second, incoming officials in the George H.W. Bush administration asked the EVM office to analyze performance on a top secret program, the Navy A-12 Avenger II stealth bomber.===>Drugo, no-vodošli službenici iz administracije Džordža H.W. Buša zatražili su od kancelarije EVM da analizira rad na jednom veoma poverljivom programu, mornaričkom A-12 Avenger II „nevidljivom“ bombarderu.)
MATCH@E:(Second, incoming officials in the George H.W. Bush administration asked the EVM office to analyze performance on a top secret program, the Navy A-12 Avenger II stealth bomber.===>Drugo, novodošli službenici iz administracije Džordža H.W. Buša zatražili su od kancelarije EVM da analizira rad na jednom veoma poverljivom programu, mornaričkom A-12 Avenger II nevidljivom bombarderu.)
MATCH@M:(The A-12 program was so sensitive that its very existence was not acknowledged.===>Program A-12 bio je tako osetljiv da je njegovo postojanje držano u tajnosti.)
MATCH@E:(The A-12 program was so sensitive that its very existence was not acknowledged.===>Program A-12 bio je tako osetljiv da je njegovo postojanje držano u tajnosti.)
MATCH@M:(But with just one look at the earned value information, EVM specialists in the Pentagon realized the program was a disaster.===>Ali, samo jednim uvidom u informacije o stečenoj vrednosti, specijalisti EVM u Pentagonu shvatili su da je program veoma loš.)
MATCH@E:(But with just one look at the earned value information, EVM specialists in the Pentagon realized the program was a disaster.===>Ali, samo jednim uvidom u informacije o stečenoj vrednosti, specijalisti EVM u Pentagonu shvatili su da je program veoma loš.)
MATCH@M:(The analysis report moved up the management chain very quickly to the Secretary of Defense.===>Izveštaj o analizi brzo je doveo do Sekretara odbrane.)
MATCH@E:(The analysis report moved up the management chain very quickly to the Secretary of Defense.===>Izveštaj o analizi brzo je doveo do Sekretara odbrane.)
MATCH@M:(The analysis showed that the two contractors, General Dynamics and McDonnell Douglas, were in danger of losing at least a billion dollars on the contract.===>Analiza je pokazala da dva dobavljača, General Džnamics i McDonell Douglas rizikuju da izgube najmanje milijardu dolara po ovom ugovoru.)
MATCH@E:(The analysis showed that the two contractors, General Dynamics and McDonnell Douglas, were in danger of losing at least a billion dollars on the contract.===>Analiza je pokazala da dva dobavljača, General Dynamics i McDonell Douglas rizikuju da izgube najmanje milijardu dolara po ovom ugovoru.)
MATCH@M:(If the design and manufacturing problems could not be solved, the contractors would lose even more money - and there was no assurance the problems could be solved.===>Ako se pro-jektovanje i problemi u proizvodnji ne reše, dobavljači će izgubiti još više novca - a nije bilo sigurno da će se rešiti.)
MATCH@E:(If the design and manufacturing problems could not be solved, the contractors would lose even more money and there was no assurance the problems could be solved.===>Ako se projektovanje i problemi u proizvodnji ne reše, dobavljači će izgubiti još više novca a nije bilo sigurno da će se rešiti.)
MATCH@M:(A Navy investigation revealed that the A-12 program contractors were not using their earned value information effectively.===>Istraživanje sprovedeno u Mornarici pokazalo je da dobavljači u programu A-12 nisu efektivno koristili informacije o stečenoj vrednosti.)
MATCH@E:(A Navy investigation revealed that the A-12 program contractors were not using their earned value information effectively.===>Istraživanje sprovedeno u Mornarici pokazalo je da dobavljači u programu A-12 nisu efektivno koristili informacije o stečenoj vrednosti.)
MATCH@M:(But I have made the decision that I will not do that.===>Ali ja sam odlučio da to ne uradim.)
MATCH@E:(But I have made the decision that I will not do that.===>Ali ja sam odlučio da to ne uradim.)
MATCH@M:(They did not agree and sued for relief in the United States Federal Court.===>Oni nisu pristali i tužbom su se obratili Saveznom sudu SAD tražeći odštetu.)
MATCH@E:(They did not agree and sued for relief in the United States Federal Court.===>Oni nisu pristali i tužbom su se obratili Saveznom sudu SAD tražeći odštetu.)
MATCH@M:(The A-12 is the largest contract termination case in history.===>A-12 predstavljao je najveći slučaj prekida ugovora u istoriji.)
MATCH@E:(The A-12 is the largest contract termination case in history.===>A-12 predstavljao je najveći slučaj prekida ugovora u istoriji.)
MATCH@M:(The litigation that began more than a decade ago is not finished, despite five trials that produced more than sixty million documents.===>Parnica koja je počela pre više od deset godina još nije okončana, uprkos pet ročišta iz kojih je proisteklo više od šezdeset miliona dokumenata.)
MATCH@E:(The litigation that began more than a decade ago is not finished, despite five trials that produced more than sixty million documents.===>Parnica koja je počela pre više od deset godina još nije okončana, uprkos pet ročišta iz kojih je proisteklo više od šezdeset miliona dokumenata.)
MATCH@M:(The contractors won every decision in the first four trials.===>Na prva četiri ročišta dobavljači su dobili spor.)
MATCH@E:(The contractors won every decision in the first four trials.===>Na prva četiri ročišta dobavljači su dobili spor.)
MATCH@M:(However, the judge would not admit into evidence testimony about the earned value information.===>Ipak, sudija nije prihvatio da se u spise unese dokaz o informacijama o stečenoj vrednosti.)
MATCH@E:(However, the judge would not admit into evidence testimony about the earned value information.===>Ipak, sudija nije prihvatio da se u spise unese dokaz o informacijama o stečenoj vrednosti.)
MATCH@M:(As it stands today, the contractors owe the government some $2.5 Billion in cash including accrued interest, which continues to grow by more than $200,000/day while legal appeals frustrate a final settlement.===>Kako sada stvari stoje, dobavljači vladi duguju oko 2,5 milijarde dolara u gotovini, uključujući pripisane kamate, a ova suma se uvećava za više od 200000 dolara dnevno, kako žalbe ometaju konačno poravnanje.)
MATCH@E:(As it stands today, the contractors owe the government some $2.5 Billion in cash including accrued interest, which continues to grow by more than $200,000/day while legal appeals frustrate a final settlement.===>Kako sada stvari stoje, dobavljači vladi duguju oko 2,5 milijarde dolara u gotovini, uključujući pripisane kamate, a ova suma se uvećava za više od 200000 dolara dnevno, kako žalbe ometaju konačno poravnanje.)
MATCH@M:(One thing is clear - this case should not have gone to trial.===>Jedno je jasno - ovaj slučaj nije trebalo da dospe na sud.)
MATCH@E:(One thing is clear this case should not have gone to trial.===>Jedno je jasno ovaj slučaj nije trebalo da dospe na sud.)
MATCH@M:(The courthouse is the wrong place for project management.===>Sudnica nije pravo mesto za upravljanje projektima.)
MATCH@E:(The courthouse is the wrong place for project management.===>Sudnica nije pravo mesto za upravljanje projektima.)
MATCH@M:(Earned value data showed the contract status plainly and should have led to a negotiated conclusion.===>Podaci o zarađenoj vrednosti jasno su ukazivali na status ugovora i trebalo je da se sve okonča pregovorima.)
MATCH@E:(Earned value data showed the contract status plainly and should have led to a negotiated conclusion.===>Podaci o zarađenoj vrednosti jasno su ukazivali na status ugovora i trebalo je da se sve okonča pregovorima.)
MATCH@M:(Whoever wins in the end, the taxpayers will have lost millions of dollars in legal fees.===>Ko god da pobedi na kraju, poreski obveznici će izgubiti milione dolara koje će otići na naknade advokatima.)
MATCH@E:(Whoever wins in the end, the taxpayers will have lost millions of dollars in legal fees.===>Ko god da pobedi na kraju, poreski obveznici će izgubiti milione dolara koje će otići na naknade advokatima.)
MATCH@M:(It is difficult to change the culture in any bureaucracy -if indeed one can “change culture” at all.===>Teško je promeniti kulturu u bilo kojoj birokratiji -ako iko uopšte može da „promeni kulturu“.)
MATCH@E:(It is difficult to change the culture in any bureaucracy if indeed one can change culture at all.===>Teško je promeniti kulturu u bilo kojoj birokratiji ako iko uopšte može da promeni kulturu.)
MATCH@M:(But it is possible to change behavior, especially when the catalyst for change is a crisis or a failure on the scale of the A-12.===>Ali je moguće promeniti ponašanje, posebno kada je katalizator promene kriza ili neuspeh formata A-12.)
MATCH@E:(But it is possible to change behavior, especially when the catalyst for change is a crisis or a failure on the scale of the A-12.===>Ali je moguće promeniti ponašanje, posebno kada je katalizator promene kriza ili neuspeh formata A-12.)
MATCH@M:(Industry and military careers and reputations were damaged and the Navy suffered as its aging airplanes became more expensive to operate.===>Ovo je nane-lo štete mnogim karijerama u industriji i u vojsci, a Mornarica je isto tako imala probleme, pošto je sve starijim avionima bilo teško upravljati.)
MATCH@E:(Industry and military careers and reputations were damaged and the Navy suffered as its aging airplanes became more expensive to operate.===>Ovo je nanelo štete mnogim karijerama u industriji i u vojsci, a Mornarica je isto tako imala probleme, pošto je sve starijim avionima bilo teško upravljati.)
MATCH@M:(On the positive side, the A-12 fiasco prompted immediate changes as the Navy and its contractors took steps to improve project management.===>Pozitivna strana bilo je to što je fijasko A-12 izazvao hitne promene, pošto su Mornarica i njeni dobavljači preduzeli korake da poboljšaju upravljanje projektima.)
MATCH@E:(On the positive side, the A-12 fiasco prompted immediate changes as the Navy and its contractors took steps to improve project management.===>Pozitivna strana bilo je to što je fijasko A-12 izazvao hitne promene, pošto su Mornarica i njeni dobavljači preduzeli korake da poboljšaju upravljanje projektima.)
MATCH@M:(For the aircraft program that replaced the A-12, the F/A-18E/F Super Hornet, they put responsibility for performance management -earned value - into the hands of the engineering and manufacturing teams, who used it weekly to maintain control.===>Program izrade vazduhoplova koji je zamenio A-12, F/A-18E/F Super Hornet, odgovornost za upravljanje učinkom - zarađena vrednost - prešla je u nadležnost projektnih i proizvodnih timova, koji su vršili kontrolu jednom nedeljno.)
MATCH@E:(For the aircraft program that replaced the A-12, the F/A-18E/F Super Hornet, they put responsibility for performance management earned value into the hands of the engineering and manufacturing teams, who used it weekly to maintain control.===>Program izrade vazduhoplova koji je zamenio A12, F/A-18E/F Super Hornet, odgovornost za upravljanje učinkom zarađena vrednost prešla je u nadležnost projektnih i proizvodnih timova, koji su vršili kontrolu jednom nedeljno.)
MATCH@M:(The Super Hornet development contract was awarded to McDonnell Douglas for $3.4 Billion.===>Ugovor o razvijanju Super Horneta potpisan je sa kompanijom McDonnell Douglas za sumu od 3,4 milijarde dolara.)
MATCH@E:(The Super Hornet development contract was awarded to McDonnell Douglas for $3.4 Billion.===>Ugovor o razvijanju Super Horneta potpisan je sa kompanijom McDonnell Douglas za sumu od 3,4 milijarde dolara.)
MATCH@M:(It was completed on time and within budget while meeting its performance requirements.===>Izvršen je na vreme i u okviru budžeta, a odgovorio je svim zahtevima u proizvodnji.)
MATCH@E:(It was completed on time and within budget while meeting its performance requirements.===>Izvršen je na vreme i u okviru budžeta, a odgovorio je svim zahtevima u proizvodnji.)
MATCH@M:(The Boeing Company acquired McDonnell Douglas a few years ago.===>Pre dve godine kompanija Boeing preuzela je Mc Don-nel Douglas.)
MATCH@E:(The Boeing Company acquired McDonnell Douglas a few years ago.===>Pre dve godine kompanija Boeing preuzela je Mc Donnel Douglas.)
MATCH@M:(Since then, managers on programs like the Super Hornet have risen to senior positions and have adopted EVM for Boeing’s commercial business lines, having learned that EVM can be used on projects of any size, scaled using the same basic principles and tools.===>Od tada su menadžeri na programima kao što je Super Hornet unapređeni na više položaje i usvojili su EVM za Boeing-ove komercijalne poslovne letove, pošto su shvatili da se EVM može koristiti na projektima svih veličina, po skali koja koristi iste osnovne principe i alate.)
MATCH@E:(Since then, managers on programs like the Super Hornet have risen to senior positions and have adopted EVM for Boeings commercial business lines, having learned that EVM can be used on projects of any size, scaled using the same basic principles and tools.===>Od tada su menadžeri na programima kao što je Super Hornet unapređeni na više položaje i usvojili su EVM za Boeing-ove komercijalne poslovne letove, pošto su shvatili da se EVM može koristiti na projektima svih veličina, po skali koja koristi iste osnovne principe i alate.)
MATCH@M:(Failure and crisis stimulate behavior change in bureaucracies.===>Neuspeh i kriza izazivaju promene u ponašanju u svakoj birokratiji.)
MATCH@E:(International Interest in EVM Failure and crisis stimulate behavior change in bureaucracies.===>Međunarodno interesovanje za EVM Neuspeh i kriza izazivaju promene u ponašanju u svakoj birokratiji.)
BAD_LINE_=============================================================
BAD_LINE_M:Failure and crisis stimulate behavior change in bureaucracies.
BAD_LINE_M:Neuspeh i kriza izazivaju promene u ponašanju u svakoj birokratiji.
BAD_LINE_E:International Interest in EVM Failure and crisis stimulate behavior change in bureaucracies.
BAD_LINE_E:Međunarodno interesovanje za EVM Neuspeh i kriza izazivaju promene u ponašanju u svakoj birokratiji.
MATCH@M:(Unfortunately, that seems to be true everywhere.===>Nažalost, izgleda da je to svuda istina.)
MATCH@E:(Unfortunately, that seems to be true everywhere.===>Nažalost, izgleda da je to svuda istina.)
MATCH@M:(At the same time as the US DoD was discovering management and reporting problems on the A-12 and other programs, counterparts in other countries were experiencing similar difficulties.===>Istovremeno kada je MO SAD otkrivalo probleme u upravljanju i izveštavanju na A-12 i na drugim programima, i drugi su u drugim zemljama nailazili na slične teškoće.)
MATCH@E:(At the same time as the US DoD was discovering management and reporting problems on the A-12 and other programs, counterparts in other countries were experiencing similar difficulties.===>Istovremeno kada je MO SAD otkrivalo probleme u upravljanju i izveštavanju na A-12 i na drugim programima, i drugi su u drugim zemljama nailazili na slične teškoće.)
MATCH@M:(First Australia and then Canada sent representatives to the Pentagon in search of better management techniques.===>Prvo je Australija, a onda i Kanada poslala u Pentagon svoje predstavnike da potraže bolje tehnike upravljanja.)
MATCH@E:(First Australia and then Canada sent representatives to the Pentagon in search of better management techniques.===>Prvo je Australija, a onda i Kanada poslala u Pentagon svoje predstavnike da potraže bolje tehnike upravljanja.)
MATCH@M:(In Australia, the search was required by a Parliamentary Committee of Inquiry after some serious cost blowouts on an Australian Navy ship program and on construction of the new Parliament House.===>U Australiji je to zahtevao Istražni komitet Parlamenta nakon nekih ozbiljnih prekoračenja troškova na australijskom programu za proizvodnju brodova za mornaricu i na izgradnji nove zgrade Parlamenta.)
MATCH@E:(In Australia, the search was required by a Parliamentary Committee of Inquiry after some serious cost blowouts on an Australian Navy ship program and on construction of the new Parliament House.===>U Australiji je to zahtevao Istražni komitet Parlamenta nakon nekih ozbiljnih prekoračenja troškova na australijskom programu za proizvodnju brodova za mornaricu i na izgradnji nove zgrade Parlamenta.)
MATCH@M:(In Canada, the search was prompted by the Treasury Board Secretariat when problems arose in government information technology programs.===>U Kanadi je ovakav postupak zahtevao Sekretarijat uprave Ministarstva finansija kada su se pojavili problemi u programima vladine informacione tehnologije.)
MATCH@E:(In Canada, the search was prompted by the Treasury Board Secretariat when problems arose in government information technology programs.===>U Kanadi je ovakav postupak zahtevao Sekretarijat uprave Ministarstva finansija kada su se pojavili problemi u programima vladine informacione tehnologije.)
MATCH@M:(In 1995, the three countries executed a memorandum pledging to recognize contractor management systems accepted by any of the countries.===>Godine 1995. ove tri zemlje potpisale su memorandum u kojem prihvataju sisteme upravljanja dobavljačima koji su prihvaćeni u bilo kojoj od ove tri zemlje.)
MATCH@E:(In 1995, the three countries executed a memorandum pledging to recognize contractor management systems accepted by any of the countries.===>Godine 1995. ove tri zemlje potpisale su memorandum u kojem prihvataju sisteme upravljanja dobavljačima koji su prihvaćeni u bilo kojoj od ove tri zemlje.)
MATCH@M:(In any country, government provides funding for capital projects such as roads, bridges, national defense, information technology, and so on.===>U svakoj zemlji vlada finansira kapitalne projekte kao što su putevi, mostovi, narodna odbrana, informacione tehnologije itd.)
MATCH@E:(The Role of Government In any country, government provides funding for capital projects such as roads, bridges, national defense, information technology, and so on.===>Uloga Vlade U svakoj zemlji vlada finansira kapitalne projekte kao što su putevi, mostovi, narodna odbrana, informacione tehnologije itd.)
MATCH@M:(It also provides the legal framework for government acquisition and management.===>Vlada takođe obezbeđuje zakonski okvir za kupovine i upravljanje koje sprovodi.)
MATCH@E:(It also provides the legal framework for government acquisition and management.===>Vlada takođe obezbeđuje zakonski okvir za kupovine i upravljanje koje sprovodi.)
MATCH@M:(Thus, governments exercise enormous influence through spending and regulation.===>Stoga vlade imaju ogroman uticaj koji ostvaruju kroz potrošnju i zakonsku regulativu.)
MATCH@E:(Thus, governments exercise enormous influence through spending and regulation.===>Stoga vlade imaju ogroman uticaj koji ostvaruju kroz potrošnju i zakonsku regulativu.)
MATCH@M:(But governments come and go through political changes and may not have the long term view that is needed to improve project management in large organizations.===>Ali političkim promenama vlade dolaze i prolaze i možda nemaju onu dalekosežnu viziju šta je potrebno da bi se u velikim organizacijama unapredilo upravljanje projektima.)
MATCH@E:(But governments come and go through political changes and may not have the long term view that is needed to improve project management in large organizations.===>Ali političkim promenama vlade dolaze i prolaze i možda nemaju onu dalekosežnu viziju šta je potrebno da bi se u velikim organizacijama unapredilo upravljanje projektima.)
MATCH@M:(Having established its reputation, the DoD EVM office enjoyed support from leaders in each new administration, even ones with reform agendas.===>Pošto je potvrdila svoj ugled, kancelarija EVM u MO dobila je podršku lidera iz svake nove administracije, čak i od onih koji su zagovarali promene.)
MATCH@E:(Having established its reputation, the DoD EVM office enjoyed support from leaders in each new administration, even ones with reform agendas.===>Pošto je potvrdila svoj ugled, kancelarija EVM u MO dobila je podršku lidera iz svake nove administracije, čak i od onih koji su zagovarali promene.)
MATCH@M:(The National Performance Review and defense acquisition reform initiatives in the Clinton administration were the most far-reaching in the author’s experience.===>Inicijative za kontrolu poslovanja i reformu nabavki u odbrani u Klintonovoj administraciji su, po mišljenju autora, bile najdalekosežnije.)
MATCH@E:(The National Performance Review and defense acquisition reform initiatives in the Clinton administration were the most far-reaching in the authors experience.===>Inicijative za kontrolu poslovanja i reformu nabavki u odbrani u Klintonovoj administraciji su, po mišljenju autora, bile najdalekosežnije.)
MATCH@M:(At a stroke of his pen, President Clinton’s Secretary of Defense cancelled thousands of military standards and other regulations.===>Jednim potezom pera, Sekretar za odbranu predsedni-ka Klintona stavio je van snage hiljade vojnih standarda i drugih odredaba.)
MATCH@E:(At a stroke of his pen, President Clintons Secretary of Defense cancelled thousands of military standards and other regulations.===>Jednim potezom pera, Sekretar za odbranu predsednika Klintona stavio je van snage hiljade vojnih standarda i drugih odredaba.)
MATCH@M:(The choice for the bureaucracy was clear - change the way you do business or go out of business.===>Birokratija je pred sobom imala jasan izbor - ili da menja način na koji posluje ili da ne posluje uopšte.)
MATCH@E:(The choice for the bureaucracy was clear change the way you do business or go out of business.===>Birokratija je pred sobom imala jasan izbor ili da menja način na koji posluje ili da ne posluje uopšte.)
MATCH@M:(In the end, DoD leaders reaffirmed EVM and embraced it as part of defense acquisition reform.===>Na kraju, lideri iz MO su reafirmisali EVM i prihvatili ga kao deo reforme nabavki za potrebe odbrane.)
MATCH@E:(In the end, DoD leaders reaffirmed EVM and embraced it as part of defense acquisition reform.===>Na kraju, lideri iz MO su reafirmisali EVM i prihvatili ga kao deo reforme nabavki za potrebe odbrane.)
MATCH@M:(Those leaders also encouraged international and interagency cooperation.===>Ovi lideri su podsticali i međunarodnu i međuagencij-sku saradnju.)
MATCH@E:(Those leaders also encouraged international and interagency cooperation.===>Ovi lideri su podsticali i međunarodnu i međuagencijsku saradnju.)
MATCH@M:(With their approval, DoD reached out to other government organizations, especially NASA.===>Sa njihovim odobrenjem MO je ostvarilo kontakt sa drugim vladinim organizacijama, posebno sa agencijom NASA.)
MATCH@E:(With their approval, DoD reached out to other government organizations, especially NASA.===>Sa njihovim odobrenjem MO je ostvarilo kontakt sa drugim vladinim organizacijama, posebno sa agencijom NASA.)
MATCH@M:(At one time NASA had its own unique contract management requirements although it awarded contracts to companies that also had defense contracts.===>Jedno vreme NASA je imala svoje sopstvene posebne zahteve u upravljanju ugovaranjem iako je potpisivala ugovore i sa kompanijama koje su imale i ugovore sa odbranom.)
MATCH@E:(At one time NASA had its own unique contract management requirements although it awarded contracts to companies that also had defense contracts.===>Jedno vreme NASA je imala svoje sopstvene posebne zahteve u upravljanju ugovaranjem iako je potpisivala ugovore i sa kompanijama koje su imale i ugovore sa odbranom.)
MATCH@M:(During the 1990s DoD and NASA brought their policies into alignment.===>Tokom 1990-ih MO i NASA su uskladile svoje politike.)
MATCH@E:(During the 1990s DoD and NASA brought their policies into alignment.===>Tokom 1990-ih MO i NASA su uskladile svoje politike.)
MATCH@M:(However, other government agencies such as the Department of Transportation and the Department of Energy either ignored EVM or did not take it very seriously.===>Ipak, druge vladine agencije kao što su Sektor transporta i Energetski sektor su ili ignorisale EVM ili ga nisu uzimale mnogo ozbiljno.)
MATCH@E:(However, other government agencies such as the Department of Transportation and the Department of Energy either ignored EVM or did not take it very seriously.===>Ipak, druge vladine agencije kao što su Sektor transporta i Energetski sektor su ili ignorisale EVM ili ga nisu uzimale mnogo ozbiljno.)
MATCH@M:(As the 20th century drew to a close, the Office of Management and Budget in the Executive Office of the President extended to all federal agencies the same EVM management concepts used by Defense and NASA.===>Krajem 20. veka, Kancelarija za upravljanje i budžet u izvršnom birou Pred-stednika poslala je svim federalnim agencijama isti EVM koncept kakav su koristili Ministarstvo odbrane i NASA.)
MATCH@E:(As the 20th century drew to a close, the Office of Management and Budget in the Executive Office of the President extended to all federal agencies the same EVM management concepts used by Defense and NASA.===>Krajem 20. veka, Kancelarija za upravljanje i budžet u izvršnom birou Predstednika poslala je svim federalnim agencijama isti EVM koncept kakav su koristili Ministarstvo odbrane i NASA.)
MATCH@M:(The OMB also required the agencies to report earned value status once a year during the budget development process.===>OMB (Kancelarija za upravljanje i budžet) ta-kođe je zahtevala od agencija da jednom godišnje prijavljuju status stečene vrednosti tokom procesa razrade budžeta.)
MATCH@E:(The OMB also required the agencies to report earned value status once a year during the budget development process.===>OMB (Kancelarija za upravljanje i budžet) takođe je zahtevala od agencija da jednom godišnje pri javljuju status stečene vrednosti tokom procesa razrade budžeta.)
MATCH@M:(Government contracts required too much detail and intruded too far into industrial management practices.===>Vladini ugovori zahtevali su preveliki broj detalja i suviše su zadirali u postupke upravljanja u industriji.)
MATCH@E:(Government contracts required too much detail and intruded too far into industrial management practices.===>Vladini ugovori zahtevali su preveliki broj detalja i suviše su zadirali u postupke upravljanja u industriji.)
MATCH@M:(Defense officials struggled with those issues and debated how much flexibility government should allow industry.===>Zvaničnici u Odbrani raspravljali su o ovim pitanjima i o tome koliki stepen fleksibilnosti vlada može da ostavi industriji.)
MATCH@E:(Defense officials struggled with those issues and debated how much flexibility government should allow industry.===>Zvaničnici u Odbrani raspravljali su o ovim pitanjima i o tome koliki stepen fleksibilnosti vlada može da ostavi industriji.)
MATCH@M:(In 1995, DoD suggested to the National Defense Industrial Association that it should undertake a transfer of responsibility for industrial management processes from government to industry.===>Godine 1995. MO je predložilo Industrijskoj asocijaciji za narodnu odbranu (NDIA) da nadležnost za industrijske procese preusmeri sa vlade na industriju.)
MATCH@E:(In 1995, DoD suggested to the National Defense Industrial Association that it should undertake a transfer of responsibility for industrial management processes from government to industry.===>Godine 1995. MO je predložilo Industrijskoj asocijaciji za narodnu odbranu (NDIA) da nadležnost za industrijske procese preusmeri sa vlade na industriju.)
MATCH@M:(NDIA accepted the challenge.===>NDIA je prihvatila izazov.)
MATCH@E:(NDIA accepted the challenge.===>NDIA je prihvatila izazov.)
MATCH@M:(When the first draft was ready, NDIA sent a copy to DoD for comments.===>Kada je prvi nacrt ugovora bio spreman, NDIA je poslala primerak ugovora MO i zatražila komentar.)
MATCH@E:(When the first draft was ready, NDIA sent a copy to DoD for comments.===>Kada je prvi nacrt ugovora bio spreman, NDIA je poslala primerak ugovora MO i zatražila komentar.)
MATCH@M:(Because it looked very much like DoD EVM regulation, defense officials worried that NDIA might have written the document to satisfy the perceived interests of its main customer.===>Pošto je ugovor veoma ličio na odredbe EVM u MO, zvanič-nici iz sektora odbrane bojali su se da je NDIA možda sačinila ovakav dokument samo da bi udovoljila interesima svog glavnog klijenta.)
MATCH@E:(Because it looked very much like DoD EVM regulation, defense officials worried that NDIA might have written the document to satisfy the perceived interests of its main customer.===>Pošto je ugovor veoma ličio na odredbe EVM u MO, zvaničnici iz sektora odbrane bojali su se da je NDIA možda sačinila ovakav dokument samo da bi udovoljila interesima svog glavnog klijenta.)
MATCH@M:(At DoD’s request, NDIA invited other industry and professional associations to participate, then reassured DoD that the document reflected their views.===>Na zahtev MO, NDIA je pozvala druge industrijske i stručne asocijacije da učestvuju, a onda je uverila MO da ovaj dokument predstavlja njihov stav.)
MATCH@E:(At DoDs request, NDIA invited other industry and professional associations to participate, then reassured DoD that the document reflected their views.===>Na zahtev MO, NDIA je pozvala druge industrijske i stručne asocijacije da učestvuju, a onda je uverila MO da ovaj dokument predstavlja njihov stav.)
MATCH@M:(This marked an important step in the transfer of responsibility for industrial management standards from government regulation to industry.===>Ovo je predstavljalo značajan korak i prenosu nadležnosti za standarde u industrijskom menadžmentu sa vlade na industriju.)
MATCH@E:(This marked an important step in the transfer of responsibility for industrial management standards from government regulation to industry.===>Ovo je predstavljalo značajan korak i prenosu nadležnosti za standarde u industrijskom menadžmentu sa vlade na industriju.)
MATCH@M:(In 2002, OMB took the next step.===>Godine 2002 MO je preduzelo sledeći korak.)
MATCH@E:(In 2002, OMB took the next step.===>Godine 2002 MO je preduzelo sledeći korak.)
MATCH@M:(It required all government agencies and their contractors to use the ANSI standard as the basis for project management and reporting.===>Zatražilo je od svih vladinih agencija da primenjuju ANSI standard kao osnovu projektnog upravljanja i izveštavanja.)
MATCH@E:(It required all government agencies and their contractors to use the ANSI standard as the basis for project management and reporting.===>Zatražilo je od svih vladinih agencija da primenjuju ANSI standard kao osnovu projektnog upravljanja i izveštavanja.)
MATCH@M:(When agencies submit their budget proposals to OMB, they must provide strong business cases for their capital investments, supported by a project management plan based on the ANSI standard.===>Kad agencije podnesu OMB svoje predloge budžeta, moraju da prilože jake poslovne primere za svoje kapitalne investicije, i da ih potkrepe planom za projektno upravljanje zasnovanom na standardu ANSI.)
MATCH@E:(When agencies submit their budget proposals to OMB, they must provide strong business cases for their capital investments, supported by a project management plan based on the ANSI standard.===>Kad agencije podnesu OMB svoje predloge budžeta, moraju da prilože jake poslovne primere za svoje kapitalne investicije, i da ih potkrepe planom za projektno upravljanje zasnovanom na standardu ANSI.)
MATCH@M:(In this way, government reform efforts begun in DoD are now fully defined in an ANSI standard and put all government agencies on equal footing in terms of management expectations.===>Na ovaj način, vladina reforma koja je započela u MO sada je u potpunosti definisana ANSI standardom, a sve vladine agencije su stavljene u istu ravan u smislu očekivanja od upravljanja.)
MATCH@E:(In this way, government reform efforts begun in DoD are now fully defined in an ANSI standard and put all government agencies on equal footing in terms of management expectations.===>Na ovaj način, vladina reforma koja je započela u MO sada je u potpunosti definisana ANSI standardom, a sve vladine agencije su stavljene u istu ravan u smislu očekivanja od upravljanja.)
MATCH@M:(Agencies are expected to achieve 90% of cost, schedule and performance goals and must report to OMB annually, including their contractors’ EVM data.===>Od agencija se očekuje da ispune 90% ciljeva u oblasti troškova, planiranja i izvođenja, s tim da jednom godišnje izveštavaju OMB, pri čemu prilažu i podatke o EVM njihovih dobavljača.)
MATCH@E:(Agencies are expected to achieve 90% of cost, schedule and performance goals and must report to OMB annually, including their contractors EVM data.===>Od agencija se očekuje da ispune 90% ciljeva u oblasti troškova, planiranja i izvođenja, s tim da jednom godišnje izveštavaju OMB, pri čemu prilažu i podatke o EVM njihovih dobavljača.)
MATCH@M:(The 1990s witnessed arguably the largest industry shakeout in history as the US aerospace industry shrank from 26 contractors to four.===>Tokom 1990-ih dogodio se možda najveći potres u isto-riji industrije, kada je američka industrija vazduhoplo-va spala sa 26 dobavljača na četiri.)
MATCH@E:(The 1990s witnessed arguably the largest industry shakeout in history as the US aerospace industry shrank from 26 contractors to four.===>Tokom 1990-ih dogodio se možda najveći potres u istoriji industrije, kada je američka industrija vazduhoplo va spala sa 26 dobavljača na četiri.)
MATCH@M:(The survivors, Boeing, Lockheed Martin, Northrop Grumman and Raytheon, are using the EVM standard to define their enterprise management systems.===>Oni koji su opstali, Boeing, Lockheed Martin, Northrop Grumman i Raytheon svoje organizacione sisteme upravljanja defi-nišu EVM standardom.)
MATCH@E:(The survivors, Boeing, Lockheed Martin, Northrop Grumman and Raytheon, are using the EVM standard to define their enterprise management systems.===>Oni koji su opstali, Boeing, Lockheed Martin, Northrop Grumman i Raytheon svoje organizacione sisteme upravljanja definišu EVM standardom.)
MATCH@M:(As they incorporate EVM for commercial lines of business, defense companies are discovering that it makes sense not only for large government contracts, but also for small projects and internally-funded projects.===>Kako u svoje komercijalne poslovne letove uključuju EVM, kompanije koje su uključene u poslove odbrane počinju da shvataju da EVM nije korisno samo za velike vladine ugovore, već i za male projekte i za projekte koji se finansiraju u okviru kompanije.)
MATCH@E:(As they incorporate EVM for commercial lines of business, defense companies are discovering that it makes sense not only for large government contracts, but also for small projects and internally-funded projects.===>Kako u svoje komercijalne poslovne letove uključuju EVM, kompanije koje su uključene u poslove odbrane počinju da shvataju da EVM nije korisno samo za velike vladine ugovore, već i za male projekte i za projekte koji se finansiraju u okviru kompanije.)
MATCH@M:(It is very difficult for individual companies to talk candidly to their customers about management issues.===>Pojedinačnim kompanijama nije lako da otvoreno razgovaraju sa svojim klijentima o pitanjima upravljanja.)
MATCH@E:(It is very difficult for individual companies to talk candidly to their customers about management issues.===>Pojedinačnim kompanijama nije lako da otvoreno razgovaraju sa svojim klijentima o pitanjima upravljanja.)
MATCH@M:(However, there is safety in numbers.===>Ipak, to je značajno za bezbednost.)
MATCH@E:(However, there is safety in numbers.===>)
BAD_LINE_=============================================================
BAD_LINE_M:However, there is safety in numbers.
BAD_LINE_M:Ipak, to je značajno za bezbednost.
BAD_LINE_E:However, there is safety in numbers.
BAD_LINE_E:
MATCH@M:(DoD encouraged open communications channels to industry through NDIA.===>MO je putem NDIA podsticalo kanale otvorene komunikacije sa industrijom.)
MATCH@E:(DoD encouraged open communications channels to industry through NDIA.===>)
BAD_LINE_=============================================================
BAD_LINE_M:DoD encouraged open communications channels to industry through NDIA.
BAD_LINE_M:MO je putem NDIA podsticalo kanale otvorene komunikacije sa industrijom.
BAD_LINE_E:DoD encouraged open communications channels to industry through NDIA.
BAD_LINE_E:
MATCH@M:(When issues arise, they are discussed in open forum and both sides provide members to joint working teams to develop solutions.===>Kada bi došlo do problema, o njima se raspravljalo otvoreno na sastancima, a obe strane bi odredile članove zajedničkih radnih timova koji bi nalazili rešenja.)
MATCH@E:(When issues arise, they are discussed in open forum and both sides provide members to joint working teams to develop solutions.===>)
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BAD_LINE_M:When issues arise, they are discussed in open forum and both sides provide members to joint working teams to develop solutions.
BAD_LINE_M:Kada bi došlo do problema, o njima se raspravljalo otvoreno na sastancima, a obe strane bi odredile članove zajedničkih radnih timova koji bi nalazili rešenja.
BAD_LINE_E:When issues arise, they are discussed in open forum and both sides provide members to joint working teams to develop solutions.
BAD_LINE_E:
MATCH@M:(For many years the only association interested in EVM was a small organization called the Performance Management Association.===>Godinama je jedina asocijacija koja se in-teresovala za EVM bila Asocijacija za upravljanje poslovanjem (PMA).)
MATCH@E:(For many years the only association interested in EVM was a small organization called the Performance Management Association.===>Godinama je jedina asocijacija koja se interesovala za EVM bila Asocijacija za upravljanje poslovanjem (PMA).)
MATCH@M:(In the late 1990s PMA discovered the Project Management Institute and decided to merge its 800 members with PMI’s 35,000 as the PMI College of Performance Management.===>Krajem 1990-ih PMA je otkrila Institut za projektno upravljanje (PMI) i odlučila da svojih 800 članova ujedini sa 35 000 članova u PMI, tako da je nastao PMI koledž za upravljanje poslovanjem.)
MATCH@E:(In the late 1990s PMA discovered the Project Management Institute and decided to merge its 800 members with PMIs 35,000 as the PMI College of Performance Management.===>Krajem 1990-ih PMA je otkrila Institut za projektno upravljanje (PMI) i odlučila da svojih 800 članova ujedini sa 35 000 članova u PMI, tako da je nastao PMI koledž za upravljanje poslovanjem.)
MATCH@M:(Canada also has been using EVM more than ten years and has adopted the ANSI standard because Canada and the USA are close trading partners.===>Kanada takođe prime-njuje EVM već duže od deset godina, a prihvatila je standard ANSI zato što sa SAD ima bliske trgovačke veze.)
MATCH@E:(Canada also has been using EVM more than ten years and has adopted the ANSI standard because Canada and the USA are close trading partners.===>Međunarodni trendovi Australija već duže od deset godina uspešno primenjuje EVM kao vladinu odredbu.)
BAD_LINE_=============================================================
BAD_LINE_M:Canada also has been using EVM more than ten years and has adopted the ANSI standard because Canada and the USA are close trading partners.
BAD_LINE_M:Kanada takođe prime-njuje EVM već duže od deset godina, a prihvatila je standard ANSI zato što sa SAD ima bliske trgovačke veze.
BAD_LINE_E:Canada also has been using EVM more than ten years and has adopted the ANSI standard because Canada and the USA are close trading partners.
BAD_LINE_E:Međunarodni trendovi Australija već duže od deset godina uspešno primenjuje EVM kao vladinu odredbu.
MATCH@M:(Sweden and the United Kingdom began looking seriously at EVM more recently, in the late 1990s.===>Švedska i Velika Britanija su odnedavno počele ozbiljno da se interesuju za EVM, tačnije od kraja 1990-ih.)
MATCH@E:(Sweden and the United Kingdom began looking seriously at EVM more recently, in the late 1990s.===>Kanada takođe primenjuje EVM već duže od deset godina, a prihvatila je standard ANSI zato što sa SAD ima bliske trgovačke veze. [vedska i Velika Britanija su odnedavno počele ozbiljno da se interesuju za EVM, tačnije od kraja 1990-ih.)
BAD_LINE_=============================================================
BAD_LINE_M:Sweden and the United Kingdom began looking seriously at EVM more recently, in the late 1990s.
BAD_LINE_M:Švedska i Velika Britanija su odnedavno počele ozbiljno da se interesuju za EVM, tačnije od kraja 1990-ih.
BAD_LINE_E:Sweden and the United Kingdom began looking seriously at EVM more recently, in the late 1990s.
BAD_LINE_E:Kanada takođe primenjuje EVM već duže od deset godina, a prihvatila je standard ANSI zato što sa SAD ima bliske trgovačke veze. [vedska i Velika Britanija su odnedavno počele ozbiljno da se interesuju za EVM, tačnije od kraja 1990-ih.
MATCH@M:(In both countries, early experiments were successful and EVM is being adopted more widely.===>U ovim zemljama su prvi eksperimenti bili uspešni i EVM je šire prihvaćeno.)
MATCH@E:(In both countries, early experiments were successful and EVM is being adopted more widely.===>U ovim zemljama su prvi eksperimenti bili uspešni i EVM je šire prihvaćeno.)
MATCH@M:(The UK is emerging as a world leader, as EVM is used by commercial construction companies and as part of the Ministry of Defense’s “Smart Procurement” initiatives.===>Velika Britanija postaje svetski lider u ovoj oblasti, pošto EVM koriste građevinske kompanije, a uvodi se i u inicijative „pametnih nabavki“ Ministarstva odbrane.)
MATCH@E:(The UK is emerging as a world leader, as EVM is used by commercial construction companies and as part of the Ministry of Defenses Smart Procurement initiatives.===>Velika Britanija postaje svetski lider u ovoj oblasti, pošto EVM koriste građevinske kompanije, a uvodi se i u inicijative pametnih nabavki Ministarstva odbrane.)
MATCH@M:(The UK Association of Project Management produced a CD titled “Earned Value Management: APM Guideline for the UK” that is recognized by NDIA as philosophically equivalent to the ANSI standard.===>Asocijacija za projektno upravljanje Velike Britanije izdala je CD pod naslovom „Upravljanje zarađenom vrednošću: uputstva APM za Veliku Britaniju“ koja NDIA prihvata kao ekvivalentna ANSI standardu.)
MATCH@E:(The UK Association of Project Management produced a CD titled Earned Value Management: APM Guideline for the UK that is recognized by NDIA as philosophically equivalent to the ANSI standard.===>Asocijacija za projektno upravljanje Velike Britanije izdala je CD pod naslovom Upravljanje zarađenom vrednošću: uputstva APM za Veliku Britaniju koja NDIA prihvata kao ekvivalentna ANSI standardu.)
MATCH@M:(The American experience with EVM has repeated itself in other countries.===>Američka iskustva sa EVM ponovila su se i u drugim zemljama.)
MATCH@E:(Project Management in Transition The American experience with EVM has repeated itself in other countries.===>Projektno upravljanje u tranziciji Američka iskustva sa EVM ponovila su se i u drugim zemljama.)
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BAD_LINE_M:The American experience with EVM has repeated itself in other countries.
BAD_LINE_M:Američka iskustva sa EVM ponovila su se i u drugim zemljama.
BAD_LINE_E:Project Management in Transition The American experience with EVM has repeated itself in other countries.
BAD_LINE_E:Projektno upravljanje u tranziciji Američka iskustva sa EVM ponovila su se i u drugim zemljama.
MATCH@M:(The direction of movement usually is from government to industry.===>Pravac kretanja je uglavnom bio od vlade prema industriji.)
MATCH@E:(The direction of movement usually is from government to industry.===>Pravac kretanja je uglavnom bio od vlade prema industriji.)
MATCH@M:(Usually it is government, but progress cannot happen without cooperation from industry.===>To obično biva vlada, ali napredak se ne može postići ako se ne sarađuje sa industrijom.)
MATCH@E:(Usually it is government, but progress cannot happen without cooperation from industry.===>To obično biva vlada, ali napredak se ne može postići ako se ne sarađuje sa industrijom.)
MATCH@M:(How difficult will it be to implement this new management approach?===>Koliko će biti teško da se primeni ovaj novi koncept upravljanja?)
MATCH@E:(How difficult will it be to implement this new management approach?===>Koliko će biti teško da se primeni ovaj novi koncept upravljanja?)
MATCH@M:(It will not be easy, but nothing of value ever is.===>Neće biti lako, ali ništa što vredi ne dobi-ja se lako.)
MATCH@E:(It will not be easy, but nothing of value ever is.===>Neće biti lako, ali ništa što vredi ne dobija se lako.)
MATCH@M:(These predictions are not really speculative; all are happening today in advanced organizations, but it will take some time for them to become the norm.===>Ovakva predviđanja baš i nisu spekulativna: sve ovo se već odvija u naprednim organizacijama, ali će biti potrebno neko vreme da bi postalo standard.)
MATCH@E:(These predictions are not really speculative; all are happening today in advanced organizations, but it will take some time for them to become the norm.===>Ovakva predviđanja baš i nisu spekulativna: sve ovo se već odvija u naprednim organizacijama, ali će biti potrebno neko vreme da bi postalo standard.)
MATCH@M:(Perhaps the most important trend is the growing relationship between project management and an organization’s business objectives.===>Možda je najznačajniji trend sve veća povezanost između projektnog upravljanja i poslovnih ciljeva organizacije.)
MATCH@E:(Perhaps the most important trend is the growing relationship between project management and an organizations business objectives.===>Možda je najznačajniji trend sve veća povezanost između projektnog upravljanja i poslovnih ciljeva organizacije.)
MATCH@M:(Governments demand a strong business case supported by a sound project execution plan.===>Vlade zahtevaju moćan poslovni program koji je podržan čvrstim planom za realizaciju projekta.)
MATCH@E:(Governments demand a strong business case supported by a sound project execution plan.===>Vlade zahtevaju moćan poslovni program koji je podržan čvrstim planom za realizaciju projekta.)
MATCH@M:(Industry demands better results on the bottom line.===>Industrija zahteva bolje rezultate već u startu.)
MATCH@E:(Industry demands better results on the bottom line.===>Industrija zahteva bolje rezultate već u startu.)
MATCH@M:(Better management systems integration makes it easier for common project management techniques to be used for smaller, less complex projects.===>Bolja integracija sistema upravljanja olakšava uvođenje uobičajenih tehnika upravljanja projektima u manje, jednostavnije projekte.)
MATCH@E:(Better management systems integration makes it easier for common project management techniques to be used for smaller, less complex projects.===>Bolja integracija sistema upravljanja olakšava uvođenje uobičajenih tehnika upravljanja projektima u manje, jednostavnije projekte.)
MATCH@M:(An enterprise management system can be constructed that does not require all projects to be managed exactly the same way, yet all can be managed and measured consistently.===>Sistem upravljanja predu-zećem može se projektovati tako da ne zahteva da se svi projekti izvode na isti način, a da se ipak svakim od njih može dosledno upravljati i da se može dosledno meriti.)
MATCH@E:(An enterprise management system can be constructed that does not require all projects to be managed exactly the same way, yet all can be managed and measured consistently.===>Sistem upravljanja preduzećem može se projektovati tako da ne zahteva da se svi projekti izvode na isti način, a da se ipak svakim od njih može dosledno upravljati i da se može dosledno meriti.)
MATCH@M:(The demand for enterprise tools leads to more effective project management software.===>Potreba za alatima u preduzećima dovela je do izrade efektivnijeg softvera u upravljanju.)
MATCH@E:(The demand for enterprise tools leads to more effective project management software.===>Potreba za alatima u preduzećima dovela je do izrade efektivnijeg softvera u upravljanju.)
MATCH@M:(Tools once used at the high end are being adapted for wider application and tools used at the low end are becoming more sophisticated, thus providing more value and capability across the spectrum.===>Alati koji su se ranije koristili na najvišem nivou sada su prilagođeni za širu primenu, a alati koji su se primenjivali na nižim nivoima usavršeni su, tako da je u čitavom ovom spektru stvorena veća vrednost i sposobnost.)
MATCH@E:(Tools once used at the high end are being adapted for wider application and tools used at the low end are becoming more sophisticated, thus providing more value and capability across the spectrum.===>Alati koji su se ranije koristili na najvišem nivou sada su prilagođeni za širu primenu, a alati koji su se primenjivali na nižim nivoima usavršeni su, tako da je u čitavom ovom spektru stvorena veća vrednost i sposobnost.)
MATCH@M:(Of course, change on such a vast scale is not easy.===>Naravno, sprovođenje promena u ovako širokom opsegu nije lako.)
MATCH@E:(Of course, change on such a vast scale is not easy.===>Naravno, sprovođenje promena u ovako širokom opsegu nije lako.)
MATCH@M:(But just because change presents a challenge does not mean it should not be undertaken.===>Ali, to što svaka promena predstavlja izazov ne znači da je ne treba sprovesti.)
MATCH@E:(But just because change presents a challenge does not mean it should not be undertaken.===>Ali, to što svaka promena predstavlja izazov ne znači da je ne treba sprovesti.)
MATCH@M:(Counterparts in Australia, Canada, the United Kingdom and the United States have been through similar evolutions.===>Slične kompanije u Australiji, Kanadi, Velikoj Britaniji i SAD su sve prošle kroz slične faze.)
MATCH@E:(Counterparts in Australia, Canada, the United Kingdom and the United States have been through similar evolutions.===>Slične kompanije u Australiji, Kanadi, Velikoj Britaniji i SAD su sve prošle kroz slične faze.)
MATCH@M:(Their representatives at international forums are candid and open.===>Njihovi predstavnici otvoreno i iskreno govore na međunarodnim skupovima.)
MATCH@E:(Their representatives at international forums are candid and open.===>Njihovi predstavnici otvoreno i iskreno govore na međunarodnim skupovima.)
MATCH@M:(They describe successes and challenges, recognizing that both kinds of experiences must be shared if we are to advance project management knowledge.===>Oni opisuju uspehe i izazove i znaju da sva ova iskustva treba razmenjivati ukoliko želimo da unapredimo znanja o upravljanju projektima.)
MATCH@E:(They describe successes and challenges, recognizing that both kinds of experiences must be shared if we are to advance project management knowledge.===>Oni opisuju uspehe i izazove i znaju da sva ova iskustva treba razmenjivati ukoliko želimo da unapredimo znanja o upravljanju projektima.)
MATCH@M:(As you ponder such questions, it is useful to keep in mind an essential difference between government and commercial management.===>Kad se razmišlja o ovakvim pitanjima, treba imati na umu jednu suštinsku razliku između upravljanja u vladi i u komercijalnom poslovanju.)
MATCH@E:(As you ponder such questions, it is useful to keep in mind an essential difference between government and commercial management.===>Kad se razmišlja o ovakvim pitanjima, treba imati na umu jednu suštinsku razliku između upravljanja u vladi i u komercijalnom poslovanju.)
MATCH@M:(If a company makes a fatally flawed or unethical decision, its responsibility ends with its owners.===>Ako kompanija donese fatalno pogrešnu ili ne-etičku odluku, odgovornost je na njenim vlasnicima.)
MATCH@E:(If a company makes a fatally flawed or unethical decision, its responsibility ends with its owners.===>Ako kompanija donese fatalno pogrešnu ili ne-etičku odluku, odgovornost je na njenim vlasnicima.)
MATCH@M:(A company may in fact go out of business -ENRON and WorldCom may come to mind.===>Kompanija može da propadne - setimo se samo kompanija ELRON i WorldCom.)
MATCH@E:(A company may in fact go out of business ENRON and WorldCom may come to mind.===>Kompanija može da propadne setimo se samo kompanija ELRON i WorldCom.)
MATCH@M:(It must deliver security and services to its citizens.===>Ona svojim građanima mora da obezbedi bezbednost i usluge.)
MATCH@E:(It must deliver security and services to its citizens.===>)
BAD_LINE_=============================================================
BAD_LINE_M:It must deliver security and services to its citizens.
BAD_LINE_M:Ona svojim građanima mora da obezbedi bezbednost i usluge.
BAD_LINE_E:It must deliver security and services to its citizens.
BAD_LINE_E:
MATCH@M:(When it fails, the pain is felt in the purse of every taxpayer and business organization.===>Kada u tome zataji, to se oseti u novčaniku svakog po-reskog obveznika i svake poslovne organizacije.)
MATCH@E:(When it fails, the pain is felt in the purse of every taxpayer and business organization.===>)
BAD_LINE_=============================================================
BAD_LINE_M:When it fails, the pain is felt in the purse of every taxpayer and business organization.
BAD_LINE_M:Kada u tome zataji, to se oseti u novčaniku svakog po-reskog obveznika i svake poslovne organizacije.
BAD_LINE_E:When it fails, the pain is felt in the purse of every taxpayer and business organization.
BAD_LINE_E:
MATCH@M:(The public rightfully expects its government to operate with the highest ethics and to employ the best management techniques possible.===>Javnost s pravom očekuje da njihova vlada posluje po najvišim etičkim pravilima i da primenjuje najbolje moguće tehnike upravljanja.)
MATCH@E:(The public rightfully expects its government to operate with the highest ethics and to employ the best management techniques possible.===>)
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BAD_LINE_M:The public rightfully expects its government to operate with the highest ethics and to employ the best management techniques possible.
BAD_LINE_M:Javnost s pravom očekuje da njihova vlada posluje po najvišim etičkim pravilima i da primenjuje najbolje moguće tehnike upravljanja.
BAD_LINE_E:The public rightfully expects its government to operate with the highest ethics and to employ the best management techniques possible.
BAD_LINE_E:
MATCH@M:(Earned value based project management is the world standard.===>Projektno upravljanje zasnovano na zarađenoj vrednosti predstavlja svetski standard.)
MATCH@E:(Earned value based project management is the world standard.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Earned value based project management is the world standard.
BAD_LINE_M:Projektno upravljanje zasnovano na zarađenoj vrednosti predstavlja svetski standard.
BAD_LINE_E:Earned value based project management is the world standard.
BAD_LINE_E:
MATCH@M:(Mr. Abba retired from public service with the United States Department of Defense in 1999.===>G. Abba se povukao iz javne službe u Ministarstvu odbrane SAD 1999. godine.)
MATCH@E:(Wayne F. Abba Mr. Abba retired from public service with the United States Department of Defense in 1999.===>Wayne F Abba G. Abba se povukao iz javne službe u Ministarstvu odbrane SAD 1999. godine.)
MATCH@M:(He is known internationally as a foremost expert in Earned Value Management and is an independent consultant specializing in public sector project and contract management.===>U svetu je poznat kao vodeći stručnjak za upravljanje stečenom vrednošću a radi i kao samostalni konsultant u oblasti projekata za javni sektor i upravljenje ugovaranjem.)
MATCH@E:(He is known internationally as a foremost expert in Earned Value Management and is an independent consultant specializing in public sector project and contract management.===>U svetu je poznat kao vodeći stručnjak za upravljanje stečenom vrednošću a radi i kao samostalni konsultant u oblasti projekata za javni sektor i upravljenje ugovaranjem.)
MATCH@M:(He is active in the Project Management Institute’s College of Performance Management, the National Defense Industrial Association, the Society of Cost Estimating and Analysis, and the National Contract Management Association.===>Aktivan je na Koledžu za upravljanje poslovanjem Instituta za projektno upravljanje, u Nacionalnoj asocijaciji industrija za odbranu, Društvu za procenu i analizu troškova i Nacionalnoj asocijaciji za upravljanje ugovaranjem.)
MATCH@E:(He is active in the Project Management Institutes College of Performance Management, the National Defense Industrial Association, the Society of Cost Estimating and Analysis, and the National Contract Management Association.===>Aktivan je na Koledžu za upravljanje poslovanjem Instituta za projektno upravljanje, u Nacionalnoj asocijaciji industrija za odbranu, Društvu za procenu i analizu troškova i Nacionalnoj asocijaciji za upravljanje ugovaranjem.)
MATCH@M:(Nevertheless, planned and organized activities in these conditions, and especially in the area of sellection, creating and developing modern managers are both a must and a need, and planning human resources in the conditions of uncertainty is both a liability and a challenge for the top management and the planning departments in the defense system of the Republic of Serbia and all its parts.===>Pa ipak, planski i organizovani rad i u tim uslovima a posebno u oblasti izbora, stvaranja i razvoja savremenih menadžera su nužnost, ali i potreba, a planiranje ljudskih resursa u uslovima neizvesnosti upravo je i obaveza i izazov za najviši nivo menad'menta i planske organe u sistemu odbrane Republike Srbije i svim njegovim delovima.)
MATCH@E:(Nevertheless, planned and organized activities in these conditions, and especially in the area of sellection, creating and developing modern managers are both a must and a need, and planning human resources in the conditions of uncertainty is both a liability and a challenge for the top management and the planning departments in the defense system of the Republic of Serbia and all its parts.===>Pa ipak, planski i organizovani rad i u tim uslovima a posebno u oblasti izbora, stvaranja i razvoja savremenih menadžera su nužnost, ali i potreba, a planiranje ljudskih resursa u uslovima neizvesnosti upravo je i obaveza i izazov za najviši nivo menadžmenta i planske organe u sistemu odbrane Republike Srbije i svim njegovim delovima.)
MATCH@M:(An appropriate selection, supplying with adequate knowledge and an adequate development of a military manager bear a promise of a steadier work and fewer „emergent tasks “ in the defense system.===>Pravilna selekcija, opremanje adekvatnim znanjem i pravilan razvoj vojnog menadžera omogućuju mirniji rad i manje “vanrednih zadataka” u sistemu odbrane.)
MATCH@E:(An appropriate selection, supplying with adequate knowledge and an adequate development of a military manager bear a promise of a steadier work and fewer emergent tasks in the defense system.===>Pravilna selekcija, opremanje adekvatnim znanjem i pravilan razvoj vojnog menadžera omogućuju mirniji rad i manje vanrednih zadataka u sistemu odbrane.)
MATCH@M:(The requirements posed by the practices, time requirements and modern trends in the field of military management demand that a photorobot of a modern manager of the 21st century be designed: desirable knowledge, education, conduct, techniques and methodology he uses.===>Potrebe prakse, zahtevi vremena i savremeni trendovi u oblasti vojnog menad'menta zahtevaju da se napravi fotorobot vojnog menadžera 21. veka: poželjna znanja, vaspitanje, edukacija, ponašanje, tehnike i metodologija koju koristi u svom radu.)
MATCH@E:(The requirements posed by the practices, time requirements and modern trends in the field of military management demand that a photorobot of a modern manager of the 21st century be designed: desirable knowledge, education, conduct, techniques and methodology he uses.===>Potrebe prakse, zahtevi vremena i savremeni trendovi u oblasti vojnog menadžmenta zahtevaju da se napravi fotorobot vojnog menadžera 21. veka: poželjna znanja, vaspitanje, edukacija, ponašanje, tehnike i metodologija koju koristi u svom radu.)
MATCH@M:(The developed countries and their defense systems have long realised that management is a scientific discipline, crucial in the successful work of the system and therefore worth paying due attention to.===>Razvijene zemlje i njihovi sistemi odbrane odavno su shvatili da je menadžment naučna disciplina vrlo bitna za uspešno funkcionisanje sistema i iz tih razloga mu pridaju adekvatan značaj.)
MATCH@E:(The developed countries and their defense systems have long realised that management is a scientific discipline, crucial in the successful work of the system and therefore worth paying due attention to.===>Razvijene zemlje i njihovi sistemi odbrane odavno su shvatili da je menadžment naučna disciplina vrlo bitna za uspešno funkcionisanje sistema i iz tih razloga mu pridaju adekvatan značaj.)
MATCH@M:(It is for this reason that we devote this work to this issue of the Republic of Serbia defense system.===>Upravo zbog toga odlučili smo da se u ovom radu pozabavimo upravo tom tematikom u okviru sistema odbrane Republike Srbije.)
MATCH@E:(It is for this reason that we devote this work to this issue of the Republic of Serbia defense system.===>Upravo zbog toga odlučili smo da se u ovom radu pozabavimo upravo tom tematikom u okviru sistema odbrane Republike Srbije.)
MATCH@M:(We live in a world of great change and challenge, therefore the present social reality is characterised by ample organizational, formal and crucial changes, change in capital ownership, change in the value system, plurality of thought, lack of fear and powerful destructive propaganda in internal affairs, insisting on transparency in work, intensive proclamation and striving for consistent respect of human rights and liberties, general access to information, high level of aspirations in people in general.===>Živimo u vremenu velikih promena i izazova, tako da postojeću društvenu realnost karakterišu velike organizacione formalne i suštinske promene, promena vlasništva nad kapitalom, promena sistema vrednosti, pluralizam mišljenja, odsustvo straha i jake razorne propagande na unutrašnjem planu, insistiranje na transparentnosti u radu, ofanzivno proklamovanje i zalaganje za doslednim poštovanjem ljudskih prava i sloboda, opšta dostupnost informacija, visok nivo aspiracija kod ljudi uopšte.)
MATCH@E:(Introduction We live in a world of great change and challenge, therefore the present social reality is characterised by ample organizational, formal and crucial changes, change in capital ownership, change in the value system, plurality of thought, lack of fear and powerful destructive propaganda in internal affairs, insisting on transparency in work, intensive proclamation and striving for consistent respect of human rights and liberties, general access to information, high level of aspirations in people in general.===>Uvod @ivimo u vremenu velikih promena i izazova, tako da postojeću društvenu realnost karakterišu velike organizacione formalne i suštinske promene, promena vlasništva nad kapitalom, promena sistema vrednosti, pluralizam mišljenja, odsustvo straha i jake razorne propagande na unutrašnjem planu, insistiranje na transparentnosti u radu, ofanzivno proklamovanje i zalaganje za doslednim poštovanjem ljudskih prava i sloboda, opšta dostupnost informacija, visok nivo aspiracija kod ljudi uopšte.)
MATCH@M:(The ordinary people are faced with high level of demand and expectations, being promised little in return.===>Od običnih ljudi se očekuje i zahteva mnogo, a nudi se zauzvrat malo.)
MATCH@E:(The ordinary people are faced with high level of demand and expectations, being promised little in return.===>Od običnih ljudi se očekuje i zahteva mnogo, a nudi se zauzvrat malo.)
MATCH@M:(Human ideals have essentially changed.===>Ideali ljudi su se suštinski promenili.)
MATCH@E:(Human ideals have essentially changed.===>Ideali ljudi su se suštinski promenili.)
MATCH@M:(Fewer and fewer are those who are willing to struggle for supreme ideals at a price of ruining their comfort, even fewer are those prepared to pay the extreme price for these ideals, to sacrify their lives.===>Sve je manje ljudi koji su spremni da se bore za neke više ideale po cenu narušavanja svog komoditeta, a naročito je manje i onih koji su spremni da za svoje ideale podnesu najveću žrtvu, svoj život.)
MATCH@E:(Fewer and fewer are those who are willing to struggle for supreme ideals at a price of ruining their comfort, even fewer are those prepared to pay the extreme price for these ideals, to sacrify their lives.===>Sve je manje ljudi koji su spremni da se bore za neke više ideale po cenu narušavanja svog komoditeta, a naročito je manje i onih koji su spremni da za svoje ideale podnesu najveću žrtvu, svoj život.)
MATCH@M:(People adopt change more or less voluntarily, they help it root or they resist change, they take change as a success or as a defeat, a profit or a loss, all along reacting in different ways: showing delight, resignation, indifference, passive or active resistance.===>Ljudi lakše ili teže prihvataju prisutne promene, pomažu ih ili im se suprostavljaju, doživljavaju ih kao uspeh ili poraz, kao gubitak ili dobitak, pritom reagu-jući na različite načine: oduševljenje, rezignacija, indiferentnost, pasivan i aktivan otpor.)
MATCH@E:(People adopt change more or less voluntarily, they help it root or they resist change, they take change as a success or as a defeat, a profit or a loss, all along reacting in different ways: showing delight, resignation, indifference, passive or active resistance.===>Ljudi lakše ili teže prihvataju prisutne promene, pomažu ih ili im se suprostavljaju, doživljavaju ih kao uspeh ili poraz, kao gubitak ili dobitak, pritom reagujući na različite načine: oduševljenje, rezignacija, indiferentnost, pasivan i aktivan otpor.)
MATCH@M:(It is this change that should be managed, and this is the task of strategic decisions makers (managers) and top managers.===>Tim promenama, životom, radom i ponašanjem u njima treba upravljati, a to je posao donosilaca strateških odluka (menadžera) i rukovodilaca.)
MATCH@E:(It is this change that should be managed, and this is the task of strategic decisions makers (managers) and top managers.===>Tim promenama, životom, radom i ponašanjem u njima treba upravljati, a to je posao donosilaca strateških odluka (menadžera) i rukovodilaca.)
MATCH@M:(Special emphasis is given to the management of the life and work in the defense system.===>Posebno je karakterističan i značajan menadžment i rukovođenje životom i radom u sistemu odbrane.)
MATCH@E:(Special emphasis is given to the management of the life and work in the defense system.===>Posebno je karakterističan i značajan menadžment i rukovođenje životom i radom u sistemu odbrane.)
MATCH@M:(We may freely maintain that the current state of the defense system, the needs of practice, requirements of time and modern management trends have become a serious challenge to managers in the defense field.===>Može se slobodno reći da su: trenutno stanje u sistemu odbrane, potrebe prakse, zahtevi vremena i savre-meni upravljački trendovi postavili veliki izazov pred menadžere u odbrani.)
MATCH@E:(We may freely maintain that the current state of the defense system, the needs of practice, requirements of time and modern management trends have become a serious challenge to managers in the defense field.===>Može se slobodno reći da su: trenutno stanje u sistemu odbrane, potrebe prakse, zahtevi vremena i savremeni upravljački trendovi postavili veliki izazov pred menadžere u odbrani.)
MATCH@M:(The needs of modern practice that deals with situations of crisis, fighting terrorism and continual preparations for possible future wars require that the managers in the defence system should be chosen among people with leadership dispositions (abilities and inclinations) and knowledge of management, trained for the job they will do.===>Potrebe savremene prakse, koja podrazumeva krizne situacije, borbu protiv terorizma i kontinuiranu pripremu za eventualne buduće ratove, nalažu da za rukovodioce (menadžere) u sistemu odbrane treba birati ljude sa liderskim predispozicijama (sposobnostima i sklonostima) i menadžerskim znanjima, školovanim za posao koji rade.)
MATCH@E:(The needs of modern practice that deals with situations of crisis, fighting terrorism and continual preparations for possible future wars require that the managers in the defence system should be chosen among people with leadership dispositions (abilities and inclinations) and knowledge of management, trained for the job they will do.===>Potrebe savremene prakse, koja podrazumeva krizne situacije, borbu protiv terorizma i kontinuiranu pripremu za eventualne buduće ratove, nalažu da za rukovodioce (menadžere) u sistemu odbrane treba birati ljude sa liderskim predispozicijama (sposobnostima i sklonostima) i menadžerskim znanjima, školovanim za posao koji rade.)
MATCH@M:(For the time being, there are no appropriate and well elaborated criteria, publicly known and related to the selection and appointment of military managers to certain managing positions.===>Za sada ne postoje pravilno i potpuno razrađeni kriterijumi, javni i opšte poznati, vezani za izbor i postavljenje vojnih menadžera na određene rukovodeće dužnosti.)
MATCH@E:(For the time being, there are no appropriate and well elaborated criteria, publicly known and related to the selection and appointment of military managers to certain managing positions.===>Za sada ne postoje pravilno i potpuno razrađeni kriterijumi, javni i opšte poznati, vezani za izbor i postavljenje vojnih menadžera na određene rukovodeće dužnosti.)
MATCH@M:(It is difficult to find managers familiar with both, and it is both of these qualities that are required in the operational activities (business activities in a most general sense) of the defense system.===>Teško je sresti menadžere koji dobro poznaju i jedno i drugo, a upravo to je potrebno operativnoj delatno-sti (poslovanju, u najširem smislu) sistema odbrane.)
MATCH@E:(It is difficult to find managers familiar with both, and it is both of these qualities that are required in the operational activities (business activities in a most general sense) of the defense system.===>Teško je sresti menadžere koji dobro poznaju i jedno i drugo, a upravo to je potrebno operativnoj delatnosti (poslovanju, u najširem smislu) sistema odbrane.)
MATCH@M:(Hence there are only a few accomplished military managers, a management gap increases daily and it is of paramount importance that education of management personnel be started, with new contents and methodologies.===>Zato dobrih menadžera ima malo, upravljački jaz je svakim danom sve veći i potrebno je ubrzano otpočeti sa školovanjem upravljačkog kadra uz nove sadržaje i metodologiju.)
MATCH@E:(Hence there are only a few accomplished military managers, a management gap increases daily and it is of paramount importance that education of management personnel be started, with new contents and methodologies.===>Zato dobrih menadžera ima malo, upravljački jaz je svakim danom sve veći i potrebno je ubrzano otpočeti sa školovanjem upravljačkog kadra uz nove sadrža 1 A. Majstorović i M. Andrejić:)
MATCH@M:(It is very important that a prospective candidate (besides knowledge, desired traits and skills) desires to be a manager.===>Vrlo je važno da potencijalni kandidat želi (pored znanja, poželjnih osobina i umeća) da obavlja rukovodeću funkciju.)
MATCH@E:(It is very important that a prospective candidate (besides knowledge, desired traits and skills) desires to be a manager.===>Vrlo je važno da potencijalni kandidat želi (pored znanja, poželjnih osobina i umeća) da obavlja rukovodeću funkciju.)
MATCH@M:(Any successful system, especially the defense system, must be work-incentive and use human resources (and any other resources) at its disposal appropriately and optimally.===>Svaki uspešan sistem, a to naročito važi za sistem odbrane, treba da bude radno stimulativan i da pravilno i optimalno koristi ljudske resurse (i sve druge resurse) kojima raspolaže.)
MATCH@E:(Any successful system, especially the defense system, must be work-incentive and use human resources (and any other resources) at its disposal appropriately and optimally.===>Svaki uspešan sistem, a to naročito važi za sistem odbrane, treba da bude radno stimulativan i da pravilno i optimalno koristi ljudske resurse (i sve druge resurse) kojima raspolaže.)
MATCH@M:(In this report we discuss and propose a possible methodology of selection, creating and development of military managers as well as present the relevant knowledge that a modern and successful military manager needs.===>U ovom radu razmatraće se i predložiti moguća metodologija izbora, stvaranje i razvoj vojnih menadžera i prezentirati relevantna znanja potrebna savreme-nom i uspešnom vojnom menadžeru.)
MATCH@E:(In this report we discuss and propose a possible methodology of selection, creating and development of military managers as well as present the relevant knowledge that a modern and successful military manager needs.===>U ovom radu razmatraće se i predložiti moguća metodologija izbora, stvaranje i razvoj vojnih menadžera i prezentirati relevantna znanja potrebna savremenom i uspešnom vojnom menadžeru.)
MATCH@M:(We will take into consideration the desirable predispositions and the development path, as well as education of military managers.===>Sagledaće se poželjne predispozicije i razvojni put, kao i obrazovanje vojnih menadžera.)
MATCH@E:(We will take into consideration the desirable predispositions and the development path, as well as education of military managers.===>Sagledaće se poželjne predispozicije i razvojni put, kao i obrazovanje vojnih menadžera.)
MATCH@M:(Here the emphasis will be put on the current - peaceful management activities in the defense system, since the analysis of management in the past wars would be inappropriate in the context of this work, whereas the projection of management in some possible future crises and wars would not be reliable enough, due to a large scope of unknown factors.===>Naglasak će pritom biti na sadašnje - mirnodopsko funkcionisanje menadžmenta u sistemu odbrane, jer bi analiza menadžmenta iz prethodnih ratova bila nesvrsishodna u kontekstu ovog rada, a eventualna projekcija menadžmenta u nekim budućim krizama i ratovima ne bi mogla da ima zadovoljavajuću pouzdanost, zbog prevelikog obima nepoznatih faktora.)
MATCH@E:(Here the emphasis will be put on the current peaceful management activities in the defense system, since the analysis of management in the past wars would be inappropriate in the context of this work, whereas the projection of management in some possible future crises and wars would not be reliable enough, due to a large scope of unknown factors.===>Naglasak će pritom biti na sadašnje - mirnodopsko funkcionisanje menadžmenta u sistemu odbrane, jer bi analiza menadžmenta iz prethodnih ratova bila nesvrsishodna u kontekstu ovog rada, a eventualna projekcija menadžmenta u nekim budućim krizama i ratovima ne bi mogla da ima zadovoljavajuću pouzdanost, zbog prevelikog obima nepoznatih faktora.)
MATCH@M:(It should also be pointed out that, in addition to systemic considerations, when selecting and appointing military managers we must take into account the situational approach and analyse each individual managing position -a public function (operational activities in the units at troop level, in commands at operational level, in administration departments, in educational and scientific institutions, in research institutions, etc), thus precisely defining the manager profile for a particular work position.===>Valja takođe naglasiti da prilikom izbora vojnih menadžera i njihovog postavljenja na dužnost mora se, pored sistemskog promišljanja, uvažiti i situacioni pristup i analizirati svako konkretno rukovodeće mesto - javna funkcija (operativne dužnosti u jedinicama trupnog nivoa, u komandama operativnog nivoa, u upravama, u obrazovnim i naučnim ustanovama, u istraživačkim ustanovama itd), a samim tim i precizno definisan profil menadžera za konkretno radno mesto.)
MATCH@E:(It should also be pointed out that, in addition to systemic considerations, when selecting and appointing military managers we must take into account the situational approach and analyse each individual managing position a public function (operational activities in the units at troop level, in commands at operational level, in administration departments, in educational and scientific institutions, in research institutions, etc), thus precisely defining the manager profile for a particular work position.===>Valja takođe naglasiti da prilikom izbora vojnih menadžera i njihovog postavljenja na dužnost mora se, pored sistemskog promišljanja, uvažiti i situacioni pristup i analizirati svako konkretno rukovodeće mesto - javna funkcija (operativne dužnosti u jedinicama trupnog nivoa, u komandama operativnog nivoa, u upravama, u obrazovnim i naučnim ustanovama, u istraživačkim ustanovama itd), a samim tim i precizno definisan profil menadžera za konkretno radno mesto.)
MATCH@M:(Some specific features in terms of the complexity of military organizational systems (combat system, production system, logistics, business system, personnel turnover: permanent and temporary structure), of human rights and liberties, autonomy in decision making, personnel solutions, mode of functioning, etc. make up the management in the defense system considerably more complex than it is the case in civil organizational systems.===>Određene specifičnosti u smislu složenosti vojnih organizacionih sistema (borbeni sistem, proizvodni sistem, sistem logistike, poslovni sistem, fluktuacija kadra: stalni i privremeni sastav), sloboda i ljudskih prava, autonomnosti odlučivanja, kadrovskih rešenja, način funkcionisanja i dr, čine menadžment u sistemu odbrane znatno složenijim nego što je to slučaj sa civilnim organizacionim sistemima.)
MATCH@E:(Specific features of management in the defense system Some specific features in terms of the complexity of military organizational systems (combat system, production system, logistics, business system, personnel turnover: permanent and temporary structure), of human rights and liberties, autonomy in decision making, personnel solutions, mode of functioning, etc. make up the management in the defense system considerably more complex than it is the case in civil organizational systems.===>Specifičnosti menadžmenta u sistemu odbrane Određene specifičnosti u smislu složenosti vojnih organizacionih sistema (borbeni sistem, proizvodni sistem, sistem logistike, poslovni sistem, fluktuacija kadra: stalni i privremeni sastav), sloboda i ljudskih prava, autonomnosti odlučivanja, kadrovskih rešenja, način funkcionisanja i dr, čine menadžment u sistemu odbrane znatno složenijim nego što je to slučaj sa civilnim organizacionim sistemima.)
MATCH@M:(As regards the specific features of military organizational systems, if a non-incentive plan is established, it may lead to an average performance, implementation of double standards in personnel selecting and managing, to obstructions, eluding work obligations and to other negative consequences.===>S obzirom na specifične karakteristike vojnih organizacionih sistema, ukoliko se uspostavi destimulativan sistem nagrađivanja, onda može doći do forsiranja osrednjosti, prime-ne dvostrukih standarda u izboru i vođenju kadra, do opstrukcije, izbegavanja radnih obaveza i drugih negativnih posledica.)
MATCH@E:(As regards the specific features of military organizational systems, if a non-incentive plan is established, it may lead to an average performance, implementation of double standards in personnel selecting and managing, to obstructions, eluding work obligations and to other negative consequences.===>S obzirom na specifične karakteristike vojnih organizacionih sistema, ukoliko se uspostavi destimulativan sistem nagrađivanja, onda može doći do forsiranja osrednjosti, primene dvostrukih standarda u izboru i vođenju kadra, do opstrukcije, izbegavanja radnih obaveza i drugih negativnih posledica.)
MATCH@M:(His attitudes are authoritative.===>Njegovi stavovi su autoritativni.)
MATCH@E:(His attitudes are authoritative.===>Njegovi stavovi su autoritativni.)
MATCH@M:(People beneath him in the pyramid see themselves as more dependent than opposite.===>Ljudi koji su u piramidi ispod njega, sebe vide zavisnijim od njega, nego obrnuto.)
MATCH@E:(People beneath him in the pyramid see themselves as more dependent than opposite.===>Ljudi koji su u piramidi ispod njega, sebe vide zavisnijim od njega, nego obrnuto.)
MATCH@M:(Numerous forces in his environment act in such a way so as to render him in that position.===>Mnoge snage u njegovoj okolini deluju tako da ga na tom položaju održavaju.)
MATCH@E:(Numerous forces in his environment act in such a way so as to render him in that position.===>Mnoge snage u njegovoj okolini deluju tako da ga na tom položaju održavaju.)
MATCH@M:(Despite a great and independent power, the manager still depends on his subordinates due to the size of organization and technology etc. (identifying problems, data gathering, analyses, decision making, making a decision operational).===>Uprkos velikoj i nezavisnoj moći menadžer je ipak zavistan od podređenih zbog veličine organizacije i tehnologije i dr. (određivanje problema, prikupljanje podataka, analitika, donošenje odluke, sprovođenje odluke u delo).)
MATCH@E:(Despite a great and independent power, the manager still depends on his subordinates due to the size of organization and technology etc. (identifying problems, data gathering, analyses, decision making, making a decision operational).===>Uprkos velikoj i nezavisnoj moći menadžer je ipak zavistan od podređenih zbog veličine organizacije i tehnologije i dr. (određivanje problema, prikupljanje podataka, analitika, donošenje odluke, sprovođenje odluke u delo).)
MATCH@M:(He works by influencing other people and must position himself in such a way that he may always demand more.===>Funkcije obavlja putem uticaja na druge ljude i mora se postaviti tako da uvek može tražiti još više.)
MATCH@E:(He works by influencing other people and must position himself in such a way that he may always demand more.===>Funkcije obavlja putem uticaja na druge ljude i mora se postaviti tako da uvek može tražiti još više.)
MATCH@M:(He is expected to, and must himself try to, act as an extension of the ego of his superior.===>Od njega se traži, a i on sam treba da deluje kao produžetak ega nadređenog.)
MATCH@E:(He is expected to, and must himself try to, act as an extension of the ego of his superior.===>Od njega se traži, a i on sam treba da deluje kao produžetak ega nadređenog.)
MATCH@M:(He is required to think creatively and originally, but also to act in a way his superior would act in a similar situation.===>Od njega se zahteva da misli stvaralački i izvorno, ali i da deluje onako kako bi to radio njegov šef u sličnoj situaciji.)
MATCH@E:(He is required to think creatively and originally, but also to act in a way his superior would act in a similar situation.===>Od njega se zahteva da misli stvaralački i izvorno, ali i da deluje onako kako bi to radio njegov šef u sličnoj situaciji.)
MATCH@M:(The essence of management in general is in devising such subtle ways of exerting pressure upon the subordinates so as to provoke least opposition and conflict between the subordinates and their superiors, between production forces and production relations, between the achieved work results and profit distribution, at the same time maintaining the existing relations, the method of functioning and the existing distribution of status.===>Suština menadžmenta uopšte jeste u nalaženju takvih suptilnih načina za vršenje pritisaka na podređene koji će izazvati najmanje suprotnosti i konflikata između podređenih i nadređenih, između proizvodnih snaga i proizvodnih odnosa, između ostvarenih rezultata rada i raspodele dobiti i očuvati postojeće odnose, način funkcionisanja i postojeću raspodelu statusnih pozicija.)
MATCH@E:(The essence of management in general is in devising such subtle ways of exerting pressure upon the subordinates so as to provoke least opposition and conflict between the subordinates and their superiors, between production forces and production relations, between the achieved work results and profit distribution, at the same time maintaining the existing relations, the method of functioning and the existing distribution of status.===>Suština menadžmenta uopšte jeste u nalaženju takvih suptilnih načina za vršenje pritisaka na podređene koji će izazvati najmanje suprotnosti i konflikata između podređenih i nadređenih, između proizvodnih snaga i proizvodnih odnosa, između ostvarenih rezultata rada i raspodele dobiti i očuvati postojeće odnose, način funkcionisanja i postojeću raspodelu statusnih pozicija.)
MATCH@M:(In order that the manager master the „right system of work“, he must have some psychological qualities and act adequately in working with and addressing his subordinates.===>Da bi menadžer ovladao “pravim stilom rada” on mora da poseduje određene psihološke kvalitete i da is-polji adekvatan način ponašanja pri delovanju i ophođenju sa podređenima.)
MATCH@E:(In order that the manager master the right system of work, he must have some psychological qualities and act adequately in working with and addressing his subordinates.===>Da bi menadžer ovladao pravim stilom rada on mora da poseduje određene psihološke kvalitete i da ispolji adekvatan način ponašanja pri delovanju i ophođenju sa podređenima.)
MATCH@M:(The means and methods used in management in the defense system are subjectively and significantly different, since they are part of knowledge and reason of the manager who sellects the methods he considers most appropriate to a given situation.===>Sredstva i metode koje se koriste pri rukovođenju u sistemu odbrane se subjektivno i značajno razlikuju, jer prolaze kroz spoznaju i razum menadžera koji bira one metode, koje su po njegovom mišljenju najprimerenije konkretnoj situaciji.)
MATCH@E:(The means and methods used in management in the defense system are subjectively and significantly different, since they are part of knowledge and reason of the manager who sellects the methods he considers most appropriate to a given situation.===>Sredstva i metode koje se koriste pri rukovođenju u sistemu odbrane se subjektivno i značajno razlikuju, jer prolaze kroz spoznaju i razum menadžera koji bira one metode, koje su po njegovom mišljenju najprimerenije konkretnoj situaciji.)
MATCH@M:(In order that his choice be adequate, it is very important that the manager possess certain qualities: highly developed intellect, broad general culture, adequate professional and social preparation, matching of character and temperament, skill in handling demands and complaints from his collaborators, skill in managing the organization (group) and getting the feedback right.===>Da bi taj izbor bio adekvatan, neobično je važno da menadžer poseduje određene osobine: razvijen intelekt, široka opšta kultura, dobra profesionalna i društvena priprema, dobra usklađenost karaktera i temperamenta, umešnost pažljivog odnosa prema zahtevi-ma i žalbama saradnika, umešnost vođenja organizacije (grupe) i povratnog učenja od nje.)
MATCH@E:(In order that his choice be adequate, it is very important that the manager possess certain qualities: highly developed intellect, broad general culture, adequate professional and social preparation, matching of character and temperament, skill in handling demands and complaints from his collaborators, skill in managing the organization (group) and getting the feedback right.===>Da bi taj izbor bio adekvatan, neobično je važno da menadžer poseduje određene osobine: razvijen intelekt, široka opšta kultura, dobra profesionalna i društvena priprema, dobra usklađenost karaktera i temperamenta, umešnost pažljivog odnosa prema zahtevima i žalbama saradnika, umešnost vođenja organizacije (grupe) i povratnog učenja od nje.)
MATCH@M:(According to the principles of the modern theory of management, knowledge required from the manager can be classed as functional knowledge, system knowledge and knowledge in the field of situational analysis.===>Prema principima savreme-ne teorije menadžmenta, znanja potrebna rukovodiocu se mogu podeliti na funkcionalna, sistemska znanja i znanja iz oblasti situacione analize.)
MATCH@E:(According to the principles of the modern theory of management, knowledge required from the manager can be classed as functional knowledge, system knowledge and knowledge in the field of situational analysis.===>Prema principima savremene teorije menadžmenta, znanja potrebna rukovodiocu se mogu podeliti na funkcionalna, sistemska znanja i znanja iz oblasti situacione analize.)
MATCH@M:(Functional knowledge enables the manager to perform basic functions: planning, organization, task assignment, coordination and control.===>Funkcionalna znanja omogućavaju menadžeru da uspešno obavlja osnovne funkcije: planiranje, organizovanje, dodelu zadataka, koordinaciju i kontrolu.)
MATCH@E:(Functional knowledge enables the manager to perform basic functions: planning, organization, task assignment, coordination and control.===>Funkcionalna znanja omogućavaju menadžeru da uspešno obavlja osnovne funkcije: planiranje, organizovanje, dodelu 5 B. Nadoveza, A. Majstorovic i I. Milojevic:)
MATCH@M:(System knowledge helps him get an insight into the organization (and problems in it) as a whole made up of interrelated parts that function and achieve planned goals in an uncertain environment.===>Sistemska znanja omogućavaju sagledavanje organizacije (i problema u njoj) kao celine sastavljene od međusobno povezanih delova koji funkcionišu i ostvaruju planirane ciljeve u nestabilnom okruženju.)
MATCH@E:(System knowledge helps him get an insight into the organization (and problems in it) as a whole made up of interrelated parts that function and achieve planned goals in an uncertain environment.===>Sistemska znanja omogućavaju sagledavanje organizacije (i problema u njoj) kao celine sastavljene od međusobno povezanih delova koji funkcionišu i ostvaruju planirane ciljeve u nestabilnom okruženju.)
MATCH@M:(Knowledge of situational analysis allows for the operationalization of system knowledge within a concrete problem to be solved with a maximum respect of its specific nature.===>Znanja iz oblasti situacione analize omogućavaju operacionalizaciju sistemskih znanja na konkretan problem koji se rešava uz maksimalno uvažavanje njegove specifičnosti.)
MATCH@E:(Knowledge of situational analysis allows for the operationalization of system knowledge within a concrete problem to be solved with a maximum respect of its specific nature.===>Znanja iz oblasti situacione analize omogućavaju operacionalizaciju sistemskih znanja na konkretan problem koji se rešava uz maksimalno uvažavanje njegove specifičnosti.)
MATCH@M:(It is necessary to specify the requirements of the military manager workplace, selecting candidates with natural tendency, candidates with knowledge needed in management in individual phases of the system’s life cycle, candidates with experience in management or in training others in the field (teachers) and sellect-ing candidates who want to be managers.===>Potrebno je da se definišu zahtevi radnog mesta vojnog menadžera, selektovanje kandidata koji imaju urođene sklonosti, selektovanje kandidata koji pose-duju znanja potrebna za menadžment u pojedinim fazama životnog ciklusa sistema, selektovanje kandidata koji imaju iskustvo u menadžmentu ili su učili druge kako se to radi (nastavnici) i selektovanje kandidata koji žele da budu menadžeri.)
MATCH@E:(It is necessary to specify the requirements of the military manager workplace, selecting candidates with natural tendency, candidates with knowledge needed in management in individual phases of the systems life cycle, candidates with experience in management or in training others in the field (teachers) and sellecting candidates who want to be managers.===>Potrebno je da se definišu zahtevi radnog mesta vojnog menadžera, selektovanje kandidata koji imaju urođene sklonosti, selektovanje kandidata koji poseduju znanja potrebna za menadžment u pojedinim fazama životnog ciklusa sistema, selektovanje kandidata koji imaju iskustvo u menadžmentu ili su učili druge kako se to radi (nastavnici) i selektovanje kandidata koji žele da budu menadžeri.)
MATCH@M:(Similarly, the sellection of managers must not be based upon imposing the individual on the staff, but must respect the following requirements: the staff should voice their opinion when choosing their manager, since in this way they acknowledge the manager’s authority and approves of his mandate to manage; managers of broader organizational groups in the system should also be granted opportunity to express their view and consent, so that a vertical unity of the technological process be ensured, and senior managers should be in a position to influence directly the selection of their direct collaborators; the managing boards in charge make the final decision (approve of the choice) on the selection of individual managers, having in mind the interest of the system as a whole.===>Takođe, izbor menadžera ne sme se zasnivati na nametanju pojedinca kolektivu, već mora uvažiti sledeće momente:kolektiv treba da izrazi mišljenje pri izboru svog menadžera, jer na taj način izražava priznanje autoriteta menadžera i daje mu mandat da rukovodi; menadžerima širih organizacionih grupa u sistemu treba takođe dati priliku da izraze svoj stav i slaganje kako bi se osiguralo vertikalno jedinstvo tehnološkog procesa i da se višim menadžerima omogući da direktno utiču na izbor svojih neposrednih saradnika; nadležni upravljački organi donose konačnu odluku (potvrđuju izbor) o izboru pojedinih menadžera imajući pri tome na umu interese sistema kao celine.)
MATCH@E:(Similarly, the sellection of managers must not be based upon imposing the individual on the staff, but must respect the following requirements: the staff should voice their opinion when choosing their manager, since in this way they acknowledge the managers authority and approves of his mandate to manage; managers of broader organizational groups in the system should also be granted opportunity to express their view and consent, so that a vertical unity of the technological process be ensured, and senior managers should be in a position to influence directly the selection of their direct collaborators; the managing boards in charge make the final decision (approve of the choice) on the selection of individual managers, having in mind the interest of the system as a whole.===>Takođe, izbor menadžera ne sme se zasnivati na nametanju pojedinca kolektivu, već mora uvažiti sledeće momente: kolektiv treba da izrazi mišljenje pri izboru svog menadžera, jer na taj način izražava priznanje autoriteta menadžera i daje mu mandat da rukovodi; menadžerima širih organizacionih grupa u sistemu treba takođe dati priliku da izraze svoj stav i slaganje kako bi se osiguralo vertikalno jedinstvo tehnološkog procesa i da se višim menadžerima omogući da direktno utiču na izbor svojih neposrednih saradnika; nadležni upravljački organi donose konačnu odluku (potvrđuju izbor) o izboru pojedinih menadžera imajući pri tome na umu interese sistema kao celine.)
MATCH@M:(In order that the general manager may perform his role he must form - gather a circle of competent collaborators.===>Da bi opšti menadžer obavio svoju ulogu mora formirati - okupiti oko sebe krug sposobnih saradnika.)
MATCH@E:(In order that the general manager may perform his role he must form gather a circle of competent collaborators.===>Da bi opšti menadžer obavio svoju ulogu mora formirati - okupiti oko sebe krug sposobnih saradnika.)
MATCH@M:(In this country, it is normally accomplished by forming a collegiate body.===>Kod nas se to uglavnom ostvaruje angažovanjem kolegijuma.)
MATCH@E:(In this country, it is normally accomplished by forming a collegiate body.===>Kod nas se to uglavnom ostvaruje angažovanjem kolegijuma.)
MATCH@M:(An increase in the scope of tasks within the management function, especially in large systems renders the modern management impossible without a permanent contact and collaboration with the expert managers in the system and results in splitting the unique function of management.===>Porast obima zadatka u okviru funkcije menadžmenta, naročito u velikim sistemima čini savremen menadžment nemogućim bez stalnog kontakta i saradnje sa stručnim menadžerima (ekspertima) u sistemu i dovodi do raščlanjivanja jedinstvene funkcije rukovođenja.)
MATCH@E:(An increase in the scope of tasks within the management function, especially in large systems renders the modern management impossible without a permanent contact and collaboration with the expert managers in the system and results in splitting the unique function of management.===>Porast obima zadatka u okviru funkcije menadžmenta, naročito u velikim sistemima čini savremen menadžment nemogućim bez stalnog kontakta i saradnje sa stručnim menadžerima (ekspertima) u sistemu i dovodi do raščlanjivanja jedinstvene funkcije rukovođenja.)
MATCH@M:(The role of middle management is the least defined in the defense system (acts, regulations, rules...).===>Najmanje je u sistemu odbrane definisana uloga srednjeg nivoa menadžmenta (zakoni, propisi, pravila...).)
MATCH@E:(The role of middle management is the least defined in the defense system (acts, regulations, rules...).===>Najmanje je u sistemu odbrane definisana uloga srednjeg nivoa menadžmenta (zakoni, propisi, pravila...).)
MATCH@M:(Table 1.===>Tabela broj 1.)
MATCH@E:(Table 1.===>Tabela broj 1.)
MATCH@M:(2.	Each of the phase goals requires adequate personal capacities and adequate characteristics of the environment.===>2.	Svaki od faznih ciljeva zahteva odgovarajuće lične kapacitete i odgovarajuće karakteristike okruženja)
MATCH@E:(Each of the phase goals requires adequate personal capacities and adequate characteristics of the environment.===>Nema sigurnog napredovanja ako se preskače na vedeni redosled ciljeva. 2.)
BAD_LINE_=============================================================
BAD_LINE_M:2.	Each of the phase goals requires adequate personal capacities and adequate characteristics of the environment.
BAD_LINE_M:2.	Svaki od faznih ciljeva zahteva odgovarajuće lične kapacitete i odgovarajuće karakteristike okruženja
BAD_LINE_E:Each of the phase goals requires adequate personal capacities and adequate characteristics of the environment.
BAD_LINE_E:Nema sigurnog napredovanja ako se preskače na vedeni redosled ciljeva. 2.
MATCH@M:(3.	In the first half of the career more attention should be paid to personal health, education and work than to promotion.===>3.	U prvoj polovini karijere treba više pažnje posvetiti zdravlju, osposobljavanju i radu, nego napredovanju.)
MATCH@E:(3. ~~~ In the first half of the career more attention should be paid to personal health, education and work than to promotion. ~~~ 4.===>Svaki od faznih ciljeva zahteva odgovarajuće lične kapacitete i odgovarajuće karakteristike okruženja 3. U prvoj polovini karijere treba više pažnje posvetiti zdravlju, osposobljavanju i radu, nego napredovanju. 4.)
BAD_LINE_=============================================================
BAD_LINE_M:3.	In the first half of the career more attention should be paid to personal health, education and work than to promotion.
BAD_LINE_M:3.	U prvoj polovini karijere treba više pažnje posvetiti zdravlju, osposobljavanju i radu, nego napredovanju.
BAD_LINE_E:3. ~~~ In the first half of the career more attention should be paid to personal health, education and work than to promotion. ~~~ 4.
BAD_LINE_E:Svaki od faznih ciljeva zahteva odgovarajuće lične kapacitete i odgovarajuće karakteristike okruženja 3. U prvoj polovini karijere treba više pažnje posvetiti zdravlju, osposobljavanju i radu, nego napredovanju. 4.
MATCH@M:(4.	Results are a permanent and crucial goal in the career.===>4.	Rezultati su stalni i ključni cilj u karijeri.)
MATCH@E:(Results are a permanent and crucial goal in the career.===>Rezultati su stalni i ključni cilj u karijeri.)
MATCH@M:(They should always be presented to the society so that the society grants a promotion in career and an opportunity for improving in professional work.===>Njih treba stalno davati društvu da bi se od društva dobilo napredovanje u karijeri i mogućnost napredovanja u struci.)
MATCH@E:(They should always be presented to the society so that the society grants a promotion in career and an opportunity for improving in professional work.===>Njih treba stalno davati društvu da bi se od društva dobilo napredovanje u karijeri i mogućnost napredovanja u struci.)
MATCH@M:(Therefore, for promotion purposes, those results should be chosen for which there is a demand, opportunities and conditions, in order to ensure reputation (privileges) and position (protections).===>Zato za napredovanje treba birati one rezultate za koje postoje potrebe, prilike i uslovi, da bi se obezbedili ugled (privilegije) i položaj (protekcije).)
MATCH@E:(Therefore, for promotion purposes, those results should be chosen for which there is a demand, opportunities and conditions, in order to ensure reputation (privileges) and position (protections).===>Zato za napredovanje treba birati one rezultate za koje postoje potrebe, prilike i uslovi, da bi se obezbedili ugled (privilegije) i položaj (protekcije).)
MATCH@M:(Protections cannot be sought before the privileges are offered.===>Ne mogu se tražiti protekcije, pre nego što se nude privilegije.)
MATCH@E:(Protections cannot be sought before the privileges are offered. ~~~ 5.===>Ne mogu se tražiti protekcije, pre nego što se nude privilegije. 5.)
MATCH@M:(5.	Quality of results conditions the quality of promotion and environmental response.===>5.	Od kvaliteta rezultata zavisi kvalitet napredovanja i reagovanje okruženja.)
MATCH@E:(Quality of results conditions the quality of promotion and environmental response.===>Od kvaliteta rezultata zavisi kvalitet napredova nja i reagovanje okruženja. 6.)
MATCH@M:(It is for this reason that one should publish his results, in order to create relations, privileges, protections and acceptability.===>Zato treba objavljivati svoje rezultate da bi se stvorile veze, privilegije, protekcije i prihvatljivost.)
MATCH@E:(It is for this reason that one should publish his results, in order to create relations, privileges, protections and acceptability.===>Zato treba objavljivati svoje rezultate da bi se stvorile veze, privilegije, protekcije i prihvatljivost.)
MATCH@M:(In his work, the military manager should observe global change and uncertainties they bring.===>U svom delovanju vojni menadžer treba da uvažava globalne promene i neizvesnosti koje one nose sa sobom.)
MATCH@E:(In his work, the military manager should observe global change and uncertainties they bring.===>U svom delovanju vojni menadžer treba da uvažava globalne promene i neizvesnosti koje one nose sa sobom.)
MATCH@M:(In addition to knowledge, skills and habits necessary for a successful modern management, it is necessary to possess knowledge, skills and habits needed in managing specific fields of human activity in the defense sphere.===>Pored znanja, veština i navika neophodnih za uspešni savremeni menadžment uopšte neophodno je i pose-dovanje znanja, veština i navika koje su potrebne za upravljanje specifičnim oblastima ljudske delatnosti u sferi odbrane.)
MATCH@E:(In addition to knowledge, skills and habits necessary for a successful modern management, it is necessary to possess knowledge, skills and habits needed in managing specific fields of human activity in the defense sphere.===>Od menadžera se uvek zahteva: da definiše politikuorganizacije koju stvara; da od grupe ljudi stvara i stvori organizaciju koja može da funkcioniše i realizuje zadatke; da nađe način da iz članova radnog tima izvuče maksimum; Pored znanja, veština i navika neophodnih za uspešni savremeni menadžment uopšte neophodno je i posedovanje znanja, veština i navika koje su potrebne za upravljanje specifičnim oblastima ljudske delatnosti u sferi odbrane.)
BAD_LINE_=============================================================
BAD_LINE_M:In addition to knowledge, skills and habits necessary for a successful modern management, it is necessary to possess knowledge, skills and habits needed in managing specific fields of human activity in the defense sphere.
BAD_LINE_M:Pored znanja, veština i navika neophodnih za uspešni savremeni menadžment uopšte neophodno je i pose-dovanje znanja, veština i navika koje su potrebne za upravljanje specifičnim oblastima ljudske delatnosti u sferi odbrane.
BAD_LINE_E:In addition to knowledge, skills and habits necessary for a successful modern management, it is necessary to possess knowledge, skills and habits needed in managing specific fields of human activity in the defense sphere.
BAD_LINE_E:Od menadžera se uvek zahteva: da definiše politikuorganizacije koju stvara; da od grupe ljudi stvara i stvori organizaciju koja može da funkcioniše i realizuje zadatke; da nađe način da iz članova radnog tima izvuče maksimum; Pored znanja, veština i navika neophodnih za uspešni savremeni menadžment uopšte neophodno je i posedovanje znanja, veština i navika koje su potrebne za upravljanje specifičnim oblastima ljudske delatnosti u sferi odbrane.
MATCH@M:(This knowledge of knowledge, skills and habits must be, in a required scope and in an adequate way, formally and content selected, classified and presented to the staff.===>Ova znanja o znanjima, veštinama i navikama moraju biti, u potrebnom obimu i na adekvatan način formalno i sadržajno selektovana, klasifiko-vana i prezentirana kolektivu.)
MATCH@E:(This knowledge of knowledge, skills and habits must be, in a required scope and in an adequate way, formally and content selected, classified and presented to the staff.===>Ova znanja o znanjima, veštinama i navikama moraju biti, u potrebnom obimu i na adekvatan način formalno i sadržajno selektovana, klasifikovana i prezentirana kolektivu.)
MATCH@M:(The manager’s behaviour is preconditioned by his personality, his knowledge, education, independence and responsibility, the type of work as well as the nature of the tasks, knowledge, education, independence and responsibilities of people he manages.===>Ponašanje menadžera dominantno zavisi od njegove ličnosti i njegovog znanja, vaspitanja, samostalnosti i odgovornosti, vrste posla i karaktera zadataka, znanja, vaspitanja, samostalnosti i odgovornosti ljudi sa kojima se rukovodi.)
MATCH@E:(The managers behaviour is preconditioned by his personality, his knowledge, education, independence and responsibility, the type of work as well as the nature of the tasks, knowledge, education, independence and responsibilities of people he manages.===>Ponašanje menadžera dominantno zavisi od njegove ličnosti i njegovog znanja, vaspitanja, samostalnosti i odgovornosti, vrste posla i karaktera zadataka, znanja, vaspitanja, samostalnosti i odgovornosti ljudi sa kojima se rukovodi.)
MATCH@M:(Of course, in selecting a team, competent experts in problem solving are chosen, to be managed in their work after a unique methodology and offered a general, and sometimes specialized expert aid in certain spheres of problem solving.===>Podrazumeva se da se pri izboru tima biraju kompetentni stručnjaci za rešavanje problema, kojima treba rukovodti pri radu po jedinstvenoj metodologiji i pružati opštu, a povremeno i usko-specijalističku stručnu pomoć u određenim sferama rešavanja problema.)
MATCH@E:(Of course, in selecting a team, competent experts in problem solving are chosen, to be managed in their work after a unique methodology and offered a general, and sometimes specialized expert aid in certain spheres of problem solving.===>Podrazumeva se da se pri izboru tima biraju kompetentni stručnjaci za rešavanje problema, kojima treba rukovodti pri radu po jedinstvenoj metodologiji i pružati opštu, a povremeno i uskospecijalističku stručnu pomoć u određenim sferama rešavanja problema.)
MATCH@M:(The managers development programme should be created in such a way that it helps people learn how to solve typical management problems in both typical and atypical situations, help them master the skill of gathering information from different fields, the skill of analysing this information, help them learn how to seek the possibilities for solving the problems and acting on their own choice, as well as enable people to obtain voluntary collaboration with other people to realise their own mission; as well as allow for maintaining balance and achieving objectivity in the conditions of time and psychological pressures.===>Program razvijanja menadžera treba kreirati tako da pomaže ljudima da nauče rešavati tipične probleme menadžmenta u tipičnim i atipičnim situacijama, pomagati da nauče veštinu prikupljanja informacija iz različitih oblasti, veštinu analiziranja tih informacija, da nauče tražiti mogućnosti rešenja problema i delo-vanja prema sopstvenom izboru i da osposobljava ljude za postizanje dobrovoljne saradnje drugih ljudi u cilju realizacije sopstvene misije, kao i da omogući održanje ravnoteže i postizanje objektivnosti uz prisutnost vremenskog i psihološkog pritiska.)
MATCH@E:(The managers development programme should be created in such a way that it helps people learn how to solve typical management problems in both typical and atypical situations, help them master the skill of gathering information from different fields, the skill of analysing this information, help them learn how to seek the possibilities for solving the problems and acting on their own choice, as well as enable people to obtain voluntary collaboration with other people to realise their own mission; as well as allow for maintaining balance and achieving objectivity in the conditions of time and psychological pressures.===>Program razvijanja menadžera treba kreirati tako da pomaže ljudima da nauče rešavati tipične probleme menadžmenta u tipičnim i atipičnim situacijama, pomagati da nauče veštinu prikupljanja informacija iz različitih oblasti, veštinu analiziranja tih informacija, da nauče tražiti mogućnosti rešenja problema i delovanja prema sopstvenom izboru i da osposobljava ljude za postizanje dobrovoljne saradnje drugih ljudi u cilju realizacije sopstvene misije, kao i da omogući održanje ravnoteže i postizanje objektivnosti uz prisutnost vremenskog i psihološkog pritiska.)
MATCH@M:(Managers should be taught to identify relations, not contents, correctly, to understand, not know at any cost, to deal with every aspect of the problem and to solve them having in mind a goal.===>Menadžere treba učiti da pravilno uočavaju odnose, a ne sadržaj, da razumeju, a ne da po svaku cenu znaju, da se bave svim aspektima problema i da ih ciljno rešavaju.)
MATCH@E:(Managers should be taught to identify relations, not contents, correctly, to understand, not know at any cost, to deal with every aspect of the problem and to solve them having in mind a goal.===>Menadžere treba učiti da pravilno uočavaju odnose, a ne sadržaj, da razumeju, a ne da po svaku cenu znaju, da se bave svim aspektima problema i da ih ciljno rešavaju.)
MATCH@M:(Managers learn by acting, observing consequences, reorganizing and acting again.===>Uči se putem delovanja, posmatranja posledica, reorgani-zovanja i ponovnog delovanja.)
MATCH@E:(Managers learn by acting, observing consequences, reorganizing and acting again.===>Uči se putem delovanja, posmatranja posledica, reorganizovanja i ponovnog delovanja.)
MATCH@M:(People with outstanding organizational skills (talents are scarce) should be discovered, then developed and educated.===>Ljude sa posebnim or-ganizatorskim sposobnostima (talenti su malobrojni) treba otkriti, a zatim ih treba razvijati i obrazovati.)
MATCH@E:(People with outstanding organizational skills (talents are scarce) should be discovered, then developed and educated.===>Ljude sa posebnim organizatorskim sposobnostima (talenti su malobrojni) treba otkriti, a zatim ih treba razvijati i obrazovati.)
MATCH@M:(The end goal of the managers education in our defense system should consist of a tendency to increase the efficiency of managers’ work and thus contribute to a better and more organized work, higher productivity of work and developing healthy and positive relationships among the employees, via a higher quality education.===>Krajnji cilj edukacije menadžera u našem sistemu odbrane trebalo bi da se sastoji od težnje da se, putem boljeg obrazovanja, poveća efikasnost rada menadžera i time doprinese boljem i organizovanijem radu, većoj produktivnosti rada i razvijanju zdravih i pozitivnih odnosa u kolektivu.)
MATCH@E:(The end goal of the managers education in our defense system should consist of a tendency to increase the efficiency of managers work and thus contribute to a better and more organized work, higher productivity of work and developing healthy and positive relationships among the employees, via a higher quality education.===>Krajnji cilj edukacije menadžera u našem sistemu odbrane trebalo bi da se sastoji od težnje da se, putem boljeg obrazovanja, poveća efikasnost rada menadžera i time doprinese boljem i organizovanijem radu, većoj produktivnosti rada i razvijanju zdravih i pozitivnih odnosa u kolektivu. ~~~ Dakle, sistematskom, organizovanom i kontinuiranom edukacijom menadžera teži se da se: (cid:)
MATCH@M:(Immediate (concrete) goals of the education of managers in the defense system should stem from the analysis of real needs.===>Neposredeni (konkretni ciljevi) edukacije menadžera u sistemu odbrane treba da proisteknu iz analize stvarnih potreba.)
MATCH@E:(Immediate (concrete) goals of the education of managers in the defense system should stem from the analysis of real needs.===>Neposredeni (konkretni ciljevi) edukacije menadžera u sistemu odbrane treba da proisteknu iz analize stvarnih potreba.)
MATCH@M:(The contents of education of the managers must be lergely adapted to real needs and capabilities of the defense system, as well as to the requirements of the job the managers do or are trained to do.===>Sadržaj obrazovanja menadžera mora se u velikoj me-ri prilagoditi stvarnim potrebama i mogućnostima sistema odbrane i zahtevima posla koji menadžeri obavljaju ili za koji se spremaju.)
MATCH@E:(The contents of education of the managers must be lergely adapted to real needs and capabilities of the defense system, as well as to the requirements of the job the managers do or are trained to do.===>Sadržaj obrazovanja menadžera mora se u velikoj meri prilagoditi stvarnim potrebama i mogućnostima sistema odbrane i zahtevima posla koji menadžeri obavljaju ili za koji se spremaju.)
MATCH@M:(In evaluating the results of manager education there are usually a number of methodological difficulties that arise out of the eduational results character and the ways in which these results are manifested.===>Kod ocene rezultata edukacije menadžera, obično se javlja dosta metodoloških poteškoća koje proizlaze iz karaktera rezultata edukacije i načina na koji se ti rezultati manifestuju.)
MATCH@E:(In evaluating the results of manager education there are usually a number of methodological difficulties that arise out of the eduational results character and the ways in which these results are manifested.===>Kod ocene rezultata edukacije menadžera, obično se javlja dosta metodoloških poteškoća koje proizlaze iz karaktera rezultata edukacije i načina na koji se ti rezultati manifestuju.)
MATCH@M:(Weaknesses emerging in practice concerned with defining the criteria are the ambiguously defined selection criteria, unsteady or insuficiently steady criteria, both of which result in the criteria being adapted to the candidates, not candidates to the criteria based on real needs, as well as a unilateral character of the criteria, that is, the lack of balance among the suitability, expert-technical and social criteria.===>Slabosti koje se javljaju u praksi kad je u pitanju de-finisanje kriterijuma su nedovoljno jasno definisani kriterijumi selekcije, nestalni ili nedovoljno stabilni kriterijumi što ima za posledicu da se kriterijumi podešavaju prema kandidatima, a ne kandidati prema kriterijumima zasnovanim na stvarnim potrebama i jednostranost kriterijuma odnosno nedostatak odgovarajućeg balansa između podobnosti, strućnotehnić-kih i socijalnih kriterijuma.)
MATCH@E:(Weaknesses emerging in practice concerned with defining the criteria are the ambiguously defined selection criteria, unsteady or insuficiently steady criteria, both of which result in the criteria being adapted to the candidates, not candidates to the criteria based on real needs, as well as a unilateral character of the criteria, that is, the lack of balance among the suitability, expert-technical and social criteria.===>Slabosti koje se javljaju u praksi kad je u pitanju definisanje kriterijuma su nedovoljno jasno definisani kriterijumi selekcije, nestalni ili nedovoljno stabilni kriterijumi što ima za posledicu da se kriterijumi podešavaju prema kandidatima, a ne kandidati prema kriterijumima zasnovanim na stvarnim potrebama i jednostranost kriterijuma odnosno nedostatak odgovarajućeg balansa između podobnosti, stručnotehničkih i socijalnih kriterijuma.)
MATCH@M:(The individual preparation of the new manager has to be executed systematically, timely and according to a set plan, the direct superior being most responsible in this.===>Individualna priprema novog menadžera mora se vršiti sistematski, po određenom planu i na vreme, a prvopretpostavljeni starešina je najodgovorniji za to.)
MATCH@E:(The individual preparation of the new manager has to be executed systematically, timely and according to a set plan, the direct superior being most responsible in this.===>izgled i oblačenje itd.11 Priprema za promociju menadžera zahteva situacioni pristup uslovljen svim osobinama menadžera, specifičnošću novog radnog mesta i radne grupe koja radi na pripremi.)
BAD_LINE_=============================================================
BAD_LINE_M:The individual preparation of the new manager has to be executed systematically, timely and according to a set plan, the direct superior being most responsible in this.
BAD_LINE_M:Individualna priprema novog menadžera mora se vršiti sistematski, po određenom planu i na vreme, a prvopretpostavljeni starešina je najodgovorniji za to.
BAD_LINE_E:The individual preparation of the new manager has to be executed systematically, timely and according to a set plan, the direct superior being most responsible in this.
BAD_LINE_E:izgled i oblačenje itd.11 Priprema za promociju menadžera zahteva situacioni pristup uslovljen svim osobinama menadžera, specifičnošću novog radnog mesta i radne grupe koja radi na pripremi.
MATCH@M:(We have already agreed that new times require new people.===>Već smo utvrdili da novo vreme traži i nove ljude.)
MATCH@E:(Conclusion We have already agreed that new times require new people.===>Zaključak Već smo utvrdili da novo vreme traži i nove ljude.)
MATCH@M:(The focus is on the selection of people with modern attitudes to military management, on creating managers that absolutely adopt the transparency in work that calls for establishing an essentially different relationship between the defense system with the public and collaboration with the civil, democratically elected government, media, government and non-government organizations.===>Težište je na izboru ljudi sa modernim poimanjem vojnog menadžmenta, stvaranju menadžera koji bezrezervno prihvata transparentnost u radu koje nalaže uspostavljanje sistemski drugačijeg odnosa sistema odbrane sa javnošću i saradnju sa civilnom demokratski izabranom vlašću, medijima, vladinim i nevladinim organizacijama.)
MATCH@E:(The focus is on the selection of people with modern attitudes to military management, on creating managers that absolutely adopt the transparency in work that calls for establishing an essentially different relationship between the defense system with the public and collaboration with the civil, democratically elected government, media, government and non-government organizations.===>Težište je na izboru ljudi sa modernim poimanjem vojnog menadžmenta, stvaranju menadžera koji bezrezervno prihvata transparentnost u radu koje nalaže uspostavljanje sistemski drugačijeg odnosa sistema odbrane sa javnošću i saradnju sa civilnom demokratski izabranom vlašću, medijima, vladinim i nevladinim organizacijama.)
MATCH@M:(Our times and our defense system require managers who understand the transient quality of life and a permanent need to change and develop the organization; who think about the resources necessary to accomplish the tasks (the price of the decision made and the price of managerial work estimated by cost/benefit analysis) and who view management as part of the development of the society and the system they manage; who have a clear vision and goals and understand their mission; the managers who focus upon the system (entity), not upon themselves and who are capable of translating the system into a higher quality state.===>Naše vreme i naš sistem odbrane traži menadžere koji shvataju prolaznost života i stalnu potrebu za pro-menama i razvojem organizacije, koji vode računa o resursima potrebnim za ostvarenje cilja (cena donete odluke i cena menadžerskog rada sagledane putem kost/benefit analize) koji posmatraju menadžment u funkciji razvoja društva i sistema kojim rukovode, koji imaju jasnu viziju i ciljeve i koji shvataju svoju misiju, rukovodioce koji u središte svog delovanja stavljaju sistem (celinu), a ne sebe i koji su u stanju da sistem prevedu u više kvalitativno stanje.)
MATCH@E:(The time before us requires the managers who clearly understand their position, role and task, their scope of work and their real power, the managers who develop and use teamwork, in contrast to those who always know best and know everything Our times and our defense system require managers who understand the transient quality of life and a permanent need to change and develop the organization; who think about the resources necessary to accomplish the tasks (the price of the decision made and the price of managerial work estimated by cost/benefit analysis) and who view management as part of the development of the society and the system they manage; who have a clear vision and goals and understand their mission; the managers who focus upon the system (entity), not upon themselves and who are capable of translating the system into a higher quality state.===>Vreme koje je pred nama traži menadžere koji nedvosmisleno shvataju svoje mesto, ulogu i zadatak, obim delovanja i svoju stvarnu moć, menadžere koji umeju da razvijaju i koriste timove nasuprot menadžerima koji sve najbolje znaju i u sve se razumeju. ~~~ Naše vreme i naš sistem odbrane traži menadžere koji shvataju prolaznost života i stalnu potrebu za promenama i razvojem organizacije, koji vode računa o resursima potrebnim za ostvarenje cilja (cena donete odluke i cena menadžerskog rada sagledane putem kost/benefit analize) koji posmatraju menadžment u funkciji razvoja društva i sistema kojim rukovode, koji imaju jasnu viziju i ciljeve i koji shvataju svoju misiju, rukovodioce koji u središte svog delovanja stavljaju sistem (celinu), a ne sebe i koji su u stanju da sistem prevedu u više kvalitativno stanje.)
MATCH@M:(It is for these reasons that the objectivisation of managers selection should be paid much more attention to.===>Upravo zbog toga se objektivizaciji izbora menadžera mora posvetiti znatno više pažnje.)
MATCH@E:(It is for these reasons that the objectivisation of managers selection should be paid much more attention to.===>Upravo zbog toga se objektivizaciji izbora menadžera mora posvetiti znatno više pažnje.)
MATCH@M:(Criteria for the military manager selection must be known and widely recognized beforehand.===>Kriterijumi za izbor vojnog menadžera moraju biti unapred poznati i opšteprizna-ti.)
MATCH@E:(Criteria for the military manager selection must be known and widely recognized beforehand.===>Kriterijumi za izbor vojnog menadžera moraju biti unapred poznati i opštepriznati.)
MATCH@M:(Candidates for a large number of duties should be selected on the basis of results of the contest and they should be required to publicly explain their programmes of work in the four year period they are being selected to manage.===>Za dobar deo dužnosti kandidate treba birati na osnovu rezultata konkursa i zahtevati od njih da izlože i javno odbrane (obrazlože) sopstveni program rada u narednom četvorogodišnjem periodu.)
MATCH@E:(Candidates for a large number of duties should be selected on the basis of results of the contest and they should be required to publicly explain their programmes of work in the four year period they are being selected to manage.===>Za dobar deo dužnosti kandidate treba birati na osnovu rezultata konkursa i zahtevati od njih da izlože i javno odbrane (obrazlože) sopstveni program rada u narednom četvorogodišnjem periodu.)
MATCH@M:(The selection of military managers should be preceded by a consensus among influential subjects and an adequate preparation of public opinion and the immediate environment that are expected to accept a new manager.===>Izboru vojnog menadžera treba da predstoji postizanje izve-snog konsenzusa sa uticajnim subjektima i adekvatna priprema javnog mnenja i neposrednog okruženja za prihvat novog menadžera.)
MATCH@E:(The selection of military managers should be preceded by a consensus among influential subjects and an adequate preparation of public opinion and the immediate environment that are expected to accept a new manager.===>Izboru vojnog menadžera treba da predstoji postizanje izvesnog konsenzusa sa uticajnim subjektima i adekvatna priprema javnog mnenja i neposrednog okruženja za prihvat novog menadžera.)
MATCH@M:(Our task is to prevent by all means the ascent to positions of anonymous, uncompetent people, unknown in their field of work and to their profession, since the profession will not support their appointment.===>Na sve načine treba sprečiti da nekvalitetni, anonimni, nepoznati branši i stručnoj javnosti dođu na funkciju jer će izostati podrška branše.)
MATCH@E:(Our task is to prevent by all means the ascent to positions of anonymous, uncompetent people, unknown in their field of work and to their profession, since the profession will not support their appointment.===>Na sve načine treba sprečiti da nekvalitetni, anonimni, nepoznati branši i stručnoj javnosti dođu na funkciju jer će izostati podrška branše.)
MATCH@M:(The new concept of the military manager means the one personnel oriented towards transformation, one who thinks in a different way, who understands global trends and changes in the environment and identifies the demands of time and practice; it means management that is not detached of what is going on and that is capable of acting apart from rigid bureaucratic structures, management capable of engaging resources avaliable in an optimal way, but also of saving resources, primarily human resources it is responsible for.===>Novo poimanje vojnog menadžmenta podrazumeva kadrove reformski orijentisane, koji promišljaju na novi način, koji sagledavaju svetske (globalne) trendove i promene u širem okruženju, koji mogu da uoče zahteve vremena i potrebe prakse, menadžment koji nije zatvoren u sebe i koji može da deluje izvan krutih birokratskih struktura, menadžment koji je u stanju da optimalno angažuje raspoložive resurse, ali i da sačuva resurse, prvenstveno ljudske, koji su mu povereni.)
MATCH@E:(The new concept of the military manager means the one personnel oriented towards transformation, one who thinks in a different way, who understands global trends and changes in the environment and identifies the demands of time and practice; it means management that is not detached of what is going on and that is capable of acting apart from rigid bureaucratic structures, management capable of engaging resources avaliable in an optimal way, but also of saving resources, primarily human resources it is responsible for.===>Novo poimanje vojnog menadžmenta podrazumeva kadrove reformski orijentisane, koji promišljaju na novi način, koji sagledavaju svetske (globalne) trendove i promene u širem okruženju, koji mogu da uoče zahteve vremena i potrebe prakse, menadžment koji nije zatvoren u sebe i koji može da deluje izvan krutih birokratskih struktura, menadžment koji je u stanju da optimalno angažuje raspoložive resurse, ali i da sačuva resurse, prvenstveno ljudske, koji su mu povereni.)
MATCH@M:(For these reasons such a management is required as to be capable of working with them.===>Iz tih razloga se traži vojni menadžment koji će znati uspešno da radi sa njima.)
MATCH@E:(For these reasons such a management is required as to be capable of working with them.===>Iz tih razloga se traži vojni menadžment koji će znati uspešno da radi sa njima.)
MATCH@M:(We should use any organizational methods to ensure the role of management in the system, from the junior to top levels.===>Svim svojim organizacionim metodama treba učvrstiti ulogu menadžmenta u sistemu, počevši od nižeg ka višim nivoima.)
MATCH@E:(We should use any organizational methods to ensure the role of management in the system, from the junior to top levels.===>Svim svojim organizacionim metodama treba učvrstiti ulogu menadžmenta u sistemu, počevši od nižeg ka višim nivoima.)
MATCH@M:(The changes in the global plan, in the direct vicinity of the defense system, call for a different approach to the selection, development, education, training of managers and their substitution with younger personnel; they call for dynamic insight into the future and departing from the classic approach.===>Promene koje se dešavaju na globalnom planu, u neposrednom okruženju sistema odbrane, zahtevaju drugačiji pristup izboru, razvoju, obrazovanju, vaspi-tanju i podmlađivanju vojnih menadžera, dinamičko sagledavanje budućnosti i napuštanje klasičnog pristupa.)
MATCH@E:(The changes in the global plan, in the direct vicinity of the defense system, call for a different approach to the selection, development, education, training of managers and their substitution with younger personnel; they call for dynamic insight into the future and departing from the classic approach.===>Promene koje se dešavaju na globalnom planu, u neposrednom okruženju sistema odbrane, zahtevaju drugačiji pristup izboru, razvoju, obrazovanju, vaspitanju i podmlađivanju vojnih menadžera, dinamičko sagledavanje budućnosti i napuštanje klasičnog pristupa.)
MATCH@M:(Completely worked out formulae for different acting unfortunately do not exist, however, this does not mean that nothing can and must be done.===>Na žalost, potpuno gotovi obrasci za drugačije delovanje ne postoje, što uopšte ne znači, da se ništa ne može i ne mora učiniti.)
MATCH@E:(Completely worked out formulae for different acting unfortunately do not exist, however, this does not mean that nothing can and must be done.===>Na žalost, potpuno gotovi obrasci za drugačije delovanje ne postoje, što uopšte ne znači, da se ništa ne može i ne mora učiniti.)
MATCH@M:(The weaknesses identified in the area of manager selection, development and education in the defense system require adapting to the needs of practice, social capacities, time and modern management trends.===>Uočene slabosti u oblasti izbora, razvoja i školovanja menadžera u sistemu odbrane zahtevaju prilagođava-nje potrebama prakse, društvenim mogućnostima, zahtevima vremena i savremenim upravljačkim trendovima.)
MATCH@E:(The weaknesses identified in the area of manager selection, development and education in the defense system require adapting to the needs of practice, social capacities, time and modern management trends.===>Uočene slabosti u oblasti izbora, razvoja i školovanja menadžera u sistemu odbrane zahtevaju prilagođavanje potrebama prakse, društvenim mogućnostima, zahtevima vremena i savremenim upravljačkim trendovima.)
MATCH@M:(A more efficient and scientifically founded planning will allow for a higher quality of planned solutions, rational expenditure in the resource field, thus contributing greatly to raising the Army’s combat readiness.===>Efikasnijim i na naučnoj osnovi zasnovanim planiranjem postigao bi se viši kvalitet planskih rešenja, racionalno trošenje svih vrsta resursa i time dao značajan doprinos podizanju nivoa borbene gotovosti Vojske.)
MATCH@E:(A more efficient and scientifically founded planning will allow for a higher quality of planned solutions, rational expenditure in the resource field, thus contributing greatly to raising the Armys combat readiness.===>Efikasnijim i na naučnoj osnovi zasnovanim planiranjem postigao bi se viši kvalitet planskih rešenja, racionalno trošenje svih vrsta resursa i time dao značajan doprinos podizanju nivoa borbene gotovosti Vojske.)
MATCH@M:(An ever present requirement that the command be unified and the comand points be reduced in menpower, alongside raising operational skills and quality in work can be satisfied only by implementing theoretical achievements in the field of management.===>Stalno prisutan zahtev za jedinstvom komandova-nja i smanjenjem brojnog stanja komandi, uz istovremeno povećanje operativnosti u radu i kvaliteta planskih rešenja, može se zadovoljiti samo primenom teorijskih dostignuća u oblasti menadžmenta.)
MATCH@E:(An ever present requirement that the command be unified and the comand points be reduced in menpower, alongside raising operational skills and quality in work can be satisfied only by implementing theoretical achievements in the field of management.===>Stalno prisutan zahtev za jedinstvom komandovanja i smanjenjem brojnog stanja komandi, uz istovremeno povećanje operativnosti u radu i kvaliteta planskih rešenja, može se zadovoljiti samo primenom teorijskih dostignuća u oblasti menadžmenta.)
MATCH@M:(Similarly, it is necessary that external consultants and representatives of superior commands be included into the planning process.===>Takođe, potrebno je u proces planiranja više uključivati spolj-ne konsultanate i predstavnike pretpostavljenih komandi.)
MATCH@E:(Similarly, it is necessary that external consultants and representatives of superior commands be included into the planning process.===>Takođe, potrebno je u proces planiranja više uključivati spoljne konsultanate i predstavnike pretpostavljenih komandi.)
MATCH@M:(The defense system must answer the need of unbroken functionality.===>Sistem odbrane mora da odgovori neprekidnosti funk-cionisanja.)
MATCH@E:(The defense system must answer the need of unbroken functionality.===>Sistem odbrane mora da odgovori neprekidnosti funkcionisanja.)
MATCH@M:(This means constant and organized planning, monitoring the situation, the impact factors and the elements of the situation in order to prevent possible unpredicted situations and be ready to find adequate solutions at any time.===>To podrazumeva da kroz neprekidno i or-ganizovano planiranje, praćenje stanja, uticajnih faktora i elemenata situacije i preduzimanje upravljačkih akcija, treba da spreči moguća iznenađenja i bude uvek spreman za iznalaženje adekvatnih rešenja.)
MATCH@E:(This means constant and organized planning, monitoring the situation, the impact factors and the elements of the situation in order to prevent possible unpredicted situations and be ready to find adequate solutions at any time.===>To podrazumeva da kroz neprekidno i organizovano planiranje, praćenje stanja, uticajnih faktora i elemenata situacije i preduzimanje upravljačkih akcija, treba da spreči moguća iznenađenja i bude uvek spreman za iznalaženje adekvatnih rešenja.)
MATCH@M:(If we cannot plan the basic activities of military operational systems precisely enough, due to environmental change, we can certainly plan the organization, flexible enough to enable a wide range of activities.===>Ako se ne može planirati dovoljno precizno osnovna delatnost vojnih organizacionih sistema, s obzirom na promene u okruženju, može se planirati organizacija, dovoljno fleksibilna za vrlo širok dijapazon aktivnosti.)
MATCH@E:(If we cannot plan the basic activities of military operational systems precisely enough, due to environmental change, we can certainly plan the organization, flexible enough to enable a wide range of activities.===>Ako se ne može planirati dovoljno precizno osnovna delatnost vojnih organizacionih sistema, s obzirom na promene u okruženju, može se planirati organizacija, dovoljno fleksibilna za vrlo širok dijapazon aktivnosti.)
MATCH@M:(If we are aware of the speed and necessity of change, we have to establish mechanisms that will respond to change, identify it and capture even the faintest signals, and this is possible only by creating and projecting a modern model of management in the defense system.===>Ako smo svesni brzine i nužnosti promena, moramo uspostaviti mehanizme koji će reagovati na promene, uočavati ih i prepoznavati čak i slabe signale, a to je moguće jedino kreiranjem i projekcijom savre-menog modela menadžmenta u sistemu odbrane.)
MATCH@E:(If we are aware of the speed and necessity of change, we have to establish mechanisms that will respond to change, identify it and capture even the faintest signals, and this is possible only by creating and projecting a modern model of management in the defense system.===>Ako smo svesni brzine i nužnosti promena, moramo uspostaviti mehanizme koji će reagovati na promene, uočavati ih i prepoznavati čak i slabe signale, a to je moguće jedino kreiranjem i projekcijom savremenog modela menadžmenta u sistemu odbrane.)
MATCH@M:(The paper examines the impact of sub-culture on preferences kinds of managerial incentives.===>U ovom radu analiziramo uticaj supkulture na preference kod stimulacija u upravljanju.)
MATCH@E:(The paper examines the impact of sub-culture on preferences kinds of managerial incentives.===>U ovom radu analiziramo uticaj supkulture na preference kod stimulacija u upravljanju.)
MATCH@M:(The purpose is to investigate the popular assumption that cultural differences exist at this level and to see whether these differences have an impact on MI effectiveness.===>Naša namera je da istražimo uobičajeno mišljenje da na ovom nivou postoje razlike u kulturi i da utvrdimo da li ove razlike utiču na efektivnost MI.)
MATCH@E:(The purpose is to investigate the popular assumption that cultural differences exist at this level and to see whether these differences have an impact on MI effectiveness.===>Naša namera je da istražimo uobičajeno mišljenje da na ovom nivou postoje razlike u kulturi i da utvrdimo da li ove razlike utiču na efektivnost MI.)
MATCH@M:(An experimental design is used to test a series of hypotheses based on a sample of Indians and Egyptians employees.===>Niz hipoteza testirali smo pomoću jednog eksperimentalnog projekta zasnovanog na zaposlenima, Indijcima i Egipćanima.)
MATCH@E:(An experimental design is used to test a series of hypotheses based on a sample of Indians and Egyptians employees.===>Niz hipoteza testirali smo pomoću jednog eksperimentalnog projekta zasnovanog na zaposlenima, Indijcima i Egipćanima.)
MATCH@M:(The study was taken in Abu Dhabi, United Arab Emirates.===>Studija je sprovedena u Abu Dabiju u Ujedinjenim Arapskim Emiratima.)
MATCH@E:(The study was taken in Abu Dhabi, United Arab Emirates.===>Studija je sprovedena u Abu Dabiju u Ujedinjenim Arapskim Emiratima.)
MATCH@M:(It is found that despite the existence of cultural differences at an ethnic level, culture does not appear to have a significant impact on employee responses to MI.===>Zaključeno je da, uprkos tome što razlike na etničkom nivou postoje, kultura ipak nema značajnog uticaja na reakcije zaposlenih na MI.)
MATCH@E:(It is found that despite the existence of cultural differences at an ethnic level, culture does not appear to have a significant impact on employee responses to MI.===>Zaključeno je da, uprkos tome što razlike na etničkom nivou postoje, kultura ipak nema značajnog uticaja na reakcije zaposlenih na MI.)
MATCH@M:(Finally the study also provides evidence that further validates a scale used for measurement of culture.===>Konačno, u studiji smo prikazali i podatke koji dodatno potvrđuju vrednost skale koju smo koristili za merenje kulture.)
MATCH@E:(Finally the study also provides evidence that further validates a scale used for measurement of culture. ~~~ 1.===>Konačno, u studiji smo prikazali i podatke koji dodatno potvrđuju vrednost skale koju smo koristili za merenje kulture. 1.)
MATCH@M:(The widespread use of managerial incentives MI has sparked considerable interest and debate over their effectiveness.===>Široka primena upravljačkih stimulacija MI izazvala je značajno interesovanje i rasprave u vezi sa njihovom efektivnošću.)
MATCH@E:(Introduction The widespread use of managerial incentives MI has sparked considerable interest and debate over their effectiveness.===>Uvod [iroka primena upravljačkih stimulacija MI izazvala je značajno interesovanje i rasprave u vezi sa njihovom efektivnošću.)
MATCH@M:(The discrepancy between effectiveness or no effects of MI suggest that there are conditions and factors that can influence the effectiveness of MI.===>Razlike između efektivnosti i izostajanju efekata MI navode na stav da postoje određeni faktori i okolnosti koji mogu da utiču na efektiv-nost MI.)
MATCH@E:(The discrepancy between effectiveness or no effects of MI suggest that there are conditions and factors that can influence the effectiveness of MI.===>Razlike između efektivnosti i izostajanju efekata MI navode na stav da postoje određeni faktori i okolnosti koji mogu da utiču na efektivnost MI.)
MATCH@M:(Culture can influence both the development of a theory or concept and its application (Stewart and Gregersen, 1999).===>Kultura utiče kako na razvoj teorije ili koncepta, tako i na njenu primenu (Stewart i Gregersen, 1999).)
MATCH@E:(Culture can influence both the development of a theory or concept and its application (Stewart and Gregersen, 1999).===>Kultura utiče kako na razvoj teorije ili koncepta, tako i na njenu primenu (Stewart i Gregersen, 1999).)
MATCH@M:(Organizational culture is the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its member.===>Organizaciona kultura predstavlja sistem zajedničkih aktivnosti, vrednosti i verovanja koja se razvijaju u okviru organizacije i na osnovu kojih se članovi organizacije ponašaju.)
MATCH@E:(Organizational culture is the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its member.===>Organizaciona kultura predstavlja sistem zajedničkih aktivnosti, vrednosti i verovanja koja se razvijaju u okviru organizacije i na osnovu kojih se članovi organizacije ponašaju.)
MATCH@M:(In the business setting, this system is often referred to as the corporate culture.===>U poslovnom okruženju ovaj sistem se obično naziva korporativna kultura.)
MATCH@E:(In the business setting, this system is often referred to as the corporate culture.===>U poslovnom okruženju ovaj sistem se obično naziva korporativna kultura.)
MATCH@M:(Most significantly, management scholars and consultants increasingly believe that cultural differences can have a major impact on the performance of organizations and the quality of work life experienced by their member.===>Što je veoma značajno, teoretičari menadžmenta i konsultanti u ovoj oblasti sve više veruju da razlike u kulturi mogu i presudno da utiču na poslovanje organizacije i na kvalitet radnog veka njihovih članova.)
MATCH@E:(Just as no two individual personalities are the same, no two organizational cultures are identical. ~~~ Most significantly, management scholars and consultants increasingly believe that cultural differences can have a major impact on the performance of organizations and the quality of work life experienced by their member.===>Kao što dve osobe nisu iste, ni dve organizacione kulture nisu identične. [to je veoma značajno, teoretičari menadžmenta i konsultanti u ovoj oblasti sve više veruju da razlike u kulturi mogu i presudno da utiču na poslovanje organizacije i na kvalitet radnog veka njihovih članova (Schein, 1990).)
MATCH@M:(The word culture is frequently used in organizational behavior in connection with the concept of corporate culture, the growing interest in workforce diversity, and the broad differences among people around the world.===>U oblasti organizacionog ponašanja reč kultura se često koristi u vezi sa konceptom korporativne kulture, sa sve većim interesovanjem za raznovrsnost radne snage i sa širokim spektrom razlika među ljudima širom sveta.)
MATCH@E:((Schein, 1990). ~~~ The word culture is frequently used in organizational behavior in connection with the concept of corporate culture, the growing interest in workforce diversity, and the broad differences among people around the world.===>U oblasti organizacionog ponašanja reč kultura se često koristi u vezi sa konceptom korporativne kulture, sa sve većim interesovanjem za raznovrsnost radne snage i sa širokim spektrom razlika među ljudima širom sveta.)
MATCH@M:(There is a need for research directed at understanding culturally-driven responses as incentives to MI, as cultures differ in their value systems, evaluations of management communication will differ.===>Postoji poreba da se sprovede jedno istraživanje u kojem bi se ispitali uticaji postupaka unapređivanja na kulturne grupe unutar pojedinih zemalja.)
MATCH@E:(There is a need for research directed at understanding culturally-driven responses as incentives to MI, as cultures differ in their value systems, evaluations of management communication will differ.===>)
BAD_LINE_=============================================================
BAD_LINE_M:There is a need for research directed at understanding culturally-driven responses as incentives to MI, as cultures differ in their value systems, evaluations of management communication will differ.
BAD_LINE_M:Postoji poreba da se sprovede jedno istraživanje u kojem bi se ispitali uticaji postupaka unapređivanja na kulturne grupe unutar pojedinih zemalja.
BAD_LINE_E:There is a need for research directed at understanding culturally-driven responses as incentives to MI, as cultures differ in their value systems, evaluations of management communication will differ.
BAD_LINE_E:
MATCH@M:(It also has been suggested that an understanding of culture can assist in making managerial decisions, such as whether to pursue standardized or localized strategies.===>Takođe se smatra da razume-vanje kulture može da pomogne menadžerima pri odlučivanju, na primer, da li da primenjuju standardizo-vane ili lokalne strategije.)
MATCH@E:(It also has been suggested that an understanding of culture can assist in making managerial decisions, such as whether to pursue standardized or localized strategies. ~~~ (Schermerhorn, et al., 2003).===>Takođe se smatra da razumevanje kulture može da pomogne menadžerima pri odlučivanju, na primer, da li da primenjuju standardizovane ili lokalne strategije. (Schermerhorn, i dr., 2003).)
MATCH@M:(In this respect organizational culture represents a complex pattern of beliefs, expectations, ideas, values, attitudes, and behaviors shared by the members of an organization that evolve overtime.===>U ovom smislu organizaciona kultura predstavlja složeni sklop verovanja, očekivanja, ideja, vrednosti, stavova i ponašanja zajedničkih svim članovima jedne organizacije koji se vremenom razvijaju.)
MATCH@E:(In this respect organizational culture represents a complex pattern of beliefs, expectations, ideas, values, attitudes, and behaviors shared by the members of an organization that evolve overtime.===>U ovom smislu organizaciona kultura predstavlja složeni sklop verovanja, očekivanja, ideja, vrednosti, stavova i ponašanja zajedničkih svim članovima jedne organizacije koji se vremenom razvijaju. (Kanfer i Kantrowitz, 2001).)
MATCH@M:(Culture varies in their underlying patterns of values and attitudes.===>Kulture se razlikuju po svojoj osnovnoj strukturi i stavovima.)
MATCH@E:((Kanfer and Kantrowitz, 2001).Culture varies in their underlying patterns of values and atti tudes.===>Kulture se razlikuju po svojoj osnovnoj strukturi i stavovima.)
MATCH@M:(The way people think about such matters as achievement, wealth and material gain, risk and change, may influence how they approach work and their relationships with organizations.===>Način na koji ljudi razmišljaju o pitanjima kao što su postignuće, bogatstvo i materijalni dobitak, rizik i promena, može da utiče na njihov pristup radu i odnosima sa organizacijama.)
MATCH@E:(The way people think about such matters as achievement, wealth and material gain, risk and change, may influence how they approach work and their relationships with organizations. ~~~ (Bluedom, 1992).===>Način na koji ljudi razmišljaju o pitanjima kao što su postignuće, bogatstvo i materijalni dobitak, rizik i promena, može da utiče na njihov pristup radu i odnosima sa organizacijama. (Bluedom, 1992).)
MATCH@M:(In every culture, certain factors act as motivators and others act as demotivators.===>U svakoj kulturi određeni faktori funkcionišu kao mo-tivatori, a drugi kao demotivatori.)
MATCH@E:(In every culture, certain factors act as motivators and others act as demotivators.===>U svakoj kulturi određeni faktori funkcionišu kao motivatori, a drugi kao demotivatori.)
MATCH@M:(Specific motivators and their relative importance are unique to each culture and, all too frequently, to each situation.===>Specifični motivato-ri i njihov relativni značaj jedinstveni su za svaku kulturu posebno, a posebno često i za svaku situaciju posebno.)
MATCH@E:(Specific motivators and their relative importance are unique to each culture and, all too frequently, to each situation.===>Specifični motivatori i njihov relativni značaj jedinstveni su za svaku kulturu posebno, a posebno često i za svaku situaciju posebno.)
MATCH@M:(Managers must be aware of the cultural backgrounds that they bring with them to the task of performance appraisal.===>Menadžeri moraju da budu svesni kulturne pozadine koju unose u procenu učinka u izvršavanju zadataka.)
MATCH@E:(Managers must be aware of the cultural backgrounds that they bring with them to the task of performance appraisal.===>Menadžeri moraju da budu svesni kulturne pozadine koju unose u procenu učinka u izvršavanju zadataka.)
MATCH@M:(They should be careful to avoid criticizing employees for cultural differences.===>Treba da izbegavaju da kritikuju zaposlene zbog kulturnih razlika.)
MATCH@E:(They should be careful to avoid criticizing employees for cultural differences. ~~~ (Adler, 1991).===>Treba da izbegavaju da kritikuju zaposlene zbog kulturnih razlika. (Adler, 1991).)
MATCH@M:(However, many cross-cultural studies in management have mainly examined the impact of culture across nations.===>Ipak, veliki broj upored-nih studija o kulturi u vezi sa upravljanjem uglavnom se bavio istraživanjem uticaja kulture na nacije.)
MATCH@E:(However, many cross-cultural studies in management have mainly examined the impact of culture across nations.===>Ipak, veliki broj uporednih studija o kulturi u vezi sa upravljanjem uglavnom se bavio istraživanjem uticaja kulture na nacije.)
MATCH@M:(It has been argued that cultural differences may also exist at an ethnic level.===>Postoje i tvrdnje da kulturne razlike postoje i na etničkom nivou.)
MATCH@E:(It has been argued that cultural differences may also exist at an ethnic level. ~~~ (Jarvis, 2002).===>Postoje i tvrdnje da kulturne razlike postoje i na etničkom nivou. (Jarvis, 2002).)
MATCH@M:(Cultural values, which represent collective beliefs, assumptions, and feelings about what things are good, normal, rational, and valuable.===>Kulturne vrednosti predstavljaju zajednička verovanja, stavove i osećanja o tome šta je dobro, normalno, racionalno i vredno.)
MATCH@E:(Cultural values, which represent collective beliefs, assumptions, and feelings about what things are good, normal, rational, and valuable.===>Kulturne vrednosti predstavljaju zajednička verovanja, stavove i osećanja o tome šta je dobro, normalno, racionalno i vredno.)
MATCH@M:(These values tend to persist over time, even when organizational membership changes.===>Ove vrednosti teže da opstanu u dužem periodu, čak i kad se sastav zaposlenih u organizaciji promeni.)
MATCH@E:(These values tend to persist over time, even when organizational membership changes.===>Ove vrednosti teže da opstanu u dužem periodu, čak i kad se sastav zaposlenih u organizaciji promeni.)
MATCH@M:(Understanding and predicting employee’s motivation continues to be one of the most popular areas in management research.===>Razumevanje i predviđanje motivacije zaposlenih još uvek je jedna od najpopularnijih oblasti istraživanja u upravljanju.)
MATCH@E:(Understanding and predicting employees motivation continues to be one of the most popular areas in management research.===>Razumevanje i predviđanje motivacije zaposlenih još uvek je jedna od najpopularnijih oblasti istraživanja u upravljanju.)
MATCH@M:(The purpose of this study is to investigate cultural differences at this level.===>Cilj ove studije jeste da istraži kulturne razlike na ovom nivou.)
MATCH@E:(The purpose of this study is to investigate cultural differences at this level.===>Cilj ove studije jeste da istraži kulturne razlike na ovom nivou.)
MATCH@M:(The study was taken in Abu Dhabi, United Arab Emirates.===>Studija je sprovedena u Abu Dabiju, u Ujedinjenim Arapskim Emiratima.)
MATCH@E:(The study was taken in Abu Dhabi, United Arab Emirates.===>Studija je sprovedena u Abu Dabiju, u Ujedinjenim Arapskim Emiratima.)
MATCH@M:(As, in many nations, increasing use is being made of MI by a diverse ethnic mix of employees.===>Kao i u mnogim nacijama, i ovde se sve više primenjuje MI, u okviru različite etničke mešavine zaposlenih.)
MATCH@E:(As, in many nations, increasing use is being made of MI by a diverse ethnic mix of employees.===>Kao i u mnogim nacijama, i ovde se sve više primenjuje MI, u okviru različite etničke mešavine zaposlenih.)
MATCH@M:(This study makes several important contributions to both management theory and practices.===>Ova studija na više načina predstavlja značajan doprinos i teoriji i praksi upravljanja.)
MATCH@E:(This study makes several important contributions to both management theory and practices.===>Ova studija na više načina predstavlja značajan doprinos i teoriji i praksi upravljanja.)
MATCH@M:(Firstly, Although Chandon, Wansink, and Laurent (2000) attempted a cross-national replication; their analysis did not specifically explore the impact of culture.===>Prvo, iako su Chan-don, Wansink i Laurent (2000) pokušali da nađu neke odgovore na pitanja medunacionalnih razlika, njihova analiza nije posebno obuhvatila uticaj kulture.)
MATCH@E:(Firstly, Although Chandon, Wansink, and Laurent (2000) attempted a cross-national replication; their analysis did not specifically explore the impact of culture.===>Prvo, iako su Chandon, Wansink i Laurent (2000) pokušali da nađu neke odgovore na pitanja medunacionalnih razlika, njihova analiza nije posebno obuhvatila uticaj kulture.)
MATCH@M:(Thus by incorporating culture, this study redresses one of the limitations of early study.===>U ovoj studiji smo obuhvatili kulturu, a time smo ispravili slabosti prethodne studije.)
MATCH@E:(Thus by incorporating culture, this study redresses one of the limitations of early study.===>U ovoj studiji smo obuhvatili kulturu, a time smo ispravili sla bosti prethodne studije.)
MATCH@M:(This study is one of many pieces of research in management that empirically measures culture at an ethnic group level.===>Ova studija predstavlja jedno od brojnih istraživanja u oblasti upravljanja koja na empirijski način meri kulturu na nivou etničke grupe.)
MATCH@E:(This study is one of many pieces of research in management that empirically measures culture at an ethnic group level.===>Ova studija predstavlja jedno od brojnih istraživanja u oblasti upravljanja koja na empirijski način meri kulturu na nivou etničke grupe.)
MATCH@M:(It provides evidence to examine the popular assumption that cultural differences exist at this level.===>U njoj iznosimo činjenice koje se odnose na popularni stav da na ovom nivou postoje kulturne razlike.)
MATCH@E:(It provides evidence to examine the popular assumption that cultural differences exist at this level.===>U njoj iznosimo činjenice koje se odnose na popularni stav da na ovom nivou postoje kulturne razlike.)
MATCH@M:(Secondly, the study also contributes to theory development by providing further validation of a new scale for measuring culture in an employee context namely the CVSCALE (Yoo, Donthu and Lenartowicz (2001).===>Drugo, ova studija takođe doprinosi razvoju teorije, tako što potvrđuje novu skalu za merenje kulture u kontekstu zaposlenih, t.j., CVSCALE (Yoo, Donthu i Lenartowitz, 2001).)
MATCH@E:(Secondly, the study also contributes to theory development by providing further validation of a new scale for measuring culture in an employee context namely the CVSCALE (Yoo, Donthu and Lenartowicz (2001).===>Drugo, ova studija takođe doprinosi razvoju teorije, tako što potvrđuje novu skalu za merenje kulture u kontekstu zaposlenih, t.j., CVSCALE (Yoo, Donthu i Lenartowitz, 2001).)
MATCH@M:(Finally, the study provides insights to management practitioners in the design of MI strategies.===>Konačno, ova studija praktičarima u upravljanju pruža uvid u dizajn MI strategija.)
MATCH@E:(Finally, the study provides insights to management practitioners in the design of MI strategies.===>Konačno, ova studija praktičarima u upravljanju pruža uvid u dizajn MI strategija.)
MATCH@M:(It addresses the issue of weather to standardize or localize MI between targeted ethnic groups.===>Ona se bavi pitanjem da li standardizovati ili lokalizo-vati MI između ciljnih etničkih grupa.)
MATCH@E:(It addresses the issue of weather to standardize or localize MI between targeted ethnic groups. ~~~ (Uncle and Kwok, 2002).===>Ona se bavi pitanjem da li standardizovati ili lokalizovati MI između ciljnih etničkih grupa. (Uncle i Kwok, 2002).)
MATCH@M:(However, in practice, a range of both monetary and non-monetary incentives is used, and there are important differences between them.===>Ipak, u praksi se koriste i novčane i ne-novčane stimulacije, a među njima postoje značajne razlike.)
MATCH@E:((Steers et al., 1992) .However, in practice, a range of both monetary and non-monetary incentives is used, and there are important differences between them.===>Ipak, u praksi se koriste i novčane i ne-novčane stimulacije, a među njima postoje značajne razlike.)
MATCH@M:(Motivation refers to the individual forces that account for the direction, level, and persistence of a person’s effort expended at work; therefore, managerial promotions can offer many benefits.===>Motivacija se odnosi na pojedinačne sile koje utiču na pravac, nivo i upornost pojedinca da ulaže napore na poslu; stoga stimulacija menadžera može mnogo da mu koristi.)
MATCH@E:(Motivation refers to the individual forces that account for the direction, level, and persistence of a persons effort expended at work; therefore, managerial promotions can offer many benefits.===>Motivacija se odnosi na pojedinačne sile koje utiču na pravac, nivo i upornost pojedinca da ulaže napore na poslu; stoga stimulacija menadžera može mnogo da mu koristi.)
MATCH@M:(Improving the quality of life may be regarded as the primary benefit.===>Poboljšanje kvaliteta života može da bude najvažnija korist.)
MATCH@E:(Improving the quality of life may be regarded as the primary benefit.===>Poboljšanje kvaliteta života može da bude najvažnija korist.)
MATCH@M:(However, there is evidence to suggest employees are motivated by several other benefits, including the desire for incentive pay, employment security, flexible job assignment, and labor relations.===>Ipak, postoje dokazi da na zaposlene više utiču neke druge koristi, na primer želja za stimulativnom platom, sigurnim radnim mestom, fleksibilnim obavezama na poslu i odnosima na radu.)
MATCH@E:(However, there is evidence to suggest employees are motivated by several other benefits, including the desire for incentive pay, employment security, flexible job assignment, and labor relations.===>Ipak, postoje dokazi da na zaposlene više utiču neke druge koristi, na primer želja za stimulativnom platom, sigurnim radnim mestom, fleksibilnim obavezama na poslu i odnosima na radu.)
MATCH@M:(Culture is difficult to define, but typically it is seen as (the learned and shared ways of thinking and acting among a group of people or society).===>Kulturu je teško definisati, ali se obično posmatra kao usvojeni i zajednički način mišljenja i ponašanja u grupi ljudi ili u društvu.)
MATCH@E:(Culture is difficult to define, but typically it is seen as (the learned and shared ways of thinking and acting among a group of people or society).===>Kulturu je teško definisati, ali se obično posmatra kao usvojeni i zajednički način mišljenja i ponašanja u grupi ljudi ili u društvu. (Lewis, 1996).)
MATCH@M:(This definition is appropriate for several reasons.===>Ova definicija je prihvatljiva iz nekoliko razloga.)
MATCH@E:((Lewis, 1996).This definition is appropriate for several reasons.===>Ova definicija je prihvatljiva iz nekoliko razloga.)
MATCH@M:(Firstly, it implies that culture encompasses all the norms and beliefs of society- it is the total way of life in a society.===>Prvo, ona podrazu-meva da kultura obuhvata sve norme i verovanja društva - to je ukupni način života u jednom društvu.)
MATCH@E:(Firstly, it implies that culture encompasses all the norms and beliefs of society- it is the total way of life in a society.===>Prvo, ona podrazumeva da kultura obuhvata sve norme i verovanja društva to je ukupni način života u jednom društvu.)
MATCH@M:(Thus the definition allows for the possibility of culture to have an impact on employee behavior.===>Stoga po ovoj definiciji kultura može da utiče na ponašanje pojedinca.)
MATCH@E:(Thus the definition allows for the possibility of culture to have an impact on employee behavior.===>Stoga po ovoj definiciji kultura može da utiče na ponašanje pojedinca.)
MATCH@M:(Secondly, the definition is flexible in allowing for different levels of culture.===>Drugo, ova definicija je fleksibilna i podrazumeva nekoliko nivoa kulture.)
MATCH@E:(Secondly, the definition is flexible in allowing for different levels of culture.===>Drugo, ova definicija je fleksibilna i podrazumeva nekoliko nivoa kulture.)
MATCH@M:(This is evident by the notion of ‘society’ within the definition, which means culture is not necessarily restricted to a country basis.===>Ovo je očigledno iz pojma „društva“ u okviru definicije, što znači da kultura nije neophodno ograničena na državu.)
MATCH@E:(This is evident by the notion of society within the definition, which means culture is not necessarily restricted to a country basis.===>Ovo je očigledno iz pojma društva u okviru definicije, što znači da kultura nije neophodno ograničena na državu.)
MATCH@M:(This is important given the focus of this study is not on national culture.===>Ovo je značajno ako se uzme u obzir da se ova studija ne fo-kusira na nacionalnu kulturu.)
MATCH@E:(This is important given the focus of this study is not on national culture. ~~~ (Allen and Katz, 2002).===>Ovo je značajno ako se uzme u obzir da se ova studija ne fokusira na nacionalnu kulturu. (Allen i Katz, 2002).)
MATCH@M:(In this study, culture is examined at the ethnic-group level within the domestic Arabian context.===>U ovoj studiji kultura se proučava na nivou etničke grupe u okviru arapskog konteksta.)
MATCH@E:(In this study, culture is examined at the ethnic-group level within the domestic Arabian context.===>U ovoj studiji kultura se proučava na nivou etničke grupe u okviru arapskog konteksta.)
MATCH@M:(Ethnic groups can be considered as sub cultural within a country.===>Etničke grupe mogu se posmatrati kao sup-kulture u jednoj zemlji.)
MATCH@E:(Ethnic groups can be considered as sub cultural within a country.===>Etničke grupe mogu se posmatrati kao sup-kulture u jednoj zemlji.)
MATCH@M:(Thus, the study of culture by ethnicity within a domestic context is feasible and appropriate since each ethnic group will have its own unique set of cultural values.===>Stoga proučavanje kulture pristupom etnicitetu u domaćem kontekstu jeste održivo i primereno zato što svaka etnička grupa ima sopstveni skup kulturnih vrednosti.)
MATCH@E:(Thus, the study of culture by ethnicity within a domestic context is feasible and appropriate since each ethnic group will have its own unique set of cultural values. ~~~ (Gerstner and Day, 1994).===>Stoga proučavanje kulture pristupom etnicitetu u domaćem kontekstu jeste održivo i primereno zato što svaka et nička grupa ima sopstveni skup kulturnih vrednosti. (Gerstner i Day, 1994).)
MATCH@M:(Based on the distinction between the types of MI and incentive benefits, Chandon, Wansink and Laurent (2000), showed that monetary incentives provide more benefits (tangible incentive) whilst non-monetary incentives provide more (intangible incentive) benefits.===>Na osnovu razlika između tipova MI i benefita stimulacija Chandon, Wansink i Laurent (2000) su pokazali da novčane stimulacije pružaju veće koristi (materijalne stimulacije), dok ne-novčane stimulacije pružaju više nematerijalne koristi.)
MATCH@E:(Based on the distinction between the types of MI and incentive benefits, Chandon, Wansink and Laurent (2000), showed that monetary incentives provide more benefits (tangible incentive) whilst non-monetary incentives provide more (intangible incentive) benefits.===>Na osnovu razlika između tipova MI i benefita stimulacija Chandon, Wansink i Laurent (2000) su pokazali da novčane stimulacije pružaju veće koristi (materijalne stimulacije), dok ne-novčane stimulacije pružaju više nematerijalne koristi.)
MATCH@M:(These relationships are a matter of degree rather than absolute.===>Ovi odnosi nisu apsolutni, više su pitanje stepena.)
MATCH@E:(These relationships are a matter of degree rather than absolute.===>Ovi odnosi nisu apsolutni, više su pitanje stepena.)
MATCH@M:(In this study, culture is examined at the ethnic-group level within the domestic Emirates context.===>U ovoj studiji kultura se posmatra na nivou etničke grupe u okviru domaćeg konteksta, u Emiratima.)
MATCH@E:(In this study, culture is examined at the ethnic-group level within the domestic Emirates context.===>U ovoj studiji kultura se posmatra na nivou etničke grupe u okviru domaćeg konteksta, u Emiratima.)
MATCH@M:(Ethnic groups can be considered as subcultures within a country.===>Etničke grupe mogu se posmatrati kao supkulture u okviru jedne zamlje.)
MATCH@E:(Ethnic groups can be considered as subcultures within a country.===>Etničke grupe mogu se posmatrati kao supkulture u okviru jedne zamlje.)
MATCH@M:(They preserve the main characteristics of the national culture from which they originate but also develop their own unique norms and beliefs.===>One održavaju glavne odlike nacionalne kulture iz koje potiču, ali istovremeno razvijaju i sopstvene norme i verovanja.)
MATCH@E:(They preserve the main characteristics of the national culture from which they originate but also develop their own unique norms and beliefs. ~~~ (Usunier, 2000).===>One održavaju glavne odlike nacionalne kulture iz koje potiču, ali istovremeno razvijaju i sopstvene norme i verovanja. (Usunier, 2000).)
MATCH@M:(Given the potential relevance of culture, a basis is required for assessing its impact.===>Kada se uzme u obzir potencijalni značaj kulture, potrebna je i odgovarajuća osnova za procenu njenog uticaja.)
MATCH@E:(Given the potential relevance of culture, a basis is required for assessing its impact.===>Kada se uzme u obzir potencijalni značaj kulture, potrebna je i odgovarajuća osnova za procenu njenog uticaja.)
MATCH@M:(Here use is made of the five cultural dimensions popularized by Hofsted in (1991): Power distance, uncertainty avoidance, individualism-collectivism, self-esteem, and time orientation.===>Ovde smo koristili pet dimenzija kulture koje zagovara Hofsted u (1991): udaljenost moći, izbegava-nje neizvesnosti, individualizam - kolektivizam, samo-poštovanje i orijentacija u vremenu.)
MATCH@E:(Here use is made of the five cultural dimensions popularized by Hofsted in (1991): Power distance, uncertainty avoidance, individualism-collectivism, self-esteem, and time orientation.===>Ovde smo koristili pet dimenzija kulture koje zagovara Hofsted u (1991): udaljenost moći, izbegavanje neizvesnosti, individualizam kolektivizam, samopoštovanje i orijentacija u vremenu.)
MATCH@M:(Alternative dimensions have been suggested by other researchers but Hofstede’s dimensions are by far the most widely accepted and have been applied in many cross-cultural studies.===>Neki drugi istraživači predlažu alternativne dimenzije, ali Hofstedove dimenzije su najšire prihvaćene i pri-menjene su u najvećem broju kros-kulturnih studija.)
MATCH@E:(Alternative dimensions have been suggested by other researchers (Clarks 1990) but Hofstedes dimensions are by far the most widely accepted and have been applied in many cross-cultural studies. ~~~ (Sondergaard, 1994).===>Neki drugi istraživači predlažu alternativne dimenzije (Clarks, 1990), ali Hofstedove dimenzije su najšire prihvaćene i primenjene su u najvećem broju kros-kulturnih studija. (Sondergaard, 1994).)
MATCH@M:(Admittedly; there are several poignant criticisms of Hofstede’s dimensions.===>Naravno, ima i nekoliko oštrih zamerki Hofstedovim dimenzijama.)
MATCH@E:(Admittedly; there are several poignant criticisms of Hofstedes dimensions.===>Naravno, ima i nekoliko oštrih zamerki Hofstedovim dimenzijama.)
MATCH@M:(His original study is relatively old and may be outdated, however despite such limitation; Hofstede’s dimensions remain conceptually valid for explaining cultural differences.===>Njegova prvobitna studija je relativno stara i možda je zastarela, ali i pored ovih ograničenja, Hofstedove dimenzije ostaju koncepcijski validne za tumačenje kulturnih razlika.)
MATCH@E:(His original study is relatively old and may be outdated, however despite such limitation; Hofstedes dimensions remain conceptually valid for explaining cultural differences.===>Njegova prvobitna studija je relativno stara i možda je zastarela, ali i pored ovih ograničenja, Hofstedove dimenzije ostaju koncepcijski validne za tumačenje kulturnih razlika.)
MATCH@M:(Furthermore, although developed for cross-country comparisons, Hosfstede’s dimensions are believed to be capable of explaining intra-country variations (Au, 1999), including at an ethnic-group level.===>Sta više, iako ih je razvio za upored-no proučavanje više zemalja, smatra se da se pomoću Hofstedovih dimenzija mogu objasniti i varijacije unutar jedne zemlje, uključujući i one na nivou etničke grupe.)
MATCH@E:(Furthermore, although developed for cross-country comparisons, Hosfstedes dimensions are believed to be capable of explaining intra-country variations (Au, 1999), including at an ethnic-group level.===>I zaista, jedan od ciljeva ove studije jeste da se utvrdi da li postoji odnos između kulturnih dimenzija i reagovanja zaposlenih na MI. [ta više, iako ih je razvio za uporedno proučavanje više zemalja, smatra se da se pomoću Hofstedovih dimenzija mogu objasniti i varijacije unutar jedne zemlje (Au, 1999), uključujući i one na nivou etničke grupe.)
BAD_LINE_=============================================================
BAD_LINE_M:Furthermore, although developed for cross-country comparisons, Hosfstede’s dimensions are believed to be capable of explaining intra-country variations (Au, 1999), including at an ethnic-group level.
BAD_LINE_M:Sta više, iako ih je razvio za upored-no proučavanje više zemalja, smatra se da se pomoću Hofstedovih dimenzija mogu objasniti i varijacije unutar jedne zemlje, uključujući i one na nivou etničke grupe.
BAD_LINE_E:Furthermore, although developed for cross-country comparisons, Hosfstedes dimensions are believed to be capable of explaining intra-country variations (Au, 1999), including at an ethnic-group level.
BAD_LINE_E:I zaista, jedan od ciljeva ove studije jeste da se utvrdi da li postoji odnos između kulturnih dimenzija i reagovanja zaposlenih na MI. [ta više, iako ih je razvio za uporedno proučavanje više zemalja, smatra se da se pomoću Hofstedovih dimenzija mogu objasniti i varijacije unutar jedne zemlje (Au, 1999), uključujući i one na nivou etničke grupe.
MATCH@M:(Individual values and attitudes, both important aspects of motivation, have strong cultural foundations.===>Pojedinačne vrednosti i stavovi, koji predstavljaju značajne aspekte motivacije, imaju snažne osnove u kulturi.)
MATCH@E:(Individual values and attitudes, both important aspects of motivation, have strong cultural foundations.===>Pojedinačne vrednosti i stavovi, koji predstavljaju značajne aspekte motivacije, imaju snažne osnove u kulturi.)
MATCH@M:(What proves motivational as a reward in one culture, for example, might not work in another.===>Ono što se pokaže kao moti-vacioni faktor, kao nagrada u jednoj kulturi, možda ne važi u nekoj drugoj.)
MATCH@E:(What proves motivational as a reward in one culture, for example, might not work in another.===>Ono što se pokaže kao motivacioni faktor, kao nagrada u jednoj kulturi, možda ne važi u nekoj drugoj.)
MATCH@M:(We should be sensitive to these issues and avoid being parochial or ethnocentric by assuming that people in all cultures are motivated by the same things in the same ways.===>Kod ovih pitanja treba biti pažljiv i izbegavati uskogrude i etnocentrične stavove da ljude u svim kulturama motivišu iste stvari i na isti način. (Hofstede, 1993).)
MATCH@E:(We should be sensitive to these issues and avoid being parochial or ethnocentric by assuming that people in all cultures are motivated by the same things in the same ways. ~~~ (Hofstede, 1993).===>Kod ovih pitanja treba biti pažljiv i izbegavati uskogrude i etnocentrične stavove da ljude u svim kulturama motivišu iste stvari i na isti način. (Hofstede, 1993).)
MATCH@M:(We have to put in our mind that money has a complex effect on high achievers.===>Moramo da budemo svesni i da novac ima složeni uticaj na ambiciozne ljude.)
MATCH@E:(We have to put in our mind that money has a complex effect on high achievers.===>Moramo da budemo svesni i da novac ima složeni uticaj na ambiciozne ljude.)
MATCH@M:(They are aware of their abilities and limitations and thus are confident when they choose to do a particular job.===>Oni su svesni svojih sposobnosti i svojih mana i stoga su samouvereni kada odaberu da se bave određenim poslom.)
MATCH@E:(They are aware of their abilities and limitations and thus are confident when they choose to do a particular job.===>Oni su svesni svojih sposobnosti i svojih mana i stoga su samouvereni kada odaberu da se bave određenim poslom.)
MATCH@M:(They value money as a strong symbol of their achievement and adequacy.===>Oni vrednuju novac kao snažan simbol svoga postignuća i sposobnosti.)
MATCH@E:(They value money as a strong symbol of their achievement and adequacy.===>Oni vrednuju novac kao snažan simbol svoga postignuća i sposobnosti.)
MATCH@M:(A financial incentive may create dissatisfaction if they feel that is inadequately reflects their contributions.===>Finansijska stimulacija, ukoliko pomisle da su neadekvatno nagrađeni prema svom doprinosu, može kod njih da izazove nezadovoljstvo.)
MATCH@E:(A financial incentive may create dissatisfaction if they feel that is inadequately reflects their contributions. ~~~ 3.===>Finansijska stimulacija, ukoliko pomisle da su neade kvatno nagrađeni prema svom doprinosu, može kod njih da izazove nezadovoljstvo. 3.)
MATCH@M:(For the purpose of this research the researcher divides the MI into two types (i.e., Tangible and intangible) incentives.===>Za potrebe ove studije istraživač je razdvojio MI na dva tipa stimulacija (t.j., materijalne i nematerijalne).)
MATCH@E:(Hypotheses For the purpose of this research the researcher divides the MI into two types (i.e., Tangible and intangible) incentives.===>Hipoteze Za potrebe ove studije istraživač je razdvojio MI na dva tipa stimulacija (t.j., materijalne i nematerijalne).)
MATCH@M:(The tangible represents any monetary benefits in the short or long term period of time, whereas the intangible incentives present any improvement in the employee’s status with no necessity of any financial benefits within the hierarchy of the organization.===>Materijalne stimulacije obuhvataju sve novčane benefite, kratkoročne i dugoročne, dok nematerijalne stimulacije podrazumevaju svako poboljšanje statusa zaposlenog, a da to nije finansijska korist unutar organizacione hijerarhije.)
MATCH@E:(The tangible represents any monetary benefits in the short or long term period of time, whereas the intangible incentives present any improvement in the employees status with no necessity of any financial benefits within the hierarchy of the organization.===>Materijalne stimulacije obuhvataju sve novčane benefite, kratkoročne i dugoročne, dok nematerijalne stimulacije podrazumevaju svako poboljšanje statusa zaposlenog, a da to nije finansijska korist unutar organizacione hijerarhije.)
MATCH@M:(Individuals who are not able to recognize and respect the impact of culture on behavior may contribute to the emergence of dysfunctional situations.===>Pojedinci koji nisu u stanju da prepoznaju i uvažavaju uticaj kulture na ponašanje mogu da doprinesu pojavi nekih disfunkcionalnih situacija.)
MATCH@E:(Individuals who are not able to recognize and respect the impact of culture on behavior may contribute to the emergence of dysfunctional situations.===>Pojedinci koji nisu u stanju da prepoznaju i uvažavaju uticaj kulture na ponašanje mogu da doprinesu pojavi nekih disfunkcionalnih situacija.)
MATCH@M:(On the other hand, by approaching a cross-cultural work situation with sensitivity and respect, one can find ways to work together without great difficulty and even with the advantages that constructive conflict may offer.===>S druge strane, ako toj kros-kulturalnoj situaciji na radnom mestu priđemo pažljivo i s uvažavanjem, možemo da radimo zajedno bez teškoća i čak koristeći prednosti koje bilo kakav konstruktivni sukob eventualno izazove.)
MATCH@E:(On the other hand, by approaching a cross-cultural work situation with sensitivity and respect, one can find ways to work together without great difficulty and even with the advantages that constructive conflict may offer. ~~~ (Latham, 2001).===>S druge strane, ako toj kros-kulturalnoj situaciji na radnom mestu priđemo pažljivo i s uvažavanjem, možemo da radimo zajedno bez teškoća i čak koristeći prednosti koje bilo kakav konstruktivni sukob eventualno izazove. (Latham, 2001).)
MATCH@M:(In general, it is hypothesized that differences based on Hofstede’s (1991) five cultural dimensions can lead to relative differences between ethnic groups in their performance for incentive types.===>Uopšteno govoreći, pretpostavlja se da razlike zasnovane na pet Hofstedovih (1991) dimenzija mogu da imaju za posledicu relativne razlike između etničkih grupa u smislu njihovog rada i zasluga za neki od ova dva tipa stimulacija.)
MATCH@E:(In general, it is hypothesized that differences based on Hofstedes (1991) five cultural dimensions can lead to relative differences between ethnic groups in their performance for incentive types.===>Uopšteno govoreći, pretpostavlja se da razlike zasnovane na pet Hofstedovih (1991) dimenzija mogu da imaju za posledicu relativne razlike između etničkih grupa u smislu njihovog rada i zasluga za neki od ova dva tipa stimulacija.)
MATCH@M:(With relationships established between tangible (monetary) /intangible (non-monetary) incentives and incentive types, ethnic groups may differ in their relative choices of monetary and non-monetary incentives for example, whilst monetary incentives might be more effective for employees, the choice share of monetary incentives may be higher for one ethnic group than another due to cultural differences.===>Kada se na ovaj način postave odnosi između materijalnih (novčanih) i nematerijalnh (ne-novčanih) stimulacija i njihovih tipova, etničke grupe mogu da se razlikuju po svom relativnom opredeljenju za novčane ili ne-novčane stimulacije; na primer, bez obzira što novčane stimulacije mogu biti značajnije za zaposlene, zbog kulturnih razlika jedna etnička grupa može da ih ceni više nego druga.)
MATCH@E:(With relationships established between tangible (monetary) /intangible (non-monetary) incentives and incentive types, ethnic groups may differ in their relative choices of monetary and non-monetary incentives for example, whilst monetary incentives might be more effective for employees, the choice share of monetary incentives may be higher for one ethnic group than another due to cultural differences. ~~~ (Locke, 2000).===>Kada se na ovaj način postave odnosi između materijalnih (novčanih) i nematerijalnh (ne-novčanih) stimulacija i njihovih tipova, etničke grupe mogu da se razlikuju po svom relativnom opredeljenju za novčane ili ne-novčane stimulacije; na primer, bez obzira što novčane stimulacije mogu biti značajnije za zaposlene, zbog kulturnih razlika jedna etnička grupa može da ih ceni više nego druga. (Locke, 2000).)
MATCH@M:(The following hypotheses are detailed based around the five cultural dimensions.===>Ove hipoteze su detaljno razrađene na osnovu pet kulturnih dimenzija.)
MATCH@E:(The following hypotheses are detailed based around the five cultural dimensions.===>Ove hipoteze su detaljno razrađene na osnovu pet kulturnih dimenzija.)
MATCH@M:(It is should be kept in mind that the theoretical strength of the hypotheses is not equal across the five dimensions.===>Treba imati na umu da teorijska snaga hipoteza nije jednaka u svim dimenzijama.)
MATCH@E:(It is should be kept in mind that the theoretical strength of the hypotheses is not equal across the five dimensions.===>Treba imati na umu da teorijska snaga hipoteza nije jednaka u svim dimenzijama.)
MATCH@M:(For example, hypothesis regarding collectivism have a stronger theoretical basis than hypothesis regarding power distance.===>Na primer, hipoteza koja se odnosi na kolektivizam teorijski je bolje utemeljena nego hipoteza koja ukazuje na distancu od moći. (Cummings, 2001).)
MATCH@E:(For example, hypothesis regarding collectivism have a stronger theoretical basis than hypothesis regarding power distance. ~~~ (Cummings, 2001).===>Na primer, hipoteza koja se odnosi na kolektivizam teorijski je bolje utemeljena nego hipoteza koja ukazuje na distancu od moći. (Cummings, 2001).)
MATCH@M:(Also, reward power is the extent to which a manger can use extrinsic and intrinsic rewards to control other people.===>Takođe, moć nagrade predstavlja stepen do kojeg menadžer može da koristi i bitno i nebitno nagrađivanje da bi kontrolisao ljude.)
MATCH@E:(Also, reward power is the extent to which a manger can use extrinsic and intrinsic rewards to control other people.===>Takođe, moć nagrade predstavlja stepen do kojeg menadžer može da koristi i bitno i nebitno nagrađivanje da bi kontrolisao ljude.)
MATCH@M:(However, all five dimensions have been included to ensure that the study is comprehensive.===>Ipak, obuhvatili smo svih pet dimenzija da bi ova studija bila sveobuhvatna.)
MATCH@E:(However, all five dimensions have been included to ensure that the study is comprehensive.===>Ipak, obuhvatili smo svih pet dimenzija da bi ova studija bila sveobuhvatna.)
MATCH@M:(Although all managers have some access to reward, success in accessing and utilizing rewards to achieve influence varies according to the skills of the manager.===>Iako svi menadžeri imaju određeni pristup nagrađivanju, uspešnost u pristupu i korišćenju nagrada u cilju postizanja uticaja razlikuje se od menadžera do menadžera.)
MATCH@E:(Although all managers have some access to reward, success in accessing and utilizing rewards to achieve influence varies according to the skills of the manager.===>Iako svi menadžeri imaju određeni pristup nagrađivanju, uspešnost u pristupu i korišćenju nagrada u cilju postizanja uticaja razlikuje se od menadžera do menadžera.)
MATCH@M:(Power distance: is the willingness of a culture to accept status and power differences among its members.===>Distanca od moći: predstavlja spremnost jedne kulture da prihvati status i razlike u moći među njenim članovima.)
MATCH@E:(Power distance: is the willingness of a culture to accept status and power differences among its members.===>Distanca od moći: predstavlja spremnost jedne kulture da prihvati status i razlike u moći među njenim članovima.)
MATCH@M:(It reflects the degree to which people are likely to respect hierarchy and rank in organizations.===>Ona odražava stepen do kojeg bi ljudi poštovali hijerarhiju i rang u organizacijama.)
MATCH@E:(It reflects the degree to which people are likely to respect hierarchy and rank in organizations.===>Ona odražava stepen do kojeg bi ljudi poštovali hijerarhiju i rang u organizacijama.)
MATCH@M:(In high power distance cultures, inequality is prevalent and accepted.===>U kulturama u kojima postoji visok stepen distance od moći, nejednakost dominira i kao takva se prihvata.)
MATCH@E:(In high power distance cultures, inequality is prevalent and accepted.===>U kulturama u kojima postoji visok stepen distance od moći, nejednakost dominira i kao takva se prihvata.)
MATCH@M:(These mainly involve non-monetary incentives, in which differential treatment may occur by giving priority to value (e.g., shifting to new position) or by chance (e.g., temporarily rewards).===>Ove stimulacije su ne-novčane i u njima drugačiji tretman može da nastane davanjem prednosti vrednosti (na primer, premeštaj na novi položaj) ili slučajno (na primer, privremene nagrade).)
MATCH@E:(These mainly involve non-monetary incentives, in which differential treatment may occur by giving priority to value (e.g., shifting to new position) or by chance (e.g., temporarily rewards).===>Ove stimulacije su ne-novčane i u njima drugačiji tretman može da nastane davanjem prednosti vrednosti (na primer, premeštaj na novi po ložaj) ili slučajno (na primer, privremene nagrade).)
MATCH@M:(In contrast, cultures with lower power distance are less tolerant of inequalities and special privileges (Hofstede, 1991).===>Nasuprot tome, kulture sa manjom distancom moći manje su tolerantne prema nejednakostima i specijalnim privilegijama (Hofstede, 1991).)
MATCH@E:(In contrast, cultures with lower power distance are less tolerant of inequalities and special privileges (Hofstede, 1991).===>Nasuprot tome, kulture sa manjom distancom moći manje su tolerantne prema nejednakostima i specijalnim privilegijama (Hofstede, 1991).)
MATCH@M:(Employees in such a culture would have a relatively higher preference for managerial incentives that offer equal rewards for everyone.===>U takvim kulturama zaposleni bi se radije opredelili za stimulacije koje daju jednake nagrade svima.)
MATCH@E:(Employees in such a culture would have a relatively higher preference for managerial incentives that offer equal rewards for everyone.===>U takvim kulturama zaposleni bi se radije opredelili za stimulacije koje daju jednake nagrade svima.)
MATCH@M:(These mainly involve monetary incentives, such as increasing salary, as they are generally available with the same level of benefit offered to every one.===>To uglavnom obuhvata novčane stimulacije, kao što je veća plata, pošto su one uglavnom dostupne svima i svima znače istu dobit.)
MATCH@E:(These mainly involve monetary incentives, such as increasing salary, as they are generally available with the same level of benefit offered to every one.===>To uglavnom obuhvata novčane stimulacije, kao što je veća plata, pošto su one uglavnom dostupne svima i svima znače istu dobit. ~~~ U ovom smislu razvijena hipoteza glasi:)
MATCH@M:(In this respect the developed hypothesis is: ‘’ Monetary incentives (Tangible benefits) are more likely effective for low power distance cultures relative to high distance power cultures’’.===>U ovom smislu razvijena hipoteza glasi:“Novčane stimulacije (materijalne koristi) verovatno će imati više efekta u kulturama niskog stepena distance od moći u odnosu na kulture visokog stepena distance od moći.“)
MATCH@E:(In this respect the developed hypothesis is: Monetary incentives (Tangible benefits) are more likely effective for low power distance cultures relative to high distance power cultures.===>Novčane stimulacije (materijalne koristi) verovatno će imati više efekta u kulturama niskog stepena distance od moći u odnosu na kulture visokog stepena distance od moći.)
MATCH@M:(Uncertainty avoidance: is the cultural tendency to be uncomfortable with uncertainty and risk in everyday life (structured versus unstructured organizational situations).===>Izbegavanje neizvesnosti: predstavlja tendenciju kulture da joj smeta neizvesnost i rizikovanje u svakodnevnom životu (struktuirane u odnosu na nestruktu-irane organizacione situacije).)
MATCH@E:(Uncertainty avoidance: is the cultural tendency to be uncomfortable with uncertainty and risk in everyday life (structured versus unstructured organizational situations).===>Izbegavanje neizvesnosti: predstavlja tendenciju kulture da joj smeta neizvesnost i rizikovanje u svakodnevnom životu (struktuirane u odnosu na nestruktuirane organizacione situacije).)
MATCH@M:(In high uncertainty avoidance cultures, there is a tendency to prefer stable situations and avoid risk.===>U kulturama koje ka-rakteriše visok stepen izbegavanja neizvesnosti postoji tendencija da se izaberu stabilne situacije i da se iz-begne rizik.)
MATCH@E:(In high uncertainty avoidance cultures, there is a tendency to prefer stable situations and avoid risk. ~~~ (Usunier, 2000).===>U kulturama koje karakteriše visok stepen izbegavanja neizvesnosti postoji tendencija da se izaberu stabilne situacije i da se izbegne rizik. (Usunier, 2000).)
MATCH@M:(Thus to the extent that uncertainty avoidance is related to risk aversion such cultures would prefer incentives that offer more tangible and immediate rewards (e.g., immediate payment).===>Stoga, u zavisnosti od toga koliko neizvesnost doprinosi rizičnim stanjima, ovakve kulture će se pre opredeliti za stimulacije koje nude opipljivije i neposredne nagrade (na primer, neposredne isplate).)
MATCH@E:(Thus to the extent that uncertainty avoidance is related to risk aversion such cultures would prefer incentives that offer more tangible and immediate rewards.===>Stoga, u zavisnosti od toga koliko neizvesnost doprinosi rizičnim stanjima, ovakve kulture će se pre opredeliti za stimulacije koje nude opipljivije i neposredne nagrade (na primer, neposredne isplate).)
MATCH@M:(This is expected since such rewards are more certain and involve minimal amounts of risk.===>Ovo stoga što su takve nagrade sigurnije i podrazumevaju najmanji stepen rizika.)
MATCH@E:((e.g., immediate payment).This is expected since such rewards are more certain and involve minimal amounts of risk.===>Ovo stoga što su takve nagrade sigurnije i podrazumevaju najmanji stepen rizika.)
MATCH@M:(On the other hand, cultures with low uncertainty avoidance are more risk tolerant and see opportunities within future uncertainties.===>S druge strane, kulture u kojima je stepen izbegavanja neizvesnosti nizak rizik se više toleriše i u budućim ne-izvesnostima vidi se i nova prilika.)
MATCH@E:(On the other hand, cultures with low uncertainty avoidance are more risk tolerant and see opportunities within future uncertainties.===>S druge strane, kulture u kojima je stepen izbegavanja neizvesnosti nizak rizik se više toleriše i u budućim neizvesnostima vidi se i nova prilika.)
MATCH@M:(Thus, employees of such a culture will be more accepting of MI that offer relatively less tangible and long-term rewards (e.g., new managerial post).===>Stoga će zaposleni koji pripadaju ovakvoj kulturi radije prihvatiti MI koje podrazumevaju relativno manje materijalne i dugoročne nagrade (na primer, novo rukovodeće mesto).)
MATCH@E:(Thus, employees of such a culture will be more accepting of MI that offer relatively less tangible and long-term rewards (e.g., new managerial post). ~~~ (Adler, 2002).===>Stoga će zaposleni koji pripadaju ovakvoj kulturi radije prihvatiti MI koje podrazumevaju relativno manje materijalne i dugoročne nagrade (na primer, novo rukovodeće mesto). (Adler, 2002).)
MATCH@M:(The hypothesis developed in this respect is: ‘’ Monetary incentives (tangible benefits) are more effective for high uncertainty avoidance culture relative to low uncertainty avoidance cultures’’.===>Hipoteza u ovom slučaju glasi:“novčane stimulacije (materijalna korist) imaće više efekta za kulture koje se odlikuju visokim stepenom izbegava-nja neizvesnosti u odnosu na one u kojims je ovaj stepen niži.“)
MATCH@E:(The hypothesis developed in this respect is: Monetary incentives (tangible benefits) are more effective for high uncertainty avoidance culture relative to low uncertainty avoidance cultures.===>Hipoteza u ovom slučaju glasi:novčane stimulacije (materijalna korist) imaće više efekta za kulture koje se odlikuju visokim stepenom izbegavanja neizvesnosti u odnosu na one u kojims je ovaj stepen niži.)
MATCH@M:(Individualism/Collectivism: refers to the tendency of culture’s members to emphasize individual self-interests or group relationships.===>Individualnost/kolektivizam: odnosi se na tendenciju pripadnika jedne kulture da naglase pojedinačne interese ili grupne odnose.)
MATCH@E:(Individualism/Collectivism: refers to the tendency of cultures members to emphasize individual self-interests or group relationships.===>Individualnost/kolektivizam: odnosi se na tendenciju pripadnika jedne kulture da naglase pojedinačne interese ili grupne odnose.)
MATCH@M:(It reflects the degree to which people are likely to prefer working as individuals or working together in groups.===>Ova hipoteza pokazuje stepen do kojeg će ljudi radije raditi kao pojedinci, odnosno raditi u grupama.)
MATCH@E:(It reflects the degree to which people are likely to prefer working as individuals or working together in groups.===>Ova hipoteza pokazuje stepen do kojeg će ljudi radije raditi kao pojedinci, odnosno raditi u grupama.)
MATCH@M:(Relationships play an important role in the search and choice processes.===>Značajnu ulogu u ovom procesu traženja i izbora igraju odnosi.)
MATCH@E:(Relationships play an important role in the search and choice processes.===>Značajnu ulogu u ovom procesu traženja i izbora igraju odnosi.)
MATCH@M:(Value is placed on self-interest and independence as well as pleasure.===>Vrednost se pridaje sop-stvenom interesu i zadovoljstvu.)
MATCH@E:(Value is placed on self-interest and independence as well as pleasure.===>Vrednost se pridaje sopstvenom interesu i zadovoljstvu.)
MATCH@M:(In addition individualistic culture emphasizes differentiation and the ability to express one’s uniqueness.===>Pored toga, individu-alistička kultura naglašava diferencijaciju i sposobnost da se izrazi sopstvena jedinstvenost.)
MATCH@E:(In addition individualistic culture emphasizes differentiation and the ability to express ones uniqueness.===>Pored toga, individualistička kultura naglašava diferencijaciju i sposobnost da se izrazi sopstvena jedinstvenost.)
MATCH@M:(With such characteristics cultures might be more receptive to non-monetary incentives since the associated intangible benefits are entertaining and more experiential.===>Za ovakve kulture verovatno su prihvatljivije ne-novčane stimulacije pošto su nematerijalne koristi koje donose zabavne i predstavljaju novo iskustvo.)
MATCH@E:(With such characteristics cultures might be more receptive to non-monetary incentives since the associated intangible benefits are entertaining and more experiential.===>Za ovakve kulture verovatno su prihvatljivije ne-novčane stimulacije pošto su nematerijalne koristi koje donose zabavne i predstavljaju novo iskustvo.)
MATCH@M:(Furthermore such benefits can provide intrinsic value to individuals and provide an opportunity for self-expression.===>Pored toga, ovakve koristi (benefiti) mogu da predstavljaju bitnu vrednost za pojedince i da im pruže priliku da se ispo-lje.)
MATCH@E:(Furthermore such benefits can provide intrinsic value to individuals and provide an opportunity for self-expression.===>Pored toga, ovakve koristi (benefiti) mogu da predstavljaju bitnu vrednost za pojedince i da im pruže priliku da se ispolje.)
MATCH@M:(Thus, the extent of individualism may affect employee’s choices between different types of MI.===>Stoga stepen individualizma može da utiče na izbor zaposlenog između različitih tipova MI.)
MATCH@E:(Thus, the extent of individualism may affect employees choices between different types of MI. ~~~ (Nakata and Sivakumar, 2001).===>Stoga stepen individualizma može da utiče na izbor zaposlenog između različitih tipova MI. (Nakata i Sivakumar, 2001).)
MATCH@M:(In contrast, less individualistic cultures are characterized by close relationships and interdependence.===>Nasuprot tome, manje individuali-stičke kulture se odlikuju bliskim odnosima i međuza-visnošću.)
MATCH@E:(In contrast, less individualistic cultures are characterized by close relationships and interdependence.===>Nasuprot tome, manje individualističke kulture se odlikuju bliskim odnosima i međuzavisnošću.)
MATCH@M:(There is strong emphasis on conforming to in-groups, which are typically close social groups such as family and friends.===>Naglašena je sklonost unutrašnjim grupama, tipično zatvorenim društvenim grupama kao što su porodica i prijatelji.)
MATCH@E:(There is strong emphasis on conforming to in-groups, which are typically close social groups such as family and friends. ~~~ (Sagie, Elizor, and Yamauchi, 1996).===>Naglašena je sklonost unutrašnjim grupama, tipično zatvorenim društvenim grupama kao što su porodica i prijatelji. (Sagie, Elizor i Yamauchi, 1996).)
MATCH@M:(Thus, collectivistic cultures can be expected to be less responsive to relationship building incentives (e.g., incentive plan) since they will be reluctant to forge a relationship with an out-group.===>Stoga će kolektivističke kulture biti manje otvorene prema stimulacijama koje podrazumevaju izgrađivanje stimulacija (na primer, plan stimulacija) pošto nisu rade da grade odnose sa grupom spolja.)
MATCH@E:(Thus, collectivistic cultures can be expected to be less responsive to relationship building incentives (e.g., incentive plan) since they will be reluctant to forge a relationship with an out-group.===>Stoga će kolektivističke kulture biti manje otvorene prema stimulacijama koje podrazumevaju izgrađivanje stimulacija (na primer, plan stimulacija) pošto nisu rade da grade odnose sa grupom spolja.)
MATCH@M:(Instead, collectivistic cultures may be more likely to respond to monetary incentives since the benefits provided are more common (e.g., increasing salary) and are more readily shared amongst the in-group (e.g., tangible benefits).===>Umesto toga, kolektivisticke kulture ce biti otvorenije prema novčanim stimulacijama pošto su benefiti koje one donose zajednički (na primer, povećanje plate) i lakše se dele u okviru unutrašnje grupe (na primer, materijalni benefiti).)
MATCH@E:(Instead, collectivistic cultures may be more likely to respond to monetary incentives since the benefits provided are more common (e.g., increasing salary) and are more readily shared amongst the in-group.===>Umesto toga, kolektivističke kulture će biti otvorenije prema novčanim stimulacijama pošto su benefiti koje one donose zajednički (na primer, povećanje plate) i lakše se dele u okviru unutrašnje grupe (na primer, materijalni benefiti).)
MATCH@M:(The hypothesis under such attitudes is: ‘’Monetary incentives are more effective for collectivistic cultures relative to individualistic cultures’’.===>Hipoteza izvedena na osnovu ovoga stava glasi:“ Novčane stimulacije imaju više efekta za kolektivističke kulture u odnosu na individualističke kulture.“)
MATCH@E:((e.g., tangible benefits).The hypothesis under such attitudes is: Monetary incentives are more effective for collectivistic cultures relative to individualistic cultures.===>Hipoteza izvedena na osnovu ovoga stava glasi: ~~~ Novčane stimulacije imaju više efekta za kolektivističke kulture u odnosu na individualističke kulture.)
MATCH@M:(Self-esteemed (masculinity)/Femininity: refers to the tendency of a culture to value stereotypical masculine or feminine traits.===>Samopoštovanje (muževnost/ženstvenost): odnosi se na tendenciju kulture da pripiše vrednost stereotipu karakternih crta muškarca ili žene.)
MATCH@E:(Self-esteemed (masculinity)/Femininity: refers to the tendency of a culture to value stereotypical masculine or feminine traits.===>Samopoštovanje (muževnost/ženstvenost): odnosi se na tendenciju kulture da pripiše vrednost stereotipu karakternih crta muškarca ili žene.)
MATCH@M:(It reflects the degree to which organizations emphasize competition and assertiveness versus interpersonal sensitivity and concerns for relationships.===>Odražava stepen do kojeg organizacije naglašavaju takmičarski duh i (samo)isticanje u odnosu na osećajnost u međuljudskim odnosima i trud da se ti odnosi održe.)
MATCH@E:(It reflects the degree to which organizations emphasize competition and assertiveness versus interpersonal sensitivity and concerns for relationships.===>Odražava stepen do kojeg organizacije naglašavaju takmičarski duh i (samo)isticanje u odnosu na osećajnost u međuljudskim odnosima i trud da se ti odnosi održe.)
MATCH@M:(In self-esteemed cultures, strong values are placed on materialistic success and assertiveness.===>U kulturama koje se odlikuju samoisticanjem članova vred-nost se pridaje materijalnom uspehu i dokazivanju, isticanju.)
MATCH@E:(In self-esteemed cultures, strong values are placed on materialistic success and assertiveness. ~~~ (Meyer, 2001).===>U kulturama koje se odlikuju samoisticanjem članova vrednost se pridaje materijalnom uspehu i dokazivanju, isticanju. (Meyer, 2001).)
MATCH@M:(Employees in such culture are more likely to respond to monetary incentives, since the more tangible and transactional-based benefits can satisfy their need for personal and materialistic success.===>U takvim kulturama zaposleni će radije prihvatiti novčane stimulacije, pošto benefiti koji su više materijalne i transakcione prirode mogu da zadovolje njihovu potrebu za ličnim i materijalnim uspehom.)
MATCH@E:(Employees in such culture are more likely to respond to monetary incentives, since the more tangible and transactional-based benefits can satisfy their need for personal and materialistic success.===>U takvim kulturama zaposleni će radije prihvatiti novčane stimulacije, pošto benefiti koji su više materijalne i transakcione prirode mogu da zadovolje njihovu potrebu za ličnim i materijalnim uspehom.)
MATCH@M:(At the other end of the spectrum, less masculine cultures emphasize the caring for others and the quality of life, and relatively less emphasis on personal and materialistic gains.===>Na drugom kraju spektra, kulture koje su manje muževne ističu brigu za druge i za kvalitet života, a manje značaja pridaju ličnoj i materijalnoj dobiti.)
MATCH@E:(At the other end of the spectrum, less masculine cultures emphasize the caring for others and the quality of life, and relatively less emphasis on personal and materialistic gains.===>Na drugom kraju spektra, kulture koje su manje muževne ističu brigu za druge i za kvalitet života, a manje značaja pridaju ličnoj i materijalnoj dobiti.)
MATCH@M:(We have to put in our mind that money has a complex effect on high achievers.===>Moramo da imamo na umu da novac ima složen uticaj na ambiciozne ljude.)
MATCH@E:(We have to put in our mind that money has a complex effect on high achievers.===>Moramo da imamo na umu da novac ima složen uticaj na ambiciozne ljude.)
MATCH@M:(They are aware of their abilities and limitations and thus are confident when they choose to do a particular job.===>Oni su svesni svojih kvaliteta i mana i stoga su samouvereni kada odluče da se bave određenim poslom.)
MATCH@E:(They are aware of their abilities and limitations and thus are confident when they choose to do a particular job.===>Oni su svesni svojih kvaliteta i mana i stoga su samouvereni kada odluče da se bave određenim poslom.)
MATCH@M:(They value money as a strong symbol of their achievement and adequacy.===>Oni cene novac kao snažan simbol svog postignuća i prikladnosti.)
MATCH@E:(They value money as a strong symbol of their achievement and adequacy.===>Oni cene novac kao snažan simbol svog postignuća i prikladnosti.)
MATCH@M:(Thus, employees with such cultures are expected to be more responsive to non-monetary incentives, since the benefits offered are more relationship focused.===>Stoga se očekuje da će zaposleni koji neguju takvu kulturu biti naklonjeniji ne-novčanim stimulacijama, pošto su benefiti koje dobijaju više okrenuti odnosima među ljudima.)
MATCH@E:((Rheem,2000).Thus, employees with such cultures are expected to be more responsive to non-monetary incentives, since the benefits offered are more relationship focused.===>Poslednja dimenzija tiče se orijentacije prema vremenu:)
BAD_LINE_=============================================================
BAD_LINE_M:Thus, employees with such cultures are expected to be more responsive to non-monetary incentives, since the benefits offered are more relationship focused.
BAD_LINE_M:Stoga se očekuje da će zaposleni koji neguju takvu kulturu biti naklonjeniji ne-novčanim stimulacijama, pošto su benefiti koje dobijaju više okrenuti odnosima među ljudima.
BAD_LINE_E:(Rheem,2000).Thus, employees with such cultures are expected to be more responsive to non-monetary incentives, since the benefits offered are more relationship focused.
BAD_LINE_E:Poslednja dimenzija tiče se orijentacije prema vremenu:
MATCH@M:(The hypothesis developed is: Monetary incentives are more effective for self-esteemed (masculine) cultures relative to low self-esteemed (feminine) cultures.===>Hipoteza u ovom slučaju glasi:“Novča-ne stimulacije imaju više efekta kod kultura koje ne-guju samoisticanje (muževnost) u odnosu na kulture kod kojih je stepen samoisticanja nizak (ženstvene).)
MATCH@E:(The hypothesis developed is: Monetary self-esteem incentives are more effective for self-esteemed (masculine) cultures relative to low self-esteemed (feminine) cultures.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The hypothesis developed is: Monetary incentives are more effective for self-esteemed (masculine) cultures relative to low self-esteemed (feminine) cultures.
BAD_LINE_M:Hipoteza u ovom slučaju glasi:“Novča-ne stimulacije imaju više efekta kod kultura koje ne-guju samoisticanje (muževnost) u odnosu na kulture kod kojih je stepen samoisticanja nizak (ženstvene).
BAD_LINE_E:The hypothesis developed is: Monetary self-esteem incentives are more effective for self-esteemed (masculine) cultures relative to low self-esteemed (feminine) cultures.
BAD_LINE_E:
MATCH@M:(The final dimension concerns time orientation: The degree to which a culture emphasizes long-term or short-term thinking.===>Poslednja dimenzija tiče se orijentacije prema vremenu: Predstavlja stepen do kojeg jedna kultura naglašava kratkoročno ili dugoročno mišljenje.)
MATCH@E:(The final dimension concerns time orientation: The degree to which a culture emphasizes long-term or short-term thinking.===>Predstavlja stepen do kojeg jedna kultura naglašava kratkoročno ili dugoročno mišljenje.)
BAD_LINE_=============================================================
BAD_LINE_M:The final dimension concerns time orientation: The degree to which a culture emphasizes long-term or short-term thinking.
BAD_LINE_M:Poslednja dimenzija tiče se orijentacije prema vremenu: Predstavlja stepen do kojeg jedna kultura naglašava kratkoročno ili dugoročno mišljenje.
BAD_LINE_E:The final dimension concerns time orientation: The degree to which a culture emphasizes long-term or short-term thinking.
BAD_LINE_E:Predstavlja stepen do kojeg jedna kultura naglašava kratkoročno ili dugoročno mišljenje.
MATCH@M:(It is the tendency of a culture to emphasize values associated with the future, such as thrift and persistence, or values that focus largely on the present.===>To je tendencija kulture da naglašava vrednosti vezane za budućnost, kao što je štedljivost i upornost, ili vrednosti koje se u velikoj meri fokusiraju na sadašnjost.)
MATCH@E:(It is the tendency of a culture to emphasize values associated with the future, such as thrift and persistence, or values that focus largely on the present.===>To je tendencija kulture da naglašava vrednosti vezane za budućnost, kao što je štedljivost i upornost, ili vrednosti koje se u velikoj meri fokusiraju na sadašnjost.)
MATCH@M:(The higher or positive end is related to a future oriented perspective with values placed on persistence and loyalty.===>Viši ili pozitivni krak vezuje se za orijentaciju u pravcu perspektiva u budućnosti, a vrednost se pripisuje upornosti i lojalnosti.)
MATCH@E:(The higher or positive end is related to a future oriented perspective with values placed on persistence and loyalty.===>Viši ili pozitivni krak vezuje se za orijentaciju u pravcu perspektiva u budućnosti, a vrednost se pripisuje upornosti i lojalnosti.)
MATCH@M:(Employees in such cultures are more willing to make short-term sacrifices or investments for long term gains.===>Zaposleni koji pripadaju ovoj kulturi spremniji su da podnesu kratkoročne žrtve ili investicije zarad dugoročne koristi.)
MATCH@E:(Employees in such cultures are more willing to make short-term sacrifices or investments for long term gains.===>Zaposleni koji pripadaju ovoj kulturi spremniji su da podnesu kratkoročne žrtve ili investicije zarad dugoročne koristi.)
MATCH@M:(This is supported by research studies which have shown that people with a future orientation have a preference for delayed reward.===>To su dokazale istraživačke studije koje su pokazale da ljudi koji su orijen-tisani prema budućnosti više vole da dobiju nagradu kasnije.)
MATCH@E:(This is supported by research studies which have shown that people with a future orientation have a preference for delayed reward (Klineberg, 1968).===>To su dokazale istraživačke studije koje su pokazale da ljudi koji su orijentisani prema budućnosti više vole da dobiju nagradu kasnije (Klineberg, 1968).)
MATCH@M:(In effect, employees in cultures high on time orientation are expected to be more responsive to non-monetary incentives such as transferring to another department or getting a new job title, since many of the rewards are long term and loyalty-based.===>U stvari, zaposleni u kulturi koja favorizuje ovakvu orijentaciju na vreme radije će se opredeliti za ne-novčane stimulacije kao što su premeštaj u drugo odeljenje ili nova titula na poslu, pošto su ovakve nagrade dugoročne i zasnovane na lojalnosti.)
MATCH@E:(In effect, employees in cultures high on time orientation are expected to be more responsive to non-monetary incentives such as transferring to another department or getting a new job title, since many of the rewards are long term and loyaltybased.===>U stvari, zaposleni u kulturi koja favorizuje ovakvu orijentaciju na vreme radije će se opredeliti za ne-novčane stimulacije kao što su premeštaj u drugo odeljenje ili nova titula na poslu, pošto su ovakve nagrade dugoročne i zasnovane na lojalnosti.)
MATCH@M:(In contrast, the lower or negative end is characterized by a past oriented perspective, with an emphasis on traditions.===>Nasuprot tome, niži, odnosno negativni, kraj ukazuje na perspektivu orijentisanu na prošlost, koja naglašava tradiciju.)
MATCH@E:(In contrast, the lower or negative end is characterized by a past oriented perspective, with an emphasis on traditions.===>Nasuprot tome, niži, odnosno negativni, kraj ukazuje na perspektivu orijentisanu na prošlost, koja naglašava tradiciju.)
MATCH@M:(Employees in such cultures favor short-term planning and more immediate financial gains.===>Zaposleni koji pripadaju ovakvim kulturama više vole kratkoročna planiranja i nepo-srednije finansijske dobitke.)
MATCH@E:(Employees in such cultures favor short-term planning and more immediate financial gains (Spears, Lin and Mowen, 2001).===>Zaposleni koji pripadaju ovakvim kulturama više vole kratkoročna planiranja i neposrednije finansijske dobitke. (Spears, Lin i Mowen, 2001).)
MATCH@M:(Thus, employees of cultures low on time orientation (Confucian dynamism) are expected to react relatively poorly towards non-monetary incentives due to the delayed gratification involved.===>Stoga zaposleni u kulturama koje su niže na skali orijentacije prema vremenu (konfučijanski dina-mizam) ne reaguju povoljno na ne-novčane stimulacije pošto je potrebno mnogo vremena da se one isplate.)
MATCH@E:(Thus, employees of cultures low on time orientation (Confucian dynamism) are expected to react relatively poorly towards non-monetary incentives due to the delayed gratification involved.===>Stoga zaposleni u kulturama koje su niže na skali orijentacije prema vremenu (konfučijanski dinamizam) ne reaguju povoljno na ne-novčane stimulacije pošto je potrebno mnogo vremena da se one isplate.)
MATCH@M:(Instead, they are expected to favor monetary incentives given the benefits are more immediate and transactional.===>Umesto toga će radije primiti novčane stimulacije, pošto je korist od njih neposrednija i transakcionalna.)
MATCH@E:(Instead, they are expected to favor monetary incentives given the benefits are more immediate and transactional.===>Stoga hipoteza glasi: ~~~ Novćane stimulacije imaju više efekta na kulture koje nisu značajno vremenski orijentisane u odnosu na one koje se odlikuju visokim stepenom orijentisanosti u vremenu.)
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BAD_LINE_M:Instead, they are expected to favor monetary incentives given the benefits are more immediate and transactional.
BAD_LINE_M:Umesto toga će radije primiti novčane stimulacije, pošto je korist od njih neposrednija i transakcionalna.
BAD_LINE_E:Instead, they are expected to favor monetary incentives given the benefits are more immediate and transactional.
BAD_LINE_E:Stoga hipoteza glasi: ~~~ Novćane stimulacije imaju više efekta na kulture koje nisu značajno vremenski orijentisane u odnosu na one koje se odlikuju visokim stepenom orijentisanosti u vremenu.
MATCH@M:(Therefore the hypothesis is : ‘’ Monetary incentives are more effective for cultures low on time orientation relative to cultures high on time orientation.===>Stoga hipoteza glasi: “Novćane stimulacije imaju više efekta na kulture koje nisu značajno vremenski ori-jentisane u odnosu na one koje se odlikuju visokim stepenom orijentisanosti u vremenu.“)
MATCH@E:(Therefore the hypothesis is : Monetary incentives are more effective for cultures low on time orientation relative to cultures high on time orientation.===>Predviđamo da će grupni rad više motivisati zaposlene ukoliko kultura jedne zemlje pridaje veliki značaj kvalitetu kriterijuma samoisticanja. (Rheem, 2000).)
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BAD_LINE_M:Therefore the hypothesis is : ‘’ Monetary incentives are more effective for cultures low on time orientation relative to cultures high on time orientation.
BAD_LINE_M:Stoga hipoteza glasi: “Novćane stimulacije imaju više efekta na kulture koje nisu značajno vremenski ori-jentisane u odnosu na one koje se odlikuju visokim stepenom orijentisanosti u vremenu.“
BAD_LINE_E:Therefore the hypothesis is : Monetary incentives are more effective for cultures low on time orientation relative to cultures high on time orientation.
BAD_LINE_E:Predviđamo da će grupni rad više motivisati zaposlene ukoliko kultura jedne zemlje pridaje veliki značaj kvalitetu kriterijuma samoisticanja. (Rheem, 2000).
MATCH@M:(Finally, an organization may use rewards and status symbols ineffectively and inconsistently.===>Konačno, organizacija može da koristi nagrade i statusne simbole neefektivno i nedosledno.)
MATCH@E:(Finally, an organization may use rewards and status symbols ineffectively and inconsistently.===>Novčane stimulacije imaju više efekta kod kultura koje ne Konačno, organizacija može da koristi nagrade i statusne simbole neefektivno i nedosledno.)
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BAD_LINE_M:Finally, an organization may use rewards and status symbols ineffectively and inconsistently.
BAD_LINE_M:Konačno, organizacija može da koristi nagrade i statusne simbole neefektivno i nedosledno.
BAD_LINE_E:Finally, an organization may use rewards and status symbols ineffectively and inconsistently.
BAD_LINE_E:Novčane stimulacije imaju više efekta kod kultura koje ne Konačno, organizacija može da koristi nagrade i statusne simbole neefektivno i nedosledno.
MATCH@M:(If it does, it misses a great opportunity to influence its culture because an organization’s reward practices and its culture appear to be strongly linked in the minds of its members.===>Ako tako čini, onda propušta izvanrednu priliku da utiče na svoju kulturu pošto su praksa nagrađivanja i kultura organizacije tesno povezani u glavama njenih članova.)
MATCH@E:(If it does, it misses a great opportunity to influence its culture because an organizations reward practices and its culture appear to be strongly linked in the minds of its members.===>Ako tako čini, onda propušta izvanrednu priliku da utiče na svoju kulturu pošto su praksa nagrađivanja i kultura organizacije tesno povezani u glavama njenih članova.)
MATCH@M:(The source countries of these groups differ markedly in terms of Hofstede’s (1991) cultural dimensions.===>Zemlje iz kojih ove grupe potiču značajno se razlikuju u smislu Hofstedovih (1991) kulturnih dimenzija.)
MATCH@E:(The source countries of these groups differ markedly in terms of Hofstedes (1991) cultural dimensions.===>Zemlje iz kojih ove grupe potiču značajno se razlikuju u smislu Hofstedovih (1991) kulturnih dimenzija.)
MATCH@M:(Relatively Egyptians are seen as high power distance, low on uncertainty avoidance, collectivistic, self- esteemed and time oriented, whereas, Indians are , low power distance, high on uncertainty avoidance, individualistic, low self-esteemed and low time oriented.===>Smatra se da Egipcane uglavnom odlikuje visok stepen distance od moci, nizak stepen izbe-gavanja neizvesnosti, kolektivizam, samoisticanje i orijentacija prema vremenu, dok se Indijci odlikuju niskim stepenom distance od moci, visokim stepenom izbegavanja neizvesnosti, individualisti su, nisu naklonjeni samoisticanju i imaju nizak nivo orijentacije prema vremenu.)
MATCH@E:(Relatively Egyptians are seen as high power distance, low on uncertainty avoidance, collectivistic, self- esteemed and time oriented, whereas, Indians are , low power distance, high on uncertainty avoidance, individualistic, low self-esteemed and low time oriented.===>Smatra se da Egipćane uglavnom odlikuje visok stepen distance od moći, nizak stepen izbegavanja neizvesnosti, kolektivizam, samoisticanje i orijentacija prema vremenu, dok se Indijci odlikuju niskim stepenom distance od moći, visokim stepenom izbegavanja neizvesnosti, individualisti su, nisu naklonjeni samoisticanju i imaju nizak nivo orijentacije prema vremenu.)
MATCH@M:(It is expected that the main differences will still evident at an ethnic level and hence facilitate the testing of the hypotheses.===>Očekuje se da ce glavne razlike još uvek biti uočljive i na etničkom nivou i da ce stoga olakšati proveru hipoteza.)
MATCH@E:(It is expected that the main differences will still evident at an ethnic level and hence facilitate the testing of the hypotheses.===>Očekuje se da će glavne razlike još uvek biti uočljive i na etničkom nivou i da će stoga olakšati proveru hipoteza.)
MATCH@M:(The ethnic samples used are drawn from employees in Ajman University in United Arab Emirates.===>Etnički uzorci izabrani su među zaposlenima na Univerzitetu Ajman u Ujedinjenim Arapskim Emiratima.)
MATCH@E:(The ethnic samples used are drawn from employees in Ajman University in United Arab Emirates.===>Etnički uzorci izabrani su među zaposlenima na Univerzitetu Ajman u Ujedinjenim Arapskim Emiratima.)
MATCH@M:(The main purpose of this study is theory testing and does not effects application.===>Glavni cilj ove studije jeste provera teorijskih postavki, a ne primena.)
MATCH@E:(The main purpose of this study is theory testing and does not effects application.===>Glavni cilj ove studije jeste provera teorijskih postavki, a ne primena.)
MATCH@M:(Thus, the use of a homogeneous sample such as employees is acceptable and appropriate, as it reduces variability and the impact of irrelevant factors.===>Stoga je izbor homogenog uzorka kao što su zaposleni prihvatljiv i prikladan, pošto umanjuje varijabilnost i uti-caj beznačajnih faktora.)
MATCH@E:(Thus, the use of a homogeneous sample such as employees is acceptable and appropriate, as it reduces variability and the impact of irrelevant factors (Calder, Phillips and Tybout, 1981).===>Stoga je izbor homogenog uzorka kao što su zaposleni prihvatljiv i prikladan, pošto umanjuje varijabilnost i uticaj beznačajnih faktora (Calder, Phillips i Tybout, 1981).)
MATCH@M:(The samples are controlled for non-cultural confounding factors.===>Uzorak je proveren i iz razloga da bi se izdvojili ne-kulturološki faktori koji mogu da dovedu do zabune.)
MATCH@E:(The samples are controlled for non-cultural confounding factors.===>Uzorak je proveren i iz razloga da bi se izdvojili ne-kulturološki faktori koji mogu da dovedu do zabune.)
MATCH@M:(Both macroeconomic and sociodemographic factors can affect employees of different cultures in their responses to MI.===>Na reakciju zaposlenih iz različitih kultura na Mi utiču i makroekonomski i sociodemografski faktori.)
MATCH@E:(Both macroeconomic and sociodemographic factors can affect employees of different cultures in their responses to MI.===>Na reakciju zaposlenih iz različitih kultura na Mi utiču i makroekonomski i sociodemografski faktori.)
MATCH@M:(Macroeconomic factors, such as the level of national economic activity, are effectively controlled by examining only one country and thus, these factors can be treated as constants.===>Makroekonomske faktore, na primer nivo nacionalne privredne aktivnosti, efektivno smo kontrolisali pošto smo ispitivanjem obuhvatili samo jednu zemlju, tako da se ti faktori mogu smatrati konstantnim.)
MATCH@E:(Macroeconomic factors, such as the level of national economic activity, are effectively controlled by examining only one country and thus, these factors can be treated as constants.===>Makroekonomske faktore, na primer nivo nacionalne privredne aktivnosti, efektivno smo kontrolisali pošto smo ispitivanjem obuhvatili samo jednu zemlju, tako da se ti faktori mogu smatrati konstantnim.)
MATCH@M:(These have either been treated as covariate or controlled via matched sampling.===>Ove karakteristike smo tretirali ili kao kovarijantne ili smo ih kontrolisali usklađenim uzorkovanjem.)
MATCH@E:(These have either been treated as covariate or controlled via matched sampling.===>)
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BAD_LINE_M:These have either been treated as covariate or controlled via matched sampling.
BAD_LINE_M:Ove karakteristike smo tretirali ili kao kovarijantne ili smo ih kontrolisali usklađenim uzorkovanjem.
BAD_LINE_E:These have either been treated as covariate or controlled via matched sampling.
BAD_LINE_E:
MATCH@M:(However, it has also been argued that individual demographics do not explain any differential effectiveness of an incentive.===>Ipak, postojale su rasprave i o tome da se demografijom pojedinca ne mogu objasniti bilo kakve razlike u efektivnosti stimulacije.)
MATCH@E:(However, it has also been argued that individual demographics do not explain any differential effectiveness of an incentive. ~~~ (Bond, 1988).===>Ipak, postojale su rasprave i o tome da se demografijom pojedinca ne mogu objasniti bilo kakve razlike u efektivnosti stimulacije. (Bond, 1988).)
MATCH@M:(Given these varied findings in this study a mixed approach to the treatment of confounding sociodemographic factors is adopted.===>Kad smo uzeli u obzir sve ove različite stavove i zaključke, odlučili smo da u ovoj studiji primenimo mešani pristup proučavanju tih zbunjujučih sociode-mografskih faktora.)
MATCH@E:(Given these varied findings in this study a mixed approach to the treatment of confounding sociodemographic factors is adopted.===>Kad smo uzeli u obzir sve ove različite stavove i zaključke, odlučili smo da u ovoj studiji primenimo mešani pristup proučavanju tih zbunjujućih sociodemografskih faktora.)
MATCH@M:(Firstly, the level of education is matched.===>Prvo smo uskladili nivo obrazovanja.)
MATCH@E:(Firstly, the level of education is matched.===>Prvo smo uskladili nivo obrazovanja.)
MATCH@M:(The samples are restricted to graduate employees, to ensure a common level of education and reduce any bias from knowledge of a particular field.===>Uzorak smo ograničili na zaposlene sa fakultetskom diplomom, da bi obrazovni nivo bio jednak za sve i da bismo predupredili bilo kakvu pristrasnost koja bi proizašla iz poznavanja neke posebne oblasti.)
MATCH@E:(The samples are restricted to graduate employees, to ensure a common level of education and reduce any bias from knowledge of a particular field.===>Uzorak smo ograničili na zaposlene sa fakultetskom diplomom, da bi obrazovni nivo bio jednak za sve i da bismo predupredili bilo kakvu pristrasnost koja bi proizašla iz poznavanja neke posebne oblasti.)
MATCH@M:(Secondly, the factors gender, age and income are treated as covariates and they remain important to examine as gender and age differences in employee behavior are possible particularly across different cultures.===>Drugo, faktore pola, starosnog doba i dohotka posma-trali smo kao kovarijetete i oni su značajni za istraživanje pošto je moguće da u različitim kulturama postoje razlike u ponašanju zaposlenih po polu i po starosnom dobu.)
MATCH@E:(Secondly, the factors gender, age and income are treated as covariates and they remain important to examine as gender and age differences in employee behavior are possible particularly across different cultures.===>Drugo, faktore pola, starosnog doba i dohotka posmatrali smo kao kovarijetete i oni su značajni za istraživanje pošto je moguće da u različitim kulturama postoje razlike u ponašanju zaposlenih po polu i po starosnom dobu.)
MATCH@M:(However, despite the validity of self-identification, it may be confounded with the effect of acculturation (i.e., the extent of assimilation of new culture by an ethnic minority).===>Ipak, uprkos validnosti samo-identifi-kacije, može doci do nejasnosti zbog efekata akultura-cije (t.j., stepena do kojeg jedna etnička manjina asi-miluje novu kulturu).)
MATCH@E:(However, despite the validity of self-identification, it may be confounded with the effect of acculturation (i.e., the extent of assimilation of new culture by an ethnic minority).===>Ipak, uprkos validnosti samo-identifikacije, može doći do nejasnosti zbog efekata akulturacije (t.j., stepena do kojeg jedna etnička manjina asimiluje novu kulturu).)
MATCH@M:(In this study acculturation is analyzed using a person’s country of birth and the time spent living in the United Arab Emirates.===>U ovoj studiji akulturaciju smo analizirali tako što smo koristili faktore zemlje porekla zaposlenog i dužinu boravka u Ujedinjenim Arapskim Emiratima.)
MATCH@E:(In this study acculturation is analyzed using a persons country of birth and the time spent living in the United Arab Emirates.===>U ovoj studiji akulturaciju smo analizirali tako što smo koristili faktore zemlje porekla zaposlenog i dužinu boravka u Ujedinjenim Arapskim Emiratima.)
MATCH@M:(In terms of recruitment, a self-identification process is used to determine the ethnicity of respondents.===>Kada je reč o regrutovanju osoblja, u određivanju etniciteta ispitanika koristili smo proces samo-identifikacije.)
MATCH@E:(In terms of recruitment, a self-identification process is used to determine the ethnicity of respondents. ~~~ (Simon and Mark, 2002).===>Kada je reč o regrutovanju osoblja, u određivanju etniciteta ispitanika koristili smo proces samo-identifikacije. (Simon i Mark, 2002).)
MATCH@M:(Self-identification is believed to be more relevant for selecting subcultures within a country than other popular measures, such as the country of citizenship.===>Smatra se da je za određenje supkultura unutar jedne zemlje bolje koristiti samo-identifikaciju nego neke druge popularne mere, kao što je zemlja državljanstva.)
MATCH@E:(Self-identification is believed to be more relevant for selecting subcultures within a country than other popular measures, such as the country of citizenship.===>Smatra se da je za određenje supkultura unutar jedne zemlje bolje koristiti samo-identifikaciju nego neke druge popularne mere, kao što je zemlja državljanstva.)
MATCH@M:(Selfidentification represents a person’s internal beliefs and hence is said to reflect a person’s cultural reality.===>Sa-mo-identifikacija predstavlja unutrašnji sistem vred-nosti pojedinca i stoga predstavlja njegovu kulturnu realnost.)
MATCH@E:(Selfidentification represents a persons internal beliefs and hence is said to reflect a persons cultural reality. ~~~ (Bochner and Hesketh, 1994).===>Samo-identifikacija predstavlja unutrašnji sistem vrednosti pojedinca i stoga predstavlja njegovu kulturnu realnost. (Bochner i Hesketh, 1994).)
MATCH@M:(The main experiment of the research consists of a self-administered questionnaire, which is designed to test the validity of the CVSCALE and test the five hypotheses listed in the previous section (See Appendix A).===>Glavni eksperiment u okviru istraživanja obuhvata upitnik koji smo sami pripremili, a koji ima za cilj da testira validnost CVSCALE i pet hipoteza koje smo naveli u prethodnom poglavlju (videti Dodatak 1).)
MATCH@E:(The main experiment of the research consists of a selfadministered questionnaire, which is designed to test the validity of the CVSCALE and test the five hypotheses listed in the previous section (See Appendix A).===>Glavni eksperiment u okviru istraživanja obuhvata upitnik koji smo sami pripremili, a koji ima za cilj da testira validnost CVSCALE i pet hipoteza koje smo naveli u prethodnom poglavlju (videti Dodatak 1).)
MATCH@M:(The questionnaire was pilot tested.===>Upitnik smo prvo podvrgnuli pilot testiranju.)
MATCH@E:(The questionnaire was pilot tested.===>Upitnik smo prvo podvrgnuli pilot testiranju.)
MATCH@M:(In the main experiment, two versions were used to test for ordering effects.===>U okviru glavnog eksperimenta, za testiranje redosleda efe-kata koristili smo dve verzije.)
MATCH@E:(In the main experiment, two versions were used to test for ordering effects.===>U okviru glavnog eksperimenta, za testiranje redosleda efekata koristili smo dve verzije.)
MATCH@M:(Respondents were randomly assigned to one of the two versions of questionnaire.===>Ispitanicima smo po slučajnom izboru dali jednu ili drugu verziju upitnika.)
MATCH@E:(Respondents were randomly assigned to one of the two versions of questionnaire.===>Ispitanicima smo po slučajnom izboru dali jednu ili drugu verziju upitnika.)
MATCH@M:(For both versions respondents were asked to i) choose between options for three monetary and three non- monetary, ii) provide the relative preference for monetary and nonmonetary rewards preferences, iii) complete the CVS-CALE items and, iv) complete demographic questions including gender, age, income, ethnicity and acculturation.===>U obe verzije od ispitanika se tražilo da i) naprave izbor između tri novčana i tri ne-novčana (efekta), ii) navedu šta bi im više odgovaralo kao novčana ili ne-novča-na nagrada, iii) popune odgovore na neka pitanja iz CVSCALE i iv) odgovore na demografska pitanja u vezi sa polom, starosnim dobom, dohotkom, etnicite-tom i akulturacijom.)
MATCH@E:(For both versions respondents were asked to i) choose between options for three monetary and three non- monetary, ii) provide the relative preference for monetary and nonmonetary rewards preferences, iii) complete the CVSCALE items and, iv) complete demographic questions including gender, age, income, ethnicity and acculturation.===>U obe verzije od ispitanika se tražilo da i) naprave izbor između tri novčana i tri ne-novčana (efekta), ii) navedu šta bi im više odgovaralo kao novčana ili ne-novčana nagrada, iii) popune odgovore na neka pitanja iz CVSCALE i iv) odgovore na demografska pitanja u vezi sa polom, starosnim dobom, dohotkom, etnicitetom i akulturacijom.)
MATCH@M:(Responses to the CVSCALE are used to determine the relative cultural values of both ethnic groups on the five cultural dimensions.===>Ove odgovore na CVSCALE koristili smo da odredimo relativne kulturne vrednosti za obe etničke grupe, a na osnovu pet kulturnih dimenzija.)
MATCH@E:(Responses to the CVSCALE are used to determine the relative cultural values of both ethnic groups on the five cultural dimensions.===>Ove odgovore na CVSCALE koristili smo da odredimo relativne kulturne vrednosti za obe etničke grupe, a na osnovu pet kulturnih dimenzija.)
MATCH@M:(For the whole sample, the reliability alpha of the cultural dimensions ranged from 0.58 to o.67 (Table 1).===>Za ukupan uzorak, pouzdanost alfa za kulturne dimenzije kretao se u rasponu od 0,58 do 0,67 (tabela 1).)
MATCH@E:(For the whole sample, the reliability alpha of the cultural dimensions ranged from 0.58 to o.67 (Table 1).===>Za ukupan uzorak, pouzdanost alfa za kulturne dimenzije kretao se u rasponu od 0,58 do 0,67 (tabela 1).)
MATCH@M:(Although these results are modest, they are comparable to those reported by Yoo, Donthu and Lenatowicz (2001) and they all satisfy the reliability threshold of 0.6 that is commonly accepted for new scales.===>Iako su ovo skromni rezultati, oni se mogu porediti sa rezultatima do kojih su došli Yoo, Donthu i Lenatowitz (2001) i svi zadovoljavaju prag pouzdanosti od 0,6 koji se uobičajeno računa na novim skalama.)
MATCH@E:(Although these results are modest, they are comparable to those reported by Yoo, Donthu and Lenatowicz (2001) and they all satisfy the reliability threshold of 0.6 that is commonly accepted for new scales.===>Iako su ovo skromni rezultati, oni se mogu porediti sa rezultatima do kojih su došli Yoo, Donthu i Lenatowitz (2001) i svi zadovoljavaju prag pouzdanosti od 0,6 koji se uobičajeno računa na novim skalama.)
MATCH@M:(Furthermore, no significant differences were found in the responses between the two versions of the questionnaire.===>I dalje, između ove dve verzije upitnika nisu ustanovljene nikakve bitne razlike.)
MATCH@E:(Furthermore, no significant differences were found in the responses between the two versions of the questionnaire.===>I dalje, između ove dve verzije upitnika nisu ustanovljene nikakve bitne razlike.)
MATCH@M:(Thus, there appear to be no ordering effects.===>Stoga izgleda da redosle-da efekata nema.)
MATCH@E:(Thus, there appear to be no ordering effects.===>Stoga izgleda da redosleda efekata nema.)
MATCH@M:(However, the variations are similar to those reported by Yoo, Donthu and Lenatowicz (2001) and in only one case did the reliability alpha fall below 0.6(0.52 for self-esteem among Indians).===>Ipak, ove varijacije su slične varijacijama koje su utvrdili Yoo, Donthu i Lenatowitz (2001), a samo u jednom slučaju je pouzdanost alfa pala ispod 0,6 (0,52 za parametar samo-vrednovanja kod Indijaca).)
MATCH@E:(In regard to sociodemographic factors, common characteristics considered in However, the variations are similar to those reported by Yoo, Donthu and Lenatowicz (2001) and in only one case did the reliability alpha fall below 0.6(0.52 for self-esteem among Indians).===>Ove karakteristike smo treti zdanosti varira neznatno između etničkih grupa. ~~~ Ipak, ove varijacije su slične varijacijama koje su utvrdili Yoo, Donthu i Lenatowitz (2001), a samo u jednom slučaju je pouzdanost alfa pala ispod 0,6 (0,52 za parametar samo-vrednovanja kod Indijaca).)
MATCH@M:(After reliability testing, factor analysis was used to ascertain the validity of the items (Table 2).===>Pošto smo testirali pouzdanost, primenili smo faktorsku analizu da bismo potvrdili validnost pitanja (tabela 2).)
MATCH@E:(After reliability testing, factor analysis was used to ascertain the validity of the items (Table 2).===>Pošto smo testirali pouzdanost, primenili smo faktorsku analizu da bismo potvrdili validnost pitanja (tabela 2).)
MATCH@M:(Under the specification of five factors, the results of exploratory factor analysis provide preliminary support for the CVSCALE’s validity.===>Po specifikaciji pet faktora, rezultati probne fak-torske analize preliminarno su potvrdili validnost CVSCALE.)
MATCH@E:(Under the specification of five factors, the results of exploratory factor analysis provide preliminary support for the CVSCALEs validity.===>Po specifikaciji pet faktora, rezultati probne faktorske analize preliminarno su potvrdili validnost CVSCALE.)
MATCH@M:(The overall fit of the measurement model was excellent: X2 (d.f. = 296) = 540.30, root mean square error of approximation (RMSEA) =0.03, normed fit index (NFI) =0.94, comparative fit index (CFI) = 0.96, and incremental fit index (IFI) = 0.96.===>Ukupno uklapanje mernog modela bilo je izvanredno: X2 (d.f. = 296) = 540,30, korenska srednja vrednost kvadratne greške aproksimacije (RMSEA) = 0,03, normirani fit indeks (NFI) = 0,94, uporedni fit indeks (CFI) = 0,96, a diferencijalni fit indeks (IFI) = 0,96.)
MATCH@E:(The overall fit of the measurement model was excellent: X2 (d.f. = 296) = 540.30, root mean square error of approximation (RMSEA) =0.03, normed fit index (NFI) =0.94, comparative fit index (CFI) = 0.96, and incremental fit index (IFI) = 0.96.===>)
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BAD_LINE_M:The overall fit of the measurement model was excellent: X2 (d.f. = 296) = 540.30, root mean square error of approximation (RMSEA) =0.03, normed fit index (NFI) =0.94, comparative fit index (CFI) = 0.96, and incremental fit index (IFI) = 0.96.
BAD_LINE_M:Ukupno uklapanje mernog modela bilo je izvanredno: X2 (d.f. = 296) = 540,30, korenska srednja vrednost kvadratne greške aproksimacije (RMSEA) = 0,03, normirani fit indeks (NFI) = 0,94, uporedni fit indeks (CFI) = 0,96, a diferencijalni fit indeks (IFI) = 0,96.
BAD_LINE_E:The overall fit of the measurement model was excellent: X2 (d.f. = 296) = 540.30, root mean square error of approximation (RMSEA) =0.03, normed fit index (NFI) =0.94, comparative fit index (CFI) = 0.96, and incremental fit index (IFI) = 0.96.
BAD_LINE_E:
MATCH@M:(Using the relative averages, Indians can be classified as relatively low power distance, low on uncertainty avoidance, individualistic, feminine, and low on time orientation,===>Kad primenimo relativne prosečne vredno-sti, Indijci se mogu klasifikovati kao grupa koja ima relativno nizak prag distance od moći, nizak prag izbe-gavanja neizvesnosti, individualistički su nastrojeni i pokazuju karakteristika ženstvenosti, imaju nizak prag orijentacije prema vremenu.)
MATCH@E:(Using the relative averages, Indians can be classified as relatively low power distance, low on uncertainty avoidance, individualistic, feminine, and low on time orientation, and vice-versa for Egyptians.===>Kad primenimo relativne prosečne vrednosti, Indijci se mogu klasifikovati kao grupa koja ima relativno nizak prag distance od moći, nizak prag izbegavanja neizvesnosti, individualistički su nastrojeni i pokazuju karakteristika ženstvenosti, imaju nizak prag orijentacije prema vremenu. ~~~ Vrednosti za Egipćane su suprotne.)
MATCH@M:(The classifications largely conform to Hofstede’s (1991) results.===>Ova klasifikacija se u velikoj meri poklapa sa rezultatima do kojih je došao Hofstede (1991).)
MATCH@E:(The classifications largely conform to Hofstedes (1991) results.===>Ova klasifikacija se u velikoj meri poklapa sa rezultatima do kojih je došao Hofstede (1991).)
MATCH@M:(Indeed, as explained before, the purpose of using the CVSCALE is to provide a direct measure of culture and to avoid the limitations of inferring this from past studies such as Hofstede's.===>Zaista, kako smo već objasnili, svrha primene CVSCALE jeste da se dobije neposredna mera kulture i da se izbegnu ograničenja u zaključivanju nasleđe-na iz ranijih studija kao što je Hofstedova.)
MATCH@E:(Indeed, as explained before, the purpose of using the CVSCALE is to provide a direct measure of culture and to avoid the limitations of inferring this from past studies such as Hofstede's.===>Zaista, kako smo već objasnili, svrha primene CVSCALE jeste da se dobije neposredna mera kulture i da se izbegnu ograničenja u zaključivanju nasleđena iz ranijih studija kao što je Hofstedova.)
MATCH@M:(In order to examine each hypothesis, the results of the experiment are analyzed using two main procedures.===>Da bismo ispitali svaku hipotezu, analizirali smo rezultate eksperimenta primenom dva postupka.)
MATCH@E:(In order to examine each hypothesis, the results of the experiment are analyzed using two main procedures.===>Da bismo ispitali svaku hipotezu, analizirali smo rezultate eksperimenta primenom dva postupka.)
MATCH@M:(Firstly, logistic regression is used to test the relationships between preference and MI types.===>Prvo, za testiranje odnosa između preferenci i tipova MI koristili smo logističku regresiju.)
MATCH@E:(Firstly, logistic regression is used to test the relationships between preference and MI types.===>Prvo, za testiranje odnosa između preferenci i tipova MI koristili smo logističku regresiju.)
MATCH@M:(The dependent variable is the choice between incentive type (monetary or non-monetary) and the independent variables are incentive type (tangible or intangible) and the covariates of gender, age, and income.===>Zavisnu varijablu predstavljao je izbor između tipa stimulacije (novčana ili ne-novča-na), nezavisne varijable su tipovi stimulacije (materijalna ili nematerijalna), a kovarijeteti su pol, starosno doba i dohodak.)
MATCH@E:(The dependent variable is the choice between incentive type (monetary or non-monetary) and the independent variables are incentive type (tangible or intangible) and the covariates of gender, age, and income.===>Zavisnu varijablu predstavljao je izbor između tipa stimulacije (novčana ili ne-novčana), nezavisne varijable su tipovi stimulacije (materijalna ili nematerijalna), a kovarijeteti su pol, starosno doba i dohodak.)
MATCH@M:(Secondly, choice shares of incentive types are analyzed to identify any differences in the choices between ethnic groups.===>Drugo, analizirali smo zastupljenost pojedinih tipova stimulacije u izboru da bismo utvrdili da li postoji razlika između etničkih grupa.)
MATCH@E:(Secondly, choice shares of incentive types are analyzed to identify any differences in the choices between ethnic groups.===>Drugo, analizirali smo zastupljenost pojedinih tipova stimulacije u izboru da bismo utvrdili da li postoji razlika između etničkih grupa.)
MATCH@M:(Analysis is undertaken at an ethnic- group level and an individual level, each dimension.===>Analizu smo sproveli i na nivou etničke grupe i na individualnom nivou i po različitim grupama po faktoru akulturacije.)
MATCH@E:(Analysis is undertaken at an ethnic- group level and an individual level, each dimension.===>)
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BAD_LINE_M:Analysis is undertaken at an ethnic- group level and an individual level, each dimension.
BAD_LINE_M:Analizu smo sproveli i na nivou etničke grupe i na individualnom nivou i po različitim grupama po faktoru akulturacije.
BAD_LINE_E:Analysis is undertaken at an ethnic- group level and an individual level, each dimension.
BAD_LINE_E:
MATCH@M:(Edward Lawler, a management expert, has contributed greatly to our understanding of pay as an extrinsic reward.===>Edward Lawler, stručnjak za menadžment, veoma nam je pomogao da shvatimo uticaj novčane isplate kao ne tako značajne nagrade.)
MATCH@E:(Edward Lawler, a management expert, has contributed greatly to our understanding of pay as an extrinsic reward.===>Edward Lawler, stručnjak za menadžment, veoma nam je pomogao da shvatimo uticaj novčane isplate kao ne tako značajne nagrade.)
MATCH@M:(His research generally concludes that, for pay to serve as a source of work motivation, high levels of job performance must be viewed as the path through which high pay can be achieved.===>U svom istraživanju on izvodi uopšteni zaključak da, da bi ova isplata bila izvor motivacije za rad, onda se kao put za ostvarivanje visoke plate mora uzeti visok nivo postignuća na poslu.)
MATCH@E:(His research generally concludes that, for pay to serve as a source of work motivation, high levels of job performance must be viewed as the path through which high pay can be achieved. ~~~ (Lawler, 1981).===>U svom istraživanju on izvodi uopšteni zaključak da, da bi ova isplata bila izvor motivacije za rad, onda se kao put za ostvarivanje visoke plate mora uzeti visok nivo postignuća na poslu. (Lawler, 1981).)
MATCH@M:(Logistic regression analysis is performed on each ethnic group for===>Analiza logističke regresije sprovedena je na obe etničke grupe, za svaku dimenziju.)
MATCH@E:(Logistic regression analysis is performed on each ethnic group for 4.===>Analiza logističke regresije sprovedena je na obe etničke grupe, za svaku dimenziju.)
MATCH@M:(To test the hypotheses there are two pretests and one main experiment.===>Da bismo testirali hipoteze koristili smo dva pred-te-sta i jedan glavni eksperiment.)
MATCH@E:(To test the hypotheses there are two pretests and one main experiment.===>Da bismo testirali hipoteze koristili smo dva pred-testa i jedan glavni eksperiment.)
MATCH@M:(Motivating employees has never been a simple task.===>Motivisanje zaposlenih nikada nije bilo lako.)
MATCH@E:(Summary and Conclusions Motivating employees has never been a simple task.===>Rezultati 4. ~~~ Rezime i zaključci Motivisanje zaposlenih nikada nije bilo lako.)
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BAD_LINE_M:Motivating employees has never been a simple task.
BAD_LINE_M:Motivisanje zaposlenih nikada nije bilo lako.
BAD_LINE_E:Summary and Conclusions Motivating employees has never been a simple task.
BAD_LINE_E:Rezultati 4. ~~~ Rezime i zaključci Motivisanje zaposlenih nikada nije bilo lako.
MATCH@M:(Employees come into organizations with very different needs, personalities, skills, abilities, interests, and aptitudes.===>Zaposleni dolaze u organizaciju sa različitim potrebama, ličnostima, veštinama, sposobnostima, interesovanjima i sklonostima.)
MATCH@E:(Employees come into organizations with very different needs, personalities, skills, abilities, interests, and aptitudes.===>Zaposleni dolaze u organizaciju sa različitim potrebama, ličnostima, veštinama, sposobnostima, interesovanjima i sklonostima.)
MATCH@M:(They have different expectations of their employers and different views of what they think their employer has a right to expect of them.===>Njihova očekivanja od poslodavaca su različita u odnosu na ono što smatraju da poslodavac može da očekuje od njih.)
MATCH@E:(They have different expectations of their employers and different views of what they think their employer has a right to expect of them.===>Njihova očekivanja od poslodavaca su različita u odnosu na ono što smatraju da poslodavac može da očekuje od njih.)
MATCH@M:(The key findings and contributions of the study can be summarized in two main areas: culture and MI, and culture and ethnicity.===>Ključni zaključci i doprinos ove studije mogu se rezimirati u dve glavne oblasti: kultura i MI i kultura i etnicitet.)
MATCH@E:(The key findings and contributions of the study can be summarized in two main areas: culture and MI, and culture and ethnicity.===>Ključni zaključci i doprinos ove studije mogu se rezimirati u dve glavne oblasti: kultura i MI i kultura i etnicitet.)
MATCH@M:(Some employees derive a great deal of satisfaction in their jobs and are motivated to exert high levels of efforts.===>Neki zaposleni veoma uživaju u svom poslu i spremni su da ulože veliki napor.)
MATCH@E:(Some employees derive a great deal of satisfaction in their jobs and are motivated to exert high levels of efforts.===>Neki zaposleni veoma uživaju u svom poslu i spremni su da ulože veliki napor.)
MATCH@M:(Others get more satisfaction out of their personal interests and pursuits and nothing more.===>Drugima su draži njihovi sop-stveni interesi i ne intersuje ih ništa drugo.)
MATCH@E:(Others get more satisfaction out of their personal interests and pursuits and nothing more.===>Drugima su draži njihovi sopstveni interesi i ne intersuje ih ništa drugo.)
MATCH@M:(To work well, a merit pay plan should be based on realistic and accurate measures of individual work performance and create a belief among employees that the way to achieve high pay is to perform at high levels.===>Da bi dobro funkcionisao, plan za isplate prema zasluzi treba da se zasniva na realističnim i preciznim merenjima radnog učinka pojedinca, a treba i razviti osećanje kod zaposlenih da je put do visoke plate visok učinak.)
MATCH@E:(To work well, a merit pay plan should be based on realistic and accurate measures of individual work performance and create a belief among employees that the way to achieve high pay is to perform at high levels.===>Da bi dobro funkcionisao, plan za isplate prema zasluzi treba da se zasniva na realističnim i preciznim merenjima radnog učinka pojedinca, a treba i razviti osećanje kod zaposlenih da je put do visoke plate visok učinak.)
MATCH@M:(In addition, merit pay should clearly discriminate between high and low performance in the amount of pay reward received.===>Pored toga, plaćanje prema zaslugama mora da napravi jasnu razliku između visokog i niskog učinka po visini naknade koja se isplaćuje.)
MATCH@E:(In addition, merit pay should clearly discriminate between high and low performance in the amount of pay reward received.===>Pored toga, plaćanje prema zaslugama mora da napravi jasnu razliku između visokog i niskog učinka po visini naknade koja se isplaćuje.)
MATCH@M:(This study provides empirical evidence and further validates the CVSCALE established by Yoo, Donthu and Lenartowicz (2001).===>U ovoj studiji empirijski izvodimo zaključke i potvrđujemo CVSCALE koju su uspostavili Yoo, Donthu i Lenatowitz (20019.)
MATCH@E:(This study provides empirical evidence and further validates the CVSCALE established by Yoo, Donthu and Lenartowicz (2001).===>U ovoj studiji empirijski izvodimo zaključke i potvrđujemo CVSCALE koju su uspostavili Yoo, Donthu i Lenatowitz (20019.)
MATCH@M:(The flexibility of the CVSCALE is demonstrated, in that culture can be analyzed at both the ethnic and individual levels.===>Pokazali smo fleksibilnost CVSCALE u smislu da se kultura može analizirati i na etničkom i na individualnom nivou.)
MATCH@E:(The flexibility of the CVSCALE is demonstrated, in that culture can be analyzed at both the ethnic and individual levels.===>Pokazali smo fleksibilnost CVSCALE u smislu da se kultura može analizirati i na etničkom i na individualnom nivou.)
MATCH@M:(Thus, the study provides further evidence for the validity and usefulness of this scale.===>Stoga ova studija još jednom dokazuje va-lidnost i primenljivost skale.)
MATCH@E:(Thus, the study provides further evidence for the validity and usefulness of this scale.===>Stoga ova studija još jednom dokazuje validnost i primenljivost skale.)
MATCH@M:(Another key contribution of the study is that despite cultural differences between ethnic groups, there are no significant differences in their preferences for MI types.===>Drugi ključni doprinos ove skale jeste u tome da upr-kos kulturnim razlikama između ove dve etničke grupe, ne postoje značajne razlike u njihovom opredelje-nju za tip stimulacije MI.)
MATCH@E:(Another key contribution of the study is that despite cultural differences between ethnic groups, there are no significant differences in their preferences for MI types.===>Drugi ključni doprinos ove skale jeste u tome da uprkos kulturnim razlikama između ove dve etničke grupe, ne postoje značajne razlike u njihovom opredeljenju za tip stimulacije MI.)
MATCH@M:(With only 2 exceptions, this result is found to be consistent at an ethnic-group level across all incentives and for each incentive type.===>Uz samo 2 izuzetka, ovaj rezultat je ostao dosledan na nivou etničke grupe u svim stimulacijama i za svaki tip stimulacije.)
MATCH@E:(With only 2 exceptions, this result is found to be consistent at an ethnic-group level across all incentives and for each incentive type.===>Uz samo 2 izuzetka, ovaj rezultat je ostao dosledan na nivou etničke grupe u svim stimulacijama i za svaki tip stimulacije.)
MATCH@M:(The absence of cultural effects is also evident at an individual level.===>Izostanak kulturnih efekata očigledan je i na individualnom nivou.)
MATCH@E:(The absence of cultural effects is also evident at an individual level.===>Izostanak kulturnih efekata očigledan je i na individualnom nivou.)
MATCH@M:(The implication of this finding is twofold.===>Implikacije ovih zaključaka su dvojake.)
MATCH@E:(The implication of this finding is twofold.===>Implikacije ovih zaključaka su dvojake.)
MATCH@M:(Firstly, although cultural differences may exist, these do not appear to affect employee responses to MI at an ethnic level.===>Prvo, iako kulturne razlike mogu da postoje, one izgleda nemaju uticaja na reakcije zaposlenih na MI na etničkom nivou.)
MATCH@E:(Firstly, although cultural differences may exist, these do not appear to affect employee responses to MI at an ethnic level.===>Prvo, iako kulturne razlike mogu da postoje, one izgleda nemaju uticaja na reakcije zaposlenih na MI na etničkom nivou.)
MATCH@M:(This suggests that managers can use standardized MI when targeting different ethnic groups and avoid the use of more costly differential strategies.===>To znači da menadžeri mogu da koriste standar-dizovane MI kada ciljaju na različite etničke grupe i stoga mogu da izbegnu skuplje diferencijalne strategije.)
MATCH@E:(This suggests that managers can use standardized MI when targeting different ethnic groups and avoid the use of more costly differential strategies.===>To znači da menadžeri mogu da koriste standardizovane MI kada ciljaju na različite etničke grupe i stoga mogu da izbegnu skuplje diferencijalne strategije.)
MATCH@M:(Secondly, the finding highlights the fact that cultural distinctions may be more relevant in some areas of management than in others.===>Drugo, ovaj zaključak naglašava činjenicu da kulturne razlike mogu da budu značajnije u nekim oblastima upravljanja u odnosu na druge.)
MATCH@E:(Secondly, the finding highlights the fact that cultural distinctions may be more relevant in some areas of management than in others.===>Drugo, ovaj zaključak naglašava činjenicu da kulturne razlike mogu da budu značajnije u nekim oblastima upravljanja u odnosu na druge.)
MATCH@M:(Thus, it would be a mistake to assume that cultural differences will affect all areas of management.===>Stoga bi bilo pogrešno zaključiti da će kulturne razlike uticati na sve oblasti upravljanja.)
MATCH@E:(Thus, it would be a mistake to assume that cultural differences will affect all areas of management.===>Stoga bi bilo pogrešno zaključiti da će kulturne razlike uticati na sve oblasti upravljanja.)
MATCH@M:(Hence, the relevance of ethnic management as suggested by researchers (Higgins and McAllaster, 2002) needs to be considered within the specific context in which it is applied.===>Zato značaj etničkog upravljanja, kako su to predložili istraživači Higgins i McAllaster (2002) treba posmatrati unutar specifičnog konteksta u kojem se primenjuje.)
MATCH@E:(Hence, the relevance of ethnic management as suggested by researchers (Higgins and McAllaster, 2002) needs to be considered within the specific context in which it is applied.===>Zato značaj etničkog upravljanja, kako su to predložili istraživači Higgins i McAllaster (2002) treba posmatrati unutar specifičnog konteksta u kojem se primenjuje.)
MATCH@M:(There are mixed findings in regard to the framework of managerial incentive effectiveness.===>Osećanja su pomešana kada je u pitanju struktura efektivnosti stimulacija menadžera.)
MATCH@E:(There are mixed findings in regard to the framework of managerial incentive effectiveness.===>Osećanja su pomešana kada je u pitanju struktura efektivnosti stimulacija menadžera.)
MATCH@M:(With only a few exceptions, the covariates of gender, age and income were all significant in accounting for the choice of incentives.===>Uz samo nekoliko izuzetaka, kovarijeteti pola, starosnog doba i dohotka bili su značajni za objašnjavanje izbora stimulacija.)
MATCH@E:(With only a few exceptions, the covariates of gender, age and income were all significant in accounting for the choice of incentives.===>Uz samo nekoliko izuzetaka, kovarijeteti pola, starosnog doba i dohotka bili su značajni za objašnjavanje izbora stimulacija.)
MATCH@M:(They were also evident across all cultural groups at all levels of analysis and thus, the impact of culture on these results appears to be minimal.===>Oni su bili očigledni i u svim kulturnim grupama na svim nivoima analize i stoga izgleda da je uticaj kulture na ove rezultate minimalan.)
MATCH@E:(They were also evident across all cultural groups at all levels of analysis and thus, the impact of culture on these results appears to be minimal.===>Oni su bili očigledni i u svim kulturnim grupama na svim nivoima analize i stoga izgleda da je uticaj kulture na ove rezultate minimalan.)
MATCH@M:(There are several limitations relating to the focus of the study and the methodology used.===>U odnosu na fokus ove studije i primenjenu metodologiju ima nekoliko ograničenja.)
MATCH@E:(Limitations and Further Research There are several limitations relating to the focus of the study and the methodology used.===>Ograničenja i dalja istraživanja U odnosu na fokus ove studije i primenjenu metodologiju ima nekoliko ograničenja.)
MATCH@M:(Some of these highlight useful directions for future research.===>Neka od njih ukazuju kojim putem treba ići u narednim istraživanjima.)
MATCH@E:(Some of these high light useful directions for future research.===>Neka od njih ukazuju kojim putem treba ići u narednim istraživanjima.)
MATCH@M:(Ethnic groups are not expected to conform to any single cultural dimensions as they involve a whole set of cultural values.===>Ne treba očekivati da će se etničke grupe podudariti sa bilo kojom kulturnom dimenzijom pošto one obu-hvataju čitav skup kulturnih vrednosti.)
MATCH@E:(Ethnic groups are not expected to conform to any single cultural dimensions as they involve a whole set of cultural values.===>Ne treba očekivati da će se etničke grupe podudariti sa bilo kojom kulturnom dimenzijom pošto one obuhvataju čitav skup kulturnih vrednosti.)
MATCH@M:(In this paper the cultural dimensions are examined separately.===>U ovom radu svaku kulturnu vrednost posmatrali smo posebno.)
MATCH@E:(In this paper the cultural dimensions are examined separately.===>U ovom radu svaku kulturnu vrednost posmatrali smo posebno.)
MATCH@M:(There is no examination of any correlation effects between the dimensions and no assessment of the relative importance of each dimension.===>Nismo ispitivali korelacije između dimenzija i nismo ocenjivali relativni značaj svake dimenzije.)
MATCH@E:(There is no examination of any correlation effects between the dimensions and no assessment of the relative importance of each dimension.===>Nismo ispitivali korelacije između dimenzija i nismo ocenjivali relativni značaj svake dimenzije.)
MATCH@M:(Employee’s response may be differ if the focus on other human resource variables is considered; therefore, it would be worthwhile for further research to explore other effects along with the impact of culture on employees' incentives.===>Reakcija zaposlenih možda bi bila drugačija ako bi se posmatrala neka druga varijabla ljudskih resursa. Stoga bi vredelo istražiti i druge efekte uporedo sa utica-jem kulture na stimulaciju zaposlenih.)
MATCH@E:(Employees response may be differ if the focus on other human resource variables is considered; therefore, it would be worthwhile for further research to explore other effects along with the impact of culture on employees' incentives.===>Reakcija zaposlenih možda bi bila drugačija ako bi se posmatrala neka druga varijabla ljudskih resursa. ~~~ Stoga bi vredelo istražiti i druge efekte uporedo sa uticajem kulture na stimulaciju zaposlenih.)
MATCH@M:(This study ignores the fact that employees may perceive themselves to belong to more than one ethnic culture and that the strength of identification with a particular ethnic group may differ between its members.===>U ovoj studiji nismo uzimali u obzir da zaposleni možda smatraju da pripadaju većem broju etničkih kultura i da snaga identifikacije sa nekom posebnom etničkom grupom može da se razlikuje od člana do člana grupe.)
MATCH@E:(This study ignores the fact that employees may perceive themselves to belong to more than one ethnic culture and that the strength of identification with a particular ethnic group may differ between its members.===>U ovoj studiji nismo uzimali u obzir da zaposleni možda smatraju da pripadaju većem broju etničkih kultura i da snaga identifikacije sa nekom posebnom etničkom grupom može da se razlikuje od člana do člana grupe.)
MATCH@M:(These issues deserve further studies.===>I ova pitanja treba dalje istraživati.)
MATCH@E:(These issues deserve further studies.===>I ova pitanja treba dalje istraživati.)
MATCH@M:(Finally, the generalizability of the results could be extended by other monetary and nonmonetary incentive within the hierarchy of an organization, or even other statistical methods in addition to the techniques used in this paper.===>Na kraju, mogućnost da se ovi rezultati generalizuju može se iskoristiti u slučaju drugih novčanih ili ne-novčanih stimulacija u okviru hijerarhije jedne organizacije, ili čak drugih statističkih metoda pored tehnika koje smo koristili u ovom radu.)
MATCH@E:(Finally, the generalizability of the results could be extended by other monetary and nonmonetary incentive within the hierarchy of an organization, or even other statistical methods in addition to the techniques used in this paper.===>Na kraju, mogućnost da se ovi rezultati generalizuju može se iskoristiti u slučaju drugih novčanih ili ne-novčanih stimulacija u okviru hijerarhije jedne organizacije, ili čak drugih statističkih metoda pored tehnika koje smo koristili u ovom radu.)
MATCH@M:(APPENDIX (B): Summary of Measures===>DODATAK (B): Rezime mera)
MATCH@E:(APPENDIX (B): Summary of Measures 1.===>DODATAK (B): ~~~ Rezime mera 1.)
MATCH@M:(Increasing salary benefits are defined and classified in this study according to the scale developed by Chandon, Wansink and Laurent (2000).===>Povećanje plate definiše se i klasifikuje u ovoj studiji prema skali koju su razvili Shandon, Wansink i Laurent (2000).)
MATCH@E:(Increasing salary: Increasing salary benefits are defined and classified in this study according to the scale developed by Chandon, Wansink and Laurent (2000).===>Povećanje plate: ~~~ Povećanje plate definiše se i klasifikuje u ovoj studiji prema skali koju su razvili Shandon, Wansink i Laurent (2000).)
MATCH@M:(The scale indicates six main benefits which can be classified as either monetary or non-monetary.===>Skala pokazuje šest glavnih benefita koji se mogu klasifikovati kao novčani i ne-novčani.)
MATCH@E:(The scale indicates six main benefits which can be classified as either monetary or non-monetary.===>Skala pokazuje šest glavnih benefita koji se mogu klasifikovati kao novčani i ne-novčani.)
MATCH@M:(Specifically, increasing salary, incentive category, and piece work and profit distribution as monetary, whilst the incentive plan, sales incentives effectiveness, and shifting to new post are non-monetary.===>Konkretno, povećanje plate, kategorija stimulacija i rad po komadu i distribucija profita kao novčani, a plan stimulacije, efektivnost stimulacija za prodaju i una-predenje kao ne-novčani.)
MATCH@E:(Specifically, increasing salary, incentive category, and piece work & profit distribution as monetary, whilst the incentive plan, sales incentives effectiveness, and shifting to new post are non-monetary.===>Konkretno, povećanje plate, kategorija stimulacija i rad po komadu&distribucija profita kao novčani, a plan stimulacije, efektivnost stimulacija za prodaju i unapređenje kao ne-novčani.)
MATCH@M:(A direct replication of these classifications is appropriate as the scale has been shown to be valid and maintaining scale consistency can enhance the comparability of final results with the original research.===>Neposredno poklapanje ovih klasifikacija je primereno pošto je dokazano da je skala validna, a održavanjem validnosti skale može se poboljšati uporedivost konačnih rezultata sa osnovnim istraživanjem.)
MATCH@E:(A direct replication of these classifications is appropriate as the scale has been shown to be valid and maintaining scale consistency can enhance the comparability of final results with the original research.===>Neposredno poklapanje ovih klasifikacija je primereno pošto je dokazano da je skala validna, a održavanjem validnosti skale može se poboljšati uporedivost konačnih rezultata sa osnovnim istraživanjem.)
MATCH@M:(The measures for the pretest are the same 18-item agree/disagree scales used in the original study.===>Mere za probni test su ista skala od 18 pitanja slažem se/ne slažem se kakva su primenje-na i u osnovnoj studiji.)
MATCH@E:(The measures for the pretest are the same 18-item agree/disagree scales used in the original study. ~~~ 2.===>Mere za probni test su ista skala od 18 pitanja slažem se/ne slažem se kakva su primenjena i u osnovnoj studiji. 2.)
MATCH@M:(In measuring the degree of monetary and non-monetary of incentive category, an adaptation of the scale by Batra and Ahtola (1990) is used.===>Za merenje stepena u kategoriji novčanih i ne-novča-nih stimulacija adaptirali smo skalu koju su razradili Batra i Ahtola (1990).)
MATCH@E:(Incentive Category stimuli: In measuring the degree of monetary and non-monetary of incentive category, an adaptation of the scale by Batra and Ahtola (1990) is used.===>Stimulusi kategorije stimulacije: ~~~ Za merenje stepena u kategoriji novčanih i ne-novčanih stimulacija adaptirali smo skalu koju su razradili Batra i Ahtola (1990).)
MATCH@M:(Specifically, incentive category is classified as either monetary or non-monetary based on a monetary index score.===>Konkretno, kategorija stimulacija klasifikovana je kao novčana ili ne-novčana na osnovu skora monetarnog indeksa.)
MATCH@E:(Specifically, incentive category is classified as either monetary or non-monetary based on a monetary index score.===>Konkretno, kategorija stimulacija klasifikovana je kao novčana ili ne-novčana na osnovu skora monetarnog indeksa.)
MATCH@M:(The index consists of 9-point semantic differential scales on two nonmonetary items of '' fun/not fun '' and '' Pleasant/un-pleasant'', and two monetary items of ''useful/useless'' and ''wise/foolish''.===>Indeks se sastoji od 9-stepene semantičke diferencijalne skale za dva ne-novčana pitanja, „zabavno/nezabavno“ i „prijat-no/neprijatno“ i dva novčana pitanja, „korisno/besko-risno“ i „mudro/glupo“.)
MATCH@E:(The index consists of 9-point semantic differential scales on two nonmonetary items of '' fun/not fun '' and '' Pleasant/unpleasant'', and two monetary items of ''useful/useless'' and ''wise/foolish''.===>Indeks se sastoji od 9-stepene semantičke diferencijalne skale za dva ne-novčana pitanja, zabavno/nezabavno i prijatno/neprijatno i dva novčana pitanja, korisno/beskorisno i mudro/glupo. 3.)
MATCH@M:(Examples of monetary and non-monetary incentives are used as stimuli for both the pretests and the main experiment.===>Primeri novčenih i ne-novčanih stimulacija koriste se kao stimulusi i u probnim testovima i u glavnom eksperimentu.)
MATCH@E:(Incentive Plan stimuli: Examples of monetary and non-monetary incentives are used as stimuli for both the pretests and the main experiment.===>Primeri novčenih i ne-novčanih stimulacija koriste se kao stimulusi i u probnim testovima i u glavnom eksperimentu.)
MATCH@M:(Specific examples of incentive techniques are used in the main experiment.===>Specifični primeri tehnika stimulacija koriste se u glavnom eksperimentu.)
MATCH@E:(Specific examples of incentive techniques are used in the main experiment.===>Specifični primeri tehnika stimulacija koriste se u glavnom eksperimentu.)
MATCH@M:(They are drawn from currently offered incentives in the workplace in the UAE to ensure realism.===>Da bi rezultati bili realistični, ovi primeri su uzeti iz korpusa konkretnih ponuđenih stimulacija na radnim mestima u UAE.)
MATCH@E:(They are drawn from currently offered incentives in the workplace in the UAE to ensure realism.===>Da bi rezultati bili realistični, ovi primeri su uzeti iz korpusa konkretnih ponuđenih stimulacija na radnim mestima u UAE.)
MATCH@M:(This involved the use of a combination of secondary data and judgment.===>Onda je trebalo kombinovati sekundarne podatke i procene.)
MATCH@E:(This involved the use of a combination of secondary data and judgment.===>Onda je trebalo kombinovati sekundarne podatke i procene.)
MATCH@M:(Consideration is also given to the fact that monetary incentives will be preferred over non-monetary incentives of the same nominal value.===>Pažnju smo posvetili i činjenici da će u uslovima iste vrednosti zaposleni pre prihvatiti novčane stimulacije nego ne-novčane.)
MATCH@E:(Consideration is also given to the fact that monetary incentives will be preferred over non-monetary incentives of the same nominal value.===>Pažnju smo posvetili i činjenici da će u uslovima iste vrednosti zaposleni pre prihvatiti novčane stimulacije nego ne-novčane.)
MATCH@M:(This is due to the time value of money and the psychological effect for both incentives.===>Ovo se vezuje za vremensku vred-nost novca i psihološki efekat obe stimulacije.)
MATCH@E:(This is due to the time value of money and the psychological effect for both incentives.===>Ovo se vezuje za vremensku vrednost novca i psihološki efekat obe stimulacije. 4.)
MATCH@M:(Culture is measured using a personality approach based on direct value inference (Lenartowicz and Roth, 1999).===>Kulturu smo merili putem pristupa ličnosti na osnovu izračunavanja neposredne vrednosti (Lenartowitz i Roth, 1999).)
MATCH@E:(Culture: Culture is measured using a personality approach based on direct value inference (Lenartowicz and Roth, 1999).===>Kulturu smo merili putem pristupa ličnosti na osnovu izračunavanja neposredne vrednosti (Lenartowitz i Roth, 1999).)
MATCH@M:(It allows culture to be measured at the individual level and then aggregated to form groups at a chosen level for comparison.===>Ona omogućava da se kultura meri na individualnom nivou i da se onda stvori agregat i oforme grupe na nivou koji nam je potreban za poređenje.)
MATCH@E:(It allows culture to be measured at the individual level and then aggregated to form groups at a chosen level for comparison.===>Ona omogućava da se kultura meri na individualnom nivou i da se onda stvori agregat i oforme grupe na nivou koji nam je potreban za poređenje.)
MATCH@M:(This is appropriate as it recognizes that members of a society may not share the same cultural values and it allows different ethnic groups within one country to be analyzed.===>Ovo je dobro, pošto se prihvata da članovi društva ne moraju da imaju iste kulturne vrednosti, a omogućava i da se analiziraju različite etničke grupe u jednoj zemlji.)
MATCH@E:(This is appropriate as it recognizes that members of a society may not share the same cultural values (Au, 1999) and it allows different ethnic groups within one country to be analyzed.===>Ovo je dobro, pošto se prihvata da članovi društva ne moraju da imaju iste kulturne vrednosti (Au, 1999), a omogućava i da se analiziraju različite etničke grupe u jednoj zemlji.)
MATCH@M:(The CVSCALE has also been applied in cross-cultural research (Yoo and Donthu, 2002).===>Skala CVSCALE je prime-njena i u uporednim izučavanjima kultura (Yoo i Donthu, 2002).)
MATCH@E:(The CVSCALE has also been applied in cross-cultural research (Yoo and Donthu, 2002).===>Skala CVSCALE je primenjena i u uporednim izučavanjima kultura (Yoo i Donthu, 2002).)
MATCH@M:(Thus there is strong evidence to support the use of this scale.===>Stoga postoje pouzdani podaci koji potvrđuju ovu skalu.)
MATCH@E:(Thus there is strong evidence to support the use of this scale.===>Stoga postoje pouzdani podaci koji potvrđuju ovu skalu.)
MATCH@M:(There are various ways to define and measure the effectiveness of MI.===>Efektivnost MI može se definisa-ti i izmeriti na nekoliko načina.)
MATCH@E:(There are various ways to define and measure the effectiveness of MI.===>Efektivnost MI može se definisati i izmeriti na nekoliko načina.)
MATCH@M:(For the purpose of this study this includes measuring the effectiveness of MI by management usage of the incentive.===>Za potrebe ove studije merili smo efektivnost MI primenom stimulacija koje su u nadležnosti menadžera.)
MATCH@E:(For the purpose of this study this includes measuring the effectiveness of MI by management usage of the incentive.===>Za potrebe ove studije merili smo efektivnost MI primenom stimulacija koje su u nadležnosti menadžera.)
MATCH@M:(Therefore MI are measured by management’s decisions, which is a proxy for incentives volume.===>Stoga Su MI mere-ne odlukama menadžera, koje i određuju obim stimulacija.)
MATCH@E:(Therefore MI are measured by managements decisions, which is a proxy for incentives volume.===>Stoga Su MI mere ne odlukama menadžera, koje i određuju obim stimulacija.)
MATCH@M:(The effectiveness of MI is then determined by a comparison between the choice shares of incentive types across different decisions.===>Efektivnost MI stoga se određuje poređenjem između izbora tipova stimulacija širom čitavog spektra odluka.)
MATCH@E:(The effectiveness of MI is then determined by a comparison between the choice shares of incentive types across different decisions.===>Efektivnost MI stoga se određuje poređenjem između izbora tipova stimulacija širom čitavog spektra odluka.)
MATCH@M:(This is consistent with Chandon, Wansink and Laurent (2000).===>Ovaj zaključak se poklapa sa onim što tvrde Chandon, Wansink i Laurent (2000).)
MATCH@E:(This is consistent with Chandon, Wansink and Laurent (2000).===>Ovaj zaključak se poklapa sa onim što tvrde Chandon, Wansink i Laurent (2000).)
MATCH@M:(There are various ways to define and measure the effectiveness of piece work and profit distribution incentives.===>Postoji veliki broj načina da se definiše i izmeri efek-tivnost rada na komad i stimulacija u rasporedu profita.)
MATCH@E:(Piece work and Profit Distribution: There are various ways to define and measure the effectiveness of piece work and profit distribution incentives.===>Rad na komad i raspoređivanje profita: ~~~ Postoji veliki broj načina da se definiše i izmeri efektivnost rada na komad i stimulacija u rasporedu profita.)
MATCH@M:(The measures typically used are short-term measures, as both incentives are mostly used to produce shortterm effects.===>Tipične mere su kratkoročne mere, pošto stimulacije teže da proizvedu kratkoročne efekte.)
MATCH@E:(The measures typically used are short-term measures, as both incentives are mostly used to produce shortterm effects.===>Tipične mere su kratkoročne mere, pošto stimulacije teže da proizvedu kratkoročne efekte.)
MATCH@M:(For the purposes of this study, the effectiveness of this incentive is measured by profit percentage, which is a proxy for revenues volume.===>Za potrebe ove studije, efekat ove stimulacije meri se procentom profita, što odražava obim povračaja.)
MATCH@E:(For the purposes of this study, the effectiveness of this incentive is measured by profit percentage, which is a proxy for revenues volume.===>Za potrebe ove studije, efekat ove stimulacije meri se procentom profita, što odražava obim povraćaja.)
MATCH@M:(The effectiveness of piece work and profit distribution is then determined by a comparison between the choice shares of incentive across the industry.===>Efektivnost rada na komad i rasporeda profita u tom slučaju se određuje poređenjem između zastupljenosti izbora određenih stimulacija u toj grani privrede.)
MATCH@E:(The effectiveness of piece work and profit distribution is then determined by a comparison between the choice shares of incentive across the industry.===>Efektivnost rada na komad i rasporeda profita u tom slučaju se određuje poređenjem između zastupljenosti izbora određenih stimulacija u toj grani privrede.)
MATCH@M:(In testing the hypotheses, the data were analyzed at an ethnic level.===>Prilikom testiranja hipoteza analizirali smo podatke na etničkoj osnovi.)
MATCH@E:(In testing the hypotheses, the data were analyzed at an ethnic level.===>Prilikom testiranja hipoteza analizirali smo podatke na etničkoj osnovi.)
MATCH@M:(For the purpose of analysis, the upper median splits within each group on each cultural dimension are used.===>Za potrebe analize primenjena je podela gornje medijane u obe grupe u svakoj kulturnoj dimenziji.)
MATCH@E:(For the purpose of analysis, the upper median splits within each group on each cultural dimension are used.===>Za potrebe analize primenjena je podela gornje medijane u obe grupe u svakoj kulturnoj dimenziji.)
MATCH@M:(The choice share results for each ethnic group on each dimension are shown in Table (7).===>Rezultati zastupljenosti izbora za svaku etničku grupu prikazani su na tabeli 7.)
MATCH@E:(The choice share results for each ethnic group on each dimension are shown in Table (7).===>Rezultati zastupljenosti izbora za svaku etničku grupu prikazani su na tabeli 7.)
MATCH@M:(The results are reflective of the regression findings, in that financial incentives have a relatively higher choice share of monetary incentives than non-financial incentives.===>Rezultati pokazuju zaključke regresije tako što u finansijskim stimulacijama postoji relativno veča zastupljenost novčanih stimulacija u odnosu na ne-novčane.)
MATCH@E:(The results are reflective of the regression findings, in that financial incentives have a relatively higher choice share of monetary incentives than non-financial incentives.===>Rezultati pokazuju zaključke regresije tako što u finansijskim stimulacijama postoji relativno veća zastupljenost novčanih stimulacija u odnosu na ne-novčane.)
MATCH@M:(Another key result is that for each ethnic split, monetary incentives are preferred over non-monetary incentives across all preferences and for each preference type.===>Drugi ključni rezultat je da se više prihvataju novčane stimulacije nego ne-novčane u svim podelama i za svako opredelje-nje, u svakoj etničkoj grupi.)
MATCH@E:(Another key result is that for each ethnic split, monetary incentives are preferred over non-monetary incentives across all preferences and for each preference type.===>Drugi ključni rezultat je da se više prihvataju novčane stimulacije nego ne-novčane u svim podelama i za svako opredeljenje, u svakoj etničkoj grupi.)
MATCH@M:(The choice share results also provide a basis to evaluate the hypotheses.===>Rezultati o zastupljenosti izbora takođe predstavljaju osnov za procenu hipoteze.)
MATCH@E:(The choice share results also provide a basis to evaluate the hypotheses.===>Rezultati o zastupljenosti izbora takođe predstavljaju osnov za procenu hipoteze.)
MATCH@M:(As is evident in Table (7), there were no significant differences in the choice share between ethnic groups across all incentives.===>Kao što očigledno proizi-lazi iz tabele 7, između etničkih grupa nije bilo značajnih razlika u zastupljenosti izbora u bilo kojim stimulacijama.)
MATCH@E:(As is evident in Table (7), there were no significant differences in the choice share between ethnic groups across all incentives.===>Kao što očigledno proizilazi iz tabele 7, između etničkih grupa nije bilo značajnih razlika u zastupljenosti izbora u bilo kojim stimulacijama.)
MATCH@M:(Within incentive types, differences were found in only 2 out of the possible 10 cases.===>U okviru tipova stimulacija razlike su se pojavile samo u 2 od 10 mogučih slučajeva.)
MATCH@E:(Within incentive types, differences were found in only 2 out of the possible 10 cases.===>U okviru tipova stimulacija razlike su se pojavile samo u 2 od 10 mogućih slučajeva.)
MATCH@M:(Firstly, in the case of tangible incentives, low power distance Indians were found to have a higher preference for monetary incentives than higher power distance Egyptians (79% vs. 68%; p less than 0.05).===>Prvo, u slučaju materijalnih stimulacija, zaključeno je da se Indijci, koji imaju nizak prag distance od moči, više opredeljuju za novčane stimulacije nego Egipčani, kod kojih je ovaj prag visok (79% prema 68%; p manje od 0,05).)
MATCH@E:(Firstly, in the case of tangible incentives, low power distance Indians were found to have a higher preference for monetary incentives than higher power distance Egyptians (79% vs. 68%; p<0.05).===>Prvo, u slučaju materijalnih stimulacija, zaključeno je da se Indijci, koji imaju nizak prag distance od moći, više opredeljuju za novčane stimulacije nego Egipćani, kod kojih je ovaj prag visok (79% prema 68%; p<0,05).)
MATCH@M:(This is in line with the prediction of hypothesis.===>Ovo je u skladu sa predviđanjem hipoteze.)
MATCH@E:(This is in line with the prediction of hypothesis (1).===>Ovo je u skladu sa predviđanjem hipoteze (1).)
MATCH@M:(Secondly, in the case of intangible incentives, Feminine Indians were found to have a lower preference for monetary incentives than masculine Egyptians (80% vs. 89%; p less than 0.05).===>Drugo, u slučaju nematerijalnih stimulacija, feministički tip Indijaca su pokazali niži nivo opredeljenja za novčane stimulacije nego muževni tip Egipčana (80% prema 89%; p manje od 0,05).)
MATCH@E:(Secondly, in the case of intangible incentives, Feminine Indians were found to have a lower preference for monetary incentives than masculine Egyptians (80% vs. 89%; p<0.05). ~~~ This is consistent with hypothesis (4).===>Drugo, u slučaju nematerijalnih stimulacija, feministički tip Indijaca su pokazali niži nivo opredeljenja za novčane stimulacije nego muževni tip Egipćana (80% prema 89%; p<0,05).)
MATCH@M:(However, these were the only instances where differences were found.===>Ipak, ovo su samo oni slučajevi u kojima su uočene razlike.)
MATCH@E:(However, these were the only instances where differences were found.===>Ipak, ovo su samo oni slučajevi u kojima su uočene razlike.)
MATCH@M:(It is evident that, in general, there was no difference in the choice shares between ethnic groups across all incentives and incentive types, despite differences in cultural values.===>Očigledno je da između etničkih grupa, uopšteno govoreči, nije bilo razlike u zastupljenosti izbora u slučaju svih stimulacija i tipova stimulacija, uprkos razlikama u kulturnim vrednostima.)
MATCH@E:(It is evident that, in general, there was no difference in the choice shares between ethnic groups across all incentives and incentive types, despite differences in cultural values.===>Očigledno je da između etničkih grupa, uopšteno govoreći, nije bilo razlike u zastupljenosti izbora u slučaju svih stimulacija i tipova stimulacija, uprkos razlikama u kulturnim vrednostima.)
MATCH@M:(Thus, there is insufficient evidence to support the hypotheses of this study.===>Stoga nema dovoljno dokaza da bi hipoteze ove studije bile potvrđene.)
MATCH@E:(Thus, there is insufficient evidence to support the hypotheses of this study.===>Stoga nema dovoljno dokaza da bi hipoteze ove studije bile potvrđene.)
MATCH@M:(The results were confirmed with a quartile-split sample.===>Rezultati su potvrđeni i na uzorku koji je podeljen na četiri dela.)
MATCH@E:(The results were confirmed with a quartile-split sample.===>Rezultati su potvrđeni i na uzorku koji je podeljen na četiri dela.)
MATCH@M:(Although there was greater variance in the cultural values between ethnic groups, no significant differences in choice shares were observed for any of the cases.===>Iako su se tu pojavile veče varijacije u kulturnim vrednostima između ove dve etničke grupe, ni za jedan slučaj nisu uočene značajne razlike u zastupljenosti izbora.)
MATCH@E:(Although there was greater variance in the cultural values between ethnic groups, no significant differences in choice shares were observed for any of the cases.===>Iako su se tu pojavile veće varijacije u kulturnim vrednostima između ove dve etničke grupe, ni za jedan slučaj nisu uočene značajne razlike u zastupljenosti izbora.)
MATCH@M:(Key words: Virtual organization, organizational structure, develpment dynamics.===>Ključne reci: Virtualna organizacija, organizaciona struktura, dinamika razvoja.)
MATCH@E:(Key words: Virtual organization, organizational structure, develpment dynamics.===>Ljudi na visokim položajima ne treba da se druže sa ljudima na nižim položajima M4.)
BAD_LINE_=============================================================
BAD_LINE_M:Key words: Virtual organization, organizational structure, develpment dynamics.
BAD_LINE_M:Ključne reci: Virtualna organizacija, organizaciona struktura, dinamika razvoja.
BAD_LINE_E:Key words: Virtual organization, organizational structure, develpment dynamics.
BAD_LINE_E:Ljudi na visokim položajima ne treba da se druže sa ljudima na nižim položajima M4.
MATCH@M:(Virtual organization is an electronically linked network of individuals and organizations whose aim is to achieve mutual interests, sharing the risks and resources, but also the benefits from the results obtained.===>Virtualna organizacija je elektronski povezana mreža pojedinaca i organizacija sa ciljem ostvarivanja zajedničkih interesa, uz međusobnu podelu rizika i resursa, ali i koristi od postignutih rezultata.)
MATCH@E:(Introduction Virtual organization is an electronically linked network of individuals and organizations whose aim is to achieve mutual interests, sharing the risks and resources, but also the benefits from the results obtained.===>Uvod Virtualna organizacija je elektronski povezana mreža pojedinaca i organizacija sa ciljem ostvarivanja zajedničkih interesa, uz međusobnu podelu rizika i resursa, ali i koristi od postignutih rezultata.)
MATCH@M:(It functions as a temporary network of legally independent, but organizationally related entities, where each entity adds to the economic value to the final goal for the purpose of which the network is actually formed.===>Funkcioniše kao privremena mreža pravno nezavisnih, ali organizaciono povezanih entiteta, pri čemu svaki entitet dodaje ekonomsku vrednost konačnom cilju zbog koga je mreža i formirana.)
MATCH@E:(It functions as a temporary network of legally independent, but organizationally related entities, where each entity adds to the economic value to the final goal for the purpose of which the network is actually formed.===>Funkcioniše kao privremena mreža pravno nezavisnih, ali organizaciono povezanih entiteta, pri čemu svaki entitet dodaje ekonomsku vrednost konačnom cilju zbog koga je mreža i formirana.)
MATCH@M:(Connecting into a virtual network, the members of the virtual organization help reduce the complexity and uncertainty of the environment, acting together as a unique organization.===>Povezivanjem u virtualnu mrežu, članovi virtualne organizacije smanjuju kompleksnost i nepredvidljivost okru-ženja, pri čemu oni zajedno deluju kao jedinstvena organizacija.)
MATCH@E:(Connecting into a virtual network, the members of the virtual organization help reduce the complexity and uncertainty of the environment, acting together as a unique organization.===>Povezivanjem u virtualnu mrežu, članovi virtualne organizacije smanjuju kompleksnost i nepredvidljivost okru-ženja, pri čemu oni zajedno deluju kao jedinstvena organizacija.)
MATCH@M:(The logics that underlines the emergence and development of virtual organizations is founded in the idea that the survival in an ever more fierce competition on the global market largely depends on the organizations’ ability to clearly define their core competences and cooperate with a large number of other organizations of complementary competences, in order that they should mutually succeed in accomplishing the goals set before them in most effective and efficient ways.===>Logika koja prati nastanak i razvoj virtualnih organizacija se temelji na ideji da opstanak u sve oštrijoj konkurenciji na globalnom tržištu u velikoj meri zavisi od sposobnosti organizacija da jasno definišu svoja jezgra kompetencija i ostvare koope-raciju sa većim brojem drugih organi-zacija koje poseduju komplementarne kompetencije, kako bi zajedno uspele da na efektivan i efikasan način ostvare ciljeve koji se pred njih postavljaju.)
MATCH@E:(The logics that underlines the emergence and development of virtual organizations is founded in the idea that the survival in an ever more fierce competition on the global market largely depends on the organizations ability to clearly define their core competences and cooperate with a large number of other organizations of complementary competences, in order that they should mutually succeed in accomplishing the goals set before them in most effective and efficient ways. ~~~ 2.===>Logika koja prati nastanak i razvoj virtualnih organizacija se temelji na ideji da opstanak u sve oštrijoj konkurenciji na globalnom tržištu u velikoj meri zavisi od sposobnosti organizacija da jasno definišu svoja jezgra kompetencija i ostvare koope-raciju sa većim brojem drugih organi-zacija koje poseduju komplementarne kompetencije, kako bi zajedno uspele da na efektivan i efikasan način ostvare ciljeve koji se pred njih postavljaju. 2.)
MATCH@M:(Within an organization there are only efforts and costs borne.===>Unutar jedne organizacije su samo uloženi napori i troškovi.)
MATCH@E:(Within an organization there are only efforts and costs borne.===>Unutar jedne organizacije su samo uloženi napori i troškovi.)
MATCH@M:(The results are outside.===>Svi rezultati su spolja.)
MATCH@E:(The results are outside.===>Svi rezultati su spolja.)
MATCH@M:(All members of the virtual network must be entirely marketing oriented, that is, they are to monitor the changes on the market and in other segments of the environment so as to be capable of permanently reviewing and improving the competences on which they base their competitive advantages.===>Svi članovi virtualne mreže moraju u potpunosti da budu marketinški orijentisani, odnosno da prate promene koje se odigravaju na tržištu i u drugim segmentima okruženja, kako bi bili u stanju da permanentno preispituju i unapređuju kompetencije na kojima baziraju svoje kompetitivne prednosti.)
MATCH@E:(All members of the virtual network must be entirely marketing oriented, that is, they are to monitor the changes on the market and in other segments of the environment so as to be capable of permanently reviewing and improving the competences on which they base their competitive advantages.===>Svi članovi virtualne mreže moraju u potpunosti da budu marketinški orijentisani, odnosno da prate promene koje se odigravaju na tržištu i u drugim segmentima okruženja, kako bi bili u stanju da permanentno preispituju i unapređuju kompetencije na kojima baziraju svoje kompetitivne prednosti.)
MATCH@M:(Besides the abovementioned premise which is the basic precondition an organization must satisfy in order to be an eligible candidate for a virtual network member, it is possible to identify several other characteristics of virtual organizations.===>Pored navedene premise kao osnovnog uslova koji svaka organizacija mora da zadovolji, kako bi bila pogodan kandidat za člana virtualne mreže, moguće je identifikovati i nekoliko osnovnih karakteristika virtualnih organizacija.)
MATCH@E:(Besides the abovementioned premise which is the basic precondition an organization must satisfy in order to be an eligible candidate for a virtual network member, it is possible to identify several other characteristics of virtual organizations.===>Pored navedene premise kao osnovnog uslova koji svaka organizacija mora da zadovolji, kako bi bila pogodan kandidat za člana virtualne mreže, moguće je identifikovati i nekoliko osnovnih karakteristika vir tualnih organizacija.)
MATCH@M:(These are: a mutual goal, adding economic value, a moduled organizational structure, heterogeneity of network members, cooperation, and switching.===>U pitanju su: postojanje zajedničkog cilja, dodavanje ekono-mske vrednosti, modu-larnost organiza-cione strukture, heterogenost članova mreže, kooperacija i switching.)
MATCH@E:(These are: a mutual goal, adding economic value, a moduled organizational structure, heterogeneity of network members, cooperation, and switching.===>U pitanju su: postojanje zajedničkog cilja, dodavanje ekono-mske vrednosti, modularnost organiza-cione strukture, heterogenost članova mreže, kooperacija i switching.)
MATCH@M:(The mutual goal is the basic goal any prospective member must achieve.===>Postojanje zajedničkog cilja je osnovni uslov koji treba da ispune svi potencijalni članovi virtualne mreže.)
MATCH@E:(The mutual goal is the basic goal any prospective member must achieve.===>Postojanje zajedničkog cilja je osnovni uslov koji treba da ispune svi potencijalni članovi virtualne mreže.)
MATCH@M:(In order that an organization may become a member of a virtual organization, it has to identify its own interests within the interests of the goals of the project for which the network is formed.===>Da bi neka organizacija postala član virtualne organizacije, ona mora da pronađe sopstvene interese u interesima ciljeva projekta zbog koga se mreža formira.)
MATCH@E:(In order that an organization may become a member of a virtual organization, it has to identify its own interests within the interests of the goals of the project for which the network is formed.===>Da bi neka organizacija postala član virtualne organizacije, ona mora da pronađe sopstvene interese u interesima ciljeva projekta zbog koga se mreža formira.)
MATCH@M:(In other words, it is necessary that there be a certain extent of goal integration on the virtual organization level and the goals of each of its members respectively.===>Drugim rečima, neophodno je da postoji određeni nivo integracije ciljeva na nivou virtualne organizacije i ciljeva svake njene članice posebno.)
MATCH@E:(In other words, it is necessary that there be a certain extent of goal integration on the virtual organization level and the goals of each of its members respectively.===>Drugim rečima, neophodno je da postoji određeni nivo integracije ciljeva na nivou virtualne organizacije i ciljeva svake njene članice posebno.)
MATCH@M:(Adding economic value is a basic principle on the basis of which the broker selects the network members.===>Dodavanje ekonomske vrednosti je osnovni princip na osnovu koga broker bira članove mreže.)
MATCH@E:(Adding economic value is a basic principle on the basis of which the broker selects the network members.===>Dodavanje ekonomske vrednosti je osnovni princip na osnovu koga broker bira članove mreže.)
MATCH@M:(Each member must at any moment act as a link that adds economic value to the overall goal (for the purpose of which the network is designed) on the basis of its own core competence, otherwise its presence in the network fails to be economically justified.===>Svaki član virtualne mreže u svakom trenutku mora da predstavlja kariku koja dodaje ekonomsku vrednost ukupnom cilju (zbog koga je mreža i oformljena) na bazi sopstvenog jezgra kompetencija, jer u suprotnom slučaju njegovo postojanje u mreži postaje ekonomski neopravdano.)
MATCH@E:(Each member must at any moment act as a link that adds economic value to the overall goal (for the purpose of which the network is designed) on the basis of its own core competence, otherwise its presence in the network fails to be economically justified.===>Svaki član virtualne mreže u svakom trenutku mora da predstavlja kariku koja dodaje ekonomsku vrednost ukupnom cilju (zbog koga je mreža i oformljena) na bazi sopstvenog jezgra kompetencija, jer u suprotnom slučaju njegovo postojanje u mreži postaje ekonomski neopravdano.)
MATCH@M:(The moduled structure is the extent to which a virtual organization, based on customer oriented integrated processes, is composed of relatively small units that can be managed (modules).===>Modularnost je stepen u kom je virtualna organizacija, bazirana na integrisanim procesima orjentisanim na kupca, sastavljena od relativno malih jedinica, kojima se može upravljati (modula).)
MATCH@E:(The moduled structure is the extent to which a virtual organization, based on customer oriented integrated processes, is composed of relatively small units that can be managed (modules).===>Modularnost je stepen u kom je virtualna organizacija, bazirana na integrisanim procesima orjentisanim na kupca, sastavljena od relativno malih jedinica, kojima se može upravljati (modula).)
MATCH@M:(These units are distinguished according to their competence and their responsibilities for decentralised decision making.===>Te jedinice su karakteristične po kompetenciji i odgovornostima de-centra-lizovanog donošenja odluka.)
MATCH@E:(These units are distinguished according to their competence and their responsibilities for decentralised decision making Š12Ë.===>Te jedinice su karakteristične po kompetenciji i odgovornostima decentra-lizovanog donošenja odluka Š12Ë.)
MATCH@M:(The moduled organizational structure enables the virtual organization to change its structure (in terms of network members) presently, depending on the conditions in the environment.===>Modularnost organizacione strukture omogućava virtualnoj organizaciji da u kratkom vremenskom periodu izmeni sopstvenu strukturu (u smislu članova mreže) u zavisnosti od uslova u okruženju.)
MATCH@E:(The moduled organizational structure enables the virtual organization to change its structure (in terms of network members) presently, depending on the conditions in the environment.===>Modularnost organizacione strukture omogućava virtualnoj organizaciji da u kratkom vremenskom periodu izmeni sopstvenu strukturu (u smislu članova mreže) u zavisnosti od uslova u okruženju.)
MATCH@M:(Heterogeneity of the network members results from the need that the network members have different, but complementary core competences (moderate heterogeneity).===>Heterogenost članova mreže proizilazi iz potrebe da članovi virtualne mreže poseduju različita, ali komplementarna jezgra kompetencija (umerena hetero-genost).)
MATCH@E:(Heterogeneity of the network members results from the need that the network members have different, but complementary core competences (moderate heterogeneity).===>Heterogenost članova mreže proizilazi iz potrebe da članovi virtualne mreže poseduju različita, ali komplementarna jezgra kompetencija (umerena hetero-genost).)
MATCH@M:(The geographical dispersity of virtual organizations results in virtual organization members being culturally heterogeneous too.===>Prostorna raspršenost virtu-alnih organizacija dovodi do toga da su članovi virtualne organizacije i kultu-rno heterogeni.)
MATCH@E:(The geographical dispersity of virtual organizations results in virtual organization members being culturally heterogeneous too.===>Prostorna raspršenost virtu-alnih organizacija dovodi do toga da su članovi virtualne organizacije i kultu-rno heterogeni.)
MATCH@M:(Since the virtual organization is a network of small and medium organizations, they are forced to cooperate to carry out the projects which would never be realized without their cooperation.===>S obzirom da je virtualna organizacija obično mreža malih organizacija i organizacija srednje veličine, one su prinuđene da sarađuju da bi realizovale projekte, koji ne bi bili ostvarivi bez njihove kooperacije.)
MATCH@E:(Since the virtual organization is a network of small and medium organizations, they are forced to cooperate to carry out the projects which would never be realized without their cooperation.===>S obzirom da je virtualna organizacija obično mreža malih organizacija i organizacija srednje veličine, one su prinuđene da sarađuju da bi realizovale projekte, koji ne bi bili ostvarivi bez njihove kooperacije.)
MATCH@M:(The virtual organization members make such a partnership with an aim to create a “virtual size“, simultaneously trying to render the flexibility of their small organizations.===>Članovi virtualne organizacije žele partnerstvom da stvore “virtualnu veličinu”, ali u isto vreme nastoje da sačuvaju fleksibilnost njihovih malih organizacija.)
MATCH@E:(The virtual organization members make such a partnership with an aim to create a virtual size, simultaneously trying to render the flexibility of their small organizations.===>Članovi virtualne organizacije žele partnerstvom da stvore virtualnu veličinu, ali u isto vreme nastoje da sačuvaju fleksibilnost njihovih malih organizacija.)
MATCH@M:(The model of cooperation may vary from ordinary contracts on delivering services or trading certain products, to forming strategic alliances.===>Model kooperacije može da varira od običnih ugovora o pružanju usluga ili kupopro-daji određenih proizvoda, pa sve do formiranja strateških alijansi.)
MATCH@E:(The model of cooperation may vary from ordinary contracts on delivering services or trading certain products, to forming strategic alliances.===>Model kooperacije može da varira od običnih ugovora o pružanju usluga ili kupopro-daji određenih proizvoda, pa sve do formiranja strateških alijansi.)
MATCH@M:(Regardless of the model of cooperation applied, each network member must dispose of a satisfactory level of ICT facilities and competence so that they should successfully overcome the spatial and time differences in comparison with other network members.===>Bez obzira na primenjeni model kooperaci-je, svaki član mreže mora da poseduje zadovoljavajući nivo ICT opremljenosti i kompetentnosti, kako bi uspešno premostio prostorne i vremenske razlike u odnosu na druge članove mreže.)
MATCH@E:(Regardless of the model of cooperation applied, each network member must dispose of a satisfactory level of ICT facilities and competence so that they should successfully overcome the spatial and time differences in comparison with other network members Š10Ë.===>Bez obzira na primenjeni model kooperaci-je, svaki član mreže mora da poseduje zadovoljavajući nivo ICT opremljenosti i kompetentnosti, kako bi uspešno premostio prostorne i vremenske razlike u odnosu na druge članove mreže Š10Ë.)
MATCH@M:(The principle of switching means a flexible (recombination of individual competencies to form projects on an ad-hoc basis, which allows for the virtual organization to adapt to changeable market conditions.===>Princip switching-a podrazumeva fleksibilnu (re)kom-binaciju individu-alnih kompetencija da bi se formirali projekti na ad-hoc bazi, što omoguća-va virtualnoj organizaciji da se adaptira na promenljive tržišne uslove.)
MATCH@E:(The principle of switching means a flexible (re)combination of individual competencies to form projects on an ad-hoc basis, which allows for the virtual organization to adapt to changeable market conditions Š8Ë. 3.===>Princip switching-a podrazumeva fleksibilnu (re)kombinaciju individu-alnih kompetencija da bi se formirali projekti na ad-hoc bazi, što omoguća-va virtualnoj organizaciji da se adaptira na promenljive tržišne uslove Š8Ë. ~~~ Slika br. 1.)
MATCH@M:(In the conditions of discontinued environment, the organizational structure should have a high level of differentiation.===>U uslovima diskontinualnog okruženja organizaciona struktura treba da poseduje visok nivo diferencijacije.)
MATCH@E:(Virtual organization structure In the conditions of discontinued environment, the organizational structure should have a high level of differentiation.===>Struktura virtualnih organizacija U uslovima diskontinualnog okruženja organizaciona struktura treba da poseduje visok nivo diferencijacije.)
MATCH@M:(Dispersed organizational components should be composed of executors to whom a high level of authority and responsibility is delegated, so that they should be in a position to make the majority of decisions “on the spot“, that is, that they should be able to promptly respond to the environmental changes the frequency of which is increasing. In the conditions of fast changes it is necassary that the decision making process is as close as possible to the execution process.===>Raspršene organizacione komponente treba da budu sastavljene od izvršilaca kojima je delegiran visok nivo ovla-šćenja i odgovornosti, kako bi mogli da donose većinu odluka na ”licu mesta”, odnosno kako bi bili u stanju da vrlo brzo odgovore na promene u okruženju čija je frekvencija sve veća. U uslovima brzih promena, neophodno je da se proces odlučivanja u što većoj meri približi procesu izvršavanja.)
MATCH@E:(Dispersed organizational components should be composed of executors to whom a high level of authority and responsibility is delegated, so that they should be in a position to make the majority of decisions on the spot, that is, that they should be able to promptly respond to the environmental changes the frequency of which is increasing.===>Raspršene organizacione komponente treba da budu sastavljene od izvršilaca kojima je delegiran visok nivo ovla-šćenja i odgovornosti, kako bi mogli da donose većinu odluka na licu mesta, odnosno kako bi bili u stanju da vrlo brzo odgovore na promene u okruženju čija je frekvencija sve veća.)
MATCH@M:(This, of course, must be followed with a greater extent of organizational integration, i.e., with a highly efficient coordination system which will allow for all the employees to jointly act in a synchronised way towards achieving the set goals [3].===>Ovo naravno mora biti ispraćeno i većim stepenom organizacione integracije, odnosno kroz veoma efikasan sistem koordinacije, koji će omogućiti da svi zaposleni zajedno deluju na sinhro-nizovan način prema ostvarenju po-sta-vljenih ciljeva.)
MATCH@E:(This, of course, must be followed with a greater extent of organizational integration, i.e., with a highly efficient coordination system which will allow for all the employees to jointly act in a synchronised way towards achieving the set goals Š3Ë. Virtual organizations absolutely support such a logics of functioning.===>Ovo naravno mora biti ispraćeno i većim stepenom organizacione integracije, odnosno kroz veoma efikasan sistem koordinacije, koji će omogućiti da svi zaposleni zajedno deluju na sinhro-nizovan način prema ostvarenju posta-vljenih ciljeva Š3Ë. ~~~ Virtualne organiza-cije u potpunosti podržavaju ovu logiku funkcionisanja.)
MATCH@M:(The virtual organization structure is flat, highly decentralised and spatially dispersed, with a strong coordination mechanisms in the form of mutual harmonization and the output standardization.===>Struktura u virtualnim organizacijama je ravna, visoko decen-tralizovana i prostorno raspršena, sa jakim koordinacionim mehanizmima u formi međusobnog usaglaša-vanja i standardizacije izlaza.)
MATCH@E:(The virtual organization structure is flat, highly decentralised and spatially dispersed, with a strong coordination mechanisms in the form of mutual harmonization and the output standardization.===>Struktura u virtualnim organizacijama je ravna, visoko decentralizovana i prostorno raspršena, sa jakim koordinacionim mehanizmima u formi međusobnog usaglašavanja i standardizacije izlaza.)
MATCH@M:(Interorganizational specialization and labour division in virtual organizations and the ad-hoc configuration of project networks implies that organizations have to manage quickly through cooperation in order that they should integrate the competences of their employees in mutual projects.===>Interorganizaciona specijalizacija i podela rada u virtualnim organizaci-jama i ad hoc konfiguracija mreža projekata implicira da organizacije moraju brzo da upravljaju sarađujući da bi integrisale sposobnosti svojih zaposlenih u zajedničkim projektima.)
MATCH@E:(Interorganizational specialization and labour division in virtual organizations and the ad-hoc configuration of project networks implies that organizations have to manage quickly through cooperation in order that they should integrate the competences of their employees in mutual projects.===>Interorganizaciona specijalizacija i podela rada u virtualnim organizaci-jama i ad hoc konfiguracija mreža projekata implicira da organizacije moraju brzo da upravljaju sarađujući da bi integrisale sposobnosti svojih zaposlenih u zajedničkim projektima.)
MATCH@M:(In order to achieve that, they need a flat organizational structure that provides a higher level of flexibility due to the vertical flow of information being reduced.===>Da bi to postigle neophodna je ravna organizaciona struktura, koja obezbe-đuje veći stepen fleksibilnosti usled smanjenja vertikalnog protoka info-rmacija.)
MATCH@E:(In order to achieve that, they need a flat organizational structure that provides a higher level of flexibility due to the vertical flow of information being reduced.===>Da bi to postigle neophodna je ravna organizaciona struktura, koja obezbe-đuje veći stepen fleksibilnosti usled smanjenja vertikalnog protoka info-rmacija.)
MATCH@M:(The flat organizational structure allows that each virtual network member be allotted a clearly defined process or part of process it will be responsible for, and that the overall project be designed on a process basis (which is not frequent in traditional organizations).===>Ravna organizaciona struktura omogu-čava da svakom članu virtualne mreže bude dodeljen jasno defi-nisan proces ili deo procesa za koji če biti odgovoran, kao i da celokupan proje-kat bude koncipiran na procesnoj osnovi (što često nije slučaj u tradici-onalnim organizacijama).)
MATCH@E:(Organizational structure: a) as part of business process; b) environmental to business process Š7Ë. ~~~ The flat organizational structure allows that each virtual network member be allotted a clearly defined process or part of process it will be responsible for, and that the overall project be designed on a process basis (which is not frequent in traditional organizations).===>Ravna organizaciona struktura omogu-ćava da svakom članu virtualne mreže bude dodeljen jasno definisan proces ili deo procesa za koji će biti odgovoran, kao i da celokupan proje-kat bude koncipiran na procesnoj osnovi (što često nije slučaj u tradici-onalnim organizacijama).)
MATCH@M:(A high level of decentralization grants all the virtual network members an adequate level of autonomy in decision making, thus enhancing the overall decision making process.===>Visok stepen decentralizacije obezbe-đuje adekvatan nivo autonomije u odlučivanju svim članovima virtualne mreže, čime se pospešuje ukupan proces odlučivanja.)
MATCH@E:(A high level of decentralization grants all the virtual network members an adequate level of autonomy in decision making, thus enhancing the overall decision making process.===>Visok stepen decentralizacije obezbe-đuje adekvatan nivo autonomije u odlučivanju svim članovima virtualne mreže, čime se pospešuje ukupan proces odlučivanja.)
MATCH@M:(Of course, each member’s decision making activity is subject to concrete limitations that are contracted with the network broker.===>Naravno, odlučiva-nje svakog člana mreže pod-leže konkretnim ograničenjima koja su ugovorena sa brokerom mreže.)
MATCH@E:(Of course, each members decision making activity is subject to concrete limitations that are contracted with the network broker.===>Naravno, odlučiva-nje svakog člana mreže podleže konkretnim ograničenjima koja su ugovorena sa brokerom mreže.)
MATCH@M:(Virtual organizations are departmentalized to a small or to no extent at all.===>Virtualne organizacije su malo ili nimalo departmen-talizovane.)
MATCH@E:(Virtual organizations are departmentalized to a small or to no extent at all Š9Ë.===>Virtualne organizacije su malo ili nimalo departmentalizovane Š9Ë.)
MATCH@M:(They are characterised by project oriented ad-hoc team creation.===>Za njih je karakteristično projektno or-jentisano ad- hoc formiranje timova.)
MATCH@E:(They are characterised by project oriented ad-hoc team creation.===>Za njih je karakteristično projektno orjentisano ad- hoc formiranje timova.)
MATCH@M:(Coordination is mainly effected by way of mutual coordination and output standardization.===>Koordinacija se pretežno odvija putem međusobnog usaglašavanja i standardi-zacije izlaza.)
MATCH@E:(Coordination is mainly effected by way of mutual coordination and output standardization.===>Koordinacija se pretežno odvija putem međusobnog usaglašavanja i standardi-zacije izlaza.)
MATCH@M:(Mutual coordination is carried out by way of modern communication technologies, as well as in the form of implicit coordination via data basis, where two or more organizational entities have access to the same data base.===>Međusobno usaglašava-nje se realizuje uz pomoč savremenih komunikacionih tehnologija i u formi implicitne koordinacije putem baze podataka, kod koje dva ili više organizacionih entiteta imaju pristup istoj bazi podataka.)
MATCH@E:(Mutual coordination is carried out by way of modern communication technologies, as well as in the form of implicit coordination via data basis, where two or more organizational entities have access to the same data base Š4Ë.===>Međusobno usaglašava-nje se realizuje uz pomoć savremenih komunikacionih tehnologija i u formi implicitne koordinacije putem baze podataka, kod koje dva ili više organizacionih entiteta imaju pristup istoj bazi podataka Š4Ë.)
MATCH@M:(The output standardization is achieved through contracts concluded among the network members and through various forms of specification.===>Standardizacija izlaza se realizuje kroz ugovore između članica mreže i različite oblike specifikacija.)
MATCH@E:(The output standardization is achieved through contracts concluded among the network members and through various forms of specification.===>Standardizacija izlaza se realizuje kroz ugovore između članica mreže i različite oblike specifikacija.)
MATCH@M:(A dispersed organizational structure allows for the work on the projects in virtual organizations to run without halts, in accordance with the time zones.===>Raspršena organizaciona struktura omogučava da se u virtualnim organizacijama rad na projektima odvija bez prestanka, u skladu sa vremenskim zonama.)
MATCH@E:(A dispersed organizational structure allows for the work on the projects in virtual organizations to run without halts, in accordance with the time zones.===>Raspršena organizaciona struktura omogućava da se u virtualnim organizacijama rad na projektima odvija bez prestanka, u skladu sa vremenskim zonama.)
MATCH@M:(When the organization members situated at one end of the planet finish their work day, for the network members on the other end it has just begun.===>Kada članovi organizacije koji se nalaze na jednom kraju planete završe radni dan, on tek počinje za članove mreže koji se nalaze na njenom drugom kraju.)
MATCH@E:(When the organization members situated at one end of the planet finish their work day, for the network members on the other end it has just begun.===>Kada članovi organizacije koji se nalaze na jednom kraju planete završe radni dan, on tek počinje za članove mreže koji se nalaze na njenom drugom kraju.)
MATCH@M:(This type of work means a maximum time saving, thus enhancing the efficiency of work on the projects under way.===>Na ovaj način se obezbeđuje maksimalna ušteda vremena, čime se pospešuje efikasnost rada na preuzetim projekti-ma.)
MATCH@E:(This type of work means a maximum time saving, thus enhancing the efficiency of work on the projects under way. ~~~ 4.===>Na ovaj način se obezbeđuje maksimalna ušteda vremena, čime se pospešuje efikasnost rada na preuzetim projekti-ma. 4.)
MATCH@M:(Figure 2: Conceptual model of virtual organizations design and implementation.===>Slika br. 2: Konceptualni model dizajna i implementacije virtualnih organizacija.)
MATCH@E:(Conceptual model of virtual organizations design and implementation Š6Ë.===>Konceptualni model dizajna i implementacije virtualnih organizacija Š6Ë. @ivotni ciklus virtualnih organizacija se može opisati kroz četiri faze: identifikacija poslova u okruženju, formiranje mreže, realizacija projekta i rasformiranje mreže Š11Ë.)
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BAD_LINE_M:Figure 2: Conceptual model of virtual organizations design and implementation.
BAD_LINE_M:Slika br. 2: Konceptualni model dizajna i implementacije virtualnih organizacija.
BAD_LINE_E:Conceptual model of virtual organizations design and implementation Š6Ë.
BAD_LINE_E:Konceptualni model dizajna i implementacije virtualnih organizacija Š6Ë. @ivotni ciklus virtualnih organizacija se može opisati kroz četiri faze: identifikacija poslova u okruženju, formiranje mreže, realizacija projekta i rasformiranje mreže Š11Ë.
MATCH@M:(The processes of change in the virtual organization related to the network design, dynamic business restructuring, and creating new business opportunities or dynamic competition (Figure 2).===>Procesi promene u virtualnoj organi-zaciji se odnose na dizajn mreže, restrukturiranje dinamičkog poslovanja, i stvaranje novih poslovnih šansi ili dinamičke konkurencije (Slika br. 2).)
MATCH@E:(The processes of change in the virtual organization related to the network design, dynamic business restructuring, and creating new business opportunities or dynamic competition (Figure 2).===>Procesi promene u virtualnoj organi-zaciji se odnose na dizajn mreže, restrukturiranje dinamičkog poslovanja, i stvaranje novih poslovnih šansi ili dinamičke konkurencije (Slika br. 2).)
MATCH@M:(On the basis of the possibilities of market absorption identification, the organization selects the task (job) it wishes to execute.===>Na osnovu identifikova-nih mogućnosti tržišne apsorpcije, ali i sopstvenih mogućnosti, organizacija vrši selekciju posla koji želi da realizuje.)
MATCH@E:(On the basis of the possibilities of market absorption identification, the organization selects the task (job) it wishes to execute.===>Na osnovu identifikova-nih mogućnosti tržišne apsorpcije, ali i sopstvenih mogućnosti, organizacija vrši selekciju posla koji želi da realizuje.)
MATCH@M:(Network building is manifested through the identification and then the selection of members that will participate in the virtual network (at this moment the organization begins to act as a virtual network broker), so that in the end the network should be shaped by defining the position and role of each member of the network, tasks they are to accomplish, standards of their realization as well as their rights and liabilities during the project execution.===>Formiranje mreže se manifestuje kroz identifikaciju, a zatim i odabir članova koji će učestvovati u virtualnoj mreži (u ovom trenutku organizacija počinje da deluje kao broker virtualne mreže), da bi se na kraju mreža uobličila definisanjem položaja i uloge svakog člana mreže, zadacima koje treba da ostvare, standardima njihove realiza-cije, kao i njihovih prava i obaveza u toku realizacije projekta.)
MATCH@E:(Network building is manifested through the identification and then the selection of members that will participate in the virtual network (at this moment the organization begins to act as a virtual network broker), so that in the end the network should be shaped by defining the position and role of each member of the network, tasks they are to accomplish, standards of their realization as well as their rights and liabilities during the project execution.===>Formiranje mreže se manifestuje kroz identifikaciju, a zatim i odabir članova koji će učestvovati u virtualnoj mreži (u ovom trenutku organizacija počinje da deluje kao broker virtualne mreže), da bi se na kraju mreža uobličila definisanjem položaja i uloge svakog člana mreže, zadacima koje treba da ostvare, standardima njihove realiza-cije, kao i njihovih prava i obaveza u toku realizacije projekta.)
MATCH@M:(The organization wishing to set up a virtual network (broker) must first analyse the project before it.===>Organizacija koja želi da osnuje virtualnu mrežu (broker) prvo mora da analizira pro-jekat koji je pred nju postavljen.)
MATCH@E:(The organization wishing to set up a virtual network (broker) must first analyse the project before it.===>Organizacija koja želi da osnuje virtualnu mrežu (broker) prvo mora da analizira projekat koji je pred nju postavljen.)
MATCH@M:(Having decided, on the basis of the analyses carried out, which jobs must be performed in order that the project be executed efficiently, the organization builds a network.===>Kada na osnovu izvršenih analiza utvrdi koji se poslovi moraju obaviti kako bi se projekat uspešno realizovao, na redu je formiranje mreže. Članovi mreže se biraju na osnovu kompe-te-ncija koje poseduju.)
MATCH@E:(Having decided, on the basis of the analyses carried out, which jobs must be performed in order that the project be executed efficiently, the organization builds a network.===>Kada na osnovu izvršenih analiza utvrdi koji se poslovi moraju obaviti kako bi se projekat uspešno realizovao, na redu je formiranje mreže. ~~~ Članovi mreže se biraju na osnovu kompete-ncija koje poseduju.)
MATCH@M:(We propose introducing coordination roles as an adequate form of managing business operations in the virtual organization.===>Kao odgovarajući način za upravljanje poslovanjem u virtualnim organizaci-jama predlaže se uvođenje ko-ordinaci-onih uloga.)
MATCH@E:(We propose introducing coordination roles as an adequate form of managing business operations in the virtual organization Š3Ë.===>)
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BAD_LINE_M:We propose introducing coordination roles as an adequate form of managing business operations in the virtual organization.
BAD_LINE_M:Kao odgovarajući način za upravljanje poslovanjem u virtualnim organizaci-jama predlaže se uvođenje ko-ordinaci-onih uloga.
BAD_LINE_E:We propose introducing coordination roles as an adequate form of managing business operations in the virtual organization Š3Ë.
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MATCH@M:(The essential difference between the virtual organization concept and the traditional concepts is that the former incorporates the change into the organizational design, while in the traditional concepts the change is the force frustrating organizational processes.===>Suštinska razlika koncepta virtualne organizacije u odnosu na tradicionalne koncepte je što on inkorporira promenu u organizaioni dizajn, dok je u tradicionalnijim konceptima promena sila koja frustrira orga-nizaicone procese.)
MATCH@E:(Conclusion The essential difference between the virtual organization concept and the traditional concepts is that the former incorporates the change into the organizational design, while in the traditional concepts the change is the force frustrating organizational processes.===>Zaključak Suštinska razlika koncepta virtualne organizacije u odnosu na tradicionalne koncepte je što on inkorporira promenu u organizaioni dizajn, dok je u tradi-cionalnijim konceptima promena sila koja frustrira organizaicone procese.)
MATCH@M:(The advantage of virtual organizations is that they allow for a maximum flexibility, while simultaneously concentrating upon the best practices of the organization.===>Prednost virtualnih organizacija je što obezbeđuju maksimum fleksibilnosti, dok se u isto vreme koncen-trišu na ono što organizacija radi najbolje.)
MATCH@E:(The advantage of virtual organizations is that they allow for a maximum flexibility, while simultaneously concentrating upon the best practices of the organization.===>Prednost virtualnih organizacija je što obezbeđuju maksimum fleksibilnosti, dok se u isto vreme koncentrišu na ono što organizacija radi najbolje.)
MATCH@M:(The analysis of modern literature has shown that, generally, two perspectives may be identified: a structural and a process perspectives.===>Analiza savremene literature pokazuje da, uopšteno, mogu biti identifikovane dve perspektive: strukturna i procesna.)
MATCH@E:(The analysis of modern literature has shown that, generally, two perspectives may be identified: a structural and a process perspectives.===>Analiza savremene literature pokazuje da, uopšteno, mogu biti identifikovane dve perspektive: strukturna i procesna.)
MATCH@M:(The former defines the virtual organization in terms of characteristics of elements and relationships within the virtual organization.===>Prva definiše virtualnu organizaciju u smislu karakteristika elemenata i odnosa u okviru virtualne organizacije.)
MATCH@E:(The former defines the virtual organization in terms of characteristics of elements and relationships within the virtual organization.===>Prva definiše virtualnu organizaciju u smislu karakteristika elemenata i odnosa u okviru virtualne organizacije.)
MATCH@M:(The latter focuses upon the change process.===>Potonja se forkusira na proces promene.)
MATCH@E:(The latter focuses upon the change process.===>Potonja se forkusira na proces promene.)
MATCH@M:(Our aim in this paper has been to highlight the need for a holistic approach to virtual organization, which would allow for the management of the virtual organization to gain a better insight into how the virtual organization can be created in a dynamic business environment and thus be more successful.===>Cilj ovog rada je bio da uka-že na potrebu sveobuhvatnog pristupa virtualnim organizacijama, koji bi pružio menadžmentu virtualne organi-zacije veći uvid u to kako da organizuje virtualnu organizaciju u dinamičkom poslovnom okruženju i na taj način ostvari veći uspeh.)
MATCH@E:(Our aim in this paper has been to highlight the need for a holistic approach to virtual organization, which would allow for the management of the virtual organization to gain a better insight into how the virtual organization can be created in a dynamic business environment and thus be more successful.===>Cilj ovog rada je bio da uka-že na potrebu sveobuhvatnog pristupa virtualnim organizacijama, koji bi pružio menadžmentu virtualne organi-zacije veći uvid u to kako da organizuje virtualnu organizaciju u dinamičkom poslovnom okruženju i na taj način ostvari veći uspeh. ~~~ LITERATURA Š1Ë Child J.:)
MATCH@M:(Moreover, while some focus upon the economic growth based on the traditional resources, others choose to highlight the technological changes, and others still pay special attention to the innovation phenomenon.===>Sta više, dok neki u težište stavljaju ekonomski rast zasnovan na tradicionalnim resursima, drugi radije naglašavaju tehnološke promene, a treći, opet, posebnu pažnju poklanjaju fenomenu inovacija.)
MATCH@E:(Nevertheless, a consensus has not been reached among the different studies and various authors. ~~~ Moreover, while some focus upon the economic growth based on the traditional resources, others choose to highlight the technological changes, and others still pay special attention to the innovation phenomenon.===>Ipak, među mnogim autorima i u mnogim studijama nije postignut kompromis. [ta više, dok neki u težište stavljaju ekonomski rast zasnovan na tradicionalnim resursima, drugi radije naglašavaju tehnološke promene, a treći, opet, posebnu pažnju poklanjaju fenomenu inovacija.)
MATCH@M:(The latter surpasses the technological change phenomenon to a large extent.===>Ovaj poslednji u velikom stepenu nadmaša fenomen tehnoloških promena.)
MATCH@E:(The latter surpasses the technological change phenomenon to a large extent.===>Ovaj poslednji u velikom stepenu nadmaša fenomen tehnoloških promena.)
MATCH@M:(In light of the above, this paper endeavours to reflect, question and relate those factors on which hinge the importance of the human resources in the economic dynamism.===>U svetlu gore navedenog, u ovom radu analiziramo, ispitujemo i dovodimo u vezu faktore koji određuju značaj ljudskih resursa (HR) u ekonomskoj dinamičnosti.)
MATCH@E:(In light of the above, this paper endeavours to reflect, question and relate those factors on which hinge the importance of the human resources in the economic dynamism.===>U svetlu gore navedenog, u ovom radu analiziramo, ispitujemo i dovodimo u vezu faktore koji određuju značaj ljudskih resursa (HR) u ekonomskoj dinamičnosti.)
MATCH@M:(Yet, in order for these HR, in effective terms, to become a strategic organizational asset, there is a need to verify whether the education that is supplied by the market does indeed perpetrate the entrepreneurial future capacity.===>Ipak, da bi ovi HR postali strateški organizacioni kapital u efektivnom smislu, treba da se utvrdi da li nauk koji dobijamo od tržišta zaista utiče na preduzetničke sposobnosti u budućnosti.)
MATCH@E:(Yet, in order for these HR, in effective terms, to become a strategic organizational asset, there is a need to verify whether the education that is supplied by the market does indeed perpetrate the entrepreneurial future capacity.===>Ipak, da bi ovi HR postali strateški organizacioni kapital u efektivnom smislu, treba da se utvrdi da li nauk koji dobijamo od tržišta zaista utiče na preduzetničke sposobnosti u budućnosti.)
MATCH@M:(This analysis is related to the fact that we are experiencing the upsurge of a new economic reality, already labelled as an economy based on knowledge where learning takes on a fundamental role.===>Ova analiza se odnosi na činjenicu da smo u ovom trenutku svedoci uspona nove ekonomske realnosti, koja se već naziva ekonomijom zasnovanom na znanju, i u kojoj osnovnu ulogu ima učenje.)
MATCH@E:(This analysis is related to the fact that we are experiencing the upsurge of a new economic reality, already labelled as an economy based on knowledge where learning takes on a fundamental role.===>Ova analiza se odnosi na činjenicu da smo u ovom trenutku svedoci uspona nove ekonomske realnosti, koja se već naziva ekonomijom zasnovanom na znanju, i u kojoj osnovnu ulogu ima učenje.)
MATCH@M:(Nevertheless, because the economic agents’ reactions towards this new reality appear to be conflicting we shall endeavour to analyse the extent to which the perceptions’ of the students are indeed influenced as a result of the responses of the Portuguese students taking Human Resource Management and Management degrees.===>Ipak, pošto su reakcije ekonomskih činilaca na ovu novu realnost izgleda suprotstavljene, pokušaćemo da analiziramo do kog stepena zaista postoji uticaj na percepcije studenata, a na osnovu odgovora studenata u Portugaliji koji studiraju na Odseku za upravljanje ljudskim resursima i Odseku za upravljanje.)
MATCH@E:(Nevertheless, because the economic agents reactions towards this new reality appear to be conflicting we shall endeavour to analyse the extent to which the perceptions of the students are indeed influenced as a result of the responses of the Portuguese students taking Human Resource Management and Management degrees.===>Ipak, pošto su reakcije ekonomskih činilaca na ovu novu realnost izgleda suprotstavljene, pokušaćemo da analiziramo do kog stepena zaista postoji uticaj na percepcije studenata, a na osnovu odgovora studenata u Portugaliji koji studiraju na Odseku za upravljanje ljudskim resursima i Odseku za upravljanje.)
MATCH@M:(The objective of this paper is to verify whether the aforementioned degrees do indeed instil dynamism within the minds of the assets of the future labour market so as to promote proactive and entrepreneurial behaviours.===>Naš cilj u ovom radu jeste da utvrdimo da li gore navedena zvanja zaista podstiču dinamičnost u umovima onih koji će predstavljati vrednost na tržištu radne snage u budućnosti, tako što će promovisati proaktivno i preduzetničko ponašanje.)
MATCH@E:(The objective of this paper is to verify whether the aforementioned degrees do indeed instil dynamism within the minds of the assets of the future labour market so as to promote proactive and entrepreneurial behaviours.===>Naš cilj u ovom radu jeste da utvrdimo da li gore navedena zvanja zaista podstiču dinamičnost u umovima onih koji će predstavljati vrednost na tržištu radne snage u budućnosti, tako što će promovisati proaktivno i preduzetničko ponašanje.)
MATCH@M:(The findings seem to demonstrate that the reason for the weak existing entrepreneurial characteristics within the people, seem to be related to the course and the geographical as such.===>Zaključci do kojih smo došli ukazuju na to da su razlozi za slabo predizetničko opredeljenje ljudi izgleda vezani za studije i za geografsku oblast kao takvu.)
MATCH@E:(The findings seem to demonstrate that the reason for the weak existing entrepreneurial characteristics within the people, seem to be related to the course and the geographical as such.===>Zaključci do kojih smo došli ukazuju na to da su razlozi za slabo predizetničko opredeljenje ljudi izgleda vezani za studije i za geografsku oblast kao takvu. 1.)
MATCH@M:(Entrepreneurship is an essential stone in the development of society.===>Preduzetništvo je kamen temeljac u razvoju društva.)
MATCH@E:(Introduction Entrepreneurship is an essential stone in the development of society.===>Kultura, liderstvo i promena: ~~~ Osnovna Preduzetništvo je kamen temeljac u razvoju društva.)
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BAD_LINE_M:Entrepreneurship is an essential stone in the development of society.
BAD_LINE_M:Preduzetništvo je kamen temeljac u razvoju društva.
BAD_LINE_E:Introduction Entrepreneurship is an essential stone in the development of society.
BAD_LINE_E:Kultura, liderstvo i promena: ~~~ Osnovna Preduzetništvo je kamen temeljac u razvoju društva.
MATCH@M:(Nevertheless, entrepreneurship is governed by a set of values amongst which are culture, leadership and change.===>Ipak, preduzetništvo se rukovodi jednim skupom vred-nosti među kojima su kultura, liderstvo i promena.)
MATCH@E:(Nevertheless, entrepreneurship is governed by a set of values amongst which are culture, leadership and change.===>Ipak, preduzetništvo se rukovodi jednim skupom vrednosti među kojima su kultura, liderstvo i promena.)
MATCH@M:(According to our view of entrepreneurship, this paper will highlight a voyage through the various interrelated concepts.===>Prema našem viđenju preduzetništva, u ovom radu os-vetlicemo i različite međusobno povezane koncepte.)
MATCH@E:(According to our view of entrepreneurship, this paper will highlight a voyage through the various interrelated concepts.===>Prema našem viđenju preduzetništva, u ovom radu osvetlićemo i različite međusobno povezane koncepte.)
MATCH@M:(The link between HRM and entrepreneurship is highlighted in the very aim of our research.===>Povezanost između HRM i preduzetništva naglašena je vec u naznaci cilja ovog istraživanja.)
MATCH@E:(The link between HRM and entrepreneurship is highlighted in the very aim of our research.===>Povezanost između HRM i preduzetništva naglašena je već u naznaci cilja ovog istraživanja.)
MATCH@M:(The latter serves to ascertain to what extent the teaching done by various professors instils an entrepreneurship culture and mindset in the students, which are instrumental in the HRM realm.===>U radu pokušavamo da utvrdimo u kojoj meri nastava koju drže različiti profesori pomaže da se kod studenata razviju preduzetnička kultura i preduzetnički duh, koji su najznačajniji u oblasti HRM.)
MATCH@E:(The latter serves to ascertain to what extent the teaching done by various professors instils an entrepreneurship culture and mindset in the students, which are instrumental in the HRM realm.===>U radu pokušavamo da utvrdimo u kojoj meri nastava koju drže različiti profesori pomaže da se kod studenata razviju preduzetnička kultura i preduzetnički duh, koji su najznačajniji u oblasti HRM.)
MATCH@M:(There seems to be a link between the general culture of and those values related to the education system.===>Izgleda da postoji veza između opšte kulture i vrednosti koje se vezuju za obrazovni sistem.)
MATCH@E:(There seems to be a link between the general culture of and those values related to the education system.===>Izgleda da postoji veza između opšte kulture i vrednosti koje se vezuju za obrazovni sistem.)
MATCH@M:(In view of the fact that Portugal is part of a wider economic European context, we consider it be pertinent to analyse the realities of these two realities: characteristics of general culture and those related to the educational culture.===>U svetlu činjenice da je Portugalija deo šireg evropskog ekonomskog konteksta, smatramo da vredi analizirati vrednosti ove dve realnosti: karakteristike opšte kulture i karakteristike vezane za obrazovnu kulturu.)
MATCH@E:(In view of the fact that Portugal is part of a wider economic European context, we consider it be pertinent to analyse the realities of these two realities: characteristics of general culture and those related to the educational culture.===>U svetlu činjenice da je Portugalija deo šireg evropskog ekonomskog konteksta, smatramo da vredi analizirati vrednosti ove dve realnosti: karakteristike opšte kulture i karakteristike vezane za obrazovnu kulturu.)
MATCH@M:(According to this perspective, we endeavour to take into account some of the obstacles imposed upon this theme by the economic, social and cultural contexts.===>U skladu sa ovom perspektivom, uzecemo u obzir neke od prepreka koje ovoj temi postavljaju ekonomski, društveni i kulturni kontekst.)
MATCH@E:(According to this perspective, we endeavour to take into account some of the obstacles imposed upon this theme by the economic, social and cultural contexts.===>U skladu sa ovom perspektivom, uzećemo u obzir neke od prepreka koje ovoj temi postavljaju ekonomski, društveni i kulturni kontekst.)
MATCH@M:(Hence, the variables that form part of this study, namely, openness of character, continuous learning, individual competitiveness, imagination-creativity, the person at centre.===>Stoga uzimamo u razmatranje varijable koje čine deo ove studije, a to su otvorenost karaktera, kontinuirano učenje, takmičarski duh pojedinca, maštovitost-kreativnost, ličnost u centru pažnje.)
MATCH@E:(Hence, the variables that form part of this study, namely, openness of character, continuous learning, individual competitiveness, imagination-creativity, the person at centre.===>Stoga uzimamo u razmatranje varijable koje čine deo ove studije, a to su otvorenost karaktera, kontinuirano učenje, takmičarski duh pojedinca, maštovitostkreativnost, ličnost u centru pažnje.)
MATCH@M:(Thus this study serves to identify and establish, in potential terms, a comparative analysis between the three geographical distinct settings, namely, Portugal (two northern regions) and Cape Verde.===>I stoga ova studija predstavlja, potencijalno, komparativnu analizu između tri geografski udaljene regije, Portugalije (dve oblasti na severu) i Zelenortskih Ostrva.)
MATCH@E:(Thus this study serves to identify and establish, in potential terms, a comparative analysis between the three geographical distinct settings, namely, Portugal (two northern regions) and Cape Verde. ~~~ 2.===>)
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BAD_LINE_M:Thus this study serves to identify and establish, in potential terms, a comparative analysis between the three geographical distinct settings, namely, Portugal (two northern regions) and Cape Verde.
BAD_LINE_M:I stoga ova studija predstavlja, potencijalno, komparativnu analizu između tri geografski udaljene regije, Portugalije (dve oblasti na severu) i Zelenortskih Ostrva.
BAD_LINE_E:Thus this study serves to identify and establish, in potential terms, a comparative analysis between the three geographical distinct settings, namely, Portugal (two northern regions) and Cape Verde. ~~~ 2.
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MATCH@M:(However, such a process puts the Schumpeterian theory into practice which, in turn, was made famous Schumpeter, during the process of his creative destructiveness.===>Ovim je Schumpeterova teorija ostvarena u praksi, na osnovu čega je Schumpeter postao slavan - tokom procesa svoje kreativne destruktivnosti.)
MATCH@E:(However, such a process puts the Schumpeterian theory into practice which, in turn, was made famous Schumpeter, during the process of his creative destructiveness.===>Ovim je Schumpeterova teorija ostvarena u praksi, na osnovu čega je Schumpeter postao slavan - tokom procesa svoje kreativne destruktivnosti.)
MATCH@M:(Alongside this theory is the innovation perspective.===>Uz ovu teoriju imamo i perspektivu inovacije.)
MATCH@E:(Alongside this theory is the innovation perspective.===>Uz ovu teoriju imamo i perspektivu inovacije.)
MATCH@M:(Thus the author, considers that it is necessary to learn how to destroy learning and behaviours already created.===>Tako autor smatra da je neophodno da se nauči kako uništiti učenje i ponašanja koja su vec stvorena.)
MATCH@E:(Thus the author, considers that it is necessary to learn how to destroy learning and behaviours already created.===>Tako autor smatra da je neophodno da se nauči kako uništiti učenje i ponašanja koja su već stvorena.)
MATCH@M:(Consequently change and a more aggressive behaviour are more coherent and noteworthy.===>To ima za posledicu da su promene i agresivnije ponašanje koher-entniji i vredniji pažnje.)
MATCH@E:(Consequently change and a more aggressive behaviour are more coherent and noteworthy.===>To ima za posledicu da su promene i agresivnije ponašanje koherentniji i vredniji pažnje.)
MATCH@M:(In this context the entrepreneur is a change agent because he “takes on the reigns of conducting the new processes and new projects” (Freire, 2000: 331, cited in Petiz e Correia, 2004).===>U ovom kontekstu preduzetnik je činilac promene zato što “on preuzima kormilo i sprovodi nove procese i nove projekte“ (Freire, 2000:331; citirano u Petiz i Correia, 2004).)
MATCH@E:(In this context the entrepreneur is a change agent because he takes on the reigns of conducting the new processes and new projects (Freire, 2000: 331, cited in Petiz e Correia, 2004).===>U ovom kontekstu preduzetnik je činilac promene zato što on preuzima kormilo i sprovodi nove procese i nove projekte (Freire, 2000:331; citirano u Petiz i Correia, 2004).)
MATCH@M:(According to this perspective, an entrepreneur faces responsibility for his actions, as well as the consequences thereof, leading to a predisposition towards change.===>Prema ovoj perspektivi, preduzetnik snosi odgovornost za svoje postupke, kao i posledice tih postupaka, koji vode predispozicijama za promene.)
MATCH@E:(According to this perspective, an entrepreneur faces responsibility for his actions, as well as the consequences thereof, leading to a predisposition towards change.===>Prema ovoj perspektivi, preduzetnik snosi odgovornost za svoje postupke, kao i posledice tih postupaka, koji vode predispozicijama za promene.)
MATCH@M:(Some authors, as corroborated by Sahlman and Stevenson (1991), emphasise the capacity to identify and explore the opportunities in order to stress entrepreneurship and, thus, to construct strategies adapted to the particular situations.===>Neki autori, kako se slažu i Sahlman i Stevenson (1991), naglašavaju sposobnost identifikovanja i istraživanja prilika u cilju naglašavanja preduzetništva i građenja strategija prilagođenih posebnim situacijama.)
MATCH@E:(Some authors, as corroborated by Sahlman and Stevenson (1991), emphasise the capacity to identify and explore the opportunities in order to stress entrepreneurship and, thus, to construct strategies adapted to the particular situations.===>Neki autori, kako se slažu i Sahlman i Stevenson (1991), naglašavaju sposobnost identifikovanja i istraživanja prilika u cilju naglašavanja preduzetništva i građenja strategija prilagođenih posebnim situacijama.)
MATCH@M:(Schein (1997:5) highlights the fact that leaders also change and create organizational culture while managers and administrators “live within them”.===>Schein (1997:5) naglašava činjenicu da lideri takođe menjaju i stvaraju organizacionu kulturu, dok menadžeri i administratori „postoje unutar njih“.)
MATCH@E:(Schein (1997:5) highlights the fact that leaders also change and create organizational culture while managers and administrators live within them.===>Schein (1997:5) naglašava činjenicu da lideri takođe menjaju i stvaraju organizacionu kulturu, dok menadžeri i administratori postoje unutar njih.)
MATCH@M:(In accordance with Schein (ibid. op. cit.), and with which we also corroborate, leaders do indeed require to “recognize and do something about this situation.===>Kako ističe Schein (ibid. op. cit.), a s čim se i mi slažemo, lideri zaista moraju da „prepoznaju situaciju i da učine nešto u vezi s njom.)
MATCH@E:(In accordance with Schein (ibid. op. cit.), and with which we also corroborate, leaders do indeed require to recognize and do something about this situation.===>Kako ističe Schein (ibid. op. cit.), a s čim se i mi slažemo, lideri zaista moraju da prepoznaju situaciju i da učine nešto u vezi s njom.)
MATCH@M:(It is in this sense that leadership and culture are conceptually intertwined”.===>Upravo u ovom smislu su liderstvo i kultura konceptualno isprepletani“.)
MATCH@E:(It is in this sense that leadership and culture are conceptually intertwined.===>Upravo u ovom smislu su liderstvo i kultura konceptualno isprepletani.)
MATCH@M:(Culture is sometimes applied in different contexts.===>Kultura se nekada pominje u različitim kontekstima.)
MATCH@E:(Culture is sometimes applied in different contexts.===>Kultura se nekada pominje u različitim kontekstima.)
MATCH@M:(The specific concept of organisational culture is created through the inequality of meanings.===>Specifični koncept organizacione kulture stvara se putem nejednakosti značanja.)
MATCH@E:(The specific concept of organisational culture is created through the inequality of meanings.===>Specifični koncept organizacione kulture stvara se putem nejednakosti značanja.)
MATCH@M:(It is in this realm that Schein (1997:8-10) highlights critical issues which may be shared by the team and thus lead to consistency in organizational culture.===>U ovoj oblasti Schein (1997:8-10) osvetljava kritička pitanja koja mogu biti zajednička za tim i koja time dovode do doslednosti u organizacionoj kulturi.)
MATCH@E:(It is in this realm that Schein (1997:8-10) highlights critical issues which may be shared by the team and thus lead to consistency in organizational culture.===>U ovoj oblasti Schein (1997:8-10) osvetljava kritička pitanja koja mogu biti zajednička za tim i koja time dovode do doslednosti u organizacionoj kulturi.)
MATCH@M:(In this context, Schein points out the following:===>U ovom kontekstu Schein ukazuje na sledeće:)
MATCH@E:(In this context, Schein points out the following: 1.===>U ovom kontekstu Schein ukazuje na sledeće: ~~~ 1.)
MATCH@M:(3.	Espoused values===>2.	Grupne norme)
MATCH@E:(Espoused values 4.===>Združene vrednosti 4.)
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BAD_LINE_M:3.	Espoused values
BAD_LINE_M:2.	Grupne norme
BAD_LINE_E:Espoused values 4.
BAD_LINE_E:Združene vrednosti 4.
MATCH@M:(4.	Formal philosophy===>3.	Združene vrednosti)
MATCH@E:(Formal philosophy 2 5.===>Formalna filozofija2 5.)
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BAD_LINE_M:4.	Formal philosophy
BAD_LINE_M:3.	Združene vrednosti
BAD_LINE_E:Formal philosophy 2 5.
BAD_LINE_E:Formalna filozofija2 5.
MATCH@M:(7.	Deep rooted skills===>7.	Duboko ukorenjene navike)
MATCH@E:(Deep rooted skills 8.===>Duboko ukorenjene navike 8.)
MATCH@M:(8.	Thinking habits, mental models and/or linguistic paradigms===>8.	Navike u mišljenju, mentalni modeli i/ili lingvističke paradigme)
MATCH@E:(Thinking habits, mental models and/or linguistic paradigms 3 9.===>Navike u mišljenju, mentalni modeli i/ili lingvističke paradigme3 9.)
MATCH@M:(Despite the number of critical issues which Schein highlights in order to facilitate an understanding of organisational culture, he focuses on three major groups: i) artefacts (visible organisational processes, considered difficult to quantify and which have a high degree of subjectivity); ii) espoused values (strategies, goals, philosophies which are also seen as reasons for adopting these); iii) base of assumptions (values, perceptions, internalised subconscious feelings and thoughts ).===>Uprkos jednom broju kritičkih pitanja koja Schein ističe sa ciljem da olakša razume vanje organizacione kulture, on se koncentriše na tri glavne grupe: i) artefakti (vidljivi organizacioni procesi, koji se teško kvan-tifikuju i koji sadrže visok stepen subjektivnosti); ii) združene vrednosti (strategije, ciljevi, filozofije koje se posmatraju i kao razlog da se usvoje ove vrednosti); iii) osnova za pretpostavke (vrednosti, percepcije, unutrašnja i nesvesna osećanja i misli).)
MATCH@E:(Rooted metaphors or integrated symbols4 Despite the number of critical issues which Schein highlights in order to facilitate an understanding of organisational culture, he focuses on three major groups: i) artefacts (visible organisational processes, considered difficult to quantify and which have a high degree of subjectivity); ii) espoused values (strategies, goals, philosophies which are also seen as reasons for adopting these); iii) base of assumptions (values, perceptions, internalised subconscious feelings and thoughts ).===>Ukorenjene metafore ili integrisani simboli4 Uprkos jednom broju kritičkih pitanja koja Schein ističe sa ciljem da olakša razumevanje organizacione kulture, on se koncentriše na tri glavne grupe: i) artefakti (vidljivi organizacioni procesi, koji se teško kvantifikuju i koji sadrže visok stepen subjektivnosti); ii) združene vrednosti (strategije, ciljevi, filozofije koje se posmatraju i kao razlog da se usvoje ove vrednosti); iii) osnova za pretpostavke (vrednosti, percepcije, unutrašnja i nesvesna osećanja i misli).)
MATCH@M:(Interaction occurs between these three abovementioned blocks if placed within a specific context.===>Do interakcije između ove tri napred navedene celine dolazi ukoliko se one postave u specifični kontekst.)
MATCH@E:(Interaction occurs between these three abovementioned blocks if placed within a specific context.===>Do interakcije između ove tri napred navedene celine dolazi ukoliko se one postave u specifični kontekst.)
MATCH@M:(In this way, we understand culture as being an evolutionary process which presets a link between the culture of the organisation’s founder that associated with the experiences of the different members of the group, and which produces new values which, in turn, induces an adoption of culture.===>Na ovaj način mi kulturu shvatamo kao evolutivni proces koji uspostavlja vezu između kulture osnivača organizacije koja se vezuje za iskustvo različitih članova grupe i koja stvara nove vrednosti što sa svoje strane utiče na usvajanje kulture.)
MATCH@E:(In this way, we understand culture as being an evolutionary process which presets a link between the culture of the organisations founder that associated with the experiences of the different members of the group, and which produces new values which, in turn, induces an adoption of culture.===>Na ovaj način mi kulturu shvatamo kao evolutivni proces koji uspostavlja vezu između kulture osnivača organizacije koja se vezuje za iskustvo različitih članova grupe i koja stvara nove vrednosti što sa svoje strane utiče na usvajanje kulture.)
MATCH@M:(Therefore, we agree with Schein (1997:212) in that organisational culture is a process and not a goal.===>Stoga se mi slažemo s onim što tvrdi Schein (1997:212), da organizaciona kultura predstavlja proces, a ne cilj.)
MATCH@E:(Therefore, we agree with Schein (1997:212) in that organisational culture is a process and not a goal.===>Stoga se mi slažemo s onim što tvrdi Schein (1997:212), da organizaciona kultura predstavlja proces, a ne cilj.)
MATCH@M:(According to Schein (Ibid.) the founder conveys his ideas to the organisation; he is surrounded by a core group which shares this vision, and, in turn, other elements enter the organisation thus prompting the process of creating the history of the organisation.===>Kako navodi Schein (ibid.), osnivač svoje ideje prenosi na organizaciju; okružen je jez-grenom grupom koja deli njegovu viziju, a, sa svoje strane, u organizaciju ulaze drugi elementi, čime se ubrzava proces stvaranja istorije organizacije.)
MATCH@E:(According to Schein (Ibid.) the founder conveys his ideas to the organisation; he is surrounded by a core group which shares this vision, and, in turn, other elements enter the organisation thus prompting the process of creating the history of the organisation.===>Kako navodi Schein (ibid.), osnivač svoje ideje prenosi na organizaciju; okružen je jezgrenom grupom koja deli njegovu viziju, a, sa svoje strane, u organizaciju ulaze drugi elementi, čime se ubrzava proces stvaranja istorije organizacije.)
MATCH@M:(If this group manages to obtain important shared learning experiences this will gradually develop assumptions about itself and its environment allowing it to survive, grow and develop.===>Ako ova grupa stekne značajna iskustva o razmeni znanja, ona će postepeno razviti stavove o sebi i svom okruženju, pomoću kojih će moći da opstane, da raste i da se razvija.)
MATCH@E:(If this group manages to obtain important shared learning experiences this will gradually develop assumptions about itself and its environment allowing it to survive, grow and develop.===>Ako ova grupa stekne značajna iskustva o razmeni znanja, ona će postepeno razviti stavove o sebi i svom okruženju, pomoću kojih će moći da opstane, da raste i da se razvija.)
MATCH@M:(This view of organisational culture set out by Schein is related to Senge’s (2001) view on profound change.===>Ovaj stav o organizacionoj kulturi koji je izneo Schein poklapa se sa gledištem o dubokoj promeni koje iznosi Senge (2001).)
MATCH@E:(This view of organisational culture set out by Schein is related to Senges (2001) view on profound change.===>Ovaj stav o organizacionoj kulturi koji je izneo Schein poklapa se sa gledištem o dubokoj promeni koje iznosi Senge (2001).)
MATCH@M:(Therefore, it is fitting for us to establish a relationship between leadership, vision and culture.===>Stoga smatramo da treba da uspostavimo odnos između liderstva, vizije i kulture.)
MATCH@E:(Therefore, it is fitting for us to establish a relationship between leadership, vision and culture.===>Stoga smatramo da treba da uspostavimo odnos između liderstva, vizije i kulture. 2.)
MATCH@M:(The issues of entrepreneurship, according to Kanter (2003), are related to the new criteria for a successful organization.===>Pitanja preduzetništva, kako navodi Kanter (2003) odnose se na nove kriterijume kojima se određuje uspešna organizacija.)
MATCH@E:(2.2 Culture and change The issues of entrepreneurship, according to Kanter (2003), are related to the new criteria for a successful organization.===>Kultura i promena Pitanja preduzetništva, kako navodi Kanter (2003) odnose se na nove kriterijume kojima se određuje uspešna organizacija.)
MATCH@M:(It is within this context, that she emphasises the importance of intangible assets, which include con-cepts, competencies and relationships.===>Upravo u ovom kontekstu ona naglašava značaj nematerijalnih vrednosti, u koje ubraja koncepte, kompetentnosti i odnose.)
MATCH@E:(It is within this context, that she emphasises the importance of intangible assets, which include concepts5, competencies6 and relationships7.===>Upravo u ovom kontekstu ona naglašava značaj nematerijalnih vrednosti, u koje ubraja koncepte5, kompetentnosti6 i odnose7.)
MATCH@M:(These three factors give rise to another concept, ‘power’ as referred to by Kanter.===>Ova tri faktora utiču na pojavu još jednog koncepta, kako Kanter navodi, a to je „moć“.)
MATCH@E:(These three factors give rise to another concept, power8 as referred to by Kanter.===>Ova tri faktora utiču na pojavu još jednog koncepta, kako Kanter navodi, a to je moć8.)
MATCH@M:(Power stems from directing the intangibles, which are easily and depreciated.===>Moć proizilazi is sposobnosti us-meravanja nematerijalnih resursa koji se lako troše.)
MATCH@E:(Power stems from directing the intangibles, which are easily and depreciated.===>Moć proizilazi is sposobnosti usmeravanja nematerijalnih resursa koji se lako troše.)
MATCH@M:(In order for power to be sustainable, it is necessary that it be fed with an entrepreneurial focus by stressing on learning and greater collaboration.===>Da bi se moć održala, potrebno je da uvek bude u žiži pre-duzetništva, time što će se insistirati na učenju i većoj saradnji.)
MATCH@E:(In order for power to be sustainable, it is necessary that it be fed with an entrepreneurial focus by stressing on learning and greater collaboration.===>Da bi se moć održala, potrebno je da uvek bude u žiži preduzetništva, time što će se insistirati na učenju i većoj saradnji.)
MATCH@M:(Power is derived from the capacity to dominate the intangible assets that leads to customer loyalty.===>Moć se izvodi iz sposobnosti kontrole nad nematerijalnim sredstvima kojima se postiče lojalnost kupaca.)
MATCH@E:(Power is derived from the capacity to dominate the intangible assets that leads to customer loyalty.===>Moć se izvodi iz sposobnosti kontrole nad nematerijalnim sredstvima kojima se postiče lojalnost kupaca.)
MATCH@M:(The underlying approach followed by all the authors under analysis, and many others who are not mentioned in this paper, is guided by the innovation processes, a concept which includes change.===>Osnovni pristup koji prihvataju svi autori koje smo analizirali, ako i mnogi drugi koje u radu nismo pomenuli, rukovodi se procesima inovacija, konceptom koji obuhvata promene.)
MATCH@E:(The underlying approach followed by all the authors under analysis, and many others who are not mentioned in this paper, is guided by the innovation processes, a concept which includes change.===>Osnovni pristup koji prihvataju svi autori koje smo analizirali, ako i mnogi drugi koje u radu nismo pomenuli, rukovodi se procesima inovacija, konceptom koji obuhvata promene.)
MATCH@M:(We also share the opinion that entrepreneurship is based on change.===>Takođe delimo mišljenje da se preduzetništvo zasniva na promeni.)
MATCH@E:(We also share the opinion that entrepreneurship is based on change.===>Takođe delimo mišljenje da se preduzetništvo zasniva na promeni.)
MATCH@M:(We can well ask what are the alternative and more viable ways of implementing it - how it fortifies the organization and how change is its sustainable base.===>Možemo da se zapitamo i šta su alternative ili bolji načini primene preduzetništva - kako ono utvrđuje organizaciju i kako promena predstavlja njegovu osnovu za opstanak.)
MATCH@E:(We can well ask what are the alternative and more viable ways of implementing it - how it fortifies the organization and how change is its sustainable base.===>Možemo da se zapitamo i šta su alternative ili bolji načini primene preduzetništva kako ono utvrđuje organizaciju i kako promena predstavlja njegovu osnovu za opstanak.)
MATCH@M:(Other issues arise, namely, those related to the forces which block implementation.===>Javljaju se i druga pitanja, na primer, pitanja vezana za sile koje sprečavaju primenu.)
MATCH@E:(Other issues arise, namely, those related to the forces which block implementation.===>Javljaju se i druga pitanja, na primer, pitanja vezana za sile koje sprečavaju primenu.)
MATCH@M:(These issues are wide ranging, complex and are interlocking.===>Ova pitanja imaju širok spektar, složena su i ispreple-tana.)
MATCH@E:(These issues are wide ranging, complex and are interlocking.===>Ova pitanja imaju širok spektar, složena su i isprepletana.)
MATCH@M:(In order for change to occur naturally, there is a need to do away with the resistance blocks which are against it.===>Da bi do promene došlo prirodnim putem, potrebno je da uklonimo otpore koji su joj se isprečili.)
MATCH@E:(In order for change to occur naturally, there is a need to do away with the resistance blocks which are against it.===>Kako primeniti proces promena? (cid: ~~~ Kako kvantifikovati rezultate promena?)
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BAD_LINE_M:In order for change to occur naturally, there is a need to do away with the resistance blocks which are against it.
BAD_LINE_M:Da bi do promene došlo prirodnim putem, potrebno je da uklonimo otpore koji su joj se isprečili.
BAD_LINE_E:In order for change to occur naturally, there is a need to do away with the resistance blocks which are against it.
BAD_LINE_E:Kako primeniti proces promena? (cid: ~~~ Kako kvantifikovati rezultate promena?
MATCH@M:(This should not be done by decree nor through coercive imposition.===>To se ne radi dekretom niti prisilnim nametanjem.)
MATCH@E:(This should not be done by decree nor through coercive imposition.===>Da bi do promene došlo prirodnim putem, potrebno je da uklonimo otpore koji su joj se isprečili.)
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BAD_LINE_M:This should not be done by decree nor through coercive imposition.
BAD_LINE_M:To se ne radi dekretom niti prisilnim nametanjem.
BAD_LINE_E:This should not be done by decree nor through coercive imposition.
BAD_LINE_E:Da bi do promene došlo prirodnim putem, potrebno je da uklonimo otpore koji su joj se isprečili.
MATCH@M:(It is much wiser to do so through the cultural angle.===>Mnogo je pametnije da se to učini iz kulturnog ugla.)
MATCH@E:(It is much wiser to do so through the cultural angle.===>To se ne radi dekretom niti prisilnim nametanjem.)
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BAD_LINE_M:It is much wiser to do so through the cultural angle.
BAD_LINE_M:Mnogo je pametnije da se to učini iz kulturnog ugla.
BAD_LINE_E:It is much wiser to do so through the cultural angle.
BAD_LINE_E:To se ne radi dekretom niti prisilnim nametanjem.
MATCH@M:(The less resistance blocks there are, the greater the possibility the employees’ will give themselves entirely to the tasks at hand, as well as greater will be the levels of confidence in carrying out these tasks, and there will be also larger levels of information and knowledge sharing.===>Sto je manje otpora, veće su mogućnosti da se zaposleni u potpunosti predaju neposrednim zadacima, kao što će biti viši i nivo poverenja u izvođenju tih zadataka, a postojaće i viši nivo razmene informacija i znanja.)
MATCH@E:(The less resistance blocks there are, the greater the possibility the employees will give themselves entirely to the tasks at hand, as well as greater will be the levels of confidence in carrying out these tasks, and there will be also larger levels of information and knowledge sharing.===>Mnogo je pametnije da se to učini iz kulturnog ugla. [to je manje otpora, veće su mogućnosti da se zaposleni u potpunosti predaju neposrednim zadacima, kao što će biti viši i nivo poverenja u izvođenju tih zadataka, a postojaće i viši nivo razmene informacija i znanja.)
MATCH@M:(Simultaneously, however, other values arise which may support the ethical culture of the organization, namely, tolerance and mutual respect.===>Istovremeno, javljaju se nove vrednosti koje mogu da podrže etičku kulturu organizacije, što znači, tolerantnost i uzajamno poštovanje.)
MATCH@E:(Simultaneously, however, other values arise which may support the ethical culture of the organization, namely, tolerance and mutual respect.===>Istovremeno, javljaju se nove vrednosti koje mogu da podrže etičku kulturu organizacije, što znači, tolerantnost i uzajamno poštovanje.)
MATCH@M:(We are convinced that the bigger these values are the greater the gains will be for the organisation.===>Uvereni smo da, što su ove vrednosti veće, veći će biti dobitak za organizaciju.)
MATCH@E:(We are convinced that the bigger these values are the greater the gains will be for the organisation.===>Uvereni smo da, što su ove vrednosti veće, veći će biti dobitak za organizaciju.)
MATCH@M:(In this way, there has to be total commitment of employees, albeit a controlled and guided one through the clear explanation of their responsibilities.===>Na ovaj način, jasnim objašnjenjima odgovornosti koje imaju, postići će se potpuna posvećenost zaposlenih, makar i kon-trolisana i vođena.)
MATCH@E:(In this way, there has to be total commitment of employees, albeit a controlled and guided one through the clear explanation of their responsibilities.===>Na ovaj način, jasnim objašnjenjima odgovornosti koje imaju, postići će se potpuna posvećenost zaposlenih, makar i kontrolisana i vođena.)
MATCH@M:(In this case, change can be seen as an abnormal disturbance upon the organisation’s stability.===>U ovom slučaju promena se može sagledavati kao neprirodno narušavanje stabilnosti organizacije.)
MATCH@E:(In this case, change can be seen as an abnormal disturbance upon the organisations stability.===>U ovom slučaju promena se može sagledavati kao neprirodno narušavanje stabilnosti organizacije.)
MATCH@M:(This “abnormality” is related to the disequilibrium strategy; in order for equilibrium to be created, the foundations need to be laid.===>Ova „neprirodnost“ odnosi se na strategiju neravnoteže; da bi se postigla ravnoteža (ekvilibrijum), treba postaviti temelje.)
MATCH@E:(This abnormality is related to the disequilibrium strategy; in order for equilibrium to be created, the foundations need to be laid.===>Ova neprirodnost odnosi se na strategiju neravnoteže; da bi se postigla ravnoteža (ekvilibrijum), treba postaviti temelje.)
MATCH@M:(This, however has to be ongoing as it a process and not a situation.===>Ovo mora da traje, pošto je to proces, a ne stanje.)
MATCH@E:(This, however has to be ongoing as it a process and not a situation.===>Ovo mora da traje, pošto je to proces, a ne stanje.)
MATCH@M:(In this regard, business culture aims at uniting all its employees and, therefore, it can also be regarded as a linking channel of shared values.===>U ovom smislu, poslovna kultura ima za cilj da ujedini sve zaposlene i stoga se može posmatrati i kao vezni kanal zajedničkih vrednosti.)
MATCH@E:(In this regard, business culture aims at uniting all its employees and, therefore, it can also be regarded as a linking channel of shared9 values.===>U ovom smislu, poslovna kultura ima za cilj da ujedini sve zaposlene i stoga se može posmatrati i kao vezni kanal zajedničkih9 vrednosti.)
MATCH@M:(Thus, it “complements the organisational structure in the creation of a system of relationships which promote integration and coordination in a company’.===>Stoga ona „dopunjava organizacionu strukturu u stvaranju sistema odnosa koji pospešuju integraciju i koordinaciju u kompaniji“.)
MATCH@E:(Thus, it complements the organisational structure in the creation of a system of relationships which promote integration and coordination in a company.===>Stoga ona dopunjava organizacionu strukturu u stvaranju sistema odnosa koji pospešuju integraciju i koordinaciju u kompaniji. (Freire, 1997a:)
MATCH@M:((Freire, 1997a:478, cited in Petiz e Correia, 2004).===>(Freire, 1997a:478, citirano u Petiz i Correia, 2004).)
MATCH@E:((Freire, 1997a:478, cited in Petiz e Correia, 2004).===>citirano u Petiz i Correia, 2004).)
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BAD_LINE_M:(Freire, 1997a:478, cited in Petiz e Correia, 2004).
BAD_LINE_M:(Freire, 1997a:478, citirano u Petiz i Correia, 2004).
BAD_LINE_E:(Freire, 1997a:478, cited in Petiz e Correia, 2004).
BAD_LINE_E:citirano u Petiz i Correia, 2004).
MATCH@M:(In this way the leader, in accordance with whichever type of leadership style he adopts, must set the example by acting as an agent of change.===>Na ovaj način lider, u skladu sa bilo kojim stilom liderst-va koji usvoji, mora da daje primer time što će delovati kao aktivator promene.)
MATCH@E:(In this way the leader, in accordance with whichever type of leadership style10 he adopts, must set the example by acting as an agent of change.===>Na ovaj način lider, u skladu sa bilo kojim stilom10 liderstva koji usvoji, mora da daje primer time što će delovati kao aktivator promene.)
MATCH@M:(Thus, business culture has its roots in the structural side of business and is not led by the circumstances in that “organisational culture should present itself in an all encompassing and flexible form, which should be a unifying link between all individuals in the company during the course of time”.===>Stoga poslovna kultura ima korene u strukturnoj strani poslovanja i ne rukovodi se okolnostima tako što „organizaciona kultura treba da se predstavi kao sveobuhvatna i fleksibilna forma koja će predstavljati kariku kojom se ujedinjuju svi pojedinci u kompaniji u jednom vremenskom periodu“.)
MATCH@E:(Thus, business culture has its roots in the structural side of business and is not led by the circumstances in that organisational culture should present itself in an all encompassing and flexible form, which should be a unifying link between all individuals in the company during the course of time.===>Stoga poslovna kultura ima korene u strukturnoj strani poslovanja i ne rukovodi se okolnostima tako što organizaciona kultura treba da se predstavi kao sveobuhvatna i fleksibilna forma koja će predstavljati kariku kojom se ujedinjuju svi pojedinci u kompaniji u jednom vremenskom periodu. (Freire, 1997a:)
MATCH@M:((Freire, 1997a:475, cited ibid. op.cit.).===>(Freire, 1997a:475, citirano u ibid. op. cit.).)
MATCH@E:((Freire, 1997a:475, cited ibid. op.cit.).===>citirano u ibid. op. cit.).)
BAD_LINE_=============================================================
BAD_LINE_M:(Freire, 1997a:475, cited ibid. op.cit.).
BAD_LINE_M:(Freire, 1997a:475, citirano u ibid. op. cit.).
BAD_LINE_E:(Freire, 1997a:475, cited ibid. op.cit.).
BAD_LINE_E:citirano u ibid. op. cit.).
MATCH@M:(In Marques (2000:27), the author regards culture as a concept made up of “systemic, shared key values and beliefs”.===>Kod Marques (2000:27), autor posmatra kulturu kao koncept koji se sastoji od „sistemskih, zajedni?kih klju?nih vrednosti i verovanja")
MATCH@E:(9 In Marques (2000:27), the author regards culture as a concept made up of systemic, shared key values and beliefs.===>9 Kod Marques (2000:27), autor posmatra kulturu kao koncept koji se sastoji od sistemskih, zajedni?kih klju?nih vrednosti i verovanja 10 U ovom kontekstu upu?ujemo ?itaoca na poglavlje 10 priru?nika Strategia, sucesso em Portugal, autora Freire (1997a), Lisabon:)
BAD_LINE_=============================================================
BAD_LINE_M:In Marques (2000:27), the author regards culture as a concept made up of “systemic, shared key values and beliefs”.
BAD_LINE_M:Kod Marques (2000:27), autor posmatra kulturu kao koncept koji se sastoji od „sistemskih, zajedni?kih klju?nih vrednosti i verovanja"
BAD_LINE_E:9 In Marques (2000:27), the author regards culture as a concept made up of systemic, shared key values and beliefs.
BAD_LINE_E:9 Kod Marques (2000:27), autor posmatra kulturu kao koncept koji se sastoji od sistemskih, zajedni?kih klju?nih vrednosti i verovanja 10 U ovom kontekstu upu?ujemo ?itaoca na poglavlje 10 priru?nika Strategia, sucesso em Portugal, autora Freire (1997a), Lisabon:
MATCH@M:(Innovation can be considered as being the business objective, thus “strategy cannot be formulated by an elite and subsequently be implemented by the masses” (Hamel, 1998a:51 cited ibid. op.cit.).===>Inovacija se može smatrati poslovnim ciljem, stoga „strategiju ne može da formuliše elita, pa da je onda pri-menjuju mase“ (Hamel, 1998a:51, citirano u ibid. op. cit.).)
MATCH@E:(Innovation can be considered as being the business objective, thus strategy cannot be formulated by an elite and subsequently be implemented by the masses (Hamel, 1998a:51 cited ibid. op.cit.).===>Inovacija se može smatrati poslovnim ciljem, stoga strategiju ne može da formuliše elita, pa da je onda primenjuju mase (Hamel, 1998a:)
MATCH@M:(Strategy must, therefore, leverage all the existing imagination within a company, and for this reason, the author states that “instead of looking only at the financial return of the investments, managers have to bet on the emotional return of the investments, in other words, people are only prepared to get emotionally involved with their companies when they believe that the investment will have a return” (Hamel, 1998a:52, cited ibid. op.cit.).===>strategija stoga mora da uposli svu maštovitost kojom kompanija raspolaže i stoga autor navodi da „umesto da se posmatra samo finansijski povraćaj od investicija, menadžeri moraju da se klade na emocionalni povraćaj od investicija, drugim recima, ljudi su spremni da se emocionalno uključe u kompaniju samo ako veru-ju da će se takva investicija isplatiti“ (Hamel, 1998a:52, citirano u ibid. op. cit).)
MATCH@E:(Strategy must, therefore, leverage all the existing imagination within a company, and for this reason, the author states that instead of looking only at the financial return of the investments, managers have to bet on the emotional return of the investments, in other words, people are only prepared to get emotionally involved with their companies when they believe that the investment will have a return (Hamel, 1998a:52, cited ibid. op.cit.).===>citirano u ibid. op. cit.). strategija stoga mora da uposli svu maštovitost kojom kompanija raspolaže i stoga autor navodi da umesto da se posmatra samo finansijski povraćaj od investicija, menadžeri moraju da se klade na emocionalni povraćaj od investicija, drugim rečima, ljudi su spremni da se emocionalno uključe u kompaniju samo ako veruju da će se takva investicija isplatiti (Hamel, 1998a: ~~~ citirano u ibid. op. cit).)
MATCH@M:(The abovementioned perspective set out by Hamel (1998a, cited ibid. op.cit.) is corroborated by Kanter (1998), Peters (1982), and Peters and Austin (1985).===>Sa gore navedenom perspektivom koju je postavio Hamel (1998a, citirano u ibid. op. cit.) slažu se Kanter (1998), Peters (1982) i Peters i Austin (1985).)
MATCH@E:(The abovementioned perspective set out by Hamel (1998a, cited ibid. op.cit.) is corroborated by Kanter (1998), Peters (1982), and Peters and Austin (1985).===>Sa gore navedenom perspektivom koju je postavio Hamel (1998a, citirano u ibid. op. cit.) slažu se Kanter (1998), Peters (1982) i Peters i Austin (1985).)
MATCH@M:(Whereas Kanter (1998:80) deems “the revolution to be an attack from top down upon organisational rigidity, to the restrictions and to traditions”, Peters and Austin (1985), on the other hand, consider the revolution to be everything, adopting enthusiasm in favour of innovation through the revolution in the form of destruction; in this way these views corroborate to Schumpeter’s magic vision of “creative destruction”.===>Dok Kanter (1998:80) smatra da je „revolucija napad odozgo na dole na organizacionu krutost, na restrikcije i na tradicije“, Peters i Austin (1985), s druge strane, tvrde da je revolucija sve, oduševljenje za inovacije putem revolucije u obliku destrukcije; na ovaj način, oni se u svojim pogledima slažu sa magičnom vizijom „kreativne destrukcije“ koju je postavio Schumpeter.)
MATCH@E:(Whereas Kanter (1998:80) deems the revolution to be an attack from top down upon organisational rigidity, to the restrictions and to traditions, Peters and Austin (1985), on the other hand, consider the revolution to be everything, adopting enthusiasm in favour of innovation through the revolution in the form of destruction; in this way these views corroborate to Schumpeters magic vision of creative destruction.===>Dok Kanter (1998:80) smatra da je revolucija napad odozgo na dole na organizacionu krutost, na restrikcije i na tradicije, Peters i Austin (1985), s druge strane, tvrde da je revolucija sve, oduševljenje za inovacije putem revolucije u obliku destrukcije; na ovaj način, oni se u svojim pogledima slažu sa magičnom vizijom kreativne destrukcije koju je postavio Schumpeter.)
MATCH@M:(The authors believe that businessmen must employ people who are ‘crazy’ and obsessed by renewal and revolution, hence the reason why they understand the word “destruction” to be the order of the day.===>Autori veruju da poslovni ljudi moraju da zapošljavaju ljude koji su „ludi“ i opsednuti obnovom i revolucijom, i iz tog razloga oni shvataju da je reč „destrukcija“ krilatica dana.)
MATCH@E:(The authors believe that businessmen must employ people who are crazy and obsessed by renewal and revolution, hence the reason why they understand the word destruction to be the order of the day.===>Autori veruju da poslovni ljudi moraju da zapošljavaju ljude koji su ludi i opsednuti obnovom i revolucijom, i iz tog razloga oni shvataju da je reč destrukcija krilatica dana.)
MATCH@M:(The “revolution” - evokes a ferocious attack on organisational rigidity - contends that change and learning work together; hence, Kanter (1998:81) justifies the fact that “that those companies that are willing to change, recognise that learning and training are no longer exercises to be done from top down, but everyone, including the CEO has to be ready to listen and to learn”.===>„Revolucija“ - koja pretpostavlja snažan napad na organizacionu krutost - priznaje da promena i znanje idu zajedno; stoga Kanter (1998:81) opravdava činjenicu da „one kompanije koje su spremne da se menjaju, shvataju da učenje i obuka nisu više samo vežbe koje se sprovode s vrha naniže, već da svako, uključujući i CEO mora da bude spreman da sluša i da uči“.)
MATCH@E:(The revolution - evokes a ferocious attack on organisational rigidity - contends that change and learning work together; hence, Kanter (1998:81) justifies the fact that that those companies that are willing to change, recognise that learning and training are no longer exercises to be done from top down, but everyone, including the CEO has to be ready to listen and to learn.===>Revolucija koja pretpostavlja snažan napad na organizacionu krutost priznaje da promena i znanje idu zajedno; stoga Kanter (1998:81) opravdava činjenicu da one kompanije koje su spremne da se menjaju, shvataju da učenje i obuka nisu više samo vežbe koje se sprovode s vrha naniže, već da svako, uključujući i CEO mora da bude spreman da sluša i da uči.)
MATCH@M:(All the hubbub around the concept of “visionary”, takes into consideration that the embryo of innovation is not to be found here, even though it is wrapped up into a spontaneous creativity (albeit this does not guarantee the sustainability of innovation itself).===>Sva ova buka oko koncepta „vizionarskog“ uzima u obzir da se embrion inovacija ne nalazi ovde, čak i ako je upakovan u spontanu kreativnost (mada to ne garan-tuje održivost same inovacije).)
MATCH@E:(All the hubbub around the concept of visionary, takes into consideration that the embryo of innovation is not to be found here, even though it is wrapped up into a spontaneous creativity (albeit this does not guarantee the sustainability of innovation itself).===>Sva ova buka oko koncepta vizionarskog uzima u obzir da se embrion inovacija ne nalazi ovde, čak i ako je upakovan u spontanu kreativnost (mada to ne garantuje održivost same inovacije).)
MATCH@M:(Mayer (1998:90), however, holds a different view, as he considers that “innovation can not be planned, therefore, it lives from creativity, intuition, spontaneity and from luck”.===>Mayer (1998:90), ipak, ima drugačiji stav, i smatra da se „inovacija ne može planirati, da ona živi od kreativnosti, intuicije, spontanosti i sreće“.)
MATCH@E:(Mayer (1998:90), however, holds a different view, as he considers that innovation can not be planned, therefore, it lives from creativity, intuition, spontaneity and from luck.===>Mayer (1998:90), ipak, ima drugačiji stav, i smatra da se inovacija ne može planirati, da ona živi od kreativnosti, intuicije, spontanosti i sreće.)
MATCH@M:(This is corroborated by Belasco (1992) who sees vision as a form of making a difference, as something which stimulates and inspires people, even though he is fully conscious of the deep need for it to be understood.===>Sa ovim stavom slaže se i Belasco (1992) koji viziju posmatra kao jedan oblik razlikovanja, kao nešto što stimuliše i inspiriše ljude, čak iako je potpuno svestan velike potrebe da se ona razume.)
MATCH@E:(This is corroborated by Belasco (1992) who sees vision as a form of making a difference, as something which stimulates and inspires people, even though he is fully conscious of the deep need for it to be understood.===>Sa ovim stavom slaže se i Belasco (1992) koji viziju posmatra kao jedan oblik razlikovanja, kao nešto što stimuliše i inspiriše ljude, čak iako je potpuno svestan velike potrebe da se ona razume.)
MATCH@M:(He believes that language is a form of stimulation.===>On veruje da je jezik jedna vrsta stimulacije.)
MATCH@E:(He believes that language is a form of stimulation.===>On veruje da je jezik jedna vrsta stimulacije.)
MATCH@M:(It is within this realm that he is in favour of training through vision, stating that one should “stimulate managers through their consistent use of vision through training” (Belasco, 1992:210).===>U ovom smislu on podržava obuku putem vizije i tvrdi da „menadžere treba stimulisati putem njihove dosledne primene vizije putem obuke“ (Belasco, 1992:210).)
MATCH@E:(It is within this realm that he is in favour of training through vision, stating that one should stimulate managers through their consistent use of vision through training (Belasco, 1992:210).===>U ovom smislu on podržava obuku putem vizije i tvrdi da menadžere treba stimulisati putem njihove dosledne primene vizije putem obuke (Belasco, 1992:210).)
MATCH@M:(In this context, Santos (1997a:6, cited in Petiz e Correia, 2004) affirms that “managers and organisations need to prepare themselves to face the future; the answers cannot be found in anticipation nor in prediction, but rather in the creation and reinforcing of competencies.===>U ovom kontekstu Santos (1997a:6, citirano u Petiz i Correia, 2004) potvrđuje da „menadžeri i organizacije treba da se pripreme za suočavanje sa budućnosšću; odgovori se ne mogu naći predviđanjem ili na osnovu pretpostavki, već stvaranjem i unapređivanjem kompetentnosti.)
MATCH@E:(In this context, Santos (1997a:6, cited in Petiz e Correia, 2004) affirms that managers and organisations need to prepare themselves to face the future; the answers cannot be found in anticipation nor in prediction, but rather in the creation and reinforcing of competencies.===>U ovom kontekstu Santos (1997a: ~~~ citirano u Petiz i Correia, 2004) potvrđuje da menadžeri i organizacije treba da se pripreme za suočavanje sa budućnosšću; odgovori se ne mogu naći predviđanjem ili na osnovu pretpostavki, već stvaranjem i unapređivanjem kompetentnosti.)
MATCH@M:(These are linked to generating factors we can well inquire about the alternatives and more viable ways of implementing it in future contexts; these can be systematized in the development of a strategic vision of organizational cohesion and the adoption of a competitive positioning”.===>One se vezuju za faktore generisanja koje možemo da koristimo u pronalaženju alternativa i prihvatljivijih načina primene u budućim kontekstima; one se mogu sistematizovati u razvoju strateške vizije organizacione kohezije i u prihvatanju konkurentskog pozicioniranja“.)
MATCH@E:(These are linked to generating factors we can well inquire about the alternatives and more viable ways of implementing it in future contexts; these can be systematized in the development of a strategic vision of organizational cohesion and the adoption of a competitive positioning.===>One se vezuju za faktore generisanja koje možemo da koristimo u pronalaženju alternativa i prihvatljivijih načina primene u budućim kontekstima; one se mogu sistematizovati u razvoju strateške vizije organizacione kohezije i u prihvatanju konkurentskog pozicioniranja.)
MATCH@M:(Therefore, he is in favour of the human factor, wherein, he believes, the lies competitive difference.===>Stoga on govori u prilog ljudskog faktora, u kojem se, po njemu, nalazi konkurentna razlika.)
MATCH@E:(Therefore, he is in favour of the human factor, wherein, he believes, the lies competitive difference.===>Stoga on govori u prilog ljudskog faktora, u kojem se, po njemu, nalazi konkurentna razlika.)
MATCH@M:(We concur with Santos (1997a:7, cited ibid.op.cit.) that “the individual is the only factor possessing self-sustaining characteristics which enable him to be dynamic and able to respond to the challenges in a change context”.===>Slažemo se sa Santosom (1997a:7, citirano u ibid. op. cit.) da „pojedinac nije jedini faktor koji poseduje odlike samo-održanja koje mu omogućavaju da bude dinamičan i da reaguje na izazove u kontekstu promena“.)
MATCH@E:(We concur with Santos (1997a:7, cited ibid.op.cit.) that the individual is the only factor possessing self-sustaining characteristics which enable him to be dynamic and able to respond to the challenges in a change context.===>Slažemo se sa Santosom (1997a: ~~~ citirano u ibid. op. cit.) da pojedinac nije jedini faktor koji poseduje odlike samo-održanja koje mu omogućavaju da bude dinamičan i da reaguje na izazove u kontekstu promena.)
MATCH@M:(Peters (1982) also holds with this view; for him the future is based on the foundations of constant change undertaken by everyone and this needs a dramatic rise in their capacity to accept the unstable.===>Peters (1982) takođe deli ovaj stav; prema njegovom mišljenju, budućnost se zasniva na temeljima stalnih promena koje iniciraju svi, a za ovo je potreban dramatičan uspon njihove sposobnosti da prihvate nešto što je nestabilno i promenljivo.)
MATCH@E:(Peters (1982) also holds with this view; for him the future is based on the foundations of constant change undertaken by everyone and this needs a dramatic rise in their capacity to accept the unstable.===>Peters (1982) takođe deli ovaj stav; prema njegovom mišljenju, budućnost se zasniva na temeljima stalnih promena koje iniciraju svi, a za ovo je potreban dramatičan uspon njihove sposobnosti da prihvate nešto što je nestabilno i promenljivo.)
MATCH@M:(This factor leads us to conclude that flexibility is only achieved through the accountability of people.===>Ovaj faktor navodi nas na zaključak da se fleksibilnost može postići jedino pomoću odgovornih ljudi.)
MATCH@E:(This factor leads us to conclude that flexibility is only achieved through the accountability of people.===>Ovaj faktor navodi nas na zaključak da se fleksibilnost može postići jedino pomoću odgovornih ljudi.)
MATCH@M:(However, organisational change is yet another type of change relevant in the business context.===>Ipak, organizaciona promena je samo još jedan tip promena značajan u poslovnom kontekstu.)
MATCH@E:(However, organisational change is yet another type of change relevant in the business context.===>Ipak, organizaciona promena je samo još jedan tip promena značajan u poslovnom kontekstu.)
MATCH@M:(Both organisational culture and structure are thus placed in disequilibrium.===>I organizaciona struktura i organizaciona kultura su time stavljene u stanje neravnoteže.)
MATCH@E:(Both organisational culture and structure are thus placed in disequilibrium.===>I organizaciona struktura i organizaciona kultura su time stavljene u stanje neravnoteže.)
MATCH@M:(In this way, we maintain that organisational change leads to other types of changes, previously designated as technological change.===>Mislimo da na ovaj način organizaciona promena dovodi do drugih vrsta promena, koje su prethodno određene kao tehnološke promene.)
MATCH@E:(In this way, we maintain that organisational change leads to other types of changes, previously designated as technological change.===>Mislimo da na ovaj način organizaciona promena dovodi do drugih vrsta promena, koje su prethodno određene kao tehnološke promene. 2.)
MATCH@M:(Despite the importance given to the above mentioned authors, others emphasise another view, thus relating entrepreneurship to new ideas and new perspectives with the notion of creating new opportunities.===>Uprkos značaju koji smo dali gorepomenutim autorima, moramo da priznamo da ima i drugih koji ističu drugačije stavove kojima dovode preduzetništvo u vezu sa novim idejama i novim perspektivama čiji je cilj stvaranje novih prilika.)
MATCH@E:(2.3 The relationship between change and entrepreneurship Despite the importance given to the above mentioned authors, others emphasise another view, thus relating entrepreneurship to new ideas and new perspectives with the notion of creating new opportunities.===>Odnos između promena i preduzetništva Uprkos značaju koji smo dali gorepomenutim autorima, moramo da priznamo da ima i drugih koji ističu drugačije stavove kojima dovode preduzetništvo u vezu sa novim idejama i novim perspektivama čiji je cilj stvaranje novih prilika.)
MATCH@M:(This approach views the concept of change as a way of motivating the entrepreneurship capacity.===>Ovaj pristup posmatra koncept promene kao način motivisanja preduzetničkih sposobnosti.)
MATCH@E:(This approach views the concept of change as a way of motivating the entrepreneurship capacity.===>Ovaj pristup posmatra koncept promene kao način motivisanja preduzetničkih sposobnosti.)
MATCH@M:(This approach is shared by Audretsch (1995).===>Ovakav pristup zastupa Audretsch (1995).)
MATCH@E:(This approach is shared by Audretsch (1995).===>Ovakav pristup zastupa Audretsch (1995).)
MATCH@M:(Others such as Dubini and Aldrich, (1991:306) view the concept of entrepreneurship as being inherently a network activity; a view also shared by us.===>Drugi autori, kao Dubini i Aldrich (1991:306) posmatraju koncept preduzetništva kao primarno mrežnu aktivnost; ovaj stav zastupamo i mi.)
MATCH@E:(Others such as Dubini and Aldrich, (1991:306) view the concept of entrepreneurship as being inherently a network activity; a view also shared by us.===>Drugi autori, kao Dubini i Aldrich (1991:306) posmatraju koncept preduzetništva kao primarno mrežnu aktivnost; ovaj stav zastupamo i mi.)
MATCH@M:(In turn, Aldrich and Zimmer (1986), view social and cultural capital as being of utmost importance in the entrepreneurship activities.===>Sa svoje strane, Aldrich i Zimmer (1986) smatraju društveni i kulturni kapital najznačajnijim elementom preduzetničkih aktivnosti.)
MATCH@E:(In turn, Aldrich and Zimmer (1986), view social and cultural capital as being of utmost importance in the entrepreneurship activities.===>Sa svoje strane, Aldrich i Zimmer (1986) smatraju društveni i kulturni kapital najznačajnijim elementom preduzetničkih aktivnosti.)
MATCH@M:(The perspective of personal network is related to these theories, which is based on the premise that entrepreneurship is a social role imbedded in the social, political and cultural context.===>Za ove teorije vezuje se perspektiva lične mreže, koja se zasniva na premisi da preduzetništvo predstavlja društvenu ulogu uklopljenu u društveni, politički i kulturni kontekst.)
MATCH@E:(The perspective of personal network is related to these theories, which is based on the premise that entrepreneurship is a social role imbedded in the social, political and cultural context.===>Za ove teorije vezuje se perspektiva lične mreže, koja se zasniva na premisi da preduzetništvo predstavlja društvenu ulogu uklopljenu u društveni, politički i kulturni kontekst.)
MATCH@M:(Therefore, entrepreneurship means searching for change, and can even be considered as embodying change itself.===>Stoga preduzetništvo znači traganje za promenom i može se čak smatrati i samom promenom.)
MATCH@E:(Therefore, entrepreneurship means searching for change, and can even be considered as embodying change itself.===>Stoga preduzetništvo znači traganje za promenom i može se čak smatrati i samom promenom.)
MATCH@M:(However, one cannot ignore the fact that the Entrepreneur is the instrument as well as the agent of change itself.===>Ipak, ne može se zanemariti činjenica da je preduzetnik istovremeno i instrument i nosilac promene.)
MATCH@E:(However, one cannot ignore the fact that the Entrepreneur is the instrument as well as the agent of change itself.===>Ipak, ne može se zanemariti činjenica da je preduzetnik istovremeno i instrument i nosilac promene.)
MATCH@M:(According to the above discussion we believe that entrepreneurship itself can be associated with the actual processes of change.===>Na osnovu prethodne diskusije verujemo da pre-duzetništvo samo po sebi može da bude povezano sa stvarnim procesom promene.)
MATCH@E:(According to the above discussion we believe that entrepreneurship itself can be associated with the actual processes of change.===>Na osnovu prethodne diskusije verujemo da preduzetništvo samo po sebi može da bude povezano sa stvarnim procesom promene.)
MATCH@M:(There is a current debate in economic literature corroborating this view, namely, Dosi (1988), Dosi, Pavitt and Soete (1990), Drucker (1988; 1991), Metcalfe (1995), amongst others.===>Upravo traje debata u ekonomskoj literaturi u kojoj se podržava ovo gledište, u tu se ističu Dosi (1988), Dosi, Pavitt i Soete (1990), Drucker (1988; 1991), Metcalfe (1995) i još neki autori.)
MATCH@E:(There is a current debate in economic literature corroborating this view, namely, Dosi (1988), Dosi, Pavitt and Soete (1990), Drucker (1988; 1991), Metcalfe (1995), amongst others. ~~~ However, Hofstede et.===>Upravo traje debata u ekonomskoj literaturi u kojoj se podržava ovo gledište, u tu se ističu Dosi (1988), Dosi, Pavitt i Soete (1990), Drucker (1988; 1991), Metcalfe (1995) i još neki autori.)
MATCH@M:(However, Hofstede et. al. (cited in Audretsch :1995) are slightly more broad ranging in their analysis as they combine both entrepreneurial as well as economic variables with data emerging from cultural variables.===>Ipak, Hofstede i dr. (citiran u Audretsch, 1995) u svojoj analizi zastupaju nešto šira gledišta i kombinuju i pre-duzetničke i ekonomske varijable sa podacima koje do-bijaju u varijablama kulture.)
MATCH@E:(al. (cited in Audretsch :1995) are slightly more broad ranging in their analysis as they combine both entrepreneurial as well as economic variables with data emerging from cultural variables.===>Ipak, Hofstede i dr. (citiran u Audretsch, 1995) u svojoj analizi zastupaju nešto šira gledišta i kombinuju i preduzetničke i ekonomske varijable sa podacima koje do bijaju u varijablama kulture.)
MATCH@M:(We agree with this opinion whereby the level of entrepreneurship is dynamic as it takes both quantitative and qualitative variables into account, in order to identify performance and the level of entrepreneurship capacity.===>Slažemo se sa ovim gledištem po kome je nivo preduzetništva dinamičan pošto koristi i kvalitativne i kvantitativne varijable da bi odredio učinak i nivo preduzetničkih sposobnosti.)
MATCH@E:(We agree with this opinion whereby the level of entrepreneurship is dynamic as it takes both quantitative and qualitative variables into account, in order to identify performance and the level of entrepreneurship capacity.===>Slažemo se sa ovim gledištem po kome je nivo preduzetništva dinamičan pošto koristi i kvalitativne i kvantitativne varijable da bi odredio učinak i nivo preduzetničkih sposobnosti.)
MATCH@M:(There is yet another type of change which can be considered as being of utmost importance for the growth and development of business.===>Još jedan tip promena se smatra veoma značajnim za rast i razvoj poslovanja.)
MATCH@E:(There is yet another type of change which can be considered as being of utmost importance for the growth and development of business.===>Još jedan tip promena se smatra veoma značajnim za rast i razvoj poslovanja.)
MATCH@M:(These are the so- called “creative business” changes.===>To su takozvane „kreativne poslovne” promene.)
MATCH@E:(These are the so- called creative business changes.===>To su takozvane kreativne poslovne promene.)
MATCH@M:(This type of change is important as it embraces both the actual concept as well as the process of innovation as the embodiment of the actual change.===>One obuhvataju i aktuelni koncept i proces inovacije koji je deo stvarne promene, stoga su vaoma značajne.)
MATCH@E:(This type of change is important as it embraces both the actual concept as well as the process of innovation as the embodiment of the actual change.===>One obuhvataju i aktuelni koncept i proces inovacije koji je deo stvarne promene, stoga su vaoma značajne.)
MATCH@M:(The very process of innovation is nurtured by initiative and by business creativity - which holds the entrepreneurship stance.===>Sam proces inovacije podržan je inicijativom i poslovnom kreativnošću - a to su stubovi pre-duzetništva.)
MATCH@E:(The very process of innovation is nurtured by initiative and by business creativity which holds the entrepreneurship stance.===>Sam proces inovacije podržan je inicijativom i poslovnom kreativnošću a to su stubovi preduzetništva.)
MATCH@M:(However, change may originate within the actual market, through the changes compelled by the market.===>Ipak, promena može da nastane i iz samog tržišta, kroz promene koje tržište nameće.)
MATCH@E:(However, change may originate within the actual market, through the changes compelled by the market.===>Ipak, promena može da nastane i iz samog tržišta, kroz promene koje tržište nameće.)
MATCH@M:(In order for this change to be implemented, however, it is necessary that the economic agent pay attention to the fluctuations which occur in the market.===>Da bi se primenila ovakva promena, neophodno je da ekonomski činilac ima u vidu fluktuacije do kojih dolazi na tržištu.)
MATCH@E:(In order for this change to be implemented, however, it is necessary that the economic agent pay attention to the fluctuations which occur in the market.===>Da bi se primenila ovakva promena, neophodno je da ekonomski činilac ima u vidu fluktuacije do kojih dolazi na tržištu.)
MATCH@M:(This is changing the face of the economic sphere.===>Time se menja i izgled ekonomske sfere.)
MATCH@E:(This is changing the face of the economic sphere.===>Time se menja i izgled ekonomske sfere.)
MATCH@M:(Given its contribution to change, entrepreneurship can be considered as an element of change both at the social as well as economic level.===>Kad imamo na umu njegov doprinos promeni, preduzetništvo predstavlja element promene i na društvenom i na ekonomskom planu.)
MATCH@E:(Given its contribution to change, entrepreneurship can be considered as an element of change both at the social as well as economic level.===>Kad imamo na umu njegov doprinos promeni, preduzetništvo predstavlja element promene i na društvenom i na ekonomskom planu.)
MATCH@M:(In the dynamics of sustainable growth within the business context, one of the most important types of change is that which includes people and is thus known as “human change” or “human development”.===>U dinamici održivog rasta u poslovnom kontekstu, jedan od najvažnijih tipova promene jeste onaj koji obuhvata ljude i stoga je poznat kao „promena ljudi” ili „razvoj ljudi”)
MATCH@E:(In the dynamics of sustainable growth within the business context, one of the most important types of change is that which includes people and is thus known as human change or human development. ~~~ This change seems to be strategic as it shakes the communication structures.===>U dinamici održivog rasta u poslovnom kontekstu, jedan od najvažnijih tipova promene jeste onaj koji obuhvata ljude i stoga je poznat kao promena ljudi ili razvoj ljudi Ova promena je strateška promena, pošto pogađa strukturu komunikacije.)
BAD_LINE_=============================================================
BAD_LINE_M:In the dynamics of sustainable growth within the business context, one of the most important types of change is that which includes people and is thus known as “human change” or “human development”.
BAD_LINE_M:U dinamici održivog rasta u poslovnom kontekstu, jedan od najvažnijih tipova promene jeste onaj koji obuhvata ljude i stoga je poznat kao „promena ljudi” ili „razvoj ljudi”
BAD_LINE_E:In the dynamics of sustainable growth within the business context, one of the most important types of change is that which includes people and is thus known as human change or human development. ~~~ This change seems to be strategic as it shakes the communication structures.
BAD_LINE_E:U dinamici održivog rasta u poslovnom kontekstu, jedan od najvažnijih tipova promene jeste onaj koji obuhvata ljude i stoga je poznat kao promena ljudi ili razvoj ljudi Ova promena je strateška promena, pošto pogađa strukturu komunikacije.
MATCH@M:(The accent has to be placed on training in order for this communication to be efficient.===>Da bi ova komunikacija bila efikasna, naglasak se mora staviti na obuku.)
MATCH@E:(The accent has to be placed on training in order for this communication to be efficient.===>Da bi ova komunikacija bila efikasna, naglasak se mora staviti na obuku.)
MATCH@M:(Training, considered as being a form of developing the human brain, leads to the enrichment of the people, thus providing them with new perspectives, new visions, and new work practices.===>A, pošto obuka predstavlja oblik razvijanja ljudskog mozga, ona vodi bogaćenju ljudi, daje im nove prespektive, nove vizije i osposobljava ih za nove postupke u radu.)
MATCH@E:(Training, considered as being a form of developing the human brain, leads to the enrichment of the people, thus providing them with new perspectives, new visions, and new work practices.===>A, pošto obuka predstavlja oblik razvijanja ljudskog mozga, ona vodi bogaćenju ljudi, daje im nove prespektive, nove vizije i osposobljava ih za nove postupke u radu.)
MATCH@M:(Within this perspective, lies yet another embryo for organizational and human change.===>U okviru ove perspektive leži još jedan embrion organizacione i ljudske promene.)
MATCH@E:(Within this perspective, lies yet another embryo for organizational and human change.===>U okviru ove perspektive leži još jedan embrion organizacione i ljudske promene.)
MATCH@M:(However, change may also arise due to the actual market changes.===>Ipak, do promene može dođi i zbog stvarnih promena na tržištu.)
MATCH@E:(However, change may also arise due to the actual market changes.===>Ipak, do promene može dođi i zbog stvarnih promena na tržištu.)
MATCH@M:(But, for this change to be implemented, it is important that the economic agents take heed of the fluctuations which are noticeable in the market.===>Ali, da bi se ovakve promene primenile, važno je da ekonomski činioci obrate pažnju na fluktuacije koje su primetne na tržištu.)
MATCH@E:(But, for this change to be implemented, it is important that the economic agents take heed of the fluctuations which are noticeable in the market.===>Ali, da bi se ovakve promene primenile, važno je da ekonomski činioci obrate pažnju na fluktuacije koje su primetne na tržištu.)
MATCH@M:(This implies taking into account the specific human characteristics, through the analysis of the organisation and its external and internal contexts.===>To podrazumeva posebne odlike ljudi, do kojih se dolazi analiziranjem organizacije i njenog unutrašnjeg i spoljnog konteksta.)
MATCH@E:(This implies taking into account the specific human characteristics, through the analysis of the organisation and its external and internal contexts.===>To podrazumeva posebne odlike ljudi, do kojih se dolazi analiziranjem organizacije i njenog unutrašnjeg i spoljnog konteksta.)
MATCH@M:(This is known as a SWOT analysis; it is also known as Porter’s ‘five forces’ analysis.===>Ova analiza poznata je pod imenom SWOT analiza, ali i kao analiza „Porterovih pet sila”.)
MATCH@E:(This is known as a SWOT analysis; it is also known as Porters five forces analysis.===>Ova analiza poznata je pod imenom SWOT analiza, ali i kao analiza Porterovih pet sila.)
MATCH@M:(The basic aim of this analysis is to implement strategies; thus, simultaneously allowing for the optimization of choices, which rely upon those aspects of management, such as subjectivity and intuition.===>Osnovni cilj ove analize jeste da primeni strategije i tako istovremeno omogući optimizovanje izbora koji se oslanjaju na neke aspekte upravljanja, kao što su subjektivnost i intuicija.)
MATCH@E:(The basic aim of this analysis is to implement strategies; thus, simultaneously allowing for the optimization of choices, which rely upon those aspects of management, such as subjectivity and intuition. ~~~ 11 This combined analysis is undertaken by a SWOT analysis.===>Osnovni cilj ove analize jeste da primeni strategije i tako istovremeno omogući optimizovanje izbora koji se oslanjaju na neke aspekte upravljanja, kao što su subjektivnost i intuicija. 11 Ova kombinovana analiza sprovedena je SWOT analizom.)
MATCH@M:(Innovative behaviour is related to change, as the latter can be understood as a form of innovation.===>Inovativno ponašanje je vezano za promenu, pošto se promena smatra jednim oblikom inovacije.)
MATCH@E:(Innovative behaviour is related to change, as the latter can be understood as a form of innovation.===>Inovativno ponašanje je vezano za promenu, pošto se promena smatra jednim oblikom inovacije.)
MATCH@M:(But, what is important to know is how to conceive and to implement a change strategy.===>Ali, važno je znati kako da začnemo i kako da primenimo strategiju promene.)
MATCH@E:(But, what is important to know is how to conceive and to implement a change strategy.===>Ali, važno je znati kako da začnemo i kako da primenimo strategiju promene.)
MATCH@M:(This should, however, be based on the leadership principles, as a continuous and controlled involvement of the employees.===>To treba da se zasniva na principima vodstva, kao neprekidno i kontrolisano uključivanje zaposlenih.)
MATCH@E:(This should, however, be based on the leadership principles, as a continuous and controlled involvement of the employees.===>To treba da se zasniva na principima vođstva, kao neprekidno i kontrolisano uključivanje zaposlenih.)
MATCH@M:(Schumpeter advocates aforementioned theory of creative destructiveness.===>Schumpeter se zalaže za pomenutu teoriju kreativne destruktivnosti.)
MATCH@E:(Schumpeter advocates aforementioned theory of creative destructiveness.===>Schumpeter se zalaže za pomenutu teoriju kreativne destruktivnosti.)
MATCH@M:(This is related to the desirable yet positive disequilibrium factors, from whence the Schumpeterian theory of creative destruction arises.===>Ona je u vezi sa poželjnim i pozitivnim faktorima neravnoteže iz kojih i proizilazi njegova teorija o kreativnoj destrukciji.)
MATCH@E:(This is related to the desirable yet positive disequilibrium factors, from whence the Schumpeterian theory of creative destruction arises.===>Ona je u vezi sa poželjnim i pozitivnim faktorima neravnoteže iz kojih i proizilazi njegova teorija o kreativnoj destrukciji.)
MATCH@M:(However, we corroborated that, in order for this ‘creative destruction’ to occur it is necessary that the latter be based on entrepreneurship.===>Potvrdili smo da, da bi došlo do ove „kreativne destrukcije”, sama destrukcija mora da se zasniva na preduzetnišrvu.)
MATCH@E:(However, we corroborated that, in order for this creative destruction to occur it is necessary that the latter be based on entrepreneurship.===>Potvrdili smo da, da bi došlo do ove kreativne destrukcije, sama destrukcija mora da se zasniva na preduzetnišrvu.)
MATCH@M:(This theory focuses on force and the importance of disequilibrium with a hint of the cause and effect processes of organisational change.===>Ova teorija se bavi silom i značajem situacije neuravnoteženosti i ukazuje na procese uzroke i posledica organizacione promene.)
MATCH@E:(This theory focuses on force and the importance of disequilibrium with a hint of the cause and effect processes of organisational change.===>Ova teorija se bavi silom i značajem situacije neuravnoteženosti i ukazuje na procese uzroke i posledica organizacione promene.)
MATCH@M:(This destructive creativity is underlined by the creative and entrepreneurial spirit of the businessman, which is supported by innovation, whatever the degree or type.===>Ova destruktivna kreativnost naglašena je kreativnim i preduzetničkim duhom poslovnog čoveka, a podržava je inovacija, ma kog stepena ili vrste da je.)
MATCH@E:(This destructive creativity is underlined by the creative and entrepreneurial spirit of the businessman, which is supported by innovation, whatever the degree or type.===>Ova destruktivna kreativnost naglašena je kreativnim i preduzetničkim duhom poslovnog čoveka, a podržava je inovacija, ma kog stepena ili vrste da je. 3.)
MATCH@M:(The aim of our research is to reflect upon how potential learning effects in turn affect the entrepreneurship capacity of the student.===>U ovom radu naš cilj je bio da posmatramo kako potencijalni efekti učenja sa svoje strane utiču na pre-duzetničke sposobnosti studenta.)
MATCH@E:(3. ~~~ Empirical analysis 3.1 Methodology The aim of our research is to reflect upon how potential learning effects in turn affect the entrepreneurship capacity of the student.===>Empirijska analiza 3.1 Metodologija U ovom radu naš cilj je bio da posmatramo kako potencijalni efekti učenja sa svoje strane utiču na preduzetničke sposobnosti studenta.)
MATCH@M:(With reference to the methodology chosen, three institutions of higher learning, namely Jean Piaget University of Cape Verde, University of Minho and Lustada University in Porto were used, whereby we randomly selected students in the Degrees of Management and Human Resource Management.===>Sto se tiče metodologije, ispitivanje smo sproveli na tri visokoškolske institucije, naime na Univerzitetu Jean Piaget u Cape Verde, Univerzitetu Minho i Univerzitetu Lusiada u Portu, a po slučajnom izboru izabrali smo studente sa Odseka za upravljanje i upravljanje ljudskim resursima.)
MATCH@E:(The objective of this study is thus to ascertain the students perceptions of the training they receive at the three universities. ~~~ With reference to the methodology chosen, three institutions of higher learning, namely Jean Piaget University of Cape Verde, University of Minho and Lusíada University in Porto were used, whereby we randomly selected students in the Degrees of Management and Human Resource Management.===>Stoga nam je cilj da utvrdimo kako studenti doživljavaju obuku koju imaju na ova tri univerziteta. [to se tiče metodologije, ispitivanje smo sproveli na tri visokoškolske institucije, naime na Univerzitetu Jean Piaget u Cape Verde, Univerzitetu Minho i Univerzitetu Lusiada u Portu, a po slučajnom izboru izabrali smo studente sa Odseka za upravljanje i upravljanje ljudskim resursima.)
MATCH@M:(The sample under analysis was randomly selected.===>Rekli smo da je uzorak odreden metodom slučajnog izbora.)
MATCH@E:(The sample under analysis was randomly selected.===>Rekli smo da je uzorak određen metodom slučajnog izbora.)
MATCH@M:(Even though our concern was to survey the entire population of those degrees and years, this would be, however, unworkable and, therefore, we distributes the questionnaire to 400 students of which we managed to receive 160 answers.===>Iako smo želeli da posmatramo ukupnu populaciju na ovim odsecima i tokom svih godina studija, to se pokazalo nemogućim za rad, te smo stoga odabrali 400 studenata i podelili im upitnike i dobili odgovore od njih 160.)
MATCH@E:(Even though our concern was to survey the entire population of those degrees and years, this would be, however, unworkable and, therefore, we distributes the questionnaire to 400 students of which we managed to receive 160 answers.===>Iako smo želeli da posmatramo ukupnu populaciju na ovim odsecima i tokom svih godina studija, to se pokazalo nemogućim za rad, te smo stoga odabrali 400 studenata i podelili im upitnike i dobili odgovore od njih 160.)
MATCH@M:(In view of the fact that 15 answers were less clear we decided to eliminate them in order to avoid bias on the analysis.===>Od tog broja, 15 nije odgovorilo jasno na sva pitanja, pa smo ih eliminisali da objektivnost analize ne bi bila narušena.)
MATCH@E:(In view of the fact that 15 answers were less clear we decided to eliminate them in order to avoid bias on the analysis.===>Od tog broja, 15 nije odgovorilo jasno na sva pitanja, pa smo ih eliminisali da objektivnost analize ne bi bila narušena.)
MATCH@M:(Therefore, our research totals 125 valid questionnaires for analysis.===>Tako u našem istraživanju analiziramo 125 validnih upitnika.)
MATCH@E:(Therefore, our research totals 125 valid questionnaires for analysis.===>Tako u našem istraživanju analiziramo 125 validnih upitnika.)
MATCH@M:(Moreover, the latter represents a 36.25% response rate which is considered as being reasonable and significant for our current research.===>To iznosi 36,25% stope odgovora što se smatra dovoljnim i značajnim za istraživanje kojim se sada bavimo.)
MATCH@E:(Moreover, the latter represents a 36.25% response rate which is considered as being reasonable and significant for our current research.===>To iznosi 36,25% stope odgovora što se smatra dovoljnim i značajnim za istraživanje kojim se sada bavimo. 3.)
MATCH@M:(The questionnaire was authorised by Prof. Simon L. Dolan, Catedratico de la Universidad Ramon Llull, Director of Research - IEL (Instituto de Estudios Laborales), ESADE Business School, Ramon Llull University, Avenida Pedralbes 60-62, 08034 Barcelona SPAIN.===>Upitnik je odobrio Prof. Simon L. Dolan, šef katedre na Universitad Ramon Llull, Direktor istraživanja -IEL (Instituto de Estudios Laborales), Poslovna škola ESADE, Univerzitet Ramon Llull, Avenida Pedralbes 60-62, 08034 Barcelona, ŠPANIJA.)
MATCH@E:(3.2 The questionnaire The questionnaire was authorised by Prof. Simon L. Dolan, Catedratico de la Universidad Ramon Llull, Director of Research - IEL (Instituto de Estudios Laborales), ESADE Business School, Ramon Llull University, Avenida Pedralbes 60-62, 08034 Barcelona SPAIN.===>Upitnik Upitnik je odobrio Prof. Simon L. Dolan, šef katedre na Universitad Ramon Llull, Direktor istraživanja IEL (Instituto de Estudios Laborales), Poslovna škola ESADE, Univerzitet Ramon Llull, Avenida Pedralbes 60-62, 08034 Barcelona, [PANIJA.)
MATCH@M:(In view of the fact that we are mainly conducting research on primary data we decided to formulate more generalised questions thus enabling us to infer beyond the concept of entrepreneurship.===>Pošto istraživanje uglavnom sprovodimo na primarnim podacima, odlučili smo da sastavimo pitanja opšti-je prirode, što će nam omogućiti da donosimo zaključke i o pitanjima koja prevazilaze koncept pre-duzetništva.)
MATCH@E:(In view of the fact that we are mainly conducting research on primary data we decided to formulate more generalised questions thus enabling us to infer beyond the concept of entrepreneurship.===>Pošto istraživanje uglavnom sprovodimo na primarnim podacima, odlučili smo da sastavimo pitanja opštije prirode, što će nam omogućiti da donosimo zaključke i o pitanjima koja prevazilaze koncept preduzetništva.)
MATCH@M:(Thus, forty three wide-ranging questions were created.===>Stoga smo postavili četrdeset tri opštija pitanja.)
MATCH@E:(Thus, forty three wide-ranging questions were created.===>Stoga smo postavili četrdeset tri opštija pitanja.)
MATCH@M:(In accordance with the current research objectives we decided to select those which seemed most pertinent irrespective of the answers obtained.===>U skladu sa ciljevima našeg tekućeg istraživanja, odabrali smo ona koja su nam se činila najznačajnijim, bez obzira kakvi su bili odgovori koje smo dobili.)
MATCH@E:(In accordance with the current research objectives we decided to select those which seemed most pertinent irrespective of the answers obtained.===>U skladu sa ciljevima našeg tekućeg istraživanja, odabrali smo ona koja su nam se činila najznačajnijim, bez obzira kakvi su bili odgovori koje smo dobili.)
MATCH@M:(These variables are thus: openness of character, continuous learning, individual competitiveness, imagination-creativity, the person at centre.===>Varijable su sledeće: otvorenost ličnosti, stalno usavršavanje, takmičarske duh pojedinca, maštovitost-kreativnost i pojedinac u središtu pažnje.)
MATCH@E:(These variables are thus: openness of character, continuous learning, individual competitiveness, imagination-creativity, the person at centre.===>Varijable su sledeće: otvorenost ličnosti, stalno usavršavanje, takmičarske duh pojedinca, maštovitostkreativnost i pojedinac u središtu pažnje.)
MATCH@M:(The individual is viewed as an important contributing element thereby ensuring the survival and success of the organization is also stressed.===>Pojedinac se posmatra kao značajan činilac koji daje svoj doprinos i time obezbeđuje opstanak i uspeh organizacije, što se takođe naglašava.)
MATCH@E:(The individual is viewed as an important contributing element thereby ensuring the survival and success of the organization is also stressed.===>Pojedinac se posmatra kao značajan činilac koji daje svoj doprinos i time obezbeđuje opstanak i uspeh organizacije, što se takođe naglašava.)
MATCH@M:(The human side is enhanced as people are given more value and are no longer seen merely as a factor in the production process but are much more important than that.===>Ova ljudska strana se sve više uzima u obzir kako ljudi dobij aj u sve veći značaj i više ne predstavljaju samo jedan od faktora u proizvodnom procesu već je njihov značaj mnogo veći.)
MATCH@E:(The human side is enhanced as people are given more value and are no longer seen merely as a factor in the production process but are much more important than that.===>Ova ljudska strana se sve više uzima u obzir kako ljudi dobijaju sve veći značaj i više ne predstavljaju samo jedan od faktora u proizvodnom procesu već je njihov značaj mnogo veći.)
MATCH@M:(Thus we would further add that the human factor is much more important than other production factors -and so takes on such an important role.===>Stoga bismo dodali da je ljudski faktor značajniji nego drugi proizvodni faktori - stoga i preuzima tako značajnu ulogu.)
MATCH@E:(Thus we would further add that the human factor is much more important than other production factors and so takes on such an important role.===>Stoga bismo dodali da je ljudski faktor značajniji nego drugi proizvodni faktori stoga i preuzima tako značajnu ulogu. 3.)
MATCH@M:(We thus, opted for an analysis of each of the three institutions in order to conduct a comparative and general analysis.===>Tako smo odlučili da izvršimo analizu svake ove institucije i da onda sprovedemo komparativnu i opštu analizu.)
MATCH@E:(We thus, opted for an analysis of each of the three institutions in order to conduct a comparative and general analysis.===>Tako smo odlučili da izvršimo analizu svake ove institucije i da onda sprovedemo komparativnu i opštu analizu. 3.)
MATCH@M:(This decision stems from the fact that openness, attention and sagacity may lead to creating the characteristics linked to entrepreneurship.===>To stoga što otvorenost, pažnja i promišljenost mogu da razviju sposobnosti koje se vezuju za preduzetni-štvo.)
MATCH@E:(This decision stems from the fact that openness, attention and sagacity may lead to creating the characteristics linked to entrepreneurship.===>To stoga što otvorenost, pažnja i promišljenost mogu da razviju sposobnosti koje se vezuju za preduzetništvo.)
MATCH@M:(In relation to the limiting size of the sample, the age variable poses a difficulty to infer more reasonable interpretations.===>Pošto je uzorak brojčano ograničen, varijabla starosnog doba nam predstavlja teškoću kada donosimo neke normalne zaključke.)
MATCH@E:(In relation to the limiting size of the sample, the age variable poses a difficulty to infer more reasonable interpretations.===>Takmičarski duh pojedinca Otvorenost ličnosti Otvorenost liènosti Ukupno Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Rezultat Takmicarski duh Ukupno Malo U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 3:)
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BAD_LINE_M:In relation to the limiting size of the sample, the age variable poses a difficulty to infer more reasonable interpretations.
BAD_LINE_M:Pošto je uzorak brojčano ograničen, varijabla starosnog doba nam predstavlja teškoću kada donosimo neke normalne zaključke.
BAD_LINE_E:In relation to the limiting size of the sample, the age variable poses a difficulty to infer more reasonable interpretations.
BAD_LINE_E:Takmičarski duh pojedinca Otvorenost ličnosti Otvorenost liènosti Ukupno Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Rezultat Takmicarski duh Ukupno Malo U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 3:
MATCH@M:(Moreover, it is evident that as age increases the openness to entrepreneurship decreases, and, therefore, it therefore does not produce the expected entrepreneurial awareness.===>Sta više, očigledno je da što je čovek stariji, njegova otvorenost prema preduzetništvu opada i stoga se ne postiže očekivana preduzetnička svest.)
MATCH@E:(Moreover, it is evident that as age increases the openness to entrepreneurship decreases, and, therefore, it therefore does not produce the expected entrepreneurial awareness.===>Takmičarski duh* unakrsna tabulacija po polu (izvor: autori) Tabela 1:)
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BAD_LINE_M:Moreover, it is evident that as age increases the openness to entrepreneurship decreases, and, therefore, it therefore does not produce the expected entrepreneurial awareness.
BAD_LINE_M:Sta više, očigledno je da što je čovek stariji, njegova otvorenost prema preduzetništvu opada i stoga se ne postiže očekivana preduzetnička svest.
BAD_LINE_E:Moreover, it is evident that as age increases the openness to entrepreneurship decreases, and, therefore, it therefore does not produce the expected entrepreneurial awareness.
BAD_LINE_E:Takmičarski duh* unakrsna tabulacija po polu (izvor: autori) Tabela 1:
MATCH@M:(This connotes that reasonable is linked to the classification of this variable is considered as being sufficient as opposed to being “complete” which is linked to being ‘very good’.===>Ovo pokazuje da se razumno vezuje za klasifikaciju ove varijable i znači dovoljno u odnosu na „u potpunosti” što znači veoma dobro.)
MATCH@E:(This connotes that reasonable is linked to the classification of this variable is considered as being sufficient as opposed to being complete which is linked to being very good.===>Naš cilj nije da damo odgovor na ovo pitanje, ali bi to mogao da bude predmet drugih istraživanja u budućnosti.)
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BAD_LINE_M:This connotes that reasonable is linked to the classification of this variable is considered as being sufficient as opposed to being “complete” which is linked to being ‘very good’.
BAD_LINE_M:Ovo pokazuje da se razumno vezuje za klasifikaciju ove varijable i znači dovoljno u odnosu na „u potpunosti” što znači veoma dobro.
BAD_LINE_E:This connotes that reasonable is linked to the classification of this variable is considered as being sufficient as opposed to being complete which is linked to being very good.
BAD_LINE_E:Naš cilj nije da damo odgovor na ovo pitanje, ali bi to mogao da bude predmet drugih istraživanja u budućnosti.
MATCH@M:(However, while the female responses demonstrate a tendency to an equal distribution through all the criteria, the male responses on the other hand, tend to be concentrated on the opposing positive poles.===>Ipak, dok se u odgovorima žena za-paža tendencija ka ravnomernoj distribuciji po svim kri-terijumima, odgovori muškaraca, s druge strane, više se koncentrišu na suprotnim polovima.)
MATCH@E:(However, while the female responses demonstrate a tendency to an equal distribution through all the criteria, the male responses on the other hand, tend to be concentrated on the opposing positive poles. ~~~ This can thus be indicative of the major difference between genders.===>Pošto nismo zadovoljni dobijenim odgovodima, postavljamo sledeće pitanje: da li se ovo može pripisati patrijarhalnoj kulturi?)
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BAD_LINE_M:However, while the female responses demonstrate a tendency to an equal distribution through all the criteria, the male responses on the other hand, tend to be concentrated on the opposing positive poles.
BAD_LINE_M:Ipak, dok se u odgovorima žena za-paža tendencija ka ravnomernoj distribuciji po svim kri-terijumima, odgovori muškaraca, s druge strane, više se koncentrišu na suprotnim polovima.
BAD_LINE_E:However, while the female responses demonstrate a tendency to an equal distribution through all the criteria, the male responses on the other hand, tend to be concentrated on the opposing positive poles. ~~~ This can thus be indicative of the major difference between genders.
BAD_LINE_E:Pošto nismo zadovoljni dobijenim odgovodima, postavljamo sledeće pitanje: da li se ovo može pripisati patrijarhalnoj kulturi?
MATCH@M:(Thus, it seems to be evident that the need for continuous learning is present amongst the entire population regardless of gender.===>Tako izgleda očigledno da je potreba za stalnim usavršavanjem prisutna u celoj populaciji, bez obzira na pol.)
MATCH@E:(Thus, it seems to be evident that the need for continuous learning is present amongst the entire population regardless of gender.===>Ako je tako, onda izgleda da tip kulture i društvena struktura nameću određeni ritam konkretom mentalnom modelu preduzetništva.)
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BAD_LINE_M:Thus, it seems to be evident that the need for continuous learning is present amongst the entire population regardless of gender.
BAD_LINE_M:Tako izgleda očigledno da je potreba za stalnim usavršavanjem prisutna u celoj populaciji, bez obzira na pol.
BAD_LINE_E:Thus, it seems to be evident that the need for continuous learning is present amongst the entire population regardless of gender.
BAD_LINE_E:Ako je tako, onda izgleda da tip kulture i društvena struktura nameću određeni ritam konkretom mentalnom modelu preduzetništva.
MATCH@M:(In general, 72% reveal “some” agreement as opposed to 28% which are in “complete” agreement.===>Uopšte, 72% pokazuje „delimično” slaganje u poređenju sa 28% koji se slažu „u potpunosti”.)
MATCH@E:(In general, 72% reveal some agreement as opposed to 28% which are in complete agreement.===>Uopšte, 72% pokazuje delimično slaganje u poređenju sa 28% koji se slažu u potpunosti.)
MATCH@M:(The findings obtained according to gender are even more enthusiastic in so far as 89% of the male respondents attribute “some” agreement in comparison to the 62% of the female respondents.===>Zaključci izvedeni na osnovu razlike u polu još više su nas obradovali, pošto 89% muškaraca odgovara „delimično” u poređenju sa 62% žena.)
MATCH@E:(The findings obtained according to gender are even more enthusiastic in so far as 89% of the male respondents attribute some agreement in comparison to the 62% of the female respondents.===>Zaključci izvedeni na osnovu razlike u polu još više su nas obradovali, pošto 89% muškaraca odgovara delimično u poređenju sa 62% žena.)
MATCH@M:(In terms of the latter female findings, as opposed to the male findings, there is more concern in demonstrating the importance of this variable in that 38% of female respondents are in “complete” agreement.===>Kad govorimo o ovom poslednjem zaključku u vezi sa ženskom populacijom, veću pažnju treba posvetiti značaju ove varijable, pošto je 38% žena dalo odgovor „u potpunosti”.)
MATCH@E:(In terms of the latter female findings, as opposed to the male findings, there is more concern in demonstrating the importance of this variable in that 38% of female respondents are in complete agreement.===>Kad govorimo o ovom poslednjem zaključku u vezi sa ženskom populacijom, veću pažnju treba posvetiti značaju ove varijable, pošto je 38% žena dalo odgovor u potpunosti.)
MATCH@M:(There are no divergences concerning the behaviour of the age groups.===>Odgovori dati po osnovu starosnog doba ne pokazuju nikakvu divergenciju.)
MATCH@E:(There are no divergences concerning the behaviour of the age groups.===>Odgovori dati po osnovu starosnog doba ne pokazuju nikakvu divergenciju. 3.)
MATCH@M:(These findings allow us to assess the respondent’s need for continuous learning.===>Na osnovu ovih zaključaka možemo da procenimo potrebu ispitanika za stalnim usavršavanjem.)
MATCH@E:(These findings allow us to assess the respondents need for continuous learning.===>Na osnovu ovih zaključaka možemo da procenimo potrebu ispitanika za stalnim usavršavanjem.)
MATCH@M:(In analysing the behaviour according to gender we are aware of the existence of a great percentage of females, 75% who consider this variable to be of utmost importance, and the 81% of male respondents are indicators which can be considered as being extremely high.===>U analizi ponašanja prema polu svesni smo da postoji veliki procenat žena, 75%, koje smatraju da je ova varijabla od ključnog značaja, a 81% muškaraca joj pridaje izuzetno veliki značaj.)
MATCH@E:(In analysing the behaviour according to gender we are aware of the existence of a great percentage of females, 75% who consider this variable to be of utmost importance, and the 81% of male respondents are indicators which can be considered as being extremely high.===>U analizi ponašanja prema polu svesni smo da postoji veliki procenat žena, 75%, koje smatraju da je ova varijabla od ključnog značaja, a 81% muškaraca joj pridaje izuzetno veliki značaj.)
MATCH@M:(Another issue which we consider of importance is the fact that 70 of the 90 respondents (78%) are in the age group between 19-22 years old.===>Smatramo da je veoma značajan i podatak da se 70 od 90 ispitanika (78%) nalazi u starosnom dobu od 19-22 godine.)
MATCH@E:(Another issue which we consider of importance is the fact that 70 of the 90 respondents (78%) are in the age group between 19-22 years old.===>Smatramo da je veoma značajan i podatak da se 70 od 90 ispitanika (78%) nalazi u starosnom dobu od 19-22 godine.)
MATCH@M:(The first, made up of “none”, “very little”, and “little”; the second section made up of intermediary values such as “some” and the third section, which includes the maximum values of “reasonable” and “complete”.===>Prvi obuhvata odgovore „nimalo”, „veoma malo” i „malo”, drugi obuhvata srednje vrednosti kao što je „delimično”, a treći deo obuhvata maksimalne vrednosti „u razumnoj meri” i „u potpunosti”.)
MATCH@E:(The first, made up of none, very little, and little; the second section made up of intermediary values such as some and the third section, which includes the maximum values of reasonable and complete.===>Prvi obuhvata odgovore nimalo, veoma malo i malo, drugi obuhvata srednje vrednosti kao što je delimično, a treći deo obuhvata maksimalne vrednos ti u razumnoj meri i u potpunosti.)
MATCH@M:(In terms of age group, the findings do not have any ele-===>U okviru starosnog doba podaci nisu dali ni jedan ele-menat vredan pomena.)
MATCH@E:(In terms of age group, the findings do not have any elements worth mentioning.===>U okviru starosnog doba podaci nisu dali ni jedan elemenat vredan pomena.)
MATCH@M:(If this, however, does not occur, it may well neutralise the potential capacities highlighted in the remaining variables.===>Ako do toga ipak ne dođe, to može u priličnoj meri da neutralizuje potencijalne sposobnosti naglašene u preostalim varijablama.)
MATCH@E:(If this, however, does not occur, it may well neutralise the potential capacities highlighted in the remaining variables.===>)
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BAD_LINE_M:If this, however, does not occur, it may well neutralise the potential capacities highlighted in the remaining variables.
BAD_LINE_M:Ako do toga ipak ne dođe, to može u priličnoj meri da neutralizuje potencijalne sposobnosti naglašene u preostalim varijablama.
BAD_LINE_E:If this, however, does not occur, it may well neutralise the potential capacities highlighted in the remaining variables.
BAD_LINE_E:
MATCH@M:(In terms of age group, the findings do not have any elements worth mentioning.===>U okviru kriterijuma starosnog doba nismo dobili odgovore vredne pomena.)
MATCH@E:(In terms of age group, the findings do not have any elements worth mentioning. ~~~ 3.3.4.===>Maštovitost i kreativnost Rezultat Maštovitost i kreativnost Ukupno Veoma malo Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 9:)
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BAD_LINE_M:In terms of age group, the findings do not have any elements worth mentioning.
BAD_LINE_M:U okviru kriterijuma starosnog doba nismo dobili odgovore vredne pomena.
BAD_LINE_E:In terms of age group, the findings do not have any elements worth mentioning. ~~~ 3.3.4.
BAD_LINE_E:Maštovitost i kreativnost Rezultat Maštovitost i kreativnost Ukupno Veoma malo Malo Delimicno U razumnoj meri U potpunosti Pol Ženski Muški Ukupno Tabela 9:
MATCH@M:(In an analysis of the findings of the behaviour between male and female we conclude that there are positive behaviours, the male responses total 65% whereas the females are 71%.===>U analizi zaključaka o odgovorima žena i muškaraca zaključujemo da su stavovi pozitivni; odgovori muškaraca dostižu 65%, a žena 71%.)
MATCH@E:(In an analysis of the findings of the behaviour between male and female we conclude that there are positive behaviours, the male responses total 65% whereas the females are 71%.===>U analizi zaključaka o odgovorima žena i muškaraca zaključujemo da su stavovi pozitivni; odgovori muškaraca dostižu 65%, a žena 71%.)
MATCH@M:(We can infer that the data arising from this specific variable demonstrate that the courses taught contribute in some way enrich the mind leading towards greater levels of entrepreneurship.===>Možemo da zaključimo da podaci dobijeni pomoću ove specifične varijable pokazuju da predavanja na neki način doprinose obogaćivanju ličnosti i vode ka višim nivoima preduzetništva.)
MATCH@E:(We can infer that the data arising from this specific variable demonstrate that the courses taught contribute in some way enrich the mind leading towards greater levels of entrepreneurship.===>Možemo da zaključimo da podaci dobijeni pomoću ove specifične varijable pokazuju da predavanja na neki način doprinose obogaćivanju ličnosti i vode ka višim nivoima preduzetništva.)
MATCH@M:(In terms of age group, the findings do not have any elements worth mentioning.===>U okviru kriterijuma starosnog doba nije se izdvojio ni jedan podatak vredan pomena.)
MATCH@E:(In terms of age group, the findings do not have any elements worth mentioning.===>U okviru kriterijuma starosnog doba nije se izdvojio ni jedan podatak vredan pomena.)
MATCH@M:(On a general level 70% of the answers pay little importance to this variable, hence the answers to the topics of “some” and “reasonable”, in contrast to the 30% of the answers which are in effect in “complete” agreement.===>Na opštem nivou 70% odgovora ne pridaju veliku pažnju ovoj varijabli, i otuda odgovori „delimično” i »u razumnoj meri” u odnosu na 30% koji odgovaraju sa „u potpunosti”.)
MATCH@E:(On a general level 70% of the answers pay little importance to this variable, hence the answers to the topics of some and reasonable, in contrast to the 30% of the answers which are in effect in complete agreement.===>Ipak, odgovori 36% ispitanika su na prosečnoj vrednosti, a 24% odgovara sa nimalo, veoma malo i ma lo. ~~~ Iako ove vrednosti nemaju isti kvalitet kao ostale varijable, one ipak pokazuju da postoji želja da se izbegne da budemo u središtu dešavanja.)
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BAD_LINE_M:On a general level 70% of the answers pay little importance to this variable, hence the answers to the topics of “some” and “reasonable”, in contrast to the 30% of the answers which are in effect in “complete” agreement.
BAD_LINE_M:Na opštem nivou 70% odgovora ne pridaju veliku pažnju ovoj varijabli, i otuda odgovori „delimično” i »u razumnoj meri” u odnosu na 30% koji odgovaraju sa „u potpunosti”.
BAD_LINE_E:On a general level 70% of the answers pay little importance to this variable, hence the answers to the topics of some and reasonable, in contrast to the 30% of the answers which are in effect in complete agreement.
BAD_LINE_E:Ipak, odgovori 36% ispitanika su na prosečnoj vrednosti, a 24% odgovara sa nimalo, veoma malo i ma lo. ~~~ Iako ove vrednosti nemaju isti kvalitet kao ostale varijable, one ipak pokazuju da postoji želja da se izbegne da budemo u središtu dešavanja.
MATCH@M:(If we analyse the data according to gender we can ascertain that they show similar behaviour seeing that 27% of the male answers are in “complete” agreement in contrast to 33% of the female respondents.===>Ako analiziramo podatke u odnosu na pol, dobičemo slične rezultate pošto je 27% muškaraca dalo odgovor „u potpunosti”, kao i 33% žena.)
MATCH@E:(If we analyse the data according to gender we can ascertain that they show similar behaviour seeing that 27% of the male answers are in complete agreement in contrast to 33% of the female respondents.===>Ipak, insistiramo na potrebi da se ovi indikatori usavrše. ~~~ Ako do toga ipak ne dođe, to može u priličnoj meri da neutralizuje potencijalne sposobnosti naglašene u preostalim varijablama.)
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BAD_LINE_M:If we analyse the data according to gender we can ascertain that they show similar behaviour seeing that 27% of the male answers are in “complete” agreement in contrast to 33% of the female respondents.
BAD_LINE_M:Ako analiziramo podatke u odnosu na pol, dobičemo slične rezultate pošto je 27% muškaraca dalo odgovor „u potpunosti”, kao i 33% žena.
BAD_LINE_E:If we analyse the data according to gender we can ascertain that they show similar behaviour seeing that 27% of the male answers are in complete agreement in contrast to 33% of the female respondents.
BAD_LINE_E:Ipak, insistiramo na potrebi da se ovi indikatori usavrše. ~~~ Ako do toga ipak ne dođe, to može u priličnoj meri da neutralizuje potencijalne sposobnosti naglašene u preostalim varijablama.
MATCH@M:(Thus, in a general analysis it is visible that 30% of the respondents are in “complete” agreement.===>Tako se u opštoj analizi vidi da 30% ispitanika odgovara „u potpunosti”.)
MATCH@E:(Thus, in a general analysis it is visible that 30% of the respondents are in complete agreement.===>Tako se u opštoj analizi vidi da 30% ispitanika odgovara u potpunosti.)
MATCH@M:(However, 23% of that same population are in “little” agreement.===>Ipak, 23% iste populacije odgovara sa „malo”.)
MATCH@E:(However, 23% of that same population are in little agreement.===>Ipak, 23% iste populacije odgovara sa malo.)
MATCH@M:(The male respondents seem to be more sensitive to this variable.===>Muškarci izgleda osetljivije reaguju na ovu varijablu.)
MATCH@E:(The male respondents seem to be more sensitive to this variable.===>Pojedinac u središtu pažnje * Unakrsna tabulacija po polu Izvor: (Autori) Iznenadili su nas odgovori po kriterijumu pola.)
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BAD_LINE_M:The male respondents seem to be more sensitive to this variable.
BAD_LINE_M:Muškarci izgleda osetljivije reaguju na ovu varijablu.
BAD_LINE_E:The male respondents seem to be more sensitive to this variable.
BAD_LINE_E:Pojedinac u središtu pažnje * Unakrsna tabulacija po polu Izvor: (Autori) Iznenadili su nas odgovori po kriterijumu pola.
MATCH@M:(This can be seen by virtue of the fact that 60% of the population giving it maximum weight, at the level of “reasonable” and “complete”.===>Tako joj 60% populacije pridaje najveći značaj, na nivou „u razumnoj meri” i „u potpunosti”.)
MATCH@E:(This can be seen by virtue of the fact that 60% of the population giving it maximum weight, at the level of reasonable and complete.===>S druge strane, najviše odgovora, 87%, dobili smo na nivou delimično, u razumnoj meri i u potpunosti od muškaraca, što je u suprotnosti sa 47% istih odgovora žena.)
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BAD_LINE_M:This can be seen by virtue of the fact that 60% of the population giving it maximum weight, at the level of “reasonable” and “complete”.
BAD_LINE_M:Tako joj 60% populacije pridaje najveći značaj, na nivou „u razumnoj meri” i „u potpunosti”.
BAD_LINE_E:This can be seen by virtue of the fact that 60% of the population giving it maximum weight, at the level of reasonable and complete.
BAD_LINE_E:S druge strane, najviše odgovora, 87%, dobili smo na nivou delimično, u razumnoj meri i u potpunosti od muškaraca, što je u suprotnosti sa 47% istih odgovora žena.
MATCH@M:(This is in direct contrast to 33% of the female gender.===>Ovo je upravo suprotno odgovorima 33% žena.)
MATCH@E:(This is in direct contrast to 33% of the female gender.===>Stoga smatramo da postoji velika razlika između polova.)
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BAD_LINE_M:This is in direct contrast to 33% of the female gender.
BAD_LINE_M:Ovo je upravo suprotno odgovorima 33% žena.
BAD_LINE_E:This is in direct contrast to 33% of the female gender.
BAD_LINE_E:Stoga smatramo da postoji velika razlika između polova.
MATCH@M:(However, in general term and for the set of categories which are “none”, “little” and “some” this represents more than 53%.===>Ipak, u opštim odnosima i za kategorije „nimalo”, „malo” i „delimično”, to predstavlja više od 53%.)
MATCH@E:(However, in general term and for the set of categories which are none, little and some this represents more than 53%.===>Iako su rezultati među ženskim ispitanicima visoki, ipak su niži od rezultata muških ispitanika, koji veruju da treba da budu u centru pažnje. ~~~ Na ovo pitanje pozitivno je odgovorilo 67% ispitanika oba pola.)
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BAD_LINE_M:However, in general term and for the set of categories which are “none”, “little” and “some” this represents more than 53%.
BAD_LINE_M:Ipak, u opštim odnosima i za kategorije „nimalo”, „malo” i „delimično”, to predstavlja više od 53%.
BAD_LINE_E:However, in general term and for the set of categories which are none, little and some this represents more than 53%.
BAD_LINE_E:Iako su rezultati među ženskim ispitanicima visoki, ipak su niži od rezultata muških ispitanika, koji veruju da treba da budu u centru pažnje. ~~~ Na ovo pitanje pozitivno je odgovorilo 67% ispitanika oba pola.
MATCH@M:(In face of these percentages we can infer that this variable of individual competitiveness is indeed relegated to a second plane.===>U sve tlu ovih procenata možemo da zaključimo da ova varijabla takmičarskog duha zaista pripada drugom planu.)
MATCH@E:(In face of these percentages we can infer that this variable of individual competitiveness is indeed relegated to a second plane.===>Smatramo da ovde leži jedan od glavnih problema u podsticanju preduzetničkih sposobnosti.)
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BAD_LINE_M:In face of these percentages we can infer that this variable of individual competitiveness is indeed relegated to a second plane.
BAD_LINE_M:U sve tlu ovih procenata možemo da zaključimo da ova varijabla takmičarskog duha zaista pripada drugom planu.
BAD_LINE_E:In face of these percentages we can infer that this variable of individual competitiveness is indeed relegated to a second plane.
BAD_LINE_E:Smatramo da ovde leži jedan od glavnih problema u podsticanju preduzetničkih sposobnosti.
MATCH@M:(In terms of age group, there is little to highlight.===>Po kriterijumu starosnog doba nismo dobili nikakav značajan rezultat.)
MATCH@E:(In terms of age group, there is little to highlight. ~~~ 3.3.5.===>Po kriterijumu starosnog doba nismo dobili nikakav značajan rezultat.)
MATCH@M:(Whereas the male gender does not pay importance to the responses “none”, “very little” and “little”, giving these a weight of 13%, the opposite gender gives the same category a weight of 53%.===>Dok muškarci zaobilaze odgovore „nimalo”, „veoma malo” i „malo” i njihov procenat iznosi 13%, suprotni pol istu kategoriju odgovora daje u 53% slučajeva.)
MATCH@E:(Whereas the male gender does not pay importance to the responses none, very little and little, giving these a weight of 13%, the opposite gender gives the same category a weight of 53%.===>Takmičarski duh pojedinca * Unakrsna tabulacija po polu Izvor: (Autori) Ova varijabla pokazuje veliku razliku među polovima.)
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BAD_LINE_M:Whereas the male gender does not pay importance to the responses “none”, “very little” and “little”, giving these a weight of 13%, the opposite gender gives the same category a weight of 53%.
BAD_LINE_M:Dok muškarci zaobilaze odgovore „nimalo”, „veoma malo” i „malo” i njihov procenat iznosi 13%, suprotni pol istu kategoriju odgovora daje u 53% slučajeva.
BAD_LINE_E:Whereas the male gender does not pay importance to the responses none, very little and little, giving these a weight of 13%, the opposite gender gives the same category a weight of 53%.
BAD_LINE_E:Takmičarski duh pojedinca * Unakrsna tabulacija po polu Izvor: (Autori) Ova varijabla pokazuje veliku razliku među polovima.
MATCH@M:(On the other hand, those categories most answered at the level of “some”, “reasonable” and “complete” have a weight of 87%, this is in direct contrast with the weight of 47% given by the female gender to these categories.===>S druge strane, najviše odgovora, 87%, dobili smo na nivou „delimično”, „u razumnoj meri” i „u potpunosti” od muškaraca, što je u suprotnosti sa 47% istih odgovora žena.)
MATCH@E:(On the other hand, those categories most answered at the level of some, reasonable and complete have a weight of 87%, this is in direct contrast with the weight of 47% given by the female gender to these categories, Therefore, we find a great difference between the genders.===>Muškarci izgleda osetljivije reaguju na ovu varijablu. ~~~ Tako joj 60% populacije pridaje najveći značaj, na nivou u razumnoj meri i u potpunosti.)
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BAD_LINE_M:On the other hand, those categories most answered at the level of “some”, “reasonable” and “complete” have a weight of 87%, this is in direct contrast with the weight of 47% given by the female gender to these categories.
BAD_LINE_M:S druge strane, najviše odgovora, 87%, dobili smo na nivou „delimično”, „u razumnoj meri” i „u potpunosti” od muškaraca, što je u suprotnosti sa 47% istih odgovora žena.
BAD_LINE_E:On the other hand, those categories most answered at the level of some, reasonable and complete have a weight of 87%, this is in direct contrast with the weight of 47% given by the female gender to these categories, Therefore, we find a great difference between the genders.
BAD_LINE_E:Muškarci izgleda osetljivije reaguju na ovu varijablu. ~~~ Tako joj 60% populacije pridaje najveći značaj, na nivou u razumnoj meri i u potpunosti.
MATCH@M:(Even though the findings of the females are high they are nevertheless considered to be much lower than those of the males, who believe they should be the centre of attraction.===>Iako su rezultati među ženskim ispitanicima visoki, ipak su niži od rezultata muških ispitanika, koji veruju da treba da budu u centru pažnje.)
MATCH@E:(Even though the findings of the females are high they are nevertheless considered to be much lower than those of the males, who believe they should be the centre of attraction.===>)
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BAD_LINE_M:Even though the findings of the females are high they are nevertheless considered to be much lower than those of the males, who believe they should be the centre of attraction.
BAD_LINE_M:Iako su rezultati među ženskim ispitanicima visoki, ipak su niži od rezultata muških ispitanika, koji veruju da treba da budu u centru pažnje.
BAD_LINE_E:Even though the findings of the females are high they are nevertheless considered to be much lower than those of the males, who believe they should be the centre of attraction.
BAD_LINE_E:
MATCH@M:(67% of both genders are in favour of this issue.===>Na ovo pitanje pozitivno je odgovorilo 67% ispitanika oba pola.)
MATCH@E:(67% of both genders are in favour of this issue.===>Ovo je upravo suprotno odgovorima 33% žena.)
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BAD_LINE_M:67% of both genders are in favour of this issue.
BAD_LINE_M:Na ovo pitanje pozitivno je odgovorilo 67% ispitanika oba pola.
BAD_LINE_E:67% of both genders are in favour of this issue.
BAD_LINE_E:Ovo je upravo suprotno odgovorima 33% žena.
MATCH@M:(We are of the opinion that herein resides one of the major problems in energizing the entrepreneurial capacity.===>Smatramo da ovde leži jedan od glavnih problema u podsticanju preduzetničkih sposobnosti.)
MATCH@E:(We are of the opinion that herein resides one of the major problems in energizing the entrepreneurial capacity.===>Ipak, u opštim odnosima i za kategorije nimalo, malo i delimično, to predstavlja više od 53%.)
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BAD_LINE_M:We are of the opinion that herein resides one of the major problems in energizing the entrepreneurial capacity.
BAD_LINE_M:Smatramo da ovde leži jedan od glavnih problema u podsticanju preduzetničkih sposobnosti.
BAD_LINE_E:We are of the opinion that herein resides one of the major problems in energizing the entrepreneurial capacity.
BAD_LINE_E:Ipak, u opštim odnosima i za kategorije nimalo, malo i delimično, to predstavlja više od 53%.
MATCH@M:(We can infer that herein resides one of the main stumbling blocks which energizes the entrepreneurial capacity.===>Možemo da zaključimo da je u ovome i jedna od glavnih prepreka.)
MATCH@E:(We can infer that herein resides one of the main stumbling blocks which energizes the entrepreneurial capacity.===>U svetlu ovih procenata možemo da zaključimo da ova varijabla takmičarskog duha zaista pripada drugom planu.)
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BAD_LINE_M:We can infer that herein resides one of the main stumbling blocks which energizes the entrepreneurial capacity.
BAD_LINE_M:Možemo da zaključimo da je u ovome i jedna od glavnih prepreka.
BAD_LINE_E:We can infer that herein resides one of the main stumbling blocks which energizes the entrepreneurial capacity.
BAD_LINE_E:U svetlu ovih procenata možemo da zaključimo da ova varijabla takmičarskog duha zaista pripada drugom planu.
MATCH@M:(In terms of age group, there is little to highlight.===>Po kriterijumu starosne grupe nismo naišli na podatke vredne pomena.)
MATCH@E:(In terms of age group, there is little to highlight.===>Možemo da zaključimo da je u ovome i jedna od glavnih prepreka.)
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BAD_LINE_M:In terms of age group, there is little to highlight.
BAD_LINE_M:Po kriterijumu starosne grupe nismo naišli na podatke vredne pomena.
BAD_LINE_E:In terms of age group, there is little to highlight.
BAD_LINE_E:Možemo da zaključimo da je u ovome i jedna od glavnih prepreka.
MATCH@M:(In view of these responses we can conclude that there is some concern in relation to this variable.===>U pogledu ovakvih odgovora možemo da zaključimo da se ovoj varijabli poklanja određena pažnja.)
MATCH@E:(In view of these responses we can conclude that there is some concern in relation to this variable. ~~~ This can be a positive indication.===>U skladu sa tim procentima smatramo da ova populacija pati od nedostatka kreativnosti i maštovitosti i to im ne dopušta da razviju preduzetničke sposobnosti.)
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BAD_LINE_M:In view of these responses we can conclude that there is some concern in relation to this variable.
BAD_LINE_M:U pogledu ovakvih odgovora možemo da zaključimo da se ovoj varijabli poklanja određena pažnja.
BAD_LINE_E:In view of these responses we can conclude that there is some concern in relation to this variable. ~~~ This can be a positive indication.
BAD_LINE_E:U skladu sa tim procentima smatramo da ova populacija pati od nedostatka kreativnosti i maštovitosti i to im ne dopušta da razviju preduzetničke sposobnosti.
MATCH@M:(There is nothing relevant to include in relation to the age group.===>Po kriterijumu starosne grupe nismo dobili nikakve relevantne podatke.)
MATCH@E:(There is nothing relevant to include in relation to the age group.===>Po kriterijumu starosnog doba nema značajnih podataka.)
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BAD_LINE_M:There is nothing relevant to include in relation to the age group.
BAD_LINE_M:Po kriterijumu starosne grupe nismo dobili nikakve relevantne podatke.
BAD_LINE_E:There is nothing relevant to include in relation to the age group.
BAD_LINE_E:Po kriterijumu starosnog doba nema značajnih podataka.
MATCH@M:(While the remaining 28% responses lie in “little” and “some” importance.===>Ostalih 28% ispitanika uglavnom je odgovorilo sa „malo” i „de-limično”.)
MATCH@E:(While the remaining 28% responses lie in little and some importance.===>Ostalih 28% ispitanika uglavnom je odgovorilo sa malo i delimično.)
MATCH@M:(We are confronted with a particularly relevant indicator in the realm of continuous learning.===>Ovde se nalazimo pred veoma značajnim pokazateljem u oblasti stalnog usavršavanja.)
MATCH@E:(We are confronted with a particularly relevant indicator in the realm of continuous learning.===>Ovde se nalazimo pred veoma značajnim pokazateljem u oblasti stalnog usavršavanja.)
MATCH@M:(When a comparison is established between the genders and age groups, there are no great behavioural differences in this variable.===>Kada se uporede polovi, ne uočava se velika razlika u odgovorima.)
MATCH@E:(When a comparison is established between the genders and age groups, there are no great behavioural differences in this variable.===>Kada se uporede polovi, ne uočava se velika razlika u odgovorima.)
MATCH@M:(The remaining 8% convey their complete agreement towards this variable.===>Preostalih 8% potpuno se slaže.)
MATCH@E:(The remaining 8% convey their complete agreement towards this variable.===>Preostalih 8% potpuno se slaže.)
MATCH@M:(A comparison of the genders demonstrates that in general terms there is some divergence as the male respondents choose to exclude the extreme classifications.===>Poredeći polove nailazimo na neka razilaženja pošto se muški ispitanici nisu opredelili za ekstremne vrednosti u odgovorima.)
MATCH@E:(A comparison of the genders demonstrates that in general terms there is some divergence as the male respondents choose to exclude the extreme classifications.===>Poredeći polove nailazimo na neka razilaženja pošto se muški ispitanici nisu opredelili za ekstremne vrednosti u odgovorima.)
MATCH@M:(In this way, the opposite genders attribute more weight, namely, 26%, to these extremes in equal proportions (13%), to “little” and to “complete” agreement.===>Tako suprotni pol u 26% slučajeva daje odgovore u ekstremnim vrednostima (po 13% ), „malo” s jedne i „u potpunosti” s druge strane.)
MATCH@E:(In this way, the opposite genders attribute more weight, namely, 26%, to these extremes in equal proportions (13%), to little and to complete agreement.===>Tako suprotni pol u 26% slučajeva daje odgovore u ekstremnim vrednostima (po 13% ), malo s jedne i u potpunosti s druge strane.)
MATCH@M:(In relation to age, we highlight the 23 year old age group who responded negatively.===>U pogledu starosnog doba, naglasićemo da ispitanici stari 27 godina imaju negativan stav.)
MATCH@E:(In relation to age, we highlight the 23 year old age group who responded negatively.===>U pogledu starosnog doba, naglasićemo da ispitanici stari 27 godina imaju negativan stav.)
MATCH@M:(Moreover, the analysis of gender, we identify some difference albeit it is not considered notable.===>I u analizi po polovima nailazimo na neke razlike, mada nisu značajne.)
MATCH@E:(Moreover, the analysis of gender, we identify some difference albeit it is not considered notable.===>I u analizi po polovima nailazimo na neke razlike, mada nisu značajne.)
MATCH@M:(In this way, 89% of the male respondents are unfavourable towards this variable which is in opposition to the female responses which total 94%.===>Ovde 89% muških ispitanika imaju negativan stav prema ovoj varijabli, što je u suprotnosti sa odgovorima žena, čiji pro-cenat iznosi 94%.)
MATCH@E:(In this way, 89% of the male respondents are unfavourable towards this variable which is in opposition to the female responses which total 94%.===>Ovde 89% muških ispitanika imaju negativan stav prema ovoj varijabli, što je u suprotnosti sa odgovorima žena, čiji procenat iznosi 94%.)
MATCH@M:(These responses are equally weighted amongst the choices within the variable.===>Odgovori su ravnomerno raspoređeni po celoj varijabli.)
MATCH@E:(These responses are equally weighted amongst the choices within the variable.===>Odgovori su ravnomerno raspoređeni po celoj varijabli.)
MATCH@M:(Thus, in general we understand that the attribution of the lack of importance to this variable, lends itself towards absorbing the obstacles of entrepreneurship.===>Stoga izvodimo opšti zaključak da nepridavanje značaja ovoj varijabli otvara mesto preprekama za razvoj preduzetništva.)
MATCH@E:(Thus, in general we understand that the attribution of the lack of importance to this variable, lends itself towards absorbing the obstacles of entrepreneurship.===>Stoga izvodimo opšti zaključak da nepridavanje značaja ovoj varijabli otvara mesto preprekama za razvoj preduzetništva.)
MATCH@M:(64% of the respondents noted they were in general agreement, contrary to 36% of the responses which attribute little importance and distribute the responses to “none”, “little” or “some”.===>64% ispitanika su se uopšteno složili, nasuprot 36% odgovora u kojima se pridaje mala vrednost i gde preovlađuju odgovori „nimalo”, „malo” ili „delimično”.)
MATCH@E:(64% of the respondents noted they were in general agreement, contrary to 36% of the responses which attribute little importance and distribute the responses to none, little or some.===>Pojedinac u središtu u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) Izgleda da je ova varijabla veoma značajna. 64% ispitanika su se uopšteno složili, nasuprot 36% odgovora u kojima se pridaje mala vrednost i gde preovlađuju odgovori nimalo, malo ili delimično.)
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BAD_LINE_M:64% of the respondents noted they were in general agreement, contrary to 36% of the responses which attribute little importance and distribute the responses to “none”, “little” or “some”.
BAD_LINE_M:64% ispitanika su se uopšteno složili, nasuprot 36% odgovora u kojima se pridaje mala vrednost i gde preovlađuju odgovori „nimalo”, „malo” ili „delimično”.
BAD_LINE_E:64% of the respondents noted they were in general agreement, contrary to 36% of the responses which attribute little importance and distribute the responses to none, little or some.
BAD_LINE_E:Pojedinac u središtu u organizaciji * Unakrsna tabulacija po polu Izvor: (Autori) Izgleda da je ova varijabla veoma značajna. 64% ispitanika su se uopšteno složili, nasuprot 36% odgovora u kojima se pridaje mala vrednost i gde preovlađuju odgovori nimalo, malo ili delimično.
MATCH@M:(A comparison of the genders leads us to confirm that, even though the male responses exclude “nothing” or “complete” agreement, 56% of the respondents choose “reasonable”.===>Kad poredi-mo polove, zaključićemo da, iako muška populacija izostavlja odgovore „nimalo” i „u potpunosti”, 56% ispitanika izabrali su odgovor „u razumnoj meri”.)
MATCH@E:(A comparison of the genders leads us to confirm that, even though the male responses exclude nothing or complete agreement, 56% of the respondents choose reasonable.===>Kad poredimo polove, zaključićemo da, iako muška populacija izostavlja odgovore nimalo i u potpunosti, 56% ispitanika izabrali su odgovor u razumnoj meri.)
MATCH@M:(On the other hand the female responses choose to answer all categories.===>S druge strane, odgovori ženskih ispitanika nalaze se u svim kategorijama.)
MATCH@E:(On the other hand the female responses choose to answer all categories.===>S druge strane, odgovori ženskih ispitanika nalaze se u svim kategorijama.)
MATCH@M:(However, the two most answered categories are “reasonable” and “complete” which reaches 69%.===>Ipak, dve kategorije koje obuh-vataju najveći broj odgovora su „u razumnoj meri” i „u potpunosti”, što iznosi 69%.)
MATCH@E:(However, the two most answered categories are reasonable and complete which reaches 69%.===>Ipak, dve kategorije koje obuhvataju najveći broj odgovora su u razumnoj meri i u potpunosti, što iznosi 69%.)
MATCH@M:(From the above analysis, we can infer the traces of individualism, as a success factor for entrepreneurship are evident.===>Iz izvedene analize zaključujemo da postoje tragovi individualzma pošto je faktor uspeha za preduzetništvo očigledan.)
MATCH@E:(From the above analysis, we can infer the traces of individualism, as a success factor for entrepreneurship are evident.===>Iz izvedene analize zaključujemo da postoje tragovi individualzma pošto je faktor uspeha za preduzetništvo očigledan.)
MATCH@M:(In terms of the age group, the behaviour is identical.===>Sve starosne grupe ponašaju se isto.)
MATCH@E:(In terms of age group, the behaviour is similar.===>Po kriterijumu starosnog doba nema razlike u odgovorima.)
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BAD_LINE_M:In terms of the age group, the behaviour is identical.
BAD_LINE_M:Sve starosne grupe ponašaju se isto.
BAD_LINE_E:In terms of age group, the behaviour is similar.
BAD_LINE_E:Po kriterijumu starosnog doba nema razlike u odgovorima.
MATCH@M:(On the other hand, the female sector, demonstrates a less favourable position as 32% of the respondents are in “complete” agreement.===>S druge strane, ženski ispitanici pokazuju da su u podređenom položaju, pošto 32% odgovara sa „u potpunosti”.)
MATCH@E:(On the other hand, the female sector, demonstrates a less favourable position as 32% of the respondents are in complete agreement.===>S druge strane, ženski ispitanici pokazuju da su u podređenom položaju, pošto 32% odgovara sa u potpunosti.)
MATCH@M:(However, there is yet another disagreeing indicator which demonstrates that 27% of the respondents is in favour of “some” agreement.===>Ipak, postoji još jedan pokazatelj koji se ne uklapa, i koji pokazuje da 27% odgovara sa „delimično”.)
MATCH@E:(However, there is yet another disagreeing indicator which demonstrates that 27% of the respondents is in favour of some agreement.===>Ipak, postoji još jedan pokazatelj koji se ne uklapa, i koji pokazuje da 27% odgovara sa delimično.)
MATCH@M:(In terms of age, we can verify that 31% of the respondents are in low agreement with the levels, namely, “little” and “some”.===>Po kriterijumu starosnog doba, utvrdili smo da 31% ispitanika ne pokazuje pozitivan stav i odgovara sa „malo” ili „delimično”.)
MATCH@E:(In terms of age, we can verify that 31% of the respondents are in low agreement with the levels, namely, little and some.===>Po kriterijumu starosnog doba, utvrdili smo da 31% ispitanika ne pokazuje pozitivan stav i odgovara sa malo ili delimično.)
MATCH@M:(But, if we verify the age group we can infer that there is some concentration in the responses among the 19-23 year olds from which the response tendency is inverted.===>Ali, ako pogledamo starosnu grupu, videcemo da postoji izvesna koncentracija odgovora među ispitanicima starim 19-23 godine u kojoj je tendencija obrnuta.)
MATCH@E:(But, if we verify the age group we can infer that there is some concentration in the responses among the 19-23 year olds from which the response tendency is inverted.===>Ali, ako pogledamo starosnu grupu, videćemo da postoji izvesna koncentracija odgovora među ispitanicima starim 19-23 godine u kojoj je tendencija obrnuta.)
MATCH@M:(Despite the fact that we consider those findings pertaining to Jean Piaget University of Cape Verde as being negative, on deeper analysis we are able to conclude that these are in accordance with the social and economic environments of that area and thus these findings may well not be as surprising as originally thought as these are close to the findings obtained for the Lustada University in Porto.===>Uprkos tome što smatramo da su zaključci u slučaju Univerziteta Jean Piager na Zelenortskim Ostrvima negativni, dubljom analizom zaključujemo da su oni u skladu sa društvenim i ekonomskim okruženjem u toj oblasti i stoga ne mogu toliko da iznenade kako to na prvi pogled izgleda, pošto su slični sa rezultatima za Univerzitet Lusiada u Portu.)
MATCH@E:(4. ~~~ Conclusion Despite the fact that we consider those findings pertaining to Jean Piaget University of Cape Verde as being negative, on deeper analysis we are able to conclude that these are in accordance with the social and economic environments of that area and thus these findings may well not be as surprising as originally thought as these are close to the findings obtained for the Lusíada University in Porto.===>Zaključak Uprkos tome što smatramo da su zaključci u slučaju Univerziteta Jean Piager na Zelenortskim Ostrvima negativni, dubljom analizom zaključujemo da su oni u skladu sa društvenim i ekonomskim okruženjem u toj oblasti i stoga ne mogu toliko da iznenade kako to na prvi pogled izgleda, pošto su slični sa rezultatima za Univerzitet Lusiada u Portu.)
MATCH@M:(The less reasonable findings we gathered are indeed many and this is irrespective of the geographic positioning of the respondents.===>Ipak, naišli smo i na veliki broj teže objašnjivih zaključaka koji ne zavise of geografske oblasti u kojoj ispitanici žive.)
MATCH@E:(The less reasonable findings we gathered are indeed many and this is irrespective of the geographic positioning of the respondents.===>Ipak, naišli smo i na veliki broj teže objašnjivih zaključaka koji ne zavise of geografske oblasti u kojoj ispitanici žive.)
MATCH@M:(This issue may well be reflected in a less positive behaviour and through indicators of extremely low productivity.===>Ovo pitanje se jasno odražava u manje pozitivnom ponašanju i u pokazateljima veoma niske produktivnosti.)
MATCH@E:(This issue may well be reflected in a less positive behaviour and through indicators of extremely low productivity.===>Ovo pitanje se jasno odražava u manje pozitivnom ponašanju i u pokazateljima veoma niske produktivnosti.)
MATCH@M:(Our concern was mainly to ponder upon some qualitative variables with immediate impact and which reflect on the quality of performance of the economic agents.===>Mi smo uglavnom želeli da analiziramo neke kvalitativne varijable čiji je uticaj neposredan i koje se odražavaju na kvalitet učinka ekonomskih činilaca.)
MATCH@E:(Our concern was mainly to ponder upon some qualitative variables with immediate impact and which reflect on the quality of performance of the economic agents.===>Mi smo uglavnom želeli da analiziramo neke kvalitativne varijable čiji je uticaj neposredan i koje se odražavaju na kvalitet učinka ekonomskih činilaca.)
MATCH@M:(We highlight the creativity and imagination variable as an example, which are not highly valued, and if the lack of predisposition to mental openness is added to this, the result will be a decrease in cooperation and reduced predisposition towards the sharing of knowledge.===>Kao primer ističemo varijablu maštovitosti i kreativnosti, koje nisu visoko vrednovane i, ako im se doda nedostatak predispozicije za mentalnu otvorenost, to će za posledicu imati manji stepen saradnje i smanjenu predispoziciju za razmenu znanja.)
MATCH@E:(We highlight the creativity and imagination variable as an example, which are not highly valued, and if the lack of predisposition to mental openness is added to this, the result will be a decrease in cooperation and reduced predisposition towards the sharing of knowledge.===>Kao primer ističemo varijablu maštovitosti i kreativnosti, koje nisu visoko vrednovane i, ako im se doda nedostatak predispozicije za mentalnu otvorenost, to će za posledicu imati manji stepen saradnje i smanjenu predispoziciju za razmenu znanja.)
MATCH@M:(We consider entrepreneurship as being the foundation for the dynamic factors that sustain aggressive competitiveness.===>Smatramo da je preduzetništvo os-nov dinamičkih faktora kojima se omogućava i održava agresivna konkurencija.)
MATCH@E:(We consider entrepreneurship as being the foundation for the dynamic factors that sustain aggressive competitiveness.===>Smatramo da je preduzetništvo osnov dinamičkih faktora kojima se omogućava i održava agresivna konkurencija.)
MATCH@M:(In view of these general findings the economic agents continue to display traits of passive behaviour, which impose difficulties upon the more dynamic traits.===>U svetlu ovih uopštenih zaključaka, ekonomski činioci i dalje pokazuju odlike pasivnog ponašanja koje ne dozvoljavaju da dinamičke odlike izađu na svetlost dana.)
MATCH@E:(In view of these general findings the economic agents continue to display traits of passive behaviour, which impose difficulties upon the more dynamic traits.===>U svetlu ovih uopštenih zaključaka, ekonomski činioci i dalje pokazuju odlike pasivnog ponašanja koje ne dozvoljavaju da dinamičke odlike izađu na svetlost dana.)
MATCH@M:(All the findings from the University of Minho demonstrate highly attractive indicators in comparison to the two other universities, namely Jean Piaget University of Cape Verde as well as Lustada University in Porto.===>Svi zaključci sa Univerziteta Minho ukazuju na veoma dobre pokazatelje u poređenju sa prethodna dva univerziteta, Univerziteta Jean Piaget na Zelenortskim Ostrvima i Univeziteta Lusianda u Portu.)
MATCH@E:(All the findings from the University of Minho demonstrate highly attractive indicators in comparison to the two other universities, namely Jean Piaget University of Cape Verde as well as Lusíada University in Porto.===>Svi zaključci sa Univerziteta Minho ukazuju na veoma dobre pokazatelje u poređenju sa prethodna dva univerziteta, Univerziteta Jean Piaget na Zelenortskim Ostrvima i Univeziteta Lusianda u Portu.)
MATCH@M:(The findings of the University of Minho demonstrate that they are apparently more consistent and more favourable.===>Zaključci izvedeni na Univerzitetu Minho su konzistentniji i poz-itivniji.)
MATCH@E:(The findings of the University of Minho demonstrate that they are apparently more consistent and more favourable.===>Zaključci izvedeni na Univerzitetu Minho su konzistentniji i pozitivniji.)
MATCH@M:(However, we cannot categorically state that its respondents are necessarily more entrepreneurial than the others.===>Ipak, ne možemo kategorički da tvrdimo da su ispitanici na ovom univerzitetu preduzetniji od ostalih.)
MATCH@E:(However, we cannot categorically state that its respondents are necessarily more entrepreneurial than the others.===>Ipak, ne možemo kategorički da tvrdimo da su ispitanici na ovom univerzitetu preduzetniji od ostalih.)
MATCH@M:(It seems obvious that the curricula taught exert an influence upon the capacity of sculpturing the personality of the students.===>Ali je očigledno da nastavni program koji se tamo pri-menjuje ispoljava jači uticaj na izgradnju ličnosti studenata.)
MATCH@E:(It seems obvious that the curricula taught exert an influence upon the capacity of sculpturing the personality of the students.===>Ali je očigledno da nastavni program koji se tamo primenjuje ispoljava jači uticaj na izgradnju ličnosti studenata.)
MATCH@M:(An analysis of the organizational environments which form part of this study, and in accordance to the answers given, we are aware that there is a reduced attractiveness and diminished tendency towards entrepreneurship on the part of the institutions as such.===>U analizi organizacionog okruženja koja je takođe deo ove studije prema dobijenim odgovorima vidimo da i same institucije manje teže preduzetništvu.)
MATCH@E:(An analysis of the organizational environments which form part of this study, and in accordance to the answers given, we are aware that there is a reduced attractiveness and diminished tendency towards entrepreneurship on the part of the institutions as such.===>U analizi organizacionog okruženja koja je takođe deo ove studije prema dobijenim odgovorima vidimo da i same institucije manje teže preduzetništvu.)
MATCH@M:(Therefore, it is our opinion that the reduced awareness of entrepreneurship, as well as other more aggressive and dynamic behaviours in the quest for alternative answers of growth and of subsequent development and which are directly related to the actual institution are lacking.===>Stoga smatramo da tu nedostaje svest o preduzetništvu, kao i drugi agresivniji i dinamičniji oblici ponašanja u potrazi za alternativnim odgovorima u vezi sa rastom i razvojem koji su neposredno vezani za ove institucije.)
MATCH@E:(Therefore, it is our opinion that the reduced awareness of entrepreneurship, as well as other more aggressive and dynamic behaviours in the quest for alternative answers of growth and of subsequent development and which are directly related to the actual institution are lacking.===>Stoga smatramo da tu nedostaje svest o preduzetništvu, kao i drugi agresivniji i dinamičniji oblici ponašanja u potrazi za alternativnim odgovorima u vezi sa rastom i razvojem koji su neposredno vezani za ove institucije.)
MATCH@M:(However, seeing that the institution is composed of a set of elements, amongst which are professors and scientists, we believe that there must be an alignment in the entrepreneurial behaviour.===>Ipak, pošto se institucija sastoji od skupa elemenata, među kojima su i profesori i naučnici, verujemo da mora doći do usklađivanja preduzetničkog ponašanja.)
MATCH@E:(However, seeing that the institution is composed of a set of elements, amongst which are professors and scientists, we believe that there must be an alignment in the entrepreneurial behaviour.===>Ipak, pošto se institucija sastoji od skupa elemenata, među kojima su i profesori i naučnici, verujemo da mora doći do usklađivanja preduzetničkog ponašanja.)
MATCH@M:(The students show a great deficit in those variables which are at the basis of our analysis, namely, “happiness”, “friendship”, and “collectivism”, but we are aware that responsibility cannot, however, be placed entirely upon the given situation.===>Studenti pokazuju veliki deficit u onim varijablama koje nisu bile predmet naše studije, kao što su „sreća”, „prijateljstvo”, „kolektivnost”, ali ne verujemo da se odgovornost može svaliti samo na datu situaciju.)
MATCH@E:(The students show a great deficit in those variables which are at the basis of our analysis, namely, happiness, friendship, and collectivism, but we are aware that responsibility cannot, however, be placed entirely upon the given situation.===>Studenti pokazuju veliki deficit u onim varijablama koje nisu bile predmet naše studije, kao što su sreća, prijateljstvo, kolektivnost, ali ne verujemo da se odgovornost može svaliti samo na datu situaciju.)
MATCH@M:(According to the systemic analysis focused upon by Senge, albeit other thinkers such as Lewin, Drucker, Kanter have also written extensively about this, and with whom we also corroborate, we thus consider ourselves as being interdependent agents, who are in constant interaction in the search of economic synergies.===>Prema sistemskoj analizi kojom se posebno bavio Senge, mada su i drugi autori, Lewin, Drücker, Kanter, opširno pisali o ovome i sa njima se takođe slažemo, smatramo sebe međuzavisnim činiocima, koji su u stalnoj interakciji u traganju za ekonomskim sinergijama.)
MATCH@E:(According to the systemic analysis focused upon by Senge, albeit other thinkers such as Lewin, Drucker, Kanter have also written extensively about this, and with whom we also corroborate, we thus consider ourselves as being interdependent agents, who are in constant interaction in the search of economic synergies.===>Prema sistemskoj analizi kojom se posebno bavio Senge, mada su i drugi autori, Lewin, Drücker, Kanter, opširno pisali o ovome i sa njima se takođe slažemo, smatramo sebe međuzavisnim činiocima, koji su u stalnoj interakciji u traganju za ekonomskim sinergijama.)
MATCH@M:(In this context, either we are considered as being the raising agent of change, or it is our opinion that change, be it organisational, social and individual, will be difficult to implement.===>U ovom kontekstu, ili se možemo smatrati činiocima promene u usponu, ili je naše mišljenje da će promenu, bez obzira da li je to organizaciona, društvena ili individualna promena, biti teško primeniti.)
MATCH@E:(In this context, either we are considered as being the raising agent of change, or it is our opinion that change, be it organisational, social and individual, will be difficult to implement.===>U ovom kontekstu, ili se možemo smatrati činiocima promene u usponu, ili je naše mišljenje da će promenu, bez obzira da li je to organizaciona, društvena ili individualna promena, biti teško primeniti.)
MATCH@M:(Thus, even if some change is likely to occur, it will not be consistent and, therefore, it will produce negative externalities of entrepreneurship on which the society is so abundant and which forms the basis of our criticism.===>Stoga, iako će verovatno doći do neke promene, ona neće biti dosled-na i zato će imati negativne posledice po preduzetništvo kojih je tako mnogo u našem društvu i koje predstavljaju osnovu za našu kritiku.)
MATCH@E:(Thus, even if some change is likely to occur, it will not be consistent and, therefore, it will produce negative externalities of entrepreneurship on which the society is so abundant and which forms the basis of our criticism.===>Stoga, iako će verovatno doći do neke promene, ona neće biti dosledna i zato će imati negativne posledice po preduzetništvo kojih je tako mnogo u našem društvu i koje predstavljaju osnovu za našu kritiku.)
MATCH@M:(The questionnaire was authorised by Prof. Simon L. Dolan, Catedratico de la Universidad Ramon Llull, Director of Research - IEL (Instituto de Estudios Laborales), ESADE Business School, Ramon Llull University, Avenida Pedralbes 60-62, 08034 Barcelona SPAIN, (+ 34) 93 280 6162 Ext.  2483 or 3749 ; Fax (+34) 93 204 8105, Email: DOLANZESADE.EDU c.v.: www.arrakis.es/cdolan/dolancv.html===>Upitnik je odobrio Prof. Simon L. Dolan, šef katedre na Universitad Ramon Llull, Direktor istraživanja - IEL (Instituto de Estudios Laborales), Poslovna škola ESADE, Univerzitet Ramon Llull, Avenida Pedralbes 60-62, 08034 Barcelona, ŠPANIJA, (+34) 93 280 6162, lokal 2483 ili 3749; Fax (+34) 93 204 8105, Email DOLAN7EvSADE.EDU c.v.:www.arrakis.es/čdolan/dolancv.html)
MATCH@E:(APPENDIX 1 The questionnaire was authorised by Prof. Simon L. Dolan, Catedratico de la Universidad Ramon Llull, Director of Research - IEL (Instituto de Estudios Laborales), ESADE Business School, Ramon Llull University, Avenida Pedralbes 60-62, 08034 Barcelona SPAIN, (+ 34) 93 280 6162 Ext.===>DODATAK 1 Upitnik je odobrio Prof. Simon L. Dolan, šef katedre na Universitad Ramon Llull, Direktor istraživanja IEL (Instituto de Estudios Laborales), Poslovna škola ESADE, Univerzitet Ramon Llull, Avenida Pedralbes 60-62, 08034 Barcelona, [PANIJA, (+34) 93 280 6162, lokal 2483 ili 3749; Fax (+34) 93 204 8105, Email DOLAN@ESADE.)
MATCH@M:(To what extent do you believe each of the values will be important to your personal and professional life?===>Do kojeg stepena mislite da će svaka ponuđena vrednost imati značaja za Vaš lični I profesionalni život?)
MATCH@E:(To what extent do you believe each of the values will be important to your personal and professional life?===>Do kojeg stepena mislite da će svaka ponuđena vrednost imati značaja za Vaš lični I profesionalni život?)
MATCH@M:(Note: there is no right or wrong answer, simply mark only one digit (between 0 = of no importance at all; 1 = indifferent; 2 = of very little or no importance; 3 = of little importance; 4 = of moderate importance and 5 = very important) in every row and each column which reflect your belief.===>Obrtatite pažnju: ne postoje tačni ili netačni odgovori, jednostavno obeležite jedan broj (između 0 = of uopšte ne pridajem značaj; 1 = svejedno mi je; 2 = veoma malo ili nimalo; 3 = of little importance; 4 = delimično mi znači i 5 = veoma značajno) u svakom redu i u svakoj koloni kojim ćete odrediti svoj sud.)
MATCH@E:(Note: there is no right or wrong answer, simply mark only one digit (between 0 = of no importance at all; 1 = indifferent; 2 = of very little or no importance; 3 = of little importance; 4 = of moderate importance and 5 = very important) in every row and each column which reflect your belief.===>Obrtatite pažnju: ne postoje tačni ili netačni odgovori, jednostavno obeležite jedan broj (između 0 = of uopšte ne pridajem značaj; 1 = svejedno mi je; 2 = veoma malo ili nimalo; 3 = of little importance; 4 = delimično mi znači i 5 = veoma značajno) u svakom redu i u svakoj koloni kojim ćete odrediti svoj sud.)
MATCH@M:(On one side, there are the advocates of of the idea that the transport market has to be regulated, on the other, there are the promoters of its liberalisation (deregulation).===>Na jednoj strani su zagovornici regulisanja saobraćajnog tržišta, a na drugoj poklonici njegove liberalizacije (dereglementacije).)
MATCH@E:(On one side, there are the advocates of of the idea that the transport market has to be regulated, on the other, there are the promoters of its liberalisation (deregulation).===>Na jednoj strani su zagovornici regulisanja saobraćajnog tržišta, a na drugoj poklonici njegove liberalizacije (dereglementacije).)
MATCH@M:(In the practice of these countries so far the transport sector has been an area in which the state interferes to a smaller or larger extent.===>U dosadašnjoj praksi ovih zemalja saobraćajni sektor spada u područja na koja u većoj ili manjoj mjeri država utiče.)
MATCH@E:(In the practice of these countries so far the transport sector has been an area in which the state interferes to a smaller or larger extent.===>U dosadašnjoj praksi ovih zemalja saobraćajni sektor spada u područja na koja u većoj ili manjoj mjeri država utiče.)
MATCH@M:(The debate on the basic dilemma of the transport policy is today especially heated in the so-called transition countries, which abandoned the socialist paradigm and oriented themselves to developing a market oriented economy.===>Debata povodom osnovne dileme saobraćajne politike danas je posebno aktuelna u tzv. zemljama u tranziciji, koje su napustile socijalističku paradigmu i orijentisale se na izgradnju tržišne privrede.)
MATCH@E:(The debate on the basic dilemma of the transport policy is today especially heated in the so-called transition countries, which abandoned the socialist paradigm and oriented themselves to developing a market oriented economy.===>Debata povodom osnovne dileme saobraćajne politike danas je posebno aktuelna u tzv. zemljama u tranziciji, koje su napustile socijalističku paradigmu i orijentisale se na izgradnju tržišne privrede.)
MATCH@M:(The facts the creators of the transport policy in the Western Balkan countries, the transition countries, must not ignore are that, firstly, the transport market in the European Union area is liberated to a large extent, and, secondly, due to the insufficient development of economy in the Balkan countries, it is not easy to create and implement the transport policy that would be in harmony with the philosophy of transport development in the developed European countries, the EU members.===>Kreatori saobraćajne politke u državama Zapadnog Balkana, koje su u grupi zemalja u tranziciji, ne smiju da ignorišu činjenicu da je saobraćajno tržište na nivou Evropske unije u priličnoj mjeri liberalizovano, kao ni to da u balkanskim uslovima, zbog nerazvijene privrede, nije lako koncipirati i implementirati saobraćajnu politiku koja bi bila u saglasju sa filozofijom razvoja saobraćaja u razvijenim evropskim zemljama, članicama EU-a.)
MATCH@E:(The facts the creators of the transport policy in the Western Balkan countries, the transition countries, must not ignore are that, firstly, the transport market in the European Union area is liberated to a large extent, and, secondly, due to the insufficient development of economy in the Balkan countries, it is not easy to create and implement the transport policy that would be in harmony with the philosophy of transport development in the developed European countries, the EU members.===>Kreatori saobraćajne politke u državama Zapadnog Balkana, koje su u grupi zemalja u tranziciji, ne smiju da ignorišu činjenicu da je saobraćajno tržište na nivou Evropske unije u priličnoj mjeri liberalizovano, kao ni to da u balkanskim uslovima, zbog nerazvijene privrede, nije lako koncipirati i implementirati saobraćajnu politiku koja bi bila u saglasju sa filozofijom razvoja saobraćaja u razvijenim evropskim zemljama, članicama EU-a. 1.)
MATCH@M:(Traditionally, regulation as a method of transport policy came into force with the beginnings of the modern transport system.===>Istorijski gledano, regulisanje kao metod saobraćajne politike počinje da se primjenjuje sa pojavom modernog saobraćajnog sistema.)
MATCH@E:(1. ~~~ Introduction Traditionally, regulation as a method of transport policy came into force with the beginnings of the modern transport system.===>Uvod Istorijski gledano, regulisanje kao metod saobraćajne politike počinje da se primjenjuje sa pojavom modernog saobraćajnog sistema.)
MATCH@M:(At the beginning, it was the control of the railways monopoly.===>U početku je riječ o kontroli monopola željeznice.)
MATCH@E:(At the beginning, it was the control of the railways monopoly.===>U početku je riječ o kontroli monopola željeznice.)
MATCH@M:(Then, during the 1930’s economic crisis, a more comprehensive protectionist system at the transport market was established.===>Zatim, u vrijeme svjetske ekonomske krize tridesetih godina 20.vijeka uspostavlja se obuhvatniji sistem protekcionizma na saobraćajnom tržištu.)
MATCH@E:(Then, during the 1930s economic crisis, a more comprehensive protectionist system at the transport market was established.===>Zatim, u vrijeme svjetske ekonomske krize tridesetih godina 20.vijeka uspostavlja se obuhvatniji sistem protekcionizma na saobraćajnom tržištu.)
MATCH@M:(A dramatic fall in demand and a fierce competition among the transport companies proved to be a serious threat to the existance of an efficient transport system, therefore the governments of the majority of countries decided to act as “guardian angels“.===>Postojanje efikasnog saobraćajnog sistema bilo je stvarno ugroženo zbog dramatičnog pada tražnje i izuzetno oštre konkurencije među prevo-znicima, pa su vlade u većini zemalja odlučile da djeluju poput »anđela čuvara«.)
MATCH@E:(A dramatic fall in demand and a fierce competition among the transport companies proved to be a serious threat to the existance of an efficient transport system, therefore the governments of the majority of countries decided to act as guardian angels.===>Postojanje efikasnog saobraćajnog sistema bilo je stvarno ugroženo zbog dramatičnog pada tražnje i izuzetno oštre konkurencije među prevoznicima, pa su vlade u većini zemalja odlučile da djeluju poput »anđela čuvara«.)
MATCH@M:(The state control was still evident in the years after the Second World War.===>Kontrola od strane države veoma je prisutna i u periodu poslije Drugog svejtskog rata.)
MATCH@E:(The state control was still evident in the years after the Second World War.===>Kontrola od strane države veoma je prisutna i u periodu poslije Drugog svejtskog rata.)
MATCH@M:(No really serious debates on the liberalisation in the transport sector had emerged until the mid sixties.===>Cak nijesu zabilježene ni neke ozbiljnije rasprave o liberalizaciji u sektoru saobraćaja sve do sredine šezdesetih godina.)
MATCH@E:(No really serious debates on the liberalisation in the transport sector had emerged until the mid sixties.===>Čak nijesu zabilježene ni neke ozbiljnije rasprave o liberalizaciji u sektoru saobraćaja sve do sredine šezdesetih godina.)
MATCH@M:(A conclusion can be drawn that in the post war period, a model of controlled competition was implemented in the transport sector.===>Može se konstatovati da je u poratnom razdoblju, kad je riječ o saobraćaju, primjenjivan model kontrolisane konkurencije.)
MATCH@E:(A conclusion can be drawn that in the post war period, a model of controlled competition was implemented in the transport sector.===>Može se konstatovati da je u poratnom razdoblju, kad je riječ o saobraćaju, primjenjivan model kontrolisane konkurencije.)
MATCH@M:(The authors that maintain that it is necessary that the transport be regulated by the state support their thesis by the fact that transport is one of the most important factors of socio-economic development.===>Autori koji su na stanovištu da je poželjno da država reguliše saobraćaj polaze od toga da je on jedan od najznačajnijih faktora društveno-ekonomskog razvoja.)
MATCH@E:(The authors that maintain that it is necessary that the transport be regulated by the state support their thesis by the fact that transport is one of the most important factors of socio-economic development.===>Autori koji su na stanovištu da je poželjno da država reguliše saobraćaj polaze od toga da je on jedan od najznačajnijih faktora društveno-ekonomskog razvoja.)
MATCH@M:(It has a direct impact on the possibilities of using natural resources, on the positioning of manufacturing plants, on employment and on the distribution of the population in a country.===>Saobraćaj direktno utiče na mogućnosti korišćenja prirodnih resursa, na lokaciju proizvodnih kapaciteta, na zaposlenost i raspored stanovništva u nekoj zemlji.)
MATCH@E:(It has a direct impact on the possibilities of using natural resources, on the positioning of manufacturing plants, on employment and on the distribution of the population in a country.===>Saobraćaj direktno utiče na mogućnosti korišćenja prirodnih resursa, na lokaciju proizvodnih kapaciteta, na zaposlenost i raspored stanovništva u nekoj zemlji.)
MATCH@M:(In a nutshell, transport plays the central role in achieving socio-economic goals and the decisions concerning this matter are too important to be entirely left to those operating in the transport sector.===>Jednom riječju, saobraćaj ima centralnu ulogu u postizanju društveno-ekonomskih ciljeva i odluke u vezi sa njim su toliko značajne da se ne mogu prepustiti samo onima koji rade u djelatnosti saobraćaja.)
MATCH@E:(In a nutshell, transport plays the central role in achieving socio-economic goals and the decisions concerning this matter are too important to be entirely left to those operating in the transport sector.===>Jednom riječju, saobraćaj ima centralnu ulogu u postizanju društveno-ekonomskih ciljeva i odluke u vezi sa njim su toliko značajne da se ne mogu prepustiti samo onima koji rade u djelatnosti saobraćaja.)
MATCH@M:(In the last years, however, there has been a growing number of theoreticians who approach the issue of transport not from socio-political, but from commercial aspects.===>Međutim, posljednjih godina sve je više teoretičara koji saobraćaju prilaze sa komercijalnog, a ne sa soci-jalno-političkog stanovišta.)
MATCH@E:(In the last years, however, there has been a growing number of theoreticians who approach the issue of transport not from socio-political, but from commercial aspects.===>Međutim, posljednjih godina sve je više teoretičara koji saobraćaju prilaze sa komercijalnog, a ne sa socijalno-političkog stanovišta.)
MATCH@M:(An attitude prevails that transport is not best integrated into the market economy in a majority of countries.===>Preovladava shvatanje da u većini zemalja saobraćajni sektor nije na najbolji način integrisan u tržišnu privredu.)
MATCH@E:(An attitude prevails that transport is not best integrated into the market economy in a majority of countries.===>Preovladava shvatanje da u većini zemalja saobraćajni sektor nije na najbolji način integrisan u tržišnu privredu.)
MATCH@M:(The advocates of this view maintain that it is impossible to structure an efficient transport system without a more consistent liberalisation of transport market.===>Pobornici ovakvog shvatanja ukazuju da bez dosljednije liberalizacije saobraćajnog tržišta nije moguće strukturiranje efikasnog saobraćajnog sistema.)
MATCH@E:(The advocates of this view maintain that it is impossible to structure an efficient transport system without a more consistent liberalisation of transport market. ~~~ 2.===>Pobornici ovakvog shvatanja ukazuju da bez dosljednije liberalizacije saobraćajnog tržišta nije moguće strukturiranje efikasnog saobraćajnog sistema. 2.)
MATCH@M:(The advocates of transport market regulation claim that an abrupt turn from the policy of regulation to that of liberalisation may have a negative impact upon the transport sector, the overall economy and the development of the society in general.===>Zagovornici regulisanja saobraćajnog tržišta smatraju da bi nagli zaokret od politike regulisanja ka liberalizaciji djelovao negativno na sektor saobraćaja, privredu u cjelini i, uopšte, na razvoj društva.)
MATCH@E:(Regulation The advocates of transport market regulation claim that an abrupt turn from the policy of regulation to that of liberalisation may have a negative impact upon the transport sector, the overall economy and the development of the society in general.===>Regulacija Zagovornici regulisanja saobraćajnog tržišta smatraju da bi nagli zaokret od politike regulisanja ka liberalizaciji djelovao negativno na sektor saobraćaja, privredu u cjelini i, uopšte, na razvoj društva.)
MATCH@M:(In an analysis of the works of these authors H. Baum has come to a conclusion that the most relevant arguments proving the necessity of regulating the transport market may be listed as follows: 1) a long-term effective competition, with a large number of competitors would present a threat to many transport companies; a tendency towards concentration would change the market structure in favour of oligopolies and incite a trust-type behaviour; 3) without the market protection the railways system would be destroyed; 4) a constant pressure upon the prices would challenge the legitimacy of investments into innovation, which would in turn reduce the opportunity to be competitive as regards the level and the quality of services; 5) without subsidies, the financial basis for sustaining the transport of the consumers whose material status is poor would disintegrate; 6) the services in non-developed and distant regions, especially rural ones, would fail to be provided; 7) the inflation would increase, aided by additional effects of the prices in the transport sector, which will be subject to frequent and significant changes in the absence of regulation; 8) the safety of transport would decrease, due to greater competition [Baum, H., Possibilities and===>Analizom radova autora ove provenijencije H.Baum je došao do zaključka da se najznačajniji argumenti za nužnost regulisanja saobraćajnog tržišta mogu izložiti ovim redom: 1) dugoročna efektivna konkurencija sa velikim brojem konkurenata, bila bi opasna za mnoge saobraćajne kompanije; 2) tendencija koncentracije bi izmijenila strukturu tržišta u pravcu oligopola i izazvala ponašanje kartel-tipa; 3) bez zaštite tržišta željeznici bi prijetilo uništenje; 4) stalni pritisak na cijene doveo bi u pitanje investiranje u inovacije, što bi umanjilo mogućnosti za konkurenciju u pogledu nivoa i kvaliteta usluga; 5) bez dotiranja, nestala bi finansijska osnova za alimentiranje prevoza korisnika koji su u lošem položaju; 6) usluge u nerazvijenim i udaljenim područjima, a posebno u ruralnim ne bi bile obezbijeđene; 7) inflacija bi rasla podstaknuta dodatnim efektima od cijena u sektoru saobraćaja, koje bi bez regulisanja bile podložne čestim i znatnim promjenama; 8) kao rezultat povećane konkurencije, bez-bjednost saobraćaja bi se pogoršala.)
MATCH@E:(In an analysis of the works of these authors H. Baum has come to a conclusion that the most relevant arguments proving the necessity of regulating the transport market may be listed as follows: 1) a long-term effective competition, with a large number of competitors would present a threat to many transport companies; a tendency towards concentration would change the market structure in favour of oligopolies and incite a trust-type behaviour; 3) without the market protection the railways system would be destroyed; 4) a constant pressure upon the prices would challenge the legitimacy of investments into innovation, which would in turn reduce the opportunity to be competitive as regards the level and the quality of services; 5) without subsidies, the financial basis for sustaining the transport of the consumers whose material status is poor would disintegrate; 6) the services in non-developed and distant regions, especially rural ones, would fail to be provided; 7) the inflation would increase, aided by additional effects of the prices in the transport sector, which will be subject to frequent and significant changes in the absence of regulation; 8) the safety of transport would decrease, due to greater competition ŠBaum, H., Possibilities and Limits of Rgulation in Transport policy, ECMT, Paris, 1983, p. 90Ë. Regulation of transport market is generally explained by the following arguments: (1) the character of the very market structure; (2) external effects; and (3) state interest.===>Analizom radova autora ove provenijencije H.Baum je došao do zaključka da se najznačajniji argumenti za nužnost regulisanja saobraćajnog tržišta mogu izložiti ovim redom: ~~~ 1) dugoročna efektivna konkurencija sa velikim brojem konkurenata, bila bi opasna za mnoge saobraćajne kompanije; 2) tendencija koncentracije bi izmijenila strukturu tržišta u pravcu oligopola i izazvala ponašanje kartel-tipa; 3) bez zaštite tržišta željeznici bi prijetilo uništenje; 4) stalni pritisak na cijene doveo bi u pitanje investiranje u inovacije, što bi umanjilo mogućnosti za konkurenciju u pogledu nivoa i kvaliteta usluga; 5) bez dotiranja, nestala bi finansijska osnova za alimentiranje prevoza korisnika koji su u lošem položaju; 6) usluge u nerazvijenim i udaljenim područjima, a posebno u ruralnim ne bi bile obezbijeđene; 7) inflacija bi rasla podstaknuta dodatnim efektima od cijena u sektoru saobraćaja, koje bi bez regulisanja bile podložne čestim i znatnim promjenama; 8) kao rezultat povećane konkurencije, bezbjednost saobraćaja bi se pogoršala ŠBaum, H.,Possibilities And Limits Of Regulation In Transport Policy, ECMT, Paris, 1983, str. 90Ë. ~~~ Regulisanje saobraćajnog tržišta se uopštenije obrazlaže sljedećim argumentima: (1) karakterom same tržišne strukture, (2) spoljnim efektima i (3) državnim interesom.)
MATCH@M:(The transport market is characterised by some specific features, for example, a constant surplus of capacities, lack of flexibility of the production factors, high fixed costs, technical unity of production, a remarkable fluctuation of demand due to short-term economic trends, etc.===>Saobraćajno tržište ima svoje specifičnosti, kao što su, na primjer: hroničan višak kapaciteta, nefleksibilnost faktora proizvodnje, visoki fiksni troškovi, tehničko jedinstvo proizvodnje, velika kolebanja tražnje zbog kraktoročnih ekonomskih trendova itd.)
MATCH@E:(The transport market is characterised by some specific features, for example, a constant surplus of capacities, lack of flexibility of the production factors, high fixed costs, technical unity of production, a remarkable fluctuation of demand due to short-term economic trends, etc.===>Saobraćajno tržište ima svoje specifičnosti, kao što su, na primjer: hroničan višak kapaciteta, nefleksibilnost faktora proizvodnje, visoki fiksni troškovi, tehničko jedinstvo proizvodnje, velika kolebanja tražnje zbog kraktoročnih ekonomskih trendova itd.)
MATCH@M:(Regardless of whether these factors do justify the state regulation or do not, the supporters of interventionism maintain that these, at least, still remain open questions and issues of economic and political debates.===>Bez obzira na to da li ovi faktori stvarano opravdavaju državnu regulaciju ili ne, pristalice intervencionizma stoje na stanovištu da oni, u najmanju ruku, i dalje predstavljaju otvorena pitanja i predmet ekonomsko-politič-kih rasprava.)
MATCH@E:(Regardless of whether these factors do justify the state regulation or do not, the supporters of interventionism maintain that these, at least, still remain open questions and issues of economic and political debates.===>Bez obzira na to da li ovi faktori stvarano opravdavaju državnu regulaciju ili ne, pristalice intervencionizma stoje na stanovištu da oni, u najmanju ruku, i dalje predstavljaju otvorena pitanja i predmet ekonomsko-političkih rasprava.)
MATCH@M:(The regulation is also justified by the negative external effects of the transport (noise, pollution, safety risks, etc).===>Regulacija se opravdava i negativnim saobraćajnim spoljnim efektima (buka, zagađenost, rizici sigurnosti itd.).)
MATCH@E:(The regulation is also justified by the negative external effects of the transport (noise, pollution, safety risks, etc).===>Regulacija se opravdava i negativnim saobraćajnim spoljnim efektima (buka, zagađenost, rizici sigurnosti itd.).)
MATCH@M:(The neutralization of these external, non-market impacts by way of regulation measures (taxi, subsidies, regulations or prohibitions) may help restore the efficiency of market coordination.===>Neutralizovanjem ovih eksternih, netržišnih uti-caja pomoću regulativnih mjera (taksi, subvencija, propisa i zabrana) može se povratiti efikasnost tržišne koordinacije.)
MATCH@E:(The neutralization of these external, non-market impacts by way of regulation measures (taxi, subsidies, regulations or prohibitions) may help restore the efficiency of market coordination.===>Neutralizovanjem ovih eksternih, netržišnih uticaja pomoću regulativnih mjera (taksi, subvencija, propisa i zabrana) može se povratiti efikasnost tržišne koordinacije.)
MATCH@M:(The advocates of interventionism maintain that the regulation policy is necessary for the reasons of the so-called “state interest“ too.===>Zagovornici intervencionizma smatraju politiku regulacije nespornom i zbog tzv. »državnog interesa«.)
MATCH@E:(The advocates of interventionism maintain that the regulation policy is necessary for the reasons of the socalled state interest too.===>Zagovornici intervencionizma smatraju politiku regulacije nespornom i zbog tzv. »državnog interesa«.)
MATCH@M:(The state interest is achieved by achieving certain political goals.===>Državni interes se ostvaruje realizacijom određenih političkih ciljeva.)
MATCH@E:(The state interest is achieved by achieving certain political goals.===>Državni interes se ostvaruje realizacijom određenih političkih ciljeva.)
MATCH@M:(There is a broad range of political goals, to mention only a few: the goals of the regional (development of undeveloped regions) and agricultural policy, railway system protection, improving safety on the roads and many others.===>Postoji cijeli spektar političkih ciljeva, a za ilustraciju evo nekih: ciljevi regionalne (razvoj nerazvijenih područja) i agrarne politike, zaštita željeznice, poboljšanje bezbjednosti na putevima i mnogi drugi.)
MATCH@E:(There is a broad range of political goals, to mention only a few: the goals of the regional (development of undeveloped regions) and agricultural policy, railway system protection, improving safety on the roads and many others.===>Postoji cijeli spektar političkih ciljeva, a za ilustraciju evo nekih: ciljevi regionalne (razvoj nerazvijenih područja) i agrarne politike, zaštita željeznice, poboljšanje bezbjednosti na putevima i mnogi drugi.)
MATCH@M:(According to Bass, one of the basic arguments the advocates of regulation offer is an inevitable rise of monopolies or oligopolies in all routes, except on those where the transport is busiest.===>Po Bassu, jedan od osnovnih argumenata zastupnika regulisanja saobraćaja je neminovno stvaranje monopola ili oligopola na svim pravcima, sem na onim sa najgušćim saobraćajem.)
MATCH@E:(According to Bass, one of the basic arguments the advocates of regulation offer is an inevitable rise of monopolies or oligopolies in all routes, except on those where the transport is busiest.===>Po Bassu, jedan od osnovnih argumenata zastupnika regulisanja saobraćaja je neminovno stvaranje monopola ili oligopola na svim pravcima, sem na onim sa najgušćim saobraćajem.)
MATCH@M:(Achieving socio-political goals is also an important reason for the transport market regulation or for a specific interference of the state into some sectors of transport or some companies .===>Ostvarivanje socijalno-poli-tičkih ciljeva je, takođe, veoma bitan razlog za regulaciju saobraćajnog tržišta ili poseban uticaj države na pojedine saobraćajne grane i kompanije.)
MATCH@E:(Achieving socio-political goals is also an important reason for the transport market regulation or for a specific interference of the state into some sectors of transport or some companies ŠBass, T., C., Passenger Transport, ECMT, Berlin, 1985, p. 234Ë.===>Ostvarivanje socijalno-političkih ciljeva je, takođe, veoma bitan razlog za regulaciju saobraćajnog tržišta ili poseban uticaj države na pojedine saobraćajne grane i kompanije ŠBass, T., C., Passenger Transprot, ECMT, Berlin, 1985, str. 234Ë.)
MATCH@M:(A large number of economists understand regulation as an indirect method of achieving high technical and safety standards, which is a valid hypothesis and can be supported by evidence.===>Mnogi ekonomisti regulaciju shvataju kao indirektan metod da se postignu visoki tehnički i sigurnosni standardi, što ima osnova i o čemu ima dokaza.)
MATCH@E:(A large number of economists understand regulation as an indirect method of achieving high technical and safety standards, which is a valid hypothesis and can be supported by evidence.===>Mnogi ekonomisti regulaciju shvataju kao indirektan metod da se postignu visoki tehnički i sigurnosni standardi, što ima osnova i o čemu ima dokaza. 3.)
MATCH@M:(A large scale and often inadequate impact of the state upon the transport sector was subject to criticism by numerous prominent authors in the field of transport economy in the last two decades of the 20th century and at the beginning of this century.===>Preveliki i cesto neadekvatan uticaj države na djelatnost saobraćaja bio je predmet kritike značajnih autora iz domena saobraćajne ekonomije, tokom 80-ih i 90-ih godina prošlog i u prvim godinama ovog vijeka.)
MATCH@E:(A large scale and often inadequate impact of the state upon the transport sector was subject to criticism by numerous prominent authors in the field of transport economy in the last two decades of the 20th century and at the beginning of this century.===>Preveliki i često neadekvatan uticaj države na djelatnost saobraćaja bio je predmet kritike značajnih autora iz domena saobraćajne ekonomije, tokom 80-ih i 90-ih godina prošlog i u prvim godinama ovog vijeka.)
MATCH@M:(For example, in mid 1980’s, Aberle warns that there is a strong and direct interest of some transport companies to prevent the emergence of any competition, which would be in accord with the rules of market economy and which suits to other sectors of economy.===>Na primjer, još sredinom 80-ih godina prošlog vijeka Aberle upozorava da postoji snažan i direktan interes nekih prevoznika da se ni u kom slučaju ne dozvoli konkurencija, koja je u skladu sa pravilima tržišne ekonomije i koja odgovara drugim sektorima privrede.)
MATCH@E:(For example, in mid 1980s, Aberle warns that there is a strong and direct interest of some transport companies to prevent the emergence of any competition, which would be in accord with the rules of market economy and which suits to other sectors of economy.===>Na primjer, još sredinom 80-ih godina prošlog vijeka Aberle upozorava da postoji snažan i direktan interes nekih prevoznika da se ni u kom slučaju ne dozvoli konkurencija, koja je u skladu sa pravilima tržišne ekonomije i koja odgovara drugim sektorima privrede.)
MATCH@M:(Interest groups always manage to prevent the creation of such a transport policy that would be competition oriented to a greater extent.===>Interesne grupe stalno uspijevaju da onemoguće saobraćajnu politiku koja bi se više orijentisala na konkurenciju.)
MATCH@E:(Interest groups always manage to prevent the creation of such a transport policy that would be competition oriented to a greater extent.===>Interesne grupe stalno uspijevaju da onemoguće saobraćajnu politiku koja bi se više orijentisala na konkurenciju.)
MATCH@M:(In that way the state and certain special institutions of control become a sort of a guardian to the positions various lobies acquired, as well as an instrument in preventing competition [Aberle, G., An Overview of European Transport Policy - Objectives and Measures, ECMT, Berlin, 1985, p. 29].===>Tako država i odgovarajuće specijalne institucije kontrole u neku ruku postaju garant očuvanja stečenih pozicija raznih lobija i instrumentarijum za sprečavanje konkurencije [Aberle, G., An Overview Of European Transport Polič - Objektives And Measures, ECMT, Berlin, 1985, str. 29].)
MATCH@E:(In that way the state and certain special institutions of control become a sort of a guardian to the positions various lobies acquired, as well as an instrument in preventing competition ŠAberle, G., An Overview of European Transport Policy Objectives and Measures, ECMT, Berlin, 1985, p. 29Ë.===>Tako država i odgovarajuće specijalne institucije kontrole u neku ruku postaju garant očuvanja stečenih pozicija raznih lobija i instrumentarijum za sprečavanje konkurencije ŠAberle, G., An Overview Of European Transport Policy Objektives And Measures, ECMT, Berlin, 1985, str. 29Ë.)
MATCH@M:(The arguments in favour of deregulation are based on the criticism of the market regulation results as well as on the positive effects of liberalisation measures experienced by many countries.===>Argumenti u prilog deregulaciji zasnivaju se na kritici rezultata regulisanja tržišta i na pozitivnim iskustvima mnogih zemalja sa mjerama liberalizacije.)
MATCH@E:(The arguments in favour of deregulation are based on the criticism of the market regulation results as well as on the positive effects of liberalisation measures experienced by many countries.===>Argumenti u prilog deregulaciji zasnivaju se na kritici rezultata regulisanja tržišta i na pozitivnim iskustvima mnogih zemalja sa mjerama liberalizacije.)
MATCH@M:(2)	The role of the state is not to define nor to protect the revenues and part of the market in some transport routes and companies.===>2)	Nije uloga države da određuje i štiti prihode, i dio tržišta pojedinim saobraćajnim granama i kompanijama.)
MATCH@E:(2) The role of the state is not to define nor to protect the revenues and part of the market in some transport routes and companies.===>Porast prevoza robe podrazumijeva intenziviranje konkurencije i stvaranje uslova za veći obim saobraćaja. 2) Nije uloga države da određuje i štiti prihode, i dio tržišta pojedinim saobraćajnim granama i kompanijama.)
BAD_LINE_=============================================================
BAD_LINE_M:2)	The role of the state is not to define nor to protect the revenues and part of the market in some transport routes and companies.
BAD_LINE_M:2)	Nije uloga države da određuje i štiti prihode, i dio tržišta pojedinim saobraćajnim granama i kompanijama.
BAD_LINE_E:2) The role of the state is not to define nor to protect the revenues and part of the market in some transport routes and companies.
BAD_LINE_E:Porast prevoza robe podrazumijeva intenziviranje konkurencije i stvaranje uslova za veći obim saobraćaja. 2) Nije uloga države da određuje i štiti prihode, i dio tržišta pojedinim saobraćajnim granama i kompanijama.
MATCH@M:(Performance should be evaluated the way it is done in other economic fields - under the conditions of competition.===>Učinak treba da se vrednuje kao i u ostalim oblastima privrede - u uslovima konkurencije.)
MATCH@E:(Performance should be evaluated the way it is done in other economic fields under the conditions of competition.===>Učinak treba da se vrednuje kao i u ostalim oblastima privrede - u uslovima konkurencije.)
MATCH@M:(The state’s discretionary intervention in order that it should secure the citizens’ votes or for the purpose of budgetary policy should be abandoned.===>Diskreciona intervencija države radi osiguranja glasova birača ili za potrebe budžetske politike treba da iščezne.)
MATCH@E:(The states discretionary intervention in order that it should secure the citizens votes or for the purpose of budgetary policy should be abandoned.===>Diskreciona intervencija države radi osiguranja glasova birača ili za potrebe budžetske politike treba da iščezne.)
MATCH@M:(Opinions differ as regards the dilemma whether the far-reaching rationalisation measures should precede liberalisation or whether the liberalisation itself would allow for the rationalisation of railways.===>Ima različtih mišljenja u vezi sa dilemom da li dalekosežne mjere racionalizacije treba da prethode liberalizaciji ili bi sama liberalizacija omogućila racionalizaciju željeznice.)
MATCH@E:(Opinions differ as regards the dilemma whether the far-reaching rationalisation measures should precede liberalisation or whether the liberalisation itself would allow for the rationalisation of railways.===>Ima različtih mišljenja u vezi sa dilemom da li dalekosežne mjere racionalizacije treba da prethode liberalizaciji ili bi sama liberalizacija omogućila racionalizaciju željeznice.)
MATCH@M:(Waiting for rationalisation to come means blocking the progress that would follow deregulation for an indefinite period of time.===>Čekanje na racionalizaciju znači blokiranje progresa koji bi nastupio sa deregula-cijom na neodređeno vrijeme.)
MATCH@E:(Waiting for rationalisation to come means blocking the progress that would follow deregulation for an indefinite period of time.===>Čekanje na racionalizaciju znači blokiranje progresa koji bi nastupio sa deregulacijom na neodređeno vrijeme.)
MATCH@M:(A much more effective approach is intensifying competition.===>Mnogo uspješniji prilaz je intenziviranje konkurencije.)
MATCH@E:(A much more effective approach is intensifying competition.===>Mnogo uspješniji prilaz je intenziviranje konkurencije.)
MATCH@M:(Those in charge of trust control could use their set of instruments, on the basis of competition laws, to prevent its distortion.===>Nadležni za nadzor kartela , svojim arsenalom instrumenata, a na osnovu zakona konkurencije, mogu spriječiti njenu deformaciju.)
MATCH@E:(Those in charge of trust control could use their set of instruments, on the basis of competition laws, to prevent its distortion.===>Nadležni za nadzor kartela , svojim arsenalom instrumenata, a na osnovu zakona konkurencije, mogu spriječiti njenu deformaciju.)
MATCH@M:(8)	The solution to the problem of whether liberalisation should be implemented fast or slowly is in that a systematic effort must be made in a reasonable period of time, without seeking solution in postponing things - devising various long-term programmes.===>8)	Rješenje pitanja da li liberalizaciju treba sprovodi-ti brzo ili postepeno je u tome da se učini sistematski napor u nekom razumnom roku, a ne da se izlaz nalazi u odlaganju - donošenjem raznih dugoročnih programa.)
MATCH@E:(Here, market coordination always proved to be either inadequate, or its impact was weak. ~~~ 8) The solution to the problem of whether liberalisation should be implemented fast or slowly is in that a systematic effort must be made in a reasonable period of time, without seeking solution in postponing things devising various long-term programmes.===>Ovdje se tržišna koordinacija uvijek pokazivala kao neadekvatna ili je njen uticaj bio slab. 8) Rješenje pitanja da li liberalizaciju treba sprovoditi brzo ili postepeno je u tome da se učini sistematski napor u nekom razumnom roku, a ne da se izlaz nalazi u odlaganju donošenjem raznih dugoročnih programa.)
MATCH@M:(Rask maintains that disfunctionality is immanent to the regulation concept.===>Rask smatra da je konceptu regulacije imanentna dis-funkcionalnost.)
MATCH@E:(Rask maintains that disfunctionality is immanent to the regulation concept.===>Rask smatra da je konceptu regulacije imanentna disfunkcionalnost.)
MATCH@M:(The supporters of transport market liberalisation claim that competition is an especially efficient mechanism.===>Pristalice liberalizacije saobraćajnog tržišta su na stanovištu da je konkurencija jedan izuzetno efikasan mehanizam .)
MATCH@E:(The supporters of transport market liberalisation claim that competition is an especially efficient mechanism.===>Pristalice liberalizacije saobraćajnog tržišta su na stanovištu da je konkurencija jedan izuzetno efikasan mehanizam .)
MATCH@M:(Where it is efficient, it encourages carriers to be careful about the consumers’ preferences and thus an opportunity to increase their own efficiency.===>Tamo gdje djeluje podstiće prevoznike da budu pažljivi prema preferencijama korisnika usluga i daje im najveći mogući podsticaj da povećaju sop-stvenu efikasnost.)
MATCH@E:(Where it is efficient, it encourages carriers to be careful about the consumers preferences and thus an opportunity to increase their own efficiency.===>Tamo gdje djeluje podstiče prevoznike da budu pažljivi prema preferencijama korisnika usluga i daje im najveći mogući podsticaj da povećaju sopstvenu efikasnost.)
MATCH@M:(Competition allows for the use of various skills and trying different ideas, as well as identifying and filling the gaps on the market.===>Konkurencija omogućava primjenu razlićtih vještina i isprobavanje novih ideja, kao i iden-tifikovanje i popunjavanje praznina na tržištu.)
MATCH@E:(Competition allows for the use of various skills and trying different ideas, as well as identifying and filling the gaps on the market.===>Konkurencija omogućava primjenu različtih vještina i isprobavanje novih ideja, kao i identifikovanje i popunjavanje praznina na tržištu.)
MATCH@M:(The transport industry is not less competitive than other industries, therefore there is no reason that it should be treated otherwise.===>U mnogo ćemu djelatnost saobraćaja nije manje konkurenta od ostalih djelatnosti, pa nema razloga za njen drugaćiji tretman.)
MATCH@E:(The transport industry is not less competitive than other industries, therefore there is no reason that it should be treated otherwise.===>U mnogo čemu djelatnost saobraćaja nije manje konkurenta od ostalih djelatnosti, pa nema razloga za njen drugačiji tretman.)
MATCH@M:(Besides, transport is not the only industry in which one should be cautious as regards creating monopoly or oligopoly.===>Sem toga, saobraćaj nije jedina djelatnost u kojoj treba zadržati oprez u odnosu na stvaranje monopola i oligopola.)
MATCH@E:(Besides, transport is not the only industry in which one should be cautious as regards creating monopoly or oligopoly.===>Sem toga, saobraćaj nije jedina djelatnost u kojoj treba zadržati oprez u odnosu na stvaranje monopola i oligopola.)
MATCH@M:(Thinking of transport as predominantly a public service and neglecting its commercial aspect cannot be justified.===>Shvatanje saobraćaja prevashodno kao javne službe i zanemarivanje komercijalnog aspekta je neopravdano.)
MATCH@E:(Thinking of transport as predominantly a public service and neglecting its commercial aspect cannot be justified.===>Shvatanje saobraćaja prevashodno kao javne službe i zanemarivanje komercijalnog aspekta je neopravdano.)
MATCH@M:(In case there are services that are of special interest to the social community, but cannot be effected on the market, an efficient solution is found in subsidizing these services.===>U slućaju da postoje usluge za koje je društvena zajednica posebno zainteresovana, a da se na tržištu ne bi mogle obezbijediti, efikasno rješenje se nalazi u dotiranju takvih usluga.)
MATCH@E:(In case there are services that are of special inter est to the social community, but cannot be effected on the market, an efficient solution is found in subsidizing these services.===>U slučaju da postoje usluge za koje je društvena zajednica posebno zainteresovana, a da se na tržištu ne bi mogle obezbijediti, efikasno rješenje se nalazi u dotiranju takvih usluga.)
MATCH@M:(Furthermore, there is little evidence that the standards of services really fall where competition is allowed to exist.===>Zatim, veoma je malo dokaza da standardi usluga stvarno opadaju tamo gdje je dozvoljena konkurencija.)
MATCH@E:(Furthermore, there is little evidence that the standards of services really fall where competition is allowed to exist.===>Zatim, veoma je malo dokaza da standardi usluga stvarno opadaju tamo gdje je dozvoljena konkurencija.)
MATCH@M:(On the contrary, numerous examples prove that the situation is opposite.===>Cak bi se mogli navesti brojni primjeri koji ukazuju na suprotno.)
MATCH@E:(On the contrary, numerous examples prove that the situation is opposite.===>Čak bi se mogli navesti brojni primjeri koji ukazuju na suprotno.)
MATCH@M:(The next, very conclusive argument does not stand in favour of regulating either the competition’s entry into the market or the prices regulation.===>Sljedeći, vrlo ubjedljiv argument nimalo ne govori u prilog regulisanju ulaska konkurenata na saobraćajno tržište, kao ni regulisanju cijena.)
MATCH@E:(The next, very conclusive argument does not stand in favour of regulating either the competitions entry into the market or the prices regulation.===>Sljedeći, vrlo ubjedljiv argument nimalo ne govori u prilog regulisanju ulaska konkurenata na saobraćajno tržište, kao ni regulisanju cijena.)
MATCH@M:(In fact, a motive to act efficiently and adapt the services to the market demand may be rather impaired by preventing competition in lower prices or setting barriers to the new competition to enter the market.===>Zapravo, podsticaj da se djeluje efikasno i da se usluge prilagođavaju potrebama tržišta može da bude veoma oslabljen onemogućavanjem konkurencije nižim cijenama ili postavljanjem barijera za ulazak novih konkurenata na tržište.)
MATCH@E:(In fact, a motive to act efficiently and adapt the services to the market demand may be rather impaired by preventing competition in lower prices or setting barriers to the new competition to enter the market.===>Zapravo, podsticaj da se djeluje efikasno i da se usluge prilagođavaju potrebama tržišta može da bude veoma oslabljen onemogućavanjem konkurencije nižim cijenama ili postavljanjem barijera za ulazak novih konkurenata na tržište.)
MATCH@M:(The advocates of the overall and prompt deregulation are convinced that it will allow for the competition to grow on the transport market and thus automatically decrease the importance of grey or black markets.===>Zagovornici potpune i brze deregulacije uvjereni su da će ona omogućiti konkurenciju na saobraćajnom tržištu i tako automatski umanjiti značaj sivog tržišta i crne berze.)
MATCH@E:(The advocates of the overall and prompt deregulation are convinced that it will allow for the competition to grow on the transport market and thus automatically decrease the importance of grey or black markets.===>Zagovornici potpune i brze deregulacije uvjereni su da će ona omogućiti konkurenciju na saobraćajnom tržištu i tako automatski umanjiti značaj sivog tržišta i crne berze.)
MATCH@M:(Simultaneously, they expect the deregulation to contribute to the improvement of the service quality in accordance with the accelleration of technical progress, depolitisation of competition on the transport markets, administrative costs reduction and elimination of unnecessary bureaucracy.===>Istovremeno, od nje očekuju da doprinese poboljšanju kvaliteta usluga u skladu sa ubrzanjem tehničkog progresa, depolitizaciji konkurencije na tržištima saobraćja, redukciji administrativnih troškova i eliminaciji nepotrebnog dijela birokratije.)
MATCH@E:(Simultaneously, they expect the deregulation to contribute to the improvement of the service quality in accordance with the accelleration of technical progress, depolitisation of competition on the transport markets, administrative costs reduction and elimination of unnecessary bureaucracy. ~~~ 4.===>Istovremeno, od nje očekuju da doprinese poboljšanju kvaliteta usluga u skladu sa ubrzanjem tehničkog progresa, depolitizaciji konkurencije na tržištima saobraćja, redukciji administrativnih troškova i eliminaciji nepotrebnog dijela birokratije. 4.)
MATCH@M:(The liberalisation trend, especially evident in the countries of developed market economy, cannot be explained solely by the victory of a superior idea or a powerful economic concept.===>Trend liberalizacije, posebno izražen u zemljama razvijene tržišne privrede, ne može se objasniti samo pobjedom superiorne ideje ili nadmoćnog ekonomskog koncepta .)
MATCH@E:(Conclusion The liberalisation trend, especially evident in the countries of developed market economy, cannot be explained solely by the victory of a superior idea or a powerful economic concept.===>Zaključak Trend liberalizacije, posebno izražen u zemljama razvijene tržišne privrede, ne može se objasniti samo pobjedom superiorne ideje ili nadmoćnog ekonomskog koncepta .)
MATCH@M:(It is largely a consequence of a level achieved in the development of a transport system and transport market, and, therefore, of a real pressure of transport companies.===>On je u dobroj mjeri posljedica dostignutog nivoa u razvoju saobraćajnog sistema i saobraćajnog tržišta i, stoga, realnog pritiska saobraćajnih kompanija .)
MATCH@E:(It is largely a consequence of a level achieved in the development of a transport system and transport market, and, therefore, of a real pressure of transport companies.===>On je u dobroj mjeri posljedica dostignutog nivoa u razvoju saobraćajnog sistema i saobraćajnog tržišta i, stoga, realnog pritiska saobraćajnih kompanija .)
MATCH@M:(Conditions for a business and enterprising approach and the development of competitive competences of transport companies are today more favourable than ever.===>Danas su uslovi za poslovan i preduzi-mljiv nastup, i razvoj takmičarskih sposobnosti saobraćajnih preduzeća povoljniji nego ikad.)
MATCH@E:(Conditions for a business and enterprising approach and the development of competitive competences of transport companies are today more favourable than ever.===>Danas su uslovi za poslovan i preduzimljiv nastup, i razvoj takmičarskih sposobnosti saobraćajnih preduzeća povoljniji nego ikad.)
MATCH@M:(The basic objective of the transport policy is to create conditions for the transport services to be provided to the community at the lowest prices possible.===>Osnovni cilj saobraćajne politike je da se stvore uslo-vi koji osiguravaju da se saobraćajne usluge vrše po najnižim cijenama za zajednicu.)
MATCH@E:(The basic objective of the transport policy is to create conditions for the transport services to be provided to the community at the lowest prices possible.===>Osnovni cilj saobraćajne politike je da se stvore uslovi koji osiguravaju da se saobraćajne usluge vrše po najnižim cijenama za zajednicu.)
MATCH@M:(The classic regulation of transport market cannot be expected to produce the results desired, regardless of whether in measuring these results the stress is put on the efficiency (commercial quality) or righteousness (social quality); therefore deregulation should become the basic method of a modern transport policy.===>Kako se od klasičnog regulisanja saobraćajnog tržišta ne mogu očekivati željeni rezultati, bez obzira da li se kod mjerenja tih rezultata naglašava efikasnost (komercijalno) ili pravičnost (socijalno), deregulacija treba da postane osnovni metod savremene saobraćajne politike.)
MATCH@E:(The classic regulation of transport market cannot be expected to produce the results desired, regardless of whether in measuring these results the stress is put on the efficiency (commercial quality) or righteousness (social quality); therefore deregulation should become the basic method of a modern transport policy.===>Kako se od klasičnog regulisanja saobraćajnog tržišta ne mogu očekivati željeni rezultati, bez obzira da li se kod mjerenja tih rezultata naglašava efikasnost (komercijalno) ili pravičnost (socijalno), deregulacija treba da postane osnovni metod savremene saobraćajne politike.)
MATCH@M:(The quintesence of liberalisation lies in establishing competitive relations that cannot be cancelled by discretionary decisions.===>Kvin-tesencija liberalizacije je u uspostavljanju konkurencije koja se ne može opozvati diskrecionim odlukama.)
MATCH@E:(The quintesence of liberalisation lies in establishing competitive relations that cannot be cancelled by discretionary decisions.===>Kvintesencija liberalizacije je u uspostavljanju konkurencije koja se ne može opozvati diskrecionim odlukama.)
MATCH@M:(We are rather certain in our predictions that the transport services market in Europe will become more and more liberal.===>Možemo sa sigurnošću predvidjeti da će tržište saobraćajnih usluga u Evropi biti sve liberalnije.)
MATCH@E:(We are rather certain in our predictions that the transport services market in Europe will become more and more liberal.===>Možemo sa sigurnošću predvidjeti da će tržište saobraćajnih usluga u Evropi biti sve liberalnije.)
MATCH@M:(Therefore it is logical to ask what role the state will play in the conditions of inevitable liberalisation of transport market.===>Logično se nameće pitanje koju ulogu treba da ima država u uslovima neminovne liberalizacije saobraćajnog tržišta.)
MATCH@E:(Therefore it is logical to ask what role the state will play in the conditions of inevitable liberalisation of transport market.===>Logično se nameće pitanje koju ulogu treba da ima država u uslovima neminovne liberalizacije saobraćajnog trži šta.)
MATCH@M:(State administrative bodies should participate in creating a development policy of investment into the traffic infrastructure, as well as in the harmonization of conditions of business operations, that is, in creating equal chances for competition on the transport market.===>Državni organi bi morali da učestvuju u razvojnoj investicionoj politici saobraćajne infrastrukture i u harmonizaciji uslova privređivanja, odnosno u ujednačavanju uslova konkurencije na saobraćajnom tržištu.)
MATCH@E:(State administrative bodies should participate in creating a development policy of investment into the traffic infrastructure, as well as in the harmonization of conditions of business operations, that is, in creating equal chances for competition on the transport market.===>Državni organi bi morali da učestvuju u razvojnoj investicionoj politici saobraćajne infrastrukture i u harmonizaciji uslova privređivanja, odnosno u ujednačavanju uslova konkurencije na saobraćajnom tržištu.)
MATCH@M:(Thus an appropriate context would be created for competition development, in which the basic criteria for selecting a means of transportation would be the service quality, adaptability to the consumer demand and enhanced productivity.===>Tako bi se stvorio prikladan ambijent za razvijanje konkurencije, u kojem bi osnovni kriterijumi za izbor saobraćajnog sredstva bili kvalitet usluge, prilagodljivost zahtjevima korisnika i veća produktivnost.)
MATCH@E:(Thus an appropriate context would be created for competition development, in which the basic criteria for selecting a means of transportation would be the service quality, adaptability to the consumer demand and enhanced productivity.===>Tako bi se stvorio prikladan ambijent za razvijanje konkurencije, u kojem bi osnovni kriterijumi za izbor saobraćajnog sredstva bili kvalitet usluge, prilagodljivost zahtjevima korisnika i veća produktivnost.)
MATCH@M:(Božić and Novakovi] point out that modern concepts of transport policy in the developed countries are oriented towards two aims: a) participation of state administration in defining development programmes and allocation of a large portion of capital for building and modernization of primary transport infrastructure, including railway infrastructure, and b) developing and maintaining the railways business operations on economic principles, including the necessary modernisation and improvement of technical and technologic parametres, so that it should act in the transport market on as equal a footing as possible.===>Božić i Novaković ističu da su savremene koncepcije saobraćajne politike u razvijenim evropskim zemljama orijentisane u dva osnovna pravca: a) učešće državnih organa u definisanju razvojnih programa i obezbjeđenju znatnog dijela sredstava za izgradnju i modernizaciju magistralne saobraćajne infrastrukture, uključujući i željezničku infrastrukturu i b) razvijanje i jačanje poslovnosti i privređivanja željeznice na ekonomskim principima uz neophodnu modernizaciju i poboljšanje tehničkih i tehnoloških parametara, kako bi mogla da nastupa na tržištu saobraćajnih usluga pod što ravnopravnijim uslovima.)
MATCH@E:(Božić and Novaković point out that modern concepts of transport policy in the developed countries are oriented towards two aims: a) participation of state administration in defining development programmes and allocation of a large portion of capital for building and modernization of primary transport infrastructure, including railway infrastructure, and b) developing and maintaining the railways business operations on economic principles, including the necessary modernisation and improvement of technical and technologic parametres, so that it should act in the transport market on as equal a footing as possible ŠBožić, V., Novaković, S., Economy of Transport, Faculty of Economy, Belgrade, 2006, pp. 362-365Ë.===>Božić i Novaković ističu da su savremene koncepcije saobraćajne politike u razvijenim evropskim zemljama orijentisane u dva osnovna pravca: a) učešće državnih organa u definisanju razvojnih programa i obezbjeđenju znatnog dijela sredstava za izgradnju i modernizaciju magistralne saobraćajne infrastrukture, uključujući i željezničku infrastrukturu i b) razvijanje i jačanje poslovnosti i privređivanja željeznice na ekonomskim principima uz neophodnu modernizaciju i poboljšanje tehničkih i tehnoloških parametara, kako bi mogla da nastupa na tržištu saobraćajnih usluga pod što ravnopravnijim uslovima ŠBožić, V., Novaković, S., Ekonomija saobraćaja, Ekonomski fakultet, Beograd, 2006, str. 362-365Ë.)
MATCH@M:(Implementation of regional, even trendy, policy within the Slovak republic requires not only a space for innovation activities, but also the marketing support and suitable managerial access for their implementation.===>Primena regionalne, primerene politike u Republici Slovačkoj zahteva ne samo odgovarajući prostor za inovacije, već i podršku marketinga i odgovarajuće upravljačke pristupe za njihovu primenu.)
MATCH@E:(Implementation of regional, even trendy, policy within the Slovak republic requires not only a space for innovation activities, but also the marketing support and suitable managerial access for their implementation.===>Primena regionalne, primerene politike u Republici Slovačkoj zahteva ne samo odgovarajući prostor za inovacije, već i podršku marketinga i odgovarajuće upravljačke pristupe za njihovu primenu.)
MATCH@M:(The reform of inflexible and old-fashioned system of management is truly inevitable.===>Postoji stvarna potreba za reformom nefleksibilnog i staromodnog sistema upravljanja.)
MATCH@E:(The reform of inflexible and old-fashioned system of management is truly inevitable.===>Postoji stvarna potreba za reformom nefleksibilnog i staromodnog sistema upravljanja.)
MATCH@M:(Regional marketing and management represent a new approach to the implementation of regional policy completely supporting the European model which is necessary for the human resource management and the real evaluation of human capital within the region in order to see its benefit for the regional innovations and development.===>Regionalni marketing i upravljanje predstavljaju novi pristup primeni regionalne politike po evropskom modelu, neophodnoj u upravljanju ljudskim resursima i realnom vrednovanju ljudskog kapitala u ovoj oblasti, kako bi se sagledalo koliko ona koristi regionalnim inovacijama i razvoju.)
MATCH@E:(Regional marketing and management represent a new approach to the implementation of regional policy completely supporting the European model which is necessary for the human resource management and the real evaluation of human capital within the region in order to see its benefit for the regional innovations and development.===>Regionalni marketing i upravljanje predstavljaju novi pristup primeni regionalne politike po evropskom modelu, neophodnoj u upravljanju ljudskim resursima i realnom vrednovanju ljudskog kapitala u ovoj oblasti, kako bi se sagledalo koliko ona koristi regionalnim inovacijama i razvoju.)
MATCH@M:(In relation to the fulfillment of Lisbon strategy goals by 2010, the Slovak Republic has set the human resources sector development and education as one of the four most important priorities of the national policy.===>Da bi ostvarila ciljeve zacrtane Lisabonskom strategijom do 2010. godine, Slovačka Republika je kao najznačajnije prioritete nacionalne politike zacrtala razvoj i obrazovanje u sektoru ljudskih resursa.)
MATCH@E:(Prologue In relation to the fulfillment of Lisbon strategy goals by 2010, the Slovak Republic has set the human resources sector development and education as one of the four most important priorities of the national policy.===>Uvod Da bi ostvarila ciljeve zacrtane Lisabonskom strategijom do 2010. godine, Slovačka Republika je kao najznačajnije prioritete nacionalne politike zacrtala razvoj i obrazovanje u sektoru ljudskih resursa.)
MATCH@M:(The increase of economic competition ability of the whole country as well as its single regions, even the backward ones, in the human capital may help create a market economy based on state support by creating appropriate conditions for development of knowledge, science, research and innovation potential.===>Sve veće konkurentske sposobnosti privrede kako cele zemlje, tako i pojedinačnih regiona, čak i onih najzaostalijih, u ljudskom kapitalu dobija podršku države u oblasti tržišne ekonomije tako što se stvaraju odgovarajući uslovi za razvoj potencijala u oblasti znanja, nauke, istraživanja i inovacija.)
MATCH@E:(The increase of economic competition ability of the whole country as well as its single regions, even the backward ones, in the human capital may help create a market economy based on state support by creating appropriate conditions for development of knowledge, science, research and innovation potential.===>Sve veće konkurentske sposobnosti privrede kako cele zemlje, tako i pojedinačnih regiona, čak i onih najzaostalijih, u ljudskom kapitalu dobija podršku države u oblasti tržišne ekonomije tako što se stvaraju odgovarajući uslovi za razvoj potencijala u oblasti znanja, nauke, istraživanja i inovacija.)
MATCH@M:(It is obvious that the knowledge economy is a challenge for the present system and contents of education and therefore any help of appropriate managerial skills and marketing promotion would be needed in its implementation into Slovak regions.===>Jasno je da ekonomija znanja predstavlja izazov za trenutno važeći sistem i sadržaj obrazovanja, stoga je potrebna svaka pomoć koju mogu da pruže odgovarajuće upravljačke veštine i marketing u primeni obrazovanja u slovačkim regionima.)
MATCH@E:(It is obvious that the knowledge economy is a challenge for the present system and contents of education and therefore any help of appropriate managerial skills and marketing promotion would be needed in its implementation into Slovak regions.===>Jasno je da ekonomija znanja predstavlja izazov za trenutno važeći sistem i sadržaj obrazovanja, stoga je potrebna svaka pomoć koju mogu da pruže odgovarajuće upravljačke veštine i marketing u primeni obrazovanja u slovačkim regionima.)
MATCH@M:(The human capital is the most important one among the organizations capital sources, even the key one, in providing for the regional development.===>Ljudski kapital je najznačajniji kapital jedne organizacije, čak je od ključnog značaja za regionalni razvoj.)
MATCH@E:(The human capital is the most important one among the organizations capital sources, even the key one, in providing for the regional development.===>Ljudski kapital je najznačajniji kapital jedne organizacije, čak je od ključnog značaja za regionalni razvoj.)
MATCH@M:(The real use of innovation capital of human resources is related not only to their identification or development but also to the regional potentials and the strategic marketing and management structure.===>Stvarna primena inovacija u oblasti ljudskih resursa odnosi se ne samo na njihovu identifikaciju ili razvoj, nego i na regionalni potencijal i strukturu strateškog marketinga i upravljanja.)
MATCH@E:(The real use of innovation capital of human resources is related not only to their identification or development but also to the regional potentials and the strategic marketing and management structure.===>Stvarna primena inovacija u oblasti ljudskih resursa odnosi se ne samo na njihovu identifikaciju ili razvoj, nego i na regionalni potencijal i strukturu strateškog marketinga i upravljanja.)
MATCH@M:(Based on the decision No 1672/2006/EC of the European Parliament and the Council of October 2006, the Community Program for Employment and Social Solidarity — Progress was enacted.===>Na osnovu Odluke br. 1672/2006/EC Evropskog parlamenta i Saveta iz oktobra 2006. godine, uspostavljen je Program Zajednice za zapošljavanje i društvenu solidarnost - progres.)
MATCH@E:(Based on the decision No 1672/2006/EC of the European Parliament and the Council of October 2006, the Community Program for Employment and Social Solidarity — Progress was enacted.===>Na osnovu Odluke br. 1672/2006/EC Evropskog parlamenta i Saveta iz oktobra 2006. godine, uspostavljen je Program Zajednice za zapošljavanje i društvenu solidarnost progres.)
MATCH@M:(The Lisbon European Council of 23 and 24 March 2000 incorporated the promotion of employment and social inclusion as an integral part of the overall strategy of the Union in order to achieve its strategic goal for the next decade, to become a most competitive and dynamic knowledge-based economy in the world, capable of sustainable economic growth, with more and higher quality jobs and a greater social cohesion.===>Evropski Savet u Lisabonu održan 23. i 24. marta 2000. godine doneo je zaključke da se unapredi zapošljavanje i društveno uključivanje kao integralni deo ukupne strategije Unije, a u cilju da se postigne njen strateški cilj, da zemlja u narednoj deceniji postane najkonkurentnija i najdinamičnija ekonomija u svetu zasnovana na znanju, sposobna za održivi privredni razvoj, sa većim brojem boljih poslova i većom društvenom kohezijom.)
MATCH@E:(The Lisbon European Council of 23 and 24 March 2000 incorporated the promotion of employment and social inclusion as an integral part of the overall strategy of the Union in order to achieve its strategic goal for the next decade, to become a most competitive and dynamic knowledgebased economy in the world, capable of sustainable economic growth, with more and higher quality jobs and a greater social cohesion.===>Evropski Savet u Lisabonu održan 23. i 24. marta 2000. godine doneo je zaključke da se unapredi zapošljavanje i društveno uključivanje kao integralni deo ukupne strategije Unije, a u cilju da se postigne njen strateški cilj, da zemlja u narednoj deceniji postane najkonkurentnija i najdinamičnija ekonomija u svetu zasnovana na znanju, sposobna za održivi privredni razvoj, sa većim brojem boljih poslova i većom društvenom kohezijom.)
MATCH@M:(Moreover, the Community created the Action program to promote organizations working at the European level in the field of equality between men and women was created, as well as ththe activities undertaken at the Community level in relation to working conditions.===>Isto tako, uspostavljen je akcioni program Zajednice za unapređenje organizacija koje posluju na evropskom nivou, a u smislu jednakosti muškaraca i žena, kao i aktivnosti na nivou Zajednice koje se odnose na uslove rada.)
MATCH@E:(Moreover, the Community created the Action program to promote organizations working at the European level in the field of equality between men and women was created, as well as ththe activities undertaken at the Community level in relation to working conditions.===>Isto tako, uspostavljen je akcioni program Za jednice za unapređenje organizacija koje posluju na evropskom nivou, a u smislu jednakosti muškaraca i žena, kao i aktivnosti na nivou Zajednice koje se odnose na uslove rada. 1.)
MATCH@M:(The regional planning was part of the national planning process and its purpose was to provide a planned and proportional development of local infrastructure of the national economy.===>Regionalno planiranje bilo je deo nacionalnog procesa planiranja i imalo je za cilj planski i proporcionalni razvoj lokalne infrastrukture nacionalne privrede.)
MATCH@E:(The regional planning was part of the national planning process and its purpose was to provide a planned and proportional development of local infrastructure of the national economy.===>Regionalno planiranje bilo je deo nacionalnog procesa planiranja i imalo je za cilj planski i proporcionalni razvoj lokalne infrastrukture nacionalne privrede.)
MATCH@M:(The regional planning presented activities related to an appropriate use of natural and social resources created and gained within the area in order to provide for an appropriate development of material environment for the social life.===>Regionalno planiranje je obuhvatilo aktivnosti koje se odnose na zadovoljavajuću primenu prirodnih i društvenih resursa koji su ostvareni ili stečeni u datoj oblasti, a u cilju postizanja odgovarajućeg razvoja materijalne sredine kao osnove za društveni život.)
MATCH@E:(The regional planning presented activities related to an appropriate use of natural and social resources created and gained within the area in order to provide for an appropriate development of material environment for the social life.===>Regionalno planiranje je obuhvatilo aktivnosti koje se odnose na zadovoljavajuću primenu prirodnih i društvenih resursa koji su ostvareni ili stečeni u datoj oblasti, a u cilju postizanja odgovarajućeg razvoja materijalne sredine kao osnove za društveni život.)
MATCH@M:(These activities were provided and guaranteed by national and local governments and national planning committees.===>Ove aktivnosti propisivale su i obezbeđivale nacionalne i lokalne vlasti i nacionalni komiteti za planiranje.)
MATCH@E:(These activities were provided and guaranteed by national and local governments and national planning committees.===>Ove aktivnosti propisivale su i obezbeđivale nacionalne i lokalne vlasti i nacionalni komiteti za planiranje.)
MATCH@M:(Regional management might be characterized as a process of cooperation among regional actors and personalities in order to promote the development concepts and create the conditions appropriate for a successful position of the region among its competitors.===>Regionalno upravljanje može se opisati kao proces sa-radnje regionalnih činilaca i tela u cilju unapređivanja koncepcija razvoja i stvaranja uslova neophodnih za uspešno pozicioniranje regije u konkurentskom okruženju.)
MATCH@E:(Regional management might be characterized as a process of cooperation among regional actors and personalities in order to promote the development concepts and create the conditions appropriate for a successful position of the region among its competitors.===>Regionalno upravljanje može se opisati kao proces saradnje regionalnih činilaca i tela u cilju unapređivanja koncepcija razvoja i stvaranja uslova neophodnih za uspešno pozicioniranje regije u konkurentskom okruženju.)
MATCH@M:(The practice has shown that the regional management presents the board of practical tools, experiences and recommendations as well as theoretical attitudes, opinions and methods used to manage specific activities directed to the fulfillment of a hierarchy of objectives.===>Praksa je pokazala da regionalno upravljanje predstavlja spektar praktičnih instrumenata, iskustava i preporuka, kao i teorijskih stavova, mišljenja i metoda koji se koriste u upravljanju specifičnim aktivnostima u cilju postizanja određene hijerarhije ciljeva.)
MATCH@E:(The practice has shown that the regional management presents the board of practical tools, experiences and recommendations as well as theoretical attitudes, opinions and methods used to manage specific activities directed to the fulfillment of a hierarchy of objectives.===>Praksa je pokazala da regionalno upravljanje predstavlja spektar praktičnih instrumenata, iskustava i preporuka, kao i teorijskih stavova, mišljenja i metoda koji se koriste u upravljanju specifičnim aktivnostima u cilju postizanja određene hijerarhije ciljeva.)
MATCH@M:(The objective of regional management is to eliminate the generality of planning system and its low flexibility by 1990.===>Regionalno upravljanje trebalo je da zameni centralni sistem planiranja koji je vladao do 1990. godine i koji je bio veoma nefleksibilan.)
MATCH@E:(The objective of regional management is to eliminate the generality of planning system and its low flexibility by 1990.===>Regionalno upravljanje trebalo je da zameni centralni sistem planiranja koji je vladao do 1990. godine i koji je bio veoma nefleksibilan.)
MATCH@M:(Regional marketing is a tool of planning, management and decision-making===>Regionalni marketing pradstavlja instrument planiranja, upravljanja i odlučivanja.)
MATCH@E:(Regional marketing is a tool of planning, management and decision-making.===>Regionalni marketing predstavlja instrument planiranja, upravljanja i odlučivanja.)
MATCH@M:(and it means the social managerial and change oriented process which enables the region to bring into harmony the demand and the offer in the local area using the specific methods and tools based on commercially oriented marketing, respecting the significant features of regional development.===>To je proces usmeren ka upravljanju društvom i promenama pomoću kojeg se u jednoj oblasti ostvaruje sklad između potražnje i ponude, primenom specifičnih metoda i alata zasnovanih na tržišno orijentisanom marketingu, a u skladu sa značajnim odlikama regionalnog razvoja.)
MATCH@E:(Regional marketing is a tool of planning, management and decision-making and it means the social managerial and change oriented process which enables the region to bring into harmony the demand and the offer in the local area using the specific methods and tools based on commercially oriented marketing, respecting the significant features of regional development.===>Regionalni marketing pradstavlja instrument planiranja, upravljanja i odlučivanja. ~~~ To je proces usmeren ka upravljanju društvom i promenama pomoću kojeg se u jednoj oblasti ostvaruje sklad između potražnje i ponude, primenom specifičnih metoda i alata zasnovanih na tržišno orijentisanom marketingu, a u skladu sa značajnim odlikama regionalnog razvoja.)
MATCH@M:(Classical, economic view presents the regional marketing as the business style of thinking oriented towards the market and defined by three main features: commitment to the market needs within all decisions, efforts of creation of preferences and gaining competitive advantage, systematic decision-making using modern methods in which marketing is to be a method, not a tool.===>Klasični, ekonomski pristup posmatra regionalni marketing kao poslovni način razmišljanja orijentisan na tržište, a koji karakterišu tri osobine: sve odluke se donose u skladu sa potrebama tržišta, ulažu se napori da se odrede prioriteti i postigne konkurentska prednost i sistematsko odlučivanje pomoću savremenih metoda u kojima marketing predstavlja metod, a ne instrument.)
MATCH@E:(Classical, economic view presents the regional marketing as the busi ness style of thinking oriented towards the market and defined by three main features: commitment to the market needs within all decisions, efforts of creation of preferences and gaining competitive advantage, systematic decision-making using modern methods in which marketing is to be a method, not a tool.===>Klasični, ekonomski pristup posmatra regionalni marketing kao poslovni način razmišljanja orijentisan na tržište, a koji karakterišu tri osobine: sve odluke se donose u skladu sa potrebama tržišta, ulažu se napori da se odrede prioriteti i postigne konkurentska prednost i sistematsko odlučivanje pomoću savremenih metoda u kojima marketing predstavlja metod, a ne instrument.)
MATCH@M:(However, this view of marketing is being modernized.===>Ipak, ovo viđenje marketinga se osavremenjuje.)
MATCH@E:(However, this view of marketing is being modernized.===>Ipak, ovo viđenje marketinga se osavremenjuje.)
MATCH@M:(Within the process of change, a lot of ideas and services enter the marketing processes and therefore it stems from the basic idea that the success cannot be achieved without satisfying the needs of final target groups.===>U procesu promena u proces marketinga ulazi veliki broj ideja i usluga i sve se zasniva na osnovnoj ideji da se uspeh ne može postići ukoliko se ne zadovolje zahtevi krajnjih ciljnih grupa.)
MATCH@E:(Within the process of change, a lot of ideas and services enter the marketing processes and therefore it stems from the basic idea that the success cannot be achieved without satisfying the needs of final target groups.===>U procesu promena u proces marketinga ulazi veliki broj ideja i usluga i sve se zasniva na osnovnoj ideji da se uspeh ne može postići ukoliko se ne zadovolje zahtevi krajnjih ciljnih grupa.)
MATCH@M:(Regional policy has changed a lot since the 1990’s.===>Od devedesetih godina regionalna politika se promenila u velikoj meri.)
MATCH@E:(Regional policy has changed a lot since the 1990s.===>Od devedesetih godina regionalna politika se promenila u velikoj meri.)
MATCH@M:(It was firstly devoted to the monitoring of regional disparities and the causes of them as well as outlining the problem regions.===>U prvo vreme ona je bila posvećena praćenju regionalnih nejednakosti i njihovim uzrocima, kao i definisanju problematičnih regija.)
MATCH@E:(It was firstly devoted to the monitoring of regional disparities and the causes of them as well as outlining the problem regions.===>U prvo vreme ona je bila posvećena praćenju regionalnih nejednakosti i njihovim uzrocima, kao i definisanju problematičnih regija.)
MATCH@M:(The precautions implied were selective and not effective at all.===>Mere koje su preduzimane bile su selektivne i nisu imale nikakvog efekta.)
MATCH@E:(The precautions implied were selective and not effective at all.===>Mere koje su preduzimane bile su selektivne i nisu imale nikakvog efekta.)
MATCH@M:(The regional policy carried out in the Slovak republic was inappropriate to the EU standards mainly because of partial realization of the agreements set on the government level, not creating the regional development fund, failing to adopt system measures and ignoring the current status.===>Regionalna politika koja se primenjivala u Slovačkoj Republici nije odgovarala standardima EU uglavnom zbog nepotpunog ostvarivanja ugovora sklopljenih na nivou vlade, zbog toga što nije uspostavljen fond za regionalni razvoj, nisu usvojene sistemske mere i nije uzeto u obzir tekuće stanje privrede.)
MATCH@E:(The regional policy carried out in the Slovak republic was inappropriate to the EU standards mainly because of partial realization of the agreements set on the government level, not creating the regional development fund, failing to adopt system measures and ignoring the current status.===>Regionalna politika koja se primenjivala u Slovačkoj Republici nije odgovarala standardima EU uglavnom zbog nepotpunog ostvarivanja ugovora sklopljenih na nivou vlade, zbog toga što nije uspostavljen fond za regionalni razvoj, nisu usvojene sistemske mere i nije uzeto u obzir tekuće stanje privrede.)
MATCH@M:(However, the central management of the regional policy was later delegated as individual competences and responsibilities of the local regional actors and the development trend has been put forward.===>Centralno upravljanje regionalnom politikom kasnije je preneto na odgovornost i kompetentnost lokalnim regionalnim činiocima i tako je uspostavljen trend bržeg razvoja.)
MATCH@E:(However, the central management of the regional policy was later delegated as individual competences and responsibilities of the local regional actors and the development trend has been put forward.===>Centralno upravljanje regionalnom politikom kasnije je preneto na odgovornost i kompetentnost lokalnim regionalnim činiocima i tako je uspostavljen trend bržeg razvoja. 2.)
MATCH@M:(The Integrated plan of regional and social development of the country has been processed, which will later be called the National Development Plan.===>Donet je Inte-grisani plan regionalnog i društvenog razvoja zemlje, koji će kasnije dobiti naziv Nacionalni razvojni plan.)
MATCH@E:(The Integrated plan of regional and social development of the country has been processed, which will later be called the National Development Plan.===>Donet je Integrisani plan regionalnog i društvenog razvoja zemlje, koji će kasnije dobiti naziv Nacionalni razvojni plan.)
MATCH@M:(These documents were proposed in terms of EU methodology and were based on strategic planning and long-term evaluation of the present sources and sustainable development possibilities.===>Ovi dokumenti doneti su u smislu metodologije EU i zasnivaju se na strateškom planiranju i dugoročnoj eva-luaciji sadašnjih izvora i mogućnosti održivog razvoja.)
MATCH@E:(These documents were proposed in terms of EU methodology and were based on strategic planning and long-term evaluation of the present sources and sustainable development possibilities.===>Ovi dokumenti doneti su u smislu metodologije EU i zasnivaju se na strateškom planiranju i dugoročnoj evaluaciji sadašnjih izvora i mogućnosti održivog razvoja.)
MATCH@M:(Strategic planning is concerned with the target policy a respective performer wishes to achieve in the future by creation of conditions to respond to the risks and uncertainties.===>Strateško planiranje predstavlja ishod koji osoba koja sprovodi ovu politiku želi da postigne u budućnosti, a to će učiniti tako što će stvarati dovoljno fleksibilne okolnosti da bi se podneo rizik i neizvesnost poslovanja.)
MATCH@E:(Strategic planning is concerned with the target policy a respective performer wishes to achieve in the future by creation of conditions to respond to the risks and uncertainties.===>Strateško planiranje predstavlja ishod koji osoba koja sprovodi ovu politiku želi da postigne u budućnosti, a to će učiniti tako što će stvarati dovoljno fleksibilne okolnosti da bi se podneo rizik i neizvesnost poslovanja.)
MATCH@M:(The regional development has become more and more dependable on the activities of the regional actors, the ability to learn and any innovation perspectives because of the continual dynamic changes of the regional macro-environment as well as of the business environment of the region.===>Regionalni razvoj sve više zavisi od aktivnosti regionalnih činilaca, sposobnosti da se uči i inovativnih mogućnosti, zato što su promene u makro-okruženju, a i u poslovnom okruženju, neprekidne i dinamične.)
MATCH@E:(The regional development has become more and more dependable on the activities of the regional actors, the ability to learn and any innovation perspectives because of the continual dynamic changes of the regional macro-environment as well as of the business environment of the region.===>Regionalni razvoj sve više zavisi od aktivnosti regionalnih činilaca, sposobnosti da se uči i inovativnih mogućnosti, zato što su promene u makro-okruženju, a i u poslovnom okruženju, neprekidne i dinamične.)
MATCH@M:(Therefore the regional management has become the tool of regional planning and a general means of access to current and future tasks of planning, the whole philosophy and management concept.===>Stoga regionalno upravljanje postaje instrument regionalnog planiranja i opšti pristup tekućim i budućim zadacima planiranja, čitavoj filozofiji i konceptu upravljanja.)
MATCH@E:(Therefore the regional management has become the tool of regional planning and a general means of access to current and future tasks of planning, the whole philosophy and management concept.===>Stoga regionalno upravljanje postaje instrument regionalnog planiranja i opšti pristup tekućim i budućim zadacima planiranja, čitavoj filozofiji i konceptu upravljanja.)
MATCH@M:(Regional management therefore might provide information necessary for regional development concerning new technologies and development trends.===>Stoga regionalno upravljanje može da pruži informacije potrebne za regionalni razvoj imajući u vidu nove tehnologije i razvojne trendove.)
MATCH@E:(Regional management therefore might provide information necessary for regional development concerning new technologies and development trends.===>Stoga regionalno upravljanje može da pruži informacije potrebne za regionalni razvoj imajući u vidu nove tehnologije i razvojne trendove.)
MATCH@M:(It might also bring applications of concrete plans and projects by personal project management and carry out a continual evaluation of self-responsibility and self-management tools.===>Takođe može da pri-meni konkretne planove i projekte koje sprovodi projektni menadžer i da vrši stalnu evaluaciju instrumenata samoodgovornosti i samoupravljanja.)
MATCH@E:(It might also bring applications of concrete plans and projects by personal project management and carry out a continual evaluation of self-responsibility and self-management tools.===>Takođe može da primeni konkretne planove i projekte koje sprovodi projektni menadžer i da vrši stalnu evaluaciju instrumenata samoodgovornosti i samoupravljanja.)
MATCH@M:(This way it is also activated within project organized regional development and policy.===>Na ovaj način bi trebalo da usmeri i aktivnosti u projektno organizo-vanom regionalnom razvoju i politici.)
MATCH@E:(This way it is also activated within project organized regional development and policy.===>Na ovaj način bi trebalo da usmeri i aktivnosti u projektno organizovanom regionalnom razvoju i politici.)
MATCH@M:(All cooperating subjects must interact through information sources and they must be delegated competences.===>Svi subjekti obuhvaćeni saradnjom moraju da budu povezani putem izvora informacija i moraju da imaju svoje kompetentnosti.)
MATCH@E:(All cooperating subjects must interact through information sources and they must be delegated competences.===>Svi subjekti obuhvaćeni saradnjom moraju da budu povezani putem izvora informacija i moraju da imaju svoje kompetentnosti.)
MATCH@M:(The regional management is defined as the process of cooperation of all regional actors the purpose of which is to provide a suitable environment for devising development concepts, new project ideas and a successful positioning of “business area” and its products within the global competition.===>Regionalno upravljanje treba da se definiše kao proces saradnje svih regionalnih činilaca koji mogu da obezbede odgovarajuće okruženje za donošenje razvojnih koncepata, novih projektnih ideja i da dovedu određenu „poslovnu oblast“ i njene proizvode na uspe-šnu poziciju u okviru svetske konkurencije.)
MATCH@E:(The regional management is defined as the process of cooperation of all regional actors the purpose of which is to provide a suitable environment for devising development concepts, new project ideas and a successful positioning of business area and its products within the global competition.===>Regionalno upravljanje treba da se definiše kao proces saradnje svih regionalnih činilaca koji mogu da obezbede odgovarajuće okruženje za donošenje razvojnih koncepata, novih projektnih ideja i da dovedu određenu poslovnu oblast i njene proizvode na uspešnu poziciju u okviru svetske konkurencije.)
MATCH@M:(It presents a continual social management and a change oriented process, which provides a chance for a more effective influence on the region development by creating interaction between the demand on the market and the offer of the region on the basis of implementation of specific methods and tools, which are based on the commercially oriented marketing having in mind the specific features of development and management of regions.===>On predstavlja stalni proces društvenog upravljanja orijentisan na promene, koji pruža mogućnost za ostvarivanje efektivnijeg uticaja na regionalni razvoj putem interakcije između potražnje na tržištu i ponude kojom raspolaže region, a na osnovu primene specifičnih metoda i alata, zasnovanih na tržišno orijentisanom marketingu u skladu sa specifičnim odlikama razvoja i upravljanja u svakom pojedinačnom regionu.)
MATCH@E:(It presents a continual social management and a change oriented process, which provides a chance for a more effective influence on the region development by creating interaction between the demand on the market and the offer of the region on the basis of implementation of specific methods and tools, which are based on the commercially oriented marketing having in mind the specific features of development and management of regions.===>On predstavlja stalni proces društvenog upravljanja orijentisan na promene, koji pruža mogućnost za ostvarivanje efektivnijeg uticaja na regionalni razvoj putem interakcije između potražnje na tržištu i ponude kojom raspolaže region, a na osnovu primene specifičnih metoda i alata, zasnovanih na tržišno orijentisanom marketingu u skladu sa specifičnim odlikama razvoja i upravljanja u svakom pojedinačnom regionu.)
MATCH@M:(Regional marketing involves those activities that are devoted to the creation and change of attitudes or behavior in the region.===>Regionalni marketing obuhvata aktivnosti usmerene na stvaranje i promene stavova ili ponašanja u regio-nu.)
MATCH@E:(Regional marketing involves those activities that are devoted to the creation and change of attitudes or behavior in the region.===>Regionalni marketing obuhvata aktivnosti usmerene na stvaranje i promene stavova ili ponašanja u regionu.)
MATCH@M:(It offers methods and tools to ensure the development of the area and gain prosperity.===>On nudi metode i instrumente za postizanje razvoja i prosperiteta u određenoj oblasti.)
MATCH@E:(It offers methods and tools to ensure the development of the area and gain prosperity.===>On nudi metode i instrumente za postizanje razvoja i prosperiteta u određenoj oblasti.)
MATCH@M:(It defines products and perspectives of the development and evaluates the optimal use of its sources and the overall potential.===>Njime se tako-đe definišu proizvodi i perspektive razvoja i procenju-je optimalno korišćenje resursa i ukupnog potencijala.)
MATCH@E:(It defines products and perspectives of the development and evaluates the optimal use of its sources and the overall potential.===>Njime se takođe definišu proizvodi i perspektive razvoja i procenjuje optimalno korišćenje resursa i ukupnog potencijala.)
MATCH@M:(Therefore it requires that the needs of the area be satisfied, emphasizing the social concern.===>Stoga je njegova uloga da zadovoljava potrebe određene oblasti, naglašavajući brigu društva.)
MATCH@E:(Therefore it requires that the needs of the area be satisfied, emphasizing the social concern.===>Stoga je njegova uloga da zadovoljava potrebe određene oblasti, naglašavajući brigu društva.)
MATCH@M:(Considering the entrance of the Slovak republic into the EU as well as the need of learning new market access trends we may put the methodology and skills of creating the program documents and their realization into the status of management and marketing structure.===>Kad govorimo o ulasku Republike Slovačke u EU i potrebi da se usvoje novi trendovi pristupanja tržištu, možemo metodologiju i sposobnost donošenja programskih dokumenata i njihove realizacije da postavimo kao deo strukture upravljanja i marketinga.)
MATCH@E:(Considering the entrance of the Slovak republic into the EU as well as the need of learning new market access trends we may put the methodology and skills of creating the program documents and their realization into the status of management and marketing structure.===>Kad govorimo o ulasku Republike Slovačke u EU i potrebi da se usvoje novi trendovi pristupanja tržištu, možemo metodologiju i sposobnost donošenja programskih dokumenata i njihove realizacije da postavimo kao deo strukture upravljanja i marketinga.)
MATCH@M:(Management and marketing of a region as a tool of innovation and integration may allow for the Slovak regions to quickly adapt to the EU conditions.===>Upravijanje i marketing u regionu kao instrument inovacija i integracija može regionima u Slovačkoj da pomogne da se brže prilagode uslovima EU.)
MATCH@E:(Management and marketing of a region as a tool of innovation and integration may allow for the Slovak regions to quickly adapt to the EU conditions.===>Upra vljanje i marketing u regionu kao instrument inovacija i integracija može regionima u Slovačkoj da pomogne da se brže prilagode uslovima EU.)
MATCH@M:(The human and financial capital seems to be the key factor of regional development and innovation potential if supported by appropriate management and marketing strategy in the Slovak Republic.===>Ljudski i finan-sijski kapital su izgleda ključni faktor regionalnog razvoja i inovativnih mogućnosti, uz podršku odgovarajuće strategije upravljanja i marketinga u Republici Slovačkoj.)
MATCH@E:(The human and financial capital seems to be the key factor of regional development and innovation potential if supported by appropriate management and marketing strategy in the Slovak Republic.===>Ljudski i finansijski kapital su izgleda ključni faktor regionalnog razvoja i inovativnih mogućnosti, uz podršku odgovarajuće strategije upravljanja i marketinga u Republici Slovačkoj.)
MATCH@M:(The European discussions since 70ties have mainly been concerned with the issue of general use of marketing in the communal area.===>Evropske rasprave su se od 1970-ih uglavnom bavile pitanjem opšte primene marketinga u komunalnoj oblasti.)
MATCH@E:(The European discussions since 70ties have mainly been concerned with the issue of general use of marketing in the communal area.===>Evropske rasprave su se od 1970-ih uglavnom bavile pitanjem opšte primene marketinga u komunalnoj oblasti.)
MATCH@M:(However, we may say that marketing can be used in the areas such as commercial and business development, tourism support, education and culture area, public relations within the regional policy or the city image building and creation.===>Ipak ćemo reći i da se marketing može prime-niti i u oblastima kao što su trgovinski i poslovni razvoj, turizam, oblast obrazovanja i kulture, odnosa sa javnošću u okviru regionalne politike ili stvaranje slike grada.)
MATCH@E:(However, we may say that marketing can be used in the areas such as commercial and business development, tourism support, education and culture area, public relations within the regional policy or the city image building and creation.===>Ipak ćemo reći i da se marketing može primeniti i u oblastima kao što su trgovinski i poslovni razvoj, turizam, oblast obrazovanja i kulture, odnosa sa javnošću u okviru regionalne politike ili stvaranje slike grada.)
MATCH@M:(However, uncoordinated activities devoted to elimination of risk cannot be called regional marketing.===>Ipak, nekoordinisane aktivnosti usmerene na eliminaciju rizika ne mogu se nazivati regionalnim marketingom.)
MATCH@E:(However, uncoordinated activities devoted to elimination of risk cannot be called regional marketing.===>Ipak, nekoordinisane aktivnosti usmerene na eliminaciju rizika ne mogu se nazivati regionalnim marketingom.)
MATCH@M:(There is no unique definition of the term at all.===>Za ovaj termin ne postoji jedinstvena definicija.)
MATCH@E:(There is no unique definition of the term at all.===>Za ovaj termin ne postoji jedinstvena definicija.)
MATCH@M:(However, only a complete satisfaction of the needs of customers can ensure the region a good name and image, a unique profile.===>Ipak, samo potpuno zadovoljenje potreba korisnika može regionu doneti dobro ime i ugled i jedinstveni profil.)
MATCH@E:(However, only a complete satisfaction of the needs of customers can ensure the region a good name and image, a unique profile.===>Ipak, samo potpuno zadovoljenje potreba korisnika može regionu doneti dobro ime i ugled i jedinstveni profil.)
MATCH@M:(The profile includes the development of the leader region image, which might answer the questions of its future steps, future planning and the ideas of the region.===>Ovaj profil obuhvata razvoj liderske slike regiona, kojim se mogu dati odgovori na pitanja o budućim koracima, budućim planovima i zamislima o regionu.)
MATCH@E:(The profile includes the development of the leader region image, which might answer the questions of its future steps, future planning and the ideas of the region.===>Ovaj profil obuhvata razvoj liderske slike regiona, kojim se mogu dati odgovori na pitanja o budućim koracima, budućim planovima i zamislima o regionu.)
MATCH@M:(The creation of regional offer within marketing philosophy stems from four principles based on the business vision:===>Stvaranje regionalne ponude u okviru filozofije marketinga proizilazi iz četiri principa zasnovana na poslovnoj viziji:)
MATCH@E:(The creation of regional offer within marketing philosophy stems from four principles based on the business vision: 1.===>Stvaranje regionalne ponude u okviru filozofije marketinga proizilazi iz četiri principa zasnovana na poslovnoj viziji:)
MATCH@M:(1.	Philosophy, so that regional marketing claims to be devoted directly to the regional inhabitants and businesses as its target customers.===>1.	Filozofija, čime regionalni marketing potvrđuje da je posvećen neposredno stanovnicima i firmama tog regiona kao svojim ciljnim korisnicima.)
MATCH@E:(Philosophy, so that regional marketing claims to be devoted directly to the regional inhabitants and businesses as its target customers. ~~~ 2.===>1. ~~~ Filozofija, čime regionalni marketing potvrđuje da je posvećen neposredno stanovnicima i firmama tog regiona kao svojim ciljnim korisnicima. 2.)
MATCH@M:(2.	Thinking in target groups.===>2.	Razmišljanje o ciljnim grupama.)
MATCH@E:(Thinking in target groups.===>Razmišljanje o ciljnim grupama.)
MATCH@M:(According to the target market segmentation, the regional marketing requires evaluation of different target groups -SMEs, businessmen, cultural workers, social groups, etc.===>Prema segmentaciji ciljnog tržišta, regionalni marketing zahte-va da se vrši evaluacija različitih ciljnih grupa -SME, poslovnih ljudi, kulturnih poslenika, društvenih grupa, itd.)
MATCH@E:(According to the target market segmentation, the regional marketing requires evaluation of different target groups SMEs, businessmen, cultural workers, social groups, etc. ~~~ 3.===>Prema segmentaciji ciljnog tržišta, regionalni marketing zahteva da se vrši evaluacija različitih ciljnih grupa SME, poslovnih ljudi, kulturnih poslenika, društvenih grupa, itd. 3.)
MATCH@M:(3.	Information.===>3.	Informacije.)
MATCH@E:(Information.===>Informacije.)
MATCH@M:(The target group orientation requires information about their needs and problems, the so called systematic market research and expectation analysis.===>Orijentacija na ciljne grupe zahte-va informacije o tome kakve su njihove potrebe i njihovi problemi, to su takozvano sistematsko istraživanje tržišta i analiza očekivanja.)
MATCH@E:(The target group orientation requires information about their needs and problems, the so called systematic market research and expectation analysis. ~~~ 4.===>Orijentacija na ciljne grupe zahteva informacije o tome kakve su njihove potrebe i njihovi problemi, to su takozvano sistematsko istraživanje tržišta i analiza očekivanja. 4.)
MATCH@M:(4.	Strategy.===>4.	Strategija.)
MATCH@E:(Strategy.===>Strategija.)
MATCH@M:(Regional marketing requires systematic and long-term planning of the marketing mix.===>Regionalni marketing zahteva sistematsko i dugoročno planiranje marketinškog miksa.)
MATCH@E:(Regional marketing requires systematic and long-term planning of the marketing mix.===>Regionalni marketing zahteva sistematsko i dugoročno planiranje marketinškog miksa.)
MATCH@M:(In order to achieve such perspective, the institution -holder of regional marketing approach - must create appropriate and flexible organizational consumption.===>Da bi postigla takvu perspektivu, institucija - nosilac regionalnog marketinškog pristupa - mora da uspostavi odgovarajuće i fleksibilne organizacione pretpostavke.)
MATCH@E:(In order to achieve such perspective, the institution holder of regional marketing approach must create appropriate and flexible organizational consumption.===>Da bi postigla takvu perspektivu, institucija nosilac regionalnog marketinškog pristupa mora da uspostavi odgovarajuće i fleksibilne organizacione pretpostavke.)
MATCH@M:(Marketing must follow the needs of all regional levels and communities.===>Marketing mora da prati potrebe na svim nivoima i u svim zajednicama.)
MATCH@E:(Marketing must follow the needs of all regional levels and communities.===>Marketing mora da prati potrebe na svim nivoima i u svim zajednicama.)
MATCH@M:(The communities should be viewed as holders of functions, but also as service providing businesses.===>Zajednice treba posma-trati kao nosioce funkcija, ali i kao uslužne firme.)
MATCH@E:(The communities should be viewed as holders of functions, but also as service providing businesses.===>Zajednice treba posmatrati kao nosioce funkcija, ali i kao uslužne firme.)
MATCH@M:(The regional market requires the region to be the subject of offer of the product, the company which promotes and enters the market and the locality and centre of the market penetration.===>Regionalno tržište posmatra region kao subjekat ponude proizvoda, kompaniju koja unapređuje tržište i ulazi na tržište i koja je i lokalitet i središte tržišnog prodora.)
MATCH@E:(The regional market requires the region to be the subject of offer of the product, the company which promotes and enters the market and the locality and centre of the market penetration.===>Regionalno tržište posmatra region kao subjekat ponude proizvoda, kompaniju koja unapređuje tržište i ulazi na tržište i koja je i lokalitet i središte tržišnog prodora.)
MATCH@M:(The need for regional marketing implementation into the regional policy performance is undoubtedly set by social and business megatrends which were created by higher needs and expectations of the target groups as well as by globalization trends such as technological innovations, demographic changes, economic structure challenges or value orientation changes.===>Potreba za primenom regionalnog marketinga u spro-vođenju regionalne politike nedvosmisleno je uslo-vljena društvenim i poslovnim megatrendovima koji su rezultat viših potreba i očekivanja ciljnih grupa kao i trendovima globalizacije, na primer, tehnološkim inovacijama, demografskim promenama, izazovima ekonomske strukture ili promenama u vrednosnim orijentacijama.)
MATCH@E:(Figure 1: Regional marketing in three dimensions Source: own concept The need for regional marketing implementation into the regional policy performance is undoubtedly set by social and business megatrends which were created by higher needs and expectations of the target groups as well as by globalization trends such as technological innovations, demographic changes, economic structure challenges or value orientation changes. ~~~ 3.===>Slika 1: ~~~ Regionalni marketing u tri dimenzije Izvor: sopstveni koncept Potreba za primenom regionalnog marketinga u sprovođenju regionalne politike nedvosmisleno je uslovljena društvenim i poslovnim megatrendovima koji su rezultat viših potreba i očekivanja ciljnih grupa kao i trendovima globalizacije, na primer, tehnološkim inovacijama, demografskim promenama, izazovima ekonomske strukture ili promenama u vrednosnim orijentacijama. 3.)
MATCH@M:(Regional development is primarily related to the effectiveness of economy affected by the local conditions such as employment possibilities, investors’ income, the use of state and European funds, the will to take the risk when entering the private sector, the mobility, etc.===>Regionalni razvoj se prvenstveno odnosi na efektiv-nost privrede na koju utiču lokalni uslovi kao što su mogućnosti zapošljavanja, prihod investitora, korišće-nje državnih i evropskih fondova, volja da se rizikuje ulaskom u privatni sektor, pokretljivost, itd.)
MATCH@E:(Innovation Potential as a Tool of Regional Social Disparities Elimination Regional development is primarily related to the effectiveness of economy affected by the local conditions such as employment possibilities, investors income, the use of state and European funds, the will to take the risk when entering the private sector, the mobility, etc.===>Inovacione mogućnosti kao instrument za uklanjanje društvenih nejednakosti između regiona Regionalni razvoj se prvenstveno odnosi na efektivnost privrede na koju utiču lokalni uslovi kao što su mogućnosti zapošljavanja, prihod investitora, korišćenje državnih i evropskih fondova, volja da se rizikuje ulaskom u privatni sektor, pokretljivost, itd.)
MATCH@M:(The increase of region competition power is not possible to achieve without identification and support to the development of those dimensions that might lead to labor effectiveness and concern.===>Porast regionalne konkurentske moći nemoguće je postići ako se ne identifikuje i ne podrži razvoj onih dimenzija koje mogu da rezultiraju efektivnošću rada i brigom o radnoj snazi.)
MATCH@E:(The increase of region competition power is not possible to achieve without identification and support to the development of those dimensions that might lead to labor effectiveness and concern.===>Porast regionalne konkurentske moći nemoguće je postići ako se ne identifikuje i ne podrži razvoj onih dimenzija koje mogu da rezultiraju efektivnošću rada i brigom o radnoj snazi.)
MATCH@M:(The innovation potential of the region but also of an individual must be taken into consideration when talking about a long-time perspective.===>Inovacione mogućnosti regiona, ali i pojedinca, moraju se uzeti u obzir kada se govori o dugoročnoj perspektivi.)
MATCH@E:(The innovation potential of the region but also of an individual must be taken into consideration when talking about a long-time perspective.===>Inovacione mogućnosti regiona, ali i pojedinca, moraju se uzeti u obzir kada se govori o dugoročnoj perspektivi.)
MATCH@M:(Innovation policy involves innovation systems understood as science centers, universities, tools of innovation support and innovation potential use.===>Politika inovacija obuhvata inovativne sisteme kao što su naučni centri, univerziteti, instrumenti podrške inovacijama i korišćenje inovativnih mogućnosti.)
MATCH@E:(Innovation policy involves innovation systems understood as science centers, universities, tools of innovation support and innovation potential use.===>Politika inovacija obuhvata inovativne sisteme kao što su naučni centri, univerziteti, instrumenti podrške inovacijama i korišćenje inovativnih mogućnosti.)
MATCH@M:(The economic innovations are based on the creativity of individuals.===>Ekonomske inovacije zasnivaju se na kreativnosti pojedinaca.)
MATCH@E:(The economic innovations are based on the creativity of individuals.===>Ekonomske inovacije zasnivaju se na kreativnosti pojedinaca.)
MATCH@M:(Within the innovation strategy of the EU a standardized system of indicators has been approved and incorporated into the practices of all states.===>U okviru strategije inovacija u EU usvojen je standar-dizovan sistem pokazatelja i uveden je u praksu svih država.)
MATCH@E:(Within the innovation strategy of the EU a standardized system of indicators has been approved and incorporated into the practices of all states.===>U okviru strategije inovacija u EU usvojen je standardizovan sistem pokazatelja i uveden je u praksu svih država.)
MATCH@M:(The list of indicators includes: innovation level of human resources, knowledge creation, transfer and application of the knowledge, financial support to the knowledge and their application to the market.===>Grupa pokazatelja odnosi se na: nivo inovacija ljudskih resursa, stvaranje znanja, transfer i prime-nu znanja, finansijsku podršku znanju i primenu svega ovoga na tržištu.)
MATCH@E:(The list of indicators includes: innovation level of human resources, knowledge creation, transfer and application of the knowledge, financial support to the knowledge and their application to the market.===>Grupa pokazatelja odnosi se na: nivo inovacija ljudskih resursa, stvaranje znanja, transfer i primenu znanja, finansijsku podršku znanju i primenu svega ovoga na tržištu.)
MATCH@M:(The regions that lack the innovation potential show common features such as inappropriate physical infrastructure, lack of access to the free capital sources, low structure of supporting institutions, regional isolation and individuality, lack of skills and possibilities to gain the education required.===>Uobičajene odlike regiona koji ne poseduju inovativne mogućnosti su nezadovoljavajuća fizička infrastruktura, uskraćen pristup izvorima slobodnog kapitala, regionalna izolacija i individualnost, nedostatak kvalifikacija i mogućnosti za sticanje potrebnog obrazovanja.)
MATCH@E:(The regions that lack the innovation potential show common features such as inappropriate physical infrastructure, lack of access to the free capital sources, low structure of supporting institutions, regional isolation and individuality, lack of skills and possibilities to gain the education required.===>Uobičajene odlike regiona koji ne poseduju inovativne mogućnosti su nezadovoljavajuća fizička infrastruktura, uskraćen pristup izvorima slobodnog kapitala, regionalna izolacija i individualnost, nedostatak kvalifikacija i mogućnosti za sticanje potrebnog obrazovanja.)
MATCH@M:(According to the specific conditions of regional development within the Slovak regions, considering the Slovak economy, their competitive power will be formed by development of inhabiting and cultivation of human capital based on its appropriate use and restructuring, followed by infrastructure changes and innovative approach to the system of governing the regions.===>U skladu sa specifičnim uslovima regionalnog razvoja u regionima u Slovačkoj, a s obzirom na slovačku privredu, konkurentna moć regiona ostvaruje se razvojem naseljavanja i obrazovanja ljudskog kapitala zasnovanog na odgovarajućoj primeni kao i reorganizacijom, koju će pratiti promene u infrastrukturi i inovativni pristup sistemu upravljanja regionima.)
MATCH@E:(Regions of Slovakia and Their Potential for Innovation Activities According to the specific conditions of regional development within the Slovak regions, considering the Slovak economy, their competitive power will be formed by development of inhabiting and cultivation of human capital based on its appropriate use and restructuring, followed by infrastructure changes and innova tive approach to the system of governing the regions.===>Regioni u Slovačkoj i njihove mogućnosti za inovativne aktivnosti U skladu sa specifičnim uslovima regionalnog razvoja u regionima u Slovačkoj, a s obzirom na slovačku privredu, konkurentna moć regiona ostvaruje se razvojem naseljavanja i obrazovanja ljudskog kapitala zasnovanog na odgovarajućoj primeni kao i reorganizacijom, koju će pratiti promene u infrastrukturi i inova tivni pristup sistemu upravljanja regionima.)
MATCH@M:(The Slovak regions are typical for their specific development conditioned by their history and different ways of access to the European economy market because of their different positions though all being set in the middle of Europe.===>Svaki slovački region odlikuje se specifičnim razvojem koji je određen njegovom istorijom i različitim pristupom evropskom ekonomskom tržištu zbog različitog položaja, mada se svi regioni u stvari nalaze u središtu Evrope.)
MATCH@E:(The Slovak regions are typical for their specific development conditioned by their history and different ways of access to the European economy market because of their different positions though all being set in the middle of Europe.===>Svaki slovački region odlikuje se specifičnim razvojem koji je određen njegovom istorijom i različitim pristupom evropskom ekonomskom tržištu zbog različitog položaja, mada se svi regioni u stvari nalaze u središtu Evrope.)
MATCH@M:(This historical division set the trends of economical development especially in the area of human resources use and qualification.===>Ova istorijska podela uslovila je različite trendove ekonomskog razvoja posebno u oblasti ljudskih resursa i kvalifikacija.)
MATCH@E:(This historical division set the trends of economical development especially in the area of human resources use and qualification.===>Ova istorijska podela uslovila je različite trendove ekonomskog razvoja posebno u oblasti ljudskih resursa i kvalifikacija. ~~~ Slika 2:)
MATCH@M:(Human capital of the regions of the Slovak republic was set according to the amount of educated population and ed-ucation structure and following groups were formed very good situation, appropriate situation, average situation, inappropriate situation, very inappropriate situation.===>Ljudski kapital regiona Republike Slovačke određen je na osnovu broja obrazovanog stanovništva i obrazovne strukture, tako da su formirane sledeće grupe: veoma dobra situacija, odgovarajuća situacija, prosečna situacija, neodgovarajuća situacija, veoma neodgovarajuća situacija.)
MATCH@E:(Human capital of the regions of the Slovak republic was set according to the amount of educated population and ed ucation structure and following groups were formed: very good situation, appropriate situation, average situation, inappropriate situation, very inappropriate situation.===>Ljudski kapital regiona Republike Slovačke određen je na osnovu broja obrazovanog stanovništva i obrazovne strukture, tako da su formirane sledeće grupe: veoma dobra situacija, odgovarajuća situacija, prosečna situacija, neodgovarajuća situacija, veoma neodgovarajuća situacija.)
MATCH@M:(European policy within the social sphere is based on the principle of taking into consideration each factor and feature, without discriminating anyone.===>Evropska politika u društvenoj sferi zasniva se na principu posmatranja svakog faktora i svake odlike, ne diskriminišući nikog.)
MATCH@E:(European policy within the social sphere is based on the principle of taking into consideration each factor and feature, without discriminating anyone.===>Evropska politika u društvenoj sferi zasniva se na principu posmatranja svakog faktora i svake odlike, ne diskriminišući nikog. 4.)
MATCH@M:(Article 13 of the Treaty provides that action be taken to combat discrimination based on sex, racial or ethnic origin, religion or belief, disability, age or sexual orientation.===>Član 13 Sporazuma propisuje borbu protiv diskriminacije po polu, rasnom ili etničkom po-reklu, religiji ili verovanjima, invalidnosti, starosnom dobu ili polnoj orijentaciji.)
MATCH@E:(Article 13 of the Treaty provides that action be taken to combat discrimination based on sex, racial or ethnic origin, religion or belief, disability, age or sexual orientation.===>Član 13 Sporazuma propisuje borbu protiv diskriminacije po polu, rasnom ili etničkom poreklu, religiji ili verovanjima, invalidnosti, starosnom dobu ili polnoj orijentaciji.)
MATCH@M:(Non-discrimination is also enshrined in Article 21 of the Charter of Fundamental Rights of the European Union.===>Netolerancija diskriminacije pominje se i u članu 21 Povelje o osnovnim pravima Evropske Unije.)
MATCH@E:(Non-discrimination is also enshrined in Article 21 of the Charter of Fundamental Rights of the European Union.===>Netolerancija diskriminacije pominje se i u članu 21 Povelje o osnovnim pravima Evropske Unije.)
MATCH@M:(The specific features of the diverse forms of discrimination should be accommodated, and appropriate action developed in parallel to prevent and combat discrimination on one or more grounds.===>Posebne odlike različitih oblika diskriminacije moraju se prilagođavati i istovremeno se moraju razvijati odgovarajući postupci za sprečavanje i za borbu protiv diskriminacije u jednoj ili u više oblasti.)
MATCH@E:(The specific features of the diverse forms of discrimination should be accommodated, and appropriate action developed in parallel to prevent and combat discrimination on one or more grounds.===>Posebne odlike različitih oblika diskriminacije moraju se prilagođavati i istovremeno se moraju razvijati odgovarajući postupci za sprečavanje i za borbu protiv diskriminacije u jednoj ili u više oblasti.)
MATCH@M:(Therefore, when considering the accessibility and results of the Program, the particular needs of people with disabilities should be taken into account in terms of ensuring their full and equal access to the activities funded by this Program and the results and evaluation of those activities, including the compensation of additional costs that they incur as a result of their disability.===>Stoga, kada razmatramo pristupnost i rezultate Programa, moraju se uzeti u obzir posebne potrebe invalidnih lica, da bi se oni u potpunosti i pod jednakim uslovima uključili u aktivnosti koje se finansi-raju ovim Programom, kao i rezultati i ocena ovih aktivnosti, uključujući i nadoknadu dodatnih troškova koje oni izazivaju, a koji su posledica njihove invalidnosti.)
MATCH@E:(Therefore, when considering the accessibility and results of the Program, the particular needs of people with disabilities should be taken into account in terms of ensuring their full and equal access to the activities funded by this Program and the results and evaluation of those activities, including the compensation of additional costs that they incur as a result of their disability.===>Stoga, kada razmatramo pristupnost i rezultate Programa, moraju se uzeti u obzir posebne potrebe invalidnih lica, da bi se oni u potpunosti i pod jednakim uslovima uključili u aktivnosti koje se finansiraju ovim Programom, kao i rezultati i ocena ovih aktivnosti, uključujući i nadoknadu dodatnih troškova koje oni izazivaju, a koji su posledica njihove invalidnosti.)
MATCH@M:(Experience gained over many years of combating certain forms of discrimination, including discrimination based on sex, may be useful in combating other kinds of discrimination.===>Iskustvo nakon dugogodišnje borbe protiv određenih oblika diskriminacije, uključujući i diskriminaciju po polu, može da bude korisno u borbi protiv drugih vrsta diskriminacije.)
MATCH@E:(Experience gained over many years of combating certain forms of discrimination, including discrimination based on sex, may be useful in combating other kinds of discrimination.===>Iskustvo nakon dugogodišnje borbe protiv određenih oblika diskriminacije, uključujući i diskriminaciju po polu, može da bude korisno u borbi protiv drugih vrsta diskriminacije.)
MATCH@M:(The establishment of a general framework for equal treatment in employment and occupation which prohibits discrimination in employment and occupation on the grounds of religion or belief, disability, age and sexual orientation, and implementation of the principle of equal treatment between men and women have become the principal standards for European employment policy.===>Uspostavljanje opšteg okvira za jednak tretman pri zapošljavanju i u profesiji kojim je zabranjena diskriminacija pri zapošljavanju i u profesiji po osnovu religije ili verovanja, invaliditeta, starosnog doba ili polne orijentacije i primena principa ravnopravnosti muškaraca i žena postali su glavni standardi evropske politike zapošljavanja.)
MATCH@E:(The establishment of a general framework for equal treatment in employment and occupation which prohibits discrimination in employment and occupation on the grounds of religion or belief, disability, age and sexual orientation, and implementation of the principle of equal treatment between men and women have become the principal standards for European employment policy.===>Uspostavljanje opšteg okvira za jednak tretman pri zapošljavanju i u profesiji kojim je zabranjena diskriminacija pri zapošljavanju i u profesiji po osnovu religije ili verovanja, invaliditeta, starosnog doba ili polne orijentacije i primena principa ravnopravnosti muškaraca i žena postali su glavni standardi evropske politike zapošljavanja.)
MATCH@M:(Section 1: Employment shall support the implementation of the European Employment Strategy by improving the understanding of the employment situation and prospects, in particular through analysis and studies and the development of statistics and common indicators within the framework, monitoring and evaluating the implementation of the European Employment Guidelines and Recommendations and their impact, notably through the Joint Employment Report, and analyzing the interaction between the EES and general economic and social policy and other policy areas, organizing exchanges on policies, good practice and innovative approaches, and promoting mutual learning, raising awareness, disseminating information and promoting the debate about employment challenges and police and the implementation of national reform programs, including among the social partners, regional and local actors and other stakeholders.===>Deo 1: Zapošljavanje će poštovati primenu Evropske strategije zapošljavanja tako što će unaprediti shvata-nje situacije i mogućnosti u zapošljavanju, posebno putem analize i studija i razvijanja statistike i opštih pokazatelja unutar ovog okvira, što će pratiti i ocenjivati pri-menu Evropskih smernica i preporuka u zapošljavanju i njihov uticaj, posebno putem Zajedničkog izveštaja o zapošljavanju, i što će analizirati međusobne odnose između EES i opšte ekonomske i društvene politike i drugih oblasti politike, što će organizovati razmenu politika, dobre prakse i inovativnih pristupa, što će unapređivati međusobno učenje, podizanje svesti, širenje informacija i unapređivanje rasprava o izazovima zapošljavanja i politike i primeni nacionalnih programa reformi, uključujući partnere iz samog društva, regionalne i lokalne činioce i druge zainteresovane strane.)
MATCH@E:(Section 1: Employment shall support the implementation of the European Employment Strategy by improving the understanding of the employment situation and prospects, in particular through analysis and studies and the development of statistics and common indicators within the framework, monitoring and evaluating the implementation of the European Employment Guidelines and Recommendations and their impact, notably through the Joint Employment Report, and analyzing the interaction between the EES and general economic and social policy and other policy areas, organizing exchanges on policies, good practice and innovative approaches, and promoting mutual learning, raising awareness, disseminating information and promoting the debate about employment challenges and police and the implementation of national reform programs, including among the social partners, regional and local actors and other stakeholders.===>Deo 1: ~~~ Zapošljavanje će poštovati primenu Evropske strategije zapošljavanja tako što će unaprediti shvatanje situacije i mogućnosti u zapošljavanju, posebno putem analize i studija i razvijanja statistike i opštih pokazatelja unutar ovog okvira, što će pratiti i ocenjivati primenu Evropskih smernica i preporuka u zapošljavanju i njihov uticaj, posebno putem Zajedničkog izveštaja o zapošljavanju, i što će analizirati međusobne odnose između EES i opšte ekonomske i društvene politike i drugih oblasti politike, što će organizovati razmenu politika, dobre prakse i inovativnih pristupa, što će unapređivati međusobno učenje, podizanje svesti, širenje informacija i unapređivanje rasprava o izazovima zapošljavanja i politike i primeni nacionalnih programa reformi, uključujući partnere iz samog društva, regionalne i lokalne činioce i druge zainteresovane strane.)
MATCH@M:(Section 2: Social protection and inclusion shall support the implementation of the open method of coordination in the field of social protection and inclusion by improving the understanding of social exclusion and poverty issues, social protection and inclusion policies, in particular through analysis and studies and the development of statistics and common indicators, within the framework in the field of social protection and inclusion, monitoring and evaluating the implementation of the Program in the field of social protection and inclusion and its impact at national and Community level as well as analyzing the interaction between this Program and other policy areas, organizing exchanges on policies, good practice and innovative approaches and promoting mutual learning in the context of the social protection and inclusion strategy, raising awareness, disseminating information and promoting the debate about the key challenges and policy issues raised in the context of the Community coordination process in the field of social protection and inclusion, including among the social partners, regional and local actors other stakeholders, developing the capacity of key European level networks to support and further develop Community policy goals and strategies on social protection and inclusion.===>Deo 2: Društvena zaštita i obuhvat će poštovati prime-nu otvorenog metoda koordinacije u oblasti društvene zaštite i inkluzije tako što će unapređivati saznanja o problemima društvene izolovanosti i siromaštva, društvene zaštite i politike inkluzije, posebno putem analize i studija i razvijanja statistike i opštih pokazatelja unutar ovog okvira u oblasti društvene zaštite i inkluzije, što će pratiti i ocenjivati primenu Programa u oblasti društvene zaštite i obuhvata i njen uticaj na nacionalnom nivou i na nivou Zajednice, kao i analizirati međusobne odnose između ovog Programa i drugih oblasti politike, što ce organizovati razmenu politika, dobre prakse i inovativnih pristupa, što ce unapređivati međusobno učenje, podizanje svesti, širenje informacija i unapređivanje rasprava o izazovima zapošljavanja i politike i primeni nacionalnih programa reformi, uključujući partnere iz samog društva, regionalne i lokalne činioce i druge zainteresovane strane, razvijati sposobnosti ključnih mreža na evropskom nivou s ciljem da podrži i da dalje razvija ciljeve i strategije politike Zajednice na polju društvene zaštite i inkluzije.)
MATCH@E:(Section 2: Social protection and inclusion shall support the implementation of the open method of coordination in the field of social protection and inclusion by improving the understanding of social exclusion and poverty issues, social protection and inclusion policies, in particular through analysis and studies and the development of statistics and common indicators, within the framework in the field of social protection and inclusion, monitoring and evaluating the implementation of the Program in the field of social protection and inclusion and its impact at national and Community level as well as analyzing the interaction between this Program and other policy areas, organizing exchanges on policies, good practice and innovative approaches and promoting mutual learning in the context of the social protection and inclusion strategy, raising awareness, disseminating information and promoting the debate about the key challenges and policy issues raised in the context of the Community coordination process in the field of social protection and inclusion, including among the social partners, regional and local actors other stakeholders, developing the capacity of key European level networks to support and further develop Community policy goals and strategies on social protection and inclusion.===>Deo 2: ~~~ Društvena zaštita i obuhvat će poštovati primenu otvorenog metoda koordinacije u oblasti društvene zaštite i inkluzije tako što će unapređivati saznanja o problemima društvene izolovanosti i siromaštva, društvene zaštite i politike inkluzije, posebno putem analize i studija i razvijanja statistike i opštih pokazatelja unutar ovog okvira u oblasti društvene zaštite i inkluzije, što će pratiti i ocenjivati primenu Programa u oblasti društvene zaštite i obuhvata i njen uticaj na nacionalnom nivou i na nivou Zajednice, kao i analizirati međusobne odnose između ovog Programa i drugih oblasti politike, što će organizovati razmenu politika, dobre prakse i inovativnih pristupa, što će unapređivati međusobno učenje, podizanje svesti, širenje informacija i unapređivanje rasprava o izazovima zapošljavanja i politike i primeni nacionalnih programa reformi, uključujući partnere iz samog društva, regionalne i lokalne činioce i druge zainteresovane strane, razvijati sposobnosti ključnih mreža na evropskom nivou s ciljem da podrži i da dalje razvija ciljeve i strategije politike Zajednice na polju društvene zaštite i inkluzije.)
MATCH@M:(Section 3: Working conditions shall support the improvement of the working environment and working conditions, including health and safety at work and reconciling work and family life, by improving the understanding of the situation in relation to working conditions, in particular through analysis and studies and, where appropriate, the development of statistics and indicators, as well as assessing the effectiveness and impact of existing legislation, policies and practices, supporting the implementation of Community labor law through effective monitoring, the holding of seminars for those working in the field, the development of guides and networking amongst specialized bodies, including the social partners, initiating preventive actions and fostering the prevention culture in the field of health and safety at work, raising awareness, disseminating information and promoting the debate about the key challenges and policy issues in relation to working conditions, including among the social partners and other stakeholders.===>Deo 3: Uslovi rada će poštovati unapređivanje radnog okruženja i uslova rada, uključujući zaštitu zdravlja i bezbednost na radu i uspostavljanje ravnoteže između radnog i porodičnog života, tako što će unapređivati saznanja o situaciji u uslovima rada, posebno putem analize i studija i, tamo gde je to podobno, razvijanja statistike i pokazatelja, kao i tako što će ocenjivati efektivnost i uticaj važećeg zakonodavstva, politika i postupaka, što će podržavati primenu zakona o radu Zajednice putem efektivnog praćenja i održavanjem seminara za ljude koji rade na terenu, razvijanjem smernica i umrežavanjem specijalizovanih tela, uključujući i partnere iz društva, što će inicirati preventivne aktivnosti i negovati kulturu prevencije u sferi zaštite zdravlja i bezbednosti na radu, podizanja svesti, širenja informacija i unapređivanja debate o ključnim izazovima i pitanjima politike u odnosu na uslove rada, uključujući i partnere iz društva i druge zainteresova-ne strane.)
MATCH@E:(Section 3: Working conditions shall support the improvement of the working environment and working conditions, including health and safety at work and reconciling work and family life, by improving the understanding of the situation in relation to working conditions, in particular through analysis and studies and, where appropriate, the development of statistics and indicators, as well as assessing the effectiveness and impact of existing legislation, policies and practices, supporting the implementation of Community labor law through effective monitoring, the holding of seminars for those working in the field, the development of guides and networking amongst specialized bodies, including the social partners, initiating preventive actions and fostering the prevention culture in the field of health and safety at work, raising awareness, disseminating information and promoting the debate about the key challenges and policy issues in relation to working conditions, including among the social partners and other stakeholders.===>Deo 3: ~~~ Uslovi rada će poštovati unapređivanje radnog okruženja i uslova rada, uključujući zaštitu zdravlja i bezbednost na radu i uspostavljanje ravnoteže između radnog i porodičnog života, tako što će unapređivati saznanja o situaciji u uslovima rada, posebno putem analize i studija i, tamo gde je to podobno, razvijanja statistike i pokazatelja, kao i tako što će ocenjivati efektivnost i uticaj važećeg zakonodavstva, politika i postupaka, što će podržavati primenu zakona o radu Zajednice putem efektivnog praćenja i održavanjem seminara za ljude koji rade na terenu, razvijanjem smernica i umrežavanjem specijalizovanih tela, uključujući i partnere iz društva, što će inicirati preventivne aktivnosti i negovati kulturu prevencije u sferi zaštite zdravlja i bezbednosti na radu, podizanja svesti, širenja informacija i unapređivanja debate o ključnim izazovima i pitanjima politike u odnosu na uslove rada, uključujući i partnere iz društva i druge zainteresovane strane.)
MATCH@M:(Section 4: Antidiscrimination and diversity shall support the effective implementation of the principle of non-discrimination and promote its incorporation in all Community policies by improving the understanding of the situation in relation to discrimination, in particular through analysis and studies and, where appropriate, the development of statistics and indicators as well as by assessing the effectiveness and impact of existing legislation, policies and practices, supporting the implementation of Community antidiscrimination legislation through effective monitoring, the holding of seminars for those working in the field and networking amongst specialized bodies dealing with antidiscrimination, raising awareness, disseminating information and promoting the debate about the key challenges and policy issues in relation to discrimination and the incorporation of antidiscrimination in all Community policies, including among the social partners and other stakeholders, developing the capacity of key European level networks to promote and further develop Community policy goals and strategies in the field of combating discrimination.===>Deo 4: Antidiskriminacija i raznovrsnost će poštovati efektivnu primenu principa ne-diskriminacije i unapređivati njen upliv u sve oblasti politike Zajednice tako što će usavršavati svoje shvatanje situacije u oblasti diskriminacije, posebno putem analize i studija i, tamo gde je to podobno, razvijanja statistike i pokazatelja, kao i tako što će ocenjivati efektivnost i uticaj važećeg zakonodavstva, politika i postupaka, što će podržavati primenu antidiskriminacionih zakona Zajednice putem efektivnog praćenja i održavanjem seminara za ljude koji rade na terenu, umrežavanjem specijalizovanih tela koja se bave borbom protiv diskriminacije, podizanja svesti, širenja informacija i unapređivanja debate o ključnim izazovima i pitanjima politike u oblasti diskriminacije i upliva borbe protiv diskriminacije u sve oblasti politike Zajednice, uključujući i partnere iz društva i druge zainteresova-ne strane, razvijati sposobnosti ključnih mreža na evropskom nivou s ciljem da podrži i da dalje razvija ciljeve i strategije politike Zajednice na polju borbe protiv diskriminacije.)
MATCH@E:(Section 4: Antidiscrimination and diversity shall support the effective implementation of the principle of non-discrimination and promote its incorporation in all Community policies by improving the understanding of the situation in relation to discrimination, in particular through analysis and studies and, where appropriate, the development of statistics and indicators as well as by assessing the effectiveness and impact of existing legislation, policies and practices, supporting the implementation of Community antidiscrimination legislation through effective monitoring, the holding of seminars for those working in the field and networking amongst specialized bodies dealing with antidiscrimination, raising awareness, disseminating information and promoting the debate about the key challenges and policy issues in relation to discrimination and the incorporation of antidiscrimination in all Community policies, including among the social partners and other stakeholders, developing the capacity of key European level networks to promote and further develop Community policy goals and strategies in the field of combating discrimination.===>Deo 4: ~~~ Antidiskriminacija i raznovrsnost će poštovati efektivnu primenu principa ne-diskriminacije i unapređivati njen upliv u sve oblasti politike Zajednice tako što će usavršavati svoje shvatanje situacije u oblasti diskriminacije, posebno putem analize i studija i, tamo gde je to podobno, razvijanja statistike i pokazatelja, kao i tako što će ocenjivati efektivnost i uticaj važećeg zakonodavstva, politika i postupaka, što će podržavati primenu antidiskriminacionih zakona Zajednice putem efektivnog praćenja i održavanjem seminara za ljude koji rade na terenu, umrežavanjem specijalizovanih tela koja se bave borbom protiv diskriminacije, podizanja svesti, širenja informacija i unapređivanja debate o ključnim izazovima i pitanjima politike u oblasti diskriminacije i upliva borbe protiv diskriminacije u sve oblasti politike Zajednice, uključujući i partnere iz društva i druge zainteresovane strane, razvijati sposobnosti ključnih mreža na evropskom nivou s ciljem da podrži i da dalje razvija ciljeve i strategije politike Zajednice na polju borbe protiv diskriminacije. ~~~ Deo 5:)
MATCH@M:(Section 5: Gender equality shall support the effective implementation of the principle of gender equality and promote gender to be incorporated into all Community policies by improving the understanding of the situation in relation to gender issues and incorporating gender, in particular through analysis and studies and the development of statistics and, where appropriate, indicators, as well as assessing the effectiveness and impact of existing legislation, policies and practices, supporting the implementation of Community gender equality legislation through effective monitoring, holding seminars for those working in the field and networking amongst specialized equality bodies, raising awareness, disseminating information and promoting the debate about the key challenges and policy issues in relation to gender equality and gender aspect, developing the capacity of key European level networks to support and further develop Community policy goals and strategies on gender equality.===>Deo 5: Jednakost između polova će poštovati efektivnu primenu principa jednakosti između polova i unapređivati njegov upliv u sve oblasti politike Zajednice tako što ce usavršavati svoje shvatanje situacije u oblasti odnosa među polovima i upliva značaja polova, posebno putem analize i studija i razvijanja statistike i, tamo gde je to pogodno, pokazatelja, kao i tako što ce ocenjivati efektivnost i uticaj važećeg zako-nodavstvau oblasti odnosa između polova, politika i postupaka, što će podržavati primenu zakona Zajednice o jednakosti polova putem efektivnog praćenja i održavanjem seminara za ljude koji rade na terenu, umrežavanjem specijalizovanih tela koja se bave jed-nakošću između polova, podizanja svesti, širenja informacija i unapređivanja debate o ključnim izazovima i pitanjima politike u oblasti jednakosti među polovima i upliva ove jednakosti u sve oblasti politike Zajednice, razvijati sposobnosti ključnih mreža na evropskom nivou s ciljem da podrži i da dalje razvija ciljeve i strategije politike Zajednice na polju jednakosti između polova.)
MATCH@E:(Section 5: Gender equality shall support the effective implementation of the principle of gender equality and promote gender to be incorporated into all Community policies by improving the understanding of the situation in relation to gender issues and incorporating gender, in particular through analysis and studies and the development of statistics and, where appropriate, indicators, as well as assessing the effectiveness and impact of existing legislation, policies and practices, supporting the implementation of Community gender equality legislation through effective monitoring, holding seminars for those working in the field and networking amongst specialized equality bodies, raising awareness, disseminating information and promoting the debate about the key challenges and policy issues in relation to gender equality and gender aspect, developing the capacity of key European level networks to support and further develop Community policy goals and strategies on gender equality.===>Jednakost između polova će poštovati efektivnu primenu principa jednakosti između polova i unapređivati njegov upliv u sve oblasti politike Zajednice tako što će usavršavati svoje shvatanje situacije u oblasti odnosa među polovima i upliva značaja polova, posebno putem analize i studija i razvijanja statistike i, tamo gde je to pogodno, pokazatelja, kao i tako što će ocenjivati efektivnost i uticaj važećeg zakonodavstvau oblasti odnosa između polova, politika i postupaka, što će podržavati primenu zakona Zajednice o jednakosti polova putem efektivnog praćenja i održavanjem seminara za ljude koji rade na terenu, umrežavanjem specijalizovanih tela koja se bave jednakošću između polova, podizanja svesti, širenja informacija i unapređivanja debate o ključnim izazovima i pitanjima politike u oblasti jednakosti među polovima i upliva ove jednakosti u sve oblasti politike Zajednice, razvijati sposobnosti ključnih mreža na evropskom nivou s ciljem da podrži i da dalje razvija ciljeve i strategije politike Zajednice na polju jednakosti između polova.)
MATCH@M:(An ex-post evaluation covering the whole Program shall be carried out, by 31 December 2015, by the Commission with the assistance of external experts, in order to measure the impact of the Program objectives and its European added value.===>Do decembra 2015. godine Komisija će, uz pomoć spoljnih eksperata, sproveti jednu ex-post evaluaciju kojom će biti obuhvaćen ceo Program sa ciljem da se izmeri uticaj programskih ciljeva i njegova dodata vrednost u evropskim okvirima.)
MATCH@E:(An ex-post evaluation covering the whole Program shall be carried out, by 31 December 2015, by the Commission with the assistance of external experts, in order to measure the impact of the Program objectives and its European added value.===>Do decembra 2015. godine Komisija će, uz pomoć spoljnih eksperata, sproveti jednu ex-post evaluaciju kojom će biti obuhvaćen ceo Program sa ciljem da se izmeri uticaj programskih ciljeva i njegova dodata vrednost u evropskim okvirima.)
MATCH@M:(The Commission shall submit the expert evaluation to the European Parliament, the Council, the European Economic and Social Committee and the Committee of the Regions.===>Ova komisija će oce-ne stručnjaka predati Evropskom parlamentu, Savetu, Evropskom savetu za ekonomska i društvena pitanja i Komitetu za regione.)
MATCH@E:(The Commission shall submit the expert evaluation to the European Parliament, the Council, the European Economic and Social Committee and the Committee of the Regions.===>Ova komisija će ocene stručnjaka predati Evropskom parlamentu, Savetu, Evropskom savetu za ekonomska i društvena pitanja i Komitetu za regione.)
MATCH@M:(The implementation of the individual sections of the Program, including the presentation of results and dialogue on future priorities, shall also be discussed within the framework of the Forum on the implementation of the Social Agenda.===>Primena pojedinačnih delova Programa, uključujući i prikaz rezultata i dijalog o budućim prioritetima takođe će biti predmet razmatra-nj a u okviru Foruma o primeni društvenog plana.)
MATCH@E:(The implementation of the individual sections of the Program, including the presentation of results and dialogue on future priorities, shall also be discussed within the framework of the Forum on the implementation of the Social Agenda.===>Primena pojedinačnih delova Programa, uključujući i prikaz rezultata i dijalog o budućim prioritetima takođe će biti predmet razmatranja u okviru Foruma o primeni društvenog plana.)
MATCH@M:(The outcome of the Program expected within its future benefits may be seen in a completely equal social society.===>Očekivani rezultati Programa koji podrazumevaju buduće benefite biće prisutni u jednom društvu u kojem vlada potpuna jednakost. Zaključak)
MATCH@E:(The outcome of the Program expected within its future benefits may be seen in a completely equal social society.===>Očekivani rezultati Programa koji podrazumevaju buduće benefite biće prisutni u jednom društvu u kojem vlada potpuna jednakost.)
MATCH@M:(Conclusion The importance of implementation of marketing and management into the process of regional innovations is definitely proven.===>Značaj primene marketinga i upravljanja u procesu regionalnih inovacija je očigledan.)
MATCH@E:(Conclusion The importance of implementation of marketing and management into the process of regional innovations is definitely proven.===>Zaključak Značaj primene marketinga i upravljanja u procesu regionalnih inovacija je očigledan.)
MATCH@M:(Human resource sector does need a continuous reform based on knowledge and innovations in order to be equal to European standards, which is also claimed within the European general framework policy - a document based on the social policy priorities within the regional innovations and changes.===>Sektoru ljudskih resursa zaista je potrebna stalna reforma utemeljena na znanju i inovacijama da bi odgovorio evropskim standardima, što istovremeno propisuje i Evropska politika u opštim okvirima - dokument zasnovan na prioritetima društvene politike u okviru regionalnih inovacija i promena.)
MATCH@E:(Human resource sector does need a continuous reform based on knowledge and innovations in order to be equal to European standards, which is also claimed within the European general framework policy a document based on the social policy priorities within the regional innovations and changes.===>Sektoru ljudskih resursa zaista je potrebna stalna reforma utemeljena na znanju i inovacijama da bi odgovorio evropskim standardima, što istovremeno propisuje i Evropska politika u opštim okvirima dokument zasnovan na prioritetima društvene politike u okviru regionalnih inovacija i promena.)
MATCH@M:(However, Slovak regions still lack appropriate skills and human capital to achieve the goals set by the EU as for the education and its support by suitable marketing tools and managerial methods.===>Ipak, regionima u Slovačkoj još uvek nedostaju odgovarajuće kvalifikacije i ljudski kapital da bi mogli da postignu rezultate koje je postavila EU u okviru obrazovanja i podrške obrazovanju od strane odgovarajućih instrumenata marketinga i metoda upravljanja.)
MATCH@E:(However, Slovak regions still lack appropriate skills and human capital to achieve the goals set by the EU as for the education and its support by suitable marketing tools and managerial methods.===>Ipak, regionima u Slovačkoj još uvek nedostaju odgovarajuće kvalifikacije i ljudski kapital da bi mogli da postignu rezultate koje je postavila EU u okviru obrazovanja i podrške obrazovanju od strane odgovarajućih instrumenata marketinga i metoda upravljanja.)
MATCH@M:(This study was processed within VEGA No. 1/4638/07.===>Ova studija je sprovedena u okviru VEGA Br. 1/4638/07.)
MATCH@E:(This study was processed within VEGA No. 1/4638/07.===>Ova studija je sprovedena u okviru VEGA Br. 1/4638/07. LITERATURA FALTAN, L. et al.)
BAD_LINE_=============================================================
BAD_LINE_M:This study was processed within VEGA No. 1/4638/07.
BAD_LINE_M:Ova studija je sprovedena u okviru VEGA Br. 1/4638/07.
BAD_LINE_E:This study was processed within VEGA No. 1/4638/07.
BAD_LINE_E:Ova studija je sprovedena u okviru VEGA Br. 1/4638/07. LITERATURA FALTAN, L. et al.
MATCH@M:(Faculties should differentiate their offer from the competition.===>Fakulteti bi trebalo da diferenciraju svoju ponudu u odnosu na konkurenciju.)
MATCH@E:(Faculties should differenciate their offer from the competition.===>Fakulteti bi trebalo da diferenciraju svoju ponudu u odnosu na konkurenciju.)
MATCH@M:(The most important marketing decisions are: targeting - target market selection (customers), relationship marketing, strategies for positioning and differentiation of producrs/services and tactics marketing programs.===>Najvažnije marketinške odluke su u pogledu: izbora ciljnih tržišnih segmenata, strategija pozicioniranja i diferenciranja proizvoda/usluga, taktičkih marketing programa.)
MATCH@E:(The most important marketing decisions are: targeting target market selection (customers), relationship marketing, strategies for positioning and differentiation of producrs/services and tactics marketing programs.===>Najvažnije marketinške odluke su u pogledu: izbora ciljnih tržišnih segmenata, strategija pozicioniranja i diferenciranja proizvoda/usluga, taktičkih marketing programa.)
MATCH@M:(Faculties should focus upon the value (of the faculties) and the benefit for students -education and knowledge.===>Fakulteti bi trebalo da se fokusiraju na vrednosti (fakulteta) ili koristi za studente - obrazovanje i znanje. 1.	Uvod)
MATCH@E:(Faculties should focus upon the value (of the faculties) and the benefit for students education and knowledge. ~~~ 1.===>Fakulteti bi trebalo da se fokusiraju na vrednosti (fakulteta) ili koristi za studente obrazovanje i znanje. 1.)
MATCH@M:(The faculty marketing is a process of creating and maintaining value for students (and other target segments); a favourable image and profit for the faculties (in case of non-profit faculties the word profit is omitted).===>Marketing fakulteta je proces stvaranja i održavanja vrednosti za studente (i ostale ciljne segmente); povoljnog imidža i profita za fakultete (kod neprofitnih fakulteta izostavlja se rec profit).)
MATCH@E:(The faculty marketing is a process of creating and maintaining value for students (and other target segments); a favourable image and profit for the faculties (in case of non-profit faculties the word profit is omitted).===>Marketing fakulteta je proces stvaranja i održavanja vrednosti za studente (i ostale ciljne segmente); povoljnog imidža i profita za fakultete (kod neprofitnih fakulteta izostavlja se reč profit).)
MATCH@M:(The key marketing decisions of the faculties are made in terms of: the choice of target market segments, positioning and differentiating of services by value - benefit creating and delivery, as well as tactic decisions concerning the marketing mix tools (Figure 1).===>Kljucne marketinške odluke fakulteta su u pogledu: izbora ciljnih tržišnih segmenata, pozicioniranja i diferenciranja usluga stvaranjem i isporukom vrednosti - koristi; i taktičkih odluka koje se odnose na instrumente marketing miksa (slika 1).)
MATCH@E:(The key marketing decisions of the faculties Šcompiled after: 2-5Ë are made in terms of: the choice of target market segments, positioning and differentiating of services by value benefit creating and delivery, as well as tactic decisions concerning the marketing mix tools (Figure 1).===>Ključne marketinške odluke fakulteta Šsastavljeno prema 2-5Ë su u pogledu: izbora ciljnih tržišnih segmenata, pozicioniranja i diferenciranja usluga stvaranjem i isporukom vrednosti koristi; i taktičkih odluka koje se odnose na instrumente marketing miksa (slika 1).)
MATCH@M:(The paper stresses the necessity and importance of the holistic marketing of faculties.===>U radu se naglašava neophodnost i značaj holističkog marketinga fakulteta.)
MATCH@E:(The paper stresses the necessity and importance of the holistic marketing of faculties.===>U radu se naglašava neophodnost i značaj holističkog marketinga fakulteta.)
MATCH@M:(Figure 1.===>Slika 1.)
MATCH@E:(Figure 2.===>Slika br. 2:)
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BAD_LINE_M:Figure 1.
BAD_LINE_M:Slika 1.
BAD_LINE_E:Figure 2.
BAD_LINE_E:Slika br. 2:
MATCH@M:(Marketing oriented faculties address target groups and stakeholders such as: students (existing and prospective), parents (sudents’ parents), adults, organizations and public (government of the Republic of Serbia - especially respective ministries, media, citizens, local community and broader public).===>Marketinški orijentisani fakulteti su usmereni ka ciljnim grupama i stejkholderima kao što su: studenti (postojeći i potencijalni), roditelji (učenika - studenata), odrasli, organizacije i javnost (vlada Republike Srbije - posebno odgovarajuća ministarstva, mediji, građani, lokalna i šira javnost).)
MATCH@E:(Marketing oriented faculties address target groups and stakeholders such as: students (existing and prospective), parents (sudents parents), adults, organizations and public (government of the Republic of Serbia especially respective ministries, media, citizens, local community and broader public).===>Š6Ë. ~~~ Marketinški orijentisani fakulteti su usmereni ka ciljnim grupama i stejkholderima kao što su: studenti (postojeći i potencijalni), roditelji (učenika - studenata), odrasli, organizacije i javnost (vlada Republike Srbije posebno odgovarajuća ministarstva, mediji, građani, lokalna i šira javnost).)
MATCH@M:(Due to the changes in the environment, specially important are the decisions regarding relationship marketing, i.e., creating, developing and maintaining relationship with students and business partners.===>Zbog promena u okruženju od posebnog značaja su odluke u pogledu relacionog marketinga, tj. stvaranja, razvoja i održavanja odnosa sa studentima i poslovnim partnerima.)
MATCH@E:(Due to the changes in the environment, specially important are the decisions regarding relationship marketing, i.e., creating, developing and maintaining relationship with students and business partners.===>Zbog promena u okruženju od posebnog značaja su odluke u pogledu relacionog mar ketinga, tj. stvaranja, razvoja i održavanja odnosa sa studentima i poslovnim partnerima.)
MATCH@M:(Faculties are positioned in the minds of these target groups and are differentiated vs. other faculties by way of creating and delivering value - benefit.===>Fakulteti se pozi-cioniraju u svesti navedenih ciljnih grupa i diferenciraju u odnosu na druge fakultete stvaranjem i isporukom vrednosti - koristi.)
MATCH@E:(Faculties are positioned in the minds of these target groups and are differentiated vs. other faculties by way of creating and delivering value benefit.===>Fakulteti se pozicioniraju u svesti navedenih ciljnih grupa i diferenciraju u odnosu na druge fakultete stvaranjem i isporukom vrednosti koristi.)
MATCH@M:(On the basis of positioning strategy (in the minds of the selected target segments) and the differentiation strategy (as regards other - competitive faculties) faculties make tactic decisions on the marketing mix tools.===>Na osnovu strategije pozicioniranja (u svesti izabranih ciljnih segmenata) i strategije diferenciranja (u odnosu na druge - konkurentske fakultete) fakulteti donose taktičke odluke o instrumentima marketing miksa.)
MATCH@E:(On the basis of positioning strategy (in the minds of the selected target segments) and the differentiation strategy (as regards other competitive faculties) faculties make tactic decisions on the marketing mix tools.===>Na osnovu strategije pozicioniranja (u svesti izabranih ciljnih segmenata) i strategije diferenciranja (u odnosu na druge konkurentske fakultete) fakulteti donose taktičke odluke o instrumentima marketing miksa.)
MATCH@M:(The integrated concept of a marketing mix includes: services, prices, distribution, promotion, human resources (emploees), service setting and the service process[after: 5,7].===>Integrisani koncept marketing miksa obuhvata: usluge, cene, distribuciju, promociju, ljude (zaposlene), uslužni ambijent i proces usluživanja [prema 5, 7].)
MATCH@E:(The integrated concept of a marketing mix includes: services, prices, distribution, promotion, human resources (emploees), service setting and the service process Šafter: 5,7Ë.===>Integrisani koncept marketing miksa obuhvata: usluge, cene, distribuciju, promociju, ljude (zaposlene), uslužni ambijent i proces usluživanja Šprema 5, 7Ë.)
MATCH@M:(The basic competitive advantage of the faculty is the speed - adopting (response to change in environment) and initiation change promptly.===>Osnovna konkurentna prednost fakulteta je brzina - brzo prihvatanje (reagovanje na promene u okruženju) i iniciranje promena.)
MATCH@E:(The basic competitive advantage of the faculty is the speed adopting (response to change in environment) and initiation change promptly.===>Osnovna konkurentna prednost fakulteta je brzina brzo prihvatanje (reagovanje na promene u okruženju) i iniciranje promena.)
MATCH@M:(In addition to external marketing activities (directed towards target segments outside the faculty), it is also necessary to develop the internal marketing (directed towards all the employees at the faculty), in order that the employees should be aware of the necessity and significance of marketing orientation (of the faculty).===>Pored eksternih marketing aktivnosti (usmerenih ka ciljnim segmentima izvan fakulteta), neophodan je i interni marketing (usmeren ka svim zaposlenima na fakultetu), kako bi zaposleni bili svesni neophodnosti i značaja marketinške orijentacije (fakulteta).)
MATCH@E:(In addition to external marketing activities (directed towards target segments outside the faculty), it is also necessary to develop the internal marketing (directed towards all the employees at the faculty), in order that the employees should be aware of the necessity and significance of marketing orientation (of the faculty).===>Pored eksternih marketing aktivnosti (usmerenih ka ciljnim segmentima izvan fakulteta), neophodan je i interni marketing (usmeren ka svim zaposlenima na fakultetu), kako bi zaposleni bili svesni neophodnosti i značaja marketinške orijentacije (fakulteta).)
MATCH@M:(The holistic (both external and internal) marketing allows for the orientation towards students and other crucial target segments.===>Holistički (eksterni i interni) marketing omogućava orijentaciju ka studentima i drugim ključnim ciljnim segmentima.)
MATCH@E:(The holistic (both external and internal) marketing allows for the orientation towards students and other crucial target segments.===>Holistički (eksterni i interni) marketing omogućava orijentaciju ka studentima i drugim ključnim ciljnim segmentima.)
MATCH@M:(Individual and organizational knowledge allows for the country’s development strategy defining and implementation; strategies per individual activities, investment of money, time and engagement of human resources in the activities in which the country has achieved competitive advantage.===>Znanja pojedinaca i organizacija omogućavaju defini-sanje i primenu strategije razvoja zemlje; strategija po pojedinim delatnostima; ulaganje novca, vremena i angažovanje ljudi u delatnostima u kojima zemlja ima konkurentnu prednost.)
MATCH@E:(Individual and organizational knowledge allows for the countrys development strategy defining and implementation; strategies per individual activities, investment of money, time and engagement of human resources in the activities in which the country has achieved competitive advantage.===>Znanja pojedinaca i organizacija omogućavaju definisanje i primenu strategije razvoja zemlje; strategija po pojedinim delatnostima; ulaganje novca, vremena i angažovanje ljudi u delatnostima u kojima zemlja ima konkurentnu prednost.)
MATCH@M:(This has a further impact upon the individual’s income as well as the gross national product of the country.===>To dalje utiče na dohodak pojedinaca i bruto domaći proizvod zemlje.)
MATCH@E:(This has a further impact upon the individuals income as well as the gross national product of the country Š8Ë. 2.===>To dalje utiče na dohodak pojedinaca i bruto domaći proizvod zemlje Š8Ë. 2.)
MATCH@M:(The key segments are the existing and the prospective (grammar and secondary school) students.===>Ključni segment su postojeći i potencijalni (učenici srednjih škola i gimnazija) studenti.)
MATCH@E:(Target segments The key segments are the existing and the prospective (grammar and secondary school) students.===>Ciljni segmenti Ključni segment su postojeći i potencijalni (učenici srednjih škola i gimnazija) studenti.)
MATCH@M:(With the importance of continual adult education in mind, the faculties may expand their activities to target segments such as adults and organizations.===>Imajući u vidu značaj kontinualnog obrazovanja odraslih, fakulteti mogu da prošire svoje aktivnosti ka ciljnim segmentima kao što su odrasli i organizacije.)
MATCH@E:(With the importance of continual adult education in mind, the faculties may expand their activities to target segments such as adults and organizations.===>Imajući u vidu značaj kontinualnog obrazovanja odraslih, fakulteti mogu da prošire svoje aktivnosti ka ciljnim segmentima kao što su odrasli i organizacije.)
MATCH@M:(The Republic of Serbia’s Ministry of Education enacted the Strategy for the Development of Adult Education in the Republic of Serbia.===>Ministarstvo pro-svete Republike Srbije je donelo Strategiju razvoja obrazovanja odraslih u Republici Srbiji.)
MATCH@E:(The Republic of Serbias Ministry of Education enacted the Strategy for the Development of Adult Education in the Republic of Serbia.===>Ministarstvo prosvete Republike Srbije je donelo Strategiju razvoja obrazovanja odraslih u Republici Srbiji.)
MATCH@M:(„The strategy of adult education is an invitation to create a culture of learning, of knowledge based social organizations and economics and of promoting the abilities and achievements of adults“.===>“Strategija obrazovanja odraslih je poziv na stvaranje kulture učenja, društvene organizacije i ekonomije zasnovane na znanju i unapređenju sposobnosti i postignuća odraslih ljudi”.)
MATCH@E:(The strategy of adult education is an invitation to create a culture of learning, of knowledge based social organizations and economics and of promoting the abilities and achievements of adults Š9Ë.===>Strategija obrazovanja odraslih je poziv na stvaranje kulture učenja, društvene organizacije i ekonomije zasnovane na znanju i unapređenju sposobnosti i postignuća odraslih ljudi Š9Ë.)
MATCH@M:(The basics of marketing are creating and management of relationship with consumers.===>Osnova marketinga je izgradnja i upravljanje odnosima sa potrošačima.)
MATCH@E:(Relationship marketing The basics of marketing are creating and management of relationship with consumers.===>Relacioni marketing Osnova marketinga je izgradnja i upravljanje odnosima sa potrošačima.)
MATCH@M:(Gronroos defines relationship marketing in the following way:“Marketing is supposed to establish, maintain and promote relationship with consumers and other partners, profit included, so that the objectives of all parties involved be achieved.===>Gronroos definiše relacioni marketing na sledeći način: »Marketing bi trebalo da uspostavi, održava i poboljšava odnose sa potrošačima i drugim partnerima, uz profit, tako da se ostvaruju ciljevi svih angažovanih strana.)
MATCH@E:(Grönroos Š14, p. 327Ë defines relationship marketing in the following way:Marketing is supposed to establish, maintain and promote relationship with consumers and other partners, profit included, so that the objectives of all parties involved be achieved.===>Gronroos Š14, str. 327Ë definiše relacioni marketing na sledeći način: »Marketing bi trebalo da uspostavi, održava i poboljšava odnose sa potrošačima i drugim partnerima, uz profit, tako da se ostvaruju ciljevi svih angažovanih strana.)
MATCH@M:(The aforementioned is carried out on the basis of mutual exchange and promise keep-ing“.===>Navedeno se ostvaruje na osnovu međusobne razmene i ostvarivanja obećanja».)
MATCH@E:(The aforementioned is carried out on the basis of mutual exchange and promise keeping.===>Navedeno se ostvaruje na osnovu međusobne razmene i ostvarivanja obećanja».)
MATCH@M:(Organizations establish and maintain long-term relationships with all the individuals and organizations - business partners (internally - with the employees, and externally - with consumers, suppliers and other important partners) who can affect the organization’s business.===>Organizacije uspostavljaju i održavaju dugoročne odnose sa svim pojedincima i organizacijama - poslovnim partnerima (kako interno - sa zaposlenima, tako i eksterno - sa potrošačima, dobavljačima i drugim važnim partnerima) koji mogu da utiču na poslovanje organizacije.)
MATCH@E:(Organizations establish and maintain long-term relationships with all the individuals and organizations business partners (internally with the employees, and externally with consumers, suppliers and other important partners) who can affect the organizations business.===>Organizacije uspostavljaju i održavaju dugoročne odnose sa svim pojedincima i organizacijama poslovnim partnerima (kako interno sa zaposlenima, tako i eksterno sa potrošačima, dobavljačima i drugim važnim partnerima) koji mogu da utiču na poslovanje organizacije.)
MATCH@M:(Organizations manage relations with business partners and together with them they define and adapt the marketing offer.===>Organizacije upravljaju odnosima sa poslovnim partnerima i zajedno sa njima definišu i prilagođavaju marketing ponudu.)
MATCH@E:(Organizations manage relations with business partners and together with them they define and adapt the marketing offer.===>Organizacije upravljaju odnosima sa poslovnim partnerima i zajedno sa njima definišu i prilagođavaju marketing ponudu.)
MATCH@M:(The relationship marketing concept includes marketing on the basis of databases, interactions and network marketing.===>Koncept relacionog marketinga obuhvata marketing na osnovu baza podataka, interakcija i mrežni marketing.)
MATCH@E:(The relationship marketing concept includes marketing on the basis of databases, interactions and network marketing.===>Koncept relacionog marketinga obuhvata marketing na osnovu baza podataka, interakcija i mrežni marketing.)
MATCH@M:(The Internet encourages and facilitates interactivity.===>Internet podstiče i omogućava interaktivnost.)
MATCH@E:(The Internet encourages and facilitates interactivity.===>Internet podstiče i omogućava interaktivnost.)
MATCH@M:(Relationship marketing plays an important role in the development and implementation of a marketing plan and an educational organization strategy.===>Relacioni marketing ima važnu ulogu u razvoju i pri-meni marketing plana i strategije obrazovnih organizacija.)
MATCH@E:(Relationship marketing plays an important role in the development and implementation of a marketing plan and an educational organization strategy.===>Relacioni marketing ima važnu ulogu u razvoju i primeni marketing plana i strategije obrazovnih organizacija.)
MATCH@M:(Relationship marketing stresses both the establishment and development of relationships with the existing consumers and network development; it starts from the marketing orientation and consumer oriented organizational culture development and focuses upon the quality of services.===>Relacioni marketing naglašava uspostavljanje i razvoj odnosa sa postojećim potrošačima i razvoj marketing mreža; polazi od marketinške orijentacije i razvoja organizacione kulture koja je usmerena prema potrošačima i fokusira se na kvalitet usluga.)
MATCH@E:(Relationship marketing stresses both the establishment and development of relationships with the existing consumers and network development; it starts from the marketing orientation and consumer oriented organizational culture development and focuses upon the quality of services.===>Relacioni marketing naglašava uspostavljanje i razvoj odnosa sa postojećim potrošačima i razvoj marketing mreža; polazi od marketinške orijentacije i razvoja organizacione kulture koja je usmerena prema potrošačima i fokusira se na kvalitet usluga.)
MATCH@M:(The faculty’s customer orientation is determined by the following factors: recognizing the students’ needs, care of the students’ welfare, effective response to parents’ demand, keeping promises to (students’) parents, recognition of the type of studies parents value most, informing parents in a way that they understand the ways and methods of studying, teachers’ readiness to aid students, prompt response to the complaints from either parents or students, a simple complaint procedure, teachers being informed on the parents’ expectations, teachers’ politeness, management’s and deans’ customer orientation, encourageing parents to contribute positive and constructive suggestions as well as negative comments (complaints, criticism), committment to the faculty, annual evaluation of parents’ and students’ satisfaction, good teachers the students are satisfied with, impact of parents’ attitudes on the studying process, response to parents’ and their children’s needs are the prioritised tasks.===>Orijentaciju fakulteta ka potrošačima određuju sledeći faktori: shvatanje potreba studenata, briga o blagostanju studenata, efektivni odgovori na zahteve roditelja, ispunjavanje obećanja roditeljima (studenata), shvatanje načina studiranja koje roditelji najviše vrednuju, informisa-nje roditelja koje im pomaže da shvate načine i uslo-ve studiranja na fakultetu, spremnost nastavnika da pomognu studentima, brzina odgovora na žalbe roditelja i studenata, jednostavna procedura žalbi, infor-misanost nastavnika o željama roditelja, ljubaznost nastavnika, naglašavanje orijentisanosti ka potrošačima od strane dekana i menadžmenta, ohrabrivanje roditelja da daju konstruktivne pozitivne predloge i negativne komentare (žalbe, kritike), osećanje pripadnosti fakultetu, evaluacija zadovoljstva roditelja i studenata u toku svake školske godine, dobri nastavnici čiji su studenti zadovoljni, uticaj mišljenja roditelja na proces studiranja, odgovor na potrebe roditelja i dece je osnovni zadatak.)
MATCH@E:(The facultys customer orientation is determined by the following factors: recognizing the students needs, care of the students welfare, effective response to parents demand, keeping promises to (students) parents, recognition of the type of studies parents value most, informing parents in a way that they understand the ways and methods of studying, teachers readiness to aid students, prompt response to the complaints from either parents or students, a simple complaint procedure, teachers being informed on the parents expectations, teachers politeness, managements and deans customer orientation, encourageing parents to contribute positive and constructive suggestions as well as negative comments (complaints, criticism), committment to the faculty, annual evaluation of parents and students satisfaction, good teachers the students are satisfied with, impact of parents attitudes on the studying process, response to parents and their childrens needs are the prioritised tasks Šafter 15Ë. Competirion orientation means that the employees at the faculty study and recognize strengths and weaknesses, capabilities and potentials of competiton.===>Orijentaciju fakulte ta ka potrošačima određuju sledeći faktori: shvatanje potreba studenata, briga o blagostanju studenata, efektivni odgovori na zahteve roditelja, ispunjavanje obećanja roditeljima (studenata), shvatanje načina studiranja koje roditelji najviše vrednuju, informisanje roditelja koje im pomaže da shvate načine i uslove studiranja na fakultetu, spremnost nastavnika da pomognu studentima, brzina odgovora na žalbe roditelja i studenata, jednostavna procedura žalbi, informisanost nastavnika o željama roditelja, ljubaznost nastavnika, naglašavanje orijentisanosti ka potrošačima od strane dekana i menadžmenta, ohrabrivanje roditelja da daju konstruktivne pozitivne predloge i negativne komentare (žalbe, kritike), osećanje pripadnosti fakultetu, evaluacija zadovoljstva roditelja i studenata u toku svake školske godine, dobri nastavnici čiji su studenti zadovoljni, uticaj mišljenja roditelja na proces studiranja, odgovor na potrebe roditelja i dece je osnovni zadatak Šprema 15Ë. ~~~ Orijentacija ka konkurentima podrazumeva da zaposleni na fakultetu istražuju i shvataju snage i slabosti, sposobnosti i potencijal konkurentskih fakulteta.)
MATCH@M:(The listed activities in the competition study may have a positive impact upon decision making, especially in case of developing new initiatives - additional services to students and their parents (as currently studying or prospective key consumers and influential personalities) [after: 15].===>Navedene aktivnosti istraživanja konkurenata mogu da imaju pozitivan uticaj na donošenje odluka, posebno razvoj novih inicijativa - dodatnih usluga za studente i njihove roditelje (kao ključne postojeće i potencijalne korisnike usluga i uticajne licnosti) [prema 15].)
MATCH@E:(The listed activities in the competition study may have a positive impact upon decision making, especially in case of developing new initiatives additional services to students and their parents (as currently studying or prospective key consumers and influential personalities) Šafter: 15Ë.===>Navedene aktivnosti istraživanja konkurenata mogu da imaju pozitivan uticaj na donošenje odluka, posebno razvoj novih inicijativa dodatnih usluga za studente i njihove roditelje (kao ključne postojeće i potencijalne korisnike usluga i uticajne licnosti) Šprema 15Ë.)
MATCH@M:(For the survival and success of faculties in a competitive market it is of special importance to provide supe-riour value to target consumers.===>Za opstanak i uspeh fakulteta na konkurentnom tržištu od posebnog značaja je stvaranje superiorne vred-nosti ciljnim korisnicima usluga.)
MATCH@E:(For the survival and success of faculties in a competitive market it is of special importance to provide superiour value to target consumers.===>)
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BAD_LINE_M:For the survival and success of faculties in a competitive market it is of special importance to provide supe-riour value to target consumers.
BAD_LINE_M:Za opstanak i uspeh fakulteta na konkurentnom tržištu od posebnog značaja je stvaranje superiorne vred-nosti ciljnim korisnicima usluga.
BAD_LINE_E:For the survival and success of faculties in a competitive market it is of special importance to provide superiour value to target consumers.
BAD_LINE_E:
MATCH@M:(This may be realized only on the basis of integration and coordination of the faculty resources, establishing and maintaining relations with the consumers.===>Navedeno može da bude ostvareno samo na osnovu integracije i koordinacije resursa fakulteta, uspostavljanja i održavanja odnosa sa potrošačima.)
MATCH@E:(This may be realized only on the basis of integration and coordination of the faculty resources, establishing and maintaining relations with the consumers.===>)
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BAD_LINE_M:This may be realized only on the basis of integration and coordination of the faculty resources, establishing and maintaining relations with the consumers.
BAD_LINE_M:Navedeno može da bude ostvareno samo na osnovu integracije i koordinacije resursa fakulteta, uspostavljanja i održavanja odnosa sa potrošačima.
BAD_LINE_E:This may be realized only on the basis of integration and coordination of the faculty resources, establishing and maintaining relations with the consumers.
BAD_LINE_E:
MATCH@M:(Recruiting and retaining students-consumers should not solely be in charge of management, but of all the employees.===>Privlačenje i zadržavanje stu-denata-potrošača ne bi trebalo da bude samo odgovornost menadžmenta fakulteta, već svih zaposlenih.)
MATCH@E:(Recruiting and retaining students-consumers should not solely be in charge of management, but of all the employees.===>)
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BAD_LINE_M:Recruiting and retaining students-consumers should not solely be in charge of management, but of all the employees.
BAD_LINE_M:Privlačenje i zadržavanje stu-denata-potrošača ne bi trebalo da bude samo odgovornost menadžmenta fakulteta, već svih zaposlenih.
BAD_LINE_E:Recruiting and retaining students-consumers should not solely be in charge of management, but of all the employees.
BAD_LINE_E:
MATCH@M:(In order to accomplish this, all the employees must be entitled to an access to the information on students, on competition, environment, community etc.===>Da bi se to ostvarilo, svi zaposleni bi trebalo da imaju pristup informacijama o studentima, konkurenciji, okruženju, zajednici itd.)
MATCH@E:(In order to accomplish this, all the employees must be entitled to an access to the information on students, on competition, environment, community etc.===>)
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BAD_LINE_M:In order to accomplish this, all the employees must be entitled to an access to the information on students, on competition, environment, community etc.
BAD_LINE_M:Da bi se to ostvarilo, svi zaposleni bi trebalo da imaju pristup informacijama o studentima, konkurenciji, okruženju, zajednici itd.
BAD_LINE_E:In order to accomplish this, all the employees must be entitled to an access to the information on students, on competition, environment, community etc.
BAD_LINE_E:
MATCH@M:(An „education offer chain“ is proposed that means collaboration among faculties, schools, students and employers (of their future graduate students) in selecting courses at the faculty.===>Predlaže se “obrazovni lanac ponude” koji podrazumeva saradnju fakulteta, škola, studenata i poslodavaca (svojih budućih diplomiranih studenata) pri izboru kurseva fakulteta.)
MATCH@E:(An education offer chain is proposed that means collaboration among faculties, schools, students and employers (of their future graduate students) in selecting courses at the faculty.===>Predlaže se obrazovni lanac ponude koji podrazumeva saradnju fakulteta, škola, studenata i poslodavaca (svojih budućih diplomiranih studenata) pri izboru kurseva fakulteta.)
MATCH@M:(Integration and collaboration ensure that the faculty establish and maintain communication with all „target markets“.===>Integracija i saradnja omogućava da fakultet uspostavi i održava komunikaciju sa svim «ciljnim tržištima».)
MATCH@E:(Integration and collaboration ensure that the faculty establish and maintain communication with all target markets Šafter: 13Ë.===>Integracija i saradnja omogućava da fakultet uspostavi i održava komunikaciju sa svim «ciljnim tržištima» Šprema 13Ë.)
MATCH@M:(Besides the abovementioned collaboration in selecting courses, further proposed is collaboration among lecturers, students and employees in organizations in practice reasearch.===>Osim navedene sarad-nje pri izboru kurseva, predlaže se saradnja nastavnika, studenata i zaposlenih u organizacijama pri istraživanju prakse.)
MATCH@E:(Besides the abovementioned collaboration in selecting courses, further proposed is collaboration among lecturers, students and employees in organizations in practice reasearch.===>Osim navedene saradnje pri izboru kurseva, predlaže se saradnja nastavnika, studenata i zaposlenih u organizacijama pri istraživanju prakse.)
MATCH@M:(At „Harvard Business School“ (HBS) students are given opportunity to develop their practical skills in that they participate in projects and face the challenges of a particular organization.===>U okviru «Harvard Business School» (HBS) studenti imaju mogućnosti da razviju svoje praktične sposobnosti učestvujući u projektima i suočavajući se sa izazovima određene organizacije.)
MATCH@E:(At Harvard Business School (HBS) Š16Ë students are given opportunity to develop their practical skills in that they participate in projects and face the challenges of a particular organization.===>U okviru «Harvard Business School» (HBS) Š16Ë studenti imaju mogućnosti da razviju svoje praktične sposobnosti učestvujući u projektima i suočavajući se sa izazovima određene organizacije.)
MATCH@M:(A team composed of three to six students works on a project of strategic value for the organization and makes recommendations at the end of the term.===>Tim sastavljen od tri do šest studenata radi na projektu strategijske važnosti za organizaciju i sastavlja preporuke na kraju semestra.)
MATCH@E:(A team composed of three to six students works on a project of strategic value for the organization and makes recommendations at the end of the term.===>Tim sastavljen od tri do šest studenata radi na projektu strategijske važnosti za organizaciju i sastavlja preporuke na kraju semestra.)
MATCH@M:(Each team is expected to conduct research, analysis and to prepare the report and a final presentation - supported by the research results and recommendation.===>Od svakog tima se očekuje da sprovede istraživanja, analizu, pripremi izveštaj, finalnu prezentaciju - podržanu rezultatima istraživanja i preporukama.)
MATCH@E:(Each team is expected to conduct research, analysis and to prepare the report and a final presentation supported by the research results and recommendation.===>Od svakog tima se očekuje da sprovede istraživanja, analizu, pripremi izveštaj, finalnu prezentaciju podržanu rezultatima istraživanja i preporukama.)
MATCH@M:(In addition to the HBS example, faculties may influence interaction among teachers, students and practitioners (organizations) towards engagement of teachers and students in these organizations.===>Pored navedenog primera HBS, fakulteti bi mogli da utiču na interakcije nastavnika, studenata i praktičara (organizacija) u cilju angažovanja nastavnika i studenata u organizacijama.)
MATCH@E:(In addition to the HBS example, faculties may influence interaction among teachers, students and practitioners (organizations) towards engagement of teachers and students in these organizations.===>Pored navedenog primera HBS, fakulteti bi mogli da utiču na interakcije nastavnika, studenata i praktičara (organizacija) u cilju angažovanja nastavnika i studenata u organizacijama.)
MATCH@M:(The employees in the organizations should recognize the communication with teachers and students as an investment of time into the future (not as a „waste of time“).===>Zaposleni u organizacijama trebalo bi da shvate komunikacije sa nastavnicima i studentima kao ulaganje vremena u budućnost (a ne kao “gubitak vremena”).)
MATCH@E:(The employees in the organizations should recognize the communication with teachers and students as an investment of time into the future (not as a waste of time).===>Zaposleni u organizacijama trebalo bi da shvate komunikacije sa nastavnicima i studentima kao ulaganje vremena u budućnost (a ne kao gubitak vremena).)
MATCH@M:(Namely, in engaging teachers and students, organizations acquire new knowledge and ideas from young people who want to show their skills.===>Naime, organizacije angažovanjem nastavnika i studenata dolaze do novih znanja i ideja od strane mladih ljudi koji žele da pokažu svoje mogućnosti.)
MATCH@E:(Namely, in engaging teachers and students, organizations acquire new knowledge and ideas from young people who want to show their skills.===>Naime, organizacije angažovanjem nastavnika i studenata dolaze do novih znanja i ideja od strane mladih ljudi koji žele da pokažu svoje mogućnosti.)
MATCH@M:(Besides, organizations may choose among the best students and employ them.===>Osim navedenog, organizacije mogu da izaberu najbolje studente i zaposle ih.)
MATCH@E:(Besides, organizations may choose among the best students and employ them.===>Osim navedenog, organizacije mogu da izaberu najbolje studente i zaposle ih.)
MATCH@M:(Students are included into the activities of the organization, and teachers get an opportunity to use theoretical knowledge in practice.===>Studenti se uključuju u poslovanje organizacija, a nastavnici teorijska znanja primenjuju u praksi.)
MATCH@E:(Students are included into the activities of the organization, and teachers get an opportunity to use theoretical knowledge in practice.===>Studenti se uključuju u poslovanje organizacija, a nastavnici teorijska znanja primenjuju u praksi.)
MATCH@M:(Some 50 years ago, the „Polaroid“ company suggested that every business school should have their „own business“.===>U kompaniji «Polaroid» pre 50-ak godina predloženo je da bi svaka poslovna škola trebalo da ima „sopstveni biznis”.)
MATCH@E:(Some 50 years ago, the Polaroid company suggested that every business school should have their own business.===>U kompaniji «Polaroid» pre 50-ak godina predloženo je da bi svaka poslovna škola trebalo da ima sopstveni biznis.)
MATCH@M:(The ways of incorporating the teachers and the students into „prac-tice“ (engagement in problem solving) are: conducting this „business“, research for the purposes of other organizations, consultancies, etc.===>Načini uključivanja nastavnika i studenata „u praksu” (angažovanje u rešavanju problema organizacija) su: sprovođenje „sopstvenog biznisa”, istraživanja za potrebe drugih organizacija, konsultantske usluge itd.)
MATCH@E:(The ways of incorporating the teachers and the students into practice (engagement in problem solving) are: conducting this business, research for the purposes of other organizations, consultancies, etc.===>Načini uključivanja nastavnika i studenata u praksu (angažovanje u rešavanju problema organizacija) su: sprovođenje sopstvenog biznisa, istraživanja za potrebe drugih organizacija, konsultantske usluge itd.)
MATCH@M:(Instead of having a gap between the „academics“ and the „practi-tioners“ there should be collaboration.===>Umesto jaza između «teorije» i «prak-se» potrebna je integracija; umesto jaza između «teo-retičara» i «praktičara» potrebna je saradnja.)
MATCH@E:(Instead of having a gap between the academics and the practitioners there should be collaboration.===>Umesto jaza između «teorije» i «prakse» potrebna je integracija; umesto jaza između «teoretičara» i «praktičara» potrebna je saradnja.)
MATCH@M:(Theoreticians need practical knowledge in as much as the prectition-ers need theory.===>Teoretičarima su potrebna praktična znanja, kao što su i praktičarima potrebna teorijska znanja.)
MATCH@E:(Theoreticians need practical knowledge in as much as the prectitioners need theory.===>Teoretičarima su potrebna praktična znanja, kao što su i praktičarima potrebna teorijska znanja.)
MATCH@M:(A simple answer would be: by modern curricula and methods.===>Jednostavan odgovor bi glasio: savremenim nastavnim programima i metodama.)
MATCH@E:(A simple an swer would be: by modern curricula and methods.===>Jednostavan odgovor bi glasio: savremenim nastavnim programima i metodama.)
MATCH@M:(Therefore, it is „only“ necessary to define and implement modern curricula and methodologies at the faculties.===>Dakle, potrebno je «samo» definisati i primenjivati savremene nastavne programe i metode na fakultetima.)
MATCH@E:(Therefore, it is only necessary to define and implement modern curricula and methodologies at the faculties.===>Dakle, potrebno je «samo» definisati i primenjivati savremene nastavne programe i metode na fakultetima.)
MATCH@M:(Integrated - theoretical and practical knowledge results from joint, complementary actions of knowledge and interactions among lecturers/researchers, practitioners and students.===>Integrisana - teorijsko-praktična znanja rezultat su komplementarnog dejstva znanja i interakcija nastav-nika/istraživača, praktičara i studenata.)
MATCH@E:(Integrated theoretical and practical knowledge results from joint, complementary actions of knowledge and interactions among lecturers/researchers, practitioners and students.===>Integrisana teorijsko-praktična znanja rezultat su komplementarnog dejstva znanja i interakcija nastavnika/istraživača, praktičara i studenata.)
MATCH@M:(Integrated - theoretical and practical students’ knowledge results from the complementary actions of multidisciplinary curricula and methodologies.===>Integrisana -teorijsko-praktična znanja studenata rezultat su komplementarnog dejstva multidisciplinarnih nastavnih programa i metoda.)
MATCH@E:(Integrated theoretical and practical students knowledge results from the complementary actions of multidisciplinary curricula and methodologies.===>Integrisana teorijsko-praktična znanja studenata rezultat su komplementarnog dejstva multidisciplinarnih nastavnih programa i metoda.)
MATCH@M:(The teaching method is necessary, it is effective in learning theoretical bases and principles, however, it is not enough.===>Metod predavanja je potreban, efektivan je za učenje teorijskih osnova i principa, ali nije dovoljan.)
MATCH@E:(The teaching method is necessary, it is effective in learning theoretical bases and principles, however, it is not enough.===>Metod predavanja je potreban, efektivan je za učenje teorijskih osnova i principa, ali nije dovoljan.)
MATCH@M:(In order that the students apply the learned theory, the teaching process should include case studies.===>Da bi studenti primenjivali naučene teorijske osnove u nastavi bi trebalo da se koriste studije slučaja.)
MATCH@E:(In order that the students apply the learned theory, the teaching process should include case studies.===>Da bi studenti primenjivali naučene teorijske osnove u nastavi bi trebalo da se koriste studije slučaja.)
MATCH@M:(Of special importance is the students’ engagement in organizations („practice“) in the course of their studies.===>Od posebnog značaja je angažovanje studenata u organizacijama («praksi») tokom studiranja.)
MATCH@E:(Of special importance is the students engagement in organizations (practice) in the course of their studies.===>Od posebnog značaja je angažovanje studenata u organizacijama («praksi») tokom studiranja.)
MATCH@M:(Faculties can: compose and apply modern teaching programmes and methods, have their own business, institutes, or conduct research for other organizations, provide consulting services, etc; engage students (in performing additional activities); and/or establish and maintain communication with other organizations in which students acquire additional - practical knowledge (skills); and thus ensure that the students acquire integrated knowledge.===>Fakulteti mogu da: sastave i primenjuju savremene nastavne programe i metode; imaju sopstveni biznis, institute, ili da sprovode istraživanja za potrebe drugih organizacija, bave se konsaltingom itd.; angažuju studente (pri sprovođenju dodatnih aktivnosti); i/ili uspostave i održavaju komunikacije sa drugim organizacijama u kojima studenti stiču dodatna - praktična znanja; i na prethodno navedene načine omoguće svojim studentima sticanje integrisanih znanja.)
MATCH@E:(Faculties can: compose and apply modern teaching programmes and methods, have their own business, institutes, or conduct research for other organizations, provide consulting services, etc; engage students (in performing additional activities); and/or establish and maintain communication with other organizations in which students acquire additional practical knowledge (skills); and thus ensure that the students acquire integrated knowledge.===>Fakulteti mogu da: sastave i primenjuju savremene nastavne programe i metode; imaju sopstveni biznis, institute, ili da sprovode istraživanja za potrebe drugih organizacija, bave se konsaltingom itd.; angažuju studente (pri sprovođenju dodatnih aktivnosti); i/ili uspostave i održavaju komunikacije sa drugim organizacijama u kojima studenti stiču dodatna praktična znanja; i na prethodno navedene načine omoguće svojim studentima sticanje integrisanih znanja.)
MATCH@M:(By acquisition of theoretical and practical knowledge graduate students will be qualified to tackle multidisciplinary issues of organizations and/or economy.===>Sticanjem teorijskih i praktičnih znanja diplomirani studenti će biti osposobljeni da rešavaju multidisciplinarna pitanja organizacija i/ili privrede.)
MATCH@E:(By acquisition of theoretical and practical knowledge graduate students will be qualified to tackle multidisciplinary issues of organizations and/or economy. ~~~ 4.===>Sticanjem teorijskih i praktičnih znanja diplomirani studenti će biti osposobljeni da rešavaju multidisciplinarna pitanja organizacija i/ili privrede. 4.)
MATCH@M:(So, “7P’s“ are: products/service, people, process, physical evidence, price, promotion and place/distribution.===>Dakle «7P» predstavljaju: proizvodi/usluge (product/ service), ljudi (people), proces usluživanja (process), uslužni ambijent (physical evidence), cena (price), promocija (promotion) i kanali distribucije (place/distribution).)
MATCH@E:(So, 7Ps are: products/service, people, process, physical evidence, price, promotion and place/distribution.===>Dakle «7P» predstavljaju: proizvodi/usluge (product/ service), ljudi (people), proces usluživanja (process), uslužni ambijent (physical evidence), cena (price), promocija (promotion) i kanali distribucije (place/distribution).)
MATCH@M:(Faculty may position and differentiate themselves on the bases of the marketing mix tools - quality services - primarily education, curricula, scientific research results teachers obtained, employees’ politeness, physical evidence, the service rendering process, price, distribution and promotion.===>Fakulteti mogu da se pozicioniraju i diferenciraju na osnovu instrumenata marketing miksa - kvalitetnih usluga - pre svega obrazovanja, nastavnih programa, naučnoistraživačkih rezultata nastavnika, ljubaznošću zaposlenih, uslužnog ambijenta, procesa usluživanja, cena usluga, distribucije i promocije.)
MATCH@E:(Faculty may position and differentiate themselves on the bases of the marketing mix tools quality services primarily education, curricula, scientific research results teachers obtained, employees politeness, physical evidence, the service rendering process, price, distribution and promotion.===>Fakulteti mogu da se pozicioniraju i diferenciraju na osnovu instrumenata marketing miksa kvalitetnih usluga pre svega obrazovanja, nastavnih programa, naučnoistraživačkih rezultata nastavnika, ljubaznošću zaposlenih, uslužnog ambijenta, procesa usluživanja, cena usluga, distribucije i promocije.)
MATCH@M:(Internal marketing means the development of an internal organizational infrastructure ensuring the delivery of value.===>Interni marketing podrazumeva razvoj interne organizacione infrastrukture koja omogućava isporuku vrednosti.)
MATCH@E:(Internal marketing means the development of an internal organizational infrastructure ensuring the delivery of value Šafter: 18Ë.===>Interni marketing podrazumeva razvoj interne organizacione infrastrukture koja omogućava isporuku vrednosti Šprema 18Ë.)
MATCH@M:(The basis of a faculty’s success is providing service - benefit to students.===>Osnova uspeha fakulteta je pružanje koristi - vrednosti studentima.)
MATCH@E:(The basis of a facultys success is providing service benefit to students.===>Osnova uspeha fakulteta je pružanje koristi vrednosti studentima.)
MATCH@M:(Students enter a particular faculty because of the benefit perceived.===>Studenti upisuju određeni fakultet zbog percipiranih koristi.)
MATCH@E:(Students enter a particular faculty because of the benefit perceived.===>Studenti upisuju određeni fakultet zbog percipiranih koristi.)
MATCH@M:(The crucial benefit is the opportunity of acquiring education and knowledge (and getting a job and further promotion based on these).===>Ključna korist je mogućnost sticanja obrazovanja i znanja (i na osnovu istog dobijanje posla i dalje napredovanje).)
MATCH@E:(The crucial benefit is the opportunity of acquiring education and knowledge (and getting a job and further promotion based on these).===>Ključna korist je mogućnost sticanja obrazovanja i znanja (i na osnovu istog dobijanje posla i dalje napredovanje).)
MATCH@M:(Marketing activities should be directed primarily towards education as a basic value.===>Marketing aktivnosti bi trebalo da budu usmerene pre svega ka obrazovanju kao osnovnoj vrednosti.)
MATCH@E:(Marketing activities should be directed primarily towards education as a basic value.===>Marketing aktivnosti bi trebalo da budu usmerene pre svega ka obrazovanju kao osnovnoj vrednosti.)
MATCH@M:(If not, everybody loses - faculties, employees, students and the society in general.===>U suprotnom, gube svi - fakulteti, zaposleni, studenti i društvo u celini.)
MATCH@E:(If not, everybody loses faculties, employees, students Šafter:18Ë and the society in general.===>U suprotnom, gube svi fakulteti, zaposleni, studenti Šprema 19Ë i društvo u celini.)
MATCH@M:(The quality of services at a faculty depends on the expertise and motivation of the employees, especially teachers.===>Kvalitet usluga na fakultetu zavisi od stručnosti i mo-tivisanosti zaposlenih, a posebno nastavnika.)
MATCH@E:(The quality of services at a faculty depends on the expertise and motivation of the employees, especially teachers.===>Kvalitet usluga na fakultetu zavisi od stručnosti i motivisanosti zaposlenih, a posebno nastavnika.)
MATCH@M:(A good management should carry out a clearly set vision and mission.===>Dobar menadžment bi trebalo da ostvaruje jasno postavljenu viziju i misiju.)
MATCH@E:(A good management should carry out a clearly set vision and mission.===>Dobar menadžment bi trebalo da ostvaruje jasno postavljenu viziju i misiju.)
MATCH@M:(In addition to the marketing activities aimed at the students, of special importance are marketing activities oriented towards teachers, as well as recruiting of appropriate personnel.===>Pored marketing aktivnosti usmerenih prema studentima, od posebnog značaja su marketing aktivnosti usmerene ka nastavnicima i obezbeđivanje stručnog kadra.)
MATCH@E:(In addition to the marketing activities aimed at the students, of special importance are marketing activities oriented towards teachers, as well as recruiting of appropriate personnel.===>Pored marketing aktivnosti usmerenih prema studentima, od posebnog značaja su marketing aktivnosti usmerene ka nastavnicima i obezbeđivanje stručnog kadra.)
MATCH@M:(Faculties should encourage scientific research; participation in seminars, symposia and other activities aimed at improving scientific and research results.===>Fakulteti bi trebalo da podstiču nauč-noistraživački rad; učešće na seminarima, skupovima i druge aktivnosti usmerene ka poboljšanju naučnoi-straživačkih rezultata.)
MATCH@E:(Faculties should encourage scientific research; participation in seminars, symposia and other activities aimed at improving scientific and research results.===>Fakulteti bi trebalo da podstiču naučnoistraživački rad; učešće na seminarima, skupovima i druge aktivnosti usmerene ka poboljšanju naučnoistraživačkih rezultata.)
MATCH@M:(What is necessary, therefore, is the coordination of management, teaching staff, administration and technical staff as well as the employees’ committment to the faculty.===>Potrebna je koordinacija me-nadžmenta, nastavnika, administrativnog i pomoćnog osoblja i posvećenost zaposlenih fakultetu.)
MATCH@E:(What is necessary, therefore, is the coordination of management, teaching staff, administration and technical staff as well as the employees committment to the faculty.===>Potrebna je koordinacija menadžmenta, nastavnika, administrativnog i pomoćnog osoblja i posvećenost zaposlenih fakultetu. ~~~ Fakulteti mogu da se pozicioniraju i diferenciraju na osnovu procesa usluživanja načina pružanja usluga.)
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BAD_LINE_M:What is necessary, therefore, is the coordination of management, teaching staff, administration and technical staff as well as the employees’ committment to the faculty.
BAD_LINE_M:Potrebna je koordinacija me-nadžmenta, nastavnika, administrativnog i pomoćnog osoblja i posvećenost zaposlenih fakultetu.
BAD_LINE_E:What is necessary, therefore, is the coordination of management, teaching staff, administration and technical staff as well as the employees committment to the faculty.
BAD_LINE_E:Potrebna je koordinacija menadžmenta, nastavnika, administrativnog i pomoćnog osoblja i posvećenost zaposlenih fakultetu. ~~~ Fakulteti mogu da se pozicioniraju i diferenciraju na osnovu procesa usluživanja načina pružanja usluga.
MATCH@M:(Physical evidence - location, premises, number of students in a group, equipment - may affect students’ perception of the service quality.===>Uslužni ambijent - lokacija, prostor, broj studenata u grupi, oprema - može da utiče na percepcije studenata u pogledu kvaliteta usluga.)
MATCH@E:(Physical evidence location, premises, number of students in a group, equipment may affect students perception of the service quality.===>Uslužni ambijent lokacija, prostor, broj studenata u grupi, oprema - može da utiče na percepcije studenata u pogledu kvaliteta usluga.)
MATCH@M:(The prices of symposia, research and consultancy for adults and for organizations should be aligned to the value of the offer.===>Cene seminara, istraživanja i konsultantskih usluga za odrasle i organizacije trebalo bi da budu usklađene sa vrednošću ponude.)
MATCH@E:(The prices of symposia, research and consultancy for adults and for organizations should be aligned to the value of the offer.===>Cene seminara, istraživanja i konsultantskih usluga za odrasle i organizacije trebalo bi da budu usklađene sa vrednošću ponude.)
MATCH@M:(Virtual faculties are of special importance for poor students (families) and/or working people who wish to study but lack financial means and/ot time to attend classic lectures.===>Virtuelni fakulteti su od posebnog značaja za siromašne učenike/studente (porodice) i/ili zaposlene koji hoće da studiraju ali nemaju finansijske mogućnosti i/ili vreme za klasična predavanja.)
MATCH@E:(Virtual faculties are of special importance for poor students (families) and/or working people who wish to study but lack financial means and/ot time to attend classic lectures.===>Virtuelni fakulteti su od posebnog značaja za siromašne učenike/studente (porodice) i/ili zaposlene koji hoće da studiraju ali nemaju finansijske mogućnosti i/ili vreme za klasična predavanja.)
MATCH@M:(Faculties establish and maintain communication with various segments of public (secondary and grammar school students and directors, students’ parents, present and prospective students, respective ministries of the government, media, local community and broad public).===>Fakulteti uspostavljaju i održavaju komunikacije sa različitim segmentima javnosti (učenicima i direktorima srednjih škola i gimnazija; roditeljima učenika i/ili studenata; postojećim i potencijalnim studentima; odgovarajućim ministarstvima vlade; medijima; lokalnom i širom javnošću).)
MATCH@E:(Faculties establish and maintain communication with various segments of public (secondary and grammar school students and directors, students parents, present and prospective students, respective ministries of the government, media, local community and broad public).===>Fakulteti uspostavljaju i održavaju komunikacije sa različitim segmentima javnosti (učenicima i direktorima srednjih škola i gimnazija; roditeljima učenika i/ili studenata; postojećim i potencijalnim studentima; odgovarajućim ministarstvima vlade; medijima; lokalnom i širom javnošću).)
MATCH@M:(To communicate with students, they need to approach secondary and grammar school directors and teaching staff.===>Za komunikaciju sa učenicima potrebna je komunikacija sa direktorima i nastavnicima srednjih škola i gimnazija.)
MATCH@E:(To communicate with students, they need to approach secondary and grammar school directors and teaching staff.===>Za komunikaciju sa učenicima potrebna je komunikacija sa direktorima i nastavnicima srednjih škola i gimnazija.)
MATCH@M:(The basic ways of integrated marketing communications are advertizing, publis relations, direct marketing, promoting sales and personalised sales.===>Osnovni načini integri-sanih marketing komunikacija su oglašavanje, odnosi sa javnošću, direktni marketing, unapređenje prodaje i lična prodaja.)
MATCH@E:(The basic ways of integrated marketing communications are advertizing, publis relations, direct marketing, promoting sales and personalised sales.===>Osnovni načini integrisanih marketing komunikacija su oglašavanje, odnosi sa javnošću, direktni marketing, unapređenje prodaje i lična prodaja.)
MATCH@M:(Faculties may advertize their services by way of printed and electronic media (printed advertisements, newspaper and journal articles, brochures, bills, flyers, bil-boards, promotive materials, radio and TV spots, websites, banners, CD, etc).===>Fakulteti mogu da oglašavaju svoje usluge putem štampanih i elektronskih medija (štampanih oglasa, članaka u novinama i specijalizovanim časopisima, brošura, plakata, bilborda, promotivnog materijala; radio i tv spotova, sajta, banera, CD-a itd.).)
MATCH@E:(Faculties may advertize their services by way of printed and electronic media (printed advertisements, newspaper and journal articles, brochures, bills, flyers, bilboards, promotive materials, radio and TV spots, websites, banners, CD, etc).===>Fakulteti mogu da oglašavaju svoje usluge putem štampanih i elektronskih medija (štampanih oglasa, članaka u novinama i specijalizovanim časopisima, brošura, plakata, bilborda, promotivnog materijala; radio i tv spotova, sajta, banera, CD-a itd.).)
MATCH@M:(Especially effective is word-of-mouth advertizing (recommendations) from satisfied students and other segments of public.===>Posebno je efektivno “usmeno oglašavanje” (preporuke) od strane zadovoljnih studenata i ostalih segmenata javnosti.)
MATCH@E:(Especially effective is word-ofmouth advertizing (recommendations) from satisfied students and other segments of public.===>Posebno je efektivno usmeno oglašavanje (preporuke) od strane zadovoljnih studenata i ostalih segmenata javnosti.)
MATCH@M:(Faculties may hire referent individuals (e.g. particular lecturers, graduate students of the faculty who became successful businessmen, famous and recognized personalities) to do the promotions.===>Fakulteti mogu da angažuju referentne pojedince (npr. određene nastavnike, diplomirane studenate fakulteta koji su postali uspešni poslovni ljudi, poznate i priznate ličnosti) pri promociji.)
MATCH@E:(Faculties may hire referent individuals (e.g. particular lecturers, graduate students of the faculty who became successful businessmen, famous and recognized personalities) to do the promotions.===>Fakulteti mogu da angažuju referentne pojedince (npr. određene nastavnike, diplomirane studenate fakulteta koji su postali uspešni poslovni ljudi, poznate i priznate ličnosti) pri promociji.)
MATCH@M:(In addition to this „one way monologue“ of the faculty (by advertizing), of special importance is a „two way dialogue“ - direct communication (with current as well as with prospective students, their parents and other target segments) on the basis of direct marketing.===>Uz «jednosmerni monolog» fakulteta (putem oglašavanja), od posebnog značaja je «dvosmerni dijalog» -direktna komunikacija (sa aktuelnim i potencijalnim studentima, njihovim roditeljima i ostalim ciljnim segmentima) na osnovu direktnog marketinga.)
MATCH@E:(In addition to this one way monologue of the faculty (by advertizing), of special importance is a two way dialogue direct communication (with current as well as with prospective students, their parents and other target segments) on the basis of direct marketing.===>Uz «jednosmerni monolog» fakulteta (putem oglašavanja), od posebnog značaja je «dvosmerni dijalog» direktna komunikacija (sa aktuelnim i potencijalnim studentima, njihovim roditeljima i ostalim ciljnim segmentima) na osnovu direktnog marketinga.)
MATCH@M:(Direct communication may be conducted at the faculty (with the public relations service and/or manager, with the dean, teaching staff, students) in the high school or the grammar school (oral presentation and appropriate promotive aids - on the basis of CD’s, DVD’s), by telephone, classic or electronic mail (e-mail) etc.===>Direktna komunikacija može da se sprovodi na fakultetu (sa službom i/ili menadžerom za odnose sa javnošću, dekanom, nastavnicima, studentima), u srednjoj školi/gim-naziji (usmenom prezentacijom i odgovarajućim promotivnim sredstvima - na osnovu CD-a, DVD-a), putem telefona, klasične, elektronske pošte (e-mail) itd.)
MATCH@E:(Direct communication may be conducted at the faculty (with the public relations service and/or manager, with the dean, teaching staff, students) in the high school or the grammar school (oral presentation and appropriate promotive aids on the basis of CDs, DVDs), by telephone, classic or electronic mail (e-mail) etc.===>Direktna komunikacija može da se sprovodi na fakultetu (sa službom i/ili menadžerom za odnose sa javnošću, dekanom, nastavnicima, studentima), u srednjoj školi/gimnaziji (usmenom prezentacijom i odgovarajućim promotivnim sredstvima na osnovu CD-a, DVD-a), putem telefona, klasične, elektronske pošte (e-mail) itd.)
MATCH@M:(Internet marketing provides a faster and more direct communication.===>Internet marketing omogućava bržu i direktniju komunikaciju.)
MATCH@E:(Internet marketing provides a faster and more direct communication.===>Internet marketing omogućava bržu i direktniju komunikaciju.)
MATCH@M:(Faculties may use websites to present their services, they may advertise by way of banners (ads on the internet); while the teaching staff and/or services can reply to enquiries promptly, by e-mail.===>Fakulteti putem sajta mogu da predstave svoje usluge; oglašavaju se putem banera (oglasa na Internetu); a nastavnici i/ili odgovarajuće službe putem elektronske pošte mogu brzo odgovore na pitanja.)
MATCH@E:(Faculties may use websites to present their services, they may advertise by way of banners (ads on the internet); while the teaching staff and/or services can reply to enquiries promptly, by e-mail.===>Fakulteti putem sajta mogu da predstave svoje usluge; oglašavaju se putem banera (oglasa na Internetu); a nastavnici i/ili odgovarajuće službe putem elektronske pošte mogu brzo odgovore na pitanja.)
MATCH@M:(Promotion can be conducted on the basis of improvimg sales - granting free scholarships for the best students, organizing specialized fairs, etc.===>Promocija može da se sprovodi na osnovu unapređenja prodaje - obezbeđivanjem besplatnih školarina za najbolje studente, specijalizovanih sajmova itd.)
MATCH@E:(Promotion can be conducted on the basis of improvimg sales granting free scholarships for the best students, organizing specialized fairs, etc.===>Promocija može da se sprovodi na osnovu unapređenja prodaje - obezbeđivanjem besplatnih školarina za najbolje studente, specijalizovanih sajmova itd.)
MATCH@M:(One university developed the “student ambassador programme“ according to which each applicant student is assigned a student currently attending classes.===>Jedan univerzitet je razvio «program studenata ambasadora» prema kome se za svakog prijavljenog kandidata pri upisu na univerzitet angažuje po jedan upisani student.)
MATCH@E:(One university developed the student ambassador programme according to which each applicant student is assigned a student currently attending classes.===>Jedan univerzitet je razvio «program studenata ambasadora» prema kome se za svakog prijavljenog kandidata pri upisu na univerzitet angažuje po jedan upisani student.)
MATCH@M:(The so-called student ambassador replies to any enquiries the applicant might pose, from the moment of application until he enters university.===>Tzv. student ambasador odgovara na sva pitanja prijavljenog kandidata od momenta prijave do upisa na univerzitet.)
MATCH@E:(The so-called student ambassador replies to any enquiries the applicant might pose, from the moment of application until he enters university Š12Ë.===>Tzv. student ambasador odgovara na sva pitanja prijavljenog kandidata od momenta prijave do upisa na univerzitet Š12Ë.)
MATCH@M:(All the above mentioned elements are important for the students’ satisfaction, the faculty’s image, a university reputation and an increase in the number of applications.===>Svi prethodno navedeni elementi utiču na zadovoljstvo studenata, dobar imidž, prepoznatljivo ime fakulteta, povećanje broja prijavljenih kandidata za upis na fakultet.)
MATCH@E:(All the above mentioned elements are important for the students satisfaction, the facultys image, a university reputation and an increase in the number of applications.===>Svi prethodno navedeni elementi utiču na zadovoljstvo studenata, dobar imidž, prepoznatljivo ime fakulteta, povećanje broja prijavljenih kandidata za upis na fakultet.)
MATCH@M:(Reputed universities get resources, and therefore the best lecturers and the best students.===>Univerziteti sa najvećim ugledom privlače sredstava, a stoga i najbolje nastavnike i najuspešnije studente.)
MATCH@E:(The best reputed universities get resources, and therefore the best lecturers and the best students.===>Univerziteti sa najvećim ugledom privlače sredstava, a stoga i najbolje nastavnike i najuspešnije studente.)
MATCH@M:(They are also reputed for the best research.===>Takođe obavljaju najbolja istraživanja.)
MATCH@E:(They are also reputed for the best research.===>Takođe obavljaju najbolja istraživanja.)
MATCH@M:(The best reputed brand is the one that wins.===>Brend sa najvećim ugledom je onaj koji pobeđuje.)
MATCH@E:(The best reputed brand is the one that wins.===>Brend sa najvećim ugledom je onaj koji pobeđuje.)
MATCH@M:(Similarly to many commercial brands, the university brand is a combination of services, communication, behaviour and environment.===>Kao i kod mnogih komercijalnih brendova, univerzitetski brend je kombimacije usluga, komunikacije, ponašanja i okruženja.)
MATCH@E:(Similarly to many commercial brands, the university brand is a combination of services, communication, behaviour and environment.===>Kao i kod mnogih komercijalnih brendova, univerzitetski brend je kombimacije usluga, komunikacije, ponašanja i okruženja.)
MATCH@M:(The key role, of course, is played by the service.===>Usluga je ovde, naravno, ključna.)
MATCH@E:(The key role, of course, is played by the service.===>Usluga je ovde, naravno, ključna.)
MATCH@M:(However, communication, especially with graduate students who are sometimes prospective donors as well, is also important.===>Ali, komunikacija, posebno sa nekadašnjim studentima koji su često i potencijalni donatori, je takođe važna.)
MATCH@E:(However, communication, especially with graduate students who are sometimes prospective donors as well, is also important.===>Ali, komunikacija, posebno sa nekadašnjim studentima koji su često i potencijalni donatori, je takođe važna.)
MATCH@M:(The American universities always have this in mind.===>Američki univerziteti ovo nikada ne gube iz vida.)
MATCH@E:(The American universities always have this in mind.===>Američki univerziteti ovo nikada ne gube iz vida.)
MATCH@M:(Their graduate student network is based on a simple premise of reciprocity - we gave you something, now it is your turn to pay back.===>Njihova mreža diplomiranih studenata zasnovana je na jednostavnoj pretpostavci reciprociteta - dobili ste nešto od nas, sada nam uzvratite.)
MATCH@E:(Their graduate student network is based on a simple premise of reciprocity we gave you something, now it is your turn to pay back.===>Njihova mreža diplomiranih studenata zasnovana je na jednostavnoj pretpostavci reciprociteta dobili ste nešto od nas, sada nam uzvratite.)
MATCH@M:(American universities receive enormous summs from their former students“.===>Američki univerziteti dobij aj u ogromne sume od svojih bivših studenata».)
MATCH@E:(American universities receive enormous summs from their former students.===>Američki univerziteti dobijaju ogromne sume od svojih bivših studenata».)
MATCH@M:(The graduate students care profoundly about the image of the faculty they graduated from.===>Diplomiranim studentima određenog fakulteta je značajan imidž fakulteta koji su završili.)
MATCH@E:(The graduate students care profoundly about the image of the faculty they graduated from.===>Diplomiranim studentima određenog fakulteta je značajan imidž fakulteta koji su završili.)
MATCH@M:(Therefore, faculties should continue communications with their graduate students.===>U skladu sa navedenim fakulteti bi trebalo da nastave komunikacije sa svojim diplomiranim studentima.)
MATCH@E:(Therefore, faculties should continue communications with their graduate students.===>U skladu sa navedenim fakulteti bi trebalo da nastave komunikacije sa svojim diplomiranim studentima.)
MATCH@M:(Faculties can create and update the databases of their graduate and successful students.===>Fakulteti mogu da kreiraju i ažuriraju bazu podataka o diplomiranim i uspešnim studentima.)
MATCH@E:(Faculties can create and update the databases of their graduate and successful students.===>Fakulteti mogu da kreiraju i ažuriraju bazu podataka o diplomiranim i uspešnim studentima.)
MATCH@M:(Actually, graduate students get jobs and they still need additional training and specialisation (e.g. continuing studies and/or symposia) and/or research and/or consulting for the organization they are currently employed in.===>Naime, diplomirani studenti postaju zaposlene osobe kojima je potrebno dodatno usavršavanje (npr. nastavak studiranja i/ili seminari) i/ili istraživanja i/ili konsalting za organizaciju u kojoj rade.)
MATCH@E:(Actually, graduate students get jobs and they still need additional training and specialisation (e.g. continuing studies and/or symposia) and/or research and/or consulting for the organization they are currently employed in.===>Naime, diplomirani studenti postaju zaposlene osobe kojima je potrebno dodatno usavršavanje (npr. nastavak studiranja i/ili seminari) i/ili istraživanja i/ili konsalting za organizaciju u kojoj rade.)
MATCH@M:(Also, satisfied students convey their feeling of satisfaction and experience to their colleagues and friends, so the faculty gets an additional promotion.===>Takođe, zadovoljni studenti prenose svoje zadovoljstvo i iskustva na svoje kolege i prijatelje, tako da se dodatno i najefektivnije promoviše fakultet.)
MATCH@E:(Also, satisfied students convey their feeling of satisfaction and experience to their colleagues and friends, so the faculty gets an additional promotion.===>Takođe, zadovoljni studenti prenose svoje zadovoljstvo i iskustva na svoje kolege i prijatelje, tako da se dodatno i najefektivnije promoviše fakultet.)
MATCH@M:(On having conducted these activities, it is necessary to believe that “the employees will live the brand“.===>Nakon sprovođenja navedenih aktivnosti, potrebno je poverenje «u svoje zaposlene da će oni živeti brend» .)
MATCH@E:(On having conducted these activities, it is necessary to believe that the employees will live the brand Šafter: 20, p. 89Ë. 5.===>Nakon sprovođenja navedenih aktivnosti, potrebno je poverenje «u svoje zaposlene da će oni živeti brend» Šprema 20, str. 89Ë. 5.)
MATCH@M:(Marketing oriented faculties are oriented towards target segments such as: students (current and prospective), (students’) parents, adults, employees, organizations and public (the Government of the Republic of Serbia, especially Ministries, the media, citizens, local and broader communities).===>Marketinški orijentisani fakulteti su usmereni ka ciljnim segmentima kao što su: studenti (postojeći i potencijalni), roditelji (učenika - studenata), odrasli, zaposleni, organizacije i javnost (vlada Republike Srbije - posebno odgovarajuća ministarstva, mediji, građani, lokalna i šira javnost).)
MATCH@E:(Conclusion Marketing oriented faculties are oriented towards target segments such as: students (current and prospective), (students) parents, adults, employees, organizations and public (the Government of the Republic of Serbia especially the respective ministries, media, cit izens, local and broader communities).===>Zaključak Marketinški orijentisani fakulteti su usmereni ka ciljnim segmentima kao što su: studenti (postojeći i potencijalni), roditelji (učenika - studenata), odrasli, zaposleni, organizacije i javnost (vlada Republike Srbije posebno odgovarajuća ministarstva, mediji, građani, lokalna i šira javnost).)
MATCH@M:(Due to the changes in the environment, relationship marketing, i.e., creating, developing and maintaining relations with students and business partners, is becoming increasingly important.===>Zbog promena u okruženju od posebnog značaja je relacioni marketing, tj. stvaranje, razvoj i održavanje odnosa sa studentima i poslovnim partnerima.)
MATCH@E:(Due to the changes in the environment, relationship marketing, i.e., creating, developing and maintaining relations with students and business partners, is becoming increasingly important.===>Zbog promena u okruženju od posebnog značaja je relacioni marketing, tj. stvaranje, razvoj i održavanje odnosa sa studentima i poslovnim partnerima.)
MATCH@M:(The findings showed that the company offers a beer of high quality, which is marketed as a premium beer and it has a higher price than the other beers of the same category.===>Naši zaključci su pokazali da ova kompanija nudi pivo visokog kvaliteta, koje se reklamira kao premijum pivo i ima visu cenu od ostalih piva u svojoj kategoriji.)
MATCH@E:(The findings showed that the company offers a beer of high quality, which is marketed as a premium beer and it has a higher price than the other beers of the same category.===>Naši zaključci su pokazali da ova kompanija nudi pivo visokog kvaliteta, koje se reklamira kao premijum pivo i ima višu cenu od ostalih piva u svojoj kategoriji.)
MATCH@M:(The company employs marketing practices to increase its market share to convince consumers to drink beer in any occasion and women to change their attitude towards beer.===>Kompanija primenjuje marketinške postupke kako bi povećala svoj udeo u tržištu i ubedila potrošače da pivo konzumiraju u svakoj prilici, a žene da promene svoj stav prema pivu.)
MATCH@E:(The company employs marketing practices to increase its market share to convince consumers to drink beer in any occasion and women to change their attitude towards beer.===>Kompanija primenjuje marketinške postupke kako bi povećala svoj udeo u tržištu i ubedila potrošače da pivo konzumiraju u svakoj prilici, a žene da promene svoj stav prema pivu.)
MATCH@M:(This paper is one of the very few so far that have provided an insight in the production and marketing of beer in the Greek market.===>Ovaj rad spada u malobrojne do sada objavljene radove koji pružaju uvid u proizvodnju i marketing piva na grčkom tržištu.)
MATCH@E:(This paper is one of the very few so far that have provided an insight in the production and marketing of beer in the Greek market.===>Ovaj rad spada u malobrojne do sada objavljene radove koji pružaju uvid u proizvodnju i marketing piva na grčkom tržištu.)
MATCH@M:(The results of the study support the findings of other studies mentioned in the literature and they can be of definite interest and potential value to managers in this sector.===>Rezultati studije potkrepljuju zaključke drugih studija koje smo pomenuli u literaturi i svakako će biti interesantni i potencijalno značajni za menadžere u ovom sektoru.)
MATCH@E:(The results of the study support the findings of other studies mentioned in the literature and they can be of definite interest and potential value to managers in this sector. ~~~ 1.===>Rezultati studije potkrepljuju zaključke drugih studija koje smo pomenuli u literaturi i svakako će biti interesantni i potencijalno značajni za menadžere u ovom sektoru. 1.)
MATCH@M:(Today the beer is manufactured in 110 breweries around the world and the yeast is transported from the factory in Nederland to all the breweries to maintain the high quality of the beer.===>Danas se ovo pivo proizvodi u 110 pivara širom sveta, a da bi se održao kvalitet piva, kvas se u sve pivare dovozi iz fabrike u Holandiji.)
MATCH@E:(Today the beer is manufactured in 110 breweries around the world and the yeast is transported from the factory in Nederland to all the breweries to maintain the high quality of the beer.===>Danas se ovo pivo proizvodi u 110 pivara širom sveta, a da bi se održao kvalitet piva, kvas se u sve pivare dovozi iz fabrike u Holandiji.)
MATCH@M:(The biggest standard lagers on draught are Heineken, Carlsberg, Carling, Foster's and Castlemaine XXXX.===>Najrasprostranjenija standardna lager piva na točenje su Heineken, Carlsberg, Carling, Foster’s i Castlemaine XXXX.)
MATCH@E:(The biggest standard lagers on draught are Heineken, Carlsberg, Carling, Foster's and Castlemaine XXXX.===>Ipak, poslednjih godina u evropskim zemljema oseća se slab pad u potrošnji piva (BMC, 2005).)
BAD_LINE_=============================================================
BAD_LINE_M:The biggest standard lagers on draught are Heineken, Carlsberg, Carling, Foster's and Castlemaine XXXX.
BAD_LINE_M:Najrasprostranjenija standardna lager piva na točenje su Heineken, Carlsberg, Carling, Foster’s i Castlemaine XXXX.
BAD_LINE_E:The biggest standard lagers on draught are Heineken, Carlsberg, Carling, Foster's and Castlemaine XXXX.
BAD_LINE_E:Ipak, poslednjih godina u evropskim zemljema oseća se slab pad u potrošnji piva (BMC, 2005).
MATCH@M:(Beer can accompany all types of food snacks, sandwiches and even mussels!===>Pivo se pije uz sve vrste grickalica, sendviča, čak i uz školjke (mušule)!)
MATCH@E:(Beer can accompany all types of food snacks, sandwiches and even mussels!===>)
BAD_LINE_=============================================================
BAD_LINE_M:Beer can accompany all types of food snacks, sandwiches and even mussels!
BAD_LINE_M:Pivo se pije uz sve vrste grickalica, sendviča, čak i uz školjke (mušule)!
BAD_LINE_E:Beer can accompany all types of food snacks, sandwiches and even mussels!
BAD_LINE_E:
MATCH@M:(As Corinne Goff Lavielle of Heineken in France mentioned: “Beer has a long history in accompanying and satisfying with every meal”.===>Kako kaže Corinne Goff Laveille iz francuskog Heinekena:“Pivo ima dugu istoriju drugovanja i dopunjavanja svakog jela“.)
MATCH@E:(As Corinne Goff Lavielle of Heineken in France mentioned: Beer has a long history in accompanying and satisfying with every meal.===>)
BAD_LINE_=============================================================
BAD_LINE_M:As Corinne Goff Lavielle of Heineken in France mentioned: “Beer has a long history in accompanying and satisfying with every meal”.
BAD_LINE_M:Kako kaže Corinne Goff Laveille iz francuskog Heinekena:“Pivo ima dugu istoriju drugovanja i dopunjavanja svakog jela“.
BAD_LINE_E:As Corinne Goff Lavielle of Heineken in France mentioned: Beer has a long history in accompanying and satisfying with every meal.
BAD_LINE_E:
MATCH@M:(Heineken, is a lager beer and can be served with any type of food even with piquant dishes from Asia and Indonesia.===>Heineken je lager pivo i može se servirati uz svaku vrstu hrane, čak i uz pikantna jela iz Azije i Indonezije.)
MATCH@E:(Heineken, is a lager beer and can be served with any type of food even with piquant dishes from Asia and Indonesia.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Heineken, is a lager beer and can be served with any type of food even with piquant dishes from Asia and Indonesia.
BAD_LINE_M:Heineken je lager pivo i može se servirati uz svaku vrstu hrane, čak i uz pikantna jela iz Azije i Indonezije.
BAD_LINE_E:Heineken, is a lager beer and can be served with any type of food even with piquant dishes from Asia and Indonesia.
BAD_LINE_E:
MATCH@M:(The objective of this study is to examine the issues related to the marketing practices implemented by the Athenian Brewery S.A. to promote Heineken beer.===>Cilj ove studije jeste da se istraže pitanja vezana za marketinške postupke koje koristi Atinska pivara S.A. u promociji Heineken piva.)
MATCH@E:(The objective of this study is to examine the issues related to the marketing practices implemented by the Athenian Brewery S.A. to promote Heineken beer.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The objective of this study is to examine the issues related to the marketing practices implemented by the Athenian Brewery S.A. to promote Heineken beer.
BAD_LINE_M:Cilj ove studije jeste da se istraže pitanja vezana za marketinške postupke koje koristi Atinska pivara S.A. u promociji Heineken piva.
BAD_LINE_E:The objective of this study is to examine the issues related to the marketing practices implemented by the Athenian Brewery S.A. to promote Heineken beer.
BAD_LINE_E:
MATCH@M:(Thus, the product, its target market and competition are analyzed, a SWOT analysis is performed and the marketing mix is presented.===>Stoga smo analizirali sam proizvod, ciljno tržište za ovaj proizvod i konkurenciju; sproveli smo SWOT analizu i predstavili marketinški miks.)
MATCH@E:(Thus, the product, its target market and competition are analyzed, a SWOT analysis is performed and the marketing mix is presented.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Thus, the product, its target market and competition are analyzed, a SWOT analysis is performed and the marketing mix is presented.
BAD_LINE_M:Stoga smo analizirali sam proizvod, ciljno tržište za ovaj proizvod i konkurenciju; sproveli smo SWOT analizu i predstavili marketinški miks.
BAD_LINE_E:Thus, the product, its target market and competition are analyzed, a SWOT analysis is performed and the marketing mix is presented.
BAD_LINE_E:
MATCH@M:(The marketing practices implemented by the brewery will then be assessed, on the basis of those employed by other breweries in the international beer market.===>Marketinške postupke ćemo onda oce-niti na osnovu postupaka drugih pivara na međunarodnom tržištu piva.)
MATCH@E:(The marketing practices implemented by the brewery will then be assessed, on the basis of those employed by other breweries in the international beer market.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The marketing practices implemented by the brewery will then be assessed, on the basis of those employed by other breweries in the international beer market.
BAD_LINE_M:Marketinške postupke ćemo onda oce-niti na osnovu postupaka drugih pivara na međunarodnom tržištu piva.
BAD_LINE_E:The marketing practices implemented by the brewery will then be assessed, on the basis of those employed by other breweries in the international beer market.
BAD_LINE_E:
MATCH@M:(Draught lager beer market is the largest cohesive segment in the beer market.===>Tržište lager piva na točenje predstavlja najveći jedinstveni segment na tržištu piva.)
MATCH@E:(Draught lager beer market is the largest cohesive segment in the beer market (Vignali and Vrontis, 2000).===>Tržište lager piva na točenje predstavlja najveći jedinstveni segment na tržištu piva (Vignali i Vrontis, 2000).)
MATCH@M:(The market is reshaping continually through mergers and acquisitions.===>Kroz merdžere i akvizicije ovo tržište se neprekidno me-nja.)
MATCH@E:(The market is reshaping continually through mergers and acquisitions.===>Kroz merdžere i akvizicije ovo tržište se neprekidno menja.)
MATCH@M:(For example Heineken in Netherlands purchased Brau Union and several breweries in Russia in 2004 and 2005.===>Na primer, Heineken je 2004. i 2005. godine u Holandiji kupio Brau Union i nekoliko pivara u Rusiji.)
MATCH@E:(For example Heineken in Netherlands purchased Brau Union and several breweries in Russia in 2004 and 2005.===>Na primer, Heineken je 2004. i 2005. godine u Holandiji kupio Brau Union i nekoliko pivara u Rusiji.)
MATCH@M:(In 2002 it took over the only brewer in Egypt to increase its presence in Eastern Europe and Asia.===>Godine 2004. preuzeo je jedinu pivaru u Egiptu i povećao njeno prisustvo u Istočnoj Evropi i Aziji.)
MATCH@E:(In 2002 it took over the only brewer in Egypt to increase its presence in Eastern Europe and Asia (BMC, 2005).===>Godine 2004. preuzeo je jedinu pivaru u Egiptu i povećao njeno prisustvo u Istočnoj Evropi i Aziji (BMC, 2005).)
MATCH@M:(Greeks are not big beer drinkers.===>Grci nisu velike pivopije.)
MATCH@E:(Greeks are not big beer drinkers.===>Grci nisu velike pivopije.)
MATCH@M:(The Greek market grew by an average of 3% per year between 1996 and 2001 and it is a competitive market, thus the entry is difficult.===>Grčko tržište beležilo je između 1996. i 2001. godine prosečni porast od 3% godišnje, a to je konkurentno tržište, tako da je ulazak na njega otežan.)
MATCH@E:(The Greek market grew by an average of 3% per year between 1996 and 2001 and it is a competitive market, thus the entry is difficult.===>Grčko tržište beležilo je između 1996. i 2001. godine prosečni porast od 3% godišnje, a to je konkurentno tržište, tako da je ulazak na njega otežan.)
MATCH@M:(However, there is a potential for growth in imports and most Greek breweries import beers, although consumers are somehow reluctant to try them.===>Ipak, postoji potencijal za porast i većina grčkih pivara uvozi pivo, iako potrošači baš nisu radi da probaju svako.)
MATCH@E:(However, there is a potential for growth in imports and most Greek breweries import beers, although consumers are somehow reluctant to try them (IOBE, 2001).===>Ipak, postoji potencijal za porast i većina grčkih pivara uvozi pivo, iako potrošači baš nisu radi da probaju svako (IOBE, 2001).)
MATCH@M:(These are factors such as competitors, suppliers, government regulations, associations and legislation.===>Neki od ovih faktora su konkurencija, dobavljači, vladine odredbe, asocijacije i zakonodavstvo.)
MATCH@E:(These are factors such as competitors, suppliers, government regulations, associations and legislation (Vrontis 1998).===>Neki od ovih faktora su konkurencija, dobavljači, vladine odredbe, asocijacije i zakonodavstvo (Vrontis, 1998).)
MATCH@M:(However, competition from non-alcoholic drinks, together with consumer concerns over health issues and drinkdriving, has hampered beer demand.===>Ipak, konkurencija od strane bezalkoholnih pića, a potom i briga potrošača za sopstveno zdravlje i strah od vožnje u pijanom stanju, pomalo koči potražnju za pivom.)
MATCH@E:(However, competition from non-alcoholic drinks, together with consumer concerns over health issues and drinkdriving, has hampered beer demand.===>2.2 Konkurencija na tržištu piva Pivo je u većini evropskih država najrasprostranjenije piće, a na svim tržištima zauzima najveći udeo (Dumicic i dr., 2003).)
BAD_LINE_=============================================================
BAD_LINE_M:However, competition from non-alcoholic drinks, together with consumer concerns over health issues and drinkdriving, has hampered beer demand.
BAD_LINE_M:Ipak, konkurencija od strane bezalkoholnih pića, a potom i briga potrošača za sopstveno zdravlje i strah od vožnje u pijanom stanju, pomalo koči potražnju za pivom.
BAD_LINE_E:However, competition from non-alcoholic drinks, together with consumer concerns over health issues and drinkdriving, has hampered beer demand.
BAD_LINE_E:2.2 Konkurencija na tržištu piva Pivo je u većini evropskih država najrasprostranjenije piće, a na svim tržištima zauzima najveći udeo (Dumicic i dr., 2003).
MATCH@M:(Moreover, consumer interest is stimulated by new product developments, such as ice beers, as well as on premium and luxury products.===>Sta više, interesovanje potrošača stimuliše se razvijanjem novih proizvoda, na primer, ledenih piva, kao i premijum i luksuznih vrsta.)
MATCH@E:(Moreover, consumer interest is stimulated by new product developments, such as ice beers, as well as on premium and luxury products.===>Ipak, konkurencija od strane bezalkoholnih pića, a potom i briga potrošača za sopstveno zdravlje i strah od vožnje u pijanom stanju, pomalo koči potražnju za pivom. [ta više, interesovanje potrošača stimuliše se razvijanjem novih proizvoda, na primer, ledenih piva, kao i premijum i luksuznih vrsta.)
BAD_LINE_=============================================================
BAD_LINE_M:Moreover, consumer interest is stimulated by new product developments, such as ice beers, as well as on premium and luxury products.
BAD_LINE_M:Sta više, interesovanje potrošača stimuliše se razvijanjem novih proizvoda, na primer, ledenih piva, kao i premijum i luksuznih vrsta.
BAD_LINE_E:Moreover, consumer interest is stimulated by new product developments, such as ice beers, as well as on premium and luxury products.
BAD_LINE_E:Ipak, konkurencija od strane bezalkoholnih pića, a potom i briga potrošača za sopstveno zdravlje i strah od vožnje u pijanom stanju, pomalo koči potražnju za pivom. [ta više, interesovanje potrošača stimuliše se razvijanjem novih proizvoda, na primer, ledenih piva, kao i premijum i luksuznih vrsta.
MATCH@M:(Competition is severe in the European beer market and the aggressive reactions of competitors cause changes and make this market unstable.===>Na evropskom tržištu piva konkurencija je oštra, a agresivne reakcije konkurenata izazivaju promene i čine ovo tržište veoma nestabilnim.)
MATCH@E:(Competition is severe in the European beer market and the aggressive reactions of competitors cause changes and make this market unstable (Vrontis 1998).===>Na evropskom tržištu piva konkurencija je oštra, a agresivne reakcije konkurenata izazivaju promene i čine ovo tržište veoma nestabilnim (Vrontis, 1998).)
MATCH@M:(In this industry product differentiation, especially that relating to image and segmentation, is of great importance.===>U ovoj industriji, posebno kad imamo u vidu imidž i segmentaciju, veoma je značajna diferencijacija proizvoda.)
MATCH@E:(In this industry product differentiation, especially that relating to image and segmentation, is of great importance.===>U ovoj industriji, posebno kad imamo u vidu imidž i segmentaciju, veoma je značajna diferencijacija proizvoda.)
MATCH@M:(In the UK, Carling Black Label beer is targeted at young, male football spectators and drinking this beer seems to imply a strong link with having a passion for football.===>U Velikoj Britaniji, Carling Black Label cilja na mlade muškarce koji vole da gledaju fudbal-ske utakmice, pa ispijanje ovog piva izgleda da stvara snažnu vezu sa strašću za fudbalom.)
MATCH@E:(In the UK, Carling Black Label beer is targeted at young, male football spectators and drinking this beer seems to imply a strong link with having a passion for football.===>U Velikoj Britaniji, Carling Black Label cilja na mlade muškarce koji vole da gledaju fudbalske utakmice, pa ispijanje ovog piva izgleda da stvara snažnu vezu sa strašću za fudbalom.)
MATCH@M:(Carlsberg, which tries to portray a more serious, quality image and Carlsberg Ice are examples of brand extensions that penetrated the competitive beer market without any difficulty.===>Carlsberg, koji nastoji da stvori ozbiljniju, kvalitetniju predstavu o sebi i Carlsberg Ice predstavljaju dodatak linije ove marke koji je prodro na konkurentno tržište piva bez ikakvih teškoća.)
MATCH@E:(Carlsberg, which tries to portray a more serious, quality image and Carlsberg Ice are examples of brand extensions that penetrated the competitive beer market without any difficulty.===>Carlsberg, koji nastoji da stvori ozbiljniju, kvalitetniju predstavu o sebi i Carlsberg Ice predstavljaju dodatak linije ove marke koji je prodro na konkurentno tržište piva bez ikakvih teškoća.)
MATCH@M:(In some cases brewers, despite possessing greater economies of scale, in order to maintain the quality image of the product, keep prices at a higher level (Vrontis, 1998).===>U nekim slučajevima, bez obzira što imaju veću ekonomiju obima, pivare održavaju visoke cene da bi održale željenu sliku kvaliteta (Vrontis, 1998).)
MATCH@E:(In some cases brewers, despite possessing greater economies of scale, in order to maintain the quality image of the product, keep prices at a higher level (Vrontis, 1998).===>U nekim slučajevima, bez obzira što imaju veću ekonomiju obima, pivare održavaju visoke cene da bi održale željenu sliku kvaliteta (Vrontis, 1998).)
MATCH@M:(In addition, Nwabueze and Zoe (2001) agreed that cost in the brewing industry is not an important factor.===>Pored toga, Nwabueze i Zoe (2001) slažu se da troškovi u industriji piva ne predstavljaju značajan faktor.)
MATCH@E:(In addition, Nwabueze and Zoe (2001) agreed that cost in the brewing industry is not an important factor.===>Pored toga, Nwabueze i Zoe (2001) slažu se da troškovi u industriji piva ne predstavljaju značajan faktor.)
MATCH@M:(Price competition is not generally used and in many cases prices are made artificially high to promote the image of a premium quality brand.===>Konkurencija cenom se uglavnom ne koristi i u mnogim slučajevima cene se veštački održavaju na visokom nivou da bi se promovisala slika piva premijum kvaliteta.)
MATCH@E:(Price competition is not generally used and in many cases prices are made artificially high to promote the image of a premium quality brand.===>Konkurencija cenom se uglavnom ne koristi i u mnogim slučajevima cene se veštački održavaju na visokom nivou da bi se promovisala slika piva premijum kvaliteta.)
MATCH@M:(For this reason, costs will be kept to a minimum only to increase profitability.===>Stoga će se troškovi držati na minimumu, da bi se održala profitabilnost.)
MATCH@E:(For this reason, costs will be kept to a minimum only to increase profitability.===>Stoga će se troškovi držati na minimumu, da bi se održala profitabilnost.)
MATCH@M:(Although, reduced costs can be passed onto the consumers in the form of cheaper prices, the industry focuses in below-the-line methods such as promotions and above-the-line advertising.===>Mada, smanjeni troškovi mogu da se preliju na potrošače u vidu nižih cena, pa se ova industrija koncentriše na metode „ispod crte“, kao što je marketing i „iznad crte“, reklamiranje.)
MATCH@E:(Although, reduced costs can be passed onto the consumers in the form of cheaper prices, the industry focuses in below-the-line methods such as promotions and above-the-line advertising.===>Mada, smanjeni troškovi mogu da se preliju na potrošače u vidu nižih cena, pa se ova industrija koncentriše na metode ispod crte, kao što je marketing i iznad crte, reklamiranje.)
MATCH@M:(Coors Light beer, which is brewed in Colorado, has captured the major share of the competitive beer market in Puerto Rico by developing a successful marketing and distribution strategy.===>Pivo Coors Light, koje se pravi u Koloradu, osvojilo je glavni udeo tržišta piva u Portoriku dobrom strategijom marketinga i distribucije.)
MATCH@E:(Coors Light beer, which is brewed in Colorado, has captured the major share of the competitive beer market in Puerto Rico by developing a successful marketing and distribution strategy.===>Pivo Coors Light, koje se pravi u Koloradu, osvojilo je glavni udeo tržišta piva u Portoriku dobrom strategijom marketinga i distribucije.)
MATCH@M:(It adopted a promotional campaign specifically tailored to the bars, restaurants, nightclubs and other social venues that account for 70% of the island’s beer consumption.===>Uveli su promotivnu kampanju koja je posebno prilagođena za barove, restorane, noćne klubove i druga mesta za izlaske u kojima se konzumira više od 70% piva na ovom ostrvu.)
MATCH@E:(It adopted a promotional campaign specifically tailored to the bars, restaurants, nightclubs and other social venues that account for 70% of the islands beer consumption.===>Uveli su promotivnu kampanju koja je posebno prilagođena za barove, restorane, noćne klubove i druga mesta za izlaske u kojima se konzumira više od 70% piva na ovom ostrvu.)
MATCH@M:(The company reinforced the correlation between Coors Light and an active lifestyle by promoting the beer at international volleyball tournaments and other sporting events.===>Kompanija je potencirala vezu između Coors Light i aktivnog života tako što je promovisala ovo pivo na međunarodnim odbojkaškim turnirima i na drugim sportskim takmičenjima.)
MATCH@E:(The company reinforced the correlation between Coors Light and an active lifestyle by promoting the beer at international volleyball tournaments and other sporting events.===>Kompanija je potencirala vezu između Coors Light i aktivnog života tako što je promovisala ovo pivo na međunarodnim odbojkaškim turnirima i na drugim sportskim takmičenjima.)
MATCH@M:(The beer is portrayed as being an integral part of the lifestyle and culture of its consumer group.===>Pivo je prikazano kao sastavni deo živornog stila i kulture ove potrošačke grupe.)
MATCH@E:(The beer is portrayed as being an integral part of the lifestyle and culture of its consumer group.===>Pivo je prikazano kao sastavni deo živornog stila i kulture ove potrošačke grupe.)
MATCH@M:(This belief is reinforced also by using powerful slogans backed up by images of action and vitality, which also incorporate messages about the beer’s smoothness and drinkability (Strategic Direction, 2003).===>Ovo uverenje potkrepljeno je i korišćenjem moćnih slogana čija pozadina su bile slike akcije, pokreta, vitalnosti, koje su takođe prenosile poruku o tome koliko je ovo pivo blago i pitko (Strategic Direction, 2003).)
MATCH@E:(This belief is reinforced also by using powerful slogans backed up by images of action and vitality, which also incorporate messages about the beers smoothness and drinkability (Strategic Direction, 2003).===>Ovo uverenje potkrepljeno je i korišćenjem moćnih slogana čija pozadina su bile slike akcije, pokreta, vitalnosti, koje su takođe prenosile poruku o tome koliko je ovo pivo blago i pitko (Strategic Direction, 2003).)
MATCH@M:(Purposeful sampling is the most appropriate for the case study approach, because ‘information-rich’ cases can be selected so as to get more information.===>Za studiju slučaja najviše odgovara ciljano uzorkova-nje, pošto se tako mogu izabrati slučajevi „bogati informacijama“, tako da možemo da dobijemo više podataka (Patton, 1990).)
MATCH@E:(3.2 Sampling Method Purposeful sampling is the most appropriate for the case study approach, because information-rich cases can be selected so as to get more information (Patton, 1990).===>3.2 metod uzorkovanja Za studiju slučaja najviše odgovara ciljano uzorkovanje, pošto se tako mogu izabrati slučajevi bogati informacijama, tako da možemo da dobijemo više podataka (Patton, 1990).)
MATCH@M:(Two types of purposeful sampling were used in combination: “snowball sampling” and “maximum variation sampling”.===>U ovoj studiji kombinovali smo dva tipa ciljanog uzorkovanja:“lančano uzorkovanje“ i „uzorkovanje maksimalnom varijacijom“.)
MATCH@E:(Two types of purposeful sampling were used in combination: snowball sampling and maximum variation sampling (Minichiello et al., 1990).===>U ovoj studiji kombinovali smo dva tipa ciljanog uzorkovanja:lančano uzorkovanje i uzorkovanje maksimalnom varijacijom (Minichiello i dr., 1990).)
MATCH@M:(Snowball sampling relies on people identifying others to investigate.===>Lančano uzorkovanje oslanja se na to da ljudi upućuju jedni na druge u istraživanju.)
MATCH@E:(Snowball sampling relies on people identifying others to investigate.===>Lančano uzorkovanje oslanja se na to da ljudi upućuju jedni na druge u istraživanju.)
MATCH@M:(The maximum variation sampling was needed because it allows to pick cases purposefully and illustrate a wide range of variation on dimensions of interest.===>Uzorkova-nje maksimalnom varijacijom bilo je potrebno zato što smo tako mogli da biramo slučajeve kako smo mi hteli i da ilustrujemo širok spektar varijacija u dimenzijama koje su nas interesovale.)
MATCH@E:(The maximum variation sampling was needed because it allows to pick cases purposefully and illustrate a wide range of variation on dimensions of interest.===>Uzorkovanje maksimalnom varijacijom bilo je potrebno zato što smo tako mogli da biramo slučajeve kako smo mi hteli i da ilustrujemo širok spektar varijacija u dimenzijama koje su nas interesovale.)
MATCH@M:(Thus, the interviewees came from different departments of the company.===>Stoga su ispitanici bili iz različitih sektora kompanije.)
MATCH@E:(Thus, the interviewees came from different departments of the company.===>Stoga su ispitanici bili iz različitih sektora kompanije.)
MATCH@M:(The On Premise and Key Accounts Field Manager was approached and he was asked to suggest five more people in the company from different departments.===>Finansijskog rukovodioca smo zamolili da predloži još pet ljudi iz različitih sektora u kompaniji.)
MATCH@E:(The On Premise & Key Accounts Field Manager was approached and he was asked to suggest five more people in the company from different departments.===>Finansijskog rukovodioca smo zamolili da predloži još pet ljudi iz različitih sektora u kompaniji.)
MATCH@M:(In particular, six in-depth interviews were conducted with the On Premise and Key Accounts Field Manager and the managers and top executives of the departments: Exports, Marketing and Public Relations.===>U stvari, sa finansijskim rukovodiocem i menadžerima i glavnim direktorima sektora izvoza, marketinga i odnosa sa javnošću održali smo šest detaljnih intervjua.)
MATCH@E:(In particular, six in-depth interviews were conducted with the On Premise & Key Accounts Field Manager and the managers and top executives of the departments: Exports, Marketing and Public Relations.===>U stvari, sa finansijskim rukovodiocem i menadžerima i glavnim direktorima sektora izvoza, marketinga i odnosa sa javnošću održali smo šest detaljnih intervjua. 3.)
MATCH@M:(The in-depth interviews were based on a questionnaire presented in Appendix ?. The questions were broad, to allow respondents as much freedom in their answers as possible and an effort was made to avoid leading questions and create an interpersonal and communicative climate with the respondents.===>Ovi intervjui zasnivaju se na upitniku kakav smo predstavili u Dodatku I. Pitanja su bila otvorenog karaktera, tako da su ispitanici imali dovoljno slobode u odgovaranju, a trudili smo se da ne postavljamo pitanja tako da ih navodimo, i da stvorimo prijatnu i komunikativnu atmosferu u kojoj će odgovarati.)
MATCH@E:(The in-depth interviews were based on a questionnaire presented in Appendix ?. ~~~ The questions were broad, to allow respondents as much freedom in their answers as possible and an effort was made to avoid leading questions and create an interpersonal and communicative climate with the respondents.===>Ovi intervjui zasnivaju se na upitniku kakav smo predstavili u Dodatku I. Pitanja su bila otvorenog karaktera, tako da su ispitanici imali dovoljno slobode u odgovaranju, a trudili smo se da ne postavljamo pitanja tako da ih navodimo, i da stvorimo prijatnu i komunikativnu atmosferu u kojoj će odgovarati.)
MATCH@M:(The summation of the responses was based on the content analysis method (Kent 1999).===>Odgovore smo grupi-sali metodom analize sadržaja (Kent, 1999).)
MATCH@E:(The summation of the responses was based on the content analysis method (Kent 1999).===>Odgovore smo grupisali metodom analize sadržaja (Kent, 1999).)
MATCH@M:(Qualitative content analysis was applied and the material from the interviews was divided into content analytical units.===>Primenili smo kvalitativnu analizu sadržaja i materijal dobijen intervjuima podelili smo u jedinice analize sadržaja.)
MATCH@E:(Qualitative content analysis was applied and the material from the interviews was divided into content analytical units.===>Primenili smo kvalitativnu analizu sadržaja i materijal dobijen intervjuima podelili smo u jedinice analize sadržaja.)
MATCH@M:(Thus, the results were carefully put into categories according to the points of interest of this study and the strong points were presented.===>Tako smo rezultate pažljivo razvrstali u kategorije u skladu sa tačkama interesovanja ove studije, a predstavljamo jake tačke.)
MATCH@E:(Thus, the results were carefully put into categories according to the points of interest of this study and the strong points were presented.===>Tako smo rezultate pažljivo razvrstali u kategorije u skladu sa tačkama interesovanja ove studije, a predstavljamo jake tačke.)
MATCH@M:(However, several authors have suggested that it might be useful to gather data from multiple sources when conducting qualitative research (Patton, 1990, Mason 1996, Lincoln and Guba 1985).===>Ipak, neki autori amatraju da bi bilo korisno da se prilikom kvalitativnog istraživanja prikupljaju podaci iz višečlanih izvora (Patton, 1990; Mason, 1996; Lincoln i Guba, 1985).)
MATCH@E:(However, several authors have suggested that it might be useful to gather data from multiple sources when conducting qualitative research (Patton, 1990, Mason 1996, Lincoln and Guba 1985).===>Ipak, neki autori amatraju da bi bilo korisno da se prilikom kvalitativnog istraživanja prikupljaju podaci iz višečlanih izvora (Patton, 1990; Mason, 1996; Lincoln i Guba, 1985).)
MATCH@M:(Thus, apart from the in-depth interviews secondary data concerning general information about the company’s operations and organizational structure were gathered through press articles, the company’s leaflets, newsletters and monthly reports and its Web page.===>Stoga smo pored ovih intervjua prikupili i sekundarne podatke u vezi sa opštim informacijama o poslovanju kompanije i njenoj organizacionoj strukturi. Izvore smo potražili u novinskim člancima, lecima kompanije, biltenima, mesečnim izveštajima i na njenoj web stranici.)
MATCH@E:(Thus, apart from the in-depth interviews secondary data concerning general information about the companys operations and organizational structure were gathered through press articles, the companys leaflets, newsletters and monthly reports and its Web page. ~~~ 4. ~~~ The findings 4.1.===>Stoga smo pored ovih intervjua prikupili i sekundarne podatke u vezi sa opštim informacijama o poslovanju kompanije i njenoj organizacionoj strukturi. ~~~ Izvore smo potražili u novinskim člancima, lecima kompanije, biltenima, mesečnim izveštajima i na njenoj web stranici. 4.)
MATCH@M:(ATHENIAN BREWERY S.A.’ is producing and trading beer as well as the mineral water ‘IOLI’.===>ATHENIAN BREWERY S.A. proizvodi i prodaje pivo i mineralnu vodu „IOLI“.)
MATCH@E:(General Information ATHENIAN BREWERY S.A. is producing and trading beer as well as the mineral water IOLI.===>Zaključci 4.1 Opšti podaci ATHENIAN BREWERY S.A. proizvodi i prodaje pivo i mineralnu vodu IOLI.)
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BAD_LINE_M:ATHENIAN BREWERY S.A.’ is producing and trading beer as well as the mineral water ‘IOLI’.
BAD_LINE_M:ATHENIAN BREWERY S.A. proizvodi i prodaje pivo i mineralnu vodu „IOLI“.
BAD_LINE_E:General Information ATHENIAN BREWERY S.A. is producing and trading beer as well as the mineral water IOLI.
BAD_LINE_E:Zaključci 4.1 Opšti podaci ATHENIAN BREWERY S.A. proizvodi i prodaje pivo i mineralnu vodu IOLI.
MATCH@M:(The beers include: Alfa, Amstel, Amstel Bock, Amstel light, Athenian Buckler, Carib, Chimay, Desperandos, Doreley, Duvel, Endiger, Weissbier, Ichiban, Konig, Kriska, Marathin, Mc Farland, Murphy’s Red.===>Piva su sledeća: Alfa, Amstel, Amstel Bock, Amstel light, Athenian Buckler, Carib, Chimay, Desperandos, Duvel, Endiger, Weissbier, Ichiban, Konig, Kriska, Marathin, McFarland, Murphy’s Red.)
MATCH@E:(The beers include: Alfa, Amstel, Amstel Bock, Amstel light, Athenian Buckler, Carib, Chimay, Desperandos, Doreley, Duvel, Endiger, Weissbier, Ichiban, Konig, Kriska, Marathin, Mc Farland, Murphys Red. ?oday the company has 1.400 employees.===>Piva su sledeća: ~~~ Alfa, Amstel, Amstel Bock, Amstel light, Athenian Buckler, Carib, Chimay, Desperandos, Duvel, Endiger, Weissbier, Ichiban, Konig, Kriska, Marathin, McFarland, Murphys Red. ~~~ U ovom trenutku kompanija ima 1400 zaposlenih.)
MATCH@M:(ATHENIAN BREWERY S.A.’ was established in 1963 by a group of entrepreneurs together with Amstel Brouwerij B.V.===>ATHENIAN BREWERY S.A. osnovali su zajednički 1963. godine grupa preduzetnika i Amstel Brouwerij B.V.)
MATCH@E:(ATHENIAN BREWERY S.A. was established in 1963 by a group of entrepreneurs together with Amstel Brouwerij B.V.===>ATHENIAN BREWERY S.A. osnovali su zajednički 1963. godine grupa preduzetnika i Amstel Brouwerij B.V. Prva fabrika osnovana je 1965. godine u Atini i proizvodila je pivo Amstel.)
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BAD_LINE_M:ATHENIAN BREWERY S.A.’ was established in 1963 by a group of entrepreneurs together with Amstel Brouwerij B.V.
BAD_LINE_M:ATHENIAN BREWERY S.A. osnovali su zajednički 1963. godine grupa preduzetnika i Amstel Brouwerij B.V.
BAD_LINE_E:ATHENIAN BREWERY S.A. was established in 1963 by a group of entrepreneurs together with Amstel Brouwerij B.V.
BAD_LINE_E:ATHENIAN BREWERY S.A. osnovali su zajednički 1963. godine grupa preduzetnika i Amstel Brouwerij B.V. Prva fabrika osnovana je 1965. godine u Atini i proizvodila je pivo Amstel.
MATCH@M:(In 1965 the first factory was established in Athens, which produced Amstel beer.===>Prva fabrika osnovana je 1965. godine u Atini i proizvodila je pivo Amstel.)
MATCH@E:(In 1965 the first factory was established in Athens, which produced Amstel beer.===>Od 1968. godine ATHENIAN BREWERY S.A. upravlja Heineken N.V. u Grčkoj, pošto su se Amstel i Heineken spojili u Holandiji. ~~~ Moto kompanije je:)
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BAD_LINE_M:In 1965 the first factory was established in Athens, which produced Amstel beer.
BAD_LINE_M:Prva fabrika osnovana je 1965. godine u Atini i proizvodila je pivo Amstel.
BAD_LINE_E:In 1965 the first factory was established in Athens, which produced Amstel beer.
BAD_LINE_E:Od 1968. godine ATHENIAN BREWERY S.A. upravlja Heineken N.V. u Grčkoj, pošto su se Amstel i Heineken spojili u Holandiji. ~~~ Moto kompanije je:
MATCH@M:(Since 1968 ATHENIAN BREWERY S. A.’ is managing Heineken N.V in Greece, following the merging between Amstel and Heineken which took place in the Nederland.===>Od 1968. godine ATHENIAN BREWERY S.A. upravlja Heineken N.V. u Grčkoj, pošto su se Amstel i Heineken spojili u Ho-landiji.)
MATCH@E:(Since 1968 is managing ATHENIAN BREWERY S. A. Heineken N.V in Greece, following the merging between Amstel and Heineken which took place in the Nederland.===>Dobre strane: ~~~ Heineken je premijum lager pivo. ~~~ Smatra se najboljim pivom u svojoj kategoriji, a održava visok kvalitet i nepromenjen ukus.)
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BAD_LINE_M:Since 1968 ATHENIAN BREWERY S. A.’ is managing Heineken N.V in Greece, following the merging between Amstel and Heineken which took place in the Nederland.
BAD_LINE_M:Od 1968. godine ATHENIAN BREWERY S.A. upravlja Heineken N.V. u Grčkoj, pošto su se Amstel i Heineken spojili u Ho-landiji.
BAD_LINE_E:Since 1968 is managing ATHENIAN BREWERY S. A. Heineken N.V in Greece, following the merging between Amstel and Heineken which took place in the Nederland.
BAD_LINE_E:Dobre strane: ~~~ Heineken je premijum lager pivo. ~~~ Smatra se najboljim pivom u svojoj kategoriji, a održava visok kvalitet i nepromenjen ukus.
MATCH@M:(Heineken is very popular, it is the first beer in Europe, as far as its sales are concerned, and the second beer in Greece.===>Heineken je veoma popularan, po prodaji to je prvo pivo u Evropi, a drugo u Grčkoj.)
MATCH@E:(4.2 The Market Heineken is very popular, it is the first beer in Europe, as far as its sales are concerned, and the second beer in Greece.===>Tržište Heineken je veoma popularan, po prodaji to je prvo pivo u Evropi, a drugo u Grčkoj.)
MATCH@M:(Its success is due to its high quality.===>Uspeh duguje visokom kvalitetu.)
MATCH@E:(Its success is due to its high quality.===>Uspeh duguje visokom kvalitetu.)
MATCH@M:(It is marketed as a beer of perceived value and it is not sold everywhere, it is sold in good restaurants and bars.===>Reklamiraju ga kao pivo prepoznatljive vrednosti i ne može se kupiti svuda; prodaje se u dobrim restoranima i barovima.)
MATCH@E:(It is marketed as a beer of perceived value and it is not sold everywhere, it is sold in good restaurants and bars.===>Reklamiraju ga kao pivo prepoznatljive vrednosti i ne može se kupiti svuda; prodaje se u dobrim restoranima i barovima.)
MATCH@M:(There are three types of consumers: acceptors, adaptors and adorers or heavy users.===>Postoje tri tipa potrošača: oni koji ga prihvataju, oni koji se prilagođavaju i obožavaoci ili teški „zavisnici“.)
MATCH@E:(There are three types of consumers: acceptors, adaptors and adorers or heavy users.===>Postoje tri tipa potrošača: oni koji ga prihvataju, oni koji se prilagođavaju i obožavaoci ili teški zavisnici.)
MATCH@M:(Acceptors drink beer rarely.===>Potrošači iz prve grupe retko piju pivo.)
MATCH@E:(Acceptors drink beer rarely.===>Potrošači iz prve grupe retko piju pivo.)
MATCH@M:(Adaptors have chosen a certain type of beer and buy it regularly and adorers or heavy users buy this beer very often and prefer it from the other beers.===>Oni koji se prilagođavaju izabrali su određenu vrstu piva i tu vrstu kupuju redovno, a obožavaoci kupuju ovo pivo često i više ga vole od ostalih vrsta piva.)
MATCH@E:(Adaptors have chosen a certain type of beer and buy it regularly and adorers or heavy users buy this beer very often and prefer it from the other beers.===>Oni koji se prilagođavaju izabrali su određenu vrstu piva i tu vrstu kupuju redovno, a obožavaoci kupuju ovo pivo često i više ga vole od ostalih vrsta piva.)
MATCH@M:(According to the EU legislation, beer is an alcoholic drink, thus only adults can consume it.===>U skladu sa propisima EU, pivo je alkoholno piče, tako da ga mogu koristiti samo odrasli.)
MATCH@E:(According to the EU legislation, beer is an alcoholic drink, thus only adults can consume it.===>U skladu sa propisima EU, pivo je alkoholno piće, tako da ga mogu koristiti samo odrasli.)
MATCH@M:(Heineken is communicating the following message to consumers on its bottles: ‘Enjoy responsibly’, reminding to them that the consumption of alcohol should be done with responsibility.===>Heineken na svojim bocama piva šalje potrošačima sledeču poruku:“Uživajte odgovorno“, čime ih podse-ča da alkohol treba koristiti odgovorno.)
MATCH@E:(Heineken is communicating the following message to consumers on its bottles: Enjoy responsibly, reminding to them that the consumption of alcohol should be done with responsibility.===>Heineken na svojim bocama piva šalje potrošačima sledeću poruku: ~~~ Uživajte odgovorno, čime ih podseća da alkohol treba koristiti odgovorno.)
MATCH@M:(In this way the company is trying to educate consumers about the negative consequences alcohol can have and convince them to adopt a responsible attitude towards drinking alcohol.===>Kompanija ovim želi da obavesti potrošače o negativnim posledi-cama koje alkohol može da ima i da ih ubedi da zauzmu odgovoran stav prema upotrebi alkohola.)
MATCH@E:(In this way the company is trying to educate consumers about the negative consequences alcohol can have and convince them to adopt a responsible attitude towards drinking alcohol.===>Kompanija ovim želi da obavesti potrošače o negativnim posledicama koje alkohol može da ima i da ih ubedi da zauzmu odgovoran stav prema upotrebi alkohola.)
MATCH@M:(All the affiliates of Heineken are obliged to adopt this campaign.===>Sve filijale Heinekena su u obavezi da prihvate ovu kampanju.)
MATCH@E:(All the affiliates of Heineken are obliged to adopt this campaign.===>Sve filijale Heinekena su u obavezi da prihvate ovu kampanju. 4.)
MATCH@M:(The main competitors of Heineken are: Amstel, which is a lager beer and it is sold .in a little lower price than Heineken.===>Glavni konkurent Heinekenu je Amstel, lager pivo, koje se prodaje po nešto nižim cenama od Heinekena.)
MATCH@E:(4.3 Competition The main competitors of Heineken are: Amstel, which is a lager beer and it is sold .in a little lower price than Heineken.===>Konkurencija Glavni konkurent Heinekenu je Amstel, lager pivo, koje se prodaje po nešto nižim cenama od Heinekena.)
MATCH@M:(In addition, it is Stella Artois, also a lager beer, which is cheaper than Amstel and Heineken.===>Posle njega dolazi Stella Artois, takođe lager pivo, koje je jeftinije i od Amstela i od Heinekena.)
MATCH@E:(In addition, it is Stella Artois, also a lager beer, which is cheaper than Amstel and Heineken.===>Posle njega dolazi Stella Artois, takođe lager pivo, koje je jeftinije i od Amstela i od Heinekena.)
MATCH@M:(Furthermore, it is Mythos, a lager beer, which is sold in a lower price than the three beers mentioned.===>Onda je tu i Mythos, lager pivo čija je cena niža od prethodne tri marke.)
MATCH@E:(Furthermore, it is Mythos, a lager beer, which is sold in a lower price than the three beers mentioned.===>Onda je tu i Mythos, lager pivo čija je cena niža od prethodne tri marke.)
MATCH@M:(It is also the lager beer Verginas which is the cheapest.===>Konkurent je i Verginas, a ono je najjeftinije.)
MATCH@E:(It is also the lager beer Verginas which is the cheapest.===>Konkurent je i Verginas, a ono je najjeftinije.)
MATCH@M:(Finally there is Kaizer, a pils beer, which has about the same price as Heineken.===>Konačno dolazi Kaizer, pils pivo, koje otprilike košta koliko i Heineken.)
MATCH@E:(Finally there is Kaizer, a pils beer, which has about the same price as Heineken.===>Konačno dolazi Kaizer, pils pivo, koje otprilike košta koliko i Heineken.)
MATCH@M:(Apart from the above beers, which are manufactured in Greece, there are also the imported beers such as Bud, Pilsner, Corona etc., which are lager beers, however their price is much higher.===>Pored ovih piva koja se proizvode u Grčkoj, uvoze se još neka, kao Bud, Pilsner, Corona itd. koja jesu lager piva, ali je njihova cena daleko viša.)
MATCH@E:(Apart from the above beers, which are manufactured in Greece, there are also the imported beers such as Bud, Pilsner, Corona etc., which are lager beers, however their price is much higher.===>Pored ovih piva koja se proizvode u Grčkoj, uvoze se još neka, kao Bud, Pilsner, Corona itd. koja jesu lager piva, ali je njihova cena daleko viša. 4.)
MATCH@M:(SWOT analysis is a tool for auditing an organization and its environment that helps marketers to focus on key issues.===>SWOT analiza predstavlja alat za kontrolu u organizaciji i njenom okruženju i koji pomaže marketarima da se koncentrišu na ključna pitanja.)
MATCH@E:(4.4 SWOT ?nalysis SWOT analysis is a tool for auditing an organization and its environment that helps marketers to focus on key issues.===>SWOT analiza SWOT analiza predstavlja alat za kontrolu u organizaciji i njenom okruženju i koji pomaže marketarima da se koncentrišu na ključna pitanja.)
MATCH@M:(SWOT stands for strengths, weaknesses, opportunities, and threats and requires listing and analysing these four issues.===>SWOT je skraćenica za dobre strane, slabosti, prilike i opasnosti i zahte-va da se sva ova pitanja nabroje.)
MATCH@E:(SWOT stands for strengths, weaknesses, opportunities, and threats and requires listing and analysing these four issues (Doyle 1994).===>SWOT je skraćenica za dobre strane, slabosti, prilike i opasnosti i zahteva da se sva ova pitanja nabroje (Doyle, 1994).)
MATCH@M:(Heineken is a premium lager beer.===>Dobre strane Heineken je premijum lager pivo.)
MATCH@E:(Strengths Heineken is a premium lager beer.===>Heineken je premijum lager (cid:)
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BAD_LINE_M:Heineken is a premium lager beer.
BAD_LINE_M:Dobre strane Heineken je premijum lager pivo.
BAD_LINE_E:Strengths Heineken is a premium lager beer.
BAD_LINE_E:Heineken je premijum lager (cid:
MATCH@M:(It is considered the best beer in its category and it is keeping high quality and the same taste.===>Smatra se najboljim pivom u svojoj kategoriji, a odr`ava visok kvalitet i nepromenjen ukus.)
MATCH@E:(It is considered the best beer in its category and it is keeping high quality and the same taste.===>Održava visok kvalitet i isti (cid: ~~~ Savremeno stalno obnavlja. (cid:)
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BAD_LINE_M:It is considered the best beer in its category and it is keeping high quality and the same taste.
BAD_LINE_M:Smatra se najboljim pivom u svojoj kategoriji, a odr`ava visok kvalitet i nepromenjen ukus.
BAD_LINE_E:It is considered the best beer in its category and it is keeping high quality and the same taste.
BAD_LINE_E:Održava visok kvalitet i isti (cid: ~~~ Savremeno stalno obnavlja. (cid:
MATCH@M:(They can be recycled and do not pollute the environment.===>Oni se mo-gu reciklirati i ne zaga|uju sredinu.)
MATCH@E:(They can be recycled and do not pollute the environment.===>Oni se mogu reciklirati i ne zagađuju sredinu.)
MATCH@M:(All its packages have an aluminum coating so that the beer can freeze quickly.===>Sve vrste pakova-nja imaju aluminijumsku prevlaku tako da se mogu zamrznuti za kratko vreme.)
MATCH@E:(All its packages have an aluminum coating so that the beer can freeze quickly.===>Sve vrste pakovanja imaju aluminijumsku prevlaku tako da se mogu zamrznuti za kratko vreme. 4.)
MATCH@M:(The Athenian brewery is regularly upgrading its mechanical equipment.===>Atinska pivara redovno usavršava mašinsku opremu.)
MATCH@E:(The Athenian brewery is regularly upgrading its mechanical equipment.===>Heineken neprestano modernizuje pakovanja iz marketinških razloga, kao i da potrošačima pokaže koje događaje sponzoriše.)
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BAD_LINE_M:The Athenian brewery is regularly upgrading its mechanical equipment.
BAD_LINE_M:Atinska pivara redovno usavršava mašinsku opremu.
BAD_LINE_E:The Athenian brewery is regularly upgrading its mechanical equipment.
BAD_LINE_E:Heineken neprestano modernizuje pakovanja iz marketinških razloga, kao i da potrošačima pokaže koje događaje sponzoriše.
MATCH@M:(In addition, the company has established an optical laser link between its two main buildings to facilitate communication.===>Pored toga, kompanija je uspostavila optičku lasersku vezu između svoje dve zgrade, čime je olakšana komunikacija.)
MATCH@E:(In addition, the company has established an optical laser link between its two main buildings to facilitate communication.===>Atinska pivara redovno usavršava mašinsku opremu.)
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BAD_LINE_M:In addition, the company has established an optical laser link between its two main buildings to facilitate communication.
BAD_LINE_M:Pored toga, kompanija je uspostavila optičku lasersku vezu između svoje dve zgrade, čime je olakšana komunikacija.
BAD_LINE_E:In addition, the company has established an optical laser link between its two main buildings to facilitate communication.
BAD_LINE_E:Atinska pivara redovno usavršava mašinsku opremu.
MATCH@M:(Furthermore, the company has a well-organized distribution system and supplies all the shops every week with the quantities required so that consumers can always find the beer.===>Sta više, kompanija ima dobro organizovan sistem distribucije i jednom nedeljno snabdeva sva prodajna mesta potrebnim količinama, tako da potrošači uvek mogu da nađu ovo pivo.)
MATCH@E:(Furthermore, the company has a well-organized distribution system and supplies all the shops every week with the quantities required so that consumers can always find the beer.===>Pored toga, kompanija je uspostavila optičku lasersku vezu između svoje dve zgrade, čime je olakšana komunikacija. [ta više, kompanija ima dobro organizovan sistem distribucije i jednom nedeljno snabdeva sva prodajna mesta potrebnim količinama, tako da potrošači uvek mogu da nađu ovo pivo.)
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BAD_LINE_M:Furthermore, the company has a well-organized distribution system and supplies all the shops every week with the quantities required so that consumers can always find the beer.
BAD_LINE_M:Sta više, kompanija ima dobro organizovan sistem distribucije i jednom nedeljno snabdeva sva prodajna mesta potrebnim količinama, tako da potrošači uvek mogu da nađu ovo pivo.
BAD_LINE_E:Furthermore, the company has a well-organized distribution system and supplies all the shops every week with the quantities required so that consumers can always find the beer.
BAD_LINE_E:Pored toga, kompanija je uspostavila optičku lasersku vezu između svoje dve zgrade, čime je olakšana komunikacija. [ta više, kompanija ima dobro organizovan sistem distribucije i jednom nedeljno snabdeva sva prodajna mesta potrebnim količinama, tako da potrošači uvek mogu da nađu ovo pivo.
MATCH@M:(The company decides the packaging suitable for each shop (cans or bottles) so that consumers will buy fresh beers and not beers that have remained in the shops for months.===>U kompaniji odlučuju o isporukama za svaku prodavnicu posebno (konzerve ili boce) tako da potrošači kupuju sveže pivo, a ne pivo koje je mesecima stajalo u prodavnici.)
MATCH@E:(The company decides the packaging suitable for each shop (cans or bottles) so that consumers will buy fresh beers and not beers that have remained in the shops for months.===>U kompaniji odlučuju o isporukama za svaku prodavnicu posebno (konzerve ili boce) tako da potrošači kupuju sveže pivo, a ne pivo koje je mesecima stajalo u prodavnici.)
MATCH@M:(The company always pays attention to customers’ complaints.===>U kompaniji uvek posvećuju pažnju žalbama potrošača. Slabosti)
MATCH@E:(The company always pays attention to customers complaints.===>U kompaniji uvek posvećuju pažnju žalbama potrošača.)
MATCH@M:(Heineken does not have line extensions, for example it does not produce beers with various tastes such as fruits, which would be more suitable for women.===>Heineken nema pomoćne linije, što će reći, ne proizvodi pivo različitih ukusa, na primer, sa ukusom voća, koje bi više odgovaralo ženama.)
MATCH@E:(Heineken does not have line extensions, for example it does not produce beers with various tastes such as fruits, which would be more suitable for women.===>Heineken nema pomoćne linije, što će reći, ne proizvodi pivo različitih ukusa, na primer, sa ukusom voća, koje bi više odgovaralo ženama.)
MATCH@M:(The price of Heineken is a little higher than that of the other beers in this category, because it is considered a premium beer and it has high quality.===>Cena Heinekena je nešto viša nego cene drugih piva u ovoj kategoriji, pošto se smatra premijum pivom i odlikuje se visokim kvalitetom.)
MATCH@E:(The price of Heineken is a little higher than that of the other beers in this category, because it is considered a premium beer and it has high quality.===>Cena Heinekena je nešto viša nego cene drugih piva u ovoj kategoriji, pošto se smatra premijum pivom i odlikuje se visokim kvalitetom.)
MATCH@M:(Heineken is distributed all over Greece and it is exported in Balkan countries such as Albany and FYROM.===>Heineken se distribuira širom Grčke i izvozi se u zemlje Balkana, Albaniju i Bivšu Jugoslovensku Republiku Makedoniju.)
MATCH@E:(Opportunities Heineken is distributed all over Greece and it is exported in Balkan countries such as Albany and FYROM.===>Poslovne prilike Heineken se distribuira širom Grčke i izvozi se u zemlje Balkana, Albaniju i Bivšu Jugoslovensku Republiku Makedoniju.)
MATCH@M:(The company is planning to expand its exports in other Balkan countries.===>U kompaniji planiraju da izvoz prošire i na druge balkanske zemlje.)
MATCH@E:(The company is planning to expand its exports in other Balkan countries.===>U kompaniji planiraju da izvoz prošire i na druge balkanske zemlje.)
MATCH@M:(In addition Heineken is the first brewery in Greece that is planning to introduce in the Greek market a domestic apparatus for serving beer.===>Pored toga Heineken je prva pivara u Grčkoj koja planira da na grčko tržište uvede domaći aparat za služenje piva.)
MATCH@E:(In addition Heineken is the first brewery in Greece that is planning to introduce in the Greek market a domestic apparatus for serving beer.===>Pored toga Heineken je prva pivara u Grčkoj koja planira da na grčko tržište uvede domaći aparat za služenje piva.)
MATCH@M:(This is a small refrigerator with a small barrel containing the beer.===>To je mali frižider sa burencetom u kojem je pivo.)
MATCH@E:(This is a small refrigerator with a small barrel containing the beer.===>To je mali frižider sa burencetom u kojem je pivo.)
MATCH@M:(This apparatus will be ordered by phone and specialized technicians of the company will installed it in consumers’ houses.===>Ovaj aparat će biti moguće poručiti telefonom i stručni tehničari iz kompanije će ga instalirati u kući potrošača.)
MATCH@E:(This apparatus will be ordered by phone and specialized technicians of the company will installed it in consumers houses.===>Ovaj aparat će biti moguće poručiti telefonom i stručni tehničari iz kompanije će ga instalirati u kući potrošača.)
MATCH@M:(As it was mentioned, mostly men consume Heineken because it has a bitter taste and it is not considered suitable for women.===>Kao što smo rekli, Heineken piju uglavnom muškarci, zato što je gorkog ukusa i ne smatra se prikladnim za žene.)
MATCH@E:(As it was mentioned, mostly men consume Heineken because it has a bitter taste and it is not considered suitable for women.===>Materijali koji mogu se zagaðuju okolinu pakovanja imaju aluminijumsku prevlaku tako da pivo može brzo da se zamrzne. (cid:)
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BAD_LINE_M:As it was mentioned, mostly men consume Heineken because it has a bitter taste and it is not considered suitable for women.
BAD_LINE_M:Kao što smo rekli, Heineken piju uglavnom muškarci, zato što je gorkog ukusa i ne smatra se prikladnim za žene.
BAD_LINE_E:As it was mentioned, mostly men consume Heineken because it has a bitter taste and it is not considered suitable for women.
BAD_LINE_E:Materijali koji mogu se zagaðuju okolinu pakovanja imaju aluminijumsku prevlaku tako da pivo može brzo da se zamrzne. (cid:
MATCH@M:(However, now it is planning to create a new promotional campaign to convince women not only to taste the beer but to consider it as an alcoholic drink which is not only an advantage of men but it is suitable for women as well.===>Ipak, sada planiraju da naprave novu promocio-nalnu kampanju sa ciljem da ubede žene ne samo da ga probaju, već da ga posmatraju kao alkoholno piće koje nije samo privilegija muškaraca, već je prihvatljivo i za žene.)
MATCH@E:(However, now it is planning to create a new promotional campaign to convince women not only to taste the beer but to consider it as an alcoholic drink which is not only an advantage of men but it is suitable for women as well.===>Dobro organizovan sistem (cid: ~~~ Potrošaci mogu da kupe sveže pivo a ne pivo koje mesecima stoji u prodavnici. posvecuje žalbama potrošaca. (cid: ~~~ Uvek pažnju (cid:)
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BAD_LINE_M:However, now it is planning to create a new promotional campaign to convince women not only to taste the beer but to consider it as an alcoholic drink which is not only an advantage of men but it is suitable for women as well.
BAD_LINE_M:Ipak, sada planiraju da naprave novu promocio-nalnu kampanju sa ciljem da ubede žene ne samo da ga probaju, već da ga posmatraju kao alkoholno piće koje nije samo privilegija muškaraca, već je prihvatljivo i za žene.
BAD_LINE_E:However, now it is planning to create a new promotional campaign to convince women not only to taste the beer but to consider it as an alcoholic drink which is not only an advantage of men but it is suitable for women as well.
BAD_LINE_E:Dobro organizovan sistem (cid: ~~~ Potrošaci mogu da kupe sveže pivo a ne pivo koje mesecima stoji u prodavnici. posvecuje žalbama potrošaca. (cid: ~~~ Uvek pažnju (cid:
MATCH@M:(Consumers’ income has decreased because of the economic crisis, this may result in a decrease in spending for entertainment and consequently in a decrease in sales for the beer.===>Dohodak potrošača je manji usled ekonomske krize, a to za posledicu može da ima manju potrošnju u oblasti uživanja, time i manju prodaju piva.)
MATCH@E:(Threats Consumers income has decreased because of the economic crisis, this may result in a decrease in spending for entertainment and consequently in a decrease in sales for the beer.===>Redovno usavršava mašinsku (cid: ~~~ Izvozi u Albaniju i BJR (cid: ~~~ Prva je na grcko tržište uvelo kucni aparat za služenje piva. (cid:)
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BAD_LINE_M:Consumers’ income has decreased because of the economic crisis, this may result in a decrease in spending for entertainment and consequently in a decrease in sales for the beer.
BAD_LINE_M:Dohodak potrošača je manji usled ekonomske krize, a to za posledicu može da ima manju potrošnju u oblasti uživanja, time i manju prodaju piva.
BAD_LINE_E:Threats Consumers income has decreased because of the economic crisis, this may result in a decrease in spending for entertainment and consequently in a decrease in sales for the beer.
BAD_LINE_E:Redovno usavršava mašinsku (cid: ~~~ Izvozi u Albaniju i BJR (cid: ~~~ Prva je na grcko tržište uvelo kucni aparat za služenje piva. (cid:
MATCH@M:(Another possible future threat for the beer can be the changes in consumers buying habits.===>Još jednu moguću opasnost za pivo mogu da predstavljaju promene kupovnih navika potrošača.)
MATCH@E:(Another possible future threat for the beer can be the changes in consumers buying habits.===>Nova promotivna kampanja da se žene ubede ne samo da probaju pivo vec da ga smatraju alkoholnim picem koje nije samo privilegija muškaraca vec odgovara i ženama.)
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BAD_LINE_M:Another possible future threat for the beer can be the changes in consumers buying habits.
BAD_LINE_M:Još jednu moguću opasnost za pivo mogu da predstavljaju promene kupovnih navika potrošača.
BAD_LINE_E:Another possible future threat for the beer can be the changes in consumers buying habits.
BAD_LINE_E:Nova promotivna kampanja da se žene ubede ne samo da probaju pivo vec da ga smatraju alkoholnim picem koje nije samo privilegija muškaraca vec odgovara i ženama.
MATCH@M:(Consumers tend to show a preference for Ready To Drink (RTD) products or even substitutes for alcohol such as refreshments, fruit juices and mineral water.===>Potrošači sve više pokazuju naklonost prema proizvodima koji se mogu piti odmah (Readž To Drink - RTD) ili čak zamenama za alkohol kao što su osvežavajuća pića, voćni sokovi i mineralna voda.)
MATCH@E:(Consumers tend to show a preference for Ready To Drink (RTD) products or even substitutes for alcohol such as refreshments, fruit juices and mineral water.===>Makedoniju. ~~~ O W (cid: ~~~ Potrošaci piva su uglavnom muškarci, žene ne piju mnogo piva pošto smatraju da ima mnogo kalorija i da je gorko. pomocne linije (cid:)
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BAD_LINE_M:Consumers tend to show a preference for Ready To Drink (RTD) products or even substitutes for alcohol such as refreshments, fruit juices and mineral water.
BAD_LINE_M:Potrošači sve više pokazuju naklonost prema proizvodima koji se mogu piti odmah (Readž To Drink - RTD) ili čak zamenama za alkohol kao što su osvežavajuća pića, voćni sokovi i mineralna voda.
BAD_LINE_E:Consumers tend to show a preference for Ready To Drink (RTD) products or even substitutes for alcohol such as refreshments, fruit juices and mineral water.
BAD_LINE_E:Makedoniju. ~~~ O W (cid: ~~~ Potrošaci piva su uglavnom muškarci, žene ne piju mnogo piva pošto smatraju da ima mnogo kalorija i da je gorko. pomocne linije (cid:
MATCH@M:(The marketing mix elements are product, price, place and promotion.===>Elementi marketinškog miksa su proizvod, ce-na, mesto i promocija (product, price, place, promotion).)
MATCH@E:(The marketing mix elements are product, price, place and promotion.===>SWOT analiza 4.5 Marketinški miks Marketinški miks je takođe poznat i pod nazivom četiri P. Elementi marketinškog miksa su proizvod, cena, mesto i promocija (product, price, place, promotion).)
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BAD_LINE_M:The marketing mix elements are product, price, place and promotion.
BAD_LINE_M:Elementi marketinškog miksa su proizvod, ce-na, mesto i promocija (product, price, place, promotion).
BAD_LINE_E:The marketing mix elements are product, price, place and promotion.
BAD_LINE_E:SWOT analiza 4.5 Marketinški miks Marketinški miks je takođe poznat i pod nazivom četiri P. Elementi marketinškog miksa su proizvod, cena, mesto i promocija (product, price, place, promotion).
MATCH@M:(A fifth ‘p’ was also added to the marketing mix elements, ‘people’.===>Ovim elementima često se dodaje i peto „p“, ljudi (people).)
MATCH@E:(A fifth p was also added to the marketing mix elements, people (Kotler 1994).===>Ovim elementima često se dodaje i peto p, ljudi (people) (Kotler, 1994).)
MATCH@M:(The company pays special attention to all the components of the marketing mix and combines them in various ways in order to achieve its objectives.===>U kompaniji obraćaju posebnu pažnju na sve elemente marketinškog miksa i kombinuju ih na različite načine da bi postigli cilj.)
MATCH@E:(The company pays special attention to all the components of the marketing mix and combines them in various ways in order to achieve its objectives.===>U kompaniji obraćaju posebnu pažnju na sve elemente marketinškog miksa i kombinuju ih na različite načine da bi postigli cilj.)
MATCH@M:(Heineken is available in cans and bottles of 330 and 500 ml, which have a characteristic green color.===>Heineken se može kupiti u konzervama i bocama od 330 i 500 ml, koje imaju karakterističnu zelenu boju.)
MATCH@E:(Product Heineken is available in cans and bottles of 330 and 500 ml, which have a characteristic green color.===>Proizvod Heineken se može kupiti u konzervama i bocama od 330 i 500 ml, koje imaju karakterističnu zelenu boju.)
MATCH@M:(In addition, there is Heineken XLN with a new elegant green bottle, which as it is mentioned in its promotional campaign ‘it is so attractive that no bottle-opener can resist to it’.===>Pored toga, postoji i Heineken XLN, u novoj, elegantnoj zelenoj boci koja je, kako je navedeno u promotivnoj kampanji, „toliko privlačna da joj ni jedan otvarač za boce ne može odoleti“.)
MATCH@E:(In addition, there is Heineken XLN with a new elegant green bottle, which as it is mentioned in its promotional campaign it is so attractive that no bottle-opener can resist to it.===>Pored toga, postoji i Heineken XLN, u novoj, elegantnoj zelenoj boci koja je, kako je navedeno u promotivnoj kampanji, toliko privlačna da joj ni jedan otvarač za boce ne može odoleti.)
MATCH@M:(It was designed by the French designer Ora-ito and it is sold in special nigh-clubs and bars.===>Napravio ju je francuski dizajner Ora-ito, a prodaje se u posebnim noćnim klubovima i barovima.)
MATCH@E:(It was designed by the French designer Ora-ito and it is sold in special nigh-clubs and bars.===>Napravio ju je francuski dizajner Ora-ito, a prodaje se u posebnim noćnim klubovima i barovima.)
MATCH@M:(Finally there is the ‘magnum bottle’, either 1,5 or 3 litters, which is the festive packaging of Heineken.===>Konačno, postoji i „magnum boca“, od 1,5 ili 3 litra, koja predstavlja praznično pakovanje Heineken piva.)
MATCH@E:(Finally there is the magnum bottle, either 1,5 or 3 litters, which is the festive packaging of Heineken.===>Konačno, postoji i magnum boca, od 1,5 ili 3 litra, koja predstavlja praznično pakovanje Heineken piva.)
MATCH@M:(It is sold during Christmas and it looks like a Champaign bottle.===>Prodaje se tokom Božića i izgleda kao boca za šampanjac.)
MATCH@E:(It is sold during Christmas and it looks like a Champaign bottle.===>Prodaje se tokom Božića i izgleda kao boca za šampanjac.)
MATCH@M:(As it was mentioned, since Heineken is characterized a premium lager beer, which has a leading position in the Greek market, it has a higher price than the other beers of its category.===>Kao što smo rekli, pošto je Heineken okarakterisan kao premijum lager pivo na vodećoj poziciji na grčkom tržištu, njegova cena je viša nego cena drugih piva u ovoj kategoriji.)
MATCH@E:(Price As it was mentioned, since Heineken is characterized a premium lager beer, which has a leading position in the Greek market, it has a higher price than the other beers of its category.===>Cena Kao što smo rekli, pošto je Heineken okarakterisan kao premijum lager pivo na vodećoj poziciji na grčkom tržištu, njegova cena je viša nego cena drugih piva u ovoj kategoriji.)
MATCH@M:(Heineken’s pricing is based on the cost of transportation of the yeast from Holland, the production cost, employees’ cost, the fixed expenses cost and the distribution cost.===>Cena Heineken piva određuje se na osnovu troškova transporta kvasa iz Holandije, troškova proizvodnje, troškova za radnike, fiksnih troškova i troškova distribucije.)
MATCH@E:(Heinekens pricing is based on the cost of transportation of the yeast from Holland, the production cost, employees cost, the fixed expenses cost and the distribution cost.===>Cena Heineken piva određuje se na osnovu troškova transporta kvasa iz Holandije, troškova proizvodnje, troškova za radnike, fiksnih troškova i troškova distribucije.)
MATCH@M:(However, a big amount of the budget is allocated to the promotion of the beer.===>Ipak, veliki deo budžeta određen je za promociju piva.)
MATCH@E:(However, a big amount of the budget is allocated to the promotion of the beer.===>Ipak, veliki deo budžeta određen je za promociju piva.)
MATCH@M:(The price of Heineken slightly differs between the shops because the rent they pay is not the same in all the areas of the country.===>Cena Heineken piva pomalo varira od jednog prodajnog mesta do drugog pošto zakup koji ove prodavnice plaćaju nije isti u celoj Grčkoj.)
MATCH@E:(The price of Heineken slightly differs between the shops because the rent they pay is not the same in all the areas of the country.===>Cena Heineken piva pomalo varira od jednog prodajnog mesta do drugog pošto zakup koji ove prodavnice plaćaju nije isti u celoj Grčkoj.)
MATCH@M:(As it was mentioned, consumers’ income has decreased because of the economic crisis and this may result in spending less for entertainment.===>Kao što smo rekli, dohodak potrošača opao je usled ekonomske krize, a to može za posledicu da ima smanjenu potrošnju na uživanje.)
MATCH@E:(As it was mentioned, consumers income has decreased because of the economic crisis and this may result in spending less for entertainment.===>Kao što smo rekli, dohodak potrošača opao je usled ekonomske krize, a to može za posledicu da ima smanjenu potrošnju na uživanje.)
MATCH@M:(Then Heineken will have to decrease its prices to avoid a fall in sales.===>U tom slučaju Heineken će morati sa snizi cene, da prodaja ne bi opala.)
MATCH@E:(Then Heineken will have to decrease its prices to avoid a fall in sales.===>U tom slučaju Heineken će morati sa snizi cene, da prodaja ne bi opala.)
MATCH@M:(Heineken has a well-organized distribution system and supplies every week all the shops with the necessary quantities of beer, so that consumers can always find the beer.===>Heineken ima dobro organizovan sistem distribucije i svake nedelje dostavlja svim prodajnim mestima odgovarajuće količine piva, tako da potrošači uvek mogu da kupe ovo pivo.)
MATCH@E:(Place Heineken has a well-organized distribution system and supplies every week all the shops with the necessary quantities of beer, so that consumers can always find the beer.===>Mesto Heineken ima dobro organizovan sistem distribucije i svake nedelje dostavlja svim prodajnim mestima odgovarajuće količine piva, tako da potrošači uvek mogu da kupe ovo pivo.)
MATCH@M:(In addition, the company decides the packaging suitable for each shop (cans, bottles, barrels) so that consumers will buy fresh beer and not beer that has remained in the shops for months.===>U kompaniji odlučuju o isporukama za svaku prodavnicu posebno (konzerve, boce ili burad) tako da potrošači kupuju sveže pivo, a ne pivo koje je mesecima stajalo u prodavnici.)
MATCH@E:(In addition, the company decides the packaging suitable for each shop (cans, bottles, barrels) so that consumers will buy fresh beer and not beer that has remained in the shops for months.===>U kompaniji odlučuju o isporu kama za svaku prodavnicu posebno (konzerve, boce ili burad) tako da potrošači kupuju sveže pivo, a ne pivo koje je mesecima stajalo u prodavnici.)
MATCH@M:(This is convenient also for the shops because they do not have big stocks.===>Ovo pogoduje i prodavnicama, pošto ne moraju da drže velike zalihe.)
MATCH@E:(This is convenient also for the shops because they do not have big stocks.===>Ovo pogoduje i prodavnicama, pošto ne moraju da drže velike zalihe.)
MATCH@M:(Heineken, due to its successful advertising emphasizing the value of the beer, has gained a leading position in the Greek market.===>Zahvaljujući uspešnim reklamama u kojima naglašava vrednost piva, Heineken je osvojio vodeći položaj u Grčkoj.)
MATCH@E:(Promotion Heineken, due to its successful advertising emphasizing the value of the beer, has gained a leading position in the Greek market.===>Promocija Zahvaljujući uspešnim reklamama u kojima naglašava vrednost piva, Heineken je osvojio vodeći položaj u Grčkoj.)
MATCH@M:(It is advertised mainly on TV and sometimes on the radio.===>Reklamira se uglavnom na TV i ponekad na radiju.)
MATCH@E:(It is advertised mainly on TV and sometimes on the radio.===>Reklamira se uglavnom na TV i ponekad na radiju.)
MATCH@M:(Through its advertisements on TV, Heineken addresses its target market and creates a positive image for the product and for the company.===>Preko svojih reklama na TV Heineken se obraća svom ciljnom tržištu i stvara pozitivnu sliku za proizvod i za kompaniju.)
MATCH@E:(Through its advertisements on TV, Heineken addresses its target market and creates a positive image for the product and for the company.===>Preko svojih reklama na TV Heineken se obraća svom ciljnom tržištu i stvara pozitivnu sliku za proizvod i za kompaniju.)
MATCH@M:(The advertising spots of the beer are often renewed so as not to tire consumers.===>Reklamni spo-tovi za pivo se menjaju, da se potrošači ne bi zamorili.)
MATCH@E:(The advertising spots of the beer are often renewed so as not to tire consumers.===>Reklamni spotovi za pivo se menjaju, da se potrošači ne bi zamorili.)
MATCH@M:(They are created by Spot Thompson and they are filmed either in studios in Hollywood or outdoors.===>Kreira ih Spot Thompson, a snimaju se ili u holivud-skim studijima ili napolju.)
MATCH@E:(They are created by Spot Thompson and they are filmed either in studios in Hollywood or outdoors.===>Kreira ih Spot Thompson, a snimaju se ili u holivudskim studijima ili napolju.)
MATCH@M:(To create an advertising spot six to nine months are needed.===>Za stvaranje reklamnog spota potrebno je šest do osam meseci.)
MATCH@E:(To create an advertising spot six to nine months are needed.===>Za stvaranje reklamnog spota potrebno je šest do osam meseci.)
MATCH@M:(The company always assesses the results of its advertising campaigns.===>U kompaniji uvek procenjuju rezultate reklamnih kampanja.)
MATCH@E:(The company always assesses the results of its advertising campaigns.===>U kompaniji uvek procenjuju rezultate reklamnih kampanja.)
MATCH@M:(The packaging of the beer is also an advertising mean.===>Pakovanje piva takođe predstavlja sredstvo reklame.)
MATCH@E:(The packaging of the beer is also an advertising mean.===>Pakovanje piva takođe predstavlja sredstvo reklame.)
MATCH@M:(On the packages the sponsorships are advertised so as to attract new customers.===>Na pakovanjima se reklamira i sponzorstvo,pa se i na taj način privlače novi kupci.)
MATCH@E:(On the packages the sponsorships are advertised so as to attract new customers.===>Na pakovanjima se reklamira i sponzorstvo,pa se i na taj način privlače novi kupci.)
MATCH@M:(Heineken has not combined its name with football, as other beers do.===>Heineken svoje ime nije vezao za fudbal, kao druga piva.)
MATCH@E:(Heineken has not combined its name with football, as other beers do.===>Heineken svoje ime nije vezao za fudbal, kao druga piva.)
MATCH@M:(However, since the beer is a premium one, with a leading position in the market, it does not make discounts and offer gifts.===>Ipak, pošto je ovo premijum pivo, na vodećoj poziciji na tržištu, na daju se popusti niti se nude pokloni.)
MATCH@E:(However, since the beer is a premium one, with a leading position in the market, it does not make discounts and offer gifts.===>Ipak, pošto je ovo premijum pivo, na vodećoj poziciji na tržištu, na daju se popusti niti se nude pokloni.)
MATCH@M:(In addition, the beer is never offered as a gift with other products.===>Pored toga, ovo pivo se nikada ne nudi kao poklon uz druge proizvode.)
MATCH@E:(In addition, the beer is never offered as a gift with other products.===>Pored toga, ovo pivo se nikada ne nudi kao poklon uz druge proizvode.)
MATCH@M:(A characteristic example is when Mc Donalds, offered as a gift a collective bottle of Heineken with their menus, customers complained for the gift because Heineken is considered a premium beer and such promotion was considered inadequate.===>Karakterističan primer bio je kada je McDonalds uz svoje menije poklanjao zajedničku bocu Heineken piva - potrošači su se žalili na poklon pošto se Heineken smatra premijum pivom, te je stoga ovakva promocija neprikladna.)
MATCH@E:(A characteristic example is when Mc Donalds, offered as a gift a collective bottle of Heineken with their menus, customers complained for the gift because Heineken is considered a premium beer and such promotion was considered inadequate.===>Karakterističan primer bio je kada je McDonalds uz svoje menije poklanjao zajedničku bocu Heineken piva potrošači su se žalili na poklon pošto se Heineken smatra premijum pivom, te je stoga ovakva promocija neprikladna.)
MATCH@M:(Heineken is sponsoring various events, music, cinema, theatre, art, education, sports and cultural events.===>Heineken sponzoriše različita događanja, muzičke, filmske, pozorišne, umetničke, obrazovne, sportske i kulturne događaje.)
MATCH@E:(Heineken is sponsoring various events, music, cinema, theatre, art, education, sports and cultural events.===>Heineken sponzoriše različita događanja, muzičke, filmske, pozorišne, umetničke, obrazovne, sportske i kulturne događaje.)
MATCH@M:(Heineken sponsored the Olympic games of 2004 and the UEFA Champions League.===>Heineken je sponzorisao Olimpijske igre 2004. godine i Ligu šampiona UEFA.)
MATCH@E:(Heineken sponsored the Olympic games of 2004 and the UEFA Champions League.===>Heineken je sponzorisao Olimpijske igre 2004. godine i Ligu šampiona UEFA.)
MATCH@M:(Today Heineken is the first beer in sales internationally and the second in Greece.===>Danas je HEINEKEN pivo na prvom mestu po prodaji na svetu, a drugo u Grčkoj.)
MATCH@E:(Discussion Today Heineken is the first beer in sales internationally and the second in Greece.===>Diskusija Danas je HEINEKEN pivo na prvom mestu po prodaji na svetu, a drugo u Grčkoj.)
MATCH@M:(The beer has succeeded because of its high quality in all the countries where it is produced.===>Ovo pivo je imalo uspeha zbog svog visokog kvaliteta u svim zemljama u kojima se proizvodi.)
MATCH@E:(The beer has succeeded because of its high quality in all the countries where it is produced.===>Ovo pivo je imalo uspeha zbog svog visokog kvaliteta u svim zemljama u kojima se proizvodi.)
MATCH@M:(Thus, the aim of Heineken is to maintain its high quality and to have always the same taste, so as to differ from the other beers.===>Stoga je Heineken odabrao za cilj da zadrži visok kvalitet i nepromenjen ukus, čime se razlikuje od ostalih vrsta piva.)
MATCH@E:(Thus, the aim of Heineken is to maintain its high quality and to have always the same taste, so as to differ from the other beers.===>Stoga je Heineken odabrao za cilj da zadrži visok kvalitet i nepromenjen ukus, čime se razlikuje od ostalih vrsta piva.)
MATCH@M:(In addition, the success of the company is based on its well-trained employees who respect the values of the company.===>Pored toga, za svoj uspeh kompanija takođe ima da zahvali dobro obučenim zaposlenima koji uvažavaju i poštuju vrednosti kompanije.)
MATCH@E:(In addition, the success of the company is based on its well-trained employees who respect the values of the company.===>Pored toga, za svoj uspeh kompanija takođe ima da zahvali dobro obučenim zaposlenima koji uvažavaju i poštuju vrednosti kompanije.)
MATCH@M:(Heineken has implemented an environmental protection policy and all the materials it uses can be recycled.===>Heineken primenjuje politiku očuvanja životne sredine i svi materijali koje upotrebljava mogu da se recikliraju.)
MATCH@E:(Heineken has implemented an environmental protection policy and all the materials it uses can be recycled.===>Heineken primenjuje politiku očuvanja životne sredine i svi materijali koje upotrebljava mogu da se recikliraju.)
MATCH@M:(The company is facing strong competition from many other beers produced in Greece and also from imported beers.===>Ova kompanija je suočena sa jakom konkurencijom od strane drugih vrsta piva koja se proizvode u Grčkoj i od piva iz uvoza.)
MATCH@E:(The company is facing strong competition from many other beers produced in Greece and also from imported beers.===>Ova kompanija je suočena sa jakom konkurencijom od strane drugih vrsta piva koja se proizvode u Grčkoj i od piva iz uvoza.)
MATCH@M:(In addition Greeks are not big beer drinkers and the market is not as big as it could.===>Pored toga, Grci nisu velike pivopije, a tržište nije toliko veliko koliko bi moglo da bude.)
MATCH@E:(In addition Greeks are not big beer drinkers and the market is not as big as it could.===>Pored toga, Grci nisu velike pivopije, a tržište nije toliko veliko koliko bi moglo da bude.)
MATCH@M:(As seen in the literature review, Dumicic et al. (2003) mentioned that the economic situation is an important factor influencing the beer market.===>Kako smo videli u pregledu literature, Dumicic i dr. (2003) navode da je ekonomska situacija značajan faktor uticaja na tržište piva.)
MATCH@E:(As seen in the literature review, Dumicic et al. (2003) mentioned that the economic situation is an important factor influencing the beer market.===>Kako smo videli u pregledu literature, Dumicic i dr. (2003) navode da je ekonomska situacija značajan faktor uticaja na tržište piva.)
MATCH@M:(Heineken is marketed as a premium beer and its price is a little higher than that of the other beers of the same category.===>Heineken se reklamira kao premijum pivo i njegova cena je nešto viša nego cene ostalih piva iste kategorije.)
MATCH@E:(Heineken is marketed as a premium beer and its price is a little higher than that of the other beers of the same category.===>Heineken se reklamira kao premijum pivo i njegova cena je nešto viša nego cene ostalih piva iste kategorije.)
MATCH@M:(As Nwabueze and Zoe (2001) and Vrontis (1998) mentioned, in some cases brewers in order to maintain the quality image of the beer keep prices at a higher level.===>Kako navode Nwabueze i Zoe (2001) i Vrontis (1998), u nekim slučajevima proizvođači piva i sami drže cene na višem nivou da bi održali sliku kvaliteta piva.)
MATCH@E:(As Nwabueze and Zoe (2001) and Vrontis (1998) mentioned, in some cases brewers in order to maintain the quality image of the beer keep prices at a higher level.===>Kako navode Nwabueze i Zoe (2001) i Vrontis (1998), u nekim slučajevima proizvođači piva i sami drže cene na višem nivou da bi održali sliku kvaliteta piva.)
MATCH@M:(Heineken has an excellent distribution system, which can individually cover the needs of each shop, so that consumers can find fresh beer any time.===>Heineken raspolaže odličnim sistemom distribucije, koji pokriva potrebe svakog prodajnog mesta posebno, tako da potrošači u svako doba mogu da kupe sveže pivo.)
MATCH@E:(Heineken has an excellent distribution system, which can individually cover the needs of each shop, so that consumers can find fresh beer any time.===>Heineken raspolaže odličnim sistemom distribucije, koji pokriva potrebe svakog prodajnog mesta posebno, tako da potrošači u svako doba mogu da kupe sveže pivo.)
MATCH@M:(As it was mentioned, Heineken does not have line extensions, such as Carlsberg’s ‘Calsberg Ice’.===>Kako smo naveli, Heineken nema pomoćne linije, kao što Carlsberg ima „Carlsberg Ice“.)
MATCH@E:(As it was mentioned, Heineken does not have line extensions, such as Carlsbergs Calsberg Ice (Vrontis, 1998).===>Kako smo naveli, Heineken nema pomoćne linije, kao što Carlsberg ima Carlsberg Ice (Vrontis, 1998).)
MATCH@M:(This, the company could produce beers with various tastes such as fruits, which would also be more suitable for women.===>Na taj način bi kompanija mogla da proizvodi piva različitog ukusa, na primer, voćnog, što bi takođe više odgovaralo ženama.)
MATCH@E:(This, the company could produce beers with various tastes such as fruits, which would also be more suitable for women.===>Na taj način bi kompanija mogla da proizvodi piva različitog ukusa, na primer, voćnog, što bi takođe više odgovaralo ženama.)
MATCH@M:(As Nwabueze and Zoe (2001) claimed the beer industry focuses on below-the-line methods such as promotions and on above-the-line advertising.===>Nwabueze i Zoe (2001) navode da se industrija piva koncentriše na metode „ispod crte“, kao što su promo-vije i na reklamu, „iznad crte“.)
MATCH@E:(As Nwabueze and Zoe (2001) claimed the beer industry focuses on below-the-line methods such as promotions and on above-the-line advertising.===>Nwabueze i Zoe (2001) navode da se industrija piva koncentriše na metode ispod crte, kao što su promovije i na reklamu, iznad crte.)
MATCH@M:(Through advertising Heineken is trying to create a positive image for the product and for the company.===>Reklamom Heineken teži da stvori pozitivnu sliku za proizvod i za kompaniju.)
MATCH@E:(Through advertising Heineken is trying to create a positive image for the product and for the company.===>Reklamom Heineken teži da stvori pozitivnu sliku za proizvod i za kompaniju.)
MATCH@M:(However, it has not combined its name with football, as other beers do such as Carling Black Label, but it sponsors very famous athletic events.===>Ipak, on svoje ime nije vezao za fudbal, kao što to čine neka druga piva, na primer, Carling Black Label, ali sponzoriše veoma poznata atletska takmičenja.)
MATCH@E:(However, it has not combined its name with football, as other beers do such as Carling Black Label (Vrontis, 1998), but it sponsors very famous athletic events.===>Ipak, on svoje ime nije vezao za fudbal, kao što to čine neka druga piva, na primer, Carling Black Label (Vrontis, 1998), ali sponzoriše veoma poznata atletska takmičenja.)
MATCH@M:(As it was mentioned, a problem is that mostly men consume the beer, because women believe that it has a bitter taste and a lot of calories.===>Rečeno je i da je problem u tome što pivo piju uglavnom muškarci, pošto žene smatraju da je gorko i da ima previše kalorija.)
MATCH@E:(As it was mentioned, a problem is that mostly men consume the beer, because women believe that it has a bitter taste and a lot of calories.===>Rečeno je i da je problem u tome što pivo piju uglavnom muškarci, pošto žene smatraju da je gorko i da ima previše kalorija.)
MATCH@M:(Thus, the company will contact a promotional campaign to convince women that the beer can be a women’s drink too.===>Stoga će kompanija da sprovede promotivnu kampanju da uveri žene da pivo može da bude i žensko piće.)
MATCH@E:(Thus, the company will contact a promotional campaign to convince women that the beer can be a womens drink too.===>Stoga će kompanija da sprovede promotivnu kampanju da uveri žene da pivo može da bude i žensko piće.)
MATCH@M:(In addition, in Greece beer is a drink, which is consumed mostly at night.===>Pored toga, u Grčkoj je pivo piće koje se pije uglavnom noću.)
MATCH@E:(In addition, in Greece beer is a drink, which is consumed mostly at night.===>Pored toga, u Grčkoj je pivo piće koje se pije uglavnom noću.)
MATCH@M:(However, beer can be consumed all day long, thus, another promotional campaign would be conducted to convince consumers to drink beer in any occasion.===>Ali, pivo može da se pije preko celog dana; stoga će se sprovesti još jedna promotivna kampanja da bi se potrošači uverili da pivo može da se pije u svakoj prilici.)
MATCH@E:(However, beer can be consumed all day long, thus, another promotional campaign would be conducted to convince consumers to drink beer in any occasion.===>Ali, pivo može da se pije preko celog dana; stoga će se sprovesti još jedna promotivna kampanja da bi se potrošači uverili da pivo može da se pije u svakoj prilici.)
MATCH@M:(As it was mentioned, breweries through advertising influence consumers’ attitude and an example is Coors Light, which reinforced the correlation between the beer and an active lifestyle by using powerful slogans backed up by images of action and vitality (Strategic Direction, 2003).===>Kao što smo rekli, pivare reklamom utiču na stav potrošača, a primer je Coors Light, kojim je podvučena veza između piva i aktivnog života, primenom moćnih slogana u čijoj su pozadini prizori akcije i vitalnosti (Strategic Direction, 2003).)
MATCH@E:(As it was mentioned, breweries through advertising influence consumers attitude and an example is Coors Light, which reinforced the correlation between the beer and an active lifestyle by using powerful slogans backed up by images of action and vitality (Strategic Direction, 2003).===>Kao što smo rekli, pivare reklamom utiču na stav potrošača, a primer je Coors Light, kojim je podvučena veza između piva i aktivnog života, primenom moćnih slogana u čijoj su pozadini prizori akcije i vitalnosti (Strategic Direction, 2003).)
MATCH@M:(In addition, through advertising, Heineken is differentiating itself from the other beers by communicating the message ‘Enjoy responsibly’, trying in this way to educate consumers about the negative consequences alcohol can have.===>Pored toga, putem reklame Heineken sebe izdvaja od drugih piva time što prenosi poruku „Uživaj odgovorno“, čime pokušava da skrene pažnju potrošačima na negativne posledice koje alkohol može da ima.)
MATCH@E:(In addition, through advertising, Heineken is differentiating itself from the other beers by communicating the message Enjoy responsibly, trying in this way to educate consumers about the negative consequences alcohol can have.===>Pored toga, putem reklame Heineken sebe izdvaja od drugih piva time što prenosi poruku Uživaj odgovorno, čime pokušava da skrene pažnju potrošačima na negativne posledice koje alkohol može da ima.)
MATCH@M:(The packaging of the beer is also an advertising mean, since all the events sponsored by the company are advertised on the package of the beer.===>Pako-vanje piva takođe predstavlja sredstvo reklame, pošto se svi događaji koje kompanija sponzoriše reklamiraju na pakovanjima piva.)
MATCH@E:(The packaging of the beer is also an advertising mean, since all the events sponsored by the company are advertised on the package of the beer. ~~~ 6.===>Pakovanje piva takođe predstavlja sredstvo reklame, pošto se svi događaji koje kompanija sponzoriše reklamiraju na pakovanjima piva. 6.)
MATCH@M:(This study contributes to the alcoholic beverages sector since it is one of the few that have provided an insight in the marketing practices employed by breweries.===>Ova studija predstavlja doprinos sektoru alkoholnih pića, pošto je jedna od malobrojnih koje pružaju uvid u marketinšku praksu pivara.)
MATCH@E:(The contribution of this study This study contributes to the alcoholic beverages sector since it is one of the few that have provided an insight in the marketing practices employed by breweries.===>Doprinos ove studije Ova studija predstavlja doprinos sektoru alkoholnih pića, pošto je jedna od malobrojnih koje pružaju uvid u marketinšku praksu pivara.)
MATCH@M:(In addition, it is the only one so far that has gathered knowledge concerning a Greek brewery and the marketing of ‘Heineken’ beer in Greece where very limited research has taken place in this sector.===>Pored toga, ona je do sada jedina koja se odnosi na neku grčku pivaru i na marketing piva „Heineken“ u Grčkoj, u kojoj je u ovom sektoru vršeno veoma malo istraživanja.)
MATCH@E:(In addition, it is the only one so far that has gathered knowledge concerning a Greek brewery and the marketing of Heineken beer in Greece where very limited research has taken place in this sector.===>Pored toga, ona je do sada jedina koja se odnosi na neku grčku pivaru i na marketing piva Heineken u Grčkoj, u kojoj je u ovom sektoru vršeno veoma malo istraživanja.)
MATCH@M:(The results of this study support the findings of other studies mentioned in the literature and they can be of definite interest and potential value to managers in this sector.===>Rezultati ove studije potkrepljuju zaključke drugih studija koje navodi literatura i svakako su interesantni i predstavljaju potencijalnu vrednost za menadžere u ovom sektoru.)
MATCH@E:(The results of this study support the findings of other studies mentioned in the literature and they can be of definite interest and potential value to managers in this sector.===>Rezultati ove studije potkrepljuju zaključke drugih studija koje navodi literatura i svakako su interesantni i predstavljaju potencijalnu vrednost za menadžere u ovom sektoru.)
MATCH@M:(Academically, further research based on these findings can add to the present pool of knowledge by further examining the marketing practices employed by other breweries in Greece and worldwide.===>Teorijski, dalja istraživanja na osnovu ovih zaključaka mogu da obogate sadašnji fond znanja tako što će proučiti marketinške postupke drugih pivara u Grčkoj i širom sveta.)
MATCH@E:(Academically, further research based on these findings can add to the present pool of knowledge by further examining the marketing practices employed by other breweries in Greece and worldwide.===>Teorijski, dalja istraživanja na osnovu ovih zaključaka mogu da obogate sadašnji fond znanja tako što će proučiti marketinške postupke drugih pivara u Grčkoj i širom sveta.)
MATCH@M:(The proposed model and the hypotheses were tested on a sample of 102 managers from 34 Serbian firms.===>Predloženi model, kao i postavljene hipoteze testirane su na uzorku od 102 menadžera iz 34 srpske firme u kojima je uveden sistem kvaliteta.)
MATCH@E:(The proposed model and the hypotheses were tested on a sample of 102 managers from 34 Serbian firms.===>Predloženi model, kao i postavljene hipoteze testirane su na uzorku od 102 menadžera iz 34 srpske firme u kojima je uveden sistem kvaliteta.)
MATCH@M:(The analysis of obtained results was conducted using Structural Equation Modelling (SEM).===>Analiza prikupljenih podataka je izvršena primenom SE modeliranja (SEM-Structural Equation Modeling).)
MATCH@E:(The analysis of obtained results was conducted using Structural Equation Modelling (SEM).===>Analiza prikupljenih podataka je izvršena primenom SE modeliranja (SEM-Structural Equation Modeling).)
MATCH@M:(The results confirm the importance of the teamwork and process control as QM practices on internal knowledge transfers and strong positive correlation between internal knowledge transfers and firm’s performance.===>Dobijeni rezultati potvrđuju da timski rad i kontrola procesa, kao komponente MK, pozitivno utiču na unutrašnje transfere znanja firme kao i da postoji izražena pozitivna korelacija između unutrašnjih transfera znanja i poslovanja firme.)
MATCH@E:(The results confirm the importance of the teamwork and process control as QM practices on internal knowledge transfers and strong positive correlation between internal knowledge transfers and firms performance. ~~~ 1.===>Dobijeni rezultati potvrđuju da timski rad i kontrola procesa, kao komponente MK, pozitivno utiču na unutrašnje transfere znanja firme kao i da postoji izražena pozitivna korelacija između unutrašnjih transfera znanja i poslovanja firme. 1.)
MATCH@M:(Quality management (QM) is one of the most important research issues in the field of operational management as well as in academic circles.===>Menadžment kvaliteta (MK) predstavlja jednu od najvažnijih istraživačkih tema u oblasti operativnog menadžmenta i u akademskim krugovima.)
MATCH@E:(Introduction Quality management (QM) is one of the most important research issues in the field of operational management Š1Ë as well as in academic circles Š2,3Ë.===>Uvod Menadžment kvaliteta (MK) predstavlja jednu od najvažnijih istraživačkih tema u oblasti operativnog menadžmenta Š1Ë i u akademskim krugovima Š2,3Ë.)
MATCH@M:(The relationship between QM and financial and business results has been the subject of numerous research works [4].===>Mnogi radovi su se bavili ispitivanjem odnosa između MK i finansijskih i poslovnih rezultata [4].)
MATCH@E:(The relationship between QM and financial and business results has been the subject of numerous research works Š4Ë.===>Mnogi radovi su se bavili ispitivanjem odnosa između MK i finansijskih i poslovnih rezultata Š4Ë.)
MATCH@M:(In this work, our aim is to explore the relationship between quality management and business operations from a different point of view.===>Ovaj rad ispituje odnos između menadžmenta kvaliteta i poslovanja iz drugačije perspektive.)
MATCH@E:(In this work, our aim is to explore the relationship between quality management and business operations from a different point of view.===>Ovaj rad ispituje odnos između menadžmenta kvaliteta i poslovanja iz drugačije perspektive.)
MATCH@M:(Here we analyse the implications of various areas of quality management upon the knowledge transfer within the firm.===>On analizira implikacije različitih oblasti menadžmenta kvaliteta na transfere znanja unutar firme.)
MATCH@E:(Here we analyse the implications of various areas of quality management upon the knowledge transfer within the firm.===>On analizira implikacije različitih oblasti menadžmenta kvaliteta na transfere znanja unutar firme.)
MATCH@M:(The relationship between the QM field and business is not analysed directly, but on the basis of improvements in internal processes whose importance in generating competitive advantage has already been presented.===>Odnos između oblasti MK i poslovanja se ne analizira na direktan način, već na osnovu poboljšanja u unutrašnjim procesima čija je važnost u generisanju konkurentskih prednosti već ranije predstavljena.)
MATCH@E:(The relationship between the QM field and business is not analysed directly, but on the basis of improvements in internal processes whose importance in generating competitive advantage has already been presented.===>Odnos između oblasti MK i poslovanja se ne analizira na direktan način, već na osnovu poboljšanja u unutrašnjim procesima čija je važnost u generisanju konkurentskih prednosti već ranije predstavljena.)
MATCH@M:(The aim of this work is to prove the thesis that there is a relationship between the implementation of QM and organizational business operations.===>Cilj rada je potvrđivanje teze da postoji veza između implementacije MK i organizacionog poslovanja.)
MATCH@E:(The aim of this work is to prove the thesis that there is a relationship between the implementation of QM and organizational business operations.===>Cilj rada je potvrđivanje teze da postoji veza između implementacije MK i organizacionog poslovanja.)
MATCH@M:(We follow the same research methodology used by Molina and collaborators.===>Rad prati istu metodologiju istraživanja koju su prime nili Molina i saradnici.)
MATCH@E:(We follow the same research methodology used by Molina Š5Ë and collaborators.===>Rad prati istu metodologiju istraživanja koju su primenili Molina i saradnici Š5Ë.)
MATCH@M:(Whatever the importance of knowledge management within the firm [6], there are only few empiric studies on its relationship with QM [5].===>I pored značaja menadžmenta znanja unutar firme [6], samo nekoliko empirijskih studija bavi se njegovim odnosom sa MK [5].)
MATCH@E:(Whatever the importance of knowledge management within the firm Š6Ë, there are only few empiric studies on its relationship with QM Š5Ë.===>I pored značaja menadžmenta znanja unutar firme Š6Ë, samo nekoliko empirijskih studija bavi se njegovim odnosom sa MK Š5Ë.)
MATCH@M:(In the current study we analyse the impact of QM practices upon knowledge transfers, having in mind that the extent to which the firm employs knowledge transfers is taken as a key one in explaining the differences in business operations among firms.===>Aktuelna studija analizira uticaj MK aktivnosti na transfere znanja, uzimajući u obzir da je stepen do kog firma koristi transfere znanje uzet kao ključni prilikom objašnjavanja razlika u poslovanju između firmi.)
MATCH@E:(In the current study we analyse the impact of QM practices upon knowledge transfers, having in mind that the extent to which the firm employs knowledge transfers is taken as a key one in explaining the differences in business operations among firms.===>Aktuelna studija analizira uticaj MK aktivnosti na transfere znanja, uzimajući u obzir da je stepen do kog firma koristi transfere znanje uzet kao ključni prilikom objašnjavanja razlika u poslovanju između firmi.)
MATCH@M:(This paper begins with a review of literature on QM and knowledge transfer.===>Na početku rada je dat pregled literature koja se bavi MK i transferom znanja.)
MATCH@E:(This paper begins with a review of literature on QM and knowledge transfer.===>Na početku rada je dat pregled literature koja se bavi MK i transferom znanja.)
MATCH@M:(Then, on the basis of literature data, we analyse to what extent the QM and the knowledge transfer fields are interrelated and certain hypotheses are set.===>Potom je na osnovu literatur-nih podataka analizirano u kojoj meri su oblasti MK i transfera znanja povezane i postavljene su hipoteze.)
MATCH@E:(Then, on the basis of literature data, we analyse to what extent the QM and the knowledge transfer fields are interrelated and certain hypotheses are set.===>Potom je na osnovu literaturnih podataka analizirano u kojoj meri su oblasti MK i transfera znanja povezane i postavljene su hipoteze.)
MATCH@M:(The fourth chapter deals with the description of the methodology, and then the results are presented.===>U četvrtom odeljku, dat je opis metodologije, a zatim su prezentovani dobijeni rezultati.)
MATCH@E:(The fourth chapter deals with the description of the methodology, and then the results are presented.===>U četvrtom odeljku, dat je opis metodologije, a zatim su prezentovani dobijeni rezultati.)
MATCH@M:(The paper closes with the discussion on the results and a conclusion.===>Na kraju su izneti diskusija rezultata i zaključak.)
MATCH@E:(The paper closes with the discussion on the results and a conclusion.===>Na kraju su izneti diskusija rezultata i zaključak. 2.)
MATCH@M:(Quality management is defined as a management approach consisting of a “set of complementary principles, in which each principle is characterised by a set of areas and techniques”.===>Menadžment kvaliteta definisan je kao pristup menadžmentu koji je sačinjen od „skupa principa koji se međusobno dopunjavaju, a ipak, svaki od principa ka-rakteriše skup oblasti i tehnika”.)
MATCH@E:(2. ~~~ Quality management and knowledge transfers 2.1 Quality management Quality management is defined as a management approach consisting of a set of complementary principles, in which each principle is characterised by a set of areas and techniques Š7Ë.===>Menadžment kvaliteta i transferi znanja 2.1. ~~~ Menadžment kvaliteta Menadžment kvaliteta definisan je kao pristup menadžmentu koji je sačinjen od skupa principa koji se međusobno dopunjavaju, a ipak, svaki od principa karakteriše skup oblasti i tehnika Š7Ë.)
MATCH@M:(In the area od business operations [8], this approach distinguished itself from other strategies by its features.===>Ovaj pristup se izdvojio po svojim osobenostima u odnosu na druge strategije kada je u pitanju organizaciono poslovanje 8].)
MATCH@E:(In the area od business operations Š8Ë, this approach distinguished itself from other strategies by its features.===>Ovaj pristup se izdvojio po svojim osobenostima u odnosu na druge strategije kada je u pitanju organizaciono poslovanje 8Ë.)
MATCH@M:(In order to determine the level of QM implementation in a firm, we have to analyse the fields that are possible to observe and estimate in QM, since we deal with very general principles, whereas, on the other hand, techniques are extremely detailed.===>Da bismo odredili nivo implementacije MK u jednoj firmi, moramo analizirati oblasti koje je moguće po-smatrati i procenjivati u okviru MK, s obzirom da se radi o veoma opštim principima, dok su, s druge strane, tehnike krajnje detaljne.)
MATCH@E:(In order to determine the level of QM implementation in a firm, we have to analyse the fields that are possible to observe and estimate in QM, since we deal with very general principles, whereas, on the other hand, techniques are extremely detailed Š9Ë.===>Da bismo odredili nivo implementacije MK u jednoj firmi, moramo analizirati oblasti koje je moguće posmatrati i procenjivati u okviru MK, s obzirom da se radi o veoma opštim principima, dok su, s druge strane, tehnike krajnje detaljne Š9Ë.)
MATCH@M:(Since the earliest works of Saraph and collaborators, many a study relied on the literature on quality management in an effort to identify different types of key areas of QM and develop measurement tools to analyse the QM implementation in the firm.===>Počevši od najranijih radova Saraph-a i saradnika, mnoge studije su se oslanjale na literaturu koja se bavi menadžmentom kvaliteta kako bi se identifikovale različite vrste ključnih oblasti MK i razvili merni instrumenti kojima bi se analizirala implementacija MK u firmi.)
MATCH@E:(Since the earliest works of Saraph and collaborators Š10Ë, many a study relied on the literature on quality management in an effort to identify different types of key areas of QM and develop measurement tools to analyse the QM implementation in the firm.===>Počevši od najranijih radova Saraph-a i saradnika Š10Ë, mnoge studije su se oslanjale na literaturu koja se bavi menadžmentom kvaliteta kako bi se identifikovale različite vrste ključnih oblasti MK i razvili merni instrumenti kojima bi se analizirala implementacija MK u firmi.)
MATCH@M:(The review of the studies was conducted by Haynak.===>Pregled ovih studija dao je Haynak.)
MATCH@E:(The review of the studies was conducted by Haynak Š4Ë.===>Pregled ovih studija dao je Haynak Š4Ë.)
MATCH@M:(The studies have shown that QM includes the methods needed to improve both the firm environment and the relationship between the firm and the given environment.===>Studije pokazuju da MK uključuje načine kojima bi se poboljšali, kako okruženje u kome se firma nalazi, tako i odnos firme i datog okruženja.)
MATCH@E:(The studies have shown that QM includes the methods needed to improve both the firm environment and the relationship between the firm and the given environment.===>Studije pokazuju da MK uključuje načine kojima bi se poboljšali, kako okruženje u kome se firma nalazi, tako i odnos firme i datog okruženja.)
MATCH@M:(It also includes the areas related to the technical amd social sections of the firm.===>Takođe, ovo uključuje i oblasti koje se odnose na tehničke i društvene delove firme.)
MATCH@E:(It also includes the areas related to the technical amd social sections of the firm.===>Takođe, ovo uključuje i oblasti koje se odnose na tehničke i društvene delove firme.)
MATCH@M:(In the field of the firm’s relationship with its environment QM plays an important part in the cooperation with the suppliers and the consumers alike.===>U oblasti koja se bavi odnosom izmedu firme i njenog okruženja, MK ima značajnu ulogu u kooperaciji, kako sa kupcima, tako i sa snadbevačima.)
MATCH@E:(In the field of the firms relationship with its environment QM plays an important part in the cooperation with the suppliers and the consumers alike.===>U oblasti koja se bavi odnosom izmedu firme i njenog okruženja, MK ima značajnu ulogu u kooperaciji, kako sa kupcima, tako i sa snadbevačima.)
MATCH@M:(When talking on the cooperation with the suppliers and the consumers, we have in mind the organizational inclination to take part in non-competitive activities with the consumers and the suppliers, as well as to cherish good rapport with them.===>Kada govorimo o kooperaciji sa snabdevačima i kupcima, mi mislimo na sklonost organizacije da se uključi u nekonkurent-ske aktivnost, sa kupcima i dobavljačima, kao i da održava otvorene i iskrene odnose sa njima.)
MATCH@E:(When talking on the cooperation with the suppliers and the consumers, we have in mind the organizational inclination to take part in non-competitive activities with the consumers and the suppliers, as well as to cherish good rapport with them Š11Ë. One of the basic ideas of QM is a premise that the firm functions as an integrated (unique) system Š8Ë.===>Kada govorimo o kooperaciji sa snabdevačima i kupcima, mi mislimo na sklonost organizacije da se uključi u nekonkurentske aktivnost, sa kupcima i dobavljačima, kao i da održava otvorene i iskrene odnose sa njima Š11Ë. ~~~ Jedna od osnovnih ideja MK jeste pretpostavka da firma funkcioniše kao integrisani (celoviti) sistem 8Ë.)
BAD_LINE_=============================================================
BAD_LINE_M:When talking on the cooperation with the suppliers and the consumers, we have in mind the organizational inclination to take part in non-competitive activities with the consumers and the suppliers, as well as to cherish good rapport with them.
BAD_LINE_M:Kada govorimo o kooperaciji sa snabdevačima i kupcima, mi mislimo na sklonost organizacije da se uključi u nekonkurent-ske aktivnost, sa kupcima i dobavljačima, kao i da održava otvorene i iskrene odnose sa njima.
BAD_LINE_E:When talking on the cooperation with the suppliers and the consumers, we have in mind the organizational inclination to take part in non-competitive activities with the consumers and the suppliers, as well as to cherish good rapport with them Š11Ë. One of the basic ideas of QM is a premise that the firm functions as an integrated (unique) system Š8Ë.
BAD_LINE_E:Kada govorimo o kooperaciji sa snabdevačima i kupcima, mi mislimo na sklonost organizacije da se uključi u nekonkurentske aktivnost, sa kupcima i dobavljačima, kao i da održava otvorene i iskrene odnose sa njima Š11Ë. ~~~ Jedna od osnovnih ideja MK jeste pretpostavka da firma funkcioniše kao integrisani (celoviti) sistem 8Ë.
MATCH@M:(This idea on the system, however, is not confined only to the relations existing within the organization.===>Međutim, ova ideja o sistemu nije ograničena samo na odnose koji postoje unutar organizacije.)
MATCH@E:(This idea on the system, however, is not confined only to the relations existing within the organization.===>Međutim, ova ideja o sistemu nije ograničena samo na odnose koji postoje unutar organizacije.)
MATCH@M:(It is also valid in the relations the firm establishes with the outer world.===>Ona može da važi i za odnose koje firma uspostavlja sa spoljašnjim svetom.)
MATCH@E:(It is also valid in the relations the firm establishes with the outer world.===>Ona može da važi i za odnose koje firma uspostavlja sa spoljašnjim svetom.)
MATCH@M:(In a strictly internal arena, QM includes the areas related exclusively to the firm’s social component, the areas such as autonomy and team work, then the areas entailing technical issues, such as the process control.===>U strogo internoj areni, MK uključuje oblasti koje se odnose isključivo na društvenu komponentu firme, na oblasti kao što su autonomija i timski rad, potom oblasti koje uključuju pitanja tehničke prirode, kao što je, na primer, kontrola procesa.)
MATCH@E:(In a strictly internal arena, QM includes the areas related exclusively to the firms social component, the areas such as autonomy and team work, then the areas entailing technical issues, such as the process control.===>U strogo internoj areni, MK uključuje oblasti koje se odnose isključivo na društvenu komponentu firme, na oblasti kao što su autonomija i timski rad, potom oblasti koje uključuju pitanja tehničke prirode, kao što je, na primer, kontrola procesa.)
MATCH@M:(Team work means a tendency to solve tasks within the group, rather than individually.===>Pod timskim radom pod-razumevamo tendenciju da se zadaci rešavaju u okviru grupe, pre nego individualno.)
MATCH@E:(Team work means a tendency to solve tasks within the group, rather than individually.===>Pod timskim radom podrazumevamo tendenciju da se zadaci rešavaju u okviru grupe, pre nego individualno.)
MATCH@M:(Autonomy refers to the groups or individuals’ capabilities of being relatively independent and self-confident in accomplishing their tasks.===>Autonomija se odnosi na sposobnosti grupa ili pojedinaca da budu relativno samostalni i samosvesni u obavljanju zadataka.)
MATCH@E:(Autonomy refers to the groups or individuals capabilities of being relatively independent and self-confident in accomplishing their tasks.===>Autonomija se odnosi na sposobnosti grupa ili pojedinaca da budu relativno samostalni i samosvesni u obavljanju zadataka.)
MATCH@M:(The internal knowledge transfer points to the fact that the unit providing the knowledge is situated within the firm.===>Unutrašnji transfer znanja ukazuje na činjenicu da se jedinica koja obezbeđuje znanje nalazi unutar same firme.)
MATCH@E:(The internal knowledge transfer points to the fact that the unit providing the knowledge is situated within the firm.===>Unutrašnji transfer znanja ukazuje na činjenicu da se jedinica koja obezbeđuje znanje nalazi unutar same firme.)
MATCH@M:(This field of research has recently become very interesting and includes studies that deal with both understanding of the transfer process, and identification of the factors that may enhance or hinder the transfers.===>Ova oblast istraživanja je posled-njih godina postala jako interesantna, to jest studije koje se bave kako razumevanjem procesa transfera, tako i identifikovanjem faktora koji mogu da pomognu ili spreče transfere.)
MATCH@E:(This field of research has recently become very interesting and includes studies that deal with both understanding of the transfer process, and identification of the factors that may enhance or hinder the transfers Š16Ë.===>Ova oblast istraživanja je poslednjih godina postala jako interesantna, to jest studije koje se bave kako razumevanjem procesa transfera, tako i identifikovanjem faktora koji mogu da pomognu ili spreče transfere 16Ë.)
MATCH@M:(The factors determining the extent to which knowledge transfers may be easy or complicated may be classed into factors related to the source units only, factors connected with the recipient, factors related to the connection between the source unit and the recipient and factors related to knowledge only.===>Faktori koji utiču na to koliko su laki ili komplikovani transferi znanja mogu biti klasifi-kovani na faktore koji se odnose na izvorne jedinice, faktore povezane sa primaocem, faktore koji se odnose na vezu između izvorne jedinice i primaoca i faktore koji se odnose na samo znanje.)
MATCH@E:(The factors determining the extent to which knowledge transfers may be easy or complicated may be classed into factors related to the source units only, factors connected with the recipient, factors related to the connection between the source unit and the recipient and factors related to knowledge only.===>Faktori koji utiču na to koliko su laki ili komplikovani transferi znanja mogu biti klasifikovani na faktore koji se odnose na izvorne jedinice, faktore povezane sa primaocem, faktore koji se odnose na vezu između izvorne jedinice i primaoca i faktore koji se odnose na samo znanje.)
MATCH@M:(According to Krone, any communication consists of the following elements: message, sender, code system, communication channel, recipient and the decoding system.===>Prema Kroneu, bilo koja komunikacija sadrži sle-deće elemente: poruku, pošiljaoca, kodni sistem, komunikacijski kanal, primaoca i sistem dekodiranja.)
MATCH@E:(According to Krone Š17Ë, any communication consists of the following elements: message, sender, code system, communication channel, recipient and the decoding system.===>Prema Kroneu 17Ë, bilo koja komunikacija sadrži sledeće elemente: poruku, pošiljaoca, kodni sistem, komunikacijski kanal, primaoca i sistem dekodiranja.)
MATCH@M:(Frome these elements factors are derived to explain in a simplified way both the transfer and knowledge characteristics (message) which the sender wishes to send as well as the difference between the two unit systems of coding.===>Iz ovih elemenata su izvedeni faktori kojima se na jednostavan način objašnjava transfer, kao i karakeristike znanja (poruke) koju pošiljalac želi da pošalje i razlika između oba jedinična sistema kodifikacije.)
MATCH@E:(Frome these elements factors are derived to explain in a simplified way both the transfer and knowledge characteristics (message) which the sender wishes to send as well as the difference between the two unit systems of coding.===>Iz ovih elemenata su izvedeni faktori kojima se na jednostavan način objašnjava transfer, kao i karakeristike znanja (poruke) koju pošiljalac želi da pošalje i razlika između oba jedinična sistema kodifikacije. 3.)
MATCH@M:(Improving coordination means that people who contact most due to the tasks they are assigned cannot communicate among themselves using classic hierarchal mechanisms.===>Poboljšanje koordinacije znači da ljudi koji najaviše kontaktiraju zbog zadataka koje obavljaju, ne mogu da međusobno koordiniraju kori-steci klasične hijerarhijske mehanizme.)
MATCH@E:(Improving coordination means that people who contact most due to the tasks they are assigned cannot communicate among themselves using classic hierarchal mechanisms.===>Poboljšanje koordinacije znači da ljudi koji najaviše kontaktiraju zbog zadataka koje obavljaju, ne mogu da međusobno koordiniraju koristeći klasične hijerarhijske mehanizme.)
MATCH@M:(In order to achieve these goals, it is very important that the problem selection process and information search be improved.===>Da bi se ovi ciljevi ostvarili, veoma je važno da se poboljša proces selekcije problema i potrage za informacijama.)
MATCH@E:(In order to achieve these goals, it is very important that the problem selection process and information search be improved.===>Da bi se ovi ciljevi ostvarili, veoma je važno da se poboljša proces selekcije problema i potrage za informacijama.)
MATCH@M:(Improving the knowledge transfer is a necessary precondition for the team work within the firm to be successful.===>Usavršavanje transfera znanja neophodan je preduslov kako bi timski rad u okviru firme bio uspešan.)
MATCH@E:(Improving the knowledge transfer is a necessary precondition for the team work within the firm to be successful.===>Usavršavanje transfera znanja neophodan je preduslov kako bi timski rad u okviru firme bio uspešan.)
MATCH@M:(In addition to this, the field of human resources is closely related to knowledge transfers.===>Osim ovog, oblast ljudskih resursa je tesno povezana sa transferima znanja.)
MATCH@E:(In addition to this, the field of human resources is closely related to knowledge transfers.===>Osim ovog, oblast ljudskih resursa je tesno povezana sa transferima znanja.)
MATCH@M:(Sparkes and Miyake even stress that, once a valid communication among people has been established, knowledge transfer is taken for granted and happens indirectly.===>Sparkes i Miyake čak tvrde da kada je uspostavljena dobra komunikacija među ljudima, prenos znanja se podrazumeva i dešava se indirektno.)
MATCH@E:(Sparkes and Miyake Š18Ë even stress that, once a valid communication among people has been established, knowledge transfer is taken for granted and happens indirectly.===>Sparkes i Miyake 18Ë čak tvrde da kada je uspostavljena dobra komunikacija među ljudima, prenos znanja se podrazumeva i dešava se indirektno.)
MATCH@M:(Team implementation is considered a fundamental element.===>Implementacija tima smatra se fundamentalnim elementom.)
MATCH@E:(Team implementation is considered a fundamental element.===>Implementacija tima smatra se fundamentalnim elementom.)
MATCH@M:(Hedlund states that organizations wishing to improve their knowledge managementshould consist of temporary constellations of workers, in which the lateral communication is dominant.===>Hedlund smatra da organizacije koje žele da poboljšaju svoj menadžment znanja treba da budu sastavljene od privremenih konstelacija radnika, gde je lateralna komunikacija dominantna.)
MATCH@E:(Hedlund Š19Ë states that organizations wishing to improve their knowledge managementshould consist of temporary constellations of workers, in which the lateral communication is dominant.===>Hedlund 19Ë smatra da organizacije koje žele da poboljšaju svoj menadžment znanja treba da budu sastavljene od privremenih konstelacija radnika, gde je lateralna komunikacija dominantna.)
MATCH@M:(When talking about temporary constellations, Hedlund has in mind the idea of the flexibility of human resource mobilization after the system of temporary work teams.===>Kada govori o privremenim konstelacijama, Hedlund misli na ideju o fleksibilnosti mobilizacije ljudskih resursa po sistemu privremenih radnih timova.)
MATCH@E:(When talking about temporary constellations, Hedlund has in mind the idea of the flexibility of human resource mobilization after the system of temporary work teams.===>Kada govori o privremenim konstelacijama, Hedlund misli na ideju o fleksibilnosti mobilizacije ljudskih resursa po sistemu privremenih radnih timova.)
MATCH@M:(Dougherty maintains that implementing the team in the work enhances the creation of the image of belonging together, which actually helps knowledge transfers in the organization.===>Dougherty smatra da korišćenje tima kod rada podstiče stvaranje imidža zajedništva, što u stvari potpomaže transfere znanja u organizaciji.)
MATCH@E:(Dougherty Š20Ë maintains that implementing the team in the work enhances the creation of the image of belonging together, which actually helps knowledge transfers in the organization.===>Dougherty 20Ë smatra da korišćenje tima kod rada podstiče stvaranje imidža zajedništva, što u stvari potpomaže transfere znanja u organizaciji.)
MATCH@M:(Similarly, Crossan et al. state that “action creates an opportunity to share common experience, which will lead to the development of one way of understanding common reality”.===>Takođe, Crossan i ostali smatraju da “akcija stvara mogucnost da se podeli zajedničko iskustvo, što ce voditi ka razvoju jednog od načina razume-vanja zajedničke stvarnosti”.)
MATCH@E:(Similarly, Crossan et al. Š21Ë state that action creates an opportunity to share common experience, which will lead to the development of one way of understanding common reality.===>Takođe, Crossan i ostali 21Ë smatraju da akcija stvara mogućnost da se podeli zajedničko iskustvo, što će voditi ka razvoju jednog od načina razumevanja zajedničke stvarnosti.)
MATCH@M:(Brown and Duguid use the term practical communities to denote work groups created among the workers doing the same job.===>Brown i Duguid koriste termin praktične zajednice da označe radne grupe koje su stvorene među radnicima koji obavljaju isti zadatak.)
MATCH@E:(Brown and Duguid Š22Ë use the term practical communities to denote work groups created among the workers doing the same job.===>Brown i Duguid 22Ë koriste termin praktične zajednice da označe radne grupe koje su stvorene među radnicima koji obavljaju isti zadatak.)
MATCH@M:(These communities should not be limitted to only one firm; on the contrary, they should consist of the members of different firms.===>Ove zajednice ne bi trebalo da budu ograničene samo na jednu firmu, vec naprotiv, one treba da se sastoje od članova različitih firmi.)
MATCH@E:(These communities should not be limitted to only one firm; on the contrary, they should consist of the members of different firms.===>Ove zajednice ne bi trebalo da budu ograničene samo na jednu firmu, već naprotiv, one treba da se sastoje od članova različitih firmi.)
MATCH@M:(Brown and Duguid think that “these groups of interdependent participants create a working context in which the members not only build their mutual identities, but also create a social context in which these identities are mutually shared and known, and the organization itself becomes something more than just a practical community”.===>Brown i Duguid smatraju da “ove grupe međusobno zavisnih učesnika stvaraju radni kontekst u kojem članovi ne grade samo svoje zajedničke identitete, vec oni stvaraju i društveni kontekst u kojem su ovi identiteti zajednički i poznati, a sama organizacija postaje nešto više od praktične zajednice”.)
MATCH@E:(Brown and Duguid think that these groups of interdependent participants create a working context in which the members not only build their mutual identities, but also create a social context in which these identities are mutually shared and known, and the organization itself becomes something more than just a practical community.===>Brown i Duguid smatraju da ove grupe međusobno zavisnih učesnika stvaraju radni kontekst u kojem članovi ne grade samo svoje zajedničke identitete, već oni stvaraju i društveni kontekst u kojem su ovi identiteti zajednički i poznati, a sama organizacija postaje nešto više od praktične zajednice.)
MATCH@M:(In such a way, by defining a shared (common) knowledge, work teams contribute to forming a common basis to which knowledge is transferred.===>Ovako, određivanjem podeljenog (zajedničkog) znanja, radni timovi doprinose stvaranju zajedničke osnove na koju se prenosi znanje.)
MATCH@E:(In such a way, by defining a shared (common) knowledge, work teams contribute to forming a common basis to which knowledge is transferred.===>Ovako, određivanjem podeljenog (zajedničkog) znanja, radni timovi doprinose stvaranju zajedničke osnove na koju se prenosi znanje.)
MATCH@M:(In a similar way Orlikowski explains the way people acquire knowledge through practice, so that the practice of transferring knowledge within the group in order that a task be accomplished actually leads to acquiring that knowledge required for the transfer to be effected, both within one group and with other groups.===>Na sličan način Orlikowski objašnjava kako ljudi usvajaju znanja kroz praksu, tako da praksa prenosa znanja unutar grupe kako bi se izvršio neki zadatak, zapravo, neminovno vodi ka usvajanju znanja koje je potrebno da bi se sam transfer dogodio, kako unutar grupe, tako i sa ostalim grupama.)
MATCH@E:(In a similar way Orlikowski Š23Ë explains the way people acquire knowledge through practice, so that the practice of transferring knowledge within the group in order that a task be accomplished actually leads to acquiring that knowledge required for the transfer to be effected, both within one group and with other groups.===>Na sličan način Orlikowski 23Ë objašnjava kako ljudi usvajaju znanja kroz praksu, tako da praksa prenosa znanja unutar grupe kako bi se izvršio neki zadatak, zapravo, neminovno vodi ka usvajanju znanja koje je potrebno da bi se sam transfer dogodio, kako unutar grupe, tako i sa ostalim grupama.)
MATCH@M:(In other words, the need to transfer knowledge in order that work be coordinated, in fact, creates knowledge necessary for the transfer.===>Drugim rečima, potreba da se prenese znanje kako bi se radilo na koordinirani način, zapravo, stvara znanje, koje je neophodno za transfer.)
MATCH@E:(In other words, the need to transfer knowledge in order that work be coordinated, in fact, creates knowledge necessary for the transfer.===>Drugim rečima, potreba da se prenese znanje kako bi se radilo na koordinirani način, zapravo, stvara znanje, koje je neophodno za transfer.)
MATCH@M:(Hansen finds that the fewer the mediators in the relationship between two individuals that are not directly connected, the better the knowledge transfer.===>Hansen zaključuje da što je manje posrednika u odnosu između dve jedinice koje nisu direktno povezane, to je bolji transfer znanja.)
MATCH@E:(Hansen Š16Ë finds that the fewer the mediators in the relationship between two individuals that are not directly connected, the better the knowledge transfer.===>Hansen 16Ë zaključuje da što je manje posrednika u odnosu između dve jedinice koje nisu direktno povezane, to je bolji transfer znanja.)
MATCH@M:(Here, structuring the firm into work groups shortens the communication chains, since it is no longer necessary that we stick to hierarchy in order to discover the possibilities other groups have already used.===>Strukturiranje firme u radne grupe ovako skraćuje komunikacijske lance, s obzirom da više nije neophodno da se pridržavamo hijerarhije da bismo otkrili one mogućnosti koje su druge grupe vec koristile.)
MATCH@E:(Here, structuring the firm into work groups shortens the communication chains, since it is no longer necessary that we stick to hierarchy in order to discover the possibilities other groups have already used.===>Strukturiranje firme u radne grupe ovako skraćuje komunikacijske lance, s obzirom da više nije neophodno da se pridržavamo hijerarhije da bismo otkrili one mogućnosti koje su druge grupe već koristile.)
MATCH@M:(Grant finds that today’s great interest in the team based structures is a result of the need to improve integration and knowledge transfer within organizations.===>Grant zaključuje da današnje veliko interesovanje za strukture zasnovane na timu jeste rezultat potrebe da se unapredi integracija i transfer znanja unutar organizacija.)
MATCH@E:(Grant Š24Ë finds that todays great interest in the team based structures is a result of the need to improve integration and knowledge transfer within organizations.===>Grant 24Ë zaključuje da današnje veliko interesovanje za strukture zasnovane na timu jeste rezultat potrebe da se unapredi integracija i transfer znanja unutar organizacija.)
MATCH@M:(According to Grant, QM is in fact a “technique based on team work that does not recognize hierarchy and that allows for the organization to approach the source of knowledge and use the individual’s knowledge located in lower levels of the organization”.===>Za Granta je MK zapravo “tehnika bazirana na timskom radu koja ne priznaje hijerarhiju i koja omogucava organizaciji da pristupi izvoru znanja i da koristi znanje pojedinaca locirano u nižim ešalonima organizacije”.)
MATCH@E:(According to Grant, QM is in fact a technique based on team work that does not recognize hierarchy and that allows for the organization to approach the source of knowledge and use the individuals knowledge located in lower levels of the organization.===>Za Granta je MK zapravo tehnika bazirana na timskom radu koja ne priznaje hijerarhiju i koja omogućava organizaciji da pristupi izvoru znanja i da koristi znanje pojedinaca locirano u nižim ešalonima organizacije.)
MATCH@M:(Having in mind all these we postulated the following hypothesis:===>Imajući na umu sva ova stanovišta, formulisali smo sle-decu hipotezu:)
MATCH@E:(Having in mind all these we postulated the following hypothesis: H1.===>Imajući na umu sva ova stanovišta, formulisali smo sledeću hipotezu:)
MATCH@M:(The level of team work implementation within QM shows a positive correlation with the internal knowledge transfer.===>Nivo implementacije timskog rada u okviru MK u pozitivnoj je korelaciji sa unutrašnjim transferom znanja.)
MATCH@E:(The level of team work implementation within QM shows a positive correlation with the internal knowledge transfer.===>Hl. ~~~ Nivo implementacije timskog rada u okviru MK u pozitivnoj je korelaciji sa unutrašnjim transferom znanja. 3.)
MATCH@M:(The importance of decision making among workers is in the fact that, according to the QM doctrine, the sites where the best information are stored are the very ones where the decisions are made, which may very often mean that the necessary knowledge (information) is actually stored in workers themselves.===>Važnost donošenja odluka među radnicima leži u činjenici da, u skladu sa učenjem o MK, mesta gde se nalaze najbolje informacije jesu u stvari mesta donošenja odluka, što vrlo često može značiti da se neophodno znanje (informacije) zapravo krije kod samih radnika.)
MATCH@E:(3.2 QM autonomy and internal knowledge transfers The importance of decision making among workers is in the fact that, according to the QM doctrine, the sites where the best information are stored are the very ones where the decisions are made, which may very often mean that the necessary knowledge (information) is actually stored in workers themselves.===>Autonomija MK i unutrašnji transferi znanja Važnost donošenja odluka među radnicima leži u činjenici da, u skladu sa učenjem o MK, mesta gde se nalaze najbolje informacije jesu u stvari mesta donošenja odluka, što vrlo često može značiti da se neophodno znanje (informacije) zapravo krije kod samih radnika.)
MATCH@M:(Grant [24] maintains that the more implicit knowledge is, the less efficient hierarchy is, since no manager is capable of integrating the knowledge of his subordinates.===>Grant tvrdi da što je implicitnije znanje, to je manje efikasna hijerarhija, pošto nijedan od upravnika nije u stanju da integriše znanje svojih podređenih.)
MATCH@E:(Grant Š24Ë maintains that the more implicit knowledge is, the less efficient hierarchy is, since no manager is capable of integrating the knowledge of his subordinates.===>Grant 24Ë tvrdi da što je implicitnije znanje, to je manje efikasna hijerarhija, pošto nijedan od upravnika ni je u stanju da integriše znanje svojih podređenih.)
MATCH@M:(Grant also suggests that “decisions demanding idiosyncratic implicit knowledge that is not easily transferred, should be made at the sites where the knowledge is stored”.===>Grant takođe preporučuje da “odluke koje zahtevaju idiosin-kretičko implicitno znanje koje se ne prenosi lako, treba da budu donete na mestima gde je znanje locirano”.)
MATCH@E:(Grant also suggests that decisions demanding idiosyncratic implicit knowledge that is not easily transferred, should be made at the sites where the knowledge is stored.===>Grant takođe preporučuje da odluke koje zahtevaju idiosinkretičko implicitno znanje koje se ne prenosi lako, treba da budu donete na mestima gde je znanje locirano.)
MATCH@M:(QM requires that people make real changes in their way of work.===>MK zahteva od ljudi da naprave stvarne promene u načinu rada.)
MATCH@E:(QM requires that people make real changes in their way of work.===>MK zahteva od ljudi da naprave stvarne promene u načinu rada.)
MATCH@M:(Dean and Evans comment that it is only the employees who are included into the processes that possess the necessary understanding, which is an important reason for which such a large number of managers think that inclusion and autonomy of the employees are a very important part of quality marketing.===>Dean i Evans  komentarišu da jedino zaposleni koji su uključeni u procese poseduju neophodno razumevanje, što je veliki razlog zašto toliko veliki broj menadžera smatra da su uključenje i autonomija zaposlenih vrlo važan deo marketinga kvaliteta.)
MATCH@E:(Dean and Evans Š12Ë comment that it is only the employees who are included into the processes that possess the necessary understanding, which is an important reason for which such a large number of managers think that inclusion and autonomy of the employees are a very important part of quality marketing.===>Dean i Evans 12Ë komentarišu da jedino zaposleni koji su uključeni u procese poseduju neophodno razumevanje, što je veliki razlog zašto toliko veliki broj menadžera smatra da su uključenje i autonomija zaposlenih vrlo važan deo marketinga kvaliteta.)
MATCH@M:(Moreover, decision making normally requires integration of a large quantity of knowledge that is scattered all over the firm.===>I pored ovoga, donošenje odluka normalno zahteva integrisa-nje velike količine znanja koje je rasuto i raštrkano svuda u firmi.)
MATCH@E:(Moreover, decision making normally requires integration of a large quantity of knowledge that is scattered all over the firm.===>I pored ovoga, donošenje odluka normalno zahteva integrisanje velike količine znanja koje je rasuto i raštrkano svuda u firmi.)
MATCH@M:(This means that decision makers must serach for necessary knowledge within the organization, and then transfer that knowledge to work groups, where it is needed in a given moment.===>Ovo znači da oni koji treba da donose odluke moraju da tragaju za neophodnim znanjem unutar organizacije, a onda da to znanje prenesu radnim grupama gde je ono potrebno u određenom trenutku.)
MATCH@E:(This means that decision makers must serach for necessary knowledge within the organization, and then transfer that knowledge to work groups, where it is needed in a given moment.===>Ovo znači da oni koji treba da donose odluke moraju da tragaju za neophodnim znanjem unutar organizacije, a onda da to znanje prenesu radnim grupama gde je ono potrebno u određenom trenutku.)
MATCH@M:(Where decisions are made in the head office, information must be steadily and equally transferred throughout the organization.===>Tamo gde se odluke donose u centrali, informacije se moraju ravnomerno prenositi kroz čitavu organizaciju.)
MATCH@E:(Where decisions are made in the head office, information must be steadily and equally transferred throughout the organization.===>Tamo gde se odluke donose u centrali, informacije se moraju ravnomerno prenositi kroz čitavu organizaciju.)
MATCH@M:(If, however, a large quantity of information apperas, workers’ knowledge must be coded, summarised and shaped, so that the management can make decisions.===>Ukoliko se, međutim, pojavi prevelika količina informacija, znanje koje poseduju radnici mora biti kodirano, rezimirano i uobličeno, tako da uprava može donositi odluke.)
MATCH@E:(If, however, a large quantity of information apperas, workers knowledge must be coded, summarised and shaped, so that the management can make decisions.===>Ukoliko se, međutim, pojavi prevelika količina informacija, znanje koje poseduju radnici mora biti kodirano, rezimirano i uobličeno, tako da uprava može donositi odluke.)
MATCH@M:(Therefore, if workers do not enjoy a sufficient level of autonomy, there is a serious possibility that a powerful vertical transfer of coded knowledge or information appears, which may result in an extremely inefficient decision making process.===>Stoga, ukoliko radnici nemaju dovoljan ste-pen autonomije, postoji velika verovatnoća da se pojavi snažan vertikalni transfer kodiranog znanja ili iinfor-macija koji može imati za posledicu krajnje neefikasan proces donošenja odluka.)
MATCH@E:(Therefore, if workers do not enjoy a sufficient level of autonomy, there is a serious possibility that a powerful vertical transfer of coded knowledge or information appears, which may result in an extremely inefficient decision making process.===>Stoga, ukoliko radnici nemaju dovoljan stepen autonomije, postoji velika verovatnoća da se pojavi snažan vertikalni transfer kodiranog znanja ili iinformacija koji može imati za posledicu krajnje neefikasan proces donošenja odluka.)
MATCH@M:(Similarly, Teece [25] mentions that an efficient knowledge management requires not a bureaucratic, but a decentralised company structure.===>Slično ovome, Teece 25] spominje da efikasan menadžment znanja zahteva strukturu kompanije koja nije birokratska i koja je de-centralizovana.)
MATCH@E:(Similarly, Teece Š25Ë mentions that an efficient knowledge management requires not a bureaucratic, but a decentralised company structure.===>Slično ovome, Teece 25Ë spominje da efikasan menadžment znanja zahteva strukturu kompanije koja nije birokratska i koja je decentralizovana.)
MATCH@M:(However, when the employees enjoy an increased level of autonomy, the implicit knowledge transfers among various work units and groups must be at a high level, since the decisions must be made and implemented by the workers themselves.===>Medutim, kada radnici imaju povećan stepen autonomije, transferi implicitnog znanja među različitim radnim jedinicama i grupama moraju biti na visokom nivou, pošto odluke moraju donositi i primenjivati sami radnici.)
MATCH@E:(However, when the employees enjoy an increased level of autonomy, the implicit knowledge transfers among various work units and groups must be at a high level, since the decisions must be made and implemented by the workers themselves.===>Medutim, kada radnici imaju povećan stepen autonomije, transferi implicitnog znanja među različitim radnim jedinicama i grupama moraju biti na visokom nivou, pošto odluke moraju donositi i primenjivati sami radnici.)
MATCH@M:(O’Dell and Grayson maintain that it is necessary that the employees should be responsible for their own work in order that internal transfers should come to being.===>O’Dell i Grayson smatraju da je neophodno da radnici snose odgovornost za sopstveni rad kako bi se unutrašnji transferi dogodili.)
MATCH@E:(ODell and Grayson Š26Ë maintain that it is necessary that the employees should be responsible for their own work in order that internal transfers should come to being.===>ODell i Grayson 26Ë smatraju da je neophodno da radnici snose odgovornost za sopstveni rad kako bi se unutrašnji transferi dogodili.)
MATCH@M:(Therefore, we propose the following hypothesis:===>Stoga, predlaže se sledeća hipoteza:)
MATCH@E:(Therefore, we propose the following hypothesis: H2.===>Stoga, predlaže se sledeća hipoteza: ~~~ H2.)
MATCH@M:(The autonomy level within QM correlates positively with internal knowledge transfers.===>Stepen autonomije u okviru MK u pozitivnoj je korelaciji sa unutrašnjim transferima znanja.)
MATCH@E:(The autonomy level within QM correlates positively with internal knowledge transfers.===>Stepen autonomije u okviru MK u pozitivnoj je korelaciji sa unutrašnjim transferima znanja. 3.)
MATCH@M:(Processes control within QM requires that people understand the organizational processes they conduct, and also makes involuntary errors identification possible.===>Kontrola procesa u okviru MK omogućava da ljudi raz-umeju organizacione procese koje sprovode, kao što omogućava i identifikaciju izvora nenamernih greška.)
MATCH@E:(3.3 QM processes and internal knowledge transfer control Processes control within QM requires that people understand the organizational processes they conduct Š10Ë, and also makes involuntary errors identification possible Š14Ë.===>Kontrola procesa MK i unutrašnjih transfera znanja Kontrola procesa u okviru MK omogućava da ljudi razumeju organizacione procese koje sprovode 10Ë, kao što omogućava i identifikaciju izvora nenamernih greška 14Ë.)
MATCH@M:(In order to achieve these, QM implements a set of basic tools that include statistic control techniques (SCT).===>Da bi se ovo postiglo, MK koristi skup osnovnih sredstava koja uključuju statističke kontrolne tehnike (SKT).)
MATCH@E:(In order to achieve these, QM implements a set of basic tools that include statistic control techniques (SCT).===>Da bi se ovo postiglo, MK koristi skup osnovnih sredstava koja uključuju statističke kontrolne tehnike (SKT).)
MATCH@M:(These tools supply the organization with important information as regards the key aspects of the processes carried on within the organization.===>Ova sredstva snadbevaju organizaciju važnim informacijama koje se tiču ključnih aspekata procesa koji se sprovode u organizaciji.)
MATCH@E:(These tools supply the organization with important information as regards the key aspects of the processes carried on within the organization.===>Ova sredstva snadbevaju organizaciju važnim informacijama koje se tiču ključnih aspekata procesa koji se sprovode u organizaciji.)
MATCH@M:(An important standpoint in the relationship between the QM processes control and internal knowledge transfers refers to the fact that a systematic implementation of the control process in the organization clearly affects the search for information, as well as the very knowledge transfer these processes are applied to.===>Važno stanovište u odnosu izmedu kontrole procesa MK i unutrašnjih transfera znanja odnosi se na činjenicu da sistematična upotreba procesa kontrole u organizaciji ima jasan uticaj na traganje za informacijama, kao i na sam transfer znanja na koje se ovi procesi pri-menjuju.)
MATCH@E:(An important standpoint in the relationship between the QM processes control and internal knowledge transfers refers to the fact that a systematic implementation of the control process in the organization clearly affects the search for information, as well as the very knowledge transfer these processes are applied to.===>Važno stanovište u odnosu izmedu kontrole procesa MK i unutrašnjih transfera znanja odnosi se na činjenicu da sistematična upotreba procesa kontrole u organizaciji ima jasan uticaj na traganje za informacijama, kao i na sam transfer znanja na koje se ovi procesi primenjuju.)
MATCH@M:(This is the first step to take towards knowledge transfer.===>Ovo je prvi korak ka transferu znanja koji treba preduzeti.)
MATCH@E:(This is the first step to take towards knowledge transfer.===>Ovo je prvi korak ka transferu znanja koji treba preduzeti.)
MATCH@M:(Secondly, this helps identify the source of necessary information.===>Drugo, ovo pomaže da se identifikuje izvor informacija koje su potrebne.)
MATCH@E:(Secondly, this helps identify the source of necessary information.===>Drugo, ovo pomaže da se identifikuje izvor informacija koje su potrebne.)
MATCH@M:(Information as to the various processes carried out in the organization and the possibility of comparing and assessing this information facilitates work to a large extent and can serve as a signal system.===>Informacije vezane za različite procese koji se sprovode u organizaciji, kao i mogućnost upoređivanja i procenjivanja ovih informacija umnogome olakšava posao i može poslužiti kao signalni sistem.)
MATCH@E:(Information as to the various processes carried out in the organization and the possibility of comparing and assessing this information facilitates work to a large extent and can serve as a signal system Š26Ë.===>Informacije vezane za različite procese koji se sprovode u organizaciji, kao i mogućnost upoređivanja i procenjivanja ovih informacija umnogome olakšava posao i može poslužiti kao signalni sistem 26Ë.)
MATCH@M:(For this reason O’Dell and Grayson maintain that “estimation of business activities may help when identifying some advanced area, otherwise it may not be enough by itself’.===>Iz ovog razloga, O’Dell i Grayson tvrde da “procena poslovanja može pomoći kada je u pitanju identifikovanje neke napredne oblasti, inače samo po sebi ovo možda nije dovoljno”.)
MATCH@E:(For this reason ODell and Grayson Š27Ë maintain that estimation of business activities may help when identifying some advanced area, otherwise it may not be enough by itself.===>Iz ovog razloga, ODell i Grayson 27Ë tvrde da procena poslovanja može pomoći kada je u pitanju identifikovanje neke napredne oblasti, inače samo po sebi ovo možda nije dovoljno.)
MATCH@M:(The importance of QM in the continual improvement of processes is great and those firms that implement QM will search for knowledge and use the knowledge they need.===>Značaj MK u konstantnom unapređenju procesa je veliki i one firme koje primenju MK tragaće za znanjem i koristiće znanje koje im je potrebno.)
MATCH@E:(The importance of QM in the continual improvement of processes is great and those firms that implement QM will search for knowledge and use the knowledge they need Š7Ë.===>Značaj MK u konstantnom unapređenju procesa je veliki i one firme koje primenju MK tragaće za znanjem i koristiće znanje koje im je potrebno 7Ë.)
MATCH@M:(Similarly, a systemic implementation of the same tools (instruments) in the firm will ensure that the language become common.===>Takođe, sistematična upotreba istih sredstava (instrumenata) u firmi obezbediće zajednički jezik.)
MATCH@E:(Similarly, a systemic implementation of the same tools (instruments) in the firm will ensure that the language become common.===>Takođe, sistematična upotreba istih sredstava (instrumenata) u firmi obezbediće zajednički jezik.)
MATCH@M:(One of the basic problems in the knowledge transfer is the need that the sender and the recipient both communicate using the same code system, the one they both understand.===>Jedan od osnovnih problema kod transfera znanja jeste potreba da i pošiljalac i primalac komuniciraju istim znakovnim sistemom koji i jedan i drugi razumeju.)
MATCH@E:(One of the basic problems in the knowledge transfer is the need that the sender and the recipient both communicate using the same code system, the one they both understand.===>Jedan od osnovnih problema kod transfera znanja jeste potreba da i pošiljalac i primalac komuniciraju istim znakovnim sistemom koji i jedan i drugi razumeju.)
MATCH@M:(Therefore, when the knowledge transfer refers to goals, requirements or the flow of processes implemented among various groups, it is important that a language be used that is understood throughout the organization since this will enhance the transfer among the groups.===>Stoga, kada se transfer znanja odnosi na ciljeve, zahteve ili odvijanje procesa koji se implementiraju među raznim grupama, važno je koristiti jezik koji je razumljiv za čitavu organizaciju jer će ovo pospešiti porast transfera među grupama.)
MATCH@E:(Therefore, when the knowledge transfer refers to goals, requirements or the flow of processes implemented among various groups, it is important that a language be used that is understood throughout the organization since this will enhance the transfer among the groups.===>Stoga, kada se transfer znanja odnosi na ciljeve, zahteve ili odvijanje procesa koji se implementiraju među raznim grupama, važno je koristiti jezik koji je razumljiv za čitavu organizaciju jer će ovo pospešiti porast transfera među grupama.)
MATCH@M:(Hence, when the costs and benefits of each transfer are viewed, we can say that the control process, especially the one including SCT, can help reduce the costs of transfer.===>Iz ovoga sledi da kada se pogledaju dobrobiti i troškovi svakog transfera, možemo reći da kontrolni proces, posebno onaj koji uključuje SKT, može smanjiti troškove transfera.)
MATCH@E:(Hence, when the costs and benefits of each transfer are viewed, we can say that the control process, especially the one including SCT, can help reduce the costs of transfer.===>Iz ovoga sledi da kada se pogledaju dobrobiti i troškovi svakog transfera, možemo reći da kontrolni proces, posebno onaj koji uključuje SKT, može smanjiti troškove transfera.)
MATCH@M:(Another important viewpoint is the reduced risk for those who have to learn and, as the case may be, have to implement the acquired knowledge.===>Drugo važno stanovište jeste smanjen rizik koji se odnosi na one koji moraju da uče, i tamo gde je to slučaj, moraju da koriste preneto znanje.)
MATCH@E:(Another important viewpoint is the reduced risk for those who have to learn and, as the case may be, have to implement the acquired knowledge.===>Drugo važno stanovište jeste smanjen rizik koji se odnosi na one koji moraju da uče, i tamo gde je to slučaj, moraju da koriste preneto znanje.)
MATCH@M:(This risk can be reduced when the recipient is certain (knows, sure) about the data accumulated, since in this case, and this is statistically proven, the transfer of implemented knowledge is highly efficient.===>Ovaj rizik može biti smanjen kada je primalac siguran (izvestan, poznat) u akumulirane podatke, jer u tom slučaju, dokazano je na osnovu statističkih podataka, da je transfer prime-njenog znanja vrlo efikasan.)
MATCH@E:(This risk can be reduced when the recipient is certain (knows, sure) about the data accumulated, since in this case, and this is statistically proven, the transfer of implemented knowledge is highly efficient.===>Ovaj rizik može biti smanjen kada je primalac siguran (izvestan, poznat) u akumulirane podatke, jer u tom slučaju, dokazano je na osnovu statističkih podataka, da je transfer primenjenog znanja vrlo efikasan.)
MATCH@M:(Whether the words of the sender are believed to is not important; important is the quality of the data gathered.===>Nije važno da li se veruje rečima pošiljaoca, već je važno kakvi su sakupljeni podaci.)
MATCH@E:(Whether the words of the sender are believed to is not important; important is the quality of the data gathered.===>Nije važno da li se veruje rečima pošiljaoca, već je važno kakvi su sakupljeni podaci.)
MATCH@M:(A lack of confidence in the real effectiveness of knowledge on the part of the recipient is a key problem of a satisfactory transfer of internal knowledge.===>Nedostatak poverenja primaoca u stvarnu efektiv-nost znanja jeste ključni problem kod zadovoljavajućeg transfera unutrašnjeg znanja.)
MATCH@E:(A lack of confidence in the real effectiveness of knowledge on the part of the recipient is a key problem of a satisfactory transfer of internal knowledge.===>Nedostatak poverenja primaoca u stvarnu efektivnost znanja jeste ključni problem kod zadovoljavajućeg transfera unutrašnjeg znanja.)
MATCH@M:(Finally, the process control implementing SCT includes an attempt to decode part of implicit knowledge implemented in the processes.===>Konačno, kontrola procesa koja koristi SKT uključuje pokušaj da se dekodira deo implicitnog znanja koje se koristi u procesima.)
MATCH@E:(Finally, the process control implementing SCT includes an attempt to decode part of implicit knowledge implemented in the processes.===>Konačno, kontrola procesa koja koristi SKT uključuje pokušaj da se dekodira deo implicitnog znanja koje se koristi u procesima.)
MATCH@M:(Knowledge that failed to be decoded when it should have been is a lost chance.===>Znanje koje se nije dekodiralo, onda kada je to moglo da se dogodi je izgubljena šansa.)
MATCH@E:(Knowledge that failed to be decoded when it should have been is a lost chance.===>Znanje koje se nije dekodiralo, onda kada je to moglo da se dogodi je izgubljena šansa.)
MATCH@M:(The transfer is halted, although the decoding of knowledge would help improve the operations throughout the organization, as well as allow for the transfer and implementation of knowledge in other units within the firm.===>Transfer je zaustavljen, iako bi se dekodiranjem znanja unapredilo poslovanje čitave organizacije, kao što bi bio moguć i transfer i upotreba znanja u drugim jedinicama unutar firme.)
MATCH@E:(The transfer is halted, although the decoding of knowledge would help improve the operations throughout the organization, as well as allow for the transfer and implementation of knowledge in other units within the firm.===>Transfer je zaustavljen, iako bi se dekodiranjem znanja unapredilo poslovanje čitave organizacije, kao što bi bio moguć i transfer i upotreba znanja u drugim jedinicama unutar firme.)
MATCH@M:(Having this in mind, we formulated the following hypothesis:===>Imajući na umu ovo, mi smo formulisali sledeću hipotezu:)
MATCH@E:(Having this in mind, we formulated the following hypothesis: H3.===>Imajući na umu ovo, mi smo formulisali sledeću hipotezu: ~~~ H3.)
MATCH@M:(The level (extent) of processes control implementation within QM has a positive impact upon internal knowledge transfers.===>Nivo (stepen) implementacije kontrole procesa u okviru MK pozitivno se odražava na unutarnje transfere znanja.)
MATCH@E:(The level (extent) of processes control implementation within QM has a positive impact upon internal knowledge transfers.===>Nivo (stepen) implementacije kontrole procesa u okviru MK pozitivno se odražava na unutarnje transfere znanja. 3.)
MATCH@M:(A positive ratio between a better internal knowledge transfer and the firm’s profitability is an amply studied theoretical issue, however, it is hardly mentioned in empirical studies.===>Pozitivan odnos između boljeg unutrašnjeg transfera znanja i profitabilnosti firme jeste predmet koji se dosta izučava u teoriji, iako se u empirijskim studijama ova tema gotovo i ne spominje.)
MATCH@E:(3.4 Knowledge transfer and profitability ratio A positive ratio between a better internal knowledge transfer and the firms profitability is an amply studied theoretical issue, however, it is hardly mentioned in empirical studies.===>Odnos između transfera znanja i profitabilnosti Pozitivan odnos između boljeg unutrašnjeg transfera znanja i profitabilnosti firme jeste predmet koji se dosta izučava u teoriji, iako se u empirijskim studijama ova tema gotovo i ne spominje.)
MATCH@M:(This ratio is supported by the fact that the transfer of best techniques and procedures improves the average operations of the firm [28].===>Ovom odnosu u prilog ide činjenica da transfer najboljih tehnika i postupaka unapređuje prosečno poslovanje firme 28].)
MATCH@E:(This ratio is supported by the fact that the transfer of best techniques and procedures improves the average operations of the firm Š28Ë.===>Ovom odnosu u prilog ide činjenica da transfer najboljih tehnika i postupaka unapređuje prosečno poslovanje firme 28Ë.)
MATCH@M:(Therefore, if the inefficient actions and procedures are substituted by the more efficient ones, the general performance of the organization will be improved, especially if we take into account that the differences in the firm’s performance may be big even in case of one and the same process.===>Tako, ukoliko zamenimo neefikasne radnje i postupke za one koje su se pokazale kao efikasnije, mi ćemo poboljšati prosečno poslovanje firme, a pogotovu ako uzmemo u obzir da razlike u poslovanju firme mogu biti velike kada je u pitanju jedan isti proces.)
MATCH@E:(Therefore, if the inefficient actions and procedures are substituted by the more efficient ones, the general performance of the organization will be improved, especially if we take into account that the differences in the firms performance may be big even in case of one and the same process Š28Ë.===>Tako, ukoliko zamenimo neefikasne radnje i postupke za one koje su se pokazale kao efikasnije, mi ćemo poboljšati prosečno poslovanje firme, a pogotovu ako uzmemo u obzir da razlike u poslovanju firme mogu biti velike kada je u pitanju jedan isti proces 28Ë.)
MATCH@M:(On the other hand, knowledge transfer from different members enhances integration and correlation among different workers.===>S druge strane, transfer znanja različitih članova potpomaže integraciju i kooperaciju između različitih radnika.)
MATCH@E:(On the other hand, knowledge transfer from different members enhances integration and correlation among different workers.===>S druge strane, transfer znanja različitih članova potpomaže integraciju i kooperaciju između različitih radnika.)
MATCH@M:(On the basis of the abovestated, we formulate the following hypothesis:===>Na osnovu izloženog, formulišemo sledeću hipotezu:)
MATCH@E:(On the basis of the abovestated, we formulate the following hypothesis: H4.===>Na osnovu izloženog, formulišemo sledeću hipotezu: ~~~ H4.)
MATCH@M:(Internal knowledge transfers show a positive correlation with the firm’s performance.===>Unutrašnji transferi znanja su u pozitivnoj korelaciji sa poslovanjem firme.)
MATCH@E:(Internal knowledge transfers show a positive correlation with the firms performance.===>Unutrašnji transferi znanja su u pozitivnoj korelaciji sa poslovanjem firme. 4.)
MATCH@M:(In order to test the hypotheses proposed, we conducted an empirical research in thirty-four firms in Serbia that introduced a quality system.===>Da bismo proverili postavljene hipoteze, sproveli smo empirijsko istraživanje u trideset i četiri firme u Srbiji u kojima je uveden sistem kvaliteta.)
MATCH@E:(Research methodology 4.1 Sample and data gathering In order to test the hypotheses proposed, we conducted an empirical research in thirty-four firms in Serbia that introduced a quality system.===>Uzorak i prikupljanje podataka Da bismo proverili postavljene hipoteze, sproveli smo empirijsko istraživanje u trideset i četiri firme u Srbiji u kojima je uveden sistem kvaliteta.)
MATCH@M:(The questionnaire was specially designed to test the relationship between the quality management and the internal knowledge transfer.===>Upitnik je specijalno dizajniran tako da proverava odnos između menadž-menta kvaliteta i unutrašnjeg transfera znanja.)
MATCH@E:(The questionnaire was specially designed to test the relationship between the quality management and the internal knowledge transfer.===>Upitnik je specijalno dizajniran tako da proverava odnos između menadžmenta kvaliteta i unutrašnjeg transfera znanja.)
MATCH@M:(102 valid answers were collected.===>Sakupljeno je 102 validna odgovora.)
MATCH@E:(102 valid answers were collected.===>Sakupljeno je 102 validna odgovora.)
MATCH@M:(The answers were collected by means of personal interview, from May till July 2007.===>Odgovori su sakupljani od maja do jula 2007. godine ličnim intervjuom.)
MATCH@E:(The answers were collected by means of personal interview, from May till July 2007.===>Odgovori su sakupljani od maja do jula 2007. godine ličnim intervjuom.)
MATCH@M:(In all the cases that are taken as valid the respondents were quality managers or other very top managers in the firm.===>U svim slučajevima koji se smatraju validnima, ispitanici su bili menadžeri kvaliteta ili drugi rukovodioci u samom vrhu firme.)
MATCH@E:(In all the cases that are taken as valid the respondents were quality managers or other very top managers in the firm.===>U svim slučajevima koji se smatraju validnima, ispitanici su bili menadžeri kvaliteta ili drugi rukovodioci u samom vrhu firme.)
MATCH@M:(The managers were chosen to be respondents since they receive information from different departments, therefore they are a very important source of estimate of various variables in the organization.===>Menadžeri su izabrani za ispitanike pošto oni dobijaju informacije iz raznih odeljenja i stoga su vrlo važan izvor procene različitih varijabli organizacije.)
MATCH@E:(The managers were chosen to be respondents since they receive information from different departments, therefore they are a very important source of estimate of various variables in the organization.===>Menadžeri su izabrani za ispitanike pošto oni dobijaju informacije iz raznih odeljenja i stoga su vrlo važan izvor procene različitih varijabli organizacije.)
MATCH@M:(They also have the main role in forming and shaping these relations in that they define the type of behaviour that is expected and encouraged.===>Oni takođe igraju glavnu ulogu u formiranju i oblikovanju ovih odnosa određivanjem tipa ponašanja koje se očekuje i koje se ohrabruje.)
MATCH@E:(They also have the main role in forming and shaping these relations in that they define the type of behaviour that is expected and encouraged.===>Oni takođe igraju glavnu ulogu u formiranju i oblikovanju ovih odnosa određivanjem tipa ponašanja koje se očekuje i koje se ohrabruje. 4.)
MATCH@M:(The questionnaire design was similar to one used by Molina and collaborators in their research, and was composed on the basis of already published works.===>Dizajn upitnika je odgovarao onom primenjenom u istraživanju sprovedenom od strane Moline i saradnika a koji je konstruisan na bazi ranijih publikovanih radova.)
MATCH@E:(4.2 Questionnaire design The questionnaire design was similar to one used by Molina and collaborators Š5Ë in their research, and was composed on the basis of already published works Š11Ë.===>Dizajn upitnika Dizajn upitnika je odgovarao onom primenjenom u istraživanju sprovedenom od strane Moline i saradnika 5Ë a koji je konstruisan na bazi ranijih publikovanih radova 11Ë.)
MATCH@M:(It had 5 groups of questions related to team work, autonomy, process control, internal knowledge transfers and business operations.===>Upitnik je sadržao 5 grupa pitanja vezanih za timski rad, autonomiju, kontrolu procesa, unutrašnje transfere znanja i poslovanje.)
MATCH@E:(It had 5 groups of questions related to team work, autonomy, process control, internal knowledge transfers and business operations.===>Upitnik je sadržao 5 grupa pitanja vezanih za timski rad, autonomiju, kontrolu procesa, unutrašnje transfere znanja i poslovanje.)
MATCH@M:(The total number of questions was 22 (see Appendix A).===>Ukupno je sadržao 22 pitanja (vidi prilog A).)
MATCH@E:(The total number of questions was 22 (see Appendix A).===>Ukupno je sadržao 22 pitanja (vidi prilog A). ~~~ 4.2.1.)
MATCH@M:(Three indicators were used to determine the extent of team work in the firm: a) to what extent team work is enforced by management; b) how often the firm implements team work in solving prblems; and c) in which way the firm uses interfunctional teams.===>Da bi se odredio stepen zastupljenosti timskog rada u firmi, korišćena su tri indikatora: a) u kojoj meri se menadžmentom forsira timski rad; b) koliko često firma koristi timski rad kako bi rešila probleme i c) kako firma koristi intefunkcionalne timove.)
MATCH@E:(4.2.1 Team work Three indicators were used to determine the extent of team work in the firm: a) to what extent team work is enforced by management; b) how often the firm implements team work in solving prblems; and c) in which way the firm uses interfunctional teams.===>Timski rad Da bi se odredio stepen zastupljenosti timskog rada u firmi, korišćena su tri indikatora: a) u kojoj meri se menadžmentom forsira timski rad; b) koliko često firma koristi timski rad kako bi rešila probleme i c) kako firma koristi intefunkcionalne timove.)
MATCH@M:(Likert scale was used (1=”never”, 7=”to a great extent”).===>Likertova skala je korišćena (1 = “nikada”, 7 = “u velikoj meri”).)
MATCH@E:(Likert scale was used (1=never, 7=to a great extent).===>Likertova skala je korišćena (1 = nikada, 7 = u velikoj meri).)
MATCH@M:(Four indicators were used to determine the extent of autonomy within the firm.===>Četiri indikatora su korišćena kako bi se odredio stepen autonomije unutar firme.)
MATCH@E:(4.2.2 Autonomy Four indicators were used to determine the extent of autonomy within the firm.===>4.2.2. ~~~ Autonomija Četiri indikatora su korišćena kako bi se odredio stepen autonomije unutar firme.)
MATCH@M:(The task was to find out: a) the extent of control over workers and the extent to which they themselves bear responsibility for their work; the extent to which the workers are encouraged to identify and solve problems related to work process; c) if the extent of autonomy in decision making is increased.===>Trebalo je ispitati: a) stepen kontrole radnika i u kojoj su meri oni sami odgovorni za svoj posao; b) u kojoj meri se radnici ohrabruju da sami identifikuju i rešavaju probleme vezane za posao; c) da li je stepen autonomije u donošenju odluka povećan.)
MATCH@E:(The task was to find out: a) the extent of control over workers and the extent to which they themselves bear responsibility for their work; the extent to which the workers are encouraged to identify and solve problems related to work process; c) if the extent of autonomy in decision making is increased.===>Trebalo je ispitati: a) stepen kontrole radnika i u kojoj su meri oni sami odgovorni za svoj posao; b) u kojoj meri se radnici ohrabruju da sami identifikuju i rešavaju probleme vezane za posao; c) da li je stepen autonomije u donošenju odluka povećan.)
MATCH@M:(Likert scale of seven figures was used to measure this group of answers.===>Likertovu skalu koja se sastoji od sa-dam brojki.)
MATCH@E:(Likert scale of seven figures was used to measure this group of answers.===>Likertovu skalu koja se sastoji od sadam brojki. 4.)
MATCH@M:(Four indicators wre used to determine the extent of process control present in the firm that is part of QM.===>Pet indikatora su korišćena kako bi se odredio stepen zastupljenosti kontrole procesa u firmi koja je deo MK.)
MATCH@E:(4.2.3 Process control Four indicators wre used to determine the extent of process control present in the firm that is part of QM.===>Kontrola procesa Pet indikatora su korišćena kako bi se odredio stepen zastupljenosti kontrole procesa u firmi koja je deo MK.)
MATCH@M:(Likert scale was used again (1=”never”, 7=”to a great extent”) to find out to which extent: a) statistical methods are applied in quality control; b) whether the processes are performed in accord with the adopted attitudes and views on quality; c) whether the design of product/serv-ice and final quality are guaranteed; d) whether the employees are familiar with the statistic control techniques used in the process control.===>Likertova skala je i ovog puta korišćena (1 = “nikada”, 7 = “u velikoj meri”), a trebalo je ispitati u kojoj se meri a) koriste statističke metode prilikom kontrole kvaliteta; b) da li se procesi odvijaju u skladu sa stavovima i razmišljanjima o kvalitetu; c) da li se ga-rantuje dizajn proizvoda/usluga i finalni kvalitet; d) da li su uposlenici upoznati sa tehnikama statističke kontrole kojima se kontroliše proces.)
MATCH@E:(Thus, internal knowledge transfers help create a larger extent of familiar (mutual) terms and meanings understood by all the memebers of the firm, Likert scale was used again (1=never, 7=to a great extent) to find out to which extent: a) statistical methods are applied in quality control; b) whether the processes are performed in accord with the adopted attitudes and views on quality; c) whether the design of product/service and final quality are guaranteed; d) whether the employees are familiar with the statistic control techniques used in the process control.===>Tako, unutrašnji transferi znanja pomažu da se stvori veći stepen bliskih (zajedničkih) termina i značenja razumljivih za članove firme, povećava se kreativnost, transmisija i konačno, stvaraju se uslovi da se ostvari saradnja sa mnogo manje napora 6Ë.)
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BAD_LINE_M:Likert scale was used again (1=”never”, 7=”to a great extent”) to find out to which extent: a) statistical methods are applied in quality control; b) whether the processes are performed in accord with the adopted attitudes and views on quality; c) whether the design of product/serv-ice and final quality are guaranteed; d) whether the employees are familiar with the statistic control techniques used in the process control.
BAD_LINE_M:Likertova skala je i ovog puta korišćena (1 = “nikada”, 7 = “u velikoj meri”), a trebalo je ispitati u kojoj se meri a) koriste statističke metode prilikom kontrole kvaliteta; b) da li se procesi odvijaju u skladu sa stavovima i razmišljanjima o kvalitetu; c) da li se ga-rantuje dizajn proizvoda/usluga i finalni kvalitet; d) da li su uposlenici upoznati sa tehnikama statističke kontrole kojima se kontroliše proces.
BAD_LINE_E:Thus, internal knowledge transfers help create a larger extent of familiar (mutual) terms and meanings understood by all the memebers of the firm, Likert scale was used again (1=never, 7=to a great extent) to find out to which extent: a) statistical methods are applied in quality control; b) whether the processes are performed in accord with the adopted attitudes and views on quality; c) whether the design of product/service and final quality are guaranteed; d) whether the employees are familiar with the statistic control techniques used in the process control.
BAD_LINE_E:Tako, unutrašnji transferi znanja pomažu da se stvori veći stepen bliskih (zajedničkih) termina i značenja razumljivih za članove firme, povećava se kreativnost, transmisija i konačno, stvaraju se uslovi da se ostvari saradnja sa mnogo manje napora 6Ë.
MATCH@M:(The respondents were requested to mark the extent of transfer in different units of the firm, on a Likert scale (from 1=”never” to 7=”to a great extent”): a) goals and responsibilities; b) specific tasks/requirements; c) procedures presented in writing and practical guidelines on how to approach these procedures; d) practical implementation that was proven most efficient in accomplishing tasks; and e) clear recommendations and advice as to how to improve accomplishing the tasks.===>Od ispitanika je zahtevano da na Likertovoj skali (od 1= “nikad” do 7= “u velikoj meri”) označe stepen transfera različitih jedinica u firmi: a) ciljeva i odgovornosti; b) specifičnih zahteva; c) postupaka datih u pisanoj formi i praktične napomene kako pristupiti ovim postupcima; d) praktične primena koja se pokazala kao najefikasnija pri izvršenju zadataka; i e) jasne preporuke i saveta za unapređenje izvršavanja zadataka.)
MATCH@E:(4.2.4 Internal knowledge transfer The respondents were requested to mark the extent of transfer in different units of the firm, on a Likert scale (from 1=never to 7=to a great extent): a) goals and responsibilities; b) specific tasks/requirements; c) procedures presented in writing and practical guidelines on how to approach these procedures; d) practical implementation that was proven most efficient in accomplishing tasks; and e) clear recommendations and advice as to how to improve accomplishing the tasks. ~~~ 4.2.5 Business operations We adopted the business operations measuring scale proposed by Murray and Kotabe Š29Ë.===>)
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BAD_LINE_M:The respondents were requested to mark the extent of transfer in different units of the firm, on a Likert scale (from 1=”never” to 7=”to a great extent”): a) goals and responsibilities; b) specific tasks/requirements; c) procedures presented in writing and practical guidelines on how to approach these procedures; d) practical implementation that was proven most efficient in accomplishing tasks; and e) clear recommendations and advice as to how to improve accomplishing the tasks.
BAD_LINE_M:Od ispitanika je zahtevano da na Likertovoj skali (od 1= “nikad” do 7= “u velikoj meri”) označe stepen transfera različitih jedinica u firmi: a) ciljeva i odgovornosti; b) specifičnih zahteva; c) postupaka datih u pisanoj formi i praktične napomene kako pristupiti ovim postupcima; d) praktične primena koja se pokazala kao najefikasnija pri izvršenju zadataka; i e) jasne preporuke i saveta za unapređenje izvršavanja zadataka.
BAD_LINE_E:4.2.4 Internal knowledge transfer The respondents were requested to mark the extent of transfer in different units of the firm, on a Likert scale (from 1=never to 7=to a great extent): a) goals and responsibilities; b) specific tasks/requirements; c) procedures presented in writing and practical guidelines on how to approach these procedures; d) practical implementation that was proven most efficient in accomplishing tasks; and e) clear recommendations and advice as to how to improve accomplishing the tasks. ~~~ 4.2.5 Business operations We adopted the business operations measuring scale proposed by Murray and Kotabe Š29Ë.
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MATCH@M:(The managers in the firms were asked about what they appreciate, again according to the Likert scale (1=”much worse compared to competition” , to 7=”much better compared to competition”).===>Menadžeri u firmama su upitani šta oni cene, prema Likertovoj skali (1 = “mnogo gore od mojih konkurenata”, do 7 = “mnogo bolje od mojih konkurenata”).)
MATCH@E:(The managers in the firms were asked about what they appreciate, again according to the Likert scale (1=much worse compared to competition , to 7=much better compared to competition). the LISREL880 5.===>)
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BAD_LINE_M:The managers in the firms were asked about what they appreciate, again according to the Likert scale (1=”much worse compared to competition” , to 7=”much better compared to competition”).
BAD_LINE_M:Menadžeri u firmama su upitani šta oni cene, prema Likertovoj skali (1 = “mnogo gore od mojih konkurenata”, do 7 = “mnogo bolje od mojih konkurenata”).
BAD_LINE_E:The managers in the firms were asked about what they appreciate, again according to the Likert scale (1=much worse compared to competition , to 7=much better compared to competition). the LISREL880 5.
BAD_LINE_E:
MATCH@M:(The data analysis was conducted using SE modeling (SEM-Structural Equation Modeling).===>Analiza podatka je izvršena primenom SE modeliranja (SEM-Structural Equation Modeling).)
MATCH@E:(Results The data analysis was conducted using SE modeling (SEM-Structural Equation Modeling).===>)
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BAD_LINE_M:The data analysis was conducted using SE modeling (SEM-Structural Equation Modeling).
BAD_LINE_M:Analiza podatka je izvršena primenom SE modeliranja (SEM-Structural Equation Modeling).
BAD_LINE_E:Results The data analysis was conducted using SE modeling (SEM-Structural Equation Modeling).
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MATCH@M:(Figure 1.===>Slika 1.)
MATCH@E:(Figure 1.===>Slika 1.)
MATCH@M:(The structural analysis results are presented in Figure 2.===>Rezultati strukturalne analize prikazani su na slici 2.)
MATCH@E:(The structural analysis results are presented in Figure 2.===>Rezultati strukturalne analize prikazani su na slici 2.)
MATCH@M:(At the beginnning of the result analysis we analysed the values of the indicators obtained denoting whether the proposed model fits the starting data in a satisfactory way.===>Na početku analize rezultata, analizirali smo vrednosti dobijenih indikatora koji određuju da li predloženi model zadovoljavajuće fituje polazne podatake.)
MATCH@E:(At the beginnning of the result analysis we analysed the values of the indicators obtained denoting whether the proposed model fits the starting data in a satisfactory way.===>Na početku analize rezultata, analizirali smo vrednosti dobijenih indikatora koji određuju da li predloženi model zadovoljavajuće fituje polazne podatake.)
MATCH@M:(The following indicators were analysed: Root Mean Square Error of Approximation (RMSEA) and Goodness of Fit Index (GFI).===>Razmatrani su sledeći indikatori: Root Mean Square Error of Approximation (RMSEA) i Goodness of Fit Index (GFI).)
MATCH@E:(The following indicators were analysed: Root Mean Square Error of Approximation (RMSEA) and Goodness of Fit Index (GFI).===>Razmatrani su sledeći indikatori: ~~~ Root Mean Square Error of Approximation (RMSEA) i Goodness of Fit Index (GFI).)
MATCH@M:(The RMSEA indicator shows the approximation error and the lower its value is, the better the model fits the starting data.===>RMSEA indikator izražava grešku aproksimacije i što je njegova vrednost niža to model bolje fituje polazne podatke.)
MATCH@E:(The RMSEA indicator shows the approximation error and the lower its value is, the better the model fits the starting data.===>RMSEA indikator izražava grešku aproksimacije i što je njegova vrednost niža to model bolje fituje polazne podatke.)
MATCH@M:(The acceptable model is characterised by the values of this indicator lower than 0.1.===>Prihvatljiv model se karakteriše vrednostima ovog indikatora koje su niže od 0,1.)
MATCH@E:(The acceptable model is characterised by the values of this indicator lower than 0.1.===>Prihvatljiv model se karakteriše vrednostima ovog indikatora koje su niže od 0,1.)
MATCH@M:(In our model, the RMSEA value amounts to 0.097 which is an acceptable value.===>U našem modelu, RMSEA ima vrednost 0,097 što predstavlja prihvatljivu vrednost.)
MATCH@E:(In our model, the RMSEA value amounts to 0.097 which is an acceptable value.===>U našem modelu, RMSEA ima vrednost 0,097 što predstavlja prihvatljivu vrednost.)
MATCH@M:(The GFI lies within the values 0 to 1. The higher the value of this indicator, the better the model fits the starting empirical data.===>GFI se kreće u granicama od 0 do1. to je veća vrednost ovog indikatora to model bolje fituje polazne empirijske podatke. Prihvatljive vrednosti su iznad 0,9.)
MATCH@E:(The higher the value of this indicator, the better the model fits the starting empirical data.===>Prihvatljive vrednosti su iznad 0,9.)
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BAD_LINE_M:The GFI lies within the values 0 to 1. The higher the value of this indicator, the better the model fits the starting empirical data.
BAD_LINE_M:GFI se kreće u granicama od 0 do1. to je veća vrednost ovog indikatora to model bolje fituje polazne empirijske podatke. Prihvatljive vrednosti su iznad 0,9.
BAD_LINE_E:The higher the value of this indicator, the better the model fits the starting empirical data.
BAD_LINE_E:Prihvatljive vrednosti su iznad 0,9.
MATCH@M:(The acceptable values amount to over 0.9.===>Ovaj indikator je stoga prihvatljiv za naš model (GFI = 0,93).)
MATCH@E:(The acceptable values amount to over 0.9.===>)
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BAD_LINE_M:The acceptable values amount to over 0.9.
BAD_LINE_M:Ovaj indikator je stoga prihvatljiv za naš model (GFI = 0,93).
BAD_LINE_E:The acceptable values amount to over 0.9.
BAD_LINE_E:
MATCH@M:(Therefore this indicator is acceptable for our model (GFI = 0.93).===>Na slici 2. su prikazani proračunati koeficijenti putanje (korelacije) između posmatranih varijabli.)
MATCH@E:(Therefore this indicator is acceptable for our model (GFI = 0.93).===>Ovaj indikator je stoga prihvatljiv za naš model (GFI = 0,93).)
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BAD_LINE_M:Therefore this indicator is acceptable for our model (GFI = 0.93).
BAD_LINE_M:Na slici 2. su prikazani proračunati koeficijenti putanje (korelacije) između posmatranih varijabli.
BAD_LINE_E:Therefore this indicator is acceptable for our model (GFI = 0.93).
BAD_LINE_E:Ovaj indikator je stoga prihvatljiv za naš model (GFI = 0,93).
MATCH@M:(Figure 2.===>Slika 2.)
MATCH@E:(Figure 2.===>Slika 2.)
MATCH@M:(It is evident that in case of all the proposed hypotheses the respective calculated values of the coefficient paths are positive.===>Uočljivo je da su u slučaju svih postavljenih hipoteza odgovarajuće proračunate vrednosti koeficijenata putanje pozitivne.)
MATCH@E:(Calculated path coefficients for the model observed It is evident that in case of all the proposed hypotheses the respective calculated values of the coefficient paths are positive.===>Proračunati koeficijenti putanje za posmatrani model Uočljivo je da su u slučaju svih postavljenih hipoteza odgovarajuće proračunate vrednosti koeficijenata putanje pozitivne.)
MATCH@M:(Prior to concluding upon the acceptability of the hypotheses, the respective T-values had to be defined in order to test the statistical significance of the results obtained.===>Pre donošenja zaključka o prihvatljivosti hipoteza trebalo je odrediti odgovarajuće t-vrednosti kako bi se proverila statistička značajnost dobij enih rezultata.)
MATCH@E:(Prior to concluding upon the acceptability of the hypotheses, the respective T-values had to be defined in order to test the statistical significance of the results obtained.===>Pre donošenja zaključka o prihvatljivosti hipoteza trebalo je odrediti odgovarajuće tvrednosti kako bi se proverila statistička značajnost dobijenih rezultata.)
MATCH@M:(In order to test the statistical significance of the correlations obtained, T-values were calcualted for each path coefficient.===>U cilju ispitivanja statističke značajnosti dobijenih korelacija izvršen je proračun t-vrednosti za svaki koeficijent putanje.)
MATCH@E:(In order to test the statistical significance of the correlations obtained, T-values were calcualted for each path coefficient.===>U cilju ispitivanja statističke značajnosti dobijenih korelacija izvršen je proračun tvrednosti za svaki koeficijent putanje.)
MATCH@M:(For the T-value above 2, the calculated path coefficient is significant and in this way the assumed a positive correlation between the variables observed is proven.===>Ukoliko je t-vrednost veća od 2 sledi da je odgovarajući izračunati koeficijent putanje statistički značajan i na taj način se potvrđuje pretpostavljena pozitivna korelacija između posmatranih varijabli.)
MATCH@E:(For the T-value above 2, the calculated path coefficient is significant and in this way the assumed a positive correlation between the variables observed is proven.===>Ukoliko je t vrednost veća od 2 sledi da je odgovarajući izračunati koeficijent putanje statistički značajan i na taj način se potvrđuje pretpostavljena pozitivna korelacija između posmatranih varijabli.)
MATCH@M:(It is only a certain correlation in the case of ther H2 hypothesis (the autonomy level correlates positively with internal knowledge transfers) that is not statistically significant.===>Jedino određena korelacija u slučaju hipoteze H2 (Stepen autonomije je u pozitivnoj korelaciji sa unutrašnjim transferima znanja) nije statistički značajna.)
MATCH@E:(It is only a certain correlation in the case of ther H2 hypothesis (the autonomy level correlates positively with internal knowledge transfers) that is not statistically significant.===>Jedino određena korelacija u slučaju hipoteze H2 (Stepen autonomije je u pozitivnoj korelaciji sa unutrašnjim transferima znanja) nije statistički značajna.)
MATCH@M:(Other relations proved to be significant to a large extent (p less than 0.05).===>Ostali odnosi su se pokazali kao vrlo značajni (p manje od 0,05).)
MATCH@E:(Other relations proved to be significant to a large extent (p<0.05).===>Ostali odnosi su se pokazali kao vrlo značajni (p< 0,05).)
MATCH@M:(The results prove the general hypotheses of the study; namely, the QM implementation in the firm has positive implications upon knowledge transfers.===>Ovi rezultati dokazuju opšte hipoteze ove studije; naime, implementacija MK u firmi ima pozitivne implikacije na transfere znanja.)
MATCH@E:(The results prove the general hypotheses of the study; namely, the QM implementation in the firm has positive implications upon knowledge transfers.===>Ovi rezultati dokazuju opšte hipoteze ove studije; naime, implementacija MK u firmi ima pozitivne implikacije na transfere znanja.)
MATCH@M:(Similarly, a beneficial impact of internal knowledge transfers upon the firm’s business results was proved.===>Takođe, potvrđen je pozitivan uticaj unutrašnjih transfera znanja ne poslovne rezultate firme.)
MATCH@E:(Similarly, a beneficial impact of internal knowledge transfers upon the firms business results was proved.===>Takođe, potvrđen je pozitivan uticaj unutrašnjih transfera znanja ne poslovne rezultate firme. 6.)
MATCH@M:(The first conclusion that can be drawn from this study is that the results prove a positive relationship between the team work within QM and knowledge transfer.===>Prvi zaključak koji može da se izvuče iz studije jeste da rezultati potvrđuju pozitivan odnos između timskog rada u okviru MK i transfera znanja.)
MATCH@E:(6. ~~~ Discussion The first conclusion that can be drawn from this study is that the results prove a positive relationship between the team work within QM and knowledge transfer.===>Diskusija Prvi zaključak koji može da se izvuče iz studije jeste da rezultati potvrđuju pozitivan odnos između timskog rada u okviru MK i transfera znanja.)
MATCH@M:(This result can be linked with a need to form strong connections among the members of one team as well as among various teams.===>Ovaj rezultat može da se poveže sa potrebom stvaranja jakih veza kako između članova jednog tima tako i između različitih timova.)
MATCH@E:(This result can be linked with a need to form strong connections among the members of one team as well as among various teams.===>Ovaj rezultat može da se poveže sa potrebom stvaranja jakih veza kako između članova jednog tima tako i između različitih timova.)
MATCH@M:(Thus the knowledge transfer is increased within the group, but also among the various organizational units.===>Na ovaj način dolazi do porasta transfera znanja unutar same grupe, ali i između različitih jedinica organizacije.)
MATCH@E:(Thus the knowledge transfer is increased within the group, but also among the various organizational units.===>Na ovaj način dolazi do porasta transfera znanja unutar same grupe, ali i između različitih jedinica organizacije.)
MATCH@M:(In hypothesis 2 we assumed that the workers’ autonomy is in positive correlation with internal knowledge transfer.===>U hipotezi 2, pretpostavili smo da je radnička autonomija u pozitivnoj koorelaciji sa unutrašnjim transferima znanja.)
MATCH@E:(In hypothesis 2 we assumed that the workers autonomy is in positive correlation with internal knowledge transfer.===>U hipotezi 2, pretpostavili smo da je radnička autonomija u pozitivnoj koorelaciji sa unutrašnjim transferima znanja.)
MATCH@M:(Autonomy entitles individuals or groups to choose those procedures that suit their tasks best.===>Autonomija daje pojedincima ili grupama slobodu da se opredele za postupke koji najviše odgovaraju zadacima.)
MATCH@E:(Autonomy entitles individuals or groups to choose those procedures that suit their tasks best.===>Autonomija daje pojedincima ili grupama slobodu da se opredele za postupke koji najviše odgovaraju zadacima.)
MATCH@M:(In most cases the workers have the best knowledge of their work, as well as the best information on the validity of some areas and their implementation.===>U većini slučajeva radnici pose-duju najbolje znanje vezano za njihov posao, kao i najbolju informaciju o validnosti nekih oblasti i njihovoj implementaciji.)
MATCH@E:(In most cases the workers have the best knowledge of their work, as well as the best information on the validity of some areas and their implementation.===>U većini slučajeva radnici poseduju najbolje znanje vezano za njihov posao, kao i najbolju informaciju o validnosti nekih oblasti i njihovoj implementaciji.)
MATCH@M:(Although a positive correlation between autonomy and internal knowledge transfer was proven, the significance of this result is insufficient to prove the hypothesis.===>Iako je utvrđena pozitivna korelacija između autonomije i unutrašnjeg transfera znanja statistička značajnost ovog rezultata je nedovoljna da bi potvrdili postavljenu hipotezu.)
MATCH@E:(Although a positive correlation between autonomy and internal knowledge transfer was proven, the significance of this result is insufficient to prove the hypothesis.===>Iako je utvrđena pozitivna korelacija između autonomije i unutrašnjeg transfera znanja statistička značajnost ovog rezultata je nedovoljna da bi potvrdili postavljenu hipotezu.)
MATCH@M:(Furthermore, the study supports the hypothesis that the process control within QM aids knowledge transfers, making the firm’s problems clearly visible and stressing the differences in efficiency among the various processes which are underway in the firm, and which are based on facts rather than on intuition.===>Dalje, u ovoj studiji se potvrduje hipoteza da kontrola procesa u okviru MK pomaže transfere znanja, čineći da problemi firme postanu jasno vidljivi i ističući razlike u efikasnosti između različitih procesa koji se u firmi odvijaju, a koji su zasnovani na činjenicama, a ne na intuiciji.)
MATCH@E:(Furthermore, the study supports the hypothesis that the process control within QM aids knowledge transfers, making the firms problems clearly visible and stressing the differences in efficiency among the various processes which are underway in the firm, and which are based on facts rather than on intuition.===>Dalje, u ovoj studiji se potvrduje hipoteza da kontrola procesa u okviru MK pomaže transfere znanja, čineći da problemi firme postanu jasno vidljivi i ističući razlike u efikasnosti između različitih procesa koji se u firmi odvijaju, a koji su zasnovani na činjenicama, a ne na intuiciji.)
MATCH@M:(Similarly, the process control contributes to the search for more efficient processes and improves the level of knowledge coding in the firm.===>Takođe, kontrola procesa doprinosi potrazi za efikasnijim procesima i unapređuje nivo kodiranja znanja firme.)
MATCH@E:(Similarly, the process control contributes to the search for more efficient processes and improves the level of knowledge coding in the firm.===>Takođe, kontrola procesa doprinosi potrazi za efikasnijim procesima i unapređuje nivo kodiranja znanja firme.)
MATCH@M:(The relationship between the process control and internal transfers is verified, especially in case of the processes that are described.===>Odnos između kontrole procesa i unutrašnjih transfera je verifikovan, naročito kada su u pitanju opisani procesi.)
MATCH@E:(The relationship between the process control and internal transfers is verified, especially in case of the processes that are described.===>Odnos između kontrole procesa i unutrašnjih transfera je verifikovan, naročito kada su u pitanju opisani procesi.)
MATCH@M:(The results presented in this report partly coincide with those of Molina and collaborators [5] who also identified an express positive correlation between the process control and knowledge transfer as well as between the knowledge transfer and the firm’s business operations.===>Rezultati prezentovani u ovom radu su u delimičnom slaganju sa rezultatima Moline i saradnika 5] u kojem je takođe identifikovana izražena pozitivna korelacija između kontrole procesa i transfera znanja i između transfera znanja i poslovanja firme.)
MATCH@E:(The results presented in this report partly coincide with those of Molina and collaborators Š5Ë who also identified an express positive correlation between the process control and knowledge transfer as well as between the knowledge transfer and the firms business operations.===>Rezultati prezentovani u ovom radu su u delimičnom slaganju sa rezultatima Moline i saradnika 5Ë u kojem je takođe identifikovana izražena pozitivna korelacija između kontrole procesa i transfera znanja i između transfera znanja i poslovanja firme.)
MATCH@M:(The essential difference is that the positive correlation between team work and knowledge transfer, verified in this work is not equally verified in theirs, whereas in their work a positive impact of autonomy upon knowledge transfers was verified.===>Bitna razlika je da pozitivna korelacija između timskog rada i transfera znanja, potvrđena u ovom radu, nije dokazana u njihovom, dok je u njihovom istraživanju potvrđen pozitivni uticaj autonomije na transfere znanja.)
MATCH@E:(The essential difference is that the positive correlation between team work and knowledge transfer, verified in this work is not equally verified in theirs, whereas in their work a positive impact of autonomy upon knowledge transfers was verified.===>Bitna razlika je da pozitivna korelacija između timskog rada i transfera znanja, potvrđena u ovom radu, nije dokazana u njihovom, dok je u njihovom istraživanju potvrđen pozitivni uticaj autonomije na transfere znanja.)
MATCH@M:(Results also show that the internal knowledge transfers are crucially important for the firm’s business operations.===>Rezultati ukazuju na to da su unutrašnji transferi znanja izuzetno značajni za poslovanje firme.)
MATCH@E:(Results also show that the internal knowledge transfers are crucially important for the firms business operations.===>Rezultati ukazuju na to da su unutrašnji transferi znanja izuzetno značajni za poslovanje firme.)
MATCH@M:(QM increases the firm’s capability of transferring knowledge.===>MK povećava sposobnost organizacije da prenese znanje.)
MATCH@E:(QM increases the firms capability of transferring knowledge.===>MK povećava sposobnost organizacije da prenese znanje.)
MATCH@M:(This capability means meeting the requirement for creating competitive advantages and it can be used to explain a powerful impact of QM upon business operations.===>Ova sposobnost znači ispunjavanje zahteva za stvaranjem konkurentskih prednosti i njome se može objasniti snažan uticaj MK na poslovanje.)
MATCH@E:(This capability means meeting the requirement for creating competitive advantages and it can be used to explain a powerful impact of QM upon business operations. ~~~ 7.===>Ova sposobnost znači ispunjavanje zahteva za stvaranjem konkurentskih prednosti i njome se može objasniti snažan uticaj MK na poslovanje. 7.)
MATCH@M:(Our subject in this paper was to analyse the relationship among certain areas of QM, internal knowledge transfers and business operations.===>U ovom radu mi smo se bavili odnosima između određenih oblasti MK, unutrašnjih transfera znanja i poslovanja.)
MATCH@E:(Conclusion Our subject in this paper was to analyse the relationship among certain areas of QM, internal knowledge transfers and business operations.===>Zaključak U ovom radu mi smo se bavili odnosima između određenih oblasti MK, unutrašnjih transfera znanja i poslovanja.)
MATCH@M:(We started by listing the results achieved so far in the fields of quality management and knowledge transfers.===>Na početku je iznet pregled dosadašnjih rezultata iz oblasti menadžmenta kvaliteta i transfera znanja.)
MATCH@E:(We started by listing the results achieved so far in the fields of quality management and knowledge transfers.===>Na početku je iznet pregled dosadašnjih rezultata iz oblasti menadžmenta kvaliteta i transfera znanja.)
MATCH@M:(On the bases of literature data four hypotheses were postulated, related to the SE modelling technique.===>Na osnovu literaturnih navoda formirane su četiri hipoteze koje su proverene tehnikom SE modeliranja.)
MATCH@E:(On the bases of literature data four hypotheses were postulated, related to the SE modelling technique.===>Na osnovu literaturnih navoda formirane su četiri hipoteze koje su proverene tehnikom SE modeliranja.)
MATCH@M:(The results obtained have shown that the mutual (joint) implementation of social and technical aspects of QM, such as team work, autonomy and process control has a paramount impact on knowledge management, especially on knowledge transfers.===>Rezultati istraživanja pokazuju da zajednička (udružena) upotreba društvenih i tehničih aspekata MK kao što su timski rad, autonomija i kontrola procesa ima ogroman uticaj na menadžment znanja, posebno na transfere znanja.)
MATCH@E:(The results obtained have shown that the mutual (joint) implementation of social and technical aspects of QM, such as team work, autonomy and process control has a paramount impact on knowledge management, especially on knowledge transfers.===>Rezultati istraživanja pokazuju da zajednička (udružena) upotreba društvenih i tehničih aspekata MK kao što su timski rad, autonomija i kontrola procesa ima ogroman uticaj na menadžment znanja, posebno na transfere znanja.)
MATCH@M:(Applying the SE modelling helped prove the hypotheses on the positive impact of the QM elements, such as team work and process control towards an intensification of knowledge transfers within the firm.===>Primenom SE modelovanja potvrđene su hipoteze koje govore o pozitivnom utica-ju elemenata MK kao što su timski rad i kontrola procesa na intenziviranje transfera znanja unutar firme.)
MATCH@E:(Applying the SE modelling helped prove the hypotheses on the positive impact of the QM elements, such as team work and process control towards an intensification of knowledge transfers within the firm.===>Primenom SE modelovanja potvrđene su hipoteze koje govore o pozitivnom uticaju elemenata MK kao što su timski rad i kontrola procesa na intenziviranje transfera znanja unutar firme.)
MATCH@M:(The results of this work also support the thesis on a positive relationship between QM and business operations in a theoretical sense.===>Rezultati ovog rade govore i u prilog pozitivnog odnosa između MK i poslovanja u teoretskom smislu.)
MATCH@E:(The results of this work also support the thesis on a positive relationship between QM and business operations in a theoretical sense.===>Rezultati ovog rade govore i u prilog pozitivnog odnosa između MK i poslovanja u teoretskom smislu.)
MATCH@M:(We can conclude that, since QM has a positive impact upon knowledge transfers, its influence upon the firm’s resources and capacities, as well as its competitive advantages is also positive.===>Možemo zaključiti da, pošto MK ima pozitivan uticaj na transfere znanja, on takođe pozitivno utiče i na resurse i kapacitete firme, kao i na konkurentske prednosti firme.)
MATCH@E:(We can conclude that, since QM has a positive impact upon knowledge transfers, its influence upon the firms resources and capacities, as well as its competitive advantages is also positive.===>Možemo zaključiti da, pošto MK ima pozitivan uticaj na transfere znanja, on takođe pozitivno utiče i na resurse i kapacitete firme, kao i na konkurentske prednosti firme.)
MATCH@M:(The managers act with respect to the global perspective and standards in terms of costs, efficiency, product quality and innovations, at the same time adjusting their offer to the local tastes and specific demands.===>Menadžeri deluju uvažavajući globalnu perspektivu i standarde u odnosu na troškove, efikasnost, kvalitet proizvoda i inovacije, uz istovremeno prilagođavanje ponude lokalnim željama i specifičnim zahtevima.)
MATCH@E:(The managers act with respect to the global perspective and standards in terms of costs, efficiency, product quality and innovations, at the same time adjusting their offer to the local tastes and specific demands.===>Menadžeri deluju uvažavajući globalnu perspektivu i standarde u odnosu na troškove, efikasnost, kvalitet proizvoda i inovacije, uz istovremeno prilagođavanje ponude lokalnim željama i specifičnim zahtevima.)
MATCH@M:(The international global competitive strategy integrates the dual requirements put both in relation to the international standard and in relation to the local particularities.===>Međunarodna, globalna konkurentska strategija integriše dualne zahteve postavljene u odnosu na međunarodni standard i u odnosu na lokalne specifičnosti.)
MATCH@E:(The international global competitive strategy integrates the dual requirements put both in relation to the international standard and in relation to the local particularities.===>Međunarodna, globalna konkurentska strategija integriše dualne zahteve postavljene u odnosu na međunarodni standard i u odnosu na lokalne specifičnosti.)
MATCH@M:(Differences among countries do create problems, however, they may be an opportunity to do business.===>Razlike među zemljama stvaraju probleme ali istovremeno predstavljaju i šansu za poslovanje.)
MATCH@E:(Differences among countries do create problems, however, they may be an opportunity to do business.===>Razlike među zemljama stvaraju probleme ali istovremeno predstavljaju i šansu za poslovanje.)
MATCH@M:(The book presents a special tool called “Analysis by the star“ that provides support to managers in their formulating the global strategy based on taking into account the key differences among countries.===>U knjizi je predstavljen poseban alat nazvan «Analiza pomoću zvezde» koji pruža podršku menadžerima u formulisanju globalne strategije zasnovane na uvažavanju ključnih razlika među zemljama.)
MATCH@E:(The book presents a special tool called Analysis by the star that provides support to managers in their formulating the global strategy based on taking into account the key differences among countries.===>U knjizi je predstavljen poseban alat nazvan «Analiza pomoću zvezde» koji pruža podršku menadžerima u formulisanju globalne strategije zasnovane na uvažavanju ključnih razlika među zemljama.)
MATCH@M:(The five arms of the star refer to the need that the firm should respect and adjust to the requirements of its own country, the supplier countries, consumers, partners and competition.===>Pet kraka zvezde odnose se na potrebu da firma uvažava i prila-gođava se zahtevima sopstvene zemlje, kao i zemalja snabdevača, kupaca, partnera i konkurenata.)
MATCH@E:(The five arms of the star refer to the need that the firm should respect and adjust to the requirements of its own country, the supplier countries, consumers, partners and competition.===>Pet kraka zvezde odnose se na potrebu da firma uvažava i prilagođava se zahtevima sopstvene zemlje, kao i zemalja snabdevača, kupaca, partnera i konkurenata.)
MATCH@M:(This method is praised to serve as a consistent and systematic approach to varied information on the specific features of the countries that the global firm does business with.===>Ističe se da ovaj metod analize predstavlja konzistentan i sistematičan pristup raznovrsnim informacijama o specifičnostima zemalja za koje je vezano poslovanje globalne firme.)
MATCH@E:(This method is praised to serve as a consistent and systematic approach to varied information on the specific features of the countries that the global firm does business with.===>Ističe se da ovaj metod analize predstavlja konzistentan i sistematičan pristup raznovrsnim informacijama o specifičnostima zemalja za koje je vezano poslovanje globalne firme.)
MATCH@M:(The analysis by the star helps managers create a global competitive strategy, and the author, Daniel Spulber lists five basic types which he names the “G5 strategies“.===>Analiza pomoću zvezde pruža podršku menadžerima da kreiraju globalnu konkurentsku strategiju, a autor Daniel Spulber navodi pet osnovnih tipova koje naziva «G5 strategije».)
MATCH@E:(The analysis by the star helps managers create a global competitive strategy, and the author, Daniel Spulber lists five basic types which he names the G5 strategies.===>Analiza pomoću zvezde pruža podršku menadžerima da kreiraju globalnu konkurentsku strategiju, a autor Daniel Spulber navodi pet osnovnih tipova koje naziva «G5 strategije».)
MATCH@M:(The first is the strategy of global platform, insisting that the firm should define itself by choosing the activities to do in accordance with the global, world standard, as well as those it will tailor separately, as the demand of local markets may be.===>Prva je strategija globalne platforme koja insistira na tome da se firma odredi odabirom aktivnosti koje će obavljati u skladu sa globalnim, svetskim standardom i onih koje će posebno krojiti u skladu sa zahtevima lokalnih tržišta.)
MATCH@E:(The first is the strategy of global platform, insisting that the firm should define itself by choosing the activities to do in accordance with the global, world standard, as well as those it will tailor separately, as the demand of local markets may be.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The first is the strategy of global platform, insisting that the firm should define itself by choosing the activities to do in accordance with the global, world standard, as well as those it will tailor separately, as the demand of local markets may be.
BAD_LINE_M:Prva je strategija globalne platforme koja insistira na tome da se firma odredi odabirom aktivnosti koje će obavljati u skladu sa globalnim, svetskim standardom i onih koje će posebno krojiti u skladu sa zahtevima lokalnih tržišta.
BAD_LINE_E:The first is the strategy of global platform, insisting that the firm should define itself by choosing the activities to do in accordance with the global, world standard, as well as those it will tailor separately, as the demand of local markets may be.
BAD_LINE_E:
MATCH@M:(The global network strategy focuses upon the building of a large and complex network of consumers and suppliers, linked into global supply chains and distribution systems.===>Globalna mrežna strategija stavlja fokus na izgradnji velike i složene mreže kupaca i snabdevača koji su povezani u globalne lance snabdevanja i sisteme distribucije.)
MATCH@E:(The global network strategy focuses upon the building of a large and complex network of consumers and suppliers, linked into global supply chains and distribution systems.===>Globalna mrežna strategija stavlja fokus na izgradnji velike i složene mreže kupaca i snabdevača koji su povezani u globalne lance snabdevanja i sisteme distribucije.)
MATCH@M:(The global mediatory strategy means that the firm focuses upon the mediating activities or the activities of connecting the major players, or has the role of the creator of a specific market on which the parties concerned will compete.===>Globalna posrednička strategija znači da se firma usredsređuje na aktivnosti posredovanja ili povezivanja među ključnim akterima ili se nalazi u ulozi kreatora specifičnog tržišta na kome će se sučeliti zain-teresovane strane.)
MATCH@E:(The global mediatory strategy means that the firm fo cuses upon the mediating activities or the activities of connecting the major players, or has the role of the creator of a specific market on which the parties concerned will compete.===>Globalna posrednička strategija znači da se firma usredsređuje na aktivnosti posredovanja ili povezivanja među ključnim akterima ili se nalazi u ulozi kreatora specifičnog tržišta na kome će se sučeliti zainteresovane strane.)
MATCH@M:(In such a case, the focus of this strategy shifts towards increasing the efficiency of transactions to be executed by means of globally venturing beyond the national borders.===>U tom slučaju fokus ove strategije se usmerava ka povećavanju efikasnosti transakcija koje se ostvaruju globalno prelazeći nacionalne granice.)
MATCH@E:(In such a case, the focus of this strategy shifts towards increasing the efficiency of transactions to be executed by means of globally venturing beyond the national borders.===>U tom slučaju fokus ove strategije se usmerava ka povećavanju efikasnosti transakcija koje se ostvaruju globalno prelazeći nacionalne granice.)
MATCH@M:(The fourth strategy is that of the global enterpreneur that creates new combinations in the consumer - supplier relations in an international frame.===>Četvrta je strategija globalnog preduzetnika koji kreira nove kombinacije u odnosima kupaca i snabdevača u međunarodnim okvirima.)
MATCH@E:(The fourth strategy is that of the global enterpreneur that creates new combinations in the consumer supplier relations in an international frame.===>Četvrta je strategija globalnog preduzetnika koji kreira nove kombinacije u odnosima kupaca i snabdevača u međunarodnim okvirima.)
MATCH@M:(The global investment strategy stresses the difference between the horizontal and vertical forms of foreign direct investments and refers to the alternative possibilities of entering a target market.===>Globalna investiciona strategija pravi razliku između horizontalnih i vertikalnih oblika stranih direktnih investicija i odnosi se na alternativne mogućnosti ulaska na ciljna tržišta.)
MATCH@E:(The global investment strategy stresses the difference between the horizontal and vertical forms of foreign direct investments and refers to the alternative possibilities of entering a target market.===>Globalna investiciona strategija pravi razliku između horizontalnih i vertikalnih oblika stranih direktnih investicija i odnosi se na alternativne mogućnosti ulaska na ciljna tržišta.)
MATCH@M:(These strategies make it possible for the company to achieve a global competitive advantage in a more detailed and subtle way compared to the classic, traditional approach that means achieving competitive advantage by decreasing costs and/or by differenciation.===>Ove strategije omogućavaju kompaniji da ostvari globalnu konkurentsku prednost detaljnije i suptilnije u odnosu na već klasični, tradicionalni, pristup koji govori o ostvarivanju konkurentnosti smanjivanjem troškova i/ili diferencijacijom.)
MATCH@E:(These strategies make it possible for the company to achieve a global competitive advantage in a more detailed and subtle way compared to the classic, traditional approach that means achieving competitive advantage by decreasing costs and/or by differenciation.===>Ove strategije omogućavaju kompaniji da ostvari globalnu konkurentsku prednost detaljnije i suptilnije u odnosu na već klasični, tradicionalni, pristup koji gov ori o ostvarivanju konkurentnosti smanjivanjem troškova i/ili diferencijacijom.)
MATCH@M:(An important step in achieving global competitive advantage is related to the research into the global added value created within the company.===>Važan korak u ostvarivanju globalne konkurentske prednosti je vezan za istraživanje globalne dodate vred-nosti koja se stvara u kompaniji.)
MATCH@E:(An important step in achieving global competitive advantage is related to the research into the global added value created within the company.===>Važan korak u ostvarivanju globalne konkurentske prednosti je vezan za istraživanje globalne dodate vrednosti koja se stvara u kompaniji.)
MATCH@M:(The value of international business operations is estimated on the basis of the revenues achieved by trading that exceeds the national borders, from which the costs of such a trading are deducted.===>Vrednost međunarodnog poslovanja sagledava se na osnovu prihoda koji se stiče trgovinom koja prelazi nacionalne granice od koje se oduzimaju troškovi takve trgovine.)
MATCH@E:(The value of international business operations is estimated on the basis of the revenues achieved by trading that exceeds the national borders, from which the costs of such a trading are deducted.===>Vrednost međunarodnog poslovanja sagledava se na osnovu prihoda koji se stiče trgovinom koja prelazi nacionalne granice od koje se oduzimaju troškovi takve trgovine.)
MATCH@M:(The profitability of international trading depends on the amount of value created the company may retain, having in mind the complexity of transactions normally expected in the international context.===>Profitabilnost međunarodnog poslovanja zavisi od toga koliki deo vrednosti koju stvara kompanija može i da zadrži, imajući u vidu složenost transakcija koje međunarodni okviri podrazumevaju.)
MATCH@E:(The profitability of international trading depends on the amount of value created the company may retain, having in mind the complexity of transactions normally expected in the international context.===>Profitabilnost međunarodnog poslovanja zavisi od toga koliki deo vrednosti koju stvara kompanija može i da zadrži, imajući u vidu složenost transakcija koje međunarodni okviri podrazumevaju.)
MATCH@M:(This capability is said to be directly related to the global competitive advantage expressed by a relative ratio of added value the company offers in comparison to its competition.===>Ističe se da je ova sposobnost u neposrednoj vezi sa globalnom konkurentskom prednošću iskazanom kroz relativni odnos dodate vrednosti koju kompanija nudi u odnosu na konkurente.)
MATCH@E:(This capability is said to be directly related to the global competitive advantage expressed by a relative ratio of added value the company offers in comparison to its competition.===>Ističe se da je ova sposobnost u neposrednoj vezi sa globalnom konkurentskom prednošću iskazanom kroz relativni odnos dodate vrednosti koju kompanija nudi u odnosu na konkurente.)
MATCH@M:(International trade includes huge costs that are spent I to go beyond national borders, thus the term “sticky“ borders is used to depict more vividly the need to analyse in detail whatever “sticks“ to the border when crossing it.===>Međunarodno poslovanje podrazumeva brojne troškove vezane za prelazak nacionalnih granica, tako da se koristi izraz «lepljive» granice kako bi se još slikovitije istakla potreba da se detaljno sagleda sve ono što se «zalepi» za granicu prilikom njenog prelaska.)
MATCH@E:(International trade includes huge costs that are spent to go beyond national borders, thus the term sticky borders is used to depict more vividly the need to analyse in detail whatever sticks to the border when crossing it.===>Međunarodno poslovanje podrazumeva brojne troškove vezane za prelazak nacionalnih granica, tako da se koristi izraz «lepljive» granice kako bi se još slikovitije istakla potreba da se detaljno sagleda sve ono što se «zalepi» za granicu prilikom njenog prelaska.)
MATCH@M:(Varied costs act as economic terms for the “stickiness“ of international borders.===>Raznovrsni troškovi predstavljaju ekonomski izraz «lepljivosti» međunarodnih granica.)
MATCH@E:(Varied costs act as economic terms for the stickiness of international borders.===>Raznovrsni troškovi predstavljaju ekonomski izraz «lepljivosti» međunarodnih granica.)
MATCH@M:(The transaction costs are listed as the first type of costs generated in international trading.===>Transakcioni troškovi se navode kao prvi tip troškova koji nastaju u međunarodnom poslovanju.)
MATCH@E:(The transaction costs are listed as the first type of costs generated in international trading.===>Transakcioni troškovi se navode kao prvi tip troškova koji nastaju u međunarodnom poslovanju.)
MATCH@M:(The firm accounts for costs related to adjusting to different business environments in different countries, which includes the difference between languages, cultures, social circumstances, business practices, political, legal and legislative conditions.===>Firma ima troškove vezane za prilagodavanje različitim poslovnim ambijentima u različitim zemljama, podrazumevajući tu i različitost jezika, kultura, društvenih prilika, poslovne prakse, političkih, pravnih i zakonskih uslova.)
MATCH@E:(The firm accounts for costs related to adjusting to different business environments in different countries, which includes the difference between languages, cultures, social circumstances, business practices, political, legal and legislative conditions.===>Firma ima troškove vezane za prilagođavanje različitim poslovnim ambijentima u različitim zemljama, podrazumevajući tu i različitost jezika, kultura, društvenih prilika, poslovne prakse, političkih, pravnih i zakonskih uslova.)
MATCH@M:(There are also differences in time zones, which require special type of adjusting, doing business using different currency with all costs and risks involved.===>Razlike se javljaju i u različitosti vremenskih zona što iziskuje posebno prilagođavanje, poslovanje sa različitim valutama uz sve troškove i rizike.)
MATCH@E:(There are also differences in time zones, which require special type of adjusting, doing business using different currency with all costs and risks involved.===>Razlike se javljaju i u različitosti vremenskih zona što iziskuje posebno prilagođavanje, poslovanje sa različitim valutama uz sve troškove i rizike.)
MATCH@M:(The firm meets different local suppliers and consumer groups at different localities, which will involve further adapting the business methods and approaches to use.===>Ona se suočava sa različitim lokalnim snabdevačima i grupama potrošača na različitim lokacijama što će iziskivati posebno prila-gođavanja u korišćenim poslovnim metodama i pristupima.)
MATCH@E:(The firm meets different local suppliers and consumer groups at different localities, which will involve further adapting the business methods and approaches to use.===>Ona se suočava sa različitim lokalnim snabdevačima i grupama potrošača na različitim lokacijama što će iziskivati posebno prilagođavanja u korišćenim poslovnim metodama i pristupima.)
MATCH@M:(In each of the concrete situations the international trading will require that prices, products, sales, services, contracts, supplies, employment and the very management practice should be adapted.===>Za svaku od konkretnih situacija, međunarodno poslovanje će iziskivati prilagođavanje cena, proizvoda, prodaje, servisa, ugovora, nabavke, zapošljavanja i same menadžment prakse.)
MATCH@E:(In each of the concrete situations the international trading will require that prices, products, sales, services, contracts, supplies, employment and the very management practice should be adapted.===>Za svaku od konkretnih situacija, međunarodno poslovanje će iziskivati prilagođavanje cena, proizvoda, prodaje, servisa, ugovora, nabavke, zapošljavanja i same menadžment prakse.)
MATCH@M:(The international trading makes a large number of international transactions by means of bringing into contact the suppliers and the consumers from various parts of the world.===>Međunarodno poslovanje ostvaruje brojne transakcije preko granica povezujući snabdevače i kupce u najra-zličitijim krajevima sveta.)
MATCH@E:(The international trading makes a large number of international transactions by means of bringing into con tact the suppliers and the consumers from various parts of the world.===>Međunarodno poslovanje ostvaruje brojne transakcije preko granica povezujući snabdevače i kupce u najrazličitijim krajevima sveta.)
MATCH@M:(The personal computer purchaser, for example, is virtually unaware that the producer has previously achieved the best combination of the parts for the computer through a global supply chain that links a large number of countries.===>Kupac računara, na primer, cesto nije svestan da je proizvođač prethodno ostvario najbolju kombinaciju delova za taj racunar u globalnom lancu snabdevanja koji povezuje veliki broj zemalja.)
MATCH@E:(The personal computer purchaser, for example, is virtually unaware that the producer has previously achieved the best combination of the parts for the computer through a global supply chain that links a large number of countries.===>Kupac računara, na primer, često nije svestan da je proizvođač prethodno ostvario najbolju kombinaciju delova za taj računar u globalnom lancu snabdevanja koji povezuje veliki broj zemalja.)
MATCH@M:(These are, for the customer, the activities going on “backstage“, by linking different suppliers and customers from different countries via different legally valid contracts which are to ensure that the end product or service are offered timely and in the right place, and provide the required quality at a contracted price.===>Za kupca su to aktivnosti koje se događaju «iza scene» povezivanjem različitih snabdevača i kupaca iz razlicitih zemalja uz razlicite pravno valjane ugovore koji treba da obezbede da se finalni proizvod ili usluga pruže na pravom mestu u pravo vreme uz traženi kvalitet i po dogovorenoj ceni.)
MATCH@E:(These are, for the customer, the activities going on backstage, by linking different suppliers and customers from different countries via different legally valid contracts which are to ensure that the end product or service are offered timely and in the right place, and provide the required quality at a contracted price.===>Za kupca su to aktivnosti koje se događaju «iza scene» povezivanjem različitih snabdevača i kupaca iz različitih zemalja uz različite pravno valjane ugovore koji treba da obezbede da se finalni proizvod ili usluga pruže na pravom mestu u pravo vreme uz traženi kvalitet i po dogovorenoj ceni.)
MATCH@M:(Transaction costs, however, may be a source of valuable advantage for the companies that use creative approaches to ensure greater efficiency and reduce these costs.===>Transakcioni troškovi, međutim, mogu da budu i izvor velike prednosti za one kompanije koje su kreativnim pristupom u stanju da obezbede veću efikasnost i smanje ove troškove.)
MATCH@E:(Transaction costs, however, may be a source of valu able advantage for the companies that use creative approaches to ensure greater efficiency and reduce these costs.===>Transakcioni troškovi, međutim, mogu da budu i izvor velike prednosti za one kompanije koje su kreativnim pristupom u stanju da obezbede veću efikasnost i smanje ove troškove.)
MATCH@M:(This is a significant potential opportunity for achieving competitive advantage in international trading.===>To je značajna potencijalna šansa za konkurentsku prednost u međunarodnom poslovanju.)
MATCH@E:(This is a significant potential opportunity for achieving competitive advantage in international trading.===>To je značajna potencijalna šansa za konkurentsku prednost u međunarodnom poslovanju.)
MATCH@M:(The author lists tariff and non-tariff costs, transport costs, as well as costs related to the time that elapses while the transaction is in progress.===>Navode se tarifni i ne tarifni troškovi, transportn i troškovi, kao i troškovi vezani za vreme koje protekne u obavljanju međunarodnog posla.)
MATCH@E:(The author lists tariff and non-tariff costs, transport costs, as well as costs related to the time that elapses while the transaction is in progress.===>Navode se tarifni i netarifni troškovi, transportn i troškovi, kao i troškovi vezani za vreme koje protekne u obavljanju međunarodnog posla.)
MATCH@M:(The international business brings a number of advantages that the managers can recognize and try to use to a highest possible extent; these include achieving a variety and economy of scope, a comparative advantage, a comparative availability of production factors, and innovation and technology transfer.===>Međunarodno poslovanje donosi niz prednosti koje menadžeri prepoznaju i nastoje u što većoj meri da iskoriste: ostvarivanje varijeteta i ekonomije obima, komparativnie prednosti, komparativna raspoloživost proizvodnih faktora, inovacije i transfer tehnologije.)
MATCH@E:(The international business brings a number of advantages that the managers can recognize and try to use to a highest possible extent; these include achieving a variety and economy of scope, a comparative advantage, a comparative availability of production factors, and innovation and technology transfer.===>Međunarodno poslovanje donosi niz prednosti koje menadžeri prepoznaju i nastoje u što većoj meri da iskoriste: ostvarivanje varijeteta i ekonomije obima, komparativnie prednosti, komparativna raspoloživost proizvodnih faktora, inovacije i transfer tehnologije.)
MATCH@M:(The global and competitive advantage is achieved by creating an appropriate global investment strategy.===>Globalna konkurentska prednost postiže se kreiranjem odgovarajuće globalne investicione strategije.)
MATCH@E:(The global and competitive advantage is achieved by creating an appropriate global investment strategy.===>Globalna konkurentska prednost postiže se kreiranjem odgovarajuće globalne investicione strategije.)
MATCH@M:(Direct International Investments (DII) are executed in accordance with either a strategic choice to retain the operations “within the house“, in which case the firm is vertically integrated, or to “outsource“ certain operations, in which case a certain operation is left to the others to do - to suppliers, consumers or to partners.===>Direktne inostrane investicije (DII) ostvaruju se u skladu sa strateškim odabirom zadržavanja operacija «unutar kuće», kada je firma vertikalno integrisana, ili «aut-sorsovanjem» određenih operacija kada se određena operacija prepušta drugima - snabdevačima, kupcima ili partnerima.)
MATCH@E:(Direct International Investments (DII) are executed in accordance with either a strategic choice to retain the operations within the house, in which case the firm is vertically integrated, or to outsource certain operations, in which case a certain operation is left to the others to do to suppliers, consumers or to partners.===>Direktne inostrane investicije (DII) ostvaruju se u skladu sa strateškim odabirom zadržavanja operacija «unutar kuće», kada je firma vertikalno integrisana, ili «autsorsovanjem» određenih operacija kada se određena operacija prepušta drugima snabdevačima, kupcima ili partnerima.)
MATCH@M:(The global strategies are presented on the examples of the Lenovo, Cemex, Danone and other companies.===>Globalne strategije predstavljene su na primerima kompanija Lenovo, Cemex, Danone i drugim.)
MATCH@E:(The global strategies are presented on the examples of the Lenovo, Cemex, Danone and other companies.===>Globalne strategije predstavljene su na primerima kompanija Lenovo, Cemex, Danone i drugim.)
MATCH@M:(39 Does a financial leverage determine the cost of debt:===>39 Da li finansijski leveridž odredjuje cenu duga?)
MATCH@E:(Does a financial leverage determine the cost of debt?===>Da li finansijski leveridž određuje cenu duga?)
MATCH@M:(55 Development of Slovenian selfgovernment in the new public management perspective===>55 Razvoj lokalne samouprave u Sloveniji u svetlu Nove javne uprave)
MATCH@E:(Development of slovenian local self-government in the new public management perspective UDC 352.07(497.4) PhD.===>Razvoj lokalne samouprave u sloveniji u svetlu nove javne uprave UDK 352.07(497.4) PhD.)
MATCH@M:(Consequently ,the management of the organization has been defined, in a systemic manner, in managerial literature, as bringing together elements having an informational, decisional, organizational, as well as a motivational character.===>Posledično, menadžment organizacije je definisan sistemskim pristupom, u postojećoj menadžerskoj literaturi kao povezan skup elemenata informacione, odlučivačke, organizacione (gde se organizacija posmatra kao proces) i motivacione prirode.)
MATCH@E:(Consequently ,the management of the organization has been defined, in a systemic manner, in managerial literature, as bringing together elements having an informational, decisional, organizational, as well as a motivational character.===>Posledično, menadžment organizacije je definisan sistemskim pristupom, u postojećoj menadžerskoj literaturi kao povezan skup elemenata informacione, odlučivačke, organizacione (gde se organizacija posmatra kao proces) i motivacione prirode.)
MATCH@M:(The subsystem of management methods and techniques is a methodological-experimental subsystem made up of methods, techniques, procedures and instruments characterized by rationality, complexity and formalization, which conduce to an ascending dynamics of the organization’s managers’ professionalization.===>Podsistem menadžerskih metoda je metodološko - eksperimentalni podsistem koji čine metode, tehnike, procedure ili instrumenti karakteristični po racionalnosti, formalizaci-ji i kompleksnosti i koji doprinose rastućoj dinamici profesionalizacije menadžera.)
MATCH@E:(The subsystem of management methods and techniques is a methodological-experimental subsystem made up of methods, techniques, procedures and instruments characterized by rationality, complexity and formalization, which conduce to an ascending dynamics of the organizations managers professionalization.===>Podsistem menadžerskih metoda je metodološko eksperimentalni podsistem koji čine metode, tehnike, procedure ili instrumenti karakteristični po racionalnosti, formalizaciji i kompleksnosti i koji doprinose rastućoj dinamici profesionalizacije menadžera.)
MATCH@M:(Recent research into comparative management comes to the conclusion that it is necessary to combine the techniques into new methods, and even methods into new leadership and management systems, with a view to attaining an increased effectiveness of management.===>Skorija istraživanja u menadž-mentu ukazuju da je neophodno kombinovati te tehnike u nove metode, i čak metode u nove sisteme menadžmenta i liderstva, s ciljem da se zadrži rastuća efikasnost menadžmenta.)
MATCH@E:(Recent research into comparative management comes to the conclusion that it is necessary to combine the techniques into new methods, and even methods into new leadership and management systems, with a view to attaining an increased effectiveness of management.===>Skorija istraživanja u menadžmentu ukazuju da je neophodno kombinovati te tehnike u nove metode, i čak metode u nove sisteme menadžmenta i liderstva, s ciljem da se zadrži rastuća efikasnost menadžmenta. 1.)
MATCH@M:(Characterized by various cases of overlapping and interconnections between the economic aspects and the political, social, juridical, informational, moral, religious ones, the management, when approached in a functional manner, as a process, puts together a set of actions through which the manager (either as an individual or as a member of a team) plans, organizes, decides, sti-===>Karakterističan po mnogim preklapanjima i vezama ekonomskih sa političkim, društvenim, pravnim, infor-macionim, moralnim, religijskim aspektima, menadžment, kada mu se pristupi funkcionalno, posmatran kao proces, spaja skup akcija kroz koje menadžer (bilo kao individua ili kao deo tima) planira, organizuje,)
MATCH@E:(1. ~~~ Introduction Characterized by various cases of overlapping and interconnections between the economic aspects and the political, social, juridical, informational, moral, religious ones, the management, when approached in a functional manner, as a process, puts together a set of actions through which the manager (either as an individual or as a member of a team) plans, organizes, decides, sti mulates the employees, and controls activity, in order to achieve the organizations objectives.===>Uvod Karakterističan po mnogim preklapanjima i vezama ekonomskih sa političkim, društvenim, pravnim, informacionim, moralnim, religijskim aspektima, menadžment, kada mu se pristupi funkcionalno, posmatran kao proces, spaja skup akcija kroz koje menadžer (bilo kao individua ili kao deo tima) planira, organizuje, odlučuje, stimuliše zaposlene i kotroliše aktivnosti sa ciljem da postigne ciljeve organizacije.)
MATCH@M:(The acceptance of a system is however much more suitable for management in keeping with the evolution of the activities of the organizations in the contemporary milieu/environment, which is ever more unstable from the point od view of technologies, of labour force resources’ migration, of re-evaluation of the energy resources, of the diminution of the deposits of the main raw materials, of the informational explosion and asymmetry, of the continuous shifts in the province of the principles and rules of business ethics and social responsibility, etc.===>Prihvatanje sistemskog pristupa je mnogo prikladnije za menadžment u zadržavanju razvoja aktivnosti organizacije u savremenom okruženju, koje je sve nestabilnije u polju tehnologija, migracija radne snage, re-evaluacije energetskih resursa, smanjenja depozita sirovina, asimetrične eksplozije informacija, stalne promene principa i pravila poslovanja i socijalne odgovornosti i sličnih tendencija.)
MATCH@E:(System approach applied on the management concept The acceptance of a system is however much more suitable for management in keeping with the evolution of the activities of the organizations in the contemporary milieu/environment, which is ever more unstable from the point od view of technologies, of labour force resources migration, of re-evaluation of the energy resources, of the diminution of the deposits of the main raw materials, of the informational explosion and asymmetry, of the continuous shifts in the province of the principles and rules of business ethics and social responsibility, etc.===>Sistemski pristup primenjen na koncept menadžmenta Prihvatanje sistemskog pristupa je mnogo prikladnije za menadžment u zadržavanju razvoja aktivnosti organizacije u savremenom okruženju, koje je sve nestabilnije u polju tehnologija, migracija radne snage, re-evaluacije energetskih resursa, smanjenja depozita sirovina, asimetrične eksplozije informacija, stalne promene principa i pravila poslovanja i socijalne odgovornosti i sličnih tendencija.)
MATCH@M:(The economic organization has been considered, over the last two or even three decades, to be an open system, whose internal processes are in a bilateral relationship to the external milieu, but also a subsystem of the economic external milieu, as it is significantly influenced by the external milieu, and subsequently it influences the latter, in its turn, but to a much more restricted manner.===>Privredna organizacija se u periodu od poslednje dve ili tri decenije posma-tra kao otvoreni sistem čiji su interni procesi u bilateralnim odnosima sa spoljnim okruženjem, ali takođe i kao podsistem ekonomskog spoljnog okruženja, koje vrši značajan uticaj na sistem, i na koje sistem vrši, znatno manji, uticaj.)
MATCH@E:(The economic organization has been considered, over the last two or even three decades,* to be an open system, whose internal processes are in a bilateral relationship to the external milieu, but also a subsystem of the economic external milieu, as it is significantly influenced by the external milieu, and subsequently it influences the latter, in its turn, but to a much more restricted manner.===>Privredna organizacija se u periodu od poslednje dve ili tri decenije* posmatra kao otvoreni sistem čiji su interni procesi u bilateralnim odnosima sa spoljnim okruženjem, ali takođe i kao podsistem ekonomskog spoljnog okruženja, koje vrši značajan uticaj na sistem, i na koje sistem vrši, znatno manji, uticaj.)
MATCH@M:(At present, the organization’s external milieu itself is perceived as a set of extensive, broad-scope interconnected subsystems (of a political, social, cultural, educational etc. nature), with which the contemporary organization has links that allow for possibilities and generate limitations [1], both harmonized through the management process.===>Trenutno se spoljno okruženje organizacije posmatra kao skup značajnih, povezanih podsistema (političkih, društvenih, kulturnih, obrazovnih itd.) sa kojim moderna organizacija ima veze koje kreiraju mogućnosti i stvaraju ograničenja, što se usklađuje procesom menadžmenta.)
MATCH@E:(At present, the organizations external milieu itself is perceived as a set of extensive, broad-scope interconnected subsystems (of a political, social, cultural, educational etc. nature), with which the contemporary organization has links that allow for possibilities and generate limitations Š1Ë, both harmonized through the management process.===>Trenutno se spoljno okruženje organizacije posmatra kao skup značajnih, povezanih podsistema (političkih, društvenih, kulturnih, obrazovnih itd.) sa kojim moderna organizacija ima veze koje kreiraju mogućnosti i stvaraju ograničenja, što se usklađuje procesom menadžmenta.)
MATCH@M:(In its turn, the system of the organization is structured into essential subsystems, their imaging being different as to the operational or human criterion of systematization.===>Sistem organizacije je strukturiran po osnovnim pod-sistemima, koji se drugačije sagledavaju u odnosu na operacioni ili humani kriterijum sistematizacije.)
MATCH@E:(In its turn, the system of the organization is structured into essential subsystems, their imaging being different as to the operational or human criterion of systematization.===>Sistem organizacije je strukturiran po osnovnim podsistemima, koji se drugačije sagledavaju u odnosu na operacioni ili humani kriterijum sistematizacije.)
MATCH@M:(In their turn, the management subsystem, analyzed as a self-reliant / independent system, irrespective of the organization’s specificity, includes several components, which are to be distinguished as far as their area and weight within the organizational ensemble is concerned.===>Menadžerski podsistem analizom apstrakovan kao samodovoljni/nezavisni sistem, bez obaziranja na specifičnosti organizacije, sadrži nekoliko komponenti, koje treba razlikovati do god se uzima u obzir njihov opseg i uticaj na organizacionu celinu.)
MATCH@E:(In their turn, the management subsystem, analyzed as a self-reliant / independent system, irrespective of the organizations specificity, includes several components, which are to be distinguished as far as their area and weight within the organizational ensemble is concerned.===>Menadžerski podsistem analizom apstrakovan kao samodovoljni/nezavisni sistem, bez obaziranja na specifičnosti organizacije, sadrži nekoliko komponenti, koje treba razlikovati do god se uzima u obzir njihov opseg i uticaj na organizacionu celinu.)
MATCH@M:(The first approach to the division of management subsystem was based on characteristic management tasks, planning, organization, command coordination and control.===>Prvi pristup podeli menadžerskih podsistema se bazirao na karakterističnim menadžerskim zadacima, poput planiranja, organizovanja, komandovanja, koordinacije i kontrle.)
MATCH@E:(The first approach to the division of management subsystem was based on characteristic management tasks, planning, organization, command coordination and control Š2Ë.===>Prvi pristup podeli menadžerskih podsistema se bazirao na karakterističnim menadžerskim zadacima, poput planiranja, organizovanja, komandovanja, koordinacije i kontroleŠ2Ë.)
MATCH@M:(The next approach was a division into operational, organizational and institutional levels.===>Sledeči pristup je bila podela na operacioni, organizacioni i institucionalni nivo.)
MATCH@E:(The next approach was a division into operational, organizational and institutional levels.===>Sledeći pristup je bila podela na operacioni, organizacioni i institucionalni nivoŠ3Ë.)
MATCH@M:(The division can also be individualized, in keeping with the nature and the characteristic features of the instruments utilized, as falling into five general subsystems: informational, decisional, organizational, of management methods and techniques, as well as a final category, generically called “other elements”.===>Podela se takođe može individualizovati, uzimajuči u obzir prirodu i karakteristike menadžerskog instrumenta koji se koristi na pet glavnih podsistema: informacioni, odlučivački, organizacioni, podsistem menadžerskih metoda i tehnika, kao i poslednji podsistem koji se generički naziva „ostali elementi“.)
MATCH@E:(Š3Ë the division can also be individualized, in keeping with the nature and the characteristic features of the instruments utilized, as falling into five general subsystems: informational, decisional, organizational, of management methods and techniques, as well as a final category, generically called other elements.===>Podela se takođe može individualizovati, uzimajući u obzir prirodu i karakteristike menadžerskog instrumenta koji se koristi na pet glavnih podsistema: informacioni, odlučivački, organizacioni, podsistem menadžerskih metoda i tehnika, kao i poslednji podsistem koji se generički naziva ostali elementi.)
MATCH@M:(Consequently, the management of the organization is defined, in a systemic manner, in managerial literature, as bringing together elements having an informational, decisional, organizational, as well as a motivational character, by means of which the “ensemble of the management processes and relationships’’ is exercised, “with a view to obtaining the maximal degree of efficacy and efficiency”.===>Posledično, menadžment organizacije se definiše u sistemskom pristupu kao spoj elemenata koji imaju in-formacioni, odlučivački, organizacioni, odnosno moti-vacioni karakter, sa ciljem obavljanja „skupa menadžerskih procesa i odnosa“, i „sa usmerenjem na postizanje maksimalnog nivoa efikasnosti i efektivnosti“.)
MATCH@E:(Consequently, the management of the organization is defined, in a systemic manner, in managerial literature, as bringing together elements having an informational, decisional, organizational, as well as a motivational character, by means of which the ensemble of the management processes and relationships is exercised, with a view to obtaining the maximal degree of efficacy and efficiency.===>Posledično, menadžment organizacije se definiše u sistemskom pristupu kao spoj elemenata koji imaju informacioni, odlučivački, organizacioni, odnosno motivacioni karakter, sa ciljem obavljanja skupa menadžerskih procesa i odnosa, i sa usmerenjem na postizanje maksimalnog nivoa efikasnosti i efektivnosti.)
MATCH@M:(The most visible component of the organization’s management system has a prevalently form-related nature, and ensures the organizational framework, as well as the division, the combination and the functionality of the activities involved.===>Najvidljivija komponenta menadžment sistema organizacije ima preovlađujujuču prirodu orijentacije na formu, i obezbeđuje kostur organizacije, kao i podelu, kasnije spajanje i funkcionalnost uključenih aktivnosti.)
MATCH@E:(Š4Ë The most visible component of the organizations management system has a prevalently form-related nature, and ensures the organizational framework, as well as the division, the combination and the functionality of the activities involved.===>Š4Ë Najvidljivija komponenta menadžment sistema organizacije ima preovlađujujuću prirodu orijentacije na formu, i obezbeđuje kostur organizacije, kao i podelu, kasnije spajanje i funkcionalnost uključenih aktivnosti.)
MATCH@M:(The organizational subsystem puts together the prevalently form-related elements and a number of informal elements; identifies, relates and even combines the organization’s components, subdivisions and resources.===>Organizacioni podsistem menadžment podsistema organizacije kao celine uglavnom spaja formalne i neformalne elemente, identifikuje, povezuje i čak kombinu-je organizacione komponente i resurse.)
MATCH@E:(The organizational subsystem puts together the prevalently form-related elements and a number of informal elements; identifies, relates and even combines the organizations components, subdivisions and resources.===>Organizacioni podsistem menadžment podsistema organizacije kao celine uglavnom spaja formalne i neformalne elemente, identifikuje, povezuje i čak kombinuje organizacione komponente i resurse.)
MATCH@M:(The principal instruments of formal organization remain the organizing and functioning regulations, the organization charts, the descriptions of functions and positions.===>Glavni instrument formalne organizacije ostaju pravila organizova-nja i funkcionisanja, organizacione šeme i opisi pozicija i poslova.)
MATCH@E:(The principal instruments of formal organization remain the organizing and functioning regulations, the organization charts, the descripti ons of functions and positions.===>Glavni instrument formalne organizacije ostaju pravila organizovanja i funkcionisanja, organizacione šeme i opisi pozicija i poslova.)
MATCH@M:(In parallel to the formal organization, the one of an informal typeco-exists in the organization, which possesses, as essential elements, an informal group, an informal type of conduct, informal relationships, roles, organizational culture and even leaders.===>Paralelno sa formalnom organizacijom, u organizaciji kao sistemu koegzistira i neformalni deo koji kao osnovne elemente poseduje neformalnu grupu, neformalni kod ponašanja, neformalne odnose, uloge, kulturu pa čak i neformalne lidere.)
MATCH@E:(In parallel to the formal organization, the one of an informal typeco-exists in the organization, which possesses, as essential elements, an informal group, an informal type of conduct, informal relationships, roles, organizational culture and even leaders Š5Ë.===>Paralelno sa formalnom organizacijom, u organizaciji kao sistemu koegzistira i neformalni deo koji kao osnovne elemente poseduje neformalnu grupu, neformalni kod ponašanja, neformalne odnose, uloge, kulturu pa čak i neformalne lidereŠ5Ë.)
MATCH@M:(A good organization makes the informal and the formal overlap, and turns the informal leaders into formal ones, whenever possible.===>Dobra organizacija obuhvata i jednu i drugu celinu, i pretvara neformalne lidere u formalne kad god je to moguče.)
MATCH@E:(A good organization makes the informal and the formal overlap, and turns the informal leaders into formal ones, whenever possible.===>Dobra organizacija obuhvata i jednu i drugu celinu, i pretvara neformalne lidere u formalne kad god je to moguće.)
MATCH@M:(The informational subsystem, represented by the ensemble of the messages decrypted from the organization’s banks and databases, putting together informational flows and circuits, procedures and means of access, memorizing, processing and transfer of information, is permanently present in the existance of all the functions of management.===>Informacioni podsistem, izlazno predstavljen skupom poruka koje su obrađene iz organizacionih baza, spajanjem informacionih tokova i mesta obrade, procedura i načina pristupa, čuvanja i transfera informacije stalno je prisutan u obavljanju funkcija menadžmenta.)
MATCH@E:(The informational subsystem, represented by the ensemble of the messages decrypted from the organizations banks and databases, putting together informational flows and circuits, procedures and means of access, memorizing, processing and transfer of information, is permanently present in the existance of all the functions of management.===>Informacioni podsistem, izlazno predstavljen skupom poruka koje su obrađene iz organizacionih baza, spajanjem informacionih tokova i mesta obrade, procedura i načina pristupa, čuvanja i transfera informacije stalno je prisutan u obavljanju funkcija menadžmenta.)
MATCH@M:(The quality of being an informational subsystem emerges from the aggregation of the quality of the data and information, of the flows and circuits, of the procedures and means of informational treatment.===>Kvalitet informacionog sistema rezultuje iz agrega-cije kvaliteta podataka i informacija, tokova, procedura i načina obrade informacije.)
MATCH@E:(The quality of being an informational subsystem emerges from the aggregation of the quality of the data and information, of the flows and circuits, of the procedures and means of informational treatment.===>Kvalitet informacionog sistema rezultuje iz agregacije kvaliteta podataka i informacija, tokova, procedu ra i načina obrade informacije.)
MATCH@M:(The subsystem of management methods and techniques is a methodological-experimental subsystem made up of methods, techniques, procedures and instruments characterized by rationality, complexity and formalization, which leads to an ascending dynamics of the organization’s managers’ professionalization.===>Podsistem menadžment metoda i tehnika je metodo-loško-eksperimentalni podsistem koji se sastoji od metoda, tehnika, procedura i instrumenata koje ka-rakteriše racionalnost, kompleksnost i formalizacija, koje vode ka povećanju dinamike profesionalizacije menadžmenta u organizaciji.)
MATCH@E:(The subsystem of management methods and techniques The subsystem of management methods and techniques is a methodological-experimental subsystem made up of methods, techniques, procedures and instruments characterized by rationality, complexity and formalization, which leads to an ascending dynamics of the organizations managers professionalization.===>Podsistem menadžment metoda i tehnika Podsistem menadžment metoda i tehnika je metodološko-eksperimentalni podsistem koji se sastoji od metoda, tehnika, procedura i instrumenata koje karakteriše racionalnost, kompleksnost i formalizacija, koje vode ka povećanju dinamike profesionalizacije menadžmenta u organizaciji.)
MATCH@M:(The remaining micro-subsystems are grouped into the other elements category, and include various other significant components related to the transformations, and to the efficiency rates, adaptation to change and preservation, stimulation and control, continuous/life-long learning, etc.===>Preostali mikro-podsistemi se grupišu u kategoriju ostalih elemenata, i uključuju različite značajne kom-ponenete koje se odnose na transformaciju, racija efikasnosti, adaptaciju na promenu i očuvanje, stimulaciju i kontrolu kontinualnog organizacionog učenja.)
MATCH@E:(The remaining micro-subsystems are grouped into the other elements category, and include various other significant components related to the transformations, and to the efficiency rates, adaptation to change and preservation, stimulation and control, continuous/lifelong learning, etc.===>Preostali mikro-podsistemi se grupišu u kategoriju ostalih elemenata, i uključuju različite značajne komponenete koje se odnose na transformaciju, racija efikasnosti, adaptaciju na promenu i očuvanje, stimulaciju i kontrolu kontinualnog organizacionog učenja.)
MATCH@M:(Comparing the organization with the human organism system can surprise through immediate associations between the organizational subsystem and the bone system, between the informational subsystem and that of blood circulation, between the decision-making subsystem and the nervous system, between the methods and techniques subsystem and the subsystem of the sense organs, etc.===>Poređenjem organizacije sa ljudskim organizmom dolazi se do začuđujuće momentalne asocijacije između organizacionog podsistema i skeleta, između informa-cionog sistema i sistema krvotoka, između odlučivač-kog podsistema i podsistema za donošenje odluka, između podsistema menadžment metoda i tehnika i podsistema čula, i sl.)
MATCH@E:(Comparing the organization with the human organism system can surprise through immediate associations between the organizational subsystem and the bone system, between the informational subsystem and that of blood circulation, between the decision-making subsystem and the nervous system, between the methods and techniques subsystem and the subsystem of the sense organs, etc.===>Poređenjem organizacije sa ljudskim organizmom dolazi se do začuđujuće momentalne asocijacije između organizacionog podsistema i skeleta, između informacionog sistema i sistema krvotoka, između odlučivačkog podsistema i podsistema za donošenje odluka, između podsistema menadžment metoda i tehnika i podsistema čula, i sl.)
MATCH@M:(The overall structure of the subsystems of management is a resultant of a theoretical nature, as these approaches to the leading/directing activity are difficult to identify and delimit in practice, because of the complex character of the management system, a system characterized by several variegated instances of overlapping of the economic aspects and the social, juridical, informational, moral, cultural, educational, religious, etc. ones.===>Ukupna struktura podsistema menadžmenta je rezultanta teoretske prirode, jer su pristupi vođenju/upravljanju aktivnosti veoma nepodobni za praktičnu individualnu identifikaciju i razdvajanje zbog kompleksnog karaktera menadžerskog sistema, kojeg karakteriše mnoštvo raznolikih instanci preklapanja ekonomskih i društvenih, pravnih, informacio-nih, moralnih, kulturnih, obrazovnih i ostalih komponenti.)
MATCH@E:(The overall structure of the subsystems of management is a resultant of a theoretical nature, as these approaches to the leading/directing activity are difficult to identify and delimit in practice, because of the complex character of the management system, a system characterized by several variegated instances of overlapping of the economic aspects and the social, juridical, informational, moral, cultural, educational, religious, etc. ones.===>Ukupna struktura podsistema menadžmenta je rezultanta teoretske prirode, jer su pristupi vođenju/upravljanju aktivnosti veoma nepodobni za praktičnu individualnu identifikaciju i razdvajanje zbog kompleksnog karaktera menadžerskog sistema, kojeg karakteriše mnoštvo raznolikih instanci preklapanja ekonomskih i društvenih, pravnih, informacionih, moralnih, kulturnih, obrazovnih i ostalih komponenti.)
MATCH@M:(In other words, any management system presents a set of common structural rules, while differing from one organization to another, and also in the point of efficiency.===>Drugim rečima, svaki menadžment sistem predstavlja skup zajedničkih strukturnih pravila, različitih od organizacije do organizacije po prirodi i stepenu efikasnosti.)
MATCH@E:(In other words, any management system presents a set of common structural rules, while differing from one organization to another, and also in the point of efficiency.===>Drugim rečima, svaki menadžment sistem predstavlja skup zajedničkih strukturnih pravila, različitih od organizacije do organizacije po prirodi i stepenu efikasnosti.)
MATCH@M:(The practical management is a component organically integrated within the organization, which works in bilateral relationships or flows with the external milieu/en-vironment, through transfer of information, human, material and financial resources.===>Odlučivački podsistem, koji je predstavljen skupom odluka koje se donose i primenjuju, uslovljen je kvalitetom ostalih delova menadžmenta, i predstavlja naj-aktivrisana sa organizacijom, koja se uključuje u bilateralne relacije ili tokove sa spoljnim okruženjem kroz transfer informacija, ljudskih, materijalnih i finansij-skih resursa.)
MATCH@E:(The practical management is a component organically integrated within the organization, which works in bilateral relationships or flows with the external milieu/environment, through transfer of information, human, material and financial resources.===>Š6Ë Odlučivački podsistem, koji je predstavljen skupom odluka koje se donose i primenjuju, uslovljen je kvalitetom ostalih delova menadžmenta, i predstavlja najaktivrisana sa organizacijom, koja se uključuje u bilateralne relacije ili tokove sa spoljnim okruženjem kroz transfer informacija, ljudskih, materijalnih i finansijskih resursa.)
MATCH@M:(The content and the intensity of those flows exhibit defining / distinguishing aspects in each national economy, more often than not within the same economy, individualizing the organizations’ managerial systems.===>Sadržaj i intenzitet tih tokova predstavlja definišuće karakteristike na osnovu kojih se procenju-je razlika među nacionalnim ekonomijama, i vrlo često unutar same nacionalne ekonomije, što individualizuje menadžerske sisteme u organizacijama.)
MATCH@E:(The content and the intensity of those flows exhibit defining / distinguishing aspects in each national economy, more often than not within the same economy, individualizing the organizations managerial systems.===>Sadržaj i intenzitet tih tokova predstavlja definišuće karakteristike na osnovu kojih se procenjuje razlika među nacionalnim ekonomijama, i vrlo često unutar same nacionalne ekonomije, što individualizuje menadžerske sisteme u organizacijama.)
MATCH@M:(Thus, another important signification of management systems emerges, a pragmatically delimitative one.===>Stoga se može uočiti još jedno važno značenje menadžment sistema, a to je pragmatični kriterijum za klasifikaciju.)
MATCH@E:(Thus, another important signification of management systems emerges, a pragmatically delimitative one.===>Stoga se može uočiti još jedno važno značenje menadžment sistema, a to je pragmatični kriterijum za klasifikaciju.)
MATCH@M:(Along these lines, one can distinguish: management systems of a technics-focused type,[7] characteristic of the last century, but still used today in economies under political dictatorship, and also - in a specific form - in the army, management systems almost exclusively based on human relationships, management systems centred on the analytic and holistic approach, specific to the developed economis, i.e. to the analytical organizations in North America, and the integrative organizations in Japan, etc.===>Takvim pristupom mogu se uočiti tehnički fokusirani menadžment sistemi,[7] koji su karakteristika prošlog veka, ali se i danas koriste u ekonomijama koje su pod političkim diktatom, i takođe u specifičnom obliku u vojsci, zatim menadžment sistemi koji se gotovo isključivo baziraju na međuljudskim odnosima i menadžment sistemi koji se usmeravaju na analitički i holistički pristup, karakteristični za razvijene ekonomije, to jest za analitičke organizacije Severne Amerike, integrativne organizacije u Japanu i slično.)
MATCH@E:(Along these lines, one can distinguish: management systems of a technics-focused type,Š7Ë characteristic of the last century, but still used today in economies under political dictatorship, and also in a specific form in the army, management systems almost exclusively based on human relationships, management systems centred on the analytic and holistic approach, specific to the developed economis, i.e. to the analytical organizations in North America, and the integrative organizations in Japan, etc.===>Takvim pristupom mogu se uočiti tehnički fokusirani menadžment sistemi,Š7Ë koji su karakteristika prošlog veka, ali se i danas koriste u ekonomijama koje su pod političkim diktatom, i takođe u specifičnom obliku u vojsci, zatim menadžment sistemi koji se gotovo isključivo baziraju na međuljudskim odnosima i menadžment sistemi koji se usmeravaju na analitički i holistički pristup, karakteristični za razvijene ekonomije, to jest za analitičke organizacije Severne Amerike, integrativne organizacije u Japanu i slično.)
MATCH@M:(Cassette no 1.===>Odeljak broj 1.)
MATCH@E:(Cassette no 1.===>Odeljak broj 1.)
MATCH@M:(The technics-focused managerial systems isolate the individual, underestimate or even annul human relationships, and take support on the individual qualities, unilaterally aiming at obtaining high performances.===>Tehnički fokusirani menadžment sistemi izoluju pojedinca, podcenju ili čak negiraju međuljudske odnose, baziraju se na individualnim kvalitetima jednostrano pokušavajući da postignu visoke performanse.)
MATCH@E:(The technics-focused managerial systems isolate the individual, underestimate or even annul human relationships, and take support on the individual qualities, unilaterally aiming at obtaining high performances.===>Tehnički fokusirani menadžment sistemi izoluju pojedinca, podcenju ili čak negiraju međuljudske odnose, baziraju se na individualnim kvalitetima jednostrano pokušavajući da postignu visoke performanse.)
MATCH@M:(These systems are coherently applied in the military field, whereas, in the economy of the countries ruled dictatorially, they have led to gradual degeneration of all the functions of management; planning has lost its elasticity and become ever more rigid, organization has exclusively turned into commands and orders; any decision also implies thetop manager, as stimulation and motivation has become manipulation, and control materializes in servile conformity and dedication to the leader.===>Ovi sistemi se svesno primenjuju u vojsci, dok u zemljama pod diktatorskim sistemom vode ka postepenoj degeneraciji svih funkcija menadžmenta; planiranje je gubo elastičnost i očvr-šćuje kroz šablone, organizacija se pretvara isključivo u komande i naređenja, svaka odluka mora da uključuje vrhovne menadžere, stimulacija i motivacija se pretvaraju u manipulaciju, a kontrola u servilni konformizam i posvećenost vođi.)
MATCH@E:(These systems are coherently applied in the military field, whereas, in the economy of the countries ruled dictatorially, they have led to gradual degeneration of all the functions of management; planning has lost its elasticity and become ever more rigid, organization has exclusively turned into commands and orders; any decision also implies the top manager, as stimulation and motivation has become manipulation, and control materializes in servile conformity and dedication to the leader.===>Ovi sistemi se svesno primenjuju u vojsci, dok u zemljama pod diktatorskim sistemom vode ka postepenoj degeneraciji svih funkcija menadžmenta; planiranje je gubo elastičnost i očvršćuje kroz šablone, organizacija se pretvara isključivo u komande i naređenja, svaka odluka mora da uključuje vrhovne menadžere, stimulacija i motivacija se pretvaraju u manipulaciju, a kontrola u servilni konformizam i posvećenost vođi.)
MATCH@M:(The managerial systems based on human relationships ensure the harmonization of the leader’s relations with his/her subordinates, the harmonization of the teams and the relationships between the individuals, in conformity with the principle of the individual’s liberty of expression and communication, the goal being equally to obtain high performance.===>Menadžerski sistemi koji se baziraju na međuljudskim odnosima obezbeđuju harmonizaciju relacija lidera sa podređenima, harmonizaciju timova i odnosa među pojedincima, u skladu sa principom slobode pojedinca da komunicira i da se izražava, uz ravnopravan cilj postizanja visokih performansi.)
MATCH@E:(The managerial systems based on human relationships ensure the harmonization of the leaders relations with his/her subordinates, the harmonization of the teams and the relationships between the individuals, in conformity with the principle of the individuals liberty of expression and communication, the goal being equally to obtain high performance.===>Menadžerski sistemi koji se baziraju na međuljudskim odnosima obezbeđuju harmonizaciju relacija lidera sa podređenima, harmonizaciju timova i odnosa među pojedincima, u skladu sa principom slobode pojedinca da komunicira i da se izražava, uz ravnopravan cilj postizanja visokih performansi.)
MATCH@M:(The systems based on human relations have an organizational structure taking support on collaboration, and participative management allows the people to adapt, out of their own initiative, to the demands of the organization.===>Sistemi koji su bazirani na međuljudskim odnosima imaju organizacionu strukturu koja podržava sarad-nju, i participativni menadžment koji dozvoljava ljudima da se na osnovu sopstvenih inicijativa prila-gođavaju zahtevima organizacije.)
MATCH@E:(The systems based on human relations have an organizational structure taking support on collaboration, and participative management allows the people to adapt, out of their own initiative, to the demands of the organization.===>Sistemi koji su bazirani na međuljudskim odnosima imaju organizacionu strukturu koja podržava saradnju, i participativni menadžment koji dozvoljava ljudima da se na osnovu sopstvenih inicijativa prilagođavaju zahtevima organizacije.)
MATCH@M:(Thus, the organizational priority becomes a concrete information about the people/personnel, the teams, and the relations holding between all those elements and the manager.===>Stoga, prioritet organizacije postaje konkretna informacija o ljudima u organizaciji, timovima i odnosima koji postoje između tih elemenata i menadžera.)
MATCH@E:(Thus, the organizational priority becomes a concrete information about the people/personnel, the teams, and the relations holding between all those elements and the manager.===>Stoga, prioritet organizacije postaje konkretna informacija o ljudima u organizaciji, timovima i odnosima koji postoje između tih elemenata i menadžera.)
MATCH@M:(These managerial systems comparatively underestimate the importance of modern technologies in proportion to human resources.===>Te menadžerske sisteme karakteriše relativno zanemarivanje modernih tehnologija u odnosu na ljudske resurse.)
MATCH@E:(These managerial systems comparatively underestimate the importance of modern technologies in proportion to human resources.===>Te menadžerske sisteme karakteriše relativno zanemarivanje modernih tehnologija u odnosu na ljudske resurse.)
MATCH@M:(The managerial systems centred on the analytical approach are based on the hypothesis according to which understanding of each detail leads to correctly perceiving the phenomenon in its entirety, and, on the operational plane, on the primordial character of the parts as to the whole, in consideration of the fact that, as long as each part of a whole is perfect, the whole as an aggregate will also function perfectly.===>Menad'erski sistemi koji su usmereni na analitički pristup su bazirani na hipotezi po kojoj razumeva-nje svakog detalja vodi u korektno shvatanje feno-mena kao celine, i na operacionom nivou, u primitivnom karakteru delova posmatranih u kontekstu celine, u razmatranju premise da do god je svaki deo celine savršen, celina kao skup će takođe funk-cionisati savršeno.)
MATCH@E:(The managerial systems centred on the analytical approach are based on the hypothesis according to which understanding of each detail leads to correctly perceiving the phenomenon in its entirety, and, on the operational plane, on the primordial character of the parts as to the whole, in consideration of the fact that, as long as each part of a whole is perfect, the whole as an aggregate will also function perfectly.===>Menadžerski sistemi koji su usmereni na analitički pristup su bazirani na hipotezi po kojoj razumevanje svakog detalja vodi u korektno shvatanje feno mena kao celine, i na operacionom nivou, u primitivnom karakteru delova posmatranih u kontekstu celine, u razmatranju premise da do god je svaki deo celine savršen, celina kao skup će takođe funkcionisati savršeno.)
MATCH@M:(The consequence of the analytical systems is an exaggerated attention to details: the management’s attention is directed to the components rather than the (essentially North-American) organization, as an ensemble.===>Poslediva analitičkih menadžerskih sistema je prenaglašena pažnja na detalje: pažnja menadžera je usmerene na komponente pre nego na (naizra'enije u severnoameričkoj organizaciji) celinu kao skup.)
MATCH@E:(The consequence of the analytical systems is an exaggerated attention to details: the managements attention is directed to the components rather than the (essentially North-American) organization, as an ensemble.===>Poslediva analitičkih menadžerskih sistema je prenaglašena pažnja na detalje: pažnja menadžera je usmerene na komponente pre nego na (naizraženije u severnoameričkoj organizaciji) celinu kao skup.)
MATCH@M:(The systems centred on the holistic approach are based on the theory of systems, according to which the whole is more than the mere sum of its parts, i.e. when the climate of the subsystems is perfect, the whole, or the organization, may not be perfect.===>Sistemi koji su usmereni na holistički pristup se zasnivaju na teoriji sistema, po kojoj je celina više od same sume njenih delova, to jest kada je ambijent podsistema savršen, celina, to jest organizacija ne mora biti savršena.)
MATCH@E:(The systems centred on the holistic approach are based on the theory of systems, according to which the whole is more than the mere sum of its parts, i.e. when the climate of the subsystems is perfect, the whole, or the organization, may not be perfect.===>Sistemi koji su usmereni na holistički pristup se zasnivaju na teoriji sistema, po kojoj je celina više od same sume njenih delova, to jest kada je ambijent podsistema savršen, celina, to jest organizacija ne mora biti savršena.)
MATCH@M:(This type of management, Japanese in its origin, seeks to define, and put into practical use a philosophy of the organization, on the basis of which the other elements of management will be established and operationalized, beginning with the objectives, and ending in the specifications of the positions/posts.===>Ovaj tip menadžmenta, po poreklu japanski, pokušava da definiše i praktično upotrebi filozofski okvir organizacije, od koga nastaju ostali elementi menadž-menta mogu, počinjući sa ciljevima, a završavajući specifikacijama pozicija.)
MATCH@E:(This type of management, Japanese in its origin, seeks to define, and put into practical use a philosophy of the organization, on the basis of which the other elements of management will be established and operationalized, beginning with the objectives, and ending in the specifications of the positions/posts.===>Ovaj tip menadžmenta, po poreklu japanski, pokušava da definiše i praktično upotrebi filozofski okvir organizacije, od koga nastaju ostali elementi menadžmenta mogu, počinjući sa ciljevima, a završavajući specifikacijama pozicija.)
MATCH@M:(The nature of the managerial process highlights at least three dimensions naturally lacking finiteness, viz. the presence of the unknown (uncertainty), or the limitation that element gives the process under observation within the organization, the limitation of the observer’s competence - in this case, the manager’s - and mainly the limitation of the method used in the analysis.===>Priroda menadžerskog procesa naglašava barem tri dimenzije koje su prirodno neograničene, a to su prisustvo nepoznatog (nesigurnost), ili ograničenje koje taj element daje procesu koji se posmatra u organizaciji, ograničenje kompetencije posmatrača (u ovom kontekstu menadžera) i ograničenje metoda koji se koristi u analizi.)
MATCH@E:(The nature of the managerial process highlights at least three dimensions naturally lacking finiteness, viz. the presence of the unknown (uncertainty), or the limitation that element gives the process under observation within the organization, the limitation of the observers competence in this case, the managers and mainly the limitation of the method used in the analysis.===>Priroda menadžerskog procesa naglašava barem tri dimenzije koje su prirodno neograničene, a to su prisustvo nepoznatog (nesigurnost), ili ograničenje koje taj element daje procesu koji se posmatra u organizaciji, ograničenje kompetencije posmatrača (u ovom kontekstu menadžera) i ograničenje metoda koji se koristi u analizi.)
MATCH@M:(The relativity of managerial knowledge is of an exhaustive type, or that of the comprehensive analysis, the limitation as a result of the imperceptible presence of the unknown, or uncertainty, permanently gives the chance of attempting new solutions to still other managers, or their organizations, as “The kingdom of the Unknown has no precise limits”.===>Relativnost menadžerskog znanja je po prirodi duboka pojava, ili rezultat razumljive analize ograničene zbog prisustva nepoznatog koje je nemo-guče proceniti, što stalno pruža šansu da se predlažu nova rešenja u menadžmentu i organizaciji, kako „kraljevstvo nepoznatog nema precizne granice“.)
MATCH@E:(The relativity of managerial knowledge is of an exhaustive type, or that of the comprehensive analysis, the limitation as a result of the imperceptible presence of the unknown, or uncertainty, permanently gives the chance of attempting new solutions to still other managers, or their organizations, as The kingdom of the Unknown has no precise limitsŠ8Ë.===>Relativnost menadžerskog znanja je po prirodi duboka pojava, ili rezultat razumljive analize ograničene zbog prisustva nepoznatog koje je nemoguće proceniti, što stalno pruža šansu da se predlažu nova rešenja u menadžmentu i organizaciji, kako kraljevstvo nepoznatog nema precizne graniceŠ8Ë.)
MATCH@M:(The slightly condensed statements made by ?tefan Odobleja, maybe the most vehement defender of the method, to the effect that “We can study real, palpable things, but if we fail to study them in keeping with a rigorously scientific method, these studies do not represent science”, or “Neither the object nor the subject, but the method is the one that determines science” are arguments which support both the superiority of utilizing the method in the practice of any science, and the paramount contribution of the method in securing management its scientific character.===>Jezgroviti iskaz Stefana Odobleje, možda naj-vatrenijeg branioca metoda, kažu da „Možemo proučavati realne, jasne stvari, ali ukoliko propustimo da ih proučavamo uz zadržavanje rigoroznog naučnog metoda onda takva proučavanja ne predstavljaju nauku“, ili „Ni objekt ni subjekt, več metod predstavlja ono što određuje nauku“ i predstavljaju argumente koji podržavaju istovremeno i superiornost koriščenja metoda u praksi bilo koje nauke, i značajan doprinos metoda u obezbeđivanju naučnog karaktera menadžmentu.)
MATCH@E:(The slightly condensed statements made by ?tefan Odobleja, maybe the most vehement defender of the method, to the effect that We can study real, palpable things, but if we fail to study them in keeping with a rigorously scientific method, these studies do not represent science, or Neither the object nor the subject, but the method is the one that determines scienceŠ9Ë are arguments which support both the superiority of utilizing the method in the practice of any science, and the paramount contribution of the method in securing management its scientific character.===>Jezgroviti iskaz Stefana Odobleje, možda najvatrenijeg branioca metoda, kažu da Možemo proučavati realne, jasne stvari, ali ukoliko propustimo da ih proučavamo uz zadržavanje rigoroznog naučnog metoda onda takva proučavanja ne predstavljaju nauku, ili Ni objekt ni subjekt, već metod predstavlja ono što određuje naukuŠ9Ë i predstavljaju argumente koji podržavaju istovremeno i superiornost korišćenja metoda u praksi bilo koje nauke, i značajan doprinos metoda u obezbeđivanju naučnog karaktera menadžmentu.)
MATCH@M:(In economic terms, the method is defined as the ensemble of the modalities of approach, of the principles, procedures, and analysis techniques of the economic phenomena and processes, of the procedures of expounding the results of the researches, capable of serving the mission of economic science.===>U ekonomskom kontekstu, metod je definisan kao skup modaliteta pristupa, principa, procedura itehnika analize ekonomskih fenomena i procesa, procedura koje objašnjavaju rezultate istraživanja, koji ima kapacitet da služi funkciji misije ekonomske nauke.)
MATCH@E:(In economic terms, the method Š10Ë is defined as the ensemble of the modalities of approach, of the principles, procedures, and analysis techniques of the economic phenomena and processes, of the procedures of expounding the results of the researches, capable of serving the mission of economic science.===>U ekonomskom kontekstu, metodŠ10Ë je definisan kao skup modaliteta pristupa, principa, procedura i tehnika analize ekonomskih fenomena i procesa, procedura koje objašnjavaju rezultate istraživanja, koji ima kapacitet da služi funkciji misije ekonomske nauke.)
MATCH@M:(The criteria of classification in the field of methods are manifold, and they continually make methods fall into diversely structured classes.===>Kriterijumi klasifikacije u polju metoda su raznorodni, i konstantno dele metode u nekoliko različito strukturiranih klasa.)
MATCH@E:(The criteria of classification in the field of methods are manifold, and they continually make methods fall into diversely structured classes.===>Kriterijumi klasifikacije u polju metoda su raznorodni, i konstantno dele metode u nekoliko različito strukturiranih klasa.)
MATCH@M:(For instance, in accordance with the sphere of applicability one can distinguish the class of the general methods, and that of the specific methods, in accordance with the domain of application - the class of the production, research, commercial, financial and accountancy, and personnel methods; when one considers the functions of management, one distinguishes the class of the methods of planning, of organization, of decision-making, of stimulation, and of chec-king/control; as far as the objectives are concerned -the class of the methods meant to increase the turnover, to scale up production, to cut down expenses, to augment labour productivity / work efficiency, to increase profit; starting from their scientific support, one distinguishes the class of the mathematical methods, of the information methods, of the statistical-economic, psychological, sociological ones; in relation to the classical reasoning - the class of the inductive and deductive methods, etc.===>Na primer, u skladu sa sferom primenlji-vosti mogu se razlikovati generalne i specifične metode, u skadu sa domenom primene mogu se razlikovati proizvodne, istraživačke, komercijalne, finansijske, računovodstvene i metode za personal; kada neko razmatra funkcije menadžmenta, može da razlikuje metode planiranja, organizacije, odlučivanja, stimulacije, i provere/kontrole; kada se razmatraju ciljevi, možemo uočiti klase metoda koje su usmerene na povečanje obrta, povečanje proizvodnje, smanjivanje troškova, povečanje produktivnosti radnika, povečanje profita; iz perspektive naučne podrške, mogu se razlikovati matematičke, informacione, statističko-ekonomske, psihološke i sociološke metode; u vezi sa klasičnom logikom - induktivne i deduktivne metode, i tako dalje.)
MATCH@E:(For instance, in accordance with the sphere of applicability one can distinguish the class of the general methods, and that of the specific methods, in accordance with the domain of application the class of the production, research, commercial, financial and accountancy, and personnel methods; when one considers the functions of management, one distinguishes the class of the methods of planning, of organization, of decision-making, of stimulation, and of checking/control; as far as the objectives are concerned the class of the methods meant to increase the turnover, to scale up production, to cut down expenses, to augment labour productivity / work efficiency, to increase profit; starting from their scientific support, one distinguishes the class of the mathematical methods, of the information methods, of the statistical-economic, psychological, sociological ones; in relation to the classical reasoning the class of the inductive and deductive methods, etc.===>Na primer, u skladu sa sferom primenljivosti mogu se razlikovati generalne i specifične metode, u skadu sa domenom primene mogu se razlikovati proizvodne, istraživačke, komercijalne, finansijske, računovodstvene i metode za personal; kada neko razmatra funkcije menadžmenta, može da razlikuje metode planiranja, organizacije, odlučivanja, stimulacije, i provere/kontrole; kada se razmatraju ciljevi, možemo uočiti klase metoda koje su usmerene na povećanje obrta, povećanje proizvodnje, smanjivanje troškova, povećanje produktivnosti radnika, povećanje profita; iz perspektive naučne podrške, mogu se razlikovati matematičke, informacione, statističko-ekonomske, psihološke i sociološke metode; u vezi sa klasičnom logikom induktivne i deduktivne metode, i tako dalje.)
MATCH@M:(In succintly describing methods, their manner is considered significant, of being structured as general methods, and specifically managerial methods.===>U ukratko opisanim metodama, njihov pristup se smatra značajnim, kroz strukturiranje kao generalne ili specifične menadžerske metode.)
MATCH@E:(In succintly describing methods, their manner is considered significant, of being structured as general methods, and specifically managerial methods.===>U ukratko opisanim metodama, njihov pristup se smatra značajnim, kroz strukturiranje kao generalne ili specifične menadžerske metode.)
MATCH@M:(The specific methods are also techniques belonging to various disciplines and sciences (mathematics, statistics[12], sociology, psychology, etc.), which makes treating methods and techniques distinctly difficult.===>Specifične metode su ta-kođe tehnike koje pripadaju raznim disciplinama i na-ukama (matematika, statistika [12], sociologija, psihologija itd.), što otežava razlikovanje ovih metoda i tehnika.)
MATCH@E:(The specific methods are also techniques belonging to various disciplines and sciences (mathematics, statisticsŠ12Ë, sociology, psychology, etc.), which makes treating methods and techniques distinctly difficult.===>Specifične metode su takođe tehnike koje pripadaju raznim disciplinama i naukama (matematika, statistika Š12Ë, sociologija, psihologija itd.), što otežava razlikovanje ovih metoda i tehnika.)
MATCH@M:(One of the optimization solutions seems to be the use of the concept of method where a general method is presented, and then, when it comes to specific methods, the special mention is in order that, in this case, such methods and techniques are joined together which are in principle inseparable and difficult to take apart.===>Jedno od rešenja za poboljšanje može biti kori-ščenje koncepta metode kada je predstavljena generalna metoda i onda, kada se dođe do specifične metode, posebno treba napomenuti da su u tom slučaju specifične metode i tehnike spojene na taj način da su u principu neodvojive i teško ih je posmatrati pojedinačno.)
MATCH@E:(One of the optimization solutions seems to be the use of the concept of method where a general method is presented, and then, when it comes to specific methods, the special mention is in order that, in this case, such methods and techniques are joined together which are in principle inseparable and difficult to take apart.===>Jedno od rešenja za poboljšanje može biti korišćenje koncepta metode kada je predstavljena generalna metoda i onda, kada se dođe do specifične metode, posebno treba napomenuti da su u tom slučaju specifične metode i tehnike spojene na taj način da su u principu neodvojive i teško ih je posmatrati pojedinačno.)
MATCH@M:(The first ten most usual and generally acknowledged general management methods remain: the method of previsional management (MP), the method through objectives (MPO), the method through exception (MPE), the method through projects (MPP), the method on the product (MPPr), the method through budgets (MPB), the method through results (MPR), the method through systems (MPS), the method through innovation (MPI), the collegial method (MC), and the method through consensus (MPC).===>Deset najčešće koriščenih i široko prihvaćenih menadžerskih metoda su: metoda vizionarskog menadž-menta, metod menadžmenta preko ciljeva, metod izuzetaka, metod menadžmenta preko projekata, metod proizvoda, metod budžetiranja, metod menadžmenta preko rezultata, metod sistemskog menadžmenta, metod menadžmenta preko inovacija, kolegijalni metod i metod menadžmenta preko konsenzusa.)
MATCH@E:(The first ten most usual and generally acknowledged general management methods remain: the method of previsional management (MP), the method through objectives (MPO), the method through exception (MPE), the method through projects (MPP), the method on the product (MPPr), the method through budgets (MPB), the method through results (MPR), the method through systems (MPS), the method through innovation (MPI), the collegial method (MC), and the method through consensus (MPC).===>Deset najčešće korišćenih i široko prihvaćenih menadžerskih metoda su: metoda vizionarskog menadžmenta, metod menadžmenta preko ciljeva, metod izuzetaka, metod menadžmenta preko projekata, metod proizvoda, metod budžetiranja, metod menadžmenta preko rezultata, metod sistemskog menadžmenta, metod menadžmenta preko inovacija, kolegijalni metod i metod menadžmenta preko konsenzusa.)
MATCH@M:(The recent research into comparative management has come to the conclusion that it is necessary to combine the techniques into new methods, and even methods into new leadership and management systems, with a view of attaining an increased efficacy of management.===>Skorija istraživanja u menadžmentu ukazuju da je neophodno kombinovati navedene tehnike u nove metode, i čak metode u nove sisteme menadžmenta i liderstva, s ciljem da se zadrži rastuća efikasnost menadžmenta.)
MATCH@E:(Conclusion The recent research into comparative management has come to the conclusion that it is necessary to combine the techniques into new methods, and even methods into new leadership and management systems, with a view of attaining an increased efficacy of management.===>Zaključak Skorija istraživanja u menadžmentu ukazuju da je neophodno kombinovati navedene tehnike u nove metode, i čak metode u nove sisteme menadžmenta i liderstva, s ciljem da se zadrži rastuća efikasnost menadžmenta.)
MATCH@M:(The basic financial purpose of corporation is creation of its value.===>Stvaranje vrednosti predstavlja osnovni finansijski cilj svake korporacije.)
MATCH@E:(The basic financial purpose of an enterprise is maximization of its value.===>Osnovni finansijski cilj preduzeća je da postigne najveću moguću vrednost.)
BAD_LINE_=============================================================
BAD_LINE_M:The basic financial purpose of corporation is creation of its value.
BAD_LINE_M:Stvaranje vrednosti predstavlja osnovni finansijski cilj svake korporacije.
BAD_LINE_E:The basic financial purpose of an enterprise is maximization of its value.
BAD_LINE_E:Osnovni finansijski cilj preduzeća je da postigne najveću moguću vrednost.
MATCH@M:(Liquidity management should also contribute to realization of this fundamental aim.===>Ovom osnovnom cilju treba da doprinese i upravljanje likvidnošću.)
MATCH@E:(Liquidity management should also contribute to realization of this fundamental aim.===>Ovom osnovnom cilju treba da doprinese i upravljanje likvidnošću.)
MATCH@M:(Many of the current asset management models that are found in financial management literature assume book profit maximization as the basic financial purpose.===>Veliki broj današnjih modela upravljanja sredstvima (aktivom) na koje nailazimo u literaturi o finansijskom upravljanju polazi od stava da je osnovni finansijski cilj maksimizacija knjigovodstvene dobiti.)
MATCH@E:(Many of the current asset management models that are found in financial management literature assume book profit maximization as the basic financial purpose.===>Veliki broj današnjih modela upravljanja sredstvima (aktivom) na koje nailazimo u literaturi o finansijskom upravljanju polazi od stava da je osnovni finansijski cilj maksimizacija knjigovodstvene dobiti.)
MATCH@M:(These book profit-based models could be lacking in what relates to another aim (i.e., maximization of enterprise value).===>Ovi modeli zasnovani na knjigovodstvenoj dobiti možda su uskraćeni za nešto što se vezuje za jedan drugi cilj (t.j., maksimizaciju vrednosti preduzeća).)
MATCH@E:(These book profit-based models could be lacking in what relates to another aim (i.e., maximization of enterprise value).===>Ovi modeli zasnovani na knjigovodstvenoj dobiti možda su uskraćeni za nešto što se vezuje za jedan drugi cilj (t.j., maksimizaciju vrednosti preduzeća).)
MATCH@M:(The corporate value creation strategy is executed with a focus on risk and uncertainty.===>Strategija stvaranja korporativne vrednosti sprovodi se tako što se sve vreme imaju na umu rizik i neizvesnost.)
MATCH@E:(The corporate value creation strategy is executed with a focus on risk and uncertainty.===>Strategija stvaranja korporativne vrednosti sprovodi se tako što se sve vreme imaju na umu rizik i neizvesnost.)
MATCH@M:(Firms hold cash for a variety of different reasons.===>Firme čuvaju gotovinu iz različitih razloga.)
MATCH@E:(Firms hold cash for a variety of different reasons.===>Firme čuvaju gotovinu iz različitih razloga.)
MATCH@M:(Generally, cash balances held in a firm can be called considered, precautionary, speculative, transactional and intentional.===>Uopšteno govoreći, gotovina koju firma čuva u rezervi može se svrstati u unapred planiranu, onu koja se drži iz mera predo-stro'nosti, špekulacijsku, transakcionu i svrsishodnu.)
MATCH@E:(Generally, cash balances held in a firm can be called considered, precautionary, speculative, transactional and intentional.===>Uopšteno govoreći, gotovina koju firma čuva u rezervi može se svrstati u unapred planiranu, onu koja se drži iz mera predostrožnosti, špekulacijsku, transakcionu i svrsishodnu.)
MATCH@M:(The first are the result of management anxieties.===>Prvom tipu pripada gotovina koja se čuva zato što uprava odgovorno postupa.)
MATCH@E:(The first are the result of management anxieties.===>Prvom tipu pripada gotovina koja se čuva zato što uprava odgovorno postupa.)
MATCH@M:(Managers fear the negative part of the risk and hold cash to hedge against it.===>Menadžeri se plaše negativne strane rizika i drže gotovinu kako bi se zaštitili.)
MATCH@E:(Managers fear the negative part of the risk and hold cash to hedge against it.===>Menadžeri se plaše negativne strane rizika i drže gotovinu kako bi se zaštitili.)
MATCH@M:(Second, cash balances are held to use chances that are created by the positive part of the risk equation.===>Na drugom me-stu je gotovina koja služi da se iskoristi prilika nastala na pozitivnoj strani jednačine rizika.)
MATCH@E:(Second, cash balances are held to use chances that are created by the positive part of the risk equation.===>Na drugom mestu je gotovina koja služi da se iskoristi prilika nastala na pozitivnoj strani jednačine rizika.)
MATCH@M:(Next, cash balances are the result of the operating needs of the firm.===>Onda, ova gotovina je izraz operativnih potreba firme.)
MATCH@E:(Next, cash balances are the result of the operating needs of the firm.===>Onda, ova gotovina je izraz operativnih potreba firme.)
MATCH@M:(In this article, we analyse the relation between these types of cash balances and risk.===>U ovom radu analiziramo odnos između ovih tipova gotovine i rizika.)
MATCH@E:(In this article, we analyse the relation between these types of cash balances and risk.===>U ovom radu analiziramo odnos između ovih tipova gotovine i rizika.)
MATCH@M:(This article presents the discussion about relations between firm’s net working investment policy and as result operating cash balances and firm’s value.===>Stoga ovaj rad predstavlja diskusiju o odnosima između firmine politike neto obrtnih investicija i operativne gotovine koja iz nje proizilazi, s jedne strane, i vrednosti firme, s druge strane.)
MATCH@E:(This article presents the discussion about relations between firms net working investment policy and as result operating cash balances and firms value.===>Stoga ovaj rad predstavlja diskusiju o odnosima između firmine politike neto obrtnih investicija i operativne gotovine koja iz nje proizilazi, s jedne strane, i vrednosti firme, s druge strane.)
MATCH@M:(This article also contains propositions for marking levels of precautionary cash balances and speculative cash balances.===>U ovom radu takođe dajemo neke predlo-ge kako određivati nivoe gotovine u svrhe predostro'nosti i špekulacijske gotovine.)
MATCH@E:(This article also contains propositions for marking levels of precautionary cash balances and speculative cash balances.===>U ovom radu takođe dajemo neke predloge kako određivati nivoe gotovine u svrhe predostrožnosti i špekulacijske gotovine.)
MATCH@M:(Application of these propositions should help managers to make better decisions to maximize the value of a firm.===>Primenom ovih predloga menadžeri će biti u mogućnosti da donesu bolje odluke o tome kako da maksimizuju vrednost firme. 1.	Uvod)
MATCH@E:(Application of these propositions should help managers to make better decisions to maximize the value of a firm. ~~~ 1.===>Primenom ovih predloga menadžeri će biti u mogućnosti da donesu bolje odluke o tome kako da maksimizuju vrednost firme. 1.)
MATCH@M:(1.	Introduction Corporate cash management depends on demands for cash in a firm.===>Upravljanje gotovinom u korporacijama zavisi od potražnje za gotovinom u firmi.)
MATCH@E:(Introduction Corporate cash management depends on demands for cash in a firm.===>Uvod Upravljanje gotovinom u korporacijama zavisi od potražnje za gotovinom u firmi.)
MATCH@M:(The aim of cash management is such that limiting cash levels in the firm maximizes owner wealth.===>Cilj upravljanja gotovinom jeste da se putem ograničavanja nivoa gotovine u firmi maksimizuje bogatstvo vlasnika.)
MATCH@E:(The aim of cash management is such that limiting cash levels in the firm maximizes owner wealth.===>Cilj upravljanja gotovinom jeste da se putem ograničavanja nivoa gotovine u firmi maksimizuje bogatstvo vlasnika.)
MATCH@M:(Cash levels must be maintained so as to optimize the balance between costs of holding cash and the costs of insufficient cash.===>Nivo gotovine mora se održavati tako da se postigne optimalna ravnoteža između troškova držanja gotovine i troškova nedovoljne gotovine.)
MATCH@E:(Cash levels must be maintained so as to optimize the balance between costs of holding cash and the costs of insufficient cash.===>Nivo gotovine mora se održavati tako da se postigne optimalna ravnoteža između troškova držanja gotovine i troškova nedovoljne gotovine.)
MATCH@M:(The type and the size of these costs are partly specific to the financial strategy of the firm.===>Tip i obim ovih troškova relativno su specifični za strategiju svake firme posebno.)
MATCH@E:(The type and the size of these costs are partly specific to the financial strategy of the firm.===>Tip i obim ovih troškova relativno su specifični za strategiju svake firme posebno.)
MATCH@M:(In addition, cash management influences firm value, because its cash investment levels entail the rise of alternative costs, which are affected by net working capital levels.===>Pored toga, upravljanje gotovinom utiče na vrednost firme, pošto nivoi njenih gotovinskih investicija pod-razumevaju i porast alternativnih troškova, na koje utiče nivo neto obrtnog kapitala.)
MATCH@E:(In addition, cash management influences firm value, because its cash investment levels entail the rise of alternative costs, which are affected by net working capital levels.===>Pored toga, upravljanje gotovinom utiče na vrednost firme, pošto nivoi njenih gotovinskih investicija podrazumevaju i porast alternativnih troškova, na koje utiče nivo neto obrtnog kapitala.)
MATCH@M:(Both the rise and fall of net working capital levels require the balancing of future free cash flows, and in turn, result in firm valuation changes.===>I porast i pad nivoa neto obrtnog kapitala zahteva da se izbalansiraju budući slobodni gotovinski tokovi, a to sa svoje strane ima za posledicu promene u vrednovanju firme.)
MATCH@E:(Both the rise and fall of net working capital levels require the balancing of future free cash flows, and in turn, result in firm valuation changes.===>I porast i pad nivoa neto obrtnog kapitala zahteva da se izbalansiraju budući slobodni gotovinski tokovi, a to sa svoje strane ima za posledicu promene u vrednovanju firme.)
MATCH@M:(Maintenance of working capital assets generates costs, thus affecting the company’s profitability.===>Održavanje sredstava obrtnog kapitala iziskuje troškove, a to utiče na profitabilnost kompanije.)
MATCH@E:(Maintenance of working capital assets generates costs, thus affecting the companys profitability.===>Održavanje sredstava obrtnog kapitala iziskuje troškove, a to utiče na profitabilnost kompanije.)
MATCH@M:(The problem of this paper is how liquidity can be combined with profitability.===>Problem kojim se bavimo u ovom radu jeste kako se likvidnost može kombinovati sa profitabilnošću.)
MATCH@E:(The problem of this paper is how liquidity can be combined with profitability.===>Problem kojim se bavimo u ovom radu jeste kako se likvidnost može kombinovati sa profitabilnošću.)
MATCH@M:(If the level of liquid assets is too low, then a company may encounter problems with timely repayment of its liabilities, while discouraging clients by an excessively restrictive approach to recovery of receivables or shortages in the offered range of goods.===>Ukoliko je nivo tekućih sredstava isuviše nizak, kompanija može da ima probleme u vezi sa pravovremenim plaćanjem svojih obaveza, a istovremeno će krajnje restriktivnim pristupom naplati potraživanja ili smanjenim asortimanom robe odbijati klijente.)
MATCH@E:(If the level of liquid assets is too low, then a company may encounter problems with timely repayment of its liabilities, while discouraging clients by an excessively restrictive approach to recovery of receivables or shortages in the offered range of goods.===>Ukoliko je nivo tekućih sredstava isuviše nizak, kompanija može da ima probleme u vezi sa pravovremenim plaćanjem svojih obaveza, a istovremeno će krajnje restriktivnim pristupom naplati potraživanja ili smanjenim asortimanom robe odbijati klijente.)
MATCH@M:(Therefore, the level of liquid assets cannot be too low.===>Stoga nivo tekućih sredstava ne treba da bude nizak.)
MATCH@E:(Therefore, the level of liquid assets cannot be too low.===>Stoga nivo tekućih sredstava ne treba da bude nizak.)
MATCH@M:(Fig. 1.===>Slika 1.)
MATCH@E:(Fig. 1.===>Slika 1.)
MATCH@M:(This is because upon exceeding the “necessary” level of liquid assets, their surpluses, when the market risk remains stable, become a source of ineffective utilisation of resources.===>Ovo stoga što kad se prevaziđe “neophodni” nivo tekućih sredstava, a u slučajevima kada tržišni rizik ostane stabilan, njihovi viškovi uzrokuju upotrebu resursa koja nema efekta.)
MATCH@E:(This is because upon exceeding the necessary level of liquid assets, their surpluses, when the market risk remains stable, become a source of ineffective utilisation of resources.===>Ovo stoga što kad se prevaziđe neophodni nivo tekućih sredstava, a u slučajevima kada tržišni rizik ostane stabilan, njihovi viškovi uzrokuju upotrebu resursa koja nema efekta. 1 Grzegorz Michalski PhD, Wroclaw University of Economics, Department of Corporate Finance and Value Management, ul. Komandorska 118/120, pok. 1-Z (KFPiZW), PL53-345 Wroclaw, Poland, Grzegorz.)
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BAD_LINE_M:This is because upon exceeding the “necessary” level of liquid assets, their surpluses, when the market risk remains stable, become a source of ineffective utilisation of resources.
BAD_LINE_M:Ovo stoga što kad se prevaziđe “neophodni” nivo tekućih sredstava, a u slučajevima kada tržišni rizik ostane stabilan, njihovi viškovi uzrokuju upotrebu resursa koja nema efekta.
BAD_LINE_E:This is because upon exceeding the necessary level of liquid assets, their surpluses, when the market risk remains stable, become a source of ineffective utilisation of resources.
BAD_LINE_E:Ovo stoga što kad se prevaziđe neophodni nivo tekućih sredstava, a u slučajevima kada tržišni rizik ostane stabilan, njihovi viškovi uzrokuju upotrebu resursa koja nema efekta. 1 Grzegorz Michalski PhD, Wroclaw University of Economics, Department of Corporate Finance and Value Management, ul. Komandorska 118/120, pok. 1-Z (KFPiZW), PL53-345 Wroclaw, Poland, Grzegorz.
MATCH@M:(Along with an increased risk of the company’s daily operations, you should increase the level of liquid assets to exceed the required levels as this will protect your company against negative consequences of unavailable liquid assets.===>Uporedo sa povećanim rizikom u svakodnevnom poslovanju kompanije treba povećati nivo tekućih sredstava, pošto će se na ovaj način kompanija zaštititi od negativnih posledica proizašlih iz nedostupnosti tekućih sredstava.)
MATCH@E:(Along with an increased risk of the companys daily operations, you should increase the level of liquid assets to exceed the required levels as this will protect your company against negative consequences of unavailable liquid assets.===>Uporedo sa povećanim rizikom u svakodnevnom poslovanju kompanije treba povećati nivo tekućih sredstava, pošto će se na ovaj način kompanija zaštititi od negativnih posledica proizašlih iz nedostupnosti tekućih sredstava.)
MATCH@M:(It is possible to measure profitability of liquidity management decision in two ways.===>Profitabilnost odluka u upravljanju likvidnošću moguće je meriti na dva načina.)
MATCH@E:(It is possible to measure profitability of liquidity management decision in two ways.===>Profitabilnost odluka u upravljanju likvidnošću moguće je meriti na dva načina.)
MATCH@M:(Secondly, it is possible to assess profitability in relation to value of the company.===>Drugo, moguće je oce-njivati profitabilnost u odnosu na vrednost kompanije.)
MATCH@E:(Secondly, it is possible to assess profitability in relation to value of the company.===>Drugo, moguće je ocenjivati profitabilnost u odnosu na vrednost kompanije.)
MATCH@M:(Individual elements influencing liquidity management decisions affect the level of free cash flows to firm (FCFF) and thus the value of the company.===>Pojedinačni elementi koji utiču na odlučivanje u upravljanju likvidnošću utiču na nivo slobodnih gotovinskih tokova prema firmi (FCFF), a stoga i na vrednost kompanije.)
MATCH@E:(Individual elements influencing liquidity management decisions affect the level of free cash flows to firm (FCFF) and thus the value of the company.===>Pojedinačni elementi koji utiču na odlučivanje u upravljanju likvidnošću utiču na nivo slobodnih gotovinskih tokova prema firmi (FCFF), a stoga i na vrednost kompanije.)
MATCH@M:(Let us assume that the company is faced with a decision regarding the level of liquid assets.===>Pretpostavimo da kompanija treba da donese odluku u vezi sa nivoom tekućih sredstava.)
MATCH@E:(Let us assume that the company is faced with a decision regarding the level of liquid assets.===>Pretpostavimo da kompanija treba da donese odluku u vezi sa nivoom tekućih sredstava.)
MATCH@M:(As we know, a higher debtors turnover ratio and inventory turnover ratio (resulting from a more liberal approach to granting a trade credit for the purchasers and offering a shorter turnaround on clients’ orders) will be accompanied by more sales (larger cash revenues) but also higher costs.===>Kao što znamo, viši koeficijent dužničkog obrta i viši koeficijent obrta zaliha (koji su posledica liberalnijeg pristupa u odobravanju potrošačkih kredita i ponude po-vraćaja po porudžbinama) pratiće i veći obim prodaje (veći povraćaj gotovine), ali i veći troškovi.)
MATCH@E:(As we know, a higher debtors turnover ratio and inventory turnover ratio (resulting from a more liberal approach to granting a trade credit for the purchasers and offering a shorter turnaround on clients orders) will be accompanied by more sales (larger cash revenues) but also higher costs.===>Kao što znamo, viši koeficijent dužničkog obrta i viši koeficijent obrta zaliha (koji su posledica liberalnijeg pristupa u odobravanju potrošačkih kredita i ponude povraćaja po porudžbinama) pratiće i veći obim prodaje (veći povraćaj gotovine), ali i veći troškovi.)
MATCH@M:(Fig. 2.===>Slika 2.)
MATCH@E:(Fig. 2.===>Slika 2.)
MATCH@M:(Profitability measured by ROE indicates that “medium” liquidity level is optimal.===>Profitabilnost merena putem ROE ukazuje da je optimalni nivo - nivo „srednje“ likvidnosti.)
MATCH@E:(Source: own study. ~~~ Profitability measured by ROE indicates that medium liquidity level is optimal.===>Izvor: autorova studija Profitabilnost merena putem ROE ukazuje da je optimalni nivo - nivo srednje likvidnosti.)
MATCH@M:(Similar results will be achieved if estimating influence on the company’s value.===>Slični rezultati će se dobiti kao se ocenjuje uticaj na vrednost kompanije.)
MATCH@E:(Similar results will be achieved if estimating influence on the companys value (see fig. 2.).===>Slični rezultati će se dobiti kao se ocenjuje uticaj na vrednost kompanije (videti sliku 2).)
MATCH@M:(On the other hand, excessive exposure to liquid assets under the “high” level of liquid assets variant generated higher sales revenues than under the “medium” variant, but at the same time the positive result of increase in the sales volumes has been offset by high level of generated costs.===>S druge strane, prevelika izloženost tekućim sredstvima u varijanti „visokog“ nivoa likvidne aktive dovodila je do većeg povraćaja od prodaje nego u uslo-vima „srednje“ varijante, ali je istovremeno pozitivni rezultat povećanja obima prodaje ublažen visokim nivoom izazvanih troškova.)
MATCH@E:(On the other hand, excessive exposure to liquid assets under the high level of liquid assets variant generated higher sales revenues than under the medium variant, but at the same time the positive result of increase in the sales volumes has been offset by high level of generated costs.===>S druge strane, prevelika izloženost tekućim sredstvima u varijanti visokog nivoa likvidne aktive dovodila je do većeg povraćaja od prodaje nego u uslovima srednje varijante, ali je istovremeno pozitivni rezultat povećanja obima prodaje ublažen visokim nivoom izazvanih troškova.)
MATCH@M:(If the advantages of holding cash at a chosen level are greater than the influence of the alternative costs of holding cash, thereby increasing net working capital, then firm’s value will also increase.===>Ako su prednosti držanja gotovine na izabranom nivou veće nego uticaj alternativnih troškova držanja gotovine, pri čemu se povećava neto obrtni kapital, onda će se povećati i vrednost firme.)
MATCH@E:(If the advantages of holding cash at a chosen level are greater than the influence of the alternative costs of holding cash, thereby increasing net working capital, then firms value will also increase.===>Ako su prednosti držanja gotovine na izabranom nivou veće nego uticaj alternativnih troškova držanja gotovine, pri čemu se povećava neto obrtni kapital, onda će se povećati i vrednost firme.)
MATCH@M:(The net working capital (current assets less current liabilities) results from lack of synchronization of the formal rising receipts and the real cash receipts from each sale.===>Neto obrtni kapital (tekuća aktiva umanjena za tekuću pasivu) posledica je nepostojanja sinhronizacije formalnih sve viših prihodovanja i stvarnih gotovinskih prihodovanja od svake prodaje.)
MATCH@E:(The net working capital (current assets less current liabilities) results from lack of synchronization of the formal rising receipts and the real cash receipts from each sale.===>Neto obrtni kapital (tekuća aktiva umanjena za tekuću pasivu) posledica je nepostojanja sinhronizacije formalnih sve viših prihodovanja i stvarnih gotovinskih prihodovanja od svake prodaje.)
MATCH@M:(Net working capital also results from divergence during time of rising costs and time, from the real outflow of cash when a firm pays its accounts payable.===>Neto obrtni kapital takođe proizilazi iz odstupanja u vremenu rastućih troškova u odnosu na vreme od stvarnog odliva gotovine kada firma plaća dospele račune.)
MATCH@E:(Net working capital also results from divergence during time of rising costs and time, from the real outflow of cash when a firm pays its accounts payable.===>Neto obrtni kapital takođe proizilazi iz odstupanja u vremenu rastućih troškova u odnosu na vreme od stvarnog odliva gotovine kada firma plaća dospele račune.)
MATCH@M:(When marking free cash flows, cash possession and increased net working capital is the direct result of amounts of cash allocated for investment in net working capital allocation.===>Kada se određuju slobodni gotovinski tokovi, posedo-vanje gotovine i uvećani čist obrtni kapital predstavljaju neposrednu posledicu količine gotovinskih sredstava opredeljenih u investiranje prilikom opre-deljivanja neto obrtnog kapitala.)
MATCH@E:(When marking free cash flows, cash possession and increased net working capital is the direct result of amounts of cash allocated for investment in net working capital allocation.===>Kada se određuju slobodni gotovinski tokovi, posedovanje gotovine i uvećani čist obrtni kapital predstavljaju neposrednu posledicu količine gotovinskih sredstava opredeljenih u investiranje prilikom opredeljivanja neto obrtnog kapitala.)
MATCH@M:(If an increase of net working capital is positive, then we allocate more money for net working capital purposes and thereby decrease future free cash flow.===>Ukoliko je porast neto obrtnog kapitala pozitivan, onda veću količinu novca opredeljujemo u svrhe neto obrtnog kapitala i time umanjujemo buduće slobodne gotovinske tokove.)
MATCH@E:(If an increase of net working capital is positive, then we allocate more money for net working capital purposes and thereby decrease future free cash flow.===>Ukoliko je porast neto obrtnog kapitala pozitivan, onda veću količinu novca opredeljujemo u svrhe neto obrtnog kapitala i time umanjujemo buduće slobodne gotovinske tokove.)
MATCH@M:(It is important to determine how changes in cash levels change a firm’s value.===>Važno je da se odredi kako promene u nivou gotovine utiču na promene vrednosti firme.)
MATCH@E:(It is important to determine how changes in cash levels change a firms value.===>Važno je da se odredi kako promene u nivou gotovine utiču na promene vrednosti firme.)
MATCH@M:(Changes in precautionary cash levels affect the net working capital levels and as well the level of operating costs of cash management in a firm.===>Promene u nivou gotovine koja se čuva iz mera pre-dostrožnosti utiču i na nivoe neto obrtnog kapitala, kao i na nivo operativnih troškova upravljanja gotovinom u firmi.)
MATCH@E:(Changes in precautionary cash levels affect the net working capital levels and as well the level of operating costs of cash management in a firm.===>Postoje tri osnovna razloga što kompanije ulažu u gotovinske rezerve: tencijalnih negativnih posledica rizika, a to su neočekivani, negativni gotovinski bilansi koji mogu da nastanu zbog kašnjenja u naplati prispelih dugovanja firmi ili kašnjenja u prikupljanju drugih očekivanih sredstava.)
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BAD_LINE_M:Changes in precautionary cash levels affect the net working capital levels and as well the level of operating costs of cash management in a firm.
BAD_LINE_M:Promene u nivou gotovine koja se čuva iz mera pre-dostrožnosti utiču i na nivoe neto obrtnog kapitala, kao i na nivo operativnih troškova upravljanja gotovinom u firmi.
BAD_LINE_E:Changes in precautionary cash levels affect the net working capital levels and as well the level of operating costs of cash management in a firm.
BAD_LINE_E:Postoje tri osnovna razloga što kompanije ulažu u gotovinske rezerve: tencijalnih negativnih posledica rizika, a to su neočekivani, negativni gotovinski bilansi koji mogu da nastanu zbog kašnjenja u naplati prispelih dugovanja firmi ili kašnjenja u prikupljanju drugih očekivanih sredstava.
MATCH@M:(First, firms are guided by transactional and intentional motives resulting from the need to ensure sufficient capital to cover payments customarily made by the company.===>Prvo, firme se rukovode transakcionim i intencionim motivima koji proizilaze iz potrebe da se obezbedi dovoljan kapital da se pokriju uobičajeni troškovi kompanije.)
MATCH@E:(Companies invest in cash reserves for three basic reasons: First, firms are guided by transactional and intentional motives resulting from the need to ensure sufficient capital to cover payments customarily made by the company.===>Prvo, firme se rukovode transakcionim i intencionim motivima koji proizilaze iz potrebe da se obezbedi dovoljan kapital da se pokriju uobičajeni troškovi kompanije.)
MATCH@M:(A firm retains transactional cash to ensure regular payments to vendors for its costs of materials and raw materials for production.===>Firma zadržava transakciona gotovinska sredstva da bi obezbedila redovne isplate prodavcima za troškove materijala i sirovina za proizvodnju koju vrši.)
MATCH@E:(A firm retains transactional cash to ensure regular payments to vendors for its costs of materials and raw materials for production.===>Firma zadržava transakciona gotovinska sredstva da bi obezbedila redovne isplate prodavcima za troškove materijala i sirovina za proizvodnju koju vrši.)
MATCH@M:(As well, a firm retains intentional cash for tax, social insurance and other known non-transactional payment purposes.===>Isto tako, firma zadržava intenciona gotovinska sredstva u svrhu plaćanja poreza, socijalnog osiguranja i drugih poznatih isplata netransakcione prirode.)
MATCH@E:(As well, a firm retains intentional cash for tax, social insurance and other known non-transactional payment purposes.===>Isto tako, firma zadržava intenciona gotovinska sredstva u svrhu plaćanja poreza, socijalnog osiguranja i drugih poznatih isplata netransakcione prirode.)
MATCH@M:(Second, firms have precautionary motives to invest in cash reserves in order to protect the company from the potential negative consequences of risk, which are unexpected, negative cash balances that can occur as a result of delays in accounts receivable collection or delays in receiving other expected monies.===>Drugo, firme investiraju u gotovinske rezerve iz razloga predostrožnosti, da bi zaštitile kompaniju od potencijalnih negativnih posledica rizika, a to su neočekivani, negativni gotovinski bilansi koji mogu da nastanu zbog kašnjenja u naplati prispelih dugovanja firmi ili kašnjenja u prikupljanju drugih očekivanih sredstava.)
MATCH@E:(Second, firms have precautionary motives to invest in cash reserves in order to protect the company from the potential negative consequences of risk, which are unexpected, negative cash balances that can occur as a result of delays in accounts receivable collection or delays in receiving other expected monies.===>Drugo, firme investiraju u gotovinske rezerve iz razloga predostrožnosti, da bi zaštitile kompaniju od po Treće, kompanije imaju i špekulacijske motive4 da zadrže gotovinske rezerve. [pekulacijska gotovina omogućava firmi da iskoristi pozitivnu stranu jednačine rizika5 u svoju korist.)
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BAD_LINE_M:Second, firms have precautionary motives to invest in cash reserves in order to protect the company from the potential negative consequences of risk, which are unexpected, negative cash balances that can occur as a result of delays in accounts receivable collection or delays in receiving other expected monies.
BAD_LINE_M:Drugo, firme investiraju u gotovinske rezerve iz razloga predostrožnosti, da bi zaštitile kompaniju od potencijalnih negativnih posledica rizika, a to su neočekivani, negativni gotovinski bilansi koji mogu da nastanu zbog kašnjenja u naplati prispelih dugovanja firmi ili kašnjenja u prikupljanju drugih očekivanih sredstava.
BAD_LINE_E:Second, firms have precautionary motives to invest in cash reserves in order to protect the company from the potential negative consequences of risk, which are unexpected, negative cash balances that can occur as a result of delays in accounts receivable collection or delays in receiving other expected monies.
BAD_LINE_E:Drugo, firme investiraju u gotovinske rezerve iz razloga predostrožnosti, da bi zaštitile kompaniju od po Treće, kompanije imaju i špekulacijske motive4 da zadrže gotovinske rezerve. [pekulacijska gotovina omogućava firmi da iskoristi pozitivnu stranu jednačine rizika5 u svoju korist.
MATCH@M:(Third, companies have speculative motives  to retain cash reserves.===>Treće, kompanije imaju i špekulacijske motive da zadrže gotovinske rezerve.)
MATCH@E:(Third, companies have speculative motives4 to retain cash reserves.===>Kompanije drže ovakvu gotovinu da bi zadržale mogućnost da kupe sredstva po ina za proizvodnju koju vrši.)
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BAD_LINE_M:Third, companies have speculative motives  to retain cash reserves.
BAD_LINE_M:Treće, kompanije imaju i špekulacijske motive da zadrže gotovinske rezerve.
BAD_LINE_E:Third, companies have speculative motives4 to retain cash reserves.
BAD_LINE_E:Kompanije drže ovakvu gotovinu da bi zadržale mogućnost da kupe sredstva po ina za proizvodnju koju vrši.
MATCH@M:(Speculative cash makes it possible for the firm to use the positive part of the risk equation to its benefit.===>Spekulacijska gotovina omogućava firmi da iskoristi pozitivnu stranu jednačine rizika u svoju korist.)
MATCH@E:(Speculative cash makes it possible for the firm to use the positive part of the risk5 equation to its benefit.===>Isto tako, firma zadržava intenciona gotovinska sredstva u svrhu plaćanja poreza, socijalnog osiguranja i drugih poznatih isplata netransakcione prirode.)
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BAD_LINE_M:Speculative cash makes it possible for the firm to use the positive part of the risk equation to its benefit.
BAD_LINE_M:Spekulacijska gotovina omogućava firmi da iskoristi pozitivnu stranu jednačine rizika u svoju korist.
BAD_LINE_E:Speculative cash makes it possible for the firm to use the positive part of the risk5 equation to its benefit.
BAD_LINE_E:Isto tako, firma zadržava intenciona gotovinska sredstva u svrhu plaćanja poreza, socijalnog osiguranja i drugih poznatih isplata netransakcione prirode.
MATCH@M:(Companies hold speculative cash to retain the possibility of purchasing assets at exceptionally attractive prices.===>Kompanije drže ovakvu gotovinu da bi zadržale mogućnost da kupe sredstva po ina za proizvodnju koju vrši. Isto tako, firma zadržava intenciona gotovinska sredstva u svrhu plaćanja poreza, socijalnog osiguranja i drugih poznatih isplata netran-sakcione prirode.)
MATCH@E:(Companies hold speculative cash to retain the possibility of purchasing assets at exceptionally attractive prices.===>Drugo, firme investiraju u gotovinske rezerve iz razloga predostrožnosposebno povoljnim cenama. ~~~ Slika 3:)
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BAD_LINE_M:Companies hold speculative cash to retain the possibility of purchasing assets at exceptionally attractive prices.
BAD_LINE_M:Kompanije drže ovakvu gotovinu da bi zadržale mogućnost da kupe sredstva po ina za proizvodnju koju vrši. Isto tako, firma zadržava intenciona gotovinska sredstva u svrhu plaćanja poreza, socijalnog osiguranja i drugih poznatih isplata netran-sakcione prirode.
BAD_LINE_E:Companies hold speculative cash to retain the possibility of purchasing assets at exceptionally attractive prices.
BAD_LINE_E:Drugo, firme investiraju u gotovinske rezerve iz razloga predostrožnosposebno povoljnim cenama. ~~~ Slika 3:
MATCH@M:(Figure 3: Reasons for Holding Cash by Companies and Their Relation to the Risk.===>Slika 3: Razlozi iz kojih kompanije čuvaju gotovinu i njihov odnos prema riziku.)
MATCH@E:(Figure 3: Reasons for Holding Cash by Companies and Their Relation to the Risk.===>Razlozi iz kojih kompanije čuvaju gotovinu i njihov odnos prema riziku.)
MATCH@M:(Decisions regarding net working capital management strategy, whether focused on assets (strategy of investing in the net working capital) or liabilities (strategy of financing the net working capital), affect free cash flows and the cost of capital financing the company.===>Odluke koje se tiču strategije upravljanja neto obrtnim kapitalom, bez obzira da li se fokusiraju na aktivu (strategija investiranja u neto obrtni kapital) ili na pasivu (strategija finansiranja neto obrtnog kapitala), utiču na slobodne gotovinske tokove i cenu kapitala kojim se kompanija finansira.)
MATCH@E:(Decisions regarding net working capital management strategy, whether focused on assets (strategy of investing in the net working capital) or liabilities (strategy of financing the net working capital), affect free cash flows and the cost of capital financing the company.===>Odluke koje se tiču strategije upravljanja neto obrtnim kapitalom, bez obzira da li se fokusiraju na aktivu (strategija investiranja u neto obrtni kapital) ili na pasivu (strategija finansiranja neto obrtnog kapitala), utiču na slobodne gotovinske tokove i cenu kapitala kojim se kompanija finansira.)
MATCH@M:(The principle of separating financial decisions from operating decisions, i.e. separating consequences of operations from changes in the capital structure, calls for a need to take the net working capital management decision first focusing on assets (it affects free cash flows to the company) and then on liabilities (it affects the structure and cost of capital used for financing the company).===>Princip razdvajanja fi-nansijskih odluka od operativnih odluka, t.j., odvajanja posledica operacija od promena u strukturi kapitala, zahteva da se odluka u upravljanju neto obrtnim kapitalom donese tako što se prvo fokusira na aktivu (ona utiče na gotovinske tokove prema kompaniji) a onda na pasivu (ona utiče na strukturu i cenu kapitala kojim se finansira kompanija).)
MATCH@E:(The principle of separating financial decisions from operating decisions, i.e. separating consequences of operations from changes in the capital structure, calls for a need to take the net working capital management decision first focusing on assets (it affects free cash flows to the company) and then on liabilities (it affects the structure and cost of capital used for financing the company).===>Princip razdvajanja finansijskih odluka od operativnih odluka, t.j., odvajanja posledica operacija od promena u strukturi kapitala, zahteva da se odluka u upravljanju neto obrtnim kapitalom donese tako što se prvo fokusira na aktivu (ona utiče na gotovinske tokove prema kompaniji) a onda na pasivu (ona utiče na strukturu i cenu kapitala kojim se finansira kompanija).)
MATCH@M:(Management of net working capital aimed at creation of value of the company.===>Upravljanje neto obrtnim kapitalom ima za cilj da stvori vrednost kompanije.)
MATCH@E:(Management of net working capital aimed at creation of value of the company.===>Upravljanje neto obrtnim kapitalom ima za cilj da stvori vrednost kompanije.)
MATCH@M:(If the benefits of maintaining net working capital at the level determined by the company outweigh the negative influence of the alternative cost of such maintenance, then an increase in net worth of the company will be reported.===>Ukoliko koristi od upravljanja neto obrtnim kapitalom na nivou koji je odredila kompanija budu veće od negativnih uticaja alternativnih troškova takvog upravljanja, onda se može potvrditi porast neto vrednosti kompanije.)
MATCH@E:(If the benefits of maintaining net working capital at the level determined by the company outweigh the negative influence of the alternative cost of such maintenance, then an increase in net worth of the company will be reported.===>Ukoliko koristi od upravljanja neto obrtnim kapitalom na nivou koji je odredila kompanija budu veće od negativnih uticaja alternativnih troškova takvog upravljanja, onda se može potvrditi porast neto vrednosti kompanije.)
MATCH@M:(Interesting from our point of view, determined by the need to obtain the main objective of the company’s financials management, is how a change in the net working capital level may impact the value of the company.===>Sa naše tačke gledišta, određene potrebom da se postigne glavni cilj finansijskog upravljanja kompanijom, interesantno je kako promena nivoa neto obrtnog kapitala utiče na vrednost kompanije.)
MATCH@E:(Interesting from our point of view, determined by the need to obtain the main objective of the companys financials management, is how a change in the net working capital level may impact the value of the company.===>Sa naše tačke gledišta, određene potrebom da se postigne glavni cilj finansijskog upravljanja kompanijom, interesantno je kako promena nivoa neto obrtnog kapitala utiče na vrednost kompanije.)
MATCH@M:(Net working capital is, most generally, the portion of current assets financed with permanent funds.===>Neto obrtni kapital je, uopšteno posmatrano, deo tekuće aktive koja se finansira iz stalnih fondova.)
MATCH@E:(Net working capital is, most generally, the portion of current assets financed with permanent funds.===>Neto obrtni kapital je, uopšteno posmatrano, deo tekuće aktive koja se finansira iz stalnih fondova.)
MATCH@M:(The net working capital is a difference between current assets and current liabilities or a difference between permanent liabilities and permanent assets.===>Neto obrtni kapital predstavlja razliku između tekuće aktive i tekuće pasive, odnosno razliku između stalne pasive i stalne aktive.)
MATCH@E:(The net working capital is a difference between current assets and current liabilities or a difference between permanent liabilities and permanent assets.===>Neto obrtni kapital predstavlja razliku između tekuće aktive i tekuće pasive, odnosno razliku između stalne pasive i stalne aktive.)
MATCH@M:(It is a consequence of dichotomy between the formal origination of the sales revenue and the actual inflow of funds from recovery of receivables and different times when costs are originated and when the funds covering the liabilities are actually paid out.===>On predstavlja posledicu nesklada između formalnih izvora prihoda od prodaje i stvarnog priliva fondova u okviru naplate potraživanja i različitih momenata u kojima su troškovi nastali i kada su isplaćena sredstva kojima se pokrivaju obaveze.)
MATCH@E:(It is a consequence of dichotomy between the formal origination of the sales revenue and the actual inflow of funds from recovery of receivables and different times when costs are originated and when the funds covering the liabilities are actually paid out.===>On predstavlja posledicu nesklada između formalnih izvora prihoda od prodaje i stvarnog priliva fondova u okviru naplate potraživanja i različitih momenata u kojima su troškovi nastali i kada su isplaćena sredstva kojima se pokrivaju obaveze.)
MATCH@M:(When estimating free cash flows, maintaining and increasing net working capital means that the funds earmarked for raising that capital are tied.===>Kada se vrši procena slobodnih gotovinskih tokova, održavanje i uvećavanje neto obrtnog kapitala znači da su sredstva namenjena prikupljanju kapitala vezana.)
MATCH@E:(When estimating free cash flows, maintaining and increasing net working capital means that the funds earmarked for raising that capital are tied.===>Kada se vrši procena slobodnih gotovinskih tokova, održavanje i uvećavanje neto obrtnog kapitala znači da su sredstva namenjena prikupljanju kapitala vezana.)
MATCH@M:(If the increase is positive, it means ever higher exposure of funds, which reduces free cash flows for the corporation.===>Ukoliko je porast pozitivan, to će značiti još veću izloženost (ranjivost) fondova, čime se korporaciji smanjuju slobodni gotovinski tokovi.)
MATCH@E:(If the increase is positive, it means ever higher exposure of funds, which reduces free cash flows for the corporation.===>Ukoliko je porast pozitivan, to će značiti još veću izloženost (ranjivost) fondova, čime se korporaciji smanjuju slobodni gotovinski tokovi.)
MATCH@M:(An increase in production usually means the need to boost inventories, receivables, and cash assets.===>Povećanje proizvodnje obično znači potrebu da se povećaju zalihe, računi za naplatu i gotovinska sredstva.)
MATCH@E:(An increase in production usually means the need to boost inventories, receivables, and cash assets.===>Povećanje proizvodnje obično znači potrebu da se povećaju zalihe, računi za naplatu i gotovinska sredstva.)
MATCH@M:(A portion of this increase will be most probably financed with current liabilities (which are also usually automatically up along with increased production volumes).===>Deo ovog porasta najverovatnije će se finansirati iz tekuće pasive (koja se takođe obično automatski povećava uporedo sa povećanjem obima proizvodnje).)
MATCH@E:(A portion of this increase will be most probably financed with current liabilities (which are also usually automatically up along with increased production volumes).===>Deo ovog porasta najverovatnije će se finansirati iz tekuće pasive (koja se takođe obično automatski povećava uporedo sa povećanjem obima proizvodnje).)
MATCH@M:(The remaining part (indicated as an increase in net working capital) will need an alternative source of financing.===>Preostali deo (koji se definiše kao porast neto obrtnog kapitala) zahtevaće finansiranje iz nekog alternativnog izvora finansiranja.)
MATCH@E:(The remaining part (indicated as an increase in net working capital) will need an alternative source of financing.===>Preostali deo (koji se definiše kao porast neto obrtnog kapitala) zahtevaće finansiranje iz nekog alternativnog izvora finansiranja.)
MATCH@M:(Current asset financing policies are driven by the manner of financing current assets.===>Važeća politika finansiranja tekuće aktive rukovodi se načinom finansiranja tekućih sredstava.)
MATCH@E:(Current asset financing policies are driven by the manner of financing current assets.===>Važeća politika finansiranja tekuće aktive rukovodi se načinom finansiranja tekućih sredstava.)
MATCH@M:(Any changes to the selected current asset financing policy affect the cost of capital but do not impact the level of free cash flows.===>Svaka promena u odnosu na izabranu politiku finansiranja tekuće aktive utiče na cenu kapitala, ali ne i na nivo slobodnih gotovinskih tokova.)
MATCH@E:(Any changes to the selected current asset financing policy affect the cost of capital but do not impact the level of free cash flows.===>Svaka promena u odnosu na izabranu politiku finansiranja tekuće aktive utiče na cenu kapitala, ali ne i na nivo slobodnih gotovinskih tokova.)
MATCH@M:(Fig. 4.===>Slika 4:)
MATCH@E:(Fig. 4.===>Slika 4:)
MATCH@M:(Fig. 5.===>Slika 5.)
MATCH@E:(Fig. 5.===>Slika 5.)
MATCH@M:(The aggressive policy will most probably mean the highest increase in the net worth of the company.===>Agresivna politika će najverovatnije podrazumevati najveći rast neto vrednosti kompanije.)
MATCH@E:(Conservative strategy Source: own study The aggressive policy will most probably mean the highest increase in the net worth of the company.===>Konzervativna strategija Izvor: autorova studija Agresivna politika će najverovatnije podrazumevati najveći rast neto vrednosti kompanije.)
BAD_LINE_=============================================================
BAD_LINE_M:The aggressive policy will most probably mean the highest increase in the net worth of the company.
BAD_LINE_M:Agresivna politika će najverovatnije podrazumevati najveći rast neto vrednosti kompanije.
BAD_LINE_E:Conservative strategy Source: own study The aggressive policy will most probably mean the highest increase in the net worth of the company.
BAD_LINE_E:Konzervativna strategija Izvor: autorova studija Agresivna politika će najverovatnije podrazumevati najveći rast neto vrednosti kompanije.
MATCH@M:(However, this result is not that obvious.===>Ipak, ovaj rezultat nije baš toliko očigledan.)
MATCH@E:(However, this result is not that obvious.===>Ipak, ovaj rezultat nije baš toliko očigledan.)
MATCH@M:(This is because an increase in financing with an external short-term capital and a decrease in financing with an external long-term capital (namely shifting from conservative to aggressive policy of financing current assets) means enhanced risk level.===>Ovo stoga što rast fi-nansiranja pomoću eksternog kratkoročnog kapitala i smanjenje finansiranja putem eksternog dugoročnog kapitala (u stvari prelaz sa konzervativne na agresivnu politiku finansiranja tekuće aktive) znači povećan nivo rizika.)
MATCH@E:(This is because an increase in financing with an external short-term capital and a decrease in financing with an external long-term capital (namely shifting from conservative to aggressive policy of financing current assets) means enhanced risk level.===>Ovo stoga što rast finansiranja pomoću eksternog kratkoročnog kapitala i smanjenje finansiranja putem eksternog dugoročnog kapitala (u stvari prelaz sa konzervativne na agresivnu politiku finansiranja tekuće aktive) znači povećan nivo rizika.)
MATCH@M:(Such increased risk level should be reflected in an increased cost of own capital.===>Tako povećan nivo rizika trebalo bi da se pokaže u vidu povećane cene sopstvenog kapitala.)
MATCH@E:(Such increased risk level should be reflected in an increased cost of own capital.===>Tako povećan nivo rizika trebalo bi da se pokaže u vidu povećane cene sopstvenog kapitala.)
MATCH@M:(This stems from increased costs of financial difficulties.===>Ovo proizilazi iz povećane cene finansijskih teškoća.)
MATCH@E:(This stems from increased costs of financial difficulties.===>Ovo proizilazi iz povećane cene finansijskih teškoća.)
MATCH@M:(The aggressive policy of financing current assets is the least favourable, considering an increased cost of own capital.===>Agresivna politika finansiranja tekuće aktive je naj-nepovoljnija kad imamo na umu povećanu cenu sop-stvenog kapitala.)
MATCH@E:(The aggressive policy of financing current assets is the least favourable, considering an increased cost of own capital.===>Agresivna politika finansiranja tekuće aktive je najnepovoljnija kad imamo na umu povećanu cenu sopstvenog kapitala.)
MATCH@M:(Policies regarding investments in current assets are applied by the company as measures determining amounts and structure of current assets.===>Kompanija primenjuje različite oblike politike investiranja u tekuću aktivu kao mere kojima se određuju količine i struktura tekuće aktive.)
MATCH@E:(Policies regarding investments in current assets are applied by the company as measures determining amounts and structure of current assets.===>Kompanija primenjuje različite oblike politike investiranja u tekuću aktivu kao mere kojima se određuju količine i struktura tekuće aktive.)
MATCH@M:(Minimising current assets results, on the one hand, in savings which later translate to higher free cash flows.===>Ovakvo smanjivanje tekuće aktive s jedne strane ima za posledicu uštedu koja će se kasnije pokazati u okviru većih slobodnih gotovinskih tokova.)
MATCH@E:(Minimising current assets results, on the one hand, in savings which later translate to higher free cash flows.===>Ovakvo smanjivanje tekuće aktive s jedne strane ima za posledicu uštedu koja će se kasnije pokazati u okviru većih slobodnih gotovinskih tokova.)
MATCH@M:(On the other hand, insufficient level of current assets increases the operational risk.===>S druge strane, nedovoljan nivo tekuće aktive povećava rizik poslovanja.)
MATCH@E:(On the other hand, insufficient level of current assets increases the operational risk.===>S druge strane, nedovoljan nivo tekuće aktive povećava rizik poslovanja.)
MATCH@M:(Too low inventories may interrupt the production and sales process.===>Suviše male zalihe mogu da izazovu prekid proizvodnje i prodaje.)
MATCH@E:(Too low inventories may interrupt the production and sales process.===>Suviše male zalihe mogu da izazovu prekid proizvodnje i prodaje.)
MATCH@M:(Insufficient level of receivables will most often lead to a restrictive merchant lending policy and, consequently, potentially lower sales revenue than in the case of a liberal merchant lending policy.===>Nedovoljan nivo potraživanja načešće ima za posledicu restriktivnu politiku trgovačkih zajmova, i stoga, potencijalno niži priliv sredstava od prodaje nego u slučaju liberalne politike trgovačkog zajma.)
MATCH@E:(Insufficient level of receivables will most often lead to a restrictive merchant lending policy and, consequently, potentially lower sales revenue than in the case of a liberal merchant lending policy.===>Nedovoljan nivo potraživanja načešće ima za posledicu restriktivnu politiku trgovačkih zajmova, i stoga, potencijalno niži priliv sredstava od prodaje nego u slučaju liberalne politike trgovačkog zajma.)
MATCH@M:(If the company aims at maximising ?V, it should select the aggressive policy.===>Ako je cilj kompanije da maksimizuje AV, onda treba da se odluči za agresivnu politiku.)
MATCH@E:(If the company aims at maximising ?V, it should select the aggressive policy.===>Ako je cilj kompanije da maksimizuje ∆V, onda treba da se odluči za agresivnu politiku.)
MATCH@M:(However, similarly as in the preceding item, it is worth considering the relation between the risk increase and the cost of own capital (and probably also external capital).===>Ipak, isto kao i u prethodnom slučaju, trebalo bi uzeti u obzir odnos između porasta rizika i cene sopstvenog kapitala (i ve-rovatno takođe eksternog kapitala).)
MATCH@E:(However, similarly as in the preceding item, it is worth considering the relation between the risk increase and the cost of own capital (and probably also external capital). ~~~ The more aggressive the current asset investment policy, the higher risk.===>Ipak, isto kao i u prethodnom slučaju, trebalo bi uzeti u obzir odnos između porasta rizika i cene sopstvenog kapitala (i verovatno takođe eksternog kapitala). [to je politika investiranja u tekuću aktivu agresivnija, veći je rizik.)
MATCH@M:(Higher risk, on the other hand, should be accompanied by higher costs of own capital and probably also external capital.===>Veći rizik, s druge strane, trebalo bi da prati i skuplji sopstveni kapital, a verovatno i eksterni kapital.)
MATCH@E:(Higher risk, on the other hand, should be accompanied by higher costs of own capital and probably also external capital.===>Veći rizik, s druge strane, trebalo bi da prati i skuplji sopstveni kapital, a verovatno i eksterni kapital.)
MATCH@M:(Changes of the policy, from conservative to aggressive, cause an increase in the cost of capital financing the company’s operations due to enhancement of risk.===>Promene politike, od konzervativne do agresivne, iza-zvaće porast cene kapitala kojim se finansira poslovanje kompanije, zato što je i rizik veći.)
MATCH@E:(Changes of the policy, from conservative to aggressive, cause an increase in the cost of capital financing the companys operations due to enhancement of risk.===>Promene politike, od konzervativne do agresivne, izazvaće porast cene kapitala kojim se finansira poslova nje kompanije, zato što je i rizik veći.)
MATCH@M:(It is possible that in specific circumstances, the risk may drive the cost of capital to such a high degree that the aggressive policy will be unfavourable.===>U posebnim okolnostima rizik može da utiče na to da cena kapitala postane tako visoka da agresivna politika više ne predstavlja dobar izbor.)
MATCH@E:(It is possible that in specific circumstances, the risk may drive the cost of capital to such a high degree that the aggressive policy will be unfavourable.===>U posebnim okolnostima rizik može da utiče na to da cena kapitala postane tako visoka da agresivna politika više ne predstavlja dobar izbor.)
MATCH@M:(In the discussed examples, the company should select a conservative current asset financing strategy and an aggressive current asset investment policy.===>U primerima koje smo analizirali, kompanija bi trebalo da se opredeli za konzervativnu strategiju finansira-nja tekuće aktive, a za agresivnu politiku investiranja u tekuću aktivu.)
MATCH@E:(In the discussed examples, the company should select a conservative current asset financing strategy and an aggressive current asset investment policy.===>U primerima koje smo analizirali, kompanija bi trebalo da se opredeli za konzervativnu strategiju finansiranja tekuće aktive, a za agresivnu politiku investiranja u tekuću aktivu.)
MATCH@M:(The primary objective of financing the company’s operations is to maximise the company’s net worth.===>Glavni cilj finansiranja poslovanja kompanije jeste da se maksimizuje njena neto vrednost.)
MATCH@E:(The primary objective of financing the companys operations is to maximise the companys net worth.===>Glavni cilj finansiranja poslovanja kompanije jeste da se maksimizuje njena neto vrednost.)
MATCH@M:(It can be estimated among others by totalling all the future free cash flows generated by the company, discounted with the cost of capital.===>Ona se između ostalog može izračunati tako što se uzima zbir svih budućih slobodnih gotovinskih tokova koje kompanija stvara, i umanji se za cenu kapitala.)
MATCH@E:(It can be estimated among others by totalling all the future free cash flows generated by the company, discounted with the cost of capital.===>Ona se između ostalog može izračunati tako što se uzima zbir svih budućih slobodnih gotovinskih tokova koje kompanija stvara, i umanji se za cenu kapitala.)
MATCH@M:(Decisions regarding management of net working capital should also serve the purpose of achieving the primary objective, that is maximising the company’s net worth.===>Odluke u vezi sa upravljanjem neto obrtnim kapitalom takođe treba da doprinesu postizanju ovog glavnog cilja, t.j., maksimi-zaciji neto vrednosti kompanije.)
MATCH@E:(Decisions regarding management of net working capital should also serve the purpose of achieving the primary objective, that is maximising the companys net worth.===>Odluke u vezi sa upravljanjem neto obrtnim kapitalom takođe treba da doprinesu postizanju ovog glavnog cilja, t.j., maksimizaciji neto vrednosti kompanije.)
MATCH@M:(These decisions may impact both the level of free cash flows and the cost of capital used for financing the company’s operations.===>Ove odluke mogu da utiču kako na nivo slobodnih gotovinskih tokova, tako i na cenu kapitala koji se koristi za finansiranje poslovanja kompanije.)
MATCH@E:(These decisions may impact both the level of free cash flows and the cost of capital used for financing the companys operations.===>Ove odluke mogu da utiču kako na nivo slobodnih gotovinskih tokova, tako i na cenu kapitala koji se koristi za finansiranje poslovanja kompanije.)
MATCH@M:(The module discusses probably changes of the capital cost rate, resulting from changes in selection of the net working capital management policy and, consequently, the anticipated impact of such decisions on the company’s net worth.===>U ovom odeljku raspravljamo o ve-rovatnim promenama stope cene kapitala koja proizi-lazi iz promena u izboru politike upravljanja neto obrtnim kapitalom i, stoga, o očekivanom uticaju ovakvih odluka na neto vrednost kompanije.)
MATCH@E:(The module discusses probably changes of the capital cost rate, resulting from changes in selection of the net working capital management policy and, consequently, the anticipated impact of such decisions on the companys net worth.===>U ovom odeljku raspravljamo o verovatnim promenama stope cene kapitala koja proizilazi iz promena u izboru politike upravljanja neto obrtnim kapitalom i, stoga, o očekivanom uticaju ovakvih odluka na neto vrednost kompanije. 3.)
MATCH@M:(The purpose of cash management is to determine the level of cash resources at the company so that it increases the wealth of the company owners.===>Svrha upravljanja gotovinskim sredstvima jeste da se odredi nivo gotovinskih resursa u kompaniji tako da vlasnici zarade još veće bogatstvo.)
MATCH@E:(The purpose of cash management is to determine the level of cash resources at the company so that it increases the wealth of the company owners.===>Svrha upravljanja gotovinskim sredstvima jeste da se odredi nivo gotovinskih resursa u kompaniji tako da vlasnici zarade još veće bogatstvo.)
MATCH@M:(In other words, the objective is to maintain such level of cash resources at the company that is optimal from the point of view of tradeoff between the costs of maintaining cash balances against the costs of holding insufficient cash balances.===>Drugim rečima, cilj je da se održi nivo gotovinskih resursa u kompaniji koji će biti optimalan sa tačke gledišta ravnoteže između troškova održavanja gotovinskih bilansa u odnosu na troškove držanja nedovoljnih gotovinskih bilansa.)
MATCH@E:(In other words, the objective is to maintain such level of cash resources at the company that is optimal from the point of view of tradeoff between the costs of maintaining cash balances against the costs of holding insufficient cash balances.===>Drugim rečima, cilj je da se održi nivo gotovinskih resursa u kompaniji koji će biti optimalan sa tačke gledišta ravnoteže između troškova održavanja gotovinskih bilansa u odnosu na troškove držanja nedovoljnih gotovinskih bilansa.)
MATCH@M:(The type and amount of these costs is partially driven by the particular financial policy applied by the company.===>Tip i visina ovih troškova delimično su uslovljeni posebnom finansijskom politikom koju kompanija primenjuje.)
MATCH@E:(The type and amount of these costs is partially driven by the particular financial policy applied by the company.===>Tip i visina ovih troškova delimično su uslovljeni posebnom finansijskom politikom koju kompanija primenjuje.)
MATCH@M:(Depending on the type and volumes of inflows and outflows at the company, it is possible to select one of the four models of cash flow management.===>U zavisnosti od tipa i obima priliva i odliva u kompaniji može se izabrati jedan od ova četiri modela upravljanja gotovinskim tokovima.)
MATCH@E:(Depending on the type and volumes of inflows and outflows at the company, it is possible to select one of the four models of cash flow management.===>U zavisnosti od tipa i obima priliva i odliva u kompaniji može se izabrati jedan od ova četiri modela upravljanja gotovinskim tokovima.)
MATCH@M:(It is certainly not necessary for only one of the above situations to prevail at the company.===>Svakako da nije neophodno da u kompaniji preovladava samo jedna od navedenih situacija.)
MATCH@E:(It is certainly not necessary for only one of the above situa tions to prevail at the company.===>Svakako da nije neophodno da u kompaniji preovladava samo jedna od navedenih situacija.)
MATCH@M:(The same business may have periods when inflows exceed outflows on a permanent basis, as well as periods when a reversed trend is noted or it is not possible to determine the trend.===>U jednoj istoj firmi može da postoji period kada priliv nadmašuje odliv, i to na duže vreme, kao i period kada se zapaža obrnut proces ili da nije moguće odrediti pravac kretanja.)
MATCH@E:(The same business may have periods when inflows exceed outflows on a permanent basis, as well as periods when a reversed trend is noted or it is not possible to determine the trend.===>U jednoj istoj firmi može da postoji period kada priliv nadmašuje odliv, i to na duže vreme, kao i period kada se zapaža obrnut proces ili da nije moguće odrediti pravac kretanja.)
MATCH@M:(It is similar in case of projecting future inflows and outflows.===>Slično se događa i kada treba projektovati buduće prilive i odlive sredstava.)
MATCH@E:(It is similar in case of projecting future inflows and outflows.===>Slično se događa i kada treba projektovati buduće prilive i odlive sredstava.)
MATCH@M:(It is possible that in some periods of time inflows and outflows can be projected without any major difficulty, while in other periods such projection is very hard or completely impossible.===>U nekim periodima prilivi i odlivi mogu se projektovati bez ikakvih posebnih problema, dok je u drugim ovakav zadatak veoma težak ili ga je nemoguće izvršiti.)
MATCH@E:(It is possible that in some periods of time inflows and outflows can be projected without any major difficulty, while in other periods such projection is very hard or completely impossible.===>U nekim periodima prilivi i odlivi mogu se projektovati bez ikakvih posebnih problema, dok je u drugim ovakav zadatak veoma težak ili ga je nemoguće izvršiti.)
MATCH@M:(Using information about future cash inflows and outflows, we are able to apply, for example, the Baumol model or the Beranek model.===>Kad imamo na raspolaganju informacije o budućim prilivima i odlivima, možemo da primenimo, na primer, Baumol model ili Beranek model.)
MATCH@E:(Using information about future cash inflows and outflows, we are able to apply, for example, the Baumol model or the Beranek model.===>Kad imamo na raspolaganju informacije o budućim prilivima i odlivima, možemo da primenimo, na primer, Baumol model ili Beranek model.)
MATCH@M:(If we anticipate that cash inflows are greater than outflows, we are able to use the Beranek model [W. Beranek 1963 also: F. C. Scherr 1989, pp. 131-132] to determine cash flow management within a firm.===>Ako očekujemo da će priliv biti veći od odliva, možemo da koristimo Beranek model [W. Beranek 1963 takođe: F. C. Scherr 1989, pp. 131-132] da bismo odredili način upravljanja gotovinskim tokom u firmi.)
MATCH@E:(If we anticipate that cash inflows are greater than outflows, we are able to use the Beranek model [W. Beranek 1963 also: F. C. Scherr 1989, pp. 131-132] to determine cash flow management within a firm.===>Ako očekujemo da će priliv biti veći od odliva, možemo da koristimo Beranek model ŠW. ~~~ Beranek 1963 takođe: ~~~ F. C. Scherr 1989, pp. 131-132Ë da bismo odredili način upravljanja gotovinskim tokom u firmi.)
MATCH@M:(On the other hand, if we predict that cash outflows are greater than inflows we use Baumol model [W. Baumol 1952].===>S druge strane, ako predviđamo da će odliv gotovine biti veći od priliva, koristićemo Baumol model [W. Baumol 1952].)
MATCH@E:(On the other hand, if we predict that cash outflows are greater than inflows we use Baumol model [W. Baumol 1952].===>S druge strane, ako predviđamo da će odliv gotovine biti veći od priliva, koristićemo Baumol model ŠW.)
MATCH@M:(When we cannot forecast longterm cash flows, for a period longer than approximately 14 days, we are able to use the Stone model [B. Stone 1972; T. W. Miller 1996] to determine cash flow management.===>U slučajevima kada nismo u mogućnosti da predvidimo dugoročne gotovinske tokove, za periode duže od približno 14 dana, za određivanje tipa upravljanja gotovinskim tokovima možemo da koristimo Stone model ŠB. Stone 1972; T. W. Miller 1996C.)
MATCH@E:(When we cannot forecast longterm cash flows, for a period longer than approximately 14 days, we are able to use the Stone model [B. Stone 1972; T. W. Miller 1996] to determine cash flow management.===>Baumol 1952Ë. ~~~ U slučajevima kada nismo u mogućnosti da predvidimo dugoročne gotovinske tokove, za periode duže od približno 14 dana, za određivanje tipa upravljanja gotovinskim tokovima možemo da koristimo Stone model [B. Stone 1972; T. W. Miller 1996].)
MATCH@M:(However, when we cannot predict future cash inflows and outflows at all, the Miller-Orr model can be used to determine cash flow management.===>Ipak, kada uopšte ne možemo da predvidimo budući priliv i odliv, za određivanje tipa upravljanja gotovinskim tokovima na raspolaganju nam je Miller-Orr model.)
MATCH@E:(However, when we cannot predict future cash inflows and outflows at all, the Miller-Orr model6 can be used to determine cash flow management.===>Ipak, kada uopšte ne možemo da predvidimo budući priliv i odliv, za određivanje tipa upravljanja gotovinskim tokovima na raspolaganju nam je Miller-Orr model6.)
MATCH@M:(According to the BAT model assumptions, the company receives both regular and periodic cash inflows, while it spends cash in an ongoing manner, at a fixed rate.===>Prema postavkama BAT modela, kompanija ima i regularne i periodične prilive gotovine, a tu gotovinu troši prema prilici, u fiksnim stopama.)
MATCH@E:(According to the BAT model assumptions, the company receives both regular and periodic cash inflows, while it spends cash in an ongoing manner, at a fixed rate.===>Prema postavkama BAT modela, kompanija ima i regularne i periodične prilive gotovine, a tu gotovinu troši prema prilici, u fiksnim stopama.)
MATCH@M:(At the time of receiving funds, the company earmarks a sufficient portion of these funds to cover its outflows.===>U vreme kada sredstva pristižu, kompanija određuje dovoljan deo ovih sredstava kojima će pokriti odliv.)
MATCH@E:(At the time of receiving funds, the company earmarks a sufficient portion of these funds to cover its outflows.===>U vreme kada sredstva pristižu, kompanija određuje dovoljan deo ovih sredstava kojima će pokriti odliv.)
MATCH@M:(This is performed until the next inflow of cash.===>Ovo čini do narednog priliva gotovinskih sredstava.)
MATCH@E:(This is performed until the next inflow of cash.===>Ovo čini do narednog priliva gotovinskih sredstava.)
MATCH@M:(This model can be recommended in a situation when future inflows and outflows related to operations of the company can be foreseen and, at the same time, operational outflows exceed inflows.===>Ovaj model se preporučuje u situacijama kada se budući priliv i odliv u vezi sa poslovanjem kompanije može predvideti i kad istovremeno operativni odliv prevazilazi priliv.)
MATCH@E:(This model can be recommended in a situation when future inflows and outflows related to operations of the company can be foreseen and, at the same time, operational outflows exceed inflows.===>Ovaj model se preporučuje u situacijama kada se budući priliv i odliv u vezi sa poslovanjem kompanije može predvideti i kad istovremeno operativni odliv prevazilazi priliv.)
MATCH@M:(The BAT model comprises two types of assets: cash and (external) marketable securities, which generate profit in the form of interest during each period.===>BAT model obuhvata dva tipa sredstava: gotovinska i (eksterne) hartije od vrednosti kojima se može trgovati na berzi, a koje u svakom periodu stvaraju profit u obliku kamate.)
MATCH@E:(The BAT model comprises two types of assets: cash and (external) marketable securities, which generate profit in the form of interest during each period.===>BAT model obuhvata dva tipa sredstava: gotovinska i (eksterne) hartije od vrednosti kojima se može trgovati na berzi, a koje u svakom periodu stvaraju profit u obliku kamate.)
MATCH@M:(The BAT model has been developed for two reasons: in order to specify the optimal cash balance at the company and to suggest how the company managers should proceed to ensure optimal cash management.===>BAT model je razvijen iz dva razloga: da bi se specifično odredio optimalni gotovinski bilans u kompaniji i da bi se preporučilo menadžerima kako da postupaju da bi obezbedili optimalni gotovinski bilans.)
MATCH@E:(The BAT model has been developed for two reasons: in order to specify the optimal cash balance at the company and to suggest how the company managers should proceed to ensure optimal cash management.===>Slika 6. BAT model BAT model je razvijen iz dva razloga: da bi se specifično odredio optimalni gotovinski bilans u kompaniji i da bi se preporučilo menadžerima kako da postupaju da bi obezbedili optimalni gotovinski bilans.)
MATCH@M:(The company which decides to follow recommendations regarding cash management, arising from the BAT model, determines an optimal cash level Cbau.===>Kompanija koja postupi po preporukama BAT modela u vezi sa upravljanjem gotovinskim sredstvima određuje optimalni nivo gotovinskih sredstava C bau.)
MATCH@E:(The company which decides to follow recommendations regarding cash management, arising from the BAT model, determines an optimal cash level C* bau.===>Kompanija koja postupi po preporukama BAT modela u vezi sa upravljanjem gotovinskim sredstvima određuje optimalni nivo gotovinskih sredstava C* bau.)
MATCH@M:(It stems from the BAT model that when cash is spent, the company should secure cash from nonoperational sources of cash.===>Iz BAT modela proizilazi da, kad se potroši gotovina, kompanija treba da obezbedi gotovinu iz neoperativnih izvora gotovinskih sredstava.)
MATCH@E:(It stems from the BAT model that when cash is spent, the company should secure cash from nonoperational sources of cash.===>Iz BAT modela proizilazi da, kad se potroši gotovina, kompanija treba da obezbedi gotovinu iz neoperativnih izvora gotovinskih sredstava.)
MATCH@M:(Most often, this means that it should sell (external) securities, close the held deposit, and/or raise a short-term loan.===>U najvećem broju slučajeva ovo znači da treba da proda (eksterne) hartije od vrednosti, zatvori depozit koji je čuvala i/ili podigne kratkoročni zajam.)
MATCH@E:(Most often, this means that it should sell (external) securities, close the held deposit, and/or raise a short-term loan.===>U najvećem broju slučajeva ovo znači da treba da proda (eksterne) hartije od vrednosti, zatvori depozit koji je čuvala i/ili podigne kratkoročni zajam.)
MATCH@M:(The total amount of raised funds should be in each event twice as high as an average cash balance.===>Ukupna suma prikupljenih sredstava u svakom slučaju treba da iznosi dvostruko više od prosečnog gotovinskog bilansa.)
MATCH@E:(The total amount of raised funds should be in each event twice as high as an average cash balance.===>Ukupna suma prikupljenih sredstava u svakom slučaju treba da iznosi dvostruko više od prosečnog gotovinskog bilansa.)
MATCH@M:(The ratio of the total demand for cash in a given period and one transfer, provides information on how many such operations must be performed during the year.===>Iz odnosa ukupne potražnje za gotovinom u nekom periodu i jednog transfera može se zaključiti koliko takvih operacija mora da se izvede u toku godine.)
MATCH@E:(The ratio of the total demand for cash in a given period and one transfer, provides information on how many such operations must be performed during the year.===>Iz odnosa ukupne potražnje za gotovinom u nekom periodu i jednog transfera može se zaključiti koliko takvih operacija mora da se izvede u toku godine.)
MATCH@M:(It is clear that if conditions, which enable application of the BAT model, have existed at the company for less than one year, then shorter periods should be taken into account.===>Jasno, ako okolnosti koje omogućavaju primenu BAT modela preovladavaju u kompaniji u periodu kraćem od godinu dana, onda treba uzeti u obzir kraće periode vremena.)
MATCH@E:(It is clear that if conditions, which enable application of the BAT model, have existed at the company for less than one year, then shorter periods should be taken into account.===>Jasno, ako okolnosti koje omogućavaju primenu BAT modela preovladavaju u kompaniji u periodu kraćem od godinu dana, onda treba uzeti u obzir kraće periode vremena.)
MATCH@M:(Fig 7.===>Slika 7.)
MATCH@E:(Fig 7.===>Slika 7.)
MATCH@M:(The basic assumption of the Miller-Orr model is that changes in cash balance at the company are unforeseeable.===>Osnovna postavka Miller-Orr modela je da se promene gotovinskih bilansa u kompaniji ne mogu predvideti.)
MATCH@E:(Beranek model Source: own study The basic assumption of the Miller-Orr model is that changes in cash balance at the company are unforeseeable.===>Beranek model Izvor: autorova studija Osnovna postavka Miller-Orr modela je da se promene gotovinskih bilansa u kompaniji ne mogu predvideti.)
MATCH@M:(The company managers react automatically when cash balance equals either the upper or lower level.===>Menadžeri kompanije reaguju automatski kad se gotovinski tok poklopi sa gornjim ili donjim nivoom.)
MATCH@E:(The company managers react automatically when cash balance equals either the upper or lower level.===>Menadžeri kompanije reaguju automatski kad se gotovinski tok poklopi sa gornjim ili donjim nivoom.)
MATCH@M:(This model is presented in the figure.===>Ovaj model predstavljamo i na slici.)
MATCH@E:(This model is presented in the figure.===>Ovaj model predstavljamo i na slici.)
MATCH@M:(Fig 6.===>Slika 6.)
MATCH@E:(Fig 6.===>Slika.)
MATCH@M:(As in a sense it is a minimum level of cash balance, it depends on such factors as availability of the company’s access to external financing sources.===>Pošto u određenom smislu predstavlja najniži nivo gotovinskog bilansa, ta vrednost zavisi od faktora kao što su mogućnost da kompanija pristupi spoljnim izvorima fi-nansiranja.)
MATCH@E:(As in a sense it is a minimum level of cash balance, it depends on such factors as availability of the companys access to external financing sources.===>Pošto u određenom smislu predstavlja najniži nivo gotovinskog bilansa, ta vrednost zavisi od faktora kao što su mogućnost da kompanija pristupi spoljnim izvorima finansiranja.)
MATCH@M:(If in the opinion of the management board members this access is easy and relatively inexpensive, liquidity at the company is lower and L can be set on a relatively low level.===>Ako je po mišljenju članova upravnog odbora ovaj pristup lak i relativno jeftin, likvidnost u kompaniji je niža i L se može postaviti na relativno nizak nivo.)
MATCH@E:(If in the opinion of the management board members this access is easy and relatively inexpensive, liquidity at the company is lower and L can be set on a relatively low level.===>Ako je po mišljenju članova upravnog odbora ovaj pristup lak i relativno jeftin, likvidnost u kompaniji je niža i L se može postaviti na relativno nizak nivo.)
MATCH@M:(The Miller-Orr model assumes that the target cash balance C depends on the (alternative) costs of holding funds, costs of cash shortages (transfer) and variants of cash flows during the considered period (this period must equal the period for which an interest rate has been set).===>Miller-Orr model polazi od pretpostavke da ciljni gotovinski bilans C zavisi od (alternativnih) troškova držanja sredstava, troškova izazvanih nedostatkom gotovine (transfera) i varijanti gotovinskih tokova tokom posma-tranog perioda (ovaj period mora da bude jednak periodu za koji je određena kamatna stopa).)
MATCH@E:(The Miller-Orr model assumes that the target cash balance C* depends on the (alternative) costs of holding funds, costs of cash shortages (transfer) and variants of cash flows during the considered period (this period must equal the period for which an interest rate has been set).===>Miller-Orr model polazi od pretpostavke da ciljni gotovinski bilans C* zavisi od (alternativnih) troškova držanja sredstava, troškova izazvanih nedostatkom gotovine (transfera) i varijanti gotovinskih tokova tokom posmatranog perioda (ovaj period mora da bude jednak periodu za koji je određena kamatna stopa).)
MATCH@M:(The level of variance of cash flows during the analysed period is best determined based on historic data.===>Nivo varijancije gotovinskih tokova tokom analiziranog perioda najbolje se određuje na osnovu podataka iz prethodnih perioda.)
MATCH@E:(The level of variance of cash flows during the analysed period is best determined based on historic data.===>Nivo varijancije gotovinskih tokova tokom analiziranog perioda najbolje se određuje na osnovu podataka iz prethodnih perioda.)
MATCH@M:(The Stone model is a modification of the Miller-Orr model for the conditions when the company can forecast cash inflows and outflows in a few-day perspective.===>Stone model predstavlja modifikaciju Miller-Orr modela u uslovima kada kompanija može da predvidi priliv i odliv gotovinskih sredstava u rokovima od dan-dva.)
MATCH@E:(The Stone model is a modification of the Miller-Orr model for the conditions when the company can forecast cash inflows and outflows in a few-day perspective.===>Stone model predstavlja modifikaciju Miller-Orr modela u uslovima kada kompanija može da predvidi priliv i odliv gotovinskih sredstava u rokovima od dandva.)
MATCH@M:(Similarly to the Miller-Orr model, it takes into account control limits and surpassing these limits is a signal for reaction.===>Slično Miller-Orr modelu, i ovaj model uzima u obzir kontrolne limite, a prelaženje tih limita predstavlja signal za reakciju.)
MATCH@E:(Similarly to the Miller-Orr model, it takes into account control limits and surpassing these limits is a signal for reaction.===>Slično Miller-Orr modelu, i ovaj model uzima u obzir kontrolne limite, a prelaženje tih limita predstavlja signal za reakciju.)
MATCH@M:(In case of the Stone model, however, there are two types of limits, external and internal, but the main difference is that in case of the Stone model, such signal does not mean an automatic correction of cash balance as in the Miller-Orr model.===>Ipak, u slučaju Stone modela postoje dve vrste limita, spoljni i unutrašnji, ali glavna razlika je u tome da kod Stone modela takav signal ne znači da se gotovinski bilans mora automatski korigo-vati, kao što to predviđa Miller-Orr model.)
MATCH@E:(In case of the Stone model, however, there are two types of limits, external and internal, but the main difference is that in case of the Stone model, such signal does not mean an automatic correction of cash balance as in the Miller-Orr model.===>Ipak, u slučaju Stone modela postoje dve vrste limita, spoljni i unutrašnji, ali glavna razlika je u tome da kod Stone modela takav signal ne znači da se gotovinski bilans mora automatski korigovati, kao što to predviđa Miller-Orr model.)
MATCH@M:(Fig. 9.===>Slika 9.)
MATCH@E:(Fig. 9.===>Slika 9.)
MATCH@M:(It shows that the cash balance has been growing as from the beginning of the analysed period.===>i tu vidimo da gotovinski bilans raste od početka posmatranog perioda.)
MATCH@E:(This model is presented in Figure 4. ~~~ It shows that the cash balance has been growing as from the beginning of the analysed period.===>Ovaj model predstavljen je na slici 4 i tu vidimo da gotovinski bilans raste od početka posmatranog perioda.)
BAD_LINE_=============================================================
BAD_LINE_M:It shows that the cash balance has been growing as from the beginning of the analysed period.
BAD_LINE_M:i tu vidimo da gotovinski bilans raste od početka posmatranog perioda.
BAD_LINE_E:This model is presented in Figure 4. ~~~ It shows that the cash balance has been growing as from the beginning of the analysed period.
BAD_LINE_E:Ovaj model predstavljen je na slici 4 i tu vidimo da gotovinski bilans raste od početka posmatranog perioda.
MATCH@M:(At some point, it exceeded the upper internal limit U.===>U jednom momentu on prelazi gornji interni limit U.)
MATCH@E:(At some point, it exceeded the upper internal limit U*.===>U jednom momentu on prelazi gornji interni limit U*.)
MATCH@M:(Then it exceeded the external control limit Hj.===>Onda prelazi i eksterni kontrolni limit Hi.)
MATCH@E:(Then it exceeded the external control limit H1.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Then it exceeded the external control limit Hj.
BAD_LINE_M:Onda prelazi i eksterni kontrolni limit Hi.
BAD_LINE_E:Then it exceeded the external control limit H1.
BAD_LINE_E:
MATCH@M:(As the forecast indicated that the cash balance would continue to exceed the internal control limit (the grey line), the management board decided to adjust this level to the anticipated C.===>U trenutku kada prelazi eksterni kontrolni limit (sivu liniju), upravni odbor je odlučio da prilagodi ovaj nivo predviđenom C .)
MATCH@E:(As the forecast indicated that the cash balance would continue to exceed the internal control limit (the grey line), the management board decided to adjust this level to the anticipated C*.===>Onda prelazi i eksterni kontrolni limit H1. U trenutku kada prelazi eksterni kontrolni limit (sivu liniju), upravni odbor je odlučio da prilagodi ovaj nivo predviđenom C*.)
MATCH@M:(After the appropriate adjustment, the cash balance started to decrease after a few days and it surpassed the lower external control limit.===>Nakon odgovarajućeg prilagođavanja, posle nekoliko dana gotovinski bilans počeo je da se smanjuje i prešao je donji eksterni kontrolni limit.)
MATCH@E:(After the appropriate adjustment, the cash balance started to decrease after a few days and it surpassed the lower external control limit.===>Nakon odgovarajućeg prilagođavanja, posle nekoliko dana gotovinski bilans počeo je da se smanjuje i prešao je donji eksterni kontrolni limit.)
MATCH@M:(Another forecast was prepared and it turned out that for several days the cash balance would remain below the lower internal control limit.===>Pripremljen je još jedan proračun i ispostavilo se da će nekoliko dana gotovinski bilans ostati ispod donjeg internog kontrolnog limita.)
MATCH@E:(Another forecast was prepared and it turned out that for several days the cash balance would remain below the lower internal control limit.===>Pripremljen je još jedan proračun i ispostavilo se da će nekoliko dana gotovinski bilans ostati ispod donjeg internog kontrolnog limita.)
MATCH@M:(Therefore, the cash balance was reduced down to CS.===>Tako je gotovinski bilans snižen na C s.)
MATCH@E:(Therefore, the cash balance was reduced down to C* S. 4.===>Tako je gotovinski bilans snižen na C* S. 4.)
MATCH@M:(Maintaining the appropriate cash balance requires not only ongoing monitoring of the currently held current assets and liabilities that mature in the forthcoming future, but also those that should be anticipated in the future.===>Održavanje odgovarajućeg gotovinskog bilansa ne samo da zahteva trajno nadgledanje trenutnog stanja tekuće aktive i pasive koje dospevaju u narednom periodu, nego i onih koje se mogu očekivati u budućnosti.)
MATCH@E:(Cash balance forecasting Maintaining the appropriate cash balance requires not only ongoing monitoring of the currently held current assets and liabilities that mature in the forthcoming future, but also those that should be anticipated in the future.===>Predviđanje gotovinskih bilansa Održavanje odgovarajućeg gotovinskog bilansa ne samo da zahteva trajno nadgledanje trenutnog stanja tekuće aktive i pasive koje dospevaju u narednom periodu, nego i onih koje se mogu očekivati u budućnosti.)
MATCH@M:(Therefore, it is necessary to plan future cash inflows and outflows.===>Stoga treba planirati budući priliv i odliv gotovinskih sredstava.)
MATCH@E:(Therefore, it is necessary to plan future cash inflows and outflows7.===>Stoga treba planirati budući priliv i odliv gotovinskih sredstava7.)
MATCH@M:(Cash forecast is performed based on cash budget.===>Predviđanje gotovinskih sredstava vrši se na osnovu gotovinskog budžeta.)
MATCH@E:(Cash forecast is performed based on cash budget.===>Predviđanje gotovinskih sredstava vrši se na osnovu gotovinskog budžeta.)
MATCH@M:(This tool contains a forecast of recovered receivables, expenditure on inventories and repayment of liabilities.===>Ovaj instrument obuhvata predviđanje ubiranje dospelih potraživanja, troškove za zalihe i isplate dospelih dugovanja.)
MATCH@E:(This tool contains a forecast of recovered receivables, expenditure on inventories and repayment of liabilities.===>Ovaj instrument obuhvata predviđanje ubiranje dospelih potraživanja, troškove za zalihe i isplate dospelih dugovanja.)
MATCH@M:(It provides information about the cash balance, as cash balance is a result of inflows from sales (payment of receivables) and outflows due to purchase of materials and other costs of the company.===>On pruža informacije o gotovinskom bilansu, pošto gotovinski bilans predstavlja rezultat priliva od prodaje (plaćanja potraživanja) i odliv usled kupovine materijala i drugih troškova kompanije.)
MATCH@E:(It provides information about the cash balance, as cash balance is a result of inflows from sales (payment of receivables) and outflows due to purchase of materials and other costs of the company.===>On pruža informacije o gotovinskom bilansu, pošto gotovinski bilans predstavlja rezultat priliva od prodaje (plaćanja potraživanja) i odliv usled kupovine materijala i drugih troškova kompanije.)
MATCH@M:(The most popular version of a cash budget is one prepared for six monthly periods.===>Najpopularnija verzija gotovinskog budžeta jeste ona koja se priprema za šestomesečne periode.)
MATCH@E:(The most popular version of a cash budget is one prepared for six monthly periods.===>Najpopularnija verzija gotovinskog budžeta jeste ona koja se priprema za šestomesečne periode.)
MATCH@M:(Part of the information necessary to determine LCL, still requires the manager‘s intuition.===>Jedan broj podataka neophodnih da bi se odredio LCL još uvek zavisi od intuicije menadžera.)
MATCH@E:(Part of the information necessary to determine LCL, still requires the managers intuition.===>Jedan broj podataka neophodnih da bi se odredio LCL još uvek zavisi od intuicije menadžera.)
MATCH@M:(For example, costs of lack of cash, contains not only costs known from accountant records, but also other costs, such as opportunity costs.===>Na primer, troškovi nedostatka gotovine ne sadrže samo troškove koji su prikazani u knjigovodstvu, već i druge troškove, na primer oportjuniti troškove.)
MATCH@E:(For example, costs of lack of cash, contains not only costs known from accountant records, but also other costs, such as opportunity costs.===>Na primer, troškovi nedostatka gotovine ne sadrže samo troškove koji su prikazani u knjigovodstvu, već i druge troškove, na primer oportjuniti troškove.)
MATCH@M:(Precautionary cash reserves are, first of all the result of anxieties before negative results of risk.===>Rezerve gotovine iz razloga predostrožnosti su, pre svega, rezultat zabrinutosti i straha od negativnih posledica rizika.)
MATCH@E:(Precautionary cash reserves are, first of all the result of anxieties before negative results of risk.===>Rezerve gotovine iz razloga predostrožnosti su, pre svega, rezultat zabrinutosti i straha od negativnih posledica rizika.)
MATCH@M:(Its measure is the standard deviation.===>Mera tih posledica je standardna devijacija.)
MATCH@E:(Its measure is the standard deviation.===>Mera tih posledica je standardna devijacija.)
MATCH@M:(Case 1.===>Slučaj 1:)
MATCH@E:(Case 1.===>Slučaj 1:)
MATCH@M:(Managers of the firm X, value the cost of the lack of cash as 5000.===>Menadžeri firme X pripisuju ceni nedostatka gotovine vrednost 5000.)
MATCH@E:(Managers of the firm X, value the cost of the lack of cash as 5000.===>Menadžeri firme X pripisuju ceni nedostatka gotovine vrednost 5000.)
MATCH@M:(The day?s standard deviation of cash inflows/outflows is 35,466 monthly.===>Dnevna standardna devijacija gotovinskog priliva/odliva iznosi 35 466 na mesečnom nivou.)
MATCH@E:(The day?s standard deviation of cash inflows/outflows is 35,466 monthly.===>Dnevna standardna devijacija gotovinskog priliva/odliva iznosi 35 466 na mesečnom nivou.)
MATCH@M:(Average single cash inflow/outflow is 27,250.===>Prosečni pojedinačni gotovinski priliv/odliv iznosi 27 250.)
MATCH@E:(Average single cash inflow/outflow is 27,250.===>Prosečni pojedinačni gotovinski priliv/odliv iznosi 27 250.)
MATCH@M:(The monthly sum all cash inflow/outflow is: 817,477.===>Mesečni zbir svih gotovinskih priliva/odliva iznosi 817 477.)
MATCH@E:(The monthly sum all cash inflow/outflow is: 817,477.===>Mesečni zbir svih gotovinskih priliva/odliva iznosi 817 477.)
MATCH@M:(The alternative cost of capital is 18%.===>Alternativna cena kapitala iznosi 18%.)
MATCH@E:(The alternative cost of capital is 18%.===>Alternativna cena kapitala iznosi 18%.)
MATCH@M:(Current models for determining cash management, for example Baumol, Beranek, Miller-Orr or Stone models, assign no minimal cash level, and are based on the manager’s intuition.===>Trenutno važeći modeli kojima se određuje način upravljanja gotovinom, na primer Baumol, Beranek, Miller-Orr ili Stone model, ne propisuju minimalni nivo gotovine i sve zavisi od intuicije menadžera.)
MATCH@E:(Precautionary cash management - safety stock approach Current models for determining cash management, for example Baumol, Beranek, Miller-Orr or Stone models, assign no minimal cash level, and are based on the managers intuition.===>Upravljanje gotovinom iz razloga predostrožnosti - pristup pomoću rezervnih zaliha Trenutno važeći modeli kojima se određuje način upravljanja gotovinom, na primer Baumol, Beranek, Miller-Orr ili Stone model, ne propisuju minimalni nivo gotovine i sve zavisi od intuicije menadžera.)
MATCH@M:(In addition, these models are based inventory managements models.===>Pored toga, ovi modeli se zasnivaju na modelima upravljanja zalihama.)
MATCH@E:(In addition, these models are based inventory managements models.===>Pored toga, ovi modeli se zasnivaju na modelima upravljanja zalihama.)
MATCH@M:(In this study, we address the potential for adaptation of these methods of determining safety stock to determine minimal cash levels in the firm.===>U ovoj studiji razmatraćemo mogućnosti za prilagođavanje ovih metoda za određivanje rezervnih zaliha tako da mogu da odrede minimalne nivoe gotovine u firmi.)
MATCH@E:(In this study, we address the potential for adaptation of these methods of determining safety stock to determine minimal cash levels in the firm.===>U ovoj studiji razmatraćemo mogućnosti za prilagođavanje ovih metoda za određivanje rezervnih zaliha tako da mogu da odrede minimalne nivoe gotovine u firmi.)
MATCH@M:(Safety stock is a result of information about the risk of inventories.===>Rezervne zalihe posledica su informacija o riziku zaliha.)
MATCH@E:(Safety stock is a result of information about the risk of inventories.===>Rezervne zalihe posledica su informacija o riziku zaliha.)
MATCH@M:(To calculate safety stock we use Equation 4:===>Za izračunavanje rezervnih zaliha koristimo jednačinu broj 4::)
MATCH@E:(To calculate safety stock we use Equation 4 ŠM.===>Za izračunavanje rezervnih zaliha koristimo jednačinu broj 4:)
MATCH@M:(As demonstrated in order for the precautionary cash balance to remain level, with the standard deviation equal to 35,466; a decrease in the firm’s value of 257,330 results.===>Kako smo pokazali, da bi gotovinski bilans iz predo-strožnosti ostao na istom nivou, uz standardnu devijaciju od 35 466, vrednost firme biće smanjena za 257 330.)
MATCH@E:(As demonstrated in order for the precautionary cash balance to remain level, with the standard deviation equal to 35,466; a decrease in the firms value of 257,330 results.===>U Stone and Miller-Orr modelu, prosecni transfer G* pripisuje se iz stvarnih podataka u prošlom periodu ili na osnovu predvidanja. 6.)
BAD_LINE_=============================================================
BAD_LINE_M:As demonstrated in order for the precautionary cash balance to remain level, with the standard deviation equal to 35,466; a decrease in the firm’s value of 257,330 results.
BAD_LINE_M:Kako smo pokazali, da bi gotovinski bilans iz predo-strožnosti ostao na istom nivou, uz standardnu devijaciju od 35 466, vrednost firme biće smanjena za 257 330.
BAD_LINE_E:As demonstrated in order for the precautionary cash balance to remain level, with the standard deviation equal to 35,466; a decrease in the firms value of 257,330 results.
BAD_LINE_E:U Stone and Miller-Orr modelu, prosecni transfer G* pripisuje se iz stvarnih podataka u prošlom periodu ili na osnovu predvidanja. 6.
MATCH@M:(6.===>6.)
MATCH@E:(6.===>LITERATURA Š1Ë Porter M. & Kramer M.:)
BAD_LINE_=============================================================
BAD_LINE_M:6.
BAD_LINE_M:6.
BAD_LINE_E:6.
BAD_LINE_E:LITERATURA Š1Ë Porter M. & Kramer M.:
MATCH@M:(Firms want to retain opportunities that result from price volatility.===>Firme žele da zadrže povoljne prilike koje nastaju zbog promenljivosti ce-na.)
MATCH@E:(Firms want to retain opportunities that result from price volatility.===>Firme žele da zadrže povoljne prilike koje nastaju zbog promenljivosti cena.)
MATCH@M:(For example, in the ordinary practice of Polish firms, we see that speculative cash balances can be useful to benefit from transactions in foreign exchanges.===>Na primer, u uobičajenoj praksi poljskih firmi vidimo da špekulativni gotovinski bilansi mogu da budu vrlo korisni za ostvarivanje koristi u transakcijama u stranoj valuti.)
MATCH@E:(For example, in the ordinary practice of Polish firms, we see that speculative cash balances can be useful to benefit from transactions in foreign exchanges.===>Na primer, u uobičajenoj praksi poljskih firmi vidimo da špekulativni gotovinski bilansi mogu da budu vrlo korisni za ostvarivanje koristi u transakcijama u stranoj valuti.)
MATCH@M:(It can be profitable for firms to purchase necessary products or services in foreign exchange at prices cheaper than its average purchase price.===>Firmi odgovara da kupi neophodne proizvode ili usluge po cenama koje su niže od proseč-nih tržišnih cena.)
MATCH@E:(It can be profitable for firms to purchase necessary products or services in foreign exchange at prices cheaper than its average purchase price.===>Firmi odgovara da kupi neophodne proizvode ili usluge po cenama koje su niže od prosečnih tržišnih cena.)
MATCH@M:(Such purchase is possible if the firm maintains speculative cash balances.===>Ovakva kupovina moguća je ako firma raspolaže spekulativnim gotovinskim bilansima.)
MATCH@E:(Such purchase is possible if the firm maintains speculative cash balances.===>Ovakva kupovina moguća je ako firma raspolaže špekulativnim gotovinskim bilansima.)
MATCH@M:(Speculative cash balances give the firm the ability to use of their purchasing power any time.===>Ovi bilansi joj daju mogućnost da iskoristi njihovu kupovnu moć kad poželi.)
MATCH@E:(Speculative cash balances give the firm the ability to use of their purchasing power any time.===>Ovi bilansi joj daju mogućnost da iskoristi njihovu kupovnu moć kad poželi.)
MATCH@M:(Such cash superiority over other assets shows option value of speculative cash balances.===>Ovakva nadmoć gotovine nad drugim sredstvima ukazuje na opcionu vrednost špe-kulativnih gotovinskih bilansa.)
MATCH@E:(Such cash superiority over other assets shows option value of speculative cash balances9.===>Ovakva nadmoć gotovine nad drugim sredstvima ukazuje na opcionu vrednost špekulativnih gotovinskih bilansa9.)
MATCH@M:(Case 2.===>Slučaj 2.)
MATCH@E:(Case 2.===>Slučaj 2.)
MATCH@M:(Entrepreneur make the decision between these two possibilities at least once every day.===>Preduzetnik pravi ovakav izbor najmanje jednom dnevno.)
MATCH@E:(Entrepreneur make the decision between these two possibilities at least once every day.===>Preduzetnik pravi ovakav izbor najmanje jednom dnevno.)
MATCH@M:(The purchase of foreign exchange and its use in the operating activity of a firm makes other cash resources inaccessible for continued speculation.===>Kupovina strane valute i njena primena u operativnom poslovanju firme čini da drugi gotovinski resursi postanu nedostupni za trajne špekulacije.)
MATCH@E:(The purchase of foreign exchange and its use in the operating activity of a firm makes other cash resources inaccessible for continued speculation.===>Kupovina strane valute i njena primena u operativnom poslovanju firme čini da drugi gotovinski resursi postanu nedostupni za trajne špekulacije.)
MATCH@M:(If the entrepreneur chooses to hold cash, he still has the possibility to purchase foreign exchange.===>Ako preduzetnik odluči da zadrži gotovinu, on još uvek ima mogućnost da kupi stranu valutu.)
MATCH@E:(If the entrepreneur chooses to hold cash, he still has the possibility to purchase foreign exchange.===>Ako preduzetnik odluči da zadrži gotovinu, on još uvek ima mogućnost da kupi stranu valutu.)
MATCH@M:(Yet, foreign exchange price changes from day to day.===>Ipak, cena strane valute menja se svakodnevno.)
MATCH@E:(Yet, foreign exchange price changes from day to day.===>Ipak, cena strane valute menja se svakodnevno.)
MATCH@M:(The daily standard deviation of the foreign exchange price is 4%.===>Dnevna standardna varijacija cene strane valute je 4%.)
MATCH@E:(The daily standard deviation of the foreign exchange price is 4%.===>Dnevna standardna varijacija cene strane valute je 4%.)
MATCH@M:(This means that the foreign exchange price today is 1.00 PLN.===>To znači da je danas cena strane valute 1,00 PLN.)
MATCH@E:(This means that the foreign exchange price today is 1.00 PLN.===>To znači da je danas cena strane valute 1,00 PLN.)
MATCH@M:(The next day the foreign exchange price can be 1.04 PLN with the probability 0.5; or 0.96 PLN with the probability 0.5.===>Sutradan ta cena može da bude 1,04 PLN, uz verovatnoću da će biti i 05; ili 0,96 PLN, uz verovatnoću da će biti i 0,5.)
MATCH@E:(The next day the foreign exchange price can be 1.04 PLN with the probability 0.5; or 0.96 PLN with the probability 0.5.===>Sutradan ta cena može da bude 1,04 PLN, uz verovatnoću da će biti i 05; ili 0,96 PLN, uz verovatnoću da će biti i 0,5.)
MATCH@M:(Suppose that next, the foreign exchange price meets its long-term value of 1.00 PLN.===>Pretpostavimo, dalje, da se cena strane valute poklopi sa dugoročnom vrednošću od 1,00 PLN.)
MATCH@E:(Suppose that next, the foreign exchange price meets its long-term value of 1.00 PLN.===>Pretpostavimo, dalje, da se cena strane valute poklopi sa dugoročnom vrednošću od 1,00 PLN.)
MATCH@M:(If on the first day, an entrepreneur decides to hold cash, and the next day?s foreign exchange price falls to the level of 0.96 PLN (lower than its expected value), the entrepreneurs expected income will be 0.04 PLN.===>Ako prvog dana preduzetnik odluči da zadrži gotovinu, i ako sutradan cena strane valute padne na nivo od 0,96 PLN (niža nego očekivana cena), očekivani prihod predu-zetnika biće 0,04 PLN.)
MATCH@E:(If on the first day, an entrepreneur decides to hold cash, and the next day?s foreign exchange price falls to the level of 0.96 PLN (lower than its expected value), the entrepreneurs expected income will be 0.04 PLN.===>Ako prvog dana preduzetnik odluči da zadrži gotovinu, i ako sutradan cena strane valute padne na nivo od 0,96 PLN (niža nego očekivana cena), očekivani prihod preduzetnika biće 0,04 PLN.)
MATCH@M:(On the other hand, if the foreign exchange price reaches the level of 1.04 PLN (above its expected value), then the entrepreneur won’t purchase foreign exchange, and his expected income will be 0 PLN.===>S druge strane, ako cena strane valute dostigne nivo od 1,04 PLN (iznad očekivane ce-ne), onda preduzetnik neće da kupi stranu valutu i njegov očekivani prihod biće 0 PLN.)
MATCH@E:(On the other hand, if the foreign exchange price reaches the level of 1.04 PLN (above its expected value), then the entrepreneur wont purchase foreign exchange, and his expected income will be 0 PLN.===>S druge strane, ako cena strane valute dostigne nivo od 1,04 PLN (iznad očekivane cene), onda preduzetnik neće da kupi stranu valutu i njegov očekivani prihod biće 0 PLN.)
MATCH@M:(This demonstrates the basis for holding speculative cash balances in a firm.===>Ovo pokazuje osnov za čuvanje špekulativnih gotovinskih bi-lansa u firmi.)
MATCH@E:(This demonstrates the basis for holding speculative cash balances in a firm.===>Ovo pokazuje osnov za čuvanje špekulativnih gotovinskih bilansa u firmi.)
MATCH@M:(Of course, the size of speculative cash balances should be an effect of the firm’s customary activities and its real operational needs.===>Naravno, veličina špekulativnih gotovinskih bilansa treba da bude rezultat uobičajenog poslovanja firme i njenih stvarnih operativnih potreba.)
MATCH@E:(Of course, the size of speculative cash balances should be an effect of the firms customary activities and its real operational needs.===>Naravno, veličina špekulativnih gotovinskih bilansa treba da bude rezultat uobičajenog poslovanja firme i njenih stvarnih operativnih potreba.)
MATCH@M:(The legitimacy of holding speculative cash balances increases here together with the increase of volatility of foreign exchange pricing (or volatility of the price of any other assets necessary to the firm) and grows===>Legitimnost posedovanja špekulativnih gotovinskih bi-lansa ovde se povećava uporedo sa sve većom pro-menljivošću cena strane valute (ili promenljivošću ce-na bilo kojeg drugog sredstva koje firmi treba), a smanjuje se sa visinom alternativnih troškova finansiranja kapitala za firmu.)
MATCH@E:(The legitimacy of holding speculative cash balances increases here together with the increase of volatility of foreign exchange pricing (or volatility of the price of any other assets necessary to the firm) and grows smaller together with the height of the alternative costs of capital financing for the firm.===>Legitimnost posedovanja špekulativnih gotovinskih bilansa ovde se povećava uporedo sa sve većom promenljivošću cena strane valute (ili promenljivošću cena bilo kojeg drugog sredstva koje firmi treba), a smanjuje se sa visinom alternativnih troškova finansiranja kapitala za firmu. 7.)
MATCH@M:(7.===>7.)
MATCH@E:(7.===>)
BAD_LINE_=============================================================
BAD_LINE_M:7.
BAD_LINE_M:7.
BAD_LINE_E:7.
BAD_LINE_E:
MATCH@M:(Liquid assets management decisions are very complex.===>Odlučivanje u upravljanju tekućom aktivom veoma je složeno.)
MATCH@E:(7. ~~~ Conclusion Liquid assets management decisions are very complex.===>Zaključak Odlučivanje u upravljanju tekućom aktivom veoma je složeno.)
MATCH@M:(On the one hand, when too much money is tied up in working capital, the business face higher costs of managing liquid assets with additional high alternative costs.===>S jedne strane, kada je suviše novca zarobljeno u obrtnom kapitalu, firma podnosi veće troškove u upravljanju tekućom aktivom uz dodatne visoke alternativne troškove.)
MATCH@E:(On the one hand, when too much money is tied up in working capital, the business face higher costs of managing liquid assets with additional high alternative costs.===>S jedne strane, kada je suviše novca zarobljeno u obrtnom kapitalu, firma podnosi veće troškove u upravljanju tekućom aktivom uz dodatne visoke alternativne troškove.)
MATCH@M:(On the other hand, the higher liquidity assets policy could help enlarge income from sales.===>S druge strane, politika više likvidnosti aktive može da utiče na povećanje dohotka iz prodaje.)
MATCH@E:(On the other hand, the higher liquidity assets policy could help enlarge income from sales.===>S druge strane, politika više likvidnosti aktive može da utiče na povećanje dohotka iz prodaje.)
MATCH@M:(Firms hold cash for a variety of different reasons.===>Firme čuvaju gotovinu iz različitih razloga.)
MATCH@E:(Firms hold cash for a variety of different reasons.===>Firme čuvaju gotovinu iz različitih razloga.)
MATCH@M:(Generally, cash balances held in a firm can be called considered, precautionary, speculative, transactional and intentional.===>Uopšteno govoreći, gotovina koju firma čuva u kasi može se svrstati u unapred planiranu, onu koja se drži iz mera predostrožnosti, špekulacijsku, transakcionu i svrsishodnu.)
MATCH@E:(Generally, cash balances held in a firm can be called considered, precautionary, speculative, transactional and intentional.===>Uopšteno govoreći, gotovina koju firma čuva u kasi može se svrstati u unapred planiranu, onu koja se drži iz mera predostrožnosti, špekulacijsku, transakcionu i svrsishodnu.)
MATCH@M:(The first are the result of management anxieties.===>Prvom tipu pripada gotovina koja se drži na osnovu odgovornog stava uprave.)
MATCH@E:(The first are the result of management anxieties.===>Prvom tipu pripada gotovina koja se drži na osnovu odgovornog stava uprave.)
MATCH@M:(Managers fear the negative part of the risk and hold cash to hedge against it.===>Menadžeri se plaše negativne strane rizika i drže gotovinu kako bi se zaštitili.)
MATCH@E:(Managers fear the negative part of the risk and hold cash to hedge against it.===>Menadžeri se plaše negativne strane rizika i drže gotovinu kako bi se zaštitili.)
MATCH@M:(This article also contains propositions for marking levels of precautionary cash balances and speculative cash balances.===>U ovom radu takođe dajemo neke predloge kako određivati nivoe gotovine u svrhe predostrožno-sti i spekulativne gotovine.)
MATCH@E:(This article also contains propositions for marking levels of precautionary cash balances and speculative cash balances.===>U ovom radu takođe dajemo neke predloge kako određivati nivoe gotovine u svrhe predostrožnosti i špekulativne gotovine.)
MATCH@M:(Application of these propositions should help managers to make better decisions to maximize the value of a firm.===>Primenom ovih predloga menadžeri će biti u mogućnosti da donesu bolje odluke o tome kako da maksimizuju vrednost firme.)
MATCH@E:(Application of these propositions should help managers to make better decisions to maximize the value of a firm.===>Primenom ovih predloga menadžeri će biti u mogućnosti da donesu bolje odluke o tome kako da maksimizuju vrednost firme.)
MATCH@M:(Human resource management in newborn, innovative companies plays one of the most important roles, the one which is based on creative digital strategies.===>Upravljanje ljudskim resursima u novonastalim, inovativnim kompanijama dobilo je jednu od najznačajnijih uloga u njihovoj postavci, koja se zasniva na kreativnim digitalnim strategijama.)
MATCH@E:(Human resource management in newborn, innovative companies plays one of the most important roles, the one which is based on creative digital strategies.===>Upravljanje ljudskim resursima u novonastalim, inovativnim kompanijama dobilo je jednu od najznačajnijih uloga u njihovoj postavci, koja se zasniva na kreativnim digitalnim strategijama.)
MATCH@M:(This paper observes basic theoretical postulates of these companies, their approaches to human resource management, the overview of new workplaces which are planned by infrastructure that is based on the Internet and ICT, as well as the work place analysis of a successfull virtual company in our enviroment.===>Ovaj rad obuhvata osnovne teorijske postavke ovih kompanija, njihove pristupe upravljanju ljudskim resursima, pregled novonastalih radnih mesta koje donosi infrastruktura zasnovana na Internetu i ICT, kao i analizu radnih mesta jedne uspešne virtuelne kompanije u našoj sredini.)
MATCH@E:(This paper observes basic theoretical postulates of these companies, their approaches to human resource management, the overview of new workplaces which are planned by infrastructure that is based on the Internet and ICT, as well as the work place analysis of a successfull virtual company in our enviroment.===>Ovaj rad obuhvata osnovne teorijske postavke ovih kompanija, njihove pristupe upravljanju ljudskim resursima, pregled novonastalih radnih mesta koje donosi infrastruktura zasnovana na Internetu i ICT, kao i analizu radnih mesta jedne uspešne virtuelne kompanije u našoj sredini. 1.)
MATCH@M:(The new economy has been the issue of discussions since 1997, when a strong ten-year long economic growth in the U.S.A. could not be described by the then prevailing methods of evaluation, and the general attitude was that the roots of this great expansion of the post-industrial society lie in the implementation of ICT (information-communicational technologies) and its strong influence upon the organization, inovation, costs, development, and productivity.===>O novoj ekonomiji govori se od 1997. godine, kada snažan desetogodišnji rast ekonomije SAD nije mogao biti opisan tada aktuelnim metodama vrednovanja, već je zaključeno da se osnova ove velike ekspanzije post-industrijskog društva nalazi u primeni ICT (informaciono-komunikacionih tehnologija) i njenom snažnom uticaju na organizaciju, inovativnost, troškove, razvoj i produktivnost.)
MATCH@E:(1. ~~~ The basics of new economy The new economy has been the issue of discussions since 1997, when a strong ten-year long economic growth in the U.S.A. could not be described by the then prevailing methods of evaluation, and the general attitude was that the roots of this great expansion of the post-industrial society lie in the implementation of ICT (information-communicational technologies) and its strong influence upon the organization, inovation, costs, development, and productivity.===>Osnovne postavke nove ekonomije O novoj ekonomiji govori se od 1997. godine, kada snažan desetogodišnji rast ekonomije SAD nije mogao biti opisan tada aktuelnim metodama vrednovanja, već je zaključeno da se osnova ove velike ekspanzije post-industrijskog društva nalazi u primeni ICT (informaciono-komunikacionih tehnologija) i njenom snažnom uticaju na organizaciju, inovativnost, troškove, razvoj i produktivnost.)
MATCH@M:(The implementation of the ICT is accompanied by a specific paradox: a significant, many decades long growth in its implementation is accompanied by a steady fall in its prices [11].===>Primenu ICT prati svojevrsni paradoks: značajno višedecenijsko povećanje njene primene prati isto tako i stalni pad njenih cena [11].)
MATCH@E:(The implementation of the ICT is accompanied by a specific paradox: a significant, many decades long growth in its implementation is accompanied by a steady fall in its prices Š11Ë.===>Primenu ICT prati svojevrsni paradoks: značajno višedecenijsko povećanje njene primene prati isto tako i stalni pad njenih cena Š11Ë.)
MATCH@M:(The direct consequences of this trend are very serious and complex tasks put before the software industry as well as large investments into the ICT worldwide.===>Direktna posledica ovog trenda su vrlo ozbiljni i složeni zadaci postavljeni pred softversku industriju i velika ulaganja u ICT u celom svetu.)
MATCH@E:(The direct consequences of this trend are very serious and complex tasks put before the software industry as well as large investments into the ICT worldwide.===>Direktna posledica ovog trenda su vrlo ozbiljni i složeni zadaci postavljeni pred softversku industriju i velika ulaganja u ICT u celom svetu.)
MATCH@M:(Thus the new economy becomes a global phenomenon.===>Time nova ekonomija postaje globalni fenomen.)
MATCH@E:(Thus the new economy becomes a global phenomenon.===>Time nova ekonomija postaje globalni fenomen.)
MATCH@M:(The starting point for creating a strategy in the classic economy was traditionally a company whose strategy is defined.===>Polazna tačka za postavljanje strategije u klasičnoj ekonomiji tradicionalno je bila kompanija čija se strategija postavlja.)
MATCH@E:(The starting point for creating a strategy in the classic economy was traditionally a company whose strategy is defined.===>Polazna tačka za postavljanje strategije u klasičnoj ekonomiji tradicionalno je bila kompanija čija se strategija postavlja.)
MATCH@M:(The new economy does not accept this and places the focus of the process of creating the business strategy upon new forms of creating new values.===>Nova ekonomija to ne prihvata i fokus procesa postavljanja poslovne strategije pomera na nove oblike stvaranja novih vrednosti.)
MATCH@E:(The new economy does not accept this and places the focus of the process of creating the business strategy upon new forms of creating new values.===>Nova ekonomija to ne prihvata i fokus procesa postavljanja poslovne strategije pomera na nove oblike stvaranja novih vrednosti.)
MATCH@M:(Competition on the market is directed towards the innovation of the model of business operations which is in turn directed towards using a new business network created by the Internet, where the companies compete in offering the customers the new values in their products and services.===>Nadmetanje na tržištu usmereno je na inoviranje modela poslovanja usmerenog na iskorišćenje nove poslovne mreže koju donosi Internet, pri čemu se konkurenti takmiče ko će kupcima bolje pružiti nove vrednosti u svojim proizvodima i uslugama.)
MATCH@E:(Competition on the market is directed towards the innovation of the model of business operations which is in turn directed towards using a new business network created by the Internet, where the companies compete in offering the customers the new values in their products and services.===>Nadmetanje na tržištu usmereno je na inoviranje modela poslovanja usmerenog na iskorišćenje nove poslovne mreže koju donosi Internet, pri čemu se konkurenti takmiče ko će kupcima bolje pružiti nove vrednosti u svojim proizvodima i uslugama.)
MATCH@M:(The innovations in the sales channels, in the product itself or in the distribution, the improvement of business operations, the cost reduction or complying with the demands of individual customers are some of the most frequent ways of new values creation [15].===>Inovacije u kanalima prodaje, samom proizvodu ili njihovoj distribuciji, unapređenje dotadašnjeg poslovanja, smanjenje troškova ili prilagođavanje željama pojedinih kupaca neki su od najčešćih načina stvaranja novih vrednosti [15].)
MATCH@E:(The innovations in the sales channels, in the product itself or in the distribution, the improvement of business operations, the cost reduction or complying with the demands of individual customers are some of the most frequent ways of new values creation Š15Ë.===>Inovacije u kanalima prodaje, samom proizvodu ili njihovoj distribuciji, unapređenje dotadašnjeg poslovanja, smanjenje troškova ili prilagođavanje željama pojedinih kupaca neki su od najčešćih načina stvaranja novih vrednosti Š15Ë.)
MATCH@M:(In these new circumstances the companies have realised that they can no longer rely on on the existing modes of doing business and creating new value.===>U ovakvim uslovima kompanije su shvatile da se više ne mogu oslanjati na postojeće modalitete poslovanja i stvaranja nove vrednosti.)
MATCH@E:(In these new circumstances the companies have realised that they can no longer rely on on the existing modes of doing business and creating new value.===>U ovakvim uslovima kompanije su shvatile da se više ne mogu oslanjati na postojeće modalitete poslovanja i stvaranja nove vrednosti.)
MATCH@M:(Building the business based on the premises of new economy often requires that a complete breakdown be made with the classic concepts and that an entirely new model be created, widely different from any classical concepts.===>Izgradnja poslovanja zasnovanih na postulatima nove ekonomije često zahteva potpuni raskid sa klasičnim konceptima i postavljanje potpuno novog modela, koji je potpuno različit od svih klasičnih koncepata.)
MATCH@E:(Building the business based on the premises of new economy often requires that a complete breakdown be made with the classic concepts and that an entirely new model be created, widely different from any classical concepts.===>Izgradnja poslovanja zasnovanih na postulatima nove ekonomije često zahteva potpuni raskid sa klasičnim konceptima i postavljanje potpuno novog modela, koji je potpuno različit od svih klasičnih koncepata.)
MATCH@M:(According to Spremic, the customers who make their purchases using information-communicational infrastructure expect, in addition to high quality, favourable prices of products and services, whereas the owners and shareholders, on the other hand, focus upon the profit that is to result from such a type of business.===>Prema Spremiću, kupci koji kupuju putem infor-maciono-komunikacione infrastrukture očekuju, pored visokog kvaliteta, povoljne cene proizvoda i usluga, a vlasnici i deoničari, sa druge strane, u svom fokusu imaju profit od ovakvog načina poslovanja.)
MATCH@E:(According to Spremić Š20Ë, the customers who make their purchases using information-communicational infrastructure expect, in addition to high quality, favourable prices of products and services, whereas the owners and shareholders, on the other hand, focus upon the profit that is to result from such a type of business.===>Prema Spremiću Š20Ë, kupci koji kupuju putem informaciono-komunikacione infrastrukture očekuju, pored visokog kvaliteta, povoljne cene proizvoda i uslu ga, a vlasnici i deoničari, sa druge strane, u svom fokusu imaju profit od ovakvog načina poslovanja.)
MATCH@M:(On the third hand, the globalized, turbulent market does not leave much space for the companies to relax, but imposes on them the demands that they always offer new values to the customers at lower prices, and to earn profit to their owners and shareholders.===>Sa treće strane, globalizovano, turbulentno tržište ne ostavlja mnogo mogućnosti kompanijama da se opuste, već im nameće zahteve da kupcima stalno nude nove vredno-sti po nižoj ceni, pri čemu su u obavezi da donose profit svojim vlasnicima i deoničarima.)
MATCH@E:(On the third hand, the globalized, turbulent market does not leave much space for the companies to relax, but imposes on them the demands that they always offer new values to the customers at lower prices, and to earn profit to their owners and shareholders.===>Sa treće strane, globalizovano, turbulentno tržište ne ostavlja mnogo mogućnosti kompanijama da se opuste, već im nameće zahteve da kupcima stalno nude nove vrednosti po nižoj ceni, pri čemu su u obavezi da donose profit svojim vlasnicima i deoničarima.)
MATCH@M:(Thus the business environment is exposed to constant uncertainty and ample changes, and prompt response has become a must.===>Tako je poslovno okruženje izloženo stalnoj neizvesnosti i velikim pro-menama, a brzina reagovanja je postala neminovnost.)
MATCH@E:(Thus the business environment is exposed to constant uncertainty and ample changes, and prompt response has become a must.===>Tako je poslovno okruženje izloženo stalnoj neizvesnosti i velikim promenama, a brzina reagovanja je postala neminovnost.)
MATCH@M:(The actual moving force of the new economy is knowledge, described by a model of asymetric information, according to which the market is no longer based on the offer-demand relations, but the greatest advantage in this trade relation belongs to a better-informed party, the one who has more knowledge.===>Suštinski pokretač nove ekonomije je znanje, opisano modelom asimetrične informisanosti, prema kojem se tržište više ne zasniva na odnosu ponude i potražnje, već glavnu prednost ima ona strana u kupo-prodajnom odnosu koja je bolje informisana, tj. poseduje više znanja.)
MATCH@E:(The actual moving force of the new economy is knowledge, described by a model of asymetric information, according to which the market is no longer based on the offer-demand relations, but the greatest advantage in this trade relation belongs to a better-informed party, the one who has more knowledge.===>Suštinski pokretač nove ekonomije je znanje, opisano modelom asimetrične informisanosti, prema kojem se tržište više ne zasniva na odnosu ponude i potražnje, već glavnu prednost ima ona strana u kupo-prodajnom odnosu koja je bolje informisana, tj. poseduje više znanja.)
MATCH@M:(The cost of lack of knowledge,i.e., the difference in knowledge in the new economy governed transactions has to be paid, and this is the main source of value that is earned on this market.===>Cena neznanja, odnosno razlike u njihovim znanjima se, u transakcijama nove ekonomije, uvek mora platiti i to je glavni izvor vrednosti koja se prihoduje na ovom tržištu.)
MATCH@E:(The cost of lack of knowledge, i.e., the difference in knowledge in the new economy governed transactions has to be paid, and this is the main source of value that is earned on this market.===>Cena neznanja, odnosno razlike u njihovim znanjima se, u transakcijama nove ekonomije, uvek mora platiti i to je glavni izvor vrednosti koja se prihoduje na ovom tržištu.)
MATCH@M:(The implementation of this knowledge is the initial trigger for all the mentioned changes, making it possible for business people to be essentially innovative and creative.===>Implementacija ovog znanja predstavlja inicijalnu kapislu za sve navedene promene, omogućavajući poslovnim ljudima da budu suštinski inovativni i kreativni.)
MATCH@E:(The implementation of this knowledge is the initial trigger for all the mentioned changes, making it possible for business people to be essentially innovative and creative.===>Implementacija ovog znanja predstavlja inicijalnu kapislu za sve navedene promene, omogućavajući poslovnim ljudima da budu suštinski inovativni i kreativni.)
MATCH@M:(The requirements and expectations from the employees set in such a way bring the Human Resource Management (HRM) into the focus of interest of the managements of the companies based on the ICT and the Internet infrastructure.===>Ovako postavljeni zahtevi i očekivanja od zaposlenih dovode upravljanje ljudskim resursima (Human Resource Management - HRM) u fokus interesa menadžmenta kompanija koje su zanovane na ICT i infrastrukturi Interneta.)
MATCH@E:(The requirements and expectations from the employees set in such a way bring the Human Resource Management (HRM) into the focus of interest of the managements of the companies based on the ICT and the Internet infrastructure.===>Ovako postavljeni zahtevi i očekivanja od zaposlenih dovode upravljanje ljudskim resursima (Human Resource Management HRM) u fokus interesa menadžmenta kompanija koje su zanovane na ICT i infrastrukturi Interneta.)
MATCH@M:(The HRM is an approach actualised in the 1980s as part of organized restructuring of processes in the companies.===>HRM je pristup aktueliziran u 80-im godinama prošlog veka kao deo organizovanog ponovnog osmišljavanja procesa u kompanijama.)
MATCH@E:(The development of the hrm idea The HRM is an approach actualised in the 1980s as part of organized restructuring of processes in the companies.===>Razvoj ideje hrm HRM je pristup aktueliziran u 80-im godinama prošlog veka kao deo organizovanog ponovnog osmišljavanja procesa u kompanijama.)
MATCH@M:(The idea of managing the employees emerged with the growth and the diversification of the companies’ fields of work.===>Ideja menadžmenta zaposlenima narastala je sa rastom i raznovrsnošću oblasti delovanja kompanija.)
MATCH@E:(The idea of managing the employees emerged with the growth and the diversification of the companies fields of work.===>Ideja menadžmenta zaposlenima narastala je sa rastom i raznovrsnošću oblasti delovanja kompanija.)
MATCH@M:(The flow of events in the usual processes brought fundamental changes in personnel management.===>Obrt događaja kod uobičajenih poslovnih procesa doneo je i fundamentalne promene upravljanja kadrovima.)
MATCH@E:(The flow of events in the usual processes brought fundamental changes in personnel management.===>Obrt događaja kod uobičajenih poslovnih procesa doneo je i fundamentalne promene upravljanja kadrovima.)
MATCH@M:(Its further development gave rise to the HRM, where the previous personnel files keeping grows into a type of employee management in the company, on which we can find significant analyses and discussions in literature [10].===>Njegov dalji razvoj doveo je do pojave HRM, kod kojeg se prethodno vođene kadrovske evidencije proširuju u jednu vrstu menadžmenta zaposlenima u kompaniji, o čemu u literaturi nailazimo na značajne analize i diskusije [10].)
MATCH@E:(Its further development gave rise to the HRM, where the previous personnel files keeping grows into a type of employee management in the company, on which we can find significant analyses and discussions in literature Š10Ë.===>Njegov dalji razvoj doveo je do pojave HRM, kod kojeg se prethodno vođene kadrovske evidencije proširuju u jednu vrstu menadžmenta zaposlenima u kompaniji, o čemu u literaturi nailazimo na značajne analize i diskusije Š10Ë.)
MATCH@M:(From the strategy point of view, the HRM is an organizational function directed towards supplying adequate human resources for a certain company.===>Iz ugla strategije, HRM prestavlja organizacionu funkciju usmerenu na obezbeđivanje odgovarajućih ljudskih resursa za određenu organizaciju.)
MATCH@E:(From the strategy point of view, the HRM is an organizational function directed towards supplying adequate human resources for a certain company.===>Iz ugla strategije, HRM prestavlja organizacionu funkciju usmerenu na obezbeđivanje odgovarajućih ljudskih resursa za određenu organizaciju.)
MATCH@M:(Thus the HRM is not only the responsibility of personnel departments, but also of managers in the entire environment.===>Tako HRM više nije samo odgovornost kadrovskih službi, već i menadžera u kompletnom okruženju.)
MATCH@E:(Thus the HRM is not only the responsibility of personnel departments, but also of managers in the entire environment.===>Ta ko HRM više nije samo odgovornost kadrovskih službi, već i menadžera u kompletnom okruženju.)
MATCH@M:(It includes the objectives that embrace both the employees, the work processes, the change management and employee files, i.e., all the key components, indispensable in corporate functioning [23].===>Ono sadrži ciljeve u koje su uključeni zaposleni, radni procesi, upravljanje promenama i evidencije zaposlenih, tj. svih bitnih i neophodnih komponenti za funkcioni-sanje kompanije [23].)
MATCH@E:(It includes the objectives that embrace both the employees, the work processes, the change management and employee files, i.e., all the key components, indispensable in corporate functioning Š23Ë.===>Ono sadrži ciljeve u koje su uključeni zaposleni, radni procesi, upravljanje promenama i evidencije zaposlenih, tj. svih bitnih i neophodnih komponenti za funkcionisanje kompanije Š23Ë.)
MATCH@M:(The HRM function means recruiting, estimating, motivating and retaining the employees who are necessary in order that the company should do business effectively.===>Funkcija HRM odnosi se na privlačenje, procenjiva-nje, motivisanje i zadržavanje zaposlenih potrebnih da bi kompanija efektivno funkcionisala.)
MATCH@E:(The HRM function means recruiting, estimating, motivating and retaining the employees who are necessary in order that the company should do business effectively.===>Funkcija HRM odnosi se na privlačenje, procenjivanje, motivisanje i zadržavanje zaposlenih potrebnih da bi kompanija efektivno funkcionisala.)
MATCH@M:(This function is also responsible for the activities such as training of employees and the management of the company, planning generally approved activities and the evaluation of safety of the work environment.===>Ova funkcija je takođe odgovorna i za aktivnosti kao što su obuka zaposlenih i menadžmenta kompanije, planiranje opšteprihvatljivih akcija i procena sigurnosti radnog okruženja.)
MATCH@E:(This function is also responsible for the activities such as training of employees and the management of the company, planning generally approved activities and the evaluation of safety of the work environment Š4Ë.===>Ova funkcija je takođe odgovorna i za aktivnosti kao što su obuka zaposlenih i menadžmenta kompanije, planiranje opšteprihvatljivih akcija i procena sigurnosti radnog okruženja Š4Ë.)
MATCH@M:(Similarly, the value chain of business companies generally has a complete level that (according to quotations in [1]) includes recruiting, hiring, retaining in the company, training, career development, compensations, administration of values achieved and negotiating the planned activities at work.===>Slično navedenom, vrednosni lanac poslovnih kompanija obično sadrži jedan kompletan sloj koji (prema navodima u [1]) sadrži regrutovanje, zapošljavanje, zadržavanje u kompaniji, obuku, razvoj karijere, kompenzacije, administraciju ostvarenih dobiti i pregovaranje o predviđenim radnim aktivnostima.)
MATCH@E:(Similarly, the value chain of business companies generally has a complete level that (according to quotations in Š1Ë) includes recruiting, hiring, retaining in the company, training, career development, compensations, administration of values achieved and negotiating the planned activities at work.===>Slično navedenom, vrednosni lanac poslovnih kompanija obično sadrži jedan kompletan sloj koji (prema navodima u Š1Ë) sadrži regrutovanje, zapošljavanje, zadržavanje u kompaniji, obuku, razvoj karijere, kompenzacije, administraciju ostvarenih dobiti i pregovaranje o predviđenim radnim aktivnostima.)
MATCH@M:(The main objective of these activities may be matching the appropriate people to their respective jobs, and, on the basis of the results of this, all the other activities in the company.===>Kao glavni cilj iz ovih aktivnosti može se izvesti uparivanje odgovarajućih ljudi sa raspoloživim poslovima, a rezultate toga omogućava sve druge aktivnosti u kompaniji.)
MATCH@E:(The main objective of these activities may be matching the appropriate people to their respective jobs, and, on the basis of the results of this, all the other activities in the company.===>Kao glavni cilj iz ovih aktivnosti može se izvesti uparivanje odgovarajućih ljudi sa raspoloživim poslovima, a rezultate toga omogućava sve druge aktivnosti u kompaniji.)
MATCH@M:(Since the activities related to human resources may in-elude factors from both inside and outside the company, the demand for effective HRM strategies becomes more important as companies face an ever greater competition, participate in the global market, suffer continuous technological changes and, especially, interact with business partners by means of direct transactions over the Internet.===>Kako aktivnosti sa ljudskim resursima mogu uključiti faktore unutar i izvan kompanije, potreba za efektivnim strategijama HRM postaje značajnija kada kompanije dobijaju sve veću konkurenciju, učestvuju u globalnom tržištu, trpe stalne tehnološke promene i, posebno, kada dolaze u interakcije sa poslovnim partnerima preko direktnih transakcija na Internetu.)
MATCH@E:(Since the activities related to human resources may in clude factors from both inside and outside the company, the demand for effective HRM strategies becomes more important as companies face an ever greater competition, participate in the global market, suffer continuous technological changes and, especially, interact with business partners by means of direct transactions over the Internet Š3Ë.===>Kako aktivnosti sa ljudskim resursima mogu uključiti faktore unutar i izvan kompanije, potreba za efektivnim strategijama HRM postaje značajnija kada kompanije dobijaju sve veću konkurenciju, učestvuju u globalnom tržištu, trpe stalne tehnološke promene i, posebno, kada dolaze u interakcije sa poslovnim partnerima preko direktnih transakcija na Internetu Š3Ë.)
MATCH@M:(If the company management understands the mentioned HRM functions and its specific features in a given organization, the company has good chances to create a plan to support digital activities included in the HRM in the company.===>Ukoliko menadžment kompanije shvata navedene funkcije HRM i njene specifičnosti u određenoj organizaciji, ona je na dobrom putu da formira plan kojim će podržati digitalne aktivnosti uključene u HRM kompanije.)
MATCH@E:(If the company management understands the mentioned HRM functions and its specific features in a given organization, the company has good chances to create a plan to support digital activities included in the HRM in the company.===>Ukoliko menadžment kompanije shvata navedene funkcije HRM i njene specifičnosti u određenoj organizaciji, ona je na dobrom putu da formira plan kojim će podržati digitalne aktivnosti uključene u HRM kompanije. 3.)
MATCH@M:(In order to achieve this goal they must have a strategy.===>Da bi to ostvarile, neophodno je da imaju strategiju.)
MATCH@E:(In order to achieve this goal they must have a strategy.===>Da bi to ostvarile, neophodno je da imaju strategiju.)
MATCH@M:(Andrews defines the business strategy as a path with the decisions within the company that serve to determine and identify the objects, purposes and goals on the basis of which general policies and plans for achieving given goals are defined, as well as the level of business the company aims to achieve.===>Andrews definše poslovnu strategiju kao put sa odlukama unutar kompanije kojim se determinišu i otkrivaju objekti, svrhe i ciljevi na osnovu kojih se kreiraju opšte politike i planovi za postizanje navedenih ciljeva i definiše nivo poslovanja koji kompanija namerava da postigne.)
MATCH@E:(Andrews defines the business strategy as a path with the decisions within the company that serve to determine and identify the objects, purposes and goals on the basis of which general policies and plans for achieving given goals are defined, as well as the level of business the company aims to achieve Š12Ë.===>Andrews definše poslovnu strategiju kao put sa odlukama unutar kompanije kojim se determinišu i otkrivaju objekti, svrhe i ciljevi na osnovu kojih se kreiraju opšte politike i planovi za postizanje navedenih ciljeva i definiše nivo poslovanja koji kompanija namerava da postigne Š12Ë.)
MATCH@M:(Porter maintains that the Internet can be used to create economic value only in cases the technology brings profitability, and these are the industry structure and the sustainable advantage in comparison to the competition.===>Porter smatra da Internet može biti iskorišćen za kreiranje ekonomske vrednosti samo kada tehnologija donosi profitabilnost usmeravanjem na dva pokretača profitabilnosti, a to su struktura industrije i održiva prednost u odnosu na konkurenciju.)
MATCH@E:(Porter Š16Ë maintains that the Internet can be used to create economic value only in cases the technology brings profitability, and these are the industry structure and the sustainable advantage in comparison to the competition.===>Porter Š16Ë smatra da Internet može biti iskorišćen za kreiranje ekonomske vrednosti samo kada tehnologija donosi profitabilnost usmeravanjem na dva pokretača profitabilnosti, a to su struktura industrije i održiva prednost u odnosu na konkurenciju.)
MATCH@M:(On such a basis the author claims that electronic commerce is a moving force with a powerful set of tools that may be used, cleverly or not so cleverly, as a strategy basis in every industry.===>Na osnovu toga, ovaj autor zaključuje da je elektronska trgovina pokretač sa snažnim skupom alata koji mogu biti ko-rišćeni, pametno ili ne baš pametno, u svakoj industrijskoj grani kao osnova za strategiju.)
MATCH@E:(On such a basis the author claims that electronic commerce is a moving force with a powerful set of tools that may be used, cleverly or not so cleverly, as a strategy basis in every industry.===>Na osnovu toga, ovaj autor zaključuje da je elektronska trgovina pokretač sa snažnim skupom alata koji mogu biti korišćeni, pametno ili ne baš pametno, u svakoj industrijskoj grani kao osnova za strategiju.)
MATCH@M:(In the process of defining the digital strategy the companies do their best to create their digital future.===>U procesu for-mulisanja digitalne strategije kompanije izvršavaju svoje najveće napore da bi kreirale svoju digitalnu budućnost.)
MATCH@E:(In the process of defining the digital strategy the companies do their best to create their digital future.===>U procesu formulisanja digitalne strategije kompanije izvršavaju svoje najveće napore da bi kreirale svoju digitalnu budućnost.)
MATCH@M:(The organizational function is a key activity within an organization and incorporates research and development, marketing, financing and the HRM.===>Organizaciona funkcija je ključna aktivnost u okviru jedne organizacije i ona uključuje istraživanje i razvoj, marketing, finansije i HRM.)
MATCH@E:(The organizational function is a key activity within an organization and incorporates research and development, marketing, financing and the HRM.===>Organizaciona funkcija je ključna aktivnost u okviru jedne organizacije i ona uključuje istraživanje i razvoj, marketing, finansije i HRM.)
MATCH@M:(The companies that use electronic infrastructure in their business must pay special attention to the employees’ pay, because it is constantly rising.===>Kompanije koje koriste elektronsku infrastrukturu u svom poslu moraju posvetiti posebnu pažnju platama zaposlenih, jer su one u stalnom rastu.)
MATCH@E:(Ict implementation in hrm The companies that use electronic infrastructure in their business must pay special attention to the employees pay, because it is constantly rising Š6Ë.===>Primena ict u hrm Kompanije koje koriste elektronsku infrastrukturu u svom poslu moraju posvetiti posebnu pažnju platama zaposlenih, jer su one u stalnom rastu Š6Ë.)
MATCH@M:(Since the ICT experts usually have different needs and demands, they are not happy with a remuneration system fixed in advance, hence in such cases usually flexible conditions are favoured, where these expert may choose among a range of bonuses such as flexible working hours, child care, language or driving courses, accomodation, etc.===>Kako su eksperti za ICT cesto sa vrlo različitim potrebama i zahtevima, unapred fiksirani sistem nagrađivanja njima često ne odgovara, tako da se u ovim slučajevima često pristupa fleksibilnim uslovima, pri čemu ovi eksperti mogu da biraju između različitog izbora povlastica kao što su pokretno radno vreme, uslovi za brigu o deci, časovi jezika i vožnje, mogućnost smeštaja isl.)
MATCH@E:(Since the ICT experts usually have different needs and demands, they are not happy with a remuneration system fixed in advance, hence in such cases usually flexible conditions are favoured, where these expert may choose among a range of bonuses such as flexible working hours, child care, language or driving courses, accomodation, etc.===>Kako su eksperti za ICT često sa vrlo različitim potrebama i zahtevima, unapred fiksirani sistem nagrađivanja njima često ne odgovara, tako da se u ovim slučajevima često pristupa fleksibilnim uslovima, pri čemu ovi eksperti mogu da biraju između različitog izbora povlastica kao što su pokretno radno vreme, uslovi za brigu o deci, časovi jezika i vožnje, mogućnost smeštaja isl.)
MATCH@M:(i.e., there is a relationship between the complexity and the job satisfaction: the monotony of repetition of the jobs that do not require special skills leads to frustrations and boredom [6].===>odnosno postoji relacija između kompleksnosti i zadovoljstva poslom: jednoličnost ponavljanja poslova za koje nisu potrebne značajne veštine vodi ka frustracijama i dosadi [6].)
MATCH@E:(Dissatisfaction with work is usually connected with the design of work places. ~~~ i.e., there is a relationship between the complexity and the job satisfaction: the monotony of repetition of the jobs that do not require special skills leads to frustrations and boredom Š6Ë.===>Nezadovoljstvo poslom povezano je sa dizajnom radnih mesta, odnosno postoji relacija između kompleksnosti i zadovoljstva poslom: jednoličnost ponavljanja poslova za koje nisu potrebne značajne veštine vodi ka frustracijama i dosadi Š6Ë.)
MATCH@M:(Therefore the redesign of these jobs, accompanied with an adequate training, may be of significant help in such situations.===>Tako redizajn ovakvih poslova uz odgovarajuću obuku može značajno pomoći u ovakvim slučajevima.)
MATCH@E:(Therefore the redesign of these jobs, accompanied with an adequate training, may be of significant help in such situations.===>Tako redizajn ovakvih poslova uz odgovarajuću obuku može značajno pomoći u ovakvim slučajevima.)
MATCH@M:(The ICT implementation brings an essential change into the work place design.===>Implementacija ICT menja suštinski dizajn radnih mesta.)
MATCH@E:(The ICT implementation brings an essential change into the work place design.===>Implementacija ICT menja suštinski dizajn radnih mesta.)
MATCH@M:(The implications are felt in the requirements for necessary skills and roles of individuals in the work process.===>Implikacije se osećaju na zahtevima za neophodnim veštinama i ulogama pojedinaca u radnom procesu.)
MATCH@E:(The implications are felt in the requirements for necessary skills and roles of individuals in the work process.===>Implikacije se osećaju na zahtevima za neophodnim veštinama i ulogama pojedinaca u radnom procesu.)
MATCH@M:(Thus the emergence of call-centres radically changed the standard design of workplaces, since in this case it is necessary to repeat the activities endlessly, incessantly talking to the customers over the telephone, simultaneously monitoring the information enetered by the supervisor [6].===>Tako je pojava call-centara suštinski promenila standardni dizajn radnih mesta, jer je u ovom slučaju neophodno stalno ponavljati akcije u radu, stalno telefonirati sa kupcima uz neprestani nadzor nad evidentiranim informacijama od strane supervizora [6].)
MATCH@E:(Thus the emergence of callcentres radically changed the standard design of workplaces, since in this case it is necessary to repeat the activities endlessly, incessantly talking to the customers over the telephone, simultaneously monitoring the information enetered by the supervisor Š6Ë.===>Tako je pojava call-centara suštinski promenila standardni dizajn radnih mesta, jer je u ovom slučaju neophodno stalno ponavljati akcije u radu, stalno telefonirati sa kupcima uz neprestani nadzor nad evidentiranim informacijama od strane supervizora Š6Ë.)
MATCH@M:(Thus the technology implementation centralised the functions and influenced the redesigning of jobs, the employees no longer being in a position to rely on their personal information on customers.===>Tako je implementacija tehnologija centralizovala funkcije i uticala na redizajn poslova, a zaposleni se više ne mogu oslanjati na svoje lične informacije o kupcima.)
MATCH@E:(Thus the technology implementation centralised the functions and influenced the redesigning of jobs, the employees no longer being in a position to rely on their personal information on customers.===>Tako je implementacija tehnologija centralizovala funkcije i uticala na redizajn poslova, a zaposleni se više ne mogu oslanjati na svoje lične informacije o kupcima.)
MATCH@M:(In this way the local knowledge was transferred into the computer database.===>Tako je lokalno znanje preneto u bazu podataka računara.)
MATCH@E:(In this way the local knowledge was transferred into the computer database.===>Tako je lokalno znanje preneto u bazu podataka računara.)
MATCH@M:(Central to these factors are people that will make their through a process of superior organizational trainingimplementation possible and the work in a new work environment created by the digital strategy.===>U centru ovih faktora su ljudi koji će omogućiti njihovu primenu i rad u novom poslovnom okruženju koje donosi digitalna strategija.)
MATCH@E:(Central to these factors are people that will make their implementation possible and the work in a new work environment created by the digital strategy.===>U centru ovih faktora su ljudi koji će omogućiti njihovu primenu i rad u novom poslovnom okruženju koje donosi digitalna strategija.)
MATCH@M:(When the company decides to undertake strategic actions, the role of the organizational part of the company in charge of human resources is to prepare the employees who will help execute this strategy.===>Kada kompanija odluči da preduzme strateške akcije, uloga organizacionog dela kompanije koji je zadužen za ljudske resurse je da pripremi zaposlene koji će pomoći da strategija bude ostvarena.)
MATCH@E:(When the company decides to undertake strategic actions, the role of the organizational part of the company in charge of human resources is to prepare the employees who will help execute this strategy. ~~~ 4.===>Kada kompanija odluči da preduzme strateške akcije, uloga organizacionog dela kompanije koji je zadužen za ljudske resurse je da pripremi zaposlene koji će pomoći da strategija bude ostvarena. 4.)
MATCH@M:(The concepts of new skills required from the employees brings into the focus of the strategy the idea of organized learning.===>Koncepti novih veština među zaposlenima donosi ideju organizovanog učenja u fokus strategije.)
MATCH@E:(The concepts of new skills required from the employees brings into the focus of the strategy the idea of organized learning.===>Koncepti novih veština među zaposlenima donosi ideju organizovanog učenja u fokus strategije.)
MATCH@M:(Central to this idea is the company’s competence to effectively reconcile the different understandings, knowledge and mental models built on the previous knowledge and experiences, i.e., on memory [22].===>U centru ove ideje nalazi se sposobnost kompanije da efektivno ujednači podeljena shvatanja, znanja i mentalne modele izgrađene na prethodnom znanju i iskustvima, tj. na memoriji [22].)
MATCH@E:(Central to this idea is the companys competence to effectively reconcile the different understandings, knowledge and mental models built on the previous knowledge and experiences, i.e., on memory Š22Ë.===>U centru ove ideje nalazi se sposobnost kompanije da efektivno ujednači podeljena shvatanja, znanja i mentalne modele izgrađene na prethodnom znanju i iskustvima, tj. na memoriji Š22Ë.)
MATCH@M:(Successful companies have always been capable of accepting the techniques of learning on their own development and of understanding their own processes and functions, and consequently of achieving a dominant position in their field of work in skills and on the basis of their ability to make their vision real.===>Uspešne kompanije su uvek bile u mogućnosti da prihvate tehnike učenja o svom razvoju i da razumeju svoje procese i funkcije, te da zatim postignu dominantan položaj u svojoj oblasti rada pomoću procesa superiornog organizacionog obučavanja u veština-ma i na osnovu mogućnosti da sprovedu svoju viziju.)
MATCH@E:(Successful companies have always been capable of accepting the techniques of learning on their own development and of understanding their own processes and functions, and consequently of achieving a dominant position in their field of work through a process of superior organizational training in skills and on the basis of their ability to make their vision real.===>Uspešne kompanije su uvek bile u mogućnosti da prihvate tehnike učenja o svom razvoju i da razumeju svoje procese i funkcije, te da zatim postignu dominantan položaj u svojoj oblasti rada pomoću procesa superiornog organizacionog obučavanja u veštinama i na osnovu mogućnosti da sprovedu svoju viziju.)
MATCH@M:(An interesting example is Aetna Training Center, which after a long period of training employees in a classic way, decided to create a distance learning model, and thus managed to train 3,000 employees in 2 years.===>Zanimljiv primer vezan je za Aetna Training Center, koji je nakon dugog perioda obučavanja zaposlenih na klasičan način odlučio da formira model učenja na daljinu, kojim je za 2 godine obučio 3.000 zaposlenih,)
MATCH@E:(An interesting example is Aetna Training Center, described in Š4Ë, which after a long period of training employees in a classic way, decided to create a distance learning model, and thus managed to train 3,000 employees in 2 years.===>Zanimljiv primer vezan je za Aetna Training Center, opisan u Š4Ë, koji je nakon dugog perioda obučavanja zaposlenih na klasičan način odlučio da formira model učenja na daljinu, kojim je za 2 godine obučio 3.000 zaposlenih, koji su pokazali za 4% bolju obučenost od onih koji su obučavani u klasičnim učionicama.)
BAD_LINE_=============================================================
BAD_LINE_M:An interesting example is Aetna Training Center, which after a long period of training employees in a classic way, decided to create a distance learning model, and thus managed to train 3,000 employees in 2 years.
BAD_LINE_M:Zanimljiv primer vezan je za Aetna Training Center, koji je nakon dugog perioda obučavanja zaposlenih na klasičan način odlučio da formira model učenja na daljinu, kojim je za 2 godine obučio 3.000 zaposlenih,
BAD_LINE_E:An interesting example is Aetna Training Center, described in Š4Ë, which after a long period of training employees in a classic way, decided to create a distance learning model, and thus managed to train 3,000 employees in 2 years.
BAD_LINE_E:Zanimljiv primer vezan je za Aetna Training Center, opisan u Š4Ë, koji je nakon dugog perioda obučavanja zaposlenih na klasičan način odlučio da formira model učenja na daljinu, kojim je za 2 godine obučio 3.000 zaposlenih, koji su pokazali za 4% bolju obučenost od onih koji su obučavani u klasičnim učionicama.
MATCH@M:(Allowing all the employees, on all levels, to access the company information and share their ideas with others erases vertical barriers in the company.===>Omogućavanje svim zaposlenima na svim nivoima da pristupaju kompanijskim informacijama i da svoje ideje dostave drugima ukidaju se vertikalne granice u kompaniji.)
MATCH@E:(Allowing all the employees, on all levels, to access the company information and share their ideas with others erases vertical barriers in the company.===>Omogućavanje svim zaposlenima na svim nivoima da pristupaju kompanijskim informacijama i da svoje ideje dostave drugima ukidaju se vertikalne granice u kompaniji.)
MATCH@M:(As such an organization also erases horizontal barriers, a logical conclusion follows that the Internet can tear off all the walls within the company [7].===>Kako se ovakvom organizacijom ukidaju i horizontalne granice, logičan je zaključak da Internet može srušiti sve zidove unutar kompanije.)
MATCH@E:(As such an organization also erases horizontal barriers, a logical conclusion follows that the Internet can tear off all the walls within the company Š7Ë.===>Kako se ovakvom organizacijom ukidaju i horizontalne granice, logičan je zaključak da Internet može srušiti sve zidove unutar kompanije Š7Ë.)
MATCH@M:(In this way there would be no further need for the middle level of management, and the ICT experts would have more working space.===>Na ovaj način prestala bi potreba za srednjim slojem menadžera, a ICT eksperti dobili bi više prostora za rad.)
MATCH@E:(In this way there would be no further need for the middle level of management, and the ICT experts would have more working space.===>Na ovaj način prestala bi potreba za srednjim slojem menadžera, a ICT eksperti dobili bi više prostora za rad.)
MATCH@M:(The research into this approach to organization is limited, in the first place, by the trust related factors.===>Istraživanja na ovakvom pristupu organizacije ograničena su, pre svega, faktorima vezanim za poverenje.)
MATCH@E:(The research into this approach to organization is limited, in the first place, by the trust related factors.===>Istraživanja na ovakvom pristupu organizacije ograničena su, pre svega, faktorima vezanim za poverenje.)
MATCH@M:(The companies, however, increasingly invest into such a type of relations, thus improving the trust, the commitment to the company and a shared understanding of the goals of business activities, however the real benefits from these can be expected only after a longer period of implementation [19].===>Ipak, kompanije sve više investiraju u ovakav tip veza, jačajući na taj način poverenje, privrženost kompaniji i podeljeno razumevanje ciljeva poslovnih akcija, no prave koristi od ovoga očekuju se tek nakon dužih perioda primene [19].)
MATCH@E:(The companies, however, increasingly invest into such a type of relations, thus improving the trust, the commitment to the company and a shared understanding of the goals of business activities, however the real benefits from these can be expected only after a longer period of implementation Š19Ë. 5.===>Ipak, kompanije sve više investiraju u ovakav tip veza, jačajući na taj način poverenje, privrženost kompaniji i podeljeno razumevanje ciljeva poslovnih akcija, no prave koristi od ovoga očekuju se tek nakon dužih perioda primene Š19Ë. 5.)
MATCH@M:(Business organizations tend to increase the profit, to reduce the costs and to find the best way to employ all their resources: financial, material and human.===>Poslovne organizacije uvek pokušavaju da povećaju profit, smanje troškove i da na najbolji način angažu-ju sve svoje resurse: finansijske, materijalne i ljudske.)
MATCH@E:(The digital strategy and the strategic human resource management Business organizations tend to increase the profit, to reduce the costs and to find the best way to employ all their resources: financial, material and human.===>Digitalna strategija i strateško upravljanje ljudskim resursima Poslovne organizacije uvek pokušavaju da povećaju profit, smanje troškove i da na najbolji način angažuju sve svoje resurse: finansijske, materijalne i ljudske.)
MATCH@M:(And while, according to Nelson, the products and the financial markets are still important, the creation and realisation of new values is increasingly shifting towards the global market of talents.===>I dok su, prema Nelsonu proizvodi i finansijska tržišta još uvek bitni, kreiranje i ostvarivanje novih vrednosti sve se više premešta ka globalnom tržištu talenata.)
MATCH@E:(And while, according to Nelson Š14Ë, the products and the financial markets are still important, the creation and realisation of new values is increasingly shifting towards the global market of talents.===>I dok su, prema Nelsonu Š14Ë proizvodi i finansijska tržišta još uvek bitni, kreiranje i ostvarivanje novih vrednosti sve se više premešta ka globalnom tržištu talenata.)
MATCH@M:(A saying that is gaining importance in the modern business world is that 90 percent of value of successful companies leaves them every day at the end of the work time and go home.===>U savremenom poslovnom svetu danas je sve aktuelnija izreka da 90% vrednosti uspešnih kompanija svako popodne na kraju radnog vremena ih napušta u liftovima i odlazi svojim kućama.)
MATCH@E:(A saying that is gaining importance in the modern business world is that 90 percent of value of successful companies leaves them every day at the end of the work time and go home.===>U savremenom poslovnom svetu danas je sve aktuelnija izreka da 90% vrednosti uspešnih kompanija svako popodne na kraju radnog vremena ih napušta u liftovima i odlazi svojim kućama.)
MATCH@M:(The new economy ideas brought the employees into the centre of the company’s strategic values.===>Ideje nove ekonomije dovele su zaposlene u fokus kompanijinih strateških vrednosti.)
MATCH@E:(The new economy ideas brought the employees into the centre of the companys strategic values.===>Ideje nove ekonomije dovele su zaposlene u fokus kompanijinih strateških vrednosti.)
MATCH@M:(The SHRM is developed as an attempt to connect the policies and practices concerned with human resources into an organizational strategy for the purpose of achieving the advantages as regards competition.===>SHRM je razvijeno kao jedan pokušaj da se politike i prakse vezane za ljudske resurse povežu u organizacionu strategiju sa namerom da se postignu prednosti u odnosu na konkurenciju.)
MATCH@E:(The SHRM is developed as an attempt to connect the policies and practices concerned with human resources into an organizational strategy for the purpose of achieving the advantages as regards competition.===>SHRM je razvijeno kao jedan pokušaj da se politike i prakse vezane za ljudske resurse povežu u organizacionu strategiju sa namerom da se postignu prednosti u odnosu na konkurenciju.)
MATCH@M:(Therefore the elements of the SHRM comprise strategy formulation and strategy implementation.===>Osnovne komponente SHRM pristupa su formulisanje strategije i prime-na strategije.)
MATCH@E:(Therefore the elements of the SHRM comprise strategy formulation and strategy implementation.===>Osnovne komponente SHRM pristupa su formulisanje strategije i primena strategije.)
MATCH@M:(The key component in the company that attempts to establish a successful business strategy is made up of human resources.===>U kompaniji koja pokušava da uspostavi uspešnu poslovnu strategiju, ključnu komponentu čine ljudski resursi.)
MATCH@E:(The key component in the company that attempts to establish a successful business strategy is made up of human resources.===>U kompaniji koja pokušava da uspostavi uspešnu poslovnu strategiju, ključnu komponentu čine ljudski resursi.)
MATCH@M:(The HRM can safely be said to be a better way of understanding and managing the employes in the context of radical global and technological changes [8].===>Može se reći da HRM nudi bolji način za razumevanje i upravljanje zaposlenima u kontekstu radikalnih globalnih i tehnoloških promena [8].)
MATCH@E:(The HRM can safely be said to be a better way of understanding and managing the employes in the context of radical global and technological changes Š8Ë.===>Može se reći da HRM nudi bolji način za razumevanje i upravljanje zaposlenima u kontekstu radikalnih globalnih i tehnoloških promena Š8Ë.)
MATCH@M:(These authors also maintain that the HRM can be used to define the management’s limitations and policies related to creating interests, employment, the work of the employees, their pay and the work discipline.===>Isti autori smatraju da HRM može biti korišćen da bi se defini-sali ograničenja i politike menadžmenta koji se odnose na stvaranje interesa, zapošljavanje, rad zaposlenih, njihovo plaćanje i radnu disciplinu.)
MATCH@E:(These authors also maintain that the HRM can be used to define the managements limitations and policies related to creating interests, employment, the work of the employees, their pay and the work discipline.===>Isti autori smatraju da HRM može biti korišćen da bi se defini sali ograničenja i politike menadžmenta koji se odnose na stvaranje interesa, zapošljavanje, rad zaposlenih, njihovo plaćanje i radnu disciplinu.)
MATCH@M:(Hence the HRM becomes part of strategic management of the employees, by which the basis for a general business strategy is formed.===>Tako HRM postaje deo strateškog upravljanja zaposlenima, čime se formira osnova za opštu poslovnu strategiju.)
MATCH@E:(Hence the HRM becomes part of strategic management of the employees, by which the basis for a general business strategy is formed.===>Tako HRM postaje deo strateškog upravljanja zaposlenima, čime se formira osnova za opštu poslovnu strategiju.)
MATCH@M:(Such management includes the instruments for tuning human resources, such as the work places design, training and improvement, as well as the career develop-met structure.===>Ovo upraljanje uključuje instrumente podešavanja ljudskih resursa kao što su dizajn radnih mesta, obuka i usavršavanje i struktura razvoja karijere.)
MATCH@E:(Such management includes the instruments for tuning human resources, such as the work places design, training and improvement, as well as the career developmet structure.===>Ovo upraljanje uključuje instrumente podešavanja ljudskih resursa kao što su dizajn radnih mesta, obuka i usavršavanje i struktura razvoja karijere.)
MATCH@M:(The task of the strategy of the company developing on an ICT basis is to achieve a successful mix of two sets of skills - the skills required in managing relations among the employees, and the technical skills [17].===>Strategija kompanije čiji je razvoj zasnovan na ICT treba da postigne uspešnu mešavinu dva skupa veština - onih za upravljanje odnosima među zaposlenima, kao i tehničkih veština [17].)
MATCH@E:(The task of the strategy of the company developing on an ICT basis is to achieve a successful mix of two sets of skills the skills required in managing relations among the employees, and the technical skills Š17Ë.===>Strategija kompanije čiji je razvoj zasnovan na ICT treba da postigne uspešnu mešavinu dva skupa veština onih za upravljanje odnosima među zaposlenima, kao i tehničkih veština Š17Ë.)
MATCH@M:(The transformations of business ideas into technical solutions in a short period of time is an essential part of new economy, where technology cannot be separated from managing relations among the employees.===>Transformacija poslovnih ideja u tehnička rešenja u kratkom periodu nalazi se u suštinskoj prirodi nove ekonomije, pri čemu nije prihvatljivo razdvajanje tehnologije od upravljanja odnosa među zaposlenima.)
MATCH@E:(The transformations of business ideas into technical solutions in a short period of time is an essential part of new economy, where technology cannot be separated from managing relations among the employees.===>Transformacija poslovnih ideja u tehnička rešenja u kratkom periodu nalazi se u suštinskoj prirodi nove ekonomije, pri čemu nije prihvatljivo razdvajanje tehnologije od upravljanja odnosa među zaposlenima.)
MATCH@M:(The companies should retain the employees and then develop their adaptability and flexibility, and the lack of required skills is filled in with the employees’ ambition to improve in order to obtain better work positions and other priviledges.===>Kompanije treba da zadrže zaposlene i zatim razviju njihovu prilagodljivost i fleksibilnost, a nedostatak potrebnih veština pokreću ambicije među zaposlenima za usavršavanje radi zauzimanja boljih radnih mesta i drugih privilegija.)
MATCH@E:(The companies should retain the employees and then develop their adaptability and flexibility, and the lack of required skills is filled in with the employees ambition to improve in order to obtain better work positions and other priviledges.===>Kompanije treba da zadrže zaposlene i zatim razviju njihovu prilagodljivost i fleksibilnost, a nedostatak potrebnih veština pokreću ambicije među zaposlenima za usavršavanje radi zauzimanja boljih radnih mesta i drugih privilegija.)
MATCH@M:(A creative atmosphere and the freedom of choice are the triggers of these processes.===>Kreativna atmosfera i sloboda u izboru predstavljaju pokretače ovih procesa.)
MATCH@E:(A creative atmosphere and the freedom of choice are the triggers of these processes.===>Kreativna atmosfera i sloboda u izboru predstavljaju pokretače ovih procesa.)
MATCH@M:(The group of predominantly technical skills include the knowledge management, the software for managing the information system known as company resources planning, as well as data storage.===>Grupa veština prvenstveno tehničke prirode sastoji se iz upravljanja znanjem, softvera za upravljanje informacionim sistemom poznatim kao planiranje resursa preduzeća, kao i skladištenje podataka.)
MATCH@E:(The group of predominantly technical skills include the knowledge management, the software for managing the information system known as company resources planning, as well as data storage.===>Grupa veština prvenstveno tehničke prirode sastoji se iz upravljanja znanjem, softvera za upravljanje informacionim sistemom poznatim kao planiranje resursa preduzeća, kao i skladištenje podataka.)
MATCH@M:(A powerful concept whose idea is to reduce the cycle times, requires, apart from the abovementioned skilss, the skills for managing customer realtions and knowledge of various fields of management.===>Snažni koncept čija je ideja da smanji vremena ciklusa, pored navedenih veština, zahteva tako-đe i veštine za upravljanje odnosa sa kupcima i poznavanje različitih oblasti menadžmenta.)
MATCH@E:(A powerful concept whose idea is to reduce the cycle times, requires, apart from the abovementioned skilss, the skills for managing customer realtions and knowledge of various fields of management.===>Snažni koncept čija je ideja da smanji vremena ciklusa, pored navedenih veština, zahteva takođe i veštine za upravljanje odnosa sa kupcima i poznavanje različitih oblasti menadžmenta.)
MATCH@M:(An exceptionally important segment of the discussions of business strategies is related to intensive networking business behaviours.===>Izuzetno značajan segment diskusija o poslovnim strategijama vezan je za poslovna ponašanja sa intenzivnim korišćenjem mreža.)
MATCH@E:(An exceptionally important segment of the discussions of business strategies is related to intensive networking business behaviours.===>Izuzetno značajan segment diskusija o poslovnim strategijama vezan je za poslovna ponašanja sa intenzivnim korišćenjem mreža.)
MATCH@M:(These serviuces are crucial in the transformation of companies into dynamic learning organizations, at the same time taking on the informative, councelling role, or a role of directly supporting the execution of certain processes.===>Ove usluge imaju ključno mesto u transformaciji kompanija u dinamične organizacije koje uče, preuzimajući pri tome informativnu, savetodavnu ulogu ili ulogu neposrednog omogućavanja sprovođenja određenih procesa.)
MATCH@E:(These serviuces are crucial in the transformation of companies into dynamic learning organizations, at the same time taking on the informative, councelling role, or a role of directly supporting the execution of certain processes.===>Ove usluge imaju ključno mesto u transformaciji kompanija u dinamične organizacije koje uče, preuzimajući pri tome informativnu, savetodavnu ulogu ili ulogu neposrednog omogućavanja sprovođenja određenih procesa.)
MATCH@M:(These services are backed up by a highly trained team of employees with the skills and knowledge to support innovative systems in the very centre of business activities.===>U pozadini ovih servisa nalazi se visoko obučena ekipa zaposlenih sa veštinama koja znanjem podržava inovativne sisteme u samom centru poslovnih aktivnosti.)
MATCH@E:(These services are backed up by a highly trained team of employees with the skills and knowledge to support innovative systems in the very centre of business activities.===>U pozadini ovih servisa nalazi se visoko obučena ekipa zaposlenih sa veštinama koja znanjem podržava inovativne sisteme u samom centru poslovnih aktivnosti.)
MATCH@M:(The formulation and implementation of digital strategy will not be the same in new companies created on the Internet infrastructure, in those previously developed and well grounded companies that are beginning to use the Internet in their business, and in the groups of companies in the form of consortium on the Internet structure, however, the extent to which the HRM is implemented is in direct proportion to to the success of the strategy established.===>Formulacija i implementacija digitalne strategije neće biti ista kod novih kompanija nastalih na infrastrukturi Interneta, kod ranije razvijenih i dobro uhodanih kompanija koje počinju da intenzivno koriste Internet u svom poslovanju ili kod grupa kompanija okupljenih u obliku konzorcijuma na infrastrukturi Interneta, ali je kod svih njih stepen korišćenja HRM u direktnoj proporciji sa uspehom postavljene strategije.)
MATCH@E:(The formulation and implementation of digital strategy will not be the same in new companies created on the Internet infrastructure, in those previously developed and well grounded companies that are beginning to use the Internet in their business, and in the groups of companies in the form of consortium on the Internet structure, however, the extent to which the HRM is implemented is in direct proportion to to the success of the strategy established. ~~~ 6.===>Formulacija i implementacija digitalne strategije neće biti ista kod novih kompanija nastalih na infrastrukturi Interneta, kod ranije razvijenih i dobro uhodanih kompanija koje počinju da intenzivno koriste Internet u svom poslovanju ili kod grupa kompanija okuplje nih u obliku konzorcijuma na infrastrukturi Interneta, ali je kod svih njih stepen korišćenja HRM u direktnoj proporciji sa uspehom postavljene strategije. 6.)
MATCH@M:(Following the commercialisation of the Internet and the emergence of the WorldWideWeb technologies towards the end of 1994, this electronic infrastructure witnessed an extremely important business development.===>Nakon komercijalizacije Interneta i pojave WorldWideWeb tehnologija krajem 1994. godine došlo je do izuzetno značajnog razvoja poslovanja na ovoj elektronskoj infrastrukturi.)
MATCH@E:(The work position structure in digital companies Following the commercialisation of the Internet and the emergence of the WorldWideWeb technologies towards the end of 1994, this electronic infrastructure witnessed an extremely important business development.===>Struktura radnih mesta u digitalnim kompanijama Interneta Nakon komercijalizacije i pojave WorldWideWeb tehnologija krajem 1994. godine došlo je do izuzetno značajnog razvoja poslovanja na ovoj elektronskoj infrastrukturi.)
MATCH@M:(Since in the background of any successful company are the employees who predict the challenge and fight it, they normally expect to get dynamic and well paid positions in this new economy, as well as a chance to build successful careers.===>Kako se u pozadini svake uspešne kompanije nalaze njeni zaposleni koji predviđaju i prihvataju se borbe sa uočenim izazovima, oni u okruženju nove ekonomije očekuju dinamična i dobro plaćena radna mesto sa mogućnošću izgradnje uspešne karijere.)
MATCH@E:(Since in the background of any successful company are the employees who predict the challenge and fight it, they normally expect to get dynamic and well paid positions in this new economy, as well as a chance to build successful careers.===>Kako se u pozadini svake uspešne kompanije nalaze njeni zaposleni koji predviđaju i prihvataju se borbe sa uočenim izazovima, oni u okruženju nove ekonomije očekuju dinamična i dobro plaćena radna mesto sa mogućnošću izgradnje uspešne karijere.)
MATCH@M:(The majority of the managers view these new, leading personnel of new infrastructure as the team from the ICT organizational unit.===>Većina menadžera ove nove, noseće kadrove nove infrastrukture vidi kao ekipu iz organizacione celine zadužene za ICT.)
MATCH@E:(The majority of the managers view these new, leading personnel of new infrastructure as the team from the ICT organizational unit.===>Većina menadžera ove nove, noseće kadrove nove infrastrukture vidi kao ekipu iz organizacione celine zadužene za ICT.)
MATCH@M:(As the managers in charge of human resources are expected to understand the organizational design, they have to design a strategic approach to ensure that the human resource development will be in accord with the corporate ideas of development.===>Kako menadžeri zaduženi za ljudske resurse moraju razumeti dizajn organizacije, oni moraju izgraditi strateški pristup da bi obezbedili da će razvoj ljudskih resursa biti u skladu sa idejama razvoja kompanije.)
MATCH@E:(As the managers in charge of human resources are expected to understand the organizational design, they have to design a strategic approach to ensure that the human resource development will be in accord with the corporate ideas of development.===>Kako menadžeri zaduženi za ljudske resurse moraju razumeti dizajn organizacije, oni moraju izgraditi strateški pristup da bi obezbedili da će razvoj ljudskih resursa biti u skladu sa idejama razvoja kompanije.)
MATCH@M:(The research conducted by Chan and Swatman carried out a thorough analysis of the work positions necessary in such companies.===>U istraživanju koje su sproveli Chan and Swatman formirana je vrlo obimna analiza neophodnih radnih mesta za ovakve kompanije.)
MATCH@E:(The research conducted by Chan & Swatman Š5Ë carried out a thorough analysis of the work positions necessary in such companies.===>U istraživanju koje su sproveli Chan & Swatman Š5Ë formirana je vrlo obimna analiza neophodnih radnih mesta za ovakve kompanije.)
MATCH@M:(Thus the authors identified the jobs they classed into eight basic categories, two of which were related to technical infrastructure, five describing various services, while the last category was related to legal aspects of the business.===>Tako su ovi autori uočili poslove koje su razdeli-li u osam osnovnih kategorija, od kojih su dve vezane za tehničku infrastrukturu, u sa pet su opisane različite uslužne delatnosti, dok je poslednja kategorija vezana za pravne aspekte u poslovanju.)
MATCH@E:(Thus the authors identified the jobs they classed into eight basic categories, two of which were related to technical infrastructure, five describing various services, while the last category was related to legal aspects of the business.===>Tako su ovi autori uočili poslove koje su razdelili u osam osnovnih kategorija, od kojih su dve vezane za tehničku infrastrukturu, u sa pet su opisane različite uslužne delatnosti, dok je poslednja kategorija vezana za pravne aspekte u poslovanju.)
MATCH@M:(The names of the work positions they defined have different synonyms in practice, however the substance, i.e., the jobs they do, is generally the same everywhere, the synonym for the term "electronic commerce” being often replaced by a somewhat wider concept of "electronic business".===>Navedeni nazivi radnih mesta imaju u praksi različite sinonime, ali je suština, tj. poslovi koje oni obavljaju, uglavnom ista u svim sredinama, a u nazivima se kao sinonim za termin ’elektronska trgovina’ koristi nešto širi pojam ’elektronsko poslovanje’.)
MATCH@E:(The names of the work positions they defined have different synonyms in practice, however the substance, i.e., the jobs they do, is generally the same everywhere, the synonym for the term electronic commerce being often replaced by a somewhat wider concept of electronic business.===>Navedeni nazivi radnih mesta imaju u praksi različite sinonime, ali je suština, tj. poslovi koje oni obavljaju, uglavnom ista u svim sredinama, a u nazivima se kao sinonim za termin elektronska trgovina koristi nešto širi pojam elektronsko poslovanje.)
MATCH@M:(The highest position in this category is the Web director and requires a significant work experience following graduation.===>Najviša pozicija u ovoj kategoriji je Web direktor, za koju je neophodno značajno radno iskustvo nakon završenih studija.)
MATCH@E:(The highest position in this category is the Web director and requires a significant work experience following graduation.===>Najviša pozicija u ovoj kategoriji je Web direktor, za koju je neophodno značajno radno iskustvo nakon završenih studija.)
MATCH@M:(The main skills of the employees from this category are connected with the ICT used in the development and production of information systems, however, new specialisations emerge.===>Nazivi radnih mesta u ovoj kategoriji većim delom su korišćeni u organizacionim celinama zaduženim za rad informacionog sistema, no pojavljuju se i nove specijalizacije radnih mesta.)
MATCH@E:(The main skills of the employees from this category are connected with the ICT used in the development and production of information systems, however, new specialisations emerge.===>Glavne veštine zaposlenih iz ove kategorije vezane su za ICT koje se koriste u razvoju i produkciji informacionih sistema. ~~~ Nazivi radnih mesta u ovoj kategoriji većim delom su korišćeni u organizacionim celinama zaduženim za rad informa cionog sistema, no pojavljuju se i nove specijalizacije radnih mesta.)
BAD_LINE_=============================================================
BAD_LINE_M:The main skills of the employees from this category are connected with the ICT used in the development and production of information systems, however, new specialisations emerge.
BAD_LINE_M:Nazivi radnih mesta u ovoj kategoriji većim delom su korišćeni u organizacionim celinama zaduženim za rad informacionog sistema, no pojavljuju se i nove specijalizacije radnih mesta.
BAD_LINE_E:The main skills of the employees from this category are connected with the ICT used in the development and production of information systems, however, new specialisations emerge.
BAD_LINE_E:Glavne veštine zaposlenih iz ove kategorije vezane su za ICT koje se koriste u razvoju i produkciji informacionih sistema. ~~~ Nazivi radnih mesta u ovoj kategoriji većim delom su korišćeni u organizacionim celinama zaduženim za rad informa cionog sistema, no pojavljuju se i nove specijalizacije radnih mesta.
MATCH@M:(These jobs are present in every industry in which electronic commerce is important.===>Ovi poslovi se mogu naći u bilo kojoj grani industrije kod koje je elektronska trgovina značajna.)
MATCH@E:(These jobs are present in every industry in which electronic commerce is important.===>Ovi poslovi se mogu naći u bilo kojoj grani industrije kod koje je elektronska trgovina značajna.)
MATCH@M:(Performing these activities requires much less ICT knowledge.===>Za njihovo izvr-đenje potrebno je znatno manje obrazovanja o ICT.)
MATCH@E:(Performing these activities requires much less ICT knowledge.===>Za njihovo izvrđenje potrebno je znatno manje obrazovanja o ICT.)
MATCH@M:(Their fields of interest are business and criminal law, contracting processes, intellectual property, legislation concerning industry matter, conditions of legal jurisdiction, privacy and freedom of information.===>Oblasti njihovog interesa su poslovno i kriminalno pravo, procesi ugovaranja, intelektualno vlasništvo, industrijsko zakonodavstvo, uslovi pravne nadležnosti, privatnost i sloboda informisanja.)
MATCH@E:(Their fields of interest are business and criminal law, contracting processes, intellectual property, legislation concerning industry matter, conditions of legal jurisdiction, privacy and freedom of information.===>Oblasti njihovog interesa su poslovno i kriminalno pravo, procesi ugovaranja, intelektualno vlasništvo, industrijsko zakonodavstvo, uslovi pravne nadležnosti, privatnost i sloboda informisanja.)
MATCH@M:(The titles in this category are the electronic commerce legal advisor, the electronic commerce policy planner and the parliamentary advisor for electronic commerce.===>Nazivi radnih mesta u ovoj kategoriji su pravnik za elektronsku trgovinu, planer politike elektronske trgovine i parlamentarni savetnik za elektronsku trgovinu.)
MATCH@E:(The titles in this category are the electronic commerce legal advisor, the electronic commerce policy planner and the parliamentary advisor for electronic commerce.===>Nazivi radnih mesta u ovoj kategoriji su pravnik za elektronsku trgovinu, planer politike elektronske trgovine i parlamentarni savetnik za elektronsku trgovinu.)
MATCH@M:(An example of the structure of a new economy company in practice can be observed in the case of the biggest on-line bookstore in the region, the Knjizara.com.===>Kako u praksi izgleda struktura jedne kompanije nove ekonomije može nam poslužiti primer najveće online prodavnice knjiga u širem regionu, poznate pod nazivom Knjizara.com.)
MATCH@E:(An example of the structure of a new economy company in practice can be observed in the case of the biggest on-line bookstore the Knjizara.com.===>Kako u praksi izgleda struktura jedne kompanije nove ekonomije može nam poslužiti primer najveće online prodavnice knjiga u širem regionu, poznate pod nazivom Knjizara.com.)
MATCH@M:(The company is territorially located in Belgrade and functions on the principle created by the biggest book (and not only book) sales system, the Amazon.com.===>Ova kompanija je fizički locirana u Beogradu, a funkcioniše u stilu koji je kreirao najveći svetski sistem prodaje knjiga (i ne samo knjiga), Amazon.com.)
MATCH@E:(The company is territorially located in Belgrade and functions on the principle created by the biggest book (and not only book) sales system, the Amazon.com.===>Ova kompanija je fizički locirana u Beogradu, a funkcioniše u stilu koji je kreirao najveći svetski sistem prodaje knjiga (i ne samo knjiga), Amazon.com.)
MATCH@M:(The manager of the company which performs sales exclusively via the Internet has provided the following data: the Web site of the company is daily visited by 8,700 to 13,000 visitors.===>Od menadžera ove kompanije, koja prodaju vrši isključivo preko Interneta, dobijeni su sledeći podaci: Web sajt kompanije dnevno poseti između 8.700 i 13.000 posetilaca.)
MATCH@E:(The manager of the company which the region, in performs sales exclusively via the Internet has provided the following data: the Web site of the company is daily visited by 8,700 to 13,000 visitors.===>Od menadžera ove kompanije, koja prodaju vrši isključivo preko Interneta, dobijeni su sledeći podaci:)
BAD_LINE_=============================================================
BAD_LINE_M:The manager of the company which performs sales exclusively via the Internet has provided the following data: the Web site of the company is daily visited by 8,700 to 13,000 visitors.
BAD_LINE_M:Od menadžera ove kompanije, koja prodaju vrši isključivo preko Interneta, dobijeni su sledeći podaci: Web sajt kompanije dnevno poseti između 8.700 i 13.000 posetilaca.
BAD_LINE_E:The manager of the company which the region, in performs sales exclusively via the Internet has provided the following data: the Web site of the company is daily visited by 8,700 to 13,000 visitors.
BAD_LINE_E:Od menadžera ove kompanije, koja prodaju vrši isključivo preko Interneta, dobijeni su sledeći podaci:
MATCH@M:(The company daily delivers between 30 and 70 packages of books.===>Dnevno isporučuje između 30 i 70 paketa sa knjigama.)
MATCH@E:(The company daily delivers between 30 and 70 packages of books.===>Web sajt kompanije dnevno poseti između 8.700 i 13.000 posetilaca.)
BAD_LINE_=============================================================
BAD_LINE_M:The company daily delivers between 30 and 70 packages of books.
BAD_LINE_M:Dnevno isporučuje između 30 i 70 paketa sa knjigama.
BAD_LINE_E:The company daily delivers between 30 and 70 packages of books.
BAD_LINE_E:Web sajt kompanije dnevno poseti između 8.700 i 13.000 posetilaca.
MATCH@M:(The software solution for work was bought from the third party.===>Softversko rešenje za svoj rad kompanija je kupila od treće strane.)
MATCH@E:(The software solution for work was bought from the third party.===>Softversko rešenje za svoj rad kompanija je kupila od treće strane.)
MATCH@M:(The system is backed up by a book catalogue containing about 30.000 titles by about 850 publishers, as well as a catalogue with about 10,000 antique books.===>U pozadini sistema nalazi se katalog knjiga sa oko 30.000 naslova od oko 850 izdavača, kao i katalog sa oko 10.000 antikvarnih knjiga.)
MATCH@E:(The system is backed up by a book catalogue containing about 30.000 titles by about 850 publishers, as well as a catalogue with about 10,000 antique books.===>U pozadini sistema nalazi se katalog knjiga sa oko 30.000 naslova od oko 850 izdavača, kao i katalog sa oko 10.000 antikvarnih knjiga.)
MATCH@M:(The lager of the company is quite small and is limited to the books that are currently in demand.===>Lager ove kompanije je vrlo mali i ograničen je na trenutno najtraženija izdanja.)
MATCH@E:(The lager of the company is quite small and is limited to the books that are currently in demand.===>Lager ove kompanije je vrlo mali i ograničen je na trenutno najtraženija izdanja.)
MATCH@M:(The Knizara. com realizes approximately 85 percent of its sales on the national market, and its largest exports are to the former Yugoslav countries, which mostly order technical literature, while the fiction share in the exports to these markets is negligible.===>Oko 85% prodaje Knizara.com realizuje na domaćem tržištu, a najveći izvoz je u zemlje bivše Jugoslavije, odakle se naručuje po pravilu stručna literatura, dok je udeo beletristike u izvozu na ovo tržište zanemariv.)
MATCH@E:(The Knizara. com realizes approximately 85 percent of its sales on the national market, and its largest exports are to the former Yugoslav countries, which mostly order technical literature, while the fiction share in the exports to these markets is negligible.===>Oko 85% prodaje Knizara.com realizuje na domaćem tržištu, a najveći izvoz je u zemlje bivše Jugoslavije, odakle se naručuje po pravilu stručna literatura, dok je udeo beletristike u izvozu na ovo tržište zanemariv.)
MATCH@M:(The Knizara.com also delivers books into other countries, in which people are interested in the literature in the Serbian language, mostly into the countries of the European Union, the U.S.A., Canada and Australia.===>Knjizara.com isporučuje knjige i u druge zemlje, u kojima ima ljudi zainteresovanih za literaturu na srpskom jeziku, a najčešće u zemlje Evropske Unije, SAD, Kanadu i Australiju.)
MATCH@E:(The Knizara.com also delivers books into other countries, in which people are interested in the literature in the Serbian language, mostly into the countries of the European Union, the U.S.A., Canada and Australia.===>Knjizara.com isporučuje knjige i u druge zemlje, u kojima ima ljudi zainteresovanih za literaturu na srpskom jeziku, a najčešće u zemlje Evropske Unije, SAD, Kanadu i Australiju.)
MATCH@M:(The company ranks among small enterprises, with only 10 employees.===>Ova kompanija spada u grupu malih preduzeća, jer ima svega 10 zaposlenih.)
MATCH@E:(The company ranks among small enterprises, with only 10 employees.===>Ova kompanija spada u grupu malih preduzeća, jer ima svega 10 zaposlenih.)
MATCH@M:(Among them are the Web site editor and the ICT system engineer, who cover the first two groups of jobs.===>Među njima mogu se naći urednik Web sajta i ICT sistem inženjer, sa kojima su pokrivene 2 prve grupe poslova.)
MATCH@E:(Among them are the Web site editor and the ICT system engineer, who cover the first two groups of jobs.===>Među njima mogu se naći urednik Web sajta i ICT sistem inženjer, sa kojima su pokrivene 2 prve grupe poslova.)
MATCH@M:(The others are the company’s general manager, the accountant and the courier, whereas the jobs concerning the orders processing, monitoring the orders towards the publishers, book receipt, completing orders, packaging, addressing and invoicing is jointly executed by the rest of the employees.===>Među ostalima, pored glavnog menadžera kompanije, nalaze se knjigovođa i kurir, dok poslove vezane za obradu narudžbi, praćenje narudžbi prema izdavačima, prijem knjiga, kompletiranje narudžbi, pakovanje, adresiranje i fak-turisanje obavljaju solidarno preostali zaposleni.)
MATCH@E:(The others are the companys general manager, the accountant and the courier, whereas the jobs concerning the orders processing, monitoring the orders towards the publishers, book receipt, completing orders, packaging, addressing and invoicing is jointly executed by the rest of the employees.===>Među ostalima, pored glavnog menadžera kompanije, nalaze se knjigovođa i kurir, dok poslove vezane za obradu narudžbi, praćenje narudžbi prema izdavačima, prijem knjiga, kompletiranje narudžbi, pakovanje, adresiranje i fakturisanje obavljaju solidarno preostali zaposleni.)
MATCH@M:(Even at a glance at this structure it is clear that not one employee is engaged in the sale itself.===>Posle letimičnog pogleda na ovu strukturu, vidljivo je da se niko od zaposlenih ne bavi samom prodajom.)
MATCH@E:(Even at a glance at this structure it is clear that not one employee is engaged in the sale itself.===>Posle letimičnog pogleda na ovu strukturu, vidljivo je da se niko od zaposlenih ne bavi samom prodajom.)
MATCH@M:(This crucially important function in each shop is in charge of the application software of the company, working on the model of a good salesperson.===>Za ovu, izuzetno značajnu funkciju u svakoj prodavnici, zadučen je aplikativni softver kompanije, koji radi prema modelu dobrog prodavca.)
MATCH@E:(This crucially important function in each shop is in charge of the application software of the company, working on the model of a good salesperson.===>Za ovu, izuzetno značajnu funkciju u svakoj prodavnici, zadučen je aplikativni softver kompanije, koji radi prema modelu dobrog prodavca.)
MATCH@M:(Since all the shops and every customer’s order are entered in the corporate database, on each subsequent visit to the shop the programme searches the database and identifies the interests, inclinations and similar behaviors and suggests new purchases to the customer on this basis.===>Kako su, naime, svi obilasci radnje i porudžbine svakog kupca evidentirani u bazi podataka kompanije, pri svakom ponovnom ulasku u prodavnicu program pretražuje bazu podataka i prepoznaje interese, sklonosti i slična ponašanja i na osnovu toga predlaže nove kupovine kupcu.)
MATCH@E:(Since all the shops and every customers order are entered in the corporate database, on each subsequent visit to the shop the programme searches the database and identifies the interests, inclinations and similar behaviors and suggests new purchases to the customer on this basis.===>Kako su, naime, svi obilasci radnje i porudžbine svakog kupca evidentirani u bazi podataka kompanije, pri svakom ponovnom ulasku u prodavnicu program pretražuje bazu podataka i prepoznaje interese, sklonosti i slična ponašanja i na osnovu toga predlaže nove kupovine kupcu.)
MATCH@M:(In order that such an approach should be executed, it was necessary that every book be precisely described with different classification notions, which can serve as a framework for composing an offer to any prospective customer.===>Da bi se ovakav pristup realizovao, bilo je neophodno svaku knjigu precizno opisati sa različitim klasifikacionim pojmovima, koji predstavljaju okvir za formiranje ponude svakom potencijalnom kupcu.)
MATCH@E:(In order that such an approach should be executed, it was necessary that every book be precisely described with different classification notions, which can serve as a framework for composing an offer to any prospective customer. ~~~ 7.===>Da bi se ovakav pristup realizovao, bilo je neophodno svaku knjigu precizno opisati sa različitim klasifikacionim pojmovima, koji predstavljaju okvir za formiranje ponude svakom potencijalnom kupcu. 7.)
MATCH@M:(The global trends in the past 10 years have been directed towards an intensive use of the Internet infrastructure and the accompanying ICTs, dominant among which was the WorldWideWeb.===>Globalni trendovi poslovanja u proteklih 10 godina usmereni su na intenzivno koriščenje infrastrukture Interneta i pratečih ICT, među kojima je dominantan WorldWideWeb.)
MATCH@E:(Concluding remarks The global trends in the past 10 years have been directed towards an intensive use of the Internet infrastructure and the accompanying ICTs, dominant among which was the WorldWideWeb.===>Završna razmatranja Globalni trendovi poslovanja u proteklih 10 godina usmereni su na intenzivno korišćenje infrastrukture Interneta i pratećih ICT, među kojima je dominantan WorldWideWeb.)
MATCH@M:(The transfer from direct business contacts in contracting towards electronic modes of commerce caused a new strategic positioning of companies and the emergence of a large number of new jobs whose executors are the specialists with new skills.===>Prelazak sa neposrednih poslovnih kontakata u procesu sklapanja posla na elektronske modele trgovine prouzrokovao je novo strateško pozi-cioniranje kompanija i pojavu velikog broja novih poslova čiji su izvršioci specijalisti sa novim veštinama)
MATCH@E:(The transfer from direct business contacts in contracting towards electronic modes of commerce caused a new strategic positioning of companies and the emergence of a large number of new jobs whose executors are the special ists with new skills. ~~~ As such, they do not always comply with the prevailing ideas on the inclinations and demands of the employees.===>Prelazak sa neposrednih poslovnih kontakata u procesu sklapanja posla na elektronske modele trgovine prouzrokovao je novo strateško pozicioniranje kompanija i pojavu velikog broja novih poslova čiji su izvršioci specijalisti sa novim veštinama i ne uklapaju se u potpunosti u do sada važeće predstave o sklonostima i zahtevima zaposlenih.)
MATCH@M:(Therefore the HRM specialists are faced with a serious task to get to know them better and to create new frameworks in which both interested parties will find enough reasons to try to find mutual interests.===>Tako je pred specijalistima za HRM ozbiljan zadatak da ih bolje upoznaju i stvore nove okvire u kojima če obe zainte-resovane strane nači dovoljno razloga za pronalaženje zajedničkih ciljeva.)
MATCH@E:(Therefore the HRM specialists are faced with a serious task to get to know them better and to create new frameworks in which both interested parties will find enough reasons to try to find mutual interests.===>Tako je pred specijalistima za HRM ozbiljan zadatak da ih bolje upoznaju i stvore nove okvire u kojima će obe zainteresovane strane naći dovoljno razloga za pronalaženje zajedničkih ciljeva.)
MATCH@M:(On the other hand, a succession of new, so far relatively unknown jobs emerge, for which it is necessary that a most appropriate solution be found.===>Sa druge strane, pojavljuje se niz novih, do sada relativno nepoznatih poslova za koje je potrebno nači najprikladnije rešenje.)
MATCH@E:(On the other hand, a succession of new, so far relatively unknown jobs emerge, for which it is necessary that a most appropriate solution be found.===>Sa druge strane, pojavljuje se niz novih, do sada relativno nepoznatih poslova za koje je potrebno naći najprikladnije rešenje.)
MATCH@M:(In this report we tried to offer a relatively broad review of new work positions, without providing any strict differentiation, since the main idea of this report is to create an introductory, broad idea of this new segment of global business, not to provide final answers to newly created, still very open-ended demands.===>U ovom tekstu pokušano je da se napravi relativno širi pregled novih radnih mesta, pri čemu ona nisu strogo izdiferencirana, jer je glavna ideja ovog teksta da stvori prvu, širu sliku ovog novog segmenta globalnog poslovanja, a ne da pruži konačne odgovore na novonastale, još uvek vrlo otvorene zahteve.)
MATCH@E:(In this report we tried to offer a relatively broad review of new work positions, without providing any strict differentiation, since the main idea of this report is to create an introductory, broad idea of this new segment of global business, not to provide final answers to newly created, still very open-ended demands.===>U ovom tekstu pokušano je da se napravi relativno širi pregled novih radnih mesta, pri čemu ona nisu strogo izdiferencirana, jer je glavna ideja ovog teksta da stvori prvu, širu sliku ovog novog segmenta globalnog poslovanja, a ne da pruži konačne odgovore na novonastale, još uvek vrlo otvorene zahteve. ~~~ LITERATURA Š1Ë Awad E. (2007):)
MATCH@M:(As a model of financing of a project, project financing is being widely used in both developed countries and developing countries, especially in case of the capital intensive investment projects.===>Projektno finansiranje kao način finansiranja projekata, primenjuje se danas u visoko razvijenim zemljama, ali i u zemljama u razvoju, za finansiranje kapitalno intezivnih investicionih projekata.)
MATCH@E:(September 2008, Belgrade, Serbia As a model of financing of a project, project financing is being widely used in both developed countries and developing countries, especially in case of the capital intensive investment projects.===>Septembar 2008, Beograd, Srbija Projektno finansiranje kao način finansiranja projekata, primenjuje se danas u visoko razvijenim zemljama, ali i u zemljama u razvoju, za finansiranje kapitalno intezivnih investicionih projekata.)
MATCH@M:(Project financing is superior compared to direct investments and other models of financing, which makes it attractive and appealing way of project financing.===>To ukazuje na njegovu superiornost u poređenju sa direktnim investiranjem, i drugim oblicima ulaganja, te ga čini atraktivnim i aktuelnim vidom finansiranja projekata.)
MATCH@E:(Project financing is superior compared to direct investments and other models of financing, which makes it attractive and appealing way of project financing.===>To ukazuje na njegovu superiornost u poređenju sa direktnim investiranjem, i drugim oblicima ulaganja, te ga čini atraktivnim i aktuelnim vidom finansiranja projekata.)
MATCH@M:(Project financing helps putting to use the funds in many infrastructural projects in the different industry fields in both public and private sectors, for the purpose of improving the quality, efficiency and effectiveness of investments.===>Projektnim finansiranjem mobilišu se sredstva za finansiranje industrijskih i infrastrukturnih projekata u različitim privrednim granama iz privatnog i javnog sektora, u cilju unapređenja nivoa kvaliteta, efikasnosti i efektivnosti ulaganja.)
MATCH@E:(Project financing helps putting to use the funds in many infrastructural projects in the different industry fields in both public and private sectors, for the purpose of improving the quality, efficiency and effectiveness of investments.===>Projektnim finansiranjem mobilišu se sredstva za finansiranje industrijskih i infrastrukturnih projekata u različitim privrednim granama iz privatnog i javnog sektora, u cilju unapređenja nivoa kvaliteta, efikasnosti i efektivnosti ulaganja.)
MATCH@M:(To make the implementation of this way of financing possible, the Republic of Serbia created a respective legal framework.===>Istovremeno, u Republici Srbiji su stvoreni zakonski okviri za realizaciju ovoga vida finansiranja.)
MATCH@E:(To make the implementation of this way of financing possible, the Republic of Serbia created a respective legal framework.===>Istovremeno, u Republici Srbiji su stvoreni zakonski okviri za realizaciju ovoga vida finansiranja.)
MATCH@M:(Based on the previously mentioned facts, this model of financing could be applied on infrastructural projects, such as transport, energy, irrigation, soil improvement, telecommunications, oil and gas refinement, projects on education and health care, but also on investments in housing and business premises.===>Shodno tome, ovaj vid finansiranja posebno bi doprineo unapređenju procesa finansiranja izgradnje infrastrukturnih projekata kao sto su ulaganja u sektor energetike, transporta, navodnjavanja, meliorizacije, telekomunikacija, prerade i ko-rišćenja nafte i gasa, projekte obrazovanja i zdravstvene zaštite, ali i unapređenju ulaganja u projekte poslovanja i podrške poslovanju, kao što su ulaganja u poslovne i stambene jedinice.)
MATCH@E:(Based on the previously mentioned facts, this model of financing could be applied on infrastructural projects, such as transport, energy, irrigation, soil improvement, telecommunications, oil and gas refinement, projects on education and health care, but also on investments in housing and business premises.===>Shodno tome, ovaj vid finansiranja posebno bi doprineo unapređenju procesa finansiranja izgradnje infrastrukturnih projekata kao što su ulaganja u sektor energetike, transporta, navodnjavanja, meliorizacije, telekomunikacija, prerade i korišćenja nafte i gasa, projekte obrazovanja i zdravstvene zaštite, ali i unapređenju ulaganja u projekte poslovanja i podrške poslovanju, kao što su ulaganja u poslovne i stambene jedinice.)
MATCH@M:(The purpose of this paper is to point out the potentials of project financing as one mode of financing and its contribution to economic development.===>Radom se želi ukazati na potencijale projektnog finansiranja, kao modaliteta finansiranja koji može doprineti unapređenju ekonomskog razvoja.)
MATCH@E:(The purpose of this paper is to point out the potentials of project financing as one mode of financing and its contribution to economic development. ~~~ 1.===>Radom se želi ukazati na potencijale projektnog finansiranja, kao modaliteta finansiranja koji može doprineti unapređenju ekonomskog razvoja. 1.)
MATCH@M:(Project financing is defined as financing of a certain project, mostly an infrastructure or industry project, where the creditors rely upon cash flow and project revenues as financial sources to service the investment.===>Projektno finansiranje definiše se kao finansiranje određenog projekta, najčešće infrastrukturnog ili industrijskog, pri čemu se zajmodavci oslanjaju na tok gotovine i prihode projekta kao izvore sredstava iz kojih će se otplatiti investirana sredstva.)
MATCH@E:(Introduction Project financing is defined as financing of a certain project, mostly an infrastructure or industry project, where the creditors rely upon cash flow and project revenues as financial sources to service the investment.===>Uvod Projektno finansiranje definiše se kao finansiranje određenog projekta, najčešće infrastrukturnog ili industrijskog, pri čemu se zajmodavci oslanjaju na tok gotovine i prihode projekta kao izvore sredstava iz kojih će se otplatiti investirana sredstva.)
MATCH@M:(This basically means that the creditor has control over the cash flows and that the profit achieved is the only way he can use to retrieve the invested capital, i.e., that "the project assets are to ensure the financing of the project itself [3]", and is therefore the only guarantee of the project realization.===>To u osnovi znači da investitor ima uvid u novčane tokove, te da je ostvareni profit jedini način da vrati investirana finansijska sredstva, odnosno da „aktiva projekta treba da osigura finansiranje samog projekta [3]“, te da je ona u tom smislu i jedina garancija za realizaciju ovoga projekta.)
MATCH@E:(This basically means that the creditor has control over the cash flows and that the profit achieved is the only way he can use to retrieve the invested capital, i.e., that the project assets are to ensure the financing of the project itself Š3Ë, and is therefore the only guarantee of the project realization.===>To u osnovi znači da investitor ima uvid u novčane tokove, te da je ostvareni profit jedini način da vrati investirana finansijska sredstva, odnosno da aktiva projekta treba da osigura finansiranje samog projekta Š3Ë, te da je ona u tom smislu i jedina garancija za realizaciju ovoga projekta.)
MATCH@M:(The project sponsors and investors make up the motive power of project financing.===>Pokretačku snagu projektnog finansiranja čine njegovi sponzori i finansijeri (investitori).)
MATCH@E:(The project sponsors and investors make up the motive power of project financing.===>Pokretačku snagu projektnog finansiranja čine njegovi sponzori i finansijeri (investitori).)
MATCH@M:(The project sponsor is the party "behind" the project, the motive power, most often the government of a country, an independent entity of a certain industry sector or a consortium (trust), a future purchaser of the products or services provided by the project.===>Sponzor projekta je strana koja stoji “iza projekta” i čini njegovu pokretačku stranu, najčešće Vlada neke zemlje, samostalni entitet privrednog sektora ili konzorcijum, budući kupac proizvoda ili usluga projekta.)
MATCH@E:(The project sponsor is the party behind the project, the motive power, most often the government of a country, an independent entity of a certain industry sector or a consortium (trust), a future purchaser of the products or services provided by the project.===>Sponzor projekta je strana koja stoji iza projekta i čini njegovu pokretačku stranu, najčešće Vlada neke zemlje, samostalni entitet privrednog sektora ili konzorcijum, budući kupac proizvoda ili usluga projekta.)
MATCH@M:(The investors are usually financial institutions, such as: international organizations for development financing, banks, investment funds, equipment manufacturers, contractors, prospective customers, etc.===>Finansijeri projekta su uglavnom finansijske institucije kao što su: međunarodne organizacije za finansiranje razvoja, banke, investicioni fondovi, proizvođači opreme, izvođači radova, budući kupci i sl.)
MATCH@E:(The investors are usually financial institutions, such as: international organizations for development financing, banks, investment funds, equipment manufacturers, contractors, prospective customers, etc.===>Finansijeri projekta su uglavnom finansijske institucije kao što su: međunarodne organizacije za finansiranje razvoja, banke, investicioni fondovi, proizvođači opreme, izvođači radova, budući kupci i sl.)
MATCH@M:(A project may have one or more sponsors who promote the project idea and motivate all the participants in the project execution.===>Projekat može imati jednog ili više sponzora koji forsiraju ideju o projektu i moti-višu sve učesnike u njegovoj realizaciji.)
MATCH@E:(Š1Ë. ~~~ A project may have one or more sponsors who promote the project idea and motivate all the participants in the project execution.===>Š1Ë Projekat može imati jednog ili više sponzora koji forsiraju ideju o projektu i motivišu sve učesnike u njegovoj realizaciji.)
MATCH@M:(The governments worldwide supported the initiative for using the individual investors' funds in financing infrastructure and services in a wide range of activities in industry, such as: power supply, transportation, irrigation and land-improvement systems, telecommunications, oil and gas, mines, schools and hospitals.===>Vlade država širom sveta su pokazale inicijativu za an-gažovanjem finansijskih sredstava individualnih investitora u infrastrukturu i usluge u vrlo širokoj paleti aktivnosti industrijskih delatnosti, uključujući oblast energetike, transporta, navodnjavanja i meliorizacije, telekomunikacija, nafte i gasa, rudnika, škola i bolnica.)
MATCH@E:(The governments worldwide supported the initiative for using the individual investors' funds in financing infrastructure and services in a wide range of activities in industry, such as: power supply, transportation, irrigation and land-improvement systems, telecommunications, oil and gas, mines, schools and hospitals.===>Vlade država širom sveta su pokazale inicijativu za angažovanjem finansijskih sredstava individualnih investitora u infrastrukturu i usluge u vrlo širokoj paleti aktivnosti industrijskih delatnosti, uključujući oblast energetike, transporta, navodnjavanja i meliorizacije, telekomunikacija, nafte i gasa, rudnika, škola i bolnica.)
MATCH@M:(Such a way of fund raising ensures improvements in a great number of public activities and services which are indispensable in ensuring a quality work and business operations.===>Ovakav način obezbeđenja finansijskih sredstava omogućuju unapređenje mnogih javnih poslova i usluga bez kojih nije lako obezbediti kvalitet delova-nja i poslovanja.)
MATCH@E:(Such a way of fund raising ensures improvements in a great number of public activities and services which are indispensable in ensuring a quality work and business operations.===>Ovakav način obezbeđenja finansijskih sredstava omogućuju unapređenje mnogih javnih poslova i usluga bez kojih nije lako obezbediti kvalitet delovanja i poslovanja.)
MATCH@M:(Simultaneously, the companies in the privatization process, or those that have just completed it, are burdened with high costs, the variability of demand on the market and frequently the decrease in value of the national currency compared to euro or dollar.===>U isto vreme, preduzeća koja prolaze kroz proces privatizacije, ili je ta faza iza njih, opterećena su visokim troškovima, promenljivošću tražnje na tržištu, kao i vrlo često umanjenjem domaće valute u odnosu na evro ili dolar.)
MATCH@E:(Simultaneously, the companies in the privatization process, or those that have just completed it, are burdened with high costs, the variability of demand on the market and frequently the decrease in value of the national currency compared to euro or dollar.===>U isto vreme, preduzeća koja prolaze kroz proces privatizacije, ili je ta faza iza njih, opterećena su visokim troškovima, promenljivošću tražnje na tržištu, kao i vrlo često umanjenjem domaće valute u odnosu na evro ili dolar.)
MATCH@M:(Hence project financing gains in importance, as one aspect of infrastructure and capital intensive project financing, since, according to its qualities, it means improvement in the project evaluating and financing.===>U tom smislu projektno finansiranje do-bija poseban značaj, kao vid finansiranja infrastrukture i kapitalno intezivnih projekata, budući da svim svojim karakteristikama predstavlja unapređenje metodologije vrednovanja i finansiranja projekata.)
MATCH@E:(Hence project financing gains in importance, as one aspect of infrastructure and capital intensive project financing, since, according to its qualities, it means improvement in the project evaluating and financing. ~~~ 2.===>U tom smislu projektno finansiranje dobija poseban značaj, kao vid finansiranja infrastrukture i kapitalno intezivnih projekata, budući da svim svojim karakteristikama predstavlja unapređenje metodologije vrednovanja i finansiranja projekata. 2.)
MATCH@M:(The financial evaluation of infrastructure and capital intensive projects is complex.===>Finansijsko vrednovanje infrastrukturnih i kapitalno intezivnih projekata je kompleksno.)
MATCH@E:(Advantages of project financing projects The financial evaluation of infrastructure and capital intensive projects is complex.===>Prednosti projektnog finansiranja projekata Finansijsko vrednovanje infrastrukturnih i kapitalno intezivnih projekata je kompleksno.)
BAD_LINE_=============================================================
BAD_LINE_M:The financial evaluation of infrastructure and capital intensive projects is complex.
BAD_LINE_M:Finansijsko vrednovanje infrastrukturnih i kapitalno intezivnih projekata je kompleksno.
BAD_LINE_E:Advantages of project financing projects The financial evaluation of infrastructure and capital intensive projects is complex.
BAD_LINE_E:Prednosti projektnog finansiranja projekata Finansijsko vrednovanje infrastrukturnih i kapitalno intezivnih projekata je kompleksno.
MATCH@M:(Implementation of project financing scheme means using a specific technique of risk and uncertainty, which makes the designing of the Report on cash flows extremely complex.===>Primena projektnog finansiranja podrazumeva i primenu specifične tehnike rizika i neizvesnosti, što upravo čini i projek-tovanje Izveštaja o novčanim tokovima izuzetno složenim.)
MATCH@E:(Implementation of project financing scheme means using a specific technique of risk and uncertainty, which makes the designing of the Report on cash flows extremely complex.===>Primena projektnog finansiranja podrazumeva i primenu specifične tehnike rizika i neizvesnosti, što upravo čini i projektovanje Izveštaja o novčanim tokovima izuzetno složenim.)
MATCH@M:(Project financing is an atrractive financing model in the countries with low credit rating, too, on condition that the project earns a satisfactory hard-currency revenue to service the liabilities to the creditors, and on condition there are legal and other kinds of certainty that the revenues earned will be used to the purpose of servicing the debts related to project financing.===>Projektno finasiranje je primenljiv model finansiranja i u zemljama s niskim kreditnim rejtingom, ukoliko projekat obezbeđuje dovoljne prihode u čvrstoj valuti koji će omogućiti uredno servisiranje obaveza prema kreditorima, i ukoliko postoji pravna i druga sigurnost da će na taj način ostvareni prihodi biti upotrebljeni za servisiranje dugova vezanih za projektno finansiranje.)
MATCH@E:(Project financing is an atrractive financing model in the countries with low credit rating, too, on condition that the project earns a satisfactory hard-currency revenue to service the liabilities to the creditors, and on condition there are legal and other kinds of certainty that the revenues earned will be used to the purpose of servicing the debts related to project financing.===>Projektno finasiranje je primenljiv model finansiranja i u zemljama s niskim kreditnim rejtingom, ukoliko projekat obezbeđuje dovoljne prihode u čvrstoj valuti koji će omogućiti uredno servisiranje obaveza prema kreditorima, i ukoliko postoji pravna i druga sigurnost da će na taj način ostvareni prihodi biti upotrebljeni za servisiranje dugova vezanih za projektno finansiranje.)
MATCH@M:(The aim of project financing is not to hide the debt from the creditors, the credit rating estimating agencies or the shareholders, but to make each stakeholder share the risk of the project among them.===>Cilj projektnog finansiranja nije da se sakrije dug od kreditora, agencija za procenjiva-nje kreditnog rejtinga ili akcionara, već da se podeli rizik projekta.)
MATCH@E:(The aim of project financing is not to hide the debt from the creditors, the credit rating estimating agencies or the shareholders, but to make each stakeholder share the risk of the project among them.===>Cilj projektnog finansiranja nije da se sakrije dug od kreditora, agencija za procenjivanje kreditnog rejtinga ili akcionara, već da se podeli rizik projekta.)
MATCH@M:(A very important feature of project financing is the certainty that the funds invested will be returned with a respective revenue.===>Jako bitna karakteristika projektnog finansiranja je sigurnost da će se investirana sredstva povratiti uz odgovarajući prinos.)
MATCH@E:(A very important feature of project financing is the certainty that the funds invested will be returned with a respective revenue.===>Jako bitna karakteristika projektnog finansiranja je sigurnost da će se investirana sredstva povratiti uz odgovarajući prinos.)
MATCH@M:(This usually stems from the guarantees, both direct and indirect, issued by the third party, most often the state.===>Ova stavka najčešće proizilazi iz garancija, kako direktnih tako i indirektnih, koje izdaje neka treća strana, najčešće sama država.)
MATCH@E:(This usually stems from the guarantees, both direct and indirect, issued by the third party, most often the state.===>Ova stavka najčešće proizilazi iz garancija, kako direktnih tako i indirektnih, koje izdaje neka treća strana, najčešće sama država.)
MATCH@M:(The necessity to insure these projects results from the fact that they are capital intensive, i.e., that they most frequently require that a vast amount of capital is invested.===>Potreba za osiguravanjem ovih projekata proizilazi iz činjenice da su kapitalno in-tezivni, odnosno, da najčešće zahtevaju ulaganje visokog iznosa pozajmljenih finansijskih sredstava.)
MATCH@E:(The necessity to insure these projects results from the fact that they are capital intensive, i.e., that they most frequently require that a vast amount of capital is invested.===>Potreba za osiguravanjem ovih projekata proizilazi iz činjenice da su kapitalno intezivni, odnosno, da najčešće zahtevaju ulaganje visokog iznosa pozajmljenih finansijskih sredstava.)
MATCH@M:(In such a case, all the previously mentioned financial sources are possible, however, each of them has its own price and risks.===>U tom slučaju svi prethodno navedeni izvori finansiranja su mogući, ali svaki od njih ima svoju cenu koštanja i svoje rizike.)
MATCH@E:(In such a case, all the previously mentioned financial sources are possible, however, each of them has its own price and risks.===>U tom slučaju svi prethodno navedeni izvori finansiranja su mogući, ali svaki od njih ima svoju cenu koštanja i svoje rizike.)
MATCH@M:(The companies choose project financing when investing into large projects, in which case they most frequently decide upon the so-called structural financing.===>Projektno finansiranje koriste preduzeća prilikom investiranja u velike projekte, pri čemu najčešće koriste tzv. strukturno finansiranje.)
MATCH@E:(The companies choose project financing when investing into large projects, in which case they most frequently decide upon the so-called structural financing.===>Projektno finansiranje koriste preduzeća prilikom investiranja u velike projekte, pri čemu najčešće koriste tzv. strukturno finansiranje.)
MATCH@M:(The structural financing is such a type of financing that allows for the investors to track the cash flows, and they can do it through forming a Special Purpose Vehicle (SVP) as a unit responsible for achieving the defined financial goals.===>Strukturno finansiranje je finansiranje koje omogućava ulagačima praćenje novčanih tokova, zahvaljujući formiranju Special Purpose Vehicle (SPV), kao jedinice zadužene za realizaciju definisanih finansijskih ciljeva.)
MATCH@E:(The structural financing is such a type of financing that allows for the investors to track the cash flows, and they can do it through forming a Special Purpose Vehicle (SVP) as a unit responsible for achieving the defined financial goals.===>Strukturno finansiranje je finansiranje koje omogućava ulagačima praćenje novčanih tokova, zahvaljujući formiranju Special Purpose Vehicle (SPV), kao jedinice zadužene za realizaciju definisanih finansijskih ciljeva.)
MATCH@M:(Project financing is of special interest for the companies engaged in manufacturing industry, in the production and transmission of power supply.===>Za projektno finansiranje posebno su zainteresovana preduzeća uključena u industrijsku proizvodnju, zatim obradu i transport energije.)
MATCH@E:(Project financing is of special interest for the companies engaged in manufacturing industry, in the production and transmission of power supply.===>Za projektno finansiranje posebno su zainteresovana preduzeća uključena u industrijsku proizvodnju, zatim obradu i transport energije.)
MATCH@M:(The final goal of project financing is to raise enough capital required for the project execution, as well as enough profit to regain the invested funds easily.===>Konačan cilj projektnog finansiranja je obezbeđenje dovoljno finansijskih sredstava neophodnih za realizaciju projekta, i dovoljno visok profit tako da je omogućeno nesmetano vraćanje uloženih finansijskih sredstava.)
MATCH@E:(The final goal of project financing is to raise enough capital required for the project execution, as well as enough profit to regain the invested funds easily.===>Konačan cilj projektnog finansiranja je obezbeđenje do voljno finansijskih sredstava neophodnih za realizaciju projekta, i dovoljno visok profit tako da je omogućeno nesmetano vraćanje uloženih finansijskih sredstava.)
MATCH@M:(One way to achieve this goal is insurance issued by a third party, which has already been mentioned; however, rare are the projects supported by a third party without that party gaining some direct profit from the project.===>Jedan od načina za postizanje ovoga cilja je i osiguranje od treće strane, što je već pomenuto, no svakako da su ret-ki projekti koji su podržani od treće strane, a da ona pri tome nema neku direktnu korist od tog istog projekta.)
MATCH@E:(One way to achieve this goal is insurance issued by a third party, which has already been mentioned; however, rare are the projects supported by a third party without that party gaining some direct profit from the project. ~~~ 3.===>Jedan od načina za postizanje ovoga cilja je i osiguranje od treće strane, što je već pomenuto, no svakako da su retki projekti koji su podržani od treće strane, a da ona pri tome nema neku direktnu korist od tog istog projekta. 3.)
MATCH@M:(A successful completion of a project depends on a number of elements, therefore they should be thoroughly analysed by both the sponsor and the project financier.===>Postoji dosta elemenata koji utiču na mogućnost uspešne realizacije projekta, te ih je neophodno dobro proučiti i od strane sponzora i finansijera projekta.)
MATCH@E:(Elements of project financing A successful completion of a project depends on a number of elements, therefore they should be thoroughly analysed by both the sponsor and the project financier.===>Elementi projektnog finansiranja Postoji dosta elemenata koji utiču na mogućnost uspešne realizacije projekta, te ih je neophodno dobro proučiti i od strane sponzora i finansijera projekta.)
MATCH@M:(Any factors that may lead to the failure of the project should be paid special attention to and analysed.===>Posebno treba obratiti pažnju i analizirati sve faktore koji mogu dovesti i do neuspeha projekta.)
MATCH@E:(Any factors that may lead to the failure of the project should be paid special attention to and analysed.===>Posebno treba obratiti pažnju i analizirati sve faktore koji mogu dovesti i do neuspeha projekta.)
MATCH@M:(In the first place is a possibility of delay, incurring additional expences, and, as a result, "exceeding the budget".===>Na prvom mestu je mogućnost dolaska do zastoja, stvaranja dodatnih troškova i kao posledica toga “probijanje budžeta”.)
MATCH@E:(In the first place is a possibility of delay, incurring additional expences, and, as a result, exceeding the budget.===>Na prvom mestu je mogućnost dolaska do zastoja, stvaranja dodatnih troškova i kao posledica toga probijanje budžeta.)
MATCH@M:(Especially dangerous are poorly designed technical solutions, financial bankruptcy of one of key parties, a rise in prices or the lack of material.===>Svakako posebnu opasnost predstavljaju loše projektovana tehnička rešenja, finansijski bankrot neke od ključnih strana, povećanje cena ili nedostatak materijala.)
MATCH@E:(Especially dangerous are poorly designed technical solutions, financial bankruptcy of one of key parties, a rise in prices or the lack of material.===>Svakako posebnu opasnost predstavljaju loše projektovana tehnička rešenja, finansijski bankrot neke od ključnih strana, povećanje cena ili nedostatak materijala.)
MATCH@M:(The consequences may be lower competitiveness on the market, i.e., the replacement of the management of the project.===>Kao posledica toga može se javiti gubitak konkurentnosti na tržištu, odnosno smena rukovodstva projekta.)
MATCH@E:(The consequences may be lower competitiveness on the market, i.e., the replacement of the management of the project.===>Kao posledica toga može se javiti gubitak konkurentnosti na tržištu, odnosno smena rukovodstva projekta.)
MATCH@M:(In case the project is executed abroad, special attention should also be paid to the factors such as the influence of public institutions upon the project execution, a possibility that personal property be withdrawn, or a financial insolvency of the Government.===>U slučaju realizacije projekta u inostanstvu posebno treba obratiti pažnju na faktore kao što su uticaj državnih institucija na realizaciju projekta, potencijalna mogućnost oduzimanja lične svojine, kao i finansijska nesolventnost Vlade.)
MATCH@E:(In case the project is executed abroad, special attention should also be paid to the factors such as the influence of public institutions upon the project execution, a possibility that personal property be withdrawn, or a financial insolvency of the Government.===>U slučaju realizacije projekta u inostanstvu posebno treba obratiti pažnju na faktore kao što su uticaj državnih institucija na realizaciju projekta, potencijalna mogućnost oduzimanja lične svojine, kao i finansijska nesolventnost Vlade.)
MATCH@M:(A successful realization of the project requires an imperative and thorough analysis of the abovementioned factors, but also their further monitoring and, if necessary, avoiding them during the project execution.===>Uspešna realizacija projekta nameće obaveznu i detaljnu analizu navedenih faktora, ali i njihovo kasnije praćenje i eventualno izbegavanja tokom realizacije projekta.)
MATCH@E:(A successful realization of the project requires an imperative and thorough analysis of the abovementioned factors, but also their further monitoring and, if necessary, avoiding them during the project execution.===>Uspešna realizacija projekta nameće obaveznu i detaljnu analizu navedenih faktora, ali i njihovo kasnije praćenje i eventualno izbegavanja tokom realizacije projekta.)
MATCH@M:(Any one of these reasons may be sufficient enough to the creditor to make him search for the possibility of financing the project jointly with the sponsor.===>Bilo koji od ovih razloga može biti dovoljan zajmodavcu da potraži mogućnost finansiranja projekta uz pomoć sponzora.)
MATCH@E:(Any one of these reasons may be sufficient enough to the creditor to make him search for the possibility of financing the project jointly with the sponsor.===>Bilo koji od ovih razloga može biti dovoljan zajmodavcu da potraži mogućnost finansiranja projekta uz pomoć sponzora.)
MATCH@M:(The liability for a debt may be acceptable for a certain part of the project, not for a project as a whole.===>Odgovornost za dug projekta može biti prihvatljiva za određeni deo projekta, ali ne i za ceo projekat.)
MATCH@E:(The liability for a debt may be acceptable for a certain part of the project, not for a project as a whole.===>Odgovornost za dug projekta može biti prihvatljiva za određeni deo projekta, ali ne i za ceo projekat.)
MATCH@M:(Where the sponsor is not in a position to avoid a long-term loan to be serviced out of the project profit, the sponsor may agree with a creditor to pay the money back upon the completion of a given phase of the project.===>Tamo gde sponzor nije u mogućnosti da izbegne dugoročan zajam koji se vraća iz profita projekta, može se dogovoriti sa zajmodavcem da novac uplati po okončanju određene faze projekta.)
MATCH@E:(Where the sponsor is not in a position to avoid a long-term loan to be serviced out of the project profit, the sponsor may agree with a creditor to pay the money back upon the completion of a given phase of the project.===>Tamo gde sponzor nije u mogućnosti da izbegne dugoročan zajam koji se vraća iz profita projekta, može se dogovoriti sa zajmodavcem da novac uplati po okončanju određene faze projekta. 4.)
MATCH@M:(They include capital (current equity), loans (for a defined period of time), and a hybrid capital.===>To uključuje kapital (trenutno raspoloživi kapital), zaduživanje (na određeni vremenski period) i hibridni kapital.)
MATCH@E:(They include capital (current equity), loans (for a defined period of time), and a hybrid capital.===>To uključuje kapital (trenutno raspoloživi kapital), zaduživanje (na određeni vremenski period) i hibridni kapital.)
MATCH@M:(Capital refers to plain shares, reinvested capital and dead (non-engaged) capital.===>Kapital se odnosi na obične akcije, reinvestirani kapital i neanga-žovani kapital.)
MATCH@E:(Capital refers to plain shares, rein vested capital and dead (non-engaged) capital.===>Kapital se odnosi na obične akcije, reinvestirani kapital i neangažovani kapital.)
MATCH@M:(As a form of financing, however, capital is rarely used as such; far more frequently the capital is raised through loans, both the long-term loans and the sub-prime loans.===>Međutim kapital kao forma finansiranja, retko se kao takav koristi, odnosno daleko učestalije je korišćenje zajmova, i to kako dugoročnih zajmova, tako i nižerazrednih kredita.)
MATCH@E:(As a form of financing, however, capital is rarely used as such; far more frequently the capital is raised through loans, both the long-term loans and the sub-prime loans.===>Međutim kapital kao forma finansiranja, retko se kao takav koristi, odnosno daleko učestalije je korišćenje zajmova, i to kako dugoročnih zajmova, tako i nižerazrednih kredita.)
MATCH@M:(The long-term financing through credit (use of longterm loans) is by all means most frequent compared to other types of financing, while the sub-prime loans are used most rarely, from the point of view of ranking of various types of project financing.===>Naravno dugoročno kreditiranje (odnosno korišćenje dugoročnih zajmova) ima daleko najviši nivo učestalosti u odnosu na druge vidove finansiranja, dok nižerazred-na kreditiranja su najređe korišćen vid finansiranja, gledano sa aspekta rangiranja različitih vidova projektnog finansiranja.)
MATCH@E:(The long-term financing through credit (use of longterm loans) is by all means most frequent compared to other types of financing, while the sub-prime loans are used most rarely, from the point of view of ranking of various types of project financing.===>Naravno dugoročno kreditiranje (odnosno korišćenje dugoročnih zajmova) ima daleko najviši nivo učestalosti u odnosu na druge vidove finansiranja, dok nižerazredna kreditiranja su najređe korišćen vid finansiranja, gledano sa aspekta rangiranja različitih vidova projektnog finansiranja.)
MATCH@M:(The hybrid capital refers to the types of financing that basically are a form of financial instruments, and the firm achieves this capital through loans; however, they also display some characteristics and liabilities, such as preferential shares, or convertible bonds.===>Hibridni kapital odnosi se na vidove finansiranja koji u svojoj osnovi predstavljaju formu finansij-skih instrumenata, i do njih se dolazi zaduživanjem, ali isto tako one imaju i osobine i zaduživanja, kao što su preferencijalne akcije, ili konveribilne obveznice.)
MATCH@E:(The hybrid capital refers to the types of financing that basically are a form of financial instruments, and the firm achieves this capital through loans; however, they also display some characteristics and liabilities, such as preferential shares, or convertible bonds.===>Hibridni kapital odnosi se na vidove finansiranja koji u svojoj osnovi predstavljaju formu finansijskih instrumenata, i do njih se dolazi zaduživanjem, ali isto tako one imaju i osobine i zaduživanja, kao što su preferencijalne akcije, ili konveribilne obveznice.)
MATCH@M:(Convertible bonds may be converted into a certain number of shares, whereas preferential shares are treated as capital, but the value of the dividends paid to them is fixed.===>Konvrtibilne obveznice mogu se konvertovati u određeni broj akcija, dok se preferencijalne akcije tretiraju kao kapital, ali vrednost dividende koja se plaća na njih je fiksna.)
MATCH@E:(Convertible bonds may be converted into a certain number of shares, whereas preferential shares are treated as capital, but the value of the dividends paid to them is fixed.===>Konvrtibilne obveznice mogu se konvertovati u određeni broj akcija, dok se preferencijalne akcije tretiraju kao kapital, ali vrednost dividende koja se plaća na njih je fiksna.)
MATCH@M:(The company set up for the purpose of executing a project may decide not to pay the dividends on its preferential shares, upon the completion of public auction of shares, assuming that the failure to pay the dividends on shares shall be understood as part of agreed relations on announcing the public auction of shares.===>Preduzeće osnovano radi izvođenja određenog projekta može doneti odluku da ne isplaćuje dividende, po osnovu svojih preferencijalnih akcija, nakon završene javne prodaje akcija, pri čemu će se nemogućnost isplate dividende na akcije, tretirati kao sastavni deo postavljenih odnosa prilikom raspisivanja javne prodaje akcija.)
MATCH@E:(The company set up for the purpose of executing a project may decide not to pay the dividends on its preferential shares, upon the completion of public auction of shares, assuming that the failure to pay the dividends on shares shall be understood as part of agreed relations on announcing the public auction of shares.===>Preduzeće osnovano radi izvođenja određenog projekta može doneti odluku da ne isplaćuje dividende, po osnovu svojih preferencijalnih akcija, nakon završene javne prodaje akcija, pri čemu će se nemogućnost isplate dividende na akcije, tretirati kao sastavni deo postavljenih odnosa prilikom raspisivanja javne prodaje akcija.)
MATCH@M:(The company set up for the purpose of execution of a complex project rarely decides upon raising capital through capital issue.===>Preduzeće osnovano za realizaciju složenog projekta retko kada će sebi dozvoliti finansiranje kroz emisiju kapitala.)
MATCH@E:(The company set up for the purpose of execution of a complex project rarely decides upon raising capital through capital issue.===>Preduzeće osnovano za realizaciju složenog projekta retko kada će sebi dozvoliti finansiranje kroz emisiju kapitala.)
MATCH@M:(Only in exceptional circumstances, when there is no other possibility, will a company turn to this type of financing (financing through the hybrid securities issuing).===>Samo u vanrednim situacijama, kada nema drugih mogućnosti pribegava se ovom vidu finansira-nja (finansiranje kroz emisiju hibridnih hartija od vrednosti).)
MATCH@E:(Only in exceptional circumstances, when there is no other possibility, will a company turn to this type of financing (financing through the hybrid securities issuing).===>Samo u vanrednim situacijama, kada nema drugih mogućnosti pribegava se ovom vidu finansiranja (finansiranje kroz emisiju hibridnih hartija od vrednosti).)
MATCH@M:(Other types of financing should also be mentioned, for example, leasing, joint venture or various forms of sponsorships.===>Treba pomenuti da se koriste i drugi vidovi finansiranja takvih projekata, kao što su lizing, zajedničko ulaganje i različite vrste sponzorstava.)
MATCH@E:(Other types of financing should also be mentioned, for example, leasing, joint venture or various forms of sponsorships Š4,5Ë. 5.===>Treba pomenuti da se koriste i drugi vidovi finansiranja takvih projekata, kao što su lizing, zajedničko ulaganje i različite vrste sponzorstava.)
MATCH@M:(The costs of project financed projects are in fact the costs incurred on the basis of combining various types of financing instruments to finance the project.===>Troškovi kapitala projekta finansiranih primenom projektnog finansiranja, su u osnovi troškovi nastali po osnovu kombinacije različitih vrsta finansijskih instrumenata kojima se finansira projekat.)
MATCH@E:(Project capital structure The costs of project financed projects are in fact the costs incurred on the basis of combining various types of financing instruments to finance the project.===>Š4,5Ë 5. ~~~ Struktura kapitala projekta Troškovi kapitala projekta finansiranih primenom projektnog finansiranja, su u osnovi troškovi nastali po osnovu kombinacije različitih vrsta finansijskih instrumenata kojima se finansira projekat.)
MATCH@M:(Each of the above mentioned elements may have a lasting impact upon the total costs of the project, and therefore to the financial feasibility of the project.===>Svaki od prethodno navedenih elemenata može trajno uticati na ukupne troškove projekta, i shodno tome na finansijsku izvodljivost projekta.)
MATCH@E:(Each of the above mentioned elements may have a lasting impact upon the total costs of the project, and therefore to the financial feasibility of the project.===>Svaki od prethodno navedenih elemenata može trajno uticati na ukupne troškove projekta, i shodno tome na finansijsku izvodljivost projekta.)
MATCH@M:(For example, capital costs are, as a rule, higher than the costs of financing out of the debt, since the securities owners regularly require that a revenue rate be higher than the interest rate to the loaned assets, especially when the debt share in the project formed company's assets financing is high.===>Na primer, troškovi kapitala su po pravilu viši od troškova finansiranja iz duga, budući da vlasnici hartija po pravilu zahtevaju da stopa povraćaja na dug bude viša od kamatne stope na pozajmljena sredstva, naročito kada je visoko učešće duga u finansiranju aktive projektno formiranog pred-uzeća.)
MATCH@E:(For example, capital costs are, as a rule, higher than the costs of financing out of the debt, since the securities owners regularly require that a revenue rate be higher than the interest rate to the loaned assets, especially when the debt share in the project formed company's assets financing is high.===>Na primer, troškovi kapitala su po pravilu viši od troškova finansiranja iz duga, budući da vlasnici hartija po pravilu zahtevaju da stopa povraćaja na dug bude viša od kamatne stope na pozajmljena sredstva, naročito kada je visoko učešće duga u finansiranju aktive projektno formiranog preduzeća.)
MATCH@M:(We may say that a lower level of capital reduces the costs of the project itself, which simultaneously means a higher risk for the project.===>Može se reći da niži nivo kapitala umanjuje istovremeno i troškove samog projekta, što istovremeno znači i viši rizik po projekat.)
MATCH@E:(We may say that a lower level of capital reduces the costs of the project itself, which simultaneously means a higher risk for the project.===>Može se reći da niži nivo kapitala umanjuje istovremeno i troškove samog projekta, što istovremeno znači i viši rizik po projekat.)
MATCH@M:(Banks and other financial institutions may not be interested in financing the project, or they may raise the risk premiums for projects in which the capital share is extremely low.===>Banke i druge finansijske institucije možda neće biti zainteresovane za finansira-nje projekta, ili mogu povećati premije na rizik za projekte kod kojih je učešće kapitala izuzetno nisko.)
MATCH@E:(Banks and other financial institutions may not be interested in financing the project, or they may raise the risk premiums for projects in which the capital share is extremely low.===>Banke i druge finansijske institucije možda neće biti zainteresovane za finansiranje projekta, ili mogu povećati premije na rizik za projekte kod kojih je učešće kapitala izuzetno nisko.)
MATCH@M:(There also are some advantages and disadvantages in comparing such projects through the issue of bonds and commercial credits.===>Postoje isto tako određene prednosti i nedostaci kada se vrši upoređivanje takvih projekata kroz emisiju obveznica i komercijalnih kredita.)
MATCH@E:(There also are some advantages and disadvantages in comparing such projects through the issue of bonds and commercial credits.===>Postoje isto tako određene prednosti i nedostaci kada se vrši upoređivanje takvih projekata kroz emisiju obveznica i komercijalnih kredita.)
MATCH@M:(The interest rate to the credit as well as the payoff period itself may be fixed or flexible, whereas in case of bonds they are always fixed.===>Kamatna stopa na kredit, kao i sam period povraćaja, mogu biti fiksni ili promenljivi, dok kod obveznica su gotovo uvek fiksni.)
MATCH@E:(The interest rate to the credit as well as the payoff period itself may be fixed or flexible, whereas in case of bonds they are always fixed.===>Kamatna stopa na kredit, kao i sam period povraćaja, mogu biti fiksni ili promenljivi, dok kod obveznica su gotovo uvek fiksni.)
MATCH@M:(In case of flexible period of payoff and variable interest rates, bank loans allow for some flexibility in the form of financial engineering.===>U slučaju fleksibilnog perioda povraćaja i promenlji-viih kamatih stopa bankarsko zaduživanje dozvoljava fleksibilnost u vidu primene finansijskog inženjeringa.)
MATCH@E:(In case of flexible period of payoff and variable interest rates, bank loans allow for some flexibility in the form of financial engineering.===>U slučaju fleksibilnog perioda povraćaja i promenljiviih kamatih stopa bankarsko zaduživanje dozvoljava fleksibilnost u vidu primene finansijskog inženjeringa.)
MATCH@M:(This can be of utmost importance for privately financed projects, where the risk level is high and whose revenues are due in far future, compared to the investment period.===>To može biti izuzetno značajno kod projekata, finan-siranih iz privatnog sektora, kod kojih je visok nivo rizika, i čiji prihodi dospevaju daleko u budućnosti u odnosu na period investiranja.)
MATCH@E:(This can be of utmost importance for privately financed projects, where the risk level is high and whose revenues are due in far future, compared to the investment period.===>To može biti izuzetno značajno kod projekata, finansiranih iz privatnog sektora, kod kojih je visok nivo rizika, i čiji prihodi dospevaju daleko u budućnosti u odnosu na period investiranja.)
MATCH@M:(In comparison with the bonds, however, the debt is normally less expensive and is due in a shorter period of time.===>Međutim dug je po pravilu manje skup i ima kraći period dospeća u odnosu na obveznice.)
MATCH@E:(In comparison with the bonds, however, the debt is normally less expensive and is due in a shorter period of time.===>Međutim dug je po pravilu manje skup i ima kraći period dospeća u odnosu na obveznice.)
MATCH@M:(Long-term financial instruments are important in project financing since the project cannot generate revenues during the construction phase and tends to gradually build the cash flow during the operational phase.===>Dugoročni finan-sijski instrumenti su važni u projektnom finansiranju budući da projekat ne generiše prihode tokom kon-strukcione faze i nastoji da polako gradi novčani tok tokom operativne faze.)
MATCH@E:(Long-term financial instruments are important in project financing since the project cannot generate revenues during the construction phase and tends to gradually build the cash flow during the operational phase.===>Dugoročni finansijski instrumenti su važni u projektnom finansiranju budući da projekat ne generiše prihode tokom konstrukcione faze i nastoji da polako gradi novčani tok tokom operativne faze.)
MATCH@M:(Therefore, at the very beginning of the operational phase, revenues may be minimal and consequently insufficient to service high payments on the credit.===>Stoga, na samom početku operativne faze, prihodi mogu biti minimalni, i nedovoljni da pokriju visoka izdavanja po osnovu kredita.)
MATCH@E:(Therefore, at the very beginning of the operational phase, revenues may be minimal and consequently insufficient to service high payments on the credit.===>Stoga, na samom početku operativne faze, prihodi mogu biti minimalni, i nedovoljni da pokriju visoka izdavanja po osnovu kredita.)
MATCH@M:(Such payments may prove to be a serious burden to the project and may therefore have a significant impact upon a normal operation of the project and eventually ruin the project itself.===>Velika izdavanja po osnovu kredita mogu biti veliko opterećenje po projekat i shodno tome mogu značajno uticati na normalno poslovanje projekta pa konačno i uništiti sam projekat.)
MATCH@E:(Such payments may prove to be a serious burden to the project and may therefore have a significant impact upon a normal operation of the project and eventually ruin the project itself.===>Velika izdavanja po osnovu kredita mogu biti veliko opterećenje po projekat i shodno tome mogu značajno uticati na normalno poslovanje projekta pa konačno i uništiti sam projekat.)
MATCH@M:(Furthermore, in economically non-developed countries, or in the countries with insufficiently deveoped legal economic environment, the creditors may, and they frequently do demand extra guarantees from the government of the country in which the financing is to be approved, or they may demand that the Agency for exports financing and international agencies, such as the World Bank, the Asian Development Organization and the International Finance Corporation be included, all for the purpose of "covering" the political and the economic risks.===>Nadalje, u zemljama koje su ekonomski nerazvijene, ili koje nemaju dovoljno razvijeno pravno privredno okruženje, zajmodavci mogu, a često i zahtevaju izuzetne garancije od strane Vlade zemlje u kojoj se vrši finansiranje, ili uključivanje Agencije za kreditiranje izvoza i međunarodnih agencija kao što su World Bank, Asian Development Organization and International Finance Corporation, a sve u cilju da se „pokrije“ politički i ekonomski rizik.)
MATCH@E:(Furthermore, in economically non-developed countries, or in the countries with insufficiently deveoped legal economic environment, the creditors may, and they frequently do demand extra guarantees from the government of the country in which the financing is to be approved, or they may demand that the Agency for exports financing and international agencies, such as the World Bank, the Asian Development Organization and the International Finance Corporation be included, all for the purpose of covering the political and the economic risks.===>Nadalje, u zemljama koje su ekonomski nerazvijene, ili koje nemaju dovoljno razvijeno pravno privredno okruženje, zajmodavci mogu, a često i zahtevaju izuzetne garancije od strane Vlade zemlje u kojoj se vrši finansiranje, ili uključivanje Agencije za kreditiranje izvoza i međunarodnih agencija kao što su World Bank, Asian Development Organization and International Finance Corporation, a sve u cilju da se pokrije politički i ekonomski rizik.)
MATCH@M:(Incorporating international agencies means higher reliability, therefore commercial banks engaged in the project may reduce interest rates on the borrowed capital.===>Uključivanje međunarodnih institucija uvećava pouzdanost, te shodno tome komercijalne banke angažovane na projektu mogu umanjiti kamatne stope na pozajmljena sredstva.)
MATCH@E:(Incorporating international agencies means higher reliability, therefore commercial banks engaged in the project may reduce interest rates on the borrowed capital.===>Uključivanje međunarodnih institucija uvećava pouzdanost, te shodno tome komercijalne banke angažovane na projektu mogu umanjiti kamatne stope na pozajmljena sredstva.)
MATCH@M:(The lower cost of capital directly increases the probability that the project itself be completed successfully.===>Snižavanjem troškova kapitala istovremeno se povećava verovatnoća realizacije samoga projekta.)
MATCH@E:(The lower cost of capital directly increases the probability that the project itself be completed successfully.===>Snižavanjem troškova kapitala istovremeno se povećava verovatnoća realizacije samoga projekta. 6.)
MATCH@M:(The project capital structure often depends on the type of financial institutions and, generally, on the investors' readiness to invest into the project; on their relationship, as well as on the amounts they are willing to invest.===>Struktura kapitala projekta, često zavisi od tipa finan-sijskih institucija i uopšte investitora spremnih da investiraju u projekat, njihovih odnosa, kao i iznosa koji su spremni da investiraju.)
MATCH@E:(6. ~~~ Capital share on the basis of stock issue The project capital structure often depends on the type of financial institutions and, generally, on the investors' readiness to invest into the project; on their relationship, as well as on the amounts they are willing to invest.===>Učešće kapitala po osnovu emisije akcija Struktura kapitala projekta, često zavisi od tipa finansijskih institucija i uopšte investitora spremnih da investiraju u projekat, njihovih odnosa, kao i iznosa koji su spremni da investiraju.)
MATCH@M:(According to the definitions characteristic of different types of capital, the capital level characteristic of project financing of the project is defined through the capital share in the total amount of assets used to finance the project, where only the assets raised in stock issue are viewed as "capital".===>U skladu sa definicijama karakterističnim za različite vidove kapitala, nivo kapitala karakterističan za projektno finansiranje projekta je definisan kroz učešće kapitala u ukupnom iznosu finansijskih sredstava kojima se finansira proje-kat, pri čemu se samo sredstva prikupljena emisijom običnih akcija smatraju „kapitalom“.)
MATCH@E:(According to the definitions characteristic of different types of capital, the capital level characteristic of project financing of the project is defined through the capital share in the total amount of assets used to finance the project, where only the assets raised in stock issue are viewed as capital.===>U skladu sa definicijama karakterističnim za različite vidove kapitala, nivo kapitala karakterističan za projektno finansiranje projekta je definisan kroz učešće kapitala u ukupnom iznosu finansijskih sredstava kojima se finansira projekat, pri čemu se samo sredstva prikupljena emisijom običnih akcija smatraju kapitalom.)
MATCH@M:(In practice, the capital share may vary from 0 to 100 percent, according to the type of the project.===>U praksi, učešće kapitala može se naći u iznosu od 0 do 100%, u zavisnosti od tipa projekta.)
MATCH@E:(In practice, the capital share may vary from 0 to 100 percent, according to the type of the project.===>U praksi, učešće kapitala može se naći u iznosu od 0 do 100%, u zavisnosti od tipa projekta.)
MATCH@M:(Shortly, project financing project in the power supply sector means the capital share of 10 to 30 percent.===>Konkretno, projektno finansiranje projekata u sektoru energetike najčešće podra-zumeva učešće od 10 do 30% akcijskog kapitala.)
MATCH@E:(Shortly, project financing project in the power supply sector means the capital share of 10 to 30 percent.===>Konkretno, projektno finansiranje projekata u sektoru energetike najčešće podrazumeva učešće od 10 do 30% akcijskog kapitala.)
MATCH@M:(Therefore, an adequate capital share is the most important variable that accompanies capital structure creation in both the private and the public sectors.===>U tom smislu, adekvatno učešća kapitala je najvažnija varijabla koja prati formiranje strukture kapitala i iz privatnog i iz javnog sektora.)
MATCH@E:(Therefore, an adequate capital share is the most important variable that accompanies capital structure creation in both the private and the public sectors.===>U tom smislu, adekvatno učešća kapitala je najvažnija varijabla koja prati formiranje strukture kapitala i iz privatnog i iz javnog sektora.)
MATCH@M:(Hence, there are three key parties interested in the capital share level: stockholders (who are at the same time the stakeholders of the project), creditors (banks and other financial institutions that invest capital into the project), and the government (that tends to engage private investors and perhaps grant guarantees or other forms of support to the project).===>U tom smislu tri su glavne strane koje su zainteresovane za nivo učešća kapitala: vlasnici akcija (koji su istovremeno i akcionari projekta), zajmodavci (banke i druge finansijske institucije koje ulažu finansijska sredstva u projekat) i Vlada (koja želi angažovati privatne izvore finansiranja projekta i možda obezediti garancije ili druge oblike podrške samom projektu).)
MATCH@E:(Hence, there are three key parties interested in the capital share level: stockholders (who are at the same time the stakeholders of the project), creditors (banks and other financial institutions that invest capital into the project), and the government (that tends to engage private investors and perhaps grant guarantees or other forms of support to the project).===>U tom smislu tri su glavne strane koje su zainteresovane za nivo učešća kapitala: vlasnici akcija (koji su istovremeno i akcionari projekta), zajmodavci (banke i druge finansijske institucije koje ulažu finansijska sredstva u projekat) i Vlada (koja želi angažovati privatne izvore finansiranja projekta i možda obezediti garancije ili druge oblike podrške samom projektu).)
MATCH@M:(The three different parties, the participants in the same project, view the project each in its own way, but also express their own estimations as to how large a capital share is really necessary in the project itself, and their interests depend to a certain degree on the scope of the project itself.===>Tri različite strane, učesnika na samom projektu imaju različite poglede na sam proje-kat, ali i na stav o tome koliko je realno neophodno učešće kapitala u samom projektu i njihovi interesi zavise u nekoj meri od obima samog projekta.)
MATCH@E:(The three different parties, the participants in the same project, view the project each in its own way, but also express their own estimations as to how large a capital share is really necessary in the project itself, and their interests depend to a certain degree on the scope of the project itself.===>Tri različite strane, učesnika na samom projektu imaju različite poglede na sam projekat, ali i na stav o tome koliko je realno neophodno učešće kapitala u samom projektu i njihovi interesi zavise u nekoj meri od obima samog projekta.)
MATCH@M:(In case of capital owners, their capital is covered by various project activities, including consulting, designing, construction, maintenance and business operations, and the property related to the execution of the project itself.===>Za vlasnike kapitala, njihov kapital je pokriven različitim aktivnostima projekta, uključujući savetodavnu aktivnost, dizajniranje, konstrukciju, održavanje i poslovanje, i imovinu koja je vezana za realizaciju samog projekta.)
MATCH@E:(In case of capital owners, their capital is covered by various project activities, including consulting, designing, construction, maintenance and business operations, and the property related to the execution of the project itself.===>Za vlasnike kapitala, njihov kapital je pokriven različitim aktivnostima projekta, uključujući savetodavnu aktivnost, dizajniranje, konstrukciju, održavanje i poslovanje, i imovinu koja je vezana za realizaciju samog projekta.)
MATCH@M:(They will consider the project financially justified if the internal revenue rate to the capital exceeds the projected rate.===>Oni će smatrati da je projekat finansijski opravdan ukoliko je interna stopa prinosa na kapital viša od projektovane.)
MATCH@E:(They will consider the project financially justified if the internal revenue rate to the capital exceeds the projected rate.===>Oni će smatrati da je projekat finansijski opravdan ukoliko je interna stopa prinosa na kapital viša od projektovane.)
MATCH@M:(Therefore the capital owners will always tend to maximize the internal revenue rate to the capital.===>U tom smislu vlasnici kapitala će uvek nastojati da internu stopu prinosa na kapital maksimiziraju.)
MATCH@E:(Therefore the capital owners will always tend to maximize the internal revenue rate to the capital.===>U tom smislu vlasnici kapitala će uvek nastojati da internu stopu prinosa na kapital maksimiziraju.)
MATCH@M:(Creditors simultaneously prefer a higher level of capital share, since in that way they reduce the risk on the loaned capital, i.e., the credit is rated higher when it comes to repayment of the investment capital.===>Zajmodavci, u isto vreme preferiraju viši nivo učešća kapitala, jer time sebi snižavaju rizik na pozajmljena sredstva, odnosno kredit ima viši rang prilikom povra-ćaja investiranog kapitala.)
MATCH@E:(Creditors simultaneously prefer a higher level of capital share, since in that way they reduce the risk on the loaned capital, i.e., the credit is rated higher when it comes to repayment of the investment capital.===>Zajmodavci, u isto vreme preferiraju viši nivo učešća kapitala, jer time sebi snižavaju rizik na pozajmljena sredstva, odnosno kredit ima viši rang prilikom povraćaja investiranog kapitala.)
MATCH@M:(To the creditors, the financial justification of the capital loaned should meet a minimal level of the service provided on an annual level, expressed by a coverage ratio.===>Za kreditore, finansijska opravdanost na pozajmljena sredstva treba da zadovolji minimalni nivo pružene usluge na godišnjem nivou izražene kroz racio pokrića.)
MATCH@E:(To the creditors, the financial justification of the capital loaned should meet a minimal level of the service provided on an annual level, expressed by a coverage ratio.===>Za kreditore, finansijska opravdanost na pozajmljena sredstva treba da zadovolji minimalni nivo pružene usluge na godišnjem nivou izražene kroz racio pokrića.)
MATCH@M:(A lower level of capital share means an increase in the risk that will not meet the coverage ratio for the invested capital, and in such conditions the creditors may demand higher risk premiums for a lower capital share.===>Niži nivo učešća kapitala znači povećanje rizika koji neće zadovoljiti racio pokrića na angažovana sredstva, pri čemu u takvim okolnostima zajmodavci mogu tražiti više premije na rizik, a za niže učešće kapitala.)
MATCH@E:(A lower level of capital share means an increase in the risk that will not meet the coverage ratio for the invested capital, and in such conditions the creditors may demand higher risk premiums for a lower capital share.===>Niži nivo učešća kapitala znači povećanje rizika koji neće zadovoljiti racio pokrića na angažovana sredstva, pri čemu u takvim okolnostima zajmodavci mogu tražiti više premije na rizik, a za niže učešće kapitala.)
MATCH@M:(One more reason that creditors may demand a higher level of capital share results from the fact that a higher level of capital share will normally mean a higher level of "equity capital" share, and therefore ensure the increase in share and the revenues of the project.===>Još jedan od razloga zašto zajmodavci mogu tražiti viši nivo učešća kapitala, proizilazi iz činjenice da će viši nivo učešća kapitala podrazumevati po pravilu i više učešće „vlasničkog kapitala“, te shodno tome osigurati povećanje učešća i doprinosa projekta.)
MATCH@E:(One more reason that creditors may demand a higher level of capital share results from the fact that a higher level of capital share will normally mean a higher level of equity capital share, and therefore ensure the increase in share and the revenues of the project.===>Još jedan od razloga zašto zajmodavci mogu tražiti viši nivo učešća kapitala, proizilazi iz činjenice da će viši nivo učešća kapitala podrazumevati po pravilu i više učešće vlasničkog kapitala, te shodno tome osigurati povećanje učešća i doprinosa projekta.)
MATCH@M:(The success based on the abovementioned elements requires an adequate capital structure and a long-term acceptance from the part of the participants in the project.===>Uspeh zasnovan na prethodno iznetim elementima zahteva odgovarajuću strukturu kapitala i dugoročno prihvatanje učesnika u realizaciji samog projekta.)
MATCH@E:(The success based on the abovementioned elements requires an adequate capital structure and a long-term acceptance from the part of the participants in the project.===>Uspeh zasnovan na prethodno iznetim elementima zahteva odgovarajuću strukturu kapitala i dugoročno prihvatanje učesnika u realizaciji samog projekta.)
MATCH@M:(The govrnment will, unfortunately, insist on retaining a minimal amount of capital as a long-term guarantee of the participants in the project, as their promise to accept the liabilities for the project.===>Nažalost, Vlada će zahtevati izvesan minimalni nivo kapitala kao dugoročnu garanciju učesnika projekta u vidu njihove obaveze da prihvataju obavezu na projektu.)
MATCH@E:(The govrnment will, unfortunately, insist on retaining a minimal amount of capital as a long-term guarantee of the participants in the project, as their promise to accept the liabilities for the project.===>Nažalost, Vlada će zahtevati izvesan minimalni nivo kapitala kao dugoročnu garanciju učesnika projekta u vidu njihove obaveze da prihvataju obavezu na projektu.)
MATCH@M:(In any case, all the other conditions will remain unchanged, e.g., a low level of cost share, which results from the ratio between the demanded internal revenue rate on the capital expected by the capital owners and the interest rate to the capital borrowed from the bank.===>U svakom slučaju, svi ostali uslovi će ostati isti,kao što su nizak nivo učešća troškova, što proizilazi iz odnosa zahtevane interne stope prinosa na kapital koju očekuju imaoci kapitala, u odnosu na kamatnu stopu na pozajmljena sredstva u banci.)
MATCH@E:(In any case, all the other conditions will remain unchanged, e.g., a low level of cost share, which results from the ratio between the demanded internal revenue rate on the capital expected by the capital owners and the interest rate to the capital borrowed from the bank.===>U svakom slučaju, svi ostali uslovi će ostati isti, kao što su nizak nivo učešća troškova, što proizilazi iz odnosa zahtevane interne stope prinosa na kapital koju očekuju imaoci kapitala, u odnosu na kamatnu stopu na pozajmljena sredstva u banci. ne države, koja shodno tome, preuzima na sebe i odgovarajuće obaveze sufinansiranja, što se uostalom vrlo često može videti kod naplate putarine, ili sufinansiranja sličnog tipa.)
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BAD_LINE_M:In any case, all the other conditions will remain unchanged, e.g., a low level of cost share, which results from the ratio between the demanded internal revenue rate on the capital expected by the capital owners and the interest rate to the capital borrowed from the bank.
BAD_LINE_M:U svakom slučaju, svi ostali uslovi će ostati isti,kao što su nizak nivo učešća troškova, što proizilazi iz odnosa zahtevane interne stope prinosa na kapital koju očekuju imaoci kapitala, u odnosu na kamatnu stopu na pozajmljena sredstva u banci.
BAD_LINE_E:In any case, all the other conditions will remain unchanged, e.g., a low level of cost share, which results from the ratio between the demanded internal revenue rate on the capital expected by the capital owners and the interest rate to the capital borrowed from the bank.
BAD_LINE_E:U svakom slučaju, svi ostali uslovi će ostati isti, kao što su nizak nivo učešća troškova, što proizilazi iz odnosa zahtevane interne stope prinosa na kapital koju očekuju imaoci kapitala, u odnosu na kamatnu stopu na pozajmljena sredstva u banci. ne države, koja shodno tome, preuzima na sebe i odgovarajuće obaveze sufinansiranja, što se uostalom vrlo često može videti kod naplate putarine, ili sufinansiranja sličnog tipa.
MATCH@M:(The government should, therefore, ensure the conditions in which the capital level used will be satisfactory for both the investor, the creditors, and the public itself.===>Stoga, Vlada treba da obezedi uslove da odgovarajući nivo kapitala koji se koristi bude odgovarajući i za investitora kapitala, zajmodavce ali za samu javnost.)
MATCH@E:(The government should, therefore, ensure the conditions in which the capital level used will be satisfactory for both the investor, the creditors, and the public itself.===>Stoga, Vlada treba da obezedi uslove da odgovarajući nivo kapitala koji se koristi bude odgovarajući i za investitora kapitala, zajmodavce ali za samu javnost. 7.)
MATCH@M:(The greatest risks the project sponsors encounter are the political, the financial, the constructional, the operational and the market risks.===>Najveći rizici s kojima se sponzori projekta suočavaju su politički, finansijski, konstrukcioni, operativni i tržišni rizik.)
MATCH@E:(7. ~~~ Project financing risk analysis The greatest risks the project sponsors encounter are the political, the financial, the constructional, the operational and the market risks.===>Analiza rizika projektnog finansiranja Najveći rizici s kojima se sponzori projekta suočavaju su politički, finansijski, konstrukcioni, operativni i tržišni rizik.)
MATCH@M:(The financial risk is related to the rates of currency exchange, the inflation and the capital costs (interest rates).===>Finansijski rizik vezan je za stope po kojima se menja valuta, inflaciju, i troškove kapitala (kamatne stope).)
MATCH@E:(The financial risk is related to the rates of currency exchange, the inflation and the capital costs (interest rates).===>Finansijski rizik vezan je za stope po kojima se menja valuta, inflaciju, i troškove kapitala (kamatne stope).)
MATCH@M:(The risk in foreign trade is often extremely high in developing countries, especially those characterised by a high depreciation rate.===>Rizik razmene s inostranstvom često je izuzetno visok u zemljama u razvoju, naročito u onima u kojima je karakteristična visoka stopa inflacije.)
MATCH@E:(The risk in foreign trade is often extremely high in developing countries, especially those characterised by a high depreciation rate.===>Rizik razmene s inostranstvom često je izuzetno visok u zemljama u razvoju, naročito u onima u kojima je karakteristična visoka stopa inflacije.)
MATCH@M:(The cost of capital need not be directly related to the country in which the project is to be executed, but may be directly related to the countries in which it is to be raised.===>Trošaka kapitala i ne mora biti vezan direktno sa zemljom u kojoj treba da se realizuje, ali može direktno biti vezan sa zemljama u kojima se prikuplja.)
MATCH@E:(The cost of capital need not be directly related to the country in which the project is to be executed, but may be directly related to the countries in which it is to be raised.===>Trošaka kapitala i ne mora biti vezan direktno sa zemljom u kojoj treba da se realizuje, ali može direktno biti vezan sa zemljama u kojima se prikuplja.)
MATCH@M:(The construction risk is primarily related to deferring the construction phase and the time of cost coverage.===>Konstrukcioni rizik prevashodno se odnosi na odlaganje konstrukcione faze i vreme pokrića troškova.)
MATCH@E:(The construction risk is primarily related to deferring the construction phase and the time of cost coverage.===>Konstrukcioni rizik prevashodno se odnosi na odlaganje konstrukcione faze i vreme pokrića troškova.)
MATCH@M:(The deferring of the construction phase may be conditioned by technical difficulties, poor management or both.===>Odlaganje konstrukcione faze može biti uslovljeno tehničkim poteškoćama, lošim menadžmentom, ili sa oba faktora podjednako.)
MATCH@E:(The deferring of the construction phase may be conditioned by technical difficulties, poor management or both.===>Odlaganje konstrukcione faze može biti uslovljeno tehničkim poteškoćama, lošim menadžmentom, ili sa oba faktora podjednako.)
MATCH@M:(As in project financing the investors rely on the revenues achieved on the basis of the project completion, in the sense of investment cost settlement, it is clear that any deferral of the project termination will simultaneously defer their chances to obtain the payments due to them on the basis of the revenues earned.===>Kako se kod projektnog finansi-ranja investitori oslanjaju na prihod ostvaren po osnovu realizovanog projekta, u smislu pokrića troškova investicije, izvesno je da će svako odlaganje završetka samog projekta, istovremeno odložiti i njihovu mogućnost naplate po osnovu ostvarenog prihoda.)
MATCH@E:(As in project financing the investors rely on the revenues achieved on the basis of the project completion, in the sense of investment cost settlement, it is clear that any deferral of the project termination will simultaneously defer their chances to obtain the payments due to them on the basis of the revenues earned.===>Kako se kod projektnog finansiranja investitori oslanjaju na prihod ostvaren po osnovu realizovanog projekta, u smislu pokrića troškova investicije, izvesno je da će svako odlaganje završetka samog projekta, istovremeno odložiti i njihovu mogućnost naplate po osnovu ostvarenog prihoda.)
MATCH@M:(The cost coverage will affect the project profitability by increasing the construction and financial costs.===>Troškovi pokrića će uticati na profitabilnost projekta uvećanjem konstrukcionih i finansijskih troškova.)
MATCH@E:(The cost coverage will affect the project profitability by increasing the construction and financial costs.===>Troškovi pokrića će uticati na profitabilnost projekta uvećanjem konstrukcionih i finansijskih troškova.)
MATCH@M:(The operational risk is related to the operational costs of the entire capital.===>Operacioni rizik se odnosi na troškove poslovanja kompletnog osnovnog sredstva.)
MATCH@E:(The operational risk is related to the operational costs of the entire capital.===>Operacioni rizik se odnosi na troškove poslovanja kompletnog osnovnog sredstva.)
MATCH@M:(Basically, the operational and the maintenance costs may exceed the planned costs.===>U osnovi, troškovi poslovanja i održavanja mogu prevazići planirane troškove.)
MATCH@E:(Basically, the operational and the maintenance costs may exceed the planned costs.===>U osnovi, troškovi poslovanja i održavanja mogu prevazići planirane troškove.)
MATCH@M:(The costs not included may also have a negative impact on the project profitability.===>Neuključeni troškovi poslovanja će isto tako delovati negativno na profitabilnost projekta.)
MATCH@E:(The costs not included may also have a negative impact on the project profitability.===>Neuključeni troškovi poslovanja će isto tako delovati negativno na profitabilnost projekta.)
MATCH@M:(The market risk most often results from the risks of demand and prices.===>Tržišni rizik najčešće proizilazi iz rizika tražnje i cena.)
MATCH@E:(The market risk most often results from the risks of demand and prices.===>Tržišni rizik najčešće proizilazi iz rizika tražnje i cena.)
MATCH@M:(The risk od demand is certainly based on the demand for the product or the service themselves, which are to be provided by the completion of a certain project.===>Rizik tražnje je svakako zasnovan na tražnji za samim proizvodom ili uslugom, koju je moguće pružiti realizacijom određenog projekta.)
MATCH@E:(The risk od demand is certainly based on the demand for the product or the service themselves, which are to be provided by the completion of a certain project.===>Rizik tražnje je svakako zasnovan na tražnji za samim proizvodom ili uslugom, koju je moguće pružiti realizacijom određenog projekta.)
MATCH@M:(The understanding of the project risk is of great importance in defining an appropriate financing strategy.===>Razumevanje rizika projekta je izuzetno značajno prilikom definisanja odgovarajuće strategije finansiranja.)
MATCH@E:(The understanding of the project risk is of great importance in defining an appropriate financing strategy.===>Naravno cena je uvek podložna izvesnim korekcijama od stra Razumevanje rizika projekta je izuzetno značajno prilikom definisanja odgovarajuće strategije finansiranja.)
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BAD_LINE_M:The understanding of the project risk is of great importance in defining an appropriate financing strategy.
BAD_LINE_M:Razumevanje rizika projekta je izuzetno značajno prilikom definisanja odgovarajuće strategije finansiranja.
BAD_LINE_E:The understanding of the project risk is of great importance in defining an appropriate financing strategy.
BAD_LINE_E:Naravno cena je uvek podložna izvesnim korekcijama od stra Razumevanje rizika projekta je izuzetno značajno prilikom definisanja odgovarajuće strategije finansiranja.
MATCH@M:(The creditors, as well as investors themselves, will certainly try to avoid highly risky projects, except in situations when they are too tempted by extremely high revenue rates on the capital invested.===>Zajmodavci, baš kao i sami investitori, svakako izbegavaju učestvovanje u projektima koji su visokorizični, osim u situacijama kada ne mogu odoleti zbog izuzetno visoke stope povraćaja na angažovana sredstva.)
MATCH@E:(The creditors, as well as investors themselves, will certainly try to avoid highly risky projects, except in situations when they are too tempted by extremely high revenue rates on the capital invested.===>Zajmodavci, baš kao i sami investitori, svakako izbegavaju učestvovanje u projektima koji su visokorizični, osim u situacijama kada ne mogu odoleti zbog izuzetno visoke stope povraćaja na angažovana sredstva.)
MATCH@M:(The BOT sponsors usually protect themselves using strategies which will serve as logistics for the risk taken, in terms of reducing financing costs as well as in terms of gaining competitive advantage.===>Sponzori BOT projekata obično se obezbeđuju strategijama, koje će im predstavljati podršku za preuzeti rizik, u smislu snižavanja troškova finansiranja, i u smislu obezbeđenja konkurentske prednosti.)
MATCH@E:(The BOT sponsors usually protect themselves using strategies which will serve as logistics for the risk taken, in terms of reducing financing costs as well as in terms of gaining competitive advantage Š10, 11Ë.===>Sponzori BOT projekata obično se obezbeđuju strategijama, koje će im predstavljati podršku za preuzeti rizik, u smislu snižavanja troškova finansiranja, i u smislu obezbeđenja konkurentske prednosti.)
MATCH@M:(It should be nevertheless pointed out that the most important item related to planning support is the selection of an adequate financing strategy.===>Ipak, treba istaći, da je svakako najvažnija stavka koja se odnosi na podršku planiranju, izbor adekvatne strategije finansiranja.)
MATCH@E:(It should be nevertheless pointed out that the most important item related to planning support is the selection of an adequate financing strategy. ~~~ 8.===>Š10,11Ë Ipak, treba istaći, da je svakako najvažnija stavka koja se odnosi na podršku planiranju, izbor adekvatne strategije finansiranja. 8.)
MATCH@M:(BOT is a cpecific model of project financing of infrastructure products, implemented more seriously from mid-1980s.===>BOT je specifičan model projektnog finansiranja infrastrukturnih objekata, koji se ozbiljnije koristi od sredine osamdesetih godina prošlog veka.)
MATCH@E:(BOT is a cpecific model of project financing of infrastructure products, implemented more seriously from mid-1980s.===>BOT je specifičan model projektnog finansiranja infrastrukturnih objekata, koji se ozbiljnije koristi od sredine osamdesetih godina prošlog veka.)
MATCH@M:(BOT may be defined as a form of project financing from "limited sources"of capital, based on a concession type agreement.===>Može se reći da je BOT forma projektnog finansiranja iz “ograničenih izvora” kapitala, zasnovan na sporazumu koncesionog tipa.)
MATCH@E:(BOT may be defined as a form of project financing from limited sourcesof capital, based on a concession type agreement.===>Može se reći da je BOT forma projektnog finansiranja iz ograničenih izvora kapitala, zasnovan na sporazumu koncesionog tipa.)
MATCH@M:(The BOT arrangement is used for financing the projects of public character, which are financed out of private funds, and the ownership over the facility that is the subject of contract is transferred from the private owner to the state after a period stipulated in the contract.===>BOT aranžman, kao vid finansiranja, primenjuje se za projekte javnog karaktera, kod kojih se finansiranje vrši iz privatnih izvora, a vlasništvo nad objektom koji je predmet ugovora, kao i sticanje prihoda od tog objekta za ugovorenu obavezu, prenosi se s privatnog vlasnika na državu nakon ugovorenog roka.)
MATCH@E:(The BOT arrangement is used for financing the projects of public character, which are financed out of private funds, and the ownership over the facility that is the subject of contract is transferred from the private owner to the state after a period stipulated in the contract Š13Ë.===>BOT aranžman, kao vid finansiranja, primenjuje se za projekte javnog karaktera, kod kojih se finansiranje vrši iz privatnih izvora, a vlasništvo nad objektom koji je predmet ugovora, kao i sticanje prihoda od tog objekta za ugovorenu obavezu, prenosi se s privatnog vlasnika na državu nakon ugovorenog roka.)
MATCH@M:(The concession in BOT projects is granted to privately owned companies to build and manage the facility which would normally have been built and managed by the state.===>Kod BOT projekata se daje koncesija privatnim preduze-ćima da izgrade i upravljaju objektom koji bi normalno bio izgrađen i vođen od strane države.)
MATCH@E:(The concession in BOT projects is granted to privately owned companies to build and manage the facility which would normally have been built and managed by the state.===>Š13Ë Kod BOT projekata se daje koncesija privatnim preduzećima da izgrade i upravljaju objektom koji bi normalno bio izgrađen i vođen od strane države.)
MATCH@M:(The project investment company is also responsible for project financing and designing.===>Projektno investiciono preduzeće je takođe odgovorno za finan-siranje i projektovanje objekta.)
MATCH@E:(The project investment company is also responsible for project financing and designing.===>Projektno investiciono preduzeće je takođe odgovorno za finansiranje i projektovanje objekta.)
MATCH@M:(The projects may be power plants, airports, highways, tunnels or water cleaning plants.===>To mogu biti elektrane, aerodromi, autoputevi, tuneli ili postojenja za prečišćavanje vode.)
MATCH@E:(The projects may be power plants, airports, highways, tunnels or water cleaning plants.===>To mogu biti elektrane, aerodromi, autoputevi, tuneli ili postojenja za prečišćavanje vode.)
MATCH@M:(At the end of the concession period the private company transfers the ownership over the facility to the state, however, this may not always be the case.===>Na kraju koncesionog perioda privatna kompanija prenosi vlasništvo nad objektom na državu, mada to ne mora uvek da bude tako.)
MATCH@E:(At the end of the concession period the private company transfers the ownership over the facility to the state, however, this may not always be the case.===>Na kraju koncesionog perioda privatna kompanija prenosi vlasništvo nad objektom na državu, mada to ne mora uvek da bude tako.)
MATCH@M:(The concession period is, first and foremost, defined by the time required that the revenues generated by the facility repay the debt of the company and provide a reasonable revenue rate in return for the company's engagement and risk [14].===>Koncesioni period je, pre svega, određen vremenom koje je potrebno da prihodi koji potiču od izgrađenog objekta otplate dug pred-uzeća i obezbede razumnu stopu povraćaja za njeno angažovanje i rizik. [14])
MATCH@E:(The concession period is, first and foremost, defined by the time required that the revenues generated by the facility repay the debt of the company and provide a reasonable revenue rate in return for the company's engagement and risk Š14Ë.===>Koncesioni period je, pre svega, određen vremenom koje je potrebno da prihodi koji potiču od izgrađenog objekta otplate dug preduzeća i obezbede razumnu stopu povraćaja za njeno angažovanje i rizik.)
MATCH@M:(As any other forms of project financing, BOT is based on the repayment of debts of the project out of the revenues "generated" by the project, under the obligation that, upon the expiry of a defined period, the project, or the facility constructed and its further exploitation be transferres to the state.===>Kao i svi oblici projektnog fi-nansiranja, i BOT se zasniva na otplati zaduženja projekta iz prihoda koji “generiše” projekat, ali uz obavezu da se, po isteku određenog perioda, projekat, odnosno izgrađeni objekat i njegovo produživanje, prenese na državu.)
MATCH@E:(As any other forms of project financing, BOT is based on the repayment of debts of the project out of the revenues generated by the project, under the obligation that, upon the expiry of a defined period, the project, or the facility constructed and its further exploitation be transferres to the state.===>Š14Ë Kao i svi oblici projektnog finansiranja, i BOT se zasniva na otplati zaduženja projekta iz prihoda koji generiše projekat, ali uz obavezu da se, po isteku određenog perioda, projekat, odnosno izgrađeni objekat i njegovo produživanje, prenese na državu.)
MATCH@M:(The specific feature of this model is the element of concession, where in the legal theory the concession is defined as a legally binding relationship between the state (concedent) and a legal or a physical entity as a private entrepreneur (concessioner), by which the concedent transfers the usage of a public facility or of execution of a public service, in return for a compensation, for the purpose of meeting public interests.===>Njegova je specifičnost elemenat koncesionarstva, gde se koncesija u pravnoj teoriji uglavnom definiše kao pravni odnos između države (koncedenta) i pravnog ili fizičkog lica kao privatnog preduzetnika (kon-cesionara), u kome koncedent ustupa pravo korištenja javnog dobra ili vršenja javne službe, uz određenu naknadu, radi ostvarivanja javnih interesa.)
MATCH@E:(The specific feature of this model is the element of concession, where in the legal theory the concession is defined as a legally binding relationship between the state (concedent) and a legal or a physical entity as a private entrepreneur (concessioner), by which the concedent transfers the usage of a public facility or of execution of a public service, in return for a compensation, for the purpose of meeting public interests.===>Njegova je specifičnost elemenat koncesionarstva, gde se koncesija u pravnoj teoriji uglavnom definiše kao pravni odnos između države (koncedenta) i pravnog ili fizičkog lica kao privatnog preduzetnika (koncesionara), u kome koncedent ustupa pravo korišćenja javnog dobra ili vršenja javne službe, uz određenu naknadu, radi ostvarivanja javnih interesa.)
MATCH@M:(The BOT projects financing is usually not based on the sponsor's credit rating, nor is it based on the physical value of the project assets, but is based on the key financial performances of the project.===>Finansiranje BOT projekata obično nije zasnovano na kreditnom rejtingu sponzora ili na fizičkoj vrednosti aktive projekta, ali je zato zasnovano na ključenim fi-nansijskim performansama projekta.)
MATCH@E:(The BOT projects financing is usually not based on the sponsor's credit rating, nor is it based on the physical value of the project assets, but is based on the key financial performances of the project.===>Finansiranje BOT projekata obično nije zasnovano na kreditnom rejtingu sponzora ili na fizičkoj vrednosti aktive projekta, ali je zato zasnovano na ključenim finansijskim performansama projekta.)
MATCH@M:(The creditors view the project revenues as a source out of which they can repay the assets engaged in the project and simultaneously as a collateral of the project assets.===>Zajmodavci smatraju prihode projekta kao izvor za vraćanje angažova-nih sredstava projekta i istovremeno koleteral aktive projekta.)
MATCH@E:(The creditors view the project revenues as a source out of which they can repay the assets engaged in the project and simultaneously as a collateral of the project assets.===>Zajmodavci smatraju prihode projekta kao izvor za vraćanje angažovanih sredstava projekta i istovremeno koleteral aktive projekta.)
MATCH@M:(The added value of the project is not expected to cover the value of the borrowed capital, however it is used as a means of insurance of the project, in case of interference of a third party.===>Od dodatne vrednosti projekta se ne očekuje da pokrije vrednost pozajmljenih sredstava, ali se koristi kao osiguranje projekta, u slučaju intervencije neke treće strane.)
MATCH@E:(The added value of the project is not expected to cover the value of the borrowed capital, however it is used as a means of insurance of the project, in case of interference of a third party.===>Od dodatne vrednosti projekta se ne očekuje da pokrije vrednost pozajmljenih sredstava, ali se koristi kao osiguranje projekta, u slučaju intervencije neke treće strane.)
MATCH@M:(The borrowed capital in the BOT projects is understood as an off-balance loan of the participants in the project, as long as that very loan does not endanger their credit rating or a credit potential.===>Pozajmljena sredstva kod BOT projekata smatraju se vanbilansnim zajmom učesnika u projektu, sve dok taj isti zajam ne ugrožava njihov kreditni rejting ili mogućnost pozajmljivanja.)
MATCH@E:(The borrowed capital in the BOT projects is understood as an off-balance loan of the participants in the project, as long as that very loan does not endanger their credit rating or a credit potential.===>Pozajmljena sredstva kod BOT projekata smatraju se vanbilansnim zajmom učesnika u projektu, sve dok taj isti zajam ne ugrožava njihov kreditni rejting ili mogućnost pozajmljivanja.)
MATCH@M:(The capital structure in the majority of BOT projects means an exceptionally high leverage.===>Struktura kapitala u većini BOT projekata podrazumeva izuzetno visok leverage.)
MATCH@E:(The capital structure in the majority of BOT projects means an exceptionally high leverage.===>Struktura kapitala u većini BOT projekata podrazumeva izuzetno visok leverage.)
MATCH@M:(The capital usually makes up 10-30 percent of total project costs, whereas the credit covers the remaining 70-90 percent of the debt.===>Kapital obično iznosi, 10-30% ukupnih troškova projekta, dok kreditno finansiranje pokriva ostatak od 70-90% duga.)
MATCH@E:(The capital usually makes up 10-30 percent of total project costs, whereas the credit covers the remaining 70-90 percent of the debt.===>Kapital obično iznosi, 10-30% ukupnih troškova projekta, dok kreditno finansiranje pokriva ostatak od 70-90% duga.)
MATCH@M:(As the debt/capital ratio varies from project to project, the general strategy that is followed is to incur the debt that can be serviced by the cash flow of the project in terms of an acceptable revenue rate on the investor's capital.===>Kako odnos dug/kapital varira od projekta do projekta, opšta strategija je da se obezbedi onoliko duga, koliko novčani tok projekta može da se obezbedi u vidu prihvatljive stope povraćaja na kapital investitora.)
MATCH@E:(As the debt/capital ratio varies from project to project, the general strategy that is followed is to incur the debt that can be serviced by the cash flow of the project in terms of an acceptable revenue rate on the investor's capital.===>Kako odnos dug/kapital varira od projekta do projekta, opšta strategija je da se obezbedi onoliko duga, koliko novčani tok projekta može da se obezbedi u vidu prihvatljive stope povraćaja na kapital investitora.)
MATCH@M:(In any case, a low level of capital share means a significantly higher risk for both the profit from the project and satisfactory didvidends for the investor(s), which stresses the importance of the correct positioning of the project debt and capital ratio.===>U svakom slučaju, nizak procenat učešća kapitala podra-zumeva unošenje znatno višeg nivoa rizika, po sam profit projekta i ostvarenje zadovoljavajuće dividende investitora, što ukazuje na vrlo visok značaj pravilnog postavljanja odnosa duga i kapitala projekta.)
MATCH@E:(In any case, a low level of capital share means a significantly higher risk for both the profit from the project and satisfactory didvidends for the investor(s), which stresses the importance of the correct positioning of the project debt and capital ratio.===>U svakom slučaju, nizak procenat učešća kapitala podrazumeva unošenje znatno višeg nivoa rizika, po sam profit projekta i ostvarenje zadovoljavajuće dividende investitora, što ukazuje na vrlo visok značaj pravilnog postavljanja odnosa duga i kapitala projekta.)
MATCH@M:(The capital investor may be anyone who invests and expects revenue on investment, such as shareholders and institutional investors; however, they all (designers, project-makers, and enterprises engaged in building and maintenance) directly benefit from the investment realization [9].===>Investitori kapitala mogu biti svi oni koji investiraju i koji očekuju povraćaj na investiciju, kao što su akcio-nari i institucionalni investitori, ali i svi oni koji imaju direktnu korist od realizacije investicije, kao što su projektanti, dizajneri, kao i preduzeća koja se bave izvođačkim radovima i radovima održavanja.[9])
MATCH@E:(The capital investor may be anyone who invests and expects revenue on investment, such as shareholders and institutional investors; however, they all (designers, project-makers, and enterprises engaged in building and maintenance) directly benefit from the investment realization Š9Ë.===>Investitori kapitala mogu biti svi oni koji investiraju i koji očekuju povraćaj na investiciju, kao što su akcionari i institucionalni investitori, ali i svi oni koji imaju direktnu korist od realizacije investicije, kao što su projektanti, dizajneri, kao i preduzeća koja se bave izvođačkim radovima i radovima održavanja.)
MATCH@M:(The investors and creditors are mainly interested in the level of capital share, especially when estimating risk and evaluating the project.===>Ulagači i zajmodavci uglavnom su zainteresovani za nivo učešća kapitala posebno prilikom ocene rizika i vrednovanja projekta.)
MATCH@E:(The investors and creditors are mainly interested in the level of capital share, especially when estimating risk and evaluating the project.===>Š9Ë Ulagači i zajmodavci uglavnom su zainteresovani za nivo učešća kapitala posebno prilikom ocene rizika i vrednovanja projekta.)
MATCH@M:(In case of a public tender for a BOT project execution, a significant amount of capital invested means a competitive advantage, since it points to a high level of liabilities the sponsors have taken.===>Značajan nivo investiranog kapitala predstavlja konkurentsku prednost, prilikom javnog tendera za realizaciju BOT projekta, jer ukazuje na visok nivo obaveza koje su sponzori prihvatili.)
MATCH@E:(In case of a public tender for a BOT project execution, a significant amount of capital invested means a competitive advantage, since it points to a high level of liabilities the sponsors have taken.===>Značajan nivo investiranog kapitala predstavlja konkurentsku prednost, prilikom javnog tendera za realizaciju BOT projekta, jer ukazuje na visok nivo obaveza koje su sponzori prihvatili.)
MATCH@M:(The non-source debt instruments are used in project financing as participants in the role of creditors, therefore the participants in the sponsorship consortium, which is certainly more acceptable compared to the situation in which they directly or exclusively rely on the revenues achieved on the basis of the project as the payoff basis.===>Neizvorni dužnički instrumenti se koriste za finansiranje BOT projekata, u vidu obezbeđenja učesnika koji su zajmodavci i shodno tome učesnici u sponzorskom konzorcijumu, što je svakako prihvatljivije nego li da se direktno i isključivo oslanjaju na prihod ostvaren po osnovu projekta kao osnove za vraćanje kredita.)
MATCH@E:(Š9Ë The non-source debt instruments are used in project financing as participants in the role of creditors, therefore the participants in the sponsorship consortium, which is certainly more acceptable compared to the situation in which they directly or exclusively rely on the revenues achieved on the basis of the project as the payoff basis.===>Š9Ë Neizvorni dužnički instrumenti se koriste za finansiranje BOT projekata, u vidu obezbeđenja učesnika koji su zajmodavci i shodno tome učesnici u sponzorskom konzorcijumu, što je svakako prihvatljivije nego li da se direktno i isključivo oslanjaju na prihod ostvaren po osnovu projekta kao osnove za vraćanje kredita.)
MATCH@M:(The goals of the BOT project sponsors are to maximize a long-term financing by debtor financing, as well as to maximize the fixed financial share rate, and simultaneously minimize the refinancing risk.===>Ciljevi sponzora BOT projekata je pokušaj da se kod dužničkog finansiranja ostvari maksimizacija dugoročnog finansiranja, maksimizacija fiksne stope finan-sijskog učešća, i naravno minimizacija rizika refinansi-ranja.)
MATCH@E:(The goals of the BOT project sponsors are to maximize a long-term financing by debtor financing, as well as to maximize the fixed financial share rate, and simultaneously minimize the refinancing risk.===>Ciljevi sponzora BOT projekata je pokušaj da se kod dužničkog finansiranja ostvari maksimizacija dugoročnog finansiranja, maksimizacija fiksne stope finansijskog učešća, i naravno minimizacija rizika refinansiranja.)
MATCH@M:(The BOT projects may basically be grouped into two sub-sets, as highly risky construction projects in the first phase and relatively low-risk operational activities and activities related to project maintenance in the subsequent phase.===>BOT projekti se mogu u osnovi grupisati u dva osnovna podskupa, kao visokorizični konstrukcioni projekti u prvoj fazi i relativno niskorizične operativne aktivnosti i aktivnosti vezane za održavanje projekta u narednoj fazi.)
MATCH@E:(Š12Ë The BOT projects may basically be grouped into two sub-sets, as highly risky construction projects in the first phase and relatively low-risk operational activities and activities related to project maintenance in the subsequent phase.===>Š12Ë BOT projekti se mogu u osnovi grupisati u dva osnovna podskupa, kao visokorizični konstrukcioni projekti u prvoj fazi i relativno niskorizične operativne aktivnosti i aktivnosti vezane za održavanje projekta u narednoj fazi.)
MATCH@M:(Many creditors are not willing to take risks in the construction phase.===>Mnogi zajmodavci nisu spremni na preuzimanje rizika u konstrukcionoj fazi.)
MATCH@E:(Many creditors are not willing to take risks in the construction phase.===>Mnogi zajmodavci nisu spremni na preuzimanje rizika u konstrukcionoj fazi.)
MATCH@M:(Simultaneously, it is not possible to abandon the non-source financing instruments until the construction phase has been finished.===>U isto vreme, odsustvo neizvornih instrumenata finansiranja, ne može biti izvodljivo dok ne bude završena konstrukciona faza.)
MATCH@E:(Simultaneously, it is not possible to abandon the non-source financing instruments until the construction phase has been finished.===>U isto vreme, odsustvo neizvornih instrumenata finansiranja, ne može biti izvodljivo dok ne bude završena konstrukciona faza.)
MATCH@M:(The project sponsors can use the capital to finance the construction phase and refinance the capital, or to offer it on a public auction of shares upon the completion of the construction phase.===>Sponzori projekta mogu koristiti kapital u vidu finansiranja konstrukcione faze i refinansiranje duga, ili javnom prodajom akcija nakon završetka konstrukci-one faze. Zaključak)
MATCH@E:(The project sponsors can use the capital to finance the construction phase and refinance the capital, or to offer it on a public auction of shares upon the completion of the construction phase.===>Sponzori projekta mogu koristiti kapital u vidu finansiranja konstrukcione faze i refinansiranje duga, ili javnom prodajom akcija nakon završetka konstrukcione faze.)
MATCH@M:(Conclusion The fact that project financing is implemented today in both the developed and the developing countries to finance the largest investment enterprises points put to its superiority in comparison to direct investments and other forms of investments abroad, which makes it attractive and modern in the circumstances in which we live now.===>Činjenica da se projektno finansiranje danas prime-njuje kako u nerazvijenim tako i u visoko razvijenim zemljama za finansiranje najkrupnijih investicionih zahvata, ali i kod zemalja u razvoju, ukazuje na njegovu superiornost u poređenju sa direktnim investiranjem, i drugim oblicima ulaganja u inostranstvu, što ga čini atraktivnim i aktuelnim i u našim uslovima, i za naše prilike.)
MATCH@E:(Conclusion The fact that project financing is implemented today in both the developed and the developing countries to finance the largest investment enterprises points put to its superiority in comparison to direct investments and other forms of investments abroad, which makes it attractive and modern in the circumstances in which we live now.===>Zaključak Činjenica da se projektno finansiranje danas primenjuje kako u nerazvijenim tako i u visoko razvijenim zemljama za finansiranje najkrupnijih investicionih zahvata, ali i kod zemalja u razvoju, ukazuje na njegovu superiornost u poređenju sa direktnim investiranjem, i drugim oblicima ulaganja u inostranstvu, što ga čini atraktivnim i aktuelnim i u našim uslovima, i za naše prilike.)
MATCH@M:(The increase in the number of investors in Serbia and an ever greater demand for improving and building infrastructure resulted into the need for project financing, which is based on an insight into not only the company's business in the previous period, but also into the justification of financing, by analysing the project itself.===>Povećanjem broja investitora u Srbiji, i razvojem potrebe za unapređenjem i izgradnjom infrastrukture, ukazala se potreba i za projektnim finansiranjem, koje se ne bazira samo na sagledavanju poslovanja pred-uzeća u prethodnom periodu, već se bavi i sagledavanjem opravdanosti finansiranja analizom samog projekta.)
MATCH@E:(The increase in the number of investors in Serbia and an ever greater demand for improving and building infrastructure resulted into the need for project financing, which is based on an insight into not only the company's business in the previous period, but also into the justification of financing, by analysing the project itself.===>Povećanjem broja investitora u Srbiji, i razvojem potrebe za unapređenjem i izgradnjom infrastrukture, ukazala se potreba i za projektnim finansiranjem, koje se ne bazira samo na sagledavanju poslovanja preduzeća u prethodnom periodu, već se bavi i sagledavanjem opravdanosti finansiranja analizom samog projekta.)
MATCH@M:(At the same time, the legal framework for effecting of this sort of financing has been created.===>Istovremeno, stvoreni su i zakonski okviri za realizaciju ovog vida finansiranja.)
MATCH@E:(At the same time, the legal framework for effecting of this sort of financing has been created.===>Istovremeno, stvoreni su i zakonski okviri za realizaciju ovog vida finansiranja.)
MATCH@M:(This type of financing would greatly contribute to the improvements in the financing the construction of business and residential facilities, industrial and tourist resources (hotels, industry workshops, store houses, logistics centres), commercial facilities (hypermarkets, shopping malls, etc.), but primarily the infrastructure facilities (such as investments into the business premises and the business operations support in the fields of power supply, transport, irrigation, land improvement, telecommunications, oil, gas, education and health care) in Serbia.===>U tom smislu bi ovaj vid finansiranja posebno doprineo unapređenju procesa finansiranja izgradnje stambenih i poslovnih objekata, industrijskih i turističkih kapaciteta (hoteli, industrijske hale, magacini, logistički centri), komercijalnih objekata (hipermarketi, šoping centri itd.), ali na prvom mestu infrastrukturnih objekata (kao što su ulaganja u objekte poslovanja i podrške poslovanju iz oblasti energetike, transporta, navodnjavanja, melio-rizacije, telekomunikacija, nafte, gasa, obrazovanja i zdravstvene zaštite) u Srbiji.)
MATCH@E:(This type of financing would greatly contribute to the improvements in the financing the construction of business and residential facilities, industrial and tourist resources (hotels, industry workshops, store houses, logistics centres), commercial facilities (hypermarkets, shopping malls, etc.), but primarily the infrastructure facilities (such as investments into the business premises and the business operations support in the fields of power supply, transport, irrigation, land improvement, telecommunications, oil, gas, education and health care) in Serbia.===>U tom smislu bi ovaj vid finansiranja posebno doprineo unapređenju procesa finansiranja izgradnje stambenih i poslovnih objekata, industrijskih i turističkih kapaciteta (hoteli, industrijske hale, magacini, logistički centri), komercijalnih objekata (hipermarketi, šoping centri itd.), ali na prvom mestu infrastrukturnih objekata (kao što su ulaganja u objekte poslovanja i podrške poslovanju iz oblasti energetike, transporta, navodnjavanja, meliorizacije, telekomunikacija, nafte, gasa, obrazovanja i zdravstvene zaštite) u Srbiji.)
MATCH@M:(Quantitative methodologies support project financing and include stimulation and the financial engineering techniques.===>Kvantitativne metodologije podržavaju projektno fi-nansiranje, i uključuju simulaciju i tehnike finansij-skog inženjeringa.)
MATCH@E:(Quantitative methodologies support project financing and include stimulation and the financial engineering techniques.===>Kvantitativne metodologije podržavaju projektno finansiranje, i uključuju simulaciju i tehnike finansijskog inženjeringa.)
MATCH@M:(They optimize the capital structure and evaluate the financial change of the project, in risky circumstances, especially in cases when the project realisation is accompanied by the construction risk, the risk of potential bankruptcy and the economic crisis, as well as any other limitations emerging as a consequence of the capital scarcity.===>One optimiziraju strukturu kapitala i vrednuju finansijsku promenljivost projekta, u rizičnim okolnostima, naročito kada realizaciju projekta prati konstrukcioni rizik, rizik potencijalnog ban-krotstva, i ekonomske krize, kao i sva ostala ograničenja koja nastaju kao posledica nedostatka kapitala.)
MATCH@E:(They optimize the capital structure and evaluate the financial change of the project, in risky circumstances, especially in cases when the project realisation is accompanied by the construction risk, the risk of potential bankruptcy and the economic crisis, as well as any other limitations emerging as a consequence of the capital scarcity.===>One optimiziraju strukturu kapitala i vrednuju finansijsku promenljivost projekta, u rizičnim okolnostima, naročito kada realizaciju projekta prati konstrukcioni rizik, rizik potencijalnog bankrotstva, i ekonomske krize, kao i sva ostala ograničenja koja nastaju kao posledica nedostatka kapitala.)
MATCH@M:(This type of financing undoubtedly has an impact upon the quality, the type and the value of the guarantees provided by the government and by other participants, however, it also takes into consideration the method of capital raising, the concept, idea and risk of the project, and the possibility of failure in the construction phase of the project, in both the private and the public sectors.===>Ovaj vid finansiranja svakako utiče na kvalitet, vid i vrednost garancija koje obezbeđuje Vlada i ostali učesnici, ali vodi računa i o načinu prikupljanja kapitala, konceptu, ideji i riziku projekta, uključujući pri tome i javni i privatni sektor, kao i o verovatnoći potencijalnog neuspeha tokom konstrukcione faze projekta.)
MATCH@E:(This type of financing undoubtedly has an impact upon the quality, the type and the value of the guarantees provided by the government and by other participants, however, it also takes into consideration the method of capital raising, the concept, idea and risk of the project, and the possibility of failure in the construction phase of the project, in both the private and the public sectors.===>Ovaj vid finansiranja svakako utiče na kvalitet, vid i vrednost garancija koje obezbeđuje Vlada i ostali učesnici, ali vodi računa i o načinu prikupljanja kapitala, konceptu, ideji i riziku projekta, uključujući pri tome i javni i privatni sektor, kao i o verovatnoći potencijalnog neuspeha tokom konstrukcione faze projekta.)
MATCH@M:(The capital (debt and equity) is the essential part of corporations’ (long-term) financing; it is one of production factors.===>Kapital (po osnovu zajma ili akcijski kapital) predstavlja suštinski deo (dugoročnog) finansiranja kompanije; on je jedan od faktora proizvodnje.)
MATCH@E:(September 2008, Belgrade, Serbia The capital (debt and equity) is the essential part of corporations (long-term) financing; it is one of production factors.===>Septembar 2008, Beograd, Srbija Kapital (po osnovu zajma ili akcijski kapital) predstavlja suštinski deo (dugoročnog) finansiranja kompanije; on je jedan od faktora proizvodnje.)
MATCH@M:(Capital, either debt or equity is scarce and is therefore not a free commodity.===>Bilo da je to kapital po osnovu zajma ili da je akcijski (sopstveni), kapital je deficitarna roba i stoga se ne može smatrati besplatnim.)
MATCH@E:(Capital, either debt or equity is scarce and is therefore not a free commodity.===>Bilo da je to kapital po osnovu zajma ili da je akcijski (sopstveni), kapital je deficitarna roba i stoga se ne može smatrati besplatnim.)
MATCH@M:(Due to higher risk equity capital is usually a more expensive source of financing that debt capital.===>Zahvaljujući većem riziku, akcijski kapital se obično smatra skupljim izvorom finansiranja u odnosu na kapital po osnovu zajma.)
MATCH@E:(Due to higher risk equity capital is usually a more expensive source of financing that debt capital.===>Zahvaljujući većem riziku, akcijski kapital se obično smatra skupljim izvorom finansiranja u odnosu na kapital po osnovu zajma.)
MATCH@M:(In capital budgeting decisions managers could be stimulated to finance a portion of the total capital needs of the company with debt capital at expected lower costs.===>Prilikom donošenja kapitalnih odluka u finansiranju, menadžeri mogu da se opredele da finansiraju deo ukupnih potreba kompanije za kapitalom iz zajma, po očekivano nižim cenama.)
MATCH@E:(In capital budgeting decisions managers could be stimulated to finance a portion of the total capital needs of the company with debt capital at expected lower costs.===>Prilikom donošenja kapitalnih odluka u finansiranju, menadžeri mogu da se opredele da finansiraju deo ukupnih potreba kompanije za kapitalom iz zajma, po očekivano nižim cenama.)
MATCH@M:(The use of debt capital tends to lower weighted average cost of capital, but induces an additional risk: due to fixed obligations that come together with debt financing, the company becomes more risky.===>Primena kapitala iz zajma obično snižava ponderisanu prosečnu cenu kapitala, ali proizvodi dodatni rizik: zbog fiksnih obaveza koje prate finansiranje pomoću zajma, kompanija postaje rizičnija.)
MATCH@E:(The use of debt capital tends to lower weighted average cost of capital, but induces an additional risk: due to fixed obligations that come together with debt financing, the company becomes more risky.===>Primena kapitala iz zajma obično snižava ponderisanu prosečnu cenu kapitala, ali proizvodi dodatni rizik: zbog fiksnih obaveza koje prate finansiranje pomoću zajma, kompanija postaje rizičnija.)
MATCH@M:(The aim of the presented research was establish and analyze the relationship between financial leverage and costs of debt financing in Slovenian publicly traded corporations.===>Naš cilj u ovom radu bio je da utvrdimo i analiziramo odnos između finansijskog leveridža i troškova fi-nansiranja dugova u slovenačkim javnim korporacijama.)
MATCH@E:(The aim of the presented research was establish and analyze the relationship between financial leverage and costs of debt financing in Slovenian publicly traded corporations.===>Naš cilj u ovom radu bio je da utvrdimo i analiziramo odnos između finansijskog leveridža i troškova finansiranja dugova u slovenačkim javnim korporacijama.)
MATCH@M:(Due to the lack of primary data on cost of debt, we estimated the cost of debt using two different methodologies and involved regression analysis to analyze the relationship between the two variables.===>Pošto nismo raspolagali primarnim podacima o ceni duga, ovu cenu smo proračunali primenom dve različite metodologije, a koristili smo i regresivnu analizu da bismo posmatrali odnos između ove dve varijable.)
MATCH@E:(Due to the lack of primary data on cost of debt, we estimated the cost of debt using two different methodologies and involved regression analysis to analyze the relationship between the two variables.===>Pošto nismo raspolagali primarnim podacima o ceni duga, ovu cenu smo proračunali primenom dve različite metodologije, a koristili smo i regresivnu analizu da bismo posmatrali odnos između ove dve varijable.)
MATCH@M:(We used linear regression function to establish the relationship between the variables and used also selected controlling to eliminate the time and cluster dimension of the data.===>Odnos između varijabli uspostavili smo pomoću linearne regresivne funkcije, a da bismo eliminisali vremensku i klaster dimenziju podataka, primenili smo metod selektivne kontrole.)
MATCH@E:(We used linear regression function to establish the relationship between the variables and used also selected controlling to eliminate the time and cluster dimension of the data.===>Odnos između varijabli uspostavili smo pomoću linearne regresivne funkcije, a da bismo eliminisali vremensku i klaster dimenziju podataka, primenili smo metod selektivne kontrole.)
MATCH@M:(With the presented analysis we could not find a statistically significant relationship that we were seeking, but some ending results gives impulse for future work.===>Analizom koju ovde predstavljamo nismo našli statistički značajan odnos koji smo tražili, ali neki konačni rezultati mogu da predstavljaju izazov za buduća istraživanja. 1.	Uvod)
MATCH@E:(With the presented analysis we could not find a statistically significant relationship that we were seeking, but some ending results gives impulse for future work. ~~~ 1.===>Analizom koju ovde predstavljamo nismo našli statistički značajan odnos koji smo tražili, ali neki konačni rezultati mogu da predstavljaju izazov za buduća istraživanja. 1.)
MATCH@M:(1.	Introduction The capital (debt and equity) is the essential part of corporations’ (long-term) financing; it is a typical production factor, besides labor.===>Kapital (po osnovu zajma ili akcijski kapital) predstavlja suštinski deo (dugoročnog) finansiranja kompanije; uz rad, on je jedan od tipičnih faktora proizvodnje.)
MATCH@E:(Introduction The capital (debt and equity) is the essential part of corporations (long-term) financing; it is a typical production factor, besides labor.===>Uvod Kapital (po osnovu zajma ili akcijski kapital) predstavlja suštinski deo (dugoročnog) finansiranja kompanije; uz rad, on je jedan od tipičnih faktora proizvodnje.)
MATCH@M:(Capital, either debt or equity is scarce and is therefore not a free commodity (Stewart 1999).===>Bilo da je to kapital po osnovu zajma ili da je akcijski, kapital je deficitarna roba i stoga se ne može smatrati besplatnim (Stewart, 1999).)
MATCH@E:(Capital, either debt or equity is scarce and is therefore not a free commodity (Stewart 1999).===>Bilo da je to kapital po osnovu zajma ili da je akcijski, kapital je deficitarna roba i stoga se ne može smatrati besplatnim (Stewart, 1999).)
MATCH@M:(The use of capital induces on one hand costs for its users and on the other hand the profitability for the investors.===>Korišćenje kapitala s jedne strane izaziva troškove kod korisnika, a s druge strane, investitorima donosi dobit.)
MATCH@E:(The use of capital induces on one hand costs for its users and on the other hand the profitability for the investors.===>Korišćenje kapitala s jedne strane izaziva troškove kod korisnika, a s druge strane, investitorima donosi dobit.)
MATCH@M:(The combination of debt and equity is denoted as capital structure and capital structure decisions are one of the most challenging financial management decisions.===>Kombinacija zajma i akcijskog kapitala naziva se strukturom kapitala, a odluke koje se odnose na strukturu kapitala predstavljaju možda najznačajniji i najveći izazov za finansij-sko rukovodstvo.)
MATCH@E:(The combination of debt and equity is denoted as capital structure and capital structure decisions are one of the most challenging financial management decisions.===>Kombinacija zajma i akcijskog kapitala naziva se strukturom kapitala, a odluke koje se odnose na strukturu kapitala predstavljaju možda najznačajniji i najveći izazov za finansijsko rukovodstvo.)
MATCH@M:(Debt is normally cheaper than equity (due to lower risk and tax shield).===>Zajam je obično jeftiniji nego sopstveni (akcijski) kapital (pošto je rizik niži, i zaštićen je kad je u pitanju porez).)
MATCH@E:(Debt is normally cheaper than equity (due to lower risk and tax shield).===>Zajam je obično jeftiniji nego sopstveni (akcijski) kapital (pošto je rizik niži, i zaštićen je kad je u pitanju porez).)
MATCH@M:(Therefore debt can be used to lower the costs of financing and increase the profitability of equity capital.===>Stoga se pozajmljeni kapital može koristiti za snižavanje troškova finansiranja, tako da se poveća profitabilnost akcijskog kapitala.)
MATCH@E:(Therefore debt can be used to lower the costs of financing and increase the profitability of equity capital.===>Stoga se pozajmljeni kapital može koristiti za snižavanje troškova finansiranja, tako da se poveća profitabilnost akcijskog kapitala.)
MATCH@M:(This is so-called financial leverage, which is induced with the use of debt financing and can be beneficial for the corporation in the case of its good performance (Brigham and Ehrhardt 2005).===>Ovo je tzv. finansijski leveridž, koji se stvara finansiranjem zajma i u slučaju da kompanija dobro posluje, može da bude koristan za kompaniju (Brigham i Ehrhardt, 2005).)
MATCH@E:(This is so-called financial leverage, which is induced with the use of debt financing and can be beneficial for the corporation in the case of its good performance (Brigham and Ehrhardt 2005).===>Ovo je tzv. finansijski leveridž, koji se stvara finansiranjem zajma i u slučaju da kompanija dobro posluje, može da bude koristan za kompaniju (Brigham i Ehrhardt, 2005).)
MATCH@M:(On the other hand, in case of bad performance of the business, debt capital can induce additional risk while debt obligations (interests) are fixed and not bound to a firm’s performance.===>S druge strane, ukoliko firma posluje loše, pozajmljeni kapital može da izazove dodatni rizik, dok su obaveze po zajmu (kamate) fiksne i nisu vezane za učinak firme.)
MATCH@E:(On the other hand, in case of bad performance of the business, debt capital can induce additional risk while debt obligations (interests) are fixed and not bound to a firms performance.===>S druge strane, ukoliko firma posluje loše, pozajmljeni kapital može da izazove dodatni rizik, dok su obaveze po zajmu (kamate) fiksne i nisu vezane za učinak firme.)
MATCH@M:(Higher financial leverage therefore can cause the company’s insolvency in “bad times”.===>Stoga u nekim „teškim vremenima“ veći finansijski leveridž može da dovede do nesolventnosti kompanije.)
MATCH@E:(Higher financial leverage therefore can cause the companys insolvency in bad times.===>Stoga u nekim teškim vremenima veći finansijski leveridž može da dovede do nesolventnosti kompanije.)
MATCH@M:(Due to the risk of financial leverage it is the postulate of financial management that higher financial leverage increases the costs of debt financing.===>Zbog rizika od finansijskog leveridža, finansijski menadžment polazi od stava da veći finansijski leveridž povećava troškove finansiranja duga.)
MATCH@E:(Due to the risk of financial leverage it is the postulate of financial management that higher financial leverage increases the costs of debt financing.===>Zbog rizika od finansijskog leveridža, finansijski menadžment polazi od stava da veći finansijski leveridž povećava troškove finansiranja duga.)
MATCH@M:(The aim of the presented research was to establish and analyze the relationship between financial leverage and costs of debt financing in Slovenian publicly traded corporations.===>Naš cilj u ovom radu bio je da utvrdimo i analiziramo odnos između finansijskog leveridža i troškova finansiranja dugova u slovenačkim javnim korporacijama.)
MATCH@E:(The aim of the presented research was to establish and analyze the relationship between financial leverage and costs of debt financing in Slovenian publicly traded corporations.===>Naš cilj u ovom radu bio je da utvrdimo i analiziramo odnos između finansijskog leveridža i troškova finansiranja dugova u slovenačkim javnim korporacijama.)
MATCH@M:(Due to the lack of primary data on cost of debt, we estimated the cost of debt using two different methodologies and involved regression analysis to analyze the relationship between the two variables.===>Pošto nismo raspolagali primarnim podacima o ceni duga, ovu cenu smo proračunali primenom dve različite metodologije, a koristili smo i regresivnu analizu da bismo posmatrali odnos između ove dve varijable.)
MATCH@E:(Due to the lack of primary data on cost of debt, we estimated the cost of debt using two different methodologies and involved regression analysis to analyze the relationship between the two variables.===>Pošto nismo raspolagali primarnim podacima o ceni duga, ovu cenu smo proračunali primenom dve različite metodologije, a koristili smo i regresivnu analizu da bismo posmatrali odnos između ove dve varijable.)
MATCH@M:(We also included two sets of controlling variables: time variable and cluster classification variable(s).===>Takođe smo primenili dva skupa kontrolnih varijabli: varijablu vremena i varijablu klaster klasifikacije.)
MATCH@E:(We also included two sets of controlling variables: time variable and cluster classification variable(s).===>Takođe smo primenili dva skupa kontrolnih varijabli: varijablu vremena i varijablu klaster klasifikacije.)
MATCH@M:(Our analysis could not prove a statistically significant relationship between estimated cost of debt and financial leverage.===>Našom analizom nismo mogli da dokažemo postojanje statistički značajnog odnosa između procenjene cene duga (zajma) i finansijskog leveridža.)
MATCH@E:(Our analysis could not prove a statistically significant relationship between estimated cost of debt and financial leverage.===>Našom analizom nismo mogli da dokažemo postojanje statistički značajnog odnosa između procenjene cene duga (zajma) i finansijskog leveridža.)
MATCH@M:(However, after we filtered the data, we could find some form of possible correlation between the two variables, but the relationship was not statistically significant due to a very low number of observations (n=8) in this analysis.===>Ipak, pošto smo filtrirali podatke, mogli smo da uočimo neke oblike moguće korelacije između ove dve varijable, ali odnos nije bio statistički značajan, pošto je broj posmatranih slučajeva (n=8) u ovoj analizi bio veoma mali.)
MATCH@E:(However, after we filtered the data, we could find some form of possible correlation between the two variables, but the relationship was not statistically significant due to a very low number of observations (n=8) in this analysis.===>Ipak, pošto smo filtrirali podatke, mogli smo da uočimo neke oblike moguće korelacije između ove dve varijable, ali odnos nije bio statistički značajan, pošto je broj posmatranih slučajeva (n=8) u ovoj analizi bio veoma mali.)
MATCH@M:(We can interpret the results as not confirming the initial hypothesis, but the last analysis stimulates further work in gathering more data and analyzing thoroughly the phenomena.===>Rezultate možemo da tumačimo u smislu da ne potvrđuju početnu hipotezu, ali poslednja analiza pokazala je da ima mesta daljem radu na prikupljanju podataka i na podrobnom analiziranju ovih pojava.)
MATCH@E:(We can interpret the results as not confirming the initial hypothesis, but the last analysis stimulates further work in gathering more data and analyzing thoroughly the phenomena.===>Rezultate možemo da tumačimo u smislu da ne potvrđuju početnu hipotezu, ali poslednja analiza pokazala je da ima mesta daljem radu na prikupljanju podataka i na podrobnom analiziranju ovih pojava.)
MATCH@M:(One of the explanations could also be the extensive competition in banking sector in last couple of years, when banks in Slovenia were not so careful granting favorable interest rates for loans.===>Jedno od objašnjenja može da bude i velika konkurencija u bankarskom sektoru u poslednjih nekoliko godina, kada su slove-načke banke prilično lakomisleno odobravale zajmove po primamljivim kamatnim stopama.)
MATCH@E:(One of the explanations could also be the extensive competition in banking sector in last couple of years, when banks in Slovenia were not so careful granting favorable interest rates for loans.===>Jedno od objašnjenja može da bude i velika konkurencija u bankarskom sektoru u poslednjih nekoliko godina, kada su slovenačke banke prilično lakomisleno odobravale zajmove po primamljivim kamatnim stopama.)
MATCH@M:(We speculate that after the problems of subprime crisis hit Slovenian banks as well, banks would be more finical and that the expected relationship could probably be found later on.===>Mislimo da će nakon problema proizašlih iz „subprime“ krize s kojima su se i same suočile , slovenačke banke biti opreznije i da će očekivani odnos kasnije biti očigledniji.)
MATCH@E:(We speculate that after the problems of subprime crisis hit Slovenian banks as well, banks would be more finical and that the expected relationship could probably be found later on.===>Mislimo da će nakon problema proizašlih iz subprime krize s kojima su se i same suočile , slovenačke banke biti opreznije i da će očekivani odnos kasnije biti očigledniji.)
MATCH@M:(The article is organized as follows.===>Rad je organizovan na sledeći način.)
MATCH@E:(The article is organized as follows.===>Rad je organizovan na sledeći način.)
MATCH@M:(After the introduction, basic theoretical background is explained.===>Nakon uvodnog dela, izložili smo osnovne teorijske postavke.)
MATCH@E:(After the introduction, basic theoretical background is explained.===>Nakon uvodnog dela, izložili smo osnovne teorijske postavke.)
MATCH@M:(In chapter 3 we present initial hypothesis, restraints and academic value of the research.===>U poglavlju 3 predstavljamo početnu hipotezu, ograničenja i akademsku vrednost istraživanja.)
MATCH@E:(In chapter 3 we present initial hypothesis, restraints and academic value of the research.===>U poglavlju 3 predstavljamo početnu hipotezu, ograničenja i akademsku vrednost istraživanja.)
MATCH@M:(Further, in chapter 4 data and methodology is described.===>Dalje, u poglavlju 4, opisujemo podatke i metodologiju.)
MATCH@E:(Further, in chapter 4 data and methodology is described.===>Dalje, u poglavlju 4, opisujemo podatke i metodologiju.)
MATCH@M:(Chapter 5 shows and discusses results.===>U poglavlju 5 prikazali smo i analizirali rezultate.)
MATCH@E:(Chapter 5 shows and discusses results.===>U poglavlju 5 prikazali smo i analizirali rezultate.)
MATCH@M:(We conclude with final remarks.===>Rad završavamo zaključnim opaskama.)
MATCH@E:(We conclude with final remarks. ~~~ 2.===>Rad završavamo zaključnim opaskama. 2.)
MATCH@M:(Business decisions/business operations require capital.===>Poslovne odluke/poslovne aktivnosti traže kapital.)
MATCH@E:(Theoretical background Business decisions/business operations require capital.===>Teorijska postavka Poslovne odluke/poslovne aktivnosti traže kapital.)
MATCH@M:(According to financial management theory a capital is composed of three components: equity, preferred capital and debt.===>Prema teoriji finansijskog menadžmenta, kapital ima tri komponente: akcijski kapital, preferentni kapital, i zajmovni kapital.)
MATCH@E:(According to financial management theory a capital is composed of three components: equity, preferred capital and debt.===>Prema teoriji finansijskog menadžmenta, kapital ima tri komponente: akcijski kapital, preferentni kapital, i zajmovni kapital.)
MATCH@M:(Capital is scarce and is therefore not a free commodity (Stewart 1999).===>Kapital je deficitarna roba i stoga se ne može smatrati besplatnim (Stewart, 1999).)
MATCH@E:(Capital is scarce and is therefore not a free commodity (Stewart 1999).===>Kapital je deficitarna roba i stoga se ne može smatrati besplatnim (Stewart, 1999).)
MATCH@M:(Different components of capital have different costs, which are - obviously -determined by the risk investors are exposed to when “lending” the money to a corporation.===>Različite komponente kapitala imaju različitu cenu, a ona je, očigledno, određena rizikom kojem su investitori izloženi kad kompaniji „pozajmljuju“ novac.)
MATCH@E:(Different components of capital have different costs, which are obviously determined by the risk investors are exposed to when lending the money to a corporation.===>Različite komponente kapitala imaju različitu cenu, a ona je, očigledno, određena rizikom kojem su investitori izloženi kad kompaniji pozajmljuju novac.)
MATCH@M:(Corporations decide about their capital structures on the basis of capital costs and tend to find an optimal capital structure: a capital structure where the weighted average cost of capital is lowest possible.===>Korporacije donose odluke o svojoj strukturi kapitala na osnovu cene kapitala i trude se da nađu optimalnu strukturu kapitala: strukturu kapitala u kojoj je ponderisana prosečna cena kapitala najmanja.)
MATCH@E:(Corporations decide about their capital structures on the basis of capital costs and tend to find an optimal capital structure: a capital structure where the weighted average cost of capital is lowest possible.===>Korporacije donose odluke o svojoj strukturi kapitala na osnovu cene kapitala i trude se da nađu optimalnu strukturu kapitala: strukturu kapitala u kojoj je ponderisana prosečna cena kapitala najmanja.)
MATCH@M:(Debt is normally cheaper than equity (due to lower risk and tax shield).===>Pozajmljeni kapital je u normalnim uslovima jeftiniji od akcijskog (zato što je rizik manji, a i zaštićen je kada je u pitanju porez).)
MATCH@E:(Debt is normally cheaper than equity (due to lower risk and tax shield).===>Pozajmljeni kapital je u normalnim uslovima jeftiniji od akcijskog (zato što je rizik manji, a i zaštićen je kada je u pitanju porez).)
MATCH@M:(Companies therefore try to use debt to lower the costs of financing and increase the profitability of equity capital.===>Stoga kompanije teže da koriste zajam da bi snizile troškove finansiranja i povećale profitabilnost akcijskog kapitala.)
MATCH@E:(Companies therefore try to use debt to lower the costs of financing and increase the profitability of equity capital.===>Stoga kompanije teže da koriste zajam da bi snizile troškove finansiranja i povećale profitabilnost akcijskog kapitala.)
MATCH@M:(In fact, they use so-called financial leverage1, which is induced with the use of debt financing and can be beneficial for the corporation in the case of its good performance (Brigham and Ehrhardt 2005).===>U stvari, one koriste tzv. finansijski leveridž, koji nastaje finansiranjem dugovanja i može da donese dobit u slučaju da kompanija uspešno posluje (Brigham i Ehrhardt, 2005).)
MATCH@E:(In fact, they use socalled financial leverage1, which is induced with the use of debt financing and can be beneficial for the corporation in the case of its good performance (Brigham and Ehrhardt 2005).===>U stvari, one koriste tzv. finansijski leveridž1, koji nastaje finansiranjem dugovanja i može da donese dobit u slučaju da kompanija uspešno posluje (Brigham i Ehrhardt, 2005).)
MATCH@M:(On the other hand, in case of bad performance of the business, debt capital can induce additional risk while debt obligations (interests) are fixed and not bound to a firm’s performance.===>S druge strane, ukoliko firma posluje loše, pozajmljeni kapital može da izazove dodatni rizik, dok su obaveze po zajmu (kamate) fiksne i nisu vezane za učinak firme.)
MATCH@E:(On the other hand, in case of bad performance of the business, debt capital can induce additional risk while debt obligations (interests) are fixed and not bound to a firms performance.===>S druge strane, ukoliko firma posluje loše, pozajmljeni kapital može da izazove dodatni rizik, dok su obaveze po zajmu (kamate) fiksne i nisu vezane za učinak firme.)
MATCH@M:(Higher financial leverage therefore can cause the company’s insolvency in “bad times”.===>Stoga u nekim „teškim vremenima“ veći finansijski leveridž može da dovede do nesolventnosti kompanije.)
MATCH@E:(Higher financial leverage therefore can cause the companys insolvency in bad times.===>Stoga u nekim teškim vremenima veći finansijski leveridž može da dovede do nesolventnosti kompanije.)
MATCH@M:(Tirole (2006) notes that companies that are safe, produce steady cash flows, and have easily redeployable assets that they can pledge as collateral,===>Tirole (2006) navodi da kompanije koje su bezbedne proizvode ravnomerne gotovinske tokove i raspolažu aktivom koja se malo može prestrojiti i koju mogu proglasiti garancijom.)
MATCH@E:(Tirole (2006) notes that companies that are safe, produce steady cash flows, and have easily redeployable assets that they can pledge as collateral, can afford high debt-equity ratios, i.e. higher financial leverage.===>Tirole (2006) navodi da kompanije koje su bezbedne proizvode ravnomerne gotovinske tokove i raspolažu aktivom koja se malo može prestrojiti i koju mogu proglasiti garancijom. ~~~ One sebi mogu dozvoliti da imaju visoku stopu odnosa pozajmljenog i akcijskog kapitala, t.j., veći finansijski leveridž.)
BAD_LINE_=============================================================
BAD_LINE_M:Tirole (2006) notes that companies that are safe, produce steady cash flows, and have easily redeployable assets that they can pledge as collateral,
BAD_LINE_M:Tirole (2006) navodi da kompanije koje su bezbedne proizvode ravnomerne gotovinske tokove i raspolažu aktivom koja se malo može prestrojiti i koju mogu proglasiti garancijom.
BAD_LINE_E:Tirole (2006) notes that companies that are safe, produce steady cash flows, and have easily redeployable assets that they can pledge as collateral, can afford high debt-equity ratios, i.e. higher financial leverage.
BAD_LINE_E:Tirole (2006) navodi da kompanije koje su bezbedne proizvode ravnomerne gotovinske tokove i raspolažu aktivom koja se malo može prestrojiti i koju mogu proglasiti garancijom. ~~~ One sebi mogu dozvoliti da imaju visoku stopu odnosa pozajmljenog i akcijskog kapitala, t.j., veći finansijski leveridž.
MATCH@M:(In contrast, risky firms tend to have lower leverage as such.===>Nasuprot njima, rizične firme će imati niži leveridž u ovom smislu.)
MATCH@E:(In contrast, risky firms tend to have lower leverage as such.===>Nasuprot njima, rizične firme će imati niži leveridž u ovom smislu.)
MATCH@M:(Higher financial leverage on average result in higher expected profitability of equity capital, but it results also in higher risk of debt for investors.===>Viši finansijski leveridž u proseku ima za posledicu višu očekivanu profitabilnost akcijskog kapitala, ali i veći rizik za zajam za investitore.)
MATCH@E:(Higher financial leverage on average result in higher expected profitability of equity capital, but it results also in higher risk of debt for investors.===>Viši finansijski leveridž u proseku ima za posledicu višu očekivanu profitabilnost akcijskog kapitala, ali i veći rizik za zajam za investitore.)
MATCH@M:(Due to the risk of financial leverage it is the postulate of financial management that higher financial leverage increases the costs of debt financing.===>Zbog rizika od finansijskog leveridža finansijski menadžment polazi od stava da viši finansijski leveridž povećava troškove finansiranja duga.)
MATCH@E:(Due to the risk of financial leverage it is the postulate of financial management that higher financial leverage increases the costs of debt financing.===>Zbog rizika od finansijskog leveridža finansijski menadžment polazi od stava da viši finansijski leveridž povećava troškove finansiranja duga.)
MATCH@M:(Although the relationship is theoretically straightforward, the problem has not been heavily tested on real data.===>Iako je ovaj odnos teorijski jasan, ovaj problem još nije ozbiljno testiran na stvarnim podacima.)
MATCH@E:(Although the relationship is theoretically straightforward, the problem has not been heavily tested on real data.===>Iako je ovaj odnos teorijski jasan, ovaj problem još nije ozbiljno testiran na stvarnim podacima.)
MATCH@M:(Hull (2007) develops a model in which change in borrowing costs (which is in the model leverage-related) is used in a capital structure model.===>Hull (2007) razvija model u kojem se promena u troškovima pozajmljivanja (koja je u modelu vezana za leveridž) koristi u modelu strukture kapitala.)
MATCH@E:(Hull (2007) develops a model in which change in borrowing costs (which is in the model leverage-related) is used in a capital structure model.===>Hull (2007) razvija model u kojem se promena u troškovima pozajmljivanja (koja je u modelu vezana za leveridž) koristi u modelu strukture kapitala.)
MATCH@M:(The author argues the use of financial leverage as significantly better than pioneer approaches developed by Modigliani and Miller (1963) or Miler (1977).===>Autor smatra da je korišćenje finansijskog leveridža značajno bolje nego prvi pristupi koje su razradili Modigliani i Miller (1963) ili Miller (1977).)
MATCH@E:(The author argues the use of financial leverage as significantly better than pioneer approaches developed by Modigliani and Miller (1963) or Miler (1977).===>Autor smatra da je korišćenje finansijskog leveridža značajno bolje nego prvi pristupi koje su razradili Modigliani i Miller (1963) ili Miller (1977).)
MATCH@M:(That a higher financial leverage involves higher risk confirms also early research by Baxter (1967), and Kraus and Litzenberger (1973), who advocated a trade-off model where increasing levels of risky debt lead to increasing bankruptcy costs.===>Da viši finansijski leveridž znači i veći rizik potvrdili su u svojim ranim radovima i Baxter (1967) i Kraus i Litzenberger (1973), koji su se zalagali za model ravnoteže u kojem povećani nivo duga opterećenog rizikom vodi povećanim troškovima bankrota.)
MATCH@E:(That a higher financial leverage involves higher risk confirms also early research by Baxter (1967), and Kraus and Litzenberger (1973), who advocated a trade-off model where increasing levels of risky debt lead to increasing bankruptcy costs.===>Da viši finansijski leveridž znači i veći rizik potvrdili su u svojim ranim radovima i Baxter (1967) i Kraus i Litzenberger (1973), koji su se zalagali za model ravnoteže u kojem povećani nivo duga opterećenog rizikom vodi povećanim troškovima bankrota.)
MATCH@M:(The significant influence of financial leverage point out also Hook and Opler (1993), who note that one of the crucial determinants of bank lending to companies is (besides others) also its financial leverage.===>Ovaj značajan uticaj finansijskog leveridža ističu i Hook i Opler (1993) koji navode da je jedna od ključnih odrednica zajmova koje banka daje kompanijama (uz ostalo) njen finansijski leveridž.)
MATCH@E:(The significant influence of financial leverage point out also Hook and Opler (1993), who note that one of the crucial determinants of bank lending to companies is (besides others) also its financial leverage.===>Ovaj značajan uticaj finansijskog leveridža ističu i Hook i Opler (1993) koji navode da je jedna od ključnih odrednica zajmova koje banka daje kompanijama (uz ostalo) njen finansijski leveridž.)
MATCH@M:(Banks is prepared to lend (debt) capital at lower price to low-financial-leveraged companies.===>Banka je spremna da pozajmi (zaduži) kapital po nižoj ceni kompanijama sa niskim finansijskim leveridžom.)
MATCH@E:(Banks is prepared to lend (debt) capital at lower price to low-financial-leveraged companies.===>Banka je spremna da pozajmi (zaduži) kapital po nižoj ceni kompanijama sa niskim finansijskim leveridžom.)
MATCH@M:(Dhaliwal, Heitzman and Li (2005) explore the effect of taxes and leverage on the cost of capital.===>Dhaliwal, Heitzman i Li (2005) proučavaju efekat poreza i leveridža na cenu kapitala.)
MATCH@E:(Dhaliwal, Heitzman and Li (2005) explore the effect of taxes and leverage on the cost of capital.===>Dhaliwal, Heitzman i Li (2005) proučavaju efekat poreza i leveridža na cenu kapitala.)
MATCH@M:(They advocate that however the basic postulate holds (i.e. a positive effect of financial leverage on the cost of (debt) capital), one must have in view also the effect of taxes.===>Oni tvrde da, bez obzira koliko je osnovni postulat dobar (t.j., pozitivni efekat finansijskog leveridža na cenu (pozajmljenog) kapitala), mora se imati u vidu i efekat poreza.)
MATCH@E:(They advocate that however the basic postulate holds (i.e. a positive effect of financial leverage on the cost of (debt) capital), one must have in view also the effect of taxes.===>Oni tvrde da, bez obzira koliko je osnovni postulat dobar (t.j., pozitivni efekat finansijskog leveridža na cenu (pozajmljenog) kapitala), mora se imati u vidu i efekat poreza.)
MATCH@M:(Corporate taxes lover the effect of leverage, while personal taxes increase this effect.===>Korporativni porezi snižavaju efekat leveridža, dok personalni porezi ovaj efekat pojačavaju.)
MATCH@E:(Corporate taxes lover the effect of leverage, while personal taxes increase this effect.===>Korporativni porezi snižavaju efekat leveridža, dok personalni porezi ovaj efekat pojačavaju.)
MATCH@M:(Also other studies (e.g. Durand 1960, Solomon 1963, Barnes 1964, Baumol and Durton 1967, Scott 1977, Haley 1966, Schell and Halley 1977, Elliot 1980) have studied the relationship between capital structure (which determines the financial leverage) and cost of capital (where the cost of debt is one of the components) and come so important, but similar finding as summarized above.===>I drugi autori (na primer, Durand, 1960; Solomon, 1963; Barnes, 1964; Baumol i Durton, 1967; Scott, 1977; Haley, 1966; Schell i Halley, 1977, Elliot, 1980) bavili su se u svojim studijama odnosom između strukture kapitala (koja određuje finansijski leveridž) i ce-ne kapitala (u kojoj je cena duga jedna od komponenti) i došli do značajnih, ali sličnih zaključaka kakve smo već prikazali.)
MATCH@E:(Also other studies (e.g. Durand 1960, Solomon 1963, Barnes 1964, Baumol and Durton 1967, Scott 1977, Haley 1966, Schell and Halley 1977, Elliot 1980) have studied the relationship between capital structure (which determines the financial leverage) and cost of capital (where the cost of debt is one of the components) and come so important, but similar finding as summarized above.===>I drugi autori (na primer, Durand, 1960; Solomon, 1963; Barnes, 1964; Baumol i Durton, 1967; Scott, 1977; Haley, 1966; Schell i Halley, 1977, Elliot, 1980) bavili su se u svojim studijama odnosom između strukture kapitala (koja određuje finansijski leveridž) i cene kapitala (u kojoj je cena duga jedna od komponenti) i došli do značajnih, ali sličnih zaključaka kakve smo već prikazali.)
MATCH@M:(However, all these studies have two restrictions from our perspective.===>Ipak, iz naše perspektive, sve ove studije imaju dva ograničenja.)
MATCH@E:(However, all these studies have two restrictions from our perspective.===>Ipak, iz naše perspektive, sve ove studije imaju dva ograničenja.)
MATCH@M:(First, they have all been done a couple of decades ago.===>Prvo, sve su rađene pre nekoliko decenija.)
MATCH@E:(First, they have all been done a couple of decades ago.===>Prvo, sve su rađene pre nekoliko decenija.)
MATCH@M:(Second, these studies were all mostly based on data available in the advanced countries (UK, US...) and not in post-communist or any other transition economies.===>Drugo, sve ove studije uglavnom se zanivaju na podacima koji se odnose na razvijene zemlje (Velika Britanija, SAD ...), a ne na post-komuni-stičke zemlje ili neke druge privrede u tranziciji.)
MATCH@E:(Second, these studies were all mostly based on data available in the advanced countries (UK, US…) and not in post-communist or any other transition economies.===>Drugo, sve ove studije uglavnom se zanivaju na podacima koji se odnose na razvijene zemlje (Velika Britanija, SAD ...), a ne na post-komunističke zemlje ili neke druge privrede u tranziciji.)
MATCH@M:(In these countries some concepts are crucially different and have to be pointed out separately.===>U ovim zemljama neki koncepti se suštinski razlikuju i moraju se analizirati posebno.)
MATCH@E:(In these countries some concepts are crucially different and have to be pointed out separately.===>U ovim zemljama neki koncepti se suštinski razlikuju i moraju se analizirati posebno. 3.)
MATCH@M:(Some restraints of the research have to be pointed out.===>Trebalo bi naglasiti i neka ograničenja u ovom istraživanju.)
MATCH@E:(Some restraints of the research have to be pointed out.===>Trebalo bi naglasiti i neka ograničenja u ovom istraživanju.)
MATCH@M:(First, some restraints come from data limitation, which is explained in next section.===>Prvo, neka ograničenja posledica su ograničenim izborom podataka, što ćemo objasniti u narednom poglavlju.)
MATCH@E:(First, some restraints come from data limitation, which is explained in next section.===>Prvo, neka ograničenja posledica su ograničenim izborom podataka, što ćemo objasniti u narednom poglavlju.)
MATCH@M:(Second, due to extensive competition in banking sector in last couple of years banks in Slovenia have been approving most favorable interest rates for most companies, especially to publicly traded corporations, which have been considered as least risky.===>Drugo, zbog velike konkurencije u bankarskom sektoruu poslednjih nekoliko godina, banke u Sloveniji odobravale su većini kompanija veoma povoljne kamatne stope, a to je posebno važilo za preduzeća pod javnom upravom, koja su smatrana najmanje rizičnim.)
MATCH@E:(Second, due to extensive competition in banking sector in last couple of years banks in Slovenia have been approving most favorable interest rates for most companies, especially to publicly traded corporations, which have been considered as least risky.===>Drugo, zbog velike konkurencije u bankarskom sektoruu poslednjih nekoliko godina, banke u Sloveniji odobravale su većini kompanija veoma povoljne kamatne stope, a to je posebno važilo za preduzeća pod javnom upravom, koja su smatrana najmanje rizičnim.)
MATCH@M:(Not before subprime financial crisis have banks really been careful with approved interest rates and really considered the differences in riskiness of the investment from the perspective of financial leverage, again especially for publicly traded corporations.===>Tek posle subprajm krize banke su počele pažljivije da se odnose prema određivanju kamatnih stopa i zaista su počele da uzimaju u obzir razlike u rizičnosti investicije u odnosu na perspektivu finansijskog leveridža, i to opet posebno za kompanije u javnom vlasništvu.)
MATCH@E:(Not before subprime financial crisis have banks really been careful with approved interest rates and really considered the differences in riskiness of the investment from the perspective of fi nancial leverage, again especially for publicly traded corporations.===>Tek posle subprajm krize banke su počele pažljivije da se odnose prema određivanju kamatnih stopa i zaista su počele da uzimaju u obzir razlike u rizičnosti investicije u odnosu na perspektivu finansijskog leveridža, i to opet posebno za kompanije u javnom vlasništvu.)
MATCH@M:(And last, comparison to other research, preferably to some research of the similar topic in Slovenia or other post-communist/transition economy was unfortunately not possible due to their nonexistence.===>I poslednje, poređenje sa drugim istraživanjima, posebno sa nekim istraživanjem sličnog problema u Sloveniji ili nekoj drugoj post-komunističkoj zemlji ili privredi u tranziciji nije bilo moguće, s obzirom da takvih istraživanja nema.)
MATCH@E:(And last, comparison to other research, preferably to some research of the similar topic in Slovenia or other post-communist/transition economy was unfortunately not possible due to their nonexistence.===>I poslednje, poređenje sa drugim istraživanjima, posebno sa nekim istraživanjem sličnog problema u Sloveniji ili nekoj drugoj post-komunističkoj zemlji ili privredi u tranziciji nije bilo moguće, s obzirom da takvih istraživanja nema.)
MATCH@M:(However, taking into consideration these restraints, the research is - to our knowledge - a pioneer research of the similar topic either in Slovenia or other post-communist/transition economy, and as such it could be taken into consideration in future research.===>Ipak, ako uzmemo u obzir ova ograničenja, ovo istraživanje je, bar koliko mi znamo, pionirsko istraživanje nekog takvog pitanja bilo kad je reč o Sloveniji ili o nekoj drugoj post-komunističkoj zemlji ili privredi u tranziciji i kao takvo može se uzeti u obzir prilikom kasnijih istraživanja.)
MATCH@E:(However, taking into consideration these restraints, the research is to our knowledge a pioneer research of the similar topic either in Slovenia or other post-communist/transition economy, and as such it could be taken into consideration in future research. ~~~ 4.===>Ipak, ako uzmemo u obzir ova ograničenja, ovo istraživanje je, bar koliko mi znamo, pionirsko istraživanje nekog takvog pitanja bilo kad je reč o Sloveniji ili o nekoj drugoj post-komunističkoj zemlji ili privredi u tranziciji i kao takvo može se uzeti u obzir prilikom kasnijih istraživanja. 4.)
MATCH@M:(We tested the hypothesis on public corporations that are listed on Ljubljana Stock Exchange.===>Hipotezu smo testirali na javnim korporacijama koje se kotiraju na Ljubljanskoj berzi.)
MATCH@E:(Data and methodology We tested the hypothesis on public corporations that are listed on Ljubljana Stock Exchange.===>Podaci i metodologija Hipotezu smo testirali na javnim korporacijama koje se kotiraju na Ljubljanskoj berzi.)
MATCH@M:(In the database we included 18 corporations in the period from 2005 until 2007.===>U bazi podataka našli smo 18 korporacija u periodu od 2005. do 2007. godine.)
MATCH@E:(In the database we included 18 corporations in the period from 2005 until 2007.===>U bazi podataka našli smo 18 korporacija u periodu od 2005. do 2007. godine.)
MATCH@M:(Data was obtained from GViN database.===>Podatke smo dobili iz GViN baze podataka.)
MATCH@E:(Data was obtained from GViN database.===>Podatke smo dobili iz GViN baze podataka.)
MATCH@M:(For more detailed insight in the data source see Stubelj (2008).===>Za detaljniji uvid u izvor podataka videti Stubelj (2008).)
MATCH@E:(For more detailed insight in the data source see Stubelj (2008).===>Za detaljniji uvid u izvor podataka videti Stubelj (2008).)
MATCH@M:(Data on financial leverage is calculated and published for all selected companies on yearly basis, so this data was easy achievable.===>Podatke o finansijskom leveridžu izračunali smo na godišnjem nivou i objavili za sve kompanije, tako da su ovi podaci lako dostupni.)
MATCH@E:(Data on financial leverage is calculated and published for all selected companies on yearly basis, so this data was easy achievable.===>Podatke o finansijskom leveridžu izračunali smo na godišnjem nivou i objavili za sve kompanije, tako da su ovi podaci lako dostupni.)
MATCH@M:(On the other hand, we had hard time determining the adequate cost of debt for those companies.===>S druge strane, imali smo mnogo problema da odredimo odgovarajuću cenu du-ga/zajma za ove kompanije.)
MATCH@E:(On the other hand, we had hard time determining the adequate cost of debt for those companies.===>S druge strane, imali smo mnogo problema da odredimo odgovarajuću cenu duga/zajma za ove kompanije.)
MATCH@M:(Further, in Slovenia companies mainly use bank financing (and not raise debt capital on capital markets with bonds), therefore we could not use market required rate of return (on company’s bonds) as a relevant data source.===>Pored toga, kompanije u Sloveniji uglavnom finansiraju banke (ne prikupljaju kapital na tržištima kapitala putem obveznica), tako da nismo mogli da koristimo tržišnu stopu povraćaja (na obveznice kompanije) kao relevantan izvor podataka.)
MATCH@E:(Further, in Slovenia companies mainly use bank financing (and not raise debt capital on capital markets with bonds), therefore we could not use market required rate of return (on companys bonds) as a relevant data source.===>Pored toga, kompanije u Sloveniji uglavnom finansiraju banke (ne prikupljaju kapital na tržištima kapitala putem obveznica), tako da nismo mogli da koristimo tržišnu stopu povraćaja (na obveznice kompanije) kao relevantan izvor podataka.)
MATCH@M:(Due to the lack of relevant academic or expert guidelines on the topic under these specific conditions, we used two methodologies, that both have some advantages and disadvantages, respectively.===>Pošto nismo imali relevantne niti stručne smernice za obradu teme pod ovako specifičnim okolnostima, koristili smo dve metodologije, od kojih svaka ima i prednosti i nedostatke.)
MATCH@E:(Due to the lack of relevant academic or expert guidelines on the topic under these specific conditions, we used two methodologies, that both have some advantages and disadvantages, respectively.===>Pošto nismo imali relevantne niti stručne smernice za obradu teme pod ovako specifičnim okolnostima, koristili smo dve metodologije, od kojih svaka ima i prednosti i nedostatke.)
MATCH@M:(First, we estimated the cost of debt simply as a quotient between paid interests on company’s debt in the year t and the value of debt at the beginning of the year t (i.e. at the end of year t-1).===>Prvo smo proračunali cenu pozajmice jednostavno kao količnik između plaćenih kamata na dugove kompanije u godini t i vrednosti duga na početku godine t (t.j., na kraju godine t-1).)
MATCH@E:(First, we estimated the cost of debt simply as a quotient between paid interests on companys debt in the year t and the value of debt at the beginning of the year t (i.e. at the end of year t-1).===>Prvo smo proračunali cenu pozajmice jednostavno kao količnik između plaćenih kamata na dugove kompanije u godini t i vrednosti duga na početku godine t (t.j., na kraju godine t-1).)
MATCH@M:(The same procedure was used also for the estimation of (average) cost of government debt in Slovenia (see Dolenc 2006).===>Isti postupak primenili smo za procenu (prosečne) cene vladinog duga u Sloveniji (videti Dolenc 2006).)
MATCH@E:(The same procedure was used also for the estimation of (average) cost of government debt in Slovenia (see Dolenc 2006).===>Isti postupak primenili smo za procenu (prosečne) cene vladinog duga u Sloveniji (videti Dolenc 2006).)
MATCH@M:(This procedure is quite straightforward, but it has, however, some disadvantages when used in the present context.===>Ovaj postupak je sasvim jasan, ali ipak ima nekih slabosti kada se primenjuje u današnjem kontekstu.)
MATCH@E:(This procedure is quite straightforward, but it has, however, some disadvantages when used in the present context.===>Ovaj postupak je sasvim jasan, ali ipak ima nekih slabosti kada se primenjuje u današnjem kontekstu.)
MATCH@M:(First, the estimation can be either a) overestimated or b) underestimated, if a) a company does not hold short-term debt at the end of the year but uses heavily the short-term debt during the year, and b) a company pays off a larger amount of debt in the beginning of the year.===>Prvo, procena može da bude ili a) precenjena ili b) pot-cenjena, ako a) kompanija nema kratkoročni za-jam/dug na kraju godine nego često koristi kratkoročni zajam tokom godine i b) kompanija otplaćuje veći iznos duga na početku godine.)
MATCH@E:(First, the estimation can be either a) overestimated or b) underestimated, if a) a company does not hold short-term debt at the end of the year but uses heavily the short-term debt during the year, and b) a company pays off a larger amount of debt in the beginning of the year.===>Prvo, procena može da bude ili a) precenjena ili b) potcenjena, ako a) kompanija nema kratkoročni zajam/dug na kraju godine nego često koristi kratkoročni zajam tokom godine i b) kompanija otplaćuje veći iznos duga na početku godine.)
MATCH@M:(Second, estimated cost of debt is actually the average interest rate a company pays on existing debt in current year, and not in fact the cost of debt the company has risen in the current year.===>Drugo, procenjena ce-na duga u stvari predstavlja prosečnu kamatnu stopu koju kompanija plaća na postojeći dug u tekućoj godini, a ne u stvari cenu zajma koji je kompanija podigla u tekućoj godini.)
MATCH@E:(Second, estimated cost of debt is actually the average interest rate a company pays on existing debt in current year, and not in fact the cost of debt the company has risen in the current year.===>Drugo, procenjena cena duga u stvari predstavlja prosečnu kamatnu stopu koju kompanija plaća na postojeći dug u tekućoj godini, a ne u stvari cenu zajma koji je kompanija podigla u tekućoj godini.)
MATCH@M:(These estimates should in fact be better proxies of the company’s cost of debt that a company must pay in the year t.===>Ove procene u stvari bi trebalo da predstavljaju bolje pokazatelje cene duga kompanije koji ona mora da isplati u godini t.)
MATCH@E:(These estimates should in fact be better proxies of the companys cost of debt that a company must pay in the year t.===>Ove procene u stvari bi trebalo da predstavljaju bolje pokazatelje cene duga kompanije koji ona mora da isplati u godini t.)
MATCH@M:(However, some drawbacks arise again.===>Ipak, i tu se javljaju neki nedostaci.)
MATCH@E:(However, some drawbacks arise again.===>Ipak, i tu se javljaju neki nedostaci.)
MATCH@M:(Two are crucial.===>Dva su ključna.)
MATCH@E:(Two are crucial.===>Dva su ključna.)
MATCH@M:(First, if a company lowers the outstanding amount of debt, it should also lower the interests paid, otherwise we get unexpected (i.e. negative) value of estimated interest rate.===>Prvo, ako kompanija snizi preterano veliku svotu duga, trebalo bi da smanji i kamatu, inače dobij amo neočekivanu (t.j., negativnu) vrednost procenjene kamatne stope.)
MATCH@E:(First, if a company lowers the outstanding amount of debt, it should also lower the interests paid, otherwise we get unexpected (i.e. negative) value of estimated interest rate.===>Prvo, ako kompanija snizi preterano veliku svotu duga, trebalo bi da smanji i kamatu, inače dobijamo neočekivanu (t.j., negativnu) vrednost procenjene kamatne stope.)
MATCH@M:(This has proven not to be the case for all cases and all years.===>Pokazalo se da ovo ne važi za sve slučajeve i u svim godinama.)
MATCH@E:(This has proven not to be the case for all cases and all years.===>Pokazalo se da ovo ne važi za sve slučajeve i u svim godinama.)
MATCH@M:(Second, the dynamics of the borrowing plays a crucial role as well: if a company raises debt towards the end of the year, it will pay low interests in the current year (if any at all), but the value of debt will significantly rise.===>Drugo, dinamika pozajmljivanja takođe ima ključnu ulogu: ako kompanija podiže zajam krajem godine, platiće niže kamate u tekućoj godini (ako uopšte plati), ali će vrednost duga značajno da poraste.)
MATCH@E:(Second, the dynamics of the borrowing plays a crucial role as well: if a company raises debt towards the end of the year, it will pay low interests in the current year (if any at all), but the value of debt will significantly rise.===>Drugo, dinamika pozajmljivanja takođe ima ključnu ulogu: ako kompanija podiže zajam krajem godine, platiće niže kamate u tekućoj godini (ako uopšte plati), ali će vrednost duga značajno da poraste.)
MATCH@M:(But, even though neither of the suggested methodologies is perfect, we decided to use both and have additional “safety procedure” incorporated.===>Ali, iako ni jedna od predloženih metodologija nije savršena, odlučili smo da primenimo obe, a da uključimo i dodatnu „sigurnosnu proceduru“.)
MATCH@E:(But, even though neither of the suggested methodologies is perfect, we decided to use both and have additional safety procedure incorporated.===>Ali, iako ni jedna od predloženih metodologija nije savršena, odlučili smo da primenimo obe, a da uključimo i dodatnu sigurnosnu proceduru.)
MATCH@M:(We decided to eliminate from the analysis those observations (cases in different points in time) that deviate from average for more than one standard deviation.===>Iz analize smo eliminisali one posmatrane slučajeve (slučajeve u različitim trenucima u vremenu) koji se udaljavaju od proseka za više od jedne standardne devijacije.)
MATCH@E:(We decided to eliminate from the analysis those observations (cases in different points in time) that deviate from average for more than one standard deviation.===>Iz analize smo eliminisali one posmatrane slučajeve (slučajeve u različitim trenucima u vremenu) koji se udaljavaju od proseka za više od jedne standardne devijacije.)
MATCH@M:(Effectively -under assumption of normal distribution of the observations - we end up using 66% of all observations for which the cost of debt was possible to be estimated.===>Efek-tivno - pod pretpostavkom normalne distribucije po-smatranih slučajeva - na kraju smo koristili 66% svih posmatranih slučajeva za koje je bilo moguće proračunati cenu duga.)
MATCH@E:(Effectively under assumption of normal distribution of the observations we end up using 66% of all observations for which the cost of debt was possible to be estimated.===>Efek tivno pod pretpostavkom normalne distribucije posmatranih slučajeva na kraju smo koristili 66% svih posmatranih slučajeva za koje je bilo moguće proračunati cenu duga.)
MATCH@M:(In order to get as homogeneous groups of observations, we tested the rationale of clustering the data into groups.===>Da bismo dobili homogene grupe za posmatranje, testirali smo načelo grupisanja podataka.)
MATCH@E:(In order to get as homogeneous groups of observations, we tested the rationale of clustering the data into groups.===>Da bismo dobili homogene grupe za posmatranje, testirali smo načelo grupisanja podataka.)
MATCH@M:(In order to do so we used cluster analysis with Ward’s method of clustering.===>U tu svrhu koristili smo klaster analizu sa Word-ovim metodom grupisanja.)
MATCH@E:(In order to do so we used cluster analysis with Wards method of clustering.===>U tu svrhu koristili smo klaster analizu sa Word-ovim metodom grupisanja.)
MATCH@M:(Eventual significant cluster grouping is included in the regression analysis using set of dummy variables (their number is set as number of clusters less one).===>Značajni klasteri obuhvaćeni su regresivnom analizom koja koristi skup lažnih varijabli (njihov broj je predstavljen kao broj klastera manje jedan).)
MATCH@E:(Eventual significant cluster grouping is included in the regression analysis using set of dummy variables (their number is set as number of clusters less one). regression analysis became obvious.===>Značajni klasteri obuhvaćeni su regresivnom analizom koja koristi skup lažnih varijabli (njihov broj je predstavljen kao broj klastera manje jedan).)
MATCH@M:(At first sight the panel data analysis seems a natural way of analyzing the relationship between cost of debt and financial leverage (for i and t).===>Na prvi pogled analiza panel podataka predstavljala bi prirodni način analize odnosa između cene duga i fi-nansijskog leveridža (za i i t).)
MATCH@E:(At first sight the panel data analysis seems a natural way of analyzing the relationship between cost of debt and financial leverage (for i and t).===>Na prvi pogled analiza panel podataka predstavljala bi prirodni način analize odnosa između cene duga i finansijskog leveridža (za i i t).)
MATCH@M:(However, because of some gaps in the data, we could not estimate all costs of debt (for all i and t).===>Ipak, zbog nekih praznina u podacima, nećemo procenjivati sve cene duga (za sve i i t).)
MATCH@E:(However, because of some gaps in the data, we could not estimate all costs of debt (for all i and t).===>Ipak, zbog nekih praznina u podacima, nećemo procenjivati sve cene duga (za sve i i t).)
MATCH@M:(Therefore, panel data analysis came out of the question, and simple (OLS) regression analysis became obvious.===>Stoga panel analiza nije uzeta u obzir, a kao očigledan izbor ukazala se jednostavna regresivna (OLS) analiza.)
MATCH@E:(Therefore, panel data analysis came out of the question, and simple (OLS) 5.===>Stoga panel analiza nije uzeta u obzir, a kao očigledan izbor ukazala se jednostavna regresivna (OLS) analiza.)
MATCH@M:(The second solution that seemed worthwhile taking into consideration was the estimation of additional interests paid in current year (compared to last year) relative to additional value of debt at the end of the previous year (compared to the year before).===>Drugo rešenje koje je izgledalo vredno pažnje bilo je procena dodatnih kamata koje se isplaćuju u tekućoj godini (u poređenju sa prošlom godinom) u odnosu na dodatu vrednost duga na kraju prethodne godine (u poređenju sa godinom pre toga).)
MATCH@E:(The second solution that seemed worthwhile taking into consideration was the estimation of additional interests paid in current year (compared to last year) relative to additional value of debt at the end of the previous year (compared to the year before).===>Drugo rešenje koje je izgledalo vredno pažnje bilo je procena dodatnih kamata koje se isplaćuju u tekućoj godini (u poređenju sa prošlom godinom) u odnosu na dodatu vrednost duga na kraju prethodne godine (u poređenju sa godinom pre toga).)
MATCH@M:(As explained above, the analysis was performed using two methodologies for estimation of cost of debt.===>Kao što smo već objasnili, analizu smo sproveli pomoću dve metodologije za izračunavanje cene duga.)
MATCH@E:(Results and discussion As explained above, the analysis was performed using two methodologies for estimation of cost of debt.===>Rezultati i diskusija Kao što smo već objasnili, analizu smo sproveli pomoću dve metodologije za izračunavanje cene duga.)
MATCH@M:(Table 1 shows descriptive statistics for the first set of data (interest rates estimated according to eq. 1).===>Na tabeli 1 prikazana je opisna statistika za prvi skup podataka (kamatne stope proračunate prema eq.1))
MATCH@E:(Table 1 shows descriptive statistics for the first set of data (interest rates estimated according to eq. ~~~ 1).===>Na tabeli 1 prikazana je opisna statistika za prvi skup podataka (kamatne stope proračunate prema eq.1) Tabela 1:)
MATCH@M:(This holds especially for the estimated cost of debt, which ranges from 0,4% to 16,0%.===>Ovo važi posebno za izračunatu cenu duga,, koja iznosi 0,4% do 16,0%.)
MATCH@E:(This holds especially for the estimated cost of debt, which ranges from 0,4% to 16,0%.===>Ovo važi posebno za izračunatu cenu duga,, koja iznosi 0,4% do 16,0%.)
MATCH@M:(Therefore we eliminated - as noted before - the observations for which the estimated cost of debt deviate from average for more than 1 standard deviation.===>Stoga smo eliminisali - kao što smo već naveli - posmatranja za koja se procenjena cena duga udaljava od proseka za više od 1 standardne devijacije.)
MATCH@E:(Therefore we eliminated as noted before the observations for which the estimated cost of debt deviate from average for more than 1 standard deviation.===>Stoga smo eliminisali kao što smo već naveli posmatranja za koja se procenjena cena duga udaljava od proseka za više od 1 standardne devijacije.)
MATCH@M:(Descriptive statistics for filtered first set of data is shown in Table 2.===>Opisna statistika za filtrirani prvi skup podataka prikazana je na tabeli 2.)
MATCH@E:(Descriptive statistics for filtered first set of data is shown in Table 2.===>Opisna statistika za filtrirani prvi skup podataka prikazana je na tabeli 2.)
MATCH@M:(However, cluster analysis reveals that data can be clustered into two more homogeneous groups.===>Ipak, klasteranalizom smo otkrili da se podaci mogu grupisati u još dve homogene grupe.)
MATCH@E:(However, cluster analysis reveals that data can be clustered into two more homogeneous groups.===>Ipak, klaster analizom smo otkrili da se podaci mogu grupisati u još dve homogene grupe.)
MATCH@M:(The dendrogram for this set of data is shown in Figure 1.===>Dendogram za ovaj skup podataka prikazan je na slici 1.)
MATCH@E:(The dendrogram for this set of data is shown in Figure 1.===>Dendogram za ovaj skup podataka prikazan je na slici 1.)
MATCH@M:(Finally, the data is confronted in regression analysis.===>Na kraju, podatke smo obradili regresivnom analizom.)
MATCH@E:(Finally, the data is confronted in regression analysis.===>Na kraju, podatke smo obradili regresivnom analizom.)
MATCH@M:(In this first regression we included financial leverage as (theoretical) explanatory factor of the cost of debt, controlled for both time and cluster specific effects.===>Ovom prvom regresijom obuhvatili smo finansijski leveridž kao faktor koji (teorijski) objašnjava cenu-duga, i po osnovu vremena i po osnovu klaster specifi~nih efekata.)
MATCH@E:(In this first regression we included financial leverage as (theoretical) explanatory factor of the cost of debt, controlled for both time and cluster specific effects.===>Ovom prvom regresijom obuhvatili smo finansijski leveridž kao faktor koji (teorijski) objašnjava cenu duga, i po osnovu vremena i po osnovu klaster specifičnih efekata.)
MATCH@M:(Even though the regression function as such is statistically significant, its explaining power is relatively low (determination coefficient is slightly more than 0,3).===>Iako je funkcija regresije kao takva statistički značajna, njena moć da objasni slučaj je relativno mala (koeficijent određenosti je samo malo viši od 0,3).)
MATCH@E:(Even though the regression function as such is statistically significant, its explaining power is relatively low (determination coefficient is slightly more than 0,3).===>Iako je funkcija regresije kao takva statistički značajna, njena moć da objasni slučaj je relativno mala (koeficijent određenosti je samo malo viši od 0,3).)
MATCH@M:(Looking partially, the regression coefficient for financial leverage is the only not significant one (the exact significant level is 0,2), therefore we cannot confirm the hypothesis that financial leverage effects the cost of debt.===>Kad posmatramo parcijalno, koeficijent regresije za finansijski leveridž je jedini koji nije značajan (stvarni značajni nivo iznosi 0,2), tako da ne možemo da potvrdimo hipotezu da finansijski leveridž utiče na cenu duga.)
MATCH@E:(Looking partially, the regression coefficient for financial leverage is the only not significant one (the exact significant level is 0,2), therefore we cannot confirm the hypothesis that financial leverage effects the cost of debt3.===>Kad posmatramo parcijalno, koeficijent regresije za finansijski leveridž je jedini koji nije značajan (stvarni značajni nivo iznosi 0,2), tako da ne možemo da potvrdimo hipotezu da finansijski leveridž utiče na cenu duga3.)
MATCH@M:(Other factors, which we denoted as controlling variables turned out to be statistically significant at low levels of significance.===>Ispostavilo se da su drugi faktori, koje smo označili kao kontrolne varijable, statistički značajni na niskom nivou značaja.)
MATCH@E:(Other factors, which we denoted as controlling variables turned out to be statistically significant at low levels of significance.===>Ispostavilo se da su drugi faktori, koje smo označili kao kontrolne varijable, statistički značajni na niskom nivou značaja.)
MATCH@M:(It is assumed that a financial leverage of the previous year affects the cost of debt in the current year (if there is such correlation at all).===>Pretpostavlja se da finansijski leveridž iz prethodne godine utiče na cenu duga i tekućoj godini (ukoliko takva korelacija uopste postoji).)
MATCH@E:(2 It is assumed that a financial leverage of the previous year affects the cost of debt in the current year (if there is such correlation at all).===>2 Pretpostavlja se da finansijski leveridž iz prethodne godine utiče na cenu duga i tekućoj godini (ukoliko takva korelacija uopšte postoji).)
MATCH@M:(The reason is simply accounting based, because the relevant data in current year is available for the last day of previous year.===>Razlog je jednostavno računovodstvene prirode, posto su relevantni podaci za tekuću godinu dostupni poslednjeg dana prethodne godine.)
MATCH@E:(3 The reason is simply accounting based, because the relevant data in current year is available for the last day of previous year. ~~~ For the selected sample.===>Razlog je jednostavno računovodstvene prirode, pošto su relevantni podaci za tekuću godinu dostupni poslednjeg dana prethodne godine. 3 Za izabrani uzorak. 4 Zbog metoda izračunavanja izgubili smo oko jednu trećinu podataka koje smo imali na raspolaganju 5 Ali nismo uopšte uzeli u obzir statistički značaj. cene duga (zajma) i finansijskog leveridža.)
BAD_LINE_=============================================================
BAD_LINE_M:The reason is simply accounting based, because the relevant data in current year is available for the last day of previous year.
BAD_LINE_M:Razlog je jednostavno računovodstvene prirode, posto su relevantni podaci za tekuću godinu dostupni poslednjeg dana prethodne godine.
BAD_LINE_E:3 The reason is simply accounting based, because the relevant data in current year is available for the last day of previous year. ~~~ For the selected sample.
BAD_LINE_E:Razlog je jednostavno računovodstvene prirode, pošto su relevantni podaci za tekuću godinu dostupni poslednjeg dana prethodne godine. 3 Za izabrani uzorak. 4 Zbog metoda izračunavanja izgubili smo oko jednu trećinu podataka koje smo imali na raspolaganju 5 Ali nismo uopšte uzeli u obzir statistički značaj. cene duga (zajma) i finansijskog leveridža.
MATCH@M:(Further we used the second set of data, where we used the cost of debt, calculated as “additional interests paid relatively to increase of debt”.===>Potom smo pristupili drugom skupu podataka, gde smo koristili cenu duga izračunatu u smislu „dodatnih kamata koje se isplaćuju u odnosu na porast dugova-nja“.)
MATCH@E:(Further we used the second set of data4, where we used the cost of debt, calculated as additional interests paid relatively to increase of debt.===>Potom smo pristupili drugom skupu podataka4, gde smo koristili cenu duga izračunatu u smislu dodatnih kamata koje se isplaćuju u odnosu na porast dugovanja.)
MATCH@M:(Descriptive statistics for unfiltered data is presented in Table 4.===>Opisna statistika za nefiltrirane podatke predstavljena je na tabeli 4.)
MATCH@E:(Descriptive statistics for unfiltered data is presented in Table 4.===>Opisna statistika za nefiltrirane podatke predstavljena je na tabeli 4. FV dri,t Tabela 4:)
MATCH@M:(The estimated cost of debt ranges from -61% to 228% (!).===>Procenjena cena duga kreće se u rasponu od -61% do 228% (!).)
MATCH@E:(The estimated cost of debt ranges from -61% to 228% (!).===>Procenjena cena duga kreće se u rasponu od -61% do 228% (!). ako uzmemo u obzir procenjenu standardnu devijaciju, jasno je da primenom Š?-?, ?+?)
BAD_LINE_=============================================================
BAD_LINE_M:The estimated cost of debt ranges from -61% to 228% (!).
BAD_LINE_M:Procenjena cena duga kreće se u rasponu od -61% do 228% (!).
BAD_LINE_E:The estimated cost of debt ranges from -61% to 228% (!).
BAD_LINE_E:Procenjena cena duga kreće se u rasponu od -61% do 228% (!). ako uzmemo u obzir procenjenu standardnu devijaciju, jasno je da primenom Š?-?, ?+?
MATCH@M:(Taking into consideration estimated the standard deviation its clear that the use of [A-A, A+A] would not help eliminating the spurious observations.===>Ako uzmemo u obzir procenje-nu standardnu devijaciju, jasno je da primenom [?-?, ?+?] nećemo moći da eliminišemo nepouzdana posma-tranja.)
MATCH@E:(Taking into consideration estimated the standard deviation its clear that the use of Š∆-∆, ∆+∆Ë would not help eliminating the spurious observations.===>Ë nećemo moći da eliminišemo nepouzdana posmatranja.)
BAD_LINE_=============================================================
BAD_LINE_M:Taking into consideration estimated the standard deviation its clear that the use of [A-A, A+A] would not help eliminating the spurious observations.
BAD_LINE_M:Ako uzmemo u obzir procenje-nu standardnu devijaciju, jasno je da primenom [?-?, ?+?] nećemo moći da eliminišemo nepouzdana posma-tranja.
BAD_LINE_E:Taking into consideration estimated the standard deviation its clear that the use of Š∆-∆, ∆+∆Ë would not help eliminating the spurious observations.
BAD_LINE_E:Ë nećemo moći da eliminišemo nepouzdana posmatranja.
MATCH@M:(Therefore we decided to take into consideration only observations where the estimated cost of debt was higher than EURIBOR+50bps and lower than interest rate for late payments.===>Stoga smo odlučili da uzmemo u obzir samo ona posmatranja u kojima je procenjena cena duga bila viša od EURIBOR+50bps, a niža od kamatne stope za zakasnela plaćanja.)
MATCH@E:(Therefore we decided to take into consideration only observations where the estimated cost of debt was higher than EURIBOR+50bps and lower than interest rate for late payments.===>Stoga smo odlučili da uzmemo u obzir samo ona posmatranja u kojima je procenjena cena duga bila viša od EURIBOR+50bps, a niža od kamatne stope za zakasnela plaćanja.)
MATCH@M:(This should be a normal interval of interest rate on bank loan a public corporation has to pay for its debt.===>Ovo bi trebalo da bude normalni interval kamatne stope na bančin zajam koji javna korporacija mora da isplati na ime duga.)
MATCH@E:(This should be a normal interval of interest rate on bank loan a public corporation has to pay for its debt.===>Ovo bi trebalo da bude normalni interval kamatne stope na bančin zajam koji javna korporacija mora da isplati na ime duga.)
MATCH@M:(Relevant descriptive statistics is shown in Table 5.===>Relevantna opisna statistika prikazana je na tabeli 5.)
MATCH@E:(Relevant descriptive statistics is shown in Table 5.===>Relevantna opisna statistika prikazana je na tabeli 5.)
MATCH@M:(Using this set of (well reduced) data, the ending result is more or less obvious.===>Uz ovaj skup (prilično redukovanih) podataka krajnji rezultat je manje-više očigledan.)
MATCH@E:(Using this set of (well reduced) data, the ending result is more or less obvious.===>Uz ovaj skup (prilično redukovanih) podataka krajnji rezultat je manje-više očigledan.)
MATCH@M:(The regression in not statistically significant (see Table 6), which is normal due to low number of observations in the analysis.===>Regresija nije statistički značajna (videti tabelu 6), što je i normalno, pošto imamo na raspolaganju mali broj slučajeva u analizi.)
MATCH@E:(The regression in not statistically significant (see Table 6), which is normal due to low number of observations in the analysis.===>Regresija nije statistički značajna (videti tabelu 6), što je i normalno, pošto imamo na raspolaganju mali broj slučajeva u analizi.)
MATCH@M:(Therefore we cannot confirm the hypothesis we have tested; we cannot statistically correctly conclude on relationship/cor-relation between estimated cost of debt and financial leverage of the selected publicly traded corporations.===>Stoga ne možemo da potvrdimo hipotezu koju smo testirali; ne možemo statistički korektno da zaključimo kakav je odnos/korelacija između procenje-ne cene zaduženja i finansijskog leveridža izabranih javnih korporacija.)
MATCH@E:(Therefore we cannot confirm the hypothesis we have tested; we cannot statistically correctly conclude on relationship/correlation between estimated cost of debt and financial leverage of the selected publicly traded corporations.===>Stoga ne možemo da potvrdimo hipotezu koju smo testirali; ne možemo statistički korektno da zaključimo kakav je odnos/korelacija između procenjene cene zaduženja i finansijskog leveridža izabranih javnih korporacija.)
MATCH@M:(Nevertheless, we can assume that with gathering more data and using the same methodology we might be able to come to some more firm conclusions.===>Ipak, možemo da zaključimo da uz više podataka i primenom iste metodologije možda i možemo da dođemo do nekih čvršćih zaključaka.)
MATCH@E:(Nevertheless, we can assume that with gathering more data and using the same methodology we might be able to come to some more firm conclusions.===>Ipak, možemo da zaključimo da uz više podataka i primenom iste metodologije možda i možemo da dođemo do nekih čvršćih zaključaka.)
MATCH@M:(Scatterplot between financial leverage and estimated cost of debt (including inserted linear fitted line) shows that the tendency of the relationship might be positive, which would confirm theoretical expectations also for Slovenian case.===>Rasejanje između finansijskog leveridža i procenjene cene duga (uključujući unetu linearno postavljenu liniju) pokazuje da tendencija odnosa može da bude pozitivna, što bi potvrdilo teorijska očekivanja i za slovenački slučaj.)
MATCH@E:(Scatterplot between financial leverage and estimated cost of debt (including inserted linear fitted line5) shows that the tendency of the relationship might be positive, which would confirm theoretical expectations also for Slovenian case.===>Rasejanje između finansijskog leveridža i procenjene cene duga (uključujući unetu linearno postavljenu liniju5) pokazuje da tendencija odnosa može da bude pozitivna, što bi potvrdilo teorijska očekivanja i za slovenački slučaj.)
MATCH@M:(This is left for further research, where the database should be expanded heavily with inclusion of other companies, not only publicly traded corporations.===>Ovo ostaje za naredna istraživanja, u kojima baza podataka mora da bude mnogo šira pošto treba uključiti i druge kompanije, ne samo javne korporacije. 6.	Rezime)
MATCH@E:(This is left for further research, where the database should be expanded heavily with inclusion of other companies, not only publicly traded corporations.===>Ovo ostaje za naredna istraživanja, u kojima baza podataka mora da bude mnogo šira pošto treba uključiti i druge kompanije, ne samo javne korporacije. 6.)
MATCH@M:(6. Summary The capital (debt and equity) is the essential part of corporations’ (long-term) financing; it is one of production factors.===>Kapital (pozajmljeni i akcijski/sopstveni) predstavlja osnovni deo (dugoročnog) finansiranja kompanije; to je jedan od faktora proizvodnje.)
MATCH@E:(Summary The capital (debt and equity) is the essential part of corporations (long-term) financing; it is one of production factors.===>Rezime Kapital (pozajmljeni i akcijski/sopstveni) predstavlja osnovni deo (dugoročnog) finansiranja kompanije; to je jedan od faktora proizvodnje.)
MATCH@M:(Capital, either debt or equity is scarce and is therefore not a free commodity.===>Bilo da je to kapital po osnovu zajma ili da je akcijski, kapital je deficitarna roba i stoga se ne može smatrati besplatnim.)
MATCH@E:(Capital, either debt or equity is scarce and is therefore not a free commodity.===>Bilo da je to kapital po osnovu zajma ili da je akcijski, kapital je deficitarna roba i stoga se ne može smatrati besplatnim.)
MATCH@M:(Due to higher risk equity capital is usually a more expensive source of financing that debt capital.===>Zahvaljujući većem riziku, akcijski kapital se obično smatra skupljim izvorom finansiranja u odnosu na kapital po osnovu zajma.)
MATCH@E:(Due to higher risk equity capital is usually a more expensive source of financing that debt capital.===>Zahvaljujući većem riziku, akcijski kapital se obično smatra skupljim izvorom finansiranja u odnosu na kapital po osnovu zajma.)
MATCH@M:(In capital budgeting decisions managers could be stimulated to finance a portion of the total capital needs of the company with debt capital at expected lower costs.===>Prilikom donošenja kapitalnih odluka u finansiranju, menadžeri mogu da se opredele da finan-siraju deo ukupnih potreba kompanije za kapitalom iz zajma, po očekivano nižim cenama.)
MATCH@E:(In capital budgeting decisions managers could be stimulated to finance a portion of the total capital needs of the company with debt capital at expected lower costs.===>Prilikom donošenja kapitalnih odluka u finansiranju, menadžeri mogu da se opredele da finansiraju deo ukupnih potreba kompanije za kapitalom iz zajma, po očekivano nižim cenama.)
MATCH@M:(The use of debt capital tends to lower weighted average cost of capital, but induces an additional risk: due to fixed obligations that come together with debt financing, the company becomes more risky.===>Primena kapitala iz zajma obično snižava ponderisanu prosečnu cenu kapitala, ali proizvodi dodatni rizik: zbog fiksnih obaveza koje prate finansiranje pomoću zajma, kompanija postaje rizičnija.)
MATCH@E:(The use of debt capital tends to lower weighted average cost of capital, but induces an additional risk: due to fixed obligations that come together with debt financing, the company becomes more risky.===>Primena kapitala iz zajma obično snižava ponderisanu prosečnu cenu kapitala, ali proizvodi dodatni rizik: zbog fiksnih obaveza koje prate finansiranje pomoću zajma, kompanija postaje rizičnija.)
MATCH@M:(The aim of the presented research was to establish and analyze the relationship between financial leverage and costs of debt financing in Slovenian publicly traded corporations.===>Naš cilj u ovom radu bio je da utvrdimo i analiziramo odnos između finansijskog leveridža i troškova finansiranja dugova u slovenačkim javnim korporacijama.)
MATCH@E:(The aim of the presented research was to establish and analyze the relationship between financial leverage and costs of debt financing in Slovenian publicly traded corporations.===>Naš cilj u ovom radu bio je da utvrdimo i analiziramo odnos između finansijskog leveridža i troškova finansiranja dugova u slovenačkim javnim korporacijama.)
MATCH@M:(Due to the lack of primary data on cost of debt, we estimated the cost of debt using two different methodologies and involved regression analysis to analyze the relationship between the two variables.===>Pošto nismo raspolagali primarnim podacima o ceni duga, ovu cenu smo proračunali primenom dve različite metodologije, a koristili smo i regresivnu analizu da bismo posmatrali odnos između ove dve varijable.)
MATCH@E:(Due to the lack of primary data on cost of debt, we estimated the cost of debt using two different methodologies and involved regression analysis to analyze the relationship between the two variables.===>Pošto nismo raspolagali primarnim podacima o ceni duga, ovu cenu smo proračunali primenom dve različite metodologije, a koristili smo i regresivnu analizu da bismo posmatrali odnos između ove dve varijable.)
MATCH@M:(We also included two sets of controlling variables: time variable and cluster classification vari-able(s).===>Takođe smo uključili dva skupa kontrolnih varijabli: varijablu vremena i varijablu/varijable klaster klasifikacije.)
MATCH@E:(We also included two sets of controlling variables: time variable and cluster classification variable(s).===>Takođe smo uključili dva skupa kontrolnih varijabli: varijablu vremena i varijablu/varijable klaster klasifikacije.)
MATCH@M:(Our analysis could not prove a statistically significant relationship between estimated cost of debt and financial leverage.===>Našom analizom nismo mogli da dokažemo postojanje statistički značajnog odnosa između procenjenecene duga (zajma) i finansijskog leveridža.)
MATCH@E:(Our analysis could not prove a statistically significant relationship between estimated cost of debt and financial leverage.===>Našom analizom nismo mogli da dokažemo postojanje statistički značajnog odnosa između procenjene Tabela 6:)
MATCH@M:(We can interpret the results as not confirming the initial hypothesis, but the last analysis stimulates further work in gathering more data and analyzing thoroughly the phenomena.===>Rezultate možemo da tumačimo u smislu da ne potvrđuju početnu hipotezu, ali poslednja analiza pokazala je da ima mesta daljem radu na prikupljanju podataka i na podrobnom analiziranju ovih pojava.)
MATCH@E:(We can interpret the results as not confirming the initial hypothesis, but the last analysis stimulates further work in gathering more data and analyzing thoroughly the phenomena.===>Rezultate možemo da tumačimo u smislu da ne potvrđuju početnu hipotezu, ali poslednja analiza pokazala je da ima mesta daljem radu na prikupljanju podataka i na podrobnom analiziranju ovih pojava.)
MATCH@M:(One of the explanations could also be the extensive competition in banking sector in last couple of years.===>Jedno od objašnjenja može da bude i velika konkurencija u bankarskom sektoru u poslednjih nekoliko godina.)
MATCH@E:(One of the explanations could also be the extensive competition in banking sector in last couple of years.===>Jedno od objašnjenja može da bude i velika konkurencija u bankarskom sektoru u poslednjih nekoliko godina.)
MATCH@M:(Although we could not find a statistically significant relationship between estimated cost of debt and financial leverage some ending results gives impulse for future work.===>Iako nismo uspeli da ustanovimo statistički znašajan odnos između procenjene cene duga i finansijskog leveridža, neki rezultati do kojih smo došli predstavljaju impuls za buduća istraživanja.)
MATCH@E:(Although we could not find a statistically significant relationship between estimated cost of debt and financial leverage some ending results gives impulse for future work.===>Iako nismo uspeli da ustanovimo statistički znašajan odnos između procenjene cene duga i finansijskog leveridža, neki rezultati do kojih smo došli predstavljaju impuls za buduća istraživanja.)
MATCH@M:(Advertising can be used to create images or associations and position a brand in the customer’s mind.===>Oglašavanje se mo'e koristi za stvaranje mentalne slike ili asocijacije i pozicioniranje brenda u svesti potrošača.)
MATCH@E:(Advertising can be used to create images or associations and position a brand in the customers mind.===>Oglašavanje se može koristi za stvaranje mentalne slike ili asocijacije i pozicioniranje brenda u svesti potrošača.)
MATCH@M:(The advertising strategy is based on several factors, including identification of the target audience, the basic proble or issue the advertising must address, the major selling idea the message needs to communicate, as well as creating and positioning of the advertising message.===>Strategija oglašavanja se temelji na nekoliko faktora, uključujući identifikovanje ciljnog auditorijuma, ključni problem ili temu oglašavanja, definisanje ključne ideje, kao i stvaranje i pozicioniranje oglasne poruke.)
MATCH@E:(The advertising strategy is based on several factors, including identification of the target audience, the basic proble or issue the advertising must address, the major selling idea the message needs to communicate, as well as creating and positioning of the advertising message.===>Strategija oglašavanja se temelji na nekoliko faktora, uključujući identifikovanje ciljnog auditorijuma, ključni problem ili temu oglašavanja, definisanje ključne ideje, kao i stvaranje i pozicioniranje oglasne poruke.)
MATCH@M:(From the marketer’s perspecteive, the advertising message is a way to tell consumers how the product or service can solve a problem or help satisfy desires or achieve goals.===>Po-smatrano iz ugla marketing stručnjaka, oglasna poruka predstavlja način saopštenja poruke o proizvodu ili usluzi u cilju rešavanja odredjenog problema i zadovoljenja potreba i postizanja odredjenih ciljeva.)
MATCH@E:(From the marketers perspecteive, the advertising message is a way to tell consumers how the product or service can solve a problem or help satisfy desires or achieve goals.===>Posmatrano iz ugla marketing stručnjaka, oglasna poruka predstavlja način saopštenja poruke o proizvodu ili usluzi u cilju rešavanja odredjenog problema i zadovoljenja potreba i postizanja odredjenih ciljeva.)
MATCH@M:(The media plan, as an integral part of the advertising strategy determines the best way to get the advertiser’s message to the market.===>Medijski plan kao sastavni deo strategije oglašavanja, predstavlja najbolji način da se oglasna poruka pošalje na tržište.)
MATCH@E:(The media plan, as an integral part of the advertising strategy determines the best way to get the advertisers message to the market. ~~~ 1.===>Medijski plan kao sastavni deo strategije oglašavanja, predstavlja najbolji način da se oglasna poruka pošalje na tržište. 1.)
MATCH@M:(The basic issue is that of defining the concrete goals of advertizing that can be directed towards: raising the number of prospective customers who are already informed about a certain product or service, improving the image, differentiation of the products and services, increasing the extent of preferences, etc.===>Osnovno pitanje predstavlja definisanje konkretnih ciljeva oglašavanja koji mogu biti usmereni u pravcu: povećanja broja potencijalnih kupaca koji su informi-sani o određenom proizvodu ili usluzi, poboljšanja imidža, diferenciranja proizvoda i usluga, povećanje stepena preferencija, itd.)
MATCH@E:(The basic issue is that of defining the concrete goals of advertizing that can be directed towards: raising the number of prospective customers who are already informed about a certain product or service, improving the image, differentiation of the products and services, increasing the extent of preferences, etc.===>Osnovno pitanje predstavlja definisanje konkretnih ciljeva oglašavanja koji mogu biti usmereni u pravcu: povećanja broja potencijalnih kupaca koji su informisani o određenom proizvodu ili usluzi, poboljšanja imidža, diferenciranja proizvoda i usluga, povećanje stepena preferencija, itd.)
MATCH@M:(The goals of advertizing directly depend upon the extent to which the prospective customers are informed about a certain product or service (completely uninformed, partially informed, strongly inclined towards a certain product or service, or highly satisfied and willing to use a certain product or service).===>Ciljevi oglašavanja direktno zavise od stepena informisanosti potencijalnih kupaca o određenom proizvodu ili usluzi (potpuno neinformi-sani, delimično informisani, sa izraženom naklonošću prema određenom proizvodu ili usluzi, sa izraženim zadovoljstvom i spremnošću da koriste određeni proizvod ili uslugu).)
MATCH@E:(The goals of advertizing directly depend upon the extent to which the prospective customers are informed about a certain product or service (completely uninformed, partially informed, strongly inclined towards a certain product or service, or highly satisfied and willing to use a certain product or service).===>Ciljevi oglašavanja direktno zavise od stepena informisanosti potencijalnih kupaca o određenom proizvodu ili usluzi (potpuno neinformisani, delimično informisani, sa izraženom naklonošću prema određenom proizvodu ili usluzi, sa izraženim zadovoljstvom i spremnošću da koriste određeni proizvod ili uslugu).)
MATCH@M:(The advertizing strategy is affected by the following factors: the key idea, which will become the central issue of the promotive campaign and the target audience.===>Na strategiju oglašavanja utiču sledeći faktori: ključna ideja koja će postati centralna tema promotivne kampanje i ciljni auditorijum.)
MATCH@E:(The advertizing strategy is affected by the following factors: the key idea, which will become the central issue of the promotive campaign and the target audience.===>Na strategiju oglašavanja utiču sledeći faktori: ključna ideja koja će postati centralna tema promotivne kampanje i ciljni auditorijum.)
MATCH@M:(By their very nature the advertizing campaigns are time limited; the campaign issue is created to last much longer.===>Iako su po svojoj prirodi promotivne kampanje vremenski ograničene, tema kampanje nastaje sa ciljem da traje mnogo duže.)
MATCH@E:(By their very nature the advertizing campaigns are time limited; the campaign issue is created to last much longer.===>Iako su po svojoj prirodi promotivne kampanje vremenski ograničene, tema kampanje nastaje sa ciljem da traje mnogo duže.)
MATCH@M:(The issue of any advertizing campaign has to be based on an authentic idea which is in fact the central message directed towards the target audience.===>Tema svake promotivne kampanje mora se zasnivati na autentičnoj ideji koja praktično čini centralnu poruku koja se upućuje ciljnom auditorijumu.)
MATCH@E:(The issue of any advertizing campaign has to be based on an authentic idea which is in fact the central message directed towards the target audience.===>Tema svake promotivne kampanje mora se zasnivati na autentičnoj ideji koja praktično čini centralnu poruku koja se upućuje ciljnom auditorijumu.)
MATCH@M:(In practice, the advertizing campaign issues are often short lived since their authenticity is unexpectedly affected by the acts of competition or by fast changes in the market.===>U praksi se često dešava da su teme promotivnih kampanja kratkog veka jer im je autentičnost narušena neočekivanim konkurentskim uticajima i brzim tržišnim promenama.)
MATCH@E:(In practice, the advertizing campaign issues are often short lived since their authenticity is unexpectedly affected by the acts of competition or by fast changes in the market.===>U praksi se često dešava da su teme promotivnih kampanja kratkog veka jer im je autentičnost narušena neočekivanim konkurentskim uticajima i brzim tržišnim promenama.)
MATCH@M:(Well-planned issues in some advertizing campaigns, however, may last for years, as is the case of the issue of the Phillip Morris’ “Marlborro Country“ advertizing campaign that has lasted for more than 40 years.===>Međutim, dobro osmišljene teme nekih promotivnih kampanja mogu trajati godinama, kao što je slučaj sa temom promotivne kampanje “Marlboro country” kompanije “Philip Morris” koja traje preko 40 godina.)
MATCH@E:(Well-planned issues in some advertizing campaigns, however, may last for years, as is the case of the issue of the Phillip Morris Marlborro Country advertizing campaign that has lasted for more than 40 years.===>Međutim, dobro osmišljene teme nekih promotivnih kampanja mogu trajati godinama, kao što je slučaj sa temom promotivne kampanje Marlboro country kompanije Philip Morris koja traje preko 40 godina.)
MATCH@M:(Similarly, some companies may cooperate with different marketing agencies, the campaign issue remaining unchanged for years, as is the example of the “BMW“ company which has changed a number of marketing agencies in the past 30 years, remaining faithful to the issue of its advertizing campaign.===>Isto tako, dešava se da neke kompanije sarađuju sa različitim marketing agencijama, a da tema kampanje ostaje godinama nepromenjena, što je primer kompanije “BMW” koja je u poslednjih 30 godina promenila nekoliko marketing agencija ali je ostala verna temi svoje promotivne kampanje.)
MATCH@E:(Similarly, some companies may cooperate with different marketing agencies, the campaign issue remaining unchanged for years, as is the example of the BMW company which has changed a number of marketing agencies in the past 30 years, remaining faithful to the issue of its advertizing campaign.===>Isto tako, dešava se da neke kompanije sarađuju sa različitim marketing agencijama, a da tema kampanje ostaje godinama nepromenjena, što je primer kompanije BMW koja je u poslednjih 30 godina promenila nekoliko marketing agencija ali je ostala verna temi svoje promotivne kampanje. 1.)
MATCH@M:(A large number of marketing agencies conduct various psychographic and etnographic annual research into the profile of the users of certain products and services, applying different methods and techniques of research (in-depth interviews, focus groups, etc) in order to get a clearer insight into a certain target audience.===>Mnoge marketing agencije sprovode različita psiho-grafska i etnografska istraživanja na godišnjem nivou o profilu korisnika određenih proizvoda i usluga, pri čemu koriste različite metode i tehnike istraživanja (dubinski intervjui, fokus grupe i dr.) kako bi dobile precizniju sliku o određenom ciljnom auditorij umu.)
MATCH@E:(Defining the target audience A large number of marketing agencies conduct various psychographic and etnographic annual research into the profile of the users of certain products and services, applying different methods and techniques of research (in-depth interviews, focus groups, etc) in order to get a clearer insight into a certain target audience.===>Određivanje ciljnog auditorijuma Mnoge marketing agencije sprovode različita psihografska i etnografska istraživanja na godišnjem nivou o profilu korisnika određenih proizvoda i usluga, pri čemu koriste različite metode i tehnike istraživanja (dubinski intervjui, fokus grupe i dr.) kako bi dobile 1 Dr Savo Vasiljević, Upravljanje marketingom železnice 1999, str.425 2 Burnet, J., Moriarty, S., Introduction to Marketing Communications An Integrated Approach, 2003, str.251 precizniju sliku o određenom ciljnom auditorijumu.)
BAD_LINE_=============================================================
BAD_LINE_M:A large number of marketing agencies conduct various psychographic and etnographic annual research into the profile of the users of certain products and services, applying different methods and techniques of research (in-depth interviews, focus groups, etc) in order to get a clearer insight into a certain target audience.
BAD_LINE_M:Mnoge marketing agencije sprovode različita psiho-grafska i etnografska istraživanja na godišnjem nivou o profilu korisnika određenih proizvoda i usluga, pri čemu koriste različite metode i tehnike istraživanja (dubinski intervjui, fokus grupe i dr.) kako bi dobile precizniju sliku o određenom ciljnom auditorij umu.
BAD_LINE_E:Defining the target audience A large number of marketing agencies conduct various psychographic and etnographic annual research into the profile of the users of certain products and services, applying different methods and techniques of research (in-depth interviews, focus groups, etc) in order to get a clearer insight into a certain target audience.
BAD_LINE_E:Određivanje ciljnog auditorijuma Mnoge marketing agencije sprovode različita psihografska i etnografska istraživanja na godišnjem nivou o profilu korisnika određenih proizvoda i usluga, pri čemu koriste različite metode i tehnike istraživanja (dubinski intervjui, fokus grupe i dr.) kako bi dobile 1 Dr Savo Vasiljević, Upravljanje marketingom železnice 1999, str.425 2 Burnet, J., Moriarty, S., Introduction to Marketing Communications An Integrated Approach, 2003, str.251 precizniju sliku o određenom ciljnom auditorijumu.
MATCH@M:(On the basis of the results of the marketing research obtained for the purposes of defining the advertizing messages and the goals of the planned marketing activities, the concrete target audience is determined (a specific group of prospective buyers, one segment of the market, more segments of the market, etc.).===>Na osnovu rezultata sprovedenih marketing istraživanja za potrebe definisanja oglasnih poruka i ciljeva planiranih marketing aktivnosti određuje se konkretni ciljni auditorijum (posebna grupa potencijalnih kupaca, jedan segment tržišta, više segmenata tržišta, itd).)
MATCH@E:(On the basis of the results of the marketing research obtained for the purposes of defining the advertizing messages and the goals of the planned marketing activities, the concrete target audience is determined (a specific group of prospective buyers, one segment of the market, more segments of the market, etc.).===>Na osnovu rezultata sprovedenih marketing istraživanja za potrebe definisanja oglasnih poruka i ciljeva planiranih marketing aktivnosti određuje se konkretni ciljni auditorijum (posebna grupa potencijalnih kupaca, jedan segment tržišta, više segmenata tržišta, itd).)
MATCH@M:(The procedure of marketing research (qualitative and quantitative) and of collecting all relevant information for the promotional purposes started in the 1960’s and 1970’s in Great Britain, subsequently spreading to Europe and Asia.===>Postupak sprovođenja marketing istraživanja (kvalitativnih i kvantitativnih) i prikupljanja svih relevantnih informacija u promotivne svrhe započeo je šezdesetih i sedamdesetih godina prošlog veka u Velikoj Britaniji, a kasnije se proširio na Evropu i Aziju.)
MATCH@E:(Defining the key idea The procedure of marketing research (qualitative and quantitative) and of collecting all relevant information for the promotional purposes started in the 1960s and 1970s in Great Britain, subsequently spreading to Europe and Asia.===>Definisanje ključne ideje Postupak sprovođenja marketing istraživanja (kvalitativnih i kvantitativnih) i prikupljanja svih relevantnih informacija u promotivne svrhe započeo je šezdesetih i sedamdesetih godina prošlog veka u Velikoj Britaniji, a kasnije se proširio na Evropu i Aziju.)
MATCH@M:(The techniques of collecting useful information vary, and any available sources are used (professional literature, reports, articles, publications, sales personnel, customers, etc.).===>Tehnike prikupljanja svrsishodnih informacija su različite, pri čemu se koriste svi dostupni izvori (stručna literatura, izveštaji, članci, publikacije, prodajno osoblje, kupci, itd.).)
MATCH@E:(The techniques of collecting useful information vary, and any available sources are used (professional literature, reports, articles, publications, sales personnel, customers, etc.).===>Tehnike prikupljanja svrsishodnih informacija su različite, pri čemu se koriste svi dostupni izvori (stručna literatura, izveštaji, članci, publikacije, prodajno osoblje, kupci, itd.).)
MATCH@M:(John Still, the vicepresident and the director of a well-known marketing agency in San Francisco, wrote a book “The Truth, Lies and Advertizing“ in which he maintains, among other things, that collecting all relevant information is the precondition for making a correct decision and defining an authentic advertizing message.===>Džon Stil, potpredstednik i direktor poznate marketing agencije u San Francisku napisao je knjigu “Istina, laži i oglašavanje” u kojoj između ostalog ističe da je prikupljanje svih relevantnih informacija preduslov za donošenje ispravne odluke i defini-sanje autentične oglasne poruke.)
MATCH@E:(John Still, the vicepresident and the director of a well-known marketing agency in San Francisco, wrote a book The Truth, Lies and Advertizing in which he maintains, among other things, that collecting all relevant information is the precondition for making a correct decision and defining an authentic advertizing message.===>Džon Stil, potpredstednik i direktor poznate marketing agencije u San Francisku napisao je knjigu Istina, laži i oglašavanje u kojoj između ostalog ističe da je prikupljanje svih relevantnih informacija preduslov za donošenje ispravne odluke i definisanje autentične oglasne poruke.)
MATCH@M:(The nature of advertizing requires that each member of the marketing team think creatively, and the greatest challenge they face is determining a genuine “great idea“ that should be powerful enough to attract the attention of large audience, cause a desired response and differentiate the product from those offered by the competition.===>Priroda oglašavanja zahteva kreativan način razmišljanja svakog člana marketing tima, a najveći izazov sa kojim se suočavaju predstavlja određivanje jedinstvene “velike ideje” koja će imati moć da privuče pažnju širokog auditorijuma, izazove željenu reakciju i diferencira taj proizvod od konkurentskih.)
MATCH@E:(The nature of advertizing requires that each member of the marketing team think creatively, and the greatest challenge they face is determining a genuine great idea that should be powerful enough to attract the attention of large audience, cause a desired response and differentiate the product from those offered by the competition.===>Priroda oglašavanja zahteva kreativan način razmišljanja svakog člana marketing tima, a najveći izazov sa kojim se suočavaju predstavlja određivanje jedinstvene velike ideje koja će imati moć da privuče pažnju širokog auditorijuma, izazove željenu reakciju i diferencira taj proizvod od konkurentskih.)
MATCH@M:(One of the most successful authors, David Ogilvy, states: “I do not believe it is possible to create more than one great idea in 100 advertizing campaigns.===>Jedan od najuspešnijih autora tekstova David Ogilvi kaže: “Sumnjam da je moguće pronaći više od jedne velike ideje u 100 promotivnih kampanja.)
MATCH@E:(One of the most successful authors, David Ogilvy, states: I do not believe it is possible to create more than one great idea in 100 advertizing campaigns.===>Jedan od najuspešnijih autora tekstova David Ogilvi kaže: ~~~ Sumnjam da je moguće pronaći više od jedne velike ideje u 100 promotivnih kampanja.)
MATCH@M:(The inspiration for “great ideas“ does not come easy, and it is even more difficult to teach people who work in marketing how to do that.===>Teško je pronaći inspiraciju za “velike ideje”, a još teže naučiti ljude koji se bave oglašavanjem kako to da čine.)
MATCH@E:(The inspiration for great ideas does not come easy, and it is even more difficult to teach people who work in marketing how to do that.===>Teško je pronaći inspiraciju za velike ideje, a još teže naučiti ljude koji se bave oglašavanjem kako to da čine.)
MATCH@M:(Jeremy Jeweller, the author of the book „The Creative Advertizing Strategy“, maintains: “The idea of advertizing campaign should be the main argument of the product or a service.===>Autor knjige “Kreativna strategija oglašavanja” Džeromi Džueler kaže: “Ideja promotivne kampanje treba da predstavlja glavni argument proizvoda ili usluge.)
MATCH@E:(Jeremy Jeweller, the author of the book The Creative Advertizing Strategy, maintains: The idea of advertizing campaign should be the main argument of the product or a service.===>Autor knjige Kreativna strategija oglašavanja Džeromi Džueler kaže: ~~~ Ideja promotivne kampanje treba da predstavlja glavni argument proizvoda ili usluge.)
MATCH@M:(Once you define the message, make sure you can live with it and it will be a leading idea of any subsequent advertizing campaign“.===>Kada jednom odredite poruku, budite sigurni da možete živeti sa njom i da će ona biti ideja vodilja svake naredne promotivne kam-panje.”)
MATCH@E:(Once you define the message, make sure you can live with it and it will be a leading idea of any subsequent advertizing campaign4.===>Kada jednom odredite poruku, budite sigurni da možete živeti sa njom i da će ona biti ideja vodilja svake naredne promotivne kampanje.4 1.4.)
MATCH@M:(The concept of positioning the advertizing message that is meant to be the basis of the advertizing strategy was first applied by Jack Trout and Al Rise in 1970’s.===>Koncept pozicioniranja oglasne poruke koja predstavlja bazu strategije oglašavanja, prvi put su primenili sedamdesetih godina Džek Trout i Al Rajs.)
MATCH@E:(Creating and positioning advertizing message The concept of positioning the advertizing message that is meant to be the basis of the advertizing strategy was first applied by Jack Trout and Al Rise in 1970s.===>Stvaranje i pozicioniranje oglasne poruke Koncept pozicioniranja oglasne poruke koja predstavlja bazu strategije oglašavanja, prvi put su primenili sedamdesetih godina Džek Trout i Al Rajs.)
MATCH@M:(The basic idea is on the “positioning“ of the product or service in the consumers’ minds.===>Osnovna ideja se bazira na “pozicioniranju” proizvoda ili usluge u svesti kupaca.)
MATCH@E:(The basic idea is on the positioning of the product or service in the consumers minds.===>Osnovna ideja se bazira na pozicioniranju proizvoda ili usluge u svesti kupaca.)
MATCH@M:(The positioning process is equally used for companies as well for brands.===>Proces pozicioniranja podjednako se koristi kako za kompanije, tako za brendove.)
MATCH@E:(The positioning process is equally used for companies as well for brands.===>Proces pozicioniranja podjednako se koristi kako za kompanije, tako za brendove.)
MATCH@M:(Products may be positioned on the basis of main characteristics, quality, method of use, price, etc.===>Proizvodi se mogu pozicionirati na osnovu: glavnih karakteristika, kvaliteta, načina primene, cene i slično.)
MATCH@E:(Products may be positioned on the basis of: main characteristics, quality, method of use, price, etc.===>Proizvodi se mogu pozicionirati na osnovu: glavnih karakteristika, kvaliteta, načina primene, cene i slično.)
MATCH@M:(Different approaches to the advertizing message positioning may be used as basis of a successful creative strategy.===>Različiti pristupi pozicioniranju oglasne poruke mogu se koristiti kao osnova uspešne kreativne strategije.)
MATCH@E:(Different approaches to the advertizing message positioning may be used as basis of a successful creative strategy.===>Različiti pristupi pozicioniranju oglasne poruke mogu se koristiti kao osnova uspešne kreativne strategije.)
MATCH@M:(A unique advertizing message is aimed to arouse the desires and interest of prospective customers and set them to action.===>Jedinstvena oglasna poruka ima za cilj da probudi želje i in-teresovanja potencijalnih kupaca i pokrene na akciju.)
MATCH@E:(A unique advertizing message is aimed to arouse the desires and interest of prospective customers and set them to action.===>Jedinstvena oglasna poruka ima za cilj da probudi želje i interesovanja potencijalnih kupaca i pokrene na akciju.)
MATCH@M:(The marketing research conducted for the purpose of creating the contents, structure and form of the message involves the testing of a certain number of the product or service consumers, thus checking the success of the message solution (TV spots, films, verbal messages, advertisments, artistic solutions for posters, etc.).===>Marketing istraživanja koja se sprovode za potrebe kreiranja sadržaja, strukture i oblika poruke obuhva-taju testiranje određenog broja korisnika proizvoda ili usluga i na taj način se proverava uspešnost rešenja poruke (TV spotova, filmova, verbalnih poruka, oglasa, likovnih rešenja za plakate i sl.).)
MATCH@E:(The marketing research conducted for the purpose of creating the contents, structure and form of the message involves the testing of a certain number of the product or service consumers, thus checking the success of the message solution (TV spots, films, verbal messages, advertisments, artistic solutions for posters, etc.).===>Marketing istraživanja koja se sprovode za potrebe kreiranja sadržaja, strukture i oblika poruke obuhvataju testiranje određenog broja korisnika proizvoda ili usluga i na taj način se proverava uspešnost rešenja poruke (TV spotova, filmova, verbalnih poruka, oglasa, likovnih rešenja za plakate i sl.).)
MATCH@M:(Using various techniques and methods we learn about the extent to which the message attracts attention, to what extent it can be understood, what the consumers’ basic complaints are, etc.===>Upotrebljavaju se razne tehnike i metode i na taj način se dolazi do saznanja u kojoj meri poruka privlači pa-'nju, koliko je razumljiva, koje su osnovne zamerke kod potencijalnih korisnika, itd.)
MATCH@E:(Using various techniques and methods we learn about the extent to which the message attracts attention, to what extent it can be understood, what the consumers basic complaints are, etc.===>Upotrebljavaju se razne tehnike i metode i na taj način se dolazi do saznanja u kojoj meri poruka privlači pažnju, koliko je razumljiva, koje su osnovne zamerke kod potencijalnih korisnika, itd.)
MATCH@M:(Such tests help design the sequence of prepared messages according to the quality, contents, clarity, etc.===>Pomoću tih testiranja dobija se redosled pripremljenih rešenja poruka po kvalitetu, sadr'ajnosti, jasnoći, itd.)
MATCH@E:(Such tests help design the sequence of prepared messages according to the quality, contents, clarity, etc5.===>Pomoću tih testiranja dobija se redosled pripremljenih rešenja poruka po kvalitetu, sadržajnosti, jasnoći, itd5.)
MATCH@M:(The advertizing message may be directed towards rational or emotional motives of prospective customers.===>Oglasna poruka može biti usmerena na racionalne ili emocionalne motive potencijalnih kupaca.)
MATCH@E:(The advertizing message may be directed towards rational or emotional motives of prospective customers.===>Oglasna poruka može biti usmerena na racionalne ili emocionalne motive potencijalnih kupaca.)
MATCH@M:(The emotional approach offers the customers to satisfy their social and psychological needs by purchasing a certain product or service.===>Emocionalni način obraćanja nudi zadovoljenje društvenih i psiholoških potreba kupaca kupovinom određenog proizvoda ili usluge.)
MATCH@E:(The emotional approach offers the customers to satisfy their social and psychological needs by purchasing a certain product or service.===>Emocionalni način obraćanja nudi zadovoljenje društvenih i psiholoških potreba kupaca kupovinom određenog proizvoda ili usluge.)
MATCH@M:(Numerous advertisers maintain that the effect of emotional messages is by far greater and longer-lasting compared to that of the rational ones, which is further proven by the research whose results show that positive feelings and moods are directly associated with the affirmative way of evaluating customers.===>Mnogi oglašivači smatraju da je učinak emocionalnih poruka mnogo veći i dugotrajniji od racionalnih, što potvrđuju i sprovedena istraživanja koja direktno dovode u vezu pozitivna osećanja i raspoloženja sa afirmativnim načinom vrednovanja kupaca.)
MATCH@E:(Numerous advertisers maintain that the effect of emotional messages is by far greater and longer-lasting compared to that of the rational ones, which is further proven by the research whose results show that positive feelings and moods are directly associated with the affirmative way of evaluating customers.===>Mnogi oglašivači smatraju da je učinak emocionalnih poruka mnogo veći i dugotrajniji od racionalnih, što potvrđuju i sprovedena istraživanja koja direktno dovode u vezu pozitivna osećanja i raspoloženja sa afirmativnim načinom vrednovanja kupaca. 2.)
MATCH@M:(Media are the basic advertizing means, using a variety of methods (posters, advertisments, brochures, etc.) to convey certain information (advertizing messages) to the customers.===>Mediji predstavljaju osnovne nosioce oglašavanja koji uz pomoć različitih sredstava (plakata, oglasa, prospe-kata, itd.) prenose potencijalnim kupcima određene informacije (oglasne poruke).)
MATCH@E:(2. ~~~ The media campaign of the company Media are the basic advertizing means, using a variety of methods (posters, advertisments, brochures, etc.) to convey certain information (advertizing messages) to the customers.===>Medijski nastup kompanije Mediji predstavljaju osnovne nosioce oglašavanja koji uz pomoć različitih sredstava (plakata, oglasa, prospekata, itd.) prenose potencijalnim kupcima određene informacije (oglasne poruke).)
MATCH@M:(The access to information and media control become the key points on which the economic power of the company lies.===>Pristup informacijama i kontrola medija postaju ključne tačke na kojima se zasniva ekonomska moć kompanije.)
MATCH@E:(The access to information and media control become the key points on which the economic power of the company lies.===>Pristup informacijama i kontrola medija postaju ključne tačke na kojima se zasniva ekonomska moć kompanije.)
MATCH@M:(Without the means of communication, the news on certain products, services and ideas could not reach certain segments of the public.===>Bez posredovanja komunikacijskih sredstava, vesti o određenim proizvodima, uslugama i idejama ne bi dospele do pojedinih segmenata javnosti.)
MATCH@E:(Without the means of communication, the news on certain products, services and ideas could not reach certain segments of the public.===>Bez posredovanja komunikacijskih sredstava, vesti o određenim proizvodima, uslugama i idejama ne bi dospele do pojedinih segmenata javnosti.)
MATCH@M:(The most frequently used mass media are television, radio, exhibitions, fairs, newspapers, magazines and other publications, while varied elements of a promotional mix (direct marketing, interactive media, sales promotion, advertizing and personalized sales) provide the universal media support to the company.===>Kao sredstva masovnih medija najčešće se koriste televizija, radio, izložbe, sajmovi, novine, časopisi i ostale publikacije, a različiti elementi promotivnog miksa (direktni marketing, interaktivni mediji, unapređenje prodaje, oglašavanje i lična prodaja) obezbeđuju svestranu medijsku podršku kompaniji.)
MATCH@E:(The most frequently used mass media are television, radio, exhibitions, fairs, newspapers, magazines and other publications, while varied elements of a promotional mix (direct marketing, interactive media, sales promotion, advertizing and personalized sales) provide the universal media support to the company.===>Kao sredstva masovnih medija najčešće se koriste televizija, radio, izložbe, sajmovi, novine, časopisi i ostale publikacije, a različiti elementi promotivnog miksa (direktni marketing, interaktivni mediji, unapređenje prodaje, oglašavanje i lična prodaja) obezbeđuju svestranu medijsku podršku kompaniji.)
MATCH@M:(The media plan implements its strategy to transfer information on the company to a certain target audience in a most efficient and most inexpensive way.===>Medijski plan primenom svoje strategije ima zadatak da obezbedi najefikasniji i najjeftiniji transfer informacija o kompaniji do određene ciljne javnosti.)
MATCH@E:(The media plan implements its strategy to transfer information on the company to a certain target audience in a most efficient and most inexpensive way.===>Medijski plan primenom svoje strategije ima zadatak da obezbedi najefikasniji i najjeftiniji transfer informacija o kompaniji do određene ciljne javnosti.)
MATCH@M:(Figure 1 presents the sequence of activities (market analysis, setting media objectives, defining and implementing media strategy and effectiveness evaluation) in the process of media plan creation.===>Na slici 1 prikazan je redosled aktivnosti (analiza tržišta, postavljanje medijskih ciljeva, određivanje i primena medijske strategije i procena efektivnosti) u procesu stvaranja medijskog plana.)
MATCH@E:(Figure 1 presents the sequence of activities (market analysis, setting media objectives, defining and implementing media strategy and effectiveness evaluation) in the process of media plan creation.===>(cid: ~~~ Postavlanje medijskih Odredivanje ciljeva i primena medijske strategije Slika 1: ~~~ Medijski plan Procena efektivnosti Izvor: ~~~ George E.Belch & Michael A. Belch, Advertising and Promotion:)
BAD_LINE_=============================================================
BAD_LINE_M:Figure 1 presents the sequence of activities (market analysis, setting media objectives, defining and implementing media strategy and effectiveness evaluation) in the process of media plan creation.
BAD_LINE_M:Na slici 1 prikazan je redosled aktivnosti (analiza tržišta, postavljanje medijskih ciljeva, određivanje i primena medijske strategije i procena efektivnosti) u procesu stvaranja medijskog plana.
BAD_LINE_E:Figure 1 presents the sequence of activities (market analysis, setting media objectives, defining and implementing media strategy and effectiveness evaluation) in the process of media plan creation.
BAD_LINE_E:(cid: ~~~ Postavlanje medijskih Odredivanje ciljeva i primena medijske strategije Slika 1: ~~~ Medijski plan Procena efektivnosti Izvor: ~~~ George E.Belch & Michael A. Belch, Advertising and Promotion:
MATCH@M:(The media plan creation process is usually characterised by the following problems: incomplete information, inadequate terminology, time limits and difficulties in measuring plan effectiveness.===>U procesu izrade medijskog plana obično se pojavljuju sledeći problemi: nepotpune informacije, neadekvatna terminologija, vremenska ograničenja i teškoće u merenju efektivnosti plana.)
MATCH@E:(The media plan creation process is usually characterised by the following problems: incomplete information, inadequate terminology, time limits and difficulties in measuring plan effectiveness.===>An Integrated Marketing Communications Perspective, 2003, str.306 U procesu izrade medijskog plana obično se pojavljuju sledeći problemi: nepotpune informacije, neadekvatna terminologija, vremenska ograničenja i teškoće u merenju efektivnosti plana.)
MATCH@M:(Time limits and pressures are frequently the consequence of different competitive activities that require prompt responses and efficient media reactions.===>Vremenski pritisci i ograničenja često su prouzrokovani delovanjem različitih konkurentskih aktivnosti, koje zahtevaju brze reakcije i efikasne medijske odgovore.)
MATCH@E:(Time limits and pressures are frequently the consequence of different competitive activities that require prompt responses and efficient media reactions.===>Vremenski pritisci i ograničenja često su prouzrokovani delovanjem različitih konkurentskih aktivnosti, koje zahtevaju brze reakcije i efikasne medijske odgovore.)
MATCH@M:(Although it sometimes does happen that the urgency in the execution of a certain job results in unexpected time limitations which practically force people to make urgent media decisions, without a clear plan and a detailed market analysis.===>Mada se ponekad dešava da hitnost realizacije nekog posla, prouzrokuje neočekivana vremenska ograničenja koja praktično iznude donošenje brze medijske odluke bez jasnog plana i detaljne analize tržišta.)
MATCH@E:(Although it sometimes does happen that the urgency in the execution of a certain job results in unexpected time limitations which practically force people to make urgent media decisions, without a clear plan and a detailed market analysis.===>Mada se ponekad dešava da hitnost realizacije nekog posla, prouzrokuje neočekivana vremenska ograničenja koja praktično iznude donošenje brze medijske odluke bez jasnog plana i detaljne analize tržišta.)
MATCH@M:(The measurement of the effectiveness of various media is a difficult task, since not all media decisions can be measured quantitatively, and therefore managers sometimes make decisions without having previously acquired enough alternative solutions.===>Merenje ostvarene efektivnosti različitih medija predstavlja težak zadatak, obzirom da nisu sve medijske odluke merljive kvantitativnim pokazateljima, zbog čega se ponekad dešava da menadžeri donose odluke bez dovoljno prikupljenih alternativnih rešenja.)
MATCH@E:(The measurement of the effectiveness of various media is a difficult task, since not all media decisions can be measured quantitatively, and therefore managers sometimes make decisions without having previously acquired enough alternative solutions.===>Merenje ostvarene efektivnosti različitih medija predstavlja težak zadatak, obzirom da nisu sve medijske odluke merljive kvantitativnim pokazateljima, zbog čega se ponekad dešava da menadžeri donose odluke bez dovoljno prikupljenih alternativnih rešenja. 2.)
MATCH@M:(Defining a media strategy requires that a market analysis be conducted, focusing upon media and information.===>Da bi se definisala medijska strategija potrebno je sprovesti analizu tržišta u čijem fokusu se nalaze mediji i informacije.)
MATCH@E:(2.1 Market analysis and media objectives defining Defining a media strategy requires that a market analysis be conducted, focusing upon media and information.===>Analiza tržišta I definisanje medijskih ciljeva Da bi se definisala medijska strategija potrebno je sprovesti analizu tržišta u čijem fokusu se nalaze mediji i informacije.)
MATCH@M:(The market analysis includes research into the competitive strategies as well as examining the internal and the external factors meant to provide the answers to the following questions: which target group is the advertizing message directed to, which type of internal and external factors affects the media plan and which geographical segment should be focused.===>Analiza tržišta obuhvata preispitivanje konkurentskih strategija i istraživanje internih i eksternih faktora koji treba da obezbede odgovore na sledeća pitanja: kojoj ciljnoj grupi se upućuje oglasna poruka, koja vrsta internih i eksternih faktora utiče na medijski plan i na koji geografski segment se treba fokusirati.)
MATCH@E:(The market analysis includes research into the competitive strategies as well as examining the internal and the external factors meant to provide the answers to the following questions: which target group is the advertizing message directed to, which type of internal and external factors affects the media plan and which geographical segment should be focused.===>Analiza tržišta obuhvata preispitivanje konkurentskih strategija i istraživanje internih i eksternih faktora koji treba da obezbede odgovore na sledeća pitanja: kojoj ciljnoj grupi se upućuje oglasna poruka, koja vrsta internih i eksternih faktora utiče na medijski plan i na koji geografski segment se treba fokusirati.)
MATCH@M:(In order to define the target market it is necessary that a basic research be conducted, as well as an analysis of any available secondary data sources (publications, brochures, studies, etc.).===>Da bi se odredilo ciljno tržište potrebno je sprovesti osnovno istraživanje, kao i analizu svih dostupnih sekundarnih izvora podataka (publikacija, brošura, studija i sl.).)
MATCH@E:(In order to define the target market it is necessary that a basic research be conducted, as well as an analysis of any available secondary data sources (publications, brochures, studies, etc.).===>Da bi se odredilo ciljno tržište potrebno je sprovesti osnovno istraživanje, kao i analizu svih dostupnih sekundarnih izvora podataka (publikacija, brošura, studija i sl.).)
MATCH@M:(The media parametres obtained should be presented as percentage and index values showing the real situation of the market conditions.===>Dobijene medijske parametre treba iskazati u vidu procentualnih i indeksnih vrednosti koje pokazuju stvarnu sliku tržišnih prilika.)
MATCH@E:(The media parametres obtained should be presented as percentage and index values showing the real situation of the market conditions.===>Dobijene medijske parametre treba iskazati u vidu procentualnih i indeksnih vrednosti koje pokazuju stvarnu sliku tržišnih prilika.)
MATCH@M:(The choice of media strategy is certainly conditioned by internal and external factors too.===>Na izbor medijske strategije svakako utiču interni i eksterni faktori.)
MATCH@E:(The choice of media strategy is certainly conditioned by internal and external factors too.===>Na izbor medijske strategije svakako utiču interni i eksterni faktori.)
MATCH@M:(The internal factors include: the amount of media budget, the competence of management and administrative structure within the media department of the company or the hired marketing agency.===>Interni faktori obuhvataju: veličinu medijskog budžeta, sposobnosti rukovodeće i administrativne strukture u okviru medijskog odelenja kompanije ili anga-žovane marketing agencije.)
MATCH@E:(The internal factors include: the amount of media budget, the competence of management and administrative structure within the media department of the company or the hired marketing agency.===>Interni faktori obuhvataju: veličinu medijskog budžeta, sposobnosti rukovodeće i administrativne strukture u okviru medijskog odelenja kompanije ili angažovane marketing agencije.)
MATCH@M:(The external factors include: economic indicators (media price) and technological facilities (availability of new media).===>Eksterni faktori obuhvataju: ekonomske pokazatelje (cenu medija) i tehnološke mogućnosti (dostupnost novih medija).)
MATCH@E:(The external factors include: economic indicators (media price) and technological facilities (availability of new media).===>Eksterni faktori obuhvataju: ekonomske pokazatelje (cenu medija) i tehnološke mogućnosti (dostupnost novih medija).)
MATCH@M:(Companies often direct their advertizing expences towards the geographical segments which bring the greatest profit and through which they will acieve their goals most easily.===>Kompanije često usmeravaju svoje troškove oglašavanja prema onim geografskim segmentima tržišta koja donose najveći profit i preko kojih će najlakše ostvariti svoje ciljeve.)
MATCH@E:(Companies often direct their advertizing expences towards the geographical segments which bring the greatest profit and through which they will acieve their goals most easily.===>Kompanije često usmeravaju svoje troškove oglašavanja prema onim geografskim segmentima tržišta koja donose najveći profit i preko kojih će najlakše ostvariti svoje ciljeve.)
MATCH@M:(The basic task of the media analysis is to identify the specific media goals to be achieved by a media strategy.===>Osnovni zadatak medijske analize jeste da odredi specifične medijske ciljeve koji se sporo-vode putem medijske strategije.)
MATCH@E:(The basic task of the media analysis is to identify the specific media goals to be achieved by a media strategy.===>Osnovni zadatak medijske analize jeste da odredi specifične medijske ciljeve koji se sporovode putem medijske strategije. 2.)
MATCH@M:(According to Joseph Ostrow, the media strategy is an art, rather than a science, since it contains the following activities: media mix, coverage of target public, geographical coverage, media scheme, the scope of the target public included, the frequency of media coverage, creative aspects, flexibility and the budget.===>Prema autoru Džozefu Ostrou medijska strategija više predstavlja umetnost nego nauku, imajući u vidu činjenicu da obuhvata sledeće aktivnosti: medijski miks, pokrivenost ciljne javnosti, geografsku pokrivenost, medijsku šemu, obim obuhvaćene ciljne javnosti, frekventnost medijske pokrivenosti, kreativne aspekte, fleksibilnost i budžet.)
MATCH@E:(According to Joseph Ostrow, the media strategy is an art, rather than a science, since it contains the following activities: media mix, coverage of target public, geographical coverage, media scheme, the scope of the target public included, the frequency of media coverage, creative aspects, flexibility and the budget.===>Prema autoru Džozefu Ostrou medijska strategija više predstavlja umetnost nego nauku, imajući u vidu činjenicu da obuhvata sledeće aktivnosti: medijski miks, pokrivenost ciljne javnosti, geografsku pokrivenost, medijsku šemu, obim obuhvaćene ciljne javnosti, frekventnost medijske pokrivenosti, kreativne aspekte, fleksibilnost i budžet.)
MATCH@M:(Advertizers have access to varied media, the choice and combibation of which depend on various factors, such as: the set media objectives, the characteristics of products or services, the budget, the company preferences, etc.===>Oglašivačima su dostupne različite vrste medija, čiji izbor i kombinacija zavise od različitih faktora, kao što su: postavljeni medijski ciljevi, karakteristike proizvoda ili usluga, veličina budžeta, preference kompanije i sl.)
MATCH@E:(Advertizers have access to varied media, the choice and combibation of which depend on various factors, such as: the set media objectives, the characteristics of products or services, the budget, the company preferences, etc.===>Oglašivačima su dostupne različite vrste medija, čiji izbor i kombinacija zavise od različitih faktora, kao što su: postavljeni medijski ciljevi, karakteristike proizvoda ili usluga, veličina budžeta, preference kompanije i sl.)
MATCH@M:(The use of the media mix guarantees the advertizers a free access to media strategies, since each of the media has specific advantages.===>Korišćenje medijskog miksa, oglašivačima omogućava svestran pristup medijskim strategijama, obzirom da svaki medij poseduje specifične prednosti.)
MATCH@E:(The use of the media mix guarantees the advertizers a free access to media strategies, since each of the media has specific advantages.===>Korišćenje medijskog miksa, oglašivačima omogućava svestran pristup medijskim strategijama, obzirom da svaki medij poseduje specifične prednosti.)
MATCH@M:(By combining more types of media, they achieve a higher level of target public coverage and increase the probability of achieving the overall communication and marketing goals.===>Kombino-vanjem više vrsta medija postiže se veći nivo pokrive-nosti ciljne javnosti i povećava verovatnoća realizacije sveukupnih komunikacijskih i marketing ciljeva.)
MATCH@E:(By combining more types of media, they achieve a higher level of target public coverage and increase the probability of achieving the overall communication and marketing goals.===>Kombinovanjem više vrsta medija postiže se veći nivo pokrivenosti ciljne javnosti i povećava verovatnoća realizacije sveukupnih komunikacijskih i marketing ciljeva.)
MATCH@M:(The task of a media planner is to increase the media and geographical coverages by choosing an appropriate media strategy.===>Medijski planer ima zadatak da izborom odgovarajuće medijske strategije, poveća medijsku i geografsku pokrivenost ciljne javnosti.)
MATCH@E:(The task of a media planner is to increase the media and geographical coverages by choosing an appropriate media strategy.===>Medijski planer ima zadatak da izborom odgovarajuće medijske strategije, poveća medijsku i geografsku pokrivenost ciljne javnosti.)
MATCH@M:(Many companies need to use their advertizers to constantly remind prospective buyers of their brands, however, it is impossible to achieve, not only because of the funds, but also because it is not necessary.===>Mnoge kompanije imaju potrebu da preko svojih oglašivača konstantno podse-ćaju potencijalne kupce na svoje brendove, međutim to je nemoguće postići, ne samo iz finansijskih razloga, već i zato što to nije nužno.)
MATCH@E:(Many companies need to use their advertizers to constantly remind prospective buyers of their brands, however, it is impossible to achieve, not only because of the funds, but also because it is not necessary.===>Mnoge kompanije imaju potrebu da preko svojih oglašivača konstantno podsećaju potencijalne kupce na svoje brendove, međutim to je nemoguće postići, ne samo iz finansijskih razloga, već i zato što to nije nužno.)
MATCH@M:(But it is necessary to employ the media scheme method to determine appropriate terms for certain advertising activities, and these should coincide with the periods of potential demand for the given product.===>Zbog toga je potrebno metodom medijske šeme odrediti odgovarajuće termine za određene promotivne aktivnosti, koje treba da se poklope sa vremenom potencijalne tražnje za datim proizvodom.)
MATCH@E:(But it is necessary to employ the media scheme method to determine appropriate terms for certain advertising activities, and these should coincide with the periods of potential demand for the given product.===>Zbog toga je potrebno metodom medijske šeme odrediti odgovarajuće termine za određene promotivne aktivnosti, koje treba da se poklope sa vremenom potencijalne tražnje za datim proizvodom.)
MATCH@M:(It is not easy to define the media scheme for some products, while for others, it is a simple task.===>Za neke proizvode teško je odrediti medijsku šemu, dok je za druge to dosta jednostavan zadatak.)
MATCH@E:(It is not easy to define the media scheme for some products, while for others, it is a simple task.===>Za neke proizvode teško je odrediti medijsku šemu, dok je za druge to dosta jednostavan zadatak.)
MATCH@M:(The “Coca-Cola“ company, for example, advertizes its carbonated beverage of the same name, increasing the intensity of the advertizing campaign during the summer period.===>Kompanija “Coca-Cola” na primer, tokom cele godine oglašava svoj istoimeni gazirani napitak, s tim sto je promotivna kampanja pojačanog intenziteta u toku letnjeg perioda.)
MATCH@E:(The Coca-Cola company, for example, advertizes its carbonated beverage of the same name, increasing the intensity of the advertizing campaign during the summer period.===>Kompanija Coca-Cola na primer, tokom cele godine oglašava svoj istoimeni gazirani napitak, s tim sto je promotivna kampanja pojačanog intenziteta u toku letnjeg perioda.)
MATCH@M:(The selection of the appropriate media scheme method depends on the set media objectives, purchasing cycle, the company’s budget and other factors.===>Izbor odgovarajuće metode medijske šeme zavisi od postavljenih medijskih ciljeva, kupovnog ciklusa, budžetskih sredstava kompanije i drugih faktora.)
MATCH@E:(The selection of the appropriate media scheme method depends on the set media objectives, purchasing cycle, the companys budget and other factors.===>Izbor odgovarajuće metode medijske šeme zavisi od postavljenih medijskih ciljeva, kupovnog ciklusa, budžetskih sredstava kompanije i drugih faktora.)
MATCH@M:(Since the advertizers have different media objectives and limited budgets, it is necessary that a correct decision be made concerning the scope of the target public coverage and the frequency of media coverage.===>Obzirom da oglašivači imaju različite medijske ciljeve i ograničena budžetska sredstva, neophodno je doneti ispravnu odluku o obimu obuhvaćene ciljne javnosti i frekventnosti medijske pokrivenosti.)
MATCH@E:(Since the advertizers have different media objectives and limited budgets, it is necessary that a correct decision be made concerning the scope of the target public coverage and the frequency of media coverage.===>Obzirom da oglašivači imaju različite medijske ciljeve i ograničena budžetska sredstva, neophodno je doneti ispravnu odluku o obimu obuhvaćene ciljne javnosti i frekventnosti medijske pokrivenosti.)
MATCH@M:(New brands require a higher level of media coverage so that the new production programme should be introduced to as many prospective buyers as possible.===>Novi brendovi zahtevaju veći nivo medijske pokrivenosti kako bi se što veći broj potencijalnih kupaca upoznao sa novim proizvodnim programom.)
MATCH@E:(New brands require a higher level of media coverage so that the new production programme should be introduced to as many prospective buyers as possible.===>Novi brendovi zahtevaju veći nivo medijske pokrivenosti kako bi se što veći broj potencijalnih kupaca upoznao sa novim proizvodnim programom.)
MATCH@M:(There is no method, however, that could predict whose scope of coverage is required to ensure a sufficient support of the consumers, nor is there a method by which an insight into the extent to which a certain target public is informed could be obtained.===>Međutim, ne postoji metoda koja će predvideti koji obim pokrivenosti je potreban da bi se obezbedila dovoljna podrška kupaca, kao ni metoda kojom bi se stekao uvid u stepen informisanosti određene ciljne javnosti.)
MATCH@E:(There is no method, however, that could predict whose scope of coverage is required to ensure a sufficient support of the consumers, nor is there a method by which an insight into the extent to which a certain target public is informed could be obtained.===>Međutim, ne postoji metoda koja će predvideti koji obim pokrivenosti je potreban da bi se obezbedila dovoljna podrška kupaca, kao ni metoda kojom bi se stekao uvid u stepen informisanosti određene ciljne javnosti.)
MATCH@M:(In his studies Joseph Ostrow has found that the frequency of advertizing greatly increases the knowledge of the product, however, it does not directly affect the change in behaviour and attitudes of prospective buyers.===>Džozef Ostrou je u svojim istraživanjima dokazao da učestalost oglašavanja u velikoj meri povećava informisanost, ali ne deluje bitno na promenu ponašanja i stavova potencijalnih kupaca.)
MATCH@E:(In his studies Joseph Ostrow has found that the frequency of advertizing greatly increases the knowledge of the product, however, it does not directly affect the change in behaviour and attitudes of prospective buyers6.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In his studies Joseph Ostrow has found that the frequency of advertizing greatly increases the knowledge of the product, however, it does not directly affect the change in behaviour and attitudes of prospective buyers.
BAD_LINE_M:Džozef Ostrou je u svojim istraživanjima dokazao da učestalost oglašavanja u velikoj meri povećava informisanost, ali ne deluje bitno na promenu ponašanja i stavova potencijalnih kupaca.
BAD_LINE_E:In his studies Joseph Ostrow has found that the frequency of advertizing greatly increases the knowledge of the product, however, it does not directly affect the change in behaviour and attitudes of prospective buyers6.
BAD_LINE_E:
MATCH@M:(A genuine, creative campaign may greatly contribute to the success of a new product.===>Originalna, kreativna kampanja može u značajnoj meri doprineti uspehu novog proizvoda.)
MATCH@E:(A genuine, creative campaign may greatly contribute to the success of a new product.===>Originalna, kreativna kampanja može u značajnoj meri doprineti uspehu novog proizvoda.)
MATCH@M:(However, in order that an appropriate creativity should be obtained, it is necessary to select the type of media that can adequately convey the advertizing message and support a concrete strategy.===>Ali, da bi se obezbedila odgovarajuća kreativnost, potrebno je izabrati onu vrstu medija koji može na adekvatan način da prenese promotivnu poruku i da podrži konkretnu strategiju.)
MATCH@E:(However, in order that an appropriate creativity should be obtained, it is necessary to select the type of media that can adequately convey the advertizing message and support a concrete strategy.===>Ali, da bi se obezbedila odgovarajuća kreativnost, potrebno je izabrati onu vrstu medija koji može na adekvatan način da prenese promotivnu poruku i da podrži konkretnu strategiju.)
MATCH@M:(A successful media strategy requires an extent of flexibility due to prompt changes in the marketing environment.===>Uspešna medijska strategija zahteva određeni stepen fleksibilnosti zbog brzih promena marketing okruženja.)
MATCH@E:(A successful media strategy requires an extent of flexibility due to prompt changes in the marketing environment.===>Uspešna medijska strategija zahteva određeni stepen fleksibilnosti zbog brzih promena marketing okruženja.)
MATCH@M:(If the media plan is not flexible enough, the company may miss the opportunity to successfully respond to new challenges.===>Ukoliko medijski plan nije dovoljno fleksibilan, kompanija može propustiti priliku da uspešno odgovori na nove izazove.)
MATCH@E:(If the media plan is not flexible enough, the company may miss the opportunity to successfully respond to new challenges.===>Ukoliko medijski plan nije dovoljno fleksibilan, kompanija može propustiti priliku da uspešno odgovori na nove izazove.)
MATCH@M:(Budget allocation is absolutely one of the most important decisions to be made in developing a media strategy, and this is affected by the above mentioned factors (target public coverage, message frequency).===>Određivanje budžetskih sredstava svakako spada u jednu od najvažnijih odluka u razvoju medijske strategije, na koju utiču prethodno navedeni faktori (obuhvaćenost ciljne javnosti, frekvent-nost poruka).)
MATCH@E:(Budget allocation is absolutely one of the most important decisions to be made in developing a media strategy, and this is affected by the above mentioned factors (target public coverage, message frequency).===>Određivanje budžetskih sredstava svakako spada u jednu od najvažnijih odluka u razvoju medijske strategije, na koju utiču prethodno navedeni faktori (obuhvaćenost ciljne javnosti, frekventnost poruka).)
MATCH@M:(Promotive prices are classed into two groups: absolute and relative.===>Promotivne cene se svrstavaju u dve grupe: apsolutne i relativne.)
MATCH@E:(Promotive prices are classed into two groups: absolute and relative.===>Promotivne cene se svrstavaju u dve grupe: apsolutne i relativne.)
MATCH@M:(The absolute media price is the total amount of price, depending on the media type (for example, the price of the advertisment in colour covering the entire page in the “Time“ magazine amounts to $200000).===>Apsolutna cena medija predstavlja celoku-pan iznos cene, u zavisnosti od vrste medija (na primer cela strana oglasa u boji u magazinu “Time” košta 200.000 $).)
MATCH@E:(The absolute media price is the total amount of price, depending on the media type (for example, the price of the advertisment in colour covering the entire page in the Time magazine amounts to $200000).===>Apsolutna cena medija predstavlja celokupan iznos cene, u zavisnosti od vrste medija (na primer cela strana oglasa u boji u magazinu Time košta 200.000 $).)
MATCH@M:(The relative price is the amount determined by the price of the advertisment and the scope of the target public covered.===>Relativna cena predstavlja iznos koji je određen cenom oglasa i veličinom obuhvaćene ciljne javnosti.)
MATCH@E:(The relative price is the amount determined by the price of the advertisment and the scope of the target public covered.===>Relativna cena predstavlja iznos koji je određen cenom oglasa i veličinom obuhvaćene ciljne javnosti.)
MATCH@M:(The relative price is convenient because it allows for the adjustment and optimization of target public with the budget.===>Relativna cena je pogodna zbog mogućnosti usklađivanja i optimizacije ciljne javnosti sa budžetskim sredstvima.)
MATCH@E:(The relative price is convenient because it allows for the adjustment and optimization of target public with the budget.===>Relativna cena je pogodna zbog mogućnosti usklađivanja i optimizacije ciljne javnosti sa budžetskim sredstvima.)
MATCH@M:(Abstract: From the first half of1990s’ Slovenian local self-government was involved in the ongoing process of public administration reforms.===>Od prve polovine devedesetih lokalna samouprava u Sloveniji prolazi kroz stalni proces reformi javne uprave.)
MATCH@E:(September 2008, Belgrade, Serbia Abstract: From the first half of 1990s Slovenian local self-government was involved in the ongoing process of public administration reforms.===>Septembar 2008, Beograd, Srbija Od prve polovine devedesetih lokalna samouprava u Sloveniji prolazi kroz stalni proces reformi javne uprave.)
MATCH@M:(In this context main emphasis was on modernisation of public administration at all levels.===>U ovom kontekstu naglasak se stavljao na modernizaciju javne uprave na svim nivoima.)
MATCH@E:(In this context main emphasis was on modernisation of public administration at all levels.===>U ovom kontekstu naglasak se stavljao na modernizaciju javne uprave na svim nivoima.)
MATCH@M:(Two main elements were influencing these processes.===>Na ove procese posebno su uticala dva elementa.)
MATCH@E:(Two main elements were influencing these processes.===>Na ove procese posebno su uticala dva elementa.)
MATCH@M:(First it was tendency to fulfil criteria of the European Union concerning effective and democratic political and administrative system.===>Prvi je tendencija da se ispune kriterijumi Evropske unije koji se odnose na stvaranje efektivnog i demokratskog političkog i upravnog sistema.)
MATCH@E:(First it was tendency to fulfil criteria of the European Union concerning effective and democratic political and administrative system.===>Prvi je tendencija da se ispune kriterijumi Evropske unije koji se odnose na stvaranje efektivnog i demokratskog političkog i upravnog sistema.)
MATCH@M:(Second one was theoretical background of New Public Management (NPM), that was present in Europe for longer period of time but in Slovenia it emerged only after 1990.===>Drugi je teorijska osnova Nove javne uprave (New Public Management - NPM) koja je u Evropi prisutna već duži period vremena, a u Sloveniji se pojavila tek posle 1990. godine.)
MATCH@E:(Second one was theoretical background of New Public Management (NPM), that was present in Europe for longer period of time but in Slovenia it emerged only after 1990.===>Drugi je teorijska osnova Nove javne uprave (New Public Management NPM) koja je u Evropi prisutna već duži period vremena, a u Sloveniji se pojavila tek posle 1990. godine.)
MATCH@M:(In this context paper will try to show all the main elements of local self-government reforms in the context of New Public Management approach as the criteria of desired form and functioning of public administration.===>U ovom kontekstu, u radu ćemo pokušati da uka'emo na sve glavne elemente reformi lokalne samouprave u kontekstu pristupa putem Nove javne uprave, kao kriterijume željene forme i funkcionisanja javne uprave.)
MATCH@E:(In this context paper will try to show all the main elements of local self-government reforms in the context of New Public Management approach as the criteria of desired form and functioning of public administration.===>U ovom kontekstu, u radu ćemo pokušati da ukažemo na sve glavne elemente reformi lokalne samouprave u kontekstu pristupa putem Nove javne uprave, kao kriterijume željene forme i funkcionisanja javne uprave.)
MATCH@M:(We will evaluate Slovenian local self-government via main elements of NPM, namely effectiveness, client-friendliness and economic performance.===>Lokalnu samoupravu ocenjivaćemo primenom glavnih elemenata NPM, a to su efektivnost, otvorenost prema klijentima i ekonomski učinak.)
MATCH@E:(We will evaluate Slovenian local self-government via main elements of NPM, namely effectiveness, client-friendliness and economic performance.===>Lokalnu samoupravu ocenjivaćemo primenom glavnih elemenata NPM, a to su efektivnost, otvorenost prema klijentima i ekonomski učinak. 1.)
MATCH@M:(Citizens around the world are awakened as never before to their right to an effective government, to a government that can perform honestly and efficiently.===>Sirom sveta građani postaju sve svesniji svog prava da imaju efektivnu vlast, vladu koja može da radi pošteno i efikasno.)
MATCH@E:(1. ~~~ Introduction Citizens around the world are awakened as never before to their right to an effective government, to a government that can perform honestly and efficiently.===>Uvod [irom sveta građani postaju sve svesniji svog prava da imaju efektivnu vlast, vladu koja može da radi pošteno i efikasno.)
MATCH@M:(This awakening is the greatest source of pressure for better public policies, administrative reform, and a “New Public Management.”===>Ova svest postala je najznačajniji izvor pritiska da se usvoje kvalitetnija javna politika, reforma uprave i „nova javna uprava“.)
MATCH@E:(This awakening is the greatest source of pressure for better public policies, administrative reform, and a New Public Management.===>Ova svest postala je najznačajniji izvor pritiska da se usvoje kvalitetnija javna politika, reforma uprave i nova javna uprava.)
MATCH@M:(Administrative reform is now an unquestioned priority of the international community, of OECD, of the World Bank, of the European Union, and of many regional bodies.===>Reforma uprava danas predstavlja neupitni prioritet međunarodne zajednice, OECD, Svetske banke, Evropske unije i mnogih regionalnih tela.)
MATCH@E:(Administrative reform is now an unquestioned priority of the international community, of OECD, of the World Bank, of the European Union, and of many regional bodies.===>Reforma uprava danas predstavlja neupitni prioritet međunarodne zajednice, OECD, Svetske banke, Evropske unije i mnogih regionalnih tela.)
MATCH@M:(This is also the case in Slovenia.===>To je slučaj i u Sloveniji.)
MATCH@E:(This is also the case in Slovenia.===>To je slučaj i u Sloveniji.)
MATCH@M:(Since the Independence of Slovenia in 1991, there was a strong need for reform of public sector, connected to the new situation where some institutional structures and practices had to be replaced with more democratic and flexible ones.===>Od sticanja nezavisnosti Slovenije, 1991. godine, postojala je velika potreba za reformama u jevnom sektoru, a u vezi sa novom situacijom gde je neke institucionalne strukture i postupke trebalo zameniti demokratskijim i fleksibilnijim oblicima.)
MATCH@E:(Since the Independence of Slovenia in 1991, there was a strong need for reform of public sector, connected to the new situation where some institutional structures and practices had to be replaced with more democratic and flexible ones.===>Od sticanja nezavisnosti Slovenije, 1991. godine, postojala je velika potreba za reformama u jevnom sektoru, a u vezi sa novom situacijom gde je neke institucionalne strukture i postupke trebalo zameniti demokratskijim i fleksibilnijim oblicima.)
MATCH@M:(Former communist - Yugoslav institutional framework was destroyed and inappropriate for unified small state trying to adopt democratic tradition of Western Europe and to enter the European Union as final instance of its formal democratization.===>Bivši komunistički - jugo-slovenski institucionalni okvir bio je uništen i nije više odgovarao maloj, pojedinačnoj državi koja se trudila da usvoji demokratske tradicije Zapadne Evrope i da na kraju svojg formalnog procesa demokratizacije uđe u Evropsku uniju.)
MATCH@E:(Former communist Yugoslav institutional framework was destroyed and inappropriate for unified small state trying to adopt democratic tradition of Western Europe and to enter the European Union as final instance of its formal democratization.===>Bivši komunistički jugoslovenski institucionalni okvir bio je uništen i nije više odgovarao maloj, pojedinačnoj državi koja se trudila da usvoji demokratske tradicije Zapadne Evrope i da na kraju svojg formalnog procesa demokratizacije uđe u Evropsku uniju.)
MATCH@M:(If first years after the Independence were mostly burdened with revitalizing Slovenian economic system and defining major shape of political and administrative institutions, only after the 1995 and due to accession to European Union Slovenia started to think about more effective and customer oriented public administration.===>Pošto su prve godine posle sticanja nezavisnosti bile uglavnom opterećene oživljavanjem slovenačkog privrednog sistema i definisanjem glavnih oblika političkih i administrativnih institucija, tek posle 1995.	godine i zahvaljujući pristupu Evropskoj uniji, u Sloveniji su počeli da razmišljaju o efektivnijoj upravi, orijentisanoj na klijente.)
MATCH@E:(If first years after the Independence were mostly burdened with revitalizing Slovenian economic system and defining major shape of political and administrative institutions, only after the 1995 and due to accession to European Union Slovenia started to think about more effective and customer oriented public administration.===>Pošto su prve godine posle sticanja nezavisnosti bile uglavnom opterećene oživljavanjem slovenačkog privrednog sistema i definisanjem glavnih oblika političkih i administrativnih institucija, tek posle 1995. godine i zahvaljujući pristupu Evropskoj uniji, u Sloveniji su počeli da razmišljaju o efektivnijoj upravi, orijentisanoj na klijente.)
MATCH@M:(Slovenian reform of public administration was mostly theoretically supported by the New Public Management approach defined by Lane and Osborne and Geabler (1993) as most influential writers on reforming public sector in the way opposite to bureaucratic organization.===>Reforma javne uprave u Sloveniji uglavnom se teorijski zasnivala na ideji Nove javne uprave koju su defini-sali Lane i Osborne i Geabler (1993) kao najuticajniji autori u reformi javnog sektora koja je podrazumevala udaljavanje od birokratske organizacije.)
MATCH@E:(Slovenian reform of public administration was mostly theoretically supported by the New Public Management approach defined by Lane and Osborne and Geabler (1993) as most influential writers on reforming public sector in the way opposite to bureaucratic organization.===>Reforma javne uprave u Sloveniji uglavnom se teorijski zasnivala na ideji Nove javne uprave koju su definisali Lane i Osborne i Geabler (1993) kao najuticajniji autori u reformi javnog sektora koja je podrazumevala udaljavanje od birokratske organizacije.)
MATCH@M:(Slovenian researchers and academics prepared different studies on how to implement ideas on more flexible, effective, economic and user oriented administration in Slovenia.===>Istraživači i teoretičari u Sloveniji pripremili su različite studije o tome kako primeniti ideje o fleksibilnijoj, efektivnijoj upravi u Sloveniji, koja bi bila više orijentisana na privredu i na klijente.)
MATCH@E:(Slovenian researchers and academics prepared different studies on how to implement ideas on more flexible, effective, economic and user oriented administration in Slovenia.===>Istraživači i teoretičari u Sloveniji pripremili su različite studije o tome kako primeniti ideje o fleksibilnijoj, efektivnijoj upravi u Sloveniji, koja bi bila više orijentisana na privredu i na klijente.)
MATCH@M:(Under the pressure of public dissatisfaction with public administration performance and after quite loud academic debate on reforms and under the pressure of European Union Slovenia started with more serious public sector reform in 1997.===>Pritisnuti nezadovoljstvom građana radom javne uprave, prilično žučne teorijske rasprave i pod pritiskom Evropske unije, Slovenija je 1997. godine otpočela ozbiljnije reforme u javnom sektoru.)
MATCH@E:(Under the pressure of public dissatisfaction with public administration performance and after quite loud academic debate on reforms and under the pressure of European Union Slovenia started with more serious public sector reform in 1997.===>Pritisnuti nezadovoljstvom građana radom javne uprave, prilično žučne teorijske rasprave i pod pritiskom Evropske unije, Slovenija je 1997. godine otpočela ozbiljnije reforme u javnom sektoru.)
MATCH@M:(The reforms of Slovene public sector can be divided in four basic periods of development.===>Reforme slovenačkog javnog sektora mogu se podeliti na četiri osnovna perioda u razvoju.)
MATCH@E:(The reforms of Slovene public sector can be divided in four basic periods of development.===>Reforme slovenačkog javnog sektora mogu se podeliti na četiri osnovna perioda u razvoju.)
MATCH@M:(In this overview of Slovenian public sector reform we will try to define basic characteristics of Slovenian public administration reforms in its historical aspect, stressing basic shifts towards more effective, better organized, more user-friendly and less clientelistic and bureaucratic practices of work.===>U ovom pregledu reforme slovenačkog javnog sektora pokušačemo da definišemo osnovne karakteristike re-forne slovenačke javne uprave iz istorijskog aspekta, naglašavajuči glavne pomake u smeru efektivnijoj, or-ganizovanijoj, otvorenijoj i manje birokratizovanoj praksi.)
MATCH@E:(In this overview of Slovenian public sector reform we will try to define basic characteristics of Slovenian public administration reforms in its historical aspect, stressing basic shifts towards more effective, better organized, more user-friendly and less clientelistic and bureaucratic practices of work.===>U ovom pregledu reforme slovenačkog javnog sektora pokušaćemo da definišemo osnovne karakteristike reforne slovenačke javne uprave iz istorijskog aspekta, naglašavajući glavne pomake u smeru efektivnijoj, organizovanijoj, otvorenijoj i manje birokratizovanoj praksi.)
MATCH@M:(With other words we will try to define best practices and warn from some missteps on the way towards better public administration in Slovenia.===>Drugim rečima, pokušačemo da definišemo najbolju praksu i da upozorimo na neke pogrešne korake na putu ka boljoj javnoj upravi u Sloveniji.)
MATCH@E:(With other words we will try to define best practices and warn from some missteps on the way towards better public administration in Slovenia.===>Drugim rečima, pokušaćemo da definišemo najbolju praksu i da upozorimo na neke pogrešne korake na putu ka boljoj javnoj upravi u Sloveniji.)
MATCH@M:(Contemporary public administration is headed towards a concept of new public management that is overshadowing old Webers’ bureaucratic administration.===>Savremena javna uprava stremi konceptu nove javne uprave koja prevazilazi staru birokratsku upravu kakvu je uspostavio Weber.)
MATCH@E:(Contemporary public administration is headed towards a concept of new public management that is overshadowing old Webers bureaucratic administration.===>Savremena javna uprava stremi konceptu nove javne uprave koja prevazilazi staru birokratsku upravu kakvu je uspostavio Weber.)
MATCH@M:(In this manner, new values like networking, flexibility and efficiency were introduced and are replacing old hierarchical and inflexible organizational structures that were not able to effectively manage problems in an unstable world.===>Ovim putem uvedene su nove vrednosti kao što su umrežavanje, fleksibilnost i efikasnost i one zamenjuju stare hijerarhijske i nefleksibilne organizacione strukture koje nisu bile u stanju da se nose sa problemima u našem nestabilnom svetu.)
MATCH@E:(In this manner, new values like networking, flexibility and efficiency were introduced and are replacing old hierarchical and inflexible organizational structures that were not able to effectively manage problems in an unstable world.===>Ovim putem uvedene su nove vrednosti kao što su umrežavanje, fleksibilnost i efikasnost i one zamenjuju stare hijerarhijske i nefleksibilne organizacione strukture koje nisu bile u stanju da se nose sa problemima u našem nestabilnom svetu.)
MATCH@M:(Snellen (2003: 129) is defining change in administrative relations as a move from vertical towards horizontal.===>Snellen (2003:129) definiše promene u upravnim odnosima kao korak od vertikalnog ka horizontalnom.)
MATCH@E:(Snellen (2003: 129) is defining change in administrative relations as a move from vertical towards horizontal.===>Snellen (2003:129) definiše promene u upravnim odnosima kao korak od vertikalnog ka horizontalnom.)
MATCH@M:(According to this change, public servants have to change their attitude from hierarchy toward cooperation and flexibility.===>Putem ove promene, zaposleni u javnoj upravi morače da promene svoje postupke, od hijerarhijski utvrđenih, prema saradničkom i fleksibilnom odnosu.)
MATCH@E:(According to this change, public servants have to change their attitude from hierarchy toward cooperation and flexibility.===>Putem ove promene, zaposleni u javnoj upravi moraće da promene svoje postupke, od hijerarhijski utvrđenih, prema saradničkom i fleksibilnom odnosu.)
MATCH@M:(Contemporary issues and problems require new approach; preferably networking of institutions.===>Savremene teme i problemi zahtevaju novi pristup, a to je u najboljem slučaju umrežavanje institucija.)
MATCH@E:(Contemporary issues and problems require new approach; preferably networking of institutions.===>Savremene teme i problemi zahtevaju novi pristup, a to je u najboljem slučaju umrežavanje institucija.)
MATCH@M:(Lane (1995: 195) is defining basic changes in understanding public administration and its role.===>Lane (1995:195) definiše osnovne promene u shvatanju javne uprave i njene uloge.)
MATCH@E:(Lane (1995: 195) is defining basic changes in understanding public administration and its role.===>Lane (1995:195) definiše osnovne promene u shvatanju javne uprave i njene uloge.)
MATCH@M:(Written procedures and rules, sticking to old habits and law are updated with more flexibility, efficient and client friendly orientations.===>Pisane procedure i pravila koja su se oslanjala na stari sistem rada dopunjeni su večom fleksibilnošču, efikasnijim i otvorenijim odnosom prema klijentima.)
MATCH@E:(Written procedures and rules, sticking to old habits and law are updated with more flexibility, efficient and client friendly orientations.===>Pisane procedure i pravila koja su se oslanjala na stari sistem rada dopunjeni su većom fleksibilnošću, efikasnijim i otvorenijim odnosom prema klijentima.)
MATCH@M:(Efficiency is defined as relation between used resources (input) and results (output); administration is at its most efficient when fewer resources are used for the same amount of output.===>Efikasnost se definiše kao odnos između utrošenih resursa (input) i rezultata (autput); uprava je najefikasnija kada koristi manje resursa a postiže iste rezultate.)
MATCH@E:(Efficiency is defined as relation between used resources (input) and results (output); administration is at its most efficient when fewer resources are used for the same amount of output.===>Efikasnost se definiše kao odnos između utrošenih resursa (input) i rezultata (autput); uprava je najefikasni ja kada koristi manje resursa a postiže iste rezultate.)
MATCH@M:(Efficiency, in other words, is measure of better economic use of resources at the same level of the output (Zurga, 2001: 82-83).===>Drugim recima, efikasnost je mera bolje ekonomske primene resursa za isti nivo autputa (Zurga, 2001:8283).)
MATCH@E:(Efficiency, in other words, is measure of better economic use of resources at the same level of the output (@urga, 2001: 82-83).===>Drugim rečima, efikasnost je mera bolje ekonomske primene resursa za isti nivo autputa (@urga, 2001:8283).)
MATCH@M:(However, we can also argue that efficiency can be understood in context of relativity.===>Ipak, možemo da tvrdimo i da se o efikasnosti može govoriti i u kontekstu relativnosti.)
MATCH@E:(However, we can also argue that efficiency can be understood in context of relativity.===>Ipak, možemo da tvrdimo i da se o efikasnosti može govoriti i u kontekstu relativnosti.)
MATCH@M:(In this case, more resources can be introduced but output has to grow exponentially and not linearly.===>U ovom slučaju, može se upotrebiti više resursa, ali će autput rasti eksponencijalno, a ne linearno.)
MATCH@E:(In this case, more resources can be introduced but output has to grow exponentially and not linearly.===>U ovom slučaju, može se upotrebiti više resursa, ali će autput rasti eksponencijalno, a ne linearno.)
MATCH@M:(At the same time, it is important to notice that some public services cannot be translated into monetary value, because of very nature of output.===>Istovremeno, važno je da shvatimo da se zbog same prirode svog autputa neke javne službe ne mogu iskazati novčanim sredstvima.)
MATCH@E:(At the same time, it is important to notice that some public services cannot be translated into monetary value, because of very nature of output.===>Istovremeno, važno je da shvatimo da se zbog same prirode svog autputa neke javne službe ne mogu iskazati novčanim sredstvima.)
MATCH@M:(Such case is also the value of information.===>Takav je, recimo, slučaj sa vred-nošću informacije.)
MATCH@E:(Such case is also the value of information.===>Takav je, recimo, slučaj sa vrednošću informacije.)
MATCH@M:(The value of information is not equal to the expense (in money and time) of producing the same amount of information.===>Vrednost informacije ne može se izjednačiti sa troškovima (u novcu ili u vremenu) obezbe-đivanja iste količine informacija.)
MATCH@E:(The value of information is not equal to the expense (in money and time) of producing the same amount of information.===>Vrednost informacije ne može se izjednačiti sa troškovima (u novcu ili u vremenu) obezbeđivanja iste količine informacija.)
MATCH@M:(The value of information can be much higher than the value of resources spent to produce information.===>Vrednost informacije može da bude mnogo veća nego što je vrednost resursa utrošenih na obezbeđivanje te informacije.)
MATCH@E:(The value of information can be much higher than the value of resources spent to produce information. ~~~ 2.===>Vrednost informacije može da bude mnogo veća nego što je vrednost resursa utrošenih na obezbeđivanje te informacije. 2.)
MATCH@M:(Historical development of Slovenian local government started already in the Middle Ages when some Slovenian cities already had some kind of communal infrastructure administration (created under the influence of neighbour political entities).===>Počeci razvoja lokalne samouprave u Sloveniji vezuju se za srednji vek, kada su neki slovenački gradovi već imali neku vrstu komunalne unutrašnje uprave (stvorene pod uticajem političkih zajednica u okruženju).)
MATCH@E:(Historical development of local self-government in slovenia Historical development of Slovenian local government started already in the Middle Ages when some Slovenian cities already had some kind of communal infrastructure administration (created under the influence of neighbour political entities).===>Istorijski razvoj lokalne samouprave u Sloveniji Počeci razvoja lokalne samouprave u Sloveniji vezuju se za srednji vek, kada su neki slovenački gradovi već imali neku vrstu komunalne unutrašnje uprave (stvorene pod uticajem političkih zajednica u okruženju).)
MATCH@M:(From Slovenian “zupa” and monarchical feuds “neighbourhoods” came out as ancestor of Slovenian administrative municipalities.===>Od slovenačke „župe“ i monarhijskih feuda, „komšiluk“ je postao neka vrsta pretka administrativnim opštinama u Sloveniji.)
MATCH@E:(From Slovenian župa and monarchical feuds neighbourhoods came out as ancestor of Slovenian administrative municipalities.===>Od slovenačke župe i monarhijskih feuda, komšiluk je postao neka vrsta pretka administrativnim opštinama u Sloveniji.)
MATCH@M:(Despite administration was opposing local selfgovernment in the area of Slovenia on June 24th 1850 in Lese first municipal representative organ was elected (Vlaj, 2006: 32).===>Iako je glavna uprava osporavala lokalnu samoupravu na prostoru Slovenije, 24. juna 1850. godine izabran je prvi opštinski organ u mestu Leše (Vlaj, 2006:32).)
MATCH@E:(Despite administration was opposing local selfgovernment in the area of Slovenia on June 24th 1850 in Leše first municipal representative organ was elected (Vlaj, 2006: 32).===>Iako je glavna uprava osporavala lokalnu samoupravu na prostoru Slovenije, 24. juna 1850. godine izabran je prvi opštinski organ u mestu Leše (Vlaj, 2006:32).)
MATCH@M:(Under strong influence of Hapsburg monarchy and absolutist regime in the area of today’s Slovenia there were 348 municipalities (reduced from 501 in 1866) and they had relatively strong self-governance (Vlaj, 2006: 32-33).===>Pod jakim uticajem Habsburške monarhije i pod vlašću apsolutističkog režima, na prostoru sadašnje Slovenije postojalo je 348 opština (od prethodnih 501, 1866. godine) i one su imale relativno jaku samoupravu (Vlaj, 2006: 32-33).)
MATCH@E:(Under strong influence of Hapsburg monarchy and absolutist regime in the area of todays Slovenia there were 348 municipalities (reduced from 501 in 1866) and they had relatively strong self-governance (Vlaj, 2006: 32-33).===>Pod jakim uticajem Habsburške monarhije i pod vlašću apsolutističkog režima, na prostoru sadašnje Slovenije postojalo je 348 opština (od prethodnih 501, 1866. godine) i one su imale relativno jaku samoupravu (Vlaj, 2006: 32-33).)
MATCH@M:(In the area of Slovenia there were village and city municipalities, districts and “Kresije”.===>Na prostoru Slovenije postojale su seoske i gradske zajednice, oblasti i „Kresije“.)
MATCH@E:(In the area of Slovenia there were village and city municipalities, districts and Kresije.===>Na prostoru Slovenije postojale su seoske i gradske zajednice, oblasti i Kresije.)
MATCH@M:(Based on law from 1870 municipalities were responsible for municipal property, finances, and public safety, especially in the field of healthcare, cleaning streets and creeks, fire-fight brigades, maintaining municipal buildings, local paths and roads, bridges, wells, inspection of municipal border, food supply, etc.===>Na osnovu zakona iz 1870. godine, opštine su bile odgovorne za opštinsko imanje, finansije i javnu bezbednost, posebno u oblasti zdravstva, čišćenja ulica i vodotokova, vatrogasaca, održavanja opštinskih zgrada, likalnih staza i puteva, mostova, bunara, kontrole opštinskih granica, dobavljanje hrane, itd.)
MATCH@E:(Based on law from 1870 municipalities were responsible for municipal property, finances, and public safety, especially in the field of healthcare, cleaning streets and creeks, fire-fight brigades, maintaining municipal buildings, local paths and roads, bridges, wells, inspection of municipal border, food supply, etc.===>Na osnovu zakona iz 1870. godine, opštine su bile odgovorne za opštinsko imanje, finansije i javnu bezbednost, posebno u oblasti zdravstva, čišćenja ulica i vodotokova, vatrogasaca, održavanja opštinskih zgrada, likalnih staza i puteva, mostova, bunara, kontrole opštinskih granica, dobavljanje hrane, itd.)
MATCH@M:(Legal state, organisation and functions are defined by municipal orders, accepted at the level of land.===>Pravna država, organizacija i funkcije definišu se opštinskim propisima prihvaćenim na nivou zemlje.)
MATCH@E:(Legal state, organisation and functions are defined by municipal orders, accepted at the level of land.===>Pravna država, organizacija i funkcije definišu se opštinskim propisima prihvaćenim na nivou zemlje.)
MATCH@M:(Local government layer above municipalities were administrative districts, with at least 16.000 inhabitants, and regional administrative units.===>Nivo lokalne uprave iznad opština bile su upravne oblasti, koje su imale najmanje 16000 stanovnika i regionalne administrativne jedinice.)
MATCH@E:(Local government layer above municipalities were administrative districts, with at least 16.000 inhabitants, and regional administrative units.===>Nivo lokalne uprave iznad opština bile su upravne oblasti, koje su imale najmanje 16000 stanovnika i regionalne administrativne jedinice.)
MATCH@M:(Municipal representative organs were elected by male of age inhabitants of each municipality.===>Predstavničke organe opštine birali su muški punoletni žitelji svake opštine.)
MATCH@E:(Municipal representative organs were elected by male of age inhabitants of each munic ipality.===>Predstavničke organe opštine birali su muški punoletni žitelji svake opštine.)
MATCH@M:(After the fall of Meternich absolutism bigger cities were entitled to get their own statutes and privileged status of so called statutory cities.===>Po padu apsolutističke vlasti Meterni-ha, glavni gradovi su dobili pravo da imaju svoje statute i privilegovani status tzv. Statutarnih gradova.)
MATCH@E:(After the fall of Meternich absolutism bigger cities were entitled to get their own statutes and privileged status of so called statutory cities.===>Po padu apsolutističke vlasti Meterniha, glavni gradovi su dobili pravo da imaju svoje statute i privilegovani status tzv. Statutarnih gradova.)
MATCH@M:(Namely they were Ljubljana, Maribor, Celje, Gorica, Celovec and Ptuj (Vlaj, 2006: 33).===>To su, naime, bili Ljubljana, Maribor, Celje, Gorica, Celovec i Ptuj (Vlaj, 2006:33).)
MATCH@E:(Namely they were Ljubljana, Maribor, Celje, Gorica, Celovec and Ptuj (Vlaj, 2006: 33).===>To su, naime, bili Ljubljana, Maribor, Celje, Gorica, Celovec i Ptuj (Vlaj, 2006:33).)
MATCH@M:(In the beginning of XIXth century there were many political changes that strongly and frequently reshaped Slovenian sub-national administration (as well as national) that ended only in 1955 whit introduction of decentralised communality system that sets municipality as basic socio-economic cell that is also main unit of state government (see Vlaj, 2006: 34).===>Početkom XIX veka dešavale su se brojne političke promene koje su mnogo i često preoblikovale slovenačku sub-nacionalnu upravu (kao i nacionalnu), a taj period je završen tek 1955. godine sa uvođenjem sistema decentralizacije koji je definisao opštinu kao osnovnu društveno-ekonomsku ćeliju koja je istovremeno i osnovna jedinica državne uprave (vi-deti Vlaj, 2006:34).)
MATCH@E:(In the beginning of XIXth century there were many political changes that strongly and frequently reshaped Slovenian sub-national administration (as well as national) that ended only in 1955 whit introduction of decentralised communality system that sets municipality as basic socio-economic cell that is also main unit of state government (see Vlaj, 2006: 34).===>Početkom XIX veka dešavale su se brojne političke promene koje su mnogo i često preoblikovale slovenačku sub-nacionalnu upravu (kao i nacionalnu), a taj period je završen tek 1955. godine sa uvođenjem sistema decentralizacije koji je definisao opštinu kao osnovnu društveno-ekonomsku ćeliju koja je istovremeno i osnovna jedinica državne uprave (videti Vlaj, 2006:34).)
MATCH@M:(Great municipalities with 31.740 inhabitants and 321km2 (in average) were created as institutions responsible (according to the constitution) for implementation of all federal and state acts if there was not set differently by specific law.===>Velike zajednice sa 31740 stanovnika i (prosečno) 321km2 postale su institucije koje su odgovorne (prema ustavu) za primenu svih saveznih i državnih zakona, ukoliko posebnim zakonom nije drugačije propisano.)
MATCH@E:(Great municipalities with 31.740 inhabitants and 321km2 (in average) were created as institutions responsible (according to the constitution) for implementation of all federal and state acts if there was not set differently by specific law.===>Velike zajednice sa 31740 stanovnika i (prosečno) 321km2 postale su institucije koje su odgovorne (prema ustavu) za primenu svih saveznih i državnih zakona, ukoliko posebnim zakonom nije drugačije propisano.)
MATCH@M:(Despite municipalities are primarily responsible to deliver public services that are important for local inhabitants, in Yugoslavia municipality was simultaneously governing and self-governing institution that was mainly providing services for the state and it was used as first level implementer of public policies (Vlaj, 2006: 35-36).===>Uprkos tome što su opštine bile prvenstveno odgovorne za pružanje javnih usluga značajnih za lokalno stanovništvo, u Jugoslaviji je opština istovremeno bila i upravna i samo-upravna institucija koja je pružala usluge državi i predstavljala je prvi nivo primene politike javne uprave (Vlaj, 2006:35-36).)
MATCH@E:(Despite municipalities are primarily responsible to deliver public services that are important for local inhabitants, in Yugoslavia municipality was simultaneously governing and self-governing institution that was mainly providing services for the state and it was used as first level implementer of public policies (Vlaj, 2006: 35-36).===>Uprkos tome što su opštine bile prvenstveno odgovorne za pružanje javnih usluga značajnih za lokalno stanovništvo, u Jugoslaviji je opština istovremeno bila i upravna i samo-upravna institucija koja je pružala usluge državi i predstavljala je prvi nivo primene politike javne uprave (Vlaj, 2006:35-36).)
MATCH@M:(In 1960s’ municipalities were abolished and tasks were moved to regional centres.===>Tokom 1960-ih, ovaj koncept je napušten, a ove zadazke preuzeli su regionalni centri.)
MATCH@E:(In 1960s municipalities were abolished and tasks were moved to regional centres.===>Tokom 1960-ih, ovaj koncept je napušten, a ove zadazke preuzeli su regionalni centri.)
MATCH@M:(Local problems were addressed through newly shaped local communities that never gained importance of municipalities but especially in the case of rural areas they served public needs relatively effectively.===>Lokalnim problemima pristupalo se putem novo-formiranih lokalnih zajednica koje nikada nisu dostigle značaj opština, ali su posebno na seoskim područjima efikasno zadovoljavale potrebe stanovništva.)
MATCH@E:(Local problems were addressed through newly shaped local communities that never gained importance of municipalities but especially in the case of rural areas they served public needs relatively effectively.===>Lokalnim problemima pristupalo se putem novo-formiranih lokalnih zajednica koje nikada nisu dostigle značaj opština, ali su posebno na seoskim područjima efikasno zadovoljavale potrebe stanovništva.)
MATCH@M:(In Slovenia there were 62 municipalities - communes that supplemented districts (in Slovenia finally abolished in 1965) that had representative organs elected on general and anonymous election, executive institutions and administrative services, connected to the central state administrative institutions (especially in the sense of legality supervision) but relatively autonomous under strong influence of different local interests (Vlaj, 2006: 36-41).===>Ovakvih zajednica - opština na teritoriji Slovenije bilo je 62 i one su dopunjavale srezove (distrikte, koji su u Sloveniji konačno ukinuti 1965. godine) koji su imali predstavnička tela izabrana na opštim anonimnim izborima, institucije izvršne vlasti i upravne službe koje su bile povezane sa upravnim institucijama centralne države (posebno u smislu kontrole zakonitosti), ali i relativno autonomne usled jakih pritisaka različitih lokalnih interesa (Vlaj, 2006:36-41).)
MATCH@E:(In Slovenia there were 62 municipalities communes that supplemented districts (in Slovenia finally abolished in 1965) that had representative organs elected on general and anonymous election, executive institutions and administrative services, connected to the central state administrative institutions (especially in the sense of legality supervision) but relatively autonomous under strong influence of different local interests (Vlaj, 2006: 36-41).===>Ovakvih zajednica opština na teritoriji Slovenije bilo je 62 i one su dopunjavale srezove (distrikte, koji su u Sloveniji konačno ukinuti 1965. godine) koji su imali predstavnička tela izabrana na opštim anonimnim izborima, institucije izvršne vlasti i upravne službe koje su bile povezane sa upravnim institucijama centralne države (posebno u smislu kontrole zakonitosti), ali i relativno autonomne usled jakih pritisaka različitih lokalnih interesa (Vlaj, 2006:36-41).)
MATCH@M:(In 1991, with new constitution of independent Republic of Slovenia local government system in Slovenia returned back to classic role of municipality as foundation of local self-governance, where people manage their public matters of local importance (Vlaj, 2006: 41).===>Godine 1991, sa usvajanjem novog ustava nezavisne Republike Slovenije, sistem lokalne vlasti u Sloveniji vratio se na klasičnu ulogu opštine kao osnova lokalne samouprave, u kojima ljudi rešavaju probleme lokalnog značaja (Vlaj, 2006:41).)
MATCH@E:(In 1991, with new constitution of independent Republic of Slovenia local government system in Slovenia returned back to classic role of municipality as foundation of local self-governance, where people manage their public matters of local importance (Vlaj, 2006: 41).===>Godine 1991, sa usvajanjem novog ustava nezavisne Republike Slovenije, sistem lokalne vlasti u Sloveniji vratio se na klasičnu ulogu opštine kao osnova lokalne samouprave, u kojima ljudi rešavaju probleme lokalnog značaja (Vlaj, 2006:41).)
MATCH@M:(Slovenian constitution is defining local government as important part of Slovenian political system.===>Slovenački ustav definiše lokalnu vlast kao značajan deo slovenačkog političkog sistema.)
MATCH@E:(Slovenian constitution is defining local government as important part of Slovenian political system.===>Slovenački ustav definiše lokalnu vlast kao značajan deo slovenačkog političkog sistema.)
MATCH@M:(In this manner article 9 of Slovenian constitution (2001) argues that “in Slovenia assured local self-government”.===>U tom smislu, član 9 slovenačkog ustava (2110) kaže da je „u Sloveniji obezbeđena lokalna samouprava“.)
MATCH@E:(In this manner article 9 of Slovenian constitution (2001) argues that in Slovenia assured local self-government.===>U tom smislu, član 9 slovenačkog ustava (2110) kaže da je u Sloveniji obezbeđena lokalna samouprava.)
MATCH@M:(Further on, chapter 5 (articles 138 - 145) on self-governance defines that people can fulfil their right to selfgovernance in municipalities and other local communities.===>Dalje, u poglavlju 5 (članovi 138-145) koje se bavi samopuravom, definisano je da ljudi mogu da ostvaruju svoje pravo na samoupravu u opštinama i drugim lokalnim zajednicama.)
MATCH@E:(Further on, chapter 5 (articles 138 145) on self-governance defines that people can fulfil their right to selfgovernance in municipalities and other local communities.===>Dalje, u poglavlju 5 (članovi 138-145) koje se bavi samopuravom, definisano je da ljudi mogu da ostvaruju svoje pravo na samoupravu u opštinama i drugim lokalnim zajednicama.)
MATCH@M:(According to the constitution, municipality is selfgovernment local community consisting form place more places connected together with common needs and interests of population in defined area.===>Prema ustavu, opština je samoupravna lokalna zajednica koja se sastoji od nekoliko mesta povezanih zajedničkim potrebama i interesima stanovništva u toj oblasti.)
MATCH@E:(According to the constitution, municipality is selfgovernment local community consisting form place more places connected together with common needs and interests of population in defined area.===>Prema ustavu, opština je samoupravna lokalna zajednica koja se sastoji od nekoliko mesta povezanih zajedničkim potrebama i interesima stanovništva u toj oblasti.)
MATCH@M:(According to second paragraph of 139th article of Slovenian constitution, municipality can be created by the law based on referenda carried out among local citizens.===>Po drugom stavu člana 139 slovenačkog ustava, opština se može uspostaviti zakonom na osnovu referenduma sprovedenog među lokalnim stanovništvom.)
MATCH@E:(According to second paragraph of 139th article of Slovenian constitution, municipality can be created by the law based on referenda carried out among local citizens.===>Po drugom stavu člana 139 slovenačkog ustava, opština se može uspostaviti zakonom na osnovu referenduma sprovedenog među lokalnim stanovništvom.)
MATCH@M:(Next to defining basic competences and financing of municipalities (which are defined by different laws) there is also important article on broader self-governing structures combined of more municipalities joined together in order to provide services of broader importance, that is still not national.===>Pored definicije osnovnih kompetencija i finansiranja opština (koje se definišu drugim zakonima), postoji i važan član o širim samoupravnim strukturama koje se sastoje od opština povezanih tako da mogu da pružaju usluge šireg značaja, koji još uvek nije nacionalni značaj.)
MATCH@E:(Next to defining basic competences and financing of municipalities (which are defined by different laws) there is also important article on broader self-governing structures combined of more municipalities joined together in order to provide services of broader importance, that is still not national.===>Pored definicije osnovnih kompetencija i finansiranja opština (koje se definišu drugim zakonima), postoji i važan član o širim samoupravnim strukturama koje se sastoje od opština povezanih tako da mogu da pružaju usluge šireg značaja, koji još uvek nije nacionalni značaj.)
MATCH@M:(This is important element that enables creation of regions.===>Ovo je važan elemenat jer se tim putem stvaraju regije.)
MATCH@E:(This is important element that enables creation of regions.===>Ovo je važan elemenat jer se tim putem stvaraju regije.)
MATCH@M:(Regions in Slovenia are one of most important issues since independence.===>Regionalizacija u Sloveniji jedna je od najvažnijih tema od nezavisnosti.)
MATCH@E:(Regions in Slovenia are one of most important issues since independence.===>Regionalizacija u Sloveniji jedna je od najvažnijih tema od nezavisnosti.)
MATCH@M:(If we want to quantify development of Slovenian municipalities we can see need to decentralise local government on smallest parts possible.===>Ako bismo želeli da kvantifikujemo razvoj slovenačkih opština, uočićemo potrebu za decentralizacijom lokalne vlasti na najmanje jedinice.)
MATCH@E:(If we want to quantify development of Slovenian municipalities we can see need to decentralise local government on smallest parts possible.===>Ako bismo želeli da kvantifikujemo razvoj slovenačkih opština, uočićemo potrebu za decentralizacijom lokalne vlasti na najmanje jedinice.)
MATCH@M:(Slovenia made four reforms of local governments that caused rise on number of municipalities for more than 333,3% form 63 before 1994 to 210 in 2006.===>Slovenija je sprovela četiri reforme lokalne vlasti što je za posledicu imalo porast broja opština za više od 333,3%, od 63 pre 1994. godine, do 210, koliko ih je bilo 2006. godine.)
MATCH@E:(Slovenia made four reforms of local governments that caused rise on number of municipalities for more than 333,3% form 63 before 1994 to 210 in 2006.===>Slovenija je sprovela četiri reforme lokalne vlasti što je za posledicu imalo porast broja opština za više od 333,3%, od 63 pre 1994. godine, do 210, koliko ih je bilo 2006. godine.)
MATCH@M:(From the initial situation in 1993 only 13 municipalities were unchanged, while on the other hand, initial municipality Ptuj was in 15 years divided on 16 mostly rural municipalities with insufficient financial and human resources for successful further development.===>Od početne situacije 1993. godine., samo je 13 opština ostalo nepro-menjeno, dik je, s druge strane, početna opština Ptuj tokom 15 godina podeljena na 16 uglavnom seoskih opština koje nemaju dovoljno finansijskih i ljudskih resursa za dalji uspešan razvoj.)
MATCH@E:(From the initial situation in 1993 only 13 municipalities were unchanged, while on the other hand, initial municipality Ptuj was in 15 years divided on 16 mostly rural municipalities with insufficient financial and human resources for successful further development.===>Od početne situacije 1993. godine., samo je 13 opština ostalo nepromenjeno, dik je, s druge strane, početna opština Ptuj tokom 15 godina podeljena na 16 uglavnom seoskih opština koje nemaju dovoljno finansijskih i ljudskih resursa za dalji uspešan razvoj.)
MATCH@M:(These two examples can be seen as indicator of lack of serious financial, development and any other analysis prior to establishing new municipalities.===>Ova dva primera mogu se smatrati pokazateljima nedostatka ozbiljne finansijske, razvojne i svake druge analize pre uspostavljanja novih opština.)
MATCH@E:(These two examples can be seen as indicator of lack of serious financial, development and any other analysis prior to establishing new municipalities.===>Ova dva primera mogu se smatrati pokazateljima nedostatka ozbiljne finansijske, razvojne i svake druge analize pre uspostavljanja novih opština.)
MATCH@M:(If we know that Koper is costal municipality with sea-port and it is one of those municipalities that is realising budgetary surplus and has sufficient revenues to cover all expenses without additional state support it can be clear indicator that there is limited logic in the process of creating small and state-dependent municipalities.===>Ako znamo da je Ko-per primorska oblast koja ima luku i jedna je od opšti-na koja ostvaruje budžetski višak i ima dovoljno povra-ćaja da može da pokrije sve troškove bez dodatne pomoći države, jasno je da u procesu stvaranja malih opština zavisnih od države nema neke logike.)
MATCH@E:(If we know that Koper is costal municipality with sea-port and it is one of those municipalities that is realising budgetary surplus and has sufficient revenues to cover all expenses without additional state support it can be clear indicator that there is limited logic in the process of creating small and state-dependent municipalities.===>Ako znamo da je Koper primorska oblast koja ima luku i jedna je od opština koja ostvaruje budžetski višak i ima dovoljno povraćaja da može da pokrije sve troškove bez dodatne pomoći države, jasno je da u procesu stvaranja malih opština zavisnih od države nema neke logike.)
MATCH@M:(Slovenian administrative system accepted new public management reform approach already prior to the entering the EU.===>Slovenački sistem uprave prihvatio je pristup reformi putem koncepta nove javne uprave još pre ulaska u Evropsku zajednicu.)
MATCH@E:(Slovenian administrative system accepted new public management reform approach already prior to the entering the EU.===>Slovenački sistem uprave prihvatio je pristup reformi putem koncepta nove javne uprave još pre ulaska u Evropsku zajednicu.)
MATCH@M:(Slovenian scientists wrote about introducing new public management elements into the work at all levels of Slovenian public administration already in the late nineties of previous century (e.g. Kovac, 1999,Kovac, 2004).===>Slovenački autori pisali su o uvođenju elemenata nove javne uprave u poslovanje na svim nivoima slovenačke javne uprave već krajem devedesetih godina prošloga veka (na primer, Kovač, 1999; Kovač, 2004).)
MATCH@E:(Slovenian scientists wrote about introducing new public management elements into the work at all levels of Slovenian public administration already in the late nineties of previous century (e.g. Kovač, 1999, Kovač, 2004).===>Slovenački autori pisali su o uvođenju elemenata nove javne uprave u poslovanje na svim nivoima slovenačke javne uprave već krajem devedesetih godina prošloga veka (na primer, Kovač, 1999; Kovač, 2004).)
MATCH@M:(At the turn of the century Slovenia introduced complete reform of Slovenian public sector that followed some basic ideas on more modern, effective and user-friendly public administration that was strongly related to the Slovenian efforts to enter the European Union.===>Na početku novog veka, Slovenija je sprovela kompletnu reformu slovenačkog javnog sektora na osnovu nekih osnovnih ideja o modernijoj, efektivnijoj upravi, otvorenijoj za klijente koja je bila veoma povezana sa slovenačkim naporima da uđu u EU.)
MATCH@E:(At the turn of the century Slovenia introduced complete reform of Slovenian public sector that followed some basic ideas on more modern, effective and user-friendly public administration that was strongly related to the Slovenian efforts to enter the European Union.===>Na početku novog veka, Slovenija je sprovela kompletnu reformu slovenačkog javnog sektora na osnovu nekih osnovnih ideja o modernijoj, efektivnijoj upravi, otvorenijoj za klijente koja je bila veoma povezana sa slovenačkim naporima da uđu u EU.)
MATCH@M:(Despite there are some areas that can be understood as examples of good practices (some forms of e-government (see Vintar, Kunstelj, Leben, 2004)), Slovenia still can be more or less passive observer and learner of user friendly and effective public services to the citizens.===>Iako postoje neke oblasti koje se mogu podvesti pod dobru praksu (neki oblici e-vlade (videti Vintar, Kunstelj, Leben, 2004), Slovenija bi još uvek mogla da ostane pasivni posmatrač i da uči o otvorenim i efektivnim javnim uslugama građanima.)
MATCH@E:(Despite there are some areas that can be understood as examples of good practices (some forms of e-government (see Vintar, Kunstelj, Leben, 2004)), Slovenia still can be more or less passive observer and learner of user friendly and effective public services to the citizens.===>Iako postoje neke oblasti koje se mogu podvesti pod dobru praksu (neki oblici e-vlade (videti Vintar, Kunstelj, Leben, 2004), Slovenija bi još uvek mogla da ostane pasivni posmatrač i da uči o otvorenim i efektivnim javnim uslugama građanima.)
MATCH@M:(Different attempts to reorganize work of Slovenian public administration at all levels were mainly concentrated on changes of legislation.===>Različiti pokušaji reorganizacije slovenačke javne uprave na svim nivoima uglavnom su se koncentrisali na promene zakonodavstva.)
MATCH@E:(Different attempts to reorganize work of Slovenian public administration at all levels were mainly concentrated on changes of legislation.===>Različiti pokušaji reorganizacije slovenačke javne uprave na svim nivoima uglavnom su se koncentrisali na promene zakonodavstva.)
MATCH@M:(On the other hand there was no systematic effort to change administrative culture that is in fact basic element of every successful change and should be connected to the development of appropriate system of motivation for civil servants.===>S druge strane, nije bilo sistematskih pokušaja da se promeni administrativna kultura, što u stvari predstavlja osnovni element svake uspešne promene i treba motivisanja građana.)
MATCH@E:(On the other hand there was no systematic effort to change administrative culture that is in fact basic element of every successful change and should be connected to the development of appropriate system of motivation for civil servants.===>S druge strane, nije bilo sistematskih pokušaja da se promeni administrativna kultura, što u stvari predstavlja osnovni element svake uspešne promene i trebalo bi da je u vezi sa razvijanjem odgovarajućeg sistema motivisanja građana.)
MATCH@M:(From this point it is evident that in this point of view legislation is not the reason of complete change of public administration and that much more attention should be paid to “soft” methods of motivation in combination with legal demands.===>Iz ovog slučaja jasno je da zakonodavstvo ovde nije razlog za ukupnu promenu javne uprave i da više pažnje treba posvetiti „mekšim“ metodama motivacije i kombinaciji sa zakonskim obavezama.)
MATCH@E:(From this point it is evident that in this point of view legislation is not the reason of complete change of public administration and that much more attention should be paid to soft methods of motivation in combination with legal demands. ~~~ 3.===>Iz ovog slučaja jasno je da zakonodavstvo ovde nije razlog za ukupnu promenu javne uprave i da više pažnje treba posvetiti mekšim metodama motivacije i kombinaciji sa zakonskim obavezama. 3.)
MATCH@M:(This preparational period for the reform of public administration was quite long and also demanding.===>Ovaj pripremni period za reformu javne uprave bio je i dugotrajan i zahtevan.)
MATCH@E:(This preparational period for the reform of public administration was quite long and also demanding.===>Ovaj pripremni period za reformu javne uprave bio je i dugotrajan i zahtevan.)
MATCH@M:(The result of preparational period was the scheme of organizational structure of new Slovenian public administration and timeline needed for the reforms to be implemented.===>Rezultat je bila šema organizacione strukture nove slovenačke javne uprave i vremenski rokovi za sprovođenje reformi.)
MATCH@E:(The result of preparational period was the scheme of organizational structure of new Slovenian public administration and timeline needed for the reforms to be implemented.===>Rezultat je bila šema organizacione strukture nove slovenačke javne uprave i vremenski rokovi za sprovođenje reformi.)
MATCH@M:(Due to the accession to European Union in 1997 and demands of administrative environment for greater efficiency of public administration and better quality of public services, the reform of public administration became urgent and it has been carrying out since then.===>Zbog pristupanja Evropskoj uniji 1997. godine i zahte-va javnosti da javna uprava bude efikasnija, a javne usluge kvalitetnije, reforma uprave postala je hitan zadatak i od tada se sprovodi.)
MATCH@E:(Due to the accession to European Union in 1997 and demands of administrative environment for greater efficiency of public administration and better quality of public services, the reform of public administration became urgent and it has been carrying out since then.===>Zbog pristupanja Evropskoj uniji 1997. godine i zahteva javnosti da javna uprava bude efikasnija, a javne usluge kvalitetnije, reforma uprave postala je hitan zadatak i od tada se sprovodi.)
MATCH@M:(The role of public administration was very important in the process of the Slovenian accession to the EU because Slovenia needed to develop and adapt the administration systems to the point that they were able to work in the framework of European administration integration (so called common European administrative space).===>Uloga javne uprave bila je veoma važna u procesu pristupanja Slovenije Evropskoj uniji, zato što je Slovenija želela da se razvija i da sistem uprave prilagodi do te mere da službe mogu da posluju u okviru evropskih integracija u upravi (tzv. Zajednički evropski upravni prostor).)
MATCH@E:(The role of public administration was very important in the process of the Slovenian accession to the EU because Slovenia needed to develop and adapt the administration systems to the point that they were able to work in the framework of European administration integration (so called common European administrative space).===>Uloga javne uprave bila je veoma važna u procesu pristupanja Slovenije Evropskoj uniji, zato što je Slovenija želela da se razvija i da sistem uprave prilagodi do te mere da službe mogu da posluju u okviru evropskih integracija u upravi (tzv. Zajednički evropski upravni prostor).)
MATCH@M:(So, during the years 1996 - 1999 the reform was based on the implementation of two main goals written in previous mentioned strategy: to increase the effectiveness of public administration and to adjust its structure and functions to the needs of uniting with European community.===>Stoga je u periodu 1996.-1999. reforma bila zasnovana na primeni dva glavna cilja zapisana u pomenutoj strategiji: povećati efektivnost javne uprave i prilagoditi njenu strukturu i funkcije potrebama ujedinjenja sa EU.)
MATCH@E:(So, during the years 1996 - 1999 the reform was based on the implementation of two main goals written in previous mentioned strategy: to increase the effectiveness of public administration and to adjust its structure and functions to the needs of uniting with European community.===>Stoga je u periodu 1996.-1999. reforma bila zasnovana na primeni dva glavna cilja zapisana u pomenutoj strategiji: povećati efektivnost javne uprave i prilagoditi njenu strukturu i funkcije potrebama ujedinjenja sa EU.)
MATCH@M:(The core institution for the implantation of the reforms was Office for organization and development of government, which combined four different sectors: sector for organization and activities of public administration, sector for normative activities, sector for inspectors and governmental academy.===>Centralna institucija za uvođenje reforme bio je Biro za organizaciju i razvoj uprave, koji je obuhvatao četiri sektora: sektor za organizaciju i rad javne uprave, sektor za normativni rad, sektor inspekcije i vladina akademija.)
MATCH@E:(The core institution for the implantation of the reforms was Office for organization and development of government, which combined four different sectors: sector for organization and activities of public administration, sector for normative activities, sector for inspectors and governmental academy.===>Centralna institucija za uvođenje reforme bio je Biro za organizaciju i razvoj uprave, koji je obuhvatao četiri sektora: sektor za organizaciju i rad javne uprave, sektor za normativni rad, sektor inspekcije i vladina akademija.)
MATCH@M:(The Office represents strategic and performing part of the whole public reform process later on.===>Biro je kasnije predstavljao strateški i izvršni deo ukupnih javnih reformi.)
MATCH@E:(The Office rep resents strategic and performing part of the whole public reform process later on.===>Biro je kasnije predstavljao strateški i izvršni deo ukupnih javnih reformi.)
MATCH@M:(In those years also the status of para-state institutions was clarified.===>Tih godina razjašnjen je i status paradržavnih institucija.)
MATCH@E:(In those years also the status of para-state institutions was clarified.===>Tih godina razjašnjen je i status paradržavnih institucija.)
MATCH@M:(Next to this, positive was also change in legislative part of the reforms.===>Pored toga, pozitivna promena bila je zakonodavni deo reforme.)
MATCH@E:(Next to this, positive was also change in legislative part of the reforms.===>Pored toga, pozitivna promena bila je zakonodavni deo reforme.)
MATCH@M:(There were first changes in administrative legislation such as Law on Government, Law on public sector, Law on public agencies, Law on civil servants and legislation on local self-governance.===>Nastale su prve promene u javnom zakonodavstvu, na primer, Zakon o vladi, Zakon o javnom sektoru, Zakon o javnim agencijama, Zakon o javnim službenicima i zakonodavstvo koje obuhvata lokalnu samoupravu.)
MATCH@E:(There were first changes in administrative legislation such as Law on Government, Law on public sector, Law on public agencies, Law on civil servants and legislation on local self-governance.===>Nastale su prve promene u javnom zakonodavstvu, na primer, Zakon o vladi, Zakon o javnom sektoru, Zakon o javnim agencijama, Zakon o javnim službenicima i zakonodavstvo koje obuhvata lokalnu samoupravu.)
MATCH@M:(According to the previous legislation in this area, much more clear relations between institutions were defined as well as their competences and work control possibilities.===>U odnosu na prethodno zakonodavstvo u ovoj oblasti uspostavljeni su jasniji odnosi između institucija, kao i njihove kompe-)
MATCH@E:(According to the previous legislation in this area, much more clear relations between institutions were defined as well as their competences and work control possibilities.===>U odnosu na prethodno zakonodavstvo u ovoj oblasti uspostavljeni su jasniji odnosi između institucija, kao i njihove kompetencije i mogućnosti kontrole njihovog rada.)
MATCH@M:(However, the European Commission stated in its 1998 annual report on Slovenian pre-accession reforms: »Slovenia has made progress in the construction of some governmental institutions, but it still hadn’t made enough progress in legislative area and jurisdiction.===>Ipak, Evropska komisija je u svom godišnjem izveštaju o slovenačkim pretpristupnim reformama iz 1998. godine navela:“Slovenija je napravila napredak u stvaranju nekih institucija vlasti, ali ne i dovoljan napredak u oblasti zakonodavstva i sudstva.)
MATCH@E:(However, the European Commission stated in its 1998 annual report on Slovenian pre-accession reforms: »Slovenia has made progress in the construction of some governmental institutions, but it still hadnt made enough progress in legislative area and jurisdiction.===>Ipak, Evropska komisija je u svom godišnjem izveštaju o slovenačkim pretpristupnim reformama iz 1998. godine navela: ~~~ Slovenija je napravila napredak u stvaranju nekih institucija vlasti, ali ne i dovoljan napredak u oblasti zakonodavstva i sudstva.)
MATCH@M:(Slovenia was more concerned of economic reforms and less in short time priorities for member-ship«.===>Slovenija se više posvetila ekonomskim reformama a manje kratkoročnim prioritetima neophodnim za članstvo“.)
MATCH@E:(Slovenia was more concerned of economic reforms and less in short time priorities for membership«.===>Slovenija se više posvetila ekonomskim reformama a manje kratkoročnim prioritetima neophodnim za članstvo.)
MATCH@M:(So at the end of 1998 Slovenia was still not enough prepared for the membership in EU from the public administration point of view.===>Tako na kraju 1998. godine, sa stanovišta javne uprave, Slovenija još uvek nije bila spremna za članstvo u EU.)
MATCH@E:(So at the end of 1998 Slovenia was still not enough prepared for the membership in EU from the public administration point of view.===>Tako na kraju 1998. godine, sa stanovišta javne uprave, Slovenija još uvek nije bila spremna za članstvo u EU. 3.)
MATCH@M:(The reforms during this period were not written down in a special strategy like those that were happening in the years 1996-1997, but the effects of the reform were obvious in various legal documents and laws that were accepted and implemented during this period.===>Reforme koje su se odvijale u ovom periodu nisu bile navedene u posebnoj strategiji kao one iz perioda 1996.-1997. godine, ali su efekti reforme bili vidljivi u različitim zakonskim dokumentima i zakonima koji su prihvaćeni i primenjeni u ovom periodu.)
MATCH@E:(3.1. ~~~ Preparing for the EU - Reforms during 2000 and 2003 The reforms during this period were not written down in a special strategy like those that were happening in the years 1996-1997, but the effects of the reform were obvious in various legal documents and laws that were accepted and implemented during this period.===>Pripreme za EU reforme tokom 2000. i 2003. godine Reforme koje su se odvijale u ovom periodu nisu bile navedene u posebnoj strategiji kao one iz perioda 1996.-1997. godine, ali su efekti reforme bili vidljivi u različitim zakonskim dokumentima i zakonima koji su prihvaćeni i primenjeni u ovom periodu.)
MATCH@M:(In the year 2001 also enactment of public operation with clients was accepted.===>Godine 2001. prihvaćen je i zakon o radu sa klijentima.)
MATCH@E:(In the year 2001 also enactment of public operation with clients was accepted.===>Godine 2001. prihvaćen je i zakon o radu sa klijentima.)
MATCH@M:(Enactment foresees the public informer, the complaints book, unified schedule of public administration units across the country and across different branches (Administrative units, Units of social security services, tax offices, etc.), informing the clients on procedures, rights, their work, etc.===>Njime je obuhvaćen javni informator, knjiga žalbi, jedinstvena šema jedinica javne uprave u celoj zemlji i u svim granama (jedinicama uprave, jedinicama službi društvene bezbednosti, poreskih službi, itd.), kojim su klijenti obavešteni o postupcima, pravima, njihovom radu, itd.)
MATCH@E:(Enactment foresees the public informer, the complaints book, unified schedule of public administration units across the country and across different branches (Administrative units, Units of social security services, tax offices, etc.), informing the clients on procedures, rights, their work, etc.===>Njime je obuhvaćen javni informator, knjiga žalbi, jedinstvena šema jedinica javne uprave u celoj zemlji i u svim granama (jedinicama uprave, jedinicama službi društvene bezbednosti, poreskih službi, itd.), kojim su klijenti obavešteni o postupcima, pravima, njihovom radu, itd.)
MATCH@M:(According to this, there are special civil servants (so called informators) in Administrative units, who are providing all necessary information to citizens concerning their procedure (like what one needs to get ID card, passport, driving license, etc.).===>Prema njemu, u administrativnim jedinicama postoje posebni državni službenici (tzv. informatori) koji građanima obezbeđuju sve neophodne informacije vezane postupak zbog kojeg dolaze (na primer, šta je potrebno za dobijanje lične karte, pasoša, vozačke do-zvoje, itd.).)
MATCH@E:(According to this, there are special civil servants (so called informators) in Administrative units, who are providing all necessary information to citizens concerning their procedure (like what one needs to get ID card, passport, driving license, etc.).===>Prema njemu, u administrativnim jedinicama postoje posebni državni službenici (tzv. informatori) koji građanima obezbeđuju sve neophodne informacije vezane postupak zbog kojeg dolaze (na primer, šta je potrebno za dobijanje lične karte, pasoša, vozačke dozvoje, itd.).)
MATCH@M:(Informators helped especially administrative units to reduce unnecessary long waiting time at counters, only to get basic information on how to begin procedure for some specific document.===>Ovi informatori su su posebno pomogli da se skrati nepotrebno čekanje na šalterima upravnij jedinica samo da bi se dobilo osnovno obaveštenje o tome kako započeti postupak da dobijanje nekog dokumenta.)
MATCH@E:(Informators helped especially administrative units to reduce unnecessary long waiting time at counters, only to get basic information on how to begin procedure for some specific document.===>Ovi informatori su su posebno pomogli da se skrati nepotrebno čekanje na šalterima upravnij jedinica samo da bi se dobilo osnovno obaveštenje o tome kako započeti postupak da dobijanje nekog dokumenta.)
MATCH@M:(Positive effect was double, civil servants at counters could become more concentrated on procedures and citizens got information on how to act in specific procedure, which forms to fulfill in much shorter time (we have to understand that citizens are mostly not familiar with work of public administration and procedures before administrative organs).===>Pozitivni efekat bio je dvostruk: službenici na šalterima mogli su potpunije da se koncentrišu na postupak, a građani su dobili obaveštenja o tome šta da rade u posebnim postupcima, koje formulare da popune za kraće vreme (moramo da imamo na umu da građani uglavnom ne poznaju rad javne uprave i postupke pred organima javne uprave).)
MATCH@E:(Positive effect was double, civil servants at counters could become more concentrated on procedures and citizens got information on how to act in specific procedure, which forms to fulfill in much shorter time (we have to understand that citizens are mostly not familiar with work of public administration and procedures before administrative organs).===>Pozitivni efekat bio je dvostruk: službenici na šalterima mogli su potpunije da se koncentrišu na postupak, a građani su dobili obaveštenja o tome šta da rade u posebnim postupcima, koje formulare da popune za kraće vreme (moramo da imamo na umu da građani uglavnom ne poznaju rad javne uprave i postupke pred organima javne uprave).)
MATCH@M:(Books of complaints must be not only exposed at visible location in institution but also regularly checked and signed by director of administrative unit or manager in other institution.===>Knjige žalbi moraju da budu izložene na vidnom mestu u institucijama a direktor administrativne jedinice ili menadžer neke druge institucije moraju redovno da ih pročitaju i potpišu.)
MATCH@E:(Books of complaints must be not only exposed at visible location in institution but also regularly checked and signed by director of administrative unit or manager in other institution.===>Knjige žalbi moraju da budu izložene na vidnom mestu u institucijama a direktor administrativne jedinice ili menadžer neke druge institucije moraju redovno da ih pročitaju i potpišu.)
MATCH@M:(Citizens have also right to get the information on how the complaint about the institution or his/her subject was resolved.===>Građani takođe imaju pravo na informaciju kako je žalba na određenu instituciju rešena.)
MATCH@E:(Citizens have also right to get the information on how the complaint about the institution or his/her subject was resolved.===>Građani takođe imaju pravo na informaciju kako je žalba na određenu instituciju rešena.)
MATCH@M:(Right to complain or to get the information were not completely new (book of complaints was present for longer time), new was obligation of high civil servants to solve the problem and to inform citizens on what was done about complaint or about some indicative.===>Ovo pravo na žalbu i na informaciju nije neka novina (knjige žalbi već neko vreme su postojale), ali novo je bila obaveza visokih državnih službenika da rese problem i da obaveste građanina šta su uradili povodom žalbe ili povodom neke napomene.)
MATCH@E:(Right to complain or to get the information were not completely new (book of complaints was present for longer time), new was obligation of high civil servants to solve the problem and to inform citizens on what was done about complaint or about some indicative.===>Ovo pravo na žalbu i na informaciju nije neka novina (knjige žalbi već neko vreme su postojale), ali novo je bila obaveza visokih državnih službenika da reše problem i da obaveste građanina šta su uradili povodom žalbe ili povodom neke napomene.)
MATCH@M:(This forced civil servants to take book of complaints much more serious as before what resulted in improving quality of providing social services to the citizens.===>Ovo je nateralo državne službenike da knjigu žalbi shvate mnogo ozbiljnije nego ranije, sto je za posledicu imalo visi kvalitet društvenih usluga za građane.)
MATCH@E:(This forced civil servants to take book of complaints much more serious as before what resulted in improving quality of providing social services to the citizens.===>Ovo je nateralo državne službenike da knjigu žalbi shvate mnogo ozbiljnije nego ranije, što je za posledicu imalo viši kvalitet društvenih usluga za građane.)
MATCH@M:(Also a special program for diminishing administrative obstacles and law about gaining information was introduced, empowering the citizens to access all the information that are collected about them by different governmental institutions, with only limited exceptions of those information that can be proved as matter of state security.===>Uvedeni su i poseban program za prevazilaženje administrativnih prepreka i zakon o prikupljanju podataka, čime su građani dobili mogućnost pristupa svim informacijama koje su o njima prikupljene u različitim institucijama, uz samo neke izuzetke u koje se ubrajaju informacije koje zadiru u bezbednost države.)
MATCH@E:(Also a special program for diminishing administrative obstacles and law about gaining information was introduced, empowering the citizens to access all the information that are collected about them by different governmental institutions, with only limited exceptions of those information that can be proved as matter of state security.===>Uvedeni su i poseban program za prevazilaženje administrativnih prepreka i zakon o prikupljanju podataka, čime su građani dobili mogućnost pristupa svim informacijama koje su o njima prikupljene u različitim institucijama, uz samo neke izuzetke u koje se ubrajaju informacije koje zadiru u bezbednost države.)
MATCH@M:(This pack of anti-bureaucratic reforms introduced new understanding of public administration in Slovenia as more client-oriented and client friendly as opposition as previous model of state-oriented services.===>Ovaj paket anti-birokratskih reformi doveo je do toga da se javna uprava u Sloveniji smatra više orijentisanom prema klijentima, za razliku od prethodnog modela kada su uslu-de bile više orijentisane ka državi.)
MATCH@E:(This pack of anti-bureaucratic reforms introduced new understanding of public administration in Slovenia as more client-oriented and client friendly as opposition as previous model of state-oriented services.===>Ovaj paket anti-birokratskih reformi doveo je do toga da se javna uprava u Sloveniji smatra više orijentisanom prema klijentima, za razliku od prethodnog modela kada su uslude bile više orijentisane ka državi.)
MATCH@M:(Change of legislation on civil servants payments also introduced more effect rewarding payment system and de-secured their jobs and positions.===>Promene u zakonodavstvu o državnim službenicima takođe su uvele sistem koji nagrađuje efekte na radu, s tim sto mogu da budu smanjeni s položaja ili da dobiju otkaz.)
MATCH@E:(Change of legislation on civil servants payments also introduced more effect rewarding payment system and de-secured their jobs and positions.===>Promene u zakonodavstvu o državnim službenicima takođe su uvele sistem koji nagrađuje efekte na radu, s tim što mogu da budu smanjeni s položaja ili da dobiju otkaz.)
MATCH@M:(Special concern was paid to the Small-medium enterprises - public administration relations in the way to simplify possibilities to register company (within 3 days instead of month or more at it was previous case), and to automates most of the processes possible (e.g.: entrance in multiple databases (register of companies, tax office database, etc.) is done automatically by competent institution for registering new companies and it is not obligation of new-established company).===>Posebna pažnja posvećena je malim i srednjim preduzećima u odnosu na javnu upravu - pojednostavljeni su postupci registrovanja kompanije (u roku od tri dana u odnosu na mesec dana i duže, kako je bilo ranije) i automatizo-vani su svi procesi koji su mogli da se automatizuju (na primer, unos u visečlane baze podataka - registar kompanija, bazu podataka za poreze, itd. - automatski vrši institucija kompetentna za registrovanje novih kompanija; to više nije obaveza novo-osnovanih kompanija).)
MATCH@E:(Special concern was paid to the Small-medium enterprises public administration relations in the way to simplify possibilities to register company (within 3 days instead of month or more at it was previous case), and to automates most of the processes possible (e.g.: entrance in multiple databases (register of companies, tax office database, etc.) is done automatically by competent institution for regis tering new companies and it is not obligation of new-established company).===>Posebna pažnja posvećena je malim i srednjim preduzećima u odnosu na javnu upravu pojednostavljeni su postupci registrovanja kompanije (u roku od tri dana u odnosu na mesec dana i duže, kako je bilo ranije) i automatizovani su svi procesi koji su mogli da se automatizuju (na primer, unos u višečlane baze podataka registar kompanija, bazu podataka za poreze, itd. automatski vrši institucija kompetentna za registrovanje novih kompanija; to više nije obaveza novo-osnovanih kompanija).)
MATCH@M:(At the same time Slovenian government also introduced norms of quality in this time.===>Istovremeno je slovenačka vlada uvela neke standarde kvaliteta.)
MATCH@E:(At the same time Slovenian government also introduced norms of quality in this time.===>Istovremeno je slovenačka vlada uvela neke standarde kvaliteta.)
MATCH@M:(The administration uses European standards of evaluation, called CAF (Common Assessment Framework) ISO standards and internal control of work quality.===>Uprava primenjuje evropske standarde oce-njivanja, CAF (Common Assessment Framework -okvir za zajedničko ocenjivanje), ISO standarde i unutrašnju kontrolu kvaliteta rada.)
MATCH@E:(The administration uses European standards of evaluation, called CAF (Common Assessment Framework) ISO standards and internal control of work quality.===>Uprava primenjuje evropske standarde ocenjivanja, CAF (Common Assessment Framework okvir za zajedničko ocenjivanje), ISO standarde i unutrašnju kontrolu kvaliteta rada.)
MATCH@M:(Combination of higher public control over public administration work, introduction of objective quality control mechanisms and destabilization of security of job in public administration created environment suitable for change of public administration.===>Kombinacijom veće javne kontrole rada javne uprave, uvođenja objektivnih mehanizama kontrole kvaliteta i nestabilnosti radnog mesta u javnoj upravi stvoreno je okruženje spremno za promene u javnoj upravi.)
MATCH@E:(Combination of higher public control over public administration work, introduction of objective quality control mechanisms and destabilization of security of job in public administration created environment suitable for change of public administration.===>Kombinacijom veće javne kontrole rada javne uprave, uvođenja objektivnih mehanizama kontrole kvaliteta i nestabilnosti radnog mesta u javnoj upravi stvoreno je okruženje spremno za promene u javnoj upravi.)
MATCH@M:(By 2003 Slovene legislation was already in accordance to the European Union legal system (acquise communautaire).===>Do 2003. godine slovenačko zakonodavstvo već je bilo usklađeno sa zakonodavnim sistemom Evropske unije (acquise communautaire).)
MATCH@E:(By 2003 Slovene legislation was already in accordance to the European Union legal system (acquise communautaire).===>Do 2003. godine slovenačko zakonodavstvo već je bilo usklađeno sa zakonodavnim sistemom Evropske unije (acquise communautaire).)
MATCH@M:(Slovenian government has also accepted Strategy for further development of Slovene public sector.===>Slovenačka vlada je usvojila i strategiju za dalji razvoj slovenačkog javnog sektora.)
MATCH@E:(Slovenian government has also accepted Strategy for further development of Slovene public sector.===>Slovenačka vlada je usvojila i strategiju za dalji razvoj slovenačkog javnog sektora.)
MATCH@M:(Strategy is based on New Public Management, Good governance approaches and European legislature.===>Strategija se zasniva na novom javnoj upravi, pristupu dobrim upravljanjem i evropskom zakonodavstvu.)
MATCH@E:(Strategy is based on New Public Management, Good governance approaches and European legislature.===>Strategija se zasniva na novom javnoj upravi, pristupu dobrim upravljanjem i evropskom zakonodavstvu.)
MATCH@M:(New systematization of civil servants passed.===>Usvojena je i nova sistematizacija državnih službenika.)
MATCH@E:(New systematization of civil servants passed.===>Usvojena je i nova sistematizacija državnih službenika.)
MATCH@M:(It divided civil servants by names and status.===>Njome su državni službenici razvrstani po imenu i statusu.)
MATCH@E:(It divided civil servants by names and status.===>Njome su državni službenici razvrstani po imenu i statusu.)
MATCH@M:(Former officials of different rank were sorted in five different career classes; administrative civil servant (ranked I - IV), higher administrative civil servant (I-III) adviser (I - III), senior adviser (I -III), secretary general (I-III).===>Raniji zvaničnici različitih rangova klasifikovani su u pet različitih „razreda“: administrativni službenik (ranga I - IV), viši administrativni službenik (I - III), savetnik (I - III), viši savetnik (I - III), generalni sekretar (I -III).)
MATCH@E:(Former officials of different rank were sorted in five different career classes; administrative civil servant (ranked I IV), higher administrative civil servant (IIII) adviser (I III), senior adviser (I III), secretary general (I-III).===>Raniji zvaničnici različitih rangova klasifikovani su u pet različitih razreda: administrativni službenik (ranga I IV), viši administrativni službenik (I III), savetnik (I III), viši savetnik (I III), generalni sekretar (I III).)
MATCH@M:(Connected with the title are proper education, responsibilities and wages.===>Titula je u vezi sa odgovarajućim obrazovanjem, odgovornošću i platom.)
MATCH@E:(Connected with the title are proper education, responsibilities and wages.===>Titula je u vezi sa odgovarajućim obrazovanjem, odgovornošću i platom.)
MATCH@M:(Wage system becomes much more defined, despite still not achievement oriented (major rule of raising wage is still seniority with almost automatic promotions every three years).===>Sistem plaćanja je određeniji, mada još uvek nije određen postignućima (glavni razlog za povećanje plata još uvek je starost, a unapređenja se dobijaju skoro automatski svake tri godine).)
MATCH@E:(Wage system becomes much more defined, despite still not achievement oriented (major rule of raising wage is still seniority with almost automatic promotions every three years).===>Sistem plaćanja je određeniji, mada još uvek nije određen postignućima (glavni razlog za povećanje plata još uvek je starost, a unapređenja se dobijaju skoro automatski svake tri godine).)
MATCH@M:(Rewarding good practices in public administration is still not the case in Slovenia.===>Nagrađivanje dobrog rada u javnoj upravi još uvek nije postala praksa u Sloveniji.)
MATCH@E:(Rewarding good practices in public administration is still not the case in Slovenia.===>Nagrađivanje dobrog rada u javnoj upravi još uvek nije postala praksa u Sloveniji.)
MATCH@M:(Sum of money reserved for rewarding good civil servants is still divided between all the employees in the organization in order to prevent tensions between workers.===>Količina novca predviđena za nagrađivanje dobrih službenika još uvek se deli na sve zaposlene u organizaciji, da bi se sprečile tenzije između radnika.)
MATCH@E:(Sum of money reserved for rewarding good civil servants is still divided between all the employees in the organization in order to prevent tensions between workers.===>Količina novca predviđena za nagrađivanje dobrih službenika još uvek se deli na sve zaposlene u organizaciji, da bi se sprečile tenzije između radnika.)
MATCH@M:(In this sense, the civil servants reform is a crucial part of administrative reform that failed.===>U ovom smislu, reforma u oblasti državne službe i službenika predstavlja ključni deo reforme uprave koji nije uspeo.)
MATCH@E:(In this sense, the civil servants reform is a crucial part of administrative reform that failed.===>U ovom smislu, reforma u oblasti državne službe i službenika predstavlja ključni deo reforme uprave koji nije uspeo.)
MATCH@M:(The reform has experienced many corrections and interventions with the main effect of higher inefficiency and lack of clearness that enabled old administrative structures to more or less keep their positions or at least wages.===>Reforma je prošla kroz brojne popravke i intervencije, a glavni rezultat bio je još veća neefikasnost i nejasnoće koje su omogućile starim upravnim strukturama da manje ili više zadrže svoje pozicije ili bar plate.)
MATCH@E:(The reform has experienced many corrections and interventions with the main effect of higher inefficiency and lack of clearness that enabled old administrative structures to more or less keep their positions or at least wages.===>Reforma je prošla kroz brojne popravke i intervencije, a glavni rezultat bio je još veća neefikasnost i nejasnoće koje su omogućile starim upravnim strukturama da manje ili više zadrže svoje pozicije ili bar plate.)
MATCH@M:(Civil servants system reform was from the beginning closely connected with integration to the EU, being one of the main goals of the Slovenian Government strategy, successful enough to enter EU and ineffective enough that Slovenia still did not make complete shift from classical bureaucratic public administration to more flexible one.===>Reforma sistema državnih službenika od početka je bila u tesnoj vezi sa integracijom u EU, pošto je bila jedan od glavnih ciljeva strategije slovenačke vlade, dovoljno uspešna da se uđe u EU, a dovoljno neuspešna da Slovenija ni do danas nije iskoračila iz klasične birokratske javne uprave i stvorila fleksibilnu upravu.)
MATCH@E:(Civil servants system reform was from the beginning closely connected with integration to the EU, being one of the main goals of the Slovenian Government strategy, successful enough to enter EU and ineffective enough that Slovenia still did not make complete shift from classical bureaucratic public administration to more flexible one.===>Reforma sistema državnih službenika od početka je bila u tesnoj vezi sa integracijom u EU, pošto je bila jedan od glavnih ciljeva strategije slovenačke vlade, dovoljno uspešna da se uđe u EU, a dovoljno neuspešna da Slovenija ni do danas nije iskoračila iz klasične birokratske javne uprave i stvorila fleksibilnu upravu.)
MATCH@M:(Next to the more or less blurred civil servants system reform there was also another much more important and successful reform that enabled Slovenian government to plan development more in advance.===>Pored manje-više nejasne reforme sistema državnih službenika sprovedena je još jedna značajna i uspešna reforma koja je omogućila slovenačkoj vladi da sigurnije planira razvoj unapred.)
MATCH@E:(Next to the more or less blurred civil servants system reform there was also another much more important and successful reform that enabled Slovenian government to plan development more in advance.===>Pored manje-više nejasne reforme sistema državnih službenika sprovedena je još jedna značajna i uspešna reforma koja je omogućila slovenačkoj vladi da sigurnije planira razvoj unapred.)
MATCH@M:(For the financial years 2002 and 2003 Slovenian government for the first time prepared two-year budged that enabled government to plan financial expenses and development in advance what was important for stabilization of state-supported and financed projects.===>Za fiskalne godine 2002. i 2003., slovenačka vlada je po prvi put pripremila dvogodišnji budžet na osnovu kojed je mogla da planira finansijske troškove i razvoj unapred, a što je bilo važno za stabilizaciju projekata koje vlada podržava i finansira.)
MATCH@E:(For the financial years 2002 and 2003 Slovenian government for the first time prepared two-year budged that enabled government to plan financial expenses and development in advance what was important for stabilization of state-supported and financed projects.===>Za fiskalne godine 2002. i 2003., slovenačka vlada je po prvi put pripremila dvogodišnji budžet na osnovu kojed je mogla da planira finansijske troškove i razvoj unapred, a što je bilo važno za stabilizaciju projekata koje vlada podržava i finansira.)
MATCH@M:(Rebalance of budget caused by two-year-budget approach caused some political instability in 2002 because of misunderstanding of public finances.===>Reba-lans budžeta do kojeg je došlo zbog pristupa na bazi dve godine izazvao je 2002. godine malu političku nestabilnost zbog pogrešnog tumačenja javnih finansija.)
MATCH@E:(Rebalance of budget caused by two-year-budget approach caused some political instability in 2002 because of misunderstanding of public finances.===>Rebalans budžeta do kojeg je došlo zbog pristupa na bazi dve godine izazvao je 2002. godine malu političku nestabilnost zbog pogrešnog tumačenja javnih finansija.)
MATCH@M:(However, on long run, since 2002 Slovenian public finances become much more transparent and stable.===>Ipak, na dugi rok, slovenačke javne finansije su od 2002. godine postale mnogo transparentnije i stabilnije.)
MATCH@E:(However, on long run, since 2002 Slovenian public finances become much more transparent and stable.===>Ipak, na dugi rok, slovenačke javne finansije su od 2002. godine postale mnogo transparentnije i stabilnije.)
MATCH@M:(In providing more user-friendly services great progress was made via introducing information technology into administrative processes and procedures.===>Veliki napredak u vršenju usluga većom orijentacijom prema klijentima postignut je uvođenjem informativne tehnologije u upravne procese i postupke.)
MATCH@E:(In providing more user-friendly services great progress was made via introducing information technology into administrative processes and procedures.===>Veliki napredak u vršenju usluga većom orijentacijom prema klijentima postignut je uvođenjem informativne tehnologije u upravne procese i postupke.)
MATCH@M:(We already discussed role of information technology in Slovenian government in previous issues of The Public Manager, but we will again pay some attention to this topic.===>Već smo raspravljali o ulozi informacione tehnologije u slovenač-koj vladi u ranijim izdanjima Javnog upravnika, ali ćemo i sada posvetiti malo pažnje ovoj temi.)
MATCH@E:(We already discussed role of information technology in Slovenian government in previous issues of The Public Manager, but we will again pay some attention to this topic.===>Već smo raspravljali o ulozi informacione tehnologije u slovenačkoj vladi u ranijim izdanjima Javnog upravnika, ali ćemo i sada posvetiti malo pažnje ovoj temi.)
MATCH@M:(Quick development of Slovenian e-government from isolated attempts to organized reform flow towards e-governance introduced not only more diversified options to access public services such as e-taxes or e-government portals but also more user-oriented administrative culture.===>Brzi razvoj slovenačke e-vlade od pojedinačnih pokušaja do organizovanog reformskog toka u pravcu stvaranja e-vlade uveo je ne samo različitije opcije u pristupu javnim uslugama, kao što su portali e-poreza i e-vlade, već i administrativnu kulturu koja je više ori-jentisana na korisnika.)
MATCH@E:(Quick development of Slovenian e-government from isolated attempts to organized reform flow towards egovernance introduced not only more diversified options to access public services such as e-taxes or e-government portals but also more user-oriented administrative culture.===>Brzi razvoj slovenačke e-vlade od pojedinačnih pokušaja do organizovanog reformskog toka u pravcu stvaranja e-vlade uveo je ne samo različitije opcije u pristupu javnim uslugama, kao što su portali e-poreza i evlade, već i administrativnu kulturu koja je više orijentisana na korisnika.)
MATCH@M:(We can see that the reform of Slovenian public administration has moved from structural and organizational changes also to human resource management, the potential of civil servants and orientation towards their professional development.===>Vidimo da je reforma slovenačke javne uprave od strukturnih i organizacionih promena prešla i na upravljanje ljudskim resursima, potencijal državnih službe-nikai orijentaciju prema njihovom stručnom usavršavanju.)
MATCH@E:(We can see that the reform of Slovenian public administration has moved from structural and organizational changes also to human resource management, the potential of civil servants and orientation towards their professional development.===>Vidimo da je reforma slovenačke javne uprave od strukturnih i organizacionih promena prešla i na upravljanje ljudskim resursima, potencijal državnih službenikai orijentaciju prema njihovom stručnom usavršavanju.)
MATCH@M:(Main goals of the reforms in public sector were then its modernization, effectiveness and the beginning of communication with users through modern IT technology.===>Glavni ciljevi reformi u javnom sektoru onda su bili njegova modernizacija, efektivnost i početak komunikacije sa korisnicima putem savremene IT tehnologije.)
MATCH@E:(Main goals of the reforms in public sector were then its modernization, effectiveness and the beginning of communication with users through modern IT technology.===>Glavni ciljevi reformi u javnom sektoru onda su bili njegova modernizacija, efektivnost i početak komunikacije sa korisnicima putem savremene IT tehnologije. 3.)
MATCH@M:(Slovenia joined the European Union, and only month later elections to the European Parliament were held.===>Slovenija se priključila Evropskoj uniji, a samo mesec dana kasnije održani su izbori za Evropski parlament.)
MATCH@E:(Slovenia joined the European Union, and only month later elections to the European Parliament were held.===>Slovenija se priključila Evropskoj uniji, a samo mesec dana kasnije održani su izbori za Evropski parlament.)
MATCH@M:(Twelve-year period of medium left coalition was challenged but nobody put too much attention to electoral result.===>Dovedena je u pitanje dvanaestogodišnja vlast koalicije levog centra, ali niko nije obratio mnogo pažnje na izborne rezultate.)
MATCH@E:(Twelveyear period of medium left coalition was challenged but nobody put too much attention to electoral result.===>Dovedena je u pitanje dvanaestogodišnja vlast koalicije levog centra, ali niko nije obratio mnogo pažnje na izborne rezultate.)
MATCH@M:(In the autumn 2004 there were also national parliamentary elections, where previously mentioned coalition absolutely lost its position.===>U jesen 2004. godine održani su i nacionalni parlamentarni izbori na kojima je pomenuta koalicija u potpunosti izgubila položaj.)
MATCH@E:(In the autumn 2004 there were also national parliamentary elections, where previously mentioned coalition absolutely lost its position.===>U jesen 2004. godine održani su i nacionalni parlamentarni izbori na kojima je pomenuta koalicija u potpunosti izgubila položaj.)
MATCH@M:(New, moderate right coalition stepped into a government and started great reforming processes in different areas including economy, public media and public administration (especially state administration).===>Nova, umereno desna koalicija formirala je vladu i započela obimne reformske procese u različitim oblastima uključujući ekonomiju, javne medije i javnu upravu (posebno državnu upravu).)
MATCH@E:(New, moderate right coalition stepped into a government and started great reforming processes in different areas including economy, public media and public administration (especially state administration).===>Nova, umereno desna koalicija formirala je vladu i započela obimne reformske procese u različitim oblastima uključujući ekonomiju, javne medije i javnu upravu (posebno državnu upravu).)
MATCH@M:(Some of more indisputable reforms were already planned in previous terms (2002 and later) while others were absolutely politically motivated consequence of changing relations in political arena.===>Neke od neizostavnih reformi već su ranije planirane (posebno u javnoj upravi) dok su druge bile u potpunosti politički motivisane kao posledica izmenjenih odnosa u političkoj areni.)
MATCH@E:(Some of more indisputable reforms were already planned in previous terms (2002 and later) while others were absolutely politically motivated consequence of changing relations in political arena.===>Neke od neizostavnih reformi već su ranije planirane (posebno u javnoj upravi) dok su druge bile u potpunosti politički motivisane kao posledica izmenjenih odnosa u političkoj areni.)
MATCH@M:(Main reforms in this period connected to the Slovenian public administration can be divided into client/citizen oriented and into administration oriented.===>Glavne reforme u ovom periodu vezane za slovenačku javnu upravu mogu se podeliti na one koje su orijen-tisane na klijeenta/građanina i na orijentisane na upravu.)
MATCH@E:(Main reforms in this period connected to the Slovenian public administration can be divided into client/citizen oriented and into administration oriented.===>Glavne reforme u ovom periodu vezane za slovenačku javnu upravu mogu se podeliti na one koje su orijentisane na klijeenta/građanina i na orijentisane na upravu.)
MATCH@M:(Among client oriented positive reforms in this period we can find slow erosion of territorial competence, meaning that citizens can go to the any administrative unit in the territory of Slovenia and ask for some services such as registration of car or getting the ID or passport.===>Među pozitivnim reformama orijentisanim na klijente u ovom periodu možemo da zapazimo blagi pad teritorijalnih kompetentnosti, što znači da građani mogu da odu u bilo koju administrativnu jedinicu na teritoriji Slovenije i zatraže neke usluge, na primer da registruju vozilo ili da dobiju ličnu kartu ili pasoš.)
MATCH@E:(Among client oriented positive reforms in this period we can find slow erosion of territorial competence, meaning that citizens can go to the any administrative unit in the territory of Slovenia and ask for some services such as registration of car or getting the ID or passport.===>Među pozitivnim reformama orijentisanim na klijente u ovom periodu možemo da zapazimo blagi pad teritorijalnih kompetentnosti, što znači da građani mogu da odu u bilo koju administrativnu jedinicu na teritoriji Slovenije i zatraže neke usluge, na primer da registruju vozilo ili da dobiju ličnu kartu ili pasoš.)
MATCH@M:(Prior it was only possibly to ask for these and other documents at administrative unit covering the area of individual permanent address.===>Ranije je ovo bilo moguće dobiti ova i druga dokumenta samo u administrativnoj jedinici nadležnoj za teritoriju na kojoj stalno živite.)
MATCH@E:(Prior it was only possibly to ask for these and other documents at administrative unit covering the area of individual permanent address.===>Ranije je ovo bilo moguće dobiti ova i druga dokumenta samo u administrativnoj jedinici nadležnoj za teritoriju na kojoj stalno živite.)
MATCH@M:(Second such improvement in the work of Slovenian public administration was connected to the state of e-government in Slovenia that was detailed described in previous issues of The Public Manager.===>Drugi takav značajan napredak u radu slovenačke javne uprave vezan je za stanje e-vlade u Sloveniji koje je detaljno opisano u prethodnim izdanjima Javnog upravnika.)
MATCH@E:(Second such improvement in the work of Slovenian public administration was connected to the state of e-government in Slovenia that was detailed described in previous issues of The Public Manager.===>Drugi takav značajan napredak u radu slovenačke javne uprave vezan je za stanje e-vlade u Sloveniji koje je detaljno opisano u prethodnim izdanjima Javnog upravnika.)
MATCH@M:(Here we can only say that in this sense government stimulated e-communication with citizens, introducing more and more services available on-line (main example is e-income tax form).===>Ovde samo možemo da dodamo da je u ovom smislu vlada stimu-lisala e-komunikaciju sa građanima, i uvodila sve više usluga on-line (glavni primer je e-formular za porez na dohodak).)
MATCH@E:(Here we can only say that in this sense government stimulated e-communication with citizens, introducing more and more services available on-line (main example is e-income tax form).===>Ovde samo možemo da dodamo da je u ovom smislu vlada stimulisala e-komunikaciju sa građanima, i uvodila sve više usluga on-line (glavni primer je e-formular za porez na dohodak).)
MATCH@M:(In the field of e-public services latest achievement in Slovenia is e-car registration.===>Poslednji uspeh u oblasti e-javnih usluga jeste e-registracija vozila.)
MATCH@E:(In the field of epublic services latest achievement in Slovenia is e-car registration.===>Poslednji uspeh u oblasti e-javnih usluga jeste e-registracija vozila.)
MATCH@M:(Procedure that previously took more than half day running from office to office at the area where car was registered for the first time now take significantly less time.===>Prostupak koji je ranije oduzimao više od pola dana kada ste trčali od kancelarije do kancelarije u oblasti u kojoj vam je auto prvi put registrovan, sada traje značajno kraće.)
MATCH@E:(Procedure that previously took more than half day running from office to office at the area where car was registered for the first time now take significantly less time.===>Prostupak koji je ranije oduzimao više od pola dana kada ste trčali od kancelarije do kancelarije u oblasti u kojoj vam je auto prvi put registrovan, sada traje značajno kraće.)
MATCH@M:(Citizen now only have to pass test of car reliability (bakes check, CO pollution, lights, noise of engine) and all the other paper work can be done from their couch and signed with digital signature.===>Građanin sada samo mora da prođe test pouzdanosti automobila (provera kočnica, zagađenje ugljen-monoksi-dom, svetla, nivo buke koju pravi motor) i svu papiro-logiju može da završi sedeći na svom kauču i koristeći digitalni potpis.)
MATCH@E:(Citizen now only have to pass test of car reliability (bakes check, CO pollution, lights, noise of engine) and all the other paper work can be done from their couch and signed with digital signature.===>Građanin sada samo mora da prođe test pouzdanosti automobila (provera kočnica, zagađenje ugljen-monoksidom, svetla, nivo buke koju pravi motor) i svu papirologiju može da završi sedeći na svom kauču i koristeći digitalni potpis.)
MATCH@M:(Via internet application they can access public unite, insert data confirming that car passed the test, register car, and also insure it at the same moment (previous it was necessary to go to the insurance company and wait in row again), pay via e-banking system and so they complete whole transaction for the one year, without spending holiday leave for absence from work (because administrative units have official hours when citizens are at their jobs).===>Pomoću interneta može da stupi u kontakt sa određenom službom, da unese podatke da je automobil prošao test, da registruje auto i da ga osigura, sve u isto vreme (ranije je morao da ide u osiguravajuće društvo i da opet čeka u redovima), da plati putem sistema e-bankarstva i da završi sve transakcije koje će važiti godinu dana, umesto da utroši ceo godišnji odmor na ovaj posao (zato što ove administrativne jedinice rade u vreme kada je i građanin na poslu).)
MATCH@E:(Via internet application they can access public unite, insert data confirming that car passed the test, register car, and also insure it at the same moment (previous it was necessary to go to the insurance company and wait in row again), pay via e-banking system and so they complete whole transaction for the one year, without spending holiday leave for absence from work (because administrative units have official hours when citizens are at their jobs).===>Pomoću interneta može da stupi u kontakt sa određenom službom, da unese podatke da je automobil prošao test, da registruje auto i da ga osigura, sve u isto vreme (ranije je morao da ide u osiguravajuće društvo i da opet čeka u redovima), da plati putem sistema e-bankarstva i da završi sve transakcije koje će važiti godinu dana, umesto da utroši ceo godišnji odmor na ovaj posao (zato što ove administrativne jedinice rade u vreme kada je i građanin na poslu).)
MATCH@M:(However, on the local level there was no systematic change in the way citizens’ inclusion into policy processes or to enhance other forms of participation in policymaking processes.===>Ipak, na lokalnom nivou nije bilo sistemskih promena u načinu uključivanja građana u političke procese, niti u unapređenju nekih drugih oblika učestvovanja u donošenju političkih odluka.)
MATCH@E:(However, on the local level there was no systematic change in the way citizens inclusion into policy processes or to enhance other forms of participation in policymaking processes.===>Ipak, na lokalnom nivou nije bilo sistemskih promena u načinu uključivanja građana u političke procese, niti u unapređenju nekih drugih oblika učestvovanja u donošenju političkih odluka.)
MATCH@M:(Institution of local government slowly introduced use of Information and communication technologies in their work with citizens in form of different e-forms that can be downloaded and fulfilled.===>Institucije lokalne vlasti lagano su uvodile informacione i komunikacione tehnologije u svoj rad sa građanima u obliku e-formulara koji bi se mogli skinuti i popuniti.)
MATCH@E:(Institution of local government slowly introduced use of Information and communication technologies in their work with citizens in form of different eforms that can be downloaded and fulfilled.===>Institucije lokalne vlasti lagano su uvodile informacione i komunikacione tehnologije u svoj rad sa građanima u obliku e-formulara koji bi se mogli skinuti i popuniti.)
MATCH@M:(They improved also other forms of ICT communication with citizens, despite their results are still far from satisfactory.===>Vlasti su takođe unapredile druge oblike ICT komunikacije sa građanima, mada su njihovi rezultati još uvek daleko od zadovoljavajućih.)
MATCH@E:(They improved also other forms of ICT communication with citizens, despite their results are still far from satisfactory.===>Vlasti su takođe unapredile druge oblike ICT komunikacije sa građanima, mada su njihovi rezultati još uvek daleko od zadovoljavajućih.)
MATCH@M:(Second part of reforms was connected to the system of civil servants and reforms in this part took place only after few months of new government in role.===>Drugi deo reformi odnosio se na sistem državnih službenika i reforme u ovom delu počele su samo nekoliko me-seci pošto je nova vlada preuzela kormilo.)
MATCH@E:(Second part of reforms was connected to the system of civil servants and reforms in this part took place only after few months of new government in role.===>Drugi deo reformi odnosio se na sistem državnih službenika i reforme u ovom delu počele su samo nekoliko meseci pošto je nova vlada preuzela kormilo.)
MATCH@M:(If secretary general in pre-2004 government responsible for public administration was trying to provide as politically independent public administration in Slovenia as possible, after his appointment to the position of minister for public administration he started to destroy his own system of civil servants positions; officially in the name of more flexible public administration.===>Ako je generalni sekretar u vladi koja je bila u funkciji pre 2004. godine, a čiji resor je bila javna uprava, pokušavao da stvori što je moguće nezavisniju javnu upravu u Sloveniji, nakon što je imenovan za ministra za javnu upravu, počeo je da razara sopstveni sistem radnih mesta državnih službenika - zvanično, da bi stvorio fleksibilniju javnu upravu.)
MATCH@E:(If secretary general in pre-2004 government responsible for public administration was trying to provide as politically independent public administration in Slovenia as possible, after his appointment to the position of minister for public administration he started to destroy his own system of civil servants positions; officially in the name of more flexible public administration.===>Ako je generalni sekretar u vladi koja je bila u funkciji pre 2004. godine, a čiji resor je bila javna uprava, pokušavao da stvori što je moguće nezavisniju javnu upravu u Sloveniji, nakon što je imenovan za ministra za javnu upravu, počeo je da razara sopstveni sistem radnih mesta državnih službenika zvanično, da bi stvorio fleksibilniju javnu upravu.)
MATCH@M:(Main measures in field of civil servants system were connected with payments, responsibility and stability of employment in public administration.===>Glavne mere na polju sistema državnih službenika bile su u vezi sa isplatama, odgovornosti i stabilnosti radnog mesta u javnoj upravi.)
MATCH@E:(Main measures in field of civil servants system were connected with payments, responsibility and stability of employment in public administration.===>Glavne mere na polju sistema državnih službenika bile su u vezi sa isplatama, odgovornosti i stabilnosti radnog mesta u javnoj upravi.)
MATCH@M:(There were attempts to better connect payments in public administration with effectiveness of civil servants, and limit automatic rewarding of civil servants, what is positive.===>Bilo je pokušaja da se bolje povežu plate u javnoj upravi sa boljim učinkom službenika i da se ograniči automatsko nagrađivanje službenika, što je bilo pozitivno.)
MATCH@E:(There were attempts to better connect payments in public administration with effectiveness of civil servants, and limit automatic rewarding of civil servants, what is positive.===>Bilo je pokušaja da se bolje povežu plate u javnoj upravi sa boljim učinkom službenika i da se ograniči automatsko nagrađivanje službenika, što je bilo pozitivno.)
MATCH@M:(Main part of his civil servants system reform was enacted within document giving to the minister of public administration the power to dismiss high civil servants without any reason and appoint new individuals within first few months after being appointed to the minister position.===>Glavni deo njegove reforme u ovoj oblasti sadržan je u dokumentu kojim ministar za javnu upravu dobija moć da otpušta visoke državne službenike bez ikakvog razloga i da postavlja nove osobe u toku prvih meseci otkada je postavljen na položaj ministra.)
MATCH@E:(Main part of his civil servants system reform was enacted within document giving to the minister of public administration the power to dismiss high civil servants without any reason and appoint new individuals within first few months after being appointed to the minister position.===>Glavni deo njegove reforme u ovoj oblasti sadržan je u dokumentu kojim ministar za javnu upravu dobija moć da otpušta visoke državne službenike bez ikakvog razloga i da postavlja nove osobe u toku prvih meseci otkada je postavljen na položaj ministra.)
MATCH@M:(Slovenian tradition of relatively apolitical and stable job in public administration was strongly endangered with this document.===>Slovenačka tradicija u vezi sa relativno apolitič-nim i stabilnim radnim mestima u javnoj upravi ovim dokumentom je ozbiljno dovedena u opasnost.)
MATCH@E:(Slovenian tradition of relatively apolitical and stable job in public administration was strongly endangered with this document.===>Slovenačka tradicija u vezi sa relativno apolitičnim i stabilnim radnim mestima u javnoj upravi ovim dokumentom je ozbiljno dovedena u opasnost.)
MATCH@M:(This case went to the constitutional court that ruled out that such act is completely against of existing legal system in Slovenia and it could cause stronger political influence on professionalism of Slovenian public administration.===>Slučaj je stigao do ustavnog suda koji je presudio da je takav postupak apsolutno protivan važećeg pravnog sistema u Sloveniji i da bi mogao ozbiljno da utiče na profesionalizam u slovenačkoj državnoj upravi.)
MATCH@E:(This case went to the constitutional court that ruled out that such act is completely against of existing legal system in Slovenia and it could cause stronger political influence on professionalism of Slovenian public administration.===>Slučaj je stigao do ustavnog suda koji je presudio da je takav postupak apsolutno protivan važećeg pravnog sistema u Sloveniji i da bi mogao ozbiljno da utiče na profesionalizam u slovenačkoj državnoj upravi.)
MATCH@M:(After initial period after 2004 elections only some smaller systemic changes were enacted (one of them was also act requesting to treat e-communication with citizens equally to the other forms of communication) with unsuccessful to reduce number of employees in Slovenian public sector, especially in the state administration, were we are witnessing growing number of civil servants connected to the preparations for 2008 Slovenian presidency in the European Union and we can expect new wave of civil servants with introduction of second (regional) layer of governance.===>Posle početnog perioda posle izbora 2004. godine stupile su na snagu neke manje sistemske promene (jedna od njih bila je i zakon kojim se e-komunikacija izjednačava sa drugim oblicima komunikacije), ali nisu pomogle da se smanji broj zaposlenih u javnom sektoru u Sloveniji, posebno u državnoj upravi, u kojoj smo sve-doci sve većeg broja zaposlenih, posebno u vezi sa pripremama za predsedavanje Slovenije Evropskom unijom 2008. godine, a sa uvođenjem drugog (regionalnog) nivoa vlasti, možemo očekivati novi talas državnih službenika.)
MATCH@E:(After initial period after 2004 elections only some smaller systemic changes were enacted (one of them was also act requesting to treat e-communication with citizens equally to the other forms of communication) with unsuccessful to reduce number of employees in Slovenian public sector, especially in the state administration, were we are witnessing growing number of civil servants connected to the preparations for 2008 Slovenian presidency in the European Union and we can expect new wave of civil servants with introduction of second (regional) layer of governance. ~~~ 4.===>Posle početnog perioda posle izbora 2004. godine stupile su na snagu neke manje sistemske promene (jedna od njih bila je i zakon kojim se e-komunikacija izjednačava sa drugim oblicima komunikacije), ali nisu pomogle da se smanji broj zaposlenih u javnom sektoru u Sloveniji, posebno u državnoj upravi, u kojoj smo svedoci sve većeg broja zaposlenih, posebno u vezi sa pripremama za predsedavanje Slovenije Evropskom uni jom 2008. godine, a sa uvođenjem drugog (regionalnog) nivoa vlasti, možemo očekivati novi talas državnih službenika. 4.)
MATCH@M:(Municipalities made significant development form rural type of running local affairs to more sophisticated way of dealing with development problems.===>Opštine su značajno napredovale od ruralnog tipa vođenja lokalnih poslova do sofisticiranijeg načina rešavanja razvojnih problema.)
MATCH@E:(Political reforms of slovenian local governance Municipalities made significant development form rural type of running local affairs to more sophisticated way of dealing with development problems.===>Političke reforme lokalne vlasti u sloveniji Opštine su značajno napredovale od ruralnog tipa vođenja lokalnih poslova do sofisticiranijeg načina rešavanja razvojnih problema.)
MATCH@M:(If first set of municipalities in 1994 was mainly concerned with establishing democratic practice of political activities one can argue that in 1998 local election and later on, specific pattern of local political culture emerged and is developing.===>Ako uzmemo da se prva garnitura opština 1994. godine uglavnom bavila uspostavljanjem demokratske prakse političkog delovanja, možemo da tvrdimo da se posle lokalnih izbora 1998. godine i kasnije pojavio i razvija se jedan specifičan oblik lokalne političke kulture.)
MATCH@E:(If first set of municipalities in 1994 was mainly concerned with establishing democratic practice of political activities one can argue that in 1998 local election and later on, specific pattern of local political culture emerged and is developing.===>Ako uzmemo da se prva garnitura opština 1994. godine uglavnom bavila uspostavljanjem demokratske prakse političkog delovanja, možemo da tvrdimo da se posle lokalnih izbora 1998. godine i kasnije pojavio i razvija se jedan specifičan oblik lokalne političke kulture.)
MATCH@M:(Number of municipalities was steadily growing from 63 before 1994 to 144 after 1994.===>Broj opština je već porastao od 63 pre 1994. godine do 144 posle 1994. godine.)
MATCH@E:(Number of municipalities was steadily growing from 63 before 1994 to 144 after 1994.===>Broj opština je već porastao od 63 pre 1994. godine do 144 posle 1994. godine.)
MATCH@M:(In this sense it is possible to connect inflation of municipalities (that are in general not financially and human resource self-sufficient) with two different development strategies of new municipalities.===>U ovom smislu moguće je povezati ovu inflaciju opština (koje uopšteno govoreći nisu samodovoljne ni finansijski ni u ljudskim resursima) sa dve različite strategije razvoja novih opština.)
MATCH@E:(In this sense it is possible to connect inflation of municipalities (that are in general not financially and human resource self-sufficient) with two different development strategies of new municipalities.===>U ovom smislu moguće je povezati ovu inflaciju opština (koje uopšteno govoreći nisu samodovoljne ni finansijski ni u ljudskim resursima) sa dve različite strategije razvoja novih opština.)
MATCH@M:(First one is interest of those searching for political opportunities to establish themselves as part of (at least local) political elite.===>Prva strategija pripada onima koji traže političku šansu da zauzmu položaj u okviru (bar lokalne) političke elite.)
MATCH@E:(First one is interest of those searching for political opportunities to es tablish themselves as part of (at least local) political elite.===>Prva strategija pripada onima koji traže političku šansu da zauzmu položaj u okviru (bar lokalne) političke elite.)
MATCH@M:(Second reason for the inflation of municipalities is money flow within the individual municipalities where most of money was invested in development of municipal centre, while municipal periphery was systematically forgotten in investment plans.===>Drugi razlog za inflaciju opština leži u novčanim tokovima unutar pojedinih opština u kojima se većina novca ulaže u razvoj centra opštine, dok se u investicionim planovima periferija sistematski zaboravlja.)
MATCH@E:(Second reason for the inflation of municipalities is money flow within the individual municipalities where most of money was invested in development of municipal centre, while municipal periphery was systematically forgotten in investment plans.===>Drugi razlog za inflaciju opština leži u novčanim tokovima unutar pojedinih opština u kojima se većina novca ulaže u razvoj centra opštine, dok se u investicionim planovima periferija sistematski zaboravlja.)
MATCH@M:(Municipalities established on the basis of the second “Cause” are decade later are redistributing large share of budgetary money to investments compared to material and work expenses, are more successful in attracting additional state and European money for investments and municipality has positive statistics in every kind of development (infrastructure, services, social environment, etc.)On the other hand, municipalities established on the basis of private interests are in general spending highest percent of money for work and material expenses while investments are low.===>Opštine nastale na osnovu drugog razloga deceniju kasnije vrše preraspodelu velikog dela novca iz budžeta na investicije u idnosu na materijalne i operativne troškove, uspešnije su u privlačenju dodatnog novca za investicije iz države i iz Evrope i opština ima pozitivnu statistiku u svakoj oblasti tazvoja (infrastruktura, usluge, društveno okruženje, itd.). S druge strane, opštine nastale na osnovu privatnih interesa uglavnom troše najveći procenat novca na operativne i materijalne troškove, dok su investicije na niskom nivou.)
MATCH@E:(Municipalities established on the basis of the second Cause are decade later are redistributing large share of budgetary money to investments compared to material and work expenses, are more successful in attracting additional state and European money for investments and municipality has positive statistics in every kind of development (infrastructure, services, social environment, etc.)On the other hand, municipalities established on the basis of private interests are in general spending highest percent of money for work and material expenses while investments are low.===>Opštine nastale na osnovu drugog razloga deceniju kasnije vrše preraspodelu velikog dela novca iz budžeta na investicije u idnosu na materijalne i operativne troškove, uspešnije su u privlačenju dodatnog novca za investicije iz države i iz Evrope i opština ima pozitivnu statistiku u svakoj oblasti tazvoja (infrastruktura, usluge, društveno okruženje, itd.). ~~~ S druge strane, opštine nastale na osnovu privatnih interesa uglavnom troše najveći procenat novca na operativne i materijalne troškove, dok su investicije na niskom nivou.)
MATCH@M:(We can hardly say if this pattern is also significant for one municipality established in 2002 and even less for those 17 established in 2006.===>Teško je reći da li je ovakva šema jednako značajna za opštinu osnovanu 2002. godine, a još manje za obe koje su osnovane 2006.)
MATCH@E:(We can hardly say if this pattern is also significant for one municipality established in 2002 and even less for those 17 established in 2006.===>Teško je reći da li je ovakva šema jednako značajna za opštinu osnovanu 2002. godine, a još manje za obe koje su osnovane 2006.)
MATCH@M:(However, according to the 2006 local election we can observe new phenomenon in Slovenian municipalities and local politics.===>Ipak, na osnovu lokalnih izbora 2006. godine, zapažamo novu pojavu u slovenačkim op-štinama i lokalnoj politici.)
MATCH@E:(However, according to the 2006 local election we can observe new phenomenon in Slovenian municipalities and local politics.===>Ipak, na osnovu lokalnih izbora 2006. godine, zapažamo novu pojavu u slovenačkim opštinama i lokalnoj politici. 4.)
MATCH@M:(As it was mentioned above, in 2006 new wave of municipalities brought 17 new ones to the sum of 210 Slovenian municipalities.===>Kako je već pomenuto, novi talas formiranja opština 2006. godine povećao je broj za 17 opšrina, što ukupno čini 210 opština u Sloveniji.)
MATCH@E:(New local management?! As it was mentioned above, in 2006 new wave of municipalities brought 17 new ones to the sum of 210 Slovenian municipalities.===>Kako je već pomenuto, novi talas formiranja opština 2006. godine povećao je broj za 17 opšrina, što ukupno čini 210 opština u Sloveniji.)
MATCH@M:(Despite we are talking about relative young municipalities we can connect to the 2006 local election also important change in the local political arena that will probably strongly influence further development of Slovenian municipalities.===>Uprkos tome što govorimo o relativno mladim opštinama, za lokalne izbore 2006. godine možemo da vežemo značajne promene u lokalnoj političkoj areni koje će verovatno snažno uticati na dalji razvoj slovenačkih opština.)
MATCH@E:(Despite we are talking about relative young municipalities we can connect to the 2006 local election also important change in the local political arena that will probably strongly influence further development of Slovenian municipalities.===>Uprkos tome što govo rimo o relativno mladim opštinama, za lokalne izbore 2006. godine možemo da vežemo značajne promene u lokalnoj političkoj areni koje će verovatno snažno uticati na dalji razvoj slovenačkih opština.)
MATCH@M:(Burdened with changes in national political arena and opportunity offered by first general election may of previous managers decided to enter the politics at the local levels as well as other independent candidates.===>Opterećeni promenama u nacionalnoj političkoj areni i prilikama koje im se nude na prvim opštim izborima, mnogi dotadašnji menadžeri odlučili su da uđu u politiku na lokalnom nivou kao i drugi nezavisni kandidati.)
MATCH@E:(Burdened with changes in national political arena and opportunity offered by first general election may of previous managers decided to enter the politics at the local levels as well as other independent candidates.===>Opterećeni promenama u nacionalnoj političkoj areni i prilikama koje im se nude na prvim opštim izborima, mnogi dotadašnji menadžeri odlučili su da uđu u politiku na lokalnom nivou kao i drugi nezavisni kandidati.)
MATCH@M:(But surprising thing was change in trend of electorate that under the uncertainty at the national level elected much higher proportion of independent candidates (or those who were not explicitly supported by any of major national political parties).===>Ali iznenađuje promena u ponašanju izbornog tela koje je usled neizvesnosti na nacionalnom nivou u mnogo većoj meri izabralo nezavisne kandidate (ili one koje nije eksplicitno podržala ni jedna glavna politička stranka).)
MATCH@E:(But surprising thing was change in trend of electorate that under the uncertainty at the national level elected much higher proportion of independent candidates (or those who were not explicitly supported by any of major national political parties).===>Ali iznenađuje promena u ponašanju izbornog tela koje je usled neizvesnosti na nacionalnom nivou u mnogo većoj meri izabralo nezavisne kandidate (ili one koje nije eksplicitno podržala ni jedna glavna politička stranka).)
MATCH@M:(De-politization of local politics brought new way of runnsionalism of Slovenian public administration.===>Depolitizacija lokalne politike donela je novi način upravljanja opštinama, uz veći uticaj „menadžer-stva“ u odnosu na prethodne političke sukobe interesa.)
MATCH@E:(De-politization of local politics brought new way of runnsionalism of Slovenian public administration.===>Depolitizacija lokalne politike donela je novi način upravljanja opštinama, uz veći uticaj menadžerstva u odnosu na prethodne političke sukobe interesa.)
MATCH@M:(After initial period after 2004 elections only some smaller systemic changes were enacted (one of them was also act requesting to treat e-communication with citizens equally to the other forms of communication) with unsuccessful to reduce numbZoran Jankovic was appointed manager (state had strong stock share in this company) of Mercator system in late 1990s, made international “imperia” from small weak system of local grocery stores.===>Zoran Janković je krajem 1990-ih imenovan za menadžera (država je imala veliki paket akcija u ovoj kompaniji) sistema Mercator, stvorio je međunarodnu im-perijuod jednog malog i slabog sistema lokalnih pro-davnica.)
MATCH@E:(After initial period after 2004 elections only some smaller systemic changes were enacted (one of them was also act requesting to treat e-communication with citizens equally to the other forms of communication) with unsuccessful to reduce numbZoran Janković was appointed manager (state had strong stock share in this company) of Mercator system in late 1990s, made international imperia from small weak system of local grocery stores.===>Jedna poznata priča tiče se ljubljanske opštine (glavni grad) koja se može posmatrati kao model promene koji je zaista značajan za druge opštine. ~~~ Zoran Janković je krajem 1990-ih imenovan za menadžera (država je imala veliki paket akcija u ovoj kompaniji) sistema Mercator, stvorio je međunarodnu imperijuod jednog malog i slabog sistema lokalnih prodavnica.)
BAD_LINE_=============================================================
BAD_LINE_M:After initial period after 2004 elections only some smaller systemic changes were enacted (one of them was also act requesting to treat e-communication with citizens equally to the other forms of communication) with unsuccessful to reduce numbZoran Jankovic was appointed manager (state had strong stock share in this company) of Mercator system in late 1990s, made international “imperia” from small weak system of local grocery stores.
BAD_LINE_M:Zoran Janković je krajem 1990-ih imenovan za menadžera (država je imala veliki paket akcija u ovoj kompaniji) sistema Mercator, stvorio je međunarodnu im-perijuod jednog malog i slabog sistema lokalnih pro-davnica.
BAD_LINE_E:After initial period after 2004 elections only some smaller systemic changes were enacted (one of them was also act requesting to treat e-communication with citizens equally to the other forms of communication) with unsuccessful to reduce numbZoran Janković was appointed manager (state had strong stock share in this company) of Mercator system in late 1990s, made international imperia from small weak system of local grocery stores.
BAD_LINE_E:Jedna poznata priča tiče se ljubljanske opštine (glavni grad) koja se može posmatrati kao model promene koji je zaista značajan za druge opštine. ~~~ Zoran Janković je krajem 1990-ih imenovan za menadžera (država je imala veliki paket akcija u ovoj kompaniji) sistema Mercator, stvorio je međunarodnu imperijuod jednog malog i slabog sistema lokalnih prodavnica.
MATCH@M:(After 2004 change of ruling coalition on national level he was resigned, despite there was no business reason.===>Posle izmene vladajuće koalicije 2004. godine smenjen je, mada za to nije bilo poslovnih razloga.)
MATCH@E:(After 2004 change of ruling coalition on national level he was resigned, despite there was no business reason.===>Posle izmene vladajuće koalicije 2004. godine smenjen je, mada za to nije bilo poslovnih razloga.)
MATCH@M:(In late 2005 he announced to enter politics and run for the local election in 2006.===>Krajem 2005. godine objavio je da ulazi u politiku i kandiduje se za lokalne izbore 2006. godine.)
MATCH@E:(In late 2005 he announced to enter politics and run for the local election in 2006.===>Krajem 2005. godine objavio je da ulazi u politiku i kandiduje se za lokalne izbore 2006. godine.)
MATCH@M:(He established political group “List of Zoran Jankovic” and started with defining crucial problems of Ljubljana municipality and its inhabitants.===>Osnovao je političku grupu „Lista za Zorana Jankovića“ i počeo da definiše ključne probleme Ljubljanske opštine i njenih stanovnika.)
MATCH@E:(He established political group List of Zoran Janković and started with defining crucial problems of Ljubljana municipality and its inhabitants.===>Osnovao je političku grupu Lista za Zorana Jankovića i počeo da definiše ključne probleme Ljubljanske opštine i njenih stanovnika.)
MATCH@M:(List of “22 things to be changed or done” become his political program when he started campaign for the mayor position.===>Lista „22 stvari koje treba promeni-ti ili uraditi“ postala je njegov politički program kada je počeo kampanju za položaj gradonačelnika.)
MATCH@E:(List of 22 things to be changed or done become his political program when he started campaign for the mayor position.===>Lista 22 stvari koje treba promeniti ili uraditi postala je njegov politički program kada je počeo kampanju za položaj gradonačelnika.)
MATCH@M:(His personality created in era of Mercator manager position was unbeatable.===>Ugled koji je stvorio kao menadžer Merkatora nije se mogao pobijati.)
MATCH@E:(His personality created in era of Mercator manager position was unbeatable.===>Ugled koji je stvorio kao menadžer Merkatora nije se mogao pobijati.)
MATCH@M:(People (in Slovenia in general) loved him, they knew that he is employing thousands of employees or students.===>Ljudi su ga voleli (u celoj Sloveniji), znali su da zapošljava hiljade radnika ili studenata.)
MATCH@E:(People (in Slovenia in general) loved him, they knew that he is employing thousands of employees or students.===>Ljudi su ga voleli (u celoj Sloveniji), znali su da zapošljava hiljade radnika ili studenata.)
MATCH@M:(His economic success was combined with constant smile on his face and personal touch with all employees (also shop clerks).===>Njegov privredni uspeh bio je praćen stalnim osmehom na licu i ličnim kontaktima koje je negovao sa svim zaposlenima (i sa prodavcima).)
MATCH@E:(His economic success was combined with constant smile on his face and personal touch with all employees (also shop clerks).===>Njegov privredni uspeh bio je praćen stalnim osmehom na licu i ličnim kontaktima koje je negovao sa svim zaposlenima (i sa prodavcima).)
MATCH@M:(On the day of the local election in 2006 he was absolute winner, gaining 62,99% of votes, beating 15 other candidates.===>Na dan lokalnih izbora on je bio apsolutni pobednik, dobio je 62,99% glasova, pobedio 15 drugih kandidata.)
MATCH@E:(On the day of the local election in 2006 he was absolute winner, gaining 62,99% of votes, beating 15 other candidates.===>Na dan lokalnih izbora on je bio apsolutni pobednik, dobio je 62,99% glasova, pobedio 15 drugih kandidata.)
MATCH@M:(List of Zoran Jankovic won 41,37% of votes and 23 out of 45 seats in municipal council.===>Lista za Zorana Jankovića osvojila je 41,37% glasova i 23 od 45 mesta u gradskom veću.)
MATCH@E:(List of Zoran Jankovič won 41,37% of votes and 23 out of 45 seats in municipal council.===>Lista za Zorana Jankovića osvojila je 41,37% glasova i 23 od 45 mesta u gradskom veću.)
MATCH@M:(He got mandate of absolute ruler.===>Dobio je mandat apsolutnog vladara.)
MATCH@E:(He got mandate of absolute ruler.===>Dobio je mandat apsolutnog vladara.)
MATCH@M:(He kept his first promise and block his mayor salary for one year (whit his other resources it was easy to do so) and decided to get paid on the basis of his success in first year of his mandate measured with support of citizens to his activities.===>Održao je prvo obećanje i odbio je gradonačelničku platu za prvu godinu (zahvaljujući sredstvima koje ima to mu nije bilo teško) i odlučio da dobija platu na osnovu uspe-šnosti u prvoj godini svoga mandata, mereno podrškom koju građani daju njegovom radu.)
MATCH@E:(He kept his first promise and block his mayor salary for one year (whit his other resources it was easy to do so) and decided to get paid on the basis of his success in first year of his mandate measured with support of citizens to his activities.===>Održao je prvo obećanje i odbio je gradonačelničku platu za prvu godinu (zahvaljujući sredstvima koje ima to mu nije bilo teško) i odlučio da dobija platu na osnovu uspešnosti u prvoj godini svoga mandata, mereno podrškom koju građani daju njegovom radu.)
MATCH@M:(His popularity was growing because Ljubljana started to regain its capital nature that was almost abandoned in previous mandates due to political disputes and inactivity.===>Njegova popularnost je rasla pošto je Ljubljana ponovo dobijala značaj glavnog grada koji je skoro izgubila tokom prethodnih mandata, zbog političkih neslaganja i neaktivnosti vlasti.)
MATCH@E:(His popularity was growing because Ljubljana started to regain its capital nature that was almost abandoned in previous mandates due to political disputes and inactivity.===>Njegova popularnost je rasla pošto je Ljubljana ponovo dobijala značaj glavnog grada koji je skoro izgubila tokom prethodnih mandata, zbog političkih neslaganja i neaktivnosti vlasti.)
MATCH@M:(Jankovic restructured municipal administration, finances and life in the city.===>Janković je prestruktuirao gradsku upravu, finansije i život u gradu.)
MATCH@E:(Janković restructured municipal administration, finances and life in the city.===>Janković je prestruktuirao gradsku upravu, finansije i život u gradu.)
MATCH@M:(His list of 22 things to be done is becoming more and more checked as fulfilled and even expensive and unrealistic projects as new football stadium (that is certainly necessary but expensive investment) are becoming reality (Stadium is under construction in second year of Jankovics’ mandate, after mandate or two of thinking what to do).===>Na njegovoj od 22 stvari bilo je sve više ostvarenih tačaka i čak skupi i nerealni projekti kao što je novi fudbalski stadion (koji je svakako neophodna, ali skupa investicija) postaju stvarnost (stadion se gradi od druge godine Jankovićevog mandata, posle jednog ili dva mandata u kojima se razmišljalo šta da se radi).)
MATCH@E:(His list of 22 things to be done is becoming more and more checked as fulfilled and even expensive and unrealistic projects as new football stadium (that is certainly necessary but expensive investment) are becoming reality (Stadium is under construction in second year of Jankovićs mandate, after mandate or two of thinking what to do).===>Na njegovoj od 22 stvari bilo je sve više ostvarenih tačaka i čak skupi i nerealni projekti kao što je novi fudbalski stadion (koji je svakako neophodna, ali skupa investicija) postaju stvarnost (stadion se gradi od druge godine Jankovićevog mandata, posle jednog ili dva mandata u kojima se razmišljalo šta da se radi).)
MATCH@M:(He is breaking all the public administration procedures and rules.===>On razbija sve administrativne procedure i pravila.)
MATCH@E:(He is breaking all the public administration procedures and rules.===>On razbija sve administrativne procedure i pravila.)
MATCH@M:(Strongly supported by his list in municipal council, and his managerial ability enables him to change the system as well as Srot in Celje municipality and Popovic in Koper municipality did it already before and endangered Ljubljana position of central city (for some time before 2006 election there was some whispering that some of central institution could move out form Ljubljana).===>Sa jakom podrškom svoje liste u gradskom veću i svojim menadžerskim sposobnostima u stanju je da menja sistem kao što su to uradili i Srot u Celju i Popović u Kopru i ugrozili položaj Ljubljane kao centralnog grada (neko vreme pre izbora 2006. bilo je glasina kako neke centralne institucije treba izme-stiti iz Ljubljane).)
MATCH@E:(Strongly supported by his list in municipal council, and his managerial ability enables him to change the system as well as [rot in Celje municipality and Popović in Koper municipality did it already before and endangered Ljubljana position of central city (for some time before 2006 election there was some whispering that some of central institution could move out form Ljubljana).===>Sa jakom podrškom svoje liste u gradskom veću i svojim menadžerskim sposobnostima u stanju je da menja sistem kao što su to uradili i [rot u Celju i Popović u Kopru i ugrozili položaj Ljubljane kao centralnog grada (neko vreme pre izbora 2006. bilo je glasina kako neke centralne institucije treba izmestiti iz Ljubljane).)
MATCH@M:(If other municipalities with weak political arena and strong managerial leaders will follow his example we can expect change in local governance principles that will brought potential to influence also national level of public administration and state institutions or they will more and more ignore state level and organize development independent form state development strategies.===>Ako druge opštine koje imaju slabu političku arenu i jake lidere menadžere slede njegov primer, možemo očekivati promene u principima lokalne vlasti čiji će se uticaj osetiti i na nacionalnom nivou javne uprave i u državnim institucijama, ili će oni sve više ignorisati državni nivo i organizovati razvoj nezavisno od državnih strategija razvoja.)
MATCH@E:(If other municipalities with weak political arena and strong managerial leaders will follow his example we can expect change in local governance principles that will brought potential to influence also national level of public administration and state institutions or they will more and more ignore state level and organize development independent form state development strategies. ~~~ 4.2.===>Ako druge opštine koje imaju slabu političku arenu i jake lidere menadžere slede njegov primer, možemo očekivati promene u principima lokalne vlasti čiji će se uticaj osetiti i na nacionalnom nivou javne uprave i u državnim institucijama, ili će oni sve više ignorisati državni nivo i organizovati razvoj nezavisno od državnih strategija razvoja. 4.)
MATCH@M:(Debate on regionalization in Slovenia exists since reform of local governance.===>Debata o regionalizaciji u Sloveniji traje još od reforme lokalne uprave.)
MATCH@E:(Regionalization Debate on regionalization in Slovenia exists since reform of local governance.===>Regionalizacija Debata o regionalizaciji u Sloveniji traje još od reforme lokalne uprave.)
MATCH@M:(In different waves intensity of regionalisation efforts increases and declines, but in general, for 15 years no significant progress was made.===>Intenzitet pokušaja da se postigne regionalizacija jača i slabi u talasima, ali uopšteno govoreći, za 15 godina nije postignut nikakav napredak.)
MATCH@E:(In different waves intensity of regionalisation efforts increases and declines, but in general, for 15 years no significant progress was made.===>Intenzitet pokušaja da se postigne regionalizacija jača i slabi u talasima, ali uopšteno govoreći, za 15 godina nije postignut nikakav napredak.)
MATCH@M:(Last attempt to establish regions as second layer of subnational government was going on in second half of 2007 and first half of 2008 and it failed.===>Poslednji pokušaj da se uspostave regije kao drugi nivo sub-naci-onalne vlasti bio je u drugoj polovini 2007. godine i u prvoj polovini 2008. godine i on se završio neuspehom.)
MATCH@E:(Last attempt to establish regions as second layer of subnational government was going on in second half of 2007 and first half of 2008 and it failed.===>Poslednji pokušaj da se uspostave regije kao drugi nivo sub-nacionalne vlasti bio je u drugoj polovini 2007. godine i u prvoj polovini 2008. godine i on se završio neuspehom.)
MATCH@M:(Main reason for the constant inability to create regional governmental structure is strongly connected to different political interests and lack economic sustainability (not even thinking of social or environmental one).===>Glavni razlog te stalne nesposobnosti da se uspostavi regionalna struktura vlasti blisko je povezan sa različitim političkim interesima i nemogućnosti ekonomske održi-vosti (da i ne razmišljamo o društvenoj održivosti ili o okruženju).)
MATCH@E:(Main reason for the constant inability to create regional governmental structure is strongly connected to different political interests and lack economic sustainability (not even thinking of social or environmental one).===>Glavni razlog te stalne nesposobnosti da se uspostavi regionalna struktura vlasti blisko je povezan sa različitim političkim interesima i nemogućnosti ekonomske održivosti (da i ne razmišljamo o društvenoj održivosti ili o okruženju).)
MATCH@M:(Drafts of regional plans are not including clear goals that should be measured and evaluated in easy sense what blurs role of the regions as accelerators of development.===>Nacrti regionalnih planova ne sadrže jasne ciljeve koje je moguće lako izmeriti i ocenjivati što zamagljuje ulogu regija kao faktora ubrzanja razvoja.)
MATCH@E:(Drafts of regional plans are not including clear goals that should be measured and evaluated in easy sense what blurs role of the regions as accelerators of development.===>Nacrti regionalnih planova ne sadrže jasne ciljeve koje je moguće lako izmeriti i ocenjivati što zamagljuje ulogu regija kao faktora ubrzanja razvoja.)
MATCH@M:(This makes regions politico-administrative octopus that will re-direct money flow from municipalities and create new level of civil servants and bureaucratic decision-makers who will certainly not be supportive for investments and development.===>To od regija stvara političko administrativne hobotnice koje će preusmeriti novčane tokove dalje od opština i i stvoriti novi sloj državnih službenika i birokrata koji se-de na mestima na kojima se odlučuje i koji sigurno neće dati svoj glas za investicije i razvoj.)
MATCH@E:(This makes regions politico-administrative octopus that will re-direct money flow from municipalities and create new level of civil servants and bureaucratic decision-makers who will certainly not be supportive for investments and development.===>To od regija stvara političko administrativne hobotnice koje će preusmeriti novčane tokove dalje od opština i i stvoriti novi sloj državnih službenika i birokrata koji sede na mestima na kojima se odlučuje i koji sigurno neće dati svoj glas za investicije i razvoj.)
MATCH@M:(Basic argument in favour of this opinion can be sole nature of hierarchical decisionmaking processes according to which each new level of bureaucracy demands additional time and money in order to make decisions.===>Osnovni argument koji potkrepljuje ovaj stav jeste sama priroda hijerarhijskih procesa odlučivanja po kojoj svaki novi sloj birokratije zahteva dodatno vreme i novac da bi doneo odluku.)
MATCH@E:(Basic argument in favour of this opinion can be sole nature of hierarchical decisionmaking processes according to which each new level of bureaucracy demands additional time and money in order to make decisions.===>Osnovni argument koji potkrepljuje ovaj stav jeste sama priroda hijerarhijskih procesa odlučivanja po kojoj svaki novi sloj birokratije zahteva dodatno vreme i novac da bi doneo odluku.)
MATCH@M:(With such situation it seems much better to use Slovenian statistical regions as equivalent to political regions (at least development performance will be easily measured) or to keep current situation and strongly support better cooperation among municipalities.===>U takvoj situaciji izgleda da je mnogo bolje da se slovenačke statističke regije uzmu kao jednake političkim regijama (bar će razvojni učinak moći lako da se izmeri) ili da se zadrži sadašnja situacija i da se snažno podrži bolja međuopštinska saradnja.)
MATCH@E:(With such situation it seems much better to use Slovenian statistical regions as equivalent to political regions (at least development performance will be easily measured) or to keep current situation and strongly support better cooperation among municipalities. ~~~ 5.===>U takvoj situaciji izgleda da je mnogo bolje da se slovenačke statističke regije uzmu kao jednake političkim regijama (bar će razvojni učinak moći lako da se izmeri) ili da se zadrži sadašnja situacija i da se snažno podrži bolja međuopštinska saradnja. 5.)
MATCH@M:(In general one can say that there was significant progress in the area of local self-government reform connected to the public administration reform.===>Uopšteno, može se raći da je ostvaren značajan napredak u oblasti reforme lokalne samouprave a u vezi sa reformom javne uprave.)
MATCH@E:(Concluding remarks In general one can say that there was significant progress in the area of local self-government reform connected to the public administration reform.===>Zaključne napomene Uopšteno, može se raći da je ostvaren značajan napredak u oblasti reforme lokalne samouprave a u vezi sa reformom javne uprave.)
MATCH@M:(On the other hand there is still great lack of clear idea what is main mission of local self-government defined in the context of the new public management.===>S druge strane, još uvek ne postoji jasna ideja o tome koja jeglavna misija lokalne samouprave definisane u kontekstu nove javne uprave.)
MATCH@E:(On the other hand there is still great lack of clear idea what is main mission of local self-government defined in the context of the new public management.===>S druge strane, još uvek ne postoji jasna ideja o tome koja jeglavna misija lokalne samouprave definisane u kontekstu nove javne uprave.)
MATCH@M:(Slovenian local self-government lacks of organizational, financial and human resources in order to provide appropriate level of effectiveness, efficiency, economy, and user-friendliness.===>Slovenačkoj lokalnoj samoupravi nedostaju organizacioni, finansijski i ljudski resursi da bi ostvarila odgovarajući nivo efektivnosti, efikasnosti, ekonomije i otvorenosti prema korisniku.)
MATCH@E:(Slovenian local self-government lacks of organizational, financial and human resources in order to provide appropriate level of effectiveness, efficiency, economy, and user-friendliness.===>Slovenačkoj lokalnoj samoupravi nedostaju organizacioni, finansijski i ljudski resursi da bi ostvarila odgovarajući nivo efektivnosti, efikasnosti, ekonomije i otvorenosti prema korisniku.)
MATCH@M:(From the presented reform way it is obvious that main source of reforms is legislation and not administrative processes.===>Iz prezentiranog načina reforme jasno je da je glavni izvor reforme zakonodavstvo, a ne administrativni procesi.)
MATCH@E:(From the presented reform way it is obvious that main source of reforms is legislation and not administrative processes.===>Iz prezentiranog načina reforme jasno je da je glavni izvor reforme zakonodavstvo, a ne administrativni procesi.)
MATCH@M:(2007-2008 period was strongly marked by regionalization debate that shows real impotence of Slovenian local self-government reform.===>Period 2007-2008. godine posebno je obeležen raspravama o regionalizaciji koja pokazuje stvarnu nemoć reforme lokalne samouprave u Sloveniji.)
MATCH@E:(2007-2008 period was strongly marked by regionalization debate that shows real impotence of Slovenian local self-government reform.===>Period 2007-2008. godine posebno je obeležen raspravama o regionalizaciji koja pokazuje stvarnu nemoć reforme lokalne samouprave u Sloveniji.)
MATCH@M:(If we know that regionalization debate started already in 1992 we can see that only limited progress towards new legislation was made with no consensus on number and role of regions.===>Ako znamo da je ova rasprava o regionalizaciji počela još 1992. godine, vidimo da je učinjen ograničen napredak u pravcu novog zakonodavstva pri čemu ne postoji konsenzus u vezi sa brojem i ulogom regija.)
MATCH@E:(If we know that regionalization debate started already in 1992 we can see that only limited progress towards new legislation was made with no consensus on number and role of regions.===>Ako znamo da je ova rasprava o regionalizaciji počela još 1992. godine, vidimo da je učinjen ograničen napredak u pravcu novog zakonodavstva pri čemu ne postoji konsenzus u vezi sa brojem i ulogom regija.)
MATCH@M:(Slovenia is still facing (on all levels of government) intensive political influence of administrative work and management.===>Slovenija je još uvek suočena (na svim nivoima vlasti) s jakim političkim uticajima administrativne vlasti i uprave.)
MATCH@E:(Slovenia is still facing (on all levels of government) intensive political influence of administrative work and management.===>Slovenija je još uvek suočena (na svim nivoima vlasti) s jakim političkim uticajima administrativne vlasti i uprave.)
MATCH@M:(It is an analysis of raspberry specific nature, its marketing channel structure, the problems of forming prices and of promotion depending on marketing channels relations, conducted through the benchmarking analysis of these two factories.===>Kroz analizu specifičnosti maline njene strukture kanala marketinga, problema u formiranju cena i promocije u zavisnosti od odnosa u kanalima marketinga, a uz pomoću benčmarking analize dve fabrike pokazaće se složenost odnosa unutar poljoprivrednih proizvoda.)
MATCH@E:(It is an analysis of raspberry specific nature, its marketing channel structure, the problems of forming prices and of promotion depending on marketing channels relations, conducted through the benchmarking analysis of these two factories.===>)
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BAD_LINE_M:It is an analysis of raspberry specific nature, its marketing channel structure, the problems of forming prices and of promotion depending on marketing channels relations, conducted through the benchmarking analysis of these two factories.
BAD_LINE_M:Kroz analizu specifičnosti maline njene strukture kanala marketinga, problema u formiranju cena i promocije u zavisnosti od odnosa u kanalima marketinga, a uz pomoću benčmarking analize dve fabrike pokazaće se složenost odnosa unutar poljoprivrednih proizvoda.
BAD_LINE_E:It is an analysis of raspberry specific nature, its marketing channel structure, the problems of forming prices and of promotion depending on marketing channels relations, conducted through the benchmarking analysis of these two factories.
BAD_LINE_E:
MATCH@M:(Sprecific features of fruit marketing channels are presented thoughout the marketing process or through individual marketing activities having in mind the characteristics of certain sorts of fruit.===>Specifičnosti kanala marketinga voća se iskazuju kroz ceo marketing proces ili kroz pojedine marketing aktivnosti u zavisnosti od karakteristika pojedinih vrsta voća.)
MATCH@E:(Sprecific features of fruit marketing channels are presented thoughout the marketing process or through individual marketing activities having in mind the characteristics of certain sorts of fruit.===>Specifičnosti kanala marketinga voća se iskazuju kroz ceo marketing proces ili kroz pojedine marketing aktivnosti u zavisnosti od karakteristika pojedinih vrsta voća.)
MATCH@M:(In terms of spatial coverage, agricultural production can be defined as unevenly spread and seasonal in character (especially in case of the primary agricultural production).===>Poljoprivredna proizvodnja je u prostornom pogledu veoma neravnomerno raspoređena i ima sezonski karakter (u prvom redu primarna poljoprivredna proizvodnja).)
MATCH@E:(In terms of spatial coverage, agricultural production can be defined as unevenly spread and seasonal in character (especially in case of the primary agricultural production).===>Poljoprivredna proizvodnja je u prostornom pogledu veoma neravnomerno raspoređena i ima sezonski karakter (u prvom redu primarna poljoprivredna proizvodnja).)
MATCH@M:(On the other hand, the need for the agricultural produce is rather continual.===>Na drugoj strani, potrebe za agroproi-zvodima su vremenski uglavnom kontinuirane.)
MATCH@E:(On the other hand, the need for the agricultural produce is rather continual.===>Na drugoj strani, potrebe za agroproizvodima su vremenski uglavnom kontinuirane.)
MATCH@M:(In addition to the specific features of the marketing channels for the agricultural produce, it is necessary that the specific nature of the marketing channel for each sort of agricultural produce be analysed within the overall industry, and for the purpose of satisfying the demend of end users in the best possible manner.===>Pored posebnih karakteristika kanala marketinga za poljoprivredne proizvode, javlja se nužnost u sagledavanju specifičnosti kanala marketinga za svaki poljoprivredni proizvod unutar ukupnog agrobiznisa, kako bi se na najbolji način zadovoljile potrebe krajnjih potrošača.)
MATCH@E:(In addition to the specific features of the marketing channels for the agricultural produce, it is necessary that the specific nature of the marketing channel for each sort of agricultural produce be analysed within the overall industry, and for the purpose of satisfying the demend of end users in the best possible manner.===>Pored posebnih karakteristika kanala marketinga za poljoprivredne proizvode, javlja se nužnost u sagledavanju specifičnosti kanala marketinga za svaki poljoprivredni proizvod unutar ukupnog agrobiznisa, kako bi se na najbolji način zadovoljile potrebe krajnjih potrošača.)
MATCH@M:(Another fact that supports our assumption on the necessity to analyse the specific feature of each of the agricultural produce is a different perishability rate, storage period, territorial coverage, time of offer which is conditioned by a natural production process each sort of the produce has.===>Još jedna od činjenica, koja je u prilog našoj pretpostavci u nužnosti sagledavanja specifičnosti kanala marketinga za svaki poljoprivredni proizvod, je različit stepen kvarljivosti, vremena čuvanja, teritorijalne određenosti, vremena ponude koje je uslovljeno prirodnim procesom proizvodnje, svakog poljoprivrednog proizvoda ponaosob.)
MATCH@E:(Another fact that supports our assumption on the necessity to analyse the specific feature of each of the agricultural produce is a different perishability rate, storage period, territorial coverage, time of offer which is conditioned by a natural production process each sort of the produce has.===>Još jedna od činjenica, koja je u prilog našoj pretpostavci u nužnosti sagledavanja specifičnosti kanala marketinga za svaki poljoprivredni proizvod, je različit stepen kvarljivosti, vremena čuvanja, teritorijalne određenosti, vremena ponude koje je uslovljeno prirodnim procesom proizvodnje, svakog poljoprivrednog proizvoda ponaosob.)
MATCH@M:(The empiric analysis of the Jugprom, d.o.o company and the Arilje Cooperative is intended to explain a different combination of marketing mix and the company marketing channels, especially in case of raspberry, implemented to achieve both the companies’ goals and the customers’ demand.===>Kroz empirijsku analizu fabrike «Jugpom» d.o.o i Zadruge Arilje, uočiće se različita kombinacija marketing miksa i kanala marketinga preduzeca, posebno za malinu, radi ostvarenja ciljeva preduzeca i zadovoljenja potreba potrošača.)
MATCH@E:(The empiric analysis of the Jugprom, d.o.o company and the Arilje Cooperative is intended to explain a different combination of marketing mix and the company marketing channels, especially in case of raspberry, implemented to achieve both the companies goals and the customers demand. ~~~ Table 1.===>Kroz empirijsku analizu fabrike «Jugpom» d.o.o i Zadruge Arilje, uočiće se različita kombinacija marketing miksa i kanala marketinga preduzeća, posebno za malinu, radi ostvarenja ciljeva preduzeća i zadovoljenja potreba potrošača.)
MATCH@M:(Table 1.===>Tabela br. 1.)
MATCH@E:(Table 2.===>Tabela br. 2.)
MATCH@M:(Raspberry counts as one of the most important export produce, a key feature of rural development in some parts.===>Malina je jedan od najvažnijih izvoznih proizvoda i predstavlja okosnicu ruralnog razvoja u pojedinim sredinama.)
MATCH@E:(Raspberry production balance1 Raspberry counts as one of the most important export produce, a key feature of rural development in some parts.===>Malina je jedan od najvažnijih izvoznih proizvoda i predstavlja okosnicu ruralnog razvoja u pojedinim sredinama.)
MATCH@M:(The present and the future of Serbia is branding the raspberry.===>Sadašnjost i budućnost Srbije je formiranje brenda srpske maline.)
MATCH@E:(The present and the future of Serbia is branding the raspberry.===>Sadašnjost i budućnost Srbije je formiranje brenda srpske maline.)
MATCH@M:(Serbia is one of the world’s largest producers of raspberry, covering one fourth of the total production of raspberry worldwide.===>Srbija je jedan od najvećih proizvodjača maline u svetu sa oko četvrtinom svetske proizvodnje.)
MATCH@E:(Serbia is one of the worlds largest producers of raspberry, covering one fourth of the total production of raspberry worldwide.===>Srbija je jedan od najvećih proizvodjača maline u svetu sa oko četvrtinom svetske proizvodnje.)
MATCH@M:(The income statement for raspberry presented below allows for a conclusion that there is a tendency in increasing the number of actively yielding bushes, however, the yield generally remains unchanged.===>Iz narednog bilansa uspeha maline možemo zaključiti da je tendencija u povećanju broja rodnih stabala, ali da prinos ostaje uglavnom nepro-menjen.)
MATCH@E:(The income statement for raspberry presented below allows for a conclusion that there is a tendency in increasing the number of actively yielding bushes, however, the yield generally remains unchanged.===>Iz narednog bilansa uspeha maline možemo zaključiti da je tendencija u povećanju broja rodnih stabala, ali da prinos ostaje uglavnom nepromenjen.)
MATCH@M:(This highlights great potentials of Serbia, which are still not appropriately put to use, due to inadequate agricultural engineering measures.===>To ukazuje na velike potencijale Srbije, ali nedovoljno iskorišćene, zbog neadekvatne primene agrotehničkih mera.)
MATCH@E:(This highlights great potentials of Serbia, which are still not appropriately put to use, due to inadequate agricultural engineering measures.===>To ukazuje na velike potencijale Srbije, ali nedovoljno iskorišćene, zbog neadekvatne primene agrotehničkih mera.)
MATCH@M:(The analysis of exports and consumption reveals a stagnation trend over the years, with the rise of prices in its wake.===>Analizom izvoza i potrošnje uočavamo trend stagnacije iz godine u godinu, praćene porastom cena.)
MATCH@E:(The analysis of exports and consumption reveals a stagnation trend over the years, with the rise of prices in its wake.===>Analizom izvoza i potrošnje uočavamo trend stagnacije iz godine u godinu, praćene porastom cena.)
MATCH@M:(We can draw a conclusion that it is an insufficient production of raspberry that triggers the rise in prices and consequently a smaller share it has in human consumption.===>Zaključak je da zbog nedovoljne proizvodnje maline, dolazi do porasta cena, i nemogućnosti veće potrošnje u ljudskoj ishrani iz ekonomskih razloga.)
MATCH@E:(We can draw a conclusion that it is an insufficient production of raspberry that triggers the rise in prices and consequently a smaller share it has in human consumption.===>Zaključak je da zbog nedovoljne proizvodnje maline, dolazi do porasta cena, i nemogućnosti veće potrošnje u ljudskoj ishrani iz ekonomskih razloga.)
MATCH@M:(The export stagnation is also the result of too small a quantity of raspberry produced.===>Stagnacija izvoza je uzrokovana takođe nedovoljnom količinom proizvedene maline.)
MATCH@E:(The export stagnation is also the result of too small a quantity of raspberry produced.===>Stagnacija izvoza je uzrokovana takođe nedovoljnom količinom proizvedene maline.)
MATCH@M:(This position is achieved due to a good quality and competitive quantities and prices.===>Tu poziciju je stekla zahvaljujući dobrom kvalitetu i konkurentnošću u pogledu količina i cena.)
MATCH@E:(This position is achieved due to a good quality and competitive quantities and prices.===>Tu poziciju je stekla zahvaljujući dobrom kvalitetu i konkurentnošću u pogledu količina i cena.)
MATCH@M:(The positioning of raspberry in the world is related to the perception of Serbia and its political and social system abroad.===>Pozicioniranje maline u svetu se vezuje i za percipiranje Srbije, njenog političkog, društvenog i socijalnog uređenja.)
MATCH@E:(The positioning of raspberry in the world is related to the perception of Serbia and its political and social system abroad.===>Pozicioniranje maline u svetu se vezuje i za percipiranje Srbije, njenog političkog, društvenog i socijalnog uređenja.)
MATCH@M:(Therefore, the greatest contribution to improving our brands worldwide may come from our politicians and ministers.===>Shodno navedenom, najveći doprinos na popravljanju naših brendova u svetu, mogu dati naši političari i ministri.)
MATCH@E:(Therefore, the greatest contribution to improving our brands worldwide may come from our politicians and ministers.===>Shodno navedenom, najveći doprinos na popravljanju naših brendova u svetu, mogu dati naši političari i ministri.)
MATCH@M:(A favourable attitude towards Serbia as a reliable partner and a steady socio-political environment may significantly help our exporters throughout the world and in the media.===>Pozitivno mišljenje o Srbiji, kao o pouzdanom partneru i stabilnom društveno-političkom okruženju, može dati značajno mesto našim izvoznicima u svetskoj javnosti i medijima.)
MATCH@E:(A favourable attitude towards Serbia as a reliable partner and a steady socio-political environment may significantly help our exporters throughout the world and in the media.===>Pozitivno mišljenje o Srbiji, kao o pouzdanom partneru i stabilnom društveno-političkom okruženju, može dati značajno mesto našim izvoznicima u svetskoj javnosti i medijima.)
MATCH@M:(The following table will give an idea of the Serbian raspberry quotation on world market.===>Narednom tabelom možete stvoriti predstavu o kotiranju srpske maline na svetskom tržištu.)
MATCH@E:(The following table will give an idea of the Serbian raspberry quotation on world market.===>Narednom tabelom možete stvoriti predstavu o kotiranju srpske maline na svetskom tržištu.)
MATCH@M:(The following shows that Serbia has excellent conditions to increase the production of raspberry.===>Kao što se može zaključiti iz narednog prikaza, Srbija ima najveće mogućnosti za proizvodnju većih količina maline.)
MATCH@E:(The following shows that Serbia has excellent conditions to increase the production of raspberry.===>Kao što se može zaključiti iz narednog prikaza, Srbija ima najveće mogućnosti za proizvodnju većih količina maline.)
MATCH@M:(However, to improve its position on the world market, Serbia has to renew old plantations and to be more efficient in introducing world standards, since in this area it is still at the beginning, wheras Chile is at the very top in using protection control.===>Međutim, da bi u potpunosti popravila svoj položaj na svetskom tržištu, mora da obnovi stare zasade, da bude efikasnija u uvođenju svetskih standarda, jer je njena sledljivost svetskih standarda na početku, dok je Čile u vrhu po primeni kontrole zaštite.)
MATCH@E:(However, to improve its position on the world market, Serbia has to renew old plantations and to be more efficient in introducing world standards, since in this area it is still at the beginning, wheras Chile is at the very top in using protection control.===>Međutim, da bi u potpunosti popravila svoj položaj na svetskom tržištu, mora da obnovi stare zasade, da bude efikasnija u uvođenju svetskih standarda, jer je njena sledljivost svetskih standarda na početku, dok je Čile u vrhu po primeni kontrole zaštite.)
MATCH@M:(There is a positive correlation between a high level of protection control and standard implementation.===>Pozitivan je stepen korelacije između visokog stepena kontrole zaštite i primene standarda.)
MATCH@E:(There is a positive correlation between a high level of protection control and standard implementation.===>Pozitivan je stepen korelacije između visokog stepena kontrole zaštite i primene standarda.)
MATCH@M:(Table 2.===>Tabela br. 2.)
MATCH@E:(Table 3.===>Tabela br. 3.)
MATCH@M:(We will conduct an analysis of the raspberry marketing channels compared to other marketing instruments via benchmarking analysis of the Arilje Cooperative and the Jugprom, d.o.o, to explain the work of the Serbian raspberry market.===>Analizom kanala marketinga maline, u odnosu na ostale instrumente marketinga kroz benčmarking analizu Zadruge Arilje i preduzeća Jugprom d.o.o., predstavićemo funkcioni-sanje srpskog tržišta maline.)
MATCH@E:(We will conduct an analysis of the raspberry marketing channels compared to other marketing instruments via benchmarking analysis of the Arilje Cooperative and the Jugprom, d.o.o, to explain the work of the Serbian raspberry market.===>Analizom kanala marketinga maline, u odnosu na ostale instrumente marketinga kroz benčmarking analizu Zadruge Arilje i preduzeća Jugprom d.o.o., predstavićemo funkcionisanje srpskog tržišta maline.)
MATCH@M:(Arilje is widely known for the production of berry fruits, especially raspberry, therefore it is often referred to as the raspberry metropolis.===>Arilje je u svetu prepoznatljivo po proizvodnji sitno-jagodastog voća, naročito maline, pa se često naziva i svetskom prestonicom maline.)
MATCH@E:(Arilje is widely known for the production of berry fruits, especially raspberry, therefore it is often referred to as the raspberry metropolis.===>Arilje je u svetu prepoznatljivo po proizvodnji sitnojagodastog voća, naročito maline, pa se često naziva i svetskom prestonicom maline.)
MATCH@M:(The growing of raspberry is an industry employing the entire population of the municipality.===>Gajenjem maline se u opštini Arilje bavi gotovo celokupno stanovništvo.)
MATCH@E:(The growing of raspberry is an industry employing the entire population of the municipality.===>Gajenjem maline se u opštini Arilje bavi gotovo celokupno stanovništvo.)
MATCH@M:(Arilje also shows the greatest concentration of raspberry plantations in the world, it houses the largest fruit cold-storage plant in Europe (“The Arilje Cooperative“).===>U Arilju je najveća koncentracija zasada na svetu, najveća hladnjača za zamrzavanje voća u Evropi (“Zemljoradnička zadruga Arilje”).)
MATCH@E:(Arilje also shows the greatest concentration of raspberry plantations in the world, it houses the largest fruit cold-storage plant in Europe (The Arilje Cooperative).===>U Arilju je najveća koncentracija zasada na svetu, najveća hladnjača za zamrzavanje voća u Evropi (Zemljoradnička zadruga Arilje).)
MATCH@M:(The company Jugprom d.o.o, Leskovac, was set up in 1984 as a private carrier. The founder and owner is Mr. Slobodan Stojanovi], who was already in the business of transport, organization of agricultural produce purchasing and cooperation with the fresh fruit producers in the area.===>Postojeće preduzeće Jugprom d.o.o. Leskovac počelo je sa radom kao privatna autoprevoznička firma, 1984. godine, čiji je osnivač i vlasnik g. Slobodan Stojanović, koje se bavilo transportom, organizacijom otkupa i kooperacijom sa proizvođačima svežeg voća na terenu. Nakon osnivanja, delatnost preduzeća se proširuje, da bi 1992. godine preduzeće dobilo sadašnje)
MATCH@E:(The founder and owner is Mr. Slobodan Stojanović, who was already in the business of transport, organization of agricultural produce purchasing and cooperation with the fresh fruit producers in the area.===>Leskovac počelo je sa radom kao privatna autoprevoznička firma, 1984. godine, čiji je osnivač i vlasnik g. Slobodan Stojanović, koje se bavilo transportom, organizacijom otkupa i kooperacijom sa proizvođačima svežeg voća na terenu.)
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BAD_LINE_M:The company Jugprom d.o.o, Leskovac, was set up in 1984 as a private carrier. The founder and owner is Mr. Slobodan Stojanovi], who was already in the business of transport, organization of agricultural produce purchasing and cooperation with the fresh fruit producers in the area.
BAD_LINE_M:Postojeće preduzeće Jugprom d.o.o. Leskovac počelo je sa radom kao privatna autoprevoznička firma, 1984. godine, čiji je osnivač i vlasnik g. Slobodan Stojanović, koje se bavilo transportom, organizacijom otkupa i kooperacijom sa proizvođačima svežeg voća na terenu. Nakon osnivanja, delatnost preduzeća se proširuje, da bi 1992. godine preduzeće dobilo sadašnje
BAD_LINE_E:The founder and owner is Mr. Slobodan Stojanović, who was already in the business of transport, organization of agricultural produce purchasing and cooperation with the fresh fruit producers in the area.
BAD_LINE_E:Leskovac počelo je sa radom kao privatna autoprevoznička firma, 1984. godine, čiji je osnivač i vlasnik g. Slobodan Stojanović, koje se bavilo transportom, organizacijom otkupa i kooperacijom sa proizvođačima svežeg voća na terenu.
MATCH@M:(2	Author’s own presentation extended, to get the present name in 1992 and become engaged in the production and sales of frozen fruit, which still is the basic line of business in the company.===>2	Sopstveni prikaz ime i počelo da se bavi proizvodnjom i prodajom zamrznutog voća, što i danas čini osnovnu delatnost preduzeća.)
MATCH@E:(In a short period the business was 2 Authors own presentation extended, to get the present name in 1992 and become engaged in the production and sales of frozen fruit, which still is the basic line of business in the company. ~~~ 1.1.===>Nakon osnivanja, delatnost preduzeća se proširuje, da bi 1992. godine preduzeće dobilo sadašnje ime i počelo da se bavi proizvodnjom i prodajom zamrznutog voća, što i danas čini osnovnu delatnost preduzeća. 1.)
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BAD_LINE_M:2	Author’s own presentation extended, to get the present name in 1992 and become engaged in the production and sales of frozen fruit, which still is the basic line of business in the company.
BAD_LINE_M:2	Sopstveni prikaz ime i počelo da se bavi proizvodnjom i prodajom zamrznutog voća, što i danas čini osnovnu delatnost preduzeća.
BAD_LINE_E:In a short period the business was 2 Authors own presentation extended, to get the present name in 1992 and become engaged in the production and sales of frozen fruit, which still is the basic line of business in the company. ~~~ 1.1.
BAD_LINE_E:Nakon osnivanja, delatnost preduzeća se proširuje, da bi 1992. godine preduzeće dobilo sadašnje ime i počelo da se bavi proizvodnjom i prodajom zamrznutog voća, što i danas čini osnovnu delatnost preduzeća. 1.
MATCH@M:(The selection of marketing channel is significantly conditioned by the stages of the life cycle in the raspberry production in the company Jugprom, d.o.o. and the Arilje Cooperative.===>Jedan od značajnih uticaja na izbor kanala marketinga je faza životnog ciklusa proizvodnje maline u pred-uzeću Jugprom d.o.o. i Zadruzi Arilje.)
MATCH@E:(Specific nature of products and marketing channels structure The selection of marketing channel is significantly conditioned by the stages of the life cycle in the raspberry production in the company Jugprom, d.o.o. and the Arilje Cooperative.===>Specifičnosti proizvoda i struktura kanala marketinga Jedan od značajnih uticaja na izbor kanala marketinga je faza životnog ciklusa proizvodnje maline u preduzeću Jugprom d.o.o. i Zadruzi Arilje.)
MATCH@M:(Jugprom, d.o.o. stocks the frozen or pre-frozen fruit products, of different types and quality.===>U Jugpromu d.o.o., proizvodi mogu da budu u obliku duboko zamrznutog ili prethlađenog voća, različitih tipova, odnosno kvaliteta.)
MATCH@E:(Jugprom, d.o.o. stocks the frozen or pre-frozen fruit products, of different types and quality.===>U Jugpromu d.o.o., proizvodi mogu da budu u obliku duboko zamrznutog ili prethlađenog voća, različitih tipova, odnosno kvaliteta.)
MATCH@M:(In addition to raspberry, they produce deep frozen and pre-frozen plum as well as deep frozen and pre-frozen sour cherry.===>Pored toga, proizvodi se i duboko zamrznuta šljiva, prethlađena šljiva i duboko zamrznuta i prethlađena višnja.)
MATCH@E:(In addition to raspberry, they produce deep frozen and pre-frozen plum as well as deep frozen and pre-frozen sour cherry.===>Pored toga, proizvodi se i duboko zamrznuta šljiva, prethlađena šljiva i duboko zamrznuta i prethlađena višnja.)
MATCH@M:(Their target market are the juice, jam and preserves producers.===>Ciljno tržište čine proizvođači sokova, slatka i džemova.)
MATCH@E:(Their target market are the juice, jam and preserves producers.===>Ciljno tržište čine proizvođači sokova, slatka i džemova.)
MATCH@M:(The company also offers its products on export market.===>Preduzeće plasira proizvode na inostrano tržište.)
MATCH@E:(The company also offers its products on export market.===>Preduzeće plasira proizvode na inostrano tržište.)
MATCH@M:(The basic feature of the export market is its demand for high quality finished products, as well as of the entire production process.===>Osnovna karakteristika ino tržišta je zahtevanje visokog kvaliteta gotovih proizvoda, kao i celokupnog procesa proizvodnje.)
MATCH@E:(The basic feature of the export market is its demand for high quality finished products, as well as of the entire production process.===>Osnovna karakteristika ino tržišta je zahtevanje visokog kvaliteta gotovih proizvoda, kao i celokupnog procesa proizvodnje.)
MATCH@M:(Among the largest buyers of Jugprom raspberry are: Descours, France (20%), Agrana, Belgium (20%), Crops, Belgium (20%), Sentis, Germany (20%), and Melzer, Germany (20%).===>Najveći kupci su Jugprom maline su: Descours 20% iz Francuske, Agrana 20% iz Belgije, Crops 20% iz Belgije, Sentis 20% iz Nemačke i Melzer 20% iz Nemačke.)
MATCH@E:(Among the largest buyers of Jugprom raspberry are: Descours, France (20%), Agrana, Belgium (20%), Crops, Belgium (20%), Sentis, Germany (20&), and Melzer, Germany (20%).===>Najveći kupci su Jugprom maline su: ~~~ Descours 20% iz Francuske, Agrana 20% iz Belgije, Crops 20% iz Belgije, Sentis 20% iz Nemačke i Melzer 20% iz Nemačke.)
MATCH@M:(The Arilje Cooperative sells raspberry and raspberry processed produce to Descours (40%), Paulos, Belgium (30%), and to a group of smaller buyers (30%).===>Zadruga Arilje malinu i proizvode od maline prodaje: Descours 40%, 30% Paulos iz Belgije i 30% grupi manjih kupaca.)
MATCH@E:(The Arilje Cooperative sells raspberry and raspberry processed produce to Descours (40%), Paulos, Belgium (30%), and to a group of smaller buyers (30%).===>Zadruga Arilje malinu i proizvode od maline prodaje:)
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BAD_LINE_M:The Arilje Cooperative sells raspberry and raspberry processed produce to Descours (40%), Paulos, Belgium (30%), and to a group of smaller buyers (30%).
BAD_LINE_M:Zadruga Arilje malinu i proizvode od maline prodaje: Descours 40%, 30% Paulos iz Belgije i 30% grupi manjih kupaca.
BAD_LINE_E:The Arilje Cooperative sells raspberry and raspberry processed produce to Descours (40%), Paulos, Belgium (30%), and to a group of smaller buyers (30%).
BAD_LINE_E:Zadruga Arilje malinu i proizvode od maline prodaje:
MATCH@M:(Table 3.===>Tabela br. 3.)
MATCH@E:(Table 4.===>Tabela br. 4.)
MATCH@M:(The customary period from the beginning of sales negotiations (signing the letter of purpose or agreement for sale) is April, when the condition of plantation is known, that is, the yield is estimated.===>Uobičajeni period početka ugovaranja prodaje, za obe hladnjače (potpisivanje pisma o namerama ili predugovor), je mesec april, kada se sagledava stanje zasada, odnosno procenjuju prinosi.)
MATCH@E:(The customary period from the beginning of sales negotiations (signing the letter of purpose or agreement for sale) is April, when the condition of plantation is known, that is, the yield is estimated.===>Descours 40%, 30% Paulos iz Belgije i 30% grupi manjih kupaca. 2 Sopstveni prikaz Uobičajeni period početka ugovaranja prodaje, za obe hladnjače (potpisivanje pisma o namerama ili predugovor), je mesec april, kada se sagledava stanje zasada, odnosno procenjuju prinosi.)
MATCH@M:(The contracts, stipulating the range of products, the quantity, the price and the delivery rate, are signed towards the end of May.===>Krajem maja se potpisuju ugovori kojima se precizno utvrđuje asortiman proizvoda, količina, cena i dinamika isporuke.)
MATCH@E:(The contracts, stipulating the range of products, the quantity, the price and the delivery rate, are signed towards the end of May.===>Krajem maja se potpisuju ugovori kojima se precizno utvrđuje asortiman proizvoda, količina, cena i dinamika isporuke.)
MATCH@M:(It is much more difficult to ensure a firm longterm contract by which conditions for more accurate planning would be created.===>Teže se sklapaju dugoročni ugovori koji bi stvorili uslove za bolje planiranje.)
MATCH@E:(It is much more difficult to ensure a firm longterm contract by which conditions for more accurate planning would be created.===>Teže se sklapaju dugoročni ugovori koji bi stvorili uslove za bolje planiranje.)
MATCH@M:(In this main area of business the company is facing fierce competition, both locally and internationally.===>Na području glavne delatnosti preduzeća, konkurencija je brojna, kako na lokalnom i regionalnom, tako i na međunarodnom planu.)
MATCH@E:(In this main area of business the company is facing fierce competition, both locally and internationally.===>Na području glavne delatnosti preduzeća, konkurencija je brojna, kako na lokalnom i regionalnom, tako i na međunarodnom planu.)
MATCH@M:(Only in a couple of past years have almost 20 cold-storage plants been set up (70 are in private ownership) which clearly explains the profitability of the business.===>Samo u proteklih par godina otvoreno je blizu 20 novih hladnjača (sada ih ukupno ima 70 u privatnom vlasništvu) što govori o profi-tabilnosti ovog biznisa.)
MATCH@E:(Only in a couple of past years have almost 20 coldstorage plants been set up (70 are in private ownership) which clearly explains the profitability of the business.===>Samo u proteklih par godina otvoreno je blizu 20 novih hladnjača (sada ih ukupno ima 70 u privatnom vlasništvu) što govori o profitabilnosti ovog biznisa.)
MATCH@M:(International competition comes from Bosnia and Herzegovina, Bulgaria, Poland, Hungary, Russia and Chile.===>Međunarodnu konkurenciju čine BIH, Bugarska, Poljska, Mađarska, Rusija i Čile.)
MATCH@E:(International competition comes from Bosnia and Herzegovina, Bulgaria, Poland, Hungary, Russia and Chile.===>Međunarodnu konkurenciju čine BIH, Bugarska, Poljska, Mađarska, Rusija i Čile.)
MATCH@M:(From 1996 till 2002 the average export from Serbia amounted to 63,000 tons of frozen raspberry, at the average price of €0.989 per kilo.===>U periodu između 1996. i 2002. godine, iz Srbije je u proseku izvezeno 63.000 tona zamrznute maline, po prosečnoj ceni od 0,989 EUR/kg.)
MATCH@E:(From 1996 till 2002 the average export from Serbia amounted to 63,000 tons of frozen raspberry, at the average price of €0.989 per kilo.===>U periodu između 1996. i 2002. godine, iz Srbije je u proseku izvezeno 63.000 tona zamrznute maline, po prosečnoj ceni od 0,989 EUR/kg.)
MATCH@M:(The production in Russia exceeded that of Serbia - the Russians produced 96,000 tons, however, more that 90% of the production is consumed in the producers’ households.===>Više od Srbije proizvela je Rusija, 96.000 tona, ali se u ovoj zemlji više od 90% proizvodnje troši u domaćinstvima proizvođača.)
MATCH@E:(The production in Russia exceeded that of Serbia the Russians produced 96,000 tons, however, more that 90% of the production is consumed in the producers households.===>Više od Srbije proizvela je Rusija, 96.000 tona, ali se u ovoj zemlji više od 90% proizvodnje troši u domaćinstvima proizvođača.)
MATCH@M:(Besides Russia, the world’s three larger producers are Serbia, 80,000 tons, Chile, 45,000 tons and Poland, 40,000 tons.===>Veća tri svetska proizvođača maline pored Rusije su: Srbija 80.000 tona, Čile 45.000 tona, Poljska 40.000 tona.)
MATCH@E:(Besides Russia, the worlds three larger producers are Serbia, 80,000 tons, Chile, 45,000 tons and Poland, 40,000 tons.===>Veća tri svetska proizvođača maline pored Rusije su:)
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BAD_LINE_M:Besides Russia, the world’s three larger producers are Serbia, 80,000 tons, Chile, 45,000 tons and Poland, 40,000 tons.
BAD_LINE_M:Veća tri svetska proizvođača maline pored Rusije su: Srbija 80.000 tona, Čile 45.000 tona, Poljska 40.000 tona.
BAD_LINE_E:Besides Russia, the worlds three larger producers are Serbia, 80,000 tons, Chile, 45,000 tons and Poland, 40,000 tons.
BAD_LINE_E:Veća tri svetska proizvođača maline pored Rusije su:
MATCH@M:(Out of the total of the quantity produced, Serbia exports 70,000 tons, Chile exports 40,000 tons, Poland exports 35,000 tons, whereas the total exports of Hungary, Bulgaria and BIH amount to 10,000 tons.===>Od ukupno proizvedenih količina Srbija izvozi 70.000 tona, Čile 40.000 tona, Poljska 35.000 tona, dok Mađarska, Bugarska i BIH ukupno izvoze 10.000 tona.)
MATCH@E:(Out of the total of the quantity produced, Serbia exports 70,000 tons, Chile exports 40,000 tons, Poland exports 35,000 tons, whereas the total exports of Hungary, Bulgaria and BIH amount to 10,000 tons.===>Srbija 80.000 tona, Čile 45.000 tona, Poljska 40.000 tona.)
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BAD_LINE_M:Out of the total of the quantity produced, Serbia exports 70,000 tons, Chile exports 40,000 tons, Poland exports 35,000 tons, whereas the total exports of Hungary, Bulgaria and BIH amount to 10,000 tons.
BAD_LINE_M:Od ukupno proizvedenih količina Srbija izvozi 70.000 tona, Čile 40.000 tona, Poljska 35.000 tona, dok Mađarska, Bugarska i BIH ukupno izvoze 10.000 tona.
BAD_LINE_E:Out of the total of the quantity produced, Serbia exports 70,000 tons, Chile exports 40,000 tons, Poland exports 35,000 tons, whereas the total exports of Hungary, Bulgaria and BIH amount to 10,000 tons.
BAD_LINE_E:Srbija 80.000 tona, Čile 45.000 tona, Poljska 40.000 tona.
MATCH@M:(According to the abovestated, Serbia occupies the second top position in production and the very top position in the exports of frozen raspberry in the world (the Serbian share in the world’s exports of raspberry ranges around 45,16%).===>Prema navedenom, Srbija zauzima drugo mesto po proizvodnji i prvo po izvozu zamrznute maline na svetskom nivou (oko 45,16% učešće Srbije u svetskom izvozu maline).)
MATCH@E:(According to the abovestated, Serbia occupies the second top position in production and the very top position in the exports of frozen raspberry in the world (the Serbian share in the worlds exports of raspberry ranges around 45,16%)3.===>Od ukupno proizvedenih količina Srbija izvozi 70.000 tona, Čile 40.000 tona, Poljska 35.000 tona, dok Mađarska, Bugarska i BIH ukupno izvoze 10.000 tona.)
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BAD_LINE_M:According to the abovestated, Serbia occupies the second top position in production and the very top position in the exports of frozen raspberry in the world (the Serbian share in the world’s exports of raspberry ranges around 45,16%).
BAD_LINE_M:Prema navedenom, Srbija zauzima drugo mesto po proizvodnji i prvo po izvozu zamrznute maline na svetskom nivou (oko 45,16% učešće Srbije u svetskom izvozu maline).
BAD_LINE_E:According to the abovestated, Serbia occupies the second top position in production and the very top position in the exports of frozen raspberry in the world (the Serbian share in the worlds exports of raspberry ranges around 45,16%)3.
BAD_LINE_E:Od ukupno proizvedenih količina Srbija izvozi 70.000 tona, Čile 40.000 tona, Poljska 35.000 tona, dok Mađarska, Bugarska i BIH ukupno izvoze 10.000 tona.
MATCH@M:(On the regional level, the two cold-storage plants face competition from 220 other cold-storage plants, while locally, Jugprom, d.o.o. is rivalled by Porecje Vucje, and the Arilje Cooperative competes with 80 cold-storage plants on the territory of the Arilje municipality whose lager capacities amount to 100 to 4000 tons each.===>Konkurenciju na regionalnom nivou, za obe hladnjače, predstavljaju 220 hladnjača, a na lokalnom nivou Jugpromu d.o.o. je konkurencija Porečje Vučje, a Zadruzi Arilje 80 hladnjača na teritoriji opštine Arilje čiji kapaciteti lagera variraju od 100 do 4000 tona.)
MATCH@E:(On the regional level, the two cold-storage plants face competition from 220 other cold-storage plants, while locally, Jugprom, d.o.o. is rivalled by Porečje Vučje, and the Arilje Cooperative competes with 80 coldstorage plants on the territory of the Arilje municipality whose lager capacities amount to 100 to 4000 tons each.===>)
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BAD_LINE_M:On the regional level, the two cold-storage plants face competition from 220 other cold-storage plants, while locally, Jugprom, d.o.o. is rivalled by Porecje Vucje, and the Arilje Cooperative competes with 80 cold-storage plants on the territory of the Arilje municipality whose lager capacities amount to 100 to 4000 tons each.
BAD_LINE_M:Konkurenciju na regionalnom nivou, za obe hladnjače, predstavljaju 220 hladnjača, a na lokalnom nivou Jugpromu d.o.o. je konkurencija Porečje Vučje, a Zadruzi Arilje 80 hladnjača na teritoriji opštine Arilje čiji kapaciteti lagera variraju od 100 do 4000 tona.
BAD_LINE_E:On the regional level, the two cold-storage plants face competition from 220 other cold-storage plants, while locally, Jugprom, d.o.o. is rivalled by Porečje Vučje, and the Arilje Cooperative competes with 80 coldstorage plants on the territory of the Arilje municipality whose lager capacities amount to 100 to 4000 tons each.
BAD_LINE_E:
MATCH@M:(Competition actually comes from companies and cooperatives that buy raspberry and forest fruit for their own purposes, but also on behalf of the processing industry companies.===>Konkurenciju predstavljaju preduzeća i zadruge koja otkupljuju voće i šumske plodove za svoj račun, ali i u ime preduzeća prerađivačke industrije.)
MATCH@E:(Competition actually comes from companies and cooperatives that buy raspberry and forest fruit for their own purposes, but also on behalf of the processing industry companies.===>Prema navedenom, Srbija zauzima drugo mesto po proizvodnji i prvo po izvozu zamrznute maline na svetskom nivou (oko 45,16% učešće Srbije u svetskom izvozu maline)3.)
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BAD_LINE_M:Competition actually comes from companies and cooperatives that buy raspberry and forest fruit for their own purposes, but also on behalf of the processing industry companies.
BAD_LINE_M:Konkurenciju predstavljaju preduzeća i zadruge koja otkupljuju voće i šumske plodove za svoj račun, ali i u ime preduzeća prerađivačke industrije.
BAD_LINE_E:Competition actually comes from companies and cooperatives that buy raspberry and forest fruit for their own purposes, but also on behalf of the processing industry companies.
BAD_LINE_E:Prema navedenom, Srbija zauzima drugo mesto po proizvodnji i prvo po izvozu zamrznute maline na svetskom nivou (oko 45,16% učešće Srbije u svetskom izvozu maline)3.
MATCH@M:(Jugprom d.o.o. plans a market share of 1,000 tons of raspberry for the following year, while the market share of Arilje Cooperative is planned to be 4,000 tons.===>Preduzeće Jugprom d.o.o. u nastupajućoj godini planira tržišno učešće od 1000 tona maline, a Zadruga Arilje 4000 tona.)
MATCH@E:(Exported frozen raspberry in tons 94.000 67.900 57.600 71.700 Jugprom d.o.o. plans a market share of 1,000 tons of raspberry for the following year, while the market share of Arilje Cooperative is planned to be 4,000 tons.===>Izvezena zamrznuta malina u tonama 94.000 67.900 57.600 71.700 Preduzeće Jugprom d.o.o. u nastupajućoj godini planira tržišno učešće od 1000 tona maline, a Zadruga Arilje 4000 tona.)
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BAD_LINE_M:Jugprom d.o.o. plans a market share of 1,000 tons of raspberry for the following year, while the market share of Arilje Cooperative is planned to be 4,000 tons.
BAD_LINE_M:Preduzeće Jugprom d.o.o. u nastupajućoj godini planira tržišno učešće od 1000 tona maline, a Zadruga Arilje 4000 tona.
BAD_LINE_E:Exported frozen raspberry in tons 94.000 67.900 57.600 71.700 Jugprom d.o.o. plans a market share of 1,000 tons of raspberry for the following year, while the market share of Arilje Cooperative is planned to be 4,000 tons.
BAD_LINE_E:Izvezena zamrznuta malina u tonama 94.000 67.900 57.600 71.700 Preduzeće Jugprom d.o.o. u nastupajućoj godini planira tržišno učešće od 1000 tona maline, a Zadruga Arilje 4000 tona.
MATCH@M:(There is a threat coming from the backwards horizontal and the vertical integrations.===>Postoji opasnost od horizontalne i vertikalne integracije unazad.)
MATCH@E:(There is a threat coming from the backwards horizontal and the vertical integrations.===>Postoji opasnost od horizontalne i vertikalne integracije unazad.)
MATCH@M:(Competition on the basis of the horizontal integration would come from the cold-storage plants, while the vertical integration would mean the building of cold-storage plants by the companies that deal in further fruit processing.===>Konkurencija na bazi horizontalne integracije bi došla od strane hladnjača, koje se bave zamrzavanjem povrća, a vertikalna integracija unazad bi podrazumevala izgradnju sopstvenih hladnjača od strane preduzeća koja se bave daljom preradom voća.)
MATCH@E:(Competition on the basis of the horizontal integration would come from the cold-storage plants, while the vertical integration would mean the building of cold-storage plants by the companies that deal in further fruit processing.===>Konkurencija na bazi horizontalne integracije bi došla od strane hladnjača, koje se bave zamrzavanjem povrća, a vertikalna integracija unazad bi podrazumevala izgradnju sopstvenih hladnjača od strane preduzeća koja se bave daljom preradom voća.)
MATCH@M:(However, since the largest buyers come from the European Union, and they do not have the opportunity of vertical integration, this is not supposed to be a serious threat to the business.===>Međutim, pošto najveći kupci dolaze iz Evropske unije, a oni nemaju mogućnost vertikalne integracije, ovo neće predstavljati naročitu opasnost za poslovanje.)
MATCH@E:(However, since the largest buyers come from the European Union, and they do not have the opportunity of vertical integration, this is not supposed to be a serious threat to the business.===>Međutim, pošto najveći kupci dolaze iz Evropske unije, a oni nemaju mogućnost vertikalne integracije, ovo neće predstavljati naročitu opasnost za poslovanje.)
MATCH@M:(Table 7.===>Tabela br. 7.)
MATCH@E:(Table 5.===>Tabela br. 5.)
MATCH@M:(From the above presented, a conclusion can be drawn that the capabilities of the companies subject to our analysis are great, however, due to a low level of promotional activities and an insufficient implemantation of standards, the business efficiency does not reach the value of 100%.===>Iz prethodnih prikaza, može se zaključiti da su mogućnosti fabrika koje su predmet naše analize velike, ali da uglavnom zbog niskog nivoa promotivnih aktivnosti i nepotpune primene standarda efikasnost poslovanja nije 100%.)
MATCH@E:(From the above presented, a conclusion can be drawn that the capabilities of the companies subject to our analysis are great, however, due to a low level of promotional activities and an insufficient implemantation of standards, the business efficiency does not reach the value of 100%.===>Iz prethodnih prikaza, može se zaključiti da su mogućnosti fabrika koje su predmet naše analize velike, ali da uglavnom zbog niskog nivoa promotivnih aktivnosti i nepotpune primene standarda efikasnost poslovanja nije 100%.)
MATCH@M:(Jugprom, d.o.o does not plan market evaluation, since climate and geographical conditions in the south do not allow for the growth in raspberry production and consequently, intensive distribution and adjusting to the changes in demand are out of the question.===>Jugprom d.o.o. ne planira evalu-aciju tržišta, jer klimatski i geografski uslovi u južnom kraju ne dozvoljavaju veću proizvodnju maline, a samim tim i intenzivnu distribuciju i prilagođavanje pro-menama tražnje.)
MATCH@E:(Jugprom, d.o.o does not plan market evaluation, since climate and geographical conditions in the south do not allow for the growth in raspberry production and consequently, intensive distribution and adjusting to the changes in demand are out of the question.===>Jugprom d.o.o. ne planira evaluaciju tržišta, jer klimatski i geografski uslovi u južnom kraju ne dozvoljavaju veću proizvodnju maline, a samim tim i intenzivnu distribuciju i prilagođavanje promenama tražnje.)
MATCH@M:(The Arilje Cooperative is another matter.===>Kod Zadruge Arilje je drugačiji slučaj.)
MATCH@E:(The Arilje Cooperative is another matter.===>Kod Zadruge Arilje je drugačiji slučaj.)
MATCH@M:(Geographical and climatic conditions in the Arilje area offer an opportunity for the growth of production and to planning the market coverage evaluation due to increased demand.===>Geografski i klimatski uslovi u ariljskom kraju daju šansu povećanoj proizvodnji i planiranju evaluacije pokrivenosti tržišta usled povećane tražnje.)
MATCH@E:(Geographical and climatic conditions in the Arilje area offer an opportunity for the growth of production and to planning the market coverage evaluation due to increased demand.===>Geografski i klimatski uslovi u ariljskom kraju daju šansu povećanoj proizvodnji i planiranju evaluacije pokrivenosti tržišta usled povećane tražnje.)
MATCH@M:(The main obstacle to the Arilje Cooperative to select a specific marketing channel may be the absence of HACCP and EUREPGAP standards.===>Glavna prepreka Zadruzi Arilje u izboru navedenog kanala marketinga, može biti ne postojanje HACCP i EU-REPGAP standarda.)
MATCH@E:(The main obstacle to the Arilje Cooperative to select a specific marketing channel may be the absence of HACCP and EUREPGAP standards.===>Glavna prepreka Zadruzi Arilje u izboru navedenog kanala marketinga, može biti ne postojanje HACCP i EUREPGAP standarda.)
MATCH@M:(The Arilje Cooperative and Jugprom d.o.o. can undertake planning the extension of the raspberry programme range, mainly by asepic and purée raspberry.===>Zadruga Arilje i Jugprom d.o.o. mogu planirati proširenje asortimana programa maline, i to asepik malinom i pire malinom.)
MATCH@E:(The Arilje Cooperative and Jugprom d.o.o. can undertake planning the extension of the raspberry programme range, mainly by asepic and purée raspberry.===>Zadruga Arilje i Jugprom d.o.o. mogu planirati proširenje asortimana programa maline, i to asepik malinom i pire malinom.)
MATCH@M:(In this case, the most appropriate strategy of marketing channel selection in planning and introducing the new programmes, for both companies would be: engaging all members in generating asepic and purée raspberry, adapting new programmes to the existing channels, estimation of the roles of Decours, Agrane, Crops, Sentis, Melzer, Grunword, SVZ, etc. in the diffusion of asepic and purée raspberry.===>U navedenom slučaju, planiranju i uvođenju novih programa, najadekvatnija strategija izbora kanala marketinga bi bila za obe fabrike: angažovanje svih članova na generisanju asepik i pire maline, slaganje novih programa sa postojećim kanalima, ocena uloge Descoursa, Agrane, Cropsa, Sentisa, Melzer, Grunvorda, SVZ-a itd u difuziji asepik i pire maline.)
MATCH@E:(In this case, the most appropriate strategy of marketing channel selection in planning and introducing the new programmes, for both companies would be: engaging all members in generating asepic and purée raspberry, adapting new programmes to the existing channels, estimation of the roles of Decours, Agrane, Crops, Sentis, Melzer, Grunword, SVZ, etc. in the diffusion of asepic and purée raspberry. ~~~ 1.2.===>U navedenom slučaju, planiranju i uvođenju novih programa, najadekvatnija strategija izbora kanala marketinga bi bila za obe fabrike: angažovanje svih članova na generisanju asepik i pire maline, slaganje novih programa sa postojećim kanalima, ocena uloge Descoursa, Agrane, Cropsa, Sentisa, Melzer, Grunvorda, SVZ-a itd u difuziji asepik i pire maline. 1.)
MATCH@M:(The prices of agricultural produce in the world may often exert a crucial influence upon forming the prices at home.===>Svetske cene agroproizvoda imaju nekad i presudan uticaj na formiranje cena u zemlji.)
MATCH@E:(Price problems and marketing channels relations The prices of agricultural produce in the world may often exert a crucial influence upon forming the prices at home.===>Problemi cena i odnosi u kanalima marketinga Svetske cene agroproizvoda imaju nekad i presudan uticaj na formiranje cena u zemlji.)
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BAD_LINE_M:The prices of agricultural produce in the world may often exert a crucial influence upon forming the prices at home.
BAD_LINE_M:Svetske cene agroproizvoda imaju nekad i presudan uticaj na formiranje cena u zemlji.
BAD_LINE_E:Price problems and marketing channels relations The prices of agricultural produce in the world may often exert a crucial influence upon forming the prices at home.
BAD_LINE_E:Problemi cena i odnosi u kanalima marketinga Svetske cene agroproizvoda imaju nekad i presudan uticaj na formiranje cena u zemlji.
MATCH@M:(For example, every year, in the eve of raspberry picking we witness the producers speculating about the buying price of raspberry.===>Na primer, svake godine, uoči berbe malina, slušamo zahteve proizvođača o tome kolika bi trebala da bude otkupna cena maline.)
MATCH@E:(For example, every year, in the eve of raspberry picking we witness the producers speculating about the buying price of raspberry.===>Na primer, svake godine, uoči berbe malina, slušamo zahteve proizvođača o tome kolika bi trebala da bude otkupna cena maline.)
MATCH@M:(In the last two years the producers demanded that the price be €1 a kilo of fresh, raw raspberry, whereas the buyers’ unions offered half the price, explaining this by the level of prices on the world market which absorbs a larger quantity of the production.===>Proizvođači su u prethodne 2 godine tražili da cena za kilogram sveže maline bude 1 euro, dok je unija otkupljivače plaćala duplo manje, pravdajući to kretanjem cena na svetskom tržištu, koje apsorbuje veći deo proizvodnje.)
MATCH@E:(In the last two years the producers demanded that the price be €1 a kilo of fresh, raw raspberry, whereas the buyers unions offered half the price, explaining this by the level of prices on the world market which absorbs a larger quantity of the production.===>Proizvođači su u prethodne 2 godine tražili da cena za kilogram sveže maline bude 1 euro, dok je unija otkupljivače plaćala duplo manje, pravdajući to kretanjem cena na svetskom tržištu, koje apsorbuje veći deo proizvodnje.)
MATCH@M:(Exports and imports are good instruments to compare home market prices with the level of prices achieved on the world market.===>Putem izvoza i uvoza nužno se upoređuju cene na domaćem tržištu sa dostignutim nivoom cena na svetskom tržištu.)
MATCH@E:(Exports and imports are good instruments to compare home market prices with the level of prices achieved on the world market.===>Putem izvoza i uvoza nužno se upoređuju cene na domaćem tržištu sa dostignutim nivoom cena na svetskom tržištu.)
MATCH@M:(This fact has to be paid special attention to since the world prices of agricultural produce are defined by the countries in which agriculture is highly developed.===>Ova činjenica se posebno mora uvažavati, jer svetske cene agrarnih proizvoda određuju zemlje, u kojima je agrarna proizvodnja veoma razvijena.)
MATCH@E:(This fact has to be paid special attention to since the world prices of agricultural produce are defined by the countries in which agriculture is highly developed.===>Ova činjenica se posebno mora uvažavati, jer svetske cene agrarnih proizvoda određuju zemlje, u kojima je agrarna proizvodnja veoma razvijena.)
MATCH@M:(Countries with a less developed agriculture try to lessen or surpass the discrepancy between the home prices and the lower, world prices by closing the national frontier or by introducing protective measures (agricultural protectionism).===>Zemlje sa manje razvijenom agrarnom proizvodnjom pokušavaju da nesklad između viših domaćih ce-na i nižih svetskih cena, smanje ili prevaziđu zatvaranjem domaće granice, kao i uvođenjem brojnih zaštitnih mera (agrarni protekcionizam).)
MATCH@E:(Countries with a less developed agriculture try to lessen or surpass the discrepancy between the home prices and the lower, world prices by closing the national frontier or by introducing protective measures (agricultural protectionism).===>Zemlje sa manje razvijenom agrarnom proizvodnjom pokušavaju da nesklad između viših domaćih cena i nižih svetskih cena, smanje ili prevaziđu zatvaranjem domaće granice, kao i uvođenjem brojnih zaštitnih mera (agrarni protekcionizam).)
MATCH@M:(The prices disparities emerge as a consequence of the economic policy measures applied, not as a result of the differences in the real cost of reproduction of certain products.===>Dispariteti cena nastaju kao posledica dejstva mera ekonomske politike, a ne kao rezultat razlika u stvarnim troškovima reprodukcije određenih proizvoda.)
MATCH@E:(The prices disparities emerge as a consequence of the economic policy measures applied, not as a result of the differences in the real cost of reproduction of certain products.===>)
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BAD_LINE_M:The prices disparities emerge as a consequence of the economic policy measures applied, not as a result of the differences in the real cost of reproduction of certain products.
BAD_LINE_M:Dispariteti cena nastaju kao posledica dejstva mera ekonomske politike, a ne kao rezultat razlika u stvarnim troškovima reprodukcije određenih proizvoda.
BAD_LINE_E:The prices disparities emerge as a consequence of the economic policy measures applied, not as a result of the differences in the real cost of reproduction of certain products.
BAD_LINE_E:
MATCH@M:(By way of demand and offer, the market has the power to not only determine the price of a product, but also to establish a balance among various products, in that it gives a stronger stimulus to the production of one or another product.===>Tržište ima moć da putem ponude i tražnje, ne samo određuje nivo cene jednog proizvoda, nego i da uspostavlja ravnotežu između raznih proizvoda, davanjem jačeg impulsa proizvodnji čas jednog, čas drugog proizvoda.)
MATCH@E:(By way of demand and offer, the market has the power to not only determine the price of a product, but also to establish a balance among various products, in that it gives a stronger stimulus to the production of one or another product.===>Moglo bi se reći da je problematika cena u agraru izuzetno složena i osetljiva, gledano i sa stanovišta potrošača, proizvođača, a i države, jer se na pitanjima cena prelamaju njihovi interesi, koji su veoma različiti i suprotstavljeni.)
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BAD_LINE_M:By way of demand and offer, the market has the power to not only determine the price of a product, but also to establish a balance among various products, in that it gives a stronger stimulus to the production of one or another product.
BAD_LINE_M:Tržište ima moć da putem ponude i tražnje, ne samo određuje nivo cene jednog proizvoda, nego i da uspostavlja ravnotežu između raznih proizvoda, davanjem jačeg impulsa proizvodnji čas jednog, čas drugog proizvoda.
BAD_LINE_E:By way of demand and offer, the market has the power to not only determine the price of a product, but also to establish a balance among various products, in that it gives a stronger stimulus to the production of one or another product.
BAD_LINE_E:Moglo bi se reći da je problematika cena u agraru izuzetno složena i osetljiva, gledano i sa stanovišta potrošača, proizvođača, a i države, jer se na pitanjima cena prelamaju njihovi interesi, koji su veoma različiti i suprotstavljeni.
MATCH@M:(The mechanism fails to act in this way only when it is hindered by some social measures in the market and prices areas, and this is how price disparities emerge.===>Mehanizam ne deluje u ovom pravcu samo onda, kada mu se ispreče posebne mere društva u oblasti tržišta i cena, pa tako nastaju dispariteti u cenama.)
MATCH@E:(The mechanism fails to act in this way only when it is hindered by some social measures in the market and prices areas, and this is how price disparities emerge.===>)
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BAD_LINE_M:The mechanism fails to act in this way only when it is hindered by some social measures in the market and prices areas, and this is how price disparities emerge.
BAD_LINE_M:Mehanizam ne deluje u ovom pravcu samo onda, kada mu se ispreče posebne mere društva u oblasti tržišta i cena, pa tako nastaju dispariteti u cenama.
BAD_LINE_E:The mechanism fails to act in this way only when it is hindered by some social measures in the market and prices areas, and this is how price disparities emerge.
BAD_LINE_E:
MATCH@M:(Fruit processing in the Republic of Serbia suffered serious oscillations resulting from the shrinking of market caused by the dissembling of the former SFRY, the economic sanctions, the customs and non-customs barriers imposed by the EU, but also by the fall in domestic demand due to the overall fall of the standard of living.===>Prerada voća, u Republici Srbiji, imala je ozbiljne oscilacije koje su posledica nedostatka tržišta plasmana, izazvanog raspadom bivše SFRJ, ekonomskim sankcijama, carinskim i vancarinskim barijerama EU, ali i padom tražnje na domaćem tržištu zbog opšteg pada standarda.)
MATCH@E:(Fruit processing in the Republic of Serbia suffered serious oscillations resulting from the shrinking of market caused by the dissembling of the former SFRY, the economic sanctions, the customs and non-customs barriers imposed by the EU, but also by the fall in domestic demand due to the overall fall of the standard of living.===>Prerada voća, u Republici Srbiji, imala je ozbiljne oscilacije koje su posledica nedostatka tržišta plasmana, izazvanog raspadom bivše SFRJ, ekonomskim sankcijama, carinskim i vancarinskim barijerama EU, ali i padom tražnje na domaćem tržištu zbog opšteg pada standarda.)
MATCH@M:(The price of raspberry depends on the quality achieved.===>Cena maline zavisi od ostvarenog kvaliteta.)
MATCH@E:(The price of raspberry depends on the quality achieved.===>Cena maline zavisi od ostvarenog kvaliteta.)
MATCH@M:(The fruit is classed into categories and the prices are determined according to the category concerned.===>Voće se svrstava u kategorije i spram toga se određuju cene.)
MATCH@E:(The fruit is classed into categories and the prices are determined according to the category concerned.===>Voće se svrstava u kategorije i spram toga se određuju cene.)
MATCH@M:(Prices for certain categories vary a great deal from one reagion of Serbia to another.===>Cene za pojedine kategorije ne variraju mnogo po različitim krajevima Srbije.)
MATCH@E:(Prices for certain categories vary a great deal from one reagion of Serbia to another.===>Cene za pojedine kategorije ne variraju mnogo po različitim krajevima Srbije.)
MATCH@M:(The last year (2006 picking) prices for category I amounted to around RSD 55 per kilo, and for category II they were around RSD 50 a kilo.===>Prošlogodišnje (berba 2006) cene za I kategoriju malina kretale su se oko 55 dinara po kilogramu, a za II kategoriju oko 50 din/kg.)
MATCH@E:(The last year (2006 picking) prices for category I amounted to around RSD 55 per kilo, and for category II they were around RSD 50 a kilo.===>Prošlogodišnje (berba 2006) cene za I kategoriju malina kretale su se oko 55 dinara po kilogramu, a za II kategoriju oko 50 din/kg.)
MATCH@M:(Since the majority of products of the companies are placed on the export markets, the price is primarily conditioned by economic events on the world stage.===>Pošto se najveći deo proizvoda preduzeća plasira na inostrano tržište, cena je prvenstveno uslovljena ekonomskim zbivanjima na svetskoj sceni.)
MATCH@E:(Since the majority of products of the companies are placed on the export markets, the price is primarily conditioned by economic events on the world stage.===>Pošto se najveći deo proizvoda preduzeća plasira na inostrano tržište, cena je prvenstveno uslovljena ekonomskim zbivanjima na svetskoj sceni.)
MATCH@M:(The demand - offer relations also have an impact upon the price.===>Na cenu još utiču odnos ponude i tražnje.)
MATCH@E:(The demand offer relations also have an impact upon the price.===>Na cenu još utiču odnos ponude i tražnje.)
MATCH@M:(The table below presents the prices of the “Rawland“ type of raspberry on the “free receiver“ parity in the previous years.===>U tabeli su date cene maline »ROLEND« kvaliteta na paritetu »franko kupac« u prethodnim godinama.)
MATCH@E:(The table below presents the prices of the Rawland type of raspberry on the free receiver parity in the previous years.===>U tabeli su date cene maline »ROLEND« kvaliteta na paritetu »franko kupac« u prethodnim godinama.)
MATCH@M:(The Arilje Cooperative and Jugprom d.o.o. can undertake planning the extension of the raspberry programme range, mainly by asepic and purée raspberry.===>Nedovoljno poznavanje tržišta od strane proizvođača, ima za posledicu neproporcionalan porast otkupnih u odnosu na izvozne cene.)
MATCH@E:(The Arilje Cooperative and Jugprom d.o.o. can undertake planning the extension of the raspberry programme range, mainly by asepic and purée raspberry.===>Nedovoljno poznavanje tržišta od strane proizvođača, ima za posledicu neproporcionalan porast otkupnih u odnosu na izvozne cene.)
MATCH@M:(In this case, the most appropriate strategy of marketing channel selection in planning and introducing the new programmes, for both companies would be: engaging all members in generating asepic and purée raspberry, adapting new programmes to the existing channels, estimation of the roles of Decours are deprived of such aid. This disproportion in prices further results into a fall in the production of fresh raspberry, since the producer is not stimulated to develop the business.===>Reše-nje bi moglo da bude bolje organizovanje kanala marketinga, u kome bi proizvođači bili prisutniji u domenu trgovine i industrije. Dodatni doprinos navedenom disbalansu cena, ima i uloga Države, koja za određene proizvode daje stimulaciju na izvoz od 7% fabrikama, a proizvođači su uskraćeni te pomoći. Navedena disproporcija u ceni ima za posledicu pad proizvodnje sveže maline, jer ne stimuliše proizvođača da razvija svoju aktivnost.)
MATCH@E:(In this case, the most appropriate strategy of marketing channel selection in planning and introducing the new programmes, for both companies would be: engaging all members in generating asepic and purée raspberry, adapting new programmes to the existing channels, estimation of the roles of Decours are deprived of such aid.===>Rešenje bi moglo da bude bolje organizovanje kanala marketinga, u kome bi proizvođači bili prisutniji u domenu trgovine i industrije. ~~~ Dodatni doprinos navedenom disbalansu cena, ima i uloga Države, koja za određene proizvode daje stimulaciju na izvoz od 7% fabrikama, a proizvođači su uskraćeni te pomoći.)
MATCH@M:(The programme of allocation and use of subsidies for the year 2007 includes resourcing of input into the field crops and vegetable production by 5,632,000,000 dinars.===>Programom raspodela i korišćenja subvencija za 2007. godinu, predviđeno je regresiranje inputa u ratarsko-povrtarskoj proizvodnji u iznosu od 5.632.000.000 dinara.)
MATCH@E:(The programme of allocation and use of subsidies for the year 2007 includes resourcing of input into the field crops and vegetable production by 5,632,000,000 dinars.===>Programom raspodela i korišćenja subvencija za 2007. godinu, predviđeno je regresiranje inputa u ratarsko-povrtarskoj proizvodnji u iznosu od 5.632.000.000 dinara.)
MATCH@M:(The price flexibility of demand in the primary processing of fruit is primarily preconditioned by the price flexibility for final products.===>Cenovna elastičnost tražnje, u delatnosti primarne prerade voća, je prvenstveno uslovljena cenovnom elastičnošću tražnje za finalnim proizvodima.)
MATCH@E:(The price flexibility of demand in the primary processing of fruit is primarily preconditioned by the price flexibility for final products.===>Cenovna elastičnost tražnje, u delatnosti primarne prerade voća, je prvenstveno uslovljena cenovnom elastičnošću tražnje za finalnim proizvodima.)
MATCH@M:(Since the price flexibility in the consumption of jams and juices in Serbia is still significant, having in mind the quality of living here, the lower prices of inputs in their production have an impact upon the quantity demanded.===>Pošto je u potrošnji sokova i džemova, uzimajući za sada životni standard u Srbiji, cenovna elastičnost još uvek izražena, to i niže cene neophodnih inputa za njihovu proizvodnju, utiču na traženu količinu.)
MATCH@E:(Since the price flexibility in the consumption of jams and juices in Serbia is still significant, having in mind the quality of living here, the lower prices of inputs in their production have an impact upon the quantity demanded.===>Pošto je u potrošnji sokova i džemova, uzimajući za sada životni standard u Srbiji, cenovna elastičnost još uvek izražena, to i niže cene neophodnih inputa za njihovu proizvodnju, utiču na traženu količinu.)
MATCH@M:(On the world market, however, the demand for semi-frozen and frozen fruit is primarily conditioned by the price and the quality.===>Na svetskom tržištu, na tražnju, za poluzamrznutim i zamrznutim voćem, prvenstveno utiču cena i kvalitet.)
MATCH@E:(On the world market, however, the demand for semi-frozen and frozen fruit is primarily conditioned by the price and the quality.===>Na svetskom tržištu, na tražnju, za poluzamrznutim i zamrznutim voćem, prvenstveno utiču cena i kvalitet.)
MATCH@M:(Serbian raspberry still remains more competitive compared to Chilean, Polish, Hungarian, Russian and Bulgarian raspberry, therfore Jugprom,d.o.o. and the Arilje Cooperative implement the strategy of high and low price.===>Srpska malina je još uvek konkurentnija u odnosu na malinu iz Čilea, Poljske, Mađarske, Rusije i Bugarske, pa zbog toga Jugprom d.o.o. i Zadruga Arilje primenjuju strategiju visoke i niske cene.)
MATCH@E:(Serbian raspberry still remains more competitive compared to Chilean, Polish, Hungarian, Russian therfore Jugprom,d.o.o. and the Arilje Cooperative implement the strategy of high and low price.===>Srpska malina je još uvek konkurentnija u odnosu na malinu iz Čilea, Poljske, Mađarske, Rusije i Bugarske, pa zbog toga Jugprom d.o.o. i Zadruga Arilje primenjuju strategiju visoke i niske cene.)
MATCH@M:(The higher sales price is achieved by the direct contact and sales to industry buyers.===>Veća prodajna cena se postiže direktnim kontaktom i prodajom proizvoda industrijskim kupcima.)
MATCH@E:(The higher sales price is achieved by the direct contact and sales to industry buyers.===>Veća prodajna cena se postiže direktnim kontaktom i prodajom proizvoda industrijskim kupcima.)
MATCH@M:(1.	The raw material price is the price of fresh raspberry in the given moment.===>1.	Cena sirovine predstavlja cenu u datom momentu sveže maline na plantaži.)
MATCH@E:(The raw material price is the price of fresh raspberry in the given moment.===>Cena sirovine predstavlja cenu u datom mo mentu sveže maline na plantaži.)
MATCH@M:(2.	The buying costs include the organization of purchase and the transport of fresh raspberry to the cold-storage plant.===>2.	Troškovi otkupa podrazumevaju organizaciju otkupa i prevoz sveže maline do hladnjače.)
MATCH@E:(The buying costs include the organization of purchase and the transport of fresh raspberry to the cold-storage plant. ~~~ 3.===>Kalo zamrzavanja prerade predstavlja težinu koju sveža malina tokom zamrzavanja izgubi. 1.)
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BAD_LINE_M:2.	The buying costs include the organization of purchase and the transport of fresh raspberry to the cold-storage plant.
BAD_LINE_M:2.	Troškovi otkupa podrazumevaju organizaciju otkupa i prevoz sveže maline do hladnjače.
BAD_LINE_E:The buying costs include the organization of purchase and the transport of fresh raspberry to the cold-storage plant. ~~~ 3.
BAD_LINE_E:Kalo zamrzavanja prerade predstavlja težinu koju sveža malina tokom zamrzavanja izgubi. 1.
MATCH@M:(3.	The 1% loss of weight at purchasing price is the raspberry weight lost during the transport.===>3.	Kalo 1% na otkupnu cenu predstavlja izgubljenu težinu sveže maline tokom prevoza.)
MATCH@E:(The 1% loss of weight at purchasing price is the raspberry weight lost during the transport.===>Troškovi prve faze prerade 2.)
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BAD_LINE_M:3.	The 1% loss of weight at purchasing price is the raspberry weight lost during the transport.
BAD_LINE_M:3.	Kalo 1% na otkupnu cenu predstavlja izgubljenu težinu sveže maline tokom prevoza.
BAD_LINE_E:The 1% loss of weight at purchasing price is the raspberry weight lost during the transport.
BAD_LINE_E:Troškovi prve faze prerade 2.
MATCH@M:(4.  The loss of weight in the freezing procedure of the processed material is the weight lost by in fresh raspberry during the freezing process.===>4.	Kalo zamrzavanja prerade predstavlja težinu koju sveža malina tokom zamrzavanja izgubi.)
MATCH@E:(The loss of weight in the freezing procedure of the processed material is the weight lost by in fresh raspberry during the freezing process.===>)
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BAD_LINE_M:4.  The loss of weight in the freezing procedure of the processed material is the weight lost by in fresh raspberry during the freezing process.
BAD_LINE_M:4.	Kalo zamrzavanja prerade predstavlja težinu koju sveža malina tokom zamrzavanja izgubi.
BAD_LINE_E:The loss of weight in the freezing procedure of the processed material is the weight lost by in fresh raspberry during the freezing process.
BAD_LINE_E:
MATCH@M:(1.===>1.)
MATCH@E:(1.===>N 1.)
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BAD_LINE_M:1.
BAD_LINE_M:1.
BAD_LINE_E:1.
BAD_LINE_E:N 1.
MATCH@M:(The costs of the first stage of processing.===>Troškovi prve faze prerade)
MATCH@E:(B C 1. ~~~ The costs of the first stage of processing.===>Troškovi otkupa podrazumevaju organizaciju 1.)
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BAD_LINE_M:The costs of the first stage of processing.
BAD_LINE_M:Troškovi prve faze prerade
BAD_LINE_E:B C 1. ~~~ The costs of the first stage of processing.
BAD_LINE_E:Troškovi otkupa podrazumevaju organizaciju 1.
MATCH@M:(1.===>1.)
MATCH@E:(1.===>Uvod 2.)
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BAD_LINE_M:1.
BAD_LINE_M:1.
BAD_LINE_E:1.
BAD_LINE_E:Uvod 2.
MATCH@M:(The costs of packaging used as primary packaging in the first stage of processing.===>Troškovi ambalaže koja se upotrebljava kao primarna ambalaža za prvu fazu prerade.)
MATCH@E:(1. ~~~ The costs of packaging used as primary pack aging in the first stage of processing.===>Troškovi ambalaže koja se upotrebljava kao otkupa i prevoz sveže maline do hladnjače. 3.)
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BAD_LINE_M:The costs of packaging used as primary packaging in the first stage of processing.
BAD_LINE_M:Troškovi ambalaže koja se upotrebljava kao primarna ambalaža za prvu fazu prerade.
BAD_LINE_E:1. ~~~ The costs of packaging used as primary pack aging in the first stage of processing.
BAD_LINE_E:Troškovi ambalaže koja se upotrebljava kao otkupa i prevoz sveže maline do hladnjače. 3.
MATCH@M:(The Rawland D/F raspberry means: whole, sound, unified produce with no traces of impurity.===>D/Z malina rolend podrazumeva: cele, zdrave i plodove ujednačene boje bez stranih tela, biljnih primesa.)
MATCH@E:(The Rawland D/F raspberry means: whole, sound, unified produce with no traces of impurity.===>D/Z malina rolend podrazumeva: cele, zdrave i plodove ujednačene boje bez stranih tela, biljnih primesa.)
MATCH@M:(To obtain the price for Rawland D/F raspberry the calculation for D/F raspberry original is used, adding the costs of Rawland D/F raspberry processing.===>Da bi se dobila cena koštanja D/Z maline ro-lend treba koristiti obračun za D/Z malinu original i troškove prerade D/Z maline rolend.)
MATCH@E:(To obtain the price for Rawland D/F raspberry the calculation for D/F raspberry original is used, adding the costs of Rawland D/F raspberry processing.===>Da bi se dobila cena koštanja D/Z maline rolend treba koristiti obračun za D/Z malinu original i troškove prerade D/Z maline rolend.)
MATCH@M:(D/F raspberry original stored in chambers enters the processing procedures that also include shaking and manipulation.===>1. D/Z malina original koja je odložena u komorama ulazi u proces prerade koji podrazumeva rastresanje i manipulaciju.)
MATCH@E:(D/F raspberry original stored in chambers enters the processing procedures that also include shaking and manipulation. ~~~ 2.===>A 1. D/Z malina original koja je odložena u komorama ulazi u proces prerade koji podrazumeva rastresanje i manipulaciju.)
MATCH@M:(2.The processing means the selection of sound whole units of produce and conditioning.===>2. Prerada podrazumeva selekciju zdravih celih plodova i kondicioniranje.)
MATCH@E:(The processing means the selection of sound whole units of produce and conditioning.===>)
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BAD_LINE_M:2.The processing means the selection of sound whole units of produce and conditioning.
BAD_LINE_M:2. Prerada podrazumeva selekciju zdravih celih plodova i kondicioniranje.
BAD_LINE_E:The processing means the selection of sound whole units of produce and conditioning.
BAD_LINE_E:
MATCH@M:(1. The costs of new packaging, such as box, bag, tape, stretch foil.===>1. Koštanje nove ambalaže kao što je kutija, kesa, lepljiva traka, streč folija.)
MATCH@E:(The costs of new packaging, such as box, bag, tape, stretch foil. ~~~ 1.===>Koštanje nove ambalaže kao što je kutija, ke sa, lepljiva traka, streč folija. 1.)
MATCH@M:(The costs of processing will vary in accordance with the quality of raw materials.===>U zavisnosti od kvaliteta sirovine razlikovane se i troškovi prerade.)
MATCH@E:(The costs of processing will vary in accordance with the quality of raw materials.===>U zavisnosti od kvaliteta sirovine razlikovaće se i troškovi prerade.)
MATCH@M:(The higher the quality of raspberry, the lower the input into the workforce and consequently the lower the prices are.===>Bolji kvalitet maline zahteva manji utrošak radne snage i samim tim smanjuje cenu koštanja.)
MATCH@E:(The higher the quality of raspberry, the lower the input into the workforce and consequently the lower the prices are.===>Bolji kvalitet maline zahteva manji utrošak radne snage i samim tim smanjuje cenu koštanja.)
MATCH@M:(The D/F bruch raspberry is absolutely pure fruits, with no traces of impurity.===>D/Z malina bruh je besprekorno čista roba, bez primesa stranih tela.)
MATCH@E:(The D/F bruch raspberry is absolutely pure fruits, withnno traces of impuri ty.===>D/Z malina bruh je besprekorno čista roba, bez primesa stranih tela.)
MATCH@M:(The total costs ofr D/F bruch raspberry start from the calculation for D/F raspbery original to which the costs of D/F bruch raspberry are added.===>Ukupni troškovi D/Z maline bruh počinju od kalkulacije D/Z maline original na koje se dodaju troškovi D/Z maline bruh.)
MATCH@E:(The total costs ofr D/F bruch raspberry start from the calculation for D/F raspbery original to which the costs of D/F bruch raspberry are added.===>Ukupni troškovi D/Z maline bruh počinju od kalkulacije D/Z maline original na koje se dodaju troškovi D/Z maline bruh.)
MATCH@M:(The D/F groats raspberry is entirely made up of litter resulting from the freezing process, malformed fruit items, dark fruits, which in total makes the material for groats.===>D/Z malina griz je ukupan lom D/Z maline koji je nastao tokom zamrzavanja, zatim deformisani plodovi,plodovi tamne boje, [to sve zajedno predstavlja masu za griz.)
MATCH@E:(1. ~~~ B. C. D. 1. ~~~ TOTAL The D/F groats raspberry is entirely made up of litter resulting from the freezing process, malformed fruit items, dark fruits, which in total makes the material for groats.===>KUT.,PE KESA,TRAKA, STREC FOLIJA EUR/KG 0,055 TOTAL C 0,055 1. [PEDIICIJA EUR/KG 0,004 TOTAL D 0,004 CENA KO[TANjA D/Z MALINE ORIGINAL 1,433 UKUPNO EUR/KG 1,634 D/Z malina griz je ukupan lom D/Z maline koji je nastao tokom zamrzavanja, zatim deformisani plodovi, plodovi tamne boje, što sve zajedno predstavlja masu za griz.)
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BAD_LINE_M:The D/F groats raspberry is entirely made up of litter resulting from the freezing process, malformed fruit items, dark fruits, which in total makes the material for groats.
BAD_LINE_M:D/Z malina griz je ukupan lom D/Z maline koji je nastao tokom zamrzavanja, zatim deformisani plodovi,plodovi tamne boje, [to sve zajedno predstavlja masu za griz.
BAD_LINE_E:1. ~~~ B. C. D. 1. ~~~ TOTAL The D/F groats raspberry is entirely made up of litter resulting from the freezing process, malformed fruit items, dark fruits, which in total makes the material for groats.
BAD_LINE_E:KUT.,PE KESA,TRAKA, STREC FOLIJA EUR/KG 0,055 TOTAL C 0,055 1. [PEDIICIJA EUR/KG 0,004 TOTAL D 0,004 CENA KO[TANjA D/Z MALINE ORIGINAL 1,433 UKUPNO EUR/KG 1,634 D/Z malina griz je ukupan lom D/Z maline koji je nastao tokom zamrzavanja, zatim deformisani plodovi, plodovi tamne boje, što sve zajedno predstavlja masu za griz.
MATCH@M:(This mass is subjected to further grinding the result of which is the D/F groats raspberry mass.===>Navedena masa se dalje u postupku prerade melje i tako dobijamo D/Z malinu griz.)
MATCH@E:(This mass is subjected to further grinding the result of which is the D/F groats raspberry mass.===>Navedena masa se dalje u postupku prerade melje i tako dobijamo D/Z malinu griz.)
MATCH@M:(These are malformed fruit items which include: rotten fruits, half-rotten fruits, burned fruits, overripe and fermented fruits.===>To su neuslovni plodovi koji podrazumevaju: trulu malinu, natrulu, plodove sa ožegotinama, prezrele i fermenti-sane plodove.)
MATCH@E:(These are malformed fruit items which include: rotten fruits, half-rotten fruits, burned fruits, overripe and fermented fruits.===>To su neuslovni plodovi koji podrazumevaju: trulu malinu, natrulu, plodove sa ožegotinama, prezrele i fermentisane plodove.)
MATCH@M:(Such malformed fruits are further subjected to a process of making semi-products by grinding.===>Neuslovni plodovi idu u dalji tok dobi-janja poluproizvoda procesom mlevenja.)
MATCH@E:(Such malformed fruits are further subjected to a process of making semi-products by grinding.===>Neuslovni plodovi idu u dalji tok dobijanja poluproizvoda procesom mlevenja.)
MATCH@M:(Two types of packaging are used for this raspberry semi-product: kraft paper bags of 25 kilos or cardboard boxes and bags.===>Za naveden poluproizvod maline, koriste se dva tipa ambalaže: natron vreće od 25 kg ili kartonska kutija i kesa.)
MATCH@E:(Two types of packaging are used for this raspberry semi-product: kraft paper bags of 25 kilos or cardboard boxes and bags.===>Za naveden poluproizvod maline, koriste se dva tipa ambalaže: natron vreće od 25 kg ili kartonska kutija i kesa. 1.)
MATCH@M:(The promotion (as a marketing mix instrument) is efficient if the other instruments (product, prices, sales channels) function adequately.===>Promocija (kao instrument marketing miksa) efikasna je ukoliko ostali instrumenti (proizvod, cene, kanali prodaje) obavljaju svoju funkciju.)
MATCH@E:(The promotion (as a marketing mix instrument) is efficient if the other instruments (product, prices, sales channels) function adequately.===>Promocija (kao instrument marketing miksa) efikasna je ukoliko ostali instrumenti (proizvod, cene, kanali prodaje) obavljaju svoju funkciju.)
MATCH@M:(For example, if by its properties an agricultural produce is below the market criteria (e.g., the price is too high, the sales channels inefficient), these flaws cannot be compensated by the promotion, so the promotion will not be as efficient as it is planned.===>Na primer, ako je agro-proizvod po svojim svojstvima ispod tržišnih kriteriju-ma (npr. cena previsoka, a kanali prodaje neefikasni), promocija ne može da nadoknadi njihove propuste i da obavi svoju ulogu na način kao što bi to trebalo.)
MATCH@E:(For example, if by its properties an agricultural produce is below the market criteria (e.g., the price is too high, the sales channels inefficient), these flaws cannot be compensated by the promotion, so the promotion will not be as efficient as it is planned.===>Na primer, ako je agroproizvod po svojim svojstvima ispod tržišnih kriterijuma (npr. cena previsoka, a kanali prodaje neefikasni), promocija ne može da nadoknadi njihove propuste i da obavi svoju ulogu na način kao što bi to trebalo.)
MATCH@M:(It is important to know that the raspberry and raspberry products of Jugprom, d.o.o and of the Arilje Cooperative are meant primarily for export buyers.===>Treba istaći da su malina i proizvodi od maline Jug-proma d.o.o. i Zadruge Arilje namenjeni prvenstveno industrijskim kupcima.)
MATCH@E:(It is important to know that the raspberry and raspberry products of Jugprom, d.o.o and of the Arilje Cooperative are meant primarily for export buyers.===>Treba istaći da su malina i proizvodi od maline Jugproma d.o.o. i Zadruge Arilje namenjeni prvenstveno industrijskim kupcima.)
MATCH@M:(The communication with this category of buyers differs from that with the end buyers.===>Način komunikacije sa ovom kategorijom kupaca se razlikuje od komunikacije sa finalnim potrošačima.)
MATCH@E:(The communication with this category of buyers differs from that with the end buyers.===>Način komunikacije sa ovom kategorijom kupaca se razlikuje od komunikacije sa finalnim potrošačima.)
MATCH@M:(Having in mind all the promotional elements (economic advertising, personalized sales, sales improvements, public relations) we can say that Jugprom d.o.o. implements the sales promotion.===>Imajući u vidu sve promotivne elemente (privredna propaganda, lična prodaja, una-predenje prodaje, odnosi sa javnošću) Jugprom d.o.o. primenjuje unapređenja prodaje.)
MATCH@E:(Having in mind all the promotional elements (economic advertising, personalized sales, sales improvements, public relations) we can say that Jugprom d.o.o. implements the sales promotion.===>Imajući u vidu sve promotivne elemente (privredna propaganda, lična prodaja, unapređenje prodaje, odnosi sa javnošću) Jugprom d.o.o. primenjuje unapređenja prodaje.)
MATCH@M:(In this field the company takes part in FAIRS, CONGRESSES.===>Na polju unapređenja prodaje, učestvuje na SAJMOVIMA, KONGRESIMA.)
MATCH@E:(In this field the company takes part in FAIRS, CONGRESSES.===>Na polju unapređenja prodaje, učestvuje na SAJMOVIMA, KONGRESIMA.)
MATCH@M:(For these purposes the company has prepared a promotional catalogue, since it communicates mostly with the export buyers.===>U te svrhe, preduzeće ima promotivni katalog, jer ostvaruje najefektniju komunikaciju, prvenstveno, sa kupcima iz inostranstva.)
MATCH@E:(For these purposes the company has prepared a promotional catalogue, since it communicates mostly with the export buyers.===>U te svrhe, preduzeće ima promotivni katalog, jer ostvaruje najefektniju komunikaciju, prvenstveno, sa kupcima iz inostranstva.)
MATCH@M:(Economic advertising is not the dominant kind of mass communication in the area of frozen fruit placement.===>Privredna propaganda nije dominantna na polju plasmana zamrznutog voća kao vid masovnog komuniciranja.)
MATCH@E:(Economic advertising is not the dominant kind of mass communication in the area of frozen fruit placement.===>Privredna propaganda nije dominantna na polju plasmana zamrznutog voća kao vid masovnog komuniciranja.)
MATCH@M:(Personalized sales concentrate on direct introducing the buyers to the plantations, to the production process, and to the quality of the produce on offer, which is what the Jugprom d.o.o. cold-storage plant does.===>Lična prodaja je kon-centrisana na direktnom upoznavanju kupaca sa zasa-dima, proizvodnim procesom i kvalitetom ponuđenih proizvoda, što hladnjača Jugprom d.o.o. primenjuje.)
MATCH@E:(Personalized sales concentrate on direct introducing the buyers to the plantations, to the production process, and to the quality of the produce on offer, which is what the Jugprom d.o.o. cold-storage plant does.===>Lična prodaja je koncentrisana na direktnom upoznavanju kupaca sa zasadima, proizvodnim procesom i kvalitetom ponuđenih proizvoda, što hladnjača Jugprom d.o.o. primenjuje.)
MATCH@M:(One aspect of communication and presentation could is also a web-site on the Internet.===>Jedan vid komunikacije i prezentacije bi obuhvatio i web stranicu na internetu.)
MATCH@E:(One aspect of communication and presentation could is also a web-site on the Internet.===>Jedan vid komunikacije i prezentacije bi obuhvatio i web stranicu na internetu.)
MATCH@M:(A short marketing channel that entails a direct contact contributes to making a higher impact upon the buyers, as well as to building a longer-term collaboration, and accessing significant sources of information along the way.===>Kratak kanal marketinga, koji obuhvata direktan kontakt, doprinosi većem uticaju na kupce, kao i dugoročnijoj saradnji, a stiču se i značajni izvori informacija.)
MATCH@E:(A short marketing channel that entails a direct contact contributes to making a higher impact upon the buyers, as well as to building a longer-term collaboration, and accessing significant sources of information along the way.===>Kratak kanal marketinga, koji obuhvata direktan kontakt, doprinosi većem uticaju na kupce, kao i dugoročnijoj saradnji, a stiču se i značajni izvori informacija.)
MATCH@M:(The Jugprom d.o.o. company, Leskovac, uses the short marketing channel, since it has its own rolling plant consisting of 6 trucks of 25 tons transport capacity and the cold-storage plant.===>U kratkom kanalu marketinga koristi se preduzeće Jugprom d.o.o. iz Le-skovca, koje raspolaže sopstvenim voznim parkom, od 6 kamiona, nosivosti 25 tona i hladnjačom.)
MATCH@E:(The Jugprom d.o.o. company, Leskovac, uses the short marketing channel, since it has its own rolling plant consisting of 6 trucks of 25 tons transport capacity and the cold-storage plant.===>U kratkom kanalu marketinga koristi se preduzeće Jugprom d.o.o. iz Leskovca, koje raspolaže sopstvenim voznim parkom, od 6 kamiona, nosivosti 25 tona i hladnjačom.)
MATCH@M:(This allows for the transport to be conducted smoothly, both in case of purchasing from the producers to the cold-storage plant and in case of the finished produce transport to end buyers throughout Europe.===>Ovo omogućava de se nesmetano vrši transport, kako prilikom otkupa od proizvođača do hladnjače, tako i transport gotovog proizvoda do krajnjih kupaca širom Evrope.)
MATCH@E:(This allows for the transport to be conducted smoothly, both in case of purchasing from the producers to the cold-storage plant and in case of the finished produce transport to end buyers throughout Europe.===>Ovo omogućava de se nesmetano vrši transport, kako prilikom otkupa od proizvođača do hladnjače, tako i transport gotovog proizvoda do krajnjih kupaca širom Evrope.)
MATCH@M:(Promotional activities for the Arilje Cooperative are identical, and as both cold-storage plants sell the raspberry and raspberry produce to industrial buyers, the strategy of promoting the produce at fairs, congresses and promotional catalogues is satisfactory from the promotional standpoint.===>Promotivne aktivnosti su identične za Zadrugu Arilje, i obzirom da obe hladnjače prodaju maline i proizvode od maline industrijskim kupcima, strategija guranja proizvoda kroz sajmove, kongrese i promotivne kataloge, ima zadovoljavajući nivo promotivnog aspekta.)
MATCH@E:(Promotional activities for the Arilje Cooperative are identical, and as both cold-storage plants sell the raspberry and raspberry produce to industrial buyers, the strategy of promoting the produce at fairs, congresses and promotional catalogues is satisfactory from the promotional standpoint.===>Promotivne aktivnosti su identične za Zadrugu Arilje, i obzirom da obe hladnjače prodaju maline i proizvode od maline industrijskim kupcima, strategija guranja proizvoda kroz sajmove, kongrese i promotivne kataloge, ima zadovoljavajući nivo promotivnog aspekta.)
MATCH@M:(Since the sales in both plants are created through the stock system, the strategy of raspberry produce promotion proves to be a relevant strategy in this field as well.===>Obzirom da se prodaja u obe hladnjače kreira kroz sistem zaliha, strategija guranja proizvoda maline i po tom osnovu predstavlja relevantnu strategiju.)
MATCH@E:(Since the sales in both plants are created through the stock system, the strategy of raspberry produce promotion proves to be a relevant strategy in this field as well.===>Obzirom da se prodaja u obe hladnjače krei ra kroz sistem zaliha, strategija guranja proizvoda maline i po tom osnovu predstavlja relevantnu strategiju.)
MATCH@M:(Non-verbal communication - communicating meanings by means of non-verbal clues (facial expressions, gesticulation, posturics, proxemics) is an inseparable part of communication in corporation.===>Neverbalna komunikacija - saopstavanje značenja pomoću neverbalnih znakova (izrazima lica, gestikulacijom, položaja tela, rastojanja između sagovornika) predstavlja neodvojivi deo komunikacije u korporaciji.)
MATCH@E:(September 2008, Belgrade, Serbia Non-verbal communication communicating meanings by means of non-verbal clues (facial expressions, gesticulation, posturics, proxemics) is an inseparable part of communication in corporation.===>Septembar 2008, Beograd, Srbija Neverbalna komunikacija saopštavanje značenja pomoću neverbalnih znakova (izrazima lica, gestikulacijom, položaja tela, rastojanja između sagovornika) predstavlja neodvojivi deo komunikacije u korporaciji.)
MATCH@M:(Apart from supplementing verbal communication it unmasks emotional part of personality of communicators .===>Pored toga sto dopunjava verbalnu komunikaciju, neverbalna komunikacija otkriva emotivni deo ličnosti koja učestvuje u komunikaciji.)
MATCH@E:(Apart from supplementing verbal communication it unmasks emotional part of personality of communicators .===>Pored toga što dopunjava verbalnu komunikaciju, neverbalna komunikacija otkriva emotivni deo ličnosti koja učestvuje u komunikaciji.)
MATCH@M:(In this article we focus on the mapping of superiors’ use of facial expressions and proxemics in communication with subordinates in a transport company in Kosice.===>U ovom radu fokusiramo se na mapiranje izraza lica i rastojanja između sagovornika nadređenog u komunikaciji sa podređenima u prevozničkoj firmi u Kosicama.)
MATCH@E:(In this article we focus on the mapping of superiors use of facial expressions and proxemics in communication with subordinates in a transport company in Košice.===>U ovom radu fokusiramo se na mapiranje izraza lica i rastojanja između sagovornika nadređenog u komunikaciji sa podređenima u prevozničkoj firmi u Košicama.)
MATCH@M:(We analyse data collected by means of a questionnaire.===>Analiziraćemo podatke prikupljene primenom upitnika. Uvod)
MATCH@E:(We analyse data collected by means of a questionnaire.===>Analiziraćemo podatke prikupljene primenom upitnika.)
MATCH@M:(Introduction Interpersonal communication is interaction by means of symbols (Vybiral 2000, p. 19).===>Komunikacija između ljudi predstavlja sporazume va-nje putem simbola (Vybi'ral, 2000, str. 19).)
MATCH@E:(Introduction The aim of the paper Interpersonal communication is interaction by means of symbols (Vybíral 2000, p. 19).===>Uvod Komunikacija između ljudi predstavlja sporazumevanje putem simbola (Vybíral, 2000, str. 19).)
MATCH@M:(By symbols we mean not only language (applied in verbal communication), but also facial expressions and gestures (used in non-verbal communication).===>Pod simbolima ne podrazumevamo samo jezik (koji se koristi u verbalnoj komunikaciji), već i izraze lica i gestove (koji se koriste u neverbalnoj komunikaciji).)
MATCH@E:(By symbols we mean not only language (applied in verbal communication), but also facial expressions and gestures (used in non-verbal communication).===>Pod simbolima ne podrazumevamo samo jezik (koji se koristi u verbalnoj komunikaciji), već i izraze lica i gestove (koji se koriste u neverbalnoj komunikaciji).)
MATCH@M:(Nonverbal communication could be defined as sharing messages by means nonverbal clues (facial expressions, gesticulation, posturics, proxemics; Ferjencik, 2001, p. 7, 8).===>Neverbalna komunikacija može se definisati kao raz-mena poruka putem neverbalnih znakova (izraza lica, gestikulacije, položaja tela, proksemije; Ferjenćik 2001; str. 7.8).)
MATCH@E:(Nonverbal communication could be defined as sharing messages by means nonverbal clues (facial expressions, gesticulation, posturics, proxemics; Ferjenčík, 2001, p. 7, 8).===>Izrazi lica jezk lica (namigivanje, podignute obrve, napućene usne, jezik pogleda, itd.) zasniva se na urođenim programima (u odnosu na druge oblike komunikacije, mi ove oblike ne moramo da učimo).)
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BAD_LINE_M:Nonverbal communication could be defined as sharing messages by means nonverbal clues (facial expressions, gesticulation, posturics, proxemics; Ferjencik, 2001, p. 7, 8).
BAD_LINE_M:Neverbalna komunikacija može se definisati kao raz-mena poruka putem neverbalnih znakova (izraza lica, gestikulacije, položaja tela, proksemije; Ferjenćik 2001; str. 7.8).
BAD_LINE_E:Nonverbal communication could be defined as sharing messages by means nonverbal clues (facial expressions, gesticulation, posturics, proxemics; Ferjenčík, 2001, p. 7, 8).
BAD_LINE_E:Izrazi lica jezk lica (namigivanje, podignute obrve, napućene usne, jezik pogleda, itd.) zasniva se na urođenim programima (u odnosu na druge oblike komunikacije, mi ove oblike ne moramo da učimo).
MATCH@M:(Facial expressions-,face language‘ (winking,raised eyebrows,pouted lips,‘ language of eyes, etc.) are based on innate programmes (in contrast to other forms of communication we do not have to learn them).===>Izrazi lica - „jezk lica“ (namigivanje, podignute obrve, napućene usne, „jezik pogleda“, itd.) zasniva se na urođenim programima (u odnosu na druge oblike komunikacije, mi ove oblike ne moramo da učimo).)
MATCH@E:(Facial expressions‚face language (winking,raised eyebrows,pouted lips, language of eyes, etc.) are based on innate programmes (in contrast to other forms of communication we do not have to learn them).They send out information about emotions (fear, joy, suprise etc.).===>Ovi oblivi komunikacije šalju poruke o emocijama (strahu, radosti, iznenađenju, itd.).)
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BAD_LINE_M:Facial expressions-,face language‘ (winking,raised eyebrows,pouted lips,‘ language of eyes, etc.) are based on innate programmes (in contrast to other forms of communication we do not have to learn them).
BAD_LINE_M:Izrazi lica - „jezk lica“ (namigivanje, podignute obrve, napućene usne, „jezik pogleda“, itd.) zasniva se na urođenim programima (u odnosu na druge oblike komunikacije, mi ove oblike ne moramo da učimo).
BAD_LINE_E:Facial expressions‚face language (winking,raised eyebrows,pouted lips, language of eyes, etc.) are based on innate programmes (in contrast to other forms of communication we do not have to learn them).They send out information about emotions (fear, joy, suprise etc.).
BAD_LINE_E:Ovi oblivi komunikacije šalju poruke o emocijama (strahu, radosti, iznenađenju, itd.).
MATCH@M:(Gesticulation is communication by movements of arms, legs or head.===>Gestikulacija predstavlja oblik komunikacije pomoću pokreta ruku, nogu ili glave.)
MATCH@E:(Gesticulation is communication by movements of arms, legs or head.===>Gestikulacija predstavlja oblik komunikacije pomoću pokreta ruku, nogu ili glave.)
MATCH@M:(Like facial expressions it provides others with information about emotions.===>Kao i izrazi lica, i ona šalje ljudima informacije o našim emocijama.)
MATCH@E:(Like facial expressions it provides others with information about emotions.===>Kao i izrazi lica, i ona šalje ljudima informacije o našim emocijama.)
MATCH@M:(We consider posturics to be a language of body postures as it communicates an attitude (relation) of a communicator to their partner in communication, to themselves and an object of communication (slouched body and stooped shoulders, bowed head-submissiveness, meekness, resignation; upright posture, raised head and chin -dominancy superiority, etc.).===>Položaj tela se definiše kao jezik pokreta tela, pošto saopštava stav (odnos) osobe prema sagovorniku u komunikaciji, prema sebi i prema predmetu komunikacije (nemarno ponuto telo i obe-šena ramena, sagnuta glava predstavlja pokornost, slabost, rezignaciju; uspravan položaj tela, podignuta glava i brada - dominaciju, superiornost, itd.).)
MATCH@E:(However ,it is determined by upbringing and acquired by experience to a larger extent (nodding head , pointing finger etc.) .We consider posturics to be a language of body postures as it communicates an attitude (relation) of a communicator to their partner in communication, to themselves and an object of communication (slouched body and stooped shoulders, bowed headsubmissiveness, meekness, resignation; upright posture, raised head and chin dominancy superiority, etc.).===>Ipak, ovaj tip komunikacije je u većoj meri određen vaspitanjem i uglavnom se stiče iskustvom (klimanje glavom, pokazivanje prstom, itd.). ~~~ Položaj tela se definiše kao jezik pokreta tela, pošto saopštava stav (odnos) osobe prema sagovorniku u komunikaciji, prema sebi i prema predmetu komunikacije (nemarno ponuto telo i obešena ramena, sagnuta glava predstavlja pokornost, slabost, rezignaciju; uspravan položaj tela, podignuta glava i brada dominaciju, superiornost, itd.).)
MATCH@M:(In this paper we focused our research on the finding of usage of non-verbal communication (specifically facial expressions and proxemics) in the transport company in Kosice.===>U ovom radu istraživali smo primenu neverbalne komunikacije (posebno izraze lica i proksemiju) u jednoj prevozničkoj kompaniji iz Košica.)
MATCH@E:(In this paper we focused our research on the finding of usage of non-verbal communication (specifically facial expressions and proxemics) in the transport company in Košice.===>U ovom radu istraživali smo primenu neverbalne komunikacije (posebno izraze lica i proksemiju) u jednoj prevozničkoj kompaniji iz Košica.)
MATCH@M:(The aim of the paper is to ascertain the current status of the non-verbal communication of management representatives in the transport company in Kosice and to propose changes which would improve non-verbal communication and remove communication imperfections.===>Cilj rada jeste da se utvrdi trenutni status neverbalne komunikacije predstavnika menadžmenta u prevozničkoj kompaniji u Košicama i da se predlože promene koje bi unapredile neverbalnu komunikaciju i uklonile manjkavosti u komunikaciji.)
MATCH@E:(The aim of the paper is to ascertain the current status of the non-verbal communication of management representatives in the transport company in Košice and to propose changes which would improve non-verbal communication and remove communication imperfections.===>Neverbalna komunikacija može se definisati kao razmena poruka putem neverbalnih znakova (izraza lica, gestikulacije, položaja tela, proksemije; Ferjenčík 2001; str. 7.)
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BAD_LINE_M:The aim of the paper is to ascertain the current status of the non-verbal communication of management representatives in the transport company in Kosice and to propose changes which would improve non-verbal communication and remove communication imperfections.
BAD_LINE_M:Cilj rada jeste da se utvrdi trenutni status neverbalne komunikacije predstavnika menadžmenta u prevozničkoj kompaniji u Košicama i da se predlože promene koje bi unapredile neverbalnu komunikaciju i uklonile manjkavosti u komunikaciji.
BAD_LINE_E:The aim of the paper is to ascertain the current status of the non-verbal communication of management representatives in the transport company in Košice and to propose changes which would improve non-verbal communication and remove communication imperfections.
BAD_LINE_E:Neverbalna komunikacija može se definisati kao razmena poruka putem neverbalnih znakova (izraza lica, gestikulacije, položaja tela, proksemije; Ferjenčík 2001; str. 7.
MATCH@M:(We carried out research by means of a questionnaire in two departments of the transport company in Kosice (for the purpose of this paper we designated them as a department A and a department B) in autumn 2007.===>Istraživanje smo sproveli putem upitnika u dva sektora prevozničke firme iz Košica (za potrebe ovoga rada označili smo ih kao sektor A i sektor B), u jesen 2007. godine.)
MATCH@E:(Research methodology We carried out research by means of a questionnaire in two departments of the transport company in Košice (for the purpose of this paper we designated them as a department A and a department B) in autumn 2007.===>Metodologija istraživanja Istraživanje smo sproveli putem upitnika u dva sektora prevozničke firme iz Košica (za potrebe ovoga rada označili smo ih kao sektor A i sektor B), u jesen 2007. godine.)
MATCH@M:(The questionnaire items mapped the overall situation in vertical and horizontal communication in the organisation.===>Pitanjima u upitniku pokušali smo da mapira-mo (odredimo) sveukupnu situaciju u vertikalnoj i horizontalnoj komunikaciji u organizaciji.)
MATCH@E:(The questionnaire items mapped the overall situation in vertical and horizontal communication in the organisation.===>Pitanjima u upitniku pokušali smo da mapiramo (odredimo) sveukupnu situaciju u vertikalnoj i horizontalnoj komunikaciji u organizaciji.)
MATCH@M:(For the purpose of this paper we evaluated the part aimed at the finding of non-verbal communication between the superior and subordinate employees.===>Za potrebe ovoga rada izvršili smo procenu dela koji se odnosi na nalaze o okviru neverbalne komunikacije između pretpostavljenog i podređenih zaposlenih.)
MATCH@E:(For the purpose of this paper we evaluated the part aimed at the finding of non-verbal communication between the superior and subordinate employees.===>Za potrebe ovoga rada izvršili smo procenu dela koji se odnosi na nalaze o okviru neverbalne komunikacije između pretpostavljenog i podređenih zaposlenih.)
MATCH@M:(What distance do the superiors maintain when they communicate with the subordinates at the workplace?===>Na kom rastojanju stoje pretpostavljeni kada komuniciraju sa podređenima na radnom mestu? Hipoteza)
MATCH@E:(Research question What distance do the superiors maintain when they communicate with the subordinates at the workplace?===>Tema istraživanja Na kom rastojanju stoje pretpostavljeni kada komuniciraju sa podređenima na radnom mestu?)
MATCH@M:(Hypothesis H1: 80% of the repondents think that the superiors maintain social distance: 1,2-2,1 m when they communicate with them at the workplace.===>H1: 80% ispitanika misli da pretpostavljeni održavaju društvenu distancu: 1,2 - 2,1 metar kada komuniciraju s njima na radnom mestu.)
MATCH@E:(Hypothesis H1: 80% of the repondents think that the superiors maintain social distance: 1,22,1 m when they communicate with them at the workplace.===>Hipoteza H1: 80% ispitanika misli da pretpostavljeni održavaju društvenu distancu: ~~~ 1,2 2,1 metar kada komuniciraju s njima na radnom mestu.)
MATCH@M:(Research sample was formed by the 43 - superior and subordinate employees of the transport company in Kosice.===>Uzorak u ovom istraživanju iznosio je 43 - nadređenih i podređenih zaposlenih u prevozničkoj firmi u Košicama.)
MATCH@E:(Research sample Research sample was formed by the 43 superior and subordinate employees of the transport company in Košice.===>Uzorak u istraživanju Uzorak u ovom istraživanju iznosio je 43 nadređenih i podređenih zaposlenih u prevozničkoj firmi u Košicama.)
MATCH@M:(The employees of the two departments took part in the research (department A - 25 respondents, department B - 18 respondents ).===>U istraživanju su učestvovali zaposleni iz dva sektora (sektor A - 25 ispitanika, sektor B - 18 ispitanika).)
MATCH@E:(The employees of the two departments took part in the research (department A 25 respondents, department B 18 respondents ).===>U istraživanju su učestvovali zaposleni iz dva sektora (sektor A 25 ispitanika, sektor B 18 ispitanika).)
MATCH@M:(There were 51 % of males and 49 % of females.===>Među njima je bilo 51% muškaraca i 49% žena.)
MATCH@E:(There were 51 % of males and 49 % of females.===>Među njima je bilo 51% muškaraca i 49% žena.)
MATCH@M:(The respondents with university education constituted 60%, with secondary education 40 % and with primary education 0% of all the enquired.===>Ispitanici sa fakultetskim obrazovanjem bili su zastupljeni sa 60%, sa srednjim obrazovanjem činili su 40% ispitanika, a sa osnovnim obrazovanjem 0% ispitanika.)
MATCH@E:(The respondents with university education constituted 60%, with secondary education 40 % and with primary education 0% of all the enquired.===>Ispitanici sa fakultetskim obrazovanjem bili su zastupljeni sa 60%, sa srednjim obrazovanjem činili su 40% ispitanika, a sa osnovnim obrazovanjem 0% ispitanika.)
MATCH@M:(Concerning the numbers of years in the company, the employees who have worked in the company for 1 - 5 years made up 49 %, the employees who have worked in the company for 6-10 years comprised 37 %.===>U pogledu broja godina provedenih u kompaniji, ispitanika koji su radili u kompaniji od 1-5 godina bilo je 49%, onih koji su radili u kompaniji 6-10 godina bilo je 37%.)
MATCH@E:(Concerning the numbers of years in the company, the employees who have worked in the company for 1 5 years made up 49 %, the employees who have worked in the company for 6 10 years comprised 37 %.===>U pogledu broja godina provedenih u kompaniji, ispitanika koji su radili u kompaniji od 1-5 godina bilo je 49%, onih koji su radili u kompaniji 6-10 godina bilo je 37%.)
MATCH@M:(The employees who have worked in the company for less than a year made up 14 % of all the respondents.===>Onih koji su radili u firmi kraće od godinu dana bilo je 14%.)
MATCH@E:(The employees who have worked in the company for less than a year made up 14 % of all the respondents.===>Onih koji su radili u firmi kraće od godinu dana bilo je 14%.)
MATCH@M:(In this part we analyse the data focused on non-verbal communication, specifically the use of facial expressions (eye contact) and proxemics in communication between the superiors and the subordinates of the explored company.===>U ovom delu analiziramo podatke koji se tiču neverbalne komunikacije, posebno korišćenje izraza lica (kontakt pogledom) i rastojanje između sagovornika u komunikaciji između pretpostavljenih i podređenih u kompaniji koju posmatramo.)
MATCH@E:(Analysis of research results In this part we analyse the data focused on non-verbal communication, specifically the use of facial expressions (eye contact) and proxemics in communication between the superiors and the subordinates of the explored company.===>Analiza rezultata istraživanja U ovom delu analiziramo podatke koji se tiču neverbalne komunikacije, posebno korišćenje izraza lica (kontakt pogledom) i rastojanje između sagovornika u komunikaciji između pretpostavljenih i podređenih u kompaniji koju posmatramo.)
MATCH@M:(Question number 1: Where does your superior look when he or she communicates with you?===>Pitanje broj 1: U kom pravcu gleda vaš pretpostavljeni kada razgovara s vama?)
MATCH@E:(Question number 1: Where does your superior look when he or she communicates with you?===>Pitanje broj 1:)
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BAD_LINE_M:Question number 1: Where does your superior look when he or she communicates with you?
BAD_LINE_M:Pitanje broj 1: U kom pravcu gleda vaš pretpostavljeni kada razgovara s vama?
BAD_LINE_E:Question number 1: Where does your superior look when he or she communicates with you?
BAD_LINE_E:Pitanje broj 1:
MATCH@M:(Question number 2: What distance does your superior maintain in communication with you?===>Pitanje broj 2: Na kom odstojanju vaš pretpostavljeni stoji kad razgovara s vama?)
MATCH@E:(Question number 2: What distance does your superior maintain in communication with you?===>Pitanje broj 2: ~~~ Na kom odstojanju vaš pretpostavljeni stoji kad razgovara s vama?)
MATCH@M:(In both department A and B the superiors move within the personal zone most often when they communicate with the subordinates.===>U oba sektora, A i B, pretpostavljeni se najčešće kreću u okviru ličnog prostora kada komuniciraju sa podređenima.)
MATCH@E:(Graph 2 Distance in communication Source:Own graph In both department A and B the superiors move within the personal zone most often when they communicate with the subordinates.===>Grafikon 2 Rastojanje u komunikaciji Izvor: autorov grafikon U oba sektora, A i B, pretpostavljeni se najčešće kreću u okviru ličnog prostora kada komuniciraju sa podređenima.)
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BAD_LINE_M:In both department A and B the superiors move within the personal zone most often when they communicate with the subordinates.
BAD_LINE_M:U oba sektora, A i B, pretpostavljeni se najčešće kreću u okviru ličnog prostora kada komuniciraju sa podređenima.
BAD_LINE_E:Graph 2 Distance in communication Source:Own graph In both department A and B the superiors move within the personal zone most often when they communicate with the subordinates.
BAD_LINE_E:Grafikon 2 Rastojanje u komunikaciji Izvor: autorov grafikon U oba sektora, A i B, pretpostavljeni se najčešće kreću u okviru ličnog prostora kada komuniciraju sa podređenima.
MATCH@M:(They keep personal distance(space 45–90 cm) – this option was chosen by 56% of the total numer of the enquired (61% from the department A, 52% from the department B).===>Održavaju ličnu distancu (rastojanje od 4590cm) - ovako je odgovorilo 56% od ukupnog broja ispitanika (61% iz sektora A i 52% iz sektora B).)
MATCH@E:(They keep personal distance (space 4590 cm) this option was chosen by 56% of the total numer of the enquired (61% from the department A, 52% from the department B).===>Održavaju ličnu distancu (rastojanje od 4590cm) ovako je odgovorilo 56% od ukupnog broja ispitanika (61% iz sektora A i 52% iz sektora B).)
MATCH@M:(23% of the respondents stated that the superior communicates with them in intimate distance.===>23% ispitanika navelo je da pretpostavljeni komunicira s njima stojeći na rastojanju koje bi se moglo nazvati intimnijim.)
MATCH@E:(23% of the respondents stated that the superior communicates with them in intimate distance.===>23% ispitanika navelo je da pretpostavljeni komunicira s njima stojeći na rastojanju koje bi se moglo nazvati intimnijim.)
MATCH@M:(Only 21% of all the examined reported that the superior communicates with them in optimal (social) distance – distance 1,2 – 3,7 m.===>Samo 21% ispitanika navelo je da pretpostavljeni komunicira s njima na optimalnoj (društvenoj ) distanci - rastojanju od 1,2 - 3,7m.)
MATCH@E:(Only 21% of all the examined reported that the superior communicates with them in optimal (social) distance distance 1,2 3,7 m.===>Samo 21% ispitanika navelo je da pretpostavljeni komunicira s njima na optimalnoj (društvenoj ) distanci rastojanju od 1,2 3,7m.)
MATCH@M:(On the basis of the result analysis we refuse hypothesis H1: 80% of the repondents think that the superiors maintain social distance: 1,2-2,1 m when they communicate with them at the workplace,as the most respondents (56% - 61% from the department A,52% from the department B) stated that the superiors move most often in personal zone in communication with the subordinates , they maintain personal distance (distance 45 - 90 cm).===>Na osnovu analize rezultata odbacujemo hipotezu H1: 80% ispitanika misli misli da pretpostavljeni održavaju društvenu distancu: 1,2 - 2,1m kada komuniciraju s njima na radnom mestu, kao što je većina ispitanika (56% - 61% iz sektora A, 52% iz sektora B) navela da se pretpostavljeni najčešće kreću u zoni ličnog prostora u komunikaciji sa podređenima, održavaju ličnu distancu (rastojanje od 45 - 90cm).)
MATCH@E:(Hyptheses verification On the basis of the result analysis we refuse hypothesis H1: 80% of the repondents think that the superiors maintain social distance: 1,22,1 m when they communicate with them at the workplace,as the most respondents (56% - 61% from the department A,52% from the department B) stated that the superiors move most often in personal zone in communication with the subordinates , they maintain personal distance (distance 45 90 cm) .===>Verifikacija hipoteze Na osnovu analize rezultata odbacujemo hipotezu H1: 80% ispitanika misli misli da pretpostavljeni održavaju društvenu distancu: ~~~ 1,2 2,1m kada komuniciraju s njima na radnom mestu, kao što je većina ispitanika (56% - 61% iz sektora A, 52% iz sektora B) navela da se pretpostavljeni najčešće kreću u zoni ličnog prostora u komunikaciji sa podređenima, održavaju ličnu distancu (rastojanje od 45 90cm).)
MATCH@M:(Exploring the positioning of the communication participants we found out that in both department A and B the superiors use personal zone (distance 45 - 90 cm) most frequently in contact with the subordinates.===>Pri istraživanju položaja učesnika u komunikaciji zaključili smo da i u sektoru A i u sektoru B pretpostavlje-nji u komunikaciji sa podređenima najčešće koriste zonu ličnog prostora (rastojanje od 45 - 90cm).)
MATCH@E:(Exploring the positioning of the communication participants we found out that in both department A and B the superiors use personal zone (distance 45 90 cm) most frequently in contact with the subordinates.===>Pri istraživanju položaja učesnika u komunikaciji zaključili smo da i u sektoru A i u sektoru B pretpostavljenji u komunikaciji sa podređenima najčešće koriste zonu ličnog prostora (rastojanje od 45 90cm).)
MATCH@M:(Although this is the most common distance in the explored company the superiors should maintain mainly social zone (1,2 - 3,7 m) in formal communication with employees.===>Iako ovo predstavlja najuobičajenije rastojanje u kompaniji koju smo posmatrali, pretpostavljeni bi uglavnom trebalo da koriste društvenu zonu (1,2 - 3,7m) u zvaničnoj komunikaciji sa zaposlenima.)
MATCH@E:(Although this is the most common distance in the explored company the superiors should maintain mainly social zone (1,2 3,7 m) in formal communication with employees.===>Iako ovo predstavlja najuobičajenije rastojanje u kompaniji koju smo posmatrali, pretpostavljeni bi uglavnom trebalo da koriste društvenu zonu (1,2 3,7m) u zvaničnoj komunikaciji sa zaposlenima.)
MATCH@M:(Such a distance provides communication participants (in our case maily the subordinate employees) with the feeling of psychic security.===>Ovakvo rastojanje obezbeđuje da se učesnici u komunikaciji (u našem slučaju uglavnom podređeni zaposleni) osećaju psihički sigurnije.)
MATCH@E:(Such a distance provides communication participants (in our case maily the subordinate employees) with the feeling of psychic security.===>Ovakvo rastojanje obezbeđuje da se učesnici u komunikaciji (u našem slučaju uglavnom podređeni zaposleni) osećaju psihički sigurnije.)
MATCH@M:(All leading employees should master necessary communication skills, they should be led to self-refection and to personal development in this field (Butoracovâ Sindlery-ovâ, 2006).===>Svi vodeći zaposleni moraju da ovladaju neophodnim umećima komunikacije, treba uvek da sagledavaju se-be i da se lično razvijaju i napreduju u ovoj oblasti (Bu-toracovâ Sindleryovâ, 2006).)
MATCH@E:(All leading employees should master necessary communication skills, they should be led to self-refection and to personal development in this field (Butoracová [indleryová, 2006).===>Svi vodeći zaposleni moraju da ovladaju neophodnim umećima komunikacije, treba uvek da sagledavaju se be i da se lično razvijaju i napreduju u ovoj oblasti (Butoracová [indleryová, 2006).)
MATCH@M:(As a result we suggest that the company start in-company training and education in the field of nonverbal communication or more precisely communication training.===>Kao rezultat, predlažemo da kompanija organizuje svojim zaposlenima obuku na polju neverbalne komunikacije ili, preciznije, obuku u komunikaciji.)
MATCH@E:(As a result we suggest that the company start in-company training and education in the field of nonverbal communication or more precisely communication training.===>Kao rezultat, predlažemo da kompanija organizuje svojim zaposlenima obuku na polju neverbalne komunikacije ili, preciznije, obuku u komunikaciji.)
MATCH@M:(The training should be focused not only on the improvement of verbal and non-verbal communication, but also on the identification and elimination of the most frequent flaws in communication.===>Ova obuka ne treba da se fokusira samo na unapređenje verbalne i neverbalne komunikacije, već i na prepoznavanje i eliminisanje najčešćih mana u komunikaciji.)
MATCH@E:(The training should be focused not only on the improvement of verbal and non-verbal communication, but also on the identification and elimination of the most frequent flaws in communication.===>Ova obuka ne treba da se fokusira samo na unapređenje verbalne i neverbalne komunikacije, već i na prepoznavanje i eliminisanje najčešćih mana u komunikaciji.)
MATCH@M:(After undergoing the communication training the leaders will demonstrate better knowledge and information in the field of verbal and non-verbal communication ,which could significantly help the company increase the work productivity (Mrvovâ, 2006, p. 270) and improve relations at the workplace.===>Pošto prođu obuku u komunikaciji, lideri će raspolagati boljim znanjem i informisanošću u oblasti verbalne i neverbalne komunikacije, što može značajno da pomogne kompaniji da poveća produktivnost na radu (Mrvovâ, 2006, str. 270) i poboljša odnose na radnom mestu.)
MATCH@E:(After undergoing the communication training the leaders will demonstrate better knowledge and information in the field of verbal and non-verbal communication ,which could significantly help the company increase the work productivity (Mrvová, 2006, p. 270) and improve relations at the workplace.===>Pošto prođu obuku u komunikaciji, lideri će raspolagati boljim znanjem i informisanošću u oblasti verbalne i neverbalne komunikacije, što može značajno da pomogne kompaniji da poveća produktivnost na radu (Mrvová, 2006, str. 270) i poboljša odnose na radnom mestu.)
MATCH@M:(Body language, non-verbal communication can put the finishing touches to the meaning of exchanged information since posture, facial expressions or gestures add emotional charge to the content of communication.===>Govor tela, neverbalna komunikacija, može da predstavlja „šlag na torti“ kada se radi o značenju razmenje-nih informacija, pošto položaj tela, izrazi lica ili gestovi dodaju sadržaju informacije emocionalni naboj.)
MATCH@E:(Conclusion Body language, non-verbal communication can put the finishing touches to the meaning of exchanged information since posture, facial expressions or gestures add emotional charge to the content of communication.===>Zaključak Govor tela, neverbalna komunikacija, može da predstavlja šlag na torti kada se radi o značenju razmenjenih informacija, pošto položaj tela, izrazi lica ili gestovi dodaju sadržaju informacije emocionalni naboj.)
MATCH@M:(They can highlight ,question,gloss or utterly deny the content of the information. A manager should be familiar with the forms of non-verbal communication so that he or she could apply them within vertical communication (in relation to subordinates), but also in horizontal communication (in contact with employees in the same position) appropriately and effectively.The mastery of non-verbal communication would enable managers to eliminate signals revealing their weaknesses and decode non-verbal communication of other coworkers in the organisation.===>Menadžer treba da poznaje oblike neverbalne komunikacije tako da može efektivno i primereno da ih primeni u vertikalnoj komunikaciji (u odnosima sa podređenima), ali i u horizontalnoj komunikaciji (u kontaktima sa zaposlenima njegovog ranga). Dobro poznavanje neverbalne komunikacije omogućiće menadžerima da eliminišu signale koji otkrivaju njihove slabosti i da de-šifruju neverbalnu komunikaciju drugih saradnika u organizaciji.)
MATCH@E:(A manager should be familiar with the forms of non-verbal communication so that he or she could apply them within vertical communication (in relation to subordinates), but also in horizontal communication (in contact with employees in the same position) appropriately and effectively.The mastery of non-verbal communication would enable managers to eliminate signals revealing their weaknesses and decode non-verbal communication of other coworkers in the organisation. ~~~ BIBLIOGRAPHY Košice: Sv.===>Dobro poznavanje neverbalne komunikacije omogućiće menadžerima da eliminišu signale koji otkrivaju njihove slabosti i da dešifruju neverbalnu komunikaciju drugih saradnika u organizaciji.)
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BAD_LINE_M:They can highlight ,question,gloss or utterly deny the content of the information. A manager should be familiar with the forms of non-verbal communication so that he or she could apply them within vertical communication (in relation to subordinates), but also in horizontal communication (in contact with employees in the same position) appropriately and effectively.The mastery of non-verbal communication would enable managers to eliminate signals revealing their weaknesses and decode non-verbal communication of other coworkers in the organisation.
BAD_LINE_M:Menadžer treba da poznaje oblike neverbalne komunikacije tako da može efektivno i primereno da ih primeni u vertikalnoj komunikaciji (u odnosima sa podređenima), ali i u horizontalnoj komunikaciji (u kontaktima sa zaposlenima njegovog ranga). Dobro poznavanje neverbalne komunikacije omogućiće menadžerima da eliminišu signale koji otkrivaju njihove slabosti i da de-šifruju neverbalnu komunikaciju drugih saradnika u organizaciji.
BAD_LINE_E:A manager should be familiar with the forms of non-verbal communication so that he or she could apply them within vertical communication (in relation to subordinates), but also in horizontal communication (in contact with employees in the same position) appropriately and effectively.The mastery of non-verbal communication would enable managers to eliminate signals revealing their weaknesses and decode non-verbal communication of other coworkers in the organisation. ~~~ BIBLIOGRAPHY Košice: Sv.
BAD_LINE_E:Dobro poznavanje neverbalne komunikacije omogućiće menadžerima da eliminišu signale koji otkrivaju njihove slabosti i da dešifruju neverbalnu komunikaciju drugih saradnika u organizaciji.
MATCH@M:(Mutual funds are nonbanking financial institutions that collect savings of individual investors in order to invest capital on financial market.===>Investicioni fondovi su nebankarske finansijske institucije koje prikupljaju štednju pojedinačnih investitora, a zatim prikupljena sredstva plasiraju na finansijskom tržištu.)
MATCH@E:(September 2008, Belgrade, Serbia Mutual funds are nonbanking financial institutions that collect savings of individual investors in order to invest capital on financial market.===>Septembar 2008, Beograd, Srbija Investicioni fondovi su nebankarske finansijske institucije koje prikupljaju štednju pojedinačnih investitora, a zatim prikupljena sredstva plasiraju na finansijskom tržištu.)
MATCH@M:(Capital market in Serbia is underdeveloped and shallow, characterised by a chronical shortage of quality long-term capital sources, and there are only few enterprises listed on the Stock Exchange A list attractive to mutual funds.===>Tržište kapitala u Srbiji je prilično nerazvijeno i plitko, postoji kronična oskudica kvalitetnih dugoročnih izvora sredstava, mali je broj preduzeča koja se nalaze na berzanskom A listingu i atraktivna su investicionim fondovima za ulaganje.)
MATCH@E:(Capital market in Serbia is underdeveloped and shallow, characterised by a chronical shortage of quality long-term capital sources, and there are only few enterprises listed on the Stock Exchange A list attractive to mutual funds.===>Tržište kapitala u Srbiji je prilično nerazvijeno i plitko, postoji hronična oskudica kvalitetnih dugoročnih izvora sredstava, mali je broj preduzeća koja se nalaze na berzanskom A listingu i atraktivna su investicionim fondovima za ulaganje.)
MATCH@M:(The offer of quality shares, known as “blue chips“, is rather poor, however great demand for them is.===>Naročito je slaba ponuda tzv. „blue chip “ akcija visokog kvaliteta za kojima je izražena velika tražnja.)
MATCH@E:(The offer of quality shares, known as blue chips, is rather poor, however great demand for them is.===>Naročito je slaba ponuda tzv. blue chip akcija visokog kvaliteta za kojima je izražena velika tražnja.)
MATCH@M:(In such circumstances companies are often faced with the problem of how to raise capital in case they do not have enough of their own.===>U takvim uslovima preduzeča često imaju problem sa pribavljanjem kapitala, u slučaju nedovoljne sopstvene akumulacije.)
MATCH@E:(In such circumstances companies are often faced with the problem of how to raise capital in case they do not have enough of their own.===>U takvim uslovima preduzeća često imaju problem sa pribavljanjem kapitala, u slučaju nedovoljne sopstvene akumulacije.)
MATCH@M:(National companies still opt in favour of long-term loans (often under extremely unfavourable conditions), although the capital raising through IPO (initial public offer) and listing on the stock exchange would be a much more profitable solution in the long run.===>Domicilna preduzeča se još uvek najčešče opredeljuju za uzimanje dugoročnih kredita (često pod vrlo nepovoljnim uslovima), iako bi pribavljanje kapitala putem javne ponude akcija i izlazak na berzu, dugoročno posmatrano, bilo racionalnije rešenje.)
MATCH@E:(National companies still opt in favour of long-term loans (often under extremely unfavourable conditions), although the capital raising through IPO (initial public offer) and listing on the stock exchange would be a much more profitable solution in the long run.===>Domicilna preduzeća se još uvek najčešće opredeljuju za uzimanje dugoročnih kredita (često pod vrlo nepovoljnim uslovima), iako bi pribavljanje kapitala putem javne ponude akcija i izlazak na berzu, dugoročno posmatrano, bilo racionalnije rešenje.)
MATCH@M:(Banks and international monetary institutions are still the main creditors in Serbia.===>Kod nas još uvek dominantnu ulogu kreditora imaju poslovne banke i međunarodne finansijske instituticije.)
MATCH@E:(Banks and international monetary institutions are still the main creditors in Serbia.===>Kod nas još uvek dominantnu ulogu kreditora imaju poslovne banke i međunarodne finansijske instituticije.)
MATCH@M:(The mutual funds make decisions on investing into a company on the basis of financial statements, plans and projections, rather than on the basis of the prospectus.===>Odluku o učešču u kapitalu preduzeča investicioni fondovi prvenstveno donose na osnovu finansijskih izveštaja, planova i projekcija, na osnovu prospekta.)
MATCH@E:(The mutual funds make decisions on investing into a company on the basis of financial statements, plans and projections, rather than on the basis of the prospectus.===>Odluku o učešću u kapitalu preduzeća investicioni fondovi prvenstveno donose na osnovu finansijskih izveštaja, planova i projekcija, na osnovu prospekta.)
MATCH@M:(It is important that there be a mutual interest shared by both the management of the fund and that of the company, and this is, above all, the profit.===>Važno je da postoji zajednički interes na relaciji menadžment fonda i menadžment kompanije, a to je iznad svega profit.)
MATCH@E:(It is important that there be a mutual interest shared by both the management of the fund and that of the company, and this is, above all, the profit.===>Važno je da postoji zajednički interes na relaciji menadžment fonda i menadžment kompanije, a to je iznad svega profit. 1.)
MATCH@M:(Mutual funds are non-banking financial institutions that collect savings of individual investors and invest the collected capital on financial market.===>Investicioni fondovi su nebankarske finansijske institucije koje prikupljaju štednju pojedinačnih investitora i prikupljena sredstva plasiraju na finansijsko tržište.)
MATCH@E:(1. ~~~ Introduction Mutual funds are non-banking financial institutions that collect savings of individual investors and invest the collected capital on financial market.===>Uvod Investicioni fondovi su nebankarske finansijske institucije koje prikupljaju štednju pojedinačnih investitora i prikupljena sredstva plasiraju na finansijsko tržište.)
MATCH@M:(On the basis of the funds invested, the investors become the coowners of the investment fund portfolio.===>Na osnovu uloženih sredstava, investitori postaju suvlasnici portfolia investicionog fonda.)
MATCH@E:(On the basis of the funds invested, the investors become the coowners of the investment fund portfolio.===>Na osnovu uloženih sredstava, investitori postaju suvlasnici portfolia investicionog fonda.)
MATCH@M:(Mutual funds are a most appropriate form of capital mobilization.===>Investicioni fondovi predstavljaju najpogodniju formu mobilizacije kapitala.)
MATCH@E:(Mutual funds are a most appropriate form of capital mobilization.===>Investicioni fondovi predstavljaju najpogodniju formu mobilizacije kapitala.)
MATCH@M:(They appeared by far later compared to commercial (business) banks; however, as financial institutions, they contributed greatly to the in-depth growth of the capital market and its further development.===>Pojavili su se mnogo kasnije u odnosu na poslovne banke, ali su kao finansijske institucije značajno doprineli produbljivanju tržišta kapitala i njegovom daljem razvoju.)
MATCH@E:(They appeared by far later compared to commercial (business) banks; however, as financial institutions, they contributed greatly to the in-depth growth of the capital market and its further development.===>Pojavili su se mnogo kasnije u odnosu na poslovne banke, ali su kao finansijske institucije značajno doprineli produbljivanju tržišta kapitala i njegovom daljem razvoju. 1.)
MATCH@M:(1.	Professional management, through experienced professionals who manage the portfolio in a way better than any individual investor would, even upon a detailed market analysis.===>1.	Profesionalni menadžment, preko iskusnih stručnjaka koji upravljaju portfoliom mnogo bolje nego što bi to i jedan pojedinačni investitor mogao da uradi, čak i nakon detaljne analize tržišta.)
MATCH@E:(The facilities offered by mutual funds are numerous, such as: 1. ~~~ Professional management, through experienced professionals who manage the portfolio in a way better than any individual investor would, even upon a detailed market analysis. ~~~ 2.===>Profesionalni menadžment, preko Brojne su pogodnosti koje nude investicioni fondovi: iskusnih stručnjaka koji upravljaju portfoliom mnogo bolje nego što bi to i jedan pojedinačni investitor mogao da uradi, čak i nakon detaljne analize tržišta. 2.)
MATCH@M:(3.	The simplicity of (re)investing, which means that there is no preconditioned minimum amout of investing, whereas there is a possibility of further purchase of additional shares, even in case when the investor is not in possession of any larger sum of financial assets.===>3.	Jednostavnost (re)investiranja, što znači da se najčešće ne uslovljava minimalni iznos ulaganja, uz mogućnost naknadne kupovine dodatnih akcija, čak i ako investitor ne raspolaže većim iznosom fi-nansijskih sredstava.)
MATCH@E:(The simplicity of (re)investing, which means that there is no preconditioned minimum amout of investing, whereas there is a possibility of further purchase of additional shares, even in case when the investor is not in possession of any larger sum of financial assets.===>Jednostavnost (re)investiranja, što znači da se najčešće ne uslovljava minimalni iznos ulaganja, uz mogućnost naknadne kupovine dodatnih akcija, čak i ako investitor ne raspolaže većim iznosom finansijskih sredstava.)
MATCH@M:(Mutual funds also offer a possibility of automatic reinvestment of dividends, as well as plans for financial assets withdrawal.===>Investicioni fondovi nude i mogućnost automatskog reinvestiranja dividendi, kao i planove povlačenja finansijskih sredstava.)
MATCH@E:(Mutual funds also offer a possibility of automatic reinvestment of dividends, as well as plans for financial assets withdrawal. ~~~ 2.===>Investicioni fondovi nude i mogućnost automatskog reinvestiranja dividendi, kao i planove povlačenja finansijskih sredstava. 2.)
MATCH@M:(Almost half of the total number of funds are funds containing shares, bonds and funds on the money market.===>Pri tome skoro polovinu od ukupnog broja fondova čine fondovi akcija, obveznica i fondovi na tržištu novca.)
MATCH@E:(Almost half of the total number of funds are funds containing shares, bonds and funds on the money market.===>Pri tome skoro polovinu od ukupnog broja fondova čine fondovi akcija, obveznica i fondovi na tržištu novca.)
MATCH@M:(The three types of funds we mentioned above are evenly spread, the rest are the balanced and other types of funds.===>Tri navedena tipa fondova su podjednako zastupljeni, a ostatak čine balansirani i ostali tipovi fondova.)
MATCH@E:(The three types of funds we mentioned above are evenly spread, the rest are the balanced and other types of funds.===>Tri navedena tipa fondova su podjednako zastupljeni, a ostatak čine balansirani i ostali tipovi fondova.)
MATCH@M:(According to the territorial spread, more than half of the total number of funds in the world come from the U.S.A., about one third of the number are from Europe, whereas the rest are of Asian origin.===>Po teritorijalnoj zastupljenosti fondova više od polovine svih investicionih fondova u svetu potiču iz SAD, dok je oko trećina fondova iz Evrope, a ostatak je azijskog porekla.)
MATCH@E:(According to the territorial spread, more than half of the total number of funds in the world come from the U.S.A., about one third of the number are from Europe, whereas the rest are of Asian origin.===>Po teritorijalnoj zastupljenosti fondova više od polovine svih investicionih fondova u svetu potiču iz SAD, dok je oko trećina fondova iz Evrope, a ostatak je azijskog porekla.)
MATCH@M:(The U.S.A. also has a large number of the so-called fund families, where there is a large number of different types of funds under one umbrella.===>Takođe u SAD su vrlo zastupljene i tzv. familije fondova, gde se „pod jednim kišobranom“ nalazi veliki broj različitih tipova fondova.)
MATCH@E:(The U.S.A. also has a large number of the so-called fund families, where there is a large number of different types of funds under one umbrella.===>Takođe u SAD su vrlo zastupljene i tzv. familije fondova, gde se pod jednim kišobranom nalazi veliki broj različitih tipova fondova.)
MATCH@M:(The developed countries of Europe follow the rising trend of popularity of funds that governs the American market.===>Razvijene evropske zemlje prate uzlazni trend popularnost fondova koji vlada na američkom tržištu.)
MATCH@E:(The developed countries of Europe follow the rising trend of popularity of funds that governs the American market.===>Razvijene evropske zemlje prate uzlazni trend popularnost fondova koji vlada na američkom tržištu.)
MATCH@M:(During the 1990’s, in almost all the former socialist countries od the Central and Eastern Europe, a model of mass voucher privatization (MVP) was implemented as a method of privatization of state or public-owned enterprises.===>U gotovo svim bivšim socijalističkim zemljama Centralne i Istočne Evrope je tokom devedesetih godina bio primenjen model masovne vaučerske privatizacije (MVP) kao način privatizacije preduzeća u državnoj, odnosno društvenoj svojini.)
MATCH@E:(During the 1990s, in almost all the former socialist countries od the Central and Eastern Europe, a model of mass voucher privatization (MVP) was implemented as a method of privatization of state or publicowned enterprises.===>U gotovo svim bivšim socijalističkim zemljama Centralne i Istočne Evrope je tokom devedesetih godina bio primenjen model masovne vaučerske privatizacije (MVP) kao način privatizacije preduzeća u državnoj, odnosno društvenoj svojini.)
MATCH@M:(The point of MVP is that the citizens are given free (or at a minimal comission) vouchers they could use to purchase the company shares, that is, exchange them for the stakes in the privatization-investment fund.===>Suština MVP jeste da se građanima besplatno (ili uz minimalnu proviziju) po-dele vaučeri kojima mogu da kupuju akcije kompanija, odnosno da ih zamenjuju za uloge u privatizacio-nom investicionom fondu.)
MATCH@E:(The point of MVP is that the citizens are given free (or at a minimal comission) vouchers they could use to purchase the company shares, that is, exchange them for the stakes in the privatization-investment fund.===>Suština MVP jeste da se građanima besplatno (ili uz minimalnu proviziju) podele vaučeri kojima mogu da kupuju akcije kompanija, odnosno da ih zamenjuju za uloge u privatizacionom investicionom fondu.)
MATCH@M:(The mass voucher privatization is the fastest and very popular privatization technique, aimed to ensure as just as possible a distribution of state or public property among all the citizens of a country who are of age.===>Masovna vaučerska privatizacija je najbrža i vrlo popularna tehnika privatizacije, kojom se teži ostvariti što pravednija raspodela državne, odnosno društvene svojine svim punoletnim građanima jedne zemlje.)
MATCH@E:(The mass voucher privatization is the fastest and very popular privatization technique, aimed to ensure as just as possible a distribution of state or public property among all the citizens of a country who are of age.===>Masovna vaučerska privatizacija je najbrža i vrlo popularna tehnika privatizacije, kojom se teži ostvariti što pravednija raspodela državne, odnosno društvene svojine svim punoletnim građanima jedne zemlje.)
MATCH@M:(The MVP effects vary depending on the state, the economic and political situations in the period the MVP is conducted, as well as on the consistency of its implementation.===>Efekti MVP variraju u zavisnosti od države, ekonomske i političke situacije u periodu sprovođenja MVP, kao i doslednosti njene primene.)
MATCH@E:(The MVP effects vary depending on the state, the economic and political situations in the period the MVP is conducted, as well as on the consistency of its implementation.===>Efekti MVP variraju u zavisnosti od države, ekonomske i političke situacije u periodu sprovođenja MVP, kao i doslednosti njene primene.)
MATCH@M:(Outstanding results have also been achieved in former socialist countries in which the funds achieved the value of tens of billions euros in a very short time, with a large number of citizens inveszing in mutual funds.===>Impozantni rezultati su ostvareni i u bivšim socijalističkim zemljama, u kojima su fondovi za vrlo kratak vremenski period (malo duže od jedne decenije) dostigli vrednost imovine izražene u desetinama milijardi evra, a veliki broj građana ulaže u investicione fondove.)
MATCH@E:(Outstanding results have also been achieved in former socialist countries in which the funds achieved the value of tens of billions euros in a very short time, with a large number of citizens inveszing in mutual funds.===>Impozantni rezultati su ostvareni i u bivšim socijalističkim zemljama, u kojima su fondovi za vrlo kratak vremenski period (malo duže od jedne decenije) dostigli vrednost imovine izražene u desetinama milijardi evra, a veliki broj građana ulaže u investicione fondove.)
MATCH@M:(In Croatia, for example, 11 years upon their appearance, such funds control the net property of about €4 billion, with 95 open funds being active.===>Tako na primer fondovi u Hrvatskoj 11 godina nakon njihovog pojavljivanja, upravljaju neto imovinom od oko 4 milijarde evra, uz poslovanje 95 otvorenih fondova.)
MATCH@E:(In Croatia, for example, 11 years upon their appearance, such funds control the net property of about €4 billion, with 95 open funds being active.===>Tako na primer fondovi u Hrvatskoj 11 godina nakon njihovog pojavljivanja, upravljaju neto imovinom od oko 4 milijarde evra, uz poslovanje 95 otvorenih fondova.)
MATCH@M:(In Slovenia, about €3 billion was invested into mutual funds, with about one hundred different types of funds actively working.===>U Sloveniji je u investicione fondove investirano oko 3 milijarde evra, a posluje oko stotinu različitih tipova fondova.)
MATCH@E:(In Slovenia, about €3 billion was invested into mutual funds, with about one hundred different types of funds actively working.===>U Sloveniji je u investicione fondove investirano oko 3 milijarde evra, a posluje oko stotinu različitih tipova fondova. 2.)
MATCH@M:(Serbia is the only country in these parts in which the privatization is not carried out using the MVP model.===>Srbija je jedina zemlja u okruženju u kojoj privatizacija društvene imovine nije ostvarena primenom modela MVP.)
MATCH@E:(2.2 Mutual funds on the Serbian financial market Serbia is the only country in these parts in which the privatization is not carried out using the MVP model.===>Investicioni fondovi na finansijskom tržištu Srbije Srbija je jedina zemlja u okruženju u kojoj privatizacija društvene imovine nije ostvarena primenom modela MVP.)
MATCH@M:(The question is: why did we use other methods of privatization and would the implementation of the MVP model result in fairer effects of privatization, as a majority of citizens would be included.===>Ostaje pitanje, zašto su kod nas primenje-ne druge metode privatizacije, i da li bi se modelom MVP ostvarili pravedniji efekti privatizacije, s obzirom da bi bila uključena većina stanovništva.)
MATCH@E:(The question is: why did we use other methods of privatization and would the implementation of the MVP model result in fairer effects of privatization, as a majority of citizens would be included.===>Ostaje pitanje, zašto su kod nas primenjene druge metode privatizacije, i da li bi se modelom MVP ostvarili pravedniji efekti privatizacije, s obzirom da bi bila uključena većina stanovništva.)
MATCH@M:(Throughout the privatization period there was no obligation to verify the origin of capital with which a large number of en-terprizes were privatized in Serbia.===>Tokom privatizacije nije postojala obaveza provere porekla kapitala kojim su privatizovana mnoga preduzeća u Srbiji.)
MATCH@E:(Throughout the privatization period there was no obligation to verify the origin of capital with which a large number of enterprizes were privatized in Serbia.===>Tokom privatizacije nije postojala obaveza provere porekla kapitala kojim su privatizovana mnoga preduzeća u Srbiji.)
MATCH@M:(Until a couple years ago Serbia was one of the few countries in Europe where enterprises with a significant development and profit potential could be bought at low investment, and this was the main reasom the venture funds emerged.===>Do pre nekoliko godina Srbija je bila jedna od retkih zemalja u Evropi u kojoj su se uz manja ulaganja mogla kupiti preduzeća koja imaju razvojni i profitni potencijal, te je to bio glavni razlog pojave venture fondova.)
MATCH@E:(Until a couple years ago Serbia was one of the few countries in Europe where enterprises with a significant development and profit potential could be bought at low investment, and this was the main reasom the venture funds emerged. investors, the rest goes to the professional management).===>Do pre nekoliko godina Srbija je bila jedna od retkih zemalja u Evropi u kojoj su se uz manja ulaganja mogla kupiti preduzeća koja imaju razvojni i profitni potencijal, te je to bio glavni razlog pojave venture fondova. ~~~ Investiciona logika venture fondova se bazira na tome da tokom nekoliko godina prisustva u kompaniji ovi fondovi investiraju veće iznose kapitala i obezbeđuju potrebna menadžerska znanja, kako bi uvećali tržišnu vrednost preuzete kompanije.)
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BAD_LINE_M:Until a couple years ago Serbia was one of the few countries in Europe where enterprises with a significant development and profit potential could be bought at low investment, and this was the main reasom the venture funds emerged.
BAD_LINE_M:Do pre nekoliko godina Srbija je bila jedna od retkih zemalja u Evropi u kojoj su se uz manja ulaganja mogla kupiti preduzeća koja imaju razvojni i profitni potencijal, te je to bio glavni razlog pojave venture fondova.
BAD_LINE_E:Until a couple years ago Serbia was one of the few countries in Europe where enterprises with a significant development and profit potential could be bought at low investment, and this was the main reasom the venture funds emerged. investors, the rest goes to the professional management).
BAD_LINE_E:Do pre nekoliko godina Srbija je bila jedna od retkih zemalja u Evropi u kojoj su se uz manja ulaganja mogla kupiti preduzeća koja imaju razvojni i profitni potencijal, te je to bio glavni razlog pojave venture fondova. ~~~ Investiciona logika venture fondova se bazira na tome da tokom nekoliko godina prisustva u kompaniji ovi fondovi investiraju veće iznose kapitala i obezbeđuju potrebna menadžerska znanja, kako bi uvećali tržišnu vrednost preuzete kompanije.
MATCH@M:(After a decade of Serbia’s lagging behind the countries in the region, the Investment Funds Act was passed and enforced towards the end of 2006.===>Nakon decenije zakašnjenja u odnosu na zemlje u našem regionu, 2006. godine je usvojen i krajem godine stupio na snagu Zakon o investicionim fondovima.)
MATCH@E:(After a decade of Serbias lagging behind the countries in the region, the Investment Funds Act was passed and enforced towards the end of 2006.===>Nakon decenije zakašnjenja u odnosu na zemlje u našem regionu, 2006. godine je usvojen i krajem godine stupio na snagu Zakon o investicionim fondovima.)
MATCH@M:(Given the obvious fact that such funds achieved outstanding results on the capital markets of neighbouring countries, it would have been much better if this Act had been enforced at an earlier time, and especially before the first venture funds invested their capital.===>S obzirom da su investicioni fondovi na tržištima kapitala u susednim zemljama ostvarivali odlične rezultate, za razvoj domicilnog tržišta kapitala bi takođe bilo mnogo bolje da je Zakon ranije stupio na snagu, a naročito pre ulaganja kapitala prvih „venture“ fondova.)
MATCH@E:(Given the obvious fact that such funds achieved outstanding results on the capital markets of neighbouring countries, it would have been much better if this Act had been enforced at an earlier time, and especially before the first venture funds invested their capital.===>S obzirom da su investicioni fondovi na tržištima kapitala u susednim zemljama ostvarivali odlične rezultate, za razvoj domicilnog tržišta kapitala bi takođe bilo mnogo bolje da je Zakon ranije stupio na snagu, a naročito pre ulaganja kapitala prvih venture fondova.)
MATCH@M:(The Law in this country provides that three types of funds are allowed to operate: the open funds (which are organized), closed funds (which are founded) and private funds.===>Prema našem Zakonu, predviđa se mogućnost poslovanja tri vrste fondova: otvorenih (koji se organizuju), zatvorenih (koji se osnivaju) i privatnih fondova.)
MATCH@E:(The Law in this country provides that three types of funds are allowed to operate: the open funds (which are organized), closed funds (which are founded) and private funds.===>Prema našem Zakonu, predviđa se mogućnost poslovanja tri vrste fondova: otvorenih (koji se organizuju), zatvorenih (koji se osnivaju) i privatnih fondova.)
MATCH@M:(The minimum amount of equity capital for open and closed funds is €200,000, whereas for the private funds it amounts to €50,000 (in dinar equivalent value on the day of subscription).===>Za otvorene i zatvorene fondove minimalni novčani iznos osnovnog kapitala je 200.000 €, a za privatne fondove 50.000 € (u dinarskoj protivvrednosti na dan uplate).)
MATCH@E:(The minimum amount of equity capital for open and closed funds is €200,000, whereas for the private funds it amounts to €50,000 (in dinar equivalent value on the day of subscription).===>Za otvorene i zatvorene fondove minimalni novčani iznos osnovnog kapitala je 200.000 €, a za privatne fondove 50.000 € (u dinarskoj protivvrednosti na dan uplate).)
MATCH@M:(A wide range of financial instruments into which the fund property may be invested is stated.===>Predviđen je širok dijapazon finansijskih instrumenata u koje se može ulagati imovina fonda.)
MATCH@E:(A wide range of financial instruments into which the fund property may be invested is stated.===>Predviđen je širok dijapazon finansijskih instrumenata u koje se može ulagati imovina fonda.)
MATCH@M:(The Law also defined the upper limits of investments in certain types of securities of one issuer, the costs and incomes the fund achieves in the course of its operations, the method of fund management, the obligation of giong public with the prospectus and the minimum of its information contents, as well as any other issues included into the legislative of this relatively new field.===>Definisani su gornji limiti ulaganja u pojedine tipove hartija od vrednosti jednog emitenta, troškovi i prihodi koje fond ostvaruje u svom poslovanju, način upravljanja fondovima, obaveza objavljivanja prospekta i minimum njegove informativne sadržine, kao i sva druga pitanja kojima se zakonski uređuje ova relativno nova oblast.)
MATCH@E:(The Law also defined the upper limits of investments in certain types of securities of one issuer, the costs and incomes the fund achieves in the course of its operations, the method of fund management, the obligation of giong public with the prospectus and the minimum of its information contents, as well as any other issues included into the legislative of this relatively new field.===>Definisani su gornji limiti ulaganja u pojedine tipove hartija od vrednosti jednog emitenta, troškovi i prihodi koje fond ostvaruje u svom poslovanju, način upravljanja fondovima, obaveza objavljivanja prospekta i minimum njegove informativne sadržine, kao i sva druga pitanja kojima se zakonski uređuje ova relativno nova oblast.)
MATCH@M:(The following types of funds are mentioned to operate in the future: a) funds for raising the value of property; b) balanced funds and c) funds for retaining the value of property.===>Predviđeno je poslovenja sledećih tipova investicionih fondova: a) fondovi rasta vrednosti imovine, b) fondovi prihoda, c) balansirani fondovi i d) fondovi očuvanja vrednosti imovine.)
MATCH@E:(The following types of funds are mentioned to operate in the future: a) funds for raising the value of property; b) balanced funds and c) funds for retaining the value of property.===>Predviđeno je poslovenja sledećih tipova investicionih fondova: a) fondovi rasta vrednosti imovine, b) fondovi prihoda, c) balansirani fondovi i d) fondovi očuvanja vrednosti imovine.)
MATCH@M:(The value of property of these funds on 25th June, 2008 amounted to 3.5 billion dinars or approximately €45 million.===>Vrednost imovine ovih fondova na dan 25.06.2008. godine je 3,5 milijarde dinara ili blizu 45 miliona evra.)
MATCH@E:(The value of property of these funds on 25th June, 2008 amounted to 3.5 billion dinars or approximately €45 million.===>Vrednost imovine ovih fondova na dan 25.06.2008. godine je 3,5 milijarde dinara ili blizu 45 miliona evra.)
MATCH@M:(During the early months of operating, the investment units of the majority of funds reached the price by 30% to 40% higher compared to their innitial price.===>U prvim mesecima poslovanja investicione jedinice većine fondova su dostigle cenu za 30 % do 40 % veću od početne.)
MATCH@E:(During the early months of operating, the investment units of the majority of funds reached the price by 30% to 40% higher compared to their innitial price.===>U prvim mesecima poslovanja investicione jedinice većine fondova su dostigle cenu za 30 % do 40 % veću od početne.)
MATCH@M:(Following these, two closed mutual funds started their operations, and in the second half of the year a new close fund will start, investing into real estate.===>Uskoro počinju da posluju i dva zatvorena investiciona fonda, a u drugoj polovina godine se očekuje početak poslovanja zatvorenog fonda koji će ulagati u nekretnine.)
MATCH@E:(Following these, two closed mutual funds started their operations, and in the second half of the year a new close fund will start, investing into real estate.===>Uskoro počinju da posluju i dva zatvorena investiciona fonda, a u drugoj polovina godine se očekuje početak poslovanja zatvorenog fonda koji će ulagati u nekretnine.)
MATCH@M:(Closed funds raise capital by public sale of shares, they invest long-term and are generally more profitable compared to open funds, however, the innitial investments into closed funds are much higher (shares are significantly more expensive) and investors should be informed beforehand on the investment logics of these funds.===>Zatvoreni fondovi prikupljaju sredstva putem javne prodaje akcija, ulažu dugoročno i uglavnom su profitabilniji od otvorenih fondova, ali su istovremeno početna ulaganja u zatvorene fondove mnogo veća (akcije imaju mnogo višu cenu) i investitiori treba da imaju određena predznanja o investicionoj logici ovih fondova.)
MATCH@E:(Closed funds raise capital by public sale of shares, they invest long-term and are generally more profitable compared to open funds, however, the innitial investments into closed funds are much higher (shares are significantly more expensive) and investors should be informed beforehand on the investment logics of these funds.===>Zatvoreni fondovi prikupljaju sredstva putem javne prodaje akcija, ulažu dugoročno i uglavnom su profitabilniji od otvorenih fondova, ali su istovremeno početna ulaganja u zatvorene fondove mnogo veća (akcije imaju mnogo višu cenu) i investitiori treba da imaju određena predznanja o investicionoj logici ovih fondova.)
MATCH@M:(With the rise of the number of closed funds, the Belgrade Stock Exchange plans to organize a separate segment of quotation.===>Sa porastom broja zatvorenih fondova, Beogradska berza planira da organizuje poseban segment kotacije.)
MATCH@E:(With the rise of the number of closed funds, the Belgrade Stock Exchange plans to organize a separate segment of quotation.===>Sa porastom broja zatvorenih fondova, Beogradska berza planira da organizuje poseban segment kotacije.)
MATCH@M:(It is a fact that open funds are much more available to a greater number of small investors in possession of smaller amounts of capital to invest through the mutual fund.===>Poznato je da su otvoreni fondovi mnogo pristupačniji većem broju sitnih investitora koji raspolažu manjim iznosima kapitala slobodnog za plasman putem investicionog fonda.)
MATCH@E:(It is a fact that open funds are much more available to a greater number of small investors in possession of smaller amounts of capital to invest through the mutual fund.===>Poznato je da su otvoreni fondovi mnogo pristupačniji većem broju sitnih investitora koji raspolažu manjim iznosima kapitala slobodnog za plasman putem investicionog fonda.)
MATCH@M:(In case of both open and closed funds the investors are advised to invest over a period of a minimum 3 to 5 years, since the advantages of investing into mutual funds can be felt and the stock exchange oscillations reflected on the fund performances can be annulled only over a longer period of time.===>I kod otvorenih i kod zatvorenih fondova investitorima se savetuje ulaganje na minimum 3 do 5 godina, jer se tek u dužem periodu mogu osetiti prednosti ulaganja u investicione fondove i anulirati berzanske oscilacije koje se reflektuju na performanse fondova.)
MATCH@E:(In case of both open and closed funds the investors are advised to invest over a period of a minimum 3 to 5 years, since the advantages of investing into mutual funds can be felt and the stock exchange oscillations reflected on the fund performances can be annulled only over a longer period of time.===>I kod otvorenih i kod zatvorenih fondova investitorima se savetuje ulaganje na minimum 3 do 5 godina, jer se tek u dužem periodu mogu osetiti prednosti ulaganja u investicione fondove i anulirati berzanske oscilacije koje se reflektuju na performanse fondova.)
MATCH@M:(A growing number of mutual funds is an indicator of a positive trend on the domicile financial market, which is mirrored in the growing diversity of investment possibilities, where every owner of capital will be in a position to find a mutual fund according to his investment objectives and the risk tolerance.===>Sve veći broj investicionih fondova je pokazatelj pozitivnog trenda na domicilnom finansijskom tržištu, što se odražava na povećanje raznovrsnosti investicionih mogućnosti, gde će svaki vlasnik kapitala moći da pronađe investicioni fond u skladu sa svojim investicionim ciljevima i tolerancijom rizika.)
MATCH@E:(A growing number of mutual funds is an indicator of a positive trend on the domicile financial market, which is mirrored in the growing diversity of investment possibilities, where every owner of capital will be in a position to find a mutual fund according to his investment objectives and the risk tolerance.===>Sve veći broj investicionih fondova je pokazatelj pozitivnog trenda na domicilnom finansijskom tržištu, što se odražava na povećanje raznovrsnosti investicionih mogućnosti, gde će svaki vlasnik kapitala moći da pronađe investicioni fond u skladu sa svojim investicionim ciljevima i tolerancijom rizika.)
MATCH@M:(A number of funds from Croatia and Slovenia are also licenced on the Serbian financial market, and an increased interest of mutual funds from the more advanced countries in this reagion to invest in the domicile financial market is expected.===>Na finansijskom tržištu Srbije dozvolu za osnivanje i poslovanje je dobilo i nekoliko fondova iz Hrvatske i Slovenije, tako da se očekuje još veća zainteresovanost investicionih fondova iz razvijenijih zemalja u regionu za ulaganje na domicilnom finansijskom tržištu.)
MATCH@E:(A number of funds from Croatia and Slovenia are also licenced on the Serbian financial market, and an increased interest of mutual funds from the more advanced countries in this reagion to invest in the domicile financial market is expected.===>Na finansijskom tržištu Srbije dozvolu za osnivanje i poslovanje je dobilo i nekoliko fondova iz Hrvatske i Slovenije, tako da se očekuje još veća zainteresovanost investicionih fondova iz razvijenijih zemalja u regionu za ulaganje na domicilnom finansijskom tržištu.)
MATCH@M:(Figure 1 shows that out of the total of invested capital into mutual funds, XA belongs to each of the funds that were the first to be founded and start operations on the financial market of this country, and these are one balanced fund (“Delta Plus“) and one for raising the value of property (“Fima Proactive“).===>Na slici br. 1 se može videti da od ukupno uloženih sredstava u investicione fondove, po XA pripadaju fondovima koji su među prvi osnovani i počeli da posluju na našem finansijskom tržištu, a to su jedan balansirani fond („Delta Plus“) i jedan fond rasta vrednosti imovine („Fima Proactive“).)
MATCH@E:(Figure 1: Participation of certain mutual funds on the Serbian financial market on 25th June, 2008 Figure 1 shows that out of the total of invested capital into mutual funds, ¼ belongs to each of the funds that were the first to be founded and start operations on the financial market of this country, and these are one balanced fund (Delta Plus) and one for raising the value of property (Fima Proactive).===>Slika 1: ~~~ Učešće pojedinih investicionih fondova na finansijskom tržištu Srbije na dan 25.06.2008. godine Na slici br. 1 se može videti da od ukupno uloženih sredstava u investicione fondove, po ¼ pripadaju fondovima koji su među prvi osnovani i počeli da posluju na našem finansijskom tržištu, a to su jedan balansirani fond (Delta Plus) i jedan fond rasta vrednosti imovine (Fima Proactive).)
MATCH@M:(All the other funds were founded somewhat later, therefore their market share is smaller.===>Svi ostali fondovi su nešto kasnije osnovani i imaju manje tržišno učešće.)
MATCH@E:(All the other funds were founded somewhat later, therefore their market share is smaller.===>Svi ostali fondovi su nešto kasnije osnovani i imaju manje tržišno učešće.)
MATCH@M:(As well as in other countries in this region, it is banks who lead in founding the funds, which is a proof of banks’growing interests in investment banking and their response to an ever fiercer competition coming from the part of institutionalized investors.===>U Srbiji kao i u zemljama u regionu (pre desetak godina) banke prednjače u osnivanju investicionih fondova, što je odraz rastuće zainteresovanosti banaka za investiciono bankarstvo i njihov odgovor na pojačanu konkurenciju koja dolazi od strane institucionalnih investitora.)
MATCH@E:(As well as in other countries in this region, it is banks who lead in founding the funds, which is a proof of banksgrowing interests in investment banking and their response to an ever fiercer competition coming from the part of institutionalized investors.===>U Srbiji kao i u zemljama u regionu (pre desetak godina) banke prednjače u osnivanju investicionih fondova, što je odraz rastuće zainteresovanosti banaka za investiciono bankarstvo i njihov odgovor na pojačanu konkurenciju koja dolazi od strane institucionalnih investitora.)
MATCH@M:(It is also evident that the citizens are becoming increasingly interested to direct their savings towards mutual funds and other institutionalized investors due to higher revenues compared to classic fixed-term deposits with the banks (average revenues of mutual funds range from 8 to 15%).===>Evidentna je sve veća zainteresovanost građana za usmeravanje štednje ka investicionim fondovima i drugim institucionalnim investitorima zbog većih prinosa u odnosu na klasično oročavanje sredstava kod banaka (prosečni prinosi investicionih fondova se kreću od 8 do 15 % ).)
MATCH@E:(It is also evident that the citizens are becoming increasingly interested to direct their savings towards mutual funds and other institutionalized investors due to higher revenues compared to classic fixed-term deposits with the banks (average revenues of mutual funds range from 8 to 15%).===>Evidentna je sve veća zainteresovanost građana za usmeravanje štednje ka investicionim fondovima i drugim institucionalnim investitorima zbog većih pri nosa u odnosu na klasično oročavanje sredstava kod banaka (prosečni prinosi investicionih fondova se kreću od 8 do 15 % ).)
MATCH@M:(The problem with our capital market is that it is rather “shallow“; that is, there is no adequate offer of financial instruments into which mutual funds, but also other institutionalized investors would invest.===>Problem je što je naše tržište kapitala vrlo „plitko“, tj. nema adekvatne ponude finansijskih instrumenata u koje bi ulagali investicioni fondovi, ali i drugi institucionalni investitori.)
MATCH@E:(2.3 Mutual funds as long-term financing source of domicile enterprises The problem with our capital market is that it is rather shallow; that is, there is no adequate offer of financial instruments into which mutual funds, but also other institutionalized investors would invest.===>2.3 Investicioni fondovi kao dugoročni izvor finansiranja domicilnih preduzeća Problem je što je naše tržište kapitala vrlo plitko, tj. nema adekvatne ponude finansijskih instrumenata u koje bi ulagali investicioni fondovi, ali i drugi institucionalni investitori.)
MATCH@M:(The listing of public corporations in the fields of telecommunications, electric power supply, oil industry, on the Stock Exchange would greatly improve the quality of offer of securities, since their shares are considered to be of high quality, and are known as “blue chips“.===>Kvalitet ponude hartija od vrednosti bi se drastično popravio izlaskom na berzu javnih preduzeća iz oblasti telekomunikacija, elektroprivrede, naftne industrije, s obzirom da se njihove akcije tretiraju kao veoma kvalitetne, a poznate su kao „blue chip“ (plavi žeton).)
MATCH@E:(The listing of public corporations in the fields of telecommunications, electric power supply, oil industry, on the Stock Exchange would greatly improve the quality of offer of securities, since their shares are considered to be of high quality, and are known as blue chips.===>Kvalitet ponude hartija od vrednosti bi se drastično popravio izlaskom na berzu javnih preduzeća iz oblasti telekomunikacija, elektroprivrede, naftne industrije, s obzirom da se njihove akcije tretiraju kao veoma kvalitetne, a poznate su kao blue chip (plavi žeton).)
MATCH@M:(There is a shortage of firms interesting to the mutual funds on capital market at the moment and, unless the situation develops in that direction, a possible scenario may be that the investment funds raise capital on the domicile market and place it on the foreign capital markets.===>Trenutno je na tržištu kapitala nedovoljan broj firmi koje su interesantne investicionim fondovima i ukoliko se situacija ne bude razvijala u tom smeru, mogući scenario bi mogao biti da investicioni fondovi prikupljaju kapital na domicilnom tržištu, a plasiraju isti na tržištima kapitala u inostranstvu.)
MATCH@E:(There is a shortage of firms interesting to the mutual funds on capital market at the moment and, unless the situation develops in that direction, a possible scenario may be that the investment funds raise capital on the domicile market and place it on the foreign capital markets.===>Trenutno je na tržištu kapitala nedovoljan broj firmi koje su interesantne investicionim fondovima i ukoliko se situacija ne bude razvijala u tom smeru, mogući scenario bi mogao biti da investicioni fondovi prikupljaju kapital na domicilnom tržištu, a plasiraju isti na tržištima kapitala u inostranstvu.)
MATCH@M:(Such an outcome would be very unfavourable for the development of national economy, since mutual funds can be a very prolific longterm financing source of the enterprise.===>Ovakav ishod nikako ne bi odgovarao razvoju domaće privrede, s obzirom da investicioni fondovi mogu biti veoma izdašan dugoročni izvor finan-siranja preduzeća.)
MATCH@E:(Such an outcome would be very unfavourable for the development of national economy, since mutual funds can be a very prolific longterm financing source of the enterprise.===>Ovakav ishod nikako ne bi odgovarao razvoju domaće privrede, s obzirom da investicioni fondovi mogu biti veoma izdašan dugoročni izvor finansiranja preduzeća.)
MATCH@M:(The interest rates paid to bank loans in Serbia are significantly higher compared to the average interest rates in the countries in this region.===>Kamatne stope na bankarske kredite u Srbiji su znatno više od prosečnih kamatnih stopa u zemljama u regionu.)
MATCH@E:(The interest rates paid to bank loans in Serbia are significantly higher compared to the average interest rates in the countries in this region.===>Kamatne stope na bankarske kredite u Srbiji su znatno više od prosečnih kamatnih stopa u zemljama u regionu.)
MATCH@M:(One of the reasons is a high risk of the country and a low credit rating, due to which the domicile banks borrow capital on the world markets under rather unfavourable conditions.===>Jedan od razloga je visok rizik zemlje i nizak kreditni rejting, zbog čega domicilne banke pod nepovoljnijim uslovima pozajmljuju kapital na svetskom tržištu.)
MATCH@E:(One of the reasons is a high risk of the country and a low credit rating, due to which the domicile banks borrow capital on the world markets under rather unfavourable conditions.===>Jedan od razloga je visok rizik zemlje i nizak kreditni rejting, zbog čega domicilne banke pod nepovoljnijim uslovima pozajmljuju kapital na svetskom tržištu.)
MATCH@M:(Another reason is a restrictive monetary politics conducted by the Central Bank, aiming to control inflation and reduce credit expansion by ways of increasing the effective interest rate, the rate of statutary reserve on foreign currency deposits and other instruments.===>Drugi razlog je restriktivna monetarna politika centralne banke, kojom pokušava da obuzda inflaciju i smanji kreditnu ekspanziju, putem povećanja efektivne kamatne stope, stope obavezne rezerne na devizne depozite i drugim instrumentima.)
MATCH@E:(Another reason is a restrictive monetary politics conducted by the Central Bank, aiming to control inflation and reduce credit expansion by ways of increasing the effective interest rate, the rate of statutary reserve on foreign currency deposits and other instruments.===>Drugi razlog je restriktivna monetarna politika centralne banke, kojom pokušava da obuzda inflaciju i smanji kreditnu ekspanziju, putem povećanja efektivne kamatne stope, stope obavezne rezerne na devizne depozite i drugim instrumentima.)
MATCH@M:(To these should be added the bank margins, all of which together result a high price of borrowing and a heavy burden for the firms.===>Ovome treba takođe dodati i bankarske marže, što sve zajedno uslo-vljava visoku cenu zaduživanja i veliko opterećenje za preduzeća.)
MATCH@E:(To these should be added the bank margins, all of which together result a high price of borrowing and a heavy burden for the firms.===>Ovome treba takođe dodati i bankarske marže, što sve zajedno uslovljava visoku cenu zaduživanja i veliko opterećenje za preduzeća.)
MATCH@M:(With the growing compe-tirion among banks and a more significant role of institutionalized investors (investment, pension and insurance funds) on the financial market of Serbia it can be expected that the price of borrowing will fall.===>Sa jačanjem konkurencije među bankama i značajnijom ulogom institucionalnih investitora (investicionih, penzionih i osiguravajućih fondova) na finansijskom tržištu Srbije može se očekivati smanjenje cene zaduživanja.)
MATCH@E:(With the growing competirion among banks and a more significant role of institutionalized investors (investment, pension and insurance funds) on the financial market of Serbia it can be expected that the price of borrowing will fall.===>Sa jačanjem konkurencije među bankama i značajnijom ulogom institucionalnih investitora (investicionih, penzionih i osiguravajućih fondova) na finansijskom tržištu Srbije može se očekivati smanjenje cene zaduživanja.)
MATCH@M:(All this, however, should be observed in the context of movements on the global market and the presence of macroeconomic (in)stability in Serbia.===>Međutim sve to treba posmatrati u kontekstu dešavanja na globalnom tržištu i postojanja makroekonomske (ne)stabilnosti u Srbiji.)
MATCH@E:(All this, however, should be observed in the context of movements on the global market and the presence of macroeconomic (in)stability in Serbia.===>Međutim sve to treba posmatrati u kontekstu dešavanja na globalnom tržištu i postojanja makroekonomske (ne)stabilnosti u Srbiji.)
MATCH@M:(For example, the mortgage crisis has for months been present on the U.S. market, the recession is possible, and these conditions have greatly diminished the offer of capital.===>Na primer, već nekoliko meseci na tržištu SAD je izražena hipo-tekarna kriza, uz mogućnost recesije, što je u velikoj meri umanjilo ponudu kapitala.)
MATCH@E:(For example, the mortgage crisis has for months been present on the U.S. market, the recession is possible, and these conditions have greatly diminished the offer of capital.===>Na primer, već nekoliko meseci na tržištu SAD je izražena hipotekarna kriza, uz mogućnost recesije, što je u velikoj meri umanjilo ponudu kapitala.)
MATCH@M:(Enterprises are still reluctant and not knowledgeable enough as regards the execution of the initial public offer of shares (IPO), although that could be a most inexpensive and a very efficient way of financing the growth of the enterprise.===>Preduzeća još uvek oklevaju i nemaju dovoljno saznanja po pitanju realizacije inicijalne javne ponude akcija (IPO - Initial Public Offer, eng.), iako to može biti najjeftiniji i veoma efikasan način finansiranja razvoja preduzeća.)
MATCH@E:(Enterprises are still reluctant and not knowledgeable enough as regards the execution of the initial public offer of shares (IPO), although that could be a most inexpensive and a very efficient way of financing the growth of the enterprise.===>Preduzeća još uvek oklevaju i nemaju dovoljno saznanja po pitanju realizacije inicijalne javne ponude akcija (IPO Initial Public Offer, eng.), iako to može biti najjeftiniji i veoma efikasan način finansiranja razvoja preduzeća.)
MATCH@M:(The Security Commission is ready to face the initial public offers of shares, however, our firms do not show enough interest in it.===>Iako je Komisija za hartije od vred-nosti spremna za inicijalne javne ponude akcija, još uvek nema dovoljno interesa naših preduzeća.)
MATCH@E:(The Security Commission is ready to face the initial public offers of shares, however, our firms do not show enough interest in it.===>Iako je Komisija za hartije od vrednosti spremna za inicijalne javne ponude akcija, još uvek nema dovoljno interesa naših preduzeća.)
MATCH@M:(The initial public offer is the first appearance of shares on the financial market, the primary one, that is.===>Inicijalna javna ponuda predstavlja prvo pojavljivanje akcija na finansijskom tržištu, i to na primarnom.)
MATCH@E:(The initial public offer is the first appearance of shares on the financial market, the primary one, that is.===>Inicijalna javna ponuda predstavlja prvo pojavljivanje akcija na finansijskom tržištu, i to na primarnom.)
MATCH@M:(In this way the firm offers its shares to a wide range of prospective investors and raises capital necessary in financing the development of business operations.===>Na taj način preduzeće nudi svoje akcije širokom krugu potencijalnih investitora i stiče kapital neophodan za fi-nansiranje razvoja poslovanja.)
MATCH@E:(In this way the firm offers its shares to a wide range of prospective investors and raises capital necessary in financing the development of business operations.===>Na taj način preduzeće nudi svoje akcije širokom krugu potencijalnih investitora i stiče kapital neophodan za finansiranje razvoja poslovanja.)
MATCH@M:(If the domicile firms opted for the initial public offer more often, the range of investors would equally often include large institutionalized investors too, e.g., mutual funds, which would in this way place the capital raised by the sale of the fund’s investment units.===>Ako bi se domicilna preduzeća češće opredeljivala za inicijalnu javnu ponudu akcija, u krugu investitora bi se sve češće nalazili i veliki institucionalni investitori, kao na primer investicioni fondovi, koji bi na taj način plasirali kapital prikupljen prodajom investicionih jedinica fonda.)
MATCH@E:(If the domicile firms opted for the initial public offer more often, the range of investors would equally often include large institutionalized investors too, e.g., mutual funds, which would in this way place the capital raised by the sale of the funds investment units.===>Ako bi se domicilna preduzeća češće opredeljivala za inicijalnu javnu ponudu akcija, u krugu investitora bi se sve češće nalazili i veliki institucionalni investitori, kao na primer investicioni fondovi, koji bi na taj način plasirali kapital prikupljen prodajom investicionih jedinica fonda.)
MATCH@M:(Mutual funds, similarly to other institutionalized investors, can influence the development of small and medium companies (SME) by participating in the long-term sources of financing the company, either as majority or minority proprietors, and over a limited or an unlimited period of time.===>Investicioni fondovi, kao i drugi institucionalni investitori, mogu uticati na razvoj malih i srednjih predu-zeća (MSP) tako što će učestvovati u dugoročnim izvorima finansiranja preduzeća, u svojstvu većinskog ili manjinskog vlasnika, na ograničeni ili neograničen vremenski rok.)
MATCH@E:(Mutual funds, similarly to other institutionalized investors, can influence the development of small and medium companies (SME) by participating in the long-term sources of financing the company, either as majority or minority proprietors, and over a limited or an unlimited period of time.===>Investicioni fondovi, kao i drugi institucionalni investitori, mogu uticati na razvoj malih i srednjih preduzeća (MSP) tako što će učestvovati u dugoročnim izvorima finansiranja preduzeća, u svojstvu većinskog ili manjinskog vlasnika, na ograničeni ili neograničen vremenski rok.)
MATCH@M:(That would enhance the efficiency of a firm, the strenghtening of the existing market position, as well as capturing new market segments, improving the quality of products and services and financing new development initiatives.===>To bi doprinelo povećanju efikasnosti preduzeća, utemeljenju postojeće tržišne pozicije, kao i osvajanju novih tržišnih segmenata, poboljšanju kvaliteta proizvoda i usluga, i finansiranju novih razvoji-nih poduhvata.)
MATCH@E:(That would enhance the efficiency of a firm, the strenghtening of the existing market position, as well as capturing new market segments, improving the quality of products and services and financing new development initiatives.===>To bi doprinelo povećanju efikasnosti preduzeća, utemeljenju postojeće tržišne pozicije, kao i osvajanju novih tržišnih segmenata, poboljšanju kvaliteta proizvoda i usluga, i finansiranju novih razvojinih poduhvata.)
MATCH@M:(It is important that there is a mutual interest shared by the management of the fund and the management of the company, and this is, first and foremost, the profit.===>Važno je da postoji zajednički interes na relaciji menadžment fonda i menadžment kompanije, a to je pre svega profit.)
MATCH@E:(It is important that there is a mutual interest shared by the management of the fund and the management of the company, and this is, first and foremost, the profit.===>Važno je da postoji zajednički interes na relaciji menadžment fonda i menadžment kompanije, a to je pre svega profit.)
MATCH@M:(An additional motive can be a sector or regional economic development.===>Dodatni motiv može biti sektorski ili regionalni privredni razvoj.)
MATCH@E:(An additional motive can be a sector or regional economic development.===>Dodatni motiv može biti sektorski ili regionalni privredni razvoj.)
MATCH@M:(The funds make decisions on participating in the SME capital primarily on the basis of financial statements, plans and projects, on the basis of prospecti, while the companies should try to attract mutual funds as reliable long-term financing sources by their transparent business and a continual improvement of performance.===>Odluku o učešću u kapitalu MSP fondovi će prvenstveno doneti na osnovu finansijskih izveštaja, planova i projekcija, na osnovu prospekata, a preduzeća treba da se potrude da transparentnim poslovanjem i kontinuiranim poboljšanjem rezultata poslovanja privuku investicione fondove, kao kvalitetne dugoročne izvore finansira-nja.)
MATCH@E:(The funds make decisions on participating in the SME capital primarily on the basis of financial statements, plans and projects, on the basis of prospecti, while the companies should try to attract mutual funds as reliable long-term financing sources by their transparent business and a continual improvement of performance.===>Odluku o učešću u kapitalu MSP fondovi će prvenstveno doneti na osnovu finansijskih izveštaja, planova i projekcija, na osnovu prospekata, a preduzeća treba da se potrude da transparentnim poslovanjem i kontinuiranim poboljšanjem rezultata poslovanja privuku investicione fondove, kao kvalitetne dugoročne izvore finansiranja.)
MATCH@M:(An additional motive for the mutual funds to invest into companies will also be the termination of the privatisation process, when a clearly defined ownership structure, profit guided business, business objectives and growth orientation of the company will become the factors on the basis of which the mutual funds will decide on investing into concrete companies.===>Dodatni podsticaj zainteresovanosti investicionih fondova za ulaganje u preduzeća će biti i završetak procesa privatizacije, kada će jasno definisana vlasnička strukutra, profitno poslovanje, poslovni ciljevi i razvojna orijentacija preduzeća biti faktori na osnovu kojih će se investicioni fondovi odlučiti za ulaganje u konkretna preduzeća.)
MATCH@E:(An additional motive for the mutual funds to invest into companies will also be the termination of the privatisation process, when a clearly defined ownership structure, profit guided business, business objectives and growth orientation of the company will become the factors on the basis of which the mutual funds will decide on investing into concrete companies.===>Dodatni podsticaj zainteresovanosti investicionih fondova za ulaganje u preduzeća će biti i završetak procesa privatizacije, kada će jasno definisana vlasnička strukutra, profitno poslovanje, poslovni ciljevi i razvojna orijentacija preduzeća biti faktori na osnovu kojih će se investicioni fondovi odlučiti za ulaganje u konkretna preduzeća.)
MATCH@M:(All these should be viewed in the context of the growing indebtedness of Serbian companies; namely, only in the first quarter of this year the liabilities (debt) of national companies increased by 10% and amounted to €8.5 billion, whereas the net indebtedness in the same period also increased in comparison with the previous years and amounted to €525 million.===>Sve ovo treba posmatrati u kontekstu rastuće zaduženosti preduzeća u Srbiji, pa je tako dug domaćih preduzeća samo u prvom kvartalu ove godine povećan za 10 % i dostigao je ukupan iznos od 8,5 milijardi evra, dok je neto zaduženje u po-menutom periodu takođe uvećano u poređenju sa prethodnom godinom i dostiglo je iznos od 525 milio-na evra.)
MATCH@E:(All these should be viewed in the context of the growing indebtedness of Serbian companies; namely, only in the first quarter of this year the liabilities (debt) of national companies increased by 10% and amounted to €8.5 billion, whereas the net indebtedness in the same period also increased in comparison with the previous years and amounted to €525 million.===>Sve ovo treba posmatrati u kontekstu rastuće zaduženosti preduzeća u Srbiji, pa je tako dug domaćih preduzeća samo u prvom kvartalu ove godine povećan za 10 % i dostigao je ukupan iznos od 8,5 milijardi evra, dok je neto zaduženje u pomenutom periodu takođe uvećano u poređenju sa prethodnom godinom i dostiglo je iznos od 525 miliona evra.)
MATCH@M:(Due to an increasingly more difficult debt servicing both from the point of view of the state and that of the companies, decisions should be made more in favour of the alternative sources of capital instead of classic bank loans.===>Zbog sve težeg servisiranja dugova i sa aspekta države i sa aspekta preduzeća treba se više oprede-ljivati za alternativne izvore kapitala, u odnosu na klasično bankarsko kreditiranje.)
MATCH@E:(Due to an increasingly more difficult debt servicing both from the point of view of the state and that of the companies, decisions should be made more in favour of the alternative sources of capital instead of classic bank loans.===>Zbog sve težeg servisiranja dugova i sa aspekta države i sa aspekta preduzeća treba se više opredeljivati za alternativne izvore kapitala, u odnosu na klasično bankarsko kreditiranje.)
MATCH@M:(The SEAF provides the capital and operational support to the companies that have no access to traditional sources of capital, and operate on the developing markets.===>SEAF fond obezbeđuje kapital i operativnu podršku preduzećima koja ne mogu da pristupe tradicionalnim izvorima kapitala, a posluju na tržištima koja se tek razvijaju.)
MATCH@E:(The SEAF provides the capital and operational support to the companies that have no access to traditional sources of capital, and operate on the developing markets.===>SEAF fond obezbeđuje kapital i operativnu podršku preduzećima koja ne mogu da pristupe tradicionalnim izvorima kapitala, a posluju na tržišti ma koja se tek razvijaju.)
MATCH@M:(The SEAF also helps the chosen company to make contacts on a global level and improve its credibility, which makse the development and profitability of the company faster.===>SEAF takođe omogućuje i povezivanje odabranog preduzeća na globalnom nivou i jačanje njegovog kredibiliteta, čime se ubrzava razvoj i profitabilnost istog.)
MATCH@E:(The SEAF also helps the chosen company to make contacts on a global level and improve its credibility, which makse the development and profitability of the company faster.===>SEAF takođe omogućuje i povezivanje odabranog preduzeća na globalnom nivou i jačanje njegovog kredibiliteta, čime se ubrzava razvoj i profitabilnost istog.)
MATCH@M:(Although by investing into a chosen company the SEAF becomes a co-owner of it, the advantage the company gains is that there are no high costs of borrowing (as in traditional bank loans) and threats to liquidity.===>Iako investiranjem u odabrano preduzeće SEAF postaje suvlasnik istog, prednost za preduzeće je što nema visokih troškova zaduživanja (kao kod tradicionalnih bankarskih kredita) i ugrožavanja likvidnosti.)
MATCH@E:(Although by investing into a chosen company the SEAF becomes a co-owner of it, the advantage the company gains is that there are no high costs of borrowing (as in traditional bank loans) and threats to liquidity.===>Iako investiranjem u odabrano preduzeće SEAF postaje suvlasnik istog, prednost za preduzeće je što nema visokih troškova zaduživanja (kao kod tradicionalnih bankarskih kredita) i ugrožavanja likvidnosti.)
MATCH@M:(After a number of years the fund sells its share and withdraws from the ownership structure, achieving higher revenue rates, in accordance with the risk taken.===>Nakon nekoliko godina fond prodaje svoje učešće i povlači se iz vlasničke strukture, ostvarujući više stope prinosa, u skladu sa preuzetim rizikom.)
MATCH@E:(After a number of years the fund sells its share and withdraws from the ownership structure, achieving higher revenue rates, in accordance with the risk taken.===>Nakon nekoliko godina fond prodaje svoje učešće i povlači se iz vlasničke strukture, ostvarujući više stope prinosa, u skladu sa preuzetim rizikom.)
MATCH@M:(A greater number of such funds could be very useful for small or newly established firms with a solid growth potential, a genuine product or service, but lack in capital, managing experience and contacts to facilitate their appearance on the foreign market.===>Pojava više ovakvih fondova mogla bi biti veoma korisna za brojna mala ili tek osnovana pred-uzeća koja imaju solidan razvojni potencijal, jedinstven proizvod ili uslugu, i istovremeno im nedostaje kapital, menadžersko iskustvo i kontakti za lakši nastup na inostranom tržištu.)
MATCH@E:(A greater number of such funds could be very useful for small or newly established firms with a solid growth potential, a genuine product or service, but lack in capital, managing experience and contacts to facilitate their appearance on the foreign market.===>Pojava više ovakvih fondova mogla bi biti veoma korisna za brojna mala ili tek osnovana preduzeća koja imaju solidan razvojni potencijal, jedinstven proizvod ili uslugu, i istovremeno im nedostaje kapital, menadžersko iskustvo i kontakti za lakši nastup na inostranom tržištu. 2.)
MATCH@M:(In order that the capital market develop and the quantity and quality of the offer and demand of financial instruments be improved, it is necessary that the corporative management be raised to a higher level.===>U cilju razvoja tržišta kapitala i povećanja kvaliteta i kvantiteta ponude i tražnje finansijskih instrumenata, nužno je korporativno upravljanje podići na viši nivo.)
MATCH@E:(2.4 Conditions for a more important role of mutual funds on the Serbian financial market In order that the capital market develop and the quantity and quality of the offer and demand of financial instruments be improved, it is necessary that the corporative management be raised to a higher level.===>Uslovi za značajniju ulogu investicionih fondova na finansijskom tržištu Srbije U cilju razvoja tržišta kapitala i povećanja kvaliteta i kvantiteta ponude i tražnje finansijskih instrumenata, nužno je korporativno upravljanje podići na viši nivo.)
MATCH@M:(Transparency in business doing does not mean only reporting the financial statements in mass media or on the Internet.===>Transparentnost u poslovanju ne znači samo objavljivanje finansijskih izveštaja u sredstvima informisanja ili putem interneta.)
MATCH@E:(Transparency in business doing does not mean only reporting the financial statements in mass media or on the Internet.===>Transparentnost u poslovanju ne znači samo objavljivanje finansijskih izveštaja u sredstvima informisanja ili putem interneta.)
MATCH@M:(It means a continuous communicating all the events relevant to the company performance and its results to all the present and prospective shareholders (co-owners) of the company.===>To podrazumeva stalno obavešta-vanje svih sadašnjih i potencijalnih akcionara (suvlasnika) kompanije o svim događajima relevantnim za poslovanje preduzeća i njegove rezultate.)
MATCH@E:(It means a continuous communicating all the events relevant to the company performance and its results to all the present and prospective shareholders (co-owners) of the company.===>To podrazumeva stalno obaveštavanje svih sadašnjih i potencijalnih akcionara (suvlasnika) kompanije o svim događajima relevantnim za poslovanje preduzeća i njegove rezultate.)
MATCH@M:(Medium and large companies (in this country) are also obliged to review their financial statements.===>Srednja i velika preduzeća (kod nas), takođe imaju i obavezu revizije finansijskih izveštaja.)
MATCH@E:(Medium and large companies (in this country) are also obliged to review their financial statements.===>Srednja i velika preduzeća (kod nas), takođe imaju i obavezu revizije finansijskih izveštaja.)
MATCH@M:(A majority of activities that are understood as corporative management make at the same time the conditions for including a company into the A listing of the Belgrade Stock Exchange.===>Većina aktivnosti koje podrazumeva korporativno upravljanje su ujedno i uslovi za uključivanje neke kompanije na A listing Beogradske berze.)
MATCH@E:(A majority of activities that are understood as corporative management make at the same time the conditions for including a company into the A listing of the Belgrade Stock Exchange.===>Većina aktivnosti koje podrazumeva korporativno upravljanje su ujedno i uslovi za uključivanje neke kompanije na A listing Beogradske berze.)
MATCH@M:(The companies listed on the Stock Exchange only following legal regulations, most often fearing the competition, still fail to reveal their reports.===>Kompanije koje su uključene na berzu samo po osnovu zakonskih odredbi, najčešće u strahu od konkurencije još uvek prikrivaju svoje poslovanje.)
MATCH@E:(The companies listed on the Stock Exchange only following legal regulations, most often fearing the competition, still fail to reveal their reports.===>Kompanije koje su uključene na berzu samo po osnovu zakonskih odredbi, najčešće u strahu od konkurencije još uvek prikrivaju svoje poslovanje.)
MATCH@M:(With no reports on the performance of such companies, investment funds will hesitate to invest in them.===>Pri tome nema nikakvih izveštaja o poslovanju tih kompanija, te se investicioni fondovi neće opredeliti za investiranje u takve kompanije.)
MATCH@E:(With no reports on the performance of such companies, investment funds will hesitate to invest in them.===>Pri tome nema nikakvih izveštaja o poslovanju tih kompanija, te se investicioni fondovi neće opredeliti za investiranje u takve kompanije.)
MATCH@M:(Out of the total number of newly incorporated shares, only a small number of market active securities is expected.===>Od ukupnog broja novopriključenih akcija očekuje se samo manji broj tržišno aktivnih hartija od vrednosti.)
MATCH@E:(Out of the total number of newly incorporated shares, only a small number of market active securities is expected.===>Od ukupnog broja novopriključenih akcija očekuje se samo manji broj tržišno aktivnih hartija od vrednosti.)
MATCH@M:(In some large, successful corporations that were privatized earlier (breweries, dairies, cement works, etc.) the majority ownership ranges up to 90% of the total capital, which diminishes the possibility that these so-called “blue chips“ will soon become an issue of secondary trading.===>U velikim uspešnim kompanijama koje su ranije privati-zovane (pivare, mlekare, cementare, i sl.) većinsko vlasništvo se u nekima od njih kreće i do 90% od ukupnog kapitala, što umanjuje mogućnost da će ovi tzv. „blue chip“-ovi u skorije vreme budu predmet sekundarne trgovine.)
MATCH@E:(In some large, successful corporations that were privatized earlier (breweries, dairies, cement works, etc.) the majority ownership ranges up to 90% of the total capital, which diminishes the possibility that these so called blue chips will soon become an issue of secondary trading.===>U velikim uspešnim kompanijama koje su ranije privatizovane (pivare, mlekare, cementare, i sl.) većinsko vlasništvo se u nekima od njih kreće i do 90% od ukupnog kapitala, što umanjuje mogućnost da će ovi tzv. blue chip-ovi u skorije vreme budu predmet sekundarne trgovine.)
MATCH@M:(Such conditions also affect the operations and structure of the mutual funds portfolios, which, although interested in investing into quality securities, will not face an adequate offer.===>Ovakvo stanje se odražava i na poslovanje i strukturu portfelja investicionih fondova, koji iako zainteresovani za ulaganje u kvalitetne har-tije od vrednosti, neće susresti adekvatnu ponudu.)
MATCH@E:(Such conditions also affect the operations and structure of the mutual funds portfolios, which, although interested in investing into quality securities, will not face an adequate offer.===>Ovakvo stanje se odražava i na poslovanje i strukturu portfelja investicionih fondova, koji iako zainteresovani za ulaganje u kvalitetne hartije od vrednosti, neće susresti adekvatnu ponudu.)
MATCH@M:(The fact is that a lack of quality market material still remains a crucial problem and a limiting factor of the domicile capital market growth.===>Činjenica je da nedostatak kvalitetnog tržišnog materijala i dalje ostaje krucijalni problem i ograničavajući faktor razvoja domicilnog tržišta kapitala.)
MATCH@E:(The fact is that a lack of quality market material still remains a crucial problem and a limiting factor of the domicile capital market growth.===>Činjenica je da nedostatak kvalitetnog tržišnog materijala i dalje ostaje krucijalni problem i ograničavajući faktor razvoja domicilnog tržišta kapitala.)
MATCH@M:(Apparently, inclusion of new companies into an off- market trading will improve quantity, rather than quality of the market offer, which may hinder the development pace of the domicile mutual funds.===>Izvesno je, da će uključivanje novih kompanija na vanberzansko tržište mnogo više doprineti kvantitetu nego kvalitetu tržišne ponude, što može usporiti tempo razvoja domicilnih investicionih fondova.)
MATCH@E:(Apparently, inclusion of new companies into an off- market trading will improve quantity, rather than quality of the market offer, which may hinder the development pace of the domicile mutual funds.===>Izvesno je, da će uključivanje novih kompanija na vanberzansko tržište mnogo više doprineti kvantitetu nego kvalitetu tržišne ponude, što može usporiti tempo razvoja domicilnih investicionih fondova.)
MATCH@M:(In order that a company’s shares be included into the A listing of the Belgrade Exchange, it is necessary that the company operate for a period of at least three years, that its minimum amount of capital be €10 million, the review of financial statements be performed in accordance with the Ministry of Work of Serbia and judged as positive without reserve, that the minimum of 25% of totally issued shares be engaged in “free“ trade, and that the dividends are paid to the owners of preference shares.===>Da bi akcije neke kompanije bile uključene na A listing Beogradske berze, kompanija treba da posluje najmanje 3 godine, da ima minimalni iznos kapitala od 10 miliona €, da je izvršena revizija finansijskih izveštaja u skladu sa MRS uz pozitivno mišljenje bez rezerve, da je minimum 25 % od ukupno emitovanih akcija u „slobodnom“ prometu, i da se isplaćuju dividende vlasnicima prioritetnih akcija.)
MATCH@E:(In order that a companys shares be included into the A listing of the Belgrade Exchange, it is necessary that the company operate for a period of at least three years, that its minimum amount of capital be €10 million, the review of financial statements be performed in accordance with the Ministry of Work of Serbia and judged as positive without reserve, that the minimum of 25% of totally issued shares be engaged in free trade, and that the dividends are paid to the owners of preference shares.===>Da bi akcije neke kompanije bile uključene na A listing Beogradske berze, kompanija treba da posluje najmanje 3 godine, da ima minimalni iznos kapitala od 10 miliona €, da je izvršena revizija finansijskih izveštaja u skladu sa MRS uz pozitivno mišljenje bez rezerve, da je minimum 25 % od ukupno emitovanih akcija u slobodnom prometu, i da se isplaćuju dividende vlasnicima prioritetnih akcija.)
MATCH@M:(By May 2008 only three national companies were incorporated into the A listing of the Stock Exchange or in the BELEX BEST index.===>Do maja 2008. godine, samo tri domaće kompanije se nalazi na A listingu berze ili u BELEX BEST indeksu.)
MATCH@E:(By May 2008 only three national companies were incorporated into the A listing of the Stock Exchange or in the BELEX BEST index.===>Do maja 2008. godine, samo tri domaće kompanije se nalazi na A listingu berze ili u BELEX BEST indeksu.)
MATCH@M:(Viewed from the standpoint of the capital market, the society and the national economy, the more conditions for inclusion into the exchange listing the company meets, the safer, more reliable and the more attractive the market will be for national and foreign investors.===>Posmatrano sa aspekta tržišta kapitala, društva i nacionalne ekonomije, što više kompanija ispuni uslove za uključivanje na berzanski listing, tržište će postati sigurnije, pouzdanije i atraktivnije mesto za domaće i strane investitore.)
MATCH@E:(Viewed from the standpoint of the capital market, the society and the national economy, the more conditions for inclusion into the exchange listing the company meets, the safer, more reliable and the more attractive the market will be for national and foreign investors.===>Posmatrano sa aspekta tržišta kapitala, društva i nacionalne ekonomije, što više kompanija ispuni uslove za uključivanje na berzanski listing, tržište će postati sigurnije, pouzdanije i atraktivnije mesto za domaće i strane investitore.)
MATCH@M:(The exchange index BELEX15 is made up of the shares of 15 most liquid national companies and banks whose shares were traded most.===>Berzanski indeks BELEX15 čine akcije 15 najlikvidnijih domaćih kompanija i banaka čijim se akcijama najviše trgovalo.)
MATCH@E:(The exchange index BELEX15 is made up of the shares of 15 most liquid national companies and banks whose shares were traded most.===>Berzanski indeks BELEX15 čine akcije 15 najlikvidnijih domaćih kompanija i banaka čijim se akcijama najviše trgovalo.)
MATCH@M:(However, due to unstable political conditions and to uncertainty as regards further development of Serbia, foreign investors hesitate to invest into national securities.===>Međutim zbog nestabilne političke situacije i neizve-snosti oko daljeg pravca razvoja Srbije, strani investitori sa rezervom pristupaju investiranju u domaće hartije od vrednosti.)
MATCH@E:(However, due to unstable political conditions and to uncertainty as regards further development of Serbia, foreign investors hesitate to invest into national securities.===>Međutim zbog nestabilne političke situacije i neizvesnosti oko daljeg pravca razvoja Srbije, strani investitori sa rezervom pristupaju investiranju u domaće hartije od vrednosti.)
MATCH@M:(The participation of foreign investors in the overall trade and in share transactions in the past year was around 40%, it was only in April that it rose to around 80%, to plumet to around 35% in May.===>U prethodnih godinu dana učešće stranih investitora u ukupnom prometu i u kupoprodajnim transakcijama sa akcijama, je iznosilo oko 40 %, a jedino se u aprilu njihovo učešće kretalo oko 80 %, da bi u maju ponovo drastično palo njihovo učešće na oko 35 %.)
MATCH@E:(The participation of foreign investors in the overall trade and in share transactions in the past year was around 40%, it was only in April that it rose to around 80%, to plumet to around 35% in May.===>U prethodnih godinu dana učešće stranih investitora u ukupnom prometu i u kupoprodajnim transakcijama sa akcijama, je iznosilo oko 40 %, a jedino se u aprilu njihovo učešće kretalo oko 80 %, da bi u maju ponovo drastično palo njihovo učešće na oko 35 %.)
MATCH@M:(For a substantial period the exchange indices kept falling, which directly influenced the fall in the value of funds’ investment units.===>Berzanski indeksi su već duži period u padu, što se direktno odražava i na pad vrednosti investicionih jedinica fondova.)
MATCH@E:(For a substantial period the exchange indices kept falling, which directly influenced the fall in the value of funds investment units.===>Berzanski indeksi su već duži period u padu, što se direktno odražava i na pad vrednosti investicionih jedinica fondova.)
MATCH@M:(In such circumstances, following excellent initial results in the work of the funds and the capital owners’ increasing interest in investing through new financial intermediators on the financial market of Serbia, it is very hard to motivate prospective investors to invest into funds.===>U takvim uslovima, nakon odličnih početnih rezultata rada fondova i rastuće zainteresovanosti vlasnika kapitala za ulaganje putem novih finansijskih intermedijatora na finansij-skom tržištu Srbije, vrlo je teško motivisati potencijalne investitore da ulažu u fondove.)
MATCH@E:(In such circumstances, following excellent initial results in the work of the funds and the capital owners increasing interest in investing through new financial intermediators on the financial market of Serbia, it is very hard to motivate prospective investors to invest into funds.===>U takvim uslovima, nakon odličnih početnih rezultata rada fondova i rastuće zainteresovanosti vlasnika kapitala za ulaganje putem novih finansijskih intermedijatora na finansijskom tržištu Srbije, vrlo je teško motivisati potencijalne investitore da ulažu u fondove.)
MATCH@M:(From the moment the par-lamentary elections in Serbia were announced, the exchange indices were falling constantly, and the values of the investment units of all funds fell under their initial nominal value.===>Od momenta raspisivanja parlamentarnih izbora u Srbiji, berzanski indeksi su bili u konstantnom padu, a vrednosti investicionih jedinica svih fondova su pale ispod njihove početne nominalne vrednosti.)
MATCH@E:(From the moment the parlamentary elections in Serbia were announced, the exchange indices were falling constantly, and the values of the investment units of all funds fell under their initial nominal value.===>Od momenta raspisivanja parlamentarnih izbora u Srbiji, berzanski indeksi su bili u konstantnom padu, a vrednosti investicionih jedinica svih fondova su pale ispod njihove početne nominalne vrednosti.)
MATCH@M:(Investors are advised to invest into funds over a longer period (a couple of years) to neutralize the losses and achieve revenues above the fixed-term deposit revenues with the banks, for example.===>Preporuka investitorima je da ulažu u fondove na duži period (od nekoliko godina) da bi se neutralisali gubici, i ostvarili prinosi iznad prinosa na oročenu štednju kod banaka, na primer.)
MATCH@E:(Investors are advised to invest into funds over a longer period (a couple of years) to neu tralize the losses and achieve revenues above the fixed-term deposit revenues with the banks, for example.===>Preporuka investitorima je da ulažu u fondove na duži period (od nekoliko godina) da bi se neutralisali gubici, i ostvarili prinosi iznad prinosa na oročenu štednju kod banaka, na primer.)
MATCH@M:(Evidently, the inhabitants of Serbia enjoy a financial suficit, since DM8 billion were converted into a new currency, euro (€) in the course of 2002.===>Evidentno je da je stanovništvo u Srbiji finansij-ski suficitarno, jer je tokom 2002. godine konvertova-no oko 8 milijardi nemačkih maraka (DM) u novu valutu evro (€).)
MATCH@E:(Evidently, the inhabitants of Serbia enjoy a financial suficit, since DM8 billion were converted into a new currency, euro (€) in the course of 2002.===>Evidentno je da je stanovništvo u Srbiji finansijski suficitarno, jer je tokom 2002. godine konvertovano oko 8 milijardi nemačkih maraka (DM) u novu valutu evro (€).)
MATCH@M:(Similarly, new foreign currency savings of our citizens amounts to over €3 billion, which means that there is a free, dispersed capital that ought to be employed through investment funds.===>Takođe, nova devizna štednja građana iznosi preko 3 milijarde evra, što znači da postoji slobodan, usitnjen kapital koji treba mobilisati putem investicionih fondova.)
MATCH@E:(Similarly, new foreign currency savings of our citizens amounts to over €3 billion, which means that there is a free, dispersed capital that ought to be employed through investment funds.===>Takođe, nova devizna štednja građana iznosi preko 3 milijarde evra, što znači da postoji slobodan, usitnjen kapital koji treba mobilisati putem investicionih fondova.)
MATCH@M:(In order that the quantity and quality of offer on the capital market be improved, it would be useful if the cities, municipalities or the state issued low-risk hipotecary securities, worldwide known as municipal bonds (“munis“), by which they would make themselves less dependents on the classic financial sources (the budget or bank loans).===>U cilju povećanja kvantiteta i kvaliteta ponude na tržištu kapitala bilo bi veoma korisno kada bi gradovi, opštine ili država emitovali niskorizične dužničke har-tije od vrednosti, u svetu poznate kao municipalne obveznice („muni’s“), čime bi manje zavisili od klasičnih izvora finansiranja (iz budžeta ili bankarskih kredita).)
MATCH@E:(In order that the quantity and quality of offer on the capital market be improved, it would be useful if the cities, municipalities or the state issued low-risk hipotecary securities, worldwide known as municipal bonds (munis), by which they would make themselves less dependents on the classic financial sources (the budget or bank loans).===>U cilju povećanja kvantiteta i kvaliteta ponude na tržištu kapitala bilo bi veoma korisno kada bi gradovi, opštine ili država emitovali niskorizične dužničke hartije od vrednosti, u svetu poznate kao municipalne obveznice (munis), čime bi manje zavisili od klasičnih izvora finansiranja (iz budžeta ili bankarskih kredita).)
MATCH@M:(This is especially recommended having in mind a constant budgetary deficit and still very expensive long-term bank loans.===>Ovo se naročito preporučuje, ako se ima u vidu konstantni budžetski deficit i još uvek vrlo skupi dugoročni bankarski izvori.)
MATCH@E:(This is especially recommended having in mind a constant budgetary deficit and still very expensive long-term bank loans. ~~~ 3.===>Ovo se naročito preporučuje, ako se ima u vidu konstantni budžetski deficit i još uvek vrlo skupi dugoročni bankarski izvori. 3.)
MATCH@M:(Funds will best justify their presence on the financial market and accept the trust they are granted if they enable the owners of the investment units to achieve the revenue rate above the fixed-term deposit interest rates with the banks.===>Fondovi će najbolje opravdati svoj dolazak na finansijsko tržište i prihvatiti ukazano poverenje, ako omoguće vlasnicima investicionih jedinica da ostvare stopu prinosa iznad kamatne stope na oročena sredstva kod banaka.)
MATCH@E:(CONCLUSION Funds will best justify their presence on the financial market and accept the trust they are granted if they enable the owners of the investment units to achieve the revenue rate above the fixed-term deposit interest rates with the banks.===>ZAKLJUČAK Fondovi će najbolje opravdati svoj dolazak na finansijsko tržište i prihvatiti ukazano poverenje, ako omoguće vlasnicima investicionih jedinica da ostvare stopu prinosa iznad kamatne stope na oročena sredstva kod banaka.)
MATCH@M:(An opportunity to earn more, with a relatively acceptable risk is a safe instrument to attract new investors and larger amounts of capital into funds.===>Mogućnost za veću zaradu, uz relativno prihvatljiv rizik je sigurno sredstvo za privlačenje novih investitora i sve većeg kapitala u fondove.)
MATCH@E:(An opportunity to earn more, with a relatively acceptable risk is a safe instrument to attract new investors and larger amounts of capital into funds.===>Mogućnost za veću zaradu, uz relativno prihvatljiv rizik je sigurno sredstvo za privlačenje novih investitora i sve većeg kapitala u fondove.)
MATCH@M:(Thus the investment funds, as large institutionalized investors become co-owners of enterprises, however, they simultaneously grant an easier and less expensive access to long-term sources of capital, which are often scarce.===>Na ovaj na~in investicioni fondovi, kao veliki institucionalni investitori postaju suvlasnici preduzeća, ali im istovremeno omogućavaju lakši i jefitniji pristup dugoročnim izvorima sredstava, koji su vrlo često deficitarni.)
MATCH@E:(Thus the investment funds, as large institutionalized investors become co-owners of enterprises, however, they simultaneously grant an easier and less expensive access to long-term sources of capital, which are often scarce.===>Na ovaj način investicioni fondovi, kao veliki institucionalni investitori postaju suvlasnici preduzeća, ali im istovremeno omogućavaju lakši i jefitniji pristup dugoročnim izvorima sredstava, koji su vrlo često deficitarni.)
MATCH@M:(Due to fiercer competition and their taking over a classic function of loans from the banks, mutual funds contribute to improving the quality and reducing the price of financial services and capital.===>Zbog pojačane konkurencije i preuzimanja klasične funkcije kreditiranja od banaka, investicioni fondovi doprinose povećanju kvaliteta i pojeftinjenju finansijskih usluga i kapitala.)
MATCH@E:(Due to fiercer competition and their taking over a classic function of loans from the banks, mutual funds contribute to improving the quality and reducing the price of financial services and capital.===>Zbog pojačane konkurencije i preuzimanja klasične funkcije kreditiranja od banaka, investicioni fondovi doprinose povećanju kvaliteta i pojeftinjenju finansijskih usluga i kapitala.)
MATCH@M:(All this mentioned, it is important that companies, with their profitability and transparent activities, growth potential and quotation on the Exchange, become attractive to investment funds, since this is certainly an easier way to raise the necessary capital.===>Zbog svega navedenog, vrlo je važno da preduzeća svojim profitabilnim, transparentnim poslovanjem, razvojnim potencijalom i kotacijom na berzi postanu atraktivna investicionim fondovima, jer ]e to sigurno za preduzeća biti lakši put obezbeđenja neophodnog kapitala.)
MATCH@E:(All this mentioned, it is important that companies, with their profitability and transparent activities, growth potential and quotation on the Exchange, become attractive to investment funds, since this is certainly an easier way to raise the necessary capital.===>Zbog svega navedenog, vrlo je važno da preduzeća svojim profitabilnim, transparentnim poslovanjem, razvojnim potencijalom i kotacijom na berzi postanu atraktivna investicionim fondovima, jer će to sigurno za preduzeća biti lakši put obezbeđenja neophodnog kapitala.)
MATCH@M:(It is also necessary that the companies be adequately informed about the advantages of the initial public offer of shares (IPO), as an inexpensive and efficient way of raising the necessary capital and financing the company’s development.===>Tako|e je potrebno da preduzeća budu upoznata sa prednostima inicijalne javne ponude akcija (IPO), kao jeftinog i efikasnog načina pribavljanja potrebnog kapitala i finansiranja razvoja preduzeća.)
MATCH@E:(It is also necessary that the companies be adequately informed about the advantages of the initial public offer of shares (IPO), as an inexpensive and efficient way of raising the necessary capital and financing the companys development.===>Takođe je potrebno da preduzeća budu upoznata sa prednostima inicijalne javne ponude akcija (IPO), kao jeftinog i efikasnog načina pribavljanja potrebnog kapitala i finansiranja razvoja preduzeća.)
MATCH@M:(In addition to all mentioned above, also important is the political stability in the country and in the region and a comittment to European integrations as one of the preconditions for a normal functioning of financial market and all its participants and the realization of their roles on this market.===>Uz sve pomenuto pretpostavlja se i politička stabilnost u zemlji i regionu i pravac evropskih integracija kao jedan od preduslova za normalno funkcionisanje finansijskog tržišta i svih njegovih učesnika i ostvarenje njihovih uloga na pomenutom tržištu.)
MATCH@E:(In addition to all mentioned above, also important is the political stability in the country and in the region and a comittment to European integrations as one of the preconditions for a normal functioning of financial market and all its participants and the realization of their roles on this market.===>Uz sve pomenuto pretpostavlja se i politička stabilnost u zemlji i regionu i pravac evropskih integracija kao jedan od preduslova za normalno funkcionisanje finansijskog tržišta i svih njegovih učesnika i ostvarenje njihovih uloga na pomenutom tržištu.)
MATCH@M:(The renewal of the transition process, the liberalisation of economy and the entrance of foreign companies caused, altogether, considerable changes concerning the development of the HRM function in Serbia.===>Obnavljanje procesa tranzicije, liberalizacija privrede i ulazak stranih kompanija izazvali su značajne promene u razvoju funkcije ULjR u Srbiji.)
MATCH@E:(September 2008, Belgrade, Serbia The renewal of the transition process, the liberalisation of economy and the entrance of foreign companies caused, altogether, considerable changes concerning the development of the HRM function in Serbia.===>Septembar 2008, Beograd, Srbija Obnavljanje procesa tranzicije, liberalizacija privrede i ulazak stranih kompanija izazvali su značajne promene u razvoju funkcije ULjR u Srbiji.)
MATCH@M:(Regardless of the changes which have taken place in the last few years, there is still no relevant research in Serbia which will confirm or disprove this trend.===>Uprkos promenama koje su se desile poslednjih godina, još uvek ne postoje relevantna istraživanja u Srbiji koja bi potvrdila ili opovrgla ovaj trend.)
MATCH@E:(Regardless of the changes which have taken place in the last few years, there is still no relevant research in Serbia which will confirm or disprove this trend.===>Uprkos promenama koje su se desile poslednjih godina, još uvek ne postoje relevantna istraživanja u Srbiji koja bi potvrdila ili opovrgla ovaj trend.)
MATCH@M:(Thus, the aim of this paper is to investigate what the role of the HRM function in Serbia is today, and whether there are some limitations to the faster convergence of Serbian HRM practices toward contemporary HRM trends.===>Zato je cilj ovog rada da istraži kakva je uloga ULjR funkcije u Srbiji danas i da li postoje neka ograničenja njenom bržem približavanju savremenim ULjR trendovima.)
MATCH@E:(Thus, the aim of this paper is to investigate what the role of the HRM function in Serbia is today, and whether there are some limitations to the faster convergence of Serbian HRM practices toward contemporary HRM trends.===>Zato je cilj ovog rada da istraži kakva je uloga ULjR funkcije u Srbiji danas i da li postoje neka ograničenja njenom bržem približavanju savremenim ULjR trendovima.)
MATCH@M:(In order to examine the role of the HRM function in Serbia, we carried out an exploratory research in 38 companies (with more than 66,000 of employees) which operate in Serbia, by using a questionnaire.===>Da bismo ispitali mesto ULjR funkcije u Srbiji, uradili smo eksplorativno istraživanje u 38 preduzeca (sa više od 66.000 zaposlenih) koja posluju u Srbiji, korišcenjem upitnika.)
MATCH@E:(In order to examine the role of the HRM function in Serbia, we carried out an exploratory research in 38 companies (with more than 66,000 of employees) which operate in Serbia, by using a questionnaire.===>Da bismo ispitali mesto ULjR funkcije u Srbiji, uradili smo eksplorativno istraživanje u 38 preduzeća (sa više od 66.000 zaposlenih) koja posluju u Srbiji, korišćenjem upitnika.)
MATCH@M:(The research results pointed out a few important conclusions indicating some changes did occur regarding the organizational position of the HRM function.===>Rezultati istraživanja su ukazali na nekoliko važnih zaključaka koji su potvrdili da je do izvesnih promena u organizaciji ULjR funkcije došlo.)
MATCH@E:(The research results pointed out a few important conclusions indicating some changes did occur regarding the organizational position of the HRM function.===>Rezultati istraživanja su ukazali na nekoliko važnih zaključaka koji su potvrdili da je do izvesnih promena u organizaciji ULjR funkcije došlo.)
MATCH@M:(However, Serbia still lacks competent HRM specialists regardless of the fact that Serbian HR departments are overstaffed.===>Međutim, Srbiji još uvek nedostaju kompetentni ULjR stručnjaci uprkos činjenici da sektori ULjR u Srbiji zapošljavaju prevelik broj zaposlenih. 1.	Uvod)
MATCH@E:(However, Serbia still lacks competent HRM specialists regardless of the fact that Serbian HR departments are overstaffed. ~~~ 1.===>Međutim, Srbiji još uvek nedostaju kompetentni ULjR stručnjaci uprkos činjenici da sektori ULjR u Srbiji zapošljavaju prevelik broj zaposlenih. 1.)
MATCH@M:(1.	Introduction The renewal of the transition process in Serbia towards market economy, at the beginning of 2001, its opening towards the world and the entrance of foreign companies with their management practices and technologies onto the Serbian market meant remarkable turnpoints in the development of the HRM function in this country.===>Obnavljanje procesa tranzicije ka tržišnoj ekonomiji u Srbiji početkom 2001. godine, njeno otvaranje prema svetu i ulazak stranih kompanija sa svojim menadž-ment praksama i tehnologijama na srpsko tržište izazvali su značajne preokrete u razvoju funkcije ULjR u Srbiji.)
MATCH@E:(Introduction The renewal of the transition process in Serbia towards market economy, at the beginning of 2001, its opening towards the world and the entrance of foreign companies with their management practices and technologies onto the Serbian market meant remarkable turnpoints in the development of the HRM function in this country.===>Uvod Obnavljanje procesa tranzicije ka tržišnoj ekonomiji u Srbiji početkom 2001. godine, njeno otvaranje prema svetu i ulazak stranih kompanija sa svojim menadžment praksama i tehnologijama na srpsko tržište izazvali su značajne preokrete u razvoju funkcije ULjR u Srbiji.)
MATCH@M:(The function of HRM in many Serbian companies is still known as the personnel “function“ and includes whatever it included in the first half of the twentieth century world, however, there have been significant changes in a number of Serbian companies which can freely be said to mark the beginning of the transformation of the personnel function into the HRM function.===>Iako se, još uvek, u mnogim srpskim preduzeci-ma funkcija ULjR zove «Kadrovska funkcija» (Personnel Function) i svodi se na ono što je ova funkcija u svetu označavala u prvoj polovini XX veka, dogodile su se značajne promene u mnogim srpskim preduzeci-ma koje, slobodno se može reci, označavaju početak transformacije kadrovske funkcije u funkciju ULjR.)
MATCH@E:(The function of HRM in many Serbian companies is still known as the personnel function and includes whatever it included in the first half of the twentieth century world, however, there have been significant changes in a number of Serbian companies which can freely be said to mark the beginning of the transformation of the personnel function into the HRM function.===>Iako se, još uvek, u mnogim srpskim preduzećima funkcija ULjR zove «Kadrovska funkcija» (Personnel Function) i svodi se na ono što je ova funkcija u svetu označavala u prvoj polovini XX veka, dogodile su se značajne promene u mnogim srpskim preduzećima koje, slobodno se može reći, označavaju početak transformacije kadrovske funkcije u funkciju ULjR.)
MATCH@M:(One innovation is that the HRM function is legally introduced into the public administration.===>Jedna od novina je i da je funkcija ULjR zakonski uvedena i u državnu upravu.)
MATCH@E:(One innovation is that the HRM function is legally introduced into the public administration.===>Jedna od novina je i da je funkcija ULjR zakonski uvedena i u državnu upravu.)
MATCH@M:(Nevertheless, regardless of the changes that have taken place in the past years, there is no research in Serbia to confirm or disprove the change.===>Međutim, bez obzira na promene koje su se poslednjih godina dogodile, ne postoje istraživanja u Srbiji koja bi to potvrdila ili opovrgla.)
MATCH@E:(Nevertheless, regardless of the changes that have taken place in the past years, there is no research in Serbia to confirm or disprove the change.===>Međutim, bez obzira na promene koje su se poslednjih godina dogodile, ne postoje istraživanja u Srbiji koja bi to potvrdila ili opovrgla.)
MATCH@M:(There even are some signs that the HRM function is still limited to a number of basic activities, to the administrative part in particular, such as: announcmenets for recruitment of prospective candidates, the employees’ files, observing the regulations in the field of labour and labour relations, scheduling vacations, tracking absences of the employees, organization of sporadic training programmes for certain employee groups etc.===>Cak postoje i naznake da se u većini preduzeca u Srbiji funkcija ULjR i dalje svodi na nekoliko osnovnih aktivnosti i to na njihov administrativni deo, kao što su: objavljivanje konkursa za regrutovanje potencijalnih kandidata, evidencija zaposlenih, praćenje propisa iz oblasti rada i radnih odnosa, pravljenje rasporeda korišćenja godišnjih odmora, evidencija dolaska na posao, organizacija sporadičnih programa obuke za određene grupe zaposlenih i sl.)
MATCH@E:(There even are some signs that the HRM function is still limited to a number of basic activities, to the administrative part in particular, such as: announcmenets for recruitment of prospective candidates, the employees files, observing the regulations in the field of labour and labour relations, scheduling vacations, tracking absences of the employees, organization of sporadic training programmes for certain employee groups etc.===>Čak postoje i naznake da se u većini preduzeća u Srbiji funkcija ULjR i dalje svodi na nekoliko osnovnih aktivnosti i to na njihov administrativni deo, kao što su: objavljivanje konkursa za regrutovanje potencijalnih kandidata, evidencija zaposlenih, praćenje propisa iz oblasti rada i radnih odnosa, pravljenje rasporeda korišćenja godišnjih odmora, evidencija dolaska na posao, organizacija sporadičnih programa obuke za određene grupe zaposlenih i sl.)
MATCH@M:(Many important areas of HRM are therefore neglected, among them: human resource planning, rewarding, employee performance evaluation, permanent training and development of the employees, development of the employer - employee relations, etc.===>Time su mnoge važne oblasti ULjR-a zanemarene, kao što su: planiranje ljudskih resursa, nagrađivanje, ocenjivanje performansi zaposlenih, sistematska obuka i razvoj zaposlenih, razvoj odnosa sa zaposlenima i sl.)
MATCH@E:(Many important areas of HRM are therefore neglected, among them: human resource planning, rewarding, employee performance evaluation, permanent training and development of the employees, development of the employer employee relations, etc.===>Time su mnoge važne oblasti ULjR-a zanemarene, kao što su: planiranje ljudskih resursa, nagrađivanje, ocenjivanje performansi zaposlenih, sistematska obuka i razvoj zaposlenih, razvoj odnosa sa zaposlenima i sl.)
MATCH@M:(The consequence of such a scope of work of the HRM function in the Serbian companies is its specific organizational positioning in the company structure.===>Takav delokrug rada funkcije ULjR u srpskim preduzecima ima za posle-dicu i njeno specifično organizaciono pozicioniranje u strukturi preduzeca.)
MATCH@E:(The consequence of such a scope of work of the HRM function in the Serbian companies is its specific organizational positioning in the company structure.===>Takav delokrug rada funkcije ULjR u srpskim preduzećima ima za posledicu i njeno specifično organizaciono pozicioniranje u strukturi preduzeća.)
MATCH@M:(A usual solution is to group the “personnel“ activities together with the administrative and legislative activities within the administrative, legal and personnel department.===>Uobičajeno rešenje je da se «kadrovski» poslovi grupišu zajedno sa opštim i pravnim poslovima u Sektoru opštih, pravnih i kadrovskih poslova.)
MATCH@E:(A usual solution is to group the personnel activities together with the administrative and legislative activities within the administrative, legal and personnel department.===>Uobičajeno rešenje je da se «kadrovski» poslovi grupišu zajedno sa opštim i pravnim poslovima u Sektoru opštih, pravnih i kadrovskih poslova.)
MATCH@M:(The microorganizational structuring, regardless of the company size, is generally in charge of two positions: Personnel manager and Personnel officer, with a smaller or larger staff, depending on the company size and the number of employees.===>Mikroorganizaciono strukturiranje, bez obzira na veličinu preduzeca, uglavnom bazira na dva radna mesta: Rukovodilac kadrovskih poslova i Referent za kadrovske poslove, sa manjim ili vecim brojem izvrši-oca u zavisnosti od veličine preduzeca, odnosno broja zaposlenih.)
MATCH@E:(The microorganizational structuring, regardless of the company size, is generally in charge of two positions: Personnel manager and Personnel officer, with a smaller or larger staff, depending on the company size and the number of employees.===>Mikroorganizaciono strukturiranje, bez obzira na veličinu preduzeća, uglavnom bazira na dva radna mesta: ~~~ Rukovodilac kadrovskih poslova i Referent za kadrovske poslove, sa manjim ili većim brojem izvršioca u zavisnosti od veličine preduzeća, odnosno broja zaposlenih.)
MATCH@M:(To do these jobs the officers need the secondary education, or, in case university education is required, the job is usually performed by the lawyers.===>Zahtevi u pogledu kvalifikacione osposobljenosti se svode na srednju stručnu spremu ili ako je zahtev za fakultetskim obrazovanjem, onda ove poslove uglavnom obavljaju pravnici.)
MATCH@E:(To do these jobs the officers need the secondary education, or, in case university education is required, the job is usually performed by the lawyers.===>Zahtevi u pogledu kvalifikacione osposobljenosti se svode na srednju stručnu spremu ili ako je zahtev za fakultetskim obrazovanjem, onda ove poslove uglavnom obavljaju pravnici.)
MATCH@M:(Some activities in the field of hunam resource management are sometimes performed by the company attorney - a position within the legal department - whose responsibility is drawing and keeping work contracts.===>Neki poslovi iz oblasti menadžmenta ljudskih resursa obično se obavljaju na još jednom radnom mestu lociranom u pravnoj službi - Pravni referent - koji se bavi poslovima izrade i čuvanja ugovora o radu.)
MATCH@E:(Some activities in the field of hunam resource management are sometimes performed by the company attorney a position within the legal department whose responsibility is drawing and keeping work contracts.===>Neki poslovi iz oblasti menadžmenta ljudskih resursa obično se obavljaju na još jednom radnom mestu lociranom u pravnoj službi Pravni referent koji se bavi poslovima izrade i čuvanja ugovora o radu.)
MATCH@M:(The result of such an organizational solution is that this function becomes neglected, the development of these jobs is hindered, and so is the specialisation of professionals who would otherwise deal with this function in a proper way.===>Ovakvo organizaciono rešenje dalje vodi zanemarivanju ove funkcije i onemogucava-nju razvoja ovih poslova i specijalizacije stručnjaka koji bi se na pravi način bavili ovom funkcijom.)
MATCH@E:(The result of such an organizational solution is that this function becomes neglected, the development of these jobs is hindered, and so is the specialisation of professionals who would otherwise deal with this function in a proper way.===>Ovakvo organizaciono rešenje dalje vodi zanemarivanju ove funkcije i onemogućavanju razvoja ovih poslova i specijalizacije stručnjaka koji bi se na pravi način bavili ovom funkcijom.)
MATCH@M:(Furthermore, since the specialisation of the professionals meant to do the HRM jobs is inadequate, and so is their position in the company organization, all important decisions in the HRM field - on recruiting staff, on firing staff, on the amounts and structure of wages, etc. - are made by the managing director of the company.===>Posle-dica nedovoljne profesionalizacije stručnjaka za ULjR poslove, neadekvatna pozicija u organizaciji preduze-ca uslovili su i da sve važne odluke iz oblasti ULjR-a donosi generalni direktor preduzeca - o zapošljavanju, otpuštanju, veličini i strukturi zarada i sl.)
MATCH@E:(Furthermore, since the specialisation of the professionals meant to do the HRM jobs is inadequate, and so is their position in the company organization, all important decisions in the HRM field on recruiting staff, on firing staff, on the amounts and structure of wages, etc. are made by the managing director of the company.===>Posledica nedovoljne profesionalizacije stručnjaka za ULjR poslove, neadekvatna pozicija u organizaciji preduzeća uslovili su i da sve važne odluke iz oblasti ULjR-a donosi generalni direktor preduzeća o zapošljavanju, otpuštanju, veličini i strukturi zarada i sl.)
MATCH@M:(Our aim in this work is to find out whether the personnel function in Serbia is really beginning to turn into the HRM function, i.e., which position and role of the HRM function in Serbia occupies, as well as whether there are any obstacles to a faster convergence of Serbian companies to modern trends in the development of this function.===>U ovom radu želimo da proverimo da li je zaista došlo do početka transformacije kadrovske funkcije u funkciju ULjR u Srbiji, odnosno da sagledamo kakvo je mesto i uloga funkcije ULjR u Srbiji danas i da li postoje ograničenja bržem približavanju srpskih kompanija savremenim trendovima u razvoju ove funkcije.)
MATCH@E:(Our aim in this work is to find out whether the personnel function in Serbia is really beginning to turn into the HRM function, i.e., which position and role of the HRM function in Serbia occupies, as well as whether there are any obstacles to a faster convergence of Serbian companies to modern trends in the development of this function.===>U ovom radu želimo da proverimo da li je zaista došlo do početka transformacije kadrovske funkcije u funkciju ULjR u Srbiji, odnosno da sagledamo kakvo je mesto i uloga funkcije ULjR u Srbiji danas i da li postoje ograničenja bržem približavanju srpskih kompanija savremenim trendovima u razvoju ove funkcije.)
MATCH@M:(In order to learn about the position and role of the HRM function in Serbia, we analyse the facts on the position and role of the HRM function on a sample of 38 companies operating in Serbia.===>Da bi se sagledali mesto i uloga funkcije ULjR u Srbiji, u ovom radu analizirani su podaci o mestu i ulozi ULjR funkcije na uzorku od 38 preduzeca koja posluju u Srbiji.)
MATCH@E:(In order to learn about the position and role of the HRM function in Serbia, we analyse the facts on the position and role of the HRM function on a sample of 38 companies operating in Serbia.===>Da bi se sagledali mesto i uloga funkcije ULjR u Srbiji, u ovom radu analizirani su podaci o mestu i ulozi ULjR funkcije na uzorku od 38 preduzeća koja posluju u Srbiji.)
MATCH@M:(The human management (HRM) is not only a well defined scientific discipline exploring all aspects of employment in the organization, but also a significant business and management function in the organization.===>Menadžment ljudskih resursa ili upravljanje ljudskim resursima (ULjR), kako se još naziva u domacoj stručnoj praksi, ne samo da predstavlja prepoznatljivu naučnu disciplinu koja se bavi proučavanjem svih aspekata zaposlenosti u organizaciji, vec istovremeno i važnu poslovnu i upravljačku funkciju u organizaciji.)
MATCH@E:(Modern tendencies in the hrm function development The human management (HRM) is not only a well defined scientific discipline exploring all aspects of employment in the organization (Heneman, 1969; Dulebohn et al, 1995), but also a significant business and management function in the organization.===>Savremene tendencije u razvoju funkcije ULJR Menadžment ljudskih resursa ili upravljanje ljudskim resursima (ULjR), kako se još naziva u domaćoj stručnoj praksi, ne samo da predstavlja prepoznatljivu naučnu disciplinu koja se bavi proučavanjem svih aspekata zaposlenosti u organizaciji (Heneman, 1969; Dulebohn et al, 1995), već istovremeno i važnu po slovnu i upravljačku funkciju u organizaciji.)
MATCH@M:(The HRM function is made up of varied activities directed towards the personal aspects of people management in the organization, which have gradually developed over time and in accordance with the needs of the practice.===>Funkciju ULjR čini niz raznovrsnih aktivnosti usmerenih na personalne aspekte upravljanja ljudima u organizaciji, a koje su se tokom vremena postepeno razvijale u skladu sa potrebama prakse.)
MATCH@E:(The HRM function is made up of varied activities directed towards the personal aspects of people management in the organization, which have gradually developed over time and in accordance with the needs of the practice.===>Funkciju ULjR čini niz raznovrsnih aktivnosti usmerenih na personalne aspekte upravljanja ljudima u organizaciji, a koje su se tokom vremena postepeno razvijale u skladu sa potrebama prakse.)
MATCH@M:(The human resources management is a relatively new term, adopted towards the end of 1970s and in the early 1980s, mainly under a strong influence of American literature.===>Menadžment ljudskih resursa je noviji naziv koji je, pod jakim uticajem prvenstveno američke literature, prihvaćen krajem 1970-ih i početkom 1980-ih godina XX veka.)
MATCH@E:(The human resources management is a relatively new term, adopted towards the end of 1970s and in the early 1980s, mainly under a strong influence of American literature.===>Menadžment ljudskih resursa je noviji naziv koji je, pod jakim uticajem prvenstveno američke literature, prihvaćen krajem 1970-ih i početkom 1980-ih godina XX veka.)
MATCH@M:(The previous term was personnel function.===>Dotadašnji naziv funkcije je bio personalna ili kadrovska funkcija.)
MATCH@E:(The previous term was personnel function.===>Dotadašnji naziv funkcije je bio personalna ili kadrovska funkcija.)
MATCH@M:(The change in the name actually marked a qualitatively new phase in the development of this function - the focus shifts from the operations costs control towards the understanding of the employees and their competences as an important resource in the organization and assigning strategic importance and role to the managing of these resources in the organization (Tyson, York, 1996).===>Promena naziva je suštinski označila i kvalitativno novu fazu u razvoju ove funkcije - fokus se sa kontrole troškova rada pomera na shvatanje zaposlenih i njihovih sposobnosti kao važnog resursa u organizaciji i davanje strateškog značaja i uloge upravljanju tim resursima u organizaciji (Tyson, York, 1996).)
MATCH@E:(The change in the name actually marked a qualitatively new phase in the development of this function the focus shifts from the operations costs control towards the understanding of the employees and their competences as an important resource in the organization and assigning strategic importance and role to the managing of these resources in the organization (Tyson, York, 1996).===>Promena naziva je suštinski označila i kvalitativno novu fazu u razvoju ove funkcije fokus se sa kontrole troškova rada pomera na shvatanje zaposlenih i njihovih sposobnosti kao važnog resursa u organizaciji i davanje strateškog značaja i uloge upravljanju tim resursima u organizaciji (Tyson, York, 1996).)
MATCH@M:(In order to understand the level to which the HRM function in Serbia developed, it is necessary to define the phases in its development first.===>Da bi se sagledao stepen razvijenosti ULjR funkcije u Srbiji potrebno je najpre jasno definisati faze u razvoju ove funkcije.)
MATCH@E:(In order to understand the level to which the HRM function in Serbia developed, it is necessary to define the phases in its development first.===>Da bi se sagledao stepen razvijenosti ULjR funkcije u Srbiji potrebno je najpre jasno definisati faze u razvoju ove funkcije.)
MATCH@M:(For the time being, there is a general understanding that the HRM function has so far developed through four principal phases.===>Za sada, u literaturi postoji konsenzus da je u svom razvoju funkcija ULjR prošla kroz četiri osnovne faze.)
MATCH@E:(For the time being, there is a general understanding that the HRM function has so far developed through four principal phases (Cascio, 1995).===>Za sada, u literaturi postoji konsenzus da je u svom razvoju funkcija ULjR prošla kroz četiri osnovne faze (Cascio, 1995).)
MATCH@M:(Phase I is the period from the beginnings (the period of the World War I) until the 1960s.===>I	faza obuhvata period od nastanka (period I sv. rata) do 1960-ih godina.)
MATCH@E:(Phase I is the period from the beginnings (the period of the World War I) until the 1960s.===>I faza obuhvata period od nastanka (period I sv. rata) do 1960-ih godina.)
MATCH@M:(The focus was upon drawing and storage (keeping) the personal files of the employees.===>Fokus je bio na formiranju i čuvanju personalnih dosijea zaposlenih.)
MATCH@E:(The focus was upon drawing and storage (keeping) the personal files of the employees.===>Fokus je bio na formiranju i čuvanju personalnih dosijea zaposlenih.)
MATCH@M:(This phase is characterised by introducing a specific organizational unit to deal with the HRM matter.===>Ovu fazu karakte-riše uvođenje posebne organizacione jedinice koja se bavila poslovima ULjR.)
MATCH@E:(This phase is characterised by introducing a specific organizational unit to deal with the HRM matter.===>Ovu fazu karakteriše uvođenje posebne organizacione jedinice koja se bavila poslovima ULjR.)
MATCH@M:(The typical activities in this period were the following: testing the candidates for a job, creating and conducting the guidance programmes for the newly employes, collecting and storing personal data of the employees (date of birth, working life period, education level, etc.), organization of socializing among the employees and informing the employees about important events in the organization.===>Tipični poslovi u ovom periodu obuhvatali su: testiranje kandidata za posao, kreiranje i sprovođenje programa orijentacije za novoza-poslene, prikupljanje i čuvanje ličnih podataka o zaposlenima (datum rođenja, dužina radnog staža, stepen obrazovanja itd), organizovanje druženja zaposlenih i informisanje zaposlenih o važnim dešavanjima u organizaciji.)
MATCH@E:(The typical activities in this period were the following: testing the candidates for a job, creating and conducting the guidance programmes for the newly employes, collecting and storing personal data of the employees (date of birth, working life period, education level, etc.), organization of socializing among the employees and informing the employees about important events in the organization.===>Tipični poslovi u ovom periodu obuhvatali su: testiranje kandidata za posao, kreiranje i sprovođenje programa orijentacije za novozaposlene, prikupljanje i čuvanje ličnih podataka o zaposlenima (datum rođenja, dužina radnog staža, stepen obrazovanja itd), organizovanje druženja zaposlenih i informisanje zaposlenih o važnim dešavanjima u organizaciji.)
MATCH@M:(Phase II begins in 1964, when the Civil Rights Act in the U.S.A. was enacted.===>II	faza započinje 1964. godine sa usvajanjem Zakona o građanskim pravima u SAD.)
MATCH@E:(Phase II begins in 1964, when the Civil Rights Act in the U.S.A. was enacted.===>II faza započinje 1964. godine sa usvajanjem Zakona o građanskim pravima u SAD.)
MATCH@M:(The focus now shifts towards the increased responsibility of the state in the field of labour force and labour relations, hence the laws on retirement insurance, health insurance, as well as the laws protecting the employees from any discrimination on their workplace.===>Fokus se pomera na povećanje odgovornosti države u oblasti rada i radnih odnosa, pa su doneti zakoni o penzijskom osiguranju, zdravstvenom osiguranju i zakoni koji su štitili zaposlene protiv bilo kakve diskriminacije na radnom me-stu.)
MATCH@E:(The focus now shifts towards the increased responsibility of the state in the field of labour force and labour relations, hence the laws on retirement insurance, health insurance, as well as the laws protecting the employees from any discrimination on their workplace.===>Fokus se pomera na povećanje odgovornosti države u oblasti rada i radnih odnosa, pa su doneti zakoni o penzijskom osiguranju, zdravstvenom osiguranju i zakoni koji su štitili zaposlene protiv bilo kakve diskriminacije na radnom mestu.)
MATCH@M:(The newly passed laws increased the importance of the HRM function, since every area of employment had to be regulated by respective legal acts, as the organizations realised that it was important to avoid any expensive law suits and negative propaganda.===>Novi zakoni su povećali značaj funkcije ULjR, jer je svaka oblast zaposlenosti bila regulisana odgovarajućim zakonskim aktima, pa je za organizacije postalo važno da na svaki mogući način izbegnu skupe sudske procese i lošu propagandu.)
MATCH@E:(The newly passed laws increased the importance of the HRM function, since every area of employment had to be regulated by respective legal acts, as the organizations realised that it was important to avoid any expensive law suits and negative propaganda.===>Novi zakoni su povećali značaj funkcije ULjR, jer je svaka oblast zaposlenosti bila regulisana odgovarajućim zakonskim aktima, pa je za organizacije postalo važno da na svaki mogući način izbegnu skupe sudske procese i lošu propagandu.)
MATCH@M:(This also resulted in the managers being much more included in almost all the aspects of HRM.===>To je imalo uticaja i na veće uključivanje menadžmenta u skoro sve aspekte ULjR-a.)
MATCH@E:(This also resulted in the managers being much more included in almost all the aspects of HRM.===>To je imalo uticaja i na veće uključivanje menadžmenta u skoro sve aspekte ULjR-a.)
MATCH@M:(New jobs, and consequently new workposts emerge within the organizational unit (department) in charge of the HRM, such as: an expert (specialist) in rewarding, an expert in education and training, an expert in labour relaltions, etc.===>U ovoj fazi se u okviru organizacione jedinice (sektora) zadužene za ULjR pojavljuju novi poslovi i time nova radna mesta, kao što su: stručnjak (specijalista) za nagrađivanje, stručnjak za obuku i razvoj, stručnjak za radne odnose itd.)
MATCH@E:(New jobs, and consequently new workposts emerge within the organizational unit (department) in charge of the HRM, such as: an expert (specialist) in rewarding, an expert in education and training, an expert in labour relaltions, etc.===>U ovoj fazi se u okviru organizacione jedinice (sektora) zadužene za ULjR pojavljuju novi poslovi i time nova radna mesta, kao što su: stručnjak (specijalista) za nagrađivanje, stručnjak za obuku i razvoj, stručnjak za radne odnose itd.)
MATCH@M:(Phase III is related to the periods of 1970s and 1980s and is characterised by shifting of the focus towards costs control and increased efficiency of the HRM activities.===>III	faza vezuje se za period 1970-ih i 1980-ih godina i nju karakteriše pomeranje fokusa na kontrolu troškova i veću efikasnost ULjR aktivnosti.)
MATCH@E:(Phase III is related to the periods of 1970s and 1980s and is characterised by shifting of the focus towards costs control and increased efficiency of the HRM activities.===>III faza vezuje se za period 1970-ih i 1980-ih godina i nju karakteriše pomeranje fokusa na kontrolu troškova i veću efikasnost ULjR aktivnosti.)
MATCH@M:(Especially stressed are the permanent training of the employees, alternative methods in managing ethnically diversified employee structure, as well as efficient bridging of cultural differences, since 1980s were the scene of a large number of mergers and acquisitions a consequence of which was a cultural diversification of the employees, and, on the other hand, the HRM put it as a challenge to formulate and implement a unique strategy and policy of the HRM on the corporate level.===>Akcenat je na kontinuiranoj obuci i dokvalifikaciji zaposlenih, alternativnim načinima upravljanja etnički diversifikova-nom strukturom zaposlenih i efikasnom premošćava-nju kulturnih razlika, budući da osamdesete godine XX veka karakteriše veliki talas merdžera i akvizicija koji je uticao na kulturnu diversifikaciju zaposlenih, a s druge strane ULjR-u nametnuo izazov kako da na nivou kompanije obezbede formulisanje i implementaciju jedinistvene strategije i politike ULjR.)
MATCH@E:(Especially stressed are the permanent training of the employees, alternative methods in managing ethnically diversified employee structure, as well as efficient bridging of cultural differences, since 1980s were the scene of a large number of mergers and acquisitions a consequence of which was a cultural diversification of the employees, and, on the other hand, the HRM put it as a challenge to formulate and implement a unique strategy and policy of the HRM on the corporate level.===>Akcenat je na kontinuiranoj obuci i dokvalifikaciji zaposlenih, alternativnim načinima upravljanja etnički diversifikovanom strukturom zaposlenih i efikasnom premošćavanju kulturnih razlika, budući da osamdesete godine XX veka karakteriše veliki talas merdžera i akvizicija koji je uticao na kulturnu diversifikaciju zaposlenih, a s druge strane ULjR-u nametnuo izazov kako da na nivou kompanije obezbede formulisanje i implementaciju jedinistvene strategije i politike ULjR.)
MATCH@M:(Phase IV starts in the early 1990s and lasts up to the present day.===>IV faza vezuje se za period od početka 1990-ih godina na ovamo.)
MATCH@E:(Phase IV starts in the early 1990s and lasts up to the present day.===>IV faza vezuje se za period od početka 1990-ih godina na ovamo.)
MATCH@M:(It focuses upon using the employees to create a competitive advantage.===>Karakteriše je fokus na stvaranju konkurentske prednosti preko zaposlenih.)
MATCH@E:(It focuses upon using the employees to create a competitive advantage.===>Karakteriše je fokus na stvaranju konkurentske prednosti preko zaposlenih.)
MATCH@M:(All the management levels in the organization and the experts in the human resources department become specific strategic partners in the processes of costs control, incresing competitiveness and added value creating.===>Svi nivoi menadžmenta u organizaciji i stručnjaci u odeljenju ljudskih resursa postaju svojevrsni strateški partneri u procesu kontrole troškova, povećanju konkurentnosti i stvaranju dodatne vrednosti.)
MATCH@E:(All the management levels in the organization and the experts in the human resources department become specific strategic partners in the processes of costs control, incresing competitiveness and added value creating.===>Svi nivoi menadžmenta u organizaciji i stručnjaci u odeljenju ljudskih resursa postaju svojevrsni strateški partneri u procesu kontrole troškova, povećanju konkurentnosti i stvaranju dodatne vrednosti.)
MATCH@M:(In the last years, the focus in the HRM function development has strikingly shifted towards: reducing the number of people employed within the HRM function; a high level of work division between line managers and the employees in the HRM function ; dislocating the HRM activities to external consultants and agencies; the growth of budget allocated for the development of the employees; the professionalisation of the employees in th HRM function and a strategic position and role of the function in the organizational hierarchy structure and in strategic decision making, so that in the majority of companies the manager is directly included into the managing board, and therefore into the process of strategic decision making.===>Poslednjih godina, primetno je da se fokus u razvoju funkcije ULjR pomera na: smanjivanje broja zaposlenih u okviru ULjR funkcije, visok stepen podele rada između linijskih rukovodilaca i zaposlenih u funkciji ULjR, dislociranje ULjR aktivnosti eksternim konsultantima i agencijama, rast budžeta name-njenog razvoju zaposlenih, profesionalizacija zaposlenih u funkciji ULjR i strateško mesto i uloga funkcije u hijerarhijskoj strukturi organizacije i strateškom odlučivanju, tako da je u najvećem broju kompanija rukovodilac ove funkcije uključen u upravni odbor, a time i u proces strateškog odlučivanja.)
MATCH@E:(In the last years, the focus in the HRM function development has strikingly shifted towards: reducing the number of people employed within the HRM function; a high level of work division between line managers and the employees in the HRM function (Brewster et al., 2004); dislocating the HRM activities to external consultants and agencies (Lawler III et al., 2004); the growth of budget allocated for the development of the employees; the professionalisation of the employees in th HRM function and a strategic position and role of the function in the organizational hierarchy structure and in strategic decision making, so that in the majority of companies the manager is directly included into the managing board, and therefore into the process of strategic decision making.===>Poslednjih godina, primetno je da se fokus u razvoju funkcije ULjR pomera na: smanjivanje broja zaposlenih u okviru ULjR funkcije, visok stepen podele rada između linijskih rukovodilaca i zaposlenih u funkciji ULjR (Brewster et al, 2004), dislociranje ULjR aktivnosti eksternim konsultantima i agencijama (Lawler III et al, 2004), rast budžeta namenjenog razvoju zaposlenih, profesionalizacija zaposlenih u funkciji ULjR i strateško mesto i uloga funkcije u hijerarhijskoj strukturi organizacije i strateškom odlučivanju, tako da je u najvećem broju kompanija rukovodilac ove funkcije uključen u upravni odbor, a time i u proces strateškog odlučivanja.)
MATCH@M:(In order that the HRM function be understood as important, the indicators of the quality of management in different aspects of human resources management have been developed for years (Fitz-enz, Davison, 2002), based on a developed and unique human resources information system.===>Kako bi se funkcija ULjR nametnula kao važna, godinama su razvijani indikatori, odnosno pokazatelji kvaliteta upravljanja različitim aspektima upravljanja ljudskim resursima (Fitz-enz, Davison, 2002) bazirani na razvijenom i jedinstvenom informacionom sistemu za ljudske resurse.)
MATCH@E:(In order that the HRM function be understood as important, the indicators of the quality of management in different aspects of human resources management have been developed for years (Fitz-enz, Davison, 2002), based on a developed and unique human resources information system.===>Kako bi se funkcija ULjR nametnula kao važna, godinama su razvijani indikatori, odnosno pokazatelji kvaliteta upravljanja različitim aspektima upravljanja ljudskim resursima (Fitzenz, Davison, 2002) bazirani na razvijenom i jedinstvenom informacionom sistemu za ljudske resurse.)
MATCH@M:(This provided a clearer insight into the relationship among the corporate strategy, the business results achieved, and the investment into human resources.===>Time je omogućeno da se jasnije sagleda odnos između strategije preduzeća, ostvarenih poslovnih rezultata i ulaganja u ljudske resurse.)
MATCH@E:(This provided a clearer insight into the rela tionship among the corporate strategy, the business results achieved, and the investment into human resources (Becker et al., 2001).===>Time je omogućeno da se jasnije sagleda odnos između strategije preduzeća, ostvarenih poslovnih rezultata i ulaganja u ljudske resurse (Becker et al, 2001).)
MATCH@M:(Such trends and shifts in the organization and in the functioning of the HRM function are the result of the tendencies in the modern environment in which companies operate, and which make companies face numerous challenges for which there are no ready made recommendations nor solutions.===>Takvi trendovi i pomeranja u organizaciji i funkcionisa-nju funkcije ULjR rezultat su tendencija u savremenom okruženju u kojem organizacije danas posluju, a koje organizacijama nameću brojne izazove za koja ne postoje gotove preporuke i rešenja.)
MATCH@E:(Such trends and shifts in the organization and in the functioning of the HRM function are the result of the tendencies in the modern environment in which companies operate, and which make companies face nu merous challenges for which there are no ready made recommendations nor solutions.===>Takvi trendovi i pomeranja u organizaciji i funkcionisanju funkcije ULjR rezultat su tendencija u savremenom okruženju u kojem organizacije danas posluju, a koje organizacijama nameću brojne izazove za koja ne postoje gotove preporuke i rešenja.)
MATCH@M:(Fast changes in the market characteristics, expected to intensify in the XXI century have influenced the changes in the strategic goals and the nature of problems the companies face, which has had significant implications on the employment rate and consequently on the HRM policy in the organization (see Fifure 1).===>Brze promene karakteristika tržišta, za koje se očekuje da će se dalje intenzivirati tokom XXI veka, značajno utiču na promenu strateških ciljeva i prirode problema sa kojima se kompanije suočavaju, što ima značajne implikacije i na zaposlenost, a time i politike ULjR u organizaciji (vidi sliku 1).)
MATCH@E:(Fast changes in the market characteristics, expected to intensify in the XXI century have influenced the changes in the strategic goals and the nature of problems the companies face, which has had significant implications on the employment rate and consequently on the HRM policy in the organization (see Fifure 1).===>Brze promene karakteristika tržišta, za koje se očekuje da će se dalje intenzivirati tokom XXI veka, značajno utiču na promenu strateških ciljeva i prirode problema sa kojima se kompanije suočavaju, što ima značajne implikacije i na zaposlenost, a time i politike ULjR u organizaciji (vidi sliku 1). ~~~ Slika 1:)
MATCH@M:(Slowdown of economic growth.===>Usporavanje privrednog rasta.)
MATCH@E:(Slowdown of economic growth.===>Usporavanje privrednog rasta.)
MATCH@M:(All the lower economic growth rates have, in the course of the 1990s, triggered a strong wave of downsizing and firing of a large number of employees.===>Sve niže stope privrednog rasta izazvale su tokom 1990-ih godina XX veka snažan talas daunsajzinga i otpuštanja velikog broja zaposlenih.)
MATCH@E:(All the lower economic growth rates have, in the course of the 1990s, triggered a strong wave of downsizing and firing of a large number of employees.===>Sve niže stope privrednog rasta izazvale su tokom 1990-ih godina XX veka snažan talas daunsajzinga i otpuštanja velikog broja zaposlenih.)
MATCH@M:(Some research has shown that out of 600 organizations observed in the early 1990s, as many as 60% or 70% analysed the prospects of downsizing.1 The focus in business increasingly shifts towards: costs reduction, quality and difference in comparison to competition, transfer of business and dislocation of certain business functions, change in the nature of jobs, change in the demands for individual skills and knowledge, change in the structure of employees and of the management by temporary employment, flexibility and creation of shallow organizations in order to eliminate unnecessary levels of management, the problem of employees’ lack to identify with the company they work with and massive dismissals.===>Neka istraživanja su pokazala da je među 600 obuhvaćenih organizacija početkom 1990-ih godina XX veka čak između 60% i 70% njih razmatralo mogućnost daunsajzinga.1 Fokus u poslovanju se sve više pomera na: smanjenje troškova, kvalitet i različitost u odnosu na konkurente, transfer biznisa i dislociranja pojedinih poslovnih funkcija, promenu prirode poslova, promenu zahteva prema individualnim veštinama i znanjima, promenu strukture zaposlenih i menadžmenta kroz privremeno zapošljavanje, fleksibilnost i kreiranje plitkih organizacija da bi se elimini-sao nepotreban nivo menadžmenta, problem gubitka identiteta zaposlenih sa kompanijom u kojoj rade i značajna otpuštanja.)
MATCH@E:(Some research has shown that out of 600 organizations observed in the early 1990s, as many as 60% or 70% analysed the prospects of downsizing.1 The focus in business increasingly shifts towards: costs reduction, quality and difference in comparison to competition, transfer of business and dislocation of certain business functions, change in the nature of jobs, change in the demands for individual skills and knowledge, change in the structure of employees and of the management by temporary employment, flexibility and creation of shallow organizations in order to eliminate unnecessary levels of management, the problem of employees lack to identify with the 1 See: 1991 Survey of Human Resources Trends, p. 18 2 See Human Resource Compensation Survey, 1993, Dearfield, III: William M. Mercer, Inc; see also Human Resource Compensation Survey, Bulletin to Management, July 22, 1993, pp. 228-229 company they work with and massive dismissals.===>Neka istraživanja su pokazala da je među 600 obuhvaćenih organizacija početkom 1990-ih godina XX veka čak između 60% i 70% njih razmatralo mogućnost daunsajzinga.1 Fokus u poslovanju se sve više pomera na: smanjenje troškova, kvalitet i različitost u odnosu na konkurente, transfer biznisa i dislociranja pojedinih poslovnih funkcija, promenu prirode poslova, promenu zahteva prema individualnim veštinama i znanjima, promenu strukture zaposlenih i menadžmenta kroz privremeno zapošljavanje, fleksi bilnost i kreiranje plitkih organizacija da bi se eliminisao nepotreban nivo menadžmenta, problem gubitka identiteta zaposlenih sa kompanijom u kojoj rade i značajna otpuštanja.)
MATCH@M:(It is to be expected that the HRM will become the management’s key instrument in adapting to the predicted changes through attracting and recruitment of the required profiles of employees, ensuring the corporate ethical and social responsibility, the increase in productivity, supporting the employees’ independence, reducing the negative consequences of an increasing uncertainty of employment, reducing the probability of losing deficient profiles of experts, etc.===>Za očekivati je da će ULjR biti kljucan instrument menadžmenta u prilagođavanju očekivanim promenama kroz privlačenje i zapošljavanje potrebnih profila zaposlenih, obezbeđenje etičke i društvene odgovornosti kompanija, povećanje produktivnosti, jačanje samostalnosti zaposlenih, smanjivanje negativnih posledica povećanja nesigurnosti zaposlenja, smanjenje verovatnoće gubljenja deficitarnih profila stručnjaka i sl.)
MATCH@E:(It is to be expected that the HRM will become the managements key instrument in adapting to the predicted changes through attracting and recruitment of the required profiles of employees, ensuring the corporate ethical and social responsibility, the increase in productivity, supporting the employees independence, reducing the negative consequences of an increasing uncertainty of employment, reducing the probability of losing deficient profiles of experts, etc.===>Za očekivati je da će ULjR biti ključan instrument menadžmenta u prilagođavanju očekivanim promenama kroz privlačenje i zapošljavanje potrebnih profila zaposlenih, obezbeđenje etičke i društvene odgovornosti kompanija, povećanje produktivnosti, jačanje samostalnosti zaposlenih, smanjivanje negativnih posledica povećanja nesigurnosti zaposlenja, smanjenje verovatnoće gubljenja deficitarnih profila stručnjaka i sl.)
MATCH@M:(The Internet revolution.===>Internet revolucija.)
MATCH@E:(The Internet revolution.===>Internet revolucija.)
MATCH@M:(An incredibly fast development of the Internet in the last few years is certainly one of the greatest changes in the environment, bearing strong implications for organizations and their HRM policies.===>Neverovatno brz razvoj Interneta u poslednjih nekoliko godina verovatno predstavlja jednu od najznačajnijih promena u okruženju, sa snažnim implikacijama na organizacije i njihove politike ULjR.)
MATCH@E:(An incredibly fast development of the Internet in the last few years is certainly one of the greatest changes in the environment, bearing strong implications for organizations and their HRM policies.===>Neverovatno brz razvoj Interneta u poslednjih nekoliko godina verovatno predstavlja jednu od najznačajnijih promena u okruženju, sa snažnim implikacijama na organizacije i njihove politike ULjR.)
MATCH@M:(While the term “web economics“ was still something new in mid 1990s, today, only a few years later, it has become a commonly used phrase in business circles.===>Dok je polovinom 1990-ih godina izraz «veb ekonomija» još uvek bio nešto novo, danas, samo nekoliko godina kasnije, predstavlja uobičajenu frazu u biznis krugovima.)
MATCH@E:(While the term web economics was still something new in mid 1990s, today, only a few years later, it has become a commonly used phrase in business circles.===>Dok je polovinom 1990-ih godina izraz «veb ekonomija» još uvek bio nešto novo, danas, samo nekoliko godina kasnije, predstavlja uobičajenu frazu u 1 See:)
MATCH@M:(Statistical data in the developed countries show thet the “web economics“ is not an ex-agerration any longer.===>Statistički podaci u razvijenim zemljama pokazuju da «veb ekonomija» više nije samo hiperbola.)
MATCH@E:(Statistical data in the developed countries show thet the web economics is not an exagerration any longer.===>Statistički podaci u razvijenim zemljama pokazuju da «veb ekonomija» više nije samo hiperbola.)
MATCH@M:(For example, according to some data, the American economics investments into the Internet technology doubled in the 1998 - 2000 period, and are going to be five times larger by 2004, amounting to US$300 billion (Anders, 1999).===>Na primer, neki podaci pokazuju da su se ulaganja američke privrede u internet tehnologiju du-plirala u periodu 1998 - 2000. godine, i da će se do 2004. godine upetostručiti i dostići iznos od 300 milijardi US$ (Anders, 1999).)
MATCH@E:(For example, according to some data, the American economics investments into the Internet technology doubled in the 1998 2000 period, and are going to be five times larger by 2004, amounting to US$300 billion (Anders, 1999).===>Na primer, neki podaci pokazuju da su se ulaganja američke privrede u internet tehnologiju duplirala u periodu 1998 - 2000. godine, i da će se do 2004. godine upetostručiti i dostići iznos od 300 milijardi US$ (Anders, 1999).)
MATCH@M:(In some departments, such as transport and services, wholesale, and constructions, the investments into the Internet technology increased by more than 70% in the 1998 - 2000 period.===>U nekim sektorima, kao što su transport i usluge, veletrgovina i građevina investicije u internet tehnologiju su porasla za više od 70% u periodu 1998 - 2000. godina.)
MATCH@E:(In some departments, such as transport and services, wholesale, and constructions, the investments into the Internet technology increased by more than 70% in the 1998 2000 period.===>U nekim sektorima, kao što su transport i usluge, veletrgovina i građevina investicije u internet tehnologiju su porasla za više od 70% u periodu 1998 - 2000. godina.)
MATCH@M:(At the beginning of the 21st century, as many as 80% of American companies use the Internet.===>U američkoj privredi početkom XXI veka čak 80% kompanija koristi internet.)
MATCH@E:(At the beginning of the 21st century, as many as 80% of American companies use the Internet.===>U američkoj privredi početkom XXI veka čak 80% kompanija koristi internet.)
MATCH@M:(The Internet revolution had a powerful influence upon employment, the most important being: the development of literacy and communication competences in the employees, the redefinition of a large number of jobs, the barrier elimination on the labour market, a more satisfactory treatment of the employees in order to reduce the likeliness of their leaving the organization, disseminating the on-line learning practice.===>Internet revolucija proizvela je značajne efekte na zaposlenost, među kojima su najvažniji: razvoj pismenosti i komunikacionih sposobnosti zaposlenih, redefini-sanje mnogih poslova, eliminisanje barijera na tržištu rada, bolji tretman zaposlenih radi smanjenja verovat-noće napuštanja organizacije, širenje prakse onlajn (on-line) učenja.)
MATCH@E:(The Internet revolution had a powerful influence upon employment, the most important being: the development of literacy and communication competences in the employees, the redefinition of a large number of jobs, the barrier elimination on the labour market, a more satisfactory treatment of the employees in order to reduce the likeliness of their leaving the organization, disseminating the on-line learning practice.===>Internet revolucija proizvela je značajne efekte na zaposlenost, među kojima su najvažniji: razvoj pismenosti i komunikacionih sposobnosti zaposlenih, redefinisanje mnogih poslova, eliminisanje barijera na tržištu rada, bolji tretman zaposlenih radi smanjenja verovatnoće napuštanja organizacije, širenje prakse onlajn (on-line) učenja.)
MATCH@M:(All these will require the implementation of a more generalised managerial focus in the HRM field, due to the increased possibility of doing a larger number of different activities.===>Sve to zahtevaće i primenu generali-zovanijeg menadžerskog fokusa u ULjR, usled povećanja mogućnosti istovremenog obavljanja većeg broja različitih aktivnosti.)
MATCH@E:(All these will require the implementation of a more generalised managerial focus in the HRM field, due to the increased possibility of doing a larger number of different activities.===>Sve to zahtevaće i primenu generalizovanijeg menadžerskog fokusa u ULjR, usled povećanja mogućnosti istovremenog obavljanja većeg broja različitih aktivnosti.)
MATCH@M:(Globalisation.===>Globalizacija.)
MATCH@E:(Globalisation.===>Globalizacija.)
MATCH@M:(One of the greatest challenges the companies face at the beginning of the 21st century is competition from foreign companies, both on national and on international markets.===>Jedan od najvećih izazova sa kojim se kompanije suočavaju početkom XXI veka jeste kako da konkurišu stranim kompanijama, i to kako na nacionalnom tako i na stranim tržištima.)
MATCH@E:(One of the greatest challenges the companies face at the beginning of the 21st century is competition from foreign companies, both on national and on international markets.===>Jedan od najvećih izazova sa kojim se kompanije suočavaju početkom XXI veka jeste kako da konkurišu stranim kompanijama, i to kako na nacionalnom tako i na stranim tržištima.)
MATCH@M:(The development of the Internet significantly accelerates the globalisation process and the greatest number of companies entered joint ventures to form international corporations, either to start a new business or to ensure their presence on the markets of other countries, without establishing subsidiaries.===>Razvoj interneta značajno ubrzava proces globalizacije i najveći broj velikih kompanija je kroz zajednička ulaganja stvorio internacionalne kompanije bilo da bi obavljale novi biznis bilo da bi obezbedile prisutnost na tržištima drugih zemalja bez osnivanja posebne filijale.)
MATCH@E:(The development of the Internet significantly accelerates the globalisation process and the greatest number of companies entered joint ventures to form international corporations, either to start a new business or to ensure their presence on the markets of other countries, without establishing subsidiaries.===>Razvoj interneta značajno ubrzava proces globalizacije i najveći broj velikih kompanija je kroz zajednička ulaganja stvorio internacionalne kompanije bilo da bi obavljale novi biznis bilo da bi obezbedile prisutnost na tržištima drugih zemalja bez osnivanja posebne filijale.)
MATCH@M:(This was enhanced by lowering commercial barriers among developed countries.===>Tome je doprinelo i smanjivanje trgovinskih barijera između razvijenih zemalja.)
MATCH@E:(This was enhanced by lowering commercial barriers among developed countries.===>Tome je doprinelo i smanjivanje trgovinskih barijera između razvijenih zemalja.)
MATCH@M:(The intensification of the linking trend among the companies worldwide is a significant challenge for the HRM function in terms of creating a balance between the need to conduct a uniform HRM strategy and policy on the level of the entire company and the need to comply with the local regulations and customs.===>Intenziviranje trenda internacionalnog povezivanja kompanija širom sveta predstavlja značajan izazov za funkciju ULjR u pogledu pravljenja balansa između potrebe vođenja jedinstvene strategije i politike ULjR na nivou celine i potrebe prilagođavanja lokalnim propisima i običajima.)
MATCH@E:(The intensification of the linking trend among the companies worldwide is a significant challenge for the HRM function in terms of creating a balance between the need to conduct a uniform HRM strategy and policy on the level of the entire company and the need to comply with the local regulations and customs.===>Intenziviranje trenda internacionalnog povezivanja kompanija širom sveta predstavlja značajan izazov za funkciju ULjR u pogledu pravljenja balansa između potrebe vođenja jedinstvene strategije i politike ULjR na nivou celine i potrebe prilagođavanja lokalnim propisima i običajima.)
MATCH@M:(That is why more and more companies worldwide find international human resources management increasingly important.===>Zato je u novije vreme internacionalni menadžment ljudskih resursa sve važniji za sve veći broj kompanija širom sveta.)
MATCH@E:(That is why more and more companies worldwide find international human resources management increasingly important.===>Zato je u novije vreme internacionalni menadžment ljudskih resursa sve važniji za sve veći broj kompanija širom sveta.)
MATCH@M:(Changes in legislation.===>Promena zakonodavstva.)
MATCH@E:(Changes in legislation.===>Promena zakonodavstva.)
MATCH@M:(One of the most important sources of the HRM function development is, according to many authors, related to the corporate obligation to observe strict law regulations in the field of labour and labour relations .===>Mnogi autori jedan od najznačajnijih izvora razvoja funkcije ULjR poslednjih godina uglavnom vezuju za obavezu kompanija da poštuju stroge zakonske propise u oblasti rada i radnih odnosa.)
MATCH@E:(One of the most important sources of the HRM function development is, according to many authors, related to the corporate obligation to observe strict law regulations in the field of labour and labour relations (Gomez-Mejia, 1994).===>Mnogi autori jedan od najznačajnijih izvora razvoja funkcije ULjR poslednjih godina uglavnom vezuju za obavezu kompanija da poštuju stroge zakonske propise u oblasti rada i radnih odnosa (Gomez-Mejia, 1994).)
MATCH@M:(The changes in legislation in the last years are directed towards shifting a number of social and political goals from the state to the employers.===>Poslednjih godina promene zakonodavstva idu u pravcu prebacivanje jednog dela socijalnih i političkih ciljeva sa države na poslodavce.)
MATCH@E:(The changes in legislation in the last years are directed towards shifting a number of social and political goals from the state to the employers.===>Poslednjih godina promene zakonodavstva idu u pravcu prebacivanje jednog dela socijalnih i političkih ciljeva sa države na poslodavce.)
MATCH@M:(This is especially true in the area of respecting the rights and ensuring equal treatment of minorities and other “sensitive“ social groups, such as: women, individuals of other races, individuals with special needs, AIDS victims, war veterans, employees older than 40, etc.===>To se prvenstveno odnosi na poštovanje prava i obezbeđenje jednakog tretmana nacionalnih manjina i drugih «osetljivih» socijalnih grupa, kao što su: žene, pripadnici drugih rasa, invalidi, oboleli od side, ratni vojni veterani, zaposleni stariji od četrdeset godina itd.)
MATCH@E:(This is especially true in the area of respecting the rights and ensuring equal treatment of minorities and other sensitive social groups, such as: women, individuals of other races, individuals with special needs, AIDS victims, war veterans, employees older than 40, etc.===>To se prvenstveno odnosi na poštovanje prava i obezbeđenje jednakog tretmana nacionalnih manjina i drugih «osetljivih» socijalnih grupa, kao što su: žene, pripadnici drugih rasa, invalidi, oboleli od side, ratni vojni veterani, zaposleni stariji od četrdeset godina itd.)
MATCH@M:(It often happens that the law serves to achieve certain objectives of population policy: employers are forced to pay wages during the maternity leave, to equalize the salaries of men and women, etc.===>Čest je slučaj da se preko zakona ostvaruju i ciljevi po-pulacione politike: nalaganja poslodavcima da plate porodiljsko odsustvo, ujednačavanje visine zarada za muškarce i žene i sl.)
MATCH@E:(It often happens that the law serves to achieve certain objectives of population policy: employers are forced to pay wages during the maternity leave, to equalize the salaries of men and women, etc.===>Čest je slučaj da se preko zakona ostvaruju i ciljevi populacione politike: nalaganja poslodavcima da plate porodiljsko odsustvo, ujednačavanje visine zarada za muškarce i žene i sl.)
MATCH@M:(Introducing the social function into organizations will require the changes in the human resources management towards complying with new demands.===>Uvođenje socijalne funkcije u organizacije zahtevaće i promene menadžmenta ljudskih resursa u pravcu prilagođavanja novim zahtevima.)
MATCH@E:(Introducing the social function into organizations will require the changes in the human resources management towards complying with new demands.===>Uvođenje socijalne funkcije u organizacije zahtevaće i promene menadžmenta ljudskih resursa u pravcu prilagođavanja novim zahtevima.)
MATCH@M:(Changes in the labour force characteristics.===>Promena karakteristika radne snage.)
MATCH@E:(Changes in the labour force characteristics.===>Promena karakteristika radne snage.)
MATCH@M:(The changes in the labour force characteristics are being directed towards the increase in the diversification levels among the working-age population in two dimensions: (1) primary, including age, gender, race, nationality,physical skills, sexual orientation and (2) secondary,such as education, previous work experience, parental status, marital status, religious beliefs, army experience, geograpgical location, income.===>Promene karakteristika radne snage idu u pravcu povećanja stepena diversifikovanosti radno sposobnog stanovništva kroz dve dimenzije: (1) primarne, u koje spadaju starost, pol, rasa, nacionalnost, fizičke sposobnosti, seksualna orijentacija i (2) sekundarne, kao što su obrazovanje, prethodno radno iskustvo, roditeljski status, bračni status, religiozna uverenja, vojno iskustvo, geografska lokacija, visina prihoda.)
MATCH@E:(The changes in the labour force characteristics are being directed towards the increase in the diversification levels among the working-age population in two dimensions: (1) primary, including age, gender, race, nationaliy, physical skills, sexual orientation and (2) secondary, such as education, previous work experience, parental status, marital status, religious beliefs, army experience, geograpgical location, income.===>Promene karakteristika radne snage idu u pravcu povećanja stepena diversifikovanosti radno sposobnog stanovništva kroz dve dimenzije: (1) primarne, u koje spadaju starost, pol, rasa, nacionalnost, fizičke sposobnosti, seksualna orijentacija i (2) sekundarne, kao što su obrazovanje, prethodno radno iskustvo, roditeljski status, bračni status, religiozna uverenja, vojno iskustvo, geografska lokacija, visina prihoda.)
MATCH@M:(Perhaps the most important changes in the labour force characteristics are reflected in the increase in women participation in the working age population as well as the increase in the average age of the employees.===>Možda najvažnije promene u pogledu karakteristika radne snage ogledaju se u povećanju učešća žena u radno sposobnom stanovništvu i povećanje prosečne starosti zaposlenih.)
MATCH@E:(Perhaps the most important changes in the labour force characteristics are reflected in the increase in women participation in the working age population as well as the increase in the average age of the employees.===>Možda najvažnije promene u pogledu karakteristika radne snage ogledaju se u povećanju učešća žena u radno sposobnom stanovništvu i povećanje prosečne starosti zaposlenih.)
MATCH@M:(According to some estimates, by 2010, 25% of American population will be older than 55 , and 14% of the total population will be older than 65.===>Neke procene pokazuju da će 2010. godine, na primer, u SAD 25% američke populacije biti staro 55 godina a 14% ukupne populacije 65 godina.)
MATCH@E:(According to some estimates, by 2010, 25% of American population will be older than 55 , and 14% of the total population will be older than 65.===>Neke procene pokazuju da će 2010. godine, na primer, u SAD 25% američke populacije biti staro 55 godina a 14% ukupne populacije 65 godina.)
MATCH@M:(This brings a challenge for the HRM, on one hand, to devise the ways of training and further qualifying the elderly employees to be able to follow technological changes, and, on the other hand, to create opportunities for the young to advance along their career paths,regardless of a large number of their older collegues at higher hierarchy positionshigher hierarchy positions.===>To postavlja, s jedne strane, izazov ULjR u pogledu obuke i dokvalifikacije starijih zaposlenih u skladu sa tehnološkim promenama i, s druge strane, da se mladim zaposlenima stvore šanse za napredovanje u karijeri uprkos velikom broju starijih kolega na višim hijerarhijskim pozicijama.)
MATCH@E:(This brings a challenge for the HRM, on one hand, to devise the ways of training and further qualifying the elderly employees to be able to follow technological changes, and, on the other hand, to create opportunities for the young to advance along their career paths, regardless of a large number of their older collegues at higher hierarchy positions. ~~~ 3.===>To postavlja, s jedne strane, izazov ULjR u pogledu obuke i dokvalifikacije starijih zaposlenih u skladu sa tehnološkim promenama i, s druge strane, da se mladim zaposlenima stvore šanse za napredovanje u karijeri uprkos velikom broju starijih kolega na višim hijerarhijskim pozicijama. 3.)
MATCH@M:(3.	Position and role of hrm function in Serbia===>3.	Mesto i uloga funkcije ULJR u srbiji)
MATCH@E:(Position and role of hrm function in serbia 3.1.===>Mesto i uloga funkcije ULJR u srbiji 3.1.)
MATCH@M:(Our aim in this work was to explore the position and role of the HRM function in Serbia.===>Cilj ovog rada je da se istraži kakvo je mesto i uloga ULjR funkcije u Srbiji.)
MATCH@E:(Research methodology Our aim in this work was to explore the position and role of the HRM function in Serbia.===>Metodologija istraživanja Cilj ovog rada je da se istraži kakvo je mesto i uloga ULjR funkcije u Srbiji.)
MATCH@M:(The research method was chosen to suit the purpose of the research - it was the explorative research method - which is used to explore the phenomena and situations which we know little or nothing about.===>U skladu sa ciljem istraživanja, izabran je i metod istraživanja - eksplorativno istraživanje -koji podrazumeva istraživanje fenomena ili situacija o kojima se malo ili ništa ne zna.)
MATCH@E:(The research method was chosen to suit the purpose of the research it was the explorative research method which is used to explore the phenomena and situations which we know little or nothing about (Reaves, 1992, p.9).===>U skladu sa ciljem istraživanja, izabran je i metod istraživanja eksplorativno istraživanje koji podrazumeva istraživanje fenomena ili situacija o kojima se malo ili ništa ne zna (Reaves, 1992, str. 9).)
MATCH@M:(We used the questionnaire method on the sample of 38 companies currently operating in Serbia to analyse the position and role of the HRM function.===>U tom cilju u ovom radu učinjen je pokušaj da se na uzorku od 38 preduzeća koja posluju u Srbiji metodom upitnika sagleda i analizira mesto i uloga ULjR funkcije.)
MATCH@E:(We used the questionnaire method on the sample of 38 companies currently operating in Serbia to analyse the position and role of the HRM function.===>U tom cilju u ovom radu učinjen je pokušaj da se na uzorku od 38 preduzeća koja posluju u Srbiji metodom upitnika sagleda i analizira mesto i uloga ULjR funkcije.)
MATCH@M:(The research was conducted in the 2006 - 2007 period and the questionnaire contained 15 questions concerning the position and role of the HRM function, complemented by 21 questions concerning general information on the company, such as the size and “age“ of the company, the type of activities and the industry field, the number and structure of employees according to age, education, profession, the main problem areas in the HRM department, etc.===>Istraživanje je sprovedeno tokom 2006. i 2007. godine na bazi upitnika koji je obuhvatio 15 pitanja koji se odnose na mesto i ulogu ULjR funkcije, ali i 21 pitanje koja se odnose na opšte podatke o preduzeću kao što su veličina i starost preduzeća, delatnost, broj i struktura zaposlenih prema starosti, obrazovanju, zanimanju, zatim glavne oblasti problema u oblasti ULjR i sl.)
MATCH@E:(The research was conducted in the 2006 2007 period and the questionnaire contained 15 questions concerning the position and role of the HRM function, complemented by 21 questions concerning general information on the company, such as the size and age of the company, the type of activities and the industry field, the number and structure of employees according to age, education, profession, the main problem areas in the HRM department, etc.===>Istraživanje je sprovedeno tokom 2006. i 2007. godine na bazi upitnika koji je obuhvatio 15 pitanja koji se odnose na mesto i ulogu ULjR funkcije, ali i 21 pitanje koja se odnose na opšte podatke o preduzeću kao što su veličina i starost preduzeća, delatnost, broj i struktura zaposlenih prema starosti, obrazovanju, zanimanju, zatim glavne oblasti problema u oblasti ULjR i sl.)
MATCH@M:(The questionnaire was completed during the direct interviews with the managers of organizational units, who are in charge of HRM activities.===>Upitnik je popunjavanj tokom neposrednih intervjua sa rukovodiocima organizacionih jedinica zaduženih za poslove iz oblasti ULjR.)
MATCH@E:(The questionnaire was completed during the direct interviews with the managers of organizational units, who are in charge of HRM activities.===>Upitnik je popunjavanj tokom neposrednih intervjua sa rukovodiocima organizacionih jedinica zaduženih za poslove iz oblasti ULjR.)
MATCH@M:(The data obtained from the questionnaires were further processed using the descriptive statistics methods.===>Podaci iz popunjenih upitnika obrađeni su korišćenjem deskriptivne statistike.)
MATCH@E:(The data obtained from the questionnaires were further processed using the descriptive statistics methods.===>Podaci iz popunjenih upitnika obrađeni su korišćenjem deskriptivne statistike.)
MATCH@M:(The companies included in the sample employ 66419 people, 819 of whom work in the human resources departments (personnel departments).===>U preduze-ćima obuhvaćenim uzorkom zaposleno je ukupno 66.419 zaposlenih, od čega 819 zaposlenih u sektorima ljudskih resursa (kadrovskim sektorima).)
MATCH@E:(The companies included in the sample employ 66419 people, 819 of whom work in the human resources departments (personnel departments).===>U preduzećima obuhvaćenim uzorkom zaposleno je ukupno 66.419 zaposlenih, od čega 819 zaposlenih u sektorima ljudskih resursa (kadrovskim sektorima).)
MATCH@M:(The companies in the sample came from various industries, of various sizes and ages and various ownership structures.===>Uzorak je obuhvatio preduzeca iz različitih industrijskih grana, različite veličine i starosti i vlasničke strukture.)
MATCH@E:(The companies in the sample came from various industries, of various sizes and ages and various ownership structures.===>Uzorak je obuhvatio preduzeća iz različitih industrijskih grana, različite veličine i starosti i vlasničke strukture.)
MATCH@M:(The sample had 63% Serbian and 37% foreign companies, the average age of the company being 43.9 years.===>U obrađenom uzorku 63% je srpskih i 37% stranih kompanija, a prosečna starost preduzeca u celom uzorku je 43,9 godina.)
MATCH@E:(The sample had 63% Serbian and 37% foreign companies, the average age of the company being 43.9 years.===>U obrađenom uzorku 63% je srpskih i 37% stranih kompanija, a prosečna starost preduzeća u celom uzorku je 43,9 godina.)
MATCH@M:(The ownership structure in the companies is presented in Table 1.===>Struktura vlasništva u preduzecima obuhvaćenim uzorkom predstavljena je u tabeli 1.)
MATCH@E:(The ownership structure in the companies is presented in Table 1.===>Struktura vlasništva u preduzećima obuhvaćenim uzorkom predstavljena je u tabeli 1.)
MATCH@M:(The results obtained in the reesarch have shown that the majority of the companies (86.8%) have a separate organizational unit engaged in human resources management issues, or personnel matters.===>Rezultati istraživanja su pokazali da većina preduzeca (86,8%) ima zasebnu organizacionu jedinicu koja se bavi poslovima upravljanja ljudskim resursima, odnosno kadrovskim poslovima.)
MATCH@E:(Research findings The results obtained in the reesarch have shown that the majority of the companies (86.8%) have a separate organizational unit engaged in human resources management issues, or personnel matters.===>Rezultati istraživanja Rezultati istraživanja su pokazali da većina preduzeća (86,8%) ima zasebnu organizacionu jedinicu koja se bavi poslovima upravljanja ljudskim resursima, odnosno kadrovskim poslovima.)
MATCH@M:(Personal data on the HRM managers included in the processed sample show that in 43% of these companies the HRM managers have less than five years of work experience in the HRM field.===>Personalni podaci o ULjR menadžerima u obrađenom uzorku pokazuju da u 43% obuhvaćenih preduzeca ULjR menadžeri imaju manje od pet godina radnog iskustva u oblasti ULjR.)
MATCH@E:(Personal data on the HRM managers included in the processed sample show that in 43% of these companies the HRM managers have less than five years of work experience in the HRM field.===>Personalni podaci o ULjR menadžerima u obrađenom uzorku pokazuju da u 43% obuhvaćenih preduzeća ULjR menadžeri imaju manje od pet godina radnog iskustva u oblasti ULjR.)
MATCH@M:(In almost all the companies in the sample the majority of HRM positions are occupied by women, therefore their share in the total sample in the number of the employed in the HRM function amounts to 75%.===>U skoro svim preduzecima u uzorku većina ULjR pozicija je popunjeno ženama, pa je njihovo učešće u ukupnom uzorku u broju zaposlenih u ULjR funkciji 75%.)
MATCH@E:(In almost all the companies in the sample the majority of HRM positions are occupied by women, therefore their share in the total sample in the number of the employed in the HRM function amounts to 75%.===>U skoro svim preduzećima u uzorku većina ULjR pozicija je popunjeno ženama, pa je njihovo učešće u ukupnom uzorku u broju zaposlenih u ULjR funkciji 75%.)
MATCH@M:(This result coincides with the findings of Hofstede, that in the so-called female cultures, as is the Serbian national culture (Hofstede, 2001) there is a clear division between the “male“ and “female“ professions (Hofstede, 1984), therefore the jobs in the HRM in Serbia can conditionally be classed as “female“ professions.===>Ovaj rezultat koindicira sa nalazima Hofstedea da u tzv. ženskim kulturama kakva je srpska nacionalna kultura (Hofstede, 2001) postoji jasna podela između »muških« i »ženskih« zanimanja (Hofstede, 1984), pa se poslovi u oblasti ULjR u Srbiji izgleda mogu uslovno svrstati u »ženska zanimanja«.)
MATCH@E:(This result coincides with the findings of Hofstede, that in the so-called female cultures, as is the Serbian national culture (Hofstede, 2001) there is a clear division between the male and female professions (Hofstede, 1984), therefore the jobs in the HRM in Serbia can conditionally be classed as female professions.===>Ovaj rezultat koindicira sa nalazima Hofstedea da u tzv. ženskim kulturama kakva je srpska nacionalna kultura (Hofstede, 2001) postoji jasna podela između »muških« i »ženskih« zanimanja (Hofstede, 1984), pa se poslovi u oblasti ULjR u Srbiji izgleda mogu uslovno svrstati u »ženska zanimanja«.)
MATCH@M:(The findings obtained from the answers to the question on where the HRM function managers are recruited from have shown that in most companies they are generally recruited internally, either from the HRM department itself (in 32% of companies) or among other professionals in the company (26.3%).===>Na pitanje odakle se regrutuju rukovodioci ULjR funkcije, rezultati su pokazali da se u najvećem broju preduzeca oni uglavnom regrutuju interno bilo iz samog ULjR sektora (u 34,2% preduzeca) ili iz redova drugih stručnjaka u preduzecu (26,3%).)
MATCH@E:(The findings obtained from the answers to the question on where the HRM function managers are recruited from have shown that in most companies they are generally recruited internally, either from the HRM department itself (in 32% of companies) or among other professionals in the company (26.3%).===>Na pitanje odakle se regrutuju rukovodioci ULjR funkcije, rezultati su pokazali da se u najvećem broju preduzeća oni uglavnom regrutuju interno bilo iz samog ULjR sektora (u 34,2% preduzeća) ili iz redova drugih stručnjaka u preduzeću (26,3%).)
MATCH@M:(Approximately 23.7% of companies recruit the managers for the HRM department externally, among the experts in this field.===>Oko 23,7% preduzeca regrutuje rukovodioce ULjR sektora eksterno, iz redova stručnjaka za ovu oblast.)
MATCH@E:(Approximately 23.7% of companies recruit the managers for the HRM department externally, among the experts in this field.===>Oko 23,7% preduzeća regrutuje rukovodioce ULjR sektora eksterno, iz redova stručnjaka za ovu oblast.)
MATCH@M:(The research results also show that in the majority of companies (75%) the HRM department manager is generally not a member of Managing Board or the Board of Directors.===>Rezultati istraživanja pokazuju i da rukovodilac ULjR sektora obično nije član UO ili Odbora direktora u ve-cini obuhvacenih preduzeca (75,7%).)
MATCH@E:(The research results also show that in the majority of companies (75%) the HRM department manager is generally not a member of Managing Board or the Board of Directors.===>Rezultati istraživanja pokazuju i da rukovodilac ULjR sektora obično nije član UO ili Odbora direktora u većini obuhvaćenih preduzeća (75,7%).)
MATCH@M:(In most companies (60%) the managing director general is the highest authority in decision making in the field of HRM, whereas in the 40% of remaining companies this authority belongs to the administrative director.===>U vecini preduzeca (60%) generalni direktor ima najveci autoritet u donošenju odluka iz oblasti ULjR-a, dok u preostalih 40% preduzeca ovaj autoritet ima direktor pravnih poslova.)
MATCH@E:(In most companies (60%) the managing director general is the highest authority in decision making in the field of HRM, whereas in the 40% of remaining companies this authority belongs to the administrative director.===>U većini preduzeća (60%) generalni direktor ima najveći autoritet u donošenju odluka iz oblasti ULjR-a, dok u preostalih 40% preduzeća ovaj autoritet ima direktor pravnih poslova.)
MATCH@M:(According to the data processed, the role of the HRM function in business strategy creation in the companies is of rather small or no importance at all.===>Obrađeni podaci su pokazali i da je uloga ULjR funkcije u formuslisanju poslovne strategije u preduzecima prilično mala ili nikakva.)
MATCH@E:(According to the data processed, the role of the HRM function in business strategy creation in the companies is of rather small or no importance at all.===>Obrađeni podaci su pokazali i da je uloga ULjR funkcije u formuslisanju poslovne strategije u preduzećima prilično mala ili nikakva.)
MATCH@M:(The role of the HRM function somewhat gains in importance in the business strategy implementation stage (in 36.4% of companies in the sample).===>Uloga ULjR funkcije postaje nešto značajnija u fazi implementacije poslovne strategije (u obuhvaćenih 36,4% preduzeca).)
MATCH@E:(The role of the HRM function somewhat gains in importance in the business strategy implementation stage (in 36.4% of companies in the sample).===>Uloga ULjR funkcije posta je nešto značajnija u fazi implementacije poslovne strategije (u obuhvaćenih 36,4% preduzeća).)
MATCH@M:(The HRM department, however, is not included in either the creation stage or the implementation stage of the company’s business strategy in 21.2% of the companies from the sample.===>Međutim, u 21,2% obuhvaćenih preduzeca ULjR sektor nije uključen niti u fazu formulisanja niti u fazu implementacije poslovne strategije preduzeca.)
MATCH@E:(The HRM department, however, is not included in either the creation stage or the implementation stage of the companys business strategy in 21.2% of the companies from the sample.===>Međutim, u 21,2% obuhvaćenih preduzeća ULjR sektor nije uključen niti u fazu formulisanja niti u fazu implementacije poslovne strategije preduzeća.)
MATCH@M:(In 24% of the companies the HRM department’s attitude was only requested concerning the business strategy.===>U 24% obu-hvacenih preduzeca ULjR sektor je samo konsulto-van u vezi sa poslovnom strategijom.)
MATCH@E:(In 24% of the companies the HRM departments attitude was only requested concerning the business strategy.===>U 24% obuhvaćenih preduzeća ULjR sektor je samo konsultovan u vezi sa poslovnom strategijom.)
MATCH@M:(The number of employees in these organizational units included in the sample is strikingly large and ranges from 0.3 to 9.4, that is the average 1.8 employed in the HRM department per 100 employed in the company.===>Broj zaposlenih u ovim organizacionim jedinicama u izabranom utorku je izrazito velik i krece se od 0,3 do 9,4	i prosečno iznosi 1,8 zaposlenih u sektoru ljudskih resursa na 100 zaposlenih u preduzecu.)
MATCH@E:(The number of employees in these organizational units included in the sample is strikingly large and ranges from 0.3 to 9.4, that is the average 1.8 employed in the HRM department per 100 employed in the company.===>Broj zaposlenih u ovim organizacionim jedinicama u izabranom utorku je izrazito velik i kreće se od 0,3 do 9,4 i prosečno iznosi 1,8 zaposlenih u sektoru ljudskih resursa na 100 zaposlenih u preduzeću.)
MATCH@M:(Having in mind that the average size of companies measured by the number of employees is 1748, a conclusion can be drawn that the main characteristic of these departments is that of being overstaffed.===>Imajuci u vidu da je prosečna veličina preduzeca merena brojem zaposlenih u izabranom uzorku 1748, može se zaključiti da je osnovna karakteristika ovih sektora njihova pre-zaposlenost.)
MATCH@E:(Having in mind that the average size of companies measured by the number of employees is 1748, a conclusion can be drawn that the main characteristic of these departments is that of being overstaffed.===>Imajući u vidu da je prosečna veličina preduzeća merena brojem zaposlenih u izabranom uzorku 1748, može se zaključiti da je osnovna karakteristika ovih sektora njihova prezaposlenost.)
MATCH@M:(For the comparison purposes: the same ratio for this size of company in the U.S.A. is 0.82.===>Poređenja radi isti racio u SAD je 0,8 za ovu veličinu preduzeca87.)
MATCH@E:(For the comparison purposes: the same ratio for this size of company in the U.S.A. is 0.82.===>Poređenja radi isti racio u SAD je 0,8 za ovu veličinu preduzeća87.)
MATCH@M:(Regardless of a large number of employees in the human resource management department, these departments still do not perform all the key activities of this function, the central responsibility still remaining within the administration department.===>Međutim, bez obzira na veliki broj zaposlenih u ode-ljenju za ljudske resurse, ona još uvek ne obavljaju sve ključne aktivnosti ove funkcije, vec je i dalje težište na administrativnim poslovima.)
MATCH@E:(Regardless of a large number of employees in the human resource management department, these departments still do not perform all the key activities of this function, the central responsibility still remaining within the administration department.===>Međutim, bez obzira na veliki broj zaposlenih u odeljenju za ljudske resurse, ona još uvek ne obavljaju sve ključne aktivnosti ove funkcije, već je i dalje težište na administrativnim poslovima.)
MATCH@M:(A large number of companies (76.3%) have no written documents defining the company policy in various HRM areas.===>Veliki broj predu-zeca (76,3%) nema u pisanoj formi dokumenta kojima se definiše politika preduzeca u različitim ULjR oblastima.)
MATCH@E:(A large number of companies (76.3%) have no written documents defining the company policy in various HRM areas.===>Veliki broj preduzeća (76,3%) nema u pisanoj formi dokumenta kojima se definiše politika preduzeća u različitim ULjR oblastima.)
MATCH@M:(The Serbian companies mainly do have defined policies in three basic areas: earnings (71.1%), employment (57.9%) and training and development (57.9%).===>Srpska reduzeca uglavnom imaju definisa-ne politike u tri osnovne oblasti: zarade (71,1%), zapošljavanje (57,9%) i obuka i razvoj (57.9%).)
MATCH@E:(The Serbian companies mainly do have defined policies in three basic areas: earnings (71.1%), employment (57.9%) and training and development (57.9%).===>Srpska reduzeća uglavnom imaju definisane politike u tri osnovne oblasti: zarade (71,1%), zapošljavanje (57,9%) i obuka i razvoj (57.9%).)
MATCH@M:(The facts prove that these are the three most highly developed areas in the HRM field in Serbian companies.===>Ovi podaci ukazuju da su ovo tri oblasti ULjR-a koje su najrazvijenije u srpskim preduzecima.)
MATCH@E:(The facts prove that these are the three most highly developed areas in the HRM field in Serbian companies.===>Ovi podaci ukazuju da su ovo tri oblasti ULjR-a koje su najrazvijenije u srpskim preduzećima.)
MATCH@M:(These are simultaneously the areas in which these companies hire external consultants on demand: earnings (33.3%), recruitment and selection of candidates (25%) and training and development of employees (55.6%).===>To su i oblasti u kojima obuhvacena preduzeca po potrebi angažuju eksterne konsultante: zarade (33,3%), regrutacija i selekcija kandidata (25%), obuka i razvoj zaposlenih (55,6%).)
MATCH@E:(These are simultaneously the areas in which these companies hire external consultants on demand: earnings (33.3%), recruitment and selection of candidates (25%) and training and development of employees (55.6%).===>To su i oblasti u kojima obuhvaćena preduzeća po potrebi angažuju eksterne konsultante: zarade (33,3%), regrutacija i selekcija kandidata (25%), obuka i razvoj zaposlenih (55,6%).)
MATCH@M:(Only 27% of companies from the sample do all the HRM jobs by themselves.===>Samo 27% preduzeca u obrađenom uzorku obavlja sve ULjR poslove samostalno.)
MATCH@E:(Only 27% of companies from the sample do all the HRM jobs by themselves.===>Samo 27% preduzeća u obrađenom uzorku obavlja sve ULjR poslove samostalno.)
MATCH@M:(Here it is important to point out that in case of the companies hiring external consultants for training and development of the employees, the company hires the trainers, not the consultants who would systematically do the jobs of training and development for the company.===>Pri tome je važno naglasiti da kada je reč o preduzecima koja anga-žuje eksterne konsultante za obuku i razvoj zaposlenih misli se prvenstveno na angažovanje eksternih trenera, a ne konsultanata koji bi sistematski obavljali poslove obuke i razvoja za preduzece.)
MATCH@E:(Here it is important to point out that in case of the companies hiring external consultants for training and development of the employees, the company hires the trainers, not the consultants who would systematically do the jobs of training and development for the company.===>Pri tome je važno naglasiti da kada je reč o preduzećima koja angažuje eksterne konsultante za obuku i razvoj zaposlenih misli se prvenstveno na angažovanje eksternih trenera, a ne konsultanata koji bi sistematski obavljali poslove obuke i razvoja za preduzeće.)
MATCH@M:(The data from the questionnaire show that only 50% of companies from the sample have the HRM strategy in writing, whereas one third of the companies (34%) never evaluate the quality and performance of the HRM department.===>Obrađeni podaci na osnovu upoitnika pokazuju da samo 50% obuhvacenih preduzeca ima ULjR strategiju u pisanoj formi, a da jedna trecina preduzeca (34%) uopšte ne ocenjuje kvalitet i performanse ULjR sektora.)
MATCH@E:(The data from the questionnaire show that only 50% of companies from the sample have the HRM strategy in writing, whereas one third of the companies (34%) never evaluate the quality and performance of the HRM department.===>Obrađeni podaci na osnovu upoitnika pokazuju da samo 50% obuhvaćenih preduzeća ima ULjR strategiju u pisanoj formi, a da jedna trećina preduzeća (34%) uopšte ne ocenjuje kvalitet i performanse ULjR sektora.)
MATCH@M:(In the companies that conduct the evaluations, the job is usually performed by the top management (70% of companies).===>U preduzecima koja to čine, ocenjivanje uglavnom sprovodi top menadžment (u 70% preduzeca).)
MATCH@E:(In the companies that conduct the evaluations, the job is usually performed by the top management (70% of companies).===>U preduzećima koja to čine, ocenjivanje uglavnom sprovodi top menadžment (u 70% preduzeća).)
MATCH@M:(As regards the authority in making important decisions in the field of HRM, the research findings show that the highest authority in decision making in the HRM field (either independently or upon consulting the HRM de-pertment) in the Serbian companies is the line manager, which further stresses the little importance the HRM function is given in the hierarchy of the company.===>U pogledu autoriteta za donošenje važnih odluka iz oblasti ULjR, rezultati istraživanja su pokazali da u srpskim preduzecima linijski menadžment ima najve-ci autoritet za donošenje odluka iz oblasti ULjR (bilo samostalno, bilo u konsultaciji sa ULjR sektorom), što govori o malom uticaju ULjR funkcije u hijerahijskoj struktiri preduzeca.)
MATCH@E:(As regards the authority in making important decisions in the field of HRM, the research findings show that the highest authority in decision making in the HRM field (either independently or upon consulting the HRM depertment) in the Serbian companies is the line manager, which further stresses the little importance the HRM function is given in the hierarchy of the company (see Table 2).===>U pogledu autoriteta za donošenje važnih odluka iz oblasti ULjR, rezultati istraživanja su pokazali da u srpskim preduzećima linijski menadžment ima najveći autoritet za donošenje odluka iz oblasti ULjR (bilo samostalno, bilo u konsultaciji sa ULjR sektorom), što govori o malom uticaju ULjR funkcije u hijerahijskoj struktiri preduzeća (vidi tabelu 2). Linijski menadžment Linijski menadžment u konsultaciji sa ULJR sektorom ULJR sektor u konsultaciji sa menadžmentom ULJR sektor Zarade Regrutacija i selekcija Obuka i razvoj Industrijski odnosi Smanjivanje broja zaposlenih Tabela 2.)
BAD_LINE_=============================================================
BAD_LINE_M:As regards the authority in making important decisions in the field of HRM, the research findings show that the highest authority in decision making in the HRM field (either independently or upon consulting the HRM de-pertment) in the Serbian companies is the line manager, which further stresses the little importance the HRM function is given in the hierarchy of the company.
BAD_LINE_M:U pogledu autoriteta za donošenje važnih odluka iz oblasti ULjR, rezultati istraživanja su pokazali da u srpskim preduzecima linijski menadžment ima najve-ci autoritet za donošenje odluka iz oblasti ULjR (bilo samostalno, bilo u konsultaciji sa ULjR sektorom), što govori o malom uticaju ULjR funkcije u hijerahijskoj struktiri preduzeca.
BAD_LINE_E:As regards the authority in making important decisions in the field of HRM, the research findings show that the highest authority in decision making in the HRM field (either independently or upon consulting the HRM depertment) in the Serbian companies is the line manager, which further stresses the little importance the HRM function is given in the hierarchy of the company (see Table 2).
BAD_LINE_E:U pogledu autoriteta za donošenje važnih odluka iz oblasti ULjR, rezultati istraživanja su pokazali da u srpskim preduzećima linijski menadžment ima najveći autoritet za donošenje odluka iz oblasti ULjR (bilo samostalno, bilo u konsultaciji sa ULjR sektorom), što govori o malom uticaju ULjR funkcije u hijerahijskoj struktiri preduzeća (vidi tabelu 2). Linijski menadžment Linijski menadžment u konsultaciji sa ULJR sektorom ULJR sektor u konsultaciji sa menadžmentom ULJR sektor Zarade Regrutacija i selekcija Obuka i razvoj Industrijski odnosi Smanjivanje broja zaposlenih Tabela 2.
MATCH@M:(Table 2.===>Tabela 2.)
MATCH@E:(Table 6.===>Tabela br. 6.)
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BAD_LINE_M:Table 2.
BAD_LINE_M:Tabela 2.
BAD_LINE_E:Table 6.
BAD_LINE_E:Tabela br. 6.
MATCH@M:(To the question on whether the authority in making key decisions in the HRM field has changed in the last three years, the answer of the majority companies (80%) was that it has not, while in the 20% of companies the answer was that the responsibility of the line management has even increased.===>Na pitanje da li se autoritet za donošenje ključnih odluka iz oblasti ULjR promenio u poslednje tri godine većina preduzeca (80%) je odgovorila da se nije promenio, a u 20% preduzeca odgovornost linijskog me-nadžmenta se čak i povećala.)
MATCH@E:(Authority in decision making in the HR; field (% of companies) To the question on whether the authority in making key decisions in the HRM field has changed in the last three years, the answer of the majority companies (80%) was that it has not, while in the 20% of companies the answer was that the responsibility of the line management has even increased.===>Međutim, intervjui sa rukovodiocima ULjR sektora su pokazali da pod linijskim menadžmentom oni ne podrazumevaju stvarno linijski menadžment već prvenstveno misle na generalnog direktora preduzeća, što govori o visokoj centralizaciji odlučivanja u oblasti ULjR-a. 3.)
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BAD_LINE_M:To the question on whether the authority in making key decisions in the HRM field has changed in the last three years, the answer of the majority companies (80%) was that it has not, while in the 20% of companies the answer was that the responsibility of the line management has even increased.
BAD_LINE_M:Na pitanje da li se autoritet za donošenje ključnih odluka iz oblasti ULjR promenio u poslednje tri godine većina preduzeca (80%) je odgovorila da se nije promenio, a u 20% preduzeca odgovornost linijskog me-nadžmenta se čak i povećala.
BAD_LINE_E:Authority in decision making in the HR; field (% of companies) To the question on whether the authority in making key decisions in the HRM field has changed in the last three years, the answer of the majority companies (80%) was that it has not, while in the 20% of companies the answer was that the responsibility of the line management has even increased.
BAD_LINE_E:Međutim, intervjui sa rukovodiocima ULjR sektora su pokazali da pod linijskim menadžmentom oni ne podrazumevaju stvarno linijski menadžment već prvenstveno misle na generalnog direktora preduzeća, što govori o visokoj centralizaciji odlučivanja u oblasti ULjR-a. 3.
MATCH@M:(The interviews with the HRM department managers show, however, that line management according to their understanding is not presented by the real line management, but mostly by the managing director of the company, which reveals a high level of centralization in decision making in the HRM department.===>Međutim, intervjui sa rukovodiocima ULjR sektora su pokazali da pod linijskim menadžmentom oni ne podrazumevaju stvarno linijski menadžment već prvenstveno misle na generalnog direktora preduzeća, što govori o visokoj centralizaciji odlučivanja u oblasti ULjR-a.)
MATCH@E:(The interviews with the HRM department managers show, however, that line management according to their understanding is not presented by the real line management, but mostly by the managing director of the company, which reveals a high level of centralization in decision making in the HRM department. ~~~ 3.3.===>)
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BAD_LINE_M:The interviews with the HRM department managers show, however, that line management according to their understanding is not presented by the real line management, but mostly by the managing director of the company, which reveals a high level of centralization in decision making in the HRM department.
BAD_LINE_M:Međutim, intervjui sa rukovodiocima ULjR sektora su pokazali da pod linijskim menadžmentom oni ne podrazumevaju stvarno linijski menadžment već prvenstveno misle na generalnog direktora preduzeća, što govori o visokoj centralizaciji odlučivanja u oblasti ULjR-a.
BAD_LINE_E:The interviews with the HRM department managers show, however, that line management according to their understanding is not presented by the real line management, but mostly by the managing director of the company, which reveals a high level of centralization in decision making in the HRM department. ~~~ 3.3.
BAD_LINE_E:
MATCH@M:(The research findings pointed to some important conclusions as regards the position and role of the HRM function in Serbia today.===>Rezultati istraživanja su ukazali na nekoliko važnih zaključaka u pogledu mesta i uloge ULjR funkcije u Srbiji danas.)
MATCH@E:(Discussion The research findings pointed to some important conclusions as regards the position and role of the HRM function in Serbia today.===>Diskusija Rezultati istraživanja su ukazali na nekoliko važnih zaključaka u pogledu mesta i uloge ULjR funkcije u Srbiji danas.)
MATCH@M:(Firstly, a large majority of the companies from the sample (86.6%) have a separate organizational unit dealing with HRM (personnel) issues.===>Prvo, velika većina obuhvaćenih preduzeca (86,6%) ima zasebnu organizacionu jedinicu koja se bavi ULjR (kadrovskim) poslovima.)
MATCH@E:(Firstly, a large majority of the companies from the sample (86.6%) have a separate organizational unit dealing with HRM (personnel) issues.===>Prvo, velika većina obuhvaćenih preduzeća (86,6%) ima zasebnu organizacionu jedinicu koja se bavi ULjR (kadrovskim) poslovima.)
MATCH@M:(This is an ample change compared to previous organizations of personnel departments, generally within or in coordination with the administrative department.===>To je ogromna promena u odnosu na ranije organizovanje kadrovskih poslova, obično unutar Sektora za opšte i pravne poslove ili zajedno sa pravnim poslovima.)
MATCH@E:(This is an am ple change compared to previous organizations of personnel departments, generally within or in coordination with the administrative department.===>To je ogromna promena u odnosu na ranije organizovanje kadrovskih poslova, obično unutar Sektora za opšte i pravne poslove ili zajedno sa pravnim poslovima.)
MATCH@M:(The organizational independence of these jobs shows that the HRM function has gained a far greater organizational power and that its further importance and a more important role in decision making in the hRM field are to be expected, however, only in the field of strategic decision making.===>Organizaciono osamostaljivanje ovih poslova pokazuju da je ULjR funkcija dobila daleko veću organizacionu moć i da se može očekivati njeno dalje jačanje i daleko veća uloga u donošenju odluka iz oblasti ULjR, ali i u strateškom odlučivanju.)
MATCH@E:(The organizational independence of these jobs shows that the HRM function has gained a far greater organizational power and that its further importance and a more important role in decision making in the hRM field are to be expected, however, only in the field of strategic decision making.===>Organizaciono osamostaljivanje ovih poslova pokazuju da je ULjR funkcija dobila daleko veću organizacionu moć i da se može očekivati njeno dalje jačanje i daleko veća uloga u donošenju odluka iz oblasti ULjR, ali i u strateškom odlučivanju.)
MATCH@M:(Naturally, this will hardly be achieved in the near future, since the research findings show that Serbian companies have yet not developed the written documents in human resource strategy, that the HRM departments have not yet been included in the process of company strategy creating, nor in the business strategy implementation process.===>Naravno, to se može očekivati tek za nekoliko godina, budući da su rezultati istraživanja pokazali da srpska preduzeća još uvek nemaju strategiju razvoja ljudskih resursa u pisanoj formi, da ULjR sektori još uvek nisu uključeni u process formulisanja strategije preduzeća, ali ni u process implementacije poslovne strategije.)
MATCH@E:(Naturally, this will hardly be achieved in the near future, since the research findings show that Serbian companies have yet not developed the written documents in human resource strategy, that the HRM departments have not yet been included in the process of company strategy creating, nor in the business strategy implementation process.===>Naravno, to se može očekivati tek za nekoliko godina, budući da su rezultati istraživanja pokazali da srpska preduzeća još uvek nemaju strategiju razvoja ljudskih resursa u pisanoj formi, da ULjR sektori još uvek nisu uključeni u process formulisanja strategije preduzeća, ali ni u process implementacije poslovne strategije.)
MATCH@M:(Instead of the human resource departments and the line managers, the managing directors still have the last say in capital decision making in the HRM field in Serbian companies.===>Umesto sektora ljudskih resursa i linijskih menadžera, u srpskoj praksi generalni direktori još uvek imaju poslednju reč prilikom donošenje najvažnijih odluka iz oblasti ULjR-a.)
MATCH@E:(Instead of the human resource departments and the line managers, the managing directors still have the last say in capital decision making in the HRM field in Serbian companies.===>Umesto sektora ljudskih resursa i linijskih menadžera, u srpskoj praksi generalni direktori još uvek imaju poslednju reč prilikom donošenje najvažnijih odluka iz oblasti ULjR-a.)
MATCH@M:(Secondly, Serbia is still deficient in experts specialised in the HRM field, since in almost half of the companies from the sample, the department manangers’ work experience in the HRM field is less than five years.===>Drugo, u Srbiji još uvek ne postoji dovoljno stručnjaka specijalizovanih u oblasti ULjR-a, budući da u skoro polovini obuhvaćenih preduzeća menadžeri sektora imaju manje od pet godina radnog iskustva u ULjR oblasti.)
MATCH@E:(Secondly, Serbia is still deficient in experts specialised in the HRM field, since in almost half of the companies from the sample, the department manangers work experience in the HRM field is less than five years.===>Drugo, u Srbiji još uvek ne postoji dovoljno stručnjaka specijalizovanih u oblasti ULjR-a, budući da u skoro polovini obuhvaćenih preduzeća menadžeri sektora imaju manje od pet godina radnog iskustva u ULjR oblasti.)
MATCH@M:(The poor competence of the HRM departments staff in Serbia is an important factor influencing the present position and level of development of the HRM function in Serbia (Sparrow, Hiltrop, 1997).===>Nedovoljna kompetentnost zaposlenih u ULjR sektorima u Srbiji predstavlja važan faktor sadašnjeg položaja i stepena razvijenosti ULjR funkcije u Srbiji (Sparrow, Hiltrop, 1997).)
MATCH@E:(The poor competence of the HRM departments staff in Serbia is an important factor influencing the present position and level of development of the HRM function in Serbia (Sparrow, Hiltrop, 1997).===>Nedovoljna kompetentnost zaposlenih u ULjR sektorima u Srbiji predstavlja važan faktor sa dašnjeg položaja i stepena razvijenosti ULjR funkcije u Srbiji (Sparrow, Hiltrop, 1997).)
MATCH@M:(This means that in the years to come a new generation of HRM professionals will have to grow, which will require certain changes in the education curricula offered at the universities in Serbia.===>Ovaj podatak govori o tome da ce u narednim godinama biti potrebno da se stvori nova generacija stručnjaka za ULjR poslove, što ce zahtevati i određene promene u programima obrazovanje koje nude univerziteti u Srbiji.)
MATCH@E:(This means that in the years to come a new generation of HRM professionals will have to grow, which will require certain changes in the education curricula offered at the universities in Serbia.===>Ovaj podatak govori o tome da će u narednim godinama biti potrebno da se stvori nova generacija stručnjaka za ULjR poslove, što će zahtevati i određene promene u programima obrazovanje koje nude univerziteti u Srbiji.)
MATCH@M:(In some companies, even the staff engaged in training and development of the employees are placed outside the HRM department.===>U nekim preduzecima su čak i zaposleni koji se bave obukom i razvojem zaposlenih locirani izvan ULjR sektora.)
MATCH@E:(In some companies, even the staff engaged in training and development of the employees are placed outside the HRM department.===>U nekim preduzećima su čak i zaposleni koji se bave obukom i razvojem zaposlenih locirani izvan ULjR sektora.)
MATCH@M:(If this dislocated staff were added to the staff in the HRM departments, it is fairly possible that that the facts on the employment in the HRM departments would be even more dramatic.===>Kada bi se broju zaposlenih u ULjR sektoru dodao i ovaj broj zaposlenih na dislociranim radnim mestima sasvim je verovatno da bi podaci o zaposlenosti u ULjR sektoru u preduzecima u Srbiji bili još dramatičniji.)
MATCH@E:(If this dislocated staff were added to the staff in the HRM departments, it is fairly possible that that the facts on the employment in the HRM departments would be even more dramatic.===>Kada bi se broju zaposlenih u ULjR sektoru dodao i ovaj broj zaposlenih na dislociranim radnim mestima sasvim je verovatno da bi podaci o zaposlenosti u ULjR sektoru u preduzećima u Srbiji bili još dramatičniji.)
MATCH@M:(Finally, this large staff in the HRM departments is even larger if we have in mind the fact that the HRM departments from the sample are still mainly engaged in administration, leaving them out of many an HRM activity, such as: human resource planning, employee development, employee relations, evaluating employees’ performances, fringe benefit development, the earning system development etc.===>Najzad, velik broj zaposlenih u ULjR sektoru je utoliko veci imajuci u vidu i činjenicu da se ULjR sektori u obrađenom uzorku i dalje uglavnom bave administrativnim poslovima i da ne obavljaju velik broj ULjR aktivnosti, kao što su planiranje ljudskih resursa, razvoj zaposlenih, odnosi sa zaposlenima, ocenjivanje performansi zaposlenih, razvoj beneficija, razvoj sistema zarada i sl.)
MATCH@E:(Finally, this large staff in the HRM departments is even larger if we have in mind the fact that the HRM departments from the sample are still mainly engaged in administration, leaving them out of many an HRM activity, such as: human resource planning, employee development, employee relations, evaluating employees performances, fringe benefit development, the earning system development etc.===>Najzad, velik broj zaposlenih u ULjR sektoru je utoliko veći imajući u vidu i činjenicu da se ULjR sektori u obrađenom uzorku i dalje uglavnom bave administrativnim poslovima i da ne obavljaju velik broj ULjR aktivnosti, kao što su planiranje ljudskih resursa, razvoj zaposlenih, odnosi sa zaposlenima, ocenjivanje performansi zaposlenih, razvoj beneficija, razvoj sistema zarada i sl.)
MATCH@M:(On the other hand, some European countries, too, are overstaffed in the HRM departments (Brewster et al., 2004) in comparisom to the U.S.A., so we can conclude that we are, at least in the HRM sector, closer to the European than to the American companies.===>S druge strane, neke evropske zemlje, takođe, imaju veliki broj zaposlenih u ULjR sektoru (Brewster et al, 2004), u poređenju sa SAD, tako da se može zaključiti da smo, bar prema broju zaposlenih u ULjR sektoru, mnogo sličniji evropskim nego američkim kompanijama.)
MATCH@E:(On the other hand, some European countries, too, are overstaffed in the HRM departments (Brewster et al., 2004) in comparisom to the U.S.A., so we can conclude that we are, at least in the HRM sector, closer to the European than to the American companies.===>S druge strane, neke evropske zemlje, takođe, imaju veliki broj zaposlenih u ULjR sektoru (Brewster et al, 2004), u poređenju sa SAD, tako da se može zaključiti da smo, bar prema broju zaposlenih u ULjR sektoru, mnogo sličniji evropskim nego američkim kompanijama.)
MATCH@M:(Fourthly, the most developed areas intensification of the linking trend among the companies worldwide is a significant challenge for the HRM function in terms of creating a balance between the need to conduct a uniform HRM strategy and policy on the level of the entire company and the need to comply with the local regulations and customs.===>Četvrto, najrazvijenije oblasti ULjR-a u Srbiji su svakako regrutacija i selekcija, obuka zaposlenih i zarade (sa tradicionalnim pristupom u određivanju zarada koji bazira na uglavnom fiksnim zaradama i eventualno povišicama sa ciljem postizanja prvenstveno interne pravednosti u sistemu zarada).)
MATCH@E:(Fourthly, the most developed areas intensification of the linking trend among the companies worldwide is a significant challenge for the HRM function in terms of creating a balance between the need to conduct a uniform HRM strategy and policy on the level of the entire company and the need to comply with the local regulations and customs.===>Četvrto, najrazvijenije oblasti ULjR-a u Srbiji su svakako regrutacija i selekcija, obuka zaposlenih i zarade (sa tradicionalnim pristupom u određivanju zarada koji bazira na uglavnom fiksnim zaradama i eventualno povišicama sa ciljem postizanja prvenstveno interne pravednosti u sistemu zarada).)
MATCH@M:(That is why more and more companies worldwide find international human resources management increasingly important.===>Neke oblasti ULjR-a su jako malo razvijene, kao što je to slučaj sa ocenjiva-njem performansi.)
MATCH@E:(That is why more and more companies worldwide find international human resources management increasingly important.===>Ovaj racio je sigurno i veći, budući da u velikom broju preduzeća zaposleni koji se bave nekim od aktivnosti ULjR uopšte nisu organizaciono locirani unutar ULjR (kadrovskih) sektora, već u u različitim organizacionim jedinicama.)
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BAD_LINE_M:That is why more and more companies worldwide find international human resources management increasingly important.
BAD_LINE_M:Neke oblasti ULjR-a su jako malo razvijene, kao što je to slučaj sa ocenjiva-njem performansi.
BAD_LINE_E:That is why more and more companies worldwide find international human resources management increasingly important.
BAD_LINE_E:Ovaj racio je sigurno i veći, budući da u velikom broju preduzeća zaposleni koji se bave nekim od aktivnosti ULjR uopšte nisu organizaciono locirani unutar ULjR (kadrovskih) sektora, već u u različitim organizacionim jedinicama.
MATCH@M:(One of the most important sources of the HRM function developmes, since the employee evaluation does not coincide with a high level of collectivism in the Serbian national culture (Triandis, 1995), therefore the development and implementation of this HRM activity will probably be one of the greatest challenges for the HRM experts in Serbia.===>Slaba razvijenost ove oblasti ULjR-a obično se vezuje za dominantne kulturne vrednosti zaposlenih, budući da ocenjivanje zaposlenih nije u skladu sa visokim kolektivizmom u srpskoj nacionalnoj kulturi (Triandis, 1995), pa će razvoj i implementacija ove ULjR aktivnosti verovatno predstavljati jedan od najvećih izazova za ULjR stručnjake u Srbiji.)
MATCH@E:(Changes in legislation. ~~~ One of the most important sources of the HRM function developmes, since the employee evaluation does not coincide with a high level of collectivism in the Serbian national culture (Triandis, 1995), therefore the development and implementation of this HRM activity will probably be one of the greatest challenges for the HRM experts in Serbia.===>Slaba razvijenost ove oblasti ULjRa obično se vezuje za dominantne kulturne vrednosti zaposlenih, budući da ocenjivanje zaposlenih nije u skladu sa visokim kolektivizmom u srpskoj nacionalnoj kulturi (Triandis, 1995), pa će razvoj i implementacija ove ULjR aktivnosti verovatno predstavljati jedan od najvećih izazova za ULjR stručnjake u Srbiji.)
MATCH@M:(Fifthly, if we try to locate the phase in the development of the HRM function in the Serbian companies, we can draw a conclusion, on the basis of the findings, that we are still somewhere in between the first and the second phases, with not even the first phase being completed in some companies.===>Peto, ako pokušamo da lociramo fazu u razvoju ULjR funkcije u Srbiji, na osnovu rezultata istraživanja može se zaključiti da se još uvek nalazimo između prve i druge faze, pri čemu u mnogim preduzećima ni prva faza još uvek nije završena.)
MATCH@E:(Fifthly, if we try to locate the phase in the development of the HRM function in the Serbian companies, we can draw a conclusion, on the basis of the findings, that we are still somewhere in between the first and the second phases, with not even the first phase being completed in some companies.===>Peto, ako pokušamo da lociramo fazu u razvoju ULjR funkcije u Srbiji, na osnovu rezultata istraživanja može se zaključiti da se još uvek nalazimo između prve i druge faze, pri čemu u mnogim preduzećima ni prva faza još uvek nije završena.)
MATCH@M:(The research findings clearly show that in the HRM function Serbia diverges from the American model.===>Rezultati istraživanja upravo pokazuju da u pogledu mesta i uloge ULjR funkcije Srbija divergira u odnosu na američki model.)
MATCH@E:(The research findings clearly show that in the HRM function Serbia diverges from the American model.===>Rezultati istraživanja upravo pokazuju da u pogledu mesta i uloge ULjR funkcije Srbija divergira u odnosu na američki model.)
MATCH@M:(On the other hand, if we analyse the European HRM model that includes two dimansions, the integration and the decentralization of the HRM, Serbia could, at first glance, be placed together with some European countries, within a quadrant designed “the Wild West type of HRM“ .===>S druge strane, ako analiziramo evropski model ULjR-a koji uključuje dve dimenzije, integraciju i decentralizaciju ULjR-a, na prvi pogled Srbija bi se mogla locirati zajedno sa nekim od evropskih zemalja, i to u okviru kvadranta označenog kao »the Wild West type of HRM«.)
MATCH@E:(On the other hand, if we analyse the European HRM model (Brewster, Larsen, 1992) that includes two dimansions, the integration and the decentralization of the HRM, Serbia could, at first glance, be placed together with some European countries, within a quadrant designed the Wild West type of HRM (Brewster, Larsen, 1992, p. 414).===>S druge strane, ako analiziramo evropski model ULjR-a (Brewster, Larsen, 1992) koji uključuje dve dimenzije, integraciju i decentralizaciju ULjR-a, na prvi pogled Srbija bi se mogla locirati zajedno sa nekim od evropskih zemalja, i to u okviru kvadranta označenog kao »the Wild West type of HRM« (Brewster, Larsen, 1992, str. 414).)
MATCH@M:(This HRM type means that „...managers are free to develop relations with the employees, and that in extreme cases they will be empowered to hire or fire, reward or invest into an employee as they please“, which in turn may cause “incoherency, inconsistency and a fierce response of the employees“ (pp. 414-415).===>Ovaj tip ULjR-a podrazumeva da je “...svaki menadžer slobodan da razvije slobodno svoj odnos sa zapsolenima i da će u ekstremnim slučajevima imati i moć da zapo-slei ili otpusti, nagradi ili investira u zaposlenog onan-ko kako on to želi«, što, zauzvrat, može prouzrokovati “nekoherentnost, nekonzistentnost i snažnu reakciju zapsolenih ” (s. 414-415).)
MATCH@E:(This HRM type means that ...managers are free to develop relations with the employees, and that in extreme cases they will be empowered to hire or fire, reward or invest into an employee as they please, which in turn may cause incoherency, inconsistency and a fierce response of the employees (pp. 414-415).===>Ovaj tip ULjR-a podrazumeva da je ...svaki menadžer slobodan da razvije slobodno svoj odnos sa zapsolenima i da će u ekstremnim slučajevima imati i moć da zaposlei ili otpusti, nagradi ili investira u zaposlenog onanko kako on to želi«, što, zauzvrat, može prouzrokovati nekoherentnost, nekonzistentnost i snažnu reakciju zapsolenih (s. 414-415).)
MATCH@M:(The reasearch findings have shown further that the extent to which the HRM function is integrated into the business strategy is very small, although the level of decentralization of HRM activities and decisions towards line managers is rather high, given that the primary responsibility for the HRM decisions lies with the line management, either entirely or in coordination with the HRM department.===>Rezultati istraživanja su pokazali da je stepen integracije ULjR funkcije i poslovne strategije izuzetno nizak, iako je stepen decentralizacije ULjR poslova i odluka na linijske menadžere prilično visoko, budući da primarnu odgovornost za ULjR odluke ima linijski menadžment samostalno ili u saradnji sa ULjR sektorom.)
MATCH@E:(The reasearch findings have shown further that the extent to which the HRM function is integrated into the business strategy is very small, although the level of decentralization of HRM activities and decisions towards line managers is rather high, given that the primary responsibility for the HRM decisions lies with the line management, either entirely or in coordination with the HRM department.===>Rezultati istraživanja su pokazali da je stepen integracije ULjR funkcije i poslovne strategije izuzetno nizak, iako je stepen decentralizacije ULjR poslova i odluka na linijske menadžere prilično visoko, budući da primarnu odgovornost za ULjR odluke ima linijski menadžment samostalno ili u saradnji sa ULjR sektorom.)
MATCH@M:(These findings place Serbia directly into the right bottom corner of the matrix, together with the Netherlands and Denmark.===>Ovi rezultati Srbiju direktno smeštaju u donji desni igao matrice, zajedno sa Holandijom i Danskom.)
MATCH@E:(These findings place Serbia directly into the right bottom corner of the matrix, together with the Netherlands and Denmark.===>Ovi rezultati Srbiju direktno smeštaju u donji desni igao matrice, zajedno sa Holandijom i Danskom.)
MATCH@M:(Having in mind, however, that according to the interviews, the line managers are in reality not authorised at all to make important HRM decisions, since such authority, in most companies, lies with the managing director (a high power distance) we believe, in spite of the findings, that the real decentralization of the HRM function through a wider inclusion of line managers is really on a very low level.===>Međutim, imajući u vidu da u realnosti linijski menadžeri u Srbiji, kako su intervjui pokazali, suštinski nemaju nikakav autoritet za donošenje važnih ULjR odluka, jer taj autoritet, u najvećem broju preduzeća, ima generalni direktor (visoka distanca moći), uprkos rezultatima verujemo da je stvarna decentralizacija ULjR funkcije kroz veće uključivanje linisjkih menadžera u suštini vrlo niska.)
MATCH@E:(Having in mind, however, that according to the interviews, the line managers are in reality not authorised at all to make important HRM decisions, since such authority, in most companies, lies with the managing director (a high power distance) we believe, in spite of the findings, that the real decentralization of the HRM function through a wider inclusion of line managers is really on a very low level.===>Međutim, imajući u vidu da u realnosti linijski menadžeri u Srbiji, kako su intervjui pokazali, suštinski nemaju nikakav autoritet za donošenje važnih ULjR odluka, jer taj autoritet, u najvećem broju preduzeća, ima generalni direktor (visoka distanca moći), uprkos rezultatima verujemo da je stvarna decentralizacija ULjR funkcije kroz veće uključivanje linisjkih menadžera u suštini vrlo niska.)
MATCH@M:(Simultaneously, contrary to the Brewster and Larsen model, this fact does not automatically mean that the HRM managers in Serbian companies have all the power in decision making.===>U isto vreme, suprotno Brewsterovom i Larsenovom modelu, ova činjenica ne znači automatski da ULjR menadžeri u preduzećima u Srbiji imaju sav autorite za odlučivanje.)
MATCH@E:(Simultaneously, contrary to the Brewster and Larsen model, this fact does not automatically mean that the HRM managers in Serbian companies have all the power in decision making.===>U isto vreme, suprotno Brewsterovom i Larsenovom modelu, ova činjenica ne znači automatski da ULjR menadžeri u preduzećima u Srbiji imaju sav autorite za odlučivanje.)
MATCH@M:(Actually, we have a situation in Serbia that the model described cannot be applied, since the decentralisation as defined in the model, cannot be implemented.===>U stvari, u Srbiji mi imamo siuaciju da se navedeni model ne može primeniti, budući da se decentralizacija na način kako je u modelu definisana ne može primeniti.)
MATCH@E:(Actually, we have a situation in Serbia that the model described cannot be applied, since the decentralisation as defined in the model, cannot be implemented. ~~~ 4.===>U stvari, u Srbiji mi imamo siuaciju da se navedeni model ne može primeniti, budući da se decentralizacija na način kako je u modelu definisana ne može primeniti. 4.)
MATCH@M:(According to the research findings, some changes did hapen in the past years as regards the organizational independence of the HRM function and its gaining professional potential. These are, however, insufficient, therefore we are still far away from modern trends in the development of the HRM function, both in Europe and in the U.S.A. the reasons for a poorly developed HRM function should certainly be primarily observed in the incompetence of the staff employed in the HRM department, but also in the features of Serbian national culture and institutional context.===>Rezultati istraživanja su pokazali da su se poslednjih godina dogodile izvesne promene u pogledu organizacionog osamostaljivanja ULjR funkcije i jačanja njenog profesionalnog potencijala, ali nedovoljne, pa smo još uvek daleko od savremenih trendova u razvoju ULjR funkcije, kako u Evropi tako i u SAD. Razloge za nedovoljno razvijenu funkciju ULjR u Srbiji svakako treba tražiti prvenstveno u nekompetentnosti zaposlenih u ULjR sektoru, ali i u karakteristikama srpske nacionalne kulture i institucionalnog konteksta.)
MATCH@E:(These are, however, insufficient, therefore we are still far away from modern trends in the development of the HRM function, both in Europe and in the U.S.A. the reasons for a poorly developed HRM function should certainly be primarily observed in the incompetence of the staff employed in the HRM department, but also in the features of Serbian national culture and institutional context.===>Razloge za nedovoljno razvijenu funkciju ULjR u Srbiji svakako treba tražiti prvenstveno u nekompetentnosti zaposlenih u ULjR sektoru, ali i u karakteristikama srpske nacionalne kulture i institucionalnog konteksta.)
BAD_LINE_=============================================================
BAD_LINE_M:According to the research findings, some changes did hapen in the past years as regards the organizational independence of the HRM function and its gaining professional potential. These are, however, insufficient, therefore we are still far away from modern trends in the development of the HRM function, both in Europe and in the U.S.A. the reasons for a poorly developed HRM function should certainly be primarily observed in the incompetence of the staff employed in the HRM department, but also in the features of Serbian national culture and institutional context.
BAD_LINE_M:Rezultati istraživanja su pokazali da su se poslednjih godina dogodile izvesne promene u pogledu organizacionog osamostaljivanja ULjR funkcije i jačanja njenog profesionalnog potencijala, ali nedovoljne, pa smo još uvek daleko od savremenih trendova u razvoju ULjR funkcije, kako u Evropi tako i u SAD. Razloge za nedovoljno razvijenu funkciju ULjR u Srbiji svakako treba tražiti prvenstveno u nekompetentnosti zaposlenih u ULjR sektoru, ali i u karakteristikama srpske nacionalne kulture i institucionalnog konteksta.
BAD_LINE_E:These are, however, insufficient, therefore we are still far away from modern trends in the development of the HRM function, both in Europe and in the U.S.A. the reasons for a poorly developed HRM function should certainly be primarily observed in the incompetence of the staff employed in the HRM department, but also in the features of Serbian national culture and institutional context.
BAD_LINE_E:Razloge za nedovoljno razvijenu funkciju ULjR u Srbiji svakako treba tražiti prvenstveno u nekompetentnosti zaposlenih u ULjR sektoru, ali i u karakteristikama srpske nacionalne kulture i institucionalnog konteksta.
MATCH@M:(It is to be expected, however, that further competition and entrance of foreign companies, as well as closer relationsntensification of the linking trend among the companies worldwide is a significant challenge for the HRM function in terms of creating a balance between the need to conduct a uniform HRM strategy and policy on the level of the entire company and the need to comply with the local regulations and customs. That is why more and more companies worldwide find international human resources management increasingly important.===>Međutim, za očekivati je da će dalje jačanje konkurencije i ulazak stranih kompanija, kao i približavanje EU dovesti do značajnih pomeranja u institucionalnim okvirima, pa će funkcija ULjR sve više dobijati na značaju. Sa povećanjem značaja ove funkcije, top menadžment preduzeća moraće da razmisli o organizacionom i personalnom jačanju ove funkcije kroz izdvajanje ovih poslova u zasebnu organizacionu jedinicu i zapošljavanje stručnjaka humanističkih profila koji će se profesionalno baviti ovim poslovima.)
MATCH@E:(It is to be expected, how ever, that further competition and entrance of foreign companies, as well as closer relationsntensification of the linking trend among the companies worldwide is a significant challenge for the HRM function in terms of creating a balance between the need to conduct a uniform HRM strategy and policy on the level of the entire company and the need to comply with the local regulations and customs.===>Međutim, za očekivati je da će dalje jačanje konkurencije i ulazak stranih kompanija, kao i približavanje EU dovesti do značajnih pomeranja u institucionalnim okvirima, pa će funkcija ULjR sve više dobijati na značaju.)
BAD_LINE_=============================================================
BAD_LINE_M:It is to be expected, however, that further competition and entrance of foreign companies, as well as closer relationsntensification of the linking trend among the companies worldwide is a significant challenge for the HRM function in terms of creating a balance between the need to conduct a uniform HRM strategy and policy on the level of the entire company and the need to comply with the local regulations and customs. That is why more and more companies worldwide find international human resources management increasingly important.
BAD_LINE_M:Međutim, za očekivati je da će dalje jačanje konkurencije i ulazak stranih kompanija, kao i približavanje EU dovesti do značajnih pomeranja u institucionalnim okvirima, pa će funkcija ULjR sve više dobijati na značaju. Sa povećanjem značaja ove funkcije, top menadžment preduzeća moraće da razmisli o organizacionom i personalnom jačanju ove funkcije kroz izdvajanje ovih poslova u zasebnu organizacionu jedinicu i zapošljavanje stručnjaka humanističkih profila koji će se profesionalno baviti ovim poslovima.
BAD_LINE_E:It is to be expected, how ever, that further competition and entrance of foreign companies, as well as closer relationsntensification of the linking trend among the companies worldwide is a significant challenge for the HRM function in terms of creating a balance between the need to conduct a uniform HRM strategy and policy on the level of the entire company and the need to comply with the local regulations and customs.
BAD_LINE_E:Međutim, za očekivati je da će dalje jačanje konkurencije i ulazak stranih kompanija, kao i približavanje EU dovesti do značajnih pomeranja u institucionalnim okvirima, pa će funkcija ULjR sve više dobijati na značaju.
MATCH@M:(In the first place, the research conducted on the sample of only 38 companies is a significant methodological limitation for a broader generalization of the results obtained.===>Prvo, istraživanje na uzorku od samo 38 preduzeća predstavlja važno metodološko ograničenje za šire generali-zovanje dobijenih rezultata.)
MATCH@E:(In the first place, the research conducted on the sample of only 38 companies is a significant methodological limitation for a broader generalization of the results obtained.===>Prvo, istraživanje na uzorku od samo 38 preduzeća predstavlja važno metodološko ograničenje za šire generalizovanje dobijenih rezultata.)
MATCH@M:(In the second place, the research was conducted in a short period of time - during 2006 and 2007 - which prevented us from observing the development of the HRM function in time.===>Drugo, istraživanje je sprovedeno u kratkom vremenskom periodu - tokom 2006. i 2007. godine, što nas je sprečilo da posmatramo razvoj ULjR funkcije u vremenu.)
MATCH@E:(In the second place, the research was conducted in a short period of time during 2006 and 2007 which prevented us from observing the development of the HRM function in time.===>Drugo, istraživanje je sprovedeno u kratkom vremenskom periodu tokom 2006. i 2007. godine, što nas je sprečilo da posmatramo razvoj ULjR funkcije u vremenu.)
MATCH@M:(This research, however, is only the first step in understanding the position and the role of the HRM function in Serbia and the way in which the transitional countries behave and face the implementation of Western management systems and technologies.===>Međutim, ovo istraživanje predstavlja samo prvi korak ka razumevanju mesta i uloge ULjR funkcije u Srbiji i načina kako se zemlje u tranziciji ponašaju i suočavaju sa primenom zapadnih menadžment sistema i tehnologija.)
MATCH@E:(This research, however, is only the first step in understanding the position and the role of the HRM function in Serbia and the way in which the transitional countries behave and face the implementation of Western management systems and technologies.===>Međutim, ovo istraživanje predstavlja samo prvi korak ka razumevanju mesta i uloge ULjR funkcije u Srbiji i načina kako se zemlje u tranziciji ponašaju i suočavaju sa primenom zapadnih menadžment sistema i tehnologija.)
MATCH@M:(Further research should follow in the direction of including a larger sample and a more detailed analysis of some HRM activities in order to obtain more substantial information on the features of the Serbian HRM model.===>Buduća istraživanja bi trebalo a idu u pravcu obuhvatanja većeg uzorka i detaljnije analize pojedinih ULjR aktivnosti kako bi se dobile potpunije informacije o karakteristikama srpskog ULjR modela.)
MATCH@E:(Further research should follow in the direction of including a larger sample and a more detailed analysis of some HRM activities in order to obtain more substantial information on the features of the Serbian HRM model.===>Buduća istraživanja bi trebalo a idu u pravcu obuhvatanja većeg uzorka i detaljnije analize pojedinih ULjR aktivnosti kako bi se dobile potpunije informacije o karakteristikama srpskog ULjR modela. 5.)
MATCH@M:(The basic financial purpose of an enterprise is maximization of its value.===>Osnovni finansijski cilj preduzeća je da postigne najveću moguću vrednost.)
MATCH@E:(Summary The basic financial purpose of an enterprise is maximization of its value.===>Rezime Osnovni finansijski cilj preduzeća je da postigne najveću moguću vrednost.)
MATCH@M:(Operating cycle management should also contribute to realization of this fundamental aim.===>Postizanju ovog osnovnog cilja treba da doprinese i rukovođenje poslovnim ciklusom.)
MATCH@E:(Operating cycle management should also contribute to realization of this fundamental aim.===>Postizanju ovog osnovnog cilja treba da doprinese i rukovođenje poslovnim ciklusom.)
MATCH@M:(The enterprise value creation strategy is executed with a focus on risk and uncertainty.===>Strategija stvaranja vrednosti ostvaruje se tako što preduzeće uvek ima na umu rizik i neizvesnost poslovanja.)
MATCH@E:(The enterprise value creation strategy is executed with a focus on risk and uncertainty.===>Strategija stvaranja vrednosti ostvaruje se tako što preduzeće uvek ima na umu rizik i neizvesnost poslovanja.)
MATCH@M:(This paper presents the consequences for the firm that can result from changes in operating cycle and operating risk that are related to using factoring as instrument to short target operating cycle of the firm and advantages resulting in risk reduction caused by transferring it to factor.===>U ovom radu predstavljamo posledice koje firma može da ima usled promena u poslovnom ciklusu i poslovnom riziku, a koje su u vezi sa primenom faktoringa kao instrumenta kojim se skraćuje ciljni poslovni ciklus firme, kao i prednosti koje proizilaze iz smanjivanja rizika putem prebacivanja rizika na posrednika.)
MATCH@E:(This paper presents the consequences for the firm that can result from changes in operating cycle and operating risk that are related to using factoring as instrument to short target operating cycle of the firm and advantages resulting in risk reduction caused by transferring it to factor. ~~~ 1.===>U ovom radu predstavljamo posledice koje firma može da ima usled promena u poslovnom ciklusu i poslovnom riziku, a koje su u vezi sa primenom faktoringa kao instrumenta kojim se skraćuje ciljni poslovni ciklus firme, kao i prednosti koje proizilaze iz smanjivanja rizika putem prebacivanja rizika na posrednika. 1.)
MATCH@M:(Managing the operating cycle of the enterprise requires providing with the appropriate level of cash as well as other current assets: accounts receivable and supplies.===>Upravljanje poslovnim ciklusom preduzeća podrazu-meva obezbeđivanje odgovarajuće količine gotovine kao i druge vrste obrtnog kapitala: potraživanja i zalihe.)
MATCH@E:(Introduction Managing the operating cycle of the enterprise requires providing with the appropriate level of cash as well as other current assets: accounts receivable and supplies.===>Uvod Upravljanje poslovnim ciklusom preduzeća podrazumeva obezbeđivanje odgovarajuće količine gotovine kao i druge vrste obrtnog kapitala: potraživanja i zalihe.)
MATCH@M:(Keeping current assets generate costs, and so it influences the profitability of the company.===>Držanje obrtnog kapitala izaziva troškove i stoga utiče na profitabilnost kompanije.)
MATCH@E:(Keeping current assets generate costs, and so it influences the profitability of the company.===>Držanje obrtnog kapitala izaziva troškove i stoga utiče na profitabilnost kompanije.)
MATCH@M:(Factoring is one of tools allowing to shorten the operating cycle which relies on the fact that the factor is purchasing present and future accounts receivable (amounts due of the enterprise), on one’s own suffering the risk of the overdue regulation liabilities.===>Faktoring predstavlja jedan of instrumenata kojim se može skratiti poslovni ciklus koji se oslanja na činjenicu da posrednik kupuje sadašnja i buduća potraživanja (sume koje se duguju preduzeću) i sam snosi rizik obaveze regulisa-nja prekoračenja u plaćanju.)
MATCH@E:(Factoring is one of tools allowing to shorten the operating cycle which relies on the fact that the factor is purchasing present and future accounts receivable (amounts due of the enterprise), on ones own suffering the risk of the overdue regulation liabilities.===>Faktoring predstavlja jedan of instrumenata kojim se može skratiti poslovni ciklus koji se oslanja na činjenicu da posrednik kupuje sadašnja i buduća potraživanja (sume koje se duguju preduzeću) i sam snosi rizik obaveze regulisa nja prekoračenja u plaćanju.)
MATCH@M:(Enterprise after presenting a duplicate invoice to the factor, receives the majority of money from him (up to the 80% of the amount), and the rest part in the moment of regulating the liability by the customer.===>Pošto podnese kopiju fakture posredniku, preduzeće od njega dobija većinski deo novca (do 80% sume), a ostatak kad kupac izmiri svoje obaveze.)
MATCH@E:(Enterprise after presenting a duplicate invoice to the factor, receives the majority of money from him (up to the 80% of the amount), and the rest part in the moment of regulating the liability by the customer.===>Pošto podnese kopiju fakture posredniku, preduzeće od njega dobija većinski deo novca (do 80% sume), a ostatak kad kupac izmiri svoje obaveze.)
MATCH@M:(Factor in exchange for the commission takes over all duties of the enterprise resulting from the sale on the principle of trade credit.===>Posrednik preuzima sve obaveze preduzeća koje proističu iz prodaje po principu komercijalnog kredita2, za šta naplaćuje proviziju.)
MATCH@E:(Factor in exchange for the commission takes over all duties of the enterprise resulting from the sale on the principle of trade credit2.===>Posrednik preuzima sve obaveze preduzeća koje proističu iz prodaje po principu komercijalnog kredita2, za šta naplaćuje proviziju.)
MATCH@M:(Fig. 1.===>Slika 1.)
MATCH@E:(Fig. 2.===>Slika 2.)
MATCH@M:(In this paper factoring is a transaction in which a firm of factor client sells its accounts receivable at a discount.===>U ovom radu pod faktoringom se podrazumeva transakcija kojom posrednik vrši diskontni otkup faktura od svoga klijenta, proizvođača.)
MATCH@E:(In this paper factoring is a transaction in which a firm of factor client sells its accounts receivable at a discount.===>U ovom radu pod faktoringom se podrazumeva transakcija kojom posrednik vrši diskontni otkup faktura od svoga klijenta, proizvođača.)
MATCH@M:(Factoring is not a kind of bank loan, in fact it depends on the value of the accounts receivables and by it depends on the factor client clients not the firm of factor client itself.===>Faktoring nije bankarski kredit, on u stvari zavisi od vrednosti potraživanja i prema tome od klijenata posrednikovog klijenta, ne od firme samog posrednikovog klijenta.)
MATCH@E:(Factoring is not a kind of bank loan, in fact it depends on the value of the accounts receivables and by it depends on the factor client clients not the firm of factor client itself.===>Faktoring nije bankarski kredit, on u stvari zavisi od vrednosti potraživanja i prema tome od klijenata posrednikovog klijenta, ne od firme samog posrednikovog klijenta.)
MATCH@M:(In factoring process we have three parties involved: the factor client (the seller of the goods or work performed), credit purchaser of the goods (the debtor), and the factor.===>U proces faktoringa uključene su tri strane: klijent posrednika (koji prodaje svoju robu ili izvršeni rad), kupac koji robu kupuje na kredit (dužnik) i posrednik.)
MATCH@E:(In factoring process we have three parties involved: the factor client (the seller of the goods or work performed), credit purchaser of the goods (the debtor), and the factor.===>U proces faktoringa uključene su tri strane: klijent posrednika (koji prodaje svoju robu ili izvršeni rad), kupac koji robu kupuje na kredit (dužnik) i posrednik.)
MATCH@M:(The factor client is owed money by the purchaser of the goods sold.===>Posrednikovom klijentu kupac robe duguje novac.)
MATCH@E:(The factor client is owed money by the purchaser of the goods sold.===>Posrednikovom klijentu kupac robe duguje novac.)
MATCH@M:(The factor then sells its invoices at a discount to the factor to obtain cash faster.===>Prodavač (klijent) onda prodaje fakture po diskontnoj ceni posredniku, da bi brže došao do gotovine.)
MATCH@E:(The factor then sells its invoices at a discount to the factor to obtain cash faster.===>Prodavac (klijent) onda prodaje fakture po diskontnoj ceni posredniku, da bi brže došao do gotovine.)
MATCH@M:(Next the client of the factor client directly pays the factor the full value of the invoice.===>Onda kupac direktno placa posredniku punu ce-nu fakture.)
MATCH@E:(Next the client of the factor client directly pays the factor the full value of the invoice.===>Onda kupac direktno plaća posredniku punu cenu fakture.)
MATCH@M:(As we see on fig. 2, in factoring process, relation between factor and its client (the firm which sells on trade credit and uses factoring to free cash tied in its accounts receivables) is a kind of swap.===>Kako vidimo na slici 2, u procesu faktoringa odnos između posrednika i njegovog klijenta (firme koja prodaje robu putem komercijalnog kredita i koristi faktoring da bi oslobodila gotovinu zarobljenu u potraživanjima) predstavlja oblik „swap“ aranžmana.)
MATCH@E:(As we see on fig. 2, in factoring process, relation between factor and its client (the firm which sells on trade credit and uses factoring to free cash tied in its accounts receivables) is a kind of swap.===>Kako vidimo na slici 2, u procesu faktoringa odnos između posrednika i njegovog klijenta (firme koja prodaje robu putem komercijalnog kredita i koristi faktoring da bi oslobodila gotovinu zarobljenu u potraživanjima) predstavlja oblik swap aranžmana.)
MATCH@M:(Fig. 2.===>Slika 2.)
MATCH@E:(Fig. 4.===>Slika 4.)
MATCH@M:(The factoring as the SWAP.===>Faktoring kao SWAP.)
MATCH@E:(The factoring as the SWAP.===>Faktoring kao SWAP.)
MATCH@M:(Many other varieties are also factoring, omitting some elements of the full factoring are numerous.===>Faktoring obuhvata i mnoge druge vrste, a negde su neki elementi punog faktoringa izuzeti.)
MATCH@E:(Many other varieties are also factoring, omitting some elements of the full factoring are numerous.===>Faktoring obuhvata i mnoge druge vrste, a negde su neki elementi punog faktoringa izuzeti.)
MATCH@M:(Using these services causes, that more effectively it is possible to manage reserves of the liquidity, because influences of amounts due are far more predictable and manageable.===>Primenom ovih usluga moguće je efektivnije upravljati rezervama tekućih sredstava, pošto se suma koja dospeva za naplatu može lakše predvideti i njome se može lakše upravljati.)
MATCH@E:(Using these services causes, that more effectively it is possible to manage reserves of the liquidity, because influences of amounts due are far more predictable and manageable. ~~~ 2.===>Primenom ovih usluga moguće je efektivnije upravljati rezervama tekućih sredstava, pošto se suma koja dospeva za naplatu može lakše predvideti i njome se može lakše upravljati. 2.)
MATCH@M:(Influence of account receivable policy on the value of the company Where: CF - free cash flows, ANWC - increase in the net working capital, k - cost of capital financing the enterprise; t - period in which generated free financial flows will be.===>Uticaj politike potraživanja na vrednost kompanije)
MATCH@E:(Influence of account receivable policy on the value of the company Where: CF free cash flows, ∆NWC increase in the net working capital, k cost of capital financing the enterprise; t period in which generated free financial flows will be.===>Uticaj politike potraživanja na vrednost kompanije Gde je: ~~~ CF = slobodni gotovinski tokovi, ∆NWC = uvećanje neto obrtnog kapitala, k = troškovi kapitala kojim se finansira preduzeće, t = period u kojem će se stvoriti slobodni finansijski tokovi.)
BAD_LINE_=============================================================
BAD_LINE_M:Influence of account receivable policy on the value of the company Where: CF - free cash flows, ANWC - increase in the net working capital, k - cost of capital financing the enterprise; t - period in which generated free financial flows will be.
BAD_LINE_M:Uticaj politike potraživanja na vrednost kompanije
BAD_LINE_E:Influence of account receivable policy on the value of the company Where: CF free cash flows, ∆NWC increase in the net working capital, k cost of capital financing the enterprise; t period in which generated free financial flows will be.
BAD_LINE_E:Uticaj politike potraživanja na vrednost kompanije Gde je: ~~~ CF = slobodni gotovinski tokovi, ∆NWC = uvećanje neto obrtnog kapitala, k = troškovi kapitala kojim se finansira preduzeće, t = period u kojem će se stvoriti slobodni finansijski tokovi.
MATCH@M:(One of them is focusing on the influence on the net profit and its relation to the shareholders’ equity, total assets or other item of assets.===>Jedan je fokusiranje na uticaj neto profita i njegov odnos prema akcijskom kapitalu, ukupnoj aktivi ili drugim vidovima aktive.)
MATCH@E:(One of them is focusing on the influence on the net profit and its relation to the shareholders equity, total assets or other item of assets.===>Jedan je fokusiranje na uticaj neto profita i njegov odnos prema akcijskom kapitalu, ukupnoj aktivi ili drugim vidovima aktive.)
MATCH@M:(Second, assess profitability in a way that it relates to the value of the company.===>Drugo, može se ocenjivati profitabilnost u odnosu prema vrednosti kompanije.)
MATCH@E:(Source: own study profitability in a way that it relates to the value of the company.===>Izvor: autorova studija nosu prema vrednosti kompanije.)
BAD_LINE_=============================================================
BAD_LINE_M:Second, assess profitability in a way that it relates to the value of the company.
BAD_LINE_M:Drugo, može se ocenjivati profitabilnost u odnosu prema vrednosti kompanije.
BAD_LINE_E:Source: own study profitability in a way that it relates to the value of the company.
BAD_LINE_E:Izvor: autorova studija nosu prema vrednosti kompanije.
MATCH@M:(If given commitment of means to liquid assets, will help to increase the value of the enterprise, it will be profitable, but if it influences lowering, will be spelling unprofitable investment (in liquid balances).===>Ako se sredstva usmere na tekuću aktivu, to će pomoći da se uveća vrednost preduzeća i onda govorimo o profitabilnosti, ali ako se uticaj sredstava smanjuje, onda to znaci neprofitabilnu investiciju (u bilansima tekućih sredstava).)
MATCH@E:(If given commitment of means to liquid assets, will help to increase the value of the enterprise, it will be profitable, but if it influences lowering, will be spelling unprofitable investment (in liquid balances).===>Ako se sredstva usmere na tekuću aktivu, to će pomoći da se uveća vrednost preduzeća i onda govorimo o profitabilnosti, ali ako se uticaj sredstava smanjuje, onda to znači neprofitabilnu investiciju (u bilansima tekućih sredstava).)
MATCH@M:(As shown in fig. 3, individual elements influencing decisions in scope of the length of the operating cycle, influence the level of free cash flows (CF), and thus the value of the firm.===>Kao što je prikazano na slici 3, pojedinačni elementi koji utiču na odluke u vezi sa dužinom poslovnog ciklusa utiču na nivo slobodnih gotovinskih tokova (CF), a time i na vrednost firme.)
MATCH@E:(As shown in fig. 3, individual elements influencing decisions in scope of the length of the operating cycle, influence the level of free cash flows (CF), and thus the value of the firm. ~~~ 3.===>Kao što je prikazano na slici 3, pojedinačni elementi koji utiču na odluke u vezi sa dužinom poslovnog ciklusa utiču na nivo slobodnih gotovinskih tokova (CF), a time i na vrednost firme. 3.)
MATCH@M:(From a point of view of managing the operating cycle of the enterprise, should be considered making use of factor services, or insuring the liability too as the most desired in every production company, whose sales sizes to allow credit.===>Sa tačke gledišta upravljanja poslovnim ciklusom preduzeća, treba uzeti u obzir korišćenje usluga posrednika ili osiguranja obaveza dužnika, što je najpoželjnije u svakoj proizvodnoj firmi koja svoje proizvode prodaje na kredit.)
MATCH@E:(Influence of the factoring the value of the company From a point of view of managing the operating cycle of the enterprise, should be considered making use of factor services, or insuring the liability too as the most desired in every production company, whose sales sizes to allow credit.===>Uticaj faktoringa na vrednost kompanije Sa tačke gledišta upravljanja poslovnim ciklusom preduzeća, treba uzeti u obzir korišćenje usluga posrednika ili osiguranja obaveza dužnika, što je najpoželjnije u svakoj proizvodnoj firmi koja svoje proizvode prodaje na kredit.)
MATCH@M:(The entrepreneur has an opportunity to feed with financial means of the enterprise resulting from using of factoring services.===>Korišćenjem usluga faktoringa, preduzetnik ima priliku da svom preduzeću obezbedi finansijska sredstva.)
MATCH@E:(The entrepreneur has an opportunity to feed with financial means of the enterprise resulting from using of factoring services.===>Korišćenjem usluga faktoringa, preduzetnik ima priliku da svom preduzeću obezbedi finansijska sredstva.)
MATCH@M:(Factoring relies on it, that enterprise, causing the sale on principles of trade credit, is not expected to rafting amounts due for sold products and/or services, but receives due financial means resulting from the sale from a subsidizing financial institution services of factoring.===>Faktoring se oslanja na činjenicu da preduzeće, kad prodaje robu na kredit, ne očekuje da će odmah naplatiti sumu od prodatih proizvoda i usluga, već da će sredstva dobijati od usluga faktoringa.)
MATCH@E:(Factoring relies on it, that enterprise, causing the sale on principles of trade credit, is not expected to rafting amounts due for sold products and/or services, but receives due financial means resulting from the sale from a subsidizing financial institution services of factoring.===>Faktoring se oslanja na činjenicu da preduzeće, kad prodaje robu na kredit, ne očekuje da će odmah naplatiti sumu od prodatih proizvoda i usluga, već da će sredstva dobijati od usluga faktoringa.)
MATCH@M:(After the time of the maturity have passed, a financial institution is regaining means handed over to the enterprise, by collecting the amount due from recipients.===>Pošto prođe rok dospeća, finansijska institucija će povratiti sredstva koja je isplatila proizvođaču time što će ih naplatiti od dužnika.)
MATCH@E:(After the time of the maturity have passed, a financial institution is regaining means handed over to the enterprise, by collecting the amount due from recipients.===>Pošto prođe rok dospeća, finansijska institucija će povratiti sredstva koja je isplatila proizvođaču time što će ih naplatiti od dužnika.)
MATCH@M:(A commission is remunerating for the institution serving for the factoring.===>Za ovu uslugu faktoringa institucija posrednik dobija proviziju.)
MATCH@E:(A commission is remunerating for the institution serving for the factoring.===>Za ovu uslugu faktoringa institucija posrednik dobija proviziju.)
MATCH@M:(The enterprise, carrying the sale out on principles of trade credit which uses services of the factoring, called the supplier.===>Preduzeće koje prodaje robu po principu komercijalnog kredita i koristi usluge faktoringa naziva se dobavljač.)
MATCH@E:(The enterprise, carrying the sale out on principles of trade credit which uses services of the factoring, called the supplier.===>Preduzeće koje prodaje robu po principu komercijalnog kredita i koristi usluge faktoringa naziva se dobavljač.)
MATCH@M:(The supplier should decide to use from services of the factoring, only if the use of this service influences an increase the firm value.===>Dobavljač donosi odluku da koristi usluge faktoringa samo u slučaju da korišće-njem takve usluge utiče na povećanje vrednosti firme.)
MATCH@E:(The supplier should decide to use from services of the factoring, only if the use of this service influences an increase the firm value.===>Dobavljač donosi odluku da koristi usluge faktoringa samo u slučaju da korišćenjem takve usluge utiče na povećanje vrednosti firme.)
MATCH@M:(Mechanism of the factoring - traditional method.===>Mehanizam faktoringa – tradicionalni metod)
MATCH@E:(Mechanism of the factoring traditional method.===>Mehanizam faktoringa tradicionalni metod Legenda:)
MATCH@M:(Labels: [1a] - the firm is carrying the sale out on trade credit principles handing down to the recipient products or services, [1b] - the information about the transaction is being passed on to the factor, S2C - the factor is handing the equivalent over to the supplier near to 80%-90% of the amount due directly after the transaction, and rest (reduced for the commission) in the more late time, [3] - the recipient is transferring the amount due for purchased products or services to the account of the factor.===>Legenda: [1a] - firma vrši prodaju na principu komercijalnog kredita, tako što daje primaocu proizvode ili usluge, [1b] - informacija o transakciji se prenosi posredniku, [2] - posrednik isplaćuje dobavljaču odgovarajuću sumu koja je ekvivalentna oko 80%-90% sume ugovorene transakcijom, a ostatak (umanjen za proviziju) kasnije, [3] - primalac prenosi na račun posrednika sumu novca koju duguje za kupljenje proizvode ili usluge.)
MATCH@E:(Labels: Š1aË - the firm is carrying the sale out on trade credit principles handing down to the recipient products or services, Š1bË - the information about the transaction is being passed on to the factor, [2] - the factor is handing the equivalent over to the supplier near to 80%-90% of the amount due directly after the transaction, and rest (reduced for the commission) in the more late time, Š3Ë - the recipient is transferring the amount due for purchased products or services to the account of the factor.===>Š1aË firma vrši prodaju na principu komercijalnog kredita, tako što daje primaocu proizvode ili usluge, Š1bË informacija o transakciji se prenosi posredniku, Š2Ë posrednik isplaćuje dobavljaču odgovarajuću sumu koja je ekvivalentna oko 80%-90% sume ugovorene transakcijom, a ostatak (umanjen za proviziju) kasnije, Š3Ë primalac prenosi na račun posrednika sumu novca koju duguje za kupljenje proizvode ili usluge.)
MATCH@M:(A key function of the factoring, is the securing financial means for the enterprise carrying the sale out is on principles of trade credit.===>Ključna funkcija faktoringa jeste da obezbedi finansijska sredstva za preduzeće koje prodaje svoje proizvode na kredit.)
MATCH@E:(A key function of the factoring, is the securing financial means for the enterprise carrying the sale out is on principles of trade credit.===>Ÿród³a finansowania), C.H. Beck, Warsaw 2003, s. 98 Ključna funkcija faktoringa jeste da obezbedi finansijska sredstva za preduzeće koje prodaje svoje proizvode na kredit.)
MATCH@M:(Practicing the factoring has this virtue, that even if enterprise carrying the sale of its products out, isn’t qualifying to receiving of bank loan, because of too low of the own credit credibility and/or the lack of credit rating, it is often possible applying the factoring and lending money up to the pledge of the amount due or the sale amounts due.===>Primena faktoringa ima i tu dobru stranu da, čak i ako preduzeće koje prodaje robu na kredit nema uslova da dobije kredit od banke zbog svoje niske kreditne sposobnosti i/ili zato što uopšte nema kreditni rejting, pomoću faktoringa uvek može da dobije sumu do visine sredstava koja treba da naplati od prodaje.)
MATCH@E:(Practicing the factoring has this virtue, that even if enterprise carrying the sale of its products out, isnt qualifying to receiving of bank loan, because of too low of the own credit credibility and/or the lack of credit rating, it is often possible applying the factoring and lending money up to the pledge of the amount due or the sale amounts due.===>Primena faktoringa ima i tu dobru stranu da, čak i ako preduzeće koje prodaje robu na kredit nema uslova da dobije kredit od banke zbog svoje niske kreditne sposobnosti i/ili zato što uopšte nema kreditni rejting, pomoću faktoringa uvek može da dobije sumu do visine sredstava koja treba da na plati od prodaje.)
MATCH@M:(Factor is, in the first row, isn’t judging the enterprise carrying the sale out, but institutions which from it they are purchasing and it is a quality of their amount due is a base for establishing the cooperation on principles of the factoring.===>U prvom redu, posrednik ne procenjuje preduzeće koje prodaje svoju robu, već one koji od njega kupuju i suma njihovog dugovanja predstavlja osnovu za uspostavljanje odnosa saradnje na principu faktoringa.)
MATCH@E:(Factor is, in the first row, isnt judging the enterprise carrying the sale out, but institutions which from it they are purchasing and it is a quality of their amount due is a base for establishing the cooperation on principles of the factoring.===>U prvom redu, posrednik ne procenjuje preduzeće koje prodaje svoju robu, već one koji od njega kupuju i suma njihovog dugovanja predstavlja osnovu za uspostavljanje odnosa saradnje na principu faktoringa.)
MATCH@M:(Two essential methods of the transfer of financial means exist between the factor and the supplier3.===>Između posrednika i dobavljača postoje dva osnovna metoda transfera finansijskih sredstava3.)
MATCH@E:(Two essential methods of the transfer of financial means exist between the factor and the supplier3.===>Između posrednika i dobavljača postoje dva osnovna metoda transfera finansijskih sredstava3.)
MATCH@M:(The first method relies on it, that directly after presenting a documenting duplicate invoice causing the sale on principles of trade credit, the supplier is receiving a down payment from the factor in the height about 80%-90% of the invoice value.===>Prvi metodse zasniva na tome da neposredno po podnošenju dokumenata, duplikata fakture o prodaji robe na kredit, dobavljač od posrednika prima avansni iznos u visini od oko 80%-90% fakturisane vrednosti.)
MATCH@E:(The first method relies on it, that directly after presenting a documenting duplicate invoice causing the sale on principles of trade credit, the supplier is receiving a down payment from the factor in the height about 80%-90% of the invoice value.===>finansowania , C.H. Beck, Warszawa 2003, str. 99. se zasniva na tome da neposredno po podnošenju dokumenata, duplikata fakture o prodaji robe na kredit, dobavljač od posrednika prima avansni iznos u visini od oko 80%-90% fakturisane vrednosti.)
MATCH@M:(The second method, works in the way in which the factor is purchasing amounts due and immediately pay the whole of the amount due reduced for the discount resulting from the fact amounts due will be received by it later and reduced for the commission for services provided for the supplier.===>Po drugom metodu, posrednik kupuje dugovanu sumu i odmah isplaćuje celu svotu, umanjenu za dogovoreni diskont, s tim što će dugovanu sumu naplatiti kasnije, s tim što će izdvojiti proviziju ostvarenu na osnovu usluga pruženih dobavljaču.)
MATCH@E:(The second method, works in the way in which the factor is purchasing amounts due and immediately pay the whole of the amount due reduced for the discount resulting from the fact amounts due will be received by it later and reduced for the commission for services provided for the supplier.===>Po drugom metodu, posrednik kupuje dugovanu sumu i odmah isplaćuje celu svotu, umanjenu za dogovoreni diskont, s tim što će dugovanu sumu naplatiti kasnije, s tim što će izdvojiti proviziju ostvarenu na osnovu usluga pruženih dobavljaču.)
MATCH@M:(The main idea of factoring at first assumed realizing the financial function.===>Osnovni smisao faktoringa u početku je bio ostvarivanje finansijske funkcije.)
MATCH@E:(The main idea of factoring at first assumed realizing the financial function.===>Osnovni smisao faktoringa u početku je bio ostvarivanje finansijske funkcije.)
MATCH@M:(At present however, they require in order to object of the factoring apart from the assignment supplemented was also as least with two different additional services because otherwise, in the case of very financial function, a duty of making stamp duties is arising because such a factoring is treated as the transfer amounts due, in spite of, that assignment made without the factoring, differs from the factoring in it, that at the transfer, cessionary (e.g. bank which by the enterprise amounts due stayed for ceded)4 is an owner of the amount due, but of them taking down is responsibility of a transferor (of enterprise which made the transfer), while in the case of the factoring, most often with the owner of the amount due and the subject responsible for attracting them, is a factor.===>U današnje vreme, faktoring je potreban i zbog dve dodatne usluge koje nudi, zato što inače, ako se svede samo na finansijsku funkciju, javlja se nužnost primene taksene marke, pošto se takva vrsta faktoringa smatra samo transferom dugova-nih suma novca, dok se ugovori bez faktoringa razlikuju od samog faktoringa po tome što prilikom transfera cesionar (na primer, banka kojoj preduzeće ustupa dugovanu sumu) postaje vlasnik dugovane sume, ali obaveza da sumu naplati leži na preduzeću koje obavlja transfer, dok je u slučaju faktoringa posrednik vlasnik dugovane sume odgovoran za njenu naplatu.)
MATCH@E:(At present however, they require in order to object of the factoring apart from the assignment supplemented was also as least with two different additional services because otherwise, in the case of very financial function, a duty of making stamp duties is arising because such a factoring is treated as the transfer amounts due, in spite of, that assignment made without the factoring, differs from the factoring in it, that at the transfer, cessionary (e.g. bank which by the enterprise amounts due stayed for ceded)4 is an owner of the amount due, but of them taking down is responsibility of a transferor (of enterprise which made the transfer), while in the case of the factoring, most often with the owner of the amount due and the subject responsible for attracting them, is a factor.===>U današnje vreme, faktoring je potreban i zbog dve dodatne usluge koje nudi, zato što inače, ako se svede samo na finansijsku funkciju, javlja se nužnost primene taksene marke, pošto se takva vrsta faktoringa smatra samo transferom dugovanih suma novca, dok se ugovori bez faktoringa razlikuju od samog faktoringa po tome što prilikom transfera cesionar (na primer, banka kojoj preduzeće ustupa dugovanu sumu)4 postaje vlasnik dugovane sume, ali obaveza da sumu naplati leži na preduzeću koje obavlja transfer, dok je u slučaju faktoringa posrednik vlasnik dugovane sume odgovoran za njenu naplatu.)
MATCH@M:(Most often, the direct acquaintance of customers with his owner is playing a significant role.===>Najčešće, neposredan kontakt kupaca sa vlasnikom duga igra značajnu ulogu.)
MATCH@E:(Most often, the direct acquaintance of customers with his owner is playing a significant role.===>Najčešće, neposredan kontakt kupaca sa vlasnikom duga igra značajnu ulogu.)
MATCH@M:(Takeover through of factor of many functions bound with the accounts receivable management and the sale on trade credit terms, is weakening this bond.===>To što posrednik preuzima mnoge funkcije u vezi sa upravljanjem potraživanjima i prodajom putem komercijalnog kredita slabi ovu vezu.)
MATCH@E:(Takeover through of factor of many functions bound with the accounts receivable management and the sale on trade credit terms, is weakening this bond.===>To što posrednik preuzima mnoge funkcije u vezi sa upravljanjem potraživanjima i prodajom putem komercijalnog kredita slabi ovu vezu.)
MATCH@M:(Moreover a threat resulting from the problem of the agency and the asymmetry is arising of information.===>Pored toga, iz posredništva proizilazi i opasnost asimetričnosti informacija.)
MATCH@E:(Moreover a threat resulting from the problem of the agency and the asymmetry is arising of information.===>Pored toga, iz posredništva proizilazi i opasnost asimetričnosti informacija.)
MATCH@M:(In cases, when all contacts with recipients, will be taken over through of factor (which will be making selection of recipients being able to use from trade credit), straight out lowering the sales revenue is possible, enterprises resulting from the too rigorous assessment of customers and of the lack of fitting the offer to needs of recipients which would have the greater chance of identifying in the case of traditional forms of the contact.===>U slučajevima kada se svi kontakti sa primaocima (kupcima) vrše preko posrednika (što znači procena kupaca koji su u stanju da otplate kredit), moguć je neposredan pad prinosa od prodaje, zato što je procena kupaca previše stroga i zato što ponuda nije prilagođena potrebama kupaca koje bi preduzeće lakše privuklo putem tradicionalnih načina sklapanja ugovora.)
MATCH@E:(In cases, when all contacts with recipients, will be taken over through of factor (which will be making selection of recipients being able to use from trade credit), straight out lowering the sales revenue is possible, enterprises resulting from the too rigorous assessment of customers and of the lack of fitting the offer to needs of recipients which would have the greater chance of identifying in the case of traditional forms of the contact.===>U slučajevima kada se svi kontakti sa primaocima (kupcima) vrše preko posrednika (što znači procena kupaca koji su u stanju da otplate kredit), moguć je neposredan pad prinosa od prodaje, zato što je procena kupaca previše stroga i zato što ponuda nije prilagođena potrebama kupaca koje bi preduzeće lakše privuklo putem tradicionalnih načina sklapanja ugovora.)
MATCH@M:(Example 1.===>Primer broj 1.)
MATCH@E:(Example 1.===>Primer broj 1.)
MATCH@M:(The enterprise had amounts due in previous years from recipients which made purchases before the season, on level 70000€.===>Preduzeće ima potraživanja iz prethodne godine prema kupcima koji su izvršili kupovinu unapred, u visini od €70000.)
MATCH@E:(The enterprise had amounts due in previous years from recipients which made purchases before the season, on level 70000€.===>Preduzeće ima potraživanja iz prethodne godine prema kupcima koji su izvršili kupovinu unapred, u visini od €70000.)
MATCH@M:(Recipients usually received postponing the payment lengths of 45 days from the moment of the purchase.===>Kupcima se obično garan-tuje odlaganje plaćanja do 45 dana po kupovini.)
MATCH@E:(Recipients usually received postponing the payment lengths of 45 days from the moment of the purchase.===>Kupcima se obično garantuje odlaganje plaćanja do 45 dana po kupovini.)
MATCH@M:(The firm took advantage of services of the factor, arranging to meet with him, that in the moment of causing the sale, a 95% will receive sale values from it (that is gave her amounts due from the 5% with discount).===>Firma je iskoristila prednosti usluga posrednika, ugovorila da u momentu prodaje od njega dobije 95% vrednosti prodate robe (t.j., prodala svoja potraživanja uz diskont od 5%).)
MATCH@E:(The firm took advantage of services of the factor, arranging to meet with him, that in the moment of causing the sale, a 95% will receive sale values from it (that is gave her amounts due from the 5% with discount).===>Firma je iskoristila prednosti usluga posrednika, ugovorila da u momentu prodaje od njega dobije 95% vrednosti prodate robe (t.j., prodala svoja potraživanja uz diskont od 5%).)
MATCH@M:(We should however remember, that of applying the factoring in the result, the company is not having incur the costs connected with the vindication of the amount due, amount 70 000€, directly will inflow into the firm and, what is more important, the factor takes the risk connected with the financial problems and eventually bankruptcy of firm customers from it.===>Treba ipak da se setimo da je zbog primene faktorin-ga kompanija izbegla troškove koje bi imala prilikom naplate potraživanja sudskim putem, tako da će suma od €70000 ući u kompaniju, a što je još važnije, posrednik preuzima sav rizik vezan za finansijske probleme i eventualno bankrotstvo kupca.)
MATCH@E:(We should however remember, that of applying the factoring in the result, the company is not having incur the costs connected with the vindication of the amount due, amount 70 000€, directly will inflow into the firm and, what is more important, the factor takes the risk connected with the financial problems and eventually bankruptcy of firm customers from it.===>Prema tome, cena faktoringa koji je firma primenila je značajna i moguće je da će prevazići troškove finansiranja ove kompanije. ~~~ Treba ipak da se setimo da je zbog primene faktoringa kompanija izbegla troškove koje bi imala prilikom naplate potraživanja sudskim putem, tako da će suma od €70000 ući u kompaniju, a što je još važnije, posrednik preuzima sav rizik vezan za finansijske probleme i eventualno bankrotstvo kupca.)
MATCH@M:(If costs of the vindication of the amount due we will mark as [A], amount of the amount due of the enterprise as [B], opportunities cost connected with freezing funds in amounts due as [C], and risk as [D] (it will lower as a result of applying the factoring), it about applying the factoring in the following way will influence the influence of the decision to the value of the company:===>Ako troškove naplate sudskim putem označimo sa SaC, sumu potraživanja preduzeća sa SbC, oportjuniti troškove koji su u vezi sa zamrzavanjem sredstava za potraživanja kao ScC i rizik sa SdC (on će biti niži zahvaljujući primeni faktoringa), primenom faktoringa na sledeći način uticaćemo na odluku o vrednosti kompanije:)
MATCH@E:(If costs of the vindication of the amount due we will mark as ŠAË, amount of the amount due of the enterprise as ŠBË, opportunities cost connected with freezing funds in amounts due as ŠCË, and risk as ŠDË (it will lower as a result of applying the factoring), it about applying the factoring in the following way will influence the influence of the decision to the value of the company: So cost of the factoring applied by the firm, is considerable and it is likely that it is exceeding the cost of financing this company.===>Ako troškove naplate sudskim putem označimo sa [A], sumu potraživanja preduzeća sa [B], oportjuniti troškove koji su u vezi sa zamrzavanjem sredstava za potraživanja kao [C] i rizik sa [D] (on će biti niži zahvaljujući primeni faktoringa), primenom faktoringa na sledeći način uticaćemo na odluku o vrednosti kompanije: ~~~ 4 Temu o ne-finansijskim funkcijama faktoringa i precizniju analizu njigovih vrsta videti kod: ~~~ J. Grzywacz, The Factoring (u prevodu na poljski: ~~~ Faktoring), Difin, Warsaw 2001, str.42 -103. 5 T. S³oñski, Financing current financial decisions (u prevodu na poljski: ~~~ Finansowanie dzia³alnoœci bie¿¹ cej), [in:] SME Finance (u prevodu na poljski: ~~~ Finanse ma³ych i œrednich przedsiêbiorstw), W. Pluta (ed.), PWE, Warszawa 2004, str. 186 189.)
BAD_LINE_=============================================================
BAD_LINE_M:If costs of the vindication of the amount due we will mark as [A], amount of the amount due of the enterprise as [B], opportunities cost connected with freezing funds in amounts due as [C], and risk as [D] (it will lower as a result of applying the factoring), it about applying the factoring in the following way will influence the influence of the decision to the value of the company:
BAD_LINE_M:Ako troškove naplate sudskim putem označimo sa SaC, sumu potraživanja preduzeća sa SbC, oportjuniti troškove koji su u vezi sa zamrzavanjem sredstava za potraživanja kao ScC i rizik sa SdC (on će biti niži zahvaljujući primeni faktoringa), primenom faktoringa na sledeći način uticaćemo na odluku o vrednosti kompanije:
BAD_LINE_E:If costs of the vindication of the amount due we will mark as ŠAË, amount of the amount due of the enterprise as ŠBË, opportunities cost connected with freezing funds in amounts due as ŠCË, and risk as ŠDË (it will lower as a result of applying the factoring), it about applying the factoring in the following way will influence the influence of the decision to the value of the company: So cost of the factoring applied by the firm, is considerable and it is likely that it is exceeding the cost of financing this company.
BAD_LINE_E:Ako troškove naplate sudskim putem označimo sa [A], sumu potraživanja preduzeća sa [B], oportjuniti troškove koji su u vezi sa zamrzavanjem sredstava za potraživanja kao [C] i rizik sa [D] (on će biti niži zahvaljujući primeni faktoringa), primenom faktoringa na sledeći način uticaćemo na odluku o vrednosti kompanije: ~~~ 4 Temu o ne-finansijskim funkcijama faktoringa i precizniju analizu njigovih vrsta videti kod: ~~~ J. Grzywacz, The Factoring (u prevodu na poljski: ~~~ Faktoring), Difin, Warsaw 2001, str.42 -103. 5 T. S³oñski, Financing current financial decisions (u prevodu na poljski: ~~~ Finansowanie dzia³alnoœci bie¿¹ cej), [in:] SME Finance (u prevodu na poljski: ~~~ Finanse ma³ych i œrednich przedsiêbiorstw), W. Pluta (ed.), PWE, Warszawa 2004, str. 186 189.
MATCH@M:(Level of the amount due [B], as a result of lowering, is increasing the firm value as a result of freeing the amount previously tied in the working net capital.===>Visina potraživanja SBC, koja je po-sledica pada troškova, povećava vrednost firme što je posledica oslobađanja sume koja je dotad bila zarobljena u neto obrtnom kapitalu.)
MATCH@E:(Level of the amount due ŠBË, as a result of lowering, is increasing the firm value as a result of freeing the amount previously tied in the working net capital.===>Visina potraživanja [B], koja je posledica pada troškova, povećava vrednost firme što je posledica oslobađanja sume koja je dotad bila zarobljena u neto obrtnom kapitalu.)
MATCH@M:(Opportunities cost [C] lowering, they are increasing the level of forecasted free cash flows and by it influence the firm value.===>Ako se smanje opor-tjuniti troškovi ScC, porašće nivo predviđenih slobodnih tokova kapitala i to će uticati na vrednoat firme.)
MATCH@E:(Opportunities cost ŠCË lowering, they are increasing the level of forecasted free cash flows and by it influence the firm value.===>Ako se smanje oportjuniti troškovi [C], porašće nivo predviđenih slobodnih tokova kapitala i to će uticati na vrednoat firme.)
MATCH@M:(Assumed risk through of factor [D] first influences the expected firm lifetime (n), and what behind it is going, contributing to the height of the value company, at the same time fall in the risk, can influence the rate of cost of capital raised by the company from different sources and in this way, by lowering it after which forecasted free cash flows are being discounted, the value of the firm is changing.===>Predviđeni rizik koji preuzima posrednik SdC prvo utiče na očekivani životni vek firme (n), a ono što se događa iza toga, i što doprinosi visini vrednosti kompanije, sniženi rizik, može da utiče na stopu cene kapitala koji kompanija prikuplja iz različitih izvora, tako što će cenu sniziti nakon čega će predviđeni slobodni tokovi kapitala biti sniženi i vrednost firme se menja.)
MATCH@E:(Assumed risk through of factor ŠDË first influences the expected firm lifetime (n), and what behind it is going, contributing to the height of the value company, at the same time fall in the risk, can influence the rate of cost of capital raised by the company from different sources and in this way, by lowering it after which forecasted free cash flows are being discounted, the value of the firm is changing.===>Predviđeni rizik koji preuzima posrednik [D] pr vo utiče na očekivani životni vek firme (n), a ono što se događa iza toga, i što doprinosi visini vrednosti kompanije, sniženi rizik, može da utiče na stopu cene kapitala koji kompanija prikuplja iz različitih izvora, tako što će cenu sniziti nakon čega će predviđeni slobodni tokovi kapitala biti sniženi i vrednost firme se menja.)
MATCH@M:(Table 1.===>Tabela 1.)
MATCH@E:(Table 8.===>Tabela br. 8.)
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BAD_LINE_M:Table 1.
BAD_LINE_M:Tabela 1.
BAD_LINE_E:Table 8.
BAD_LINE_E:Tabela br. 8.
MATCH@M:(Example 2.===>Primer broj 2.)
MATCH@E:(Example 2.===>Primer broj 2.)
MATCH@M:(The firm is considering use of the factoring in order to shorten the operating cycle.===>Firma razmatra primenu faktoringa da bi skratila poslovni ciklus.)
MATCH@E:(The firm is considering use of the factoring in order to shorten the operating cycle.===>Firma razmatra primenu faktoringa da bi skratila poslovni ciklus.)
MATCH@M:(Hence we have the reduction in rates of costs of capital financing the firm resulting from the fact that the part of the operating risk is taken over through of factor thanks of the guarantee function.===>Stoga imamo i sniženje stope troškova finansiranja kapitala kojim se finansira firma, a koji su posledica činjenice da deo poslovnog rizika snosi posrednik zahvaljujući garanciji.)
MATCH@E:(Hence we have the reduction in rates of costs of capital financing the firm resulting from the fact that the part of the operating risk is taken over through of factor thanks of the guarantee function.===>Stoga imamo i sniženje stope troškova finansiranja kapitala kojim se finansira firma, a koji su posledica činjenice da deo poslovnog rizika snosi posrednik zahvaljujući garanciji.)
MATCH@M:(In another way, the effect of the reduction in the risk would be smaller in rate of the cost of capital, and result in firm value change could not appear.===>Drugim reči-ma, efekat smanjenja rizika biće manji u stopi troška kapitala, i neće imati za posledicu promenu vrednosti firme.)
MATCH@E:(In another way, the effect of the reduction in the risk would be smaller in rate of the cost of capital, and result in firm value change could not appear.===>Drugim rečima, efekat smanjenja rizika biće manji u stopi troška kapitala, i neće imati za posledicu promenu vrednosti firme.)
MATCH@M:(As can be seen, in the example, applying the factoring is contributing to the increase in the value of the firm (NPV increase).===>Kako se vidi u primeru, primena faktoringa znači doprinos porastu vrednosti virme (porast NPV).)
MATCH@E:(As can be seen, in the example, applying the factoring is contributing to the increase in the value of the firm (NPV increase).===>Kako se vidi u primeru, primena faktoringa znači doprinos porastu vrednosti virme (porast NPV).)
MATCH@M:(Steering the operating cycle is counting and he influences the value of the company.===>Usmeravanje poslovnog ciklusa je značajno i utiče na vrednost firme.)
MATCH@E:(Conclusion Steering the operating cycle is counting and he influences the value of the company.===>4. ~~~ Zaključak Usmeravanje poslovnog ciklusa je značajno i utiče na vrednost firme.)
MATCH@M:(Applying the factoring which can also influence is one of methods of shortening this cycle for curbing the operating risk but because of that for lowering rates of the cost of capital financing the enterprise.===>Primena faktoringa, koji je takođe od uticaja, jeste jedan od metoda kojim se skraćuje ciklus sputavanja rizika poslovanja, ali i snižavanja troškova kapitala kojim se finansira preduzeće.)
MATCH@E:(Applying the factoring which can also influence is one of methods of shortening this cycle for curbing the operating risk but because of that for lowering rates of the cost of capital financing the enterprise.===>Primena faktoringa, koji je takođe od uticaja, jeste jedan od metoda kojim se skraćuje ciklus sputavanja rizika poslovanja, ali i snižavanja troškova kapitala kojim se finansira preduzeće.)
MATCH@M:(Operating cycle management should also contribute to realization of this fundamental aim.===>Postizanju ovog osnovnog cilja treba da doprinese i i rukovođenje poslovnim ciklusom.)
MATCH@E:(Operating cycle management should also contribute to realization of this fundamental aim.===>Postizanju ovog osnovnog cilja treba da doprinese i i rukovođenje poslovnim ciklusom.)
MATCH@M:(The enterprise value creation strategy is executed with a focus on risk and uncertainty.===>Strategija stvaranja vrednosti ostvaruje se tako što preduzeće uvek ima na umu rizik i neizvesnost poslovanja.)
MATCH@E:(The enterprise value creation strategy is executed with a focus on risk and uncertainty.===>Strategija stvaranja vrednosti ostvaruje se tako što preduzeće uvek ima na umu rizik i neizvesnost poslovanja.)
MATCH@M:(This paper presented the consequences for the firm that can result from changes in operating cycle and operating risk that are related to using factoring as instrument to short target operating cycle of the firm and advantages resulting in risk reduction caused by transferring it to factor.===>U ovom radu predstavili smo posledice koje firma može da ima usled promena u poslovnom ciklusu i poslovnom riziku, a koje su u vezi sa primenom faktorings kao instrumenta kojim se skraćuje ciljni poslovni ciklus firme, kao i prednosti koje proiz-ilaze iz smanjivanja rizika putem prebacivanja rizika na posrednika.)
MATCH@E:(This paper presented the consequences for the firm that can result from changes in operating cycle and operating risk that are related to using factoring as instrument to short target operating cycle of the firm and advantages resulting in risk reduction caused by transferring it to factor.===>U ovom radu predstavili smo posledice koje firma može da ima usled promena u poslovnom ciklusu i poslovnom riziku, a koje su u vezi sa primenom faktorings kao instrumenta kojim se skraćuje ciljni poslovni ciklus firme, kao i prednosti koje proizilaze iz smanjivanja rizika putem prebacivanja rizika na posrednika.)
MATCH@M:(Operating cycle management should also contribute to realization of this fundamental aim.===>Postizanju ovog osnovnog cilja treba da doprinese i rukovođenje poslovnim ciklusom.)
MATCH@E:(Operating cycle management should also contribute to realization of this fundamental aim.===>Postizanju ovog osnovnog cilja treba da doprinese i rukovođenje poslovnim ciklusom.)
MATCH@M:(The enterprise value creation strategy is executed with a focus on risk and uncertainty.===>Strategija stvaranja vrednosti ostvaruje se tako što preduzeće uvek ima na umu rizik i neizvesnost poslovanja.)
MATCH@E:(The enterprise value creation strategy is execut ed with a focus on risk and uncertainty.===>Strategija stvaranja vrednosti ostvaruje se tako što preduzeće uvek ima na umu rizik i neizvesnost poslovanja.)
MATCH@M:(This paper presents the consequences for the firm that can result from changes in operating cycle and operating risk that are related to using factoring as instrument to short target operating cycle of the firm and advantages resulting in risk reduction caused by transferring it to factor.===>U ovom radu predstavljamo posledice koje firma može da ima usled promena u poslovnom ciklusu i poslovnom riziku, a koje su u vezi sa primenom faktoringa kao instrumenta kojim se skraćuje ciljni poslovni ciklus firme, kao i prednosti koje proizilaze iz smanjivanja rizika putem prebacivanja rizika na posrednika.)
MATCH@E:(This paper presents the consequences for the firm that can result from changes in operating cycle and operating risk that are related to using factoring as instrument to short target operating cycle of the firm and advantages resulting in risk reduction caused by transferring it to factor.===>U ovom radu predstavljamo posledice koje firma može da ima usled promena u poslovnom ciklusu i poslovnom riziku, a koje su u vezi sa primenom faktoringa kao instrumenta kojim se skraćuje ciljni poslovni ciklus firme, kao i prednosti koje proizilaze iz smanjivanja rizika putem prebacivanja rizika na posrednika. ~~~ Karbonsko tržište UDK 339.54:502.174/.)
MATCH@M:(The corporate social responsibility is a process driven by globalization, deregulation and privatization.===>Korporativna društvena odgovornost predstavlja proces koji je pokrenut globalizacijom, deregulacijom i privatizacijom.)
MATCH@E:(September 2008, Belgrade, Serbia Abstract: The corporate social responsibility is a process driven by globalization, deregulation and privatization.===>Septembar 2008, Beograd, Srbija Korporativna društvena odgovornost predstavlja proces koji je pokrenut globalizacijom, deregulacijom i privatizacijom.)
MATCH@M:(Hence, businesses perform best when they play a strong role in the communities in which they operate.===>Takodje može se reći da organizacije postižu najbolje rezultate kada imaju značajnu ulogu u društvenoj zajednici u kojoj funkcionišu.)
MATCH@E:(Hence, businesses perform best when they play a strong role in the communities in which they operate.===>Takodje može se reći da organizacije postižu najbolje rezultate kada imaju značajnu ulogu u društvenoj zajednici u kojoj funkcionišu.)
MATCH@M:(Awareness of financial implications by climate change is growing among participants in the financial sector, especially after the ratification of the Kyoto protocol.===>Svesnost o finansijskim implikacijama koje nose klimatske promene na organizaciju narasta medju učesnicima u finansijskom sektoru, naročito posle ratifikacije Kyoto protokola.)
MATCH@E:(Awareness of financial implications by climate change is growing among participants in the financial sector, especially after the ratification of the Kyoto protocol.===>Svesnost o finansijskim implikacijama koje nose klimatske promene na organizaciju narasta medju učesnicima u finansijskom sektoru, naročito posle ratifikacije Kyoto protokola.)
MATCH@M:(The majority of regulations constrain emissions of greenhouse gases (GHG), and on the other hand they enable a purchase of the so-called emission credits within and out of the regulated area.===>Većina donetih regulative ograničava emisiju gasova koji izazivaju efekat staklene bašte (GHG) ali istovremeno dozvoljava i kupovinu takozvanih "emisionih"kredita u okviru i van oblasti u kojima se regulative primenjuju.)
MATCH@E:(The majority of regulations constrain emissions of greenhouse gases (GHG), and on the other hand they enable a purchase of the so-called emission credits within and out of the regulated area.===>Većina donetih regulative ograničava emisiju gasova koji izazivaju efekat staklene bašte (GHG) ali istovremeno dozvoljava i kupovinu takozvanih emisionih kredita u okviru i van oblasti u kojima se regulative primenjuju.)
MATCH@M:(Carbon transactions are the contracts between two parties, where one party purchases a certain quantity og “emission”credits that it can further use as a buyer, from the other party.===>Karbonske transakcije predstavljaju ugovore medju dvema stranama, gde jedna strana kupuje od druge strane odredjenju količinu "emisionih"kredita koje kupac može koristiti.)
MATCH@E:(All this led to the growth of market called carbon market, Carbon transactions are the contracts between two parties, where one party purchases a certain quantity og emission credits that it can further use as a buyer, from the other party.===>Sve ovo dovelo je do narastanja tržišta koje koje se naziva karbonsko tržište. ~~~ Karbonske transakcije predstavljaju ugovore medju dvema stranama, gde jedna strana kupuje od druge strane odredjenju količinu emisionih kredita koje kupac može koristiti.)
BAD_LINE_=============================================================
BAD_LINE_M:Carbon transactions are the contracts between two parties, where one party purchases a certain quantity og “emission”credits that it can further use as a buyer, from the other party.
BAD_LINE_M:Karbonske transakcije predstavljaju ugovore medju dvema stranama, gde jedna strana kupuje od druge strane odredjenju količinu "emisionih"kredita koje kupac može koristiti.
BAD_LINE_E:All this led to the growth of market called carbon market, Carbon transactions are the contracts between two parties, where one party purchases a certain quantity og emission credits that it can further use as a buyer, from the other party.
BAD_LINE_E:Sve ovo dovelo je do narastanja tržišta koje koje se naziva karbonsko tržište. ~~~ Karbonske transakcije predstavljaju ugovore medju dvema stranama, gde jedna strana kupuje od druge strane odredjenju količinu emisionih kredita koje kupac može koristiti.
MATCH@M:(Emission credits are traded on the climate exchanges.===>"Emisionim" kreditima se može trgovati na formiranim klimatskim berzama.)
MATCH@E:(Emission credits are traded on the climate exchanges.===>Emisionim kreditima se može trgovati na formiranim klimatskim berzama.)
MATCH@M:(Participants on the carbon market are various, such as corporations, individuals, and institutional investors.===>Učesnici na ovom tržištu su različiti, i pored korporacija mogu se javiti i individualni i institucionalni investitori.)
MATCH@E:(Participants on the carbon market are various, such as corporations, individuals, and institutional investors.===>Učesnici na ovom tržištu su različiti, i pored korporacija mogu se javiti i individualni i institucionalni investitori.)
MATCH@M:(Carbon credits represent significant potential for investments, and investors can also diversify their portfolio with it, because this asset class shows low correlation with other asset classes.===>Karbonski krediti predstval-jaju značajan potencijal za ulaganje, takodje investitori mogu diverzifikovati svoj portfolio jer ova klasa aktive pokazuje malu korelaciju sa drugim klasama aktive.)
MATCH@E:(Carbon credits represent significant potential for investments, and investors can also diversify their portfolio with it, because this asset class shows low correlation with other asset classes.===>Karbonski krediti predstvaljaju značajan potencijal za ulaganje, takodje investitori mogu diverzifikovati svoj portfolio jer ova klasa aktive pokazuje malu korelaciju sa drugim klasama aktive.)
MATCH@M:(Potential benefits and risks associated with this asset class are yet to be researched.===>Potencijalne koristi i rizici vezani za ovu klasu aktive moraju se istraživati.)
MATCH@E:(Potential benefits and risks associated with this asset class are yet to be researched.===>Potencijalne koristi i rizici vezani za ovu klasu aktive moraju se istraživati. 1.)
MATCH@M:(The corporate social responsibility is a process driven by globalization, deregulation and privatization.===>Korporativna društvena odgovornost predstavlja proces koji je pokrenut globalizacijom, deregulacijom i privatizacijom.)
MATCH@E:(1. ~~~ Introduction The corporate social responsibility is a process driven by globalization, deregulation and privatization.===>Uvod Korporativna društvena odgovornost predstavlja proces koji je pokrenut globalizacijom, deregulacijom i privatizacijom.)
MATCH@M:(The companies that act in a socially responsible manner define and conduct activities related to human resources management, activities related to an active participation in a broader social community, activities related to consumers management as well as activities related to environment protection.===>Preduzeća koja se ponašaju društveno odgovorno definišu i sprovode aktivnosti vezane za upravljanje zaposlenima, aktivnosti za uzimanje aktivnog učešća u široj društvenoj zajednici, aktivnosti vezane za upravljanje kupcima i sprovodjenje aktivnosti vezanih za očuvanje životne sredine.)
MATCH@E:(The companies that act in a socially responsible manner define and conduct activities related to human resources management, activities related to an active participation in a broader social community, activities related to consumers management as well as activities related to environment protection.===>Preduzeća koja se ponašaju društveno odgovorno definišu i sprovode aktivnosti vezane za upravljanje zaposlenima, aktivnosti za uzimanje aktivnog učešća u široj društvenoj zajednici, aktivnosti vezane za upravljanje kupcima i sprovodjenje aktivnosti vezanih za očuvanje životne sredine.)
MATCH@M:(Ecology and environment protection are becoming increasingly important in companies’ long-term investment decision making.===>Ekologija i zaštita životne sredine počinju da zauzimaju sve značajniju ulogu prilikom donošenja dugoročnih investicionih odluka kompanija.)
MATCH@E:(Ecology and environment protection are becoming increasingly important in companies long-term investment decision making.===>Ekologija i zaštita životne sredine počinju da zauzimaju sve značajniju ulogu prilikom donošenja dugoročnih investicionih odluka kompanija.)
MATCH@M:(On one hand, the emissions of certain gases are becoming a scarce resource, and therefore an attractive investment, whereas on the other hand, the investors now tend to prefer the companies that do business in an environmentally responsible manner and such companies become their choice when it comes to investing capital.===>Sa jedne strane emisije odredjenih gasova postaju ograničeni resurs i samim tim atraktivna investicija, dok sa druge strane investitori počinju sve više da vrednuju kompanije koje se ponašaju ekološki odgovorno i svoja sredstva alociraju u takve kompanije.)
MATCH@E:(On one hand, the emissions of certain gases are becoming a scarce resource, and therefore an attractive investment, whereas on the other hand, the investors now tend to prefer the companies that do business in an environmentally responsible manner and such companies become their choice when it comes to investing capital.===>Sa jedne strane emisije odredjenih gasova postaju ograničeni resurs i samim tim atraktivna investicija, dok sa druge strane investitori počinju sve više da vrednuju kompanije koje se ponašaju ekološki odgovorno i svoja sredstva alociraju u takve kompanije.)
MATCH@M:(Different countries, companies and individuals started reducing the greenhouse gases emissions.===>Različite države, kompanije i pojednici počeli su da se bave smanjivanjem emisije gasova koji izazivaju efe-kat staklene bašte.)
MATCH@E:(Different countries, companies and individuals started reducing the greenhouse gases emissions.===>Različite države, kompanije i pojednici počeli su da se bave smanjivanjem emisije gasova koji izazivaju efekat staklene bašte.)
MATCH@M:(This was the consequence of the signing of the Kyoto Protocole and introducing a number of regulations [5].===>Ovakva potreba se javila usled potpisivanja Kyoto protokola i uvodjenja odredjenog broja regulativa [5].)
MATCH@E:(This was the consequence of the signing of the Kyoto Protocole and introducing a number of regulations Š5Ë.===>Ovakva potreba se javila usled potpisivanja Kyoto protokola i uvodjenja odredjenog broja regulativa Š5Ë.)
MATCH@M:(As the greengouse gases uniformly spread through the atmosphere, the reduction in their emissions is, from the environmental point of view, independent from political frontiers and can be performed anywhere in the world.===>Iz razloga što se gasovi koji izazivaju efekat staklene bašte uniformno mešaju u atmosferi, sa ekološkog stanovišta, smanjenje njihove emisije je nezavisno od političkih granica i može se vršiti bilo gde na planeti.)
MATCH@E:(As the greengouse gases uniformly spread through the atmosphere, the reduction in their emissions is, from the environmental point of view, independent from political frontiers and can be performed anywhere in the world.===>Iz razloga što se gasovi koji izazivaju efekat staklene bašte uniformno mešaju u atmosferi, sa ekološkog stanovišta, smanjenje njihove emisije je nezavisno od političkih granica i može se vršiti bi lo gde na planeti.)
MATCH@M:(In accordance with the regulations concerning such emissions, emission credits may be bought within and without the defined areas.===>U skladu sa regulativama koje se odnose na ovakve emisije, emisioni krediti mogu se kupovati u okviru i van regulisanih oblasti.)
MATCH@E:(In accordance with the regulations concerning such emissions, emission credits may be bought within and without the defined areas.===>U skladu sa regulativama koje se odnose na ovakve emisije, emisioni krediti mogu se kupovati u okviru i van regulisanih oblasti.)
MATCH@M:(All these led to the creation of the so-called “carbon“ market [5].===>Sve ovo dovelo je do stvaranja takozvanog „karbonskog tržišta“ [5].)
MATCH@E:(All these led to the creation of the so-called carbon market Š5Ë.===>Sve ovo dovelo je do stvaranja takozvanog karbonskog tržišta Š5Ë.)
MATCH@M:(The costs related to introducing the equipment for pollution reduction purposes are lower in the developing countries, therefore the carbon market contributes to the sustainable growth, attracting new public and private investments into “pure“ technologies into transition countries, as well as into the developing countries [5].===>Troškovi vezani za uvodjenje opreme koja dovodi do smanjenja zagadjenja su niži u zemljama u razvoju, tako da karbonsko tržište doprinosi održivom razvoju jer dovodi nove javne i privatne investicije u „ciste“ tehnologije u tranzicione zemlje, kao i u zemlje u razvoju [5].)
MATCH@E:(The costs related to introducing the equipment for pollution reduction purposes are lower in the developing countries, therefore the carbon market contributes to the sustainable growth, attracting new public and private investments into pure technologies into transition countries, as well as into the developing countries Š5Ë. 2.===>Troškovi vezani za uvodjenje opreme koja dovodi do smanjenja zagadjenja su niži u zemljama u razvoju, tako da karbonsko tržište doprinosi održivom razvoju jer dovodi nove javne i privatne investicije u čiste tehnologije u tranzicione zemlje, kao i u zemlje u razvoju Š5Ë. 2.)
MATCH@M:(We find it necessary to define the notion of carbon transactions in the first place.===>Najpre je potrebno definisati šta se podrazumeva pod samim pojmom karbonskih transakcija.)
MATCH@E:(The carbon market structure We find it necessary to define the notion of carbon transactions in the first place.===>Struktura karbonsog tržišta Najpre je potrebno definisati šta se podrazumeva pod samim pojmom karbonskih transakcija.)
MATCH@M:(This type of emission transactions is created and assigned by regulatory bodies.===>Ova vrsta emisionih transakcija kreirana je i rasporedjena od strane re-gulatornih organa.)
MATCH@E:(This type of emission transactions is created and assigned by regulatory bodies.===>Ova vrsta emisionih transakcija kreirana je i rasporedjena od strane regulatornih organa.)
MATCH@M:(According to the effects of the realization of the project, the purchaser is assigned a certain quantity of emission credits.===>Na osnovu efekata koji se postižu realizacijom ovog projekta, kupac dobija odredje-nu količinu emisionih kredita zauzvrat.)
MATCH@E:(According to the effects of the realization of the project, the purchaser is assigned a certain quantity of emission credits.===>Na osnovu efekata koji se postižu realizacijom ovog projekta, kupac dobija odredjenu količinu emisionih kredita zauzvrat.)
MATCH@M:(There are two types of assets within this category, projects intended for complying with the Kyoto Protocole and those that do not belong to this group.===>U okviru ove kategorije razlikuju se dve vrste sredstava, i to projekti koji su namenjeni za usaglašavanje sa Kyoto protokolom i oni koji to nisu.)
MATCH@E:(There are two types of assets within this category, projects intended for complying with the Kyoto Protocole and those that do not belong to this group.===>U okviru ove kategorije razlikuju se dve vrste sredstava, i to projekti koji su namenjeni za usaglašavanje sa Kyoto protokolom i oni koji to nisu.)
MATCH@M:(These are not the sole expenses incurred in relation to emission credits and emission of pollutant gases that cause global warming.===>Ovo nisu jedini troškovi koji se mogu javiti u u vezi sa emisionim kreditima i emitovanjem stetnih gasova koji izazivaju globalno zagrevanje.)
MATCH@E:(These are not the sole expenses incurred in relation to emission credits and emission of pollutant gases that cause global warming.===>Ovo nisu jedini troškovi koji se mogu javiti u u vezi sa emisionim kreditima i emitovanjem štetnih gasova koji izazivaju globalno zagrevanje.)
MATCH@M:(If a company wishes to double the electricity production, it will have to either buy the additional emission credits to cover for the additional carbondioxide emission, or to invest a substantial amount of capital into a technology emitting a low level of carbon-dioxide and thus prevent excess emissions.===>Ako preduzece želi da udvostruči proizvodnju električne energije, ono ce morati bilo da kupi dodatne emisione kredite koji ce pokriti dodatnu emisiju ugljen dioksida, bilo da izdvoji značajna sredstva i da investira u tehnologiju koja ce emitovati nizak nivo ugljen dioksida i da se na taj način osigura da nece doci do dodtne emisije.)
MATCH@E:(If a company wishes to double the electricity production, it will have to either buy the additional emission credits to cover for the additional carbondioxide emission, or to invest a substantial amount of capital into a technology emitting a low level of carbon-dioxide and thus prevent excess emissions.===>Ako preduzeće želi da udvostruči proizvodnju električne energije, ono će morati bilo da kupi dodatne emisione kredite koji će pokriti dodatnu emisiju ugljen dioksida, bilo da izdvoji značajna sredstva i da investira u tehnologiju koja će emitovati nizak nivo ugljen dioksida i da se na taj način osigura da neće doći do dodtne emisije.)
MATCH@M:(To emit carbon-dioxide, a company has to invest substantial capital [8].===>Da bi kompanija mogla da emi-tuje ugljen dioksid potrebno je da izdvaja odredjena novčana sredstva [8].)
MATCH@E:(To emit carbon-dioxide, a company has to invest substantial capital Š8Ë.===>Da bi kompanija mogla da emituje ugljen dioksid potrebno je da izdvaja odredjena novčana sredstva Š8Ë.)
MATCH@M:(The carbon market can be divided into the primary and the seconrady markets.===>Karbonsko tržište može se podeliti na primarno i na sekundarno.)
MATCH@E:(The carbon market can be divided into the primary and the seconrady markets.===>Karbonsko tržište može se podeliti na primarno i na sekundarno.)
MATCH@M:(The primary carbon market is a market of forward contracts where there is no guarantee the emission credits will be assigned upon project realization.===>Primarno karbonsko tržište je tržište forvard ugovora gde ne postoji garancija da ce emisioni krediti biti i dobijeni realizacijom projekta.)
MATCH@E:(The primary carbon market is a market of forward contracts where there is no guarantee the emission credits will be assigned upon project realization.===>Primarno karbonsko tržište je tržište forvard ugovora gde ne postoji garancija da će emisioni krediti biti i dobijeni realizacijom projekta.)
MATCH@M:(The secondary market is the so-called spot market, where the emission credits are approved.===>Sekundarno tržište je takozvano spot tržište, na kome je došlo do odobrenja emisionih kredita.)
MATCH@E:(The secondary market is the socalled spot market, where the emission credits are approved.===>Sekundarno tržište je takozvano spot tržište, na kome je došlo do odobrenja emisionih kredita.)
MATCH@M:(The risk of emission credits delivery is a risk of exploiting a beforehand defined quantity of emission credits.===>Rizik isporuke emisionih kredita predstavlja rizik ostvarenja unapred definisane količine emisionih kredita.)
MATCH@E:(The risk of emission credits delivery is a risk of exploiting a beforehand defined quantity of emission credits.===>Rizik isporuke emisionih kredita predstavlja rizik ostvarenja unapred definisane količine emisionih kredita.)
MATCH@M:(This risk is reflected in the difference in prices on the primary and the secondary markets.===>Ovaj rizik reflektuje se kroz razliku cena na primarnom i sekundarnom tržištu.)
MATCH@E:(This risk is reflected in the difference in prices on the primary and the secondary markets.===>Ovaj rizik reflektuje se kroz razliku cena na primarnom i sekundarnom tržištu.)
MATCH@M:(The primary market has recently witnessed the rise in prices due to an increased interest of investors, as well as of a limited offer of large projects [3].===>Na primarnom tržištu došlo je u skorijem periodu do rasta cena iz razloga povecanog interesovanja investitora kao i zbog ograničene ponude velikih projekata [3].)
MATCH@E:(The primary market has recently witnessed the rise in prices due to an increased interest of investors, as well as of a limited offer of large projects Š3Ë. 3.===>Na primarnom tržištu došlo je u skorijem periodu do rasta cena iz razloga povećanog interesovanja investitora kao i zbog ograničene ponude velikih projekata Š3Ë. 3.)
MATCH@M:(The best known regulation related to the carbon market is surely the Kyoto Protocole, the document requesting industrialized countries and transitional economies (the Annex B countries) not to exceed the target level of GH gases emission in the 2008 - 2012 period.===>Najpoznatija od regulativa vezanih za karbonsko tržište svakako predstavlja Kyoto protocol, koji poziva industrijalizovane zemlje i ekonomije u tranziciji (zemlje iz Aneksa B), da ne prekorače ciljni nivo emisije gasova koji izazivaju efekat staklene bašte u periodu 2008-2012 godine.)
MATCH@E:(Carbon market segments The best known regulation related to the carbon market is surely the Kyoto Protocole, the document requesting industrialized countries and transitional economies (the Annex B countries) not to exceed the target level of GH gases emission in the 2008 2012 period.===>Segmenti karbonskog tržišta Najpoznatija od regulativa vezanih za karbonsko tržište svakako predstavlja Kyoto protocol, koji poziva industrijalizovane zemlje i ekonomije u tranziciji (zemlje iz Aneksa B), da ne prekorače ciljni nivo emisije gasova koji izazivaju efekat staklene bašte u periodu 2008-2012 godine.)
MATCH@M:(The Annex B countries are allowed to purchase a certain amount of Assigned Amount Units and also implement the projects to reduce the pollutant gases emission, called the Joint Implementation projects [5].===>Zemlje iz Aneksa B mogu kupiti odredjeni iznos Dodeljenih količinskih jedinica, i ta-kodje mogu implementirati projekte koji snižavaju emisiju štetnih gasova koji se nazivaju Joint Implementation projekti [5].)
MATCH@E:(The Annex B countries are allowed to purchase a certain amount of Assigned Amount Units and also implement the projects to reduce the pollutant gases emission, called the Joint Implementation projects Š5Ë.===>Zemlje iz Aneksa B mogu kupiti odredjeni iznos Dodeljenih količinskih jedinica, i takodje mogu implementirati projekte koji snižavaju emisiju štetnih gasova koji se nazivaju Joint Implementation projekti Š5Ë.)
MATCH@M:(The Joint Implementation projects are a mechanism defined by the Kyoto Protocole allowing the countries to which the GH gases emissions are limited, i.e., the Annex B countries, to earn the Emission Reduction Units (ERU).===>Joint Implementation, ili projekti zajedničke implementacije, predstavljaju mehanizam definisan Kyoto protokolom koji dozvoljava zemljama koje imaju ograničenje na emisiju štetnih gasova, i to zemljama iz Aneksa B, da zarade Jedinice smanjenja emisije (ERU).)
MATCH@E:(The Joint Implementation projects are a mechanism defined by the Kyoto Protocole allowing the countries to which the GH gases emissions are limited, i.e., the Annex B countries, to earn the Emission Reduction Units (ERU).===>Joint Implementation, ili pro jekti zajedničke implementacije, predstavljaju mehanizam definisan Kyoto protokolom koji dozvoljava zemljama koje imaju ograničenje na emisiju štetnih gasova, i to zemljama iz Aneksa B, da zarade Jedinice smanjenja emisije (ERU).)
MATCH@M:(Such a type of project is a flexible and cost effective solution in fulfilling the obligations related to the Kyoto Protocole.===>Ovakav vid projekta predstavlja fleksibilno i troškovno efikasno rešenje za ispunjavanje obaveza vezanih za Kyoto protocol.)
MATCH@E:(Such a type of project is a flexible and cost effective solution in fulfilling the obligations related to the Kyoto Protocole.===>Ovakav vid projekta predstavlja fleksibilno i troškovno efikasno rešenje za ispunjavanje obaveza vezanih za Kyoto protocol.)
MATCH@M:(The party acting as host in the realisation of such projects benefits from foreign investments and technology transfer [14].===>Strana koja predstavlja domacina za realizaciju ovakvog projekta ima koristi u vidu stranih investicija i transfera tehnologije [14].)
MATCH@E:(The party acting as host in the realisation of such projects benefits from foreign investments and technology transfer Š14Ë.===>Strana koja predstavlja domaćina za realizaciju ovakvog projekta ima koristi u vidu stranih investicija i transfera tehnologije Š14Ë.)
MATCH@M:(The countries that do not belong to Annex B may implement projects by the Clean Development Mechanism [5].===>Zemlje koje nisu iz Aneksa B mogu implementirati projekte po Clean Development Mechanism-u [5].)
MATCH@E:(The countries that do not belong to Annex B may implement projects by the Clean Development Mechanism Š5Ë.===>Zemlje koje nisu iz Aneksa B mogu implementirati projekte po Clean Development Mechanism-u Š5Ë.)
MATCH@M:(The Clean Development Mechanism is the one defined by the Kyoto Protocole and allowing the Annex B countries to implement a project in a developing country to reduce the global warming gases emission.===>Clean Development Mechanism je mehanizam koji je defini-san Kyoto protokolom i koji dozvoljava zemljama iz Aneksa B da implementiraju projekat u zemlji u razvoju a koji ce dovesti do smanjenja emisije gasova koji izazivaju globalno zagrevanje.)
MATCH@E:(The Clean Development Mechanism is the one defined by the Kyoto Protocole and allowing the Annex B countries to implement a project in a developing country to reduce the global warming gases emission.===>Clean Development Mechanism je mehanizam koji je definisan Kyoto protokolom i koji dozvoljava zemljama iz Aneksa B da implementiraju projekat u zemlji u razvoju a koji će dovesti do smanjenja emisije gasova koji izazivaju globalno zagrevanje.)
MATCH@M:(Such projects may earn the country the sertified emision reduction credits (CER), each of which equals one ton of carbon-dioxide.===>Ovakvi projekti mogu zaraditi sertifikovane kredite emisionog smanjenja (CER), gde svaki glasi na jednu tonu ugljen dioksida.)
MATCH@E:(Such projects may earn the country the sertified emision reduction credits (CER), each of which equals one ton of carbon-dioxide.===>Ovakvi projekti mogu zaraditi sertifikovane kredite emisionog smanjenja (CER), gde svaki glasi na jednu tonu ugljen dioksida.)
MATCH@M:(The projects that can be implemented by this mechanism are, e.g., electrification of rural regions by using solar energy or installation of energy efficient boilers [15].===>Projekti koji se mogu realizovati po ovom mehanizmu su npr. elektrifikacija ruralnih oblasti upotrebom solarne energije ili instalacija energetski efikasnijih kotlova [15].)
MATCH@E:(The projects that can be implemented by this mechanism are, e.g., electrification of rural regions by using solar energy or installation of energy efficient boilers Š15Ë.===>Projekti koji se mogu realizovati po ovom mehanizmu su npr. elektrifikacija ruralnih oblasti upotrebom solarne energije ili instalacija energetski efikasnijih kotlova Š15Ë.)
MATCH@M:(The European Emission Trading Scheme includes large scale emitters from the European Union assigned a certain number of European emission credits by the government of the countries members of the European union, to trade throughout Europe.===>Evropska šema trgovanja emisijama3 uključuje velike emitente iz Evropske unije kojima su vlade zemalja članica u Evropskoj uniji dodelile odredjeni broj Evropskih emisionih dopuštenja (kredita) kojima se može trgovati na tržištu širom Evrope.)
MATCH@E:(The European Emission Trading Scheme4 includes large scale emitters from the European Union assigned a certain number of European emission credits by the government of the countries members of the European union, to trade throughout Europe.===>Evropska šema trgovanja emisijama3 uključuje velike emitente iz Evropske unije kojima su vlade zemalja članica u Evropskoj uniji dodelile odredjeni broj Evropskih emisionih dopuštenja (kredita) kojima se može trgovati na tržištu širom Evrope.)
MATCH@M:(The relation between the European Emission Trading Scheme and the Kyoto Protocole (directive 7) is in that the entities under the European Emission Trading Scheme may, under certain conditions, use the emission reduction credits from either Joint Implementation Projects or Clean Development Mechanism projects.===>Veza izmedju Evropske šeme trgovanja emisijama i Kyoto protokola (direktiva 7) ogleda se u tome što entiteti koji su pod Evropskom šemom trgovanja emisijama mogu pod odredjenim uslovima koristiti kredite za redukciju emisija od projekata bilo Joint Implementation projekata bilo projekata po Clean Development Mechanism-u [5].)
MATCH@E:(The relation between the European Emission Trading Scheme and the Kyoto Protocole (directive 7) is in that the entities under the European Emission Trading Scheme may, under certain conditions, use the emission reduction credits from either Joint Implementation Projects or Clean Development Mechanism projects Š5Ë.===>Veza izmedju Evropske šeme trgovanja emisijama i Kyoto protokola (direktiva 7) ogleda se u tome što entiteti koji su pod Evropskom šemom trgovanja emisijama mogu pod odredjenim uslovima koristiti kredite za redukciju emisija od projekata bilo Joint Implementation projekata bilo projekata po Clean Development Mechanism-u Š5Ë.)
MATCH@M:(Other Annex B countries, primarily Canada and Norway, created a cap-and-trade scheme as their strategy for achieving the Kyoto Protocole objectives.===>Druge zemlje iz Aneksa B, u prvom redu Kanada i Norveška, kreirale su šemu cap-and-trade kao deo njihove strategije dostizanja ciljeva odredjenih Kyoto protokolom.)
MATCH@E:(Other Annex B countries, primarily Canada and Norway, created a cap-and-trade scheme as their strategy for achieving the Kyoto Protocole objectives.===>Druge zemlje iz Aneksa B, u prvom redu Kanada i Norveška, kreirale su šemu cap-and-trade kao deo njihove strategije dostizanja ciljeva odredjenih Kyoto protokolom.)
MATCH@M:(Under this scheme, the entities subject to the limitation of GH gases emission would be allowed to implement mechanisms based on projects to reduce or completely aleviate the amount of their obligations [5].===>Po ovoj šemi, enititetima koji podležu ograničenju emisije štetnih gasova bilo bi dozvoljena upotreba mehanizama zasnovanih na projektima da se smanji ili u potpunosti otkloni deo njihovih obaveza [5].)
MATCH@E:(Under this scheme, the entities subject to the limitation of GH gases emission would be allowed to implement mechanisms based on projects to reduce or completely aleviate the amount of their obligations Š5Ë.===>Po ovoj šemi, enititetima koji podležu ograničenju emisije štetnih gasova bilo bi dozvoljena upotreba mehanizama zasnovanih na projektima da se smanji ili u potpunosti otkloni deo njihovih obaveza Š5Ë.)
MATCH@M:(These regimes are different and less rigorous compared to those defined by the Kyoto protocole [5].===>Ovi režimi su drugačiji i manje rigorozni od onih propisanih na osnovu Kyoto protokola [5].)
MATCH@E:(These regimes are different and less rigorous compared to those defined by the Kyoto protocole Š5Ë.===>Ovi režimi su drugačiji i manje rigorozni od onih propisanih na osnovu Kyoto protokola Š5Ë.)
MATCH@M:(Some companies chose to join the carbon transaction market out of their own free will.===>Neke kompanije su se dobrovoljno uključile u transakcije karbonskog tržišta.)
MATCH@E:(Some companies chose to join the carbon transaction market out of their own free will.===>Neke kompanije su se dobrovoljno uključile u transakcije karbonskog tržišta.)
MATCH@M:(One reason for this is the adoption of voluntary emission objectives, or there may be some strategic reasons.===>Jedan od razloga ovakvog njihovog delovanja je usvajanje dobrovoljnih emisi-onih ciljeva, ili odredjeni strategijski razlozi.)
MATCH@E:(One reason for this is the adoption of voluntary emission objectives, or there may be some strategic reasons.===>Jedan od razloga ovakvog njihovog delovanja je usvajanje dobrovoljnih emisionih ciljeva, ili odredjeni strategijski razlozi.)
MATCH@M:(Their participation is mainly connected to transactions based on projects.===>Njihovo učešće je uglavnom vezano za transakcije bazirane na projektima.)
MATCH@E:(Their participation is mainly connected to transactions based on projects.===>Njihovo učešće je uglavnom vezano za transakcije bazirane na projektima.)
MATCH@M:(The Chicago Climate Exchange (CCX) is a private and voluntarily created market for emission permits trading among a number of companies [5].===>Cikaška klimatska berza (CĆ) predstavlja privatno i dobrovoljno kreirano tržište za trgovinu emisionim dopuštenjima izmedju različitih kompanija [5].)
MATCH@E:(The Chicago Climate Exchange (CCX) is a private and voluntarily created market for emission permits trading among a number of companies Š5Ë.===>Čikaška klimatska berza (CCX) predstavlja privatno i dobrovoljno kreirano tržište za trgovinu emisionim dopuštenjima izmedju različitih kompanija Š5Ë.)
MATCH@M:(In addition to the abovementioned segments, the carbon market also has a so-called retail market.===>Karbonsko tržište pored već navedenih segmenata ima i takozvano malorpodajno tržište.)
MATCH@E:(In addition to the abovementioned segments, the carbon market also has a so-called retail market.===>Karbonsko tržište pored već navedenih segmenata ima i takozvano malorpodajno tržište.)
MATCH@M:(The players on this market are the companies and individuals without significant emission activities and are therefore excluded from regulation under a household regime.===>Učesnici koji se javljaju na ovom tržištu su kompanije i pojedinci bez značajnih emisionih aktivnosti, koji zbog toga nisu re-gulisani pod režimom domaćinstava.)
MATCH@E:(The players on this market are the companies and individuals without significant emission activities and are therefore excluded from regulation under a household regime.===>Učesnici koji se javljaju na ovom tržištu su kompanije i pojedinci bez značajnih emisionih aktivnosti, koji zbog toga nisu regulisani pod režimom domaćinstava.)
MATCH@M:(They join the carbon market to demonstrate their social responsibility or to promote a certain brand.===>Razlog njihovog uključivanja na karbonsko tržište predstavlja demonstriranje njihove socijalne odgovornosti ili promocija odredjenog brenda.)
MATCH@E:(They join the carbon market to demonstrate their social responsibility or to promote a certain brand.===>Razlog njihovog uključivanja na karbonsko tržište predstavlja demonstriranje njihove socijalne odgovornosti ili promocija odredjenog brenda.)
MATCH@M:(The players on the retail market buy small quantities of emission credits [5].===>Učesnici na maloprodajnom tržištu kupuje male količine emisionih kredita [5].)
MATCH@E:(The players on the retail market buy small quantities of emission credits Š5Ë.===>Učesnici na maloprodajnom tržištu kupuje male količine emisionih kredita Š5Ë.)
MATCH@M:(The Japanese private companies count as the largest buyers of emission credits on the carbon market.===>Kao najveći kupci emisionih kredita na karbonskom tržištu javljaju se Japanske privatne kompanije.)
MATCH@E:(THE CARBON MARKET PLAYERS The Japanese private companies count as the largest buyers of emission credits on the carbon market.===>Učesnici na karbonskom tržištu Kao najveći kupci emisionih kredita na karbonskom tržištu javljaju se Japanske privatne kompanije.)
MATCH@M:(One reason is their sense of responsibility, but such a state also reflects their uncertainty as to the regulations that will be implemented in Japan and the way the process will be conducted [5].===>Razlog tome može biti osećaj odgovornosti, ali takvo stanje oslikava i nesigurnost u pogledu regulative koja će se primenjivati u Japanu i na koji način [5].)
MATCH@E:(One reason is their sense of responsibility, but such a state also reflects their uncertainty as to the regulations that will be implemented in Japan and the way the process will be conducted Š5Ë.===>Razlog tome može biti osećaj odgovornosti, ali takvo stanje oslikava i nesigurnost u pogledu regulative koja će se primenjivati u Japanu i na koji način Š5Ë.)
MATCH@M:(The second biggest buyer in this market is the Dutch government, while the third is the Carbon Finance Business, trading through its funds.===>Drugi najveći kupac na ovom tržištu je vlada Holandije a treći je Carbon Finance Business, koji obavlja kupovinu kroz svoje fondove.)
MATCH@E:(The second biggest buyer in this market is the Dutch government, while the third is the Carbon Finance Business, trading through its funds.===>Drugi najveći kupac na ovom tržištu je vlada Holandije a treći je Carbon Finance Business, koji obavlja kupovinu kroz svoje fondove.)
MATCH@M:(In the period from January 2003 till May 2004, these three groups were responsible for 88% of the total volume of trade [5].===>U periodu od januara 2003 godine do maja 2004 godine, ove tri grupe kupaca učestvovale su 88% od ukupnog obima trgovanja [5].)
MATCH@E:(In the period from January 2003 till May 2004, these three groups were responsible for 88% of the total volume of trade Š5Ë.===>U periodu od januara 2003 godine do maja 2004 godine, ove tri grupe kupaca učestvovale su 88% od ukupnog obima trgovanja Š5Ë.)
MATCH@M:(The share of the US and Canadian buyers had a decreasing trend by 2004.===>Udeo kupaca iz Sjedinjenih Američkih Država kao i Kanade beležio je opadajući trend u periodu zaključno sa 2004. godinom.)
MATCH@E:(The share of the US and Canadian buyers had a decreasing trend by 2004.===>Udeo kupaca iz Sjedinjenih Američkih Država kao i Kanade beležio je opadajući trend u periodu zaključno sa 2004. godinom.)
MATCH@M:(The U.S.A. does not have federal regulations, although certain states are trying to limit greenhouse gases emissions, which results in their limited participation on the carbon market.===>U SAD-u ne postoji federalna regulativa, iako pojedine zemlje pokušavaju da ograniče emisije gasova koji izazivaju efekat staklene ba-šte, što dovodi do njihovog ograničenog učešća na karbonskom tržištu.)
MATCH@E:(The U.S.A. does not have federal regulations, although certain states are trying to limit greenhouse gases emissions, which results in their limited participation on the carbon market.===>U SAD-u ne postoji federalna regulativa, iako pojedine zemlje pokušavaju da ogra niče emisije gasova koji izazivaju efekat staklene bašte, što dovodi do njihovog ograničenog učešća na karbonskom tržištu.)
MATCH@M:(Similarly, the Canadian trend decreased, but the decrease was mainly conditioned by the uncertainty as to the final form their national programme of emission credit trading will take [5].===>U istom periodu došlo je i do pada udela Kanadskih kupaca na karbonskom tržištu, ono se odigralo jer je postojala neizvesnost u pogledu krajnje forme koju će imati njihov nacionalni program trgovanja emisionim kreditima [5].)
MATCH@E:(Similarly, the Canadian trend decreased, but the decrease was mainly conditioned by the uncertainty as to the final form their national programme of emission credit trading will take Š5Ë.===>U istom periodu došlo je i do pada udela Kanadskih kupaca na karbonskom tržištu, ono se odigralo jer je postojala neizvesnost u pogledu krajnje forme koju će imati njihov nacionalni program trgovanja emisionim kreditima Š5Ë.)
MATCH@M:(In the early years, while the carbon market was still being created, the majority of project based transactions were conducted among industrialized countries.===>Tokom prvih godina, kada je kreirano karbonsko tržište, većina transakcija baziranih na projektima odvijala se izmedju industrijalizovanih zemalja.)
MATCH@E:(In the early years, while the carbon market was still being created, the majority of project based transactions were conducted among industrialized countries.===>Tokom prvih godina, kada je kreirano karbonsko tržište, većina transakcija baziranih na projektima odvijala se izmedju industrijalizovanih zemalja.)
MATCH@M:(Since 2001, however, the situation has changed significantly and the share of the developing and transitional countries increased, from 38% in 2001 to 93% in 2004.===>Medjutim počevši od 2001. godine situacija se znatno izmenila, gde udeo zemalja u razvoju i tranziciji povećao sa 38% u 2001. godini na 93% u 2004. godini.)
MATCH@E:(Since 2001, however, the situation has changed significantly and the share of the developing and transitional countries increased, from 38% in 2001 to 93% in 2004.===>Medjutim počevši od 2001. godine situacija se znatno izmenila, gde udeo zemalja u razvoju i tranziciji povećao sa 38% u 2001. godini na 93% u 2004. godini.)
MATCH@M:(The largest number of projects in the 2003 - 2004 period came from Asia, followed by Latin America, with the East European region occupying the third position.===>Najveći broj projekata u periodu 2003-2004 godine došao je iz Azije, zatim, Latinske Amerike, dok je region Istočne evrope na trećem mestu.)
MATCH@E:(The largest number of projects in the 2003 2004 period came from Asia, followed by Latin America, with the East European region occupying the third position.===>Najveći broj projekata u periodu 2003-2004 godine došao je iz Azije, zatim, Latinske Amerike, dok je region Istočne evrope na trećem mestu.)
MATCH@M:(In this period Russia and Ukraine did not take part in the project based transactions.===>Rusija i Ukrajna u navedenom periodu nisu učestvovale u realizaciji transakcija baziranih na projektima.)
MATCH@E:(In this period Russia and Ukraine did not take part in the project based transactions.===>Rusija i Ukrajna u navede nom periodu nisu učestvovale u realizaciji transakcija baziranih na projektima.)
MATCH@M:(The smallest transaction scope was reported in Africa [5].===>Najmanji obim transakcija obavljen je u Africi [5].)
MATCH@E:(The smallest transaction scope was reported in Africa Š5Ë.===>Najmanji obim transakcija obavljen je u Africi Š5Ë.)
MATCH@M:(The European buyers dominated the market of projects realised on the basis of the Clean Development Mechanism (86% of overall realised transactions) in 2006.===>Kupci iz evropskih zemalja dominirali su na tržištu projekata realizovanih po Clean Development Mehanizmu u 2006. godini i to sa 86% od ukupno ostvarenih transakcija.)
MATCH@E:(The European buyers dominated the market of projects realised on the basis of the Clean Development Mechanism (86% of overall realised transactions) in 2006.===>Kupci iz evropskih zemalja dominirali su na tržištu projekata realizovanih po Clean Development Mehanizmu u 2006. godini i to sa 86% od ukupno ostvarenih transakcija.)
MATCH@M:(This year also makes a turnpoint since in the previous year the Japanese and the European buyers had equal shares in this market.===>Ova godina predstavlja i godinu preokreta jer u prethodnom periodu japanski i evropski kupci imali su jednak udeo na ovom tržištu.)
MATCH@E:(This year also makes a turnpoint since in the previous year the Japanese and the European buyers had equal shares in this market.===>Ova godina predstavlja i godinu preokreta jer u prethodnom periodu japanski i evropski kupci imali su jednak udeo na ovom tržištu.)
MATCH@M:(The Japanese buyers were sensitive to the change of project prices and more cautious in negotiations.===>Japanski kupci bili su osetljiviji na promenu cena projekata, i oprezniji prilikom pregovora.)
MATCH@E:(The Japanese buyers were sensitive to the change of project prices and more cautious in negotiations.===>Japanski kupci bili su osetljiviji na promenu cena projekata, i oprezniji prilikom pregovora.)
MATCH@M:(The European buyers were willing to pay a higher price for a certain CDM mechanism project.===>Kupci iz evropskih zemalja bili su spremniji da plate višu cenu za odredjeni projekat po CDM mehanizmu.)
MATCH@E:(The European buyers were willing to pay a higher price for a certain CDM mechanism project.===>Kupci iz evropskih zemalja bili su spremniji da plate višu cenu za odredjeni projekat po CDM mehanizmu.)
MATCH@M:(As far as the foreign offer in the carbon market transactions is concerned, the dominant role belongs to China.===>Sto se tiče strane ponude u transakcijama na karbon-skom tržištu dominantnu ulogu ima Kina.)
MATCH@E:(As far as the foreign offer in the carbon market transactions is concerned, the dominant role belongs to China.===>)
BAD_LINE_=============================================================
BAD_LINE_M:As far as the foreign offer in the carbon market transactions is concerned, the dominant role belongs to China.
BAD_LINE_M:Sto se tiče strane ponude u transakcijama na karbon-skom tržištu dominantnu ulogu ima Kina.
BAD_LINE_E:As far as the foreign offer in the carbon market transactions is concerned, the dominant role belongs to China.
BAD_LINE_E:
MATCH@M:(In 2006 China achieved 61% of the total of transactions, observed from the position of sellers on the carbon market.===>Kina je ostvarila u 2006. godini 61% od ukupnog obima transakcija, ako se posmatraju prodavaci na karbonskom tržištu.)
MATCH@E:(In 2006 China achieved 61% of the total of transactions, observed from the position of sellers on the carbon market.===>Kina je ostvarila u 2006. godini 61% od ukupnog obima transakcija, ako se posmatraju prodavaci na karbonskom tržištu.)
MATCH@M:(In 2005 its share amounted to 73%.===>U 2005. godini njen udeo je iznosio 73%.)
MATCH@E:(In 2005 its share amounted to 73%.===>U 2005. godini njen udeo je iznosio 73%.)
MATCH@M:(The second top position of sellers is occupied by India, with a share of 12%, which represents a rise of 3% compared to 2005.===>Na drugom mestu prodvaca karbonskog tržišta javlja se Indija čiji udeo iznosi 12%, što predstavlja rast od 3% u odnosu na 2005. godinu.)
MATCH@E:(The second top position of sellers is occupied by India, with a share of 12%, which represents a rise of 3% compared to 2005.===>Na drugom mestu prodvaca karbonskog tržišta javlja se Indija čiji udeo iznosi 12%, što predstavlja rast od 3% u odnosu na 2005. godinu.)
MATCH@M:(The largest sellers on the carbon market are the Asian countries, followed by the Latin American countries, dominated by Brasil.===>Kao najveći prodavci na karbonskom tržištu javljaju se zemlje Azije, dok na drugom mestu se zemlje latinske Amerike medju kojima dominira Brazil.)
MATCH@E:(The largest sellers on the carbon market are the Asian countries, followed by the Latin American countries, dominated by Brasil.===>Kao najveći prodavci na karbonskom tržištu javljaju se zemlje Azije, dok na drugom mestu se zemlje latinske Amerike medju kojima dominira Brazil.)
MATCH@M:(The overall share of Latin America amounts to 10% from CDM based transactions.===>Ukupni udeo latinske Amerike je 10% od transakcija po CDM mehanizmu.)
MATCH@E:(The overall share of Latin America amounts to 10% from CDM based transactions.===>Ukupni udeo latinske Amerike je 10% od transakcija po CDM mehanizmu.)
MATCH@M:(The share of the African continent is 3% [1].===>Udeo Afričkog kontinenta iznosi 3% [1].)
MATCH@E:(The share of the African continent is 3% Š1Ë. 4.===>Udeo Afričkog kontinenta iznosi 3% Š1Ë. 5.)
MATCH@M:(The majority of project based transactions are based on the commodity model.===>Većina transakcija baziranih na projektima se zasnivaju na robnom modelu.)
MATCH@E:(The carbon market players The majority of project based transactions are based on the commodity model.===>Struktura transakcija baziranih na projektima Većina transakcija baziranih na projektima se zasnivaju na robnom modelu.)
BAD_LINE_=============================================================
BAD_LINE_M:The majority of project based transactions are based on the commodity model.
BAD_LINE_M:Većina transakcija baziranih na projektima se zasnivaju na robnom modelu.
BAD_LINE_E:The carbon market players The majority of project based transactions are based on the commodity model.
BAD_LINE_E:Struktura transakcija baziranih na projektima Većina transakcija baziranih na projektima se zasnivaju na robnom modelu.
MATCH@M:(The commodity model means that the carbon buyer purchases emission credits generated by the project, and the transaction is carried out as any other transaction, of any good or services.===>Robni model podrazumeva da kupac karbona kupuje emisione kredite koje gene-riše projekat, i ta kupovina se odvija kao bilo koja druga kupovina, bilo kog dobra ili usluge.)
MATCH@E:(The commodity model means that the carbon buyer purchases emission credits generated by the project, and the transaction is carried out as any other transaction, of any good or services.===>Robni model podrazumeva da kupac karbona kupuje emisione kredite koje generiše projekat, i ta kupovina se odvija kao bilo koja druga kupovina, bilo kog dobra ili usluge.)
MATCH@M:(Only a few transactions were conducted under an investment model, by which the buyer invests the shares or a debt into a certain project and gets emission credits as part of revenues realized on the basis of the investment [5].===>Samo nekoliko transakcija obavljeno je po investicionom modelu, gde kupac investira akcije ili dug u odredjeni projekat i zauzvrat dobija emisione kredite kao deo prinosa koji ostvaruje po osnovu tog ulaganja [5].)
MATCH@E:(Only a few transactions were conducted under an investment model, by which the buyer invests the shares or a debt into a certain project and gets emission credits as part of revenues realized on the basis of the investment Š5Ë.===>Samo nekoliko transakcija obavljeno je po investicionom modelu, gde kupac investira akcije ili dug u odredjeni projekat i zauzvrat dobija emisione kredite kao deo prinosa koji ostvaruje po osnovu tog ulaganja Š5Ë.)
MATCH@M:(The implementation of an appropriate model is important for the very financial structure of the project.===>Primena odgovarajućeg modela je od značaja za samu finansijsku strukturu projekta.)
MATCH@E:(The implementation of an appropriate model is important for the very financial structure of the project.===>Primena odgovarajućeg modela je od značaja za samu finansijsku strukturu projekta.)
MATCH@M:(If in a purchase a commodity model is used, the buyers pay for the carbon upon delivery and thus decrease the exposure to risks borne by the project itself.===>Kada se prilikom kupovine primenjuje robin model, kupci plaćaju za karbon prilikom isporuke i na taj način smanjuju izloženost rizicima koje nosi sam projekat.)
MATCH@E:(If in a purchase a commodity model is used, the buy ers pay for the carbon upon delivery and thus decrease the exposure to risks borne by the project itself.===>Kada se prilikom kupovine primenjuje robin model, kupci plaćaju za karbon prilikom isporuke i na taj način smanjuju izloženost rizicima koje nosi sam projekat.)
MATCH@M:(These project demand innitial financing.===>Ovakvim projektima je potrebno početno finansiranje.)
MATCH@E:(These project demand innitial financing.===>Ovakvim projektima je potrebno početno finansiranje.)
MATCH@M:(The sales of emission credits are effected in hard currency and their buyers’ credit rating is always high which enhances the confidence of a financier and allows for the project capital to be increased through loans [5].===>Prodaja emisionih kredita obavlja se za čvrste valute i njihovi kupci imaju visok kreditni rejting što može povećati poverenje finansijera i omogućiti da se kapital projekta uveća putem zaduživanja [5].)
MATCH@E:(The sales of emission credits are effected in hard currency and their buyers credit rating is always high which enhances the confidence of a financier and allows for the project capital to be increased through loans Š5Ë.===>Prodaja emisionih kredita obavlja se za čvrste valute i njihovi kupci imaju visok kreditni rejting što može povećati poverenje finansijera i omogućiti da se kapital projekta uveća putem zaduživanja Š5Ë.)
MATCH@M:(In the 1996 - 2001 period one fourth of contracts were made as purchasing options, which allowed for the purchase of emission credits in a certain future period at a previously stipulated price.===>U periodu od 1996-2001 godine četvrtina ugovora koji su bili sklopljeni, bili su u vidu kupovne opcije koja je kupcima davala opciju kupovine emisionih kredita u odredjenom budućem trenutku po prethodno utvrdje-noj ceni.)
MATCH@E:(In the 1996 2001 period one fourth of contracts were made as purchasing options, which allowed for the purchase of emission credits in a certain future period at a previously stipulated price.===>U periodu od 1996-2001 godine četvrtina ugovora koji su bili sklopljeni, bili su u vidu kupovne opcije koja je kupcima davala opciju kupovine emisionih kredita u odredjenom budućem trenutku po prethodno utvrdjenoj ceni.)
MATCH@M:(Upon adoption of the Marakesh Accord, the purchase is effected in the form of forward contracts.===>Nakon usvajanja Akorda iz Marakeša, kupovina postaje u formi forvard ugovora.)
MATCH@E:(Upon adoption of the Marakesh Accord, the purchase is effected in the form of forward contracts.===>Nakon usvajanja Akorda iz Marakeša, kupovina postaje u formi forvard ugovora.)
MATCH@M:(On closing such contracts, the buyer gets a number of future vignettes expected to result from the project [5].===>Priliom sklapanja ove vrste ugovora kupac dobija nekoliko budućih vinjeta koje se očekuje da će projekat proizvesti [5].)
MATCH@E:(On closing such contracts, the buyer gets a number of future vignettes expected to result from the project Š5Ë.===>Priliom sklapanja ove vrste ugovora kupac dobija nekoliko budućih vinjeta koje se očekuje da će projekat proizvesti Š5Ë.)
MATCH@M:(The actual form of a certain contract arrangement between the parties will depend on how different types of risk will be allocated between the seller and the buyer.===>Kako će konkretno izgledati odredjeni ugovorni aranžman medju dvema stranama, zavisi od toga na koji način će različite vrste rizika biti alocirane izmedju prodavca i kupca.)
MATCH@E:(The actual form of a certain contract arrangement between the parties will depend on how different types of risk will be allocated between the seller and the buyer.===>Kako će konkretno izgledati odredjeni ugovorni aranžman medju dvema stranama, zavisi od toga na koji način će različite vrste rizika biti alocirane izmedju prodavca i kupca.)
MATCH@M:(The risks that may occur in such transactions are the risk implied by the project itself (that the project will not give expected results and will not achieve the expected reduction of emissions), the risk of the country, and the risk related to the Kyoto Protocole (that the project will not be registered under its conditions).===>Neki od rizika koji se mogu javiti prilikom ovakvih transakcija su rizik koji nosi sam projekat (da projekat neće proizvesti očekivane rezultate i da neće proizvesi očekivanu količinu emisionih smanjenja), rizik zemlje, rizik vezan za Kyoto protokol (da projekat neće biti registrovan pod njegovim uslovima).)
MATCH@E:(The risks that may occur in such transactions are the risk implied by the project itself (that the project will not give expected results and will not achieve the expected reduction of emissions), the risk of the country, and the risk related to the Kyoto Protocole (that the project will not be registered under its conditions).===>Neki od rizika koji se mogu javiti prilikom ovakvih transakcija su rizik koji nosi sam projekat (da projekat neće proizvesti očekivane rezultate i da neće proizvesi očekivanu količinu emisionih smanjenja), rizik zemlje, rizik vezan za Kyoto protokol (da projekat neće biti registrovan pod njegovim uslovima).)
MATCH@M:(The risks are allocated between the buyer and the seller using a variety of contractual features, such as monitoring plans, guarantees, penalties etc.===>Rizici se alociraju izmedju kupca i prodav-ca upotrebom različitih ugovornih karakteristika, kao što su planovi za monitoring, garancije, kazne [5].)
MATCH@E:(The risks are allocated between the buyer and the seller using a variety of contractual features, such as monitoring plans, guarantees, penalties etc. ~~~ Š5Ë. 5.===>Rizici se alociraju izmedju kupca i prodavca upotrebom različitih ugovornih karakteristika, kao što su planovi za monitoring, garancije, kazne Š5Ë. 6.)
MATCH@M:(Price is only one of the features of the contracts to be closed, and, due to the lack of standardization in contract closing matters, an adequate comparison among prices of different transactions is not possible to perform.===>Cena predstavlja samo jednu od karakteristika ugovora koji se sklapaju, i iz razloga ne postojanja standardizacije medju ugovorima, nije moguće adekvatno po-redjenje cena različitih transakcija.)
MATCH@E:(Project based transactions structure Price is only one of the features of the contracts to be closed, and, due to the lack of standardization in contract closing matters, an adequate comparison among prices of different transactions is not possible to perform.===>Karakterisitike sklopljenih ugovora Cena predstavlja samo jednu od karakteristika ugovora koji se sklapaju, i iz razloga ne postojanja standardizacije medju ugovorima, nije moguće adekvatno poredjenje cena različitih transakcija.)
MATCH@M:(If the contract stipulates that a larger portion of contracted amount shiuld be paid in advance, then the nominal price of carbon-dioxide per ton will be lower.===>Ako ugovor pod-razumeva da se isplate većeg dela ugovorenog iznosa vrši unapred, tada će nominalna cena po toni ugljen dioksida biti niža.)
MATCH@E:(If the contract stipulates that a larger portion of contracted amount shiuld be paid in advance, then the nominal price of carbon-dioxide per ton will be lower.===>Ako ugovor podrazumeva da se isplate većeg dela ugovorenog iznosa vrši unapred, tada će nominalna cena po toni ugljen dioksida biti niža.)
MATCH@M:(If the payment is effected immediately upon the delivery of emission credits, in determining the amount of payment the appropriate discount factor must be taken account of, and in such a case the buyer is more exposed to the risk borne by the project itself [5].===>Ako se isplata vrši prilikom isporuke emisionih kredita, tada prilikom utvrdjivanja visine te isplate mora se uzeti u obzir odgovarajući diskontni faktor, i u tom slučaju je kupac više izložen riziku koji nosi sam projekat [5].)
MATCH@E:(If the payment is effected immediately upon the delivery of emission credits, in determining the amount of payment the appropriate discount factor must be taken account of, and in such a case the buyer is more exposed to the risk borne by the project itself Š5Ë.===>Ako se isplata vrši prilikom isporuke emisionih kredita, tada prilikom utvrdjivanja visine te isplate mora se uzeti u obzir odgovarajući diskontni faktor, i u tom slučaju je kupac više izložen riziku koji nosi sam projekat Š5Ë.)
MATCH@M:(In a majority of cases the prices are not publicised, and the manner of reporting among buyers is not uniform.===>Cene u većini slučajeva nisu javno objavljene, i način izveštavanja4 nije ujednačen medju kupcima.)
MATCH@E:(In a majority of cases the prices are not publicised, and the manner of reporting5 among buyers is not uniform.===>Cene u većini slučajeva nisu javno objavljene, i način izveštavanja4 nije ujednačen medju kupcima.)
MATCH@M:(A largest number of companies in the role of the buyer are obliged to report the contracted price, whereas the private individual buyers are not bound by the same obligation [5].===>Većina javnih kompanija koje su u ulozi kupca su u obavezi da u svojim izveštajima objavljuju ugovornu cenu, dok privatna lica koja se javljaju u ulozi kupca nemaju istu obavezu [5].)
MATCH@E:(A largest number of companies in the role of the buyer are obliged to report the contracted price, whereas the private individual buyers are not bound by the same obligation Š5Ë.===>Većina javnih kompanija koje su u ulozi kupca su u obavezi da u svojim izveštajima objavljuju ugovornu cenu, dok privatna lica koja se javljaju u ulozi kupca nemaju istu obavezu Š5Ë.)
MATCH@M:(In some countries, e.g., the U.S.A. and Great Britain, there is an obligation for the companies to report on the expenses on environment protection, on obligations and on future risks.===>U nekim zemljama, kao što su Sjedinjene Američke Države i Velika Britanija, postoje obaveze izveštavanja o troškovima vezanim za očuvanje životne sredine, obavezama, budućim rizicima.)
MATCH@E:(In some countries, e.g., the U.S.A. and Great Britain, there is an obligation for the companies to report on the expenses on environment protection, on obligations and on future risks.===>U nekim zemljama, kao što su Sjedinjene Američke Države i Velika Britanija, postoje obaveze izveštavanja o troškovima vezanim za očuvanje životne sredine, obavezama, budućim rizicima.)
MATCH@M:(Such a type of reporting aims to inform the investor on the nature and type of effort the company takes when making decisions on environmental care [4].===>Ovakav vid izveštavanja ima za cilj informisanje investitora o prirodi i vrsti napora koje kompanija ulaže prilikom donošenja odluka vezanih za očuvanje životne sredine [4].)
MATCH@E:(Such a type of reporting aims to inform the investor on the nature and type of effort the company takes when making decisions on environmental care Š4Ë.===>Ovakav vid izveštavanja ima za cilj informisanje investitora o prirodi i vrsti napora koje kompanija ulaže prilikom donošenja odluka vezanih za očuvanje životne sredine Š4Ë.)
MATCH@M:(The transactions conducted within either category may differ greatly.===>Transakcije obavljene u okviru bilo koje kategorije mogu biti veoma različite.)
MATCH@E:(The transactions conducted within either category may differ greatly.===>Transakcije obavljene u okviru bilo koje kategorije mogu biti veoma različite.)
MATCH@M:(Transactions may be structured in a way that payments will cease if the emission reductions fail to register as CER or ERU, while other transactions may provide that the seller be liable to ensure an adequate replacement of emission credits at a prevailing market price unless the project ensures the CER or ERU.===>Transakcije mogu biti strukturirane na taj način što će isplate prestati ako emisiona smanjenja ne registruju kao CER ili ERU, dok druge transakcije mogu predvideti da će prodavac morati da obezbedi adekvatnu zamenu emisionih kredita po preovladjujućoj ceni na tržištu ako projekat ne obezbe-di CER ili ERU.)
MATCH@E:(Transactions may be structured in a way that payments will cease if the emission reductions fail to register as CER or ERU, while other transactions may provide that the seller be liable to ensure an adequate replacement of emission credits at a prevailing market price unless the project ensures the CER or ERU.===>Transakcije mogu biti strukturirane na taj način što će isplate prestati ako emisiona smanjenja ne registruju kao CER ili ERU, dok druge transakcije mogu predvideti da će prodavac morati da obezbedi adekvatnu zamenu emisionih kredita po preovladjujućoj ceni na tržištu ako projekat ne obezbedi CER ili ERU.)
MATCH@M:(The price of the transaction depends on the concrete goods traded, therefore the price for projects bearing emission credits that do not conform to the Kyoto Protocole may vary from $0.37 to $3.00 per ton of carbon-dioxide.===>Cena transakcije zavisi od konkretne robe kojom se trguje, tako za projekte koje donose emisione kredite koji nisu u skladu sa Kyoto protokolom cena varira od 0,37$ do 3,00$ po toni ugljen dioksida.)
MATCH@E:(The price of the transaction depends on the concrete goods traded, therefore the price for projects bearing emission credits that do not conform to the Kyoto Protocole may vary from $0.37 to $3.00 per ton of carbon-dioxide.===>Cena transakcije zavisi od konkretne robe kojom se trguje, tako za projekte koje donose emisione kredite koji nisu u skladu sa Kyoto protokolom cena varira od 0,37$ do 3,00$ po toni ugljen dioksida.)
MATCH@M:(In case of the transactions conforming to the Kyoto Protocole, if the buyer takes on the risk of “registration“, the price of VER amounts to $3.00 to $4.25. in case the seller takes the “registration“ risk, the price is slightly higher and ranges between $3.00 to $6.37 [5].===>U okviru transakcija koje su u skladu sa Kyoto protokolom, ako kupac na sebe preuzima rizik “registracije” cena VER-a iznosi od 3,00$ do 4,25$. U slučaju da prodavac na sebe preuzima rizik “registracije” cena je nešto viša i kreće se u granicama od 3,00$ do 6,37$ [5].)
MATCH@E:(In case of the transactions conforming to the Kyoto Protocole, if the buyer takes on the risk of registration, the price of VER amounts to $3.00 to $4.25. in case the seller takes the registration risk, the price is slightly higher and ranges between $3.00 to $6.37 Š5Ë. 6.1.===>U okviru transakcija koje su u skladu sa Kyoto protokolom, ako kupac na sebe preuzima rizik registracije cena VER-a iznosi od 3,00$ do 4,25$. ~~~ U slučaju da prodavac na sebe preuzima rizik registracije cena je nešto viša i kreće se u granicama od 3,00$ do 6,37$ Š5Ë. 6.)
MATCH@M:(The better the guarantees the seller can grant in terms of obtaining emission credits, the higher the transaction price.===>Sto veće garancije može dati prodavac u pogledu dobi-janja emisionih kredita, cena transakcije će biti viša.)
MATCH@E:(Price features The better the guarantees the seller can grant in terms of obtaining emission credits, the higher the transaction price.===>Karakteristike cene [to veće garancije može dati prodavac u pogledu dobijanja emisionih kredita, cena transakcije će biti viša.)
MATCH@M:(Besides guarantees, there are other features determining the transaction price.===>Pored garancija postoje i druge karaktiristike koje od-redjuju kolika će cena transakcije biti.)
MATCH@E:(Besides guarantees, there are other features determining the transaction price.===>Pored garancija postoje i druge karaktiristike koje odredjuju kolika će cena transakcije biti.)
MATCH@M:(The majority of academic models that define the factors determining the carbon-dioxide price suggest that the price of energy and time factors do have an impact upon the forming of the emission credit prices.===>Većina teorijskih modela koji definišu faktore koji od-redjuju cenu ugljen dioksida, sugerišu da cena energije i vremenski faktori imaju uticaj na formiranje cene emisionih kredita.)
MATCH@E:(The majority of academic models that define the factors determining the carbon-dioxide price suggest that the price of energy and time factors do have an impact upon the forming of the emission credit prices.===>Većina teorijskih modela koji definišu faktore koji odredjuju cenu ugljen dioksida, sugerišu da cena energije i vremenski faktori imaju uticaj na formiranje cene emisionih kredita.)
MATCH@M:(According to the research conducted by Mansanet-Bataller et al., the most important factors affecting the change in the prices of carbon-dioxide are the changes in the prices of natural gas and the Brent oil.===>Prema istrživanju koje su obavili Mansanet-Bataller et al., najvažniji faktori koji utiču na promenu cene ugljen dioksida su promene cena prirodnog gasa i Brent cene nafte.)
MATCH@E:(According to the research conducted by MansanetBataller et al., the most important factors affecting the change in the prices of carbon-dioxide are the changes in the prices of natural gas and the Brent oil.===>Prema istrživanju koje su obavili Mansanet-Bataller et al., najvažniji faktori koji utiču na promenu cene ugljen dioksida su promene cena prirodnog gasa i Brent cene nafte.)
MATCH@M:(It was also found that extremely hot or extremely cold weather in Germany influence the carbon-dioxide price in a positive way.===>Takodje je utvrdjeno da ekstremno toplo i hladno vreme u Nemačkoj imaju pozitivan uticaj na cenu ugljen dioksida.)
MATCH@E:(It was also found that extremely hot or extremely cold weather in Germany influence the carbon-dioxide price in a positive way.===>Takodje je utvrdjeno da ekstremno toplo i hladno vreme u Nemačkoj imaju pozitivan uticaj na cenu ugljen dioksida.)
MATCH@M:(The change in the price of the most intensive source of carbon-dioxide - coal - was found not to affect the change in the price of carbon-dioxide itself.===>Utvrdjeno je da promena cene najintezivnijeg izvora emisije ugljen dioksida - uglja, ne utiče na promenu cene samog ugljen dioksida.)
MATCH@E:(The change in the price of the most intensive source of carbon-dioxide coal was found not to affect the change in the price of carbon-dioxide itself.===>Utvrdjeno je da promena cene najintezivnijeg izvora emisije ugljen dioksida uglja, ne utiče na promenu cene samog ugljen dioksida.)
MATCH@M:(The study findings confirmed the existence of a certain rationality of the carbon market, reflected in that the daily value of forward contracts mirrors the micro-level conditions [7].===>Studija je utvrdila dokaze postojanja odredjene racionalnosti karbonskog tržišta, koja se ogleda u tome što dnevna vrednost cena forvard ugovora oslikava stanje na mikro nivou [7].)
MATCH@E:(The study findings confirmed the existence of a certain rationality of the carbon market, reflected in that the daily value of forward contracts mirrors the micro-level conditions Š7Ë. 7.===>Studija je utvrdila dokaze postojanja odredjene racionalnosti karbonskog tržišta, koja se ogleda u tome što dnevna vrednost cena forvard ugovora oslikava stanje na mikro nivou Š7Ë. 7.)
MATCH@M:(These are: the UK Trading Scheme, the EU Emissions Trading Scheme, the Chicago Climate Exchange, as well as the New South Wales GHG Reduction Scheme [5].===>Ta tržišta su: trgovinska šema Velike Britanije, trgovinska šema emisija Evropske Unije, Cikaška klimatska berza, kao i šema smanjenja GHG-a Novog Južnog Velsa [5].)
MATCH@E:(These are: the UK Trading Scheme, the EU Emissions Trading Scheme, the Chicago Climate Exchange, as well as the New South Wales GHG Reduction Scheme Š5Ë. 7.1.===>Ta tržišta su: trgovinska šema Velike Britanije, trgovinska šema emisija Evropske Unije, Čikaška klimatska berza, kao i šema smanjenja GHG-a Novog Južnog Velsa Š5Ë. 7.)
MATCH@M:(Great Britain introduced the emissions trading scheme before the European Union.===>Velika Britanija je uvela šemu trgovanja emisionim kreditima pre Evropske Unije.)
MATCH@E:(The UK Emissions Trading Scheme Great Britain introduced the emissions trading scheme before the European Union.===>[ema trgovanja emisijama Velike britanije Velika Britanija je uvela šemu trgovanja emisionim kreditima pre Evropske Unije.)
BAD_LINE_=============================================================
BAD_LINE_M:Great Britain introduced the emissions trading scheme before the European Union.
BAD_LINE_M:Velika Britanija je uvela šemu trgovanja emisionim kreditima pre Evropske Unije.
BAD_LINE_E:The UK Emissions Trading Scheme Great Britain introduced the emissions trading scheme before the European Union.
BAD_LINE_E:[ema trgovanja emisijama Velike britanije Velika Britanija je uvela šemu trgovanja emisionim kreditima pre Evropske Unije.
MATCH@M:(The scheme was launched in March 2002.===>Ova šema je lansirana marta 2002. godine.)
MATCH@E:(The scheme was launched in March 2002.===>Ova šema je lansirana marta 2002. godine.)
MATCH@M:(Participation in this market was on voluntary basis [1].===>Učešće na ovom tržištu je bilo na dobrovoljnoj bazi [1].)
MATCH@E:(Participation in this market was on voluntary basis Š1Ë.===>Samo se domaćim kreditima moglo trgovati u okviru ovog tržišta Š1Ë.)
BAD_LINE_=============================================================
BAD_LINE_M:Participation in this market was on voluntary basis [1].
BAD_LINE_M:Učešće na ovom tržištu je bilo na dobrovoljnoj bazi [1].
BAD_LINE_E:Participation in this market was on voluntary basis Š1Ë.
BAD_LINE_E:Samo se domaćim kreditima moglo trgovati u okviru ovog tržišta Š1Ë.
MATCH@M:(The buyers take on the risk and pay the discount price for VER.===>Kupci na sebe preuzimaju rizik i plaćaju diskontovanu cenu za VER.)
MATCH@E:(The buyers take on the risk and pay the discount price for VER.===>Kupci na sebe preuzimaju rizik i plačaju diskontovanu cenu za VER.)
MATCH@M:(The type of the limitations agreed upon defines the market rules the company will have to observe as well as the period in which the governmant will grant the company the emission credits to trade [5].===>Tip usvojenih ograničenje odredjuje koja tržišna pravila će data kompanija morati da poštuje i vreme kada će ta kompanija od Vlade dobijati emisione kredite kojima će moći trgovati [5].)
MATCH@E:(The type of the limitations agreed upon defines the market rules the company will have to observe as well as the period in which the governmant will grant the company the emission credits to trade Š5Ë.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The type of the limitations agreed upon defines the market rules the company will have to observe as well as the period in which the governmant will grant the company the emission credits to trade [5].
BAD_LINE_M:Tip usvojenih ograničenje odredjuje koja tržišna pravila će data kompanija morati da poštuje i vreme kada će ta kompanija od Vlade dobijati emisione kredite kojima će moći trgovati [5].
BAD_LINE_E:The type of the limitations agreed upon defines the market rules the company will have to observe as well as the period in which the governmant will grant the company the emission credits to trade Š5Ë.
BAD_LINE_E:
MATCH@M:(The companies with CCA objectives used the UK Emissions trading scheme to buy emission credits or to sell the amounts of emission credits that are in excess in the company.===>Kompanije sa CCA ciljevima koristile su šemu trgovanja Velike Britanije za kupovinu emisionih kredita ili za prodaju iznosa emisionih kredita koji su bili suvišni za kompaniju.)
MATCH@E:(The companies with CCA objectives used the UK Emissions trading scheme to buy emission credits or to sell the amounts of emission credits that are in excess in the company.===>Mart 2007 godine bio je jedan od rokova koji su kompanije morale ispoštovati u vezi sa odredjenim nivoom emisije GHG.)
BAD_LINE_=============================================================
BAD_LINE_M:The companies with CCA objectives used the UK Emissions trading scheme to buy emission credits or to sell the amounts of emission credits that are in excess in the company.
BAD_LINE_M:Kompanije sa CCA ciljevima koristile su šemu trgovanja Velike Britanije za kupovinu emisionih kredita ili za prodaju iznosa emisionih kredita koji su bili suvišni za kompaniju.
BAD_LINE_E:The companies with CCA objectives used the UK Emissions trading scheme to buy emission credits or to sell the amounts of emission credits that are in excess in the company.
BAD_LINE_E:Mart 2007 godine bio je jedan od rokova koji su kompanije morale ispoštovati u vezi sa odredjenim nivoom emisije GHG.
MATCH@M:(The penalties enforced for disregarding the agreement were the deprivation of tax exemptions as well as the allowed level of pollutant gases emissions.===>Kazne koje su preminjivane za neprimenjivanje sporazuma bile su uskraćivanje poreskih olakšica, kao i dozvoljenog nivoa emisije štetnih gasova.)
MATCH@E:(The penalties enforced for disregarding the agreement were the deprivation of tax exemptions as well as the allowed level of pollutant gases emissions.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The penalties enforced for disregarding the agreement were the deprivation of tax exemptions as well as the allowed level of pollutant gases emissions.
BAD_LINE_M:Kazne koje su preminjivane za neprimenjivanje sporazuma bile su uskraćivanje poreskih olakšica, kao i dozvoljenog nivoa emisije štetnih gasova.
BAD_LINE_E:The penalties enforced for disregarding the agreement were the deprivation of tax exemptions as well as the allowed level of pollutant gases emissions.
BAD_LINE_E:
MATCH@M:(This market allowed only the transactions with the national credits [1].===>Samo se domaćim kreditima moglo trgovati u okviru ovog tržišta [1].)
MATCH@E:(This market allowed only the transactions with the national credits Š1Ë.===>)
BAD_LINE_=============================================================
BAD_LINE_M:This market allowed only the transactions with the national credits [1].
BAD_LINE_M:Samo se domaćim kreditima moglo trgovati u okviru ovog tržišta [1].
BAD_LINE_E:This market allowed only the transactions with the national credits Š1Ë.
BAD_LINE_E:
MATCH@M:(In the years when the companies had to honour their obligations, a significantly larger volume of trading was observed.===>U godinama kada su kompanije morale da ispoštuju svoje obaveze, dolazilo je do znatno višeg obima trgovanja.)
MATCH@E:(In the years when the companies had to honour their obligations, a significantly larger volume of trading was observed.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In the years when the companies had to honour their obligations, a significantly larger volume of trading was observed.
BAD_LINE_M:U godinama kada su kompanije morale da ispoštuju svoje obaveze, dolazilo je do znatno višeg obima trgovanja.
BAD_LINE_E:In the years when the companies had to honour their obligations, a significantly larger volume of trading was observed.
BAD_LINE_E:
MATCH@M:(March 2007 was one of the deadlines the companies had to observe in relation with a defined level of GHG emissions.===>Mart 2007 godine bio je jedan od rokova koji su kompanije morale ispoštovati u vezi sa odredjenim nivoom emisije GHG.)
MATCH@E:(March 2007 was one of the deadlines the companies had to observe in relation with a defined level of GHG emissions.===>)
BAD_LINE_=============================================================
BAD_LINE_M:March 2007 was one of the deadlines the companies had to observe in relation with a defined level of GHG emissions.
BAD_LINE_M:Mart 2007 godine bio je jedan od rokova koji su kompanije morale ispoštovati u vezi sa odredjenim nivoom emisije GHG.
BAD_LINE_E:March 2007 was one of the deadlines the companies had to observe in relation with a defined level of GHG emissions.
BAD_LINE_E:
MATCH@M:(In the period preceeding this deadline, from December 2006 till february 2007, the majority of transactions were effected.===>U periodu koji je prethodio ovom roku, od decembra 2006 do februara 2007 godine, obavljena je većina trgovanja [1].)
MATCH@E:(In the period preceeding this deadline, from December 2006 till february 2007, the majority of transactions were effected Š1Ë. 7.2.===>U periodu koji je prethodio ovom roku, od decembra 2006 do februara 2007 godine, obavljena je većina trgovanja Š1Ë. 7.)
MATCH@M:(The European Union Emissions Trading Scheme (EU ETS) commenced on 1st January, 2005 and is the framework of the European Union policy towards implementation and the Kyoto Protocole observing.===>Evropska šema trgovanja (EU ETS) počela je sa radom 1. januara 2005. godine, i predstavlja okosnicu politike Evropske Unije ka implementaciji i poštovanju Kyoto protokola.)
MATCH@E:(The European Union Emission Trading Scheme The European Union Emissions Trading Scheme (EU ETS) commenced on 1st January, 2005 and is the framework of the European Union policy towards implementation and the Kyoto Protocole observing.===>Evropska šema trgovanja Evropska šema trgovanja (EU ETS) počela je sa radom 1. januara 2005. godine, i predstavlja okosnicu politike Evropske Unije ka implementaciji i poštovanju Kyoto protokola.)
MATCH@M:(In the first stage of its existence, from 1st January, 2005 until 31st December, 2007, the EU ETS regulated 40% of the total carbon-dioxide emissions in Europe, and the amount of emission was limited to 6,600MtCO2 during the period.===>U svojoj prvoj fazi postojanja koja je obuhvatala period od 1. januara 2005 do 31. decembra 2007. godine, EU ETS regulisala je 40% od ukupne količine emisija ugljen dioksida u Evropi, i iznos emisije bio je ograničen na 6.600 MtCO2 tokom ovog perioda.)
MATCH@E:(In the first stage of its existence, from 1st January, 2005 until 31st December, 2007, the EU ETS regulated 40% of the total carbon-dioxide emissions in Europe, and the amount of emission was limited to 6,600MtCO2 during the period.===>U svojoj prvoj fazi postojanja koja je obuhvatala period od 1. januara 2005 do 31. decembra 2007. godine, EU ETS regulisala je 40% od ukupne količine emisija ugljen dioksida u Evropi, i iznos emisije bio je ograničen na 6.600 MtCO2 tokom ovog perioda.)
MATCH@M:(In terms of allocation of emission credits of the European Union (EUA) across the states-participants on this market, it is clear that within the first stage Germany obtained almost a quarter of the total number of credits for the first stage, while Great Britain, Italy and Poland each obtained approximately 10%.===>Ako se posmatra alokacija emisionih kredita Evropske Unije (EUA) po zemljama učesni-cama na ovom tržištu, može se videti da je u okviru prve faze Nemačka dobila skoro četvrtinu ukupnog broja kredita prve faze, Velika Britanija, Italija i Poljska dobile su skoro 10% pojedinačno.)
MATCH@E:(In terms of allocation of emission credits of the European Union (EUA) across the states-participants on this market, it is clear that within the first stage Germany obtained almost a quarter of the total number of credits for the first stage, while Great Britain, Italy and Poland each obtained approximately 10%.===>Ako se posmatra alokacija emisionih kredita Evropske Unije (EUA) po zemljama učesnicama na ovom tržištu, može se videti da je u okviru prve faze Nemačka dobila skoro četvrtinu ukupnog broja kredita prve faze, Velika Britanija, Italija i Poljska dobile su skoro 10% pojedinačno.)
MATCH@M:(If the allocation of emission credits is observed across the industry branches, the energy sector obtained almost 55% of credits, the mining and metal industries obtained 12% each, while the petroleum and gas industry obtained around 10% each [1].===>Ako se alokacija emisionih kredita posmatra po granama industrije, energetski sektor dobio je skoro 55% kredita, rudarska i metalna industrija dobile su po 12%, dok su naftna i gasna industrija dobile oko 10% [1].)
MATCH@E:(If the allocation of emission credits is observed across the industry branches, the energy sector obtained almost 55% of credits, the mining and metal industries obtained 12% each, while the petroleum and gas industry obtained around 10% each Š1Ë.===>Ako se alokacija emisionih kredita posmatra po granama industrije, energetski sektor dobio je skoro 55% kredita, rudarska i metalna industrija dobile su po 12%, dok su naftna i gasna industrija dobile oko 10% Š1Ë.)
MATCH@M:(The increase was achieved in spite of the 10% fall in prices compared to the first year, i.e., from €19 to €17.===>Ovo povećanje se odigralo uprkos padu cene od 10% u odnosu na prvu godinu, sa 19€ na 17€.)
MATCH@E:(The increase was achieved in spite of the 10% fall in prices compared to the first year, i.e., from €19 to €17.===>Ovo povećanje se odigralo uprkos padu cene od 10% u odnosu na prvu godinu, sa 19€ na 17€.)
MATCH@M:(Within the first stage of emission credit trading the number of conducted transactions increased on monthly basis.===>U toku prve faze trgovanja emisionim kreditima, broj obavljenih transakcija na ovom tržištu povećavao se iz meseca u mesec.)
MATCH@E:(Within the first stage of emission credit trading the number of conducted transactions increased on monthly basis.===>U toku prve faze trgovanja emisionim kreditima, broj obavljenih transakcija na ovom tržištu povećavao se iz meseca u mesec.)
MATCH@M:(With the acceptance of new member-states into the European Union, the number and the type of players on this market also increased [1].===>Sa pridruženjem novih zemalja članica Evropskoj Uniji, broj i tip učesnika na ovom tržištu se takodje povećao [1].)
MATCH@E:(With the acceptance of new member-states into the European Union, the number and the type of players on this market also increased Š1Ë.===>Sa pridruženjem novih zemalja članica Evropskoj Uniji, broj i tip učesnika na ovom tržištu se takodje povećao Š1Ë.)
MATCH@M:(The operations on the EU ETS market in the first stage of trading helped draw significant conclusions that will contribute to the development of trading in the subsequent stage.===>Operacije na EU ETS tržištu u okviru prve faze trgovanja donele su značajne zaključke koji će doprineti razvoju trgovanja u narednoj fazi.)
MATCH@E:(The operations on the EU ETS market in the first stage of trading helped draw significant conclusions that will contribute to the development of trading in the subsequent stage.===>Operacije na EU ETS tržištu u okviru prve faze trgovanja donele su značajne zaključke koji će doprineti razvoju trgovanja u narednoj fazi.)
MATCH@M:(The impossibility of transferring the unexpired emission credits of the first stage into the second stage led to a collapse.===>Zbog nemogućnosti prenošenja neiskorišćenih emisionih kredita prve faze u drugu fazu ovog tržišta došlo je do kolapsa.)
MATCH@E:(The impossibility of transferring the unexpired emission credits of the first stage into the second stage led to a collapse.===>Zbog nemogućnosti prenošenja neiskorišćenih emisionih kredita prve faze u drugu fazu ovog tržišta došlo je do kolapsa.)
MATCH@M:(For that reason, stage two allows for the unexpired emission credits transfer or “banking“.===>Iz tog razloga faza dva dozvoljava prenošenje ili “bankiranje” neiskorišćenih emisionih kredita.)
MATCH@E:(For that reason, stage two allows for the unexpired emission credits transfer or banking.===>Iz tog razloga faza dva dozvoljava prenošenje ili bankiranje neiskorišćenih emisionih kredita.)
MATCH@M:(As the limitations in the field of carbon-dioxide emission become ever stricter from stage to stage, the carbon emission reduction becomes a permanent part of the companies strategic management, playing an ever more important role in long-term investments decision-making [1].===>Kako ograničenja vezana za emisiju ugljen dioksida postaju sve stroža, iz faze u fazu, smanjenje emisije ugljenika postaje stalni deo strateškog upravljanja kompanijama, i počinje da zauzima važnu ulogu prilikom donošenja dugoročnih investicionih odluka [1].)
MATCH@E:(As the limitations in the field of carbon-dioxide emission become ever stricter from stage to stage, the carbon emission reduction becomes a permanent part of the companies strategic management, playing an ever more important role in long-term investments decision-making Š1Ë. 7.3.===>Kako ograničenja vezana za emisiju ugljen dioksida postaju sve stroža, iz faze u fazu, smanjenje emisije ugljenika postaje stalni deo strateškog upravljanja kompanijama, i počinje da zauzima važnu ulogu prilikom donošenja dugoročnih investicionih odluka Š1Ë. 7.)
MATCH@M:(The Chicago Climate Exchange (CCX) is a cap-and-trade system created as a group of North-American companies (13 in number) formed a voluntary organization to reduce the emissions of pollutant gases that cause global warming [5].===>Cikaška klimatska berza (CĆ) predstavlja cap-and-trade sistem koji je kreiran na taj način što se grupa severnoameričkih kompanija (njih 13) udružila na dobrovoljnoj bazi u cilju smanjenja emisije štetnih gasova koji izazivaju globalno zagrevanje [5].)
MATCH@E:(The Chicago Climate Exchange (CCX) The Chicago Climate Exchange (CCX) is a cap-andtrade system created as a group of North-American companies (13 in number) formed a voluntary organization to reduce the emissions of pollutant gases that cause global warming Š5Ë.===>Čikaška klimatska berza (CCX) Čikaška klimatska berza (CCX) predstavlja cap-andtrade sistem koji je kreiran na taj način što se grupa severnoameričkih kompanija (njih 13) udružila na dobrovoljnoj bazi u cilju smanjenja emisije štetnih gasova koji izazivaju globalno zagrevanje Š5Ë.)
MATCH@M:(Among the founders of this exchange were the companies such as American Electric Power, DuPont, Motorola Inc., as well as the City of Chicago [10].===>Kao osnivači ove berze javile su se kompanije kao što su American Electric Power, DuPont, Motorola Inc. kao i grad Cikago [10].)
MATCH@E:(Among the founders of this exchange were the companies such as American Electric Power, DuPont, Motorola Inc., as well as the City of Chicago Š10Ë.===>Kao osnivači ove berze javile su se kompanije kao što su American Electric Power, DuPont, Motorola Inc. kao i grad Čikago Š10Ë.)
MATCH@M:(These companies can fulfill their obligation to reduce GHG emissions through internal reductions, through the purchase of emission credits from other companies that are also limited as regards the levels of pollutant gases emissions, or through the purchase of emission credits from projects that reduce the emission while meeting certain conditions [5].===>Ove kompanije mogu ispuniti svoju obavezu smanjenja emisije GHG kroz interna smanjenja, kupovinu emisionih kredita od drugih kompanija koje takodje imaju ograničenja u pogledu nivoa emisije štetnih gasova, ili kroz kupovinu kredita od projekata koji smanjuju emisiju a ispunjavaju odredjene uslove)
MATCH@E:(These companies can fulfill their obligation to reduce GHG emissions through internal reductions, through the purchase of emission credits from other companies that are also limited as regards the levels of pollutant gases emissions, or through the purchase of emission credits from projects that reduce the emission while meeting certain conditions Š5Ë.===>Ove kompanije mogu ispuniti svoju obavezu smanjenja emisije GHG kroz interna smanjenja, kupovinu emisionih kredita od drugih kompanija koje takodje imaju ograničenja u pogledu nivoa emisije štetnih gasova, ili kroz kupovinu kredita od projekata koji smanjuju emisiju a ispunjavaju odredjene uslove Š5Ë.)
MATCH@M:(The companies - founders of the Chicago Climate Exchange were the first in the world to accept a legal obligation concerning all six pollutant gases causing global warming.===>Kompanije osnivači čikaške klimatske berze bile su prve u svetu koje su se pravno obavezale da će smanjiti emisiju svih šest štetnih gasova koji izazivaju globalno zagrevanje.)
MATCH@E:(The companies founders of the Chicago Climate Exchange were the first in the world to accept a legal obligation concerning all six pollutant gases causing global warming.===>Kompanije osnivači čikaške klimatske berze bile su prve u svetu koje su se pravno obavezale da će smanjiti emisiju svih šest štetnih gasova koji izazivaju globalno zagrevanje.)
MATCH@M:(This exchange is the only system of emission credit trading for all GHGs and also the only system of emission credit trading in North America.===>Ova berza je jedini system za trgovanjem emisionim kreditima za sve GHG i jedni sistem za trgovanje emisionim kreditima u Severnoj Americi.)
MATCH@E:(This exchange is the only system of emission credit trading for all GHGs and also the only system of emission credit trading in North America.===>Ova berza je jedini system za trgovanjem emisionim kreditima za sve GHG i jedni sistem za trgovanje emisionim kreditima u Severnoj Americi.)
MATCH@M:(Today, the Chicago Climate Exchange has almost 300 members from all industry fields [10].===>Danas Cikaška klimatska berza ima skoro 300 članova iz svih industrijskih grana [10].)
MATCH@E:(Today, the Chicago Climate Exchange has almost 300 members from all industry fields Š10Ë.===>Danas Čikaška klimatska berza ima skoro 300 članova iz svih industrijskih grana Š10Ë.)
MATCH@M:(The transactions effected at the Chicago Climate Exchange in 2006 reached the scope of 10.3MtCO2 which is seven times as much compared to 2005.===>Transakcije koje su obavljene na Cikaškoj klimatskoj berzi u 2006. godini dostigle su obim od 10.3 MtCO2, što predstavlja sedam puta višu vrednost u odnosu na 2005.)
MATCH@E:(The transactions effected at the Chicago Climate Exchange in 2006 reached the scope of 10.3MtCO2 which is seven times as much compared to 2005.===>Transakcije koje su obavljene na Čikaškoj klimatskoj berzi u 2006. godini dostigle su obim od 10.3 MtCO2, što predstavlja sedam puta višu vrednost u odnosu na 2005.)
MATCH@M:(The value of the transactions effected amounted to €30 million [1].===>Vrednost obavljenih transakcija bila je 30 milli-ona € [1].)
MATCH@E:(The value of the transactions effected amounted to €30 million Š1Ë. 7.4.===>Vrednost obavljenih transakcija bila je 30 milliona € Š1Ë. 7.)
MATCH@M:(New South Wales, Australia, has a greenhouse gas abatement programme the purpose of which is to regulate the energy sector and be operative until 2012.===>U Australiji, u Novom Južnom Velsu postoji program za smanjenje emisije štetnih gasova7 koji će biti operativan do 2012. godine i koji reguliše energetski sektor.)
MATCH@E:(The New South Wales GHG Abatement Scheme New South Wales, Australia, has a greenhouse gas abatement programme8 the purpose of which is to regulate the energy sector and be operative until 2012.===>The New South Wales GHG Abatement Scheme U Australiji, u Novom Južnom Velsu postoji program za smanjenje emisije štetnih gasova7 koji će biti operativan do 2012. godine i koji reguliše energetski sektor.)
MATCH@M:(Both small and large New South Wales consumers of electricity are, as of 1st January, 2005, obliged to achieve the statutory defined target pollutant gas emissions causing global warming, the emissions incited by the production and consumption of elestrical energy.===>Mali potrošači kao i veliki potrošači električne energije, u Novom Južnom Velsu od 1. jauara 2005. godine su u obavezi da dostignu statutom odredjene ciljne emisije štetnih gasova koji izazivaju globalno zagrevanje, i to emisije izazvane proizvodnjom električne energije ili njenom upotrebom.)
MATCH@E:(Both small and large New South Wales consumers of electricity are, as of 1st January, 2005, obliged to achieve the statutory defined target pollutant gas emissions causing global warming, the emissions incited by the production and consumption of elestrical energy.===>Mali potrošači kao i veliki potrošači električne energije, u Novom Južnom Velsu od 1. jauara 2005. godine su u obavezi da dostignu statutom odredjene ciljne emisije štetnih gasova koji izazivaju globalno zagrevanje, i to emisije izazvane proizvodnjom električne energije ili njenom upotrebom.)
MATCH@M:(The energy sector companies that have the obligation to reduce emissions can achieve their objectives by purchasing a certificate generated through conducting activities such as a low level of emission during the electrical energy production process or the improved generator efficiency, activities resulting into the reduction of electrical energy consumption or implementation of sequestration.===>Kompanije iz energetskog sektora koje imaju obavezu smanjenja emisije mogu dostići svoje ciljeve kupovinom sertifi-kata koji se generišu kroz sprovodjenje aktvnosti kao što su nizak nivo emisije prilikom proizvodnje struje ili poboljšana efikasnost generatora, aktivnosti koje rezultuju smanjenom potrošnjom električne energije, ili primena sekvestracije.)
MATCH@E:(The energy sector companies that have the obligation to reduce emissions can achieve their objectives by purchasing a certificate generated through conducting activities such as a low level of emission during the electrical energy production process or the improved generator efficiency, activities resulting into the reduction of electrical energy consumption or implementation of sequestration.===>Kompanije iz energetskog sektora koje imaju obavezu smanjenja emisije mogu dostići svoje ciljeve kupovinom sertifikata koji se generišu kroz sprovodjenje aktvnosti kao što su nizak nivo emisije prilikom proizvodnje struje ili poboljšana efikasnost generatora, aktivnosti koje rezultuju smanjenom potrošnjom električne energije, ili primena sekvestracije.)
MATCH@M:(The programme allows for the existence of the Renewable Energy Certificate.===>Ovaj program dozvoljava postojanje i Sertifikata obnovljive energije.)
MATCH@E:(The programme allows for the existence of the Renewable Energy Certificate.===>Ovaj program dozvoljava postojanje i Sertifikata obnovljive energije.)
MATCH@M:(No other forms of credits, such as credits generated through project based transactions are allowed on this market for the time being [1].===>Nijedna druga forma kredita kao što su krediti koji se generi-šu kroz transakcije zasnovane na projektima nisu dozvoljene na ovom tržištu u ovom trenutku [1].)
MATCH@E:(No other forms of credits, such as credits generated through project based transactions are allowed on this market for the time being Š1Ë.===>Nijedna druga forma kredita kao što su krediti koji se generišu kroz transakcije zasnovane na projektima nisu dozvoljene na ovom tržištu u ovom trenutku Š1Ë.)
MATCH@M:(If a company exceeds the granted limit of pollutant gases emission, it is subject to penalties.===>Postoje i kazne ako kompanija prekorači dozvoljeni nivo emisije štetnih gasova [5].)
MATCH@E:(If a company exceeds the granted limit of pollutant gases emission, it is subject to penalties Š5Ë.===>Postoje i kazne ako kompanija prekorači dozvoljeni nivo emisije štetnih gasova Š5Ë.)
MATCH@M:(After the European Emission Trading Scheme, the New South Wales Scheme counts as the second largest market with the trading scope of around 20.2 million certificates during 2006, the total value of which amounted to €173 million.===>Posle Evropske šeme trgovanja emisionim kreditima, šema Novog Južnog Velsa je drugo najveće karbonsko tržište sa obimom trgovanja od oko 20.2 milliona sertifikata u toku 2006. godine, čija ukupna vrednost je iznosila 173 milliona €.)
MATCH@E:(After the European Emission Trading Scheme, the New South Wales Scheme counts as the second largest market with the trading scope of around 20.2 million certificates during 2006, the total value of which amounted to €173 million.===>Posle Evropske šeme trgovanja emisionim kreditima, šema Novog Južnog Velsa je drugo najveće karbonsko tržište sa obimom trgovanja od oko 20.2 milliona sertifikata u toku 2006. godine, čija ukupna vrednost je iznosila 173 milliona €.)
MATCH@M:(There is also an increased interest in the voluntary sertificate market of New South Wales [1].===>Ta-kodje postoji povećano interesovanje za dobrovoljno tržište sertifikata Novog Južnog Velsa [1].)
MATCH@E:(There is also an increased interest in the voluntary sertificate market of New South Wales Š1Ë. 8.===>Takodje postoji povećano interesovanje za dobrovoljno tržište sertifikata Novog Južnog Velsa Š1Ë. 8.)
MATCH@M:(Carbon is something more than just a new type of goods to be traded in; it is becoming a specific class of assets [6].===>Ugljenik (Karbon) predstavlja nešto više od nove vrste robe kojom se može trgovati, on postaje posebna klasa aktive [6].)
MATCH@E:(Carbon market development Carbon is something more than just a new type of goods to be traded in; it is becoming a specific class of assets Š6Ë.===>Razvoj karbonskog tržišta Ugljenik (Karbon) predstavlja nešto više od nove vrste robe kojom se može trgovati, on postaje posebna klasa aktive Š6Ë.)
MATCH@M:(Only a few participants in the period until 2006 sold their emission credits, which led to discrepancies between the offer and the demand and to the forming of higher prices, instead of the market players having adopted the sales strategy in terms of a more regular sales of credits.===>Samo nekolicina učesnika u periodu do 2006. godine, izvršila je prodaju svojih emisionih kredita, što je dovelo do neuskladjenosti ponude i tra-žnje i formiranju cene na višem nivou nego da su tržišni učesnici usvojili strategiju prodaje u vidu redovni-je prodaje kredita.)
MATCH@E:(Only a few participants in the period until 2006 sold their emission credits, which led to discrepancies between the offer and the demand and to the forming of higher prices, instead of the market players having adopted the sales strategy in terms of a more regular sales of credits.===>Samo nekolicina učesnika u periodu do 2006. godine, izvršila je prodaju svojih emisionih kredita, što je dovelo do neuskladjenosti ponude i tražnje i formiranju cene na višem nivou nego da su tržišni učesnici usvojili strategiju prodaje u vidu redovnije prodaje kredita.)
MATCH@M:(The results of the study published in the European Power News journal show that it is very likely that 63% of the emission credit reserve a certain company owns will be sold, while the additional 33% will probably be sold, whereas only 4% of emission credits will certainly be retained within in the company [11].===>Rezultati studije objavljeni u časopisu European power news, pokazuju da postoji velika verovatnoća da će 63% rezervi emisionih kredita koje neka kompanija poseduje biti i prodati, dok će dodatnih 33% rezervi biti verovatno prodate, dok će samo 4% emisionih kredita biti sa sigurnošću zadržani u okviru kompanije [11].)
MATCH@E:(The results of the study published in the European Power News journal show that it is very likely that 63% of the emission credit reserve a certain company owns will be sold, while the additional 33% will probably be sold, whereas only 4% of emission credits will certainly be retained within in the company Š11Ë.===>Rezultati studije objavljeni u časopisu European power news, pokazuju da postoji velika verovatnoća da će 63% rezervi emisionih kredita koje neka kompanija poseduje biti i prodati, dok će dodatnih 33% rezervi biti verovatno prodate, dok će samo 4% emisionih kredita biti sa sigurnošću zadržani u okviru kompanije Š11Ë.)
MATCH@M:(The UN forecasts that in 2012, 2.5 billion emission credits will be offered on the market.===>Predvidjanja UN su da će 2012. godine, u opticaju biti 2.5 milijarde emisionih kredita.)
MATCH@E:(The UN forecasts that in 2012, 2.5 billion emission credits will be offered on the market.===>Predvidjanja UN su da će 2012. godine, u opticaju biti 2.5 milijarde emisionih kredita.)
MATCH@M:(An investment race is predicted for the period to come, for the purpose of investing into projects in the early stage of execution, showing a strong likelihood of obtaining a formal approval from the United Nations Framework Convention on Climate Change (UNC-CC).===>Pretpostavlja se da će u narednom periodu doći do investicione trke, radi investiranja u projekte koji su u ranoj fazi realizacije i koji imaju veliku vero-vatnoću da će dobiti odobrenje United Nations Framework Convention on Climate Change (UNC-CC).)
MATCH@E:(An investment race is predicted for the period to come, for the purpose of investing into projects in the early stage of execution, showing a strong likelihood of obtaining a formal approval from the United Nations Framework Convention on Climate Change (UNCCC).===>Pretpostavlja se da će u narednom periodu doći do investicione trke, radi investiranja u projekte koji su u ranoj fazi realizacije i koji imaju veliku verovatnoću da će dobiti odobrenje United Nations Framework Convention on Climate Change (UNCCC).)
MATCH@M:(At the moment the approval process is very slow, due to the shortage of qualified evaluators.===>Trenutno proces odobravanja odvija se veoma sporo, zbog nedostatka kvlifikovanih procenitelja.)
MATCH@E:(At the moment the approval process is very slow, due to the shortage of qualified evaluators.===>Trenutno proces odobravanja odvija se veoma sporo, zbog nedostatka kvlifikovanih procenitelja.)
MATCH@M:(This is the cause of the current pressure upon the price [6].===>Ovo je razlog trenutnog pritiska na cenu [6].)
MATCH@E:(This is the cause of the current pressure upon the price Š6Ë.===>Ovo je razlog trenutnog pritiska na cenu Š6Ë.)
MATCH@M:(The buyer who is under obligation to observe a defined target value of the pollutant gas emissions, finds CER to be just CER, no more.===>Za kupca koji je u obavezi da ispoštuje odredjenu ciljnu vrednost emisije štetnih gasova, CER je CER.)
MATCH@E:(The buyer who is under obligation to observe a defined target value of the pollutant gas emissions, finds CER to be just CER, no more.===>Za kupca koji je u obavezi da ispoštuje odredjenu ciljnu vrednost emisije štetnih gasova, CER je CER.)
MATCH@M:(The participants who are voluntarily involved in the market have a different view of emission credits.===>Učesnici koji su na tržištu dobrovoljno, drugačije gledaju na emisione kredite.)
MATCH@E:(The participants who are voluntarily involved in the market have a different view of emission credits.===>Učesnici koji su na tržištu dobrovoljno, drugačije gledaju na emisione kredite.)
MATCH@M:(The wind energy based project are in greatest demand, and also the absorption of metane in the Brasilian agricultural communities, by which electricity and heating are provided for distant communities.===>Najtraženiji su projekti koji su bili zasnovani na energiji vetra, ili absorbcija metana u Brazilskim poljoprivrednim zajednicama, koji obez-bedjuje struju i grejanje za udaljene zajednice.)
MATCH@E:(The wind energy based project are in greatest demand, and also the absorption of metane in the Brasilian agricultural communities, by which electricity and heating are provided for distant communities.===>Najtraženiji su projekti koji su bili zasnovani na energiji vetra, ili absorbcija metana u Brazilskim poljoprivrednim zajednicama, koji obezbedjuje struju i grejanje za udaljene zajednice.)
MATCH@M:(The social aspect of the project is a significant characteristic valued by the participants voluntarily involved in the market.===>Socijalni aspekt projekta predstavlja značajnu karakteristiku koju vrednuju učesnici koji su dobrovoljono uključeni na tržište.)
MATCH@E:(The social aspect of the project is a significant characteristic valued by the participants voluntarily involved in the market.===>Socijalni aspekt projekta predstavlja značajnu karakteristiku koju vrednuju učesnici koji su dobrovoljono uključeni na tržište.)
MATCH@M:(Therefore the highest quality projects can be expected to bring in a substantial premium, while the credits earned by less desirable projects will be more difficult to sell [6].===>Iz tog razloga može se očekivati da će projekti najvišeg kvaliteta donositi značajnu premiju, dok će kredite koje će doneti manje poželjni projekti biti teže prodati [6].)
MATCH@E:(Therefore the highest quality projects can be expected to bring in a substantial premium, while the credits earned by less desirable projects will be more difficult to sell Š6Ë.===>Iz tog razloga može se očekivati da će projekti najvišeg kvaliteta donositi značajnu premiju, dok će kredite koje će doneti manje poželjni projekti biti teže prodati Š6Ë.)
MATCH@M:(There is an increasing interest in the carbon market shown by institutional investors, not only in terms of potential rise in the emission credit price, but also in terms of a diversification of their portfolios.===>Povećano je interesovanje institucionalnih investitora za karbonsko tržište, ne samo u smislu potecijalnog rasta cene emisionih kredita, nego u vidu diverzifikacije njihovog portfolia.)
MATCH@E:(There is an increasing interest in the carbon market shown by institutional investors, not only in terms of potential rise in the emission credit price, but also in terms of a diversification of their portfolios.===>Povećano je interesovanje institucionalnih investitora za karbonsko tržište, ne samo u smislu potecijalnog rasta cene emisionih kredita, nego u vidu diverzifikacije njihovog portfolia.)
MATCH@M:(The carbon market displays a low amount of correlation with other segments of financial market in the short-term and the long-term periods.===>Karbonsko tržište pokazuje mali iznos korelacije sa ostalim delovima finansijskog tržišta u kratkoročnom i srednjeročnom periodu.)
MATCH@E:(The carbon market displays a low amount of correlation with other segments of financial market in the short-term and the long-term periods.===>Karbonsko tržište pokazuje mali iznos korelacije sa ostalim delovima finansijskog tržišta u kratkoročnom i srednjeročnom periodu.)
MATCH@M:(The legal obligations of institutional investors in some countries force these investors to pay special attention to climate changes in their analyses as to which companies they will invest into [4].===>Zakonske obaveze koje imaju institucionalni investitori u odredjenim zemljama, obavezuju ih da posebno obrate pažnju na klimatske promene kada vrše analizu u koje kompanije će ulagiti [4].)
MATCH@E:(The legal obligations of institutional investors in some countries force these investors to pay special attention to climate changes in their analyses as to which companies they will invest into Š4Ë.===>Zakonske obaveze koje imaju institucionalni investitori u odredjenim zemljama, obavezuju ih da posebno obrate pažnju na klimatske promene kada vrše analizu u koje kompanije će ulagiti Š4Ë.)
MATCH@M:(In the early days the market makers regarded carbon as definite goods, however, as market develops, their attitudes change.===>U začetku market mejkeri su karbon posmatrali kao odredjenu robu, ali kako se tržište razvija mišljenje se menja.)
MATCH@E:(In the early days the market makers regarded carbon as definite goods, however, as market develops, their attitudes change.===>U začetku market mejkeri su karbon posmatrali kao odredjenu robu, ali kako se tržište razvija mišljenje se menja.)
MATCH@M:(The most important fact is that this market is established by the governments of various countries and it is not subject to classic laws of offer and demand in some goods.===>Najvažnija je činjenica da je ovo tržište osnovano od strane Vlada različitih zemalja i da ne podleže klasičnim zakonima ponude i tražnje odredjene robe.)
MATCH@E:(Fundamentally, we can say there is no limited amount of carbon.the most important fact is that this market is established by the governments of various countries and it is not subject to classic laws of offer and demand in some goods.===>Na fundamentalnom nivou može se reći da ne postoji ograničen iznos ugljenika. ~~~ Najvažnija je činjenica da je ovo tržište osnovano od strane Vlada različitih zemalja i da ne podleže klasičnim zakonima ponude i tražnje odredjene robe.)
BAD_LINE_=============================================================
BAD_LINE_M:The most important fact is that this market is established by the governments of various countries and it is not subject to classic laws of offer and demand in some goods.
BAD_LINE_M:Najvažnija je činjenica da je ovo tržište osnovano od strane Vlada različitih zemalja i da ne podleže klasičnim zakonima ponude i tražnje odredjene robe.
BAD_LINE_E:Fundamentally, we can say there is no limited amount of carbon.the most important fact is that this market is established by the governments of various countries and it is not subject to classic laws of offer and demand in some goods.
BAD_LINE_E:Na fundamentalnom nivou može se reći da ne postoji ograničen iznos ugljenika. ~~~ Najvažnija je činjenica da je ovo tržište osnovano od strane Vlada različitih zemalja i da ne podleže klasičnim zakonima ponude i tražnje odredjene robe.
MATCH@M:(All this shows that carbon becomes a specific type of assets [6].===>Sve ovo ukazuje na to da se ugljenik (karbon) razvija u zasebnu klasu aktive [6].)
MATCH@E:(All this shows that carbon becomes a specific type of assets Š6Ë.===>Sve ovo ukazuje na to da se ugljenik (karbon) razvija u zasebnu klasu aktive Š6Ë.)
MATCH@M:(Due to the failure of credit market in the previous year, hedge funds invested substantial capital into emission credits.===>Zbog kraha kreditnog tržišta u prošloj godini, hedž fondovi su značajna sredstva uložili u emisione kredite.)
MATCH@E:(Due to the failure of credit market in the previous year, hedge funds invested substantial capital into emission credits.===>Zbog kraha kreditnog tržišta u prošloj godini, hedž fondovi su značajna sredstva uložili u emisione kredite.)
MATCH@M:(A significant increase in demand is expected, which led to the emergence of instruments to manage risk on the carbon market.===>Očekuje se da će doći do značajnog rasta tražnje, što je dovelo do pojave instrumenata kojima će moći upravljati rizikom karbonskom tržištu.)
MATCH@E:(A significant increase in demand is expected, which led to the emergence of instruments to manage risk on the carbon market.===>Očekuje se da će doći do značajnog rasta tražnje, što je dovelo do pojave instrumenata kojima će moći upravljati rizikom karbonskom tržištu.)
MATCH@M:(One instrument is the structured product (CDO) which enables the investors to select a risk level they are willing to accept.===>Jedan od instrumenata je strukturirani proizvod (CDO) koji omogućava investitorima da odaberu nivo rizika koji su spremni da private.)
MATCH@E:(One instrument is the structured product (CDO) which enables the investors to select a risk level they are willing to accept.===>Jedan od instrumenata je strukturirani proizvod (CDO) koji omogućava investitorima da odaberu nivo rizika koji su spremni da private.)
MATCH@M:(Insurance companies, too, have begun to offer insurance policies in case the emission credit delivery fails to be effected [3].===>I osiguravajuće kompanije su počele da nude polise osiguranja koje osiguravaju u slučaju da ne dodje do isporuke emisionih kredita [3].)
MATCH@E:(Insurance companies, too, have begun to offer insurance policies in case the emission credit delivery fails to be effected Š3Ë. 9.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Insurance companies, too, have begun to offer insurance policies in case the emission credit delivery fails to be effected [3].
BAD_LINE_M:I osiguravajuće kompanije su počele da nude polise osiguranja koje osiguravaju u slučaju da ne dodje do isporuke emisionih kredita [3].
BAD_LINE_E:Insurance companies, too, have begun to offer insurance policies in case the emission credit delivery fails to be effected Š3Ë. 9.
BAD_LINE_E:
MATCH@M:(Ecology in its broadest sense and climate changes in their narrower sense count among the areas of socially responsible companies’ activities.===>Jedna od oblasti delovanja društveno odgovornih kompanija je i ekologija u širem smislu, odnosno klimatske promene u užem smislu.)
MATCH@E:(Conclusion Ecology in its broadest sense and climate changes in their narrower sense count among the areas of socially responsible companies activities.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Ecology in its broadest sense and climate changes in their narrower sense count among the areas of socially responsible companies’ activities.
BAD_LINE_M:Jedna od oblasti delovanja društveno odgovornih kompanija je i ekologija u širem smislu, odnosno klimatske promene u užem smislu.
BAD_LINE_E:Conclusion Ecology in its broadest sense and climate changes in their narrower sense count among the areas of socially responsible companies activities.
BAD_LINE_E:
MATCH@M:(Carbon market is a relatively new market, artificially created to help fighting climate changes.===>Karbonsko tržište je relativno novo tržište, veštači kreirano, koje pomaže u borbi protiv klimatskih promena.)
MATCH@E:(Carbon market is a relatively new market, artificially created to help fighting climate changes.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Carbon market is a relatively new market, artificially created to help fighting climate changes.
BAD_LINE_M:Karbonsko tržište je relativno novo tržište, veštači kreirano, koje pomaže u borbi protiv klimatskih promena.
BAD_LINE_E:Carbon market is a relatively new market, artificially created to help fighting climate changes.
BAD_LINE_E:
MATCH@M:(Companies can enter this market either of of their own will or in accordance with the regulations issued by the Kyoto Protocole or one of the trading schemes.===>Kompanije se mogu uključiti u ovo tržište bilo na dobrovoljnoj bazi bilo u skladu sa regulativama koje propisuje Kyoto sporazum ili neka od šema trgovanja.)
MATCH@E:(Companies can enter this market either of of their own will or in accordance with the regulations issued by the Kyoto Protocole or one of the trading schemes.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Companies can enter this market either of of their own will or in accordance with the regulations issued by the Kyoto Protocole or one of the trading schemes.
BAD_LINE_M:Kompanije se mogu uključiti u ovo tržište bilo na dobrovoljnoj bazi bilo u skladu sa regulativama koje propisuje Kyoto sporazum ili neka od šema trgovanja.
BAD_LINE_E:Companies can enter this market either of of their own will or in accordance with the regulations issued by the Kyoto Protocole or one of the trading schemes.
BAD_LINE_E:
MATCH@M:(Emission credits can be obtained either from the government of the country in which a company is located or through the project execution, or by purchasing them on the market.===>Emisioni krediti mogu se dobiti bilo od strane Vlade zemlje u kojoj se kompanija nalazi, bilo putem realizacije projekata, bilo njihovom kupovinom na tržitu.)
MATCH@E:(Emission credits can be obtained either from the government of the country in which a company is located or through the project execution, or by purchasing them on the market.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Emission credits can be obtained either from the government of the country in which a company is located or through the project execution, or by purchasing them on the market.
BAD_LINE_M:Emisioni krediti mogu se dobiti bilo od strane Vlade zemlje u kojoj se kompanija nalazi, bilo putem realizacije projekata, bilo njihovom kupovinom na tržitu.
BAD_LINE_E:Emission credits can be obtained either from the government of the country in which a company is located or through the project execution, or by purchasing them on the market.
BAD_LINE_E:
MATCH@M:(Due to the increasing growth of this market and its passage into the second stage in which certain target values of pollutant gases emission (EU ETS) must be observed, companies will be obliged to take into consideration the projects to be executed either through the Joint Implementation Mechanism or through the Clean Development Mechanism in their long-term investment decision making.===>Zbog sve većeg rasta ovog tržišta i njegovog ulaska u drugu fazu u kojoj se moraju ispoštovati odredjene ciljne vrednosti emi-tovanja štetnih gasova (EU ETS), kompanije će prilikom donošenja dugoročnih investicionih odluka morati da uključe u razmatranje projekte koji se realizu-ju bilo po Joint Implementation mehanizmu bilo po Clean Development Mechanism-u.)
MATCH@E:(Due to the increasing growth of this market and its passage into the second stage in which certain target values of pollutant gases emission (EU ETS) must be observed, companies will be obliged to take into consideration the projects to be executed either through the Joint Implementation Mechanism or through the Clean Development Mechanism in their long-term investment decision making.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Due to the increasing growth of this market and its passage into the second stage in which certain target values of pollutant gases emission (EU ETS) must be observed, companies will be obliged to take into consideration the projects to be executed either through the Joint Implementation Mechanism or through the Clean Development Mechanism in their long-term investment decision making.
BAD_LINE_M:Zbog sve većeg rasta ovog tržišta i njegovog ulaska u drugu fazu u kojoj se moraju ispoštovati odredjene ciljne vrednosti emi-tovanja štetnih gasova (EU ETS), kompanije će prilikom donošenja dugoročnih investicionih odluka morati da uključe u razmatranje projekte koji se realizu-ju bilo po Joint Implementation mehanizmu bilo po Clean Development Mechanism-u.
BAD_LINE_E:Due to the increasing growth of this market and its passage into the second stage in which certain target values of pollutant gases emission (EU ETS) must be observed, companies will be obliged to take into consideration the projects to be executed either through the Joint Implementation Mechanism or through the Clean Development Mechanism in their long-term investment decision making.
BAD_LINE_E:
MATCH@M:(In order that the projects and emission credits they realize earn a substantial premium, it is necessary that they have certain social implications, which are in accordance with the concept of socially responsible organization.===>Da bi projekti i emisioni krediti koje oni realizuju ostvarili značajnu premiju potrebno je da oni imaju odredjene socijalne implikacije, što je u skladu sa konceptom društveno odgovorne organizacije.)
MATCH@E:(In order that the projects and emission credits they realize earn a substantial premium, it is necessary that they have certain social implications, which are in accordance with the concept of socially responsible organization.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In order that the projects and emission credits they realize earn a substantial premium, it is necessary that they have certain social implications, which are in accordance with the concept of socially responsible organization.
BAD_LINE_M:Da bi projekti i emisioni krediti koje oni realizuju ostvarili značajnu premiju potrebno je da oni imaju odredjene socijalne implikacije, što je u skladu sa konceptom društveno odgovorne organizacije.
BAD_LINE_E:In order that the projects and emission credits they realize earn a substantial premium, it is necessary that they have certain social implications, which are in accordance with the concept of socially responsible organization.
BAD_LINE_E:
MATCH@M:(In making decisions on investing into certain companies the institutional investors are obliged to report on how much they take into consideration these companies’ care about environmental protection.===>Institucionalni investitori imaju obavezu izveštavanja koliko u obzir prilikom donošenja svojih investicionih odluka uzimaju u razmatranje koliko kompanije u koje ulažu vode računa)
MATCH@E:(In making decisions on investing into certain companies the institutional investors are obliged to report on how much they take into consideration these companies care about envi ronmental protection.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In making decisions on investing into certain companies the institutional investors are obliged to report on how much they take into consideration these companies’ care about environmental protection.
BAD_LINE_M:Institucionalni investitori imaju obavezu izveštavanja koliko u obzir prilikom donošenja svojih investicionih odluka uzimaju u razmatranje koliko kompanije u koje ulažu vode računa
BAD_LINE_E:In making decisions on investing into certain companies the institutional investors are obliged to report on how much they take into consideration these companies care about envi ronmental protection.
BAD_LINE_E:
MATCH@M:(Similarly, institutional investors become the players in this market for the purpose of diversification of their portfolios.===>Takodje, institucionalni investitori javljaju se kao učesnici na ovom tržištu, iz razloga bolje diverzifikacije portfolia.)
MATCH@E:(Similarly, institutional investors become the players in this market for the purpose of diversification of their portfolios.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Similarly, institutional investors become the players in this market for the purpose of diversification of their portfolios.
BAD_LINE_M:Takodje, institucionalni investitori javljaju se kao učesnici na ovom tržištu, iz razloga bolje diverzifikacije portfolia.
BAD_LINE_E:Similarly, institutional investors become the players in this market for the purpose of diversification of their portfolios.
BAD_LINE_E:
MATCH@M:(Carbon market is developing daily.===>Karbonsko tržište svakodnevno se razvija.)
MATCH@E:(Carbon market is developing daily.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Carbon market is developing daily.
BAD_LINE_M:Karbonsko tržište svakodnevno se razvija.
BAD_LINE_E:Carbon market is developing daily.
BAD_LINE_E:
MATCH@M:(A further growth of the market is reflected in the introduction of various financial instruments to protect the carbon market players from risk.===>Dalji razvoj tržišta ogleda se u tome što je došlo do uvodjenja različitih finansijskih instrumenata koji služe zaštiti od rizika učesnika na karbonskom tržištu.)
MATCH@E:(A further growth of the market is reflected in the introduction of various financial instruments to protect the carbon market players from risk.===>)
BAD_LINE_=============================================================
BAD_LINE_M:A further growth of the market is reflected in the introduction of various financial instruments to protect the carbon market players from risk.
BAD_LINE_M:Dalji razvoj tržišta ogleda se u tome što je došlo do uvodjenja različitih finansijskih instrumenata koji služe zaštiti od rizika učesnika na karbonskom tržištu.
BAD_LINE_E:A further growth of the market is reflected in the introduction of various financial instruments to protect the carbon market players from risk.
BAD_LINE_E:
MATCH@M:(Companies which have the obligation of limiting their carbon-dioxide emissions have to allocate substantial capital to honour that obligation.===>Kompanije koje su u obavezi da ograničavaju emito-vanje ugljen dioksida, moraju izdvajati značajna novčana sredstva da bi ispoštovala tu obavezu.)
MATCH@E:(Companies which have the obligation of limiting their carbon-dioxide emissions have to allocate substantial capital to honour that obligation.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Companies which have the obligation of limiting their carbon-dioxide emissions have to allocate substantial capital to honour that obligation.
BAD_LINE_M:Kompanije koje su u obavezi da ograničavaju emito-vanje ugljen dioksida, moraju izdvajati značajna novčana sredstva da bi ispoštovala tu obavezu.
BAD_LINE_E:Companies which have the obligation of limiting their carbon-dioxide emissions have to allocate substantial capital to honour that obligation.
BAD_LINE_E:
MATCH@M:(Such companies are not only burdened by the expences related to regulating the pollutant gases emissions; their socially responsible conduct may attract investors, a new capital, and may result in a more favourable financing they achieve.===>Takve kompanije nemaju samo troškove vezane za regulacije emitova-nja štetnih materija; njihovo društveno odgovorno ponašanje privlači investitore, nov kapital i može uticati na njihovo povoljnije finansiranje.)
MATCH@E:(All these affects their investment decisions. ~~~ Such companies are not only burdened by the expences related to regulating the pollutant gases emissions; their socially responsible conduct may attract investors, a new capital, and may result in a more favourable financing they achieve.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Such companies are not only burdened by the expences related to regulating the pollutant gases emissions; their socially responsible conduct may attract investors, a new capital, and may result in a more favourable financing they achieve.
BAD_LINE_M:Takve kompanije nemaju samo troškove vezane za regulacije emitova-nja štetnih materija; njihovo društveno odgovorno ponašanje privlači investitore, nov kapital i može uticati na njihovo povoljnije finansiranje.
BAD_LINE_E:All these affects their investment decisions. ~~~ Such companies are not only burdened by the expences related to regulating the pollutant gases emissions; their socially responsible conduct may attract investors, a new capital, and may result in a more favourable financing they achieve.
BAD_LINE_E:
MATCH@M:(Such conduct does impose an obligation, however, carbon market offers numerous opportunities for more favourable investments, earning substantial premiums in emission credit trading.===>Karbonsko tržište iako nameće obavezu, ono otvara brojne mogućnosti za povoljnije investiranje, sticanje značajnih premija prilikom trgovanja emisionim kreditima,)
MATCH@E:(Such conduct does impose an obligation, however, carbon market offers numerous opportunities for more favourable investments, earning substantial premiums in emission credit trading.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Such conduct does impose an obligation, however, carbon market offers numerous opportunities for more favourable investments, earning substantial premiums in emission credit trading.
BAD_LINE_M:Karbonsko tržište iako nameće obavezu, ono otvara brojne mogućnosti za povoljnije investiranje, sticanje značajnih premija prilikom trgovanja emisionim kreditima,
BAD_LINE_E:Such conduct does impose an obligation, however, carbon market offers numerous opportunities for more favourable investments, earning substantial premiums in emission credit trading.
BAD_LINE_E:
MATCH@M:(The corporate development can be based on the rise in the number of employees who are studying for the doctoral degree and attend the courses in permanent training and education.===>Razvoj kompanija se može zasnovati na povećanju broja zaposlenih koji studiraju doktorske studije i pohađaju programe obrazovanja tokom čitavog života.)
MATCH@E:(The corporate development can be based on the rise in the number of employees who are studying for the doctoral degree and attend the courses in permanent training and education.===>Razvoj kompanija se može zasnovati na povećanju broja zaposlenih koji studiraju doktorske studije i pohađaju programe obrazovanja tokom čitavog života.)
MATCH@M:(The analysis of the transmission mechanism of alternative measures of fiscal policy used to increase the funds allocated for the university education will help establish whether the larger funds allocated for the university education can be justified.===>Analiza transmisionog mehanizma alternativnih mera fiskalne politike, kojima se povećavaju sredstava za finansiranje visokog obrazovanja, će omogućiti utvrđivanje opravdanosti povećanja alokacije sredstava za visoko obrazovanje.)
MATCH@E:(The analysis of the transmission mechanism of alternative measures of fiscal policy used to increase the funds allocated for the university education will help establish whether the larger funds allocated for the university education can be justified. ~~~ 1.===>Analiza transmisionog mehanizma alternativnih mera fiskalne politike, kojima se povećavaju sredstava za finansiranje visokog obrazovanja, će omogućiti utvrđivanje opravdanosti povećanja alokacije sredstava za visoko obrazovanje. 1.)
MATCH@M:(The starting point of the work is the belief that the larger funds allocated for the purpose of financing university education will have a positive effect upon the development of companies.===>Polazna teza rada je uverenje da će povećanjem sredstava za finansiranje visokog obrazovanja pozitivno uticati na razvoj kompanija.)
MATCH@E:(Introduction The starting point of the work is the belief that the larger funds allocated for the purpose of financing university education will have a positive effect upon the development of companies.===>Uvod Polazna teza rada je uverenje da će povećanjem sredstava za finansiranje visokog obrazovanja pozitivno uticati na razvoj kompanija.)
MATCH@M:(Here we will analyse the effects of alternative measures of fiscal policy the aim of which is the increase in funds to finance university education in Serbia.===>U radu će biti analizirani efekti alternativnih mera fiskalne politike čiji je cilj povećanje sredstava za finansiranje visokog obrazovanja u Srbiji.)
MATCH@E:(Here we will analyse the effects of alternative measures of fiscal policy the aim of which is the increase in funds to finance university education in Serbia.===>U radu će biti analizirani efekti alternativnih mera fiskalne politike čiji je cilj povećanje sredstava za finansiranje visokog obrazovanja u Srbiji.)
MATCH@M:(From the point of view of corporate competitiveness, special importance is attached to the realisation of doctoral studies and permanent training programmes.===>Sa stanovišta povećanja konkurentnosti kompanija posebnu važnost ima realizacija doktorskih studija i programa obrazovanja tokom čitavog života.)
MATCH@E:(From the point of view of corporate competitiveness, special importance is attached to the realisation of doctoral studies and permanent training programmes.===>Sa stanovišta povećanja konkurentnosti kompanija posebnu važnost ima realizacija doktorskih studija i programa obrazovanja tokom čitavog života.)
MATCH@M:(The existing machanism of allocation defined in the Decree (the Government of the Republic of Serbia, 2005) does not recognize nor does it ensure the allocation of funds for financing either doctoral studies or permanent training programmes.===>Postojeći alokativni mehanizam definisan u Uredbi (Vlada Republike Srbije, 2005) ne prepoznaje niti obezbeđuje alokaciju sredstava za finansiranje doktorskih studija ni programa obrazovanja tokom čitavog života.)
MATCH@E:(The existing machanism of allocation defined in the Decree (the Government of the Republic of Serbia, 2005) does not recognize nor does it ensure the allocation of funds for financing either doctoral studies or permanent training programmes.===>Postojeći alokativni mehanizam definisan u Uredbi (Vlada Republike Srbije, 2005) ne prepoznaje niti obezbeđuje alokaciju sredstava za finansiranje doktorskih studija ni programa obrazovanja tokom čitavog života.)
MATCH@M:(The attitudes on the need for neutral allocative role of fiscal policy can be given emphasis to on an academical level, however, in practice, the measures of fiscal policy directly influence the private sector (Rothbard, 1981).===>Iako se na teorijskom nivou mogu isticati stavovi o potrebi neutralne alokativne uloge fiskalne politike, u praksi mere fiskalne politike direktno utiču na privatni sektor (Rothbard, 1981).)
MATCH@E:(The attitudes on the need for neutral allocative role of fiscal policy can be given emphasis to on an academical level, however, in practice, the measures of fiscal policy directly influence the private sector (Rothbard, 1981).===>Iako se na teorijskom nivou mogu isticati stavovi o potrebi neutralne alokativne uloge fiskalne politike, u praksi mere fiskalne politike direktno utiču na privatni sektor (Rothbard, 1981).)
MATCH@M:(If the need to increase the funds for the purposes of financing university education be adopted as a goal, it will be necessary to determine whether and to which extent it is possible to allocate additional funds in the budget (Johnstone, 2003).===>Ukoliko se kao cilj usvoji potreba povećanja sredstava za finansiranje visokog obrazovanja, potrebno je odrediti da li i u kom obimu je u budžetu moguće alocirati dodatna sredstva (Johnstone, 2003).)
MATCH@E:(If the need to increase the funds for the purposes of financing university education be adopted as a goal, it will be necessary to determine whether and to which extent it is possible to allocate additional funds in the budget (Johnstone, 2003).===>Ukoliko se kao cilj usvoji potreba povećanja sredstava za finansiranje visokog obrazovanja, potrebno je odrediti da li i u kom obimu je u budžetu moguće alocirati dodatna sredstva (Johnstone, 2003).)
MATCH@M:(One potential channel for increasing funds for university education is adopting the measures that will stimulate companies to increase the allocation of funds for university education.===>Jedan od potencijalnih kanala povećanja sredstava za visoko obrazovanje je usvajanje mera kojima bi se kompanije stimulisale da povećaju alokaciju sredstava za visoko obrazovanje.)
MATCH@E:(One potential channel for increasing funds for university education is adopting the measures that will stimulate companies to increase the allocation of funds for university education.===>Jedan od potencijalnih kanala povećanja sredstava za visoko obrazovanje je usvajanje mera kojima bi se kompanije stimulisale da povećaju alokaciju sredstava za visoko obrazovanje.)
MATCH@M:(The field of reasearch into the university education financing will focus upon the financing of doctoral studies and the permanent training programmes, since the current academic programmes display the following characteristics:===>Oblast istraživanja finansiranja visokog obrazovanja će biti fokusirana na finansiranje doktorskih studija i programa obrazovanja tokom čitavog života, jer dati akademski programi imaju sledeća obeležja:)
MATCH@E:(Effects of increase of funds for university education upon the development of companies The field of reasearch into the university education financing will focus upon the financing of doctoral studies and the permanent training programmes, since the current academic programmes display the following characteristics: 1.===>Efekti povećanja sredstava za visoko obrazovanje na razvoj kompanija Oblast istraživanja finansiranja visokog obrazovanja će biti fokusirana na finansiranje doktorskih studija i programa obrazovanja tokom čitavog života, jer dati akademski programi imaju sledeća obeležja: ~~~ 1.)
MATCH@M:(The importance of doctoral studies is reflected in the very contents of the teaching process, which consists of the educational and the scientific-reasearch work.===>Značaj doktorskih studija se ogleda u samom sadržaju nastavnog procesa, koji je sastavljen od obrazovnog i naučno- istraživačkog rada.)
MATCH@E:(Doctoral studies The importance of doctoral studies is reflected in the very contents of the teaching process, which consists of the educational and the scientific-reasearch work.===>Doktorske studije Značaj doktorskih studija se ogleda u samom sadržaju nastavnog procesa, koji je sastavljen od obrazovnog i naučno- istraživačkog rada.)
MATCH@M:(Hence having completed the doctoral studies, the students are competent to conduct reasearch independently.===>Samim tim, studenti se po završetku doktorskih studija osposobljavaju za samostalan istraživački rad.)
MATCH@E:(Hence having completed the doctoral studies, the students are competent to conduct reasearch independently.===>Samim tim, studenti se po završetku doktorskih studija osposobljavaju za samostalan istraživački rad.)
MATCH@M:(Apart from universities and institutes, the reasearch can be conducted in companies as well.===>Nakon završetka studija istraživački rad se, osim na univerzitetima i institutima, može sprovoditi i u kompanijama.)
MATCH@E:(Apart from universities and institutes, the reasearch can be conducted in companies as well.===>Nakon završetka studija istraživački rad se, osim na univerzitetima i institutima, može sprovoditi i u kompanijama.)
MATCH@M:(The reasearch work of the employees may be a significant factor of improving competitiveness and development of companies.===>Istraživački rad zaposlenih može predstavljati važan faktor unapređenja konkurentnosti i razvoja kompanija.)
MATCH@E:(The reasearch work of the employees may be a significant factor of improving competitiveness and development of companies.===>Istraživački rad zaposlenih može predstavljati važan faktor unapređenja konkurentnosti i razvoja kompanija. 2.)
MATCH@M:(Permanent training programmes play a very important role in improving and modernizing the knowledge of the employees who completed their education processes and have since never been in contact with new theoretic and empiric achievements.===>Programi obrazovanja tokom čitavog života imaju važnu ulogu u unapređenju i osavremenjavanju znanja zaposlenih, koji su obrazovni proces završili i nakon toga više nisu imali kontakta sa novim teorijskim i empirijskim dostignućima.)
MATCH@E:(2. ~~~ Permanent training programmes Permanent training programmes play a very important role in improving and modernizing the knowledge of the employees who completed their education processes and have since never been in contact with new theoretic and empiric achievements.===>Programi obrazovanja tokom čitavog života Programi obrazovanja tokom čitavog života imaju važnu ulogu u unapređenju i osavremenjavanju znanja zaposlenih, koji su obrazovni proces završili i nakon toga više nisu imali kontakta sa novim teorijskim i empirijskim dostignućima.)
MATCH@M:(The structure of tuition at the doctoral studies and the permanent training programmes forms the basis for a sustainable economic growth over a long-term period.===>Struktura nastavnog procesa na doktorskim studijama i programima obrazovanja tokom čitavog života stvara osnovu za održivi razvoj privrede u dugom roku.)
MATCH@E:(The structure of tuition at the doctoral studies and the permanent training programmes forms the basis for a sustainable economic growth over a long-term period.===>Struktura nastavnog procesa na doktorskim studijama i programima obrazovanja tokom čitavog života stvara osnovu za održivi razvoj privrede u dugom roku.)
MATCH@M:(The competitiveness of companies whose employees follow these programmes grows as a result of developing innovation (doctoral studies) and a continuous improvement of knowledge and skills (permanent training).===>Konkurentnost kompanija, čije zaposleni studiraju navedene programe, se povećava razvojem inovativnosti (doktorske studije) i kontinualnim unapređenjem znanja i veština (obrazovanje tokom čitavog života).)
MATCH@E:(The competitiveness of companies whose employees follow these programmes grows as a result of developing innovation (doctoral studies) and a continuous improvement of knowledge and skills (permanent training).===>Konkurentnost kompanija, čije zaposleni studiraju navedene programe, se povećava razvojem inovativnosti (doktorske studije) i kontinualnim unapređenjem znanja i veština (obrazovanje tokom čitavog života).)
MATCH@M:(In numerous studies a qualitative reasearch was conducted into a cause-effect ratio between the effect of an increased level of education upon qualification and the resulting rise in the individual's income on the micro plane.===>Postoje brojne studije koje su kvalitativno istraživale uzročno- posledičnu vezu uticaja povećanja nivoa obrazovanja na povećanje kvalifikacija i posledično povećanje dohotka pojedinca na mikro nivou.)
MATCH@E:(In numerous studies a qualitative reasearch was conducted into a cause-effect ratio between the effect of an increased level of education upon qualification and the resulting rise in the individual's income on the micro plane.===>Postoje brojne studije koje su kvalitativno istraživale uzročno- posledičnu vezu uticaja povećanja nivoa obrazovanja na povećanje kvalifikacija i posledično povećanje dohotka pojedinca na mikro nivou.)
MATCH@M:(The reason for this attitude is based on equalizing investments into people to investments into capital.===>Osnova datog uverenja se zasniva na izjednačavanju ulaganja u ljude sa ulaganjem u kapital.)
MATCH@E:(The reason for this attitude is based on equalizing investments into people to investments in to capital.===>Osnova datog uverenja se zasniva na izjednačavanju ulaganja u ljude sa ulaganjem u kapital.)
MATCH@M:(Hence the increased investments result in increased productivity (Becker, 1975).===>Iz toga proističe da se sa povećanjem ulaganja povećava i produktivnost (Becker, 1975).)
MATCH@E:(Hence the increased investments result in increased productivity (Becker, 1975).===>Iz toga proističe da se sa povećanjem ulaganja povećava i produktivnost (Becker, 1975).)
MATCH@M:(It is necessary, however, to determine to which extent the increase in the level of education affects the rise in the individual's income, i.e., whether the increase in the education level has a crucial impact upon the rise of the individual's income.===>Međutim, potrebno je utvrditi u kojoj meri povećanje nivoa obrazovanja utiče na povećanje dohotka pojedinca, odnosno da li je povećanje nivoa obrazovanja ima presudnu ulogu na povećanje dohotka pojedinca.)
MATCH@E:(It is necessary, however, to determine to which extent the increase in the level of education affects the rise in the individual's income, i.e., whether the increase in the education level has a crucial impact upon the rise of the individual's income.===>Međutim, potrebno je utvrditi u kojoj meri povećanje nivoa obrazovanja utiče na povećanje dohotka pojedinca, odnosno da li je povećanje nivoa obrazovanja ima presudnu ulogu na povećanje dohotka pojedinca.)
MATCH@M:(The alpha factor marks the correlation of additional education share in the rise of the income an individual earns (Glennester, 1998).===>Faktor alfa označava korelaciju učešća dodatnog obrazovanja u povećanju dohotka koji pojedinac ostvaruje (Glennerster, 1998).)
MATCH@E:(The alpha factor marks the correlation of additional education share in the rise of the income an individual earns (Glennester, 1998).===>Faktor alfa označava korelaciju učešća dodatnog obrazovanja u povećanju dohotka koji pojedinac ostvaruje (Glennerster, 1998).)
MATCH@M:(In this work we present a hypothesis that the value of the alpha factor = 0.6 (that is, that 60 per cent of additional income is the result of additional education, whereas the remaining 40 per cent of additional income is earned on the basis of natural capacities).===>U radu se iznosi pretpostavka da je vrednost faktora alfa= 0, 6 (odnosno da je 60% dodatnog dohotka uzrokovano većim nivoom obrazovanja, a da se ostatak od 40% dodatnog dohotka ostvaruje na osnovu prirodnih sposobnosti).)
MATCH@E:(In this work we present a hypothesis that the value of the alpha factor = 0.6 (that is, that 60 per cent of additional income is the result of additional education, whereas the remaining 40 per cent of additional income is earned on the basis of natural capacities).===>U radu se iznosi pretpostavka da je vrednost faktora alfa= 0, 6 (odnosno da je 60% dodatnog dohotka uzrokovano većim nivoom obrazovanja, a da se ostatak od 40% dodatnog dohotka ostvaruje na osnovu prirodnih sposobnosti).)
MATCH@M:(Therefore, the prevailing role in the individual's income increase is directly related to the increase in the level of education.===>Dakle, preovla-đujuća uloga u povećanju dohotka pojedinca se direktno povezana sa povećanjem nivoa obrazovanja.)
MATCH@E:(Therefore, the prevailing role in the individual's income increase is directly related to the increase in the level of education.===>Dakle, preovlađujuća uloga u povećanju dohotka pojedinca se direktno povezana sa povećanjem nivoa obrazovanja.)
MATCH@M:(Although the reaserch so far can be conditionally approved of, due to the arbitrary calcualted alpha factor (and the variables affecting the alpha factor), the increase in education clearly has a dominant impact upon generating additional income.===>Iako bi se prethodno istraživanje moglo uslovno prihvatiti zbog arbitrernog izračunavanja faktora alfa (i varijabli koje utiču na vrednost faktora alfa), nesumnjivo je da povećanje obrazovanja ima dominantan uticaj na generisanje dodatnog dohotka.)
MATCH@E:(Although the reaserch so far can be conditionally approved of, due to the arbitrary calcualted alpha factor (and the variables affecting the alpha factor), the increase in education clearly has a dominant impact upon generating additional income.===>Iako bi se prethodno istraživanje moglo uslovno prihvatiti zbog arbitrernog izračunavanja faktora alfa (i varijabli koje utiču na vrednost faktora alfa), nesumnjivo je da povećanje obrazovanja ima dominantan uticaj na generisanje dodatnog dohotka.)
MATCH@M:(Natural capacity, albeit an important factor of production, only forms the basis necessary for the production process to be performed.===>Prirodne sposobnosti, iako predstavljaju značajan proizvodni faktor, čine samo osnovu koja je potrebna da bi se ostvarivao proizvodni proces.)
MATCH@E:(Natural capacity, albeit an important factor of production, only forms the basis necessary for the production process to be performed.===>Prirodne sposobnosti, iako predstavljaju značajan proizvodni faktor, čine samo osnovu koja je potrebna da bi se ostvarivao proizvodni proces.)
MATCH@M:(An important aspect is also the awareness of a manifest fact that the offer of natural capacities is limited.===>Važan aspekt predstavlja i sagledavanje opštepoznate činjenice da je ponuda prirodnih sposobnosti je ograničena.)
MATCH@E:(An important aspect is also the awareness of a manifest fact that the offer of natural capacities is limited.===>Važan aspekt predstavlja i sagledavanje opštepoznate činjenice da je ponuda prirodnih sposobnosti je ograničena.)
MATCH@M:(Unless these natural capacities are upgraded by modern knowledge and skills, the productivity will obviously decrease.===>U slučaju da se prirodne sposobnosti ne nadograđuju savre-menim znanjem i veštinama, nesumnjivo se može zaključiti da će se produktivnost smanjivati.)
MATCH@E:(Unless these natural capacities are upgraded by modern knowledge and skills, the productivity will obviously decrease.===>U slučaju da se prirodne sposobnosti ne nadograđuju savremenim znanjem i veštinama, nesumnjivo se može zaključiti da će se produktivnost smanjivati.)
MATCH@M:(On the basis of the attitudes presented we can draw a conclusion that an optimal effect upon the economic development can be achieved only if conditions are created for a continuous improvement of the employees' knowledge and skills.===>Na osnovu iznetih stavova se može zaključiti da se optimalan efe-kat na razvoj privrede može postići jedino u slučaju stvaranja uslova za kontinualno unapređenje znanja i veština zaposlenih.)
MATCH@E:(On the basis of the attitudes presented we can draw a conclusion that an optimal effect upon the economic development can be achieved only if conditions are created for a continuous improvement of the employees' knowledge and skills. ~~~ 3.===>Na osnovu iznetih stavova se može zaključiti da se optimalan efekat na razvoj privrede može postići jedino u slučaju stvaranja uslova za kontinualno unapređenje znanja i veština zaposlenih. da za navedene namene ne bi imalo značajniji negativan uticaj na budžetski bilans u kratkom roku.)
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BAD_LINE_M:On the basis of the attitudes presented we can draw a conclusion that an optimal effect upon the economic development can be achieved only if conditions are created for a continuous improvement of the employees' knowledge and skills.
BAD_LINE_M:Na osnovu iznetih stavova se može zaključiti da se optimalan efe-kat na razvoj privrede može postići jedino u slučaju stvaranja uslova za kontinualno unapređenje znanja i veština zaposlenih.
BAD_LINE_E:On the basis of the attitudes presented we can draw a conclusion that an optimal effect upon the economic development can be achieved only if conditions are created for a continuous improvement of the employees' knowledge and skills. ~~~ 3.
BAD_LINE_E:Na osnovu iznetih stavova se može zaključiti da se optimalan efekat na razvoj privrede može postići jedino u slučaju stvaranja uslova za kontinualno unapređenje znanja i veština zaposlenih. da za navedene namene ne bi imalo značajniji negativan uticaj na budžetski bilans u kratkom roku.
MATCH@M:(Increasing funds for financing doctoral studies and permanent training programmes is possible to achieve by either increasing public expenditures or determining tax reliefs for the companies.===>Povećanje sredstava za finansiranje doktorskih studija i programa obrazovanja tokom čitavog života je moguće sprovesti povećanjem javnih rashoda ili utvrđivanjem poreskih olakšica za kompanije.)
MATCH@E:(Possible solutions to the issue of increasing funds for university education Increasing funds for financing doctoral studies and permanent training programmes is possible to achieve by either increasing public expenditures or determining tax reliefs for the companies.===>)
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BAD_LINE_M:Increasing funds for financing doctoral studies and permanent training programmes is possible to achieve by either increasing public expenditures or determining tax reliefs for the companies.
BAD_LINE_M:Povećanje sredstava za finansiranje doktorskih studija i programa obrazovanja tokom čitavog života je moguće sprovesti povećanjem javnih rashoda ili utvrđivanjem poreskih olakšica za kompanije.
BAD_LINE_E:Possible solutions to the issue of increasing funds for university education Increasing funds for financing doctoral studies and permanent training programmes is possible to achieve by either increasing public expenditures or determining tax reliefs for the companies.
BAD_LINE_E:
MATCH@M:(On the academic level, the decision of the state on the increase in public expenditures for the purpose of financing the doctoral studies and the permanent training programmes has a negative impact upon the budgetary balance, decreases the level of national savings, consequently putting pressure towards increasing a balanced interest rate and decreasing investments.===>Na teorijskom nivou, odluka države o povećanju javnih rashoda za finansiranje doktorskih studija i realizaciju programa obrazovanja tokom čitavog života negativno utiče na budžetski bilans, smanjuje nivo nacionalne štednje, čime se stvara pritisak na povećanje ravnotežne kamatne stope i smanjenje investicija.)
MATCH@E:(On the academic level, the decision of the state on the increase in public expenditures for the purpose of financing the doctoral studies and the permanent training programmes has a negative impact upon the budgetary balance, decreases the level of national savings, consequently putting pressure towards increasing a balanced interest rate and decreasing investments.===>)
BAD_LINE_=============================================================
BAD_LINE_M:On the academic level, the decision of the state on the increase in public expenditures for the purpose of financing the doctoral studies and the permanent training programmes has a negative impact upon the budgetary balance, decreases the level of national savings, consequently putting pressure towards increasing a balanced interest rate and decreasing investments.
BAD_LINE_M:Na teorijskom nivou, odluka države o povećanju javnih rashoda za finansiranje doktorskih studija i realizaciju programa obrazovanja tokom čitavog života negativno utiče na budžetski bilans, smanjuje nivo nacionalne štednje, čime se stvara pritisak na povećanje ravnotežne kamatne stope i smanjenje investicija.
BAD_LINE_E:On the academic level, the decision of the state on the increase in public expenditures for the purpose of financing the doctoral studies and the permanent training programmes has a negative impact upon the budgetary balance, decreases the level of national savings, consequently putting pressure towards increasing a balanced interest rate and decreasing investments.
BAD_LINE_E:
MATCH@M:(The accumulation of budgetary deficits in a long-term period increases the level of public debt, shifting the burden of too big present public expenditures to future generations.===>Akumulacija budžetskih deficita u dužem periodu povećava nivo javnog duga, čime se teret prevelike javne potrošnje u sadašnjosti prenosi na buduće generacije.)
MATCH@E:(The accumulation of budgetary deficits in a long-term period increases the level of public debt, shifting the burden of too big present public expenditures to future generations.===>)
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BAD_LINE_M:The accumulation of budgetary deficits in a long-term period increases the level of public debt, shifting the burden of too big present public expenditures to future generations.
BAD_LINE_M:Akumulacija budžetskih deficita u dužem periodu povećava nivo javnog duga, čime se teret prevelike javne potrošnje u sadašnjosti prenosi na buduće generacije.
BAD_LINE_E:The accumulation of budgetary deficits in a long-term period increases the level of public debt, shifting the burden of too big present public expenditures to future generations.
BAD_LINE_E:
MATCH@M:(On the other hand, in practice, the increase in public expenditures for the abovementioned purposes would not have any significant negative effects upon the budgetary balance over a short-term period.===>Sa druge strane u praksi, povećanje javnih rashoda za navedene namene ne bi imalo značajniji negativan uticaj na budžetski bilans u kratkom roku.)
MATCH@E:(On the other hand, in practice, the increase in public expenditures for the abovementioned purposes would not have any significant negative effects upon the budgetary balance over a short-term period.===>)
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BAD_LINE_M:On the other hand, in practice, the increase in public expenditures for the abovementioned purposes would not have any significant negative effects upon the budgetary balance over a short-term period.
BAD_LINE_M:Sa druge strane u praksi, povećanje javnih rashoda za navedene namene ne bi imalo značajniji negativan uticaj na budžetski bilans u kratkom roku.
BAD_LINE_E:On the other hand, in practice, the increase in public expenditures for the abovementioned purposes would not have any significant negative effects upon the budgetary balance over a short-term period.
BAD_LINE_E:
MATCH@M:(The analysis of potential negative effects of the increase in public expenditures upon the macroeconomic stability in a short-term period has to be supplemented by the long-term effects.===>Razmatranje potencijalnih negativnih efekata povećanja javnih rashoda na makroekonomsku stabilnost u kratkom roku je potrebno upotpuniti efektima u dugom roku.)
MATCH@E:(The analysis of potential negative effects of the increase in public expenditures upon the macroeconomic stability in a short-term period has to be supplemented by the long-term effects.===>Razmatranje potencijalnih negativnih efekata povećanja javnih rashoda na makroekonomsku stabilnost u kratkom roku je potrebno upotpuniti efektima u dugom roku.)
MATCH@M:(Namely, in case the gross national product increases over a long-term period as a consequence of larger investment into education, then a resulting increase in public revenues will make it possible to service the accumulated public debt.===>Naime, ukoliko se u dugom roku kao posle-dica većeg ulaganja u obrazovanje poveća bruto domaći proizvod, onda će posledično povećanje javnih prihoda omogućiti servisiranje akumuliranog javnog duga.)
MATCH@E:(Namely, in case the gross national product increases over a long-term period as a consequence of larger investment into education, then a resulting increase in public revenues will make it possible to service the accumulated public debt.===>Naime, ukoliko se u dugom roku kao posledica većeg ulaganja u obrazovanje poveća bruto domaći proizvod, onda će posledično povećanje javnih prihoda omogućiti servisiranje akumuliranog javnog duga.)
MATCH@M:(The transmission channel of increasing public expenditures for university education is specific, since the period in which the effects will be visible cannot be foreseen at the moment the measures are adopted.===>Transmisioni kanal povećanja javnih rashoda za visoko obrazovanje je specifičan, jer se pri usvajanju mera ne može unapred predvideti trajanje perioda u kome će nastupiti efekti.)
MATCH@E:(The transmission channel of increasing public expenditures for university education is specific (Stiglitz, 2004), since the period in which the effects will be visible cannot be foreseen at the moment the measures are adopted.===>Transmisioni kanal povećanja javnih rashoda za visoko obrazovanje je specifičan (Stiglitz, 2004), jer se pri usvajanju mera ne može unapred predvideti trajanje perioda u kome će nastupiti efekti.)
MATCH@M:(The basic obstacle for predicting the effects is that it is not possible to establish the average duration and success of studies, especially not finding employment upon graduation.===>Osnovna prepreka za predviđanje efekata je nemogućnost utvrđivanja proseka trajanja i uspešnosti studiranja, a posebno za-pošljivosti nakon završetka studija.)
MATCH@E:(The basic obstacle for predicting the effects is that it is not possible to establish the average duration and success of studies, especially not finding employment upon graduation.===>Osnovna prepreka za predviđanje efekata je nemogućnost utvrđivanja proseka trajanja i uspešnosti studiranja, a posebno zapošljivosti nakon završetka studija.)
MATCH@M:(The positive effects of the increase in public expenditures on macroeconomic stability can therefore be expected only upon the completion of the study cycle of the first generations which is financed according to a new system and upon their employment.===>Pozitivni efekti po makroekonomsku stabilnost se stoga mogu očekivati povećanje javnih prihoda tek nakon završetka ciklusa studiranja prvih generacija po novom sistemu finansi-ranja i njihovog zapošljavanja.)
MATCH@E:(The positive effects of the increase in public expenditures on macroeconomic stability can therefore be expected only upon the completion of the study cycle of the first generations which is financed according to a new system and upon their employment.===>Pozitivni efekti po makroekonomsku stabilnost se stoga mogu očekivati povećanje javnih prihoda tek nakon završetka ciklusa studiranja prvih generacija po novom sistemu finansiranja i njihovog zapošljavanja.)
MATCH@M:(The changes in taxation can influence the changes in the behaviour of the private sector.===>Promenama poreskog opterećenja je moguće uticati na promene ponašanja u privatnom sektoru.)
MATCH@E:(The changes in taxation can influence the changes in the behaviour of the private sector (Feldstein, 2008).===>Promenama poreskog opterećenja je moguće uticati na promene ponašanja u privatnom sektoru (Feldstein, 2008).)
MATCH@M:(The majority of Serbian companies are not yet sufficiently aware of the need to invest into the additional knowledge of their employees, therefore it is necessary that these companies be in a short-time period stimulated by tax reliefs, so that they can allocate part of their funds into improving their employees' knowledge.===>Većina kompanija u Srbiji nema dovoljno razvijenu svest o potrebi ulaganja u dodatno znanje zaposlenih, te je u kratkom roku potrebno stimulisati kompanije poreskim olakšicama, kako bi kompanije aloci-rale deo sredstava u unapređenje znanja zaposlenih.)
MATCH@E:(The majority of Serbian companies are not yet sufficiently aware of the need to invest into the additional knowledge of their employees, therefore it is necessary that these companies be in a short-time period stimulated by tax reliefs, so that they can allocate part of their funds into improving their employees' knowledge.===>Većina kompanija u Srbiji nema dovoljno razvijenu svest o potrebi ulaganja u dodatno znanje zaposlenih, te je u kratkom roku potrebno stimulisati kompanije poreskim olakšicama, kako bi kompanije alocirale deo sredstava u unapređenje znanja zaposlenih.)
MATCH@M:(The desired effect, the increase in the funds for the purpose of financing university education, can be achieved by fiscal policy measures by which the companies will be encouraged to finance the studies and attendance of given academic programmes for their employees.===>Postizanje željenog efekta, povećanja sredstava za finansiranje visokog obrazovanja, se može postići mera-ma fiskalne politike kojima bi kompanije bile stimuli-sane da finansiraju studiranje i pohađanje navedenih akademskih programa za svoje zaposlene.)
MATCH@E:(The desired effect, the increase in the funds for the purpose of financing university education, can be achieved by fiscal policy measures by which the companies will be encouraged to finance the studies and attendance of given academic programmes for their employees.===>Postizanje željenog efekta, povećanja sredstava za finansiranje visokog obrazovanja, se može postići merama fiskalne politike kojima bi kompanije bile stimulisane da finansiraju studiranje i pohađanje navedenih akademskih programa za svoje zaposlene. 3.)
MATCH@M:(A most appropriate form of taxation for enforcing the proposed measures is the capital gains tax.===>Najadekvatniji poreski oblik za sprovođenje predloženih mera je porez na dobit korporacija.)
MATCH@E:(A most appropriate form of taxation for enforcing the proposed measures is the capital gains tax.===>Najadekvatniji poreski oblik za sprovođenje predloženih mera je porez na dobit korporacija.)
MATCH@M:(It is necessary that the allocation mechanism of public expenditures be compared to the allocation mechanism of the tax concessions.===>Potrebno je zakonski utvrditi limit (odgovarajući procentualni iznos) do koga bi rashodi kompanije za finansiranje doktorskih studija i programa obrazovanja tokom čitavog života bili izuzeti iz poreske osnovice poreza na dobit korporacija (poreski odbitak).)
MATCH@E:(It is necessary that the allocation mechanism of public expenditures be compared to the allocation mechanism of the tax concessions.===>Sa druge strane u praksi, povećanje javnih rasho Alokativni mehanizam povećanja javnih rashoda je potrebno uporediti sa alokativnim mehanizmom smanjenja poreskog opterećenja.)
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BAD_LINE_M:It is necessary that the allocation mechanism of public expenditures be compared to the allocation mechanism of the tax concessions.
BAD_LINE_M:Potrebno je zakonski utvrditi limit (odgovarajući procentualni iznos) do koga bi rashodi kompanije za finansiranje doktorskih studija i programa obrazovanja tokom čitavog života bili izuzeti iz poreske osnovice poreza na dobit korporacija (poreski odbitak).
BAD_LINE_E:It is necessary that the allocation mechanism of public expenditures be compared to the allocation mechanism of the tax concessions.
BAD_LINE_E:Sa druge strane u praksi, povećanje javnih rasho Alokativni mehanizam povećanja javnih rashoda je potrebno uporediti sa alokativnim mehanizmom smanjenja poreskog opterećenja.
MATCH@M:(On an academic level, it is possible to identify the arguments in favour of either approach, however, in the case observed, the decrease in taxation would create a significant external effect.===>Iako je na teorijskom planu moguće identifikovati argumente koji govore u prilog i jednog i drugog pristupa, u posmatranom slučaju smanjenje poreskog opterećenja bi se stvorilo važan eksterni efekat.)
MATCH@E:(On an academic level, it is possi ble to identify the arguments in favour of either approach, however, in the case observed, the decrease in taxation would create a significant external effect.===>Iako je na teorijskom planu moguće identifikovati argumente koji govore u prilog i jednog i drugog pristupa, u posmatranom slučaju smanjenje poreskog opterećenja bi se stvorilo važan eksterni efekat.)
MATCH@M:(The transfer of resources allocation from the public into the private sector would allow for the creation of a feedback between the private sector and the university education by establishing the study curricula/programmes that offer the knowledge and skills required and applicable in the corporate evelopment and business.===>Prenošenje alokacije resursa iz javnog u privatni sektor bi omogućilo stvaranje povratne sprege između privatnog sektora i visokog obrazovanja utvrđivanjem studijskih programa kojiružaju znanja i veštine potrebne i primenljive u razvoju i poslovanju kompanije.)
MATCH@E:(The transfer of resources allocation from the public into the private sector would allow for the creation of a feedback between the private sector and the university education by establishing the study curricula/programmes that offer the knowledge and skills required and applicable in the corporate evelopment and business.===>Prenošenje alokacije resursa iz javnog u privatni sektor bi omogućilo stvaranje povratne sprege između privatnog sektora i visokog obrazovanja utvrđivanjem studijskih programa koji pružaju znanja i veštine potrebne i primenljive u razvoju i poslovanju kompanije.)
MATCH@M:(1.	in case the public expenditures are increased, the effect upon the budget deficit is direct, since the overall increase in the public expenditures increases the budgetary deficit, whereas in the case of tax deductions (decrease in public revenues) the effect upon the budgetary deficit is indirect.===>1.	u slučaju povećanja javnih rashoda, uticaj na budžetski deficit je direktan jer celokupno povećanje javnih rashoda povećava budžetski deficit, dok je u slučaju poreskih odbitaka ( smanjenjem javnih prihoda) uticaj na budžetski deficit indirektan.)
MATCH@E:(The proposed solution has four advantages compared to that of the increase in the public expenditures: 1. in case the public expenditures are increased, the effect upon the budget deficit is direct, since the overall increase in the public expenditures increases the budgetary deficit, whereas in the case of tax deductions (decrease in public revenues) the effect upon the budgetary deficit is indirect.===>Navedeno rešenje ima četiri prednosti u odnosu na povećanje javnih rashoda:)
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BAD_LINE_M:1.	in case the public expenditures are increased, the effect upon the budget deficit is direct, since the overall increase in the public expenditures increases the budgetary deficit, whereas in the case of tax deductions (decrease in public revenues) the effect upon the budgetary deficit is indirect.
BAD_LINE_M:1.	u slučaju povećanja javnih rashoda, uticaj na budžetski deficit je direktan jer celokupno povećanje javnih rashoda povećava budžetski deficit, dok je u slučaju poreskih odbitaka ( smanjenjem javnih prihoda) uticaj na budžetski deficit indirektan.
BAD_LINE_E:The proposed solution has four advantages compared to that of the increase in the public expenditures: 1. in case the public expenditures are increased, the effect upon the budget deficit is direct, since the overall increase in the public expenditures increases the budgetary deficit, whereas in the case of tax deductions (decrease in public revenues) the effect upon the budgetary deficit is indirect.
BAD_LINE_E:Navedeno rešenje ima četiri prednosti u odnosu na povećanje javnih rashoda:
MATCH@M:(2.	the increase in the public expenditures for the purpose of financing university education is strongly irreversible, since in unfavourable market conditions it is very difficult to enforce the decrease in public expenditures (such measures would cause the dissatisfaction of the employees, the blockade of the already launched projects ...).===>2.	povećanje javnih rashoda za finansiranje visokog obrazovanja je izrazito ireverzibilno jer je veoma teško u slučaju nepovoljnih tržišnih prilika sprovesti smanjenje javnih rashoda ( takve mere bi izazvale nezadovoljstvo zaposlenih, blokiranje započetih projekta...).)
MATCH@E:(2. the increase in the public expenditures for the purpose of financing university education is strongly irreversible, since in unfavourable market conditions it is very difficult to enforce the decrease in public expenditures (such measures would cause the dissatisfaction of the employees, the blockade of the already launched projects ...).===>1. u slučaju povećanja javnih rashoda, uticaj na budžetski deficit je direktan jer celokupno povećanje javnih rashoda povećava budžetski deficit, dok je u slučaju poreskih odbitaka ( smanjenjem javnih prihoda) uticaj na budžetski deficit indirektan. 2. povećanje javnih rashoda za finansiranje visokog obrazovanja je izrazito ireverzibilno jer je veoma teško u slučaju nepovoljnih tržišnih prilika sprovesti smanjenje javnih rashoda ( takve mere bi izazvale nezadovoljstvo zaposlenih, blokiranje započetih projekta...).)
BAD_LINE_=============================================================
BAD_LINE_M:2.	the increase in the public expenditures for the purpose of financing university education is strongly irreversible, since in unfavourable market conditions it is very difficult to enforce the decrease in public expenditures (such measures would cause the dissatisfaction of the employees, the blockade of the already launched projects ...).
BAD_LINE_M:2.	povećanje javnih rashoda za finansiranje visokog obrazovanja je izrazito ireverzibilno jer je veoma teško u slučaju nepovoljnih tržišnih prilika sprovesti smanjenje javnih rashoda ( takve mere bi izazvale nezadovoljstvo zaposlenih, blokiranje započetih projekta...).
BAD_LINE_E:2. the increase in the public expenditures for the purpose of financing university education is strongly irreversible, since in unfavourable market conditions it is very difficult to enforce the decrease in public expenditures (such measures would cause the dissatisfaction of the employees, the blockade of the already launched projects ...).
BAD_LINE_E:1. u slučaju povećanja javnih rashoda, uticaj na budžetski deficit je direktan jer celokupno povećanje javnih rashoda povećava budžetski deficit, dok je u slučaju poreskih odbitaka ( smanjenjem javnih prihoda) uticaj na budžetski deficit indirektan. 2. povećanje javnih rashoda za finansiranje visokog obrazovanja je izrazito ireverzibilno jer je veoma teško u slučaju nepovoljnih tržišnih prilika sprovesti smanjenje javnih rashoda ( takve mere bi izazvale nezadovoljstvo zaposlenih, blokiranje započetih projekta...).
MATCH@M:(Investments into university education results into the increase of the human capital, which enhances the competitiveness of the economy.===>Ulaganje u visoko obrazovanje povećava humani kapital, čime se pozitivno utiče i na povećanje konkurentnosti privrede.)
MATCH@E:(Conclusion Investments into university education results into the increase of the human capital, which enhances the competitiveness of the economy.===>Zaključak Ulaganje u visoko obrazovanje povećava humani kapital, čime se pozitivno utiče i na povećanje konkurentnosti privrede.)
MATCH@M:(The challenges to the development of small economies will be based on improving the existing resources management, development of innovation and continual development of knowledge.===>Izazovi razvoja modernih privreda će se bazirati na unapređenju upravljanja postojećim resursima, razvoju inovacija i kontinualnom razvoju znanja.)
MATCH@E:(The challenges to the development of small economies will be based on improving the existing resources management, development of innovation and continual development of knowledge.===>Izazovi razvoja modernih privreda će se bazirati na unapređenju upravljanja postojećim resursima, razvoju inovacija i kontinualnom razvoju znanja.)
MATCH@M:(Therefore the prerogative of any society that tends to develop and improve the standard of living is to increase the funds allocated for financing university education on the macro level.===>Stoga je prerogativ svakog društva, koje teži razvoju i povećanju životnog standarda, povećanje sredstava za finansiranje visokog obrazovanja na makro nivou.)
MATCH@E:(Therefore the prerogative of any society that tends to develop and improve the standard of living is to increase the funds allocated for financing university education on the macro level.===>Stoga je prerogativ svakog društva, koje teži razvoju i povećanju životnog standarda, povećanje sredstava za finansiranje visokog obrazovanja na makro nivou.)
MATCH@M:(To achieve the set objective - a positive effect of fiscal policy measures upon the corporate development - it is necessary to adopt incentive measures of taxation policy which are a superior allocation mechanism compared to the increase in public expenditures.===>Ispunjenje postavljenog cilja pozitivnog uticaja mera fiskalne politike na razvoj kompanija se može postići usvajanjem stimulativnih mera poreske politike koje predstavljaju bolji alokativni mehanizam u odnosu na povećanje javnih rashoda.)
MATCH@E:(To achieve the set objective - a positive effect of fiscal policy measures upon the corporate development - it is necessary to adopt incentive measures of taxation policy which are a superior allocation mechanism compared to the increase in public expenditures.===>Ispunjenje postavljenog cilja pozitivnog uticaja mera fiskalne politike na razvoj kompanija se može postići usvajanjem stimulativnih mera poreske politike koje predstavljaju bolji alokativni mehanizam u odnosu na povećanje javnih rashoda.)
MATCH@M:(The author approaches this dilemma by trying to explain the concept of organizational learning, on which the phenomenon of learning organization is based, the learning types and processes, and consequently suggesting in that way a logical conclusion.===>Razrešavanje ove dileme autor nastoji da postigne tako sto je prvo objašnjen pojam organizacionog učenja, na kojem se zasniva fenomen organizacije koja uči, vrste i proces učenja, da bi se logički nametnuo određeni zaključak kojim se daje odgovor na postavljenu dilemu.)
MATCH@E:(The author approaches this dilemma by trying to explain the concept of organizational learning, on which the phenomenon of learning organization is based, the learning types and processes, and consequently suggesting in that way a logical conclusion.===>Razrešavanje ove dileme autor nastoji da postigne tako što je prvo objašnjen pojam organizacionog učenja, na kojem se zasniva fenomen organizacije koja uči, vrste i proces učenja, da bi se logički nametnuo određeni zaključak kojim se daje odgovor na postavljenu dilemu.)
MATCH@M:(The starting point of the paper is that the construct "learning organization" refers to the description of the characteristics of the model, and not on the model per se.===>Polazni stav rada jeste da je sintagma "organizacija koja uči" zapravo opis karakteristika određenog modela strukture, a ne model kao takav.)
MATCH@E:(The starting point of the paper is that the construct »learning organization« refers to the description of the characteristics of the model, and not on the model per se.===>Polazni stav rada jeste da je sintagma »organizacija koja uči« zapravo opis karakteristika određenog modela strukture, a ne model kao takav.)
MATCH@M:(The subject "the learning organization" is ever more present in the national literature in the field of organization and management.===>Tema "organizacija koja uči" je sve prisutnija u domaćoj literaturi iz oblasti organizacije i menadžmenta.)
MATCH@E:(Introduction The subject the learning organization is ever more present in the national literature in the field of organization and management.===>Uvod u temu Tema »organizacija koja uči« je sve prisutnija u domaćoj literaturi iz oblasti organizacije i menadžmenta.)
MATCH@M:(As knowledge has become a superior resource that will, according to some researchers, soon take its place in the companies' balance sheets, the concept of organizational learning and the design of the learning organization based upon it have become a real challenge for doctorands, postgraduates doing their masters degree and those with the masters degree achieved, but for conslutants and managers as well.===>Budući da je znanje postalo superioran resurs koji će se, kako neki istraživači tvrde, u dogledno vreme naći u kompanijskim bilansima stanja, koncept organizacionog učenja i na njemu baziran dizajn organizacije koja uči postali su pravi izazov za doktorante, magistrante i mastere, ali i za konsultante i menadžere.)
MATCH@E:(As knowledge has become a superior resource that will, according to some researchers, soon take its place in the companies balance sheetsŠ1Ë, the concept of organizational learning and the design of the learning organization based upon it have become a real challenge for doctorands, postgraduates doing their masters degree and those with the masters degree achieved, but for conslutants and managers as well.===>Budući da je znanje postalo superioran resurs koji će se, kako neki istraživači tvrde, u dogledno vreme naći u kompanijskim bilansima stanjaŠ1Ë, koncept organizacionog učenja i na njemu baziran dizajn organizacije koja uči postali su pravi izazov za doktorante, magistrante i mastere, ali i za konsultante i menadžere.)
MATCH@M:(Such an interest in this topic is undoubtedly a good sign, since it proves that there is awareness of the importance of learning, however, evident is a certain confusion in the interpretation and understanding of this issue.===>Iako je za svaku pohvalu veliko interesovanje za ovu temu, jer ona i simbolički nosi poruku da postoji svest o značaju učenja, primećuje se i određena konfuzija u tumačenju i razumevanju ove teme.)
MATCH@E:(Such an interest in this topic is undoubtedly a good sign, since it proves that there is awareness of the importance of learning, however, evident is a certain confusion in the interpretation and understanding of this issue.===>Iako je za svaku pohvalu veliko interesovanje za ovu temu, jer ona i simbolički nosi poruku da postoji svest o značaju učenja, primećuje se i određena konfuzija u tumačenju i razumevanju ove teme.)
MATCH@M:(The dilemma that is ever more present at expert seminars and in open students' works defences at various study levels is: well then, what is the learning organization - a new model of organizational structure or a property a model should have or develop.===>Sve češće se na stručnim skupovima i javnim odbranama studentskih radova na različitim nivoima studiranja pokreće pitanje tipa: pa dobro šta je onda organizacija koja uči - novi model organizacione strukture ili osobina koju neki model ima ili treba da razvije.)
MATCH@E:(The dilemma that is ever more present at expert seminars and in open students works defences at various study levels is: well then, what is the learning organization a new model of organizational structure or a property a model should have or develop.===>Sve češće se na stručnim skupovima i javnim odbranama studentskih radova na različitim nivoima studiranja pokreće pitanje tipa: pa dobro šta je onda organizacija koja uči novi model organizacione strukture ili osobina koju neki model ima ili treba da razvije.)
MATCH@M:(In this sense, some other important questions emerge: can a learning organization be presented by an organizational chart, which has so far been the only known way of presenting an organizational model, or does a knowledge and learning era offer new mechanisms, such as social networks that are presented by the number and the density of communications among organizational parts, management positions or members of a team121.===>U tom smislu, nameću se i druga važna pitanja: da li se organizacija koja uči može predstaviti organizacionom šemom, koja je do sada bila jedini poznati način za predstavljanje modela organizacije, ili nam era znanja i učenja nudi nove mehanizme, kao što su socijalne mreže koje se predstavljaju brojem i gustinom komunikacija između delova organizacije, rukovodećih pozicija ili članova jednog tima.[2])
MATCH@E:(In this sense, some other important questions emerge: can a learning organization be presented by an organizational chart, which has so far been the only known way of presenting an organizational model, or does a knowledge and learning era offer new mechanisms, such as social networks that are presented by the number and the density of communications among organizational parts, management positions or members of a teamŠ2Ë.===>U tom smislu, nameću se i druga važna pitanja: da li se organizacija koja uči može predstaviti organizacionom šemom, koja je do sada bila jedini poznati način za predstavljanje modela organizacije, ili nam era znanja i učenja nudi nove mehanizme, kao što su socijalne mreže koje se predstavljaju brojem i gustinom komunikacija između delova organizacije, rukovodećih pozicija ili članova jednog tima.)
MATCH@M:(In case the learning organization is not a specific model of organizational structure, do the structures differ according to the extent to which they are appropriate/inappropriate for learning, that is, are some structures a barrier to organizational learning?===>U slučaju da organizacija koja uči nije poseban model organizacione strukture, da li se onda strukture razlikuju po tome koliko pogoduju/nepogoduju učenju, odnosno da li su neke strukture barijera za organizaciono učenje.)
MATCH@E:(In case the learning organization is not a specific model of organizational structure, do the structures differ according to the extent to which they are appropriate/inappropriate for learning, that is, are some structures a barrier to organizational learning?===>Š2Ë U slučaju da organizacija koja uči nije poseban model organizacione strukture, da li se onda strukture razlikuju po tome koliko pogoduju/nepogoduju učenju, odnosno da li su neke strukture barijera za organizaciono učenje.)
MATCH@M:(Some authors maintain that the centralized structure blocks learning since it stresses the importance of the sequence of events from the past, whereas a somewhat more decentralised structure leaves more space for creativity and experimenting, which naturally leads to the conclusion that hierarchy is not a suitable learning environment.===>Neki autori tvrde da centralizovana struktura blokira učenje jer pojačava važnost sleda događaja iz prošlosti, a da nešto decentralizovanija struktura daje više prostora za kreativnost i eksperimentisanje što, po prirodi stvari, upućuje na zaključak da hijerarhija ne pogoduje učenju.)
MATCH@E:(Some authors maintain that the centralized structure blocks learning since it stresses the importance of the sequence of events from the past, whereas a somewhat more decentralised structure leaves more space for creativity and experimenting, which naturally leads to the conclusion that hierarchy is not a suitable learning environment.===>Neki autori tvrde da centralizovana struktura blokira učenje jer pojačava važnost sleda događaja iz prošlosti, a da nešto decentralizovanija struktura daje više prostora za kreativnost i eksperimentisanje što, po prirodi stvari, upućuje na zaključak da hijerarhija ne pogoduje učenju.)
MATCH@M:(Some research, however, show that effective and long-term learning is as possible in hierarchal bureaucratic societies as in decentralized structures, which challenges the above conclusion that hierarchy is not a suitable milieu for learning and gives support to those authors that claim that the learning organization is not a specific model of organozational structure, but a model characteristic131.===>Međutim, neka istraživanja su pokazala da je efektivno i dugoročno učenje podjednako moguće u hijerarhijskim birokratskim strukturama kao i u decentalizovanim strukturama, što dovodi u sumnju zaključak da hijerarhija ne pogoduje učenju i govori u prilog onih autora koji tvrde da učeća organizacija nije zaseban model organizacione strukture već osobina modela.[3])
MATCH@E:(Some research, however, show that effective and long-term learning is as possible in hierarchal bureaucratic societies as in decentralized structures, which challenges the above conclusion that hierarchy is not a suitable milieu for learning and gives support to those authors that claim that the learning organization is not a specific model of organozational structure, but a model characteristicŠ3Ë.===>Međutim, neka istraživanja su pokaza la da je efektivno i dugoročno učenje podjednako moguće u hijerarhijskim birokratskim strukturama kao i u decentalizovanim strukturama, što dovodi u sumnju zaključak da hijerarhija ne pogoduje učenju i govori u prilog onih autora koji tvrde da učeća organizacija nije zaseban model organizacione strukture već osobina modela.)
MATCH@M:(The differences among the authors are logical and result from a rigidity of a bureaucratic structure that gives major resistance to change; however, this does not mean that changes are not possible in bureaucratic structures, that is, that bureaucratic organizations do not learn.===>Razlike u stavovima autora su logične i posledica su rigidnosti birokratske strukture, koja pruža najveći otpor promenama, ali to nikako ne znači da u birokratskim strukturama promene nisu moguće, odnosno da birokratske organizacije ne uče.)
MATCH@E:(The differences among the authors are logical and result from a rigidity of a bureaucratic structure that gives major resistance to change; however, this does not mean that changes are not possible in bureaucratic structures, that is, that bureaucratic organizations do not learn.===>Š3Ë Razlike u stavovima autora su logične i posledica su rigidnosti birokratske strukture, koja pruža najveći otpor promenama, ali to nikako ne znači da u birokratskim strukturama promene nisu moguće, odnosno da birokratske organizacije ne uče.)
MATCH@M:(On the contrary, it only needs to provide the conditions for learning and adapt the learning process.===>Naprotiv, samo je potrebno stvoriti uslove za učenje i prilagoditi proces učenja.)
MATCH@E:(On the contrary, it only needs to provide the conditions for learning and adapt the learning process.===>Naprotiv, samo je potrebno stvoriti uslove za učenje i prilagoditi proces učenja.)
MATCH@M:(The key issue is how to teach bureaucracy and at the same time retain a necessary level of hierarchy which is synonymous to order, discipline and efficiency.===>Ključno pitanje je kako podučavati birokratiju a da, pri tom, zadržimo potreban stepen hijerarhije koja je sinonim za red, disciplinu i efikasnost.)
MATCH@E:(The key issue is how to teach bureaucracy and at the same time retain a necessary level of hierarchy which is synonymous to order, discipline and efficiency.===>Ključno pitanje je kako podučavati birokratiju a da, pri tom, zadržimo potreban stepen hijerarhije koja je sinonim za red, disciplinu i efikasnost.)
MATCH@M:(Bureaucratic structures are formalized and structured according to the rules, therefore strict rules form a kind of internal equilibrium.===>Birokratske strukture su formalizovane i uređene prema pravilima tako da čvrsta pravila stvaraju neku vrstu unutrašnjeg ekvilibrijuma.)
MATCH@E:(Bureaucratic structures are formalized and structured according to the rules, therefore strict rules form a kind of internal equilibrium.===>Birokratske strukture su formalizovane i uređene prema pravilima tako da čvrsta pravila stvaraju neku vrstu unutrašnjeg ekvilibrijuma.)
MATCH@M:(Nonaka maintains that bureaucracy learns best if this equilibrium is upset.===>Nonaka tvrdi da birokratija najbolje uči ako se taj ekvilibrijum poremeti.)
MATCH@E:(Nonaka maintains that bureaucracy learns best if this equilibrium is upset.===>Nonaka tvrdi da birokratija najbolje uči ako se taj ekvilibrijum poremeti.)
MATCH@M:(If we adopt the view that the learning organizations are flat (non-hierarchal), without rules or procedures, with despecialised executives, as some authors maintain, we will inevitably come to the conclusion that 90% among hierarchal and regulated organizations do not learn, that is, that they are non-learning organizations, which would be absolutely incorrect.===>Ako bismo prihvatili stav da su organizacije koje uče ravne (nehijerarhijske), bez pravila i procedura, sa despecijalizovanim izvršiocima, kao što neki autori pišu, onda bismo morali da zaključimo da 90% organizacija, koje su hijerarhizovane i uređene, ne uči, odnosno da su neučeće organizacije, što bi bilo potpuno netačno.)
MATCH@E:(If we adopt the view that the learning organizations are flat (non-hierarchal), without rules or procedures, with despecialised executives, as some authors maintain, we will inevitably come to the conclusion that 90% among hierarchal and regulated organizations do not learn, that is, that they are non-learning organizations, which would be absolutely incorrect.===>Ako bismo prihvatili stav da su organizacije koje uče ravne (nehijerarhijske), bez pravila i procedura, sa despecijalizovanim izvršiocima, kao što neki autori pišu, onda bismo morali da zaključimo da 90% organizacija, koje su hijerarhizovane i uređene, ne uči, odnosno da su neučeće organizacije, što bi bilo potpuno netačno.)
MATCH@M:(Organizational learning is a new concept in management; it emerged in the late 1970s and in the early 1980s, aiming to provide explanations to the phenomena that resulted from new trends in organizations.===>Organizaciono učenje je mlad koncept u menadžmentu, koji se pojavio krajem 70-ih i početkom 80-ih godina XX-tog veka, sa ciljem da se objasne pojave do kojih je došlo pod uticajem novih trendova u organizacijama.)
MATCH@E:(1. ~~~ Organizational learning Organizational learning is a new concept in management; it emerged in the late 1970s and in the early 1980s, aiming to provide explanations to the phenomena that resulted from new trends in organizations.===>Organizaciono učenje Organizaciono učenje je mlad koncept u menadžmentu, koji se pojavio krajem 70-ih i početkom 80-ih godina XX-tog veka, sa ciljem da se objasne pojave do kojih je došlo pod uticajem novih trendova u organizacijama.)
MATCH@M:(The traditional practice of leading companies, to invest into the competences of an individual and favour the function of research and development was destined to fail with the emergence of Japanese companies that based their achievement on an integral process of learning and development of all their employees.===>Tradicionalna praksa vodećih kompanija, da se ulaže u razvoj kompetentnosti pojedinaca i favorizovanje istraživačko-razvojne funkcije, doživela je veliki neuspeh sa pojavom japanskih kompanija, koje su svoj uspeh zasnivale na integralnom procesu učenja i razvoja svih zaposlenih.)
MATCH@E:(The traditional practice of leading companies, to invest into the competences of an individual and favour the function of research and development was destined to fail with the emergence of Japanese companies that based their achievement on an integral process of learning and development of all their employees.===>Tradicionalna praksa vodećih kompanija, da se ulaže u razvoj kompetentnosti pojedinaca i favorizovanje istraživačko-razvojne funkcije, doživela je veliki neuspeh sa pojavom japanskih kompanija, koje su svoj uspeh zasnivale na integralnom procesu učenja i razvoja svih zaposlenih.)
MATCH@M:(Long periods of stability have shown to last due to the lack of competition rather than to creative efforts of managers and experts on research and development.===>Pokazalo se da su dugi periodi stabilnosti bili više posledica nedostatka prave konkurencije, nego kreativnog rada menadžera i eksperata iz istraživačko-razvojne funkcije.)
MATCH@E:(Long periods of stability have shown to last due to the lack of competition rather than to creative efforts of managers and experts on research and development.===>Pokazalo se da su dugi periodi stabilnosti bili više posledica nedostatka prave konkurencije, nego kreativnog rada menadžera i eksperata iz istraživačko-razvojne funkcije.)
MATCH@M:(It was for these reasons that in the 1980s and 1990s, in the course of transformation and restructuring of these companies, the development managers and the experts in IT sector were increasingly made redundant.151 The concept of Organizational Learning and the concept od the Learning Organization based on it links learning to the organizational (enterprise) performance.===>Zato su, u talasu transformacije i restrukturiranja ovih kompanija, tokom 1980-ih i 1990-ih godina, menadžeri za razvoj i stručnjaci iz IR sektora masovno otpuštani.[5] Koncept organizacionog učenja (Organizational Learning) i na njemu zasnovan koncept učeće organizacije (The Learning Organization) ili, u duhu našeg jezika, organizacije koja uči dovodi u vezu učenje sa performansama organizacije (preduzeća).)
MATCH@E:(It was for these reasons that in the 1980s and 1990s, in the course of transformation and restructuring of these companies, the development managers and the experts in IT sector were increasingly made redundant.Š5Ë The concept of Organizational Learning and the concept od the Learning Organization based on it links learning to the organizational (enterprise) performance.===>Zato su, u talasu transformacije i restrukturiranja ovih kompanija, tokom 1980-ih i 1990-ih godina, menadžeri za razvoj i stručnjaci iz IR sektora masovno otpuštani. ~~~ Š5Ë Koncept organizacionog učenja (Organizational Learning) i na njemu zasnovan koncept učeće organizacije (The Learning Organization) ili, u duhu našeg jezika, organizacije koja uči dovodi u vezu učenje sa performansama organizacije (preduzeća).)
MATCH@M:(According to this concept learning is a process of critical importance for the organizational survival and success.===>Prema ovom konceptu, učenje je proces od kritične važnosti za opstanak i uspeh organizacija.)
MATCH@E:(According to this concept learning is a process of critical importance for the organizational survival and success.===>Prema ovom konceptu, učenje je proces od kritične važnosti za opstanak i uspeh organizacija.)
MATCH@M:(Basic to this concept is the pledge for radical changes in the behaviour of managers and employees in organizations, the changes that will result in the change of the organizations themselves, in that they should be transformed from low level performance organizations into the high level performance ones.===>U osnovi koncepta je zalaganje za radikalne promene u ponašanju menadžera i zaposlenih u organizacijama, koje treba da dovedu do promene samih organizacija, u smislu da se one od organizacija sa niskim performansama transformišu u organizacije sa visokim performansama.)
MATCH@E:(Basic to this concept is the pledge for radical changes in the behaviour of managers and employees in organizations, the changes that will result in the change of the organizations themselves, in that they should be transformed from low level performance organizations into the high level performance ones.===>U osnovi koncepta je zalaganje za radikalne promene u ponašanju menadžera i zaposlenih u organizacijama, koje treba da dovedu do promene samih organizacija, u smislu da se one od organizacija sa niskim performansama transformišu u organizacije sa visokim performansama.)
MATCH@M:(Essentially, the organizational learning concept supports and generates ample changes in the company.===>Suštinski, koncept organizacionog učenja podržava i generiše velike promene u preduzeću.)
MATCH@E:(Essentially, the organizational learning concept supports and generates ample changes in the company.===>Suštinski, koncept organizacionog učenja podržava i generiše velike promene u preduzeću.)
MATCH@M:(Therefore organizational learning is often classed in management literature among the concepts of organizational changes (of restructuring and revitalisation of the company).===>Zbog toga se, u menadžment literaturi, organizaciono učenje često svrstava u koncepte organizacionih promena (restrukturiranja i revitalizacije preduzeća).)
MATCH@E:(Therefore organizational learning is often classed in management literature among the concepts of organizational changes (of restructuring and revitalisation of the company).===>Zbog toga se, u menadžment literaturi, organizaciono učenje često svrstava u koncepte organizacionih promena (restrukturiranja i revitalizacije preduzeća).)
MATCH@M:(In the literature on organizational behaviour the organizational learning is related to new trends in the organization as well as to the need to explain new complex phenomena, such as leadership, organizational culture, teams and teamwork, making the employees independent etc., that are to support organizational learning.===>U literaturi iz organizacionog ponašanja organizaciono učenje se povezuje sa novim trendovima u organizaciji i potrebom da se objasne novi kompleksni fenomeni, kao što su vodstvo, organizacioina kultura, timovi i timski rad, osamostaljivanje zaposlenih i slično, koji treba da podrže organizaciono učenje.)
MATCH@E:(In the literature on organizational behaviour the organizational learning is related to new trends in the organization as well as to the need to explain new complex phenomena, such as leadership, organizational culture, teams and teamwork, making the employees independent etc., that are to support organizational learning.===>U literaturi iz organizacionog ponašanja organizaciono učenje se povezuje sa novim trendovima u organizaciji i potrebom da se objasne novi kompleksni fenomeni, kao što su vođstvo, organizacioina kultura, timovi i timski rad, osamostaljivanje zaposlenih i sl., koji treba da podrže organizaciono učenje.)
MATCH@M:(Here organizational learning is perceived as a generator of the changes of cognitive and behavioral nature, as a motive force creating enthusiasm and innovation and change-bound organizational competence.===>Ovde se organizaciono učenje vidi kao generator promena kognitivine i bihejviorističke prirode, kao pokretačka sila koja proizvodi entuzijazam i organizacionu sposobnost za inoviranje i promene.)
MATCH@E:(Here organizational learning is perceived as a generator of the changes of cognitive and behavioral nature, as a motive force creating enthusiasm and innovation and change-bound organizational competence.===>Ovde se organizaciono učenje vidi kao generator promena kognitivine i bihejviorističke prirode, kao pokretačka sila koja proizvodi entuzijazam i organizacionu sposobnost za inoviranje i promene.)
MATCH@M:(The organizational behaviour theory knows a relation between the individualized and the organized learning concepts.===>U teoriji organizacionog ponašanja postoji veza između koncepata individualnog i organizacionog učenja.)
MATCH@E:(The organizational behaviour theory knows a relation between the individualized and the organized le arning concepts.===>U teoriji organizacionog ponašanja postoji veza između koncepata individualnog i organizacionog učenja.)
MATCH@M:(Analogous to the individualized learning concept, which explains that learning is a process in which an individual's behaviour continually changes, the changes resulting from the experience and new knowledge acquisition, we can claim that organizational learning is a continual process of change that means promotion, innovation and improvements in production, services, customer service and other sectors, these changes being a result of experiences and new knowledge acuired by an organization.161 The knowledge remains within the organization regardless of the changes and the fluctuation of the employees.===>Analogno konceptu individualnog učenja, koji tumači da je učenje proces u kojem dolazi do stalnih promena ponašanja pojedinaca, koje nastaju kao rezultat iskustva i sticanja novih znanja, može se tvrditi da je organizaciono učenje stalni proces promena koje znače unapređenja, inoviranja i poboljšanja u proizvodnji, uslugama, potrošačkom servisu, i drugim sektorima, koje nastaju kao rezultat iskustva i novih znanja do kojih je došla jedna organizacija. [6] Ono uvek ostaje u organizaciji bez obzira na promene i fluktuaciju zaposlenih.)
MATCH@E:(Analogous to the individualized learning concept, which explains that learning is a process in which an individuals behaviour continually changes, the changes resulting from the experience and new knowledge acquisition, we can claim that organizational learning is a continual process of change that means promotion, innovation and improvements in production, services, customer service and other sectors, these changes being a result of experiences and new knowledge acuired by an organization.Š6Ë The knowledge remains within the organization regardless of the changes and the fluctuation of the employees.===>Analogno konceptu individualnog učenja, koji tumači da je učenje proces u kojem dolazi do stalnih promena ponašanja pojedinaca, koje nastaju kao rezultat iskustva i sticanja novih znanja, može se tvrditi da je organizaciono učenje stalni proces promena koje znače unapređenja, inoviranja i poboljšanja u proizvodnji, uslugama, potrošačkom servisu, i drugim sektorima, koje nastaju kao rezultat iskustva i novih znanja do kojih je došla jedna organizacija. ~~~ Š6Ë Ono uvek ostaje u organizaciji bez obzira na promene i fluktuaciju zaposlenih.)
MATCH@M:(All the processes in organizations are assumed to be the learning systems.171 Hence, organizational learning can be defined as a continual process of creating and improving the organization's (enterprise's) capability of changing.===>Smatra se da su svi procesi u organizacijama sistemi koji uče. [7] U tom smislu, organizaciono učenje se može definisati kao kontinuirani proces stvaranja i usavršavanja sposobnosti organizacija (preduzeca) za promene.)
MATCH@E:(All the processes in organizations are assumed to be the learning systems.Š7Ë Hence, organizational learning can be defined as a continual process of creating and improving the organizations (enterprises) capability of changing.===>Smatra se da su svi procesi u organizacijama sistemi koji uče. ~~~ Š7Ë U tom smislu, organizaciono učenje se može definisati kao kontinuirani proces stvaranja i usavršavanja sposobnosti organizacija (preduzeća) za promene.)
MATCH@M:(The organizational learning concept promoted continual learning that includes both learning from one's own experience and from the experience of the others.===>Koncept organizacionog učenja je promovisao kontinuirano učenje, koje uključuje učenje na sopstvenom iskustvu i iskustvima drugih.)
MATCH@E:(The organizational learning concept promoted continual learning that includes both learning from ones own experience and from the experience of the others.===>Koncept organizacionog učenja je promovisao kontinuirano učenje, koje uključuje učenje na sopstvenom iskustvu i iskustvima drugih.)
MATCH@M:(The idea is that the people in organizations be inspired to continuously learn, explore, experiment, research and change opinions, attitudes and approaches to the phenomena and problems in the organization.===>Suština je u tome da se ljudi u organizaciji inspirišu da stalno uče, ispituju, eksperimentišu, istražuju i menjaju mišljenje, stavove i pristupe pojavama i problemima u organizaciji.)
MATCH@E:(The idea is that the people in organizations be inspired to continuously learn, explore, experiment, research and change opinions, attitudes and approaches to the phenomena and problems in the organization.===>Suština je u tome da se ljudi u organizaciji inspirišu da stalno uče, ispituju, eksperimentišu, istražuju i menjaju mišljenje, stavove i pristupe pojavama i problemima u organizaciji.)
MATCH@M:(Thus they develop their abilities to anticipate the customers' needs and the competition's intentions, as well as to listen to the consumers and meet their expectations.===>Na taj način, ljudi u organizacijama razvijaju svoje sposobnosti da anticipiraju potrebe potrošača i namere konkurenata, kao i da slušaju potrošače i ispunjavaju njihova očekivanja.)
MATCH@E:(Thus they develop their abilities to anticipate the customers needs and the competitions intentions, as well as to listen to the consumers and meet their expectations.===>Na taj način, ljudi u organizacijama razvijaju svoje sposobnosti da anticipiraju potrebe potrošača i namere konkurenata, kao i da slušaju potrošače i ispunjavaju njihova očekivanja.)
MATCH@M:(The organizational learning concept enriched the language of management with terms such as: systems thinking, creative dialogue, team learning, and gave birth to a new perspective for understanding the managerial role.===>Koncept organizacionog učenja obogatio je jezik menadžmenta terminima kao što su: sistemsko mišljenje, kreativan dijalog, timsko učenje, i otvorio novu perspektivu za razumevanje menadžerske uloge.)
MATCH@E:(The organizational learning concept enriched the language of management with terms such as: systems thinking, creative dialogue, team learning, and gave birth to a new perspective for understanding the managerial role.===>Koncept organizacionog učenja obogatio je jezik menadžmenta terminima kao što su: sistemsko mišljenje, kreativan dijalog, timsko učenje, i otvorio novu perspektivu za razumevanje menadžerske uloge.)
MATCH@M:(Managers are advised to abandon the "problem solving" approach (manager is the one who solves the problem) and to perceive themselves as people who constantly remodel the organization.===>Menadžerima se sugeriše da napuste pristup "problem solving" (menadžer je onaj koji rešava problem) i da vide sebe kao ljude koji stalno iznova remodeliraju organizaciju.)
MATCH@E:(Managers are advised to abandon the problem solving approach (manager is the one who solves the problem) and to perceive themselves as people who constantly remodel the organization.===>Menadžerima se sugeriše da napuste pristup »problem solving« (menadžer je onaj koji rešava problem) i da vide sebe kao ljude koji stalno iznova remodeliraju organizaciju.)
MATCH@M:(The organizational learning concept suggests a type of learning (generative learning) different from the one that is taken to be the manager routine (adaptive learning). 181===>Koncept organizacionog učenja sugeriše drugačiju vrstu učenja (generativno učenje), od onoga što predstavlja menadžersku rutinu (adaptivno učenje).[8])
MATCH@E:(The organizational learning concept suggests a type of learning (generative learning) different from the one that is taken to be the manager routine (adaptive learning).===>Koncept organizacionog učenja sugeriše drugačiju vrstu učenja (generativno učenje), od onoga što predstavlja menadžersku rutinu (adaptivno učenje).)
MATCH@M:(The learning era in management is considered to have started in 1990, with the appearance of Peter Senge's book (Sloan School of Management, MIT) symbolically titled "The Fifth Discipline", in which the author describes the five new "competence technologies", by which the "organizations of control" can grow into the learning organizations.===>Smatra se da je era učenja u menadžmentu otpočela 1990 godine, sa pojavom knjige Peter-a Senge-a (Sloan School of Management, MIT) pod simboličnim naslovom "Peta disciplina" (The Fift Discipline), u kojoj autor opisuje pet novih "tehnologija kompetentnosti", putem kojih "organizacije kontrole", mogu postati organizacije koje uče.)
MATCH@E:(Š8Ë The learning era in management is considered to have started in 1990, with the appearance of Peter Senges book (Sloan School of Management, MIT) symbolically titled The Fifth Discipline, in which the author describes the five new competence technologies, by which the organizations of control can grow into the learning organizations.===>Š8Ë Smatra se da je era učenja u menadžmentu otpočela 1990 godine, sa pojavom knjige Peter-a Senge-a (Sloan School of Management, MIT) pod simboličnim naslovom »Peta disciplina« (The Fift Discipline), u kojoj autor opisuje pet novih »tehnologija kompetentnosti«, putem kojih »organizacije kontrole«, mogu postati organizacije koje uče.)
MATCH@M:(Systems thinking, personal skills, mental models, participation in vision shaping and team learning are the basic dimensions in shaping the organizations believing in the power of learning.191 Senge's work was a good starting point in understanding the concept and in affirming the organization as a learning system.===>Sistemsko mišljenje, lične veštine, mentalni modeli, učestvovanje u oblikovanju vizije i timsko učenje su bazične dimenzije u oblikovanju organizacija koje veruju u moć učenja.[9] Senge-ov rad je bio dobar početak za razumevanje koncepta i afirmisanje organizacije kao sistema koji uči.)
MATCH@E:(Systems thinking, personal skills, mental models, participation in vision shaping and team learning are the basic dimensions in shaping the organizations believing in the power of learning.Š9Ë Senges work was a good starting point in understanding the concept and in affirming the organization as a learning system.===>Sistemsko mišljenje, lične veštine, mentalni modeli, učestvovanje u oblikovanju vizije i timsko učenje su bazične dimenzije u oblikovanju organizacija koje veruju u moć učenja. ~~~ Š9Ë Senge-ov rad je bio dobar početak za razumevanje koncepta i afirmisanje organizacije kao sistema koji uči.)
MATCH@M:(The Sloan School of Management was the site where the Organizational Learning Center - OLC - was established - the world's best known centre that attracts researchers from numerous universities and business schools.===>U okviru Sloan School of Management osnovan je centar za organizaciono učenje (Organizational Learning Center - OLC), koji je najpoznatiji u svetu, i koji okuplja istraživače sa brojnih univerziteta i poslovnih škola.)
MATCH@E:(The Sloan School of Management was the site where the Organizational Learning Center OLC was established the worlds best known centre that attracts researchers from numerous universities and business schools.===>U okviru Sloan School of Management osnovan je centar za organizaciono učenje (Organizational Learning Center OLC), koji je najpoznatiji u svetu, i koji okuplja istraživače sa brojnih univerziteta i poslovnih škola.)
MATCH@M:(Their empiric research into organizations worldwide enabled them to describe the learning organization, to identify its key characteristics, to differentiate between organizations that learn in a proper way from those that learn in a wrong way, to suggest organizational design and the culture that will facilitate learning and, on this basis, to create a model of the organization as a learning system.===>Njihova empirijska istraživanja u organizacijama širom sveta omogućila su im da opišu organizaciju koja uči, da identifikuju njene osnovne karakteristike, da naprave razliku između organizacija koje uče na pravi način i onih koje uče na pogrešan način, da upute na dizajn organizacije i kulture pogodne za učenje i da, na osnovu toga, kreiraju obrazac organizacije kao sistema koji uči.)
MATCH@E:(Their empiric research into organizations worldwide enabled them to describe the learning organization, to identify its key characteristics, to differentiate between organizations that learn in a proper way from those that learn in a wrong way, to suggest organizational design and the culture that will facilitate learning and, on this basis, to create a model of the organization as a learning system.===>Njihova empirijska istraživanja u organizacijama širom sveta omogućila su im da opišu organizaciju koja uči, da identifikuju njene osnovne karakteristike, da naprave razliku između organizacija koje uče na pravi način i onih koje uče na pogrešan način, da upute na dizajn organizacije i kulture pogodne za uče nje i da, na osnovu toga, kreiraju obrazac organizacije kao sistema koji uči.)
MATCH@M:(Our further discussion on this topic will be based on the OLC research.===>Naša dalje izlaganja o ovoj temi će se zasnivati na istraživanjima OLC.)
MATCH@E:(Our further discussion on this topic will be based on the OLC research. ~~~ 2.===>Naša dalje izlaganja o ovoj temi će se zasnivati na istraživanjima OLC. 2.)
MATCH@M:(All organizations are considered to be learning systems, however, they differ from one another in accordance to the way they learn, that is, the method they use to adapt to the changes in the environment.===>Smatra se da su sve organizacije sistemi koji uče, ali da se međusobno razlikuju prema načinu kako uče, odnosno prema načinu kako se prilagođavaju promenama u okruženju.)
MATCH@E:(Types of organizational learning All organizations are considered to be learning systems, however, they differ from one another in accordance to the way they learn, that is, the method they use to adapt to the changes in the environment.===>Vrste organizacionog učenja Smatra se da su sve organizacije sistemi koji uče, ali da se međusobno razlikuju prema načinu kako uče, odnosno prema načinu kako se prilagođavaju promenama u okruženju.)
MATCH@M:(Some organizations learn in that they correct the existing behavioral practices, others completely abandon old practices and embrace new ones.===>Neke organizacije uče tako što koriguju postojeće prakse ponašanja, a druge u potpunosti odbacuju stare i usvajaju nove.)
MATCH@E:(Some organizations learn in that they correct the existing behavioral practices, others completely abandon old practices and embrace new ones.===>Neke organizacije uče tako što koriguju postojeće prakse ponašanja, a druge u potpunosti odbacuju stare i usvajaju nove.)
MATCH@M:(Some learn exploitatively, others learn exploratively.1101 Both start from their own past experience, from the experience and practice of similar organizations, and evaluate their competences for changing their behaviour.===>Jedne uče eksploatativno a druge eksplorativno.[10] I jedne i druge polaze od vlastitog iskustva iz prošlosti, iskustva i prakse sličnih organizacija, i procenjuju svoje sposobnosti za promene ponašanja.)
MATCH@E:(Some learn exploitatively, others learn exploratively.Š10Ë Both start from their own past experience, from the experience and practice of similar organizations, and evaluate their competences for changing their behaviour.===>Jedne uče eksploatativno a druge eksplorativno. ~~~ Š10Ë I jedne i druge polaze od vlastitog iskustva iz prošlosti, iskustva i prakse sličnih organizacija, i procenjuju svoje sposobnosti za promene ponašanja.)
MATCH@M:(In their well-known book, "Organizational Learning: A Theory of Action Perspective" (1978), the early researchers in this field, Chris Argyris, professor at Harvard Graduate School of Business, and Donald A. Schön, professor of Massachusetts Institute of Technology, explain that there are two levels of learning, a single-loop learning, based on the ability to detect and correct the errors in activities, within a set of hypotheses, which is classed as adaptive learning, and a double-loop learning, based on the ability to chech the validity of fundamental hypotheses, which is classed as generative learning.1111 The adaptive learning, or the one-loop learning is the one in which the organization adapts its behaviour to the changes in the environment, in that it undertakes slight interventions within its existing strategy, design and culture, in order to adapt.===>Rani istraživači u ovoj oblasti Chris Argyris, profesor na Harvardskoj poslovnoj školi (Harvard Graduate School of Business) i Donald A. Schon, profesor na Massachusetts Institute of Technology, u svojoj poznatoj knjizi "Organizational Learning: A Theory of Action Perspecitve" (1978) objašnjavaju da postoje dva nivoa učenja, učenje u jenom krugu (single-loop learning) koje se zasniva na sposobnosti da se detektuju i koriguju greške u aktivnostima, a u okviru postavljenog seta pretpostavki, što predstavlja adaptivno učenje, i učenje u duplom krugu (double-loop learning) koje se zasniva na sposobnosti da se proveri ispravnost bazičnih pretpostavki, što predstavlja generativno učenje.[11] Adaptivno učenje, ili učenje u jednom krugu, je vrsta učenja kada organizacija prilagođava svoje ponašanje promenama u okruženju, tako što u okvirima postojeće strategije, dizajna i kulture preduzima određene manje intervencije, da bi se prilagodila.)
MATCH@E:(In their well-known book, Organizational Learning: A Theory of Action Perspective (1978), the early researchers in this field, Chris Argyris, professor at Harvard Graduate School of Business, and Donald A. Schön, professor of Massachusetts Institute of Technology, explain that there are two levels of learning, a single-loop learning, based on the ability to detect and correct the errors in activities, within a set of hypotheses, which is classed as adaptive learning, and a double-loop learning, based on the ability to chech the validity of fundamental hypotheses, which is classed as generative learning.Š11Ë The adaptive learning, or the one-loop learning is the one in which the organization adapts its behaviour to the changes in the environment, in that it undertakes slight interventions within its existing strategy, design and culture, in order to adapt.===>Rani istraživači u ovoj oblasti Chris Argyris, profesor na Harvardskoj poslovnoj školi (Harvard Graduate School of Business) i Donald A. Schön, profesor na Massachusetts Institute of Technology, u svojoj poznatoj knjizi Organizational Learning: ~~~ A Theory of Action Perspecitve (1978) objašnjavaju da postoje dva nivoa učenja, učenje u jenom krugu (single-loop learning) koje se zasniva na sposobnosti da se detektuju i koriguju greške u aktivnostima, a u okviru postavljenog seta pretpostavki, što predstavlja adaptivno učenje, i učenje u duplom krugu (double-loop learning) koje se zasniva na sposobnosti da se proveri ispravnost bazičnih pretpostavki, što predstavlja generativno učenje. ~~~ Š11Ë Adaptivno učenje, ili učenje u jednom krugu, je vrsta učenja kada organizacija prilagođava svoje ponašanje promenama u okruženju, tako što u okvirima postojeće strategije, dizajna i kulture preduzima određene manje intervencije, da bi se prilagodila.)
MATCH@M:(The result of adaptive learning is a reactive organizational behaviour, which means that the organization adapts after the changes in the environment have already taken place.===>Rezultat adaptivnog učenja je reaktivno ponašanje organizacije, što znači da se organizacija prilagođava nakon što su se promene u okruženju već desile.)
MATCH@E:(The result of adaptive learning is a reactive organizational behaviour, which means that the organization adapts after the changes in the environment have already taken place.===>Rezultat adaptivnog učenja je reaktivno ponašanje organizacije, što znači da se organizacija prilagođava nakon što su se promene u okruženju već desile.)
MATCH@M:(Such organizations learn by using the others' good experiences to correct some dimensions in the existing structural and behavioural model, e.g., they reduce the level of formalization and delegate the authority to junior managers as well as to non-managers, so that the problems might be solved where they emerge.===>One uče tako što koriste tuđa dobra iskustva da bi korigovale neke dimenzije u postojećem modelu strukture i ponašanja, na primer smanjuju stepen formalizacije i delegiraju autoritet na niže rukovodioce kao i na nerukovodioce, da bi se problemi rešavali tamo gde i nastaju.)
MATCH@E:(Such organizations learn by using the others good experiences to correct some dimensions in the existing structural and behavioural model, e.g., they reduce the level of formalization and delegate the authority to junior managers as well as to non-managers, so that the problems might be solved where they emerge.===>One uče tako što koriste tuđa dobra iskustva da bi korigovale neke dimenzije u postojećem modelu strukture i ponašanja, na primer smanjuju stepen formalizacije i delegiraju autoritet na niže rukovodioce kao i na nerukovodioce, da bi se problemi rešavali tamo gde i nastaju.)
MATCH@M:(The generative learning, or the double-loop learning, is actually a two-fold learning: rejecting the old and learning the new.===>Generativno učenje, ili učenje u dva kruga, u suštini predstavlja dvostruko učenje: odučavanje od starog i učenje novog.)
MATCH@E:(The generative learning, or the double-loop learning, is actually a two-fold learning: rejecting the old and learning the new.===>Generativno učenje, ili učenje u dva kruga, u suštini predstavlja dvostruko učenje: odučavanje od starog i učenje novog.)
MATCH@M:(Senge defined this process as "learning to learn".===>Senge je ovaj proces definisao kao "učenje kako se uči".)
MATCH@E:(Senge defined this process as learning to learn.===>Senge je ovaj proces definisao kao »učenje kako se uči«.)
MATCH@M:(This is a delicate process that consists of rejecting the already learned and adopting the new, which means the change in the peoples' minds, the change in their attitudes, premises and value systems.===>To je delikatan proces koji se sastoji u odbacivanju već naučenog i usvajanju novog, koji podrazumeva promene u glavama ljudi, njihovih stavova, pretpostavki i sistema vrednosti.)
MATCH@E:(This is a delicate process that consists of rejecting the already learned and adopting the new, which means the change in the peoples minds, the change in their attitudes, premises and value systems.===>To je delikatan proces koji se sastoji u odbacivanju već naučenog i usvajanju novog, koji podrazumeva promene u glavama ljudi, njihovih stavova, pretpostavki i sistema vrednosti.)
MATCH@M:(The generative learning is a cognitive effort related to the processes of invention, imagination and creation.===>Generativno učenje je kognitivni napor vezan za proces invencije, imaginacije i kreacije.)
MATCH@E:(The generative learning is a cognitive effort related to the processes of invention, imagi nation and creation.===>Generativno učenje je kognitivni napor vezan za proces invencije, imaginacije i kreacije.)
MATCH@M:(In organizations, the generative learning results into deep, ample and radical changes.===>U organizacijama generativno učenje ima za rezultat dubinske, velike i radikalne promene.)
MATCH@E:(In organizations, the generative learning results into deep, ample and radical changes.===>U organizacijama generativno učenje ima za rezultat dubinske, velike i radikalne promene.)
MATCH@M:(It generates the change in the basic characteristics of the organizational model itself.===>Ono generiše promenu bazičnih karakteristika samog modela organizacije.)
MATCH@E:(It generates the change in the basic characteristics of the organizational model itself.===>Ono generiše promenu bazičnih karakteristika samog modela organizacije.)
MATCH@M:(The contribution to the development of the organizational learning concepts also came from the Japanese author Ikujiro Nonaka who, jointly with Tekeuchi, developed (1995) a model of organizational learning which explains the process of conversion of one form of knowledge into another: implicit and explicit knowledge.===>Razvoju koncepta organizacionog učenja doprineo je i japanski autor Ikujiro Nonaka, koji je sa koautorom Tekeuchi-om (1995) razvio model organizacionog učenja koji objašnjava proces konverzije jednog oblika znanja u drugi: implicitno i eksplicitno znanje.)
MATCH@E:(The contribution to the development of the organizational learning concepts also came from the Japanese author Ikujiro Nonaka who, jointly with Tekeuchi, developed (1995) a model of organizational learning which explains the process of conversion of one form of knowledge into another: implicit and explicit knowledge.===>Razvoju koncepta organizacionog učenja doprineo je i japanski autor Ikujiro Nonaka, koji je sa koautorom Tekeuchi-om (1995) razvio model organizacionog učenja koji objašnjava proces konverzije jednog oblika znanja u drugi: implicitno i eksplicitno znanje.)
MATCH@M:(The subjective or implicit knowledge can be transformed into the explicit knowledge through the exter-nalization process.===>Subjektivno ili implicitno znanje se može transformisati u eksplicitno znanje putem procesa eksternalizacije.)
MATCH@E:(The subjective or implicit knowledge can be transformed into the explicit knowledge through the externalization process.===>Subjektivno ili implicitno znanje se može transformisati u eksplicitno znanje putem procesa eksternalizacije.)
MATCH@M:(In this way the subjective, personal, or implicit knowledge is converted into a certain form of procedures, rules, instructions, i.e., into the explicit knowledge of an organization, and then the explicit knowledge can in turn be converted into the implicit knowledge, via an internalization process.===>Na taj način se subjektivno, lično odnosno implicitno znanje transformiše u određenu formu procedura, pravila, uputstava, odnosno u eksplicitno znanje organizacije, a zatim se eksplicitno znanje može konvertovati u implicitno znanje putem procesa internalizacije.)
MATCH@E:(In this way the subjective, personal, or implicit knowledge is converted into a certain form of procedures, rules, instructions, i.e., into the explicit knowledge of an organization, and then the explicit knowledge can in turn be converted into the implicit knowledge, via an internalization process.===>Na taj način se subjektivno, lično odnosno implicitno znanje transformiše u određenu formu procedura, pravila, uputstava, odnosno u eksplicitno znanje organizacije, a zatim se eksplicitno znanje može konvertovati u implicitno znanje putem procesa internalizacije.)
MATCH@M:(The internalization forms that appear most frequently are learning through practice, employee education and trainings.===>Najčešći oblici internalizacije su učenje kroz praksu, obuke i treninzi zaposlenih.)
MATCH@E:(The internalization forms that appear most frequently are learning through practice, employee education and trainings.===>Najčešći oblici internalizacije su učenje kroz praksu, obuke i treninzi zaposlenih.)
MATCH@M:(Nonaka and Tekeuchi explained two other processes of knowledge conversion: the socialization process which deals with the transfer of implicit knowledge from one member of the organization to another; and the combination process, which includes combining and systematizing of explicit knowledge, to be disseminated throughout the organization.===>Nonaka i Tekeuchi su objasnili još dva procesa konverzije znanja: proces socijalizacije koja se odnosi na prenošenje implicitnog znanja sa jednog na drugog člana organizacije, i proces kombinacije koji podrazumeva kombinovanje i sistematizovanje eksplicitnog znanja, u cilju širenja kroz organizaciju.)
MATCH@E:(Nonaka and Tekeuchi explained two other processes of knowledge conversion: the socialization process which deals with the transfer of implicit knowledge from one member of the organization to another; and the combination process, which includes combining and systematizing of explicit knowledge, to be disseminated throughout the organization.===>Nonaka i Tekeuchi su objasnili još dva procesa konverzije znanja: proces socijalizacije koja se odnosi na prenošenje implicitnog znanja sa jednog na drugog člana organizacije, i proces kombinacije koji podrazumeva kombinovanje i sistematizovanje eksplicitnog znanja, u cilju širenja kroz organizaciju.)
MATCH@M:(According to this model, the knowledge creation and organizational learning are conducted via an endless spiral of socialization, exter-nalization, combination and internalization.===>Prema ovom modelu, kreiranje znanja i organizaciono učenje se sprovodi kroz beskonačnu spiralu socijalizacije, eksternalizacije, kombinacije i internalizacije.)
MATCH@E:(According to this model, the knowledge creation and organizational learning are conducted via an endless spiral of socialization, externalization, combination and internalization.===>Prema ovom modelu, kreiranje znanja i organizaciono učenje se sprovodi kroz beskonačnu spiralu socijalizacije, eksternalizacije, kombinacije i internalizacije.)
MATCH@M:(The generative learning outputs are innovation and change, which means that generative learning equals creativity.===>Ishod generativnog učenja je inovacija i promena, što znači da je generativno učenje isto što i stvaralaštvo.)
MATCH@E:(Š12Ë The generative learning outputs are innovation and change, which means that generative learning equals creativity.===>Š12Ë Ishod generativnog učenja je inovacija i promena, što znači da je generativno učenje isto što i stvaralaštvo.)
MATCH@M:(The creative skill is reflected in discovering and valuating the factors that generate organizational life, and the processes that the organization values most.===>Veština stvaralaštva se ogleda u otkrivanju i vrednovanju onih faktora koji generišu život organizacije, i onih procesa koji su za organizaciju najvredniji.)
MATCH@E:(The creative skill is reflected in discovering and valuating the factors that generate organizational life, and the processes that the organization values most.===>Veština stvaralaštva se ogleda u otkrivanju i vrednovanju onih faktora koji generišu život organizacije, i onih procesa koji su za organizaciju najvredniji.)
MATCH@M:(The contents of generative learning, according to Senge, is made up of generative talks that move the boundaries of valuating the existing (what an organization is) to anticipating what an organization may become.===>Sadržaj generativnog učenja, prema Senge-u, čine generativni razgovori, koji pomeraju granice vrednovanja postojećeg (šta organizacija jeste) na predviđanje onoga šta bi organizacija mogla da bude.)
MATCH@E:(The contents of generative learning, according to Senge, is made up of generative talks that move the boundaries of valuating the existing (what an organization is) to anticipating what an organization may become.===>Sadržaj generativnog učenja, prema Senge-u, čine generativni razgovori, koji pomeraju granice vrednovanja postojećeg (šta organizacija jeste) na predviđanje onoga šta bi organizacija mogla da bude.)
MATCH@M:(Creativity requires both emotional and cognitive energies to create a positive image of the desired future.===>Stvaralaštvo zahteva emotivnu i kognitivnu energiju da bi se stvorila pozitivna predstava o željenoj budućnosti.)
MATCH@E:(Creativity requires both emotional and cognitive energies to create a positive image of the desired future.===>Stvaralaštvo zahteva emotivnu i kognitivnu energiju da bi se stvorila pozitivna predstava o željenoj budućnosti.)
MATCH@M:(It is essential that the organization is observed as a whole, not in terms of isolated parts.===>Suština je u tome da se posmatra celina organizacije a ne samo izolovani delovi.)
MATCH@E:(It is essential that the organization is observed as a whole, not in terms of isolated parts.===>Suština je u tome da se posmatra celina organizacije a ne samo izolovani delovi.)
MATCH@M:(When people in an organization are taught to understand the organization as a whole entity or as a system built up of interdependent and interrelated parts, they will be able to learn from the cause-consequence relations which make up their organization's method of functioning.===>Kada su ljudi u organizaciji osposobljeni da razumeju organizaciju kao celinu ili sistem sastavljen od međusobno zavisnih i povezanih delova, onda će oni moći da uče iz uzročno-posledičnih odnosa, koji čine način funkcionisanja njihove organizacije.)
MATCH@E:(When people in an organization are taught to understand the organization as a whole entity or as a system built up of interdependent and interrelated parts, they will be able to learn from the cause-consequence relations which make up their organizations method of functioning.===>Kada su ljudi u organizaciji osposobljeni da razumeju organizaciju kao celinu ili sistem sastavljen od međusobno zavisnih i povezanih delova, onda će oni moći da uče iz uzročno-posledičnih odnosa, koji čine način funkcionisanja njihove organizacije.)
MATCH@M:(• Personal skills are developed by training employees.===>• Lične veštine se razvijaju usavršavanjem zaposlenih.)
MATCH@E:(Personal skills are developed by training em ployees.===>Lične veštine se razvijaju usavršavanjem zaposlenih.)
MATCH@M:(The learning organization develops a practice of permanent learning, both on the basis of the results achieved and on the basis of errors made.===>Organizacija koja uči razvija praksu permanentnog učenja, kako na bazi postignutih uspeha, tako i iz učinjenih grešaka.)
MATCH@E:(The learning organization develops a practice of permanent learning, both on the basis of the results achieved and on the basis of errors made.===>Organizacija koja uči razvija praksu permanentnog učenja, kako na bazi postignutih uspeha, tako i iz učinjenih grešaka.)
MATCH@M:(The perceptive competence of the people in an organization leads to a permanent challenging of their own attitudes, to learning and to changes in behaviour.===>Sposobnost percepcije ljudi u organizaciji vodi ka stalnom preispitivanju vlastitih stavova, učenju i promeni ponašanja.)
MATCH@E:(The perceptive competence of the people in an organization leads to a permanent challenging of their own attitudes, to learning and to changes in behaviour.===>Sposobnost percepcije ljudi u organizaciji vodi ka stalnom preispitivanju vlastitih stavova, učenju i promeni ponašanja.)
MATCH@M:(• Mental models are personal images or pictures people have about the world, the processes and the phenomena.===>• Mentalni modeli su lične predstave ili slike koje ljudi imaju o svetu, pojavama i procesima.)
MATCH@E:(Mental models are personal images or pictures people have about the world, the processes and the phenomena.===>Mentalni modeli su lične predstave ili slike koje ljudi imaju o svetu, pojavama i procesima.)
MATCH@M:(These are gathered knowledge and experiences acting from behind, subconsciously, and affect the individual's behaviour in the organization.===>To su nataložena saznanja i iskustva koja deluju iz drugog plana, to jest iz podsvesti, utiču na određeno ponašanje pojedinaca u organizaciji.)
MATCH@E:(These are gathered knowledge and experiences acting from behind, subconsciously, and affect the individuals behaviour in the organization.===>To su nataložena saznanja i iskustva koja deluju iz dru gog plana, tj. iz podsvesti, utiču na određeno ponašanje pojedinaca u organizaciji.)
MATCH@M:(People change their images of the phenomena and processes in the organization when they learn something different from what they knew, or have different experience.===>Ljudi menjaju predstave o pojavama i procesima u organizaciji onda kada o njima saznaju različito od onoga što su znali, ili imaju drukčije iskustvo.)
MATCH@E:(People change their images of the phenomena and processes in the organization when they learn something different from what they knew, or have different experience.===>Ljudi menjaju predstave o pojavama i procesima u organizaciji onda kada o njima saznaju različito od onoga što su znali, ili imaju drukčije iskustvo.)
MATCH@M:(Working together people learn from one another and modify their mental models.===>Radeći zajedno ljudi međusobno uče i modifikuju svoje mentalne modele.)
MATCH@E:(Working together people learn from one another and modify their mental models.===>Radeći zajedno ljudi međusobno uče i modifikuju svoje mentalne modele.)
MATCH@M:(• Participating in vision creation (mutual vision), means education and training employees to understand the idea and develop awareness of its benefits.===>• Učestvovanje u kreiranju vizije (zajednička vizija), podrazumeva edukaciju i osposobljavanje zaposlenih da razumeju ideju i da imaju svest o njenoj korisnosti.)
MATCH@E:(Participating in vision creation (mutual vision), means education and training employees to understand the idea and develop awareness of its benefits.===>Učestvovanje u kreiranju vizije (zajednička vizija), podrazumeva edukaciju i osposobljavanje zaposlenih da razumeju ideju i da imaju svest o njenoj korisnosti.)
MATCH@M:(To become supporters and promoters of the vision, the employees should be included into its creation.===>Da bi bili podržavaoci i promoteri vizije zaposlene treba uključiti u njeno kreiranje.)
MATCH@E:(To become supporters and promoters of the vision, the employees should be included into its creation.===>Da bi bili podržavaoci i promoteri vizije zaposlene treba uključiti u njeno kreiranje.)
MATCH@M:(• Team learning is a synergy effect of team work that improves the way of thinking, the change of mental models, abandoning of prejudices and stereotypes.===>• Timsko učenje je sinergetski efekat timskog rada, koji unapređuje način razmišljanja, promenu mentalnih modela, odbacivanje predrasuda i stereotipa.)
MATCH@E:(Team learning is a synergy effect of team work that improves the way of thinking, the change of mental models, abandoning of prejudices and stereotypes.===>Timsko učenje je sinergetski efekat timskog rada, koji unapređuje način razmišljanja, promenu mentalnih modela, odbacivanje predrasuda i stereotipa.)
MATCH@M:(Teamwork encouraged dialogue, arguing and generating unique solutions.===>Timski rad podstiče dijalog, suprotstavljanje mišljenja i generisanje originalnih rešenja.)
MATCH@E:(Teamwork encouraged dialogue, arguing and generating unique solutions.===>Timski rad podstiče dijalog, suprotstavljanje mišljenja i generisanje originalnih rešenja.)
MATCH@M:(The organizational learning concept contributed to the rise of intrapreneurship which is reflected in the willingness of people in organizations to collaborate within work groups and teams, to share knowledge and experience in their interaction, to learn and develop their competences in order that they should be included into the unstructured and non-programmed activities in organizations.===>Koncept organizacionog učenja je doprineo usponu internog preduzetništva (intrapreneurship), koje se ogleda u spremnosti ljudi u organizacijama da međusobno sarađuju u okviru radnih grupa i timova, da u interaktivnim odnosima razmenjuju znanje i iskustvo, da uče i razvijaju svoje sposobnosti, kako bi mogli da se uključe u nestrukturirane i neprogramirane aktivnosti u organizacijama.)
MATCH@E:(The organizational learning concept contributed to the rise of intrapreneurship which is reflected in the willingness of people in organizations to collaborate within work groups and teams, to share knowledge and experience in their interaction, to learn and develop their com petences in order that they should be included into the unstructured and non-programmed activities in organizations.===>Koncept organizacionog učenja je doprineo usponu internog preduzetništva (intrapreneurship), koje se ogleda u spremnosti ljudi u organizacijama da međusobno sarađuju u okviru radnih grupa i timova, da u interaktivnim odnosima razmenjuju znanje i iskustvo, da uče i razvijaju svoje sposobnosti, kako bi mogli da se uključe u nestrukturirane i neprogramirane aktivnosti u organizacijama.)
MATCH@M:(The intrapreneurs are the people in factories and in workshops; they redefine technological processes, remodel work processes, redesign workposts, improve the quality, increase work productivity etc.===>Interni preduzetnici su ljudi u fabrikama i pogonima, koji redefinišu tehnološke procese, remodeliraju procese rada, redizajniraju radna mesta, unapređuju kvalitet, povećavaju produktivnost rada, i slično)
MATCH@E:(The intrapreneurs are the people in factories and in workshops; they redefine technological processes, remodel work processes, redesign workposts, improve the quality, increase work productivity etc.===>Interni preduzetnici su ljudi u fabrikama i pogonima, koji redefinišu tehnološke procese, remodeliraju procese rada, redizajniraju radna mesta, unapređuju kvalitet, povećavaju produktivnost rada, i sl.)
MATCH@M:(Hence organizational learning and intrapreneurship are gere-rating factors in high performance organizations.[14]===>Proističe da su organizaciono učenje i interno preduzetništvo generički faktori u organizacijama visokih performansi.)
MATCH@E:(Hence organizational learning and intrapreneurship are gererating factors in high performance organizations.===>Proističe da su organizaciono učenje i interno preduzetništvo generički faktori u organizacijama visokih performansi.)
MATCH@M:(The understanding of the organizational learning process can be facilitated by a system approach, according to which the organization is a complex system consisting of interrelated parts and open to the environ-mant.===>Za razumevanje procesa učenja u organizacijama pomaže sistemski pristup, prema kojem je organizacija složen sistem sastavljen iz međusobno povezanih delova, i koji je otvoren prema okruženju.)
MATCH@E:(The organizational learning process The understanding of the organizational learning process can be facilitated by a system approach, according to which the organization is a complex system consisting of interrelated parts and open to the environmant.===>Proces organizacionog učenja Za razumevanje procesa učenja u organizacijama pomaže sistemski pristup, prema kojem je organizacija složen sistem sastavljen iz međusobno povezanih delova, i koji je otvoren prema okruženju.)
MATCH@M:(Starting from the organization as a learning system we can draw a conclusion that learning is an integrative process permeating the entire organization.===>Polazeći od organizacije kao sistema koji uči može se zaključiti da je učenje integrativni proces koji prožima celu organizaciju.)
MATCH@E:(Starting from the organization as a learning system we can draw a conclusion that learning is an integrative process permeating the entire organization.===>Polazeći od organizacije kao sistema koji uči može se zaključiti da je učenje integrativni proces koji prožima celu organizaciju.)
MATCH@M:(The learning process, as well as other organizational processes, follows its own course, which means that organizatinal learning goes gradually, or in phases.===>Proces učenja, kao i drugi procesi u organizacijama, ima svoj tok, što znači da se učenje u organizaciji odvija postupno, ili po fazama.)
MATCH@E:(The learning process, as well as other organizational processes, follows its own course, which means that organizatinal learning goes gradually, or in phases.===>Proces učenja, kao i drugi procesi u organizacijama, ima svoj tok, što znači da se učenje u organizaciji odvija postupno, ili po fazama.)
MATCH@M:(Real knowledge is more than the information itself.===>Pravo znanje je više od same informacije.)
MATCH@E:(Real knowledge is more than the information itself.===>Pravo znanje je više od same informacije.)
MATCH@M:(It incorporates the meanings contained in the information, but also the messages that are not always manifest.===>Ono uključuje značenja koja sadrže inofrmacije kao i poruke koje često nisu očevidne.)
MATCH@E:(It incorporates the meanings contained in the information, but also the messages that are not always manifest.===>Ono uključuje značenja koja sadrže inofrmacije kao i poruke koje često nisu očevidne.)
MATCH@M:(Therefore, in creating knowledge it is very important who is the one that interprets the collected information.===>Zato je za kreiranje znanja veoma važno ko interpretira prikupljene informacije.)
MATCH@E:(Therefore, in creating knowledge it is very important who is the one that interprets the collected information.===>Zato je za kreiranje znanja veoma važno ko interpretira prikupljene informacije.)
MATCH@M:(Phase two: knowledge dissemination - organizational learning is collective learning.===>Druga faza: diseminacija znanja - organizaciono učenje je kolektivno učenje.)
MATCH@E:(Phase two: knowledge dissemination organizational learning is collective learning.===>Druga faza: diseminacija znanja - organizaciono učenje je kolektivno učenje.)
MATCH@M:(Hence the organizational learning process means that knowledge is disseminated throughout organization, it is available to everyone.===>Otuda proces organizacionog učenja podrazumeva da se znanje širi kroz organizaciju, i da bude dostupno svima.)
MATCH@E:(Hence the organizational learning process means that knowledge is disseminated throughout organization, it is available to everyone.===>Otuda proces organizacionog učenja podrazumeva da se znanje širi kroz organizaciju, i da bude dostupno svima.)
MATCH@M:(There are two basic forms of knowledge dissemination in organizations: formal, when knowledge is disseminated in a prescribed way, using established methods, manners and means, and informal, when knowledge is shared in informal relations among the employees.===>Dva su osnovna oblika diseminacije znanja u organizacijama: formalni, kada se znanje širi na propisan način, primenom utvrđenih metoda, načina i sredstava, i neformalni, kada se znanje prenosi u neformalnim odnosima između zaposlenih.)
MATCH@E:(There are two basic forms of knowledge dissemination in organizations: formal, when knowledge is disseminated in a prescribed way, using established methods, manners and means, and informal, when knowledge is shared in informal relations among the employees.===>Dva su osnovna oblika diseminacije znanja u organizacijama: formal ni, kada se znanje širi na propisan način, primenom utvrđenih metoda, načina i sredstava, i neformalni, kada se znanje prenosi u neformalnim odnosima između zaposlenih.)
MATCH@M:(Phase three: knowledge memorizing - organizational memory is a critical factor in the organizational learning process.===>Treća faza: memorisanje znanja - organizaciona memorija predstavlja kritičan faktor u procesu organizacionog učenja.)
MATCH@E:(Phase three: knowledge memorizing organizational memory is a critical factor in the organizational learning process.===>Treća faza: memorisanje znanja - organizaciona memorija predstavlja kritičan faktor u procesu organizacionog učenja.)
MATCH@M:(The basic difference between individual and organizational learning is in that the individual knowledge is the property of an individual, whereas the organizational knowledge is an organizational resource.===>Osnovna razlika između individualnog i organizacionog učenja je u tome što je individualno znanje svojina pojedinca, a organizaciono znanje je resurs organizacije.)
MATCH@E:(The basic difference between individual and organizational learning is in that the individual knowledge is the property of an individual, whereas the organizational knowledge is an organizational resource.===>Osnovna razlika između individualnog i organizacionog učenja je u tome što je individualno znanje svojina pojedinca, a organizaciono znanje je resurs organizacije.)
MATCH@M:(Hence the organizational knowldge has to be stored as organizational property.===>Zato organizaciono znanje mora biti sačuvano u vlasništvu organizacije.)
MATCH@E:(Hence the organizational knowldge has to be stored as organizational property.===>Zato organizaciono znanje mora biti sačuvano u vlasništvu organizacije.)
MATCH@M:(Organizational memory consists of written documents, such as the statute and codes, strategies and plans, decisions, mo-nografies, etc; as welll as unwritten rules of behaviour, such as norms, standards, jargon, style and other elements of organizational culture.===>Organizacionu memoriju čine pisani dokumenti, kao što su statut i pravilnici, strategije i planovi, odluke, monografije, i slično; kao i nepisana pravila ponašanja, kao što su norme, standardi, žargon, stil i drugi elementi organizacione kulture.)
MATCH@E:(Organizational memory consists of written documents, such as the statute and codes, strategies and plans, decisions, monografies, etc; as welll as unwritten rules of behaviour, such as norms, standards, jargon, style and other elements of organizational culture.===>Organizacionu memoriju čine pisani dokumenti, kao što su statut i pravilnici, strategije i planovi, odluke, monografije, i sl.; kao i nepisana pravila ponašanja, kao što su norme, standardi, žargon, stil i drugi elementi organizacione kulture.)
MATCH@M:(Phase four: knowledge application - the knowledge application phase includes the activities of implementation of what is learned.===>Četvrta faza: korišćenje znanja - faza korišćenja znanja sadrži aktivnosti implementacije naučenog.)
MATCH@E:(Phase four: knowledge application the knowledge application phase includes the activities of implementation of what is learned.===>Četvrta faza: korišćenje znanja - faza korišćenja znanja sadrži aktivnosti implementacije naučenog.)
MATCH@M:(The outcome of this phase should be a change in the behaviour of an individual and the change in the behaviour of the organization, that is, a general increase of individual and organizational performance.===>Ishod ove faze treba da bude promena ponašanja pojedinaca i promena ponašanja organizacije, odnosno opšti porast individualnih i organizacionih performansi.)
MATCH@E:(The outcome of this phase should be a change in the behaviour of an individual and the change in the behaviour of the organization, that is, a general increase of individual and organizational performance.===>Ishod ove faze treba da bude promena ponašanja pojedinaca i promena ponašanja organizacije, odnosno opšti porast individualnih i organizacionih performansi.)
MATCH@M:(It is this phase that new experience is formed, to become a useful source of information in the repeated process of learning in the organization itself as well as for other organizations, those that use benchmarking in the learning process.===>U ovoj fazi formira se novo iskustvo, koje će postati koristan izvor informacija u ponovljenom procesu učenja u samoj organizaciji, kao i za druge organizacije, koje u procesu učenja koriste benčmarking.)
MATCH@E:(It is this phase that new experience is formed, to become a useful source of information in the repeated process of learning in the organization itself as well as for other organizations, those that use benchmarking in the learning process.===>U ovoj fazi formira se novo iskustvo, koje će postati koristan izvor informacija u ponovljenom procesu učenja u samoj organizaciji, kao i za druge organizacije, koje u procesu učenja koriste benčmarking.)
MATCH@M:(The role of benchmarking in the organizational learning concept is to collect useful information on those who are better and who implement superior work proceses.===>Uloga benčmarkinga u konceptu organizacionog učenja je u tome da se dođe do korisnih informacija o drugima koji su bolji i koji primenjuju superiornije procese rada.)
MATCH@E:(The role of benchmarking in the organizational learning concept is to collect useful information on those who are better and who implement superior work proceses.===>Uloga benčmarkinga u konceptu organizacionog učenja je u tome da se dođe do korisnih informacija o drugima koji su bolji i koji primenjuju superiornije procese rada.)
MATCH@M:(Comparison to others who do their job better and more efficiently is a very popular method of self-evaluation of strengths and competences, and of collecting information and knowledge created by the best and the most successful.===>Poređenje sa drugima koji bolje i efikasnije obavljaju poslovnu aktivnost je veoma popularan metod samoocenjivanja snaga i sposobnosti, i prikupljanja informacija i znanja koje su kreirali najbolji i najuspešniji.)
MATCH@E:(Comparison to others who do their job better and more efficiently is a very popular method of self-evaluation of strengths and competences, and of collecting information and knowledge created by the best and the most successful.===>Poređenje sa drugima koji bolje i efikasnije obavljaju poslovnu aktivnost je veoma popularan metod samoocenjivanja snaga i sposobnosti, i prikupljanja informacija i znanja koje su kreirali najbolji i najuspešniji.)
MATCH@M:(Benchmarking is in fact a comparative analysis in which an organization compares with the best in the industry and gets information and knowledge about the way the best achieve highest performance and tries to find ways to become a high performance organization.===>Benčmarking je u stvari komparativna analiza, u kojoj se organizacija poredi sa najboljim u grani, kojom se dolazi do informacija i znanja kako najbolji postižu visoke performanse i pronalaze načini kako postati organizacija sa visokim performansama.)
MATCH@E:(Benchmarking is in fact a comparative analysis in which an organization compares with the best in the industry and gets information and knowledge about the way the best achieve highest performance and tries to find ways to become a high performance organization.===>Benčmarking je u stvari komparativna analiza, u kojoj se organizacija poredi sa najboljim u grani, kojom se dolazi do informacija i znanja kako najbolji postižu visoke performanse i pronalaze načini kako postati organizacija sa visokim performansama. 4.)
MATCH@M:(Given the definitions of organizational learning and the learning types and processes, it is logical to define the learning organization as an organization that has potentials for organizational learning development and that implements the characteristics of its basic dimensions, such as the level of bihavioral formalisation, the authority centralisation level, the process standardization extent, coordination mechanisms, etc. to create conditions and encourage its employees to permanently learn and improve.===>Ako pođemo od prethodnih definicija organizacionog učenja, vrsta i procesa učenja, onda se kao logična definicija nameće da je organizacija koja uči organizacija koja ima potencijal za razvoj organizacionog učenja i koja karakteristikama svojih bazičnih dimenzija, kao što su stepen formalizacije ponašanja, stepen centralizacije autoriteta, stepen standardizacije procesa, mehanizmi koordinacije, i dr., stvara uslove i ohrabruje zaposlene da kontinuirano uče i da se usavršavaju.)
MATCH@E:(4. ~~~ The learning organization Given the definitions of organizational learning and the learning types and processes, it is logical to define the learning organization as an organization that has potentials for organizational learning development and that implements the characteristics of its basic dimensions, such as the level of bihavioral formalisation, the authority centralisation level, the process standardization extent, coordination mechanisms, etc. to create conditions and encourage its employees to permanently learn and improve.===>Organizacija koja uči Ako pođemo od prethodnih definicija organizacionog učenja, vrsta i procesa učenja, onda se kao logična definicija nameće da je organizacija koja uči organizacija koja ima potencijal za razvoj organizacionog učenja i koja karakteristikama svojih bazičnih dimenzija, kao što su stepen formalizacije ponašanja, stepen centralizacije autoriteta, stepen standardizacije procesa, mehanizmi koordinacije, i dr., stvara uslove i ohrabruje zaposlene da kontinuirano uče i da se usavršavaju.)
MATCH@M:(The learning organization actively creates, transfers, stores and uses knowledge in order that it should improve its competencies, adapt to environmental changes and achieve superior performance.===>Organizacija koja uči aktivno kreira, transferiše, čuva i koristi znanje da bi usavršila svoje sposobnosti, izgradila nove kompetencije, omogućila prilagođavanje promenama u okruženju i ostvarila superiorne performanse.)
MATCH@E:(The learning organization actively creates, transfers, stores and uses knowledge in order that it should improve its competencies, adapt to environmental changes and achieve superior perfor mance.===>Organizacija koja uči aktivno kreira, transferiše, čuva i koristi znanje da bi usavršila svoje sposobnosti, izgradila nove kompetencije, omogućila prilagođavanje promenama u okruženju i ostvarila superiorne performanse.)
MATCH@M:(The learning organization promotes exchange of information among the employees and ensures the conditions for their permanent development and promotion.===>Organizacija koja uči promoviše razmenu informacija između zaposlenih i kreira uslove za njihov stalni razvoj i napredovanje.)
MATCH@E:(The learning organization promotes exchange of information among the employees and ensures the conditions for their permanent development and promotion.===>Organizacija koja uči promoviše razmenu informacija između zaposlenih i kreira uslove za njihov stalni razvoj i napredovanje.)
MATCH@M:(Thus it reduces rigidity while increasing organizational flexibility, that is, reduces the extent of organizational bureaucracy, which is a key barrier to learning.===>Na taj način se smanjuje rigidnost a povećava fleksibilnost organizacija, odnosno smanjuje stepen birokratizacije organizacije, što jeste ključna barijera za učenje.)
MATCH@E:(Thus it reduces rigidity while increasing organizational flexibility, that is, reduces the extent of organizational bureaucracy, which is a key barrier to learning.===>Na taj način se smanjuje rigidnost a povećava fleksibilnost organizacija, odnosno smanjuje stepen birokratizacije organizacije, što jeste ključna barijera za učenje.)
MATCH@M:(According to Senge, "The learning organization is one that permanently increases its competence for creating its own future.===>Prema Senge-u, "Organizacija koja uči je organizacija koja neprestano proširuje svoju sposobnost za stvaranje sopstvene budućnosti.)
MATCH@E:(According to Senge, The learning organization is one that permanently increases its competence for creating its own future.===>Prema Senge-u, Organizacija koja uči je organizacija koja neprestano proširuje svoju sposobnost za stvaranje sopstvene budućnosti.)
MATCH@M:(It does not stop at just mere survival.===>Za nju nije dovoljno samo da opstane.)
MATCH@E:(It does not stop at just mere survival.===>Za nju nije dovoljno samo da opstane.)
MATCH@M:(The aim of the learning organization is not only to achieve the planned business performance, but to achieve a higher level of competencies, primarily of its employees, and then of the organization itself."[161===>Organizacija koja uči nema samo za cilj direktno ostvarivanje planiranih poslovnih performansi, već i ostvarivanje višeg nivoa kompetencija, na prvom mestu zaposlenih a onda i same organizacije". [16])
MATCH@E:(The aim of the learning organization is not only to achieve the planned business performance, but to achieve a higher level of competencies, primarily of its employees, and then of the organization itself.===>Organizacija koja uči nema samo za cilj direktno ostvarivanje planiranih poslovnih performansi, već i ostvarivanje višeg nivoa kompetencija, na prvom mestu zaposlenih a onda i same organizacije.)
MATCH@M:(Consultants are frequently faced with numerous questions, dilemmas and doubts that people from practice put befor them, such as: "Even if I come across the learning organization, how will I be able to recognize it?"===>Konsultanti se često suočavaju sa brojnim pitanjima, dilemama i sumnjama koje im izražavaju ljudi iz prakse, tipa: "kada bih naišao na nju kako bih znao da je to organizacija koja uči"?)
MATCH@E:(Š16Ë Consultants are frequently faced with numerous questions, dilemmas and doubts that people from practice put befor them, such as: Even if I come across the learning organization, how will I be able to recognize it?===>Š16Ë Konsultanti se često suočavaju sa brojnim pitanjima, dilemama i sumnjama koje im izražavaju ljudi iz prakse, tipa: »kada bih naišao na nju kako bih znao da je to organizacija koja uči«?)
MATCH@M:(Indeed, this question can be asked by any of us.===>Zaista ovo pitanje može da postavi svako od nas.)
MATCH@E:(Indeed, this question can be asked by any of us.===>Zaista ovo pitanje može da postavi svako od nas.)
MATCH@M:(How will we know that the organization we analyse is the learning organization?===>Kako ćemo znati da li je organizacija koju analiziramo organizacija koja uči.)
MATCH@E:(How will we know that the organization we analyse is the learning organization?===>Kako ćemo znati da li je organizacija koju analiziramo organizacija koja uči.)
MATCH@M:(Literature brings a variety of descriptions of organizations that can be deemed the learning organizations, or are on their way to achieve this status.===>U literaturi postoje brojni opisi organizacija koje se mogu smatrati organizacijama koje uče, ili su na putu da to postignu.)
MATCH@E:(Literature brings a variety of descriptions of organizations that can be deemed the learning organizations, or are on their way to achieve this status.===>U literaturi postoje brojni opisi organizacija koje se mogu smatrati organizacijama koje uče, ili su na putu da to postignu.)
MATCH@M:(Most frequently used are the above quoted Senge's disciplines, such as the test on whether an organization is a learning one or it is on its way to become such.===>Najčešće se koriste gore opisane Sengeove discipline kao test provere da li je neka organizacija učeća ili je na putu da to bude.)
MATCH@E:(Most frequently used are the above quoted Senges disciplines, such as the test on whether an organization is a learning one or it is on its way to become such.===>Najčešće se koriste gore opisane Sengeove discipline kao test provere da li je neka organizacija učeća ili je na putu da to bude.)
MATCH@M:(A more pragmatic formula for testing organizational characteristics is provided by the consultants of Sloan School of Management who found that all successful companies use a more or less the same model to develop into a learning organization.===>Pragmatičniju formulu za proveru osobine organizacije dali su konsultanti sa Sloan School of Management koji su utvrdili da sve uspešne kompanije primenjuju u osnovi manje više isti obrazac, da bi se razvile u organizaciju koja uči.)
MATCH@E:(A more pragmatic formula for testing organizational characteristics is provided by the consultants of Sloan School of Management who found that all successful companies use a more or less the same model to develop into a learning organization.===>Pragmatičniju formulu za proveru osobine organizacije dali su konsultanti sa Sloan School of Management koji su utvrdili da sve uspešne kompanije primenjuju u osnovi manje više isti obrazac, da bi se razvile u organizaciju koja uči.)
MATCH@M:(Similar to Senge, who in fact belongs to this same school, the consultants, too, focus upon five elements: (1) leader with clear vision; (2) a detailed and measurable action plan; (3) prompt exchange of information; (4) inventiveness; (5) capability of turning activities into results.===>Slično Sengeu, koji inače pripada istoj školi, konsultanti se fokusiraju takođe na pet elemenata: (1) lider sa jasnom vizijom; (2) detaljan i merljiv plan akcija; (3) brza razmena informacija; (4) inventivnost; (5) sposobnost za sprovođenje akcija u delo.)
MATCH@E:(Similar to Senge, who in fact belongs to this same school, the consultants, too, focus upon five elements: (1) leader with clear vision; (2) a detailed and measurable action plan; (3) prompt exchange of information; (4) inventiveness; (5) capability of turning activities into results.===>Slično Sengeu, koji inače pripada istoj školi, konsultanti se fokusiraju takođe na pet elemenata: (1) lider sa jasnom vizijom; (2) detaljan i merljiv plan akcija; (3) brza razmena informacija; (4) inventivnost; (5) sposobnost za sprovođenje akcija u delo.)
MATCH@M:(The organizations that are characterised with the five quoted elements are on their way to become learning organizations.===>Organizacije koje imaju navedenih pet elemenata su na putu da postanu organizacija koja uči.)
MATCH@E:(The organizations that are characterised with the five quoted elements are on their way to become learning organizations.===>Organizacije koje imaju navedenih pet elemenata su na putu da postanu organizacija koja uči.)
MATCH@M:(In order that they should really become such, each of the elements should be filled with the right contents.[171 Anyway, the focus is upon the organizational characteristics that are reflected in the leader style characteristics, the state of development and maturity to accept authority for disseminating the vision and team work, to change their attitudes, values and mental models, to act in an entrepereneurial manner, by creating new ideas, or new products and services.===>Da bi zaista to i postale, svaki element treba popuniti pravim sadržajem.[171 U svakom slučaju, fokus je na osobinama organizacije, koje se ogledaju u karakteristikama stila liderstva, razvijenosti i zrelosti zaposlenih da prihvate autoritet za širenje vizije i timski rad, da menjaju stavove, vrednosti i mentalne modele, da se preduzetnički ponašaju, tako što će da kreiraju nove ideje, ili nove proizvode i usluge.)
MATCH@E:(In order that they should really become such, each of the elements should be filled with the right contents.Š17Ë Anyway, the focus is upon the organizational characteristics that are reflected in the leader style characteristics, the state of development and maturity to accept authority for disseminating the vision and team work, to change their attitudes, values and mental models, to act in an entrepereneurial manner, by creating new ideas, or new products and services.===>Da bi zaista to i postale, svaki element treba popuniti pravim sadržajem. ~~~ Š17Ë U svakom slučaju, fokus je na osobinama organizacije, koje se ogledaju u karakteristikama stila liderstva, razvijenosti i zrelosti zaposlenih da prihvate autoritet za širenje vizije i timski rad, da menjaju stavove, vrednosti i mentalne modele, da se preduzetnički ponašaju, tako što će da kreiraju nove ideje, ili nove proizvode i usluge.)
MATCH@M:(After we have learnt how to recognize the learning organization, let's try to answer the question on whether it is a new organizational model or is just a new characteristic to be developed within the model.===>Kada znamo po čemu se prepoznaje organizacija koja uči, pokušajmo da odgovorimo na pitanje da li je to novi model organizacije ili je to samo nova osobina koju treba razviti u modelu.)
MATCH@E:(After we have learnt how to recognize the learning organization, lets try to answer the question on whether it is a new organizational model or is just a new characteristic to be developed within the model.===>Kada znamo po čemu se prepoznaje organizacija koja uči, pokušajmo da odgovorimo na pitanje da li je to novi model organizacije ili je to samo nova osobina koju treba razviti u modelu.)
MATCH@M:(Here we will adopt the "frame and picture" metaphor, frequently used in the philosophy of Christianity, especially in the Orthodox tradition, when explaining the religious rites.===>Oslonićemo se ovde na metaforu "rama i slike", koja se često koristi u filozofiji hrišćanstva, naročito u pravoslavlju, kada se objašnjavaju slavski obredi.)
MATCH@E:(Here we will adopt the frame and picture metaphor, frequently used in the philosophy of Christianity, especially in the Orthodox tradition, when explaining the religious rites.===>Oslonićemo se ovde na metaforu rama i slike, koja se često koristi u filozofiji hrišćanstva, naročito u pravoslavlju, kada se objašnjavaju slavski obredi.)
MATCH@M:(The frame is the folklore, the picture is the essence or the contents of the rite.===>Ram je folklor, a slika je smisao ili sadržaj obreda.)
MATCH@E:(The frame is the folklore, the picture is the essence or the contents of the rite.===>Ram je folklor, a slika je smisao ili sadržaj obreda.)
MATCH@M:(The frame without the picture is nothing, however the picture, even if left without a frame, retains its meaning.===>Ram bez slike je ništa, ali slika bez rama ne gubi smisao.)
MATCH@E:(The frame without the picture is nothing, however the picture, even if left without a frame, retains its meaning.===>Ram bez slike je ništa, ali slika bez rama ne gubi smisao.)
MATCH@M:(Similarly, the organizational architecture as a frame is a mere organizational scheme, meaningless until we have seen the organizational picture, made up of processes and systems.===>Analogno tome, organizaciona arhitektura kao ram je puka organizaciona šema, koja ništa ne znači dok ne vidimo sliku organizacije, koju čine procesi i sistemi.)
MATCH@E:(Similarly, the organizational architecture as a frame is a mere organi zational scheme, meaningless until we have seen the organizational picture, made up of processes and systems.===>Analogno tome, organizaciona arhitektura kao ram je puka organizaciona šema, koja ništa ne znači dok ne vidimo sliku organizacije, koju čine procesi i sistemi.)
MATCH@M:(Herefore, some attitudes presented in literature must be questioned, since it is an extremely simplified and artificial to a priori pronounce some structural models, bureaucracy, for example, as inapropriate to learn.===>U tom smislu, neke stavove iz literature treba dovesti u sumnju, zato što krajnje pojednostavljeno i šablonski neke modele strukture apriori i bez mere proglašavaju nepodobnim za učenje, na primer birokratiju.)
MATCH@E:(Herefore, some attitudes presented in literature must be questioned, since it is an extremely simplified and artificial to a priori pronounce some structural models, bureaucracy, for example, as inapropriate to learn.===>U tom smislu, neke stavove iz literature treba dovesti u sumnju, zato što krajnje pojednostavljeno i šablonski neke modele strukture apriori i bez mere proglašavaju nepodobnim za učenje, na primer birokratiju.)
MATCH@M:(According to Daft, organizations have undergone a certain process of evolution, in three phases: (1) from hierarchally structured systems that built their success upon bureaucracy, in which the responsibility in decision-making and action implementation control is delegated to top management, (2) through hierarchally constituted systems that build their success upon interfunctional teams and training their employees to take over the authority independently, and (3) to organizational systems as learning organizations that base their success upon process teams and upon strategic responsibilitise of the employees.===>Prema Daftu, organizacije su prošle određeni evolutivni proces, u tri faze: (1) od hijerarhijski sturkturiranih sistema koji su svoj uspeh gradili na birokratiji, u kojima odgovornost za donošenje odluka i kontrolu spro vođenja akcija ima top menadžment, (2) preko hijerarhijski uređenih sistema koji svoj uspeh grade na interfunkvcionalnim timovima i osamostaljivanju zaposlenih za preuzimanje autoriteta, i (3) do organizacionih sistema kao učećih organizacija koje svoj uspeh baziraju na procesnim timovima i strateškoj odgovornosti zaposlenih.)
MATCH@E:(On the other hand, shallow structures are a priori considered appropriate to learn (Figure 2).Š18Ë Responsibilities for decision making and decision enforcement Figure 2: The Learning organizations evolution According to Daft, organizations have undergone a certain process of evolution, in three phases: (1) from hierarchally structured systems that built their success upon bureaucracy, in which the responsibility in decision-making and action implementation control is delegated to top management, (2) through hierarchally constituted systems that build their success upon interfunctional teams and training their employees to take over the authority independently, and (3) to organizational systems as learning organizations that base their success upon process teams and upon strategic responsibilitise of the employees.===>S druge strane, plitke strikture apriori smatraju pogodnim za učenje (slika2). ~~~ Š18Ë Odgovornost za donošenje odluka i sprovođenje akcija Slika 2: ~~~ Evolucija organizacije koja uči Prema Daftu, organizacije su prošle određeni evolutivni proces, u tri faze: (1) od hijerarhijski sturkturiranih sistema koji su svoj uspeh gradili na birokratiji, u kojima odgovornost za donošenje odluka i kontrolu sprovođenja akcija ima top menadžment, (2) preko hijerarhijski uređenih sistema koji svoj uspeh grade na interfunkvcionalnim timovima i osamostaljivanju zaposlenih za preuzimanje autoriteta, i (3) do organizacionih sistema kao učećih organizacija koje svoj uspeh baziraju na procesnim timovima i strateškoj odgovornosti zaposlenih.)
MATCH@M:(We are justified in wondering how many organizations today have reached the phase (3).===>S pravom se može postaviti pitanje koliko je organizacija danas u fazi (3).)
MATCH@E:(We are justified in wondering how many organizations today have reached the phase (3).===>S pravom se može postaviti pitanje koliko je organizacija danas u fazi (3).)
MATCH@M:(Every organization, according to the "frame and pic-ture" metaphor, is known to be more or less bureaucratic.===>Pouzdano se zna da je svaka organizacija, prema metafori "rama i slike" manje ili više birokratska.)
MATCH@E:(Every organization, according to the frame and picture metaphor, is known to be more or less bureaucratic.===>Pouzdano se zna da je svaka organizacija, prema metafori »rama i slike« manje ili više birokratska.)
MATCH@M:(According to Figure 2, the frame corresponds to phase (1), and the picture is the following: high horizontal and vertical specialisations, standardized processes, formalized behaviour and lack of flexibility.===>Prema slici 2, ram je kao u fazi (1) a slika je sledeća: visoka horizontalna i vertikalna specijalizacija, standardizovani procesi, formalizovano ponašanje i nefleksibilnost.)
MATCH@E:(According to Figure 2, the frame corresponds to phase (1), and the picture is the following: high horizontal and vertical specialisations, standardized processes, formalized behaviour and lack of flexibility.===>Prema slici 2, ram je kao u fazi (1) a slika je sledeća: visoka horizontalna i vertikalna specijalizacija, standardizovani procesi, formalizovano ponašanje i nefleksibilnost.)
MATCH@M:(The consequences of such a picture for organizational learning are:[191 any information, however objective, that may endanger the existing hierarchal system is not welcome; certain information, due to its bad flow, most often does not reach the people that would learn most from it; slow implementation of some decisions.===>Posledice ovakve slike po organizaciono učenje su sledeće:[19] bilo koja informacija, ma koliko objektivna, koja može ugroziti trenutni hijerarhijski sistem nije dobrodošla; određene informacije imaju loš protok i najčešće ne dođu do onih koji bi iz njih najviše naučili; spora implementacija određenih odluka.)
MATCH@E:(The consequences of such a picture for organizational learning are:Š19Ë any information, however objective, that may endanger the existing hierarchal system is not welcome; certain information, due to its bad flow, most often does not reach the people that would learn most from it; slow implementation of some decisions.===>Posledice ovakve slike po organizaciono učenje su sledeće: ~~~ Š19Ë bilo koja informacija, ma koliko objektivna, koja može ugroziti trenutni hijerarhijski sistem nije dobrodošla; određene informacije imaju loš protok i najčešće ne dođu do onih koji bi iz njih najviše naučili; spora implementacija određenih odluka.)
MATCH@M:(When we get to know the bureaucracy picture, we need not necessarily change the frame in order that we change the picture, since changing the frame without changing the picture would not ensure the conditions for the development of a learning organization.===>Kada upoznamo sliku birokratije, onda ne moramo neizostavno da menjamo ram da bismo promenili sliku, jer sa promenom rama bez promene slike ne bismo stvorili uslove za razvoj organizacije koja uči.)
MATCH@E:(When we get to know the bureaucracy picture, we need not necessarily change the frame in order that we change the picture, since changing the frame without changing the picture would not ensure the conditions for the development of a learning organization.===>Kada upoznamo sliku birokratije, onda ne moramo neizostavno da menjamo ram da bismo promenili sliku, jer sa promenom rama bez promene slike ne bismo stvorili uslove za razvoj organizacije koja uči.)
MATCH@M:(Hence we should educate bureaucratic models how to become learning organizations, or, as Senge says, "to learn how to learn".===>Zato treba da podučavamo birokratske modele kako da postanu učeće organizacije, ili kako Senge kaže da "nauče kako da uče".)
MATCH@E:(Hence we should educate bureaucratic models how to become learning organizations, or, as Senge says, to learn how to learn.===>Zato treba da podučavamo birokratske modele kako da postanu učeće organizacije, ili kako Senge kaže da nauče kako da uče.)
MATCH@M:(The bureaucracy level should be reduced to increase the learning speed of bureaucracy models and thus maintain hierarchy without which no organization can survive.===>Treba smanjiti stepen birokratizacije da bi se povećala brzina učenja birokratskih modela i na taj način održala hijerarhija bez koje ne može opstati ni jedna organizacija.)
MATCH@E:(The bureaucracy level should be reduced to increase the learning speed of bureaucracy models and thus maintain hierarchy without which no organization can survive.===>Treba smanjiti stepen birokratizacije da bi se povećala brzina učenja birokratskih modela i na taj način održala hijerarhija bez koje ne može opstati ni jedna organizacija.)
MATCH@M:(A scientific field of management and organization is rather prone to the impacts of "fashions".===>Naučno područje menadžmenta i organizacije je veoma podložno uticajima "mode".)
MATCH@E:(CONCLUSION A scientific field of management and organization is rather prone to the impacts of fashions.===>ZAKLJUČAK Naučno područje menadžmenta i organizacije je veoma podložno uticajima »mode«.)
MATCH@M:(Since the emergence of scientific management up till the present times, literature has marked numerous "revoultionary" inventions, that were never scientifically founded and were never proven in practice.===>Od pojave naučnog menadžmenta do danas u literaturi su zabeleženi mnogi "revolucionarni" izumi, koji nisu imali naučno utemeljenje i koji nikada nisu potvrđeni u praksi.)
MATCH@E:(Since the emergence of scientific management up till the present times, literature has marked numerous revoultionary inventions, that were never scientifically founded and were never proven in practice.===>Od pojave naučnog menadžmenta do danas u literaturi su zabeleženi mnogi »revolucionarni« izumi, koji nisu imali naučno utemeljenje i koji nikada nisu potvrđeni u praksi.)
MATCH@M:(The views presented in this paper rely on the historical development of theories and concepts, not only in the management and organization sciences, but also in other scientific fields.===>Izneti stavovi u ovom radu imaju uporište u istorijskom razvoju teorija i koncepata, ne samo u nauci menadžmenta i organizacije nego i u drugim oblastima nauke.)
MATCH@E:(The views presented in this paper rely on the historical development of theories and concepts, not only in the management and organization sciences, but also in other scientific fields.===>Izneti stavovi u ovom radu imaju uporište u istorijskom razvoju teorija i koncepata, ne samo u nauci menadžmenta i organizacije nego i u drugim oblastima nauke.)
MATCH@M:(New concepts stem from the weaknesses of the previous ones, in that they develop new, different approaches to the same problem and become a consistent and complete learning system to represent a new paradigm.===>Novi koncepti nastaju na nedostacima prethodnih, tako što razvijaju nove različite pristupe istom problemu i kao konzistentan i zaokružen sistem učenja predstavljaju novu paradigmu.)
MATCH@E:(New concepts stem from the weaknesses of the previous ones, in that they develop new, different approaches to the same problem and become a consistent and complete learning system to represent a new paradigm.===>Novi koncepti nastaju na nedostacima prethodnih, tako što razvijaju nove različite pristupe istom problemu i kao konzistentan i zaokružen sistem učenja predstavljaju novu paradigmu.)
MATCH@M:(It is the same with the concept of the "organization that learns" or the "learning organization".===>Ista stvar je sa konceptom "organizacija koja uči", ili "učeća organizacija".)
MATCH@E:(It is the same with the concept of the organization that learns or the learning organization.===>Ista stvar je sa konceptom »organizacija koja uči«, ili »učeća organizacija«.)
MATCH@M:(In order to survive, organizations have to change constantly.===>Organizacije su, da bi opstale, morale stalno da se menjaju.)
MATCH@E:(In order to survive, organizations have to change constantly.===>Organizacije su, da bi opstale, morale stalno da se menjaju.)
MATCH@M:(Nowadays, in an era of informatics and a high rate of change in the environment, when knowledge is doubled on a yearly basis, they have to change even faster.===>Danas, u eri informatizacije i visokog tempa promena u okruženju, kada se znanje udvostručuje godišnje, one moraju da se menjaju brže.)
MATCH@E:(Nowadays, in an era of informatics and a high rate of change in the environment, when knowledge is doubled on a yearly basis, they have to change even faster.===>Danas, u eri informatizacije i visokog tempa promena u okruženju, kada se znanje udvostručuje godišnje, one moraju da se menjaju brže.)
MATCH@M:(This is the main difference in their learning, and the speed has become their basic characteristics or capacity.===>U tome je osnovna razlika u njihovom učenju, a brzina je postala njihova osnovna sposobnost ili kapacitet.)
MATCH@E:(This is the main difference in their learning, and the speed has become their basic characteristics or capacity.===>U tome je osnovna razlika u njihovom učenju, a brzina je postala njihova osnovna sposobnost ili kapacitet.)
MATCH@M:(Hence it is incorrect to maintain that bureaucratic organizations are non-learning models, while debureaucratized models are the learning organizations.===>U tom smislu, nije korektno tvrditi da su birokratske organizacije modeli koji ne uče, a da su debirokratizovani modeli organizacije koje uče.)
MATCH@E:(Hence it is incorrect to maintain that bureaucratic organizations are non-learning models, while debureaucratized models are the learning organizations.===>U tom smislu, nije korektno tvrditi da su birokratske organizacije modeli koji ne uče, a da su debirokratizovani modeli organizacije koje uče.)
MATCH@M:(As shown in the above analysis, the model is only a frame, whereas the substance of the model is in the pisture, that is, in the characteristics of the system and the process that are going on within that model (frame).===>Kao što je u prethodnoj analizi pokazano, model je samo ram, a suština modela je u slici, odnosno u osobinama sistema i procesa koji se u tom modelu (ramu) odvijaju.)
MATCH@E:(As shown in the above analysis, the model is only a frame, whereas the substance of the model is in the pisture, that is, in the characteristics of the system and the process that are going on within that model (frame).===>Kao što je u prethodnoj analizi pokazano, model je samo ram, a suština modela je u slici, odnosno u osobinama sistema i procesa koji se u tom modelu (ramu) odvijaju.)
MATCH@M:(Every organization will be a learning organization if designed in such a way that there are no obstacles to learning and knowledge dissemination throughout the organization, to the information flow, to the employees' satisfaction, to solving problems where they emerged.===>Svaka organizacija će biti učeća ako se dizajnira tako da ne postoje prepreke za učenje i širenje znanja kroz organizaciju, za protok informacija, za satisfakciju zaposlenih, za rešavanje problema tamo gde su i nastali.)
MATCH@E:(Every organization will be a learning organization if designed in such a way that there are no obstacles to learning and knowledge dissemination throughout the organization, to the information flow, to the employees satisfaction, to solving problems where they emerged.===>Svaka organizacija će biti učeća ako se dizajnira tako da ne postoje prepreke za učenje i širenje znanja kroz organizaciju, za protok informacija, za satisfakciju zaposlenih, za rešavanje problema tamo gde su i nastali.)
MATCH@M:(That means that bureaucratic models cannot survive today with the smae characteristics they had one and a half a century ago, however they do survive with the characteristics that improved their potentials for change and adapting to the environment.===>To znači da birokratski modeli danas ne mogu opstati sa osobinama od pre vek i po, ali da opstaju sa osobinama koje su unapredile njihove potencijale za promene i prilagođavanje okruženju.)
MATCH@E:(That means that bureaucratic models cannot survive today with the smae characteristics they had one and a half a century ago, however they do survive with the characteristics that improved their potentials for change and adapting to the environment.===>To znači da birokratski modeli danas ne mogu opstati sa osobinama od pre vek i po, ali da opstaju sa osobinama koje su unapredile njihove potencijale za promene i prilagođavanje okruženju.)
MATCH@M:(Ford Motros Co., an image of "Taylorism" and a synonym to bureaucratic organizations was indeed a learning organization.===>Ford Motors Co., kao oličenje "tejlorizma" i sinonim za birokratsku organizaciju je itekako bila učeća organizacija.)
MATCH@E:(Ford Motros Co., an image of Taylorism and a synonym to bureaucratic organizations was indeed a learning organization.===>Ford Motors Co., kao oličenje »tejlorizma« i sinonim za birokratsku organizaciju je itekako bila učeća organizacija.)
MATCH@M:(A century ago, with a change in the working practice, having introduced Taylor's inventions, the process standardization and the assembly line, the company became a paradigm of learning and mass production.===>Pre jednog veka, sa promenom načina rada tako što je uvela Taylorov-e izume, standardizaciju procesa i rad na pokretnoj traci, ova kompanija je postala paradigma učenja i masovne proizvodnje.)
MATCH@E:(A century ago, with a change in the working practice, having introduced Taylors inventions, the process standardization and the assembly line, the company became a paradigm of learning and mass production.===>Pre jednog veka, sa promenom načina rada tako što je uvela Taylorov-e izume, standardizaciju procesa i rad na pokretnoj traci, ova kompanija je postala paradigma učenja i masovne proizvodnje.)
MATCH@M:(Today it is still a learning organization, only, in order to increase its capacity of learning faster and responding to change, it had to improve its bureaucratic structure by building teams.===>Danas je ona i dalje učeća organizacija, samo što je morala, da bi povećala svoje kapacitete za brže učenje i reagovanje na promene, svoju birokratsku strukturu da nadogradi timovima.)
MATCH@E:(Today it is still a learning organization, only, in order to increase its capacity of learning faster and responding to change, it had to improve its bureaucratic structure by building teams.===>Danas je ona i dalje učeća organizacija, samo što je morala, da bi povećala svoje kapacitete za brže učenje i reagovanje na promene, svoju birokratsku strukturu da nadogradi timovima.)
MATCH@M:(The communication alone is not sufficient to establish a business relationship; it is necessary that the parties in communication have technologies and tools for automatized negotiations at their disposal.===>Sama komunukacija nije dovoljna da bi se uspostavio poslovni odnos, već je potrebno da partneri u komunikaciji raspolažu tehnologijama i alatima za automatizovano pregovaranje.)
MATCH@E:(The communication alone is not sufficient to establish a business relationship; it is necessary that the parties in communication have technologies and tools for automatized negotiations at their disposal.===>Sama komunukacija nije dovoljna da bi se uspostavio poslovni odnos, već je potrebno da partneri u komunikaciji raspolažu tehnologijama i alatima za automatizovano pregovaranje.)
MATCH@M:(Electronic Negotiation Systems (ENS) are especially significant in the realm of supply, with a special emphasis on public sector supplies.===>Sistemi za elektronsko pregovaranje (Electronic Negotiation Systems: ENS) posebno su značajni u domenima nabavki, sa posebnim naglaskom na nabavke u javnom sektoru.)
MATCH@E:(Electronic Negotiation Systems (ENS) are especially significant in the realm of supply, with a special emphasis on public sector supplies.===>Sistemi za elektronsko pregovaranje (Electronic Negotiation Systems: ~~~ ENS) posebno su značajni u domenima nabavki, sa posebnim naglaskom na nabavke u javnom sektoru.)
MATCH@M:(In this work the advantages of use of ENS in negotiation processes are analyzed and a review, as well as basic characteristics of some of the best-known electronic negotiation systems, are presented.===>U ovom radu analiziraju se prednosti korišćenja ENS u procesima pregovaranja i daje se pregled, kao i osnovne karakteristike nekih od najpoznatijih sistema za elektronsko pregovaranje. Uvod)
MATCH@E:(In this work the advantages of use of ENS in negotiation processes are analyzed and a review, as well as basic characteristics of some of the best-known electronic negotiation systems, are presented.===>U ovom radu analiziraju se prednosti korišćenja ENS u procesima pregovaranja i daje se pregled, kao i osnovne karakteristike nekih od najpoznatijih sistema za elektronsko pregovaranje.)
MATCH@M:(Introduction The earliest electronic negotioation systems working via the Internet were the configurators, uploaded on the sites selling computers.===>Prvi sistemi za elektronsko pregovaranje preko Interneta bili su konfiguratori, postavljani na sajtovima, koji su se bavili prodajom racunara.)
MATCH@E:(Introduction The earliest electronic negotioation systems working via the Internet were the configurators, uploaded on the sites selling computers.===>Uvod Prvi sistemi za elektronsko pregovaranje preko Interneta bili su konfiguratori, postavljani na sajtovima, koji su se bavili prodajom računara.)
MATCH@M:(These tools served as basis upon which the Internet sales of computers were conducted.===>Ovi alati su predstavljali osnovu na kojoj se zasnivala prodaja racunara preko Interneta.)
MATCH@E:(These tools served as basis upon which the Internet sales of computers were conducted.===>Ovi alati su predstavljali osnovu na kojoj se zasnivala prodaja računara preko Interneta.)
MATCH@M:(They allowed for anyone who wanted to purchase a computer via the Internet to create their own configuration, i.e., to select the elements and components of the computer by deciding on the parts of the computer, the software supporting the site analysing whether it was possible to assemble the computer using these components.===>Omogućavaju da svako ko želi da nabavi racunar preko Interneta može sam da konfiguriše mašinu to jest da odabere elemente i delove racunara tako što odabira delove racunara a softver koji se nalazi u pozadini sajta analizira da li je moguće sklopiti racunar sa odabranim delovima.)
MATCH@E:(They allowed for anyone who wanted to purchase a computer via the Internet to create their own configuration, i.e., to select the elements and components of the computer by deciding on the parts of the computer, the software supporting the site analysing whether it was possible to assemble the computer using these components.===>Omogućavaju da svako ko želi da nabavi računar preko Interneta može sam da konfiguriše mašinu to jest da odabere elemente i delove računara tako što odabira delove računara a softver koji se nalazi u pozadini sajta analizira da li je moguće sklopiti računar sa odabranim delovima.)
MATCH@M:(The customers are thus in a position to optimize the computer's performances on the basis of the amount of money they had to spend, since the software computed the total price of the chosen components.===>Ovde je omogućeno korisnicima koji kupuju racunar da na bazi količine novca optimizuju performanse racunara jer softver u pozadini izracunava ukupnu cenu izabranih komponenti.)
MATCH@E:(The customers are thus in a position to optimize the computers performances on the basis of the amount of money they had to spend, since the software computed the total price of the chosen components.===>Ovde je omogućeno korisnicima koji kupuju računar da na bazi količine novca optimizuju performanse računara jer softver u pozadini izračunava ukupnu cenu izabranih komponenti.)
MATCH@M:(Today, these tools are numerous, supplied with various auxiliary programs (smart software agents).===>Danas ovakvih alata ima sijaset, s raznim pomoćnim programima (inteligentnim softverskim agentima).)
MATCH@E:(Today, these tools are numerous, supplied with various auxiliary programs (smart software agents).===>Danas ovakvih alata ima sijaset, s raznim pomoćnim programima (inteligentnim softverskim agentima).)
MATCH@M:(The customer can put together a computer (or any other device or machine) he likes, following a set of given rules, and the task of these tools is to use these same rules to show the customer how much he will have to pay.===>Zadatak im je da korisnik, prema zadatim pravilima, može sam sebi da formira racunar (ili bilo koji drugi uređaj ili mašinu) i vidi koliko će to da ga košta.)
MATCH@E:(The customer can put together a computer (or any other device or machine) he likes, following a set of given rules, and the task of these tools is to use these same rules to show the customer how much he will have to pay.===>Zadatak im je da korisnik, prema zadatim pravilima, može sam sebi da formira računar (ili bilo koji drugi uređaj ili mašinu) i vidi koliko će to da ga košta.)
MATCH@M:(The configurators, however, are only one in a series of the Internet e-negotiation systems.===>Međutim, konfiguratori su samo jedan od niza sistema za e-pregovaranje preko Interneta.)
MATCH@E:(The configurators, however, are only one in a series of the Internet e-negotiation systems.===>Međutim, konfiguratori su samo jedan od niza sistema za e-pregovaranje preko Interneta.)
MATCH@M:(In addition to these, there are also Negotiation Support Systems (NSS), and the Decision Support Systems (DSS).===>Uz njih postoje još i sistemi podrške pregovorima (Negotiation Support Systems: NSS) i sistemi podrške u odlučivanju (Decision Support Systems: DSS).)
MATCH@E:(In addition to these, there are also Negotiation Support Systems (NSS), and the Decision Support Systems (DSS).===>Uz njih postoje još i sistemi podrške pregovorima (Negotiation Support Systems: ~~~ NSS) i sistemi podrške u odlučivanju (Decision Support Systems:)
MATCH@M:(These are the softwares created to help the negotiator during all or only certain stages in negotiations and may be categorized in different ways.===>To su softveri kreirani da pruže pomoć pregovaracu tokom svih ili samo nekih faza pregovora i mogu se kategorisati na mnoštvo nacina.)
MATCH@E:(These are the softwares created to help the negotiator during all or only certain stages in negotiations and may be categorized in different ways.===>DSS). ~~~ To su softveri kreirani da pruže pomoć pregovaraču tokom svih ili samo nekih faza pregovora i mogu se kategorisati na mnoštvo načina.)
MATCH@M:(The ENS differ from some other information systems in several key aspects.===>ENS se razlikuju od nekih drugih informacionih sistema u nekoliko kljucnih aspekata.)
MATCH@E:(The ENS differ from some other information systems in several key aspects.===>ENS se razlikuju od nekih drugih informacionih sistema u nekoliko ključnih aspekata.)
MATCH@M:(Firstly, they are directed towards the network and have to be linked to the Internet at all times.===>Pre svega, usmereni su na mrežu i zavise od neprestane povezanosti s Internetom.)
MATCH@E:(Firstly, they are directed towards the network and have to be linked to the Internet at all times.===>Pre svega, usmereni su na mrežu i zavise od neprestane povezanosti s Internetom.)
MATCH@M:(Then, they provide for the close link between the business processes within and out of the company (e.g., supply chain management), as well as a large number of access systems from any place you are.===>Potom, omogućavaju čvrstu vezu poslovnih procesa unutar i van preduzeća (na primer upravljanje lancem snabdevanja), te veliki broj sistema za pristup s bilo kog mesta.)
MATCH@E:(Then, they provide for the close link between the business processes within and out of the company (e.g., supply chain management), as well as a large number of access systems from any place you are.===>Potom, omogućavaju čvrstu vezu poslovnih procesa unutar i van preduzeća (npr. upravljanje lancem snabdevanja), te veliki broj sistema za pristup s bilo kog mesta.)
MATCH@M:(Their interface with the users is ensured through the web-browser: it is easy to understand and common to many different applications.===>Njihov interfejs sa korisnicima je omogućen pomoću veb pretraživala; lak je za razumevanje i zajednicki kod mnogih razlicitih aplikacija.)
MATCH@E:(Their interface with the users is ensured through the web-browser: it is easy to understand and common to many different applications.===>Njihov interfejs sa korisnicima je omogućen pomoću veb pretraživača; lak je za razumevanje i zajednički kod mnogih različitih aplikacija.)
MATCH@M:(Besides the ENS, Video Conferencing is also used in economics or political negotiation processes, and this is also a type of electronic negotiations, given that information and communication technologies are used throughout all the phases of the negotiation process.===>Osim ENS sistema, video konferencije (Video Conferencing) cesto služe u ekonomskim ili političkim pregovaračkim procesima, a pošto se tokom svih faza pregovaračkog procesa koriste informacione i komunikacione tehnologije, reč je o vrsti elektronskog pregovaranja.)
MATCH@E:(Besides the ENS, Video Conferencing is also used in economics or political negotiation processes, and this is also a type of electronic negotiations, given that information and communication technologies are used throughout all the phases of the negotiation process.===>Osim ENS sistema, video konferencije (Video Conferencing) često služe u ekonomskim ili političkim pregovaračkim procesima, a pošto se tokom svih faza pregovaračkog procesa koriste informacione i komunikacione tehnologije, reč je o vrsti elektronskog pregovaranja.)
MATCH@M:(The history of video conferencing dates back as early as 1956, when the US firm ATamp;T first tried its invention - a video telephone (Pisturephone).===>Istorija video konferencije traje decenijama, tačnije od 1956. godine, kada je firma ATamp;T u Sjedinjenim Američkim Državama isprobala svoj izum - video telefon (Picturephone).)
MATCH@E:(The history of video conferencing dates back as early as 1956, when the US firm AT&T first tried its invention a video telephone (Pisturephone).===>Istorija video konferencije traje decenijama, tačnije od 1956. godine, kada je firma AT&T u Sjedinjenim Američkim Državama isprobala svoj izum video telefon (Picturephone).)
MATCH@M:(Fourteen years later, the users of the;T picturephone paid a monthly subscription fee of $180, and as early as 1971 the Ericsson company presented their product - the transatlantic video telephone - LME.===>Četrnaest godina kasnije, korisnici video telefona;T plaćali su mesečnu pretplatu od 180 $, a već 1971. godine, preduzeće Ericsson demonstriralo je svoj proizvod - transatlantski video telefon nazvan LME.)
MATCH@E:(Fourteen years later, the users of the AT&T picturephone paid a monthly subscription fee of $180, and as early as 1971 the Ericsson company presented their product the transatlantic video telephone LME.===>Četrnaest godina kasnije, korisnici video telefona AT&T plaćali su mesečnu pretplatu od 180 $, a već 1971. godine, preduzeće Ericsson demonstriralo je svoj proizvod transatlantski video telefon nazvan LME.)
MATCH@M:(The first actual video conference was conducted using the analogous TV and satellites, then conferences followed using the digital systems, and then via the computer systems.===>Prva prava video konferencija izvedena je sa analognom TV i satelitima, a zatim sa digitalnim sistemima, te upotrebom kompjuterskih sistema.)
MATCH@E:(The first actual video conference was conducted using the analogous TV and satellites, then conferences followed using the digital systems, and then via the computer systems.===>Prva prava video konferencija izvedena je sa analognom TV i satelitima, a zatim sa digitalnim sistemima, te upotrebom kompjuterskih sistema.)
MATCH@M:(These became a routine in the work of multinational companies in the 1980s.===>Upotrebljavane su već rutinski 80-ih godina XX veka od strane multinacionalnih kompanija.)
MATCH@E:(These became a routine in the work of multinational companies in the 1980s.===>Upotrebljavane su već rutinski 80-ih godina XX veka od strane multinacionalnih kompanija.)
MATCH@M:(Today, the signal transmitting the piscture and the sound is digital, therefore it can be sent in different ways.===>Danas je signal kojim se vrši prenos slike i zvuka digitalan, te može biti poslan na različite načine.)
MATCH@E:(Today, the signal transmitting the piscture and the sound is digital, therefore it can be sent in different ways.===>Danas je signal kojim se vrši prenos slike i zvuka digitalan, te može biti poslan na različite načine.)
MATCH@M:(The video conference is most commonly carried out within a local network (e.g., LAN) or through the public telephone network (most frequently the ISDN, because of its financial profitability and a satisfactory quality of transmission).===>Video konferencija najčešće se izvodi unutar lokalne mreže (na primer LAN) ili preko javne telefonske mreže (najčešće ISDN zbog financijske isplativosti i zadovoljavajućeg kvaliteta prenosa).)
MATCH@E:(The video conference is most commonly carried out within a local network (e.g., LAN) or through the public telephone network (most frequently the ISDN, because of its financial profitability and a satisfactory quality of transmission).===>Video konferencija najčešće se izvodi unutar lokalne mreže (npr. LAN) ili preko javne telefonske mreže (najčešće ISDN zbog financijske isplativosti i zadovoljavajućeg kvaliteta prenosa).)
MATCH@M:(The negotiation systems used on the Internet differ from the systems used in autonomous computers and in the networks covering large areas in their mechanisms as well as in the methodologies they use.===>Sistemi pregovaranja koji se koriste na Internetu, razlikuju se od sistema koji se koriste na samostalnim kompjuterima i mrežama koje pokrivaju velike oblasti po mehanizmima i tehnologijama za primenu.)
MATCH@E:(Functions and activities of ENS The negotiation systems used on the Internet differ from the systems used in autonomous computers and in the networks covering large areas in their mechanisms as well as in the methodologies they use.===>Funkcije i aktivnosti ENS Sistemi pregovaranja koji se koriste na Internetu, razlikuju se od sistema koji se koriste na samostalnim kompjuterima i mrežama koje pokrivaju velike oblasti po mehanizmima i tehnologijama za primenu.)
MATCH@M:(Some of these systems facilitate communication, others act as active mediators.===>Neki od ovih sistema olakšavaju komunikaciju, a ostali su aktivni posrednici.)
MATCH@E:(Some of these systems facilitate communication, others act as active mediators.===>Neki od ovih sistema olakšavaju komunikaciju, a ostali su aktivni posrednici.)
MATCH@M:(There are also systems that facilitate a mutual preparation of the contents of documents (Schoop and Quix 2001), and the systems that allow the negotiators to present offers to be further forwarded to experts (Cybersettle 2000, NovaForum 2000).===>Takođe postoje sistemi koji olakšavaju zajedničku pripremu sadržaja dokumenata (Schoop i Quix 2001), te sistemi koji omogućavaju pregovaračima da iznesu ponude koje se prosleđuju stručnjacima (Čbersettle 2000, NovaForum 2000).)
MATCH@E:(There are also systems that facilitate a mutual preparation of the contents of documents (Schoop and Quix 2001), and the systems that allow the negotiators to present offers to be further forwarded to experts (Cybersettle 2000, NovaForum 2000).===>Takođe postoje sistemi koji olakšavaju zajedničku pripremu sadržaja dokumenata (Schoop i Quix 2001), te sistemi koji omogućavaju pregovaračima da iznesu ponude koje se prosleđuju stručnjacima (Cybersettle 2000, NovaForum 2000).)
MATCH@M:(A mutual characteristic of both the software meant to be used in e-negotiating and of the systems that incorporate some elements of e-negotiations is that they are uploaded on the Internet and are able to support, aid or act in place of one or more negotiators, mediators or assistants.===>Zajednička osobina softvera koji je namenski napravljen za e-pregovaranje i sisteme koji imaju sastojke e-pregovaranja jeste da su raspoređeni na Internetu i u stanju su da podržavaju, pomažu ili zamene jednog ili više pregovarača, posrednika ili pomoćnika.)
MATCH@E:(A mutual characteristic of both the software meant to be used in e-negotiating and of the systems that incorporate some elements of e-negotiations is that they are uploaded on the Internet and are able to support, aid or act in place of one or more negotiators, mediators or assistants.===>Zajednička osobina softvera koji je namenski napravljen za e-pregovaranje i sisteme koji imaju sastojke e-pregovaranja jeste da su raspoređeni na Internetu i u stanju su da podržavaju, pomažu ili zamene jednog ili više pregovarača, posrednika ili pomoćnika.)
MATCH@M:(They are, as said above, entitled the e-negotiation systems (ENS), similar to the systems of e-commerce, e-business, or e-market.===>Oni se, kao što je navedeno, nazivaju sistemi e-pregovaranja (ENS), slično sistemima e-trgovine, e-poslovanja ili e-tržišta.)
MATCH@E:(They are, as said above, entitled the e-negotiation systems (ENS), similar to the systems of e-commerce, e-business, or e-market.===>Oni se, kao što je navedeno, nazivaju sistemi e-pregovaranja (ENS), slično sistemima e-trgovine, e-poslovanja ili etržišta.)
MATCH@M:(As softwares uploaded on the Internet, capable of aiding one or a number of negotiators, mediators or assistants, the ENS allow for the use of e-mail, chat and video technology, as well as automatic negotiations and auctions.===>ENS kao softveri postavljeni na Internetu, koji su u stanju da pomognu jednom ili više pregovarača, posrednika ili pomoćnika, omogućavaju upotrebu e-pošte (e-mail), ćaskanje (chat) i video tehnologiju, kao i automatske pregovore i aukcije.)
MATCH@E:(As softwares uploaded on the Internet, capable of aiding one or a number of negotiators, mediators or assistants, the ENS allow for the use of e-mail, chat and video technology, as well as automatic negotiations and auctions.===>ENS kao softveri postavljeni na Internetu, koji su u stanju da pomognu jednom ili više pregovarača, posrednika ili pomoćnika, omogućavaju upotrebu e-pošte (e-mail), ćaskanje (chat) i video tehnologiju, kao i automatske pregovore i aukcije.)
MATCH@M:(The role of the ENS is in some processes passive (e-mail and video).===>U nekim procesima, uloga ENS je pasivna (e-mail i video).)
MATCH@E:(The role of the ENS is in some processes passive (e-mail and video).===>U nekim procesima, uloga ENS je pasivna (e-mail i video).)
MATCH@M:(More advanced systems take an active participation in the process, including the estimation of the consequences of the offers placed, the propositions for new offers and agreements as well as a critical evaluation of counteroffers.===>Napredniji sistemi aktivno učestvuju u procesu, uključujući procenu posledica datih ponuda, predloge za nove ponude i sporazume kao i kritičku procenu protivponuda.)
MATCH@E:(More advanced systems take an active participation in the process, including the estimation of the consequences of the offers placed, the propositions for new offers and agreements as well as a critical evaluation of counteroffers.===>Napredniji sistemi aktivno učestvuju u procesu, uključujući procenu posledica datih ponuda, predloge za nove ponude i sporazume kao i kritičku procenu protivponuda.)
MATCH@M:(The overall role and behaviour of the ENS in negotiations is of crucial importance when it comes to their creation and use.===>Ukupna uloga i ponašanje ENS u pregovorima od ključne su važnosti prilikom njihove izrade i upotrebe.)
MATCH@E:(The overall role and behaviour of the ENS in negotiations is of crucial importance when it comes to their creation and use.===>Ukupna uloga i ponašanje ENS u pregovorima od ključne su važnosti prilikom njihove izrade i upotrebe.)
MATCH@M:(While passive systems can be understood as fast and sophisticated transmitters of messages, active systems can provide support, facilitate work and act as mediators.===>Dok se pasivni sistemi mogu shvatiti kao brzi i usavršeni prenosioci poruka, aktivni sistemi mogu da pružaju podršku, olakšavaju rad i posreduju.)
MATCH@E:(While passive systems can be understood as fast and sophisticated transmitters of messages, active systems can provide support, facilitate work and act as mediators.===>Dok se pasivni sistemi mogu shvatiti kao brzi i usavršeni prenosioci poruka, aktivni sistemi mogu da pružaju podršku, olakšavaju rad i posreduju.)
MATCH@M:(The systems capable of accessing and processing knowledge and able to work autonomously as regards their users are characterised by a certain level of intelligence and can be proactive.===>Sistemi koji mogu da pristupe i obrade znanje i koji su u stanju da rade nezavisno od svojih korisnika poseduju izvesni nivo inteligencije i mogu biti proaktivni.)
MATCH@E:(The systems capable of accessing and processing knowledge and able to work autonomously as regards their users are characterised by a certain level of intelligence and can be proactive.===>Sistemi koji mogu da pristupe i obrade znanje i koji su u stanju da rade nezavisno od svojih korisnika poseduju izvesni nivo inteligencije i mogu biti proaktivni.)
MATCH@M:(It is from this aspect that we can class the ENS into three broad groups:===>Iz ove perspektive, možemo razlikovati tri velike vrste ENS:)
MATCH@E:(It is from this aspect that we can class the ENS into three broad groups: 1.===>Iz ove perspektive, možemo razlikovati tri velike vrste ENS: ~~~ 1.)
MATCH@M:(These systems can also provide support in information collecting, organizing, and processing.===>Ovi sistemi takođe mogu da pružaju podršku prikupljanja, organizovanja i obrade informacija.)
MATCH@E:(These systems can also provide support in information collecting, organizing, and processing.===>Ovi sistemi takođe mogu da pružaju podršku prikupljanja, organizovanja i obrade informacija.)
MATCH@M:(Passive systems, such as e-mail and chat, are not concerned with the manner in which the contents is created, nor with the use of resources required for the given contents.===>Pasivni sistemi kao što su e-mail i čet, ne bave se načinom na koji nastaje ovaj sadržaj kao ni upotrebom resursa koji su potrebni za dati sadržaj.)
MATCH@E:(Passive systems, such as e-mail and chat, are not concerned with the manner in which the contents is created, nor with the use of resources required for the given contents.===>Pasivni sistemi kao što su e-mail i čet, ne bave se načinom na koji nastaje ovaj sadržaj kao ni upotrebom resursa koji su potrebni za dati sadržaj. 2.)
MATCH@M:(2. Active facilitating-mediating systems - help users in formulating, evaluating and solving difficult problems, giving concessions and creating offers, as well as in evaluating processes and agreements.===>2. Sistemi aktivnog olakšavanja-posredovanja - pomažu korisnicima prilikom uobličavanja, procene i rešavanja teških problema, donošenja ustupaka i stvaranju ponuda, i prilikom procene procesa i sporazuma.)
MATCH@E:(2. ~~~ Active facilitating-mediating systems help users in formulating, evaluating and solving difficult problems, giving concessions and creating offers, as well as in evaluating processes and agreements.===>Sistemi aktivnog olakšavanja-posredovanja - pomažu korisnicima prilikom uobličavanja, procene i rešavanja teških problema, donošenja ustupaka i stvaranju ponuda, i prilikom procene procesa i sporazuma.)
MATCH@M:(As a rule, these systems follow a negotiation process model to which the users have to reconcile.===>Ovi sistemi po pravilu slede model procesa pregovora kojima se korisnici moraju prilagoditi.)
MATCH@E:(As a rule, these systems follow a negotiation process model to which the users have to reconcile.===>Ovi sistemi po pravilu slede model procesa pregovora kojima se korisnici moraju prilagoditi.)
MATCH@M:(They also have the components for problem and solution structuring, as well as those for offering evaluation and for creating counteroffers.===>Oni takođe imaju komponente za strukturiranje problema i rešenja, kao i za procenu ponuda i stvaranje protivponuda.)
MATCH@E:(They also have the components for problem and solution structuring, as well as those for offering evaluation and for creating counteroffers.===>Oni takođe imaju komponente za strukturiranje problema i rešenja, kao i za procenu ponuda i stvaranje protivponuda.)
MATCH@M:(Models built into active systems are the models of the problem, of the negotiator and of the process itself.===>Modeli ugrađeni u aktivne sisteme su modeli problema, pregovarača i samog procesa.)
MATCH@E:(Models built into active systems are the models of the problem, of the negotiator and of the process itself.===>Modeli ugrađeni u aktivne sisteme su modeli problema, pregovarača i samog procesa. 3.)
MATCH@M:(3. Systems of proactive intervention-mediation -are characterized by the same properties as the systems of active facilitating-mediating, however, they are capable of coordinating the negotiators' activities, of supervising their activities, as well as of giving propositions as to what offer should be given or what agreement should be accepted.===>3. Sistemi proaktivne intervencije-posredovanja - imaju iste sposobnosti kao sistemi aktivnog olakšavanja-posredovanja, ali su tako|u stanju da koordinišu aktivnosti pregovarača, kritički sagledavajući njihove aktivnosti, kao i da iznose predloge po pitanju toga kakvu ponudu treba izneti ili kakav sporazum treba da se prihvati.)
MATCH@E:(3. ~~~ Systems of proactive intervention-mediation are characterized by the same properties as the systems of active facilitating-mediating, however, they are capable of coordinating the negotiators activities, of supervising their activities, as well as of giving propositions as to what offer should be given or what agreement should be accepted.===>Sistemi proaktivne intervencije-posredovanja imaju iste sposobnosti kao sistemi aktivnog olakšavanja-posredovanja, ali su takođu stanju da koordinišu aktivnosti pregovarača, kritički sagledavajući njihove aktivnosti, kao i da iznose predloge po pitanju toga kakvu ponudu treba izneti ili kakav sporazum treba da se prihvati.)
MATCH@M:(In order to be able to act in this way, the systems of active intervention-mediation access and use the data bases and make use of the means of intelligent softwares that supervise both the negotiation process and the individual activities of the negotiators.===>Da bi pružili ove mogućnosti, sitemi aktivne intervencije - posredništva pristupaju i koriste baze podataka te se služe sredstvima inteligentnih softvera koji nadgledaju pregovarački process kao i pojedinačne aktivnosti pregovarača.)
MATCH@E:(In order to be able to act in this way, the systems of active intervention-mediation access and use the data bases and make use of the means of intelligent softwares that supervise both the negotiation process and the individual activities of the negotiators.===>Da bi pružili ove mogućnosti, sitemi aktivne intervencije-posredništva pristupaju i koriste baze podataka te se služe sredstvima inteligentnih softvera koji nadgledaju pregovarački proces kao i pojedinačne aktivnosti pregovarača.)
MATCH@M:(Negotiations via e-mail have shown that a narrow scope of communication has a negative impact upon the negotiation process, therefore the scope should be increased by the methods of communication known so far.===>Pregovori putem elektronske pošte pokazali su da uzak obim komunikacije ima nepovoljan uticaj na pregovarački proces, tako da se taj obim treba povećati pomoću do sada koriščenih oblika komunikacije.)
MATCH@E:(Negotiations via e-mail have shown that a narrow scope of communication has a negative impact upon the negotiation process, therefore the scope should be increased by the methods of communication known so far.===>Pregovori putem elektronske pošte pokazali su da uzak obim komunikacije ima nepovoljan uticaj na pregovarački proces, tako da se taj obim treba povećati pomoću do sada korišćenih oblika komunikacije.)
MATCH@M:(The findings in the reasearch have also stressed the importance of the activities that are not related to the negotiation task itself, as regards the relations and the outcomes of the negotiations.===>Rezultati istraživanja su takođe pokazali važnost delatnosti koje nisu vezane za sam pregovarački zadatak, kada je reč o odnosima i ishodima pregovora.)
MATCH@E:(The findings in the reasearch have also stressed the importance of the activities that are not related to the negotiation task itself, as regards the re lations and the outcomes of the negotiations.===>Rezultati istraživanja su takođe pokazali važnost delatnosti koje nisu vezane za sam pregovarački zadatak, kada je reč o odnosima i ishodima pregovora.)
MATCH@M:(The activities that are not related to the task are very important to the negotiators who are supposed to establish a close relationship and trust.===>Delatnosti koje nisu vezane za zadatak, od naročite su važnosti za pregovarače koji treba da uspostave blizak odnos i poverenje.)
MATCH@E:(The activities that are not related to the task are very important to the negotiators who are supposed to establish a close relationship and trust.===>Delatnosti koje nisu vezane za zadatak, od naročite su važnosti za pregovarače koji treba da uspostave blizak odnos i poverenje.)
MATCH@M:(They ought to bridge the social differences existing between themselves and the other party, as well as use a positive or a negative "emotional style" instead of a "rational style".===>Oni bi morali da smanje društvene razlike koje postoje sa drugom stranom, kao i da upotrebe pozitivan ili negativan "emotivni stil", za razliku od "racionalnog stila".)
MATCH@E:(They ought to bridge the social differences existing between themselves and the other party, as well as use a positive or a negative emotional style instead of a rational style.===>Oni bi morali da smanje društvene razlike koje postoje sa drugom stranom, kao i da upotrebe pozitivan ili negativan emotivni stil, za razliku od racionalnog stila.)
MATCH@M:(The SimpleNS, as a passive ENS, does not impose upon the negotiators the need to formulate and exchange complete offers.===>SimpleNS, kao pasivni ENS, ne nameće učesnicima pregovora potrebu da uobliče i razmene potpune ponude.)
MATCH@E:(The SimpleNS, as a passive ENS, does not impose upon the negotiators the need to formulate and exchange complete offers.===>SimpleNS, kao pasivni ENS, ne nameće učesnicima pregovora potrebu da uobliče i razmene potpune ponude.)
MATCH@M:(The system does not enquire into the negotiators' wishes, it does not create a benefit function, nor does it show the negotiation graphs.===>Ovaj sistem ne pita za želje korisnika, ne stvara funkciju koristi i ne prikazuje grafikone pregovora.)
MATCH@E:(The system does not enquire into the negotiators wishes, it does not create a benefit function, nor does it show the negotiation graphs.===>Ovaj sistem ne pita za želje korisnika, ne stvara funkciju koristi i ne prikazuje grafikone pregovora.)
MATCH@M:(It is only slightly more eligible than the e-mail system, since it allows for the separation of offers as regards messages, and the whole negotiation flow is readily accessible to view and chronologically presented on one side.===>On je tek malo pogodniji od e-mail sistema, zbog toga što omogućava razdvajanje ponuda od poruka, a ceo tok pregovora lako je pristupačan na uvid i predstavljen na jednoj strani, po hronološkom redu.)
MATCH@E:(It is only slightly more eligible than the e-mail system, since it allows for the separation of offers as regards messages, and the whole negotiation flow is readily accessible to view and chronologically presented on one side.===>On je tek malo pogodniji od e-mail sistema, zbog toga što omogućava razdvajanje ponuda od poruka, a ceo tok pregovora lako je pristupačan na uvid i predstavljen na jednoj strani, po hronološkom redu.)
MATCH@M:(The SimpleNS has only three pages: one with the case description, one with the data entered and one showing the negotiation flow.===>U SimpleNS postoje samo tri stranice: stranica sa opisom slučaja, stranica sa unetim podacima i stranica na kojoj se nalazi tok pregovora.)
MATCH@E:(The SimpleNS has only three pages: one with the case description, one with the data entered and one showing the negotiation flow.===>U SimpleNS postoje samo tri stranice: stranica sa opisom slučaja, stranica sa unetim podacima i stranica na kojoj se nalazi tok pregovora.)
MATCH@M:(The Inspire system is commonly used in lectures and trainings.===>Sistem Inspire se uglavnom koristi na predavanjima i obuci.)
MATCH@E:(The Inspire system is commonly used in lectures and trainings.===>Sistem Inspire se uglavnom koristi na predavanjima i obuci.)
MATCH@M:(The use of the system is free of charge, on condition that the users fill in two questionnaires and that the developers of the system are allowed to use the obtained information, which they exchange for the purpose of further study.===>Upotreba sistema je besplatna, pod uslovom da korisnici popune dva upitnika i da oni koji su razvili ovaj sistem mogu upotrebiti dobijene informacije, koje razmenjuju u svrhu istraživanja.)
MATCH@E:(The use of the system is free of charge, on condition that the users fill in two questionnaires and that the developers of the system are allowed to use the obtained information, which they exchange for the purpose of further study.===>Upotreba sistema je besplatna, pod uslovom da korisnici popune dva upitnika i da oni koji su razvili ovaj sistem mogu upotrebiti dobijene informacije, koje razmenjuju u svrhu istraživanja.)
MATCH@M:(Typical negotiations via the Inspire system last three weeks, however, the users may demand that the terms are prolongated.===>Tipični pregovori pomoću sistema Inspire traju tri sedmice, ali korisnici mogu zatražiti i produženje krajnjeg roka.)
MATCH@E:(Typical negotiations via the Inspire system last three weeks, however, the users may demand that the terms are prolongated.===>Tipični pregovori pomoću sistema Inspire traju tri sedmice, ali korisnici mogu zatražiti i produženje krajnjeg roka.)
MATCH@M:(During the negotiations the participants can check the history of the offers and counteroffers presented, as well as view a graphic presentation of the offer exchange flow.===>Tokom pregovora, učesnici mogu da provere istorijat iznetih ponuda i protivponuda, kao i da vide grafičku prezentaciju toka razmena ponuda.)
MATCH@E:(During the negotiations the participants can check the history of the offers and counteroffers presented, as well as view a graphic presentation of the offer exchange flow.===>Tokom pregovora, učesnici mogu da provere istorijat iznetih ponuda i protivponuda, kao i da vide grafičku prezentaciju toka razmena ponuda.)
MATCH@M:(On reaching the agreement by the negotiating parties, the system decides whether the negotiations are concluded successfully.===>Nakon što pregovaračke strane postignu kompromis, sistem određuje da li je pregovaranje uspešno okončano.)
MATCH@E:(On reaching the agreement by the negotiating parties, the system decides whether the negotiations are concluded successfully.===>Nakon što pregovaračke strane postignu kompromis, sistem određuje da li je pregovaranje uspešno okončano.)
MATCH@M:(This phase starts by calculating successful alternatives prevailing in the compromise reached.===>Ova faza počinje izračunavanjem uspešnih alternativa, koje preovlađuju u ostvarenom kompromisu.)
MATCH@E:(This phase starts by calculating successful alternatives prevailing in the compromise reached.===>Ova faza počinje izračunavanjem uspešnih alternativa, koje preovlađuju u ostvarenom kompromisu.)
MATCH@M:(Once the negotiations have been terminated, the parties may agree on whether either of them should present its desires to the other party.===>Nakon okončanja pregovora, strane se mogu dogovoriti o tome da li svaka od njih treba drugoj da iznese svoje želje.)
MATCH@E:(Once the negotiations have been terminated, the parties may agree on whether either of them should present its desires to the other party.===>Theory and Application, Journal of Social Studies, br. 58/2002, str. 109-124. strane se mogu dogovoriti o tome da li svaka od njih treba drugoj da iznese svoje želje.)
BAD_LINE_=============================================================
BAD_LINE_M:Once the negotiations have been terminated, the parties may agree on whether either of them should present its desires to the other party.
BAD_LINE_M:Nakon okončanja pregovora, strane se mogu dogovoriti o tome da li svaka od njih treba drugoj da iznese svoje želje.
BAD_LINE_E:Once the negotiations have been terminated, the parties may agree on whether either of them should present its desires to the other party.
BAD_LINE_E:Theory and Application, Journal of Social Studies, br. 58/2002, str. 109-124. strane se mogu dogovoriti o tome da li svaka od njih treba drugoj da iznese svoje želje.
MATCH@M:(This allows for the system to create a negotiation flow graph.===>Ovo omogućava sistemu da izradi grafikon toka pregovora.)
MATCH@E:(This allows for the system to create a negotiation flow graph.===>Ovo omogućava sistemu da izradi grafikon toka pregovora.)
MATCH@M:(Since the users achieved a favourable agreement, no improvements of the situation are necessary.===>Pošto su korisnici postigli uspešan sporazum, nije potrebno nikakvo poboljšanje situacije.)
MATCH@E:(Since the users achieved a favourable agreement, no improvements of the situation are necessary.===>Pošto su korisnici postigli uspešan sporazum, nije potrebno nikakvo poboljšanje situacije.)
MATCH@M:(In the 1996 - 2004 period, 6,126 people from 62 countries used the Inspire system to negotiate.===>U razdoblju od 1996. do 2004. godine 6,126 ljudi iz 62 zemlje je pregovaralo pomoću sistema Inspire.)
MATCH@E:(In the 1996 2004 period, 6,126 people from 62 countries used the Inspire system to negotiate.===>U razdoblju od 1996. do 2004. godine 6,126 ljudi iz 62 zemlje je pregovaralo pomoću sistema Inspire.)
MATCH@M:(The majority of users were students, managers, lawyers, engineers, and physicians.===>Većina korisnika bili su studenti, menadžeri, advokati, inženjeri i lekari.)
MATCH@E:(The majority of users were students, managers, lawyers, engineers, and physicians.===>Većina korisnika bili su studenti, menadžeri, advokati, inženjeri i lekari.)
MATCH@M:(One example of a classic proactive electronic negotiation system is the Aspire, which is actually the Inspire active system expanded by a software agent called Atin (Aspire = Inspire + Atin).===>Primer klasičnog proaktivnog sistema za elektronsko pregovaranje jeste Aspire, koji predstavlja proširenje aktivnog sistema Inspire jednim softverskim agentom nazvanim Atin (Aspire = Inspire + Atin).)
MATCH@E:(One example of a classic proactive electronic negotiation system is the Aspire, which is actually the Inspire active system expanded by a software agent called Atin (Aspire = Inspire + Atin).===>Primer klasičnog proaktivnog sistema za elektronsko pregovaranje jeste Aspire, koji predstavlja proširenje aktivnog sistema Inspire jednim softverskim agentom nazvanim Atin (Aspire = Inspire + Atin).)
MATCH@M:(The Atin negotiation software retrives the information from the basis of negotiation knowledge and gives advice to the negotiator.===>Softver za vođenje pregovora Atin vadi informacije iz baze pregovaračkog znanja i daje savet pregovaraču.)
MATCH@E:(The Atin negotiation software retrives the information from the basis of negotiation knowledge and gives advice to the negotiator.===>Softver za vođenje pregovora Atin vadi informacije iz baze pregovaračkog znanja i daje savet pregovaraču.)
MATCH@M:(At the beginning of negotiations each negotiator decides, using the Aspire system, whether they wish to use the services of the Atin.===>Svaki korisnik na početku pregovora pomoću sistema Aspire, odlučuje da li želi da koristi usluge Atina.)
MATCH@E:(At the beginning of negotiations each negotiator decides, using the Aspire system, whether they wish to use the services of the Atin.===>Svaki korisnik na početku pregovora pomoću sistema Aspire, odlučuje da li želi da koristi usluge Atina.)
MATCH@M:(The user's agent can access only the information available to this user and his knowledge database; private information on the other negotiating party are not available.===>Korisnikov agent može samo da pristupi podacima koji su dostupni ovom korisniku i njegovoj bazi znanja; privatni podaci o drugoj strani u pregovorima nisu dostupni.)
MATCH@E:(The users agent can access only the information available to this user and his knowledge database; private information on the other negotiating party are not available.===>Korisnikov agent može samo da pristupi podacima koji su dostupni ovom korisniku i njegovoj bazi znanja; privatni podaci o drugoj strani u pregovorima nisu dostupni.)
MATCH@M:(The Atin constantly supervises the negotiation process, thus giving the agent an opportunity to warn the user about the actions he undertakes, especially those which may have a negative impact upon his situation in negotiations.===>Atin neprestano nadgleda pregovarački proces, što omogućava agentu da upozori korisnika o akcijama koje preduzima i koje mogu imati negativan uticaj na njegovu pregovaračku situaciju.)
MATCH@E:(The Atin constantly supervises the negotiation process, thus giving the agent an opportunity to warn the user about the actions he undertakes, especially those which may have a negative impact upon his situation in negotiations.===>Atin neprestano nadgleda pregovarački proces, što omogućava agentu da upozori korisnika o akcijama koje preduzima i koje mogu imati negativan uticaj na njegovu pregovaračku situaciju.)
MATCH@M:(The Atin uses simple "traffic signs", to show the user the evaluation it created of the situation at one particular moment.===>Atin koristi jednostavne "saobraćajne znakove", pomoću kojih stavlja korisniku na uvid sopstvenu procenu trenutne situacije.)
MATCH@E:(The Atin uses simple traffic signs, to show the user the evaluation it created of the situation at one particular moment.===>Atin koristi jednostavne saobraćajne znakove, pomoću kojih stavlja korisniku na uvid sopstvenu procenu trenutne situacije.)
MATCH@M:(Thus the green colour means there are no warnings for the user (negotiations proceed as planned), the yellow colour means a warning, while the red colour warns the user that the Atin perceives a certain step as a wrong one.===>Tako, zelena boja znači da nema nikakvih upozorenja za korisnika (pregovori teku željenim tokom), žuta boja označava upozorenje, a crvena upozorava korisnika da Atin vidi neki korak kao pogrešan.)
MATCH@E:(Thus the green colour means there are no warnings for the user (negotiations proceed as planned), the yellow colour means a warning, while the red colour warns the user that the Atin perceives a certain step as a wrong one.===>Tako, zelena boja znači da nema nikakvih upozorenja za korisnika (pregovori teku željenim tokom), žuta boja označava upozorenje, a crvena upozorava korisnika da Atin vidi neki korak kao pogrešan.)
MATCH@M:(In such a case the user opens a separate window in which the reasons for showing the red sign are shown, as well as a proposition towards the solution to the problem.===>U tom slučaju korisnik otvara poseban prozor, u kojem su navedeni razlozi za pokazivanje crvenog znaka, kao i predlog za rešenje problema.)
MATCH@E:(In such a case the user opens a separate window in which the reasons for showing the red sign are shown, as well as a proposition towards the solution to the problem.===>U tom slučaju korisnik otvara poseban prozor, u kojem su navedeni razlozi za pokazivanje crvenog znaka, kao i predlog za rešenje problema.)
MATCH@M:(Besides, the user can require that the agent make an evaluation of the previous activities, as well as advise on potential further steps.===>Osim toga, korisnik može zatražiti od agenta procenu prethodnih aktivnosti, kao i savet u vezi sa mogućim potezima.)
MATCH@E:(Besides, the user can require that the agent make an evaluation of the previous activities, as well as advise on potential further steps.===>Osim toga, korisnik može zatražiti od agenta procenu prethodnih aktivnosti, kao i savet u vezi sa mogućim potezima.)
MATCH@M:(In order to give the best possible propositions, the Atin may ask the user for additional information (e.g., negotiation strategy, willingness to make concessions, etc.).===>Da bi dao što bolje predloge, Atin može od korisnika zatražiti neke dodatne informacije (na primer strategiju pregovora, volja da se naprave ustupci, i tako dalje).)
MATCH@E:(In order to give the best possible propositions, the Atin may ask the user for additional information (e.g., negotiation strategy, willingness to make concessions, etc.). then, the user may ask the Atin for advice concerning possible strategies.===>Da bi dao što bolje predloge, Atin može od korisnika zatražiti neke dodatne informacije (npr. strategiju pregovora, volja da se naprave ustupci, itd.). ~~~ Nadalje, korisnik može tražiti od Atina savet u vezi sa mogućim strategijama.)
BAD_LINE_=============================================================
BAD_LINE_M:In order to give the best possible propositions, the Atin may ask the user for additional information (e.g., negotiation strategy, willingness to make concessions, etc.).
BAD_LINE_M:Da bi dao što bolje predloge, Atin može od korisnika zatražiti neke dodatne informacije (na primer strategiju pregovora, volja da se naprave ustupci, i tako dalje).
BAD_LINE_E:In order to give the best possible propositions, the Atin may ask the user for additional information (e.g., negotiation strategy, willingness to make concessions, etc.). then, the user may ask the Atin for advice concerning possible strategies.
BAD_LINE_E:Da bi dao što bolje predloge, Atin može od korisnika zatražiti neke dodatne informacije (npr. strategiju pregovora, volja da se naprave ustupci, itd.). ~~~ Nadalje, korisnik može tražiti od Atina savet u vezi sa mogućim strategijama.
MATCH@M:(The agent then shows a list of strategies together with explanations of their positive and negative aspects.===>Agent tada pokazuje spisak strategija zajedno sa objašnjenjima o njihovim pozitivnim i negativnim aspektima.)
MATCH@E:(The agent then shows a list of strategies together with explanations of their positive and negative aspects.===>Agent tada pokazuje spisak strategija zajedno sa objašnjenjima o njihovim pozitivnim i negativnim aspektima.)
MATCH@M:(The eAgora system is a proactive ENS prototype providing the services of an electronic market to the users who wish to sell or buy goods in such a way.===>Sistem eAgora je proaktivni prototip ENS koji omogućuje elektronsko tržište korisnicima, koji žele da na taj način kupuju i prodaju robu.)
MATCH@E:(The eAgora system is a proactive ENS prototype providing the services of an electronic market to the users who wish to sell or buy goods in such a way.===>Sistem eAgora je proaktivni prototip ENS koji omogućuje elektronsko tržište korisnicima, koji žele da na taj način kupuju i prodaju robu.)
MATCH@M:(The services of this system include the existence of a software agent that presents offers and criticizes the ones presented by the purchaser (seller) and their partners in negotiations.===>Usluge ovog sistema uključuju postojanje jednog softverskog agenta koji iznosi ponude i kritikuje one koje iznosi kupac (prodavac) i njihovi sagovornici u pregovorima.)
MATCH@E:(The services of this system include the existence of a software agent that presents offers and criticizes the ones presented by the purchaser (seller) and their partners in negotiations.===>Usluge ovog sistema uključuju postojanje jednog softverskog agenta koji iznosi ponude i kritikuje one koje iznosi kupac (pro davac) i njihovi sagovornici u pregovorima.)
MATCH@M:(If the user activates the agent, the agent will require the information on the approach and the strategy of the user.===>Ako korisnik aktivira agenta, on zahteva informacije o pristupu i strategiji tog korisnika.)
MATCH@E:(If the user activates the agent, the agent will require the information on the approach and the strategy of the user.===>Ako korisnik aktivira agenta, on zahteva informacije o pristupu i strategiji tog korisnika.)
MATCH@M:(This data, together with the offers and counteroffers exchanged during the negotiations are used to determine a number of possible offers (packages) which are presented to the user.===>Ovi podaci, zajedno sa ponudama i protivponudama razmenjenim tokom pregovora, koriste se da odrede nekoliko mogućih ponuda (paketa) koji se predstavljaju korisniku.)
MATCH@E:(This data, together with the offers and counteroffers exchanged during the negotiations are used to determine a number of possible offers (packages) which are presented to the user.===>Ovi podaci, zajedno sa ponudama i protivponudama razmenjenim tokom pregovora, koriste se da odrede nekoliko mogućih ponuda (paketa) koji se predstavljaju korisniku.)
MATCH@M:(The agent analyses the information on the user, his approach, wishes and the reserve levels, in order that it should evaluate the offer the user wants to place, as well as the offers the user is given.===>Agent analizira informacije o korisniku, njegovom pristupu, željama i nivoima rezervisanosti, kako bi procenio ponudu koju korisnik želi da iznese, kao i ponude koje korisnik dobij a.)
MATCH@E:(The agent analyses the information on the user, his approach, wishes and the reserve levels, in order that it should evaluate the offer the user wants to place, as well as the offers the user is given.===>Agent analizira informacije o korisniku, njegovom pristupu, željama i nivoima rezervisanosti, kako bi procenio ponudu koju korisnik želi da iznese, kao i ponude koje korisnik dobija.)
MATCH@M:(If the user wants to propose an offer that violates the reserve levels of a certain disputable issue or that does not conform to the chosen negotiation strategy (e.g., a competition bound user offers a significant concession), the agent warns the user and criticizes the offer.===>Ako korisnik želi da predloži neku ponudu koja krši nivoe rezervisanosti nekog spornog pitanja ili koja nije u skladu sa izabranom strategijom pregovora (na primer takmičarski nastrojen korisnik iznosi značajan ustupak), agent upozorava korisnika i kritikuje tu ponudu.)
MATCH@E:(If the user wants to propose an offer that violates the reserve levels of a certain disputable issue or that does not conform to the chosen negotiation strategy (e.g., a competition bound user offers a significant concession), the agent warns the user and criticizes the offer.===>Ako korisnik želi da predloži neku ponudu koja krši nivoe rezervisanosti nekog spornog pitanja ili koja nije u skladu sa izabranom strategijom pregovora (npr. takmičarski nastrojen korisnik iznosi značajan ustupak), agent upozorava korisnika i kritikuje tu ponudu.)
MATCH@M:(It also criticizes the user's move to accept an offer that does not fulfill his reserve level.===>On takođe kritikuje pokušaj korisnika da prihvati neku ponudu koja ne ispunjava njegov nivo rezervisanosti.)
MATCH@E:(It also criticizes the users move to accept an offer that does not fulfill his reserve level.===>On takođe kritikuje pokušaj korisnika da prihvati neku ponudu koja ne ispunjava njegov nivo rezervisanosti.)
MATCH@M:(The agent's capability of criticizing helps the user understand the possible deviations from the strategy and the innitially agreed wishes, as well as a need that they should be corrected.===>Sposobnost agenta za kritiku pomaže korisniku da shvati moguća odstupanja od strategije i želja koje su na početku usvojene, kao i potrebu za njihovom ispravkom.)
MATCH@E:(The agents capability of criticizing helps the user understand the possible deviations from the strategy and the innitially agreed wishes, as well as a need that they should be corrected.===>Sposobnost agenta za kritiku pomaže korisniku da shvati moguća odstupanja od strategije i želja koje su na početku usvojene, kao i potrebu za njihovom ispravkom.)
MATCH@M:(Video conferences, defined as communication by which the sound and the motion picture are exchanged among two or more locations2, are the most suitable method of conducting international electronic negotiations.===>Video konferencije, koje se definišu kao komunikacija putem koje se zvuk i slika u pokretu izmenjuju između dve ili više lokacija, najpodesniji su način vođenja međunarodnih elektronskih pregovora.)
MATCH@E:(Negotiations via video conferences (Video conferencing) Video conferences, defined as communication by which the sound and the motion picture are exchanged among two or more locations2, are the most suitable method of conducting international electronic negotiations.===>Pregovaranje putem video konferencije (Video conferencing) Video konferencije, koje se definišu kao komunikacija putem koje se zvuk i slika u pokretu izmenjuju između dve ili više lokacija2, najpodesniji su način vođenja međunarodnih elektronskih pregovora.)
MATCH@M:(Using information and communication technologies (ICT), the video conference allows for the people situated in different places to see and hear one another, which is very important in conducting negotiations with high stakes.===>Korišćenjem informacionih i komunikacionih tehnologija (IKT), video konferencija omogućava ljudima na različitim lokacijama da se međusobno, vide i čuju, što je veoma značajno za vođenje pregovora s velikim ulozima.)
MATCH@E:(Using information and communication technologies (ICT), the video conference allows for the people situated in different places to see and hear one another, which is very important in conducting negotiations with high stakes.===>Korišćenjem informacionih i komunikacionih tehnologija (IKT), video konferencija omogućava ljudima na različitim lokacijama da se međusobno, vide i čuju, što je veoma značajno za vođenje pregovora s velikim ulozima.)
MATCH@M:(Therefore the video conference is frequently used, not only in Distance Education, but also in business, and increasingly so in international politics.===>Stoga se video konferencija, osim za učenje na daljinu (Distance Education), vrlo često upotrebljava u poslovne svrhe, a sve češće i u međunarodnoj politici.)
MATCH@E:(Therefore the video conference is frequently used, not only in Distance Education, but also in business, and increasingly so in international politics.===>Stoga se video konferencija, osim za učenje na daljinu (Distance Education), vrlo često upotrebljava u poslovne svrhe, a sve češće i u međunarodnoj politici.)
MATCH@M:(In terms of the quality required in transmitting the motion picture and the sound and in terms of financial means, we distinguish between the Desktop Video Conference System and the Room-based Video Conference System.===>Zavisno o potrebi za kvalitetom prenosa slike u pokretu i zvuka, te finansijskim mogućnostima, razlikujemo stonu video konferencijsku opremu (Desktop Video Conference System) i sobnu video konferencijsku opremu (Room-based Video Conference System).)
MATCH@E:(In terms of the quality required in transmitting the motion picture and the sound and in terms of financial means, we distinguish between the Desktop Video Conference System and the Room-based Video Conference System.===>Zavisno o potrebi za kvalitetom prenosa slike u pokretu i zvuka, te finansijskim mogućnostima, razlikujemo stonu video konferencijsku opremu (Desktop Video Conference System) i sobnu video konferencijsku opremu (Room-based Video Conference System).)
MATCH@M:(Also, in terms of the type of the equipment used, we can distinguish between the Desktop and Room-based Video Conferences.===>Takođe razlikujemo, zavisno od tipa opreme koja se koristi, na stonu i sobnu video konferenciju (Desktop and Room-based Video Conference).)
MATCH@E:(Also, in terms of the type of the equipment used, we can distinguish between the Desktop and Room-based Video Conferences.===>Takođe razlikujemo, zavisno od tipa opreme koja se koristi, na stonu i sobnu video konferenciju (Desktop and Room-based Video Conference).)
MATCH@M:(Besides the basic equipment required for conducting a video conference, there is additional equipment which allows for presenting written materials, graphs, or the presentation of the screen background.===>Osim osnovne opreme koja je nužna za izvođenje video konferencije, može se još koristiti i dodatna oprema s mogućnošću prikazivanja pisanog materijala, grafičkog prikazivanja, te prikazivanja pozadine ekrana.)
MATCH@E:(Besides the basic equipment required for conducting a video conference, there is additional equipment which allows for presenting written materials, graphs, or the presentation of the screen background.===>Osim osnovne opreme koja je nužna za izvođenje video konferencije, može se još koristiti i dodatna oprema s mogućnošću prikazivanja pisanog materijala, grafičkog prikazivanja, te prikazivanja pozadine ekrana.)
MATCH@M:(The desktop video conference is the most commonly conducted video conference, employing the computer to which the monitor, the video camera, the microphone, loudspeakers, and the processing unit called "codec" (Coder-decoder) are attached.===>Stona video konferencija je najčešće izvođena video konferencija, uz korisœnje racunara na koji su priključeni: monitor, video kamera, mikrofon i zvučnici, te procesorska jedinica zvana "kodek" (Coder-decoder),)
MATCH@E:(The desktop video conference is the most commonly conducted video conference, employing the computer to which the monitor, the video camera, the microphone, loudspeakers, and the processing unit called codec (Coder-decoder) are attached. ~~~ The codec provides video conferencing via telephone (in case of desktop negotiations).===>Introduction to Videoconferencing, http://www.video.ja.net/intro/ Stona video konferencija je najčešće izvođena video konferencija, uz korišćenje računara na koji su priključeni: monitor, video kamera, mikrofon i zvučnici, te procesorska jedinica zvana kodek (Coder-decoder), koji obezbeđuje video konferenciju preko telefonske linije (ako se radi o stonim pregovorima).)
BAD_LINE_=============================================================
BAD_LINE_M:The desktop video conference is the most commonly conducted video conference, employing the computer to which the monitor, the video camera, the microphone, loudspeakers, and the processing unit called "codec" (Coder-decoder) are attached.
BAD_LINE_M:Stona video konferencija je najčešće izvođena video konferencija, uz korisœnje racunara na koji su priključeni: monitor, video kamera, mikrofon i zvučnici, te procesorska jedinica zvana "kodek" (Coder-decoder),
BAD_LINE_E:The desktop video conference is the most commonly conducted video conference, employing the computer to which the monitor, the video camera, the microphone, loudspeakers, and the processing unit called codec (Coder-decoder) are attached. ~~~ The codec provides video conferencing via telephone (in case of desktop negotiations).
BAD_LINE_E:Introduction to Videoconferencing, http://www.video.ja.net/intro/ Stona video konferencija je najčešće izvođena video konferencija, uz korišćenje računara na koji su priključeni: monitor, video kamera, mikrofon i zvučnici, te procesorska jedinica zvana kodek (Coder-decoder), koji obezbeđuje video konferenciju preko telefonske linije (ako se radi o stonim pregovorima).
MATCH@M:(Its task is twofold.===>Njegov zadatak je dvostruk.)
MATCH@E:(Its task is twofold.===>Njegov zadatak je dvostruk.)
MATCH@M:(On the front it has a role of the coder, that is, it receives the analogous video signal and codes it (digitalizes and compresses it).===>Na predajnoj strani ima ulogu kodera, to jest uzima analogni video signal i kodira ga (digitalizuje i kompresuje).)
MATCH@E:(On the front it has a role of the coder, that is, it receives the analogous video signal and codes it (digitalizes and compresses it).===>Na predajnoj strani ima ulogu kodera, tj. uzima analogni video signal i kodira ga (digitalizuje i kompresuje).)
MATCH@M:(On the reception side it has a role of a decoder, that is, it decompresses the incoming, digitalized video signal and transforms it into the analogous signal.===>Na prijemnoj strani ima ulogu dekodera, to jest dekompresuje ulazni, digitalizovani video signal, i ga pretvara u analogni signal.)
MATCH@E:(On the reception side it has a role of a decoder, that is, it decompresses the incoming, digitalized video signal and transforms it into the analogous signal.===>Na prijemnoj strani ima ulogu dekodera, tj. dekompresuje ulazni, digitalizovani video signal, i ga pretvara u analogni signal.)
MATCH@M:(The quality of picture and sound transmittance largely depends on the codec, since losses occur during the compression of the outcoming video signal and the bandwidth.===>Kvalitet prenosa slike i zvuka uveliko zavisi o kodeku, jer ima gubitke prilikom kompresije izlaznog video signala, i propusnosti komunikacijske linije (Bandwidth).)
MATCH@E:(The quality of picture and sound transmittance largely depends on the codec, since losses occur during the compression of the outcoming video signal and the bandwidth.===>Kvalitet prenosa slike i zvuka uveliko zavisi o kodeku, jer ima gubitke prilikom kompresije izlaznog video signala, i propusnosti komunikacijske linije (Bandwidth).)
MATCH@M:(The consequences of a slow codec or a poor bandwidth are the interrupted picture and the delay in the sound signal.===>Posledice sporog kodeka ili niske propusnosti komunikacijske linije su isprekidana slika i kašnjenje zvučnog signala.)
MATCH@E:(The consequences of a slow codec or a poor bandwidth are the interrupted picture and the delay in the sound signal.===>Posledice sporog kodeka ili niske propusnosti komunikacijske linije su isprekidana slika i kašnjenje zvučnog signala.)
MATCH@M:(In February 1994 the CU-SeeMe software for Macintosh was created, making it possible for the video conference to be conducted.===>Februara 1994. godine osmišljen je softver CU-SeeMe za Macintosh, koji je omogućavao održavanje video konferencije,)
MATCH@E:(In February 1994 the CU-SeeMe software for Macintosh was created, making it possible for the video conference to be conducted. ~~~ Next year the same was created for the Windows.===>Februara 1994. godine osmišljen je softver CU-SeeMe za Macintosh, koji je omogućavao održavanje video konferencije, a sledeće godine je napravljen i za Windows.)
MATCH@M:(The Microsoft NetMeeting, whose improved version is still used in computer-conducted video conferences, was created in April 1999.===>Microsoft NetMeeting, koji se u poboljšanoj verziji i danas često koristi za održavanje video konferencija pomoću računara, zaživeo je aprila 1999. godine.)
MATCH@E:(The Microsoft NetMeeting, whose improved version is still used in computer-conducted video conferences, was created in April 1999.===>Microsoft NetMeeting, koji se u poboljšanoj verziji i danas često koristi za održavanje video konferencija pomoću računara, zaživeo je aprila 1999. godine.)
MATCH@M:(The above qouted equipment, the modem, the analogous or digital communication lines help conduct an Internet video conference, too.===>Navedenom opremom, uključujući i modem, te analogne ili digitalne komunikacijske linije, moguće je realizovati i Internet video konferenciju.)
MATCH@E:(The above qouted equipment, the modem, the analogous or digital communication lines help conduct an Internet video conference, too.===>Navedenom opremom, uključujući i modem, te analogne ili digitalne komunikacijske linije, moguće je realizovati i Internet video konferenciju.)
MATCH@M:(The Internet is, however, still too slow for conducting a quality video conference.===>Međutim, Internet je još uvek prespor za izvođenje kvalitetne video konferencije.)
MATCH@E:(The Internet is, however, still too slow for conducting a quality video conference.===>Međutim, Internet je još uvek prespor za izvođenje kvalitetne video konferencije.)
MATCH@M:(An additional flaw is that the line capacity is shared with other Internet data, which causes an interrupted video picture and a delay in the sound signal.===>Dodatni nedostatak je deljenje kapaciteta linije s drugim Internet podacima, što uzrokuje isprekidanu video sliku i kašnjenje zvučnog signala.)
MATCH@E:(An additional flaw is that the line capacity is shared with other Internet data, which causes an interrupted video picture and a delay in the sound signal.===>Dodatni nedostatak je deljenje kapaciteta linije s drugim Internet podacima, što uzrokuje isprekidanu video sliku i kašnjenje zvučnog signala.)
MATCH@M:(New methods in picture and sound compressions, as well as new capabilities of the Internet technology will allow for a higher quality video conferencing in the near future.===>Novi načini kompresija slike i zvuka, kao i nove mogućnosti Internet tehnologije omogućiće kvalitetniju video konferenciju u skoroj budućnosti.)
MATCH@E:(New methods in picture and sound compressions, as well as new capabilities of the Internet technology will allow for a higher quality video conferencing in the near future.===>Novi načini kompresija slike i zvuka, kao i nove mogućnosti Internet tehnologije omogućiće kvalitetniju video konferenciju u skoroj budućnosti.)
MATCH@M:(Every participant in an audio or a video conference must be supplied by a necessary software that controls the messages exchange process between the participants.===>Svaki učesnik audio ili video konferencije mora imati neophodan softver koji upravlja procesom razmene poruka između učesnika.)
MATCH@E:(Every participant in an audio or a video conference must be supplied by a necessary software that controls the messages exchange process between the partici pants.===>Svaki učesnik audio ili video konferencije mora imati neophodan softver koji upravlja procesom razmene poruka između učesnika.)
MATCH@M:(Certain programmes, such as the above mentioned Microsoft NetMeeting and the virtual classrooms packages produced by Centra and LearnLinc companies are specially created for conferences, while in some other cases the necessary functionality may be achieved at special Web sites.===>Neki programi, kao što je pomenuti Microsoft NetMeeting i paketi za virtuelne učionice firmi Centra i LearnLinc, namenski su pravljeni za konferencije, dok se u drugim slučajevima neophodna funkcionalnost može postići na posebnim Web stranicama.)
MATCH@E:(Certain programmes, such as the above mentioned Microsoft NetMeeting and the virtual classrooms packages produced by Centra and LearnLinc companies are specially created for conferences, while in some other cases the necessary functionality may be achieved at special Web sites.===>Neki programi, kao što je pomenuti Microsoft NetMeeting i paketi za virtuelne učionice firmi Centra i LearnLinc, namenski su pravljeni za konferencije, dok se u drugim slučajevima neophodna funkcionalnost može postići na posebnim Web stranicama.)
MATCH@M:(Besides the change in the video picture, the sound and the data, the desktop video conference frequently includes the document sharing.===>Desktop video konferencija cesto osim izmene video slike, zvuka i podataka uključuje i deljenje dokumenata (Document sharing).)
MATCH@E:(Besides the change in the video picture, the sound and the data, the desktop video conference frequently includes the document sharing.===>Desktop video konferencija često osim izmene video slike, zvuka i podataka uključuje i deljenje dokumenata (Document sharing).)
MATCH@M:(The notion "shared do-cument" means a possibility to add, amend, prepare or print a document which is simultaneously available to other parties.===>Pod pojmom "deljeni dokument", podrazumeva se mogućnost dodavanja, prepravljanja, spremanja ili štampanja nekog dokumenta, dostupnog u isto vreme različitim stranama.)
MATCH@E:(The notion shared document means a possibility to add, amend, prepare or print a document which is simultaneously available to other parties.===>Pod pojmom deljeni dokument, podrazumeva se mogućnost dodavanja, prepravljanja, spremanja ili štampanja nekog dokumenta, dostupnog u isto vreme različitim stranama.)
MATCH@M:(Thus, for example, if one of the participants has an open Word document and is writing in it, the other participant can see the same document on his screen and can add, alter, write in or print that same document.===>Tako na primer ako neko od sagovornika ima otvoren Word dokument i nešto u njega piše, tada drugi sagovornik može na svom ekranu takođe videti taj isti dokument i može dodavati, prepravljati, upisivati ili štampati isti.)
MATCH@E:(Thus, for example, if one of the participants has an open Word document and is writing in it, the other participant can see the same document on his screen and can add, alter, write in or print that same document.===>Tako npr. ako neko od sagovornika ima otvoren Word dokument i nešto u njega piše, tada drugi sagovornik može na svom ekranu takođe videti taj isti dokument i može dodavati, prepravljati, upisivati ili štampati isti.)
MATCH@M:(The room-based video conference is meant for work among a larger number of participants, which meets all the conditions required in conducting any more complex negotiations.===>Sobna video konferencija namenjena je za rad u prisustvu većeg broja sagovornika, što zadovoljava sve uslove potrebne za vođenje složenijih pregovora.)
MATCH@E:(The room-based video conference is meant for work among a larger number of participants, which meets all the conditions required in conducting any more complex negotiations.===>Sobna video konferencija namenjena je za rad u prisustvu većeg broja sagovornika, što zadovoljava sve uslove potrebne za vođenje složenijih pregovora.)
MATCH@M:(A video conference may have a very high quality of transmission, however, the price of the communication and equipment in this case is equally high.===>Video konferencija može imati vrlo visok kvalitet prenosa, ali zbog toga i vrlo visoku cenu komunikacije i opreme.)
MATCH@E:(A video conference may have a very high quality of transmission, however, the price of the communication and equipment in this case is equally high.===>Video konferencija može imati vrlo visok kvalitet prenosa, ali zbog toga i vrlo visoku cenu komunikacije i opreme.)
MATCH@M:(Contrary to the desktop video conference, the room-based video conference uses one or two large monitors similar to television screens, larger loudspeakers and a larger vide camera, most commonly positioned between the monitors.===>Za razliku od stone video konferencije, sobna video konferencija koristi jedan ili dva velika monitora slična televiziji, veće zvučnike i veću video kameru, najčešće smeštenu između monitora,)
MATCH@E:(Contrary to the desktop video conference, the room-based video conference uses one or two large monitors similar to television screens, larger loudspeakers and a larger vide camera, most commonly positioned between the monitors. ~~~ Nowadays videobeams are increasingly used.===>Za razliku od stone video konferencije, sobna video konferencija koristi jedan ili dva velika monitora slična televiziji, veće zvučnike i veću video kameru, najčešće smeštenu između monitora, a danas se sve češće koriste i video-bimovi (video-beam).)
MATCH@M:(The equipment is usually mounted on a moving platform, therefore it is not confined to only one location, especially as regards the video-beam.===>Oprema se obično nalazi na pokretnom postolju tako da nije vezana samo za jednu lokaciju, posebno što se tiče video-bima.)
MATCH@E:(The equipment is usually mounted on a moving platform, therefore it is not confined to only one location, especially as regards the video-beam.===>Oprema se obično nalazi na pokretnom postolju tako da nije vezana samo za jednu lokaciju, posebno što se tiče video-bima.)
MATCH@M:(It is connected to the communication network by more than two digital lines (most frequently a combination of 3 to 6 digital lines is used).===>Obično je na digitalnu komunikacijsku mrežu spojena s više od dve digitalne linije (najčešće se koristi kombinacija od 3 do 6 digitalnih linija).)
MATCH@E:(It is connected to the communication network by more than two digital lines (most frequently a combination of 3 to 6 digital lines is used).===>Obično je na digitalnu komunikacijsku mrežu spojena s više od dve digitalne linije (najčešće se koristi kombinacija od 3 do 6 digitalnih linija).)
MATCH@M:(The desktop and the room-based video conferences are only the types of video conferences as regards the equipment used, and they can be employed in the point-to-point and the multi-point types of communication too.===>Stona (desktop) i sobna video konferencija samo su tipovi video konferencije obzirom na korišćenu opremu, a mogu biti primenjene i u point-to-point i u multi-point komunikaciji.)
MATCH@E:(The desktop and the room-based video conferences are only the types of video conferences as regards the equipment used, and they can be employed in the point-to-point and the multi-point types of communication too.===>Stona (desktop) i sobna video konferencija samo su tipovi video konferencije obzirom na korišćenu opremu, a mogu biti primenjene i u point-to-point i u multi-point komunikaciji.)
MATCH@M:(Participation of more than five parties in a video conference is considered to result into a poor, ineffective communication.===>Smatra se da učestvovanje više od pet strana u video konferenciji rezultuje lošom, neefektivnom komunikacijom.)
MATCH@E:(Participation of more than five parties in a video conference is considered to result into a poor, ineffective communication.===>Smatra se da učestvovanje više od pet strana u video konferenciji rezultuje lošom, neefektivnom komunikacijom.)
MATCH@M:(The multi-point videoconference is conducted via a specific device called "bridge" (Multiple conference unit).===>Multi-point video konferencija izvodi se upotrebom posebnog uređaja zvanog "most" (Multiple conference unit),)
MATCH@E:(The multi-point videoconference is conducted via a specific device called bridge (Multiple conference unit).===>Multi-point video konferencija izvodi se upotrebom posebnog uređaja zvanog most (Multiple conference unit), odnosno ako se radi o računaru, onda o posebnom softveru.)
BAD_LINE_=============================================================
BAD_LINE_M:The multi-point videoconference is conducted via a specific device called "bridge" (Multiple conference unit).
BAD_LINE_M:Multi-point video konferencija izvodi se upotrebom posebnog uređaja zvanog "most" (Multiple conference unit),
BAD_LINE_E:The multi-point videoconference is conducted via a specific device called bridge (Multiple conference unit).
BAD_LINE_E:Multi-point video konferencija izvodi se upotrebom posebnog uređaja zvanog most (Multiple conference unit), odnosno ako se radi o računaru, onda o posebnom softveru.
MATCH@M:(In case a computer is used, there must be a specific software.===>odnosno ako se radi o računaru, onda o posebnom softveru.)
MATCH@E:(In case a computer is used, there must be a specific software.===>Ta komunikacija može biti putem elektronske pošte, slike ili zvuka.)
BAD_LINE_=============================================================
BAD_LINE_M:In case a computer is used, there must be a specific software.
BAD_LINE_M:odnosno ako se radi o računaru, onda o posebnom softveru.
BAD_LINE_E:In case a computer is used, there must be a specific software.
BAD_LINE_E:Ta komunikacija može biti putem elektronske pošte, slike ili zvuka.
MATCH@M:(The Satellite video conference is a video conference via digital satellite television, and is commonly used by well-known world universities as a method of linking groups of students from different geographical areas.===>Satelitska video konferencija podrazumeva video konferenciju pomoću digitalne satelitske televizije, a često je koriste poznati svetski univerziteti kao način za povezivanje grupa studenata s različitih geografskih područja.)
MATCH@E:(The Satellite video conference is a video conference via digital satellite television, and is commonly used by well-known world universities as a method of linking groups of students from different geographical areas.===>Komunikacija sa medijima. ~~~ Komunikacija između strana u konfliktu.)
BAD_LINE_=============================================================
BAD_LINE_M:The Satellite video conference is a video conference via digital satellite television, and is commonly used by well-known world universities as a method of linking groups of students from different geographical areas.
BAD_LINE_M:Satelitska video konferencija podrazumeva video konferenciju pomoću digitalne satelitske televizije, a često je koriste poznati svetski univerziteti kao način za povezivanje grupa studenata s različitih geografskih područja.
BAD_LINE_E:The Satellite video conference is a video conference via digital satellite television, and is commonly used by well-known world universities as a method of linking groups of students from different geographical areas.
BAD_LINE_E:Komunikacija sa medijima. ~~~ Komunikacija između strana u konfliktu.
MATCH@M:(This communication may be conducted via electronic mail, via picture or via sound.===>Ta komunikacija može biti putem elektronske pošte, slike ili zvuka.)
MATCH@E:(This communication may be conducted via electronic mail, via picture or via sound.===>Da bi se na globalnom svetskom nivou ostvarili kontakti, potrebno je imati tehnologiju koja omogućava ovakve kontakte.)
BAD_LINE_=============================================================
BAD_LINE_M:This communication may be conducted via electronic mail, via picture or via sound.
BAD_LINE_M:Ta komunikacija može biti putem elektronske pošte, slike ili zvuka.
BAD_LINE_E:This communication may be conducted via electronic mail, via picture or via sound.
BAD_LINE_E:Da bi se na globalnom svetskom nivou ostvarili kontakti, potrebno je imati tehnologiju koja omogućava ovakve kontakte.
MATCH@M:(The satellite video conference ensures a high bandwidth and great transmission speeds towards the satellite and back.===>Satelitska video konferencija osigurava vrlo veliku propusnost (Bandwidth) i velike transmisijske brzine ka satelitu i od njega.)
MATCH@E:(The satellite video conference ensures a high bandwidth and great transmission speeds towards the satellite and back.===>Upravo su ENS sistemi ti koji stvaraju preduslove za poslovno povezivanje i pregovaranje.)
BAD_LINE_=============================================================
BAD_LINE_M:The satellite video conference ensures a high bandwidth and great transmission speeds towards the satellite and back.
BAD_LINE_M:Satelitska video konferencija osigurava vrlo veliku propusnost (Bandwidth) i velike transmisijske brzine ka satelitu i od njega.
BAD_LINE_E:The satellite video conference ensures a high bandwidth and great transmission speeds towards the satellite and back.
BAD_LINE_E:Upravo su ENS sistemi ti koji stvaraju preduslove za poslovno povezivanje i pregovaranje.
MATCH@M:(Today's mobile phones allow for the meetings to be held in real time, with picture and sound, therefore we can also talk about a mobile video conference.===>Današnji mobilni telefoni omogućavaju sastanke u realnom vremenu, uz sliku i zvuk, tako da možemo govoriti i o mobilnoj video konferenciji.)
MATCH@E:(Todays mobile phones allow for the meetings to be held in real time, with picture and sound, therefore we can also talk about a mobile video conference.===>Današnji mobilni telefoni omogućavaju sastanke u realnom vremenu, uz sliku i zvuk, tako da možemo govoriti i o mobilnoj video konferenciji.)
MATCH@M:(They are available to all the subscribers of the third-generation network (3 G) who own the respective models of mobile phones.===>Dostupni su svim pretplatnicima mreže treće generacije (3 G), koji imaju odgovarajuće modele mobilnih telefona.)
MATCH@E:(They are available to all the subscribers of the third-generation network (3 G) who own the respective models of mobile phones.===>Dostupni su svim pretplatnicima mreže treće generacije (3 G), koji imaju odgovarajuće modele mobilnih telefona.)
MATCH@M:(A number of persons can participate in such conferences, with the screen showing each of the participants.===>U takvim konferencijama može sudelovati više osoba, pri čemu ekran prikazuje svakog od učesnika.)
MATCH@E:(A number of persons can participate in such conferences, with the screen showing each of the participants.===>U takvim konferencijama može sudelovati više osoba, pri čemu ekran prikazuje svakog od učesnika.)
MATCH@M:(It is also possible that the screen is not shared, that it shows only the portrait of the participant currently speaking.===>Takođe, postoji i mogućnost da ekran ne bude podeljen, pa da na njemu bude slika samo onog učesnika koji trenutno govori.)
MATCH@E:(It is also possible that the screen is not shared, that it shows only the portrait of the participant currently speaking.===>Takođe, postoji i mogućnost da ekran ne bude podeljen, pa da na njemu bude slika samo onog učesnika koji trenut no govori.)
MATCH@M:(The development of the ICT and electronic business brought forth a significant acceleration in the negotiation process.===>Razvoj IKT-a i elektronskog poslovanja doveo je do značajnog ubrzavanja procesa pregovaranja.)
MATCH@E:(CONCLUSION The development of the ICT and electronic business brought forth a significant acceleration in the negotiation process.===>ZAKLJUČAK Razvoj IKT-a i elektronskog poslovanja doveo je do značajnog ubrzavanja procesa pregovaranja.)
MATCH@M:(This acceleration reached the level at which it is difficult to follow the processes without appropriate tools.===>Ovo ubrzavanje dostiglo je nivo u kojem je teško pratiti procese bez pomoći odgovarajućih alata.)
MATCH@E:(This acceleration reached the level at which it is difficult to follow the processes without appropriate tools.===>Ovo ubrzavanje dostiglo je nivo u kojem je teško pratiti procese bez pomoći odgovarajućih alata.)
MATCH@M:(On the other hand, globalization of business made it necessary that the negotiation processes be conducted on a world level, among the parties geographically distant from one another.===>S druge strane, globalizacija poslovanja stvorila je potrebu da se pregovarački procesi obavljaju na svetskom nivou između strana koje su na različitim geografskim lokacijama.)
MATCH@E:(On the other hand, globalization of business made it necessary that the negotiation processes be conducted on a world level, among the parties geographically distant from one another.===>S druge strane, globalizacija poslovanja stvorila je potrebu da se pregovarački procesi obavljaju na svetskom nivou između strana koje su na različitim geografskim lokacijama.)
MATCH@M:(Companies became global, with a need for the communication to be conducted both within their organizational units and with the environment.===>Kompanije su postale globalne, sa potrebom da komuniciraju unutar svojih organizacionih jedinica i sa okruženjem.)
MATCH@E:(Companies became global, with a need for the communication to be conducted both within their organizational units and with the environment.===>Kompanije su postale globalne, sa potrebom da komuniciraju unutar svojih organizacionih jedinica i sa okruženjem.)
MATCH@M:(In order that contacts on a global world level should be conducted, it is necessary that we dispose of the technology capable of supporting such contacts.===>Da bi se na globalnom svetskom nivou ostvarili kontakti, potrebno je imati tehnologiju koja omogućava ovakve kontakte.)
MATCH@E:(In order that contacts on a global world level should be conducted, it is necessary that we dispose of the technology capable of supporting such contacts.===>Komunikacija između organizacija (multilateralna, mrežna komunikacija).)
BAD_LINE_=============================================================
BAD_LINE_M:In order that contacts on a global world level should be conducted, it is necessary that we dispose of the technology capable of supporting such contacts.
BAD_LINE_M:Da bi se na globalnom svetskom nivou ostvarili kontakti, potrebno je imati tehnologiju koja omogućava ovakve kontakte.
BAD_LINE_E:In order that contacts on a global world level should be conducted, it is necessary that we dispose of the technology capable of supporting such contacts.
BAD_LINE_E:Komunikacija između organizacija (multilateralna, mrežna komunikacija).
MATCH@M:(It is the ENS that make the preconditions of business linking and negotiations.===>Upravo su ENS sistemi ti koji stvaraju preduslove za poslovno povezivanje i pregovaranje.)
MATCH@E:(It is the ENS that make the preconditions of business linking and negotiations.===>Komunikacija sa lokalnih lidera. ~~~ Komunikacija sa i između donosioca odluka.)
BAD_LINE_=============================================================
BAD_LINE_M:It is the ENS that make the preconditions of business linking and negotiations.
BAD_LINE_M:Upravo su ENS sistemi ti koji stvaraju preduslove za poslovno povezivanje i pregovaranje.
BAD_LINE_E:It is the ENS that make the preconditions of business linking and negotiations.
BAD_LINE_E:Komunikacija sa lokalnih lidera. ~~~ Komunikacija sa i između donosioca odluka.
MATCH@M:(The ENS differ from other information systems in that they are primarily directed towards networks and depend on an ever-present connection to the Internet.===>ENS se razlikuju od drugih informacionih sistema u tome što su pre svega usmereni na mrežu i zavise od uvek prisutne povezanosti s Internetom.)
MATCH@E:(The ENS differ from other information systems in that they are primarily directed towards networks and depend on an ever-present connection to the Internet.===>ENS se razlikuju od drugih informacionih sistema u tome što su pre svega usmereni na mrežu i zavise od uvek prisutne povezanosti s Internetom.)
MATCH@M:(They allow for a close connection of business processes within and without the company (e.g., value chain systems and supply chain management) as well as a large number of systems ensuring access from any place.===>Oni omogućavaju čvrstu vezu poslovnih proseca unutar i van preduzeća (na primer sistemi lanaca vrednosti i upravljanje lancem snabdevanja) i veliki broj sistema za pristup sa bilo kog mesta.)
MATCH@E:(They allow for a close connection of business processes within and without the company (e.g., value chain systems and supply chain management) as well as a large number of systems ensuring access from any place.===>Oni omogućavaju čvrstu vezu poslovnih proseca unutar i van preduzeća (npr. sistemi lanaca vrednosti i upravljanje lancem snabdevanja) i veliki broj sistema za pristup sa bilo kog mesta.)
MATCH@M:(The negotiation systems used on the Internet differ from the previous systems that were used on personal computers and in local and even the networks covering large areas in both the mechanisms and the technologies of use.===>Sistemi pregovaranja koji se koriste na Internetu razlikuju se od prethodnih sistema koji se koriste na samostalnim kompjuterima ili lokalnim, pa čak i mrežama koje pokrivaju velike oblasti, i to po mehanizmima i tehnologijama primene.)
MATCH@E:(The negotiation systems used on the Internet dif fer from the previous systems that were used on personal computers and in local and even the networks covering large areas in both the mechanisms and the technologies of use.===>Sistemi pregovaranja koji se koriste na Internetu razlikuju se od prethodnih sistema koji se koriste na samostalnim kompjuterima ili lokalnim, pa čak i mrežama koje pokrivaju velike oblasti, i to po mehanizmima i tehnologijama primene.)
MATCH@M:(Finally, a conclusion can be drawn that electronic negotiations in local and international business and political relations have a future, because of the safety of negotiating parties, because mutually favourable agreements can be reached in a shorter period of time and because of the lower costs in conducting the negotiation process in comparison to classic negotiations.===>Na kraju, može se zaključiti da elektronsko pregovaranje u lokalnim i međunarodnim poslovnim i političkim odnosima ima svoju budućnost zbog: bezbednosti pregovaračkih strana, bržeg dolaženja do obostrano zadovoljavajućeg sporazuma, te malih troškova održavanja pregovaračkog procesa u odnosu na klasično pregovaranje.)
MATCH@E:(Finally, a conclusion can be drawn that electronic negotiations in local and international business and political relations have a future, because of the safety of negotiating parties, because mutually favourable agreements can be reached in a shorter period of time and because of the lower costs in conducting the negotiation process in comparison to classic negotiations.===>Na kraju, može se zaključiti da elektronsko pregovaranje u lokalnim i međunarodnim poslovnim i političkim odnosima ima svoju budućnost zbog: bezbednosti pregovaračkih strana, bržeg dolaženja do obostrano zadovoljavajućeg sporazuma, te malih troškova održavanja pregovaračkog procesa u odnosu na klasično pregovaranje. ~~~ LITERATURA Š1Ë Gregory E. Kersten:)
MATCH@M:(The process of managing organization development is fundamentally a comprehensive, highly planned and systematic approach to implement and further improve a broader, long-range perspective of the change management efforts.===>Proces upravljanja organizacionim razvojem je u osnovi detaljan, pažljivo planiran i sistematski pristup u implemetaciji i unapređivanju jedne šire, dugoročne perspektive u upravljanju promenama.)
MATCH@E:(Belgrade, Serbia The process of managing organization development is fundamentally a comprehensive, highly planned and systematic approach to implement and further improve a broader, long-range perspective of the change management efforts.===>Beograd, Srbija Proces upravljanja organizacionim razvojem je u osnovi detaljan, pažljivo planiran i sistematski pristup u implemetaciji i unapređivanju jedne šire, dugoročne perspektive u upravljanju promenama.)
MATCH@M:(The very organization development, as an emerging discipline aimed at improving the overall organization effectiveness, developing the potential of the individual members and creating the basis for a continuous and profound change is neither a micro approach to change, nor it refers to a single, random or an ad-hoc change technique.===>Sam organizacioni razvoj, kao nova disciplina nastala sa ciljem da se unapredi ukupna efektivnost organizacije, razvije potencijal pojedinačnih članova i stvori osnova za stalne i duboke promene, nije ni mikro pristup promenama, niti se pak odnosi na neku pojedinačnu, slučajnu ili ad-hoc tehniku promene.)
MATCH@E:(The very organization development, as an emerging discipline aimed at improving the overall organization effectiveness, developing the potential of the individual members and creating the basis for a continuous and profound change is neither a micro approach to change, nor it refers to a single, random or an ad-hoc change technique.===>Sam organizacioni razvoj, kao nova disciplina nastala sa ciljem da se unapredi ukupna efektivnost organizacije, razvije potencijal pojedinačnih članova i stvori osnova za stalne i duboke promene, nije ni mikro pristup promenama, niti se pak odnosi na neku pojedinačnu, slučajnu ili ad-hoc tehniku promene.)
MATCH@M:(Therefore, it is often considered as an integration of action programs aimed at creating and maintaining the organization capability to predict, adapt and change, particularly the attitudes, capabilities and the morale of the organization members.===>Stoga se često smatra spojem akcionih programa za stvaranje i održavanje sposobnosti organizacije da predvidi, da se prilagodi i da se menja, posebno kada su u pitanju stavovi, sposobnosti i moral članova organizacije.)
MATCH@E:(Therefore, it is often considered as an integration of action programs aimed at creating and maintaining the organization capability to predict, adapt and change, particularly the attitudes, capabilities and the morale of the organization members.===>Stoga se često smatra spojem akcionih programa za stvaranje i održavanje sposobnosti organizacije da predvidi, da se prilagodi i da se menja, posebno kada su u pitanju stavovi, sposobnosti i moral članova organizacije.)
MATCH@M:(Nowadays, the principal issues of organization development emerges from transformational restructuring, reengineering and responsible flattening the management hierarchy, to creating and managing a reconfigurable organization, as a flexible and able to change system on an annual, monthly, weekly, daily, or even hourly time frame.===>U današnjem svetu, najznačajnija pitanja organizacionog razvoja tiču se transformacionog restruktuiranja, reinženjeringa i odgovornog splošnjavanja upravljačke hierarhije, kreiranja i održavanja organizacije koja se može preoblikovati, kao sistemu koji je fleksibilan i sposoban za promenu, na godišnjoj, mesečnoj, nedeljnoj, dnevnoj osnovi, pa čak i kad su u pitanju sati.)
MATCH@E:(Nowadays, the principal issues of organization development emerges from transformational restructuring, reengineering and responsible flattening the management hierarchy, to creating and managing a reconfigurable organization, as a flexible and able to change system on an annual, monthly, weekly, daily, or even hourly time frame.===>U današnjem svetu, najznačajnija pitanja organizacionog razvoja tiču se transformacionog restruktuiranja, reinženjeringa i odgovorhog splošnjavanja upravljacke hierarhije, kreiranja i održavanja organizacije koja se može preoblikovati, kao sistemu koji je fleksibilan i sposoban za promenu, na godišnjoj, mesečnoj, nedeljnoj, dnevnoj osnovi, pa čak i kad su u pitanju sati.)
MATCH@M:(The reconfigurable organization focuses the attention to the continuing need for a long-range strategies to improve strategic organizational decision making process and the relationships among organization members, in order to meet the changing conditions.===>Organizacija koja se rekonfiguriše fokusira svoju pažnju na kontinuiranu potrebu za dugoročnim strategijama za unaprđjivanje procesa strategijskog odlučivanja i odnosima između članova u organizaciji, sa ciljem da se predvide okolnosti koje se konstantno menjaju.)
MATCH@E:(The reconfigurable organization focuses the attention to the continuing need for a long-range strategies to improve strategic organizational decision making process and the relationships among organization members, in order to meet the changing conditions.===>Organizacija koja se rekonfiguriše fokusira svoju pžnju na kontinuiranu potrebu za dugoročnim strategijama za unaprđjivanje procesa strategijskog odlučivanja i odnosima između članova u organizaciji, sa ciljem da se predvide okolnosti koje se konstantno menjaju.)
MATCH@M:(These strategies are the framework for the planned change techniques, well known as the action programs for organization development.===>Ove strategije su osnov za planirane tehnike promena, dobro poznate kao akcioni programi za organizacioni razvoj.)
MATCH@E:(These strategies are the framework for the planned change techniques, well known as the action programs for organization development.===>Ove strategije su osnov za planirane tehnike promena, dobro poznate kao akcioni programi za organizacioni razvoj.)
MATCH@M:(The process of managing the action programs for organization development would be a central point in the proposed scientific work.===>Proces upravljana akcionim programima za organizacioni razvoj predstavlja središnju tačku ovog naučnog rada.)
MATCH@E:(The process of managing the action programs for organization development would be a central point in the proposed scientific work.===>Proces upravljana akcionim programima za organizacioni razvoj predstavlja središnju tačku ovog naučnog rada.)
MATCH@M:(It is of such an importance that determines the necessity to further modify, continue or discontinue the overall change efforts in the organization.===>On je utoliko značajniji ukoliko ističe potrebu za daljim promenama, kontinuitetom ili diskontinuitetom ukupnih napora za promene u organizaciji.)
MATCH@E:(It is of such an importance that determines the necessity to further modify, continue or discontinue the overall change efforts in the organization.===>On je utoliko značajniji ukoliko ističe potrebu za daljim promenama, kontinuitetom ili diskontinuitetom ukupnih napora za promene u organizaciji.)
MATCH@M:(Finally, a successful action program for organization development must result in a modified or changed organization behavior and capacity for further organization development.===>Konačno, uspešan akcioni program za organizacioni razvoj rezultira u izmenjeno ili u celosti promenjeno organizaciono ponašanje i sposobnost za dalji organizacioni razvoj.)
MATCH@E:(Finally, a successful action program for organization development must result in a modified or changed organization behavior and capacity for further organization development.===>Konačno, uspešan akcioni program za organizacioni razvoj rezultira u izmenjeno ili u celosti promenjeno organizaciono ponašanje i sposobnostza dalji organizacioni razvoj.)
MATCH@M:(The fundamental evolutionary definition of the management discipline organizational development has been created by Richard Beckhard, back in 1969, according to whom it is determined as an effort, planned, organization - wide and managed from the top, to increase organization development and health through planned interventions in the organization's process, using behavioral science knowledge.===>snovnu razvojnu definiciju organizacionog razvoja kao discipline menadžmenta dao je još 1969. godine Richard Beckhard, koji ju je definisao kao planiranu, ciljanu organizaciju kojom se upravlja odozgo, a cilj joj je da unapredi razvoj i zdravlje organizacije putem planiranih intervencija u organizacionom procesu, a primenom znanja iz oblasti bihejviorističke teorije.)
MATCH@E:(Introduction The fundamental evolutionary definition of the management discipline organizational development has been created by Richard Beckhard1, back in 1969, according to whom it is determined as an effort, planned, organization wide and managed from the top, to increase organization development and health through planned interventions in the organizations process, using behavioral science knowledge.===>Uvod Osnovnu razvojnu definiciju organizacionog razvoja kao discipline menadžmenta dao je još 1969. godine Richard Beckhard1, koji ju je definisao kao planiranu, ciljanu organizaciju kojom se upravlja odozgo, a cilj joj je da unapredi razvoj i zdravlje organizacije putem planiranih intervencija u organizacionom procesu, a primenom znanja iz oblasti bihejviorističke teorije.)
MATCH@M:(The content of the above principal definition implies to the integration of theoretically - systematic and practically oriented methods and techniques, fundamentally known as interventions, which are principally distinct from the general field of organizational change management.===>Sadržaj gore navedene definicije podrazumeva integraciju teorijski sistematičnih i praktično orijentisanih metoda i tehnika, koje su u osnovi poznate kao intervencije, a koje su u suštini izdvojene iz opšte oblasti upravljanja organizacionim promenama.)
MATCH@E:(The content of the above principal definition implies to the integration of theoretically systematic and practically oriented methods and techniques, fundamentally known as interventions, which are principally distinct from the general field of organizational change management.===>Sadržaj gore navedene definicije podrazumeva integraciju teorijski sistematičnih i praktično orijentisanih metoda i tehnika, koje su u osnovi poznate kao intervencije, a koje su u suštini izdvojene iz opšte oblasti upravljanja organizacionim promenama.)
MATCH@M:(The basic reason for the distinction between the organizational change theory and the practice of organizational development lies in the momentum that most of the change management implementation methodologies have been influenced by the core values, concepts and framework of the organizational development, as a long range, stable, deliberate and highly planned framework for any change management effort.===>Osnovni razlog što pravimo razliku između teorije o organizacionim promenama i prakse organizacionog razvoja nalazi se u stavu da je većina metodologija za implementaciju upravljanja promenama nastala pod uticajem osnovnih vrednosti, koncepata i okvira organizacionog razvoja, kao dalekosežni, stabilan, nameran i brižljivo planirani okvir za svaki postupak u upravljanju promenama.)
MATCH@E:(The basic reason for the distinction between the organizational change theory and the practice of organizational development lies in the momentum that most of the change management implementation methodologies have been influenced by the core values, concepts and framework of the organizational development, as a long range, stable, deliberate and highly planned framework for any change management effort.===>Osnovni razlog što pravimo razliku između teorije o organizacionim promenama i prakse organizacionog razvoja nalazi se u stavu da je većina metodologija za implementaciju upravljanja promenama nastala pod uticajem osnovnih vrednosti, koncepata i okvira organizacionog razvoja, kao dalekosežni, stabilan, nameran i brižljivo planirani okvir za svaki postupak u upravljanju promenama. 1 Beckhard R., Organization Development:)
MATCH@M:(At early days, in 40's, 50's and 60's, organizational development has been quite sober and business oriented, emphasizing the fact that an individual could flourish only when contributing to organizational purposes, theories predominantly influenced by the work of McGregor, Maslow and Herzberg.===>Na samom početku, četrdesetih, pedesetih i šezdesetih godina dvadesetog veka, organizacioni razvoj bio je normalan i poslovno orijentisan proces koji je insistirao na činjenici da pojedinac može da postigne uspeh samo kada doprinosi ciljevima organizacije, a na ovakve teorije koje su svojim radovima prevsahodno uticali Mc Gregor, Maslow i Herzberg.)
MATCH@E:(1 Beckhard R., Organization Development: Strategies and Models, Addison - Wesley, Reading, Mass, 1969, p.9 At early days, in 40s, 50s and 60s, organizational development has been quite sober and business oriented, emphasizing the fact that an individual could flourish only when contributing to organizational purposes, theories predominantly influenced by the work of McGregor, Maslow and Herzberg.===>Strategies and Models, Addison Wesley, Reading, Mass, 1969, p.9 Na samom početku, četrdesetih, pedesetih i šezdesetih godina dvadesetog veka, organizacioni razvoj bio je normalan i poslovno orijentisan proces koji je insistirao na činjenici da pojedinac može da postigne uspeh samo kada doprinosi ciljevima organizacije, a na ovakve teorije koje su svojim radovima prevsahodno uticali Mc Gregor, Maslow i Herzberg.)
MATCH@M:(OD has been perceived as mobilization of information, energy and resources that are present in an organization, but currently diverted to unconstructive channels,===>OD (organizacioni razvoj) posmatran je kao mobilizacija informacija, energije i resursa kojima organizacija raspolaže, ali koji su do tada bili usmereni u pravcu koji nije donosio uspeh.)
MATCH@E:(OD has been perceived as mobilization of information, energy and resources that are present in an organization, but currently diverted to unconstructive channels, for organizational improvement.===>OD (organizacioni razvoj) posmatran je kao mobilizacija informacija, energije i resursa kojima organizacija raspolaže, ali koji su do tada bili usmereni u pravcu koji nije donosio uspeh. ~~~ Cilj ove mobilizacije jeste organizaciono poboljšanje.)
MATCH@M:(Starting from the 80's, an enormous accent in the organizational development is given to the human - centered strategies and tactics which contributed committed practitioners of the organizational development to build-up a clear and prescriptive value orientation.===>Od osamdesetih godina dvadesetog veka veliki značaj u oblasti organizacionog razvoja pripisuje se strategijama i taktikama koje u središte pažnje postavljaju ljudski faktor, a na osnovu kojih praktičari u oblasti organizacionog razvoja kreiraju i propisuju jasnu vrednosnu orijentaciju.)
MATCH@E:(Starting from the 80s, an enormous accent in the organizational development is given to the human centered strategies and tactics which contributed committed practitioners of the organizational development to build-up a clear and prescriptive value orientation.===>Od osamdesetih godina dvadesetog veka veliki značaj u oblasti organizacionog razvoja pripisuje se strategijama i taktikama koje u središte pažnje postavljaju ljudski faktor, a na osnovu kojih praktičari u oblasti organizacionog razvoja kreiraju i propisuju jasnu vrednosnu orijentaciju.)
MATCH@M:(The importance of creating a value principally for the overall organization, and also for the individuals and groups or teams, in accordance with the prevailing view of the foremost management authors, is centered in the following assumptions:===>Značaj kreiranja vrednosti za organizaciju u celini, ali i za pojedince i grupe ili timove, u skladu sa stavovima najistaknutijih autora u oblasti menadžmenta, ogleda se u sledećim pretpostavkama:)
MATCH@E:(The importance of creating a value principally for the overall organization, and also for the individuals and groups or teams, in accordance with the prevailing view of the foremost management authors, is centered in the following assumptions: 1.===>Značaj kreiranja vrednosti za organizaciju u celini, ali i za pojedince i grupe ili timove, u skladu sa stavovima najistaknutijih autora u oblasti menadžmenta, ogleda se u sledećim pretpostavkama: ~~~ 1.)
MATCH@M:(1. Every individual affected by change should be involved in the change implementation===>1. Svaki pojedinac na kojeg će promena uticati treba da bude obuhvaćen primenom promena.)
MATCH@E:(Every individual affected by change should be involved in the change implementation 2.===>Svaki pojedinac na kojeg će promena uticati tre ba da bude obuhvaćen primenom promena. 2.)
MATCH@M:(2. Any effort in developing the organization should rely on the capability of the employees to prepare and implement the action change programs, well known as action programs===>2. Svaki napor u razvoju organizacije treba da se oslanja na sposobnosti zaposlenih da pripreme i primene programe akcionih promena, poznatije kao akcione programe.)
MATCH@E:(Any effort in developing the organization should rely on the capability of the employees to prepare and implement the action change programs, well known as action programs 3.===>Svaki napor u razvoju organizacije treba da se oslanja na sposobnosti zaposlenih da pripreme i primene programe akcionih promena, poznatije kao akcione programe. 3.)
MATCH@M:(Organizational development is an ongoing process because an organization can not remain static and effective, at the same time.===>Organizacioni razvoj predstavlja trajni proces, pošto organizacija ne može u isto vreme da ostane statična i da bude efikasna.)
MATCH@E:(Organizational development is an ongoing process because an organization can not remain static and effective, at the same time.===>Organizacioni razvoj predstavlja trajni proces, pošto organizacija ne može u isto vreme da ostane statična i da bude efikasna.)
MATCH@M:(Therefore, organizations develop anticipative management systems and methods, such as action change programs.===>Stoga organizacije razvijaju sisteme i metode upravljanja pomoću kojih mogu da predviđaju, kao što su akcioni programi za promene.)
MATCH@E:(Therefore, organizations develop anticipative management systems and methods, such as action change programs.===>Stoga organizacije razvijaju sisteme i metode upravljanja pomoću kojih mogu da predviđaju, kao što su akcioni programi za promene.)
MATCH@M:(As a process for continuous improvement, organizational development states that the completion of one change cycle leads to another cycle in the development process, whereas changes on the following cycle are on a higher level than of the previous one.===>Pošto je u pitanju proces stalnog usavršavanja, organizacioni razvoj nalaže da završetak jednog ciklusa promena vodi u novi ciklus u razvojnom procesu, pri čemu su promene u tom narednom ciklusu na višem nivou nego u prethodnom ciklusu.)
MATCH@E:(As a process for continuous improvement, organizational development states that the completion of one change cycle leads to another cycle in the development process, whereas changes on the following cycle are on a higher level than of the previous one.===>Pošto je u pitanju proces stalnog usavršavanja, organizacioni razvoj nalaže da završetak jednog ciklusa promena vodi u novi ciklus u razvojnom procesu, pri čemu su promene u tom narednom ciklusu na višem nivou nego u prethodnom ciklusu. 1.)
MATCH@M:(In the field of the organizational development, action science is also known as action inquiry, action research - most commonly used, or organizational learning.===>U oblasti organizacionog razvoja, učenje o akciji je poznato i pod nazivom akciono ispitivanje, akciono istraživanje - što se najčešće i upotrebljava, ili organizaciono učenje.)
MATCH@E:(In the field of the organizational development, action science is also known as action inquiry, action research most commonly used, or organizational learning.===>U oblasti organizacionog razvoja, učenje o akciji je poznato i pod nazivom akciono ispitivanje, akciono istraživanje što se najčešće i upotrebljava, ili organizaciono učenje.)
MATCH@M:(Action research aims to contribute both to the practical concerns of people in immediate problematic situation and to the goals of the social science by joint collaboration within a mutually acceptable ethical framework.===>Cilj akcionog istraživanja jeste da doprinese kako praktičnim potrebama ljudi u neposrednim problemskim situacijama, tako i ciljevima nauke o društvu, zajedničkim delovanjem i okviru obostrano prihvatljivog etičkog okvira.)
MATCH@E:(Action research aims to contribute both to the practical concerns of people in immediate problematic situation and to the goals of the social science by joint collaboration within a mutually acceptable ethical framework.===>Cilj akcionog istraživanja jeste da doprinese kako praktičnim potrebama ljudi u neposrednim problemskim situacijama, tako i ciljevima nauke o društvu, zajedničkim delovanjem i okviru obostrano prihvatljivog etičkog okvira.)
MATCH@M:(As such, it is a type of applied social research intervention model.===>Kao takvo, akciono istraživanje predstavlja jednu vrstu interventnog modela primenjenog istraživanja društva.)
MATCH@E:(As such, it is a type of applied social research intervention model.===>Kao takvo, akciono istraživanje predstavlja jednu vrstu interventnog modela primenjenog istraživanja društva.)
MATCH@M:(Each action research focuses primarily on identifying and resolving difficult, complex, real - life problems, vital for the organizational change and development.===>Svako akciono istraživanje prvenstveno se fokusira na otkrivanje i rešavanje teških i složenih problema iz realnog života, a koji su od presudnog značaja za organizacione promene i razvoj.)
MATCH@E:(Each action research focuses primarily on identifying and resolving difficult, complex, real life problems, vital for the organizational change and development.===>Svako akciono istraživanje prvenstveno se fokusira na otkrivanje i rešavanje teških i složenih problema iz realnog života, a koji su od presudnog značaja za organizacione promene i razvoj.)
MATCH@M:(It uses actionable data in order to detect and correct gaps between descriptive claims and practical outcomes.===>Ono koristi primenljive podatke pomoću kojih pronalazi i ispravlja neusklađenosti između opisnih, teorijskih tvrdnji i praktičnih ishoda.)
MATCH@E:(It uses actionable data in order to detect and correct gaps between descriptive claims and practical outcomes.===>Ono koristi primenljive podatke pomoću kojih pronalazi i ispravlja neusklađenosti između opisnih, teorijskih tvrdnji i praktičnih ishoda.)
MATCH@M:(In spite of the numerous individual methods and techniques for the organizational development intervention, such as sensitivity training, structural change, process consultation, survey feedback, team building, intergroup development, role negotiation and many others, the fundamental types of intervention models form a broader perspective through which changes are planned, effected, monitored and controlled.===>Uprkos velikom broju pojedinačnih metoda i tehnika koji se koriste pri intervencijama u organizacioni razvoj, na primer, obuka u oblasti osetljivosti, strukturne promene, konsultacije u procesu, povratna sprega dobijena ispitivanjem, stvaranje timova, razvoj saradnje između grupa, primena uloga i mnogim drugima, osnovni tipovi modela intervencije čine širu perspektivu u okviru koje se promene planiraju, izvode, prate i kontrolišu.)
MATCH@E:(In spite of the numerous individual methods and techniques for the organizational development intervention, such as sensitivity training, structural change, process consultation, survey feedback, team building, intergroup development, role negotiation and many others, the fundamental types of intervention models form a broader perspective through which changes are planned, effected, monitored and controlled.===>Uprkos velikom broju pojedinačnih metoda i tehnika koji se koriste pri intervencijama u organizacioni razvoj, na primer, obuka u oblasti osetljivosti, strukturne promene, konsultacije u procesu, povratna sprega dobijena ispitivanjem, stvaranje timova, razvoj saradnje između grupa, primena uloga i mnogim drugima, osnovni tipovi modela intervencije čine širu perspektivu u okviru koje se promene planiraju, izvode, prate i kontrolišu.)
MATCH@M:(The first, planning model refers to creating, acting and stabilizing a plan for organizational development and consequently following a detailed prescription of the road to be followed.===>Prvi, model planiranja, odnosi se na stvaranje, primenu i stabilizaciju plana organizacionog razvoja i doslednog praćenja detaljnog uputstva o tome kako preduzimati planom propisane aktivnosti.)
MATCH@E:(The first, planning model refers to creating, acting and stabilizing a plan for organizational development and consequently following a detailed prescription of the road to be followed.===>Prvi, model planiranja, odnosi se na stvaranje, primenu i stabilizaciju plana organizacionog razvoja i doslednog praćenja detaljnog uputstva o tome kako preduzimati planom propisane aktivnosti.)
MATCH@M:(However, the originally created plan is usually subject to modification and refinement, as a result of the internal and external unforeseen changes.===>Ipak, prvobitni plan se često mora menjati ili usavršavati, što će zavisiti od nepredviđenih promena kako unutar organizacije tako i van nje.)
MATCH@E:(However, the originally created plan is usually subject to modification and refinement, as a result of the internal and external unforeseen changes.===>Ipak, prvobitni plan se često mora menjati ili usavršavati, što će zavisiti od nepredviđenih promena kako unutar organizacije tako i van nje.)
MATCH@M:(At the same time, the goal of the planning model is to improve the personal and organizational effectiveness, whereas the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances.===>Istovremeno, cilj modela planiranja jeste da poboljša ličnu i organizacionu efektivnost, dok je cilj modela akcionog istraživaja da stvori novo organizaciono znanje i uvide koji bi mogli da se primene u različitim organizacionim okolnostima.)
MATCH@E:(At the same time, the goal of the planning model is to improve the personal and organizational effectiveness, whereas the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances.===>Za razliku od modela planiranja koji podrazumeva takozvanu jednokratnu informaciju, model akcionog istraživanja insistira na cikličnoj prirodi organizacione promene i razvoja.)
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BAD_LINE_M:At the same time, the goal of the planning model is to improve the personal and organizational effectiveness, whereas the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances.
BAD_LINE_M:Istovremeno, cilj modela planiranja jeste da poboljša ličnu i organizacionu efektivnost, dok je cilj modela akcionog istraživaja da stvori novo organizaciono znanje i uvide koji bi mogli da se primene u različitim organizacionim okolnostima.
BAD_LINE_E:At the same time, the goal of the planning model is to improve the personal and organizational effectiveness, whereas the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances.
BAD_LINE_E:Za razliku od modela planiranja koji podrazumeva takozvanu jednokratnu informaciju, model akcionog istraživanja insistira na cikličnoj prirodi organizacione promene i razvoja.
MATCH@M:(The applicative importance of the action research model lies in the fact that it involves collecting information about the organization, feeding this information back to the client system, and developing and implementing action programs to improve system performance.===>Značaj primenljivosti modela akcionoh istraživanja jeste u činjenici da on obuhvata prikupljanje informacija o organizaciji, unošenje ovih informacija u klijentov sistem i razvijanje i primenu akcionih programa u cilju poboljšanja rada i učinka sistema.)
MATCH@E:(The applicative importance of the action research model lies in the fact that it4 involves collecting information about the organization, feeding this information back to the client system, and developing and implementing action programs to improve system performance.===>Istovremeno, cilj modela planiranja jeste da poboljša ličnu i organizacionu efektivnost, dok je cilj modela akcionog istraživaja da stvori novo organizaciono znanje i uvide koji bi mogli da se primene u različitim organizacionim okolnostima. 2 Cummings T and Worley C., Organizational Development and Change, West Publishing Company, Minneapolis/St.)
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BAD_LINE_M:The applicative importance of the action research model lies in the fact that it involves collecting information about the organization, feeding this information back to the client system, and developing and implementing action programs to improve system performance.
BAD_LINE_M:Značaj primenljivosti modela akcionoh istraživanja jeste u činjenici da on obuhvata prikupljanje informacija o organizaciji, unošenje ovih informacija u klijentov sistem i razvijanje i primenu akcionih programa u cilju poboljšanja rada i učinka sistema.
BAD_LINE_E:The applicative importance of the action research model lies in the fact that it4 involves collecting information about the organization, feeding this information back to the client system, and developing and implementing action programs to improve system performance.
BAD_LINE_E:Istovremeno, cilj modela planiranja jeste da poboljša ličnu i organizacionu efektivnost, dok je cilj modela akcionog istraživaja da stvori novo organizaciono znanje i uvide koji bi mogli da se primene u različitim organizacionim okolnostima. 2 Cummings T and Worley C., Organizational Development and Change, West Publishing Company, Minneapolis/St.
MATCH@M:(The challenge of detailing the relationship between the action research and the overall organization development, in fact, implies to creating an action research perspective to the organizational development.===>Detaljno obrazlaganje odnosa između akcionog istraživanja i ukupnog organizacionog razvoja u stvari predstavlja osnovu za stvaranje jedne perspektive akcionog istraživanja u cilju organizacionog razvoja.)
MATCH@E:(1.1. ~~~ Relationship between action research and organizational development The challenge of detailing the relationship between the action research and the overall organization development, in fact, implies to creating an action research perspective to the organizational development.===>Odnos između akcionog istraživanja i organizacionog razvoja Detaljno obrazlaganje odnosa između akcionog istraživanja i ukupnog organizacionog razvoja u stvari predstavlja osnovu za stvaranje jedne perspektive akcionog istraživanja u cilju organizacionog razvoja.)
MATCH@M:(This approach stimulates continual inquiry, development and consciousness in our selves and our colleges, through creating processes and structures for so called collaborative inquiry.===>Ovaj pristup podrazumeva neprekidno ispitivanje, razvoj i svest o sebi i o kolegama, a putem razvijanja procesa i struktura za takozvano saradničko ispitivanje.)
MATCH@E:(This approach stimulates continual inquiry, development and consciousness in our selves and our colleges, through creating processes and structures for so called collaborative inquiry.===>Ovaj pristup podrazumeva neprekidno ispitivanje, razvoj i svest o sebi i o kolegama, a putem razvijanja procesa i struktura za takozvano saradničko ispitivanje.)
MATCH@M:(The nature of their relations specifies the fact that both of them are pragmatic, rooted in participative management methods and aimed to improve the behavior through engagement of all concerned.===>Priroda ovih odnosa naglašava činjenicu da su i jedno i drugo pragmatični, ukore njeni u metode učesničkog menadžmenta i da im je cilj da unaprede ponašanje putem angažovanja svih zainteresovanih strana.)
MATCH@E:(The nature of their relations specifies the fact that both of them are pragmatic, rooted in participative management methods and aimed to improve the behavior through engagement of all concerned.===>Priroda ovih odnosa naglašava činjenicu da su i jedno i drugo pragmatični, ukorenjeni u metode učesničkog menadžmenta i da im je cilj da unaprede ponašanje putem angažovanja svih zainteresovanih strana.)
MATCH@M:(In other words, both of them propose that we can not generate a valid understanding of a certain person, unless we fully engage with him/her.===>Drugim rečima, i akciono istraživanje i organizacioni razvoj podrazumevaju da neku osobu ne možemo zaista razumeti i sagledati ako s njom/njim ne sarađujemo sve vreme.)
MATCH@E:(In other words, both of them propose that we can not generate a valid understanding of a certain person, unless we fully engage with him/her.===>Drugim rečima, i akciono istraživanje i organizacioni razvoj podrazumevaju da neku osobu ne možemo zaista razumeti i sagledati ako s njom/njim ne sarađujemo sve vreme.)
MATCH@M:(Action research is a practice for systematic development of knowing and knowledge which brings together the action and reflection, theory and practice.===>Akciono istraživanje predstavlja postupak sistematskog razvijanja saznavanja i znanja koje spaja akciju i razmišljanje, teoriju i praksu.)
MATCH@E:(Action research is a practice for systematic development of knowing and knowledge which brings together the action and reflection, theory and practice.===>Akciono istraživanje predstavlja postupak sistematskog razvijanja saznavanja i znanja koje spaja akciju i razmišljanje, teoriju i praksu.)
MATCH@M:(Action research and the organization development involve an active interplay between me - my own experience and behavior, us - our immediate peers and them - the wider organization and encourage simultaneous attention to all 3 perspectives.===>Akciono istraživanje i organizacioni razvoj podrazumevaju aktivni odnos između mene - mog sopstvenog iskustva i ponašanja, nas - naših neposrednih saradnika i njih - šire organizacije i podstiču nas da istovremeno uzimamo u obzir sve tri ove perspektive.)
MATCH@E:(Developmental from tentative beginnings to ward more significant influence Action research and the organization development involve an active interplay between me my own experience and behavior, us our immediate peers and them the wider organization and encourage simultaneous attention to all 3 perspectives.===>Demokratičnost, kako u smislu obuhvata ljudi, tako i u smislu njihovog osposobljavanja da stvaraju sopstveno znanje u organizacijama koje uče c. ~~~ Proširena epistemologija velikog broja načina saznavanja i vrednovanja, predloženog i konceptualnog d.)
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BAD_LINE_M:Action research and the organization development involve an active interplay between me - my own experience and behavior, us - our immediate peers and them - the wider organization and encourage simultaneous attention to all 3 perspectives.
BAD_LINE_M:Akciono istraživanje i organizacioni razvoj podrazumevaju aktivni odnos između mene - mog sopstvenog iskustva i ponašanja, nas - naših neposrednih saradnika i njih - šire organizacije i podstiču nas da istovremeno uzimamo u obzir sve tri ove perspektive.
BAD_LINE_E:Developmental from tentative beginnings to ward more significant influence Action research and the organization development involve an active interplay between me my own experience and behavior, us our immediate peers and them the wider organization and encourage simultaneous attention to all 3 perspectives.
BAD_LINE_E:Demokratičnost, kako u smislu obuhvata ljudi, tako i u smislu njihovog osposobljavanja da stvaraju sopstveno znanje u organizacijama koje uče c. ~~~ Proširena epistemologija velikog broja načina saznavanja i vrednovanja, predloženog i konceptualnog d.
MATCH@M:(Initially, organization development, in relation to the action research, is needed in the following situations:===>U početku, organizacioni razvoj je, u odnosu na akciono istraživanje, potreban u sledećim situacijama:)
MATCH@E:(Initially, organization development, in relation to the action research, is needed in the following situations6: 1.===>Usmerenost na vrednosti u smislu doprinosa ekonomskog, političkog, psihološkog, duhovnog i ekološkog e.)
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BAD_LINE_M:Initially, organization development, in relation to the action research, is needed in the following situations:
BAD_LINE_M:U početku, organizacioni razvoj je, u odnosu na akciono istraživanje, potreban u sledećim situacijama:
BAD_LINE_E:Initially, organization development, in relation to the action research, is needed in the following situations6: 1.
BAD_LINE_E:Usmerenost na vrednosti u smislu doprinosa ekonomskog, političkog, psihološkog, duhovnog i ekološkog e.
MATCH@M:(1. The current nature of the organization is leading to a failure to achieve objectives===>1. Trenutno stanje organizacije dovodi do toga da neće moći da ostvari ciljeve)
MATCH@E:(The current nature of the organization is leading to a failure to achieve objectives 2.===>Opredeljenost za razvoj od početaka kroz probne aktivnosti do značajnijeg uticaja.)
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BAD_LINE_M:1. The current nature of the organization is leading to a failure to achieve objectives
BAD_LINE_M:1. Trenutno stanje organizacije dovodi do toga da neće moći da ostvari ciljeve
BAD_LINE_E:The current nature of the organization is leading to a failure to achieve objectives 2.
BAD_LINE_E:Opredeljenost za razvoj od početaka kroz probne aktivnosti do značajnijeg uticaja.
MATCH@M:(2. Change is required to react faster to external alterations===>2. Promena je potrebna da bi se brže reagovalo na promene u okruženju)
MATCH@E:(Change is required to react faster to external alter ations 3.===>U početku, organizacioni razvoj je, u odnosu na akciono istraživanje, potreban u sledećim situacijama6:)
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BAD_LINE_M:2. Change is required to react faster to external alterations
BAD_LINE_M:2. Promena je potrebna da bi se brže reagovalo na promene u okruženju
BAD_LINE_E:Change is required to react faster to external alter ations 3.
BAD_LINE_E:U početku, organizacioni razvoj je, u odnosu na akciono istraživanje, potreban u sledećim situacijama6:
MATCH@M:(3. The introduction of factors, such as new technology requires change in the organization itself and===>3. Uvođenje nekih činilaca, na primer, nove tehnologije, zahteva promene u samoj organizaciji i)
MATCH@E:(The introduction of factors, such as new technology requires change in the organization itself and 4.===>Trenutno stanje organizacije dovodi do toga da neće moći da ostvari ciljeve Promena je potrebna da bi se brže reagovalo na promene u okruženju Uvođenje nekih činilaca, na primer, nove tehnologije, zahteva promene u samoj organizaciji i Uvođenje promena zahteva da se usvoji novi pristup.)
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BAD_LINE_M:3. The introduction of factors, such as new technology requires change in the organization itself and
BAD_LINE_M:3. Uvođenje nekih činilaca, na primer, nove tehnologije, zahteva promene u samoj organizaciji i
BAD_LINE_E:The introduction of factors, such as new technology requires change in the organization itself and 4.
BAD_LINE_E:Trenutno stanje organizacije dovodi do toga da neće moći da ostvari ciljeve Promena je potrebna da bi se brže reagovalo na promene u okruženju Uvođenje nekih činilaca, na primer, nove tehnologije, zahteva promene u samoj organizaciji i Uvođenje promena zahteva da se usvoji novi pristup.
MATCH@M:(The contemporary state of development of the action research model, in the state of action programs for organization development, has been originally created as a model in consecutive phases, integrated with a feedback mechanism.===>Trenutno stanje u razvoju modela akcionog istraživanja u okviru akcionih programa za organizacioni razvoj u početku se razvijalo kao model u uzastopnim fazama, i integrisalo se sa mehanizmom povratne sprege.)
MATCH@E:(The introduction of change allows a new approach to be adopted The contemporary state of development of the action research model, in the state of action programs for organization development, has been originally created as a model in consecutive phases, integrated with a feedback mechanism.===>Trenutno stanje u razvoju modela akcionog istraživanja u okviru akcionih programa za organizacioni razvoj u početku se razvijalo kao model u uzastopnim fazama, i integrisalo se sa mehanizmom povratne sprege.)
MATCH@M:(It is highly important to emphasize that the new behavior arises in the 11th phase, in the 2nd stage, which indicates the depth of the model.===>Veoma je važno naglasiti da se novo ponašanje javlja u jedanaestoj fazi, u 2. etapi, što ukazuje na to kolika je dubina modela.)
MATCH@E:(It is highly important to emphasize that the new behavior arises in the 11th phase, in the 2nd stage, which indicates the depth of the model.===>Veoma je važno naglasiti da se novo ponašanje javlja u jedanaestoj fazi, u 2. etapi, što ukazuje na to kolika je dubina modela.)
MATCH@M:(In the essence of the participative management and the concept of organization development is the fundamental belief that effective change requires joint decision making by the managers and the employees, which is initially connected with the fact that the corporate environment and the conditions of business must be understood before the research begins, as a fundamental point of the action research model.===>U biti participativnog upravljanja i koncepta organizacionog razvoja nalazi se osnovni stav da efektivna promena zahteva da menadžeri i zaposleni zajednički odlučuju, što je u početnoj fazi povezano s činjenicom da se korporativno okruženje i uslovi poslovanja moraju razumeti i upoznati pre nego što počne istraživanje, a što je osnovna postavka modela akcionog istraživanja.)
MATCH@E:(In the essence of the participative management and the concept of organization development is the fundamental belief that effective change requires joint decision making by the managers and the employees, which is initially connected with the fact that the corporate environment and the conditions of business must be understood before the research begins, as a fundamental point of the action research model.===>U biti participativnog upravljanja i koncepta organizacionog razvoja nalazi se osnovni stav da efektivna promena zahteva da menadžeri i zaposleni zajednički odlučuju, što je u početnoj fazi povezano s činjenicom da se korporativno okruženje i uslovi poslovanja moraju razumeti i upoznati pre nego što počne istraživanje, a što je osnovna postavka modela akcionog istraživanja.)
MATCH@M:(The fundamental scientific importance of the action research model is in the fact that it integrates the organizational perspective of the action research process.===>Osnovni naučni značaj modela akcionog istraživanja jeste da on integriše organizacione perspektive procesa akcionog istraživanja.)
MATCH@E:(The fundamental scientific importance of the action research model is in the fact that it integrates the organizational perspective of the action research process.===>Vrednosno ispunjeno Induktivno Pokazuje međusobnu povezanost faktora Kontekstualno povezano i Nameće situacionu teoriju Organizaciona dimenzija akcionog istraživanja pokazuje da ono predstavlja veoma ubedljiv prikaz povezanosti između programa promena i postignutog učinka.)
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BAD_LINE_M:The fundamental scientific importance of the action research model is in the fact that it integrates the organizational perspective of the action research process.
BAD_LINE_M:Osnovni naučni značaj modela akcionog istraživanja jeste da on integriše organizacione perspektive procesa akcionog istraživanja.
BAD_LINE_E:The fundamental scientific importance of the action research model is in the fact that it integrates the organizational perspective of the action research process.
BAD_LINE_E:Vrednosno ispunjeno Induktivno Pokazuje međusobnu povezanost faktora Kontekstualno povezano i Nameće situacionu teoriju Organizaciona dimenzija akcionog istraživanja pokazuje da ono predstavlja veoma ubedljiv prikaz povezanosti između programa promena i postignutog učinka.
MATCH@M:(In order to predict and achieve the dynamic and intensive changes in the market circumstances, today's forms of organizations dramatically change.===>Da bi se predvidele i postigle dinamične i intenzivne promene u tržišnim uslovima, današnji oblici organizacije doživljavaju dramatične promene.)
MATCH@E:(Reconfigurable organization In order to predict and achieve the dynamic and intensive changes in the market circumstances, todays forms of organizations dramatically change.===>Da bi se predvidele i postigle dinamične i intenzivne promene u tržišnim uslovima, današnji oblici organizacije doživljavaju dramatične promene.)
MATCH@M:(Global, cultural, technological, competitive and management determinants change the prevalent method of doing business.===>Globalne, kulturne, tehnološke, konkurentske i upravljačke odrednice utiču na promene u preovlađujućem metodu poslovanja.)
MATCH@E:(Global, cultural, technological, competitive and management determinants change the prevalent method of doing business.===>Ono je7: ~~~ Globalne, kulturne, tehnološke, konkurentske i upravljačke odrednice utiču na promene u preovlađujućem metodu poslovanja.)
MATCH@M:(Therefore, organizations usually react by flattering the management and particularly organizational hierarchy, restructuring around partly or completely various core business competences, reengineering the processes, downsizing the number of the employees, outsourcing the less fundamental activities, benchmarking etc.===>Stoga organizacije obično reaguju tako što smanjuju broj nivoa u hijerarhiji organizacije, i to tako što delimično ili sasvim preoblikuju različite osnovne poslovne kompetentnosti, pre-projektuju procese, smanjuju broj zaposlenih, iznajmljuju stručnjake sa strane za manje značajne aktivnosti, vrše benčmarking, i tako dalje)
MATCH@E:(Therefore, organizations usually react by flattering the management and particularly organizational hierarchy, restructuring around partly or completely various core business competences, reengineering the processes, downsizing the number of the employees, outsourcing the less fundamental activities, benchmarking etc.===>Stoga organizacije obično re Subjektivno, pošto se promatra očima učesnika u studiji Interaktivno 7 Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006, p.316 aguju tako što smanjuju broj nivoa u hijerarhiji organizacije, i to tako što delimično ili sasvim preoblikuju različite osnovne poslovne kompetentnosti, pre-projektuju procese, smanjuju broj zaposlenih, iznajmljuju stručnjake sa strane za manje značajne aktivnosti, vrše benčmarking, itd.)
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BAD_LINE_M:Therefore, organizations usually react by flattering the management and particularly organizational hierarchy, restructuring around partly or completely various core business competences, reengineering the processes, downsizing the number of the employees, outsourcing the less fundamental activities, benchmarking etc.
BAD_LINE_M:Stoga organizacije obično reaguju tako što smanjuju broj nivoa u hijerarhiji organizacije, i to tako što delimično ili sasvim preoblikuju različite osnovne poslovne kompetentnosti, pre-projektuju procese, smanjuju broj zaposlenih, iznajmljuju stručnjake sa strane za manje značajne aktivnosti, vrše benčmarking, i tako dalje
BAD_LINE_E:Therefore, organizations usually react by flattering the management and particularly organizational hierarchy, restructuring around partly or completely various core business competences, reengineering the processes, downsizing the number of the employees, outsourcing the less fundamental activities, benchmarking etc.
BAD_LINE_E:Stoga organizacije obično re Subjektivno, pošto se promatra očima učesnika u studiji Interaktivno 7 Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006, p.316 aguju tako što smanjuju broj nivoa u hijerarhiji organizacije, i to tako što delimično ili sasvim preoblikuju različite osnovne poslovne kompetentnosti, pre-projektuju procese, smanjuju broj zaposlenih, iznajmljuju stručnjake sa strane za manje značajne aktivnosti, vrše benčmarking, itd.
MATCH@M:(The contemporary term for the above explained type of organization is reconfigurable organization, which is defined as an organization that is flexible and able to change on an annual, monthly, weekly, daily, or even hourly time frame.===>Savremeni naziv za tip organizacije koji smo napred opisali jeste organizacija koja je sposobna da se preoblikuje, a koja se definiše kao fleksibilna organizacija, sposobna da se menja na godišnjem, mesečnom, nedeljnom i dnevnom nivou, pa čak i iz sata u sat.)
MATCH@E:(The contemporary term for the above explained type of organization is reconfigurable organization8, which is defined as an organization that is flexible and able to change on an annual, monthly, weekly, daily, or even hourly time frame.===>Savremeni naziv za tip organizacije koji smo napred opisali jeste organizacija koja je sposobna da se preoblikuje8, a koja se definiše kao fleksibilna organizacija, sposobna da se menja na godišnjem, mesečnom, nedeljnom i dnevnom nivou, pa čak i iz sata u sat.)
MATCH@M:(The reconfigurable organization imposes the need to meet the changing conditions by developing a long-range strategies for improving the organizational decision - making process.===>Organizacija koja se preoblikuje nameće potrebu da se prilagodi promenljivim uslovima tako što će razviti dugoročne strategije za poboljšanje procesa odlučivanja u organizaciji.)
MATCH@E:(The reconfigurable organization imposes the need to meet the changing conditions by developing a longrange strategies for improving the organizational decision making process.===>Organizacija koja se preoblikuje nameće potrebu da se prilagodi promenljivim uslovima tako što će razviti dugoročne strategije za poboljšanje procesa odlučivanja u organizaciji.)
MATCH@M:(The process of creating a set of change techniques in order to constitute a systematic approach to the future organizational perspective leads to the organizational development.===>Proces stvaranja skupa tehnika promene da bi se postigao sistematski pristup perspektivi organizacije u budućnosti vodi organizacionom razvoju.)
MATCH@E:(The process of creating a set of change techniques in order to constitute a systematic approach to the future organizational perspective leads to the organizational development.===>Proces stvaranja skupa tehnika promene da bi se postigao sistematski pristup perspektivi organizacije u budućnosti vodi organizacionom razvoju.)
MATCH@M:(Within the organization development, the long-term capacity of maintaining and further developing the reconfigurable organization is effected through the action programs for organizational development.===>U okviru organizacionog razvoja, ova dugoročna sposobnost za održavanje i dalji razvoj organizacije koja se preoblikuje, ispoljava se kroz akcione programe za organizacioni razvoj.)
MATCH@E:(Within the organization development, the long-term capacity of maintaining and further developing the reconfigurable organization is effected through the action programs for organizational development.===>U okviru organizacionog razvoja, ova dugoročna sposobnost za održavanje i dalji razvoj organizacije koja se preoblikuje, ispoljava se kroz akcione programe za organizacioni razvoj. 2.)
MATCH@M:(Action change programs for organization development are based upon a systematic analyses of problems and an active commitment of the top management to develop and implement the change effort.===>Programi akcionih promena za organizacioni razvoj zasnivaju se na sistematskoj analizi problema i aktivnoj posvećenosti top menadžmenta razvijanju i primeni promena.)
MATCH@E:(2. ~~~ Action change programs Action change programs for organization development are based upon a systematic analyses of problems and an active commitment of the top management to develop and implement the change effort.===>Programi akcionih promena Programi akcionih promena za organizacioni razvoj zasnivaju se na sistematskoj analizi problema i aktivnoj posvećenosti top menadžmenta razvijanju i primeni promena.)
MATCH@M:(The initial step in creating a sustainable action program is determining the organizational perception that the state of equilibrium needs to be changed in order to bring the system to new, qualitatively higher organizational vitality and predictability for changes.===>Početni korak u kreiranju održivog akcionog programa jeste da organizacija shvati da se stanje ravnoteže mora menjati da bi se sistem doveo u novu, kvalitativno višu organizacionu vitalnost i novo predviđanje promena.)
MATCH@E:(The initial step in creating a sustainable action program is determining the organizational perception that the state of equilibrium needs to be changed in order to bring the system to new, qualitatively higher organizational vitality and predictability for changes.===>Početni korak u kreiranju održivog akcionog programa jeste da organizacija shvati da se stanje ravnoteže mora menjati da bi se sistem doveo u novu, kvalitativno višu organizacionu vitalnost i novo predviđanje promena.)
MATCH@M:(It is a very sensitive phase owing to the fact that week, inaccurate or faulty diagnosis can easily lead to creating a costly or ineffective action programs.===>Ova faza je veoma osetljiva, zbog toga što slaba, neprecizna ili pogrešna dijagnoza može lako da dovede do kreiranja skupih programa koji nemaju efekta.)
MATCH@E:(It is a very sensitive phase owing to the fact that week, inaccurate or faulty diagnosis can easily lead to creating a costly or ineffective action programs.===>Ova faza je veoma osetljiva, zbog toga što slaba, neprecizna ili pogrešna dijagnoza može lako da dovede do kreiranja skupih programa koji nemaju efekta.)
MATCH@M:(Once the problem has been corrected and a change program implemented and monitored, means must be devised to make sure that the new organizational behavior is stabilized and internalized.===>Kada se problem ispravi/reši i kada se program promena primeni i prati, moraju se naći načini da se obezbedi da se novo organizaciono ponašanje stabilizuje i usvoji.)
MATCH@E:(Once the problem has been corrected and a change program implemented and monitored, means must be devised to make sure that the new organizational behavior is stabilized and internalized.===>Kada se problem ispravi/reši i kada se program promena primeni i prati, moraju se naći načini da se obezbedi da se novo organizaciono ponašanje stabilizuje i usvoji.)
MATCH@M:(In order to create an action program for the organization development, that is dynamic and sustainable at the same time, measuring the organizational progress, stabilizing the changed desired behavior and overall evaluation of the action programs are needed.===>Da bi se izradio akcioni program za organizacioni razvoj, program koji je istovremeno dinamičan i održiv, potrebno je meriti organizacioni napredak, stabilisati promenjeno željeno ponašanje i napraviti ukupnu evaluaciju akcionih programa.)
MATCH@E:(Dynamics of the action programs In order to create an action program for the organization development, that is dynamic and sustainable at the same time, measuring the organizational progress, stabilizing the changed desired behavior and overall evaluation of the action programs are needed.===>Dinamika akcionih programa Da bi se izradio akcioni program za organizacioni razvoj, program koji je istovremeno dinamičan i održiv, potrebno je meriti organizacioni napredak, stabilisati promenjeno željeno ponašanje i napraviti ukupnu evaluaciju akcionih programa.)
MATCH@M:(The feedback of information related to determining how efficiently the action program has been effected is a beginning of creating a dynamics of the action programs.===>Povratna sprega informacija koje se odnose na procenu o tome koliko efikasno je akcioni program sproveden predstavlja početak stvaranja dinamike akcionih programa.)
MATCH@E:(The feedback of information related to determining how efficiently the action program has been effected is a beginning of creating a dynamics of the action programs.===>Povratna sprega informacija koje se odnose na procenu o tome koliko efikasno je akcioni program sproveden predstavlja početak stvaranja dinamike akcionih programa.)
MATCH@M:(It's importance is higher owing to the fact that it creates an organizational commitment among organizational members, that derives from the open communication and management's capability to reinforce the new behavior.===>Njegov značaj je veći zato što ima za posledicu posvećenost članova organizacije samoj organizaciji, što proizilazi iz otvorene komunikacije i sposobnosti menadžmenta da nametne novu vrstu ponašanja.)
MATCH@E:(Its importance is higher owing to the fact that it creates an organizational commitment among organizational members, that derives from the open communication and managements capability to reinforce the new behavior.===>Njegov značaj je veći zato što ima za posledicu posvećenost članova organizacije samoj organizaciji, što proizilazi iz otvorene komunikacije i sposobnosti menadžmenta da nametne novu vrstu ponašanja.)
MATCH@M:(This changed behavior is a result of a continuous and profound change, implemented through the action programs.===>Ovo izmenjeno ponašanje posledica je stalne i duboke promene primenjene putem akcionih programa.)
MATCH@E:(This changed behavior is a result of a continuous and profound change, implemented through the action programs.===>Ovo izmenjeno ponašanje posledica je stalne i duboke promene primenjene putem akcionih programa.)
MATCH@M:(Probably the most intriguing phase of the dynamics of the programs refers to creating a stabilizing effect of the changes made in the whole or a section of the organization.===>Verovatno najinteresantnija faza dinamike ovih programa odnosi se na postizanje stabilizujućeg efekta promena izvršenih u celoj organizaciji ili u jednom njenom delu.)
MATCH@E:(Probably the most intriguing phase of the dynamics of the programs refers to creating a stabilizing effect of the changes made in the whole or a section of the organization.===>Verovatno najinteresantnija faza dinamike ovih programa odnosi se na postizanje stabilizujućeg efekta promena izvršenih u celoj organizaciji ili u jednom njenom delu.)
MATCH@M:(In this cases, certain form of continuing assessment should be introduced against future time degradation of the achieved results.===>U ovim slučajevima treba uvesti neke oblike stalnog procesa ocenjivanja, da se postignuti rezultati ne bi izgubili u budućnosti.)
MATCH@E:(In this cases, certain form of continuing assessment should be introduced against future time degradation of the achieved results.===>U ovim slučajevima treba uvesti neke oblike stalnog procesa ocenjivanja, da se postignuti rezultati ne bi izgubili u budućnosti.)
MATCH@M:(The final evaluation of the action programs must take place in the framework of the detailed change process, leading to an increased performances and relationship among organizational members, and particularly in increased key factor indicators and bottom - line measures.===>Krajnja procena akcionih programa mora da se vrši u okviru detaljnog procesa promena, koji će dovesti do povećanog učinka i boljeg odnosa među članovima organizacije, a posebno u boljim ključnim pokazateljima i osnovnim merilima.)
MATCH@E:(The final evaluation of the action programs must take place in the framework of the detailed change process, leading to an increased performances and relationship among organizational members, and particularly in increased key factor indicators and bottom line measures.===>Krajnja procena akcionih programa mora da se vrši u okviru detaljnog procesa promena, koji će dovesti do povećanog učinka i boljeg odnosa među članovima organizacije, a posebno u boljim ključnim pokazateljima i osnovnim merilima.)
MATCH@M:(By integrating the action programs in the model of action research, we develop the stages of the action research program, on the following way:===>Uklapanjem akcionih programa u model akcionog istraživanja razvijamo faze programa akcionog istraživanja na sledeći način:)
MATCH@E:(By integrating the action programs in the model of action research, we develop the stages of the action research program11, on the following way: 1.===>Uklapanjem akcionih programa u model akcionog istraživanja razvijamo faze programa akcionog istraživanja11 na sledeći način: ~~~ 1.)
MATCH@M:(1. Problem identification===>1. Identifikacija problema)
MATCH@E:(Problem identification 2.===>Identifikacija problema 2.)
MATCH@M:(2. Preliminary diagnosis===>2. Preliminarna dijagnoza)
MATCH@E:(Preliminary diagnosis 3.===>Preliminarna dijagnoza 3.)
MATCH@M:(3. Data gathering from the client group===>3. Prikupljanje podataka od klijentske grupe)
MATCH@E:(Data gathering from the client group 4.===>Prikupljanje podataka od klijentske grupe 4.)
MATCH@M:(4. Data feedback to the client group===>4. Povratna informacija o podacima klijentskoj grupi)
MATCH@E:(Data feedback to the client group 5.===>Povratna informacija o podacima klijentskoj grupi 5.)
MATCH@M:(5. Joint evaluation of data===>5. Zajedničko ocenjivanje podataka)
MATCH@E:(Joint evaluation of data 6.===>Zajedničko ocenjivanje podataka 6.)
MATCH@M:(6. Joint action planning===>6. Zajedničko planiranje aktivnosti)
MATCH@E:(Joint action planning 7.===>Zajedničko planiranje aktivnosti 7.)
MATCH@M:(7. Action or implementation of proposals for change===>7. Aktivnost na primeni predloga promena)
MATCH@E:(Action or implementation of proposals for change 8.===>Aktivnost na primeni predloga promena 8.)
MATCH@M:(The above stated phases are the most important approach to integrate the content of the action programs, within the model of organizational change and the process of organizational development.===>Gorenavedene faze predstavljaju najvažniji pristup u integraciji sadržaja akcionih programa u okviru modela organizacione promene i procesa organizacionog razvoja.)
MATCH@E:(Repeat the cycle fresh data gathering and feedback of results of change The above stated phases are the most important approach to integrate the content of the action programs, within the model of organizational change and the process of organizational development.===>Ponavljanje ciklusa ponovno prikupljanje podata ka i povratna informacija o rezultatima promena. ~~~ Gorenavedene faze predstavljaju najvažniji pristup u integraciji sadržaja akcionih programa u okviru modela organizacione promene i procesa organizacionog razvoja.)
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BAD_LINE_M:The above stated phases are the most important approach to integrate the content of the action programs, within the model of organizational change and the process of organizational development.
BAD_LINE_M:Gorenavedene faze predstavljaju najvažniji pristup u integraciji sadržaja akcionih programa u okviru modela organizacione promene i procesa organizacionog razvoja.
BAD_LINE_E:Repeat the cycle fresh data gathering and feedback of results of change The above stated phases are the most important approach to integrate the content of the action programs, within the model of organizational change and the process of organizational development.
BAD_LINE_E:Ponavljanje ciklusa ponovno prikupljanje podata ka i povratna informacija o rezultatima promena. ~~~ Gorenavedene faze predstavljaju najvažniji pristup u integraciji sadržaja akcionih programa u okviru modela organizacione promene i procesa organizacionog razvoja.
MATCH@M:(Each contemporary organization must manage the action programs for organization development in the attempt to make the entire benefit in the organization processes, structure and entire behavior.===>Svaka savremena organizacija mora da upravlja akcionim programima za organizacioni razvoj da bi postigla ukupni napredak u organizacionim procesima, strukturi i ukupnom ponašanju.)
MATCH@E:(Each contemporary organization must manage the action programs for organization development in the attempt to make the entire benefit in the organization processes, structure and entire behavior.===>Svaka savremena organizacija mora da upravlja akcionim programima za organizacioni razvoj da bi postigla ukupni napredak u organizacionim procesima, strukturi i ukupnom ponašanju.)
MATCH@M:(The organization development is not only a process of organizational improvement, but far more a process of deliberate and mutual inquiry and belief in the change efforts.===>Organizacioni razvoj nije samo proces organizacionog usavršavanja, to je u mnogo većoj meri proces odlučnog i zajedničkog istraživanja i verovanja u postupke promena.)
MATCH@E:(CONCLUSION The organization development is not only a process of organizational improvement, but far more a process of deliberate and mutual inquiry and belief in the change efforts.===>ZAKLJUČAK Organizacioni razvoj nije samo proces organizacionog usavršavanja, to je u mnogo većoj meri proces odlučnog i zajedničkog istraživanja i verovanja u postupke promena.)
MATCH@M:(On the other hand, the action research is not only a methodology, but an approach that shapes the methodological practices.===>S druge strane, akciono istraživanje nije samo metodologija, već i pristup kojim se oblikuju metodološki postupci.)
MATCH@E:(On the other hand, the action research is not only a methodology, but an approach that shapes the methodological practices.===>S druge strane, akciono istraživanje nije samo metodologija, već i pristup kojim se oblikuju metodološki postupci.)
MATCH@M:(It fully endeavors to make the most appropriate choice in various organization circumstances.===>Ono je u potpunosti angažovano u nalaženju najboljeg izbora u različitim organizacionim okolnostima.)
MATCH@E:(It fully endeavors to make the most appropriate choice in various organization circumstances.===>Ono je u potpunosti angažovano u nalaženju najboljeg izbora u različitim organizacionim okolnostima.)
MATCH@M:(The actual choice must be clear, transparent, articulated to each selves, to other inquiry partners, individually or as a members of the groups or teams and of the broader organization.===>Stvarni izbor mora da bude jasan, transparentan, razumljiv nama samima, drugim saradnicima u istraživanju, pojedinačno ili kao članovima grupa ili timova, i konačno, široj organizaciji.)
MATCH@E:(The actual choice must be clear, transparent, articulated to each selves, to other inquiry partners, individually or as a members of the groups or teams and of the broader organization.===>Stvarni izbor mora da bude jasan, transparentan, razumljiv nama samima, drugim saradnicima u istraživanju, pojedinačno ili kao članovima grupa ili timova, i konačno, široj organizaciji.)
MATCH@M:(The primary difference between the organization development and other behavioral science techniques is the application of the organizational - wide approach to the functional, structural, technical and personal relationships in organizations.===>Osnovna razlika između organizacionog razvoja i drugih bihejviorističkih tehnika jeste primena pristupa funkcionalnim, strukturnim, tehničkim i ličnim odnosima u organizacijama na nivou cele organizacije.)
MATCH@E:(The primary difference between the organization development and other behavioral science techniques is the application of the organizational wide approach to the functional, structural, technical and personal relationships in organizations.===>Osnovna razlika između organizacionog razvoja i drugih bihejviorističkih tehnika jeste primena pristupa funkcionalnim, strukturnim, tehničkim i ličnim odnosima u organizacijama na nivou cele organizacije.)
MATCH@M:(It functions through an iterative series of steps, involving data collection and joint problem solving, that brings about the new knowledge.===>Ono funkcioniše putem jednog iterativnog niza koraka, i obuhvata prikupljanje podataka i zajedničko rešavanje problema, kojim se stiču nova znanja.)
MATCH@E:(It functions through an iterative series of steps, involving data collection and joint problem solving, that brings about the new knowledge.===>Ono funkcioniše putem jednog iterativnog niza koraka, i obuhvata prikupljanje podataka i zajedničko rešavanje problema, kojim se stiču nova znanja.)
MATCH@M:(Action research is the process of systematically data gathering for the system objective, or the particular need or objective of the system, implementing the data in the system, involving the action programs for organization development with the application of altering selected variables that are based on specific data or on hypothesis and monitoring and evaluating of the action programs in order to achieve the continuous and profound change.===>Akciono istraživanje predstavlja proces sistematičnog prikupljanja podataka za ciljeve celog sistema ili za neke posebne potrebe ili ciljeve sistema, primenu podataka u sistemu, uključujući akcione programe za organizacioni razvoj i primenu izabranih varijabli da bi se postigla trajna i duboka promena.)
MATCH@E:(Action research is the process of systematically data gathering for the system objective, or the particular need or objective of the system, implementing the data in the system, involving the action programs for organization development with the application of altering selected variables that are based on specific data or on hypothesis and monitoring and evaluating of the action programs in order to achieve the continuous and profound change.===>Akciono istraživanje predstavlja proces sistematičnog prikupljanja podataka za ciljeve celog sistema ili za neke posebne potrebe ili ciljeve sistema, primenu podataka u sistemu, uključujući akcione programe za or 11 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 ganizacioni razvoj i primenu izabranih varijabli da bi se postigla trajna i duboka promena.)
MATCH@M:(that comprise the entire sequence from the perception of the problems by the key executives, to the final action, whereas the new behavior arises in the 11th phase of the 2nd stage.===>One obuhvataju ceo niz, od prepoznavanja problema od strane direktora, do konačne akcije, a novo ponašanje nastaje u jedanaestoj fazi 2. etape.)
MATCH@E:(The fundamental action research model consists of 16 phases, organized in 3 stages, that comprise the entire sequence from the perception of the problems by the key executives, to the final action, whereas the new behavior arises in the 11th phase of the 2nd stage.===>Osnovni model akcionog istraživanja ima 16 faza, organizovanih u 3 etape. ~~~ One obuhvataju ceo niz, od prepoznavanja problema od strane direktora, do konačne akcije, a novo ponašanje nastaje u jedanaestoj fazi 2. etape.)
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BAD_LINE_M:that comprise the entire sequence from the perception of the problems by the key executives, to the final action, whereas the new behavior arises in the 11th phase of the 2nd stage.
BAD_LINE_M:One obuhvataju ceo niz, od prepoznavanja problema od strane direktora, do konačne akcije, a novo ponašanje nastaje u jedanaestoj fazi 2. etape.
BAD_LINE_E:The fundamental action research model consists of 16 phases, organized in 3 stages, that comprise the entire sequence from the perception of the problems by the key executives, to the final action, whereas the new behavior arises in the 11th phase of the 2nd stage.
BAD_LINE_E:Osnovni model akcionog istraživanja ima 16 faza, organizovanih u 3 etape. ~~~ One obuhvataju ceo niz, od prepoznavanja problema od strane direktora, do konačne akcije, a novo ponašanje nastaje u jedanaestoj fazi 2. etape.
MATCH@M:(The research and the change principles are prevalent both for the action research and the action change programs for organization development.===>Principi istraživanja i promene preovlađuju i u programima akcionog istraživanja i u programima akcionih programa u organizacionom razvoju.)
MATCH@E:(The research and the change principles are prevalent both for the action research and the action change programs for organization development.===>Principi istraživanja i promene preovlađuju i u programima akcionog istraživanja i u programima akcionih programa u organizacionom razvoju.)
MATCH@M:(Action programs are vital for the long - term capacity of creating and maintaining the reconfigurable organization, as a flexible and able to change on a various range of level, staring from the annual and ending with an hourly time frame.===>Akcioni programi su od suštinskog značaja za dugoročnu sposobnost stvaranja i održavanja organizacije koja se preoblikuje, kao organizacije sposobne da se menja na raznim nivoima, kako na godišnjoj osnovi, tako i iz sata u sat.)
MATCH@E:(Action programs are vital for the long term capacity of creating and maintaining the reconfigurable organization, as a flexible and able to change on a various range of level, staring from the annual and ending with an hourly time frame.===>Akcioni programi su od suštinskog značaja za dugoročnu sposobnost stvaranja i održavanja organizacije koja se preoblikuje, kao organizacije sposobne da se menja na raznim nivoima, kako na godišnjoj osnovi, tako i iz sata u sat.)
MATCH@M:(Once the action programs are implemented, it's dynamics refer to measuring the organizational progress, stabilizing the changed desired behavior and overall evaluation of the action programs are needed.===>Kad se akcioni programi primene, potrebno je stalno meriti organizacioni progres, stabilizovatiati promenjeno željeno ponašanje i vršiti ukupnu ocenu akcionih programa.)
MATCH@E:(Once the action programs are implemented, its dynamics refer to measuring the organizational progress, stabilizing the changed desired behavior and overall evaluation of the action programs are needed.===>Kad se akcioni programi primene, potrebno je stalno meriti organizacioni progres, stabilizovatiati promenjeno željeno ponašanje i vršiti ukupnu ocenu akcionih programa.)
MATCH@M:(Finally, while the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances, the objective of the action programs for organization development inclines to establishing a continuous improvement process, self aware of the change needs and of the potential to allow the flow of fresh data from the environment, in order to further develop the capacities for a qualitative and planned change technique.===>Konačno, dok je cilj modela akcionog istraživanja stvaranje novog organizacionog znanja i uvida koji će se koristiti u različitim organizacionim okolnostima, cilj akcionih programa za organizacioni razvoj jeste uspostavljanje neprekidnog procesa usavršavanja, svest o potrebama za promene i o potencijalima da se omogući protok svežih podataka iz okruženja, da bi se dalje razvijali kapaciteti za kvalitativne i planirane tehnike promene.)
MATCH@E:(Finally, while the goal of the action research model aims at generating new organizational knowledge and insights for application in different organizational circumstances, the objective of the action programs for organization development inclines to establishing a continuous improvement process, self aware of the change needs and of the potential to allow the flow of fresh data from the environment, in order to further develop the capacities for a qualitative and planned change technique.===>Konačno, dok je cilj modela akcionog istraživanja stvaranje novog organizacionog znanja i uvida koji će se koristiti u različitim organizacionim okolnostima, cilj akcionih programa za organizacioni razvoj jeste uspostavljanje neprekidnog procesa usavršavanja, svest o potrebama za promene i o potencijalima da se omogući protok svežih podataka iz okruženja, da bi se dalje razvijali kapaciteti za kvalitativne i planirane tehnike promene. ~~~ LITERATURA Š1Ë Beckhard R., Organization Development:)
MATCH@M:(Mass communication techniques and promotion mix which included advertising and sales promotion were favuored in previous decades. Recently direct marketing as a new tool with high development potential has become their competitor.===>Tehnike masovnih komunikacija, toliko favorizovane proteklih decenija, i promotivni miks koji se uglavnom sastojao od sredstava kao sto su oglašavanje i unapređenje prodaje, dobili su konkurenta sa izuzetnim razvojnim potencijalom - direktni marketing.)
MATCH@E:(10th-13th September 2008. ~~~ Belgrade, Serbia Mass communication techniques and promotion mix which included advertising and sales promotion were favuored in previous decades. ~~~ Recently direct marketing as a new tool with high development potential has become their competitor.===>Beograd, Srbija Tehnike masovnih komunikacija, toliko favorizovane proteklih decenija, i promotivni miks koji se uglavnom sastojao od sredstava kao što su oglašavanje i unapređenje prodaje, dobili su konkurenta sa izuzetnim razvojnim potencijalom direktni marketing.)
MATCH@M:(Target markets and media became very fragmented and thus inhibit companies' efforts to approach mass markets.===>Ciljni auditorijum i mediji postali su vrlo fragmentirani, zbog čega je kompanijama teško da dopru do masovnog tržišta.)
MATCH@E:(Target markets and media became very fragmented and thus inhibit companies efforts to approach mass markets.===>Ciljni auditorijum i mediji postali su vrlo fragmentirani, zbog čega je kompanijama teško da dopru do masovnog tržišta.)
MATCH@M:(Direct marketing is a tool which comprises precise targeting of customers by using a variety of different techniques like data bases, e-marketing, direct mail, telemarketing, mobile marketing, promotion with direct response and catalogues marketing.===>Direktni marketing je oblast koja podrazumeva precizno targetiranje kupaca upotrebom niza različitih tehnika uključujući baze podataka, e-marketing, direktnu poštu, telemarketing, mobilni marketing, propagandu sa direktnim odgovorom i kataloški marketing.)
MATCH@E:(Direct marketing is a tool which comprises precise targeting of customers by using a variety of different techniques like data bases, e-marketing, direct mail, telemarketing, mobile marketing, promotion with direct response and catalogues marketing.===>Direktni marketing je oblast koja podrazumeva precizno targetiranje kupaca upotrebom niza različitih tehnika uključujući baze podataka, e-marketing, direktnu poštu, telemarketing, mobilni marketing, propagandu sa direktnim odgovorom i kataloški marketing.)
MATCH@M:(Internet technologies offer several innovative tools for adapting marketing mix to specific business problems.===>Internet tehnologije obezbeđuju neka vrlo inovativna sredstva za adaptiranje marketing miksa prema specifičnim poslovnim problemima.)
MATCH@E:(Internet technologies offer several innovative tools for adapting marketing mix to specific business problems.===>Internet tehnologije obezbeđuju neka vrlo inovativna sredstva za adaptiranje marketing miksa prema specifičnim poslovnim problemima.)
MATCH@M:(Improvement of the Internet created new business opportunities and potential competitive advantages, some of which are of lower costs and prices, a perfect customer service, a wider variety and a products' customization.===>Napredak interneta je omogućio nove poslovne mogućnosti i potencijalne prednosti nad konkurentima, kao što su niži troškovi i cene, izuzetnu uslugu prema kupcima, veći izbor i kastumizaciju proizvoda.)
MATCH@E:(Improvement of the Internet created new business opportunities and potential competitive advantages, some of which are of lower costs and prices, a perfect customer service, a wider variety and a products customization.===>Napredak interneta je omogućio nove poslovne mogućnosti i potencijalne prednosti nad konkurentima, kao što su niži troškovi i cene, izuzetnu uslugu prema kupcima, veći izbor i kastumizaciju proizvoda.)
MATCH@M:(Along with computer technology, the Internet and database software developments, a most important company activity is becoming a two way communication between the companies and their customers.===>Paralelno sa razvojem računarske tehnologije, Interneta i softvera za kreiranje baza podataka, prioritet poslovne aktivnosti postaje dvosmerna komunikacija preduzeća i potrošača proizvoda ili korisnika usluga.)
MATCH@E:(Along with computer technology, the Internet and database software developments, a most important company activity is becoming a two way communication between the companies and their customers.===>Paralelno sa razvojem računarske tehnologije, Interneta i softvera za kreiranje baza podataka, prioritet poslovne aktivnosti postaje dvosmerna komunikacija preduzeća i potrošača proizvoda ili korisnika usluga.)
MATCH@M:(Customer relationship management (CRM) is a new concept which, as a result of changes made in management, strategic business planning and personalized customer services, develops fast.===>CRM ili upravljanje odnosima sa potrošačem predstavlja relativno mlad koncept, koji se zahvaljujući promenama u menad'mentu, strategijskom poslovnom planiranju i personalizovanom servisu potrošača, sve više razvija.)
MATCH@E:(Customer relationship management (CRM) is a new concept which, as a result of changes made in management, strategic business planning and personalized customer services, develops fast.===>CRM ili upravljanje odnosima sa potrošačem predstavlja relativno mlad koncept, koji se zahvaljujući promenama u menadžmentu, strategijskom poslovnom planiranju i personalizovanom servisu potrošača, sve više razvija.)
MATCH@M:(Developments of new information technologies have influence on business transactions to change from product push strategy to customer pull strategy, which will, as a result, change the position of the customer in the chain value.===>Razvoj novih informacionih tehnologija utiče i na promene poslovnih transakcija od push strategije proizvoda do pull strategije kupca, odnosno na promene koje će rezultirati i promenom pozicije kupca u lancu vrednosti. Kupci, kao glavni assets preduzeća, postaju sofisticirani i sve zahtevniji pri kupovnom ponašanju.)
MATCH@E:(Developments of new information technologies have influence on business transactions to change from product push strategy to customer pull strategy, which will, as a result, change the position of the customer in the chain value.===>Razvoj novih informacionih tehnologija utiče i na promene poslovnih transakcija od push strategije proizvoda do pull strategije kupca, odnosno na promene koje će rezultirati i promenom pozicije kupca u lancu vrednosti.)
MATCH@M:(Customers, as most important company assets, are becoming sophisticated and increasingly demanding in their purchasing behaviour.===>Otuda je bitno sagledati osnovne dimenzije Customer Relationship Managementa, koji može značajno unaprediti konkurentsku poziciju preduzeća:)
MATCH@E:(Customers, as most important company assets, are becoming sophisticated and increasingly demanding in their purchasing behaviour.===>Kupci, kao glavni assets preduzeća, postaju sofisticirani i sve zahtevniji pri kupovnom ponašanju.)
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BAD_LINE_M:Customers, as most important company assets, are becoming sophisticated and increasingly demanding in their purchasing behaviour.
BAD_LINE_M:Otuda je bitno sagledati osnovne dimenzije Customer Relationship Managementa, koji može značajno unaprediti konkurentsku poziciju preduzeća:
BAD_LINE_E:Customers, as most important company assets, are becoming sophisticated and increasingly demanding in their purchasing behaviour.
BAD_LINE_E:Kupci, kao glavni assets preduzeća, postaju sofisticirani i sve zahtevniji pri kupovnom ponašanju.
MATCH@M:(In order to improve the company's competitive position it is important to analyze several aspects of Customer Relationship Management: Customer Selection, Customer Acquisition, Customer Retention and Customer Growth.===>Customer Selection (identifikacija, selekcija), Customer Acquisition (privlačenje), Customer Retention (zadržavanje), Customer Growth (rast, održavanje dugoročnih odnosa).)
MATCH@E:(In order to improve the companys competitive position it is important to analyze several aspects of Customer Relationship Management: Customer Selection, Customer Acquisition, Customer Retention and Customer Growth.===>Customer Selection (identifikacija, selekcija), Customer Acquisition (privlačenje), Customer Retention (zadržavanje), Customer Growth (rast, održavanje dugoročnih odnosa).)
MATCH@M:(In order to adequately respond to the challenges of the modern business environment, we must take into account some specific features of the situation the Serbian economy and society are in, but also the developments of the world theory and practice, primarily in the fields of marketing and management.===>Da bi se na pravi način odgovorilo izazovima savremenog poslovnog okruženja moraju se uvažavati specifičnosti situacije u kojima se nalazi srpska privreda i društvo, ali i savremena dostignuća svetske teorije i prakse, pre svega u oblasti marketinga i menadžmenta.)
MATCH@E:(Introduction In order to adequately respond to the challenges of the modern business environment, we must take into account some specific features of the situation the Serbian economy and society are in, but also the developments of the world theory and practice, primarily in the fields of marketing and management.===>Uvod Da bi se na pravi način odgovorilo izazovima savremenog poslovnog okruženja moraju se uvažavati specifičnosti situacije u kojima se nalazi srpska privreda i društvo, ali i savremena dostignuća svetske teorije i prakse, pre svega u oblasti marketinga i menadžmenta.)
MATCH@M:(New business strategy creation and the quality of business environment are key preconditions for the competitive growth of our economy.===>Kreiranje poslovnih strategija i kvalitet poslovnog okruženja bitni su preduslovi za jačanje konkurentnosti privrede.)
MATCH@E:(New business strategy creation and the quality of business environment are key preconditions for the competitive growth of our economy.===>Kreiranje poslovnih strategija i kvalitet poslovnog okruženja bitni su preduslovi za jačanje konkurentnosti privrede.)
MATCH@M:(The growth in Serbian competitiveness should be sought in shifting the focus towards the microeconomic level of the business decision making, as well as in adopting a new philosophy of production - strategic management and innovation.===>Unapredjenje konkurentnosti Srbije treba tražiti u pomeranju fokusa na mikroekonomski nivo donošenja poslovnih odluka, kao i u prihvatanju nove filozofije privredjivanja - strategijskom upravljanju i inovativnosti.)
MATCH@E:(The growth in Serbian competitiveness should be sought in shifting the focus towards the microeconomic level of the business decision making, as well as in adopting a new philosophy of production strategic management and innovation.===>Unapredjenje konkurentnosti Srbije treba tražiti u pomeranju fokusa na mikroekonomski nivo donošenja poslovnih odluka, kao i u prihvatanju nove filozofije privredjivanja strategijskom upravljanju i inovativnosti.)
MATCH@M:(One way to significantly enhance the competitive level is the development of direct marketing via the CRM (Customer Relationship Managemant) concept.===>Jedan od načina kojima se može značajno uticati na podizanje nivoa konkurentnosti je razvoj direktnog marketinga kroz koncept CRM (Customer Relationship Management).)
MATCH@E:(One way to significantly enhance the competitive level is the development of direct marketing via the CRM (Customer Relationship Managemant) concept.===>Jedan od načina kojima se može značajno uticati na podizanje nivoa konkurentnosti je razvoj direktnog marketinga kroz koncept CRM (Customer Relationship Management).)
MATCH@M:(The focus of market oriented business shifts increasingly towards the consumers, as companies become aware of the growing importance and role the consumers play in profitable business activities.===>Fokus tržišnog poslovanja pomera se sve više ka potrošačima, jer kompanije postaju svesne rastućeg značaja i uloge koje potrošač ima u profitabilnom poslovanju.)
MATCH@E:(The focus of market oriented business shifts increasingly towards the consumers, as companies become aware of the growing importance and role the consumers play in profitable business activities.===>Fokus tržišnog poslovanja pomera se sve više ka potrošačima, jer kompanije postaju svesne rastućeg značaja i uloge koje potrošač ima u profitabilnom poslovanju.)
MATCH@M:(The companies explore, monitor and try to identify the existing and anticipate the customers' future needs and desires, since the basic aim of any company is to meet the needs in a profitable way and create customer loyalty, as basis of a long-term growth.===>Kompanije istražuju, prate i pokušavaju da prepoznaju postojeće i anticipiraju buduće potrebe i želje potrošača, jer je bazični cilj svake kompanije profitabilno zadovoljenje potreba i stvaranje lojalnosti potrošača, kao osnove dugoročnog rasta.)
MATCH@E:(The companies explore, monitor and try to identify the existing and anticipate the customers future needs and desires, since the basic aim of any company is to meet the needs in a profitable way and create customer loyalty, as basis of a long-term growth.===>Kompanije istražuju, prate i pokušavaju da prepoznaju postojeće i anticipiraju buduće potrebe i želje potrošača, jer je bazični cilj svake kompanije profitabilno zadovoljenje potreba i stvaranje lojalnosti potrošača, kao osnove dugoročnog rasta.)
MATCH@M:(The companies' response to the change in demand, as well as a continuous adjusting the products and/or services to the customers' needs are only some elements that affect the customers' overall satisfaction and loyalty.===>Reakcije kompanija na promene potreba, kao i kontinuelno prilagođavanje proizvoda i/ili usluga zahtevima potrošača samo su neki od elemenata koji utiču na ukupno zadovoljstvo i lojalnost potrošača.)
MATCH@E:(The companies response to the change in demand, as well as a continuous adjusting the products and/or services to the customers needs are only some elements that affect the customers overall satisfaction and loyalty.===>Reakcije kompanija na promene potreba, kao i kontinuelno prilagođavanje proizvoda i/ili usluga zahtevima potrošača samo su neki od elemenata koji utiču na ukupno zadovoljstvo i lojalnost potrošača.)
MATCH@M:(It is necessary to carry on a segmentation and targeting processes of prospective clients and create marketing campaigns geared to each segment individually.===>Potrebno je izvršiti segmentaciju i targetiranje potencijalnih klijenata i kreirati marketinške kampanje prilagođene svakom segmentu zasebno.)
MATCH@E:(It is necessary to carry on a segmentation and targeting processes of prospective clients and create marketing campaigns geared to each segment individually.===>Potrebno je izvršiti segmentaciju i targetiranje potencijalnih klijenata i kreirati marketinške kampanje prilagođene svakom segmentu zasebno. 2.)
MATCH@M:(The customer's response may be: a telephone call, direct mail, an enquiry to get more specific information, an order, etc.===>Odgovor (reakcija) kupca može biti: telefonski poziv, slanje adrese, upit odnosno zahtev za podrobnijim informacijama, narudžbina, i slično.)
MATCH@E:(The customers response may be: a telephone call, direct mail, an enquiry to get more specific information, an order, etc.===>Odgovor (reakcija) kupca može biti: telefonski poziv, slanje adrese, upit odnosno zahtev za podrobnijim informacijama, narudžbina, i sl.)
MATCH@M:(3. the results of the direct marketing activities (customers' response or reactions) are measurable.===>3. rezultati akcija direktnog marketinga (odgovori odnosno reakcije kupaca) su merljivi.)
MATCH@E:(3. the results of the direct marketing activities (customers response or reactions) are measurable.===>Zbog toga se često direktni marketing naziva i marketing direktnog odgovora ili marketing direktnog naručivanja. 3. rezultati akcija direktnog marketinga (odgovori odnosno reakcije kupaca) su merljivi.)
BAD_LINE_=============================================================
BAD_LINE_M:3. the results of the direct marketing activities (customers' response or reactions) are measurable.
BAD_LINE_M:3. rezultati akcija direktnog marketinga (odgovori odnosno reakcije kupaca) su merljivi.
BAD_LINE_E:3. the results of the direct marketing activities (customers response or reactions) are measurable.
BAD_LINE_E:Zbog toga se često direktni marketing naziva i marketing direktnog odgovora ili marketing direktnog naručivanja. 3. rezultati akcija direktnog marketinga (odgovori odnosno reakcije kupaca) su merljivi.
MATCH@M:(The results of the direct marketing activities are most commonly expressed in the form of response rates, which specifies a percentage share of the number of customers responding within a total number of "contacted" customers, or in the form of a rate of conversion of enquiries into orders, that specifies a percentage share of the number of orders in the total number of enquiries.===>Rezultati akcija direktnog marketinga najčešće se izražavaju u obliku stope odziva, koja izražava procentualni udeo broja kupaca koji su reagovali u ukupnom broju "kontaktiranih" kupaca, ili u obliku stope konverzije pitanja u porudžbine, koja izražava procentualno učešće broja porudžbina u ukupnom broju upita.)
MATCH@E:(The results of the direct marketing activities are most commonly expressed in the form of response rates, which specifies a percentage share of the number of customers responding within a total number of contacted customers, or in the form of a rate of conversion of enquiries into orders, that specifies a percentage share of the number of orders in the total number of enquiries.===>Rezultati akcija direktnog marketinga najčešće se izražavaju u obliku stope odziva, koja izražava procentualni udeo broja kupaca koji su reagovali u ukupnom broju «kontaktiranih» kupaca, ili u obliku stope konverzije pitanja u porudžbine, koja izražava procentualno učešće broja porudžbina u ukupnom broju upita.)
MATCH@M:(This is why direct marketing is often called the "one-to-one" marketing.===>Zbog ove osobine direktan marketing se često zove "jedan na jedan" marketing.)
MATCH@E:(This is why direct marketing is often called the one-to-one marketing.===>Zbog ove osobine direktan marketing se često zove «jedan na jedan» marketing.)
MATCH@M:(• Possibility of testing all variables affecting the success of the promotive campaign, such as mailing the customers list, the delivery size, the contents, the format of advertizing message, the shape and colour of letters, etc.===>• Mogućnost testiranja svih varijabli od kojih zavisi uspeh promotivne kampanje, kao što su mailing liste kupaca (liste slanja pošte), veličina pošiljke, sadržaj, format propagandne poruke, oblik i boja pisama i slično)
MATCH@E:(Possibility of testing all variables affecting the success of the promotive campaign, such as mailing the customers list, the delivery size, the contents, the format of advertizing message, the shape and colour of letters, etc.===>Mogućnost testiranja svih varijabli od kojih zavisi uspeh promotivne kampanje, kao što su mailing liste kupaca (liste slanja pošte), veličina pošiljke, sadržaj, format propagandne poruke, oblik i boja pisama i sl.)
MATCH@M:(A basic drawback of direct marketing is reflected in very high innitial costs in attracting customers.===>Osnovni nedostatak direktnog marketinga ogleda se u veoma visokim početnim troškovima pridobijanja kupaca.)
MATCH@E:(A basic drawback of direct marketing is reflected in very high innitial costs in attracting customers.===>Osnovni nedostatak direktnog marketinga ogleda se u veoma visokim početnim troškovima pridobijanja kupaca.)
MATCH@M:(Direct marketing can be an especially expensive form of promotion if used towards only one sale.===>Direktan marketing može biti izuzetno skup oblik promocije ako se koristi samo za jednokratnu prodaju.)
MATCH@E:(Direct mar keting can be an especially expensive form of promotion if used towards only one sale.===>Direktan marketing može biti izuzetno skup oblik promocije ako se koristi samo za jednokratnu prodaju.)
MATCH@M:(Besides, certain forms of direct marketing, such as direct mail and telemarketing, are very aggressive and are an attack on the customer's privacy.===>Osim toga, pojedini oblici direktnog marketinga, kao što su direktna pošta i telemarketing, veoma su nametljivi i predstavljaju napad na privatnost kupaca.)
MATCH@E:(Besides, certain forms of direct marketing, such as direct mail and telemarketing, are very aggressive and are an attack on the customers privacy.===>Osim toga, pojedini oblici direktnog marketinga, kao što su direktna pošta i telemarketing, veoma su nametljivi i predstavljaju napad na privatnost kupaca.)
MATCH@M:(Finally, if used inefficiently, direct marketing may endanger the corporate reputation and result in a decrease in sales.===>Konačno, ako se upotrebi neefikasno, direktan marketing može da ugrozi korporacijski imidž i da dovede do smanjenja prodaje.)
MATCH@E:(Finally, if used inefficiently, direct marketing may endanger the corporate reputation and result in a decrease in sales.===>Konačno, ako se upotrebi neefikasno, direktan marketing može da ugrozi korporacijski imidž i da dovede do smanjenja prodaje.)
MATCH@M:(Forms of direct marketing are often defined in terms of media, or means used in conveying advertizing messages.===>Oblici direktnog marketinga se često definišu u smislu medija odnosno sredstava koja se koriste za prenos propagandnih poruka.)
MATCH@E:(Forms of direct marketing are often defined in terms of media, or means used in conveying advertizing messages.===>Oblici direktnog marketinga se često definišu u smislu medija odnosno sredstava koja se koriste za prenos propagandnih poruka.)
MATCH@M:(A very large number of factors affect people's behaviour and they can be classed as internal and external.===>Na ponašanje ljudi kao potrošača utiče izuzetno veliki broj faktora koje možemo razvrstati u interne i eksterne.)
MATCH@E:(A very large number of factors affect peoples behaviour and they can be classed as internal and external.===>Na ponašanje ljudi kao potrošača utiče izuzetno veliki broj faktora koje možemo razvrstati u interne i eksterne.)
MATCH@M:(Internal factors (psychological) refer to the mental state, the customer's personality and his/her character traits.===>Interni faktori (psihološki) pripisuju se mentalnom stanju, ličnosti potrošača i njenim karakteristikama.)
MATCH@E:(Internal factors (psychological) refer to the mental state, the customers personality and his/her character traits.===>Interni faktori (psihološki) pripisuju se mentalnom stanju, ličnosti potrošača i njenim karakteristikama.)
MATCH@M:(They affect the formation of customers' attitudes and views and are strongly influenced by external factors.===>Utiču na formiranje stavova i mišljenja potrošača i pod snažnim su dejstvom eksternih faktora.)
MATCH@E:(They affect the formation of customers attitudes and views and are strongly influenced by external factors.===>Utiču na formiranje stavova i mišljenja potrošača i pod snažnim su dejstvom eksternih faktora.)
MATCH@M:(External factors are environmentally created factors that affect customers.===>Eksterni faktori su oni koji deluju na potrošače iz okruženja.)
MATCH@E:(External factors are environmentally created factors that affect customers.===>Eksterni faktori su oni koji deluju na potrošače iz okruženja.)
MATCH@M:(Until the appearance of marketing as a scientific discipline that gave rise to a succession of other disciplines, the customer had a marginal position and a passive role.===>Potrošač je imao periferno mesto i pasivnu ulogu sve do pojave marketinga kao naučne discipline iz koga se kasnije razvio čitav niz disciplina.)
MATCH@E:(Until the appearance of marketing as a scientific discipline that gave rise to a succession of other disciplines, the customer had a marginal position and a passive role.===>Potrošač je imao periferno mesto i pasivnu ulogu sve do pojave marketinga kao naučne discipline iz koga se kasnije razvio čitav niz disciplina.)
MATCH@M:(The customers' behaviour is a discipline focusing upon the customer and studies him/her both as an individual and as a member of the community, aiming to learn about their behaviour and about the factors that influence the behaviour.===>Ponašanje potrošača je disciplina koja u fokusu ima potrošača, i proučava ga i kao individuu i kao člana zajednice, težeći da prodre u njegovo ponašanje i faktore koji na to ponašanje utiču.)
MATCH@E:(The customers behaviour is a discipline focusing upon the customer and studies him/her both as an individual and as a member of the community, aiming to learn about their behaviour and about the factors that influence the behaviour.===>Ponašanje potrošača je disciplina koja u fokusu ima potrošača, i proučava ga i kao individuu i kao člana zajednice, težeći da prodre u njegovo ponašanje i faktore koji na to ponašanje utiču.)
MATCH@M:(It does not, however, deal with the development and definition of the strategy of establishing and maintaining the customers' relations, but serves as background for other disciplines that are being born.===>Međutim, ne bavi se razvojem i definisanjem strategije uspostavljanja i održavanja odnosa sa kupcima, već služi kao baza za druge discipline koje su nastajale.)
MATCH@E:(It does not, however, deal with the development and definition of the strategy of establishing and maintaining the customers relations, but serves as background for other disciplines that are being born.===>Međutim, ne bavi se razvojem i definisanjem strategije uspostavljanja i održavanja odnosa sa kupcima, već služi kao baza za druge discipline koje su nastajale.)
MATCH@M:(In the past decade or so a succession of new marketing concepts have developed, giving the role and importance of marketing a new, long-term dimension and focusing on developing not only the loyalty, but also the long-term collaboration and partnership relations with key buyers and customers; therefore, as such, they present a dynamic aspect of direct marketing.===>U poslednjih desetak godina razvio se čitav niz novih koncepata marketinga koji ulozi i značaju potrošača daju jednu novu, dugoročnu dimenziju i u fokusu imaju razvijanje ne samo lojalnosti već i dugoročnih odnosa saradnje i partnerstva sa ključnim kupcima i potrošačima, te kao takvi predstavljaju dinamičan aspekt direktnog marketinga.)
MATCH@E:(In the past decade or so a succession of new marketing concepts have developed, giving the role and importance of marketing a new, long-term dimension and focusing on developing not only the loyalty, but also the long-term collaboration and partnership relations with key buyers and customers; therefore, as such, they present a dynamic aspect of direct marketing.===>U poslednjih desetak godina razvio se čitav niz novih koncepata marketinga koji ulozi i značaju potrošača daju jednu novu, dugoročnu dimenziju i u fokusu imaju razvijanje ne samo lojalnosti već i dugoročnih odnosa saradnje i partnerstva sa ključnim kupcima i potrošačima, te kao takvi predstavljaju dinamičan aspekt direktnog marketinga.)
MATCH@M:(The relationship marketing paradigm dominates the modern marketing practice, but also the academic circles, regardless of the fact that the ideas it is based upon are not new.===>Paradigma relationship marketing dominira u praksi savremenog marketinga, ali i u naučnim krugovima, uprkos tome što ideje na kojima se zasniva nisu nove.)
MATCH@E:(Relationship marketing: The relationship marketing paradigm dominates the modern marketing practice, but also the academic circles, regardless of the fact that the ideas it is based upon are not new.===>Relationship marketing Paradigma relationship marketing dominira u praksi savremenog marketinga, ali i u naučnim krugovima, uprkos tome što ideje na kojima se zasniva nisu nove.)
MATCH@M:(The research has shown that the term relationship marketing is a specific challenge to the traditional marketing practice and academic thought.===>Istraživanja su pokazala da termin relationship marketing predstavlja svojevrstan izazov tradicionalnoj marketing praksi i naučnoj misli.)
MATCH@E:(The research has shown that the term relationship marketing is a specific challenge to the traditional marketing practice and academic thought.===>Istraživanja su pokazala da termin relationship marketing predstavlja svojevrstan izazov tradicionalnoj marketing praksi i naučnoj misli.)
MATCH@M:(This is a new conception founded on the basic marketing premise, that it is a profitable way of meeting the customers' needs, viewed in the long term.===>To je nova koncepcija koja se bazira na osnovnoj pretpostavci marketinga, a to je profitabilno zadovoljavanje potreba potrošača, ali dugoročno posmatrano.)
MATCH@E:(This is a new conception founded on the basic marketing premise, that it is a profitable way of meeting the customers needs, viewed in the long term.===>To je nova koncepcija koja se bazira na osnovnoj pretpostavci marketinga, a to je profitabilno zadovoljavanje potreba potrošača, ali dugoročno posmatrano.)
MATCH@M:(The approaches to the development of programs and strategies as well as necessary elements differ as to whether, in terms of ensuring the ways of building stronger and longer-termed relations, it is regarded as a specific marketing field or as a development of the existing conceptions.===>U zavisnosti od toga da li se posmatra kao posebna oblast marketinga ili kao nadogradnja postojećih koncepcija, u smislu obezbeđivanja načina za čvršće i dugotrajnije veze, razlikuju se i pristupi razvoju programa i strategija, te elemenata koji su potrebni za to.)
MATCH@E:(The approaches to the development of programs and strategies as well as necessary elements differ as to whether, in terms of ensuring the ways of building stronger and longer-termed relations, it is regarded as a specific marketing field or as a development of the existing conceptions.===>U zavisnosti od toga da li se posmatra kao posebna oblast marketinga ili kao nadogradnja postojećih koncepcija, u smislu obezbeđivanja načina za čvršće i dugotrajnije veze, razlikuju se i pristupi razvoju programa i strategija, te elemenata koji su potrebni za to.)
MATCH@M:(Relation marketing can, of course, be observed on different levels.===>Treba napomenuti i da se relationship marketing može posmatrati i na različitim nivoima.)
MATCH@E:(Relation marketing can, of course, be observed on different levels.===>Treba napomenuti i da se relationship marketing može posmatrati i na različitim nivoima.)
MATCH@M:(A large extent of interrelations is seen between relationship marketing and direct marketing and the CRM concept via different types of loyalty marketing which in turn can be viewed both as a separate conception and as part of relationship marketing.===>Preplitanje relationship marketinga naročito je veliko sa direktnim marketingom i CRM konceptom kroz različite vrste loyalty marketinga, koji se može posmatrati i kao zasebna koncepcija i kao deo relationship marketinga.)
MATCH@E:(A large extent of interrelations is seen between relationship marketing and direct marketing and the CRM concept via different types of loyalty marketing which in turn can be viewed both as a separate conception and as part of relationship marketing.===>Preplitanje relationship marketinga naročito je veliko sa direktnim marketingom i CRM konceptom kroz različite vrste loyalty marketinga, koji se može posmatrati i kao zasebna koncepcija i kao deo relationship marketinga. 2.)
MATCH@M:(The CRM (Customer Relation Management) or managing the relationship with customers is a relatively recent concept that increasingly improves, due to the changes in management, in strategic business planning and in the personalized customer service.===>CRM (Customer Relationship Management) ili upravljanje odnosima sa potrošačem predstavlja relativno mlad koncept, koji se zahvaljujući promenama u menadžmentu, strategijskom poslovnom planiranju i personalizovanom servisu potrošača, sve više razvija.)
MATCH@E:(2.2. ~~~ Customer Relationship Management (CRM) The CRM (Customer Relation Management) or managing the relationship with customers is a relatively recent concept that increasingly improves, due to the changes in management, in strategic business planning and in the personalized customer service.===>Customer Relationship Management (CRM) CRM (Customer Relationship Management) ili upravljanje odnosima sa potrošačem predstavlja relativno mlad koncept, koji se zahvaljujući promenama u menadžmentu, strategijskom poslovnom planiranju i personalizovanom servisu potrošača, sve više razvija.)
MATCH@M:(In a modern market-oriented economy, alongside the advance of the computer technology, the Internet and database creating software, the two-way communication between the company and its customers or clients becomes a priority in business activities.===>U savremenoj tržišnoj privredi, paralelno sa razvojem računarske tehnologije, Interneta i softvera za kreiranje baza podataka, prioritet poslovne aktivnosti postaje dvosmerna komunikacija preduzeća i potrošača proizvoda ili korisnika usluga.)
MATCH@E:(In a modern market-oriented economy, alongside the advance of the computer technology, the Internet and database creating software, the two-way communication between the company and its customers or clients becomes a priority in business activities.===>U savremenoj tržišnoj privredi, paralelno sa razvojem računarske tehnologije, Interneta i softvera za kreiranje baza podataka, prioritet poslovne aktivnosti postaje dvosmerna komunikacija preduzeća i potrošača proizvoda ili korisnika usluga.)
MATCH@M:(The Internet technology affects the changes in business transactions from the product push strategy to the customer's pull strategy, namely, the change that will result into the change of the customer's position in the value chain.===>Internet tehnologija utiče na promene poslovnih transakcija od push strategije proizvoda do pull strategije kupca, odnosno na promene koje će rezultirati i promenom pozicije kupca u lancu vrednosti.)
MATCH@E:(The Internet technology affects the changes in business transactions from the product push strategy to the customers pull strategy, namely, the change that will result into the change of the customers position in the value chain.===>Internet tehnologija utiče na promene poslovnih transakcija od push strategije proizvoda do pull strategije kupca, odnosno na promene koje će rezultirati i promenom pozicije kupca u lancu vrednosti.)
MATCH@M:(The CRM means the possibilities, the methodology and the technology that allows for a company to work through the customer relationship regulation.===>CRM podrazumeva mogućnosti, metadologiju i tehnologiju koja omogućava da funkcioniše preduzeće kroz regulisanje odnosa sa potrošačima.)
MATCH@E:(The CRM means the possibilities, the methodology and the technology that allows for a company to work through the customer relationship regulation.===>Customer growth (rast, održavanje dugoročnih odnosa) CRM podrazumeva mogućnosti, metadologiju i tehnologiju koja omogućava da funkcioniše preduzeće kroz regulisanje odnosa sa potrošačima.)
MATCH@M:(The basic purpose of the CRM is to enable the companies to manage customers more efficiently by presenting reliable systems, processes and procedures.===>Osnovna svrha CRM je da omogući preduzećima da bolje upravljaju potrošačima kroz predstavljanje pouzdanih sistema, procesa i procedura.)
MATCH@E:(The basic purpose of the CRM is to enable the companies to manage customers more efficiently by presenting reliable systems, processes and procedures.===>Osnovna svrha CRM je da omogući preduzećima da bolje upravljaju potrošačima kroz predstavljanje pouzdanih sistema, procesa i procedura.)
MATCH@M:(The CRM is a corporative level of the strategy focusing on creating and maintaining lasting relationships with customers.===>CRM je korporativni nivo strategije koja se fokusira na kreiranje i održavanje trajnih odnosa sa potrošačima.)
MATCH@E:(The CRM is a corporative level of the strategy focusing on creating and maintaining lasting relationships with customers.===>CRM je korporativni nivo strategije koja se fokusira na kreiranje i održavanje trajnih odnosa sa potrošačima.)
MATCH@M:(There are a number of commercial CRM program packages supporting the CRM strategy in the market, however, it is not a technology per se, but a substantial change in the organizational philosophy, that places the stress upon the customer.===>Iako postoji nekoliko komercijalnih CRM programskih paketa na tržištu koji podržavaju CRM strategiju, to nije tehnologija sama po sebi, već je to suštinska promena u organizacionoj filozofiji čiji je naglasak na potrošaču.)
MATCH@E:(There are a number of commercial CRM program packages supporting the CRM strategy in the market, however, it is not a technology per se, but a substantial change in the organizational philosophy, that places the stress upon the customer.===>Iako postoji nekoliko komercijalnih CRM programskih paketa na tržištu koji podržavaju CRM strategiju, to nije tehnologija sama po sebi, već je to suštinska promena u organizacionoj filozofiji čiji je naglasak na potrošaču.)
MATCH@M:(These program packages, i.e., the development of a respective software and hardware, allow for the CRM system to become a largely automated process, the purpose of which is not only to offer information, but to serve as a significant support in decision making and in the market situation analysis.===>Ti programski paketi to jest razvijanje odgovarajućeg softvera i hardvera, omogućavaju da CRM sistem postane u velikoj meri automatizovan proces, sa zadatkom da pruži ne samo informacije, već i da služi kao značajna podrška donošenja odluka i analizi situacije na tržištu.)
MATCH@E:(These program packages, i.e., the development of a respective software and hardware, allow for the CRM system to become a largely automated process, the purpose of which is not only to offer information, but to serve as a significant support in decision making and in the market situation analysis.===>Ti programski paketi tj. razvijanje odgovarajućeg softvera i hardvera, omogućavaju da CRM sistem postane u velikoj meri automatizovan proces, sa zadatkom da pruži ne samo informacije, već i da služi kao značajna podrška donošenja odluka i analizi situacije na tržištu.)
MATCH@M:(A successful CRM strategy, however, cannot be carried out by just installing and integrating the program package and cannot be executed in a moment.===>Međutim, uspešna CRM strategija ne može biti sprovedena jednostavnom instalacijom i integrisanjem programskog paketa i ne može se sprovesti preko noći.)
MATCH@E:(A successful CRM strategy, however, cannot be carried out by just installing and integrating the program package and cannot be executed in a moment.===>Međutim, uspešna CRM strategija ne može biti sprovedena jednostavnom instalacijom i integrisanjem programskog paketa i ne može se sprovesti preko noći.)
MATCH@M:(Change must occur on all levels, including the company policy, employee trainings, marketing systems, information management etc.===>Promene se moraju desiti na svim nivoima, uključujući kompanijsku politiku, treninge zaposlenih, marketing sisteme, informacioni menadžment i slično)
MATCH@E:(Change must occur on all levels, including the company policy, employee trainings, marketing systems, information management etc.===>Promene se moraju desiti na svim nivoima, uključujući kompanijsku politiku, treninge zaposlenih, marketing sisteme, informacioni menadžment i sl.)
MATCH@M:(This means that all the aspects of business must be harmonized with the CRM principles.===>To znači da se svi aspekti poslovanja moraju uobličiti u skladu sa principima CRM.)
MATCH@E:(This means that all the aspects of business must be harmonized with the CRM principles.===>To znači da se svi aspekti poslovanja moraju uobličiti u skladu sa principima CRM.)
MATCH@M:(In order to be efficient, the CRM process must be integrated via marketing, sales, as well as via the customer relationship.===>Da bi bio efikasan CRM proces mora da bude integrisan kroz marketing, prodaju i kroz odnos sa potrošačima.)
MATCH@E:(In order to be efficient, the CRM process must be integrated via marketing, sales, as well as via the customer relationship.===>Da bi bio efikasan CRM proces mora da bude integrisan kroz marketing, prodaju i kroz odnos sa potrošačima.)
MATCH@M:(In establishing the CRM segment in the company it is of greatest importance to specify the aspects that are crucial for its business, the information to be served to customers, to give an insight into the customers' financial past record, to identify the effects of CRM segments and to identify unnecessary information.===>Kada se uspostavlja CRM segment za preduzeće je najvažnije da precizira koji su najvažniji aspekti za njeno poslovanje, koje informacije treba servisirati potrošačima, kakva je finansijska prošlost potrošača, koji su efekti CRM segmenata i identifikovati nepotrebne informacije.)
MATCH@E:(In establishing the CRM segment in the company it is of greatest importance to specify the aspects that are crucial for its business, the information to be served to customers, to give an insight into the customers financial past record, to identify the effects of CRM segments and to identify unnecessary information.===>Kada se uspostavlja CRM segment za preduzeće je najvažnije da precizira koji su najvažniji aspekti za njeno poslovanje, koje informacije treba servisirati potrošačima, kakva je finansijska prošlost potrošača, koji su efekti CRM segmenata i identifikovati nepotrebne informacije.)
MATCH@M:(The possibility to eliminate the unnecessary information is a very important aspect of the CRM system implementation.===>Mogućnost eleminisanja nepotrebnih informacija je veoma važan aspekt primene CRM sistema.)
MATCH@E:(The possibility to eliminate the unnecessary information is a very important aspect of the CRM system implementation.===>Mogućnost eleminisanja nepotrebnih informacija je veoma važan aspekt primene CRM sistema.)
MATCH@M:(When creating a CRM structure, a very important task of the company should be the provision of as detailed information as possible for its primary (loyal) clients.===>Prilikom stvaranja CRM strukture važniji zadatak preduzeća bi trebao da bude obezbeđenje što potpunih informacija za njihove primarne (lojalne) krijente.)
MATCH@E:(When creating a CRM structure, a very important task of the company should be the provision of as detailed information as possible for its primary (loyal) clients.===>Prilikom stvaranja CRM strukture važniji zadatak preduzeća bi trebao da bude obezbeđenje što potpunih informacija za njihove primarne (lojalne) krijente.)
MATCH@M:(The CRM can be defined as a business strategy the purpose of which is to bring into accord the revenue and the profit with the customers' satisfaction and the value delivered to them, taking into consideration a number of levels: measuring, customers' behaviour, processes and technologies.===>CRM bi se mogao definisati kao poslovna strategija čija je svrha da uravnoteži prihode i profit sa satisfakcijom potrošača i vrednošću koja mu se isporučuje, u okviru koje se vodi računa o više nivoa: merenjima, ponašanju potrošača, procesu i tehnologijama.)
MATCH@E:(The CRM can be defined as a business strategy the purpose of which is to bring into accord the revenue and the profit with the customers satisfaction and the value delivered to them, taking into consideration a number of levels: measuring, customers behaviour, processes and technologies.===>CRM bi se mogao definisati kao poslovna strategija čija je svrha da uravnoteži prihode i profit sa satisfakcijom potrošača i vrednošću koja mu se isporučuje, u okviru koje se vodi računa o više nivoa: merenjima, ponašanju potrošača, procesu i tehnologijama.)
MATCH@M:(For fruitful customer relationship to be developed it needs aligning all the elements in the company.===>Za razvoj uspešnih odnosa sa potrošačima potrebno je ukomponovati sve elemente u preduzeću.)
MATCH@E:(For fruitful customer relationship to be developed it needs aligning all the elements in the company.===>Za razvoj uspešnih odnosa sa potrošačima potrebno je ukomponovati sve elemente u preduzeću.)
MATCH@M:(Of crucial importance are strategy planning and development, organization, implementation, as well as the CRM process control.===>Od izuzetnog značaja je planiranje i razvijanje strategije, organizacija, implementacija kao i kontrola CRM procesa.)
MATCH@E:(Of crucial importance are strategy planning and development, organization, implementation, as well as the CRM process control.===>Od izuzetnog značaja je planiranje i razvijanje strategije, organizacija, implementacija kao i kontrola CRM procesa.)
MATCH@M:(While the transaction marketing, based on the idea that the customer should be subject to some influence so that the transaction be effected as fast and as efficiently as possible, the new marketing and relationship management concepts insist upon creating and maintaining contacts with every individual buyer (4, pp. 164-195) even after the transaction has been completed, which significantly contributes to the increase in the company's competitive advantage.===>Za razliku od transakcionog marketinga, koji se zasniva na ideji da se utiče na potrošača, kako bi se transakcija što brže i lakše obavila, novim konceptom marketinga i menadžmenta odnosa, insistira se na uspostavljanju i održavanju kontakta sa svakim pojedinim kupcem (4, str. 164-195) i onda kada je transakcija završena, što značajno doprinosi povećanju konkurentne prednosti preduzeća.)
MATCH@E:(While the transaction marketing, based on the idea that the customer should be subject to some influence so that the transaction be effected as fast and as efficiently as pos sible, the new marketing and relationship management concepts insist upon creating and maintaining contacts with every individual buyer (4, pp. 164-195) even after the transaction has been completed, which significantly contributes to the increase in the companys competitive advantage.===>Za razliku od transakcionog marketinga, koji se zasniva na ideji da se utiče na potrošača, kako bi se transak cija što brže i lakše obavila, novim konceptom marketinga i menadžmenta odnosa, insistira se na uspostavljanju i održavanju kontakta sa svakim pojedinim kupcem (4, str. 164-195) i onda kada je transakcija završena, što značajno doprinosi povećanju konkurentne prednosti preduzeća.)
MATCH@M:(The CRM focuses upon creation and maintenance of lasting relationships with the customers.===>CRM se fokusira na kreiranje i održavanje trajnih odnosa sa potrošačima.)
MATCH@E:(The CRM focuses upon creation and maintenance of lasting relationships with the customers.===>CRM se fokusira na kreiranje i održavanje trajnih odnosa sa potrošačima.)
MATCH@M:(Although there are a number of commercial CRM program packages in the market that support the CRM strategy, it is not a technology by itself; it is rather a crucial change in the organizational philosophy that places a customer in the centre of attention.===>Iako postoji nekoliko komercijalnih CRM programskih paketa na tržištu koji podržavaju CRM strategiju, to nije tehnologija sama po sebi, već je to suštinska promena u organizacionoj filozofiji čiji je naglasak na potrošaču.)
MATCH@E:(Although there are a number of commercial CRM program packages in the market that support the CRM strategy, it is not a technology by itself; it is rather a crucial change in the organizational philosophy that places a customer in the centre of attention.===>Iako postoji nekoliko komercijalnih CRM programskih paketa na tržištu koji podržavaju CRM strategiju, to nije tehnologija sama po sebi, već je to suštinska promena u organizacionoj filozofiji čiji je naglasak na potrošaču.)
MATCH@M:(The program packages, i.e., the development of appropriate software and hardware allow for the CRM system to become a largely automated process, with a task not only to provide information, but to serve as significant logistics to decision making and the situation analysis in the market.===>Ti programski paketi to jest razvijanje odgovarajućeg softvera i hardvera, omogućavaju da CRM sistem postane u velikoj meri automatizovan proces, sa zadatkom da pruži ne samo informacije, već i da služi kao značajna podrška donošenja odluka i analizi situacije na tržištu.)
MATCH@E:(The program packages, i.e., the development of appropriate software and hardware allow for the CRM system to become a largely automated process, with a task not only to provide information, but to serve as significant logistics to decision making and the situation analysis in the market.===>Ti programski paketi tj. razvijanje odgovarajućeg softvera i hardvera, omogućavaju da CRM sistem postane u velikoj meri automatizovan proces, sa zadatkom da pruži ne samo informacije, već i da služi kao značajna podrška donošenja odluka i analizi situacije na tržištu.)
MATCH@M:(A successful CRM strategy however cannot be conducted by just a simple installation and integration of a program package and cannot be executed overnight.===>Međutim, uspešna CRM strategija ne može biti sprovedena jednostavnom instalacijom i integrisanjem programskog paketa i ne može se sprovesti preko noći.)
MATCH@E:(A successful CRM strategy however cannot be conducted by just a simple installation and integration of a program package and cannot be executed overnight.===>Međutim, uspešna CRM strategija ne može biti sprovedena jednostavnom instalacijom i integrisanjem programskog paketa i ne može se sprovesti preko noći.)
MATCH@M:(Changes have to occur on all the levels, including the company policy, the employee training, the marketing systems, information management, etc.===>Promene se moraju desiti na svim nivoima, uključujući kompanijsku politiku, treninge zaposlenih, marketing sisteme, informacioni menadžment i slično)
MATCH@E:(Changes have to occur on all the levels, including the company policy, the employee training, the marketing systems, information management, etc.===>Promene se moraju desiti na svim nivoima, uključujući kompanijsku politiku, treninge zaposlenih, marketing sisteme, informacioni menadžment i sl.)
MATCH@M:(That means that all aspects of business must be shaped in accordance with the CRM principles.===>To znači da se svi aspekti poslovanja moraju uobličiti u skladu sa principima CRM.)
MATCH@E:(That means that all aspects of business must be shaped in accordance with the CRM principles.===>To znači da se svi aspekti poslovanja moraju uobličiti u skladu sa principima CRM.)
MATCH@M:(In establishing the CRM concepts it is most important that a company stipulate the key aspects of business, such as which information should be served to customers, what the customers' financial history is, what the effects of the CRM segments are.===>Pri uspostavljanju CRM koncepta za preduzeće je najvažnije da precizira najvažnije aspekte poslovanja, koje informacije treba servisirati potrošačima, kakva je finansijska prošlost potrošača, koji su efekti CRM segmenata.)
MATCH@E:(In establishing the CRM concepts it is most important that a company stipulate the key aspects of business, such as which information should be served to customers, what the customers financial history is, what the effects of the CRM segments are.===>Pri uspostavljanju CRM koncepta za preduzeće je najvažnije da precizira najvažnije aspekte poslovanja, koje informacije treba servisirati potrošačima, kakva je finansijska prošlost potrošača, koji su efekti CRM segmenata.)
MATCH@M:(A very important aspect, too, of the CRM structure implementation is the identification and elimination of unnecessary information.===>Takodje, veoma važan aspekt primene CRM sistema je identifikovanje i eliminisanje nepotrebnih informacija.)
MATCH@E:(A very important aspect, too, of the CRM structure implementation is the identification and elimination of unnecessary information.===>Takodje, veoma važan aspekt primene CRM sistema je identifikovanje i eliminisanje nepotrebnih informacija.)
MATCH@M:(When creating a CRM structure, a major task of the company should be collecting as accurate as possible information on its primary (loyal) clients.===>Prilikom stvaranja CRM strukture važniji zadatak preduzeća bi trebao da bude obezbeđenje što potpunijih informacija za njihove primarne (lojalne) klijente.)
MATCH@E:(When creating a CRM structure, a major task of the company should be collecting as accurate as possible information on its primary (loyal) clients.===>Prilikom stvaranja CRM strukture važniji zadatak preduzeća bi trebao da bude obezbeđenje što potpunijih informacija za njihove primarne (lojalne) klijente.)
MATCH@M:(In this context the CRM can be defined as a business strategy the purpose of which is to balance the revenues and the profit with the customers' satisfaction and the value delivered to them, within which a number of levels should be taken into account: measuring, customers' behaviour, processes, and technologies.===>U tom kontekstu CRM bi se mogao definisati kao poslovna strategija čija je svrha da uravnoteži prihode i profit sa satisfakcijom potrošača i vrednošću koja mu se isporučuje, u okviru koje se vodi računa o više nivoa: merenjima, ponašanju potrošača, procesu i tehnologijama.)
MATCH@E:(In this context the CRM can be defined as a business strategy the purpose of which is to balance the revenues and the profit with the customers satisfaction and the value delivered to them, within which a number of levels should be taken into account: measuring, customers behaviour, processes, and technologies.===>U tom kontekstu CRM bi se mogao definisati kao poslovna strategija čija je svrha da uravnoteži prihode i profit sa satisfakcijom potrošača i vrednošću koja mu se isporučuje, u okviru koje se vodi računa o više nivoa: merenjima, ponašanju potrošača, procesu i tehnologijama.)
MATCH@M:(The Customer Relationship Management combines the business strategy and technology aiming to identify, attract and retain long-term relations with customers - by creating value that results from the interaction between a business organization and customers.===>Customer Relationship Management kombinuje poslovnu strategiju i tehnologiju sa ciljem da identifikuje, privuče i održi dugoročne odnose sa kupcima - stvaranjem vrednosti, koja nastaje kao rezultat interakcije poslovne organizacije i kupaca.)
MATCH@E:(The Customer Relationship Management combines the business strategy and technology aiming to identify, attract and retain long-term relations with customers by creating value that results from the interaction between a business organization and customers.===>Customer Relationship Management kombinuje poslovnu strategiju i tehnologiju sa ciljem da identifikuje, privuče i održi dugoročne odnose sa kupcima stvaranjem vrednosti, koja nastaje kao rezultat interakcije poslovne organizacije i kupaca.)
MATCH@M:(The CRM includes the knowledge of strategic management and Internet technologies, and the purpose of this concept is to identify the opportunity to establish profitable relations with clients, creating new relationships as well as retaining such profitable customer relationships.===>CRM uključuje poznavanje strateškog menadžmenta i Internet tehnologija, a svrha ovog koncepta je - identifikacija mogućnosti za uspostavljanje profitabilnih odnosa sa klijentima, formiranje odnosa, kao i zadržavanje (retencija) profitabilnih odnosa sa klijentima.)
MATCH@E:(The CRM includes the knowledge of strategic management and Internet technologies, and the purpose of this concept is to identify the opportunity to establish profitable relations with clients, creating new relationships as well as retaining such profitable customer relationships.===>CRM uključuje poznavanje strateškog menadžmenta i Internet tehnologija, a svrha ovog koncepta je - identifikacija mogućnosti za uspostavljanje profitabilnih odnosa sa klijentima, formiranje odnosa, kao i zadržavanje (retencija) profitabilnih odnosa sa klijentima.)
MATCH@M:(As a strategic set of activities the CRM starts with a detailed analysis of the company's organizational strategy, and ends with measuring value for shareholders.===>CRM kao strateški skup aktivnosti započinje detaljnom analizom organizacione strategije preduzeća, a završava se merenjem vrednosti za shareholdere.)
MATCH@E:(As a strategic set of activities the CRM starts with a detailed analysis of the companys organizational strategy, and ends with measuring value for shareholders.===>CRM kao strateški skup aktivnosti započinje detaljnom analizom organizacione strategije preduzeća, a završava se merenjem vrednosti za shareholdere.)
MATCH@M:(The concept of competitive advantage that simultaneously generates value for both the customer and the company is a key to the CRM success, being a managerial approach to creating, developing and establishing relationships with precisely defined target groups in order to optimize the value for the customer, the corporate profitability and consequently, the value for the stakeholders.===>Pojam konkurentske prednosti, koja istovremeno generiše vrednost za kupca i za kompaniju, jeste ključ uspeha CRM-a, koji predstavlja menadžerski pristup kreiranju, razvoju i uspostavljanju odnosa sa precizno definisanim ciljnim grupama u cilju optimizacije vrednosti za kupca, korporativne profitabilnosti, pa samim tim, i vrednosti stakeholdera.)
MATCH@E:(The concept of competitive advantage that simultaneously generates value for both the customer and the company is a key to the CRM success, being a managerial approach to creating, developing and establishing relationships with precisely defined target groups in order to optimize the value for the customer, the corporate profitability and consequently, the value for the stakeholders.===>Pojam konkurentske prednosti, koja istovremeno generiše vrednost za kupca i za kompaniju, jeste ključ uspeha CRM-a, koji predstavlja menadžerski pristup kreiranju, razvoju i uspostavljanju odnosa sa precizno definisanim ciljnim grupama u cilju optimizacije vrednosti za kupca, korporativne profitabilnosti, pa samim tim, i vrednosti stakeholdera.)
MATCH@M:(It is for this reason that the CRM is highly positioned on the priority list of the modern corporate agenda and is closely associated to employing information technologies, necessary in implementation of customer relations marketing strategies.===>Ovo je razlog zbog čega se CRM pozicionira visoko na listi prioriteta današnje korporativne agende i tesno je povezan sa korišćenjem informacionih tehnologija, neophodnih za implementaciju marketinških strategija odnosa sa kupcima.)
MATCH@E:(It is for this reason that the CRM is highly positioned on the priority list of the modern corporate agenda and is closely associated to employing information technologies, necessary in implementation of customer relations marketing strategies.===>Ovo je razlog zbog čega se CRM pozicionira visoko na listi prioriteta današnje korporativne agende i tesno je povezan sa korišćenjem informacionih tehnologija, neophodnih za implementaciju marketinških strategija odnosa sa kupcima. 3.)
MATCH@M:(The long-term customer relationships concept must always have in mind the value chain of the customer relationships development, that is, the activities to be undertaken in order that profitable relationships should be developed.===>Koncept razvoja dugoročnih odnosa sa potrošačima mora voditi računa o lancu vrednosti upravljanja odnosima sa potrošačima, odnosno o aktivnostima koje treba preduzeti da se razviju profitabilni odnosi.)
MATCH@E:(3. ~~~ The long-term customer relationships development strategy The long-term customer relationships concept must always have in mind the value chain of the customer relationships development, that is, the activities to be undertaken in order that profitable relationships should be developed.===>Strategija razvoja dugoročnih odnosa sa potrošačima Koncept razvoja dugoročnih odnosa sa potrošačima mora voditi računa o lancu vrednosti upravljanja odnosima sa potrošačima, odnosno o aktivnostima koje treba preduzeti da se razviju profitabilni odnosi.)
MATCH@M:(Strategy is the basis of the development of long-term relations with customers and key partners.===>Strategija je osnova razvoja dugoročnih odnosa sa potrošačima i ključnim partnerima.)
MATCH@E:(Strategy is the basis of the development of long-term relations with customers and key partners.===>Strategija je osnova razvoja dugoročnih odnosa sa potrošačima i ključnim partnerima.)
MATCH@M:(The basic aim is to deliver a quality service and thus enhance a lasting customer satisfaction, which is a precondition of unquestioned loyalty.===>Osnovni cilj je da se isporučivanjem kvalitetne usluge utiče na dugoročnu satisfakciju potrošača, koja je glavni preduslov pune lojalnosti.)
MATCH@E:(The basic aim is to deliver a quality service and thus enhance a lasting customer satisfaction, which is a precondition of unquestioned loyalty.===>Osnovni cilj je da se isporučivanjem kvalitetne usluge utiče na dugoročnu satisfakciju potrošača, koja je glavni preduslov pune lojalnosti.)
MATCH@M:(Customers' loyalty means the rise in profits which all affects the satisfaction and loyalty of employees in a services delivering company (customer and employee satisfactions are mutually conditioned).===>Lojalnost potrošača znači i porast profita, što sve utiče na satisfakciju i lojalnost zaposlenih u uslužnom preduzeću (satisfakcija potrošača i zaposlenih međusobno je uslovljena).)
MATCH@E:(Customers loyalty means the rise in profits which all affects the satisfaction and loyalty of employees in a services delivering company (customer and employee satisfactions are mutually conditioned).===>Lojalnost potrošača znači i porast profita, što sve utiče na satisfakciju i lojalnost zaposlenih u uslužnom preduzeću (satisfakcija potrošača i zaposlenih međusobno je uslovljena).)
MATCH@M:(In order that the concept be conducted there must be some basic preconditions, and they are defined as to the concept needs.===>Moraju postojati osnovne pretpostavke da bi se koncept sproveo i one su definisane polazeći od potreba koncepta.)
MATCH@E:(In order that the concept be conducted there must be some basic preconditions, and they are defined as to the concept needs.===>Moraju postojati osnovne pretpostavke da bi se koncept sproveo i one su definisane polazeći od potreba koncepta.)
MATCH@M:(The phases of the long-term relationshipss with customers include: data collecting, data analysis, establishing and maintainance of long-term relationships, as well as the concept implementation monitoring, analysis, and control.===>Faze razvoja dugoročnih odnosa sa potrošačima obuhvataju: prikupljanje podataka, analizu podataka, uspostavljanje i održavanje dugoročnih odnosa, kao i praćenje, analizu i kontrolu sprovođenja koncepta.)
MATCH@E:(The phases of the long-term relationshipss with customers include: data collecting, data analysis, establishing and maintainance of long-term relationships, as well as the concept implementation monitoring, analysis, and control.===>Faze razvoja dugoročnih odnosa sa potrošačima obuhvataju: prikupljanje podataka, analizu podataka, uspostavljanje i održavanje dugoročnih odnosa, kao i praćenje, analizu i kontrolu sprovođenja koncepta.)
MATCH@M:(Introducing a new concept into the company is an investment into the future, therefore we must start from a planned long-term approach.===>Uvođenje novog koncepta u preduzeću je investicija u budućnost, stoga se mora poći od planskog dugoročnog pristupa.)
MATCH@E:(Introducing a new concept into the company is an investment into the future, therefore we must start from a planned long-term approach.===>Uvođenje novog koncepta u preduzeću je investicija u budućnost, stoga se mora poći od planskog dugoročnog pristupa.)
MATCH@M:(The company must analyse the profitability of investment into the concept development and must compare its performance and results to the results of the leading companies in the industry and wider.===>Preduzeće mora izvršiti analizu isplativosti ulaganja u razvoj koncepta i mora upoređivati svoje performanse i rezultate sa rezultatima vodećih preduzeća u grani i šire.)
MATCH@E:(The company must analyse the profitability of investment into the concept development and must compare its performance and results to the results of the leading companies in the industry and wider.===>Preduzeće mora izvršiti analizu isplativosti ulaganja u razvoj koncepta i mora upoređivati svoje performanse i rezultate sa rezultatima vodećih preduzeća u grani i šire.)
MATCH@M:(At the same time, specific features of the company must be properly observed.===>U isto vreme se moraju uvažiti specifičnosti koje svako preduzeće poseduje.)
MATCH@E:(At the same time, specific features of the company must be properly observed.===>U isto vreme se moraju uvažiti specifičnosti koje svako preduzeće poseduje.)
MATCH@M:(Threats and possible errors in the concept implementation have to be located and corrected.===>Opasnosti i moguće greške u primeni koncepta treba locirati i otkloniti.)
MATCH@E:(Threats and possible errors in the concept implementation have to be located and corrected.===>Opasnosti i moguće greške u primeni koncepta treba locirati i otkloniti.)
MATCH@M:(Varied research conducted among the different level managers in the banking, telecommunications and public service sectors in the U.S.A. have shown that the biggest obstacles to the introduction of the long-term customer relationships are the speed required to introduce and activate the concept, the organizational culture, the issue of capital necessary for the process to start and a host of other innitiatives present in companies.===>Razna istraživanja sprovedena među menadžerima različitog nivoa u sektorima bankarstva, telekomunikacije i javnih službi u SAD pokazala su da najveće prepreke uvođenju koncepta dugoročnih odnosa sa potrošačima predstavljaju brzina potrebna da se koncept uvede i počne da deluje, kultura organizacije, pitanje sredstava potrebnih da ovaj proces zaživi i previše raznih drugih inicijativa koje postoje u kompanijama.)
MATCH@E:(The change in the situation may result into negative effects, since the majority will leave. ~~~ Varied research conducted among the different level managers in the banking, telecommunications and public service sectors in the U.S.A. have shown that the biggest obstacles to the introduction of the long-term customer relationships are the speed required to introduce and activate the concept, the organizational culture, the issue of capital necessary for the process to start and a host of other innitiatives present in companies.===>Pretpostavka da je zadovoljstvo osobe dovoljno samo po sebi; Ukoliko se klijenti prebace u više klase, i stavi im se do znanja koliko su značajni za preduzeće, onda više i očekuju; Problem da se ne povrede klijenti koji nisu na vrhu ni po profitu, ni po pažnji koja im je od preduzeća upućena, ali imaju značajan doprinos; Problem promena pravila u odnosima sa ključnim klijentima-donatorima, koji mogu izazvati konfuziju i zbunjenost; Razna istraživanja sprovedena među menadžerima različitog nivoa u sektorima bankarstva, telekomunikacije i javnih službi u SAD pokazala su da najveće prepreke uvođenju koncepta dugoročnih odnosa sa potrošačima predstavljaju brzina potrebna da se koncept uvede i počne da deluje, kultura organizacije, pitanje sredstava potrebnih da ovaj proces zaživi i previše raznih drugih inicijativa koje postoje u kompanijama.)
BAD_LINE_=============================================================
BAD_LINE_M:Varied research conducted among the different level managers in the banking, telecommunications and public service sectors in the U.S.A. have shown that the biggest obstacles to the introduction of the long-term customer relationships are the speed required to introduce and activate the concept, the organizational culture, the issue of capital necessary for the process to start and a host of other innitiatives present in companies.
BAD_LINE_M:Razna istraživanja sprovedena među menadžerima različitog nivoa u sektorima bankarstva, telekomunikacije i javnih službi u SAD pokazala su da najveće prepreke uvođenju koncepta dugoročnih odnosa sa potrošačima predstavljaju brzina potrebna da se koncept uvede i počne da deluje, kultura organizacije, pitanje sredstava potrebnih da ovaj proces zaživi i previše raznih drugih inicijativa koje postoje u kompanijama.
BAD_LINE_E:The change in the situation may result into negative effects, since the majority will leave. ~~~ Varied research conducted among the different level managers in the banking, telecommunications and public service sectors in the U.S.A. have shown that the biggest obstacles to the introduction of the long-term customer relationships are the speed required to introduce and activate the concept, the organizational culture, the issue of capital necessary for the process to start and a host of other innitiatives present in companies.
BAD_LINE_E:Pretpostavka da je zadovoljstvo osobe dovoljno samo po sebi; Ukoliko se klijenti prebace u više klase, i stavi im se do znanja koliko su značajni za preduzeće, onda više i očekuju; Problem da se ne povrede klijenti koji nisu na vrhu ni po profitu, ni po pažnji koja im je od preduzeća upućena, ali imaju značajan doprinos; Problem promena pravila u odnosima sa ključnim klijentima-donatorima, koji mogu izazvati konfuziju i zbunjenost; Razna istraživanja sprovedena među menadžerima različitog nivoa u sektorima bankarstva, telekomunikacije i javnih službi u SAD pokazala su da najveće prepreke uvođenju koncepta dugoročnih odnosa sa potrošačima predstavljaju brzina potrebna da se koncept uvede i počne da deluje, kultura organizacije, pitanje sredstava potrebnih da ovaj proces zaživi i previše raznih drugih inicijativa koje postoje u kompanijama.
MATCH@M:(The concept of long-term relationships means a continual interaction between the company and the customers.===>Koncept razvoja dugoročnih odnosa podrazumeva stalnu interakciju između preduzeća i potrošača.)
MATCH@E:(The concept of long-term relationships means a continual interaction between the company and the customers.===>Koncept razvoja dugoročnih odnosa podrazumeva stalnu interakciju između preduzeća i potrošača.)
MATCH@M:(The communication between the company and customers is to ensure specific connections to be created, developed and improved.===>Komunikacija između preduzeća i potrošača treba da obezbedi postojanje specifičnih veza treba da obezbedi postojanje specifičnih veza koje će biti razvijane i unapređivane.)
MATCH@E:(The communication between the company and customers is to ensure specific connections to be created, developed and improved.===>Komunikacija između preduzeća i potrošača treba da obezbedi postojanje specifičnih veza treba da obezbedi postojanje specifičnih veza koje će biti razvijane i unapređivane.)
MATCH@M:(The course of these rela-tionsips, i.e., the method and the site where the customer and the company meet and exchange information must also be paid attention to.===>Mora se voditi računa i o toku odnosa to jest o načinu i mestima u kojima se potrošač i preduzeće susreću i razmenjuju informacije.)
MATCH@E:(The course of these relationsips, i.e., the method and the site where the customer and the company meet and exchange information must also be paid attention to.===>Mora se voditi računa i o toku odnosa tj. o načinu i mestima u kojima se potrošač i preduzeće susreću i razmenjuju informacije.)
MATCH@M:(To ensure the interaction we must achieve an accord between the interaction itself and the communication process, but also meet the other elemets affecting positive attitudes forming (personal experience, influences by friends and family,...), those that will favour the brand and be a precondition for loyalty.===>Da bi interakcija bila obezbeđena mora da postoji sklad između nje i procesa komunikacije, ali i ispunjeni ostali elementi koji utiču na formiranje pozitivnih stavova (lično iskustvo, uticaj prijatelja i rodbine...) koji će favorizovati marku preduzeća i biti preduslov lojalnosti.)
MATCH@E:(To ensure the interaction we must achieve an accord between the interaction itself and the communication process, but also meet the other elemets affecting positive attitudes forming (personal experience, influences by friends and family,…), those that will favour the brand and be a precondition for loyalty.===>Da bi interakcija bila obezbeđena mora da postoji sklad između nje i procesa komunikacije, ali i ispunjeni ostali elementi koji utiču na formiranje pozitivnih stavova (lično iskustvo, uticaj prijatelja i rodbine...) koji će favorizovati marku preduzeća i biti preduslov lojalnosti.)
MATCH@M:(The customer must be shown that the company cares about his satisfaction and his attitude.===>Treba se staviti potrošaču do znanja da je preduzeću stalo do njegovog zadovoljstva i njegovog mišljenja.)
MATCH@E:(The customer must be shown that the company cares about his satisfaction and his attitude.===>Treba se staviti potrošaču do znanja da je preduzeću stalo do njegovog zadovoljstva i njegovog mišljenja.)
MATCH@M:(Mass marketing in media is used parallelly, to acquire prospective new customers, but also to remind the existing customers of the products.===>Masovna sredstva promocije koriste se uporedno, za privlačenje potencijalnih novih potrošača, ali i za prisutnost u svesti postojećih potrošača.)
MATCH@E:(Mass marketing in media is used parallelly, to acquire prospective new customers, but also to remind the existing customers of the products.===>Masovna sredstva promocije koriste se uporedno, za privlačenje potencijalnih novih potrošača, ali i za prisutnost u svesti postojećih potrošača.)
MATCH@M:(The word-of-mouth advertizing is not under the direct control of the company.===>Usmena propaganda se odvija van direktnog uticaja preduzeća.)
MATCH@E:(The word-of-mouth advertizing is not under the direct control of the company.===>Usmena propaganda se odvija van direktnog uticaja preduzeća.)
MATCH@M:(The majority of firms claim that their products and services are geared to the customers' needs and requirements, however it does not show in practice.===>I dok većina firmi tvrdi da su njihovi proizvodi i usluge prilagođeni potrebama i zahtevima potrošača, u praksi se to najčešće ne pokazuje.)
MATCH@E:(The majority of firms claim that their products and services are geared to the customers needs and requirements, however it does not show in practice.===>I dok većina firmi tvrdi da su njihovi proizvodi i usluge prilagođeni potrebama i zahtevima potrošača, u praksi se to najčešće ne pokazuje.)
MATCH@M:(Reasons are numerous, the key ones being the inconsistent implementation of the marketing concept, the growing needs and desires of the modern customer and the limitations of the classic marketing approach.===>Razloga ima više, a ključni su nedosledna primena marketing koncepta, rastuće potrebe i želje savremenog potrošača i ograničenja klasičnog marketing pristupa.)
MATCH@E:(Reasons are numerous, the key ones being the inconsistent implementation of the marketing concept, the growing needs and desires of the modern customer and the limitations of the classic marketing approach.===>Razloga ima više, a ključni su nedosledna primena marketing koncepta, rastuće potrebe i želje savremenog potrošača i ograničenja klasičnog marketing pristupa.)
MATCH@M:(To formulate the marketing strategy rules it is necessary that we know both the customer and the way he purchases and uses products and services, as well as what causes his satisfaction or dissatisfaction.===>Da bi se formulisala pravilna marketing strategija potrebno je poznavati potrošača i način na koji on kupuje i troši proizvode i usluge, te na koji način sa javlja njegovo zadovoljstvo ili nezadovoljstvo.)
MATCH@E:(To formulate the marketing strategy rules it is necessary that we know both the customer and the way he purchases and uses products and services, as well as what causes his satisfaction or dissatisfaction.===>Da bi se formulisala pravilna marketing strategija potrebno je poznavati potrošača i način na koji on kupuje i troši proizvode i usluge, te na koji način sa javlja njegovo zadovoljstvo ili nezadovoljstvo.)
MATCH@M:(The overall activity must be market-, that is, customer- oriented.===>Celokupna aktivnost mora biti okrenuta tržištu, odnosno potrošaču.)
MATCH@E:(The overall activity must be market-, that is, customer- oriented.===>Celokupna aktivnost mora biti okrenuta tržištu, odnosno potrošaču.)
MATCH@M:(The starting point must be the customer's value for the company, hence the company has to adjust its behaviour to this fact, with the techniques and concepts of direct marketing contributing to this to a large extent.===>Mora se poći od vrednosti potrošača za preduzeće i shodno tome preduzeće mora prilagoditi svoje ponašanje toj činjenici, čemu u značajnoj meri doprinose tehnike i koncepti direktnog marketinga.)
MATCH@E:(The starting point must be the customers value for the company, hence the company has to adjust its behaviour to this fact, with the techniques and concepts of direct marketing contributing to this to a large extent.===>Mora se poći od vrednosti potrošača za preduzeće i shodno tome preduzeće mora prilagoditi svoje ponašanje toj činjenici, čemu u značajnoj meri doprinose tehnike i koncepti direktnog marketinga.)
MATCH@M:(The last couple of decades of the twentieth century bring a succession of new marketing concepts giving the role and importance of the customer a new, long-term dimension and focusing upon developing not only loyalty, but also long-term collaborative relationships with key customers and consumers, with a significant aspect of personalization of these relationships.===>Poslednjih decenija XX veka javlja se čitav niz novih koncepata marketinga koji ulozi i značaju potrošača daju novu, dugoročnu dimenziju i u fokusu imaju razvijanje ne samo lojalnosti već i dugoročnih odnosa saradnje i partnerstva sa ključnim kupcima i potrošačima, sa značajnim vidom personalizacije tih odnosa.)
MATCH@E:(The last couple of decades of the twentieth century bring a succession of new marketing concepts giving the role and importance of the customer a new, long-term dimension and focusing upon developing not only loyalty, but also long-term collaborative relationships with key customers and consumers, with a significant aspect of personalization of these relationships.===>Poslednjih decenija XX veka javlja se čitav niz novih koncepata marketinga koji ulozi i značaju potrošača daju novu, dugoročnu dimenziju i u fokusu imaju razvijanje ne samo lojalnosti već i dugoročnih odnosa saradnje i partnerstva sa ključnim kupcima i potrošačima, sa značajnim vidom personalizacije tih odnosa.)
MATCH@M:(The best and the most profitable customers merit the best treatment.===>Najbolji i najprofitabilniji kupci zaslužuju i najbolji tretman.)
MATCH@E:(The best and the most profitable customers merit the best treatment.===>Najbolji i najprofitabilniji kupci zaslužuju i najbolji tretman.)
MATCH@M:(The marketer's task is to identify his best customers and to maintain a continual and personalized communication with them.===>Zadatak marketara je da identifikuje svoje najbolje kupce i da sa njima održava neprekidnu i personalizovanu komunikaciju.)
MATCH@E:(The marketers task is to identify his best customers and to maintain a continual and personalized communication with them.===>Zadatak marketara je da identifikuje svoje najbolje kupce i da sa njima održava neprekidnu i personalizovanu komunikaciju.)
MATCH@M:(In order to obtain valid response and measurable results the marketing manager has to be trained to create the "customer's intelligence" on the basis of hundreds of incoherent details that a number of sectors collect in a day.===>Da bi se dobili valjani odgovori i merljivi rezultati marketing menadžer mora biti obučen da kreira "inteligenciju kupca" na osnovu desetina i stotina nepovezanih podataka koju nekoliko sektora sakuplja u toku dana.)
MATCH@E:(In order to obtain valid response and measurable results the marketing manager has to be trained to create the customers intelligence on the basis of hundreds of incoherent details that a number of sectors collect in a day.===>Da bi se dobili valjani odgovori i merljivi rezultati marketing menadžer mora biti obučen da kreira inteligenciju kupca na osnovu desetina i stotina nepovezanih podataka koju nekoliko sektora sakuplja u toku dana.)
MATCH@M:(The CRM solutions are designed in such a way as to provide knowledge required to develop and implement "smart" strategies in order to maximize the customer's profitability, thus ensuring the competitive advantage for the company.===>CRM rešenja su tako dizajnirana da pružaju znanje koje je neophodno za razvoj i implementaciju "pametnih" strategija u cilju maksimiziranja kupčeve profitabilnosti, a time i obezbedjuju konkurentsku prednost preduzeća.)
MATCH@E:(The CRM solutions are designed in such a way as to provide knowledge required to develop and implement smart strategies in order to maximize the customers profitability, thus ensuring the competitive advantage for the company.===>CRM rešenja su tako dizajnirana da pružaju znanje koje je neophodno za razvoj i implementaciju pametnih strategija u cilju maksimiziranja kupčeve profitabilnosti, a time i obezbedjuju konkurentsku prednost preduzeća.)
MATCH@M:(The analysis of the CRM technologies helps us understand the customer, so we can avoid acting anew when a problem arises, but act proactively, discovering hidden possibilities to meet the increasing demand of the customers.===>Analizom CRM tehnologija možemo razumeti kupca i nećemo ponovo reagovati kada dođe do problema, već ćemo proaktivno otkrivati skrivene mogućnosti za zadovoljenje sve većih zahteva kupaca.)
MATCH@E:(The analysis of the CRM technologies helps us understand the customer, so we can avoid acting anew when a problem arises, but act proactively, discovering hidden possibilities to meet the increasing demand of the customers.===>Analizom CRM tehnologija možemo razumeti kupca i nećemo ponovo reagovati kada dođe do problema, već ćemo proaktivno otkrivati skrivene mogućnosti za zadovoljenje sve većih zahteva kupaca.)
MATCH@M:(Hence it is necessary that a platform should be created which allows for the communication with the customers, for colprovide.===>U tom cilju je neophodno napraviti platformu koja omogućava komunikacije sa potrošačoma, sakupljanje i analitiku bitnih informacija od njih.)
MATCH@E:(Hence it is necessary that a platform should be created which allows for the communication with the customers, for collecting and for the analysis of essential information they provide.===>U tom cilju je neophodno napraviti platformu koja omogućava komunikacije sa potrošačoma, sakupljanje i analitiku bitnih informacija od njih.)
MATCH@M:(Specialised statistical software packages within the web-sites allow for monitoring and collecting replies to various questions that can be stored in a respective data base.===>U okviru web site-ova, specijalizovani statistički softverski paketi omogućavaju nadgledanje i sakupljanje odgovora na razna pitanja koji se mogu čuvati u odgovarajućoj bazi podataka.)
MATCH@E:(Specialised statistical software packages within the web-sites allow for monitoring and collecting replies to various questions that can be stored in a respective data base.===>U okviru web site-ova, specijalizovani statistički softverski paketi omogućavaju nadgledanje i sakupljanje odgovora na razna pitanja koji se mogu čuvati u odgovarajućoj bazi podataka.)
MATCH@M:(Therefore the record can be kept on the customers' habits and special interests they may have.===>Na ovaj način se može voditi evidencija o potrošačkim navikama i njihovim specijalnim interesovanjima.)
MATCH@E:(Therefore the record can be kept on the customers habits and special interests they may have.===>Na ovaj način se može voditi evidencija o potrošačkim navikama i njihovim specijalnim interesovanjima.)
MATCH@M:(The objective the companies wish to achieve is to influence prospective customers to buy, to subscribe, to register, to answer questionnaires and polls, to generate recommendations, thus contributing to the company's competitive position in the long run.===>Cilj koji preduzeća žele da ostvare je da utiču na potencijalne kupce da kupuju, da se pretplate, da se registruju, odgovaraju na upite i ankete, da generišu preporuke, čime u krajnjoj instanci utiču na konkurentsku poziciju preduzeća.)
MATCH@E:(The objective the companies wish to achieve is to influence prospective customers to buy, to subscribe, to register, to answer questionnaires and polls, to generate recommendations, thus contributing to the companys competitive position in the long run.===>Cilj koji preduzeća žele da ostvare je da utiču na potencijalne kupce da kupuju, da se pretplate, da se registruju, odgovaraju na upite i ankete, da generišu preporuke, čime u krajnjoj instanci utiču na konkurentsku poziciju preduzeća.)
MATCH@M:(Prospective customers, as well as the company, have their own objectives - satisfaction of their needs and understanding, as well as strategies to achieve what they planned.===>Potencijalni kupci, kao i preduzeće, imaju svoje ciljeve - zadovoljenje potreba i razumevanje, kao i strategije za postizanje planiranog.)
MATCH@E:(Prospective customers, as well as the company, have their own objectives satisfaction of their needs and understanding, as well as strategies to achieve what they planned.===>Potencijalni kupci, kao i preduze će, imaju svoje ciljeve - zadovoljenje potreba i razumevanje, kao i strategije za postizanje planiranog.)
MATCH@M:(The measure of the company's ability to persuade prospective customers to plan action and carry it out is the conversion as a result of the company's effectiveness and the customers' satisfaction.===>Mera sposobnosti preduzeca da ubedi potencijalne kupce da planirane akciju i realizuju je konverzija kao rezultat efektivnosti preduzeca i zadovoljstva kupaca.)
MATCH@E:(The measure of the companys ability to persuade prospective customers to plan action and carry it out is the conversion as a result of the companys effectiveness and the customers satisfaction.===>Mera sposobnosti preduzeća da ubedi potencijalne kupce da planirane akciju i realizuju je konverzija kao rezultat efektivnosti preduzeća i zadovoljstva kupaca.)
MATCH@M:(The process during which the customer becomes and remains a real customer, contributing to the company's business by his loyalty, is based on proven principles that incorporate analysis, the art of communication, the CRM concept and the fundamental knowledge of economics.===>Proces u kome potencijalni kupac postaje i ostaje stvarni kupac, koji svojom lojalnošću unapredjuje poslovanje preduzeca utemeljen je na proverenim principima koji uključuju analitiku, umetnost komunikacije, CRM koncept i fundamentalna ekonomska znanja.)
MATCH@E:(The process during which the customer becomes and remains a real customer, contributing to the companys business by his loyalty, is based on proven principles that incorporate analysis, the art of communication, the CRM concept and the fundamental knowledge of economics.===>Proces u kome potencijalni kupac postaje i ostaje stvarni kupac, koji svojom lojalnošću unapredjuje poslovanje preduzeća utemeljen je na proverenim principima koji uključuju analitiku, umetnost komunikacije, CRM koncept i fundamentalna ekonomska znanja. 5.)
MATCH@M:(These days the supply exceeds the demand by far and we need more information and knowledge in order to build a better product and a product with added value.===>Danas je ponuda višestruko veća od potražnje; stoga nam je potrebno mnogo više informacija i znanja da bismo mogli da napravimo bolji proizvod i to proizvod sa dodatom vrednošću.)
MATCH@E:(These days the supply exceeds the demand by far and we need more information and knowledge in order to build a better product and a product with added value.===>Danas je ponuda višestruko veća od potražnje; stoga nam je potrebno mnogo više informacija i znanja da bismo mogli da napravimo bolji proizvod i to proizvod sa dodatom vrednošću.)
MATCH@M:(On the other side, we need to avoid being snowed under enormous amounts of internal and external data.===>S druge strane, ne želimo da budemo zatrpani ogromnim brojem podataka i iznutra i spolja.)
MATCH@E:(On the other side, we need to avoid being snowed under enormous amounts of internal and external data.===>S druge strane, ne želimo da budemo zatrpani ogromnim brojem podataka i iznutra i spolja.)
MATCH@M:(The application of the business intelligence concept allows business systems to use only those pieces of information that, while being presented in the best way, are needed at a particular time to make business decisions.===>Primenom koncepta poslovne inteligencije poslovni sistemi će biti u mogućnosti da primenjuju samo one informacije koje su, pored toga što su prikazane na najbolji način, potrebne u jednom određenom trenutku poslovnog odlučivanja.)
MATCH@E:(The application of the business intelligence concept allows business systems to use only those pieces of information that, while being presented in the best way, are needed at a particular time to make business decisions.===>Primenom koncepta poslovne inteligencije poslovni sistemi će biti u mogućnosti da primenjuju samo one informacije koje su, pored toga što su prikazane na najbolji način, potrebne u jednom određenom trenutku poslovnog odlučivanja.)
MATCH@M:(At the same time, if the concept is being implemented properly, the amount of data and information business system employees are receiving is being reduced, while simultaneously the quality is being increased.===>Istovremeno, ako se ovaj koncept pravilno primenjuje, smanjiće se broj podataka koje zaposleni u tom poslovnom sistemu dobijaju, a kvalitet tih informacija će biti bolji.)
MATCH@E:(At the same time, if the concept is being implemented properly, the amount of data and information business system employees are receiving is being reduced, while simultaneously the quality is being increased.===>Istovremeno, ako se ovaj koncept pravilno primenjuje, smanjiće se broj podataka koje zaposleni u tom poslovnom sistemu dobijaju, a kvalitet tih informacija će biti bolji.)
MATCH@M:(That is why the main objective of the business intelligence concept is to generate high-quality information business systems need in order to make correct business decisions.===>Stoga je glavni cilj koncepta poslovne inteligencije da stvori visoko-kvalitetne informacije, potrebne poslovnim sistemima da bi doneli pravilne poslovne odluke.)
MATCH@E:(That is why the main objective of the business intelligence concept is to generate high-quality information business systems need in order to make correct business decisions. ~~~ 1.===>Stoga je glavni cilj koncepta poslovne inteligencije da stvori visoko-kvalitetne informacije, potrebne poslovnim sistemima da bi doneli pravilne poslovne odluke. 1.)
MATCH@M:(We live in a time marked by ever-increasing acceleration and mutual interdependency.===>Živimo u doba koje odlikuju sve brži ritam i sve veća međusobna zavisnost.)
MATCH@E:(Introduction We live in a time marked by ever-increasing acceleration and mutual interdependency.===>Uvod @ivimo u doba koje odlikuju sve brži ritam i sve veća međusobna zavisnost.)
MATCH@M:(That is why "the new economy" favours global players who are quick to notice changes and challenges and meet their requirements.===>Upravo zato se "nova ekonomija" okreće globalnim igraćima koji su u stanju da brzo uoče promene i izazove i da odgovore na njihove zahteve.)
MATCH@E:(That is why the new economy favours global players who are quick to notice changes and challenges and meet their requirements.===>Upravo zato se nova ekonomija okreće globalnim igračima koji su u stanju da brzo uoče promene i izazove i da odgovore na njihove zahteve.)
MATCH@M:(The times when you could build an information system "easily" and "tomorrow", without a serious approach, are behind us.===>Vremena u kojima ste mogli da kreirate neki informacioni sistem "polako" i "sutra", da pritom nemate jedan ozbiljan pristup tom zadatku, daleko su za nama.)
MATCH@E:(The times when you could build an information system easily and tomorrow, without a serious approach, are behind us.===>Vremena u kojima ste mogli da kreirate neki informacioni sistem polako i sutra, da pritom nemate jedan ozbiljan pristup tom zadatku, daleko su za nama.)
MATCH@M:(With the dynamic development of information technologies - data gathering, storage, analysis, processing and use - modern management and communication with the environment start to have a new character.===>Dinamičnim razvojem informacionih tehnologija - prikupljanja, skladištenja, analize, obrade i korišćenja podataka - savremeni menadžment i komunikacija sa okruženjem dobijaju novi karakter.)
MATCH@E:(With the dynamic development of information technologies - data gathering, storage, analysis, processing and use - modern management and communication with the environment start to have a new character.===>Dinamičnim razvojem informacionih tehnologija prikupljanja, skladištenja, analize, obrade i korišćenja podataka savremeni menadžment i komunikacija sa okruženjem dobijaju novi karakter.)
MATCH@M:(Timely, complete and accurate information is one of the main business resources and is a key for making best business decision no matter what level we are talking about - operational or strategic management, current or long-term business activities.===>Pravovremene, potpune i precizne informacije predstavljaju jedan od glavnih poslovnih resursa i ključ za donošenje najboljih poslovnih odluka, bez obzira o kojem nivou je reč - o operativnom ili strateškom menadžmentu, o tekućem ili o dugoročnom poslovanju.)
MATCH@E:(Timely, complete and accurate information is one of the main business resources and is a key for making best business decision no matter what level we are talking about - operational or strategic management, current or long-term business activities.===>Pravovremene, potpune i precizne informacije predstavljaju jedan od glavnih poslovnih resursa i ključ za donošenje najboljih poslovnih odluka, bez obzira o kojem nivou je reč o operativnom ili strateškom menadžmentu, o tekućem ili o dugoročnom poslovanju.)
MATCH@M:(Processing data, finding hidden relations between them, identifying new possibilities for better business efforts, all these are indispensable factors that help us make the best business decisions.===>Obrada podataka, pronalaženje skrivenih odnosa među njima, identifikovanje novih mogućnosti za bolje poslovanje - sve su ovo nezamenljivi faktori koji nam pomažu u donošenju najboljih poslovnih odluka.)
MATCH@E:(Processing data, finding hidden relations between them, identifying new possibilities for better business efforts, all these are indispensable factors that help us make the best business decisions.===>Obrada podataka, pronalaženje skrivenih odnosa među njima, identifikovanje novih mogućnosti za bolje poslovanje sve su ovo nezamenljivi faktori koji nam pomažu u donošenju najboljih poslovnih odluka.)
MATCH@M:(In turn, such decisions are necessary if our company is to survive and grow.===>Opet, ovakve odluke je neophodno doneti ako kompanija treba da opstane i napreduje.)
MATCH@E:(In turn, such decisions are necessary if our company is to survive and grow.===>Opet, ovakve odluke je neophodno doneti ako kompanija treba da opstane i napreduje.)
MATCH@M:(Managing knowledge through business intelligence is a vital element of strategies of successful business systems that want to use information better in order to increase their market share, improve their relations with buyers and customers, increase profitability and hold market advantage over their rivals Ê1,2].===>Upravljanje znanjem putem poslovne inteligencije predstavlja ključni element strategija uspešnih poslovnih sistema koji žele da koriste informacije na bolji način da bi povećali svoj udeo u tržistu, poboljšali odnose sa kupcima i potrošačima, povećali profitabilnost i zadržali tržišnu konkurentnost u odnosu na svoje takmace [1,2].)
MATCH@E:(Managing knowledge through business intelligence is a vital element of strategies of successful business systems that want to use information better in order to increase their market share, improve their relations with buyers and customers, increase profitability and hold market advantage over their rivals Š1,2Ë.===>Upravljanje znanjem putem poslovne inteligencije predstavlja ključni element strategija uspešnih poslovnih sistema koji žele da koriste informacije na bolji način da bi povećali svoj udeo u tržistu, poboljšali odnose sa kupcima i potrošačima, povećali profitabilnost i zadržali tržišnu konkurentnost u odnosu na svoje takmace Š1,2Ë.)
MATCH@M:(• Defining sources of data for the identified processes.===>• Definisanje izvora podataka za procese koje smo identifikovali.)
MATCH@E:(Defining sources of data for the identified processes.===>Definisanje izvora podataka za procese koje smo identifikovali.)
MATCH@M:(• Implementing data mart, defining its objectives, design and realization.===>• Primenu tržišta podataka, definisanje njegovih ciljeva, dizajna i realizacije.)
MATCH@E:(Implementing data mart, defining its objectives, design and realization.===>Primenu tržišta podataka, definisanje njegovih ciljeva, dizajna i realizacije.)
MATCH@M:(• Realizing the decision model, describing the way the OLAP tools are being used and presenting developed OLAP models.===>• Realizacija modela odluke, opis načina na koji se koriste OLAP alati i predstavljanje razvijenih OLAP modela.)
MATCH@E:(Realizing the decision model, describing the way the OLAP tools are being used and presenting developed OLAP models.===>Realizacija modela odluke, opis načina na koji se koriste OLAP alati i predstavljanje razvijenih OLAP modela.)
MATCH@M:(The results we get by using the proposed business intelligence system can be used in turn to learn more about the customers and suppliers in order to facilitate negotiations with them, use the existing resources more efficiently, become more competitive and make right decisions needed to attain a better market position - since we always have to keep in mind that the market becoming more global all the time.===>Rezultati koje dobijemo primenom predloženog sistema poslovne inteligencije mogu se onda koristiti da se bolje upoznaju potrošači i dobavljači da bi se olakšali pregovori s njima, da bi se efikasnije koriatili postojeći resursi, da bi se povećala konkurentnost i donosile pravilne odluke potrebne za osvajanje bolje tržišne pozicije - pošto uvek moramo da imamo na umu da je tržište svakim danom sve globalnije.)
MATCH@E:(The results we get by using the proposed business intelligence system can be used in turn to learn more about the customers and suppliers in order to facilitate negotiations with them, use the existing resources more efficiently, become more competitive and make right decisions needed to attain a better market position - since we always have to keep in mind that the market becoming more global all the time. ~~~ 2.===>Rezultati koje dobijemo primenom predloženog sistema poslovne inteligencije mogu se onda koristiti da se bolje upoznaju potrošači i dobavljači da bi se olakšali pregovori s njima, da bi se efikasnije koriatili postojeći resursi, da bi se povećala konkurentnost i donosile pravilne odluke potrebne za osvajanje bolje tržišne pozicije pošto uvek moramo da imamo na umu da je tržište svakim danom sve globalnije. 2.)
MATCH@M:(Today companies are operating in an environment of extreme competition and developed channels of distribution, where more goods are services are available than are needed.===>Danas kompanije posluju u okruženju koje se odlikuje visokim nivoom konkurencije i razvijenim kanalima distribucije i u kojem se nudi više robe i usluga nego što je tržištu potrebno.)
MATCH@E:(Identifica of decision models Today companies are operating in an environment of extreme competition and developed channels of distribution, where more goods are services are available than are needed.===>Identifikacija modela odlučivanja Danas kompanije posluju u okruženju koje se odlikuje visokim nivoom konkurencije i razvijenim kanalima distribucije i u kojem se nudi više robe i usluga nego što je tržištu potrebno.)
MATCH@M:(In this time of the supply considerably exceeding the demand any increase of production is focused on increasing the amount of data and knowledge in order to produce a better product, a product with added value.===>U ovo vreme, kada ponuda u značajnoj meri premaša potražnju, svako povećanje proizvodnje fokusira se na sve veći broj podataka i znanja sa ciljem da se proizvede bolji proizvod, proizvod koji sadrži i dodatu vrednost.)
MATCH@E:(In this time of the supply considerably exceeding the demand any increase of production is focused on increasing the amount of data and knowledge in order to produce a better product, a product with added value.===>U ovo vreme, kada ponuda u značajnoj meri premaša potražnju, svako povećanje proizvodnje fokusira se na sve veći broj podataka i znanja sa ciljem da se proizvede bolji proizvod, proizvod koji sadrži i dodatu vrednost.)
MATCH@M:(Some companies are trying to gain strategic advantages through more efficient use of existing resources, including their information system.===>Neke kompanije pokušavaju da steknu stratešku prednost putem efikasnije primene postojećih resursa, uključujući i informacioni sistem kojim raspolažu.)
MATCH@E:(Some companies are trying to gain strategic advantages through more efficient use of existing resources, including their information system.===>Neke kompanije pokušavaju da steknu stratešku prednost putem efikasnije primene postojećih resursa, uključujući i informacioni sistem kojim raspolažu.)
MATCH@M:(By skilfully using analytical application one can turn data into information needed for making strategic decisions, thereby gaining advantage over his rivals.===>Vestom primenom analitičkih aplikacija podaci se mogu preobratiti u informacije potrebne za donošenje strateških odluka, a time se postiže i prednost u odnosu na konkurenciju.)
MATCH@E:(By skilfully using analytical application one can turn data into information needed for making strategic decisions, thereby gaining advantage over his rivals.===>Veštom primenom analitičkih aplikacija podaci se mogu preobratiti u informacije potrebne za donošenje strateških odluka, a time se postiže i prednost u odnosu na konkurenciju.)
MATCH@M:(The decision-making process is a generic process that can be applied to all forms of organized activities aimed at achieving a predefined goal.===>Proces odlučivanja predstavlja generički proces koji se može primeniti na sve oblike organizovanih aktivnosti koje imaju za cilj postizanje unapred zacrtanog cilja.)
MATCH@E:(The decision-making process is a generic process that can be applied to all forms of organized activities aimed at achieving a predefined goal.===>Proces odlučivanja predstavlja generički proces koji se može primeniti na sve oblike organizovanih aktivnosti koje imaju za cilj postizanje unapred zacrtanog cilja.)
MATCH@M:(Our use of this process can be intentional or unintentional.===>Mi ovaj proces možemo da primenimo namerno ili nenamerno.)
MATCH@E:(Our use of this process can be intentional or unintentional.===>Mi ovaj proces možemo da primenimo namerno ili nenamerno.)
MATCH@M:(We do not analyze different types of data using the same method.===>Različite vrste podataka ne analiziramo primenom istog metoda.)
MATCH@E:(We do not analyze different types of data using the same method.===>Različite vrste podataka ne analiziramo primenom istog metoda.)
MATCH@M:(It is important to indentify the best analytic method to apply to a certain type of data.===>Važno je prepoznati najbolji analitički metod koji se može primeniti na određenu vrstu podataka.)
MATCH@E:(It is important to indentify the best analytic method to apply to a certain type of data.===>Važno je prepoznati najbolji analitički metod koji se može primeniti na određenu vrstu podataka.)
MATCH@M:(When the customer demand is defined, including the type of data and the method of data gathering and distribution, the choice of analytic method becomes the key for creating a high-quality decision-making basis.===>Pošto se definiše potražnja koju su izrazili potrošači, što obuhvata i vrstu podataka i metod prikupljanja i distribucije podataka, izbor metoda analize postaje ključ za stvaranje veoma kvalitetne baze za odlučivanje.)
MATCH@E:(When the customer demand is defined, including the type of data and the method of data gathering and distribution, the choice of analytic method becomes the key for creating a highquality decision-making basis.===>Pošto se definiše potražnja koju su izrazili potrošači, što obuhvata i vrstu podataka i metod prikupljanja i distribucije podataka, izbor metoda analize postaje ključ za stvaranje veoma kvalitetne baze za odlučivanje.)
MATCH@M:(For instance, a simple descriptive statistics can sometime provide a better basis than a sophisticated business econometric model.===>Na primer, jednostavna deskriptivna statistika nekada može da posluži kao bolja osnova nego neki sofisticirani ekonometrijski poslovni model.)
MATCH@E:(For instance, a simple descriptive statistics can sometime provide a better basis than a sophisticated business econometric model.===>Na primer, jednostavna deskriptivna statistika nekada može da posluži kao bolja osnova nego neki sofisticirani ekonometrijski poslovni model.)
MATCH@M:(Data analysis and ideal problem for OLAP reporting, since the source of data for such a multidimensional analysis can be found in every company's sale invoices.===>Analiza podataka predstavlja idealni problem za izveštavanje OLAP, pošto se izvori podataka za ovakvu višedimenzionalnu analizu mogu naći na fakturama svake kompanije.)
MATCH@E:(Data analysis and ideal problem for OLAP reporting, since the source of data for such a multidimensional analysis can be found in every companys sale invoices.===>Analiza podataka predstavlja idealni problem za izveštavanje OLAP, pošto se izvori podataka za ovakvu višedimenzionalnu analizu mogu naći na fakturama svake kompanije.)
MATCH@M:(The realized models that are presented in this paper help understand the relations between all critical aspects of the organizations (costs, income and profit).===>Realizovani modeli koje predstavljamo u ovom radu pomažu nam da shvatimo odnose između svih kritičkih aspekata organizacija (troškovi, prihod i profit).)
MATCH@E:(The realized models that are presented in this paper help understand the relations between all critical aspects of the organizations (costs, income and profit).===>Realizovani modeli koje predstavljamo u ovom radu pomažu nam da shvatimo odnose između svih kritičkih aspekata organizacija (troškovi, prihod i profit).)
MATCH@M:(Once this analysis is understood we can reduce a (possible) deviation between the planned and the real profit by modifying these elements.===>Pošto shvatimo ovu analizu, modifikovanjem ovih elemenata možemo da smanjimo (moguća) odstupanja između planiranog i stvarnog profita.)
MATCH@E:(Once this analysis is understood we can reduce a (possible) deviation between the planned and the real profit by modifying these elements.===>Pošto shvatimo ovu analizu, modifikovanjem ovih elemenata možemo da smanjimo (moguća) odstupanja između planiranog i stvarnog profita.)
MATCH@M:(Also we can answer the following questions: Which are the best-selling products, what are the most profitable shops, which is the key product as far as sale results are concerned?===>Takođe možemo da odgovorimo na sledeća piutanja: koji se proizvodi najbolje prodaju, koje prodavnice su najprofitabilnije, koji proizvod je najznačajniji u smislu uspeha u prodaji.)
MATCH@E:(Also we can answer the following questions: Which are the best-selling products, what are the most profitable shops, which is the key product as far as sale results are concerned?===>Takođe možemo da odgovorimo na sledeća piutanja: koji se proizvodi najbolje prodaju, koje prodavnice su najprofitabilnije, koji proizvod je najznačajniji u smislu uspeha u prodaji.)
MATCH@M:(Has my business practice improved or deteriorated since last year/quarter/month?===>Da li se moje poslovanje poboljšalo ili pogoršalo u odnosu na prethodnu godinu/tromesečje/mesec?)
MATCH@E:(Has my business practice improved or deteriorated since last year/quarter/month?===>Da li se moje poslovanje poboljšalo ili pogoršalo u odnosu na prethodnu godinu/tro mesečje/mesec?)
MATCH@M:(It is possible to compare similar products over the same time period and that reveals which brands are sought by consumers.===>Moguće je porediti slične proizvode u istom periodu vremena, a ovo poređenje može da pokaže koje brendove kupci najviše traže.)
MATCH@E:(It is possible to compare similar products over the same time period and that reveals which brands are sought by consumers.===>Moguće je porediti slične proizvode u istom periodu vremena, a ovo poređenje može da pokaže koje brendove kupci najviše traže.)
MATCH@M:(These and many other answers make it easier for us to make best business decisions and discover relations that were not obvious before.===>Ovi i mnogi drugi odgovori pomažu nam da donesemo najbolje poslovne odluke i da otkrijemo odnose koji do sada nisu bili vidljivi.)
MATCH@E:(These and many other answers make it easier for us to make best business decisions and discover relations that were not obvious before.===>Ovi i mnogi drugi odgovori pomažu nam da donesemo najbolje poslovne odluke i da otkrijemo odnose koji do sada nisu bili vidljivi. 3.)
MATCH@M:(A data warehouse includes a large quantity of data organized in smaller logical elements, data marts.===>Skladište podataka obuhvata veliki broj podataka koji su organizovani u logičke elememnte manjeg obima, tržišta podataka.)
MATCH@E:(3. ~~~ Data mart implementation A data warehouse includes a large quantity of data organized in smaller logical elements, data marts.===>Primena tržišta podataka Skladište podataka obuhvata veliki broj podataka koji su organizovani u logičke elememnte manjeg obima, tržišta podataka.)
MATCH@M:(Data marts are usually subsets of logically linked data warehouse information that refers to a certain area.===>To su obično podskupovi logički povezanih informacija iz skladišta podataka koje se odnosi na određenu oblast.)
MATCH@E:(Data marts are usually subsets of logically linked data warehouse information that refers to a certain area.===>To su obično podskupovi logički povezanih informacija iz skladišta podataka koje se odnosi na određenu oblast.)
MATCH@M:(A data mart that reflects a business segment of a company will enable us to implement an OLAP model.===>Tržište podataka koje odražava poslovni segment kompanije omogućiće nam da primenimo model OLAP.)
MATCH@E:(A data mart that reflects a business segment of a company will enable us to implement an OLAP model.===>Tržište podataka koje odražava poslovni segment kompanije omogućiće nam da primenimo model OLAP.)
MATCH@M:(• Analyzing profit according to months and shops in any desired year.===>• Analiza prodaje po proizvođaču, prodajnim mestima i godinama.)
MATCH@E:(Analyzing profit according to months and shops in any desired year.===>Analiza prodaje po proizvođaču, prodajnim mestima i godinama.)
MATCH@M:(• Analyzing profit according to groups of products, shops and years.===>• Analiza profita prema mesecima i prodajnim mestima u bilo kojoj godini. •)
MATCH@E:(Analyzing profit according to groups of products, shops and years.===>Analiza profita prema mesecima i prodajnim mestima u bilo kojoj godini.)
MATCH@M:(• Analyzing profit in successive quarters.===>• Analiza profita u nekoliko tromesečja zaredom.)
MATCH@E:(Analyzing profit in successive quarters.===>Analiza profita u nekoliko tromesečja zaredom.)
MATCH@M:(• Analyzing income according to months, products in selected years.===>• Analiza dohotka po mesecu ili po proizvodima u određenoj godini.)
MATCH@E:(Analyzing income according to months, products in selected years.===>Analiza dohotka po mesecu ili po proizvodima u određenoj godini.)
MATCH@M:(Data marts can be used for exploration, data mining, managed inquiries or on-line analytical processing (OLAP) and they are a direct source of information for end customers.===>Tržišta podataka mogu se koristiti za istraživanje, za "iskopavanje" podataka, za kontrolisane upite ili za analitičku obradu on-line (OLAP) i predstavljaju neposredni izvor informacija za krajnje korisnike.)
MATCH@E:(Data marts can be used for exploration, data mining, managed inquiries or on-line analytical processing (OLAP) and they are a direct source of information for end customers.===>Tržišta podataka mogu se koristiti za istraživanje, za iskopavanje podataka, za kontrolisane upite ili za analitičku obradu on-line (OLAP) i predstavljaju neposredni izvor informacija za krajnje korisnike.)
MATCH@M:(A data mart used for on-line analytical data processing needs to be easily and intuitively accessible by end users.===>Tržište podataka koje se koristi za analitičku obradu podataka on-line treba da bude lako i intuitivno dostupno krajnjim korisnicima.)
MATCH@E:(A data mart used for on-line analytical data processing needs to be easily and intuitively accessible by end users.===>Tržište podataka koje se koristi za analitičku obradu podataka on-line treba da bude lako i intuitivno dostupno krajnjim korisnicima.)
MATCH@M:(The dimensional model is the best in such cases.===>U ovakvim slučajevima najbolje je koristiti dimenzionalni model.)
MATCH@E:(The dimensional model is the best in such cases.===>U ovakvim slučajevima najbolje je koristiti dimenzionalni model.)
MATCH@M:(The most frequently used method for managing linked multidimensional analysis data is the star schema.===>Najčešće korišćeni metod za upravljanje vezanom multidimenzionalnom analizom podataka jeste šema zvezde.)
MATCH@E:(The most frequently used method for managing linked multidimensional analysis data is the star schema.===>Najčešće korišćeni metod za upravljanje vezanom multidimenzionalnom analizom podataka jeste šema zvezde.)
MATCH@M:(The fact table is in the centre of the schematic.===>U centru šeme nalazi se tabela činjeničnog stanja.)
MATCH@E:(The fact table is in the centre of the schematic.===>U centru šeme nalazi se tabela činjeničnog stanja.)
MATCH@M:(This table contains data for analysis and keys for links with dimension tables.===>Ova tabela sadrži podatke za analizu i ključeve za veze sa dimenzionim tabelama.)
MATCH@E:(This table contains data for analysis and keys for links with dimension tables.===>Ova tabela sadrži podatke za analizu i ključeve za veze sa dimenzionim tabelama.)
MATCH@M:(The fact table usually include several million short records.===>Tabela činjeničnog stanja obično obuhvata nekoliko miliona kratkih zapisa.)
MATCH@E:(The fact table usually include several million short records.===>Tabela činjeničnog stanja obično obuhvata nekoliko miliona kratkih zapisa.)
MATCH@M:(They give additional information for the fact table records by providing description, name and other text values.===>Oni pružaju dodatne informacije u vezi sa zapisima na tabeli činjeničnog stanja, tako što daju opis, naziv i druge vrednosti.)
MATCH@E:(They give additional information for the fact table records by providing description, name and other text values.===>Oni pružaju dodatne informacije u vezi sa zapisima na tabeli činjeničnog stanja, tako što daju opis, naziv i druge vrednosti.)
MATCH@M:(Every dimension table has a single primary key that directly corresponds to one of the components of a multiple key in the fact table.===>Svaka dimenziona tabela ima jedinstveni primarni ključ koji neposredno odgovara jednoj od komponenti višečlanog ključa u tabeli činjeničnog stanja.)
MATCH@E:(Every dimension table has a single primary key that directly corresponds to one of the components of a multiple key in the fact table.===>Svaka dimenziona tabela ima jedinstveni primarni ključ koji neposredno odgovara jednoj od komponenti višečlanog ključa u tabeli činjeničnog stanja. ski nivo nastavlja se drugim hijerarhijskim nivoom.)
MATCH@M:(In our example (Picture 3.1), the process of producing dimension tables is linked to inclusion of calendars, customers, producers, products and shops.===>U našem primeru (slika 3.1) proces stvaranja dimenzionih tabela povezan je tako što su obuhvaćeni kalendari, potrošači, proizvođači, proizvodi i prodajna mesta.)
MATCH@E:(In our example (Picture 3.1), the process of producing dimension tables is linked to inclusion of calendars, customers, producers, products and shops.===>U našem primeru (slika 3.1) proces stvaranja dimenzionih tabela povezan je tako što su obuhvaćeni kalendari, potrošači, proizvođači, proizvodi i prodajna mesta.)
MATCH@M:(Dimension tables can be organized in hierarchies.===>Dimenzione tabele mogu se organizovati po hijerarhijskim nivoima (hijerarhijama).)
MATCH@E:(Dimension tables can be organized in hierarchies.===>Dimenzione tabele mogu se organizovati po hijerarhijskim nivoima (hijerarhijama).)
MATCH@M:(Each hierarchy level continues with another hierarchy level.===>Svaki hijerarhijski nivo nastavlja se drugim hijerarhijskim nivoom.)
MATCH@E:(Each hierarchy level continues with another hierarchy level.===>Svaki hijerarhij faza definisanja, faza generisanja, faza unošenja podataka.)
BAD_LINE_=============================================================
BAD_LINE_M:Each hierarchy level continues with another hierarchy level.
BAD_LINE_M:Svaki hijerarhijski nivo nastavlja se drugim hijerarhijskim nivoom.
BAD_LINE_E:Each hierarchy level continues with another hierarchy level.
BAD_LINE_E:Svaki hijerarhij faza definisanja, faza generisanja, faza unošenja podataka.
MATCH@M:(The definition phase includes definitions of dimensional models and aggregations, generation of data sources and ETL procedures.===>Faza definisanja obuhvata definicije dimenzionalnih modela i agregacija, generisanje izvora podataka i ETL postupke.)
MATCH@E:(The definition phase includes definitions of dimensional models and aggregations, generation of data sources and ETL procedures.===>Faza definisanja obuhvata definicije dimenzionalnih modela i agregacija, generisanje izvora podataka i ETL postupke.)
MATCH@M:(For instance, the star schematics definition looks like Picture 3.2.===>Na primer, definicija šeme zvezde izgleda kao što je prikazana na slici 3.2.)
MATCH@E:(For instance, the star schematics definition looks like Picture 3.2.===>Slika 3.1 Šema zvezde Prodaja 1 Slika 3.2 Šema zvezde Prodaja 2 Slika 3.3 Mapiranje tabele činjeničnog stanja Prodaja Na primer, definicija šeme zvezde izgleda kao što je prikazana na slici 3.2.)
BAD_LINE_=============================================================
BAD_LINE_M:For instance, the star schematics definition looks like Picture 3.2.
BAD_LINE_M:Na primer, definicija šeme zvezde izgleda kao što je prikazana na slici 3.2.
BAD_LINE_E:For instance, the star schematics definition looks like Picture 3.2.
BAD_LINE_E:Slika 3.1 Šema zvezde Prodaja 1 Slika 3.2 Šema zvezde Prodaja 2 Slika 3.3 Mapiranje tabele činjeničnog stanja Prodaja Na primer, definicija šeme zvezde izgleda kao što je prikazana na slici 3.2.
MATCH@M:(The data loading phase includes a definition of sequence for execution of ETL procedure scripts.===>Faza unošenja podataka obuhvata definisanje niza postupaka za sprovođenje programa ETL postupaka.)
MATCH@E:(The data loading phase includes a definition of sequence for execution of ETL procedure scripts.===>Faza unošenja podataka obuhvata definisanje niza postupaka za sprovođenje programa ETL postupaka.)
MATCH@M:(Definition of ETL procedure for a fact sales is described by Picture 3.3.===>Definicija ETL postupka za prodaju opisana je na slici 3.3.)
MATCH@E:(Definition of ETL procedure for a fact sales is described by Picture 3.3.===>Definicija ETL postupka za prodaju opisana je na slici 3.3.)
MATCH@M:(The suggested data mart model is realized through application of Oracle tools: Oracle9i RDBMS, Oracle9i Warehouse Builder [4].===>Predloženi model tržišta podataka izveden je primenom Oracle alata: Oracle9i RDBMS, Oracle9I Warehouse Builder [4].)
MATCH@E:(The suggested data mart model is realized through application of Oracle tools: Oracle9i RDBMS, Oracle9i Warehouse Builder Š4Ë.===>Predloženi model tržišta podataka izveden je primenom Oracle alata: ~~~ Oracle9i RDBMS, Oracle9I Warehouse Builder Š4Ë.)
MATCH@M:(The Oracle Discoverer [5], as part of Oracle's Business Intelligence set of tools, is used for implementing the identified models.===>Oracle Discoverer [5], kao deo kompleta alata Oracle Business Intelligence, koristi se za primenu identifikovanih modela.)
MATCH@E:(The Oracle Discoverer Š5Ë, as part of Oracles Business Intelligence set of tools, is used for implementing the identified models.===>Oracle Discoverer Š5Ë, kao deo kompleta alata Oracle Business Intelligence, koristi se za primenu identifikovanih modela.)
MATCH@M:(Discoverer is intended to provide end users with an easy access to data and allow them to do data analysis and set-up ad-hoc queries [6].===>Discoverer je razvijen sa ciljem da krajnjim korisnicima omogući da lako pristupaju podacima i da mogu da vrše analizu podataka i postavljaju ad-hok pitanja [6].)
MATCH@E:(Discoverer is intended to provide end users with an easy access to data and allow them to do data analysis and set-up ad-hoc queries Š6Ë. 4.===>Discoverer je razvijen sa ciljem da krajnjim korisnicima omogući da lako pristupaju podacima i da mogu da vrše analizu podataka i postavljaju ad-hok pitanja Š6Ë. 4.)
MATCH@M:(The Case Study data - for data mart realization we used records from 2005, 2006 and 2007.===>Podatke za studiju slučaja - za realizaciju tržišta podataka uzeli smo za 2005., 2006., i 2007. godinu.)
MATCH@E:(The Case Study data - for data mart realization we used records from 2005, 2006 and 2007.===>Podatke za studiju slučaja za realizaciju tržišta podataka uzeli smo za 2005., 2006., i 2007. godinu.)
MATCH@M:(More than 2,000,000 lines have been imported.===>Više od 2.000.000 linija je iz uvoza.)
MATCH@E:(More than 2,000,000 lines have been imported.===>Više od 2.000.000 linija je iz uvoza.)
MATCH@M:(The fact of sales contained about 410,000 lines, the mapping procedure was excellent and lasted about 5 seconds.===>Činjenično stanje prodaje sadržalo je oko 410.000 linija, postupak mapiranja bio je izvanredan i trajao je oko 5 sekundi.)
MATCH@E:(The fact of sales contained about 410,000 lines, the mapping procedure was excellent and lasted about 5 seconds.===>Činjenično stanje prodaje sadržalo je oko 410.000 linija, postupak mapiranja bio je izvanredan i trajao je oko 5 sekundi.)
MATCH@M:(The observed 4.1 model is analyzing income, profit and quantity categories.===>Model 4.1 koji smo posmatrali predstavlja analizu kategorija dohotka, profita i količine.)
MATCH@E:(The observed 4.1 model is analyzing income, profit and quantity categories.===>Model 4.1 koji smo posmatrali predstavlja analizu kategorija dohotka, profita i količine.)
MATCH@M:(On the Page Item level we selected a year (or all of them) and product categories for which we do the analysis.===>Na nivou Predmet obrade (Page Item) odabrali smo godinu (ili sve godine) i kategorije proizvoda za koje vršimo analizu.)
MATCH@E:(On the Page Item level we selected a year (or all of them) and product categories for which we do the analysis.===>Na nivou Predmet obrade (Page Item) odabrali smo godinu (ili sve godine) i kategorije proizvoda za koje vršimo analizu.)
MATCH@M:(We observe all this in relation with customers, towns or regions.===>Sve ovo posmatrali smo u odnosu na potrošače, gradove ili regione.)
MATCH@E:(We observe all this in relation with customers, towns or regions.===>Sve ovo posmatrali smo u odnosu na potrošače, gradove ili regione.)
MATCH@M:(This analysis will provide us with precious data on most profitable groups of products.===>Ova analiza pružiće nam dragocene podatke o najprofitabilnijim grupama proizvoda.)
MATCH@E:(This analysis will provide us with precious data on most profitable groups of products.===>Ova analiza pružiće nam dragocene podatke o najprofitabilnijim grupama proizvoda.)
MATCH@M:(We can also see which customers buy most of a particular product and this can affect future sales conditions, discounts, special conditions and the way we treat that particular customer.===>Takođe možemo da vidimo koji potrošači kupuju maj veći broj određenih proizvoda, a ovo može da ima uticaja na buduće uslove prodaje, na popuste, na posebne uslove i na način na koji se ponašamo prema tom određenom potrošaču.)
MATCH@E:(We can also see which customers buy most of a particular product and this can affect future sales conditions, discounts, special conditions and the way we treat that particular customer.===>Takođe možemo da vidimo koji potrošači kupuju majveći broj određenih proizvoda, a ovo može da ima uticaja na buduće uslove prodaje, na popuste, na posebne uslove i na način na koji se ponašamo prema tom određenom potrošaču.)
MATCH@M:(Picture 4.2 shows a graphical presentation of profit according to regions.===>Slika 4.2 prikazuje grafički pregled profita po regionima.)
MATCH@E:(Picture 4.2 shows a graphical presentation of profit according to regions.===>Slika 4.2 prikazuje grafički pregled profita po regionima.)
MATCH@M:(Picture 4.3 shows a multidimensional model that is being used for analyzing quantities of sold products according to brands.===>Slika 4.3 prikazuje multidimenzionalni model koji se koristi u analizi količina prodatih proizvoda po brendovima.)
MATCH@E:(Picture 4.3 shows a multidimensional model that is being used for analyzing quantities of sold products according to brands.===>Slika 4.3 prikazuje multidimenzionalni model koji se koristi u analizi količina prodatih proizvoda po brendovima.)
MATCH@M:(One of the possibilities (the one depicted here) is to analyze all the years - or we can select one of them.===>Jedna od mogućnosti (ovde opisana) jeste da se analiziraju sve godine - ili možemo odabrati jednu od njih.)
MATCH@E:(One of the possibilities (the one depicted here) is to analyze all the years - or we can select one of them.===>Jedna od mogućnosti (ovde opisana) jeste da se analiziraju sve godine ili možemo odabrati jednu od njih.)
MATCH@M:(This clearly shows which brands are attractive and which are not accepted by the market.===>Ovim se jasno pokazuje koji brendovi privlače kupce, a koje brendove tržište ne prihvata.)
MATCH@E:(This clearly shows which brands are attractive and which are not accepted by the market.===>Ovim se jasno pokazuje koji brendovi privlače kupce, a koje brendove tržište ne prihvata.)
MATCH@M:(We can also display data on shops.===>Takođe možemo da prikažemo podatke po prodajnim mestima.)
MATCH@E:(We can also display data on shops.===>Takođe možemo da prikažemo podatke po prodajnim mestima.)
MATCH@M:(For instance, we notice that only one Elisabeth Arden product was sold in Berane over all three observed years, while 11 Dolce Gabana products were sold in the same store.===>Na primer, zapazićemo da je u Beranama prodat samo jedan proizvod marke Elizabet Arden tokom sve tri posmatrane godine, dok je u istoj radnji prodato 11 proizvoda Dolče i Gabana.)
MATCH@E:(For instance, we notice that only one Elisabeth Arden product was sold in Berane over all three observed years, while 11 Dolce Gabana products were sold in the same store. the most profitable month.===>Na primer, zapazićemo da je u Beranama prodat samo jedan proizvod marke Elizabet Arden tokom sve tri posmatrane godine, dok je u istoj radnji prodato 11 proizvoda Dolče i Gabana. ~~~ Jedan od realizovanih radnih listova može da izgleda kao na slici 4.4.)
MATCH@M:(One of the realized workbooks can look like the Picture 4.4.===>Jedan od realizovanih radnih listova može da izgleda kao na slici 4.4.)
MATCH@E:(One of the realized workbooks can look like the Picture 4.4.===>Decembar je bio na drugom mestu po visini ostvarenog profita.)
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BAD_LINE_M:One of the realized workbooks can look like the Picture 4.4.
BAD_LINE_M:Jedan od realizovanih radnih listova može da izgleda kao na slici 4.4.
BAD_LINE_E:One of the realized workbooks can look like the Picture 4.4.
BAD_LINE_E:Decembar je bio na drugom mestu po visini ostvarenog profita.
MATCH@M:(Here we do a comparative analysis of profit by month and by shops and we can observe monthly or seasonal oscillations.===>Ovde vršimo komparativnu analizu profita po mesecima i po prodajnim mestima i možemo da pratimo oscilacije po mesecima ili po sezonama.)
MATCH@E:(Here we do a comparative analysis of profit by month and by shops and we can observe monthly or seasonal oscillations.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Here we do a comparative analysis of profit by month and by shops and we can observe monthly or seasonal oscillations.
BAD_LINE_M:Ovde vršimo komparativnu analizu profita po mesecima i po prodajnim mestima i možemo da pratimo oscilacije po mesecima ili po sezonama.
BAD_LINE_E:Here we do a comparative analysis of profit by month and by shops and we can observe monthly or seasonal oscillations.
BAD_LINE_E:
MATCH@M:(It is obvious that the central region is dominant as far as profit is concerned and that March is the most profitable month.===>Jasno ja da u pogledu profita dominira centralna oblast, a da je mesec mart najprofitabilniji mesec.)
MATCH@E:(It is obvious that the central region is dominant as far as profit is concerned and that March is The 4.9 example shows seasonal oscillations.===>Primer prikazan na slici 4.9 pokazuje sezonske oscilacije.)
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BAD_LINE_M:It is obvious that the central region is dominant as far as profit is concerned and that March is the most profitable month.
BAD_LINE_M:Jasno ja da u pogledu profita dominira centralna oblast, a da je mesec mart najprofitabilniji mesec.
BAD_LINE_E:It is obvious that the central region is dominant as far as profit is concerned and that March is The 4.9 example shows seasonal oscillations.
BAD_LINE_E:Primer prikazan na slici 4.9 pokazuje sezonske oscilacije.
MATCH@M:(This analysis is valid for the entire observed period but if, for instance, we examine only 2006, then July is the most profitable month and the most profitable shop is the Central Depot in the central region (just like in the previous case).===>Ova analiza važi za ceo posmatrani period, ali ako, na primer, posmatramo samo 2006. godinu, onda je juli najprofitabilniji mesec, a najprofitabilnije prodajno mesto je Centralni Depo u centralnoj oblasti (upravo kao i prethodnom slučaju))
MATCH@E:(This analysis is valid for the entire observed period but if, for instance, we examine only 2006, then July is the most profitable month and the most profitable shop is the Central Depot in the central region (just like in the previous case).===>Ovde vršimo komparativnu analizu profita po mesecima i po prodajnim mestima i možemo da pratimo oscilacije po mesecima ili po sezonama. ~~~ Jasno ja da u pogledu profita dominira centralna oblast, a da je mesec mart najprofitabilniji mesec.)
BAD_LINE_=============================================================
BAD_LINE_M:This analysis is valid for the entire observed period but if, for instance, we examine only 2006, then July is the most profitable month and the most profitable shop is the Central Depot in the central region (just like in the previous case).
BAD_LINE_M:Ova analiza važi za ceo posmatrani period, ali ako, na primer, posmatramo samo 2006. godinu, onda je juli najprofitabilniji mesec, a najprofitabilnije prodajno mesto je Centralni Depo u centralnoj oblasti (upravo kao i prethodnom slučaju)
BAD_LINE_E:This analysis is valid for the entire observed period but if, for instance, we examine only 2006, then July is the most profitable month and the most profitable shop is the Central Depot in the central region (just like in the previous case).
BAD_LINE_E:Ovde vršimo komparativnu analizu profita po mesecima i po prodajnim mestima i možemo da pratimo oscilacije po mesecima ili po sezonama. ~~~ Jasno ja da u pogledu profita dominira centralna oblast, a da je mesec mart najprofitabilniji mesec.
MATCH@M:(The following OLAP model described by Picture 4.5, is a model of comparative analysis of profit, where select a product group for observed ships in Page Item.===>Naredni OLAP model opisan je na slici 4.5 i predstavlja model komparativne analize profita, gde smo izdvojili grupu proizvoda u posmatranim prodajnim mestima na Predmetu obrade.)
MATCH@E:(The following OLAP model described by Picture 4.5, is a model of comparative analysis of profit, where select a product group for observed ships in Page Item.===>Ova analiza važi za ceo posmatrani period, ali ako, na primer, posmatramo samo 2006. godinu, onda je juli najprofitabilniji mesec, a najprofitabilnije prodajno mesto je Centralni Depo u centralnoj oblasti (upravo kao i prethodnom slučaju) Naredni OLAP model opisan je na slici 4.5 i predstavlja model komparativne analize profita, gde smo izdvojili grupu proizvoda u posmatranim prodajnim mestima na Predmetu obrade.)
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BAD_LINE_M:The following OLAP model described by Picture 4.5, is a model of comparative analysis of profit, where select a product group for observed ships in Page Item.
BAD_LINE_M:Naredni OLAP model opisan je na slici 4.5 i predstavlja model komparativne analize profita, gde smo izdvojili grupu proizvoda u posmatranim prodajnim mestima na Predmetu obrade.
BAD_LINE_E:The following OLAP model described by Picture 4.5, is a model of comparative analysis of profit, where select a product group for observed ships in Page Item.
BAD_LINE_E:Ova analiza važi za ceo posmatrani period, ali ako, na primer, posmatramo samo 2006. godinu, onda je juli najprofitabilniji mesec, a najprofitabilnije prodajno mesto je Centralni Depo u centralnoj oblasti (upravo kao i prethodnom slučaju) Naredni OLAP model opisan je na slici 4.5 i predstavlja model komparativne analize profita, gde smo izdvojili grupu proizvoda u posmatranim prodajnim mestima na Predmetu obrade.
MATCH@M:(In this particular case we analyze profit from sale of the perfume product group.===>U ovom posebnom slučaju analiziramo profit od prodaje parfema.)
MATCH@E:(In this particular case we analyze profit from sale of the perfume product group.===>U ovom posebnom slučaju analiziramo profit od prodaje parfema.)
MATCH@M:(Adding an exception is simple - in this case it excludes the shops where the sale of perfume exceeded 1,000 euros.===>Izuzetke je jednostavno uvesti - u ovom slučaju isključene su prodavnice u kojima je prodaja parfema premašala sumu od 1000 evra.)
MATCH@E:(Adding an exception is simple - in this case it excludes the shops where the sale of perfume exceeded 1,000 euros.===>Izuzetke je jednostavno uvesti u ovom slučaju isključene su prodavnice u kojima je prodaja parfema premašala sumu od 1000 evra.)
MATCH@M:(The following Picture 4.6 shows a multidimensional model for analyzing income, profit and cost per product, ship, region and year.===>Sledeća slika, 4.6, prikazuje multidimenzionalni model za analizu dohotka, profita i troškova po proizvodu, prodavnici, regionu i godini.)
MATCH@E:(The following Picture 4.6 shows a multidimensional model for analyzing income, profit and cost per product, ship, region and year.===>Sledeća slika, 4.6, prikazuje multidimenzionalni model za analizu dohotka, profita i troškova po proizvodu, prodavnici, regionu i godini.)
MATCH@M:(The following OLAP model described by Picture 4.7 deals with comparative analysis of profit by quarter.===>Naredni OLAP model, opisan na slici 4.7, predstavlja komparativnu analizu profita po tromesečju.)
MATCH@E:(The following OLAP model described by Picture 4.7 deals with comparative analysis of profit by quarter.===>Naredni OLAP model, opisan na slici 4.7, predstavlja komparativnu analizu profita po tromesečju.)
MATCH@M:(The first quarter profit is compared to the second quarter and so on for two consecutive years, 2005 and 2006.===>Profit iz prvog tromesečja poredi se sa profitom iz drugog i tako redom tokom dve uzastopne godine, 2005. i 2006.)
MATCH@E:(The first quarter profit is compared to the second quarter and so on for two consecutive years, 2005 and 2006.===>Profit iz prvog tromesečja poredi se sa profitom iz drugog i tako redom tokom dve uzastopne godine, 2005. i 2006.)
MATCH@M:(The LAG function is used to realize this model.===>Za sprovođenje ovog modela korišćena je LAG funkcija.)
MATCH@E:(The LAG function is used to realize this model.===>Za sprovođenje ovog modela korišćena je LAG funkcija.)
MATCH@M:(This function allows us to do this comparison but also to compare a single period of one year with the same period of the next year or following years.===>Ova funkcija nam dozvoljava da obavimo ovo poređenje, ali takođe da poredimo jedan period jedne godine sa istim tim periodom sledeće godine ili narednih godina.)
MATCH@E:(This function allows us to do this comparison but also to compare a single period of one year with the same period of the next year or following years.===>Ova funkcija nam dozvoljava da obavimo ovo poređenje, ali takođe da poredimo jedan period jedne godine sa istim tim periodom sledeće godine ili narednih godina.)
MATCH@M:(We are using the Rank function that enables us to rank the deviation percentage from the greatest increase to the greatest drop in consecutive quarters.===>Ovde primenjujem funkciju Rank pomoću koje možemo da rangiramo procenat odstupanja od najveceg porasta do najveceg pada u uzastopnim kvartalima.)
MATCH@E:(We are using the Rank function that enables us to rank the deviation percentage from the greatest increase to the greatest drop in consecutive quarters.===>Ovde primenjujem funkciju Rank pomoću koje možemo da rangiramo procenat odstupanja od najvećeg porasta do najvećeg pada u uzastopnim kvartalima.)
MATCH@M:(The rankings show that this is also the greatest single increase in the entire comparative list for consecutive quarters.===>Rangiranje pokazuje da je ovo istovremeno i najveći pojedinačni porast na celoj komparativnoj listi za zastopne tromesečne periode.)
MATCH@E:(The rankings show that this is also the greatest single increase in the entire comparative list for consecutive quarters.===>Rangiranje pokazuje da je ovo istovremeno i najveći pojedinačni porast na celoj komparativnoj listi za uzastopne tromesečne periode.)
MATCH@M:(The greatest loss of profit was in the fourth quarter of 2005 compared to the third quarter - 32.97 per cent.===>Najveći pad profita zabeležen je u četvrtom tromesečju 2005. godine u poređenju sa trećim tromesečjem - 32.97%.)
MATCH@E:(The greatest loss of profit was in the fourth quarter of 2005 compared to the third quarter - 32.97 per cent.===>Najveći pad profita zabeležen je u četvrtom tromesečju 2005. godine u poređenju sa trećim tromesečjem 32.97%.)
MATCH@M:(The next observed model (Picture 4.8) is analyzing profit from sale of perfumes in 2005 by months.===>Sledeći posmatrani model (slika 4.8) predstavlja analizu profita od prodaje parfema tokom 2005. godine, po mesecima.)
MATCH@E:(The next observed model (Picture 4.8) is analyzing profit from sale of perfumes in 2005 by months.===>Sledeći posmatrani model (slika 4.8) predstavlja analizu profita od prodaje parfema tokom 2005. godine, po mesecima.)
MATCH@M:(The greatest profit was made in September, despite expectations that this would happen in March due to the 8 March holiday.===>Najveći profit ostvaren je u septembru, uprkos očekivanjima da će to biti u martu, zbog praznika 8. marta.)
MATCH@E:(The greatest profit was made in September, despite expectations that this would happen in March due to the 8 March holiday.===>Najveći profit ostvaren je u septembru, uprkos očekivanjima da će to biti u martu, zbog praznika 8. marta.)
MATCH@M:(December was the next most profitable month.===>Decembar je bio na drugom mestu po visini ostvarenog profita.)
MATCH@E:(December was the next most profitable month.===>)
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BAD_LINE_M:December was the next most profitable month.
BAD_LINE_M:Decembar je bio na drugom mestu po visini ostvarenog profita.
BAD_LINE_E:December was the next most profitable month.
BAD_LINE_E:
MATCH@M:(If we examine the Sun sun screen we notice that over half a year (October, November, December, January, February and March) not one item was sold, while the greatest profit, as expected, was made in June and July.===>Ako analiziramo Sun mleko za sunčanje, videćemo da tokom pola godine (oktobar, novembar, decembar, januar, februar i mart) nije prodat ni jedan proizvod, dok je najveći profit, kako se i očekivalo, ostvaren u junu i julu.)
MATCH@E:(If we examine the Sun sun screen we notice that over half a year (October, November, December, January, February and March) not one item was sold, while the greatest profit, as expected, was made in June and July.===>Ako analiziramo Sun mleko za sunčanje, videćemo da tokom pola godine (oktobar, novembar, de cembar, januar, februar i mart) nije prodat ni jedan proizvod, dok je najveći profit, kako se i očekivalo, ostvaren u junu i julu.)
MATCH@M:(This is particularly important for products with short expiry date.===>Ovo je posebno značajno kada je reč o proizvodima kratkog roka trajanja.)
MATCH@E:(This is particularly important for products with short expiry date. ~~~ 5.===>Ovo je posebno značajno kada je reč o proizvodima kratkog roka trajanja. 5.)
MATCH@M:(Using business intelligence tools enables us to collect available internal and significant external data in order to transform them into useful information that can help business users make their decisions.===>Primenom alata poslovne inteligencije možemo da prikupimo dostupne interne i značajne eksterne podatke i da ih pretvorimo u korisne informacije koje mogu da pomognu korisnicima u odlučivanju.)
MATCH@E:(CONCLUSION Using business intelligence tools enables us to collect available internal and significant external data in order to transform them into useful information that can help business users make their decisions.===>ZAKLJUČAK Primenom alata poslovne inteligencije možemo da prikupimo dostupne interne i značajne eksterne podatke i da ih pretvorimo u korisne informacije koje mogu da pomognu korisnicima u odlučivanju.)
MATCH@M:(Business intelligence systems are focused on improving information access and distribution capabilities, both for those who make and for those who use such systems.===>Sistemi poslovne inteligencije imaju za cilj da poboljšaju pristup informacijama i mogućnosti distribucije, kako za one koji razvijaju ovakve sisteme, tako i za one koji ih koriste.)
MATCH@E:(Business intelligence systems are focused on improving information access and distribution capabilities, both for those who make and for those who use such systems.===>Sistemi poslovne inteligencije imaju za cilj da poboljšaju pristup informacijama i mogućnosti distribucije, kako za one koji razvijaju ovakve sisteme, tako i za one koji ih koriste.)
MATCH@M:(Data based on use of business intelligence tools provide a trade company with an opportunity to identify not only advantages but also problems.===>Podaci zasnovani na primeni alata poslovne inteligencije pružaju trgovinskoj firmi mogućnost da identifikuje prednosti, ali i probleme.)
MATCH@E:(Data based on use of business intelligence tools provide a trade company with an opportunity to identify not only advantages but also problems.===>Podaci zasnovani na primeni alata poslovne inteligencije pružaju trgovinskoj firmi mogućnost da identifikuje prednosti, ali i probleme.)
MATCH@M:(Therefore the company can deal with causes in a timely manner instead of having to deal with consequences.===>Stoga ta firma može pravovremeno da se bavi uzrocima, a ne da mora da se bavi posledicama.)
MATCH@E:(Therefore the company can deal with causes in a timely manner instead of having to deal with consequences.===>Stoga ta firma može pravovremeno da se bavi uzrocima, a ne da mora da se bavi posledicama. 6.)
MATCH@M:(Pluralism, in the broadest sense, can be understood, on one hand, as the appreciation of different perceptions and interpretations of management problem situations in organizations, and, on the other hand, as a combined use of various methodologies, methods, models, techniques in problem situations structuring and problem solving.===>U najširem smislu, pluralizam može biti shvaćen kao respektovanje različitih percepcija i interpretacija istraživanih upravljačkih problemskih situacija u organizacijama, i kao odgovarajuće kombinovano korišćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema.)
MATCH@E:(10th-13th- September 2008. ~~~ Belgrade, Serbia Pluralism, in the broadest sense, can be understood, on one hand, as the appreciation of different perceptions and interpretations of management problem situations in organizations, and, on the other hand, as a combined use of various methodologies, methods, models, techniques in problem situations structuring and problem solving.===>Poslovna inteligencija, Data status, Beograd, 2006 Š3Ë \ukić, S., Model sistema poslovne inteligenci je za analizu prodaje, magistarski rad, Ekonomski fakultet, Podgorica Š4Ë Oracle Warehouse Builder Users Guide 10g Release 1 (10.1), PDF version, Š5Ë Oracle Business Intelligence Discoverer Ad ministration Guide, Release 10g, PDF version Š6Ë Kašćelan, Lj., Kreiranje OLAP modela u Oracle Discoverer-u, INFO-M, Br. 13/2005, str. 18-22 Pluralizam u kreativnom upravljanju razvojem organizacije UDK 005.342:005.412 Prof. dr Slavica P. Petrović Ekonomski fakultet Univerziteta u Kragujevcu, e-mail: pslavica¿kg.ac.yu XI internacionalni simpozijum SymOrg 2008., 10.-13. septembra 2008, Beograd, Srbija U najširem smislu, pluralizam može biti shvaćen kao respektovanje različitih percepcija i interpretacija istraživanih upravljačkih problemskih situacija u organizacijama, i kao odgovarajuće kombinovano korišćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema.)
BAD_LINE_=============================================================
BAD_LINE_M:Pluralism, in the broadest sense, can be understood, on one hand, as the appreciation of different perceptions and interpretations of management problem situations in organizations, and, on the other hand, as a combined use of various methodologies, methods, models, techniques in problem situations structuring and problem solving.
BAD_LINE_M:U najširem smislu, pluralizam može biti shvaćen kao respektovanje različitih percepcija i interpretacija istraživanih upravljačkih problemskih situacija u organizacijama, i kao odgovarajuće kombinovano korišćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema.
BAD_LINE_E:10th-13th- September 2008. ~~~ Belgrade, Serbia Pluralism, in the broadest sense, can be understood, on one hand, as the appreciation of different perceptions and interpretations of management problem situations in organizations, and, on the other hand, as a combined use of various methodologies, methods, models, techniques in problem situations structuring and problem solving.
BAD_LINE_E:Poslovna inteligencija, Data status, Beograd, 2006 Š3Ë \ukić, S., Model sistema poslovne inteligenci je za analizu prodaje, magistarski rad, Ekonomski fakultet, Podgorica Š4Ë Oracle Warehouse Builder Users Guide 10g Release 1 (10.1), PDF version, Š5Ë Oracle Business Intelligence Discoverer Ad ministration Guide, Release 10g, PDF version Š6Ë Kašćelan, Lj., Kreiranje OLAP modela u Oracle Discoverer-u, INFO-M, Br. 13/2005, str. 18-22 Pluralizam u kreativnom upravljanju razvojem organizacije UDK 005.342:005.412 Prof. dr Slavica P. Petrović Ekonomski fakultet Univerziteta u Kragujevcu, e-mail: pslavica¿kg.ac.yu XI internacionalni simpozijum SymOrg 2008., 10.-13. septembra 2008, Beograd, Srbija U najširem smislu, pluralizam može biti shvaćen kao respektovanje različitih percepcija i interpretacija istraživanih upravljačkih problemskih situacija u organizacijama, i kao odgovarajuće kombinovano korišćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema.
MATCH@M:(Initially determined in this way, pluralism should be treated as a research area that is specially significant for organizational development management, in theoretical, methodological and applicable senses.===>Tako preliminarno opredeljen, pluralizam neosporno predstavlja posebno istraživačko problemsko područje, relevantno za upravljanje razvojem organizacija, u teorijskom, metodološkom i aplikativnom smislu.)
MATCH@E:(Initially determined in this way, pluralism should be treated as a research area that is specially significant for organizational development management, in theoretical, methodological and applicable senses.===>Tako preliminarno opredeljen, pluralizam neosporno predstavlja posebno istraživačko problemsko područje, relevantno za upravljanje razvojem organizacija, u teorijskom, metodološkom i aplikativnom smislu.)
MATCH@M:(A relevant break-through is made in dealing with pluralism in systems thinking and systems practice.===>U sistemskom mišljenju i sistemskoj praksi napravljen je ozbiljan iskorak u bavljenju pluralizmom.)
MATCH@E:(A relevant break-through is made in dealing with pluralism in systems thinking and systems practice.===>U sistemskom mišljenju i sistemskoj praksi napravljen je ozbiljan iskorak u bavljenju pluralizmom.)
MATCH@M:(In the first place, the important result of confronting the different system conceptualizations of organizational problem areas is the powerful Systems movement.===>Pre svega, iz sučeljavanja različitih sistemskih konceptualizacija relevantnih organizacijskih problemskih područja, Sistemski pokret je izašao osnažen.)
MATCH@E:(In the first place, the important result of confronting the different system conceptualizations of organizational problem areas is the powerful Systems movement.===>Pre svega, iz sučeljavanja različitih sistemskih konceptualizacija relevantnih organizacijskih problemskih područja, Sistemski pokret je izašao osnažen.)
MATCH@M:(At the same time, systems thinking has shown a great potential for fruitfully linking the theory with practice.===>Istovremeno, sistemsko mišljenje je pokazalo izuzetan potencijal za argumentovano i korisno povezivanje teorije i prakse.)
MATCH@E:(At the same time, systems thinking has shown a great potential for fruitfully linking the theory with practice.===>Istovremeno, sistemsko mišljenje je pokazalo izuzetan potencijal za argumentovano i korisno povezivanje teorije i prakse.)
MATCH@M:(Namely, in order to understand a management problem situation in a proper way, and to intervene in such situation effectively and efficiently, systems thinking, through employing the valuable contributions of social sciences, tries to support a variety of perspectives on the management problem situation under consideration.===>Koristeći doprinose društvenih nauka, sistemsko mišljenje nastoji da podrži određenu varijetetnost stanovišta o istraživanoj upravljačkoj problemskoj situaciji, koja se pokušava shvatiti i u kojoj se želi efektivno i efikasno intervenisati.)
MATCH@E:(Namely, in order to understand a management problem situation in a proper way, and to intervene in such situation effectively and efficiently, systems thinking, through employing the valuable contributions of social sciences, tries to support a variety of perspectives on the management problem situation under consideration.===>Koristeći doprinose društvenih nauka, sistemsko mišljenje nastoji da podrži određenu varijetetnost stanovišta o istraživanoj upravljačkoj problemskoj situaciji, koja se pokušava shvatiti i u kojoj se želi efektivno i efikasno intervenisati.)
MATCH@M:(Also, systems thinking, through the combined use of methodologies for problem situations structuring, attempts to creatively manage the interventions in organizations.===>Uz to, sistemsko mišljenje nastoji da kroz kombinovano korišćenje metodologija strukturiranja upravljačkih problemskih situacija kreativno vodi intervencije u organizacijama.)
MATCH@E:(Also, systems thinking, through the combined use of methodologies for problem situations structuring, attempts to creatively manage the interventions in organizations.===>Uz to, sistemsko mišljenje nastoji da kroz kombinovano korišćenje metodologija strukturiranja upravljačkih problemskih situacija kreativno vodi intervencije u organizacijama.)
MATCH@M:(System research tries to improve pluralistic practice in organizations by continual thinking about relevant implications of pluralism at a theoretical level.===>Kroz promišljanje o implikacijama pluralizma na teorijskom nivou, sistemsko istraživanje nastoji da unapredi pluralističku praksu u organizacijama.)
MATCH@E:(System research tries to improve pluralistic practice in organizations by continual thinking about relevant implications of pluralism at a theoretical level.===>Kroz promišljanje o implikacijama pluralizma na teorijskom nivou, sistemsko istraživanje nastoji da unapredi pluralističku praksu u organizacijama.)
MATCH@M:(In order to identify the possibilities of founding the systems thinking on pluralism and to determine the usefulness of systems practice in organizations when they are managed by means of pluralism, it is necessary: a) to examine the relationship between pluralism, as a special developmental strategy of systems thninking, and strategies of isolationism, imperialism and pragmatism, and b) to consider the basic pluralistic systemic theoretical-methodological and applicable developments - System of Systems Methodologies, Total Systems Intervention and Multimethodology.===>U utvrđivanju mogućnosti utemeljivanja sistemskog mišljenja na pluralizmu i opredeljivanju koristi koje sistemske prakse u organizacijama mogu imati ukoliko su upravljane uz pomoć pluralizma neophodno je: a) preispitati odnos pluralizma, kao posebne strategije razvoja sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma, i b) razmotriti osnovne pluralističke sistemske teorijsko-metodološke i aplikativne razvoje - Sistem Sistemskih Metodologija, Sveukupnu Intervenciju u Sistemima i Multimetodologiju.)
MATCH@E:(In order to identify the possibilities of founding the systems thinking on pluralism and to determine the usefulness of systems practice in organizations when they are managed by means of pluralism, it is necessary: a) to examine the relationship between pluralism, as a special developmental strategy of systems thninking, and strategies of isolationism, imperialism and pragmatism, and b) to consider the basic pluralistic systemic theoreticalmethodological and applicable developments System of Systems Methodologies, Total Systems Intervention and Multimethodology.===>U utvrđivanju mogućnosti utemeljivanja sistemskog mišljenja na pluralizmu i opredeljivanju koristi koje sistemske prakse u organizacijama mogu imati ukoliko su upravljane uz pomoć pluralizma neophodno je: a) preispitati odnos pluralizma, kao posebne strategije razvoja sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma, i b) razmotriti osnovne pluralističke sistemske teorijsko-metodološke i aplikativne razvoje - Sistem Sistemskih Metodologija, Sveukupnu Intervenciju u Sistemima i Multimetodologiju.)
MATCH@M:(Initially defined in this way, pluralism is obviously a distinctive problem area, relevant in terms of both theory, methodology, and application.===>Tako preliminarno opredeljen, pluralizam neosporno predstavlja posebno istraživačko problemsko područje, relevantno u teorijskom, metodološkom i aplikativnom smislu.)
MATCH@E:(Initially defined in this way, pluralism is obviously a distinctive problem area, relevant in terms of both theory, methodology, and application.===>Tako preliminarno opredeljen, pluralizam neosporno predstavlja posebno istraživačko problemsko područje, relevantno u teorijskom, metodološkom i aplikativnom smislu.)
MATCH@M:(The key reasons for a broad, well founded study of pluralism in the modern Systems Science and Management Science are numerous and varied [6, 2000, pp. 377 -378].===>Ključni razlozi širokog, utemeljenog bavljenja pluralizmom u savremenom Systems Science-u i Management Science-u su brojni i različiti [6, 2000, pp. 377 -378].)
MATCH@E:(The key reasons for a broad, well founded study of pluralism in the modern Systems Science and Management Science are numerous and varied Š6, 2000, pp. 377 378Ë.===>Ključni razlozi širokog, utemeljenog bavljenja pluralizmom u savremenom Systems Science-u i Management Science-u su brojni i različiti Š6, 2000, pp. 377 378Ë.)
MATCH@M:(Primarily, it is a well known fact that traditional approaches have become the issue of much criticism in various applied disciplines.===>Pre svega, činjenica je da su u različitim primenjenim disciplinama tradicionalni prilazi predmet ozbiljnih kritika.)
MATCH@E:(Primarily, it is a well known fact that traditional approaches have become the issue of much criticism in various applied disciplines.===>Pre svega, činjenica je da su u različitim primenjenim disciplinama tradicionalni prilazi predmet ozbiljnih kritika.)
MATCH@M:(In the systems thinking, in organizational theory, and in classic operational research, the old, orthodox approaches have become the issue of justified challenge, the new perspectives being opened in the paradigmatic sense.===>U sistemskom mišljenju, organizacionoj teoriji, klasičnim operacionim istraživanjima, stari, ortodoksni prilazi su predmet argumentovanih osporavanja, a, u paradigmatskom smislu nove perspektive se otvaraju.)
MATCH@E:(In the systems thinking, in organizational theory, and in classic operational research, the old, orthodox approaches have become the issue of justified challenge, the new perspectives being opened in the paradigmatic sense.===>U sistemskom mišljenju, organizacionoj teoriji, klasičnim operacionim istraživanjima, stari, ortodoksni prilazi su predmet argumentovanih osporavanja, a, u paradigmatskom smislu nove perspektive se otvaraju.)
MATCH@M:(The relations between different approaches to the development of each particular discipline are the topic of special study.===>Odnosi između različitih pristupa razvijanju svake pojedine discipline su predmet posebnih promišljanja.)
MATCH@E:(The relations be tween different approaches to the development of each particular discipline are the topic of special study.===>Odnosi između različitih pristupa razvijanju svake pojedine discipline su predmet po sebnih promišljanja.)
MATCH@M:(Challenging totalyzing discourses that claim to command the truth and generating conditions for the emergence of respective relativism, appears as special support to research into pluralism.===>Takođe, suprotstavljanje totalizujućim diskursima, koji tvrde da raspolažu istinama, i generisanje uslova za odgovarajući relativizam, predstavlja posebnu podršku istraživanju pluralizma.)
MATCH@E:(Challenging totalyzing discourses that claim to command the truth and generating conditions for the emergence of respective relativism, appears as special support to research into pluralism.===>Takođe, suprotstavljanje totalizujućim diskursima, koji tvrde da raspolažu istinama, i generisanje uslova za odgovarajući relativizam, predstavlja posebnu podršku istraživanju pluralizma.)
MATCH@M:(Besides, from the practitioners' point of view, pluralism apparently becomes indispensable in the processes of creative management of the development of modern organizations.===>Uz navedeno, sa stanovišta praktičara, čini se da je u procesima kreativnog upravljanja razvojem savremenih organizacija pluralizam neophodan.)
MATCH@E:(Besides, from the practitioners point of view, pluralism apparently becomes indispensable in the processes of creative management of the development of modern organizations.===>Uz navedeno, sa stanovišta praktičara, čini se da je u procesima kreativnog upravljanja razvojem savremenih organizacija pluralizam neophodan.)
MATCH@M:(An important breakthrough has been made in the systems thinking and practice into the study of pluralism.===>U sistemskom mišljenju i sistemskoj praksi napravljen je ozbiljan iskorak u bavljenju pluralizmom.)
MATCH@E:(An important breakthrough has been made in the systems thinking and practice into the study of pluralism.===>U sistemskom mišljenju i sistemskoj praksi napravljen je ozbiljan iskorak u bavljenju pluralizmom.)
MATCH@M:(In the first place, through the conflict among various systemic conceptualizations of relevant organizational problem areas, the Systems movement came out stronger.===>Pre svega, iz sučeljavanja različitih sistemskih konceptualizacija relevantnih organizacijskih problemskih područja, Sistemski pokret je izašao osnažen.)
MATCH@E:(In the first place, through the conflict among various systemic conceptualizations of relevant organizational problem areas, the Systems movement came out stronger.===>Pre svega, iz sučeljavanja različitih sistemskih konceptualizacija relevantnih organizacijskih problemskih područja, Sistemski pokret je izašao osnažen.)
MATCH@M:(Simultaneously, systems thinking displayed a remarkable potential for a reasoned and useful linking of theory and practice.===>Istvremeno, sistemsko mišljenje je pokazalo izuzetan potencijal za argumentovano i korisno povezivanje teorije i prakse.)
MATCH@E:(Simultaneously, systems thinking displayed a remarkable potential for a reasoned and useful linking of theory and practice.===>Istvremeno, sistemsko mišljenje je pokazalo izuzetan potencijal za argumentovano i korisno povezivanje teorije i prakse.)
MATCH@M:(Making use of respective contributions of social sciences, systems thinking tries to support a certain variability of standpoint on a complex and manyfold management problem situationunder consideration that we wish to apprehend and effectively and efficiently intervene into.===>Koristeći odgovarajuće doprinose društvenih nauka, sistemsko mišljenje nastoji da podrži određenu varijetetnost stanovišta o istraživanoj složenoj i višeznačnoj upravljačkoj problemskoj situaciji, koja se pokušava shvatiti i u kojoj se želi efektivno i efikasno intervenisati.)
MATCH@E:(Making use of respective contributions of social sciences, systems thinking tries to support a certain variability of standpoint on a complex and manyfold management problem situationunder consideration that we wish to apprehend and effectively and efficiently inter vene into.===>Koristeći odgovarajuće doprinose društvenih nauka, sistemsko mišljenje nastoji da podrži određenu varijetetnost stanovišta o istraživanoj složenoj i višeznačnoj upravljačkoj problemskoj situaciji, koja se pokušava shvatiti i u kojoj se želi efektivno i efikasno intervenisati.)
MATCH@M:(Furthermore, systems thinking applies a combined use of methodologies of management problem situations structuring to creatively conduct interventions in complex and dynamic organizations.===>Uz to, sistemsko mišljenje nastoji da kroz kombinovano korišćenje metodologija strukturiranja upravljačkih problemskih situacija kreativno vodi intervencije u kompleksnim i dinamičkim organizacijama.)
MATCH@E:(Furthermore, systems thinking applies a combined use of methodologies of management problem situations structuring to creatively conduct interventions in complex and dynamic organizations.===>Uz to, sistemsko mišljenje nastoji da kroz kombinovano korišćenje metodologija strukturiranja upravljačkih problemskih situacija kreativno vodi intervencije u kompleksnim i dinamičkim organizacijama.)
MATCH@M:(Systems thinking tries to improve pluralistic practice through reasoning on the implications of pluralism on a theoretical level.===>Kroz promišljanje o implikacijama pluralizma na teorijskom nivou, sistemsko istraživanje nastoji da unapredi pluralističku praksu.)
MATCH@E:(Systems thinking tries to improve pluralistic practice through reasoning on the implications of pluralism on a theoretical level.===>Kroz promišljanje o implikacijama pluralizma na teo rijskom nivou, sistemsko istraživanje nastoji da unapredi pluralističku praksu.)
MATCH@M:(In defining the possibilities of using pluralism as basis to establish systems thinking and in determining the benefit the systems practices may have in organizations if managed through pluralism, it is necessary, in the first place, to analyse the relationship between pluralism as a distinctive strategy of systems thinking development and the isolationism, imperialism and pragmatism strategies.===>U utvrđivanju mogućnosti utemeljivanja sistemskog mišljenja na pluralizmu i opredeljivanju koristi koje sistemske prakse u organizacijama mogu imati ukoliko su upravljane uz pomoć pluralizma neophodno je, pre svega, preispitati odnos između pluralizma, kao posebne strategije razvoja sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma.)
MATCH@E:(Pluralistic strategy of systemic thinking and practice development In defining the possibilities of using pluralism as basis to establish systems thinking and in determining the benefit the systems practices may have in organizations if managed through pluralism, it is necessary, in the first place, to analyse the relationship between pluralism as a distinctive strategy of systems thinking development and the isolationism, imperialism and pragmatism strategies.===>Pluralistička strategija razvoja sistemskog mišljenja i prakse U utvrđivanju mogućnosti utemeljivanja sistemskog mišljenja na pluralizmu i opredeljivanju koristi koje sistemske prakse u organizacijama mogu imati ukoliko su upravljane uz pomoć pluralizma neophodno je, pre svega, preispitati odnos između pluralizma, kao posebne strategije razvoja sistemskog mišljenja, i strategija izolacionizma, imperijalizma i pragmatizma.)
MATCH@M:(As regards the above mentioned, the following four MS developmental strategies emerged: isolationism, imperialism, pragmatism and pluralism [5, 1995, pp. 311 - 316].===>U vezi sa navedenim, izdvojile su se sledeće četiri razvojne strategije MS-a: izolacionizam, imperijalizam, pragmatizam i pluralizam [5], 1995, pp. 311 - 316].)
MATCH@E:(As regards the above mentioned, the following four MS developmental strategies emerged: isolationism, imperialism, pragmatism and pluralism Š5, 1995, pp. 311 - 316Ë.===>U vezi sa navedenim, izdvojile su se sledeće četiri razvojne strategije MS-a: izolacionizam, imperijalizam, pragmatizam i pluralizam Š5, 1995, pp. 311 - 316Ë.)
MATCH@M:(The strategy of isolationism is supposed to result into the presence of various trends in MS, the trends that develop independently, on the bases of their own hypotheses, and with a minimum interaction.===>Izolacionisticka strategija bi trebala rezultirati postojanjem različitih tokova u MS-u, koji se nezavisno razvijaju, na osnovama sopstvenih pretpostavki, i sa minimalnim međukontaktom.)
MATCH@E:(The strategy of isolationism is supposed to result into the presence of various trends in MS, the trends that develop independently, on the bases of their own hypotheses, and with a minimum interaction.===>Izolacionistička strategija bi trebala rezultirati postojanjem različitih tokova u MS-u, koji se nezavisno razvijaju, na osnovama sopstvenih pretpostavki, i sa minimalnim među-kontaktom.)
MATCH@M:(The promoters of isolationism deem their MS approach to be self-sufficient.===>Predstavnici izolacionizma shvataju sopstveni MS- prilaz kao samodovoljan.)
MATCH@E:(The promoters of isolationism deem their MS approach to be self-sufficient.===>Predstavnici izolacionizma shvataju sopstveni MS- prilaz kao samodovoljan.)
MATCH@M:(They believe that there is nothing to learn from other perspectives, which are considered useless.===>Oni veruju da ne postoji ništa što se može naučiti iz drugih perspektiva, koje se smatraju nekorisnim.)
MATCH@E:(They believe that there is nothing to learn from other perspectives, which are considered useless.===>Oni veruju da ne postoji ništa što se može naučiti iz drugih perspektiva, koje se smatraju nekorisnim.)
MATCH@M:(In such circumstances, the attempts of building the ideas of alternative methodological tendencies into a certain preferential position might weaken the given position, therefore they are taken as a serious threat.===>U tim okolnostima, pokušaji ugrađivanja ideja iz alternativnih metodoloških tendencija u određenu preferiranu poziciju bi mogli oslabiti dotičnu poziciju, i stoga se shvataju kao ozbiljna pretnja.)
MATCH@E:(In such circumstances, the attempts of building the ideas of alternative methodological tendencies into a certain preferential position might weaken the given position, therefore they are taken as a serious threat.===>U tim okolnostima, pokušaji ugrađivanja ideja iz alternativnih metodoloških tendencija u određenu preferiranu poziciju bi mogli oslabiti dotičnu poziciju, i stoga se shvataju kao ozbiljna pretnja.)
MATCH@M:(The isolationists are especially powerful in the traditional MS and in the Organizastional cybernetics.===>Izolacionisti su posebno moćni u tradicionalnom MS-u i Organizacionoj kibernetici.)
MATCH@E:(The isolationists are especially powerful in the traditional MS and in the Organizastional cybernetics.===>Izolacionisti su posebno moćni u tradicionalnom MS-u i Organizacionoj kibernetici.)
MATCH@M:(The paradigmatic incompatibility1 can be quoted as supportive to isolationistic strategy.===>Paradigmatska nesamerljivost1 bi mogla biti navedena kao podrška izolacionističkoj strategiji.)
MATCH@E:(The paradigmatic incompatibility1 can be quoted as supportive to isolationistic strategy.===>Paradigmatska nesamerljivost1 bi mogla biti navedena kao podrška izolacionističkoj strategiji.)
MATCH@M:(There are suggestions that isolationism should be abandoned since it disintegrates MS as a scientific discipline, prevents establishing purposeful relationships of different methodological tendencies, and discredits the profession with clients who do not believe that one method is enough to solve all the problems.===>Smatra se da izolacionizam treba biti odbačen, zato što dezintegriše MS kao naučnu disciplinu, sprečava uspostavljanje osmišljenih odnosa između različitih metodoloških tokova, i diskredituje dotičnu profesiju kod klijenata koji ne veruju da jedan metod može rešiti sve probleme.)
MATCH@E:(There are suggestions that isolationism should be abandoned since it disintegrates MS as a scientific discipline, prevents establishing purposeful relationships of different methodological tendencies, and discredits the profession with clients who do not believe that one method is enough to solve all the problems.===>Smatra se da izolacionizam treba biti odbačen, zato što dezintegriše MS kao naučnu disciplinu, sprečava uspostavljanje osmišljenih odnosa između različitih metodoloških tokova, i diskredituje dotičnu profesiju kod klijenata koji ne veruju da jedan metod može rešiti sve probleme.)
MATCH@M:(The imperialistic strategy has it that one MS approach is superior to its other methodological trends, capable of providing adequate premises for the development of MS as a distinct scientific discipline.===>Imperijalistička strategija pretpostavlja da je jedan MS prilaz, u odnosu na ostale njegove metodološke tokove, superioran, i sposoban da obezbedi adekvatne premise razvoja MS-a kao posebne naučne discipline.)
MATCH@E:(The imperialistic strategy has it that one MS approach is superior to its other methodological trends, capable of providing adequate premises for the development of MS as a distinct scientific discipline.===>Imperijalistička strategija pretpostavlja da je jedan MS prilaz, u odnosu na ostale njegove metodološke tokove, superioran, i sposoban da obezbedi adekvatne premise razvoja MS-a kao posebne naučne discipline.)
MATCH@M:(It is simultaneously willing to incorporate certain aspects of other methodological trends, provided that they can, in terms of favoured approach, be useful and fortifying.===>Istovremeno, postoji spremnost da se inkorporiraju izvesni aspekti drugih metodoloških tokova, ukoliko se smatra da oni, u kategorijama favorizovanog pristupa, mogu biti korisni i mogu ga osnažiti.)
MATCH@E:(It is simultaneously willing to incorporate certain aspects of other methodological trends, provided that they can, in terms of favoured approach, be useful and fortifying.===>Istovremeno, postoji spremnost da se inkorporiraju izvesni aspekti drugih metodoloških tokova, ukoliko se smatra da oni, u kategorijama favorizovanog pristupa, mogu biti korisni i mogu ga osnažiti.)
MATCH@M:(The knowledge gained from other methodological developments will be integrated into the theoretical-methodological aparatus of the favoured approach as long as these do not endanger its key principles.===>Saznanja iz drugih metodoloških razvoja će biti integrisana u teorijsko-metodološku aparaturu favorizovanog prilaza sve dotle dok ne prete njegovim ključnim načelima.)
MATCH@E:(The knowledge gained from other methodological developments will be integrated into the theoreticalmethodological aparatus of the favoured approach as long as these do not endanger its key principles.===>Saznanja iz drugih metodoloških razvoja će biti integrisana u teorijsko-metodološku aparaturu favorizovanog prilaza sve dotle dok ne prete njegovim ključnim načelima.)
MATCH@M:(The representatives of the imperialistic strategy believe that they can explain the presence of alternative approaches, as well as analyse the limited sphere of their use, in the category of the approach they consider to be the leading one.===>Predstavnici imperijalističke strategije veruju da mogu razjasniti postojanje alternativnih prilaza, i analizirati ograničenu sferu njihove primene, u kategorijama pristupa kome oni priznaju vodeću poziciju.)
MATCH@E:(The representatives of the imperialistic strategy believe that they can explain the presence of alternative approaches, as well as analyse the limited sphere of their use, in the category of the approach they consider to be the leading one.===>Predstavnici imperijalističke strategije veruju da mogu razjasniti postojanje alternativnih prilaza, i analizirati ograničenu sferu njihove primene, u kategorijama pristupa kome oni priznaju vodeću poziciju.)
MATCH@M:(Especially powerful imperialistic aspirations are identified in the soft systems thinking (hard systems thinking is often taken to be a special case of soft systems thinking) [1, 1985, pp. 757 - 767] and Organizational cybernetics.===>Posebno snažne imperijalističke aspiracije su identifikovane u soft sistemskom mišljenju (hard sistemsko mišljenje se često smatra posebnim slučajem soft sistemskog mišljenja [1, 1985, pp. 757 - 767], i Organizacionoj kibernetici.)
MATCH@E:(Especially powerful imperialistic aspirations are identified in the soft systems thinking (hard systems thinking is often taken to be a special case of soft systems thinking) Š1, 1985, pp. 757 - 767Ë and Organizational cybernetics.===>Posebno snažne imperijalističke aspiracije su identifikovane u soft sistemskom mišljenju (hard sistemsko mišljenje se često smatra posebnim slučajem soft sistemskog mišljenja Š1, 1985, pp. 757 - 767Ë, i Organizacionoj kibernetici.)
MATCH@M:(This MS developmental strategy of was abandoned since, in order to be aplicable within any other paradigm, the methodologies and methods developed to function in one paradigm have to be "denaturalised", that is, deprived of their key determinants, therefore the full potential available for MS cannot be realized.===>Ova strategija razvoja MS-a je odbačena, zato što metodologije i metodi razvijeni u službi jedne paradigme, da bi bili upotrebljeni pod okriljem drugačijih paradigmi, moraju biti "denaturalizovani", odnosno, lišeni svojih ključnih određenja, čime puni potencijal raspoloživ za MS ne može biti realizovan.)
MATCH@E:(This MS developmental strategy of was abandoned since, in order to be aplicable within any other paradigm, the methodologies and methods developed to function in one paradigm have to be denaturalised, that is, deprived of their key determinants, therefore the full potential available for MS cannot be realized.===>Ova strategija razvoja MS-a je odbačena, zato što metodologije i metodi razvijeni u službi jedne paradigme, da bi bili upotrebljeni pod okriljem drugačijih paradigmi, moraju biti denaturalizovani, odnosno, lišeni svojih ključnih određenja, čime puni potencijal raspoloživ za MS ne može biti realizovan.)
MATCH@M:(At the same time, the imperialistic scenario of MS development is considered to be feasible if broader, social impacts favour one approach over certain other methodological alternatives, endangering their chances to be applied.===>Istovremeno, smatra se da je imperijalistički scenario razvoja MS-a ostvariv ukoliko širi, društveni uticaji favorizuju jedan prilaz na račun određenih metodoloških alternativa, ugrožavajući njihove šanse za primenu.)
MATCH@E:(At the same time, the imperialistic scenario of MS development is considered to be feasible if broader, social impacts favour one approach over certain other methodological alternatives, endangering their chances to be applied.===>Istovremeno, smatra se da je imperijalistički scenario razvoja MS-a ostvariv ukoliko širi, društveni uticaji favorizuju jedan prilaz na račun određenih metodoloških alternativa, ugrožavajući njihove šanse za primenu.)
MATCH@M:(The pragmatists do not bother to take "artificial" theoretical distinctions into consideration.===>Pragmatisti ne brinu o "artificijelnim" teorijskim distinkcijama.)
MATCH@E:(The pragmatists do not bother to take artificial theoretical distinctions into consideration.===>Pragmatisti ne brinu o artificijelnim teorijskim distinkcijama.)
MATCH@M:(They concentrate upon building an appropriate "collection of tools" in which the methods and techniques are taken from different MS trends and prepared to be jointly used in the course of problem solving, on condition the problem situation under consideration justifies the application of a given set of methods and techniques.===>Oni se koncentrišu na građenje odgovarajuće "kolekcije instrumenata", u kojoj su metodi i tehnike preuzeti iz različitih tokova MS-a, i pripremljeni da budu zajedno upotrebljeni tokom rešavanja problema, ukoliko istraživana problemska situacija opravdava korišćenje datog skupa metoda i tehnika.)
MATCH@E:(They concentrate upon building an appropriate collection of tools in which the methods and techniques are taken from different MS trends and prepared to be jointly used in the course of problem solving, on condition the problem situation under consideration justifies the application of a given set of methods and techniques.===>Oni se koncentrišu na građenje odgovarajuće kolekcije instrumenata, u kojoj su metodi i tehnike preuzeti iz različitih tokova MS-a, i pripremljeni da budu zajedno upotrebljeni tokom rešavanja problema, ukoliko istraživana problemska situacija opravdava korišćenje datog skupa metoda i tehnika.)
MATCH@M:(The selection of methods and techniques, as well as the entire procedure, are deemed to be justified as measured by the results obtained in practice.===>Izbor metoda i tehnika, i celokupna procedura se smatraju opravdanim u razmerama davanja rezultata u praksi.)
MATCH@E:(The selection of methods and techniques, as well as the entire procedure, are deemed to be justified as measured by the results obtained in practice.===>Izbor metoda i tehnika, i celokupna procedura se smatraju opravdanim u razmerama davanja rezultata u praksi.)
MATCH@M:(The appeal of the pragmatist option is evident among the representatives of the traditional MS and some soft systems thinkers.===>Privlačnost pragmatističke opcije je evidentna među predstavnicima tradicionalnog MS-a i pojedinim soft sistemskim misliocima.)
MATCH@E:(The appeal of the pragmatist option is evident among the representatives of the traditional MS and some soft systems thinkers.===>Privlačnost pragmatističke opcije je evidentna među predstavnicima tradicionalnog MS-a i pojedinim soft sistemskim misliocima.)
MATCH@M:(This strategy, however, was abandoned because it failed to support the development of MS as a distinct scientific discipline.===>Međutim, ova strategija je odbačena zato što nije mogla da podrži razvoj MS-a kao posebne naučne discipline.)
MATCH@E:(This strategy, however, was abandoned because it failed to support the development of MS as a distinct scientific discipline.===>Međutim, ova strategija je odbačena zato što nije mogla da podrži razvoj MS-a kao posebne naučne discipline.)
MATCH@M:(Theory, which the representatives of the pragmatist strategy try to avoid, is necessary to explain why certain methods are successful, while others are not, that is, to enable us to learn from experience and to be in a position to pass the lessons learned to others.===>Teorija, koje se predstavnici pragmatističke strategije klone, nužna je da bi se razumelo zašto su pojedini metodi uspešni, a drugi ne, to jest da bi se moglo učiti iz iskustva, i da bi se stečena znanja mogla preneti drugima.)
MATCH@E:(Theory, which the representatives of the pragmatist strategy try to avoid, is necessary to explain why certain methods are successful, while others are not, that is, to enable us to learn from experience and to be in a position to pass the lessons learned to others.===>Teorija, koje se predstavnici pragmatističke strategije klone, nužna je da bi se razumelo zašto su pojedini metodi uspešni, a drugi ne, tj. da bi se moglo učiti iz iskustva, i da bi se stečena znanja mogla preneti drugima.)
MATCH@M:(Besides, pragmatism is especially dangerous in the social field, as it may result in errors to be dearly paid for, otherwise possible to avoid by following relevant theories.===>Osim toga, pragmatizam je posebno opasan u društvenom području, jer može rezultirati skupim greškama, koje se mogu izbeći uz pomoć odgovarajućih teorijskih razumevanja.)
MATCH@E:(Besides, pragmatism is especially dangerous in the social field, as it may result in errors to be dearly paid for, otherwise possible to avoid by following relevant theories.===>Osim toga, pragmatizam je posebno opasan u društvenom području, jer može rezultirati skupim greškama, koje se mogu izbeći uz pomoć odgovarajućih teorijskih razumevanja.)
MATCH@M:(Also, pragmatism may lead to the application of methods whose implementation is ensured, not because they are most appropriate to the problem situation under consideration, but because they further strengthen the position of the powerful.===>Takođe, pragmatizam može dovesti do korišćenja metoda čija je implementacija osigurana, ali ne zato što su najprimereniji istraživanoj problemskoj situaciji, već zato što osnažuju poziciju moćnih.)
MATCH@E:(Also, pragmatism may lead to the application of methods whose implementation is ensured, not because they are most appropriate to the problem situation under consideration, but because they further strengthen the position of the powerful.===>Takođe, pragmatizam može dovesti do korišćenja metoda čija je implementacija osigurana, ali ne zato što su najprimereniji istraživanoj problemskoj situaciji, već zato što osnažuju poziciju moćnih.)
MATCH@M:(It is an accepted fact that different approaches stress different relevant interlinked aspects of the complex and multilayer management problem under consideration.===>Prihvata se da različiti prilazi ističu različite relevantne međupovezane aspekte istraživanog kompleksnog i višeznačnog upravljačkog problema.)
MATCH@E:(It is an accepted fact that different approaches stress different relevant interlinked aspects of the complex and multilayer management problem under consideration.===>Prihvata se da različiti prilazi ističu različite relevantne međupovezane aspekte istraživanog kompleksnog i višeznačnog upravljačkog problema.)
MATCH@M:(The strengths and weaknesses of the MS trends will be better understood and the field of effective application of each approach must be determined individually.===>Snage i slabosti tokova MS-a će biti potpunije shvaćene, a područje efektivne primene svakog prilaza mora biti posebno utvrđeno.)
MATCH@E:(The strengths and weaknesses of the MS trends will be better understood and the field of effective application of each approach must be determined individually.===>Snage i slabosti tokova MS-a će biti potpunije shvaćene, a područje efektivne primene svakog prilaza mora biti posebno utvrđeno.)
MATCH@M:(The diversity of theories and methodologies available in the MS is understood not as heralding a crisis in the MS as a scientific discipline, but as expressing an growing competence and effectiveness in a certain variety of management problem situations [18, 2004, pp. 411 - 431].===>Raznolikost teorija i metodologija raspoloživih u MS-u se shvata ne kao najava krize u MS-u kao naučnoj disciplini, već kao izraz narasle kompetentnosti i efektivnosti u određenoj varijetetnosti upravljačkih problemskih situacija [18, 2004, pp. 411 - 431].)
MATCH@E:(The diversity of theories and methodologies available in the MS is understood not as heralding a crisis in the MS as a scientific discipline, but as expressing an growing competence and effectiveness in a certain variety of management problem situations Š18, 2004, pp. 411 431Ë.===>Raznolikost teorija i metodologija raspoloživih u MS-u se shvata ne kao najava krize u MS-u kao naučnoj disciplini, već kao izraz narasle kompetentnosti i efektivnosti u određenoj varijetetnosti upravljačkih problemskih situacija Š18, 2004, pp. 411 - 431Ë.)
MATCH@M:(Pluralism is considered to offer, as regards the foundations of a traditional MS, the best bases for the (re)construction of the MS as a cohesive discipline and profession.===>Smatra se da pluralizam nudi, u odnosu na utemeljenja tradicionalnog MS-a, najbolje osnove (re)izgradnje MS-a kao kohezivne discipline i profesije.)
MATCH@E:(Pluralism is considered to offer, as regards the foundations of a traditional MS, the best bases for the (re)construction of the MS as a cohesive discipline and profession.===>Smatra se da pluralizam nudi, u odnosu na utemeljenja tradicionalnog MS-a, najbolje osnove (re)izgradnje MS-a kao kohezivne discipline i profesije. 3.)
MATCH@M:(The SiSiM attempts to show that different systems methodologies, relying on different hypotheses on the nature of different ideally-standard management problem contexts, can be understood as an appropriate, scientifically founded and practically beneficial complementary set.===>SiSiM nastoji da pokaže da različite sistemske metodologije, oslonjene na različite pretpostavke o prirodi posebnih idealno-tipskih upravljačkih problemskih konteksta, mogu biti shvaćene kao odgovarajući, naučno utemeljen i praktično koristan komplementarni skup.)
MATCH@E:(The SiSiM attempts to show that different systems methodologies, relying on different hypotheses on the nature of different ideally-standard management problem contexts, can be understood as an appropriate, scientifically founded and practically beneficial complementary set.===>SiSiM nastoji da pokaže da različite sistemske metodologije, oslonjene na različite pretpostavke o prirodi posebnih idealno-tipskih upravljačkih problemskih konteksta, mogu biti shvaćene kao odgovarajući, naučno utemeljen i praktično koristan komplementarni skup.)
MATCH@M:(The starting point in the building of the SiSiM was the idea that it is possible to develop an ideally-standard matrix of problem context, that may be used to classify systems methodologies in accordance with their key premises on the nature of problem situations.===>U građenju SiSiM-a pošlo se od ideje da je moguće razviti idealno-tipsku matricu problemskih konteksta, koja može biti upotrebljena za razvrstavanje sistemskih metodologija u skladu sa njihovim ključnim pretpostavkama o prirodi problemskih situacija.)
MATCH@E:(The starting point in the building of the SiSiM was the idea that it is possible to develop an ideally-standard matrix of problem context, that may be used to classify systems methodologies in accordance with their key premises on the nature of problem situations.===>U građenju SiSiM-a pošlo se od ideje da je moguće razviti idealno-tipsku matricu problemskih konteksta, koja može biti upotrebljena za razvrstavanje sistemskih metodologija u skladu sa njihovim ključnim pretpostavkama o prirodi problemskih situacija.)
MATCH@M:(The systems, within which the management problems are located, are classed in a continuum from relatively simple to extremely complex, according to the following criteria: the number of subsystems, the number and the level of organization of the subsystems interactions, the preliminary determination / the prior lack of determination of the subsystems' properties, deterministic / probabilistic laws in the systems conduct, systems nonevolution / evolution over time, nongenerating / generating the subsystems own objectives, a considerable exclusiveness /openess od the systems as regards the environment.===>Sistemi, u koje su istraživani upravljački problemi smešteni, razvrstani su na kontinuumu od relativno jednostavnih do ekstremno kompleksnih, i to uvažavajući sledeće kriterijume: broj podsistema, broj i nivo organizovanosti interakcija podsistema, prethodna određenost / prethodna neodređenost svojstava podsistema, determinističke / probabilističke zakonitosti ponašanja sistema, neevoluiranje / evoluiranje sistema tokom vremena, negenerisanje / generisanje sopstvenih ciljeva od strane podsistema, znatna zatvorenost / otvorenost sistema u odnosu na okruženje.)
MATCH@E:(The systems, within which the management problems are located, are classed in a continuum from relatively simple to extremely complex, according to the following criteria: the number of subsystems, the number and the level of organization of the subsystems interactions, the preliminary determination / the prior lack of determination of the subsystems properties, deterministic / probabilistic laws in the systems conduct, systems nonevolution / evolution over time, nongenerating / generating the subsystems own objectives, a considerable exclusiveness /openess od the systems as regards the environment.===>Sistemi, u koje su istraživani upravljački problemi smešteni, razvrstani su na kontinuumu od relativno jednostavnih do ekstremno kompleksnih, i to uvažavajući sledeće kriterijume: broj podsistema, broj i nivo organizovanosti interakcija podsistema, prethodna određenost / prethodna neodređenost svojstava podsistema, determinističke / probabilističke zakonitosti ponašanja sistema, neevoluiranje / evoluiranje sistema tokom vremena, negenerisanje / generisanje sopstvenih ciljeva od strane podsistema, znatna zatvorenost / otvorenost sistema u odnosu na okruženje.)
MATCH@M:(Relatively simple management problems are embraced and expressed by relatively simple systems, while extremely complex management problems situations are represented by complex systems.===>Relativno jednostavni upravljački problemi su obuhvaćeni i iskazani relativno jednostavnim sistemima, a ekstremno složene upravljačke problemske situacije su reprezentovane kompleksnim sistemima.)
MATCH@E:(Relatively simple management problems are embraced and expressed by relatively simple systems, while extremely complex management problems situations are represented by complex systems.===>Relativno jednostavni upravljački problemi su obuhvaćeni i iskazani relativno jednostavnim sistemima, a ekstremno složene upravljačke problemske situacije su reprezentovane kompleksnim sistemima.)
MATCH@M:(In turn, the relations among the participants in the management problem situation under consideration are observed as unitary, pluralistic or forced, in that the criteria for categorization of the participants' relations are the following: existence / non-existence of mutual interests, the level of compatibility / conflict of values and thinking, the level of consensus / lack of consensus on the goals and means, participation / no participation in the problem solving and decisionmaking processes, acting in accordance with the agreed goals.===>A odnosi između učesnika u istraživanoj upravljačkoj problemskoj situaciji su posmatrani kao unitarni, pluralistički ili prisilni, s tim da su kriterijumi kategorizacije odnosa učesnika sledeći: postojanje / nepostojanje zajedničkih interesa, nivo kompatibilnosti / konfliktnosti vrednosti i mišljenja, nivo saglasnosti / nepostojanje saglasnosti o ciljevima i sredstvima, učešće / ili ne u procesima rešavanja problema i odlučivanja, delovanje u skladu sa usaglašenim ciljevima.)
MATCH@E:(In turn, the relations among the participants in the management problem situation under consideration are observed as unitary, pluralistic or forced, in that the criteria for categorization of the participants relations are the following: existence / non-existence of mutual interests, the level of compatibility / conflict of values and thinking, the level of consensus / lack of consensus on the goals and means, participation / no participation in the problem solving and decisionmaking processes, acting in accordance with the agreed goals.===>A odnosi između učesnika u istraživanoj upravljačkoj problemskoj situaciji su posmatrani kao unitarni, pluralistički ili prisilni, s tim da su kriterijumi kategorizacije odnosa učesnika sledeći: postojanje / nepostojanje zajedničkih interesa, nivo kompatibilnosti / konfliktnosti vrednosti i mišljenja, nivo saglasnosti / nepostojanje saglasnosti o ciljevima i sredstvima, učešće / ili ne u procesima rešavanja problema i odlučivanja, delovanje u skladu sa usaglašenim ciljevima.)
MATCH@M:(The result of a one-off consideration into the specified key dimensions of the management problems situations - systems dimensions and the participant dimensions - is a respective matrix of six basic types of problems contexts in organizations: simple-unitary, complex-unitary, simple-pluralistic, complex-pluralistic, simple-forced, complex-forced.===>Rezultat jednovremenog razmatranja specificiranih ključnih dimenzija upravljačkih problemskih situacija - dimenzije sistema i dimenzije učesnika - je odgovarajuća matrica šest osnovnih tipova problemskih konteksta u organizacijama: jednostavan-unitaran, kompleksan-unitaran, jednostavan-pluralistički, komplek-san-pluralistički, jednostavan-prisilan, kompleksan-prisilan.)
MATCH@E:(The result of a one-off consideration into the specified key dimensions of the management problems situations systems dimensions and the participant dimensions is a respective matrix of six basic types of problems contexts in organizations: simple-unitary, complex-unitary, simple-pluralistic, complex-pluralistic, simple-forced, complex-forced.===>Rezultat jednovremenog razmatranja specificiranih ključnih dimenzija upravljačkih problemskih situacija - dimenzije sistema i dimenzije učesnika - je odgovarajuća matrica šest osnovnih tipova problemskih konteksta u organizacijama: jednostavan-unitaran, kompleksan-unitaran, jednostavan-pluralistički, kompleksan-pluralistički, jednostavan-prisilan, kompleksanprisilan.)
MATCH@M:(Identifying the six ideally-standard problems contexts in organizations implies the need for a variety of methodologies of management problems situations structuring, having in mind that crucial differences between the problems contexts are to be reflected in different methodology types.===>Identifikovanje šest idealno-tipskih problemskih konteksta u organizacijama implicira potrebu za nekom varijetetnošću metodologija strukturiranja upravljačkih problemskih situacija, s tim da bitne razlike između problemskih konteksta trebaju biti reflektovane u različitim tipovima metodologija.)
MATCH@E:(Identifying the six ideally-standard problems contexts in organizations implies the need for a variety of methodologies of management problems situations structuring, having in mind that crucial differences between the problems contexts are to be reflected in different methodology types.===>Identifikovanje šest idealno-tipskih problemskih konteksta u organizacijama implicira potrebu za nekom varijetetnošću metodologija strukturiranja upravljačkih problemskih situacija, s tim da bitne razlike između problemskih konteksta trebaju biti reflektovane u različitim tipovima metodologija.)
MATCH@M:(Therefore, the next step in the building of the SiSiM is the linking the existing systems methodologies of problem situations structuring, that is, the management problem solving methods, with defined problem contexts - Figure 1. [16, 2006, p. 350; 17, 2007, p. 214].:===>Dakle, sledeći korak u građenju SiSiM-a je povezivanje postojećih sistemskih metodologija strukturiranja problemskih situacija, odnosno, metoda rešavanja upravljačkih problema, sa opredeljenim problemskim kontekstima - Slika 1. [16, 2006, str. 350; 17, 2007, p. 214]:)
MATCH@E:(Therefore, the next step in the building of the SiSiM is the linking the existing systems methodologies of problem situations structuring, that is, the management problem solving methods, with defined problem contexts Figure 1.===>Dakle, sledeći korak u građenju SiSiM-a je povezivanje postojećih sistemskih metodologija strukturiranja problemskih situacija, odnosno, metoda rešavanja upravljačkih problema, sa opredeljenim problemskim kontekstima Slika 1. Š16, 2006, str. 350; 17, 2007, p. 214Ë:)
MATCH@M:(The developed SiSiM brought several important benefits in its wake.===>Iz razvijenog SiSiM-a preliminarno je proizašlo nekoliko važnih koristi.)
MATCH@E:(The developed SiSiM brought several important benefits in its wake.===>Iz razvijenog SiSiM-a preliminarno je proizašlo nekoliko važnih koristi.)
MATCH@M:(First and foremost, the SiSiM requires the researchers to determine the methodology that is most adequate to a problem context under consideration, for any management problem situation they deal with.===>Pre svega, SiSiM zahteva od istraživača da u svakoj upravljačkoj problemskoj situaciji kojom se bave utvrde koja metodologija je najprimerenija istraživanom problemskom kontekstu.)
MATCH@E:(First and foremost, the SiSiM requires the researchers to determine the methodology that is most adequate to a problem context under consideration, for any management problem situation they deal with.===>Pre svega, SiSiM zahteva od istraživača da u svakoj upravljačkoj problemskoj situaciji kojom se bave utvrde koja metodologija je najprimerenija istraživanom problemskom kontekstu.)
MATCH@M:(Then, the SiSiM helps understand the difficulties resulting from the application of a problem solving methodological approach that is inadequate to a concrete problem context - for example, in case of applying the Methodology of soft systems in forced management problem contexts.===>Zatim, SiSiM pomaže razumevanje teškoća koje proizilaze iz primene nekog metodološkog pristupa rešavanju problema koji je neprimeren konkretnom problemskom kontekstu - na primer, u slučaju korišćenja Metodologije soft sistema u prisilnim upravljačkim problemskim kontekstima.)
MATCH@E:(Then, the SiSiM helps understand the difficulties resulting from the application of a problem solving methodological approach that is inadequate to a concrete problem context for example, in case of applying the Methodology of soft systems in forced management problem contexts.===>Zatim, SiSiM pomaže razumevanje teškoća koje proizilaze iz primene nekog metodološkog pristupa rešavanju problema koji je neprimeren konkretnom problemskom kontekstu - na primer, u slučaju korišćenja Metodologije soft sistema u prisilnim upravljačkim problemskim kontekstima.)
MATCH@M:(Finally, of crucial importance - especially in the long run - is the opening of a new perspective of systems thinking and Management Science development.===>Konačno, od odlučujuće važnosti - posebno u dugom roku - je otvaranje nove perspektive razvoja sistemskog mišljenja i Management Science-a.)
MATCH@E:(Finally, of crucial importance especially in the long run is the opening of a new perspective of systems thinking and Management Science development.===>Konačno, od odlučujuće važnosti posebno u dugom roku - je otvaranje nove perspektive razvoja sistemskog mišljenja i Management Science-a.)
MATCH@M:(In fact, appreciating the different methodologies as sets of instruments geared to different problem contexts, the SiSiM has offered an adequate method of departing from the debates on Operational Research and systems research in which the various methodologies/methods of problem solving are understood as competitive.===>Zapravo, shvatajući različite metodologije kao instrumentarijume primerene različitim problemskim kontekstima, SiSiM je ponudio odgovarajući način izlaska iz onih debata o Operacionim istraživanjima i sistemskim istraživanjima u kojima su različite metodologije/metodi rešavanja problema shvatani kao konkurentski.)
MATCH@E:(In fact, appreciating the different methodologies as sets of instruments geared to different problem contexts, the SiSiM has offered an adequate method of departing from the debates on Operational Research and systems research in which the various methodologies/methods of problem solving are understood as competitive.===>Zapravo, shvatajući različite metodologije kao instrumentarijume primerene različitim problemskim kontekstima, SiSiM je ponudio odgovarajući način izlaska iz onih debata o Operacionim istraživanjima i sistemskim istraživanjima u kojima su različite metodologije/metodi rešavanja problema shvatani kao konkurentski.)
MATCH@M:(An evident breakthrough made by the SiSiM suggested an opportunity to achieve pluralism based on different methodologies (hard, cybernetic, soft systems approaches, etc.) developed from more than one paradigm.===>Evidentan iskorak napravljen SiSiM-om sugerisao je mogućnost dostizanja pluralizma zasnovanog na različitim metodologijama (hard, kibernetski, soft sistemski prilazi, i tako dalje) razvijenim iz više od jedne paradigme.)
MATCH@E:(An evident breakthrough made by the SiSiM suggested an opportunity to achieve pluralism based on different methodologies (hard, cybernetic, soft systems approaches, etc.) developed from more than one paradigm.===>Evidentan iskorak napravljen SiSiM-om sugerisao je mogućnost dostizanja pluralizma zasno vanog na različitim metodologijama (hard, kibernetski, soft sistemski prilazi, itd.) razvijenim iz više od jedne paradigme.)
MATCH@M:(However, the pluralism incorporated in the SiSiM is implicitly limited to different interventions into the organizational development management.===>Međutim, pluralizam obuhvaćen SiSiM-om je implicitno ograničen na različite intervencije u upravljanju razvojem organizacija.)
MATCH@E:(However, the pluralism incorporated in the SiSiM is implicitly limited to different interventions into the organizational development management.===>Međutim, pluralizam obuhvaćen SiSiM-om je implicitno ograničen na različite intervencije u upravljanju razvojem organizacija.)
MATCH@M:(Namely, the application of varied methodologies within one and the same intervention has not been taken into consideration.===>Odnosno, korišćenje različitih metodologija u istoj intervenciji nije razmatrano.)
MATCH@E:(Namely, the application of varied methodologies within one and the same intervention has not been taken into consideration.===>Odnosno, korišćenje različitih metodologija u istoj intervenciji nije razmatrano.)
MATCH@M:(Another drawback of the SiSiM results from tha lack of explicit distinction made between the methodology concept (as regards the entire theory of method application) and the methods or techniques concepts, which in turn results into a lack of flexibility in the use of methods, models, techniques, instruments together with methodology applied.===>Druga manjkavost SiSiM-a proizilazi iz ne pravljenja jasne distinkcije između koncepta metodologije (reč je o sveukupnoj teoriji korišćenja metoda) i koncepata metoda ili tehnika, iz čega rezultira nefleksibilno korišćenje metoda, modela, tehnika, instrumenata udruženih sa primenjenom metodologijom.)
MATCH@E:(Another drawback of the SiSiM results from tha lack of explicit distinction made between the methodology concept (as regards the entire theory of method application) and the methods or techniques concepts, which in turn results into a lack of flexibility in the use of methods, models, techniques, instruments together with methodology applied.===>Druga manjkavost SiSiM-a proizilazi iz ne pravljenja jasne distinkcije između koncepta metodologije (reč je o sveukupnoj teoriji korišćenja metoda) i koncepata metoda ili tehnika, iz čega rezultira nefleksibilno korišćenje metoda, modela, tehnika, instrumenata udruženih sa primenjenom metodologijom.)
MATCH@M:(For example, the selection of the Methodology of Soft Systems authomatically requires the use of various techniques associated with this methodology ("rich images", CATWOE, etc).===>Na primer, izborom Metodologije soft sistema automatski se koriste i različite tehnike pridružene toj metodologiji (?bogate slike", CATWOE, i tako dalje).)
MATCH@E:(For example, the selection of the Methodology of Soft Systems authomatically requires the use of various techniques associated with this methodology (rich images, CATWOE, etc).===>Na primer, izborom Metodologije soft sistema automatski se koriste i različite tehnike pridružene toj metodologiji (?bogate slike, CATWOE, itd.).)
MATCH@M:(In addition to the above said, not much attention is paid to other ways of understanding problem contexts.===>Uz navedeno, nedovoljna pažnja je posvećena drugačijim načinima shvatanja problemskih konteksta.)
MATCH@E:(In addition to the above said, not much attention is paid to other ways of understanding problem contexts.===>Uz navedeno, nedovoljna pažnja je posvećena drugačijim načinima shvatanja problemskih konteksta.)
MATCH@M:(That is, the problem solver should examine the problem contexts in the light of different appreciations of the world, in order to determine which of the appreciations is most adequate in reflecting the essence of the management problem context he encounters.===>Odnosno, rešavalac problema bi trebalo da preispita problemske kontekste u svetlu različitih shvatanja sveta, kako bi odredio koje shvatanje sveta najprimerenije obuhvata suštinu upravljačkog problemskog konteksta sa kojim se on susreće.)
MATCH@E:(That is, the problem solver should examine the problem contexts in the light of different appreciations of the world, in order to determine which of the appreciations is most adequate in reflecting the essence of the management problem context he encounters.===>Odnosno, rešavalac problema bi trebalo da preispita problemske kontekste u svetlu različitih shvatanja sveta, kako bi odredio koje shvatanje sveta najprimerenije obuhvata suštinu upravljačkog problemskog konteksta sa kojim se on susreće.)
MATCH@M:(The key SiSiM idea that pluralism should be based on different concepts of the management problem situation under consideration and on the use of respective methodologies in combination, is operationalized in the TSI.===>Ključna ideja Si-SiM-a da pluralizam treba biti zasnovan na različitim shvatanjima istraživane upravljačke problemske situacije i korišćenju odgovarajućih metodologija u kombinaciji, operacionalizovana je u SIS-u.)
MATCH@E:(The key SiSiM idea that pluralism should be based on different concepts of the management problem situation under consideration and on the use of respective methodologies in combination, is operationalized in the TSI.===>Ključna ideja SiSiM-a da pluralizam treba biti zasnovan na različitim shvatanjima istraživane upravljačke problemske situacije i korišćenju odgovarajućih metodologija u kombinaciji, operacionalizovana je u SIS-u.)
MATCH@M:(As a new approach to planning, designing, problem solving in organizations, and evaluation, the TSI relies on the critical systems thinking in a philosophical, or theoretical sense.===>Kao novi pristup planiranju, dizajniranju, rešavanju problema u organizacijama, evaluaciji, SIS se u filozofskom, odnosno, teorijskom smislu oslanja na kritičko sistemsko mišljenje.)
MATCH@E:(As a new approach to planning, designing, problem solving in organizations, and evaluation, the TSI relies on the critical systems thinking in a philosophical, or theoretical sense.===>Kao novi pristup planiranju, dizajniranju, rešavanju problema u organizacijama, evaluaciji, SIS se u filozofskom, odnosno, teorijskom smislu oslanja na kritičko sistemsko mišljenje.)
MATCH@M:(• Organizations are too complicated to be understood by means of one management model, and their problems are too complex to be discussed via the so-called prompt identification.===>• Organizacije su previše komplikovane da bi mogle biti shvaćene korišćenjem jednog upravljačkog modela, a njihovi problemi su previše kompleksni da bi se pretresali tzv. brzim određivanjem.)
MATCH@E:(Certain crucial principles operationalized in the TSI are: Organizations are too complicated to be understood by means of one management model, and their problems are too complex to be discussed via the so-called prompt identification.===>Neki od bitnih principa, operacionalizovani u SIS-u su: ~~~ Organizacije su previše komplikovane da bi mogle biti shvaćene korišćenjem jednog upravljač kog modela, a njihovi problemi su previše kompleksni da bi se pretresali tzv. brzim određivanjem.)
MATCH@M:(• Organizations and their problems ought to be researched into using a respective rank of systems metaphors.===>• Organizacije i njihovi problemi bi trebali biti istraženi korišćenjem odgovarajućeg ranga sistemskih metafora.)
MATCH@E:(Organizations and their problems ought to be researched into using a respective rank of systems metaphors.===>Organizacije i njihovi problemi bi trebali biti istraženi korišćenjem odgovarajućeg ranga sistemskih metafora.)
MATCH@M:(• The strengths and weaknesses of systems methodologies can be estimated, and each methodology may be linked to respective organizational problems.===>• Snage i slabosti sistemskih metodologija mogu biti procenjene, a svaka od metodologija može biti povezana sa odgovarajućim organizacijskim problemima.)
MATCH@E:(The strengths and weaknesses of systems methodologies can be estimated, and each methodology may be linked to respective organizational problems.===>Snage i slabosti sistemskih metodologija mogu biti procenjene, a svaka od metodologija može biti povezana sa odgovarajućim organizacijskim problemima.)
MATCH@M:(• The TSI develops a system interactive cycle of research.===>• SIS razvija sistemski interaktivan krug istraživanja.)
MATCH@E:(The TSI develops a system interactive cycle of research.===>SIS razvija sistemski interaktivan krug istraživanja.)
MATCH@M:(Relevant stakeholders are included in all the phases of the TSI.===>Relevantni stakeholder-i su uključeni u sve faze SIS-a.)
MATCH@E:(Relevant stakeholders are included in all the phases of the TSI.===>Relevantni stakeholder-i su uključeni u sve faze SIS-a.)
MATCH@M:(The task in the creativity phase is to use the systems metaphors as organizing structures to help managers and other stakeholders think creatively of their enterprises.===>Zadatak u fazi kreativnosti je upotrebiti metafore sistema kao organizujuće strukture da bi se pomoglo menadžerima i drugim stakeholder-ima da o svojim preduzećima promišljaju kreativno.)
MATCH@E:(The Total Systems Intervention The task in the creativity phase is to use the systems metaphors as organizing structures to help managers and other stakeholders think creatively of their enterprises.===>Sveukupna Intervencija u Sistemima Zadatak u fazi kreativnosti je upotrebiti metafore sistema kao organizujuće strukture da bi se pomoglo menadžerima i drugim stakeholder-ima da o svojim preduzećima promišljaju kreativno.)
MATCH@M:(The given organizational meatphors - machinery, organic, brain metaphor, culture metaphor, political system metaphor, physical prison metaphor, the flow and transformation metaphor, the domination instrument metaphor [15, 1997] are focused upon varied relevant aspects of the organization under consideration and upon its problems -the organizational culture, the human and political aspects of organization, etc.===>Dotične metafore organizacija - mašinska, organska, metafora mozga, metafora kulture, metafora političkog sistema, metafora fizičkog zatvora, metafora toka i transformacija, metafora instrumenta dominacije [15, 1997] fokusirane su na različite relevantne aspekte istraživane organizacije i njene probleme - na organizacionu strukturu, ljudske i političke aspekte organizacije, i tako dalje)
MATCH@E:(The given organizational meatphors machinery, organic, brain metaphor, culture metaphor, political system metaphor, physical prison metaphor, the flow and transformation metaphor, the domination instrument metaphor Š15, 1997Ë are focused upon varied relevant aspects of the organization under consideration and upon its problems the organizational culture, the human and political aspects of organization, etc.===>Dotične metafore organizacija - mašinska, organska, metafora mozga, metafora kulture, metafora političkog sistema, metafora fizičkog zatvora, metafora toka i transformacija, metafora instrumenta dominacije Š15, 1997Ë fokusirane su na različite relevantne aspekte istraživane organizacije i njene probleme - na organizacionu strukturu, ljudske i političke aspekte organizacije, itd.)
MATCH@M:(Pluralism is introduced as a means to obtain a broader knowledge of management problems situations as well as to incorporate the concepts from alternative paradigms.===>Pluralizam se uvodi kao sredstvo dobijanja bogatije spoznaje upravljačkih problemskih situacija, i da bi se obuhvatila shvatanja iz alternativnih paradigmi.)
MATCH@E:(Pluralism is introduced as a means to obtain a broader knowledge of management problems situations as well as to incorporate the concepts from alternative paradigms.===>Pluralizam se uvodi kao sredstvo dobijanja bogatije spoznaje upravljačkih problemskih situacija, i da bi se obuhvatila shvatanja iz alternativnih paradigmi.)
MATCH@M:(The use of systems metaphors serves as support the formalization of the process by which a decision maker analyses management problem contexts in the light of different views of the world.===>Korišcenjem sistemskih metafora podržava se formalizovanje procesa pomoću koga rešavalac problema ispituje upravljačke problemske kontekste u svetlu različitih shvatanja sveta.)
MATCH@E:(The use of systems metaphors serves as support the formalization of the process by which a decision maker analyses management problem contexts in the light of different views of the world.===>Korišćenjem sistemskih metafora podržava se formalizovanje procesa pomoću koga rešavalac problema ispituje upravljačke problemske kontekste u svetlu različitih shvatanja sveta.)
MATCH@M:(The result of the creativity phase is a set of key issues and problems that becomes the basis for the selection of systems methodology/methodologies of intervention in the organization under consideration.===>Rezultat faze kreativnosti je skup ključnih pitanja i problema, koji postaje osnov izbora sistemske metodologije/a intervencije u istraživanoj organizaciji.)
MATCH@E:(The result of the creativity phase is a set of key issues and problems that becomes the basis for the selection of systems methodology/methodologies of intervention in the organization under consideration.===>Rezultat faze kreativnosti je skup ključnih pitanja i problema, koji postaje osnov izbora sistemske metodologije/a intervencije u istraživanoj organizaciji.)
MATCH@M:(In the selection phase, alongside the metaphor analysis, the SiSiM is used to identify the strengths and weaknesses of prospective candidate-methodologies.===>U fazi izbora, uporedo sa analizom metafora, upotrebljava se SiSiM da bi se otkrile snage i slabosti mogućih kandidat-metodologija.)
MATCH@E:(In the selection phase, alongside the metaphor analysis, the SiSiM is used to identify the strengths and weaknesses of prospective candidate-methodologies.===>U fazi izbora, uporedo sa analizom metafora, upotrebljava se SiSiM da bi se otkrile snage i slabosti mogućih kandidat-metodologija.)
MATCH@M:(The intervention methodology/methodologies is/are selected on the basis of whether their strengths make them adequate for dealing with major organizational issues and problems identified in the creativity phase.===>Metodologija/e intervencije se bira na osnovu toga da li je njene snage čine primerenom bavljenju glavnim organizacijskim pitanjima i problemima identifikovanim u fazi kreativnosti.)
MATCH@E:(The intervention methodology/methodologies is/are selected on the basis of whether their strengths make them adequate for dealing with major organizational issues and problems identified in the creativity phase.===>Metodologija/e intervencije se bira na osnovu toga da li je njene snage čine primerenom bavljenju glavnim organizacijskim pitanjima i problemima identifikovanim u fazi kreativnosti.)
MATCH@M:(The result of the selection phase is the "dominant" methodology which, if necessary, is to be supported by respective "dependent" methodologies.===>Rezultat faze izbora je "dominantna" metodologija, koja, ukoliko je potrebno, treba biti podržana odgovarajućim "zavisnim" metodologijama.)
MATCH@E:(The result of the selection phase is the dominant methodology which, if necessary, is to be supported by respective dependent methodologies.===>Rezultat faze izbora je dominantna metodologija, koja, ukoliko je potrebno, treba biti podržana odgovarajućim zavisnim metodologijama.)
MATCH@M:(During the implementation phase, the methodology/ methodologies selected are applied to devise the required specific suggestions and to implement these, that is, to process the management problems situation in an adequate manner.===>Tokom faze implementacije, izabrana metodologija/e se upotrebljava da bi se stiglo do zahtevanih specifičnih predloga i da bi se oni implementirali, odnosno, da bi se istraživana upravljačka problemska situacija adekvatno preradila.)
MATCH@E:(During the implementation phase, the methodology/ methodologies selected are applied to devise the required specific suggestions and to implement these, that is, to process the management problems situation in an adequate manner.===>Tokom faze implementacije, izabrana metodologija/e se upotrebljava da bi se stiglo do zahtevanih specifičnih predloga i da bi se oni implementirali, odnosno, da bi se istraživana upravljačka problemska situacija adekvatno preradila.)
MATCH@M:(The result will be a coordinated change caused in such aspects of the organization under consideration that are currently most vital to its effective, efficient, ethical, etc. functioning.===>Rezultat je koordinisana promena prouzrokovana u onim aspektima istraživane organizacije koji su tekuće najvitalniji za njeno efektivno, efikasno, etično, i tako dalje funkcionisanje.)
MATCH@E:(The result will be a coordinated change caused in such aspects of the organization under consideration that are currently most vital to its effective, efficient, ethical, etc. functioning.===>Rezultat je koordinisana promena prouzrokovana u onim aspektima istraživane organizacije koji su tekuće najvitalniji za njeno efektivno, efikasno, etično, itd. funkcionisanje.)
MATCH@M:(The views of the participants as to what the major organizational problem areas are change over time.===>Shvatanja učesnika o tome šta su glavne problemske oblasti organizacije se tokom vremena menjaju.)
MATCH@E:(The views of the participants as to what the major organizational problem areas are change over time.===>Shvatanja učesnika o tome šta su glavne problemske oblasti organizacije se tokom vremena menjaju.)
MATCH@M:(A dymanic aspect of the TIS means a continual iterative circling about the creativity, selecting and changing implementation, in accordance with the relations between the "dominant" and the "dependent" methodologies.===>Dinamički aspekt SIS-a znači neprekidno iterativno kruženje oko kreativnosti, izbora i menjanja implementacije, a shodno odnosima "dominantne" i "zavisnih" metodologija.)
MATCH@E:(A dymanic aspect of the TIS means a continual iterative circling about the creativity, selecting and changing implementation, in accordance with the relations between the dominant and the dependent methodologies.===>Dinamički aspekt SIS-a znači neprekidno iterativno kruženje oko kreativnosti, izbora i menjanja implementacije, a shodno odnosima dominantne i zavisnih metodologija.)
MATCH@M:(The TSI, therefore, encourages creative reasoning on the nature of the managemnt problem situation under consideration, and once the decision on the character of the major organizational difficulties has been made, the SIS conducts the manager/researcher towards the type of systems methodology most adequate in creative dealing with the problems identified as major ones.===>Dakle, SIS podstiče kreativno promišljanje o prirodi istraživane upravljačke problemske situacije, a kada se odluka o karakteru glavnih organizacijskih teškoća donese, SIS vodi menadžera/istraživača prema tipu sistemske metodologije koja je najprimerenija za kreativno bavljenje problemima identifikovanim kao najvažniji.)
MATCH@E:(The TSI, therefore, encourages creative reasoning on the nature of the managemnt problem situation under consideration, and once the decision on the character of the major organizational difficulties has been made, the SIS conducts the manager/researcher towards the type of systems methodology most adequate in creative dealing with the problems identified as major ones.===>Dakle, SIS podstiče kreativno promišljanje o prirodi istraživane upravljačke problemske situacije, a kada se odluka o karakteru glavnih organizacijskih teškoća donese, SIS vodi menadžera/istraživača prema tipu sistemske metodologije koja je najprimerenija za kreativno bavljenje problemima identifikovanim kao najvažniji.)
MATCH@M:(As the intervention using the TSI proceedes, the nature of the problems situation is being analysed, which will be reflected in the selection of the systems methodology/methodolo-gies.===>Kako se, uz korišćenje SIS-a, intervencija odvija, tako se priroda problemske situacije preispituje, što će se odraziti na izbor sistemske metodologije/a.)
MATCH@E:(As the intervention using the TSI proceedes, the nature of the problems situation is being analysed, which will be reflected in the selection of the systems methodology/methodologies.===>Kako se, uz korišćenje SIS-a, intervencija odvija, tako se priroda problemske situacije preispituje, što će se odraziti na izbor sistemske metodologije/a.)
MATCH@M:(Namely, in dealing with highly complex, dynamic, interactive, multilayer management problem situations, the simultaneous identification of different relevant aspects revealed through different perspectives of observing the situation means the use of different systems methodologies in combination - one is "dominant" whereas the others are the "support" methodologies.===>Odnosno, u bavljenju visoko kompleksnim, dinamičkim, interaktivnim, višeznačnim upravljačkim problemskim situacijama, istovremeno naznačavanje različitih relevantnih aspekata otkrivenih kroz različite perspektive promatranja situacije podrazumeva korišćenje različitih sistemskih metodologija u kombinaciji - jedna je "dominantna", a druge su metodologije "podrške".)
MATCH@E:(Namely, in dealing with highly complex, dynamic, interactive, multilayer management problem situations, the simultaneous identification of different relevant aspects revealed through different perspectives of observing the situation means the use of different systems methodologies in combination one is dominant whereas the others are the support methodologies.===>Odnosno, u bavljenju visoko kompleksnim, dinamičkim, interaktivnim, višeznačnim upravljačkim problemskim situacijama, istovremeno naznačavanje različitih relevantnih aspekata otkrivenih kroz različite perspektive promatranja situacije podrazumeva korišćenje različitih sistemskih metodologija u kombinaciji jedna je dominantna, a druge su metodologije podrške.)
MATCH@M:(As a meta-methodology, the TIS has made an important theoretical-methodological and applicable step by making it possible to use the methodologies belonging to different paradigms in one and the same intervention and in one and the same problem situation.===>Kao metametodologija, SIS je napravio bitan teorijsko-metodološki i aplikativni iskorak omogućivši da u istoj intervenciji na istoj problemskoj situaciji budu upotrebljene metodologije koje pripadaju različitim paradigmama.)
MATCH@E:(As a meta-methodology, the TIS has made an important theoretical-methodological and applicable step by making it possible to use the methodologies belonging to different paradigms in one and the same intervention and in one and the same problem situation.===>Kao meta-metodologija, SIS je napravio bitan teorijsko-metodološki i aplikativni iskorak omogućivši da u istoj intervenciji na istoj problemskoj situaciji budu upotrebljene metodologije koje pripadaju različitim paradigmama.)
MATCH@M:(The TSI tries to devise an adequate, coherent way of managing different methodologies that rely on alternative episte-mologic premises.===>SIS nastoji da pronađe primeren, koherentan način upravljanja različitim metodologijama oslonjenim na alternativne epistemološke pretpostavke.)
MATCH@E:(The TSI tries to devise an adequate, coherent way of managing different methodologies that rely on alternative epistemologic premises.===>SIS nastoji da pronađe primeren, koherentan način upravljanja različitim metodologijama oslonjenim na alternativne epistemološke pretpostavke.)
MATCH@M:(On condition that it is practically impossible to use different methodologies alongside each other in complex problems situstions, the TSI assumes that the best way in methodological pluralism is to -over a given time interval - treat one methodology as "dominant", and the others as "dependent" and that the relationship among the methodologies is to be continually analysed and changed in accordance with new knowledge on the management problem situation under consideration.===>Ukoliko je u kompleksnim problemskim situacijama praktično nemoguće koristiti različite metodologije jednu pored druge, SIS sugeriše da je tada za metodološki pluralizam najbolje da se - u određenom intervalu vremena - jedna metodologija smatra "dominantnom", a druge "zavisnim", s tim da se odnos između metodologija stalno preispituje i može promeniti shodno novim saznanjima o istraživanoj upravljačkoj poblemskoj situaciji.)
MATCH@E:(On condition that it is practically impossible to use different methodologies alongside each other in complex problems situstions, the TSI assumes that the best way in methodological pluralism is to over a given time interval treat one methodology as dominant, and the others as dependent and that the relationship among the methodologies is to be continually analysed and changed in accordance with new knowledge on the management problem situation under consideration.===>Ukoliko je u kompleksnim problemskim situacijama praktično nemoguće koristiti različite metodologije jednu pored druge, SIS sugeriše da je tada za metodološki pluralizam najbolje da se - u određenom intervalu vremena - jedna metodologija smatra dominantnom, a druge zavisnim, s tim da se odnos između metodologija stalno preispituje i može promeniti shodno novim saznanjima o istraživanoj upravljačkoj poblemskoj situaciji.)
MATCH@M:(If the greatest strength of the TSI was its activity on the meta-methodological level, in order to ensure that methodologies representing different paradigmatic hypotheses can be used combined, the activities on this level also resulted into certain TSI weaknesses.===>Ako je najveća snaga SIS-a bilo delovanje na meta-metodološkom nivou, da bi se osiguralo da metodologije koje otelotvoruju različite paradigmatske pretpostavke mogu biti upotrebljene u kombinaciji, delovanje na ovom nivou je istovremeno rezultiralo određenom slabošću SIS-a.)
MATCH@E:(If the greatest strength of the TSI was its activity on the meta-methodological level, in order to ensure that methodologies representing different paradigmatic hypotheses can be used combined, the activities on this level also resulted into certain TSI weaknesses.===>Ako je najveća snaga SIS-a bilo delovanje na metametodološkom nivou, da bi se osiguralo da metodologije koje otelotvoruju različite paradigmatske pretpostavke mogu biti upotrebljene u kombinaciji, delovanje na ovom nivou je istovremeno rezultiralo određenom slabošću SIS-a.)
MATCH@M:(Similarly to the SiSiM, the TSI requires that the "total" methodologies be used, which evidently results into a substantial lack of flexibility in the use of methodologies, i.e., their methods, models, and techniques.===>Poput SiSiM-a, SIS zahteva korišćenje "celovitih" metodologija, iz čega evidentno rezultira bitan manjak fleksibilnosti korišćenja metodologija, odnosno, njihovih metoda, modela, tehnika.)
MATCH@E:(Similarly to the SiSiM, the TSI requires that the total methodologies be used, which evidently results into a substantial lack of flexibility in the use of methodologies, i.e., their methods, models, and techniques.===>Poput SiSiM-a, SIS zahteva korišćenje celovitih metodologija, iz čega evidentno rezultira bitan manjak fleksibilnosti korišćenja metodologija, odnosno, njihovih metoda, modela, tehnika.)
MATCH@M:(A separate, unsolved TSI problem refers to the assumption that it can remain "above paradigms", selecting methodologies in accordance with a specific human interest they have to meet.===>Zaseban, neotklonjeni problem SIS-a tiče se sugerisanja da on može ostati "iznad paradigmi", izdvajajući metodologije u skladu sa posebnim ljudskim interesom kome one treba da služe.)
MATCH@E:(A separate, unsolved TSI problem refers to the assumption that it can remain above paradigms, selecting methodologies in accordance with a specific human interest they have to meet.===>Zaseban, neotklonjeni problem SIS-a tiče se sugerisanja da on može ostati iznad paradigmi, izdvajajući metodologije u skladu sa posebnim ljudskim interesom kome one treba da služe.)
MATCH@M:(The different paradigms, however, relying on the differently understood realities and built into different systems methodologies, provide answers to all human interests, in either an implicit or an explicit way [19, 1993, pp. 53 - 70].===>Međutim, različite paradigme, oslonjene na različito shvaćene realnosti, i ugrađene u različite sistemske metodologije, eksplicitno ili implicitno obezbeđuju odgovore za sve ljudske interese [19, 1993, pp. 53 - 70].)
MATCH@E:(The different paradigms, however, relying on the differently understood realities and built into different systems methodologies, provide answers to all human interests, in either an implicit or an explicit way Š19, 1993, pp. 53 - 70Ë.===>Međutim, različite paradigme, oslonjene na različito shvaćene realnosti, i ugrađene u različite sistemske metodologije, eksplicitno ili implicitno obezbeđuju odgovore za sve ljudske interese Š19, 1993, pp. 53 - 70Ë.)
MATCH@M:(A special systems theoretical, metodological and aplic-able development, relevant from the point of view of improving pluralism, is the Multimethodology.===>Poseban sistemski teorijsko-metodološki i aplikativni razvoj, relevantan sa stanovišta unapređivanja pluralizma, je Multimetodologija.)
MATCH@E:(A special systems theoretical, metodological and aplicable development, relevant from the point of view of improving pluralism, is the Multimethodology.===>Poseban sistemski teorijsko-metodološki i aplikativni razvoj, relevantan sa stanovišta unapređivanja pluralizma, je Multimetodologija.)
MATCH@M:(This development endeavours to link sections of methodologies that may come from different paradigms, in theoretically founded and practically useful ways [11, 1997 a, pp. 1 - 20; 12, 1997 b, pp. 407 - 440; 13, 2006, pp. 217 - 240; 14, 1997, pp. 489 - 509].===>Ona nastoji da teorijski utemeljeno i praktično korisno poveže delove metodologija koje mogu pripadati različitim paradigmama [11, 1997 a, pp. 1 - 20; 12, 1997 b, pp. 407 - 440; 13, 2006, pp. 217 - 240; 14, 1997, pp. 489 - 509].)
MATCH@E:(This development endeavours to link sections of methodologies that may come from different paradigms, in theoretically founded and practically useful ways Š11, 1997 a, pp. 1 20; 12, 1997 b, pp. 407 440; 13, 2006, pp. 217 240; 14, 1997, pp. 489 - 509Ë.===>Ona nastoji da teorijski utemeljeno i praktično korisno poveže delove metodologija koje mogu pripadati različitim paradigmama Š11, 1997 a, pp. 1 - 20; 12, 1997 b, pp. 407 - 440; 13, 2006, pp. 217 - 240; 14, 1997, pp. 489 - 509Ë.)
MATCH@M:(The basic idea of Multimethodology is that all problem situations involving varied material, social and personal aspects are extremely complex and multidimensional.===>Bazna ideja Multimetodologije je da su sve problemske situacije, koje involviraju različite materijalne, društvene i personalne aspekte, ekstremno složene i višedimenzionalne.)
MATCH@E:(The basic idea of Multimethodology is that all problem situations involving varied material, social and personal aspects are extremely complex and multidimensional.===>Bazna ideja Multimetodologije je da su sve problemske situacije, koje involviraju različite materijalne, društvene i personalne aspekte, ekstremno složene i višedimenzionalne.)
MATCH@M:(Therefore, and in order that the intervention in the problem area under consideration be as efficient as possible, it is necessary to: a) identify all its relevant determinants within limited resources, and b) wherever possible, use a certain rank of methodologies (or their sections) that may be founded on different paradigms.===>Stoga, da bi intervencija u istraživanoj organizacijskoj problemskoj oblasti bila što efektivnija neophodno je nastojati: a) unutar ograničenih resursa, naznačiti sva njena relevantna određenja, i b) gde god je moguće upotrebiti neki rang metodologija (ili njihovih delova), koje mogu biti utemeljene na različitim paradigmama.)
MATCH@E:(Therefore, and in order that the intervention in the problem area under consideration be as efficient as possible, it is necessary to: a) identify all its relevant determinants within limited resources, and b) wherever possible, use a certain rank of methodologies (or their sections) that may be founded on different paradigms.===>Stoga, da bi intervencija u istraživanoj organizacijskoj problemskoj oblasti bila što efektivnija neophodno je nastojati: a) unutar ograničenih resursa, naznačiti sva njena relevantna određenja, i b) gde god je moguće upotrebiti neki rang metodologija (ili njihovih delova), koje mogu biti utemeljene na različitim paradigmama.)
MATCH@M:(Important dimensions of these relations can be highlighted via appropriate series of questions focused upon the design of the intervention.===>Bitne dimenzije ovih odnosa mogu biti osvetljene kroz odgovarajuće serije pitanja, fokusiranih na dizajn intervencije.)
MATCH@E:(Important dimensions of these relations can be highlighted via appropriate series of questions focused upon the design of the intervention.===>Bitne dimenzije ovih odnosa mogu biti osvetljene kroz odgovarajuće serije pitanja, fokusiranih na dizajn intervencije.)
MATCH@M:(Thus, the context of Multimethodology is determined by three conceptual systems and their important interrelations - Figure 3. [12, 1997 b, p. 420].===>Dakle, kontekst Multimetodologije opredeljuju tri koncepcijska sistema i njihovi bitni međuodnosi - Slika 3. [12, 1997 b, p. 420].)
MATCH@E:(Thus, the context of Multimethodology is determined by three conceptual systems and their important interrelations Figure 3. ~~~ Š12, 1997 b, p. 420Ë.===>Dakle, kontekst Multimetodologije opredeljuju tri koncepcijska sistema i njihovi bitni međuodnosi - Slika 3. Š12, 1997 b, p. 420Ë.)
MATCH@M:(The conceptual system related to the contents of the problem situation under consideration includes three spheres/worlds - material, social, and personal, as well as the language as a medium.===>Koncepcijski sistem koji se tiče sadržaja razmatrane problemske situacije obuhvata tri sfere/sveta - materijalni, društveni i personalni, i jezik kao medijum.)
MATCH@E:(The conceptual system related to the contents of the problem situation under consideration includes three spheres/worlds material, social, and personal, as well as the language as a medium.===>Koncepcijski sistem koji se tiče sadržaja razmatrane problemske situacije obuhvata tri sfere/sveta - materijalni, društveni i personalni, i jezik kao medijum.)
MATCH@M:(The distinctions among these spheres are analytical in character, since there are no separated onthological worlds, nor are they independent on one another.===>Distinkcije među ovim sferama su analitičke, jer ne postoje odvojeni ontološki svetovi, niti su oni nezavisni jedan od drugog.)
MATCH@E:(The distinctions among these spheres are analytical in character, since there are no separated onthological worlds, nor are they independent on one another.===>Distinkcije među ovim sferama su analitičke, jer ne postoje odvojeni ontološki svetovi, niti su oni nezavisni jedan od drugog.)
MATCH@M:(The conceptual system of intervention includes the organizational agents who make selections and act.===>Koncepcijski sistem intervencije obuhvata aktere organizacije, koji prave izbore i deluju.)
MATCH@E:(The conceptual system of intervention includes the organizational agents who make selections and act.===>Koncepcijski sistem intervencije obuhvata aktere organizacije, koji prave izbore i deluju.)
MATCH@M:(In the Multimethodology context the agents - with their knowledge, developments, relations with a problem situation under consideration, their personalities, values, obligations - are awarded the central position.===>U kontekstu Multimetodologije, akterima - s njihovim znanjima, razvojima, odnosima s istraživanom problemskom situacijom, personalnostima, vrednostima, obavezanostima - pripada centralna pozicija.)
MATCH@E:(In the Multimethodology context the agents with their knowledge, developments, relations with a problem situation under consideration, their personalities, values, obligations are awarded the central position.===>U kontekstu Multimetodologije, akterima - s njihovim znanjima, razvojima, odnosima s istraživanom problemskom situacijom, personalnostima, vrednostima, obavezanostima - pripada centralna pozicija.)
MATCH@M:(The result of the combining of the two key factors is an analytical grid that can be used to map the characteristics of various methodologies, the goal being the support to their linking together.===>Rezultat kombinovanja dotična dva ključna faktora je analitička rešetka koja može biti upotrebljena da bi se mapirale karakteristike različitih metodologija, s ciljem podrške njihovom međusobnom povezivanju.)
MATCH@E:(The result of the combining of the two key factors is an analytical grid that can be used to map the characteristics of various methodologies, the goal being the support to their linking together.===>Rezultat kombinovanja dotična dva ključna faktora je analitička rešetka koja može biti upotrebljena da bi se mapirale karakteristike različitih metodologija, s ciljem podrške njihovom međusobnom povezivanju.)
MATCH@M:(The logic of this conceptual frame is that the overall intervention in the problem situation under consideration means dealing with three key dimensions of the situation - the material, the social, and the personal ones, via four different phases - apprehending, analysis, estimation, and action taking.===>Logika ovog kocepcijskog okvira je da sveobuhvatna intervencija u istraživanoj upravljačkoj problemskoj situaciji podrazumeva bavljenje s tri ključne dimenzije situacije - materijalnom, društvenom i personalnom i to kroz četiri različite faze - razumevanje, analiza, procenjivanje i delovanje.)
MATCH@E:(The logic of this conceptual frame is that the overall intervention in the problem situation under consideration means dealing with three key dimensions of the situation the material, the social, and the personal ones, via four different phases apprehending, analysis, estimation, and action taking.===>Logika ovog kocepcijskog okvira je da sveobuhvatna intervencija u istraživanoj upravljačkoj problemskoj situaciji podrazumeva bavljenje s tri ključne dimenzije situacije materijalnom, društvenom i personalnom i to kroz četiri različite faze razumevanje, analiza, procenjivanje i delovanje.)
MATCH@M:(Each section of the grid generates questions referring to the specific important aspects of the situation/intervention under consideration, and these aspects have to be identified.===>Svaki odeljak rešetke generiše pitanja o posebnim bitnim aspektima razmatrane situacije/intervencije, koji trebaju biti naznačeni.)
MATCH@E:(Each section of the grid generates questions referring to the specific important aspects of the situation/intervention under consideration, and these aspects have to be identified.===>Svaki odeljak rešetke generiše pitanja o posebnim bitnim aspektima razmatrane situacije/intervencije, koji trebaju biti naznačeni.)
MATCH@M:(The given conceptual frame can be used in different vays.===>Dotični koncepcijski okvir može biti upotrebljen na različite načine.)
MATCH@E:(The given conceptual frame can be used in different vays.===>Dotični koncepcijski okvir može biti upotrebljen na različite načine.)
MATCH@M:(In the first place, it is possible to examine and evaluate the strengths (and weaknesses) of individual methodologies and map them on the grid in order to find out to what extent they determine relevant issues.===>Pre svega, moguće je ispitati i proceniti snage (i slabosti) posebnih metodologija i mapirati ih na rešetku da bi se shvatilo u kojim razmerama one naznačuju relevantna pitanja.)
MATCH@E:(In the first place, it is possible to examine and evaluate the strengths (and weaknesses) of individual methodologies and map them on the grid in order to find out to what extent they determine relevant issues.===>Pre svega, moguće je ispitati i proceniti snage (i slabosti) posebnih metodologija i mapirati ih na rešetku da bi se shvatilo u kojim razmerama one naznačuju relevantna pitanja.)
MATCH@M:(Or, alternatively, it is possible to test which methodologies may be helpful in a given specific aspect of intervention.===>Ili, alternativno, može se ispitati koje metodologije mogu biti od pomoći u određenom posebnom aspektu intervencije.)
MATCH@E:(Or, alternatively, it is possible to test which methodologies may be helpful in a given specific aspect of intervention.===>Ili, alternativno, može se ispitati koje metodologije mogu biti od pomoći u određenom posebnom aspektu intervencije.)
MATCH@M:(The conceptual frame of methodology decomposition has it that the essence of Multimethodology is to - upon respective decomposition of methodologies (which may be relying on different paradigms) into their methods, techniques, tools - provide for a creative linking of their parts.===>U koncepcijskom okviru dekomponovanja metodologija smatra se da je suština Multimetodologije da, nakon odgovarajućeg razlaganja metodologija - koje mogu biti oslonjene na različite paradigme - na njihove metode, tehnike, instrumente, obezbedi kreativno povezivanje njihovih gradivnih delova.)
MATCH@E:(The conceptual frame of methodology decomposition has it that the essence of Multimethodology is to upon respective decomposition of methodologies (which may be relying on different paradigms) into their methods, techniques, tools provide for a creative linking of their parts.===>U koncepcijskom okviru dekomponovanja metodologija smatra se da je suština Multimetodologije da, nakon odgovarajućeg razlaganja metodologija - koje mogu biti oslonjene na različite paradigme - na njihove metode, tehnike, instrumente, obezbedi kreativno povezivanje njihovih gradivnih delova.)
MATCH@M:(Therefore, when starting from the idea that the methods/techniques can be taken from one and purposefully applied within another methodology, it is necessary that different methodologies be studied in detail, to find out where the fruitful links can be created.===>Dakle, polazeći od ideje da metodi/tehnike mogu biti izdvojeni iz jedne i upotrebljeni svrhovito u drugoj metodologiji, neophodno je detaljno proučavanje različitih metodologija, da bi se otkrilo gde plodonosne veze mogu biti kreirane.)
MATCH@E:(Therefore, when starting from the idea that the methods/techniques can be taken from one and purposefully applied within another methodology, it is necessary that different methodologies be studied in detail, to find out where the fruitful links can be created.===>Dakle, polazeći od ideje da metodi/tehnike mogu biti izdvojeni iz jedne i upotrebljeni svrhovito u drugoj metodologiji, neophodno je detaljno proučavanje različitih metodologija, da bi se otkrilo gde plodonosne veze mogu biti kreirane.)
MATCH@M:(In this process the methodologies must be decomposed systematically so as to identify their separable elements and their functions or purposes.===>Pri tome, metodologije moraju budu dekomponovane na sistematičan način da bi se identifikovali izdvojivi elementi i njihove funkcije ili svrhe.)
MATCH@E:(In this process the methodologies must be decomposed systematically so as to identify their separable elements and their functions or purposes.===>Pri tome, metodologije moraju budu dekomponovane na sistematičan način da bi se identifikovali izdvojivi elementi i njihove funkcije ili svrhe.)
MATCH@M:(We suggest that it be done in the categories of distinctions among the philosophy principles - why; the methodology phases - what, and techniques - how.===>Predlaže se da to može biti učinjeno u kategorijama distinkcija između filozofskih principa - zašto, metodoloških etapa - šta i tehnika - kako.)
MATCH@E:(We suggest that it be done in the categories of distinctions among the philosophy principles why; the methodology phases what, and techniques how.===>Predlaže se da to može biti učinjeno u kategorijama distinkcija između filozofskih principa - zašto, metodoloških etapa - šta i tehnika - kako.)
MATCH@M:(In "moving" one technique from one methodology (and paradigm) to another, its context and interpretation can be altered respectively.===>U "kretanju" neke tehnike od jedne metodologije (i paradigme) do druge, njen kontekst i interpretacija moraju biti odgovarajuće promenjeni.)
MATCH@E:(In moving one technique from one methodology (and paradigm) to another, its context and interpretation can be altered respectively.===>U kretanju neke tehnike od jedne metodologije (i paradigme) do druge, njen kontekst i interpretacija moraju biti odgovarajuće promenjeni.)
MATCH@M:(The change in the management problem situation under consideration which is generated by the intervention depends on the context, and, by a rule, is rather limited.===>Promena u istraživanoj upravljačkoj problemskoj situaciji, generisana intervencijom, zavisi od konteksta, i, po pravilu, je lokalna i često vrlo ograničena.)
MATCH@E:(The Multimethodology context The change in the management problem situation under consideration which is generated by the intervention depends on the context, and, by a rule, is rather limited.===>Kontekst Multimetodologije Promena u istraživanoj upravljačkoj problemskoj situaciji, generisana intervencijom, zavisi od konteksta, i, po pravilu, je lokalna i često vrlo ograničena.)
MATCH@M:(Of central importance is to determine the boundaries in the research process.===>Opredeljivanje granica u procesu istraživanja je od centralnog značaja.)
MATCH@E:(Of central importance is to determine the boundaries in the research process.===>Opredeljivanje granica u procesu istraživanja je od centralnog značaja.)
MATCH@M:(The agents' activities are related to three analytically separate worlds - the material, the social, and the personal ones, that provide the other important dimension for the given concept of critical thinking.===>Delovanja aktera su povezana sa tri analitički odvojena sveta - materijalnim, društvenim i ličnim, koji obezbeđuju drugu bitnu dimenziju za dotični koncept kritičkog promišljanja.)
MATCH@E:(The agents activities are related to three analytically separate worlds the material, the social, and the personal ones, that provide the other important dimension for the given concept of critical thinking.===>Delovanja aktera su povezana sa tri analitički odvojena sveta materijalnim, društvenim i ličnim, koji obezbeđuju drugu bitnu dimenziju za dotični koncept kritičkog promišljanja.)
MATCH@M:(Power is an integral part of all the three worlds, and knowledge (including methodologies and meta-methodologies) is undoubtedly linked with power.===>Moć je integralni deo sva tri sveta, a znanje (uključujući metodologije i metametodologije) je nesumnjivo povezano s moći.)
MATCH@E:(Power is an integral part of all the three worlds, and knowledge (including methodologies and meta-methodologies) is undoubtedly linked with power.===>Moć je integralni deo sva tri sveta, a znanje (uključujući metodologije i meta-metodologije) je nesumnjivo povezano s moći.)
MATCH@M:(Interventions in organizational problem situations should be conducted in such a way to provide the conditions for discussion.===>Intervencije u organizacijskim problemskim situacijama bi trebale da biti sprovođene na način koji obezbeđuje uslove za rasprave.)
MATCH@E:(Interventions in organizational problem situations should be conducted in such a way to provide the conditions for discussion.===>Intervencije u organizacijskim problemskim situacijama bi trebale da biti sprovođene na način koji obezbeđuje uslove za rasprave.)
MATCH@M:(In other words, the process of critical multimethodology is supposed to be a continual cycle of thinking, judging and acting.===>Odnosno, proces kritičke multimetodologije bi trebao biti neprekinuti krug promišljanja, prosuđivanja i delovanja.)
MATCH@E:(In other words, the process of critical multimethodology is supposed to be a continual cycle of thinking, judging and acting.===>Odnosno, proces kritičke multimetodologije bi trebao biti neprekinuti krug promišljanja, prosuđivanja i delovanja. 4.)
MATCH@M:(With respect for the various perceptions and interpretations of management problem situations and the efforts to ensure an appropriate combined use of different methodologies, methods, models, and techniques in management problem situations structuring and problem solving in organizations, pluralism obviously is a complax research field, relevant in both theoretical, methodological and applicable senses.===>Shodno respektovanju različitih percepcija i interpretacija upravljačkih problemskih situacija, i nastojanjima da se omogući odgovarajuće kombinovano korišćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema u organizacijama, pluralizam očito predstavlja složeno istraživačko područje, relevantno u teorijskom, metodološkom i aplikativnom smislu.)
MATCH@E:(4. ~~~ Conclusion With respect for the various perceptions and interpretations of management problem situations and the ef forts to ensure an appropriate combined use of different methodologies, methods, models, and techniques in management problem situations structuring and problem solving in organizations, pluralism obviously is a complax research field, relevant in both theoretical, methodological and applicable senses.===>Zaključak Shodno respektovanju različitih percepcija i interpretacija upravljačkih problemskih situacija, i nastojanjima da se omogući odgovarajuće kombinovano kori šćenje različitih metodologija, metoda, modela, tehnika u strukturiranju upravljačkih problemskih situacija i rešavanju problema u organizacijama, pluralizam očito predstavlja složeno istraživačko područje, relevantno u teorijskom, metodološkom i aplikativnom smislu.)
MATCH@M:(Dealing with pluralism in creative organizational development management means, above all, examining the relationship between pluralism as a specific strategy of the Management Science development and the strategies of isolationism, imperialism and pragmatism, on one side, as well as taking into consideration the basic pluralistic systemic theoretical, methodological and applicable developments - System of Systems Methodologies, Total Systems Intervention, and Multimethodology, on the other side.===>Bavljenje pluralizmom u kreativnom upravljanju razvojem organizacija podrazumeva, pre svega, preispitivanje odnosa između pluralizma, kao posebne strategije razvoja Management Science-a, i strategija izolacionizma, imperijalizma i pragmatizma, s jedne, i razmatranje osnovnih pluralističko sistemskih teorijsko-metodoloških i aplikativnih razvoja - Sistem Sistemskih Metodologija, Sveukupna Intervencija u Sistemima i Multimetodologija, s druge strane.)
MATCH@E:(Dealing with pluralism in creative organizational development management means, above all, examining the relationship between pluralism as a specific strategy of the Management Science development and the strategies of isolationism, imperialism and pragmatism, on one side, as well as taking into consideration the basic pluralistic systemic theoretical, methodological and applicable developments System of Systems Methodologies, Total Systems Intervention, and Multimethodology, on the other side.===>Bavljenje pluralizmom u kreativnom upravljanju razvojem organizacija podrazumeva, pre svega, preispitivanje odnosa između pluralizma, kao posebne strategije razvoja Management Science-a, i strategija izolacionizma, imperijalizma i pragmatizma, s jedne, i razmatranje osnovnih pluralističko sistemskih teorijskometodoloških i aplikativnih razvoja Sistem Sistemskih Metodologija, Sveukupna Intervencija u Sistemima i Multimetodologija, s druge strane.)
MATCH@M:(Relying on the presented development of pluralism in systems thinking and the systems practice, a further global consideration of pluralism and its capacities in the creative management of organizational development requires a precise definition of essential aspects in the relations between pluralism and critical systems thinking, an analysis of the key dimensions of paradigmatic variety, a research into the theoretical, methodological and applicable difficulties related to paradigmatic incompatibility.===>Oslanjajući se na prezentirani razvoj pluralizma u sistemskom mišljenju i sistemskoj praksi, dalje celovito razmatranje pluralizma i njegovih kapaciteta u kreativnom upravljanju organizacijskim razvojem zahteva preciziranje bitnih aspekata odnosa pluralizma i kritičkog sistemskog mišljenja, preispitivanje ključnih dimenzija paradigmatske raznovrsnosti, istraživanje teorijsko-metodoloških i aplikativnih teškoća vezanih za paradigmatsku nesamerljivost.)
MATCH@E:(Relying on the presented development of pluralism in systems thinking and the systems practice, a further global consideration of pluralism and its capacities in the creative management of organizational development requires a precise definition of essential aspects in the relations between pluralism and critical systems thinking, an analysis of the key dimensions of paradigmatic variety, a research into the theoretical, methodological and applicable difficulties related to paradigmatic incompatibility.===>Oslanjajući se na prezentirani razvoj pluralizma u sistemskom mišljenju i sistemskoj praksi, dalje celovito razmatranje pluralizma i njegovih kapaciteta u kreativnom upravljanju organizacijskim razvojem zahteva preciziranje bitnih aspekata odnosa pluralizma i kritičkog sistemskog mišljenja, preispitivanje ključnih dimenzija paradigmatske raznovrsnosti, istraživanje teorijsko-metodoloških i aplikativnih teškoća vezanih za paradigmatsku nesamerljivost.)
MATCH@M:(Of special importance is the fact that the future of pluralism in the systems thinking and practice is directly determined by the manner(s) in which theoretical pluralism can, or should, be processed.===>Od posebne važnosti je činjenica da je budućnost pluralizma u sistemskom mišljenju i praksi neposredno determinisana načinom/načinima na koje teorijski pluralizam može, odnosno, treba biti validno prerađen.)
MATCH@E:(Of special importance is the fact that the future of pluralism in the systems thinking and practice is directly determined by the manner(s) in which theoretical pluralism can, or should, be processed.===>Od posebne važnosti je činjenica da je budućnost pluralizma u sistemskom mišljenju i praksi neposredno determinisana načinom/načinima na koje teorijski pluralizam može, odnosno, treba biti validno prerađen.)
MATCH@M:(Furthermore, any individual development of pluralism (as a meta-paradigm, as a new paradigm, as postmodernism, as disparate pluralism, as critical systems practice) as a particular way of formulating and operationalization of pluralism should be valued from the point of view of the extent to which it enables pluralism to realise its full potential in organizational practice.===>U vezi s tim, svaki pojedini razvoj pluralizma (kao metaparadigma, kao nova paradigma, kao postmodernizam, kao neskladni pluralizam, kao kritička sistemska praksa), kao poseban način formulisanja i operacionalizovanja pluralizma treba biti vrednovan sa stanovišta razmera u kojima on omogućava pluralizmu da u organizacijskoj praksi ostvari svoj puni potencijal.)
MATCH@E:(Furthermore, any individual development of pluralism (as a meta-paradigm, as a new paradigm, as postmodernism, as disparate pluralism, as critical systems practice) as a particular way of formulating and operationalization of pluralism should be valued from the point of view of the extent to which it enables pluralism to realise its full potential in organizational practice.===>U vezi s tim, svaki pojedini razvoj pluralizma (kao meta-paradigma, kao nova paradigma, kao postmodernizam, kao neskladni pluralizam, kao kritička sistemska praksa), kao poseban način formulisanja i operacionalizovanja pluralizma treba biti vrednovan sa stanovišta razmera u kojima on omogućava pluralizmu da u organizacijskoj praksi ostvari svoj puni potencijal.)
MATCH@M:(Of special importance for the improvement of pluralism in the systems thinking and the systems practice are the experiences in developing pluralism in other disciplines, especially in organizational theory (focus upon combined application of various methods for the purpose of improving our understanding of organizational phenomena), operational research (varied combinations of soft methods of operational research, as a rule managed by interpretative paradigm), information systems (complementarism in the use of methodologies), consultation in management (the efforts of management consultants with academic experience to point to the relevance of theoretical supports for the purpose of strengthening pluralistic consulting practice).===>Za unapređivanje pluralizma u sistemskom mišljenju i sistemskoj praksi od odgovarajućeg značaja su i iskustava razvijanja pluralizma u drugim disciplinama, posebno, u organizacionoj teoriji (fokusiranost na korišćenje različitih metoda u kombinaciji s ciljem unapređivanja razumevanja organizacijskih fenomena), operacionim istraživanjima (različite vrste kombinacija soft metoda operacionih istraživanja, po pravilu, upravljanih interpretativnom paradigmom), informacionim sistemima (komplementarizam u korišćenju metodologija), konsultantnosti u menadžmentu (nastojanja menadžment konsultanata sa akademskim iskustvima da ukazivanjem na relevantnost teorijskih podrški osnaže pluralističku konsultantsku praksu).)
MATCH@E:(Of special importance for the improvement of pluralism in the systems thinking and the systems practice are the experiences in developing pluralism in other disciplines, especially in organizational theory (focus upon combined application of various methods for the purpose of improving our understanding of organizational phenomena), operational research (varied combinations of soft methods of operational research, as a rule managed by interpretative paradigm), information systems (complementarism in the use of methodologies), consultation in management (the efforts of management consultants with academic experience to point to the relevance of theoretical supports for the purpose of strengthening pluralistic consulting practice).===>Za unapređivanje pluralizma u sistemskom mišljenju i sistemskoj praksi od odgovarajućeg značaja su i iskustava razvijanja pluralizma u drugim disciplinama, posebno, u organizacionoj teoriji (fokusiranost na korišćenje različitih metoda u kombinaciji s ciljem unapređivanja razumevanja organizacijskih fenomena), operacionim istraživanjima (različite vrste kombinacija soft metoda operacionih istraživanja, po pravilu, upravljanih interpretativnom paradigmom), informacionim sistemima (komplementarizam u korišćenju metodologija), konsultantnosti u menadžmentu (nastojanja menadžment konsultanata sa akademskim iskustvima da ukazivanjem na relevantnost teorijskih podrški osnaže pluralističku konsultantsku praksu).)
MATCH@M:(It is for these reasons that managers pay an increasing attention to corporate social responsibility and stakeholder management.===>Iz tih razloga menadžeri sve više pažnje poklanjaju društvenoj odgovornosti preduzeca i poštovanju etičkih pravila ponašanja.)
MATCH@E:(It is for these reasons that managers pay an increasing attention to corporate social responsibility and stakeholder management.===>Iz tih razloga menadžeri sve više pažnje poklanjaju društvenoj odgovornosti preduzeća i poštovanju etičkih pravila ponašanja.)
MATCH@M:(At the same time a higher level of corporate social responsibility and ethical behavior towards stakeholders make it possibile for the firm to build a high reputation in society, and to acquire a competitive advantage.===>U isto vreme veći stepen društvene odgovornosti i etičnog ponašanja prema interesnim grupama omogućava preduzeću da izgradi dobru reputaciju u društvu i stekne konkurentsku prednosti.)
MATCH@E:(At the same time a higher level of corporate social responsibility and ethical behavior towards stakeholders make it possibile for the firm to build a high reputation in society, and to acquire a competitive advantage.===>U isto vreme veći stepen društvene odgovornosti i etičnog ponašanja prema interesnim grupama omogućava preduzeću da izgradi dobru reputaciju u društvu i stekne konkurentsku prednosti.)
MATCH@M:(Therefore the corporate social responsibility and stakeholder management are increasingly becoming the focus of attention.===>Iz tih razloga sve više pažnje se poklanja društvenoj odgovornosti i steikholder menad'mentu. 1. Uvod)
MATCH@E:(Therefore the corporate social responsibility and stakeholder management are increasingly becoming the focus of attention.===>Iz tih razloga sve više pažnje se poklanja društvenoj odgovornosti i steikholder menadžmentu. 1.)
MATCH@M:(1. Introduction The needs for social responsibility are increasingly higher in the modern business environment, making the responsible conduct and relationships with stakeholders the key factors of success.===>U savremenim uslovima poslovanja zahtevi za društvenom odgovornošću postaju izuzetno povećani, tako da odgovorno ponašanje i odnos sa steikholderima postaju kljucni faktori uspeha.)
MATCH@E:(1. ~~~ Introduction The needs for social responsibility are increasingly higher in the modern business environment, making the responsible conduct and relationships with stakeholders the key factors of success.===>Uvod U savremenim uslovima poslovanja zahtevi za društvenom odgovornošću postaju izuzetno povećani, tako da odgovorno ponašanje i odnos sa steikholderima postaju ključni faktori uspeha.)
MATCH@M:(An increasing attention paid to corporate social responsibility has not been a voluntary process.===>Povećanje obraćanja pažnje društvenoj odgovornosti u preduzećima nije se desilo sasvim slučajno (dobrovoljno).)
MATCH@E:(An increasing attention paid to corporate social responsibility has not been a voluntary process.===>Povećanje obraćanja pažnje društvenoj odgovornosti u preduzećima nije se desilo sasvim slučajno (dobrovoljno).)
MATCH@M:(A large number of companies became aware of the need for social responsibility only after they were taken aback by the public reaction to some of their former imprudent acts that shockd the public.===>Mnoge kompanije su postale svesne potrebe za društvenom odgovornošću, tek pošto ih je iznenadila reakcija javnosti na neke njihove nepromišljene prethodne postupke koji su uzdrmali javnost.)
MATCH@E:(A large number of companies became aware of the need for social responsibility only after they were taken aback by the public reaction to some of their former imprudent acts that shockd the public.===>Mnoge kompanije su postale svesne potrebe za društvenom odgovornošću, tek pošto ih je iznenadila reakcija javnosti na neke njihove nepromišljene prethodne postupke koji su uzdrmali javnost.)
MATCH@M:(The "Nike", for example, faced a strong customers' boycott after the "New York Times" and other media reported on the horrible treatment of workforce in the suppliers' factories in the early 1990s.===>Na primer, "Nike" se susrela sa jakim bojkotom potrošača, pošto su "New York Times" i drugi mediji objavili izveštaj o praksi zlostavljanja radne snage u fabrikama dobavljača kompanije početkom 1990. tih.)
MATCH@E:(The Nike, for example, faced a strong customers boycott after the New York Times and other media reported on the horrible treatment of workforce in the suppliers factories in the early 1990s.===>Na primer, Nike se susrela sa jakim bojkotom potrošača, pošto su New York Times i drugi mediji objavili izveštaj o praksi zlostavljanja radne snage u fabrikama dobavljača kompanije početkom 1990. tih.)
MATCH@M:(The decision of the "Shell Oil" company to bury their obsolete oil-refining technology (Brent Spar) into the North Sea faced a strong opposition from the environment protecting organizations and was condemned in a host of articles in international journals in 1995.===>Odluka kompanije "Shell Oil" da potopi zastarelu tehnologiju za preradu nafte (Brent Spar) u Severno more, izazvala je jak protest organizacija za zaštitu prirodne sredine i bila praćena brojnim člancima osude u međunarodnim časopisima 1995. godine.)
MATCH@E:(The decision of the Shell Oil company to bury their obsolete oil-refining technology (Brent Spar) into the North Sea faced a strong opposition from the environment protecting organizations and was condemned in a host of articles in international journals in 1995.===>Odluka kompanije Shell Oil da potopi zastarelu tehnologiju za preradu nafte (Brent Spar) u Severno more, izazvala je jak protest organizacija za zaštitu prirodne sredine i bila praćena brojnim člancima osude u međunarodnim časopisima 1995. godine.)
MATCH@M:(Such examples are numerous.===>Ovakvih primera ima mnogo.)
MATCH@E:(Such examples are numerous.===>Ovakvih primera ima mnogo.)
MATCH@M:(And so the activities of all types of organizations have recently been under an increasing pressure of the public demand that their activities be conducted in a socially responsible manner [1 pp. 78-94].===>Tako aktivnosti organizacija svih vrsta u poslednje vreme, doživljavaju sve veći pritisak javnosti za društveno odgovornim ponašanjem 1 str. 78-94].)
MATCH@E:(And so the activities of all types of organizations have recently been under an increasing pressure of the public demand that their activities be conducted in a socially responsible manner Š1 pp. 78-94Ë.===>Tako aktivnosti organizacija svih vrsta u poslednje vreme, doživljavaju sve veći pritisak javnosti za društveno odgovornim ponašanjem 1 str. 78-94Ë.)
MATCH@M:(This increasing demand for social responsibility was further supported by the globalization process, the multinational companies' expansion and the emergence of numerous ecological problems.===>Na povećanje zahteva i potrebe za društvenom odgovornošću, između ostalog utiče proces globalizacije, širenje multinacionalnih korporacija i pojava brojnih ekoloških problema.)
MATCH@E:(This increasing demand for social responsibility was further supported by the globalization process, the multinational companies expansion and the emergence of numerous ecological problems.===>Na povećanje zahteva i potrebe za društvenom odgovornošću, između ostalog utiče proces globalizacije, širenje multinacionalnih korporacija i pojava brojnih ekoloških problema.)
MATCH@M:(Traditionally, the care about the companies' social responsibility was the concern of the Governments of states.===>U tradicionalnim uslovima o društvenoj odgovornosti preduzeća vodile su računa Vlade država.)
MATCH@E:(Traditionally, the care about the companies social responsibility was the concern of the Governments of states.===>U tradicionalnim uslovima o društvenoj odgovornosti preduzeća vodile su računa Vlade država.)
MATCH@M:(With the globalization process the enterprises expanded beyond the national boundaries therefore the manufacturing, sales, payment ... processes do not end in one country and, consequently, the government of that one country does not have an insight into (cannot control) the company's business.===>Sa procesom globalizacije, došlo je do širenja preduzeća van nacionalnih granica tako da se proces proizvodnje, prodaje, plaćanja ... ne zaokružuje u jednoj zemlji i vlada jedne zemlje nema uvid (ne može da kontroliše) u poslovanje preduzeća.)
MATCH@E:(With the globalization process the enterprises expanded beyond the national boundaries therefore the manufacturing, sales, payment … processes do not end in one country and, consequently, the government of that one country does not have an insight into (cannot con trol) the companys business.===>Sa procesom globalizacije, došlo je do širenja preduzeća van nacionalnih granica tako da se proces proizvodnje, prodaje, plaćanja ... ne zaokružuje u jednoj zemlji i vlada jedne zemlje nema uvid (ne može da kontroliše) u poslovanje preduzeća.)
MATCH@M:(As companies expand, the chances that the states monitor and control their work are further reduced.===>Kako se kompanije šire van nacionalnih granica tako se smanjuje mogućnost pojedinih država da prate i kontrolišu njihov rad.)
MATCH@E:(As companies expand, the chances that the states monitor and control their work are further reduced.===>Kako se kompanije šire van nacionalnih granica tako se smanjuje mogućnost pojedinih država da prate i kontrolišu njihov rad.)
MATCH@M:(Thus the governments have limited possibilities to monitor and control to what extent the multinational companies observe ethical and legal regulations and standards.===>Tako da Vlade imaju ograničene mogućnosti da prate i kontrolišu poštovanje etičkih i zakonskih propisa i standarda u multinacionalnim kompanijama.)
MATCH@E:(Thus the governments have limited possibilities to monitor and control to what extent the multinational companies observe ethical and legal regulations and standards.===>Tako da Vlade imaju ograničene mogućnosti da prate i kontrolišu poštovanje etičkih i zakonskih propisa i standarda u multinacionalnim kompanijama.)
MATCH@M:(It is for these reasons that the multinational companies are expected to exert a much higher level of ethics and social responsibility in their behaviour.===>Iz tih razloga od multinacionalnih kompanija se očekuje mnogo viši stepen etičnosti ponašanja i društvene odgovornosti.)
MATCH@E:(It is for these reasons that the multinational companies are expected to exert a much higher level of ethics and social responsibility in their behaviour.===>Iz tih razloga od multinacionalnih kompanija se očekuje mnogo viši stepen etičnosti ponašanja i društvene odgovornosti.)
MATCH@M:(The problems of corporate social responsibility are increasingly visible due to the expansion of global corporations that cause many social problems.===>Problemi korporativne društvene odgovornosti se sve više naglašavaju i usled širenja globalnih korporacija koje stvaraju mnoge socijalne probleme.)
MATCH@E:(The problems of corporate social responsibility are increasingly visible due to the expansion of global corporations that cause many social problems.===>Problemi korporativne društvene odgovornosti se sve više naglašavaju i usled širenja globalnih korporacija koje stvaraju mnoge socijalne probleme.)
MATCH@M:(It is the corporation's responsibility, then, to solve these problems worldwide.===>Korporacija je odgovorna da ih rešava svuda u svetu.)
MATCH@E:(It is the corporations responsibility, then, to solve these problems worldwide.===>Korporacija je odgovorna da ih rešava svuda u svetu.)
MATCH@M:(It is also the long-term interest of global companies to solve social problems since this gives them an opportunity to avoid legal limitations in certain countries and build a reputation in the society.===>Dugoročno posmatrano u interesu globalnih kompanija je da rešavaju socijalne probleme jer im to daje mogućnosti da izbegnu zakonska ograničenja pojedinih država i izgrade dobru reputaciju u društvu.)
MATCH@E:(It is also the long-term interest of global companies to solve social problems since this gives them an opportunity to avoid legal limitations in certain countries and build a reputation in the society.===>Dugoročno posmatrano u interesu globalnih kompanija je da rešavaju socijalne probleme jer im to daje mogućnosti da izbegnu zakonska ograničenja pojedinih država i izgrade dobru reputaciju u društvu.)
MATCH@M:(Solving social problems comes at a price.===>Rešavanje socijlanih problema nosi određene troškove.)
MATCH@E:(Solving social problems comes at a price.===>Rešavanje socijlanih problema nosi određene troškove.)
MATCH@M:(By successfully solving social problems and suffering some expences the company shows it is ahead of its competition.===>Time što uspešno rešava socijalne probleme i snosi određene troškove, preduzeće pokazuje da je uspešnije od svojih konkurenata.)
MATCH@E:(By successfully solving social problems and suffering some expences the company shows it is ahead of its competition.===>Time što uspešno rešava socijalne probleme i snosi određene troškove, preduzeće pokazuje da je uspešnije od svojih konkurenata.)
MATCH@M:(These arguments are especially relevant in a global competitive environment, since, if the company is doing business in a number of countries, it means it will solve social problems in each of them.===>Ovi argumenti su naročito relevantni u globalnom konkurentskom okruženju, jer ako kompnaija posluje u više zemalja znači da će rešavati socijalne probleme u svakoj od njih.)
MATCH@E:(These arguments are especially relevant in a global competitive environment, since, if the company is doing business in a number of countries, it means it will solve social problems in each of them.===>Ovi argumenti su naročito relevantni u globalnom konkurentskom okruženju, jer ako kompnaija posluje u više zemalja znači da će rešavati socijalne probleme u svakoj od njih.)
MATCH@M:(Technology development is also responsible for the emergence of social problems.===>Socijalni problemi nastaju i sa razvojem tehnologije.)
MATCH@E:(Technology development is also responsible for the emergence of social problems.===>Socijalni problemi nastaju i sa razvojem tehnologije.)
MATCH@M:(For example, the access to the Internet enables the company to use a less expensive, but more efficient marketing and sales of products and services, however it brings the danger of abusing a lot of information, and this gives rise to the problem of protection and safety.===>Na primer, pristup Internetu pruža mogućnosti kompaniji da koristi jeftiniji i efikasniji marketing i prodaju proizvoda i usluga, ali joj nosi opasnosti zloupotrebe mnogih informacija, zato se javlja problem obezbeđenja i sigurnosti.)
MATCH@E:(For example, the access to the Internet enables the company to use a less expensive, but more efficient marketing and sales of products and services, however it brings the danger of abusing a lot of information, and this gives rise to the problem of protection and safety.===>Na primer, pristup Internetu pruža mogućnosti kompaniji da koristi jeftiniji i efikasniji marketing i prodaju proizvoda i usluga, ali joj nosi opasnosti zloupotrebe mnogih informacija, zato se javlja problem obezbeđenja i sigurnosti.)
MATCH@M:(Companies in the field of biotechnology are faced with ethical and social problems of genetic engineering, cloning, etc.===>Kompanije iz oblasti biotehnologije suočavaju se sa etičkim i socijalnim problemima genetskog inženjeringa, kloniranja isl.)
MATCH@E:(Companies in the field of biotechnology are faced with ethical and social problems of genetic engineering, cloning, etc.===>Kompanije iz oblasti biotehnologije suočavaju se sa etičkim i socijalnim problemima genetskog inženjeringa, kloniranja isl.)
MATCH@M:(Technology growth does offer more opportunities to the companies, however it burdens them with an ever greater social and ethical responsibility.===>Razvoj tehnologije nosi više mogućnosti preduzećima, ali i sve više socijalnih i etičkih odgovornosti.)
MATCH@E:(Technology growth does offer more opportunities to the companies, however it burdens them with an ever greater social and ethical responsibility.===>Razvoj tehnologije nosi više mogućnosti preduzećima, ali i sve više so cijalnih i etičkih odgovornosti.)
MATCH@M:(Another serious problem that highlights the importance of social responsibility is the emergence of alarming environment-related problems, such as air pollution, acid rains, radioactive waste, ozone layer damage and similar global problems.===>Drugi veliki problem koji naglašava značaj društvene odgovornosti su alarmantni problemi u prirodnom okruženju, kao što su zagađenje vazduha, kisele kiše, radioaktivni otpad, pojava ozonskih rupa i slični globalni problemi.)
MATCH@E:(Another serious problem that highlights the importance of social responsibility is the emergence of alarming environment-related problems, such as air pollution, acid rains, radioactive waste, ozone layer damage and similar global problems.===>Drugi veliki problem koji naglašava značaj društvene odgovornosti su alarmantni problemi u prirodnom okruženju, kao što su zagađenje vazduha, kisele kiše, radioaktivni otpad, pojava ozonskih rupa i slični globalni problemi.)
MATCH@M:(These incited the socio-economic awareness that made the companies pay more attention to social responsibility, since they directly affect different eco-systems and social welfare.===>Oni su doveli do buđenja socio-ekonomske svesti koja je podstakla preduzeca da više i ozbiljnije posvete pažnju društvenoj odgovornosti, pošto ona neposredno utiču na različite ekosisteme u prirodi i društveno blagostanje.)
MATCH@E:(These incited the socio-economic awareness that made the companies pay more attention to social responsibility, since they directly affect different eco-systems and social welfare.===>Oni su doveli do buđenja socio-ekonomske svesti koja je podstakla preduzeća da više i ozbiljnije posvete pažnju društvenoj odgovornosti, pošto ona neposredno utiču na različite ekosisteme u prirodi i društveno blagostanje.)
MATCH@M:(The newly created awareness of the need to solve environmental and social problems made it a must for scientists and company managers to approach the company social responsibility issue in a more serious way.===>Probuđena svest o potrebi za rešavanjem ekoloških i socijalnih problema kod naučnika i menadžera u preduzecu podstakla je naglašavanje značaja društvene odgovornosti preduzeca.)
MATCH@E:(The newly created awareness of the need to solve environmental and social problems made it a must for scientists and company managers to approach the company social responsibility issue in a more serious way.===>Probuđena svest o potrebi za rešavanjem ekoloških i socijalnih problema kod naučnika i menadžera u preduzeću podstakla je naglašavanje značaja društvene odgovornosti preduzeća.)
MATCH@M:(Regardless of the fact that a higher level of social responsibility means higher costs in the company's business operations, it appears that the company's operations with the regard to the environmental and social needs do not collide with profit making.===>I pored toga što veci stepen društvene odgovornosti nosi vece troškove poslovanja preduzeca, pokazalo se da funkcionisanje preduzeca uz uzimanje u obzir potreba prirodnog okruženja i društva, nije u sukobu sa ostvarenjem profita,)
MATCH@E:(Regardless of the fact that a higher level of social responsibility means higher costs in the companys business operations, it appears that the companys operations with the regard to the environmental and social needs do not collide with profit making. ~~~ On the contrary, it may significantly increase its competitive advantage.===>I pored toga što veći stepen društvene odgovornosti nosi veće troškove poslovanja preduzeća, pokazalo se da funkcionisanje preduzeća uz uzimanje u obzir potreba prirodnog okruženja i društva, nije u sukobu sa ostvarenjem profita, već utiče na povećanje konkurentske sposobnosti preduzeća.)
MATCH@M:(Investing into social responsibility affects value creation in the company, both directly and indirectly.===>Ulaganja u društvenu odgovornost utiču direkno i indirekno na stvaranje vrednosti u preduzecu.)
MATCH@E:(Investing into social responsibility affects value creation in the company, both directly and indirectly.===>Ulaganja u društvenu odgovornost utiču direkno i indirekno na stvaranje vrednosti u preduzeću.)
MATCH@M:(It is true that investment into elements of environmental protection and philantropic behaviour means larger short-term expenses to the company, however, in increasing the safety and product quality the company builds positive reputation which has a favourable impact upon a long-term value creation and therefore these issues atrract more and more attention.===>Pre svega ulaganja u elemente za zaštitu okruženja i filantropsko ponašanje u kratkom roku donose preduzecu povecane troškove, ali povecanjem sigurnosti i kvaliteta proizvoda preduzece stiče lojalne potrošače izgrađuje dobru reputaciju što pozitivno utiče na stvaranje dugoročne vrednosti preduzeca, zato se ovim pitanjima posvecuje sve veca pažnja.)
MATCH@E:(It is true that investment into elements of environmental protection and philantropic behaviour means larger short-term expenses to the company, however, in increasing the safety and product quality the company builds positive reputation which has a favourable impact upon a long-term value creation and therefore these issues atrract more and more attention.===>Pre svega ulaganja u elemente za zaštitu okruženja i filantropsko ponašanje u kratkom roku donose preduzeću povećane troškove, ali povećanjem sigurnosti i kvaliteta proizvoda preduzeće stiče lojalne potrošače izgrađuje dobru reputaciju što pozitivno utiče na stvaranje dugoročne vrednosti preduzeća, zato se ovim pitanjima posvećuje sve veća pažnja.)
MATCH@M:(The corporation can build a good reputation only if it is socially responsible.===>Korporacija može izgraditi dobru reputaciju samo ako je odgovorna prema društvu.)
MATCH@E:(The corporation can build a good reputation only if it is socially responsible.===>Korporacija može izgraditi dobru reputaciju samo ako je odgovorna prema društvu.)
MATCH@M:(For these reasons the practice of successful companies increasingly stresses the importance of social responsibility, while it becomes a frequent subject of academic study by the scientists from various fields of economics.===>Iz tih razloga u praksi uspešnih preduzeca sve više se naglašava značaj društvene odgovornosti, a u teoriji ona postaje sve češci predmet proučavanja naučnika različitih ekonomskih oblasti.)
MATCH@E:(For these reasons the practice of successful companies increasingly stresses the importance of social responsibility, while it becomes a frequent subject of academic study by the scientists from various fields of economics.===>Iz tih razloga u praksi uspešnih preduzeća sve više se naglašava značaj društvene odgovornosti, a u teoriji ona postaje sve češći predmet proučavanja naučnika različitih ekonomskih oblasti. 2.)
MATCH@M:(The idea of social responsibility demands that individuals and organizations be aware of the impact of their activities upon the social system as a whole and insists that they act with responsibility in conducting any activity that may affect the system.===>Ideja o društvenoj odgovornosti podrazumeva da pojedinci i organizacije budu svesni uticaja svojih aktivnosti na celokupan društveni sistem i navodi ih da se odgovorno ponašaju pri izvršenju bilo koje aktivnosti koja može uticati na taj sistem.)
MATCH@E:(The idea of social responsibility demands that individuals and organizations be aware of the impact of their activities upon the social system as a whole and insists that they act with responsibility in conducting any activity that may affect the system.===>Ideja o društvenoj odgovornosti podrazumeva da pojedinci i organizacije budu svesni uticaja svojih aktivnosti na celokupan društveni sistem i navodi ih da se odgovorno ponašaju pri izvršenju bilo koje aktivnosti koja može uticati na taj sistem.)
MATCH@M:(These ideas on corporate social responsibility are not new, they are present in the mind and in the practice of the company since the moment it is set up, however, they are expressed differently.===>Ideje o društvenoj odgovornosti preduzeca nisu nove, one su prisutne u svesti i praksi preduzeca od njihovog osnivanja, ali su se ispoljavale na različite načine.)
MATCH@E:(These ideas on corporate social responsibility are not new, they are present in the mind and in the practice of the company since the moment it is set up, however, they are expressed differently.===>Ideje o društvenoj odgovornosti preduzeća nisu nove, one su prisutne u svesti i praksi preduzeća od njihovog osnivanja, ali su se ispoljavale na različite načine.)
MATCH@M:(The first ideas on social responsibility that theory knows date back into the year 1899, to Andrew Carnegie's "the Gospel of Wealth".===>U teoriji se ideje o društvenoj odgovornosti prvi put srecu 1899. godine u radu "Jevanđelje Bogatstva", Andrew-a Carnegie.)
MATCH@E:(The first ideas on social responsibility that theory knows date back into the year 1899, to Andrew Carnegies the Gospel of Wealth.===>U teoriji se ideje o društvenoj odgovornosti prvi put sreću 1899. godine u radu Jevanđelje Bogatstva, Andrew-a Carnegie.)
MATCH@M:(He was the first to write about the need that a company help and improve the society and the environment it operates in.===>On je prvi govorio o potrebi preduzeca da pomaže i unapređuje društvo i okruženje u kome funkcioniše.)
MATCH@E:(He was the first to write about the need that a company help and improve the society and the environment it operates in.===>On je prvi govorio o potrebi preduzeća da pomaže i unapređuje društvo i okruženje u kome funkcioniše.)
MATCH@M:(In the 1930-1950 period the state's influence becomes greater.===>U periodu od 1930-1950. godina dolazi do velikog jačanja uticaja države.)
MATCH@E:(In the 1930-1950 period the states influence becomes greater.===>U periodu od 1930 1950. godina dolazi do velikog jačanja uticaja države.)
MATCH@M:(The social responsibility at that time is focused on increasing the social welfare of the employees (retirement and insurance plans), their safety, health care, pension plans, etc. [2 pp. 395-403].===>U to vreme društvena odgovornost je bila usmerena na povecanje socijalnog blagostanja zaposlenih (penzioni i osiguravajuci planovi), njihove sigurnosti, zdravstvene zaštite, penzionih programa isl. 2 str.395-403])
MATCH@E:(The social responsibility at that time is focused on increasing the social welfare of the employees (retirement and insurance plans), their safety, health care, pension plans, etc. ~~~ Š2 pp. 395-403Ë.===>U to vreme društvena odgovornost je bila usmerena na povećanje socijalnog blagostanja zaposlenih (penzioni i osiguravajući planovi), njihove sigurnosti, zdravstvene zaštite, penzionih programa isl.)
MATCH@M:(Since the 1950s a modern concept of corporate social responsibility is developed in which the key issues refer to moral standards and ethical behaviour such as: product safety, truthful marketing, employees' rights, opportunities for promotion, environment protection, etc.===>Od 1950-tih do danas razvija se moderan koncept korporativne društvene odgovornosti u kome su ključna pitanja vezana za moralna načela i etičko ponašanje, kao što su: sigurnost proizvoda, iskrenost u marketingu, prava zaposlenih, mogucnost napredovanja na poslu, zaštita životne sredine isl.)
MATCH@E:(Since the 1950s a modern concept of corporate social responsibility is developed in which the key issues refer to moral standards and ethical behaviour such as: product safety, truthful marketing, employees rights, opportunities for promotion, environment protection, etc.===>str.395-403Ë Od 1950-tih do danas razvija se moderan koncept korporativne društvene odgovornosti u kome su ključna pitanja vezana za moralna načela i etičko ponašanje, kao što su: sigurnost proizvoda, iskrenost u marketingu, prava zaposlenih, mogućnost napredovanja na poslu, zaštita životne sredine isl.)
MATCH@M:(Since the 1960s strong human rights movements and those promoting consumerism, environmentalism, etc. emerge, generating new demands to companies.===>Od 1960. tih godina javljaju se veoma jaki pokreti za ostvarenje ljudskih prava, konzumerizam, invajromentalizam koji su uneli nove zahteve preduzecima.)
MATCH@E:(Since the 1960s strong human rights movements and those promoting consumerism, environmentalism, etc. emerge, generating new demands to companies.===>Od 1960. tih godina javljaju se veoma jaki pokreti za ostvarenje ljudskih prava, konzumerizam, invajromentalizam koji su uneli nove zahteve preduzećima.)
MATCH@M:(A general idea was that the one who has great power, should have big responsibility.===>Generalna ideja bila je da svako ko ima veliku moc, treba da ima i veliku odgoovornost.)
MATCH@E:(A general idea was that the one who has great power, should have big responsibility.===>Generalna ideja bila je da svako ko ima veliku moć, treba da ima i veliku odgoovornost.)
MATCH@M:(Hence numerous organizations were invited to act proactively in search of the causes of social problems and finding solutions to them.===>Zato su mnoge organizacije bile pozvane da proaktivno deluju na pronalaženju uzroka društvenih problema i njihovom rešavanju.)
MATCH@E:(Hence numerous organizations were invited to act proactively in search of the causes of social problems and finding solutions to them.===>Zato su mnoge organizacije bile pozvane da proaktivno deluju na pronalaženju uzroka društvenih problema i njihovom rešavanju.)
MATCH@M:(Many companies became concerned with the safety of their products, environmental protection, providing opportunities and promoting the employees, etc.===>Mnoge kompanije počele su da vode računa o sigurnosti svojih proizvoda, zaštiti okruženja, pružanju mogucnosti i unapređenja zaposlenih isl.)
MATCH@E:(Many companies became concerned with the safety of their products, environmental protection, providing opportunities and promoting the employees, etc.===>Mnoge kompanije počele su da vode računa o sigurnosti svojih proizvoda, zaštiti okruženja, pružanju mogućnosti i unapređenja zaposlenih isl.)
MATCH@M:(Such issue of concern was corporate ethical responsibility too.===>Tako je bila naglašena i etička odgovornost preduzeca.)
MATCH@E:(Such issue of concern was corporate ethical responsibility too.===>Tako je bila naglašena i etička odgovornost preduzeća.)
MATCH@M:(Moreover, the society now expected the company to participate in problem solving on a voluntary basis, regardless of whether it was affected by the problems concerned or not.===>Šta više, društvo je počelo da očekuje od preduzeca da učestvuju u rešavanju socijalnih problema dobrovoljno, bez obzira da li njega pogađaju ti problemi ili ne.)
MATCH@E:(Moreover, the society now expected the company to participate in problem solving on a voluntary basis, regardless of whether it was affected by the problems concerned or not.===>Šta više, društvo je počelo da očekuje od preduzeća da učestvuju u rešavanju socijalnih problema dobrovoljno, bez obzira da li njega pogađaju ti problemi ili ne.)
MATCH@M:(In 1970s, however, due to a large number of problems (stagflation, inflation and unemployment increase, oil prices rise, greater operational costs in companies partly due to the previously enacted laws on consumers' interests protection and environmental protection) that threaten normal functioning of the company, Milton Friedman returns to the classic interpretation of social responsibility.===>Međutim, 1970. tih godina usled brojnih problema (stagflacija-rast inflacije i nezaposlenosti, rast cene nafte, povecanje troškova poslovanja preduzeca delimično uslovljenih prethodno donetim zakonima o zaštiti interesa potrošača i okruženja) koji ugrožavaju normalno funkcionisanje preduzeca, Milton Fridman se vraca klasičnom shvatanju društvene odgovornosti.)
MATCH@E:(In 1970s, however, due to a large number of problems (stagflation, inflation and unemployment increase, oil prices rise, greater operational costs in companies partly due to the previously enacted laws on consumers interests protection and environmental protection) that threaten normal functioning of the company, Milton Friedman returns to the classic interpretation of social responsibility.===>Međutim, 1970. tih godina usled brojnih problema (stagflacija-rast inflacije i nezaposlenosti, rast cene nafte, povećanje troškova poslovanja preduzeća delimično uslovljenih prethodno donetim zakonima o zaštiti interesa potrošača i okruženja) koji ugrožavaju normalno funkcionisanje preduzeća, Milton Fridman se vraća klasičnom shvatanju društvene odgovornosti.)
MATCH@M:(Such an attitude was largely criticised since the behaviour directed only towards satisfying one's own interests may harm the others and have a negative impact upon social welfare.===>Ovakvo shvatanje bilo je u velikoj meri kritikovano jer ponašanje koje je usmereno samo na sopstveni interes može nositi štetu ostalima i negativno uticati na društveno blagostanje.)
MATCH@E:(Such an attitude was largely criticised since the behaviour directed only towards satisfying ones own interests may harm the others and have a negative impact upon social welfare.===>Ovakvo shvatanje bilo je u velikoj meri kritikovano jer ponašanje koje je usmereno samo na sopstveni interes može nositi štetu ostalima i negativno uticati na društveno blagostanje.)
MATCH@M:(A much more complex understanding of social responsibility arises, which says that business should be conducted in such a way that the influences of society be taken into account, therefore the organization is responsible to the society as regards the activities it carries out.===>Razvija se mnogo kompleksnije shvatanje društvene odgovornosti, po kome poslovanjem treba upravljati na način koji uzima u obzir uticaj društva, tako da organizacija snosi odgovornost prema društvu za izvršenje aktivnosti.)
MATCH@E:(A much more complex understanding of social responsibility arises, which says that business should be conducted in such a way that the influences of society be taken into account, therefore the organization is responsible to the society as regards the activities it carries out.===>Razvija se mnogo kompleksnije shvatanje društvene odgovornosti, po kome poslovanjem treba upravljati na način koji uzima u obzir uticaj društva, tako da organizacija snosi odgovornost prema društvu za izvršenje aktivnosti.)
MATCH@M:(One frequently quoted modern approach to social responsibility is the concept introduced by Archie Caroll.===>Kao jedan od veoma često citiranih savremenih pristupa društvene odgovornosti je koncept koji navodi Arči Kerol.)
MATCH@E:(One frequently quoted modern approach to social responsibility is the concept introduced by Archie Caroll.===>Kao jedan od veoma često citiranih savremenih pristupa društvene odgovornosti je koncept koji navodi Arči Kerol.)
MATCH@M:(He combines various economic, legal, ethical and philantropic principles by observing to which extent the company does its duty to the society and creates positive relationships with the stakeholders.===>On kombinuje različite ekonomske, zakonske, moralne i filantropske principe, čijim poštovanjem preduzece ispunjava svoje obaveze prema društvu i uspostavlja pozitivne relacije sa steikholderima.)
MATCH@E:(He combines various economic, legal, ethical and philantropic princi ples by observing to which extent the company does its duty to the society and creates positive relationships with the stakeholders.===>On kombinuje različite ekonomske, zakonske, moralne i filantropske principe, čijim poštovanjem preduzeće ispunjava svoje obaveze prema društvu i uspostavlja pozitivne relacije sa steikholderima.)
MATCH@M:(The social responsibility theory allowed for the stakeholder management concept to develop and besome the prevailing one in the 1990s, in the conditions of high uncertainty of business, when the companies become largely dependant on the behaviour, expectations and objectives of a large number of varied interest (stakeholder) groups with whom they establish different relationships and interactions [4, p. 81].===>Iz teorije društvene odgovornosti razvio se koncept steikholder menaždmenta i doživeo ekspanziju 1990-tih godina u uslovima visoke neizvesnosti poslovanja, kada preduzeca postaju u velikoj meri zavisna od ponašanja, očekivanja i ciljeva velikog broja različitih interesnih grupa, sa kojima uspostavljaju različite veze i interakcije 4 str. 81])
MATCH@E:(The social responsibility theory allowed for the stakeholder management concept to develop and besome the prevailing one in the 1990s, in the conditions of high uncertainty of business, when the companies become largely dependant on the behaviour, expectations and objectives of a large number of varied interest (stakeholder) groups with whom they establish different relationships and interactions Š4, p. 81Ë. ~~~ This does not mean that there was no awareness of the presence and impact of interest groups before 1990s.===>str. 39 Iz teorije društvene odgovornosti razvio se koncept steikholder menaždmenta i doživeo ekspanziju 1990tih godina u uslovima visoke neizvesnosti poslovanja, kada preduzeća postaju u velikoj meri zavisna od ponašanja, očekivanja i ciljeva velikog broja različitih interesnih grupa, sa kojima uspostavljaju različite veze i interakcije 4 str. 81Ë To ne znači da pre 1990-tih niko nije ni razmišljao o prisustvu i uticaju interesnih grupa.)
MATCH@M:(Such examples however were scarce in the theory and the practice of management.===>Međutim, ovakvih primera u praksi i teoriji menadžmenta bilo je malo.)
MATCH@E:(Such examples however were scarce in the theory and the practice of management.===>Međutim, ovakvih primera u praksi i teoriji menadžmenta bilo je malo.)
MATCH@M:(The earliest serious academic research and explanations of stakeholder management are associated primarily with Edward Freeman, who gives a detailed explanation of the notion of stakeholder, presents certain definitions of stakeholders and offers basic theoretical analyses of stakeholders in his "Strategic Management", published 1984.===>Prva ozbiljnija teorijska istraživanja i objašnjenja steikholder menadžmenta vezuju se uglavnom za Edwarda Freemana, koji u knjizi Strategijski menadžment 1984. detaljno objašnjava pojam steikhol-dera, navodi određene definicije steikholdera i daje osnove teorijske analize steikholdera.)
MATCH@E:(The earliest serious academic research and explanations of stakeholder management are associated primarily with Edward Freeman, who gives a detailed explanation of the notion of stakeholder, presents certain definitions of stakeholders and offers basic theoretical analyses of stakeholders in his Strategic Management, published 1984.===>Prva ozbiljnija teorijska istraživanja i objašnjenja steikholder menadžmenta vezuju se uglavnom za Edwarda Freemana, koji u knjizi Strategijski menadžment 1984. detaljno objašnjava pojam steikholdera, navodi određene definicije steikholdera i daje osnove teorijske analize steikholdera.)
MATCH@M:(According to Freeman, the term stakeholder was first used on the memorandum of the Stanford University, in 1963, and he adopts it in order to warn the management that it was of great importance that they should pay attention to the interests and expectations of those whose influence is not negligible, or who are affected by the company's business operations.===>Prema Frimenu, termin steikholder upotrebljen je prvi put na memorandumu Standford instituta 1963. godine, a on ga prihvata da bi skrenuo pažnju menadžmentu kako je veoma bitno da obrati pažnju na interese i očekivanja onih koji imaju određeni uticaj, ili su pod uticajem poslovanja preduzeca.)
MATCH@E:(According to Freeman, the term stakeholder was first used on the memorandum of the Stanford University, in 1963, and he adopts it in order to warn the management that it was of great importance that they should pay attention to the interests and expectations of those whose influence is not negligible, or who are affected by the companys business operations.===>Prema Frimenu, termin steikholder upotrebljen je prvi put na memorandumu Standford instituta 1963. godine, a on ga prihvata da bi skrenuo pažnju menadžmentu kako je veoma bitno da obrati pažnju na interese i očekivanja onih koji imaju određeni uticaj, ili su pod uticajem poslovanja preduzeća. ~~~ U skladu sa tim on i definiše steikholdere na sledeći način:)
MATCH@M:(A rather detailed explanation of the notion and a definition of stakeholders are supplied by Archie B. Caroll.===>Veoma detaljno objašnjenje pojma i definiciju steik-holdera daje i Archie B. Carroll.)
MATCH@E:(A rather detailed explanation of the notion and a definition of stakeholders are supplied by Archie B. Caroll.===>Veoma detaljno objašnjenje pojma i definiciju steikholdera daje i Archie B. Carroll.)
MATCH@M:(According to Archie B. Caroll, stakeholders can be defined as individuals, groups or organizations with whom the company interacts or is in the relations of interdependence.===>Prema Archie B. Carroll steikholderi se mogu definisati kao pojedinci, grupe ili organizacije sa kojima je preduzece u interakciji ili međuzavisnosti.)
MATCH@E:(According to Archie B. Caroll, stakeholders can be defined as individuals, groups or organizations with whom the company interacts or is in the relations of interdependence.===>Prema Archie B. Carroll steikholderi se mogu definisati kao pojedinci, grupe ili organizacije sa kojima je preduzeće u inter akciji ili međuzavisnosti.)
MATCH@M:(He believes that the term "stakeholder" is derived from the term "stockholder", defining the owner of a certain job or an investor.===>Dok za termin "stakeholder" smatra da je izveden iz termina "stockholder" koji označava vlasnika određenog posla ili investitora.)
MATCH@E:(He believes that the term stakeholder is derived from the term stockholder, defining the owner of a certain job or an investor.===>Dok za termin stakeholder smatra da je izveden iz termina stockholder koji označava vlasnika određenog posla ili investitora.)
MATCH@M:(Regardless of the fact that the term "stakeholder" is much broader compared to that of "stockholder" (since besides the stockholders it includes a large number of other individuals and groups concerned with the company's operations and having a certain share in it), the root of the word "stake" that means interest, investment, participation, primarily refers to the shareholders-owners who invested their own assets, who are most interested in the company's business operations and have a certain share in it [3 p.7].===>I pored toga što je "stakeholder" mnogo širi od pojma "stockholder" (jer pored akcionara podrazumeva i veliki broj drugih pojedinaca i grupa koje su zainteresovane za poslovanje preduzeca i na njega vrše određeni uticaj), koren reči. "stake" koji predstavlja zainteresovanost, ulog, učešće u nečemu, pre svega upućuje na akcionare-vlasnike koji su uložili svoja sredstva, najzainteresovaniji su za poslovanje preduzeća i imaju određeno učešće u njemu 3 str.7].)
MATCH@E:(Regardless of the fact that the term stakeholder is much broader compared to that of stockholder (since besides the stockholders it includes a large number of other individuals and groups concerned with the companys operations and having a certain share in it), the root of the word stake that means interest, investment, participation, primarily refers to the shareholders-owners who invested their own assets, who are most interested in the companys business operations and have a certain share in it Š3 p.7Ë.===>I pored toga što je stakeholder mnogo širi od pojma stockholder (jer pored akcionara podrazumeva i veliki broj drugih pojedinaca i grupa koje su zainteresovane za poslovanje preduzeća i na njega vrše određeni uticaj), koren reči. stake koji predstavlja zainteresovanost, ulog, učešće u nečemu, pre svega upućuje na akcionare-vlasnike koji su uložili svoja sredstva, najzainteresovaniji su za poslovanje preduzeća i imaju određeno učešće u njemu 3 str.7Ë.)
MATCH@M:(At the same time, however, "stake" (as claim) means a demand, pretending, expectations, search of something.===>Međutim, u isto vreme "stake" (kao claim) predstavlja zahtev, pretenziju, očekivanje, težnju za nečim.)
MATCH@E:(At the same time, however, stake (as claim) means a demand, pretending, expectations, search of something.===>Međutim, u isto vreme stake (kao claim) predstavlja zahtev, pretenziju, očekivanje, težnju za nečim.)
MATCH@M:(It is clear that the owner or a shareholder expects that the completion of a business operation should mean achieving some of his objectives, since he invested his money into the business.===>Jasno je da vlasnik ili akcionar očekuje ostvarenje nekih ciljeva izvršenjem posla jer je u njega uložio svoj novac.)
MATCH@E:(It is clear that the owner or a shareholder expects that the completion of a business operation should mean achieving some of his objectives, since he invested his money into the business.===>Jasno je da vlasnik ili akcionar očekuje ostvarenje nekih ciljeva izvršenjem posla jer je u njega uložio svoj novac.)
MATCH@M:(However, there are other individuals that also have certain expectations and demands, who did not invest the money, but some other elements that entitle them to some requirements and expectations (for example, the employees who invest their work, time and energy; then the suppliers who invested the results of their work, the customers who pay for the products; the state that expects that the reason of its existence should be justified and that a certain social need be honoured, etc).===>Ali, pored njega određena očekivanja i zahteve imaju i neki drugi pojedinci i grupe, koji nisu uložili novac, ali su uložili neke druge elemente koji im daju prava na određene zahteve i očekivanja (na primer zaposleni koji ulažu svoj rad, vreme i energiju, zatim dobavljači koji su uložili rezultate svog rada, potrošači koji plaćaju proizvode, država koja očekuje opravdanje svrhe postojanja-zadovoljenje neke društvene potrebe i tako dalje).)
MATCH@E:(However, there are other individuals that also have certain expectations and demands, who did not invest the money, but some other elements that entitle them to some requirements and expectations (for example, the employees who invest their work, time and energy; then the suppliers who invested the results of their work, the customers who pay for the products; the state that expects that the reason of its existence should be justified and that a certain social need be honoured, etc).===>Ali, pored njega određena očekivanja i zahteve imaju i neki drugi pojedinci i grupe, koji nisu uložili novac, ali su uložili neke druge elemente koji im daju prava na određene zahteve i očekivanja (na primer zaposleni koji ulažu svoj rad, vreme i energiju, zatim dobavljači koji su uložili rezultate svog rada, potrošači koji plaćaju proizvode, država koja očekuje opravdanje svrhe postojanja-zadovoljenje neke društvene potrebe itd.).)
MATCH@M:(They are all stakeholders.===>Svi oni predstavljaju stakeholdere.)
MATCH@E:(They are all stakeholders.===>Svi oni predstavljaju stakeholdere.)
MATCH@M:(In addition to these, there is a host of other definitions and explanations of the term "stakeholder" that differ to a smaller or a larger extent.===>Pored ovih, prisutan je još veliki broj drugih definicija i objašnjenja steikholdera, koje se u manjoj ili većoj meri razlikuju.)
MATCH@E:(In addition to these, there is a host of other definitions and explanations of the term stakeholder that differ to a smaller or a larger extent.===>Pored ovih, prisutan je još veliki broj drugih definicija i objašnjenja steikholdera, koje se u manjoj ili većoj meri razlikuju.)
MATCH@M:(What is common to all these definitions is that they all view stakeholders as a very numerous and heterogeneous group of individuals and organizations, whose objectives frequently affect and precondition those of the company.===>Ono što je zajedničko svim definicijama je činjenica da su steikholderi veoma brojna i heterogena grupa pojedinaca i organizacija, sa čijim su ciljevima, ciljevi preduzeća međusobno uslovljeni.)
MATCH@E:(What is common to all these definitions is that they all view stakeholders as a very numerous and heterogeneous group of individuals and organizations, whose objectives frequently affect and precondition those of the company.===>Ono što je zajedničko svim definicijama je činjenica da su steikholderi veoma brojna i heterogena grupa pojedinaca i organizacija, sa čijim su ciljevima, ciljevi preduzeća međusobno uslovljeni.)
MATCH@M:(In order that the survival and successful performance of the company be ensured it is necessary that they should be well managed.===>Da bi se omogućio opstanak i uspeh preduzeća potrebno je upravljati njima.)
MATCH@E:(In order that the survival and successful performance of the company be ensured it is necessary that they should be well managed.===>Da bi se omogućio opstanak i uspeh preduzeća potrebno je upravljati njima.)
MATCH@M:(These are the reasons for the emergence of the stakeholder management concept.===>Iz tih razloga nastaje koncept steikholder menadžment.)
MATCH@E:(These are the reasons for the emergence of the stakeholder management concept.===>Iz tih razloga nastaje koncept steikholder menadžment.)
MATCH@M:(The concept means managing the company in such a way as to make it possible that the objectives of key stakeholders be achieved, so that they may have a beneficial influence upon the company's business operations [3 p.81].===>On podrazumeva upravljanje preduzećem na način kojim će se omogućiti ostvarenje ciljeva ključnih steikholdera, kako bi se obezbedio njihov pozitivan uticaj na poslovanje preduzeća 3 str. 81].)
MATCH@E:(The concept means managing the company in such a way as to make it possible that the objectives of key stakeholders be achieved, so that they may have a beneficial influence upon the companys business operations Š3 p.81Ë. 3.===>On podrazumeva upravljanje preduzećem na način kojim će se omogućiti ostvarenje ciljeva ključnih steikholdera, kako bi se obezbedio njihov pozitivan uticaj na poslovanje preduzeća 3 str. 81Ë. 3.)
MATCH@M:(Successful corporations need a sound society: education, health care, equality, productive workforce.===>Uspešnim korporacijama potrebno je zdravo društvo: obrazovanje, zdravstvena zaštita, ravnopravnost, produktivna radna snaga.)
MATCH@E:(Successful corporations need a sound society: education, health care, equality, productive workforce.===>Uspešnim korporacijama potrebno je zdravo društvo: obrazovanje, zdravstvena zaštita, ravnopravnost, produktivna radna snaga.)
MATCH@M:(Safe products and good working conditions are not only attractive for the customers, but they also reduce internal costs of accidents.===>Sigurni proizvodi i dobri uslovi rada nisu samo privlačni elementi za potrošače, već i snižavaju interne troškove nesrećnih slučajeva.)
MATCH@E:(Safe products and good working conditions are not only attractive for the customers, but they also reduce internal costs of accidents.===>Sigurni proizvodi i dobri uslovi rada nisu samo privlačni elementi za potrošače, već i snižavaju interne troškove nesrećnih slučajeva.)
MATCH@M:(An efficient exploitation of land, water, energy and other natural resources enhances business productivity.===>Efikasna upotreba vode, zemlje, energije i drugih prirodnih resursa čini biznis produktivnijim.)
MATCH@E:(An efficient exploitation of land, water, energy and other natural resources enhances business productivity.===>Efikasna upotreba vode, zemlje, energije i drugih prirodnih resursa čini biznis produktivnijim.)
MATCH@M:(Effective management, regulations, laws and property rights make the essence of efficiency and innovation.===>Dobra uprava, pravila, zakoni i pravo svojine su suština efikasnosti i inovativnosti.)
MATCH@E:(Effective management, regulations, laws and property rights make the essence of efficiency and innovation.===>Dobra uprava, pravila, zakoni i pravo svojine su suština efikasnosti i inovativnosti.)
MATCH@M:(Sound standards and regulations protect both the customers and the competing companies from exploitation.===>Jaki standardi i regulative štite potrošače i konkurentske kompanije od eksploatacije.)
MATCH@E:(Sound standards and regulations protect both the customers and the competing companies from exploitation.===>Jaki standardi i regulative štite potrošače i konkurentske kompa nije od eksploatacije.)
MATCH@M:(A sound society can be said to offer numerous opportunities to the companies; by increasing the demand for their products, offering productive resources, imposing highly ethical standards, it creates favourable conditions for the companies to do business efficiently and in fair competition conditions on the market.===>Može se zaključiti da zdravo društvo stvara brojne mogućnosti kompanijama, povećavajući tražnju za njihovim proizvodima, pružanjem poduktivnih resursa, nametanjem visokih etičkih standarda ono omogućava kompanijama efikasno poslovanje i fer konkurentske odnose na tržištu.)
MATCH@E:(A sound society can be said to offer numerous opportunities to the companies; by increasing the demand for their products, offering productive resources, imposing highly ethical standards, it creates favourable conditions for the companies to do business efficiently and in fair competition conditions on the market.===>Može se zaključiti da zdravo društvo stvara brojne mogućnosti kompanijama, povećavajući tražnju za njihovim proizvodima, pružanjem poduktivnih resursa, nametanjem visokih etičkih standarda ono omogućava kompanijama efikasno poslovanje i fer konkurentske odnose na tržištu.)
MATCH@M:(The moral appeal tells us that the company is obliged to be a good citizen and do the right things since its activities affect the society both directly and indirectly.===>Moralni apel ukazuje da kompanija ima obavezu da bude dobar građanin i da radi prave stvari pošto njene aktivnosti direkno ili indirekno utiču na društvo.)
MATCH@E:(The moral appeal tells us that the company is obliged to be a good citizen and do the right things since its activities affect the society both directly and indirectly.===>Moralni apel ukazuje da kompanija ima obavezu da bude dobar građanin i da radi prave stvari pošto njene aktivnosti direkno ili indirekno utiču na društvo.)
MATCH@M:(Virtually every activity in the value chain affects the society, causing positive or negative effects.===>Virtualno svaka aktivnost komapnije iz lanca vrednosti dotiče društvo stvarajući pozitivne ili negativne efekte.)
MATCH@E:(Virtually every activity in the value chain affects the society, causing positive or negative effects.===>Virtualno svaka aktivnost komapnije iz lanca vrednosti dotiče društvo stvarajući pozitivne ili negativne efekte.)
MATCH@M:(When companies are aware of their influence upon the society, the influence may be rather subtle.===>Kada su kompanije svesne svog uticaja na društvo taj uticaj može biti veoma suptilan.)
MATCH@E:(When companies are aware of their influence upon the society, the influence may be rather subtle.===>Kada su kompanije svesne svog uticaja na društvo taj uticaj može biti veoma suptilan.)
MATCH@M:(Sustainability refers to their responsibility towards their natural environment as well as to the political system in the society.===>Održivost se odnosi na odgovornost prema prirodnoj sredini i društvenom uređenju.)
MATCH@E:(Sustainability refers to their responsibility towards their natural environment as well as to the political system in the society.===>Održivost se odnosi na odgovornost prema prirodnoj sredini i društvenom uređenju.)
MATCH@M:(Work licence refers to the obligations the company has to meet so that it should be issued a work licence by the state and acquire the support of internal and external stakeholders.===>Licenca za rad se odnosi na obaveze koje kompanija mora da ispunjava da bi dobila dozvolu za rad od strane države i stekla podršku eksternih i internih steikholdera.)
MATCH@E:(Work licence refers to the obligations the company has to meet so that it should be issued a work licence by the state and acquire the support of internal and external stakeholders.===>Licenca za rad se odnosi na obaveze koje kompanija mora da ispunjava da bi dobila dozvolu za rad od strane države i stekla podršku eksternih i internih steikholdera.)
MATCH@M:(And finally, the reputation means that if the company is socially responsible, it will build a more favourable image of itself and of the society, more powerful brands, etc. [1 pp. 78-94].===>I konačno reputacija ukazuje na to da ako kompanija bude društveno odgovorna izgradiće bolju sliku o sebi u društvu, jače brendove isl. 1 str 78-94])
MATCH@E:(And finally, the reputation means that if the company is socially responsible, it will build a more favourable image of itself and of the society, more powerful brands, etc.===>)
BAD_LINE_=============================================================
BAD_LINE_M:And finally, the reputation means that if the company is socially responsible, it will build a more favourable image of itself and of the society, more powerful brands, etc. [1 pp. 78-94].
BAD_LINE_M:I konačno reputacija ukazuje na to da ako kompanija bude društveno odgovorna izgradiće bolju sliku o sebi u društvu, jače brendove isl. 1 str 78-94]
BAD_LINE_E:And finally, the reputation means that if the company is socially responsible, it will build a more favourable image of itself and of the society, more powerful brands, etc.
BAD_LINE_E:
MATCH@M:(As the society consists of a large number of interest groups that directly or indirectly affect the company's business operations and whose expectations from the company are clearly set, the socially responsible behaviour means that the company should meet these expectations of key stakeholders and maintain correct relationships with the other stakeholder groups.===>Pošto društvo čini veliki broj interesnih grupa koje direkno ili indirekno utiču na poslovanje preduzeća i prema njemu imaju određena očekivanja društveno odgovorno ponašanje podrazumeva zadovoljavanje očekivanja ključnih steikholdera i korektan odnos sa ostalim grupama steikholdera.)
MATCH@E:(Š1 pp. 78-94Ë. ~~~ As the society consists of a large number of interest groups that directly or indirectly affect the companys business operations and whose expectations from the company are clearly set, the socially responsible behaviour means that the company should meet these expectations of key stakeholders and maintain correct relationships with the other stakeholder groups.===>I konačno reputacija ukazuje na to da ako kompanija bude društveno odgovorna izgradiće bolju sliku o sebi u društvu, jače brendove isl. 1 str 78-94Ë Pošto društvo čini veliki broj interesnih grupa koje direkno ili indirekno utiču na poslovanje preduzeća i prema njemu imaju određena očekivanja društveno odgovorno ponašanje podrazumeva zadovoljavanje očekivanja ključnih steikholdera i korektan odnos sa ostalim grupama steikholdera.)
BAD_LINE_=============================================================
BAD_LINE_M:As the society consists of a large number of interest groups that directly or indirectly affect the company's business operations and whose expectations from the company are clearly set, the socially responsible behaviour means that the company should meet these expectations of key stakeholders and maintain correct relationships with the other stakeholder groups.
BAD_LINE_M:Pošto društvo čini veliki broj interesnih grupa koje direkno ili indirekno utiču na poslovanje preduzeća i prema njemu imaju određena očekivanja društveno odgovorno ponašanje podrazumeva zadovoljavanje očekivanja ključnih steikholdera i korektan odnos sa ostalim grupama steikholdera.
BAD_LINE_E:Š1 pp. 78-94Ë. ~~~ As the society consists of a large number of interest groups that directly or indirectly affect the companys business operations and whose expectations from the company are clearly set, the socially responsible behaviour means that the company should meet these expectations of key stakeholders and maintain correct relationships with the other stakeholder groups.
BAD_LINE_E:I konačno reputacija ukazuje na to da ako kompanija bude društveno odgovorna izgradiće bolju sliku o sebi u društvu, jače brendove isl. 1 str 78-94Ë Pošto društvo čini veliki broj interesnih grupa koje direkno ili indirekno utiču na poslovanje preduzeća i prema njemu imaju određena očekivanja društveno odgovorno ponašanje podrazumeva zadovoljavanje očekivanja ključnih steikholdera i korektan odnos sa ostalim grupama steikholdera.
MATCH@M:(Only if the company satisfies the key stakeholders' expectations can it expect to be able to do business effectively, since the achievement of the company goals is preconditioned by the behaviour of its key stakeholders.===>Samo ako preduzeće zadovolji očekivanja ključnih steikholdera, može se nadati uspešnom poslovanju, pošto je ostvarenje ciljeva preduzeća uslovljeno ponašanjem ključnih steik-holdera.)
MATCH@E:(Only if the company satisfies the key stakeholders expectations can it expect to be able to do business effectively, since the achievement of the company goals is preconditioned by the behaviour of its key stakeholders.===>Samo ako preduzeće zadovolji očekivanja ključnih steikholdera, može se nadati uspešnom poslovanju, pošto je ostvarenje ciljeva preduzeća uslovljeno ponašanjem ključnih steikholdera.)
MATCH@M:(The stakeholders' influence and the contribution will directly depend on the realization of their goals and their satisfaction with the company's results.===>Kakav će uticaj i doprinos steikholdera biti zavisi od ostvarenja njihovih ciljeva i satisfakcije rezultatima poslovanja preduzeća.)
MATCH@E:(The stakeholders influence and the contribution will directly depend on the realization of their goals and their satisfaction with the companys results.===>Kakav će uticaj i doprinos steikholdera biti zavisi od ostvarenja njihovih ciljeva i satisfakcije rezultatima poslovanja preduzeća.)
MATCH@M:(Hence the stakeholders' satisfaction and their contribution to the company's business success are mutually preconditioned elements that they present as the bases of the prism.===>Tako da su satisfakcija steikholdera i njihov doprinos uspešnosti poslovanja preduzeća međusobno uslovljeni elementi koje oni prikazuju kao osnove prizme.)
MATCH@E:(Hence the stakeholders satisfaction and their contribution to the companys business success are mutually preconditioned elements that they present as the bases of the prism.===>Tako da su satisfakcija steikholdera i njihov doprinos uspešnosti poslovanja preduzeća međusobno uslovljeni elementi koje oni prikazuju kao osnove prizme.)
MATCH@M:(The amount of stakeholders' contribution to the company's success is preconditioned by the strategy, the processes and the company's competences, presented as lateral sides of the prism [7 pp. 7-15].===>Veličina doprinosa steikholdera uspešnosti poslovanja preduzeća uslovljena je strategijom, procesima i sposobnostima preduzeća koji čine bočne strane prizme 7 str. 7-15].)
MATCH@E:(The amount of stakeholders contribution to the companys success is preconditioned by the strategy, the processes and the companys competences, presented as lateral sides of the prism Š7 pp. 7-15Ë.===>Veličina doprinosa steikholdera uspešnosti poslovanja preduzeća uslovljena je strategijom, procesima i sposobnostima preduzeća koji čine bočne strane prizme 7 str. 7-15Ë. ~~~ To se može grafički prikazati na sledeći način:)
MATCH@M:(Then the adequate strategy, processes and resources should be employed to coordinate and reconcile the key stakeholders' objectives to the objectives of the company.===>A zatim odgovarajućom strategijom, procesima i resursima povezati i uskladiti ciljeve ključnih steikholdera sa ciljevima preduzeća.)
MATCH@E:(Then the adequate strategy, processes and resources should be employed to coordinate and reconcile the key stakeholders objectives to the objectives of the company.===>A zatim odgovarajućom strategijom, procesima i resursima povezati i uskladiti ciljeve ključnih steikholdera sa ciljevima preduzeća.)
MATCH@M:(A conclusion can be drawn that a need for responsible behaviour and creating fruitful relationships with key stakeholders is not only a philantropic one, but is also a precondition for the survival and success of the company, since the company's success and that of the society are mutually enhanced.===>Može se zaključiti da potreba za odgovornim ponašanjem i uspostavljanjem dobrih odnosa sa ključnim steikholderima nije samo filantropskog karaktera, već od njih zavisi uspeh i opstanak preduzeća, pošto se uspeh kompanije i uspeh društva međusobno pojačavaju.)
MATCH@E:(A conclusion can be drawn that a need for responsible behaviour and creating fruitful relationships with key stakeholders is not only a philantropic one, but is also a precondition for the survival and success of the com pany, since the companys success and that of the society are mutually enhanced.===>Može se zaključiti da potreba za odgovornim ponašanjem i uspostavljanjem dobrih odnosa sa ključnim steikholderima nije samo filantropskog karaktera, već od njih zavisi uspeh i opstanak preduzeća, pošto se uspeh kompanije i uspeh društva međusobno pojačavaju.)
MATCH@M:(Typically, a close relationship between the society and the company operations means a more purposeful employment of company's resources that in turn brings benefit to the society.===>Tipično, blisko povezan odnos društva i poslovanja preduzeća je bolja upotreba resursa kompanija, koja donosi i koristi društvu.)
MATCH@E:(Typically, a close relationship between the society and the company operations means a more purposeful employment of companys resources that in turn brings benefit to the society.===>Tipično, blisko povezan odnos društva i poslovanja preduzeća je bolja upotreba resursa kompanija, koja donosi i koristi društvu.)
MATCH@M:(On the other hand, the company works in a competitive environment that also affects its success in its strategy realisation.===>Sa druge strane, svaka kompanija posluje u konkurentskom okruženju koje utiče na uspešnost realizacije njene strategije.)
MATCH@E:(On the other hand, the company works in a competitive environment that also affects its success in its strategy realisation.===>Sa druge strane, svaka kompanija posluje u konkurentskom okruženju koje utiče na uspešnost realizacije njene strategije.)
MATCH@M:(Social conditions are the key segment of this context.===>Društveni uslovi formiraju ključni segment tog konteksa.)
MATCH@E:(Social conditions are the key segment of this context.===>Društveni uslovi formiraju ključni segment tog konteksa.)
MATCH@M:(In creating a strategy, a competitive context has a considerably weaker impact compared to the value chain, but may be of a considerably greater strategic importance for both the company and the society.===>Konkurentski konteks ima mnogo manji uticaj od lanca vrednosti pri oblikovanju stategije, ali može imati mnogo veći strateški značaj i za kompaniju i za društvo.)
MATCH@E:(In creating a strategy, a competitive context has a considerably weaker impact compared to the value chain, but may be of a considerably greater strategic importance for both the company and the society.===>Konkurentski konteks ima mnogo manji uticaj od lanca vrednosti pri oblikovanju stategije, ali može imati mnogo veći strateški značaj i za kompaniju i za društvo. ~~~ Konkurentski kontekst obuhvata nekoliko elementata 1 str. 78-94Ë: (cid:)
MATCH@M:(Each of the quoted aspects of this context may considerably improve the company's competitive position and trigger a development of a social responsibility programme.===>Svaki od navedenih aspekta ovog konteksta može imati veliki uticaj na poboljšanje konkurentske pozicije preduzeća i predstavljati podsticaj za pokretanje programa društvene odgovornosti.)
MATCH@E:(Each of the quoted aspects of this context may considerably improve the companys competitive position and trigger a development of a social responsibility programme.===>Svaki od navedenih aspekta ovog konteksta može imati veliki uticaj na poboljšanje konkurentske pozicije preduzeća i predstavljati podsticaj za pokretanje programa društvene odgovornosti.)
MATCH@M:(For example, a chance of rectuitment and hiring experts they need can be a key source of competitive advantage.===>Na primer, za veliki broj kompanija mogućnost obezbeđenja i regrutovanja odgovarajućih stručnjaka, može biti kljucni izvor konkurentske prednosti.)
MATCH@E:(For example, a chance of rectuitment and hiring experts they need can be a key source of competitive advantage.===>Na primer, za veliki broj kompanija mogućnost obezbeđenja i regrutovanja odgovarajućih stručnjaka, može biti ključni izvor konkurentske prednosti.)
MATCH@M:(The expertise and knowledge of the local population largely depend on the local education system, presence of discrimination, level of development of information infrastructure, the information system level, etc.===>Stručnost i znanja lokalnog stanovništva u najvećoj meri zavise od lokalnog sistema obrazovanja, prisustva diskriminacije, razvijenosti informatičke infrastrukture, razvijenosti sistema informisanja isl.)
MATCH@E:(The expertise and knowledge of the local population largely depend on the local education system, presence of discrimination, level of development of information infrastructure, the information system level, etc.===>Stručnost i znanja lokalnog stanovništva u najvećoj meri zavise od lokalnog sistema obrazovanja, prisustva diskriminacije, razvijenosti informatičke infrastrukture, razvijenosti sistema informisanja isl.)
MATCH@M:(The company's investments into one of these elements bring benefits to the society, and return to the company in the form of higher competitive opportunities.===>Ulaganjem u unapređenje nekog od ovih elemenata kompanije obezbeđuju koristi društvu, koje povratno obezbeđuju njima veće konkurentske mogućnosti.)
MATCH@E:(The companys investments into one of these elements bring benefits to the society, and return to the company in the form of higher competitive opportunities.===>Ulaganjem u unapređenje nekog od ovih elemenata kompanije obezbeđuju koristi društvu, koje povratno obezbeđuju njima veće konkurentske mogućnosti.)
MATCH@M:(For example, due to the problems in recruiting the programmers with appropriate expertise the "Microsoft Company" started collaboration with the American College Association (which is responsible for the education and training of 45 percent population in the U.S.A.) for the purpose of improving the college curricula and providing technical support to the Association's faculties.===>Na primer, kompanija "Microsoft" je usled teškoća u obezbeđenju programera odgovarajuće stručnosti uspostavila saradnju sa "Američkom asocijacijom koledža" (koja školuje oko 45% populacije u USA) u cilju unapređenja nastavnih programa i poboljšanja tehniče podrške na fakultetima iz asocijacije.)
MATCH@E:(For example, due to the problems in recruiting the programmers with appropriate expertise the Microsoft Company started collaboration with the American College Association (which is responsible for the education and training of 45 percent population in the U.S.A.) for the purpose of improving the college curricula and providing technical support to the Associations faculties.===>Na primer, kompanija Microsoft je usled teškoća u obezbeđenju programera odgovarajuće stručnosti uspostavila saradnju sa Američkom asocijacijom koledža (koja školuje oko 45% populacije u USA) u cilju unapređenja nastavnih programa i poboljšanja tehniče podrške na fakultetima iz asocijacije.)
MATCH@M:(A five-year project worth $50 milion has been carried out to modernize the technology used in instruction and improve the knowledge of the lecturers in this field.===>Realizovan je petogodišnji projekat u vrednosti od 50 miliona dolara, kojim je modernizovana tehnologija koja je korišćena u nastavi i unapređeno znanje predavača navedenih oblasti.)
MATCH@E:(A five-year project worth $50 milion has been carried out to modernize the technology used in instruction and improve the knowledge of the lecturers in this field.===>Realizovan je petogodišnji projekat u vrednosti od 50 miliona dolara, kojim je modernizovana tehnologija koja je korišćena u nastavi i unapređeno znanje predavača navedenih oblasti.)
MATCH@M:(The aim was to get the students acquainted with the latest achievements and trends in this field as well as to standardize the biographies of IT graduates so that in the recruitment process for a certain work post their skills should be already outlined.===>Cilj je bio omogućavanje studentima da se upoznaju sa najnovijim dostignućima i prate trendove u ovoj oblasti kao i standardizovanje biografija diplomiranih IT stručnjaka kako bi se pri regrutovanju za određeno radno mesto pretpostavilo kojim veštima bi trebalo da raspolažu.)
MATCH@E:(The aim was to get the students acquainted with the latest achievements and trends in this field as well as to standardize the biographies of IT graduates so that in the recruitment process for a certain work post their skills should be already outlined.===>Cilj je bio omogućavanje studentima da se upoznaju sa najnovijim dostignućima i prate trendove u ovoj oblasti kao i standardizovanje biografija diplomiranih IT stručnjaka kako bi se pri regrutovanju za određeno radno mesto pretpostavilo kojim veštima bi trebalo da raspolažu.)
MATCH@M:(Thus the company brought substantial benefit to the society, and simultaneously provided itself with generations of prospective professionals who are the key value carriers and the source of competitive advantage [1 pp. 78-94].===>Na ovaj način kompanija je obezbedila ogromne koristi društvu, ali u isto vreme obezbedila sebi generacije potencijalnih stručnjaka, koji predstavljaju ključni nosilac vrednosti i izvor konkurentske prednosti 1 str. 78-94].)
MATCH@E:(Thus the company brought substantial benefit to the society, and simultaneously provided itself with generations of prospective professionals who are the key value carriers and the source of competitive advantage Š1 pp. 78-94Ë.===>Na ovaj način kompanija je obezbedila ogromne koristi društvu, ali u isto vreme obezbedila sebi generacije potencijalnih stručnjaka, koji predstavljaju ključni nosilac vrednosti i izvor konkurentske prednosti 1 str. 78-94Ë.)
MATCH@M:(This and a host of other examples show that there is an increasing demand for social responsibility and that modern companies are increasingly aware of this issue.===>Ovaj i mnogi drugi primeri pokazuju da postoji sve veća potreba za društvenom odgovornošću i da se o njoj sve više vodi računa u praksi savremenih preduzeća.)
MATCH@E:(This and a host of other examples show that there is an increasing demand for social responsibility and that modern companies are increasingly aware of this issue.===>Ovaj i mnogi drugi primeri pokazuju da postoji sve veća potreba za društvenom odgovornošću i da se o njoj sve više vodi računa u praksi savremenih preduzeća.)
MATCH@M:(And, while everybody clearly understands that irresponsible behaviour means great risk, not everybody is clear about what they should do.===>I ako je svima postalo jasno da je rizik neodgovornog ponašanja vrlo veliki, svima nije baš jasno šta treba da rade.)
MATCH@E:(And, while everybody clearly understands that irresponsible behaviour means great risk, not everybody is clear about what they should do.===>I ako je svima postalo jasno da je rizik neodgovornog ponašanja vrlo veliki, svima nije baš jasno šta treba da rade.)
MATCH@M:(For these reasons many companies have not undertaken any radical strategic or operational steps but tried to solve the problem introducing only some "cosmetic" improvements (for example, improving their public relations activities, media campaigns, reporting on social responsibility in their annual reports, etc).===>Iz tih razloga mnoge kompanije nisu preduzele nikakve radikalne strateške ni operativne mere, već su samo nekim kozmetičkim poboljšanjima (kao što su poboljšanje odnosa sa javnošću i medijskih kampanja, iznošenje izveštaja o društvenoj odgovornosti u svojim godišnjim izveštajima isl) pokušale da reše problem.)
MATCH@E:(For these reasons many companies have not undertaken any radical strategic or operational steps but tried to solve the problem introducing only some cosmetic improvements (for example, improving their public relations activities, media campaigns, reporting on social responsibility in their annual reports, etc).===>Iz tih razloga mnoge kompanije nisu preduzele nikakve radikalne strateške ni operativne mere, već su samo nekim kozmetičkim poboljšanjima (kao što su poboljšanje odnosa sa javnošću i medijskih kampanja, iznošenje izveštaja o društvenoj odgovornosti u svojim godišnjim izveštajima isl) pokušale da reše problem.)
MATCH@M:(Hence the measures the companies introduce and the social responsibility programmes vary to a large extent [1 pp. 78-94].===>Zato se mere koje različite kompanije preduzimaju i programi društvene odgovornosti se veoma razlikuju 1 str. 78-94].)
MATCH@E:(Hence the measures the companies introduce and the social responsibility programmes vary to a large extent Š1 pp. 78-94Ë. 4.===>Zato se mere koje različite kompanije preduzimaju i programi društvene odgovornosti se veoma razlikuju 1 str. 78-94Ë. 4.)
MATCH@M:(While everybody is aware that socially responsible behaviour brings benefits to both the company and the society, not everybody clearly understands what it is that should be done and what should be contained in the social responsibility programmes.===>I pored toga što je svima jasno da odgoovrno ponašanje prema društvu nosi koristi I kompaniji I društvu, nije baš jasno šta treba uraditi I šta sve treba da obuhvata program društvene odgovornosti.)
MATCH@E:(Social responsibility incentive measures While everybody is aware that socially responsible behaviour brings benefits to both the company and the society, not everybody clearly understands what it is that should be done and what should be contained in the social responsibility programmes.===>Mere za podsticanje društvene odgoovrnosti I pored toga što je svima jasno da odgoovrno ponašanje prema društvu nosi koristi I kompaniji I društvu, nije baš jasno šta treba uraditi I šta sve treba da obuhvata program društvene odgovornosti.)
MATCH@M:(One problem is that the issues related to social responsibility are generally assocoated with the ethics and relativism.===>Problem je u tome što su pitanja vezana za društvenu odgovornost uglavnom vezana za etiku i relativizam.)
MATCH@E:(One problem is that the issues related to social responsibility are generally assocoated with the ethics and relativism.===>Pro blem je u tome što su pitanja vezana za društvenu odgovornost uglavnom vezana za etiku i relativizam.)
MATCH@M:(The extent to which the companies will meet their obligations towards their stakeholders and support the achievement of their objectives depends on the legal regulations and the ethics of the management of the organization itself.===>Stepen u kome će organizacije ispunjavati svoje obaveze prema steikholderima i omogućavati ostvarenje njihovih ciljeva zavisi od zakonske regulative i etičnosti uprave same organizacije.)
MATCH@E:(The extent to which the companies will meet their obligations towards their stakeholders and support the achievement of their objectives depends on the legal regulations and the ethics of the management of the organization itself.===>Stepen u kome će organizacije ispunjavati svoje obaveze prema steikholderima i omogućavati ostvarenje njihovih ciljeva zavisi od zakonske regulative i etičnosti uprave same organizacije.)
MATCH@M:(The legislation affects all organizations in the same manner, while the ethics of the management varies from one organization to another, as well as from one management level to another.===>Zakonska regulativa se na isti način odražava na sve organizacije, dok je etičnost menadžmenta različita od organizacije do organizacije i po pojedinim nivoima menadžemta.)
MATCH@E:(The legislation affects all organizations in the same manner, while the ethics of the management varies from one organization to another, as well as from one management level to another.===>Zakonska regulativa se na isti način odražava na sve organizacije, dok je etičnost menadžmenta različita od organizacije do organizacije i po pojedinim nivoima menadžemta.)
MATCH@M:(On the other hand, the issues of social responsibility are not precisely stipulated, therefore one type of behaviour may be deemed responsible and moral by one group of stakeholders, while another group may condemn it as immoral and unethical.===>A, sa druge strane, pitanja društvene odgovornosti nisu precizno definisana, tako da se neko ponašanje može proceniti moralnim i odgovornim od jedne grupe steikholdera, a prema shvatanju drugih ono može biti ocenjeno kao nemoralno i neetičko.)
MATCH@E:(On the other hand, the issues of social responsibility are not precisely stipulated, therefore one type of behaviour may be deemed responsible and moral by one group of stakeholders, while another group may condemn it as immoral and unethical.===>A, sa druge strane, pitanja društvene odgovornosti nisu precizno definisana, tako da se neko ponašanje može proceniti moralnim i odgovornim od jedne grupe steikholdera, a prema shvatanju drugih ono može biti ocenjeno kao nemoralno i neetičko.)
MATCH@M:(A large number of global companies, for example, conduct mass manufacture in the countries where the work force can be recruited cheaply, and where the state regulation is poor, and the environment protection and human rights standards are low.===>Na primer, veliki broj globalnih kompanija organizuje masovnu proizvodnju u zemljama gde je jeftina radna snaga, a državna regulacija slaba i standardi za zaštitu okruženja, ljudskih prava isl. nisko postavljeni.)
MATCH@E:(A large number of global companies, for example, conduct mass manufacture in the countries where the work force can be recruited cheaply, and where the state regulation is poor, and the environ ment protection and human rights standards are low.===>Na primer, veliki broj globalnih kompanija organizuje masovnu proizvodnju u zemljama gde je jeftina radna snaga, a državna regulacija slaba i standardi za zaštitu okruženja, ljudskih prava isl. nisko postavljeni.)
MATCH@M:(Foreign direct investments here enormously improve the economic and social development, therefore their behaviour is valued as ethical and socially responsible, due to which they are highly priviledged.===>U takvim zemljama strane direkne investicije imaju ogroman značaj za ekonomski i socijalni razvoj i njihovo ponašanje se ocenjuje etičkim i društveno odgovornim zahvaljući čemu dobijaju mnoge privilegije.)
MATCH@E:(Foreign direct investments here enormously improve the economic and social development, therefore their behaviour is valued as ethical and socially responsible, due to which they are highly priviledged.===>U takvim zemljama strane direkne investicije imaju ogroman značaj za ekonomski i socijalni razvoj i njihovo ponašanje se ocenjuje etičkim i društveno odgovornim zahvaljući čemu dobijaju mnoge privilegije.)
MATCH@M:(Then these companies observe legal regulations, pay taxes and honour minimum standards related to work force and environment protection, however, they do not find themselves responsible for social problem solving.===>Tada kompanije poštuju zakonske propise, plaćaju porez i poštuju minimalne standarde vezane za radnu snagu i ekologiju, ali ne smatraju se odgovornim za rešavanje socijalnih problema.)
MATCH@E:(Then these companies observe legal regulations, pay taxes and honour minimum standards related to work force and environment protection, however, they do not find themselves responsible for social problem solving.===>Tada kompanije poštuju zakonske propise, plaćaju porez i poštuju minimalne standarde vezane za radnu snagu i ekologiju, ali ne smatraju se odgovornim za rešavanje socijalnih problema.)
MATCH@M:(They observe the ethical and other standards only to the level that entitles them to economic and social stability in the society in which they do business, and these standards may be by far lower compared to the desired ethical standards of behaviour [3 p. 55].===>Etičke i druge standarde poštuju samo do nivoa koji im obezbeđuje ekonomsku i socijalnu stabilnost u društvu u kome posluju, a koji mogu da budu mnogo niži od poželjnih etičkih standarda ponašanja 3 str.55])
MATCH@E:(They observe the ethical and other standards only to the level that entitles them to economic and social stability in the society in which they do business, and these standards may be by far lower compared to the desired ethical standards of behaviour Š3 p. 55Ë.===>Etičke i druge standarde poštuju samo do nivoa koji im obezbeđuje ekonomsku i socijalnu stabilnost u društvu u kome posluju, a koji mogu da budu mnogo niži od poželjnih etičkih standarda ponašanja 3 str.55Ë Da bi se ovaj problem prevazišao potrebno je utvrditi precizno pitanja društvene odgovornosti o kojima sve organizacije moraju voditi računa, propisati standarde njihovog izvršenja i formirati nadležne institucije koje će voditi računa o njihovoj primeni.)
BAD_LINE_=============================================================
BAD_LINE_M:They observe the ethical and other standards only to the level that entitles them to economic and social stability in the society in which they do business, and these standards may be by far lower compared to the desired ethical standards of behaviour [3 p. 55].
BAD_LINE_M:Etičke i druge standarde poštuju samo do nivoa koji im obezbeđuje ekonomsku i socijalnu stabilnost u društvu u kome posluju, a koji mogu da budu mnogo niži od poželjnih etičkih standarda ponašanja 3 str.55]
BAD_LINE_E:They observe the ethical and other standards only to the level that entitles them to economic and social stability in the society in which they do business, and these standards may be by far lower compared to the desired ethical standards of behaviour Š3 p. 55Ë.
BAD_LINE_E:Etičke i druge standarde poštuju samo do nivoa koji im obezbeđuje ekonomsku i socijalnu stabilnost u društvu u kome posluju, a koji mogu da budu mnogo niži od poželjnih etičkih standarda ponašanja 3 str.55Ë Da bi se ovaj problem prevazišao potrebno je utvrditi precizno pitanja društvene odgovornosti o kojima sve organizacije moraju voditi računa, propisati standarde njihovog izvršenja i formirati nadležne institucije koje će voditi računa o njihovoj primeni.
MATCH@M:(In order that this problem be solved the issues of social responsibility have to be stipulated precisely and become obligatory for all organizations, the standards of their implementation and the institution to control their implementation should be established.===>Da bi se ovaj problem prevazišao potrebno je utvrditi precizno pitanja društvene odgovornosti o kojima sve organizacije moraju voditi računa, propisati standarde njihovog izvršenja i formirati nadležne institucije koje će voditi računa o njihovoj primeni.)
MATCH@E:(In order that this problem be solved the issues of social responsibility have to be stipulated precisely and become obligatory for all organizations, the standards of their implementation and the institution to control their implementation should be established.===>Neka od ključnih pravila kojih bi sva preduzeća trebala da se pridržavaju su da 3 str. 59Ë: (cid: ~~~ proizvode i prodaju poizvode koji ne ugroža vaju živote potrošača, (cid: ~~~ ne zagađuju vodu, (cid: ~~~ poštuju zakon u svim segmentima poslovanja, (cid:)
BAD_LINE_=============================================================
BAD_LINE_M:In order that this problem be solved the issues of social responsibility have to be stipulated precisely and become obligatory for all organizations, the standards of their implementation and the institution to control their implementation should be established.
BAD_LINE_M:Da bi se ovaj problem prevazišao potrebno je utvrditi precizno pitanja društvene odgovornosti o kojima sve organizacije moraju voditi računa, propisati standarde njihovog izvršenja i formirati nadležne institucije koje će voditi računa o njihovoj primeni.
BAD_LINE_E:In order that this problem be solved the issues of social responsibility have to be stipulated precisely and become obligatory for all organizations, the standards of their implementation and the institution to control their implementation should be established.
BAD_LINE_E:Neka od ključnih pravila kojih bi sva preduzeća trebala da se pridržavaju su da 3 str. 59Ë: (cid: ~~~ proizvode i prodaju poizvode koji ne ugroža vaju živote potrošača, (cid: ~~~ ne zagađuju vodu, (cid: ~~~ poštuju zakon u svim segmentima poslovanja, (cid:
MATCH@M:(Sociological institutions in the form of sociological auditors have been formed or are still being formed in a large number of countries to control and evaluate the level of social responsibility of certain companies.===>U mnogim zemljama formirane su ili se formiraju sociološke institucije u obliku socioloških revizora koji proveravaju i procenjuju stepen društvene odgovornosti pojedinih kompanija.)
MATCH@E:(Sociological institutions in the form of sociological auditors have been formed or are still being formed in a large number of countries to control and evaluate the level of social responsibility of certain companies.===>U mnogim zemljama formirane su ili se formiraju sociološke institucije u obliku socioloških revizora koji proveravaju i procenjuju stepen društvene odgovornosti pojedinih kompanija.)
MATCH@M:(In 1990 the "Domini index" was created in the U.S.A., to measure the organizational social responsibility.===>U SAD-u je još 1990. kreiran "indeks Domini" kojim se meri društvena odgovornost organizacija.)
MATCH@E:(In 1990 the Domini index was created in the U.S.A., to measure the organizational social responsibility.===>U SAD-u je još 1990. kreiran indeks Domini kojim se meri društvena odgovornost organizacija.)
MATCH@M:(The code of ethics and the ethical behaviour programme creation is a legal obligation of companies in some countries, meant to promote the level of social responsibility.===>U nekim zemljama izrada etičkog koda i programa etičkog ponašanja, predstavlja i zakonsku obavezu preduzeća, čime se podstiče veći stepen društvene odgovornosti.)
MATCH@E:(The code of ethics and the ethical behaviour programme creation is a legal obligation of companies in some countries, meant to promote the level of social responsibility.===>U nekim zemljama izrada etičkog koda i programa etičkog ponašanja, predstavlja i zakonsku obavezu preduzeća, čime se podstiče veći stepen društvene odgovornosti.)
MATCH@M:(All the examples quoted are from the practice, whereas various theories stress an increasing importance of social responsibility and its impact upon the change in the manner of corporate behaviour as well as in the behaviour of managers [8 p. 235].===>Svi navedeni primeri iz prakse i različite teorije ukazuju na rastući značaj društvene odgovornosti i njen uticaj na promenu načina poslovanja preduzeća i ponašanje menadžera 8 str. 235].)
MATCH@E:(All the examples quoted are from the practice, whereas various theories stress an increasing importance of social responsibility and its impact upon the change in the manner of corporate behaviour as well as in the behaviour of managers Š8 p. 235Ë. 5.===>Svi navedeni primeri iz prakse i različite teorije ukazuju na rastući značaj društvene odgovornosti i njen uticaj na promenu načina poslovanja preduzeća i ponašanje menadžera 8 str. 235Ë. 5.)
MATCH@M:(The awareness of socially responsible behaviour was present as early as the first companies were set up and has been shown since in various forms.===>Može se zaključiti da je svest o društveno odgovornom ponašanju bila prisutna još kod prvih preduzeća i u različitim oblicima se ispoljavala do danas.)
MATCH@E:(CONCLUSION The awareness of socially responsible behaviour was present as early as the first companies were set up and has been shown since in various forms.===>ZAKLJUčAK Može se zaključiti da je svest o društveno odgovornom ponašanju bila prisutna još kod prvih preduzeća i u različitim oblicima se ispoljavala do danas.)
MATCH@M:(In modern business conditions there is a clearly expressed demand for a corporate responsible behaviour.===>U savremenim uslovima poslovanja postoji izuzetno naglašena potreba za odgovornim ponašanjem preduzeća.)
MATCH@E:(In modern business conditions there is a clearly expressed demand for a corporate responsible behaviour.===>U savremenim uslovima poslovanja postoji izuzetno naglašena potreba za odgovornim ponašanjem preduzeća.)
MATCH@M:(On one hand, numerous problems in the environment (environmental, sociological, etc.) demand that the company be included into problem solving and prevent these problems from getting more serious.===>Sa jedne strane brojni problemi u okruženju (ekološki, sociološki isl) zahtevaju od preduzeća da se uključe u rešavanje nastalih problema i spreče njihovo produbljivanje.)
MATCH@E:(On one hand, numerous problems in the environment (environmental, sociological, etc.) demand that the company be included into problem solving and prevent these problems from getting more serious.===>Sa jedne strane brojni problemi u okruženju (ekološki, sociološki isl) zahtevaju od preduzeća da se uključe u rešavanje nastalih problema i spreče njihovo produbljivanje.)
MATCH@M:(On the other hand, a consequence of the globalization in business is that the company's business activities expand beyond the boundaries of one country, therefore the governments are not in a position to control the behaviour of numerous global companies, but insist on improving their social awareness and responsible behaviour.===>A, sa druge strane globalizacija poslovanja dovodi do toga da poslovne aktivnosti preduzeća prevazilaze granice jedne zemlje, tako da Vlade ne mogu kontrolisati ponašanje mnogih globalnih kompanija već se insistira na podizanju njihove društvene svesti i odgovornosti ponašanja.)
MATCH@E:(On the other hand, a consequence of the globalization in business is that the companys business activities expand beyond the boundaries of one country, therefore the governments are not in a position to control the behaviour of numerous global companies, but insist on improving their social awareness and responsible behaviour.===>A, sa druge strane globalizacija poslovanja dovodi do toga da poslovne aktivnosti preduzeća prevazilaze granice jedne zemlje, tako da Vlade ne mogu kontrolisati ponašanje mnogih globalnih kompanija već se insistira na podizanju njihove društvene svesti i odgovornosti ponašanja.)
MATCH@M:(A higher level of socially responsible behaviour means more expenses for the company to suffer.===>Veći stepen društveno odgovornog ponašanja za preduzeće znači veće troškove.)
MATCH@E:(A higher level of socially responsible behaviour means more expenses for the company to suffer.===>Veći stepen društveno odgovornog ponašanja za preduzeće znači veće troškove.)
MATCH@M:(However, the company's socially responsible behaviour is the basis of good reputation, the loyalty of most profitable customers, of attracting highly talented work force etc., which is a precondition of competitive advantage in modern business conditions.===>Ali, odgovorno ponašanje preduzeća prema društvu predstavlja osnovu dobre reputacije, lojalnosti najprofitabilnijih potrošača, privlačenja najtalentovanije radne snage isl koji predstavljaju uslov sticanja konkurentske prednosti u savremenim uslovima poslovanja.)
MATCH@E:(However, the companys socially responsible behaviour is the basis of good reputation, the loyalty of most profitable customers, of attracting highly talented work force etc., which is a precondition of competitive advantage in modern business conditions.===>Ali, odgovorno ponašanje preduzeća prema društvu predstavlja osnovu dobre reputacije, lojalnosti najprofitabilnijih potrošača, privlačenja najtalentovanije radne snage isl koji predstavljaju uslov sticanja konkurentske prednosti u savremenim uslovima poslovanja.)
MATCH@M:(It is for these reasons that in the modern business conditions the companies pay increasing attention to social responsibility.===>Iz tih razloga u savremenim uslovima poslovanja preduzeća sve više pažnje posveđuju društvenoj odgovornosti.)
MATCH@E:(It is for these reasons that in the modern business conditions the companies pay increasing attention to social responsibility.===>Iz tih razloga u savremenim uslovima poslovanja preduzeća sve više pažnje posveđuju društvenoj odgovornosti. 6.)
MATCH@M:(In this paper we analyze the motivating factors for the company management using the questionnaires.===>U ovom radu analiziramo motivacione faktore u upravljanju kompanijom.)
MATCH@E:(Belgrade, Serbia In this paper we analyze the motivating factors for the company management using the questionnaires.===>Belgrade, Serbia U ovom radu analiziramo motivacione faktore u upravljanju kompanijom.)
MATCH@M:(We apply the cluster analysis to divide the employees into similarly motivated and oriented groups.===>U analizi smo koristili upitnik i klaster analizu na osnovu koje smo podelili zaposlene u grupe slične motivacije i orijentacije.)
MATCH@E:(We apply the cluster analysis to divide the employees into similarly motivated and oriented groups.===>U analizi smo koristili upitnik i klaster analizu na osnovu koje smo podelili zaposlene u grupe slične motivacije i orijentacije.)
MATCH@M:(The resulting information concerning motivational factors can be later utilized in creation of a company motivational program..===>Podaci o faktorima motivacije do kojih smo došli mogu se kasnije koristiti prilikom izrade motivacionih programa kompanije. 1. Uvod)
MATCH@E:(The resulting information concerning motivational factors can be later utilized in creation of a company motivational program..===>Podaci o faktorima motivacije do kojih smo došli mogu se kasnije koristiti prilikom izrade motivacionih programa kompanije. 1.)
MATCH@M:(1. Introduction Employees' motivation is a topic number one in most companies today.===>U većini današnjih kompanija motivacija zaposlenih predstavlja najvažniju temu.)
MATCH@E:(1. ~~~ Introduction Employees´ motivation is a topic number one in most companies today.===>Uvod U većini današnjih kompanija motivacija zaposlenih predstavlja najvažniju temu.)
MATCH@M:(There are never enough employees who achieve excellent job performance so we have to motivate each of them properly.===>Uvek su potrebni zaposleni koji postižu maksimum u svom poslu, tako da moramo da ih motivišemo na pravi način.)
MATCH@E:(There are never enough employees who achieve excellent job performance so we have to motivate each of them properly.===>Uvek su potrebni zaposleni koji postižu maksimum u svom poslu, tako da moramo da ih motivišemo na pravi način.)
MATCH@M:(Motivation plays one of the most important roles in a system of company human resources management.===>Motivacija stoga ima veoma značajnu ulogu u upravljanju ljudskim resursima u kompaniji.)
MATCH@E:(Motivation plays one of the most important roles in a system of company human resources management.===>Motivacija stoga ima veoma značajnu ulogu u upravljanju ljudskim resursima u kompaniji.)
MATCH@M:(Managers from the area of manpower management have to deal with and find a solution to the problem of why some employees work less and why the others are able to achieve excellent results. (www.dieradosveta.sk).===>Menadžeri koji upravljaju ljudskom radnom snagom moraju da nađu pravi odgovor na pitanje zašto neki zaposleni rade manje nego što se od njih očekuje, a drugi postižu odlične rezultate. (www.dieradosveta.sk).)
MATCH@E:(Managers from the area of manpower management have to deal with and find a solution to the problem of why some employees work less and why the others are able to achieve excellent results. (www.dieradosveta.sk).===>Menadžeri koji upravljaju ljudskom radnom snagom moraju da nađu pravi odgovor na pitanje zašto neki zaposleni rade manje nego što se od njih očekuje, a drugi postižu odlične rezultate. (www.dieradosveta.sk).)
MATCH@M:(Motivation is a feeling lying somewhere inside a man, something that cannot be enforced.===>Motivacija jeste osećanje koje osoba nosi u sebi, to je nešto što se ne može jednostavno nametnuti čoveku.)
MATCH@E:(Motivation is a feeling lying somewhere inside a man, something that cannot be enforced.===>Motivacija jeste osećanje koje osoba nosi u sebi, to je nešto što se ne može jednostavno nametnuti čoveku.)
MATCH@M:(Motivation is in hearts of managers and it means much more than praise for a well done work. (Heller, 2005)===>Motivaciju imaju i menadžeri i ona predstavlja mnogo više nego što je nagrada za dobro obavljen posao. (Heller, 2005).)
MATCH@E:(Motivation is in hearts of managers and it means much more than praise for a well done work.===>Motivaciju imaju i menadžeri i ona predstavlja mnogo više nego što je nagrada za dobro obavljen posao. (Heller, 2005).)
MATCH@M:(So if we assume that human resources are the basis of the company development we can state that a key to success is the management of human resources.===>Stoga, ako znamo da ljudski resursi predstavljaju osnovu za razvoj kompanije, onda možemo da tvrdimo i da je upravljanje ljudskim resursima ključ uspeha.)
MATCH@E:((Heller, 2005) So if we assume that human resources are the basis of the company development we can state that a key to success is the management of human resources.===>Stoga, ako znamo da ljudski resursi predstavljaju osnovu za razvoj kompanije, onda možemo da tvrdimo i da je upravljanje ljudskim resursima ključ uspeha.)
MATCH@M:(One of the primary tasks of human resources management is to ensure a positive employees' behaviour.===>Jedan od primarnih zadataka koji se postavljaju pred menadžment jeste da obezbede pozitivno ponašanje zaposlenih.)
MATCH@E:(One of the primary tasks of human resources management is to ensure a positive employees´ behaviour.===>Jedan od primarnih zadataka koji se postavljaju pred menadžment jeste da obezbede pozitivno ponašanje zaposlenih.)
MATCH@M:(By this we mean the behaviour of employees which will lead to a fulfillment of the company strategy and an effective achievement of its goals.===>Pod ovim podrazumevamo ponašanje zaposlenih koje će voditi ostvarivanju strategije kompanije i efektivnom postizanju ciljeva koje je postavila pred sebe.)
MATCH@E:(By this we mean the behaviour of employees which will lead to a fulfillment of the company strategy and an effective achievement of its goals.===>Pod ovim podrazumevamo ponašanje zaposlenih koje će voditi ostvarivanju strategije kompanije i efektivnom postizanju ciljeva koje je postavila pred sebe.)
MATCH@M:(Such effective behaviour of employees presupposes their systematic motivation and execution of motivational processes.===>Ovakvo efektivno ponašanje zaposlenih pretpostavlja da su oni stalno motivisani, a to znači da proces njihove motivacije nikada ne prestaje.)
MATCH@E:(Such effective behaviour of employees presupposes their systematic motivation and execution of motivational processes.===>Ovakvo efektivno ponašanje zaposlenih pretpostavlja da su oni stalno motivisani, a to znači da proces njihove motivacije nikada ne prestaje.)
MATCH@M:(A lot of different motivational factors affect the employees' motivation.===>Na motivaciju zaposlenih utiče veliki broj različitih motivacionih faktora.)
MATCH@E:(A lot of different motivational factors affect the employees´ motivation.===>Na motivaciju zaposlenih utiče veliki broj različitih motivacionih faktora.)
MATCH@M:(In standard practice the topic of employees' motivation is often undervalued and perceived as something generally valid but not actually required in many companies.===>U svakodnevnoj praksi temi motivisanja zaposlenih posvećuje se nedovoljna pažnja i smatra se da je to nešto što jeste značajno, ali ne uvek i neophodno u kompaniji.)
MATCH@E:(In standard practice the topic of employees´ motivation is often undervalued and perceived as something generally valid but not actually required in many companies.===>U svakodnevnoj praksi temi motivisanja zaposlenih posvećuje se nedovoljna pažnja i smatra se da je to nešto što jeste značajno, ali ne uvek i neophodno u kompaniji.)
MATCH@M:(Its internal basis and depth is not paid due respect, on one side, and its very frequent utilization is not taken into consideration, on the other side.===>S jedne strane, ne uvažava se njena uvreženost i dubina u ljudskom karakteru, a s druge strane, ne uzima se u obzir koliko često se na nju pozivamo u svakodnevnom radu.)
MATCH@E:(Its internal basis and depth is not paid due respect, on one side, and its very frequent utilization is not taken into consideration, on the other side.===>S jedne strane, ne uvažava se njena uvreženost i dubina u ljudskom karakteru, a s druge strane, ne uzima se u obzir koliko često se na nju pozivamo u svakodnevnom radu.)
MATCH@M:(Despite all these, the emotivation of employees is one of the most significant tasks in the employees' behaviour regulation. (Bajcura, 1985).===>Uprkos svemu tome, motivisanje zaposlenih predstavlja jedan od najznačajnijih zadataka u usmeravanju ponašanja zaposlenih. (Bajcura, 1985).)
MATCH@E:(Despite all these, the emotivation of employees is one of the most significant tasks in the employees´ behaviour regulation. ~~~ (Bajcura, 1985).===>Uprkos svemu tome, motivisanje zaposlenih predstavlja jedan od najznačajnijih zadataka u usmeravanju ponašanja zaposlenih. (Bajcura, 1985).)
MATCH@M:(Our aim in this work is to develop an effective system of employees' motivation which would include actual changes and modifications in the area of human resources management and at the same time respond to particular conditions in a company.===>U ovom radu postavili smo cilj da razvijemo jedan efektivni sistem motivisanja zaposlenih koji bi obuhvatao sve promene i dopune u oblasti upravljanja ljudskim resursima i istovremeno bio primenljiv u svim okolnostima u kojima kompanija posluje.)
MATCH@E:(The objective of the paper Our aim in this work is to develop an effective system of employees´ motivation which would include actual changes and modifications in the area of human resources management and at the same time respond to particular conditions in a company.===>Cilj rada U ovom radu postavili smo cilj da razvijemo jedan efektivni sistem motivisanja zaposlenih koji bi obuhvatao sve promene i dopune u oblasti upravljanja ljudskim resursima i istovremeno bio primenljiv u svim okolnostima u kojima kompanija posluje.)
MATCH@M:(This system tool of personnel work will provide an opportunity to learn the motivational factors of employees which mostly influence the increase in their work performance.===>Ovaj sistemski instrument u radu sa osobljem omogućio bi nam da bolje upoznamo faktore koji utiču na motivaciju zaposlenih, a time uglavnom i na povećanje produktivnosti u njihovom radu.)
MATCH@E:(This system tool of personnel work will provide an opportunity to learn the motivational factors of employees which mostly influence the increase in their work performance.===>Ovaj sistemski instrument u radu sa osobljem omogućio bi nam da bolje upoznamo faktore koji utiču na motivaciju zaposlenih, a time uglavnom i na povećanje produktivnosti u njihovom radu.)
MATCH@M:(We plan to achieve the above mentioned objective through the survey of motivational factors of employees in CHEMES, a. s. Humenne.===>Da bismo ostvarili ovaj cilj planirali smo da sprovedemo jedno istraživanje motivacionih faktora među zaposlenima u kompaniji CHEMES, a.s. Humenne.)
MATCH@E:(We plan to achieve the above mentioned objective through the survey of motivational factors of employees in CHEMES, a. s.===>Da bismo ostvarili ovaj cilj planirali smo da sprovedemo jedno istraživanje motivacionih faktora među zaposlenima u kompaniji CHEMES, a.s.)
MATCH@M:(We plan to do it using a questionnaires, and then use a cluster analysis to divide employees into similarly motivated and oriented groups (Hitka, 2004).===>U istraživanju ćemo koristiti upitnik, a onda ćemo primenom klaster analize pokušati da razvrstamo zaposlene u grupe slične motivacije i orijentacije (Hitka, 2004).)
MATCH@E:(We plan to do it using a questionnaires, and then use a cluster analysis to divide employees into similarly motivated and oriented groups (Hitka, 2004).===>U istraživanju ćemo koristiti upitnik, a onda ćemo primenom klaster analize pokušati da razvrstamo zaposlene u grupe slične motivacije i orijentacije (Hitka, 2004).)
MATCH@M:(The resulting information concerning motivational factors can be applied in the development of the company program of motivation.===>Rezultati do kojih ćemo doći u ispitivanju motivacionih faktora biće primenjeni u izradi programa motivacije u kompaniji.)
MATCH@E:(The resulting information concerning motivational factors can be applied in the development of the company program of motivation.===>Rezultati do kojih ćemo doći u ispitivanju motivacionih faktora biće primenjeni u izradi programa motivacije u kompaniji. 2.)
MATCH@M:(2.1 Characteristics of the current state of motivation in the company===>2.1 Karaktiristike sadašnje motivisanosti u kompaniji)
MATCH@E:(2.1 Characteristics of the current state of motivation in the company CHEMES, a. s.===>Karaktiristike sadašnje motivisanosti u kompaniji CHEMES, a.s.)
MATCH@M:(CHEMES, a. s. Humenne plays an important role in its region and is one of the most relevant companies in the area of power industry.===>CHEMES, a.s. Humenne je značajna kompanija u regionu i jedna od najznačajnijih u oblasti energetike.)
MATCH@E:(Humenné plays an important role in its region and is one of the most relevant companies in the area of power industry.===>Humenné je značajna kompanija u regionu i jedna od najznačajnijih u oblasti energetike.)
MATCH@M:(According to the data of a yearbook Trend Top 2003, according to its turnover the company occupies the eighth position among the biggest companies of the Presov region and the eleventh place in the section of the biggest companies of power industry.===>Prema podacima godišnjaka Trend top 2003, ova kompanija se po svom obrtu nalazi na osmom mestu, među najvećim kompanijama u oblasti Prešov, a na jedanaestom na listi najvećih kompanija u oblasti energetike.)
MATCH@E:(According to the data of a yearbook Trend Top 2003, according to its turnover the company occupies the eighth position among the biggest companies of the Prešov region and the eleventh place in the section of the biggest companies of power industry.===>Prema podacima godišnjaka Trend top 2003, ova kompanija se po svom obrtu nalazi na osmom mestu, među najvećim kompanijama u oblasti Prešov, a na jedanaestom na listi najvećih kompanija u oblasti energetike.)
MATCH@M:(The company is responsible for the development of the Industrial zone of CHEMES and a town Humenne by energy and services provision.===>Zahvaljujući ovoj kompaniji i isporuci energije i usluga razvija se Industrijska zona CHEMES i grad Humenne.)
MATCH@E:(The company is responsible for the development of the Industrial zone of CHEMES and a town Humenné by energy and services provision.===>Zahvaljujući ovoj kompaniji i isporuci energije i usluga razvija se Industrijska zona CHEMES i grad Humenné.)
MATCH@M:(The basic motivational factors which are currently used are financial factors of different types, education of the employees and social care of the employees.===>Osnovni motivacioni faktori koji se primenjuju u sadašnjim uslovima jesu različite vrste finansijskih faktora, obrazovanje zaposlenih i i njihova socijalna zaštita.)
MATCH@E:(The basic motivational factors which are currently used are financial factors of different types, education of the employees and social care of the employees.===>Osnovni motivacioni faktori koji se primenjuju u sadašnjim uslovima jesu različite vrste finansijskih faktora, obrazovanje zaposlenih i i njihova socijalna zaštita.)
MATCH@M:(The employees in CHEMES are paid in accordance with the principles of financial remuneration which applie to all the employees of CHEMES a. s. however, they are partially restrictive for the employees paid a contractual wage/salary.===>Nadoknada za ostvareni rad u CHEMESu isplaćuje se u skladu sa novčanom naknadom kojom su obuhvaćeni svi zaposleni u kompaniji, a plate / nadnice su delimično umanjene za radnike koji se isplaćuju na osnovu ugovora o radu.)
MATCH@E:(The employees in CHEMES are paid in accordance with the principles of financial remuneration which applie to all the employees of CHEMES a. s. however, they are partially restrictive for the employees paid a contractual wage/salary.===>Nadoknada za ostvareni rad u CHEMESu isplaćuje se u skladu sa novčanom naknadom kojom su obuhvaćeni svi zaposleni u kompaniji, a plate / nadnice su delimično umanjene za radnike koji se isplaćuju na osnovu ugovora o radu.)
MATCH@M:(All the above mentioned principles are stated and explained in detail in a collective agreement.===>Svi navedeni principi obuhvaćeni su i detaljno objašnjeni u kolektivnom ugovoru.)
MATCH@E:(All the above mentioned principles are stated and explained in detail in a collective agreement.===>Svi navedeni principi obuhvaćeni su i detaljno objašnjeni u kolektivnom ugovoru.)
MATCH@M:(Education and training are provided based on the article 141 of the Labour Code and the directions of the managing director concerning planning, execution and documentation of employees education where also requirements for individual levels of managers, specialists and employees education as well as forms of training activities that they are supposed to go through are mentioned.===>Obrazovanje i obuka zaposlenih sprovode se na osnovu člana 141 Zakona o radu i uputstvima generalnog direktora u vezi sa planiranjem, izvršavanjem i dokumentacijom o obrazovanju zaposlenih u kojima su navedeni i zahtevi u vezi sa nivoom obrazovanja menadžera, specijalista i drugih zaposlenih, kao i oblici obuke koju oni treba da prođu.)
MATCH@E:(Education and training are provided based on the article 141 of the Labour Code and the directions of the managing director concerning planning, execution and documentation of employees education where also requirements for individual levels of managers, specialists and employees education as well as forms of training activities that they are supposed to go through are mentioned.===>Obrazovanje i obuka zaposlenih sprovode se na osnovu člana 141 Zakona o radu i uputstvima generalnog direktora u vezi sa planiranjem, izvršavanjem i dokumentacijom o obrazovanju zaposlenih u kojima su navedeni i zahtevi u vezi sa nivoom obrazovanja menadžera, specijalista i drugih zaposlenih, kao i oblici obuke koju oni treba da prođu.)
MATCH@M:(We have selected a questionnaire as a method to gather information about the state of motivation in CHEMES, a.s., since it allows us to collect a vast amount of information within a short period of time.===>Kao metod za prikupljanje informacija o motivisanosti zaposlenih u CHEMES, a.s. odabrali smo upitnik, pošto na taj način možemo da dobijemo veliki broj podataka za kratko vreme.)
MATCH@E:(2.2 Formation of a questionnaire We have selected a questionnaire as a method to gather information about the state of motivation in CHEMES, a.s., since it allows us to collect a vast amount of information within a short period of time.===>Sastavljanje upitnika Kao metod za prikupljanje informacija o motivisanosti zaposlenih u CHEMES, a.s. odabrali smo upitnik, pošto na taj način možemo da dobijemo veliki broj podataka za kratko vreme.)
MATCH@M:(The questionnaire had two parts.===>Upitnik sa sastoji iz dva dela.)
MATCH@E:(The questionnaire had two parts.===>Upitnik sa sastoji iz dva dela.)
MATCH@M:(Questions concerning the basic information about the respondents such as their age, sex, education, number of years spent in the company and occupation category were included in the first part.===>Pitanja koja se odnose na osnovne podatke o ispitanicima, kao što je pol, uzrast, stepen obrazovanja, godine staža u kompaniji i vrsta posla koju obavljaju obuhvaćena su prvim delom.)
MATCH@E:(Questions concerning the basic information about the respondents such as their age, sex, education, number of years spent in the company and occupation category were included in the first part.===>Pitanja koja se odnose na osnovne podatke o ispitanicima, kao što je pol, uzrast, stepen obrazovanja, godine staža u kompaniji i vrsta posla koju obavljaju obuhvaćena su prvim delom.)
MATCH@M:(The second part listedd thirty motivational factors and the employees were supposed to express their opinion on them from the point of view of the required and the actual state or they could say how they imagine motivation in the company and to what extent they are satisfied with the current state of individual motivational factors in the company.===>Drugi deo sadrži trideset motivacionih faktora, a od ispitanika se tražilo da daju mišljenje o njima s tačke gledišta sadašnjeg stanja i poželjnog stanja, ili su mogli da kažu kako oni zamišljaju motivaciju u kompaniji i u kojoj meri su zadovoljni motivacionim faktorima koji se primenjuju u kompaniji u tom trenutku.)
MATCH@E:(The second part listedd thirty motivational factors and the employees were supposed to express their opinion on them from the point of view of the required and the actual state or they could say how they imagine motivation in the company and to what extent they are satisfied with the current state of individual motivational factors in the company.===>Drugi deo sadrži trideset motivacionih faktora, a od ispitanika se tražilo da daju mišljenje o njima s tačke gledišta sadašnjeg stanja i poželjnog stanja, ili su mogli da kažu kako oni zamišljaju motivaciju u kompaniji i u kojoj meri su zadovoljni motivacionim faktorima koji se primenjuju u kompaniji u tom trenutku.)
MATCH@M:(Based on this information we were in a position to evaluate the areas in which motivation should be improved as well as the areas in which it is satisfactory.===>Na osnovu ovih informacija mogli smo da ocenjujemo one oblasti u kojima je potrebno povećati motivisanost, kao i oblasti u kojima je ona zadovoljavajuća.)
MATCH@E:(Based on this information we were in a position to evaluate the areas in which motivation should be improved as well as the areas in which it is satisfactory.===>Na osnovu ovih informacija mogli smo da ocenjujemo one oblasti u kojima je potrebno povećati motivisanost, kao i oblasti u kojima je ona zadovoljavajuća.)
MATCH@M:(A target group to find out the state of motivation in the company was a group of workers, supervisors and technical and economic staff (abbreviated to THZ).===>Naša ciljna grupa bila je grupa radnika, nadzornika i zaposlenih na tehničkim i ekonomskim poslovima (skraćeno THZ).)
MATCH@E:(A target group to find out the state of motivation in the company was a group of workers, supervisors and technical and economic staff (abbreviated to THZ).===>Naša ciljna grupa bila je grupa radnika, nadzornika i zaposlenih na tehničkim i ekonomskim poslovima (skraćeno THZ).)
MATCH@M:(We handed out the questionnaires to the respondents and we received 123 of them back.===>Upitnike nam je vratilo 123 zaposlenih.)
MATCH@E:(We handed out the questionnaires to the respondents and we received 123 of them back.===>Upitnike nam je vratilo 123 zaposlenih.)
MATCH@M:(We consider this to be a success since the questionnaires were anonymous.===>To smatramo uspehom, pošto je anketa bila anonimna.)
MATCH@E:(We consider this to be a success since the questionnaires were anonymous.===>To smatramo uspehom, pošto je anketa bila anonimna.)
MATCH@M:(From the total number of 123 questionnaires 69 were filled in by workers (from the total number of 157 workers in a division), 37 by THZ (total number of THZ in the company is 145) and 17 by supervisors (from their total number equal to 37).===>Od ukupnog broja od 123 upitnika, 69 su popunili radnici (u ovom sektoru zaposleno je ukupno 157 radnika), 37 su popunili zaposleni u THZ (ukupan broj ovih zaposlenih u kompaniji je 145), a 17 su popunili nadzornici (ukupan broj je 37).)
MATCH@E:(From the total number of 123 questionnaires 69 were filled in by workers (from the total number of 157 workers in a division), 37 by THZ (total number of THZ in the company is 145) and 17 by supervisors (from their total number equal to 37).===>Od ukupnog broja od 123 upitnika, 69 su popunili radnici (u ovom sektoru zaposleno je ukupno 157 radnika), 37 su popunili zaposleni u THZ (ukupan broj ovih zaposlenih u kompaniji je 145), a 17 su popunili nadzornici (ukupan broj je 37).)
MATCH@M:(So the percentage representation of individual monitored groups is 33,9 % workers, 25,5 % THZ a 45,9 % supervisors.===>Stoga procentualna zastupljenost pojedinačnih posmatranih grupa iznosi 33.9 % za radnike, 25.5 % za THZ, a 45.9 % za nadzornike.)
MATCH@E:(So the percentage representation of individual monitored groups is 33,9 % workers, 25,5 % THZ a 45,9 % supervisors.===>Stoga procentualna zastupljenost pojedinačnih posmatranih grupa iznosi 33.9 % za radnike, 25.5 % za THZ, a 45.9 % za nadzornike. 3.)
MATCH@M:(The analysis was based on the employees' responses to the second part of the questionnaire.===>Analiza se zasniva na odgovorima koje su zaposleni dali u drugom delu upitnika.)
MATCH@E:(The analysis was based on the employees responses to the second part of the questionnaire.===>Analiza se zasniva na odgovorima koje su zaposleni dali u drugom delu upitnika.)
MATCH@M:(As mentioned before the questionnaire contained 30 motivational factors listed in table 1.===>Kao što smo već pomenuli, upitnik je obuhvatio 30 motivacionih faktora koji su navedeni u tabeli 1.)
MATCH@E:(As mentioned before the questionnaire contained 30 motivational factors listed in table 1.===>Kao što smo već pomenuli, upitnik je obuhva Tabela 1 Analizirani motivacioni faktori Seq. n.)
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BAD_LINE_M:As mentioned before the questionnaire contained 30 motivational factors listed in table 1.
BAD_LINE_M:Kao što smo već pomenuli, upitnik je obuhvatio 30 motivacionih faktora koji su navedeni u tabeli 1.
BAD_LINE_E:As mentioned before the questionnaire contained 30 motivational factors listed in table 1.
BAD_LINE_E:Kao što smo već pomenuli, upitnik je obuhva Tabela 1 Analizirani motivacioni faktori Seq. n.
MATCH@M:(For the three groups we calculated the average values of all motivational factors and a difference between a required and actual state.===>U sva tri slučaja izračunali smo srednje vrednosti za sve motivacione faktore i razliku između željenog i sadašnjeg stanja.)
MATCH@E:(For the three groups we calculated the average values of all motivational factors and a difference between a required and actual state.===>U sva tri slučaja izračunali smo srednje vrednosti za sve motivacione faktore i razliku između željenog i sadašnjeg stanja.)
MATCH@M:(Graphs 1 and 2 present the required and the actual state of motivation and a difference between them.===>Grafikoni 1 i 2 prikazuju željeno i stvarno stanje motivacije i razlike između njih.)
MATCH@E:(Graphs 1 and 2 present the required and the actual state of motivation and a difference between them.===>Grafikoni 1 i 2 prikazuju željeno i stvarno stanje motivacije i razlike između njih.)
MATCH@M:(On axis x are presented the individual motivational factors, whereas on axis y the average values of required and actual state of motivation of particular motivational factors are given.===>Na osi x prikazani su pojedinačni motivacioni faktori, na osi y prikazane su srednje vrednosti željenog i stvarnog stanja motivacije određenih motivacionih faktora.)
MATCH@E:(On axis x are presented the individual motivational factors, whereas on axis y the average values of required and actual state of motivation of particular motivational factors are given.===>Na osi x prikazani su pojedinačni motivacioni faktori, na osi y prikazane su srednje vrednosti željenog i stvarnog stanja motivacije određenih motivacionih faktora.)
MATCH@M:(Based on the comparison of individual curves it is possible to determine which areas of motivation are the most problematic and in which areas the employees are satisfied.===>Na osnovu poređenja pojedinačnih krivih moguće je odrediti koje oblasti motivacije su najproblematičnije, a kojim oblastima su zaposleni zadovoljni.)
MATCH@E:(Based on the comparison of individual curves it is possible to determine which areas of motivation are the most problematic and in which areas the employees are satisfied.===>Na osnovu poređenja pojedinačnih krivih moguće je odrediti koje oblasti motivacije su najproblematičnije, a kojim oblastima su zaposleni zadovoljni.)
MATCH@M:(The biggest variance between the requirements and the actual situation can be observed for motivational factors such as basic pay, additional financial remuneration and a fair assessment of an employee.===>Najveća varijacija između željene i stvarne situacije vidi se kod motivacionih faktora kao što su osnovna plata, dopunske isplate i pravična procena zaposlenog.)
MATCH@E:(The biggest variance between the requirements and the actual situation can be observed for motivational factors such as basic pay, additional financial remuneration and a fair assessment of an employee.===>Najveća varijacija između željene i stvarne situacije vidi se kod motivacionih faktora kao što su osnovna plata, dopunske isplate i pravična procena zaposlenog.)
MATCH@M:(The workers group proved to be least satisfied with the total financial remuneration.===>To znači da je grupa u kojoj su radnici najmanje zadovoljna ukupnim finansijskim nadoknadama.)
MATCH@E:(The workers group proved to be least satisfied with the total financial remuneration.===>To znači da je grupa u kojoj su radnici najmanje zadovoljna ukupnim finansijskim nadoknadama.)
MATCH@M:(Motivationally weak are also factors such as working environment, atmosphere at the working place and the stress resulting from it.===>Nisku motivacionu vrednost pokazali su i faktori kao što je radno okruženje, atmosfera na radnom mestu i stres koji iz nje proizilazi.)
MATCH@E:(Motivationally weak are also factors such as working environment, atmosphere at the working place and the stress resulting from it.===>Nisku motivacionu vrednost pokazali su i faktori kao što je radno okruženje, atmosfera na radnom mestu i stres koji iz nje proizilazi.)
MATCH@M:(The employees in the production segment consider acknowledgement, working process, vision of the company or regional development also important.===>Zaposlenima u proizvodnji stalo je do priznanja, radnog procesa, imaju viziju razvoja kompanije i regiona.)
MATCH@E:(The employees in the production segment consider acknowledgement, working process, vision of the company or regional development also important.===>Zaposlenima u proizvodnji stalo je do priznanja, radnog procesa, imaju viziju razvoja kompanije i regiona.)
MATCH@M:(The respondents expressed total satisfaction with physical intensity of work, trade name and working output.===>Ispitanici su naveli da su u potpunosti zadovoljni fizičkim intenzitetom posla, ugledom kompanije i postignutim rezultatima na radu.)
MATCH@E:(The respondents expressed total satisfaction with physical intensity of work, trade name and working output.===>Ispitanici su naveli da su u potpunosti zadovoljni fizičkim intenzitetom posla, ugledom kompanije i postignutim rezultatima na radu.)
MATCH@M:(Other motivators where we can observe a big variance between the required and the actual state of motivation are the job security and powers.===>Drugi motivacioni faktori kod kojih smo uočili veliku razliku između željenog i stvarnog stanja motivisanosti jesu sigurnost posla i vlast.)
MATCH@E:(Other motivators where we can observe a big variance between the required and the actual state of motivation are the job security and powers.===>Drugi motivacioni faktori kod kojih smo uočili veliku razliku između željenog i stvarnog stan ja motivisanosti jesu sigurnost posla i vlast.)
MATCH@M:(Employees are not satisfied with the opportunity to utilize their abilities nor with their acknowledgement.===>Zaposleni smatraju da nemaju odgovarajuću šansu da iskoriste svoje sposobnosti i znanje.)
MATCH@E:(Employees are not satisfied with the opportunity to utilize their abilities nor with their acknowledgement.===>Zaposleni smatraju da nemaju odgovarajuću šansu da iskoriste svoje sposobnosti i znanje.)
MATCH@M:(On contrary, THZ are most satisfied with working hours, physical intensity of work and trade name (company name).===>Nasuprot tome, zaposleni THZ su veoma zadovoljni radnim vremenom, fizičkim intenzitetom posla i imenom (ugledom) kompanije.)
MATCH@E:(On contrary, THZ are most satisfied with working hours, physical intensity of work and trade name (company name).===>Nasuprot tome, zaposleni THZ su veoma zadovoljni radnim vremenom, fizičkim intenzitetom posla i imenom (ugledom) kompanije.)
MATCH@M:(Communication at the place of work, atmosphere at work, job security and regional development do not correspond with the requirements affecting the level of motivation.===>Komunikacija na radnom mestu, atmosfera na poslu, sigurno radno mesto i regionalni razvoj nisu procenjeni kao dovoljno snažni motivacioni faktori.)
MATCH@E:(Communication at the place of work, atmosphere at work, job security and regional development do not correspond with the requirements affecting the level of motivation.===>Komunikacija na radnom mestu, atmosfera na poslu, sigurno radno mesto i regionalni razvoj nisu procenjeni kao dovoljno snažni motivacioni faktori.)
MATCH@M:(Supervisors were quite satisfied with physical intensity of work, company name - trade name, working hours and the attitude of the company towards environment.===>Rukovodioci su sasvim zadovoljni fizičkim intenzitetom posla, ugledom koji kompanija ima, radnim vremenom i odnosom kompanije prema okruženju.)
MATCH@E:(Supervisors were quite satisfied with physical intensity of work, company name trade name, working hours and the attitude of the company towards environment.===>Rukovodioci su sasvim zadovoljni fizičkim intenzitetom posla, ugledom koji kompanija ima, radnim vremenom i odnosom kompanije prema okruženju. 3.)
MATCH@M:(We processed the data gathered from the questionnaires and generated dendrograms, which helped us slass the employees into similarly motivationally oriented groups - clusters, according the range of importance of individual motivational factors allocated by the employees.===>Pošto smo obradili podatke iz upitnika, napravili smo dendrograme pomocu kojih smo mogli da podelimo zaposlene u slično motivaciono orijentisane grupe - klastere, a prema značaju koji su zaposleni dali pojedinačnim motivacionim faktorima.)
MATCH@E:(We processed the data gathered from the questionnaires and generated dendrograms, which helped us slass the employees into similarly motivationally oriented groups clusters, according the range of importance of individual motivational factors allocated by the employees.===>Pošto smo obradili podatke iz upitnika, napravili smo dendrograme pomoću kojih smo mogli da podelimo zaposlene u slično motivaciono orijentisane grupe klastere, a prema značaju koji su zaposleni dali pojedinačnim motivacionim faktorima.)
MATCH@M:(The result is that employees assigned into individual groups have similar opinions on individual motivational factors, therefore they are motivated by similar motivational factors.===>To je za posledicu imalo da zaposleni razvrstani u pojedinačne grupe imaju slične stavove o pojedinačnim motivacionim faktorima i da su motivisani sličnim motivacionim faktorima.)
MATCH@E:(The result is that employees assigned into individual groups have similar opinions on individual motivational factors, therefore they are motivated by similar motivational factors.===>To je za posledicu imalo da zaposleni razvrstani u pojedinačne grupe imaju slične stavove o pojedinačnim motivacionim faktorima i da su motivisani sličnim motivacionim faktorima.)
MATCH@M:(The other group of motivators with average values 4,80 - 4,32 are the motivators concerning working environment such as atmosphere and communication at the work place,a good working group but also an attitude of a supervisor and the possibility of stress elimination at work place.===>Druga grupa motivatora koja ima srednje vrednosti od 4,80 - 4,32 su oni koji se odnose na radno okruženje, na primer, radna atmosfera i komunikacija na radnom mestu, dobra radna grupa, ali i stav rukovodioca i eliminacija stresa na radnom mestu.)
MATCH@E:(The other group of motivators with average values 4,80 4,32 are the motivators concerning working environment such as atmosphere and communication at the work place,a good working group but also an attitude of a supervisor and the possibility of stress elimination at work place.===>Druga grupa motivatora koja ima srednje vrednosti od 4,80 4,32 su oni koji se odnose na radno okruženje, na primer, radna atmosfera i komunikacija na radnom mestu, dobra radna grupa, ali i stav rukovodioca i eliminacija stresa na radnom mestu.)
MATCH@M:(The importance assigned to these motivational factors by the respondents of all groups show that they realize a negative impact of bad relations in a working group.===>Značaj koji ispitanici iz svih grupa pridaju ovim motivacionim faktorima pokazuje da oni shvataju koliki je negativni uticaj loših odnosa u radnoj grupi.)
MATCH@E:(The importance assigned to these motivational factors by the respondents of all groups show that they realize a negative impact of bad relations in a working group.===>Značaj koji ispitanici iz svih grupa pridaju ovim motivacionim faktorima pokazuje da oni shvataju koliki je negativni uticaj loših odnosa u radnoj grupi.)
MATCH@M:(There are many ways to make relations in a working group better, so the supervisor plays a very important role influencing the behaviour of his subordinates in either a positive or a negative way in the course of managing them.===>Odnosi u radnoj grupi mogu se pogoršati na mnogo načina i zato je uloga rukovodioca veoma značajna, pošto on svojim načinom upravljanja može da utiče na ponašanje zaposlenih na radnom mestu i u negativnom i u pozitivnom smeru.)
MATCH@E:(There are many ways to make relations in a working group better, so the supervisor plays a very important role influencing the behaviour of his subordinates in either a positive or a negative way in the course of managing them.===>Odnosi u radnoj grupi mogu se pogoršati na mnogo načina i zato je uloga rukovodioca veoma značajna, pošto on svojim načinom upravljanja može da utiče na ponašanje zaposlenih na radnom mestu i u negativnom i u pozitivnom smeru.)
MATCH@M:(When comparing the importance of motivational factors we were also in a position to observe the workers' fear of loosing their jobs.===>Kada poredimo značaj motivacionih faktora, vidimo i da radnici strahuju od gubitka posla.)
MATCH@E:(When comparing the importance of motivational factors we were also in a position to observe the workers fear of loosing their jobs.===>Kada poredimo značaj motivacionih faktora, vidimo i da radnici strahuju od gubitka posla.)
MATCH@M:(This is especially evident in the fourth group of respondents since the top position among the motivators belongs to job security motivator and its average value is 5.===>To se posebno jasno uočava u četvrtoj grupi ispitanika, pošto je na prvom mestu među motivatorima sigurnost radnog mesta i njegova prosečna vrednost je 5.)
MATCH@E:(This is especially evident in the fourth group of respondents since the top position among the motivators belongs to job security motivator and its average value is 5.===>To se posebno jasno uočava u četvrtoj grupi ispitanika, pošto je na prvom mestu među motivatorima sigurnost radnog mesta i njegova prosečna vrednost je 5.)
MATCH@M:(There are results of a group which included both a group of THZ employees and supervisors in graph 6, where individual respondents are presented on the vertical axis (supervisors as A1 to A17 and THZ as B1 to B37) and there is a scope of variance inf their responses presented on the horizontal axis.===>Na dijagramu 6 predstavljeni su rezultati grupe koja obuhvata i članove THZ i rukovodioce, gde su pojedinačni ispitanici predstavljeni na vertikalnoj osi (rukovodioci kao A1 do A17, a THZ kao B1 do B37), a varijacija u njihovim odgovorima predstavljena je na horizontalnoj osi.)
MATCH@E:(There are results of a group which included both a group of THZ employees and supervisors in graph 6, where individual respondents are presented on the vertical axis (supervisors as A1 to A17 and THZ as B1 to B37) and there is a scope of variance inf their responses presented on the horizontal axis.===>Na dijagramu 6 predstavljeni su rezultati grupe koja obuhvata i članove THZ i rukovodioce, gde su pojedinačni ispitanici predstavljeni na vertikalnoj osi (rukovodioci kao A1 do A17, a THZ kao B1 do B37), a varijacija u njihovim odgovorima predstavljena je na horizontalnoj osi.)
MATCH@M:(It was interesting to observe how employees from both groups mixed together in individual groups.===>Bilo je interesantno posmatrati kako su se zaposleni iz obe grupe mešali u pojedinačnim grupama.)
MATCH@E:(It was interesting to observe how employees from both groups mixed together in individual groups.===>Bilo je interesantno posmatrati kako su se zaposleni iz obe grupe mešali u pojedinačnim grupama.)
MATCH@M:(Only one homogeneous group was formed, its members are THZ employees.===>Formirana je samo jedna homogena grupa, a njeni članovi su zaposleni THZ.)
MATCH@E:(Only one homo geneous group was formed, its members are THZ employees.===>Formirana je samo jedna homogena grupa, a njeni članovi su zaposleni THZ.)
MATCH@M:(There are only five THZ members in the first group (19, 15, 2, 26 and 10) and three supervisors (1, 11and 8).===>U prvoj grupi nalazi se samo pet članova THZ (19, 15, 2, 26 i 10) i tri rukovodioca (1, 11 i 8).)
MATCH@E:(There are only five THZ members in the first group (19, 15, 2, 26 and 10) and three supervisors (1, 11and 8).===>U prvoj grupi nalazi se samo pet članova THZ (19, 15, 2, 26 i 10) i tri rukovodioca (1, 11 i 8).)
MATCH@M:(Based on similarities of their responses six THZ were included to the second group (29, 34, 35, 32, 16 and 17) and nine supervisors (2, 14, 15, 6, 17, 9, 7, 13 and 12).===>Na osnovu sličnosti u odgovorima šest THZ obuhvaćeni su drugom grupom (29, 34, 35, 32, 16 i 17) kao i devet rukovodilaca (2, 14, 15, 6, 17, 9, 7, 13 i 12).)
MATCH@E:(Based on similarities of their responses six THZ were included to the second group (29, 34, 35, 32, 16 and 17) and nine supervisors (2, 14, 15, 6, 17, 9, 7, 13 and 12).===>Na osnovu sličnosti u odgovorima šest THZ obuhvaćeni su drugom grupom (29, 34, 35, 32, 16 i 17) kao i devet rukovodilaca (2, 14, 15, 6, 17, 9, 7, 13 i 12).)
MATCH@M:(The third group that was analysed consisted from nine THZ (18, 8, 1, 36, 31, 11, 12, 13 and 27) and two supervisors (10 and 16).===>Treća analizirana grupa obuhvata devet THZ (18, 8, 1, 36, 31, 11, 12, 13 i 27) i dva rukovodioca (10 i 16).)
MATCH@E:(The third group that was analysed consisted from nine THZ (18, 8, 1, 36, 31, 11, 12, 13 and 27) and two supervisors (10 and 16).===>Treća analizirana grupa obuhvata devet THZ (18, 8, 1, 36, 31, 11, 12, 13 i 27) i dva rukovodioca (10 i 16).)
MATCH@M:(The fourth group, slightly bigger compared to the third one is formed from 12 employees.===>Četvrta grupa je nešto veća od treće i obuhvata 12 zaposlenih.)
MATCH@E:(The fourth group, slightly bigger compared to the third one is formed from 12 employees.===>Četvrta grupa je nešto veća od treće i obuhvata 12 zaposlenih.)
MATCH@M:(Nine of them are THZ (14, 22, 21, 20, 6, 30, 23, 24 and 25) and three are supervisors (3, 4 and 5).===>Njih devet su THZ (14, 22, 21, 20, 6, 30, 23, 24 i 25) i tri rukovodioca (3, 4 i 5).)
MATCH@E:(Nine of them are THZ (14, 22, 21, 20, 6, 30, 23, 24 and 25) and three are supervisors (3, 4 and 5).===>Njih devet su THZ (14, 22, 21, 20, 6, 30, 23, 24 i 25) i tri rukovodioca (3, 4 i 5).)
MATCH@M:(There are only eight THZ in the last group - the respondents with numbers: 3, 7, 4, 5, 9, 28, 33 and 37.===>U poslednjoj grupi je samo osam THZ - ispitanici sa brojevima: 3, 7, 4, 5, 9, 28, 33 i 37.)
MATCH@E:(There are only eight THZ in the last group the respondents with numbers: 3, 7, 4, 5, 9, 28, 33 and 37.===>U poslednjoj grupi je samo osam THZ ispitanici sa brojevima: ~~~ 3, 7, 4, 5, 9, 28, 33 i 37.)
MATCH@M:(One of the most essential factors for the group of workers is a factor of money.===>Jedan od najznačajnijih faktora za grupu radnika jeste faktor novca.)
MATCH@E:(One of the most essential factors for the group of workers is a factor of money.===>Jedan od najznačajnijih faktora za grupu radnika jeste faktor novca.)
MATCH@M:(It is related to welfare, the standard of living and the financial needs.===>On je povezan sa blagostanjem, životnim standardom i finansijskim potrebama.)
MATCH@E:(It is related to welfare, the standard of living and the financial needs.===>On je povezan sa blagostanjem, životnim standardom i finansijskim potrebama.)
MATCH@M:(It was affected by the basic pay, the additional financial remunneration and the fair assessment of the employee, which were all assigned high average values.===>Na njega utiče osnovna plata, dodatne isplate i pravična procena zaposlenog, koje su sve dobile visoke vrednosti.)
MATCH@E:(It was affected by the basic pay, the additional financial remunneration and the fair assessment of the employee, which were all assigned high average values.===>Na njega utiče osnovna plata, dodatne isplate i pravična procena zaposlenog, koje su sve dobile visoke vrednosti.)
MATCH@M:(Job security as a motivational factor which can be found in all groups and is one of the most relevant.===>Sigurnost radnog mesta je jedan od najznačajnijih motivacionih faktora i nalazi se u skoro svim grupama.)
MATCH@E:(Job security as a motivational factor which can be found in all groups and is one of the most relevant.===>Članovi pete grupe smatraju faktor novca najz načajnijim, sva tri motivatora nalaze se na prvom mestu na listi i imaju maksimalnu srednju vrednost 5.)
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BAD_LINE_M:Job security as a motivational factor which can be found in all groups and is one of the most relevant.
BAD_LINE_M:Sigurnost radnog mesta je jedan od najznačajnijih motivacionih faktora i nalazi se u skoro svim grupama.
BAD_LINE_E:Job security as a motivational factor which can be found in all groups and is one of the most relevant.
BAD_LINE_E:Članovi pete grupe smatraju faktor novca najz načajnijim, sva tri motivatora nalaze se na prvom mestu na listi i imaju maksimalnu srednju vrednost 5.
MATCH@M:(It results from the actual situation in the region and the opportunity to prove oneself with the same qualification in a similar company.===>Proističe iz aktuelne situacije u regionu i iz mogućnosti da se osoba ostvari u nekoj sličnoj kompaniji a sa istim nivoom obrazovanja.)
MATCH@E:(It results from the actual situation in the region and the opportunity to prove oneself with the same qualification in a similar company.===>Sigurnost radnog mesta je jedan od najznačajnijih motivacionih faktora i nalazi se u skoro svim grupama.)
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BAD_LINE_M:It results from the actual situation in the region and the opportunity to prove oneself with the same qualification in a similar company.
BAD_LINE_M:Proističe iz aktuelne situacije u regionu i iz mogućnosti da se osoba ostvari u nekoj sličnoj kompaniji a sa istim nivoom obrazovanja.
BAD_LINE_E:It results from the actual situation in the region and the opportunity to prove oneself with the same qualification in a similar company.
BAD_LINE_E:Sigurnost radnog mesta je jedan od najznačajnijih motivacionih faktora i nalazi se u skoro svim grupama.
MATCH@M:(The next group of motivators at top positions in the THZ group are the motivators concerning working environment.===>Sledeća grupa motivatora koja se nalazi na vrhu liste u grupi THZ odnosi se na radno okruženje.)
MATCH@E:(The next group of motivators at top positions in the THZ group are the motivators concerning working environment.===>Proističe iz mogućnosti da se osoba ostvari u nekoj sličnoj kompaniji a sa istim nivoom obrazovanja. iz aktuelne situacije u regionu i Sledeća grupa motivatora koja se nalazi na vrhu liste u grupi THZ odnosi se na radno okruženje.)
BAD_LINE_=============================================================
BAD_LINE_M:The next group of motivators at top positions in the THZ group are the motivators concerning working environment.
BAD_LINE_M:Sledeća grupa motivatora koja se nalazi na vrhu liste u grupi THZ odnosi se na radno okruženje.
BAD_LINE_E:The next group of motivators at top positions in the THZ group are the motivators concerning working environment.
BAD_LINE_E:Proističe iz mogućnosti da se osoba ostvari u nekoj sličnoj kompaniji a sa istim nivoom obrazovanja. iz aktuelne situacije u regionu i Sledeća grupa motivatora koja se nalazi na vrhu liste u grupi THZ odnosi se na radno okruženje.
MATCH@M:(A good working group, the attitude of the supervisor, the communication and atmosphere at work place but also the working hours and stress elimination at work place indicated a negative influence of disturbing factors which may cause stressful situations in a collective as a whole and may have an impact on the overall working comfort.===>Dobra radna grupa, stav rukovodioca, komunikacija i atmosfera na radnom mestu, ali i radno vreme i eliminacija stresa na radnom mestu predstavljaju negativni uticaj remetilačkih faktora koji mogu da izazovu stresne situacije u kolektivu kao celini, a to može da utiče na ukupno osećanje opuštenosti i udobnosti na radnom mestu.)
MATCH@E:(A good working group, the attitude of the supervisor, the communication and atmosphere at work place but also the working hours and stress elimination at work place indicated a negative influence of disturbing factors which may cause stressful situations in a collective as a whole and may have an impact on the overall working comfort.===>Dobra rad na grupa, stav rukovodioca, komunikacija i atmosfera na radnom mestu, ali i radno vreme i eliminacija stresa na radnom mestu predstavljaju negativni uticaj remetilačkih faktora koji mogu da izazovu stresne situacije u kolektivu kao celini, a to može da utiče na ukupno osećanje opuštenosti i udobnosti na radnom mestu.)
MATCH@M:(Form the individual group analysis it is clear that it is possible to group all the employees in the company under consideration according to their motivational requirements by means of cluster analyses.===>Na osnovu pojedinačne analize jasno je da je primenom klaster analize moguce grupisati sve zaposlene prema motivaciji koju su odredili kao poželjnu.)
MATCH@E:(Form the individual group analysis it is clear that it is possible to group all the employees in the company under consideration according to their motivational requirements by means of cluster analyses.===>Na osnovu pojedinačne analize jasno je da je primenom klaster analize moguće grupisati sve zapos lene prema motivaciji koju su odredili kao poželjnu.)
MATCH@M:(As we could see it was not so efficient to create or develop only one motivational programme and apply it for all the employees as it was supposed.===>Kao što se vidi, to nije toliko efikasno, pošto se moglo predvideti da treba stvoriti ili razviti samo jedan program za motivisanje zaposlenih i primeniti ga na sve zaposlene u kompaniji.)
MATCH@E:(As we could see it was not so efficient to create or develop only one motivational programme and apply it for all the employees as it was supposed.===>Kao što se vidi, to nije toliko efikasno, pošto se moglo predvideti da treba stvoriti ili razviti samo jedan program za motivisanje zaposlenih i primeniti ga na sve zaposlene u kompaniji.)
MATCH@M:(On the contrary, if a company wanted to create individual motivational programmes for all its employees it would be very costly and uneconomic.===>Nasuprot tome, ako kompanija želi da razvije individualne programe za motivisanje, to bi bilo veoma skupo i neekonomično.)
MATCH@E:(On the contrary, if a company wanted to create individual motivational programmes for all its employees it would be very costly and uneconomic.===>Nasuprot tome, ako kompanija želi da razvije individualne programe za motivisanje, to bi bilo veoma skupo i neekonomično.)
MATCH@M:(That is why we recommend the implementation of the method of cluster analyses where clusters of employees sharing similar opinions about motivational factors can be created and the company can form motivational programmes for individual groups.===>Stoga predlažemo da se primeni metod klaster analize gde se mogu formirati klasteri (grupe) zaposlenih koji imaju iste stavove o motivacionim efektima, a kompanija onda može da razvija motivacione programe za pojedinačne grupe.)
MATCH@E:(That is why we recommend the implementation of the method of cluster analyses where clusters of employees sharing similar opinions about motivational factors can be created and the company can form motivational programmes for individual groups.===>Stoga predlažemo da se primeni metod klaster analize gde se mogu formirati klasteri (grupe) zaposlenih koji imaju iste stavove o motivacionim efektima, a kompanija onda može da razvija motivacione programe za pojedinačne grupe.)
MATCH@M:(If the process is to be effective enough it should reflect the needs of employees and in a way it should influence their behaviour and performance in a direction which was defined beforehand.===>Efektivan proces treba da odražava potrebe zaposlenih i na taj način treba da utiče na njihovo ponašanje i učinak u pravcu koji je prethodno definisan.)
MATCH@E:(Stress / stress elimination at a place of work 4,63 4 Conclusion If the process is to be effective enough it should reflect the needs of employees and in a way it should influence their behaviour and performance in a direction which was defined beforehand.===>Stres / eliminacija stresa na random mestu Srednja vrednost 4,63 4,63 4,63 4,50 4,50 Srednja vrednost 4,47 4,47 4,47 4,40 4,33 Srednja vrednost 4,45 4,36 4,36 4,36 4,27 Srednja vrednost 4,83 4,75 4,67 4,67 4,67 Srednja vrednost 4,88 4,88 4,75 4,75 4,63 4. ~~~ Zaključak Efektivan proces treba da odražava potrebe zaposlenih i na taj način treba da utiče na njihovo ponašanje i učinak u pravcu koji je prethodno definisan.)
BAD_LINE_=============================================================
BAD_LINE_M:If the process is to be effective enough it should reflect the needs of employees and in a way it should influence their behaviour and performance in a direction which was defined beforehand.
BAD_LINE_M:Efektivan proces treba da odražava potrebe zaposlenih i na taj način treba da utiče na njihovo ponašanje i učinak u pravcu koji je prethodno definisan.
BAD_LINE_E:Stress / stress elimination at a place of work 4,63 4 Conclusion If the process is to be effective enough it should reflect the needs of employees and in a way it should influence their behaviour and performance in a direction which was defined beforehand.
BAD_LINE_E:Stres / eliminacija stresa na random mestu Srednja vrednost 4,63 4,63 4,63 4,50 4,50 Srednja vrednost 4,47 4,47 4,47 4,40 4,33 Srednja vrednost 4,45 4,36 4,36 4,36 4,27 Srednja vrednost 4,83 4,75 4,67 4,67 4,67 Srednja vrednost 4,88 4,88 4,75 4,75 4,63 4. ~~~ Zaključak Efektivan proces treba da odražava potrebe zaposlenih i na taj način treba da utiče na njihovo ponašanje i učinak u pravcu koji je prethodno definisan.
MATCH@M:(So it is necessary to work out an integral motivational programme in which the requirements of the company and its employees are put together.===>Stoga je neophodno razraditi jedan integralni motivacioni program u kojem se zahtevi kompanije i njenih zaposlenih usklađuju.)
MATCH@E:(So it is necessary to work out an integral motivational programme in which the requirements of the company and its employees are put together.===>Stoga je neophodno razraditi jedan integralni motivacioni program u kojem se zahtevi kompanije i njenih zaposlenih usklađuju.)
MATCH@M:(When the motivational programme is being created it is important to find out which and how motivational factors can influence individual employees and adapt them to the company possibilities.===>Pri izradi motivacionog programa važno je saznati koji motivacioni faktori i kako utiču na zaposlene pojedinačno i prilagoditi ih mogućnostima kompanije.)
MATCH@E:(When the motivational programme is being created it is important to find out which and how motivational factors can influence individual employees and adapt them to the company possibilities.===>Pri izradi motivacionog programa važno je saznati koji motivacioni faktori i kako utiču na zaposlene pojedinačno i prilagoditi ih mogućnostima kompanije.)
MATCH@M:(If the motivational programme in a company is worked out in this way it should encourage employees towards a higher performance, creativity, self-sacrifice, orderliness and match their value orientation with the goals of the company.===>Ako se motivacioni program u kompaniji razradi na ovaj način, on će podsticati zaposlene da budu produktivniji, kreativniji, požrtvovaniji, redovniji na poslu i da svoje vrednosti usklade sa ciljevima kompanije.)
MATCH@E:(If the motivational programme in a company is worked out in this way it should encourage employees towards a higher performance, creativity, self-sacrifice, orderliness and match their value orientation with the goals of the company.===>Ako se motivacioni program u kompaniji razradi na ovaj način, on će podsticati zaposlene da budu produktivniji, kreativniji, požrtvovaniji, redovniji na poslu i da svoje vrednosti usklade sa ciljevima kompanije.)
MATCH@M:(Every single employee works motivated by a unique set of motivational factors, reacts to someof them in a positive and to the others in a negative way, sometimes with some objections.===>Svaki zaposleni radi u skladu sa jedinstvenim skupom motivacionih faktora, na neke reaguje pozitivno, na neke negativno, nekad samo ima neke zamerke.)
MATCH@E:(Every single employee works motivated by a unique set of motivational factors, reacts to someof them in a positive and to the others in a negative way, sometimes with some objections.===>Svaki zaposleni radi u skladu sa jedinstvenim skupom motivacionih faktora, na neke reaguje pozitivno, na neke negativno, nekad samo ima neke zamerke.)
MATCH@M:(People working in a team are different.===>Ljudi koji rade u timu su drugačiji.)
MATCH@E:(People working in a team are different.===>Ljudi koji rade u timu su drugačiji.)
MATCH@M:(It is up to each company to find out what makes every member of a team give a maximum output.===>Na kompaniji je da utvrdi šta utiče na svakog čklana tima da pokaže svoj maksimum.)
MATCH@E:(It is up to each company to find out what makes every member of a team give a maximum output.===>Na kompaniji je da utvrdi šta utiče na svakog čklana tima da pokaže svoj maksimum.)
MATCH@M:(It is necessary to listen to the employees, to acknowledge and apply the motivational factors which are considered to be relevant.===>Mišljenje zaposlenih treba slušati da bi se shvatili i kasnije primenili motivacioni faktori koji se smatraju značajnim.)
MATCH@E:(It is necessary to listen to the employees, to acknowledge and apply the motivational factors which are considered to be relevant.===>Mišljenje zaposlenih treba slušati da bi se shvatili i kasnije primenili motivacioni faktori koji se smatraju značajnim.)
MATCH@M:(The aim of our analyses was to find out the requirements concerning the required and the actual motivations of employees for selected motivational factors and consequently point out an opportunity to form motivationally similarly oriented groups.===>Cilj naše analize bio je da utvrdimo zahteve koji se tiču poželjne i stvarne motivacije zaposlenih u odnosu na motivacione faktore i da na osnovu toga ukažemo na mogućnosti formiranja grupa slične orijentacije.)
MATCH@E:(The aim of our analyses was to find out the requirements concerning the required and the actual motivations of employees for selected motivational factors and consequently point out an opportunity to form motivationally similarly oriented groups.===>Cilj naše analize bio je da utvrdimo zahteve koji se tiču poželjne i stvarne motivacije zaposlenih u odnosu na motivacione faktore i da na osnovu toga ukažemo na mogućnosti formiranja grupa slične orijentacije.)
MATCH@M:(Based on the analysis of motivational factors in which we compared the required and the actually perceived levels of motivation we came to a conclusion that employees do not feel the level of motivational factors satisfactory.===>Na osnovu analize motivacionih faktora tokom koje smo poredili poželjnu i stvarno posmatranu motivaciju, zaključili smo da, kad se uzmu u obzir njihove težnje, zaposleni nisu zadovoljni nivoom motivacionih faktora.)
MATCH@E:(Based on the analysis of motivational factors in which we compared the required and the actually perceived levels of motivation we came to a conclusion that employees do not feel the level of motivational factors satisfactory.===>Na osnovu analize motivacionih faktora tokom koje smo poredili poželjnu i stvarno posmatranu motivaciju, zaključili smo da, kad se uzmu u obzir njihove težnje, zaposleni nisu zadovoljni nivoom motivacionih faktora.)
MATCH@M:(The results of the questionnaire analyses exactly say that employees consider the most important factors to be: basic pay, additional financial remuneration and also a fair assessment of an employee.===>Rezultati analize upitnika jasno ukazuju da među motivacionim faktorima zaposleni najveći značaj pridaju: osnovnoj plati, dodatnim prihodima, i pravičnoj proceni zaposlenih.)
MATCH@E:(The results of the questionnaire analyses exactly say that employees consider the most important factors to be: basic pay, additional financial remuneration and also a fair assessment of an employee.===>Rezultati analize upitnika jasno ukazuju da među motivacionim faktorima zaposleni najveći značaj pridaju: osnovnoj plati, dodatnim prihodima, i pravičnoj proceni zaposlenih.)
MATCH@M:(All these factors belong to a group of wage motivators.===>Svi ovi faktori pripadaju grupi motivacionih faktora zarade.)
MATCH@E:(All these factors belong to a group of wage motivators.===>Svi ovi faktori pripadaju grupi motivacionih faktora zarade.)
MATCH@M:(But job security and factors concerning working environment are very important, too.===>Ali, takođe su značajni i sigurnost radnog mesta i faktori koji se odnose na radno okruženje.)
MATCH@E:(But job security and factors concerning working environment are very important, too.===>Ali, takođe su značajni i sigurnost radnog mesta i faktori koji se odnose na radno okruženje.)
MATCH@M:(For these motivators we found the biggest differences between the actual and the required state, as stated by the employees.===>U vezi sa ovim faktorima naišli smo na najveće razlike između poželjnog stanja i stvarnog stanja u stavovima zaposlenih.)
MATCH@E:(For these motivators we found the biggest differences between the actual and the required state, as stated by the employees.===>U vezi sa ovim faktorima naišli smo na najveće razlike između poželjnog stanja i stvarnog stanja u stavovima zaposlenih.)
MATCH@M:(According to the results it is clear that each employee should feel that he is helpful and conducive to the company and that his work in the company has a future, perspective and that it is equally financially compensated.===>Na osnovu rezultata jasno je da svaki zaposleni treba da oseća da je potreban i značajan za kompaniju i da njegov rad u kompaniji ima budućnost, perspektivu, i da je finansijski nagrađen na zadovoljavajući način.)
MATCH@E:(According to the results it is clear that each employee should feel that he is helpful and conducive to the company and that his work in the company has a future, perspective and that it is equally financially compensated.===>Na osnovu rezultata jasno je da svaki zaposleni treba da oseća da je potreban i značajan za kompaniju i da njegov rad u kompaniji ima budućnost, perspektivu, i da je finansijski nagrađen na zadovoljavajući način.)
MATCH@M:(He should be sure that he can stay in a company for a longer time.===>On treba da bude siguran da će ostati u kompaniji duže vreme.)
MATCH@E:(He should be sure that he can stay in a company for a longer time.===>On treba da bude siguran da će ostati u kompaniji duže vreme.)
MATCH@M:(We recommend that the employees should be motivated through an opportunity to acquire a share in the profit, since this can encourage the entrepreneurial thinking and lead the employees to initiative to fight against unthrift but also to increase the profit and the earning capacity of the company.===>Predlažemo da se zaposleni motivišu tako što će im se pružiti prilika da učestvuju u podeli profita, pošto se time podstiče preduzetnički način razmišljanja, a zaposleni se podstiču da se bore da povećaju profit i sposobnost kompanije da zaradi.)
MATCH@E:(We recommend that the employees should be motivated through an opportunity to acquire a share in the profit, since this can encourage the entrepreneurial thinking and lead the employ ees to initiative to fight against unthrift but also to increase the profit and the earning capacity of the company.===>Predlažemo da se zaposleni motivišu tako što će im se pružiti prilika da učestvuju u podeli profita, pošto se time podstiče preduzetnički način razmišljanja, a zaposleni se podstiču da se bore da povećaju profit i sposobnost kompanije da zaradi.)
MATCH@M:(The employees participation in the profit makes them feel that the results are distributed in a fair way and that they are sharede because they see that the company profit does not belong only to the company owners but that a part of it is divided among the employees.===>Učešće zaposlenih u podeli profita stvara u njima osećanje da su rezultati rada pravedno podeljeni, i da profit kompanije ne pripada samo vlasnicima kompanije , već da deo profita dele i oni.)
MATCH@E:(The employees participation in the profit makes them feel that the results are distributed in a fair way and that they are sharede because they see that the company profit does not belong only to the company owners but that a part of it is divided among the employees.===>Učešće zaposlenih u podeli profita stvara u njima osećanje da su rezultati rada pravedno podeljeni, i da profit kompanije ne pripada samo vlasnicima kompanije , već da deo profita dele i oni.)
MATCH@M:(By means of our survey we found out that not all the employees have the same needs and that not for all of them the above mentioned motivational factors are important.===>Ovim istraživanjem zaključili smo da svi zaposleni nemaju iste potrebe i da ovi motivacioni faktori nisu jednako značajni za svakog od njih.)
MATCH@E:(By means of our survey we found out that not all the employees have the same needs and that not for all of them the above mentioned motivational factors are important.===>Ovim istraživanjem zaključili smo da svi zaposleni nemaju iste potrebe i da ovi motivacioni faktori nisu jednako značajni za svakog od njih.)
MATCH@M:(It resulted from the analyses that other motivators are also relevant for the employees: the atmosphere and communication at work place, a good working group, the attitude of a supervisor, the stress elimination work place, actually, the motivational factors concerning the working environment.===>Iz analize proizilazi da su i drugi motivatori značajni za zaposlene: atmosfera i komunikacija na radnom mestu, dobra radna grupa, stav rukovodioca, eliminacija stresa na radnom mestu, ukratko, motivacioni faktori koji se odnose na radno okruženje.)
MATCH@E:(It resulted from the analyses that other motivators are also relevant for the employees: the atmosphere and communication at work place, a good working group, the attitude of a supervisor, the stress elimination work place, actually, the motivational factors concerning the working environment.===>Iz analize proizilazi da su i drugi motivatori značajni za zaposlene: atmosfera i komunikacija na radnom mestu, dobra radna grupa, stav rukovodioca, eliminacija stresa na radnom mestu, ukratko, motivacioni faktori koji se odnose na radno okruženje.)
MATCH@M:(For the time being, the company does not pay enough attention to the last mentioned factors.===>U ovom trenutku kompanija ne vodi mnogo računa o ovim poslednjim faktorima.)
MATCH@E:(For the time being, the company does not pay enough attention to the last mentioned factors.===>U ovom trenutku kompanija ne vodi mnogo računa o ovim poslednjim faktorima.)
MATCH@M:(The company management should approach employees in a different way, continuously analyzing the individual motivational factors through a statistic method and create different motivational programmes for them.===>Uprava kompanije bi trebalo da priđe zaposlenima na drugačiji način, da neprestano analizira pojedinačne motivacione faktore primenom statističkog metoda i stvara različite motivacione programe za zaposlene.)
MATCH@E:(The company management should approach employees in a different way, continuously analyzing the individual motivational factors through a statistic method and create different motivational programmes for them.===>Uprava kompanije bi trebalo da priđe zaposlenima na drugačiji način, da neprestano analizira pojedinačne motivacione faktore primenom statističkog metoda i stvara različite motivacione programe za zaposlene.)
MATCH@M:(Leadership is a complex and ambiguous concept based on a new paradigm of management, which includes the processes of identifying the purpose and the direction of an organization, varied management impacts; of achieving goals.===>Liderstvo je složen i višeznačan koncept utemeljen na novoj paradigmi rukovođenja, koja obuhvata procese uspostavljanja svrhe i smera organizacije, različite upravljačke uticaje, ostvarivanje ciljeva.)
MATCH@E:(Leadership is a complex and ambiguous concept based on a new paradigm of management, which includes the processes of identifying the purpose and the direction of an organization, varied management impacts; of achieving goals.===>Liderstvo je složen i višeznačan koncept utemeljen na novoj paradigmi rukovođenja, koja obuhvata procese uspostavljanja svrhe i smera organizacije, različite upravljačke uticaje, ostvarivanje ciljeva.)
MATCH@M:(In our practice the leader has not yet got his distinct position; he is generally equaled to the director, the manager or the political leader.===>Lider u našoj praksi još uvek nije dobio pravo značenje; najčešće se izjednačava sa direktorom, rukovodiocem ili političkim prvakom.)
MATCH@E:(In our practice the leader has not yet got his distinct position; he is generally equalled to the director, the manager or the political leader.===>Lider u našoj praksi još uvek nije dobio pravo značenje; najčešće se izjednačava sa direktorom, rukovodiocem ili političkim prvakom.)
MATCH@M:(Whereas our directors and managers, mainly the leading public officials, protectors of laws and other legal norms, are focused upon their superiors, the leaders are predominantly focused upon their followers-collaborators.===>I dok su naši direktori i rukovodioci pretežno državni vodeći činovnici, zaštitnici zakona i drugih pravnih normi usredsređeni na nadređene, dotle su lideri pretežno usredređeni na sledbenike-saradnike.)
MATCH@E:(Whereas our directors and managers, mainly the leading public officials, protectors of laws and other legal norms, are focused upon their superiors, the leaders are predominantly focused upon their followers-collaborators.===>I dok su naši direktori i rukovodioci pretežno državni vodeći činovnici, zaštitnici zakona i drugih pravnih normi usredsređeni na nadređene, dotle su lideri pretežno usredređeni na sledbenike-saradnike.)
MATCH@M:(Leaders are councellors rather than executive authorities, they deal with the unknown and the uncertain transforming them into the known and the clear.===>Lideri su pre savetnici, nego nalogodavci podređenima, nose se s nepoznatim i neizvesnim, te ih pretvaraju u poznato i jasno.)
MATCH@E:(Leaders are councellors rather than executive authorities, they deal with the unknown and the uncertain transforming them into the known and the clear.===>Lideri su pre savetnici, nego nalogodavci podređenima, nose se s nepoznatim i neizvesnim, te ih pretvaraju u poznato i jasno.)
MATCH@M:(The new age warns that the times of leading the subordinated are far behind us, that a new type of manager emerges, the one that uses his knowledge, courage, cleverness, visionary and missionary qualities act ex aequo et bono (according to what is just, what is good), thus enabling his company to perform above the average.===>Novo doba upozorava da je prošlo vreme autoritarnog vođenja podređenih, da se javlja novi tip rukovodioca, koji svojim znanjem, hrabrošću, lucidnošću, vizionarstvom i misionarstvom deluje ex aequo et bono (po onome što je pravo, što je dobro), podižući tako svoje firme iznad proseka.)
MATCH@E:(The new age warns that the times of leading the subordinated are far behind us, that a new type of manager emerges, the one that uses his knowledge, courage, cleverness, visionary and missionary qualities act ex aequo et bono (according to what is just, what is good), thus enabling his company to perform above the average.===>Novo doba upozorava da je prošlo vreme autoritarnog vođenja podređenih, da se javlja novi tip rukovodioca, koji svojim znanjem, hrabrošću, lucidnošću, vizionarstvom i misionarstvom deluje ex aequo et bono (po onome što je pravo, što je dobro), podižući tako svoje firme iznad proseka.)
MATCH@M:(Dr Leposava Grubić-Nešić, the author of a recently published, intriguing book Knowing How to be a tions make the basis of a successful organizational innovativeness, crucial for the organization's survival on the market.===>Temeljna je teza dr Leposave Grubić-Nešić, autorke upravo objavljenje, provokativne knjige Znati biti lider, da liderstvo i težnja ka liderstvu čini osnovu uspešne inovativnosti organizacije, presudne za njenu održivost na tržištu.)
MATCH@E:(Dr Leposava Grubić-Nešić, the author of a recently published, intriguing book Knowing How to be a Leader, maintains that leadership and leadership aspira tions make the basis of a successful organizational innovativeness, crucial for the organizations survival on the market.===>Temeljna je teza dr Leposave Grubić-Nešić, autorke upravo objavljenje, provokativne knjige Znati biti lider, da liderstvo i težnja ka liderstvu čini osnovu uspešne inovativnosti organizacije, presudne za njenu održivost na tržištu.)
MATCH@M:(Therefore the leader has to adapt his /her behaviour to changes, to a new way of (systemic) reasoning, so in this sense his role is the one of a constructor, a manager and a teacher.===>Zato lider svoje delovanje mora usaglašavati sa promenama, novim načinom (sistemskog) razmišljanja, pa u tom smislu on ima ulogu konstruktora, upravljača i učitelja.)
MATCH@E:(Therefore the leader has to adapt his /her behaviour to changes, to a new way of (systemic) reasoning, so in this sense his role is the one of a constructor, a manager and a teacher.===>Zato lider svoje delovanje mora usaglašavati sa promenama, novim načinom (sistemskog) razmišljanja, pa u tom smislu on ima ulogu konstruktora, upravljača i učitelja.)
MATCH@M:(The leader is a designer of the business processes, of organizational culture, and of the business climate in the organization, Dr Grubic-Nesic claims.===>Lider je dizajner poslovnih procesa, navodi dr Grubić-Nešić, organizacione kulture i poslovne klime u organizaciji.)
MATCH@E:(The leader is a designer of the business processes, of organizational culture, and of the business climate in the organization, Dr Grubić-Nešić claims.===>Lider je dizajner poslovnih procesa, navodi dr Grubić-Nešić, organizacione kulture i poslovne klime u organizaciji.)
MATCH@M:(He is also a mentor, guiding his collaborators in the direction desired, but also a protector of his followers against external environment.===>On je i mentor, koji usmerava saradnike u željenom pravcu, ali je i zaštitnik svojih sledbenika od spoljašnjeg okruženja.)
MATCH@E:(He is also a mentor, guiding his collaborators in the direction desired, but also a protector of his followers against external environment.===>On je i mentor, koji usmerava saradnike u željenom pravcu, ali je i zaštitnik svojih sledbenika od spoljašnjeg okruženja.)
MATCH@M:(Leader - manager.===>Lider - menadžer.)
MATCH@E:(Leader manager.===>Lider menadžer.)
MATCH@M:(Therefore the author, although strictly focusing upon the interpretation of the idea of leadership, implies a broader context of this issue - the concept of entrepreneurial leadership, nowadays crucial in revitalizing the staggering economy.===>Stoga autorka, iako striktno orijentisana na tumačenje ideje liderstva, implicira i širi kontekst ovog pitanja - koncept preduzetničkog liderstva, danas posebno važnog za oživljavanje poljuljane privrede.)
MATCH@E:(Therefore the author, although strictly focusing upon the interpretation of the idea of leadership, implies a broader context of this issue the concept of entrepreneurial leadership, nowadays crucial in revitalizing the staggering economy.===>Stoga autorka, iako striktno orijentisana na tumačenje ideje liderstva, implicira i širi kontekst ovog pitanja koncept preduzetničkog liderstva, danas posebno važnog za oživljavanje poljuljane privrede.)
MATCH@M:(If the manager has leadership potentials and personal authority, he will be able to motivate people towards creative changes; he will be ready to take on the risk of such changes himself.===>Menadžer, ukoliko ima i liderskih potencijala i ličnog autoriteta može da animira ljude za kreativne promene, spreman je i sam da preuzme rizike tih promena.)
MATCH@E:(If the manager has leadership potentials and personal authority, he will be able to motivate people towards creative changes; he will be ready to take on the risk of such changes himself.===>Menadžer, ukoliko ima i liderskih potencijala i ličnog autoriteta može da animira ljude za kreativne promene, spreman je i sam da preuzme rizike tih promena.)
MATCH@M:(The leader must primarily be a manager, says Dr Grubic-Nesic; he must be familiar with all the functions of management, therefore it is "absurd to favor either the manager or the leader".===>Lider mora prvo biti menadžer, kaže dr Grubić-Nešić; on mora poznavati sve funkcije menadžmenta, pa je zato "nerealistično favorizovati bilo menadžera, bilo lidera".)
MATCH@E:(The leader must primarily be a manager, says Dr Grubić-Nešić; he must be familiar with all the functions of management, therefore it is absurd to favor either the manager or the leader.===>Lider mora prvo biti menadžer, kaže dr GrubićNešić; on mora poznavati sve funkcije menadžmenta, pa je zato nerealistično favorizovati bilo menadžera, bilo lidera.)
MATCH@M:(Although the functions of the leader and the manager are complementary, the author does not forget to mention the attitudes according to which these roles are different, based on the premise that the manager is the "mind", and the leader is the "soul" of the organization.===>Iako su funkcije lidera i menadžera komplementarne, autorka ukazuje i na stanovišta koja još uvek potenciraju različitosti u karakteristikama ovih uloga, bazirana na premisi o menadžeru kao "umu" i lideru kao "duši" organizacije.)
MATCH@E:(Although the functions of the leader and the manager are complementary, the author does not forget to mention the attitudes according to which these roles are different, based on the premise that the manager is the mind, and the leader is the soul of the organization.===>Iako su funkcije lidera i menadžera komplementarne, autorka ukazuje i na stanovišta koja još uvek potenciraju različitosti u karakteristikama ovih uloga, bazirana na premisi o menadžeru kao umu i lideru kao duši organizacije.)
MATCH@M:(Thus, for example, according to the Benis' list of specific qualities of the manager and the leader, the manager is oriented to administration and acting according to orders and procedures, whereas the leader is focused upon people and innovations.===>Tako, na primer, prema Benisovoj listi specifičnih odlika menadžera i lidera, menadžer je više okrenut administriranju i delovanju prema uputstvima i procedurama, dok je lider orijentisan na ljude i inovacije.)
MATCH@E:(Thus, for example, according to the Benis list of specific qualities of the manager and the leader, the manager is oriented to administration and acting according to orders and procedures, whereas the leader is focused upon people and innovations.===>Tako, na primer, prema Benisovoj listi specifičnih odlika menadžera i lidera, menadžer je više okrenut administriranju i delovanju prema uputstvima i procedurama, dok je lider orijentisan na ljude i inovacije.)
MATCH@M:(The manager copies, maintains and counts on control, while the leader develops and advocates trust.===>Menadžer kopira, održava i računa na kontrolu, a lider razvija i podržava poverenje.)
MATCH@E:(The manager copies, maintains and counts on control, while the leader develops and advocates trust.===>Menadžer kopira, održava i računa na kontrolu, a lider razvija i podržava poverenje.)
MATCH@M:(Furthermore, the manager is oriented towatds control and short-term goals, while the leader favours creativity and follows long-term paths.===>Nadalje, menadžer je orijentisan na kontrolu i kratkoročne ciljeve, dok lider neguje kreativnost i orijentisan je na dugoročne staze.)
MATCH@E:(Furthermore, the manager is oriented towatds control and short-term goals, while the leader favours creativity and follows long-term paths.===>Nadalje, menadžer je orijentisan na kontrolu i kratkoročne ciljeve, dok lider neguje kreativnost i orijentisan je na dugoročne staze.)
MATCH@M:(The former supports the actual, ststus quo situation, the latter is a creator, "looking beyond the horizon".===>Prvi podržava postojeće, satus quo stanje, drugi je kreator, "očima uprt u horizont".)
MATCH@E:(The former supports the actual, ststus quo situation, the latter is a creator, looking beyond the horizon.===>Prvi podržava postojeće, satus quo stanje, drugi je kreator, očima uprt u horizont.)
MATCH@M:(Professional and organizational skills of the leader.===>Profesionalno i organizacijsko umeće lidera.)
MATCH@E:(Professional and organizational skills of the leader.===>Profesionalno i organizacijsko umeće lidera.)
MATCH@M:(Leadership requires two types of skills, dr Grubic-Nesic states, and these are professional skill and organizational skill.===>Za liderstvo su potrebne dve vrste umeća, navodi dr Grubić-Nešić, a to su profesionalno i organizacijsko.)
MATCH@E:(Leadership requires two types of skills, dr Grubić-Nešić states, and these are professional skill and organizational skill.===>Za liderstvo su potrebne dve vrste umeća, navodi dr GrubićNešić, a to su profesionalno i organizacijsko.)
MATCH@M:(Therefore this demanding function requires that the leader command enormous work energy, be highly intelligent, sociable and open-minded, honest, self-confident, with personal integrity and a desire to be a leader.===>Stoga ova zahtevna funkcija iziskuje veliku radnu energiju lidera, visoku inteligenciju i poslovno znanje, društvenost i otvorenost, poštenje i lični integritet, samopouzdanje, kao i želju za vodstvom.)
MATCH@E:(Therefore this demanding function requires that the leader command enormous work energy, be highly intelligent, sociable and open-minded, honest, self-confident, with personal integrity and a desire to be a leader.===>Stoga ova zahtevna funkcija iziskuje veliku radnu energiju lidera, visoku inteligenciju i poslovno znanje, društvenost i otvorenost, poštenje i lični integritet, samopouzdanje, kao i želju za vođstvom.)
MATCH@M:(The author also stresses the component of emotional intelligence (EQ) since the leader primarily "activates the emotions of his followers-collaborators and guides them in a certain direction".===>Autorka potencira i komponentu emocionalne inteligencije (EQ), budući da lider, pre svega, "pokreće emocije svojih saradnika-sledbenika i usmerava ih u odredenom pravcu".)
MATCH@E:(The author also stresses the component of emotional intelligence (EQ) since the leader primarily activates the emotions of his followers-collaborators and guides them in a certain direction.===>Autorka potencira i komponentu emocionalne inteligencije (EQ), budući da lider, pre svega, pokreće emocije svojih saradnika-sledbenika i usmerava ih u određenom pravcu.)
MATCH@M:(The quoted qualities are also mentioned by H. Friedman, who relates them to the characteristics of a charismatic (he says: present) personality: the leader's traits are basic self-confidence and the ability to project himself upon the others (Friedman's research into the secrets of charismatic management - B. R. Nj.).===>Navedene osobine spominje i H. Fridman i vezuje ih s karakteristikama harizmatske (kaže: prisutne) ličnosti: da poseduje bazično samopouzdanje i sposobnost da se projektuje drugima (Fridmanova istraživanja tajni harizmatskog upravljanja - B. R. Nj.).)
MATCH@E:(The quoted qualities are also mentioned by H. Friedman, who relates them to the characteristics of a charismatic (he says: present) personality: the leaders traits are basic self-confidence and the ability to project himself upon the others (Friedmans research into the secrets of charismatic management B. R. Nj.).===>Navedene osobine spominje i H. Fridman i vezuje ih s karakteristikama harizmatske (kaže: prisutne) ličnosti: da poseduje bazično samopouzdanje i sposobnost da se projektuje drugima (Fridmanova istraživanja tajni harizmatskog upravljanja B. R. Nj.).)
MATCH@M:(Leadership theories.===>Teorije liderstva.)
MATCH@E:(Leadership theories.===>Teorije liderstva.)
MATCH@M:(In her presentation of modern leadership theories Professor Grubic-Nesic first highlights two dominant orientations, opposing each other in their approach to referent qualities of a leader.===>Predstavljajući savremene teorije liderstva, profesorka Grubić-Nešić prethodno skreće pažnju na dve dominantne orijentacije, suprotstavljene u pristupu referentnim osobinama lidera.)
MATCH@E:(In her presentation of modern leadership theories Professor Grubić-Nešić first highlights two dominant orientations, opposing each other in their approach to referent qualities of a leader.===>Predstavljajući savremene teorije liderstva, profesorka Grubić-Nešić prethodno skreće pažnju na dve dominantne orijentacije, suprotstavljene u pristupu referentnim osobinama lidera.)
MATCH@M:(According to one, the research into the leader traits should be focused to the personality traits and characteristics by which the leader differs from the rest, whereas the other approach is based on observing the leader's behaviour, the one that makes him a leader.===>Prema prvoj, istraživanje karakteristika lidera treba fokusirati na osobine i karakteristike ličnosti kojima se lider razlikuje u odnosu na ostale, dok se drugi pristup bazira na opserviranju ponašanja lidera, koja ga i čine liderom.)
MATCH@E:(According to one, the research into the leader traits should be focused to the personality traits and characteristics by which the leader differs from the rest, whereas the other approach is based on observing the leaders behaviour, the one that makes him a leader.===>Prema prvoj, istraživanje karakteristika lidera treba fokusirati na osobine i karakteristike ličnosti kojima se lider razlikuje u odnosu na ostale, dok se drugi pristup bazira na opserviranju ponašanja lidera, koja ga i čine liderom.)
MATCH@M:(Regardless of these conceptual differences, the majority of authors is of opinion that leaders can be classified (ideally-typi-cally) into the groups of authoritative, transformational and charismatic leaders.===>I pored ovih, konceptualnih razlika, većina autora deli mišljenje da je lidere moguće klasifikovati (idealno-tipski) u grupe autoritarnih, transformacionih i harizmatičkih.)
MATCH@E:(Regardless of these conceptual differences, the majority of authors is of opinion that leaders can be classified (ideally-typically) into the groups of authoritative, transformational and charismatic leaders.===>I pored ovih, konceptualnih razlika, većina autora deli mišljenje da je lidere moguće klasifikovati (idealno-tipski) u grupe autoritarnih, transformacionih i harizmatičkih.)
MATCH@M:(The innitial academic dilemma in the study of the leadership phenomenon (traits or behaviour) is resolved by a compromise, a concept of the two-dimensional nature of the leader - oriented towards the task and oriented towards the employees.===>Početna teorijska dilema u izučavanju fenomena liderstva (osobine ili ponašanje) kompromisno se razrešava konceptom o dvodimenzionalnoj prirodi lidera - orijentisanoj na zadatak i orijentisanoj na zaposlene.)
MATCH@E:(The innitial academic dilemma in the study of the lead ership phenomenon (traits or behaviour) is resolved by a compromise, a concept of the two-dimensional nature of the leader oriented towards the task and oriented towards the employees.===>Početna teorijska dilema u izučavanju fenomena lider stva (osobine ili ponašanje) kompromisno se razrešava konceptom o dvodimenzionalnoj prirodi lidera orijentisanoj na zadatak i orijentisanoj na zaposlene.)
MATCH@M:(It is on this premise, the author says, that the thoreticians Blake and Mouton developed a managerial network of the forms of management behaviour identification, that is, four types of leadership behaviour.===>Na toj premisi su, navodi autorka, teoretičari Blejk i Mauton razvili menadžersku mrežu identifikacije oblika ponašanja menadžmenta, odnosno četiri stila liderskog ponašanja.)
MATCH@E:(It is on this premise, the author says, that the thoreticians Blake and Mouton developed a managerial network of the forms of management behaviour identification, that is, four types of leadership behaviour.===>Na toj premisi su, navodi autorka, teoretičari Blejk i Mauton razvili menadžersku mrežu identifikacije oblika ponašanja menadžmenta, odnosno četiri stila liderskog ponašanja.)
MATCH@M:(The first type includes leaders oriented towards the structure, strategy, environment, implementation, experimenting and adaptation (leader as a "social architect that analyses and designs").===>Prvom stilu pripadaju lideri orijentisani na strukturu, strategiju, okruženje, implementaciju, eksperimentisanje i adaptaciju (lider kao "društveni arhitekta koji analizira i dizajnira").)
MATCH@E:(The first type includes leaders oriented towards the structure, strategy, environment, implementation, experimenting and adaptation (leader as a social architect that analyses and designs).===>Prvom stilu pripadaju lideri orijentisani na strukturu, strategiju, okruženje, implementaciju, eksperimentisanje i adaptaciju (lider kao društveni arhitekta koji analizira i dizajnira).)
MATCH@M:(The second type includes the leaders oriented towards human resources, the third type are the politically oriented leaders, while the fourth type includes leaders - visionaries.===>Drugi tip čine lideri orijentisani na ljudske resurse, treći su politički orijentisani lideri, dok u četvrtu grupu spadaju lideri - vizionari.)
MATCH@E:(The second type includes the leaders oriented towards human resources, the third type are the politically oriented leaders, while the fourth type includes leaders visionaries.===>Drugi tip čine lideri orijentisani na ljudske resurse, treći su politički orijentisani lideri, dok u četvrtu grupu spadaju lideri vizionari.)
MATCH@M:(The author proceedes to give a review and interpretation of relevant leadership theories.===>Autorka, nadalje, daje pregled i interpretaciju relevantnih teorija liderstva.)
MATCH@E:(The author proceedes to give a review and interpretation of relevant leadership theories.===>Autorka, nadalje, daje pregled i interpretaciju relevantnih teorija liderstva.)
MATCH@M:(This section of the book is, in the author's opinion, its central part, and calls for closer attention due to its importance and informative quality.===>Ovaj deo knjige je, po intenciji pisca središnji, a zbog svoje značajnosti i informativnosti zaslužuje i nešto veću pažnju.)
MATCH@E:(This section of the book is, in the authors opinion, its central part, and calls for closer attention due to its importance and informative quality.===>Ovaj deo knjige je, po intenciji pisca središnji, a zbog svoje značajnosti i informativnosti zaslužuje i nešto veću pažnju.)
MATCH@M:(According to the contingency theory, the leader's success not only depends only on his management style (no successful style has proven universally efficient), but also on the specific conditions or a situation he is faced with.===>Prema teoriji kontingencije, uspeh lidera ne zavisi samo od njegovog stila rukovođenja (pokazalo se da ni jedan uspešan stil nije bio efikasan u svim situacijama), već i od specifičnih uslova ili situacije s kojom se suočava.)
MATCH@E:(According to the contingency theory, the leaders success not only depends only on his management style (no successful style has proven universally efficient), but also on the specific conditions or a situation he is faced with.===>Prema teoriji kontingencije, uspeh lidera ne zavisi samo od njegovog stila rukovođenja (pokazalo se da ni jedan uspešan stil nije bio efikasan u svim situacijama), već i od specifičnih uslova ili situacije s kojom se suočava.)
MATCH@M:(The contingency approach to leadership is operationalized in the Fiedler's model of "three leadership situations", analysed through the realtionships: leader - member, task structure, power on the basis of position.===>Kontigentni pristup liderstvu operacionalizovan je u Fidlerom modelu "tri liderske situacije", analizirane kroz odnose: lider - član, struktura zadatka, moć na osnovu položaja.)
MATCH@E:(The contingency approach to leadership is operationalized in the Fiedlers model of three leadership situations, analysed through the realtionships: leader member, task structure, power on the basis of position.===>Kontigentni pristup liderstvu operacionalizovan je u Fidlerom modelu tri liderske situacije, analizirane kroz odnose: lider član, struktura zadatka, moć na osnovu položaja.)
MATCH@M:(The normative decision-making theory (Vroom, Yaton) studies the procedure of decision making as a key determinant of leader's efficiency.===>Teorija normativnog odlučivanja (Vrum, Jeton) istražuje postupak donošenja odluka kao ključnu determinantu efikasnosti lidera.)
MATCH@E:(The normative decision-making theory (Vroom, Yaton) studies the procedure of decision making as a key determinant of leaders efficiency.===>Teorija normativnog odlučivanja (Vrum, Jeton) istražuje postupak donošenja odluka kao ključnu determinantu efikasnosti lidera.)
MATCH@M:(According to this model, the leadership decision-making styles may be authoritative, consultative and participant, depending on whether the leaders solve the problems autonomously, or make decision using available information; whether they include employees in data gathering, whether they talk to their subordinates on the problems individually or in groups, whether they make decisions jointly.===>Prema ovom modelu, liderski stilovi odlučivanja mogu biti autoritarni, konsultatski i participativni s obzirom na to da li lideri sami rešavaju probleme ili donose odluke koristeći dostupne informacije, koliko uključuju zaposlene u pribavljane informacija, razgovaraju li s podređenima o problemima individualno ili grupno, donose li odluke zajednički.)
MATCH@E:(According to this model, the leadership decision-making styles may be authoritative, consultative and participant, depending on whether the leaders solve the problems autonomously, or make decision using available information; whether they include employees in data gathering, whether they talk to their subordinates on the problems individually or in groups, whether they make decisions jointly.===>Prema ovom modelu, liderski stilovi odlučivanja mogu biti autoritarni, konsultatski i participativni s obzirom na to da li lideri sami rešavaju probleme ili donose odluke koristeći dostupne informacije, koliko uključuju zaposlene u pribavljane informacija, razgovaraju li s podređenima o problemima individualno ili grupno, donose li odluke zajednički.)
MATCH@M:(The transformational leadership concept (Baas) promotes the idea of energetic leaders of distinctive personal vision, continually interacting with their followers, motivating and activating them towards a higher level of needs.===>Koncept transformacionog liderstva (Bas) promoviše ideju energičnih lidera izražene lične vizije, koji su u trajnoj interakciji sa sledbenicima, motivišu i aktiviraju za viši nivo potreba.)
MATCH@E:(The transformational leadership concept (Baas) promotes the idea of energetic leaders of distinctive personal vision, continually interacting with their followers, motivating and activating them towards a higher level of needs.===>Koncept transformacionog liderstva (Bas) promoviše ideju energičnih lidera izražene lične vizije, koji su u trajnoj interakciji sa sledbenicima, motivišu i aktiviraju za viši nivo potreba.)
MATCH@M:(In this work they use specific methods such as idealized situations, inspiring motivations, intellectual stimulations and individualized concerns.===>Pri tome koriste specifične metode kao što su idealizovane situacije, inspirativne motivacije, intelektualne stimulacije i individualizovane obzirnosti.)
MATCH@E:(In this work they use specific methods such as idealized situations, inspiring motivations, intellectual stimulations and individualized concerns.===>Pri tome koriste specifične metode kao što su idealizovane situacije, inspirativne motivacije, intelektualne stimulacije i individualizovane obzirnosti.)
MATCH@M:(L. Grubic-Nesic continues to explain the House's concept of the charismatic leader of great referent powers, self-confident and dominant, firmly confident of the ethicity of his own beliefs.===>U nastavku, L. Grubić-Nešić skreće pažnju i na Hausov koncept harizmatskog lidera velikih referentnih moći, samopouzdanog i dominantnog, čvrsto uverenog u moralnost ličnih uverenja.)
MATCH@E:(L. Grubić-Nešić continues to explain the Houses concept of the charismatic leader of great referent powers, self-confident and dominant, firmly confident of the ethicity of his own beliefs.===>U nastavku, L. Grubić-Nešić skreće pažnju i na Hausov koncept harizmatskog lidera velikih referentnih moći, samopouzdanog i dominantnog, čvrsto uverenog u moralnost ličnih uverenja.)
MATCH@M:(She also explains the hypotheses of the substitution for leadership theory, according to which there are situations in which the leaders are redundant if the subordinates have mastered an extremely high level of knowledge and committment to the task, if jobs are elaborated in detail and are performed in a routine way, or in case the applied technology defines the conduct of an indiviudal to the utmost.===>Objašnjene su, takođe, i postavke teorije supstitucije za liderstvo, prema kojoj postoje situacije gde su lideri suvišni ukoliko podređeni poseduju izuzetan nivo znanja i predanosti zadatku, poslovi su razrađeni i obavljaju se rutinski ili u slučaju kada primenjena tehnologija do krajnosti određuje ponašanje pojedinca.)
MATCH@E:(She also explains the hypotheses of the substitution for leadership theory, according to which there are situations in which the leaders are redundant if the subordinates have mastered an extremely high level of knowledge and committment to the task, if jobs are elaborated in detail and are performed in a routine way, or in case the applied technology defines the conduct of an indiviudal to the utmost.===>Objašnjene su, takođe, i postavke teorije supstitucije za liderstvo, prema kojoj postoje situacije gde su lideri suvišni ukoliko podređeni poseduju izuzetan nivo znanja i predanosti zadatku, poslovi su razrađeni i obavljaju se rutinski ili u slučaju kada primenjena tehnologija do krajnosti određuje ponašanje pojedinca.)
MATCH@M:(Leadership and eticity.===>Liderstvo i etičnost.)
MATCH@E:(Leadership and eticity.===>Liderstvo i etičnost.)
MATCH@M:(The leadership issue is by no means fully covered by the so far presented considerations.===>Ovim konstatacijama se tematika liderstva nipošto ne iscrpljuje.)
MATCH@E:(The leadership issue is by no means fully covered by the so far presented considerations.===>Ovim konstatacijama se tematika liderstva nipošto ne iscrpljuje.)
MATCH@M:(The author further brings up an important issue of the leader's role in promoting the ethical dimension of business activities.===>Autorka otvara i značajno pitanje uloge lidera u promovisanju etičke dimenzije poslovanja.)
MATCH@E:(The author further brings up an important issue of the leaders role in promoting the ethical dimension of business activities.===>Autorka otvara i značajno pitanje uloge lidera u promovisanju etičke dimenzije poslovanja.)
MATCH@M:(The more so because management in a laissez-faire athmosphere requires a high level of business ethics.===>Tim više, što rukovođenje u laissez-faire atmosferi zahteva i visok stepen poslovne etičnosti.)
MATCH@E:(The more so because management in a laissez-faire athmosphere requires a high level of business ethics.===>Tim više, što rukovođenje u laissez-faire atmosferi zahteva i visok stepen poslovne etičnosti.)
MATCH@M:(In interpreting this dimension of business activities, professor Grubic-Nesic highlights two principles of ethical conduct.===>Tumačeći ovu dimenziju poslovanja, profesorka Grubić-Nešić naglašava dva principa etičkog delanja.)
MATCH@E:(In interpreting this dimension of business activities, professor Grubić-Nešić highlights two principles of ethical conduct.===>Tumačeći ovu dimenziju poslovanja, profesorka Grubić-Nešić naglašava dva principa etičkog delanja.)
MATCH@M:(The first is the ethical determinism, which clearly distinguishes the ethical from the non-ethical leadership, via the criteria of leaders' motives, the tactics of influence they use and the way in which the leaders' character is formed.===>Prvi je etički determinizam, kojim se ukazuje na jasnu distinkciju između etičkog i neetičkog liderstva, kroz kriterij ume motiva lidera, taktika uticaja koje koriste i načina formiranje karaktera lidera.)
MATCH@E:(The first is the ethical determinism, which clearly distinguishes the ethical from the non-ethical leadership, via the criteria of leaders motives, the tactics of influence they use and the way in which the leaders character is formed.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The first is the ethical determinism, which clearly distinguishes the ethical from the non-ethical leadership, via the criteria of leaders' motives, the tactics of influence they use and the way in which the leaders' character is formed.
BAD_LINE_M:Prvi je etički determinizam, kojim se ukazuje na jasnu distinkciju između etičkog i neetičkog liderstva, kroz kriterij ume motiva lidera, taktika uticaja koje koriste i načina formiranje karaktera lidera.
BAD_LINE_E:The first is the ethical determinism, which clearly distinguishes the ethical from the non-ethical leadership, via the criteria of leaders motives, the tactics of influence they use and the way in which the leaders character is formed.
BAD_LINE_E:
MATCH@M:(The other (disputable) principle of ethical behaviour is based on the doctrine of ethical relativism, expressed in the attitude that no leadership form is possible to qualify as non-ethical.===>Drugi, (sporni) princip etičkog ponašanja, zasniva se na doktrini etičkog relativizma, formulisanog kroz stanovište da ni jedan oblik liderstva nije moguće okarakterisati kao neetički.)
MATCH@E:(The other (disputable) principle of ethical behaviour is based on the doctrine of ethical relativism, expressed in the attitude that no leadership form is possible to qualify as non-ethical. ~~~ Women leaders.===>Prvi je etički determinizam, kojim se ukazuje na jasnu distinkciju između etičkog i neetičkog liderstva, kroz kriterijume motiva lidera, taktika uticaja koje koriste i načina formiranje karaktera lidera.)
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BAD_LINE_M:The other (disputable) principle of ethical behaviour is based on the doctrine of ethical relativism, expressed in the attitude that no leadership form is possible to qualify as non-ethical.
BAD_LINE_M:Drugi, (sporni) princip etičkog ponašanja, zasniva se na doktrini etičkog relativizma, formulisanog kroz stanovište da ni jedan oblik liderstva nije moguće okarakterisati kao neetički.
BAD_LINE_E:The other (disputable) principle of ethical behaviour is based on the doctrine of ethical relativism, expressed in the attitude that no leadership form is possible to qualify as non-ethical. ~~~ Women leaders.
BAD_LINE_E:Prvi je etički determinizam, kojim se ukazuje na jasnu distinkciju između etičkog i neetičkog liderstva, kroz kriterijume motiva lidera, taktika uticaja koje koriste i načina formiranje karaktera lidera.
MATCH@M:(Towards the very end apperas the issue of what happens when a woman, educated and engaged, masters the "language" and certain "serious" functions such as the leadership is, which are priviledged and male by stereotype.===>Pred sam kraj, postavlja se i pitanje šta biva kada žena, obrazovana i angažovana, savlada "jezik" neke "ozbiljne" funkcije kao što je liderska, privilegovano i stereotipno muške.)
MATCH@E:(Towards the very end apperas the issue of what happens when a woman, educated and engaged, masters the language and certain serious functions such as the leadership is, which are priviledged and male by stereotype.===>)
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BAD_LINE_M:Towards the very end apperas the issue of what happens when a woman, educated and engaged, masters the "language" and certain "serious" functions such as the leadership is, which are priviledged and male by stereotype.
BAD_LINE_M:Pred sam kraj, postavlja se i pitanje šta biva kada žena, obrazovana i angažovana, savlada "jezik" neke "ozbiljne" funkcije kao što je liderska, privilegovano i stereotipno muške.
BAD_LINE_E:Towards the very end apperas the issue of what happens when a woman, educated and engaged, masters the language and certain serious functions such as the leadership is, which are priviledged and male by stereotype.
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MATCH@M:(In the analysis of the chapter titled Women Leaders, professor Grubic-Nesic appears to ask this question herself, situating the issue into the context of the gender principle.===>Analizirajući poglavlje pod naslovom Liderke, stiče se utisak da profesorka Grubić-Nešić i sama postavlja ovo pitanje, situirajući temu u kontekst principa rodnosti.)
MATCH@E:(In the analysis of the chapter titled Women Leaders, professor Grubić-Nešić appears to ask this question herself, situating the issue into the context of the gender principle.===>)
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BAD_LINE_M:In the analysis of the chapter titled Women Leaders, professor Grubic-Nesic appears to ask this question herself, situating the issue into the context of the gender principle.
BAD_LINE_M:Analizirajući poglavlje pod naslovom Liderke, stiče se utisak da profesorka Grubić-Nešić i sama postavlja ovo pitanje, situirajući temu u kontekst principa rodnosti.
BAD_LINE_E:In the analysis of the chapter titled Women Leaders, professor Grubić-Nešić appears to ask this question herself, situating the issue into the context of the gender principle.
BAD_LINE_E:
MATCH@M:(Such a behaviour is conditioned, among other things, by the differences between the genders, important for the work atmosphere.===>Ovakvo ponašanje uslovljeno je i razlikama među polovima bitnim za radnu atmosferu.)
MATCH@E:(Such a behaviour is conditioned, among other things, by the differences between the genders, important for the work atmosphere.===>Ovakvo ponašanje uslovljeno je i razlikama među polovima bitnim za radnu atmosferu.)
MATCH@M:(Therefore, for example, broad, rich and open feelings are characteristic of women (female emotional engagement - B. R. Nj.); women are emotionally while men are creatively intelligent.===>Tako su, na primer, za žene karakteristična razuđena, bogata i otvorena osećanja (ženski emocionalni angažman - B. R. Nj.); žene poseduju emocionalnu, a muškarci kreativnu inteligenciju.)
MATCH@E:(Therefore, for example, broad, rich and open feelings are characteristic of women (female emotional engagement B. R. Nj.); women are emotionally while men are creatively intelligent.===>Tako su, na primer, za žene karakteristična razuđena, bogata i otvorena osećanja (ženski emocionalni angažman B. R. Nj.); žene poseduju emocionalnu, a muškarci kreativnu inteligenciju.)
MATCH@M:(Women communicate more easily, since they are better anatomically and physiologically prepared for verbal presentation.===>Žene i lakše komuniciraju, budući da imaju veće anatomske i fiziološke mogućnosti za verbalno prezentovanje.)
MATCH@E:(Women notice details; men see the whole. ~~~ Women communicate more easily, since they are better anatomically and physiologically prepared for verbal presentation.===>One zapažaju detalje, a muškarci celinu. @ene i lakše komuniciraju, budući da imaju veće anatomske i fiziološke mogućnosti za verbalno prezentovanje.)
MATCH@M:(However, in their estimate of self-authorization, women are somewhat uncomfortable, due to their belief that the status achieved is in itself a significant success, therefore it is immodest to be over-ambitious.===>Ipak, u proceni samoovlašćenosti žena-liderki potvrđuje se izvesna nelagoda, proizašla iz ubeđenja da je dostignuti profesionalni status već značajan dobitak, pa je nerealno stremiti većim ambicijama.)
MATCH@E:(However, in their estimate of self-authorization, women are somewhat uncomfortable, due to their belief that the status achieved is in itself a significant success, therefore it is immodest to be over-ambitious.===>Ipak, u proceni samoovlašćenosti žena-liderki potvrđuje se izvesna nelagoda, proizašla iz ubeđenja da je dostignuti profesionalni status već značajan dobitak, pa je nerealno stremiti većim ambicijama.)
MATCH@M:(Let us just add that, faithful to her primary academic and personal interest in universal problems of human resources development and maintenance and more humaine relations in work and management (book Human Resources Development, 2005), L. Grubic-Nesic again insists on the importance of human capital and a new role of the leader in identification, development and maintenance of human resources in their organizations.===>Dodajmo i to da, verna svom primarnom naučnom i ličnom interesovanju za univerzalnu problematiku razvoja i održavanja ljudskih resursa i humanije odnose u radu i upravljanju (knjiga Razvoj ljudskih resursa, 2005), L. Grubić Nešić i u ovoj studiji insistira na značaju ljudskog kapitala i novoj ulozi lidera u prepoznavanju, razvijajnju i održavanju ljudskih resursa u svojim organizacijama.)
MATCH@E:(Let us just add that, faithful to her primary academic and personal interest in universal problems of human resources development and maintenance and more humaine relations in work and management (book Human Resources Development, 2005), L. Grubić-Nešić again insists on the importance of human capital and a new role of the leader in identification, development and maintenance of human resources in their organizations.===>Dodajmo i to da, verna svom primarnom naučnom i ličnom interesovanju za univerzalnu problematiku razvoja i održavanja ljudskih resursa i humanije odnose u radu i upravljanju (knjiga Razvoj ljudskih resursa, 2005), L. Grubić Nešić i u ovoj studiji insistira na značaju ljudskog kapitala i novoj ulozi lidera u prepoznavanju, razvijajnju i održavanju ljudskih resursa u svojim organizacijama. ~~~ Liderke.)
MATCH@M:(Intriguing in its choice of subject, systematic and accurate in the methodology of presentation, Dr Leposava Grubic-Nesic's book is a thorough, informative and above all a clever contribution to the study of theory and yet insufficiently mastered leadership practice, as well as still ambiguous issue of management.===>Po izboru teme aktuelna, po metodici izlaganja sistematična i terminološki precizna, knjiga dr Leposave Grubić-Nešić Znati biti lider predstavlja iscrpan, informativan i nadasve promišljen prilog u proučavanju teorije i još ne prokrčene prakse liderstva, kao i zamršenog pitanja rukovođenja.)
MATCH@E:(Intriguing in its choice of subject, systematic and accurate in the methodology of presentation, Dr Leposava Grubić-Nešićs book is a thorough, informative and above all a clever contribution to the study of theory and yet insufficiently mastered leadership practice, as well as still ambiguous issue of management.===>Pri tome kon Po izboru teme aktuelna, po metodici izlaganja sistematična i terminološki precizna, knjiga dr Leposave Grubić-Nešić Znati biti lider predstavlja iscrpan, informativan i nadasve promišljen prilog u proučavanju teorije i još ne prokrčene prakse liderstva, kao i zamršenog pitanja rukovođenja.)
MATCH@M:(These qualities will certainly earn it due recognition in academic and professional circles.===>U tome će ona zasigurno biti zapažena u naučnoj i stručnoj javnosti.)
MATCH@E:(These qualities will certainly earn it due recognition in academic and professional circles.===>U tome će ona zasigurno biti zapažena u naučnoj i stručnoj javnosti.)
MATCH@M:(If we sustain system approach to management we can observe it as a system that brings together elements having a planning, informational, decisional, organizational, as well as a motivational character.===>Ako se držimo sistemskog pristupa upravljanju, možemo ga posmatrati kao sistem koji objedinjuje elemente planiranja, informisanja, odlučivanja, organizacije i motivacije.)
MATCH@E:(If we sustain system approach to management we can observe it as a system that brings together elements having a planning, informational, decisional, organizational, as well as a motivational character.===>Ako se držimo sistemskog pristupa upravljanju, možemo ga posmatrati kao sistem koji objedinjuje elemente planiranja, informisanja, odlučivanja, organizacije i motivacije.)
MATCH@M:(The increasingly complex subsystem of management methods and techniques is a methodological-experimental subsystem made up of methods, techniques, procedures and instruments characterized by rationality, complexity and formalization, which conduce to an ascending dynamics of the organization’s managers’ professionalization.===>Sve složeniji podsistem upravljačkih metoda i tehnika u stvari je metodolosko-eksperimentalni podsistem koji čine racionalni, složeni i formalni metodi, tehnike, postupci i alati kojima se postiže sve veća dimanika u profesionalizaciji menadžera u datoj organizaciji.)
MATCH@E:(The increasingly complex subsystem of management methods and techniques is a methodological-experimental subsystem made up of methods, techniques, procedures and instruments characterized by rationality, complexity and formalization, which conduce to an ascending dynamics of the organizations managers professionalization.===>Sve složeniji podsistem upravljačkih metoda i tehnika u stvari je metodološko-eksperimentalni podsistem koji čine racionalni, složeni i formalni metodi, tehnike, postupci i alati kojima se postiže sve veća dimanika u profesionalizaciji menadžera u datoj organizaciji.)
MATCH@M:(As this article will illustrate, specific management methods are so diverse that achieving needed proficiency can result in overspecialization of experts and create obstacles in integrating several different methods.===>Kao sto ćemo i prikazati u ovom radu, specifični metodi upravljanja su toliko različiti, da savladavanje potrebnih znanja i vestina može da ima za posledicu preusku specijalizaciju stručnjaka i da predstavlja prepreku kad treba kombinovati veći broj različitih metoda.)
MATCH@E:(As this article will illustrate, specific management methods are so diverse that achieving needed proficiency can result in overspecialization of experts and create obstacles in integrating several different methods.===>Kao što ćemo i prikazati u ovom radu, specifični metodi upravljanja su toliko različiti, da savladavanje potrebnih znanja i veština može da ima za posledicu preusku specijalizaciju stručnjaka i da predstavlja prepreku kad treba kombinovati veći broj različitih metoda.)
MATCH@M:(So we can conclude that further advances in this field need to be supported by theoretical frameworks developed by experts in different fields of science that support specific managerial methods.===>Stoga možemo da zaključimo da su za dalje korake u ovoj oblasti potrebni teorijski okviri koje će razvijati stručnjaci iz različitih oblasti nauke koje, opet, razvijaju specifične metode upravljanja. 1.	Uvod)
MATCH@E:(So we can conclude that further advances in this field need to be supported by theoretical frameworks developed by experts in different fields of science that support specific managerial methods. ~~~ 1.===>Stoga možemo da zaključimo da su za dalje korake u ovoj oblasti potrebni teorijski okviri koje će razvijati stručnjaci iz različitih oblasti nauke koje, opet, razvijaju specifične metode upravljanja. 1.)
MATCH@M:(1.	Introduction The specific management methods, although believed to have an applicability below the level of the entire managerial process - which is, indeed, much more restricted, i.e. for a limited number of functions or stages - gather the broadest range of manners of approaching matters, as well as principles, techniques, procedures of analyzing the phenomena and the internal processes of the organization, and displaying its results, as a consequence of the joint action of various disciplines, which generates a multiple structure of distinct characteristic classes.===>Nasuprot stavovima da se specifični metodi upravljanja ne mogu primeniti na celokupan proces upravljanja - koji je, istina, vrlo restriktivan, na primer, u slučaju jednog ograničenog broja funkcija ili faza - ovi metodi obuhvataju veoma širok spektar pristupa problemima, a isto tako i principa, tehnika, postupaka u analizi pojava i unutrašnjih organizacionih procesa i prikazivanja njenog učinka, što je rezultat združene delatnosti ražličitih disciplina i čini višeslojnu strukturu različitih karakterističnih klasa.)
MATCH@E:(Introduction The specific management methods, although believed to have an applicability below the level of the entire managerial process which is, indeed, much more restricted, i.e. for a limited number of functions or stages gather the broadest range of manners of approaching matters, as well as principles, techniques, procedures of analyzing the phenomena and the internal processes of the organization, and displaying its results, as a consequence of the joint action of various disciplines, which generates a multiple structure of distinct characteristic classes.===>Uvod Nasuprot stavovima da se specifični metodi upravljanja ne mogu primeniti na celokupan proces upravljanja koji je, istina, vrlo restriktivan, na primer, u slučaju jednog ograničenog broja funkcija ili faza ovi metodi obuhvataju veoma širok spektar pristupa problemima, a isto tako i principa, tehnika, postupaka u analizi pojava i unutrašnjih organizacionih procesa i prikazivanja njenog učinka, što je rezultat združene delatnosti ražličitih disciplina i čini višeslojnu strukturu različitih karakterističnih klasa.)
MATCH@M:(In further text, several proposed categories of methods and techniques will be presented, and methods within those categories will be promptly described.===>U daljem tekstu predstavićemo nekoliko predloženih kategorija metoda i tehnika i odmah cemo opisati metode u okviru ovih kategorija.)
MATCH@E:(In further text, several proposed categories of methods and techniques will be presented, and methods within those categories will be promptly described.===>U daljem tekstu predstavićemo nekoliko predloženih kategorija metoda i tehnika i odmah ćemo opisati metode u okviru ovih kategorija.)
MATCH@M:(The idea is not so much to provide unified list of potential specific methods in management, but to emphasize vast differences in background disciplines.===>Naša namera nije toliko da prezentu-jemo jedinstvenu listu potencijalnih specijalnih metoda u upravljanju, koliko da naglasimo velike razlike koje postoje u osnovnim disciplinama.)
MATCH@E:(The idea is not so much to provide unified list of potential specific methods in management, but to emphasize vast differences in background disciplines. ~~~ 2.===>Naša namera nije toliko da prezentujemo jedinstvenu listu potencijalnih specijalnih metoda u upravljanju, koliko da naglasimo velike razlike koje postoje u osnovnim disciplinama. 2.)
MATCH@M:(2.	Specific methods for improving personnel’s creativity===>2.	Specifični metodi za stimulisanje kreativnosti kadrova)
MATCH@E:(Specific methods for improvingpersonnels creativity A.===>Specifični metodi za stimulisanje kreativnosti kadrova A. Metodi za stimulisanje kreativnosti kadrova u organizaciji predstavljaju splet jednostavnih, ali efikasnih tehnika u velikom broju konkretnih situacija koje zahtevaju kreativnost u pristupu; oni su značajni za uspostavljanje novih odnosa između ljudi, stvari i ideja Š1], što je posledica delovanja psihološko-socioloških naučnih disciplina i disciplina vezanih za komunikaciju i odnose sa javnošću.)
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BAD_LINE_M:2.	Specific methods for improving personnel’s creativity
BAD_LINE_M:2.	Specifični metodi za stimulisanje kreativnosti kadrova
BAD_LINE_E:Specific methods for improvingpersonnels creativity A.
BAD_LINE_E:Specifični metodi za stimulisanje kreativnosti kadrova A. Metodi za stimulisanje kreativnosti kadrova u organizaciji predstavljaju splet jednostavnih, ali efikasnih tehnika u velikom broju konkretnih situacija koje zahtevaju kreativnost u pristupu; oni su značajni za uspostavljanje novih odnosa između ljudi, stvari i ideja Š1], što je posledica delovanja psihološko-socioloških naučnih disciplina i disciplina vezanih za komunikaciju i odnose sa javnošću.
MATCH@M:(Brainstorming starts by postponing the evaluation of an idea in favour of generating a new one, in a stimulated group, and thus creates a genuine explosion of ideas, as each member of the group is inspired by his/her predecessors’ ideas (in circa 30-45 minutes, in a group of 5-6 people, an average of 100-150 ideas can be generated).===>Ova tehnika počinje time što se vrednovanje neke ideje odlaže da bi se u okviru stimu-lisane grupe proizvela nova, tako da dolazi do eksplozije ideja, pošto svaki član grupe dobija inspiraciju od ideje svog prethodnika (za oko 30-45 minuta, grupa od 5-6 ljudi može da smisli 100 - 150 ideja u proseku).)
MATCH@E:(Brainstorming starts by postponing the evaluation of an idea in favour of generating a new one, in a stimulated group, and thus creates a genuine explosion of ideas, as each member of the group is inspired by his/her predecessors ideas (in circa 30-45 minutes, in a group of 5-6 people, an average of 100-150 ideas can be generated).===>Ova tehnika počinje time što se vrednovanje neke ideje odlaže da bi se u okviru stimulisane grupe proizvela nova, tako da dolazi do eksplozije ideja, pošto svaki član grupe dobija inspiraciju od ideje svog prethodnika (za oko 30-45 minuta, grupa od 5-6 ljudi može da smisli 100 150 ideja u proseku).)
MATCH@M:(The technique is also called the technique of unchaining ideas, and has generated three specific tackling ways: the progressive-linear one, the catalytic, prevalently analogic, or innovative one, and the mixed way.===>Ova tehnika se takođe naziva i tehnika oslobađanja ideja i ima tri specifična načina na koji se bavi idejama: progresivno-linearni, katalitički, pretežno analogni, ili inovativni i mešoviti.)
MATCH@E:(The technique is also called the technique of unchaining ideas, and has generated three specific tackling ways: the progressive-linear one, the catalytic, prevalently analogic, or innovative one, and the mixed way.===>Ova tehnika se takođe naziva i tehnika oslobađanja ideja i ima tri specifična načina na koji se bavi idejama: progresivno-linearni, katalitički, pretežno analogni, ili inovativni i mešoviti.)
MATCH@M:(The Frisco technique can be partially identified with another variant, namely the technique of the thinking hats [3] belonging to Edward de Bono, which is centred on the hypothesis that if you play the part of a good/effi-cient thinker, or that of a good manager, you will actually become one.===>Frisko tehnika se delom može poistovetiti sa još jednom verzijom, naime sa tehnikom šešira za razmišljanje [3] čiji je autor Edward de Bono, a zasniva se na pretpostavci da ako igrate ulogu dobrog/efikasnog mislioca, ili ulogu dobrog menadžera, to ćete zaista i postati.)
MATCH@E:(The Frisco technique can be partially identified with another variant, namely the technique of the thinking hats Š3Ë belonging to Edward de Bono, which is centred on the hypothesis that if you play the part of a good/efficient thinker, or that of a good manager, you will actually become one.===>Frisko tehnika se delom može poistovetiti sa još jednom verzijom, naime sa tehnikom šešira za razmišljanje Š3Ë čiji je autor Edward de Bono, a zasniva se na pretpostavci da ako igrate ulogu dobrog/efikasnog mislioca, ili ulogu dobrog menadžera, to ćete zaista i postati.)
MATCH@M:(William Gordon’s technique [4] is also a group technique, where it is only the leader of the group who knows the problem to be solved, while the topic is chosen in conformity with the problem, without however revealing its precise nature.===>William Gordon je autor jedne takođe grupne tehnike [4] u kojoj jedino vođa grupe zna koji problem treba rešavati, a tema se bira u skladu sa problemom, ali tako da se ipak ne otkriva prava priroda problema.)
MATCH@E:(William Gordons technique Š4Ë is also a group technique, where it is only the leader of the group who knows the problem to be solved, while the topic is chosen in conformity with the problem, without however revealing its precise nature.===>William Gordon je autor jedne takođe grupne tehnike Š4Ë u kojoj jedino vođa grupe zna koji problem treba rešavati, a tema se bira u skladu sa problemom, ali tako da se ipak ne otkriva prava priroda problema.)
MATCH@M:(The central axis of this technique is the leader of the group, who guides and di-rects/orientates the talks, over a duration a bit longer than that of regular brainstorming; he/she will try to alter its often superficial solutions, through skilful and expert / experience-trained substituting the problem-ridden relations in the organization for the ideas expressed by the participants with respect to the subject-matter being debated.===>Centralna osovina ove tehnike je vođa grupe koji usmerava/orijentiše razgovore, a razgovori traju nešto duže nego kod olujne tehnike; on/ona ce pokušavati da izmene često izlišna rešenja veštim i stručnim, na iskustvu zasnovanim zamenom problematičnih odnosa u organizaciji idejama koje su izložili učesnici, a u skladu sa temom o kojoj se raspravlja.)
MATCH@E:(The central axis of this technique is the leader of the group, who guides and directs/orientates the talks, over a duration a bit longer than that of regular brainstorming; he/she will try to alter its often superficial solutions, through skilful and expert / experience-trained substituting the problem-ridden relations in the organization for the ideas expressed by the participants with respect to the subject-matter being debated.===>Centralna osovina ove tehnike je vođa grupe koji usmerava/orijentiše razgovore, a razgovori traju nešto duže nego kod olujne tehnike; on/ona će pokušavati da izmene često izlišna rešenja veštim i stručnim, na iskustvu zasnovanim zamenom problematičnih odnosa u organizaciji idejama koje su izložili učesnici, a u skladu sa temom o kojoj se raspravlja.)
MATCH@M:(The problem itself is disclosed at the end of the discussion, and disseminated / made public.===>Sam problem se saopštava na kraju rasprave i svi učesnici se upoznaju s njim - postaje javan.)
MATCH@E:(The problem itself is disclosed at the end of the discussion, and disseminated / made public.===>Sam problem se saopštava na kraju rasprave i svi učesnici se upoznaju s njim postaje javan.)
MATCH@M:(The method (or the technique) described stimulates the developing of novel, unexampled, original ideas, starting from a human’s ability to establish connections between apparently irrelevant elements.===>Opisani metod (ili tehnika) stimuliše razvijanje novih, dosad nepoznatih, originalnih ideja, polaze-ci od sposobnosti ljudi da uspostave veze između elemenata između kojih naoko ne mogu da postoje nikakvi odnosi.)
MATCH@E:(The method (or the technique) described stimulates the developing of novel, unexampled, original ideas, starting from a humans ability to establish connections between apparently irrelevant elements.===>Opisani metod (ili tehnika) stimuliše razvijanje novih, dosad nepoznatih, originalnih ideja, polazeći od sposobnosti ljudi da uspostave veze između elemenata između kojih naoko ne mogu da postoje nikakvi odnosi.)
MATCH@M:(The stages of synectics are: the building of the synectic group, the presentation of the problem, the setting of the synectic itinerary/course, the elaboration of the model / pattern according to which the problem will be solved, and, eventually, experimenting and applying the model.===>Faze sinektike su sledece: organizovanje sinektičke grupe, prezentacija problema, određivanje sinektičkog itinerera/pravca, razrada modela/sklopa u skladu s tim koji problem ce se rešavati, i, na kraju, eksperimentisanje i primena modela.)
MATCH@E:(The stages of synectics are: the building of the synectic group, the presentation of the problem, the setting of the synectic itinerary/course, the elaboration of the model / pattern according to which the problem will be solved, and, eventually, experimenting and applying the model.===>Faze sinektike su sledeće: organizovanje sinektičke grupe, prezentacija problema, određivanje sinektičkog itinerera/pravca, razrada modela/sklopa u skladu s tim koji problem će se rešavati, i, na kraju, eksperimentisanje i primena modela.)
MATCH@M:(An interesting conclusion of the method, whose implications concern both management, and the assessment of emotional intelligence, underlines the fact that, in creative processes, the emotional element counts more than the intellectual element, the irrational prevailing over the rational.===>Interesantan zaključak modela čije implikacije se tiču kako menadž-menta tako i ocene emocionalne inteligencije jeste da je u kreativnim procesima emocionalni element jači od intelektualnog elementa, da iracionalno ima prevagu nad racionalnim.)
MATCH@E:(An interesting conclusion of the method, whose implications concern both management, and the assessment of emotional intelligence, underlines the fact that, in creative processes, the emotional element counts more than the intellectual element, the irrational prevailing over the rational.===>Interesantan zaključak modela čije implikacije se tiču kako menadžmenta tako i ocene emocionalne inteligencije jeste da je u kreativnim procesima emocionalni element jači od intelektualnog elementa, da iracionalno ima prevagu nad racionalnim.)
MATCH@M:(Apart from the facts synthetically mentioned, there exist many other techniques specific to management, which fall, be it in a relative way, within the broad category of the methods of identification and stimulation of the staff’s creativity; such techniques refer to the dynamics of the groups, and evince the special part held by groups in leading the organization, as well as in the process of multiplying ideas, which occurs in the participative management of the organizations, and no less in the management achieved through communication, when it comes to using the tests meant for the recruitment and selection of the creative employees, and the sociogram (i.e. the scheme of the aptitudes necessary to fill in a position), etc.===>Osim ovih koje smo naveli, postoji još veliki broj tehnika koje su specifične za menadžment, a koje spadaju, makar relativno, u široku kategoriju metoda za identifikaciju i stimulisanje kreativnosti kod osoblja; ovakve tehnike odnose se na dinamiku grupa i jasno ukazuju na posebnu ulogu grupa u vođenju organizacije, kao i u procesu umnožavanja ideja, do čega dolazi prilikom participativnog upravljanja organizacijom, i u upravljanju putem komunikacije, kada se koriste testovi za regrutovanje i izbor kreativnih zaposlenih, kao i kod sociograma (t.j., strukture sposobnosti potrebne za određeno radno mesto), itd.)
MATCH@E:(Apart from the facts synthetically mentioned, there exist many other techniques specific to management, which fall, be it in a relative way, within the broad category of the methods of identification and stimulation of the staffs creativity; such techniques refer to the dynamics of the groups, and evince the special part held by groups in leading the organization, as well as in the process of multiplying ideas, which occurs in the participative management of the organizations, and no less in the management achieved through communication, when it comes to using the tests meant for the recruitment and selection of the creative employees, and the sociogram (i.e. the scheme of the aptitudes necessary to fill in a position), etc. ~~~ 3.===>Osim ovih koje smo naveli, postoji još veliki broj tehnika koje su specifične za menadžment, a koje spada ju, makar relativno, u široku kategoriju metoda za identifikaciju i stimulisanje kreativnosti kod osoblja; ovakve tehnike odnose se na dinamiku grupa i jasno ukazuju na posebnu ulogu grupa u vođenju organizacije, kao i u procesu umnožavanja ideja, do čega dolazi prilikom participativnog upravljanja organizacijom, i u upravljanju putem komunikacije, kada se koriste testovi za regrutovanje i izbor kreativnih zaposlenih, kao i kod sociograma (t.j., strukture sposobnosti potrebne za određeno radno mesto), itd. 3.)
MATCH@M:(The notions of exergy, or usable energy, and anergy, or energy of a null capacity of transformation, were introduced by Zoran Rant, in the years 1953, and respectively 1963.===>b2. metod analize energije nastao je sa ciljem da se poboljša metod uravnotežavanja energije, kao način istraživanja i izračunavanja koji ima i energetske i ekološke implikacije.)
MATCH@E:(The notions of exergy, or usable energy, and anergy, or energy of a null capacity of transformation, were introduced by Zoran RantŠ6Ë, in the years 1953, and respectively 1963.===>Pojmove egzergije, ili energije koja se može koristiti, i anergije, ili energije nulte sposobnosti transformacije uveo je Zoran Rant Š6Ë 1953. i ponovo 1963. godine.)
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BAD_LINE_M:The notions of exergy, or usable energy, and anergy, or energy of a null capacity of transformation, were introduced by Zoran Rant, in the years 1953, and respectively 1963.
BAD_LINE_M:b2. metod analize energije nastao je sa ciljem da se poboljša metod uravnotežavanja energije, kao način istraživanja i izračunavanja koji ima i energetske i ekološke implikacije.
BAD_LINE_E:The notions of exergy, or usable energy, and anergy, or energy of a null capacity of transformation, were introduced by Zoran RantŠ6Ë, in the years 1953, and respectively 1963.
BAD_LINE_E:Pojmove egzergije, ili energije koja se može koristiti, i anergije, ili energije nulte sposobnosti transformacije uveo je Zoran Rant Š6Ë 1953. i ponovo 1963. godine.
MATCH@M:(In a succinct detailed presentation, the mechanical energy and the electric energy contain only exergy, the energy of the ambiant environment - only anergy, while thermal energy contains both exergy and anergy.===>Pojmove egzergije, ili energije koja se može koristiti, i anergije, ili energije nulte sposobnosti transformacije uveo je Zoran Rant 1953. i ponovo 1963. godine. U jezgrovitoj i detaljnoj prezentaciji, mehanička i električna energija sadrže samo egzergiju, energija okruženja sadrži samo anergiju, dok termalna energija sadrži i egzergiju i anergiju.)
MATCH@E:(In a succinct detailed presentation, the mechanical energy and the electric energy contain only exergy, the energy of the ambiant environment only anergy, while thermal energy contains both exergy and anergy.===>U jezgrovitoj i detaljnoj prezentaciji, mehanička i električna energija sadrže samo egzergiju, energija okruženja sadrži samo anergiju, dok termalna energija sadrži i egzergiju i anergiju.)
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BAD_LINE_M:In a succinct detailed presentation, the mechanical energy and the electric energy contain only exergy, the energy of the ambiant environment - only anergy, while thermal energy contains both exergy and anergy.
BAD_LINE_M:Pojmove egzergije, ili energije koja se može koristiti, i anergije, ili energije nulte sposobnosti transformacije uveo je Zoran Rant 1953. i ponovo 1963. godine. U jezgrovitoj i detaljnoj prezentaciji, mehanička i električna energija sadrže samo egzergiju, energija okruženja sadrži samo anergiju, dok termalna energija sadrži i egzergiju i anergiju.
BAD_LINE_E:In a succinct detailed presentation, the mechanical energy and the electric energy contain only exergy, the energy of the ambiant environment only anergy, while thermal energy contains both exergy and anergy.
BAD_LINE_E:U jezgrovitoj i detaljnoj prezentaciji, mehanička i električna energija sadrže samo egzergiju, energija okruženja sadrži samo anergiju, dok termalna energija sadrži i egzergiju i anergiju.
MATCH@M:(In general, all the natural processes are irreversible, as they conduce to a qualitative degradation of energy through transforming exergy into anergy.===>Uopšteno govoreći, svi prirodni procesi su nepovratni, pošto vode kvalitativnoj degradaciji energije, transformacijom eg-zergije u anergiju.)
MATCH@E:(In general, all the natural processes are irreversible, as they conduce to a qualitative degradation of energy through transforming exergy into anergy.===>Uopšteno govoreći, svi prirodni procesi su nepovratni, pošto vode kvalitativnoj degradaciji energije, transformacijom egzergije u anergiju.)
MATCH@M:(The energa balance becomes, in keeping with the exergy analysis, a balance between exergy and anergy, through applying the second principle of thermodynamics, which defines the behaviour of both exergy and anergy during the reversible or irreversible processes, as follows:===>Energetska ravnoteža, u analizi egzergije, postaje ravnoteža između egzergije i anergije -primenom drugog principa termodinamike kojim se ponašanje egzergije i anergije tokom nepovratnih i povratnih procesa definiše na sledeći način:)
MATCH@E:(The energa balance becomes, in keeping with the exergy analysis, a balance between exergy and anergy, through applying the second principle of thermodynamics, which defines the behaviour of both exergy and anergy during the reversible or irreversible processes, as follows: Axiom I - In the irreversible processes, exergy turns into anergy.===>Energetska ravnoteža, u analizi egzergije, postaje ravnoteža između egzergije i anergije primenom drugog principa termodinamike kojim se ponašanje egzergije i anergije tokom nepovratnih i povratnih procesa definiše na sledeći način:)
MATCH@M:(Axiom I - In the irreversible processes, exergy turns into anergy.===>Aksiom I - u nepovratnim (ireverzibilnim) procesima egzergija se pretvara u anergiju.)
MATCH@E:(Axiom II - In the reversible processes, exergy remains constant.===>Aksiom I u nepovratnim (ireverzibilnim) procesima egzergija se pretvara u anergiju.)
MATCH@M:(Axiom III - It is impossible for anergy to turn into ex-ergy.===>Aksiom III - anergija se ne može pretvoriti u egzergiju)
MATCH@E:(Axiom III It is impossible for anergy to turn into exergy.===>Aksiom II u povratnim (reverzibilnim) procesima egzergija ostaje nepromenjena.)
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BAD_LINE_M:Axiom III - It is impossible for anergy to turn into ex-ergy.
BAD_LINE_M:Aksiom III - anergija se ne može pretvoriti u egzergiju
BAD_LINE_E:Axiom III It is impossible for anergy to turn into exergy.
BAD_LINE_E:Aksiom II u povratnim (reverzibilnim) procesima egzergija ostaje nepromenjena.
MATCH@M:(The ration between the exergy deficit upon going out of the contour, in proportion to the same on entering (DE), and the exergy deficit generated within the contour (DEg) defines the degree of irreversibility of the energy transformation (DE /DEg).===>Odnos između deficita egzergije na kraju procesa i kada ulazi u proces (DE), i deficit egzergije stvoren unutar procesa (DEg) određuje stepen ireverzibilnosti transformacije energije (DE/Deg).)
MATCH@E:(The ration between the exergy deficit upon going out of the contour, in proportion to the same on entering (DE), and the exergy deficit generated within the contour (DEg) defines the degree of irreversibility of the energy transformation (DE /DEg).===>Odnos između deficita egzergije na kraju procesa i kada ulazi u proces (DE), i deficit egzergije stvoren unutar procesa (DEg) određuje stepen ireverzibilnosti transformacije energije (DE/Deg).)
MATCH@M:(One can easily see that nearly all organizations are faced with the phenomenon of the sense of haste/urgency in realizing the production at the end of the time period allowed by the contract (called by Goldratt Eliyahu “a hockeystick”, from the graphic aspect of the evolution of the production towards the final part of the period).===>Nije teško zaključiti da skoro sve organizacije dolaze u situaciju kada moraju da požure, kada moraju hitno da završe poslove do kraja perioda utvrđenog ugovorom (Goldratt Elyahu ga naziva „štap za hokej“, na osnovu grafičkog prikaza razvoja proizvodnje prema kraju ugovorenog vremenskog perioda).)
MATCH@E:(One can easily see that nearly all organizations are faced with the phenomenon of the sense of haste/urgency in realizing the production at the end of the time period allowed by the contract (called by Goldratt Eliyahu a hockeystick, from the graphic aspect of the evolution of the production towards the final part of the period).===>Nije teško zaključiti da skoro sve organizacije dolaze u situaciju kada moraju da požure, kada moraju hitno da završe poslove do kraja perioda utvrđenog ugovorom (Goldratt Elyahu ga naziva štap za hokej, na osnovu grafičkog prikaza razvoja proizvodnje prema kraju ugovorenog vremenskog perioda).)
MATCH@M:(The cause of the cyclic occurrence of this problem[7], lies in the fact that two different sets of indicators are involved: the initial indicators of norm-regulation of the energy consumptions, (manual) work / labour and materials (of efficiency of the cost accounting, local indicators, which lead to minimizing the number of technological interventions through large lots of work pieces, and also to diminishing deviations from the consumption norms), and final indicators, which refer to the financial performance (theoretically, monetary units/de-livered product, but practically in the shape of the net profit, the amortization of investment, and of the flow of cash per product).===>Ovaj problem se ciklično ponavlja [7C, a uzrok leži u tome što ovde imamo posla sa dva različita skupa pokazatelja: početnim pokazateljima regulisanja norme utroška energije, (fizičkog) rada i materijala (efikasnosti obračuna troškova, lokalnih pokazatelja koji broj tehnoloških intervencija svode na najmanju meru i umanjuju odstupanja od normi utrošaka) i skupom finalnih pokazatelja, koji se odnose na finansijski učinak (teorijski, novčana jedinica / isporučeni proizvod, ali i praktično, u obliku neto profita, amortizacije investicije i gotovinskog toka po proizvodu).)
MATCH@E:(The cause of the cyclic occurrence of this problemŠ7Ë, lies in the fact that two different sets of indicators are involved: the initial indicators of norm-regulation of the energy consumptions, (manual) work / labour and materials (of efficiency of the cost accounting, local indicators, which lead to minimizing the number of technological interventions through large lots of work pieces, and also to diminishing deviations from the consump tion norms), and final indicators, which refer to the financial performance (theoretically, monetary units/delivered product, but practically in the shape of the net profit, the amortization of investment, and of the flow of cash per product).===>Ovaj problem se ciklično ponavlja Š7], a uzrok leži u tome što ovde imamo posla sa dva različita skupa pokazatelja: početnim pokazateljima regulisanja norme utroška energije, (fizičkog) rada i materijala (efikasnosti obračuna troškova, lokalnih pokazatelja koji broj tehnoloških intervencija svode na najmanju meru i umanjuju odstupanja od normi utrošaka) i skupom finalnih pokazatelja, koji se odnose na finansijski učinak (teorijski, novčana jedinica / isporučeni proizvod, ali i praktično, u obliku neto profita, amortizacije investicije i gotovinskog toka po proizvodu).)
MATCH@M:(Thus appears the need for realizing other indicators having an operational character, another set of indicators, which could offer a direction of action: the equivalent value of the sold product, the stocks and the operational costs.===>Na taj način nastaje potreba za realizacijom drugih pokazatelja operativnog karaktera, još jednog skupa pokazatelja koji ukazuju na pravac aktivnosti: cena ekvivalentna pro-datom proizvodu, zalihe i troškovi poslovanja.)
MATCH@E:(Thus appears the need for realizing other indicators having an operational character, another set of indicators, which could offer a direction of action: the equivalent value of the sold product, the stocks and the operational costs.===>Na taj način nastaje potreba za realizacijom drugih pokazatelja operativnog karaktera, još jednog skupa pokazatelja koji ukazuju na pravac aktivnosti: cena ekvivalentna prodatom proizvodu, zalihe i troškovi poslovanja.)
MATCH@M:(The added and realized value is concisely defined as the equivalent value of the sold products, the stocks represent the money that the organization has invested in the products which it/they want(s) to sell, and the operational costs - the money that the organization pays for transforming the stocks into a turnover.===>Dodata i realizovana vrednost precizno se utvrđuje kao vred-nost ekvivalentna prodatim proizvodima, zalihe predstavljaju novac koji je organizacija investirala u proizvode koje želi da proda, a troškovi poslovanja se defi-nišu kao novac koji organizacija placa da bi zalihe pretvorila u obrt.)
MATCH@E:(The added and realized value is concisely defined as the equivalent value of the sold products, the stocks represent the money that the organization has invested in the products which it/they want(s) to sell, and the operational costs the money that the organization pays for transforming the stocks into a turnover.===>Dodata i realizovana vrednost precizno se utvrđuje kao vrednost ekvivalentna prodatim proizvodima, zalihe predstavljaju novac koji je organizacija investirala u proizvode koje želi da proda, a troškovi poslovanja se defi nišu kao novac koji organizacija plaća da bi zalihe pretvorila u obrt.)
MATCH@M:(The organization’s objective becomes treating all three indicators simultaneously and continuously, and this leads to achieving the end of obtaining the money for which provision was made in the order or the contract proper, i.e. it is expressed through increasing the added and realized value, at the same time as the stocks and the operational costs are reduced.===>Organizacija stoga mora da vodi računa 0	sve tri grupe indikatora istovremeno i neprekidno, a cilj je da dobije novac koji je ugovoren porudžbinom ili samim ugovorom, t.j., cilj je uvećana dodata i reali-zovana vrednost, a u isto vreme smanjenje zaliha i operativnih troškova.)
MATCH@E:(The organizations objective becomes treating all three indicators simultaneously and continuously, and this leads to achieving the end of obtaining the money for which provision was made in the order or the contract proper, i.e. it is expressed through increasing the added and realized value, at the same time as the stocks and the operational costs are reduced.===>Organizacija stoga mora da vodi računa o sve tri grupe indikatora istovremeno i neprekidno, a cilj je da dobije novac koji je ugovoren porudžbinom ili samim ugovorom, t.j., cilj je uvećana dodata i realizovana vrednost, a u isto vreme smanjenje zaliha i operativnih troškova.)
MATCH@M:(Another problem faced by the organization is generated by the deficient capacities, the exceeding capacities, and the resources having capacity restrictions.===>Organizacija ima još jedan problem koji proizilazi iz nedovoljnih kapaciteta, ili prevelikih kapaciteta ili ograničenih resursa.)
MATCH@E:(Another problem faced by the organization is generated by the deficient capacities, the exceeding capacities, and the resources having capacity restrictions.===>Organizacija ima još jedan problem koji proizilazi iz nedovoljnih kapaciteta, ili prevelikih kapaciteta ili ograničenih resursa.)
MATCH@M:(The notion of deficit capacity is identified, or the appearance of a bottleneck as being the resource with capacity smaller than the demand placed on it, and the notion of excess capacity, or the appearance of a wide spot, as being the resource the capacity of which is bigger than the demand placed on it.===>Pojam nedovoljnih kapaciteta smo odredili, to je usko grlo kao u slučaju resursa koji su manji nego što je potražnja za njima, a pojam prevelikih kapaciteta predstavlja preveliki slobodan prostor, kada su kapaciteti veći nego što je potražnja za njima.)
MATCH@E:(The notion of deficit capacity is identified, or the appearance of a bottleneck as being the resource with capacity smaller than the demand placed on it, and the notion of excess capacity, or the appearance of a wide spot, as being the resource the capacity of which is bigger than the demand placed on it.===>Pojam nedovoljnih kapaciteta smo odredili, to je usko grlo kao u slučaju resursa koji su manji nego što je potražnja za njima, a pojam prevelikih kapaciteta predstavlja preveliki slobodan prostor, kada su kapaciteti veći nego što je potražnja za njima.)
MATCH@M:(The conclusions of the analysis are remarkably useful: one hour saved in a tight spot / bottleneck virtually means an extra hour for the entire production system, while an hour saved at a wide spot is but an illusion, which only adds another hour to the idle/inactivity time.===>Zaključci ove analize su veoma korisni: jedan sat koji se uštedi u uskom grlu zaista znači jedan sat više za ceo proizvodni sistem, dok je jedan sat koji se uštedi kad je prostora previše upravo samo ilizija kojom se samo dobija još jedan sat praznog hoda, neiskorišćenog vremena.)
MATCH@E:(The conclusions of the analysis are remarkably useful: one hour saved in a tight spot / bottleneck virtually means an extra hour for the entire production system, while an hour saved at a wide spot is but an illusion, which only adds another hour to the idle/inactivity time.===>Zaključci ove analize su veoma korisni: jedan sat koji se uštedi u uskom grlu zaista znači jedan sat više za ceo proizvodni sistem, dok je jedan sat koji se uštedi kad je prostora previše upravo samo ilizija kojom se samo dobija još jedan sat praznog hoda, neiskorišćenog vremena.)
MATCH@M:(Thus, the analysis reveals resources with a restriction of capacity, or resources whose utilization is near to capacity, and so they can become bottlenecks/tight spots if they are not carefully programmed.===>Stoga analiza ukazuje na resurse dostupne u situacijama smanjenih kapaciteta ili resurse čija je iskorišćenost blizu raspoloživih kapaciteta, onih koji mogu da postanu usko grlo ako se pažljivo ne programiraju.)
MATCH@E:(Thus, the analysis reveals resources with a restriction of capacity, or resources whose utilization is near to capacity, and so they can become bottlenecks/tight spots if they are not carefully programmed.===>Stoga analiza ukazuje na resurse dostupne u situacijama smanjenih kapaciteta ili resurse čija je iskorišćenost blizu raspoloživih kapaciteta, onih koji mogu da postanu usko grlo ako se pažljivo ne programiraju.)
MATCH@M:(The time of a complete cycle of executing a product is made up of a number of specific categories, or types of time: the adjustment time, a time that a team spend waiting for a resource to be scheduled or accessed, the access, or resource processing time, the queuing time, while the team waits their turn to come to access the resource, while the latter is busy with another team, the waiting time, when the team waits for another team (the subcontracted phase in the product’s technological flow) in order to co-generate a certain stage of the project, and the inactivity time, as the difference of the duration of the activity cycle and the sum of the four previous times.===>Vreme ukupnog ciklusa izrade jednog proizvoda sastoji se od određenog broja specifičnih kategorija ili tipova vremena: vreme prilagođa-vanja, vreme koje tim potroši da se određeni resurs planira ili proceni, pristup, ili vreme za obradu resursa, vreme čekanja, dok tim čeka svoj red da pristupi resursu, dok se resursom bavi neki drugi tim, vreme čakanja kada tim čeka neki drugi tim (podugovaračka faza u tehnološkom toku proizvoda) da bi zajedno kreirali neku fazu projekta, i vreme mirovanja, kao razlika između ciklusa aktivnosti i sume prethodna četiri vremena.)
MATCH@E:(The time of a complete cycle of executing a product is made up of a number of specific categories, or types of time: the adjustment time, a time that a team spend waiting for a resource to be scheduled or accessed, the access, or resource processing time, the queuing time, while the team waits their turn to come to access the resource, while the latter is busy with another team, the waiting time, when the team waits for another team (the subcontracted phase in the products technological flow) in order to co-generate a certain stage of the project, and the inactivity time, as the difference of the duration of the activity cycle and the sum of the four previous times.===>Vreme ukupnog ciklusa izrade jednog proizvoda sastoji se od određenog broja specifičnih kategorija ili tipova vremena: vreme prilagođavanja, vreme koje tim potroši da se određeni resurs planira ili proceni, pristup, ili vreme za obradu resursa, vreme čekanja, dok tim čeka svoj red da pristupi resursu, dok se resursom bavi neki drugi tim, vreme čakanja kada tim čeka neki drugi tim (podugovaračka faza u tehnološkom toku proizvoda) da bi zajedno kreirali neku fazu projekta, i vreme mirovanja, kao razlika između ciklusa aktivnosti i sume prethodna četiri vremena.)
MATCH@M:(b4. the method of the entropic analysis follows the signification of the second principle of thermodynamics, often even called the law of entropy; according to this signification, phenomena in nature are irreversible, their sense comes back from the state of order to that of disorder, from the state of imbalance to the state of balance / equilibrium.===>b4. Metod entropijske analize oslanja se na drugi princip termodinamike, koji se često čak naziva zakon entropije; prema ovom principu, pojave u prirodi su nepovratne, njihov smisao prelazi iz reda u nered, iz stanja neravnoteže u stanje ravnoteže / ekvilibrijuma.)
MATCH@E:(Communication, called, in a graphical manner, a rope, can be formal, in the form of a programme, or informal, coming as free talks. b4. the method of the entropic analysis follows the signification of the second principle of thermodynamics, often even called the law of entropy; according to this signification, phenomena in nature are irreversible, their sense comes back from the state of order to that of disorder, from the state of imbalance to the state of balance / equilibrium.===>Komunikacija, koju ćemo u grafičkom smislu nazivati konopac, može da bude formalna, u obliku programa, ili neformalna, u vidu niza slobodnih, nezavisnih razgovora. b4. ~~~ Metod entropijske analize oslanja se na drugi princip termodinamike, koji se često čak naziva zakon entropije; prema ovom principu, pojave u prirodi su nepovratne, njihov smisao prelazi iz reda u nered, iz stanja neravnoteže u stanje ravnoteže / ekvilibrijuma.)
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BAD_LINE_M:b4. the method of the entropic analysis follows the signification of the second principle of thermodynamics, often even called the law of entropy; according to this signification, phenomena in nature are irreversible, their sense comes back from the state of order to that of disorder, from the state of imbalance to the state of balance / equilibrium.
BAD_LINE_M:b4. Metod entropijske analize oslanja se na drugi princip termodinamike, koji se često čak naziva zakon entropije; prema ovom principu, pojave u prirodi su nepovratne, njihov smisao prelazi iz reda u nered, iz stanja neravnoteže u stanje ravnoteže / ekvilibrijuma.
BAD_LINE_E:Communication, called, in a graphical manner, a rope, can be formal, in the form of a programme, or informal, coming as free talks. b4. the method of the entropic analysis follows the signification of the second principle of thermodynamics, often even called the law of entropy; according to this signification, phenomena in nature are irreversible, their sense comes back from the state of order to that of disorder, from the state of imbalance to the state of balance / equilibrium.
BAD_LINE_E:Komunikacija, koju ćemo u grafičkom smislu nazivati konopac, može da bude formalna, u obliku programa, ili neformalna, u vidu niza slobodnih, nezavisnih razgovora. b4. ~~~ Metod entropijske analize oslanja se na drugi princip termodinamike, koji se često čak naziva zakon entropije; prema ovom principu, pojave u prirodi su nepovratne, njihov smisao prelazi iz reda u nered, iz stanja neravnoteže u stanje ravnoteže / ekvilibrijuma.
MATCH@M:(The acceptations of entropy are variegated, from thermodynamic entropy to statistical entropy, from informational entropy to social entropy.===>Entropija je različita - to je i termodinamička entropija i statistička entropija, informativna entropija i socijalna entropija.)
MATCH@E:(The acceptations of entropy are variegated, from thermodynamic entropy to statistical entropy, from informational entropy to social entropy.===>En tropija je različita to je i termodinamička entropija i statistička entropija, informativna entropija i socijalna entropija.)
MATCH@M:(Entropy has facilitated the understanding of the processes having to do with energy, of the losses accompanying any energy transformation, seeking to increase efficiency of turning to account the energy available.===>Entropija olakšava poimanje procesa koji su u vezi sa energijom, gubitaka koji nastaju prilikom svake transformacije energije i teži da poveća efikasnost obrta i time opravda dostupnu energiju.)
MATCH@E:(Entropy has facilitated the understanding of the processes having to do with energy, of the losses accompanying any energy transformation, seeking to increase efficiency of turning to account the energy available.===>Entropija olakšava poimanje procesa koji su u vezi sa energijom, gubitaka koji nastaju prilikom svake transformacije energije i teži da poveća efikasnost obrta i time opravda dostupnu energiju.)
MATCH@M:(The entropic analysis extends the contour of the productive technological flow, also involving the environment, or nature, in a polluting, negative and non-regenerative sense; the product and the packaging become, after use, factors of increasing the outer disorder.===>Entro-pijska analiza proširuje konture proizvodnog tehnološkog toka koji obuhvata i okruženje, ili prirodu, tako što je zagađuje, negativno utiče i sprečava njenu rege-neraciju; posle upotrebe, proizvod i pakovanje postaju faktori koji povećavaju nered u spoljnom svetu.)
MATCH@E:(The entropic analysis extends the contour of the productive technological flow, also involving the environment, or nature, in a polluting, negative and non-regenerative sense; the product and the packaging become, after use, factors of increasing the outer disorder.===>Entropijska analiza proširuje konture proizvodnog tehnološkog toka koji obuhvata i okruženje, ili prirodu, tako što je zagađuje, negativno utiče i sprečava njenu regeneraciju; posle upotrebe, proizvod i pakovanje postaju faktori koji povećavaju nered u spoljnom svetu.)
MATCH@M:(The process of product execution is defined as entropic, or resource-consuming, thus maximizing disorder in the ambient milieu.===>Proces realizacije proizvoda definiše se kao entropijski, proces koji troši resurse i time izaziva nered u životnoj sredini.)
MATCH@E:(The process of product execution is defined as entropic, or resource-consuming, thus maximizing disorder in the ambient milieu.===>Proces realizacije proizvoda definiše se kao entropijski, proces koji troši resurse i time izaziva nered u životnoj sredini.)
MATCH@M:(Value analysis is a systemic and creative method of analysis and research-planning that, through the functional approach, sees to it that the functions of the product under study are conceived and realized at minimal costs, in conditions of quality that should satisfy the users’ necessities in keeping with social-economic demands.===>Analiza vrednosti predstavlja sistemski i kreativan metod analize i planiranja istraživanja kojim se, funkcionalnim pristupom, obezbeđuje da se funkcije posmatranog proizvoda projektuju i realizuju uz minimalne troškove, a da on kvalitetom može da zadovolji potrebe kupca u skladu sa društveno-ekonomskom potražnjom.)
MATCH@E:(Value analysis is a systemic and creative method of analysis and research-planning that, through the functional approach, sees to it that the functions of the product under study are conceived and realized at minimal costs, in conditions of quality that should satisfy the users necessities in keeping with social-economic demands.===>Analiza vrednosti predstavlja sistemski i kreativan metod analize i planiranja istraživanja kojim se, funkcionalnim pristupom, obezbeđuje da se funkcije posmatranog proizvoda projektuju i realizuju uz minimalne troškove, a da on kvalitetom može da zadovolji potrebe kupca u skladu sa društveno-ekonomskom potražnjom.)
MATCH@M:(During World War Two, the crisis of such strategic materials as nickel, chromium, wolfram/tungsten and platinum determined the allied governments to prioritize their allotment to the armament industries.===>Tokom Drugog svetskog rata, kriza koja se odnosila na strateške materijale kao što su nikl, hrom, volfram / tungsten i platina primorala je vlade zemalja saveznica da po osnovu prioriteta opredele ove resurse vojnoj industriji.)
MATCH@E:(Cassette no. ~~~ 2 - During World War Two, the crisis of such strategic materials as nickel, chromium, wolfram/tungsten and platinum determined the allied governments to prioritize their allotment to the armament industries.===>Kaseta br. 2 Tokom Drugog svetskog rata, kriza koja se odnosila na strateške materijale kao što su nikl, hrom, volfram / tungsten i platina primorala je vlade zemalja saveznica da po osnovu prioriteta opredele ove resurse vojnoj industriji.)
MATCH@M:(Diminution of resources generated an increase in the insurance of supply of substitute materials.===>Umanjeni resursi stvorili su potrebu da se obezbede materijali koji bi ih zameni-li.)
MATCH@E:(Diminution of resources generated an increase in the insurance of supply of substitute materials.===>Umanjeni resursi stvorili su potrebu da se obezbede materijali koji bi ih zamenili.)
MATCH@M:(For a buyer, the value of a product signified the maximal amount of monetary units that he/she was willing to pay in exchange for the defining attributes of the product, in accordance with the quality characteristics, the conjuncture of the relationship demand-supply, and the prices of the products that concurred them in point of usefulness, or of the similar products offered by the other firms present on the market.===>Za kupca, vrednost proizvoda predstavljala je maksimalni broj novčanih jedinica koji je on spreman da plati u zamenu za atribute proizvoda, u skladu sa karakteristikama kvaliteta, odnosom ponude i potražnje i cenama proizvoda koji su se poklapali s njima u smislu korisnosti, ili sličnih proizvoda koje su nudile neke druge firme na tržištu.)
MATCH@E:(For a buyer, the value of a product signified the maximal amount of monetary units that he/she was willing to pay in exchange for the defining attributes of the product, in accordance with the quality characteristics, the conjuncture of the relationship demand-supply, and the prices of the products that concurred them in point of usefulness, or of the similar products offered by the other firms present on the market.===>Za kupca, vrednost proizvoda predstavljala je maksimalni broj novčanih jedinica koji je on spreman da plati u zamenu za atribute proizvoda, u skladu sa karakteristikama kvaliteta, odnosom ponude i potražnje i cenama proizvoda koji su se poklapali s njima u smislu korisnosti, ili sličnih proizvoda koje su nudile neke druge firme na tržištu.)
MATCH@M:(Virtually opposed to the value-for-the-buyer, the value-for-the-producer, or the cost value, was defined as the minimal amount of costs by which the respective product can be manufactured.===>Potpuno suprotno od vrednosti za kupca, vrednost za proizvođača, ili nabavna vrednost, određena je kao minimalna količina troškova potrebnih da se taj proizvod proizvede.)
MATCH@E:(Virtually opposed to the value-for-the-buyer, the value-for-the-producer, or the cost value, was defined as the minimal amount of costs by which the respective product can be manufactured.===>Potpuno suprotno od vrednosti za kupca, vrednost za proizvođača, ili nabavna vrednost, određena je kao minimalna količina troškova potrebnih da se taj proizvod proizvede.)
MATCH@M:(Value analysis is a type of organized analysis aiming at identifying the useless costs in the products having more than one component elements, utilizing functional analysis to define the problem, and group creativity to solve it.===>Analiza vrednosti je vrsta organizovane analize čiji je cilj da identifikuje beskorisne troškove u proizvodima koji se sastoje od više elemenata, a koristi funkcionalnu analizu da definiše problem i grupnu kreativnost da ga reši.)
MATCH@E:(Value analysis is a type of organized analysis aiming at identifying the useless costs in the products having more than one component elements, utilizing functional analysis to define the problem, and group creativity to solve it.===>Analiza vrednosti je vrsta organizovane analize čiji je cilj da identifikuje beskorisne troškove u proizvodima koji se sastoje od više elemenata, a koristi funkcionalnu analizu da definiše problem i grupnu kreativnost da ga reši.)
MATCH@M:(Among the specific techniques and instruments that are incorporated in value analysis, one can distinguish the techniques of functional analysis, of analysis of the product structure, the use of the contact schemes and the determination of the conception function of the new product, the cost analyses (calculating costs through analogic, parametric or analytical methods, using matrices of the functions-costs type, and the cost histograms), methods for identifying the appropriate solutions to meet the consumer’s needs and requirements, such as the techniques of creativeness stimulation, of functional arborescent analysis, and the computer-assisted devices (CAD), the technique of evaluation of the design solutions for the new products (the functional block diagram, or BDF, the table of functional analysis, or TAF, calculation of the conception efficiency rate, reliability, globally assessed through AMDEC (Analysis of Modes of Failure, Effects and their Criticalness).===>Među specifičnim tehnikama i instrumentima obuhvaćenim analizom vrednosti mogu se prepoznati tehnike funkcionalne analize, analize strukture proizvoda, pri-mena kontaktnih šema i određenje koncepcijske funkcije novog proizvoda, analize troškova (izračunava troškove primenom analognih, parametarskih ili analitičkih metoda, primenom matrica tipa funkci-ja/trošak, i histograma troškova), metoda za identifi-kovanje odgovarajućih rešenja kojima će se zadovoljiti potrebe i zahtevi potrošača, kao što su tehnike stimulacije kreativnosti, funkcionalne granajuće analize, oruđa sa kompjuterskom podrškom (CAD), tehnike vrednovanja projektnih rešenja za nove proizvode (funkcionalni blok dijagram ili BDF, tabela funkcionalne analize ili TAF, izračunavanja stope koncepcijske efikasnosti, pouzdanosti koja se u globalu ocenju-je primenom AMDEC (Analiza modela neuspeha, efekata i njihova kritičnost).)
MATCH@E:(Among the specific techniques and instruments that are incorporated in value analysis, one can distinguish the techniques of functional analysis, of analysis of the product structure, the use of the contact schemes and the determination of the conception function of the new product, the cost analyses (calculating costs through analogic, parametric or analytical methods, using matrices of the functions-costs type, and the cost histograms), methods for identifying the appropriate solutions to meet the consumers needs and requirements, such as the techniques of creativeness stimulation, of functional arborescent analysis, and the computer-assisted devices (CAD), the technique of evaluation of the design solutions for the new products (the functional block diagram, or BDF, the table of functional analysis, or TAF, calculation of the conception efficiency rate, reliability, globally assessed through AMDEC (Analysis of Modes of Failure, Effects and their Criticalness).===>Među specifičnim tehnikama i instrumentima obuhvaćenim analizom vrednosti mogu se prepoznati tehnike funkcionalne analize, analize strukture proizvoda, primena kontaktnih šema i određenje koncepcijske funkcije novog proizvoda, analize troškova (izračunava troškove primenom analognih, parametarskih ili analitičkih metoda, primenom matrica tipa funkcija/trošak, i histograma troškova), metoda za identifikovanje odgovarajućih rešenja kojima će se zadovoljiti potrebe i zahtevi potrošača, kao što su tehnike stimulacije kreativnosti, funkcionalne granajuće analize, oruđa sa kompjuterskom podrškom (CAD), tehnike vrednovanja projektnih rešenja za nove proizvode (funkcionalni blok dijagram ili BDF, tabela funkcionalne analize ili TAF, izračunavanja stope koncepcijske efikasnosti, pouzdanosti koja se u globalu ocenjuje primenom AMDEC (Analiza modela neuspeha, efekata i njihova kritičnost).)
MATCH@M:(By detailing the inventory of the various techniques of functional analysis, one can find that each of them is more or less adapted to the specificity of the product or the type of analysis (the technique of the interactors, the functional tree, the F.A.S.T. diagram, the S.A.D.T. or G.R.A.F.C.E.T. techniques).===>Detaljnim uvidom u različite tehnike funkcionalne analize možemo da zaključimo da je svaka od njih u manjoj ili u većoj meri prilagođena specifičnom karakteru proizvoda ili tipu analize (tehnika uzajamnih činilaca, funkcionalno stablo, F.A.S.T. dijagram, S.A.D.T. ili G.R.A.F.C.E.T. tehnika).)
MATCH@E:(By detailing the inventory of the various techniques of functional analysis, one can find that each of them is more or less adapted to the specificity of the product or the type of analysis (the technique of the interactors, the functional tree, the F.A.S.T. diagram, the S.A.D.T. or G.R.A.F.C.E.T. techniques).===>Detaljnim uvidom u različite tehnike funkcionalne analize možemo da zaključimo da je svaka od njih u manjoj ili u većoj meri prilagođena specifičnom karakteru proizvoda ili tipu analize (tehnika uzajamnih činilaca, funkcionalno stablo, F.A.S.T. dijagram, S.A.D.T. ili G.R.A.F.C.E.T. tehnika).)
MATCH@M:(Concluding, the method of value analysis has become, at present, more than an inevitable reality in the management of prevalently productive organizations, over a comparatively short period (only half of a the main argument of a managerial type in the context of the drastic limitation of resources.===>Možemo da zaključimo da ja danas metod analize vrednosti postao jedna određena neizbežna realnost u upravljanju pretežno proizvodnim organizacijama, i to u veoma kratkom periodu (za samo pola veka) od kad se spektakularno pojavio, i sada predstavlja glavni oslonac za onaj tip upravljanja koji se primenjuje u kontekstu strogo ograničenih resursa.)
MATCH@E:(Concluding, the method of value analysis has become, at present, more than an inevitable reality in the management of prevalently productive organizations, over a comparatively short period (only half of a century) after its spectacular appearance, looming as the main argument of a managerial type in the context of the drastic limitation of resources. ~~~ 4.===>Možemo da zaključimo da ja danas metod analize vrednosti postao jedna određena neizbežna realnost u upravljanju pretežno proizvodnim organizacijama, i to u veoma kratkom periodu (za samo pola veka) od kad se spektakularno pojavio, i sada predstavlja glavni oslonac za onaj tip upravljanja koji se primenjuje u kontekstu strogo ograničenih resursa. 4.)
MATCH@M:(The technique of the scenarios defines a procedure that points out the critical moments where the manager is required to intervene for the activity of the organization to continue, through decision-making, opting for one of the possible variants in a certain domain.===>Tehnikom scenarija definiše se postupak koji ističe kritične momente u kojima se od menadžera očekuje da interveniše, da bi organizacija nastavila da funkcioniše. On to čini tako što donosi odluku, čime se opredeljuje za jednu od nekoliko varijanti u određenoj oblasti.)
MATCH@E:(The technique of the scenarios defines a procedure that points out the critical moments where the manager is required to intervene for the activity of the organization to continue, through decision-making, opting for one of the possible variants in a certain domain.===>Tehnikom scenarija definiše se postupak koji ističe kritične momente u kojima se od menadžera očekuje da interveniše, da bi organizacija nastavila da funkcioniše. ~~~ On to čini tako što donosi odluku, čime se opredeljuje za jednu od nekoliko varijanti u određenoj oblasti.)
MATCH@M:(The technique describes a sequential, yet logical, event, and has the capacity of emphasising critical moments.===>Ova tehnika opisuje događaj koji logično sledi iz situacije i ističe kritične momente.)
MATCH@E:(The technique describes a sequential, yet logical, event, and has the capacity of emphasising critical moments.===>Ova tehnika opisuje događaj koji logično sledi iz situacije i ističe kritične momente.)
MATCH@M:(The option allows continuing the action along one direction or the other, and generates another logical succession of sequences, as the iterations lead towards different critical areas, imposing another option through decision-making, etc.===>Ova opcija omogućava da se aktivnost nastavi u jednom ili drugom pravcu i generiše novi niz događaja, pošto svaki korak vodi do drugih kritičnih oblasti i nameće još jednu opciju u zaključivanju, itd.)
MATCH@E:(The option allows continuing the action along one direction or the other, and generates another logical succession of sequences, as the iterations lead towards different critical areas, imposing another option through decision-making, etc.===>Ova opcija omogućava da se aktivnost nastavi u jednom ili drugom pravcu i generiše novi niz događaja, pošto svaki korak vodi do drugih kritičnih oblasti i nameće još jednu opciju u zaključivanju, itd.)
MATCH@M:(The technique diversifies in keeping with the elements characteristic of the sce-through simulation, mathematical models, dynamic programming, etc.===>Ova tehnika se razlikuje u skladu sa elementima koji su karakteristični za određeni scenario; od teorije strateških igara, preko si-mulacije, matematičkih modela, do programiranja, itd.)
MATCH@E:(The technique diversifies in keeping with the elements characteristic of the scenarios, through the theory of the strategic games, through simulation, mathematical models, dynamic programming, etc.===>Ova tehnika se razlikuje u skladu sa elementima koji su karakteristični za određeni scenario; od teorije strateških igara, preko simulacije, matematičkih modela, do programiranja, itd.)
MATCH@M:(The pattern technique, utilized in prevision-making in the technical and technological field, first puts forward the objective, and then effects the previsional study in order to discover the factors that facilitate attaining the time targets, or make it more difficult; it is apparently similar to the management method based on objectives, applied in the particular case when the objectives cannot be rigorously quantified, so the moment of attaining partial goals cannot be accurately predicted, and consequently the stages of performing the programme have a broader tolerance margin.===>Tehnika uzorka, koja se koristi u predviđanju u tehničkoj i tehnološkoj oblasti rada, na prvo mesto stavlja cilj, a onda efekte studije predviđanja, i na taj način otkriva faktore pomoću kojih će lakše postići vremenski određene ciljeve, ili koji će taj proces otežavati. Ona je očigledno slična metodu upravljanja zasnovanom na ciljevima, koji se primenjuje u posebnom slučaju kada se ciljevi ne mogu strogo kvantifikovati, pa se trenutak u kome će se postizati parcijalni ciljevi ne može precizno predvideti i stoga faze u izvođenju programa imaju širu marginu tolerancije.)
MATCH@E:(The pattern technique, utilized in prevision-making in the technical and technological field, first puts forward the objective, and then effects the previsional study in order to discover the factors that facilitate attaining the time targets, or make it more difficult; it is apparently similar to the management method based on objectives, applied in the particular case when the objectives cannot be rigorously quantified, so the moment of attaining partial goals cannot be accurately predicted, and consequently the stages of performing the programme have a broader tolerance margin.===>Tehnika uzorka, koja se koristi u predviđanju u tehničkoj i tehnološkoj oblasti rada, na prvo mesto stavlja cilj, a onda efekte studije predviđanja, i na taj način otkriva faktore pomoću kojih će lakše postići vremenski određene ciljeve, ili koji će taj proces otežavati. ~~~ Ona je očigledno slična metodu upravljanja zasnovanom na ciljevima, koji se primenjuje u posebnom slučaju kada se ciljevi ne mogu strogo kvantifikovati, pa se trenutak u kome će se postizati parcijalni ciljevi ne može precizno predvideti i stoga faze u izvođenju programa imaju širu marginu tolerancije.)
MATCH@M:(The morphological technique of prediction decomposes the whole into its structural parts, and distinctly realizes the independent quality projection for the component parts, starting from the progress of technique and technologies.===>Morfološka tehnika predviđanja razlaže celinu na njene sastavne delove i jasno izvodi nezavisnu projekciju kvaliteta za ove komponente, počevši od napretka tehnike i tehnologije.)
MATCH@E:(Š11Ë The morphological technique of prediction decomposes the whole into its structural parts, and distinctly realizes the independent quality projection for the component parts, starting from the progress of technique and technologies.===>Š11Ë Morfološka tehnika predviđanja razlaže celinu na njene sastavne delove i jasno izvodi nezavisnu projekciju kvaliteta za ove komponente, počevši od napretka tehnike i tehnologije.)
MATCH@M:(5.	Specific nzmanagerials models of organizational generalization===>5.	Specifični metodi upravljanja putem organizacione generalizacije)
MATCH@E:(5. ~~~ Specific nžmanagerials models of organizational generalization D.===>Specifični metodi upravljanja putem organizacione generalizacije D. Tipični modeli menadžerskih postupaka su metodi maksimalne organizacione generalizacije i oni obuhvataju: d1.)
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BAD_LINE_M:5.	Specific nzmanagerials models of organizational generalization
BAD_LINE_M:5.	Specifični metodi upravljanja putem organizacione generalizacije
BAD_LINE_E:5. ~~~ Specific nžmanagerials models of organizational generalization D.
BAD_LINE_E:Specifični metodi upravljanja putem organizacione generalizacije D. Tipični modeli menadžerskih postupaka su metodi maksimalne organizacione generalizacije i oni obuhvataju: d1.
MATCH@M:(6.	Various specific methods of management===>6.	Različiti specifični metodi upravljanja)
MATCH@E:(6. ~~~ Various specific methods of management E.===>Kontrolni panel predstavlja takođe korisnu tehniku, posebno na najvišem nivou uprave u organizaciji.)
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BAD_LINE_M:6.	Various specific methods of management
BAD_LINE_M:6.	Različiti specifični metodi upravljanja
BAD_LINE_E:6. ~~~ Various specific methods of management E.
BAD_LINE_E:Kontrolni panel predstavlja takođe korisnu tehniku, posebno na najvišem nivou uprave u organizaciji.
MATCH@M:(The weather disaster management involves many disciplines and institutions and focus on the main activities that take place, some on a regular basis as part of the weather forecast service, and some triggered by extreme events.===>Upravljanje vremenskim katastrofama obuhvata veliki broj disciplina i institucija i fokusira se na glavne aktivnosti koje treba preduzeti, neke kao deo redovne aktivnosti, kao posao službe meteorološke prognoze, a neke kada dođe do nekih elementarnih nepogoda.)
MATCH@E:(The specific methods of management (e.g. weather disasters management) The weather disaster management involves many disciplines and institutions and focus on the main activities that take place, some on a regular basis as part of the weather forecast service, and some triggered by extreme events.===>Različiti specifični metodi upravljanja E. specifični metodi upravljanja (na primer, upravljanje vremenskim katastrofama) Upravljanje vremenskim katastrofama obuhvata veliki broj disciplina i institucija i fokusira se na glavne aktivnosti koje treba preduzeti, neke kao deo redovne aktivnosti, kao posao službe meteorološke prognoze, a neke kada dođe do nekih elementarnih nepogoda.)
MATCH@M:(These activities are: 1) weather and hydrological forecast; 2) assessment of weather disaster risk for specific zones and warning; 3) evacuation and other measures taken to diminish damage; 4) further intervention and rescue missions, help in case of weather disaster; 5) steps to restore normality and resume economic activities; 6) complex evaluation of the situation and implementation of plans that will adapt communities for future possible severe weather disaster [12-13]. Disaster Management includes the main weather management issues of weather disasters: monitoring environmental changes, observations and data collection, diagnosis, modelling forecasting of meteorological and hydrological hazards produced by extreme weather and climate change, advances in radar, satellite and hydrological modelling methods for flash flood forecasting and droughts, remote sensing and geophysical surveying, quantifying fluxes of water among hydrologic reservoirs, and understanding the causes of global water and energy cycle variability, prediction and simulation of hazardous weather using mesoscale and microscale, numerical models and assimilation systems, urban planning or urban disaster management, natural catastrophe risk modelling (recent development in loss modelling technology and application to insurance, risk managers and local governments).===>Ove aktivnosti obuhvataju: 1) vremensku i hidrološku prognozu, 2) procenu rizika od vremenskih nepogoda za posebne zone i upozoravanje, 3) evakuaciju i druge mere koje se preduzimaju da bi se umanjila šteta, 4) dalje intervencije i akcije spasavanja, pomoć u slučaju vremenskih nepogoda, 5) korake koji se preduzimaju da se stvari vrate u normalno stanje i da se nastave ekonomske aktivnosti, 6) složeno vrednovanje situacije i prime-na planova pomoću kojih će se zajednica pripremiti za moguće ozbiljne vremenske katastrofe u budućnosti [12-13C. Upravljanje u slučajevima nesreće obuhvata glavne probleme vremenskih katastrofa: praćenje promena u okruženju, osmatranje i prikupljanje podataka, modele predviđanja meteoroloških i hidroloških rizika izazvanih ekstremnim promenama vremena i klime, unapređenje radarske tehnike, modelovanje metoda za predviđanje poplava ili suša pomoću satelita i hidrolo-ških tehnika, osmatranje na daljinu i geofizička ispitivanja, kvantifikovanje vodenih tokova u hidrološkim rezervoarima i poimanje uzroka globalnog ciklusa promena vode i energije, predviđanje i simulacija opasnosti od vremenske promene pomoću mezoskale i mikroskale, numerički modeli i sistemi asimilacije, urbano planiranje ili upravljanje nesrećama u urbanoj sredini, modeli rizika od prirodnih katastrofa (savremeno dostignuće u tehnologiji modela gubutaka i primena u osiguranju, kod menadžera rizika i u lokalnoj upravi).)
MATCH@E:(These activities are: 1) weather and hydrological forecast; 2) assessment of weather disaster risk for specific zones and warning; 3) evacuation and other measures taken to diminish damage; 4) further intervention and rescue missions, help in case of weather disaster; 5) steps to restore normality and resume economic activities; 6) complex evaluation of the situation and implementation of plans that will adapt communities for future possible severe weather disaster Š12-13Ë. Disaster Management includes the main weather management issues of weather disasters: monitoring environmental changes, observations and data collection, diagnosis, modelling forecasting of meteorological and hydrological hazards produced by extreme weather and climate change, advances in radar, satellite and hydrological modelling methods for flash flood forecasting and droughts, remote sensing and geophysical surveying, quantifying fluxes of water among hydrologic reservoirs, and understanding the causes of global water and energy cycle variability, prediction and simulation of hazardous weather using mesoscale and microscale, numerical models and assimilation systems, urban planning or urban disaster management, natural catastrophe risk modelling (recent development in loss modelling technology and application to insurance, risk managers and local governments).===>Ove aktivnosti obuhvataju: ~~~ 1) vremensku i hidrološku prognozu, 2) procenu rizika od vremenskih nepogoda za posebne zone i upozoravanje, 3) evakuaciju i druge mere koje se preduzimaju da bi se umanjila šteta, 4) dalje intervencije i akcije spasavanja, pomoć u slučaju vremenskih nepogoda, 5) korake koji se preduzimaju da se stvari vrate u normalno stanje i da se nastave ekonomske aktivnosti, 6) složeno vrednovanje situacije i primena planova pomoću kojih će se zajednica pripremiti za moguće ozbiljne vremenske katastrofe u budućnosti Š12-13]. ~~~ Upravljanje u slučajevima nesreće obuhvata glavne probleme vremenskih katastrofa: praćenje promena u okruženju, osmatranje i prikupljanje podataka, modele predviđanja meteoroloških i hidroloških rizika izazvanih ekstremnim promenama vremena i klime, unapređenje radarske tehnike, modelovanje metoda za predviđanje poplava ili suša pomoću satelita i hidroloških tehnika, osmatranje na daljinu i geofizička ispitivanja, kvantifikovanje vodenih tokova u hidrološkim rezervoarima i poimanje uzroka globalnog ciklusa promena vode i energije, predviđanje i simulacija opasnosti od vremenske promene pomoću mezoskale i mikroskale, numerički modeli i sistemi asimilacije, urbano planiranje ili upravljanje nesrećama u urbanoj sredini, modeli rizika od prirodnih katastrofa (savremeno dostignuće u tehnologiji modela gubutaka i primena u osiguranju, kod menadžera rizika i u lokalnoj upravi).)
MATCH@M:(Natural catastrophe risk can represent overall social and economic impacts of natural hazard on humans and the built environment.===>Rizik od prirodne katastrofe obuhvata ukupni društveni i ekonomski uticaj opasnosti od prirodnih katastrofa na ljude i naseljene oblasti.)
MATCH@E:(Natural catastrophe risk can represent overall social and economic impacts of natural hazard on humans and the built environment.===>Rizik od prirodne katastrofe obuhvata ukupni društveni i ekonomski uticaj opasnosti od prirodnih katastrofa na ljude i naseljene oblasti.)
MATCH@M:(Such impacts include, among others, loss of life, injury, damage and loss to properties, business interruption and loss of profit.===>Ovi uticaji, između ostalog, obuhvataju gubitak života, povrede, oštećenje ili gubitak imovine, prekid poslovanja i gubitak profita.)
MATCH@E:(Such impacts include, among others, loss of life, injury, damage and loss to properties, business interruption and loss of profit.===>Ovi uticaji, između ostalog, obuhvataju gubitak života, povrede, oštećenje ili gubitak imovine, prekid poslovanja i gubitak profita.)
MATCH@M:(Natural catastrophe risk models may also be used by local government for risk mitigation, post-disaster reaction, recovery planning and public awareness programs relating to: computer modelling of natural risks, natural catastrophe risk modelling methodologies, the use of GIS in natural catastrophe risk modelling, uncertainty and sensitivity of computer risk models, availability, reliability and quality of data used in natural catastrophe risk models, regional vs. local risk models, modelling the social and humanitarian impacts of natural disasters, natural catastrophe risk modelling of urban areas and its application to urban planning, post-disaster planning and risk mitigation, building and social vulnerability of developing countries to natural disasters, practical applications of natural catastrophe risk models in the business environment, etc.===>Modele rizika od prirodnih katastrofa može takođe koristiti i lokalna vlast, da bi ublažila rizik, rego-vala u slučaju nepogoda, planirala oporavak zajednice i izradila programe za upoznavanje stanovništva sa opasnošću, a to čini pomoću: izrade kompjuterskih modela rizika od prirodnih nepogoda, metodologija za izradu modela rizika od prirodnih katastrofa, primenom GIS u izradi modela rizika od prirodnih katastrofa, nesigurnosti i osetljivosti kompjuterskih modela rizika, dostupnosti, pouzdanosti i kvaliteta podataka koji se koriste u modelima rizika od prirodnih katastrofa, odnosu regionalnih i lokalnih modela, izrade modela društvenih i humanitarnih uticaja prirodnih katastrofa, izrade modela rizika od prirodnih nepogoda u urbanim sredinama i njegove primene u urbanom planiranju, planiranju poslova posle katastrofe i ublažavanje rizika, u građevinarstvu i socijalnoj ranjivosti zemalja u razvoju u slučaju prirodne katastrofe, praktične primene modela rizika od prirodnih katastrofa u poslovnom okruženju, itd.)
MATCH@E:(Natural catastrophe risk models may also be used by local government for risk mitigation, post-disaster reaction, recovery planning and public awareness programs relating to: computer modelling of natural risks, natural catastrophe risk modelling methodologies, the use of GIS in natural catastrophe risk modelling, uncertainty and sensitivity of computer risk models, availability, reliability and quality of data used in natural catastrophe risk models, regional vs. local risk models, modelling the social and humanitarian impacts of natural disasters, natural catastrophe risk modelling of urban areas and its application to urban planning, post-disaster planning and risk mitigation, building and social vulnerability of developing countries to natural disasters, practical applications of natural catastrophe risk models in the business environment, etc. ~~~ 7.===>Modele rizika od prirodnih katastrofa može takođe koristiti i lokalna vlast, da bi ublažila rizik, regovala u slučaju nepogoda, planirala oporavak zajednice i izradila programe za upoznavanje stanovništva sa opasnošću, a to čini pomoću: izrade kompjuterskih modela rizika od prirodnih nepogoda, metodologija za izradu modela rizika od prirodnih katastrofa, primenom GIS u izradi modela rizika od prirodnih katastrofa, nesigurnosti i osetljivosti kompjuterskih modela rizika, dostupnosti, pouzdanosti i kvaliteta podataka koji se koriste u modelima rizika od prirodnih katastrofa, odnosu regionalnih i lokalnih modela, izrade modela društvenih i humanitarnih uticaja prirodnih katastrofa, izrade modela rizika od prirodnih nepogoda u urbanim sredinama i njegove primene u urbanom planiranju, planiranju poslova posle katastrofe i ublažavanje rizika, u građevinarstvu i socijalnoj ranjivosti zemalja u razvoju u slučaju prirodne katastrofe, praktične primene modela rizika od prirodnih katastrofa u poslovnom okruženju, itd. 7.)
MATCH@M:(As management theory advances in development of wide spectrum of specific multidisciplinary methods and techniques it is becoming more and more necessary to combine the techniques into new methods, and even methods into new leadership and management systems, with a view to attaining an increased efficaciousness of management.===>Teorija menadžmenta postiže veliki napredak u razvijanju širokog spektra specifičnih multidisciplinarnih metoda i tehnika i stoga postaje sve neophodnija kada treba kombinovati različite tehnike da bi se dobili novi metodi, i pretvaranju metoda u nove sisteme liderstva i menadžmenta, a sve u cilju postizanja veće efikasnosti u upravljanju.)
MATCH@E:(Conclusion As management theory advances in development of wide spectrum of specific multidisciplinary methods and techniques it is becoming more and more necessary to combine the techniques into new methods, and even methods into new leadership and management systems, with a view to attaining an increased efficaciousness of management.===>Zaključak Teorija menadžmenta postiže veliki napredak u razvijanju širokog spektra specifičnih multidisciplinarnih metoda i tehnika i stoga postaje sve neophodnija kada treba kombinovati različite tehnike da bi se dobili novi metodi, i pretvaranju metoda u nove sisteme liderstva i menadžmenta, a sve u cilju postizanja veće efikasnosti u upravljanju.)
MATCH@M:(We propose further study aimed at aggregation of methods.===>Predlažemo da se istraživanja nastave, sa ciljem da se izvrši agregacija metoda.)
MATCH@E:(We propose further study aimed at aggregation of methods.===>Predlažemo da se istraživanja nastave, sa ciljem da se izvrši agregacija metoda.)
MATCH@M:(Aggregation of techniques in practice, while the methods and the techniques are increasingly utilized in ever more diverse combinations by the managers, can result from disadvantages of individual application of any method or technique, further the capacity of homogeneous ensembles of techniques grouped into methods of satisfying multifunctional managerial needs, in constant striving toward improvement.===>Agregaci-ja tehnika u praksi, dok menadžeri primenjuju ove tehnike i metode sve različitijim kombinacijama, može da proistekne iz nedostataka pojedinačne primene bilo kog metoda ili tehnike i da unapredi sposobnost homogenih skupova tehnika grupisanih u metode koji treba da zadovolje multifunkcionalne potrebe menadžera koji se neprekidno bore za poboljšanja.)
MATCH@E:(Aggregation of techniques in practice, while the methods and the techniques are increasingly utilized in ever more diverse combinations by the managers, can result from disadvantages of individual application of any method or technique, further the capacity of homogeneous ensembles of techniques grouped into methods of satisfying multifunctional managerial needs, in constant striving toward improvement.===>Agregacija tehnika u praksi, dok menadžeri primenjuju ove tehnike i metode sve različitijim kombinacijama, može da proistekne iz nedostataka pojedinačne primene bilo kog metoda ili tehnike i da unapredi sposobnost homogenih skupova tehnika grupisanih u metode koji treba da zadovolje multifunkcionalne potrebe menadžera koji se neprekidno bore za poboljšanja.)
MATCH@M:(But as this article has illustrated, specific management methods are so diverse that achieving needed proficiency can result in overspecialization of experts and create obstacles in integrating several different methods.===>Ali, kako je pokazano u ovom radu, specifični metodi upravljanja toliko su različiti da postignuće potrebne vešti-ne može da preraste u preteranu specijalizaciju stručnjaka i stvori probleme u spajanju nekoliko različitih metoda.)
MATCH@E:(But as this article has illustrated, specific management methods are so diverse that achieving needed proficiency can result in overspecialization of experts and create obstacles in integrating several different methods.===>Ali, kako je pokazano u ovom radu, specifični metodi upravljanja toliko su različiti da postignuće potrebne veštine može da preraste u preteranu specijalizaciju stručnjaka i stvori probleme u spajanju nekoliko različitih metoda.)
MATCH@M:(So we can conclude that further advances in this field need to be supported by theoretical frameworks developed by experts in different fields of science that support specific managerial methods.===>Stoga možemo da zaključimo da je za dalji napredak u ovoj oblasti potrebna podrška teorijskih okvira koje će razviti stručnjaci iz različitih oblasti nauke koji podržavaju specifične metode upravljanja.)
MATCH@E:(So we can conclude that further advances in this field need to be supported by theoretical frameworks developed by experts in different fields of science that support specific managerial methods.===>Stoga možemo da zaključimo da je za dalji napredak u ovoj oblasti potrebna podrška teorijskih okvira koje će razviti stručnjaci iz različitih oblasti nauke koji podržavaju specifične metode upravljanja.)
MATCH@M:(Today's turbulent financial markets, growing regulatory environments, and increasingly complex financial systems have led risk managers to realize the importance of measuring and managing Operational Risk.===>Menadžeri rizika u uslovima savremenog turbulentnog finansijskog tržišta, regulatornog okruženja i sve kom-peksnijeg finansijskog sistema sve više shvataju značaj merenja i upravljanja operativnim rizikom u skladu sa preporukama u pogledu bankarske supervizije Komiteta iz Bazela.)
MATCH@E:(Belgrade, Serbia Today's turbulent financial markets, growing regulatory environments, and increasingly complex financial systems have led risk managers to realize the importance of measuring and managing Operational Risk.===>005.334 Vesna Bogojević Arsić Fakultet organizacionih nauka, Jove Ilića 154, Beograd, XI internacionalni simpozijum SymOrg 2008. 10.-13. septembra 2008, Beograd, Srbija Menadžeri rizika u uslovima savremenog turbulentnog finansijskog tržišta, regulatornog okruženja i sve kompeksnijeg finansijskog sistema sve više shvataju značaj merenja i upravljanja operativnim rizikom u skladu sa preporukama u pogledu bankarske supervizije Komiteta iz Bazela.)
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BAD_LINE_M:Today's turbulent financial markets, growing regulatory environments, and increasingly complex financial systems have led risk managers to realize the importance of measuring and managing Operational Risk.
BAD_LINE_M:Menadžeri rizika u uslovima savremenog turbulentnog finansijskog tržišta, regulatornog okruženja i sve kom-peksnijeg finansijskog sistema sve više shvataju značaj merenja i upravljanja operativnim rizikom u skladu sa preporukama u pogledu bankarske supervizije Komiteta iz Bazela.
BAD_LINE_E:Belgrade, Serbia Today's turbulent financial markets, growing regulatory environments, and increasingly complex financial systems have led risk managers to realize the importance of measuring and managing Operational Risk.
BAD_LINE_E:005.334 Vesna Bogojević Arsić Fakultet organizacionih nauka, Jove Ilića 154, Beograd, XI internacionalni simpozijum SymOrg 2008. 10.-13. septembra 2008, Beograd, Srbija Menadžeri rizika u uslovima savremenog turbulentnog finansijskog tržišta, regulatornog okruženja i sve kompeksnijeg finansijskog sistema sve više shvataju značaj merenja i upravljanja operativnim rizikom u skladu sa preporukama u pogledu bankarske supervizije Komiteta iz Bazela.
MATCH@M:(According to the Basel Committee on Banking Supervision, Operational Risk is the risk of direct or indirect loss resulting from inadequate or failed internal processes, people, and systems or from external events.===>Operativni rizik je rizik ostvarenja direktnog ili indirektnog gubitka usled neadekvatnih ili neuspešnih internih procesa, ljudi i sistema ili usled eksternih događaja.)
MATCH@E:(According to the Basel Committee on Banking Supervision, Operational Risk is the risk of direct or indirect loss resulting from inadequate or failed internal processes, people, and systems or from external events.===>Operativni rizik je rizik ostvarenja direktnog ili indirektnog gubitka usled neadekvatnih ili neuspešnih internih procesa, ljudi i sistema ili usled eksternih događaja.)
MATCH@M:(Infrastructure failures (e.g., information technology, terrorist attacks), fraud (e.g., rogue trading), legal and regulatory risks (e.g., fines), have become the motivators behind the move to proactively manage Operational Risk in large Financial Services Institutions.===>Loša infrastruktura (npr. informaciona tehnologija, teroristički napadi), prevara, zakonski i regula-torni rizici su uslovili potrebu aktivnijeg upravljanja operativnim rizikom u velikim finansijskim institucijama.)
MATCH@E:(Infrastructure failures (e.g., information technology, terrorist attacks), fraud (e.g., rogue trading), legal and regulatory risks (e.g., fines), have become the motivators behind the move to proactively manage Operational Risk in large Financial Services Institutions.===>Loša infrastruktura (npr. informaciona tehnologija, teroristički napadi), prevara, zakonski i regulatorni rizici su uslovili potrebu aktivnijeg upravljanja operativnim rizikom u velikim finansijskim institucijama.)
MATCH@M:(In this paper we provide an up to date critical review of the most fundamental issues on Operational Risk Management, e.g., methodology, data collection, analytics, implementation, based on practical experience.===>Rad daje kritički osvrt na osnovna pitanja upravljanja operativnim rizikom, odnosno na metodologiju, prikupljanje podataka, analitiku i primenu zasnovanu na praktičnom iskustvu u ovoj oblasti. 1.	Uvod)
MATCH@E:(In this paper we provide an up to date critical review of the most fundamental issues on Operational Risk Management, e.g., methodology, data collection, analytics, implementation, based on practical experience. ~~~ 1.===>Rad daje kritički osvrt na osnovna pitanja upravljanja operativnim rizikom, odnosno na metodologiju, prikupljanje podataka, analitiku i primenu zasnovanu na praktičnom iskustvu u ovoj oblasti. 1.)
MATCH@M:(1.	Introduction Of all the different types of risk that can affect institutions, operational risk can be among the most devastating and the most difficult to anticipate.===>Od svih mogućih vrsta rizika koji prete institucijama, operativni rizik je najopasniji i njega je najteže pred-videti.)
MATCH@E:(Introduction the most difficult Of all the different types of risk that can affect institutions, operational risk can be among the most devastating and to anticipate.===>Uvod Od svih mogućih vrsta rizika koji prete institucijama, operativni rizik je najopasniji i njega je najteže predvideti.)
MATCH@M:(Management of operating risks is a key component of our financial and risk management discipline that drives net income results, capital management and customer satisfaction.===>Kod nas upravljanje operativnim rizikom predstavlja kljucnu komponentu u upravljanju finansija-ma i rizikom koja utiče na čist dohodak, upravljanje kapitalom i zadovoljstvo kupaca.)
MATCH@E:(Management of operating risks is a key component of our financial and risk management discipline that drives net income results, capital management and customer satisfaction.===>Kod nas upravljanje operativnim rizikom predstavlja ključnu komponentu u upravljanju finansijama i rizikom koja utiče na čist dohodak, upravljanje kapitalom i zadovoljstvo kupaca.)
MATCH@M:(Rigorously controlled and well-managed risk, frees up resources and capital for revenue generating opportunities.===>Ako se rizik drži pod strogom kontrolom i ako se njime pravilno upravlja, oslobađaju se resursi i kapital i stvara se prilika za ostvarivanje prihoda.)
MATCH@E:(Rigorously controlled and wellmanaged risk, frees up resources and capital for revenue generating opportunities.===>Ako se rizik drži pod strogom kontrolom i ako se njime pravilno upravlja, oslobađaju se resursi i kapital i stvara se prilika za ostvarivanje prihoda.)
MATCH@M:(Although credit and market risk are now well understood and are therefore more likely merely to wound, operational risk remains an enigma for risk managers.===>Rizik kreditiranja i tržišni rizik su sada već dobro upoznati i stoga je opasnost od njih manja, ali operativni rizik ostaje zagonetka za menadžere koji upravljaju rizikom.)
MATCH@E:(Although credit and market risk are now well understood and are therefore more likely merely to wound, operational risk remains an enigma for risk managers.===>Nema sumnje da upravljanje operativnim rizikom u poslednje vreme postaje sve važnije u finansijskim institucijama i banke se sve više specijalizuju u njegovoj primeni.)
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BAD_LINE_M:Although credit and market risk are now well understood and are therefore more likely merely to wound, operational risk remains an enigma for risk managers.
BAD_LINE_M:Rizik kreditiranja i tržišni rizik su sada već dobro upoznati i stoga je opasnost od njih manja, ali operativni rizik ostaje zagonetka za menadžere koji upravljaju rizikom.
BAD_LINE_E:Although credit and market risk are now well understood and are therefore more likely merely to wound, operational risk remains an enigma for risk managers.
BAD_LINE_E:Nema sumnje da upravljanje operativnim rizikom u poslednje vreme postaje sve važnije u finansijskim institucijama i banke se sve više specijalizuju u njegovoj primeni.
MATCH@M:(It is the relative lack of understanding of it that is threatening.===>Opasan je zato što nije u dovoljnoj meri shvaćen.)
MATCH@E:(It is the relative lack of understanding of it that is threatening.===>U bankarskom sektoru to je nova oblast upravljanja, puna izazova.)
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BAD_LINE_M:It is the relative lack of understanding of it that is threatening.
BAD_LINE_M:Opasan je zato što nije u dovoljnoj meri shvaćen.
BAD_LINE_E:It is the relative lack of understanding of it that is threatening.
BAD_LINE_E:U bankarskom sektoru to je nova oblast upravljanja, puna izazova.
MATCH@M:(Unlike market and credit risk, which tend to be isolated in specific areas of our business, operational risks are inherent in all business processes.===>Za razliku od tržišnog ili kreditnog rizika, koji su obicno karakteristicni za pojedine poslovne linije, operativni rizici su prisutni u svim poslovnim procesima.)
MATCH@E:(Unlike market and credit risk, which tend to be isolated in specific areas of our business, operational risks are inherent in all business processes.===>Rizik kreditiranja i tržišni rizik su sada već dobro upoznati i stoga je opasnost od njih manja, ali operativni rizik ostaje zagonetka za menadžere koji upravljaju rizikom.)
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BAD_LINE_M:Unlike market and credit risk, which tend to be isolated in specific areas of our business, operational risks are inherent in all business processes.
BAD_LINE_M:Za razliku od tržišnog ili kreditnog rizika, koji su obicno karakteristicni za pojedine poslovne linije, operativni rizici su prisutni u svim poslovnim procesima.
BAD_LINE_E:Unlike market and credit risk, which tend to be isolated in specific areas of our business, operational risks are inherent in all business processes.
BAD_LINE_E:Rizik kreditiranja i tržišni rizik su sada već dobro upoznati i stoga je opasnost od njih manja, ali operativni rizik ostaje zagonetka za menadžere koji upravljaju rizikom.
MATCH@M:(It is a broader concept than “operations” or back office risk.===>Operativni rizik predstavlja širi pojam od „poslovne operacije“ ili rizika administrativnog poslovanja)
MATCH@E:(It is a broader concept than operations or back office risk.===>Opasan je zato što nije u dovoljnoj meri shvaćen.)
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BAD_LINE_M:It is a broader concept than “operations” or back office risk.
BAD_LINE_M:Operativni rizik predstavlja širi pojam od „poslovne operacije“ ili rizika administrativnog poslovanja
BAD_LINE_E:It is a broader concept than operations or back office risk.
BAD_LINE_E:Opasan je zato što nije u dovoljnoj meri shvaćen.
MATCH@M:(Along with established capital charges for market and credit risk, Basel proposes an explicit capital charge to guard the banks against operational risks.===>Pored već uspostavljanih troškova osiguranja kredita u vezi sa tržišnim i kreditnim rizikom, Sporazum iz Bazela predlaže i određeni trošak osiguranja kapitala kojim bi se banke štitile od operativnog rizika.)
MATCH@E:(Along with established capital charges for market and credit risk, Basel proposes an explicit capital charge to guard the banks against operational risks.===>Za razliku od tržišnog ili kreditnog rizika, koji su obično karakteristični za pojedine poslovne linije, operativni rizici su prisutni u svim poslovnim procesima.)
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BAD_LINE_M:Along with established capital charges for market and credit risk, Basel proposes an explicit capital charge to guard the banks against operational risks.
BAD_LINE_M:Pored već uspostavljanih troškova osiguranja kredita u vezi sa tržišnim i kreditnim rizikom, Sporazum iz Bazela predlaže i određeni trošak osiguranja kapitala kojim bi se banke štitile od operativnog rizika.
BAD_LINE_E:Along with established capital charges for market and credit risk, Basel proposes an explicit capital charge to guard the banks against operational risks.
BAD_LINE_E:Za razliku od tržišnog ili kreditnog rizika, koji su obično karakteristični za pojedine poslovne linije, operativni rizici su prisutni u svim poslovnim procesima.
MATCH@M:(They aim to implement a framework that meets all the compliance requirements with the New Capital Accord (Bank for International Settlements, BIS II) regulations: data collection, data tracking and a robust internal risk-control system.===>One teže da primene jedan okvir kojim bi se zadovoljili svi zahtevi propisani Novim sporazumom o kapitalu (Banka za međunarodna poravnanja, BIS II): prikupljanje podataka, praćenje podataka i strog unutrašnji sistem kontrole rizika.)
MATCH@E:(They aim to implement a framework that meets all the compliance requirements with the New Capital Accord (Bank for International Settlements, BIS II) regulations: data collection, data tracking and a robust internal risk-control system.===>Od januara meseca 2005. godine, novi zahtevi koji se odnose na kapital propisuju obavezu finansijskih institucija da primenjuju stroge sisteme prikupljanja i praćenja podataka.)
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BAD_LINE_M:They aim to implement a framework that meets all the compliance requirements with the New Capital Accord (Bank for International Settlements, BIS II) regulations: data collection, data tracking and a robust internal risk-control system.
BAD_LINE_M:One teže da primene jedan okvir kojim bi se zadovoljili svi zahtevi propisani Novim sporazumom o kapitalu (Banka za međunarodna poravnanja, BIS II): prikupljanje podataka, praćenje podataka i strog unutrašnji sistem kontrole rizika.
BAD_LINE_E:They aim to implement a framework that meets all the compliance requirements with the New Capital Accord (Bank for International Settlements, BIS II) regulations: data collection, data tracking and a robust internal risk-control system.
BAD_LINE_E:Od januara meseca 2005. godine, novi zahtevi koji se odnose na kapital propisuju obavezu finansijskih institucija da primenjuju stroge sisteme prikupljanja i praćenja podataka.
MATCH@M:(Since operational risk became the focus of intense interest among industry participants, regulators and other observers, there is a great opportunity for operations research specialists, risk managers and management scientists to apply quantitative and qualitative techniques in this field.===>Pošto se operativni rizik našao u središtu pažnje svih učesnika u industrijskim procesima, regulatornih tela i drugih posmatrača, stručnjaci za proučavanje poslovnih operacija, menadžeri rizika i teoretičari menadžmenta dobili su savršenu priliku da primene kvantitativne i kvalitativne tehnike u ovoj oblasti.)
MATCH@E:(Since operational risk became the focus of intense interest among industry participants, regulators and other observers, there is a great opportunity for operations research specialists, risk managers and management scientists to apply quantitative and qualitative techniques in this field.===>Stoga su sada najveće finansijske institucije počele da izdvajaju značajne resurse za identifikovanje, merenje, analiziranje, izveštavanje i ublažavanje ove potencijalno razorne vrste rizika.)
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BAD_LINE_M:Since operational risk became the focus of intense interest among industry participants, regulators and other observers, there is a great opportunity for operations research specialists, risk managers and management scientists to apply quantitative and qualitative techniques in this field.
BAD_LINE_M:Pošto se operativni rizik našao u središtu pažnje svih učesnika u industrijskim procesima, regulatornih tela i drugih posmatrača, stručnjaci za proučavanje poslovnih operacija, menadžeri rizika i teoretičari menadžmenta dobili su savršenu priliku da primene kvantitativne i kvalitativne tehnike u ovoj oblasti.
BAD_LINE_E:Since operational risk became the focus of intense interest among industry participants, regulators and other observers, there is a great opportunity for operations research specialists, risk managers and management scientists to apply quantitative and qualitative techniques in this field.
BAD_LINE_E:Stoga su sada najveće finansijske institucije počele da izdvajaju značajne resurse za identifikovanje, merenje, analiziranje, izveštavanje i ublažavanje ove potencijalno razorne vrste rizika.
MATCH@M:(There is no doubt that the management of operational risk has taken on increased importance in financial services institutions in recent years and banks are becoming increasingly sophisticated in determining how it a can be accomplished.===>Nema sumnje da upravljanje operativnim rizikom u poslednje vreme postaje sve važnije u finansijskim institucijama i banke se sve više specijalizuju u njegovoj primeni.)
MATCH@E:(There is no doubt that the management of operational risk has taken on increased importance in financial services institutions in recent years and banks are becoming increasingly sophisticated in determining how it a can be accomplished. ~~~ It is a new, exciting area of risk management in the banking sector.===>One teže da primene jedan okvir kojim bi se zadovoljili svi zahtevi propisani Novim sporazumom o kapitalu (Banka za međunarodna poravnanja, BIS II): prikupljanje podataka, praćenje podataka i strog unutrašnji sistem kontrole rizika. 2.)
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BAD_LINE_M:There is no doubt that the management of operational risk has taken on increased importance in financial services institutions in recent years and banks are becoming increasingly sophisticated in determining how it a can be accomplished.
BAD_LINE_M:Nema sumnje da upravljanje operativnim rizikom u poslednje vreme postaje sve važnije u finansijskim institucijama i banke se sve više specijalizuju u njegovoj primeni.
BAD_LINE_E:There is no doubt that the management of operational risk has taken on increased importance in financial services institutions in recent years and banks are becoming increasingly sophisticated in determining how it a can be accomplished. ~~~ It is a new, exciting area of risk management in the banking sector.
BAD_LINE_E:One teže da primene jedan okvir kojim bi se zadovoljili svi zahtevi propisani Novim sporazumom o kapitalu (Banka za međunarodna poravnanja, BIS II): prikupljanje podataka, praćenje podataka i strog unutrašnji sistem kontrole rizika. 2.
MATCH@M:(In general, operational risk contains the losses that follow from acts undertaken (or neglected) in carrying out business activities.===>Uopšteno govoreći, operativni rizik podrazumeva gubitke koji proizilaze iz postupaka koji su preduzeti (ili nisu preduzeti) u sprovođenju poslovnih aktivnosti.)
MATCH@E:(2. ~~~ Operational risk definition and categorization In general, operational risk contains the losses that follow from acts undertaken (or neglected) in carrying out business activities.===>Definicija i kategorizacija operativnog rizika Uopšteno govoreći, operativni rizik podrazumeva gubitke koji proizilaze iz postupaka koji su preduzeti (ili nisu preduzeti) u sprovođenju poslovnih aktivnosti.)
MATCH@M:(Therefore, when a transaction is priced solely in terms of market and credit risks, an important risk, which can have devastating financial consequences, is missing from the product pricing.===>Stoga, ako se jedna transakcija procenjuje samo na osnovu tr-žisšnog i kreditnog rizika, to znači da se u određivanju cene proizvoda nije uzeo u obzir još jedan važan rizik, čije finansijske posledice mogu da budu katastrofalne.)
MATCH@E:(Therefore, when a transaction is priced solely in terms of market and credit risks, an important risk, which can have devastating financial consequences, is missing from the product pricing.===>Stoga, ako se jedna transakcija procenjuje samo na osnovu tržisšnog i kreditnog rizika, to znači da se u određivanju cene proizvoda nije uzeo u obzir još jedan važan rizik, čije finansijske posledice mogu da budu katastrofalne.)
MATCH@M:(After a number of years of intensive debate on what constitutes an operational risk, according to the Basel’s current definition for purposes of quantification and capital allocation, operational risk can be defined as a risk of direct or indirect loss resulting from inadequate or failed internal processes, people, and systems or from external events 2, pp. 144.===>Ozbiljne rasprave o tome šta sve čini operativni rizik traju već godinama, a prema trenutno važećoj definiciji Bazela koja služi za kvantifikaciju i alokaciju kapitala, operativni rizik se može definisati kao rizik ostvarivanja direktnog ili indirektnog gubitka usled neadekvatnih ili neuspešnih internih procesa, ljudi i sistema, ili usled eksternih događaja [2, str.144].)
MATCH@E:(After a number of years of intensive debate on what constitutes an operational risk, according to the Basels current definition for purposes of quantification and capital allocation, operational risk can be defined as a risk of direct or indirect loss resulting from inadequate or failed internal processes, people, and systems or from external events 2, pp. 144.===>Ozbiljne rasprave o tome šta sve čini operativni rizik traju već godinama, a prema trenutno važećoj definiciji Bazela koja služi za kvantifikaciju i alokaciju kapitala, operativni rizik se može definisati kao rizik ostvarivanja direktnog ili indirektnog gubitka usled neadekvatnih ili neuspešnih internih procesa, ljudi i sistema, ili usled eksternih događaja Š2, str.144Ë.)
MATCH@M:(People as a risk category are losses associated with intentional violation of internal policies by current or past employees.===>Ljudi kao kategorija rizika predstavljaju gubitke nastale namernim kršenjem interne (poslovne) politike od strane sadašnjih ili bivših zaposlenih.)
MATCH@E:(People as a risk category are losses associated with intentional violation of internal policies by current or past employees.===>Ljudi kao kategorija rizika predstavljaju gubitke nastale namernim kršenjem interne (poslovne) politike od strane sadašnjih ili bivših zaposlenih.)
MATCH@M:(In some specific cases, the risk extends to people who are being considered for employment.===>U nekim specifičnim slučajevima rizik se prenosi i na ljude koji tek treba da se zaposle.)
MATCH@E:(In some specific cases, the risk extends to people who are being considered for employment.===>U nekim specifičnim slučajevima rizik se prenosi i na ljude koji tek treba da se zaposle.)
MATCH@M:(Process risk can be explained as losses that have been incurred due to a deficiency in an existing procedure, or the absence of a procedure.===>Procesni rizik se može objasniti kao gubitak izazvan manjkavošću u postojećem postupku ili nepostojanjem potrebnog postupka.)
MATCH@E:(Process risk can be explained as losses that have been incurred due to a deficiency in an existing procedure, or the absence of a procedure.===>Procesni rizik se može objasniti kao gubitak izazvan manjkavošću u postojećem postupku ili nepostojanjem potrebnog postupka.)
MATCH@M:(Losses in this category can result from human error or failure to follow an existing procedure.===>Gubici u ovoj kategoriji mogu da nastanu greškom ljudskog faktora ili nepoštovanjem postojeće procedure.)
MATCH@E:(Losses in this category can result from human error or failure to follow an existing procedure.===>Gubici u ovoj kategoriji mogu da nastanu greškom ljudskog faktora ili nepoštovanjem postojeće procedure.)
MATCH@M:(Process-related losses are unintentional.===>Gubici koji se odnose na procese nisu namerni.)
MATCH@E:(Process-related losses are unintentional.===>Gubici koji se odnose na procese nisu namerni.)
MATCH@M:(Systems risk category consists of losses that are caused by breakdowns in existing systems or technology.===>Kategorija sistemskih rizika obuhvata gubitke izazvane slomom postojećih sistema ili tehnologije.)
MATCH@E:(Systems risk category consists of losses that are caused by breakdowns in existing systems or technology.===>Kategorija sistemskih rizika obuhvata gubitke izazvane slomom postojećih sistema ili tehnologije.)
MATCH@M:(Losses in this category are unintentional.===>Gubici u ovoj kategoriji su nenamerni.)
MATCH@E:(Losses in this category are unintentional.===>Gubici u ovoj kategoriji su nenamerni.)
MATCH@M:(If intentional technology-related losses occur, they should be placed in either the people or external category.===>Ako dođe do namernih gubitaka zbog tehnologije, njih treba kategorisati ili kao prvu kategoriju - ljudi, ili u kategoriju eksternih rizika.)
MATCH@E:(If intentional technology-related losses occur, they should be placed in either the people or external category.===>Ako dođe do namernih gubita ka zbog tehnologije, njih treba kategorisati ili kao prvu kategoriju ljudi, ili u kategoriju eksternih rizika.)
MATCH@M:(Finally, external risk category could be defined as losses occurring as a result of natural or man-made forces, or the direct result of a third party's action.===>Konačno, kategorija eksternih rizika se može definisa-ti kao gubici koji nastaju usled delovanja prirodnih ili veštački stvorenih sila ili su direktna posledica činjenja treće strane.)
MATCH@E:(Finally, external risk category could be defined as losses occurring as a result of natural or man-made forces, or the direct result of a third party's action.===>Konačno, kategorija eksternih rizika se može definisati kao gubici koji nastaju usled delovanja prirodnih ili veštački stvorenih sila ili su direktna posledica činjenja treće strane.)
MATCH@M:(The definition focuses on the causes of operational risk and is open to endless discussion about the detailed definition of each loss category.===>Ova definicija je usmerena na uzroke operativnog rizika i omogućava široku raspravu o tome kako detaljno definisati svaku kategoriju gubitaka.)
MATCH@E:(The definition focuses on the causes of operational risk and is open to endless discussion about the detailed definition of each loss category.===>Ova definicija je usmerena na uzroke operativnog rizika i omogućava široku raspravu o tome kako detaljno definisati svaku kategoriju gubitaka.)
MATCH@M:(1.===>1.)
MATCH@E:(1.===>We suggest your papers to be pre pared in form of this template. 1.)
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BAD_LINE_M:1.
BAD_LINE_M:1.
BAD_LINE_E:1.
BAD_LINE_E:We suggest your papers to be pre pared in form of this template. 1.
MATCH@M:(2.===>2.)
MATCH@E:(2.===>LITERATURA:)
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BAD_LINE_M:2.
BAD_LINE_M:2.
BAD_LINE_E:2.
BAD_LINE_E:LITERATURA:
MATCH@M:(3.===>3.)
MATCH@E:(3.===>Ekonomske dimenzije u izgradnji savremenih institucija odbrane, Berlin, SR Nemačka, septembar 2004. 3.)
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BAD_LINE_M:3.
BAD_LINE_M:3.
BAD_LINE_E:3.
BAD_LINE_E:Ekonomske dimenzije u izgradnji savremenih institucija odbrane, Berlin, SR Nemačka, septembar 2004. 3.
MATCH@M:(4.===>4.)
MATCH@E:(4.===>Kultura:)
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BAD_LINE_M:4.
BAD_LINE_M:4.
BAD_LINE_E:4.
BAD_LINE_E:Kultura:
MATCH@M:(5.===>5.)
MATCH@E:(5.===>Fizički intenzitet posla 5.)
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BAD_LINE_M:5.
BAD_LINE_M:5.
BAD_LINE_E:5.
BAD_LINE_E:Fizički intenzitet posla 5.
MATCH@M:(6.===>6.)
MATCH@E:(6.===>Sigurnost radnog mesta 6.)
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BAD_LINE_M:6.
BAD_LINE_M:6.
BAD_LINE_E:6.
BAD_LINE_E:Sigurnost radnog mesta 6.
MATCH@M:(Business Disruption and System Failure	Systems===>Prekid poslovanja i pad sistema	Systems)
MATCH@E:(Business Disruption and System Failure Systems 7.===>Prekid poslovanja i pad sistema Systems 7.)
MATCH@M:(7.===>7.)
MATCH@E:(7.===>Komunikacija na random mestu 7.)
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BAD_LINE_M:7.
BAD_LINE_M:7.
BAD_LINE_E:7.
BAD_LINE_E:Komunikacija na random mestu 7.
MATCH@M:(Execution, DeliveryandProcess Management	Transaction Capture, ExecutionandMaintenance Monitoring and Reporting Customer Intake and Documentation Customer/Client Accounting Management Trade Counterparties VendorsandSupplies===>Izvođenje, isporukaiupravljanje procesima	Obuhvat, izvođenjeiodržavanje transakcija Monitoring and Reporting Priticaj klijenata i dokumentacija Računovodstveno upravljanje korisnik/klijent Druga strana u trgovanju Prodavciizalihe)
MATCH@E:(Execution, Delivery&Process Management Transaction Capture, Execution&Maintenance Monitoring and Reporting Customer Intake and Documentation Customer/Client Accounting Management Trade Counterparties Vendors&Supplies 3.===>Izvođenje, isporuka&upravljanje procesima Obuhvat, izvođenje&održavanje transakcija Monitoring and Reporting Priticaj klijenata i dokumentacija Računovodstveno upravljanje korisnik/klijent Druga strana u trgovanju Prodavci&zalihe 3.)
MATCH@M:(There are three common categorization methods: event, cause and effect.===>Postoje tri uobičajena metoda kategorizacije: događaj, uzrok i posledica.)
MATCH@E:(There are three common categorization methods: event, cause and effect.===>Postoje tri uobičajena metoda kategorizacije: događaj, uzrok i posledica.)
MATCH@M:(There is a live debate in the operational risk managers and insurance community regarding the pros and cons of each method.===>Među menadžerima operativnog rizika i u osiguranju vodi se živa debata za i protiv svakog od ovih metoda.)
MATCH@E:(There is a live debate in the operational risk managers and insurance community regarding the pros and cons of each method.===>Među menadžerima operativnog rizika i u osiguranju vodi se živa debata za i protiv svakog od ovih metoda.)
MATCH@M:(Tables 1 and table 2 demonstrate the classification proposed by Basel.===>Tabela 1 i 2 prikazuju klasifikaciju koju je predložio Bazel.)
MATCH@E:(Tables 1 and table 2 demonstrate the classification proposed by Basel.===>Tabela 1 i 2 prikazuju klasifikaciju koju je predložio Bazel. ~~~ Tabela 1:)
MATCH@M:(Capital Adequacy Framework 2 identified operational risk as a key area of regulatory consideration.===>Okvir (struktura) adekvatnosti kapitala [2] određuje operativni rizik kao kljucnu oblast kojom regulativa treba da se bavi.)
MATCH@E:(Basel treatment of operational risk Capital Adequacy Framework 2 identified operational risk as a key area of regulatory consideration.===>Bazelski komitet i operativni rizik Okvir (struktura) adekvatnosti kapitala Š2Ë određuje operativni rizik kao ključnu oblast kojom regulativa treba da se bavi.)
MATCH@M:(According to basic indicator approach, the capital charge should be derived as a fixed multiple (alpha) of some aggregate activity measure such as gross income that has to be positive (in either case, should be excluded from numerator and denominator) 2, pp. 144.===>Prema osnovnom pristupu putem indikatora indikatora, troškove osiguranja kapitala treba izvoditi kao fiksni proizvod (alfa) mere neke združene aktivnosti, kao što je bruto dohodak, koji mora da bude pozitivan (u svakom slučaju, ne treba da bude deo imenitelja i bro-jioca) [2, str.144].)
MATCH@E:(According to basic indicator approach, the capital charge should be derived as a fixed multiple (alpha) of some aggregate activity measure such as gross income that has to be positive (in either case, should be excluded from numerator and denominator) 2, pp. 144.===>Prema osnovnom pristupu putem indikatora indikatora, troškove osiguranja kapitala treba izvoditi kao fiksni proizvod (alfa) mere neke združene aktivnosti, kao što je bruto dohodak, koji mora da bude pozitivan (u svakom slučaju, ne treba da bude deo imenitelja i brojioca) Š2, str.144Ë.)
MATCH@M:(Where KBIA is the capital charge under the Basic Indicator Approach; GI is annual gross income, where positive, over the previous three years; N is a number of the previous three years for which gross income is positive and; is 15%, which is set by the Committee, relating the industry wide level of required capital to the industry wide level of the indicator.===>Gde KBIA predstavlja trošak po pristupu putem osnovnih indikatora; GI predstavlja godišnji bruto dohodak, koji je pozitivan tokom prethodne tri godine; N predstavlja tri prethodne godine u kojima je bruto dohodak pozitivan; a iznosi 15%, kako je odredio Komitet i pokazuje odnos nivoa potrebnog kapitala u industrijskoj grani i nivoa indikatora u industrijskoj grani.)
MATCH@E:(The charge may be expressed as follows 2, pp. 144: KBIA= (GI1,..n ) n (1), Where KBIA is the capital charge under the Basic Indicator Approach; GI is annual gross income, where positive, over the previous three years; N is a number of the previous three years for which gross income is positive and; is 15%, which is set by the Committee, relating the industry wide level of required capital to the industry wide level of the indicator.===>Trošak se može izraziti na sledeći način Š2, str. 144Ë: (GI1,..n ) n (1), KBIA= Gde KBIA predstavlja trošak po pristupu putem osnovnih indikatora; GI predstavlja godišnji bruto dohodak, koji je pozitivan tokom prethodne tri godine; N predstavlja tri prethodne godine u kojima je bruto dohodak pozitivan; a iznosi 15%, kako je odredio Komitet i pokazuje odnos nivoa potrebnog kapitala u industrijskoj grani i nivoa indikatora u industrijskoj grani.)
MATCH@M:(The business lines are defined in detail in table 3.===>Poslovne linije su detaljno obrazložene u tabeli 3.)
MATCH@E:(The business lines are defined in detail in table 3. (1)===>Standardizovani pristup (STA) i 3.)
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BAD_LINE_M:The business lines are defined in detail in table 3.
BAD_LINE_M:Poslovne linije su detaljno obrazložene u tabeli 3.
BAD_LINE_E:The business lines are defined in detail in table 3. (1)
BAD_LINE_E:Standardizovani pristup (STA) i 3.
MATCH@M:(The total capital charge is calculated as the three-year average of the simple summation of the regulatory capital charges across each of the business lines in each year.===>Ukupni troškovi za osiguranje kapitala izračunavaju se kao srednja vrednost za period od tri godine prostog zbira troška osiguranja regulatornog kapitala u svakoj poslovnoj liniji u svakoj godini.)
MATCH@E:(The total capital charge is calculated as the three-year average of the simple summation of the regulatory capital charges across each of the business lines in each year.===>Ukupni troškovi za osiguranje kapitala izračunavaju se kao srednja vrednost za period od tri godine prostog zbira troška osiguranja regulatornog kapitala u svakoj poslovnoj liniji u svakoj godini.)
MATCH@M:(Where KTSA the capital charge under the Standardized Approach; GI1-8 is a annual gross income in a given year; as defined in the Basic Indicator Approach, for each of the eight business lines and; 61-8 is a fixed percentage, set by the Committee, relating the level of required capital to the level of the gross income for each of the eight business lines.===>Gde Ktsa predstavlja trošak za osiguranje kapitala po standardizovanom pristupu; GI1-8 predstavlja bruto dohodak u datoj godini, kako je definisano u pristupu putem osnovnih indikatora za svaku od osam poslovnih linija; 61-8 predstavlja fiksni procenat koji je odredio Komitet, a pokazuje odnos nivoa potrebnog kapitala prema nivou bruto dohotka za svaku od osam poslovnih linija.)
MATCH@E:(The total capital charge may be expressed as: KTSA= šΣ year 1-3 max Σ(GI1-8 × β 1-8), 0ć / 3 (2), Where KTSA the capital charge under the Standardized Approach; GI1-8 is a annual gross income in a given year; as defined in the Basic Indicator Approach, for each of the eight business lines and; ß1-8 is a fixed percentage, set by the Committee, relating the level of required capital to the level of the gross income for each of the eight business lines.===>Totalni troškovi osiguranja kapitala može se izraziti kao: ~~~ KTSA= šΣ 1-8), 0ć / 3 (2), year 1-3 max Σ(GI1-8 × β Gde KTSA predstavlja trošak za osiguranje kapitala po standardizovanom pristupu; GI1-8 predstavlja bruto dohodak u datoj godini, kako je definisano u pristupu putem osnovnih indikatora za svaku od osam poslovnih linija; ß1-8 predstavlja fiksni procenat koji je odredio Komitet, a pokazuje odnos nivoa potrebnog kapitala prema nivou bruto dohotka za svaku od osam poslovnih linija.)
MATCH@M:(When applying internal measurement approach, the business lines are overlaid with a series of operational risk types.===>Kada se primenjuje pristup putem internih merenja, poslovne linije se „pokriju“ nizom tipova operativnih rizika.)
MATCH@E:(When applying internal measurement approach, the business lines are overlaid with a series of operational risk types.===>Kada se primenjuje pristup putem internih merenja, poslovne linije se pokriju nizom tipova operativnih rizika.)
MATCH@M:(For each business line/risk type combination, regulators define an exposure indicator (EI).===>Za svaku kombinaciju poslovne linije / tipa rizika regulatori definišu indikator izloženosti riziku (EI).)
MATCH@E:(For each business line/risk type combination, regulators define an exposure indicator (EI).===>Za svaku kombinaciju poslovne linije / tipa rizika regulatori definišu indikator izloženosti riziku (EI).)
MATCH@M:(Banks then use internal data to define the probability of a loss event (PE) per unit of the exposure indicator, and the expected loss given such an event (LGE).===>Onda banke primenjuju interne podatke i definišu verovatnoću gubitka usled nekog događaja (PE) po jedinici indikatora rizičnosti i očekivani gubitak u slučaju takvog događaja (LGE).)
MATCH@E:(Banks then use internal data to define the probability of a loss event (PE) per unit of the exposure indicator, and the expected loss given such an event (LGE).===>Onda banke primenjuju interne podatke i definišu verovatnoću gubitka usled nekog događaja (PE) po jedinici indikatora rizičnosti i očekivani gubitak u slučaju takvog događaja (LGE).)
MATCH@M:(Expected losses (EL) by business line and risk type are the product of these three components.===>Očekivani gubici (EL) po poslovnoj liniji i tipu rizika proizvod su ove tri komponente.)
MATCH@E:(Expected losses (EL) by business line and risk type are the product of these three components.===>Očekivani gubici (EL) po poslovnoj liniji i tipu rizika proizvod su ove tri komponente.)
MATCH@M:(Regulators supply a fixed multiplier (gamma) to translate these expected losses into a capital charge, i.e., Value-at-Risk (VaR) figure for unexpected losses.===>Regulatori obezbeđuju fiksni proizvod (gama) da bi preveli očekivane gubitke u troškove osiguranja kapitala, t.j., cifru za vrednost u odnosu na rizik (VaR) za neočekivane gubitke.)
MATCH@E:(Regulators supply a fixed multiplier (gamma) to translate these expected losses into a capital charge, i.e., Value-at-Risk (VaR) figure for unexpected losses.===>Regulatori obezbeđuju fiksni proizvod (gama) da bi preveli očekivane gubitke u troškove osiguranja kapitala, t.j., cifru za vrednost u odnosu na rizik (VaR) za neočekivane gubitke.)
MATCH@M:(Loss distribution approach involves estimating two distributions based on internal loss data.===>Pristup putem raspodele gubitka obuhvata procenu dve vrste podele na osnovu internih podataka o gubitku.)
MATCH@E:(Loss distribution approach involves estimating two distributions based on internal loss data.===>Pristup putem raspodele gubitka obuhvata procenu dve vrste podele na osnovu internih podataka o gubitku.)
MATCH@M:(One distribution is the loss associated with a single event and the other is the frequency of loss events over a given (usually one year) time horizon.===>Jedna vrsta raspodele jeste gubitak koji se vezuje za jedan jedini događaj/situaciju, a druga predstavlja učestalost gubitnih situacija tokom datog vremenskog perioda (obično jedna godina).)
MATCH@E:(One distribution is the loss associated with a single event and the other is the frequency of loss events over a given (usually one year) time horizon.===>Jedna vrsta raspodele jeste gubitak koji se vezuje za jedan jedini događaj/situaciju, a druga predstavlja učestalost gubitnih situacija tokom datog vremenskog perioda (obično jedna godina).)
MATCH@M:(Scorecard approaches are using forward-looking risk indicators and built them into “scorecards”, to measure relative levels of risk.===>Pristupi putem tabele rezultata koriste pokazatelje rizika koji se predviđa i ugrađuju ih u „tabele rezultata“ i tako mere relativni stepene rizika.)
MATCH@E:(Scorecard approaches are using forward-looking risk indicators and built them into scorecards, to measure relative levels of risk.===>Pristupi putem tabele rezultata koriste pokazatelje rizika koji se predviđa i ugrađuju ih u tabele rezultata i tako mere relativni stepene rizika.)
MATCH@M:(It is clear that basic and standardized approaches are not scientific ones.===>Osnovni i standardizovani pristupi svakako nisu naučni pristupi.)
MATCH@E:(The operational risk framework It is clear that basic and standardized approaches are not scientific ones.===>)
BAD_LINE_=============================================================
BAD_LINE_M:It is clear that basic and standardized approaches are not scientific ones.
BAD_LINE_M:Osnovni i standardizovani pristupi svakako nisu naučni pristupi.
BAD_LINE_E:The operational risk framework It is clear that basic and standardized approaches are not scientific ones.
BAD_LINE_E:
MATCH@M:(The internal measurement approach framework is similar to the one followed for market risk.===>Okvir pristupa putem internih merenja sličan je okviru koji se primenjuje u izračunavanju tržišnog rizika.)
MATCH@E:(The internal measurement approach framework is similar to the one followed for market risk.===>Okvir pristupa putem internih merenja sličan je okviru koji se primenjuje u izračunavanju tržišnog rizika.)
MATCH@M:(However, without data to calibrate such a framework objectively, it will have the appearance of scientific sophistication with little of the reality.===>Ipak, u nedostatku podataka koji bi mu obezbe-dili objektivnost, on može da izgleda kao naučno sofisticiran okvir, ali nije realan.)
MATCH@E:(However, without data to calibrate such a framework objectively, it will have the appearance of scientific sophistication with little of the reality.===>Ipak, u nedostatku podataka koji bi mu obezbedili objektivnost, on može da izgleda kao naučno sofisticiran okvir, ali nije realan.)
MATCH@M:(The Basel Accord states that as banks move along the continuum, they will reap the reward of a lower capital charge.===>Bazelski sporazum navodi da kad banke održavaju isti režim poslovanja, imaće niže troškove za osiguranje kapitala.)
MATCH@E:(The Basel Accord states that as banks move along the continuum, they will reap the reward of a lower capital charge.===>Bazelski sporazum navodi da kad banke održavaju isti režim poslovanja, imaće niže troškove za osiguranje kapitala.)
MATCH@M:(Further, the Accord also mandates that failure to comply will be addressed by a variety of supervisory actions including increased oversight, senior management changes, and the requirement of additional capital.===>Pored toga, Sporazum navodi da ukoliko se banke ne pridržavaju uputstava, na njih će se primeni-ti niz nadzornih mera uključujući povećani nadzor, promene višeg nivoa menadžmenta i zahtev za dodatnim kapitalom.)
MATCH@E:(Further, the Accord also mandates that failure to comply will be addressed by a variety of supervisory actions including increased oversight, senior management changes, and the requirement of additional capital.===>Pored toga, Sporazum navodi da ukoliko se banke ne pridržavaju uputstava, na njih će se primeniti niz nadzornih mera uključujući povećani nadzor, promene višeg nivoa menadžmenta i zahtev za dodatnim kapitalom.)
MATCH@M:(The Accord emphasizes the importance of data collection and stipulates that banks must have data collection processes in place long before the January 2005 deadline, when the new capital requirements became mandatory.===>U Sporazumu se ističe značaj prikupljanja podataka i utvrđuje da banke moraju da sprovedu postupke prikupljanja podataka daleko pre roka, januara 2005. godine, od kada važe novi zahtevi u vezi sa kapitalom.)
MATCH@E:(The Accord emphasizes the importance of data collection and stipulates that banks must have data collection processes in place long before the January 2005 deadline, when the new capital requirements became mandatory.===>U Sporazumu se ističe značaj prikupljanja podataka i utvrđuje da banke moraju da sprovedu postupke prikupljanja podataka daleko pre roka, januara 2005. godine, od kada važe novi zahtevi u vezi sa kapitalom.)
MATCH@M:(It also mandates that banks must be able to prove that these systems are robust and auditable.===>Takođe se nalaže da banke moraju da dokažu da su njihovi sistemi čvrsti i da mogu da izdrže revizorsku kontrolu.)
MATCH@E:(It also mandates that banks must be able to prove that these systems are robust and auditable.===>Takođe se nalaže da banke moraju da dokažu da su njihovi sistemi čvrsti i da mogu da izdrže revizorsku kontrolu.)
MATCH@M:(After the January 2005, the majority of the institutions have not had sufficient internal data to support loss distribution approach.===>Posle januara 2005. godine, većina ovih institucija nije raspolagala dovoljnim brojem internih podataka da bi mogla da primeni pristup putem raspodele gubitaka.)
MATCH@E:(After the January 2005, the majority of the institutions have not had sufficient internal data to support loss distribution approach.===>Posle januara 2005. godine, većina ovih institucija nije raspolagala dovoljnim brojem internih podataka da bi mogla da primeni pristup putem raspodele gubitaka.)
MATCH@M:(The intention of the Basel Committee was to keep the aggregate capital requirement roughly constant for most banks under the new Accord.===>Namera Bazelskog komiteta bila je da novim Sporazumom zadrži ukupne potrebe za kapitalom za većinu banaka na relativno konstantnom nivou.)
MATCH@E:(The intention of the Basel Committee was to keep the aggregate capital requirement roughly constant for most banks under the new Accord.===>Namera Bazelskog komiteta bila je da novim Sporazumom zadrži ukupne potrebe za kapitalom za većinu banaka na relativno konstantnom nivou.)
MATCH@M:(On the other hand a desirable secondary goal was the creation of internal incentives for improved operational risk management as well as the reliable basis creation for the trend analysis.===>S druge strane, poželjni sekundarni cilj bio je da se kreiraju neke interne stimulacije za poboljšano upravljanje operativnim rizikom, kao i pouzdana osnova za analizu trendova.)
MATCH@E:(On the other hand a desirable secondary goal was the creation of internal incentives for improved operational risk management as well as the reliable basis creation for the trend analysis. ~~~ 4.===>S druge strane, poželjni sekundarni cilj bio je da se kreiraju neke interne stimulacije za poboljšano upravljanje operativnim rizikom, kao i pouzdana osnova za analizu trendova. 4.)
MATCH@M:(The large financial services institutions are in the process of building a framework that provides an enterprise-wide view of losses and allows them to proactively manage operational risk, no matter if the risks lie in operational processes, resources, systems or external events.===>Velike finansijske institucije su u procesu izgradnje okvira koji bi im omogućio da sagledaju gubitke na nivou celog preduzeća i da proaktivno upravljaju operativnim rizikom, bez obzira da li rizik leži u operativnim procesima, u resursima, sistemima ili u događajima spolja.)
MATCH@E:(However, these approaches are not out of line with the practice in many The large financial services institutions are in the process of building a framework that provides an enterprise-wide view of losses and allows them to proactively manage operational risk, no matter if the risks lie in operational processes, resources, systems or external events.===>Okvir operativnog rizika Velike finansijske institucije su u procesu izgradnje okvira koji bi im omogućio da sagledaju gubitke na nivou celog preduzeća i da proaktivno upravljaju operativnim rizikom, bez obzira da li rizik leži u operativnim procesima, u resursima, sistemima ili u događajima spolja.)
MATCH@M:(This framework should meet the compliance requirements with the BIS II Regulations, in terms of data collection, data tracking and a robust internal riskcontrol system.===>Ovaj okvir bi trebalo da odgovori na zahteve BIS II propisa kad je reč o prikupljanju podataka, praćenju podataka i strogog sistema interne kontrole.)
MATCH@E:(This framework should meet the compliance requirements with the BIS II Regulations, in terms of data collection, data tracking and a robust internal riskcontrol system.===>Ovaj okvir bi trebalo da odgovori na zahteve BIS II propisa kad je reč o prikupljanju podataka, praćenju podataka i strogog sistema interne kontrole.)
MATCH@M:(It should deal with operational risk measurement and management issues, such as: developing efficient management and organizational frameworks, economic capital allocation, advanced operational value-at-risk (operational VaR) measurement techniques, internal loss database design and implementation, data collection and reporting, definition and categorization issues, risk indicators analysis, and the integration of operational risk measurement with control self-assessment scores and insurance.===>Okvir treba da se bavi pitanjima merenja operativnog rizika i upravljanja rizikom, na primer: razvijanje efikasnih upravljačkih i organizacionih okvira, usmera-vanje ekonomskog kapitala, napredne tehnike merenja operativne vrednosti u odnosu na rizik (Operativni VaR), izrada i primena interne baze podataka o gubicima, prikupljanje i objavljivanje podataka, pitanja definisanja i kategorizacije, analiza pokazatelja rizika i integrisanje merenja operativnog rizika sa kontrolnim rezultatima samo-vrednovanja i osiguranje.)
MATCH@E:(It should deal with operational risk measurement and management issues, such as: developing efficient management and organizational frameworks, economic capital allocation, advanced operational value-at-risk (operational VaR) measurement techniques, internal loss database design and implementation, data collection and reporting, definition and categorization issues, risk indicators analysis, and the integration of operational risk measurement with control self-assessment scores and insurance.===>Okvir treba da se bavi pitanjima merenja operativnog rizika i upravljanja rizikom, na primer: razvijanje efikasnih upravljačkih i organizacionih okvira, usmeravanje ekonomskog kapitala, napredne tehnike merenja operativne vrednosti u odnosu na rizik (Operativni VaR), izrada i primena interne baze podataka o gubicima, prikupljanje i objavljivanje podataka, pitanja definisanja i kategorizacije, analiza pokazatelja rizika i integrisanje merenja operativnog rizika sa kontrolnim rezultatima samo-vrednovanja i osiguranje.)
MATCH@M:(Risk identification and assessment is usually done through a Risk and Control Self-Assessment (RCSA) program.===>Identifikacija i ocena rizika obično se vrši pomoću programa samo-ocenjivanja rizika i kontrole (RCSA).)
MATCH@E:(Risk identification & assessment is usually done through a Risk and Control Self-Assessment (RCSA) program.===>Identifikacija & ocena rizika obično se vrši pomoću programa samo-ocenjivanja rizika i kontrole (RCSA).)
MATCH@M:(Managers of line of business identify key processes, risks and controls in those processes, gaps and action plans to close gaps.===>Menadžeri u jednoj poslovnoj liniji identifikuju ključne procese, rizike i kontrolu u tim procesima, pukotine i akcione planove da se te pukotine popune.)
MATCH@E:(Managers of line of business identify key processes, risks and controls in those processes, gaps and action plans to close gaps.===>Menadžeri u jednoj poslovnoj liniji identifikuju ključne procese, rizike i kontrolu u tim procesima, pukotine i akcione planove da se te pukotine popune.)
MATCH@M:(They could also assess the impact and likelihood of risk, in a qualitative manner.===>Oni bi isto tako mogli da ocenjuju uticaj i verovatnoću rizika, na kvalitativan način.)
MATCH@E:(They could also assess the impact and likelihood of risk, in a qualitative manner.===>Oni bi isto tako mogli da ocenjuju uticaj i verovatnoću rizika, na kvalitativan način.)
MATCH@M:(A quantitative framework that follows the advanced measurement approach is suggested, so operational risk can be measured accurately.===>Preporučuje se primena kvantitativnog pristupa koji funkcioniše na principu pristupa putem naprednih merenja, zato što on omogućava precizno merenje operativnog rizika.)
MATCH@E:(A quantitative framework that follows the advanced measurement approach is suggested, so operational risk can be measured accurately.===>Preporučuje se primena kvantitativnog pristupa koji funkcioniše na principu pristupa putem naprednih merenja, zato što on omogućava precizno merenje operativnog rizika.)
MATCH@M:(Typically, exposure indicators, e.g., gross income, past losses and Key Risk Drivers/Indicators (KRDs/KRIs) constitute the internal database.===>U internoj bazi podataka obično se nalaze pokazatelji rizičnosti, na primer, bruto dohodak, prethodni gubici i Ključni zamajci /pokazatelji rizika (KRDs/KRIs).)
MATCH@E:(Typically, exposure indicators, e.g., gross income, past losses and Key Risk Drivers/Indicators (KRDs/KRIs) constitute the internal database.===>U internoj bazi podataka obično se nalaze pokazatelji rizičnosti, na primer, bruto dohodak, prethodni gubici i Ključni zamajci /pokazatelji rizika (KRDs/KRIs).)
MATCH@M:(Availability and integrity of internal data as well as relevance and scalability of external data are important issues.===>Važno je da interna baza podataka bude dostupna i integralna, a da eksterni podaci budu pouzdani i da se mogu meriti.)
MATCH@E:(Availability and integrity of internal data as well as relevance and scalability of external data are important issues.===>Važno je da interna baza podataka bude dostupna i integralna, a da eksterni podaci budu pouzdani i da se mogu meriti.)
MATCH@M:(Risk profiles, provided by RCSAs, have fundamental information as well.===>Osnovne informacije sadrže i profili rizika, koje obezbeđuju RCSA.)
MATCH@E:(Risk profiles, provided by RCSAs, have fundamental information as well.===>Osnovne informacije sadrže i profili rizika, koje obezbeđuju RCSA.)
MATCH@M:(Risk analysis contributes to the integration of risk and business performance, making risks transparent and identifying gaps.===>Analiza rizika pomaže integraciji rizika i poslovnog učinka tako što se putem njih može jasno sagledati rizik i što se mogu prepoznati pukotine.)
MATCH@E:(Risk analysis contributes to the integration of risk and business performance, making risks transparent and identifying gaps.===>Analiza rizika pomaže integraciji rizika i poslovnog učinka tako što se putem njih može jasno sagledati rizik i što se mogu prepoznati pukotine.)
MATCH@M:(Risk monitoring of operational risks, key risk drivers/indicators and action plans, should reflect changes in the enterprise and raise awareness.===>Praćenje rizika u oblasti operativnog rizika, ključni zamajci / pokazatelji rizika i akcioni planovi treba da odražavaju promene u preduzeću i da podignu nivo svesti o tome.)
MATCH@E:(Risk monitoring of operational risks, key risk drivers/indicators and action plans, should reflect changes in the enterprise and raise awareness.===>Praćenje rizika u oblasti operativnog rizika, ključni zamajci / pokazatelji rizika i akcioni planovi treba da odražavaju promene u preduzeću i da podignu nivo svesti o tome.)
MATCH@M:(Risk management performance, which links the risk to value creation, becomes important.===>Sve značajnije mesto dobija učinak u upravljanju rizikom, kojim se rizik dovodi u vezu sa stvaranjem vrednosti.)
MATCH@E:(Risk management performance, which links the risk to value creation, becomes important.===>Sve značajnije mesto dobija učinak u upravljanju rizikom, kojim se rizik dovodi u vezu sa stvaranjem vrednosti.)
MATCH@M:(Consolidated reporting across the enterprise, should be appropriate for various levels of management, including the Board of Directors.===>U čitavom preduzeću, na različitim nivoima upravljanja, uključujući i Odbor direktora, trebalo bi da postoji objedinjeno izveštavanje.)
MATCH@E:(Consolidated reporting across the enterprise, should be appropriate for various levels of management, including the Board of Directors.===>U čitavom preduzeću, na različitim nivoima upravljanja, uključujući i Odbor direktora, trebalo bi da postoji objedinjeno izveštavanje.)
MATCH@M:(Ongoing communication making risks transparent, training and sharing of best practices becomes vital.===>Ovde je od suštinske važnosti da stalno postoji komunikacija čime rizik postaje transparentan, a vrši se obuka i razmenjuje najbolja praksa.)
MATCH@E:(Ongoing communication making risks transparent, training and sharing of best practices becomes vital. ~~~ 5.===>Ovde je od suštinske važnosti da stalno postoji komunikacija čime rizik postaje transparentan, a vrši se obuka i razmenjuje najbolja praksa. 5.)
MATCH@M:(Definitions of what constitutes an operational loss differ from institution to institution and even across departments.===>Definicija sadržaja operativnog rizika razlikuje se od institucije do institucije, pa čak i od sektora do sektora.)
MATCH@E:(Definitions of what constitutes an operational loss differ from institution to institution and even across departments.===>Definicija sadržaja operativnog rizika razlikuje se od institucije do institucije, pa čak i od sektora do sektora.)
MATCH@M:(Even the range of items to be considered under the operational loss heading is a subject to dispute.===>Diskutabilno je čak koje stavke treba uvrstiti u operativne gubitke.)
MATCH@E:(Even the range of items to be considered under the operational loss heading is a subject to dispute.===>Diskutabilno je čak koje stavke treba uvrstiti u operativne gubitke.)
MATCH@M:(In addition to that, even with agreement on the relevant risk categories, there remains room for dispute on how to calibrate exposure drivers for each area.===>Pored toga, čak i kad se postigne saglasnost o relevantnim kategorijama rizika, ostaje rasprava o tome kako kalibrirati zamajce rizičnosti za svaku oblast.)
MATCH@E:(In addition to that, even with agreement on the relevant risk categories, there remains room for dispute on how to calibrate exposure drivers for each area.===>Pored toga, čak i kad se postigne saglasnost o relevantnim kategorijama rizika, ostaje rasprava o tome kako kalibrirati zamajce rizičnosti za svaku oblast.)
MATCH@M:(On a “purely scientific” basis, the problem is great in the current environment.===>Na „čisto naučnoj“ bazi, ovo jeste ozbiljan problem u sadašnjem okruženju.)
MATCH@E:(On a purely scientific basis, the problem is great in the current environment.===>Na čisto naučnoj bazi, ovo jeste ozbiljan problem u sadašnjem okruženju.)
MATCH@M:(Sources of data can be: internal operational loss data and exposures, collected from and within the institution; educational opinions (e.g. management scenarios or self-assessments); key risk drivers/indicators for each risk type in order to signal problem in the earliest stages so that preventive action can be undertaken and; other institutions’ operational loss data ( i.e. external data can be used as a proxy for the institution that is being analyzed).===>Izvori podataka su različiti: interni podaci o operativnim gubicima i rizičnosti, koji se dobijaju od jedne institucije i u okviru same institucije; stručna mišljenja (na primer, scenariji menadžmenta ili samo-ocenjiva-nje); ključni zamajci/pokazatelji rizika za svaki tip rizika da bi se skrenula pažnja na problem još u najranijoj fazi, tako da se mogu preduzeti neki preventivni koraci; podaci o operativnim gubicima drugih institu-cija (na primer, eksterni podaci mogu se uzeti kao kontrolni u slučaju institucije koja se analizira).)
MATCH@E:(Sources of data can be: internal operational loss data and exposures, collected from and within the institution; educational opinions (e.g. management scenarios or self-assessments); key risk drivers/indicators for each risk type in order to signal problem in the earliest stages so that preventive action can be undertaken and; other institutions operational loss data ( i.e. external data can be used as a proxy for the institution that is being analyzed).===>Izvori podataka su različiti: interni podaci o operativnim gubicima i rizičnosti, koji se dobijaju od jedne institucije i u okviru same institucije; stručna mišljenja (na primer, scenariji menadžmenta ili samo-ocenjivanje); ključni zamajci/pokazatelji rizika za svaki tip rizika da bi se skrenula pažnja na problem još u najranijoj fazi, tako da se mogu preduzeti neki preventivni koraci; podaci o operativnim gubicima drugih institu cija (na primer, eksterni podaci mogu se uzeti kao kontrolni u slučaju institucije koja se analizira).)
MATCH@M:(Integration of data (objective and subjective) provides details of events and risk indicators for model calibration, a predictive look at new initiatives, and a retrospective picture of the historical patterns of risk in the business processes.===>Objedinjavanjem podataka (objektivnim i subjektivnim) dobijaju se informacije o situacijama i pokazatelji rizika koji se koriste u kalibraciji modela, predviđanju novih inicijativa i stvaranju retrospektivne slike strukture rizika u poslovnim procesima iz prošlog perioda.)
MATCH@E:(Integration of data (objective and subjective) provides details of events and risk indicators for model calibration, a predictive look at new initiatives, and a retrospective picture of the historical patterns of risk in the business processes. ~~~ 5.1.===>Objedinjavanjem podataka (objektivnim i subjektivnim) dobijaju se informacije o situacijama i pokazatelji rizika koji se koriste u kalibraciji modela, predviđanju novih inicijativa i stvaranju retrospektivne slike strukture rizika u poslovnim procesima iz prošlog perioda. 5.)
MATCH@M:(The development of a model for measuring operational risk begins by building an internal database.===>Razvijanje modela za merenje operativnog rizika počinje izradom interne baze podataka.)
MATCH@E:(The internal operational risk database The development of a model for measuring operational risk begins by building an internal database.===>Interna baza podataka za operativni rizik Razvijanje modela za merenje operativnog rizika počinje izradom interne baze podataka.)
MATCH@M:(Events therein should carry their losses or potential losses, the business activity giving the losses, and other risk indicators.===>Događaji u njoj treba da ukažu na gubitke i potencijalne gubitke koje mogu da proizvedu, na poslovnu aktivnost koja dovodi do gubitaka i na druge pokazatelje.)
MATCH@E:(Events therein should carry their losses or potential losses, the business activity giving the losses, and other risk indicators.===>Događaji u njoj treba da ukažu na gubitke i potencijalne gubitke koje mogu da proizvedu, na poslovnu aktivnost koja dovodi do gubitaka i na druge pokazatelje.)
MATCH@M:(The creation and management of the database is important to understand the business environment.===>Stvaranje i upravljanje bazom podataka je značajno da bi se razumelo poslovno okruženje.)
MATCH@E:(The creation and management of the database is important to understand the business environment.===>Stvaranje i upravljanje bazom podataka je značajno da bi se razumelo poslovno okruženje.)
MATCH@M:(The aiming target should be a comprehensive database that provides reliable information on significant losses, e.g., losses above a certain threshold.===>Cilj treba da bude jedna sveobuhvatna baza podataka koja će pružiti pouzdane informacije o značajnim gubicima, na primer, gubicima koji prelaze određeni prag.)
MATCH@E:(The aiming target should be a comprehensive database that provides reliable information on significant losses, e.g., losses above a certain threshold.===>Cilj treba da bude jedna sveobuhvatna baza podataka koja će pružiti pouzdane informacije o značajnim gubicima, na primer, gubicima koji prelaze određeni prag.)
MATCH@M:(Major financial institutions have started putting in place a process for ongoing tracking and monitoring of operational risk losses, to facilitate the effective measurement and management of operational risk.===>Glavne fi-nansijske institucije su počele da primenjuju proces stalnog praćenja i kontrole gubitaka iz operativnog rizika, da bi olakšale efektivno merenje u upravljanje operativnim rizikom.)
MATCH@E:(Major financial institutions have started putting in place a process for ongoing tracking and monitoring of operational risk losses, to facilitate the effective measurement and management of operational risk.===>Glavne finansijske institucije su počele da primenjuju proces stalnog praćenja i kontrole gubitaka iz operativnog rizika, da bi olakšale efektivno merenje u upravljanje operativnim rizikom.)
MATCH@M:(Data should be reviewed for accuracy and completeness thoroughly, i.e., being of high-quality.===>Tačnost i sveobuhvatnost podataka treba pomno pro-veriti; to treba da budu visoko-kvalitetni podaci.)
MATCH@E:(Data should be reviewed for accuracy and completeness thoroughly, i.e., being of high-quality.===>Tačnost i sveobuhvatnost podataka treba pomno proveriti; to treba da budu visoko-kvalitetni podaci.)
MATCH@M:(The database should include only those losses that have impacted the institution and not losses that have been realized by individuals or shareholders, since this information cannot reliably be used for modeling purposes.===>Baza podataka treba da sadrži samo one gubitke koji su uticali na instituciju, ne i one koje su ostvarili pojedinci ili akcionari, pošto se takve informacije ne mogu upo-trebiti za razvijanje pouzdanih modela.)
MATCH@E:(The database should include only those losses that have impacted the institution and not losses that have been realized by individuals or shareholders, since this information cannot reliably be used for modeling purposes.===>Baza podataka treba da sadrži samo one gubitke koji su uticali na instituciju, ne i one koje su ostvarili pojedinci ili akcionari, pošto se takve informacije ne mogu upotrebiti za razvijanje pouzdanih modela.)
MATCH@M:(There are several technical issues that managers face when it comes down to designing an internal operational risk database.===>Postoji nekoliko tehničkih problema na koje menadžeri nailaze kada prave internu bazu podataka za operativne rizike.)
MATCH@E:(There are several technical issues that managers face when it comes down to designing an internal operational risk database.===>Postoji nekoliko tehničkih problema na koje menadžeri nailaze kada prave internu bazu podataka za operativne rizike.)
MATCH@M:(The first issue refers to kind of data to be collected and the reason for the data collection, regarding losses, exposures, key risk drivers/indicators, and management control information.===>Prvi se odnosi na vrstu podataka koje treba prikupiti i na razloge za prikupljanje podataka, u odnosu na gubitke, rizičnost poslovanja, ključne zamajce/pokazatelje rizika i informacije za kontrolu upravljanja.)
MATCH@E:(The first issue refers to kind of data to be collected and the reason for the data collection, regarding losses, exposures, key risk drivers/indicators, and management control information.===>Prvi se odnosi na vrstu podataka koje treba prikupiti i na razloge za prikupljanje podataka, u odnosu na gubitke, rizičnost poslovanja, ključne zamajce/pokazatelje rizika i informacije za kontrolu upravljanja.)
MATCH@M:(The second issue refers to the definition of the optimal database structure.===>Drugi se tiče definisanja optimalne strukture baze podataka.)
MATCH@E:(The second issue refers to the definition of the optimal database structure.===>Drugi se tiče definisanja optimalne strukture baze podataka.)
MATCH@M:(Third issue is the treatment of so-called “near misses” data, i.e. the mistakes that almost cost the bank but which are sorted out just in time.===>Treći se odnosi na rukovanje tzv. podacima o „promašajima koji su jedva izbegnuti“, t.j., o greškama koje umalo nisu mnogo koštake banku ali koje su ispravljene u poslednjem trenutku.)
MATCH@E:(Third issue is the treatment of so-called near misses data, i.e. the mistakes that almost cost the bank but which are sorted out just in time.===>Treći se odnosi na rukovanje tzv. podacima o promašajima koji su jedva izbegnuti, t.j., o greškama koje umalo nisu mnogo koštake banku ali koje su ispravljene u poslednjem trenutku.)
MATCH@M:(There are many other technical issues, regarding: losses and key risk drivers/indicators data module design and implementation, database features and specifications, security and user authorization issues, hardware and software requirements, integration with the bank’s internal systems, e.g. accounting system, etc.===>Ima još mnogo drugih tehničkih problema, kao što su: izrada i primena modula podataka o gubicima i ključnim za-majcima/pokazateljima izloženosti riziku, osobine i specifičnosti baza podataka, pitanja bezbednosti i ovlašćenja za pristup korisnika, zahtevi hardvera i softvera, integrisanje sa internim sistemima banke, na primer, sa računovodstvenim sistemom, itd.)
MATCH@E:(There are many other technical issues, regarding: losses and key risk drivers/indicators data module design and implementation, database features and specifications, security and user authorization issues, hardware and software requirements, integration with the banks internal systems, e.g. accounting system, etc.===>Ima još mnogo drugih tehničkih problema, kao što su: izrada i primena modula podataka o gubicima i ključnim zamajcima/pokazateljima izloženosti riziku, osobine i specifičnosti baza podataka, pitanja bezbednosti i ovlašćenja za pristup korisnika, zahtevi hardvera i softvera, integrisanje sa internim sistemima banke, na primer, sa računovodstvenim sistemom, itd.)
MATCH@M:(The “granularity” of loss and risk data records by the different line of business is another important issue.===>„Granularnost“ gubitaka i vođenje podataka o riziku po različitim poslovnim granama takođe je važno pitanje.)
MATCH@E:(The granularity of loss and risk data records by the different line of business is another important issue.===>Granularnost gubitaka i vođenje podataka o riziku po različitim poslovnim granama takođe je važno pitanje.)
MATCH@M:(If banks record their internal losses in very general categories, and do not associate losses with enough contextual information, it may be impossible later to drill down into the data looking for finer gradations of risk or it may be very hard to reclassify the database according to an agreed industry or regulatory standard.===>Ako banke vode podatke o internim gubicima u vrlo opštim kategorijama i ako ne povezuju podatke sa dovoljnim brojem kontekstualnih informacija, kasnije možda neće moći da da prodru do tih podataka kada im je potrebna finija gradacija rizika ili će im biti veoma teško da preklasifikuju bazu podataka u skladu sa određenom industrijskom granom ili regulator-nim standardom.)
MATCH@E:(If banks record their internal losses in very general categories, and do not associate losses with enough contextual information, it may be impossible later to drill down into the data looking for finer gradations of risk or it may be very hard to reclassify the database according to an agreed industry or regulatory standard.===>Ako banke vode podatke o internim gubicima u vrlo opštim kategorijama i ako ne povezuju podatke sa dovoljnim brojem kontekstualnih informacija, kasnije možda neće moći da da prodru do tih podataka kada im je potrebna finija gradacija rizika ili će im biti veoma teško da preklasifikuju bazu podataka u skladu sa određenom industrijskom granom ili regulatornim standardom.)
MATCH@M:(Operational risk teams should identify the sources of data and how to obtain it, ensuring it is all captured and reported to a central database.===>Timovi koji se bave operativnim rizikom treba da identifikuju izvore podataka i načine kako da dođu do njih, i da se postaraju da svi podaci budu na broju i preneti u bazu podataka.)
MATCH@E:(Operational risk teams should identify the sources of data and how to obtain it, ensuring it is all captured and reported to a central database.===>Timovi koji se bave operativnim rizikom treba da identifikuju izvore podataka i načine kako da dođu do njih, i da se postaraju da svi podaci budu na broju i preneti u bazu podataka.)
MATCH@M:(“Open issues” type of events should not be included in the database but should be made available upon request.===>Situacije kao što su „otvorena pitanja“ ne treba unositi u bazu podataka, ali trebalo bi da ostanu dostupni za slučaj da se za njima ukaže potreba.)
MATCH@E:(Open issues type of events should not be included in the database but should be made available upon request.===>Situacije kao što su otvorena pitanja ne treba unositi u bazu podataka, ali trebalo bi da ostanu dostupni za slučaj da se za njima ukaže potreba.)
MATCH@M:(However, a certain number of practitioners argue that the main barriers to data collection are not technical and methodological, but rather the economic and cultural ones.===>Ipak, određeni broj praktičara smatra da glavne prepreke prikupljanju podataka nisu tehničke ili metodološke prirode, već ekonomske i kulturološke prirode.)
MATCH@E:(However, a certain number of practitioners argue that the main barriers to data collection are not technical and methodological, but rather the economic and cultural ones.===>Ipak, određeni broj praktičara smatra da glavne prepreke prikupljanju podataka nisu tehničke ili metodološke prirode, već ekonomske i kulturološke prirode.)
MATCH@M:(For example, some managers worry that admitting to mistakes and quantifying total losses will weaken their position.===>Na primer, neki menadžeri strepe da bi priznavanje grešaka i kvantifikovanje ukupnih gubitaka oslabilo njihovu poziciju.)
MATCH@E:(For example, some managers worry that admitting to mistakes and quantifying total losses will weaken their position.===>Na primer, neki menadžeri strepe da bi priznavanje grešaka i kvantifikovanje ukupnih gubitaka oslabilo njihovu poziciju.)
MATCH@M:(Also, to the collection of key risk indicators, the bank would need to be convinced that there would be considerable benefits.===>Takođe, pri prikupljanju ključnih pokazatelja rizika, banke treba uveriti da će od toga imati znatne koristi.)
MATCH@E:(Also, to the collection of key risk indicators, the bank would need to be convinced that there would be considerable benefits.===>Takođe, pri prikupljanju ključnih pokazatelja rizika, banke treba uveriti da će od toga imati znatne koristi.)
MATCH@M:(The decision about whether to gather data comes down to a cost/benefit analysis, just like any other decision.===>Odluka o tome da li prikupljati podatke ili ne donosi se na osnovu kost/benefit analize, kao i svaka druga.)
MATCH@E:(The decision about whether to gather data comes down to a cost/benefit analysis, just like any other decision.===>Odluka o tome da li prikupljati podatke ili ne donosi se na osnovu kost/benefit analize, kao i svaka druga. 5.)
MATCH@M:(Unlike market and credit risk observations, operational risk observations are not summarized on a Reuters or Bloomberg screen.===>Za razliku od praćenja tržišnog ili kreditnog rizika, podatke o operativnom riziku ne objavljuju ni Reuters ni Bloomberg.)
MATCH@E:(Unlike market and credit risk observations, operational risk observations are not summarized on a Reuters or Bloomberg screen.===>Za razliku od praćenja tržišnog ili kreditnog rizika, podatke o operativnom riziku ne objavljuju ni Reuters ni Bloomberg.)
MATCH@M:(Internal operational loss data is the most relevant information for measuring operational risk, but it is generally insufficient for purposes of modeling operational risk.===>Interni podaci o operativnom riziku predstavljaju najrelevantnije podatke za merenje operativnog rizika, ali su obično nedovoljni za modelovanje operativnog rizika.)
MATCH@E:(Internal operational loss data is the most relevant information for measuring operational risk, but it is generally insufficient for purposes of modeling operational risk.===>Interni podaci o operativnom riziku predstavljaju najrelevantnije podatke za merenje operativnog rizika, ali su obično nedovoljni za modelovanje operativnog rizika.)
MATCH@M:(More specifically, in order to measure operational VaR one must be able to accurately measure the probability of rare loss events taking place.===>Preciznije, da bi se merio operativni rizik VaR, mora se prvo precizno izmeriti verovatnoća da će se desiti neki događaj koji je redak i dovodi do gubitka.)
MATCH@E:(More specifically, in order to measure operational VaR one must be able to accurately measure the probability of rare loss events taking place.===>Preciznije, da bi se merio operativni rizik VaR, mora se prvo precizno izmeriti verovatnoća da će se desiti neki događaj koji je redak i dovodi do gubitka.)
MATCH@M:(Rare events, by definition, occur infrequently, so it is unlikely that a single institution will have experienced a sufficiently large number of these events to develop a useful data pool.===>Retki događaji po pravilu nisu učestali, tako da postoji mala verovatnoća da jedna institucija proživi dovoljno veliki broj takvih situacija da bi na osnovu njih mogla da razvije korisnu bazu podataka.)
MATCH@E:(Rare events, by definition, occur infrequently, so it is unlikely that a single institution will have experienced a sufficiently large number of these events to develop a useful data pool.===>Retki događaji po pravilu nisu učestali, tako da postoji mala verovatnoća da jedna institucija proživi dovoljno veliki broj takvih situacija da bi na osnovu njih mogla da razvije korisnu bazu podataka.)
MATCH@M:(Therefore, based on internal data alone, an institution could find it extremely difficult to estimate the shape of the tail of its loss severity distributions.===>Stoga će jednoj instituciji biti veoma teško da na osnovu samo internih podataka proceni oblik i tok krajnjeg ishoda raspodele ozbiljnih gubitaka.)
MATCH@E:(Therefore, based on internal data alone, an institution could find it extremely difficult to estimate the shape of the tail of its loss severity distributions.===>Stoga će jednoj instituciji biti veoma teško da na osnovu samo internih podataka proceni oblik i tok krajnjeg ishoda raspodele ozbiljnih gubitaka.)
MATCH@M:(To address this dilemma, the institution has two options: it can estimate the shape of the tail using "expert" opinion and scenario analysis (people usually question and dispute those scenarios), or it can use external data.===>Institucija onda ima dve opcije da reši ovu dilemu: može da izvrši njenu proce-nu koristeći „stručno“ mišljenje i analizu scenarija (ljudi obično dovode u pitanje i raspravljaju o ovim scenarijima), ili može da koristi eksterne podatke.)
MATCH@E:(To address this dilemma, the institution has two options: it can estimate the shape of the tail using expert opinion and scenario analysis (people usually question and dispute those scenarios), or it can use external data.===>Institucija onda ima dve opcije da reši ovu dilemu: može da izvrši njenu procenu koristeći stručno mišljenje i analizu scenarija (ljudi obično dovode u pitanje i raspravljaju o ovim scenarijima), ili može da koristi eksterne podatke.)
MATCH@M:(Banks cannot develop their operational risk strategy in isolation.===>Banke ne mogu same, izolovano da razvijaju strategiju operativnog rizika.)
MATCH@E:(Banks cannot develop their operational risk strategy in isolation.===>Banke ne mogu same, izolovano da razvijaju strategiju operativnog rizika.)
MATCH@M:(Once a bank has begun to gather a rich set of data on internal losses and key risk indicators, it may decide that it needs to compare this information to the pattern of losses incurred by other banks.===>Kad banka poene da prikuplja obiman broj podataka o unutrašnjim gubicima i ključnim pokazateljima izloženosti riziku, može da zaključi da je potrebno da uporedi svoje podatke sa strukturom gubitaka drugih banaka.)
MATCH@E:(Once a bank has begun to gather a rich set of data on internal losses and key risk indicators, it may decide that it needs to compare this information to the pattern of losses incurred by other banks.===>Kad banka počne da prikuplja obiman broj podataka o unutrašnjim gubicima i ključnim pokazateljima izloženosti riziku, može da zaključi da je potrebno da uporedi svoje podatke sa strukturom gubitaka drugih banaka.)
MATCH@M:(In addition, by sharing data, the possibility of creating efficient operational risk financing and transfer markets, increases dramatically.===>Pored toga, kad se razmenjuju podaci, postoji daleko veća mogućnost razvijanja efikasnijeg tržišta finansiranja i transfera operativnog rizika.)
MATCH@E:(In addition, by sharing data, the possibility of creating efficient operational risk financing and transfer markets, increases dramatically.===>Pored toga, kad se razmenjuju podaci, postoji daleko veća mogućnost razvijanja efikasnijeg tržišta finansiranja i transfera operativnog rizika.)
MATCH@M:(However, there are consistency and technical issues related to the use of external data, which makes the whole problem more challenging.===>Ipak, postoje pitanja konzistentnosti i tehnička pitanja koja se odnose na raspolaganje eksternim podacima, što ovaj problem čini interesantnijim.)
MATCH@E:(However, there are consistency and technical issues related to the use of external data, which makes the whole problem more challenging.===>Ipak, postoje pitanja konzistentnosti i tehnička pitanja koja se odnose na raspolaganje eksternim podacima, što ovaj problem čini interesantnijim.)
MATCH@M:(Mainly reliability issues of data drawn from so many different institutions of varying sizes with different control structures, different cultures and different countries.===>To se prvenstveno odnosi na pouzdanost podataka koji se prikupljaju iz tolikog broja različitih institucija, koje se razlikuju kako po veličini, tako i po strukturi kontrole, a pripadaju različitim kulturama i različitim zemljama.)
MATCH@E:(Mainly reliability issues of data drawn from so many different institutions of varying sizes with different control structures, different cultures and different countries.===>To se prvenstveno odnosi na pouzdanost podataka koji se prikupljaju iz tolikog broja različitih institucija, koje se razlikuju kako po veličini, tako i po strukturi kontrole, a pripadaju različitim kulturama i različitim zemljama.)
MATCH@M:(This information is also subject to numerous truncations and data capture biases.===>Ovi podaci podložni su i skraćivanju ili oni koji ih prikupljaju nisu uvek objektivni.)
MATCH@E:(This information is also subject to numerous truncations and data capture biases.===>Ovi podaci podložni su i skraćivanju ili oni koji ih prikupljaju nisu uvek objektivni.)
MATCH@M:(A number of problems have not been resolved yet (for example, scalling problem, aggregation problems with the internal data, consistency problem in categorization of event types between different institutions etc.).===>Jedan broj problema još uvek nije rešen (na primer, problem skaliranja, agregacije problema sa internim podacima, problem doslednosti u kategorizaciji vrste događaja kada se radi o dve različite institucije, itd.).)
MATCH@E:(A number of problems have not been resolved yet (for example, scalling problem, aggregation problems with the internal data, consistency problem in categorization of event types between different institutions etc.).===>Jedan broj problema još uvek nije rešen (na primer, problem skaliranja, agregacije problema sa internim podacima, problem doslednosti u kategorizaciji vrste događaja kada se radi o dve različite institucije, itd.).)
MATCH@M:(In last few years there are initiatives and efforts to industry-wide database creation, as well as effort in sharing data promotion, which could be beneficial for institutions and which could help them to model operational losses and find risk-transfer solutions.===>Poslednjih nekoliko godina javljaju se inicijative i napori da se stvori baza podataka za čitavu granu industrije, kao i da se podaci razmenjuju, što može da bude korisno za institucije i što može da im pomogne da načine model operativnih gubitaka i da nađu rešenja za transfer rizika.)
MATCH@E:(In last few years there are initiatives and efforts to industry-wide database creation, as well as effort in sharing data promotion, which could be beneficial for institutions and which could help them to model operational losses and find risk-transfer solutions. ~~~ 6.===>Poslednjih nekoliko godina javljaju se inicijative i napori da se stvori baza podataka za čitavu granu industrije, kao i da se podaci razmenjuju, što može da bude korisno za institucije i što može da im pomogne da načine model operativnih gubitaka i da nađu rešenja za transfer rizika. 6.)
MATCH@M:(According to Basel a capital charge for operational risk should cover unexpected losses, so the provisions should cover expected losses 2.===>Prema Bazelskom sporazumu, troškovi za osiguranje kapitala za operativni rizik trebalo bi da pokriju neočekivane gubitke, a zalihe treba da pokriju očekivane gubitke [2].)
MATCH@E:(Operational risk Quantification and capotal allocation According to Basel a capital charge for operational risk should cover unexpected losses, so the provisions should cover expected losses 2.===>Kvantifikacija operativnog rizika i usmeravanje kapitala Prema Bazelskom sporazumu, troškovi za osiguranje kapitala za operativni rizik trebalo bi da pokriju neočekivane gubitke, a zalihe treba da pokriju očekivane gubitke Š2Ë.)
MATCH@M:(The measurement of operational risks along the different line of business enables the allocation of risk capital to be determined from historical loss information and/or scenario analysis.===>Merenje operativnih rizika u različitim poslovnim linijama omogucava da se rizični kapital usmerava na osnovu informacija o gubicima u prošlom periodu i/ili na osnovu analize scenarija.)
MATCH@E:(The measurement of operational risks along the different line of business enables the allocation of risk capital to be determined from historical loss information and/or scenario analysis.===>Merenje operativnih rizika u različitim poslovnim linijama omogućava da se rizični kapital usmerava na osnovu informacija o gubicima u prošlom periodu i/ili na osnovu analize scenarija.)
MATCH@M:(The Accord highlights risky business activities, and help management monitor and manage the risk.===>U Sporazumu se ističu rizični poslovni potezi, što može menadžerima da pomogne u praćenju i upravljanju rizikom.)
MATCH@E:(The Accord highlights risky business activities, and help management monitor and manage the risk.===>U Sporazumu se ističu rizični poslovni potezi, što može menadžerima da pomogne u praćenju i upravljanju rizikom.)
MATCH@M:(An operational risk system could take a tool-kit approach, permitting users to select various combinations of quantification approaches 4, depending on their preferences.===>Jedan sistem operativnog rizika može da prime-ni pristup pomoću određenih alata kojim dozvoljava korisnicima da se opredele za različite kombinacije u kvantifikacionom pristupu [4], prema sopstvenom izboru.)
MATCH@E:(An operational risk system could take a tool-kit approach, permitting users to select various combinations of quantification approaches 4, depending on their preferences.===>Jedan sistem operativnog rizika može da primeni pristup pomoću određenih alata kojim dozvoljava korisnicima da se opredele za različite kombinacije u kvantifikacionom pristupu Š4Ë, prema sopstvenom izboru.)
MATCH@M:(In future we could expect the more use of curve fitting using maximum likelihood estimators to various types of distributions, Monte Carlo simulations, modeling the benefits of insurance, and methods to consider both internal and external data for calibration.===>U budućnosti možemo da očekujemo širu pri-menu podešavanja krive primenom alata za procenu maksimalne verovatnoće na različite vrste raspodele, na Monte Carlo simulacije, modela koristi od osiguranja i metoda koji u kalibraciji uzimaju u obzir i interne i eksterne podatke.)
MATCH@E:(In future we could expect the more use of curve fitting using maximum likelihood estimators to various types of distributions, Monte Carlo simulations, modeling the benefits of insurance, and methods to consider both internal and external data for calibration.===>U budućnosti možemo da očekujemo širu primenu podešavanja krive primenom alata za procenu maksimalne verovatnoće na različite vrste raspodele, na Monte Carlo simulacije, modela koristi od osiguranja i metoda koji u kalibraciji uzimaju u obzir i interne i eksterne podatke.)
MATCH@M:(The financial services institutions could do this by assuming families of distributions, based on descriptive statistics and empirical evidence on observations of public and non-public loss events.===>Finansijske institucije mogu ovo da čine tako što će pretpostaviti postojanje grupe distribucija, zasnovane na deskriptivnoj statistici i empirijskim dokazima do-bijenim posmatranjem javnih događaja koji dovode do gubitaka i onih koji nisu javni.)
MATCH@E:(The financial services institutions could do this by assuming families of distributions, based on descriptive statistics and empirical evidence on observations of public and non-public loss events.===>Finansijske institucije mogu ovo da čine tako što će pretpostaviti postojanje grupe distribucija, zasnovane na deskriptivnoj statistici i empirijskim dokazima dobijenim posmatranjem javnih događaja koji dovode do gubitaka i onih koji nisu javni.)
MATCH@M:(Families of distributions often suggested: frequency distribution (the chance that a loss event will occur, such as: Poisson, binomial and, negative binomial distribution) and severity distribution (the size of the loss, such as lognormal, Weibull, Frechet, Gumbel, Pareto, beta, gamma, mixture, etc.).===>Te grupe respodela obično pretpostavljaju: distribuciju frekventnosti (ve-rovatnoća da će doći do situacije koja ima za posledi-cu gubitke, kao što je Poisson, dvočlan i negativna dvočlana raspodela) i distribuciju po žestini (veličina gubitka, kao što je lognormal, Weibull, Frechet, Gum-bel, Pareto, beta, gamma, mešavina, itd.).)
MATCH@E:(Families of distributions often suggested: frequency distribution (the chance that a loss event will occur, such as: Poisson, binomial and, negative binomial distribution) and severity distribution (the size of the loss, such as lognormal, Weibull, Frechet, Gumbel, Pareto, beta, gamma, mixture, etc.).===>Te grupe respodela obično pretpostavljaju: distribuciju frekventnosti (verovatnoća da će doći do situacije koja ima za posledicu gubitke, kao što je Poisson, dvočlan i negativna dvočlana raspodela) i distribuciju po žestini (veličina gubitka, kao što je lognormal, Weibull, Frechet, Gumbel, Pareto, beta, gamma, mešavina, itd.).)
MATCH@M:(Institutions, then, need to estimate the parameters from the available sets of data.===>Na osnovu dostupnih skupova podataka institucije onda treba da da izvrše procenu parametara.)
MATCH@E:(Institutions, then, need to estimate the parameters from the available sets of data.===>Na osnovu dostupnih skupova podataka institucije onda treba da da izvrše procenu parametara.)
MATCH@M:(The next step consists of determining whether fitted distributions are representative or not.===>U sledećem koraku treba odrediti da li su prilagođene raspodele reprezentativne ili ne.)
MATCH@E:(The next step consists of determining whether fitted distributions are representative or not.===>U sledećem koraku treba odrediti da li su prilagođene raspodele reprezentativne ili ne.)
MATCH@M:(The parameters might be selected on the basis of opinion, or by visually inspection, or by applying “goodness of fit” tests to the existing data (e.g. Chi-square, Kolmogorov-Smirnov and weighted Kolmogorov-Smirnov tests).===>Parametri se mogu birati na osnovu ličnog stava ili vizuelnog praćenja, ili primenom testova po-desnosti na postojeće podatke (na primer, ki-kvadrat, Kolmogorov-Smirnov i ponderisani Kolmogorov-Smirnov test).)
MATCH@E:(The parameters might be selected on the basis of opinion, or by visually inspection, or by applying goodness of fit tests to the existing data (e.g. Chi-square, Kolmogorov-Smirnov and weighted Kolmogorov-Smirnov tests).===>Parametri se mogu birati na osnovu ličnog stava ili vizuelnog praćenja, ili primenom testova podesnosti na postojeće podatke (na primer, ki-kvadrat, Kolmogorov-Smirnov i ponderisani KolmogorovSmirnov test).)
MATCH@M:(However, “goodness of fit” tests make sense when a moderate amount of data is available.===>Ipak, ovi testovi imaju smisla samo kada je dostupan manji obim podataka.)
MATCH@E:(However, goodness of fit tests make sense when a moderate amount of data is available.===>Ipak, ovi testovi imaju smisla samo kada je dostupan manji obim podataka.)
MATCH@M:(Therefore, the “best fits” derived from very limited sample sets may not necessarily reflect that would be expected from the complete distribution (were it available) 3.===>Stoga najbolji rezultati „podesnosti“ koji su izvedeni na osnovu veoma ograničenih skupova uzoraka ne moraju obavezno da pokažu šta se može očekivati u slučaju ukupne distribucije (ukoliko bi bila moguća) [3].)
MATCH@E:(Therefore, the best fits derived from very limited sample sets may not necessarily reflect that would be expected from the complete distribution (were it available) 3.===>Stoga najbolji rezultati podesnosti koji su izvedeni na osnovu veoma ograničenih skupova uzoraka ne moraju obavezno da pokažu šta se može očekivati u slučaju ukupne distribucije (ukoliko bi bila moguća) Š3Ë.)
MATCH@M:(Once the distributions have been established, an operational Capital-at-Risk (CaR) model can be applied, and CaR results obtained.===>Pošto se utvrde distribucije, može se primeniti operativni model kapitala u uslovima rizika (CaR) i onda se dobijaju CaR rezultati.)
MATCH@E:(Once the distributions have been established, an operational Capital-at-Risk (CaR) model can be applied, and CaR results obtained.===>Pošto se utvrde distribucije, može se primeniti operativni model kapitala u uslovima rizika (CaR) i onda se dobijaju CaR rezultati.)
MATCH@M:(The key to stable and robust CaR numbers is to find distributions that best fit the data.===>Da bi se dobile stabilne i zdrave cifre za CaR treba naći distribucije koje najbolje odgovaraju podacima.)
MATCH@E:(The key to stable and robust CaR numbers is to find distributions that best fit the data.===>Da bi se dobile stabilne i zdrave cifre za CaR treba naći distribucije koje najbolje odgovaraju podacima.)
MATCH@M:(For example, using multiple distributions to estimate the distribution of the underlying data means that the CaR results will be more robust, as long as the basis for selecting the curves can be justified.===>Na primer, primena multipnih distribucija da bi se procenila raspodela podataka koji su nam na raspolaganju znači da će rezultati CaR biti zdraviji, sve dok je baza za izbor krivih opravdana.)
MATCH@E:(For example, using multiple distributions to estimate the distribution of the underlying data means that the CaR results will be more robust, as long as the basis for selecting the curves can be justified.===>Na primer, primena multipnih distribucija da bi se procenila raspodela podataka koji su nam na raspolaganju znači da će rezultati CaR biti zdraviji, sve dok je baza za izbor krivih opravdana.)
MATCH@M:(There are several problems to overcome: sample size (usually limited data sets), “fat tails” (a relatively high proportion of “unusual” or “catastrophic” events), data-capture biases, scale, mixing internal and external data for calibration, truncation, fitting data to the most appropriate frequency and severity distributions, inflation, factoring in insurance, VaR, etc.===>Ovde treba naći rešenje za nekoliko problema: veličina uzorka (obično ograničeni skupovi podataka), „fat tails“ (relativno visok broj „neuobičajenih“ ili „kata-strofičnih“ događaja), pristrasnost prilikom odabira podataka, skala, mešanje internih i eksternih podataka za kalibraciju, skraćivanje, prilagođavanje podataka raspodelama koje najviše odgovaraju po frekvenciji i žestini, inflacija, faktoring u osiguranju, VaR, itd.)
MATCH@E:(There are several problems to overcome: sample size (usually limited data sets), fat tails (a relatively high proportion of unusual or catastrophic events), data-capture biases, scale, mixing internal and external data for calibration, truncation, fitting data to the most appropriate frequency and severity distributions, inflation, factoring in insurance, VaR, etc.===>Ovde treba naći rešenje za nekoliko problema: veličina uzorka (obično ograničeni skupovi podataka), fat tails (relativno visok broj neuobičajenih ili katastrofičnih događaja), pristrasnost prilikom odabira podataka, skala, mešanje internih i eksternih podataka za kalibraciju, skraćivanje, prilagođavanje podataka raspodelama koje najviše odgovaraju po frekvenciji i žestini, inflacija, faktoring u osiguranju, VaR, itd.)
MATCH@M:(The relative scarcity of operational risk data means that the risk managers often have to adjust either the data that is available, or the models that they use.===>Pošto podaci o operativnom riziku nisu dostupni u velikim količinama, menadžeri koji upravljaju rizikom često moraju da prilagođavaju ili podatke koji su im dostupni ili modele koje koriste.)
MATCH@E:(The relative scarcity of operational risk data means that the risk managers often have to adjust either the data that is available, or the models that they use.===>Pošto podaci o operativnom riziku nisu dostupni u velikim količinama, menadžeri koji upravljaju rizikom često moraju da prilagođavaju ili podatke koji su im dostupni ili modele koje koriste.)
MATCH@M:(There is a series of techniques that can be applied to limited data sets, or that estimate/extrapolate data using limited data samples.===>Postoji čitav niz tehnika koje se mogu primeniti na ograničene skupove podataka, ili kojima se procenjuju/ekstrapoliraju podaci primenom ograničenih uzoraka podataka.)
MATCH@E:(There is a series of techniques that can be applied to limited data sets, or that estimate/extrapolate data using limited data samples.===>Postoji čitav niz tehnika koje se mogu primeniti na ograničene skupove podataka, ili kojima se procenjuju/ekstrapoliraju podaci primenom ograničenih uzoraka podataka.)
MATCH@M:(For example “resampling with replacement” (“bootstrapping”) allows analysts to create multiple distributions for analysis, all of which are based on empirical data - thus eliminating the need to “assume” any distribution 1.===>Na primer, primenom „preuzorkovanja sa zamenom“ („boot-strapping“) analitičari mogu da kreiraju multipne distribucije za analizu, a sve na osnovu empirijskih podataka, tako da nema potrebe da „pretpostavljaju“ bilo kakvu vrstu raspodele [1].)
MATCH@E:(For example resampling with replacement (bootstrapping) allows analysts to create multiple distributions for analysis, all of which are based on empirical data thus eliminating the need to assume any distribution 1.===>Na pri mer, primenom preuzorkovanja sa zamenom (bootstrapping) analitičari mogu da kreiraju multipne distribucije za analizu, a sve na osnovu empirijskih podataka, tako da nema potrebe da pretpostavljaju bilo kakvu vrstu raspodele Š1Ë.)
MATCH@M:(It is critical that attention be paid to how well the distributions employed by the analyst fit the empirical operational risk data.===>Veoma je značajno obratiti pažnju na to koliko raspodele koje je primenio analitičar zaista odgovaraju empirijskim podacima o operativnom riziku.)
MATCH@E:(It is critical that attention be paid to how well the distributions employed by the analyst fit the empirical operational risk data.===>Veoma je značajno obratiti pažnju na to koliko raspodele koje je primenio analitičar zaista odgovaraju empirijskim podacima o operativnom riziku.)
MATCH@M:(To combat fitting problems, the severity distribution can be broken up and different distributions can be fitted to different portions of the curve.===>Da bi se uspešno izborila sa problemima podešavanja, distribucija po žestini se može razložiti i različite distribucije mogu se priključiti na različite delove krive.)
MATCH@E:(To combat fitting problems, the severity distribution can be broken up and different distributions can be fitted to different portions of the curve.===>Da bi se uspešno izborila sa problemima podešavanja, distribucija po žestini se može razložiti i različite distribucije mogu se priključiti na različite delove krive.)
MATCH@M:(For example, the risk manager might use an empirical distribution for the bulk, lognormal for the middle, and generalized Pareto for the tail.===>Na primer, menadžer koji upravlja rizikom može da primeni jednu empirijsku distribuciju za zbirnu količinu, lognormal za sredinu i Pareto za kraj.)
MATCH@E:(For example, the risk manager might use an empirical distribution for the bulk, lognormal for the middle, and generalized Pareto for the tail.===>Na primer, menadžer koji upravlja rizikom može da primeni jednu empirijsku distribuciju za zbirnu količinu, lognormal za sredinu i Pareto za kraj.)
MATCH@M:(Currently, most operational risk groups have adopted an actuarial based approach, using either real loss data (when available) or scenario analysis.===>U ovom trenutku, većina grupa operativnog rizika prihvatile su aktuarno zasnovan pristup i koriste ili stvarne podatke o gubicima (kada su dostupni) ili analizu scenarija.)
MATCH@E:(Currently, most operational risk groups have adopted an actuarial based approach, using either real loss data (when available) or scenario analysis.===>U ovom trenutku, većina grupa operativnog rizika prihvatile su aktuarno zasnovan pristup i koriste ili stvarne podatke o gubicima (kada su dostupni) ili analizu scenarija.)
MATCH@M:(The approach is theoretically valid, for the purposes of quantification of operational risk.===>Ovaj pristup je validan u teorijskom smislu, kada je cilj kvantifikacija operativnog rizika.)
MATCH@E:(The approach is theoretically valid, for the purposes of quantification of operational risk.===>Ovaj pristup je validan u teorijskom smislu, kada je cilj kvantifikacija operativnog rizika.)
MATCH@M:(The model, e.g., a compound Poisson, derives frequency and severity distributions which drive the cumulative loss distribution (losses due to different risk types) for each line of business (for example, a compound Poisson process with lognormal severity intensity, is commonly used).===>Model, na primer složeni Poisson, proizvodi distribucije učestalosti i žestine koje izazivaju raspodelu kumulativ-nog gubitka (gubici izazvani različitim vrstama rizika) za svaku poslovnu liniju (na primer, uobičajeno se pri-menjuje složeni Poisson proces sa lognormalnim intenzitetom žestine).)
MATCH@E:(The model, e.g., a compound Poisson, derives frequency and severity distributions which drive the cumulative loss distribution (losses due to different risk types) for each line of business (for example, a compound Poisson process with lognormal severity intensity, is commonly used).===>Model, na primer složeni Poisson, proizvodi distribucije učestalosti i žestine koje izazivaju raspodelu kumulativnog gubitka (gubici izazvani različitim vrstama rizika) za svaku poslovnu liniju (na primer, uobičajeno se primenjuje složeni Poisson proces sa lognormalnim intenzitetom žestine).)
MATCH@M:(Monte-Carlo simulation calculates the expected losses and the operational VaR percentiles.===>Simulacija Monte-Carlo izračunava očekivane gubitke i operacione VaR procentual-nosti.)
MATCH@E:(Monte-Carlo simulation calculates the expected losses and the operational VaR percentiles.===>Simulacija Monte-Carlo izračunava očekivane gubitke i operacione VaR procentualnosti.)
MATCH@M:(In addition to the actuarial approach for risk quantification, operational risk specialists experiment with Bayesian modeling, extreme value theory and causal modeling 5.===>Pored aktuarnog pristupa u kvantifikaciji rizika, stručnjaci za operativni rizik eksperimentišu sa Bayes-ovim modelom, teorijom ekstremnih vrednosti i uzročnim modelima [5].)
MATCH@E:(In addition to the actuarial approach for risk quantification, operational risk specialists experiment with Bayesian modeling, extreme value theory and causal modeling 5.===>Pored aktuarnog pristupa u kvantifikaciji rizika, stručnjaci za operativni rizik eksperimentišu sa Bayes-ovim modelom, teorijom ekstremnih vrednosti i uzročnim modelima Š5Ë.)
MATCH@M:(Extreme value theory (EVT) provides a useful framework for the application of parametric smoothing methods to fit the tail of loss distribution beyond a certain level.===>Teorija ekstremnih vrednosti (EVT) daje korisne okvire za primenu parametričkih metoda iz-glađivanja/ispravljanja da bi postavila tail raspodele rizika iznad određenog nivoa.)
MATCH@E:(Extreme value theory (EVT) provides a useful framework for the application of parametric smoothing methods to fit the tail of loss distribution beyond a certain level.===>Teorija ekstremnih vrednosti (EVT) daje korisne okvire za primenu parametričkih metoda izglađivanja/ispravljanja da bi postavila tail raspodele rizika iznad određenog nivoa.)
MATCH@M:(The extreme value theory helps the risk manager to estimate the shape of the distribution deep into the tail, where relatively little data are available.===>Teorija ekstremnih vrednosti pomaže menadžeru koji upravlja rizikom da pro-ceni oblik raspodele ulazeći duboko u tail, gde je dostupan relativno mali broj podataka.)
MATCH@E:(The extreme value theory helps the risk manager to estimate the shape of the distribution deep into the tail, where relatively little data are available.===>Teorija ekstremnih vrednosti pomaže menadžeru koji upravlja rizikom da proceni oblik raspodele ulazeći duboko u tail, gde je dostupan relativno mali broj podataka.)
MATCH@M:(Correlations are usually assumed to be perfect across line of business and zero among the risk types per line of business.===>Obično se smatra da su korelacije savršene u okviru jednog oblika poslovanja, a da imaju nultu vrednost kod vrsta rizika po poslovne linije.)
MATCH@E:(Correlations are usually assumed to be perfect across line of business and zero among the risk types per line of business.===>Obično se smatra da su korelacije savršene u okviru jednog oblika poslovanja, a da imaju nultu vrednost kod vrsta rizika po poslovne linije.)
MATCH@M:(However, this is a stylized assumption.===>Ipak, ovo je samo jedna stilizovana pretpostavka.)
MATCH@E:(However, this is a stylized assumption.===>Ipak, ovo je samo jedna stilizovana pretpostavka.)
MATCH@M:(Copulas is a tool for combining correlated risks, which is getting popularity 3.===>Kopule predstavljaju alatku za kombinova-nje rizika koji su u korelaciji, a ovaj način stiče sve veću popularnost [3].)
MATCH@E:(Copulas is a tool for combining correlated risks, which is getting popularity 3.===>Kopule predstavljaju alatku za kombinovanje rizika koji su u korelaciji, a ovaj način stiče sve veću popularnost Š3Ë.)
MATCH@M:(It can be used in conjunction with Monte Carlo simulations to aggregate correlated losses.===>Mogu se koristiti zajedno sa simula-cijama Monte Carlo za agregaciju gubitaka u korelaciji.)
MATCH@E:(It can be used in conjunction with Monte Carlo simulations to aggregate correlated losses.===>Mogu se koristiti zajedno sa simulacijama Monte Carlo za agregaciju gubitaka u korelaciji.)
MATCH@M:(Deregulation and globalization of financial services institutions, together with the growing sophistication of financial technology, are making the activities of banks (and thus their risk profiles) more diverse and complex.===>Deregulacija i globalizacija finansijskih institucija kao i sve usavršenija finansijska tehnologija utiču na to da aktivnosti banaka (i njihovi profili rizika) budu sve di-versifikovanije i složenije.)
MATCH@E:(Conclusions Deregulation and globalization of financial services institutions, together with the growing sophistication of financial technology, are making the activities of banks (and thus their risk profiles) more diverse and complex.===>Zaključci Deregulacija i globalizacija finansijskih institucija kao i sve usavršenija finansijska tehnologija utiču na to da aktivnosti banaka (i njihovi profili rizika) budu sve diversifikovanije i složenije.)
MATCH@M:(Developing banking practices at internationally active banks suggest that risks other than credit and market risk can be substantial.===>Razvoj bankarskih postupaka u međunarodno aktivnim bankama ukazuje na to da osim tržišnih i kreditnih rizika postoje i drugi ozbiljni rizici.)
MATCH@E:(Developing banking practices at internationally active banks suggest that risks other than credit and market risk can be substantial.===>Razvoj bankarskih postupaka u međunarodno aktivnim bankama ukazuje na to da osim tržišnih i kreditnih rizika postoje i drugi ozbiljni rizici.)
MATCH@M:(Although the operational risk management is still immature, there is a growing industry.===>Iako je upravljanje operativnim rizikom još uvek u razvoju, napredak u industriji postoji.)
MATCH@E:(Although the operational risk management is still immature, there is a growing industry.===>Iako je upravljanje operativnim rizikom još uvek u razvoju, napredak u industriji postoji.)
MATCH@M:(The Risk Management Group of Basel and other regulatory bodies have been stressing the importance of operational risk in the last few years.===>Bazelska Grupa za upravljanje rizikom i druga regulatorna tela u poslednjih nekoliko godina naglašavaju značaj operativnog rizika.)
MATCH@E:(The Risk Management Group of Basel and other regulatory bodies have been stressing the importance of operational risk in the last few years.===>Bazelska Grupa za upravljanje rizikom i druga regulatorna tela u poslednjih nekoliko godina naglašavaju značaj operativnog rizika.)
MATCH@M:(By creating operational risk awareness, financial services institutions can enhance their ability to achieve their objectives and improve their processes, technology and business practices.===>Razvijanjem svesti o operativnom riziku finansijske institucije mogu da pospeše svoje sposobnosti da ostvare ciljeve i poboljšaju svoje procese, tehnologiju i poslovnu praksu.)
MATCH@E:(By creating operational risk awareness, financial services institutions can enhance their ability to achieve their objectives and improve their processes, technology and business practices.===>Razvijanjem svesti o operativnom riziku finansijske institucije mogu da pospeše svoje sposobnosti da ostvare ciljeve i poboljšaju svoje procese, tehnologiju i poslovnu praksu.)
MATCH@M:(Sustainable best practices would lead to reduced losses, higher profitability, improved customer and employee satisfaction.===>Najbolja održiva praksa dovela bi do smanjenja gubitaka, do veće profitabilnosti, i većeg zadovoljstva i korisnika i zaposlenih.)
MATCH@E:(Sustainable best practices would lead to reduced losses, higher profitability, improved customer and employee satisfaction.===>Najbolja održiva praksa dovela bi do smanjenja gubitaka, do veće profitabilnosti, i većeg zadovoljstva i korisnika i zaposlenih.)
MATCH@M:(Dissemination of statistical data targeting to web-based audience is one of inevitable requirements for statistical organisations.===>Diseminacija statističkih podataka koji se šalju korisnicima veb-sajta predstavlja jedan of neizbežnih zahteva za organizacije koje se bave obradom statističkih podataka.)
MATCH@E:(Dissemination of statistical data targeting web-based audience is one of essential task of statistical organisations.===>Diseminacija statističkih podataka za korisnike veb stranica predstavlja jedan od suštinskih zadataka organizacija koje se bave statistikom.)
BAD_LINE_=============================================================
BAD_LINE_M:Dissemination of statistical data targeting to web-based audience is one of inevitable requirements for statistical organisations.
BAD_LINE_M:Diseminacija statističkih podataka koji se šalju korisnicima veb-sajta predstavlja jedan of neizbežnih zahteva za organizacije koje se bave obradom statističkih podataka.
BAD_LINE_E:Dissemination of statistical data targeting web-based audience is one of essential task of statistical organisations.
BAD_LINE_E:Diseminacija statističkih podataka za korisnike veb stranica predstavlja jedan od suštinskih zadataka organizacija koje se bave statistikom.
MATCH@M:(This poses a significant challenge to the statistical organisation to provide the suitable web page format, accuracy, timeliness, and reliability of data and especially metadata.===>Predstavljanje odgovarajućeg formata veb stranice, preciznost, pravovremenost i pouzdanost podataka i posebno metapodataka predstavlja značajan izazov za svaki statistički zavod.)
MATCH@E:(This poses a significant challenge to the statistical organisation to provide the suitable web page format, accuracy, timeliness, and reliability of data and especially metadata.===>Predstavljanje odgovarajućeg formata veb stranice, preciznost, pravovremenost i pouzdanost podataka i posebno metapodataka predstavlja značajan izazov za svaki statistički zavod.)
MATCH@M:(Descriptive metadata are strongly content oriented and their aim is to ensure a correct interpretation of presented data on the website and to avoid the misuse.===>Deskriptivni metapodaci su strogo određeni sadržajem i njihova uloga jeste da omoguće tačno tumačenje prikazanih podataka na vebsajtu i spreče njihovu zloupotrebu.)
MATCH@E:(Descriptive metadata are strongly content oriented and their aim is to ensure a correct interpretation of presented data on the website and to avoid the misuse.===>Deskriptivni metapodaci su strogo određeni sadržajem i njihova uloga jeste da omoguće tačno tumačenje prikazanih podataka na vebsajtu i spreče njihovu zloupotrebu.)
MATCH@M:(Metadata assisting the search and navigation give general view of the statistical website and help users to understand the general website structure.===>Metapodaci koji se koriste kao pomoć pri pretrazi i navigaciji daju opšti pregled statističke veb stranice i pomažu korisnicima da shvate opštu strukturu veb stranice.)
MATCH@E:(Metadata assisting the search and navigation give general view of the statistical website and help users to understand the general website structure.===>Metapodaci koji se koriste kao pomoć pri pretrazi i navigaciji daju opšti pregled statističke veb stranice i pomažu korisnicima da shvate opštu strukturu veb stranice.)
MATCH@M:(The form of metadata and data presentation facilitates legibility and apprehensibility of the disseminated data meaning.===>Forma metapodataka i prezentacija podataka omogućava bolju čitljivost i razumljivost značenja disemi-novanih podataka.)
MATCH@E:(The form of metadata and data presentation facilitates legibility and apprehensibility of the disseminated data meaning.===>Forma metapodataka i prezentacija podataka omogućava bolju čitljivost i razumljivost značenja diseminovanih podataka.)
MATCH@M:(The aim of this paper is to present experience in the design of websites for statistical purposes with emphasis on metadata, data and the appropriate form of data dissemination related to territorial units.===>Naš cilj u ovom radu jeste da predstavimo naše iskustvo u projektovanju veb stranica za potrebe statistike, pri čemu naglasak stavljamo na metapodatke, podatke i na odgovarajući oblik diseminacije podataka u odnosu na teritorijalne jedinice.)
MATCH@E:(The aim of this paper is to present experience in the design of websites for statistical purposes with emphasis on metadata, data and the appropriate form of data dissemination related to territorial units.===>Naš cilj u ovom radu jeste da predstavimo naše iskustvo u projektovanju veb stranica za potrebe statistike, pri čemu naglasak stavljamo na metapodatke, podatke i na odgovarajući oblik diseminacije podataka u odnosu na teritorijalne jedinice.)
MATCH@M:(These important factors for website design are analysed, and discussed on examples of following websites: MO[/MIS (Urban and Municipal Statistical Project and Information System of the Slovak Republic), Urban Audit for selected Slovak towns and Censuses (Population and housing censuses in Slovakia).===>Ove faktore, značajne za projektovanje veb stranice, analizirali smo, diskutovali o njima na primerima sledećih veb stranica: MOS/MIS (Gradski i opštinski projektni i informacioni sistem Slovačke Republike), Urban Audit (odabrani gradovi u Slovačkoj) i Censuses (Popisi stanovništva i stambenih jedinica u Slovačkoj).)
MATCH@E:(These important factors for website design are analysed, and discussed on examples of following websites: MOŠ/MIS (Urban and Municipal Statistical Project and Information System of the Slovak Republic), Urban Audit for selected Slovak towns and Censuses (Population and housing censuses in Slovakia).===>Ove faktore, značajne za projektovanje veb stranice, analizirali smo, diskutovali o njima na primerima sledećih veb stranica: ~~~ MO[/MIS (Gradski i opštinski projektni i informacioni sistem Slovačke Republike), Urban Audit (odabrani gradovi u Slovačkoj) i Censuses (Popisi stanovništva i stambenih jedinica u Slovačkoj).)
MATCH@M:(Each of these projects has its own requirements, goals and user groups as well as common features which are highlighted.===>Svaki od ovih projekata ima svoje zahteve, ciljeve i korisničke grupe, kao i zajedničke odlike koje smo naglasili.)
MATCH@E:(Each of these projects has its own requirements, goals and user groups as well as common features which are highlighted.===>Svaki od ovih projekata ima svoje zahteve, ciljeve i korisničke grupe, kao i zajedničke odlike koje smo naglasili.)
MATCH@M:(The common features of these websites are researched to obtain as unified presentation of information and navigation structure as possible.===>Ispitali smo zajedničke odlike ovih veb stranica da bismo dobili što jedinstveniju prezentaciju informacione i navigacione strukture.)
MATCH@E:(The common features of these websites are researched to obtain as unified presentation of information and navigation structure as possible.===>Ispitali smo zajedničke odlike ovih veb stranica da bismo dobili što jedinstveniju prezentaciju informacione i navigacione strukture.)
MATCH@M:(The purposes and goals of each website are preserved in unchanged form.===>Svrha i cilj svake veb stranice sačuvani su u nepromenjenom obliku. 1.	Uvod)
MATCH@E:(The purposes and goals of each website are preserved in unchanged form.===>Svrha i cilj svake veb stranice sačuvani su u nepromenjenom obliku. 1.)
MATCH@M:(1.	Introduction Data dissemination is broad area of research and application.===>Diseminacija podataka predstavlja široku oblast istraživanja i primene.)
MATCH@E:(1. ~~~ Introduktion Data dissemination is broad area of research and application.===>Uvod Diseminacija podataka predstavlja široku oblast istraživanja i primene.)
MATCH@M:(The statistical websites should present vast variety of collected and analyzed data.===>Statističke veb stranice bi trebalo da predstave veliki broj sabranih i analiziranih podataka.)
MATCH@E:(The statistical websites should present vast variety of collected and analyzed data.===>Statističke veb stranice bi trebalo da predstave veliki broj sabranih i analiziranih podataka.)
MATCH@M:(New developing tools and new knowledge about dissemination offers new possibilities for statistical organisations to create more sophisticated websites with large data sets.===>Novi alati koji se razvijaju i nova znanja o diseminaciji pružaju statističkim zavodima nove mogućnosti da kreiraju usavršenije veb stranice koje će sadržati velike skupove podataka.)
MATCH@E:(New developing tools and new knowledge about dissemination offers new possibilities for statistical organisations to create more sophisticated websites with large data sets.===>Novi alati koji se razvijaju i nova znanja o diseminaciji pružaju statističkim zavodima nove mogućnosti da kreiraju usavršenije veb stranice koje će sadržati velike skupove podataka.)
MATCH@M:(This poses a significant challenge to statistical organisations to provide suitable format to the users and also ensure accuracy, timeliness, and reliability of data and especially metadata.===>Predstavljanje odgovarajućeg formata veb stranice, preciznost, pravo-vremenost i pouzdanost podataka i posebno metapoda-taka predstavlja značajan izazov za statistički zavod.)
MATCH@E:(This poses a significant challenge to statistical organisations to provide suitable format to the users and also ensure accuracy, timeliness, and reliability of data and especially metadata.===>Predstavljanje odgovarajućeg formata veb stranice, preciznost, pravovremenost i pouzdanost podataka i posebno metapodataka predstavlja značajan izazov za statistički zavod.)
MATCH@M:(As the way in which websites are designed can either improve or impede users to look up for information on Internet, great attention has to be paid to the website design to facilitate the access to data.===>Pošto način na koji je veb sranica projektovana može kako da pomogne, tako i da odmogne korisniku da nađe informaciju na internetu, treba posvetiti veliku pažnju konstrukciji veb stranice da bi se olakšao pristup podacima.)
MATCH@E:(As the way in which websites are designed can either improve or impede users to look up for information on Internet, great attention has to be paid to the website design to facilitate the access to data.===>Pošto način na koji je veb sranica projektovana može kako da pomogne, tako i da odmogne korisniku da nađe informaciju na internetu, treba posvetiti veliku pažnju konstrukciji veb stranice da bi se olakšao pristup podacima.)
MATCH@M:(A website with an easy to use and comprehensible navigation is required.===>Potrebna je stranica sa sveobuhvatnom navigacijom koja se lako koristi.)
MATCH@E:(A website with an easy to use and comprehensible navigation is required.===>Potrebna je stranica sa sveobuhvatnom navigacijom koja se lako koristi.)
MATCH@M:(This paper points out metadata on the one hand in relation with giving context and increasing meaning of presented data and on the other hand in relation with navigation and search on statistical websites.===>U ovom radu ističemo, s jedne strane, metapodatke u smislu prikazivanja sadržaja i potpunijeg značenja prezentiranih podataka, a sa druge strane, u vezi sa navigacijom i pretragom na statističkim veb stranicama.)
MATCH@E:(This paper points out metadata on the one hand in relation with giving context and increasing meaning of presented data and on the other hand in relation with navigation and search on statistical websites.===>U ovom radu ističemo, s jedne strane, metapodatke u smislu prikazivanja sadržaja i potpunijeg značenja prezentiranih podataka, a sa druge strane, u vezi sa navigacijom i pretragom na statističkim veb stranicama.)
MATCH@M:(The purpose of tables and graphs is to show important information effectively.===>Tabele i grafikoni treba efektivno da prikažu značajne informacije.)
MATCH@E:(The purpose of tables and graphs is to show important information effectively.===>Tabele i grafikoni treba efektivno da prikažu značajne informacije.)
MATCH@M:(This paper briefly discusses the appropriate design of websites as well as design of tables and graphs to support better legibility of information presented on these websites.===>U ovom radu ukratko se razmatra odgovarajući dizajn veb stranica, ali i dizajn tabela i grafikona, a s ciljem da se obezbedi bolja čitljivost informacija prikazanih na ovim veb stranicama.)
MATCH@E:(This paper briefly discusses the appropriate design of websites as well as design of tables and graphs to support better legibility of information presented on these websites.===>U ovom radu ukratko se razmatra odgovarajući dizajn veb stranica, ali i dizajn tabela i grafikona, a s ciljem da se obezbedi bolja čitljivost informacija prikazanih na ovim veb stranicama.)
MATCH@M:(The websites have to satisfy the requirements of users and to attract them to repeatedly visit websites and to apply the content of the website for their needs.===>Zadatak veb stranica jeste da odgovore zahtevima korisnika i da ih privuku da im što češće pristupaju i da koriste sadržaj stranice za svoje potrebe.)
MATCH@E:(The websites have to satisfy the requirements of users and to attract them to repeatedly visit websites and to apply the content of the website for their needs.===>Zadatak veb stranica jeste da odgovore zahtevima korisnika i da ih privuku da im što češće pristupaju i da koriste sadržaj stranice za svoje potrebe.)
MATCH@M:(The purpose of websites analysed in this paper is to enhance knowledge of home and foreign general and professional public about some statistical information concerning the Slovak Republic.===>Svrha veb stranica koje analiziramo u ovom radu jeste da što podrobnije upoznaju domaće i inostrane korisnike, i laike i stručnjake sa nekim statističkim podacima u vezi sa Slovačkom Republikom.)
MATCH@E:(The purpose of websites analysed in this paper is to enhance knowledge of home and foreign general and professional public about some statistical information concerning the Slovak Republic.===>Svrha veb stranica koje analiziramo u ovom radu jeste da što podrobnije upoznaju domaće i inostrane korisnike, i laike i stručnjake sa nekim statističkim podacima u vezi sa Slovačkom Republikom.)
MATCH@M:(The theoretical aspects and practical solutions of statistical websites are discussed in this paper.===>Predmet razmatranja u ovom radu su teorijski aspekti i praktična rešenja statističkih veb stranica.)
MATCH@E:(The theoretical aspects and practical solutions of statistical websites are discussed in this paper.===>Predmet razmatranja u ovom radu su teorijski aspekti i praktična rešenja statističkih veb stranica.)
MATCH@M:(First, common aspects for the website design are mentioned and then these aspects and experiences with the web design are discussed on examples of the MOS/MIS (Urban and Municipal Statistical Project and Information System of the Slovak Republic), Urban Audit and Population and Housing Censuses in Slovakia (Censuses) websites.===>Prvo navodimo uobičajene aspekte projektovanja veb stranica, a zatim analiziramo i ove aspekte i naša iskustva sa projektovanjem veb strana na veb stranicama MOS/MIS (Gradski i opštinski projektni i informacioni sistem Slovačke Republike), Urban Audit (za određene slovačke gradove) i Censuses Censuses (Popisi stanovništva i stambenih jedinica u Slovačkoj).)
MATCH@E:(First, common aspects for the website design are mentioned and then these aspects and experiences with the web design are discussed on examples of the MO[/MIS (Urban and Municipal Statistical Project and Information System of the Slovak Republic), Urban Audit and Population and Housing Censuses in Slovakia (Censuses) websites.===>Prvo navodimo uobičajene aspekte projektovanja veb stranica, a zatim analiziramo i ove aspekte i naša iskustva sa projektovanjem veb strana na veb stranicama MO[/MIS (Gradski i opštinski projektni i informacioni sistem Slovačke Republike), Urban Audit (za određene slovačke gradove) i Censuses Censuses (Popisi stanovništva i stambenih jedinica u Slovačkoj).)
MATCH@M:(Each of these projects has its own requirements, goals and user groups as well as common design elements which are highlighted.===>Svaki od ovih projekta imao je svoje sopstvene zahteve, ali je bilo i zajedničkih projektnih rešenja, što smo tako-đe naglasili.)
MATCH@E:(Each of these projects has its own requirements, goals and user groups as well as common design elements which are highlighted. ~~~ 2.===>Svaki od ovih projekta imao je svoje sopstvene zahteve, ali je bilo i zajedničkih projektnih rešenja, što smo takođe naglasili. 2.)
MATCH@M:(Data are raw representation of facts; the metadata are necessary to supply the context for the data to be usable.===>Podaci su sirov prikaz činjenica; metapodaci su neophodni da bi se napravio kontekst u kojem se podaci mogu koristiti.)
MATCH@E:(Metadata Data are raw representation of facts; the metadata are necessary to supply the context for the data to be usable.===>Metapodaci Podaci su sirov prikaz činjenica; metapodaci su neophodni da bi se napravio kontekst u kojem se podaci mogu koristiti.)
MATCH@M:(IAIDQ‘s definition of data is as follows: Data: (1) Symbols, numbers, or other representation of facts; (2) the raw material from which information is produced when it is put in a context that gives it meaning [13].===>IAIDQ definiše podatke na sledeći način: Podaci: (1) Simboli, brojevi ili neki drugi prikaz činjenica, (2) sirovina iz koje se proizvodi informacija koja, kada se stavi u kontekst, ima konkretno značenje [13].)
MATCH@E:(IAIDQs definition of data is as follows: Data: (1) Symbols, numbers, or other representation of facts; (2) the raw material from which information is produced when it is put in a context that gives it meaning Š13Ë. Information is data in context.===>IAIDQ definiše podatke na sledeći način: ~~~ Podaci: (1) Simboli, brojevi ili neki drugi prikaz činjenica, (2) sirovina iz koje se proizvodi informacija koja, kada se stavi u kontekst, ima konkretno značenje Š13Ë. ~~~ Informacija je podatak u kontekstu.)
MATCH@M:(IAIDQ’s definition of information: Information: (1) Data in context, i.e., the meaning given to data or the interpretation of data based on its context; (2) the finished product as a result of processing, presentation and interpretation of data [13].===>IAIDQ definiše informaciju na sledeći način: Informacija: (1) podaci u kontekstu, t.j., značanje pripisano podacima ili tumačenje podataka na osnovu konteksta, (2) finalni proizvod koji je rezultat obrade, prikaza i tumačenja podataka [13].)
MATCH@E:(IAIDQs definition of information: Information: (1) Data in context, i.e., the meaning given to data or the interpretation of data based on its context; (2) the finished product as a result of processing, presentation and interpretation of data Š13Ë. Thereby, information is data plus description given by metadata.===>IAIDQ definiše informaciju na sledeći način: ~~~ Informacija: (1) podaci u kontekstu, t.j., značanje pripisano podacima ili tumačenje podataka na osnovu konteksta, (2) finalni proizvod koji je rezultat obrade, prikaza i tumačenja podataka Š13Ë. ~~~ Stoga se informacije definišu kao podaci plus opis koji pružaju metapodaci.)
MATCH@M:(They enable better understanding meaning of data (in statistics data are mostly figures).===>Oni omogućavaju bolje poimanje značenja podataka (u statistici, podaci su uglavnom brojke).)
MATCH@E:(They enable better understanding meaning of data (in statistics data are mostly figures).===>Oni omogućavaju bolje poimanje značenja podataka (u statistici, podaci su uglavnom brojke).)
MATCH@M:(Metadata describe who, when, how, where, in which unit... collected data and these metadata are very useful for end users.===>Metapodaci opisuju ko, gde, kada, kako, u kojoj jedinici ... sabrani podaci i ovi metapodaci su od velike koristi za krajnje korisnike.)
MATCH@E:(Metadata describe who, when, how, where, in which unit… collected data and these metadata are very useful for end users.===>Metapodaci opisuju ko, gde, kada, kako, u kojoj jedinici ... sabrani podaci i ovi metapodaci su od velike koristi za krajnje korisnike.)
MATCH@M:(According to these definitions the following equation is correct: Information = Data + Metadata.===>Prema ovim definicijama, možemo izvesti sledeću jed-načinu: Informacija = Podaci + Metapodaci.)
MATCH@E:(According to these definitions the following equation is correct: Information = Data + Metadata.===>Prema ovim definicijama, možemo izvesti sledeću jednačinu: ~~~ Informacija = Podaci + Metapodaci.)
MATCH@M:(Data are raw facts.===>Podaci su sirove činjenice.)
MATCH@E:(Data are raw facts.===>Podaci su sirove činjenice.)
MATCH@M:(Information takes into account the context of data.===>Informacije uzimaju u obzir kontekst podataka.)
MATCH@E:(Information takes into account the context of data.===>Informacije uzimaju u obzir kontekst podataka.)
MATCH@M:(Without any context the figure is just a number, and a number by itself has no meaning associated with it.===>Ako nema konteksta, podatak je samo običan broj, a broj sam po sebi ne nosi nikakvo značenje.)
MATCH@E:(Without any context the figure is just a number, and a number by itself has no meaning associated with it.===>Ako nema konteksta, podatak je samo običan broj, a broj sam po sebi ne nosi nikakvo značenje.)
MATCH@M:(If there is an error in the data value the error can be found and corrected only by means of an adequate context.===>Ako postoji greška u vrednosti podataka, ona se može pronači i ispraviti samo ako postoji adekvatan kontekst.)
MATCH@E:(If there is an error in the data value the error can be found and corrected only by means of an adequate context.===>Ako postoji greška u vrednosti podataka, ona se može pronači i ispraviti samo ako postoji adekvatan kontekst.)
MATCH@M:(The essence of metadata is reducing or eliminating the communication barrier between the human and the presentation unit (in this web pages case), so that the data obtained from web pages are in general clear and can facilitate actions based on these data.===>Suština metapodataka jeste u tome da smanje ili eliminišu komunikacijsku prepreku između ljudi i jedinice prezentacije (u ovom slučaju veb stranice), tako da podaci koje dobij amo sa veb stranica budu uglavnom jasni i da koraci koji se pred-uzimaju na osnovu njih budu bolje zasnovani.)
MATCH@E:(The essence of metadata is reducing or eliminating the communication barrier between the human and the presentation unit (in this web pages case), so that the data obtained from web pages are in general clear and can facilitate actions based on these data.===>Suština metapodataka jeste u tome da smanje ili eliminišu komunikacijsku prepreku između ljudi i jedinice prezentacije (u ovom slučaju veb stranice), tako da podaci koje dobijamo sa veb stranica budu uglavnom jasni i da koraci koji se preduzimaju na osnovu njih budu bolje zasnovani.)
MATCH@M:(The metadata quality is more important than the data quality.===>Kvalitet metapodataka je značajniji nego kvalitet podataka.)
MATCH@E:(The metadata quality is more important than the data quality.===>Kvalitet metapodataka je značajniji nego kvalitet podataka.)
MATCH@M:(It is absolutely necessary that the description of the data is up-to-date, accurate, accessible, complete, and consistent.===>Apsolutno je neophodno da opis podataka bude tačan, ažururan, dostupan, potpun i dosledan.)
MATCH@E:(It is absolutely necessary that the description of the data is up-to-date, accurate, accessible, complete, and consistent.===>Apsolutno je neophodno da opis podataka bude tačan, ažururan, dostupan, potpun i dosledan.)
MATCH@M:(Shortly, the metadata have to be of such high quality and so appropriately presented that users can rely on them.===>Ukratko, metapodaci moraju da imaju tako visok kva-litet i da budu prikazani na dovoljno odgovarajući način da se korisnici mogu osloniti na njih.)
MATCH@E:(Shortly, the metadata have to be of such high quality and so appropriately presented that users can rely on them.===>Ukratko, metapodaci moraju da imaju tako visok kvalitet i da budu prikazani na dovoljno odgovarajući način da se korisnici mogu osloniti na njih.)
MATCH@M:(If any metadata component does not meet user’s quality expectations, then the user will deem the metadata and data to be unusable.===>Ako bilo koji element metapodataka ne zadovolji očekivanja korisnika, korisnik će smatrati da su i podaci i metapoda-ci beskorisni.)
MATCH@E:(If any metadata component does not meet users quality expectations, then the user will deem the metadata and data to be unusable.===>Ako bilo koji element metapodataka ne zadovolji očekivanja korisnika, korisnik će smatrati da su i podaci i metapodaci beskorisni.)
MATCH@M:(If an error occurs in data, it can be relatively easily found with the help of reliable metadata and corrected as long as the error in data is not essential.===>Ako kod podataka dođe do neke greške, ona se može relativno lako naći pomoću pouzdanih metapodataka i ispraviti, sve dok greška u podacima nije suštinska.)
MATCH@E:(If an error occurs in data, it can be relatively easily found with the help of reliable metadata and corrected as long as the error in data is not essential.===>Ako kod podataka dođe do neke greške, ona se može relativno lako naći pomoću pouzdanih metapodataka i ispraviti, sve dok greška u podacima nije suštinska.)
MATCH@M:(Metadata mentioned above are descriptive metadata and they are strongly content oriented.===>Metapodaci koje smo naveli su deskriptivni metapo-daci i strogo su orijentisani na sadržaj.)
MATCH@E:(Metadata mentioned above are descriptive metadata and they are strongly content oriented.===>Metapodaci koje smo naveli su deskriptivni metapodaci i strogo su orijentisani na sadržaj.)
MATCH@M:(Their aim is to ensure a correct interpretation of presented data on the website and to avoid misuse.===>Njihov cilj je da ispravno tumače prikazane podatke na veb stranici i da onemoguće njihovu zloupotrebu.)
MATCH@E:(Their aim is to ensure a correct interpretation of presented data on the website and to avoid misuse.===>Njihov cilj je da ispravno tumače prikazane podatke na veb stranici i da onemoguće njihovu zloupotrebu.)
MATCH@M:(Metadata assisting search and navigation give general view of the statistical website and help users to understand the general website structure.===>Metapodaci koji se koriste u pretrazi i navigaciji pružaju opšti uvid u statističku veb stranicu i pomažu korisnicima da shvate opšti sklop veb stranice.)
MATCH@E:(Metadata assisting search and navigation give general view of the statistical website and help users to understand the general website structure.===>Metapodaci koji se koriste u pretrazi i navigaciji pružaju opšti uvid u statističku veb stranicu i pomažu korisnicima da shvate opšti sklop veb stranice.)
MATCH@M:(Metadata for searching and navigation are also interconnected with descriptive metadata to enable navigation across three-dimensions in this case: indicator, territorial unit and period.===>Metapodaci u pretrazi i navigaciji su međusobno povezani sa opisnim metapoda-cima, tako da omogućavaju navigaciju kroz tri dimenzije, u ovom slučaju: pokazatelj, teritorijalna jedinica i period.)
MATCH@E:(Metadata for searching and navigation are also interconnected with descriptive metadata to enable navigation across three-dimensions in this case: indicator, territorial unit and period.===>Metapodaci u pretrazi i navigaciji su međusobno povezani sa opisnim metapodacima, tako da omogućavaju navigaciju kroz tri dimenzije, u ovom slučaju: pokazatelj, teritorijalna jedinica i period.)
MATCH@M:(Such navigation helps users to obtain adequate data more efficiently. The good navigation structure can attract occasional users or users with limited statistical knowledge to use the websites and allow professional users to save labour and time.===>Ovakav način navigacije omogućava korisnicima da dobiju odgovarajuće podatke na efikasniji način. Dobra struktura navigacije može da privuče povremene korisnike ili korisnike čije je poznavanje statistike ograničeno da koriste veb stranice, a isto tako da uštede trud i vreme stručnjacima.)
MATCH@E:(The good navigation structure can attract occasional users or users with limited statistical knowledge to use the websites and allow professional users to save labour and time. ~~~ 3.===>Dobra struktura navigacije može da privuče povremene korisnike ili korisnike čije je poznavanje statistike ograničeno da koriste veb stranice, a isto tako da uštede trud i vreme stručnjacima. 3.)
BAD_LINE_=============================================================
BAD_LINE_M:Such navigation helps users to obtain adequate data more efficiently. The good navigation structure can attract occasional users or users with limited statistical knowledge to use the websites and allow professional users to save labour and time.
BAD_LINE_M:Ovakav način navigacije omogućava korisnicima da dobiju odgovarajuće podatke na efikasniji način. Dobra struktura navigacije može da privuče povremene korisnike ili korisnike čije je poznavanje statistike ograničeno da koriste veb stranice, a isto tako da uštede trud i vreme stručnjacima.
BAD_LINE_E:The good navigation structure can attract occasional users or users with limited statistical knowledge to use the websites and allow professional users to save labour and time. ~~~ 3.
BAD_LINE_E:Dobra struktura navigacije može da privuče povremene korisnike ili korisnike čije je poznavanje statistike ograničeno da koriste veb stranice, a isto tako da uštede trud i vreme stručnjacima. 3.
MATCH@M:(Besides the sufficient amount of the relevant metadata and data, the form of metadata and especially data presentation is very important too.===>Složili smo se da nam je potreban odgovarajući broj relevantnih metapodataka i podataka, ali je značajna i forma i posebno način prezentovanja podataka.)
MATCH@E:(Website design Besides the sufficient amount of the relevant metadata and data, the form of metadata and especially data presentation is very important too.===>Dizajn veb stranice Složili smo se da nam je potreban odgovarajući broj relevantnih metapodataka i podataka, ali je značajna i forma i posebno način prezentovanja podataka.)
MATCH@M:(The intent is to point out the most important data.===>Na-mera je da se istaknu najznačajniji podaci.)
MATCH@E:(The intent is to point out the most important data.===>Namera je da se istaknu najznačajniji podaci.)
MATCH@M:(The user’s preattentive process is an extremely fast process.===>Proces u kojem se korisnik priprena da koristi podatke je izuzetno brz.)
MATCH@E:(The users preat tentive process is an extremely fast process.===>Proces u kojem se korisnik priprena da koristi podatke je izuzetno brz.)
MATCH@M:(If the designer wants a particular set of objects to be seen as belonging together, then he/she should design them differently from the surrounding information.===>Ako projektant želi da određeni skup predmeta izgleda kao da su deo jedne celine, onda on treba da ih projektuje tako da izgledaju kao da su izdvojeni od informacija koje ih okružuju.)
MATCH@E:(If the designer wants a particular set of objects to be seen as belonging together, then he/she should design them differently from the surrounding information.===>Ako projektant želi da određeni skup predmeta izgleda kao da su deo jedne celine, onda on treba da ih projektuje tako da izgledaju kao da su izdvojeni od informacija koje ih okružuju.)
MATCH@M:(This visual information is moved into the user’s short-term-memory.===>Ove vizuelne informacije prenose se u kratkoročnu memoriju korisnika.)
MATCH@E:(This visual information is moved into the users short-termmemory.===>Ove vizuelne informacije prenose se u kratkoročnu memoriju korisnika.)
MATCH@M:(In this context the most important fact concerning the short-term-memory is that readers of graphs or tables can only hold a few chunks of information at any time.===>U ovom kontekstu, najznačajniji podatak koji se odnosi na kratkoročnu memoriju jeste da oni koji čitaju tabele i grafikone mogu da raspolažu samo delići-ma informacija u određenom trenutku.)
MATCH@E:(In this context the most important fact concerning the short-term-memory is that readers of graphs or tables can only hold a few chunks of information at any time.===>U ovom kontekstu, najznačajniji podatak koji se odnosi na kratkoročnu memoriju jeste da oni koji čitaju tabele i grafikone mogu da raspolažu samo delićima informacija u određenom trenutku.)
MATCH@M:(It means that in tables and graphs the relevant legend information should be kept as close as possible to the data and to have adequate supporting-information.===>To znači da relevantna legenda u tabelama i grafikonima treba da bude u što većem skladu sa podacima i da sadrži odgovarajuće informacije koje sve ovo podržavaju.)
MATCH@E:(It means that in tables and graphs the relevant legend information should be kept as close as possible to the data and to have adequate supporting information.===>To znači da relevantna legenda u tabelama i grafikonima treba da bude u što većem skladu sa podacima i da sadrži odgovarajuće informacije koje sve ovo podržavaju.)
MATCH@M:(Only well designed tables and graphs are usually stored in the user's long-term-memory.===>U dugoročnoj memoriji korisnika opstaju samo dobro pro-jektovane tabele i grafikoni.)
MATCH@E:(Only well designed tables and graphs are usually stored in the user's long-term-memory.===>U dugoročnoj memoriji korisnika opstaju samo dobro projektovane tabele i grafikoni.)
MATCH@M:(Some tables and graphs from the websites analysed in this paper are shown in this chapter.===>Neke tabele i grafikone iz veb stranica koje smo analizirali u ovom radu prikazali smo u ovom poglavlju.)
MATCH@E:(Some tables and graphs from the websites analysed in this paper are shown in this chapter.===>Neke tabele i grafikone iz veb stranica koje smo analizirali u ovom radu prikazali smo u ovom poglavlju.)
MATCH@M:(It is more useful if data are in several smaller tables than in big one.===>Korisnije je ako se podaci nalaze u nekoliko manjih tabela nego ako su predstavljeni na jednoj velikoj.)
MATCH@E:(It is more useful if data are in several smaller tables than in big one.===>Korisnije je ako se podaci nalaze u nekoliko manjih tabela nego ako su predstavljeni na jednoj velikoj.)
MATCH@M:(When such separation is not possible, is better to put data into logical parts in the same table to point out differences and common chunks of data.===>Ako takav raspored i prikaz nije moguć, bolje je rasporediti podatke u logičke celine na istoj tabeli, kako bi se uočile razlike i zajedničke količine podataka.)
MATCH@E:(When such separation is not possible, is better to put data into logical parts in the same table to point out differences and common chunks of data.===>Ako takav raspored i prikaz nije moguć, bolje je rasporediti podatke u logičke celine na istoj tabeli, kako bi se uočile razlike i zajedničke količine podataka.)
MATCH@M:(“The numbers have an important story to tell and it is up to us to help them tell it.”[2].===>“Brojevi mogu da nam kažu nešto veoma važno, ali na nama je da im pomognemo da nam to kažu“ [2].)
MATCH@E:(The numbers have an important story to tell and it is up to us to help them tell it.Š2Ë.===>Brojevi mogu da nam kažu nešto veoma važno, ali na nama je da im pomognemo da nam to kažu Š2Ë.)
MATCH@M:(In this case study three above mentioned websites are considered.===>U ovoj studiji slučaja posmatramo tri pomenute veb stranice.)
MATCH@E:(In this case study three above mentioned websites are considered.===>U ovoj studiji slučaja posmatramo tri pomenute veb stranice.)
MATCH@M:(At the beginning of deeper analyses goals and purposes of each website are mentioned.===>Na početku dublje analize navodimo ciljeve i svrhu svake stranice.)
MATCH@E:(At the beginning of deeper analyses goals and purposes of each website are mentioned.===>Na početku dublje analize navodimo ciljeve i svrhu svake stranice.)
MATCH@M:(The environment for data is the same for all websites.===>Okruženje iz kojeg su podaci prikupljeni isto je za sve veb stranice.)
MATCH@E:(The environment for data is the same for all websites.===>Okruženje iz kojeg su podaci prikupljeni isto je za sve veb stranice.)
MATCH@M:(Data are situated in a cube of three dimensions (axes): territorial units, indicators and periods.===>Podaci se nalaze u kocki koja ima tri dimenzije (ose): teritorijalne jedinice, pokazatelji i periodi.)
MATCH@E:(Data are situated in a cube of three dimensions (axes): territorial units, indicators and periods.===>Podaci se nalaze u kocki koja ima tri dimenzije (ose): teritorijalne jedinice, pokazatelji i periodi.)
MATCH@M:(These dimensions are basis for navigation on web sites to retrieve an appropriate data.===>Ove dimenzije predstavljaju osnovu za navigacju na veb stranici kad želimo da nađemo odgovarajući podatak.)
MATCH@E:(These dimensions are basis for navigation on web sites to retrieve an appropriate data.===>Ove dimenzije predstavljaju osnovu za navigacju na veb stranici kad želimo da nađemo odgovarajući podatak.)
MATCH@M:(Common design elements are highlighted bellow.===>U daljem tekstu navešćemo neke zajedničke elemente projektovanja.)
MATCH@E:(Common design elements are highlighted bellow.===>Statistika koja se odnodi na ponašanje korisnika pokazuje da:)
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BAD_LINE_M:Common design elements are highlighted bellow.
BAD_LINE_M:U daljem tekstu navešćemo neke zajedničke elemente projektovanja.
BAD_LINE_E:Common design elements are highlighted bellow.
BAD_LINE_E:Statistika koja se odnodi na ponašanje korisnika pokazuje da:
MATCH@M:(Statistics about users’ behaviour shows that: 34% of users selects the search engine, 23% chooses the menu list (the toolbar, tree structure), 10% goes to or looks at key figures and 4% goes to or looks at marketing part of the page (relevant statistical publications for example) and none looks at the institution or of project logo.===>Statistika koja se odnodi na ponašanje korisnika pokazuje da: 34% korisnika koristi uređaj za pretraživanje, 23% se opredeljuje za meni (tulbar, granasta struktura), 10 % traži ključne brojke, a 4% ide na marketinški deo stranice (na primer, odgovarajuće statističke publikacije), a niko ne pogleda naziv insti-tucile ili logo projekta.)
MATCH@E:(Statistics about users behaviour shows that: 34% of users selects the search engine, 23% chooses the menu list (the toolbar, tree structure), 10% goes to or looks at key figures and 4% goes to or looks at marketing part of the page (relevant statistical publications for example) and none looks at the institution or of project logo.===>34% korisnika koristi uređaj za pretraživanje, 23% se opredeljuje za meni (tulbar, granasta struktura), 10 % traži ključne brojke, a 4% ide na marketinški deo stranice (na primer, odgovarajuće statističke publikacije), a niko ne pogleda naziv institucile ili logo projekta.)
MATCH@M:(In above mentioned survey on Statistics Denmark websites log files and Eye tracking method were used.===>U gore pomenutom istraživanju statističkih veb stranica Danske korišćeni su metodi dnevničkih zapisa i neposrednog praćenja.)
MATCH@E:(In above mentioned survey on Statistics Denmark websites log files and Eye tracking method were used.===>U gore pomenutom istraživanju statističkih veb stranica Danske korišćeni su metodi dnevničkih zapisa i neposrednog praćenja.)
MATCH@M:(Eye tracking method uses special designed cameras to catch movement of user eyes during browsing web pages.===>Neposredno praćenje koristi podebno opremljene kamere koje snimaju pokrete očiju korisnika dok ovi pregledaju veb stranice.)
MATCH@E:(Eye tracking method uses special designed cameras to catch movement of user eyes during browsing web pages.===>Neposredno praćenje koristi podebno opremljene kamere koje snimaju pokrete očiju korisnika dok ovi pregledaju veb stranice.)
MATCH@M:(Log files were analysed to trace how users attain statistical web pages.===>Dnevničke zapise smo analizirali da bismo istražili kao korisnici pristupaju stranicama sa statističkim podacima.)
MATCH@E:(Log files were analysed to trace how users attain statistical web pages.===>Dnevničke zapise smo analizirali da bismo istražili kao korisnici pristupaju stranicama sa statističkim podacima.)
MATCH@M:(This data mining shows that users attain a web page by different ways.===>Ova potraga za podacima pokazuje da korisnici imaju različite načine da stignu do veb stranice.)
MATCH@E:(This data mining shows that users attain a web page by different ways.===>Ova potraga za podacima pokazuje da korisnici imaju različite načine da stignu do veb stranice.)
MATCH@M:(Users mostly come “out of the blue”.===>Korisnici obično pristupe potpuno neočekivano.)
MATCH@E:(Users mostly come out of the blue.===>Korisnici obično pristupe potpuno neočekivano.)
MATCH@M:(The second way is searching by the search engine, then follow direct links and links from other statistical pages.===>Drugi način jeste da se vrši pretraga upotrebom mašine, i da se zatim prate direktni linkovi i lin-kovi sa drugih statističkih stranica.)
MATCH@E:(The second way is searching by the search engine, then follow direct links and links from other statistical pages.===>Drugi način jeste da se vrši pretraga upotrebom mašine, i da se zatim prate direktni linkovi i linkovi sa drugih statističkih stranica.)
MATCH@M:(This survey also has shown that Google is the most important searching engine.===>U ovom pregledu smo takože pokazali da Google predstavlja najznačajniju mašinu za pretraživanje.)
MATCH@E:(This survey also has shown that Google is the most important searching engine.===>U ovom pregledu smo takože pokazali da Google predstavlja najznačajniju mašinu za pretraživanje.)
MATCH@M:(All of examined parts except the marketing one can be find on MO[/MIS webpage shown in Figure 1.===>Svi ispitani elementi osim marketinga mogu se naći na stranici MOS/MIS kao na tabeli 1.)
MATCH@E:(All of examined parts except the marketing one can be find on MOŠ/MIS webpage shown in Figure 1.===>Svi ispitani elementi osim marketinga mogu se naći na stranici MO[/MIS kao na tabeli 1.)
MATCH@M:(Detailed description of this web page is in the next section.===>Detaljni opis ove veb stranice daćemo u narednom poglavlju.)
MATCH@E:(Detailed description of this web page is in the next section.===>Detaljni opis ove veb stranice daćemo u narednom poglavlju. 3.)
MATCH@M:(The purpose of this presentation is to enhance awareness of home and foreign community about basic indicators concerning all Slovak municipalities and whole territorial structure of the Slovak Republic.===>Svrha ove prezentacije jeste da utiče na jačanje svesti domaćeg stanovništva i stranaca o osnovnim pokazateljima koji se odnose na sve slovačke opštine i celo-kupnu teritorijalnu strukturi Slovačke Republike.)
MATCH@E:(3.1 MO[/MIS The purpose of this presentation is to enhance awareness of home and foreign community about basic indicators concerning all Slovak municipalities and whole territorial structure of the Slovak Republic.===>MO[/MIS Svrha ove prezentacije jeste da utiče na jačanje svesti domaćeg stanovništva i stranaca o osnovnim pokazateljima koji se odnose na sve slovačke opštine i celo kupnu teritorijalnu strukturi Slovačke Republike.)
MATCH@M:(The goals are following: to simplify the access to basic data concerning municipalities, to enable the presentation of whole structure of monitored indicators for all periods of their monitoring and to make available the contact for ordering further data.===>Ciljevi su sledeći: pojednostaviti pristup osnovnim podacima koji se odnose na opštine, omogućiti prezentova-nje celokupne strukture posmatranih pokazatelja za sve periode u kojima su posmatrani i obezbediti kontakte za traženje narednih podataka.)
MATCH@E:(The goals are following: to simplify the access to basic data concerning municipalities, to enable the presentation of whole structure of monitored indicators for all periods of their monitoring and to make available the contact for ordering further data.===>Ciljevi su sledeći: pojednostaviti pristup osnovnim podacima koji se odnose na opštine, omogućiti prezentovanje celokupne strukture posmatranih pokazatelja za sve periode u kojima su posmatrani i obezbediti kontakte za traženje narednih podataka.)
MATCH@M:(This website presents data only for the last year approved by the Statistical Office.===>Ova veb stranica predstavlja smo podatke za prošlu godinu, a koje je ozvaničio Statistički zavod.)
MATCH@E:(This website presents data only for the last year approved by the Statistical Office.===>Ova veb stranica predstavlja smo podatke za prošlu godinu, a koje je ozvaničio Statistički zavod.)
MATCH@M:(The website fully meets the World Wide Web Consortium (W3C) standards (HTML 4.01 Transitional and CSS) and the regulation of the Ministry of Finances of the Slovak Republic Nr.===>Ova veb stranica u potpunosti zadovoljava standarde World Wide Web Consortium (W3C) (HTLM 4,01 tranzitni i CSS) i propise Ministarstva finansija Republike Slovačke br. MF/013261/2008-132 o načinu pro-jektovanja sistema informisanja i veb stranica za potrebe javne uprave (nacionalne odredbe).)
MATCH@E:(The website fully meets the World Wide Web Consortium (W3C) standards (HTML 4.01 Transitional and CSS) and the regulation of the Ministry of Finances of the Slovak Republic Nr.===>Ova veb stranica u potpunosti zadovoljava standarde World Wide Web Consortium (W3C) (HTLM 4,01 tranzitni i CSS) i propise Ministarstva finansija Republike Slovačke br.)
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BAD_LINE_M:The website fully meets the World Wide Web Consortium (W3C) standards (HTML 4.01 Transitional and CSS) and the regulation of the Ministry of Finances of the Slovak Republic Nr.
BAD_LINE_M:Ova veb stranica u potpunosti zadovoljava standarde World Wide Web Consortium (W3C) (HTLM 4,01 tranzitni i CSS) i propise Ministarstva finansija Republike Slovačke br. MF/013261/2008-132 o načinu pro-jektovanja sistema informisanja i veb stranica za potrebe javne uprave (nacionalne odredbe).
BAD_LINE_E:The website fully meets the World Wide Web Consortium (W3C) standards (HTML 4.01 Transitional and CSS) and the regulation of the Ministry of Finances of the Slovak Republic Nr.
BAD_LINE_E:Ova veb stranica u potpunosti zadovoljava standarde World Wide Web Consortium (W3C) (HTLM 4,01 tranzitni i CSS) i propise Ministarstva finansija Republike Slovačke br.
MATCH@M:(The navigation tree of territorial units is in fact metadata describing the whole territorial structure of country and assisting in navigation.===>Stablo navigacije teritorijalnih jedinica predstavlja u stvari metapodatke koji opisuju ukupnu teritorijalnu strukturu zemlje i pomažu pri navigaciji.)
MATCH@E:(Figure 1: Key figures and navigation to municipalities MO[/MIS The navigation tree of territorial units is in fact metadata describing the whole territorial structure of country and assisting in navigation.===>Slika 1: ~~~ Ključne brojke i navigacija za opštine - MO[/MIS Stablo navigacije teritorijalnih jedinica predstavlja u stvari metapodatke koji opisuju ukupnu teritorijalnu strukturu zemlje i pomažu pri navigaciji.)
MATCH@M:(The territorial units navigation tree has been done according to the Nomenclature des Unités Territoriales Statistiques (NUTS) structure.===>Stablo navigacije za teritorijalne jedinice napravljeno je u skladu sa strukturom Nomenclature des Unités Territoriales Statistiques (NUTS).)
MATCH@E:(The territorial units navigation tree has been done according to the Nomenclature des Unités Territoriales Statistiques (NUTS) structure.===>Stablo navigacije za teritorijalne jedinice napravljeno je u skladu sa strukturom Nomenclature des Unités Territoriales Statistiques (NUTS).)
MATCH@M:(The map presents the navigation through the fourth NUTS level.===>Mapa predstavlja navigaciju kroz četvrti stepen NUTS.)
MATCH@E:(The map presents the navigation through the fourth NUTS level.===>Mapa predstavlja navigaciju kroz četvrti stepen NUTS.)
MATCH@M:(Six key figures (data) and list of municipalities are presented for the selected district.===>Za određenu oblast predstavljeno je šest ključnih brojki (podataka) i spisak opština.)
MATCH@E:(Six key figures (data) and list of municipalities are presented for the selected district.===>Za određenu oblast predstavljeno je šest ključnih brojki (podataka) i spisak opština.)
MATCH@M:(There are three ways for reaching municipalities.===>Postoje tri načina da se pristupi opštinama.)
MATCH@E:(There are three ways for reaching municipalities.===>Postoje tri načina da se pristupi opštinama.)
MATCH@M:(First two ways are done by metadata.===>Prva dva se oslanjaju na metapodatke.)
MATCH@E:(First two ways are done by metadata.===>Prva dva se oslanjaju na metapodatke.)
MATCH@M:(The first one is fast selecting the district (NUTS 4) by the aid of the map shown in Figure 1 and choosing the particular municipality from the list of municipalities belonging to the selected district.===>Prvi podrazumeva brzo traženje oblasti (NUTS 4) uz pomoć mape prikazane na slici 1 i odabir jedne posebne opštine sa liste opština koje pripadaju odabranoj oblasti.)
MATCH@E:(The first one is fast selecting the district (NUTS 4) by the aid of the map shown in Figure 1 and choosing the particular municipality from the list of municipalities belonging to the selected district.===>Prvi podrazumeva brzo traženje oblasti (NUTS 4) uz pomoć mape prikazane na slici 1 i odabir jedne posebne opštine sa liste opština koje pripadaju odabranoj oblasti.)
MATCH@M:(The second method consists in navigation across the hierarchical tree from NUTS 1 to NUTS 4 shown on the left side in Figure 1 and 2.===>Drugi metod predstavlja navigacju po hijerarhijskom stablu od NUTS 1 do NUTS 4 koja je prikazana na levoj strani na slikama 1 i 2.)
MATCH@E:(The second method consists in navigation across the hierarchical tree from NUTS 1 to NUTS 4 shown on the left side in Figure 1 and 2.===>Drugi metod predstavlja navigacju po hijerarhijskom stablu od NUTS 1 do NUTS 4 koja je prikazana na levoj strani na slikama 1 i 2.)
MATCH@M:(These two navigation methods enable to preview the municipality position in the map and get some statistical key figures for the selected district, region, group of regions and country.===>Ova dva metoda navigacije omogućavaju da se unapred vidi pozicija opštine na karti i da se dobiju neke statistički kljucne brojke za odabranu oblast, region, grupu regiona i zemlju.)
MATCH@E:(These two navigation methods enable to preview the municipality position in the map and get some statistical key figures for the selected district, region, group of regions and country.===>Ova dva metoda navigacije omogućavaju da se unapred vidi pozicija opštine na karti i da se dobiju neke statistički ključne brojke za odabranu oblast, region, grupu regiona i zemlju.)
MATCH@M:(Finally, the user can attain the requested municipality directly through the search engine.===>Konačno, korisnik može da pristupi željenoj opštini direktno pomoću mašine za pretragu.)
MATCH@E:(Finally, the user can attain the requested municipality directly through the search engine.===>Konačno, korisnik može da pristupi željenoj opštini direktno pomoću mašine za pretragu.)
MATCH@M:(In a final step indicators for selected municipality divided into domains are presented in Figure 2.===>U poslednjem koraku predstavljeni su pokazatelji za odabranu opštinu podeljeni na oblasti i nalaze se na slici 2.)
MATCH@E:(In a final step indicators for selected municipality divided into domains are presented in Figure 2.===>U poslednjem koraku predstavljeni su pokazatelji za odabranu opštinu podeljeni na oblasti i nalaze se na slici 2.)
MATCH@M:(Two tables in the middle of page contain rows and fill colours are used here for better information legibility.===>Dve tabele na sredini strane imaju kolone, a boje pomažu da informacija bude čitljivija.)
MATCH@E:(Two tables in the middle of page contain rows and fill colours are used here for better information legibility.===>Dve tabele na sredini strane imaju kolone, a boje pomažu da informacija bude čitljivija.)
MATCH@M:(This is an example of how fill colours in alternating rows can be used to aid scanning across rows and point out that the importance is on the row not on the single value.===>Ovo je primer kako boja u svakom drugom redu može da se iskoristi za skeniranje redova i da istakne da je značajan čitav red, a ne samo pojedinačna vrednost.)
MATCH@E:(This is an example of how fill colours in alternating rows can be used to aid scanning across rows and point out that the importance is on the row not on the single value.===>Ovo je primer kako boja u svakom drugom redu može da se iskoristi za skeniranje redova i da istakne da je značajan čitav red, a ne samo pojedinačna vrednost.)
MATCH@M:(Properly designed fill colours are for scanning across rows less distracting to the eye than grids.===>Prilikom skeniranja, dobro projektovane boje za popunjavanje redova manje štete oku nego “rešetke”.)
MATCH@E:(Properly designed fill colours are for scanning across rows less distracting to the eye than grids.===>Prilikom skeniranja, dobro projektovane boje za popunjavanje redova manje štete oku nego rešetke.)
MATCH@M:(If user wants to know more about an indicator, the tooltip with full methodical notes concerning an indicator appear by pointing on an indicator or on his value.===>Ako korisnik želi da sazna nešto više o nekom pokazatelju, pojavi-će se strelica sa celokupnim metodološkim beleškama u vezi sa tim pokazateljem ili sa njegovom vrednosšću.)
MATCH@E:(If user wants to know more about an indicator, the tooltip with full methodical notes concerning an indicator appear by pointing on an indicator or on his value.===>Ako korisnik želi da sazna nešto više o nekom pokazatelju, pojavi će se strelica sa celokupnim metodološkim beleškama u vezi sa tim pokazateljem ili sa njegovom vrednosšću.)
MATCH@M:(In the MO[/MIS website the descriptive metadata are used as a navigation tool too.===>Na MOS/MIS veb stranici metapodaci se koriste i kao oruđe za navigaciju.)
MATCH@E:(In the MO[/MIS website the descriptive metadata are used as a navigation tool too.===>Na MO[/MIS veb stranici metapodaci se koriste i kao oruđe za navigaciju.)
MATCH@M:(Users can very easy obtain indicators from all domains by one click.===>Korisnici mogu veoma lako da dođu do pokazatelja iz svih domena, samo jednim klikom.)
MATCH@E:(Users can very easy obtain indicators from all domains by one click.===>Korisnici mogu veoma lako da dođu do pokazatelja iz svih domena, samo jednim klikom.)
MATCH@M:(The user also can very easy obtain the desired district, region and group of region for the analysed municipality.===>Korisnik može takođe lako da dobije željenu oblast, region i grupu regiona za opštinu, grupu ili regiju.)
MATCH@E:(The user also can very easy obtain the desired district, region and group of region for the analysed municipality.===>Korisnik može takođe lako da dobije željenu oblast, region i grupu regiona za opštinu, grupu ili regiju.)
MATCH@M:(It is very useful that user can by one click on the tree of territorial units obtain a totally different district with its municipalities.===>Veoma je korisno to što korisnik jednim klikom na stablu teritorijalnih jedinica može da dobije potpuno različitu oblast sa njenim opštinama.)
MATCH@E:(It is very useful that user can by one click on the tree of territorial units obtain a totally different district with its municipalities.===>Veoma je korisno to što korisnik jednim klikom na stablu teritorijalnih jedinica može da dobije potpuno različitu oblast sa njenim opštinama.)
MATCH@M:(The territorial unit tree always shows user’s position in the whole NUTS structure of the Slovak Republic.===>Teritorijalno stablo uvek pokazuje poziciju korisnika u ukupnoj strukturi NUTS Republike Slovačke.)
MATCH@E:(The territorial unit tree always shows users position in the whole NUTS structure of the Slovak Republic.===>Teritorijalno stablo uvek pokazuje poziciju korisnika u ukupnoj strukturi NUTS Republike Slovačke.)
MATCH@M:(The purpose of the Urban Audit Website is to present all indicators concerning eight selected towns and their subcities in the Slovak Republic in years 2001 and 2004.===>Svrha veb stranice Urban Audit jeste da predstavi sve indikatore koji se tiču osam odabranih gradova i i ni-hovih predgrađa u Republici Slovačkoj 2001 i 2004 godine.)
MATCH@E:(3.2 Urban Audit The purpose of the Urban Audit Website is to present all indicators concerning eight selected towns and their subcities in the Slovak Republic in years 2001 and 2004.===>3.2 Pregled u urbanim uslovima Svrha veb stranice Urban Audit jeste da predstavi sve indikatore koji se tiču osam odabranih gradova i i nihovih predgrađa u Republici Slovačkoj 2001 i 2004 godine.)
MATCH@M:(The eight selected towns are shown in tree on left side of screen in Figure 3.===>Na dijagramu stabla na levoj strani slike na slici 3 prikazano je osam određenih gradova.)
MATCH@E:(The eight selected towns are shown in tree on left side of screen in Figure 3.===>Na dijagramu stabla na levoj strani slike na slici 3 prikazano je osam određenih gradova.)
MATCH@M:(All indicators for selected towns (C -city), one level above or districts (L - large) and parts of town (S - sub-city) are presented.===>Predstavljeni su svi pokazatelji za odabrane gradove (C - grad), jedan nivo iznad distrikta (L - prostranost) i delovi grada (S - predgrađe).)
MATCH@E:(All indicators for selected towns (C city), one level above or districts (L large) and parts of town (S sub-city) are presented.===>Predstavljeni su svi pokazatelji za odabrane gradove (C - grad), jedan nivo iznad distrikta (L - prostranost) i delovi grada (S - predgrađe).)
MATCH@M:(The navigation structure is the same as on the MO[/MIS website but only for selected districts, cities and sub-cities participated in this European project.===>Struktura navigacije je ista kao i kod MOŠ/MIS stranice, ali samo za odabrane oblasti, gradove i predgrađa koji su učestvovali u ovom Evropskom projektu.)
MATCH@E:(The navigation structure is the same as on the MOŠ/MIS website but only for selected districts, cities and sub-cities participated in this European project.===>Struktura navigacije je ista kao i kod MO[/MIS stranice, ali samo za odabrane oblasti, gra dove i predgrađa koji su učestvovali u ovom Evropskom projektu.)
MATCH@M:(The user can obtain data for all supported territories by its selection from the tree.===>Korisnik može da dobije podatke sa svih umreženih teritorija tako što ih bira sa tog stabla.)
MATCH@E:(The user can obtain data for all supported territories by its selection from the tree.===>Korisnik može da dobije podatke sa svih umreženih teritorija tako što ih bira sa tog stabla.)
MATCH@M:(Here are significantly more indicators (338) in comparison with the MOS/MIS, where are presented 140 indicators.===>Postoji značajno veći broj pokazatelja (338) u poređe-nju sa MOŠ/MIS, gde je prikazano 140 indikatora.)
MATCH@E:(Here are significantly more indicators (338) in comparison with the MO[/MIS, where are presented 140 indicators.===>Postoji značajno veći broj pokazatelja (338) u poređenju sa MO[/MIS, gde je prikazano 140 indikatora.)
MATCH@M:(Indicators are divided into domains and sub-domains, which are accessible via the drop-down menu.===>Pokazatelji su podeljeni u domene i sub-domene kojima se može pristupiti pomoću padajućeg menija.)
MATCH@E:(Indicators are divided into domains and sub-domains, which are accessible via the drop-down menu.===>Pokazatelji su podeljeni u domene i sub-domene kojima se može pristupiti pomoću padajućeg menija.)
MATCH@M:(After clicking on a subdomain, user can see all indicators and their values.===>Kad klikne na sub-domen, korisnik može da vidi sve pokazatelje i njihove vrednosti.)
MATCH@E:(After clicking on a subdomain, user can see all indicators and their values.===>Kad klikne na sub-domen, korisnik može da vidi sve pokazatelje i njihove vrednosti.)
MATCH@M:(The table is of the same type as in Figure 2 but with a larger number of rows and also fill colours are here used for better legibility.===>Tabela izgleda isto kao na slici 2, ali ima veći broj redova, a boje se takođe koriste zbog bolje čitljivosti.)
MATCH@E:(The table is of the same type as in Figure 2 but with a larger number of rows and also fill colours are here used for better legibility.===>Tabela izgleda isto kao na slici 2, ali ima veći broj redova, a boje se takođe koriste zbog bolje čitljivosti.)
MATCH@M:(In this website fill colours in alternating rows are more accentuated than the previous one because there are significantly more rows in each table.===>Na ovoj veb stranici, boje u svakom drugom redu naglašenije su nego prethodne zato što ima značajno više redova na svakoj tabeli.)
MATCH@E:(In this website fill colours in alternating rows are more accentuated than the previous one because there are significantly more rows in each table.===>Na ovoj veb stranici, boje u svakom drugom redu naglašenije su nego prethodne zato što ima značajno više redova na svakoj tabeli.)
MATCH@M:(Figure 3: Selected sub-domain of indicators for selected city - Urban Audit===>Slika 3: Odabrani sub-domen pokazatelja za odabrani grad - pregled urbane oblasti)
MATCH@E:(Figure 3: Selected sub-domain of indicators for selected city Urban Audit 3.3.===>Slika 3:)
BAD_LINE_=============================================================
BAD_LINE_M:Figure 3: Selected sub-domain of indicators for selected city - Urban Audit
BAD_LINE_M:Slika 3: Odabrani sub-domen pokazatelja za odabrani grad - pregled urbane oblasti
BAD_LINE_E:Figure 3: Selected sub-domain of indicators for selected city Urban Audit 3.3.
BAD_LINE_E:Slika 3:
MATCH@M:(The UrbanAudit website is similar to the MO[/MIS website and also meets the W3C standards and the mentioned national regulation.===>Veb stranica pregleda grada (Urban Audit) slična je veb stanici MOŠ/MIS i zadovoljava W3C standarde i pomenute nacionalne propise.)
MATCH@E:(The UrbanAudit website is similar to the MOŠ/MIS website and also meets the W3C standards and the mentioned national regulation.===>Veb stranica pregleda grada (Urban Audit) slična je veb stanici MO[/MIS i zadovoljava W3C standarde i pomenute nacionalne propise.)
MATCH@M:(When users become familiar with one of these websites they will be able to use easily the other one.===>Kada se korisnici dobro upoznaju sa jednom od ovih veb stranica lako će moći da koriste drugu.)
MATCH@E:(When users become familiar with one of these websites they will be able to use easily the other one.===>Kada se korisnici dobro upoznaju sa jednom od ovih veb stranica lako će moći da koriste drugu.)
MATCH@M:(The purpose of this project is to enhance the knowledge of domestic and foreign general audience and professionals about population and housing censuses realised in the area of Slovakia during almost one century.===>Cilj ovoga projekta jeste da što potpunije obavesti i domaću i stranu publiku i stručnjake o popisu stanovništva i stambenog prostora sprovedenog u Slovačkoj tokom skoro celog veka.)
MATCH@E:(Censuses The purpose of this project is to enhance the knowledge of domestic and foreign general audience and professionals about population and housing censuses realised in the area of Slovakia during almost one century.===>Odabrani sub-domen pokazatelja za odabrani grad - pregled urbane oblasti 3.3 Censuses Cilj ovoga projekta jeste da što potpunije obavesti i domaću i stranu publiku i stručnjake o popisu stanovništva i stambenog prostora sprovedenog u Slovačkoj tokom skoro celog veka.)
MATCH@M:(The population and housing censuses, give a complex picture of demography and social and economic characteristics of a country.===>Popisi stanovništva i stambenog prostora pružaju složenu sliku demografije i društvenih i privrednih osobenosti jedne zemlje.)
MATCH@E:(The population and housing censuses, give a complex picture of demography and social and economic characteristics of a country.===>Popisi stanovništva i stambenog prostora pružaju složenu sliku demografije i društvenih i privrednih osobenosti jedne zemlje.)
MATCH@M:(The census data are very specific and it is impossible to replace them by data from other types of surveys.===>Podaci iz popisa su veoma specifični i nije ih moguće zameniti podacima iz nekih drugih istraživanja.)
MATCH@E:(The census data are very specific and it is impossible to replace them by data from other types of surveys.===>Podaci iz popisa su veoma specifični i nije ih moguće zameniti podacima iz nekih drugih istraživanja.)
MATCH@M:(The objectives of this project partially differ from the objectives of other two projects mentioned above.===>Ciljevi ovoga projekta se delimično razlikuju od ciljeva druga dva projekta koja smo pomenuli.)
MATCH@E:(The objectives of this project partially differ from the objectives of other two projects mentioned above.===>Ciljevi ovoga projekta se delimično razlikuju od ciljeva druga dva projekta koja smo pomenuli.)
MATCH@M:(This presentation offers detailed results and other related basic information concerning population and housing censuses realised in Slovakia in years 1921, 1930, 1950, 1961, 1970, 1980, 1991 and 2001.===>Ova prezentacija prikazuje detaljne rezultate i druge osnovne informacije koje se odnose na popis stanovništva i stambenog prostora u Slovačkoj 1921., 1930., 1950, 1961., 1970., 1980, 1991. i 2001. godine.)
MATCH@E:(This presentation offers detailed results and other related basic information concerning population and housing censuses realised in Slovakia in years 1921, 1930, 1950, 1961, 1970, 1980, 1991 and 2001.===>Ova prezentacija prikazuje detaljne rezultate i druge osnovne informacije koje se odnose na popis stanovništva i stambenog prostora u Slovačkoj 1921., 1930., 1950, 1961., 1970., 1980, 1991. i 2001. godine.)
MATCH@M:(The user obtains the results in one place, in the unified form and in various representation modes like tables, diagrams, maps and their combinations.===>Korisnik dobi-ja rezultate na jednom mestu, u jedinstvenoj formi i u različitim modelima predstavljanja, kao što su tabele, dijagrami, mape i njihove kombinacije.)
MATCH@E:(The user obtains the results in one place, in the unified form and in various representation modes like tables, diagrams, maps and their combinations.===>Korisnik dobija rezultate na jednom mestu, u jedinstvenoj formi i u različitim modelima predstavljanja, kao što su tabele, dijagrami, mape i njihove kombinacije.)
MATCH@M:(Detailed results of each census are in separated web pages because territorial unit structure was changed in the time between every two censuses and the structure of indicators was designed for each census according to actual requirements.===>Detaljni prikaz rezultata za svaki popis nalazi se na posebnim veb stranicama, zato što se struktura teritorijalnih jedinica menjala između svaka dva popisa, a struktura pokazatelja stvarana je za svaki popis posebno, u skladu sa stvarnim potrebama.)
MATCH@E:(Detailed results of each census are in separated web pages because territorial unit structure was changed in the time between every two censuses and the structure of indicators was designed for each census according to actual requirements.===>Detaljni prikaz rezultata za svaki popis nalazi se na posebnim veb stranicama, zato što se struktura teritorijalnih jedinica menjala između svaka dva popisa, a struktura pokazatelja stvarana je za svaki popis posebno, u skladu sa stvarnim potrebama.)
MATCH@M:(This presentation also provides the possibility to compare common selected indicators in their historical context.===>Ova prezentacija omogućava i da se porede uobičajeni izabrani pokazatelji u svom istorijskom kontekstu.)
MATCH@E:(This presentation also provides the possibility to compare common selected indicators in their historical context.===>Ova prezentacija omogućava i da se porede uobičajeni izabrani pokazatelji u svom istorijskom kontekstu.)
MATCH@M:(The design allows an easy and trouble-free future expansion of this website.===>Ovakav dizajn omogućava da se veb stranica lako i bez problema širi u budućnosti.)
MATCH@E:(The de sign allows an easy and trouble-free future expansion of this website.===>Ovakav dizajn omogućava da se veb stranica lako i bez problema širi u budućnosti.)
MATCH@M:(More about this project is in Ê4].===>Više o ovom projektu saznaćete u [4].)
MATCH@E:(More about this project is in Š4Ë.===>Više o ovom projektu saznaćete u Š4Ë.)
MATCH@M:(The data from the last three censuses (1980, 1991 and 2001) were computer processed already in the census time.===>Podaci iz poslednja tri popisa (1980., 1991. i 2001.) obrađeni su kompjuterski već tokom samog popisa.)
MATCH@E:(The data from the last three censuses (1980, 1991 and 2001) were computer processed already in the census time.===>Podaci iz poslednja tri popisa (1980., 1991. i 2001.) obrađeni su kompjuterski već tokom samog popisa.)
MATCH@M:(The creation of the three - dimensional data structure (time, territory and indicator), the conversion to the unified data format and the storage of data into the common database were accomplished in first project realisation steps.===>Projekcija trodimenzionalne strukture podataka (vreme, teritorija i pokazatelj), konverzija u format jedinstvenih podataka i skladištenje podataka u zajedničku bazu podataka završeni su u prvim koracima realizacije projekta.)
MATCH@E:(The creation of the three - dimensional data structure (time, territory and indicator), the conversion to the unified data format and the storage of data into the common database were accomplished in first project realisation steps.===>Projekcija trodimenzionalne strukture podataka (vreme, teritorija i pokazatelj), konverzija u format jedinstvenih podataka i skladištenje podataka u zajedničku bazu podataka završeni su u prvim koracima realizacije projekta.)
MATCH@M:(The territorial navigation for the three latest censuses is realised via the hierarchical tree of territorial units actual for each census.===>Teritorijalna navigacija u tri poslednja popisa sprovedena je uz pomoć hijerarskijskog stabla teritorijalnih jedinica za svaki popis.)
MATCH@E:(The territorial navigation for the three latest censuses is realised via the hierarchical tree of territorial units actual for each census.===>Teritorijalna navigacija u tri poslednja popisa sprovedena je uz pomoć hijerarskijskog stabla teritorijalnih jedinica za svaki popis.)
MATCH@M:(Figure 4 depicts the hierarchical navigation tree of territories, list of available tables and the selected table for the 1991 census.===>Slika 4 opisuje stablo hijerarhijske navigacije za terirorije, listu dostupnih tabela i odabranu tabelu sa popisa 1991.)
MATCH@E:(Figure 4 depicts the hierarchical navigation tree of territories, list of available tables and the selected table for the 1991 census.===>Slika 4 opisuje stablo hijerarhijske navigacije za terirorije, listu dostupnih tabela i odabranu tabelu sa popisa 1991.)
MATCH@M:(Territorial unit navigation tree is the administration division of the Slovak Republic effective during the 1991Census.===>Navigaciono stablo teritorijalnih jedinica predstavlja administrativnu po-delu Slovačke koja je bila na snazi tokom popisa 1991.)
MATCH@E:(Territorial unit navigation tree is the administration division of the Slovak Republic effective during the 1991Census.===>Navigaciono stablo teritorijalnih jedinica predstavlja administrativnu podelu Slovačke koja je bila na snazi tokom popisa 1991.)
MATCH@M:(The difference to the MOÊ/MIS website is in the territorial unit navigation tree as the administration division of the Slovak Republic changed between years 1991 and 2001.===>Razlika u odnosu na MOS/MIS veb stranicu nalazi se u navigacionom stablu teritorijalne jedinice pošto se administrativna podela Republike Slovačke menjala između 1991. i 2001. godine.)
MATCH@E:(The difference to the MOŠ/MIS website is in the territorial unit navigation tree as the administration division of the Slovak Republic changed between years 1991 and 2001.===>Razlika u odnosu na MO[/MIS veb stranicu nalazi se u navigacionom stablu teritorijalne jedinice pošto se administrativna podela Republike Slovačke menjala između 1991. i 2001. godine.)
MATCH@M:(The focus in this table is on individual values in cells, so the grids are used.===>U ovoj tabeli obratićemo pažnju na pojedinačne vrednosti u rubrikama, stoga smo upotrebili mrežni prikaz.)
MATCH@E:(The focus in this table is on individual values in cells, so the grids are used.===>U ovoj tabeli obratićemo pažnju na pojedinačne vrednosti u rubrikama, stoga smo upotrebili mrežni prikaz.)
MATCH@M:(This table is bidirectionally structured with two sets of subdivisions of categories.===>Ova tabela je dvosmer-no struktuirana, sa dva seta sub-podele kategorija.)
MATCH@E:(This table is bidirectionally structured with two sets of subdivisions of categories.===>Ova tabela je dvosmerno struktuirana, sa dva seta sub-podele kategorija. ~~~ Slika 4:)
MATCH@M:(When tables are long or total values are more important than the detailed ones, total values are placed at the top of a table so the user can read total values without moving the vertical bar on the screen.===>Kada su tabele duge ili kada su ukupne vrednosti značajnije nego pojedinačne, ukupne vrednosti se postavljaju na vrh tabele, tako da korisnik može da pročita ukupne vrednosti a da ne po-mera vertikalni bar na ekranu.)
MATCH@E:(When tables are long or total values are more important than the detailed ones, total values are placed at the top of a table so the user can read total values without moving the vertical bar on the screen.===>Kada su tabele duge ili kada su ukupne vrednosti značajnije nego pojedinačne, ukupne vrednosti se postavljaju na vrh tabele, tako da korisnik može da pročita ukupne vrednosti a da ne pomera vertikalni bar na ekranu.)
MATCH@M:(Besides the data from individual censuses, the presentation offers time series of selected indicators in numerical and diagram form.===>Pored podataka iz pojedinačnih popisa, prezentacija nudi vremenski niz odabranih pokazatelja u numeričkom i u obliku dijagrama.)
MATCH@E:(Besides the data from individual censuses, the presentation offers time series of selected indicators in numer ical and diagram form.===>Pored podataka iz pojedinačnih popisa, prezentacija nudi vremenski niz odabranih pokazatelja u numerič kom i u obliku dijagrama.)
MATCH@M:(Some series start as early as in 1848.===>Neki nizovi počeli su još 1848. godine.)
MATCH@E:(Some series start as early as in 1848.===>Neki nizovi počeli su još 1848. godine.)
MATCH@M:(An example of time series is shown the Figure 5 depicting the population development in years 1848 -2001 in the area of Slovakia.===>Jedan primer vremenskog niza prikazan je na slici 5 koja opisuje rast stanovništva u godinama 1848 - 2001 i opisuje razvoj stanovništva u Slovačkoj u periodu 1848 - 2001.)
MATCH@E:(An example of time series is shown the Figure 5 depicting the population development in years 1848 2001 in the area of Slovakia.===>Jedan primer vremenskog niza prikazan je na slici 5 koja opisuje rast stanovništva u godinama 1848 - 2001 i opisuje razvoj stanovništva u Slovačkoj u periodu 1848 - 2001.)
MATCH@M:(The population is presented in the bar graph.===>Stanovništvo je predstavljeno stubičastim grafikonom.)
MATCH@E:(The population is presented in the bar graph.===>Stanovništvo je predstavljeno stubičastim grafikonom.)
MATCH@M:(Figure 5: Population development in years 1848 - 2001===>Slika 5: Rast stanovništva od 1848 - 2001)
MATCH@E:(Figure 5: Population development in years 1848 2001 4.===>Slika 5: ~~~ Rast stanovništva od 1848 - 2001 4.)
MATCH@M:(The MOÊ/MIS and the Urban Audit websites were already finished and only maintenance of web pages is assumed.===>Veb stranice MOŠ/MIS i Pregled gradskih zona (Urban Audit) već su završene i potrebno ih je samo održavati.)
MATCH@E:(Conclusion The MOŠ/MIS and the Urban Audit websites were already finished and only maintenance of web pages is assumed.===>Zaključak Veb stranice MO[/MIS i Pregled gradskih zona (Urban Audit) već su završene i potrebno ih je samo održavati.)
MATCH@M:(Both websites are placed on the website of the Statistical Office of the Slovak Republic.===>Obe su postavljene na vebsajt Statističkog zavoda Republike Slovačke.)
MATCH@E:(Both websites are placed on the website of the Statistical Office of the Slovak Republic.===>Obe su postavljene na vebsajt Statističkog zavoda Republike Slovačke.)
MATCH@M:(The MOÊ/MIS website is one of the most visited websites on the Statistical Office web, what proves that the MOÊ/MIS website is a useful source of the statistical information concerning territorial units of the Slovak Republic. As for the Censuses website, its first version is finished and placed on the INFOSTAT website. In response to the requests, changes in the Censuses website could be realised.===>MOŠ/MIS veb stranica jedna je od najposećenijih stranica na mreži Statističkog zavoda, što dokazuje da predstavlja koristan izvor statističkih informacija u vezi sa teritorijalnim jedinicama Republike Slovačke. Što se tiče veb stranica Cen-suses, završena je prva verzija i postavljena na INFOSTAT mrežu. Promene na Censuses moguće su ukoliko ima zahteva za tim.)
MATCH@E:(The MOŠ/MIS website is one of the most visited websites on the Statistical Office web, what proves that the MOŠ/MIS website is a useful source of the statistical information concerning territorial units of the Slovak Republic. ~~~ As for the Censuses website, its first version is finished and placed on the INFOSTAT website.===>MO[/MIS veb stranica jedna je od najposećenijih stranica na mreži Statističkog zavoda, što dokazuje da predstavlja koristan izvor statističkih informacija u vezi sa teritorijalnim jedinicama Republike Slovačke. [to se tiče veb stranica Cen suses, završena je prva verzija i postavljena na INFOSTAT mrežu.)
MATCH@M:(For example the enlargement of the amount of presented data can be done by expanding the territorial units to the municipality level, adding detailed bibliographical part for individual censuses, expanding the length and number of time series, transforming static presentation system from older censuses (censuses till 1970) into dynamic form, adding the search engine working across the website, retrieving and presenting data from censuses older than 1921 census.===>Na primer, može se povećati količina podataka tako što bi se teritorijalne jedinice proširile do nivoa opština i dodali bibliografski podaci za svaki pojedinačni popis, što bi se povećala dužina i broj vremenskih nizova, što bi sistem statičke prezentacije za starije popise (popise do 1970. godine) dobio dinamički oblik, što bi se dodala mašina za pretragu koja bi pretraživala celu stranu, povlačili i prezentova-li i podaci iz perioda pre popisa 1921. godine.)
MATCH@E:(For example the enlargement of the amount of presented data can be done by expanding the territorial units to the municipality level, adding detailed bibliographical part for individual censuses, expanding the length and number of time series, transforming static presentation system from older censuses (censuses till 1970) into dynamic form, adding the search engine working across the website, retrieving and presenting data from censuses older than 1921 census.===>Na primer, može se povećati količina podataka tako što bi se teritorijalne jedinice proširile do nivoa opština i dodali bibliografski podaci za svaki pojedinačni popis, što bi se povećala dužina i broj vremenskih nizova, što bi sistem statičke prezentacije za starije popise (popise do 1970. godine) dobio dinamički oblik, što bi se dodala mašina za pretragu koja bi pretraživala celu stranu, povlačili i prezentova li i podaci iz perioda pre popisa 1921. godine.)
MATCH@M:(The presentation should also fully meet the W3C standards and the above mentioned national regulation.===>Prezentacija bi takođe trebalo da u potpunosti zadovolji standarde W3C i gore pomenute nacionalne propise.)
MATCH@E:(The presentation should also fully meet the W3C standards and the above mentioned national regulation.===>Prezentacija bi takođe trebalo da u potpunosti zadovolji standarde W3C i gore pomenute nacionalne propise.)
MATCH@M:(These three projects have specific and common points.===>Ova tri projekta imaju i različitosti i zajedničkih tača-ka.)
MATCH@E:(These three projects have specific and common points.===>Ova tri projekta imaju i različitosti i zajedničkih tačaka.)
MATCH@M:(The common points are analysed to obtain as unified presentation form and navigation as possible.===>Zajedničke tačke smo analizirali da bismo dobili što jedinstveniji oblik prezentacije i navigacije.)
MATCH@E:(The common points are analysed to obtain as unified presentation form and navigation as possible.===>Zajedničke tačke smo analizirali da bismo dobili što jedinstveniji oblik prezentacije i navigacije.)
MATCH@M:(These websites are running at different web servers (Apache and MS IIS), web pages (jsp, aspx and html) and database management systems (Oracle, SQL Server).===>Ove veb stranice stoje na različitim serverima (Apache i MS IIS), veb stranama (jsp, aspx, i html) i sistemima upravljanja bazama podataka (Oracle, SQL Server).)
MATCH@E:(These websites are running at different web servers (Apache and MS IIS), web pages (jsp, aspx and html) and database management systems (Oracle, SQL Server).===>Ove veb stranice stoje na različitim serverima (Apache i MS IIS), veb stranama (jsp, aspx, i html) i sistemima upravljanja bazama podataka (Oracle, SQL Server).)
MATCH@M:(The particular solution depends on the hardware and software infrastructure of the respective web server manager - the Statistical Office of the Slovak Republic or INFOSTAT, where the websites are operated.===>Određena rešenja zavise od hardverske i softverske infrastrukture odgovarajuće organizacije koja upravlja veb serverom - Statističkog zavoda Republike Slovačke ili INFOSTATa, na kojima se veb stranice nalaze.)
MATCH@E:(The particular solution depends on the hardware and software infrastructure of the respective web server manager - the Statistical Office of the Slovak Republic or INFOSTAT, where the websites are operated.===>Određena rešenja zavise od hardverske i softverske infrastrukture odgovarajuće organizacije koja upravlja veb serverom - Statističkog zavoda Republike Slovačke ili INFOSTATa, na kojima se veb stranice nalaze.)
MATCH@M:(For end users it is not important because the layout and navigation system of these websites is as unified as possible and the purpose and goals of the each project remain in unchanged form.===>Za krajnjeg korisnika ovo nije značajno, pošto su izgled i sistem navigacije ovih veb stranica projek-tovani da budu što istovetniji, a svrha i ciljevi i jednog i drugog projekta ostaju u neizmenjenom obliku.)
MATCH@E:(For end users it is not important because the layout and navigation system of these websites is as unified as possible and the purpose and goals of the each project remain in unchanged form.===>Za krajnjeg korisnika ovo nije značajno, pošto su izgled i sistem navigacije ovih veb stranica projektovani da budu što istovetniji, a svrha i ciljevi i jednog i drugog projekta ostaju u neizmenjenom obliku.)
MATCH@M:(Projects mentioned above result in better information of home and foreign community.===>Gore pomenuti projekti doprineli su boljem informi-sanju i domaćih i stranih korisnika.)
MATCH@E:(Projects mentioned above result in better information of home and foreign community.===>Gore pomenuti projekti doprineli su boljem informisanju i domaćih i stranih korisnika.)
MATCH@M:(Relevant websites enable easier accessing the vide variety of statistic indicators describing different territorial levels and time periods.===>Odgovarajuće veb strane omogućavaju lakši pristup širokom spektru statističkih informacija koje opisuju različite teritorijalne nivoe i vremenske periode.)
MATCH@E:(Relevant websites enable easier accessing the vide variety of statistic indicators describing different territorial levels and time periods.===>Odgovarajuće veb strane omogućavaju lakši pristup širokom spektru statističkih informacija koje opisuju različite teritorijalne nivoe i vremenske periode.)
MATCH@M:(The MO[/MIS presents on his website only current data and information.===>MOS/MIS na svojim stranicama predstavlja samo aktuelne podatke i informacije.)
MATCH@E:(The MOŠ/MIS presents on his website only current data and information.===>MO[/MIS na svojim stranicama predstavlja samo aktuelne podatke i informacije.)
MATCH@M:(The Urban Audit website presents data for both surveys.===>Urban Audit predstavlja podatke i za jednu i za drugu pretragu.)
MATCH@E:(The Urban Audit website presents data for both surveys.===>Urban Audit predstavlja podatke i za jednu i za drugu pretragu.)
MATCH@M:(The Censuses website presents data and information from almost one century period starting with the 1921 and ending with the 2001 census.===>Censuses veb stranica prikazuje podatke i informacije za period od skoro jednog veka, počevši od popisa 1921. godine i završavajući sa popisom iz 2001. godine.)
MATCH@E:(The Censuses website presents data and information from almost one century period starting with the 1921 and ending with the 2001 census.===>Censuses veb stranica prikazuje podatke i informacije za period od skoro jednog veka, počevši od popisa 1921. godine i završavajući sa popisom iz 2001. godine.)
MATCH@M:(The decision complexity derived from the fact that compound and financially demanding projects are acceptable only if expected social and economic benefits are more influential then costs associated with the project operationalization.===>Kompleksnost odluke proizilazi iz činjenice da su složeni i finansijski zahtevni projekti jedino prihvatljivi ukoliko se očekivane socijalne i društvene koristi značajnije od troškova koji prate njihovu realizaciju.)
MATCH@E:(The decision complexity derived from the fact that compound and financially demanding projects are acceptable only if expected social and economic benefits are more influential then costs associated with the project operationalization.===>Kompleksnost odluke proizilazi iz činjenice da su složeni i finansijski zahtevni projekti jedino prihvatljivi ukoliko se očekivane socijalne i društvene koristi značajnije od troškova koji prate njihovu realizaciju.)
MATCH@M:(According to the previous, project financing comes up as a potentially useful method that governments use for development promoting of the most important resources, or better still, for establishing new independent facilities at the places of major importance.===>Shodno tome, projektno finansir-anje pruža potencijalno koristan način po kome država može promovisati razvoj svojih najvrednih resursa ili uspostaviti nezavisno proizvodno postrojenje, upravo tamo gde je ono i najpotrebnije.)
MATCH@E:(According to the previous, project financing comes up as a potentially useful method that governments use for development promoting of the most important resources, or better still, for establishing new independent facilities at the places of major importance.===>Shodno tome, projektno finansiranje pruža potencijalno koristan način po kome država može promovisati razvoj svojih najvrednih resursa ili uspostaviti nezavisno proizvodno postrojenje, upravo tamo gde je ono i najpotrebnije.)
MATCH@M:(This paper presents advantages and disadvantages of project financing, as one of the financing models, as well as circumstances in which it can be meaningful for investors.===>Ovim radom predstavljene su prednosti i nedostaci projektnog finansiranja kao jednog od mogućih modaliteta finansiranja, ali su prikazane i okolnosti kada projektno finansiranje može biti od značaja investitorima.)
MATCH@E:(This paper presents advantages and disadvantages of project financing, as one of the financing models, as well as circumstances in which it can be meaningful for investors.===>Ovim radom predstavljene su prednosti i nedostaci projektnog finansiranja kao jednog od mogućih modaliteta finansiranja, ali su prikazane i okolnosti kada projektno finansiranje može biti od značaja investitorima.)
MATCH@M:(The paper particularly points out the fact that project financing is a kind of financing model that strives to satisfy all contract parts, taking into account their mutual interests and a return on joint investments as well.===>Posebno je ukazano na činjenicu da ovaj model finansiranja nastoji zadovoljiti sve ugovorne strane, uzimajući u obzir njihov zajednički interes, ali i prinos koji ovaj modalitet finansiranja može da donese. 1.	Uvod)
MATCH@E:(The paper particularly points out the fact that project financing is a kind of financing model that strives to satisfy all contract parts, taking into account their mutual interests and a return on joint investments as well. ~~~ 1.===>Posebno je ukazano na činjenicu da ovaj model finansiranja nastoji zadovoljiti sve ugovorne strane, uzimajući u obzir njihov zajednički interes, ali i prinos koji ovaj modalitet finansiranja može da donese. 1.)
MATCH@M:(1.	Introduction Project financing is a financing model which is becoming increasingly important and attractive, due to the scope and the complexity of the projects that can be funded in this way.===>Projektno finansiranje je modalitet finansiranja koji posebno dobija na značaju i atraktivnosti, usled veličine i kompleksnosti projekata koji se mogu finansirati na ovaj način.)
MATCH@E:(Introduction Project financing is a financing model which is becoming increasingly important and attractive, due to the scope and the complexity of the projects that can be funded in this way.===>Uvod Projektno finansiranje je modalitet finansiranja koji posebno dobija na značaju i atraktivnosti, usled veličine i kompleksnosti projekata koji se mogu finansirati na ovaj način.)
MATCH@M:(It is a very useful and attractive technique used in a large number of industries worldwide.===>Ono predstavlja jako atraktivnu i korisnu tehniku koja se koristi u celom svetu među različitim granama industrije.)
MATCH@E:(It is a very useful and attractive technique used in a large number of industries worldwide.===>Ono predstavlja jako atraktivnu i korisnu tehniku koja se koristi u celom svetu među različitim granama industrije.)
MATCH@M:(Project financing is a model long implemented in the developed countries and is used to maximize the results within the financial means available.===>Projektno finansiranje je model koji je odavno u primeni u razvijenim zemljama i koristi se radi maksimizacije rezultata u okviru raspoloživih finansijskih sredstava.)
MATCH@E:(Project financing is a model long implemented in the developed countries and is used to maximize the results within the financial means available.===>Projektno finansiranje je model koji je odavno u primeni u razvijenim zemljama i koristi se radi maksimizacije rezultata u okviru raspoloživih finansijskih sredstava.)
MATCH@M:(In the developing countries, this method of financing infrastructure facilities is by all means present in a broadest sense, however, it is expected to yet gain popularity and importance, since, as a rule, the developing countries do not command enough financial resources to start large-scope projects, nor to complete them in a proper way.===>U zemljama u razvoju ovaj način finansiranja infrastrukturnih projekata je svakako prisutan u najširem smislu te reči, ali očekuje se da tek dobije na svom značaju, budući da zemlje u razvoju po pravilu ne raspolažu sa dovoljno finansijskih sredstava da bi pokrenule velike projekte, odnosno da bi ih komplementirale na pravi način.)
MATCH@E:(In the developing countries, this method of financing infrastructure facilities is by all means present in a broadest sense, however, it is expected to yet gain popularity and importance, since, as a rule, the developing countries do not command enough financial resources to start largescope projects, nor to complete them in a proper way.===>U zemljama u razvoju ovaj način finansiranja infrastrukturnih projekata je svakako prisutan u najširem smislu te reči, ali očekuje se da tek dobije na svom značaju, budući da zemlje u razvoju po pravilu ne raspolažu sa dovoljno finansijskih sredstava da bi pokrenule velike projekte, odnosno da bi ih komplementirale na pravi način.)
MATCH@M:(Project financing is defined as financing a certain project, most often an infrastructure or a financial one, where the lenders rely on cash flow and project returns as monetary sources to pay the invested funds back.===>Projektno finansiranje se definiše kao finansiranje određenog projekta, najčešće infrastrukturnog ili industrijskog, pri čemu se zajmodavci oslanjaju na tok gotovine i prihode projekta kao izvore sredstava iz kojih će se otplatiti investirana sredstva.)
MATCH@E:(Project financing is defined as financing a certain project, most often an infrastructure or a financial one, where the lenders rely on cash flow and project returns as monetary sources to pay the invested funds back.===>Projektno finansiranje se definiše kao finansiranje određenog projekta, najčešće infrastrukturnog ili industrijskog, pri čemu se zajmodavci oslanjaju na tok gotovine i prihode projekta kao izvore sredstava iz kojih će se otplatiti investirana sredstva.)
MATCH@M:(Basically, this means that the investor has an insight into the monetary flows, and that the profit earned is the only way to pay the debts off, i.e., that the “project assets are to ensure the financing of the project itself“, therefore it is the only gurantee that the project will be completed.===>To u osnovi znači da investitor ima uvid u novčane tokove, te da je ostvareni profit jedini način da vrati investirana finansijska sredstva, odnosno da „aktiva projekta treba da osigura finansiranje samog projekta“, te da je ona u tom smislu i jedina garancija za realizaciju ovoga projekta.)
MATCH@E:(Basically, this means that the investor has an insight into the monetary flows, and that the profit earned is the only way to pay the debts off, i.e., that the project assets are to ensure the financing of the project itself Š4Ë, therefore it is the only gurantee that the project will be completed.===>To u osnovi znači da investitor ima uvid u novčane tokove, te da je ostvareni profit jedini način da vrati investirana finansijska sredstva, odnosno da aktiva projekta treba da osigura finansiranje samog projekta Š4Ë, te da je ona u tom smislu i jedina garancija za realizaciju ovoga projekta.)
MATCH@M:(The driving force of the project financing include its sponsors and investors.===>Pokretačku snagu projektnog finansiranja čine njegovi sponzori i investitori.)
MATCH@E:(The driving force of the project financing include its sponsors and investors.===>Pokretačku snagu projektnog finansiranja čine njegovi sponzori i investitori.)
MATCH@M:(The project sponsor is the party “behind the project“ and serves as its motive power, most frequently the Government of a country, an autonomous entity of an industry sector, or a consortium, a future buyer of the project products or services.===>Sponzor projekta je strana koja stoji “iza projekta” i čini njegovu pokretačku stranu, najčešće Vlada neke zemlje, samostalni entitet privrednog sektora ili konzorcijum, budući kupac proizvoda ili usluga projekta.)
MATCH@E:(The project sponsor is the party behind the project and serves as its motive power, most frequently the Government of a country, an autonomous entity of an industry sector, or a consortium, a future buyer of the project products or services.===>Sponzor projekta je strana koja stoji iza projekta i čini njegovu pokretačku stranu, najčešće Vlada neke zemlje, samostalni entitet privrednog sektora ili konzorcijum, budući kupac proizvoda ili usluga projekta.)
MATCH@M:(The project financiers/promoters are mainly financial institutions, such as: international organizations for development financing, banks, investment trusts, equipment manufacturers, construction companies, future buyers, etc. [1]===>Finansijeri projekta su uglavnom finansijske institucije kao što su: međunarodne organizacije za finansiranje razvoja, banke, investicioni fondovi, proizvođači opreme, izvođači radova, budući kupci i sl. [1])
MATCH@E:(The project financiers/promoters are mainly financial institutions, such as: international organizations for development financing, banks, investment trusts, equipment manufacturers, construction companies, future buyers, etc.===>Finansijeri projekta su uglavnom finansijske institucije kao što su: međunarodne organizacije za finansiranje razvoja, banke, investicioni fondovi, proizvođači opreme, izvođači radova, bu dući kupci i sl.)
MATCH@M:(A project may have one or more sponsors who promote the project idea and motivate all the participants in its execution.===>Projekat može imati jednog ili više sponzora koji potenciraju ideju o projektu i motivišu sve učesnike u njegovoj realizaciji.)
MATCH@E:(Š1Ë A project may have one or more sponsors who promote the project idea and motivate all the participants in its execution.===>Š1Ë Projekat može imati jednog ili više sponzora koji potenciraju ideju o projektu i motivišu sve učesnike u njegovoj realizaciji.)
MATCH@M:(The governments of the countries worldwide hailed the appropriation of funds of individual investors in the fields of infrastructure and services in a broad range of industrial activities, among them power supply, transport, irrigation and soil improvement, telecommunications, petroleum and gas, mineral resources exploitation, schools and hospitals.===>Vlade država širom sveta su pokazale inicijativu za an-gažovanjem finansijskih sredstava individualnih investitora u infrastrukturu i usluge u vrlo širokoj paleti aktivnosti industrijskih delatnosti, uključujući oblast energetike, transporta, navodnjavanja i meliorizacije, telekomunikacija, nafte i gasa, ekploatacije ruda i minerala, škola i bolnica.)
MATCH@E:(The governments of the countries worldwide hailed the appropriation of funds of individual investors in the fields of infrastructure and services in a broad range of industrial activities, among them power supply, transport, irrigation and soil improvement, telecommunications, petroleum and gas, mineral resources exploitation, schools and hospitals.===>Vlade država širom sveta su pokazale inicijativu za angažovanjem finansijskih sredstava individualnih investitora u infrastrukturu i usluge u vrlo širokoj paleti aktivnosti industrijskih delatnosti, uključujući oblast energetike, transporta, navodnjavanja i meliorizacije, telekomunikacija, nafte i gasa, ekploatacije ruda i minerala, škola i bolnica.)
MATCH@M:(Such a manner of funding means improvement of a large number of public works and services without which the quality of operations and work would be hard to achieve.===>Ovakav način obezbeđenja finansijskih sredstava omogućuju unapređenje mnogih javnih poslova i usluga bez kojih nije lako obezbediti kvalitet delovanja i poslovanja.)
MATCH@E:(Such a manner of funding means improvement of a large number of public works and services without which the quality of operations and work would be hard to achieve.===>Ovakav način obezbeđenja finansijskih sredstava omogućuju unapređenje mnogih javnih poslova i usluga bez kojih nije lako obezbediti kvalitet delovanja i poslovanja.)
MATCH@M:(The start up of investment cycles in Serbia was addi-tionaly imposed by the analysis of various models of financing of such projects, so the market is being introduced to the advantages and disadvantages these different methods of financing bring.===>Pokretanje investicionih ciklusa u Srbiji nametnulo je i razmatranje različitih modela finansiranja takvih projekata, te je izvesna prisutnost upoznavanja tržišta sa prednostima i nedostacima koje različiti vidovi finansiranja donose.)
MATCH@E:(The start up of investment cycles in Serbia was additionaly imposed by the analysis of various models of financing of such projects, so the market is being introduced to the advantages and disadvantages these different methods of financing bring.===>Pokretanje investicionih ciklusa u Srbiji nametnulo je i razmatranje različitih modela finansiranja takvih projekata, te je izvesna prisutnost upoznavanja tržišta sa prednostima i nedostacima koje različiti vidovi finansiranja donose.)
MATCH@M:(By the adoption of the Mortgage Act that introduces the notion of the mortgage securing the facility under construction and the new method of receivables classification on the basis of the monetary flow projections (in the past period, such claims were only possible on the basis of the historic financial indicators) provided by the National Benk of Serbia, a legal basis is formed for implementing such a model of financing.===>Usvajanjem Zakona o hipoteci, kojim se uvodi pojam hipoteke na objektu u izgradnji i omogućavanjem klasifikacije potraživanja i po osnovu projektovanih novčanih tokova (za razliku od prethodnog perioda, kada je to bilo moguće isključivo na osnovu istorijskih finansijskih pokazatelja) omogućenim od strane Narodne Banke Srbije, stvoreni su zakonski uslovi za primenu ovog modaliteta finansira-nja.)
MATCH@E:(By the adoption of the Mortgage Act that introduces the notion of the mortgage securing the facility under construction and the new method of receivables classification on the basis of the monetary flow projections (in the past period, such claims were only possible on the basis of the historic financial indicators) provided by the National Benk of Serbia, a legal basis is formed for implementing such a model of financing.===>Usvajanjem Zakona o hipoteci, kojim se uvodi pojam hipoteke na objektu u izgradnji i omogućavanjem klasifikacije potraživanja i po osnovu projektovanih novčanih tokova (za razliku od prethodnog perioda, kada je to bilo moguće isključivo na osnovu istorijskih finansijskih pokazatelja) omogućenim od strane Narodne Banke Srbije, stvoreni su zakonski uslovi za primenu ovog modaliteta finansiranja.)
MATCH@M:(Hence project financing earns a special importance as an infrastructure and capital-intensive projects financing, since in this form it means an improvement in the methodology of project evaluating and financing.===>U tom smislu projektno finansiranje dobija poseban značaj kao vid finansiranja infrastrukture i kapitalno intezivnih projekata, budući da svim svojim karakteristikama predstavlja unapređenje metodologije vrednovanja i finansiranja projekata.)
MATCH@E:(Hence project financing earns a special importance as an infrastructure and capital-intensive projects financing, since in this form it means an improvement in the methodology of project evaluating and financing. ~~~ 2.===>U tom smislu projektno finansiranje dobija poseban značaj kao vid finansiranja infrastrukture i kapitalno intezivnih projekata, budući da svim svojim karakteristikama predstavlja unapređenje metodologije vrednovanja i finansiranja projekata. 2.)
MATCH@M:(The project financing is a form of contracting that means firm contractual relations between/among the participants, and, as such, can be applied only in the projects that are capable of supporting such a form of firm contract and sustain it on an acceptable cost level.===>Projektno finansiranje je takva forma ugovaranja koja podrazumeva čvrste ugovorne odnose među učesnicima, te se shodno tome može primenjivati samo kod onih projekata koji mogu izneti takvu formu čvrstog ugovora i održavati istu na prihvatljivom troškovnom nivou.)
MATCH@E:(Project Financing The project financing is a form of contracting that means firm contractual relations between/among the participants, and, as such, can be applied only in the projects that are capable of supporting such a form of firm contract and sustain it on an acceptable cost level.===>Projektno finansiranje Projektno finansiranje je takva forma ugovaranja koja podrazumeva čvrste ugovorne odnose među učesnicima, te se shodno tome može primenjivati samo kod onih projekata koji mogu izneti takvu formu čvrstog ugovora i održavati istu na prihvatljivom troškovnom nivou.)
MATCH@M:(Basically, the project financing requires the presence of a real “joint interest“ among the parties included in the project execution.===>Suštinski, projektno finansiranje zahteva postojanje istinske „zajednice interesa“ među stranama uključenim u realizaciju projekta.)
MATCH@E:(Basically, the project financing requires the presence of a real joint interest among the parties included in the project execution.===>Suštinski, projektno finansiranje zahteva postojanje istinske zajednice interesa među stranama uključenim u realizaciju projekta.)
MATCH@M:(Only when each of the parties is really interested in a successful operalization of the project financing will all the participants do their best to ensure that the project is actually completed.===>Tek kada je svakoj strani u interesu da se projektno finansiranje realizuje sa uspehom, tada će se i svi učenici potruditi da se realizacija projekta i desi.)
MATCH@E:(Only when each of the parties is really interested in a successful operalization of the project financing will all the participants do their best to ensure that the project is actually completed.===>Tek kada je svakoj strani u interesu da se projektno finansiranje realizuje sa uspehom, tada će se i svi učenici potruditi da se realizacija projekta i desi.)
MATCH@M:(Simultaneously, project financing requires that the financial engineers should design such a financial framework that would contribute to forming of a set of contracts, which will in turn provide benefits from the contracts to all the parties concerned.===>U isto vreme projektno finansiranje zahteva da finansijski inženjeri dizajniraju takvu finansijsku strukturu koja ce doprineti formiranju seta ugovora, koji ce omoguciti svim stranama korist od dogovora.)
MATCH@E:(Simultaneously, project financing requires that the financial engineers should design such a financial framework that would contribute to forming of a set of contracts, which will in turn provide benefits from the contracts to all the parties concerned.===>U isto vreme projektno finansiranje zahteva da finansijski inženjeri dizajniraju takvu finansijsku strukturu koja će doprineti formiranju seta ugovora, koji će omogućiti svim stranama korist od dogovora.)
MATCH@M:(The selection of the project financing model prior to the corporate direct finansing includes the selection of such an organization form that differs from a traditional company in two basic aspects: [3]===>Izbor projektnog finansiranja ispred korporativnog direktnog finansiranja uključuje i odabir takve organizacione forme koja se razlikuje od tradicionalne kompanije u dve osnovne stavke:[3])
MATCH@E:(The selection of the project financing model prior to the corporate direct finansing includes the selection of such an organization form that differs from a traditional company in two basic aspects: Š3Ë 1.===>Izbor projektnog finansiranja ispred korporativnog direktnog finansiranja uključuje i odabir takve organizacione forme koja se razlikuje od tradicionalne kompanije u dve osnovne stavke: ~~~ Š3Ë 1.)
MATCH@M:(1.	The project has a limited life cycle, the same as the legal entity that owns it, therefore the identity of the entity is defined by the project.===>1.	Projekat ima ograničen rok trajanja, baš kao i pravna jedinica koja ga poseduje, te je shodno tome i identitet te jedinice određen projektom.)
MATCH@E:(The project has a limited life cycle, the same as the legal entity that owns it, therefore the identity of the entity is defined by the project.===>Projekat ima ograničen rok trajanja, baš kao i pravna jedinica koja ga poseduje, te je shodno tome i identitet te jedinice određen projektom.)
MATCH@M:(In case of the traditional company, the identity of the organizational unit is not time-limited.===>U slučaju tradicionalne kompanije identitet organizacione jedinice nije vremenski ograničen.)
MATCH@E:(In case of the traditional company, the identity of the organizational unit is not time-limited. ~~~ 2.===>U slučaju tradicionalne kompanije identitet organizacione jedinice nije vremenski ograničen. 2.)
MATCH@M:(2.	The project unit distributes the cash flow directly from the project to the creditors and to the capital investors on the project.===>2.	Projektna jedinica distribuira tok gotovine direktno sa projekta ka zajmodavcima i kapitalnim investitorima projekta.)
MATCH@E:(The project unit distributes the cash flow directly from the project to the creditors and to the capital investors on the project.===>Projektna jedinica distribuira tok gotovine direktno sa projekta ka zajmodavcima i kapitalnim investitorima projekta.)
MATCH@M:(The traditional companies can hold the resulting free cash flow of profitable projects and reinvest it into other projects, according to the company management preferences.===>Tradicionalne kompanije, imaju na raspolaganju mogućnost zadržavanja rezulti-rajuceg slobodnog toka gotovine profitabilnih projekata i reinvestiranja istog u druge projekte prema preferencijama menadžmenta kompanije.)
MATCH@E:(The traditional companies can hold the resulting free cash flow of profitable projects and reinvest it into other projects, according to the company management preferences.===>Tradicionalne kompanije, imaju na raspolaganju mogućnost zadržavanja rezultirajućeg slobodnog toka gotovine profitabilnih projekata i reinvestiranja istog u druge projekte prema preferencijama menadžmenta kompanije.)
MATCH@M:(The project financing has an opposite approach, therefore the free cash flos goes to the capital investors.===>Projektno finansiranje ima suprotan pristup, te shodno tome kapitalni investitori dobij aj u slobodan tok gotovine.)
MATCH@E:(The project financing has an opposite approach, therefore the free cash flos goes to the capital investors.===>Projektno finansiranje ima suprotan pristup, te shodno tome kapitalni investitori dobijaju slobodan tok gotovine.)
MATCH@M:(As a result, it is they who make the decision on a further investment of free assets.===>Posledično, odluku o daljem investiranju slobodnih novčanih sredstava donose sami.)
MATCH@E:(As a result, it is they who make the decision on a further investment of free assets.===>Posledično, odluku o daljem investiranju slobodnih novčanih sredstava donose sami.)
MATCH@M:(that is also called the special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) - Single Purpose Entity or Single Purpose Company (SPC) and is a legally independent company whose purpose of establishment is project financing.===>Namensko preduzeće često se naziva i Special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) - Single Purpose Entity ili Single Purpose Company (SPC) i pravno je nezavisno pred-uzeće čija je namena osnivanja projektno finansiranje.)
MATCH@E:(The initial and the main characteristic of the the project financing model is the establishment of an entirely new company that is also called the special Purpose Vehicle Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) Single Purpose Entity or Single Purpose Company (SPC) and is a legally independent company whose purpose of establishment is project financing.===>Početna i glavna karakteristika modela projektnog finansiranja jeste formiranje potpuno novog preduzeća koje je projektno finansirano. ~~~ Namensko preduzeće često se naziva i Special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) Single Purpose Entity ili Single Purpose Company (SPC) i pravno je nezavisno preduzeće čija je namena osnivanja projektno finansiranje.)
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BAD_LINE_M:that is also called the special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) - Single Purpose Entity or Single Purpose Company (SPC) and is a legally independent company whose purpose of establishment is project financing.
BAD_LINE_M:Namensko preduzeće često se naziva i Special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) - Single Purpose Entity ili Single Purpose Company (SPC) i pravno je nezavisno pred-uzeće čija je namena osnivanja projektno finansiranje.
BAD_LINE_E:The initial and the main characteristic of the the project financing model is the establishment of an entirely new company that is also called the special Purpose Vehicle Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) Single Purpose Entity or Single Purpose Company (SPC) and is a legally independent company whose purpose of establishment is project financing.
BAD_LINE_E:Početna i glavna karakteristika modela projektnog finansiranja jeste formiranje potpuno novog preduzeća koje je projektno finansirano. ~~~ Namensko preduzeće često se naziva i Special Purpose Vehicle - Single Purpose Vehicle (SPV), Special Purpose Company (SPC), Special Purpose Entity (SPE) Single Purpose Entity ili Single Purpose Company (SPC) i pravno je nezavisno preduzeće čija je namena osnivanja projektno finansiranje.
MATCH@M:(This entity (most commonly, the incorporated limited liability company, or limited partnership) is set up for the purpose of accomplishing narrow, specific, temporary goals.===>To je telo (najčešće društvo ograničene odgovornosti, odnosno partnerstvo sa ograničenom odgovornošću) formirano sa namenom realizacije uskih, specifičnih ili privremenih ciljeva.)
MATCH@E:(This entity (most commonly, the incorporated limited liability company, or limited partnership) is set up for the purpose of accomplishing narrow, specific, temporary goals.===>To je telo (najčešće društvo ograničene odgovornosti, odnosno partnerstvo sa ograničenom odgovornošću) formirano sa namenom realizacije uskih, specifičnih ili privremenih ciljeva.)
MATCH@M:(The primary goal is the isolation from financial risks and bankruptcy, although one of the goals can often be the deduction of tax base and risk.===>Primarni cilj je izolacija finan-sijskog rizika i stečaja, mada se kao cilj često pojavljuje umanjenje poreske osnovice i rizika.)
MATCH@E:(The primary goal is the isolation from financial risks and bankruptcy, although one of the goals can often be the deduction of tax base and risk.===>Primarni cilj je izolacija finansijskog rizika i stečaja, mada se kao cilj često pojavljuje umanjenje poreske osnovice i rizika.)
MATCH@M:(The project organization is financed by the post-entry funds/property, because of the posibility of disposal on the basis of the standard ownership rights.===>U projektnu organizaciju unosi se imovina koja se naknadno knjiži, zarad mogućnosti raspolaganja standardnim pravima vlasništva.)
MATCH@E:(The project organization is financed by the post-entry funds/property, because of the posibility of disposal on the basis of the standard ownership rights.===>U projektnu organizaciju unosi se imovina koja se naknadno knjiži, zarad mogućnosti raspolaganja standardnim pravima vlasništva.)
MATCH@M:(Such companies are most commonly established for the purpose of executing a concrete project. Here, a number of companies join to build a facility, a part of infrastructure, or to develop a technical innovation.===>Ovakve kompanije se najčešće osnivaju zbog realizacije nekog konkretnog projekta, pri čemu se za njegovu realizaciju udružuje više preduzeća radi izgradnje nekog objekta, dela infrastrukture, odnosno razvoja tehničke inovacije.)
MATCH@E:(Such companies are most commonly established for the purpose of executing a concrete project. ~~~ Here, a number of companies join to build a facility, a part of infrastructure, or to develop a technical innovation.===>Ovakve kompanije se najčešće osnivaju zbog realizacije nekog konkretnog projekta, pri čemu se za njegovu realizaciju udružuje više preduzeća radi izgradnje nekog objekta, dela infrastrukture, odnosno razvoja tehničke inovacije.)
MATCH@M:(In case of large projects, the investors insist on forming such a company, where the credis risk is limited to special projects.===>Kod velikih projekata investitori uslovljavaju formiranje takve kompanije, pri čemu se kreditni rizik ograničava na specijalne projekte.)
MATCH@E:(In case of large projects, the investors insist on forming such a company, where the credis risk is limited to special projects.===>Kod velikih projekata investitori uslovljavaju formiranje takve kompanije, pri čemu se kreditni rizik ograničava na specijalne projekte.)
MATCH@M:(In this sense, there is no threat from other risks from the business activities that the investor (most often a bank) may not be able to get an insight in.===>U tom smislu, ne postoji opasnost pojavljivanja drugih rizika iz poslovnih aktivnosti koje investitor (najčešće neka banka) ne može sagledati.)
MATCH@E:(In this sense, there is no threat from other risks from the business activities that the investor (most often a bank) may not be able to get an insight in.===>U tom smislu, ne postoji opasnost pojavljivanja drugih rizika iz poslovnih aktivnosti koje investitor (najčešće neka banka) ne može sagledati.)
MATCH@M:(The project organization is owned by one or a number of subjects, whereas in certain cases the law provides that the ownership share be percentual, but is not owned by the subject in whose name it is established, that is, is not owned by the sponsor.===>Projektna organizacija je u vlasništvu jednog ili više subjekata, dok u određenim slučajevima zakon nalaže da učešće u vlasništvu mora biti i procentualno zadovoljeno, ali nije u vlasništvu onog subjekta u čije se ime osniva, odnosno nije u vlasništvu sponzora.)
MATCH@E:(The project organization is owned by one or a number of subjects, whereas in certain cases the law provides that the ownership share be percentual, but is not owned by the subject in whose name it is established, that is, is not owned by the sponsor. ~~~ 3.===>Projektna organizacija je u vlasništvu jednog ili više subjekata, dok u određenim slučajevima zakon nalaže da učešće u vlasništvu mora biti i procentualno zadovoljeno, ali nije u vlasništvu onog subjekta u čije se ime osniva, odnosno nije u vlasništvu sponzora. 3.)
MATCH@M:(Project financing is most frequently compared to direct (corporate) financing, provided by way of a credit.===>Projektno finansiranje se najčešće upoređuje sa direktnim (korporativnim) finansiranjam, obezbeđenim kroz kredit.)
MATCH@E:(Direct and project financing relationship Project financing is most frequently compared to direct (corporate) financing, provided by way of a credit.===>Odnos direktnog i projektnog finansiranja Projektno finansiranje se najčešće upoređuje sa direktnim (korporativnim) finansiranjam, obezbeđenim kroz kredit.)
MATCH@M:(Here the choice of financing modalities is defined by the characteristics of the project under way, the cost of capital, and the risk that the project itself is exposed to.===>Pri tome je izbor modaliteta finansiranja definisan karakteristima projekta koji se realizuje, ce-nom kapitala, kao i rizikom koji prati sam projekat.)
MATCH@E:(Here the choice of financing modalities is defined by the characteristics of the project under way, the cost of capital, and the risk that the project itself is exposed to.===>Pri tome je izbor modaliteta finansiranja definisan karakteristima projekta koji se realizuje, cenom kapitala, kao i rizikom koji prati sam projekat.)
MATCH@M:(The implementation of project financing means the use of a specific technique of risk and uncertainty, which is what makes the design of the Monetary flow report extremely complex.===>Primena projektnog finansiranja podrazumeva i primenu specifične tehnike rizika i neizvesnosti, što upravo čini i projek-tovanje Izveštaja o novčanim tokovima izuzetno složenim.)
MATCH@E:(The implementation of project financing means the use of a specific technique of risk and uncertainty, which is what makes the design of the Monetary flow report extremely complex.===>Primena projektnog finansiranja podrazumeva i primenu specifične tehnike rizika i neizvesnosti, što upravo čini i projektovanje Izveštaja o novčanim tokovima izuzetno složenim.)
MATCH@M:(Project financing is an applicable financing model even in the low credit worth countries, in case the project earns enough hard-currency income to regularly service the liabilities to creditors and in case there are a legal and other guarantees that thus earned income will be used to service the debts incurred in project financing.===>Projektno finasiranje je primenljiv model finansiranja i u zemljama s niskim kreditnim rejtingom, ukoliko projekat obezbeđuje dovoljne prihode u čvrstoj valuti koji će omogućiti uredno servisiranje obaveza prema kreditorima i ukoliko postoji pravna i druga sigurnost da će na taj način ostvareni prihodi biti upotrebljeni za servisiranje dugova vezanih za projektno finansiranje.)
MATCH@E:(Project financing is an applicable financing model even in the low credit worth countries, in case the project earns enough hard-currency income to regularly service the liabilities to creditors and in case there are a legal and other guarantees that thus earned income will be used to service the debts incurred in project financing.===>Projektno finasiranje je primenljiv model finansiranja i u zemljama s niskim kreditnim rejtingom, ukoliko projekat obezbeđuje dovoljne prihode u čvrstoj valuti koji će omogućiti uredno servisiranje obaveza prema kreditorima i ukoliko postoji pravna i druga sigurnost da će na taj način ostvareni prihodi biti upotrebljeni za servisiranje dugova vezanih za projektno finansiranje.)
MATCH@M:(The aim of project financing is not to conceal the debt from the creditors, credit rating estimating agencies or shareholders, but to share the project risk.===>Cilj projektnog finansiranja nije da se sakrije dug od kreditora, agencija za procenjiva-nje kreditnog rejtinga ili akcionara, već da se podeli rizik projekta.)
MATCH@E:(The aim of project financing is not to conceal the debt from the creditors, credit rating estimating agencies or shareholders, but to share the project risk.===>Cilj projektnog finansiranja nije da se sakrije dug od kreditora, agencija za procenjivanje kreditnog rejtinga ili akcionara, već da se podeli rizik projekta.)
MATCH@M:(An extremely important characteristic of project financing is the firm belief that the investment funds will be earned back, with a due return on investment.===>Izuzetno značajna karakteristika projektnog finansi-ranja je sigurnost da će se investirana sredstva povratiti uz odgovarajući prinos.)
MATCH@E:(An extremely important characteristic of project financing is the firm belief that the investment funds will be earned back, with a due return on investment.===>Izuzetno značajna karakteristika projektnog finansiranja je sigurnost da će se investirana sredstva povratiti uz odgovarajući prinos.)
MATCH@M:(This usually stems from the guarantees, both direct and indirect, issued by a third party, most commonly the state itself.===>Ova stavka najčešće proiz-ilazi iz garancija, kako direktnih tako i indirektnih, koje izdaje neka treća strana, najčešće sama država.)
MATCH@E:(This usually stems from the guarantees, both direct and indirect, issued by a third party, most commonly the state itself.===>Ova stavka najčešće proizilazi iz garancija, kako direktnih tako i indirektnih, koje izdaje neka treća strana, najčešće sama država.)
MATCH@M:(The need for these projects to be insured comes from the fact that they are capital-intensive, i.e., that they most often require that a high amount of borrowed funds be invested.===>Potreba za osiguravanjem ovih projekata proizilazi iz činjenice da su kapitalno intezivni, odnosno da najčešće zahtevaju ulaganje visokog iznosa pozajmljenih finansijskih sredstava.)
MATCH@E:(The need for these projects to be insured comes from the fact that they are capital-intensive, i.e., that they most often require that a high amount of borrowed funds be invested.===>Potreba za osiguravanjem ovih projekata proizilazi iz činjenice da su kapitalno intezivni, odnosno da najčešće zahtevaju ulaganje visokog iznosa pozajmljenih finansijskih sredstava.)
MATCH@M:(In such a case all the above mention-ad sources of funds are possible, however, each brings its own costs and risks.===>U tom slučaju svi prethodno navedeni izvori finansiranja su mogući, ali svaki od njih ima svoju cenu koštanja i svoje rizike.)
MATCH@E:(In such a case all the above mentionad sources of funds are possible, however, each brings its own costs and risks.===>U tom slučaju svi prethodno navedeni izvori finansiranja su mogući, ali svaki od njih ima svoju cenu koštanja i svoje rizike.)
MATCH@M:(Companies make use of project investment when investing into large projects, where they most commonly use the so-called structural financing.===>Projektno finansiranje koriste preduzeća prilikom investiranja u velike projekte, pri čemu najčešće koriste tzv. strukturno finansiranje.)
MATCH@E:(Companies make use of project investment when investing into large projects, where they most commonly use the so-called structural financing.===>Projektno finansiranje koriste preduzeća prilikom investiranja u velike projekte, pri čemu najčešće koriste tzv. strukturno finansiranje.)
MATCH@M:(The structural financing is one that allows the investors to track the monetary flows due to having formed a project organization, as a unit responsible for the achievement of the defined financial goals.===>Strukturno finansiranje je finansiranje koje omogućava ulagačima praćenje novčanih tokova zahvaljujući formiranju projektnog preduzeća, kao jedinice zadužene za realizaciju defini-sanih finansijskih ciljeva.)
MATCH@E:(The structural financing is one that allows the investors to track the monetary flows due to having formed a project organization, as a unit responsible for the achievement of the defined financial goals.===>Strukturno finansiranje je finansiranje koje omogućava ulagačima praćenje novčanih tokova zahvaljujući formiranju projektnog preduzeća, kao jedinice zadužene za realizaciju definisanih finansijskih ciljeva.)
MATCH@M:(Project financing is a special focus of interest of both the manufacturing companies, and those in the field of power processing and transport.===>Za projektno finansiranje posebno su zainteresovana preduzeća uključena u industrijsku proizvodnju, zatim obradu i transport energije.)
MATCH@E:(Project financing is a special focus of interest of both the manufacturing companies, and those in the field of power processing and transport.===>Za projektno finansiranje posebno su zainteresovana preduzeća uključena u industrijsku proizvodnju, zatim obradu i transport energije.)
MATCH@M:(As far as the project investors are concerned, it is important to point out that there is an increasing interest in joint ventures worldwide.===>Kada se govori o investitorima projekta, treba istaći da se u svetu javlja povećano interesovanje za zajedničke projekte.)
MATCH@E:(As far as the project investors are concerned, it is important to point out that there is an increasing interest in joint ventures worldwide.===>Mnogo je faktora koji podstiču ulazak u realizaciju projekta s partnerima, pri čemu se najčešćim smatraju sledeći: (cid:)
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BAD_LINE_M:As far as the project investors are concerned, it is important to point out that there is an increasing interest in joint ventures worldwide.
BAD_LINE_M:Kada se govori o investitorima projekta, treba istaći da se u svetu javlja povećano interesovanje za zajedničke projekte.
BAD_LINE_E:As far as the project investors are concerned, it is important to point out that there is an increasing interest in joint ventures worldwide.
BAD_LINE_E:Mnogo je faktora koji podstiču ulazak u realizaciju projekta s partnerima, pri čemu se najčešćim smatraju sledeći: (cid:
MATCH@M:(Project financing should be applied each time it is possible to reduce the post-tax capital costs, and each time the sponsor’s credit is unacceptable, and therefore does not ensure the funds required for the project financing with acceptable funds.===>Projektno finansiranje treba primeniti svaki put kada je moguće ostvariti niže troškove kapitala nakon oporezivanja, i svaki put kada je kredit sponzora neprihvatljiv, te u tom smislu ne obezbeđuje potrebna sredstva za finansiranje projekta sa prihvatljivim troškovima.)
MATCH@E:(Project financing should be applied each time it is possible to reduce the post-tax capital costs, and each time the sponsors credit is unacceptable, and therefore does not ensure the funds required for the project financing with acceptable funds.===>Projektno finansiranje treba primeniti svaki put kada je moguće ostvariti niže troškove kapitala nakon oporezivanja, i svaki put kada je kredit sponzora neprihvatljiv, te u tom smislu ne obezbeđuje potrebna sredstva za finansiranje projekta sa prihvatljivim troškovima. ~~~ Prednosti projektnog finanisranja najčešće se ogledaju u: ~~~ Š3Ë (cid: ~~~ Dostizanju ekonomske rente, (cid: ~~~ Dostizanju ekonomije obima, (cid: ~~~ Raspodeli rizika, (cid: ~~~ Povećanju dugovnog kapaciteta, (cid: ~~~ Nižim ukupnim troškovima sredstava, (cid: ~~~ Proizvoljnom plasmanu slobodnog toka gotovi ne, (cid:)
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BAD_LINE_M:Project financing should be applied each time it is possible to reduce the post-tax capital costs, and each time the sponsor’s credit is unacceptable, and therefore does not ensure the funds required for the project financing with acceptable funds.
BAD_LINE_M:Projektno finansiranje treba primeniti svaki put kada je moguće ostvariti niže troškove kapitala nakon oporezivanja, i svaki put kada je kredit sponzora neprihvatljiv, te u tom smislu ne obezbeđuje potrebna sredstva za finansiranje projekta sa prihvatljivim troškovima.
BAD_LINE_E:Project financing should be applied each time it is possible to reduce the post-tax capital costs, and each time the sponsors credit is unacceptable, and therefore does not ensure the funds required for the project financing with acceptable funds.
BAD_LINE_E:Projektno finansiranje treba primeniti svaki put kada je moguće ostvariti niže troškove kapitala nakon oporezivanja, i svaki put kada je kredit sponzora neprihvatljiv, te u tom smislu ne obezbeđuje potrebna sredstva za finansiranje projekta sa prihvatljivim troškovima. ~~~ Prednosti projektnog finanisranja najčešće se ogledaju u: ~~~ Š3Ë (cid: ~~~ Dostizanju ekonomske rente, (cid: ~~~ Dostizanju ekonomije obima, (cid: ~~~ Raspodeli rizika, (cid: ~~~ Povećanju dugovnog kapaciteta, (cid: ~~~ Nižim ukupnim troškovima sredstava, (cid: ~~~ Proizvoljnom plasmanu slobodnog toka gotovi ne, (cid:
MATCH@M:(The administrative sector which controls the disposal of the natural resources stocks, can contract a long-term sale, whose project financing it supports, since that earns an over-than-average return rate on invested funds.===>Pravna služba, koja kontroliše korišćenje skladišta prirodnih resursa, može ugovoriti dugoročnu prodaju, koju projektno finansiranje upravo podržava, budući da donosi nadprosečnu stopu prinosa na uložene investicije.)
MATCH@E:(The administrative sector which controls the disposal of the natural resources stocks, can contract a long-term sale, whose project financing it supports, since that earns an over-than-average return rate on invested funds.===>Pravna služba, koja kontroliše korišćenje skladišta prirodnih resursa, može ugovoriti dugoročnu prodaju, koju projektno finansiranje upravo podržava, budući da donosi nadprosečnu stopu prinosa na uložene investicije.)
MATCH@M:(The economists define this portion of overall revenue that is higher than expected as economic rent.===>Ekonomisti definišu deo ukupnog prinosa koji je viši od očekivanog kao ekonomsku rentu.)
MATCH@E:(The economists define this portion of overall revenue that is higher than expected as economic rent.===>Ekonomisti definišu deo ukupnog prinosa koji je viši od očekivanog kao ekonomsku rentu.)
MATCH@M:(The project sponsors have before them a choice to cash the economic rent by entering longterm sales contracts, where these contracts can be used as collaterals for credits necessary to finance the development of raw material basis.===>Sponzorima projekta stoji opcija unovčavanja ekonomske rente ulaskom u dugoročne prodajne ugovore, pri čemu se ti ugovori mogu koristiti kao koleteral kreditne pozajmice, neophodne za finansiranje razvoja rudne osnove.)
MATCH@E:(The project sponsors have before them a choice to cash the economic rent by entering longterm sales contracts, where these contracts can be used as collaterals for credits necessary to finance the development of raw material basis.===>Sponzorima projekta stoji opcija unovčavanja ekonomske rente ulaskom u dugoročne prodajne ugovore, pri čemu se ti ugovori mogu koristiti kao koleteral kreditne pozajmice, neophodne za finansiranje razvoja rudne osnove.)
MATCH@M:(Concretely, two aluminium producers may decide to build a plant to process aluminium near the site where both partners have large bauxite basins at disposal.===>Konkretno, dva proizvođača aluminijuma mogu odlučiti da izgrade fabriku za preradu aluminij uma blizu lokacije, gde oba partnera imaju na raspolaganju veliko ležište boksita.)
MATCH@E:(Concretely, two aluminium producers may decide to build a plant to process aluminium near the site where both partners have large bauxite basins at disposal.===>Konkretno, dva proizvođača aluminijuma mogu odlučiti da izgrade fabriku za preradu aluminijuma blizu lokacije, gde oba partnera imaju na raspolaganju veliko ležište boksita.)
MATCH@M:(If the cost of capital is high as related to the capitalization the sponsor realizes, the decision on project financing by own funds can seriously imperil the sponsor’s future.===>Ukoliko je trošak kapitala projekta visok u odnosu na kapitalizaciju koju sponzor ostvaruje, odluka o finansiranju projekta isključivo sopstvenim sredstvima uistinu može ugroziti budućnost sponzora.)
MATCH@E:(If the cost of capital is high as related to the capitalization the sponsor realizes, the decision on project financing by own funds can seriously imperil the sponsors future.===>Ukoliko je trošak kapitala projekta visok u odnosu na kapitalizaciju koju sponzor ostvaruje, odluka o finansiranju projekta isključivo sopstvenim sredstvima uistinu može ugroziti budućnost sponzora.)
MATCH@M:(Similarly, the project may be too large for the host country, in financial terms, to justify financing from the country’s own sources.===>Slično, projekat može biti prevelik za zemlju domaćina, u smislu finansijskog naprezanja, da bi se smatralo opravdanim finansiranje samo iz sopstvenih izvora.)
MATCH@E:(Similarly, the project may be too large for the host country, in financial terms, to justify financing from the countrys own sources.===>Slično, projekat može biti prevelik za zemlju domaćina, u smislu finansijskog naprezanja, da bi se smatralo opravdanim finansiranje samo iz sopstvenih izvora.)
MATCH@M:(The funds for the project are raised on the basis of the contracted liability, when: 1) the buyers close a long-term contract to buy a product/service and 2) when the contract provisions are set in such a way as to allow for the free cash flow for the project, providing for the debt to be fully serviced under reasonably acceptable conditions.===>Sredstva za projekt se prikupljaju po osnovu ugovorene obaveze i to kada: 1) kupci uđu u dugoročni dogovor za kupovinu proizvoda-usluge i 2) kada su ugovorene odredbe sastavljene tako da omogućavaju adekvatni tok gotovine za projekat, omogućavajući servisiranje duga u potpunosti pod razumno prihvatljivim uslovima.)
MATCH@E:(The funds for the project are raised on the basis of the contracted liability, when: 1) the buyers close a long-term contract to buy a product/service and 2) when the contract provisions are set in such a way as to allow for the free cash flow for the project, providing for the debt to be fully serviced under reasonably acceptable conditions.===>)
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BAD_LINE_M:The funds for the project are raised on the basis of the contracted liability, when: 1) the buyers close a long-term contract to buy a product/service and 2) when the contract provisions are set in such a way as to allow for the free cash flow for the project, providing for the debt to be fully serviced under reasonably acceptable conditions.
BAD_LINE_M:Sredstva za projekt se prikupljaju po osnovu ugovorene obaveze i to kada: 1) kupci uđu u dugoročni dogovor za kupovinu proizvoda-usluge i 2) kada su ugovorene odredbe sastavljene tako da omogućavaju adekvatni tok gotovine za projekat, omogućavajući servisiranje duga u potpunosti pod razumno prihvatljivim uslovima.
BAD_LINE_E:The funds for the project are raised on the basis of the contracted liability, when: 1) the buyers close a long-term contract to buy a product/service and 2) when the contract provisions are set in such a way as to allow for the free cash flow for the project, providing for the debt to be fully serviced under reasonably acceptable conditions.
BAD_LINE_E:
MATCH@M:(In case any unforeseen costs arise, and the cash flow is not high enough to service them, additional credit support agreements are closed, or often a foundation is established to support the project financing.===>U slučaju pojave nepredviđenih troškova, usled kojih je tok gotovine nedovoljan, sastavljaju se dopunski dogovori za kreditnu podršku, odnosno neretko se formira fondacija za podršku projektnom finansiranju.)
MATCH@E:(In case any unforeseen costs arise, and the cash flow is not high enough to service them, additional credit support agreements are closed, or often a foundation is established to support the project financing.===>U slučaju pojave nepredviđenih troškova, usled kojih je tok gotovine nedovoljan, sastavljaju se dopunski dogovori za kreditnu podršku, odnosno neretko se formira fondacija za podršku projektnom finansiranju.)
MATCH@M:(It should be pointed out that the company established for the purpose of project financing is often in a position to be financed at a fairly higher level of indebtedness compared to the funds invested than it would be normal in the sponsor capitalization.===>Treba napomenuti da je kompanija koja je osnovana zarad projektnog finansiranja često u prilici da se fi-nansira sa daleko višim nivoom zaduženosti u odnosu na investirana sredstva, nego što bi to bilo uobičajeno kod sponzorske kapitalizacije.)
MATCH@E:(It should be pointed out that the company established for the purpose of project financing is often in a position to be financed at a fairly higher level of indebtedness compared to the funds invested than it would be normal in the sponsor capitalization.===>Treba napomenuti da je kompanija koja je osnovana zarad projektnog finansiranja često u prilici da se finansira sa daleko višim nivoom zaduženosti u odnosu na investirana sredstva, nego što bi to bilo uobičajeno kod sponzorske kapitalizacije.)
MATCH@M:(The cash flow that is not required to cover operational costs, is used for debt servicing, or for capital improvements approved of by the investors.===>Tok gotovine koji nije potreban za pokrivanje operativnih troškova, služi za servisiranje dugova, odnosno za kapitalna unapređenja odobrena od strane ulagača kapitala (investitora).)
MATCH@E:(The cash flow that is not required to cover operational costs, is used for debt servicing, or for capital improvements approved of by the investors.===>Tok gotovine koji nije potreban za pokrivanje operativnih troškova, služi za servisiranje dugova, odnosno za kapitalna unapređenja odobrena od strane ulagača kapitala (investitora).)
MATCH@M:(Hence the approach where the investors, rather than professional managers, make decisions as to how the free cash flow will be reinvested.===>Otuda i pristup da ulagači kapitala, pre nego li profesionalni menadžeri, odlučuju kako će slobodan tok gotovine projekta biti ponovo investiran.)
MATCH@E:(Hence the approach where the investors, rather than professional managers, make decisions as to how the free cash flow will be reinvested.===>Otuda i pristup da ulagači kapitala, pre nego li profesionalni menadžeri, odlučuju kako će slobodan tok gotovine projekta biti ponovo investiran.)
MATCH@M:(In this sense, the advantage of the project financing is in that it eliminates the will and the wishes of the Board of directors and grants more freedom to the investors to decide upon the manner of distribution of the cash flow obtained.===>U tom smislu projektno finansiranje ima prednost u tome što eli-miniše volju i nahođenje borda direktora, i daje veću slobodu investitorima u donošenju odluka o raspodeli ostvarenog tok gotovine.)
MATCH@E:(In this sense, the advantage of the project financing is in that it eliminates the will and the wishes of the Board of directors and grants more freedom to the investors to decide upon the manner of distribution of the cash flow obtained.===>U tom smislu projektno finansiranje ima prednost u tome što eliminiše volju i nahođenje borda direktora, i daje veću slobodu investitorima u donošenju odluka o raspodeli ostvarenog tok gotovine.)
MATCH@M:(Simultaneously with the reduction of the risk that the free cash flow can be retained and reinvested without the consent of the capital investors of the project, the equity capital costs of the project are reduced.===>Smanjenjem rizika da se slobodan tok gotovine može zadržati i biti investiran bez odobrenja kapitalnih investitora projekta, smanjuju se istovremeno i troškovi akcijskog kapitala projekta.)
MATCH@E:(Simultaneously with the reduction of the risk that the free cash flow can be retained and reinvested without the consent of the capital investors of the project, the equity capital costs of the project are reduced.===>Smanjenjem rizika da se slobodan tok gotovine može zadržati i biti investiran bez odobrenja kapitalnih investitora projekta, smanjuju se istovremeno i troškovi akcijskog kapitala projekta.)
MATCH@M:(It should be mentioned that in such circumstances the sponsor is not in a hopeless position, since he has the option to negotiate with the investors about new projects he considers profitable, and that would be of interest for the investors themselves.===>Treba pomenuti da sponzor u takvim okolnostima nije po pravilu u nezahvalnoj poziciji, budući da mu stoji na raspolaganju opcija pregovora sa investitorima o novim projektima za koje smatra da su profitabilni, a koji bi bili od interesa i samim ulagačima kapitala.)
MATCH@E:(It should be mentioned that in such circumstances the sponsor is not in a hopeless position, since he has the option to negotiate with the investors about new projects he considers profitable, and that would be of interest for the investors themselves.===>Projektno finansiranje preduzeća omogućava sponzoru projekta finansiranje projekta i kroz kreditne izvore finansiranja. ~~~ U takvim okolnostima to je najčešće kupac proizvoda, odnosno usluga. ~~~ Sredstva za projekt se prikupljaju po osnovu ugovorene obaveze i to kada:)
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BAD_LINE_M:It should be mentioned that in such circumstances the sponsor is not in a hopeless position, since he has the option to negotiate with the investors about new projects he considers profitable, and that would be of interest for the investors themselves.
BAD_LINE_M:Treba pomenuti da sponzor u takvim okolnostima nije po pravilu u nezahvalnoj poziciji, budući da mu stoji na raspolaganju opcija pregovora sa investitorima o novim projektima za koje smatra da su profitabilni, a koji bi bili od interesa i samim ulagačima kapitala.
BAD_LINE_E:It should be mentioned that in such circumstances the sponsor is not in a hopeless position, since he has the option to negotiate with the investors about new projects he considers profitable, and that would be of interest for the investors themselves.
BAD_LINE_E:Projektno finansiranje preduzeća omogućava sponzoru projekta finansiranje projekta i kroz kreditne izvore finansiranja. ~~~ U takvim okolnostima to je najčešće kupac proizvoda, odnosno usluga. ~~~ Sredstva za projekt se prikupljaju po osnovu ugovorene obaveze i to kada:
MATCH@M:(Thecapital structure of the project unit normally includes only one debt class, and the number of creditors is rather small.===>Struktura kapitala projektne jedinice uglavnom ima samo jednu klasu duga i vrlo je mali broj potencijalnih poverilaca.)
MATCH@E:(The capital structure of the project unit normally includes only one debt class, and the number of creditors is rather small.===>Struktura kapitala projektne jedinice uglavnom ima samo jednu klasu duga i vrlo je mali broj potencijalnih poverilaca.)
MATCH@M:(It is a general rule that the time and the cost accompanying the resolving of financial disorders increases with the increase in the number of creditors, as well as with the increase in the debtor’s capital structure complexity.===>Opšte je pravilo da se vreme i trošak koji prate reša-vanje finansijskih poremećaja povećava sa brojem poverilaca, kao i sa usložnjavanjem strukture kapitala dužnika.)
MATCH@E:(It is a general rule that the time and the cost accompanying the resolving of financial disorders increases with the increase in the number of creditors, as well as with the increase in the debtors capital structure complexity.===>Opšte je pravilo da se vreme i trošak koji prate rešavanje finansijskih poremećaja povećava sa brojem poverilaca, kao i sa usložnjavanjem strukture kapitala dužnika.)
MATCH@M:(In case of the traditional organization, direct debts of the sponsor will be covered by an entire portfolio of the sponsor’s property, therefore, if one business line fails, the creditor will nevertheless be paid back, thanks to the project sponsor’s other business lines.===>Kod tradicionalne organizacije, direktni dugovi sponzora će biti pokriveni od strane čitavog portfolia imovine sponzora, te ukoliko jedna linija poslovanja propadne, zajmodavac će ipak biti isplaćen, zahvaljujući drugim linijama poslovanja sponzora projekta.)
MATCH@E:(In case of the traditional organization, direct debts of the sponsor will be covered by an entire portfolio of the sponsors property, therefore, if one business line fails, the creditor will nevertheless be paid back, thanks to the project sponsors other business lines.===>Kod tradicionalne organizacije, direktni dugovi sponzora će biti pokriveni od strane čitavog portfolia imovine sponzora, te ukoliko jedna linija poslovanja propadne, zajmodavac će ipak biti isplaćen, zahvaljujući drugim linijama poslovanja sponzora projekta.)
MATCH@M:(In case of the project financing of the project, however, the project property will be separated from the sponsor’s other property, therefore the access to the property is limited by the level of the reimbursement that the sponsor guarantees to the creditor by a project debt contract.===>Međutim, kod projektnog finansiranja projekta, imovina projekta je razdvojena od druge imovine sponzora, te je i pristup imovini limitiran nivoom nadoknade sponzora koja je garantovana zajmodavcu u projektnom dugov-nom ugovoru.)
MATCH@E:(In case of the project financing of the project, however, the project property will be separated from the sponsors other property, therefore the access to the property is limited by the level of the reimbursement that the sponsor guarantees to the creditor by a project debt contract.===>Međutim, kod projektnog finansiranja projekta, imovina projekta je razdvojena od druge imovine sponzora, te je i pristup imovini limitiran nivoom nadoknade sponzora koja je garantovana zajmodavcu u projektnom dugovnom ugovoru.)
MATCH@M:(Concretely, chemical and petroleum companies that enter a joint project, may be faced with considerable costs that result from the ignorance of legal and regulatory provisions accompanying the investment.===>Konkretno, hemijska i naftna kompanija koje ulaze u zajednički projekat, mogu se susresti sa značajnim troškovima koji nastaju usled nepoznavanja pravnih i regulatornih odredbi koje prate ulaganje.)
MATCH@E:(Concretely, chemical and petroleum companies that enter a joint project, may be faced with considerable costs that result from the ignorance of legal and regulatory provisions accompanying the investment.===>Konkretno, hemijska i naftna kompanija koje ulaze u zajednički projekat, mogu se susresti sa značajnim troškovima koji nastaju usled nepoznavanja pravnih i regulatornih odredbi koje prate ulaganje.)
MATCH@M:(When the projects are run by a team of experts from the field, project financing may lead to the economy of scope, due to the expert control over legal and regulatory costs.===>Kada su projekti vođeni timom eksperata iz te oblasti, projektno finansiranje može dovesti i do ekonomije obima zahvaljujući ekspert-skoj kontroli pravnih i regulatornih troškova.)
MATCH@E:(When the projects are run by a team of experts from the field, project financing may lead to the economy of scope, due to the expert control over legal and regulatory costs.===>Kada su projekti vođeni timom eksperata iz te oblasti, projektno finansiranje može dovesti i do ekonomije obima zahvaljujući ekspertskoj kontroli pravnih i regulatornih troškova.)
MATCH@M:(The economic sustainability of the project will depend on the further cooperation of a number of external organizations that are not under the direct control of industrial organizations, whereas using the knowledge and experience of the expert team, reputed for having successfully completed similar projects, will reduce operational costs to a considerable extent.===>Ekonomska održivost projekta će zavisiti od nastavka kooperacije nekoliko spoljnih organizacija nad kojima industrijska preduzeća nemaju direktnu kontrolu, dok korišćenje znanja i iskustva ekspertskog tima koji iza sebe ima uspešno završene slične projekte će značajno smanjiti operativne troškove.)
MATCH@E:(The economic sustainability of the project will depend on the further cooperation of a number of external organizations that are not under the direct control of industrial organizations, whereas using the knowledge and experience of the expert team, reputed for having successfully completed similar projects, will reduce operational costs to a considerable extent.===>Ekonomska održivost projekta će zavisiti od nastavka kooperacije nekoliko spoljnih organizacija nad kojima industrijska preduzeća nemaju direktnu kontrolu, dok korišćenje znanja i iskustva ekspertskog tima koji iza sebe ima uspešno završene slične projekte će značajno smanjiti operativne troškove.)
MATCH@M:(More precisely, the project status independence that results from the desire to create a long-term profitable project will reduce the risk for the companies that jointly finance the production.===>Tačnije, nezavisnost statusa projekta proizašla iz želje da stvori dugoročno profitabilan projekat smanjuje rizik preduzeća koja su zajednički finansirala proizvodnju.)
MATCH@E:(More precisely, the project status independence that results from the desire to create a long-term profitable project will reduce the risk for the companies that jointly finance the production.===>)
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BAD_LINE_M:More precisely, the project status independence that results from the desire to create a long-term profitable project will reduce the risk for the companies that jointly finance the production.
BAD_LINE_M:Tačnije, nezavisnost statusa projekta proizašla iz želje da stvori dugoročno profitabilan projekat smanjuje rizik preduzeća koja su zajednički finansirala proizvodnju.
BAD_LINE_E:More precisely, the project status independence that results from the desire to create a long-term profitable project will reduce the risk for the companies that jointly finance the production.
BAD_LINE_E:
MATCH@M:(Project financing does not result in a less expensive capital under all conditions and in all projects, therefore the costs of contracting are also very important.===>Projektno finansiranje ne dovodi u svim uslovima i kod svih projekata do jeftinijeg kapitala, te treba ukazati posebno na troškove ugovaranja.)
MATCH@E:(5. ~~~ Disadvantages of project financing Project financing does not result in a less expensive capital under all conditions and in all projects, therefore the costs of contracting are also very important.===>Tačnije, nezavisnost sta tusa projekta proizašla iz želje da stvori dugoročno profitabilan projekat smanjuje rizik preduzeća koja su zajednički finansirala proizvodnju. 5 Nedostaci projektnog finansiranja Projektno finansiranje ne dovodi u svim uslovima i kod svih projekata do jeftinijeg kapitala, te treba ukazati posebno na troškove ugovaranja.)
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BAD_LINE_M:Project financing does not result in a less expensive capital under all conditions and in all projects, therefore the costs of contracting are also very important.
BAD_LINE_M:Projektno finansiranje ne dovodi u svim uslovima i kod svih projekata do jeftinijeg kapitala, te treba ukazati posebno na troškove ugovaranja.
BAD_LINE_E:5. ~~~ Disadvantages of project financing Project financing does not result in a less expensive capital under all conditions and in all projects, therefore the costs of contracting are also very important.
BAD_LINE_E:Tačnije, nezavisnost sta tusa projekta proizašla iz želje da stvori dugoročno profitabilan projekat smanjuje rizik preduzeća koja su zajednički finansirala proizvodnju. 5 Nedostaci projektnog finansiranja Projektno finansiranje ne dovodi u svim uslovima i kod svih projekata do jeftinijeg kapitala, te treba ukazati posebno na troškove ugovaranja.
MATCH@M:(It is those costs and the negative effects accompanying them that may prevail over all the advantages of the project financing.===>Stoga, upravo ovi troškovi, kao i negativni efekti koji ih prate, mogu značajno prevagnuti u odnosu na sve prednosti projektnog finansiranja.)
MATCH@E:(It is those costs and the negative effects accompanying them that may prevail over all the advantages of the project financing.===>Stoga, upravo ovi troškovi, kao i negativni efekti koji ih prate, mogu značajno prevagnuti u odnosu na sve prednosti projektnog finansiranja.)
MATCH@M:(The negotiations themselves may be rather complex and hence expensive to conduct.===>Sami pregovori mogu biti prilično složeni i samim tim skupi za realizaciju.)
MATCH@E:(The negotiations themselves may be rather complex and hence expensive to conduct.===>Sami pregovori mogu biti prilično složeni i samim tim skupi za realizaciju.)
MATCH@M:(More precisely, the credit support in project financing is carried out through obligations stipulated in the contract, not through direct payments, therefore the lenders of project financing are deeply concerned about having to continually answer the contractual obligations and service debt.===>Tačnije, kreditna podrška kod projektnog finansiranja se realizuje kroz ugovorne obaveze, a ne kroz direktno plaćanje, te su zajmodavci projektnog finansiranja zabrinuti za mogućnost kontinuirane realizacije ugovorenih obaveza i servisiranje duga.)
MATCH@E:(More precisely, the credit support in project financing is carried out through obligations stipulated in the contract, not through direct payments, therefore the lenders of project financing are deeply concerned about having to continually answer the contractual obligations and service debt.===>Tačnije, kreditna podrška kod projektnog finansiranja se realizuje kroz ugovorne obaveze, a ne kroz direktno plaćanje, te su zajmodavci projektnog finansiranja zabrinuti za mogućnost kontinuirane realizacije ugovorenih obaveza i servisiranje duga.)
MATCH@M:(One way of achieving this goal is the insurance provided by a third party, which was discussed above.===>Jedan od načina za postizanje ovoga cilja je i osiguranje od treće strane, što je već pomenuto.)
MATCH@E:(One way of achieving this goal is the insurance provided by a third party, which was discussed above.===>Jedan od načina za postizanje ovoga cilja je i osiguranje od treće strane, što je već pomenuto.)
MATCH@M:(The projects supported by a third party without that party earning a direct benefit from the project are, however, rare.===>Ipak, retki su projekti koji su podržani od treće strane, a da ona pri tome nema neku direktnu korist od tog istog projekta.)
MATCH@E:(The projects supported by a third party without that party earning a direct benefit from the project are, however, rare. ~~~ 6.===>Ipak, retki su projekti koji su podržani od treće strane, a da ona pri tome nema neku direktnu korist od tog istog projekta. 6.)
MATCH@M:(6.===>6.)
MATCH@E:(6.===>6.)
MATCH@M:(A well developed and quality infrastructure is a precondition for the development of any country.===>Razvijena i kvalitetna infrastruktura preduslov je za razvoj svake zemlje.)
MATCH@E:(Conclusion A well developed and quality infrastructure is a precondition for the development of any country.===>Zaključak Razvijena i kvalitetna infrastruktura preduslov je za razvoj svake zemlje.)
MATCH@M:(Project financing may prove to be an attractive financing model in case of large scale projects that can survive as independent economic units, i.e., in case the sponsor companies are sensitive about employing debts in project financing and the risk accompanying the project execution.===>Projektno finansiranje može biti atraktivan model finansiranja kod velikih projekata koji su sposobni da opstanu kao nezavisna ekonomska jedinica, odnosno kada su sponzorska preduzeća ose-tljiva na korišćenje duga u funkciji finansiranja projekta i rizika koji prati realizaciju projekta.)
MATCH@E:(Project financing may prove to be an attractive financing model in case of large scale projects that can survive as independent economic units, i.e., in case the sponsor companies are sensitive about employing debts in project financing and the risk accompanying the project execution.===>Projektno finansiranje može biti atraktivan model finansiranja kod velikih projekata koji su sposobni da opstanu kao nezavisna ekonomska jedinica, odnosno kada su sponzorska preduzeća osetljiva na korišćenje duga u funkciji finansiranja projekta i rizika koji prati realizaciju projekta.)
MATCH@M:(Project financing appears especially adequate in cases the companies wish to retain operative control over the project, accept complex contracts, firm obligations and a rigid financial audit that normally accompanies project financing as a financing model.===>Primetno je da je projektno finanisranje naročito pogodno kada preduzeća žele da zadrže operativnu kontrolu nad projektom, prihvate kompleksne ugovore, čvrste obaveze i jaku finansijsku kontrolu koja, po prirodi stvari, prati projektno finansiranje kao modalitet finansiranja.)
MATCH@E:(Project financing appears especially adequate in cases the companies wish to retain operative control over the project, accept complex contracts, firm obligations and a rigid financial audit that normally accompanies project financing as a financing model.===>Primetno je da je projektno finanisranje naročito pogodno kada preduzeća žele da zadrže operativnu kontrolu nad projektom, prihvate kompleksne ugovore, čvrste obaveze i jaku finansijsku kontrolu koja, po prirodi stvari, prati projektno finansiranje kao modalitet finansiranja.)
MATCH@M:(Agreements on project financing include the mutual interests of different parties concerned, therefore, the expected economic returns for each of the participants is proportionate to the risk they take in the project execution process.===>Dogovori kod projektnog finansiranja uključuju zajednički interes među različitim stranama, te je shodno tome i očekivani ekonomski prinos svakog učesnika u srazmeri sa rizikom koji oni nose prilikom realizacije projekta.)
MATCH@E:(Agreements on project financing include the mutual interests of different parties concerned, therefore, the expected economic returns for each of the participants is proportionate to the risk they take in the project execution process.===>Dogovori kod projektnog finansiranja uključuju zajednički interes među različitim stranama, te je shodno tome i očekivani ekonomski prinos svakog učesnika u srazmeri sa rizikom koji oni nose prilikom realizacije projekta.)
MATCH@M:(Project financing has numerous advantages compared to direct financing founded on the corporate basis.===>Projektno finansiranje pruža veliki broj prednosti u odnosu na direkno finansiranje zasnovano na korporativnoj osnovi.)
MATCH@E:(Project financing has numerous advantages compared to direct financing founded on the corporate basis.===>Projektno finansiranje pruža veliki broj prednosti u odnosu na direkno finansiranje zasnovano na korporativnoj osnovi.)
MATCH@M:(Potential benefits are possible to be achieved only after a careful analysis by expert financial engineering.===>Potencijalne koristi moguće su samo nakon pažljive analize stručnog fi-nansijskog inženjeringa.)
MATCH@E:(Potential benefits are possible to be achieved only after a careful analysis by expert financial engineering.===>Potencijalne koristi moguće su samo nakon pažljive analize stručnog finansijskog inženjeringa.)
MATCH@M:(The project organization, its legal framework and its financial plan should reflect the nature of the project, the designated project risk, the profitability, the participants’ credit worthiness, tax reliefs, the sponsors’ and the state’s financial standing, as well as other factors that largely affect the desires of prospective investors and creditors.===>Organizacija projekta, njena pravna struktura, kao i finansijski plan, treba da odražavaju prirodu projekta, utvrđeni projektni rizik, pro-fitabilnost, kreditnu sposobnost učesnika, poreske olakšice, finansijsku poziciju sponzora i države, kao i druge faktore koji značajno utiču na želju potencijalnih investitora i zajmodavaca.)
MATCH@E:(The project organization, its legal framework and its financial plan should reflect the nature of the project, the designated project risk, the profitability, the participants credit worthiness, tax reliefs, the sponsors and the states financial standing, as well as other factors that largely affect the desires of prospective investors and creditors.===>Organizacija projekta, njena pravna struktura, kao i finansijski plan, treba da odražavaju prirodu projekta, utvrđeni projektni rizik, profitabilnost, kreditnu sposobnost učesnika, poreske olakšice, finansijsku poziciju sponzora i države, kao i druge faktore koji značajno utiču na želju potencijalnih investitora i zajmodavaca.)
MATCH@M:(Project financing is more efficient in allocating the risk and the revenue in comparison with the diirect corporate financing, therefore the contracts related to project financing are concluded in such a manner as to allocate the project risk and revenue in a most appropriate way, in accordance to the participants in the project execution.===>Projektno finansiranje uspešnije alocira rizik i prinos u odnosu na direktno korporativno finansiranje, pa se i ugovori koji prate projektno finansiranje sačinjavaju tako da na najpogodniji način alociraju rizik i prinos projekta, prema mogućnostima učesnika u realizaciji projekta.)
MATCH@E:(Project financing is more efficient in allocating the risk and the revenue in comparison with the diirect corporate financing, therefore the contracts related to project financing are concluded in such a manner as to allocate the project risk and revenue in a most appropriate way, in accordance to the participants in the project execution.===>Projektno finansiranje uspešnije alocira rizik i prinos u odnosu na direktno korporativno finansiranje, pa se i ugovori koji prate projektno finansiranje sačinjavaju tako da na najpogodniji način alociraju rizik i prinos projekta, prema mogućnostima učesnika u realizaciji projekta.)
MATCH@M:(It is for this reason that the project financing minimizes the credit impact upon the project sopnsors, hence the contracts that support project loans are drafted so as to minimise direct financial obligations of the project sponsors.===>Zato projektno finansiranje omogućava mi-nimiziranje kreditnog uticaja na sponzore projekta, pa se i ugovori koji podržavaju projektne pozajmice formiraju tako da minimiziraju direktno finansijsko obavezivanje sponzora projekta.)
MATCH@E:(It is for this reason that the project financing minimizes the credit impact upon the project sopnsors, hence the contracts that support project loans are drafted so as to minimise direct financial obligations of the project sponsors.===>Zato projektno finansiranje omogućava minimiziranje kreditnog uticaja na sponzore projekta, pa se i ugovori koji podržavaju projektne pozajmice formiraju tako da minimiziraju direktno finansijsko obavezivanje sponzora projekta.)
MATCH@M:(Project financing is also accompanied by higher transaction costs compared to conventional financing, and these are mostly related to the stipulation of contract obligations.===>Projektno finansiranje prate i viši transakcioni troškovi nego li konvencionalno finansiranje, koji su uglavnom vezani za izradu ugovornih obaveza.)
MATCH@E:(Project financing is also accompanied by higher transaction costs compared to conventional financing, and these are mostly related to the stipulation of contract obligations.===>Projektno finansiranje prate i viši transakcioni troškovi nego li konvencionalno finansiranje, koji su uglavnom vezani za izradu ugovornih obaveza.)
MATCH@M:(The cost of control is also an important item, hence it is clear that project financing as a model of financing is especially appropriate in case of large projects where it is possible to earn enough returns to cover necessary expences and higher transaction costs.===>Troškovi kontrole takođe predstavljaju značajnu stavku, te iz toga proizilazi da je projektno finansiranje kao modalitet finansiranja naročito pogodno za velike projekte kod kojih je moguće ostvariti dovoljno koristi koje bi trebalo da nadoknade neophodne izdatke i više tran-sakcione troškove.)
MATCH@E:(The cost of control is also an important item, hence it is clear that project financing as a model of financing is especially appropriate in case of large projects where it is possible to earn enough returns to cover necessary expences and higher transaction costs.===>Troškovi kontrole takođe predstavljaju značajnu stavku, te iz toga proizilazi da je projektno finansiranje kao modalitet finansiranja naročito pogodno za velike projekte kod kojih je moguće ostvariti dovoljno koristi koje bi trebalo da nadoknade neophodne izdatke i više transakcione troškove.)
MATCH@M:(Consequently, project financing is an especially appropriate choice when it comes to financing infrastructure projects both in developed countries and in developing countries, such as Serbia.===>Shodno tome, projektno finansiranje je naročito pogodno za finansiranje infrastrukturnih projekata kako u razvijenim zemljama, tako i u zemljama u razvoju, kao što je Srbija.)
MATCH@E:(Consequently, project financing is an especially appropriate choice when it comes to financing infrastructure projects both in developed countries and in developing countries, such as Serbia.===>Shodno tome, projektno finansiranje je naročito pogodno za finansiranje infrastrukturnih projekata kako u razvijenim zemljama, tako i u zemljama u razvoju, kao što je Srbija.)
MATCH@M:(Project financing includes a choice of the alternative organizational form which is largely different from the corporate form unlimited in time.===>Projektno finansiranje uključuje izbor alternativne organizacione forme koja se značajno razlikuje od korporativne forme neodređenog veka trajanja.)
MATCH@E:(Project financing includes a choice of the alternative organizational form which is largely different from the corporate form unlimited in time.===>Projektno finansiranje uključuje izbor alternativne organizacione forme koja se značajno razlikuje od korporativne forme neodređenog veka trajanja.)
MATCH@M:(As companies most often dispose of a portfolio of assets whose returnss are not perfectly correlated, their managers have a range of choices to choose from when allocating the free cash flow and so they try to sustain their position by new investments into property and into new business.===>Kako kompanije najčešće raspolažu sa portfoliom imovine kod koje prinosi nisu u savršenoj korelaciji, njihovi menadžeri uživaju široko pravo izbora u alokaciji slobodnog toka gotovine i teže da sebe održe novim ulaganjem u imovinu i nove poslove.)
MATCH@E:(As companies most often dispose of a portfolio of assets whose returnss are not perfectly correlated, their managers have a range of choices to choose from when allocating the free cash flow and so they try to sustain their position by new investments into property and into new business.===>Kako kompanije najčešće raspolažu sa portfoliom imovine kod koje prinosi nisu u savršenoj korelaciji, njihovi menadžeri uživaju široko pravo izbora u alokaciji slobodnog toka gotovine i teže da sebe održe novim ulaganjem u imovinu i nove poslove.)
MATCH@M:(Project financing is related to strictly defined property, hence it may be organized in the form of a company, a partnership or a limited liability company.===>Projektno finansira-nje je vezano za tačno definisanu imovinu, pa shodno tome može biti organizovano kao kompanija, partnerstvo ili društvo sa ograničenom odgovornošću.)
MATCH@E:(Project financing is related to strictly defined property, hence it may be organized in the form of a company, a partnership or a limited liability company.===>Projektno finansiranje je vezano za tačno definisanu imovinu, pa shodno tome može biti organizovano kao kompanija, partnerstvo ili društvo sa ograničenom odgovornošću.)
MATCH@M:(The life cycle of the project company is limited, since the life cycle of the project itself is limited too.===>Vek projektnog preduzeća je konačan budući da je i sam projekat ograničenog veka trajanja.)
MATCH@E:(The life cycle of the project company is limited, since the life cycle of the project itself is limited too.===>Vek projektnog preduzeća je konačan budući da je i sam projekat ograničenog veka trajanja.)
MATCH@M:(The free cash flow in the project company is primarily distributed towards investors, or creditors, who can then decide whether to refinance further or invest into new projects.===>Kod projektnog preduzeća slobodan tok gotovine se najpre distribuira ka investitorima, odnosno ulagačima kapitala, koji po osnovu toga imaju mogućnost odlučivanja o daljem refinansiranju, ili investiranju u nove projekte.)
MATCH@E:(The free cash flow in the project company is primarily distributed towards investors, or creditors, who can then decide whether to refinance further or invest into new projects.===>Kod projektnog preduzeća slobodan tok gotovine se najpre distribuira ka investitorima, odnosno ulagačima kapitala, koji po osnovu toga imaju mogućnost odlučivanja o daljem refinansiranju, ili investiranju u nove projekte.)
MATCH@M:(From the aspect of property, project financing can be viewed as form of financial engineering, since every financing is based on the property available, and the financial framework, too, is defined on the basis of the project itself.===>Sa aspekta imovine, projektno finansiranje se može posmatrati i kao forma finansijskog inženjeringa, budući da svako finansiranje bazira na raspoloživoj imovini, a i finansijska struktura se definiše u zavisnosti od samog projekta.)
MATCH@E:(From the aspect of property, project financing can be viewed as form of financial engineering, since every financing is based on the property available, and the financial framework, too, is defined on the basis of the project itself.===>Sa aspekta imovine, projektno finansiranje se može posmatrati i kao forma finansijskog inženjeringa, budući da svako finansiranje bazira na raspoloživoj imovini, a i finansijska struktura se definiše u zavisnosti od samog projekta.)
MATCH@M:(The role of financial engineering in project financing is especially important when it comes to the analysis of the project risk management, the interest rate, the currency and the credit swapa the project sponsors use to reduce the risk.===>Uloga finansijskog inženjeringa kod projektnog finansiranja je naročito značajna kada se razmatra upravljanje rizikom projekta, kamatna stopa, valuta i kreditni swap-ovi koje korise sponzori projekta prilikom umanjenja rizika.)
MATCH@E:(The role of financial engineering in project financing is especially important when it comes to the analysis of the project risk management, the interest rate, the currency and the credit swapa the project sponsors use to reduce the risk.===>Uloga finansijskog inženjeringa kod projektnog finansiranja je naročito značajna kada se razmatra upravljanje rizikom projekta, kamatna stopa, valuta i kreditni swap-ovi koje korise sponzori projekta prilikom umanjenja rizika.)
MATCH@M:(All the above mentioned tools used in risk management used in combination with securities, such as forward, futures and optional contracts may be crucial in project financing contracting, since the allocation of exposure to risk is of vital importance in the project structuring and financing.===>Svi prethodno navedeni alati koji se koriste za upravljanje rizikom u kombinaciji sa hartijama od vrednosti kao što su for-vad, fjučers i opcionim ugovori mogu biti ključni kod ugovaranja projektnog finansiranja, jer je alokacija izloženosti riziku od vitalnog značaja u strukturiranju i finansiranju projekata.)
MATCH@E:(All the above mentioned tools used in risk management used in combination with securities, such as forward, futures and optional contracts may be crucial in project financing contracting, since the allocation of exposure to risk is of vital importance in the project structuring and financing.===>Svi prethodno navedeni alati koji se koriste za upravljanje rizikom u kombinaciji sa hartijama od vrednosti kao što su forvad, fjučers i opcionim ugovori mogu biti ključni kod ugovaranja projektnog finansiranja, jer je alokacija izloženosti riziku od vitalnog značaja u strukturiranju i finansiranju projekata.)
MATCH@M:(This paper gives an account on the impact of the process approach on the implementation of the BSC concept.===>U ovom radu je opisan uticaj postojanja procesnog pristupa na uvođenje BSC koncepta.)
MATCH@E:(This paper gives an account on the impact of the process approach on the implementation of the BSC concept.===>U ovom radu je opisan uticaj postojanja procesnog pristupa na uvođenje BSC koncepta.)
MATCH@M:(In addition to theoretical presentation, this paper presents a case study of the Toyota company.===>Teoretsko izlaganje je potkrepljeno studijom slučaja u kompaniji Toyota.)
MATCH@E:(In addition to theoretical presentation, this paper presents a case study of the Toyota company.===>Teoretsko izlaganje je potkrepljeno studijom slučaja u kompaniji Toyota.)
MATCH@M:(The traditional organizations, that is, the organizations that operated or are still operating in the conditions of a relatively steady and predictable environment, did not need to monitor the events in the environment on a permanent basis, nor did they need to implement frequent changes in their strategy, processes and structure.===>Tradicionalne organizacije, odnosno organizacije koje su delovale ili još uvek deluju u uslovima relativno stabilnog i predvidljivog okruženja, nisu imale potrebu da permanentno prate dešavanja u okruženju, kao ni da vrše ceste izmene u svojoj strategiji, procesima i strukturi.)
MATCH@E:(Introduction The traditional organizations, that is, the organizations that operated or are still operating in the conditions of a relatively steady and predictable environment, did not need to monitor the events in the environment on a permanent basis, nor did they need to implement frequent changes in their strategy, processes and structure.===>Uvod Tradicionalne organizacije, odnosno organizacije koje su delovale ili još uvek deluju u uslovima relativno stabilnog i predvidljivog okruženja, nisu imale potrebu da permanentno prate dešavanja u okruženju, kao ni da vrše česte izmene u svojoj strategiji, procesima i strukturi.)
MATCH@M:(Due to such conditions they were able to grow and develop to a great extent, assuming that size is a characteristic that guarantees success in the market.===>Usled takvih okolnosti, one su mogle da rastu i da se razvijaju do velikih razmera, shvatajući pritom da je veličina karakteristika koja garantuje uspeh na tržištu.)
MATCH@E:(Due to such conditions they were able to grow and develop to a great extent, assuming that size is a characteristic that guarantees success in the market.===>Usled takvih okolnosti, one su mogle da rastu i da se razvijaju do velikih razmera, shvatajući pritom da je veličina karakteristika koja garantuje uspeh na tržištu.)
MATCH@M:(However, a new business era began, an era in which large companies find it ever more difficult to maintain their competitive position and to defend themselves from smaller, far more flexible organizations which can adapt to the changing requirements of the environment in a relatively short period of time.===>Međutim, otpočela je nova era poslovanja, era u kojoj je velikim organizacijama sve teže da održavaju sop-stvenu konkurentsku poziciju, kao i da se brane od manjih, znatno fleksibilnijih organizacija, koje su u stanju da se u relativno kratkom roku prilagode pro-menljivim zahtevima okruženja.)
MATCH@E:(However, a new business era began, an era in which large companies find it ever more difficult to maintain their competitive position and to defend themselves from smaller, far more flexible organizations which can adapt to the changing requirements of the environment in a relatively short period of time. ~~~ 1.===>Međutim, otpočela je nova era poslovanja, era u kojoj je velikim organizacijama sve teže da održavaju sopstvenu konkurentsku poziciju, kao i da se brane od manjih, znatno fleksibilnijih organizacija, koje su u stanju da se u relativno kratkom roku prilagode promenljivim zahtevima okruženja. 1.)
MATCH@M:(1.	The process approach implementation===>1.	Primena procesnog pristupa)
MATCH@E:(One is the process approach implementation.===>Kao jedan od njih, mogao bi se navesti uvođenje procesnog pristupa.)
BAD_LINE_=============================================================
BAD_LINE_M:1.	The process approach implementation
BAD_LINE_M:1.	Primena procesnog pristupa
BAD_LINE_E:One is the process approach implementation.
BAD_LINE_E:Kao jedan od njih, mogao bi se navesti uvođenje procesnog pristupa.
MATCH@M:(It is obvious that traditional organizations encounter numerous problems stemming from their bulky structure intersected by functional barriers.===>Jasno je da tradicionalne organizacije imaju brojne probleme koji nastaju kao posledica njihove glomazne strukture iscepkane funkcionalnim barijerama.)
MATCH@E:(The process approach implementation It is obvious that traditional organizations encounter numerous problems stemming from their bulky structure intersected by functional barriers.===>Primena procesnog pristupa Jasno je da tradicionalne organizacije imaju brojne probleme koji nastaju kao posledica njihove glomazne strukture iscepkane funkcionalnim barijerama.)
MATCH@M:(Modern theory and practice, however, offer solutions to this problem.===>Međutim, savremena teorija i praksa organizacije ponudila je odgovor na ove probleme.)
MATCH@E:(Modern theory and practice, however, offer solutions to this problem.===>Međutim, savremena teorija i praksa organizacije ponudila je odgovor na ove probleme.)
MATCH@M:(We are talking about the organizations that are able to minimize these flaws, actually, about the organizations that adjusted their structure and work methodology to the requirements of the modern environment.===>Reč je o organizacijama koje su u stanju da minimiziraju po-menute nedostatke, odnosno reč je o organizacijama koje su svoju strukturu i način funkcionisanja prilagodile zahtevima savremenog okruženja.)
MATCH@E:(We are talking about the organizations that are able to minimize these flaws, actually, about the organizations that adjusted their structure and work methodology to the requirements of the modern environment.===>Reč je o organizacijama koje su u stanju da minimiziraju pomenute nedostatke, odnosno reč je o organizacijama koje su svoju strukturu i način funkcionisanja prilagodile zahtevima savremenog okruženja.)
MATCH@M:(These organizations are not oriented towards their functions, they are directed exclusively towards their customers, by focusing upon their own processes which in turn create value for them.===>Ove organizacije nisu orijentisane na svoje funkcije, već su usmerene isključivo na svoje potrošače, i to posredstvom fokusa na sopstvene procese koji stvaraju vrednost za njih.)
MATCH@E:(These organizations are not oriented towards their functions, they are directed exclusively towards their customers, by focusing upon their own processes which in turn create value for them.===>Ove organizacije nisu orijentisane na svoje funkcije, već su usmerene isključivo na svoje potrošače, i to posredstvom fokusa na sopstvene procese koji stvaraju vrednost za njih.)
MATCH@M:(In order that these organizations be in a position to respond promptly and to adapt to different situations, their structures are characterised by a minimum number of hierarchical levels.===>Njihove strukture, kako bi uspele da reaguju brzo i da se prilagođavaju različitim situacijama, imaju minimalan broj hijerarhijskih nivoa.)
MATCH@E:(In order that these organizations be in a position to respond promptly and to adapt to different situations, their structures are characterised by a minimum number of hierarchical levels.===>Njihove strukture, kako bi uspele da reaguju brzo i da se prilagođavaju različitim situacijama, imaju minimalan broj hijerarhijskih nivoa.)
MATCH@M:(These are the organizations that have implemented the process approach into all the aspects of their operations, these are process organizations.===>Ovde je reč o organizacijama koje su implementirale procesni pristup u sve aspekte sopstvenog delova-nja, odnosno o procesnim organizacijama.)
MATCH@E:(These are the organizations that have implemented the process approach into all the aspects of their operations, these are process organizations.===>Ovde je reč o organizacijama koje su implementira le procesni pristup u sve aspekte sopstvenog delovanja, odnosno o procesnim organizacijama.)
MATCH@M:(The process organization is one whose entire operation is established in such a way that it can be viewed as a process or part to the process.===>Procesna organizacija je ona organizacija kod koje je celokupno funkcionisanje postavljeno tako da se može posmatrati kao proces ili deo procesa.)
MATCH@E:(The process organization is one whose entire operation is established in such a way that it can be viewed as a process or part to the process.===>Procesna organizacija je ona organizacija kod koje je celokupno funkcionisanje postavljeno tako da se može posmatrati kao proces ili deo procesa.)
MATCH@M:(The process organizations are managed through their basic processes.===>Procesnim organizacijama se upravlja posredstvom njihovih baznih procesa.)
MATCH@E:(The process organizations are managed through their basic processes.===>Procesnim organizacijama se upravlja posredstvom njihovih baznih procesa.)
MATCH@M:(In other words, the changes in the processes result in changes across the organization.===>Drugim recima, promene procesa utiču na promene celokupne organizacije.)
MATCH@E:(In other words, the changes in the processes result in changes across the organization.===>Drugim rečima, promene procesa utiču na promene celokupne organizacije.)
MATCH@M:(Literature lists these organizations also as “horizontal organizations“ or “flat organizations“.===>Procesne organizacije se u literaturi mogu sresti i pod nazivima kao što su „organizacije ravnih linija” i „horizontalne organizacije”.)
MATCH@E:(Literature lists these organizations also as horizontal organizations or flat organizations.===>Procesne organizacije se u literaturi mogu sresti i pod nazivima kao što su organizacije ravnih linija i horizontalne organizacije.)
MATCH@M:(The process approach, i.e., the process oriented organization, means that attention is shifted from end output (products and services) to the activity chain that shapes this output.===>Procesni pristup, odnosno organizaciona orijentacija prema procesima, znači da se pažnja pomera od gotovih rezultata (proizvoda i usluga) na onaj lanac aktivnosti koji oblikuje ove rezultate.)
MATCH@E:(The process approach, i.e., the process oriented organization, means that attention is shifted from end output (products and services) to the activity chain that shapes this output.===>Procesni pristup, odnosno organizaciona orijentacija prema procesima, znači da se pažnja pomera od gotovih rezultata (proizvoda i usluga) na onaj lanac aktivnosti koji oblikuje ove rezultate.)
MATCH@M:(The basic idea is that, since the process (with an active human participation) is responsible for the output creation, the organizational processes should be managed and continually improved.===>Osnovna zamisao je da, s obzirom da je proces taj koji (uz aktivno učestvovanje ljudi) stvara rezultate, procesima u organizaciji treba upravljati i treba ih neprekidno poboljšavati.)
MATCH@E:(The basic idea is that, since the process (with an active human participation) is responsible for the output creation, the organizational processes should be managed and continually improved Š11, pp. 17-18Ë.===>Osnovna zamisao je da, s obzirom da je proces taj koji (uz aktivno učestvovanje ljudi) stvara rezultate, procesima u organizaciji treba upravljati i treba ih neprekidno poboljšavati Š11, str. 1718Ë.)
MATCH@M:(The orientation towards processes results in shortening the process total flow time, as well as in an increased flexibility that allows for a prompt response to the variations in market demand [2, p. 115].===>Usmerenost na procese dovodi do skraćenja ukupnih protočnih vremena procesa, kao i do povećane fleksibilnosti koja omogućuje brz odgovor na varijacije u potrebama tržišta.)
MATCH@E:(The orientation towards processes results in shortening the process total flow time, as well as in an increased flexibility that allows for a prompt response to the variations in market demand Š2, p. 115Ë.===>Usmerenost na procese dovodi do skraćenja ukupnih protočnih vremena procesa, kao i do povećane fleksibilnosti koja omogućuje brz odgovor na varijacije u potrebama tržišta Š2, str. 115Ë.)
MATCH@M:(On the other hand, the most important characteristic of the process is its easy decomposition (fragmentation), but also an easy way of making it into a momentuous process.===>Sa druge strane, najznačajnije svojstvo procesa je lako dekomponovanje (usitnjavanje), ali i lako ukrupnjavanje.)
MATCH@E:(On the other hand, the most important characteristic of the process is its easy decomposition (fragmentation), but also an easy way of making it into a momentuous process.===>Sa druge strane, najznačajnije svojstvo procesa je lako dekomponovanje (usitnjavanje), ali i lako ukrupnjavanje.)
MATCH@M:(Processes are identified by an anatomy approach to organizational systems, starting from the ma-terial/ object of work specified for the purposes of an easy identification of the process [10, p. 13].===>Procesi se identifikuju anatomskim pristupom organizacionim sistemima, polazeći od predmeta rada, specificiranog baš za potrebe lakog identifikovanja procesa [10, str.  13].)
MATCH@E:(Processes are identified by an anatomy approach to organizational systems, starting from the material/ object of work specified for the purposes of an easy identification of the process Š10, p. 13Ë.===>Procesi se identifikuju anatomskim pristupom organizacionim sistemima, polazeći od predmeta rada, specificiranog baš za potrebe lakog identifikovanja procesa Š10, str. 13Ë.)
MATCH@M:(This facilitates permanent monitoring, analysis and improvement of processes, allowing for the organization to continually increase its own efficiency and effectiveness, and hence its competitiveness in the target markets.===>Ovo olakšava njihovo permanentno praćenje, preispitivanje i poboljšavanje, usled čega je organizacija u stanju da kontinuirano povećava sopstvenu efektivnost i efikasnost, a samim tim i konkurentnost na ciljnim tržištima.)
MATCH@E:(This facilitates permanent monitoring, analysis and improvement of processes, allowing for the organization to continually increase its own efficiency and effectiveness, and hence its competitiveness in the target markets.===>Ovo olakšava njihovo permanentno praćenje, preispitivanje i poboljšavanje, usled čega je organizacija u stanju da kontinuirano povećava sopstvenu efektivnost i efikasnost, a samim tim i konkurentnost na ciljnim tržištima.)
MATCH@M:(A research conducted in autumn 2005 on the sample of 1267 Slovenian companies of over 50 employees each (small and medium-sized enterprises) has revealed that the process orientation has significant positive effects on the overall organizational performance.===>Jedno istraživanje koje je sprovedeno u jesen 2005. godine na uzorku od 1267 slovenačkih preduzeca, koja zapošljavaju preko 50 zaposlenih (srednja i velika preduzeca), pokazalo je da procesna orijentacija ima značajne pozitivne efekte po ukupne performanse organizacije.)
MATCH@E:(A research conducted in autumn 2005 on the sample of 1267 Slovenian companies of over 50 employees each (small and medium-sized enterprises) has revealed that the process orientation has significant positive effects on the overall organizational performance.===>Jedno istraživanje koje je sprovedeno u jesen 2005. godine na uzorku od 1267 slovenačkih preduzeća, koja zapošljavaju preko 50 zaposlenih (srednja i velika preduzeća), pokazalo je da procesna orijentacija ima značajne pozitivne efekte po ukupne performanse organizacije.)
MATCH@M:(This research verified the following three hypotheses [14, pp. 171-185]:===>U ovom istraživanju su potrvđene sledece tri hipoteze:)
MATCH@E:(This research verified the following three hypotheses Š14, pp. 171-185Ë: 1.===>U ovom istraživanju su potrvđene sledeće tri hipoteze Š14, str. 171185Ë:)
MATCH@M:(1.	The increase in the process orientation results in the improvement of the organization’s financial performances;===>1.	Povećanje procesne orijentacije dovodi do poboljšanja finansijskih performansi preduzeca.)
MATCH@E:(The increase in the process orientation results in the improvement of the organizations financial performances; 2.===>1. ~~~ Povećanje procesne orijentacije dovodi do po boljšanja finansijskih performansi preduzeća. 2.)
MATCH@M:(2.	The increase in the process orientation results in the improvement of non-financial performances, in terms of the increase in the customers’, the employees’, and the suppliers’ satisfaction;===>2.	Povećanje procesne orijentacije dovodi do poboljšanja nefinansijskih performansi, u smislu povećanja zadovoljstva kupaca, zaposlenih i dobavljača.)
MATCH@E:(The increase in the process orientation results in the improvement of non-financial performances, in terms of the increase in the customers, the employees, and the suppliers satisfaction; 3.===>Povećanje procesne orijentacije dovodi do poboljšanja nefinansijskih performansi, u smislu povećanja zadovoljstva kupaca, zaposlenih i dobavljača. 3.)
MATCH@M:(3.	The improvement of non-financial performances results in the improvement of the organization’s financial performances.===>3.	Poboljšanje nefinansijskih performansi dovodi do poboljšanja finansijskih performansi preduzeca.)
MATCH@E:(The improvement of non-financial performances results in the improvement of the organizations financial performances.===>Poboljšanje nefinansijskih performansi dovodi do poboljšanja finansijskih performansi preduzeća.)
MATCH@M:(This research supports the already adopted hypothesis that the process oriented organizations generally achieve higher performances compared to the traditionally designed (functional) organizations.===>Ovo istraživanje potkrepljuje vec opšte prihvacenu hipotezu da procesno orijentisane organizacije uglavnom ostvaruju bolje performanse u odnosu na tradicionalno koncipirane (funkcionalne) organizacije.)
MATCH@E:(This research supports the already adopted hypothesis that the process oriented organizations generally achieve higher performances compared to the traditionally designed (functional) organizations. ~~~ 2.===>Ovo istraživanje potkrepljuje već opšte prihvaćenu hipotezu da procesno orijentisane organizacije uglavnom ostvaruju bolje performanse u odnosu na tradicionalno koncipirane (funkcionalne) organizacije. 2.)
MATCH@M:(The creation of the BSC (Balanced Scorecard) concept was initiated by the attitude that the existing approaches to organizational performances measurement based primarily on the financial and accounting indicators have long become obsolete.===>Nastanak koncepta BSC (Balanced Scorecard) bio je podstaknut uverenjem da su postojeci pristupi mere-nju performansi organizacija, zasnovani prvenstveno na finansijsko-računovodstvenim pokazateljima, uveliko postali prevaziđeni.)
MATCH@E:(The BSC concept and organizational performances measurement The creation of the BSC (Balanced Scorecard) concept was initiated by the attitude that the existing approaches to organizational performances measurement based primarily on the financial and accounting indicators have long become obsolete Š7, p. 143Ë.===>BSC koncept i merenje organizacionih performansi Nastanak koncepta BSC (Balanced Scorecard) bio je podstaknut uverenjem da su postojeći pristupi merenju performansi organizacija, zasnovani prvenstveno na finansijskoračunovodstvenim pokazateljima, uveliko postali prevaziđeni Š7, str. 143Ë.)
MATCH@M:(The BSC is a system that translates the organization’s mission and strategy into measurable goals and indicators in four basic fields: finances, internal processes, customers and learning and growth.===>BSC je sistem koji prevodi misiju i strategiju organizacije u merljive ciljeve i pokazatelje u četiri osnovne oblasti: finansija-ma, internim procesima, potrošačima i učenju i rastu.)
MATCH@E:(The BSC is a system that translates the organizations mission and strategy into measurable goals and indicators in four basic fields: finances, internal processes, customers and learning and growth.===>BSC je sistem koji prevodi misiju i strategiju organizacije u merljive ciljeve i pokazatelje u četiri osnovne oblasti: finansijama, internim procesima, potrošačima i učenju i rastu.)
MATCH@M:(Thus the BSC concept, as a measurement method, means the indicators among which there is a balance between the external indicators that refer to shareholders and customers and internal indicators of critical processes, innovations as well as learning and growth; however, simultaneously, the balance between the indicators of the results achieved (lagging indicators) and the indicators of future performances (leading indicators) is also achieved [4, p. 10].===>To znači da BSC koncept, kao sistem merenja, podra-zumeva pokazatelje među kojima je postignuta ravnoteža između eksternih pokazatelja koji se odnose na akcionare i potrošače, i internih pokazatelja kritičnih procesa, inovacija, kao i učenja i rasta; ali je postignuta i ravnoteža između pokazatelja ostvarenih rezultata (zaostajucih indikatora) i pokazatelja buducih performansi (vodecih indikatora) [4, str. 10].)
MATCH@E:(Thus the BSC concept, as a measurement method, means the indicators among which there is a balance between the external indicators that refer to shareholders and customers and internal indicators of critical processes, innovations as well as learning and growth; however, simultaneously, the balance between the indicators of the results achieved (lagging indicators) and the indicators of future performances (leading indicators) is also achieved Š4, p. 10Ë.===>To znači da BSC koncept, kao sistem merenja, podrazumeva pokazatelje među kojima je postignuta ravnoteža između eksternih pokazatelja koji se odnose na akcionare i potrošače, i internih pokazatelja kritičnih procesa, inovacija, kao i učenja i rasta; ali je postignuta i ravnoteža između pokazatelja ostvarenih rezultata (zaostajućih indikatora) i pokazatelja budućih performansi (vodećih indikatora) Š4, str. 10Ë.)
MATCH@M:(More precisely, the BSC means a balanced system of organizational performances measurement, one that means a balance between the short-term and the long-term goals, between financial and non-financial indicators, between lagging and leading indicators, as well as between internal and external perspectives of organizational performance.===>Da budemo precizniji, BSC podrazumeva uravnoteženi sistem merenja performansi organizacija, koji podrazumeva ravnotežu između kratkoročnih i dugoročnih ciljeva, finansijskih i nefinansijskih pokazatelja, zaostajacih i vodecih indikatora, kao i internih i eksternih perspektiva performansi organizacija.)
MATCH@E:(More precisely, the BSC means a balanced system of organizational performances measurement, one that means a balance between the short-term and the long-term goals, between financial and non-financial indicators, between lagging and leading indicators, as well as between internal and external perspectives of organizational performance Š7, p. 144Ë.===>Da budemo precizniji, BSC podrazumeva uravnoteženi sistem merenja performansi organizacija, koji podrazumeva ravnotežu između kratkoročnih i dugoročnih ciljeva, finansijskih i nefinansijskih pokazatelja, zaostajaćih i vodećih indikatora, kao i internih i eksternih perspektiva performansi organizacija Š7, str. 144Ë.)
MATCH@M:(It should be mentioned that the four above quoted fields in which the organizational performance is measured need not be understood as imperative.===>Potrebno je napomenuti da pomenute četiri oblasti, u kojima se mere performanse organizacija, ne treba shvatiti kao imperativ.)
MATCH@E:(It should be mentioned that the four above quoted fields in which the organizational performance is measured need not be understood as imperative.===>Potrebno je napomenuti da pomenute četiri oblasti, u kojima se mere performanse organizacija, ne treba shvatiti kao imperativ.)
MATCH@M:(They are proposed as most desirable to be measured since they are the basis of development and work of any organization.===>One se predlažu kao najpoželjnije za merenje jer predstavljaju osnov razvoja i funkcionisanja svake organizacije.)
MATCH@E:(They are proposed as most desirable to be measured since they are the basis of development and work of any organization.===>One se predlažu kao najpoželjnije za merenje jer predstavljaju osnov razvoja i funkcionisanja svake organizacije.)
MATCH@M:(Of course, an organization may add (or even subtract) certain areas the management finds to be of crucial importance for the organization, i.e., for the achievement of the organizational goals and the operal-ization of formulated strategies.===>Naravno, svaka organizacija može da doda (ili čak izuzme) određene oblasti za koje njen menadžment smatra da su od ključnog značaja za organizaciju, odnosno za dostizanje organizacionih ciljeva i realizaciju formulisa-nih strategija.)
MATCH@E:(Of course, an organization may add (or even subtract) certain areas the management finds to be of cru cial importance for the organization, i.e., for the achievement of the organizational goals and the operalization of formulated strategies.===>Naravno, svaka organizacija može da doda (ili čak izuzme) određene oblasti za koje njen menadžment smatra da su od ključnog značaja za organizaciju, odnosno za dostizanje organizacionih ciljeva i realizaciju formulisanih strategija.)
MATCH@M:(It is, however, necessary that one should be very cautious in selecting the areas of crucial importance for the organization’s work, in which the performances will be monitored.===>Međutim, prilikom izbora oblasti koje su od ključnog značaja za funkcionisanje organizacije, a u kojima će se samim tim i pratiti performanse, potrebno je biti veoma obazriv.)
MATCH@E:(It is, however, necessary that one should be very cautious in selecting the areas of crucial importance for the organizations work, in which the performances will be monitored.===>Međutim, prilikom izbora oblasti koje su od ključnog značaja za funkcionisanje organizacije, a u kojima će se samim tim i pratiti performanse, potrebno je biti veoma obazriv.)
MATCH@M:(The selection of each area means the identification of a certain number of indicators on the basis of which the organizational performances will be monitored.===>Izbor svake oblasti podrazumeva identifikaciju i određenog broja indikatora na bazi kojih će se pratiti performanse organizacije.)
MATCH@E:(The selection of each area means the identification of a certain number of indicators on the basis of which the organizational performances will be monitored.===>Izbor svake oblasti podrazumeva identifikaciju i određenog broja indikatora na bazi kojih će se pratiti performanse organizacije.)
MATCH@M:(The larger number of areas to be monitored, the more numerous the indicators.===>Veći broj oblasti koje će se pratiti povlači za sobom i veći broj indikatora.)
MATCH@E:(The larger number of areas to be monitored, the more numerous the indicators.===>Veći broj oblasti koje će se pratiti povlači za sobom i veći broj indikatora.)
MATCH@M:(Normally, a larger number of indicators increases a total amount of information to be processed in the formal managerial decision-making mechanism, which may affect its efficiency and eventually cause the “paralysis of the analysis“.===>Logično, veći broj indikatora povećava ukupan broj informacija koje treba da se procesuiraju u formalnom menadžerskom mehanizmu odlučivanja, što može da utiče na njegovu efikasnost, ali konačno i da dovede do „paralize analize”.)
MATCH@E:(Normally, a larger number of indicators increases a total amount of information to be processed in the formal managerial decision-making mechanism, which may affect its efficiency and eventually cause the paralysis of the analysis.===>Logično, veći broj indikatora povećava ukupan broj informacija koje treba da se procesuiraju u formalnom menadžerskom mehanizmu odlučivanja, što može da utiče na njegovu efikasnost, ali konačno i da dovede do paralize analize.)
MATCH@M:(On the other hand, a small number of key areas or indicators will certainly increase the decision-making efficiency, however, it may hinder the effectiveness of measuring and monitoring of the ovarall organizational performance.===>Sa druge strane, mali broj ključnih oblasti ili indikatora će sigurno povećati brzinu donošenja odluka, ali može ugroziti efektivnost merenja i praćenja ukupnih organizacionih performansi.)
MATCH@E:(On the other hand, a small number of key areas or indicators will certainly increase the decision-making efficiency, however, it may hinder the effectiveness of measuring and monitoring of the ovarall organizational performance.===>Sa druge strane, mali broj ključnih oblasti ili indikatora će sigurno povećati brzinu donošenja odluka, ali može ugroziti efektivnost merenja i praćenja ukupnih organizacionih performansi.)
MATCH@M:(Therefore it is the responsibility of every organization management to, aware of both the positive and the negative effects of a small or of a large number of indicators (or areas), determine the areas of crucial importance for the work of the organization they manage, and then define an optimal number of indicators that will allow for a comprehensive insight into the work of the organization.===>Zbog toga je na menadžmentu svake organizacije da, imajući u vidu pozitivne i negativne efekte izbora velikog i malog broja indikatora (ili oblasti), ustanovi koje su oblasti od ključnog značaja za funkcionisanje organizacije na čijem se čelu nalaze, a da zatim uspostave optimalan broj indikatora koji će dati celovitu sliku0	funkcionisanju organizacije.)
MATCH@E:(Therefore it is the responsibility of every organization management to, aware of both the positive and the negative effects of a small or of a large number of indicators (or areas), determine the areas of crucial importance for the work of the organization they manage, and then define an optimal number of indicators that will allow for a comprehensive insight into the work of the organization.===>Zbog toga je na menadžmentu svake organizacije da, imajući u vidu pozitivne i negativne efekte izbora velikog i malog broja indikatora (ili oblasti), ustanovi koje su oblasti od ključnog značaja za funkcionisanje organizacije na čijem se čelu nalaze, a da zatim uspostave optimalan broj indikatora koji će dati celovitu sliku o funkcionisanju organizacije.)
MATCH@M:(After the organization has decided upon the areas in which the performance is to be measured (these may be the areas other than the four mentioned), it has to define the key organizational performance indicators (KPI) in them.===>Kada organizacija utvrdi u kojim oblastima je potrebno da se vrše merenja performansi (to mogu biti i oblasti van pomenute četiri), na redu je definisanje ključnih organizacionih performansi (indikatora) u njima (engl. Key Performance Indicators - KPI).)
MATCH@E:(After the organization has decided upon the areas in which the performance is to be measured (these may be the areas other than the four mentioned), it has to define the key organizational performance indicators (KPI) in them.===>Kada organizacija utvrdi u kojim oblastima je potrebno da se vrše merenja performansi (to mogu biti i oblasti van pomenute četiri), na redu je definisanje ključnih organizacionih performansi (indikatora) u njima (engl. Key Performance Indicators KPI).)
MATCH@M:(Then comes the definition of the result planned to achieve in the chosen areas (to be measured via the defined indicators), as well as the method to be used in measuring.===>Nakon ovoga se određuju željeni rezultati u utvrđenim oblastima (koji će se meriti posredstvom definisanih indikatora), kao i način na koji će se merenje vršiti.)
MATCH@E:(Then comes the definition of the result planned to achieve in the chosen areas (to be measured via the defined indicators), as well as the method to be used in measuring Š13, pp. 197-204Ë.===>Nakon ovoga se određuju željeni rezultati u utvrđenim oblastima (koji će se meriti posredstvom definisanih indikatora), kao i način na koji će se merenje vršiti Š13, str. 197204Ë.)
MATCH@M:(The BSC (Balanced Scorecard) should be implemented as an adequate system of measuring and improving the overall organizational performance in all organizations, since it is in this way that the organization (with an implemented BSC), on the basis of a set of different indicators referring to finances, customers, internal processes and the organizational learning and growth, could at any moment find out its standing as regards its goals [3, pp. 41-46].===>U svim organizacijama je poželjno uspostaviti BSC (Balanced Scorecard) kao adekvatan sistem merenja i unapređivanja ukupnih organizacionih performansi, jer bi na taj način, organizacija (u kojoj je BSC implementiran) na bazi skupa različitih indikatora, koji se pre svega odnose na finansije, kupce, interne procese, kao i na organizaciono učenje i rast, mogla u svakom trenutku da bude svesna gde se nalazi u odnosu na svoje ciljeve.)
MATCH@E:(The BSC (Balanced Scorecard) should be implemented as an adequate system of measuring and improving the overall organizational performance in all organizations, since it is in this way that the organization (with an implemented BSC), on the basis of a set of different indicators referring to finances, customers, internal processes and the organizational learning and growth, could at any moment find out its standing as regards its goals Š3, pp. 41-46Ë.===>U svim organizacijama je poželjno uspostaviti BSC (Balanced Scorecard) kao adekvatan sistem merenja i unapređivanja ukupnih organizacionih performansi, jer bi na taj način, organizacija (u kojoj je BSC implementiran) na bazi skupa različitih indikatora, koji se pre svega odnose na finansije, kupce, interne procese, kao i na organizaciono učenje i rast, mogla u svakom trenutku da bude svesna gde se nalazi u odnosu na svoje ciljeve Š3, str. 4146Ë.)
MATCH@M:(Hence the BSC can be said to represent the essential tool of the strategic management system.===>Zbog toga se može reći da BSC predstavlja suštinski instrument sistema strategijskog menadžmenta.)
MATCH@E:(Hence the BSC can be said to represent the essential tool of the strategic management system.===>Zbog toga se može reći da BSC predstavlja suštinski instrument sistema strategijskog menadžmenta.)
MATCH@M:(It harminizes, supports and provides for the inter-correlation of the key processes of management, guiding them towards the defined strategy.===>On usklađuje, podržava i obezbeđuje međusobnu korelaciju ključnih procesa menadžmenta, usmeravajući ih na definisanu strategiju.)
MATCH@E:(It harminizes, supports and provides for the inter-correlation of the key processes of management, guiding them towards the defined strategy.===>On usklađuje, podržava i obezbeđuje međusobnu korelaciju ključnih procesa menadžmenta, usmeravajući ih na definisanu strategiju.)
MATCH@M:(The BSC allows for the strategic goals to be transparent and translated into the goals of each of the organizational seg-ments/processes, and of all the employees.===>BSC omogućuje da strategijski ciljevi budu transparentni i pretočeni u ciljeve svih segmenata/procesa organizacije, kao 1	svih zaposlenih.)
MATCH@E:(The BSC allows for the strategic goals to be transparent and translated into the goals of each of the organizational segments/processes, and of all the employees.===>BSC omogućuje da strategijski ciljevi budu transparentni i pretočeni u ciljeve svih segmenata/procesa organizacije, kao i svih zaposlenih.)
MATCH@M:(The strategy has to be defined in such a way that each organizational unit, each process owner, and even each employee,can and must recognize their role in the defined strategic goals and hence set their individual goals and activities to accomplish them.===>Strategija mora da bude tako defini-sana da svaka organizaciona celina, svaki vlasnik procesa, pa čak i svaki zaposleni, mogu i moraju da prepo-znaju svoju ulogu u definisanim strategijskim ciljevima i da na taj način odrede sopstvene ciljeve i aktivnosti na njihovom ispunjenju.)
MATCH@E:(The strategy has to be defined in such a way that each organizational unit, each process owner, and even each employee, can and must recognize their role in the defined strategic goals and hence set their individual goals and activities to accomplish them Š1, pp. 75-78Ë. 3.===>Strategija mora da bude tako definisana da svaka organizaciona celina, svaki vlasnik procesa, pa čak i svaki zaposleni, mogu i moraju da prepo znaju svoju ulogu u definisanim strategijskim ciljevima i da na taj način odrede sopstvene ciljeve i aktivnosti na njihovom ispunjenju Š1, str. 7578Ë. 3.)
MATCH@M:(In other words, it is desirable, if not necessary that the BSC implementation be preceeded by the process approach implementation in the organizational management.===>Drugim rečima, poželjno je, ako ne i neophodno, da implementaciji BSC koncepta prethodi implementacija procesnog pristupa u organizacionom upravljanju.)
MATCH@E:(In other words, it is desirable, if not necessary that the BSC implementation be preceeded by the process approach implementation in the organizational management.===>Drugim rečima, poželjno je, ako ne i neophodno, da implementaciji BSC koncepta prethodi implementacija procesnog pristupa u organizacionom upravljanju.)
MATCH@M:(The BSC concept was already said to observe the performance indicators (leading and lagging) in four key areas (there may be more than four), one of which refers to internal processes.===>Već je napomenuto da BSC koncept uvažava pokazatelje performansi (vodeće i zaostajuće) u četiri ključne oblasti (može ih biti i više), od kojih se jedna odnosi na interne procese.)
MATCH@E:(The BSC concept was already said to observe the performance indicators (leading and lagging) in four key areas (there may be more than four), one of which refers to internal processes.===>Već je napomenuto da BSC koncept uvažava pokazatelje performansi (vodeće i zaostajuće) u četiri ključne oblasti (može ih biti i više), od kojih se jedna odnosi na interne procese.)
MATCH@M:(If we observe only the internal processes area, we can easily conclude that there is a large number of indicators that can be monitored there.===>Ukoliko posmatramo samo oblasti internih procesa, lako možemo doći do zaključka da se u toj oblasti može pratiti veći broj indikatora.)
MATCH@E:(If we observe only the internal processes area, we can easily conclude that there is a large number of indicators that can be monitored there.===>Ukoliko posmatramo samo oblasti internih procesa, lako možemo doći do zaključka da se u toj oblasti može pratiti veći broj indikatora.)
MATCH@M:(For example, in the sub-area of operations (manufacturing process) three groups of indicators can be set: process duration indicators, process quality indicators and process costs indicators [7, pp. 175-176].===>Kao primer možemo navesti da za podoblast operacija (proces proizvodnje) možemo uspostaviti tri grupe indikatora (pokazatelja): pokazatelji vremena trajanja procesa, pokazatelji kvaliteta procesa i pokazatelji troškova procesa [7, str. 175-176].)
MATCH@E:(For example, in the sub-area of operations (manufacturing process) three groups of indicators can be set: process duration indicators, process quality indicators and process costs indicators Š7, pp. 175-176Ë. Indicators are then defined for each of the groups.===>Kao primer možemo navesti da za podoblast operacija (proces proizvodnje) možemo uspostaviti tri grupe indikatora (pokazatelja): pokazatelji vremena trajanja procesa, pokazatelji kvaliteta procesa i pokazatelji troškova procesa Š7, str. 175176Ë. ~~~ Dalje se za svaku od ovih grupa definišu indikatori.)
MATCH@M:(For the process quality level, for example, indicators can be established to measute the quality level achieved, knowing there are four basic levels of process qualiy definition.===>Npr. za nivo kvaliteta procesa možemo uspostaviti indikatore koji će meriti dostignuti nivo kvaliteta, pri čemu se zna da postoje četiri osnovna nivoa kvalitativnog određenja procesa.)
MATCH@E:(For the process quality level, for example, indicators can be established to measute the quality level achieved, knowing there are four basic levels of process qualiy definition.===>Npr. za nivo kvaliteta procesa možemo uspostaviti indikatore koji će meriti dostignuti nivo kvaliteta, pri čemu se zna da postoje četiri osnovna nivoa kvalitativnog određenja procesa.)
MATCH@M:(1.	Spontaneity level.===>1.	Nivo spontanosti.)
MATCH@E:(Spontaneity level.===>1. ~~~ Nivo spontanosti.)
MATCH@M:(This is a primitive process level.===>U pitanju je nivo primitivnog procesa.)
MATCH@E:(This is a primitive process level.===>U pitanju je nivo primitivnog procesa.)
MATCH@M:(Its structure any dynamics are insufficiently well planned.===>Njegova struktura i dinamika su nedovoljno planirane.)
MATCH@E:(Its structure any dynamics are insufficiently well planned.===>Njegova struktura i dinamika su nedovoljno planirane.)
MATCH@M:(On this level the process is usually aproached ad hoc.===>Na ovom nivou, procesu se obično pristupa ad hoc.)
MATCH@E:(On this level the process is usually aproached ad hoc.===>Na ovom nivou, procesu se obično pristupa ad hoc.)
MATCH@M:(2.	Initialization level.===>2.	Nivo inicijalizacije.)
MATCH@E:(Initialization level.===>Nivo inicijalizacije.)
MATCH@M:(This is the level on which initial attempts in a systematic approach to processes occur.===>Na ovom nivou dolazi do početnih pokušaja u sistematizovanom pristupu procesima.)
MATCH@E:(This is the level on which initial attempts in a systematic approach to processes occur.===>Na ovom nivou dolazi do početnih pokušaja u sistematizovanom pristupu procesima.)
MATCH@M:(Its main features are the mistakes made in the initial attempts to organize and run-in the process.===>Odlikuju ga greške koje se javljaju prilikom početnih pokušaja organizacije i uhodavanja procesa.)
MATCH@E:(Its main features are the mistakes made in the initial attempts to organize and run-in the process.===>Odlikuju ga greške koje se javljaju prilikom početnih pokušaja organizacije i uhodavanja procesa.)
MATCH@M:(3.	Formalization level is one on which the overall process becomes completely harmonized.===>3.	Nivo formalizma je nivo na kome dolazi do potpunog usaglašavanja celokupnog procesa.)
MATCH@E:(Formalization level is one on which the overall process becomes completely harmonized.===>Nivo formalizma je nivo na kome dolazi do potpunog usaglašavanja celokupnog procesa.)
MATCH@M:(This level is characterised by the presence of precise standards and procedures in the process execution, in the course of which the process loses its adjustment capability, i.e., it becomes rigid.===>Na ovom nivou je karakteristično postojanje preciznih standarda i procedura izvršenja procesa, pri čemu proces u određenoj meri gubi sposobnost prilagođava-nja, odnosno postaje krut.)
MATCH@E:(This level is characterised by the presence of precise standards and procedures in the process execution, in the course of which the process loses its adjustment capability, i.e., it becomes rigid.===>Na ovom nivou je karakteristično postojanje preciznih standarda i procedura izvršenja procesa, pri čemu proces u određenoj meri gubi sposobnost prilagođavanja, odnosno postaje krut.)
MATCH@M:(4.	Optimization level.===>4.	Nivo optimizacije.)
MATCH@E:(Optimization level.===>Nivo optimizacije.)
MATCH@M:(This is the highest quality level of the process organization.===>U pitanju je najviši nivo kvaliteta organizovanja procesa.)
MATCH@E:(This is the highest quality level of the process organization.===>U pitanju je najviši nivo kvaliteta organizovanja procesa.)
MATCH@M:(On this level, the process has precise standards, clearly defined procedures in certain parts, and acquires a capacity of adjusting to changing circumstances.===>Na ovom nivou, proces ima precizne standarde, u određenim delovima i jasno definisane procedure, ali dobij a sposobnost prilagođavanja promenljivim okolnostima.)
MATCH@E:(On this level, the process has precise standards, clearly defined procedures in certain parts, and acquires a capacity of adjusting to changing circumstances.===>Na ovom nivou, proces ima precizne standarde, u određenim delovima i jasno definisane procedure, ali dobija sposobnost prilagođavanja promenljivim okolnostima.)
MATCH@M:(The analysis of the above classification leads to the conclusion that the last two levels of quality definition of the process are those which the organization of all processes should seek to achieve.===>Analizom navedene klasifikacije, može se doci do zaključka da su poslednja dva nivoa kvalitativnog određenja procesa, nivoi kojima bi uređenje svih procesa trebalo da teži.)
MATCH@E:(The analysis of the above classification leads to the conclusion that the last two levels of quality definition of the process are those which the organization of all processes should seek to achieve.===>Analizom navedene klasifikacije, može se doći do zaključka da su poslednja dva nivoa kvalitativnog određenja procesa, nivoi kojima bi uređenje svih procesa trebalo da teži.)
MATCH@M:(To which of the two levels it will be directed in particular will depend on the nature of the process itself.===>Kome od ova dva nivoa uređenje konkretnog procesa treba da teži, zavisi od prirode samog procesa.)
MATCH@E:(To which of the two levels it will be directed in particular will depend on the nature of the process itself.===>Kome od ova dva nivoa uređenje konkretnog procesa treba da teži, zavisi od prirode samog procesa.)
MATCH@M:(In modern business conditions, the organization of a majority of processes should lead to the optimization level, a consequence of the impact of frequent changes in the environment.===>U savremenim uslovima poslovanja, uređenje većine procesa bi trebalo da teži nivou optimizacije, kao posledica uticaja čestih promena u okruženju.)
MATCH@E:(In modern business conditions, the organization of a majority of processes should lead to the optimization level, a consequence of the impact of frequent changes in the environment.===>U savremenim uslovima poslovanja, uređenje većine procesa bi trebalo da teži nivou optimizacije, kao posledica uticaja čestih promena u okruženju.)
MATCH@M:(There are, however, processes whose nature does not allow them to be executed on a level on which major deviations from the execution method defined by pracise standards and procedures are possible.===>Međutim, postoje procesi kojim njihova priroda ne dozvoljava da budu realizovani na nivou na kome su moguća veća odstupanja od načina realizacije koji je utvrđen preciznim standardima i procedurama.)
MATCH@E:(There are, however, processes whose nature does not allow them to be executed on a level on which major deviations from the execution method defined by pracise standards and procedures are possible.===>Međutim, postoje procesi kojim njihova priroda ne dozvoljava da budu realizovani na nivou na kome su moguća veća odstupanja od načina realizacije koji je utvrđen preciznim standardima i procedurama.)
MATCH@M:(Such examples may be the processes in chemical and base industries.===>Kao primer se mogu navesti procesi u hemijskoj i baznoj industriji.)
MATCH@E:(Such examples may be the processes in chemical and base industries.===>Kao primer se mogu navesti procesi u hemijskoj i baznoj industriji.)
MATCH@M:(The hydrochloric acid or pyrolitic oil production processes require a very precise production technology and clearly defined standards of execution.===>Procesi proizvodnje hlorovodonične kiseline ili piroli-tičkog ulja zahtevaju vrlo preciznu tehnologiju proizvodnje i jasno definisane standarde izvršenja.)
MATCH@E:(The hydrochloric acid or pyrolitic oil production processes require a very precise production technology and clearly defined standards of execution.===>Procesi proizvodnje hlorovodonične kiseline ili pirolitičkog ulja zahtevaju vrlo preciznu tehnologiju proizvodnje i jasno definisane standarde izvršenja.)
MATCH@M:(It is for this reason that in the production of these it is necessary that the manufacturing processes should be brought to the formalization level.===>Zbog toga je za proizvodnju ovih proizvoda neophodno da se njihovi proizvodni procesi dovedu do nivoa formalizma.)
MATCH@E:(It is for this reason that in the production of these it is necessary that the manufacturing processes should be brought to the formalization level.===>Zbog toga je za proizvodnju ovih proizvoda neophodno da se njihovi proizvodni procesi dovedu do nivoa formalizma.)
MATCH@M:(Changes in this production are possible only on condition a new technology has been adopted, more effective than the present one.===>Promene u ovoj vrsti proizvodnje su moguće samo u slučaju prihvatanja nove tehnologije proizvodnje, koja će dati bolje efekte od postojeće [12, str. 41].)
MATCH@E:(Changes in this production are possible only on condition a new technology has been adopted, more effective than the present one Š12, p. 41Ë.===>Promene u ovoj vrsti proizvodnje su moguće samo u slučaju prihvatanja nove tehnologije proizvodnje, koja će dati bolje efekte od postojeće Š12, str. 41Ë.)
MATCH@M:(The implementation of the process approach as a basic strategic management concept, that is, as the basis for the management of the entire organizaton, largely facilitates the introduction of the BSC concept, as well as measuring, or monitoring, various organizational pre-formance indicators (primarily in the area of internal processes, and then in all the other areas).===>Uvođenjem procesnog pristupa kao baznog koncepta strategijskog menadžmenta, odnosno kao osnova za upravljanje celokupnom organizacijom, u velikoj meri se olakšava uvođenje BSC koncepta, kao i merenje, odnosno praćenje različitih pokazatelja performansi organizacije (pre svega u oblasti internih procesa, ali i u ostalim oblastima).)
MATCH@E:(The implementation of the process approach as a basic strategic management concept, that is, as the basis for the management of the entire organizaton, largely facilitates the introduction of the BSC concept, as well as measuring, or monitoring, various organizational preformance indicators (primarily in the area of internal processes, and then in all the other areas).===>Uvođenjem procesnog pristupa kao baznog koncepta strategijskog menadžmenta, odnosno kao osnova za upravljanje celokupnom organizacijom, u velikoj meri se olakšava uvođenje BSC koncepta, kao i merenje, odnosno praćenje različitih pokazatelja performansi organizacije (pre svega u oblasti internih procesa, ali i u ostalim oblastima).)
MATCH@M:(The logic is the following: since the main purpose of the existence of a market oriented company is to meet the needs and desires of its customers, all its processes should be oriented towards fulfilling this goal.===>Logika je sledeća: s obzirom da je osnovna svrha postojanja svake tržišno orijentisane organizacije da zadovolji potrebe i želje svojih potrošača, svi procesi u njoj treba da se stave u funkciju ostvarivanja ove svrhe.)
MATCH@E:(The logic is the following: since the main purpose of the existence of a market oriented company is to meet the needs and desires of its customers, all its processes should be oriented towards fulfilling this goal.===>Logika je sledeća: s obzirom da je osnovna svrha postojanja svake tržišno orijentisane organizacije da zadovolji potrebe i želje svojih potrošača, svi procesi u njoj treba da se stave u funkciju ostvarivanja ove svrhe.)
MATCH@M:(This means that all the processes in the organization are carried out for the purpose of achieving the customers’s satisfaction with the products or services of the organization, which will (in case these needs are satisfied successfully) result in improving the organization’s financial performance.===>To znači da se svi procesi u organizaciji stavljaju u funkciju zadovoljstva potrošača proizvodima ili uslugama posmatrane organizacije, što će (ukoliko se uspešno zadovolje potrebe i želje potrošača) za posledicu imati poboljšanje finansijskih performansi organizacije.)
MATCH@E:(This means that all the processes in the organization are carried out for the purpose of achieving the customerss satisfaction with the products or services of the organization, which will (in case these needs are satisfied successfully) result in improving the organizations financial performance.===>To znači da se svi procesi u organizaciji stavljaju u funkciju zadovoljstva potrošača proizvodima ili uslugama posmatrane organizacije, što će (ukoliko se uspešno zadovolje potrebe i želje potrošača) za posledicu imati poboljšanje finansijskih performansi organizacije.)
MATCH@M:(On the other hand, the efficient execution of all the organizational processes requires appropriately trained executives, ones who will use knowledge and skills to permanently monitor any possible changes in the processes, as well as an adequate remuneration system.===>Sa druge strane, efikasna realizacija svih procesa u organizaciji zahteva adekvatno osposobljene izvršioce, čija će znanja i veštine permanentno pratiti sve eventualne promene u procesima, kao i adekvatan sistem nagrađivanja.)
MATCH@E:(On the other hand, the efficient execution of all the organizational processes requires appropriately trained executives, ones who will use knowledge and skills to permanently monitor any possible changes in the processes, as well as an adequate remuneration system.===>Sa druge strane, efikasna realizacija svih procesa u organizaciji zahteva adekvatno osposobljene izvršioce, čija će znanja i veštine permanentno pratiti sve eventualne promene u procesima, kao i adekvatan sistem nagrađivanja.)
MATCH@M:(Thus all the four areas of organizational operations considered to be crucial in the basic BSC concept are embraced: processes, customers, finances and employee learning.===>Ovim su zaokružene sve četiri oblasti organizacionog funkcionisanja koje se propagiraju kao ključne u osnovnom BSC konceptu: procesi, potrošači, finansije i učenje zaposlenih.)
MATCH@E:(Thus all the four areas of organizational operations consid ered to be crucial in the basic BSC concept are embraced: processes, customers, finances and employee learning.===>Ovim su zaokružene sve četiri oblasti organizacionog funkcionisanja koje se propagiraju kao ključne u osnovnom BSC konceptu: procesi, potrošači, finansije i učenje zaposlenih.)
MATCH@M:(It only remains to identify an optimum number of indicators and the performance monitoring may start.===>Ostalo je samo da se identifikuje optimalan broj indikatora i praćenje performansi organizacije može da počne.)
MATCH@E:(It only remains to identify an optimum number of indicators and the performance monitoring may start.===>Ostalo je samo da se identifikuje optimalan broj indikatora i praćenje performansi organizacije može da počne.)
MATCH@M:(In other words, the process approach implementation into the organization management system allows for a solid basis to be formed for processes monitoring and measuring, which will eventually result into an easier measuring and monitoring of indicators related to customers, finances and employee learning.===>Drugim recima, uvođenjem procesnog pristupa u sistem upravljanja organizacijom, stvara se solidna osnova za merenje i praćenje procesa, što će u krajnoj meri usloviti i lakše merenje i praćenje indikatora koji su vezani za potrošače, finansije i učenje zaposlenih.)
MATCH@E:(In other words, the process approach implementation into the organization management system allows for a solid basis to be formed for processes monitoring and measuring, which will eventually result into an easier measuring and monitoring of indicators related to customers, finances and employee learning.===>Drugim rečima, uvođenjem procesnog pristupa u sistem upravljanja organizacijom, stvara se solidna osnova za merenje i praćenje procesa, što će u krajnoj meri usloviti i lakše merenje i praćenje indikatora koji su vezani za potrošače, finansije i učenje zaposlenih.)
MATCH@M:(It will only be necessary that the indicators in these areas be defined and the BSC concept is complete.===>Potom je potrebno samo definisati indikatore u ovim oblastima i BSC koncept je upotpunjen.)
MATCH@E:(It will only be necessary that the indicators in these areas be defined and the BSC concept is complete.===>Potom je potrebno samo definisati indikatore u ovim oblastima i BSC koncept je upotpunjen. 4.)
MATCH@M:(The modern environment is extremely dynamic, hence unpredictable, which requires that all the organizations doing business in the area should achieve a satisfactory level of flexibility.===>Savremeno okruženje je izuzetno dinamično, a samim tim i nepredvidljivo, što iziskuje od svih organizacija koje u njemu deluju da ostvare zadovoljavajući nivo fleksibilnosti.)
MATCH@E:(5. ~~~ Case study: process approach implementation in the Tojota company The modern environment is extremely dynamic, hence unpredictable, which requires that all the organizations doing business in the area should achieve a satisfactory level of flexibility.===>Studija slučaja: primena procesnog pristupa u kompaniji TOYOTA Savremeno okruženje je izuzetno dinamično, a samim tim i nepredvidljivo, što iziskuje od svih organizacija koje u njemu deluju da ostvare zadovoljavajući nivo fleksibilnosti.)
MATCH@M:(One example is that customers have become considerably choosier.===>Kao primer možemo navesti činjenicu da su kupci postali daleko izbirljiviji.)
MATCH@E:(One example is that customers have become considerably choosier.===>Kao primer možemo navesti činjenicu da su kupci postali daleko izbirljiviji.)
MATCH@M:(They demand specific products, both in functionality and in design [8].===>Oni žele specifične proizvode, kako po funkcionalnosti, tako i po dizajnu [8].)
MATCH@E:(They demand specific products, both in functionality and in design Š8Ë.===>Oni žele specifične proizvode, kako po funkcionalnosti, tako i po dizajnu Š8Ë.)
MATCH@M:(Such tendencies create a demand for the implementation of flexible production systems, where flexibility is above all mirrored in the production of a large number of small series, with a wide range of products [9].===>Ovakve tendencije stvaraju potrebu za implementacijom fleksibilnih proizvodnih sistema, pri čemu se fleksibilnost pre svega ogleda u proizvodnji velikog broja malih serija, sa velikim asortimanom proizvoda [9].)
MATCH@E:(Such tendencies create a demand for the implementation of flexible production systems, where flexibility is above all mirrored in the production of a large number of small series, with a wide range of products Š9Ë.===>Ovakve tendencije stvaraju potrebu za implementacijom fleksibilnih proizvodnih sistema, pri čemu se fleksibilnost pre svega ogleda u proizvodnji velikog broja malih serija, sa velikim asortimanom proizvoda Š9Ë.)
MATCH@M:(Such tendencies in the environment development have timely been identified by the management of the Toyota company, the result being that Toyota is today a modern process oriented company, based on flexible production systems.===>Ovakve tendencije razvoja okruženja je na vreme uočio menadžment kompanije Toyota, što je rezultovalo time da je danas Toyota savremena procesno orijenti-sana organizacija bazirana na fleksibilnim sistemima proizvodnje.)
MATCH@E:(Such tendencies in the environment development have timely been identified by the management of the Toyota company, the result being that Toyota is today a modern process oriented company, based on flexible production systems.===>Ovakve tendencije razvoja okruženja je na vreme uočio menadžment kompanije Toyota, što je rezultovalo time da je danas Toyota savremena procesno orijentisana organizacija bazirana na fleksibilnim sistemima proizvodnje.)
MATCH@M:(The philosophy that has for years been prevailing in Toyota, and which is customer and employee oriented is called the Toyota production system (TPS).===>Filozofija koja se već godinama prime-njuje u Toyoti, a koja je okrenuta kupcima i zaposlenima, naziva se Toyota proizvodni program (TPS) .)
MATCH@E:(The philosophy that has for years been prevailing in Toyota, and which is customer and employee oriented is called the Toyota production system (TPS).===>Filozofija koja se već godinama primenjuje u Toyoti, a koja je okrenuta kupcima i zaposlenima, naziva se Toyota proizvodni program (TPS) .)
MATCH@M:(2.	The receptionist should answer the call politely, identify the name of the serviceman, introduce himself and ask questions in order to encourage the client to explain what he needs.===>2.	Recepcionar treba ljubazno da odgovori na poziv, identifikuje ime servisera, predstavi se i otvoreno pita kako bi ohrabrio klijenta da objasni svoje potrebe.)
MATCH@E:(The receptionist should answer the call politely, identify the name of the serviceman, introduce himself and ask questions in order to encourage the client to explain what he needs.===>Recepcionar treba ljubazno da odgovori na poziv, identifikuje ime servisera, predstavi se i otvoreno pita kako bi ohrabrio klijenta da objasni svoje potrebe. 3.)
MATCH@M:(3.	The receptionist should direct the client to the person in charge of clients' complaints resolving (CRE - Customer Relationship Executive).===>3.	Recepcionar treba da uputi klijenta na odgovarajuću osobu koja se bavi rešavanjem žalbi klijenata (CRE - Customer Relationship Executive).)
MATCH@E:(3. ~~~ The receptionist should direct the client to the person in charge of clients' complaints resolving (CRE - Customer Relationship Executive).===>Recepcionar treba da uputi klijenta na odgovarajuću osobu koja se bavi rešavanjem žalbi klijenata (CRE - Customer Relationship Executive).)
MATCH@M:(To find out what the client's problem is, the CRE should listen to the client attentively and make necessary notes.===>Prilikom utvrđivanja klijentovog problema, CRE osoba treba da klijenta dobro sasluša i napravi odgovarajuće beleške.)
MATCH@E:(To find out what the client's problem is, the CRE should listen to the client attentively and make necessary notes. ~~~ 4.===>Prilikom utvrđivanja klijentovog problema, CRE osoba treba da klijenta dobro sasluša i napravi odgovarajuće beleške. 4.)
MATCH@M:(4.	The CRE should search for the solutions to propose to the client.===>4.	CRE osoba treba da traga za rešenjima koja će predložiti klijentu.)
MATCH@E:(The CRE should search for the solutions to pro contacts with the client. pose to the client.===>CRE osoba treba da traga za rešenjima koja će predložiti klijentu. 5.)
MATCH@M:(5.	The repair takes place.===>5.	Obavljanje intervencije.)
MATCH@E:(5. ~~~ The repair takes place.===>Obavljanje intervencije. 6.)
MATCH@M:(6.	The CRE in the service makes a questionnaire to check whether the client is satisfied and sends it by post or calls the client on the phone.===>6.	CRE servisera vrši anketu za proveru; poštom ili telefonski proverava da li je klijent zadovoljan.)
MATCH@E:(6. ~~~ The CRE in the service makes a questionnaire to check whether the client is satisfied and sends it by post or calls the client on the phone.===>CRE servisera vrši anketu za proveru; poštom ili telefonski proverava da li je klijent zadovoljan.)
MATCH@M:(There is a documented procedure for every work activity connected to servicing the automobile.===>Dokumentovana procedura postoji i za bilo koju radnu aktivnost povezanu sa servisiranjem automobila.)
MATCH@E:(There is a documented procedure for every work activity connected to servicing the automobile.===>Dokumentovana procedura postoji i za bilo koju radnu aktivnost povezanu sa servisiranjem automobila.)
MATCH@M:(Figure 2 presents such a procedure related to making an appointment for a repair.===>Na slici 2 je dat jedan takav prikaz postupka koji se odnosi na zakazivanje popravke.)
MATCH@E:(Figure 2 presents such a procedure related to making an appointment for a repair.===>Na slici 2 je dat jedan takav prikaz postupka koji se odnosi na zakazivanje popravke.)
MATCH@M:(The ultimate goal is to improve the appointment rate.===>Krajnji cilj je unapređenje stope zakazivanja.Naravno, svi procesi u Toyoti se detaljno definišu, kako bi se lakše pratile performanse istih.)
MATCH@E:(The ultimate goal is to improve the appointment rate.===>Krajnji cilj je unapređenje stope zakazivanja.)
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BAD_LINE_M:The ultimate goal is to improve the appointment rate.
BAD_LINE_M:Krajnji cilj je unapređenje stope zakazivanja.Naravno, svi procesi u Toyoti se detaljno definišu, kako bi se lakše pratile performanse istih.
BAD_LINE_E:The ultimate goal is to improve the appointment rate.
BAD_LINE_E:Krajnji cilj je unapređenje stope zakazivanja.
MATCH@M:(Figure 4.===>Slika 4.)
MATCH@E:(Figure 3.===>Razvojno odreðivanje problemske situacije C Ustrojstvo rasprave - moæ / znanje Sistem sadržaja istraživane problemske situacije Istraživana problemska situacija Sistem intelektualnih resursa Raspoložive teorije i metodologije relevantne za istraživanu problemsku situaciju B Sistem intervencije Akteri koji preduzimaju intervenciju A Konstitucija subjekata - tehnologije personalnosti Slika 3.)
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BAD_LINE_M:Figure 4.
BAD_LINE_M:Slika 4.
BAD_LINE_E:Figure 3.
BAD_LINE_E:Razvojno odreðivanje problemske situacije C Ustrojstvo rasprave - moæ / znanje Sistem sadržaja istraživane problemske situacije Istraživana problemska situacija Sistem intelektualnih resursa Raspoložive teorije i metodologije relevantne za istraživanu problemsku situaciju B Sistem intervencije Akteri koji preduzimaju intervenciju A Konstitucija subjekata - tehnologije personalnosti Slika 3.
MATCH@M:(On the basis on the above, we can draw a conclusion that Toyota implements the process approach in organizational management simultaneously, and that this type of management is supported by a developed BSC system used to monitor all the important performance indicators of this large company.===>Na bazi svega što je rečeno, možemo zaključiti da Toyota simultano primenjuje procesni pristup u organizacionom upravljanju, pri čemu je ovo upravljanja podržano razvijenim BSC sistemom, kojim se prate svi bitniji indikatori performansi ove velike kompanije.)
MATCH@E:(The Toyota company income in the last three years On the basis on the above, we can draw a conclusion that Toyota implements the process approach in organizational management simultaneously, and that this type of management is supported by a developed BSC system used to monitor all the important performance indicators of this large company.===>Ostvareni prihod kompanije Toyota u protekle tri godine Na bazi svega što je rečeno, možemo zaključiti da Toyota simultano primenjuje procesni pristup u organizacionom upravljanju, pri čemu je ovo upravljanja podržano razvijenim BSC sistemom, kojim se prate svi bitniji indikatori performansi ove velike kompanije.)
MATCH@M:(Naturally, establishing these and many other management and organizational systems resulted in Toyota becoming a leader on a global automobile market.===>Naravno, uspostavljanje ovih i brojnih drugih me-nadžment i organizacionih sistema je uticalo da Toyota vremenom postane svojevrsni lider na globalnom tržištu motornih vozila. Zaklju~ak)
MATCH@E:(Naturally, establishing these and many other management and organizational systems resulted in Toyota becoming a leader on a global automobile market.===>Naravno, uspostavljanje ovih i brojnih drugih menadžment i organizacionih sistema je uticalo da Toyota vremenom postane svojevrsni lider na globalnom tržištu motornih vozila.)
MATCH@M:(Conclusion The process oriented organizations can manage these processes in an easier way.===>Organizacije koje su orijentisane na svoje procese lakše mogu da upravljaju njima.)
MATCH@E:(Conclusion The process oriented organizations can manage these processes in an easier way.===>Zaključak Organizacije koje su orijentisane na svoje procese lakše mogu da upravljaju njima.)
MATCH@M:(Naturally, in marketing oriented organizations, where the basic (key) processes are customer oriented, this means that organizations focus upon meeting the needs and desires of their customers.===>Naravno, to u marketinški usmerenim organizacijama, gde su osnovni (ključni) procesi okrenuti prema kupcima, znači da se organizacije fokusiraju na zadovoljavanje potreba i želja svojih kupaca.)
MATCH@E:(Naturally, in marketing oriented organizations, where the basic (key) processes are customer oriented, this means that organizations focus upon meeting the needs and desires of their customers.===>Naravno, to u marketinški usmerenim organizacijama, gde su osnovni (ključni) procesi okrenuti prema kupcima, znači da se organizacije fokusiraju na zadovoljavanje potreba i želja svojih kupaca.)
MATCH@M:(On the other hand, occasional changes in the processes will require that all the employees permanently learn and improve so that they should, using their knowledge and skills, efficiently adapt to the changes within organizational processes.===>Sa druge strane, povremene promene u procesima će iziskivati permanento učenje i usavršavanje svih zaposlenih, kako bi se, sa aspekta znanja i veština, efikasno prilagođavali nastalim pro-menama unutar organizacionih procesa.)
MATCH@E:(On the other hand, occasional changes in the processes will require that all the employees permanently learn and improve so that they should, using their knowledge and skills, efficiently adapt to the changes within organizational processes.===>Sa druge strane, povremene promene u procesima će iziskivati permanento učenje i usavršavanje svih zaposlenih, kako bi se, sa aspekta znanja i veština, efikasno prilagođavali nastalim promenama unutar organizacionih procesa.)
MATCH@M:(Such a method of work will most probably have a positive effect upon the financial aspects of organizational activities.===>Ovakav način rada će vrlo verovatno u pozitivnoj meri uticati na fi-nansijske aspekte delovanja organizacije.)
MATCH@E:(Such a method of work will most probably have a positive effect upon the financial aspects of organizational activities.===>Ovakav način rada će vrlo verovatno u pozitivnoj meri uticati na finansijske aspekte delovanja organizacije.)
MATCH@M:(All this will in turn make it necessary that a specific system of performance measuring be implemented in all the areas of crucial importance for the organizational activities.===>Sve ovo će usloviti neophodnost uspostavljanja svojevrsnog sistema merenja performansi u svim oblastima koje su od ključnog značaja za funkcionisanje organizacije.)
MATCH@E:(All this will in turn make it necessary that a specific system of performance measuring be implemented in all the areas of crucial importance the organizational activities.===>Sve ovo će usloviti neophodnost uspostavljanja svojevrsnog sistema merenja performansi u svim oblastima koje su od ključnog značaja za funkcionisanje organizacije.)
MATCH@M:(Therefore we can conclude that the process orientation really facilitates the implementation of a complex system used to measure the overall organizational performance, such as the BSC (in certain cases the process orientation is a necessary condition for the BSC implementation).===>Samim tim, možemo da zaključimo da procesna orijentacija zaista olakšava implementaciju složenog sistema merenja ukupnih performansi organizacije, kakav je BSC (u određenim slučajevima je procesna orijentacija neophodan uslov za implementaciju BSC-a).)
MATCH@E:(Therefore we can conclude that the process orienta for tion really facilitates the implementation of a complex system used to measure the overall organizational performance, such as the BSC (in certain cases the process orientation is a necessary condition for the BSC implementation).===>Samim tim, možemo da zaključimo da procesna orijentacija zaista olakšava implementaciju složenog sistema merenja ukupnih performansi organizacije, kakav je BSC (u određenim slučajevima je procesna orijentacija neophodan uslov za implementaciju BSC-a).)
MATCH@M:(The Toyota example, presented in this paper, is an attempt to introduce the readers to the importance of the process approach.===>Primer Toyote, koji je opisan u ovom radu, predstavlja pokušaj približavanja značaja procesnog pristupa u organizaciji čitaocima.)
MATCH@E:(The Toyota example, presented in this paper, is an attempt to introduce the readers to the importance of the process approach.===>Primer Toyote, koji je opisan u ovom radu, predstavlja pokušaj približavanja značaja procesnog pristupa u organizaciji čitaocima.)
MATCH@M:(It is a critical role.===>To je, u stvari, njegova najznačajnija uloga.)
MATCH@E:(It is a critical role.===>To je, u stvari, njegova najznačajnija uloga.)
MATCH@M:(The aim of this research is to find out how the Internet is impacting advertising. The study was carried out through a questionnaire of the top executives of 200 firms in the services sectors in Abu Dhabi, UAE (Banking and Insurance industries). It examined their attitudes about the effect of advertising through the Internet.===>Naš cilj u ovom istraživanju jeste da proučimo kako internet utiče na oglašavanje. Studija je obuhvatila izvršne direktore 200 firmi koje rade u uslužnom sektoru u Abu Dabiju u UAR (oblast bankarstva i osiguranja), a sprovedena je putem upitnika, sa ciljem da se sazna kako ovi direktori ocenjuju efekat oglašavanja primenom interneta.)
MATCH@E:(The study was carried out through a questionnaire of the top executives of 200 firms in the services sectors in Abu Dhabi, UAE (Banking and Insurance industries). ~~~ It examined their attitudes about the effect of advertising through the Internet.===>Studija je obuhvatila izvršne direktore 200 firmi koje rade u uslužnom sektoru u Abu Dabiju u UAR (oblast bankarstva i osiguranja), a sprovedena je putem upitnika, sa ciljem da se sazna kako ovi direktori ocenjuju efekat oglašavanja primenom interneta.)
MATCH@M:(Research findings conclude that the scope of the Internet usage in advertising is affected by managements 'perceptions of the effectiveness of their web sites as a marketing tool.===>Zaključci dobijeni istraživanjem pokazuju da opseg primene interneta u oglašavanju zavisi od toga kako menad'ment ocenjuje efekat vebsajtova kao instrumenta marketinga.)
MATCH@E:(Research findings conclude that the scope of the Internet usage in advertising is affected by managements' perceptions of the effectiveness of their web sites as a marketing tool.===>Zaključci dobijeni istraživanjem pokazuju da opseg primene interneta u oglašavanju zavisi od toga kako menadžment ocenjuje efekat vebsajtova kao instrumenta marketinga.)
MATCH@M:(Result indicates that negative attitudes towards advertising through the Internet are associated with the Banking and Insurance businesses, which are the largest two sectors in the services industry.===>Rezultati ukazuju na to da su negativni stavovi prema oglašavanju putem interneta uglavnom vezani za firme u sektoru bankarstva i osiguranja, dva najveća sektora u oblasti uslužne delatnosti.)
MATCH@E:(Result indicates that negative attitudes towards advertising through the Internet are associated with the Banking and Insurance businesses, which are the largest two sectors in the services industry.===>Rezultati ukazuju na to da su negativni stavovi prema oglašavanju putem interneta uglavnom vezani za firme u sektoru bankarstva i osiguranja, dva najveća sektora u oblasti uslužne delatnosti.)
MATCH@M:(These findings suggest that managers believe there are no economic benefits for advertising through the Internet.===>Ovi rezultati ukazuju i na to da menadžeri smatraju da oglašavanje putem interneta ne donosi nikakvu ekonomsku korist.)
MATCH@E:(These findings suggest that managers believe there are no economic benefits for advertising through the Internet.===>Ovi rezultati ukazuju i na to da menadžeri smatraju da oglašavanje putem interneta ne donosi nikakvu ekonomsku korist.)
MATCH@M:(Based upon the sample size the researcher believes that the findings may prevail in other service industries in Abu Dhabi in particular and, the UAE in general.===>Na osnovu veličine uzirka ovaj istraživač iznosi stav da ovakvi rezultati mogu da važe i u drugim uslužnim delatnostima, posebno u Abu Dabiju, a i u UAR uopšte.)
MATCH@E:(Based upon the sample size the researcher believes that the findings may prevail in other service industries in Abu Dhabi in particular and, the UAE in general.===>Na osnovu veličine uzirka ovaj istraživač iznosi stav da ovakvi rezultati mogu da važe i u drugim uslužnim delatnostima, posebno u Abu Dabiju, a i u UAR uopšte.)
MATCH@M:(1.===>1.)
MATCH@E:(1.===>We suggest your papers to be pre pared in form of this template. 1.)
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BAD_LINE_M:1.
BAD_LINE_M:1.
BAD_LINE_E:1.
BAD_LINE_E:We suggest your papers to be pre pared in form of this template. 1.
MATCH@M:(Recently, the Internet has become one of the most vivid topics in business and academia.===>Internet je u poslednje vreme postao tema veoma živih rasprava kako u poslovnim, tako i u naučnim krugovima.)
MATCH@E:(1. ~~~ Introduction Recently, the Internet has become one of the most vivid topics in business and academia.===>Uvod Internet je u poslednje vreme postao tema veoma živih rasprava kako u poslovnim, tako i u naučnim krugovima.)
MATCH@M:(The speed of development of electronic marketing has been fast by all standards.===>Brzina kojom se elektronski marketing razvija po svim standardima je svakako veoma velika.)
MATCH@E:(The speed of development of electronic marketing has been fast by all standards.===>Brzina kojom se elektronski marketing razvija po svim standardima je svakako veoma velika.)
MATCH@M:(Such development has a far reaching impact on how business is conducted and perceived.===>Ovakav razvoj ima dalekosežni uticaj i na samo poslovanje i na naše poimanje poslovanja.)
MATCH@E:(Such development has a far reaching impact on how business is conducted and perceived.===>Ovakav razvoj ima dalekosežni uticaj i na samo poslovanje i na naše poimanje poslovanja.)
MATCH@M:(In fact, the speed of development has accelerated the debate on the usefulness and its profound influence on organizations and management.===>U stvari, brzina kojom se internet razvija je ubrzala rasprave o njegovoj korisnosti i o njegovom velikom uticaju na organizacije i menadžment.)
MATCH@E:(In fact, the speed of development has accelerated the debate on the usefulness and its profound influence on organizations and management.===>U stvari, brzina kojom se internet razvija je ubrzala rasprave o njegovoj korisnosti i o njegovom velikom uticaju na organizacije i menadžment.)
MATCH@M:(Business and financial markets are recovering from earlier over exuberance about the Internet.===>Poslovna i finansijska tržišta počinju objektivnije da sagledavaju ulogu interneta u odnosu na ranije preterano oduševljenje koje su pokazivali u njegovom korišćenju.)
MATCH@E:(Business and financial markets are recovering from earlier over exuberance about the Internet.===>Poslovna i finansijska tržišta počinju objektivnije da sagledavaju ulogu interneta u odnosu na ranije preterano oduševljenje koje su pokazivali u njegovom korišćenju.)
MATCH@M:(Ang and Buttle, (2006) recognized that the fundamentals of business have not changed, that most pure-play dotcom business models were widely overoptimistic, especially in business-to-consumer (B2C) markets, and that the future role of the Internet in marketing will be largely as a part of an integrated combination of "bricks and clicks".===>Ang i Buttle (2006) priznaju da se u osnovnim postavkama poslovanja ništa nije promenilo, da je većina čisto dotcom poslovnih modela previše optimistična, posebno na tržištima koja ne-guju neposredan pristup potrošaču (B2C tržišta), i da će buduća uloga interneta u marketingu u velikoj me-ri biti deo objedinjene kombinacije „bricksiclicks“.)
MATCH@E:(Ang & Buttle, (2006) recognized that the fundamentals of business have not changed, that most pure-play dotcom business models were widely overoptimistic, especially in business-to-consumer (B2C) markets, and that the future role of the Internet in marketing will be largely as a part of an integrated combination of bricks & clicks.===>Ang & Buttle (2006) priznaju da se u osnovnim postavkama poslovanja ništa nije promenilo, da je većina čisto dotcom poslovnih modela previše optimistična, posebno na tržištima koja neguju neposredan pristup potrošaču (B2C tržišta), i da će buduća uloga interneta u marketingu u velikoj meri biti deo objedinjene kombinacije bricks&clicks.)
MATCH@M:(The Internet remains the most wide-ranging and significant area of current development in advertising.===>Internet je i dalje najsveobuhvatnija i najznačajnija oblast savremenih dostignuća u domenu oglašavanja.)
MATCH@E:(The Internet remains the most wide-ranging and significant area of current development in advertising.===>Internet je i dalje najsveobuhvatnija i najznačajnija oblast savremenih dostignuća u domenu oglašavanja.)
MATCH@M:(The Internet allows faster, cheaper and more personalized advertising than any previous medium.===>Oglašavanje putem interneta je brže, jeftinije i nepo-srednije nego kod bilo kojih ranijih medija.)
MATCH@E:(The Internet allows faster, cheaper and more personalized advertising than any previous medium.===>Oglašavanje putem interneta je brže, jeftinije i neposrednije nego kod bilo kojih ranijih medija.)
MATCH@M:(McAlister, (2005) suggested that advertising by the Internet, can dramatically reduce customer search costs and even support purchase decisions made on behalf of the customer by intelligent software agents.===>McAlister (2005) navodi da oglašavanje putem interneta štedi potrošačima troškove traženja proizvoda i da im primenom inteligentnih softverskih rešenja čak pomaže da donesu odluku.)
MATCH@E:(McAlister, (2005) suggested that advertising by the Internet, can dramatically reduce customer search costs and even support purchase decisions made on behalf of the customer by intelligent software agents.===>McAlister (2005) navodi da oglašavanje putem interneta štedi potrošačima troškove traženja proizvoda i da im primenom inteligentnih softverskih rešenja čak pomaže da donesu odluku.)
MATCH@M:(Therefore, it allows seamless communication over any distance, local or global increasingly.===>Na taj način internet obezbeđuje neprekinutu komunikaciju na bilo kojoj udaljenosti, u lokalu i sve više u globalnim razmerama.)
MATCH@E:(Therefore, it allows seamless communication over any distance, local or global increasingly.===>Na taj način internet obezbeđuje neprekinutu komunikaciju na bilo kojoj udaljenosti, u lokalu i sve više u globalnim razmerama.)
MATCH@M:(A firm's knowledge of the Internet, including perceptions of opportunities and problems is acquired to a large extent through the experience of engaging in various forms on Internet enabled-commerce,(Daniel and Grimshaw,2002).===>Firma u velikoj meri upoznaje internet i prepoznaje svoju priliku i probleme tako što se uključuje u rezličite oblike internet-trgovine (Daniel i Grimshaw, 2002).)
MATCH@E:(A firm's knowledge of the Internet, including perceptions of opportunities and problems is acquired to a large extent through the experience of engaging in various forms on Internet en abled-commerce,(Daniel & Grimshaw,2002).===>Firma u velikoj meri upoznaje internet i prepoznaje svoju priliku i pro bleme tako što se uključuje u rezličite oblike internettrgovine (Daniel & Grimshaw, 2002).)
MATCH@M:(These capabilities have the potential in principle to transform many aspects of marketing: segmentation and targeting, pricing, customer service and customer relationship management, marketing communication, promotion, channels and value chain.===>U principu, internet ima potencijale da transformiše veliki broj aspe-kata marketinga: segmentaciju i ciljano obraćanje, određivanje cene, upravljanje korisničkim servisom i odnosima sa kupcima, marketinšku komunikaciju, promociju, kanale komunikacije i lanac vrednosti.)
MATCH@E:(These capabilities have the potential in principle to transform many aspects of marketing: segmentation and targeting, pricing, customer service and customer relationship management, marketing communication, promotion, channels and value chain.===>U principu, internet ima potencijale da transformiše veliki broj aspekata marketinga: segmentaciju i ciljano obraćanje, određivanje cene, upravljanje korisničkim servisom i odnosima sa kupcima, marketinšku komunikaciju, promociju, kanale komunikacije i lanac vrednosti.)
MATCH@M:(Local advertising costs, as a barrier to entry, will be significantly reduced as the Internet makes it possible to reach a local audience more cheaply, (Hamid and George, 2005).===>Troškovi lokalnog oglašavanja, koji predstavljaju prepreku za ulaz na tržište, biće značajno umanjeni pošto je obraćanje lokalnim potrošačima putem interneta daleko jeftinije (Hamid i George, 2005).)
MATCH@E:(Local advertising costs, as a barrier to entry, will be significantly reduced as the Internet makes it possible to reach a local audience more cheaply, (Hamid and George, 2005).===>Troškovi lokalnog oglašavanja, koji predstavljaju prepreku za ulaz na tržište, biće značajno umanjeni pošto je obraćanje lokalnim potrošačima putem interneta daleko jeftinije (Hamid & George, 2005).)
MATCH@M:(This new way of thinking has raised several importance issues that need further research.===>Ovaj novi način razmišljanja pokrenuo je nekoliko značajnih pitanja koja zahtevaju šira istraživanja.)
MATCH@E:(This new way of thinking has raised several importance issues that need further research.===>Ovaj novi način razmišljanja pokrenuo je nekoliko značajnih pitanja koja zahtevaju šira istraživanja.)
MATCH@M:(The main issue is the lack of meaningful research in our understanding of how managers' perceptions of the benefits and disadvantages of the internet translate into marketing decisions that may or may not involve an Internet presence.===>Glavno pitanje je nedostatak dobrih, smislenih istraživanja o tome kako viđenje menadžera o tome šta su koristi, a šta nedostaci interneta mogu da se prevedu u marketinške odluke u kojima internet može i ne mora da postoji.)
MATCH@E:(The main issue is the lack of meaningful research in our understanding of how managers' perceptions of the benefits and disadvantages of the internet translate into marketing decisions that may or may not involve an Internet presence, (Lanz, 2002).===>Glavno pitanje je nedostatak dobrih, smislenih istraživanja o tome kako viđenje menadžera o tome šta su koristi, a šta nedostaci interneta mogu da se prevedu u marketinške odluke u kojima internet može i ne mora da postoji (Lanz, 2002).)
MATCH@M:(The Internet impacts marketing strategy, channel management, marketing communications, customer service and business-to-business marketing.===>Internet utiče na strategiju marketinga, na upravljanje kanalima informacija, marketing komunikacijama, korisničkim servisom i firma-firma marketingom.)
MATCH@E:(The Internet impacts marketing strategy, channel management, marketing communications, customer service and business-to-business marketing.===>Internet utiče na strategiju marketinga, na upravljanje kanalima informacija, marketing komunikacijama, korisničkim servisom i firma-firma marketingom.)
MATCH@M:(Also, permits the instant establishment of vital branches locally or even throughout the world, and allows these firms to improve their images even abroad.===>On omogućava i momentalno uspostavljanje veoma važnih filijala na lokalu, ali i širom sveta i omogućava firmama da poboljšaju sliku o sebi i u inostranstvu.)
MATCH@E:(Also, permits the instant establishment of vital branches locally or even throughout the world, and allows these firms to improve their images even abroad, (Hamid and George, 2005).===>On omogućava i momentalno uspostavljanje veoma važnih filijala na lokalu, ali i širom sveta i omogućava firmama da poboljšaju sliku o sebi i u inostranstvu (Hamid % George, 2005).)
MATCH@M:(This research focuses on the usage of the Internet as an instrument which is available for services institutions to expand their operations in the local market.===>U ovom istraživanju usredsredili smo se na primenu interneta kao instrumenta koji koriste uslužne firme u širenju poslova na lokalnom tržištu.)
MATCH@E:(This research focuses on the usage of the Internet as an instrument which is available for services institutions to expand their operations in the local market.===>U ovom istraživanju usredsredili smo se na primenu interneta kao instrumenta koji koriste uslužne firme u širenju poslova na lokalnom tržištu.)
MATCH@M:(While several studies have already addressed the importance of the Internet in services firms, however, to the researcher's knowledge, such effort is not recognized that the use of the Internet for local or even global business enables them to enhance themselves in the marketplace.===>Jedan broj studija se već bavio značajem koji internet ima za firme koje posluju u sektoru uslužnih delatnosti, ali, koliko je poznato ovom istraživaču, nije bilo pokušaja da se prouči da li je i koliko primena interneta u lokalnom i globalnom poslovanju pomogla firmama da poboljšaju svoje pozicije na tržištu.)
MATCH@E:(While several studies have already addressed the importance of the Internet in services firms, however, to the re searcher's knowledge, such effort is not recognized that the use of the Internet for local or even global business enables them to enhance themselves in the marketplace.===>Jedan broj studija se već bavio značajem koji internet ima za firme koje posluju u sektoru uslužnih delatnosti, ali, koliko je poznato ovom istraživaču, nije bilo pokušaja da se prouči da li je i koliko primena interneta u lokalnom i globalnom poslovanju pomogla firmama da poboljšaju svoje pozicije na tržištu.)
MATCH@M:(The aim of this research is to assess the attitude of commercial firms in the services sector (Banking and insurance) in the UAE towards the usage of Internet advertising.===>Ovo istraživanje sprovedeno je sa ciljem da se ocene stavovi komercijalnih firmi u sektoru usluga (bankarstvo i osiguranje) u UAR u odnosu na primenu interneta.)
MATCH@E:(The aim of this research is to assess the attitude of commercial firms in the services sector (Banking and insurance) in the UAE towards the usage of Internet advertising.===>Ovo istraživanje sprovedeno je sa ciljem da se ocene stavovi komercijalnih firmi u sektoru usluga (bankarstvo i osiguranje) u UAR u odnosu na primenu interneta.)
MATCH@M:(This study therefore, provides an important ratification of literature as well as extending the validity of its conclusions to include other states in the UAE, or even the Gulf Region, and is intended to be representative of the entire Emirates.===>Stoga ova studija predstavlja značajnu potvrdu navoda literature i proširuje validnost donetih zaključaka i na druge države UAR, pa čak i na Zalivsku oblast, a teži da bude reprezentativna i za sve Emirate.)
MATCH@E:(This study therefore, provides an important ratification of literature as well as extending the validity of its conclusions to include other states in the UAE, or even the Gulf Region, and is intended to be representative of the entire Emirates.===>Stoga ova studija predstavlja značajnu potvrdu navoda literature i proširuje validnost donetih zaključaka i na druge države UAR, pa čak i na Zalivsku oblast, a teži da bude reprezentativna i za sve Emirate.)
MATCH@M:(The researcher expects its impact to increase steadily over the next decade, as the technology improves, its availability and usage continue to grow, and businesses learn better how to use it within their wide advertising strategy.===>Istraživač očekuje da će uticaj interneta ravnomerno da raste tokom naredne decenije, uporedo sa razvojem tehnologije, sa sve većom dostupnošću i mogućnošću primene i što više firme shvataju kako da ga koriste u svojim strategijama oglašavanja.)
MATCH@E:(The researcher expects its impact to increase steadily over the next decade, as the technology improves, its availability and usage continue to grow, and businesses learn better how to use it within their wide advertising strategy.===>Istraživač očekuje da će uticaj interneta ravnomerno da raste tokom naredne decenije, uporedo sa razvojem tehnologije, sa sve većom dostupnošću i mogućnošću primene i što više firme shvataju kako da ga koriste u svojim strategijama oglašavanja.)
MATCH@M:(However, the paper deals with empirical research than with theory.===>Ipak, u ovoj studiji bavićemo se empirijskim istraživanjem, mnogo manje teorijom.)
MATCH@E:(However, the paper deals with empirical research than with theory.===>Ipak, u ovoj studiji bavićemo se empirijskim istraživanjem, mnogo manje teorijom.)
MATCH@M:(The subsequent analysis attempts to address the above research questions.===>U analizi koja sledi, pokušaćemo da odgovorimo na gore postavljena pitanja.)
MATCH@E:(The subsequent analysis attempts to address the above research questions. ~~~ 2.===>U analizi koja sledi, pokušaćemo da odgovorimo na gore postavljena pitanja. 2.)
MATCH@M:(It is certainly exciting to be at the forefront of a new technology.===>Svakako je veoma uzbudljivo biti među prvima koji koriste neku novu tehnologiju.)
MATCH@E:(The role of advertising online It is certainly exciting to be at the forefront of a new technology.===>Uloga on-line oglašavanja Svakako je veoma uzbudljivo biti među prvima koji koriste neku novu tehnologiju.)
MATCH@M:(Just as the television in the 1950’s and after, dramatically changed society, the Internet is changing society and market operations profoundly for many years to come.===>Kao što je i televizija 1950-ih i kasnije promenila društvo u značajnoj meri, i internet donosi duboke promene i tek će narednih godina uticati na promene u društvu i na poslovanje na tržištu.)
MATCH@E:(Just as the television in the 1950s and after, dramatically changed society, the Internet is changing society and market operations profoundly for many years to come.===>Kao što je i televizija 1950-ih i kasnije promenila društvo u značajnoj meri, i internet donosi duboke promene i tek će narednih godina uticati na promene u društvu i na poslovanje na tržištu.)
MATCH@M:(The Internet is the fastest growing medium in history, considering, for example, the growth rate of radio and television.===>Ni jedan medij se do sada nije razvijao takvom brzinom, čak i kada ga uporedimo sa rezvojem radija i televizije.)
MATCH@E:(The Internet is the fastest growing medium in history, considering, for example, the growth rate of radio and television.===>Ni jedan medij se do sada nije razvijao takvom brzinom, čak i kada ga uporedimo sa rezvojem radija i televizije.)
MATCH@M:(The use of the Internet as advertising channel depends both on the growth in general Internet penetration and usage and on how the Internet then influences the adoption and diffusion of other products and services, (Adam (2002).===>Primena interneta kao kanala oglašavanja zavisi kako od razvoja opšteg uticaja i prodora interneta, tako i od toga kako internet utiče na pri-hvatanje i širenje drugih proizvoda i usluga (Adam, 2002).)
MATCH@E:(The use of the Internet as advertising channel depends both on the growth in general Internet penetration and usage and on how the Internet then influences the adoption and diffusion of other products and services, (Adam (2002).===>Primena interneta kao kanala oglašavanja zavisi kako od razvoja opšteg uticaja i prodora interneta, tako i od toga kako internet utiče na prihvatanje i širenje drugih proizvoda i usluga (Adam, 2002).)
MATCH@M:(In both these contexts, there is the usual caveat that one must be careful not to assume that the predictors of early adoption will also hold for later adoption.===>U oba ova konteksta prisutna je uobičajena opomena da treba da budemo oprezni i da ne mislimo da će prvi pokazatelji da je nešto usvojeno važiti i ubuduće.)
MATCH@E:(In both these contexts, there is the usual caveat that one must be careful not to assume that the predictors of early adoption will also hold for later adoption.===>U oba ova konteksta prisutna je uobičajena opomena da treba da budemo oprezni i da ne mislimo da će prvi pokazatelji da je nešto usvojeno važiti i ubuduće.)
MATCH@M:(The researcher draws on the adoption and diffusion literature to propose how the Internet will develop, and found among early adopters for these firms in the sample, the primary reason for using the Web was for entertainment rather than advertising.===>Ovaj istraživač se oslanja na literaturu o pri-hvatanju i širenju interneta i na osnovu te literature predviđa kako će se internet razvijati. U firmama koje su poslužile kao uzorak za istraživanje, istraživač je zaključio da su oni koji su odmah prihvatili internet radije koristili mrežu da se zabave nego da se preko nje oglašavaju.)
MATCH@E:(The researcher draws on the adoption and diffusion literature to propose how the Internet will develop, and found among early adopters for these firms in the sample, the primary reason for using the Web was for entertainment rather than advertising.===>Ovaj istraživač se oslanja na literaturu o prihvatanju i širenju interneta i na osnovu te literature predviđa kako će se internet razvijati. ~~~ U firmama koje su poslužile kao uzorak za istraživanje, istraživač je zaključio da su oni koji su odmah prihvatili internet radije koristili mrežu da se zabave nego da se preko nje oglašavaju.)
MATCH@M:(To determine if there were differences between Internet users and non-users between these two groups in their attitudes towards technology, ownership of different technologies, and information versus entertainment needs, the researcher found that compared to non-users as they are the majority, Internet users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort of time, (Mittal et.al., 2008).===>Pokušali smo da utvrdimo da li između korisnika interneta i onih koji ga ne koriste postoji razlika u stavovima prema tehnologiji, vlasništvu nad različitim tehnologijama i odnosu između informacija i zabave. Zaključili smo da su oni koji ne koriste internet u većini, a da korisnike više interesuje tehnologija uopšte i koristi koje od nje dobijaju, posebno ako bi primenom tehnologije uštedeli trud i vreme (Mittal i dr., 2008).)
MATCH@E:(To determine if there were differences between Internet users and non-users between these two groups in their attitudes towards technology, ownership of different technologies, and information versus entertainment needs, the researcher found that compared to non-users as they are the majority, Internet users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort of time, (Mittal et.al., 2008).===>Pokušali smo da utvrdimo da li između korisnika interneta i onih koji ga ne koriste postoji razlika u stavovima prema tehnologiji, vlasništvu nad različitim tehnologijama i odnosu između informacija i zabave. ~~~ Zaključili smo da su oni koji ne kori ste internet u većini, a da korisnike više interesuje tehnologija uopšte i koristi koje od nje dobijaju, posebno ako bi primenom tehnologije uštedeli trud i vreme (Mittal i dr., 2008).)
MATCH@M:(They were also more likely to think that technology was both important and fun.===>Takođe su smatrali da je tehnologija istovremeno i značajna i zabavna.)
MATCH@E:(They were also more likely to think that technology was both important and fun.===>Takođe su smatrali da je tehnologija istovremeno i značajna i zabavna.)
MATCH@M:(Internet users were primarily motivated by communication/informa-tion needs but this did not appear to be because they felt time-pressured compared to non-users.===>Korisnici interneta su bili prvenstveno motivisani potrebama za komunikacijom i informacijama, ali izgleda da to nije bio jedini razlog, pošto su u odnosu na one koji ne koriste internet sve vreme osećali da nemaju dovoljno vremena.)
MATCH@E:(Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users.===>Korisnici interneta su bili prvenstveno motivisani potrebama za komunikacijom i informacijama, ali izgleda da to nije bio jedini razlog, pošto su u odnosu na one koji ne koriste internet sve vreme osećali da nemaju dovoljno vremena.)
MATCH@M:(A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user base.===>Implikacija koja se može izvesti iz ovih zaključaka jeste da bi internet možda trebalo da bude nešto više orijentisan na zabavne sadržaje, da bi privukao veći broj aktivnih korisnika.)
MATCH@E:(A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user base.===>Implikacija koja se može izvesti iz ovih zaključaka jeste da bi internet možda trebalo da bude nešto više orijentisan na zabavne sadržaje, da bi privukao veći broj aktivnih korisnika.)
MATCH@M:(Internet advertising and marketing will provide the revenues necessary to keep the Internet "free" and accessible to anyone with a computer and modem.===>Oglašavanje i marketing putem interneta doneće prihode koji će dozvoljavati da internet bude besplatno dostupan svakome ko ima kompjuter i modem.)
MATCH@E:(Internet advertising and marketing will provide the revenues necessary to keep the Internet free and accessible to anyone with a computer and modem.===>Oglašavanje i marketing putem interneta doneće prihode koji će dozvoljavati da internet bude besplatno dostupan svakome ko ima kompjuter i modem.)
MATCH@M:(As of the writing of this paper, the Internet as a commercial medium has only been in existence for three years.===>U vreme kada je ovaj rad pisan, internet je kao komercijalni medij postojao tek tri godine.)
MATCH@E:(As of the writing of this paper, the Internet as a commercial medium has only been in existence for three years.===>U vreme kada je ovaj rad pisan, internet je kao komercijalni medij postojao tek tri godine.)
MATCH@M:(In three short years, however, marketers have turned the Internet into an entertaining and fun marketplace, (Cheng et.al, 2003).===>Ipak, tokom ove tri kratke godine, marke tari su ga pretvorili u tržište zabave (Cheng i dr., 2003).)
MATCH@E:(In three short years, however, marketers have turned the Internet into an entertaining and fun marketplace, (Cheng et.al, 2003).===>Ipak, tokom ove tri kratke godine, marketari su ga pretvorili u tržište zabave (Cheng i dr., 2003).)
MATCH@M:(Emmanouilides and Hammond (2000) identified the unique many-to-many property of computer-mediated environments such as the Web.===>Emmanouilides i Hammond (2000) uočili su da okruženja u kojima se komunicira putem interneta pružaju jedinstvenu mogućnost komuniciranja svako-sa-svakim, kao što je to Web (mreža).)
MATCH@E:(Emmanouilides and Hammond (2000) identified the unique many-to-many property of computer-mediated environments such as the Web.===>Emmanouilides i Hammond (2000) uočili su da okruženja u kojima se komunicira putem interneta pružaju jedinstvenu mogućnost komuniciranja svako-sa-svakim, kao što je to Web (mreža).)
MATCH@M:(They suggested that marketing activities will be difficult to implement in their traditional form and predicted the evolution of a marketing paradigm compatible with the increased role of the consumer and of interactive technologies.===>Naveli su da će marketing aktivnosti od sada biti teško ostvariti na tradicionalni način i predvideli su razvoj paradigme marketinga koja će odgovarati sve značajnijoj ulozi potrošača i interaktivnih tehnologija.)
MATCH@E:(They suggested that marketing activities will be difficult to implement in their traditional form and predicted the evolution of a marketing paradigm compatible with the increased role of the consumer and of interactive technologies.===>Naveli su da će marketing aktivnosti od sada biti teško ostvariti na tradicionalni način i predvideli su razvoj paradigme marketinga koja će odgovarati sve značajnijoj ulozi potrošača i interaktivnih tehnologija.)
MATCH@M:(In other words the collaborative potential of information technology and the Internet might react business as a game with customers rather than a game against competitors.===>Drugim rečima, saradnički potencijal informacione tehnologije i interneta mogao bi da pretvori poslovanje u igru sa potrošačima umesto u igru protiv konkurencije.)
MATCH@E:(In other words the collaborative potential of information technology and the Internet might react business as a game with customers rather than a game against competitors.===>Drugim rečima, saradnički potencijal informacione tehnologije i interneta mogao bi da pretvori poslovanje u igru sa potrošačima umesto u igru protiv konkurencije.)
MATCH@M:(The demographic profile of the average surfer is marketer's dream.===>San svakog marketara jeste da dobije demografski profil prosečnog surfera.)
MATCH@E:(The demographic profile of the average surfer is marketer's dream.===>San svakog marketara jeste da dobije demografski profil prosečnog surfera.)
MATCH@M:(Although the demographic profile changes a little each day to look more and more like the average person in the United States, currently the average surfer is male (59%), in his mid 30's, educated, a business manager or executive, and has a relatively high income.===>Iako se demografski profil svakoga dana pomalo menja i približava se profilu prosečnog građanina SAD, u ovom trenutku prosečni surfer može se opisati kao muškarac (59%) u srednjim tridesetim godinama, obrazovan, poslovni menadžer ili direktor, i ima relativno visok dohodak.)
MATCH@E:(Although the demographic profile changes a little each day to look more and more like the average person in the United States, currently the average surfer is male (59%), in his mid 30's, educated, a business manager or executive, and has a relatively high income.===>Iako se demografski profil svakoga dana pomalo menja i približava se profilu prosečnog građanina SAD, u ovom trenutku prosečni surfer može se opisati kao muškarac (59%) u srednjim tridesetim godinama, obrazovan, poslovni menadžer ili direktor, i ima relativno visok dohodak.)
MATCH@M:(The scales seem to be tipping more evenly between the genders as time elapses.===>Vremenom neravnoteža između polova nestaje.)
MATCH@E:(The scales seem to be tipping more evenly between the genders as time elapses.===>Vremenom neravnoteža između polova nestaje.)
MATCH@M:(Eventually, it is believed, that the average Internet user will look much like the average television viewer (Lehmann, 2005).Table (1), below summarizes the Internet indications published by the United Nations/International Telecommunication Union for the year 2005.===>Veruje se da će na kraju prosečni korisnik interneta izgledati isto kao i prosečni gledalac televizije (Lehmann, 2005). Na tabeli 1 zbirno su predstavljeni pokazatelji koje su objavile Ujedinjene Nacije/ Unija za međunarodne telekomunikacije za 2005. godinu.)
MATCH@E:(Eventually, it is believed, that the average Internet user will look much like television viewer (Lehmann, 2005).Table (1), below summarizes the Internet indications published by the United Nations/International Telecommunication Union for the year 2005. the average The demographic profile of the average user is changing as more people come online.===>Veruje se da će na kraju prosečni korisnik interneta izgledati isto kao i prosečni gledalac televizije (Lehmann, 2005).)
BAD_LINE_=============================================================
BAD_LINE_M:Eventually, it is believed, that the average Internet user will look much like the average television viewer (Lehmann, 2005).Table (1), below summarizes the Internet indications published by the United Nations/International Telecommunication Union for the year 2005.
BAD_LINE_M:Veruje se da će na kraju prosečni korisnik interneta izgledati isto kao i prosečni gledalac televizije (Lehmann, 2005). Na tabeli 1 zbirno su predstavljeni pokazatelji koje su objavile Ujedinjene Nacije/ Unija za međunarodne telekomunikacije za 2005. godinu.
BAD_LINE_E:Eventually, it is believed, that the average Internet user will look much like television viewer (Lehmann, 2005).Table (1), below summarizes the Internet indications published by the United Nations/International Telecommunication Union for the year 2005. the average The demographic profile of the average user is changing as more people come online.
BAD_LINE_E:Veruje se da će na kraju prosečni korisnik interneta izgledati isto kao i prosečni gledalac televizije (Lehmann, 2005).
MATCH@M:(Consequently, usage patterns are likely to change somewhat.===>Stoga se unekoliko menjaju i strukture korišćenja interneta.)
MATCH@E:(Consequently, usage patterns are likely to change somewhat.===>Na tabeli 1 zbirno su predstavljeni pokazatelji koje su objavile Ujedinjene Nacije/ Unija za međunarodne telekomunikacije za 2005. godinu.)
BAD_LINE_=============================================================
BAD_LINE_M:Consequently, usage patterns are likely to change somewhat.
BAD_LINE_M:Stoga se unekoliko menjaju i strukture korišćenja interneta.
BAD_LINE_E:Consequently, usage patterns are likely to change somewhat.
BAD_LINE_E:Na tabeli 1 zbirno su predstavljeni pokazatelji koje su objavile Ujedinjene Nacije/ Unija za međunarodne telekomunikacije za 2005. godinu.
MATCH@M:(Currently, users are often going to the Internet for research, education, entertainment, and news.===>Sada se korisnici često priključuju na internet zbog istraživanja, sticanja obrazovanja, zabave i da bi saznali novosti.)
MATCH@E:(Currently, users are often going to the Internet for research, education, entertainment, and news.===>Kako se sve veći broj ljudi priključuje na mrežu, i profil prosečnog korisnika se menja.)
BAD_LINE_=============================================================
BAD_LINE_M:Currently, users are often going to the Internet for research, education, entertainment, and news.
BAD_LINE_M:Sada se korisnici često priključuju na internet zbog istraživanja, sticanja obrazovanja, zabave i da bi saznali novosti.
BAD_LINE_E:Currently, users are often going to the Internet for research, education, entertainment, and news.
BAD_LINE_E:Kako se sve veći broj ljudi priključuje na mrežu, i profil prosečnog korisnika se menja.
MATCH@M:(A discussion of the average Internet user would not be complete without briefly addressing the geographic location of the Internet users.===>Ova analiza prosečnog korisnika interneta ostala bi nepotpuna ako ne obratimo pažnju i na geografski položaj korisnika interneta.)
MATCH@E:(A discussion of the average Internet user would not be complete without briefly addressing the geographic location of the Internet users.===>20 nacija u usponu Izvor: ~~~ UN/ITU 2005 Ova analiza prosečnog korisnika interneta ostala bi nepotpuna ako ne obratimo pažnju i na geografski položaj korisnika interneta.)
MATCH@M:(It is difficult to obtain an exact geographic profile on the average Internet users because they can access the Internet from anywhere in the world.===>Teško je dobiti precizan geografski profil prosečnog korisnika interneta zato što oni mogu da pristupe internetu iz bilo kojeg kraja sveta.)
MATCH@E:(It is difficult to obtain an exact geographic profile on the average Internet users because they can access the Internet from anywhere in the world.===>Teško je dobiti precizan geografski profil prosečnog korisnika interneta zato što oni mogu da pristupe internetu iz bilo kojeg kraja sveta.)
MATCH@M:(Users are primarily located throughout the United States.===>Prvenstveno ih ima širom SAD.)
MATCH@E:(Users are primarily located throughout the United States.===>Prvenstveno ih ima širom SAD.)
MATCH@M:(However, it is relevant to discuss the geographic location of potential users by country and the opportunities to come for marketers advertisers as these countries develop the ability to access the Internet.===>Ipak, značajno je analizirati geografski položaj potencijalnih korisnika po zemljama i priliku koju će marketari dobiti pošto ove zemlje razvijaju pristup internetu.)
MATCH@E:(However, it is relevant to discuss the geographic location of potential users by country and the opportunities to come for marketers advertisers as these countries develop the ability to access the Internet.===>Ipak, značajno je analizirati geografski položaj potencijalnih korisnika po zemljama i priliku koju će marketari dobiti pošto ove zemlje razvijaju pristup internetu.)
MATCH@M:(A little over a year ago, nearly 99% of the servers accessing the Internet were located throughout North America, Western Europe, and Asia.===>Pre nešto više od godinu dana, skoro 99% servera koji operišu na internetu nalazilo se na području Sever-ne Amerike, Zapadne Evrope i Azije.)
MATCH@E:(A little over a year ago, nearly 99% of the servers accessing the Internet were located throughout North America, Western Europe, and Asia.===>Pre nešto više od godinu dana, skoro 99% servera koji operišu na internetu nalazilo se na području Severne Amerike, Zapadne Evrope i Azije.)
MATCH@M:("The emerging 20 Nations," a phrase coined by Interactive week, is a list of 20 nations which may prove to be the most lucrative Internet markets going into the 21st century.===>“20 nacija u usponu”, izraz koji su skovali na InterZactive week, predstavlja spisak 20 nacija koje ce možda postati naj-profitabilnije tržište interneta koje ulazi u 21. vek.)
MATCH@E:(The emerging 20 Nations, a phrase coined by Inter¿active week, is a list of 20 nations which may prove to be the most lucrative Internet markets going into the 21st century.===>20 nacija u usponu, izraz koji su skovali na Inter@active week, predstavlja spisak 20 nacija koje će možda postati najprofitabilnije tržište interneta koje ulazi u 21. vek.)
MATCH@M:(Most of the emerging 20 nations are made up of Latin America, Asia, and Eastern European countries and all share two qualities that make them extremely attractive to U.S. equipment providers: All are in their technological beginning and all are headed by governments that realize the vital need for advanced communications to sustain an economy in the new Internet frontier.===>Većina ovih zemalja su iz Latinske Amerike, Azije i Istočne Evrope i sve imaju dve osobine zbog kojih su veoma privlačne proizvođačima opreme iz SAD: sve su u fazi tehnoloških početaka i sve imaju vlade koje prepoznaju suštinsku potrebu za sve naprednijim načinima komunikacije da bi održale privredu u okvirima novih granica koje postavlja internet. Za delatnost oglašavanja putem Interneta postoje velike mogućnosti ne samo u SAD, već sve više i širom sveta, kako se sve veći broj zemalja “kači” na internet. Na tabeli koja sledi predstavljene su “20 nacija u usponu” kako su ih naveli na Inter@active week.)
MATCH@E:(Most of the emerging 20 nations are made up of Latin America, Asia, and Eastern European countries and all share two qualities that make them extremely attractive to U.S. equipment providers: All are in their technological beginning and all are headed by governments that realize the vital need for advanced communications to sustain an economy in the new Internet frontier.===>Većina ovih zemalja su iz Latinske Amerike, Azije i Istočne Evrope i sve imaju dve osobine zbog kojih su veoma privlačne proizvođačima opreme iz SAD: sve su u fazi tehnoloških početaka i sve imaju vlade koje prepoznaju suštinsku potrebu za sve naprednijim načinima komunikacije da bi održale privredu u okvirima novih granica koje postavlja internet.)
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BAD_LINE_M:Most of the emerging 20 nations are made up of Latin America, Asia, and Eastern European countries and all share two qualities that make them extremely attractive to U.S. equipment providers: All are in their technological beginning and all are headed by governments that realize the vital need for advanced communications to sustain an economy in the new Internet frontier.
BAD_LINE_M:Većina ovih zemalja su iz Latinske Amerike, Azije i Istočne Evrope i sve imaju dve osobine zbog kojih su veoma privlačne proizvođačima opreme iz SAD: sve su u fazi tehnoloških početaka i sve imaju vlade koje prepoznaju suštinsku potrebu za sve naprednijim načinima komunikacije da bi održale privredu u okvirima novih granica koje postavlja internet. Za delatnost oglašavanja putem Interneta postoje velike mogućnosti ne samo u SAD, već sve više i širom sveta, kako se sve veći broj zemalja “kači” na internet. Na tabeli koja sledi predstavljene su “20 nacija u usponu” kako su ih naveli na Inter@active week.
BAD_LINE_E:Most of the emerging 20 nations are made up of Latin America, Asia, and Eastern European countries and all share two qualities that make them extremely attractive to U.S. equipment providers: All are in their technological beginning and all are headed by governments that realize the vital need for advanced communications to sustain an economy in the new Internet frontier.
BAD_LINE_E:Većina ovih zemalja su iz Latinske Amerike, Azije i Istočne Evrope i sve imaju dve osobine zbog kojih su veoma privlačne proizvođačima opreme iz SAD: sve su u fazi tehnoloških početaka i sve imaju vlade koje prepoznaju suštinsku potrebu za sve naprednijim načinima komunikacije da bi održale privredu u okvirima novih granica koje postavlja internet.
MATCH@M:(Selnes and James (2003) argued that the Internet will prove to be a challenging advertising medium.===>Seines i James (2003) drže da ce internet postati interesantan medijum za oglašavanje.)
MATCH@E:(Selnes & James (2003) argued that the Internet will prove to be a challenging advertising medium.===>Inter¿active week Selnes & James (2003) drže da će internet postati interesantan medijum za oglašavanje.)
MATCH@M:(Because the Internet is growing quickly, advertisers must try to standardize and adapt all Internet advertising communications to fit a global need.===>Pošto se internet razvija velikom brzinom, oglašivači moraju da se potrude da standardizuju i prilagode svako oglašavanje na internetu tako da odgovara globalnim potrebama.)
MATCH@E:(Because the Internet is growing quickly, advertisers must try to standardize and adapt all Internet advertising communications to fit a global need.===>Pošto se internet razvija velikom brzinom, oglašivači moraju da se potrude da standardizuju i prilagode svako oglašavanje na internetu tako da odgovara globalnim potrebama.)
MATCH@M:(Although growth and users are primarily focused on the United States today, preparation must be taken for the users who are coming online tomorrow and the day after.===>Iako se i razvoj i korisnici danas uglavnom vezuju za SAD, moraju se obaviti pripreme za korisnike koji ce biti na mreži sutra i prekosutra.)
MATCH@E:(Although growth and users are primarily focused on the United States today, preparation must be taken for the users who are coming online tomorrow and the day after.===>Iako se i razvoj i korisnici danas uglavnom vezuju za SAD, moraju se obaviti pripreme za korisnike koji će biti na mreži sutra i prekosutra.)
MATCH@M:(These new users will most likely not be current demographic average users but will be users with differing education, age, income, and ethnicity backgrounds.===>Ovi novi korisnici verovatno nece odgovarati demografskom profilu prosečnog korisnika, vec ce to biti korisnici različitog obrazovanja, starosnog doba, prihoda i iz različitih etničkih sredina.)
MATCH@E:(These new users will most likely not be current demographic average users but will be users with differing education, age, income, and ethnicity backgrounds. ~~~ 3.===>Ovi novi korisnici verovatno neće odgovarati demografskom profilu prosečnog korisnika, već će to biti korisnici različitog obrazovanja, starosnog doba, prihoda i iz različitih etničkih sredina. 3.)
MATCH@M:(Barwise (2001) concluded that like most industries, the advertising industry is large and established with market leaders and recognizable corporate names.===>Barwise (2001) zaključuje da, kao i vecina drugih de-latnosti, oglašavanje predstavlja široku i dobro uspostavljenu delatnost koja ima svoje lidere tržišta i prepoznatljiva korporativna imena.)
MATCH@E:(The online adversting industry Barwise (2001) concluded that like most industries, the advertising industry is large and established with market leaders and recognizable corporate names.===>On-line oglašavanje kao privredna delatnost Barwise (2001) zaključuje da, kao i većina drugih delatnosti, oglašavanje predstavlja široku i dobro uspostavljenu delatnost koja ima svoje lidere tržišta i prepoznatljiva korporativna imena.)
MATCH@M:(Christensen and Tedlow (2000) explored that in this new segment of the industry, advertising agencies have had to quickly become experts in a field where researchers and academics have not yet established all of the rules and strategies; an industry where standards of practice have not been agreed upon; where outcomes are still being debated.===>U svojim istraživanjima Christensen i Tedlow (2000) su zaključili da su u ovom novom segmentu privredne delatnosti agencije morale da za kratko vreme postanu stručnjaci u oblasti u kojoj istraživači i teoretičari još uvek nisu uspostavili sva pravila i strategije, u delatnosti u kojoj standardi u praktičnim procesima još nisu dogovoreni i u kojoj su rezultati još uvek bili diskutabilni.)
MATCH@E:(Christensen & Tedlow (2000) explored that in this new segment of the industry, advertising agencies have had to quickly become experts in a field where researchers and academics have not yet established all of the rules and strategies; an industry where standards of practice have not been agreed upon; where outcomes are still being debated.===>U svojim istraživanjima Christensen & Tedlow (2000) su zaključili da su u ovom novom segmentu privredne delatnosti agencije morale da za kratko vreme postanu stručnjaci u oblasti u kojoj istraživači i teoretičari još uvek nisu uspostavili sva pravila i strategije, u delatnosti u kojoj standardi u praktičnim procesima još nisu dogovoreni i u kojoj su rezultati još uvek bili diskutabilni.)
MATCH@M:(This is a day in the life of advertising on the Internet.===>Takvo je bilo oglašavanje na internetu u to vreme.)
MATCH@E:(This is a day in the life of advertising on the Internet (Fader& Hardie, 2001).===>Takvo je bilo oglašavanje na internetu u to vreme (Fader & Hardie, 2001).)
MATCH@M:(Because the industry evolved so quickly, there was barrage of new entries into this undeveloped field.===>Pošto se ova delatnost razvijala veoma velikom brzinom, mnogi su želeli da uđu u ovu još nerazvijenu oblast.)
MATCH@E:(Because the industry evolved so quickly, there was barrage of new entries into this undeveloped field.===>Pošto se ova delatnost razvijala veoma velikom brzinom, mnogi su želeli da uđu u ovu još nerazvijenu oblast.)
MATCH@M:(Many entrepreneurs with web site development skills took advantage of corporations' need to be the first with an Internet presence.===>Veliki broj preduzetnika koji su imali neka znanja o razvijanju veb-sajtova iskoristili su to što su neke kompanije želele da budu prve na internetu.)
MATCH@E:(Many entrepreneurs with web site development skills took advantage of corporations' need to be the first with an Internet presence.===>Veliki broj preduzetnika koji su imali neka znanja o razvijanju veb-sajtova iskoristili su to što su neke kompanije želele da budu prve na internetu.)
MATCH@M:(Economists and marketers have long agreed that the first entries into an undeveloped industry typically have a competitive advantage over later entries.===>Ekonomisti i marketari su se odavno složili da su oni koji su se prvi našli u ovoj još nerazvijenoj oblasti bili u konkurentskoj prednosti u odnosu na one koji su došli kasnije.)
MATCH@E:(Economists and marketers have long agreed that the first entries into an undeveloped industry typically have a competitive advantage over later entries (Hammond, 2001).===>Ekonomisti i marketari su se odavno složili da su oni koji su se prvi našli u ovoj još nerazvijenoj oblasti bili u konkurentskoj prednosti u odnosu na one koji su došli kasnije (Hammond, 2001).)
MATCH@M:(As advertising agencies and marketing research companies assess the value of using the Internet in marketing activities as a tool, commercial firms will find more Innovations which will lead to faster and more cost effective for their future success.===>Reklamne agencije i kompanije koje se bave istraživanjem marketinga procenjuju internet kao instrument marketinških aktivnosti, a trgovinske firme smišljaju inovacije pomoću kojih će brže i kost-efektivnije postići uspeh.)
MATCH@E:(As advertising agencies and marketing research companies assess the value of using the Internet in marketing activities as a tool, commercial firms will find more Innovations which will lead to faster and more cost effective for their future success.===>Reklamne agencije i kompanije koje se bave istraživanjem marketinga procenjuju internet kao instrument marketinških aktivnosti, a trgovinske firme smišljaju inovacije pomoću kojih će brže i kost-efektivnije postići uspeh.)
MATCH@M:(The challenge lies in both firm's creativity and logistics.===>Izazov leži kako u kreativnosti firme, tako i njenoj logistici.)
MATCH@E:(The challenge lies in both firm's creativity and logistics.===>Izazov leži kako u kreativnosti firme, tako i njenoj logistici.)
MATCH@M:(To "catch" a surfer, each company must decide upon the bait.===>Da bi “upecala” surfera, kompanija mora da pripremi dobar mamac.)
MATCH@E:(To catch a surfer, each company must decide upon the bait.===>Da bi upecala surfera, kompanija mora da pripremi dobar mamac.)
MATCH@M:(The bait decision comes only after the why, when, and how of advertising on the Internet has been taken.===>Odluka o mamcu donosi se tek pošto se odgovori na pitanja zašto, kada i kako oglašavati na internetu.)
MATCH@E:(The bait decision comes only after the why, when, and how of advertising on the Internet has been taken.===>Odluka o mamcu donosi se tek pošto se odgovori na pitanja zašto, kada i kako oglašavati na internetu.)
MATCH@M:(One must decide why the company needs an Internet presence before creating that presence.===>Pre nego što se napravi internet prezentacija, mora se odlučiti zašto je kompaniji potrebno da bude prisutna na internetu.)
MATCH@E:(One must decide why the company needs an Internet presence before creating that presence.===>Pre nego što se napravi internet prezentacija, mora se odlučiti zašto je kompaniji potrebno da bude prisutna na internetu.)
MATCH@M:(Companies are jumping on the Internet advertising bandwagon too quickly, without first giving thought as to how advertising on the Internet fits the rest of the marketing strategy.===>Kompanije uskaču na internet previše brzo, a da prethodno nisu razmislile o tome kako se oglašavanje putem interneta uklapa u preostali deo njihove strategije marketinga.)
MATCH@E:(Companies are jumping on the Internet advertising bandwagon too quickly, without first giving thought as to how advertising on the Internet fits the rest of the marketing strategy.===>Kompanije uskaču na internet previše brzo, a da prethodno nisu razmislile o tome kako se oglašavanje putem interneta uklapa u preostali deo njihove strategije marketinga.)
MATCH@M:(Internet advertising should begin only after consideration of how the web site will fit into the corporate marketing strategy.===>Oglašavanje na internetu trebalo bi da otpočne tek kada se sagleda kako se veb-stranica uklapa u korporativnu marketinšku strategiju.)
MATCH@E:(Internet advertising should begin only after consideration of how the web site will fit into the corporate marketing strategy, (Hornby etal. ~~~ 2002).===>Oglašavanje na internetu trebalo bi da otpočne tek kada se sagleda kako se veb-stranica uklapa u korporativnu marketinšku strategiju (Hornby i dr., 2002).)
MATCH@M:(The web seems to be developing into an effective branding tool as well as a direct marketing tool.===>Mreža (web) se izgleda razvija u efektivni instrument brendiranja, ali i u instrument neposrednog marketinga.)
MATCH@E:(The web seems to be developing into an effective branding tool as well as a direct marketing tool.===>Slika (1) Uklapanje veb-sajta u korporativnu marketinšku strategiju Mreža (web) se izgleda razvija u efektivni instrument brendiranja, ali i u instrument neposrednog marketinga.)
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BAD_LINE_M:The web seems to be developing into an effective branding tool as well as a direct marketing tool.
BAD_LINE_M:Mreža (web) se izgleda razvija u efektivni instrument brendiranja, ali i u instrument neposrednog marketinga.
BAD_LINE_E:The web seems to be developing into an effective branding tool as well as a direct marketing tool.
BAD_LINE_E:Slika (1) Uklapanje veb-sajta u korporativnu marketinšku strategiju Mreža (web) se izgleda razvija u efektivni instrument brendiranja, ali i u instrument neposrednog marketinga.
MATCH@M:(Those companies whose marketing objectives and strategies center around building brand awareness and consumer loyalty are taking advantage of the Internet's ability to reach narrow targeted audiences.===>One kompanije čiji se marketinški ciljevi i strategije usredsređuju na izgradnju svesti o robnoj marki i lojalnosti potrošača koriste prednosti interneta da dopre do usko ciljane publike.)
MATCH@E:(Those companies whose marketing objectives and strategies center around building brand awareness and consumer loyalty are taking advantage of the Internet's ability to reach narrow targeted audiences.===>One kompanije čiji se marketinški ciljevi i strategije usredsređuju na izgradnju svesti o robnoj marki i lojalnosti potrošača koriste prednosti interneta da dopre do usko ciljane publike.)
MATCH@M:(Those companies whose marketing objectives and strategies center on educating the customer of products and product use are taking advantage of the Internet's value as a giant catalogue.===>One kompanije čiji ciljevi i strategije marketinga jesu da eduku-ju potrošača u vezi sa proizvodima i primenom proizvoda koriste prednosti interneta kao ogromnog kataloga.)
MATCH@E:(Those companies whose marketing objectives and strategies center on educating the customer of products and product use are taking advantage of the Internet's value as a giant catalogue.===>One kompanije čiji ciljevi i strategije marketinga jesu da edukuju potrošača u vezi sa proizvodima i primenom pro izvoda koriste prednosti interneta kao ogromnog kataloga.)
MATCH@M:(The key to using the Internet as an effective tool lays in developing ads and web sites that center on the company's current marketing goals.===>Ključ primene interneta kao efektivnog alata nalazi se u kreiranju reklama i veb-stranica koje se fokusiraju na trenutne marketinške ciljeve kompanije.)
MATCH@E:(The key to using the Internet as an effective tool lays in developing ads and web sites that center on the company's current marketing goals, (Van and Bekker, 2003).===>Ključ primene interneta kao efektivnog alata nalazi se u kreiranju reklama i veb-stranica koje se fokusiraju na trenutne marketinške ciljeve kompanije (Van i Bekker, 2003).)
MATCH@M:(When developing a web site, the company must keep three crucial objectives in mind: Attract, Retain, and Repeat .===>Kada razvija veb-sajt, kompanija mora da ima na umu tri suštinski važna cilja: Privuci, Zadržati i Ponoviti.)
MATCH@E:(When developing a web site, the company must keep three crucial objectives in mind: Attract, Retain, and Repeat .===>Kada razvija veb-sajt, kompanija mora da ima na umu tri suštinski važna cilja:)
MATCH@M:(The web site must attract visitors, retain them, and generate repeat visits.===>Veb sajt mora da privuče posetioce, da ih zadrži i da ih izazove da dođu ponovo.)
MATCH@E:(The web site must attract visitors, retain them, and generate repeat visits.===>Privući, Zadržati i Ponoviti.)
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BAD_LINE_M:The web site must attract visitors, retain them, and generate repeat visits.
BAD_LINE_M:Veb sajt mora da privuče posetioce, da ih zadrži i da ih izazove da dođu ponovo.
BAD_LINE_E:The web site must attract visitors, retain them, and generate repeat visits.
BAD_LINE_E:Privući, Zadržati i Ponoviti.
MATCH@M:(If these three objectives are not met, the web site will do little to fulfill the marketing objectives of the company.(Bikes and Brynjolfsson, 2000).===>Ako se ova tri cilja ne zadovolje, veb sajt neće moči da ispuni marketinške ciljeve kompanije (Bikes i Brynjolfsson, 2000).)
MATCH@E:(If these three objectives are not met, the web site will do little to fulfill the marketing objectives of the company.===>Slika (2) Uspešnost veb stranice Veb sajt mora da privuče posetioce, da ih zadrži i da ih izazove da dođu ponovo.)
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BAD_LINE_M:If these three objectives are not met, the web site will do little to fulfill the marketing objectives of the company.(Bikes and Brynjolfsson, 2000).
BAD_LINE_M:Ako se ova tri cilja ne zadovolje, veb sajt neće moči da ispuni marketinške ciljeve kompanije (Bikes i Brynjolfsson, 2000).
BAD_LINE_E:If these three objectives are not met, the web site will do little to fulfill the marketing objectives of the company.
BAD_LINE_E:Slika (2) Uspešnost veb stranice Veb sajt mora da privuče posetioce, da ih zadrži i da ih izazove da dođu ponovo.
MATCH@M:(One key aspect of the online experience is the time taken for customers to access the information they required.===>Jedan od ključnih aspekata on-line aktivnosti u ovoj oblasti jeste vreme koje je korisnicima potrebno da dođu do informacija koje su im potrebne.)
MATCH@E:(One key aspect of the online experience is the time taken for customers to access the information they required.===>Najveći promet izgleda da se ostvaruje putem oglašavanja putem banera, hiperlinkova, registracije kod mašina pretraživača i vezane promocije (slika 3).)
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BAD_LINE_M:One key aspect of the online experience is the time taken for customers to access the information they required.
BAD_LINE_M:Jedan od ključnih aspekata on-line aktivnosti u ovoj oblasti jeste vreme koje je korisnicima potrebno da dođu do informacija koje su im potrebne.
BAD_LINE_E:One key aspect of the online experience is the time taken for customers to access the information they required.
BAD_LINE_E:Najveći promet izgleda da se ostvaruje putem oglašavanja putem banera, hiperlinkova, registracije kod mašina pretraživača i vezane promocije (slika 3).
MATCH@M:(Lacobucci, Arabie, and Bodapati (2000) found that customer satisfaction was enhanced by quick responses to complaint e-mails.===>Lacobucci, Arabie i Bodapati (2000) zaključili su da je zadovoljstvo potrošača povećano kada odgovori na njihove zamerke poslate e-mejlom stignu odmah.)
MATCH@E:(Lacobucci, Arabie, & Bodapati (2000) found that customer satisfaction was enhanced by quick responses to complaint e-mails.===>Jedna kompanija može da plati drugoj da postavi i njenu veb-sajt adresu, ili ova adresa može jednostavno da se nalazi na listi kao dodatna usluga potrošaču.)
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BAD_LINE_M:Lacobucci, Arabie, and Bodapati (2000) found that customer satisfaction was enhanced by quick responses to complaint e-mails.
BAD_LINE_M:Lacobucci, Arabie i Bodapati (2000) zaključili su da je zadovoljstvo potrošača povećano kada odgovori na njihove zamerke poslate e-mejlom stignu odmah.
BAD_LINE_E:Lacobucci, Arabie, & Bodapati (2000) found that customer satisfaction was enhanced by quick responses to complaint e-mails.
BAD_LINE_E:Jedna kompanija može da plati drugoj da postavi i njenu veb-sajt adresu, ili ova adresa može jednostavno da se nalazi na listi kao dodatna usluga potrošaču.
MATCH@M:(Hoffman and Novak (2000) argued that part of customer's low trust in online activities arises from their perceived lack of control over web businesses' access to their personal information and the secondary use of this information.===>Hoffman i Novak (2000) smatraju da je uzrok niskog nivoa povere-nja potrošača u on-line aktivnosti posledica toga što su zaključili da ne mogu da kontrolišu pristup veb firmi njihovim ličnim podacima i potonju upotrebu tih informacija.)
MATCH@E:(Hoffman & Novak (2000) argued that part of customer's low trust in online activities arises from their perceived lack of control over web businesses' access to their personal information and the secondary use of this information.===>Trifts & Haubl (2000) ukazali su na to da, iako je registracija kompanije besplatna, kompanija može da kupi i ključne reči, reči koje, kad se ukucaju tokom pretrage, daju informaciju o veb stranici te kompanije.)
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BAD_LINE_M:Hoffman and Novak (2000) argued that part of customer's low trust in online activities arises from their perceived lack of control over web businesses' access to their personal information and the secondary use of this information.
BAD_LINE_M:Hoffman i Novak (2000) smatraju da je uzrok niskog nivoa povere-nja potrošača u on-line aktivnosti posledica toga što su zaključili da ne mogu da kontrolišu pristup veb firmi njihovim ličnim podacima i potonju upotrebu tih informacija.
BAD_LINE_E:Hoffman & Novak (2000) argued that part of customer's low trust in online activities arises from their perceived lack of control over web businesses' access to their personal information and the secondary use of this information.
BAD_LINE_E:Trifts & Haubl (2000) ukazali su na to da, iako je registracija kompanije besplatna, kompanija može da kupi i ključne reči, reči koje, kad se ukucaju tokom pretrage, daju informaciju o veb stranici te kompanije.
MATCH@M:(The solution they propose is a radical shift towards more cooperative interaction between a business and its customers. Taking a more strategic overview, Wind and Rangaswamy (2001), in a conceptual paper, propose that the next stage in the evolution of mass customization is customerization-'a buyer company strategy that combines mass customization with customized marketing'.===>Rešenje koje oni predlažu jeste radikalni pomak prema kooperativnijoj saradnji između firme i njenih potrošača. Posmatrajuči više strateški, Wind i Rangaswamy (2001) u svom konceptualnom radu predlažu da sledeča faza u razvoju masovne kastomi-zacije jeste kastomerizacija “strategija kompanije kupca koja usklađuje kastomizaciju sa kastomiziranim marketingom”.)
MATCH@E:(Taking a more strategic overview, Wind and Rangaswamy (2001), in a conceptual paper, propose that the next stage in the evolution of mass customization is customerization-'a buyer company strategy that combines mass customization with customized marketing'.===>Danas većina kompanija objavljuje svoje veb adrese na televiziji, u štampi i u radio-reklamama.)
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BAD_LINE_M:The solution they propose is a radical shift towards more cooperative interaction between a business and its customers. Taking a more strategic overview, Wind and Rangaswamy (2001), in a conceptual paper, propose that the next stage in the evolution of mass customization is customerization-'a buyer company strategy that combines mass customization with customized marketing'.
BAD_LINE_M:Rešenje koje oni predlažu jeste radikalni pomak prema kooperativnijoj saradnji između firme i njenih potrošača. Posmatrajuči više strateški, Wind i Rangaswamy (2001) u svom konceptualnom radu predlažu da sledeča faza u razvoju masovne kastomi-zacije jeste kastomerizacija “strategija kompanije kupca koja usklađuje kastomizaciju sa kastomiziranim marketingom”.
BAD_LINE_E:Taking a more strategic overview, Wind and Rangaswamy (2001), in a conceptual paper, propose that the next stage in the evolution of mass customization is customerization-'a buyer company strategy that combines mass customization with customized marketing'.
BAD_LINE_E:Danas većina kompanija objavljuje svoje veb adrese na televiziji, u štampi i u radio-reklamama.
MATCH@M:(They state that cus-tomerization requires the effective integration of marketing, operations, RandD, finance, and information, plus a substantial change in the firm's orientation, processes and organizational architecture.===>Oni tvrde daje za kastomizovanje potrošača (prilagođevanje potrebama pojedinačnih potrošača ili grupa potrošača) potrebna efektivna integracija marketinga, poslovnih operacija, RiD, finansi-ja i informacija, uz suštinske promene u orijentaciji firme i u njenim procesima i arhitekturi orhanizacije.)
MATCH@E:(They state that customerization requires the effective integration of marketing, operations, R&D, finance, and information, plus a substantial change in the firm's orientation, processes and organizational architecture.===>Mnoge štampaju svoje veb adrese i na svojim proizvodima. e-mail adresu.)
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BAD_LINE_M:They state that cus-tomerization requires the effective integration of marketing, operations, RandD, finance, and information, plus a substantial change in the firm's orientation, processes and organizational architecture.
BAD_LINE_M:Oni tvrde daje za kastomizovanje potrošača (prilagođevanje potrebama pojedinačnih potrošača ili grupa potrošača) potrebna efektivna integracija marketinga, poslovnih operacija, RiD, finansi-ja i informacija, uz suštinske promene u orijentaciji firme i u njenim procesima i arhitekturi orhanizacije.
BAD_LINE_E:They state that customerization requires the effective integration of marketing, operations, R&D, finance, and information, plus a substantial change in the firm's orientation, processes and organizational architecture.
BAD_LINE_E:Mnoge štampaju svoje veb adrese i na svojim proizvodima. e-mail adresu.
MATCH@M:(There are dozens of ways to do this.===>Za to postoje brojni načini.)
MATCH@E:(There are dozens of ways to do this.===>Travelocity takođe omogućava on-line kupovinu, bez nervoze (Dans & Pauwels, 2000).)
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BAD_LINE_M:There are dozens of ways to do this.
BAD_LINE_M:Za to postoje brojni načini.
BAD_LINE_E:There are dozens of ways to do this.
BAD_LINE_E:Travelocity takođe omogućava on-line kupovinu, bez nervoze (Dans & Pauwels, 2000).
MATCH@M:(Banners are the small, usually rectangular shaped blinking ads that attempt to gain user attention.===>Baneri (simboli) su male, trepćuće reklame, obično pravougaonog oblika kojima se privlači pažnja potrošača.)
MATCH@E:(Banners are the small, usually rectangular shaped blinking ads that attempt to gain user attention.===>Jedan od ključnih aspekata on-line aktivnosti u ovoj oblasti jeste vreme koje je korisnicima potrebno da dođu do informacija koje su im potrebne.)
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BAD_LINE_M:Banners are the small, usually rectangular shaped blinking ads that attempt to gain user attention.
BAD_LINE_M:Baneri (simboli) su male, trepćuće reklame, obično pravougaonog oblika kojima se privlači pažnja potrošača.
BAD_LINE_E:Banners are the small, usually rectangular shaped blinking ads that attempt to gain user attention.
BAD_LINE_E:Jedan od ključnih aspekata on-line aktivnosti u ovoj oblasti jeste vreme koje je korisnicima potrebno da dođu do informacija koje su im potrebne.
MATCH@M:(Hyperlinks are web site addresses listed in other web sites.===>Hiperlinkovi su veb-sajt adrese koje se nalaze na drugim veb sajtovima.)
MATCH@E:(Hyperlinks are web site addresses listed in other web sites.===>Ovaj istraživač veruje da je negativne efekte čekanja moguće neutralizovati poboljšavanjem kvaliteta vremena koje provedu čekajući.)
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BAD_LINE_M:Hyperlinks are web site addresses listed in other web sites.
BAD_LINE_M:Hiperlinkovi su veb-sajt adrese koje se nalaze na drugim veb sajtovima.
BAD_LINE_E:Hyperlinks are web site addresses listed in other web sites.
BAD_LINE_E:Ovaj istraživač veruje da je negativne efekte čekanja moguće neutralizovati poboljšavanjem kvaliteta vremena koje provedu čekajući.
MATCH@M:(When clicked upon, hyperlinks take the user directly to the listed web site.===>Kada potrošač klikne na hiperlink, ovaj ga odvede pravo na tu veb stranicu.)
MATCH@E:(When clicked upon, hyperlinks take the user directly to the listed web site.===>Korisnici mogu da budu nezadovoljni zbog dužeg čekanja, ali to ne mora da utiče na njihovu ocenu samog materijala prezentovanog na veb stranici ukoliko im se vreme čekanja najavi i ukoliko očekuju da će čekati.)
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BAD_LINE_M:When clicked upon, hyperlinks take the user directly to the listed web site.
BAD_LINE_M:Kada potrošač klikne na hiperlink, ovaj ga odvede pravo na tu veb stranicu.
BAD_LINE_E:When clicked upon, hyperlinks take the user directly to the listed web site.
BAD_LINE_E:Korisnici mogu da budu nezadovoljni zbog dužeg čekanja, ali to ne mora da utiče na njihovu ocenu samog materijala prezentovanog na veb stranici ukoliko im se vreme čekanja najavi i ukoliko očekuju da će čekati.
MATCH@M:(A company may pay another company to list its web site address, or it might simply be listed as a complementary service to the customer.===>Jedna kompanija može da plati drugoj da postavi i njenu veb-sajt adresu, ili ova adresa može jednostavno da se nalazi na listi kao dodatna usluga potrošaču.)
MATCH@E:(A company may pay another company to list its web site address, or it might simply be listed as a complementary service to the customer.===>Lacobucci, Arabie & Bodapati (2000) zaključili su da je zadovoljstvo potrošača povećano kada odgovori na njihove zamerke poslate e-mejlom stignu odmah.)
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BAD_LINE_M:A company may pay another company to list its web site address, or it might simply be listed as a complementary service to the customer.
BAD_LINE_M:Jedna kompanija može da plati drugoj da postavi i njenu veb-sajt adresu, ili ova adresa može jednostavno da se nalazi na listi kao dodatna usluga potrošaču.
BAD_LINE_E:A company may pay another company to list its web site address, or it might simply be listed as a complementary service to the customer.
BAD_LINE_E:Lacobucci, Arabie & Bodapati (2000) zaključili su da je zadovoljstvo potrošača povećano kada odgovori na njihove zamerke poslate e-mejlom stignu odmah.
MATCH@M:(For example www.buildingonline.com lists complementary web site addresses of hundreds of manufacturers of building materials; it also sells banner ads.===>Na primer, www.buildingonline.com navodi dodatne veb-sajt adrese stotine proizvođača građevinskog materijala; takođe prodaju i baner reklame.)
MATCH@E:(For example www.buildingonline.com lists complementary web site addresses of hundreds of manufacturers of building materials; it also sells banner ads (Bellizzi, 2000).===>Pospešivanje poverenja i smanjenje zabrinutosti predstavljaju dva jasna pristupa u upravljanju informisanjem potrošača.)
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BAD_LINE_M:For example www.buildingonline.com lists complementary web site addresses of hundreds of manufacturers of building materials; it also sells banner ads.
BAD_LINE_M:Na primer, www.buildingonline.com navodi dodatne veb-sajt adrese stotine proizvođača građevinskog materijala; takođe prodaju i baner reklame.
BAD_LINE_E:For example www.buildingonline.com lists complementary web site addresses of hundreds of manufacturers of building materials; it also sells banner ads (Bellizzi, 2000).
BAD_LINE_E:Pospešivanje poverenja i smanjenje zabrinutosti predstavljaju dva jasna pristupa u upravljanju informisanjem potrošača.
MATCH@M:(Search engine registration means that the company lists its web site address with a search engine such as Lycos, Yahoo, or Alta Vista.===>Registracija kod mašina pretraživača znači da kompanija prijavljuje svoju veb-sajt adresu kod pretraživača kao što su Lycos, Yahoo, ili Alta vista.)
MATCH@E:(Search engine registration means that the company lists its web site address with a search engine such as Lycos, Yahoo, or Alta Vista.===>Ovaj istraživač veruje da je u upravljanju informisanošću potrošača važnije poboljšati poverenje nego smanjiti zabrinutost.)
BAD_LINE_=============================================================
BAD_LINE_M:Search engine registration means that the company lists its web site address with a search engine such as Lycos, Yahoo, or Alta Vista.
BAD_LINE_M:Registracija kod mašina pretraživača znači da kompanija prijavljuje svoju veb-sajt adresu kod pretraživača kao što su Lycos, Yahoo, ili Alta vista.
BAD_LINE_E:Search engine registration means that the company lists its web site address with a search engine such as Lycos, Yahoo, or Alta Vista.
BAD_LINE_E:Ovaj istraživač veruje da je u upravljanju informisanošću potrošača važnije poboljšati poverenje nego smanjiti zabrinutost.
MATCH@M:(Trifts and Haubl (2000) indicated that, although company registration is free of charge, a company may also purchase keywords, words that when typed in during a search will yield the company's web site information.===>Trifts i Haubl (2000) ukazali su na to da, iako je registracija kompanije besplatna, kompanija može da kupi i ključne reči, reči koje, kad se ukucaju tokom pretrage, daju informaciju o veb stranici te kompanije.)
MATCH@E:(Trifts & Haubl (2000) indicated that, although company registration is free of charge, a company may also purchase keywords, words that when typed in during a search will yield the company's web site information.===>Hoffman & Novak (2000) smatraju da je uzrok niskog nivoa poverenja potrošača u on-line aktivnosti posledica toga što su zaključili da ne mogu da kontrolišu pristup veb firmi njihovim ličnim podacima i potonju upotrebu tih informacija.)
BAD_LINE_=============================================================
BAD_LINE_M:Trifts and Haubl (2000) indicated that, although company registration is free of charge, a company may also purchase keywords, words that when typed in during a search will yield the company's web site information.
BAD_LINE_M:Trifts i Haubl (2000) ukazali su na to da, iako je registracija kompanije besplatna, kompanija može da kupi i ključne reči, reči koje, kad se ukucaju tokom pretrage, daju informaciju o veb stranici te kompanije.
BAD_LINE_E:Trifts & Haubl (2000) indicated that, although company registration is free of charge, a company may also purchase keywords, words that when typed in during a search will yield the company's web site information.
BAD_LINE_E:Hoffman & Novak (2000) smatraju da je uzrok niskog nivoa poverenja potrošača u on-line aktivnosti posledica toga što su zaključili da ne mogu da kontrolišu pristup veb firmi njihovim ličnim podacima i potonju upotrebu tih informacija.
MATCH@M:(It is becoming more common for businesses to use tie-ins as a way of building web site traffic.===>Kompanije sve više koriste vezane promocije kao način izgradnje prometa na veb sajtu.)
MATCH@E:(It is becoming more common for businesses to use tieins as a way of building web site traffic.===>Rešenje koje oni predlažu jeste radikalni pomak prema kooperativnijoj saradnji između firme i njenih potrošača.)
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BAD_LINE_M:It is becoming more common for businesses to use tie-ins as a way of building web site traffic.
BAD_LINE_M:Kompanije sve više koriste vezane promocije kao način izgradnje prometa na veb sajtu.
BAD_LINE_E:It is becoming more common for businesses to use tieins as a way of building web site traffic.
BAD_LINE_E:Rešenje koje oni predlažu jeste radikalni pomak prema kooperativnijoj saradnji između firme i njenih potrošača.
MATCH@M:(Most companies today provide web site addresses on television, print, and radio advertisements.===>Danas većina kompanija objavljuje svoje veb adrese na televiziji, u štampi i u radio-reklamama.)
MATCH@E:(Most companies today provide web site addresses on television, print, and radio advertisements.===>Stavovi potrošača prema oglašavanju na Internet mreži Prvi korak ka uspehu na veb sajtovima jeste privući početne posete.)
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BAD_LINE_M:Most companies today provide web site addresses on television, print, and radio advertisements.
BAD_LINE_M:Danas većina kompanija objavljuje svoje veb adrese na televiziji, u štampi i u radio-reklamama.
BAD_LINE_E:Most companies today provide web site addresses on television, print, and radio advertisements.
BAD_LINE_E:Stavovi potrošača prema oglašavanju na Internet mreži Prvi korak ka uspehu na veb sajtovima jeste privući početne posete.
MATCH@M:(Many also include web site addresses on the product itself.===>Mnoge štampaju svoje veb adrese i na svojim proizvodima.)
MATCH@E:(Many also include web site addresses on the product itself.===>Za to postoje brojni načini.)
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BAD_LINE_M:Many also include web site addresses on the product itself.
BAD_LINE_M:Mnoge štampaju svoje veb adrese i na svojim proizvodima.
BAD_LINE_E:Many also include web site addresses on the product itself.
BAD_LINE_E:Za to postoje brojni načini.
MATCH@M:(Satisfying the entertainment need can be accomplished by providing games, contests, and promotional activities.===>Potreba za zabavom može se zadovoljiti ponuđenim igrama, takmičenjima i promotivnim aktivnostima.)
MATCH@E:(Satisfying the entertainment need can be accomplished by providing games, contests, and promotional activities.===>Potreba za zabavom može se zadovoljiti ponuđenim igrama, takmičenjima i promotivnim aktivnostima.)
MATCH@M:(Satisfying the informational need can be accomplished by indexing and cataloging information about the company's products and service.===>Potreba za informacijom može se zadovoljiti indeksacijom i katalogizovanjem informacija o proizvodima i uslugama određene kompanije.)
MATCH@E:(Satisfying the informational need can be accomplished by indexing and cataloging information about the company's products and service.===>Potreba za informacijom može se zadovoljiti indeksacijom i katalogizovanjem informacija o proizvodima i uslugama određene kompanije.)
MATCH@M:(Dolan and Moon (2000) explained that once visitors are exposed to the web site and chose to stay a while, the company must draw them back again.===>Dolan i Moon (2000) objašnjavaju da, kad posetioci jednom dođu na veb sajt i zadrže se neko vreme, kompanija mora da ih privuče da dođu ponovo.)
MATCH@E:(Dolan & Moon (2000) explained that once visitors are exposed to the web site and chose to stay a while, the company must draw them back again.===>Dolan & Moon (2000) objašnjavaju da, kad posetioci jednom dođu na veb sajt i zadrže se neko vreme, kompanija mora da ih privuče da dođu ponovo.)
MATCH@M:(The only way to generate report traffic is to give the visitor a reason to come back.===>Jedini način da ovo učini jeste da posetiocu da razlog da se vrati.)
MATCH@E:(The only way to generate report traffic is to give the visitor a reason to come back.===>Jedini način da ovo učini jeste da posetiocu da razlog da se vrati.)
MATCH@M:(Whether entertaining or informing the visitor, the site must be fresh.===>Bez obzira da li posetiocima nudi zabavu ili informacije, sajt mora da sadrži najnovije podatke.)
MATCH@E:(Whether entertaining or informing the visitor, the site must be fresh.===>Bez obzira da li posetiocima nudi zabavu ili informacije, sajt mora da sadrži najnovije podatke.)
MATCH@M:(Continually updating the site by adding news, games, contests, new product uses, and coupons will generate repeat visits. There is no limit to the creativity a company can use to generate repeat visitors.===>Stalno ažuriranje sajta dodavanjem vesti, igara, takmičenja, primene novih proizvoda i kupona navešće potrošače da ponovo posete veb sajt.)
MATCH@E:(Continually updating the site by adding news, games, contests, new product uses, and coupons will generate repeat visits. ~~~ There is no limit to the creativity a company can use to generate repeat visitors.===>Stalno ažuriranje sajta dodavanjem vesti, igara, takmičenja, primene novih proizvoda i kupona navešće potrošače da ponovo posete veb sajt.)
MATCH@M:(Some web sites offer interactive chats with television celebrities or product experts.===>Neki veb sajtovi nude interaktivne razgovore sa televizijskim zvezdama ili stručnjacima za dati proizvod.)
MATCH@E:(Some web sites offer interactive chats with television celebrities or product experts.===>Neki veb sajtovi nude interaktivne razgovore sa televizijskim zvezdama ili stručnjacima za dati proizvod.)
MATCH@M:(Travelocity (www.travelocity.com) a national travel agency web site uses two approaches to generate repeat visits.===>Travelocity (www.travelocity.com), veb stranica nacionalne putničke agencije koristi dva načina da privuče posetioce da ponovo dođu na sajt.)
MATCH@E:(Travelocity (www.travelocity.com) a national travel agency web site uses two approaches to generate repeat visits.===>Travelocity (www.travelocity.com), veb stranica nacionalne putničke agencije koristi dva načina da privuče posetioce da ponovo dođu na sajt.)
MATCH@M:(Every Wednesday at midnight the "hot deals" page is updated with last minute deals on cruises and airline tickets.===>Svake srede u ponoć stranica “hot deals” ažurira se najnovijim aranžmanima za krstarenja i avionskim kartama tipa “u poslednjem minutu”.)
MATCH@E:(Every Wednesday at midnight the hot deals page is updated with last minute deals on cruises and airline tickets.===>Svake srede u ponoć stranica hot deals ažurira se najnovijim aranžmanima za krstarenja i avionskim kartama tipa u poslednjem minutu.)
MATCH@M:(Travelocity also has customers pick a departure and destination city and give Travelocity their e-mail address.===>Agencija takođe traži od potrošača da izaberu dan polaska i destinaciju i da dostave agenciji svoju e-mail adresu.)
MATCH@E:(Travelocity also has customers pick a departure and destination city and give Travelocity their e-mail address.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Travelocity also has customers pick a departure and destination city and give Travelocity their e-mail address.
BAD_LINE_M:Agencija takođe traži od potrošača da izaberu dan polaska i destinaciju i da dostave agenciji svoju e-mail adresu.
BAD_LINE_E:Travelocity also has customers pick a departure and destination city and give Travelocity their e-mail address.
BAD_LINE_E:
MATCH@M:(If the price on a round trip ticket changes by more than $25.00, higher or lower, Travelocity e-mails the respondent with flight details.===>Ako se cena karte za kružno putovanje promeni za više od 25$, naviše ili naniže, Travelocity obaveštava korisnika e-mejlom o pojedinostima u vezi sa letom.)
MATCH@E:(If the price on a round trip ticket changes by more than $25.00, higher or lower, Travelocity e-mails the respondent with flight details.===>)
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BAD_LINE_M:If the price on a round trip ticket changes by more than $25.00, higher or lower, Travelocity e-mails the respondent with flight details.
BAD_LINE_M:Ako se cena karte za kružno putovanje promeni za više od 25$, naviše ili naniže, Travelocity obaveštava korisnika e-mejlom o pojedinostima u vezi sa letom.
BAD_LINE_E:If the price on a round trip ticket changes by more than $25.00, higher or lower, Travelocity e-mails the respondent with flight details.
BAD_LINE_E:
MATCH@M:(Although much research needs to be done in the area of the Internet web site and advertisement development, the research to date suggests two major categories: destination and information web sites.===>Iako je potrebno sprovesti detaljno istraživanje u oblasti internet veb stranica i razvoju reklama, dosadašnja istraživanja upućuju na dve kategorije: destinacione i informacione veb sajtove.)
MATCH@E:(Although much research needs to be done in the area of the Internet web site and advertisement development, the research to date suggests two major categories: destination and information web sites.===>Iako je potrebno sprovesti detaljno istraživanje u oblasti internet veb stranica i razvoju reklama, dosadašnja istraživanja upućuju na dve kategorije: destinacione i informacione veb sajtove.)
MATCH@M:(Destination sites include those web sites that provide entertainment as a form of attracting, retaining, and repeat surfer visits.===>Destinacioni veb sajtovi obuhvataju veb sajtove koji nude zabavu kao oblik privlačenja, zadržavanja i pozivanja surfera da ponovo posete stranicu.)
MATCH@E:(Destination sites include those web sites that provide entertainment as a form of attracting, retaining, and repeat surfer visits.===>Destinacioni veb sajtovi obuhvataju veb sajtove koji nude zabavu kao oblik privlačenja, zadržavanja i pozivanja surfera da ponovo posete stranicu.)
MATCH@M:(Many companies seek to entertain surfers as a means of exposing them to their brand.===>Mnoge kompanije se trude da zabave surfere tako što če im stalno prikazivati svoju robnu marku.)
MATCH@E:(Many companies seek to entertain surfers as a means of exposing them to their brand.===>Mnoge kompanije se trude da zabave surfere tako što če im stalno prikazivati svoju robnu marku.)
MATCH@M:(These companies spend hundreds of thousands of dollars to keep surfers interested, (Quayle, 2002).===>Ove kompanije troše stotine hiljada dolara da održe interesovanje surfera (Quayle, 2002).)
MATCH@E:(These companies spend hundreds of thousands of dollars to keep surfers interested, (Quayle, 2002).===>Ove kompanije troše stotine hiljada dolara da održe interesovanje surfera (Quayle, 2002).)
MATCH@M:(The management of the Life Savers Company used the destination site strategy to capture surfer attention and has won back market share taken away by Jolly Ranchers and Werthers.===>Da bi privukao pažnju surfera, menadžment Life Savers Company koristi strategiju sajta destinacije i tako je povratio udeo u tržištu koji mu je odneo Jolly Ranchers i Werthers.)
MATCH@E:(The management of the Life Savers Company used the destination site strategy to capture surfer attention and has won back market share taken away by Jolly Ranchers and Werthers. ~~~ Sales have dropped by 20%.===>)
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BAD_LINE_M:The management of the Life Savers Company used the destination site strategy to capture surfer attention and has won back market share taken away by Jolly Ranchers and Werthers.
BAD_LINE_M:Da bi privukao pažnju surfera, menadžment Life Savers Company koristi strategiju sajta destinacije i tako je povratio udeo u tržištu koji mu je odneo Jolly Ranchers i Werthers.
BAD_LINE_E:The management of the Life Savers Company used the destination site strategy to capture surfer attention and has won back market share taken away by Jolly Ranchers and Werthers. ~~~ Sales have dropped by 20%.
BAD_LINE_E:
MATCH@M:(The Lifesavers Web site (www.Candystand.com) helped increase sales by 20% in 1996.===>Veb sajt Lifesavers (www.Candžstand.com) pomogao je da tokom 1996. godine prodaja poraste za 20%.)
MATCH@E:(The Lifesavers Web site (www.Candystand.com) helped increase sales by 20% in 1996.===>)
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BAD_LINE_M:The Lifesavers Web site (www.Candystand.com) helped increase sales by 20% in 1996.
BAD_LINE_M:Veb sajt Lifesavers (www.Candžstand.com) pomogao je da tokom 1996. godine prodaja poraste za 20%.
BAD_LINE_E:The Lifesavers Web site (www.Candystand.com) helped increase sales by 20% in 1996.
BAD_LINE_E:
MATCH@M:(Destination sites are typically used to enhance brand awareness by building consumer interest in the web site.===>Destinacioni sajtovi se obično koriste da pojačaju svest o robnoj marki tako što izazivaju interesovanje potrošača koji posete sajt.)
MATCH@E:(Destination sites are typically used to enhance brand awareness by building consumer interest in the web site.===>Destinacioni sajtovi se obično koriste da pojačaju svest o robnoj marki tako što izazivaju interesovanje potrošača koji posete sajt.)
MATCH@M:(Hence, the goal of a destination site is to get the consumer to use the site on regular basis, destination sites require a commitment to both time and money.===>Stoga je cilj ovog tipa sajta da navede potrošača da redovno koristi sajt. Za ovo treba i novca i vremena.)
MATCH@E:(Hence, the goal of a destination site is to get the consumer to use the site on regular basis, destination sites require a commitment to both time and money.===>Stoga je cilj ovog tipa sajta da navede potrošača da redovno koristi sajt. ~~~ Za ovo treba i novca i vremena.)
MATCH@M:(Both are needed to continually update and add new features to the web site.===>Veb sajt treba stalno ažurirati i dodavati nove sadržaje.)
MATCH@E:(Both are needed to continually update and add new features to the web site.===>Veb sajt treba stalno ažurirati i dodavati nove sadržaje.)
MATCH@M:(Products that lend themselves to the destination site approach include convenience and impulse shopping goods.===>Proizvodi koji su pogodni za pristup pomoću destinacionog sajta obuhvataju robu koja se kupuje impulsivno i znači udobnost.)
MATCH@E:(Products that lend themselves to the destination site approach include convenience and impulse shopping goods.===>Proizvodi koji su pogodni za pristup pomoću destinacionog sajta obuhvataju robu koja se kupuje impulsivno i znači udobnost.)
MATCH@M:(This approach does not work for products that require a great deal of explanation or are very technical in nature.===>Ovakav pristup nije pogodan za proizvode za koje je potrebno mnogo objašnjavanja ili su visoko tehničkog karaktera.)
MATCH@E:(This approach does not work for products that require a great deal of explanation or are very technical in nature (Adam et.al, 2002).===>Ovakav pristup nije pogodan za proizvode za koje je potrebno mnogo objašnjavanja ili su visoko tehničkog karaktera (Adam i dr., 2002).)
MATCH@M:(On the other hand, information sites provide information, not entertainment, to the consumer in a "catalogue" format.===>S druge strane, informacioni sajtovi pružaju potrošačima informacije u formatu “kataloga”, nema zabave.)
MATCH@E:(On the other hand, information sites provide information, not entertainment, to the consumer in a catalogue format.===>S druge strane, informacioni sajtovi pružaju potrošačima informacije u formatu kataloga, nema zabave.)
MATCH@M:(The catalogue value of the Internet drew businesses online in the first place.===>Kataloška vrednost interneta je u prvom redu privukla firme da se predstavljaju on-line.)
MATCH@E:(The catalogue value of the Internet drew businesses online in the first place.===>Kataloška vrednost interneta je u prvom redu privukla firme da se predstavljaju on-line.)
MATCH@M:(Information web sites offer the customer valuable information about the products and services the business has to offer.===>Ovi sajtovi nude potrošaču vredne informacije o proizvodima i uslugama koje data kompanija nudi.)
MATCH@E:(Information web sites offer the customer valuable information about the products and services the business has to offer.===>Ovi sajtovi nude potrošaču vredne informacije o proizvodima i uslugama koje data kompanija nudi.)
MATCH@M:(Some information web sites look like real catalogues, offering primarily text oriented "down to business" information.===>Neki ovakvi saj-tovi izgledaju kao pravi katalozi i nude prvenstveno tekstualno orijentisanu “čisto poslovnu” informaciju.)
MATCH@E:(Some information web sites look like real catalogues, offering primarily text oriented down to business information.===>Neki ovakvi sajtovi izgledaju kao pravi katalozi i nude prvenstveno tekstualno orijentisanu čisto poslovnu informaciju.)
MATCH@M:(Other information web sites offer helpful advice on product use, links to complementary products, and customer support, (Harris and Kimberly, 2003).===>Neki drugi pružaju i korisne informacije o tome kako se proizvod koristi, linkove prema komplementarnim proizvodima i podršku potrošačima.)
MATCH@E:(Other information web sites offer helpful advice on product use, links to complementary products, and customer support, (Harris and Kimberly, 2003).===>Neki drugi pružaju i korisne informacije o tome kako se proizvod koristi, linkove prema komplementarnim proizvodima i podršku potrošačima (Harris i Kimberly, 2003).)
MATCH@M:(More and more information sites offer a valuable service to the customer.===>Sve veći broj informativnih sajtova nudi korisne usluge potrošačima.)
MATCH@E:(More and more information sites offer a valuable service to the customer.===>Sve veći broj informativnih sajtova nudi korisne usluge potrošačima.)
MATCH@M:(While they might not have the bells and whistles associated with destination sites, most have integrated graphics and contests as a way to lure customers to the site.===>Oni obično ne sadrže šarenilo karakteristično za sajtove destinacije, ali većina ima integrisanu grafiku i takmičenja kojima navode potrošače da pose-te sajt.)
MATCH@E:(While they might not have the bells and whistles associated with destination sites, most have integrated graphics and contests as a way to lure customers to the site.===>Oni obično ne sadrže šarenilo karakteristično za sajtove destinacije, ali većina ima integrisanu grafiku i takmičenja kojima navode potrošače da posete sajt.)
MATCH@M:(The information web site approach is applicable to almost any product and can be easily updated with new products and services.===>Pristup pomoću informacionog sajta može se pri-meniti za skoro svaki proizvod i može se lako ažurirati novim proizvodima i uslugama.)
MATCH@E:(The information web site approach is applicable to almost any product and can be easily updated with new products and services, (Woonbong et.al, 2003).===>Pristup pomoću informacionog sajta može se primeniti za skoro svaki proizvod i može se lako ažurirati novim proizvodima i uslugama (Woonbong i dr., 2003).)
MATCH@M:(The home page usually shows whether the company has positioned its web site as a destination site or information site.===>Naslovna stranica (home page) obično pokazuje da li je kompanija pozicionirala svoj sajt kao destinacioni ili kao informacioni.)
MATCH@E:(The home page usually shows whether the company has positioned its web site as a destination site or information site.===>Naslovna stranica (home page) obično pokazuje da li je kompanija pozicionirala svoj sajt kao destinacioni ili kao informacioni.)
MATCH@M:(However, there is some gray area in between.===>Postoji i jedna siva oblast između ova dva pristupa.)
MATCH@E:(However, there is some gray area in between.===>Postoji i jedna siva oblast između ova dva pristupa.)
MATCH@M:(Some sites may be organized as an information site but includes a game, contest, or other entertaining feature.===>Neki sajtovi mogu biti organizovani kao informacioni, ali mogu da sadrže i igre, takmičenje ili neki drugi zabavni kvalitet.)
MATCH@E:(Some sites may be organized as an information site but includes a game, contest, or other entertaining feature.===>Neki sajtovi mogu biti organizovani kao informacioni, ali mogu da sadrže i igre, takmičenje ili neki drugi zabavni kvalitet.)
MATCH@M:(On the other hand, a destination site may include some product information and customer services such as electronic purchasing and locations where to purchase the products.===>S druge strane, de-stinacioni sajt može da sadrži i neke informacije o proizvodu i potrošački servis kao što je elektronska kupovina i mesta na kojima se proizvod može kupiti.)
MATCH@E:(On the other hand, a destination site may include some product information and customer services such as electronic purchasing and locations where to purchase the products (Barwise & Strong 2002).===>S druge strane, destinacioni sajt može da sadrži i neke informacije o proizvodu i potrošački servis kao što je elektronska kupovina i mesta na kojima se proizvod može kupiti (Barwise & Strong, 2002).)
MATCH@M:(Keeping surfers interested enough to return is the only way to maintain a successful web site that meets the marketing and advertising goals of the company.===>Da bi surferi ostali dovoljno zainteresovani da bi ponovo posetili sajt, sajt treba redovno održavati i onda on može da ostvari marketinške i reklamne ciljeve kompanije.)
MATCH@E:(Keeping surfers interested enough to return is the only way to maintain a successful web site that meets the marketing and advertising goals of the company.===>)
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BAD_LINE_M:Keeping surfers interested enough to return is the only way to maintain a successful web site that meets the marketing and advertising goals of the company.
BAD_LINE_M:Da bi surferi ostali dovoljno zainteresovani da bi ponovo posetili sajt, sajt treba redovno održavati i onda on može da ostvari marketinške i reklamne ciljeve kompanije.
BAD_LINE_E:Keeping surfers interested enough to return is the only way to maintain a successful web site that meets the marketing and advertising goals of the company.
BAD_LINE_E:
MATCH@M:(The study is based on the staff working in The Banking and Insurance sectors in the city of Abu Dhabi.===>Studija je sprovedena na osoblju zaposlenom u bankarskom sektoru i sektoru osiguranja u Abu Dabiju.)
MATCH@E:(The study is based on the staff working in The Banking and Insurance sectors in the city of Abu Dhabi.===>Studija je sprovedena na osoblju zaposlenom u bankarskom sektoru i sektoru osiguranja u Abu Dabiju.)
MATCH@M:(Employees, who are working in banking and insurance sectors, constitute the sample of this study.===>Zaposleni u ova dva sektora predstavljaju uzorak.)
MATCH@E:(Employees, who are working in banking and insurance sectors, constitute the sample of this study.===>Zaposleni u ova dva sektora predstavljaju uzorak.)
MATCH@M:(The sample is selected based on (200) officials.===>Uzorak obuhvata zvaničnike (200) kompanija.)
MATCH@E:(The sample is selected based on (200) officials.===>Uzorak obuhvata zvaničnike (200) kompanija.)
MATCH@M:(The following table describes the research population distribution.===>Na tabeli koja sledi prikazana je struktura populacije obuhvaćene istraživanjem.)
MATCH@E:(The following table describes the research population distribution.===>Na tabeli koja sledi prikazana je struktura populacije obuhvaćene istraživanjem.)
MATCH@M:(Questionnaires were distributed according to gender group and sector.===>Upitnici su podeljeni u skladu sa polom i sektorom.)
MATCH@E:(Questionnaires were distributed according to gender group and sector.===>Tabela (3) Uzorak Upitnici su podeljeni u skladu sa polom i sektorom.)
MATCH@M:(Two hundreds completed surveys were received.===>Dobili smo dve stotine popunjenih upitnika.)
MATCH@E:(Two hundreds completed surveys were received.===>Dobili smo dve stotine popunjenih upitnika.)
MATCH@M:(80% of the participants responded to the questionnaires.===>Na sva pitanja odgovorilo je 80% ispitanika.)
MATCH@E:(80% of the participants responded to the questionnaires.===>Na sva pitanja odgovorilo je 80% ispitanika.)
MATCH@M:(These questions were developed after careful review of current literature.===>Ovi upitnici sastavljeni su nakon pažljivog proučavanja najnovije literature.)
MATCH@E:(These questions were developed after careful review of current literature.===>Ovi upitnici sastavljeni su nakon pažljivog proučavanja najnovije literature.)
MATCH@M:(Respondents in the research sample believe that business users perceive Web advertising as more informative than valuable or entertaining.===>Ispitanici veruju da korisnici shvataju oglašavanje na internetu pre kao informativno nego kao zabavno ili vredno.)
MATCH@E:(Respondents in the research sample believe that business users perceive Web advertising as more informa tive than valuable or entertaining.===>Ispitanici veruju da korisnici shvataju oglašavanje na internetu pre kao informativno nego kao zabavno ili vredno.)
MATCH@M:(He found that, compared to non-users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort or time.===>Zaključio je da su, u poređenju sa onima koji ne koriste mrežu, korisnici mreže pokazuju veće intere-sovanje za tehnologiju uopšte i korist koju ona može da pruži, posebno ako misle da će im uštedeti vreme ili trud.)
MATCH@E:(He found that, compared to non-users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort or time.===>Takođe radije veruju da je tehnologija i značajna i zabavna.)
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BAD_LINE_M:He found that, compared to non-users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort or time.
BAD_LINE_M:Zaključio je da su, u poređenju sa onima koji ne koriste mrežu, korisnici mreže pokazuju veće intere-sovanje za tehnologiju uopšte i korist koju ona može da pruži, posebno ako misle da će im uštedeti vreme ili trud.
BAD_LINE_E:He found that, compared to non-users were more interested in technology in general and the benefits it provided, especially if they thought it would save them effort or time.
BAD_LINE_E:Takođe radije veruju da je tehnologija i značajna i zabavna.
MATCH@M:(They were also more likely to think that technology was both important and fun.===>Takođe radije veruju da je tehnologija i značajna i zabavna.)
MATCH@E:(They were also more likely to think that technology was both important and fun.===>Korisnici interneta su bili prvenstveno motivisani potrebama komunikacije/informisanosti, ali su se uvek osećali kao u trci sa vremenom, za razliku od onih koji mrežu ne koriste.)
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BAD_LINE_M:They were also more likely to think that technology was both important and fun.
BAD_LINE_M:Takođe radije veruju da je tehnologija i značajna i zabavna.
BAD_LINE_E:They were also more likely to think that technology was both important and fun.
BAD_LINE_E:Korisnici interneta su bili prvenstveno motivisani potrebama komunikacije/informisanosti, ali su se uvek osećali kao u trci sa vremenom, za razliku od onih koji mrežu ne koriste.
MATCH@M:(Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users.===>Korisnici interneta su bili prvenstveno motivisani potrebama komunikacije/informisanosti, ali su se uvek osećali kao u trci sa vremenom, za razliku od onih koji mrežu ne koriste.)
MATCH@E:(Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users.===>Zaključak koji se može izvesti iz ovih nalaza jeste da bi internet morao malo više da se orijentiše na zabavu da bi privukao šire slojeve aktivnih korisnika.)
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BAD_LINE_M:Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users.
BAD_LINE_M:Korisnici interneta su bili prvenstveno motivisani potrebama komunikacije/informisanosti, ali su se uvek osećali kao u trci sa vremenom, za razliku od onih koji mrežu ne koriste.
BAD_LINE_E:Internet users were primarily motivated by communication/information needs but this did not appear to be because they felt time-pressured compared to non-users.
BAD_LINE_E:Zaključak koji se može izvesti iz ovih nalaza jeste da bi internet morao malo više da se orijentiše na zabavu da bi privukao šire slojeve aktivnih korisnika.
MATCH@M:(A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user based.===>Zaključak koji se može izvesti iz ovih nalaza jeste da bi internet morao malo više da se orijentiše na zabavu da bi privukao šire slojeve aktivnih korisnika.)
MATCH@E:(A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user based.===>Da bi utvrdio da li postoje razlike u stavovima prema tehnologiji i informacijama i prema potrebama za zabavom između korisnika mreže i onih koji je ne koriste ovaj istraživač je uporedio ove dve grupe ispitanika.)
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BAD_LINE_M:A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user based.
BAD_LINE_M:Zaključak koji se može izvesti iz ovih nalaza jeste da bi internet morao malo više da se orijentiše na zabavu da bi privukao šire slojeve aktivnih korisnika.
BAD_LINE_E:A tentative implication of these findings is that the Internet may need to become more entertainment-oriented in order to attract a broader active user based.
BAD_LINE_E:Da bi utvrdio da li postoje razlike u stavovima prema tehnologiji i informacijama i prema potrebama za zabavom između korisnika mreže i onih koji je ne koriste ovaj istraživač je uporedio ove dve grupe ispitanika.
MATCH@M:(Planning for an Internet presence requires more than just purchasing a web site.===>Planiranje internet prezentacije ne znači samo kupiti veb sajt.)
MATCH@E:(Planning for an Internet presence requires more than just purchasing a web site.===>Zaključio je da su, u poređenju sa onima koji ne koriste mrežu, korisnici mreže pokazuju veće intere Planiranje internet prezentacije ne znači samo kupiti veb sajt.)
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BAD_LINE_M:Planning for an Internet presence requires more than just purchasing a web site.
BAD_LINE_M:Planiranje internet prezentacije ne znači samo kupiti veb sajt.
BAD_LINE_E:Planning for an Internet presence requires more than just purchasing a web site.
BAD_LINE_E:Zaključio je da su, u poređenju sa onima koji ne koriste mrežu, korisnici mreže pokazuju veće intere Planiranje internet prezentacije ne znači samo kupiti veb sajt.
MATCH@M:(Planning for an Internet means to think about how the Internet will fit with firm's current promotional mix.===>Planiranje interneta znači i da treba razmisliti kako će se internet uklopiti u važeći promotivni miks firme.)
MATCH@E:(Planning for an Internet means to think about how the Internet will fit with firm's current promotional mix.===>Planiranje interneta znači i da treba razmisliti kako će se internet uklopiti u važeći promotivni miks firme.)
MATCH@M:(In order to assess respondent's attitudes towards Internet advertising, it is necessary to calculate the Average answers for both Male and Female.===>Da bi se ocenili stavovi ispitanika prema oglašavanju putem interneta, potrebno je izračunati prosečne odgovore i za žensku i za mušku populaciju.)
MATCH@E:(In order to assess respondent's attitudes towards Internet advertising, it is necessary to calculate the Average answers for both Male and Female.===>Da bi se ocenili stavovi ispitanika prema oglašavanju putem interneta, potrebno je izračunati prosečne odgovore i za žensku i za mušku populaciju.)
MATCH@M:(Where: X1, y1: represents the average answer for the Males groups in Banking and Insurance sectors respectively.===>Gde X1, y1 predstavljaju prosečne odgovore muškog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.)
MATCH@E:(Where: X1, y1: represents the average answer for the Males groups in Banking and Insurance sectors respectively.===>Tabela (4): ~~~ Distribucija prosečnih odgovora Godina Bankarski sektor Sektor osiguranja Muški @enski Muški @enski Gde X1, y1 predstavljaju prosečne odgovore muškog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.)
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BAD_LINE_M:Where: X1, y1: represents the average answer for the Males groups in Banking and Insurance sectors respectively.
BAD_LINE_M:Gde X1, y1 predstavljaju prosečne odgovore muškog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.
BAD_LINE_E:Where: X1, y1: represents the average answer for the Males groups in Banking and Insurance sectors respectively.
BAD_LINE_E:Tabela (4): ~~~ Distribucija prosečnih odgovora Godina Bankarski sektor Sektor osiguranja Muški @enski Muški @enski Gde X1, y1 predstavljaju prosečne odgovore muškog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.
MATCH@M:(X2, y2: represents the average answer for Females groups in the Banking and Insurance sectors respectively.===>X2, y2 predstavljaju prosečne odgovore ženskog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.)
MATCH@E:(X2, y2: represents the average answer for Females groups in the Banking and Insurance sectors respectively.===>X2, y2 predstavljaju prosečne odgovore ženskog dela ispitanika u bankarskom sektoru, odnosno u sektoru osiguranja.)
MATCH@M:(The results reveal that most of the participants score low on the importance of advertising using the Internet or display a low belief on the usefulness of Internet advertising, as the value of (t) is ( -0.113) which did not exceed the required value of statistical significance.===>Rezultati pokazuju da većina ispitanika nema posebno visoko mišljenje o značaju oglašavanja putem interneta, odnosno nemaju mnogo vere da je oglašavanje na internetu korisno, pošto vrednost (t) iznosi (0,113), što ne prelazi vrednost koja bi bila statistički značajna.)
MATCH@E:(X, y: represents the total average answer of the selected sample in both sectors. ~~~ Then: X = X1 + X2 y = y1 + y2 The results reveal that most of the participants score low on the importance of advertising using the Internet or display a low belief on the usefulness of Internet advertising, as the value of (t) is ( -0.113) which did not exceed the required value of statistical significance.===>X, y predstavljaju ukupni prosečni odgovor izabranog uzorka u oba sektora. Onda: X = X1 + X2 y = y1 + y2 Rezultati pokazuju da većina ispitanika nema posebno visoko mišljenje o značaju oglašavanja putem interneta, odnosno nemaju mnogo vere da je oglašavanje na internetu korisno, pošto vrednost (t) iznosi (0,113), što ne prelazi vrednost koja bi bila statistički značajna.)
MATCH@M:(To be sure that the above result is not a temporarely phenomenon, the researcher apply the same procedures on another sample which consisted of (60) officials from both sectors and applying the same criteria.===>Da bi bio siguran da ovo nije samo privremena pojava, ovaj istraživač je sproveo isti postupak na još jednom uzorku koji je obuhvatio 60 zvaničnika iz oba sektora i primenio iste kriterijume.)
MATCH@E:(To be sure that the above result is not a temporarely phenomenon, the researcher apply the same procedures on another sample which consisted of (60) officials from both sectors and applying the same criteria.===>Da bi bio siguran da ovo nije samo privremena pojava, ovaj istraživač je sproveo isti postupak na još jednom uzorku koji je obuhvatio 60 zvaničnika iz oba sektora i primenio iste kriterijume.)
MATCH@M:(The results of this study are due to the conditions of the method used, the sample and the dynamic environment in which business operates.===>Rezultati ove studije zavisili su od metoda koji je pri-menjen, uzorka i dinamičnosti okruženja u kome se poslovanje odvija.)
MATCH@E:(Limitation of the study The results of this study are due to the conditions of the method used, the sample and the dynamic environment in which business operates.===>)
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BAD_LINE_M:The results of this study are due to the conditions of the method used, the sample and the dynamic environment in which business operates.
BAD_LINE_M:Rezultati ove studije zavisili su od metoda koji je pri-menjen, uzorka i dinamičnosti okruženja u kome se poslovanje odvija.
BAD_LINE_E:Limitation of the study The results of this study are due to the conditions of the method used, the sample and the dynamic environment in which business operates.
BAD_LINE_E:
MATCH@M:(The researcher believes that such findings may be prevailing in other services industries in other Emirates of the UAE, as the same environment is prevailing.===>Ovaj istraživač veruje da ovakvi zaključci preovlađuju i u drugim uslužnim delatnosti-ma u drugim emiratima u UAR, pošto je okruženje svuda otprilike isto.)
MATCH@E:(The researcher believes that such findings may be prevailing in other services industries in other Emirates of the UAE, as the same environment is prevailing.===>Izračunata sredina, standardna devijacija i odstupanje za ovaj drugi uzorak su sledeći:)
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BAD_LINE_M:The researcher believes that such findings may be prevailing in other services industries in other Emirates of the UAE, as the same environment is prevailing.
BAD_LINE_M:Ovaj istraživač veruje da ovakvi zaključci preovlađuju i u drugim uslužnim delatnosti-ma u drugim emiratima u UAR, pošto je okruženje svuda otprilike isto.
BAD_LINE_E:The researcher believes that such findings may be prevailing in other services industries in other Emirates of the UAE, as the same environment is prevailing.
BAD_LINE_E:Izračunata sredina, standardna devijacija i odstupanje za ovaj drugi uzorak su sledeći:
MATCH@M:(However this needs further investigation.===>Ipak, potrebna su dalja istraživanja.)
MATCH@E:(However this needs further investigation.===>)
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BAD_LINE_M:However this needs further investigation.
BAD_LINE_M:Ipak, potrebna su dalja istraživanja.
BAD_LINE_E:However this needs further investigation.
BAD_LINE_E:
MATCH@M:(Yet the study suffers from other limitations and drawbacks, mainly the database is not as robust as one would wish it to be.===>Ova studija ipak ima ograničenja i nedostataka; uglavnom zato što baza podataka nije toliko pouzdana koliko bi istraživač želeo da bude.)
MATCH@E:(Yet the study suffers from other limitations and drawbacks, mainly the database is not as robust as one would wish it to be.===>)
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BAD_LINE_M:Yet the study suffers from other limitations and drawbacks, mainly the database is not as robust as one would wish it to be.
BAD_LINE_M:Ova studija ipak ima ograničenja i nedostataka; uglavnom zato što baza podataka nije toliko pouzdana koliko bi istraživač želeo da bude.
BAD_LINE_E:Yet the study suffers from other limitations and drawbacks, mainly the database is not as robust as one would wish it to be.
BAD_LINE_E:
MATCH@M:(Data on advertising expenses through the Internet are unavailable or missing.===>Podaci o troškovima oglašavanja na internetu ili nisu dostupni ili nedostaju.)
MATCH@E:(Data on advertising expenses through the Internet are unavailable or missing.===>)
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BAD_LINE_M:Data on advertising expenses through the Internet are unavailable or missing.
BAD_LINE_M:Podaci o troškovima oglašavanja na internetu ili nisu dostupni ili nedostaju.
BAD_LINE_E:Data on advertising expenses through the Internet are unavailable or missing.
BAD_LINE_E:
MATCH@M:(Therefore, the results presented in this research should be interpreted in the light of these limitations.===>Stoga rezultate ovog istraživanja treba tumačiti u svetlu ovih ograničenja.)
MATCH@E:(Therefore, the results presented in this research should be interpreted in the light of these limitations.===>)
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BAD_LINE_M:Therefore, the results presented in this research should be interpreted in the light of these limitations.
BAD_LINE_M:Stoga rezultate ovog istraživanja treba tumačiti u svetlu ovih ograničenja.
BAD_LINE_E:Therefore, the results presented in this research should be interpreted in the light of these limitations.
BAD_LINE_E:
MATCH@M:(The researcher believes that there are internal factors creating such negative attitudes such as the lack of experience.===>Ovaj istraživač veruje da postoje unutrašnji faktori koji izazivaju tako negativne stavove, na primer, nedostatak iskustva.)
MATCH@E:(The researcher believes that there are internal factors creating such negative attitudes such as the lack of experience.===>)
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BAD_LINE_M:The researcher believes that there are internal factors creating such negative attitudes such as the lack of experience.
BAD_LINE_M:Ovaj istraživač veruje da postoje unutrašnji faktori koji izazivaju tako negativne stavove, na primer, nedostatak iskustva.
BAD_LINE_E:The researcher believes that there are internal factors creating such negative attitudes such as the lack of experience.
BAD_LINE_E:
MATCH@M:(Such expectations need further studies.===>Ovakva očekivanja takođe zahteva-ju dodatna istraživanja.)
MATCH@E:(Such expectations need further studies.===>)
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BAD_LINE_M:Such expectations need further studies.
BAD_LINE_M:Ovakva očekivanja takođe zahteva-ju dodatna istraživanja.
BAD_LINE_E:Such expectations need further studies.
BAD_LINE_E:
MATCH@M:(The principle question raised in this paper is what impact does advertising have through the usage of the Internet.===>Osnovno pitanje na koje je ovaj rad trebalo da odgovori jeste kakav je uticaj oglašavanja putem interneta.)
MATCH@E:(7. ~~~ Conclusions The principle question raised in this paper is what impact does advertising have through the usage of the Internet.===>)
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BAD_LINE_M:The principle question raised in this paper is what impact does advertising have through the usage of the Internet.
BAD_LINE_M:Osnovno pitanje na koje je ovaj rad trebalo da odgovori jeste kakav je uticaj oglašavanja putem interneta.
BAD_LINE_E:7. ~~~ Conclusions The principle question raised in this paper is what impact does advertising have through the usage of the Internet.
BAD_LINE_E:
MATCH@M:(This study has shed light on the managers' perceptions toward the impact of Internet as an instrument for advertising in the services industries.===>Ova studija bacila je malo svetlosti na stavove menadžera o uticaju interneta kao instrumenta oglašavanja u delatnostima u oblasti usluga.)
MATCH@E:(This study has shed light on the managers' perceptions toward the impact of Internet as an instrument for advertising in the services industries.===>)
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BAD_LINE_M:This study has shed light on the managers' perceptions toward the impact of Internet as an instrument for advertising in the services industries.
BAD_LINE_M:Ova studija bacila je malo svetlosti na stavove menadžera o uticaju interneta kao instrumenta oglašavanja u delatnostima u oblasti usluga.
BAD_LINE_E:This study has shed light on the managers' perceptions toward the impact of Internet as an instrument for advertising in the services industries.
BAD_LINE_E:
MATCH@M:(The overriding finding of the study is that the scope of Internet usage as a media is affected by managements' perceptions of the effectiveness of their websites as marketing tools specifically in the context of services industry (i.e., Banking and Insurance).===>Glavni zaključak jeste da obim primene interneta kao medija zavisi od shva-tanja menadžmenta o efektivnosti njihovih veb sajto-va kao instrumenata marketinga, posebno u oblasti uslužnih delatnosti (t.j., bankarstva i osiguranja).)
MATCH@E:(The overriding finding of the study is that the scope of Internet usage as a media is affected by managements' perceptions of the effectiveness of their websites as marketing tools specifically in the context of services industry (i.e., Banking and Insurance).===>)
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BAD_LINE_M:The overriding finding of the study is that the scope of Internet usage as a media is affected by managements' perceptions of the effectiveness of their websites as marketing tools specifically in the context of services industry (i.e., Banking and Insurance).
BAD_LINE_M:Glavni zaključak jeste da obim primene interneta kao medija zavisi od shva-tanja menadžmenta o efektivnosti njihovih veb sajto-va kao instrumenata marketinga, posebno u oblasti uslužnih delatnosti (t.j., bankarstva i osiguranja).
BAD_LINE_E:The overriding finding of the study is that the scope of Internet usage as a media is affected by managements' perceptions of the effectiveness of their websites as marketing tools specifically in the context of services industry (i.e., Banking and Insurance).
BAD_LINE_E:
MATCH@M:(Respondents in this study had a fairly negative attitude towards online advertising, and they believe that Internet users were more likely to respond to targeted than to non-targeted advertising.===>Ispitanici obuhvaćeni ovom studijom izrazili su prilično negativan stav prema on-line oglašavanju i veruju da će korisnici interneta radije reagovati na ciljano nego na neciljano oglašavanje.)
MATCH@E:(Respondents in this study had a fairly negative attitude towards online advertising, and they believe that Internet users were more likely to respond to targeted than to non-targeted advertising.===>)
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BAD_LINE_M:Respondents in this study had a fairly negative attitude towards online advertising, and they believe that Internet users were more likely to respond to targeted than to non-targeted advertising.
BAD_LINE_M:Ispitanici obuhvaćeni ovom studijom izrazili su prilično negativan stav prema on-line oglašavanju i veruju da će korisnici interneta radije reagovati na ciljano nego na neciljano oglašavanje.
BAD_LINE_E:Respondents in this study had a fairly negative attitude towards online advertising, and they believe that Internet users were more likely to respond to targeted than to non-targeted advertising.
BAD_LINE_E:
MATCH@M:(In today's highly competitive marketplace, websites can be effective marketing tools, therefore, managements' commitments and perceived benefits are the most crucial issues, thereby implying faster and cheaper to world markets.===>Na današnjem veoma konkurentnom tržištu veb sajto-vi mogu da predstavljaju efektivne instrumente marketinga i stoga su posvećenost menadžmenta i uočene koristi najvažnija pitanja, pošto se tako brže i jeftinije stiže na svetska tržišta.)
MATCH@E:(In today's highly competitive marketplace, websites can be effective marketing tools, therefore, managements' commitments and perceived benefits are the most cru cial issues, thereby implying faster and cheaper to world markets.===>)
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BAD_LINE_M:In today's highly competitive marketplace, websites can be effective marketing tools, therefore, managements' commitments and perceived benefits are the most crucial issues, thereby implying faster and cheaper to world markets.
BAD_LINE_M:Na današnjem veoma konkurentnom tržištu veb sajto-vi mogu da predstavljaju efektivne instrumente marketinga i stoga su posvećenost menadžmenta i uočene koristi najvažnija pitanja, pošto se tako brže i jeftinije stiže na svetska tržišta.
BAD_LINE_E:In today's highly competitive marketplace, websites can be effective marketing tools, therefore, managements' commitments and perceived benefits are the most cru cial issues, thereby implying faster and cheaper to world markets.
BAD_LINE_E:
MATCH@M:(The researcher regards such perception as a healthy attitude and their firms should enhance it as an investment.===>Ovaj istraživač smatra da su ovakvi stavovi zdravi stavovi i da firme treba da ih podstiču pošto i oni predstavljaju vrstu investicije.)
MATCH@E:(The researcher regards such perception as a healthy attitude and their firms should enhance it as an investment.===>)
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BAD_LINE_M:The researcher regards such perception as a healthy attitude and their firms should enhance it as an investment.
BAD_LINE_M:Ovaj istraživač smatra da su ovakvi stavovi zdravi stavovi i da firme treba da ih podstiču pošto i oni predstavljaju vrstu investicije.
BAD_LINE_E:The researcher regards such perception as a healthy attitude and their firms should enhance it as an investment.
BAD_LINE_E:
MATCH@M:(While it has been known that the greater the degree of interactivity the more popular the website, for the firms in the sample, interactivity does not always enhance advertising effectiveness as it can interrupt the process of persuasion, especially when advertising are targeted.===>Poznato je da što je interaktivnost veća, veb sajt je popularniji, ali za firme obuhvaćene uzorkom interaktiv-nost ne podstiče uvek efektivnost u oglašavanju, pošto može da prekine proces ubeđivanja, posebno kada je reklama ciljana.)
MATCH@E:(While it has been known that the greater the degree of interactivity the more popular the website, for the firms in the sample, interactivity does not always enhance advertising effectiveness as it can interrupt the process of persuasion, especially when advertising are targeted.===>)
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BAD_LINE_M:While it has been known that the greater the degree of interactivity the more popular the website, for the firms in the sample, interactivity does not always enhance advertising effectiveness as it can interrupt the process of persuasion, especially when advertising are targeted.
BAD_LINE_M:Poznato je da što je interaktivnost veća, veb sajt je popularniji, ali za firme obuhvaćene uzorkom interaktiv-nost ne podstiče uvek efektivnost u oglašavanju, pošto može da prekine proces ubeđivanja, posebno kada je reklama ciljana.
BAD_LINE_E:While it has been known that the greater the degree of interactivity the more popular the website, for the firms in the sample, interactivity does not always enhance advertising effectiveness as it can interrupt the process of persuasion, especially when advertising are targeted.
BAD_LINE_E:
MATCH@M:(The researcher's recommendation in this context is that firms should develop and evaluate a web-based methodology for evaluating the effectiveness of promotional websites, such as studying business-to-business advertising through mentioning or stimulating the website in print advertising and if successfully increasing site traffic significantly.===>Preporuka istraživača u ovom kontekstu bila bi da firma treba da razvija i ocenjuje metodologiju zasnovanu na primeni mreže da bi ocenjivala efektivnost promotivnih veb sajtova, kao što su oglašavanje između firmi tako što bi se pomenuo ili stimulisao veb sajt u štampanoj reklami i ukoliko to donese uspeh, značajno ubrzao promet na sajtu.)
MATCH@E:(The researcher's recommendation in this context is that firms should develop and evaluate a web-based methodology for evaluating the effectiveness of promotional websites, such as studying business-to-business advertising through mentioning or stimulating the website in print advertising and if successfully increasing site traffic significantly.===>Tabela (5) Statistički zaključci za oba sektora Preporuka istraživača u ovom kontekstu bila bi da firma treba da razvija i ocenjuje metodologiju zasnovanu na primeni mreže da bi ocenjivala efektivnost promotivnih veb sajtova, kao što su oglašavanje između firmi tako što bi se pomenuo ili stimulisao veb sajt u štampanoj reklami i ukoliko to donese uspeh, značajno ubrzao promet na sajtu.)
MATCH@M:(Overall, in the UAE, as a developing country, Internet advertising is still a growth area within marketing communications, despite the justifiable reaction against earlier overoptimistic expectations.===>Uopšteno, u UAR kao zemlji u razvoju, oglašavanje putem interneta je još uvek oblast u razvoju u marketing komunikaciji, upr-kos opravdanim reakcijama na ranija previše optimistička očekivanja.)
MATCH@E:(Overall, in the UAE, as a developing country, Internet advertising is still a growth area within marketing communications, despite the justifiable reaction against earlier overoptimistic expectations.===>Uopšteno, u UAR kao zemlji u razvoju, oglašavanje putem interneta je još uvek oblast u razvoju u marketing komunikaciji, uprkos opravdanim reakcijama na ranija previše optimistička očekivanja.)
MATCH@M:(Marketers are still learning how to use it in terms of marketing strategy, creative execution and evaluation.===>Marketari još uvek uče kako da koriste internet u smislu marketinške strategije, kreativnog izvođenja i ocenjivanja.)
MATCH@E:(Marketers are still learning how to use it in terms of marketing strategy, creative execution and evaluation.===>Marketari još uvek uče kako da koriste internet u smislu marketinške strategije, kreativnog izvođenja i ocenjivanja.)
MATCH@M:(Surely,one of the crucial processes is the transition of economies of most undeveloped countries and their transformation towards the market way of doing business.===>Svakako, jedan od najznačajnijih procesa je tranzicija privreda većeg broja nerazvijenih zemalja i njihova transformacija ka tržišnom načinu privređivanja.)
MATCH@E:(Surely,one of the crucial processes is the transition of economies of most undeveloped countries and their transformation towards the market way of doing business.===>Svakako, jedan od najznačajnijih procesa je tranzicija privreda većeg broja nerazvijenih zemalja i njihova transformacija ka tržišnom načinu privređivanja.)
MATCH@M:(Many international institutions, with the International Monetary Fund being ahead, were following and helping the described processes.===>Mnoge međunarodne institucije, na čelu sa Međunarodnim monetarnim fondom pratile su i pomagale opisane procese.)
MATCH@E:(Many international institutions, with the International Monetary Fund being ahead, were following and helping the described processes.===>Mnoge međunarodne institucije, na čelu sa Međunarodnim monetarnim fondom pratile su i pomagale opisane procese.)
MATCH@M:(The purpose of this paper is to show the main goals, tasks, organizational structure and the way of functioning of the big and first of all very important international financial institution such as the IMF.===>Svrha ovog rada je da prikaže osnovne ciljeve, zadatke, organizacinu strukturu i način funkcionisanja velike i nadasve značajne međunarodne finansijske institucije kakva je MMF.)
MATCH@E:(The purpose of this paper is to show the main goals, tasks, organizational structure and the way of functioning of the big and first of all very important international financial institution such as the IMF.===>Svrha ovog rada je da prikaže osnovne ciljeve, zadatke, organizacinu strukturu i način funkcionisanja velike i nadasve značajne međunarodne finansijske institucije kakva je MMF.)
MATCH@M:(Also, there will be described the ways in which the IMF forms its financial sources as well as the possibilities of the member countries to use these sources.===>Biće opisani načini na koje MMF formira svoje izvore sredstava kao i mogućnosti zemalja članica da koriste sredstva fonda.)
MATCH@E:(Also, there will be described the ways in which the IMF forms its financial sources as well as the possibilities of the member countries to use these sources.===>Biće opisani načini na koje MMF formira svoje izvore sredstava kao i mogućnosti zemalja članica da koriste sredstva fonda.)
MATCH@M:(The main aim of this work is to present the positive sides of the Fund doing the business, but also to point out the restrictive policy by which the Fund is directed in approving financial resources, and which is criticized a lot.===>Prevashodni cilj rada je da istakne pozitivnosti u radu fonda ali i da ukaže na politiku uslovljenosti kojom se fond rukovodi pri odobravanju finansijskih sredstava,a koja je predmet mnogobrojnih kritika.)
MATCH@E:(The main aim of this work is to present the positive sides of the Fund doing the business, but also to point out the restrictive policy by which the Fund is directed in approving financial resources, and which is criticized a lot.===>Prevashodni cilj rada je da istakne pozitivnosti u radu fonda ali i da ukaže na politiku uslovljenosti kojom se fond rukovodi pri odobravanju finansijskih sredstava,a koja je predmet mnogobrojnih kritika.)
MATCH@M:(Another aim of this text is to show, in its final consideration, the relationship between the IMF and the countries in transition with a special regard to the relationship towards this country.===>Takođe, cilj rada je i da ukaže na odnos MMF-a prema zemljama u tranziciji, sa posebnim osvrtom na odnos prema našoj zemlji.)
MATCH@E:(Another aim of this text is to show, in its final consideration, the relationship between the IMF and the countries in transition with a special regard to the relationship towards this country. ~~~ 1.===>Takođe, cilj rada je i da ukaže na odnos MMF-a prema zemljama u tranziciji, sa posebnim osvrtom na odnos prema našoj zemlji. 1.)
MATCH@M:(Numerous and varied economic changes have had a significant impact upon the transformation of the overall world economy for decades.===>Mnogobrojne i raznovrsne ekonomske promene, značajno su uticale na transformaciju ukupne svetske privrede u poslednjih par decenija.)
MATCH@E:(Introdukcion Numerous and varied economic changes have had a significant impact upon the transformation of the overall world economy for decades.===>Uvod Mnogobrojne i raznovrsne ekonomske promene, značajno su uticale na transformaciju ukupne svetske privrede u poslednjih par decenija.)
MATCH@M:(We have witnessed the restructuring processes of the economies of many a socialist country, which abandon the so far planned and rigid method of business doing to implement more flexible and market oriented one.===>Svedoci smo procesa prestruktuiranja privreda velikog broja socijalističkih zemalja, koje dosadašnji planski i rigidan način privređivanja zamenjuju fleksibilnijim i tržišno orijenti-sanim.)
MATCH@E:(We have witnessed the restructuring processes of the economies of many a socialist country, which abandon the so far planned and rigid method of business doing to implement more flexible and market oriented one.===>Svedoci smo procesa prestruktuiranja privreda velikog broja socijalističkih zemalja, koje dosadašnji planski i rigidan način privređivanja zamenjuju fleksibilnijim i tržišno orijentisanim.)
MATCH@M:(Along this long and tiresome path, the developing countries encounter a large number of problems, the majority of which are of financial nature.===>Na tom dugotrajnom i napornom putu, zemlje u razvoju nailaze na mnoge probleme od kojih je ve-čina finansijske prirode.)
MATCH@E:(Along this long and tiresome path, the developing countries encounter a large number of problems, the majority of which are of financial nature.===>Na tom dugotrajnom i napornom putu, zemlje u razvoju nailaze na mnoge probleme od kojih je većina finansijske prirode.)
MATCH@M:(It is very important that these countries receive “generous“ aid, primarily financial, but technical and structural as well.===>Veoma je bitno ovim zemljama pružiti „velikodušnu“ pomoč, pre svega finansijsku ali i onu tehničke i strukturne prirode.)
MATCH@E:(It is very important that these countries receive generous aid, primarily financial, but technical and structural as well.===>Veoma je bitno ovim zemljama pružiti velikodušnu pomoć, pre svega finansijsku ali i onu tehničke i strukturne prirode.)
MATCH@M:(The entire international monetary system should monitor and support the transition processes and the restructuring of national economies and show them the way into a safer and better future.===>Celokupan međunarodni monetarni sistem treba da prati i podržava procese tranzicije i prestruktuiranja nacionalnih privreda i da ih vodi u bolju i svetliju budučnost.)
MATCH@E:(The entire international monetary system should monitor and support the transition processes and the restructuring of national economies and show them the way into a safer and better future.===>Celokupan međunarodni monetarni sistem treba da prati i podržava procese tranzicije i prestruktuiranja nacionalnih privreda i da ih vodi u bolju i svetliju budućnost.)
MATCH@M:(The international monetary system cannot be discussed, without mentioning a notion of monetary standard.===>Kada govorimo o međunarodnom monetarnom sistemu neizostavno moramo spomenuti pojam monetarnog standarda.)
MATCH@E:(The international monetary system cannot be discussed, without mentioning a notion of monetary standard.===>Kada govorimo o međunarodnom monetarnom sistemu neizostavno moramo spomenuti pojam monetar nog standarda.)
MATCH@M:(In the beginning, the monetary standard meant a certain quantity of gold or silver representing other currencies and into which any currency could be converted.===>Monetarni standard je u početku označavao određenu težinu zlata ili srebra koja je reprezen-tovala druge valute i u koju su se mogle menjati sve novčane jedinice.)
MATCH@E:(In the beginning, the monetary standard meant a certain quantity of gold or silver representing other currencies and into which any currency could be converted.===>Monetarni standard je u početku označavao određenu težinu zlata ili srebra koja je reprezentovala druge valute i u koju su se mogle menjati sve novčane jedinice.)
MATCH@M:(The later period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues.===>U kasnijem periodu razvoja celoku-pog međunarodnog monetarnog sistema, promenilo se i samo značenje monetarnog standarda koji sada predstavlja skup svih institucija i različitih načina plaćanja koji se primenjuju u izmirivanju međunarodnih dugova i naplati međunarodnih potraživanja.)
MATCH@E:(The later period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues.===>U kasnijem periodu razvoja celokupog međunarodnog monetarnog sistema, promenilo se i samo značenje monetarnog standarda koji sada predstavlja skup svih institucija i različitih načina plaćanja koji se primenjuju u izmirivanju međunarodnih dugova i naplati međunarodnih potraživanja.)
MATCH@M:(The above interpretation refers to the international aspect of the monetary standard, however, it is important to point out that it can also refer to national institutions and methods of payment in the transactions within one country.===>Pomenuto tumačenje se odnosi na međunarodni aspekt monetarnog standarda, ali je bitno naglasiti da se on isto tako može odnositi i na domaće institucije i načine plaćanja pri regulisanju transakcija u okvirima jedne zemlje.)
MATCH@E:(The above interpretation refers to the international aspect of the monetary standard, however, it is important to point out that it can also refer to national institutions and methods of payment in the transactions within one country.===>Pomenuto tumačenje se odnosi na međunarodni aspekt monetarnog standarda, ali je bitno naglasiti da se on isto tako može odnositi i na domaće institucije i načine plaćanja pri regulisanju transakcija u okvirima jedne zemlje.)
MATCH@M:(Common to all these organizations is that they accepted different accounting units and that they grantter period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues.===>Zajedničko svim ovim organizacijama je to da su prihvatile razne obračunske jedinice i da odobravaju kratkoročne pozajmice - kredite zemljama članicama radi uravnoteženja platnih bilansa i reguli-sanja međunarodnih plaćanja po osnovu izmirenja obaveza i naplate potraživanja.)
MATCH@E:(Common to all these organizations is that they accepted different accounting units and that they grantter period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues.===>Zajedničko svim ovim organizacijama je to da su prihvatile razne obračunske jedinice i da odobravaju kratkoročne pozajmice kredite zemljama članicama radi uravnoteženja platnih bilansa i regulisanja međunarodnih plaćanja po osnovu izmirenja obaveza i naplate potraživanja. ~~~ Š4, str.260Ë U nastavku rada, bavićemo se isključivo načinom funkcionisanja Međunarodnog monetarnog fonda i njegovim značajem u međunarodnim ekonomskim to kovima.)
BAD_LINE_=============================================================
BAD_LINE_M:Common to all these organizations is that they accepted different accounting units and that they grantter period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues.
BAD_LINE_M:Zajedničko svim ovim organizacijama je to da su prihvatile razne obračunske jedinice i da odobravaju kratkoročne pozajmice - kredite zemljama članicama radi uravnoteženja platnih bilansa i reguli-sanja međunarodnih plaćanja po osnovu izmirenja obaveza i naplate potraživanja.
BAD_LINE_E:Common to all these organizations is that they accepted different accounting units and that they grantter period of the overall monetary system development saw the change in the very meaning of monetary standard, which now means a set of all the institutions and varied payment methods applied in settling international debts and collecting international dues.
BAD_LINE_E:Zajedničko svim ovim organizacijama je to da su prihvatile razne obračunske jedinice i da odobravaju kratkoročne pozajmice kredite zemljama članicama radi uravnoteženja platnih bilansa i regulisanja međunarodnih plaćanja po osnovu izmirenja obaveza i naplate potraživanja. ~~~ Š4, str.260Ë U nastavku rada, bavićemo se isključivo načinom funkcionisanja Međunarodnog monetarnog fonda i njegovim značajem u međunarodnim ekonomskim to kovima.
MATCH@M:(Today, the IMF is an organization of more than 180 member countries, mostly developning countries, and is one of the most important international financial institutions.===>Danas, MMF ima više od 180 zemalja članica, od kojih su većina zemlje u razvoju, i predstavlja jednu od najzačajnijih međunarodnih finansijskih institucija.)
MATCH@E:(Today, the IMF is an organization of more than 180 member countries, mostly developning countries, and is one of the most important international financial institutions.===>Danas, MMF ima više od 180 zemalja članica, od kojih su većina zemlje u razvoju, i predstavlja jednu od najzačajnijih međunarodnih finansijskih institucija.)
MATCH@M:(Of course, we can also state that this is an organization that, on one hand, was largely praised for its activities, however, on the other hand, its business strategy has often been severaly criticized and contested, both in scientific literature and in diplomatic circles.===>Svakako, možemo reći da je to organizacija koja je sa jedne strane dobila najveći broj pohvala za svoj rad, ali sa druge strane, strategija njenog poslovanja je veoma često oštro kritikovana i osporavana, kako u naučnoj literaturi tako i u diplomatskim krugovima.)
MATCH@E:(Of course, we can also state that this is an organization that, on one hand, was largely praised for its activities, however, on the other hand, its business strategy has often been severaly criticized and contested, both in scientific literature and in diplomatic circles.===>Svakako, možemo reći da je to organizacija koja je sa jedne strane dobila najveći broj pohvala za svoj rad, ali sa druge strane, strategija njenog poslovanja je veoma često oštro kritikovana i osporavana, kako u naučnoj literaturi tako i u diplomatskim krugovima. 2.)
MATCH@M:(In a nutshell, the basic task of the IMF is to aid member countries that suffer financial problems and are faced with the balance of payment deficits.===>Najkraće rečeno, osnovni zadatak MMF-a je da pruža pomoć zemljama članicama koje imaju finansijskih problema i koje su suočene sa platnobilansnim deficitima.)
MATCH@E:(1.1. ~~~ The IMFs tasks and objectives In a nutshell, the basic task of the IMF is to aid member countries that suffer financial problems and are faced with the balance of payment deficits.===>Zadaci i ciljevi MMF-a Najkraće rečeno, osnovni zadatak MMF-a je da pruža pomoć zemljama članicama koje imaju finansijskih problema i koje su suočene sa platnobilansnim deficitima.)
MATCH@M:(Such countries lack their own means to settle their debts, therefore they hope that, aided by the IMF, they will be in a position to define and conduct a set of stabilization measures and “revive“ their economies.===>Pomenute zemlje nemaju dovoljno sredstava za izmirenje sopstvenih dugova pa se nadaju da će uz do-bijenu pomoć od strane MMF-a definisati i sprovesti niz stabilizacionih mera i „preporoditi“ svoje privrede.)
MATCH@E:(Such countries lack their own means to settle their debts, therefore they hope that, aided by the IMF, they will be in a position to define and conduct a set of stabilization measures and revive their economies.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Such countries lack their own means to settle their debts, therefore they hope that, aided by the IMF, they will be in a position to define and conduct a set of stabilization measures and “revive“ their economies.
BAD_LINE_M:Pomenute zemlje nemaju dovoljno sredstava za izmirenje sopstvenih dugova pa se nadaju da će uz do-bijenu pomoć od strane MMF-a definisati i sprovesti niz stabilizacionih mera i „preporoditi“ svoje privrede.
BAD_LINE_E:Such countries lack their own means to settle their debts, therefore they hope that, aided by the IMF, they will be in a position to define and conduct a set of stabilization measures and revive their economies.
BAD_LINE_E:
MATCH@M:(The Fund’s task is also to foster the relations of trust with its members and be unbiased in analysing and finding solutions to their problems.===>Takođe, zadatak fonda je da gradi odnose poverenja sa svojim članovima i bude što objektivniji u razmatranju i rešavanju njihovih problema.)
MATCH@E:(The Funds task is also to foster the relations of trust with its members and be unbiased in analysing and finding solutions to their problems.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The Fund’s task is also to foster the relations of trust with its members and be unbiased in analysing and finding solutions to their problems.
BAD_LINE_M:Takođe, zadatak fonda je da gradi odnose poverenja sa svojim članovima i bude što objektivniji u razmatranju i rešavanju njihovih problema.
BAD_LINE_E:The Funds task is also to foster the relations of trust with its members and be unbiased in analysing and finding solutions to their problems.
BAD_LINE_E:
MATCH@M:(It is important that the Fund’s activities be flexible and adjustable to individual situations in every problem experiencing country.===>Bitno je da aktivnosti fonda budu fleksibilne i prilagodljive pojedinačnim situacijama u svakoj problematičnoj zemlji.)
MATCH@E:(It is important that the Funds activities be flexible and adjustable to individual situations in every problem experiencing country.===>)
BAD_LINE_=============================================================
BAD_LINE_M:It is important that the Fund’s activities be flexible and adjustable to individual situations in every problem experiencing country.
BAD_LINE_M:Bitno je da aktivnosti fonda budu fleksibilne i prilagodljive pojedinačnim situacijama u svakoj problematičnoj zemlji.
BAD_LINE_E:It is important that the Funds activities be flexible and adjustable to individual situations in every problem experiencing country.
BAD_LINE_E:
MATCH@M:(Whether the Fund is really devoted to achieving the above mentioned objectives and in which ways it embarks on accomplishing those tasks will be the subject of the following chapters of this paper.===>Da li fond zaista vodi računa o ostvarivanju prethodno navedenih ciljeva i na koji način pristupa njihovoj realizaciji, detaljnije ćemo razmotriti u nastavku rada.)
MATCH@E:(Whether the Fund is really devoted to achieving the above mentioned objectives and in which ways it embarks on accomplishing those tasks will be the subject of the following chapters of this paper. ~~~ 1.2.===>Da li fond zaista vodi računa o ostvarivanju prethodno navedenih ciljeva i na koji način pristupa njihovoj realizaciji, detaljnije ćemo razmotriti u nastavku rada. 2.)
MATCH@M:(The decisions made at the Assembly of Governors and the Executive board are binding for all the member countries.===>Odluke koje se donesu pri zasedanju skupštine guvernera i izvršnog odbora su obavezujućeg karaktera za sve zemlje članice.)
MATCH@E:(The decisions made at the Assembly of Governors and the Executive board are binding for all the member countries.===>Odluke koje se donesu pri zasedanju skupštine guvernera i izvršnog odbora su obavezujućeg karaktera za sve zemlje članice.)
MATCH@M:(The Executive Board is the instance where most conflicts arise among the countries on different levels of development and where the economic power based authority of one country often prevails over the force of arguments of the countries whose development level is lower.===>Izvršni odbor predstavlja mesto na kome dolazi do najviše sukoba zemalja na različitom stepenu razvoja i gde snaga zasnovana na ekonomskoj moći zemlje često nadjačava snagu argumenata slabije razvijenih zemalja.)
MATCH@E:(The Executive Board is the instance where most conflicts arise among the countries on dif ferent levels of development and where the economic power based authority of one country often prevails over the force of arguments of the countries whose development level is lower.===>Izvršni odbor predstavlja mesto na kome dolazi do najviše sukoba zemalja na različitom stepenu razvoja i gde snaga zasnovana na ekonomskoj moći zemlje često nadjačava snagu argumenata slabije razvijenih zemalja.)
MATCH@M:([6, p. 87C In its long history, the Fund has founded a number of subsidiary bodies that also contribute to the fund’s activities, and these are: the Interim Committee for the international monetary system issues, Group 5 and Group 7.===>[6, str.87] U dugom periodu postojanja, fond je osnovao i nekoliko sporednih organa koji svojim radom takođe značajno doprinose unapređenju poslovanja fonda, a to su: Privremeni komitet za pitanja međunarodnog monetarnog sistema, Grupa 5 i Grupa7.)
MATCH@E:(Š6, p. 87] In its long history, the Fund has founded a number of subsidiary bodies that also contribute to the funds activities, and these are: the Interim Committee for the international monetary system issues, Group 5 and Group 7.===>Š6, str.87Ë U dugom periodu postojanja, fond je osnovao i nekoliko sporednih organa koji svojim radom takođe značajno doprinose unapređenju poslovanja fonda, a to su: ~~~ Privremeni komitet za pitanja međunarodnog monetarnog sistema, Grupa 5 i Grupa7. 3.)
MATCH@M:(There is a number of well known methods the Fund uses in obtaining funds for financing.===>Postoji više poznatih načina koje fond primenjuje u postupku obezbeđivanja potrebnih finansijskih sredstava.)
MATCH@E:(2. ~~~ The IMF sources of financing There is a number of well known methods the Fund uses in obtaining funds for financing.===>Izvori sredstava MMF-a Postoji više poznatih načina koje fond primenjuje u postupku obezbeđivanja potrebnih finansijskih sredstava.)
MATCH@M:(It is very important that these sources be permanent, reliable and available at any moment.===>Veoma je bitno da ti izvori sredstava budu stalni, pouzdani i raspoloživi u svakom momentu.)
MATCH@E:(It is very important that these sources be permanent, reliable and available at any moment.===>Veoma je bitno da ti izvori sredstava budu stalni, pouzdani i raspoloživi u svakom momentu.)
MATCH@M:(Obviously, the most reliable source of financing is the quotes provided by the member countries, paid at the moment a country joins the Fund.===>Svakako, najsigurniji izvor finansiranja fonda su kvote zemalja članica, koje se uplaćuju prilikom pristupanja u članstvo fonda.)
MATCH@E:(Obviously, the most reliable source of financing is the quotes provided by the member countries, paid at the moment a country joins the Fund.===>Svakako, najsigurniji izvor finansiranja fonda su kvote zemalja članica, koje se uplaćuju prilikom pristupanja u članstvo fonda.)
MATCH@M:(Also important are the loans from the member countries, various rates and taxes short-term loans - credits to the member countries for the purpose of improving their balances of payment and regulating international payments on the basis of settling their liabilities and collecting receivables.===>Takođe bitni izvori sredstava su i pozajmice od zemalja članica, razne dažbine koje fond naplaćuje kao i dodatna sredstva međunarodne likvidnosti stvorena preko specijalnih prava vučenja.)
MATCH@E:(Also important are the loans from the member countries, various rates and taxes short-term loans credits to the member countries for the purpose of improving their balances of payment and regulating international payments on the basis of settling their liabilities and collecting receivables.===>Takođe bitni izvori sredstava su i pozajmice od zemalja članica, razne dažbine koje fond naplaćuje kao i dodatna sredstva međunarodne likvidnosti stvorena preko specijalnih prava vučenja. 3.)
MATCH@M:(The member countries with highest quotas, and consequently with the largest number of votes in the fund are: [8C===>Zemlje članice sa najvećim kvotama, a samim tim i sa najvećim brojem glasova u fondu su: [8])
MATCH@E:(The member countries with highest quotas, and consequently with the largest number of votes in the fund are: Š8] 1.===>Zemlje članice sa najvećim kvotama, a samim tim i sa najvećim brojem glasova u fondu su:)
MATCH@M:(On the basis of the above data, it is not difficult to see which countries have a final say in making all important decisions in the International Monetary Fund and why it is they who are against raising the quotas of other member countries.===>Na osnovu prethodnih podataka nije nam teško da zaključimo koje zemlje „vode glavnu reč“ pri donošenju svih bitnih odluka u Međunarodnom monetarnom fondu i zašto se upravo one protive povećanju veličine kvota drugih zemalja članica.)
MATCH@E:(Russia (2.8%) On the basis of the above data, it is not difficult to see which countries have a final say in making all important decisions in the International Monetary Fund and why it is they who are against raising the quotas of other member countries. ~~~ 3.2.===>Rusija (2,8%). ~~~ Na osnovu prethodnih podataka nije nam teško da zaključimo koje zemlje vode glavnu reč pri donošenju svih bitnih odluka u Međunarodnom monetarnom fondu i zašto se upravo one protive povećanju veličine kvota drugih zemalja članica. 3.)
MATCH@M:(It is true that the quotas of the member countries are a very reliable source of revenue and make the better part of the capital in the fund, however, the assets the fund borrows from various international monetary institutions, member countries and other creditors cannot be neglected.===>Činjenica je da su kvote zemalja članica veoma siguran izvor prihoda i čine većinu u ukupnom kapitalu fonda, ali nikako ne možemo zanemariti ni sredstva koja fond pozajmljuje od raznih međunarodnih monetarnih institucija, zemalja članica ili drugih kreditora.)
MATCH@E:(Loans granted by the fund It is true that the quotas of the member countries are a very reliable source of revenue and make the better part of the capital in the fund, however, the assets the fund borrows from various international monetary institutions, member countries and other creditors cannot be neglected.===>Pozajmice fonda Činjenica je da su kvote zemalja članica veoma siguran izvor prihoda i čine većinu u ukupnom kapitalu fonda, ali nikako ne možemo zanemariti ni sredstva koja fond pozajmljuje od raznih međunarodnih monetarnih institucija, zemalja članica ili drugih kreditora.)
MATCH@M:(The loans are by all means an important additional source of finances. As to the borrowing policy the Fund pursues, the rule is observed that full loans and unused credit lines should not exceed the limit of 50% - 60% of total quotas.===>Pozajmice su nesumnjivo značajan dopunski izvor finansiranja. [to se tiče politike pozajmljivanja kojom se fond rukovodi, zastupljeno je pravilo da ukupne pozajmice i neiskorišćene kreditne linije ne bi trebalo da prelaze iznos od 50%-60% ukupnih kvota.)
MATCH@E:(As to the borrowing policy the Fund pursues, the rule is observed that full loans and unused credit lines should not exceed the limit of 50% - 60% of total quotas.===>Što se tiče politike pozajmljivanja kojom se fond rukovodi, zastupljeno je pravilo da ukupne pozajmice i neiskorišćene kreditne linije ne bi trebalo da prelaze iznos od 50%-60% ukupnih kvota.)
MATCH@M:(The General arrangement to borrow (GAB) was concluded in 1962, between the IMF and ten highest developed countries in the world.===>Opšti aranžman za zaduživanje (General Arrangement to Borrow - GAB) je zaključen 1962. god. između MMF-a i tadašnjih deset najrazvijenijih zemalja sveta.)
MATCH@E:(The General arrangement to borrow (GAB) was concluded in 1962, between the IMF and ten highest developed countries in the world.===>Opšti aranžman za zaduživanje (General Arrangement to Borrow GAB) je zaključen 1962. god. između MMF-a i tadašnjih deset najrazvijenijih zemalja sveta.)
MATCH@M:(Switzerland was to join the arrangement later.===>Kasnije je pomenutom aranžmanu pristupila i [vajcarska.)
MATCH@E:(Switzerland was to join the arrangement later.===>Kasnije je pomenutom aranžmanu pristupila i Švajcarska.)
MATCH@M:(The fund was entitled to borrow the financial assets from eleven developed countries, according to the set conditions, at a market interest rate.===>Fond je imao mogućnost da pozajmljuje potrebna finansijska sredstva od jedanaest razvijenih zemalja i to prema dogovorenim uslovima, uz primenu tržišne kamatne stope.)
MATCH@E:(The fund was entitled to borrow the financial assets from eleven developed countries, according to the set conditions, at a market interest rate.===>Fond je imao mogućnost da pozajmljuje potrebna finansijska sredstva od jedanaest razvijenih zemalja i to prema dogovorenim uslovima, uz primenu tržišne kamatne stope.)
MATCH@M:(The assets were most commonly borrowed for the purpose of improving the current, disbalanced situation within the international monetary system.===>Sredstva su najčešće pozajmljivana sa ciljem da se unapredi trenutna, narušena situacija u okviru međunarodnog monetarnog sistema.)
MATCH@E:(The assets were most commonly borrowed for the purpose of improving the current, disbalanced situation within the international monetary system.===>Sredstva su najčešće pozajmljivana sa ciljem da se unapredi trenutna, narušena situacija u okviru međunarodnog monetarnog sistema.)
MATCH@M:(Table 1.===>Tabela 1.)
MATCH@E:(Table 1.===>Tabela 1.)
MATCH@M:(The New arrangement to borrow (NAB) was concluded in January 1997, between the iMF and 25 member countries.===>Novi aranžman za zaduživanje (New Arrangement to Borrow - NAB) je zaključen januara 1997. godine)
MATCH@E:(The New arrangement to borrow (NAB) was concluded in January 1997, between the iMF and 25 member countries.===>Novi aranžman za zaduživanje (New Arrangement to Borrow NAB) je zaključen januara 1997. godine između MMF-a i 25 zemalja učesnika.)
MATCH@M:(This aspect of income does not make an important part in the total aamount of assets the Fund has at disposal, however, it is not negligible.===>Ovaj vid prihoda ne učestvuje značajno u ukupnim sredstvima fonda, ali ne možemo reci da je zanemar-ljiv.)
MATCH@E:(3.3 Revenues from rates and taxes This aspect of income does not make an important part in the total aamount of assets the Fund has at disposal, however, it is not negligible.===>Prihodi od dažbina Ovaj vid prihoda ne učestvuje značajno u ukupnim sredstvima fonda, ali ne možemo reći da je zanemarljiv.)
MATCH@M:(By collecting the rates and taxes, the fund encourages the member countries to employ the borrowed funds in as short a period as possible.===>Naplatom dažbina od strane fonda, podstiču se zemlje članice da u što kraćim vremenskim periodima koriste pozajmljena sredstva.)
MATCH@E:(By collecting the rates and taxes, the fund encourages the member countries to employ the borrowed funds in as short a period as possible.===>Naplatom dažbina od strane fonda, podstiču se zemlje članice da u što kraćim vremenskim periodima koriste pozajmljena sredstva.)
MATCH@M:(The introduction of special drawing rights into the international monetary system is an attempt to secure international liquidity in an organized manner, independently from national monetary policies.===>Uvođenje specijalnih prava vučenja u međunarodni monetarni sistem predstavlja pokušaj da se na organi-zovan način pristupi kreiranju međunarodne likvidnosti, nezavisno od nacionalnih monetarnih politika.)
MATCH@E:(3.3. ~~~ Special drawing rights The introduction of special drawing rights into the international monetary system is an attempt to secure international liquidity in an organized manner, independently from national monetary policies.===>Specijalna prava vučenja (Special Directs of Investment) Uvođenje specijalnih prava vučenja u međunarodni monetarni sistem predstavlja pokušaj da se na organizovan način pristupi kreiranju međunarodne likvidnosti, nezavisno od nacionalnih monetarnih politika.)
MATCH@M:(The basic goal of the creation of the new monetary mechanism within the IMF was to provide a long-term supply of assets of international liquidity in case of their scarcity.===>Stvaranjem novog monetarnog mehanizma u okviru MMF-a težilo se postizanju osnovnog cilja, da se na dugi rok dopunjuju postojeća sredstva međunarodnih likvidnosti u slučaju njihove nestašice.)
MATCH@E:(The basic goal of the creation of the new monetary mechanism within the IMF was to provide a long-term supply of assets of international liquidity in case of their scarcity.===>Stvaranjem novog monetarnog mehanizma u okviru MMF-a težilo se postizanju osnovnog cilja, da se na dugi rok dopunjuju postojeća sredstva međunarodnih likvidnosti u slučaju njihove nestašice.)
MATCH@M:(Special drawing rights were introduced in 1969, for the purpose of overcoming an especially bad situation in the international monetary system and they are now one of the IMF’s most important sources of financing.===>Specijalna prava vučenja su uvedena 1969. godine kako bi se rešila tadašnja veoma loša situacija u međunarodnom monetarnom sistemu i danas predstavljaju jedan od najznačajnijih izvora sredstava MMF-a.)
MATCH@E:(Š1, p. 170] Special drawing rights were introduced in 1969, for the purpose of overcoming an especially bad situation in the international monetary system and they are now one of the IMFs most important sources of financing.===>Š1, str. 170Ë Specijalna prava vučenja su uvedena 1969. godine kako bi se rešila tadašnja veoma loša situacija u međunarodnom monetarnom sistemu i danas predstavljaju jedan od najznačajnijih izvora sredstava MMF-a.)
MATCH@M:(The fund issues the SDI periodically, most commonly in a five-year period, and trats them as a very important instrument in solving the international liquidity issues.===>Fond periodično emituje SPV, najčešće petogodišnje, i tretira ih kao veoma značajan instrument za rešava-nje problema međunarodne likvidnosti.)
MATCH@E:(The fund issues the SDI periodically, most commonly in a five-year period, and trats them as a very important instrument in solving the international liquidity issues.===>Fond periodično emituje SPV, najčešće petogodišnje, i tretira ih kao veoma značajan instrument za rešavanje problema međunarodne likvidnosti.)
MATCH@M:(On the basis of its quota proportions, each country is granted a certain amount od special drawing rights which it may exchange for a convertible currency, through the Fund, every time it feels in demand for the particular currency.===>Na osnovu veličine sopstvene kvote svaka zemlja dobij a određeni iznos specijalnih prava vučenja koja može preko fonda zameniti za konvertibilne valute uvek kada se za to ukaže potreba.)
MATCH@E:(On the basis of its quota proportions, each country is granted a certain amount od special drawing rights which it may exchange for a convertible currency, through the Fund, every time it feels in demand for the particular currency.===>Na osnovu veličine sopstvene kvote svaka zemlja dobija određeni iznos specijalnih prava vučenja koja može preko fonda zameniti za konvertibilne valute uvek kada se za to ukaže potreba.)
MATCH@M:(The special drawing rights system is based on the member countries’ voluntary accession and participation.===>Sistem specijalnih prava vučenja se zasniva na dobrovoljnom pristupu i učešću zemalja članica.)
MATCH@E:(The special drawing rights system is based on the member countries voluntary accession and participation.===>Sistem specijalnih prava vučenja se zasniva na dobrovoljnom pristupu i učešću zemalja članica.)
MATCH@M:(If one currency is in demand, the country whose currency it is is obliged to sell it.===>Ukoliko postoji tražnja određene valute, zemlja čija se valuta traži je obavezna da izvrši njenu prodaju.)
MATCH@E:(If one currency is in demand, the country whose currency it is is obliged to sell it.===>Ukoliko postoji tražnja određene valute, zemlja čija se valuta traži je obavezna da izvrši njenu prodaju.)
MATCH@M:(The upper limit of 300 percent of the value of the quota is the point beyond which the member country may, but need not sell its currency.===>Gornja granica od 300% vredno-sti kvote predstavlja tačku nakon koje zemlja članica može ali i ne mora da vrši prodaju tražene, sopstvene valute.)
MATCH@E:(The up per limit of 300 percent of the value of the quota is the point beyond which the member country may, but need not sell its currency.===>Gornja granica od 300% vrednosti kvote predstavlja tačku nakon koje zemlja članica može ali i ne mora da vrši prodaju tražene, sopstvene valute.)
MATCH@M:(The relationship between the member countries, that are simultaneously the players in this system, is based on the obligation of the country with a surplus in its balance of payment to receive the transfer of specialdrawing rights from the country with a deficit in its balance of payment, and grant it the convertible currency as a counter value.===>Odnos zemalja članica fonda, a ujedno i učesnica ovog sistema, se zasniva na obavezi zemlje koja ima suficit u platnom bilansu da primi transfer specijalnih prava vučenja od zemlje koja ima platnobilan-sni deficit, a kao protiv vrednost da joj odobri konvertibilnu valutu.)
MATCH@E:(The relationship between the member countries, that are simultaneously the players in this system, is based on the obligation of the country with a surplus in its balance of payment to receive the transfer of specialdrawing rights from the country with a deficit in its balance of payment, and grant it the convertible currency as a counter value.===>Odnos zemalja članica fonda, a ujedno i učesnica ovog sistema, se zasniva na obavezi zemlje koja ima suficit u platnom bilansu da primi transfer specijalnih prava vučenja od zemlje koja ima platnobilansni deficit, a kao protiv vrednost da joj odobri konvertibilnu valutu.)
MATCH@M:(The surplus country accepts this obligation only on condition the Fund itself issues guaranties that it shall be entitled to exchange these special drawing rights for the assets of international liquidity whenever it choses to do so.===>Suficitarna zemlja prihvata ovu obavezu jedino uz garanciju samog fonda da će primljena specijalna prava vučenja uvek, kada to bude želela, moći da zameni za sredstva međunarodne likvidnosti.)
MATCH@E:(The surplus country accepts this obligation only on condition the Fund itself issues guaranties that it shall be entitled to exchange these special drawing rights for the assets of international liquidity whenever it choses to do so.===>Suficitarna zemlja prihvata ovu obavezu jedino uz garanciju samog fonda da će primljena specijalna prava vučenja uvek, kada to bude želela, moći da zameni za sredstva međunarodne likvidnosti.)
MATCH@M:(4.	The IMF remittances to member countries, advantage or disadvantage?===>4.	Finansiranje zemalja članica od strane MMF-a, prednost ili ograničenje?!)
MATCH@E:(The IMF remittances to member countries, advantage or disadvantage?===>Finansiranje zemalja članica od strane MMF-a, prednost ili ograničenje?!)
MATCH@M:(In addition to the basic aid it provides to the member countries, which means the financial aid, the International monetary fund also provides the technical and expert aid, is engaged in solving numerous problems in the field of commerce and economic growth and, as such, represents the central institution of the international monetary system.===>Međunarodni monetarni fond pored osnovnog vida pomoći koju pruža zemljama članicama, a to je svakako finansijska pomoć, pruža još i tehničku i stručnu pomoć, angažuje se na rešavanju brojnih problema u oblasti trgovine i privrednog razvoja i kao takav predstavlja centralnu instituciju međunarodnog monetarnog sistema.)
MATCH@E:(In addition to the basic aid it provides to the member countries, which means the financial aid, the International monetary fund also provides the technical and expert aid, is engaged in solving numerous problems in the field of commerce and economic growth and, as such, represents the central institution of the international monetary system.===>Međunarodni monetarni fond pored osnovnog vida pomoći koju pruža zemljama članicama, a to je svakako finansijska pomoć, pruža još i tehničku i stručnu pomoć, angažuje se na rešavanju brojnih problema u oblasti trgovine i privrednog razvoja i kao takav predstavlja centralnu instituciju međunarodnog monetarnog sistema.)
MATCH@M:(The IMF member country, encountering balance of payment problems of primarily temporary and short-term character, is entitled to claim the necessary financial means from the Fund.===>Zemlja članica fonda koja se suoči sa platnobilansnim problemima, a koji su pre svega privremene i kratkoročne prirode, ima mogućnost da zatraži od fonda potrebna finansijska sredstva.)
MATCH@E:(The IMF member country, encountering balance of payment problems of primarily temporary and short-term character, is entitled to claim the necessary financial means from the Fund.===>Zemlja članica fonda koja se suoči sa platnobilansnim problemima, a koji su pre svega privremene i kratkoročne prirode, ima mogućnost da zatraži od fonda potrebna finansijska sredstva.)
MATCH@M:(The credit granted from the Fund is actually a financial support to the economic stabilization programme of the member country aimed at overcoming the troubles in economy and in its balance of payment.===>Kredit fonda je u stvari finansijska podrška ekonomskom stabilizacionom programu zemlje članice kojim ona namerava da prevazi-đe teškoće u privredi i bilansu plaćanja.)
MATCH@E:(The credit granted from the Fund is actually a financial support to the economic stabilization programme of the member country aimed at overcoming the troubles in economy and in its balance of payment.===>Kredit fonda je u stvari finansijska podrška ekonomskom stabilizacionom programu zemlje članice kojim ona namerava da prevaziđe teškoće u privredi i bilansu plaćanja.)
MATCH@M:(The Fund supports the adjustment programme with its own finances or by catalysing from numerous sources.===>Program pri-lagođavanja, fond podržava svojim sredstvima ili ka-taliziranjem iz brojnih izvora.)
MATCH@E:(The Fund supports the adjustment programme with its own finances or by catalysing from numerous sources.===>Program prilagođavanja, fond podržava svojim sredstvima ili kataliziranjem iz brojnih izvora.)
MATCH@M:(The chance that a member country be granted the necessary funds from the Fund is defined, primarily, by the amount of the quota paid, but also by the gravity of the balance of payment problems, by its readiness to conduct a stabilization programme and by the overall economic situation in the country.===>Mogućnost zemlje članice da dobije od fonda potrebna sredstva je određena, pre svega, visinom uplaćene kvote ali i nivoom platnobilansnih problema, spremnošću za sprovođenje stabilizacionog programa i op-štom ekonomskom situacijom u dotičnoj zemlji.)
MATCH@E:(Š4, p. 263] The chance that a member country be granted the necessary funds from the Fund is defined, primarily, by the amount of the quota paid, but also by the gravity of the balance of payment problems, by its readiness to conduct a stabilization programme and by the overall economic situation in the country.===>Š4, str.263Ë Mogućnost zemlje članice da dobije od fonda potrebna sredstva je određena, pre svega, visinom uplaćene kvote ali i nivoom platnobilansnih problema, spremnošću za sprovođenje stabilizacionog programa i opštom ekonomskom situacijom u dotičnoj zemlji.)
MATCH@M:(We will proceed by giving a detailed explanation of key characteristics, advantages and disadvantages of both forms of using the Fund’s resources.===>U daljem toku rada ćemo detaljnije obraditi ključne karakteristike, prednosti i ograničenja oba oblika ko-rišćenja fondovih sredstava.)
MATCH@E:(We will proceed by giving a detailed explanation of key characteristics, advantages and disadvantages of both forms of using the Funds resources.===>U daljem toku rada ćemo detaljnije obraditi ključne karakteristike, prednosti i ograničenja oba oblika korišćenja fondovih sredstava. 4.)
MATCH@M:(The reserve tranche is such a type of drawing the Funds resources where the Fund’s reserves are increased in the currency of the respective member country up to the amount of 100% of its quota.===>Rezervna transa se odnosti na takvo vučenje fondovih sredstava gde se povećavaju rezerve fonda u valuti dotične zemlje članice do iznosa od 100% njene kvote.)
MATCH@E:(The reserve tranche is such a type of drawing the Funds resources where the Funds reserves are increased in the currency of the respective member country up to the amount of 100% of its quota.===>Rezervna tranša se odnosti na takvo vučenje fondovih sredstava gde se povećavaju rezerve fonda u valuti dotične zemlje članice do iznosa od 100% njene kvote.)
MATCH@M:(In the beginnings of the Fund, the mentioned fixed portion of the quota was paid in gold, therefore the drawing within the reserve tranche was known as the “golden tranche“.===>U početnom periodu funkcionisanja fonda, pomenuti fiksni deo kvote se uplaćivao u zlatu, tako da je vučenje u okviru rezervne tranše bilo poznato kao „zlatna tranša“.)
MATCH@E:(In the beginnings of the Fund, the mentioned fixed portion of the quota was paid in gold, therefore the drawing within the reserve tranche was known as the golden tranche.===>U početnom periodu funkcionisanja fonda, pomenuti fiksni deo kvote se uplaćivao u zlatu, tako da je vučenje u okviru rezervne tranše bilo poznato kao zlatna tranša.)
MATCH@M:(The rule adopted later specified that 25% of the quota need not be paid in either gold or American dollars, but can be paid in special drawing rights or in other convertible currencies, upon the prior consent of the Fund.===>Kasnije je usvojeno pravilo da se 25% kvote ne mora uplaćivati u zlatu ili američkim dolarima već se može uplatiti u specijalnim pravima vučenja ili drugim konvertibilnim valutama, uz prethodnu saglasnost fonda.)
MATCH@E:(The rule adopted later specified that 25% of the quota need not be paid in either gold or American dollars, but can be paid in special drawing rights or in other convertible currencies, upon the prior consent of the Fund.===>Kasnije je usvojeno pravilo da se 25% kvote ne mora uplaćivati u zlatu ili američkim dolarima već se može uplatiti u specijalnim pravima vučenja ili drugim konvertibilnim valutama, uz prethodnu saglasnost fonda.)
MATCH@M:(The amount the country may dispose of in the form of reserve tranche is obtained in that the amount of the fund’s receivables in national currency is subtracted from the value of the national quota resulting into a positive balance.===>Iznos koji zemlja može koristiti u formi rezervne tranše se dobija tako što se od vrednosti nacionalne kvote oduzme iznos fondovih potraživanja u nacionalnoj valuti i dobije pozitivan saldo.)
MATCH@E:(The amount the country may dispose of in the form of reserve tranche is obtained in that the amount of the funds receivables in national currency is subtracted from the value of the national quota resulting into a positive balance.===>Iznos koji zemlja može koristiti u formi rezervne tranše se dobija tako što se od vrednosti nacionalne kvote oduzme iznos fondovih potraživanja u nacionalnoj valuti i dobije pozitivan saldo.)
MATCH@M:(The reserve position of the member country changes over time and may range from 0 to 100% of the quota, depending on the size in which the Fund does transactions with the country’s currency.===>Rezervna pozicija zemlje članice se menja tokom vremena i može se kretati u rasponu od 0 do 100% kvote, a sve u zavisnosti od obima u kom fond vrši transakcije njenom valutom.)
MATCH@E:(The reserve position of the member country changes over time and may range from 0 to 100% of the quota, depending on the size in which the Fund does transactions with the countrys currency.===>Rezervna pozicija zemlje članice se menja tokom vremena i može se kretati u rasponu od 0 do 100% kvote, a sve u zavisnosti od obima u kom fond vrši transakcije njenom valutom.)
MATCH@M:(The right to drawing within the reserve tranche can be exercised rather easily, since the applications of the member countries on this basis are not part of the agendas of regular meetings of the Fund’s supervisory bodies; such transactions are almost automatically approved of.===>Ostvarivanje prava na vučenje u okviru rezervne tranše je dosta jednostavno jer molbe zemalja članica po pomenutom osnovu nisu predmet redovnih razmatranja nadzornih organa fonda, već se ovakve transakcije skoro automatski odobravaju.)
MATCH@E:(The right to drawing within the reserve tranche can be exercised rather easily, since the applications of the member countries on this basis are not part of the agendas of regular meetings of the Funds supervisory bodies; such transactions are almost automatically approved of.===>Ostvarivanje prava na vučenje u okviru rezervne tranše je dosta jednostavno jer molbe zemalja članica po pomenutom osnovu nisu predmet redovnih razmatranja nadzornih organa fonda, već se ovakve transakcije skoro automatski odobravaju.)
MATCH@M:(The member country encountering a balance of payment problem and a general disbalance of its own economy may apply to the IMF for the loan and exercise its right to it, but under special conditions.===>Zemlja članica koja se suoči sa platnobilansnim problemima i opštom neravnotežom sopstvene privrede može se zaduživati kod MMF-a i ostvariti svoje pravo na kredit, ali pod posebnim uslovima.)
MATCH@E:(The member country encountering a balance of payment problem and a general disbalance of its own economy may apply to the IMF for the loan and exercise its right to it, but under special conditions.===>Zemlja članica koja se suoči sa platnobilansnim problemima i opštom neravnotežom sopstvene privrede može se zaduživati kod MMF-a i ostvariti svoje pravo na kredit, ali pod posebnim uslovima.)
MATCH@M:(If it is the shortterm and easily soluble problems, and the country simultaneously makes its best efforts to solve them, it can obtain the resources from the Fund within the first credit tranche.===>Ukoliko se evidentira prisutnost kratkoročnih i lako rešivih problema, a zemlja pri tom čini vidljive napore da ih otkloni, ona može dobiti sredstva od fonda u okviru prve kreditne tranše.)
MATCH@E:(If it is the shortterm and easily soluble problems, and the country simultaneously makes its best efforts to solve them, it can obtain the resources from the Fund within the first credit tranche.===>Ukoliko se evidentira prisutnost kratkoročnih i lako rešivih problema, a zemlja pri tom čini vidljive napore da ih otkloni, ona može dobiti sredstva od fonda u okviru prve kreditne tranše.)
MATCH@M:(On the contrary, when the country suffers serious balance of payment problems and needs larger amount of resources to solve them, it is obliged to submit to the Fund the stabilization programme with the economic policy measures it plans to implement if it desires to realize the drawing rights in higher credit tranches (the second, the third and the fourth).===>Suprotno, kada su u zemlji prisutni ozbiljni platnobilansni problemi i neophodni veći iznosi sredstava za njihovo rešavanje, dotična zemlja je dužna da fondu podnese stabilizacioni program mera ekonomske politike koji namerava da sprovede ukoliko želi da ostvari pravo vučenja u višim kreditnim tranšama (drugoj, trećoj i četvrtoj).)
MATCH@E:(On the contrary, when the country suffers serious balance of payment problems and needs larger amount of resources to solve them, it is obliged to submit to the Fund the stabilization programme with the economic policy measures it plans to implement if it desires to realize the drawing rights in higher credit tranches (the second, the third and the fourth).===>Suprotno, kada su u zemlji prisutni ozbiljni platnobilansni problemi i neophodni veći iznosi sredstava za njihovo rešavanje, dotična zemlja je dužna da fondu podnese stabilizacioni program mera ekonomske politike koji namerava da sprovede ukoliko želi da ostvari pravo vučenja u višim kreditnim tranšama (drugoj, trećoj i četvrtoj). redne kreditne tranše uslovi kreditiranja se značajno zaoštravaju, što predstavlja i jedan od osnovnih razloga zbog kog mnoge zemlje izbegavaju uzimanje sredstava od fonda.)
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BAD_LINE_M:On the contrary, when the country suffers serious balance of payment problems and needs larger amount of resources to solve them, it is obliged to submit to the Fund the stabilization programme with the economic policy measures it plans to implement if it desires to realize the drawing rights in higher credit tranches (the second, the third and the fourth).
BAD_LINE_M:Suprotno, kada su u zemlji prisutni ozbiljni platnobilansni problemi i neophodni veći iznosi sredstava za njihovo rešavanje, dotična zemlja je dužna da fondu podnese stabilizacioni program mera ekonomske politike koji namerava da sprovede ukoliko želi da ostvari pravo vučenja u višim kreditnim tranšama (drugoj, trećoj i četvrtoj).
BAD_LINE_E:On the contrary, when the country suffers serious balance of payment problems and needs larger amount of resources to solve them, it is obliged to submit to the Fund the stabilization programme with the economic policy measures it plans to implement if it desires to realize the drawing rights in higher credit tranches (the second, the third and the fourth).
BAD_LINE_E:Suprotno, kada su u zemlji prisutni ozbiljni platnobilansni problemi i neophodni veći iznosi sredstava za njihovo rešavanje, dotična zemlja je dužna da fondu podnese stabilizacioni program mera ekonomske politike koji namerava da sprovede ukoliko želi da ostvari pravo vučenja u višim kreditnim tranšama (drugoj, trećoj i četvrtoj). redne kreditne tranše uslovi kreditiranja se značajno zaoštravaju, što predstavlja i jedan od osnovnih razloga zbog kog mnoge zemlje izbegavaju uzimanje sredstava od fonda.
MATCH@M:(The strategy of crediting the member countries is carried out in four stages, i.e., four credit tranches, each of which covers 25 percent of the national quota.===>Strategija kreditiranja zemalja članica se sprovodi u četiri faze tj. četiri kreditne transe od kojih svaka obuhvata 25% nacionalne kvote.)
MATCH@E:(The strategy of crediting the member countries is carried out in four stages, i.e., four credit tranches, each of which covers 25 percent of the national quota.===>Kreditne tranše su razgraničene na sledeći način:)
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BAD_LINE_M:The strategy of crediting the member countries is carried out in four stages, i.e., four credit tranches, each of which covers 25 percent of the national quota.
BAD_LINE_M:Strategija kreditiranja zemalja članica se sprovodi u četiri faze tj. četiri kreditne transe od kojih svaka obuhvata 25% nacionalne kvote.
BAD_LINE_E:The strategy of crediting the member countries is carried out in four stages, i.e., four credit tranches, each of which covers 25 percent of the national quota.
BAD_LINE_E:Kreditne tranše su razgraničene na sledeći način:
MATCH@M:(With each subsequent credit tranche the credit conditions become significantly stricter, which is one of the main reasons that many countries avoid applying to the Fund for money.===>Uzimanjem svake naredne kreditne tranše uslovi kreditiranja se značajno zaoštravaju, što predstavlja i jedan od osnovnih razloga zbog kog mnoge zemlje izbegavaju uzimanje sredstava od fonda.)
MATCH@E:(With each subsequent credit tranche the credit conditions become significantly stricter, which is one of the main reasons that many countries avoid applying to the Fund for money.===>)
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BAD_LINE_M:With each subsequent credit tranche the credit conditions become significantly stricter, which is one of the main reasons that many countries avoid applying to the Fund for money.
BAD_LINE_M:Uzimanjem svake naredne kreditne tranše uslovi kreditiranja se značajno zaoštravaju, što predstavlja i jedan od osnovnih razloga zbog kog mnoge zemlje izbegavaju uzimanje sredstava od fonda.
BAD_LINE_E:With each subsequent credit tranche the credit conditions become significantly stricter, which is one of the main reasons that many countries avoid applying to the Fund for money.
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MATCH@M:(The stand-by arrangements, contrary to credit tranches, are rather simply and urgently approved of, without too much formality.===>Stand by aranžmani se za razliku od kreditnih tranši dosta jednostavno i brzo odobravaju bez previše formalnosti.)
MATCH@E:(The stand-by arrangements, contrary to credit tranches, are rather simply and urgently approved of, without too much formality.===>Stand by aranžmani se za razliku od kreditnih tranši dosta jednostavno i brzo odobravaju bez previše formalnosti.)
MATCH@M:(These arrangements were introduced into the regular practice of the IMF in the 1950’s and are limited as to the amounts and the period of time they can be used.===>U redovnu praksu poslovanja MMF-a stand by aranžmani su uvedeni ‘50.-tih godina i ograničeni su u pogledu iznosa i vremena u kom se mogu koristiti.)
MATCH@E:(These arrangements were introduced into the regular practice of the IMF in the 1950s and are limited as to the amounts and the period of time they can be used.===>U redovnu praksu poslovanja MMF-a stand by aranžmani su uvedeni 50.-tih godina i ograničeni su u pogledu iznosa i vremena u kom se mogu koristiti.)
MATCH@M:(When approving of this form of credit, the Fund defines the obligations, i.e., the standards the member country must comply with during the stand-by arrangement period.===>Pri odobravanju ovog oblika kredita fond definiše obaveze tj. norme kojih se zemlja članica mora pridržavati u periodu trajanja stand by aranžmana.)
MATCH@E:(When approving of this form of credit, the Fund defines the obligations, i.e., the standards the member country must comply with during the stand-by arrangement period.===>Pri odobravanju ovog oblika kredita fond definiše obaveze tj. norme kojih se zemlja članica mora pridržavati u periodu trajanja stand by aranžmana.)
MATCH@M:(Further, the respective country is obliged to submit to the fund a “letter of intents“ in which it expressly stipulates all the stabilization measures it plans to implement for the purpose of improving its balance of payment position, and which are in accord with the defined objectives of the fund.===>Zatim, pomenuta zemlja dostavlja fondu „pismo o namera-ma“ u kom jasno navodi sve stabilizacione mere koje će preduzeti u cilju poboljšanja svoje platnobilansne pozicije, a koje su u skladu sa definisanim ciljevima fonda.)
MATCH@E:(Further, the respective country is obliged to submit to the fund a letter of intents in which it expressly stipulates all the stabilization measures it plans to implement for the purpose of improving its balance of payment position, and which are in accord with the defined objectives of the fund.===>Zatim, pomenuta zemlja dostavlja fondu pismo o namerama u kom jasno navodi sve stabilizacione mere koje će preduzeti u cilju poboljšanja svoje platnobilansne pozicije, a koje su u skladu sa definisanim ciljevima fonda.)
MATCH@M:(A very important element of the stand-by arrangement is the so-called “clause on consultation“ which is of binding character for both parties in the arrangement.===>Veoma važan element stand by aranžmana je tako zvana „klauzula o konsultacijama“ koja je obave-zujuća za oba učesnika aranžmana.)
MATCH@E:(A very important element of the stand-by arrangement is the so-called clause on consultation which is of binding character for both parties in the arrangement.===>Veoma važan element stand by aranžmana je tako zvana klauzula o konsultacijama koja je obavezujuća za oba učesnika aranžmana.)
MATCH@M:(Since the granted monetary sum is divided into several time defined tranches, the above clause allows for the Fund to have a constant control over the realization of the previously agreed objectives, as well as an insight into the overall condition on the basis of which to decide whether to approve of the subsequent trances of the stand-by arrangement to the country.===>Pošto je odobrena novčana suma podeljena u nekoliko vremenski odvojenih rata, pomenuta klauzula omogućuje fondu da konstantno kontroliše ostvarivanje prethodno dogovorenih ciljeva i na osnovu sopstvenog uvida u celo-kupno stanje donese odluku da li će zemlji članici i dalje odobravati preostale rate stand by aranžmana.)
MATCH@E:(Since the granted monetary sum is divided into several time defined tranches, the above clause allows for the Fund to have a constant control over the realization of the previously agreed objectives, as well as an insight into the overall condition on the basis of which to decide whether to approve of the subsequent trances of the stand-by arrangement to the country.===>Pošto je odobrena novčana suma podeljena u nekoliko vremenski odvojenih rata, pomenuta klauzula omogućuje fondu da konstantno kontroliše ostvarivanje prethodno dogovorenih ciljeva i na osnovu sopstvenog uvida u celokupno stanje donese odluku da li će zemlji članici i dalje odobravati preostale rate stand by aranžmana.)
MATCH@M:(If the Fund’s bodies in charge find that the country does not implement the stabilization programme in accordance with the regulations of the agreement, they first send that country a report on the state of affairs they observed, and, in case no remedy is made by the member country, further payments as per stand-by arrangement are cancelled.===>Ukoliko nadležni organi fonda primete da dotična zemlja ne sprovodi stabilizacioni program prema odredbama ugovora, prvo joj šalju svoj izveštaj o uočenom stanju, a zatim ukoliko se ne učine nikakva poboljšanja od strane zemlje članice, pristupa se ukidanju daljih isplata sredstava u okviru stand by aranžmana.)
MATCH@E:(If the Funds bodies in charge find that the country does not implement the stabilization programme in accordance with the regulations of the agreement, they first send that country a report on the state of affairs they observed, and, in case no remedy is made by the member country, further payments as per stand-by arrangement are cancelled. ~~~ 4.2.===>Ukoliko nadležni organi fonda primete da dotična zemlja ne sprovodi stabilizacioni program prema odredbama ugovora, prvo joj šalju svoj izveštaj o uočenom stanju, a zatim ukoliko se ne učine nikakva poboljšanja od strane zemlje članice, pristupa se ukidanju daljih isplata sredstava u okviru stand by aranžmana. 4.)
MATCH@M:(Over the decades of its work, the IMF granted a large number of various financial facilities and thus aided the member countries that at one time encountered the balance of payment and othe economic problems.===>U svom višedecenijskom poslovanju MMF je odobrio veliki broj različitih finansijskih olakšica i na taj način pomogao zemljama članicama koje su se u nekom periodu sopstvenog postojanja suočile sa platnobilan-snim i drugim privredno-ekonomskim problemima.)
MATCH@E:(Drawings within financing facilities Over the decades of its work, the IMF granted a large number of various financial facilities and thus aided the member countries that at one time encountered the balance of payment and othe economic problems.===>Vučenja u okviru finansijskih olakšica Strategija kreditiranja zemalja članica se sprovodi u četiri faze tj. četiri kreditne tranše od kojih svaka obuhvata 25% nacionalne kvote.)
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BAD_LINE_M:Over the decades of its work, the IMF granted a large number of various financial facilities and thus aided the member countries that at one time encountered the balance of payment and othe economic problems.
BAD_LINE_M:U svom višedecenijskom poslovanju MMF je odobrio veliki broj različitih finansijskih olakšica i na taj način pomogao zemljama članicama koje su se u nekom periodu sopstvenog postojanja suočile sa platnobilan-snim i drugim privredno-ekonomskim problemima.
BAD_LINE_E:Drawings within financing facilities Over the decades of its work, the IMF granted a large number of various financial facilities and thus aided the member countries that at one time encountered the balance of payment and othe economic problems.
BAD_LINE_E:Vučenja u okviru finansijskih olakšica Strategija kreditiranja zemalja članica se sprovodi u četiri faze tj. četiri kreditne tranše od kojih svaka obuhvata 25% nacionalne kvote.
MATCH@M:(The Compensatory Financing Facility is an additional opportunity to use the Fund resources, besides the reserve tranche, the credit tranches and the stand-by arrangement.===>Olakšica	kompenzatornog	finansiranja(Compensatory Finanncing Facility) predstavlja dodatnu mogućnost za koriščenje fondovih sredstava pored rezervne tranše, kreditnih tranši i stand by aranžmana.)
MATCH@E:(The Compensatory Financing Facility is an additional opportunity to use the Fund resources, besides the reserve tranche, the credit tranches and the stand-by arrangement.===>Uzimanjem svake na U svom višedecenijskom poslovanju MMF je odobrio veliki broj različitih finansijskih olakšica i na taj način pomogao zemljama članicama koje su se u nekom pe riodu sopstvenog postojanja suočile sa platnobilansnim i drugim privredno-ekonomskim problemima. kompenzatornog Olakšica finansiranja (Compensatory Finanncing Facility) predstavlja dodatnu mogućnost za korišćenje fondovih sredstava pored rezervne tranše, kreditnih tranši i stand by aranžmana.)
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BAD_LINE_M:The Compensatory Financing Facility is an additional opportunity to use the Fund resources, besides the reserve tranche, the credit tranches and the stand-by arrangement.
BAD_LINE_M:Olakšica	kompenzatornog	finansiranja(Compensatory Finanncing Facility) predstavlja dodatnu mogućnost za koriščenje fondovih sredstava pored rezervne tranše, kreditnih tranši i stand by aranžmana.
BAD_LINE_E:The Compensatory Financing Facility is an additional opportunity to use the Fund resources, besides the reserve tranche, the credit tranches and the stand-by arrangement.
BAD_LINE_E:Uzimanjem svake na U svom višedecenijskom poslovanju MMF je odobrio veliki broj različitih finansijskih olakšica i na taj način pomogao zemljama članicama koje su se u nekom pe riodu sopstvenog postojanja suočile sa platnobilansnim i drugim privredno-ekonomskim problemima. kompenzatornog Olakšica finansiranja (Compensatory Finanncing Facility) predstavlja dodatnu mogućnost za korišćenje fondovih sredstava pored rezervne tranše, kreditnih tranši i stand by aranžmana.
MATCH@M:(The main objective of this type of financing is the mitigation of the balance of payment difficulties of the member countries that are both the producers and the importers of primary products.===>Glavni cilj ovog oblika finansiranja je smanjenje platno bilansnih teškoća zemalja članica koje su ujedno proizvođači i izvoznici primarnih proizvoda.)
MATCH@E:(The main objective of this type of financing is the mitigation of the balance of payment difficulties of the member countries that are both the producers and the importers of primary products.===>Glavni cilj ovog oblika finansiranja je smanjenje platno bilansnih teškoća zemalja članica koje su ujedno proizvođači i izvoznici primarnih proizvoda.)
MATCH@M:(These countries do need financial aid in case of a sudden and unexpected fall in the prices of the primary products on the world market.===>Pomenutim zemljama je neophodna finansijska pomoć ukoliko na svetskom tržištu dođe do naglog i neočekivanog pada cena primaarnih proizvoda.)
MATCH@E:(These countries do need financial aid in case of a sudden and unexpected fall in the prices of the primary products on the world market.===>Pomenutim zemljama je neophodna finansijska pomoć ukoliko na svetskom tržištu dođe do naglog i neočekivanog pada cena primaarnih proizvoda.)
MATCH@M:(The granted resources can be used in a shorttime period, on condition the disorders in a respective country are due to the action of external factors, that the said country could neither control nor prevent their disastrous impact.===>Odobrena sredstva se mogu kratkoročno koristiti i to pod uslovom da je do opisanih poremećaja u dotičnoj zemlji došlo usled delovanja eksternih faktora, na koje ona nije mogla da utiče niti da spreči njihov razorni uticaj.)
MATCH@E:(The granted resources can be used in a shorttime period, on condition the disorders in a respective country are due to the action of external factors, that the said country could neither control nor prevent their disastrous impact.===>Odobrena sredstva se mogu kratkoročno koristiti i to pod uslovom da je do opisanih poremećaja u dotičnoj zemlji došlo usled delovanja eksternih faktora, na koje ona nije mogla da utiče niti da spreči njihov razorni uticaj.)
MATCH@M:(The Fund will otherwise refuse to grant help to its member.===>U svakoj suprotnoj situaciji, fond će odbiti da pruži pomoć svojoj članici.)
MATCH@E:(The Fund will otherwise refuse to grant help to its member.===>U svakoj suprotnoj situaciji, fond će odbiti da pruži pomoć svojoj članici.)
MATCH@M:(Such a form of financial facility is relatively rarely used, primarily because of the short-term period of use and a temporary effect upon the improvement of the economic situation in the financed country.===>Ovaj oblik finansijske olakšice je relativno malo korišćen, pre svega zbog svoje kratkoročnosti i privremenog efekta na poboljšanje privredne situacije u finansiranoj zemlji.)
MATCH@E:(Such a form of financial facility is relatively rarely used, primarily because of the short-term period of use and a temporary effect upon the improvement of the economic situation in the financed country.===>Ovaj oblik finansijske olakšice je relativno malo korišćen, pre svega zbog svoje kratkoročnosti i privremenog efekta na poboljšanje privredne situacije u finansiranoj zemlji.)
MATCH@M:(The Compensatory and Contingency Financing Facility is in many ways similar to the previous type of facility.===>Olakšica za kompenzatorno finansiranje i nepredvidi-ve slučajeve (Compensatory and Contingensy Financing Facility) je po mnogim elementima slična sa prethodnom vrstom olakšice.)
MATCH@E:(The Compensatory and Contingency Financing Facility is in many ways similar to the previous type of facility.===>Olakšica za kompenzatorno finansiranje i nepredvidive slučajeve (Compensatory and Contingensy Financing Facility) je po mnogim elementima slična sa prethodnom vrstom olakšice.)
MATCH@M:(Entitled to this kind of aid are the member countries that encounter the economic disbalances resulting from the shortfall in export earnings or the excess costs in import of cereals (the rise in import prices and interest rates).===>Pravo na ovu vrstu pomoći imaju zemlje članice fonda koje su suočene sa privrednim poremećajima nastalim usled pada izvoznih prihoda ili visokih troškova uvoza žitarica (porast uvoznih cena i kamatnih stopa).)
MATCH@E:(Entitled to this kind of aid are the member countries that encounter the economic disbalances resulting from the shortfall in export earnings or the excess costs in import of cereals (the rise in import prices and interest rates).===>Pravo na ovu vrstu pomoći imaju zemlje članice fonda koje su suočene sa privrednim poremećajima nastalim usled pada izvoznih prihoda ili visokih troškova uvoza žitarica (porast uvoznih cena i kamatnih stopa).)
MATCH@M:(The amount the country can qualify for under this condition is 122% of its quota, on condition it has used all the previously mentioned types of financing.===>Iznos koji zemlja može dobiti po ovom osnovu je 122% njene kvote, pod uslovom da koristi i pomoć u vidu svih prethodno navedenih oblika finansiranja .)
MATCH@E:(The amount the country can qualify for under this condition is 122% of its quota, on condition it has used all the previously mentioned types of financing.===>Iznos koji zemlja može dobiti po ovom osnovu je 122% njene kvote, pod uslovom da koristi i pomoć u vidu svih prethodno navedenih oblika finansiranja .)
MATCH@M:(It is important that the total indebtedness does not exceed the amount of 70% of the overall credit arrangements concluded between the respective country and the IMF.===>Bitno je da ukupno zaduženje ne pređe iznos od 70% ukupnih kreditnih aranžmana sklopljenih između dotične zemlje i MMF-a.)
MATCH@E:(It is important that the total indebtedness does not exceed the amount of 70% of the overall credit arrangements concluded between the respective country and the IMF.===>Bitno je da ukupno zaduženje ne pređe iznos od 70% ukupnih kreditnih aranžmana sklopljenih između dotične zemlje i MMF-a.)
MATCH@M:(The Buffer Stock Financing Facility is one more type of aid the Fund provides for its member countries.===>Olakšica za finansiranje regulacionih zaliha sirovina (Buffer Stock Financing Facility) predstavlja još jedan vid pomoći koju fond pruža svojim članicama.)
MATCH@E:(The Buffer Stock Financing Facility is one more type of aid the Fund provides for its member countries.===>Olakšica za finansiranje regulacionih zaliha sirovina (Buffer Stock Financing Facility) predstavlja još jedan vid pomoći koju fond pruža svojim članicama.)
MATCH@M:(This facility becomes important in case of unfavourable trends and disbalances on the international raw materials market, and certain countries are no longer in a position to acquire enough supplies for an undisturbed production process.===>Ova olakšica dolazi do izražaja kada nastanu nepovoljna kretanja i poremećaji na međunarodnom tržištu sirovina, pa pojedine zemlje nisu više u mogućnosti da obezbede dovoljne nivoe zaliha za nesmetano obavljanje proizvodnog procesa.)
MATCH@E:(This facility becomes important in case of unfavourable trends and disbalances on the international raw materials market, and certain countries are no longer in a position to acquire enough supplies for an undisturbed production process.===>Ova olakšica dolazi do izražaja kada nastanu nepovoljna kretanja i poremećaji na međunarodnom tržištu sirovina, pa pojedine zemlje nisu više u mogućnosti da obezbede dovoljne nivoe zaliha za nesmetano obavljanje proizvodnog procesa.)
MATCH@M:(In such situations, the Fund can provide the necessary financial resources up to 50% of the national quota value of the member country.===>Fond u takvim situacijama može da pruži potrebna finansijska sredstva u visini od najviše 50% vrednosti nacionalne kvote zemlje članice.)
MATCH@E:(In such situations, the Fund can provide the necessary financial resources up to 50% of the national quota value of the member country.===>Fond u takvim situacijama može da pruži potrebna finansijska sredstva u visini od najviše 50% vrednosti nacionalne kvote zemlje članice.)
MATCH@M:(The Oil Facility was first implemented during the oil shocks in 1973 and 1974.===>Olakšica za naftu (Oil Facility) je počele da se prime-njuje nakon naftnih šokova 1973. i 1974. godine.)
MATCH@E:(The Oil Facility was first implemented during the oil shocks in 1973 and 1974.===>Olakšica za naftu (Oil Facility) je počele da se primenjuje nakon naftnih šokova 1973. i 1974. godine.)
MATCH@M:(In this case, the IMF objective was to provide aid for the countries-importers of oil that suffered significant disbalances due to the high rise in oil prices in the period.===>U ovom slučaju, cilj MMF-a je bio pružanje pomoći zemljama uvoznicama nafte koje su pretrpele značajne poremećaje nastale usled ogromnog porasta cene nafte u pomenutom periodu.)
MATCH@E:(In this case, the IMF objective was to provide aid for the countries-importers of oil that suffered significant disbalances due to the high rise in oil prices in the period.===>U ovom slučaju, cilj MMF-a je bio pružanje pomoći zemljama uvoznicama nafte koje su pretrpele značajne poremećaje nastale usled ogromnog porasta cene naf te u pomenutom periodu.)
MATCH@M:(The oil facilities amounted up to 75% of the national quota value, they were oriented exclusively towards one sphere of business activities and were mainly temporary and shortterm in character.===>Olakšice za naftu su mogle da se koristite u iznosu od najviše 75% vrednosti nacionalne kvote, bile su orijentisane isključivo na jednu sferu poslovanja i uglavnom su imale privremen i kratkoročan karakter.)
MATCH@E:(The oil facilities amounted up to 75% of the national quota value, they were oriented exclusively towards one sphere of business activities and were mainly temporary and shortterm in character.===>Olakšice za naftu su mogle da se koristite u iznosu od najviše 75% vrednosti nacionalne kvote, bile su orijentisane isključivo na jednu sferu poslovanja i uglavnom su imale privremen i kratkoročan karakter.)
MATCH@M:(The Extended Fund Facility resulted from the constant claims from the member countries that a new form of financing be introduced which will be of long-time character of use and pay-off period and at the same time be approved in larger sums.===>Olakšica proširenog finansiranja (Extended Facility) je nastala usled konstantnih zahteva zemalja članica da se uvede nov oblik finansiranja koji će imati dugoročan karakter korišćenja i otplate i ujedno se odbravati u većim iznosima.)
MATCH@E:(The Extended Fund Facility resulted from the constant claims from the member countries that a new form of financing be introduced which will be of long-time character of use and pay-off period and at the same time be approved in larger sums.===>Olakšica proširenog finansiranja (Extended Facility) je nastala usled konstantnih zahteva zemalja članica da se uvede nov oblik finansiranja koji će imati dugoročan karakter korišćenja i otplate i ujedno se odbravati u većim iznosima.)
MATCH@M:(In such cases the resources are granted for a period of three years, in the amount of not more than 140% of the national quota value.===>U ovom slučaju se sredstva odobravaju na vremenski period od tri godine i to u iznosu od najviše 140% vrednosti nacionalne kvote.)
MATCH@E:(In such cases the resources are granted for a period of three years, in the amount of not more than 140% of the national quota value.===>U ovom slučaju se sredstva odobravaju na vremenski period od tri godine i to u iznosu od najviše 140% vrednosti nacionalne kvote.)
MATCH@M:(The member country qualifying for these extended facilities is obliged to periodically submit to the Fund the explanation of the measures and activities undertaken for the purpose of stabilization of economic flows.===>Zemlja članica koja koristi olakšice proširenog finansiranja, mora u propisanim periodima da dostavlja fondu obrazloženje mera i aktivnosti koje preduzima u cilju stabilizacije privrednih tokova.)
MATCH@E:(The member country qualifying for these extended facilities is obliged to periodically submit to the Fund the explanation of the measures and activities undertaken for the purpose of stabilization of economic flows.===>Zemlja članica koja koristi olakšice proširenog finansiranja, mora u propisanim periodima da dostavlja fondu obrazloženje mera i aktivnosti koje preduzima u cilju stabilizacije privrednih tokova.)
MATCH@M:(The Enhanced Access Policy means a greater opportunity of access to the IMF resources.If a deficient member country needs a larger amount of financial resources, exceeding the value of credit tranches and extended facilities, the enlarged access policy can be implemented.===>Politika povećanog pristupa (Enlarged Access Polič) podrazumeva povećanje mogućnosti za pristup sredstvima MMF-a. Ukoliko deficitarna zemlja članica ima potrebu za većim iznosom finansijskih sredstava koji prevazilazi vrednost kreditnih tranši i proširenih olakšica, tada se može primeniti politika povećanog pristupa.)
MATCH@E:(If a deficient member country needs a larger amount of financial resources, exceeding the value of credit tranches and extended facilities, the enlarged access policy can be implemented.===>Ukoliko deficitarna zemlja članica ima potrebu za većim iznosom finansijskih sredstava koji prevazilazi vrednost kreditnih tranši i proširenih olakšica, tada se može primeniti politika povećanog pristupa.)
BAD_LINE_=============================================================
BAD_LINE_M:The Enhanced Access Policy means a greater opportunity of access to the IMF resources.If a deficient member country needs a larger amount of financial resources, exceeding the value of credit tranches and extended facilities, the enlarged access policy can be implemented.
BAD_LINE_M:Politika povećanog pristupa (Enlarged Access Polič) podrazumeva povećanje mogućnosti za pristup sredstvima MMF-a. Ukoliko deficitarna zemlja članica ima potrebu za većim iznosom finansijskih sredstava koji prevazilazi vrednost kreditnih tranši i proširenih olakšica, tada se može primeniti politika povećanog pristupa.
BAD_LINE_E:If a deficient member country needs a larger amount of financial resources, exceeding the value of credit tranches and extended facilities, the enlarged access policy can be implemented.
BAD_LINE_E:Ukoliko deficitarna zemlja članica ima potrebu za većim iznosom finansijskih sredstava koji prevazilazi vrednost kreditnih tranši i proširenih olakšica, tada se može primeniti politika povećanog pristupa.
MATCH@M:(Prior to that, the Fund has to be satisfied as to the gravity of the problems the country suffers and the adequacy of the measures it implements to improve its balance of payment and its economic situation.===>Fond se prethodno mora uveriti u ozbiljnost problema u dotičnoj zemlji i opravdanost mera koje ona preduzima kako bi poboljšala opšu ekonomsku i platnobilansnu situaciju.)
MATCH@E:(Prior to that, the Fund has to be satisfied as to the gravity of the problems the country suffers and the adequacy of the measures it implements to improve its balance of payment and its economic situation.===>Fond se prethodno mora uveriti u ozbiljnost problema u dotičnoj zemlji i opravdanost mera koje ona preduzima kako bi poboljšala opšu ekonomsku i platnobilansnu situaciju.)
MATCH@M:(In order to satisfy these needs, the IMF concluded an agreement on loans with fourteen suficit experiencing countries which agreed to place certain resources at its disposal under previously agreed, specific conditions.===>Kako bi zadovoljio opisane potrebe, MMF je zaključio sporazum o pozajmljivanju sa četrnaest suficitarnih zemalja koje su pristale da stave određene iznose sredstava na raspolaganje po prethodno dogovorenim, posebnim uslovima.)
MATCH@E:(In order to satisfy these needs, the IMF concluded an agreement on loans with fourteen suficit experiencing countries which agreed to place certain resources at its disposal under previously agreed, specific conditions.===>Kako bi zadovoljio opisane potrebe, MMF je zaključio sporazum o pozajmljivanju sa četrnaest suficitarnih zemalja koje su pristale da stave određene iznose sredstava na raspolaganje po prethodno dogovorenim, posebnim uslovima.)
MATCH@M:(The countries granted the supplementary financial facitilies are obliged to pay the debt back in the period of three and a half to seven years.===>Zemlje koje dobiju dopunske finansijske olakšice, dužne su da njihovo vraćanje izvrše u vremenskom periodu od tri i po do sedam godina.)
MATCH@E:(The countries granted the supplementary financial facitilies are obliged to pay the debt back in the period of three and a half to seven years. field of the Funds business activities.===>Zemlje koje dobiju dopunske finansijske olakšice, dužne su da njihovo vraćanje izvrše u vremenskom periodu od tri i po do sedam godina.)
MATCH@M:(The primary aim was to give financial support to the member countries faced with a long-lasting balance of payment deficit, support their stabilization programmes and allow for them to use the resources on a longer term basis.===>Prevashodni cilj je bio pružiti finan-sijsku pomoć zemljama članicama koje su suočene sa dugotrajnim platnobilansnim deficitom, podržati njihove stabilizacione programe i omogućiti im korišće-nje sredstava na duži rok.)
MATCH@E:(The primary aim was to give financial support to the member countries faced with a long-lasting balance of payment deficit, support their stabilization programmes and allow for them to use the resources on a longer term basis.===>)
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BAD_LINE_M:The primary aim was to give financial support to the member countries faced with a long-lasting balance of payment deficit, support their stabilization programmes and allow for them to use the resources on a longer term basis.
BAD_LINE_M:Prevashodni cilj je bio pružiti finan-sijsku pomoć zemljama članicama koje su suočene sa dugotrajnim platnobilansnim deficitom, podržati njihove stabilizacione programe i omogućiti im korišće-nje sredstava na duži rok.
BAD_LINE_E:The primary aim was to give financial support to the member countries faced with a long-lasting balance of payment deficit, support their stabilization programmes and allow for them to use the resources on a longer term basis.
BAD_LINE_E:
MATCH@M:(Prior to using the facility, the country was obliged to prepare, together with the IMF and the World Bank, a three-year economic policy programme it intends to implement in the coming period of its financial recovery.===>Deficitarna zemlja je imala obavezu da pre korišćenja dobijene olakšice, zajedno sa organima MMF-a i Svetske banke pripremi okvirni, trogodišnji program ekonomske politike koji namera-va da sprovede u nastupaj ućem periodu sopstvenog ozdravljenja.)
MATCH@E:(Prior to using the facility, the country was obliged to prepare, together with the IMF and the World Bank, a three-year economic policy programme it intends to implement in the coming period of its financial recovery.===>Deficitarna zemlja je imala obavezu da pre korišćenja dobijene olakšice, zajedno sa organima MMF-a i Svetske banke pripremi okvirni, trogodišnji program ekonomske politike koji namerava da sprovede u nastupajućem periodu sopstvenog ozdravljenja.)
MATCH@M:(The Enhanced Structural Adjustment Facility, as well as the previously mentioned one, proved to be a very efficient and most frequently used measures implemented towards the stabilization of the economic activities of the deficit suffering countries.===>Proširena olakšica za strukturno prilagođavanje (Enhanced Structural Adjustment Facility) se zajedno sa prethodnom olakšicom pokazala kao veoma efikasno i najčešće korišćeno sredstvo za stabilizaciju privrednih aktivnosti deficitarnih zemalja.)
MATCH@E:(The Enhanced Structural Adjustment Facility, as well as the previously mentioned one, proved to be a very efficient and most frequently used measures implemented towards the stabilization of the economic activities of the deficit suffering countries.===>Proširena olakšica za strukturno prilagođavanje (Enhanced Structural Adjustment Facility) se zajedno sa prethodnom olakšicom pokazala kao veoma efikasno i najčešće korišćeno sredstvo za stabilizaciju privrednih aktivnosti deficitarnih zemalja.)
MATCH@M:(To pay the resources on this basis, the IMF uses its own resources accumulated from preferential loans and the rich countries’ donations.===>Za isplatu fi-nansijskih sredstava po ovom osnovu, MMF koristi sopstveni izvor formiran iz povlašćenih zajmova i donacija bogatih zemalja.)
MATCH@E:(To pay the resources on this basis, the IMF uses its own resources accumulated from preferential loans and the rich countries donations.===>Za isplatu finansijskih sredstava po ovom osnovu, MMF koristi sopstveni izvor formiran iz povlašćenih zajmova i donacija bogatih zemalja.)
MATCH@M:(The user country can qualify for the resources of up to 190% of its national quota value.===>Zemlja korisnik, može dobiti sredstva u visini od najviše 190% vrednosti nacionalne kvote.)
MATCH@E:(The user country can qualify for the resources of up to 190% of its national quota value.===>Zemlja korisnik, može dobiti sredstva u visini od najviše 190% vrednosti nacionalne kvote.)
MATCH@M:(The Systemic Transformation Facility was introduced with clearly defined purpose and objective in the period of the largest-scale transformations of the developing countries’ economies.===>Olakšica za transformaciju sistema (Systemic Transformation Facility) je uvedena sa jasno definisanom svrhom i ciljem u periodu najvećih transformacija privreda zemalja u razvoju.)
MATCH@E:(The Systemic Transformation Facility was introduced with clearly defined purpose and objective in the period of the largest-scale transformations of the developing countries economies.===>Olakšica za transformaciju sistema (Systemic Transformation Facility) je uvedena sa jasno definisanom svrhom i ciljem u periodu najvećih transformacija privreda zemalja u razvoju.)
MATCH@M:(This type of facility was available to all former socialist countries in their transit from planned and rigid economy to the market economy.===>Ovaj vid olakšice su mogle da koriste bivše socijalističke zemlje, koje su prelazile sa planskog i rigidnog na tržišni način privređivanja.)
MATCH@E:(This type of facility was available to all former socialist countries in their transit from planned and rigid economy to the market economy.===>Ovaj vid olakšice su mogle da koriste bivše socijalističke zemlje, koje su prelazile sa planskog i rigidnog na tržišni način privređivanja.)
MATCH@M:(On the basis of the review of the facilities offered by the IMF to its member countries we can conclude that certain forms are founded on rather favourable conditions, therefore they were used far more frequently in relation to other, short-term and ineffective facilities.===>Na osnovu pregleda različitih oblika olakšica koje MMF odobrava zemljama članicama, možemo prime-titi da se pojedine vrste zasnivaju na veoma povoljnim uslovima korišćenja, pa su samim tim u praksi fonda bile daleko češće primenjivane u odnosu na druge, kratkoročne i neefektivne olakšice.)
MATCH@E:(On the basis of the review of the facilities offered by the IMF to its member countries we can conclude that certain forms are founded on rather favourable conditions, therefore they were used far more frequently in relation to other, short-term and ineffective facilities.===>Na osnovu pregleda različitih oblika olakšica koje MMF odobrava zemljama članicama, možemo primetiti da se pojedine vrste zasnivaju na veoma povoljnim uslovima korišćenja, pa su samim tim u praksi fonda bile daleko češće primenjivane u odnosu na druge, kratkoročne i neefektivne olakšice. 5.)
MATCH@M:(The member country of the IMF experiencing the balance of payment difficulties and a falling trend in economic activities is entitled to apply to the Fund for a necessary amount of financial resources to solve these problems.===>Zemlja članica MMF-a, koja je suočena sa platnobi-lansnim teškoćama i opadajućim trendom privrednih aktivnosti, ima mogućnost da od fonda zatraži potreban iznos finansijskih sredstava kojima bi rešila pome-nute probleme.)
MATCH@E:(Conditionality policy implementation and member countries critical attitudes The member country of the IMF experiencing the balance of payment difficulties and a falling trend in economic activities is entitled to apply to the Fund for a necessary amount of financial resources to solve these problems.===>Primena politike uslovljenosti i kritički pogled zemalja članica Zemlja članica MMF-a, koja je suočena sa platnobilansnim teškoćama i opadajućim trendom privrednih aktivnosti, ima mogućnost da od fonda zatraži potreban iznos finansijskih sredstava kojima bi rešila pomenute probleme.)
MATCH@M:(It is the attitude of the Fund that it ensures a rational use of the borrowed resources and their timely servicing from the part of the financed countries.===>Fond zastupa stav da uslovljenost pre svega obezbe-đuje racionalno korišćenje pozajmljenih sredstava i njihovo blagovremeno vraćanje od strane finansiranih zemalja.)
MATCH@E:(It is the attitude of the Fund that it ensures a rational use of the borrowed resources and their timely servicing from the part of the financed countries.===>Fond zastupa stav da uslovljenost pre svega obezbeđuje racionalno korišćenje pozajmljenih sredstava i njihovo blagovremeno vraćanje od strane finansiranih zemalja.)
MATCH@M:(The Fund also uses conditionality as a mechanism to monitor the operationalization of the previously concluded stabilization processes which in the first place include the structural and the balance of payment adjustments in the area of money supply, budget deficits, currency rates, liquidity, solvency, etc.===>Takođe, uslovljenost služi MMF-u kao mehanizam za praćenje procesa ostvarivanja dogovorenih stabilizacionih programa koji se pre svega odnose na strukturna i platnobilansna prilagođavanja u oblasti monetarne mase, budžetskih deficita, deviznih kurse-va, likvidnosti, solventnosti itd.)
MATCH@E:(The Fund also uses conditionality as a mechanism to monitor the operationalization of the previously concluded stabilization processes which in the first place include the structural and the balance of payment adjustments in the area of money supply, budget deficits, currency rates, liquidity, solvency, etc.===>Takođe, uslovljenost služi MMF-u kao mehanizam za praćenje procesa ostvarivanja dogovorenih stabilizacionih programa koji se pre svega odnose na strukturna i platnobilansna prilagođavanja u oblasti monetarne mase, budžetskih deficita, deviznih kurseva, likvidnosti, solventnosti itd.)
MATCH@M:(Prior to obtaining the needed resources, the member country is obliged to submit to the Fund the so-called “letter of intent“ to be analysed.===>Zemlja članica pre nego što dobije na raspolaganje tražena sredstva dužna je da podnese fondu na uvid i razmatranje takozvano „pismo o namerama“.)
MATCH@E:(Prior to obtaining the needed resources, the member country is obliged to submit to the Fund the socalled letter of intent to be analysed.===>Zemlja članica pre nego što dobije na raspolaganje tražena sredstva dužna je da podnese fondu na uvid i razmatranje takozvano pismo o namerama.)
MATCH@M:(In this document the country agrees that its objectives and policies will comply with the regulations stated in the IMF Statute, that it will be strict in implementing the stabilization programme previously concluded with the Fund, and that it will mak its best efforts towards improvement of its balance of payment position in order that it be in a position to pay the resources back in as short a period as possible.===>U okviru pomenutog dokumenta zemlja ističe da će svoje ciljeve i politike uskladiti sa pravilima definisanim u statutu MMF-a, da će striktno sprovoditi st, sa druge strane.Fond zastupa stav da uslovljenost pre svega obezbeđuje racionalno korišćenje pozajmljenih sredstava i njihovo blagovremeno vraćanje od strane finansiranih zemalja.)
MATCH@E:(In this document the country agrees that its objectives and policies will comply with the regulations stated in the IMF Statute, that it will be strict in implementing the stabilization programme previously concluded with the Fund, and that it will mak its best efforts towards improvement of its balance of payment position in order that it be in a position to pay the resources back in as short a period as possible.===>U okviru pomenutog dokumenta zemlja ističe da će svoje ciljeve i politike uskladiti sa pravilima definisanim u statutu MMF-a, da će striktno sprovoditi st, sa druge strane. ~~~ Fond zastupa stav da uslovljenost pre svega obezbeđuje racionalno korišćenje pozajmljenih sredstava i njihovo blagovremeno vraćanje od strane finansiranih zemalja.)
MATCH@M:(The severity of the conditionality principle depends primarily on the type and volume of the resources granted to the member country, but also on the length of the period it will use them.===>Takođe, uslovljenost služi MMF-u kao mehanizam za praćenje procesa ostvaisi pre svega od vrste i obima sredstava koja se odobravaju zemlji članici, ali takođe i od vremenskog perioda korišćenja.)
MATCH@E:(The severity of the conditionality principle depends primarily on the type and volume of the resources granted to the member country, but also on the length of the period it will use them.===>Takođe, uslovljenost služi MMF-u kao mehanizam za praćenje procesa ostvaisi pre svega od vrste i obima sredstava koja se odobravaju zemlji članici, ali takođe i od vremenskog perioda korišćenja.)
MATCH@M:(Thus we can conclude that it is only the reserve tranche that is automatic and unconditioned.===>Prema tome, možemo konstatovati da je jedino rezervna tranša automatska i totalno neuslovljena.)
MATCH@E:(Thus we can conclude that it is only the reserve tranche that is automatic and unconditioned.===>Prema tome, možemo konstatovati da je jedino rezervna tranša automatska i totalno neuslovljena.)
MATCH@M:(With all other financial mechanisms the Fund is fully entitled to either grant the resources or to decline.===>Kod svih ostalih finansij-skih mehanizama fond ima izričito pravo da odobri ili ne odobri tražena sredstva.)
MATCH@E:(With all other financial mechanisms the Fund is fully entitled to either grant the resources or to decline.===>Kod svih ostalih finansijskih mehanizama fond ima izričito pravo da odobri ili ne odobri tražena sredstva.)
MATCH@M:(As already mentioned, when using financial resources in the form of credit tranches, it is only in the first tranche that the conditions are relatively favourable and mild, gaining sharply in strictness with each subsequent tranche.===>Kao što je već ranije bilo pomenuto, prilikom korišćenja finansijskih sredstava u okviru kreditnih tranši, jedino kod prve tranše su uslovi relativno povoljni i blagi, dok se sa svakom narednom tranšom naglo zaoštravaju.)
MATCH@E:(As already mentioned, when using financial resources in the form of credit tranches, it is only in the first tranche that the conditions are relatively favourable and mild, gaining sharply in strictness with each subsequent tranche.===>Kao što je već ranije bilo pomenuto, prilikom korišćenja finansijskih sredstava u okviru kreditnih tranši, jedino kod prve tranše su uslovi relativno povoljni i blagi, dok se sa svakom narednom tranšom naglo zaoštravaju.)
MATCH@M:(The Fund’s programmes often do not take into consideration individual political and social conditions, the level of economic development of individual countries, nor the internal and external factors that actualy generate the problems.===>Cesto, programi fonda ne uzimaju u obzir pojedinačne političke i socijalne uslove, stepen ekonomske razvijenosti svake zemlje kao i interne ili eksterne faktore koji su pravi uzročnici nastalih problema.)
MATCH@E:(The Funds programmes often do not take into consideration individual political and social conditions, the level of economic development of individual countries, nor the internal and external factors that actualy generate the problems.===>Često, programi fonda ne uzimaju u obzir pojedinačne političke i socijalne uslove, stepen ekonomske razvijenosti svake zemlje kao i interne ili eksterne faktore koji su pravi uzročnici nastalih problema.)
MATCH@M:(The Fund insists on the fast recovery of the country, neglects the development approach to problem solving and its only aim is to recover its resources, safely and in the shortest period possible.===>Fond insistira na brzom oporavku deficitarne zemlje, zanemaruje razvojni pristup rešavanja problema i jedini cilj mu je da sigurno i u što kraćem vremenu povrati svoja sredstva.)
MATCH@E:(The Fund insists on the fast recovery of the country, neglects the development approach to problem solving and its only aim is to recover its resources, safely and in the shortest period possible.===>Fond insistira na brzom oporavku deficitarne zemlje, zanemaruje razvojni pristup rešavanja problema i jedini cilj mu je da sigurno i u što kraćem vremenu povrati svoja sredstva.)
MATCH@M:(Having the previous in mind, many countries prefer any other form of crediting to the financial deals with the IMF.===>Imajući u vidu sve prethodno navedeno, mnoge zemlje se radije opredeljuju za bilo koji drugi vid kreditiranja nego za finansijsku sa-radnju sa MMF-om.)
MATCH@E:(Having the previous in mind, many countries prefer any other form of crediting to the financial deals with the IMF.===>Imajući u vidu sve prethodno navedeno, mnoge zemlje se radije opredeljuju za bilo koji drugi vid kreditiranja nego za finansijsku saradnju sa MMF-om.)
MATCH@M:(When such attitudes of the developing countries towards the conditionality policy and approval of the resources by the IMF are taken into consideration, the next question arises: who is really right and who is to be trusted, the Fund’s officials or the financed countries?! It might be most sensible to weigh the arguments of either parties and believe that either is partly right.===>Kada uzmemo u obzir ovakvo gledište zemalja u razvoju na politiku uslovljenosti i odobravanje sredstava od strane MMF-a, zapitamo se: ko je zaista u pravu i kome treba verovati, zvaničnici-ma fonda ili finansiranim zemljama?! Možda je najrealnije uzeti u obzir argumente obe strane i verovati da su svi pomalo u pravu.)
MATCH@E:(When such attitudes of the developing countries towards the conditionality policy and approval of the resources by the IMF are taken into consideration, the next question arises: who is really right and who is to be trusted, the Funds officials or the financed countries?! It might be most sensible to weigh the arguments of either parties and believe that either is partly right.===>Kada uzmemo u obzir ovakvo gledište zemalja u razvoju na politiku uslovljenosti i odobravanje sredstava od strane MMF-a, zapitamo se: ko je zaista u pravu i kome treba verovati, zvaničnicima fonda ili finansiranim zemljama?! ~~~ Možda je najrealnije uzeti u obzir argumente obe strane i verovati da su svi pomalo u pravu.)
MATCH@M:(Even if the developing countries wish to borrow freely in the capital market and conclude financial deals with other creditors, they cannot evade the IMF.===>Međutim, ukoliko žele da se slobodno zadužuju na tržištu kapitala i sklapaju finansijske ugovore sa drugim kreditorima, zemlje u razvoju su čak i tada upućene na MMF.)
MATCH@E:(Even if the developing countries wish to borrow freely in the capital market and conclude financial deals with other creditors, they cannot evade the IMF.===>Međutim, ukoliko žele da se slobodno zadužuju na tržištu kapitala i sklapaju finansijske ugovore sa drugim kreditorima, zemlje u razvoju su čak i tada upućene na MMF.)
MATCH@M:(The Fund plays an important role on the international financial market reflected in that the international banks increasingly link their estimates of the country’s credit rating with its “good“ relations with the Fund.===>Fond ima vrlo zančajnu ulogu na međunarodnom finansijskom tržištu, koja se ogleda u tome da privatne međunarodne banke sve više povezuju svoju ocenu kreditne sposobnosti jedne zemlje sa njenim „dobrim“ odnosima sa fondom.)
MATCH@E:(The Fund plays an important role on the international financial market reflected in that the international banks increasingly link their estimates of the countrys credit rating with its good relations with the Fund.===>Fond ima vrlo zančajnu ulogu na međunarodnom finansijskom tržištu, koja se ogleda u tome da privatne međunarodne banke sve više povezuju svoju ocenu kreditne sposobnosti jedne zemlje sa njenim dobrim odnosima sa fondom.)
MATCH@M:(It is evident that the conditionality employed by the Fund is the basic source of trust, which is why this institution is highly reputed on financial markets and with international banks.===>Očigledno je da je uslovljenost koju primenjuje MMF, osnovni izvor po-verenja zbog koga ova institucija uživa veliki ugled na finansijskim tržištima i kod međunarodnih banaka.)
MATCH@E:(It is evident that the conditionality employed by the Fund is the basic source of trust, which is why this institution is highly reputed on financial markets and with international banks.===>Očigledno je da je uslovljenost koju primenjuje MMF, osnovni izvor poverenja zbog koga ova institucija uživa veliki ugled na finansijskim tržištima i kod međunarodnih banaka.)
MATCH@M:(The international banks condition the loans to a country by its prior concluding a credit arrangement with the IMF.===>Međunarodne banke, uslovljavaju dodeljivanje zajmova jednoj zemlji, njenim prethodnim zaključivanjem kreditnog aranžmana sa MMF-om.)
MATCH@E:(The international banks condition the loans to a country by its prior concluding a credit arrangement with the IMF.===>Međunarodne banke, uslovljavaju dodeljivanje zajmova jednoj zemlji, njenim prethodnim zaključivanjem kreditnog aranžmana sa MMF-om.)
MATCH@M:(Hence many developing countries apply for the resources to the Fund, mainly or exclusively for the purpose of obtaining a “certificate“ to get a “green light“ to use the necessary financial resources on international market.===>Zbog toga, mnoge zemlje u razvoju traže sredstva fonda, uglavnom ili isključivo zbog „sertifikata“ da bi dobile „zeleno svetlo“ za korišćenje potrebnih finansijskih sredstava na međunarodnom tržištu.)
MATCH@E:(Hence many developing countries apply for the resources to the Fund, mainly or exclusively for the purpose of obtaining a certificate to get a green light to use the necessary financial resources on international market.===>Zbog toga, mnoge zemlje u razvoju traže sredstva fonda, uglavnom ili isključivo zbog sertifikata da bi dobile zeleno svetlo za korišćenje potrebnih finansijskih sredstava na međunarodnom tržištu.)
MATCH@M:(The developing countries keep criticizing the Fund for its conditionality policy and insist on more liberal conditions in using financial resources.===>Zemlje u razvoju, konstantno upućuju kritike fondu na račun primene politike uslovljenosti i zahtevaju liberalnije uslove pri korišćenju finansijskih sredstava.)
MATCH@E:(Š2, 132] The developing countries keep criticizing the Fund for its conditionality policy and insist on more liberal conditions in using financial resources.===>Š2, str.132Ë Zemlje u razvoju, konstantno upućuju kritike fondu na račun primene politike uslovljenosti i zahtevaju liberalnije uslove pri korišćenju finansijskih sredstava.)
MATCH@M:(They maintain that the fund should pay more attention to real causes of the problems, the factors that really caused a problem situation, the national interests and objectives of each individual country.===>Njihov stav je da fond mora više računa povesti o stvarnim uzrocima problema, faktorima koji su zaista uslovili nastalu situaciju, nacionalnim interesima i ciljevima svake pojedine zemlje.)
MATCH@E:(They maintain that the fund should pay more attention to real causes of the problems, the factors that really caused a problem situation, the national interests and objectives of each individual country.===>Njihov stav je da fond mora više računa povesti o stvarnim uzrocima problema, faktorima koji su zaista uslovili nastalu situaciju, nacionalnim interesima i ciljevima svake pojedine zemlje.)
MATCH@M:(Many countries believe that the IMF is in fact a financial institution that protects the interests of the developed countries and follows the principle that rich countries should be made richer, and poor countries should fall into yet deeper poverty.===>Mnoge zemlje smatraju da je fond zapravo finansijska institucija koja štiti interese razvijenih zemalja i koja se rukovodi pravilom da bogate treba učiniti još bogatijim, a siromašne još više osiromašiti.)
MATCH@E:(Many countries believe that the IMF is in fact a financial institution that protects the interests of the developed countries and follows the principle that rich countries should be made richer, and poor countries should fall into yet deeper poverty.===>Mnoge zemlje smatraju da je fond zapravo finansijska institucija koja štiti interese razvijenih zemalja i koja se rukovodi pravilom da bogate treba učiniti još bogatijim, a siromašne još više osiromašiti.)
MATCH@M:(Many countries are evidently bitter and dissapointed and the only way out of this situation they see in relieving the conditions, in the implementation of more flexible measures and in raising the quotas within the IMF.===>Zaista možemo prime titi da su mnoge zemlje ogorčene i razočarane i da jedini izlaz iz nastale situacije vide u ublažavanju uslova, primeni fleksibilnijih mera i povećanju kvota u okviru MMF-)
MATCH@E:(Many countries are evidently bitter and dissapointed and the only way out of this situation they see in relieving the conditions, in the implementation of more flexible measures and in raising the quotas within the IMF.===>Zaista možemo primetiti da su mnoge zemlje ogorčene i razočarane i da jedini izlaz iz nastale situacije vide u ublažavanju uslova, primeni fleksibilnijih mera i povećanju kvota u okviru MMFa.)
MATCH@M:(An interesting example is that of Slovenia, which in the period of its own transformation and recovery decided not to accept the IMF project, employed its own experts in the execution of the stabilization programme and completed it successfully.===>Interesantan primer iz naše okoline je Slovenija, koja je u periodu sopstvene transformacije i oporavka zbog pomenutih nepovoljnosti rešila da ne prihvati projekat MMF-a i uz pomoć svojih stručnjaka pristupila realizaciji sopstvenog stabilizacionog programa koji je veoma uspešno okončan.)
MATCH@E:(An interesting example is that of Slovenia, which in the period of its own transformation and recovery decided not to accept the IMF project, employed its own experts in the execution of the stabilization programme and completed it successfully. ~~~ 6.===>Interesantan primer iz naše okoline je Slovenija, koja je u periodu sopstvene transformacije i oporavka zbog pomenutih nepovoljnosti rešila da ne prihvati projekat MMF-a i uz pomoć svojih stručnjaka pristupila realizaciji sopstvenog stabilizacionog programa koji je veoma uspešno okončan. 6.)
MATCH@M:(The conditionality policy was subject to much criticism and disapproval from the part of certain officials and member countries. Furthermore, some maintain that the Fund pursues an inadequate monetary, fiscal and foreign trade policy as regards the financed countries.===>Pored toga što je politika uslovljenosti MMF-a pretr-pela brojne kritike i negodovanja pojedinih zvaničnika i zemalja članica, prisutno je mišljenje da fond zastupa i neodgovarajuću kreditno-monetarnu, fiskalnu i spolj-notrgovinsku politiku prema finansiranim zemljama.)
MATCH@E:(Critical account of certain aspects of the IMF activities The conditionality policy was subject to much criticism and disapproval from the part of certain officials and member countries. ~~~ Furthermore, some maintain that the Fund pursues an inadequate monetary, fiscal and foreign trade policy as regards the financed countries.===>Kritički osvrt na pojedine aspekte poslovanja MMF-a Pored toga što je politika uslovljenosti MMF-a pretrpela brojne kritike i negodovanja pojedinih zvaničnika i zemalja članica, prisutno je mišljenje da fond zastupa i neodgovarajuću kreditno-monetarnu, fiskalnu i spoljnotrgovinsku politiku prema finansiranim zemljama.)
MATCH@M:(In the analysis of the proposed stabilization programme, the IMF takes special care about the measures of monetary and fiscal policies, with special emphasis upon interest rates raising.===>Prilikom razmatranja predloženog stabilizacionog programa, MMF posebno vodi računa o merama kreditne i fiskalne politike, sa akcentom na povećanje kamatnih stopa.)
MATCH@E:(In the analysis of the proposed stabilization programme, the IMF takes special care about the measures of monetary and fiscal policies, with special emphasis upon interest rates raising.===>Prilikom razmatranja predloženog stabilizacionog programa, MMF posebno vodi računa o merama kreditne i fiskalne politike, sa akcentom na povećanje kamatnih stopa.)
MATCH@M:(The primary goal of the Fund is to limit the crediting activity of the central and commercial banks in the financed country in the course of implementing the stabilization programme.===>Prevashodni cilj fonda je bio da za vreme prime-ne stabilizacionog programa ograniči kreditnu aktivnost centralne i poslovnih banaka u finansiranoj zemlji.)
MATCH@E:(The primary goal of the Fund is to limit the crediting activity of the central and commercial banks in the financed country in the course of implementing the stabilization programme.===>Prevashodni cilj fonda je bio da za vreme primene stabilizacionog programa ograniči kreditnu aktivnost centralne i poslovnih banaka u finansiranoj zemlji.)
MATCH@M:(On one hand, it means limiting the credit amounts that certain banks grant to certain clients, and, on the other hand, the increase in the credit costs, i.e., the interest rate growth.===>To je sa jedne strane podrazumevalo ograničenje mase kredita koju pomenute banke odobravaju pojedinim korisnicima, a sa druge strane, povećanje cene kredita tj. porast kamatnih stopa.)
MATCH@E:(On one hand, it means limiting the credit amounts that certain banks grant to certain clients, and, on the other hand, the increase in the credit costs, i.e., the interest rate growth.===>To je sa jedne strane podrazumevalo ograničenje mase kredita koju pomenute banke odobravaju pojedinim korisnicima, a sa druge strane, povećanje cene kredita tj. porast kamatnih stopa.)
MATCH@M:(If the country, however, experiences significant inflation problems, the policy of increasing the interest rates could only further aggravate the situation.===>Međutim, ukoliko su u zemlji prisutni značajni inflatorni pritisci politika povećanja kamatnih stopa može samo da pogorša već prilično lošu situaciju.)
MATCH@E:(If the country, however, experiences significant inflation problems, the policy of increasing the interest rates could only further aggravate the situation.===>Međutim, ukoliko su u zemlji prisutni značajni inflatorni pritisci politika povećanja kamatnih stopa može samo da pogorša već prilično lošu situaciju.)
MATCH@M:(If this is com-bibed with the fiscal control the IMF conducts as part of its stabilization programme, it becomes evident why certain countries avoid the aid it offers.===>Ukoliko tome dodamo i fiskalnu kontrolu koju MMF sprovodi u okviru svog stabilizacionog programa, jasno nam je zašto mnoge zemlje izbegavaju njegovu pomoć.)
MATCH@E:(If this is combibed with the fiscal control the IMF conducts as part of its stabilization programme, it becomes evident why certain countries avoid the aid it offers.===>Ukoliko tome dodamo i fiskalnu kontrolu koju MMF sprovodi u okviru svog stabilizacionog programa, jasno nam je zašto mnoge zemlje izbegavaju njegovu pomoć.)
MATCH@M:(In such conditions, the prospects that the problem experiencing countries will make any improvement are poor, as the investors have no interest in investing money in such economies. Thus, despite the IMF’s “best intentions“, the transition country becomes increasingly poor and sink into an ever more serious economic and debt crises.===>U takvim uslovima su prisutni veoma slabi izgledi za bilo kakvim poboljšanjem u deficitarnim zemljama jer investitori nisu zainteresovani da ulažu novac u ovakve ekonomije, tako da i pored „najboljih namera“ MMF-a tranzitorne zemlje naglo siromaše i zapadaju u još veće privredne i dužničke krize.)
MATCH@E:(In such conditions, the prospects that the problem experiencing countries will make any improvement are poor, as the investors have no interest in investing money in such economies. ~~~ Thus, despite the IMFs best intentions, the transition country becomes increasingly poor and sink into an ever more serious economic and debt crises.===>U takvim uslovima su prisutni veoma slabi izgledi za bilo kakvim poboljšanjem u deficitarnim zemljama jer investitori nisu zainteresovani da ulažu novac u ovakve ekonomije, tako da i pored najboljih namera MMF-a tranzitorne zemlje naglo siromaše i zapadaju u još veće privredne i dužničke krize.)
MATCH@M:(Part of the IMF stabilization programme is also a measure related to the liberalization of foreign policy, that is, lifting the obstacles in foreign trade and limiting the role of the state in the country’s economic relations with other countries.===>U okviru stabilizacionog programa MMF-a primenju-je se i mera koja se odnosi na liberalizaciju spoljne trgovine tj. uklanjanje barijera u međunarodnoj trgovini i smanjivanje uloge države u ekonomskim odnosima zemlje sa inostranstvom.)
MATCH@E:(Part of the IMF stabilization programme is also a measure related to the liberalization of foreign policy, that is, lifting the obstacles in foreign trade and limiting the role of the state in the countrys economic relations with other countries.===>U okviru stabilizacionog programa MMF-a primenjuje se i mera koja se odnosi na liberalizaciju spoljne trgovine tj. uklanjanje barijera u međunarodnoj trgovini i smanjivanje uloge države u ekonomskim odnosima zemlje sa inostranstvom.)
MATCH@M:(In the developing countries, the consequence of the the liberalization of foreign trade was a surge of inexpensive products from the countries with highly productive economies, which further resulted into an abrupt fall of the national industries, wage reduction, unemployment and the overall impoverishment of the country.===>U nerazvijenim zemljama, posledica liberalizacije spoljne trgovine bio je prodor jeftinih proizvoda iz zemalja koje imaju visoko produktivne privrede, što je rezultiralo brzim propadanjem nacionalnih industrija, smanjenjem dohotka građana, ukidanjem radnih mesta i opštim siroma-šenjem zemlje.)
MATCH@E:(In the developing countries, the consequence of the the liberalization of foreign trade was a surge of inexpensive products from the countries with highly productive economies, which further resulted into an abrupt fall of the national industries, wage reduction, unemployment and the overall impoverishment of the country.===>U nerazvijenim zemljama, posledica liberalizacije spoljne trgovine bio je prodor jeftinih proizvoda iz zemalja koje imaju visoko produktivne privrede, što je rezultiralo brzim propadanjem nacionalnih industrija, smanjenjem dohotka građana, ukidanjem radnih mesta i opštim siromašenjem zemlje.)
MATCH@M:(Namely, the IMM further worsened the situations in many countries since its programmes of fiscal strictness and restrictive monetary policy frequently resulted in high interest rates, sometimes over 20%, sometimes exceeding 50%, and sometimes even higher than 100%.===>Naime, MMF je u mnogim zemljama stanje učinio još gorim zato što su njegovi programi fiskalne strogosti i restriktivne kreditno-monetarne politike, često dovodili do visokih kamatnih stopa, nekada iznad 20%, na-kada iznad 50%, a nekada čak iznad 100%.)
MATCH@E:(Namely, the IMM further worsened the situations in many countries since its programmes of fiscal strictness and restrictive monetary policy frequently resulted in high interest rates, sometimes over 20%, sometimes exceeding 50%, and sometimes even higher than 100%.===>Naime, MMF je u mnogim zemljama stanje učinio još gorim zato što su njegovi programi fiskalne strogosti i restriktivne kreditno-monetarne politike, često dovo dili do visokih kamatnih stopa, nekada iznad 20%, nakada iznad 50%, a nekada čak iznad 100%.)
MATCH@M:(In such conditions, starting business and setting up new companies was made virtually impossible.===>U takvim uslovima je stvaranje poslova i otvaranje novih pred-uzeća prosto nemoguće.)
MATCH@E:(In such conditions, starting business and setting up new companies was made virtually impossible.===>U takvim uslovima je stvaranje poslova i otvaranje novih preduzeća prosto nemoguće.)
MATCH@M:(The period when the Yugoslavia’s relations with the IMF were at their highest was that between 1980 and 1991, when seven standby arrangements were granted, the total amount of 3.5 billion special drawing rights.===>SFRJ je najviše sarađivala sa MMF-om u periodu od 1980. do 1991. godine kada joj je odobreno sedam stand by aranžmana u ukupnoj vrednosti od 3,5 milijardi specijalnih prava vučenja.)
MATCH@E:(The period when the Yugoslavias relations with the IMF were at their highest was that between 1980 and 1991, when seven standby arrangements were granted, the total amount of 3.5 billion special drawing rights.===>SFRJ je najviše sarađivala sa MMF-om u periodu od 1980. do 1991. godine kada joj je odobreno sedam stand by aranžmana u ukupnoj vrednosti od 3,5 milijardi specijalnih prava vučenja.)
MATCH@M:(Until the end of this country, the Fund granted twelve stand-by arrangement.===>Do momenta postojanja ove republike, MMF joj je ukupno odobrio dvanaest stand by aranžmana.)
MATCH@E:(Until the end of this country, the Fund granted twelve stand-by arrangement.===>Do momenta postojanja ove republike, MMF joj je ukupno odobrio dvanaest stand by aranžmana.)
MATCH@M:(The decision of the Board of executive directors of the IMF of 14 December, 1992 was that the SFRY did not exist any longer, consequently, it could no longer be a member of the Fund.===>Odlukom Odbora izvršnih direktora MMF-a, od 14. decembra 1992. godine, konstatovano je da SFRJ više ne postoji, a samim tim prestaje i njeno članstvo u fondu.)
MATCH@E:(The decision of the Board of executive directors of the IMF of 14 December, 1992 was that the SFRY did not exist any longer, consequently, it could no longer be a member of the Fund.===>Odlukom Odbora izvršnih direktora MMF-a, od 14. decembra 1992. godine, konstatovano je da SFRJ više ne postoji, a samim tim prestaje i njeno članstvo u fondu.)
MATCH@M:(The conditions were simultaneously stated under which the successor countries may “inherit“ the membership, and Serbia and Montenegro inherited 36,52% of the assets and the liabilities of the former SFRY.===>Istovremeno su utvrđeni uslovi pod kojima zemlje sukcesori mogu da naslede članstvo u fondu i od aktive i pasive bivše SFRJ, Srbiji i Crnoj Gori je pripalo 36,52%. [9])
MATCH@E:(The conditions were simultaneously stated under which the successor countries may inherit the membership, and Serbia and Montenegro inherited 36,52% of the assets and the liabilities of the former SFRY.===>Istovremeno su utvrđeni uslovi pod kojima zemlje sukcesori mogu da naslede članstvo u fondu i od aktive i pasive bivše SFRJ, Srbiji i Crnoj Gori je pripalo 36,52%.)
MATCH@M:([9C The Republic of Serbia and Montenegro was granted a new stand-by credit in 2001, to be consumed in four equal tranches of 50 million special drawing rights each.===>Zajednici Srbije i Crne Gore je 2001. godine odobren novi stand by kredit, koji je mogao da se koristi u četiri jednake kreditne tranše od po 50 miliona spedijal-nih prava vučenja.)
MATCH@E:(Š9] The Republic of Serbia and Montenegro was granted a new stand-by credit in 2001, to be consumed in four equal tranches of 50 million special drawing rights each.===>Š9Ë Zajednici Srbije i Crne Gore je 2001. godine odobren novi stand by kredit, koji je mogao da se koristi u četiri jednake kreditne tranše od po 50 miliona spedijalnih prava vučenja.)
MATCH@M:(Naturally, all the above explained conditions as to the policies of business activities, conditionality and financing the member countries had to be fully observed by our country.===>Naravno svi prethodno opisani uslovi u vezi sa politikom poslovanja, uslovljenosti i finansiranja zemalja članica, morali su da budu ispo-štovani i od strane naše zemlje.)
MATCH@E:(Naturally, all the above explained conditions as to the policies of business activities, conditionality and financing the member countries had to be fully observed by our country.===>Naravno svi prethodno opisani uslovi u vezi sa politikom poslovanja, uslovljenosti i finansiranja zemalja članica, morali su da budu ispoštovani i od strane naše zemlje.)
MATCH@M:(Serbia and Montenegro were further granted a three-year financial arrangement on extended financing, amounting to 650 million special drawing rights.===>Takođe, Srbiji i Crnoj Gori fond je odobrio i trogodišnji finansijski aranžman za produženo finansiranje u iznosu od 650 miliona specijalnih prava vučenja.)
MATCH@E:(Serbia and Montenegro were further granted a threeyear financial arrangement on extended financing, amounting to 650 million special drawing rights.===>Takođe, Srbiji i Crnoj Gori fond je odobrio i trogodišnji finansijski aranžman za produženo finansiranje u iznosu od 650 miliona specijalnih prava vučenja.)
MATCH@M:(The said arrangement supported the operationalization of the programme of economic stabilization and reforms in the 2002 to 2005 period and could be consumed in a number of credit tranches of 50 million special drawing rights each.===>Pomenuti aranžman je podržavao sprovođenje programa ekonomske stabilizacije i reformi u periodu od 2002. do 2005. godine i mogao se koristii u više kreditnih tranši od po 50 mi-liona specijalnih prava vučenja.)
MATCH@E:(The said arrangement supported the operationalization of the programme of economic stabilization and reforms in the 2002 to 2005 period and could be consumed in a number of credit tranches of 50 million special drawing rights each.===>Pomenuti aranžman je podržavao sprovođenje programa ekonomske stabilizacije i reformi u periodu od 2002. do 2005. godine i mogao se koristii u više kreditnih tranši od po 50 miliona specijalnih prava vučenja.)
MATCH@M:(The Fund set a large number of conditions that Serbia and Montenegro had to comply with prior to being allowed the access to the resources.===>Fond je Srbiji i Crnoj Gori postavio brojne uslove koji su morali da budu ispunjeni, pre nego što se pristupi korišćenju odobrenih sredstava.)
MATCH@E:(The Fund set a large number of conditions that Serbia and Montenegro had to comply with prior to being allowed the access to the resources.===>Fond je Srbiji i Crnoj Gori postavio brojne uslove koji su morali da budu ispunjeni, pre nego što se pristupi korišćenju odobrenih sredstava.)
MATCH@M:(The conditions mainly referred to: macroeconomic policy and fiscal system reforms, liberalization of foreign currency and trading systems, restructuring of banks and large state-owned companies, increasing the amount of foreign currency reserves and relieving inflation pressures, reviving the production processes, introducing a new tax system, pension plan reform, etc.===>Pomenuti uslovi su se pre svega odnosili na: reformu makroekonomske politike i fiskalnog sistema, liberalizaciju deviznog i trgovinskog sistema, restruktuiranje banaka i velikih državnih preduzeća, povećanje deviznih rezervi i smanjenje inflatornih pritisaka, oživljavanje procesa proizvodnje, uvođenje novog poreskog sistema, reformu penzijskog sistema itd.)
MATCH@E:(The conditions mainly referred to: macroeconomic policy and fiscal system reforms, liberalization of foreign currency and trading systems, restructuring of banks and large state-owned companies, increasing the amount of foreign currency reserves and relieving inflation pressures, reviving the production processes, introducing a new tax system, pension plan reform, etc.===>Pomenuti uslovi su se pre svega odnosili na: reformu makroekonomske politike i fiskalnog sistema, liberalizaciju deviznog i trgovinskog sistema, restruktuiranje banaka i velikih državnih preduzeća, povećanje deviznih rezervi i smanjenje inflatornih pritisaka, oživljavanje procesa proizvodnje, uvođenje novog poreskog sistema, reformu penzijskog sistema itd.)
MATCH@M:(On concluding the negotiations between the representatives of the IMF and the Government of Serbia the Minister of Finance announced that a successful conclusion of the arrangement with the IMF leaves no doubt as to the further cooperation with the World Bank, which so far was also successful.===>Po završetku pregovora između predstavnika MMF-a i Vlade Srbije, ministar fi-nansija je izjavio da uspešno okončanje aranžmana sa MMF-om uklanja svaku prepreku za dalju saradnju sa Svetskom bankom, koja je i do sada bila veoma uspe-šna.)
MATCH@E:(On concluding the negotiations between the representatives of the IMF and the Government of Serbia the Minister of Finance announced that a successful conclusion of the arrangement with the IMF leaves no doubt as to the further cooperation with the World Bank, which so far was also successful.===>Po završetku pregovora između predstavnika MMF-a i Vlade Srbije, ministar finansija je izjavio da uspešno okončanje aranžmana sa MMF-om uklanja svaku prepreku za dalju saradnju sa Svetskom bankom, koja je i do sada bila veoma uspešna.)
MATCH@M:(As regards the reduction of the public debt from the previous 170% to 44%, a positive assessment of the Serbia’s credit worthiness is no surprise.===>S obzirom na smanjenje javnog duga sa 170% u prethodnom periodu na 44%, pozitivna ocena o kreditnoj sposobnosti Srbije nije iznenađenje.)
MATCH@E:(As regards the reduction of the public debt from the previous 170% to 44%, a positive assessment of the Serbias credit worthiness is no surprise.===>S obzirom na smanjenje javnog duga sa 170% u prethodnom periodu na 44%, pozitivna ocena o kreditnoj sposobnosti Srbije nije iznenađenje.)
MATCH@M:(A positive decision of the IMF will produce a domino effect upon a succession of economic parame-tres related to investments in this country, the effect of which is yet to be seen.===>Pozitivna odluka MMF-a će imati domino efekat na čitav niz ekonomskih parametara vezanih za ulaganja u našu zemlju, čije efekte ćemo tek osetiti.)
MATCH@E:(A positive decision of the IMF will produce a domino effect upon a succession of economic parametres related to investments in this country, the effect of which is yet to be seen.===>Pozitivna odluka MMF-a će imati domino efekat na čitav niz ekonomskih parametara vezanih za ulaganja u našu zemlju, čije efekte ćemo tek osetiti.)
MATCH@M:(On the basis of the objectives, tasks and work methodology presented, a conclusion can be drawn that the IMF is by all means a significant monetary institution that operates on an international scale.===>Na osnovu prezentiranih ciljeva, zadataka i metodologije rada, možemo zaključiti da je MMF nesumljivo veoma značajna monetarna institucija koja deluje u međunarodnim okvirima.)
MATCH@E:(Conclusion On the basis of the objectives, tasks and work methodology presented, a conclusion can be drawn that the IMF is by all means a significant monetary institution that operates on an international scale.===>Zaključak Na osnovu prezentiranih ciljeva, zadataka i metodologije rada, možemo zaključiti da je MMF nesumljivo veoma značajna monetarna institucija koja deluje u međunarodnim okvirima.)
MATCH@M:(Its policy of conditionality as well as its close links with highly developed countries are, however, much criticized.===>Međutim, kao što smo mogli da primetimo, najviše je osporavana i kritikovana politika uslovljenosti fonda kao i njegova izrazita povezanost sa visoko razvijenim zemljama.)
MATCH@E:(Its policy of conditionality as well as its close links with highly developed countries are, however, much criticized.===>Međutim, kao što smo mogli da primetimo, najviše je osporavana i kritikovana politika uslovljenosti fonda kao i njegova izrazita povezanost sa visoko razvijenim zemljama.)
MATCH@M:(The question, however, remains as to whether all these are supported by “generous“ intents of the IMF, whether it really wishes to provide aid to the problem country, fully apprehend its problems and execute an individually planned stabilization policy, or is only interested in recovering the granted resources in as short a period as possible.===>Međutim, postavlja se pitanje da li iza svega toga stoje „humane“ namere MMF-a, da li on zaista želi da pomogne problematičnoj zemlji, uđe u suštinu njenih problema i sprovede pojedinačno koncipiranu stabilizacionu politiku, ili mu je jedino bitno da se odobrena sredstva vrate u što kraćem periodu.)
MATCH@E:(The question, however, remains as to whether all these are supported by generous intents of the IMF, whether it really wishes to provide aid to the problem country, fully apprehend its problems and execute an individually planned stabilization policy, or is only interested in recovering the granted resources in as short a period as possible.===>Međutim, postavlja se pitanje da li iza svega toga stoje humane namere MMFa, da li on zaista želi da pomogne problematičnoj zemlji, uđe u suštinu njenih problema i sprovede pojedinačno koncipiranu stabilizacionu politiku, ili mu je jedino bitno da se odobrena sredstva vrate u što kraćem periodu.)
MATCH@M:(The answers to this questions range in number and variety, some justifying and supporting the IMF policy, some preferring the attitudes of the developing countries that the conditions are far from favourable and that its policies are destructive for their economies.===>Svakako, na ova pitanja postoje brojni i naj-različitiji odgovori, pri čemu neki opravdavaju i podržavaju politiku MMF-a, a neki radije podržavaju stav zemalja u razvoju o nepovoljnosti fondovih uslova i razornom uticaju njegovih politika.)
MATCH@E:(The answers to this questions range in number and variety, some justifying and supporting the IMF policy, some preferring the attitudes of the developing countries that the conditions are far from favourable and that its policies are destructive for their economies.===>Svakako, na ova pitanja postoje brojni i najrazličitiji odgovori, pri čemu neki opravdavaju i podržavaju politiku MMF-a, a neki radije podržavaju stav zemalja u razvoju o nepovoljnosti fondovih uslova i razornom uticaju njegovih politika.)
MATCH@M:(The member countries primarily insist on being granted longer periods in which they could use and pay back the borrowed funds, on raising the quotas and on observing the national objectives and policies.===>Zemlje članice, pre svega insistiraju na dužim rokovima korišćenja i vraćanja sredstava, povećanju kvota i očuvanju nacionalnih ciljeva i politika.)
MATCH@E:(The member countries primarily insist on being granted longer periods in which they could use and pay back the borrowed funds, on raising the quotas and on observing the national objectives and policies.===>Zemlje članice, pre svega insistiraju na dužim rokovima korišćenja i vraćanja sredstava, povećanju kvota i očuvanju nacionalnih ciljeva i politika.)
MATCH@M:(The advocates of the IMF policy, however, maintain that the stabilization programmes are professionaly designed, adapted to each country, that they do not threat their national sovereinty and it is only by their implementation that any positive affects may be achieved in the economic relations and the foreign trade of disbalance of payment encountering countries.===>Međutim, zagovornici politike MMF-a, tvrde da su stabilizacioni programi stručno urađeni, prilagođeni svakoj zemlji, da ne ugrožavaju nacionalne suverenitete i da se jedino njihovom primenom mogu postići efekti poboljšanja privrednih kretanja i spoljnotrgovinskih pozicija u deficitarnim zemljama.)
MATCH@E:(The advocates of the IMF policy, however, maintain that the stabilization programmes are professionaly designed, adapted to each country, that they do not threat their national sovereinty and it is only by their implementation that any positive affects may be achieved in the economic relations and the foreign trade of disbalance of payment encountering countries.===>Međutim, zagovornici politike MMF-a, tvrde da su stabilizacioni programi stručno urađeni, prilagođeni svakoj zemlji, da ne ugrožavaju nacionalne suverenitete i da se jedino njihovom primenom mogu postići efekti poboljšanja privrednih kretanja i spoljnotrgovinskih pozicija u deficitarnim zemljama.)
MATCH@M:(The IMF explains its possible errors and failures by the fact that a large number of countries apply to the Fund when it is already too late and that in such circumstances, in the presence of deep economic crises and overwhelming foreign debts some substantial improvements and solutions to a large number of problems are hardly possible.===>Opravdanje za eventualne propuste i neu-spehe MMF nalazi u svojoj tvrdnji da mu se mnoge zemlje veoma kasno obraćaju za pomoć i da je u takvoj situaciji uz prisustvo dubokih ekonomskih kriza i nagomilanih spoljnih dugova nemoguće učiniti značajna poboljšanja i rešiti mnogobrojne probleme.)
MATCH@E:(The IMF explains its possible errors and failures by the fact that a large number of countries apply to the Fund when it is already too late and that in such circumstances, in the presence of deep economic crises and overwhelming foreign debts some substantial improvements and solutions to a large number of problems are hardly possible.===>Opravdanje za eventualne propuste i neuspehe MMF nalazi u svojoj tvrdnji da mu se mnoge zemlje veoma kasno obraćaju za pomoć i da je u takvoj situaciji uz prisustvo dubokih ekonomskih kriza i nagomilanih spoljnih dugova nemoguće učiniti značajna poboljšanja i rešiti mnogobrojne probleme.)
MATCH@M:(The issue discussed is bond yields and yields variations on bonds in Montenegro. Specifically, we consider the frozen foreign currency savings bonds (FFCS bonds) and bonds issued to compensate the insured through the State-operated pension and disability insurance system (PandD bonds).===>U radu se razmatraju prinosi i varijacije prinosa na obveznice u Crnoj Gori, i to na: obveznice stare devizne štednje (obveznice SDŠ) i obveznice za obeštećenje korisnika prava penzijskog i invalidskog osiguranja (obveznice PiO).)
MATCH@E:(Specifically, we consider the frozen foreign currency savings bonds (FFCS bonds) and bonds issued to compensate the insured through the State-operated pension and disability insurance system (PandD bonds).===>Obje klase obveznica izdaje Centralna Vlada (Država).)
BAD_LINE_=============================================================
BAD_LINE_M:The issue discussed is bond yields and yields variations on bonds in Montenegro. Specifically, we consider the frozen foreign currency savings bonds (FFCS bonds) and bonds issued to compensate the insured through the State-operated pension and disability insurance system (PandD bonds).
BAD_LINE_M:U radu se razmatraju prinosi i varijacije prinosa na obveznice u Crnoj Gori, i to na: obveznice stare devizne štednje (obveznice SDŠ) i obveznice za obeštećenje korisnika prava penzijskog i invalidskog osiguranja (obveznice PiO).
BAD_LINE_E:Specifically, we consider the frozen foreign currency savings bonds (FFCS bonds) and bonds issued to compensate the insured through the State-operated pension and disability insurance system (PandD bonds).
BAD_LINE_E:Obje klase obveznica izdaje Centralna Vlada (Država).
MATCH@M:(Both classes of bonds are issued by the Central Government.===>Obje klase obveznica izdaje Centralna Vlada (Država).)
MATCH@E:(Both classes of bonds are issued by the Central Government.===>I jedne i druge su diskontne hartije od vrijednosti.)
BAD_LINE_=============================================================
BAD_LINE_M:Both classes of bonds are issued by the Central Government.
BAD_LINE_M:Obje klase obveznica izdaje Centralna Vlada (Država).
BAD_LINE_E:Both classes of bonds are issued by the Central Government.
BAD_LINE_E:I jedne i druge su diskontne hartije od vrijednosti.
MATCH@M:(Both are zero-coupon bonds, and mature in tranches: FFCS bonds mature annually, from 2004-2017 (as by tickers: OB04-OB17), while PiO bonds mature semiannually, from 2008-2011 (as by tickers: P08P, P09P, P09D, P10P, P10D, P11P).===>I jedne i druge su diskontne hartije od vrijednosti. Dospijevaju u serijama (tranšama); obveznice SDS jednom godišnje (OB04-OB17), a obveznice PiO dva puta godišnje (P08P, P09P, P09D, P10P, P10D, P11P).)
MATCH@E:(Both are zero-coupon bonds, and mature in tranches: FFCS bonds mature annually, from 2004-2017 (as by tickers: OB04-OB17), while PiO bonds mature semiannually, from 2008-2011 (as by tickers: P08P, P09P, P09D, P10P, P10D, P11P).===>Dospijevaju u serijama (tranšama); obveznice SD[ jednom godišnje (OB04-OB17), a obveznice PiO dva puta godišnje (P08P, P09P, P09D, P10P, P10D, P11P).)
MATCH@M:(The former are issued to compensate natural persons whose foreign currency deposits became frozen, amid the collapse of the banking system during 1990’s (at the time State-owned), while the latter are issued to compensate for the controversial adjustment of pensions and other remunerations during the July 2002 - December 2003 period.===>Prve su emitovane zbog obeštećenja fizičkih lica čiji su devizni depoziti ostali zamrznuti usljed kolapsa bankarskog sistema tokom 1990-ih. Dok, druge se odnose na obeštećenje korisnika penzijskog i invalidskog osiguranja, usljed „spornog” usklađivanja penzija i drugih naknada u periodu jul 2002-decembar 2003. godine.)
MATCH@E:(The former are issued to compensate natural persons whose foreign currency deposits became frozen, amid the collapse of the banking system during 1990s (at the time State-owned), while the latter are issued to compensate for the controversial adjustment of pensions and other remunerations during the July 2002 - December 2003 period.===>Prve su emitovane zbog obeštećenja fizičkih lica čiji su devizni depoziti ostali zamrznuti usljed kolapsa bankarskog sistema tokom 1990-ih. ~~~ Dok, druge se odnose na obeštećenje korisnika penzijskog i invalidskog osiguranja, usljed spornog usklađivanja penzija i drugih naknada u periodu jul 2002-decembar 2003. godine.)
MATCH@M:(The aforementioned bond classes are considered for various reasons, the most important being their highest trading volume among all the bonds.===>Pomenute klase obveznica se razmatraju iz više razloga, od kojih je najvažniji što su najtrgovanije.)
MATCH@E:(The aforementioned bond classes are considered for various reasons, the most important being their highest trading volume among all the bonds.===>Pomenute klase obveznica se razmatraju iz više razloga, od kojih je najvažniji što su najtrgovanije.)
MATCH@M:(In addition, let us mention that after the new capital markets had been established in Montenegro, only one corporate bond issue was achieved.===>Uzgred, pomenimo da je u Crnoj Gori, od uspostavljanja novog tržišta kapitala, održana svega jedna emisija korporativnih obveznica.)
MATCH@E:(In addition, let us mention that after the new capital markets had been established in Montenegro, only one corporate bond issue was achieved. about 10%, to rise in 2008.===>Uzgred, pomenimo da je u Crnoj Gori, od uspostavljanja novog tržišta kapitala, održana svega jedna emisija korporativnih obveznica. seci pred dospijeće naglo rasli.)
MATCH@M:(The 2005 - 2008 period is taken under consideration.===>Kao period posmatranja, uzećemo 2005-2008.)
MATCH@E:(Introduction The 2005 2008 period is taken under consideration.===>Uvod Kao period posmatranja, uzećemo 2005-2008.)
MATCH@M:(It is for various reasons that this period is chosen.===>Upravo ovaj period se uzima u razmatranje iz više razloga.)
MATCH@E:(It is for various reasons that this period is chosen.===>Upravo ovaj period se uzima u razmatranje iz više razloga.)
MATCH@M:(1.	The yields on series of FFCS bonds are unstable; specifically, each graph “rises“ abruptly towards the end of the period presented in the graph (2005-2008.), that is, shows an expansion upwards.===>1.	Prinosi na serije obveznica SDŠ nijesu stabilni; specifično, svaki od grafika naglo „raste“ na kraju perioda koji je predstavljen na grafiku (2005-2008.), tj. ima iz-duženje prema gore.)
MATCH@E:(The yields on series of FFCS bonds are unstable; specifically, each graph rises abruptly towards the end of the period presented in the graph (2005-2008.), that is, shows an expansion upwards.===>Prinosi na serije obveznica SD[ nijesu stabilni; specifično, svaki od grafika naglo raste na kraju perioda koji je predstavljen na grafiku (2005-2008.), tj. ima izduženje prema gore.)
MATCH@M:(A similar situation is repeated in the PiO bonds.===>Slično važi i za serije obveznica PiO.)
MATCH@E:(A similar situation is repeated in the PiO bonds.===>Slično važi i za serije obveznica PiO.)
MATCH@M:(For example, in P08P they plummet, and then rise abruptly.===>Na primjer, kod P08P strmoglavo padaju, a zatim izuzetno rastu.)
MATCH@E:(For example, in P08P they plummet, and then rise abruptly.===>Na primjer, kod P08P strmoglavo padaju, a zatim izuzetno rastu.)
MATCH@M:(In P09P, P10D and P11P: after a plummet (especially in P09P), there is a gradual, however, striking rise.===>Kod P09P, P10D i P11P: nakon naglog pada (posebno kod P09P), dešava se postepen, ali opet, veoma izražen rast.)
MATCH@E:(In P09P, P10D and P11P: after a plummet (especially in P09P), there is a gradual, however, striking rise.===>Kod P09P, P10D i P11P: nakon naglog pada (posebno kod P09P), dešava se postepen, ali opet, veoma izražen rast. 2.)
MATCH@M:(Similarly, the yields on OB15-OB17 were for quite a long period at about 45% (depending on the series), to rise, roughly, from the end of the first half of 2007 onwards.===>Prinos na OB10 se dugo kretao na oko 10%, da bi u 2008. skočio. Slično, prinosi na OB15-OB17 su relativno dugo bili na nivou 4-5% (u zavisnosti od serije), da bi, ugrubo, od polovine 2007. pa na dalje, porasli.)
MATCH@E:(Similarly, the yields on OB15-OB17 were for quite a long period at about 45% (depending on the series), to rise, roughly, from the end of the first half of 2007 onwards.===>Prinos na OB10 se dugo kretao na oko 10%, da bi u 2008. skočio. ~~~ Slično, prinosi na OB15-OB17 su relativno dugo bili na nivou 4-5% (u zavisnosti od serije), da bi, ugrubo, od polovine 2007. pa na dalje, porasli.)
MATCH@M:(The situation is similar with the series of PiO bonds.===>Slično važi i za serije obveznica PiO.)
MATCH@E:(The situation is similar with the series of PiO bonds.===>Slično važi i za serije obveznica PiO.)
MATCH@M:(For example, in case of P08P we are dealing with hundreds percents of yields.===>Npr. kod P08P su u pitanju stotine procenata prinosa.)
MATCH@E:(For example, in case of P08P we are dealing with hundreds percents of yields.===>Npr. kod P08P su u pitanju stotine procenata prinosa.)
MATCH@M:(After the fall, in P09P, the yields go from 20% to 60%.===>Kod P09P, nakon pada, prinos se kreće od 20% prema 60%.)
MATCH@E:(After the fall, in P09P, the yields go from 20% to 60%.===>Kod P09P, nakon pada, prinos se kreće od 20% prema 60%.)
MATCH@M:(With P10D i P11P, the yields range from 20% to 40%.===>Kod P10D i P11P, prinosi se kreću od 20% prema 40%.)
MATCH@E:(With P10D i P11P, the yields range from 20% to 40%.===>Kod P10D i P11P, prinosi se kreću od 20% prema 40%.)
MATCH@M:(A rare ’’regularity“ is observed in the movement of P09P, P10D and P11P: after plummetting at the beginning, there comes a rise, and in such a way that the yield on the series that matures earlier exceeds that of the later maturing series.===>Rijetka „pravilnost” jeste u kretanju P09P, P10D i P11P: nakon naglog pada u početku, slijedi rast, i to takav da je prinos od serije koja dospijeva ranije iznad prinosa serija koje kasnije dospijevaju.)
MATCH@E:(A rare regularity is observed in the movement of P09P, P10D and P11P: after plummetting at the beginning, there comes a rise, and in such a way that the yield on the series that matures earlier exceeds that of the later maturing series. ~~~ 3.===>Rijetka pravilnost jeste u kretanju P09P, P10D i P11P: nakon naglog pada u početku, slijedi rast, i to takav da je prinos od serije koja dospijeva ranije iznad prinosa serija koje kasnije dospijevaju. 3.)
MATCH@M:(3.	The yields on the series of FFCS are rather high.===>3.	Prinosi na serije obveznica SDŠ su veoma visoki.)
MATCH@E:(The yields on the series of FFCS are rather high.===>Prinosi na serije obveznica SD[ su veoma visoki.)
MATCH@M:(This estimation is valid for all the series, except the OB15-OB17 series, from the moment (period) of the rise.===>Ova ocjena stoji za prinose na sve serije, osim na serije OB15-OB17, i to do trenutka (perioda) pomenutog skoka.)
MATCH@E:(This estimation is valid for all the series, except the OB15OB17 series, from the moment (period) of the rise.===>Ova ocjena stoji za prinose na sve serije, osim na serije OB15-OB17, i to do trenutka (perioda) pomenutog skoka.)
MATCH@M:(The situation is similar with the series of PiO bonds.===>Slično važi i za serije obveznica PiO.)
MATCH@E:(The situation is similar with the series of PiO bonds.===>Slično važi i za serije obveznica PiO.)
MATCH@M:(For example, the minimum of all (average) yields is 20,5%.===>Primjera radi, minimalni od svih (srednjih) prinosa je 20,5%.)
MATCH@E:(For example, the minimum of all (average) yields is 20,5%.===>Primjera radi, minimalni od svih (srednjih) prinosa je 20,5%.)
MATCH@M:(2.===>2.)
MATCH@E:(2.===>1.)
BAD_LINE_=============================================================
BAD_LINE_M:2.
BAD_LINE_M:2.
BAD_LINE_E:2.
BAD_LINE_E:1.
MATCH@M:(This will lead us to a discussion on what the investors’ perceptions of credit and other risks of investments into Montenegrin state bonds (partly the risk of a change of interest rate) are.===>To ce nas djelimic-no uvesti u diskusiju o tome kakve su percepcije investitora o kreditnom i drugim rizicima investiranja (djelimicno i o riziku promjene kamatne stope) u crnogorske državne obveznice.)
MATCH@E:(This will lead us to a discussion on what the investors perceptions of credit and other risks of investments into Montenegrin state bonds (partly the risk of a change of interest rate) are.===>To će nas djelimično uvesti u diskusiju o tome kakve su percepcije investitora o kreditnom i drugim rizicima investiranja (djelimično i o riziku promjene kamatne stope) u crnogorske državne obveznice.)
MATCH@M:(Generally, it is not easy to find relations between the economic theory and the practices of the developed countries.===>Generalno, teško je nalaziti veze sa ekonomskom teorijom i sa praksama razvijenih ekonomija.)
MATCH@E:(Generally, it is not easy to find relations between the economic theory and the practices of the developed countries.===>Generalno, teško je nalaziti veze sa ekonomskom teorijom i sa praksama razvijenih ekonomija.)
MATCH@M:(Among the FFCS and the PiO bonds, it appears that only the OB15-OB17 series and perhaps the OB10se-ries, had a “meaningful“ yield, from the moment (period) as we already mentioned, in case of OB15-OB17 in the range of 4-5%, while in OB10 they were about 10%.===>Od posmatranih obveznica SDS i obveznica PiO, čini se da su jedino serije OB15-OB17, i možda OB10, imale „smislenu” visinu prinosa, i to jednog trenutka (perioda): kako smo rekli, za OB15-OB17 u rasponu 4-5%, a za OB10 oko 10%.)
MATCH@E:(Among the FFCS and the PiO bonds, it appears that only the OB15-OB17 series and perhaps the OB10series, had a meaningful yield, from the moment (period) as we already mentioned, in case of OB15-OB17 in the range of 4-5%, while in OB10 they were about 10%.===>Od posmatranih obveznica SD[ i obveznica PiO, čini se da su jedino serije OB15-OB17, i možda OB10, imale smislenu visinu prinosa, i to jednog trenutka (perioda): kako smo rekli, za OB15-OB17 u rasponu 4-5%, a za OB10 oko 10%.)
MATCH@M:(Why "meaningful“?===>Zbog čega „smislenu”?)
MATCH@E:(Why meaningful?===>Zbog čega smislenu?)
MATCH@M:(The share market "exploded“ in spring 2007, earning enormous yields to those who invested in, e.g., 2005. (when, objectively real trade began).===>Tržište akcija je „eksplodiralo” u proljeće 2007. godine, donoseći onima koji su investirali npr. u 2005. (kada je, objektivno, počela opipljivija trgovina) enorm-ne zarade.)
MATCH@E:(The share market exploded in spring 2007, earning enormous yields to those who invested in, e.g., 2005. (when, objectively real trade began).===>Tržište akcija je eksplodiralo u proljeće 2007. godine, donoseći onima koji su investirali npr. u 2005. (kada je, objektivno, počela opipljivija trgovina) enormne zarade.)
MATCH@M:(After that peak was reached, however, the fall ensued that lasted until as long as the end of 2008, bringing the indices back to the values from the last quarter of 2005.===>Međutim, nakon tog vrha uslijedio je pad, koji je trajao sve do kraja 2008. godine, vraćajući indekse na vrijednosti iz posljednjeg kvartala 2005.)
MATCH@E:(After that peak was reached, however, the fall ensued that lasted until as long as the end of 2008, bringing the indices back to the values from the last quarter of 2005.===>Međutim, nakon tog vrha uslijedio je pad, koji je trajao sve do kraja 2008. godine, vraćajući indekse na vrijednosti iz posljednjeg kvartala 2005.)
MATCH@M:(It is the same with real estate, the prices of which formed a balloon, almost parallelly with the share prices balloon.===>Slično je sa nekretninama, čije su cijene formirale balon gotovo paralelno sa cjenovnim balonom akcija.)
MATCH@E:(It is the same with real estate, the prices of which formed a balloon, almost parallelly with the share prices balloon.===>Slično je sa nekretninama, čije su cijene formirale balon gotovo paralelno sa cjenovnim balonom akcija.)
MATCH@M:(The real estate prices continued to rise after reaching the price peak on the share market and stopped at the end of 2007.===>Cijene nekretnina su nastavile da rastu nakon cjenovnog vrha na tržištu akcija, i zaustavile se, otprilike, zaključno sa krajem 2007. godine.)
MATCH@E:(The real estate prices continued to rise after reaching the price peak on the share market and stopped at the end of 2007.===>Cijene nekretnina su nastavile da rastu nakon cjenovnog vrha na tržištu akcija, i zaustavile se, otprilike, zaključno sa krajem 2007. godine.)
MATCH@M:(The plummet, sincerely, did not ensue like that on the share market, however, it was significant, followed by a significant fall in trading.===>Doduše, nije uslijedio strmoglav pad poput onog na tržištu akcija, ali je pad ipak osjetan, uz veoma izražen pad prometa.)
MATCH@E:(The plummet, sincerely, did not ensue like that on the share market, however, it was significant, followed by a significant fall in trading.===>Doduše, nije uslijedio strmoglav pad poput onog na tržištu akcija, ali je pad ipak osjetan, uz veoma izražen pad prometa.)
MATCH@M:(In spite of the sellers trying to maintain the same price levels, at the end of 2008 hardly anything could be sold at the prices recorded one year earlier.===>Iako pro-davci uporno pokušavaju da održe cijene, na kraju 2008. teško da se išta može prodati po cijenama koje su važile godinu dana ranije.)
MATCH@E:(In spite of the sellers trying to maintain the same price levels, at the end of 2008 hardly anything could be sold at the prices recorded one year earlier.===>Iako prodavci uporno pokušavaju da održe cijene, na kraju 2008. teško da se išta može prodati po cijenama koje su važile godinu dana ranije.)
MATCH@M:(The comparison of yields on bonds with the yields on shares and real estate is meaningful if volatility is taken into account.===>Poređenje prinosa na obveznice sa prinosima na akcije i nekretnine ima smisla uzimajući u obzir volatil-nost.)
MATCH@E:(The comparison of yields on bonds with the yields on shares and real estate is meaningful if volatility is taken into account.===>Poređenje prinosa na obveznice sa prinosima na akcije i nekretnine ima smisla uzimajući u obzir volatilnost.)
MATCH@M:(Share prices rose extremely, then plum-metted equally fast; the real estate prices did not fall as much as that, however, with the forecast for the year 2009, nobody can say they will not.===>Cijene akcija su ekstremno porasle, zatim ekstremno i pale; cijene nekretnina nijesu pale sasvim kao cijene akcija, ali obzirom na prognoze za 2009. godinu, nije nemoguće da neće.)
MATCH@E:(Share prices rose extremely, then plummetted equally fast; the real estate prices did not fall as much as that, however, with the forecast for the year 2009, nobody can say they will not.===>Cijene akcija su ekstremno porasle, zatim ekstremno i pale; cijene nekretnina nijesu pale sasvim kao cijene akcija, ali obzirom na prognoze za 2009. godinu, nije nemoguće da neće.)
MATCH@M:(The yields on bonds, on the other hand, however changeable, are steadier still compared to those on shares and real estate.===>Prinosi na obveznice, sa druge strane, koliko god promjenjivi, ipak su bili stabilniji od onih na akcije i nekretnine.)
MATCH@E:(The yields on bonds, on the other hand, however changeable, are steadier still compared to those on shares and real estate.===>Prinosi na obveznice, sa druge strane, koliko god promjenjivi, ipak su bili stabilniji od onih na akcije i nekretnine.)
MATCH@M:(We are, however, left with the impression that the period of observation is too short if we attempt to give any estimations of the sort.===>Međutim, stiče se utisak da je za bilo kakve ocjene ove vrste, period posmatranja prekratak.)
MATCH@E:(We are, however, left with the impression that the period of observation is too short if we attempt to give any estimations of the sort.===>Međutim, stiče se utisak da je za bilo kakve ocjene ove vrste, period posmatranja prekratak.)
MATCH@M:(Similarly, the shares and the real estate assets classes largely differ from the bonds by the way in which they earn yield.===>Takođe, akcije i nekretnine su prilično različite klase aktive u odnosu na obveznice, po načinu na koji odbacuju prinos.)
MATCH@E:(Similarly, the shares and the real estate assets classes largely differ from the bonds by the way in which they earn yield.===>Takođe, akcije i nekretnine su prilično različite klase aktive u odnosu na obveznice, po načinu na koji odbacuju prinos.)
MATCH@M:(The return on the discount bonds is quite known on condition they are kept until maturity, provided the issuer answers his obligation.===>Diskontne obveznice imaju sasvim poznat prinos ukoliko se drže do dospijeća, pod uslovom da emitent izmiri obavezu.)
MATCH@E:(The return on the discount bonds is quite known on condition they are kept until maturity, provided the issuer answers his obligation.===>Diskontne obveznice imaju sasvim poznat prinos ukoliko se drže do dospijeća, pod uslovom da emitent izmiri obavezu.)
MATCH@M:(The shares, on the other hand, do not mature, and earn the yield either by dividends (that cannot be known beforehand), or in the form of capital profit or loss.===>Akcije, sa druge strane, nemaju dospijeće, a prinos odbacuju ili dividendama (koje se ne mogu znati unaprijed), ili u vidu kapitalne dobiti/gubitka.)
MATCH@E:(The shares, on the other hand, do not mature, and earn the yield either by dividends (that cannot be known beforehand), or in the form of capital profit or loss.===>Akcije, sa druge strane, nemaju dospijeće, a prinos odbacuju ili dividendama (koje se ne mogu znati unaprijed), ili u vidu kapitalne dobiti/gubitka.)
MATCH@M:(Similarly,the real estate does not mature, and earn yied either by the rent (that can be known beforehand, better than dividends in case of shares, however, up to a defined deadline), or in the form of capital profit/loss.===>Nekretnine, slično, nemaju dospijeće, a prinos odbacuju ili rentama (koje se mogu unaprijed znati bolje od dividendi kod akcija, ali ipak, do određenog roka), ili u vidu kapitalne dobiti/gubitka.)
MATCH@E:(Similarly,the real estate does not mature, and earn yied either by the rent (that can be known beforehand, better than dividends in case of shares, however, up to a defined deadline), or in the form of capital profit/loss.===>Nekretnine, slično, nemaju dospijeće, a prinos odbacuju ili rentama (koje se mogu unaprijed znati bolje od dividen di kod akcija, ali ipak, do određenog roka), ili u vidu kapitalne dobiti/gubitka.)
MATCH@M:(Likewise, the real estate is generally considered to be a type of non-liquid assets.===>Takođe, nekretnine se generalno smatraju nelikvidnom aktivom.)
MATCH@E:(Likewise, the real estate is generally considered to be a type of non-liquid assets.===>Takođe, nekretnine se generalno smatraju nelikvidnom aktivom.)
MATCH@M:(Apart from the other (actually alternative, and much less present) asset classes available in Montenegro, there is a practically only one class, which is not enlisted, but is widely present and has to be discussed - a fixed time (savings) deposit account.===>Osim drugih (u principu alternativnih, i mnogo manje zastupljenih) klasa aktive dostupnih u Crnoj Gori, razmotrimo ovdje praktično jedinu nenabrojanu, a veoma zastupljenu - oročeni (štedni) depozit.)
MATCH@E:(Apart from the other (actually alternative, and much less present) asset classes available in Montenegro, there is a practically only one class, which is not enlisted, but is widely present and has to be discussed a fixed time (savings) deposit account.===>Osim drugih (u principu alternativnih, i mnogo manje zastupljenih) klasa aktive dostupnih u Crnoj Gori, razmotrimo ovdje praktično jedinu nenabrojanu, a veoma zastupljenu oročeni (štedni) depozit.)
MATCH@M:(And it is here, it appears, that the first serious illogical issue is born The reason is simple: the interest rate that the banks pay to fixed time deposits (that is, returns to the investor) amounts to 6% annually.===>I upravo tu, čini se, nastaje prva velika nelogičnost. Razlog je jednostavan: kamatna stopa koju banke plaćaju na oročene depozite (tj. prinos za investitora) je, na godišnjem nivou, oko 6%.)
MATCH@E:(And it is here, it appears, that the first serious illogical issue is born The reason is simple: the interest rate that the banks pay to fixed time deposits (that is, returns to the investor) amounts to 6% annually.===>I upravo tu, čini se, nastaje prva velika nelogičnost. ~~~ Razlog je jednostavan: kamatna stopa koju banke plaćaju na oročene depozite (tj. prinos za investitora) je, na godišnjem nivou, oko 6%.)
MATCH@M:(Fixed deposits are not negotiable, that is, they do not behave as securities, as do the bonds, however, they are, by the manner in which they earn the yield, rather similar to the discount bonds: the fixed deposit matures and earns a fixed interest, known in advance.===>Oročeni depoziti nijesu utrživi, tj. nemaju karakter hartije od vrijednosti poput razmatranih obveznica, ali su, po načinu na koji odbacuju prinos, veoma slični diskontnim obveznicama: oročeni depozit ima dospijeće, i donosi fiksnu, unaprijed poznatu, kamatu.)
MATCH@E:(Fixed deposits are not negotiable, that is, they do not behave as securities, as do the bonds, however, they are, by the manner in which they earn the yield, rather similar to the discount bonds: the fixed deposit matures and earns a fixed interest, known in advance.===>Oročeni depoziti nijesu utrživi, tj. nemaju karakter hartije od vrijednosti poput razmatranih obveznica, ali su, po načinu na koji odbacuju prinos, veoma slični diskontnim obveznicama: oročeni depozit ima dospijeće, i donosi fiksnu, unaprijed poznatu, kamatu.)
MATCH@M:(Why, then is the yield on fixed deposits so much lower compared to the FFCS and PiO bonds (except the above mentioned exempts)?===>Otkud da prinos na oročene depozite bude toliko ispod (osim pomenutih izuzetaka) prinosa na obveznice SDŠ i obveznice PiO?)
MATCH@E:(Why, then is the yield on fixed deposits so much lower compared to the FFCS and PiO bonds (except the above mentioned exempts)?===>Otkud da prinos na oročene depozite bude toliko ispod (osim pomenutih izuzetaka) prinosa na obveznice SD[ i obveznice PiO?)
MATCH@M:(Basically, it is the risk that defines the yield, that is, the risk is the basic determinant of yield, at least for a reasonable investor.===>U osnovi, rizik definiše prinos, tj. rizik je osnovna determinanta prinosa, barem za racionalnog investitora.)
MATCH@E:(Basically, it is the risk that defines the yield, that is, the risk is the basic determinant of yield, at least for a reasonable investor.===>U osnovi, rizik definiše prinos, tj. rizik je osnovna determinanta prinosa, barem za racionalnog investitora.)
MATCH@M:(But then, the basic risk component (or the key risk type) is the credit risk.===>Opet, osnovna komponenta rizika (ili, ključni tip rizika) je kreditni rizik.)
MATCH@E:(But then, the basic risk component (or the key risk type) is the credit risk.===>Opet, osnovna komponenta rizika (ili, ključni tip rizika) je kreditni rizik.)
MATCH@M:(If we analyse the credit risk of investing into the state bonds and into the fixed deposits of the privately owned banks - it is common sense that the state bonds should be a less risky investment, however an investment with a lower yield.===>Ukoliko razmotrimo kreditni rizik investiranja u državne obveznice i u oročene depozite banaka u privatnom vlasništvu - zdrav razum govori da bi državne obveznice trebalo da budu manje rizična investicija, i investicija sa manjim prinosom.)
MATCH@E:(If we analyse the credit risk of investing into the state bonds and into the fixed deposits of the privately owned banks it is common sense that the state bonds should be a less risky investment, however an investment with a lower yield.===>Ukoliko razmotrimo kreditni rizik investiranja u državne obveznice i u oročene depozite banaka u privatnom vlasništvu zdrav razum govori da bi državne obveznice trebalo da budu manje rizična investicija, i investicija sa manjim prinosom.)
MATCH@M:(The state is a debtor that has a budget at disposal, and this is contributed by all who do business on its territory. The state is also authorised to impose taxes and to, e.g., raise tax rates.===>Država je dužnik koji na raspolaganju ima budžet, koji pune svi subjekti koji posluju na njenoj teritoriji, a ima i moć sile da nametne poreze, i da npr. poveća poreske stope.)
MATCH@E:(The state is a debtor that has a budget at disposal, and this is contributed by all who do business on its territory. ~~~ The state is also authorised to impose taxes and to, e.g., raise tax rates.===>Država je dužnik koji na raspolaganju ima budžet, koji pune svi subjekti koji posluju na njenoj teritoriji, a ima i moć sile da nametne poreze, i da npr. poveća poreske stope.)
MATCH@M:(Or, if the worse comes to the worst, it can pay off its debt by increased emissions, in collaboration with the Central Bank.===>Ili, u krajnjem, može u saradnji sa centralnom bankom, uvećanim emisijama novca otplatiti dug .)
MATCH@E:(Or, if the worse comes to the worst, it can pay off its debt by increased emissions, in collaboration with the Central Bank1.===>Ili, u krajnjem, može u saradnji sa centralnom bankom, uvećanim emisijama novca otplatiti dug1.)
MATCH@M:(The commercial bank can hardly do anything like that.===>Poslovna banka teško da može da uradi išta od pomenutog.)
MATCH@E:(The commercial bank can hardly do anything like that.===>Poslovna banka teško da može da uradi išta od pomenutog.)
MATCH@M:(This is, of course, what “economic theory“ advocates.===>Na isto ovo, naravno, upućuje i ekonomska „teorija”.)
MATCH@E:(This is, of course, what economic theory advocates.===>Na isto ovo, naravno, upućuje i ekonomska teorija.)
MATCH@M:(Normally, the U.S.A. Treasury cannot pay a manyfold interest rate on its debt, as compared to the interest rate paid by the Citigroup or the Bank of America.===>Jer, ne može Trezor SAD-a plaćati nekoliko puta veću kamatu na svoj dug, u odnosu na onu koju deponentima npr. plaća Siti grupa (Citigroup), ili Banka Amerike (Bank of America).)
MATCH@E:(Normally, the U.S.A. Treasury cannot pay a manyfold interest rate on its debt, as compared to the interest rate paid by the Citigroup or the Bank of America.===>Jer, ne može Trezor SAD-a plaćati nekoliko puta veću kamatu na svoj dug, u odnosu na onu koju deponentima npr. plaća Siti grupa (Citigroup), ili Banka Amerike (Bank of America).)
MATCH@M:(The situation in Montenegro is all the more absurd, because the deposits in the banks are protected by the State (the Central Bank of Montenegro, The Deposit Protection Fund, the Ministry of Finance), and then, this same State is expected to pay a higher rate on the debt it emitted itself.===>Situacija u Crnoj Gori je možda utoliko ap-surdnija, što depozite u bankama garantuje Država (CBCG, Fond za zaštitu depozita, Ministarstvo finan-sija), a onda, ista Država treba da plati višu stopu na dug koji sama izdaje.)
MATCH@E:(The situation in Montenegro is all the more absurd, because the deposits in the banks are protected by the State (the Central Bank of Montenegro, The Deposit Protection Fund, the Ministry of Finance), and then, this same State is expected to pay a higher rate on the debt it emitted itself.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The situation in Montenegro is all the more absurd, because the deposits in the banks are protected by the State (the Central Bank of Montenegro, The Deposit Protection Fund, the Ministry of Finance), and then, this same State is expected to pay a higher rate on the debt it emitted itself.
BAD_LINE_M:Situacija u Crnoj Gori je možda utoliko ap-surdnija, što depozite u bankama garantuje Država (CBCG, Fond za zaštitu depozita, Ministarstvo finan-sija), a onda, ista Država treba da plati višu stopu na dug koji sama izdaje.
BAD_LINE_E:The situation in Montenegro is all the more absurd, because the deposits in the banks are protected by the State (the Central Bank of Montenegro, The Deposit Protection Fund, the Ministry of Finance), and then, this same State is expected to pay a higher rate on the debt it emitted itself.
BAD_LINE_E:
MATCH@M:(This fact, however, does not significantly affect the conclusions that ensue further in the text.===>Ova činjenica, međutim, ne utiče bitno na zaključke koji slijede u nastavku teksta.)
MATCH@E:(This fact, however, does not significantly affect the conclusions that ensue further in the text. nonsense.===>Ova činjenica, međutim, ne utiče bitno na zaključke koji slijede u nastavku teksta.)
MATCH@M:(It is not easy to continue the comparison by using the credit ratings, since not one of Montenegrin banks is rated, which shows the low de facto ratings in fact.===>Poređenje je teško nastaviti upotrebom kreditnih rej-tinga, budući da niti jedna od crnogorskih banka nije rejtingovana, što na izvjestan način govori o niskom de facto rejtingu.)
MATCH@E:(It is not easy to continue the comparison by using the credit ratings, since not one of Montenegrin banks is rated, which shows the low de facto ratings in fact.===>Poređenje je teško nastaviti upotrebom kreditnih rejtinga, budući da niti jedna od crnogorskih banka nije rejtingovana, što na izvjestan način govori o niskom de facto rejtingu.)
MATCH@M:(The explanation is, however, just that: as regards the credit ratings, the credit rating of Montenegro is worse than that of the banks-owners of the Montenegrin banks, as well as than the states these banks come from - in the sense that, the "mother“ bank is behind its ”daugter“; and perhaps the state from which the "mother“ bank is - therefore it is normal it pays a bigger interest rate on its debt.===>Međutim, možda je objašnjenje upravo u tome: gledajući kreditne rejtinge, Crna Gora ima gori kreditni rejting od banaka vlasnica crnogorskih banaka, i od država iz kojih potiču te države - u smislu, banka „majka” stoji iza svoje „kćerke”; a možda i država iz koje potiče banka „majka” - pa je tako normalno da plaća veću kamatu na svoj dug.)
MATCH@E:(The explanation is, however, just that: as regards the cred it ratings, the credit rating of Montenegro is worse than that of the banks-owners of the Montenegrin banks, as well as than the states these banks come from in the sense that, the mother bank is behind its daugter; and perhaps the state from which the mother bank is therefore it is normal it pays a bigger interest rate on its debt.===>Međutim, možda je objašnjenje upravo u tome: gledajući kreditne rejtinge, Crna Gora ima gori kreditni rejting od banaka vlasnica crnogorskih banaka, i od država iz kojih potiču te države u smislu, ban ka majka stoji iza svoje kćerke; a možda i država iz koje potiče banka majka pa je tako normalno da plaća veću kamatu na svoj dug.)
MATCH@M:(The following table presents the history of the credit ratings of the four best known banking groups present on the Montenegro market, including the ratings of the State itself, all in the 2005 - 2008 period.===>U sljedećoj tabeli dat je istorijat kreditnih rejtinga četiri najpoznatije bankarske grupe koje su prisutne na tržištu Crne Gore, uključujući i rejting same Države, sve u periodu 2005-2008. godina.)
MATCH@E:(The following table presents the history of the credit ratings of the four best known banking groups present on the Montenegro market, including the ratings of the State itself, all in the 2005 2008 period.===>U sljedećoj tabeli dat je istorijat kreditnih rejtinga četiri najpoznatije bankarske grupe koje su prisutne na tržištu Crne Gore, uključujući i rejting same Države, sve u periodu 2005-2008. godina.)
MATCH@M:(Such argumentation is, by all means, disputable.===>Mora se priznati da je pomenuta argumentacija sporna.)
MATCH@E:(BB+ Such argumentation is, by all means, disputable.===>BB+ Mora se priznati da je pomenuta argumentacija sporna.)
MATCH@M:(The banks in Montenegro are (regardless of the fact that they are owned by some of the well known banking groups) nevertheless independent entities, accountable for their business acctivities, securing their credit worthiness by their own reputation and financial position.===>Ipak su crnogorske banke (iako u vlasništvu nekih od poznatih bankarskih grupa) samostalne cjeline, koje same odgovaraju za poslovanje, i reputacijom i fi-nansijskom pozicijom utiču na svoju kreditnu sposobnost.)
MATCH@E:(The banks in Montenegro are (regardless of the fact that they are owned by some of the well known banking groups) nevertheless independent entities, accountable for their business acctivities, securing their credit worthiness by their own reputation and financial position.===>Ipak su crnogorske banke (iako u vlasništvu nekih od poznatih bankarskih grupa) samostalne cjeline, koje same odgovaraju za poslovanje, i reputacijom i finansijskom pozicijom utiču na svoju kreditnu sposobnost.)
MATCH@M:(There is, of course, the argument that a well known banking group would not risk its reputation for “a small bank somewhere“ in Montenegro, and in case of a crisis, it would normally support the “daughter“ bank -however, this approach has its flaws.===>Istina, postoji argument da poznata bankarska grupa ne bi rizikovala svoju reputaciju zbog „neke male banke” u Crnoj Gori, i u slučaju krize, banki „kćer-ci” bi brzo priskočila u pomoć - ali ovaj pristup nije bez mana.)
MATCH@E:(There is, of course, the argument that a well known banking group would not risk its reputation for a small bank somewhere in Montenegro, and in case of a crisis, it would normally support the daughter bank however, this approach has its flaws.===>Istina, postoji argument da poznata bankarska grupa ne bi rizikovala svoju reputaciju zbog neke male banke u Crnoj Gori, i u slučaju krize, banki kćerci bi brzo priskočila u pomoć ali ovaj pristup nije bez mana.)
MATCH@M:(In the first place, the crisis would probably go public, which might well endanger the bank, and besides, that well known banking group might not want to rescue that inefficient and incompetitive bank in Montenegro, especially in the current global crisis that is a peril to a parent bank which also suffers from insolvency problems, and by no means has surplus of assets to rescue its subsidiaries worldwide.===>Prije svega, kriza bi se vjerovatno pročula, što bi gotovo jednako moglo ugroziti banku, a osim toga, možda ni poznata bankarska grupa ne bi ni željela spašavati neefikasnu i nekonkurentnu banku u Crnoj Gori. Posebno, u situaciji aktuelne Globalne krize, koja ugrožava i matičnu banku, koja ima problema sa likvidnošću, i ni slučajno nema viška sredstava da spašava svoje podružnice širom svijeta.)
MATCH@E:(In the first place, the crisis would probably go public, which might well endanger the bank, and besides, that well known banking group might not want to rescue that inefficient and incompetitive bank in Montenegro, especially in the current global crisis that is a peril to a parent bank which also suffers from insolvency problems, and by no means has surplus of assets to rescue its subsidiaries worldwide.===>Prije svega, kriza bi se vjerovatno pročula, što bi gotovo jednako moglo ugroziti banku, a osim toga, možda ni poznata bankarska grupa ne bi ni željela spašavati neefikasnu i nekonkurentnu banku u Crnoj Gori. ~~~ Posebno, u situaciji aktuelne Globalne krize, koja ugrožava i matičnu banku, koja ima problema sa likvidnošću, i ni slučajno nema viška sredstava da spašava svoje podružnice širom svijeta.)
MATCH@M:(It even may have assets to rescue one, however, not all of them.===>Možda i ima za jednu od njih, ali nema za više.)
MATCH@E:(It even may have assets to rescue one, however, not all of them.===>Možda i ima za jednu od njih, ali nema za više.)
MATCH@M:(And which criterion will it use to decide which subsidiary to rescue?===>A po kom kriteriju-mu se odlučiti za jednu, ili dvije, od svih?)
MATCH@E:(And which criterion will it use to decide which subsidiary to rescue?===>A po kom kriterijumu se odlučiti za jednu, ili dvije, od svih?)
MATCH@M:(However, even if we agree with the above mentioned arguments, there remains a question: what about the banks that are not owned by such well known groups, but are subsidiaries of not so famous banks, entities from the area of former Yugoslavia, or national legal or natural bodies?===>Međutim, čak i ako prihvatimo gore opisane razloge, postavlja se pitanje: šta sa bankama koje nijesu u vlasništvu tako poznatih bankarskih grupa, već mnogo manje poznatih banaka, subjekata sa prostora bivše Jugoslavije, ili domaćih pravnih ili fizičkih lica?)
MATCH@E:(However, even if we agree with the above mentioned arguments, there remains a question: what about the banks that are not owned by such well known groups, but are subsidiaries of not so famous banks, entities from the area of former Yugoslavia, or national legal or natural bodies? ~~~ Shouldnt their deposits earn higher interests?===>Međutim, čak i ako prihvatimo gore opisane razloge, postavlja se pitanje: šta sa bankama koje nijesu u vlasništvu tako poznatih bankarskih grupa, već mnogo manje poznatih banaka, subjekata sa prostora bivše Jugoslavije, ili domaćih pravnih ili fizičkih lica?)
MATCH@M:(They should. This, however, is not the case in Montenegro. The banks here offer similar passive interest rates (roughly, 6% or a number of percents higher), and then still less than the State gives to pay off its own debt.===>Trebalo bi, ali se to u Crnoj Gori ne dešava, već banke nude slične pasivne kamatne stope (ugrubo, 6% ili nešto više procenata godišnje), i opet, u krajnjem, mnogo manje nego što Država plaća na svoj dug.)
MATCH@E:(The banks here offer similar pas sive interest rates (roughly, 6% or a number of percents higher), and then still less than the State gives to pay off its own debt.===>Trebalo bi, ali se to u Crnoj Gori ne dešava, već banke nude slične pasivne kamatne stope (ugrubo, 6% ili nešto više procenata godišnje), i opet, u krajnjem, mnogo manje nego što Država plaća na svoj dug.)
MATCH@M:(Where is, then, the problem?===>U čemu je, onda, problem?)
MATCH@E:(Where is, then, the problem?===>U čemu je, onda, problem?)
MATCH@M:(In the investors’ ignorance, in the bond market insolvency, in the inefficiency of the bond market?===>Da li u neznanju investitora, nelikvidnosti tržišta obveznica, neefikasnosti tržišta obveznica?)
MATCH@E:(In the investors ignorance, in the bond market insolvency, in the inefficiency of the bond market?===>Da li u neznanju investitora, nelikvidnosti tržišta obveznica, neefikasnosti tržišta obveznica?)
MATCH@M:(By the way, the problem could be observed via the relationship between the demand and offer.===>Uzgred rečeno, problem bi se mogao posmatrati kroz odnos ponude i tražnje.)
MATCH@E:(By the way, the problem could be observed via the relationship between the demand and offer.===>Uzgred rečeno, problem bi se mogao posmatrati kroz odnos ponude i tražnje.)
MATCH@M:(In the fixed time deposit accounts the offer of capital is on the depositors’ side - they offer free assets, whereas the demand is the banks’ - they need the assets.===>Kod oročenih depozita, ponuda kapitala je na strani deponenata, koji nude slobodna sredstva, dok je tražnja na strani banaka, koje traže ta sredstva.)
MATCH@E:(In the fixed time deposit accounts the offer of capital is on the depositors side they offer free assets, whereas the demand is the banks they need the assets.===>Kod oročenih depozita, ponuda kapitala je na strani deponenata, koji nude slobodna sredstva, dok je tražnja na strani banaka, koje traže ta sredstva.)
MATCH@M:(We say ^relatively", mitigating the evaluation, although 11 banks, that are now present in Montenegro, is rather a small number compared to the number of buyers and sellers in the bond market.===>Kažemo „relativno”, ublažavajući ocjenu, iako je 11, koliko trenutno posluje banaka u Crnoj Gori, veoma mali broj u odnosu na broj kupaca i prodavača sa tržišta obveznica.)
MATCH@E:(2 We say relatively, mitigating the evaluation, although 11 banks, that are now present in Montenegro, is rather a small number compared to the number of buyers and sellers in the bond market.===>2 Kažemo relativno, ublažavajući ocjenu, iako je 11, koliko trenutno posluje banaka u Crnoj Gori, veoma mali broj u odnosu na broj kupaca i prodavaca sa tržišta obveznica.)
MATCH@M:(Competition, however, doas exist among banks, therefore the demand for deposits cannot only be observed and studied by the number of banks.===>Ipak, među bankama djeluje konkurencija, tako da se tražnja za depozitima ne može posmatrati prosto kroz broj banaka.)
MATCH@E:(Competition, however, doas exist among banks, therefore the demand for deposits cannot only be observed and studied by the number of banks.===>Ipak, među bankama djeluje konkurencija, tako da se tražnja za depozitima ne može posmatrati prosto kroz broj banaka.)
MATCH@M:(The answer to this question seems to be simply in the combination of a number of the causes mentioned.===>Čini se da je odgovor, jednostavno, u kombinaciji više pomenutih uzroka.)
MATCH@E:(The answer to this question seems to be simply in the combination of a number of the causes mentioned.===>Čini se da je odgovor, jednostavno, u kombinaciji više pomenutih uzroka.)
MATCH@M:(Let us make a short review of them:===>Razmotrimo ih:)
MATCH@E:(Let us make a short review of them: 1.===>Razmotrimo ih: ~~~ 1.)
BAD_LINE_=============================================================
BAD_LINE_M:Let us make a short review of them:
BAD_LINE_M:Razmotrimo ih:
BAD_LINE_E:Let us make a short review of them: 1.
BAD_LINE_E:Razmotrimo ih: ~~~ 1.
MATCH@M:(1. Distrust in the State as a debtor.===>1.	Nepovjerenje u Državu kao dužnika.)
MATCH@E:(Distrust in the State as a debtor.===>Nepovjerenje u Državu kao dužnika.)
MATCH@M:(The doubts and fears of investors that the State will not settle its debts, i.e., that it will postpone the settling, can be fully understood.===>Potpuno su razumljivi sumnja i strah investitora da Država neće izmiriti obaveze, tj. da će odložiti izmirenje obaveza.)
MATCH@E:(The doubts and fears of investors that the State will not settle its debts, i.e., that it will postpone the settling, can be fully understood.===>Potpuno su razumljivi sumnja i strah investitora da Država neće izmiriti obaveze, tj. da će odložiti izmirenje obaveza.)
MATCH@M:(Simply, the sad memories of the investors of 1990’s, of the times 10-15 years ago, when many people lost their life savings, are still fresh.===>Jednostavno, postoje loša sjećanja investitora na 1990-e, tj. na vrijeme od prije svega 10-15 godina, kada su mnogi izgubili životnu ušteđevinu.)
MATCH@E:(Simply, the sad memories of the investors of 1990s, of the times 10-15 years ago, when many people lost their life savings, are still fresh.===>Jednostavno, postoje loša sjećanja investitora na 1990-e, tj. na vrijeme od prije svega 10-15 godina, kada su mnogi izgubili životnu ušteđevinu.)
MATCH@M:(Or, let us not go so far back, remember the years 2002 and 2003, when the State did not settle its debts towards pensioneers.===>Ili, da ne idemo toliko unazad, na 2002. i 2003. godine, kada Država nije izmirila obaveze prema penzionerima.)
MATCH@E:(Or, let us not go so far back, remember the years 2002 and 2003, when the State did not settle its debts towards pensioneers.===>Ili, da ne idemo toliko unazad, na 2002. i 2003. godine, kada Država nije izmirila obaveze prema penzionerima.)
MATCH@M:(Finally, the bonds themselves mean the State’s redemption towards those it did not honour in due time.===>Na kraju, same obveznice predstavljaju iskupljenje Države prema onima kojima u nekom periodu nije ispunila obaveze.)
MATCH@E:(Finally, the bonds themselves mean the States redemption towards those it did not honour in due time.===>Na kraju, same obveznice predstavljaju iskupljenje Države prema onima kojima u nekom periodu nije ispunila obaveze.)
MATCH@M:(Why should we believe it will now?===>Zbog čega vjerovati da sada hoće?)
MATCH@E:(Why should we believe it will now?===>Zbog čega vjerovati da sada hoće?)
MATCH@M:(Objectivelly, there are arguments in favour of that, however, trust is, as we well know, something that needs time to recover, once it is lost.===>Objektivno, postoje argumenti da joj treba vjerovati, ali povjerenje je, kao što znamo, nešto što traži dosta vremena, jednom kada se izgubi.)
MATCH@E:(Objectivelly, there are arguments in favour of that, however, trust is, as we well know, something that needs time to recover, once it is lost. ~~~ 2.===>Objektivno, postoje argumenti da joj treba vjerovati, ali povjerenje je, kao što znamo, nešto što traži dosta vremena, jednom kada se izgubi. 2.)
MATCH@M:(2. Investors’ ignorance.===>2.	Neznanje investitora.)
MATCH@E:(Investors ignorance.===>Neznanje investitora.)
MATCH@M:(The capital market in Montenegro is a young market, only several years old.===>Crnogorsko tržište kapitala je mlado tržište, staro svega nekoliko godina.)
MATCH@E:(The capital market in Montenegro is a young market, only several years old.===>Crnogorsko tržište kapitala je mlado tržište, staro svega nekoliko godina.)
MATCH@M:(Economy has been a market economy for just a short period.===>Ekonomija tek nekoliko godina funkcioniše kao tržišna.)
MATCH@E:(Economy has been a market economy for just a short period.===>Ekonomija tek nekoliko godina funkcioniše kao tržišna.)
MATCH@M:(The society, too, goes through a difficult transition period when knowledge is, unfortunately, rated rather low.===>Tako-đe, društvo prolazi težak tranzicioni period, kada se znanje, na žalost, vrednuje relativno malo.)
MATCH@E:(The society, too, goes through a difficult transition period when knowledge is, unfortunately, rated rather low.===>Takođe, društvo prolazi težak tranzicioni period, kada se znanje, na žalost, vrednuje relativno malo.)
MATCH@M:(Therefore, there is no wonder the ignorance and misunderstanding survive.===>Zbog svega, razumljivo je da neznanje i nerazumijevanje postoje.)
MATCH@E:(Therefore, there is no wonder the ignorance and misunderstanding survive.===>Zbog svega, razumljivo je da neznanje i nerazumijevanje postoje. 3.)
MATCH@M:(3.	Investors’ dormancy (inertia).===>3.	Neaktivnost (inertnost) investitora.)
MATCH@E:(3. ~~~ Investors dormancy (inertia).===>Neaktivnost (inertnost) investitora.)
MATCH@M:(Investors find it easier ”not to think“ and simply make the surplus of liquidity into fixed-term deposits with a bank.===>Investitorima je lakše „ne razmišljati” i višak likvidnosti jednostavno oročiti u banci.)
MATCH@E:(Investors find it easier not to think and simply make the surplus of liquidity into fixed-term deposits with a bank.===>Investitorima je lakše ne razmišljati i višak likvidnosti jednostavno oročiti u banci.)
MATCH@M:(This is what they are familiar with, what they have been used to for years; and, finally, where they come, draw cash, pay bills, apply for credits, etc===>To je ono što im je poznato; na šta su naviknuti godinama ranije; i na kraju, gdje fizički dolaze, podižući gotovinu, plaćajući račune, uzimajući kredite itd.)
MATCH@E:(This is what they are familiar with, what they have been used to for years; and, finally, where they come, draw cash, pay bills, apply for credits, etc 4.===>To je ono što im je poznato; na šta su naviknuti godinama ranije; i na kraju, gdje fizički dolaze, podižući gotovinu, plaćajući račune, uzimajući kredite itd. 4.)
MATCH@M:(4.	Market insolvency.===>4.	Nelikvidnost tržišta.)
MATCH@E:(Market insolvency.===>Nelikvidnost tržišta.)
MATCH@M:(There is, of course, no internationally adopted scale for the exact measuring of liquidity (different coefficients are possible: e.g., relationship between trading and capitalization, or trading and GDP, etc.,), however, it is all so obvious that we do not need such a scale to conclude that the bond market in Montenegro is rather insolvent.===>Svakako da ne postoji međunarodno prihvaćena skala za egzaktno mjerenje likvidnosti (mogu se praviti različiti koeficijenti: npr. odnos prometa i kapitalizacije, ili prometa i BDP-a itd.), ali stvar je toliko očigledna, da nam takva skala i ne treba za ocjenu da je crnogorsko obvezničko tržište prilično nelikvidno.)
MATCH@E:(There is, of course, no internationally adopted scale for the exact measuring of liquidity (different coefficients are possible: e.g., relationship between trading and capitalization, or trading and GDP, etc.,), however, it is all so obvious that we do not need such a scale to conclude that the bond market in Montenegro is rather insolvent.===>Svakako da ne postoji međunarodno prihvaćena skala za egzaktno mjerenje likvidnosti (mogu se praviti različiti koeficijenti: npr. odnos prometa i kapitalizacije, ili prometa i BDP-a itd.), ali stvar je toliko očigledna, da nam takva skala i ne treba za ocjenu da je crnogorsko obvezničko tržište prilično nelikvidno.)
MATCH@M:(Here, €12 was taken for the purpose of simpler (and more obvious) calculation.ed.===>Ovdje je tačno 12€ uzeto zbog jednostavnije (i očiglednije) kalkulacije.)
MATCH@E:(Here, ¡12 was taken for the purpose of simpler (and more obvious) calculation.===>Ovdje je tačno 12¡ uzeto zbog jednostavnije (i očiglednije) kalkulacije.)
MATCH@M:(It is important, however, to know that inslovency may also be the consequence, since, if potential players do not enter the market, they make it less liquid.===>Primijetimo, međutim, da se nelikvidnost javlja i kao posljedica, jer ukoliko potencijalni učesnici ne ulaze na tržište, onda ga čine nelikvidnijim.)
MATCH@E:(It is important, however, to know that inslovency may also be the consequence, since, if potential players do not enter the market, they make it less liquid. ~~~ 5.===>Primijetimo, međutim, da se nelikvidnost javlja i kao posljedica, jer ukoliko potencijalni učesnici ne ulaze na tržište, onda ga čine nelikvidnijim. 5.)
MATCH@M:(5. The transaction costs, especially in case of PiO bonds.===>5.	Transakcioni troškovi, posebno u slučaju obveznica PiO.)
MATCH@E:(The transaction costs, especially in case of PiO bonds.===>Transakcioni troškovi, posebno u slučaju obveznica PiO.)
MATCH@M:(The transaction costs are not an important problem of the bond market, however, with small amounts, in transactions with PiO bonds, they may slow down the market, that is, make it inefficient.===>Iako transakcioni troškovi nijesu bitan problem obvezničkog tržišta, kod malih iznosa, pri transakcijama obveznicama PiO mogu usporavati tržište, tj. uticati na njegovu neefikasnost.)
MATCH@E:(The transaction costs are not an important problem of the bond market, however, with small amounts, in transactions with PiO bonds, they may slow down the market, that is, make it inefficient.===>Iako transakcioni troškovi nijesu bitan problem obvezničkog tržišta, kod malih iznosa, pri transakcijama obveznicama PiO mogu usporavati tržište, tj. uticati na njegovu neefikasnost.)
MATCH@M:(In almost 35 thousand transactions only 4 million euros were traded, making the average transaction value of not more than €120.===>Svega 4 miliona eura obveznica PiO prometovano je kroz skoro 35 hiljada transakcija, dajući promet prosječne transakcije od nepunih 120€.)
MATCH@E:(In almost 35 thousand transactions only 4 million euros were traded, making the average transaction value of not more than ¡120.===>Svega 4 miliona eura obveznica PiO prometovano je kroz skoro 35 hiljada transakcija, dajući promet prosječne transakcije od nepunih 120¡.)
MATCH@M:(Since the buyer has to pay a broker the commission of €12, which makes as much as 10%, it is a big stimulus and an "average buyer“ does not enter the transaction and does not take the opportunity to gain.===>Obzirom da kupac mora platiti proviziju brokeru u iznosu od 12€, što je čak 10%, to je veliki stimulans da „prosječan kupac” ne uđe u transakciju i ne iskoristi mogućnost za dobit .)
MATCH@E:(Since the buyer has to pay a broker the commission of ¡12, which makes as much as 10%, it is a big stimulus and an average buyer does not enter the transaction and does not take the opportunity to gain4.===>Obzirom da kupac mora platiti proviziju brokeru u iznosu od 12¡, što je čak 10%, to je veliki stimulans da prosječan kupac ne uđe u transakciju i ne iskoristi mogućnost za dobit4.)
MATCH@M:(He has to annul the cost of the €12, which means that, having in mind only the case of waiting for the maturity date (in no case the sale, or new purchase after the sale - which would incur even larger transaction costs), he will receive at least €132 at maturity, which further means that the purchase at any price higher than €0.91 does not pay.===>On mora anulirati trošak tih 12€, što će reći da, razmatrajući samo slučaj čekanja dospijeća (ni slučajno prodaje, ili pak, nakon prodaje i nove kupovine - što bi ga sve odvelo u još veće transakcione troškove), pri dospijeću mora primiti barem 132€, što govori da mu se kupovina po bilo kojoj cijeni preko 0,91€ ne isplati.)
MATCH@E:(He has to annul the cost of the ¡12, which means that, having in mind only the case of waiting for the maturity date (in no case the sale, or new purchase after the sale which would incur even larger transaction costs), he will receive at least ¡132 at maturity, which further means that the purchase at any price higher than ¡0.91 does not pay. ~~~ 3.===>On mora anulirati trošak tih 12¡, što će reći da, razmatrajući samo slučaj čekanja dospijeća (ni slučajno prodaje, ili pak, nakon prodaje i nove kupovine što bi ga sve odvelo u još veće transakcione troškove), pri dospijeću mora primiti barem 132¡, što govori da mu se kupovina po bilo kojoj cijeni preko 0,91¡ ne isplati. 3.)
MATCH@M:(In the context of the risk from the interest rate changes, it is essential that the trends of yields, that is changes in yields, not the levels of yields themselves are observed.===>U kontekstu rizika promjene kamatne stope, suštinski je, naravno, posmatrati kretanje prinosa tj. promjene prinosa, a ne same nivoe prinosa.)
MATCH@E:(Yields variations In the context of the risk from the interest rate changes, it is essential that the trends of yields, that is changes in yields, not the levels of yields themselves are observed.===>Varujacije prinosa U kontekstu rizika promjene kamatne stope, suštinski je, naravno, posmatrati kretanje prinosa tj. promjene prinosa, a ne same nivoe prinosa.)
MATCH@M:((In this sense, discussions on the levels of yields on bonds, from the above paragraphs, are a logical and appropriate introduction into the analysis of yield variations).===>(U tom smislu, razmatranja o nivoima prinosa na obveznice, iz prethodnih pragrafa, logičan su i dobar uvod za razmatranja o varijacijama prinosa.))
MATCH@E:(Although it is obvious that they are related. ~~~ (In this sense, discussions on the levels of yields on bonds, from the above paragraphs, are a logical and appropriate introduction into the analysis of yield variations).===>Iako je, naravno, jasno da jedno mora biti u vezi sa drugim. (U tom smislu, razmatranja o nivoima prinosa na obveznice, iz prethodnih pragrafa, logičan su i dobar uvod za razmatranja o varijacijama prinosa.) Kao što znamo, metoda duracije i konveksnosti je dobra za ocjenu rizika kamatne stope, ali samo dotle dok se ne postavlja pitanje stvarne, realne mogućnosti da se stope promijene.)
BAD_LINE_=============================================================
BAD_LINE_M:(In this sense, discussions on the levels of yields on bonds, from the above paragraphs, are a logical and appropriate introduction into the analysis of yield variations).
BAD_LINE_M:(U tom smislu, razmatranja o nivoima prinosa na obveznice, iz prethodnih pragrafa, logičan su i dobar uvod za razmatranja o varijacijama prinosa.)
BAD_LINE_E:Although it is obvious that they are related. ~~~ (In this sense, discussions on the levels of yields on bonds, from the above paragraphs, are a logical and appropriate introduction into the analysis of yield variations).
BAD_LINE_E:Iako je, naravno, jasno da jedno mora biti u vezi sa drugim. (U tom smislu, razmatranja o nivoima prinosa na obveznice, iz prethodnih pragrafa, logičan su i dobar uvod za razmatranja o varijacijama prinosa.) Kao što znamo, metoda duracije i konveksnosti je dobra za ocjenu rizika kamatne stope, ali samo dotle dok se ne postavlja pitanje stvarne, realne mogućnosti da se stope promijene.
MATCH@M:(As we well know, the method of duration and convexity is good in estimating the interest rate, but only as long as the question of a real opportunity for the rates to be changed is not asked.===>Kao što znamo, metoda duracije i konveksnosti je dobra za ocjenu rizika kamatne stope, ali samo dotle dok se ne postavlja pitanje stvarne, realne mogućnosti da se stope promijene.)
MATCH@E:(As we well know, the method of duration and convexity is good in estimating the interest rate, but only as long as the question of a real opportunity for the rates to be changed is not asked.===>)
BAD_LINE_=============================================================
BAD_LINE_M:As we well know, the method of duration and convexity is good in estimating the interest rate, but only as long as the question of a real opportunity for the rates to be changed is not asked.
BAD_LINE_M:Kao što znamo, metoda duracije i konveksnosti je dobra za ocjenu rizika kamatne stope, ali samo dotle dok se ne postavlja pitanje stvarne, realne mogućnosti da se stope promijene.
BAD_LINE_E:As we well know, the method of duration and convexity is good in estimating the interest rate, but only as long as the question of a real opportunity for the rates to be changed is not asked.
BAD_LINE_E:
MATCH@M:(In other words, the method of durations and convexity only shows the "potential“ of the bond price to react to the interest rate change.===>Drugim riječima, metoda duraci-ja i konveksnosti samo prikazuje „potencijal” cijene obveznice da odreaguje na promjenu kamatne stope.)
MATCH@E:(In other words, the method of durations and convexity only shows the potential of the bond price to react to the interest rate change.===>Ali, ukoliko do promjene kamatne stope ne dođe, taj potencijal ne može biti iskorišćen.)
BAD_LINE_=============================================================
BAD_LINE_M:In other words, the method of durations and convexity only shows the "potential“ of the bond price to react to the interest rate change.
BAD_LINE_M:Drugim riječima, metoda duraci-ja i konveksnosti samo prikazuje „potencijal” cijene obveznice da odreaguje na promjenu kamatne stope.
BAD_LINE_E:In other words, the method of durations and convexity only shows the potential of the bond price to react to the interest rate change.
BAD_LINE_E:Ali, ukoliko do promjene kamatne stope ne dođe, taj potencijal ne može biti iskorišćen.
MATCH@M:(However, if that does not happen, the potential cannot be employed.===>Ali, ukoliko do promjene kamatne stope ne dođe, taj potencijal ne može biti iskorišćen.)
MATCH@E:(However, if that does not happen, the potential cannot be employed.===>)
BAD_LINE_=============================================================
BAD_LINE_M:However, if that does not happen, the potential cannot be employed.
BAD_LINE_M:Ali, ukoliko do promjene kamatne stope ne dođe, taj potencijal ne može biti iskorišćen.
BAD_LINE_E:However, if that does not happen, the potential cannot be employed.
BAD_LINE_E:
MATCH@M:(It is for this reason that, in studying the interest rate risk, the volatility of interest rates must be taken into account.===>Zbog toga se pri razmatranju rizika kamatne stope mora se uzeti u obzir i volatilitet kamatnih stopa.)
MATCH@E:(It is for this reason that, in studying the interest rate risk, the volatility of interest rates must be taken into account.===>Zbog toga se pri razmatranju rizika kamatne stope mora se uzeti u obzir i volatilitet kamatnih stopa.)
MATCH@M:(Here, we will use a number of elementary, intuitive parametres to analyse the volatility of state bonds yield in Montenegro and compare it with that of the US state (federal) securities.===>Ovdje ćemo kroz par elementarnih, intuitivnih parametara razmotriti volatilitet prinosa na državne obveznice u Crnoj Gori, i uporediti ga sa onim kod američkih državnih (federalnih) hartija.)
MATCH@E:(Here, we will use a number of elementary, intuitive parametres to analyse the volatility of state bonds yield in Montenegro and compare it with that of the US state (federal) securities.===>Ovdje ćemo kroz par elementarnih, intuitivnih parametara razmotriti volatilitet prinosa na državne obveznice u Crnoj Gori, i uporediti ga sa onim kod američkih državnih (federalnih) hartija.)
MATCH@M:(We will disregard the method of duration and convexity.===>Pri tome, odustajemo od metode duracije i konveksnosti.)
MATCH@E:(We will disregard the method of duration and convexity.===>Pri tome, odustajemo od metode duracije i konveksnosti.)
MATCH@M:(Besides the above mentioned flaw of the method, in the case of the Montenegrin bonds we have one hindering reason: there are no coupon bonds.===>Osim pomenute „manjkavosti” metode, u slučaju crnogorskih obveznica nailazimo i na jedan sputavajući razlog: u pitanju je nepostojanje obveznica sa kuponima.)
MATCH@E:(Besides the above mentioned flaw of the method, in the case of the Montenegrin bonds we have one hindering reason: there are no coupon bonds.===>Osim pomenute manjkavosti metode, u slučaju crnogorskih obveznica nailazimo i na jedan sputavajući razlog: u pitanju je nepostojanje obveznica sa kuponima.)
MATCH@M:(The results are presented in the following table.===>Rezultati su u sljedećoj tabeli.)
MATCH@E:(The results are presented in the following table.===>Rezultati su u sljedećoj tabeli.)
MATCH@M:(If we look at the variation coefficient, however, we will notice that, relatively, it is not the case with the FFCS bonds, but only with the PiO bonds.===>Međutim, ukoliko pogledamo koeficijent varijacije, primjećujemo da, relativno posmatrano, to nije slučaj sa obveznicama SDS, već samo sa obveznicama vrijednosti koje izdaje Trezor SAD-a. Period posma-tranja je 1990-2008. godina.)
MATCH@E:(If we look at the variation coefficient, however, we will notice that, relatively, it is not the case with the FFCS bonds, but only with the PiO bonds.===>Međutim, ukoliko pogledamo koeficijent varijacije, primjećujemo da, relativno posmatrano, to nije slučaj sa obveznicama SD[, već samo sa obveznicama PiO.)
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BAD_LINE_M:If we look at the variation coefficient, however, we will notice that, relatively, it is not the case with the FFCS bonds, but only with the PiO bonds.
BAD_LINE_M:Međutim, ukoliko pogledamo koeficijent varijacije, primjećujemo da, relativno posmatrano, to nije slučaj sa obveznicama SDS, već samo sa obveznicama vrijednosti koje izdaje Trezor SAD-a. Period posma-tranja je 1990-2008. godina.
BAD_LINE_E:If we look at the variation coefficient, however, we will notice that, relatively, it is not the case with the FFCS bonds, but only with the PiO bonds.
BAD_LINE_E:Međutim, ukoliko pogledamo koeficijent varijacije, primjećujemo da, relativno posmatrano, to nije slučaj sa obveznicama SD[, već samo sa obveznicama PiO.
MATCH@M:(We could also (partly) conclude that the variations in yields are on the average greater in the FFCS bonds, in relation to the PiO bonds (especially if the extreme P08P series is excluded).===>Takođe, moglo bi se (donekle) zaključiti da prinosi u prosjeku više variraju kod obveznica SDS, u odnosu na obveznice PiO (posebno ako se izuzme ekstremna serija P08P).)
MATCH@E:(We could also (partly) conclude that the variations in yields are on the average greater in the FFCS bonds, in relation to the PiO bonds (especially if the extreme P08P series is excluded).===>Takođe, moglo bi se (donekle) zaključiti da prinosi u prosjeku više variraju kod obveznica SD[, u odnosu na obveznice PiO (posebno ako se izuzme ekstremna serija P08P).)
MATCH@M:(Beside this one, it is hard to find any other regularities.===>Osim navedenog, teško je uočiti druge pravilnosti.)
MATCH@E:(Beside this one, it is hard to find any other regularities.===>Osim navedenog, teško je uočiti druge pravilnosti.)
MATCH@M:(Let us for a moment return to our discussion on the difference in the yield amount on the fixed-term deposits and bonds in Montenegro.===>Vratimo se ovdje za trenutak na našu diskusiju o razlici u visini prinosa na oročene depozite i obveznice u Crnoj Gori.)
MATCH@E:(Let us for a moment return to our discussion on the difference in the yield amount on the fixed-term deposits and bonds in Montenegro.===>Vratimo se ovdje za trenutak na našu diskusiju o razlici u visini prinosa na oročene depozite i obveznice u Crnoj Gori.)
MATCH@M:(We will note the difference in the yield variation in bonds, in relation to yield variations in deposits.===>Primijetimo razliku u varijaciji prinosa kod obveznica, u odnosu na varijacije prinosa kod depozita.)
MATCH@E:(We will note the difference in the yield variation in bonds, in relation to yield variations in deposits.===>Primijetimo razliku u varijaciji prinosa kod obveznica, u odnosu na varijacije prinosa kod depozita.)
MATCH@M:(Compared to the yield on bonds, the yields on deposits are (almost) constant.===>U poređenju sa prinosima na obveznice, prinosi na depozite su (gotovo) konstantni.)
MATCH@E:(Compared to the yield on bonds, the yields on deposits are (almost) constant.===>U poređenju sa prinosima na obveznice, prinosi na depozite su (gotovo) konstantni.)
MATCH@M:(This argument may join the others on the list, in favour of the expelna-tions of the lower level of yields on deposits.===>Ovaj argument bi se mogao pridružiti drugima na listi, u prilog objašnjenjima o nižem nivou prinosa na depozite.)
MATCH@E:(This argument may join the others on the list, in favour of the expelnations of the lower level of yields on deposits.===>Ovaj argument bi se mogao pridružiti drugima na listi, u prilog objašnjenjima o nižem nivou prinosa na depozite.)
MATCH@M:(Because, clearly, the investor finds such yield variations unfavourable.===>Jer, ovakve varijacije prinosa na obveznice su, jasno, nepo-voljnost za investitora.)
MATCH@E:(Because, clearly, the investor finds such yield variations unfavourable.===>Jer, ovakve varijacije prinosa na obveznice su, jasno, nepovoljnost za investitora.)
MATCH@M:(The investor who would have to sell part of his portfolio (if in need for cash), might risk to obtain considerably less than he paid for the bonds.===>Investitor koji bi morao da proda dio portfolija (zbog potreba za gotovinom), mogao bi rizikovati da dobije znatno manje nego što je za obveznice platio .)
MATCH@E:(The investor who would have to sell part of his portfolio (if in need for cash), might risk to obtain considerably less than he paid for the bonds5.===>Investitor koji bi morao da proda dio portfolija (zbog potreba za gotovinom), mogao bi rizikovati da dobije znatno manje nego što je za obveznice platio5.)
MATCH@M:(On the other hand, the depositor would only lose the interest, or part of interest.===>Sa druge strane, deponent bi samo izgubio kamatu, ili možda samo njen dio.)
MATCH@E:(On the other hand, the depositor would only lose the interest, or part of interest.===>Sa druge strane, deponent bi samo izgubio kamatu, ili možda samo njen dio.)
MATCH@M:(This argument cannot, naturally, be all in favour of the higher level of yield on bonds, contrary to that on deposits, since there is always a solution to keep the bonds until their maturity date, in which case the interest rate risk is eliminated===>Naravno, ovaj argument ne može sasvim ići u prilog višem nivou prinosa na obveznice nasuprot onom na depozite, jer uvijek postoji solucija držanja obveznice do dospijeća, u kom slučaju rizik kamatne stope biva eliminisan .)
MATCH@E:(This argument cannot, naturally, be all in favour of the higher level of yield on bonds, contrary to that on deposits, since there is always a solution to keep the bonds until their maturity date, in which case the interest rate risk is eliminated6.===>Naravno, ovaj argument ne može sasvim ići u prilog višem nivou prinosa na obveznice nasuprot onom na depozite, jer uvijek postoji solucija držanja obveznice do dospijeća, u kom slučaju rizik kamatne stope biva eliminisan6.)
MATCH@M:(Anyway, the comparison may even be useful in drawing the conclusions that follow.===>Međutim, svejedno, poređenje će tako možda i više poslužiti zaključcima koji slijede.)
MATCH@E:(Anyway, the comparison may even be useful in drawing the conclusions that follow.===>Međutim, svejedno, poređenje će tako možda i više poslužiti zaključcima koji slijede.)
MATCH@M:(Note the significantly lower yield levels compared to the securities issued in Montenegro.===>Primijetimo mnogo manje nivoe prinosa u odnosu na državne dužničke hartije Crne Gore.)
MATCH@E:(Note the significantly lower yield levels compared to the securities issued in Montenegro.===>Primijetimo mnogo manje nivoe prinosa u odnosu na državne dužničke hartije Crne Gore.)
MATCH@M:(On an average, in this period, the yields on the US Treasury securities ranged from 4-5%.===>U prosjeku, tokom ovog perioda, prinosi na hartije Trezora SAD-a su se kretali između 4-5%.)
MATCH@E:(On an average, in this period, the yields on the US Treasury securities ranged from 4-5%.===>U prosjeku, tokom ovog perioda, prinosi na hartije Trezora SAD-a su se kretali između 4-5%.)
MATCH@M:(As we see, however, the yield variations on American securities are also striking.===>Međutim, kao što vidimo, varijacije prinosa i na američke dužničke haritije su veoma izražene.)
MATCH@E:(As we see, however, the yield variations on American securities are also striking.===>Međutim, kao što vidimo, varijacije prinosa i na američke dužničke haritije su veoma izražene.)
MATCH@M:(This is clearly shown by the variation coefficient.===>To jasno pokazuje koeficijent varijacije.)
MATCH@E:(This is clearly shown by the variation coefficient.===>To jasno pokazuje koeficijent varijacije.)
MATCH@M:(Here, we observe the entire 1990-2008 period.===>Ovdje je obuhvaćen cijeli period 1990-2008. godina.)
MATCH@E:(Here, we observe the entire 1990-2008 period.===>Ovdje je obuhvaćen cijeli period 1990-2008. godina.)
MATCH@M:(The variations would have been smaller had some other been observed, for example 1995-2000. (see the graph).===>Varijacije bi bile mnogo manje da su posmatrani neki drugi periodi, npr. 1995-2000. (primijetimo na grafiku).)
MATCH@E:(The variations would have been smaller had some other been observed, for example 1995-2000. (see the graph).===>Varijacije bi bile mnogo manje da su posmatrani neki drugi periodi, npr. 1995-2000. (primijetimo na grafiku).)
MATCH@M:(This, however, does not change the conclusion that the yield variations on American debtor security are present.===>Međutim, to i dalje ne mijenja bitno zaključak, da su i varijacije prinosa na američke dužničke hart depozita.)
MATCH@E:(This, however, does not change the conclusion that the yield variations on American debtor security are present.===>Međutim, to i dalje ne mijenja bitno zaključak, da su i varijacije prinosa na američke dužničke hart depozita.)
MATCH@M:(The yields are significantly lower compared to those in Montenegro, nevertheless, the variations are almost equally present.===>U poređenju sa prinosima na obveznice, prinosi na depozite su (gotovo) konstantni.)
MATCH@E:(The yields are significantly lower compared to those in Montenegro, nevertheless, the variations are almost equally present.===>U poređenju sa prinosima na obveznice, prinosi na depozite su (gotovo) konstantni.)
MATCH@M:(What is, however, behind the variations in the yields on securities issued by the US Treasury?===>Ovaj argument bi se mogao pridružiti drugima na listi, u prilog objašnjenjima o nižem nivou prinosa na depozite.)
MATCH@E:(What is, however, behind the variations in the yields on securities issued by the US Treasury?===>Ovaj argument bi se mogao pridružiti drugima na listi, u prilog objašnjenjima o nižem nivou prinosa na depozite.)
MATCH@M:(Primarily, it is the monetary policy of the FED, the US Central Bank. On the basis of the economic conditions (primarily inflation, and then growth) the FED changes its so-called federal funds target rate, the interest rate at which the business banks, mostly over night, lend each other the resources they keep as statutory reserves with the FED (the so-called federal funds).===>Jer, ovakve varijacije prinosa na obveznice su, jntralne banke SAD-a. Prema stanju u ekonomiji (prvenstveno inflacije, a zatim i rasta), FED mijenja tzv. ciljanu kamatnu stopu na federalne fondove (federal funds target rate), što je kamatna stopa po kojoj poslovne banke, uglavnom prekonoćno, jedna drugoj pozajmljuju sredstva koja drže u vidu obaveznih rezervi kod FED-a (tzv. federalni fondovi).)
MATCH@E:(On the basis of the economic conditions (primarily inflation, and then growth) the FED changes its so-called federal funds target rate, the interest rate at which the business banks, mostly over night, lend each other the resources they keep as statutory reserves with the FED (the so-called federal funds).===>Prema stanju u ekonomiji (prvenstveno inflacije, a zatim i rasta), FED mijenja tzv. ciljanu kamatnu stopu na federalne fondove (federal funds target rate), što je kamatna stopa po kojoj poslovne banke, uglavnom prekonoćno, jedna drugoj pozajmljuju sredstva koja drže u vidu obaveznih rezervi kod FEDa (tzv. federalni fondovi).)
MATCH@M:(The FED targets this interest rate, that is, it attempts to achieve it through the operations on the open market.===>FED tu kamatnu stopu „cilja”, tj. putem operacija na otvorenom tržištu utiče na nju i nastoji je ostvariti.)
MATCH@E:(The FED targets this interest rate, that is, it attempts to achieve it through the operations on the open market.===>FED tu kamatnu stopu cilja, tj. putem operacija na otvorenom tržištu utiče na nju i nastoji je ostvariti.)
MATCH@M:(It is clear that the interest rate on the securities issued by the Treasury, especially the short-term ones (since the transactions with federal funds are very short-termed) must correspond with the interest rates on federal funds.===>Jasno je da kamatna stopa na hartije koje izdaje Trezor, posebno na kratkoročne (budući da su transakcije sa federalnim fondovima veoma kratkoročne), moraju korespondirati sa kamatnim stopama na federalne fondove.)
MATCH@E:(It is clear that the interest rate on the securities issued by the Treasury, especially the short-term ones (since the transactions with federal funds are very short-termed) must correspond with the interest rates on federal funds.===>Jasno je da kamatna stopa na hartije koje izdaje Trezor, posebno na kratkoročne (budući da su transakcije sa federalnim fondovima veoma kratkoročne), moraju korespondirati sa kamatnim stopama na federalne fondove.)
MATCH@M:(In addition to the US monetary policy impact, some other factors condition the yield on the Treasury issued securities.===>Osim uticaja monetarne politike SAD-a, na prinose hartija Trezora djeluju i drugi faktori.)
MATCH@E:(In addition to the US monetary policy impact, some other factors condition the yield on the Treasury issued securities.===>Osim uticaja monetarne politike SAD-a, na prinose hartija Trezora djeluju i drugi faktori.)
MATCH@M:(For example, the crisis situations on money markets direct the investors towards the Treasury securities, since these are considered to be the safest instruments.===>Npr. krizne situacije na finan-sijskim tržištima tjeraju investitore prema hartijama Trezora, budući da se smatraju najsigurnijim instrumentima.)
MATCH@E:(For example, the crisis situations on money markets direct the investors towards the Treasury securities, since these are considered to be the safest instruments.===>Npr. krizne situacije na finansijskim tržištima tjeraju investitore prema hartijama Trezora, budući da se smatraju najsigurnijim instrumentima.)
MATCH@M:(On the other hand, what is it that causes the variations in the yield on the Montenegro state securities?===>Sa druge strane, šta utiče na varijacije prinosa crnogorskih državnih obveznica?)
MATCH@E:(On the other hand, what is it that causes the variations in the yield on the Montenegro state securities?===>Sa druge strane, šta utiče na varijacije prinosa crnogorskih državnih obveznica?)
MATCH@M:(Using the euro, i.e., the foreign currency as the official paying instrument, Montenegro obviously has a “no money policy“ central bank.===>Koristeći euro, tj. stranu valutu kao zvanično sredstvo plaćanja, Crna Gora, posljedično, ima centralnu banku „bez monetarne politike”.)
MATCH@E:(Using the euro, i.e., the foreign currency as the official paying instrument, Montenegro obviously has a no money policy central bank.===>Koristeći euro, tj. stranu valutu kao zvanično sredstvo plaćanja, Crna Gora, posljedično, ima centralnu banku bez monetarne politike.)
MATCH@M:(Montenegro is not member of the EMU, however, it may be expected that the ECB monetary policy affects the yield range.===>Iako Crna Gora nije član EMU, moglo bi se donekle očekivati i da monetarna politika ECB-a utiče na kretanje prinosa.)
MATCH@E:(Montenegro is not member of the EMU, however, it may be expected that the ECB monetary policy affects the yield range.===>Iako Crna Gora nije član EMU, moglo bi se donekle očekivati i da monetarna politika ECB-a utiče na kretanje prinosa.)
MATCH@M:(This, however, is not the case, since the yields do not show any correlation with the ECB decisions on the referent interest rate.===>To, međutim, apsolutno nije slučaj, jer prinosi ne pokazuju vezu sa odlukama ECB-a o referentnoj kamatnoj stopi.)
MATCH@E:(This, however, is not the case, since the yields do not show any correlation with the ECB decisions on the referent interest rate.===>To, međutim, apsolutno nije slučaj, jer prinosi ne pokazuju vezu sa odlukama ECB-a o referentnoj kamatnoj stopi.)
MATCH@M:(Let us stop here for a moment.===>Zaustavimo se ovdje na trenutak.)
MATCH@E:(Let us stop here for a moment.===>Zaustavimo se ovdje na trenutak.)
MATCH@M:(In a way, we could maintain that the risk of the change in the interest rate on the Montenegro state bonds conditionally “does not exist“ since the interest rate(s) affecting the price cannot be “identified“.===>Na neki način, mogli bi konstatovati da rizik promjene kamatne stope kod crnogorskih državnih obveznica, uslovno rečeno „ne postoji”, jer se ne može „identifikovati” kamatna stopa (kamatne stope) koje utiču na cijenu.)
MATCH@E:(In a way, we could maintain that the risk of the change in the interest rate on the Montenegro state bonds conditionally does not exist since the interest rate(s) affecting the price cannot be identified.===>Na neki način, mogli bi konstatovati da rizik promjene kamatne stope kod crnogorskih državnih obveznica, uslovno rečeno ne postoji, jer se ne može identifikovati kamatna stopa (kamatne stope) koje utiču na cijenu.)
MATCH@M:(In this sense, we can talk about a risk of “price change“, which changes without a direct influence of interest rates on the market.===>U tom smislu, moglo bi se reći da govorimo o nekom riziku „promjene cijene”, koja se mijenja „bez” direktnog uti-caja kamatnih stopa na tržištu.)
MATCH@E:(In this sense, we can talk about a risk of price change, which changes without a direct influence of interest rates on the market.===>U tom smislu, moglo bi se reći da govorimo o nekom riziku promjene cijene, koja se mijenja bez direktnog uticaja kamatnih stopa na tržištu.)
MATCH@M:(Such an attitude, however, cannot be correct.===>Međutim, ovakav stav ne može biti tačan.)
MATCH@E:(Such an attitude, however, cannot be correct.===>Međutim, ovakav stav ne može biti tačan.)
MATCH@M:(Montenegro is affected by the influences of interest rates on the money markets of the developed countries.===>Ipak do Crne Gore dolaze uticaji kamatnih stopa sa finansijskih tržišta razvijenih zemalja.)
MATCH@E:(Montenegro is affected by the influences of interest rates on the money markets of the developed countries.===>Ipak do Crne Gore dolaze uticaji kamatnih stopa sa finansijskih tržišta razvijenih zemalja.)
MATCH@M:(The interest rates approved of by the banks in Montenegro and the changes in the levels of these interest rates may serve as rough approximation.===>Kao gruba aproksimacija, mogu služiti kamatne stope koje odobravaju banke u Crnoj Gori, i promjene nivoa tih kamatnih stopa.)
MATCH@E:(The interest rates approved of by the banks in Montenegro and the changes in the levels of these interest rates may serve as rough approximation.===>Kao gruba aproksimacija, mogu služiti kamatne stope koje odobravaju banke u Crnoj Gori, i promjene nivoa tih kamatnih stopa.)
MATCH@M:(It is by no means easy to understand what is it behind the yield variations on the Montenegro state bonds, that is, what the explanation to these variations is.===>Veoma je teško shvatiti šta stoji iza varijacija u prinosima crnogorskih državnih obveznica, tj. koje je obrazloženje varijacija.)
MATCH@E:(It is by no means easy to understand what is it behind the yield variations on the Montenegro state bonds, that is, what the explanation to these variations is.===>Veoma je teško shvatiti šta stoji iza varijacija u prinosima crnogorskih državnih obveznica, tj. koje je obrazloženje varijacija.)
MATCH@M:(Take the series OB15, OB16 and OB17.===>Osvrnimo se na serije OB15, OB16 i OB17.)
MATCH@E:(Take the series OB15, OB16 and OB17.===>Osvrnimo se na serije OB15, OB16 i OB17.)
MATCH@M:(These are the series whose prices fell inexplicably from the autumn 2006 towards the end of 2008.===>To su serije čije su cijene neshvatljivo padale od jeseni 2006. pa prema kraju 2008. godine.)
MATCH@E:(These are the series whose prices fell inexplicably from the autumn 2006 towards the end of 20088.===>To su serije čije su cijene neshvatljivo padale od jeseni 2006. pa prema kraju 2008. godine8.)
MATCH@M:(Or, equivalently, from the level of 5%, the yields became two, three and at one moment four times as high (in series OB15).===>Ili, ekvivalentno, prinosi su sa nivoa oko 5%, postali dvostruko, trostruko, i u jednom trenutku i četvoro-struko viši (kod serije OB15).)
MATCH@E:(Or, equivalently, from the level of 5%, the yields became two, three and at one moment four times as high (in series OB15).===>Ili, ekvivalentno, prinosi su sa nivoa oko 5%, postali dvostruko, trostruko, i u jednom trenutku i četvorostruko viši (kod serije OB15).)
MATCH@M:(It is really difficult to explain what caused this.===>Zbog čega se to desilo, zaista je teško odgovoriti.)
MATCH@E:(It is really difficult to explain what caused this.===>Zbog čega se to desilo, zaista je teško odgovoriti.)
MATCH@M:(Would the abrupt rise in yields (fall in prices) mean that the state became a worse debtor, less credit worthy than before?===>Da li bi skok prinosa (pad cijena) značio da je Država tada postala gori dužnik, manje kreditno sposobna nego ranije?)
MATCH@E:(Would the abrupt rise in yields (fall in prices) mean that the state became a worse debtor, less credit worthy than before?===>Da li bi skok prinosa (pad cijena) značio da je Država tada postala gori dužnik, manje kreditno sposobna nego ranije?)
MATCH@M:(This is, of course, nonsense, because 2007 was an even better fiscal and economic year (the most successful after the break of the SFRY), and so was 2008 (although slightly worse than 2007).===>To je, jasno, besmislica, jer je 2007. bila još bolja fiskalna i ekonomska godina (najbolja nakon raspada SFRJ), kao i (iako nešto lošija od 2007. godine) 2008 godina.)
MATCH@E:(This is, of course, nonsense, because 2007 was an even better fiscal and economic year (the most successful after the break of the SFRY), and so was 2008 (although slightly worse than 2007).===>To je, jasno, besmislica, jer je 2007. bila još bolja fiskalna i ekonomska godina (najbolja nakon raspada SFRJ), kao i (iako nešto lošija od 2007. godine) 2008 godina.)
MATCH@M:(Or, we may wonder what it was in autumn 2006 that showed that the state was to become a worse debtor (ever, until the end of the maturity period), what could not be foreseen before 2006.===>Ili, možemo se pitati šta je to nagovještavalo na jesen 2006. da će Država kasnije postati gori dužnik (ikad, do kraja roka dospijeća), što se već nije moglo to nagovijestiti prije 2006. godine?)
MATCH@E:(Or, we may wonder what it was in autumn 2006 that showed that the state was to become a worse debtor (ever, until the end of the maturity period), what could not be foreseen before 2006.===>Ili, možemo se pitati šta je to nagovještavalo na jesen 2006. da će Država kasnije postati gori dužnik (ikad, do kraja roka dospijeća), što se već nije moglo to nagovijestiti prije 2006. godine?)
MATCH@M:(Using a different approach, the market may have “decided“ in 2006 that the OB15-OB17 series were overpriced, returning low yield on credit risk, and consequently lowered the price, increasing the yield?===>Koristeći drugačiji pristup, možda je na jesen 2006. godine tržište „ustanovilo” da su serije OB15-OB17 precijenjene, donoseći malu nagradu za kreditni rizik, pa je stoga oborilo cijenu, povećavajući prinose?)
MATCH@E:(Using a different approach, the market may have decided in 2006 that the OB15-OB17 series were overpriced, returning low yield on credit risk, and consequently lowered the price, increasing the yield?===>Koristeći drugačiji pristup, možda je na jesen 2006. godine tržište ustanovilo da su serije OB15-OB17 precijenjene, donoseći malu nagradu za kreditni rizik, pa je stoga oborilo cijenu, povećavajući prinose?)
MATCH@M:(Also, with enormously lower trading in comparison with the period till autumn 2006.===>Takođe, uz enormno manje promete u odnosu na period do jeseni 2006. godine.)
MATCH@E:(Hard to believe. ~~~ 8 Also, with enormously lower trading in comparison with the period till autumn 2006.===>Teško za povjerovati. 8 Takođe, uz enormno manje promete u odnosu na period do jeseni 2006. godine.)
MATCH@M:(One reason we did not state earlier is the option of purchasing property (shares, real estate) in the state ownership, paying by bonds.===>Jedan od razloga kojeg nijesmo naveli ranije jeste opcija kupovine imovine (akcija, nekretnina) u državnom vlasništvu putem obveznica.)
MATCH@E:(One reason we did not state earlier is the option of purchasing property (shares, real estate) in the state ownership, paying by bonds.===>Jedan od razloga kojeg nijesmo naveli ranije jeste opcija kupovine imovine (akcija, nekretnina) u državnom vlasništvu putem obveznica.)
MATCH@M:(This option is valid for the property the state pronounces available to purchase by bonds.===>Ova opcija važi za onu imovinu koju država učini dostupnom za kupovinu putem obveznica.)
MATCH@E:(This option is valid for the property the state pronounces available to purchase by bonds.===>Ova opcija važi za onu imovinu koju država učini dostupnom za kupovinu putem obveznica.)
MATCH@M:(It is evident that when the property is announced for sale by bonds (actually, already as early as the announcement is anticipated), the bond prices rise (lowering the yield), due to the increased interest in the bonds.===>Da se primijetiti, da kada se objavljuje imovina koja se može kupiti putem obveznica (odnosno, već tokom najava saopštenja) - cijene obveznica rastu (obarajući prinose), jer raste interesova-nje za obveznicama.)
MATCH@E:(It is evident that when the property is announced for sale by bonds (actually, already as early as the announcement is anticipated), the bond prices rise (lowering the yield), due to the increased interest in the bonds.===>Da se primijetiti, da kada se objavljuje imovina koja se može kupiti putem obveznica (odnosno, već tokom najava saopštenja) cijene obveznica rastu (obarajući prinose), jer raste interesovanje za obveznicama.)
MATCH@M:(This reason, however, only partially explains the problem we analysed.===>Međutim, i ovaj razlog samo dje-limično objašnjava cijeli problem koji smo razmatrali.)
MATCH@E:(This reason, however, only partially explains the problem we analysed.===>Međutim, i ovaj razlog samo djelimično objašnjava cijeli problem koji smo razmatrali.)
MATCH@M:(Finally, we come to a conclusion that it is the same factors that are quoted to be the causes of the yield level (compared to other classes of assets) that affect the changes in yields; to the above mentioned factors should be added the yield variability factor and the factor of using the option of state owned property purchase that we identified somewhat later.===>Na kraju, moramo zaključiti da isti faktori koje smo naveli kao uzroke nivoa prinosa (u poređenju sa drugim klasama aktive), utiču i na promjene prinosa; Nabrojanim faktorima dodajemo i faktor varijabiliteta prinosa i faktor iskorišćavanja opcija kupovine imovine u državnom vlasništvu - koje smo identifikovali nešto kasnije.)
MATCH@E:(Finally, we come to a conclusion that it is the same factors that are quoted to be the causes of the yield level (compared to other classes of assets) that affect the in yields; to the above mentioned factors changes should be added the yield variability factor and the factor of using the option of state owned property purchase that we identified somewhat later.===>Na kraju, moramo zaključiti da isti faktori koje smo naveli kao uzroke nivoa prinosa (u poređenju sa drugim klasama aktive), utiču i na promjene prinosa; Nabrojanim faktorima dodajemo i faktor varijabiliteta prinosa i faktor iskorišćavanja opcija kupovine imovine u državnom vlasništvu koje smo identifikovali nešto kasnije.)
MATCH@M:(All these factors simply - by their strong joint action - cause the yield growth (fall in prices), i.e., by their weaker joint action they cause the fall in yields (rise in prices).===>Svi ovi faktori, jednostavno - svojim jačim zbirnim djelovanjem izazivaju rast prinosa (pad cijena), odnosno, slabijim zbirnim djelovanjem izazivaju pad prinosa (rast cijena).)
MATCH@E:(All these factors simply by their strong joint action cause the yield growth (fall in prices), i.e., by their weaker joint action they cause the fall in yields (rise in prices).===>Svi ovi faktori, jednostavno svojim jačim zbirnim djelovanjem izazivaju rast prinosa (pad cijena), odnosno, slabijim zbirnim djelovanjem izazivaju pad prinosa (rast cijena).)
MATCH@M:(As far as the interest rate change risk is concerned, apart from rough approximations, it is impossible to accurately identify the interest rate that affects the range of prices (yields) on bonds in Montenegro, that is, the institution that this influence starts from.===>Sto se tiče, pak, konkretno, rizika promjene kamatne stope - kako smo rekli, osim grubih aproksimacija, ne možemo precizno identifikovati kamatnu stopu koja utiče na kretanje cijena (prinosa) kod obveznica u Crnoj Gori, tj. instituciju od koje dominantno kreće taj uticaj. obveznice do dospijeća. vidnosti, nego čekati dospijeće.)
MATCH@E:(None of the factors, however, can fully explain the yield levels and changes. ~~~ As far as the interest rate change risk is concerned, apart from rough approximations, it is impossible to accurately identify the interest rate that affects the range of prices (yields) on bonds in Montenegro, that is, the institution that this influence starts from. ~~~ 4.===>Međutim, i dalje, svi navedeni faktori ne razjašnjavaju nivoe i promjene prinosa do kraja. [to se tiče, pak, konkretno, rizika promjene kamatne stope kako smo rekli, osim grubih aproksimacija, ne možemo precizno identifikovati kamatnu stopu koja utiče na kretanje cijena (prinosa) kod obveznica u Crnoj Gori, tj. instituciju od koje dominantno kreće taj uticaj. 4.)
BAD_LINE_=============================================================
BAD_LINE_M:As far as the interest rate change risk is concerned, apart from rough approximations, it is impossible to accurately identify the interest rate that affects the range of prices (yields) on bonds in Montenegro, that is, the institution that this influence starts from.
BAD_LINE_M:Sto se tiče, pak, konkretno, rizika promjene kamatne stope - kako smo rekli, osim grubih aproksimacija, ne možemo precizno identifikovati kamatnu stopu koja utiče na kretanje cijena (prinosa) kod obveznica u Crnoj Gori, tj. instituciju od koje dominantno kreće taj uticaj. obveznice do dospijeća. vidnosti, nego čekati dospijeće.
BAD_LINE_E:None of the factors, however, can fully explain the yield levels and changes. ~~~ As far as the interest rate change risk is concerned, apart from rough approximations, it is impossible to accurately identify the interest rate that affects the range of prices (yields) on bonds in Montenegro, that is, the institution that this influence starts from. ~~~ 4.
BAD_LINE_E:Međutim, i dalje, svi navedeni faktori ne razjašnjavaju nivoe i promjene prinosa do kraja. [to se tiče, pak, konkretno, rizika promjene kamatne stope kako smo rekli, osim grubih aproksimacija, ne možemo precizno identifikovati kamatnu stopu koja utiče na kretanje cijena (prinosa) kod obveznica u Crnoj Gori, tj. instituciju od koje dominantno kreće taj uticaj. 4.
MATCH@M:(As far as the financial sector in Montenegro is concerned (in the first place the banks, the investment funds, the pension funds, the dealers), the participation of FFCS, PiO and restitution bonds in their portfolios is negligible.===>Sto se tiče finansijskog sektora u Crnoj Gori (prije svih: banke, investicioni fondovi, penzioni fondovi, di-leri), neznatno je učešće obveznica SDS, PiO i restitu-cije u njihovim portfolijima.)
MATCH@E:(Or, as a last choice, a new buyer will sell the bonds if he finds himself in demand for liquid assets.) ~~~ As far as the financial sector in Montenegro is concerned (in the first place the banks, the investment funds, the pension funds, the dealers), the participation of FFCS, PiO and restitution bonds in their portfolios is negligible.===>Odnosno, u krajnjem, novi kupac će prodati obveznice ukoliko mu ponestane likvidnih sredstava.) [to se tiče finansijskog sektora u Crnoj Gori (prije svih: banke, investicioni fondovi, penzioni fondovi, dileri), neznatno je učešće obveznica SD[, PiO i restitucije u njihovim portfolijima.)
BAD_LINE_=============================================================
BAD_LINE_M:As far as the financial sector in Montenegro is concerned (in the first place the banks, the investment funds, the pension funds, the dealers), the participation of FFCS, PiO and restitution bonds in their portfolios is negligible.
BAD_LINE_M:Sto se tiče finansijskog sektora u Crnoj Gori (prije svih: banke, investicioni fondovi, penzioni fondovi, di-leri), neznatno je učešće obveznica SDS, PiO i restitu-cije u njihovim portfolijima.
BAD_LINE_E:Or, as a last choice, a new buyer will sell the bonds if he finds himself in demand for liquid assets.) ~~~ As far as the financial sector in Montenegro is concerned (in the first place the banks, the investment funds, the pension funds, the dealers), the participation of FFCS, PiO and restitution bonds in their portfolios is negligible.
BAD_LINE_E:Odnosno, u krajnjem, novi kupac će prodati obveznice ukoliko mu ponestane likvidnih sredstava.) [to se tiče finansijskog sektora u Crnoj Gori (prije svih: banke, investicioni fondovi, penzioni fondovi, dileri), neznatno je učešće obveznica SD[, PiO i restitucije u njihovim portfolijima.
MATCH@M:(It is widely believed that the operations management is the same as operational management and that the operational managers actually deal with short-term, daily tasks.===>Veoma je rasprostranjeno uverenje da je menadžment operacija isto što i operativni menadžment i da se operacioni menadžeri ustvari bave kratkoročnim, dnevnim zadacima.)
MATCH@E:(It is widely believed that the operations management is the same as operational management and that the operational managers actually deal with short-term, daily tasks.===>Veoma je rasprostranjeno uverenje da je menadžment operacija isto što i operativni menadžment i da se operacioni menadžeri ustvari bave kratkoročnim, dnevnim zadacima.)
MATCH@M:(The dominant strategic orientation of the operations management, on condition such a dimension is recognized at all, is reactive, rather than leading and creative.===>Dominantna strateška orijentacija operacionog menadžmenta, ako se uopšte priznaje ova njegova dimenzija, je reaktivna, nikako vodeća i kreativna.)
MATCH@E:(The dominant strategic orientation of the operations management, on condition such a dimension is recognized at all, is reactive, rather than leading and creative.===>Dominantna strateška orijentacija operacionog menadžmenta, ako se uopšte priznaje ova njegova dimenzija, je reaktivna, nikako vodeća i kreativna.)
MATCH@M:(The meaning and the importance of the book “Manufacturing Operations Strategy“ is in that it highlights the importance, the role and the contents of the operations management in defining and execution of the companies’ strategic development.===>Smisao i značaj knjige «Strategija proizvodnih operacija» nalazi se u naglašavanju značaja, uloge i sadržaja operacionog menadžmenta u definisanju i realizovanju strateškog razvoja kompanija.)
MATCH@E:(The meaning and the importance of the book Manufacturing Operations Strategy is in that it highlights the importance, the role and the contents of the operations management in defining and execution of the companies strategic development.===>Smisao i značaj knjige «Strategija proizvodnih operacija» nalazi se u naglašavanju značaja, uloge i sadržaja operacionog menadžmenta u definisanju i realizovanju strateškog razvoja kompanija.)
MATCH@M:(This book resolves all the ambiguities and clearly states the contents of the basic concepts, methods, categories and principles of the strategic operations management.===>Ovom knjigom otklanjaju se sve nedoumice i jasno postavlja sadržaj osnovnih koncepata, metoda, kategorija i principa strateškog operacionog menadžmenta.)
MATCH@E:(This book resolves all the ambiguities and clearly states the contents of the basic concepts, methods, categories and principles of the strategic operations management.===>Ovom knjigom otklanjaju se sve nedoumice i jasno postavlja sadržaj osnovnih koncepata, metoda, kategorija i principa strateškog operacionog menadžmenta.)
MATCH@M:(It points out the numerous issues and areas that are in practice the responsibility of the managers on the strategic management level, but have so far been neglected, although they are of crucial importance for the performance and competitiveness of their companies.===>Naglašavaju se brojna pitanja i domeni koja u praksi rešavaju menadžeri na strateškom upravljačkom nivou, koja su dosad bila zanemarivana, a koja su kritična za uspešnost i konkurentnost njihovih kompanija.)
MATCH@E:(It points out the numerous issues and areas that are in practice the responsibility of the managers on the strategic management level, but have so far been neglected, although they are of crucial importance for the performance and competitiveness of their companies.===>Naglašavaju se brojna pitanja i domeni koja u praksi strateškom upravljačkom nivou, koja su dosad bila zanemarivana, a koja su kritična za uspešnost i konkurentnost njihovih kompanija.)
MATCH@M:(It is in this sense that the meaning of this book is twofold: firstly, it presents the area of strategic operations management in a systemic and comprehensive manner, and, secondly, it introduces the managers from the practice to a large number of concepts, applicable methods and techniques, principles and experiences of the strategic operations management.===>U tom smislu značaj ove knjige je dvostruk: prvo, što na sistematizovan i sveobuhvatana način predstavlja oblast strateškog menadžmenta operacija, i drugo, što menadžere u praksi upoznaje sa brojnim konceptima, primenjivim metodama i tehnikama, principima i iskustvima strateškog menadžmenta operacija.)
MATCH@E:(It is in this sense that the meaning of this book is twofold: firstly, it presents the area of strategic operations management in a systemic and comprehensive manner, and, secondly, it introduces the managers from the practice to a large number of concepts, applicable methods and techniques, principles and experiences of the strategic operations management. ~~~ The book consists of twelve chapters with numerous analyses and presentations of case studies.===>U tom smislu značaj ove knjige je dvostruk: prvo, što na sistematizovan i sveobuhvatana način predstavlja oblast strateškog menadžmenta op rešavaju menadžeri na eracija, i drugo, što menadžere u praksi upoznaje sa brojnim konceptima, primenjivim metodama i tehnikama, principima iskustvima strateškog menadžmenta operacija. i Knjigu čini jedanaest poglavlja uz brojne analize i prikaze slučajeva prakse.)
MATCH@M:(The chapter titled “International Comparisons“ depicts a general environment in which the managers work worldwide, accompanied by the research and concrete comparisons of various situations and practices in the world in the last 30 years.===>Poglavlje «Međunarodna poređenja» predstavlja sliku opšteg ambijenta u kome deluju operacioni menadžeri danas svuda u svetu, a obavljena su istraživanja i konkretna poređenja za poslednjih 30 godina različitih situacija i praksi u svetu.)
MATCH@E:(The chapter titled International Comparisons depicts a general environment in which the managers work worldwide, accompanied by the research and concrete comparisons of various situations and practices in the world in the last 30 years.===>Poglavlje «Međunarodna poređenja» predstavlja sliku opšteg ambijenta u kome deluju operacioni menadžeri danas svuda u svetu, a obavljena su istraživanja i konkretna poređenja za poslednjih 30 godina različitih situacija i praksi u svetu.)
MATCH@M:(A general conclusion can be drawn that the countries that clearly defined the importance and the contribution of operations to improving business achievement recorded far better results compared to other developed countries that retained traditional, unchanged approach.===>Opšti zaključak je da su one zemlje koje su jasno definisale značaj i doprinos operacija za ostvarivanje poslovnog uspeha beležile znatno bolje rezultate od drugih razvijenih zemalja sa tradicionalnim, ne-promenjenim pristupom.)
MATCH@E:(A general conclusion can be drawn that the countries that clearly defined the importance and the contribution of operations to improving business achievement recorded far better results compared to other developed countries that retained traditional, unchanged approach.===>Opšti zaključak je da su one zemlje koje su jasno definisale značaj i doprinos operacija za ostvarivanje poslovnog uspeha beležile znatno bolje rezultate od drugih razvijenih zemalja sa tradicionalnim, nepromenjenim pristupom.)
MATCH@M:(Severe competitive struggle that started in 1980’s has been accelerating ever since and changing the business environment and the managers’ philosophy.===>Zaoštrena konkurentska borba koja nastaje 1980-ih i dalje se ubrzava i menja poslovni ambijent i menadžersku filozofiju.)
MATCH@E:(Asevere competitive struggle that started in 1980s has been accelerating ever since and changing the business environment and the managers philosophy.===>Zaoštrena konkurentska borba koja nastaje 1980-ih i dalje se ubrzava i menja poslovni ambijent i menadžersku filozofiju.)
MATCH@M:(The manufacturing companies in a majority of developed industrial countries tried to survive by restructuring and downsizing their operations.===>Proizvodne kompanije u većini razvijenih industrijskih zemalja su se borile za opstanak restrukturiranjem i «daunsajzingom» svojih operacija.)
MATCH@E:(The manufacturing companies in a majority of developed industrial countries tried to survive by restructuring and downsizing their operations.===>Proizvodne kompanije u većini razvijenih industrijskih zemalja su se borile za opstanak restrukturiranjem i «daunsajzingom» svojih operacija.)
MATCH@M:(This triggered important changes that continued in 1990’s and are still accelerating in the new millenium.===>Ovo je dovelo do značajnih promena koje su se nastavile u 1990-im i dalje se ubrzale u novom milenijumu.)
MATCH@E:(This triggered important changes that continued in 1990s and are still accelerating in the new millenium.===>Ovo je dovelo do značajnih promena koje su se nastavile u 1990-im i dalje se ubrzale u novom milenijumu.)
MATCH@M:(Contrary to these new challenges and clearly expressed changes as regards the recognition of the importance and the role of operations management in the strategic area, practices change at a slow pace, especially in the Western companies.===>Uprkos tim novim izazovima i jasno izraženim prome-nama u odnosu na prepoznavanje značaja i uloge op-eracionog menadžmenta u strateškom domenu, praksa se posebno u Zapadnim kompanija veoma sporo menja.)
MATCH@E:(Contrary to these new challenges and clearly expressed changes as regards the recognition of the importance and the role of operations management in the strategic area, practices change at a slow pace, especially in the Western companies.===>Uprkos tim novim izazovima i jasno izraženim promenama u odnosu na prepoznavanje značaja i uloge operacionog menadžmenta u strateškom domenu, praksa se posebno u Zapadnim kompanija veoma sporo menja.)
MATCH@M:(The traditional approach where only short-term, operational dimensions of operations management are recognized and where the strategic role is related to finances and marketing is still prevailing.===>Tradicionalni pristup po kome se prepoznaju samo kratkoročne, operativne dimenzije operacionog menadžmenta, a strateška uloga se vezuje za finansije i marketing, i dalje je na snazi.)
MATCH@E:(The traditional approach where only short-term, operational dimensions of operations management are recognized and where the strategic role is related to finances and marketing is still prevailing.===>Tradicionalni pristup po kome se prepoznaju samo kratkoročne, operativne dimenzije operacionog menadžmenta, a strateška uloga se vezuje za finansije i marketing, i dalje je na snazi.)
MATCH@M:(This book stresses the importance of operations strategy as the essential strategy if the companies wish to be competitive in the national and international markets.===>U ovoj knjizi se ukazuje na značaj operacione strategije kao esencijalne ukoliko kompanije nastoje da ostvare konkurentnost na domaćim i svetskim tržištima.)
MATCH@E:(This book stresses the importance of operations strategy as the essential strategy if the companies wish to be competitive in the national and international markets.===>U ovoj knjizi se ukazuje na značaj operacione strategije kao esencijalne ukoliko kompanije nastoje da ostvare konkurentnost na domaćim i svetskim tržištima.)
MATCH@M:(The outputs of operations strategy whose general objective is to “couple“ the operations with the customers’ needs are analysed in detail.===>Do detalja se analiziraju autputi operacione strategije čiji je opšti cilj da se operacije u što većoj meri «upare» sa potrebama kupaca.)
MATCH@E:(The outputs of operations strategy whose general objective is to couple the operations with the customers needs are analysed in detail.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The outputs of operations strategy whose general objective is to “couple“ the operations with the customers’ needs are analysed in detail.
BAD_LINE_M:Do detalja se analiziraju autputi operacione strategije čiji je opšti cilj da se operacije u što većoj meri «upare» sa potrebama kupaca.
BAD_LINE_E:The outputs of operations strategy whose general objective is to couple the operations with the customers needs are analysed in detail.
BAD_LINE_E:
MATCH@M:(In an effort to define the key processes as precisely as possible most managers turn to the critical issue of technology selection.===>U nastojanju da bliže odrede ključne procese, većina menadžera se okreće kritičnom pitanju odabira tehnologije.)
MATCH@E:(In an effort to define the key processes as precisely as possible most managers turn to the critical issue of technology selection.===>)
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BAD_LINE_M:In an effort to define the key processes as precisely as possible most managers turn to the critical issue of technology selection.
BAD_LINE_M:U nastojanju da bliže odrede ključne procese, većina menadžera se okreće kritičnom pitanju odabira tehnologije.
BAD_LINE_E:In an effort to define the key processes as precisely as possible most managers turn to the critical issue of technology selection.
BAD_LINE_E:
MATCH@M:(The technology strategy defines the scope of business operations, therefore numerous options are identified and analysed.===>Tehnološka strategija bliže definiše opseg poslovnih operacija i stoga se identifikuju i razmatraju brojne opcije.)
MATCH@E:(The technology strategy defines the scope of business operations, therefore numerous options are identified and analysed.===>)
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BAD_LINE_M:The technology strategy defines the scope of business operations, therefore numerous options are identified and analysed.
BAD_LINE_M:Tehnološka strategija bliže definiše opseg poslovnih operacija i stoga se identifikuju i razmatraju brojne opcije.
BAD_LINE_E:The technology strategy defines the scope of business operations, therefore numerous options are identified and analysed.
BAD_LINE_E:
MATCH@M:(The choice between the pull or the push technology is only one strategic dilemma, and the solutions and answers are found in the field of situational theory by which “everything depends on the context and the situation“, therefore the key to define the technological strategy is the search for the right correspondence and fit-ins with concrete external and internal circumstances in the company.===>Tehnologija koja gura ili koja vuče, samo je jedna od strateških dilema koje se postavljaju, a rešenja i odgovori se nalaze u domenu situacione teorije po kojoj «sve zavisi od konteksta i situacije», tako da je traženje prave korespondencije i uklapanja sa konkretnim eksternim i internim prilikama u kompaniji ključ za određivanja tehnološke strategije.)
MATCH@E:(The choice between the pull or the push technology is only one strategic dilemma, and the solutions and answers are found in the field of situational theory by which everything depends on the context and the situation, therefore the key to define the technological strategy is the search for the right correspondence and fit-ins with concrete external and internal circumstances in the company.===>Tehnologija koja gura ili koja vuče, samo je jedna od strateških dilema koje se postavljaju, a rešenja i odgovori se nalaze u domenu situacione teorije po kojoj «sve zavisi od konteksta i situacije», tako da je traženje prave korespondencije i uklapanja sa konkretnim eksternim i internim prilikama u kompaniji ključ za određivanja tehnološke strategije.)
MATCH@M:(Defining the detailed profile of the product is part of strategic decisions on coupling the relevant market and operations dimensions of each product.===>Određivanje detaljnog profila proizvoda spada u domen strateških odluka uparivanja relevantnog tržišta i operacionih dimenzija svakog proizvoda.)
MATCH@E:(Defining the detailed profile of the product is part of strategic decisions on coupling the relevant market and operations dimensions of each product.===>Određivanje detaljnog profila proizvoda spada u domen strateških odluka uparivanja relevantnog tržišta i operacionih dimenzija svakog proizvoda.)
MATCH@M:(When investing into technology and processes the companies observe the complex relations and “trade-off“ in business that any such decision brings.===>Prilkom ulaganja u tehnologiju i procese, kompanije uvažavaju kompleksne odnose i «trade-off» u poslovnom smislu koji svaka odluka ove vrste donosi.)
MATCH@E:(When investing into technology and processes the companies observe the complex relations and trade-off in business that any such decision brings.===>Prilkom ulaganja u tehnologiju i procese, kompanije uvažavaju kompleksne odnose i «trade-off» u poslovnom smislu koji svaka odluka ove vrste donosi.)
MATCH@M:(The strategic issue of the company’s focus is analysed in a separate chapter, especially the principles and concepts dealing with operations focusing.===>Strateško pitanje fokusiranosti kompanije se razmatra u posebnom poglavlju, posebno principi i koncepti vezani za fokusiranje operacija.)
MATCH@E:(The strategic issue of the companys focus is analysed in a separate chapter, especially the principles and concepts dealing with operations focusing.===>Strateško pitanje fokusiranosti kompanije se razmatra u posebnom poglavlju, posebno principi i koncepti vezani za fokusiranje operacija.)
MATCH@M:(The extent to which the company will maintain the focus is a strategic issue and a strategic decision for the company.===>Pitanje stepena u kome će kompanija održavati fokusiranost pravo je strateško pitanje i strateška odluka za kompaniju.)
MATCH@E:(The extent to which the company will maintain the focus is a strategic issue and a strategic decision for the company.===>Pitanje stepena u kome će kompanija održavati fokusiranost pravo je strateško pitanje i strateška odluka za kompaniju.)
MATCH@M:(In time, due to the market requirements dynamics and the relatively fixed operations opportunities, companies normally become less and less focused. Therefore it is necessary that a permanent balance should be established between the demand for change and the relatively fixed operations boundaries within which the business operations are carried out.===>Vremenom, usled dinamike tržišnih zahteva i relativno fiksirnih operacionih mogućnosti, kompanije prirodno postaju sve manje fokusirane i potrebno je dinamički uspostaviti stalnu ravnotežu između zahte-va za promenom i relativno fiksiranih operacionih granica u kojima se obavlja poslovanje kompanije.)
MATCH@E:(In time, due to the market requirements dynamics and the relatively fixed operations opportunities, companies normally become less and less focused. ~~~ Therefore it is necessary that a permanent balance should be established between the demand for change and the relatively fixed operations boundaries within which the business operations are carried out.===>Vremenom, usled dinamike tržišnih zahteva i relativno fiksirnih operacionih mogućnosti, kompanije prirodno postaju sve manje fokusirane i potrebno je dinamički uspostaviti stalnu ravnotežu između zahteva za promenom i relativno fiksiranih operacionih granica u kojima se obavlja poslovanje kompanije.)
MATCH@M:(The issues of focusing and diversification lay in the core of the strategic responsibility of operations management which is in charge of, among other things, a stable and stready long-term development of operations that in the first place ensure the survival, and then the growth and the development of companies.===>Pitanje fokusiranosti i diversifikacije nalazi se u srži strateške odgovornosti operacionog menadžmenta zaduženog, između ostalog, za stabilan i harmoničan dugoročni razvoj operacija koje obezbeđuju prvo opstanak, a potom i rast i razvoj kompanija.)
MATCH@E:(The issues of focusing and diversification lay in the core of the strategic responsibility of operations management which is in charge of, among other things, a stable and stready long-term development of operations that in the first place ensure the survival, and then the growth and the development of companies.===>Pitanje fokusiranosti i diversifikacije nalazi se u srži strateške odgovornosti operacionog menadžmenta zaduženog, između ostalog, za stabilan i harmoničan dugoročni razvoj operacija koje obezbeđuju prvo opstanak, a potom i rast i razvoj kompanija.)
MATCH@M:(An important strategic operations management domain is defining the boundaries for business activities, through the decisions on whether “to produce or to purchase“ and the supply chain management.===>Važan domen strateškog operacionog menadžmenta je definisanje granica poslovanja kroz odluke o tome da li «praviti ili kupiti» i menadžment lanca snabde-vanja.)
MATCH@E:(An important strategic operations management domain is defining the boundaries for business activities, through the decisions on whether to produce or to purchase and the supply chain management.===>Važan domen strateškog operacionog menadžmenta je definisanje granica poslovanja kroz odluke o tome da li «praviti ili kupiti» i menadžment lanca snabdevanja.)
MATCH@M:(Financing and accounting, as well as performance measurement are presented in the context of operations strategy, especially in the area of investment decisions relevant for business operations.===>Finansije i računovodstvo kao i merenje performansi predsatavljeni su u kontekstu operacione strategije posebno u domenu investicionih odluka relevantnih za poslovanje.)
MATCH@E:(Financing and accounting, as well as performance measurement are presented in the context of operations strategy, especially in the area of investment decisions relevant for business operations.===>Finansije i računovodstvo kao i merenje performansi predsatavljeni su u kontekstu operacione strategije posebno u domenu investicionih odluka relevantnih za poslovanje.)
MATCH@M:(The case studies occupy about 150 pages of the book and provide a detailed analysis of the operations management in well known companies such as Zara, Dell, Apple, Hoffman Tobacco and others, engaged in a variety of industries.===>Studije slučajeva na oko 150 stranica knjige detaljno analiziraju operacioni menadžment u poznatim kompanijama: Zara, Dell, Apple, Hoffman Tobacco i drugima veoma raznovrsne delatnosti.)
MATCH@E:(The case studies occupy about 150 pages of the book and provide a detailed analysis of the operations management in well known companies such as Zara, Dell, Apple, Hoffman Tobacco and others, engaged in a variety of industries.===>U nastojanju da bliže odrede ključne procese, većina menadžera se okreće kritičnom pitanju odabira tehnologije. ~~~ Tehnološka strategija bliže definiše opseg Studije slučajeva na oko 150 stranica knjige detaljno analiziraju operacioni menadžment u poznatim kompanijama:)
BAD_LINE_=============================================================
BAD_LINE_M:The case studies occupy about 150 pages of the book and provide a detailed analysis of the operations management in well known companies such as Zara, Dell, Apple, Hoffman Tobacco and others, engaged in a variety of industries.
BAD_LINE_M:Studije slučajeva na oko 150 stranica knjige detaljno analiziraju operacioni menadžment u poznatim kompanijama: Zara, Dell, Apple, Hoffman Tobacco i drugima veoma raznovrsne delatnosti.
BAD_LINE_E:The case studies occupy about 150 pages of the book and provide a detailed analysis of the operations management in well known companies such as Zara, Dell, Apple, Hoffman Tobacco and others, engaged in a variety of industries.
BAD_LINE_E:U nastojanju da bliže odrede ključne procese, većina menadžera se okreće kritičnom pitanju odabira tehnologije. ~~~ Tehnološka strategija bliže definiše opseg Studije slučajeva na oko 150 stranica knjige detaljno analiziraju operacioni menadžment u poznatim kompanijama:
MATCH@M:(Numerous examples, descriptions of concrete situations related to the questions and problems dealt with in all the chapters are one additional quality and contribution this book offers towards a better understanding, improvement and a larger scope application in the strategic operations management practice.===>Brojni primeri, opisi konkretnih situacija koji prate pitanja i probleme koji se razmatraju u svim poglavljima, čine još jedan kvalitet i doprinos koji ova knjige daje boljem razumevanju, unapređenju i većoj primeni u praksi strateškog operacionog menadžmenta.)
MATCH@E:(Numerous examples, descriptions of concrete situations related to the questions and problems dealt with in all the chapters are one additional quality and contribution this book offers towards a better understanding, improvement and a larger scope application in the strategic operations management practice.===>Zara, Dell, Apple, Hoffman Tobacco i drugima veoma raznovrsne delatnosti. ~~~ Brojni primeri, opisi konkretnih situacija koji prate pitanja i probleme koji se razmatraju u svim poglavljima, čine još jedan kvalitet i doprinos koji ova knjige daje boljem razumevanju, unapređenju i većoj primeni u praksi strateškog operacionog menadžmenta.)
MATCH@M:(We started from the complexity of the cost management and the role it plays in modern business.===>Polazi se od kompleksnosti menadžmenta troškova i njegove uloge u savremenom poslovanju.)
MATCH@E:(We started from the complexity of the cost management and the role it plays in modern business.===>Polazi se od kompleksnosti menadžmenta troškova i njegove uloge u savremenom poslovanju.)
MATCH@M:(We also analysed the value-based management.===>Tako-đe se preispituje menadžment baziran na vrednosti.)
MATCH@E:(We also analysed the value-based management.===>Takođe se preispituje menadžment baziran na vrednosti.)
MATCH@M:(The result of the research is the analysis and the presentation of the consequences of customer/user of srvices-based cost accounting and management.===>Ishod rada je analiza i prezentacija konsekvenci obračuna troškova i upravljanja profitabilnošcu po kupcima proizvoda, odnosno po korisniicima usluga.)
MATCH@E:(The result of the research is the analysis and the presentation of the consequences of customer/user of srvices-based cost accounting and management. ~~~ 1.===>Ishod rada je analiza i prezentacija konsekvenci obračuna troškova i upravljanja profitabilnošću po kupcima proizvoda, odnosno po korisniicima usluga. 1.)
MATCH@M:(An effective cost management is of great importance for modern organizations.===>Efektivan menadžment troškova je veoma značajan za savremene organizacije.)
MATCH@E:(Introduction An effective cost management is of great importance for modern organizations.===>Uvod Efektivan menadžment troškova je veoma značajan za savremene organizacije.)
MATCH@M:(It starts from the measurements and reporting on the company’s products and services costs and helps the company use its resources efficiently to provide the products and services the customers or the consumers of services find valuable.===>On polazi od merenja i iz-veštavanja o troškovima proizvoda i usluga preduzeca i pomaže da ona efikasno koriste svoje resurse da bi obezbedila produkte i usluge koje kupci, odnosno korisnici usluga smatraju vrednim.)
MATCH@E:(It starts from the measurements and reporting on the companys products and services costs and helps the company use its resources efficiently to provide the products and services the customers or the consumers of services find valuable.===>On polazi od merenja i izveštavanja o troškovima proizvoda i usluga preduzeća i pomaže da ona efikasno koriste svoje resurse da bi obezbedila produkte i usluge koje kupci, odnosno korisnici usluga smatraju vrednim.)
MATCH@M:(Furthermore, cost management is observed in a broader sense - as a philosophy, as an attitude, and as a set of techniques that help create more value at lower costs.===>Pored toga, menadžment troškova se posmatra i šire - kao filozofija, stav i skup tehnika koje omogućavaju da se kreira više vrednosti uz niže troškove)
MATCH@E:(Furthermore, cost management is observed in a broader sense as a philosophy, as an attitude, and as a set of techniques that help create more value at lower costs.===>Pored toga, menadžment troškova se posmatra i šire kao filozofija, stav i skup tehnika koje omogućavaju da se kreira više vrednosti uz niže troškove U suštini, menadžment troškova predstavlja filozofiju usavršavanja, pošto promoviše ideju neprestanog iznalaženja načina da pomogne organizacijama da se donesu prave odluke čijom realizacijom će se kreirati više vrednosti za kupce po nižim troškovima.)
BAD_LINE_=============================================================
BAD_LINE_M:Furthermore, cost management is observed in a broader sense - as a philosophy, as an attitude, and as a set of techniques that help create more value at lower costs.
BAD_LINE_M:Pored toga, menadžment troškova se posmatra i šire - kao filozofija, stav i skup tehnika koje omogućavaju da se kreira više vrednosti uz niže troškove
BAD_LINE_E:Furthermore, cost management is observed in a broader sense as a philosophy, as an attitude, and as a set of techniques that help create more value at lower costs.
BAD_LINE_E:Pored toga, menadžment troškova se posmatra i šire kao filozofija, stav i skup tehnika koje omogućavaju da se kreira više vrednosti uz niže troškove U suštini, menadžment troškova predstavlja filozofiju usavršavanja, pošto promoviše ideju neprestanog iznalaženja načina da pomogne organizacijama da se donesu prave odluke čijom realizacijom će se kreirati više vrednosti za kupce po nižim troškovima.
MATCH@M:(In a nutshell, cost management is a philosophy of improvement, as it promotes the idea of a perpetual search for the ways to aid organizations to make right decisions the realization of which will result in more value for customers, at lower costs.===>U suštini, menadžment troškova predstavlja filozofiju usavršavanja, pošto promoviše ideju neprestanog iznalaženja načina da pomogne organizacijama da se donesu prave odluke čijom realizacijom će se kreirati više vrednosti za kupce po nižim troškovima.)
MATCH@E:(In a nutshell, cost management is a philosophy of improvement, as it promotes the idea of a perpetual search for the ways to aid organizations to make right decisions the realization of which will result in more value for customers, at lower costs.===>Vrednost za kupce se meri preko cene koju su oni voljni da plate i preko njihove satisfakcije proizvodima i uslugama preduzeća Š1Ë.)
BAD_LINE_=============================================================
BAD_LINE_M:In a nutshell, cost management is a philosophy of improvement, as it promotes the idea of a perpetual search for the ways to aid organizations to make right decisions the realization of which will result in more value for customers, at lower costs.
BAD_LINE_M:U suštini, menadžment troškova predstavlja filozofiju usavršavanja, pošto promoviše ideju neprestanog iznalaženja načina da pomogne organizacijama da se donesu prave odluke čijom realizacijom će se kreirati više vrednosti za kupce po nižim troškovima.
BAD_LINE_E:In a nutshell, cost management is a philosophy of improvement, as it promotes the idea of a perpetual search for the ways to aid organizations to make right decisions the realization of which will result in more value for customers, at lower costs.
BAD_LINE_E:Vrednost za kupce se meri preko cene koju su oni voljni da plate i preko njihove satisfakcije proizvodima i uslugama preduzeća Š1Ë.
MATCH@M:(The cost managers take an active part in decision making on the development and improvement of the product and on the costs reduction.===>Menadžeri troškova aktivno učestvuju u odlučivanju o razvoju i poboljšanju proizvoda i o reduciranju troškova.)
MATCH@E:(The cost managers take an active part in decision making on the development and improvement of the product and on the costs reduction.===>Menadžeri troškova aktivno učestvuju u odlučivanju o razvoju i poboljšanju proizvoda i o reduciranju troškova.)
MATCH@M:(Especially important here is the collaboration with the product/service managers responsible for the concrete products/services, and also with the brand managers, due to the increasing importance of branding.===>Tu naročito dolazi do izražaja saradnja sa menadžerima prozvoda/usluga koji su zaduženi za konkretne proizvode/usluge, a posebno sa brend menadžerima, s obzirom na rastući značaj troškova brendiranja.)
MATCH@E:(Especially important here is the collaboration with the product/service managers responsible for the concrete products/services, and also with the brand managers, due to the increasing importance of branding. ~~~ 2.===>Tu naročito dolazi do izražaja saradnja sa menadžerima prozvoda/usluga koji su zaduženi za konkretne proizvode/usluge, a posebno sa brend menadžerima, s obzirom na rastući značaj troškova brendiranja. 2.)
MATCH@M:(Modern business operations strat from the fact that cost management today incorporates a host of reliable management techniques whose implementation can successfully support the goals and the activities of the organization.===>U savremenom poslovanju se polazi od činjenice da danas menadžment troškova inkorporira niz pouzdanih menadžerskih tehnika, čija primena može uspešno da podrži ciljeve i aktivnosti organizacije.)
MATCH@E:(Cost management and modern business operations Modern business operations strat from the fact that cost management today incorporates a host of reliable management techniques whose implementation can successfully support the goals and the activities of the organization.===>Menadžment troškova i savremeno poslovanje U savremenom poslovanju se polazi od činjenice da danas menadžment troškova inkorporira niz pouzdanih menadžerskih tehnika, čija primena može uspešno da podrži ciljeve i aktivnosti organizacije.)
MATCH@M:(These techniques can be implemented independently or jointly, as a support to managerial decision-making.===>Ove tehnike se mogu koristiti samostalno ili zajedno za podršku menažerskom odlučivanju.)
MATCH@E:(These techniques can be implemented independently or jointly, as a support to managerial decision-making.===>Ove tehnike se mogu koristiti samostalno ili zajedno za podršku menažerskom odlučivanju.)
MATCH@M:(In order that the new needs of management be satisfied, special care must be taken of the economy of their implementation and the simplicity of their modification.===>Pri tome se mora voditi računa o ekonomičnosti njihove primene i o lakoći modifikacije da bi se zadovoljile nove potrebe menadžmenta.)
MATCH@E:(In order that the new needs of management be satisfied, special care must be taken of the economy of their implementation and the simplicity of their modification.===>Pri tome se mora voditi računa o ekonomičnosti njihove primene i o lakoći modifikacije da bi se zadovoljile nove potrebe menadžmenta.)
MATCH@M:(In the last years cost management is characterised by an increasing implementation of benchmarking.===>Poslednjih godina u mendžmentu troškova je karakteristična sve češća primena benčmarkinga.)
MATCH@E:(In the last years cost management is characterised by an increasing implementation of benchmarking.===>Poslednjih godina u mendžmentu troškova je karakteristična sve češća primena benčmarkinga.)
MATCH@M:(Information on costs is important from the point of view of the business performance measurement, in making managerial decisions on the production portfolio, on the services structure, on the processes, on brands, on prices.===>Informacije o troškovima su značajne sa aspekta merenja performansi poslovanja, za donošenje menadžerskih odluka o proizvodnom portfoliu, o strukturi usluga, o procesnoj tehnologiji, o brendu, o cenama.)
MATCH@E:(Information on costs is important from the point of view of the business performance measurement, in making managerial decisions on the production portfolio, on the services structure, on the processes, on brands, on prices Š2Ë. Management focuses upon three phases.===>Informacije o troškovima su značajne sa aspekta merenja performansi poslovanja, za donošenje menadžerskih odluka o proizvodnom portfoliu, o strukturi usluga, o procesnoj tehnologiji, o brendu, o cenama Š2Ë. ~~~ U fokusu menadžmenta troškova su tri faze.)
MATCH@M:(The initial phase of costs planning starts from the company goals, (in case of large corporations of the goals of business units, too) and identifies the means to achieve these goals.===>Početna faza planiranja troškova polazi od ciljeva pred-uzeća, a u slučaju velikih organizacija i od ciljeva poslovni jedinica i identifikuje sredstva za ostvarenje ovih ciljeva.)
MATCH@E:(The initial phase of costs planning starts from the company goals, (in case of large corporations of the goals of business units, too) and identifies the means to achieve these goals.===>Početna faza planiranja troškova polazi od ciljeva preduzeća, a u slučaju velikih organizacija i od ciljeva poslovni jedinica i identifikuje sredstva za ostvarenje ovih ciljeva.)
MATCH@M:(The plan orientations are summed up in the budgets expressed in money in terms of measurements.===>Planska opredeljenja su sumirana u budžetima, koji su izraženi u novcu u smislu merenja.)
MATCH@E:(The plan orientations are summed up in the budgets expressed in money in terms of measurements.===>Planska opredeljenja su sumirana u budžetima, koji su izraženi u novcu u smislu merenja.)
MATCH@M:(The budget is also important because of the managerial control, when the actual costs and the budget-plannes costs have to be compared.===>Budžet je važan i zbog menadžerske kontrole, kada se upoređuju ak-tuelni troškovi i troškovi planirani budžetom.)
MATCH@E:(The budget is also important because of the managerial control, when the actual costs and the budget-plannes costs have to be compared.===>Budžet je važan i zbog menadžerske kontrole, kada se upoređuju aktuelni troškovi i troškovi planirani budžetom.)
MATCH@M:(The cost control establishes the already set standards (such as standard costs and budgets) used to assess the performance.===>Kontrola troškova uspostavlja unapred određene standarde (kao što su standardni troškovi i budžeti) pomoću kojih može da se vrednuje učinak.)
MATCH@E:(The cost control establishes the already set standards (such as standard costs and budgets) used to assess the performance.===>Kontrola troškova uspostavlja unapred određene standarde (kao što su standardni troškovi i budžeti) pomoću kojih može da se vrednuje učinak.)
MATCH@M:(Next, the cost control reports on the discrepancies between the planned and real operations in order to highlight the discrepancy.===>Zatim kontrola troškova podnosi izveštaj o razlikama izme-dju planiranog i stvarnog delovanja da bi se usmerila pažnja na ono što predstavlja odstupanje.)
MATCH@E:(Next, the cost control reports on the discrepancies between the planned and real operations in order to highlight the discrepancy.===>Zatim kontrola troškova podnosi izveštaj o razlikama izmedju planiranog i stvarnog delovanja da bi se usmerila pažnja na ono što predstavlja odstupanje.)
MATCH@M:(It helps ascertain the responsibility for any departures from the plan, which is then to be followed by a corrective activities.===>Ona pomaže u utvrđivanju odgovornosti za odstupanja od plana, nakon čega sledi korektivna akcija.)
MATCH@E:(It helps ascertain the responsibility for any departures from the plan, which is then to be followed by a corrective activities.===>Ona pomaže u utvrđivanju odgovornosti za odstupanja od plana, nakon čega sledi korektivna akcija.)
MATCH@M:(The cost management in making business decisions requires accurate and relevant data on costs and an analysis of timely information on costs in order that business decisions should be made.===>Menadžment troškova za poslovno odlučivanje podra-zumeva tačne i relevantne podatke o troškovima i analizu blagovremenih informacija o troškovima radi donošenja poslovnih odluka.)
MATCH@E:(We distinguish among the four basic and well defined categories of cost reduction: The cost management in making business decisions requires accurate and relevant data on costs and an analysis of timely information on costs in order that business decisions should be made.===>Menadžment troškova za poslovno odlučivanje podrazumeva tačne i relevantne podatke o troškovima i analizu blagovremenih informacija o troškovima radi donošenja poslovnih odluka.)
MATCH@M:(Especially important here is the role of cost accounting on the basis of more recent accounting methods.===>Tu je posebno važna uloga obračuna troškova na bazi novijih metoda obračuna.)
MATCH@E:(Especially important here is the role of cost accounting on the basis of more recent accounting methods.===>Tu je posebno važna uloga obračuna troškova na bazi novijih metoda obračuna.)
MATCH@M:(It is in this way that managers solve the problems, making their choices among the alternative courses of action. In practice, it means making a decision on whether the company will launch a new product or service, whether it will abandon some current products, whether it will accept some special order, whether it will outsource parts of the products so far manufactured in the company, whether it will replace the equipment, purchase the equipment or lease it, whether it will expand the production capacities, what marketing mix will be most appropriate, which methods of pricing will be implemented [3].===>Menadžeri na ovaj način dolaze do rešavanja problema kroz izbor između alternativnih pravaca akcije U praksi to znači odluku o tome da li da preduzeće uvede novi proizvod ili uslugu, da li da se neki od postojećih napusti, da li da se prihvati specijalna narudžbina, da li da se vrši autsorsing (outsourcing) delova proizvoda koji su se do sada proizvodili u preduzeću, da li da se izvrši zamena postojeće opreme, da li da se oprema kupi ili uzme na lizing, da li da se izvrši proširenje proizvodnih kapaciteta, kakav marketing miks će biti najbolji, koji metodi formiranja cena će se primeniti [3].)
MATCH@E:(It is in this way that managers solve the problems, making their choices among the alternative courses of action. ~~~ In practice, it means making a decision on whether the company will launch a new product or service, whether it will abandon some current products, whether it will accept some special order, whether it will outsource parts of the products so far manufactured in the company, whether it will replace the equipment, purchase the equipment or lease it, whether it will expand the production capacities, what marketing mix will be most appropriate, which methods of pricing will be implemented Š3Ë.===>Menadžeri na ovaj način dolaze do rešavanja problema kroz izbor između alternativnih pravaca akcije U praksi to znači odluku o tome da li da preduzeće uvede novi proizvod ili uslugu, da li da se neki od postojećih napusti, da li da se prihvati specijalna narudžbina, da li da se vrši autsorsing (outsourcing) delova proizvoda koji su se do sada proizvodili u preduzeću, da li da se izvrši zamena postojeće opreme, da li da se oprema kupi ili uzme na lizing, da li da se izvrši proširenje proizvodnih kapaciteta, kakav marketing miks će biti najbolji, koji metodi formiranja cena će se primeniti Š3Ë.)
MATCH@M:(The research has shown that, in terms of cost control, the significant critical zones are the capital expenditures, material acquisition costs, manufacturing costs, costs of professional services (legal, accounting, auditing, banking services), of compensation, costs of supplies, advertizing costs, control and assessment costs, outsourcing costs (frequently the software development and maintenance, employee training, internal audit, property management), sales and marketing costs, insurance costs, research and developmet costs, downsizing costs.===>Na bazi istraživanja može se zaključiti da su sa aspekta kontrole troškova značajna kritična područja kapitalni izdaci, troškovi nabavke materijala, troškovi proizvodnje, troškovi profesionalnih usluga (pravnih, računovodstvenih, revizorskih, bankarskih usluga), kompenzacije, troškovi zaliha, troškovi oglašavanja, troškovi provere i ocene, troškovi korišćenja autsor-singa (koji se često odnosi na razvoj i održavanje softvera, obuku zaposlenih, internu reviziju, upravljanje nekretninama), troškovi prodaje i marketinga, troškovi osiguranja, troškovi istraživanja i razvoja, troškovi daunsajzinga (downsizing - a).)
MATCH@E:(The research has shown that, in terms of cost control, the significant critical zones are the capital expenditures, material acquisition costs, manufacturing costs, costs of professional services (legal, accounting, auditing, banking services), of compensation, costs of supplies, advertizing costs, control and assessment costs, outsourcing costs (frequently the software development and maintenance, employee training, internal audit, property management), sales and marketing costs, insurance costs, research and developmet costs, downsizing costs.===>Na bazi istraživanja može se zaključiti da su sa aspekta kontrole troškova značajna kritična područja kapitalni izdaci, troškovi nabavke materijala, troškovi proizvodnje, troškovi profesionalnih usluga (pravnih, računovodstvenih, revizorskih, bankarskih usluga), kompenzacije, troškovi zaliha, troškovi oglašavanja, troškovi provere i ocene, troškovi korišćenja autsorsinga (koji se često odnosi na razvoj i održavanje softvera, obuku zaposlenih, internu reviziju, upravljanje nekretninama), troškovi prodaje i marketinga, troškovi osiguranja, troškovi istraživanja i razvoja, troškovi daunsajzinga (downsizing - a).)
MATCH@M:(From the point of view of management as a scientific discipline it is worthwhile pointing to the strategic importance of continual cost reduction programmes, instead of instantaneous reactions on unfavourable events.===>Sa stanovišta menadžmenta kao naučne discipline neophodno je ukazati na strategijsku važnost konti-nuelnih programa snižavanja troškova, umesto trenutnih reakcija na nepovoljne događaje.)
MATCH@E:(From the point of view of management as a scientific discipline it is worthwhile pointing to the strategic importance of continual cost reduction programmes, instead of instantaneous reactions on unfavourable events.===>Sa stanovišta menadžmenta kao naučne discipline neophodno je ukazati na strategijsku važnost kontinuelnih programa snižavanja troškova, umesto trenutnih reakcija na nepovoljne događaje.)
MATCH@M:(Furthermore, and very important in the conditions of economic crisis, these businesses take less time to stabilize in the event of economic failure, or unfavourable conditions of business.===>Pored toga, što je posebno značajno u uslovima ekonomske krize, ovakvi biznisi se brže sta-bilizuju u situaciji ekonomskog pada, odnosno pogoršanja.)
MATCH@E:(Furthermore, and very important in the conditions of economic crisis, these businesses take less time to stabilize in the event of economic failure, or unfavourable conditions of business.===>Pored toga, što je posebno značajno u uslovima ekonomske krize, ovakvi biznisi se brže stabilizuju u situaciji ekonomskog pada, odnosno pogoršanja.)
MATCH@M:(2.	Implementation of the ”best practices”;===>2.	primena „najbolje prakse“;)
MATCH@E:(Implementation of the best practices; 3.===>Postoje četiri bazične i prepoznatljive kategorije sniženja troškova:)
BAD_LINE_=============================================================
BAD_LINE_M:2.	Implementation of the ”best practices”;
BAD_LINE_M:2.	primena „najbolje prakse“;
BAD_LINE_E:Implementation of the best practices; 3.
BAD_LINE_E:Postoje četiri bazične i prepoznatljive kategorije sniženja troškova:
MATCH@M:(The companies that develop the programmes of permanent cost reductions have proved to first focus upon waste elimination and the best practice implementation as on the ”two facets of the medal”, which is normally achieved through technological changes that do not require high technologies.===>Pokazalo se da se preduzeća koja razvijaju programe stalnog snižavanja troškova najpre usresređuju na eliminisanje rasipanja i na primenu nabolje prakse kao na „dve strane medalje“, što je često ostvarljivo kroz tehnološke promene koje ne zahtevaju visoke tehnologije.)
MATCH@E:(The companies that develop the programmes of permanent cost reductions have proved to first focus upon waste elimination and the best practice implementation as on the two facets of the medal, which is normally achieved through technological changes that do not require high technologies.===>Pokazalo se da se preduzeća koja razvijaju programe stalnog snižavanja troškova najpre usresređuju na eliminisanje rasipanja i na primenu nabolje prakse kao na dve strane medalje, što je često ostvarljivo kroz tehnološke promene koje ne zahtevaju visoke tehnologije.)
MATCH@M:(The top management has to get an insight into how the efforts in cost reduction are brought into harmony with the corporate strategy, especially with the strategy of competitiveness.===>Vrhovni menadžment mora da sagleda kako su napori za snižavanje troškova usklađeni sa korporativnom strategijom, a posebno sa strategijim konkurentnosti.)
MATCH@E:(The top management has to get an insight into how the efforts in cost reduction are brought into harmony with the corporate strategy, especially with the strategy of competitiveness.===>Vrhovni menadžment mora da sagleda kako su napori za snižavanje troškova usklađeni sa korporativnom strategijom, a posebno sa strategijim konkurentnosti.)
MATCH@M:(This is especially important from the standpoint of the employee motivation to work efficiently and to conduct a programme of permanent cost reduction.===>Ovo je naročito značajno sa aspekta motivisanosti zaposlenih da rade efikasno i da sprovode program kontinuiranog snižavanja troškova.)
MATCH@E:(This is especially important from the standpoint of the employee motivation to work efficiently and to conduct a programme of permanent cost reduction.===>Ovo je naročito značajno sa aspekta motivisanosti zaposlenih da rade efikasno i da sprovode program kontinuiranog snižavanja troškova.)
MATCH@M:(In the field of cost management it is very important to manage the costs of services that usually have a large share in the overall cost structure.===>U okviru menadžmenta troškova značajno je upravljati troškovima usluga koji često imaju veliko učešće u ukupnoj strukturi troškova.)
MATCH@E:(In the field of cost management it is very important to manage the costs of services that usually have a large share in the overall cost structure.===>U okviru menadžmenta troškova značajno je upravljati troškovima usluga koji često imaju veliko učešće u ukupnoj strukturi troškova.)
MATCH@M:(The modern economy of services is characterised by especially high costs of financial services, accounting services, administration services, then costs of advertizing, designing costs, construction costs, engineering consulting costs, costs of services on the basis of infromational technologies, costs of services related to legal counsel, logistics services costs, costs of marketing services, photocopying costs, printing costs, costs of services related to human resources, costs of services on the basis of the projects,costs of services related with property, costs of telecommunication services, travelling charges, storage services costs.===>U savremenoj ekonomiji usluga posebno su zastupljeni troškovi finansijskih usluga, računovodstvenih usluga, administrativnih usluga, troškovi oglašavanja, troškovi konstruisanja, troškovi izgradnje, troškovi inženjerskog konsaltinga, troškovi usluga na bazi informacionih tehnologija, troškovi usluga vezanih za pravne savete, troškovi usluga logistike, troškovi marketinških usluga, troškovi fotokopiranja, troškovi štampanja, troškovi usluga koje se tiču ljudskih resursa, troškovi usluga na bazi projekata, troškovi usluga koje se odnose na nekretnine, troškovi te-lekomunikacionih usluga, putni troškovi, troškovi usluga skladištenja.)
MATCH@E:(The modern economy of services is characterised by especially high costs of financial services, accounting services, administration services, then costs of advertizing, designing costs, construction costs, engineering consulting costs, costs of services on the basis of infromational technologies, costs of services related to legal counsel, logistics services costs, costs of marketing services, photocopying costs, printing costs, costs of services related to human resources, costs of services on the basis of the projects,costs of services related with property, costs of telecommunication services, travelling charges, storage services costs.===>U savremenoj ekonomiji usluga posebno su zastupljeni troškovi finansijskih usluga, računovodstvenih usluga, administrativnih usluga, troškovi oglašavanja, troškovi konstruisanja, troškovi izgradnje, troškovi inženjerskog konsaltinga, troškovi usluga na bazi informacionih tehnologija, troškovi usluga vezanih za pravne savete, troškovi usluga logistike, troškovi marketinških usluga, troškovi fotokopiranja, troškovi štampanja, troškovi usluga koje se tiču ljudskih resursa, troškovi usluga na bazi projekata, troškovi usluga koje se odnose na nekretnine, troškovi telekomunikacionih usluga, putni troškovi, troškovi usluga skladištenja.)
MATCH@M:(It is necessary that a complete picture of total costs related to services be developed, but we should also find out which business units within a large corporation spend most on certain services.===>Neophodno je da se razvije kompletna slika o ukupnim troškovima vezanim za usluge, ali i da se ustanovi koje poslovne jedinice unutar velike organizacije najviše troše za određene usluge.)
MATCH@E:(It is necessary that a complete picture of total costs related to services be developed, but we should also find out which business units within a large corporation spend most on certain services.===>Neophodno je da se razvije kompletna slika o ukupnim troškovima vezanim za usluge, ali i da se ustanovi koje poslovne jedinice unutar velike organizacije najviše troše za određene usluge.)
MATCH@M:(It is also important that the managers know the ratio between products costs and services costs for their company.===>Bitno je da mendžeri znaju koliki je za njihovo preduzeće odnos trošenja za proizvode i trošenja za usluge.)
MATCH@E:(It is also important that the managers know the ratio between products costs and services costs for their company.===>Bitno je da mendžeri znaju koliki je za njihovo preduzeće odnos trošenja za proizvode i trošenja za usluge.)
MATCH@M:(Also relevant is the survivor analysis.===>Relevantna je i analiza opstanka (survivor analysis).)
MATCH@E:(Also relevant is the survivor analysis.===>Relevantna je i analiza opstanka (survivor analysis).)
MATCH@M:(The survival principle was introduced by G. Stigler who maintained that efficient companies with relatively lower average costs would survive and prosper in time [4].===>Princip opstanka je uveo G.Stigler koji je izneo stav da će efikasna preduzeća sa relativno mižim proseč-nim troškovima opstati i napredovati tokom vremena [4].)
MATCH@E:(The survival principle was introduced by G. Stigler who maintained that efficient companies with relatively lower average costs would survive and prosper in time Š4Ë.===>Princip opstanka je uveo G.Stigler koji je izneo stav da će efikasna preduzeća sa relativno mižim prosečnim troškovima opstati i napredovati tokom vremena Š4Ë.)
MATCH@M:(On the other hand, inefficient firms with relatively higher average costs tend to break under the competition pressure and fail.===>Sa druge strane, neefikasne firme koje imaju relativno više prosečne troškove će podleći pod konkurentskim pritiscima i propašće.)
MATCH@E:(On the other hand, inefficient firms with relatively higher average costs tend to break under the competition pressure and fail.===>Sa druge strane, neefikasne firme koje imaju relativno više prosečne troškove će podleći pod konkurentskim pritiscima i propašće.)
MATCH@M:(This is the basis of the survivor analysis as a systematic study of output patterns in order to define classes of the company size or the factories that are relatively efficient in terms of sustaining their existing share in the industry output or increasing this share over time.===>Iz ovoga proizilazi analiza opstanka kao sistematska studija obrazaca autputa da bi se odredile klase veličine preduzeća ili fabrike koje su relativno efikasne u smislu održavanja njihovog postojećeg udela u industrijskom autputu ili povećanja ovog udela tokom vremena.)
MATCH@E:(This is the basis of the survivor analysis as a systematic study of output patterns in order to define classes of the company size or the factories that are relatively efficient in terms of sustaining their existing share in the industry output or increasing this share over time.===>Iz ovoga proizilazi analiza opstanka kao sistematska studija obrazaca autputa da bi se odredile klase veličine preduzeća ili fabrike koje su relativno efikasne u smislu održavanja njihovog postojećeg udela u industrijskom autputu ili povećanja ovog udela tokom vremena.)
MATCH@M:(Concretely, companies in one industry are classified by size and then the share of each size class in the overall production or the capacities of respective industry is calculated.===>Konkretno se klasifikuju preduzeća u jednoj delatnosti po veličini, a zatim se izračunava koliko je učešće svake klase veličine u ukupnoj proizvodnji ili kapacitetima konkretne delatnosti.)
MATCH@E:(Concretely, companies in one industry are classified by size and then the share of each size class in the overall production or the capacities of respective industry is calculated.===>Konkretno se klasifikuju preduzeća u jednoj delatnosti po veličini, a zatim se izračunava koliko je učešće svake klase veličine u ukupnoj proizvodnji ili kapacitetima konkretne delatnosti.)
MATCH@M:(In case the market share of one class decreases over time, it can be assumed that such a size of company or production capacity is relatively inefficient.===>Ukoliko tržišni udeo neke klase opada tokom vremena, pretpostavlja se da je ta veličina preduzeca ili proizvodnih kapaciteta relativno neefikasna.)
MATCH@E:(In case the market share of one class decreases over time, it can be assumed that such a size of company or production capacity is relatively inefficient.===>Ukoliko tržišni udeo neke klase opada tokom vremena, pretpostavlja se da je ta veličina preduzeća ili proizvodnih kapaciteta relativno neefikasna.)
MATCH@M:(In case the market share increases, it is assumed that that is the size of the company that results in relative efficiency and lower average costs.===>U slučaju povećanja tržišnog udela, pretpostavka je da se radi o veličini preduzeca koja dovodi do relativne efikasnosti i nižih prosečnih troškova.)
MATCH@E:(In case the market share increases, it is assumed that that is the size of the company that results in relative efficiency and lower average costs.===>U slučaju povećanja tržišnog udela, pretpostavka je da se radi o veličini preduzeća koja dovodi do relativne efikasnosti i nižih prosečnih troškova.)
MATCH@M:(The survivor analysis can be used in the study of the characteristics of the economies of scope of the industries under consideration, what has already been successfully applied in the fields of the production of steel, the cement industry, in banking and in other industries.===>Analiza opstanka se može koristiti i kod istraživanja karakteristika ekonomija obima izabranih delatnosti, što je u praksi uspešno primenjivano u proizvodnji čelika, industriji cementa, u bankarstvu i drugim de-latnostima.)
MATCH@E:(The survivor analysis can be used in the study of the characteristics of the economies of scope of the industries under consideration, what has already been successfully applied in the fields of the production of steel, the cement industry, in banking and in other industries.===>Analiza opstanka se može koristiti i kod istraživanja karakteristika ekonomija obima izabranih delatnosti, što je u praksi uspešno primenjivano u proizvodnji čelika, industriji cementa, u bankarstvu i drugim delatnostima.)
MATCH@M:(These studies dealing with surveying the ”output/cost” ratio are especially usefull from the point of view of competitiveness.===>Ova istraživanja vezana za preispitivanje odnosa „autput/ troškovi “ su posebno korisna sa aspekta konkurentnosti .)
MATCH@E:(These studies dealing with surveying the output/cost ratio are especially usefull from the point of view of competitiveness.===>Ova istraživanja vezana za preispitivanje odnosa autput/ troškovi su posebno korisna sa aspekta konkurentnosti .)
MATCH@M:(The survivor approach means a competitive market structure.===>Pristup opstanka podrazumeva konkurentsku tržišnu strukturu.)
MATCH@E:(The survivor approach means a competitive market structure.===>Pristup opstanka podrazumeva konkurentsku tržišnu strukturu.)
MATCH@M:(Practice has shown that many a small manufacturing or service delivering firm adopted and implemented the strategy of product/service differentiation successfully and, with higher average costs (due to the production customization or personalized services) survived and became successful in business.===>Praksa je pokazala da su mnoge male proizvodne i uslužne firme uspešno realizovale strategiju diferencijacije proizvoda/usluga i uz više prosečne troškove, zahvačjujući kastomizaciji proizvodnje ili personali-zovanim uslugama, opstale i ostvarile poslovni uspeh.)
MATCH@E:(Practice has shown that many a small manufacturing or service delivering firm adopted and implemented strategy of product/service differentiation successfully and, with higher average costs (due to the production customization or personalized services) survived and became successful in business. the The prospects resulting from the engineering analysis of costs can be very important in managerial planning.===>Praksa je pokazala da su mnoge male proizvodne i uslužne firme uspešno realizovale strategiju diferencijacije proizvoda/usluga i uz više prosečne troškove, zahvačjujući kastomizaciji proizvodnje ili personalizovanim uslugama, opstale i ostvarile poslovni uspeh. ~~~ U menadžerskom planiranju može biti važna perspektiva koju daje inženjerska analiza troškova.)
MATCH@M:(It includes the calculation of the expected production costs on the basis of the production relations and the expected costs of necessary inputs.===>Ona uključuje kalkulaciju očekivanih troškova proizvodnje na bazi odnosa u proizvodnji u fizičkom smislu i očekivanih troškova neophodnih inputa.)
MATCH@E:(It includes the calculation of the expected production costs on the basis of the production relations and the expected costs of necessary inputs.===>Ona uključuje kalkulaciju očekivanih troškova proizvodnje na bazi odnosa u proizvodnji u fizičkom smislu i očekivanih troškova neophodnih inputa.)
MATCH@M:(The engineering method of cost analysis is based on physical relations expressed in the production function for a certain product or company.===>Inženjerski metod analize troškova se bazira na fizičkim odnosima izraženim u proizvodnoj funkciji za određeni proizvod ili preduzeće.)
MATCH@E:(The engineering method of cost analysis is based on physical relations expressed in the production function for a certain product or company.===>Inženjerski metod analize troškova se bazira na fizičkim odnosima izraženim u proizvodnoj funkciji za određeni proizvod ili preduzeće.)
MATCH@M:(An optimal combination of production inputs for any given output quantity is determined on the basis of knowledge of the manufacturing technology to be implemented.===>Optimalna kombinacija inputa za proizvodnju bilo koje date količine autputa je određena na osnovu znanja o proizvodnoj tehnologiji koja je će biti primenjena.)
MATCH@E:(An optimal combination of production inputs for any given output quantity is determined on the basis of knowledge of the manufacturing technology to be implemented.===>Optimalna kombinacija inputa za proizvodnju bilo koje date količine autputa je određena na osnovu znanja o proizvodnoj tehnologiji koja je će biti primenjena.)
MATCH@M:(The cost management is multidisciplinary; it includes both quantitative and qualitative aspects.===>Menadžment troškova je multidisciplinaran, uključuje i kvantitativne i kvalitativne aspekte.)
MATCH@E:(The cost management is multidisciplinary; it includes both quantitative and qualitative aspects.===>Menadžment troškova je multidisciplinaran, uključuje i kvantitativne i kvalitativne aspekte.)
MATCH@M:(It develops further both from the theoretical aspect and from the prospects of better solutions for the practice.===>On se dalje razvija i sa stanovišta teorije, i iz perspektive boljih reše-nja za praksu.)
MATCH@E:(It develops further both from the theoretical aspect and from the prospects of better solutions for the practice.===>On se dalje razvija i sa stanovišta teorije, i iz perspektive boljih rešenja za praksu.)
MATCH@M:(The cost management is characterized by the challenges related to the company achieving better business results in the 21st century, which is also relevant for the organizations in this country.===>Za menadžment troškova su karakteristični izazovi vezani za ostvarenje boljih poslovnih rezultata organizacija u 21.veku, što je relevantno i sa aspekta organizacija u našoj zemlji.)
MATCH@E:(The cost management is characterized by the challenges related to the company achieving better business results in the 21st century, which is also relevant for the organizations in this country.===>Za menadžment troškova su karakteristični izazovi vezani za ostvarenje boljih poslovnih rezultata organizacija u 21.veku, što je relevantno i sa aspekta organizacija u našoj zemlji.)
MATCH@M:(An adequate model is necessary to be designed that will anticipate the costs resulting from each of the alternatives, as well as the extent to which each option could aid the achievement of the goals.===>Potrebno je konstruisati adekvatan model kojim bi se pred-videli troškovi do kojih bi dovela svaka alternativa, kao i stepen do koga bi svaka opcija pomogla u ostvarenju ciljeva.)
MATCH@E:(An adequate model is necessary to be designed that will anticipate the costs resulting from each of the alternatives, as well as the extent to which each option could aid the achievement of the goals.===>Potrebno je konstruisati adekvatan model kojim bi se predvideli troškovi do kojih bi dovela svaka alternativa, kao i stepen do koga bi svaka opcija pomogla u ostvarenju ciljeva.)
MATCH@M:(It is also necessary that the criteria, or the ranking rules be decided upon, so as to measure the costs and the effectivity and then make a choice.===>Takođe je neophodno izabrati kriteriju-me, odnosno pravila rangiranja opcija da bi se „izva-gali“ troškovi i efektivnost i zatim izvršiti selekciju.)
MATCH@E:(It is also necessary that the criteria, or the ranking rules be decided upon, so as to measure the costs and the effectivity and then make a choice.===>Takođe je neophodno izabrati kriterijume, odnosno pravila rangiranja opcija da bi se izvagali troškovi i efektivnost i zatim izvršiti selekciju.)
MATCH@M:(Strategically, this analysis is successfully applied in answering the crucial question from the cost management domain: ”On condition the goal is given, which is the lowest cost of achieving the goal?”===>Ova analiza se u strategijskom smislu uspešno koristi za davanje odgovora na suštinsko pitanje iz domena menadžmenta troškova: „Pod pretpostavkom zadatog cilja, koji je najniži trošak ostvarivanja tog cilja?”.)
MATCH@E:(Strategically, this analysis is successfully applied in answering the cost management domain: On condition the goal is given, which is the lowest cost of achieving the goal? the crucial question from 3.===>Ova analiza se u strategijskom smislu uspešno koristi za davanje odgovora na suštinsko pitanje iz domena menadžmenta troškova: ~~~ Pod pretpostavkom zadatog cilja, koji je najniži trošak ostvarivanja tog cilja?. ~~~ 3.)
MATCH@M:(It normally recognizes the importance of basic economic information related to the costs, sales prices, the company income, profit, but also the information which is not essentially financial, such as information on quality, time of delivery, market share, customer satisfaction, where especially important from the aspect of management is the information on the critical factors of success.===>On svakako podrazu-meva značaj bazičnih ekonomskih informacija koje se odnose na troškove, prodajne cene, prihod preduzeča, profit, ali i informacija koje nisu u svojoj suštini finan-sijske prirode, kao što su informacije o kvalitetu, vremenu isporuke, tržišnom udelu, zadovoljstvu potrošača, pri čemu su sa aspekta upravljanja posebno važne informacije o kritičnim faktorima uspeha.)
MATCH@E:(It normally recognizes importance of basic economic information related to the costs, sales prices, the company income, profit, but also the information which is not essentially financial, such as information on quality, time of delivery, market share, customer satisfaction, where especially important from the aspect of management is the information on the critical factors of success.===>On svakako podrazumeva značaj bazičnih ekonomskih informacija koje se odnose na troškove, prodajne cene, prihod preduzeća, profit, ali i informacija koje nisu u svojoj suštini finansijske prirode, kao što su informacije o kvalitetu, vremenu isporuke, tržišnom udelu, zadovoljstvu potrošača, pri čemu su sa aspekta upravljanja posebno važne informacije o kritičnim faktorima uspeha.)
MATCH@M:(This is so because of the orientation towards achieving concrete long-term organizational advantages and business success, especially having in mind the need to introduce new technologies, innovate the current technologies and develop new products and services, to retain the present customers/users of services, or attract new ones in the context of customer relationship management (CMR).===>Ovo je bitno zbog orijentacije na ostvarivanje konkurentskih prednosti organizacije i poslovnog uspeha na duži rok, posebno polazeči od potrebe za uvođenjem novih tehnologija, za inoviranjem postoječih i za razvojem novih proizvoda i usluga, kao i za zadržavanjem sadašnjih kupaca/korisnika usluga, odnosno za privlačenje novih u kontekstu upravljanja odnosima sa kupcima (CRM-customer relationship management).)
MATCH@E:(This is so because of the orientation towards achieving concrete long-term organizational advantages and business success, especially having in mind the need to introduce new technologies, innovate the current technologies and develop new products and services, to retain the present customers/users of services, or attract new ones in the context of customer relationship management (CMR).===>Ovo je bitno zbog orijentacije na ostvarivanje konkurentskih prednosti organizacije i poslovnog uspeha na duži rok, posebno polazeći od potrebe za uvođenjem novih tehnologija, za inoviranjem postojećih i za razvojem novih proizvoda i usluga, kao i za zadržavanjem sadašnjih kupaca/korisnika usluga, odnosno za privlačenje novih u kontekstu upravljanja odnosima sa kupcima (CRM-customer relationship management).)
MATCH@M:(The managerial practice may allow that taking into account only the financial criteria in the process of cost management results in a strong tendency towards reducing all categories of costs, which may have a negative impact upon a future demand for the products/services, and result into both a decrease in competitiveness due to inadequate non-price competitiveness factors, the smaller market share, and lower earnings from sales and profit.===>U menadžerskoj praksi bi bilo moguče da uzimanje u obzir isključivo finansijskih kriterij uma u procesu upravljanja troškovima rezultira u izraženoj težnji ka snižavanju svih katregorija troškova, što bi moglo da se negativno odrazi na buduču tražnju za proizvodi-ma/uslugama, na opadanje konkurentnosti zbog neadekvatnih necenovnih faktora konkurentnosti, na smanjivanje tržišnog udela, na sniženje prihoda od prodaje i profita.)
MATCH@E:(The managerial practice may allow that taking into account only the financial criteria in the process of cost management results in a strong tendency towards reducing all categories of costs, which may have a negative impact upon a future demand for the products/services, and result into both a decrease in to competitiveness due inadequate non-price competitiveness factors, the smaller market share, and lower earnings from sales and profit.===>U menadžerskoj praksi bi bilo moguće da uzimanje u obzir isključivo finansijskih kriterijuma u procesu upravljanja troškovima rezultira u izraženoj težnji ka snižavanju svih katregorija troškova, što bi moglo da se negativno odrazi na buduću tražnju za proizvodima/uslugama, na opadanje konkurentnosti zbog neadekvatnih necenovnih faktora konkurentnosti, na smanjivanje tržišnog udela, na sniženje prihoda od prodaje i profita.)
MATCH@M:(All these help us get an insight into the complexity of cost management in the conditions of turbulent environment and increased competition.===>Na osnovu svega ovoga sagledavamo kompleksnost menadžmenta troškova u uslovima tur-bulentnog okruženja i povečane konkurencije.)
MATCH@E:(All these help us get an insight into the complexity of cost management in the conditions of turbulent environment and increased competition Š5Ë.===>Na osnovu svega ovoga sagledavamo kompleksnost menadžmenta troškova u uslovima turbulentnog okruženja i povećane konkurencije Š5Ë . troškovi-efektivnost Analiza (cost-effectiveness analysis) upoređuje alternativne tokove akcija sa stanovišta njihovih troškova i efektivnosti u dostizanju nekih specifičnih ciljeva organizacije.)
BAD_LINE_=============================================================
BAD_LINE_M:All these help us get an insight into the complexity of cost management in the conditions of turbulent environment and increased competition.
BAD_LINE_M:Na osnovu svega ovoga sagledavamo kompleksnost menadžmenta troškova u uslovima tur-bulentnog okruženja i povečane konkurencije.
BAD_LINE_E:All these help us get an insight into the complexity of cost management in the conditions of turbulent environment and increased competition Š5Ë.
BAD_LINE_E:Na osnovu svega ovoga sagledavamo kompleksnost menadžmenta troškova u uslovima turbulentnog okruženja i povećane konkurencije Š5Ë . troškovi-efektivnost Analiza (cost-effectiveness analysis) upoređuje alternativne tokove akcija sa stanovišta njihovih troškova i efektivnosti u dostizanju nekih specifičnih ciljeva organizacije.
MATCH@M:(The managers of prosperous companies must understand the key concepts and terms of cost management and implement its methods and techniques in an affective manner.===>Menadžeri uspešnih preduzeča moraju razumeti ključne koncepte i termine menadžmenta troškova i primenjivati njegove metode i tehnike efektivno.)
MATCH@E:(The managers of prosperous companies must understand the key concepts and terms of cost management and implement its methods and techniques in an affective manner.===>Od posebnog značaja je odgova Menadžeri uspešnih preduzeća moraju razumeti ključne koncepte i termine menadžmenta troškova i primenjivati njegove metode i tehnike efektivno.)
MATCH@M:(It is primarily neccessary that they understand the complexity of the company business operations - the number and the diversity of the company’s products/services, production processes/service delivery processes as well as the location, the distribution network, customer types.===>Pre svega je neophodno razumevanje složenosti poslovnih operacija preduzeča - broja i raznovrsnosti njegovih proizvoda/usluga, proizvodnih procesa/procesa pružanja usluga i lokacija, mreže distribucije, tipa kupaca.)
MATCH@E:(It is primarily neccessary that they understand the complexity of the company business operations the number and the companys products/services, production processes/service delivery processes as well as the location, the distribution network, customer types.===>Pre svega je neophodno razumevanje složenosti poslovnih operacija preduzeća broja i raznovrsnosti njegovih proizvoda/usluga, proizvodnih procesa/procesa pružanja usluga i lokacija, mreže distribucije, tipa kupaca.)
MATCH@M:(Here cost management is linked to change management.===>Ovde dolazi do izražaja povezanost menadžmenta troškova i menadžmenta promena (change management).)
MATCH@E:(Here cost management is linked to change management.===>Ovde dolazi do izražaja povezanost menadžmenta troškova i menadžmenta promena (change management).)
MATCH@M:(The firm generates costs when using a resource for some purpose.===>Firma generiše troškove kada koristi resurs za neku svrhu.)
MATCH@E:(The firm generates costs when using a resource for some purpose.===>Firma generiše troškove kada koristi resurs za neku svrhu.)
MATCH@M:(Costs are usually classed in groups of costs.===>Cesto se troškovi svrstavaju u određene grupe troškova.)
MATCH@E:(Costs are usually classed in groups of costs.===>Često se troškovi svrstavaju u određene grupe troškova.)
MATCH@M:(Individual costs may be grouped in a number of different ways, therefore a group of costs can be defined, for example, according to the cost type (labour costs in one group, costs of material in another), according to the site they are incurred at (department 1, department 2), or according to the responsibility (manager 1, manager 2).===>Pojedinačni troškovi se mogu grupisati na više različitih načina, pa se grupa troškova može defi-nisati, na primer, po tipu troškova (troškovi rada u jednoj grupi, troškovi materijala u drugoj), po mestu nastajanja (odeljenje 1, odeljenje 2) ili prema odgovornosti (menadžer 1, menadžer 2 itd.).)
MATCH@E:(Individual costs may be grouped in a number of different ways, therefore a group of costs can be defined, for example, according to the cost type (labour costs in one group, costs of material in another), according to the site they are incurred at (department 1, department 2), or according to the responsibility (manager 1, manager 2).===>Pojedinačni troškovi se mogu grupisati na više različitih načina, pa se grupa troškova može definisati, na primer, po tipu troškova (troškovi rada u jednoj grupi, troškovi materijala u drugoj), po mestu nastajanja (odeljenje 1, odeljenje 2) ili prema odgovornosti (menadžer 1, menadžer 2 itd.).)
MATCH@M:(Thus, for example, the costs of the assembly department or the costs of the product engineering department can be treated as separate groups of costs.===>Tako se npr.troškovi odeljenja za montažu ili troškovi odelje-nja za inženjering proizvoda mogu tretirati kao posebne grupe troškova.)
MATCH@E:(Thus, for example, the costs of the assembly department or the costs of the product engineering department can be treated as separate groups of costs.===>Tako se npr.troškovi odeljenja za montažu ili troškovi odeljenja za inženjering proizvoda mogu tretirati kao posebne grupe troškova.)
MATCH@M:(Accurate infromation on the product and service costs it important in strategic management, in planning and decision making.===>Tačne informacije o troškovima proizvoda i usluga su značajne u strategijskom menadžmentu, planiranju i odlučivanju.)
MATCH@E:(Accurate infromation on the product and service costs it important in strategic management, in planning and decision making.===>Tačne informacije o troškovima proizvoda i usluga su značajne u strategijskom menadžmentu, planiranju i odlučivanju.)
MATCH@M:(It is also indispensable in managerial operative control and in financial reports preparation.===>One su takođe neophodne u menadžerskoj i operativnoj kontroli i u pripremi finansijskih iz-veštaja.)
MATCH@E:(It is also indispensable in managerial operative control and in financial reports preparation.===>One su takođe neophodne u menadžerskoj i operativnoj kontroli i u pripremi finansijskih izveštaja.)
MATCH@M:(This results in their cost system in this area being relatively simple, which is reflected on the information on costs.===>Ovo ima za posledicu da je njihov sistem troškova u ovom domenu relativno jednostavniji, što se reflektuje i na informacije o troškovima .)
MATCH@E:(This results in their cost system in this area being relatively simple, which is reflected on the information on costs.===>Ovo ima za posledicu da je njihov sistem troškova u ovom domenu relativno jednostavniji, što se reflektuje i na informacije o troškovima .)
MATCH@M:(The modern business prefers an integrative approach in the implementation of management tools in tracking and analysing the information important for the cost control.===>U savremenom biznisu je poželjan integrativni pristup korišćenju menadžerskih alata u praćenju i analizi informacija značajnih za kontrolu troškova.)
MATCH@E:(The modern business prefers an integrative approach in the implementation of management tools in tracking and analysing the information important for the cost control.===>U savremenom biznisu je poželjan integrativni pristup korišćenju menadžerskih alata u praćenju i analizi informacija značajnih za kontrolu troškova.)
MATCH@M:(These tools may be classed into four groups: planning and budgeting tools, such as standard budgeting, capital budgeting, operational budgeting; tools for decision-making support, including implementation of spreadsheets programmes, the turning point analysis, supply chain costs calculation, value chain analysis; tools for analysis on the basis of product cost accounting, such as traditional cost accounting, general cost allocation; more recent tools for business performance estimate, primarily the value based management, benchmarking, performance balanced scorecard.===>Ovi alati se mogu klasifikovati u četiri grupe: alati planiranja i budžetiranja kao što su standardno budžetiranje, kapitalno budžetiranje, operativno budžetiranje; alati za podršku odlučivanju, uključujući primenu programa za korišćenje elektronskih tabela (spreadsheets), zatim analiza prelomne tačke, obračun troškova lanca snabdevanja, analiza lanca vrednosti; alati analize na bazi obračuna troškova proizvoda kao što su tradicionalni obračun troškova, alokacija opštih troškova,; noviji alati procene performansi poslovanja, pre svega menadžment na bazi vrednosti, benčmarking, karta izbalansiranih merila performansi.)
MATCH@E:(These tools may be classed into four groups: planning and budgeting tools, such as standard budgeting, capital budgeting, operational budgeting; including tools for decision-making support, implementation of spreadsheets programmes, the turning point analysis, supply chain costs calculation, value chain analysis; tools for analysis on the basis of product cost accounting, such as traditional cost accounting, general cost allocation; more recent tools for business performance estimate, primarily the value based management, benchmarking, performance balanced scorecard. ~~~ 4.===>Ovi alati se mogu klasifikovati u četiri grupe: alati planiranja i budžetiranja kao što su standardno budžetiranje, kapitalno budžetiranje, operativno budžetiranje; alati za podršku odlučivanju, uključujući primenu programa za korišćenje elektronskih tabela (spreadsheets), zatim analiza prelomne tačke, obračun troškova lanca snabdevanja, analiza lanca vrednosti; alati analize na bazi obračuna troškova proizvoda kao što su tradicionalni obračun troškova, alokacija opštih troškova,; noviji alati procene performansi poslovanja, pre svega menadžment na bazi vrednosti, benčmarking, karta izbalansiranih merila performansi. 4.)
MATCH@M:(A more recent approach in modern management, strategic management deals with the orientation towards permanent cost reduction simultaneously with the strengthening of the organizational strategic position.===>U okviru savremenog menadžmenta strategijski menadžment troškova se kao noviji pristup odnosi na istovremenu orijentaciju ka stalnom sniženju troškova i ka jačanju strategijske pozicije organizacije.)
MATCH@E:(Strategic cost management A more recent approach in modern management, strategic management deals with the orientation towards permanent cost reduction simultaneously with the strengthening of the organizational strategic position.===>Strategijski menadžment troškova U okviru savremenog menadžmenta strategijski menadžment troškova se kao noviji pristup odnosi na istovremenu orijentaciju ka stalnom sniženju troškova i ka jačanju strategijske pozicije organizacije.)
MATCH@M:(It especially respects the contribution of cost management to a successful definition the strategic goals, formulation and effective realization of the company strategy and increase in profitability.===>Posebno se uvažava doprinos menadžmenta troškova uspešnom određivanju strategijskih ciljeva, formuli-sanju i efektivnoj realizaciji strategije preduzeća i povećanju profitabilnosti.)
MATCH@E:(It especially respects the contribution of cost management to a successful definition the strategic goals, formulation and effective realization of the company strategy and increase in profitability.===>Posebno se uvažava doprinos menadžmenta troškova uspešnom određivanju strategijskih ciljeva, formulisanju i efektivnoj realizaciji strategije preduzeća i povećanju profitabilnosti.)
MATCH@M:(In the conditions of economic crisis or of economic recovery there is a need for a more accurate cost accounting and an expanded visibility of various cost categories of a concrete company.===>U uslovima ekonomske krize ili oporavka privrede dolazi do izražaja potreba za preciznijim obračunom troškova i za većom vizibilno-šću raznih troškovnih kategorija konkretnog preduze-ća..)
MATCH@E:(In the conditions of economic crisis or of economic recovery there is a need for a more accurate cost accounting and an expanded visibility of various cost categories of a concrete company.===>U uslovima ekonomske krize ili oporavka privrede dolazi do izražaja potreba za preciznijim obračunom troškova i za većom vizibilnošću raznih troškovnih kategorija konkretnog preduzeća..)
MATCH@M:(This is closely linked with a tendency to reduce total costs, improve the processes by a possible automation, standard setting and risk reduction.===>Ovo je povezano sa težnjom ka sniženju ukupnih troškova, usavršavanju procesa uz moguću automatizaciju, ka uspostavljanju standarda i smanjenju rizika.)
MATCH@E:(This is closely linked with a tendency to reduce total costs, improve the processes by a possible automation, standard setting and risk reduction.===>Ovo je povezano sa težnjom ka sniženju ukupnih troškova, usavršavanju procesa uz moguću automatizaciju, ka uspostavljanju standarda i smanjenju rizika.)
MATCH@M:(Managers also wish to improve the reporting process.===>Aktuelna je i težnja menadžera da se poboljša proces izveštavanja.)
MATCH@E:(Managers also wish to improve the reporting process.===>Aktuelna je i težnja menadžera da se poboljša proces izveštavanja.)
MATCH@M:(Interestingly, a large number of large and small companies, both manufacturing and service ones, make efforts to improve internal reporting on the issue of costs, to increase the reporting speed and develop more useful and more worthwhile reports.===>Karakteristično je da mnoga velika i mala preduzeća, proizvodna i uslužna, nastoje da unaprede interno izveštavanje u domenu troškova, povećaju brzinu izveštavanja i razviju korisnije i značajnije izveštaje.)
MATCH@E:(Interestingly, a large number of large and small companies, both manufacturing and service ones, make efforts to improve internal reporting on the issue of costs, to increase the reporting speed and develop more useful and more worthwhile reports.===>Karakteristično je da mnoga velika i mala preduzeća, proizvodna i uslužna, nastoje da unaprede interno izveštavanje u domenu troškova, povećaju brzinu izveštavanja i razviju korisnije i značajnije izveštaje.)
MATCH@M:(The strategic system of cost management in the company develops strategic information, both financial and non-financial.===>Strategijski sistem upravljanja troškovima preduzeća razvija strategijske infomacije, uključujući i finansij-ske, i nefinansijske.)
MATCH@E:(The strategic system of cost management in the company develops strategic information, both financial and non-financial.===>Strategijski sistem upravljanja troškovima preduzeća razvija strategijske infomacije, uključujući i finansijske, i nefinansijske.)
MATCH@M:(It is aware of the importance of performance measures such as the income growth from sales and stocks, share price flow, dividend value growth, credit rating.===>Uvažava se važnost merila performansi kao što su rast prihoda od prodaje i zarada, kretanja cena akcija, rast dividendi, kreditni rejting.)
MATCH@E:(It is aware of the importance of performance measures such as the income growth from sales and stocks, share price flow, dividend value growth, credit rating.===>Uvažava se važnost merila performansi kao što su rast prihoda od prodaje i zarada, kretanja cena akcija, rast dividendi, kreditni rejting.)
MATCH@M:(The strategic measure of success include the market share, the product/service quality, development opportunities.===>Strategijska merila uspeha uključuju tržišni udeo, kvalitet proizvoda/usluga, šanse za razvoj.)
MATCH@E:(The strategic measure of success include the market share, the product/service quality, development opportunities.===>Strategijska merila uspeha uključuju tržišni udeo, kvalitet proizvoda/usluga, šanse za razvoj.)
MATCH@M:(The financial measures show the impact of the company’s policies and procedures upon the current financial standing of the company, and, consequently, upon the current revenues for the shareholders.===>Finansijska merila pokazuju uticaj politika i procedura preduzeća na tekuču finansijsku poziciju preduzeća i, u skladu sa time, na tekuće prinose za akcionare.)
MATCH@E:(The financial measures show the impact of the companys policies and procedures upon the current financial standing of the company, and, consequently, upon the current revenues for the shareholders.===>Finansijska merila pokazuju uticaj politika i procedura preduzeća na tekuču finansijsku poziciju preduzeća i, u skladu sa time, na tekuće prinose za akcionare.)
MATCH@M:(Without strategic information the company would probably ’’stray” from the competition course, making strategically wrong production and marketing decisions, deciding in favour of wrong products and customers.===>Bez strategijskih informacija, preduzeće bi verovatno „zalutalo” sa konkurentskog kursa, donoseći strategijski pogrešne proizvodne i marketinške odluke, uz izbor pogrešnih proizvoda i kupaca.)
MATCH@E:(Without strategic information the company would probably stray from the competition course, making strategically wrong production and marketing decisions, deciding in favour of wrong products and customers.===>Bez strategijskih informacija, preduzeće bi verovatno zalutalo sa konkurentskog kursa, donoseći strategijski pogrešne proizvodne i marketinške odluke, uz izbor pogrešnih proizvoda i kupaca.)
MATCH@M:(Some consequences of the absence of strategic information are the following: decision making mainly based on intuition, ambiguities as regards the direction and goals of development, absence of a clear and favourable perception of the firm from the part of customers and suppliers, incorrect investmant decisions, inadequate range of products, markets or production processes inconsistent with strategic goals, inability to conduct a correct benchmarking of competition, which results in the lack of knowledge on the more effective competition strategies, omission to identify the most profitable products, customers and markets.===>Neke od posledica odsustva strategijskih informacija su sledeće: odlučivanje u prevelikoj meri bazirano na intuiciji, nedostatak jasnoće oko pravca i ciljeva razvoja, nepostojanje jasne i povoljne percepcije firme od strane kupaca i snabdevača, nekorektne investicione odluke, neadekvatan izbor proizvoda, tržišta ili proizvodnih procesa nekonzistentan sa strategijskim ciljevima, nesposobnost da se uspešno izvrši benčmarking konkurenata, što rezultira u nedostatku znanja o efektivnijim konkurentskim strategijama, propust da se identifiku-ju najprofitabilniji proizvodi, kupci i tržišta.)
MATCH@E:(Some consequences of the absence of strategic information are the following: decision making mainly based on intuition, ambiguities as regards the direction and goals of development, absence of a clear and favourable perception of the firm from the part of customers and suppliers, incorrect investmant decisions, inadequate range of products, markets or production processes inconsistent with strategic goals, inability to conduct a correct benchmarking of competition, which results in the lack of knowledge on the more effective competition strategies, omission to identify the most profitable products, customers and markets.===>Neke od posledica odsustva strategijskih informacija su sledeće: odlučivanje u prevelikoj meri bazirano na intuiciji, nedostatak jasnoće oko pravca i ciljeva razvoja, nepostojanje jasne i povoljne percepcije firme od strane kupaca i snabdevača, nekorektne investicione odluke, neadekvatan izbor proizvoda, tržišta ili proizvodnih procesa nekonzistentan sa strategijskim ciljevima, nesposobnost da se uspešno izvrši benčmarking konkurenata, što rezultira u nedostatku znanja o efektivnijim konkurentskim strategijama, propust da se identifikuju najprofitabilniji proizvodi, kupci i tržišta.)
MATCH@M:(Companies use cost management to support their strategic goals.===>Preduzeća koriste menadžment troškova da bi podržala svoje strategijske ciljeve.)
MATCH@E:(Companies use cost management to support their strategic goals.===>Preduzeća koriste menadžment troškova da bi podržala svoje strategijske ciljeve.)
MATCH@M:(The aim of cost management is to make it easier for the managers to make decisions offering them information on costs and other information on the process of strategic goals achievement.===>Fokus upravljanja troškovima je na olakšavanju donošenja odluka od strane menadžmenta kroz informacije o troškovima i druge informacije u procesu realizacije strategijskih ciljeva.)
MATCH@E:(The aim of cost management is to make it easier for the managers to make decisions offering them information on costs and other information on the process of strategic goals achievement.===>Fokus upravljanja troškovima je na olakšavanju donošenja odluka od strane menadžmenta kroz informacije o troškovima i druge informacije u procesu realizacije strategijskih ciljeva.)
MATCH@M:(Value-Based Management (VBM) is an integrated managerial approach directed towards maximizing value for the shareholders.===>Menadžment zasnovan na vrednosti (VBM - Value-Based Management) je integrisani menadžerski pristup usmeren na maksimiziranje vrednosti za akcionare.)
MATCH@E:(Value based management Value-Based Management (VBM) is an integrated managerial approach directed towards maximizing value for the shareholders.===>Menadžment baziran na vrednosti Menadžment zasnovan na vrednosti (VBM - ValueBased Management) je integrisani menadžerski pristup usmeren na maksimiziranje vrednosti za akcionare.)
MATCH@M:(According to M. Porter, the competitive advantages can be understood only if the company is observed as a whole.===>Po M.Porter-u konkurentske prednosti se mogu razumeti samo ukoliko se preduzeće posmatra kao celina.)
MATCH@E:(According to M. Porter, the competitive advantages can be understood only if the company is observed as a whole.===>Po M.Porter-u konkurentske prednosti se mogu razumeti samo ukoliko se preduzeće posmatra kao celina.)
MATCH@M:(The company performs a chain of activities in order to deliver value to customers/users of services.===>Lanac aktivnosti preduzeće obavlja da bi isporučilo vrednost kupcima/korisnicima usluga.)
MATCH@E:(The company performs a chain of activities in order to deliver value to customers/users of services.===>Lanac aktivnosti preduzeće obavlja da bi isporučilo vrednost kupcima/korisnicima usluga.)
MATCH@M:(A competitive advantage or disadvantage may result from any of the five primary activities (input logistics, business operations, output logistics, marketing and sales, servicing), or four secondary, or supporting activities (firm infrastructure, human resources management, development of technology, supplies) [7].===>Konkurentska prednost ili nedostatak mogu nastati vezano za bilo koju od pet primarnih aktivnosti (ulazna logistika, poslovne operacije, izlazna logistika, marketing i prodaja, servisira-nje) ili za četiri sekundarne, odnosno podržavajuće aktivnosti (infrastruktura firme, upravljanje ljudskim resursima, razvoj tehnologije, nabavka) [7].)
MATCH@E:(A competitive advantage or disadvantage may result from any of the five primary activities (input logistics, business operations, output logistics, marketing and sales, servicing), or four secondary, or supporting activities (firm infrastructure, human resources management, development of technology, supplies) Š7Ë. Together, these activities make up the generic value chain.===>Konkurentska prednost ili nedostatak mogu nastati vezano za bilo koju od pet primarnih aktivnosti (ulazna logistika, poslovne operacije, izlazna logistika, marketing i prodaja, servisiranje) ili za četiri sekundarne, odnosno podržavajuće aktivnosti (infrastruktura firme, upravljanje ljudskim resursima, razvoj tehnologije, nabavka) Š7Ë. ~~~ Zajedno, ove aktivnosti čine generički lanac vrednosti .)
MATCH@M:(Observed from the macro aspect, the value chain of the company is part of a larger structure that includes the supplier value chain, the distribution channel value chain and the customer/user of services value chain.===>Lanac vrednosti preduzeća je, posmatrano sa makro aspekta, deo veće strukture koja uključuje lanac vred-nosti snabdevača, lanac vrednosti kanala distribucije i lanac vrednosti kupaca/korisnika usluga.)
MATCH@E:(Observed from the macro aspect, the value chain of the company is part of a larger structure that includes the supplier value chain, the distribution channel value chain and the customer/user of services value chain.===>Lanac vrednosti preduzeća je, posmatrano sa makro aspekta, deo veće strukture koja uključuje lanac vrednosti snabdevača, lanac vrednosti kanala distribucije i lanac vrednosti kupaca/korisnika usluga.)
MATCH@M:(This points to a specific networking and important relationships stemming from the actual position of the organizational value chain in this context, which managers must take into consideration, especially in case of highly intensive interactions, for example in JIT (just in time) systems, which allow for the achievement of a lower level of stocks and supply costs, with the necessary high level of cooperation between the suppliers and customers and making use of vertical integration with the simultaneous independence of the company on the market.===>Ovo ukazuje na svojevrsnu umreženost i na značajne odnose koji proističu iz konkretne pozicije lanca vrednosti organizacije u ovom kontekstu, o čemu menadžeri moraju voditi računa, posebno u slučaju intenzivnijih interakcija, na primer kod JIT (just in time) sistema, kada se ostvaruje snižavanje nivoa zaliha i troškova nabavke, uz zah-tevani visok stepen saradnje snabdevaca i kupaca i omogućavanje korišćenja prednosti vertikalne integracije uz istovremenu samaostalnost preduzeca na tržištu.)
MATCH@E:(This points to a specific networking and important relationships stemming from the actual position of the organizational value chain in this context, which managers must take into consideration, especially in case of highly intensive interactions, for example in JIT (just in time) systems, which allow for the achievement of a lower level of stocks and supply costs, with the necessary high level of cooperation between the suppliers and customers and making use of vertical integration with the simultaneous independence of the company on the market. for little value Elimination of the activities that add little or no value for the customers reduces the resources consumption and allows for the focusing upon the activities that increase the customer satisfaction.===>Ovo ukazuje na svojevrsnu umreženost i na značajne odnose koji proističu iz konkretne pozicije lanca vrednosti organizacije u ovom kontekstu, o čemu menadžeri moraju voditi računa, posebno u slučaju intenzivnijih interakcija, na primer kod JIT (just in time) sistema, kada se ostvaru je snižavanje nivoa zaliha i troškova nabavke, uz zahtevani visok stepen saradnje snabdevača i kupaca i omogućavanje korišćenja prednosti vertikalne integracije uz istovremenu samaostalnost preduzeća na tržištu. ~~~ Eliminisanje aktivnosti koje dodaju malo vrednosti kupcima ili uopšte ne dodaju vrednost smanjuje potrošnju resursa i omogućava fokusiranje na aktivnosti koje povećavaju zadovoljstvo kupaca.)
MATCH@M:(Thus it is possible to see which activities may have little value for the end customers/users of services and which should be eliminated or reduced.===>Na ovaj način se sagledava koje aktivnosti mogu imati malu vred-nost za krajnje kupce/korisnike usluga i koje bi trebalo da budu eliminisane ili smanjene.)
MATCH@E:(Thus it is possible to see which activities may have the end customers/users of services and which should be eliminated or reduced.===>Na ovaj način se sagledava koje aktivnosti mogu imati malu vrednost za krajnje kupce/korisnike usluga i koje bi trebalo da budu eliminisane ili smanjene.)
MATCH@M:(A high value activity significantly increases the value of the product/service for the customers/users.===>Aktivnost sa visokom vrednošću znatno povećava vrednost proizvo-da/usluge za kupce/korisnike.)
MATCH@E:(A high value activity significantly increases the value of the product/service for the customers/users.===>Aktivnost sa visokom vrednošću znatno povećava vrednost proizvoda/usluge za kupce/korisnike.)
MATCH@M:(Hence the product and service deliveries are high value adding activities.===>Tako su isporuke proizvoda i pružanje usluga aktivnosti koje dodaju visoku vrednost.)
MATCH@E:(Hence the product and service deliveries are high value adding activities.===>Tako su isporuke proizvoda i pružanje usluga aktivnosti koje dodaju visoku vrednost.)
MATCH@M:(According to cost management, high value adding activities are those necessary to satisfy the customers’ needs or expectations, to improve the product components, the activities that contribute to customer satisfaction, which are the critical steps in the business process and which are performed in order to solve or eliminate the quality related problems or the activities performed upon the request of the customer/user of service.===>U menadžmentu troškova se aktivnostima koje dodaju visoku vrednost smatraju one koje su neophodne da bi se udovoljilo zahtevima ili očekivanjima kupaca, da bi se poboljšale komponente proizvoda, aktivnosti koje doprinose zadovoljstvu potroša-ca, koje predstavljaju kriticne korake u poslovnom procesu, koje se izvršavaju da bi se rešili ili eliminisa-li problemi vezani za kvalitet ili aktivnosti koje se odvijaju na zahtev kupaca/korisnika usluge.)
MATCH@E:(According to cost management, high value adding activities are those necessary to satisfy the customers needs or expectations, to improve the product components, the activities that contribute to customer satisfaction, which are the critical steps in the business process and which are performed in order to solve or eliminate the quality related problems or the activities performed upon the request of the customer/user of service.===>U menadžmentu troškova se aktivnostima koje dodaju visoku vrednost smatraju one koje su neophodne da bi se udovoljilo zahtevima ili očekivanjima kupaca, da bi se poboljšale komponente proizvoda, aktivnosti koje doprinose zadovoljstvu potrošača, koje predstavljaju kritične korake u poslovnom procesu, koje se izvršavaju da bi se rešili ili eliminisali problemi vezani za kvalitet ili aktivnosti koje se odvijaju na zahtev kupaca/korisnika usluge.)
MATCH@M:(On the other hand, low value adding activities waste time, resources or space in the company, while contributing little to meeting the customer/user of services needs.===>Sa druge strane, aktivnosti koje dodaju nisku vrednost troše vreme, resurse preduzeća ili prostor, a malo doprinose zadovoljenju potreba kupaca/korisnika usku-ge.)
MATCH@E:(On the other hand, low value adding activities waste time, resources or space in the company, while contributing little to meeting the customer/user of services needs.===>Sa druge strane, aktivnosti koje dodaju nisku vrednost troše vreme, resurse preduzeća ili prostor, a malo doprinose zadovoljenju potreba kupaca/korisnika uskuge.)
MATCH@M:(If these are eliminated, value for customers or customer satisfaction is reduced negligibly or remain unchanged.===>Ukoliko se eliminišu, vrednost za kupce ili satisfakcija kupaca se smanjuju neznatno ili ostaju nepro-menjeni.)
MATCH@E:(If these are eliminated, value for customers or customer satisfaction is reduced negligibly or remain unchanged.===>Ukoliko se eliminišu, vrednost za kupce ili satisfakcija kupaca se smanjuju neznatno ili ostaju nepromenjeni.)
MATCH@M:(Moving parts in between the processes, waiting time, inefficient processes are the examples of low added value activities.===>Pomeranje delova između procesa, vreme čekanja, neefikasni procesi su primeri aktivnosti niske dodate vrednosti.)
MATCH@E:(Moving parts in between the processes, waiting time, inefficient processes are the examples of low added value activities.===>Pomeranje delova između procesa, vreme čekanja, neefikasni procesi su primeri aktivnosti niske dodate vrednosti.)
MATCH@M:(This means that they can be eliminated by the manager without affecting the product or service form, convenience, or function.===>To znaci da one mogu biti elimini-sane od strane menadžera, a da ne utiču na formu, po-desnost, funkciju proizvoda ili usluge.)
MATCH@E:(This means that they can be eliminated by the manager without affecting the product or service form, convenience, or function.===>To znači da one mogu biti eliminisane od strane menadžera, a da ne utiču na formu, podesnost, funkciju proizvoda ili usluge.)
MATCH@M:(Such activities frequently result in waste and can be a consequence of inefficiency or errors in the course of the process; they can be duplicated in another department, or be the activities adding unnecessary steps in the business process, or they may be responsible for producing an unnecessary or undesirable output [5].===>Ove aktivnosti često rezultiraju otpadom i mogu biti posledica neefikasnosti ili grešaka u toku procesa, one mogu biti du-plicirane u nekom drugom odeljenju ili su to aktivnosti koje dodaju nepotrebne korake u poslovni proces, proizvode nepotreban ili neželjeni autput [5].)
MATCH@E:(Such activities frequently result in waste and can be a consequence of inefficiency or errors in the course of the process; they can be duplicated in another department, or be the activities adding unnecessary steps in the business process, or they may be responsible for producing an unnecessary or undesirable output Š5Ë. 6.===>Ove aktivnosti često rezultiraju otpadom i mogu biti posledica neefikasnosti ili grešaka u toku procesa, one mogu biti duplicirane u nekom drugom odeljenju ili su to aktivnosti koje dodaju nepotrebne korake u poslovni proces, proizvode nepotreban ili neželjeni autput Š5Ë. 6.)
MATCH@M:(Contrary to traditional models, activity-based costing (ABC) calculates what in modern business makes up the ’’real” costs of products/services, as well as costs per customers, by allocating general costs not on the basis of scope, but on the basis of the required or accomplished activities.===>Nasuprot tradicionalnim modelima, obračun troškova na osnovu aktivnosti (ABC - activity-based costing) izračunava ono što u savremenom poslovanju predstavlja „prave“ troškove proizvoda/usluga, kao i troškove po kupcima dodeljivanjem opštih troškova baziranim ne na obimu, već na zahtevanim ili izvšenim aktivnostima.)
MATCH@E:(Contrary to traditional models, activitybased costing (ABC) calculates what in modern business makes up the real costs of products/services, as well as costs per customers, by allocating general costs not on the basis of scope, but on the basis of the required or accomplished activities.===>Nasuprot tradicionalnim modelima, obračun troškova na osnovu aktivnosti (ABC activity-based costing) izračunava ono što u savremenom poslovanju predstavlja prave troškove proizvoda/usluga, kao i troškove po kupcima dodeljivanjem opštih troškova baziranim ne na obimu, već na zahtevanim ili izvšenim aktivnostima.)
MATCH@M:(Traditional methods of cost accounting often tend to overestimate the high-scope products and underestimate the low-scope products [8].===>U tradicionalnim metodima obračuna troškova česta je tendencija da se pretera u proceni troškova prozvoda visokog obima i da se podcene troškovi proizvoda niskog obima.)
MATCH@E:(Traditional methods of cost accounting often tend to overestimate the high-scope products and underestimate the lowscope products Š8Ë.===>U tradicionalnim metodima obračuna troškova česta je tendencija da se pretera u proceni troškova prozvoda visokog obima i da se podcene troškovi proizvoda niskog obima Š8Ë.)
MATCH@M:(In order that the activity-based cost management system be developed it is necessary that managers understand the interrelations among the resources, activities, and products or services in their company.===>Da bi se razvio sistem upravljanja troškovima na bazi aktivnosti, potrebno je da menadžeri razumeju povezanost resursa, aktivnosti i proizvoda ili usluga u svojoj organizaciji.)
MATCH@E:(In order that the activity-based cost management system be developed it is necessary that managers understand the interrelations among the resources, activities, and products or services in their company.===>Da bi se razvio sistem upravljanja troškovima na bazi aktivnosti, potrebno je da menadžeri razumeju povezanost resursa, aktivnosti i proizvoda ili usluga u svojoj organizaciji.)
MATCH@M:(Resources are consumed in the course of activites, while products and services are the results of the activities.===>Resursi se troše na aktivnosti, a proizvodi i usluge su rezultati aktivnosti.)
MATCH@E:(Resources are consumed in the course of activites, while products and services are the results of the activities.===>Resursi se troše na aktivnosti, a proizvodi i usluge su rezultati aktivnosti.)
MATCH@M:(Many of the resources used in business operations may be defined for certain products or services and identified as direct costs of materials or labour.===>Mnogi od resursa koji se koriste u poslovnim operacijama mogu se utvrditi za pojedine proizvode ili usluge i identifikovati kao direktni troškovi materijala ili rada.)
MATCH@E:(Many of the resources used in business operations may be defined for certain products or services and identified as direct costs of materials or labour.===>Mnogi od resursa koji se koriste u poslovnim operacijama mogu se utvrditi za pojedine proizvode ili usluge i identifikovati kao direktni troškovi materijala ili rada.)
MATCH@M:(The majority of indirect costs are indirectly related to the end products or services.===>Većina opštih troškova se vezuje indirektno za finalne proizvode ili usluge.)
MATCH@E:(The majority of indirect costs are indirectly related to the end products or services.===>Većina opštih troškova se vezuje indirektno za finalne proizvode ili usluge.)
MATCH@M:(Since certain products require various activities, each of which consumes different quantities of resources, cost allocation should be pondered accordingly.===>Pošto pojedini proizvodi zahtevaju razne aktivnosti, od kojih svaka koristi različite količine resursa, alokacija troškova bi trebalo da bude ponderisana u skladu sa time.)
MATCH@E:(Since certain products require various activities, each of which consumes different quantities of resources, cost allocation should be pondered accordingly.===>Pošto pojedini proizvodi zahtevaju razne aktivnosti, od kojih svaka koristi različite količine resursa, alokacija troškova bi trebalo da bude ponderisana u skladu sa time.)
MATCH@M:(The ABC has been in use since 1980’s and today, at the beginning of the 21st century, it is the current system of costing/cost accounting.===>ABC se primenjuje počev od osamdesetih godina 20.veka i danas na početku 21.veka predstavlja aktuelan sistem obračuna troškova.)
MATCH@E:(The ABC has been in use since 1980s and today, at the beginning of the 21st century, it is the current system of costing/cost accounting.===>ABC se primenjuje počev od osamdesetih godina 20.veka i danas na početku 21.veka predstavlja aktuelan sistem obračuna troškova.)
MATCH@M:(In making business decisions, knowledge of real costs may help identify ”profit makers” and ”loosers”, highlight chances for improvement and compare investment alternatives.===>Kada se donose poslovne odluke, poznavanje pravih troškova može pomoći da se identifikuju „oni koji stvaraju profit“ i „gubitnici“, da se istaknu šanse za poboljšanja, da se uporede investicione alternative.)
MATCH@E:(In making business decisions, knowledge of real costs may help identify profit makers and loosers, highlight chances for improvement and compare investment alternatives.===>Kada se donose poslovne odluke, poznavanje pravih troškova može pomoći da se identifikuju oni koji stvaraju profit i gubitnici, da se istaknu šanse za poboljšanja, da se uporede investicione alternative.)
MATCH@M:(It is important that the ABC ”allocates” the costs of activities to the products and services via the activites conducted in order to finalize these products/services.===>Suština je u tome da ABC „dodeljuje“ troškove aktivnosti proizvodima i uslugama preko aktivnosti koje su obavljene da bi se oni finalizovali.)
MATCH@E:(It is important that the ABC allocates the costs of activities to the products and services via the activites conducted in order to finalize these products/services.===>Suština je u tome da ABC dodeljuje troškove aktivnosti proizvodima i uslugama preko aktivnosti koje su obavljene da bi se oni finalizovali.)
MATCH@M:(Here we have a number of basic principles in the ABC system, from the point of view of the cost accounting itself.===>Pri tome postoji nekoliko bazičnih pristupa u ABC sistemu sa aspekta samog računovodstva troškova.)
MATCH@E:(Here we have a number of basic principles in the ABC system, from the point of view of the cost accounting itself.===>Pri tome postoji nekoliko bazičnih pristupa u ABC sistemu sa aspekta samog računovodstva troškova.)
MATCH@M:(Many of them are not related to certain products or production lines, but to individual customers/usres of services, market segments and distribution channels.===>Mnogi od njih se ne vezuju za pojedine proizvode ili proizvodne linije, već za individualne kupce/ko-risnike usluga, tržišne segmente i kanale distribucije.)
MATCH@E:(Many of them are not related to certain products or production lines, but to individual customers/usres of services, market segments and distribution channels Š9Ë.===>Mnogi od njih se ne vezuju za pojedine proizvode ili proizvodne linije, već za individualne kupce/korisnike usluga, tržišne segmente i kanale distribucije Š9Ë.)
MATCH@M:(The ABC allows for a more accurate allocation of indirect costs to the cost objects.===>ABC omogućava tačnije pripisivanje indirektnih troškova objektima troškova.)
MATCH@E:(The ABC allows for a more accurate allocation of indirect costs to the cost objects.===>ABC omogućava tačnije pripisivanje indirektnih troškova objektima troškova.)
MATCH@M:(Cost objects may be products, services, customers, users of services.===>Objekti troškova mogu biti proizvodi, usluge, kupci, korisnici usluga.)
MATCH@E:(Cost objects may be products, services, customers, users of services.===>Objekti troškova mogu biti proizvodi, usluge, kupci, korisnici usluga.)
MATCH@M:(The ABC allows for a segmentation to be made on the basis of real profitability and helps identify the value per customer more precisely.===>ABC pruža mogućnost da se izvrši segmentacija na bazi stvarne profitabilnosti i pomaže da se preciznije odredi vrednost po kupcu.)
MATCH@E:(The ABC allows for a segmentation to be made on the basis of real profitability and helps identify the value per customer more precisely.===>ABC pruža mogućnost da se izvrši segmentacija na bazi stvarne profitabilnosti i pomaže da se preciznije odredi vrednost po kupcu.)
MATCH@M:(This is the first step towards the activity-based management (ABM).===>To je prvi korak ka menadžmentu na bazi aktivnosti (ABM - activity-based management).)
MATCH@E:(This is the first step towards the activity-based management (ABM).===>To je prvi korak ka menadžmentu na bazi aktivnosti (ABM - activity-based management).)
MATCH@M:(The ABC does nor assess the efficiency or productivity of the activities, although this is very important for the improvements in the organization to br made.===>ABC ne procenjuje efikasnost ili produktivnost aktivnosti, mada je to jako znaćajno za poboljšanja u organizaciji.)
MATCH@E:(The ABC does nor assess the efficiency or productivity of the activities, although this is very important for the improvements in the organization to br made.===>ABC ne procenjuje efikasnost ili produktivnost aktivnosti, mada je to jako znaćajno za poboljšanja u organizaciji.)
MATCH@M:(The abovementioned shows that focusing upon the essence of costing per activities, as a modern managerial approach to cost accounting, means allocating the costs of resources to the cost objects, such as, for example, products or services, based on activities performed in favour of the cost objects.===>Iz svega izloženog proizilazi da fokusiranje na suštinu obračuna troškova po aktivnostima, kao savremenog menadžerskog pristupa obračunu troškova, podrazu-meva sagledavanje pripisivanja troškova resursa objektima troškova kao što su, na primer, proizvodi i usluge uz baziranje na aktivnosti koje su obavljene za objekte troškova.)
MATCH@E:(The abovementioned shows that focusing upon the essence of costing per activities, as a modern managerial approach to cost accounting, means allocating the costs of resources to the cost objects, such as, for example, products or services, based on activities performed in favour of the cost objects.===>Iz svega izloženog proizilazi da fokusiranje na suštinu obračuna troškova po aktivnostima, kao savremenog menadžerskog pristupa obračunu troškova, podrazumeva sagledavanje pripisivanja troškova resursa objektima troškova kao što su, na primer, proizvodi i usluge uz baziranje na aktivnosti koje su obavljene za objekte troškova.)
MATCH@M:(It is important to say that the principal presumption of this approach to costs is that the company products or services are the results of the activities, and that the activities consume resources which in turn generate costs.===>Bitno je naglasiti da je pretpostavka ovog pristupa troškovima da su proizvodi ili usluge preduzeca rezultat aktivnosti, a aktivnosti koriste resurse koji generišu troškove.)
MATCH@E:(It is important to say that the principal presumption of this approach to costs is that the company products or services are the results of the activities, and that the activities consume resources which in turn generate costs.===>Bitno je naglasiti da je pretpostavka ovog pristupa troškovima da su proizvodi ili usluge preduzeća rezultat aktivnosti, a aktivnosti koriste resurse koji generišu troškove.)
MATCH@M:(The resource costs are allocated to the activities on the basis of the activities that use or consume resources or the costs of activities are allocated to cost objects, on the basis of the activities performed for the objects of costs.===>Troškovi resursa se do-deljuju aktivnostima bazirano na aktivnostima koje koriste ili troše resurse ili se troškovi aktivnosti do-deljuju objektima troškova bazirano na aktivnostima koje su izvršene za objekte troškova.)
MATCH@E:(The resource costs are allocated to the activities on the basis of the activities that use or consume resources or the costs of activities are allocated to cost objects, on the basis of the activities performed for the objects of costs.===>Troškovi resursa se dodeljuju aktivnostima bazirano na aktivnostima koje koriste ili troše resurse ili se troškovi aktivnosti dodeljuju objektima troškova bazirano na aktivnostima koje su izvršene za objekte troškova.)
MATCH@M:(In allocating costs to the activities and later to cost objects, the ABC identifies the cause-effect or direct relations between the resource costs, the cost activators, activities, and objects of costs.===>ABC prepoznaje uzročne ili direktne povezanosti između troškova resursa, pokretača troškova, aktivnosti i objekata troškova u dodeljivanju troškova aktivnostima i kasnije objektima troškova.)
MATCH@E:(In allocating costs to the activities and later to cost objects, the ABC identifies the causeeffect or direct relations between the resource costs, the cost activators, activities, and objects of costs.===>ABC prepoznaje uzročne ili direktne povezanosti između troškova resursa, pokretača troškova, aktivnosti i objekata troškova u dodeljivanju troškova aktivnostima i kasnije objektima troškova.)
MATCH@M:(It distributes the company indirect costs on cost objects identifying the resources and the activities, as well as their costs required for the output production.===>On raspoređuje opšte troškove preduzeca na objekte troškova identifikujuči resurse i aktivnosti, kao i njihove troškove potrebne za pro-zvodnju autputa.)
MATCH@E:(It distributes the company indirect costs on cost objects identifying the resources and the activities, as well as their costs required for the output production.===>On raspoređuje opšte troškove preduzeća na objekte troškova identifikujući resurse i aktivnosti, kao i njihove troškove potrebne za prozvodnju autputa.)
MATCH@M:(The ABC and the ABM are from both the theoretical and the practical aspects primarily important in the field of calculating costs of the product, however, managers in numerous companies also find them very useful in determining the customer servicing costs as well as the basis for estimating the profitability of a particular customer or a chosen group of customers/users of services.===>Mada su ABC i ABM i sa teorijskog, i sa praktičnog aspekta postali najpre aktuelnii u domenu izračunavanja troškova proizvoda, menadžeri u mnogim pred-uzecima su uvideli da su veoma korisni u određivanju troškova usluživanja kupaca i kao baza za procenu profitabilnosti određenog kupca ili izabrane grupe ku-paca/korisnika usluga.)
MATCH@E:(The ABC and the ABM are from both the theoretical and the practical aspects primarily important in the field of calculating costs of the product, however, managers in numerous companies also find them very useful in determining the customer servicing costs as well as the basis for estimating the profitability of a particular customer or a chosen group of customers/users of services.===>Mada su ABC i ABM i sa teorijskog, i sa praktičnog aspekta postali najpre aktuelnii u domenu izračunavanja troškova proizvoda, menadžeri u mnogim preduzećima su uvideli da su veoma korisni u određivanju troškova usluživanja kupaca i kao baza za procenu profitabilnosti određenog kupca ili izabrane grupe kupaca/korisnika usluga.)
MATCH@M:(Combining the customer-based cost account with the income earned from these customers we come to the analysis of profitability per customer.===>Kombinovanjem obračuna troškova po kupcima sa prihodima ostvarenim od tih kupaca dolazi se do analize profitabilnosti po kupcima.)
MATCH@E:(Combining the customerbased cost account with the income earned from these customers we come to the analysis of profitability per customer.===>Kombinovanjem obračuna troškova po kupcima sa prihodima ostvarenim od tih kupaca dolazi se do analize profitabilnosti po kupcima.)
MATCH@M:(Empirical research have shown that, in case of many companies, 10-20% their customers/users of services generate 80-90% of their total profit.===>Empirijska istraživanja su pokazala da, u slučaju mnogih preduzeca, 10 -20 % njihovih kupaca/kori-snika usluga generiše 80-90% njihovog ukupnog profita.)
MATCH@E:(Empirical research have shown that, in case of many companies, 10-20% their customers/users of services generate 80-90% of their total profit.===>Empirijska istraživanja su pokazala da, u slučaju mnogih preduzeća, 10 -20 % njihovih kupaca/korisnika usluga generiše 80-90% njihovog ukupnog profita.)
MATCH@M:(On the other hand, some customers cause losses, often through numerous small-volume orders, therefore the costs of resources in servicing these customers: processing the orders, dispatching the goods etc. are higher than the income earned from them.===>Sa druge strane, neki kupci donose gubitak, često kroz brojne male porudžbine, tako da su troškovi resursa da bi se oni opslužili i to kroz obradu porudžbine, otpremanje robe i sl. veći od prihoda koji se pri tome ostvare.)
MATCH@E:(On the other hand, some customers cause losses, often through numerous small-volume orders, therefore the costs of resources in servicing these customers: processing the orders, dispatching the goods etc. are higher than the income earned from them.===>Sa druge strane, neki kupci donose gubitak, često kroz brojne male porudžbine, tako da su troškovi resursa da bi se oni opslužili i to kroz obradu porudžbine, otpremanje robe i sl. veći od prihoda koji se pri tome ostvare.)
MATCH@M:(A clear example are some retail chains oriented, after they have compared the prices, to discounts or promotions, or, in case of business customers, smaller firms.===>Ilustrativan primer su neki maloprodajni lanci koji su orijentisani, nakon kompariranja cena, na popuste i promocije, ili, u slučaju poslovnih kupaca često se radi o manjim firmama.)
MATCH@E:(A clear example are some retail chains oriented, after they have compared the prices, to discounts or promotions, or, in case of business customers, smaller firms.===>Ilustrativan primer su neki maloprodajni lanci koji su orijentisani, nakon kompariranja cena, na popuste i promocije, ili, u slučaju poslovnih kupaca često se radi o manjim firmama.)
MATCH@M:(The analysis of profitability per customer identifies the activities of customer/user of services service and the cost activators.===>Analiza profitabil-nosti po kupcima identifikuje aktivnosti opsluživanja kupaca/korisnika usluga i pokretače troškova.)
MATCH@E:(The analysis of profitability per customer identifies the activities of customer/user of services service and the cost activators.===>Analiza profitabilnosti po kupcima identifikuje aktivnosti opsluživanja kupaca/korisnika usluga i pokretače troškova.)
MATCH@M:(It determines the profitability of each customer or customer group.===>Ona određuje profitabilnost svakog kupca ili grupe kupaca.)
MATCH@E:(It determines the profitability of each customer or customer group.===>Ona određuje profitabilnost svakog kupca ili grupe kupaca.)
MATCH@M:(Here, the services for customers/users of services includes all the activities performed in order to sell the goods and satisfy the customers, including advertizing, invitation to buy, delivery, invoicing, after sales service.===>Ovde opsluživanje kipaca/korisnika usluga uključuje sve aktivnosti da bi se obavila prodaja i zadovoljio kupac, uključujući oglašavanje, poziv na kupovinu, isporuku, fakturisanje, servisiranje posle prodaje.)
MATCH@E:(Here, the services for customers/users of services includes all the activities performed in order to sell the goods and satisfy the customers, including advertizing, invitation to buy, delivery, invoicing, after sales service.===>Ovde opsluživanje kipaca/korisnika usluga ukljućuje sve aktivnosti da bi se obavila prodaja i zadovoljio kupac, uključujući oglašavanje, poziv na kupovinu, isporuku, fakturisanje, servisiranje posle prodaje.)
MATCH@M:(It is essential that the customer profitability analysis identify the most profitable customers so that on the basis of this the managers can take steps to ensure that these customers remain loyal to the company in the future.===>Bitno je da se analizom profitabilnosti po kupcima identifikuju najprofitabilniji kupci i da u skladu sa time menadžeri mogu preduzeti korake da osiguraju da ovi kupci ostanu lojalni preduzeću i u budućem periodu.)
MATCH@E:(It is essential that the customer profitability analysis identify the most profitable customers so that on the basis of this the managers can take steps to ensure that these customers remain loyal to the company in the future.===>Bitno je da se analizom profitabilnosti po kupcima identifikuju najprofitabilniji kupci i da u skladu sa time menadžeri mogu preduzeti korake da osiguraju da ovi kupci ostanu lojalni preduzeću i u budućem periodu.)
MATCH@M:(On the other hand, the knowledge about the unprofitable customers allows for us to communicate with them in terms of reducing costs they cause, or the managers may decide to discontinue servicing these customers.===>Sa druge strane, saznanje koji su kupci neprofitabilni omogućava da se sa njima komunicira u smislu sniženja troškova koje oni uzrokuju ili da menadžeri odluče da se ovi kupci više ne opslužuju.)
MATCH@E:(On the other hand, the knowledge about the unprofitable customers allows for us to communicate with them in terms of reducing costs they cause, or the managers may decide to discontinue servicing these customers Š8Ë. 7.===>Sa druge strane, saznanje koji su kupci neprofitabilni omogućava da se sa njima komunicira u smislu sniženja troškova koje oni uzrokuju ili da menadžeri odluče da se ovi kupci više ne opslužuju Š8Ë. 7.)
MATCH@M:(The customer based profitability analysis has proved to enable the managers to identify the most profitable customers, reduce costs for the customers for which the servicing costs are high, introduce new profitable products and services, abandon unprofitable products, services and customers, improve the customer service process, redirect the purchasing mix of customers towards the product/service lines with a higher profit margin, select the customer mix to which they will be oriented and select the type(s) of postsales services they will offer.===>Pokazano je da analiza profitabilnosti po kupcima omogućava menadžerima da identifikuju najprofita-bilnije kupce, smanje troškove za one kupce gde su visoki troškovi servisiranja, uvedu nove profitabilne proizvode i usluge, odustanu od neprofitabilnih proizvoda, usluga i kupaca, poboljšaju proces servisiranja kupaca, preusmere kupovni miks kupaca na linije proizvoda/usluga sa većom marginom profita, da iizvr-še selekciju miksa kupaca prema kojima će se orijen-tisati i da izaberu tip postprodajnih usluga koje će nuditi.)
MATCH@E:(Customer based profitability management The customer based profitability analysis has proved to enable the managers to identify the most profitable customers, reduce costs for the customers for which the servicing costs are high, introduce new profitable products and services, abandon unprofitable products, services and customers, improve the customer service process, redirect the purchasing mix of customers towards the product/service lines with a higher profit margin, select the customer mix to which they will be oriented and select the type(s) of postsales services they will offer.===>Upravljanje profitabilnošću po kupcima Pokazano je da analiza profitabilnosti po kupcima omogućava menadžerima da identifikuju najprofitabilnije kupce, smanje troškove za one kupce gde su visoki troškovi servisiranja, uvedu nove profitabilne proizvode i usluge, odustanu od neprofitabilnih proizvoda, usluga i kupaca, poboljšaju proces servisiranja kupaca, preusmere kupovni miks kupaca na linije proizvoda/usluga sa većom marginom profita, da iizvrše selekciju miksa kupaca prema kojima će se orijentisati i da izaberu tip postprodajnih usluga koje će nuditi.)
MATCH@M:(A better understanding of the profitability of the present and the prospective customers may help the company increase the overall profit and become more competitive.===>Bolje razumevanje profitabilnosti sadašnjih i potencijalnih kupaca može pomoći da preduzeće poveća ukupni profit i da postane konkurentnije.)
MATCH@E:(A better understanding of the profitability of the present and the prospective customers may help the company increase the overall profit and become more competitive.===>Bolje razumevanje profitabilnosti sadašnjih i potencijalnih kupaca može pomoći da preduzeće poveća ukupni profit i da postane konkurentnije.)
MATCH@M:(This begins with the customer service cost analysis.===>Ovo počinje analizom troškova opsluživanja kupaca.)
MATCH@E:(This begins with the customer service cost analysis.===>)
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BAD_LINE_M:This begins with the customer service cost analysis.
BAD_LINE_M:Ovo počinje analizom troškova opsluživanja kupaca.
BAD_LINE_E:This begins with the customer service cost analysis.
BAD_LINE_E:
MATCH@M:(Not all customers request the same activities either prior to or after the sales.===>Svi kupci ne zahtevaju iste aktivnosti bilo pre, bilo posle prodaje.)
MATCH@E:(Not all customers request the same activities either prior to or after the sales.===>)
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BAD_LINE_M:Not all customers request the same activities either prior to or after the sales.
BAD_LINE_M:Svi kupci ne zahtevaju iste aktivnosti bilo pre, bilo posle prodaje.
BAD_LINE_E:Not all customers request the same activities either prior to or after the sales.
BAD_LINE_E:
MATCH@M:(Frequent specific customer-related activities include, for example, the costs of processing the offer, the invoicing and collection costs, receivables costs, customer service costs, discount processing costs, storage of returned products costs, marketing and sales costs.===>Ceste specifične aktivnosti vezane za kupce uključuju npr.troškove obrade porudžbina, troškove vezane za fakturisanje i naplatu, za potraživanja, za usluge kupcima, za obradu popusta, za ponovno držanje na zalihama vraćenih proizvoda, za marketing i prodaju.)
MATCH@E:(Frequent specific customer-related activities include, for example, the costs of processing the offer, the invoicing and collection costs, receivables costs, customer service costs, discount processing costs, storage of returned products costs, marketing and sales costs.===>)
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BAD_LINE_M:Frequent specific customer-related activities include, for example, the costs of processing the offer, the invoicing and collection costs, receivables costs, customer service costs, discount processing costs, storage of returned products costs, marketing and sales costs.
BAD_LINE_M:Ceste specifične aktivnosti vezane za kupce uključuju npr.troškove obrade porudžbina, troškove vezane za fakturisanje i naplatu, za potraživanja, za usluge kupcima, za obradu popusta, za ponovno držanje na zalihama vraćenih proizvoda, za marketing i prodaju.
BAD_LINE_E:Frequent specific customer-related activities include, for example, the costs of processing the offer, the invoicing and collection costs, receivables costs, customer service costs, discount processing costs, storage of returned products costs, marketing and sales costs.
BAD_LINE_E:
MATCH@M:(The custome based cost analysis helps identify the activities and causes of customer serving costs prior to and upon the transaction, the costs of products excluded.===>Analizom troškova po kupcima se identifikuju aktivnosti i pokretači troškova usluži-vanja kupaca pre i posle obavljene trgovine, isključujući troškove proizvoda.)
MATCH@E:(The custome based cost analysis helps identify the activities and causes of customer serving costs prior to and upon the transaction, the costs of products excluded.===>)
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BAD_LINE_M:The custome based cost analysis helps identify the activities and causes of customer serving costs prior to and upon the transaction, the costs of products excluded.
BAD_LINE_M:Analizom troškova po kupcima se identifikuju aktivnosti i pokretači troškova usluži-vanja kupaca pre i posle obavljene trgovine, isključujući troškove proizvoda.
BAD_LINE_E:The custome based cost analysis helps identify the activities and causes of customer serving costs prior to and upon the transaction, the costs of products excluded.
BAD_LINE_E:
MATCH@M:(Traditionally, these costs are hidden in customer support, marketing and sales functions.===>Tradicionalno su ovi troškovi skriveni u podršci kupcima, marketingu i prodajnoj funkciji.)
MATCH@E:(Traditionally, these costs are hidden in customer support, marketing and sales functions.===>Ovo počinje analizom troškova opsluživanja kupaca.)
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BAD_LINE_M:Traditionally, these costs are hidden in customer support, marketing and sales functions.
BAD_LINE_M:Tradicionalno su ovi troškovi skriveni u podršci kupcima, marketingu i prodajnoj funkciji.
BAD_LINE_E:Traditionally, these costs are hidden in customer support, marketing and sales functions.
BAD_LINE_E:Ovo počinje analizom troškova opsluživanja kupaca.
MATCH@M:(Based on the activities and activators related to services in order that the transaction be concluded, the customer costs can be classed into several categories: costs per unit sold to customers (e.g., forwording costs), costs per sales transaction (e.g., invoicing costs), costs of customer support regardless of the quantity of products sold (e.g., seller’s travelling charges to visit the buyers), distribution channel costs for each channel the company uses to serve the customers (e.g., costs of regional storehouse to serve principal customers) and the costs of sales support that cannot be identified for one individual unit, customer or distribution channel.===>Bazirano na aktivnostima i na pokretačima troškova vezanim za obavljene usluge da bi se stekla i okončala transakcija, troškovi kupaca se mogu kla-sifikovati u više kategorija: troškovi po jedinici pro-datoj kupcima (npr. troškovi otpremanja), troškovi po prodajnoj transakciji (npr. troškovi fakturisanja), troškovi podržavanja kupaca nezavisno od količine prodatih proizvoda (npr.putni troškovi prodavaca da bi posetili kupce), troškovi kanala distribucije za svaki kanal koji preduzeće koristi da bi uslužilo kupce (npr. troškovi regionalnog skladišta koji opslužuju glavne kupce) i oni troškovi podržavanja prodaje koji se ne mogu ustanoviti za pojedinu jedinicu, kupca ili kanal distribucije.)
MATCH@E:(Various activities often have different activators. ~~~ Based on the activities and activators related to services in order that the transaction be concluded, the customer costs can be classed into several categories: costs per unit sold to customers (e.g., forwording costs), costs per sales transaction (e.g., invoicing costs), costs of customer support regardless of the quantity of products sold (e.g., sellers travelling charges to visit the buyers), distribution channel costs for each channel the company uses to serve the customers (e.g., costs of regional storehouse to serve principal customers) and the costs of sales support that cannot be identified for one individual unit, customer or distribution channel.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Based on the activities and activators related to services in order that the transaction be concluded, the customer costs can be classed into several categories: costs per unit sold to customers (e.g., forwording costs), costs per sales transaction (e.g., invoicing costs), costs of customer support regardless of the quantity of products sold (e.g., seller’s travelling charges to visit the buyers), distribution channel costs for each channel the company uses to serve the customers (e.g., costs of regional storehouse to serve principal customers) and the costs of sales support that cannot be identified for one individual unit, customer or distribution channel.
BAD_LINE_M:Bazirano na aktivnostima i na pokretačima troškova vezanim za obavljene usluge da bi se stekla i okončala transakcija, troškovi kupaca se mogu kla-sifikovati u više kategorija: troškovi po jedinici pro-datoj kupcima (npr. troškovi otpremanja), troškovi po prodajnoj transakciji (npr. troškovi fakturisanja), troškovi podržavanja kupaca nezavisno od količine prodatih proizvoda (npr.putni troškovi prodavaca da bi posetili kupce), troškovi kanala distribucije za svaki kanal koji preduzeće koristi da bi uslužilo kupce (npr. troškovi regionalnog skladišta koji opslužuju glavne kupce) i oni troškovi podržavanja prodaje koji se ne mogu ustanoviti za pojedinu jedinicu, kupca ili kanal distribucije.
BAD_LINE_E:Various activities often have different activators. ~~~ Based on the activities and activators related to services in order that the transaction be concluded, the customer costs can be classed into several categories: costs per unit sold to customers (e.g., forwording costs), costs per sales transaction (e.g., invoicing costs), costs of customer support regardless of the quantity of products sold (e.g., sellers travelling charges to visit the buyers), distribution channel costs for each channel the company uses to serve the customers (e.g., costs of regional storehouse to serve principal customers) and the costs of sales support that cannot be identified for one individual unit, customer or distribution channel.
BAD_LINE_E:
MATCH@M:(It is important that the customer profitability analysis provide adequate information for an estimate of value per customer.===>Bitno je da analiza profitabilnosti po kupcima pruža adekvatne informacije za procenu vrednosti po kupcu.)
MATCH@E:(It is important that the customer profitability analysis provide adequate information for an estimate of value per customer.===>Bitno je da analiza profitabilnosti po kupcima pruža adekvatne informacije za procenu vrednosti po kupcu.)
MATCH@M:(The mangers must further estimate the other relevant factors prior to defining the adequate activities for each customer.===>Dalje menadžeri moraju da procene ostale relevantne faktore pre nego što odrede akcije koje su odgovarajuće za svakog kupca.)
MATCH@E:(The mangers must further estimate the other relevant factors prior to defining the adequate activities for each customer.===>Dalje menadžeri moraju da procene ostale relevantne faktore pre nego što odrede akcije koje su odgovarajuće za svakog kupca.)
MATCH@M:(These facts refer to the customer’s development potential, industry the customer operates in, a possible response to the changes in sales or service conditions, the importance to retain the company as a customer because of future sales references. It is also possible to quantify the customer life-time value.===>Ti faktori se odnose na razvojni potencijal kupca, delatnost kojoj kupac pripada, moguću reakciju na promene uslova prodaje ili usluga, značaj da se zadrži preduzeće kao kupac zbog budućih referenci za prodaju. Može se kvantifikovati i „vrednost vremena života kupca” (customer life-time value) To je neto sadašnja vrednost svih procenjenih budućih profita od kupca.)
MATCH@E:(These facts refer to the customers development potential, the customer operates in, a possible response to the changes in sales or service conditions, the importance to retain the company as a customer because of future sales references.===>Ti faktori se odnose na razvojni potencijal kupca, delatnost kojoj kupac pripada, moguću reakciju na promene uslova prodaje ili usluga, značaj da se zadrži preduzeće kao kupac zbog budućih referenci za prodaju.)
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BAD_LINE_M:These facts refer to the customer’s development potential, industry the customer operates in, a possible response to the changes in sales or service conditions, the importance to retain the company as a customer because of future sales references. It is also possible to quantify the customer life-time value.
BAD_LINE_M:Ti faktori se odnose na razvojni potencijal kupca, delatnost kojoj kupac pripada, moguću reakciju na promene uslova prodaje ili usluga, značaj da se zadrži preduzeće kao kupac zbog budućih referenci za prodaju. Može se kvantifikovati i „vrednost vremena života kupca” (customer life-time value) To je neto sadašnja vrednost svih procenjenih budućih profita od kupca.
BAD_LINE_E:These facts refer to the customers development potential, the customer operates in, a possible response to the changes in sales or service conditions, the importance to retain the company as a customer because of future sales references.
BAD_LINE_E:Ti faktori se odnose na razvojni potencijal kupca, delatnost kojoj kupac pripada, moguću reakciju na promene uslova prodaje ili usluga, značaj da se zadrži preduzeće kao kupac zbog budućih referenci za prodaju.
MATCH@M:(The vertical axis shows the net margin achieved on the basis of sales to the customers as the difference between the net sales price (even after discounts) and production costs (measured by the ABC product cost accounting model).===>Vertikalna osa pokazuje neto marginu ostvarenu na bazi prodaje kupcima kao razliku neto prodajne cene (nakon svih popusta) i proizvodnih troškova (merenih putem ABC modela obračuna troškova proizvoda).)
MATCH@E:(The vertical axis shows the net margin achieved on the basis of sales to the customers as the difference between the net sales price (even after discounts) and production costs (measured by the ABC product cost accounting model) Šmodified according to 9, p.180Ë.===>Vertikalna osa pokazuje neto marginu ostvarenu na bazi prodaje kupcima kao razliku neto prodajne cene (nakon svih popusta) i proizvodnih troškova (merenih putem ABC modela obračuna troškova proizvoda) Šmodif. prema 9, str. 180. ~~~ Ë.)
MATCH@M:(The horizontal axis presents the costs of serving the customers, including the costs related to the offer, as well as to marketing, technical aspects, sales administration, related to services deliverd to each individual customer, measured by the ABC customer cost accounting model.===>Na horizontalnoj osi su predstavljeni troškovi usluživanja kupaca, uključujući troškove vezane za porudžbinu, kao i za marketing, tehničke aspekte, prodajnu administraciju, koji se odnose na opsluživanje svakog pojedinog kupca mereno preko ABC modela obračuna troškova kupaca.)
MATCH@E:(The horizontal axis presents the costs of serving the customers, including the costs related to the offer, as well as to marketing, technical aspects, sales administration, related to services deliverd to each individual customer, measured by the ABC customer cost accounting model.===>Na horizontalnoj osi su predstavljeni troškovi usluživanja kupaca, uključujući troškove vezane za porudžbinu, kao i za marketing, tehničke aspekte, prodajnu administraciju, koji se odnose na opsluživanje svakog pojedinog kupca mereno preko ABC modela obračuna troškova kupaca.)
MATCH@M:(Figure 1.===>Slika 1.)
MATCH@E:(Figure 1.===>Slika 1.)
MATCH@M:(The company especially values the customers in the uppr left square, bringing high margins at low servicing costs.===>Za preduzeće su posebno poželjni kupci u gornjem levom kvadrantu koji donose visoke margine uz niske troškove servisi-ranja.)
MATCH@E:(The company especially values the customers in the uppr left square, bringing high margins at low servicing costs.===>Za preduzeće su posebno poželjni kupci u gornjem levom kvadrantu koji donose visoke margine uz niske troškove servisiranja.)
MATCH@M:(Managers must think about how to retain them despite competition threats.===>Menadžer moraju voditi računa o tome kako da se oni zadrže uprkos konkurentskim pretnjama.)
MATCH@E:(Managers must think about how to retain them despite competition threats.===>Menadžer moraju voditi računa o tome kako da se oni zadrže uprkos konkurentskim pretnjama.)
MATCH@M:(In the bottom right square are the customers bringning low margins and requiring high servicing costs, which is usually the result of ordering small quantities of customized products, with frequent non-standard requirements as regards the logistics and distribution.===>U donjem desnom kvadrantu su kupci koji donose niske margine, a zahtevaju visoke troškove opsluživanja, što je obično posledica narudžbi malih količina proizvoda koji su kastomizirani, uz česte nestandardne zahteve koji se odnose na logistiku i distribuciju.)
MATCH@E:(In the bottom right square are the customers bringning low margins and requiring high servicing costs, which is usually the result of ordering small quantities of customized products, with frequent non-standard requirements as regards the logistics and distribution.===>U donjem desnom kvadrantu su kupci koji donose niske margine, a zahtevaju visoke troškove opsluživanja, što je obično posledica narudžbi malih količina proizvoda koji su kastomizirani, uz česte nestandardne zahteve koji se odnose na logistiku i distribuciju.)
MATCH@M:(They prove to be a challenge to managers who have to take steps to increase their profitability.===>Oni su izazov za menadžere da preduzmu mere da se njihova profitabilnost poveća.)
MATCH@E:(They prove to be a challenge to managers who have to take steps to increase their profitability.===>Oni su izazov za menadžere da preduzmu mere da se njihova profitabilnost poveća. 8.)
MATCH@M:(The analysed relationship between the cost management and the customer/user of services profitability measurement means an integrated approach to business information, that is, incorporating the basic economic information referring to costs, sales prices, company income, profit, but also the information that is not expressed in terms of money, such as information on quality, time of delivery, market share, consumer satisfaction, where, from the management point of view, the information on critical success factors is most important.It is essential that a customer profitability analysis be conducted, that should provide the managers with adequate information for customer value assessment.===>Analizirana veza između menadžmenta troškova i me-renja profitabilnosti po kupcima/korisnicima usluga podrazumeva integrisani pristup poslovnim informacijama, odnosno inkorporiranje bazičnih ekonomskih informacija koje se odnose na troškove, prodajne ce-ne, prihod preduzeća, profit, ali i informacija koje nisu u novčanim jedinicama, kao što su informacije o kvalitetu, vremenu isporuke, tržišnom udelu, zadovoljstvu potrošača, pri čemu su sa aspekta upravljanja posebno važne informacije o kritičnim faktorima uspeha. Bitno je da se izvrši analiza profitabilnosti po kupcima, koja bi trebalo da pruži menadžerima adekvatne informacije za evaluaciju vrednosti po kupcima.)
MATCH@E:(8. ~~~ Conclusion The analysed relationship between the cost management and the customer/user of services profitability measurement means an integrated approach to business information, that is, incorporating the basic economic information referring to costs, sales prices, company income, profit, but also the information that is not expressed in terms of money, such as information on quality, time of delivery, market share, consumer satisfaction, where, from the management point of view, the information on critical success factors is most important.===>Zaključak Analizirana veza između menadžmenta troškova i merenja profitabilnosti po kupcima/korisnicima usluga podrazumeva integrisani pristup poslovnim informacijama, odnosno inkorporiranje bazičnih ekonomskih informacija koje se odnose na troškove, prodajne cene, prihod preduzeća, profit, ali i informacija koje nisu u novčanim jedinicama, kao što su informacije o kvalitetu, vremenu isporuke, tržišnom udelu, zadovoljstvu potrošača, pri čemu su sa aspekta upravljanja posebno važne informacije o kritičnim faktorima uspeha.)
MATCH@M:(Next, they should evaluate other relevant factors prior to defining concrete activities, appropriate to each customer/user of services. These factors reflect the customer’s development potential, a possible response to changes in terms of sales or service delivery; in case of corporate customers, the industry in which the customer operates and the importance that he remains the customer for the purpose of future sales references.===>Dalje bi oni trebalo da procene ostale relevantne faktore pre nego što odrede konkretne akcije koje su odgovarajuće za svakog kupca, odnosno korisnika usluga Ti faktori se odnose na razvojni potencijal kupca, moguću reakciju na promene uslova prodaje ili pružanja usluga, kod poslovnih kupaca na delatnost kojoj kupac pripada i na značaj da on ostane kupac zbog budućih referenci za prodaju.)
MATCH@E:(These factors reflect the customers development potential, a possible response to changes in terms of sales or service delivery; in case of corporate customers, the industry in which the customer operates and the importance that he remains the customer for the purpose of future sales references.===>Analizom troškova po kupcima se identifikuju aktivnosti i pokretači troškova usluživanja kupaca pre i posle obavljene trgovine, isključujući troškove proizvoda.)
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BAD_LINE_M:Next, they should evaluate other relevant factors prior to defining concrete activities, appropriate to each customer/user of services. These factors reflect the customer’s development potential, a possible response to changes in terms of sales or service delivery; in case of corporate customers, the industry in which the customer operates and the importance that he remains the customer for the purpose of future sales references.
BAD_LINE_M:Dalje bi oni trebalo da procene ostale relevantne faktore pre nego što odrede konkretne akcije koje su odgovarajuće za svakog kupca, odnosno korisnika usluga Ti faktori se odnose na razvojni potencijal kupca, moguću reakciju na promene uslova prodaje ili pružanja usluga, kod poslovnih kupaca na delatnost kojoj kupac pripada i na značaj da on ostane kupac zbog budućih referenci za prodaju.
BAD_LINE_E:These factors reflect the customers development potential, a possible response to changes in terms of sales or service delivery; in case of corporate customers, the industry in which the customer operates and the importance that he remains the customer for the purpose of future sales references.
BAD_LINE_E:Analizom troškova po kupcima se identifikuju aktivnosti i pokretači troškova usluživanja kupaca pre i posle obavljene trgovine, isključujući troškove proizvoda.
MATCH@M:(It is also desirable that the current net value of all the estimated future profits from this customer be quantified.===>Poželjno je da se kvan-tifikuje i neto sadašnja vrednost svih procenjenih budućih profita od kupca.)
MATCH@E:(It is also desirable that the current net value of all the estimated future profits from this customer be quantified.===>Tradicionalno su ovi troškovi skriveni u podršci kupcima, marketingu i prodajnoj funkciji.)
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BAD_LINE_M:It is also desirable that the current net value of all the estimated future profits from this customer be quantified.
BAD_LINE_M:Poželjno je da se kvan-tifikuje i neto sadašnja vrednost svih procenjenih budućih profita od kupca.
BAD_LINE_E:It is also desirable that the current net value of all the estimated future profits from this customer be quantified.
BAD_LINE_E:Tradicionalno su ovi troškovi skriveni u podršci kupcima, marketingu i prodajnoj funkciji.
MATCH@M:(On the basis of the above presented a conclusion can be drawn that the customer profitability measurement and management, as a more recent concept and practice, is complex and requires additional expert knowledge.===>Na osnovu svega izloženog možemo zaključiti da je merenje i upravljanje profitabilnošću po kupcima kao noviji koncept i praksa kompleksno i da zahteva dodatna ekspertska znanja.)
MATCH@E:(On the basis of the above presented a conclusion can be drawn that the customer profitability measurement and management, as a more recent concept and practice, is complex and requires additional expert knowledge.===>Slika 1. ~~~ Merenje i upravljanje profitabilnošću po kupcima Sa aspekta upravljanja profitabilnošću po kupcima značajno je da su na slici prezentovana četiri tipa kupaca.)
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BAD_LINE_M:On the basis of the above presented a conclusion can be drawn that the customer profitability measurement and management, as a more recent concept and practice, is complex and requires additional expert knowledge.
BAD_LINE_M:Na osnovu svega izloženog možemo zaključiti da je merenje i upravljanje profitabilnošću po kupcima kao noviji koncept i praksa kompleksno i da zahteva dodatna ekspertska znanja.
BAD_LINE_E:On the basis of the above presented a conclusion can be drawn that the customer profitability measurement and management, as a more recent concept and practice, is complex and requires additional expert knowledge.
BAD_LINE_E:Slika 1. ~~~ Merenje i upravljanje profitabilnošću po kupcima Sa aspekta upravljanja profitabilnošću po kupcima značajno je da su na slici prezentovana četiri tipa kupaca.
MATCH@M:(It is important that it opens new prospects for managers in this country towards increasing the long-term business achievements and company competitiveness in both national and international settings.===>Bitno je da ono otvara nove perspektive menažerima u našoj zemlji za povećanje dugoročnog poslovnog uspeha i konkutrentnosti preduzeća u domaćim i u međunarodnim okvirima..)
MATCH@E:(It is important that it opens new prospects for managers in this country towards increasing the long-term business achievements and company competitiveness in both national and international settings.===>U donjem levom kvadrantu su kupci koji su osetljivi na cene, tražeći pre svega niske cene proizvoda i popuste, pa su neto margine niske, ali su i troškovi njihovog opsluživanja niski, tako da oni mogu biti profitabilni kupci.)
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BAD_LINE_M:It is important that it opens new prospects for managers in this country towards increasing the long-term business achievements and company competitiveness in both national and international settings.
BAD_LINE_M:Bitno je da ono otvara nove perspektive menažerima u našoj zemlji za povećanje dugoročnog poslovnog uspeha i konkutrentnosti preduzeća u domaćim i u međunarodnim okvirima..
BAD_LINE_E:It is important that it opens new prospects for managers in this country towards increasing the long-term business achievements and company competitiveness in both national and international settings.
BAD_LINE_E:U donjem levom kvadrantu su kupci koji su osetljivi na cene, tražeći pre svega niske cene proizvoda i popuste, pa su neto margine niske, ali su i troškovi njihovog opsluživanja niski, tako da oni mogu biti profitabilni kupci.
MATCH@M:(Australia seems to be suffering least.===>Izgleda da je Australija najmanje pogođena ovom krizom.)
MATCH@E:(Australia seems to be suffering least.===>Izgleda da je Australija najmanje pogođena ovom krizom.)
MATCH@M:(This may be because the Australian Government supports the building and construction industry (BCI), which plays a key role in economic growth.===>To je možda i zato sto australijska vlada pruža veliku podršku građevinskoj industriji (BCI), koja je glavni nosilac njenog ekonomskog razvoja.)
MATCH@E:(This may be because the Australian Government supports the building and construction industry (BCI), which plays a key role in economic growth.===>To je možda i zato što australijska vlada pruža veliku podršku građevinskoj industriji (BCI), koja je glavni nosilac njenog ekonomskog razvoja.)
MATCH@M:(This paper highlights what activities the Australian Government has undertaken to maintain high performance of BCI by supporting sustainable development and corporate social responsibility (CSR).===>U ovom radu ističemo aktivnosti koje je australijska vlada preduzela da održi visoku produktivnost građevinske industrije, podržavajući održivi razvoj i korporativnu društvenu odgovornost (CSR).)
MATCH@E:(This paper highlights what activities the Australian Government has undertaken to maintain high performance of BCI by supporting sustainable development and corporate social responsibility (CSR).===>U ovom radu ističemo aktivnosti koje je australijska vlada preduzela da održi visoku produktivnost građevinske industrije, podržavajući održivi razvoj i korporativnu društvenu odgovornost (CSR).)
MATCH@M:(Supporting these may lead to greater benefits for organisations.===>Ovakva podrška može organizacijama da donese velike koristi.)
MATCH@E:(Supporting these may lead to greater benefits for organisations.===>Ovakva podrška može organizacijama da donese velike koristi.)
MATCH@M:(These activities provide a framework for industry organisations and other governments to guide their CSR initiatives.===>Ove aktivnosti predstavljaju okvir u kome industrijske organizacije i druge vlade mogu da određuju smer-nice svojih CSR inicijativa.)
MATCH@E:(These activities provide a framework for industry organisations and other governments to guide their CSR initiatives.===>Ove aktivnosti predstavljaju okvir u kome industrijske organizacije i druge vlade mogu da određuju smernice svojih CSR inicijativa. 1.)
MATCH@M:(At present, every country in the world is trying to find ways how to minimise negative effects of a recent global economic crisis.===>Sve zemlje u svetu danas pokušavaju da nađu način da svedu negativne efekte globalne ekonomske krize na najmanju meru.)
MATCH@E:(Introduction At present, every country in the world is trying to find ways how to minimise negative effects of a recent global economic crisis.===>Uvod Sve zemlje u svetu danas pokušavaju da nađu način da svedu negativne efekte globalne ekonomske krize na najmanju meru.)
MATCH@M:(Many governments are undertaking the actions to help the banking system and industries relevant to the economic growth in order to begin the process of getting out of the economic predicament.===>Veliki broj vlada preduzima korake da pomognu bankarskom sistemu i granama industrije značajnim za ekonomski razvoj da započnu proces izlaska iz ekonomskih nedaća.)
MATCH@E:(Many governments are undertaking the actions to help the banking system and industries relevant to the economic growth in order to begin the process of getting out of the economic predicament.===>Veliki broj vlada preduzima korake da pomognu bankarskom sistemu i granama industrije značajnim za ekonomski razvoj da započnu proces izlaska iz ekonomskih nedaća.)
MATCH@M:(Although the developing countries more than developed countries are suffering the effects of the economic crisis, it seems that of all developed countries the Australian economy is least suffering.===>Iako zemlje u razvoju u većoj meri osećaju teret ekonomske krize nego razvijene zemlje, izgleda da je privreda Australije najmanje ugrožena ekonomskom krizom od svih razvijenih zemalja.)
MATCH@E:(Although the developing countries more than developed countries are suffering the effects of the economic crisis, it seems that of all developed countries the Australian economy is least suffering.===>Iako zemlje u razvoju u većoj meri osećaju teret ekonomske krize nego razvijene zemlje, izgleda da je privreda Australije najmanje ugrožena ekonomskom krizom od svih razvijenih zemalja.)
MATCH@M:(One of the reasons may be that the Australian Government supports the industries that mostly contribute to the overall country economic growth.===>Jedan od razloga je svakako i to što australijska vlada podržava privredne grane koje u najvećoj meri doprinose ekonomskom rastu zemlje.)
MATCH@E:(One of the reasons may be that the Australian Government supports the industries that mostly contribute to the overall country economic growth.===>Jedan od razloga je svakako i to što australijska vlada podržava privredne grane koje u najvećoj meri doprinose ekonomskom rastu zemlje.)
MATCH@M:(The support can have different forms from introducing and imposing legal actions, to financial package.===>Ova podrška ima različite oblike, od uvođenja i primene nekih zakonskih mera, do finansijskih paketa.)
MATCH@E:(The support can have different forms from introducing and imposing legal actions, to financial package.===>Ova podrška ima različite oblike, od uvođenja i primene nekih zakonskih mera, do finansijskih paketa.)
MATCH@M:(The Australian Government supports the building and construction industry.===>Građevinska industija je privredna grana kojoj vlada Australije pruža značajnu podršku.)
MATCH@E:(The Australian Government supports the building and construction industry.===>Građevinska industija je privredna grana kojoj vlada Australije pruža značajnu podršku.)
MATCH@M:(Building and construction industry influences the economic growth of every country for three reasons.===>Građevinska industrija utiče na ekonomski rast svake zemlje iz tri razloga.)
MATCH@E:(Building and construction industry influences the economic growth of every country for three reasons.===>Građevinska industrija utiče na ekonomski rast svake zemlje iz tri razloga.)
MATCH@M:(Firstly, this industry significantly contributes to a growth of gross domestic product (Hillebrandt, 1985).===>Prvo, ova industrija značajno doprinosi rastu bruto društvenog proizvoda (Hillebrandt, 1985).)
MATCH@E:(Firstly, this industry significantly contributes to a growth of gross domestic product (Hillebrandt, 1985).===>Prvo, ova industrija značajno doprinosi rastu bruto društvenog proizvoda (Hillebrandt, 1985).)
MATCH@M:(Secondly, it is interacted with other industries while creating its products and services in a way that when there is a need to accelerate an economic growth, governments usually undertake measures that directly improve a BCI competitive advantage and through the BCI indirectly efficiency and effectiveness of other industries.===>Drugo, u procesu stvaranja proizvoda i usluga ona sarađuje sa drugim granama industrije tako što, kad nastane potreba da se ubrza ekonomski rast, vlade obično preduzimaju mere kojima se neposredno povećava konkurentna prednost građevinske industrije, a time posredno i efikasnost i efektivnost ostalih privrednih delatnosti.)
MATCH@E:(Secondly, it is interacted with other industries while creating its products and services in a way that when there is a need to accelerate an economic growth, governments usually undertake measures that directly improve a BCI competitive advantage and through the BCI indirectly efficiency and effectiveness of other industries.===>Drugo, u procesu stvaranja proizvoda i usluga ona sarađuje sa drugim granama industrije tako što, kad nastane potreba da se ubrza ekonomski rast, vlade obično preduzimaju mere kojima se neposredno povećava konkurentna prednost građevinske industrije, a time posredno i efikasnost i efektivnost ostalih privrednih delatnosti.)
MATCH@M:(Thirdly, the BCI mainly employs unskilled and semi-skilled workers influencing a rate of employment (Petrovic-Lazarevic, 2002).===>Treće, građevinska industrija uglavnom zapošljava nekvalifikovane i polu-kvalifikovane radnika i na taj način utiče na stopu zaposlenosti (Petrović-Lazarević, 2002).)
MATCH@E:(Thirdly, the BCI mainly employs unskilled and semi-skilled workers influencing a rate of employment (Petrovic-Lazarevic, 2002).===>Treće, građevinska industrija uglavnom zapošljava nekvalifikovane i polukvalifikovane radnika i na taj način utiče na stopu zaposlenosti (Petrović-Lazarević, 2002).)
MATCH@M:(One of the sources of competitive advantage today is corporate social responsibility (Rex and Baumann, 2007).===>Jedan od izvora kompetitivne prednosti danas jeste i društvena odgovornost (Rex i Baumann, 2007).)
MATCH@E:(One of the sources of competitive advantage today is corporate social responsibility (Rex and Baumann, 2007).===>Jedan od izvora kompetitivne prednosti danas jeste i društvena odgovornost (Rex i Baumann, 2007).)
MATCH@M:(It allows the organizations to attract more customers than the other organisations (Luo and Bhattacharya, 2006) by acting ethically and taking care of the environment (Podnar and Golob, 2007).===>Ona omogućava da neke organizacije privuku više potrošača nego druge (Luo i Bhattacharya, 2006) time što de-luju etički pozitivno i vode računa o okruženju (Pod-nar i Golob, 2007).)
MATCH@E:(It allows the organizations to attract more cus tomers than the other organisations (Luo and Bhattacharya, 2006) by acting ethically and taking care of the environment (Podnar and Golob, 2007).===>Ona omogućava da neke organizacije privuku više potrošača nego druge (Luo i Bhattacharya, 2006) time što deluju etički pozitivno i vode računa o okruženju (Podnar i Golob, 2007).)
MATCH@M:(This paper highlights what activities the Australian Government has undertaken to maintain high performance of building and construction industry from the point of view of supporting the corporate social responsibility.===>U ovom radu ukazujemo na to koje aktivnosti je australijska vlada preduzela da bi održala visoku produktivnost građevinske industrije sa stanovišta podržavanja korporativne društvene odgovornosti.)
MATCH@E:(This paper highlights what activities the Australian Government has undertaken to maintain high performance of building and construction industry from the point of view of supporting the corporate social responsibility.===>U ovom radu ukazujemo na to koje aktivnosti je australijska vlada preduzela da bi održala visoku produktivnost građevinske industrije sa stanovišta podržavanja korporativne društvene odgovornosti.)
MATCH@M:(In this respect, the paper is divided as follows: after the literature review, an analysis of actions undertaken by the Australian federal government support the corporate social responsibility is presented.===>Stoga je ovaj rad zamišljen na sledeći način: posle pregleda literature, predstavljena je analiza aktivnosti koja je vlada Australije preduzela u smislu podrške korporativnoj društvenoj odgovornosti.)
MATCH@E:(In this respect, the paper is divided as follows: after the literature review, an analysis of actions undertaken by the Australian federal government support the corporate social responsibility is presented.===>Stoga je ovaj rad zamišljen na sledeći način: posle pregleda literature, predstavljena je analiza aktivnosti koja je vlada Australije preduzela u smislu podrške korporativnoj društvenoj odgovornosti.)
MATCH@M:(Organizations are increasingly implementing corporate social responsibility strategies and activities in order to obtain more value for the organization and in an effort to become more sustainable (Nalewaik and Venters, 2008; Orlitzky et al., 2003; Walsh et al., 2003).===>Organizacije sve više pri-menjuju strategije i aktivnosti iz oblasti korporativne društvene odgovornosti da bi ostvarile veću vrednost za organizaciju i da bi opstale na tržištu (Nalewaik i Venters, 2008; Orlitzky i dr., 2003; Walsh i dr., 2003).)
MATCH@E:(Organizations are increasingly implementing corporate social responsibility strategies and activities in order to obtain more value for the organization and in an effort to become more sustainable (Nalewaik and Venters, 2008; Orlitzky et al., 2003; Walsh et al., 2003).===>Organizacije sve više primenjuju strategije i aktivnosti iz oblasti korporativne društvene odgovornosti da bi ostvarile veću vrednost za organizaciju i da bi opstale na tržištu (Nalewaik i Venters, 2008; Orlitzky i dr., 2003; Walsh i dr., 2003).)
MATCH@M:(Crowther (2000) defines corporations as a nexus of contracts, which means that organisations to survive should have dealings and relationships with many groups of people - different stakeholders.===>Crowther (2000) definiše korporacije kao neksus ugovora, što znači da, da bi organizacije opstale, moraju da sarađuju sa mnogim grupama ljudi - različitim stejkholderima (zainteresovanim stranama).)
MATCH@E:(Crowther (2000) defines corporations as a nexus of contracts, which means that organisations to survive should have dealings and relationships with many groups of people different stakeholders.===>Crowther (2000) definiše korporacije kao neksus ugovora, što znači da, da bi organizacije opstale, moraju da sarađuju sa mnogim grupama ljudi različitim stejkholderima (zainteresovanim stranama).)
MATCH@M:(Organizations cater to and work with these stakeholders and their increasing awareness of the negative effects some firms have on society has made corporate social responsibility more critical.===>Organizacije opslužuju i rade sa ovim stejkholderima, a sve veća svest o negativnim efektima koje neke firme imaju na društvo čini da značaj društvene odgovornosti bude sve kritičniji.)
MATCH@E:(Organizations cater to and work with these stakeholders and their increasing awareness of the negative effects some firms have on society has made corporate social responsibility more critical.===>Organizacije opslužuju i rade sa ovim stejkholderima, a sve veća svest o negativnim efektima koje neke firme imaju na društvo čini da značaj društvene odgovornosti bude sve kritičniji.)
MATCH@M:(Globalisation is making competing for customers more challenging for organizations, therefore, they are constantly looking for ways to make their businesses stand out and differentiate themselves from competitors’ (Middlemiss, 2002).===>Konkurentnost u uslovima globalizacije predstavlja sve veći izazov za organizacije, stoga one neprestano traže načine da istaknu svoje poslovanje i da se svojim kvali-teton izdvoje od konkurencije (Middlemiss, 2002).)
MATCH@E:(Globalisation is making competing for customers more challenging for organizations, therefore, they are constantly looking for ways to make their businesses stand out and differentiate themselves from competitors (Middlemiss, 2002).===>Konkurentnost u uslovima globalizacije predstavlja sve veći izazov za organizacije, stoga one neprestano traže načine da istaknu svoje poslovanje i da se svojim kvaliteton izdvoje od konkurencije (Middlemiss, 2002).)
MATCH@M:(Corporate social responsibility and how well it is managed can be a way to achieve this distinction in the eyes of the customers.===>Korporativna društvena odgovornost i kvalitet s kojim se ostvaruje u očima potrošača može da bude veoma značajna odrednica koja kompaniju izdvaja u tom smislu.)
MATCH@E:(Corporate social responsibility and how well it is managed can be a way to achieve this distinction in the eyes of the customers.===>Korporativna društvena odgovornost i kvalitet s kojim se ostvaruje u očima potrošača može da bude veoma značajna odrednica koja kompaniju izdvaja u tom smislu.)
MATCH@M:(Increasingly customers are looking for cues from organizational reputation, organizational transparency and environmental assets to determine the value of the organization.===>Kada određuju vrednost organizacije, potrošači sve više obraćaju pažnju na ugled, transparentnost i brigu koju organizacija pokazuje za životnu sredinu.)
MATCH@E:(Increasingly customers are looking for cues from organizational reputation, organizational transparency and environmental assets to determine the value of the organization.===>Kada određuju vrednost organizacije, potrošači sve više obraćaju pažnju na ugled, transparentnost i brigu koju organizacija pokazuje za životnu sredinu.)
MATCH@M:(Traditionally the social environment that an organization operated in was largely discarded from research (Hart, 1995).===>Do sada je društveno okruženje u kome organizacija posluje bilo u velikoj meri zapostavljeno u istraživanjima (Hart, 1995).)
MATCH@E:(Traditionally the social environment that an organization operated in was largely discarded from research (Hart, 1995).===>Do sada je društveno okruženje u kome organizacija posluje bilo u velikoj meri zapostavljeno u istraživanjima (Hart, 1995).)
MATCH@M:(Now it is accepted that the social environment can have significant effects on the selection of business strategy and should be considered (Langerak, 1998).===>Sada se svi slažu da društveno okruženje može u značajnoj meri da utiče na izbor poslovne strategije i da joj treba posvetiti pažnju (Lan-gerak, 1998).)
MATCH@E:(Now it is accepted that the social environment can have significant effects on the selection of business strategy and should be considered (Langerak, 1998).===>Sada se svi slažu da društveno okruženje može u značajnoj meri da utiče na izbor poslovne strategije i da joj treba posvetiti pažnju (Langerak, 1998).)
MATCH@M:(Organizations rely on their environments to be able to do business so they should invest in that relationship with the environment and corporate social responsibility can be a means for achieving that (Kitchin, 2003).===>Organizacije se u svom poslovanju oslanjaju na svoje okruženje, stoga i treba da investiraju u taj odnos sa okruženjem, a korporativna društvena odgovornost može da predstavlja način da se to postigne (Kitchin, 2003).)
MATCH@E:(Organizations rely on their environments to be able to do business so they should invest in that relationship with the environment and corporate social responsibility can be a means for achieving that (Kitchin, 2003).===>Organizacije se u svom poslovanju oslanjaju na svoje okruženje, stoga i treba da investiraju u taj odnos sa okruženjem, a korporativna društvena odgovornost može da predstavlja način da se to postigne (Kitchin, 2003).)
MATCH@M:(Corporate social responsibility signals to the organizations’ operating environment that the organization is committed to pursuing issues that their stakeholders care about.===>Korporativna društvena odgovornost pokazuje radnom okruženju organizacije da je organizacija posvećena ciljevima značajnim za njene stejkholdere.)
MATCH@E:(Corporate social responsibility signals to the organizations operating environment that the organization is committed to pursuing issues that their stakeholders care about.===>Korporativna društvena odgovornost pokazuje radnom okruženju organizacije da je organizacija posvećena ciljevima značajnim za njene stejkholdere.)
MATCH@M:(This is important because it indicates to stakeholders and society, which make up the social environment, that the organization wants to work with them and is beneficial to them.===>Ovo jeste značajno zatao što se time pokazuje stejkholderima i društvu, koji i čine društveno okruženje, da organizacija želi da sarađuje sa njima i da im donese korist.)
MATCH@E:(This is important because it indicates to stakeholders and society, which make up the social environment, that the organization wants to work with them and is beneficial to them.===>Ovo jeste značajno zatao što se time pokazuje stejkholderima i društvu, koji i čine društveno okruženje, da organizacija želi da sarađuje sa njima i da im donese korist.)
MATCH@M:(Corporate social responsibility is often implemented because of the belief that it is in the firm’s best interests (Waddock and Smith, 2000).===>Korporativna društvena odgovornost često se prime-njuje zato što se veruje da je to u najboljem interesu firme (Waddock i Smith, 2000).)
MATCH@E:(Corporate social responsibility is often implemented because of the belief that it is in the firms best interests (Waddock and Smith, 2000).===>Korporativna društvena odgovornost često se primenjuje zato što se veruje da je to u najboljem interesu firme (Waddock i Smith, 2000).)
MATCH@M:(Corporate social responsibility has been shown to lead to positive outcomes such as competitive advantage and better performance in the share market (Waddock and Smith, 2000).===>Pokazalo se da korporativna društvena odgovornost dovodi do pozitivnih ishoda kao što je konkurentska prednost i bolji učinak na tržištu akcija (Waddock i Smith, 2000).)
MATCH@E:(Corporate social responsibility has been shown to lead to positive outcomes such as competitive advantage and better performance in the share market (Waddock and Smith, 2000).===>Pokazalo se da korporativna društvena odgovornost dovodi do pozitivnih ishoda kao što je konkurentska prednost i bolji učinak na tržištu akcija (Waddock i Smith, 2000).)
MATCH@M:(Increasingly corporate social responsibility is being seen as a significant strategic tool for competing in the global marketplace (Oyewole, 2001).===>Korporativna društvena odgovornost se sve više posmatra kao značajan strateški alat u nadmetanju na globalnom tržištu (Oyewole, 2001).)
MATCH@E:(Increasingly corporate social responsibility is being seen as a significant strategic tool for competing in the global marketplace (Oyewole, 2001).===>Korporativna društvena odgovornost se sve više posmatra kao značajan strateški alat u nadmetanju na globalnom tržištu (Oyewole, 2001).)
MATCH@M:(Johri and Sahasakmontri (1998) argue that corporate social responsibility involves implementing approaches at all stages of the value chain that are aiming to decrease resource use, maximize efficiency and minimize negative impacts on the environment.===>Johri i Sahasakmontri (1998) tvrde da korporativna društvena odgovornost znači primenu pristupa kojima se smanjuje količina upotre-bljenih resursa, maksimizuje efikasnost, a negativni uticaji na okruženje svode na najmanju meru, i to u svim fazama lanca vrednosti.)
MATCH@E:(Johri and Sahasakmontri (1998) argue that corporate social responsibility involves implementing approaches at all stages of the value chain that are aiming to decrease resource use, maximize efficiency and minimize negative impacts on the environment.===>Johri i Sahasakmontri (1998) tvrde da korporativna društvena odgovornost znači primenu pristupa kojima se smanjuje količina upotrebljenih resursa, maksimizuje efikasnost, a negativni uticaji na okruženje svode na najmanju meru, i to u svim fazama lanca vrednosti.)
MATCH@M:(Therefore, corporate social responsibility impacts on strategic considerations and should be integrated with the strategic decisions of an organization.===>Stoga se može reći da korporativna društvena odgovornost ima uticaja kada se razmatra strategija i treba je obuhvatiti strateškim odlukama organizacije.)
MATCH@E:(Therefore, corporate social responsibility impacts on strategic considerations and should be integrated with the strategic decisions of an organization.===>Stoga se može reći da korporativna društvena odgovornost ima uticaja kada se razmatra strategija i treba je obuhvatiti strateškim odlukama organizacije.)
MATCH@M:(Undertaking socially responsible actions can be a source of competitive advantage for firms, particularly if their competition is not engaging in corporate social responsibility or is not doing it well (Rex and Baumann, 2007).===>Preduzimanje društveno odgovornih aktivnosti može da bude izvor konkurentske prednosti za firme, posebno ako njihova konkurencija ne pokazuje korporativnu društvenu odgovornost ili je ne sprovodi na zadovoljavajući način (Rex i Baumann, 2007).)
MATCH@E:(Undertaking socially responsible actions can be a source of competitive advantage for firms, particularly if their competition is not engaging in corporate social responsibility or is not doing it well (Rex and Baumann, 2007).===>Preduzimanje društveno odgovornih aktivnosti može da bude izvor konkurentske prednosti za firme, posebno ako njihova konkurencija ne pokazuje korporativnu društvenu odgovornost ili je ne sprovodi na za dovoljavajući način (Rex i Baumann, 2007).)
MATCH@M:(This allows the organization to differentiate itself from competitors by engaging in corporate social responsibility (Morris, 1997; Russo and Fouts, 1997).===>Time organizacija dobija mogućnost da se istakne u odnosu na konkurenciju time što pokazuje korporativnu društvenu odgovornost (Morris, 1997; Russo i Fouts, 1997).)
MATCH@E:(This allows the organization to dif ferentiate itself from competitors by engaging in corporate social responsibility (Morris, 1997; Russo and Fouts, 1997).===>Time organizacija dobija mogućnost da se istakne u odnosu na konkurenciju time što pokazuje korporativnu društvenu odgovornost (Morris, 1997; Russo i Fouts, 1997).)
MATCH@M:(Podnar and Golob (2007) found that acting ethically and engaging in corporate social responsibility can lead to competitive advantage because of the way customers respond to these initiatives.===>Podnar i Golob (2007) zaključuju da poštovanje etičkih principa i korporativne društvene odgovornosti može da ima za posledicu konkurentsku prednost pošto potrošači pozitivno reaguju na ovakve inicijative.)
MATCH@E:(Podnar and Golob (2007) found that acting ethically and engaging in corporate social responsibility can lead to competitive advantage because of the way customers respond to these initiatives.===>Podnar i Golob (2007) zaključuju da poštovanje etičkih principa i korporativne društvene odgovornosti može da ima za posledicu konkurentsku prednost pošto potrošači pozitivno reaguju na ovakve inicijative.)
MATCH@M:(Customers assess companies that engage in corporate social responsibility in a more positive light and tend to choose these companies over others who do not engage in corporate social responsibility (Podnar and Golob, 2007).===>Potrošači više cene društveno odgovorne kompanije i radije se okreću ovakvim kompanijama nego onima koje se tako ne ponašaju (Podnar i Go-lob, 2007).)
MATCH@E:(Customers assess companies that engage in corporate social responsibility in a more positive light and tend to choose these companies over others who do not engage in corporate social responsibility (Podnar and Golob, 2007).===>Potrošači više cene društveno odgovorne kompanije i radije se okreću ovakvim kompanijama nego onima koje se tako ne ponašaju (Podnar i Golob, 2007).)
MATCH@M:(This communicates to stakeholders the organizations’ commitment to their business is enduring and that they are prepared to invest in creating long-term value for stakeholders which will benefit them both now and in the future.===>To stejkholderima pokazuje da je kompanija i dalje posvećena njihovim interesima i da je spremna da ostvaruje dugoročnu korist za njih, i sada i u buduće.)
MATCH@E:(This communicates to stakeholders the organizations commitment to their business is enduring and that they are prepared to invest in creating long-term value for stakeholders which will benefit them both now and in the future.===>To stejkholderima pokazuje da je kompanija i dalje posvećena njihovim interesima i da je spremna da ostvaruje dugoročnu korist za njih, i sada i u buduće.)
MATCH@M:(Therefore, practicing corporate social responsibility can indicate to the customers that the organization is committed to addressing issues that they are concerned with.===>Stoga primena korporativne društvene odgovornosti pokazuje potrošačima da je spremna da se bavi pitanjima koja su od njihovog interesa.)
MATCH@E:(Therefore, practicing corporate social responsibility can indicate to the customers that the organization is committed to addressing issues that they are concerned with.===>Stoga primena korporativne društvene odgovornosti pokazuje potrošačima da je spremna da se bavi pitanjima koja su od njihovog interesa.)
MATCH@M:(Bowen (1953) defines corporate social responsibility as a firm’s duty to society to act in a way that was congruent with the goals and ideals of society at large.===>Bowen (1953) definiše korporativnu društvenu odgovornost kao dug koju orgnizacija ima prema društvu, dužnost da se ponaša na način koji je u skladu sa ciljevima i idealima društva kao celine.)
MATCH@E:(Bowen (1953) defines corporate social responsibility as a firms duty to society to act in a way that was congruent with the goals and ideals of society at large.===>Bowen (1953) definiše korporativnu društvenu odgovornost kao dug koju orgnizacija ima prema društvu, dužnost da se ponaša na način koji je u skladu sa ciljevima i idealima društva kao celine.)
MATCH@M:(This can include any actions undertaken by the firm in order to lead to minimizing adverse effects on society or leading to socially favourable outcomes (Maignan, 2001).===>To obuhvata bilo koju aktivnost koju firma sprovodi da bi negativne efekte na društvo svela na najmanju meru ili da bi ostvarila društveno povoljne ishode (Maignan, 2001).)
MATCH@E:(This can include any actions undertaken by the firm in order to lead to minimizing adverse effects on society or leading to socially favourable outcomes (Maignan, 2001).===>To obuhvata bilo koju aktivnost koju firma sprovodi da bi negativne efekte na društvo svela na najmanju meru ili da bi ostvarila društveno povoljne ishode (Maignan, 2001).)
MATCH@M:(Corporate social responsibility activities usually do not lead to profits in the short-term for the organization, and because potential long-term benefits are difficult to predict and measure, many organizations are sceptical about the benefits of corporate social responsibility (Kitchin, 2003).===>Korporativna društvena odgovornost organizaciji obično ne donosi kratkoročne profite, a potencijalne dugoročne koristi je teško predvideti i meriti, tako da su mnoge firme skeptične u pogledu aktivnosti iz ob-lesti korporativne društvene odgovornosti (Kitchin, 2003).)
MATCH@E:(Corporate social responsibility activities usually do not lead to profits in the short-term for the organization, and because potential long-term benefits are difficult to predict and measure, many organizations are sceptical about the benefits of corporate social responsibility (Kitchin, 2003).===>Korporativna društvena odgovornost organizaciji obično ne donosi kratkoročne profite, a potencijalne dugoročne koristi je teško predvideti i meriti, tako da su mnoge firme skeptične u pogledu aktivnosti iz oblesti korporativne društvene odgovornosti (Kitchin, 2003).)
MATCH@M:(Corporate social responsibility is about preventing harm from happening to organizational stakeholders as a result of the organizations’ actions and trying to increase stakeholders’ wellbeing (Mohr, Webb and Harris, 2001).===>Korporativna društvena odgovornost predstavlja i napor da se spreči šteta po stejkholdere koja može da proistekne iz organizacionih aktivnosti usmere-nih na ostvarivanje koristi za njih (Mohr, Webb i Harris, 2001).)
MATCH@E:(Corporate social responsibility is about preventing harm from happening to organizational stakeholders as a result of the organizations actions and trying to increase stakeholders wellbeing (Mohr, Webb and Harris, 2001).===>Korporativna društvena odgovornost predstavlja i napor da se spreči šteta po stejkholdere koja može da proistekne iz organizacionih aktivnosti usmerenih na ostvarivanje koristi za njih (Mohr, Webb i Harris, 2001).)
MATCH@M:(For Carrol (1991) corporate social responsibility relates to the responsibility of corporations along four dimensions: economic, legal, ethical and discretionary.===>Carrol (1991) tvrdi da se korporativna društvena odgovornost odnosi na odgovornost korporacija u četiri dimenzije: ekonomskoj, pravnoj, etičkoj i diskrecionoj.)
MATCH@E:(For Carrol (1991) corporate social responsibility relates to the responsibility of corporations along four dimensions: economic, legal, ethical and discretionary.===>Carrol (1991) tvrdi da se korporativna društvena odgovornost odnosi na odgovornost korporacija u četiri dimenzije: ekonomskoj, pravnoj, etičkoj i diskrecionoj.)
MATCH@M:(The economic dimension describes the organizations responsibility to be profitable, and generate returns for their stakeholders.===>Ekonomska dimenzija označava odgovornost kompanije da bude profitabilna i da ostvari povraćaj za njene stejkholdere.)
MATCH@E:(The economic dimension describes the organizations responsibility to be profitable, and generate returns for their stakeholders.===>Ekonomska dimenzija označava odgovornost kompanije da bude profitabilna i da ostvari povraćaj za njene stejkholdere.)
MATCH@M:(The legal dimension illustrates organisational responsibility to abide by legal standards and regulations.===>Pravna dimenzija odražava odgovornost organizacije da se ponaša po zakonskim normama i propisima.)
MATCH@E:(The legal dimension illustrates organisational responsibility to abide by legal standards and regulations.===>Pravna dimenzija odražava odgovornost organizacije da se ponaša po zakonskim normama i propisima.)
MATCH@M:(The ethical dimension refers to developing codes of ethics, ethical norms, and values such as honesty particularly in relationships with customers and employees.===>Etička dimenzija se odnosi na razvijanje kodeksa etike, etičkih normi i vrednosti kao što je poštenje, posebno u odnosima sa potrošačima i sa zaposlenima.)
MATCH@E:(The ethical dimension refers to developing codes of ethics, ethical norms, and values such as honesty particularly in relationships with customers and employees.===>Etička dimenzija se odnosi na razvijanje kodeksa etike, etičkih normi i vrednosti kao što je poštenje, posebno u odnosima sa potrošačima i sa zaposlenima.)
MATCH@M:(The discretionary responsibility includes any voluntary or philanthropic deeds carried out by the organization to contribute to the good of society.===>Diskreciona odgovornost obuhvata svaki voljni ili filantropski postupak organizacije kojim se ostvaruje dobrobit za društvo.)
MATCH@E:(The discretionary responsibility includes any voluntary or philanthropic deeds carried out by the organization to contribute to the good of society.===>Diskreciona odgovornost obuhvata svaki voljni ili filantropski postupak organizacije kojim se ostvaruje dobrobit za društvo.)
MATCH@M:(According to Petrovic-Lazarevic (2008), corporate social responsibility is a set of principles established by an organisation to meet societal expectations of appropriate business behaviour and achieve best practice through social benefits and sustainable competitive advantage.===>Prema Petrović-Lazarević (2008), korporativna društvena odgovornost predstavlja skup principa koje organizacija utvrđuje da bi ispunila društvena očekivanja u vezi sa odgovarajućim poslovnim ponašanjem i postigne najbolju praksu putem društvene koristi i održive konkurentske prednosti.)
MATCH@E:(1. ~~~ According to Petrovic-Lazarevic (2008), corporate social responsibility is a set of principles established by an organisation to meet societal expectations of appropriate business behaviour and achieve best practice through social benefits and advantage.===>Prema Petrović-Lazarević (2008), korporativna društvena odgovornost predstavlja skup principa koje organizacija utvrđuje da bi ispunila društvena očekivanja u vezi sa odgovarajućim poslovnim ponašanjem i postigne najbolju praksu putem društvene koristi i održive konkurentske prednosti.)
MATCH@M:(Accordingly, an organisation’s corporate social responsibility may be estimated by analysing the following activities:===>Prema tome, korporativna društvena odgovornost jedne organizacije može da se ocenjuje tako što će se analizirati sle-deće aktivnosti:)
MATCH@E:(Accordingly, an organisations corporate social responsibility may be estimated by analysing the following activities: competitive sustainable 2.===>Prema tome, korporativna društvena odgovornost jedne organizacije može da se ocenjuje tako što će se analizirati sledeće aktivnosti: ~~~ 1.)
MATCH@M:(1.	Company’s moral obligation to be good citizen and to do the right thing===>1.	Moralna obaveza kompanije da bude dobar građanin i čini prave stvari.)
MATCH@E:(Companys moral obligation to be good citizen and to do the right thing 3.===>Moralna obaveza kompanije da bude dobar gra đanin i čini prave stvari. 2.)
MATCH@M:(1.	Sustainability or meeting the needs of the present without compromising the ability of future generations to meet their own needs===>2.	Održivost i zadovoljavanje potreba u sadašnjosti ne dovodeći u pitanje mogućnosti budućih generacija da zadovolje svoje sopstvene potrebe)
MATCH@E:(Sustainability or meeting the needs of the present without compromising the ability of future generations to meet their own needs 4.===>Održivost i zadovoljavanje potreba u sadašnjosti ne dovodeći u pitanje mogućnosti budućih generacija da zadovolje svoje sopstvene potrebe 3.)
MATCH@M:(3.	Reputation to justify corporate social responsibility initiatives to improving company’s image===>3.	Ugled kojim se opravdavaju inicijative iz oblasti korporativne društvene odgovornosi za poboljšanje slike kompanije)
MATCH@E:(Reputation to justify corporate social responsibility initiatives to improving companys image 5.===>Ugled kojim se opravdavaju inicijative iz oblasti korporativne društvene odgovornosi za poboljšanje slike kompanije 4.)
MATCH@M:(4.	External aspects that relate to relationship with suppliers and commitment to local community protection and engagement===>4.	Spoljni aspekti koji se odnose na odnose sa dobavljačima i posvećenost zaštiti i obuhvatu lokalne zajednice)
MATCH@E:(External aspects that relate to relationship with suppliers and commitment to local community protection and engagement 6.===>Spoljni aspekti koji se odnose na odnose sa dobavljačima i posvećenost zaštiti i obuhvatu lokalne zajednice 5.)
MATCH@M:(5.	Internal aspects that cover relationship with employees and unions===>5.	Unutrašnji aspekti koji obuhvataju odnose sa zaposlenima i sindikatima)
MATCH@E:(Internal aspects that cover relationship with em ployees and unions 7.===>Unutrašnji aspekti koji obuhvataju odnose sa za poslenima i sindikatima 6.)
MATCH@M:(6.	Accountability and transparency that include commitment to reporting on corporate social responsibility.===>6.	Pouzdanost i transparentnost koje uključuju posvećenost kompanije obaveštavanju okruženja o svojoj korporativnoj društvenoj odgovornosti.)
MATCH@E:(Accountability and transparency that include commitment to reporting on corporate social responsibility.===>Pouzdanost i transparentnost koje uključuju posvećenost kompanije obaveštavanju okruženja o svojoj korporativnoj društvenoj odgovornosti.)
MATCH@M:(The corporate social responsibility literature has revolved for many years around whether or not the organizations has a duty to society in terms of their impact on it or whether their only duty is to make money for their shareholders (Capaldi, 2005).===>Literatura o korporativnoj društvenoj odgovornosti se dugo godina bavila pitanjem da li organizacije imaju dužnosti prema društvu u smislu svog uticaja na društvo ili ne, kao i da li je njihova jedina dužnost da zarađuju novac svojim akcionarima (Capaldi, 2005).)
MATCH@E:(The corporate social responsibility literature has revolved for many years around whether or not the organizations has a duty to society in terms of their impact on it or whether their only duty is to make money for their shareholders (Capaldi, 2005).===>Literatura o korporativnoj društvenoj odgovornosti se dugo godina bavila pitanjem da li organizacije imaju dužnosti prema društvu u smislu svog uticaja na društvo ili ne, kao i da li je njihova jedina dužnost da zarađuju novac svojim akcionarima (Capaldi, 2005).)
MATCH@M:(This debate seems to be less important in current times because of the pressure in the market to take up corporate social responsibility and the societal-backlash towards companies like Enron and others (Capaldi, 2005; Middlemiss, 2002).===>Danas ova debata nije toliko značajna zbog pritiska tržišta na organizacije da preuzmu korporativnu društvenu odgovornost i ogorčenja koje društvo pokazuje prema kompanijama kao što su Enron i druge (Capaldi, 2005; Middlemiss, 2002).)
MATCH@E:(This debate seems to be less important in current times because of the pressure in the market to take up corporate social responsibility and the societal-backlash towards companies like Enron and others (Capaldi, 2005; Middlemiss, 2002).===>Danas ova debata nije toliko značajna zbog pritiska tržišta na organizacije da preuzmu korporativnu društvenu odgovornost i ogorčenja koje društvo pokazuje prema kompanijama kao što su Enron i druge (Capaldi, 2005; Middlemiss, 2002).)
MATCH@M:(Societal tolerance for companies who do everything possible for profit, no matter how detrimental it might be for the collective good of society, is waning (Kitchin, 2003).===>Društvena tolerancija prema kompanijama koje bi učinile bilo šta samo da ostvare profit, bez obzira štetu koju pritom može da pretrpi društvo, polako se kruni (Kitchin, 2003).)
MATCH@E:(Societal tolerance for companies who do everything possible for profit, no matter how detrimental it might be for the collective good of society, is waning (Kitchin, 2003).===>Društvena tolerancija prema kompanijama koje bi učinile bilo šta samo da ostvare profit, bez obzira štetu koju pritom može da pretrpi društvo, polako se kruni (Kitchin, 2003).)
MATCH@M:(During the last several decades of research in this area, corporate social responsibility has also undergone a lot of criticism as a concept (Quazi and O’Brien, 2000).===>U istraživanjima koja se poslednjih decenija vrše u ovoj oblasti korporativna društvena odgovornost kao koncept doživela je veliku kritiku (Quazi i O’Brien, 2000).)
MATCH@E:(During the last several decades of research in this area, corporate social responsibility has also undergone a lot of criticism as a concept (Quazi and OBrien, 2000).===>)
BAD_LINE_=============================================================
BAD_LINE_M:During the last several decades of research in this area, corporate social responsibility has also undergone a lot of criticism as a concept (Quazi and O’Brien, 2000).
BAD_LINE_M:U istraživanjima koja se poslednjih decenija vrše u ovoj oblasti korporativna društvena odgovornost kao koncept doživela je veliku kritiku (Quazi i O’Brien, 2000).
BAD_LINE_E:During the last several decades of research in this area, corporate social responsibility has also undergone a lot of criticism as a concept (Quazi and OBrien, 2000).
BAD_LINE_E:
MATCH@M:(It has been accused of being ill-defined (Preston and Post, 1975), lacking empirical support and theoretical integration (DeFillipi, 1982), and difficult to study objectively (Aupperle et al., 1985).===>Govorili su da je pogrešno definisana (Preston i Post, 1975), da nema empirijsku podršku niti teorijski integritet (DeFillipi, 1982) i da ju je teško objektivno proučavati (Aupperle i dr., 1985).)
MATCH@E:(It has been accused of being ill-defined (Preston and Post, 1975), lacking empirical support and theoretical integration (DeFillipi, 1982), and difficult to study objectively (Aupperle et al., 1985).===>)
BAD_LINE_=============================================================
BAD_LINE_M:It has been accused of being ill-defined (Preston and Post, 1975), lacking empirical support and theoretical integration (DeFillipi, 1982), and difficult to study objectively (Aupperle et al., 1985).
BAD_LINE_M:Govorili su da je pogrešno definisana (Preston i Post, 1975), da nema empirijsku podršku niti teorijski integritet (DeFillipi, 1982) i da ju je teško objektivno proučavati (Aupperle i dr., 1985).
BAD_LINE_E:It has been accused of being ill-defined (Preston and Post, 1975), lacking empirical support and theoretical integration (DeFillipi, 1982), and difficult to study objectively (Aupperle et al., 1985).
BAD_LINE_E:
MATCH@M:(Despite of criticism, corporate social responsibility has been widely accepted and applied by organisations.===>Uprkos kritikama, korporativna društvena odgovornost je postala široko prihvaćena i primenjena u organizacijama.)
MATCH@E:(Despite of criticism, corporate social responsibility has been widely accepted and applied by organisations.===>Uprkos kritikama, korporativna društvena odgovornost je postala široko prihvaćena i primenjena u organizacijama.)
MATCH@M:(It has also been supported by the Government.===>Dobila je i podršku vlade.)
MATCH@E:(It has also been supported by the Government.===>Dobila je i podršku vlade.)
MATCH@M:(Since the building and construction industry differs from the other industries, in order to understand how the Government’s support to this industry helps to overcome the negative effects of the global economic crisis, the characteristics of the industry are below explained in more details.===>Pošto se građevinska industrija razlikuje od ostalih grana industrije, detaljnije ćemo se pozabaviti njenim ka-rakterstikama, a da bismo razumeli kako i šta vlada čini da joj pomogne da prevaziđe negativne efekte globalne ekonomske krize.)
MATCH@E:(Since the building and construction industry differs from the other industries, in order to understand how the Governments support to this industry helps to overcome the negative effects of the global economic crisis, the characteristics of the industry are below explained in more details. ~~~ 2.2.===>Pošto se građevinska industrija razlikuje od ostalih grana industrije, detaljnije ćemo se pozabaviti njenim karakterstikama, a da bismo razumeli kako i šta vlada čini da joj pomogne da prevaziđe negativne efekte globalne ekonomske krize. 2.)
MATCH@M:(Building and construction industry has a reputation of the one of the oldest industries which can significantly contribute to the economic recovery of the country destroyed by political, economic and natural disaster (Petrovic-Lazarevic, 2005).===>Građevinska industrija slovi kao jedna od najstarijih industrija koja može u značajnoj meri da doprinese ekonomskom oporavku zemlje uništene političkim, ekonomskim ili prirodnim katastrofama (Petrović-La-zarević, 2005).)
MATCH@E:(Building and construction industry Building and construction industry has a reputation of the one of the oldest industries which can significantly contribute to the economic recovery of the country destroyed by political, economic and natural disaster (Petrovic-Lazarevic, 2005).===>Građevinska industrija Građevinska industrija slovi kao jedna od najstarijih industrija koja može u značajnoj meri da doprinese ekonomskom oporavku zemlje uništene političkim, ekonomskim ili prirodnim katastrofama (Petrović-Lazarević, 2005).)
MATCH@M:(Building and construction industry has specific physical nature of the product, the structure of the industry and the organization of the building and construction process (Petrovic-Lazarevic, 2003).===>Građevinarstvo se odlikuje specifičnom prirodom proizvoda, strukturom industrije i organizacijom procesa građenja (Petrović-Lazarević).)
MATCH@E:(Building and construction industry has specific physical nature of the product, the structure of the industry and the organization of the building and construction process (Petrovic-Lazarevic, 2003).===>Građevinarstvo se odlikuje specifičnom prirodom proizvoda, strukturom industrije i organizacijom procesa građenja (Petrović-Lazarević).)
MATCH@M:(The product of building and construction industry is mostly large and expensive and since it is located in a specific geographic area not generally transportable.===>Proizvod građevinske industrije je uglavnom velikih dimenzija i skup, lociran u određenoj geografskoj oblasti, i uglavnom ga je teško prenositi.)
MATCH@E:(The product of building and construction industry is mostly large and expensive and since it is located in a specific geographic area not generally transportable.===>Proizvod građevinske industrije je uglavnom velikih dimenzija i skup, lociran u određenoj geografskoj oblasti, i uglavnom ga je teško prenositi.)
MATCH@M:(Buildings and other structures are usually made to meet the requirements of each customer.===>Zgrade i druge građevine obično se grade za zadovoljenje potreba svakog potrošača posebno.)
MATCH@E:(Buildings and other structures are usually made to meet the requirements of each customer.===>Zgrade i druge građevine obično se grade za zadovoljenje potreba svakog potrošača posebno.)
MATCH@M:(Three separate groups of people: client, designer and contractor are involved in a building process based on projects.===>U procesima zasnovanim na projektima obično učestvuju tri grupe ljudi: klijent, projektant i izvođač radova.)
MATCH@E:(Three separate groups of people: client, designer and contractor are involved in a building process based on projects.===>U procesima zasnovanim na projektima obično učestvuju tri grupe ljudi: klijent, projektant i izvođač radova.)
MATCH@M:(Each project consists of several organizations subcontractors that operate with its own objectives and pressures.===>Svaki projekat obuhvata nekoliko organizacija, po-dizvođača koje imaju svoje posebne ciljeve i pritiske koje podnose.)
MATCH@E:(Each project consists of several organizations subcontractors that operate with its own objectives and pressures.===>Svaki projekat obuhvata nekoliko organizacija, podizvođača koje imaju svoje posebne ciljeve i pritiske koje podnose.)
MATCH@M:(Project manager is in charge of overall costs, time and quality of actions undertaken.===>Projektni menadžer je odgovoran za ukupne troškove, vreme i kvalitet preduzetih radova.)
MATCH@E:(Project manager is in charge of overall costs, time and quality of actions undertaken.===>Projektni menadžer je odgovoran za ukupne troškove, vreme i kvalitet preduzetih radova.)
MATCH@M:(Building and construction industry firms consist of large organizations with usually over 20 employees and small to medium enterprises (with less than 20 employees.===>Građevinske firme obuhvataju velike organizacije koje obično imaju više od 20 zaposlenih i mala ili srednja preduzeće sa manje od 20 zaposlenih.)
MATCH@E:(Building and construction industry firms consist of large organizations with usually over 20 employees and small to medium enterprises (with less than 20 employees.===>Građevinske firme obuhvataju velike organizacije koje obično imaju više od 20 zaposlenih i mala ili srednja preduzeće sa manje od 20 zaposlenih.)
MATCH@M:(Large organisations take form of corporation indicating that corporate governance is an applied management style (Petrovic-Lazarevic, 2004).===>Velike organizacije prerastaju u korporacije čime pokazuju da korporativno upravljanje predstavlja tip primenjenog me-nadžmenta (Petrović-Lazarević, 2004).)
MATCH@E:(Large organisations take form of corporation indicating that corporate governance is an applied management style (Petrovic-Lazarevic, 2004).===>Velike organizacije prerastaju u korporacije čime pokazuju da korporativno upravljanje predstavlja tip primenjenog menadžmenta (Petrović-Lazarević, 2004).)
MATCH@M:(Because of the influence of the building and construction industry to the Australian economy, the Australian Government is paying specific attention to support its wellbeing.===>Pošto je uticaj građevinske industrije na privredu Australije značajan, australijska vlada posebnu pažnju posvećuje dobrobiti ove privredne grane.)
MATCH@E:(Because of the influence of the building and construction industry to the Australian economy, the Australian Government is paying specific attention to support its wellbeing.===>Pošto je uticaj građevinske industrije na privredu Australije značajan, australijska vlada posebnu pažnju posvećuje dobrobiti ove privredne grane.)
MATCH@M:(This paper highlights what the Government has undertaken so far.===>U ovom radu opisaćemo šta je vlada učinila do sada.)
MATCH@E:(This paper highlights what the Government has undertaken so far.===>U ovom radu opisaćemo šta je vlada učinila do sada. [ta se radi u Australiji?)
MATCH@M:(Following Petrovic-Lazarevic (2008) definition of corporate social responsibility, the Australian Government should influence the organisational sustainability and relationship between employers and unions; while the organisations themselves should take care of their reputation to justify corporate social responsibility initiatives to improving their image, relationship with suppliers and commitment to local community protection and engagement, and accountability and transparency that include commitment to reporting on corporate social responsibility.===>Iz definicije korporativne društvene odgovornosti Petrović-Lazarević (2008) sledi da australijska vlada treba da utiče na organizacionu održivost i odnos između poslodavaca i sindikata, dok same organizacije treba da brinu o svom ugledu kojim garantuju da njihove inicijative u korporativnoj društvenoj odgovornosti poboljšavaju sliku o njima, njihovom odnosu sa dobavljačima i njihovu posvećenost zaštiti i obuhvatu okruženja, i o pouzdanosti i transparentnosti kojom je obuhvaćena njihova volja da obaveštavaju o korporativnoj društvenoj odgovornosti koju primenjuju.)
MATCH@E:(What is done in Australia? social responsibility, Following Petrovic-Lazarevic (2008) definition of corporate the Australian Government should influence the organisational sustainability and relationship between employers and unions; while the organisations themselves should take care of their reputation to justify corporate social responsibility initiatives to improving their image, relationship with suppliers and commitment to local community protection and engagement, and accountability and transparency that include commitment to reporting on corporate social responsibility. who seemed to be the most eligible to providing the right information not only for Queensland, but Australia as well.===>Govorili su da je pogrešno definisana (Preston i Post, 1975), da nema empirijsku podršku niti teorijski integritet (DeFillipi, 1982) i da ju je teško objektivno proučavati (Aupperle i dr., 1985). ~~~ Iz definicije korporativne društvene odgovornosti Petrović-Lazarević (2008) sledi da australijska vlada treba da utiče na organizacionu održivost i odnos između poslodavaca i sindikata, dok same organizacije treba da brinu o svom ugledu kojim garantuju da njihove inicijative u korporativnoj društvenoj odgovornosti poboljšavaju sliku o njima, njihovom odnosu sa dobavljačima i njihovu posvećenost zaštiti i obuhvatu okruženja, i o pouzdanosti i transparentnosti kojom je obuhvaćena njihova volja da obaveštavaju o korporativnoj društvenoj odgovornosti koju primenjuju.)
MATCH@M:(The influence on relationship between employers and unions pursues through the regulations.===>Uticaj na odnose između poslodavaca i sindikata defi-nisan je propisima.)
MATCH@E:(The influence on relationship between employers and unions pursues through the regulations.===>Uticaj na odnose između poslodavaca i sindikata definisan je propisima.)
MATCH@M:(However, the governmental influence on the organisational sustainability is specifically applied.===>Ipak, vlada čini posebne korake da pojaca organizacionu održivost.)
MATCH@E:(However, the governmental influence on the organisational sustainability is specifically applied.===>Ipak, vlada čini posebne korake da pojača organizacionu održivost.)
MATCH@M:(This is in particular related to the preservation of a healthy environment.===>To se posebno odnosi na očuvanje zdrave životne sredine.)
MATCH@E:(This is in particular related to the preservation of a healthy environment.===>To se posebno odnosi na očuvanje zdrave životne sredine.)
MATCH@M:(The United Nations Conference on Environment and Development held in Rio de Janeiro in 1992 is understood as a key activity globally undertaken to support sustainability (International Environmental Law and Policy Series, 1993).===>Konferencija Ujedinjenih nacija o životnoj sredini i razvoju održana u Rio de Zaneiru 1992. godine smatra se ključnom aktivnošću koja je sprovedena na globalnom planu da bi se obezbedio održivi razvoj (Međunarodni zakon o politici očuvanja životne sredine, 1993).)
MATCH@E:(The United Nations Conference on Environment and Development held in Rio de Janeiro in 1992 is understood as a key activity globally undertaken to support sustainability (International Environmental Law and Policy Series, 1993).===>Konferencija Ujedinjenih nacija o životnoj sredini i razvoju održana u Rio de @aneiru 1992. godine smatra se ključnom aktivnošću koja je sprovedena na globalnom planu da bi se obezbedio održivi razvoj (Međunarodni zakon o politici očuvanja životne sredine, 1993).)
MATCH@M:(The Conference pointed to the relevance of governments participants of the Conference, to establish a national strategy for sustainable development.===>Na konferenciji je ukazano na obavezu zemalja učesnica konferencije da utvrde nacionalnu strategiju održi-vog razvoja.)
MATCH@E:(The Conference pointed to the relevance of governments participants of the Conference, to establish a national strategy for sustainable development.===>Na konferenciji je ukazano na obavezu zemalja učesnica konferencije da utvrde nacionalnu strategiju održivog razvoja.)
MATCH@M:(It further required to integrate “environment and development at the policy, planning and management levels; provide an effective legal and regulatory framework; make effective use of economic instruments and market and other instruments; and establish systems for integrated environmental and economic accounting” (International Environmental Law and Policy Series, 1993, Agenda 21:199).===>Zahtev je bio da se integriše „životna sredina i razvoj na odgovajućem nivou politike, planiranja i upravljanja; da se obezbedi efikasan zakonski i regu-latorni okvir, da se efikasno primene ekonomski instrumenti, tržišni i drugi instrumenti i da se uspostave sistemi za integrisanu pouzdanost okruženja i privrede“ (Međunarodni zakon o politici očuvanja životne sredine, 1993, Agenda 21:199).)
MATCH@E:(It further required to integrate environment and development at the policy, planning and management levels; provide an effective legal and regulatory framework; make effective use of economic instruments and market and other instruments; and establish systems for integrated environmental and economic accounting (International Environmental Law and Policy Series, 1993, Agenda 21:199).===>Zahtev je bio da se integriše životna sredina i razvoj na odgovajućem nivou politike, planiranja i upravljanja; da se obezbedi efikasan zakonski i regulatorni okvir, da se efikasno primene ekonomski instrumenti, tržišni i drugi instrumenti i da se uspostave sistemi za integrisanu pouzdanost okruženja i privrede (Međunarodni zakon o politici očuvanja životne sredine, 1993, Agenda 21:199).)
MATCH@M:(Australia is an example of a few countries whose Government has taken activities to introduce more systematic consideration of the environment prior to the Rio Conference.===>Australija pripada nekolicini zemalja čija je vlada razmatrala pitanja životne sredine pre konferencije u Riju.)
MATCH@E:(Australia is an example of a few countries whose Government has taken activities to introduce more systematic consideration of the environment prior to the Rio Conference.===>Australija pripada nekolicini zemalja čija je vlada razmatrala pitanja životne sredine pre konferencije u Riju.)
MATCH@M:(In 1989 the Australian Government has initiated a National Strategy for Ecologically Sustainable Development (Houghton, 1998).===>Godine 1989. australijska vlada je inicirala Nacionalnu strategiju za ekonomski održivi razvoj (Houghton, 1998).)
MATCH@E:(In 1989 the Australian Government has initiated a National Strategy for Ecologically Sustainable Development (Houghton, 1998).===>Godine 1989. australijska vlada je inicirala Nacionalnu strategiju za ekonomski održivi razvoj (Houghton, 1998).)
MATCH@M:(The aim of the Strategy was to ensure that sustainable economic, social and environmental developments were achieved by satisfying the needs of the present, without compromising the ability of future generations to meet their needs (Houghton, 1998:1).===>Cilj ove strategije bio je da se obezbedi postizanje odr'ivog ekonomskog, društvenog i ekološkog razvoja tako što će se zadovoljiti potrebe u sadašnjosti, ali se neće dovoditi u pitanje mogućnost budućih generacija da zadovoljavaju svoje potrebe (Houghton, 1998:1).)
MATCH@E:(The aim of the Strategy was to ensure that sustainable economic, social and environmental developments were achieved by satisfying the needs of the present, without compromising the ability of future generations to meet their needs (Houghton, 1998:1).===>Cilj ove strategije bio je da se obezbedi postizanje održivog ekonomskog, društvenog i ekološkog razvoja tako što će se zadovoljiti potrebe u sadašnjosti, ali se neće dovoditi u pitanje mogućnost budućih generacija da zadovoljavaju svoje potrebe (Houghton, 1998:1).)
MATCH@M:(The ISO 9001 New Quality Standards has been applied in Australia.===>U Australiji su prime njeni Novi standardi kvaliteta ISO 9001.)
MATCH@E:(The ISO 9001 New Quality Standards has been applied in Australia.===>U Australiji su primenjeni Novi standardi kvaliteta ISO 9001.)
MATCH@M:(The Certification to an ISO 9001 standard confirms that formalized business processes are being applied, thus are used as a marketing tool.===>Sertifikacija standarda ISO 9001 potvrđuje da su primenjeni formalizovani poslovni procesi i time su postali marketinški alat.)
MATCH@E:(The Certification to an ISO 9001 standard confirms that formalized business processes are being applied, thus are used as a marketing tool.===>Sertifikacija standarda ISO 9001 potvrđuje da su primenjeni formalizovani poslovni procesi i time su postali marketinški alat.)
MATCH@M:(However, the Standards do not cover the issues relevant to the sustainability or maintenance and preservation of a healthy environment.===>Ipak, Standardi ne obuhva-taju pitanja značajna za razvoj ili održavanje i očuvanje zdravog okruženja.)
MATCH@E:(However, the Standards do not cover the issues relevant to the sustainability or maintenance and preservation of a healthy environment.===>Ipak, Standardi ne obuhvataju pitanja značajna za razvoj ili održavanje i očuvanje zdravog okruženja.)
MATCH@M:(Australia is made of two national territories and six states.===>Australiju čine dve nacionalne teritorije i šest država.)
MATCH@E:(Australia is made of two national territories and six states.===>Australiju čine dve nacionalne teritorije i šest država.)
MATCH@M:(For the purpose of this paper we have drew attention to what has been done for the building and construction industry mostly in Queensland.===>U ovom radu mi smo se bavili onim što se čini za građevinarstvo uglavnom u Kvinslendu.)
MATCH@E:(For the purpose of this paper we have drew attention to what has been done for the building and construction industry mostly in Queensland.===>U ovom radu mi smo se bavili onim što se čini za građevinarstvo uglavnom u Kvinslendu.)
MATCH@M:(As a result, every development approval has to be in accordance with the Integrated Planning Act.===>Tako je svaka dozvola za gradnju morala da bude u skladu sa ovim zakonom.)
MATCH@E:(As a result, every development approval has to be in accordance with the Integrated Planning Act.===>Sa ciljem da zaštiti životnu sredinu, Kvinslend je doneo Zakon o jedinstvenom planiranju (1999).)
BAD_LINE_=============================================================
BAD_LINE_M:As a result, every development approval has to be in accordance with the Integrated Planning Act.
BAD_LINE_M:Tako je svaka dozvola za gradnju morala da bude u skladu sa ovim zakonom.
BAD_LINE_E:As a result, every development approval has to be in accordance with the Integrated Planning Act.
BAD_LINE_E:Sa ciljem da zaštiti životnu sredinu, Kvinslend je doneo Zakon o jedinstvenom planiranju (1999).
MATCH@M:(Before the Integrated Planning Act, development approval was subject to different building related acts.===>Pre Zakona o jedinstvenom planiranju, dozvola za gradnju morala je da bude u skladu i sa još nekoliko zakona koji su se odnosili na građevinarstvo.)
MATCH@E:(Before the Integrated Planning Act, development approval was subject to different building related acts.===>Pre Zakona o jedinstvenom planiranju, dozvola za gradnju morala je da bude u skladu i sa još nekoliko zakona koji su se odnosili na građevinarstvo.)
MATCH@M:(For example, Standard Building Law existed for building work to be designed and constructed in accordance with the structural and other standards; the Environmental Protection Act ensured for environmentally relevant activities were established to minimise the risk of environmental harm occurring (Integrated Planning Act, 1999: 81).===>Na primer, Zakon o standardnoj gradnji zahtevao je da se gradnja projektuje i konstruiše u skladu sa građevinskim i drugim standardima; Zakon o zaštiti životne sredine uredio je da aktivnosti značajne za zaštitu okruženja budu sprovedene tako da se rizik štete po životnu sredinu svede na najmanju meru (Zakon o jedinstvenom planiranju, 1999:81).)
MATCH@E:(For example, Standard Building Law existed for building work to be designed and constructed in accordance with the structural and other standards; the Environmental Protection Act ensured for environmentally relevant activities were established to minimise the risk of environmental harm occurring (Integrated Planning Act, 1999: 81).===>Na primer, Zakon o standardnoj gradnji zahtevao je da se gradnja projektuje i konstruiše u skladu sa građevinskim i drugim standardima; Zakon o zaštiti životne sredine uredio je da aktivnosti značajne za zaštitu okruženja budu sprovedene tako da se rizik štete po životnu sredinu svede na najmanju meru (Zakon o jedinstvenom planiranju, 1999:81).)
MATCH@M:(With the Integrated Planning Act the common rules were introduced and demarcations between building control matter, planning matter or an environmental authority matter was made clear.===>Zakon o jedinstvenom planiranju uveo je neke zajedničke odredbe; odredbe u vezi sa kontrolom gradnje, planiranjem i zaštitom životne sredine postale su sasvim jasne.)
MATCH@E:(With the Integrated Planning Act the common rules were introduced and demarcations between building control matter, planning matter or an environmental authority matter was made clear.===>Zakon o jedinstvenom planiranju uveo je neke zajedničke odredbe; odredbe u vezi sa kontrolom gradnje, planiranjem i zaštitom životne sredine postale su sasvim jasne.)
MATCH@M:(Now the development approval goes through the local governments.===>Sada dozvole za gradnju izdaju lokalne vlasti.)
MATCH@E:(Now the development approval goes through the local governments.===>Sada dozvole za gradnju izdaju lokalne vlasti.)
MATCH@M:(Thus, builder’s tender must be in accordance with the Integrated Planning Act.===>Tako tender za gradnju mora da bude u skladu sa Zakonom o jedinstvenom planiranju.)
MATCH@E:(Thus, builders tender must be in accordance with the Integrated Planning Act.===>Tako tender za gradnju mora da bude u skladu sa Zakonom o jedinstvenom planiranju.)
MATCH@M:(For a small business, it is a common knowledge that developers transfer environment regulations to builders to fulfil.===>U slučaju malih firmi, opšte je poznato da građevinari prenose odgovornost za zaštitu životne sredine na graditelje.)
MATCH@E:(For a small business, it is a common knowledge that developers transfer environment regulations to builders to fulfil.===>U slučaju malih firmi, opšte je poznato da građevinari prenose odgovornost za zaštitu životne sredine na graditelje.)
MATCH@M:(In big companies, however, environmental divisions usually exist to ensure activities are undertaken on current environmental topics and relevant information about it is provided.===>Međutim, u velikim kompanijama postoje i odeljenja za zaštitu okoline koja se staraju da se aktivnosti preduzimaju po pravilima o zaštiti sredine i o tome obaveštavaju javnost.)
MATCH@E:(In big companies, however, environmental divisions usually exist to ensure activities are undertaken on current environmental topics and relevant information about it is provided.===>Međutim, u velikim kompanijama postoje i odeljenja za zaštitu okoline koja se staraju da se aktivnosti preduzimaju po pravilima o zaštiti sredine i o tome obaveštavaju javnost.)
MATCH@M:(When it comes to public work greater than $250,000.00, building contractors from Queensland, Victoria and New South Wales must satisfy criteria for environmental performance.===>Kada se radi o javnim radovima koji prelaze sumu od 250,000 dolara, građevinari iz Kvinslenda, Viktorije i Novog Južnog Velsa moraju da zadovolje kriterijume zaštite životne sredine.)
MATCH@E:(When it comes to public work greater than $250,000.00, building contractors from Queensland, Victoria and New South Wales must satisfy criteria for environmental performance.===>Kada se radi o javnim radovima koji prelaze sumu od 250,000 dolara, građevinari iz Kvinslenda, Viktorije i Novog Južnog Velsa moraju da zadovolje kriterijume zaštite životne sredine.)
MATCH@M:(However, they are not equally applied all over Australia.===>Oni se, ipak, ne primenjuju na isti način svuda u Australiji.)
MATCH@E:(However, they are not equally applied all over Australia.===>Oni se, ipak, ne primenjuju na isti način svuda u Australiji.)
MATCH@M:(Hence, state and federal regulations of occupational, health and safety measures differ.===>Tako se federalni propisi o profesiji, zdravstvenoj zaštiti i bezbednosti razlikuju.)
MATCH@E:(Hence, state and federal regulations of occupational, health and safety measures differ.===>Tako se federalni propisi o profesiji, zdravstvenoj zaštiti i bezbednosti razlikuju.)
MATCH@M:(They need to be rectified in order to improve the industry’s occupational, health and safety performance (Petrovic-Lazarevic et al, 2007).===>Oni se moraju popraviti da bi se poboljšao učinak u oblasti profesionalne i zdravstvene zaštite i bezbednosti na radu (Petrović-Lazarević i dr., 2007).)
MATCH@E:(They need to be rectified in order to improve the industrys occupational, health and safety performance (Petrovic-Lazarevic et al, 2007).===>Oni se moraju popraviti da bi se poboljšao učinak u oblasti profesionalne i zdravstvene zaštite i bezbednosti na radu (Petrović-Lazarević i dr., 2007).)
MATCH@M:(There is also a need to improve sub-contractors safety and have intensified on-going government, building and construction industry and union communication and collaboration, at both state and federal levels (Cole, 2003).===>Takođe je potrebno poboljšati bezbednost podizvođača i uspostaviti stalnu komunikaciju i saradnju između vlade, građevinske industrije i sindikata, kako na državnom, tako i na saveznom nivou (Cole, 2003).)
MATCH@E:(There is also a need to improve sub-contractors safety and have intensified on-going government, building and construction industry and union communication and collaboration, at both state and federal levels (Cole, 2003).===>Takođe je potrebno poboljšati bezbednost podizvođača i uspostaviti stalnu komunikaciju i saradnju između vlade, građevinske industrije i sindikata, kako na državnom, tako i na saveznom nivou (Cole, 2003).)
MATCH@M:(At present a significant difference in legislature between the states exists; there is no national cohesiveness concerning occupational, health and safety; and the trust between industry management and the builders’ unions is low (Petrovic-Lazarevic, 2009).===>U ovom trenutku postoje velike razlike u zakonodavstvu između saveznih država, a poverenje između uprave u ovoj grani i sindikata u ovoj oblasti je na niskom nivou (Petrović-Laza-rević, 2009).)
MATCH@E:(At present a significant difference in legislature between the states exists; there is no national cohesiveness concerning occupational, health and safety; and the trust between industry management and the builders unions is low (Petrovic-Lazarevic, 2009).===>U ovom trenutku postoje velike razlike u zakonodavstvu između saveznih država, a poverenje između uprave u ovoj grani i sindikata u ovoj oblasti je na niskom nivou (Petrović-Lazarević, 2009).)
MATCH@M:(Further, it has been researched and found that the tripartite communication (government, industry, union) needs to be implemented in the Australian building and construction industry (Petrovic-Lazarevic, 2009).===>Pored toga, istraživanja su pokazala da je u građevinsku industriju u Australiji potrebno uvesti tripartitnu komunikaciju (vlada, industrija, sindikati).)
MATCH@E:(Further, it has been researched and found that the tripartite communication (government, industry, union) needs to be implemented in the Australian building and construction industry (Petrovic-Lazarevic, 2009).===>Pored toga, istraživanja su pokazala da je u građevinsku industriju u Australiji potrebno uvesti tripartitnu komunikaciju (vlada, industrija, sindikati).)
MATCH@M:(The federal government should take actions by setting unified national occupational, health and safety policy guidelines for the states.===>Savezna vlada bi trebalo da da direktive kojima će regulisati nacionalnu politiku za profesiju, zdravstvenu zaštitu i bez-bednost za sve države.)
MATCH@E:(The federal government should take actions by setting unified national occupational, health and safety policy guidelines for the states.===>Savezna vlada bi trebalo da da direktive kojima će regulisati nacionalnu politiku za profesiju, zdravstvenu zaštitu i bezbednost za sve države.)
MATCH@M:(The industry should pursue occupational, health and safety measures with clear responsibility and accountability for both managers and workers, and implementation of on-going occupational, health and safety training and education.===>Privredna delatnost mora da poštuje mere za profesionalnu i zdravstvenu zaštitu i bez-bednost na radu, a jasno se definiše da odgovornost za to snose i menadžeri i radnici, kao i za stalno obrazovanje i obuku u oblasti profesionalne i zdravstvene zaštite i bezbednosti na radu.)
MATCH@E:(The industry should pursue occupational, health and safety measures with clear responsibility and accountability for both managers and workers, and implementation of on-going occupational, health and safety training and education.===>Privredna delatnost mora da poštuje mere za profesionalnu i zdravstvenu zaštitu i bezbednost na radu, a jasno se definiše da odgovornost za to snose i menadžeri i radnici, kao i za stalno obrazovanje i obuku u oblasti profesionalne i zdravstvene zaštite i bezbednosti na radu.)
MATCH@M:(The role of the union would be to lead dialogue with government and industry in the development of detailed occupational, health and safety strategies.===>Uloga sindikata bila bi da vodi dijalog sa vladom i sa ovom privrednom granom i razvije detaljne strategije profesije, zdravstvene zaštite i bezbednosti na radu.)
MATCH@E:(The role of the union would be to lead dialogue with government and industry in the development of detailed occupational, health and safety strategies.===>Uloga sindikata bila bi da vodi dijalog sa vladom i sa ovom privrednom granom i razvije detaljne strategije profesije, zdravstvene zaštite i bezbednosti na radu.)
MATCH@M:(In accordance with the Rio Conference 1992, the Sydney Olympic Games 2002 were proclaimed as green games.===>U skladu sa konferencijom u Riju 1992. godine Olimpijske igre u Sidneju 2002. godine proglašene su zelenim igrama.)
MATCH@E:(In accordance with the Rio Conference 1992, the Sydney Olympic Games 2002 were proclaimed as green games.===>U skladu sa konferencijom u Riju 1992. godine Olimpijske igre u Sidneju 2002. godine proglašene su zelenim igrama.)
MATCH@M:(That is, building companies that were involved with building Olympic Games objects had to satisfy criteria relevant to Environmental Management.===>To znači da su građevinske kompanije koje su gradile sportske objekte za Olimpijske igre morale da zadovolje kriterijume upravljanja životnom sredinom.)
MATCH@E:(That is, building companies that were involved with building Olympic Games objects had to satisfy criteria relevant to Environmental Management.===>To znači da su građevinske kompanije koje su gradile sportske objekte za Olimpijske igre morale da zadovolje kriterijume upravljanja životnom sredinom.)
MATCH@M:(The Green Building Council Australia was established in 2002, for encouraging the adoption of green building practices... by promoting green building programs, technologies, design practices and operations as well as the integration of green building initiatives into mainstream design, construction and operation of building (Green Building Council Australia,2002: 1).===>Savet za ekološku gradnju Australije uspostavljen je 2002. godine u cilju podsticanja usvajanja prakse zelene (ekološke) gradnje ... promocijom programa, tehnologije, projektovanja i operacija zelene gradnje kao i ujedinjenjem inicijativa zelene gradnje u jedan zajednički sistem projektovanja, gradnje i rada u građevinarstvu (Savet za ekološku gradnju Australije, 2002:1).)
MATCH@E:(The Green Building Council Australia was established in 2002, for encouraging the adoption of green building practices... by promoting green building programs, technologies, design practices and operations as well as the integration of green building initiatives into mainstream design, construction and operation of building (Green Building Council Australia,2002: 1).===>Savet za ekološku gradnju Australije uspostavljen je 2002. godine u cilju podsticanja usvajanja prakse zelene (ekološke) gradnje ... promocijom programa, tehnologije, projektovanja i operacija zelene gradnje kao i ujedinjenjem inicijativa zelene gradnje u jedan zajednički sistem projektovanja, gradnje i rada u građevinarstvu (Savet za ekološku gradnju Australije, 2002:1).)
MATCH@M:(Additional effort that the Australian Government has done in order to raise national awareness of sustainability was the proclamation of 2004 as the Year of the Built Environment across Australia (Built Environment - Curriculum Context, 2004).===>Da bi podigla nacionalnu svest o održivosti, australijska vlada je učinila još nešto: proglasila je 2004. godinu Godinom izgrađene životne sredine širom Australije (Izgrađena sredina - kontekst plana i sadržaja, 2004).)
MATCH@E:(Additional effort that the Australian Government has done in order to raise national awareness of sustainability was the proclamation of 2004 as the Year of the Built Environment (Built Environment - Curriculum Context, 2004).===>Da bi podigla nacionalnu svest o održivosti, australijska vlada je učinila još nešto: proglasila je 2004. godinu Godinom izgrađene životne sredine širom Australije (Izgrađena sredina kontekst plana i sadržaja, 2004).)
MATCH@M:(Finally, to maintain and improve the quality of life by protection of natural resources, fostering resource-efficiency (General Environment, 2008), and to avoid preventable illnesses which are directly caused by environmental factors (World Health Organization, 2009) such as exposures to physical, chemical and biological risk factors - The National Association of Testing Authorities (NATA, 2005) has been established.===>Konačno, u cilju održavanja i poboljšanja kvaliteta života putem zaštite prirodnih resursa, podsticanja efikasnosti u korišćenju resursa (Opšte okruženje, 2008) i u cilju sprečavanja bolesti izazvanih faktorom životne sredine, koje se inače mogu sprečiti (Svetska zdravstvena organizacija, 2009), kao što je izloženost fizičkim, hemij-skim i biološkim faktorima rizika - uspostavljena je Nacionalna asocijacija za proveru (NATA, 2005).)
MATCH@E:(It was along with the request of Rio Conference 1992 to establish a national strategy for sustainable development. across Australia Finally, to maintain and improve the quality of life by protection of natural resources, fostering resource-efficiency (General Environment, 2008), and to avoid preventable illnesses which are directly caused by environmental factors (World Health Organization, 2009) such as exposures to physical, chemical and biological risk factors The National Association of Testing Authorities (NATA, 2005) has been established.===>To je bilo u skladu sa zahtevima konferencije u Riju za uspostavljanjem nacionalne strategije održivog rasta. ~~~ Konačno, u cilju održavanja i poboljšanja kvaliteta života putem zaštite prirodnih resursa, podsticanja efikasnosti u korišćenju resursa (Opšte okruženje, 2008) i u cilju sprečavanja bolesti izazvanih faktorom životne sredine, koje se inače mogu sprečiti (Svetska zdravstvena organizacija, 2009), kao što je izloženost fizičkim, hemij skim i biološkim faktorima rizika uspostavljena je Nacionalna asocijacija za proveru (NATA, 2005).)
MATCH@M:(NATA is Australia’s national laboratory accreditation authority that recognizes and promotes facilities competent in specific types of testing, measurement, inspection and calibration (NATA, 2005: 1).===>NATA je australijska nacionalna služba za akreditaciju koja uvažava i unapređuje mogućnosti i načine koji se prime-njuju u specifičnim tipovima testiranja, merenja, prove-re i kalibriranja (NATA, 2005:1).)
MATCH@E:(NATA is Australias national laboratory accreditation authority that recognizes and promotes facilities competent in specific types of testing, measurement, inspection and calibration (NATA, 2005: 1).===>NATA je australijska nacionalna služba za akreditaciju koja uvažava i unapređuje mogućnosti i načine koji se primenjuju u specifičnim tipovima testiranja, merenja, provere i kalibriranja (NATA, 2005:1).)
MATCH@M:(It operates through the Environmental Management Standard, quality management, occupational, health and safety measures.===>Funkcioniše primenom Standarda upravljanja životnom sredinom (EMS), upravljanja kvalitetom, i mera za profesionalnu i zdravstvenu zaštitu i bezbednost na radnom mestu.)
MATCH@E:(It operates through the Environmental Management Standard, quality management, occupational, health and safety measures.===>Funkcioniše primenom Standarda upravljanja životnom sredinom (EMS), upravljanja kvalitetom, i mera za profesionalnu i zdravstvenu zaštitu i bezbednost na radnom mestu.)
MATCH@M:(It prevents use of material dangerous both for humans and environment.===>Ona sprečava korišćenje materijala koji su štetni i za ljude i za životnu sredinu.)
MATCH@E:(It prevents use of material dangerous both for humans and environment.===>Ona sprečava korišćenje materijala koji su štetni i za ljude i za životnu sredinu.)
MATCH@M:(For example, soil sulphate does not directly influence human but through environment it does.===>Na primer, so sumporne kiseline iz zemljišta nema neposredno dejstvo na ljude, ali njen uti-caj preko životne sredine i te kako postoji.)
MATCH@E:(For example, soil sulphate does not directly influence human but through environment it does.===>Na primer, so sumporne kiseline iz zemljišta nema neposredno dejstvo na ljude, ali njen uticaj preko životne sredine i te kako postoji.)
MATCH@M:(After the United Nations Conference held in Rio in 1999, the Australian government is paying a significant attention to provide framework for the Australian building and construction industry organisations to be socially responsible.===>Nakon Konferencije Ujedinjenih nacija održane u Rio de Zaneiru, 1999. australijska vlada je učinila značajne korake da stvori okvir u kojem bi australijske građevinske kompanije poslovale na društveno odgovoran način.)
MATCH@E:(Conclusions After the United Nations Conference held in Rio in 1999, the Australian government is paying a significant attention to provide framework for the Australian building and construction industry organisations to be socially responsible.===>Zaključak Nakon Konferencije Ujedinjenih nacija održane u Rio de @aneiru, 1999. australijska vlada je učinila značajne korake da stvori okvir u kojem bi australijske građevinske kompanije poslovale na društveno odgovoran način.)
MATCH@M:(Apart of introduction of Integrated Planning Act in 1999, declaration of Sydney Green Games in 2003, proclamation of year as 2004 as a Year of the Built Environment across Australia, the PQC Certificate of Registration for public work, and NATA - it seems the Government still has some additional work to do in terms of occupational, health and safety regulations.===>Pored Zakona o jedinstvenom planiranju donetog 1999. godine, deklaracije o Olimpijskim igrama u Sid-neju 2003. godine, proglašavanja 2004. godine godinom izgrađene životne sredine širom Australije, PQC Serti-fikata o registraciji za javne radove i NATA - izgleda da vlada ima još toga da poradi u smislu propisa o profesionalnoj i zdravstvenoj zaštiti i bezbednosti na radu.)
MATCH@E:(Apart of introduction of Integrated Planning Act in 1999, declaration of Sydney Green Games in 2003, proclamation of year as 2004 as a Year of the Built Environment across Australia, the PQC Certificate of Registration for public work, and NATA - it seems the Government still has some additional work to do in terms of occupational, health and safety regulations.===>Pored Zakona o jedinstvenom planiranju donetog 1999. godine, deklaracije o Olimpijskim igrama u Sidneju 2003. godine, proglašavanja 2004. godine godinom izgrađene životne sredine širom Australije, PQC Sertifikata o registraciji za javne radove i NATA izgleda da vlada ima još toga da poradi u smislu propisa o profesionalnoj i zdravstvenoj zaštiti i bezbednosti na radu.)
MATCH@M:(All of that points to the Australian Government determination to support corporate social responsibility of organisations in the building and construction industry.===>Sve ovo ukazuje na čvrstu volju australijske vlade da podrži korporativnu društvenu odgovornost organizacija u građevinarstvu.)
MATCH@E:(All of that points to the Australian Government determination to support corporate social responsibility of organisations in the building and construction industry.===>Sve ovo ukazuje na čvrstu volju australijske vlade da podrži korporativnu društvenu odgovornost organizacija u građevinarstvu.)
MATCH@M:(It remains to the organisations to further invest in their relationship with the environment through corporate social responsibility as being indicated by Kitchin (2003).===>Na ovim organizacijama je da dalje investiraju u odnose sa okruženjem putem korporativne društvene odgovornosti kako je to pokazao Kitchin (2003).)
MATCH@E:(It remains to the organisations to further invest in their relationship with the environment through corporate social responsibility as being indicated by Kitchin (2003).===>Na ovim organizacijama je da dalje investiraju u odnose sa okruženjem putem korporativne društvene odgovornosti kako je to pokazao Kitchin (2003).)
MATCH@M:(By undertaking socially responsible actions corporations have higher chances to gain competitive advantage; thus supporting Rex and Baumann’s (2007) statement.===>Prduzima-njem aktivnosti sa društvenom odgovornošću korporacije će imati veće šanse da postignu konkurentnu prednost, čime se dokazuje i tvrdnja koju iznose Rex i Baumann (2007).)
MATCH@E:(By undertaking socially responsible actions corporations have higher chances to gain competitive advantage; thus supporting Rex and Baumanns (2007) statement.===>Prduzimanjem aktivnosti sa društvenom odgovornošću korporacije će imati veće šanse da postignu konkurentnu prednost, čime se dokazuje i tvrdnja koju iznose Rex i Baumann (2007).)
MATCH@M:(With the Australian building and construction industry corporations maintaining and further developing their business, it seems there is more chance to minimise negative effects of the global economic crisis.===>Ako australijska građevinska industrija održava i dalje razvija poslovanje, veće su i mogućnosti da se negativni efekti globalne ekonomske krize svedu na najmanju meru.)
MATCH@E:(With the Australian building and construction industry corporations maintaining and further developing their business, it seems there is more chance to minimise negative effects of the global economic crisis.===>Ako australijska građevinska industrija održava i dalje razvija poslovanje, veće su i mogućnosti da se negativni efekti globalne ekonomske krize svedu na najmanju meru.)
MATCH@M:(Further research should concentrate to measure the influence of corporate social responsibility on business performance of building and construction industry corporations.===>Dalja istraživanja trebalo bi da se usredsrede na mere-nje uticaja korporativne društvene odgovornosti na poslovne rezultate korporacija u oblasti građevinarstva.)
MATCH@E:(Further research should concentrate to measure the influence of corporate social responsibility on business performance of building and construction industry corporations.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Further research should concentrate to measure the influence of corporate social responsibility on business performance of building and construction industry corporations.
BAD_LINE_M:Dalja istraživanja trebalo bi da se usredsrede na mere-nje uticaja korporativne društvene odgovornosti na poslovne rezultate korporacija u oblasti građevinarstva.
BAD_LINE_E:Further research should concentrate to measure the influence of corporate social responsibility on business performance of building and construction industry corporations.
BAD_LINE_E:
MATCH@M:(The aim of the paper is to analyze the regional integration processes in Western Balkan Countries (CEFTA) and their economical and political objectives and results.===>Predmet ovog rada su regionalni integracioni procesi u zemljama Zapadnog Balakana (CEFTA) i njihovi ekonomski i politčki ciljevi i rezultati.)
MATCH@E:(Belgrade, Serbia The aim of the paper is to analyze the regional integration processes in Western Balkan Countries (CEFTA) and their economical and political objectives and results.===>Beograd, Srbija Predmet ovog rada su regionalni integracioni procesi u zemljama Zapadnog Balakana (CEFTA) i njihovi ekonomski i politčki ciljevi i rezultati.)
MATCH@M:(The European Union association processes for the countries of Western Balkan means the performance of numerous economical and political reforms in these countries, as well as the acceptance of the principles embraced in the European Union countries.===>Proces pridruživanja Evropskoj uniji zemalja Zapadnog Balkana po-drazumeva brojne ekonomske i političke reforme u ovim zemljama i usvajanje principa koji važe u zemljama Evropske unije.)
MATCH@E:(The European Union association processes for the countries of Western Balkan means the performance of numerous economical and political reforms in these countries, as well as the acceptance of the principles embraced in the European Union countries.===>Proces pridruživanja Evropskoj uniji zemalja Zapadnog Balkana podrazumeva brojne ekonomske i političke reforme u ovim zemljama i usvajanje principa koji važe u zemljama Evropske unije.)
MATCH@M:(Western Balkan countries have a lot of predefined goals in front of them to be achieved, with more or less success and with great support from different European Union agencies and institutions.===>Zemalje Zapadnog Balkana pred sobom imaju zacrtane smernice i ciljeve koje, sa manje ili vise uspeha, podržavane od strane raznih tela i organa Evropske unije, svaka od njih sprovodi u delo.)
MATCH@E:(Western Balkan countries have a lot of predefined goals in front of them to be achieved, with more or less success and with great support from different European Union agencies and institutions.===>Zemalje Zapadnog Balkana pred sobom imaju zacrtane smernice i ciljeve koje, sa manje ili više uspeha, podržavane od strane raznih tela i organa Evropske unije, svaka od njih sprovodi u delo.)
MATCH@M:(On the basis of the estimate of the extent to which the predefined standards are adopted, the countries are progressing on their path towards „Europe“.===>Na osnovu procene dostignutog stepena usvajanja zacrtanih standarda, države se pomeraju na svom putu ka „Evropi“.)
MATCH@E:(On the basis of the estimate of the extent to which the predefined standards are adopted, the countries are progressing on their path towards Europe.===>Na osnovu procene dostignutog stepena usvajanja zacrtanih standarda, države se pomeraju na svom putu ka Evropi.)
MATCH@M:(The data on economic flows in Western Balkan countries will be observed and analyzed in this paper.===>U ovom radu će biti posmatrani i analizirani podaci o ekonomskim tokovima u zemljama Zapadnog Balakana.)
MATCH@E:(The data on economic flows in Western Balkan countries will be observed and analyzed in this paper.===>U ovom radu će biti posmatrani i analizirani podaci o ekonomskim tokovima u zemljama Zapadnog Balakana.)
MATCH@M:(The data on achieved macroeconomic goals in observed countries, for the five year time period (from the year 2001 to 2005) will be used as the basis for their ranking.===>Podaci o postignutim makroekonomskim ciljevima u posmatranim zemljama, za petogodišnji vremenski period (od 2001. do 2005. godine), poslu'iće kao osnova za njihovo rangiranje.)
MATCH@E:(The data on achieved macroeconomic goals in observed countries, for the five year time period (from the year 2001 to 2005) will be used as the basis for their ranking.===>Podaci o postignutim makroekonomskim ciljevima u posmatranim zemljama, za petogodišnji vremenski period (od 2001. do 2005. godine), poslužiće kao osnova za njihovo rangiranje.)
MATCH@M:(Multivariate statistical analysis method used in the ranking will be the I-dis-tance.===>Metoda multivarijacione ststističke analize koja će se za to kristiti je I-odstojanje.)
MATCH@E:(Multivariate statistical analysis method used in the ranking will be the I-distance.===>Metoda multivarijacione ststističke analize koja će se za to kristiti je I-odstojanje.)
MATCH@M:(As the analysis will be based on a great number of variables, the step preceding I-distance determination will be the principal component analysis.===>Zbog velikog broja pokazatelja koji će biti uključeni u analizu, izračunavanju vrednosti I-odstojanja prethodiće analiza glavnih komponenata.)
MATCH@E:(As the analysis will be based on a great number of variables, the step preceding I-distance determination will be the principal component analysis.===>Zbog velikog broja pokazatelja koji će biti uključeni u analizu, izračunavanju vrednosti I-odstojanja prethodiće analiza glavnih komponenata.)
MATCH@M:(The obtained I-distance value can be considered as the measure of the achieved degree in the transition process.===>Dobijena vrednost I-odstojanja može se posmatrati kao mera dostignutog stepena tranzicionog procesa.)
MATCH@E:(The obtained I-distance value can be considered as the measure of the achieved degree in the transition process.===>Dobijena vrednost I-odstojanja može se posmatrati kao mera dostignutog stepena tranzicionog procesa.)
MATCH@M:(The data obtained in this analysis will be compared to those obtained in a similar analysis conducted for these same countrie, however, for the period from 2000 to 2003.===>Podaci dobijeni u ovoj analizi biće upoređeni sa rezultatima slične analize koja je rađena za iste zemlje, ali za period od 2000. do 2003. godine.)
MATCH@E:(The data obtained in this analysis will be compared to those obtained in a similar analysis conducted for these same countrie, however, for the period from 2000 to 2003.===>Podaci dobijeni u ovoj analizi biće upoređeni sa rezultatima slične analize koja je rađena za iste zemlje, ali za period od 2000. do 2003. godine.)
MATCH@M:(The changes in the ranks for the countries in the two analyses can be observed as the indicator of dynamics changes in economies of the Western Balkan countries.===>Promena u rangovima pojedinih zemalja u ove dve analize može se posmatrati kao pokazatelj dinamike promena koje se dešavaju u ekonomijama zemalja Zapadnog Balakana. 1. Uvod)
MATCH@E:(The changes in the ranks for the countries in the two analyses can be observed as the indicator of dynamics changes in economies of the Western Balkan countries. ~~~ 1.===>Promena u rangovima pojedinih zemalja u ove dve analize može se posmatrati kao pokazatelj dinamike promena koje se dešavaju u ekonomijama zemalja Zapadnog Balakana.)
MATCH@M:(1.	Introduction The integration into the European Union is the major objective for the Western Balkan countries, and in order that this be achieved, it is necessary that these countries conduct economic and political reforms and adopt the basic economic principles embraced by the European Union.===>Pristupanje Evropskoj uniji predstavlja najvažniji cilj za zemlje Zapadnog Balkana, a da bi ga ostvarile neophodno je da sprovodu ekonomske i političke reforme i usvoje bazične ekonomske principe Evropske unije.)
MATCH@E:(Introduction The integration into the European Union is the major objective for the Western Balkan countries, and in order that this be achieved, it is necessary that these countries conduct economic and political reforms and adopt the basic economic principles embraced by the European Union.===>Uvod Pristupanje Evropskoj uniji predstavlja najvažniji cilj za zemlje Zapadnog Balkana, a da bi ga ostvarile neophodno je da sprovodu ekonomske i političke reforme i usvoje bazične ekonomske principe Evropske unije.)
MATCH@M:(The preparations for the accession of these countries into the European structure is becoming the major priority of the European Union.===>Priprema za integraciju ovih zemalja u evropsku strukturu postaje glavni priroritet Evropske unije.)
MATCH@E:(The preparations for the accession of these countries into the European structure is becoming the major priority of the European Union.===>Priprema za integraciju ovih zemalja u evropsku strukturu postaje glavni priroritet Evropske unije.)
MATCH@M:(The path the Western Balkan countries follow in creating and joining other democratic market economies leads via the closer regional integration and the membership in the CEFTA Agreement - the integrated multilateral agreement on free trade in Southeastern Europe, the so-called CEFTA 2006.===>Put zemalja Zapadnog Balkana ka stvaranju i pridruživanju drugim modernim demokratskim tržišnim privredama vodi preko jačanja regionalne integracije i članstva CEFTA Sporazuma - jedinstvenog multilateralnog sporazuma o slobodnoj trgovini u Jugoistočnoj Evropi, tzv. Sporazum CEFTA 2006.)
MATCH@E:(The path the Western Balkan countries follow in creating and joining other democratic market economies leads via the closer regional integration and the membership in the CEFTA Agreement the integrated multilateral agreement on free trade in Southeastern Europe, the so-called CEFTA 2006.===>Put zemalja Zapadnog Balkana ka stvaranju i pridruživanju drugim modernim demokratskim tržišnim privredama vodi preko jačanja regionalne integracije i članstva CEFTA Sporazuma jedinstvenog multilateralnog sporazuma o slobodnoj trgovini u Jugoistočnoj Evropi, tzv. Sporazum CEFTA 2006.)
MATCH@M:(Originally, the CEFTA (the Central European Free Trade agreement) defined the agreement among the Central European countries, however today, it is the agreement that defines the integrated zone of free trade in South-East Europe.===>Iako naziv CEFTA (The Central European Free Trade Agreement) opisuje sporazum država Srednje Evrope, danas je to sporazum koji definiše jedinstvenu zonu slobodne trgovine Jugoistočne Evrope.)
MATCH@E:(Originally, the CEFTA (the Central European Free Trade agreement) defined the agreement among the Central European countries, however today, it is the agreement that defines the integrated zone of free trade in South-East Europe.===>Iako naziv CEFTA (The Central European Free Trade Agreement) opisuje sporazum država Srednje Evrope, danas je to sporazum koji definiše jedinstvenu zonu slobodne trgovine Jugoistočne Evrope.)
MATCH@M:(Today, the CEFTA is the trade agreement concluded among Albania, Bosnia and Herzegovina, Macedonia, Moldova, Serbia, UNMIK on behalf of Kosovo and Metohija, Croatia and Montenegro.===>CEFTA danas predstavlja trgovinski sporazum između Albanije, Bosne i Hercegovine, Makedonije, Moldavije, Srbije, UNMIK-a u ime Kosova i Metohije, Hrvatske i Crne Gore.)
MATCH@E:(Today, the CEFTA is the trade agreement concluded among Albania, Bosnia and Herzegovina, Macedonia, Moldova, Serbia, UNMIK on behalf of Kosovo and Metohija, Croatia and Montenegro. ~~~ 2.===>CEFTA danas predstavlja trgovinski sporazum između Albanije, Bosne i Hercegovine, Makedonije, Moldavije, Srbije, UNMIK-a u ime Kosova i Metohije, Hrvatske i Crne Gore.)
MATCH@M:(The CEFTA was concluded by Poland, Hungary and Czechoslovakia, and at one time the CEFTA members were also Slovenia, Romania and Bulgaria.===>CEFTA-u su osnovale Poljska, Mađarska i Cehoslo-vačka, a članice CEFTA-e su bile i Slovenija, Rumu-nija i Bugarska.)
MATCH@E:(The integrated free trade zone agreement The CEFTA was concluded by Poland, Hungary and Czechoslovakia, and at one time the CEFTA members were also Slovenia, Romania and Bulgaria.===>Sporazum o jedinstvenoj zoni slobodne trgovine CEFTA-u su osnovale Poljska, Mađarska i Čehoslovačka, a članice CEFTA-e su bile i Slovenija, Rumunija i Bugarska.)
MATCH@M:(The expansion of the European Union in 2004 and 2007 resulted in Poland, Hungary, the Check Republic, Slovakia, Slovenia, Romania and Bulgaria abandoning this form of trade integration.===>Proširenjem Evropske unije 2004. i 2007. godine, Poljska, Mađarska, Ceška, Slovačka, Slovenija, Rumunija i Bugarska su napustile ovaj oblik trgovinske integracije.)
MATCH@E:(The expansion of the European Union in 2004 and 2007 resulted in Poland, Hungary, the Check Republic, Slovakia, Slovenia, Romania and Bulgaria abandoning this form of trade integration.===>Proširenjem Evropske unije 2004. i 2007. godine, Poljska, Mađarska, Češka, Slovačka, Slovenija, Rumunija i Bugarska su napustile ovaj ob lik trgovinske integracije.)
MATCH@M:(The creation of the regional zone of free trade should aid the Western Balkan countries accomplish their political and economic objectives in a much easier way.===>Formiranjem regionalne zone slobodne trgovine, zemlje Zapadnog Balkana bi trebalo da lakše ostvare svoje političke i ekonomske ciljeve.)
MATCH@E:(The creation of the regional zone of free trade should aid the Western Balkan countries accomplish their political and economic objectives in a much easier way.===>Formiranjem regionalne zone slobodne trgovine, zemlje Zapadnog Balkana bi trebalo da lakše ostvare svoje političke i ekonomske ciljeve.)
MATCH@M:(The political objectives are reflected, primarily, in the possibility to fasten the process of integration into the European Union as well as integration into the international trade system.===>Politički ciljevi se ogledaju, pre svega, u mogućnosti ubrzanja procesa pristupanja Evropskoj uniji i integraciji u međunarodni trgovinski sistem.)
MATCH@E:(The political objectives are reflected, primarily, in the possibility to fasten the process of integration into the European Union as well as integration into the international trade system.===>Politički ciljevi se ogledaju, pre svega, u mogućnosti ubrzanja procesa pristupanja Evropskoj uniji i integraciji u međunarodni trgovinski sistem.)
MATCH@M:(The economic goals are likewise numerous, the outstanding among them being: improving the regional cooperation, further liberalization and facilitation of trade in the region, raising the level of harmonization and improving transparency in business operations, reducing regional differences in the economic development of some economies in the region, attracting foreign direct investments into the Western European countries, etc.===>I ekonomski ciljevi su mnogobrojni, a među njima najvažniji: jačanje regionalne saradnje, dalja liberalizacija i olakšavanje trgovine u regionu, povećanje stepena harmonizacije i unapređenje transparentnosti u poslovanju, smanjivanje regionalnih razlika u privrednom razvoju pojedinih ekonomija u regionu, privlačenje stranih direktnih investicija u zemlje Jugoistočne Evrope itd.)
MATCH@E:(The economic goals are likewise numerous, the outstanding among them being: improving the regional cooperation, further liberalization and facilitation of trade in the region, raising the level of harmonization and improving transparency in business operations, reducing regional differences in the economic development of some economies in the region, attracting foreign direct investments into the Western European countries, etc.===>I ekonomski ciljevi su mnogobrojni, a među njima najvažniji: jačanje regionalne saradnje, dalja liberalizacija i olakšavanje trgovine u regionu, povećanje stepena harmonizacije i unapređenje transparentnosti u poslovanju, smanjivanje regionalnih razlika u privrednom razvoju pojedinih ekonomija u regionu, privlačenje stranih direktnih investicija u zemlje Jugoistočne Evrope itd.)
MATCH@M:(Regardless of the resistance to a closer regional cooperation evident among the Western Balkan countries, the majority agree that the implementation of a multilateral agreement on free trade in South-Eastern Europe will foster the economic growth of the region and accellerate the process of integration of these countries into the european Union.===>Iako je bilo otpora tešnjoj regionalnoj saradnji u zemljama Zapadnog Balkana, većina se slaže da će primena jedinstvenog multilateralnog sporazuma o slobodnoj trgovini u Jugoistočnoj Evropi podstaći ekonomski razvoj regiona i ubrzati proces pristupanja tih zemalja u Evropsku uniju.)
MATCH@E:(Regardless of the resistance to a closer regional cooperation evident among the Western Balkan countries, the majority agree that the implementation of a multilateral agreement on free trade in South-Eastern Europe will foster the economic growth of the region and accellerate the process of integration of these countries into the european Union.===>Iako je bilo otpora tešnjoj regionalnoj saradnji u zemljama Zapadnog Balkana, većina se slaže da će primena jedinstvenog multilateralnog sporazuma o slobodnoj trgovini u Jugoistočnoj Evropi podstaći ekonomski razvoj regiona i ubrzati proces pristupanja tih zemalja u Evropsku uniju.)
MATCH@M:(The CEFTA 2006 Agreement offers vast opportunities and advantages to the countries in the region.===>CEFTA Sporazum 2006. pruža ogromne mogućnosti i prednosti zemljama regiona.)
MATCH@E:(The CEFTA 2006 Agreement offers vast opportunities and advantages to the countries in the region.===>CEFTA Sporazum 2006. pruža ogromne mogućnosti i prednosti zemljama regiona.)
MATCH@M:(It is for quite a long time, the past fifteen years, that the SEC have been subjected to transitional changes in the European integration process.===>Zemlje JIE se već dosta dugo, poslednjih petnaest godina, nalaze u procesu tranzicionih promena i procesu evropske integracije.)
MATCH@E:(Economic features of the south-eastern Europe region It is for quite a long time, the past fifteen years, that the SEC have been subjected to transitional changes in the European integration process.===>Ekonomske karakteristike regiona JIE Zemlje JIE se već dosta dugo, poslednjih petnaest godina, nalaze u procesu tranzicionih promena i procesu evropske integracije. ~~~ Jedan od najvažnijih njihovih prioriteta je ulazak u Evropsku uniju.)
BAD_LINE_=============================================================
BAD_LINE_M:It is for quite a long time, the past fifteen years, that the SEC have been subjected to transitional changes in the European integration process.
BAD_LINE_M:Zemlje JIE se već dosta dugo, poslednjih petnaest godina, nalaze u procesu tranzicionih promena i procesu evropske integracije.
BAD_LINE_E:Economic features of the south-eastern Europe region It is for quite a long time, the past fifteen years, that the SEC have been subjected to transitional changes in the European integration process.
BAD_LINE_E:Ekonomske karakteristike regiona JIE Zemlje JIE se već dosta dugo, poslednjih petnaest godina, nalaze u procesu tranzicionih promena i procesu evropske integracije. ~~~ Jedan od najvažnijih njihovih prioriteta je ulazak u Evropsku uniju.
MATCH@M:(In this sense, they have created a market structure in their economies, they conduct structural and institutional reforms and strive for a macroeconomic stability.===>U tom smislu, one u svojim ekonomijama stvaraju tržišnu strukturu, sprovode strukturne i institucionalne reforme i teže makroekonomskoj stabilnosti.)
MATCH@E:(In this sense, they have created a market structure in their economies, they conduct structural and institutional reforms and strive for a macroeconomic stability.===>U tom smislu, one u svojim ekonomijama stvaraju tržišnu strukturu, sprovode strukturne i institucionalne reforme i teže makroekonomskoj stabilnosti.)
MATCH@M:(Four macroeconomic indicators are most frequently stressed in both the positive and the normative economies as most important in the assessment of the national economy progress:===>I u pozitivnoj i u normativnoj ekonomiji najčešće se ističu četiri makroe-konomska pokazatelja kao najznačajnija u oceni uspešnosti nacionalne ekonomije:)
MATCH@E:(Four macroeconomic indicators are most frequently stressed in both the positive and the normative economies as most important in the assessment of the national economy progress: 1.===>I u pozitivnoj i u normativnoj ekonomiji najčešće se ističu četiri makroekonomska pokazatelja kao najznačajnija u oceni uspešnosti nacionalne ekonomije: ~~~ 1.)
MATCH@M:(1.	A steady growth of the national scope of production;===>1.	Stabilan rast nacionalnog obima proizvodnje,)
MATCH@E:(A steady growth of the national scope of produc tion; 2.===>Stabilan rast nacionalnog obima proizvodnje, 2.)
MATCH@M:(2.	A low inflation rate;===>2.	Niska stopa inflacije,)
MATCH@E:(A low inflation rate; 3.===>Niska stopa inflacije, 3.)
MATCH@M:(3.	A high employment rate; and===>3.	Visok nivo zaposlenosti i)
MATCH@E:(A high employment rate; and 4.===>Visok nivo zaposlenosti i 4.)
MATCH@M:(In order that the above quoted objectives be achieved a number of macroeconomic instruments is implemented.===>Za postizanje navedenih ciljeva, koristi se više makro-ekonomskih instrumenata.)
MATCH@E:(A balanced balance of payment. ~~~ In order that the above quoted objectives be achieved a number of macroeconomic instruments is implemented.===>Uravnotežen platni bilans Za postizanje navedenih ciljeva, koristi se više makroekonomskih instrumenata.)
MATCH@M:(They offer the economic policy creators the opportunity to guide the economic trends in a desired direction.===>Oni kreatorima ekonomske politike pružaju mogućnost usmeravanja ekonomskih tokova u željenom pravcu.)
MATCH@E:(They offer the economic policy creators the opportunity to guide the economic trends in a desired direction.===>Oni kreatorima ekonomske politike pružaju mogućnost usmeravanja ekonomskih tokova u željenom pravcu.)
MATCH@M:(The basic macroeconomic instruments are: an active budget and tax policy, the crediting-monetary policy, the policy of income and prices and the international economic policy.===>Osnovni makroeko-nomski instrumenti su: aktivna budžetsko-poreska politika, kreditno-monetarna politika, politika dohodaka i cena i međunarodna ekonomska politika.)
MATCH@E:(The basic macroeconomic instruments are: an active budget and tax policy, the crediting-monetary policy, the policy of income and prices and the international economic policy.===>Osnovni makroekonomski instrumenti su: aktivna budžetsko-poreska politika, kreditno-monetarna politika, politika dohodaka i cena i međunarodna ekonomska politika.)
MATCH@M:(Table 1.===>Tabela 1.)
MATCH@E:(Table 1.===>Tabela 1.)
MATCH@M:(The SEC macroeconomic indicators are presented in Table 1.===>Makroekonomski pokazatelji zemalja JIE mogu se vi-deti u tabeli 1.)
MATCH@E:(The SEC macroeconomic indicators are presented in Table 1.===>Makroekonomski pokazatelji zemalja JIE mogu se videti u tabeli 1.)
MATCH@M:(Table 2.===>Tabela 2.)
MATCH@E:(Table 1.===>Zemlje učesnice GAB-a SAD Nemačka Bundesbanka Japan Francuska Velika Britan ija Nacionalna banka [vajcarske Iznos (u milijard.)
BAD_LINE_=============================================================
BAD_LINE_M:Table 2.
BAD_LINE_M:Tabela 2.
BAD_LINE_E:Table 1.
BAD_LINE_E:Zemlje učesnice GAB-a SAD Nemačka Bundesbanka Japan Francuska Velika Britan ija Nacionalna banka [vajcarske Iznos (u milijard.
MATCH@M:(In order that these be observed and presented and in order that the joint impact of the observed indicators upon the transition processes and economic growth be highlighted, a ranking of the countries was conducted using the square I-distance.===>Kako bi se one sagledale i prikazale i kako bi se istakao zajednički uticaj posmatranih pokazatelja na tranzicione procese i uspešnost privrede, izvršeno je rangiranje zemalja primenom kvadratnog I-odstojanja.)
MATCH@E:(In order that these be observed and presented and in order that the joint impact of the observed indicators upon the transition processes and economic growth be highlighted, a ranking of the countries was conducted using the square I-distance Š1Ë.===>Kako bi se one sagledale i prikazale i kako bi se istakao zajednički uticaj posmatranih pokazatelja na tranzicione procese i uspešnost privrede, izvršeno je rangiranje zemalja primenom kvadratnog I-odstojanja Š1Ë.)
MATCH@M:(This statistical method is based on the need to establish a relation between/among the entities compared and for which the values of a number of indicators are given, all in the easiest possible way.===>Ova statistička metoda zasniva se na potrebi da se na što jednostavniji način, primenom jednog sintetičkog pokezatelja, ustanovi odnos između entiteta koji se porede i za koje su date vrednosti više pokazatelja.)
MATCH@E:(This statistical method is based on the need to establish a relation between/among the entities compared and for which the values of a number of indicators are given, all in the easiest possible way.===>Ova statistička metoda zasniva se na potrebi da se na što jednostavniji način, primenom jednog sintetičkog pokezatelja, ustanovi odnos između entiteta koji se porede i za koje su date vrednosti više pokazatelja.)
MATCH@M:(In order to avoid a redundancy in the data and eliminate a mutual correlation of the characteristics observed, the first step in the analysis was the data reduction.===>Da bi se izbegla redundansa u podacima i eliminisala uzajamna korelacija posmatranih obeležja, prvi korak u analizi bila je redukcija podataka.)
MATCH@E:(In order to avoid a redundancy in the data and eliminate a mutual correlation of the characteristics observed, the first step in the analysis was the data reduction.===>Da bi se izbegla redundansa u podacima i eliminisala uzajamna korelacija posmatranih obeležja, prvi korak u analizi bila je redukcija podataka.)
MATCH@M:(The technique implemented to examine the correlation between the variables and to eliminate the redundancy, besides the factor analysis, is the principal components analysis (PCA) [2].===>Tehnika koja ispituje korelaciju izmedju promenljivih i uklanja redundansu, uz faktorsku analizu, je analiza glavnih komponenata (AGK)[2].)
MATCH@E:(The technique implemented to examine the correlation between the variables and to eliminate the redundancy, besides the factor analysis, is the principal components analysis (PCA) Š2Ë.===>Tehnika koja ispituje korelaciju izmedju promenljivih i uklanja redundansu, uz faktorsku analizu, je analiza glavnih komponenata (AGK)Š2Ë.)
MATCH@M:(The original data matrix is reduced in that the number of variables describing the unit for observation is reduced.===>Prvobitna matrica podataka se redukuje tako što se smanjuje broj pro-menjljivih kojima se opisuju jedinice posmatranja.)
MATCH@E:(The original data matrix is reduced in that the number of variables describing the unit for observation is reduced.===>Prvobitna matrica podataka se redukuje tako što se smanjuje broj promenjljivih kojima se opisuju jedinice posmatranja.)
MATCH@M:(The new variables are the principal components (PC), each PC representing the entire group of (highly intercorrelated) variables.===>Nove promenjljive su glavne komponente (GK) i svaka GK predstavlja celu grupu (medjusobno visoko ko-relisanih) promenjljivih.)
MATCH@E:(The new variables are the principal components (PC), each PC representing the entire group of (highly intercorrelated) variables.===>Nove promenjljive su glavne komponente (GK) i svaka GK predstavlja celu grupu (medjusobno visoko korelisanih) promenjljivih.)
MATCH@M:(Each unit of observation is then assigned its value for each principal component (factor scores).===>Svaka jedinica posmatranja tada dobij a svoju vrednost za svaku glavnu komponentu (faktorski skorovi).)
MATCH@E:(Each unit of observation is then assigned its value for each principal component (factor scores).===>Svaka jedinica posmatranja tada dobija svoju vrednost za svaku glavnu komponentu (faktorski skorovi).)
MATCH@M:(The new matrix still contains nearly all non-redundant information included in the original matrix.===>Nova matrica i dalje sadrži skoro sve neredudantne informacije sadržane u prvobitnoj matrici.)
MATCH@E:(The new matrix still contains nearly all non-redundant information included in the original matrix.===>Nova matrica i dalje sadrži skoro sve neredudantne informacije sadržane u prvobitnoj matrici.)
MATCH@M:(The principal components are distinguished as linear combinations of the original variables and are not mutually correlated.===>Glavne komponente se izdvajaju kao linearne kombinacije originalnih promenjljivih i međusobno su nekorelisane.)
MATCH@E:(The principal components are distinguished as linear combinations of the original variables and are not mutually correlated.===>Glavne komponente se izdvajaju kao linearne kombinacije originalnih promenjljivih i međusobno su nekorelisane.)
MATCH@M:(As many principal components can be distinguished as there are original variables, however, the analysis most frequently retains a smaller number in which a majority of original variance is contained.===>Može biti izdvojeno onoliko glavnih komponenata koliko ima originalnih pro-menjljivih, ali se u analizi najčešće zadržava manji broj kojim je obuhvaćen veći deo originalnog varija-biliteta.)
MATCH@E:(As many principal components can be distinguished as there are original variables, however, the analysis most frequently retains a smaller number in which a majority of original variance is contained.===>Može biti izdvojeno onoliko glavnih komponenata koliko ima originalnih promenjljivih, ali se u analizi najčešće zadržava manji broj kojim je obuhvaćen veći deo originalnog varijabiliteta.)
MATCH@M:(The principal components are arranged according to the falling percentage of variance they contain.===>Glavne komponente su uređene po opadaju-ćem procentu varijabiliteta koji obuhvataju.)
MATCH@E:(The principal components are arranged according to the falling percentage of variance they contain.===>Glavne komponente su uređene po opadajućem procentu varijabiliteta koji obuhvataju. 4.)
MATCH@M:(In the analysis presented in this paper, and on the basis of 18 indicators from Table 1 (the budget balance data for the years 2001 and 2005 were not complete, therefore these variables were not included in the analysis), 4 main components are distinguished and retained, thus including the total of 96 percent of the original variance.===>U okviru analize prikazane u ovom radu, na osnovu 18 pokazatelja iz tabele 1. (podaci za budžetski bilans 2001. i 2005. nisu bili kompletni, pa su ove promenjljive isključene iz analize), izdvojene su i u analizi zadržane 4 glavne komponente, čime je obuhvaćeno ukupno 96% originalnog varijabiliteta.)
MATCH@E:(5. ~~~ I-distance application in SEC countries ranking In the analysis presented in this paper, and on the basis of 18 indicators from Table 1 (the budget balance data for the years 2001 and 2005 were not complete, therefore these variables were not included in the analysis), 4 main components are distinguished and retained, thus including the total of 96 percent of the original variance.===>Rangiranje zemalja JIE primenom I-odstojanja U okviru analize prikazane u ovom radu, na osnovu 18 pokazatelja iz tabele 1. (podaci za budžetski bilans 2001. i 2005. nisu bili kompletni, pa su ove promenjljive isključene iz analize), izdvojene su i u analizi zadržane 4 glavne komponente, čime je obuhvaćeno ukupno 96% originalnog varijabiliteta.)
MATCH@M:(The impact of each of the variables included in the analysis upon an individual specified principal component may be observed in the matrix of rotated factor loading.===>Uticaj svake promenlji-ve uključene u analizu na pojedinu izdvojenu glavnu komponentu može se sagledati u matrici opterećenja rotiranih faktora.)
MATCH@E:(The impact of each of the variables included in the analysis upon an individual specified principal component may be observed in the matrix of rotated factor loading.===>Uticaj svake promenljive uključene u analizu na pojedinu izdvojenu glavnu komponentu može se sagledati u matrici opterećenja rotiranih faktora.)
MATCH@M:(The elemnts of this matrix are the coefficients of correlation between the original variables and the principal components retained in the analysis.===>Elementi ove matrice su koeficijenti korelacije između originalnih promenjljivih i glavnih komponenata zadržanih u analizi.)
MATCH@E:(The elemnts of this matrix are the coefficients of correlation between the original variables and the principal components retained in the analysis.===>Elementi ove matrice su koeficijenti korelacije između originalnih promenjljivih i glavnih komponenata zadržanih u analizi.)
MATCH@M:(The values of the matrix elements, higher in absolute values, signify a higher extent of the variable’s impact upon the principal component.===>Vrednosti elementa matrice, veći po apsolutnoj vrednosti, označavaju viši nivo uticaja promenljive na glavnu komponentu.)
MATCH@E:(The values of the matrix elements, higher in absolute values, signify a higher extent of the variables impact upon the principal component.===>Vrednosti elementa matrice, veći po apsolutnoj vrednosti, označavaju viši nivo uticaja promenljive na glavnu komponentu.)
MATCH@M:(On the basis of matrix of rotated factor loading for the data described and analysed in this paper, presented in Table 2, a conclusion can be drawn that in the first principal component, PC1, the unemployment rate indicator impact is predominant.===>Na osnovu matrice opterećenja rotiranih faktora za podatke opisane i analizirane u ovom radu, datoj u tabeli 2., može se zaključiti da u prvoj glavnoj komponenti GK 1. dominanira uticaj pokazatelji stope nezaposlenosti.)
MATCH@E:(On the basis of matrix of rotated factor loading for the data described and analysed in this paper, presented in Table 2, a conclusion can be drawn that in the first principal component, PC1, the unemployment rate indicator impact is predominant.===>Na osnovu matrice opterećenja rotiranih faktora za podatke opisane i analizirane u ovom radu, datoj u tabeli 2., može se zaključiti da u prvoj glavnoj komponenti GK 1. dominanira uticaj pokazatelji stope nezaposlenosti.)
MATCH@M:(The second main component PC2 is dominantly affected by the indicators on the gross national product data, while the PC3 is predominantly affected by the inflation indicators.===>Na drugu glavnu komponentu GK 2. dominantni uticaj imaju pokazatelji o kretanju bruto društvenog proizvoda, dok na GK 3. najviše utiču pokazatelji inflacije.)
MATCH@E:(The second main component PC2 is dominantly affected by the indicators on the gross national product data, while the PC3 is predominantly affected by the inflation indicators.===>Na drugu glavnu komponentu GK 2. dominantni uticaj imaju pokazatelji o kretanju bruto društvenog proizvoda, dok na GK 3. najviše utiču pokazatelji inflacije.)
MATCH@M:(The predominant impact upon the fourth principal component PC4 is the one of the budget balance indicators (BUDGBAL).===>Za četvrtu glavnu komponentu GK 4. je dominantan uticaj pokazatelja o budžetskom bilan-su (BUDBIL).)
MATCH@E:(The predominant impact upon the fourth principal component PC4 is the one of the budget balance indicators (BUDGBAL).===>Za četvrtu glavnu komponentu GK 4. je dominantan uticaj pokazatelja o budžetskom bilansu (BUDBIL).)
MATCH@M:(Tabela 5.===>Tabela 5.)
MATCH@E:(Table 5.===>Tabela 5.)
MATCH@M:(The scores obtained in this step of the analysis served as basis for determining the value of the square I-distance for each country observed.===>Skorovi dobijeni u ovom koraku analze poslužili su kao osnova za određivanje vrednosti kvadratnog I-odstoja-nja za svaku zemlju koja je posmatrana.)
MATCH@E:(Scores for the principal components The scores obtained in this step of the analysis served as basis for determining the value of the square I-distance for each country observed.===>Skorovi za glavne komponente 0.87862 -0.98362 -0.00204 0.0618 Srbija Skorovi dobijeni u ovom koraku analze poslužili su kao osnova za određivanje vrednosti kvadratnog I-odstojanja za svaku zemlju koja je posmatrana.)
MATCH@M:(The final result of this step is the ranking list presented in Table 4.===>Kao konačni rezultat ovog koraka analize, formirana je rang lista prikazana u tabeli 4.)
MATCH@E:(The final result of this step is the ranking list presented in Table 4.===>Kao konačni rezultat ovog koraka analize, formirana je rang lista prikazana u tabeli 4.)
MATCH@M:(The appropriate values of the I-distance are given in this same table.===>Odgovarajuće vrednosti kvadratnog I-odstojanja su date u istoj tabeli.)
MATCH@E:(The appropriate values of the I-distance are given in this same table.===>Odgovarajuće vrednosti kvadratnog Iodstojanja su date u istoj tabeli.)
MATCH@M:(Both steps of the analysis described are conducted within the statistics package SPSS [6].===>Oba koraka opisane analize izvršena su u okviru statističkog paketa SPSS [6].)
MATCH@E:(Both steps of the analysis described are conducted within the statistics package SPSS Š6Ë.===>Oba koraka opisane analize izvršena su u okviru statističkog paketa SPSS Š6Ë.)
MATCH@M:(On the basis of the occasional sharp rise of the distance it is clear that the countries are classed into three groups.===>Na osnovu povremenog naglog rasta odstojanja, može se uočiti da se zemlje grupišu u tri grupe.)
MATCH@E:(On the basis of the occasional sharp rise of the distance it is clear that the countries are classed into three groups.===>Na osnovu povremenog naglog rasta odstojanja, može se uočiti da se zemlje grupišu u tri grupe.)
MATCH@M:(The lowest value of the distance is in the case of Croatia, followed by Albania.===>Najmanju vrednost odstojanja ima Hrvatska, koju sledi Albanija.)
MATCH@E:(The lowest value of the distance is in the case of Croatia, followed by Albania.===>Najmanju vrednost odstojanja ima Hrvatska, koju sledi Albanija.)
MATCH@M:(These two countries reveal a significantly lower value of I-distance compared to the other countries included in the analysis.===>Ove dve zemlje imaju značajno manju vrednost I-odstojanja od ostalih zemalja koje su uključene u analizu.)
MATCH@E:(These two countries reveal a significantly lower value of I-distance compared to the other countries included in the analysis.===>Ove dve zemlje imaju značajno manju vrednost I-odstojanja od ostalih zemalja koje su uključene u analizu.)
MATCH@M:(Macedonia and Montenegro are characterized by the average I-distance values, whereas Moldovaa, Bosnia and Herzegovina and Serbia bottom the list, which indicates their lagging in the transitional processes.===>Makedonija i Crna Gora imaju prosečne vrednosti I-odstojanja, dok se Moldavija, Bosna i Hercegovina i Srbija nalaze na dnu liste, što ukazuje na njihovo zaostajanje u tranzicionim procesima.)
MATCH@E:(Macedonia and Montenegro are characterized by the average I-distance values, whereas Moldovaa, Bosnia and Herzegovina and Serbia bottom the list, which indicates their lagging in the transitional processes.===>Makedonija i Crna Gora imaju prosečne vrednosti I-odstojanja, dok se Moldavija, Bosna i Hercegovina i Srbija nalaze na dnu liste, što ukazuje na njihovo zaostajanje u tranzicionim procesima.)
MATCH@M:(An analysis similar to the one presented in this paper and based on the analogue indicators for the same region and the four-year period, from 200 to 2003 is described in [5].===>Analiza slična prikazanoj u ovom radu i zasnovana na analognim pokazateljima za isti region i četvorogodišnji period, od 2000. do 2003. godine, opisana je u [5].)
MATCH@E:(The ranking of the countries (2001-2005) An analysis similar to the one presented in this paper and based on the analogue indicators for the same region and the four-year period, from 200 to 2003 is described in Š5Ë.===>Rang lista zemalja (2001-2005) Analiza slična prikazanoj u ovom radu i zasnovana na analognim pokazateljima za isti region i četvorogodišnji period, od 2000. do 2003. godine, opisana je u Š5Ë.)
MATCH@M:(The table with the ranks and I-distance values for the countries observed in that analysis is shown in Table 5.===>Tabela sa rangovima i vrednostima I-odstojanja za posmatra-ne zemlje u toj analizi data je u tabeli 5.)
MATCH@E:(The table with the ranks and I-distance values for the countries observed in that analysis is shown in Table 5.===>Tabela sa rangovima i vrednostima I-odstojanja za posmatrane zemlje u toj analizi data je u tabeli 5.)
MATCH@M:(The comparison of the data from Table 4 with those from the Table 5 allows for an insight into the dynamics of the political and economic changes, expressed in the values of the observed macroeconomic indicators in the observed countries of the region.===>Poređenjem podataka iz tabele 4. i odgovarajuće tabele 5. može se sagledati i dinamika političko-ekonomskih promena, iskazanih u vrednostima posmatranih makroekonomskih pokazatelja, u posmatranim zemljama regiona.)
MATCH@E:(The comparison of the data from Table 4 with those from the Table 5 allows for an insight into the dynamics of the political and economic changes, expressed in the values of the observed macroeconomic indicators in the observed countries of the region.===>Poređenjem podataka iz tabele 4. i odgovarajuće tabele 5. može se sagledati i dinamika političko-ekonomskih promena, iskazanih u vrednostima posmatranih makroekonomskih pokazatelja, u posmatranim zemljama regiona.)
MATCH@M:(Bulgaria and Romania have been the members of the EU since 2007, Serbia and Montenegro became two separate independent countries (2006), and the sequence in the ranking lists based on the square I-dis-tance is changed.===>Od 2007. godine Bugarska i Rumunija su članice EU, Srbija i Crna Gora su samostalne države (2006), a re-dosled na rang listama baziranim na kvadratnom I-od-stojanju je izmenjen.)
MATCH@E:(Macedonia Tabela 5. ~~~ Š5Ë Rang lista zemalja (2000-2003) Bulgaria and Romania have been the members of the EU since 2007, Serbia and Montenegro became two separate independent countries (2006), and the sequence in the ranking lists based on the square I-distance is changed.===>Tabela 5. Š5Ë Rang lista zemalja (2000-2003) Od 2007. godine Bugarska i Rumunija su članice EU, Srbija i Crna Gora su samostalne države (2006), a redosled na rang listama baziranim na kvadratnom I-odstojanju je izmenjen.)
MATCH@M:(Macedonia, the last in the 2004 ranking, is now positioned immediately following Croatia and Albania, while Serbia is at the bottom of the list in 2007.===>Makedonija, koja je u rangiranju 2004. bila poslednja, sada se nalazi odmah iza Hrvatske i Albanije, dok je Srbija 2007. godine na poslednjem mestu.)
MATCH@E:(Macedonia, the last in the 2004 ranking, is now positioned immediately following Croatia and Albania, while Serbia is at the bottom of the list in 2007.===>Makedonija, koja je u rangiranju 2004. bila poslednja, sada se nalazi odmah iza Hrvatske i Albanije, dok je Srbija 2007. godine na poslednjem mestu.)
MATCH@M:(On the basis of the above quoted changes we can draw the conclusion that Croatia and Macedonia had an ”accellerated” transition path; Montenegro followed the pace it had while it was one country with Serbia, whereas Serbia slowed down its processes and, together with Bosnia and Herzegovina, came bottom of the list of the observed countries of the region.===>Na osnovu navedenih promena se može zaključiti da su Hrvatska i Makedonija imale „ubrzan“ tranzi-cioni put, Crna Gora je nastavila tempom koji je imala u zajednici sa Srbijom, dok je Srbija usporila svoje procese i, sa Bosnom i Hercegovinom, našla se na dnu liste posmatranih zemalja regiona.)
MATCH@E:(On the basis of the above quoted changes we can draw the conclusion that Croatia and Macedonia had an accellerated transition path; Montenegro followed the pace it had while it was one country with Serbia, whereas Serbia slowed down its processes and, together with Bosnia and Herzegovina, came bottom of the list of the observed countries of the region.===>Na osnovu navedenih promena se može zaključiti da su Hrvatska i Makedonija imale ubrzan tranzicioni put, Crna Gora je nastavila tempom koji je imala u zajednici sa Srbijom, dok je Srbija usporila svoje procese i, sa Bosnom i Hercegovinom, našla se na dnu liste posmatranih zemalja regiona.)
MATCH@M:(The leading position of Bulgaria and Romania in the list in Table 5 and the fact that in the meantime these two countries became members of the European Union, as well as the high position of Croatia on the list in Table 4 may only highlight the importance of a suc-cesful conduct of economic reforms in the transition countries, accessing candidates for the European union.===>Vodeća pozicija Bugarske i Rumunije na list u tabeli 5. i činjenica da su ove države u međuvremenu postale članice Evropske unije, kao i visoka pozicija Hrvatske na rang listi u tabeli 4., može da ukaže na značaj uspe-šnog sprovođenja ekonomskih reformi u zemljama u tranziciji, kandidatima za prijem u Evropsku uniju.)
MATCH@E:(The leading position of Bulgaria and Romania in the list in Table 5 and the fact that in the meantime these two countries became members of the European Union, as well as the high position of Croatia on the list in Table 4 may only highlight the importance of a succesful conduct of economic reforms in the transition countries, accessing candidates for the European union. ~~~ 6.===>Vodeća pozicija Bugarske i Rumunije na list u tabeli 5. i činjenica da su ove države u međuvremenu postale članice Evropske unije, kao i visoka pozicija Hrvatske na rang listi u tabeli 4., može da ukaže na značaj uspešnog sprovođenja ekonomskih reformi u zemljama u tranziciji, kandidatima za prijem u Evropsku uniju. 5.)
MATCH@M:(With the establishment of the macroeconomic stability and the market economy, the SEC reagion that is a vast market of 55 million people is becoming all the more interesting for foreign investors, which will improve the economic structure of those countries as well as their economic growth.===>Uspostavljanjem makroekonomske stabilnosti i tržišne privrede, region JIE koji predstavlja ogromno tržište od 55 miliona ljudi postaje sve interesantniji za strane investitore, što poboljšava ekonomsku strukturu tih zemalja i povećava privredni rast.)
MATCH@E:(The development prospects of the SECs region With the establishment of the macroeconomic stability and the market economy, the SEC reagion that is a vast market of 55 million people is becoming all the more interesting for foreign investors, which will improve the economic structure of those countries as well as their economic growth.===>Perspektive razvoja regiona JIE Uspostavljanjem makroekonomske stabilnosti i tržišne privrede, region JIE koji predstavlja ogromno tržište od 55 miliona ljudi postaje sve interesantniji za strane investitore, što poboljšava ekonomsku strukturu tih zemalja i povećava privredni rast.)
MATCH@M:(The new, integrated multilateral agreement helps create a common legal framework for investing into this region.===>Novim jedinstvenim multilateralnim sporazumom stvara se i zajednički pravni okvir za investiranje u ovom regionu.)
MATCH@E:(The new, integrated multilateral agreement helps create a common legal framework for investing into this region.===>Novim jedinstvenim multilateralnim sporazumom stvara se i zajednički pravni okvir za investiranje u ovom regionu.)
MATCH@M:(The comparative advantages of this region are tourism and major lines of communication (transport).===>Komparativne prednosti ovog regiona su: turizam i glavne saobraćajnice (transport).)
MATCH@E:(The comparative advantages of this region are tourism and major lines of communication (transport).===>Komparativne prednosti ovog regiona su: turizam i glavne saobraćajnice (transport).)
MATCH@M:(The largest foreign direct investments are realized in the industries of telecommunications, textile and leather, beer, tobacco, soft beverages, food and in the banking sectors.===>Najveće strane direktne investicije ostvarene su u industriji: telekomunikacija, tekstila i kože, piva, duvana, bezalkoholnih pića, prehrane i u bankarskom sektoru.)
MATCH@E:(The largest foreign direct investments are realized in the industries of telecommunications, textile and leather, beer, tobacco, soft beverages, food and in the banking sectors.===>Najveće strane direktne investicije ostvarene su u industriji: telekomunikacija, tekstila i kože, piva, duvana, bezalkoholnih pića, prehrane i u bankarskom sektoru.)
MATCH@M:(The region is expected to become an investment area for industries specialized in the production of machinery, equipment and automobile parts.===>Očekuje se da ovaj region bude investiciono područje za industrije specijalizovane u proizvodnji mašina, opreme i delova za automobile.)
MATCH@E:(The region is expected to become an investment area for industries specialized in the production of machinery, equipment and automobile parts.===>Očekuje se da ovaj region bude investiciono područje za industrije specijalizovane u proizvodnji mašina, opreme i delova za automobile.)
MATCH@M:(Similarly, an increase in foreign direct investments is anticipated in the industries of food processing, tourism, construction works (infrastructure, communications, roads, railways, ...), public companies acquisition (electric power supply, oil, ...) and in building new towns.===>Isto tako, predviđa se povećanje stranih direktnih investicija u: industriju prerade hrane, turizam, građevinarstvo (izgradnja infrastrukture, saobra-ćajnica, puteva, železničkih pruga...), kupovinu javnih preduzeća (električna energija, nafta..) i izgradnju gradova.)
MATCH@E:(Similarly, an increase in foreign direct investments is anticipated in the industries of food processing, tourism, construction works (infrastructure, communications, roads, railways, …), public companies acquisition (electric power supply, oil, …) and in building new towns.===>Isto tako, predviđa se povećanje stranih direktnih investicija u: industriju prerade hrane, turizam, građevinarstvo (izgradnja infrastrukture, saobraćajnica, puteva, železničkih pruga…), kupovinu javnih preduzeća (električna energija, nafta..) i izgradnju gradova.)
MATCH@M:(The evident problems are the FDI revenues being generally concentrated within the most attractive sectors as well as the scarcity of greenfield investments.===>Kao vidljivi problem se ispoljava to što su prilivi SDI uglavnom skoncentrisani u najatraktivnije sektore po zemljama i nedovoljno prisustvo greenfield investicija.)
MATCH@E:(The evident problems are the FDI revenues being generally concentrated within the most attractive sectors as well as the scarcity of greenfield investments.===>Kao vidljivi problem se ispoljava to što su prilivi SDI uglavnom skoncentrisani u najatraktivnije sektore po zemljama i nedovoljno prisustvo greenfield investicija.)
MATCH@M:(The inflow of foreign direct investments in this region is mainly the consequence of the privatization process.===>Pritok stranih direktnih investicija u ovom regi-onu je uglavnom posledica procesa privatizacije.)
MATCH@E:(The inflow of foreign direct investments in this region is mainly the consequence of the privatization process.===>Pritok stranih direktnih investicija u ovom regionu je uglavnom posledica procesa privatizacije.)
MATCH@M:(The free trade zone of the Western Balkans is expected to earn numerous favourable economic and political effects upon the economies of the countries of the region.===>Formiranjem zone slobodne trgovine Zapadnog Balkana očekuju se brojni pozitivni ekonomski i politički efekti na privrede zemalja regiona.)
MATCH@E:(The free trade zone of the Western Balkans is expected to earn numerous favourable economic and political ef fects upon the economies of the countries of the region.===>Formiranjem zone slobodne trgovine Zapadnog Balkana očekuju se brojni pozitivni ekonomski i politički efekti na privrede zemalja regiona.)
MATCH@M:(The outstanding among them are the following: the free flow of goods, people, capital, and services among the countries of the region; the increase in the scope of exchange among the countries of the region and improved exports and imports; the increase in the productivity and efficiency of their economies due to higher competition; the improvement of production cooperation among the countries in the region towards the larger placements on the third markets; taking all the advantages of the extended scope of economy; attracting foreign direct investments, especially greenfield investments; fostering investments among the countries in the region and also joint investments of these countries in third countries; a considerably easier and less expensive customers’ access to a higher quality products; harmonization of legislation in these countries; a prompter accession to the EU and the WTO (for the non-member countries - Bosnia and Herzegovina, Serbia and Montenegro); the political stability in the region and positive results concerning the safety of the Balkans, etc. [9]===>Najznačajniji su: omogućavanje slobodnog protoka roba, ljudi, kapitala i usluga u okviru zemalja regiona; povećanje obima razmene između zemalja regiona i poboljšanje strukture izvoza i uvoza; povećanje produktivnosti i efikasnosti privreda usled pojačane konkurencije; poboljšanje proizvodne kooperacije između zemalja regiona u cilju povećanja plasmana na treća tržišta; korišćenje svih prednosti ekonomije proširenog obima; privlačenje stranih direktnih investicija, posebno, greenfield investicija; podsticanje investicija između zemalja u regionu, a takođe, i zajedničkih investicija u trećim zemljama; znatno lakši i jeftiniji pristup kvalitetnijim proizvodima svih potrošača; harmonizacija zakonodavstva u zemljama regiona; brži ulazak u EU i STO (za zemlje koje nisu članice - Bosna i Hercegovina, Srbija i Crna Gora); politička stabilnost u regionu i pozitivne posledice na bezbednost Balkana itd. [9])
MATCH@E:(The outstanding among them are the following: the free flow of goods, people, capital, and services among the countries of the region; the increase in the scope of exchange among the countries of the region and improved exports and imports; the increase in the productivity and efficiency of their economies due to higher competition; the improvement of production cooperation among the countries in the region towards the larger placements on the third markets; taking all the advantages of the extended scope of economy; attracting foreign direct investments, especially greenfield investments; fostering investments among the countries in the region and also joint investments of these countries in third countries; a considerably easier and less expensive customers access to a higher quality products; harmonization of legislation in these countries; a prompter accession to the EU and the WTO (for the non-member countries Bosnia and Herzegovina, Serbia and Montenegro); the political stability in the region and positive results concerning the safety of the Balkans, etc.===>Najznačajniji su: omogućavanje slobodnog protoka roba, ljudi, kapitala i usluga u okviru zemalja regiona; povećanje obima razmene između zemalja regiona i poboljšanje strukture izvoza i uvoza; povećanje produktivnosti i efika snosti privreda usled pojačane konkurencije; poboljšanje proizvodne kooperacije između zemalja regiona u cilju povećanja plasmana na treća tržišta; korišćenje svih prednosti ekonomije proširenog obima; privlačenje stranih direktnih investicija, posebno, greenfield investicija; podsticanje investicija između zemalja u regionu, a takođe, i zajedničkih investicija u trećim zemljama; znatno lakši i jeftiniji pristup kvalitetnijim proizvodima svih potrošača; harmonizacija zakonodavstva u zemljama regiona; brži ulazak u EU i STO (za zemlje koje nisu članice Bosna i Hercegovina, Srbija i Crna Gora); politička stabilnost u regionu i pozitivne posledice na bezbednost Balkana itd.)
MATCH@M:(Similar in characteristics as well as in goals, the transition processes under way in the CEFTA member countries, however, do reveal differences.===>Iako slični i sa istim ciljem, tranzicioni procesi koji se odvijaju u zemljama potpisnicama CEFTA pokazuju razlike.)
MATCH@E:(Conclusion Similar in characteristics as well as in goals, the transition processes under way in the CEFTA member countries, however, do reveal differences.===>Zaključak Iako slični i sa istim ciljem, tranzicioni procesi koji se odvijaju u zemljama potpisnicama CEFTA pokazuju razlike.)
MATCH@M:(The analysis described in this paper was meant to highlight these.===>Anliza opisana u ovom radu, upravo ukazuje na njih.)
MATCH@E:(The analysis described in this paper was meant to highlight these.===>Anliza opisana u ovom radu, upravo ukazuje na njih.)
MATCH@M:(It is important to get a deep insight into the political processes going on in these countries, in addition to the economic ones, as their impact can by no means be neglected.===>Uz ekonomske, potrebno je sagledati i političke aspekte procesa koji se odvijaju u ovim zemljama, a koji imaju nesumnjiv uticaj.)
MATCH@E:(It is important to get a deep insight into the political processes going on in these countries, in addition to the economic ones, as their impact can by no means be neglected.===>Uz ekonomske, potrebno je sagledati i političke aspekte procesa koji se odvijaju u ovim zemljama, a koji imaju nesumnjiv uticaj.)
MATCH@M:(The European Union strongly supports the countries of the region, both in their individual efforts on the transition path and in the regional relations.===>Evropska unija snažno podržava zemlje regiona, kako u njihovim individualnim naporima na putu tranzicije, tako i u regionalnom povezivanju.)
MATCH@E:(The European Union strongly supports the countries of the region, both in their individual efforts on the transition path and in the regional relations. ~~~ 8.===>Evropska unija snažno podržava zemlje regiona, kako u njihovim individualnim naporima na putu tranzicije, tako i u regionalnom povezivanju. 7.)
MATCH@M:(Special attention is paid to the specific definition of the city e-government as a set of interactive services adjusted to the citizens’ needs.===>Posebna pažnja je posvećena specifikaciji e-uprave grada kao skupa interaktivnih elektronskih usluga prilagođenih potrebama građana.)
MATCH@E:(Special attention is paid to the specific definition of the city e-government as a set of interactive services adjusted to the citizens needs.===>Posebna pažnja je posvećena specifikaciji e-uprave grada kao skupa interaktivnih elektronskih usluga prilagođenih potrebama građana.)
MATCH@M:(The basic features of this concept are shown and the levels of service from the quality aspect of the service are identified.===>Prikazane su osnovne karakteristike takvog koncepta i identifikovani nivoi servisa sa aspekta kvaliteta usluga.)
MATCH@E:(The basic features of this concept are shown and the levels of service from the quality aspect of the service are identified.===>Prikazane su osnovne karakteristike takvog koncepta i identifikovani nivoi servisa sa aspekta kvaliteta usluga.)
MATCH@M:(Special attention, too, is devoted to the interaction of varied communication methods into a unique, efficient e-government system of the City of Belgrade.===>Posebna pažnja posvećena je integraciji različitih metoda komunikacije u jedinstveni efikasni sistem e-uprave grada Beograda. I.	Uvod)
MATCH@E:(Special attention, too, is devoted to the interaction of varied communication methods into a unique, efficient e-government system of the City of Belgrade.===>Posebna pažnja posvećena je integraciji različitih metoda komunikacije u jedinstveni efikasni sistem e-uprave grada Beograda.)
MATCH@M:(I.	Introduction The reform and the modernization of the state administration based on a widespread implementation of information-communication technology (ICT) is one of key elements of the overall transition of Serbia into a modern information society.===>Reforma i modernizacija državne uprave zasnovana na širokoj upotrebi informaciono-komunikacione tehnologije (IKT) predstavlja jedan od ključnih elemenata sveukupne tranzicije Srbije u moderno informa-ciono društvo.)
MATCH@E:(I. Introduction The reform and the modernization of the state administration based on a widespread implementation of information-communication technology (ICT) is one of key elements of the overall transition of Serbia into a modern information society.===>I. Uvod Reforma i modernizacija državne uprave zasnovana na širokoj upotrebi informaciono-komunikacione tehnologije (IKT) predstavlja jedan od ključnih elemenata sveukupne tranzicije Srbije u moderno informaciono društvo.)
MATCH@M:(The ICT prove to be broadly resourceful as regards the modernization of the state administration and the improvement of the services it offers to the public.===>IKT poseduju ogromne mogućnosti u pogledu modernizacije državne uprave i poboljšanja usluga koje ona pruža javnosti.)
MATCH@E:(The ICT prove to be broadly resourceful as regards the modernization of the state administration and the improvement of the services it offers to the public.===>IKT poseduju ogromne mogućnosti u pogledu modernizacije državne uprave i poboljšanja usluga koje ona pruža javnosti.)
MATCH@M:(The introduction of modern information systems improves the quality of the services as well as the efficiency, transparency, responsibility and effectiveness of the administration’s service.===>Uvođenje savremenih informacionih sistema povećava kvalitet usluga i poboljšava efikasnost, transparentnost, odgovornost i efikasnost rada uprave.)
MATCH@E:(The introduction of modern information systems improves the quality of the services as well as the efficiency, transparency, responsibility and effectiveness of the administrations service.===>Uvođenje savremenih informacionih sistema povećava kvalitet usluga i poboljšava efikasnost, transparentnost, odgovornost i efikasnost rada uprave.)
MATCH@M:(The modern communication infrastructure allows for the free flow of information among the government agencies as well as ensure the citizens and the economy a higher quality access to services at lower costs.===>Moderna komunikaciona infrastruktura omogućava da informacije nesmetano teku između organa uprave i može građanima i privredi da pruži bolji pristup uslugama uz manje troškove.)
MATCH@E:(The modern communication infrastructure allows for the free flow of information among the government agencies as well as ensure the citizens and the economy a higher quality access to services at lower costs.===>Moderna komunikaciona infrastruktura omogućava da informacije nesmetano teku između organa uprave i može građanima i privredi da pruži bolji pristup uslugama uz manje troškove.)
MATCH@M:(The modernization of state administration means a radical change of the traditional manner in which administrative processes within the state are conducted.===>Modernizacija državne uprave predstavlja korenitu promenu tradicionalnog načina na koji se obavljaju administrativni procesi u okviru države.)
MATCH@E:(The modernization of state administration means a radical change of the traditional manner in which administrative processes within the state are conducted.===>Modernizacija državne uprave predstavlja korenitu promenu tradicionalnog načina na koji se obavljaju administrativni procesi u okviru države.)
MATCH@M:(This change in turn means that the citizens need not be physically present, but may receive information or do transactions via the Internet.===>Ta promena znači da građani ne moraju da budu fizički prisutni, već mogu putem Interneta dobijati informacije i vršiti transakcije.)
MATCH@E:(This change in turn means that the citizens need not be physically present, but may receive information or do transactions via the Internet.===>Ta promena znači da građani ne moraju da budu fizički prisutni, već mogu putem Interneta dobijati informacije i vršiti transakcije.)
MATCH@M:(The e-government concept assumes interactive electronic services adjusted to the citizens’ and economy’s needs, integrated on all the public sector levels.===>Koncept e-uprave predviđa interaktivne elektronske usluge prilagođene potrebama građana i privrede, koje su integrisane na svim nivoima javnog sektora.)
MATCH@E:(The e-government concept assumes interactive electronic services adjusted to the citizens and economys needs, integrated on all the public sector levels.===>Koncept e-uprave predviđa interaktivne elektronske usluge prilagođene potrebama građana i privrede, koje su integrisane na svim nivoima javnog sektora.)
MATCH@M:(The e-government (electronic government) means the use of the Internet or other electronic systems in order that the communication with the government services should be simplified and facilitated [1].===>E-goverment (elektronska uprava, e-uprava) predstavlja korišćenje Interneta ili drugih elektronskih sistema da bi se pojednostavilo i olakšalo komuniciranje sa vladinim servisima [1].)
MATCH@E:(The e-government (electronic government) means the use of the Internet or other electronic systems in order that the communication with the government services should be simplified and facilitated Š1Ë.===>E-goverment (elektronska uprava, e-uprava) predstavlja korišćenje Interneta ili drugih elektronskih sistema da bi se pojednostavilo i olakšalo komuniciranje sa vladinim servisima Š1Ë.)
MATCH@M:(It is a global reform approach with the purpose of promoting the use of the Internet by both the government agencies and the entities these agencies cooperate with.===>To je globalni reformski pristup sa svrhom promocije korišćenja Interneta od strane vladinih tela i od strane svih onih sa kojima ona sarađuju.)
MATCH@E:(It is a global reform approach with the purpose of promoting the use of the Internet by both the government agencies and the entities these agencies cooperate with.===>To je globalni reformski pristup sa svrhom promocije korišćenja Interneta od strane vladinih tela i od strane svih onih sa kojima ona sarađuju.)
MATCH@M:(All the available e-government solutions make use of the opportunities and possibilities at disposal in the software solutions to the customer relations management.===>Sva pristupačna e-goverment rešenja koriste sve mogućnosti koje su dostupne u softverskim rešenjima za upravljanje odnosima sa klijentima.)
MATCH@E:(All the available e-government solutions make use of the opportunities and possibilities at disposal in the software solutions to the customer relations management.===>Sva pristupačna e-goverment rešenja koriste sve mogućnosti koje su dostupne u softverskim rešenjima za upravljanje odnosima sa klijentima.)
MATCH@M:(The services that the government agencies deliver are integrated in contact centres that ensure a successful processing of any transactions among the government, the citizens, and the institutions participating in the transaction.===>Usluge koje tela uprave pružaju integrisane su u kontaktnim centrima koji omogućavaju uspešnu obradu svih transakcija između uprave, građana i institucija koje učestvuju u transakciji.)
MATCH@E:(The services that the government agencies deliv er are integrated in contact centres that ensure a successful processing of any transactions among the government, the citizens, and the institutions participating in the transaction.===>Usluge koje tela uprave pružaju integrisane su u kontaktnim centrima koji omogućavaju uspešnu obradu svih transakcija između uprave, građana i institucija koje učestvuju u transakciji.)
MATCH@M:(In the model of state administration activities based on the “integrated desk“ (a physical desk/counter in the building, a telephone call centre, a free standing electronic stand, the Internet) is not part of a certain agency or organization, not even of a certain vertical jurisdiction; it is a place where the entire business that the clients may have to do with any services or organization within the state administration are accomplished.===>U modelu poslovanja državne administracije koji se zasniva na „jedinstvenom šalteru“, šalter (fizički šalter u objektu, telefonski pozivni centar, samostojeći elektronski kiosk, Internet) ne pripada određenom organu ili organizaciji, čak ni određenoj vertikalnoj nadležnosti, već se na jednom mestu obavljaju svi poslovi koje klijenti mogu da imaju sa bilo kojim organom ili organizacijom unutar državne administracije.)
MATCH@E:(In the model of state administration activities based on the integrated desk (a physical desk/counter in the building, a telephone call centre, a free standing electronic stand, the Internet) is not part of a certain agency or organization, not even of a certain vertical jurisdiction; it is a place where the entire business that the clients may have to do with any services or organization within the state administration are accomplished.===>U modelu poslovanja državne administracije koji se zasniva na jedinstvenom šalteru, šalter (fizički šalter u objektu, telefonski pozivni centar, samostojeći elektronski kiosk, Internet) ne pripada određenom organu ili organizaciji, čak ni određenoj vertikalnoj nadležnosti, već se na jednom mestu obavljaju svi poslovi koje klijenti mogu da imaju sa bilo kojim organom ili organizacijom unutar državne administracije.)
MATCH@M:(In the context of local or municipal government the e-government may be defined as a “local government’s capability to make information and services available via the web, via the “touch“ kiosks or on the basis of interactive voice recognition.===>E-uprava se u kontekstu lokalnih ili gradskih uprava može definisati kao „mogućnost lokalne uprave da stavi na raspolaganje informacije i servise putem veba, preko ’touch’ kioska ili na osnovu interaktivnog prepoznavanja glasa.)
MATCH@E:(E-government in Serbia In the context of local or municipal government the egovernment may be defined as a local governments capability to make information and services available via the web, via the touch kiosks or on the basis of interactive voice recognition.===>E-uprava u Srbiji E-uprava se u kontekstu lokalnih ili gradskih uprava može definisati kao mogućnost lokalne uprave da stavi na raspolaganje informacije i servise putem veba, preko touch kioska ili na osnovu interaktivnog prepoznavanja glasa.)
MATCH@M:(Such services are at the disposal of citizens and business partners, and they are available on 24/7 basis, 365 days a year [3].===>Ove usluge i servisi se stavljaju na raspolaganje građanima i poslovnim partnerima, a raspoloživi su 24 časa dnevno 365 dana godišnje“ [3].)
MATCH@E:(Such services are at the disposal of citizens and business partners, and they are available on 24/7 basis, 365 days a year Š3Ë.===>Ove usluge i servisi se stavljaju na raspolaganje građanima i poslovnim partnerima, a raspoloživi su 24 časa dnevno 365 dana godišnje Š3Ë.)
MATCH@M:(The research conducted by the Statistical Office of the Republic of Serbia [11] shows that the Internet is used by a relatively small number of Serbian citizens (33.1%).===>Istraživanja koja realizuje Republički zavod za statistiku [11] pokazuju da u Srbiji relativno mali broj građana koristi Internet (33,1%).)
MATCH@E:(The research conducted by the Statistical Office of the Republic of Serbia Š11Ë shows that the Internet is used by a relatively small number of Serbian citizens (33.1%).===>Istraživanja koja realizuje Republički zavod za statistiku Š11Ë pokazuju da u Srbiji relativno mali broj građana koristi Internet (33,1%).)
MATCH@M:(Approximately 260,000 citizens of Serbia make use of the public government services (Figure 1).===>Servise javne uprave koristi oko 260000 građana Republike Srbije (slika 1).)
MATCH@E:(Approximately 260,000 citizens of Serbia make use of the public government services (Figure 1).===>Servise javne uprave koristi oko 260000 građana Republike Srbije (slika 1).)
MATCH@M:(The citizens most often use these services for the purpose of obtaining sertificates (birth certificates, for example), personal identification documents and for automobile registration.===>Građani najčešće koriste servise javne uprave za dobijanje uverenja (izvodi iz matičnih knjiga), do-bijanje ličnih dokumenata i registraciju automobila.)
MATCH@E:(The citizens most often use these services for the purpose of obtaining sertificates (birth certificates, for example), personal identification documents and for automobile registration.===>Građani najčešće koriste servise javne uprave za dobijanje uverenja (izvodi iz matičnih knjiga), dobijanje ličnih dokumenata i registraciju automobila.)
MATCH@M:(The most rarely used services are those related to health care, social insurance benefit and tax payment.===>Najređe se koriste usluge vezane za zdravstvo, socijalno osiguranje i plaćanje poreza.)
MATCH@E:(The most rarely used services are those related to health care, social insurance benefit and tax payment.===>Najređe se koriste usluge vezane za zdravstvo, socijalno osiguranje i plaćanje poreza.)
MATCH@M:(The largest number of e-government elecronic services users (92.4%) use the Internet to get information from the web-sites of public institutions; a slightly smaller number of users (71.1%) download various forms, while 57.4% of users send filled-in forms via the Internet.===>Najveći broj korisnika (92.4%) elektronskih usluga e-uprave koristi Internet za dobijanje informacija sa veb sajta javnih institucija, nešto manji broj korisnika (71.1%) za preuzimanje formulara i 57.4% za slanje popunjenih obrazaca.)
MATCH@E:(The largest number of e-government elecronic services users (92.4%) use the Internet to get information from the web-sites of public institutions; a slightly smaller number of users (71.1%) download various forms, while 57.4% of users send filled-in forms via the Internet.===>Najveći broj korisnika (92.4%) elektronskih usluga e-uprave koristi Internet za dobijanje informacija sa veb sajta javnih institucija, nešto manji broj korisnika (71.1%) za preuzimanje formulara i 57.4% za slanje popunjenih obrazaca. ~~~ Broj građana koji koriste servise javne uprave Slika 1.)
MATCH@M:(Figure 1.===>Slika 1.)
MATCH@E:(Figure 2.===>Slika 2.)
MATCH@M:(The more advanced levels of electronic administration mean conducting the entire transaction in an electronic manner and integrating the system into an integrated desk model.===>Napredniji nivoi elektronske administracije podrazu-mevaju elektronsko obavljanje kompletne transakcije i integraciju sistema u model jedinstvenog šaltera.)
MATCH@E:(The more advanced levels of electronic administration mean conducting the entire transaction in an electronic manner and integrating the system into an integrated desk model.===>Napredniji nivoi elektronske administracije podrazumevaju elektronsko obavljanje kompletne transakcije i integraciju sistema u model jedinstvenog šaltera.)
MATCH@M:(The citizens can conduct an administrative procedure with a certain agency or organization autonomously, without the intervention from the part of a state officer.===>Građani mogu da samostalno obave upravni postupak sa određenim organom ili organizacijom bez intervencije državnog službenika.)
MATCH@E:(The citizens can conduct an administrative procedure with a certain agency or organization autonomously, without the intervention from the part of a state officer.===>Građani mogu da samostalno obave upravni postupak sa određenim organom ili organizacijom bez intervencije državnog službenika.)
MATCH@M:(This phase of e-government development is characterised by redused costs, as well as by increased efficiency, to the user’s ultimate satisfaction.===>U ovoj fazi razvoja e-upra-ve smanjuju se troškovi, povećava efikasnost, a zadovoljstvo korisnika dostiže najviši nivo.)
MATCH@E:(This phase of e-government development is characterised by redused costs, as well as by increased efficiency, to the users ultimate satisfaction.===>U ovoj fazi razvoja e-uprave smanjuju se troškovi, povećava efikasnost, a zadovoljstvo korisnika dostiže najviši nivo.)
MATCH@M:(The unique starting point of all the services is the end objective of all the e-administration initiatives.===>Jedinstveno polazište za sve usluge je krajnji cilj svih inicijativa e-uprave.)
MATCH@E:(The unique starting point of all the services is the end objective of all the e-administration initiatives.===>Jedinstveno polazište za sve usluge je krajnji cilj svih inicijativa euprave.)
MATCH@M:(Such solutions mean a new quality in the communication with citizens as well as transparency that can be gained if these solutions are implemented.===>Ovakva rešenja predstavljaju nov kvalitet u komunikaciji sa građanima i transparentnosti koja se može postići ako se oni koriste.)
MATCH@E:(Such solutions mean a new quality in the communication with citizens as well as transparency that can be gained if these solutions are implemented.===>Ovakva rešenja predstavljaju nov kvalitet u komunikaciji sa građanima i transparentnosti koja se može postići ako se oni koriste.)
MATCH@M:(The e-government integrated desk model is shown in Figure 3.===>Model jedinstvenog šaltera e-uprave prikazan je na slici 3.)
MATCH@E:(The e-government integrated desk model is shown in Figure 3.===>Model jedinstvenog šaltera e-uprave prikazan je na slici 3.)
MATCH@M:(Figure 2.===>Slika 2.)
MATCH@E:(Figure 3.===>Slika 3.)
MATCH@M:(The preconditions for the use of e-government services in Belgrade are more favourable in comparison to the rest of Serbia.===>Preduslovi za korišćenje servisa javne uprave u Beogradu bolji su nego u drugim delovima Srbije.)
MATCH@E:(Citizens interest in using e-government services The preconditions for the use of e-government services in Belgrade are more favourable in comparison to the rest of Serbia.===>Zainteresovanost za korišćenje servisa e-uprave Preduslovi za korišćenje servisa javne uprave u Beogradu bolji su nego u drugim delovima Srbije.)
BAD_LINE_=============================================================
BAD_LINE_M:The preconditions for the use of e-government services in Belgrade are more favourable in comparison to the rest of Serbia.
BAD_LINE_M:Preduslovi za korišćenje servisa javne uprave u Beogradu bolji su nego u drugim delovima Srbije.
BAD_LINE_E:Citizens interest in using e-government services The preconditions for the use of e-government services in Belgrade are more favourable in comparison to the rest of Serbia.
BAD_LINE_E:Zainteresovanost za korišćenje servisa e-uprave Preduslovi za korišćenje servisa javne uprave u Beogradu bolji su nego u drugim delovima Srbije.
MATCH@M:(The percentage of Belgrade households with a personal computer amounts to 53.1%, with 45.5% of Internet connections, and 27.1% broad-band connections.===>Zastu-peljnost računara u domaćinstvima u Beogradu iznosi 53,1%, zastupljenost Internet priključka 45,5%, a širokopojasnih konekcija 27,1%.)
MATCH@E:(The percentage of Belgrade households with a personal computer amounts to 53.1%, with 45.5% of Internet connections, and 27.1% broad-band connections.===>Zastupeljnost računara u domaćinstvima u Beogradu iznosi 53,1%, zastupljenost Internet priključka 45,5%, a širokopojasnih konekcija 27,1%.)
MATCH@M:(On the basis of these indicators a conclusion can be drawn that there is a large number of prospective users of e-government services, therefore the efficiency of the public administration system can be improved by expanding the offer of e-services.===>Na osnovu ovih podataka, može se zaključiti da u gradu Beogrdau postoji veliki broj potencijalnih korisnika servisa elektronske uprave, te da se efikasnost sistema javne uprave može poboljšati povećanjem ponude elektronskih usluga.)
MATCH@E:(On the basis of these indicators a conclusion can be drawn that there is a large number of prospective users of e-government services, therefore the efficiency of the public administration system can be improved by expanding the offer of e-services.===>Na osnovu ovih podataka, može se zaključiti da u gradu Beogrdau postoji veliki broj potencijalnih korisnika servisa elektronske uprave, te da se efikasnost sistema javne uprave može poboljšati povećanjem ponude elektronskih usluga.)
MATCH@M:(The government - citizen (G2C) scenarios focus upon rendering services to citizens.===>Uprava - građanin (G2C) scenariji su fokusirani na pružanju usluga građaninu.)
MATCH@E:(Comunication in G2C service The government citizen (G2C) scenarios focus upon rendering services to citizens.===>Komunikacija u G2C poslovanju Uprava građanin (G2C) scenariji su fokusirani na pružanju usluga građaninu.)
MATCH@M:(They are based upon the forms that should be replaced by more sophisticated transactions in the future.===>Oni su zasnovani na formama koje bi trebalo da budu zamenjene sofisticira-nijim transakcijama u budućnosti.)
MATCH@E:(They are based upon the forms that should be replaced by more sophisticated transactions in the future.===>Oni su zasnovani na formama koje bi trebalo da budu zamenjene sofisticiranijim transakcijama u budućnosti.)
MATCH@M:(The traditional G2C applications mean simple forms that the citizens can fill in within their own browser.===>Tradicionalne G2C aplikacije podrazumevaju jednostavne formulare koje građanin može da popuni u okviru sopstvenog browsera.)
MATCH@E:(The traditional G2C applications mean simple forms that the citizens can fill in within their own browser.===>Tradicionalne G2C aplikacije podrazumevaju jednostavne formulare koje građanin može da popuni u okviru sopstvenog browsera.)
MATCH@M:(The system may indicate that certain data are already present in the system, or it may offer a certain kind of help in the completion of the forms.===>Sistem može da nagove-sti da su neki podaci već ispunjeni u sistemu, ili da pruži određeni nivo pomoći u ispunjavanju.)
MATCH@E:(The system may indicate that certain data are already present in the system, or it may offer a certain kind of help in the completion of the forms.===>Sistem može da nagovesti da su neki podaci već ispunjeni u sistemu, ili da pruži određeni nivo pomoći u ispunjavanju.)
MATCH@M:(Such a level of e-service of the public administration belongs to the third level of electronic administration.===>Ovakav nivo e-poslovanja javne uprave pripada trećem nivou elektronske administracije.)
MATCH@E:(Such a level of eservice of the public administration belongs to the third level of electronic administration.===>Ovakav nivo e-poslovanja javne uprave pripada trećem nivou elektronske administracije. ~~~ Slika 3.)
MATCH@M:(The ports that are part of these software solutions offer a large number of benefits to government agencies in their communication with citizens.===>Portali koji su deo ovih softverskih rešenja nude veliki broj beneficija telima uprave, u njihovoj komunikaciji sa građanima.)
MATCH@E:(The ports that are part of these software solutions offer a large number of benefits to government agencies in their communication with citizens.===>Portali koji su deo ovih softverskih rešenja nude veliki broj beneficija telima uprave, u njihovoj komunikaciji sa građanima.)
MATCH@M:(The ports are personalized according to their role, as well as according to the circumstances in which citizens actually use the services offered by the state (such as tax payments, enrollment into schools, etc.).===>Portali su personalizovani prema ulozi, kao i životnim okolnostima usled kojih građani stvarno koriste usluge ponuđene od države (kao što su plaćanje taksi, upis u školu).)
MATCH@E:(The ports are personalized according to their role, as well as according to the circumstances in which citizens actually use the services offered by the state (such as tax payments, enrollment into schools, etc.).===>Portali su personalizovani prema ulozi, kao i životnim okolnostima usled kojih građani stvarno koriste usluge ponuđene od države (kao što su plaćanje taksi, upis u školu).)
MATCH@M:(The port offers the citizen a structured approach to different services that he may deem important in various circumstances, given by different service providers.===>U okviru portala građaninu je dat strukturiran pristup različitim uslugama od različitih uslužnih provajdera važnih njemu u različitim okolnostima.)
MATCH@E:(The port offers the citizen a structured approach to different services that he may deem important in various circumstances, given by different service providers Š3Ë. Figure 3.===>U okviru portala građaninu je dat strukturiran pristup različitim uslugama od različitih uslužnih provajdera važnih njemu u različitim okolnostima Š3Ë.)
MATCH@M:(To gain the citizens’ confidence in all the offered technologies of citizen-to-government communication, the accessibility and the reliability of the given technologies must be of high technical and safety quality.===>Da bi se dobilo na poverenju građana u sve ponuđene tehnologije komuniciranja građana i uprave, pristupačnost i sigurnost datih tehnologija mora biti visokog tehničkog i sigurnosnog kvaliteta.)
MATCH@E:(To gain the citizens confidence in all the offered technologies of citizen-to-government communication, the accessibility and the reliability of the given technologies must be of high technical and safety quality. ~~~ Figure 1. ~~~ Number of citizens using the e-government services.===>)
BAD_LINE_=============================================================
BAD_LINE_M:To gain the citizens’ confidence in all the offered technologies of citizen-to-government communication, the accessibility and the reliability of the given technologies must be of high technical and safety quality.
BAD_LINE_M:Da bi se dobilo na poverenju građana u sve ponuđene tehnologije komuniciranja građana i uprave, pristupačnost i sigurnost datih tehnologija mora biti visokog tehničkog i sigurnosnog kvaliteta.
BAD_LINE_E:To gain the citizens confidence in all the offered technologies of citizen-to-government communication, the accessibility and the reliability of the given technologies must be of high technical and safety quality. ~~~ Figure 1. ~~~ Number of citizens using the e-government services.
BAD_LINE_E:
MATCH@M:(The citizen - government communication can be made via the intranet, the extranet, the Internet, by mobile phones (GPRS), fax or by call centre.===>Metode komunikacije građana i uprave mogu se obavljati putem intraneta, ekstraneta, Interneta, mobilnih telefona (GPRS-a), faksa, pozivnog centra.)
MATCH@E:(The citizen government communication can be made via the intranet, the extranet, the Internet, by mobile phones (GPRS), fax or by call centre.===>Metode komunikacije građana i uprave mogu se obavljati putem intraneta, ekstraneta, Interneta, mobilnih telefona (GPRS-a), faksa, pozivnog centra.)
MATCH@M:(Hereinafter we present the review of these communication methods and of their essential characteristics [2].===>U daljem tekstu dat je pregled ovih metoda komunikacije i nji-hovnih najvažnijih karakteristika [2].)
MATCH@E:(Hereinafter we present the review of these communication methods and of their essential characteristics Š2Ë. Intranet.===>U daljem tekstu dat je pregled ovih metoda komunikacije i njihovnih najvažnijih karakteristika Š2Ë. ~~~ Intranet.)
MATCH@M:(Intranet.===>Intranet.)
MATCH@E:(Internet.===>Internet.)
MATCH@M:(The intranet is a joint network of republic agencies and a unified data base of citizens, business entities and space units which are supposed to jointly ensure the exchange of data among all the state agencies.===>Intranet predstavlja zajedničku mrežu republičkih organa i jedinstvenu bazu podataka građana, poslovnih subjekata i prostornih jedinica, koje zajedno treba da omoguće razmenu podataka između svih državnih organa.)
MATCH@E:(The intranet is a joint network of republic agencies and a unified data base of citizens, business entities and space units which are supposed to jointly ensure the exchange of data among all the state agencies.===>Intranet predstavlja zajedničku mrežu republičkih organa i jedinstvenu bazu podataka građana, poslovnih subjekata i prostornih jedinica, koje zajedno treba da omoguće razmenu podataka između svih državnih organa.)
MATCH@M:(The implementation of the intranet allows for the reduction of the quantity of paper documents, the relief of the budget as well as for the savings in the business operations.===>Primenom Intraneta smanjuje se količina papirnih dokumenata, rasterećuje se budžet i ostvaruju uštede u poslovanju.)
MATCH@E:(The implementation of the intranet allows for the reduction of the quantity of paper documents, the relief of the budget as well as for the savings in the business operations.===>Primenom Intraneta smanjuje se količina papirnih dokumenata, rasterećuje se budžet i ostvaruju uštede u poslovanju.)
MATCH@M:(The introduction of this system enables the citizens to satisfy all their needs at one desk.===>Uvođenjem ovakvog sistema, građani dobij aj u mogućnost da sve poslove završe na jednom šaltru.)
MATCH@E:(The introduction of this system enables the citizens to satisfy all their needs at one desk.===>Uvođenjem ovakvog sistema, građani dobijaju mogućnost da sve poslove završe na jednom šaltru.)
MATCH@M:(Extranet.===>Ekstranet.)
MATCH@E:(Extranet.===>Ekstranet.)
MATCH@M:(The extranet makes it possible for the citizens to submit certain claims and receive certain information via the Internet or via the free-standing kiosk which would be located at busy sites (banks, post offices, supermarkets, department stores, bus stations, etc.).===>Ekstranet omogućava građanima da podnose određene zahteve i dobij aj u određene informacije putem Interneta ili samostojećih elektronskih kioska, koji bi bili postavljeni na prometnim mestima (banke, pošte, samousluge, robne kuće, autobuske stanice i slično).)
MATCH@E:(The extranet makes it possible for the citizens to submit certain claims and receive certain information via the Internet or via the free-standing kiosk which would be located at busy sites (banks, post offices, supermarkets, department stores, bus stations, etc.).===>Ekstranet omogućava građanima da podnose određene zahteve i dobijaju određene informacije putem Interneta ili samostojećih elektronskih kioska, koji bi bili postavljeni na prometnim mestima (banke, pošte, samousluge, robne kuće, autobuske stanice i slično).)
MATCH@M:(The citizens can get various information without having to wait in front of counters and regardless of the working hours of the respective public administration agencies.===>Građani mogu dobiti razne informacije bez čekanja u redovima na šalterima, nezavisno od radnog vremena pojedinih službi javne uprave.)
MATCH@E:(The citizens can get various information without having to wait in front of counters and regardless of the working hours of the respective public administration agencies.===>Građani mogu dobiti razne informacije bez čekanja u redovima na šalterima, nezavisno od radnog vremena pojedinih službi javne uprave.)
MATCH@M:(The use of such systems of public administration results in the reduction of crowds in front of counters, the reduction in the number of desks, the reduction in the number of the desks required, and finally in savings in the business operations.===>Korišćenje ovakvih sistema rezultuje smanjivanjem gužvi na šalterima, smanjivanjem broja potrebnih šaltera, uštedama u poslovanju.)
MATCH@E:(The use of such systems of public administration results in the reduction of crowds in front of counters, the reduction in the number of desks, the reduction in the number of the desks required, and finally in savings in the business operations.===>Korišćenje ovakvih sistema rezultuje smanjivanjem gužvi na šalterima, smanjivanjem broja potrebnih šaltera, uštedama u poslovanju.)
MATCH@M:(The Internet enables the state administration employees to access an enormous treasury of knowledge.===>Internet omogućava zaposlenima u državnoj upravi pristup ogromnoj riznici znanja.)
MATCH@E:(The Internet enables the state administration employees to access an enormous treasury of knowledge.===>Internet omogućava zaposlenima u državnoj upravi pristup ogromnoj riznici znanja.)
MATCH@M:(Similarly, it allows for the public administration to present itself and its work to the citizens, as well as to allow the citizens the access to a host of information that can be used in a prompt and simple way.===>Takođe, pruža mogućnost javnoj upravi da prikaže sebe i svoj rad građanima, kao i da građanima omogući pristup nizu informacija i servisa koji se mogu koristiti na brz i jednostavan način.)
MATCH@E:(Similarly, it allows for the public administration to present itself and its work to the citizens, as well as to allow the citizens the access to a host of information that can be used in a prompt and simple way.===>Takođe, pruža mogućnost javnoj upravi da prikaže sebe i svoj rad građanima, kao i da građanima omogući pristup nizu informacija i servisa koji se mogu koristiti na brz i jednostavan način.)
MATCH@M:(Mobile technologies.===>Mobilne tehnologije.)
MATCH@E:(Mobile technologies.===>Mobilne tehnologije.)
MATCH@M:(The mobile technologies allow for the communication between the citizens and the e-government via mobile phones.===>Mobilne tehnologije omogućavaju komunikaciju građana sa elektronskom vladom putem mobilnih telefona.)
MATCH@E:(The mobile technologies allow for the communication between the citizens and the e-government via mobile phones.===>Mobilne tehnologije omogućavaju komunikaciju građana sa elektronskom vladom putem mobilnih telefona.)
MATCH@M:(Such a way of communication has not yet gained grounds in a majority of countries, however, an increasing use of mobile telephones in everyday life will require that the e-government be accessible via mobile technologies in the nearest future.===>Ovakav vid komunikacije još uvek nije zaživeo u većini zemalja, ali sve veća upotreba mobilnih telefona u svakodnevnom životu ljudi zahtevaće što skoriju dostupnost e-uprave preko mobilnih tehnologija.)
MATCH@E:(Such a way of communication has not yet gained grounds in a majority of countries, however, an increasing use of mobile telephones in everyday life will require that the e-government be accessible via mobile technologies in the nearest future.===>Ovakav vid komunikacije još uvek nije zaživeo u većini zemalja, ali sve veća upotreba mobilnih telefona u svakodnevnom životu ljudi zahtevaće što skoriju dostupnost e-uprave preko mobilnih tehnologija.)
MATCH@M:(The most frequently stressed basic advantage of the mobile technologies implementation in the electronic communication between the government and citizens is the high extent of accessibility of the e-government services (anywhere and any place), since the mobile devices are always at their owners’ hand.===>Kao osnovna prednost upotrebe mobilnih tehnologija u elektronskom poslovanju uprave i građana najčećšće se navodi visok nivo dostupnosti servisa e-uprave (bilo kada i bilo gde), jer su mobilni uređaji uvek sa svojim vlasnikom.)
MATCH@E:(The most frequently stressed basic advantage of the mobile technologies implementation in the electronic communication between the government and citizens is the high extent of accessibility of the e-government services (anywhere and any place), since the mobile devices are always at their owners hand.===>Kao osnovna prednost upotrebe mobilnih tehnologija u elektronskom poslovanju uprave i građana najčećšće se navodi visok nivo dostupnosti servisa e-uprave (bilo kada i bilo gde), jer su mobilni uređaji uvek sa svojim vlasnikom.)
MATCH@M:(Call centre.===>Pozivni centar.)
MATCH@E:(Call centre.===>Pozivni centar.)
MATCH@M:(The development of technology and the integration of the Internet into the call-centre activities has given a special emphasis to the meaning of the word “call“, hence these centres are increasingly called the Internet call centres.===>Razvojem tehnologije i integracijom Interneta u poslovanje kol centara, značajno je evoluiralo i sam naziv, smisao reči „koll - poziv”, pa se ovakvi centri sve više nazivaju Internet kol centri.)
MATCH@E:(The development of technology and the integration of the Internet into the call-centre activities has given a special emphasis to the meaning of the word call, hence these centres are increasingly called the Internet call centres.===>Razvojem tehnologije i integracijom Interneta u poslovanje kol centara, značajno je evoluiralo i sam naziv, smisao reči koll poziv, pa se ovakvi centri sve više nazivaju Internet kol centri.)
MATCH@M:(Sometimes the terms contact or communication centres may be found in literature.===>U pojedinoj literaturi u opticaju su i nazivi kontakt ili komunikacioni centar.)
MATCH@E:(Sometimes the terms contact or communication centres may be found in literature.===>U pojedinoj literaturi u opticaju su i nazivi kontakt ili komunikacioni centar.)
MATCH@M:(The call centre development itself is directly meant to meet the needs of the market, as the call centre services are created by the very users, with their requests and needs [5].===>Sam razvoj kol centara direktno je usmeren potrebama tržišta, jer usluge kol centra kreiraju sami korisnici svojim zahtevima i potrebama [5].)
MATCH@E:(The call centre development itself is directly meant to meet the needs of the market, as the call centre services are created by the very users, with their requests and needs Š5Ë.===>Sam razvoj kol centara direktno je usmeren potrebama tržišta, jer usluge kol centra kreiraju sami korisnici svojim zahtevima i potrebama Š5Ë.)
MATCH@M:(The integration of web technology and the call centre created technical conditions for the IP telephony implementation.===>Integracijom veb tehnologije i kol centra stvoreni su tehnički uslovi za implementaciju IP telefonije.)
MATCH@E:(The integration of web technology and the call centre created technical conditions for the IP telephony implementation.===>Integracijom veb tehnologije i kol centra stvoreni su tehnički uslovi za implementaciju IP telefonije.)
MATCH@M:(It is in this way that the web service users, in case that in searching through the web pages they need additional information, are in a position to contact the agents in the Internet call centre via the IP telephony.===>Na ovaj način su korisnici veb usluga dobili mogućnost da ukoliko prilikom pregleda Web stranica zažele dodatne informacije, ostvare kontakt preko IP telefonije sa agentima u Internet kol centru.)
MATCH@E:(It is in this way that the web service users, in case that in searching through the web pages they need additional information, are in a position to contact the agents in the Internet call centre via the IP telephony.===>Na ovaj način su korisnici veb usluga dobili mogućnost da ukoliko prilikom pregleda Web stranica zažele dodatne informacije, ostvare kontakt preko IP telefonije sa agentima u Internet kol centru.)
MATCH@M:(They can also benefit from the opportunity to receive a higher quality service at a lower call cost.===>Takođe imaju mogućnost dobijanja kvalitetnije usluge uz manju cenu poziva.)
MATCH@E:(They can also benefit from the opportunity to receive a higher quality service at a lower call cost.===>Takođe imaju mogućnost dobijanja kvalitetnije usluge uz manju cenu poziva.)
MATCH@M:(The Internet call centre services cannot be specifically classified and accurately classed into definite categories.===>Usluge Internet kol centra se ne mogu posebno klasifikovati i precizno razvrstati u određene kategorije.)
MATCH@E:(The Internet call centre services cannot be specifically classified and accurately classed into definite categories.===>Usluge Internet kol centra se ne mogu posebno klasifikovati i precizno razvrstati u određene kategorije.)
MATCH@M:(Which services will be offered to the clients will be determined by the very needs of these clients, the development level of the market, that is, the economic growth, the telecommunication development (the development of technical infrastructure), the informatization level of the environment in which the Internet call centre operates, etc.===>Ono što je presudno koje će se usluge ponuditi klijentima jeste sama potreba istih, razvijenost tržišta, odnosno ekonomska razvijenost, telekomunkaciona razvijenost (razvijenost tehničke infrastukture), ste-pen informatizacije okoline u kojoj egzistira Internet kol centar i slično [5].)
MATCH@E:(Which services will be offered to the clients will be determined by the very needs of these clients, the development level of the market, that is, the economic growth, the telecommunication development (the development of technical infrastructure), the informatization level of the environment in which the Internet call centre operates, etc.===>Ono što je presudno koje će se usluge ponuditi klijentima jeste sama potreba istih, razvijenost tržišta, odnosno ekonomska razvijenost, telekomunkaciona razvijenost (razvijenost tehničke infrastukture), stepen informatizacije okoline u kojoj egzistira Internet kol centar i slično Š5Ë.)
MATCH@M:(The port is an application or a device that ensures a personalized and adaptive interface which helps users identify, track and communicate with other important entities of the system.===>Portal je aplikacija ili uređaj koji obezbeđuje perso-nalizovani i adaptivni interfejs koji korisnicima omogućava da otkriju, prate i komuniciraju sa drugim važnim entitetima sistema.)
MATCH@E:(The city government web port The port is an application or a device that ensures a personalized and adaptive interface which helps users identify, track and communicate with other important entities of the system.===>Web portal gradske uprave Portal je aplikacija ili uređaj koji obezbeđuje personalizovani i adaptivni interfejs koji korisnicima omogućava da otkriju, prate i komuniciraju sa drugim važnim entitetima sistema.)
MATCH@M:(The port is the application that collects (subject) matter important for the end user.===>Portal je aplikacija koja prikuplja sadržaje važne krajnjem korisniku.)
MATCH@E:(The port is the application that collects (subject) matter important for the end user.===>Portal je aplikacija koja prikuplja sadržaje važne krajnjem korisniku.)
MATCH@M:(Ports lead towards different Internet contents, organized from a set of integrated services designed for the purpose of enabling the user to find his way around the Internet more easily.===>Portali vode prema različitim Internet sadržajima, organizova-nim od skupa integrisanih servisa dizajniranih sa svrhom da korisniku omoguće lakše snalaženje Internetom.)
MATCH@E:(Ports lead towards different Internet contents, organized from a set of integrated services designed for the purpose of enabling the user to find his way around the Internet more easily.===>Portali vode prema različitim Internet sadržajima, organizovanim od skupa integrisanih servisa dizajniranih sa svrhom da korisniku omoguće lakše snalaženje Internetom.)
MATCH@M:(Nowadays the ports are becoming a standard work environment for the integration of applications and the business logics.===>Danas, portali postaju standardno radno okruženje za integraciju aplikacija i poslovnu logiku.)
MATCH@E:(Nowadays the ports are becoming a standard work environment for the integration of applications and the business logics.===>Danas, portali postaju standardno radno okruženje za integraciju aplikacija i poslovnu logiku.)
MATCH@M:(The port is a technology that allows for a company or an organization to open up internally or towards the external world and offer its clients a unique access to personalized information necessary for making important decisions.===>Portal je tehnologija koja omogućava kompaniji ili organizaciji da se otvori interno ili prema svetu, i svojim korisnicima ponudi jedinstven prolaz ka personalizo-vanim informacijama, potrebnim za donošenje važnih odluka.)
MATCH@E:(The port is a technology that allows for a company or an organization to open up internally or towards the external world and offer its clients a unique access to personalized information necessary for making important decisions.===>Portal je tehnologija koja omogućava kompaniji ili organizaciji da se otvori interno ili prema svetu, i svojim korisnicima ponudi jedinstven prolaz ka personalizovanim informacijama, potrebnim za donošenje važnih odluka.)
MATCH@M:(The port is an aggregate of different software applications that edit, analyse and distribute information both within and without the organization.===>Portal je spoj različitih softverskih aplikacija, koje uređuju, analiziraju i distribuiraju informacije u okviru i van granica organizacije.)
MATCH@E:(The port is an aggregate of different software applications that edit, analyse and distribute information both within and without the organization.===>Portal je spoj različitih softverskih aplikacija, koje uređuju, analiziraju i distribuiraju informacije u okviru i van granica organizacije.)
MATCH@M:(It primarily means one possibility of modernizing the information.===>Portal, pre svega, predstavlja mogućnost osavremenjavanja informacija.)
MATCH@E:(It primarily means one possibility of modernizing the information.===>Portal, pre svega, predstavlja mogućnost osavremenjavanja informacija.)
MATCH@M:(The user’s view of the contents that can be available via the e-government port is shown in Figure 4.===>Korisnički pogled na sadržaje koji mogu biti dostupni preko portala e-uprave prikazan je na slici 4.)
MATCH@E:(The users view of the contents that can be available via the e-government port is shown in Figure 4.===>Korisnički pogled na sadržaje koji mogu biti dostupni preko portala e-uprave prikazan je na slici 4.)
MATCH@M:(The web port of the city government of the city of Belgrade is created for the purpose of providing the citizens with a prompt and simple access to any information regarding the city government or the public utilities’ operations [9].===>Veb portal gradske uprave grada Beograda kreiran je sa ciljem da se građanima omogući brz i jednostavan pristup svim informacijama koje se tiču poslovanja gradske uprave ili gradskih komunalnih preduzeća [9].)
MATCH@E:(Data sources in the port The web port of the city government of the city of Belgrade is created for the purpose of providing the citizens with a prompt and simple access to any information regarding the city government or the public utilities operations Š9Ë.===>Izvori podataka u portalu Veb portal gradske uprave grada Beograda kreiran je sa ciljem da se građanima omogući brz i jednostavan pristup svim informacijama koje se tiču poslovanja gradske uprave ili gradskih komunalnih preduzeća Š9Ë.)
MATCH@M:(The address of the city government web port is www.beograd.org.rs.===>Veb-portal gradske uprave nalazi se na adresi www.beograd.org.yu.)
MATCH@E:(The address of the city government web port is www.beograd.org.rs.===>Veb-portal gradske uprave nalazi se na adresi www.beograd.org.yu.)
MATCH@M:(The conceptual layout of the home page is shown in figure 5.===>Konceptualni izgled naslovne stranice portala prikazan je na slici 5.)
MATCH@E:(The conceptual layout of the home page is shown in figure 5. ~~~ 4.===>Konceptualni izgled naslovne stranice portala prikazan je na slici 5.)
MATCH@M:(Figure 6 shows the lay out of the city of Belgrade web port.===>Na slici 6. prikazan je izgled web portala grada Beograda.)
MATCH@E:(Figure 6 shows the lay out of the city of Belgrade web port.===>Na slici 6. prikazan je izgled web portala grada Beograda.)
MATCH@M:(The first impression on accessing the port is that the links are easily accessible and that the principle that the information is achieved at a maximun three clicks is observed to the utmost.===>Prvi utisak pri pristupu portalu je da su linkovi veoma pristupačni a princip da maksimalno tri klika vode do tražene informacije je u potpunosti ispošto-van.)
MATCH@E:(The first impression on accessing the port is that the links are easily accessible and that the principle that the information is achieved at a maximun three clicks is observed to the utmost.===>Prvi utisak pri pristupu portalu je da su linkovi veoma pristupačni a princip da maksimalno tri klika vode do tražene informacije je u potpunosti ispoštovan.)
MATCH@M:(The menu points are logical and functional.===>Meni tačke su logične i funkcionalne.)
MATCH@E:(The menu points are logical and functional.===>Meni tačke su logične i funkcionalne.)
MATCH@M:(Systematized and clear service information and news are easily searched for by the user.===>Sistematizovane i pregledne servisne informacije i vesti se lako pretražuju od korisnika.)
MATCH@E:(Systematized and clear service information and news are easily searched for by the user.===>Sistematizovane i pregledne servisne informacije i vesti se lako pretražuju od korisnika.)
MATCH@M:(Figure 5.===>Slika 5.)
MATCH@E:(Figure 2.===>Slika 2.)
MATCH@M:(The possible layout of the general model of functioning of the city government call centre is easy to recognize if we have in mind a large number of services the caller has to interact with.===>S obzirom na veliki broj službi sa kojima pozivalac treba da ostvari interakciju, može se prepoznati mogući izgled opšteg modela funkcionisanja pozivnog centra gradske uprave.)
MATCH@E:(The possible layout of the general model of functioning of the city government call centre is easy to recognize if we have in mind a large number of services the caller has to interact with.===>S obzirom na veliki broj službi sa kojima pozivalac treba da ostvari interakciju, može se prepoznati mogući izgled opšteg modela funkcionisanja pozivnog centra gradske uprave.)
MATCH@M:(The caller is free to use any available communication channel in order that he/she should be in a position to resolve his/her problem.===>Pozivalac je slobodan da upotrebi bilo koji od raspoloživih kanala komunikacije kako bi došao do razrešenja svog problema.)
MATCH@E:(The caller is free to use any available communication channel in order that he/she should be in a position to resolve his/her problem.===>Pozivalac je slobodan da upotrebi bilo koji od raspoloživih kanala komunikacije kako bi došao do razrešenja svog problema.)
MATCH@M:(It is important that the general model of the call centre (figure 7) succeeds in integrating the information system that provides the functionality of classification, deciding on priorities, conversion, communication in any direction required, as well as in automation of standard processes (that can be entirely or partially automated).===>U opštem modelu pozivnog centra (slika 7) potrebno je objediniti informacioni sistem koji pruža funkcionalnosti klasifikacije, davanja priorireta, konverzije, komunikacije u svim potrebnim smerovima, kao i automatizacije standardnih procesa (koji se mogu u potpunosti ili delimično automatizovati).)
MATCH@E:(It is important that the general model of the call centre (figure 7) succeeds in integrating the information system that provides the functionality of classification, deciding on priorities, conversion, communication in any direction required, as well as in automation of standard processes (that can be entirely or partially automated).===>U opštem modelu pozivnog centra (slika 7) potrebno je objediniti informacioni sistem koji pruža funkcionalnosti klasifikacije, davanja priorireta, konverzije, komunikacije u svim potrebnim smerovima, kao i automatizacije standardnih procesa (koji se mogu u potpunosti ili delimično automatizovati).)
MATCH@M:(All the functionalities mentioned are necessary to be supported by the transparent generating of documents (logs), which can later be reused in any future processes of resolvings users’ claims as well as in the analysis of current state affairs by the supervisory bodies.===>Sve pomenute funkcionalnosti potrebno je ispratiti transparentnim generisanjem dokumentacije (logova), koja kasnije može biti ponovo upotrebljena u svim budućim razre-šavanjima korisničkih upita i analizi trenutnog stanja od nadzornih organa.)
MATCH@E:(All the functionalities mentioned are necessary to be supported by the transparent generating of documents (logs), which can later be reused in any future processes of resolvings users claims as well as in the analysis of current state affairs by the supervisory bodies.===>Sve pomenute funkcionalnosti potrebno je ispratiti transparentnim generisanjem dokumentacije (logova), koja kasnije može biti ponovo upotrebljena u svim budućim razrešavanjima korisničkih upita i analizi trenutnog stanja od nadzornih organa.)
MATCH@M:(All the quoted functionalities should be implemented in accordance with the laws and safety requirements.===>Sve navedene funkcionalnosti treba da budu implementirane u skladu sa zakonima i sigurnosnim zahtevima.)
MATCH@E:(All the quoted functionalities should be implemented in accordance with the laws and safety requirements.===>Sve navedene funkcionalnosti treba da budu implementirane u skladu sa zakonima i sigurnosnim zahtevima.)
MATCH@M:(These two functions are core functions (CORE).===>Ove dve funkcije su bazne (CORE).)
MATCH@E:(These two functions are core functions (CORE).===>Ove dve funkcije su bazne (CORE).)
MATCH@M:(The other modules act towards accomplishing these functions and these are the modules of claim receipt and acknowledgement, the module of communication with citizens (shown by the response module), the module of call centre management.===>Ostali moduli su u službi ostvarenja ovih funkcija i one obuhvataju module prihvata i registracije upita, modul komunikacije sa građanima (prikazana modulom odgovora), modul upravljanja pozivnim centrom.)
MATCH@E:(The other modules act towards accomplishing these functions and these are the modules of claim receipt and acknowledgement, the module of communication with citizens (shown by the response module), the module of call centre management.===>Ostali moduli su u službi ostvarenja ovih funkcija i one obuhvataju module prihvata i registracije upita, modul komunikacije sa građanima (prikazana modulom odgovora), modul upravljanja pozivnim centrom.)
MATCH@M:(Figure 7.===>Slika 7.)
MATCH@E:(Figure 4.===>Slika 4.)
MATCH@M:(“Notifications“ (N) are automatically generated by all the services supposed to participate in an integrated call centre, upon the completion of a certain internal activity and they are forwarded to the central knowledge base.===>“Obaveštenja” (O) su automatski generisana od svih službi koje su predviđene da učestvuju u objedinjenom pozivnom centru po okončanju neke interne aktivnosti i prosleđena ka centralnoj bazi znanja.)
MATCH@E:(Notifications (N) are automatically generated by all the services supposed to participate in an integrated call centre, upon the completion of a certain internal activity and they are forwarded to the central knowledge base.===>Obaveštenja (O) su automatski generisana od svih službi koje su predviđene da učestvuju u objedinjenom pozivnom centru po okončanju neke interne aktivnosti i prosleđena ka centralnoj bazi znanja.)
MATCH@M:(The central knowledge base can be consulted by any call centre information system user directly or indirectly, regardless of whether it is an internal or external user (caller, call centre operator, distributed operative centre operator, controller, analyst, manager, etc.).===>Centralnu bazu znanja mogu konsultovati svi korisnici in-formacionog sistema pozivnog centra direktno ili indirektno, bilo da se radi o unutrašnjem ili spoljašnjem korisniku (pozivalac, operater pozivnog centra, operater distribuiranog operativnog centra, kontrolor, analitičar, menadžer itd.).)
MATCH@E:(The central knowledge base can be consulted by any call centre information system user directly or indirectly, regardless of whether it is an internal or external user (caller, call centre operator, distributed operative centre operator, controller, analyst, manager, etc.).===>Centralnu bazu znanja mogu konsultovati svi korisnici informacionog sistema pozivnog centra direktno ili indirektno, bilo da se radi o unutrašnjem ili spoljašnjem korisniku (pozivalac, operater pozivnog centra, opera ter distribuiranog operativnog centra, kontrolor, analitičar, menadžer itd.).)
MATCH@M:(It is essential that the complete records and information are forwarded from one site - the call centre, therefore it is the tsak and interest of all the services to file the information of services accomplished in the offline regime in the knowledge base so that they should be available and possible to use in further operations.===>Suština je u tome da kompletna evidencija i izveštava-nje ide sa jednog mesta - pozivnog centra, pa je zadatak i interes svih službi da informacije o uslugama koje su realizovane u offline režimu budu evidantirane u bazi znanja, kako bi se mogle koristiti u daljem poslovanju.)
MATCH@E:(It is essential that the complete records and information are forwarded from one site the call centre, therefore it is the tsak and interest of all the services to file the information of services accomplished in the offline regime in the knowledge base so that they should be available and possible to use in further operations.===>Suština je u tome da kompletna evidencija i izveštavanje ide sa jednog mesta pozivnog centra, pa je zadatak i interes svih službi da informacije o uslugama koje su realizovane u offline režimu budu evidantirane u bazi znanja, kako bi se mogle koristiti u daljem poslovanju.)
MATCH@M:(The mission of the Belgrade Call Centre is the improvement of the communication between the citizens and the city services, including the public utilities.===>Misija Beogradskog pozivnog centra je upravo unapređenje komunikacije između građana i gradskih službi, uključujući javna komunalna preduzeća.)
MATCH@E:(The mission of the Belgrade Call Centre is the improvement of the communication between the citizens and the city services, including the public utilities.===>Misija Beogradskog pozivnog centra je upravo unapređenje komunikacije između građana i gradskih službi, uključujući javna komunalna preduzeća.)
MATCH@M:(Using the call centre the citizens can obtain all the essential information at one place.===>Korišćenjem pozivnog centra, građani mogu dobiti sve bitne informacije na jednom mestu.)
MATCH@E:(Using the call centre the citizens can obtain all the essential information at one place.===>Korišćenjem pozivnog centra, građani mogu dobiti sve bitne informacije na jednom mestu.)
MATCH@M:(The Belgrade Call Centre (BCC) is designed as a modern contact centre through which the citizens (consumers of services) have an opportunity to satisfy all their municipal needs as well as the needs from the field of legal procedures with the city and municipal bodies.===>Beogradski pozivni centar (BPC) osmišljen je kao moderni kontakt centar, posredstvom koga građanin (korisnik usluga) dobija mogućnost da izservisira sve svoje komunalne i potrebe iz upravnog postupka kod gradskih i opštinskih organa.)
MATCH@E:(The Belgrade Call Centre (BCC) is designed as a modern contact centre through which the citizens (consumers of services) have an opportunity to satisfy all their municipal needs as well as the needs from the field of legal procedures with the city and municipal bodies.===>Beogradski pozivni centar (BPC) osmišljen je kao moderni kontakt centar, posredstvom koga građanin (korisnik usluga) dobija mogućnost da izservisira sve svoje komunalne i potrebe iz upravnog postupka kod gradskih i opštinskih organa.)
MATCH@M:(The citizen applies to the centre by composing a respective claim - the claim, in terms of the BCC, is a telephone or any other mode of communication (multimedia: web, e-mail, fax, mail, telephone, teletext, desk, ...) enquiries, requests, propositions, information and notifications from the citizen to a city service and vice versa.===>Građanin svoj zahtev podnosi uspostavljanjem odgovarajućeg upita - pod upitom se, u svetlu BPC podrazumeva telefonski ili na neki drugi način (multimedijalno: veb, i-mejl, faks, pošta, telefon, teletekst, šalter...) predstavljene žalbe, zahtevi, predlo-zi, informacije i obaveštenja od građanina prema nekoj od gradskih službi ili obrnuto.)
MATCH@E:(The citizen applies to the centre by composing a respective claim the claim, in terms of the BCC, is a telephone or any other mode of communication (multimedia: web, e-mail, fax, mail, telephone, teletext, desk, ...) enquiries, requests, propositions, information and notifications from the citizen to a city service and vice versa. ~~~ (The services here means the city public utilities, secretariats, institutes, municipalities or any other companies in charge of any public concerns).===>Građanin svoj zahtev podnosi uspostavljanjem odgovarajućeg upita pod upitom se, u svetlu BPC podrazumeva telefonski ili na neki drugi način (multimedijalno: veb, i-mejl, faks, pošta, telefon, teletekst, šalter...) predstavljene žalbe, zahtevi, predlozi, informacije i obaveštenja od građanina prema nekoj od gradskih službi ili obrnuto. (Pod službom se podrazumevaju gradska javna komunalna preduzeća (JKP), sekretarijati, zavodi, opštine ili druga preduzeća kojima je poveren neki od javnih poslova).)
BAD_LINE_=============================================================
BAD_LINE_M:The citizen applies to the centre by composing a respective claim - the claim, in terms of the BCC, is a telephone or any other mode of communication (multimedia: web, e-mail, fax, mail, telephone, teletext, desk, ...) enquiries, requests, propositions, information and notifications from the citizen to a city service and vice versa.
BAD_LINE_M:Građanin svoj zahtev podnosi uspostavljanjem odgovarajućeg upita - pod upitom se, u svetlu BPC podrazumeva telefonski ili na neki drugi način (multimedijalno: veb, i-mejl, faks, pošta, telefon, teletekst, šalter...) predstavljene žalbe, zahtevi, predlo-zi, informacije i obaveštenja od građanina prema nekoj od gradskih službi ili obrnuto.
BAD_LINE_E:The citizen applies to the centre by composing a respective claim the claim, in terms of the BCC, is a telephone or any other mode of communication (multimedia: web, e-mail, fax, mail, telephone, teletext, desk, ...) enquiries, requests, propositions, information and notifications from the citizen to a city service and vice versa. ~~~ (The services here means the city public utilities, secretariats, institutes, municipalities or any other companies in charge of any public concerns).
BAD_LINE_E:Građanin svoj zahtev podnosi uspostavljanjem odgovarajućeg upita pod upitom se, u svetlu BPC podrazumeva telefonski ili na neki drugi način (multimedijalno: veb, i-mejl, faks, pošta, telefon, teletekst, šalter...) predstavljene žalbe, zahtevi, predlozi, informacije i obaveštenja od građanina prema nekoj od gradskih službi ili obrnuto. (Pod službom se podrazumevaju gradska javna komunalna preduzeća (JKP), sekretarijati, zavodi, opštine ili druga preduzeća kojima je poveren neki od javnih poslova).
MATCH@M:(The Belgrade call centre is designed to operate 24 hours, seven days a week; it is centralized and organized with all its major technical and personnel resources on a central location and with a distributive operational function (claim servicing concentrated on respective services).===>Beogradski pozivni centar osmišljen je tako da radi non-stop, 24 časa, sedam dana u nedelji, i kao centrali-zovan, postavljen sa svim svojim glavnim, tehničkim i kadrovskim resursima na jednoj centralnoj lokaciji i sa distribuiranom operativnom funkcijom (servisiranje upita koncentrisano po nadležnim službama).)
MATCH@E:(The Belgrade call centre is designed to operate 24 hours, seven days a week; it is centralized and organized with all its major technical and personnel resources on a central location and with a distributive operational function (claim servicing concentrated on respective services).===>Beogradski pozivni centar osmišljen je tako da radi non-stop, 24 časa, sedam dana u nedelji, i kao centralizovan, postavljen sa svim svojim glavnim, tehničkim i kadrovskim resursima na jednoj centralnoj lokaciji i sa distribuiranom operativnom funkcijom (servisiranje upita koncentrisano po nadležnim službama).)
MATCH@M:(With such a quality the BCC assumes the function of controlling and monitoring the operations of all the competent sity services (CityStat function).===>Po ovom svom svojstvu, BPC dobija funkciju kontrole i praćenja rada svih nadležnih gradskih službi (CityStat funkcija).)
MATCH@E:(With such a quality the BCC assumes the function of controlling and monitoring the operations of all the competent sity services (CityStat function).===>Po ovom svom svojstvu, BPC dobija funkciju kontrole i praćenja rada svih nadležnih gradskih službi (CityStat funkcija).)
MATCH@M:(Technologically, the BCC should have been organized on the basis of modern conceptual and technical solutions.===>Tehnološki, BPC bi trebalo da je realizovan na bazi modernih konceptualnih i tehničkih rešenja.)
MATCH@E:(Technologically, the BCC should have been organized on the basis of modern conceptual and technical solutions.===>Tehnološki, BPC bi trebalo da je realizovan na bazi modernih konceptualnih i tehničkih rešenja.)
MATCH@M:(Thus the concept of voice transmission is replaced by the concept of data transmission (an entirely digital system).===>U tom smislu, sa koncepta prenosa glasa prelazi se na koncept preno-sa podataka (potpuno digitalni sistem).)
MATCH@E:(Thus the concept of voice transmission is replaced by the concept of data transmission (an entirely digital system).===>U tom smislu, sa koncepta prenosa glasa prelazi se na koncept prenosa podataka (potpuno digitalni sistem).)
MATCH@M:(The specific solution here can be a system with a communication server as the principal control of the system with the implementation of software telephones (softphone applications on the data station or the hardware VoIP telephones).===>Kao konkretno rešenje predlaže se sistem sa komunikacionim serverom kao glavnom kontrolom sistema i implementacija softverskih telefona (softphone aplikacije na radnoj stanici ili hardverski VolP telefoni).)
MATCH@E:(The specific solution here can be a system with a communication server as the principal control of the system with the implementation of software telephones (softphone applications on the data station or the hardware VoIP telephones).===>Kao konkretno rešenje predlaže se sistem sa komunikacionim serverom kao glavnom kontrolom sistema i implementacija softverskih telefona (softphone aplikacije na radnoj stanici ili hardverski VoIP telefoni).)
MATCH@M:(The entire information network infrastructure is to be constructed in accordance with the general design of the Belgrade Information Centre, making the widest possible use of the available public resourses (access to the Internet, VPN channels, ...).===>Celokupna informatička mrežna infrastruktura treba da se izvrši u skladu sa idejnim projektom Beogradskog informacionog sistema i pri tome treba maksimalno da se koriste raspoloživi javni resursi (pristup Internetu, VPN kanali...).)
MATCH@E:(The entire information network infrastructure is to be constructed in accordance with the general design of the Belgrade Information Centre, making the widest possible use of the available public resourses (access to the Internet, VPN channels, ...).===>Celokupna informatička mrežna infrastruktura treba da se izvrši u skladu sa idejnim projektom Beogradskog informacionog sistema i pri tome treba maksimalno da se koriste raspoloživi javni resursi (pristup Internetu, VPN kanali...).)
MATCH@M:(The BCC is to be located in the new (adapted) building close to major external resources (post and IS of the city).===>BPC treba da bude lociran u novom (adaptiranom) objektu u fizičkoj blizini važnih spoljnih resursa (poštanskih i IS grada).)
MATCH@E:(The BCC is to be located in the new (adapted) building close to major external resources (post and IS of the city).===>BPC treba da bude lociran u novom (adaptiranom) objektu u fizičkoj blizini važnih spoljnih resursa (poštanskih i IS grada).)
MATCH@M:(The premises are planned to be equipped according to the highest standards of the interior design of modern call centres, with special attention paid to the ergonomy of work places.===>Prostor treba da se opremi u visokim standardima enterijera savremenih pozivnih centara, sa naročitom pažnjom na ergonomiju radnih mesta.)
MATCH@E:(The premises are planned to be equipped according to the highest standards of the interior design of modern call centres, with special attention paid to the ergonomy of work places.===>Prostor treba da se opremi u visokim standardima enterijera savremenih pozivnih centara, sa naročitom pažnjom na ergonomiju radnih mesta.)
MATCH@M:(The project is designed for the end phase, but will be equipped according to the dymanics of introducing respective services (public utilities in the first phase, city government in the second, and municipalities in the third phase).===>Projekat se radi za konačnu fazu, ali će biti opreman shodno dinamici uvođenja službi (prva faza komunalna preduzeća, druga faza gradska uprava i treća faza opštine).)
MATCH@E:(The project is designed for the end phase, but will be equipped according to the dymanics of introducing respective services (public utilities in the first phase, city government in the second, and municipalities in the third phase).===>Projekat se radi za konačnu fazu, ali će biti opreman shodno dinamici uvođenja službi (prva faza komunalna preduzeća, druga faza gradska uprava i treća faza opštine).)
MATCH@M:(Figure 8 presents the basic architecture of the Belgrade Call Centre.===>Na slici 8. prikazana je osnovna arhitektura Beogradskog pozivnog centra.)
MATCH@E:(Figure 8 presents the basic architecture of the Belgrade Call Centre Š1Ë.===>Na slici 8. prikazana je osnovna arhitektura Beogradskog pozivnog centra Š1Ë.)
MATCH@M:(Using different communication channels, including the direct access, the citizens and the companies can contact the Belgrade Call Centre.===>Građani i preduzeća korišće-njem različitih komunikacionih kanala, uključujući direktan pristup, mogu kontaktirati Beogradski pozivni centar.)
MATCH@E:(Using different communication channels, including the direct access, the citizens and the companies can contact the Belgrade Call Centre.===>Građani i preduzeća korišćenjem različitih komunikacionih kanala, uključujući direktan pristup, mogu kontaktirati Beogradski pozivni centar.)
MATCH@M:(The virtual private network connects the Belgrade Call Centre with the operation services of the public utilities, thus allowing for a prompt processing of the citizens’ and the companies’ claims.===>Beogradski pozivni centar je preko virtuelne privatne mreže povezan sa operativnim službama javnih komunalnih preduzeća, što omogućava brzu obradu zahteva građana i preduzeća.)
MATCH@E:(The virtual private network connects the Belgrade Call Centre with the operation services of the public utilities, thus allowing for a prompt processing of the citizens and the companies claims.===>Beogradski pozivni centar je preko virtuelne privatne mreže povezan sa operativnim službama javnih komunalnih preduzeća, što omogućava brzu obradu zahteva građana i preduzeća.)
MATCH@M:(The BCC architecture is designed in such a way that it should allow for a prompt and efficient communication with clients, as well as an efficient processing of their claims.===>Struktura Beogradskog pozivnog centra projektovana je da omogući brzu i efikasnu komunikaciju sa klijentima, kao i efikasnu obradu njihovih zahteva.)
MATCH@E:(The BCC architecture is designed in such a way that it should allow for a prompt and efficient communication with clients, as well as an efficient processing of their claims.===>Struktura Beogradskog pozivnog centra projektovana je da omogući brzu i efikasnu komunikaciju sa klijentima, kao i efikasnu obradu njihovih zahteva.)
MATCH@M:(Similarly, the role of the call centre is to integrate various ways of communication between the citizens and the city government, such as direct access, mail, electronic mail, the Internet.===>Takođe, uloga pozivnog centra je da integriše različite načine komunikacije između građana i gradske uprave, kao što su direktan pristup, pošta, elektronska pošta, Internet.)
MATCH@E:(Similarly, the role of the call centre is to integrate various ways of communication between the citizens and the city government, such as direct access, mail, electronic mail, the Internet.===>Takođe, uloga pozivnog centra je da integriše različite načine komunikacije između građana i gradske uprave, kao što su direktan pristup, pošta, elektronska pošta, Internet.)
MATCH@M:(Figure 10 presents the integrated flow of the communication process between the citizens and the city covernment via the call centre [1].===>Slika 10. prikazuje intergrisani tok procesa komunikacije građana i gradske uprave korišćenjem pozivnog centra [1].)
MATCH@E:(Figure 10 presents the integrated flow of the communication process between the citizens and the city covernment via the call centre Š1Ë.===>Slika 10. prikazuje intergrisani tok procesa komunikacije građana i gradske uprave korišćenjem pozivnog centra Š1Ë.)
MATCH@M:(The citizen applies with his claim, the claim is analysed to decide whether it can be resolved within the call centre or it has to be forwarded to the operational service of a public utility.===>Građanin upućuje zahtev, zatim se utvrđuje da li se zahtev može rešiti u okviru pozivnog centra, ili je potrebno zahtev proslediti operativnoj službi nekog od javnih komunalnih preduzeća.)
MATCH@E:(The citizen applies with his claim, the claim is analysed to decide whether it can be resolved within the call centre or it has to be forwarded to the operational service of a public utility.===>Građanin upućuje zahtev, zatim se utvrđuje da li se zahtev može rešiti u okviru pozivnog centra, ili je potrebno zahtev proslediti operativnoj službi nekog od javnih komunalnih preduzeća.)
MATCH@M:(In any case, the reply is sent to the citizen via the call centre.===>U svakom slučaju, odgovor se preko pozivnog centra upućuje građaninu.)
MATCH@E:(In any case, the reply is sent to the citizen via the call centre.===>U svakom slučaju, odgovor se preko pozivnog centra upućuje građaninu.)
MATCH@M:(Figure 9.===>Slika 9.)
MATCH@E:(Figure 5.===>Slika 5.)
MATCH@M:(Belgrade call centre architecture===>Struktura Beogradskog pozivnog centra)
MATCH@E:(Belgrade call centre architecture VI.===>)
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BAD_LINE_M:Belgrade call centre architecture
BAD_LINE_M:Struktura Beogradskog pozivnog centra
BAD_LINE_E:Belgrade call centre architecture VI.
BAD_LINE_E:
MATCH@M:(A modern technology of business doing, the electronic business is becoming increasingly important in the world of business, services, and information.===>Elektronsko poslovanje kao savremena tehnologija poslovanja sve više dobija na značaju u svetu biznisa, usluga i informacija.)
MATCH@E:(Conclusion A modern technology of business doing, the electronic business is becoming increasingly important in the world of business, services, and information.===>)
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BAD_LINE_M:A modern technology of business doing, the electronic business is becoming increasingly important in the world of business, services, and information.
BAD_LINE_M:Elektronsko poslovanje kao savremena tehnologija poslovanja sve više dobija na značaju u svetu biznisa, usluga i informacija.
BAD_LINE_E:Conclusion A modern technology of business doing, the electronic business is becoming increasingly important in the world of business, services, and information.
BAD_LINE_E:
MATCH@M:(The communication between the state and its citizens should be carried out in as simple a way as possible, and the time required for it should also be as short as possible.===>Komunikacija države i građana treba da se odvija na što jednostavniji način, a vreme potrebno za pružanje usluga treba da je što kraće.)
MATCH@E:(The communication between the state and its citizens should be carried out in as simple a way as possible, and the time required for it should also be as short as possible.===>Komunikacija države i građana treba da se odvija na što jednostavniji način, a vreme potrebno za pružanje usluga treba da je što kraće.)
MATCH@M:(The government agencies are said to work satisfactorily if their work is subject to the public assessment as well as if the citizens are in a position to suggest the ways in which this work can be improved.===>Rad državnih organa je dobar ako je izložen sudu javnosti i mogućnosti uticaja građana na poboljšanje rada.)
MATCH@E:(The government agencies are said to work satisfactorily if their work is subject to the public assessment as well as if the citizens are in a position to suggest the ways in which this work can be improved.===>Rad državnih organa je dobar ako je izložen sudu javnosti i mogućnosti uticaja građana na poboljšanje rada.)
MATCH@M:(The motives underlying the e-government project have to be closely related to the broad, clearly defined goals of the public policy - increasing the government efficiency, or improving the quality of the services rendered.===>Motivi koji stoje iza projekta e-uprave moraju biti povezani sa širim, jasno defi-nisanim ciljevima javne politike - povećanje efikasnosti uprave, ili poboljšanje kvaliteta pruženih usluga.)
MATCH@E:(The motives underlying the e-government project have to be closely related to the broad, clearly defined goals of the public policy increasing the government efficiency, or improving the quality of the services rendered.===>Motivi koji stoje iza projekta e-uprave moraju biti povezani sa širim, jasno definisanim ciljevima javne politike - povećanje efikasnosti uprave, ili poboljšanje kvaliteta pruženih usluga.)
MATCH@M:(The introduction of e-government is assumed to result in the change of the government’s work methods, which means an adequate political will and leadership, as well as unavoidable vast expenses.===>Uvođenje e-uprave trebalo bi da dovede do promene načina na koji uprava radi, što jasno podrazumeva odgovarajuću političku volju i vodstvo, kao i neminovne obimne troškove.)
MATCH@E:(The introduction of e-government is assumed to result in the change of the governments work methods, which means an adequate political will and leadership, as well as unavoidable vast expenses.===>Uvođenje e-uprave trebalo bi da dovede do promene načina na koji uprava radi, što jasno podrazumeva odgovarajuću političku volju i vođstvo, kao i neminovne obimne troškove.)
MATCH@M:(The paper is an attempt to systematize the methods of communication between the citizens and the government in the conditions of electronic business of the public administration.===>U ovom radu sistematizovane su metode komunikacije između građana i uprave u elektronskom poslovanju javne uprave.)
MATCH@E:(The paper is an attempt to systematize the methods of communication between the citizens and the government in the conditions of electronic business of the public administration.===>U ovom radu sistematizovane su metode komunikacije između građana i uprave u elektronskom poslovanju javne uprave.)
MATCH@M:(It offers a review of the implementation of these methods of communication in the City of Belgrade government, as well as a proposition regarding the improvement of the G2C communication in the City of Belgrade public administration.===>Dat je pregled korišćenja ovih metoda komunikacije u upravi grada Beograda, kao i predlog modela za unapređenje G2C komunikacije u javnoj upravi grada Beograda.)
MATCH@E:(It offers a review of the implementation of these methods of communication in the City of Belgrade government, as well as a proposition regarding the improvement of the G2C communication in the City of Belgrade public administration.===>Dat je pregled korišćenja ovih metoda komunikacije u upravi grada Beograda, kao i predlog modela za unapređenje G2C komunikacije u javnoj upravi grada Beograda.)
MATCH@M:(We hope that in the future the majority of citizens will be in a position to benefit from the e-government facilities.===>Nadamo se da će u skorijoj budućnosti većina ljudi u Srbijii moći da koristi pogodnosti e-uprave.)
MATCH@E:(We hope that in the future the majority of citizens will be in a position to benefit from the e-government facilities.===>Nadamo se da će u skorijoj budućnosti većina ljudi u Srbijii moći da koristi pogodnosti e-uprave.)
MATCH@M:(This, however, shall certainly have to be accompanied by the overall technological and economic development.===>Međutim, to svakako mora biti praćeno sveukupnim tehnološkim i ekonomskim razvojem.)
MATCH@E:(This, however, shall certainly have to be accompanied by the overall technological and economic development.===>Međutim, to svakako mora biti praćeno sveukupnim tehnološkim i ekonomskim razvojem.)
MATCH@M:(It is only then that we will become aware of all the potentials and opportunities the e-government brings.===>Tek tada ćemo postati svesni svih potencijala i prilika koje e-uprava donosi.)
MATCH@E:(It is only then that we will become aware of all the potentials and opportunities the e-government brings.===>Tek tada ćemo postati svesni svih potencijala i prilika koje e-uprava donosi.)
MATCH@M:(The Tuning method incorporates the (re)design-ing, developmet, introducing and evaluation of curricula for each of the three Bologna cycles.===>Tuningov način rada uključuje metodologiju za (preoblikovanje, razvoj, uvođenje i evalvaciju studijskih programa za svaki od tri bolonjska ciklusa .)
MATCH@E:(The Tuning method incorporates the (re)designing, developmet, introducing and evaluation of curricula for each of the three Bologna cycles.===>Tuningov način rada uključuje metodologiju za (pre)oblikovanje, razvoj, uvođenje i evalvaciju studijskih programa za svaki od tri bolonjska ciklusa .)
MATCH@M:(The objectives of the Bologna reform are to create an integrated European higher education area by way of achieving high quality, transparency and measurability of the scope of studies relying on the ECTS system of integrated grading of the students’ academic obligations.===>Ciljevi bolonjske reforme su oblikovanje jedinstvenog evropskog visokoškolskog prostora postizanjem visokog kvaliteta, transparentnosti i merljivosti studijskog obima koji se oslanja na ECTS sistem jedinstvenog bodovanja studijskih obaveza studenata.)
MATCH@E:(The objectives of the Bologna reform are to create an integrated European higher education area by way of achieving high quality, transparency and measurability of the scope of studies relying on the ECTS system of integrated grading of the students academic obligations.===>Ciljevi bolonjske reforme su oblikovanje jedinstvenog evropskog visokoškolskog prostora postizanjem visokog kvaliteta, transparentnosti i merljivosti studijskog obima koji se oslanja na ECTS sistem jedinstvenog bodovanja studijskih obaveza studenata.)
MATCH@M:(The adopted objectives of the reform guide the development of the higher education towards an integral personal development of the student population with a broad knowledge of the the European requirements as regards higher education and employment.===>Usvojeni ciljevi reforme usmeravaju razvoj visokog školstva prema celovitom ličnom razvoju studentske populacije sa širokim poznavanjem zahteva evropskog prostora na polju visokog školstva i zapošljavanja.)
MATCH@E:(The adopted objectives of the reform guide the development of the higher education towards an integral personal development of the student population with a broad knowledge of the the European requirements as regards higher education and employment.===>Usvojeni ciljevi reforme usmeravaju razvoj visokog školstva prema celovitom ličnom razvoju studentske populacije sa širokim poznavanjem zahteva evropskog prostora na polju visokog školstva i zapošljavanja.)
MATCH@M:(Including the students into the management, the possibility of choice and the mobility of studies will certainly have an effect upon their integral development and their understanding of the European dimension of higher education.===>Uključivanje studenata u upravljanje, mogućnost izbora i mobilnost studija uticaće na njihov celovitiji lični razvoj i razumevanje evropske dimenzije visokog školstva.)
MATCH@E:(Including the students into the management, the possibility of choice and the mobility of studies will certainly have an effect upon their integral development and their understanding of the European dimension of higher education.===>Uključivanje studenata u upravljanje, mogućnost izbora i mobilnost studija uticaće na njihov celovitiji lični razvoj i razumevanje evropske dimenzije visokog školstva.)
MATCH@M:(The development of universities will be based on an ever richer knowledge of the European higher education area, which will enhance the mobility of pedagogic as well as non-pedagogic personnel.===>Razvoj visokih škola zasnivaće se na upoznavanju sve većeg dela evropskog visokoškolskog prostora, što će pod-staći mobilnost pedagoškog i nepedagoškog kadra.)
MATCH@E:(The development of universities will be based on an ever richer knowledge of the European higher education area, which will enhance the mobility of pedagogic as well as non-pedagogic personnel.===>Razvoj visokih škola zasnivaće se na upoznavanju sve većeg dela evropskog visokoškolskog prostora, što će podstaći mobilnost pedagoškog i nepedagoškog kadra.)
MATCH@M:(The partnership within the academic community with the academic institutions and the employers will allow for the designing of such degree programmes developed on the sufficiently clearly defined competent models of the employment area.===>Partnerstvo u okviru akademske zajednice sa visokoškolskim ustanovama i poslodavcima omogućiće oblikovanje studijskih programa razvijenih na dovoljno jasno definisan-im kompetentnim modelima oblasti zapošljavanja.)
MATCH@E:(The partnership within the academic community with the academic institutions and the employers will allow for the designing of such degree programmes developed on the sufficiently clearly defined competent models of the employment area.===>Partnerstvo u okviru akademske zajednice sa visokoškolskim ustanovama i poslodavcima omogućiće oblikovanje studijskih programa razvijenih na dovoljno jasno definisanim kompetentnim modelima oblasti zapošljavanja.)
MATCH@M:(The higher education institutions will be in a position to meet the employers’ needs on condition they ensure the development of research and consulting activities, which will, in addition to the degree programmes of formal education, allow for the implementation of various forms of life-long study.===>Visokoškolske ustanove biće u mogućnosti da ispune potrebe poslodavaca ako osiguraju razvoj istraživačke i savetodavne delatnosti koje će pored studijskih programa formalnog obrazovanja omogućiti i implementaciju različitih oblika doživotnog obrazovanja.)
MATCH@E:(The higher education institutions will be in a position to meet the employers needs on condition they ensure the development of research and consulting activities, which will, in addition to the degree programmes of formal education, allow for the implementation of various forms of life-long study.===>Visokoškolske ustanove biće u mogućnosti da ispune potrebe poslodavaca ako osiguraju razvoj istraživačke i savetodavne delatnosti koje će pored studijskih programa formalnog obrazovanja omogućiti i implementaciju različitih oblika doživotnog obrazovanja.)
MATCH@M:(Some members of the Ljubljana university were among the first Slovenian higher education institutions that in 2005 implemented the degree programmes on the basis of the Bologna reform (among them the Faculty of Administration).===>Neke članice Univerziteta u Ljubljani su među prvim slovenačkim visokoškolskim ustanovama još 2005. godine počele da sprovode studijske programe koji su prošli kroz bolonjsku reformu (među njima i Fakultet za upravu).)
MATCH@E:(Some members of the Ljubljana university were among the first Slovenian higher education institutions that in 2005 implemented the degree programmes on the basis of the Bologna reform (among them the Faculty of Administration).===>Neke članice Univerziteta u Ljubljani su među prvim slovenačkim visokoškolskim ustanovama još 2005. godine počele da sprovode studijske programe koji su prošli kroz bolonjsku reformu (među njima i Fakultet za upravu).)
MATCH@M:(The reform models are based on the competent models that were not always clearly defined; besides, the faculties and the universities are faced with a large number of highly demanding organizational and economic problems in the execution of the Bologna directed activities.===>Modeli reforme zasnivaju se na kompetentnim modelima koji često nisu bili dovoljno dorečeni, a pri tome se fakulteti i univerziteti susreću i sa nizom zahtevnih organizacionih i ekonomskih problema realizacije aktivnosti bolonjskih usmerenja.)
MATCH@E:(The reform models are based on the competent models that were not always clearly defined; besides, the faculties and the universities are faced with a large number of highly demanding organizational and economic problems in the execution of the Bologna directed activities.===>Modeli reforme zasnivaju se na kompetentnim modelima koji često nisu bili dovoljno dorečeni, a pri tome se fakulteti i univerziteti susreću i sa nizom zahtevnih organizacionih i ekonomskih problema realizacije aktivnosti bolonjskih usmerenja.)
MATCH@M:(This paper defines the form of the competent model used as a platform for the degree programmes reforms.===>Prilog definiše oblik kompetentnog modela koji je primeren kao platforma za reforme studijskih programa.)
MATCH@E:(This paper defines the form of the competent model used as a platform for the degree programmes reforms.===>Prilog definiše oblik kompetentnog modela koji je primeren kao platforma za reforme studijskih programa.)
MATCH@M:(It brings the experiences and organizational solutions in the implementation of the elements of the Bologna reform, such as: quality, the ECTS crediting system, options, mobility, partnership.===>U prilogu su predstavljena iskustva i organizaciona rešenja implementacije elemenata bolonjske reforme, kao što su na primer.: kvalitet, ECTS sistem bodovanja, mogućnost izbora, mobilnost, partnerstvo.)
MATCH@E:(It brings the experiences and organizational solutions in the implementation of the elements of the Bologna reform, such as: quality, the ECTS crediting system, options, mobility, partnership. ~~~ 1.===>U prilogu su predstavljena iskustva i organizaciona rešenja implementacije elemenata bolonjske reforme, kao što su na primer.: kvalitet, ECTS sistem bodovanja, mogućnost izbora, mobilnost, partnerstvo. 1.)
MATCH@M:(The higher education area in Europe has been undergoing the process of transformation initiated by the Sorbonne Declaration, followed by the Bologna Declaration in 1999.===>Oblast visokog školstva u Evropi nalazi se u procesu transformacije koji su pre toga već pokrenuli Sorbonska Deklarcija, nakon koje je juna 1999. godine sledila još i Bolonjska deklaracija.)
MATCH@E:(Background facts The higher education area in Europe has been undergoing the process of transformation initiated by the Sorbonne Declaration, followed by the Bologna Declaration in 1999.===>Polazne osnove Oblast visokog školstva u Evropi nalazi se u procesu transformacije koji su pre toga već pokrenuli Sorbonska Deklarcija, nakon koje je juna 1999. godine sledila još i Bolonjska deklaracija.)
MATCH@M:(The latter is responsible for an avalanche of reactions all over Europe.===>Ova posledn-ja je u Evropi pokrenula čitavu lavinu.)
MATCH@E:(The latter is responsible for an avalanche of reactions all over Europe.===>Ova poslednja je u Evropi pokrenula čitavu lavinu.)
MATCH@M:(The central idea of the “Bologna process“ is actually rather simple.===>Doduše, centralna ideja »bolonjskog procesa« prilično je jednostavna.)
MATCH@E:(The central idea of the Bologna process is actually rather simple.===>Doduše, centralna ideja »bolonjskog procesa« prilično je jednostavna.)
MATCH@M:(If we wish to be more closely connected in Europe, if we wish to increase the mobility among the qualifications, if our objectives are the higher quality education, we must establish a new trust, claims Gassner (2007).===>Ako u Evropi želimo čvršće povezivanje, ako želimo povećanje mobilnosti u zanimanjima, ako želimo da povećamo kvalitet obrazovanja, onda moramo da uspostavimo novo poverenje, smatra Gassner (2007).)
MATCH@E:(If we wish to be more closely connected in Europe, if we wish to increase the mobility among the qualifications, if our objectives are the higher quality education, we must establish a new trust, claims Gassner (2007).===>Ako u Evropi želimo čvršće povezivanje, ako želimo povećanje mobilnosti u zanimanjima, ako želimo da povećamo kvalitet obrazovanja, onda moramo da uspostavimo novo poverenje, smatra Gassner (2007).)
MATCH@M:(The trust, however, does not develop by itself, but has to be improved and advanced by implementing adequate measures.===>Međutim, poverenje se ne razvija samo po sebi već se mora unapređivati uz pomoć adekvatnih mera.)
MATCH@E:(The trust, however, does not develop by itself, but has to be improved and advanced by implementing adequate measures.===>Međutim, poverenje se ne razvija samo po sebi već se mora unapređivati uz pomoć adekvatnih mera.)
MATCH@M:(There is a need for the national interests to be adjusted (not at any cost) and the comparative degree programmes (curricula) and diplomas to be prepared.===>Dogovoreno je da bi trebalo približiti nacionalne interese (ali ne po svaku cenu), pripremiti komparativne studijske programe ( u pogledu trajanja) i diplome.)
MATCH@E:(There is a need for the national interests to be adjusted (not at any cost) and the comparative degree programmes (curricula) and diplomas to be prepared. plex and a most efficient way.===>Dogovoreno je da bi trebalo približiti nacionalne interese (ali ne po svaku cenu), pripremiti komparativne studijske programe ( u pogledu trajanja) i diplome.)
MATCH@M:(The motto of the Tuning project is: Compatibility of educational frameworks and programmes on the bases of diversity and autonomy.===>Moto projekta Tuning je: Usklađivanje obrazovnih struktura i programa na osnovu raznolikosti i autonomije.)
MATCH@E:(The motto of the Tuning project is: Compatibility of educational frameworks and programmes on the bases of diversity and autonomy.===>Projekat usklađivanja u Evropi odvijao se u okviru Tuning projekta (The Tuning project1) koji je bio više nego uspešan jer je osim radnog opterećenje studenata uveo i komponentu nastavnih rezultata koji zajedno definišu ECTS na naj kompleksniji i efikasniji način. ~~~ Moto projekta Tuning je:)
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BAD_LINE_M:The motto of the Tuning project is: Compatibility of educational frameworks and programmes on the bases of diversity and autonomy.
BAD_LINE_M:Moto projekta Tuning je: Usklađivanje obrazovnih struktura i programa na osnovu raznolikosti i autonomije.
BAD_LINE_E:The motto of the Tuning project is: Compatibility of educational frameworks and programmes on the bases of diversity and autonomy.
BAD_LINE_E:Projekat usklađivanja u Evropi odvijao se u okviru Tuning projekta (The Tuning project1) koji je bio više nego uspešan jer je osim radnog opterećenje studenata uveo i komponentu nastavnih rezultata koji zajedno definišu ECTS na naj kompleksniji i efikasniji način. ~~~ Moto projekta Tuning je:
MATCH@M:(The basic competences/skills the need for which is nowadays considerably greater - the man is expected to actively participate in the knowledge society and economy, on the labour market and in work - and which should be incorporated into the curricula, include some new skills, e.g., digital literacy, knowledge of foreign languages, social skills, etc.===>U osnovne kompetencije/veštine koje su sada mnogo potrebnije nego u prošlosti, to jest da čovek aktivno participira u društvu znanja i ekonomiji - na tržištu rada i u radu i koje treba uključiti u studijske programe, spadaju i neke nove, na primer digitalna opismen-jenost, poznavanje stranih jezika, socijalne veštine itd.)
MATCH@E:(2. ~~~ Competent model as objektive of curricula moderniyation The basic competences/skills the need for which is nowadays considerably greater the man is expected to actively participate in the knowledge society and economy, on the labour market and in work and which should be incorporated into the curricula, include some new skills, e.g., digital literacy, knowledge of foreign languages, social skills, etc.===>Kompetentni model kao cilj modernizacije studijskih programa U osnovne kompetencije/veštine koje su sada mnogo potrebnije nego u prošlosti, to jest da čovek aktivno participira u društvu znanja i ekonomiji na tržištu rada i u radu i koje treba uključiti u studijske programe, spadaju i neke nove, na primer digitalna opismenjenost, poznavanje stranih jezika, socijalne veštine itd.)
MATCH@M:(The individual will have to be able to act autonomously, but patiently, to collaborate to a higher degree than it was done in the past and simultaneously be ready and capable of acquiring new skills promptly as well as of adapting to new challenges and situations.===>da će biti sposobni za veće autonomno i strpljivo ponašanje kao za saradnju u ponašanju nego što je to bilo u prošlosti i da će istovremeno biti sposobni i spremni za brzo sti-canje novih veština te da će znati da se prilagođavaju novim izazovima i situacijama.)
MATCH@E:(The individual is expected to be prepared to learn and make sense of a host of information. ~~~ The individual will have to be able to act autonomously, but patiently, to collaborate to a higher degree than it was done in the past and simultaneously be ready and capable of acquiring new skills promptly as well as of adapting to new challenges and situations.===>Od pojedinaca se naime očekuje da će biti spremni da uče i osmišljavaju mnoštvo informacija, da će biti sposobni za veće autonomno i strpljivo ponašanje kao za saradnju u ponašanju nego što je to bilo u prošlosti i da će istovremeno biti sposobni i spremni za brzo sticanje novih veština te da će znati da se prilagođavaju novim izazovima i situacijama.)
MATCH@M:(The ultimate objective of curricula is enhancing the development of competences crucial for a certain area; namely, a significant novelty is the “focus upon the curricula outcomes [7], expressed in competences“ (Tancig, 2007:25).===>Glavni cilj reforme studijskih programa je podstican-je razvoja kompetencija odlučujućih za određenu oblast, odnosno značajna novina je „ usredsređenost na rezultate studijskih programa [4], izražene u kompetencijama« (Tancig, 2007:25).)
MATCH@E:(The ultimate objective of curricula is enhancing the development of competences crucial for a certain area; namely, a significant novelty is the focus upon the curricula outcomes2, expressed in competences (Tancig, 2007:25).===>Glavni cilj reforme studijskih programa je podsticanje razvoja kompetencija odlučujućih za određenu oblast, odnosno značajna novina je usredsređenost na rezultate studijskih programa2, izražene u kompetencijama« (Tancig, 2007:25).)
MATCH@M:(Tancig (2006) understands the competences as accomplished capacities that include both discoursive and practical knowledge and are a dynamic combinaton of knowledge, understanding, skills, competences and values.===>Tancigova (2006) shva-ta kompetencije kao kompletirane kapacitete koji uključuju kako diskurzivno tako i praktično znanje i predstavljaju dinamičnu kombinaciju znanja, razumevanja, veština, sposobnosti i vrednosti.)
MATCH@E:(Tancig (2006) understands the competences as accomplished capacities that include both discoursive and practical knowledge and are a dynamic combinaton of knowledge, understanding, skills, competences and values.===>Tancigova (2006) shvata kompetencije kao kompletirane kapacitete koji uključuju kako diskurzivno tako i praktično znanje i predstavljaju dinamičnu kombinaciju znanja, razumevanja, veština, sposobnosti i vrednosti.)
MATCH@M:(According to Medves (2006), competences are the global objective of education, on one hand, the synthesis of knowledge, in terms of mastering the contents, perceptions and information using more elaborate cognitive processes, i.e., essential knowledge, while, on the other hand, competences are a synthesis of skills, capabilities and methods of an individual qualification or expert field, the so-called procedural knowledge; finally, competences are a synthesis of the development of interests, motivation, personal reaction, integrity and social implementation.===>Medveš (2006) navodi da su kompetencije globalni cilj obrazovanja što sa jedne strane predstavlja sintezu znanja u smislu ovladavanja sadržajima, spoznajama i informacijama uz upotrebu viših kognitivnih procesa tj. suštinsko znanje, a sa druge strane kompetencije predstavljaju sintezu veština, spretnosti i metoda pojedine struke ili stručne oblasti, tzv. proceduralno znanje i na kraju krajeva kompetencije su sinteza razvoja interesa, motivacije , ličnog reagovanja pojedinca, njegovog integriteta i socijalne implementacije.)
MATCH@E:(According to Medveš (2006), competences are the global objective of education, on one hand, the synthesis of knowledge, in terms of mastering the contents, perceptions and information using more elaborate cognitive processes, i.e., essential knowledge, while, on the other hand, competences are a synthesis of skills, capabilities and methods of an individual qualification or expert field, the so-called procedural knowledge; finally, competences are a synthesis of the development of interests, motivation, personal reaction, integrity and social implementation.===>Medveš (2006) navodi da su kompetencije globalni cilj obrazovanja što sa jedne strane predstavlja sintezu znanja u smislu ovladavanja sadržajima, spoznajama i informacijama uz upotrebu viših kognitivnih procesa tj. suštinsko znanje, a sa druge strane kompetencije predstavljaju sintezu veština, spretnosti i metoda pojedine struke ili stručne oblasti, tzv. proceduralno znanje i na kraju krajeva kompetencije su sinteza razvoja interesa, motivacije , ličnog reagovanja pojedinca, njegovog integriteta i socijalne implementacije.)
MATCH@M:(Competences can therefore be understood as “an individual’s ability to activate, implement and correlate acquired knowledge in complex, varied and unpredictable situations'“ (Parrenoud, after Svetlik, 2006:4).===>Znači, kompetencije možemo shvatiti kao «sposobnost pojedinca da aktivira, koristi i poveže stečeno znanje u kompleksnim, raznovrsnim n nepredvidljivim situacijama« (Parrenoud, po Svetlik, 2006: 4).)
MATCH@E:(Competences can therefore be understood as an individuals ability to activate, implement and corre late acquired knowledge in complex, varied and unpredictable situations (Parrenoud, after Svetlik, 2006:4).===>Znači, kompetencije možemo shvatiti kao «sposobnost pojedinca da aktivira, koristi i poveže stečeno znanje u kompleksnim, raznovrsnim n nepredvidljivim situacijama« (Parrenoud, po Svetlik, 2006: 4).)
MATCH@M:(The results may relate to an individual course unit, or module or to a period of study, e.g., to the curricula of the first, the second or the third cycles of higher education.===>Rezultati se mogu odnositi na pojedinu nastavnu jedinicu, odnosno modul ili pak na period studiranja, na primer na program prvog, drugog ili trećeg ciklusa visokoškolskog obrazovanja.)
MATCH@E:(The results may relate to an individual course unit, or module or to a period of study, e.g., to the curricula of the first, the second or the third cycles of higher education. ~~~ The learning outcomes set the criteria for credit accumulation.===>Tako se u reformi visokoškolskih programa srećemo sa nekim novim elementima koje moramo da shvatimo u njihovoj međusobnoj logičnoj povezanosti koja je vidljiva iz sledeće sheme:)
BAD_LINE_=============================================================
BAD_LINE_M:The results may relate to an individual course unit, or module or to a period of study, e.g., to the curricula of the first, the second or the third cycles of higher education.
BAD_LINE_M:Rezultati se mogu odnositi na pojedinu nastavnu jedinicu, odnosno modul ili pak na period studiranja, na primer na program prvog, drugog ili trećeg ciklusa visokoškolskog obrazovanja.
BAD_LINE_E:The results may relate to an individual course unit, or module or to a period of study, e.g., to the curricula of the first, the second or the third cycles of higher education. ~~~ The learning outcomes set the criteria for credit accumulation.
BAD_LINE_E:Tako se u reformi visokoškolskih programa srećemo sa nekim novim elementima koje moramo da shvatimo u njihovoj međusobnoj logičnoj povezanosti koja je vidljiva iz sledeće sheme:
MATCH@M:((Gonzales and Wagenaar, 2007:53).===>(Gonzales i Wagenaar, 2007:53))
MATCH@E:((Gonzales and Wagenaar, 2007).===>Postiže se tako što se potraže odgovori na pitanja kao što su:)
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BAD_LINE_M:(Gonzales and Wagenaar, 2007:53).
BAD_LINE_M:(Gonzales i Wagenaar, 2007:53)
BAD_LINE_E:(Gonzales and Wagenaar, 2007).
BAD_LINE_E:Postiže se tako što se potraže odgovori na pitanja kao što su:
MATCH@M:(The Tuning project developed a model according to which the role of the higher education institutions in the curricula reform, i.e., in the curricula (national or international - joint degree) designing process is to create the curricula to be conducted within one or more institutions on the “eight step model“.===>Tuning projekt je razvio model po kome visokoškolske organizacije u reformi studijskih programa, odnosno u procesu oblikovanja studijskog programa (državnog ili međunarodnog - joint degree) pripremaju nastavne planove koji se formiraju, izvode i sprovode unutar jedne ili dve , odnosno više institucija po »modelu osam koraka«.)
MATCH@E:(The Tuning project developed a model according to which the role of the higher education institutions in the curricula reform, i.e., in the curricula (national or international joint degree) designing process is to create the curricula to be conducted within one or more institutions on the eight step model.===>Rezultati se mogu odnositi na pojedinu nastavnu jedinicu, odnosno modul ili pak na period studiranja, na primer na program prvog, drugog ili trećeg ciklusa visokoškolskog obrazovanja. ~~~ Nastavni rezultati utvrđuju uslove za dodelu kreditnih bodova. (Gonzales i Wagenaar, 2007:53) što pišu Gonzales i Wagenaar (2007: 54), kompetencije predstavljaju »dinamičnu kombinaciju znanja, razumevanja, spretnosti i sposobnosti, zato je razvoj kompetencija cilj obrazovnih programa.« je Tuning projekt razvio model po kome visokoškolske organizacije u reformi studijskih programa, odnosno u procesu oblikovanja studijskog programa (državnog ili međunarodnog joint degree) pripremaju nastavne planove koji se formiraju, izvode i sprovode unutar jedne ili dve , odnosno više institucija po »modelu osam koraka«. (Gonzales i Wagenaar, 2007) Pod prvim korakom Gonzales i Wagenaar (Pravo tam) podrazumevaju »ostvarivanje osnovnih uslova« za sve studijske programe .)
BAD_LINE_=============================================================
BAD_LINE_M:The Tuning project developed a model according to which the role of the higher education institutions in the curricula reform, i.e., in the curricula (national or international - joint degree) designing process is to create the curricula to be conducted within one or more institutions on the “eight step model“.
BAD_LINE_M:Tuning projekt je razvio model po kome visokoškolske organizacije u reformi studijskih programa, odnosno u procesu oblikovanja studijskog programa (državnog ili međunarodnog - joint degree) pripremaju nastavne planove koji se formiraju, izvode i sprovode unutar jedne ili dve , odnosno više institucija po »modelu osam koraka«.
BAD_LINE_E:The Tuning project developed a model according to which the role of the higher education institutions in the curricula reform, i.e., in the curricula (national or international joint degree) designing process is to create the curricula to be conducted within one or more institutions on the eight step model.
BAD_LINE_E:Rezultati se mogu odnositi na pojedinu nastavnu jedinicu, odnosno modul ili pak na period studiranja, na primer na program prvog, drugog ili trećeg ciklusa visokoškolskog obrazovanja. ~~~ Nastavni rezultati utvrđuju uslove za dodelu kreditnih bodova. (Gonzales i Wagenaar, 2007:53) što pišu Gonzales i Wagenaar (2007: 54), kompetencije predstavljaju »dinamičnu kombinaciju znanja, razumevanja, spretnosti i sposobnosti, zato je razvoj kompetencija cilj obrazovnih programa.« je Tuning projekt razvio model po kome visokoškolske organizacije u reformi studijskih programa, odnosno u procesu oblikovanja studijskog programa (državnog ili međunarodnog joint degree) pripremaju nastavne planove koji se formiraju, izvode i sprovode unutar jedne ili dve , odnosno više institucija po »modelu osam koraka«. (Gonzales i Wagenaar, 2007) Pod prvim korakom Gonzales i Wagenaar (Pravo tam) podrazumevaju »ostvarivanje osnovnih uslova« za sve studijske programe .
MATCH@M:((Gonzales and Wagenaar, 2007).===>(Gonzales i Wagenaar, 2007))
MATCH@E:((Gonzales and Wagenaar, 2007:53).===>Shema 1:)
BAD_LINE_=============================================================
BAD_LINE_M:(Gonzales and Wagenaar, 2007).
BAD_LINE_M:(Gonzales i Wagenaar, 2007)
BAD_LINE_E:(Gonzales and Wagenaar, 2007:53).
BAD_LINE_E:Shema 1:
MATCH@M:(According to Gonzales and Wagenaar, the first step (Prav tam/Straight towards) is the “provision of elementary conditions“ for all the degree programmes.===>Pod prvim korakom Gonzales i Wagenaar (Pravo tam) podrazumevaju »ostvarivanje osnovnih uslova« za sve studijske programe .)
MATCH@E:(According to Gonzales and Wagenaar, the first step (Prav tam/Straight towards) is the provision of elementary conditions for all the degree programmes.===>)
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BAD_LINE_M:According to Gonzales and Wagenaar, the first step (Prav tam/Straight towards) is the “provision of elementary conditions“ for all the degree programmes.
BAD_LINE_M:Pod prvim korakom Gonzales i Wagenaar (Pravo tam) podrazumevaju »ostvarivanje osnovnih uslova« za sve studijske programe .
BAD_LINE_E:According to Gonzales and Wagenaar, the first step (Prav tam/Straight towards) is the provision of elementary conditions for all the degree programmes.
BAD_LINE_E:
MATCH@M:(This is achieved by finding answers to such questions as: is the social need for the programme recognized on the regional/ national/ European levels?===>Postiže se tako što se potraže odgovori na pitanja kao što su: Da li je na re-gionalnom/nacionalnom/evropskom nivou prepoznata društvena potreba za programom?.)
MATCH@E:(This is achieved by finding answers to such questions as: is the social need for the programme recognized on the regional/ national/ European levels?===>Da li je na regionalnom/nacionalnom/evropskom nivou prepoznata društvena potreba za programom?.)
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BAD_LINE_M:This is achieved by finding answers to such questions as: is the social need for the programme recognized on the regional/ national/ European levels?
BAD_LINE_M:Postiže se tako što se potraže odgovori na pitanja kao što su: Da li je na re-gionalnom/nacionalnom/evropskom nivou prepoznata društvena potreba za programom?.
BAD_LINE_E:This is achieved by finding answers to such questions as: is the social need for the programme recognized on the regional/ national/ European levels?
BAD_LINE_E:Da li je na regionalnom/nacionalnom/evropskom nivou prepoznata društvena potreba za programom?.
MATCH@M:(Is it identified on the basis of consulting activities and research, i.e., by all the interested parties: employers, experts, institutions, expert bodies?===>Da li je to učinjeno na osnovu konsultacija i istraživanja, odnosno između svih zainteresovanih učesnika: poslodavaca, stručnjaka, institucija, stručnih tela?)
MATCH@E:(Is it identified on the basis of consulting activities and research, i.e., by all the interested parties: employers, experts, institutions, expert bodies?===>Da li je to učinjeno na osnovu konsultacija i istraživanja, odnosno između svih zainteresovanih učesnika: poslodavaca, stručnjaka, institucija, stručnih tela?)
MATCH@M:(Is the programme interesting from an academic aspect?===>Da li je program interesantan sa akademskog aspekta?)
MATCH@E:(Is the programme interesting from an academic aspect?===>Da li je program interesantan sa akademskog aspekta?)
MATCH@M:(And, finally, are there available funds for the programme?===>I na kraju: Da li za program ima dovoljno raspoloživih sredstava?)
MATCH@E:(And, finally, are there available funds for the programme?===>I na kraju: ~~~ Da li za program ima dovoljno raspoloživih sredstava?)
MATCH@M:(In case of international degree programmes offered by a number of institutions, it is of crucial importance to know whether there is some agreement or a strategic partnership among them.===>Ako je reč o međunarodnim studijskim programima koje nudi više institucija prevashodno je značajno da li između njih postoji- dogovor ili strateško partnerstvo.)
MATCH@E:(In case of international degree programmes offered by a number of institutions, it is of crucial importance to know whether there is some agreement or a strategic partnership among them.===>Ako je reč o međunarodnim studijskim programima koje nudi više institucija prevashodno je značajno da li između njih postoji- dogovor ili strateško partnerstvo.)
MATCH@M:(Is there a guarantee that the programme will be legally recognized in different countries?...===>Da li postoji garancija da će program biti pravno priznat u različitim državama?...)
MATCH@E:(Is there a guarantee that the programme will be legally recognized in different countries?...===>Da li postoji garancija da će program biti pravno priznat u različitim državama?...)
MATCH@M:(And, is there an agreement abour the programme duration as regards the ECTS?===>I - Da li postoji saglasnost u pogledu dužine programa s obzirom na ECTS?)
MATCH@E:(And, is there an agreement abour the programme duration as regards the ECTS?===>I Da li postoji saglasnost u pogledu dužine programa s obzirom na ECTS?)
MATCH@M:(The second step contains the definition of the qualification, the third offers a description of the programme objectives and the results to be achieved, the fourth defines the generic and subject-specific competences to be achieved within the programme, while the fifth is about the transfer of contents and topics, modules and credits into the curriculum... then follows the transfer into the course units and the activities used to achieve the desired learning outcomes (the sixth step) and make decisions as to the approaches to teaching and learning processes (types of methods, techniques and formats), as well as an agreement as regards assessment and when it is necessary - provision/preparation of teaching materials (the seventh step).===>Drugi korak sadrži definiciju obrazovnog profila, u trećem sledi opis ciljeva programa i nastavnih rezultata koji moraju da budu ostvareni, u četvrtom koraku definisane su generičke i predmetno-specifične kompetencije koje moraju biti ostvarene unutar programa i u petom koraku sledi prenos sadržaja i tema, modula i kreditnih bodova u nastavni plan.. .Nakon toga sledi prenos u obrazovne jedinice i aktivnosti kako bi se postigli određeni nastavni rezultati ( šesti korak) i donele odluke u pogledu pristupa odvijanju nastave i učenja ( vrste metoda, tehnika i formata), a takođe i dogovor u pogledu ocenjivanja i kada se ono traži -takođe priprema nastavnog materijala ( sedmi korak).)
MATCH@E:(The second step contains the definition of the qualification, the third offers a description of the programme objectives and the results to be achieved, the fourth defines the generic and subject-specific competences to be achieved within the programme, while the fifth is about the transfer of contents and topics, modules and credits into the curriculum... then follows the transfer into the course units and the activities used to achieve the desired learning outcomes (the sixth step) and make decisions as to the approaches to teaching and learning processes (types of methods, techniques and formats), as well as an agreement as regards assessment and when it is necessary provision/preparation of teaching materials (the seventh step).===>Drugi korak sadrži definiciju obrazovnog profila, u trećem sledi opis ciljeva programa i nastavnih rezultata koji moraju da budu ostvareni, u četvrtom koraku definisane su generičke i predmetno-specifične kompetencije koje moraju biti ostvarene unutar programa i u petom koraku sledi prenos sadržaja i tema, modula i kreditnih bodova u nastavni plan…Nakon toga sledi prenos u obrazovne jedinice i aktivnosti kako bi se postigli određeni nastavni rezultati ( šesti korak) i donele odluke u pogledu pristupa odvijanju nastave i učenja ( vrste metoda, tehnika i formata), a takođe i dogovor u pogledu ocenjivanja i kada se ono traži takođe priprema nastavnog materijala ( sedmi korak).)
MATCH@M:(The last, eighth step includes the development of assessment system meant for a permanent quality improvement (Prav tam: 50:53).===>U poslednjem, osmom koraku, sledi razvoj sistema vrednovanja name njenog trajnom unapređenju kvaliteta ( Prav tam: 50-53).)
MATCH@E:(The last, eighth step includes the development of assessment system meant for a permanent quality improvement (Prav tam: 50:53).===>U poslednjem, osmom koraku, sledi razvoj sistema vrednovanja namenjenog trajnom unapređenju kvaliteta ( Prav tam:)
MATCH@M:(Generičke in predmetno specifične kompetence v izobra'evanju.===>Generične i predmetno specifične kompetence v izobraževanju.)
MATCH@E:(Generičke in predmetno specifične kompetence v izobraževanju.===>Generične i predmetno specifične kompetence v izobraževanju. ~~~ V:)
MATCH@M:(V: Tancig, S. i Devjak, T. (ed.): Prispevki k posodobitvi pedagoških studijskih programov.===>V: Tancig, S. i Devjak, T. (ur): Prispevki k posodobitvi pedagoških studijskih programov.)
MATCH@E:(V: Tancig, S. i Devjak, T. (ed.): Prispevki k posodobitvi pedagoških študijskih programov.===>Tancig, S. i Devjak, T. (ur): ~~~ Prispevki k posodobitvi pedagoških študijskih programov.)
MATCH@M:(The choice of the degree programme competences has to be adjusted to the descriptors of each study level, whether undergraduate or postgraduate.===>Izbor kompetencija studijskog programa mora biti us-aglašen sa deskriptorijumima pojedinog stepena studiranja bilo da je reč o dodpilomskim ili postdiplomskim studijama.)
MATCH@E:(The choice of the degree programme competences has to be adjusted to the descriptors of each study level, whether undergraduate or postgraduate.===>Izbor kompetencija studijskog programa mora biti usaglašen sa deskriptorijumima pojedinog stepena studiranja bilo da je reč o dodpilomskim ili postdiplomskim studijama.)
MATCH@M:(The descriptors are broad, wide-range, but significant study indicators at each of the three cycles/levels of study.===>Deskriptorijumi predstavljaju opšte, široke ali značajne indikatore studija na svakom od tri cik-lusa/stepena studija.)
MATCH@E:(The descriptors are broad, wide-range, but significant study indicators at each of the three cycles/levels of study.===>Deskriptorijumi predstavljaju opšte, široke ali značajne indikatore studija na svakom od tri ciklusa/stepena studija.)
MATCH@M:(Their role is not to offer a precise or complete description of studies on a particular level, but to facilitate a general comprehension of each of these.===>Njihova namena nije davanje preciznog ili potpunog opisa studija na pojedinom stepenu već opšte razumevanja svakog od njih.)
MATCH@E:(Their role is not to offer a precise or complete description of studies on a particular level, but to facilitate a general comprehension of each of these.===>Njihova namena nije davanje preciznog ili potpunog opisa studija na pojedinom stepenu već opšte razumevanja svakog od njih.)
MATCH@M:(The next characteristic of the descriptor is to highlight an increased complexity of the study level as regards the complexity and the sophis-ticity of knowledge and the autonomy of the individual in an academic or professional area.===>Sledeća karakteristika deskriptorijuma jeste da ukažu na povećanje složenosti stepena studiranja s obzirom na kompleksnost i produbljenost znanja i autonomnost pojedinca u određenoj akademskoj odnosno profesionalnoj oblasti.)
MATCH@E:(The next characteristic of the descriptor is to highlight an increased complexity of the study level as regards the complexity and the sophisticity of knowledge and the autonomy of the individual in an academic or professional area.===>Sledeća karakteristika deskriptorijuma jeste da ukažu na povećanje složenosti stepena studiranja s obzirom na kompleksnost i produbljenost znanja i autonomnost pojedinca u određenoj akademskoj odnosno profesionalnoj oblasti.)
MATCH@M:(Descriptors make it possible to compare the degree programmes in terms of the study level, however, programmes may differ as regards their objectives, contents and structure.===>Deskriptorijumi omogućavaju upoređivanje studijskih programa s obzirom na stepen studija mada se programi mogu razlikovati po ciljevima, sadržini i strukturi.)
MATCH@E:(Descriptors make it possible to compare the degree programmes in terms of the study level, however, programmes may differ as regards their objectives, contents and structure.===>Deskriptorijumi omogućavaju upoređivanje studijskih programa s obzirom na stepen studija mada se programi mogu razlikovati po ciljevima, sadržini i strukturi.)
MATCH@M:(The Tuning (according to Gonzales and Wagenaar, 2007) differentiates among three forms of generic competences:===>Tuning (po Gonzales i Wagenaar, 2007) poznaje tri oblika generičkih kompetencija:)
MATCH@E:(The Tuning (according to Gonzales and Wagenaar, 2007) differentiates among three forms of generic competences: 1.===>Tuning (po Gonzales i Wagenaar, 2007) poznaje tri oblika generičkih kompetencija:)
MATCH@M:(The findings made it possible for the authors of curricula to find out how the graduate students themselves perceive their competence after studies, what the employers say and what the opinion of the degree programmes promoters is.===>Uvid u rezultate omogućio je autorima nastavnih planova i programa da utvrde kako osposobljenost diplomaca pedagoškog smera vide sami diplomci, šta o njoj misle poslodavci a šta realizatori studijskih programa.)
MATCH@E:(The findings made it possible for the authors of curricula to find out how the graduate students themselves perceive their competence after studies, what the employers say and what the opinion of the degree programmes promoters is.===>Uvid u rezultate omogućio je autorima nastavnih planova i programa da utvrde kako osposobljenost diplomaca pedagoškog smera vide sami diplomci, šta o njoj misle poslodavci a šta realizatori studijskih programa.)
MATCH@M:(They concluded that more attention would have to be paid to those competences that train the pedagogical faculty graduates for the innovations introduced into school by the inclusion of children with special needs, by interdisciplinary approaches, by team work and by any aspects of communication, which complies with the findings revealed in European measures by Euridyce, 2003.===>Konstatovali su da će morati da posvete više pažnje onim kompetencijama koje diplomce pedagoškog fakulteta osposobljavaju za novine koje u škole donosi uključivanje dece sa posebnim potrebama , interdisciplinarnost, timski rad i svi aspekti komunikacije što se podudara sa konstatacijama koje u evropskom merilu donosi Euridžce iz 2003. godine.)
MATCH@E:(They concluded that more attention would have to be paid to those competences that train the pedagogical faculty graduates for the innovations introduced into school by the inclusion of children with special needs, by interdisciplinary approaches, by team work and by any aspects of communication, which complies with the findings revealed in European measures by Euridyce, 2003.===>Konstatovali su da će morati da posvete više pažnje onim kompetencijama koje diplomce pedagoškog fakulteta osposobljavaju za novine koje u škole donosi uključivanje dece sa posebnim potrebama , interdisciplinarnost, timski rad i svi aspekti komunikacije što se podudara sa konstatacijama koje u evropskom merilu donosi Euridyce iz 2003. godine.)
MATCH@M:(The implementation of the learning outcomes and competences achieved is necessary if the degree programmes, the modules, or the course units are to be student oriented.===>Primena postignutih nastavnih rezultata i kompetencija potrebna je ako želimo na studenta da usmerimo studijske programe, module, odnosno studijske jedinice.)
MATCH@E:(The implementation of the learning outcomes and competences achieved is necessary if the degree programmes, the modules, or the course units are to be student oriented.===>Primena postignutih nastavnih rezultata i kompetencija potrebna je ako želimo na studenta da usmerimo studijske programe, module, odnosno studijske jedinice.)
MATCH@M:(This approach requires that the elementary knowledge and the competences the students must acquire in the course of his studies should be defined.===>Taj pristup zahteva da se utvrdi ono osnovno znanje i one sposobnosti koje student mora da stekne u toku studija.)
MATCH@E:(This approach requires that the elementary knowledge and the competences the students must acquire in the course of his studies should be defined.===>Taj pristup zahteva da se utvrdi ono osnovno znanje i one sposobnosti koje student mora da stekne u toku studija.)
MATCH@M:(The study results and competences as regards the student training for an active participation in the civil society and employment are profession and society conditioned.===>Nastavni rezultati i kompetencije u pogledu pripreme studenta za aktivno uključivanje u civilno društvo i zapošljavanje proizilaze iz zahteva struke pa i šireg društva.)
MATCH@E:(The study results and competences as regards the student training for an active participation in the civil society and employment are profession and society conditioned.===>Nastavni rezultati i kompetencije u pogledu pripreme studenta za aktivno uključivanje u civilno društvo i zapošljavanje proizilaze iz zahteva struke pa i šireg društva.)
MATCH@M:(In an “output“, result based degree programme, the main stress is on a graduate, professional profile defined by academic staff and approved of by a competent authority.===>U studijskom programu koji je zasnovan na sistemu »output-a«, na rezultatima, osnovni naglasak stavljen je na diplomskom, profesionalnom profilu koji definiše akademsko osoblje a potvrđuje odgovorni organ.)
MATCH@E:(In an output, result based degree programme, the main stress is on a graduate, professional profile defined by academic staff and approved of by a competent authority.===>U studijskom programu koji je zasnovan na sistemu »output-a«, na rezultatima, osnovni naglasak stavljen je na diplomskom, profesionalnom profilu koji definiše akademsko osoblje a potvrđuje odgovorni organ.)
MATCH@M:(The profile, however, should be based on defined and identified needs of both the society and the academic sphere, the practice, the employers, organizations, associations and the graduates.===>Međutim, profil bi trebalo da se zasniva na konstatovanim i prepoznatljivim potrebama kako društva tako i akademske sfere, prakse, poslodavaca, organizacija i udruženja i diplomaca.)
MATCH@E:(The profile, however, should be based on defined and identified needs of both the society and the academic sphere, the practice, the employers, organizations, associations and the graduates.===>Međutim, profil bi trebalo da se zasniva na konstatovanim i prepoznatljivim potrebama kako društva tako i akademske sfere, prakse, poslodavaca, organizacija i udruženja i diplomaca.)
MATCH@M:(In other words, what the programme does so that, e.g., entrepreneurship should be what entrepreneurship is, is of utmost importance.===>Drugim rečima: značajno je ono što program čini da bi na primer preduzetništvo bilo to što pre-duzetništvo jeste.)
MATCH@E:(In other words, what the programme does so that, e.g., entrepreneurship should be what entrepreneurship is, is of utmost importance.===>Drugim rečima: značajno je ono što program čini da bi na primer preduzetništvo bilo to što preduzetništvo jeste. (Prav tam:)
MATCH@M:(The programme groups within the Tuning project have already defined a number of characteristics of their own profession that we can find in the so-called templates or summaries of results.===>Programske grupe su u okviru Tuninga za vlastitu struku već utvrdile niz karakteristika koje nalazimo u tzv. predlošcima (templates) ili rezimeima rezultata (summaries of outcomes).)
MATCH@E:((Prav tam:57.). ~~~ The programme groups within the Tuning project have already defined a number of characteristics of their own profession that we can find in the socalled templates or summaries of results.===>57.) Programske grupe su u okviru Tuninga za vlastitu struku već utvrdile niz karakteristika koje nalazimo u tzv. predlošcima (templates) ili rezimeima rezultata (summaries of outcomes).)
MATCH@M:(In the level or cycle system each cycle is expected to achieve a number of study results based upon competences, these being gradually developed throughout the study process.===>U sistemu stepena ili ciklusa svaki ciklus mora da ima niz nastavnih rezultata zasnovanih na kompetencijama a one se razvijaju postepeno kroz celoku-pan proces studiranja.)
MATCH@E:(In the level or cycle system each cycle is expected to achieve a number of study results based upon competences, these being gradually developed throughout the study process.===>U sistemu stepena ili ciklusa svaki ciklus mora da ima niz nastavnih rezultata zasnovanih na kompetencijama a one se razvijaju postepeno kroz celokupan proces studiranja.)
MATCH@M:(The chart below shows one apprach to competence allocation into the study units, or modules.===>Donja shema prikazuje kako možemo da pristupimo raspoređivanju kompetencija u studijske jedinice odnosno module..)
MATCH@E:(The chart below shows one apprach to competence allocation into the study units, or modules.===>V: ~~~ Devjak, T. i Zgaga, P. (ur.). ~~~ Prispevki k posodobitvi študijskih programov II.)
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BAD_LINE_M:The chart below shows one apprach to competence allocation into the study units, or modules.
BAD_LINE_M:Donja shema prikazuje kako možemo da pristupimo raspoređivanju kompetencija u studijske jedinice odnosno module..
BAD_LINE_E:The chart below shows one apprach to competence allocation into the study units, or modules.
BAD_LINE_E:V: ~~~ Devjak, T. i Zgaga, P. (ur.). ~~~ Prispevki k posodobitvi študijskih programov II.
MATCH@M:(In a student and result oriented degree programme all study units are networked in some way, regardless of whether it is the units or modules of the major, the minor or the optional modules.===>U studijskom programu koji se koncentriše na studenta i rezultate sve studijske jedinice na ovaj ili onaj način međusobno su povezane bilo da je reč o jedinicama ili modulima primarnog, sekundarnog ili izbornog modula.)
MATCH@E:(In a student and result oriented degree programme all study units are networked in some way, regardless of whether it is the units or modules of the major, the minor or the optional modules.===>Ljubljana: ~~~ Pedagoška fakulteta, 57. U studijskom programu koji se koncentriše na studenta i rezultate sve studijske jedinice na ovaj ili onaj način međusobno su povezane bilo da je reč o jedinicama ili modulima primarnog, sekundarnog ili izbornog modula.)
MATCH@M:(In a well planned programme, the minors and the optional subjects may intensify the profile of the degree programme.===>U dobro planiranom programu sekundarni (minors) i izborni predmeti moraju ojačati profil studijskog programa.)
MATCH@E:(In a well planned programme, the minors and the optional subjects may intensify the profile of the degree programme.===>U dobro planiranom programu sekundarni (minors) i izborni predmeti moraju ojačati profil studijskog programa.)
MATCH@M:(Or, in other words, and as regards the learning outcomes achieved in other parts of studies, the learning outcomes of certain course units or modules contribute to the end results and the development of a certain level of competences.===>Ili drugačije rečeno, uzimajući u obzir nastavne rezultate ostvarene u drugim delovima studiranja nastavni rezultati pojedinih studijskih jedinica odnosno modula doprinose konačnim nastavnim rezultatima i razvoju određenog stepena kompetencija.)
MATCH@E:(Or, in other words, and as regards the learning outcomes achieved in other parts of studies, the learning outcomes of certain course units or modules contribute to the end results and the development of a certain level of competences.===>Ili drugačije rečeno. ~~~ Uzimajući u obzir nastavne rezultate ostvarene u drugim delovima studiranja nastavni rezultati pojedinih studijskih jedinica odnosno modula doprinose konačnim nastavnim rezultatima i razvoju određenog stepena kompetencija.)
MATCH@M:(One of the major aims of the Bologna process is a greater comparability and compatibility of the degree programmes and the lenght of studying/learning periods.===>Jedan od glavnih ciljeva bolonjskog procesa je veća uporedivost i kompatibilnost studijskih programa i perioda učenja.)
MATCH@E:(One of the major aims of the Bologna process is a greater comparability and compatibility of the degree programmes and the lenght of studying/learning periods.===>Jedan od glavnih ciljeva bolonjskog procesa je veća uporedivost i kompatibilnost studijskih programa i perioda učenja.)
MATCH@M:(The implementation of the concept of steps, learning outcomes, competences and credits certainly supports the objective.===>Primenom koncepta stepena, nastavnih rezultata, kompetencija i kreditnih bodova i cilj je takođe aktivno podržan.)
MATCH@E:(The implementation of the concept of steps, learning outcomes, competences and credits certainly supports the objective.===>Primenom koncepta stepena, nastavnih rezultata, kompetencija i kreditnih bodova i cilj je takođe aktivno podržan. 3.)
MATCH@M:(All the degree programmes were reformed, the I and II level degree programmes underwent the accreditation process.===>Reformisao je sve studijske programe, akredito-vao programe studiranja uprave I i II stepena.)
MATCH@E:(All the degree programmes were reformed, the I and II level degree programmes underwent the accreditation process.===>Reformisao je sve studijske programe, akreditovao programe studiranja uprave I i II stepena.)
MATCH@M:(The Faculty decided upon the 3+2+3 scheme.===>Fakultet se odlučio za shemu 3+2+3.)
MATCH@E:(The Faculty decided upon the 3+2+3 scheme.===>Fakultet se odlučio za shemu 3+2+3.)
MATCH@M:(The programmes that represent the basics of the study process at the faculty are grouped and named ADMINISTRATION.===>Programi koji predstavljaju osnov procesa studiranja na fakultetu obuhvaćeni su pod nazivom UPRAVA.)
MATCH@E:(The programmes that represent the basics of the study process at the faculty are grouped and named ADMINISTRATION.===>Programi koji predstavljaju osnov procesa studiranja na fakultetu obuhvaćeni su pod nazivom UPRAVA.)
MATCH@M:(On the 1st level, they are taught as university and higher education programmes at two departments (public and business), whereas on the 2nd level they are taught as one programme at three departments (administration, economics, information).===>Na 1. stepenu sprovode sa kao univerzitetski i kao visokoškolski program na dva smera (javni i poslovni), a na 2. stepenu kao jedan program na tri smera (upravni, ekonomski, informacioni).)
MATCH@E:(On the 1st level, they are taught as university and higher education programmes at two departments (public and business), whereas on the 2nd level they are taught as one programme at three departments (administration, economics, information).===>Na 1. stepenu sprovode sa kao univerzitetski i kao visokoškolski program na dva smera (javni i poslovni), a na 2. stepenu kao jedan program na tri smera (upravni, ekonomski, informacioni).)
MATCH@M:(At the time the programme was being introduced and in its course so far, the faculty found out that in order that the programme be implemented successfully, numerous activities were necessary to perform that were outside the execution of the process itself, however, were crucial in achieving the learning objectives.===>Fakultet je u vreme uvođenja programa i u dosadašnjem sprovođenju došao do zaključka da su za sprovođenje bolonjske reforme potrebne brojne aktivnosti koje su izvan sprovođenja samog procesa obrazovanja a koje su ključne za postizanje obrazovnih ciljeva .)
MATCH@E:(The programmes have been implemented and pursued for three years now, which allows for some evaluations to be made. ~~~ At the time the programme was being introduced and in its course so far, the faculty found out that in order that the programme be implemented successfully, numerous activities were necessary to perform that were outside the execution of the process itself, however, were crucial in achieving the learning objectives.===>Programi se sprovode već tri godine što omogućava izvođenje pojedinih evalvacija. i u Fakultet je u vreme uvođenja programa dosadašnjem sprovođenju došao do zaključka da su za sprovođenje bolonjske reforme potrebne brojne aktivnosti koje su izvan sprovođenja samog procesa obrazovanja a koje su ključne za postizanje obrazovnih ciljeva .)
MATCH@M:(Let us mention only a number of examples that may be of interest for anyone who is faced with the problems of the Bologna reform implementation.===>Da pomenemo neke primere koji mogu biti interesantni za sve koji se bave problemima uvođenja bolonjske reforme.)
MATCH@E:(Let us mention only a number of examples that may be of interest for anyone who is faced with the problems of the Bologna reform implementation.===>Da pomenemo neke primere koji mogu biti interesantni za sve koji se bave problemima uvođenja bolonjske reforme.)
MATCH@M:(The affirmation of the quality standards is a rather broad concept that has frequently been the topic of study both at the faculty and in the public sector.===>Afirmacija standarda kvaliteta predstavlja jedan od veoma širokih pojmova sa kojim se veoma često bave kako na fakultetima tako i šire u javnom sektoru.)
MATCH@E:(The affirmation of the quality standards is a rather broad concept that has frequently been the topic of study both at the faculty and in the public sector.===>Afirmacija standarda kvaliteta predstavlja jedan od veoma širokih pojmova sa kojim se veoma često bave kako na fakultetima tako i šire u javnom sektoru.)
MATCH@M:(The faculty has long been working on the development of the quality model, this being one of the research areas within the discipline it develops.===>Fakultet već duže vreme radi na razvoju modela kvaliteta jer je to i jedna od oblasti istraživanja u okviru discipline koju razvija.)
MATCH@E:(The faculty has long been working on the development of the quality model, this being one of the research areas within the discipline it develops.===>Fakultet već duže vreme radi na razvoju modela kvaliteta jer je to i jedna od oblasti istraživanja u okviru discipline koju razvija.)
MATCH@M:(The development of the quality model to be used in evaluating the Bologna reform orientation outcomes saw the rise of numerous problems in defining the standards supposed to be the basis for the faculty work results and progress assessment.===>U razvoju modela kvaliteta za utvrđivanje ostvarivanja orjentacija bolonjske reforme pojavili su se problemi prilikom utvrđivanja standarda koji bi trebalo da predstavljaju osnovu za utvrđivanje rezultata i napretka rada fakulteta.)
MATCH@E:(The development of the quality mod el to be used in evaluating the Bologna reform orientation outcomes saw the rise of numerous problems in defining the standards supposed to be the basis for the faculty work results and progress assessment.===>U razvoju modela kvaliteta za utvrđivanje ostvarivanja orjentacija bolonjske reforme pojavili su se problemi prilikom utvrđivanja standarda koji bi trebalo da predstavljaju osnovu za utvrđivanje rezultata i napretka rada fakulteta.)
MATCH@M:(The standards promoted by the faculty are as a rule difficult to attain which is rather due to organizational and financial restrictions than to the pedagogic staff being undertrained.===>Standardi koje afirmiše fakultet su po pravilu teško ostvarljivi zbog organizacionih i finansijskih ograničenja a manje zbog neosposobljenosti pedagoškog osoblja.)
MATCH@E:(The standards promoted by the faculty are as a rule difficult to attain which is rather due to organizational and financial restrictions than to the pedagogic staff being undertrained.===>Porgram Mangement u upravi sa Fakultetom organizacionih Beograd (DRAKULI], M., DEVJAK, S., BRAČEK, A., Pravni život, 2007a); Program FINAC (računovodstvo i javne finansije) sa partnerskim fakultetima univerziteta u Roterdamu, Pragu in Banskoj Bistrici (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel 2007b) Univerziteta institucije koje zapošljavaju diplomce.)
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BAD_LINE_M:The standards promoted by the faculty are as a rule difficult to attain which is rather due to organizational and financial restrictions than to the pedagogic staff being undertrained.
BAD_LINE_M:Standardi koje afirmiše fakultet su po pravilu teško ostvarljivi zbog organizacionih i finansijskih ograničenja a manje zbog neosposobljenosti pedagoškog osoblja.
BAD_LINE_E:The standards promoted by the faculty are as a rule difficult to attain which is rather due to organizational and financial restrictions than to the pedagogic staff being undertrained.
BAD_LINE_E:Porgram Mangement u upravi sa Fakultetom organizacionih Beograd (DRAKULI], M., DEVJAK, S., BRAČEK, A., Pravni život, 2007a); Program FINAC (računovodstvo i javne finansije) sa partnerskim fakultetima univerziteta u Roterdamu, Pragu in Banskoj Bistrici (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel 2007b) Univerziteta institucije koje zapošljavaju diplomce.
MATCH@M:(Monitoring and evaluating the ECTS system implementation is one of the key elements of the Bologna reform.===>Praćenje i ocenjivanje realizacije ECTS sistema predstavlja jedan od ključnih elemenata bolonjske reforme.)
MATCH@E:(Monitoring and evaluating the ECTS system implementation is one of the key elements of the Bologna reform.===>Standardi koje afirmiše fakultet su po pravilu teško ostvarljivi zbog organizacionih finansijskih ograničenja a manje zbog neosposobljenosti pedagoškog osoblja. i Praćenje i ocenjivanje realizacije ECTS sistema predstavlja jedan od ključnih elemenata bolonjske reforme.)
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BAD_LINE_M:Monitoring and evaluating the ECTS system implementation is one of the key elements of the Bologna reform.
BAD_LINE_M:Praćenje i ocenjivanje realizacije ECTS sistema predstavlja jedan od ključnih elemenata bolonjske reforme.
BAD_LINE_E:Monitoring and evaluating the ECTS system implementation is one of the key elements of the Bologna reform.
BAD_LINE_E:Standardi koje afirmiše fakultet su po pravilu teško ostvarljivi zbog organizacionih finansijskih ograničenja a manje zbog neosposobljenosti pedagoškog osoblja. i Praćenje i ocenjivanje realizacije ECTS sistema predstavlja jedan od ključnih elemenata bolonjske reforme.
MATCH@M:(The ECTS is awarded upon the student’s completion of studies.===>ECTS se dodeljuje na osnovu okončanog rada studenta.)
MATCH@E:(The ECTS is awarded upon the students completion of studies.===>ECTS se dodeljuje na osnovu okončanog rada studenta.)
MATCH@M:(It is certainly difficult if not impossible to measure the work.===>Merenje rada je svakako teško ako ne i nemoguće.)
MATCH@E:(It is certainly difficult if not impossible to measure the work.===>Merenje rada je svakako teško ako ne i nemoguće.)
MATCH@M:(The measuring (evidence) itself of the student’s attendance to lectures and prec-tice causes numerous problems.===>Samo merenje (evidentiranje) prisutnosti studenta na predavanjima i vežbama uzrokuje brojne neprilike.)
MATCH@E:(The measuring (evidence) itself of the students attendance to lectures and prectice causes numerous problems.===>Samo merenje (evidentiranje) prisutnosti studenta na predavanjima i vežbama uzrokuje brojne neprilike.)
MATCH@M:(Despite the doubts as to the appropriateness of such measurement, this element certainly greatly affects both the workload (too much study obligations for students) and the length of studies.===>Uprkos sumnjama u svrsishodnost tog merenja taj element ima sasvim sigurno izuzetan uticaj na opterećenost ( preterano nametanje studijskih obaveza studentima) a takođe i na trajanje studija.)
MATCH@E:(Despite the doubts as to the appropriateness of such measurement, this element certainly greatly affects both the workload (too much study obligations for students) and the length of studies.===>Uprkos sumnjama u svrsishodnost tog merenja taj element ima sasvim sigurno izuzetan uticaj na opterećenost ( preterano nametanje studijskih obaveza studentima) a takođe i na trajanje studija.)
MATCH@M:(The latter is one of the relevant quality criteria that can reveal poor outcomes of the education process that can be the consequences of the excess study obligations or the students’ lack of interest for cooperation in fulfilling the study obligations.===>Trajanje studija predstavlja jedan od relevantnijih kriterijuma kvaliteta koji može da pokaže loše rezultate obrazovnog procesa koji mogu biti posledica predimenzionisanog obima studijskih obaveza kao i nezainteresovanosti studenata za sarad-nju u ispunjavanju studijskih obaveza.)
MATCH@E:(The latter is one of the relevant quality criteria that can reveal poor outcomes of the education process that can be the consequences of the excess study obligations or the students lack of interest for cooperation in fulfilling the study obligations.===>Trajanje studija predstavlja jedan od relevantnijih kriterijuma kvaliteta koji može da pokaže loše rezultate obrazovnog procesa koji mogu biti posledica predimenzionisanog obima studijskih obaveza kao i nezainteresovanosti studenata za saradnju u ispunjavanju studijskih obaveza.)
MATCH@M:(The optional choice is an important advantage of the Bologna reform which, however, causes to the faculties numerous organizational difficulties and often insolvable problems.===>Mogućnost izbora kao velika prednost bolonjske reforme donosi fakultetima brojne organizacione teškoće i često nerešive probleme.)
MATCH@E:(The optional choice is an important advantage of the Bologna reform which, however, causes to the faculties numerous organizational difficulties and often insolvable problems.===>Mogućnost izbora kao velika prednost bolonjske reforme donosi fakultetima brojne organizacione teškoće i često nerešive probleme.)
MATCH@M:(Due to limited capacities (premises, staff, equipment), the faculties offering the optional choice are obliged to grant the priority of choice to more successful students.===>Fakulteti koji pružaju mogućnost izbora primorani su da zbog ograničavanih kapaciteta ( prostorije, osoblje, opreme) uspešnijim studentima daju prioritet u vršenju izbora.)
MATCH@E:(Due to limited capacities (premises, staff, equipment), the faculties offering the option al choice are obliged to grant the priority of choice to more successful students.===>Fakulteti koji pružaju mogućnost izbora primorani su da zbog ograničavanih kapaciteta ( prostorije, osoblje, opreme) uspešnijim studentima daju prioritet u vršenju izbora.)
MATCH@M:(The solution here is the students’ direct, computerized enrollment into the next study year, immediately upon completing the due programmes.===>Rešenje koje se pri tome nametnulo je individualni elektronski upis studenata u više godine odmah nakon ispunjavanja propisanih studijskih obaveza.)
MATCH@E:(The solution here is the students direct, computerized enrollment into the next study year, immediately upon completing the due programmes.===>Rešenje koje se pri tome nametnulo je individualni elektronski upis studenata u više godine odmah nakon ispunjavanja propisanih studijskih obaveza.)
MATCH@M:(The student may, of course, be offered the timetable on the basis of which he/she can choose subjects that will not overlap.===>Pri tome se naravno studentu mora ponuditi raspored časova na osnovu kojeg će on izabrati predmete koji se neće istovremeno predavati.)
MATCH@E:(The student may, of course, be offered the timetable on the basis of which he/she can choose subjects that will not overlap.===>Pri tome se naravno studentu mora ponuditi raspored časova na osnovu kojeg će on izabrati predmete koji se neće istovremeno predavati.)
MATCH@M:(A practical solution here was the offer of optional subjects in an e-form.===>Pri tome se kao praktično rešenje pokazala i ponuda izbornih predmeta u e-obliku.)
MATCH@E:(A practical solution here was the offer of optional subjects in an e-form.===>Pri tome se kao praktično rešenje pokazala i ponuda izbornih predmeta u e-obliku.)
MATCH@M:(The mobility as a method of knowledge and experience transfer as well as the optional choice and the interest component of education is linked with organizational and financial limitations.===>Mobilnost kao način prenosa znanja i iskustava kao i ostvarivanje mogućnosti izbora i interesantnosti obrazovne delatnosti povezana je sa organizacionim i fi-nansijskim ograničenjima.)
MATCH@E:(The mobility as a method of knowledge and experience transfer as well as the optional choice and the interest component of education is linked with organizational and financial limitations.===>Mobilnost kao način prenosa znanja i iskustava kao i ostvarivanje mogućnosti izbora i interesantnosti obrazovne delatnosti povezana je sa organizacionim i finansijskim ograničenjima.)
MATCH@M:(Problems often appear in teaching subjects in foreign languages (most ofen due to smaller groups and financial problems) as well as in case of replacement of teaching staff in times they are absent.===>Cesti problemi pojavljuju se u vezi sa sprovođenjem predmeta na stranim jezicima ( najčešće zbog manjih grupa i problema finansir-anja) kao i zamene kadra u vreme odsustvovanja.)
MATCH@E:(Problems often appear in teaching subjects in foreign languages (most ofen due to smaller groups and financial problems) as well as in case of replacement of teaching staff in times they are absent.===>Česti problemi pojavljuju se u vezi sa sprovođenjem predmeta na stranim jezicima ( najčešće zbog manjih grupa i problema finansiranja) kao i zamene kadra u vreme odsustvovanja.)
MATCH@M:(These problems are easier to solve if similar faculties jointly organize lectures on some course units, subjects or parts of programmes in foreign languages.===>Te teškoće mogu se uspešnije rešavati ako srodni fakulteti zajedno organizuju predavanje jedinica, predmeta odnosno delova programa na stranom jeziku.)
MATCH@E:(These problems are easier to solve if similar faculties jointly organize lectures on some course units, subjects or parts of programmes in foreign languages.===>Te teškoće mogu se uspešnije rešavati ako srodni fakulteti zajedno organizuju predavanje jedinica, predmeta odnosno delova programa na stranom jeziku.)
MATCH@M:(The acceptance of foreign students and sending our own students abroad is frequently a hard job due to the accomodation problems and a new study environment they enter.===>Prijem stranih studenata i slanje vlastitih studenata u inos-transtvo često prate teškoće sa smeštajem i uvođenjem u novu studijsku sredinu.)
MATCH@E:(The acceptance of foreign students and sending our own students abroad is frequently a hard job due to the accomodation problems and a new study environment they enter.===>Prijem stranih studenata i slanje vlastitih studenata u inostranstvo često prate teškoće sa smeštajem i uvođenjem u novu studijsku sredinu.)
MATCH@M:(Student tutorship can prove to be of great help here.===>Pri tome uspešna pomoć može bit izvedena putem studentskog tutorstva.)
MATCH@E:(Student tutorship can prove to be of great help here.===>Pri tome uspešna pomoć može bit izvedena putem studentskog tutorstva.)
MATCH@M:(The partnership in the Bologna reform objectives is broadly defined and offers the universities different ways of implementation.===>Partnerstvo je o okviru ciljeva bolonjske reforme šire definisano i visokoškolskim ustanovama omogućava različite načine realizacije.)
MATCH@E:(The partnership in the Bologna reform objectives is broadly defined and offers the universities different ways of implementation.===>Partnerstvo je o okviru ciljeva bolonjske reforme šire definisano i visokoškolskim ustanovama omogućava različite načine realizacije.)
MATCH@M:(Partnership is also a transparent method of financing both degree programmes and research activities.===>Partnerstvo predstavlja i transparentan način finansir-anja obrazovnih programa i istraživačke delatnosti.)
MATCH@E:(Partnership is also a transparent method of financing both degree programmes and research activities.===>Partnerstvo predstavlja i transparentan način finansiranja obrazovnih programa i istraživačke delatnosti.)
MATCH@M:(Providing services to external customers (e.g., optional subjects, foreign students, life-long degree programmes, research ordered by national customers or European trusts) is related to the transparent system of tracking costs via their bearers, introducing the “full cost“ system.===>Vršenje usluga za spoljnje naručioce ( na primer: izborni predmeti, strani studenti, programi doživotnog obrazovanja, istraživanja za domeće naručioce ili evropske fondove) povezano je sa transparentnim sistemom praćenja troškova preko njihovih nosioca, uvođenjem »full cost« sistema.)
MATCH@E:(Providing services to external customers (e.g., optional subjects, foreign students, life-long degree programmes, research ordered by national customers or European trusts) is related to the transparent system of tracking costs via their bearers, introducing the full cost system.===>Vršenje usluga za spoljnje naručioce ( na primer: izborni predmeti, strani studenti, programi doživotnog obrazovanja, istraživanja za domeće naručioce ili evropske fondove) povezano je sa transparentnim sistemom praćenja troškova preko njihovih nosioca, uvođenjem »full cost« sistema.)
MATCH@M:(All these, however, require that the system of costs planning and tracking via the performers and the costs and revenues related to these be introduced.===>Sve to, međutim zahte-va uvođenje sistema planiranja i praćenja aktivnosti preko izvršilaca i sa njima povezanih troškova i prihoda.)
MATCH@E:(All these, however, require that the system of costs planning and tracking via the performers and the costs and revenues related to these be introduced.===>Sve to, međutim zahteva uvođenje sistema planiranja i praćenja aktivnosti preko izvršilaca i sa njima povezanih troškova i prihoda.)
MATCH@M:(It is thus designed economic parametres that could be a qualit basis in setting the relations between the service consumers and the service deliverers, in this case, the faculty.===>Tek tako izrađeni ekonomski parametri mogu biti osnova za kvalitet u uređenju odnosa između korisnika usluga i izvršilaca, u ovom slučaju fakulteta.)
MATCH@E:(It is thus designed economic parametres that could be a qualit basis in setting the relations between the service consumers and the service deliverers, in this case, the faculty.===>Tek tako izrađeni ekonomski parametri mogu biti osnova za kvalitet u uređenju odnosa između korisnika usluga i izvršilaca, u ovom slučaju fakulteta.)
MATCH@M:(The Faculty of administration commences the implementation of such a system, however, prior to this, they had to introduce a computer measurement of the education process performance and develop adequate accounting applications for that purpose.===>Fakultet za upravu pristupio je uvođenju tog sistema, s tim što je prethodno morao da uvede kompjutersko merenje realizacije aktivnosti obrazovnog procesa i da u tu svrhu razvije adekvatne računovodstvene aplikacije.)
MATCH@E:(The Faculty of administration commences the implementation of such a system, however, prior to this, they had to introduce a computer measurement of the education process performance and develop adequate accounting applications for that purpose.===>Fakultet za upravu pristupio je uvođenju tog sistema, s tim što je prethodno morao da uvede kompjutersko merenje realizacije aktivnosti obrazovnog procesa i da u tu svrhu razvije adekvatne računovodstvene aplikacije.)
MATCH@M:(The Faculty of administration introduces the “full cost“ system into the university of Ljubljana as a whole, because of financiers, especially because of the requirements of the European projects financiers.===>Sistem »full cost« uvodi Fakultet za upravo in Univerzitet u Ljubljani kao celjina zbog finansera, naročito zbog zahteva finansijera evropskih projekata.)
MATCH@E:(The Faculty of administration introduces the full cost system into the university of Ljubljana as a whole, because of financiers, especially because of the requirements of the European projects financiers.===>Sistem »full cost« uvodi Fakultet za upravo in Univerzitet u Ljubljani kao celjina zbog finansera, naročito zbog zahteva finansijera evropskih projekata. 4.)
MATCH@M:(In a majority of higher education institutions the Bologna reform is directed primarily towards the development of degree programmes that the faculties developed on more or less well defined competent models.===>Bolonjska reforma u većini visokoškolskih ustanova usmerena je prevashodno u razvoj studijskih programa koje su fakulteti razvili na manje ili više dorečenim kompetentnim modelima.)
MATCH@E:(4. ~~~ In place of conclusion In a majority of higher education institutions the Bologna reform is directed primarily towards the development of degree programmes that the faculties developed on more or less well defined competent models.===>Umesto zaključka Bolonjska reforma u većini visokoškolskih ustanova usmerena je prevashodno u razvoj studijskih programa koje su fakulteti razvili na manje ili više dorečenim kompetentnim modelima.)
MATCH@M:(The Bologna process requires a continual cooperation between the higher education institution and its partners, where primarily the competent models of degree programmes are created and upgraded.===>Bolonjski proces iziskuje kontinuiranu saradnju visokoškolske ustanove sa partnerima gde se pre svega formiraju i dograđuju kompetentni modeli studijskih programa.)
MATCH@E:(The Bologna process requires a continual cooperation between the higher education institution and its partners, where primarily the competent models of degree programmes are created and upgraded.===>Bolonjski proces iziskuje kontinuiranu saradnju visokoškolske ustanove sa partnerima gde se pre svega formiraju i dograđuju kompetentni modeli studijskih programa.)
MATCH@M:(The Bologna reform implementation, whether appropriately or poorly conducted by the ministries in charge, as a rule lacked well defined economic and organizational conditions.===>U bolonjskoj reformi koja je odgovarajuće vođena ili pak vođena sa nedostacima od strane nadležnih ministarstava, po pravilu nije bilo dorečenih ekonomsko-organizacionih uslova za izvođenje bolonjske reforme.)
MATCH@E:(The Bologna reform implementation, whether appropriately or poorly conducted by the ministries in charge, as a rule lacked well defined economic and organizational conditions.===>U bolonjskoj reformi koja je odgovarajuće vođena ili pak vođena sa nedostacima od strane nadležnih ministarstava, po pravilu nije bilo dorečenih ekonomsko-organizacionih uslova za izvođenje bolonjske reforme.)
MATCH@M:(The Bologna reform represents a significant step forward in the educational process, the opening of the institution to the employers, the introduction of business behaviour and the adoption of different measures of assessing the learning processes outcomes.===>Bolonjska reforma predstavlja značajan pomak u obrazovnom procesu, otvaranje ustanove prema poslodavaocima, uvođenje poslovno i prihvatanje drugačijih merila za vrednovanje rezultata obrazovnih procesa.)
MATCH@E:(The Bologna reform represents a significant step forward in the educational process, the opening of the institution to the employers, the introduction of business behaviour and the adoption of different measures of assessing the learning processes outcomes.===>Bolonjska reforma predstavlja značajan pomak u obrazovnom procesu, otvaranje ustanove prema poslodavaocima, uvođenje poslovno i prihvatanje drugačijih merila za vrednovanje rezultata obrazovnih procesa.)
MATCH@M:(All these changes called for a simultaneous economic and organizational development of higher-education institutions in order that they should be in a position to meet the obligations set by the objectives of the Bologna reform of higher education.===>Sve te promene iziskivale su uporedan ekonomsko-organiza-cioni razvoj visokoškolskih ustanova kako bi bile sposobne da realizuju obaveze koje zahtevaju ciljevi bolonjske reforme visokog školstva.)
MATCH@E:(All these changes called for a simultaneous economic and organizational development of highereducation institutions in order that they should be in a position to meet the obligations set by the objectives of the Bologna reform of higher education.===>Sve te promene iziskivale su uporedan ekonomsko-organizacioni razvoj visokoškolskih ustanova kako bi bile sposobne da realizuju obaveze koje zahtevaju ciljevi bolonjske reforme visokog školstva.)
MATCH@M:(A dominantly procyclical fiscal policy had an unfavourable impact upon both external and internal balances.===>Dominantno prociklična fiskalna politika je negativno uticala na spoljnu i unutrašnju ravnotežu.)
MATCH@E:(A dominantly procyclical fiscal policy had an unfavourable impact upon both external and internal balances.===>Dominantno prociklična fiskalna politika je negativno uticala na spoljnu i unutrašnju ravnotežu.)
MATCH@M:(Larger budgetary revenues were followed by equally increased budgetary expenditures, which in terms of inadequately flexible aggregate supply created adverse pressures on the macroeconomic stability maintenance.===>Povećanje javnih prihoda je praćeno povećanjem tekućih javnih rashoda cime su u uslovima nedovoljno elastične agregatne ponude stvoreni negativni pritisci na održavanje makroekonomske stabilnosti. 1.	Uvod)
MATCH@E:(Larger budgetary revenues were followed by equally increased budgetary expenditures, which in terms of inadequately flexible aggregate supply created adverse pressures on the macroeconomic stability maintenance. ~~~ 1.===>Povećanje javnih prihoda je praćeno povećanjem tekućih javnih rashoda čime su u uslovima nedovoljno elastične agregatne ponude stvoreni negativni pritisci na održavanje makroekonomske stabilnosti. 1.)
MATCH@M:(1.	Introduction The key effect upon the maintenance of macroeconomic stability during the observed 2001-2007 transition period in Serbia was that of the fiscal policy measures.===>Tokom posmatranog tranzicionog perioda u Srbiji 2001.-2007. mere fiskalne politike su imale kljucni uti-caj na održavanje makroekonomske stabilnosti.)
MATCH@E:(Introduction The key effect upon the maintenance of macroeconomic stability during the observed 2001-2007 transition period in Serbia was that of the fiscal policy measures.===>Uvod Tokom posmatranog tranzicionog perioda u Srbiji 2001.-2007. mere fiskalne politike su imale ključni uticaj na održavanje makroekonomske stabilnosti.)
MATCH@M:(This research will describe the analysis of the effects of fiscal policy upon the internal and the external balances.===>U ovom radu istraživanje će obuhvatiti analizu efekata mera fiskalne politike na unutrašnje i spoljne ravnoteže.)
MATCH@E:(This research will describe the analysis of the effects of fiscal policy upon the internal and the external balances.===>U ovom radu istraživanje će obuhvatiti analizu efekata mera fiskalne politike na unutrašnje i spoljne ravnoteže.)
MATCH@M:(The analysis of the level of budgetary balance, the amount of public debt and the fiscal policy effects upon inflation and the foreign exchange rate allows for the identification of the Serbian fiscal policy transmission channels as well as of its impact on the macroeconomic stability.===>Analiza nivoa budžetskog bilansa, nivoa javnog duga i efekata fiskalne politike na inflaciju i devizni kurs omogućava utvrđivanje transmisionih kanala fiskalne politike u Srbiji i njenog uticaja na makroeko-nomsku stabilnost.)
MATCH@E:(The analysis of the level of budgetary balance, the amount of public debt and the fiscal policy effects upon inflation and the foreign exchange rate allows for the identification of the Serbian fiscal policy transmission channels as well as of its impact on the macroeconomic stability.===>Analiza nivoa budžetskog bilansa, nivoa javnog duga i efekata fiskalne politike na inflaciju i devizni kurs omogućava utvrđivanje transmisionih kanala fiskalne politike u Srbiji i njenog uticaja na makroekonomsku stabilnost. 2.)
MATCH@M:(Chart 1.===>Grafik broj 1.)
MATCH@E:(Chart 2.===>Grafikon 2.)
BAD_LINE_=============================================================
BAD_LINE_M:Chart 1.
BAD_LINE_M:Grafik broj 1.
BAD_LINE_E:Chart 2.
BAD_LINE_E:Grafikon 2.
MATCH@M:(The budgetary deficit was continually reduced during the 2001-2006 period, which had a favourable effect upon the reduction of the level of public debt, of the balance of payments current account deficit reduction and of the inflation rate.===>U periodu 2002-2006. kontinualno je smanjivan nivo budžetskog deficita, što je pozitivno uticalo na smanjenje nivoa javnog duga, smanjenje deficita tekućeg računa platnog bilansa i nivoa inflacije.)
MATCH@E:(2. ~~~ Effects of fiscal policy in the 2001-2007 period The budgetary deficit was continually reduced during the 2001-2006 period, which had a favourable effect upon the reduction of the level of public debt, of the balance of payments current account1 deficit reduction and of the inflation rate.===>Efekti fiskalne politike u periodu 2001-2007. U periodu 2002-2006. kontinualno je smanjivan nivo budžetskog deficita, što je pozitivno uticalo na smanjenje nivoa javnog duga, smanjenje deficita tekućeg računa platnog bilansa1 i nivoa inflacije.)
MATCH@M:(We will examine here the effects of fiscal policy upon macroeconomic stability via the analysis of the effects of fiscal policy upon the change in the economic liquidity.===>Razmatranje uticaja fiskalne politike na makroekonomsku stabilnost će se sprovesti analizom efekata fiskalne politike na promenu likvidnosti u privredi.)
MATCH@E:(We will examine here the effects of fiscal policy upon macroeconomic stability via the analysis of the effects of fiscal policy upon the change in the economic liquidity.===>Razmatranje uticaja fiskalne politike na makroekonomsku stabilnost će se sprovesti analizom efekata fiskalne politike na promenu likvidnosti u privredi.)
MATCH@M:(The effect of fiscal policy upon the liquidity growth was expansive since 2002; however, the chart shows that the restrictive fiscal policy in 2004 and 2005 resulted in the fall in liquidity, which further resulted into a lower pressure upon aggregate demand.===>Efekat fiskalne politike na rast likvidnosti je ekspanzivan od 2002., ali se na grafiku uočava da je 2004. i 2005. vođenje restriktivne fiskalne politike smanjilo likvidnost, čime je smanjen pritisak na agregatnu tražnju.)
MATCH@E:(The effect of fiscal policy upon the liquidity growth was expansive since 2002; however, the chart shows that the restrictive fiscal policy in 2004 and 2005 resulted in the fall in liquidity, which further resulted into a lower pressure upon aggregate demand.===>Efekat fiskalne politike na rast likvidnosti je ekspanzivan od 2002., ali se na grafiku uočava da je 2004. i 2005. vođenje restriktivne fiskalne politike smanjilo likvidnost, čime je smanjen pritisak na agregatnu tražnju.)
MATCH@M:(It is for this reason that the measures of fiscal policy produced countercyclical effects.===>Stoga su u datom periodu mere fiskalne politike stvarale kontraciklične efekte.)
MATCH@E:(It is for this reason that the measures of fiscal policy produced countercyclical effects.===>Stoga su u datom periodu mere fiskalne politike stvarale kontraciklične efekte.)
MATCH@M:(Since the 2006 budget revision the fiscal policy measures have been expansive and procyclic.===>Počevši od rebalansa budžeta za 2006. mere fiskalne politike su ekspanzivne i prociklične.)
MATCH@E:(Since the 20063 budget revision the fiscal policy measures have been expansive and procyclic.===>Počevši od rebalansa budžeta za 2006.3 mere fiskalne politike su ekspanzivne i prociklične.)
MATCH@M:(Among the transition countries now the member countries of the EU, the budget surpluce was accumulated only in Bulgaria (3.2% GNP) and in Estonia (3.6% GNP).===>Od zemalja u tranziciji koje su postale članice EU, samo je u Bugarskoj (3,2% BDP-a) i Estoniji (3,6 % BDP-a) akumuliran budžetski sufict.)
MATCH@E:(Among the transition countries now the member countries of the EU, the budget surpluce was accumulated only in Bulgaria (3.2% GNP) and in Estonia (3.6% GNP).===>Od zemalja u tranziciji koje su postale članice EU, samo je u Bugarskoj (3,2% BDP-a) i Estoniji (3,6 % BDP-a) akumuliran budžetski sufict.)
MATCH@M:(In the majority of countries the budgetary balance showed a deficit: the Czeck Republic (-2.9% GNP), Hungary (-9.3% GNP), Romania (-1.8% GNP), Slovenia (-1.2% GNP), Slovakia (-3.8%GNP), Latvia (-0.2% GNP), Lithuania (-0.6% GNP), Poland (-3.8% GNP).===>Ali, u većini zemalja budžetski bilans je bio u deficitu: Češka Republika (-2,9% BDP-a), Mađarska (-9,3% BDP-a), Ru-munija (-1,8% BDP-a), Slovenija (-1,2% BDP-a), Slovačka (-3,8% BDP-a), Letoniji (-0,2% BDP-a), Litva-niji ( - 0,6% BDP-a), Poljska (-3,8% BDP-a).)
MATCH@E:(In the majority of countries the budgetary balance showed a deficit: the Czeck Republic (-2.9% GNP), Hungary (-9.3% GNP), Romania (-1.8% GNP), Slovenia (-1.2% GNP), Slovakia (-3.8%GNP), Latvia (0.2% GNP), Lithuania (-0.6% GNP), Poland (-3.8% GNP).===>Ali, u većini zemalja budžetski bilans je bio u deficitu: ~~~ Češka Republika (-2,9% BDP-a), Mađarska (-9,3% BDP-a), Rumunija (-1,8% BDP-a), Slovenija (-1,2% BDP-a), Slovačka (-3,8% BDP-a), Letoniji (-0,2% BDP-a), Litvaniji ( - 0,6% BDP-a), Poljska (-3,8% BDP-a).)
MATCH@M:(It is also important to identify the share of both public revenues and public expenditures in the countries that became members of the EU upon the completion of their transition processes.===>Važno je i određivanje učešća javnih prihoda i javnih rashoda u BDP-u u zemljama koje su nakon procesa tranzicije postale članice EU.)
MATCH@E:(It is also important to identify the share of both public revenues and public expenditures in the countries that became members of the EU upon the completion of their transition processes.===>Važno je i određivanje učešća javnih prihoda i javnih rashoda u BDP-u u zemljama koje su nakon procesa tranzicije postale članice EU.)
MATCH@M:(The share of public expenditures in the GNP of the three observed countries is 35% GNP or lower, which makes the lowest level of public expenditure in the EU: Romania (35% GNP), Lithuania (34% GNP) and Estonia (33% GNP) compared to all the other EU member countries.===>U tri posmatrane zemlje učešće javnih rahoda u BDP-u je na nivou od 35% BDP-a ili nižem, što predstavlja najniži nivo javne potrošnje u EU: Rumunija (35%BDP-a), Litvanija (34% BDP-a) i Estonija (33% BDP-a) u odnosu na sve ostale članice EU.)
MATCH@E:(The share of public expenditures in the GNP of the three observed countries is 35% GNP or lower, which makes the lowest level of public expenditure in the EU: Romania (35% GNP), Lithuania (34% GNP) and Estonia (33% GNP) compared to all the other EU member countries.===>U tri posmatrane zemlje učešće javnih rahoda u BDPu je na nivou od 35% BDP-a ili nižem, što predstavlja najniži nivo javne potrošnje u EU: ~~~ Rumunija (35%BDP-a), Litvanija (34% BDP-a) i Estonija (33% BDP-a) u odnosu na sve ostale članice EU.)
MATCH@M:(In as many as 5 EU countries the share of of public expenditure exceeds 50% GNP: Sweden (57.9% GNP), France (53.4% GNP), Hungary (51.9% GNP), Denmark (51.5% GNP), Italy (50.1% GNP).===>Čak 5 zemalja EU imaju učešće javne potrošnje veće od 50% BDP-a: Švedska (57,9% BDP-a), Francuska (53,4% BDP-a), Mađarska (51,9% BDP-a), Danska (51,5% BDP-a), Italija (50,1% BDP-a).)
MATCH@E:(In as many as 5 EU countries the share of of public expenditure exceeds 50% GNP: Sweden (57.9% GNP), France (53.4% GNP), Hungary (51.9% GNP), Denmark (51.5% GNP), Italy (50.1% GNP).===>Čak 5 zemalja EU imaju učešće javne potrošnje veće od 50% BDP-a: [vedska (57,9% BDP-a), Francuska (53,4% BDP-a), Mađarska (51,9% BDP-a), Danska (51,5% BDP-a), Italija (50,1% BDP-a).)
MATCH@M:(It is only Ireland, one of the EU member countries that did not undergo the transition process, that is comparable with the abovequoted countries, with the public expenditure level of 34% GNP.===>Jedino je Irska, od članica EU koje nisu prošle kroz proces tranzicije, uporediva sa navedenim zemljama sa nivoom javne potrošnje od 34% BDP-a.)
MATCH@E:(It is only Ireland, one of the EU member countries that did not undergo the transition process, that is comparable with the abovequoted countries, with the public expenditure level of 34% GNP.===>Jedino je Irska, od članica EU koje nisu prošle kroz proces tranzicije, uporediva sa navedenim zemljama sa nivoom javne potrošnje od 34% BDP-a.)
MATCH@M:(The public revenues share in Romania (33.2% GNP), Lithuania (33.4% GNP) and Slovakia (33.9% GNP) is considerably lower compared to the countries with the highest share levels: Sweden (57.9% GNP), Denmark (56.2% GNP) and Finland (52.5% GNP).===>Učešće javnih prihoda u Rumuniji (33,2% BDP-a), Litvaniji (33,4% BDP-a) i Slovačkoj (33,9%) je značajno niže u odnosu na zemlje sa najvišim nivoom učešća: Švedsku (57,9% BDP-a), Dansku (56,2% BDP-a) i Finsku (52,5% BDP-a).)
MATCH@E:(The public revenues share in Romania (33.2% GNP), Lithuania (33.4% GNP) and Slovakia (33.9% GNP) is considerably lower compared to the countries with the highest share levels: Sweden (57.9% GNP), Denmark (56.2% GNP) and Finland (52.5% GNP).===>Učešće javnih prihoda u Rumuniji (33,2% BDP-a), Litvaniji (33,4% BDP-a) i Slovačkoj (33,9%) je značajno niže u odnosu na zemlje sa najvišim nivoom učešća: [vedsku (57,9% BDP-a), Dansku (56,2% BDP-a) i Finsku (52,5% BDP-a).)
MATCH@M:(The 2006 public revenues in Serbia rose by 0.9% percentage points compared to the year 2005 (from 41.3% GNP to 42.4% GNP), however the amount of public expenditure rose simultaneously by 3.3% percentage points (from 40.6% GNP to 43.9% GNP).===>U Srbiji su u 2006. godini javni prihodi u odnosu na prethodnu 2005. povećani za 0,9% procentnih poena (sa 41,3% BDP-a na 42,4% BDP-a), ali je istovremeno povećan nivo javnih rashoda za 3,3% procentnih poena (sa 40,6% BDP-a na 43,9% BDP-a).)
MATCH@E:(The 2006 public revenues in Serbia rose by 0.9% percentage points compared to the year 2005 (from 41.3% GNP to 42.4% GNP), however the amount of public expenditure rose simultaneously by 3.3% percentage points (from 40.6% GNP to 43.9% GNP).===>U Srbiji su u 2006. godini javni prihodi u odnosu na prethodnu 2005. povećani za 0,9% procentnih poena (sa 41,3% BDP-a na 42,4% BDP-a), ali je istovremeno povećan nivo javnih rashoda za 3,3% procentnih poena (sa 40,6% BDP-a na 43,9% BDP-a).)
MATCH@M:(The sustainability of the growth in public expenditure is based on the parallel growth of public revenues, predominantly due to a steady growth of the GNP.===>Održivost povećanja javnih rashoda se zasniva na paralelnom povećanju nivoa javnih prihoda, prevashodno zbog stabilnog nivoa rasta BDP-a.)
MATCH@E:(The sustainability of the growth in public expenditure is based on the parallel growth of public revenues, predominantly due to a steady growth of the GNP.===>Održivost povećanja javnih rashoda se zasniva na paralelnom povećanju nivoa javnih prihoda, prevashodno zbog stabilnog nivoa rasta BDP-a.)
MATCH@M:(Although the budgetary deficit of 1.5% GNP is sustainable, the increase in the public revenue and the public expenditure shares in the GNP results in the fiscal policy measures becoming more redistributive.===>Iako je nivo budžetskog deficita od 1,5% BDP-a održiv, povećanje učešća javnih prihoda i javnih rashoda u BDP-u ima za posledi-cu povećanje redistributivnosti mera fiskalne politike.)
MATCH@E:(Although the budgetary deficit of 1.5% GNP is sustainable, the increase in the public revenue and the public expenditure shares in the GNP results in the fiscal policy measures becoming more redistributive.===>Iako je nivo budžetskog deficita od 1,5% BDP-a održiv, povećanje učešća javnih prihoda i javnih rashoda u BDP-u ima za posledicu povećanje redistributivnosti mera fiskalne politike.)
MATCH@M:(An increased participation of the state in the economic activities generally shrinks the area for an optimal decision making in the private sector.===>Veće učešće države u privrednim aktivnostima po pravilu smanjuje prostor za optimalno donošenje odluka u privatnom sektoru.)
MATCH@E:(An increased participation of the state in the economic activities generally shrinks the area for an optimal decision making in the private sector.===>Veće učešće države u privrednim aktivnostima po pravilu smanjuje prostor za optimalno donošenje odluka u privatnom sektoru.)
MATCH@M:(The expansive fiscal policy measures did have an impact upon the maintenance of a high level of public expenditure within the GNP.===>Mere ekspanzivne fiskalne politike su uticale na održavanje visokog nivoa javne potrošnje u okviru BDP-a.)
MATCH@E:(The expansive fiscal policy measures did have an impact upon the maintenance of a high level of public expenditure within the GNP.===>Mere ekspanzivne fiskalne politike su uticale na održavanje visokog nivoa javne potrošnje u okviru BDP-a.)
MATCH@M:(In case of Serbia, the study (the World Bank, 2004) analysed two scenarios of economic development.===>U slučaju Srbije, u okviru studije (Svetska banka, 2004) su analizirana dva scenarija razvoja privrede.)
MATCH@E:(In case of Serbia, the study (the World Bank, 2004) analysed two scenarios of economic development.===>U slučaju Srbije, u okviru studije (Svetska banka, 2004) su analizirana dva scenarija razvoja privrede.)
MATCH@M:(The effects of the first scenario, besed on high fiscal adjust-ment [9], would provide for a steady economic growth and a 17% higher GNP [10] in comparison to the latter (the public expenditure level and structure remain steady).===>Efekti prvog scenarija koji je bio zasnovan na visokom fiskalnom prilagođavanju [6] bi obezbedio stabilan privredni rast i 17% veći nivo BDP-a [7] u odnosu na drugi scenario (nivo i struktura javne potrošnje ostaje postojana).)
MATCH@E:(The effects of the first scenario, besed on high fiscal adjustment4, would provide for a steady economic growth and a 17% higher GNP5 in comparison to the latter (the public expenditure level and structure remain steady).===>Efekti prvog scenarija koji je bio zasnovan na visokom fiskalnom prilagođavanju4 bi obezbedio stabilan privredni rast i 17% veći nivo BDP-a5 u odnosu na drugi scenario (nivo i struktura javne potrošnje ostaje postojana).)
MATCH@M:(A steady economic growth projected at the time amounted to 5% annually, therefore the projected effects in case of inclusion of the realized, higher economic growth rates would certainly be higher.===>Tadašnje projekcije su uzimale za stabilan privredni rast 5% na godišnjem nivou, pa bi projektovani efekti u slučaju uključivanja ostavernih, većih stopa privrednog rasta svakako bili na većem nivou.)
MATCH@E:(5 A steady economic growth projected at the time amounted to 5% annually, therefore the projected effects in case of inclusion of the realized, higher economic growth rates would certainly be higher. inflation reduction trend in the 2001-2007 period was not steady.===>Trend smanjenja stope inflacije u periodu 20012007. nije bio stabilan.)
BAD_LINE_=============================================================
BAD_LINE_M:A steady economic growth projected at the time amounted to 5% annually, therefore the projected effects in case of inclusion of the realized, higher economic growth rates would certainly be higher.
BAD_LINE_M:Tadašnje projekcije su uzimale za stabilan privredni rast 5% na godišnjem nivou, pa bi projektovani efekti u slučaju uključivanja ostavernih, većih stopa privrednog rasta svakako bili na većem nivou.
BAD_LINE_E:5 A steady economic growth projected at the time amounted to 5% annually, therefore the projected effects in case of inclusion of the realized, higher economic growth rates would certainly be higher. inflation reduction trend in the 2001-2007 period was not steady.
BAD_LINE_E:Trend smanjenja stope inflacije u periodu 20012007. nije bio stabilan.
MATCH@M:(The inflation rate was reduced from 40.7% in 2001 to 7.7% in 2003, however, in 2004 it rose to 13.7%, with a further growth to 17.7% in 2005.===>Iako je stopa inflacije snižena sa nivoa od 40,7% u 2001. na 7,7% u 2003. stopa je inflacije je povećana u 2004. na 13,7%, a u 2005. na 17,7%.)
MATCH@E:(The inflation rate was reduced from 40.7% in 2001 to 7.7% in 2003, however, in 2004 it rose to 13.7%, with a further growth to 17.7% in 2005.===>Iako je stopa inflacije snižena sa nivoa od 40,7% u 2001. na 7,7% u 2003. stopa je inflacije je povećana u 2004. na 13,7%, a u 2005. na 17,7%.)
MATCH@M:(In 2006 it was again reduced to 6.6%, but in 2007 it rose again to 10.1%.===>Iako je stopa inflacije snižena u 2006. na nivo od 6,6%, stopa inflacije je ponovo povećana u 2007. na 10,1%.)
MATCH@E:(In 2006 it was again reduced to 6.6%, but in 2007 it rose again to 10.1%.===>Iako je stopa inflacije snižena u 2006. na nivo od 6,6%, stopa inflacije je ponovo povećana u 2007. na 10,1%.)
MATCH@M:(The rise in the public sector earnings, a result of the budget readjustment in 2006(third quarter) may prove to be a strong pressure towards the rise in the inflation rate in 2007, due to the delay in the functioning of the transmission channel.===>Povećanje fonda zarada u javnom sektoru rebalansom budžeta za 2006.(III kvartal) je mogla da predstavlja značajan pritisak na povećanje stope inflacije u 2007., zbog kašnjenja u delovanju transmisionog kanala.)
MATCH@E:(The rise in the public sector earnings, a result of the budget readjustment in 2006 (third quarter) may prove to be a strong pressure towards the rise in the inflation rate in 2007, due to the delay in the functioning of the transmission channel.===>Povećanje fonda zarada u javnom sektoru rebalansom budžeta za 2006. (III kvartal) je mogla da predstavlja značajan pritisak na povećanje stope inflacije u 2007., zbog kašnjenja u delovanju transmisionog kanala.)
MATCH@M:(In the conditions where the inflation trend is affected by the factors which are not related to the fiscal policy implementation (raising the state controlled prices, the trends in the prices of food and fuels on world market, etc.) it is not possible to accurately define the extent to which the implementation of expansive fiscal policy brought forth the rise in the inflation rate.===>Imajući u vidu činjenicu da na kretanje inflacije delu-ju faktori koji nisu povezani sa vođenjem fiskalne politike (povećanje nivoa kontrolisanih cena, kretanje cena hrane i energenata na svetskom tržištu i sl.), ne može se u potpunosti utvrditi u kom nivou je vođenje ekspanzivne fiskalne politike uticalo na povećanje stope inflacije.)
MATCH@E:(In the conditions where the inflation trend is affected by the factors which are not related to the fiscal policy implementation (raising the state controlled prices, the trends in the prices of food and fuels on world market, etc.) it is not possible to accurately define the extent to which the implementation of expansive fiscal policy brought forth the rise in the inflation rate.===>Imajući u vidu činjenicu da na kretanje inflacije deluju faktori koji nisu povezani sa vođenjem fiskalne politike (povećanje nivoa kontrolisanih cena, kretanje cena hrane i energenata na svetskom tržištu i sl.), ne može se u potpunosti utvrditi u kom nivou je vođenje ekspanzivne fiskalne politike uticalo na povećanje stope inflacije.)
MATCH@M:(Nevertheless,the impact of the expansive fiscal policy measures increasing the demand for commercial goods certainly create an inflatory pressure.===>Ipak, uticaj mera ekspanzivne fiskalne politike kojima se povećava tražnja za nerazmenjivim dobrima svakako stvaraju inflatorni pritisak.)
MATCH@E:(Nevertheless, the impact of the expansive fiscal policy measures increasing the demand for commercial goods certainly create an inflatory pressure.===>Ipak, uticaj mera ekspanzivne fiskalne politike kojima se povećava tražnja za nerazmenjivim dobrima svakako stvaraju inflatorni pritisak.)
MATCH@M:(The impact of the expansive fiscal policy upon the increase in the foreign trade deficit can be determined with more accuracy.===>Uticaj ekspanzivnosti fiskalne politike na pogošanje spoljnotrgovinskog deficita je moguće preciznije odrediti.)
MATCH@E:(The impact of the expansive fiscal policy upon the increase in the foreign trade deficit can be determined with more accuracy.===>Uticaj ekspanzivnosti fiskalne politike na pogošanje spoljnotrgovinskog deficita je moguće preciznije odrediti.)
MATCH@M:(According to the IMF study (IMF,2008), the budgetary balance has an important impact upon the balance of payments current account in Serbia.===>Prema studiji MMF-a (IMF, 2008) budžetski bilans ima značajan uticaj na tekući račun platnog bilan-sa u Srbiji.)
MATCH@E:(According to the IMF study (IMF, 2008), the budgetary balance has an important impact upon the balance of payments current account in Serbia.===>Prema studiji MMF-a (IMF, 2008) budžetski bilans ima značajan uticaj na tekući račun platnog bilansa u Srbiji.)
MATCH@M:(A high level of the current account deficit is characteristic of a country in the first years of transition.===>Visok nivo deficita tekućeg računa je svojstven zemlji u prvim godinama tranzicije.)
MATCH@E:(A high level of the current account deficit is characteristic of a country in the first years of transition.===>Visok nivo deficita tekućeg računa je svojstven zemlji u prvim godinama tranzicije.)
MATCH@M:(The reduction in the current account deficit is possible to accomplish using three channels:===>Smanjenje deficita tekućeg računa je moguće sprovesti kroz tri kanala:)
MATCH@E:(The reduction in the current account deficit is possible to accomplish using three channels: 1.===>Smanjenje deficita tekućeg računa je moguće sprovesti kroz tri kanala:)
MATCH@M:(1.	Accelerated GNP growth;===>1.	ubrzani rast BDP-a)
MATCH@E:(Accelerated GNP growth; 2.===>)
BAD_LINE_=============================================================
BAD_LINE_M:1.	Accelerated GNP growth;
BAD_LINE_M:1.	ubrzani rast BDP-a
BAD_LINE_E:Accelerated GNP growth; 2.
BAD_LINE_E:
MATCH@M:(2.	Reduction in investments;===>2.	smanjenje nivoa investicija i)
MATCH@E:(Reduction in investments; 3.===>)
BAD_LINE_=============================================================
BAD_LINE_M:2.	Reduction in investments;
BAD_LINE_M:2.	smanjenje nivoa investicija i
BAD_LINE_E:Reduction in investments; 3.
BAD_LINE_E:
MATCH@M:(Regardless of a steady growth of the GNP in Serbia, the GNP current account experiences a growing deficit from 2001 to 2004; the deficit is reduced from 2004 to 2006, while the rise in the current account deficit is again evident in 2007 and 2008.===>U Srbiji je i pored stabilnog rasta BDP-a, tekući račun BDP-a u rastućem deficitu od 2001. do 2004., nivo deficita je smanjen od 2004. do 2006., a povećanje deficita tekućeg računa je nastavljeno u 2007. i 2008.)
MATCH@E:(Public expenditures reduction. ~~~ Regardless of a steady growth of the GNP in Serbia, the GNP current account experiences a growing deficit from 2001 to 2004; the deficit is reduced from 2004 to 2006, while the rise in the current account deficit is again evident in 2007 and 2008.===>1. ubrzani rast BDP-a 2. smanjenje nivoa investicija i 3. smanjenje nivoa javne potrošnje U Srbiji je i pored stabilnog rasta BDP-a, tekući račun BDP-a u rastućem deficitu od 2001. do 2004., nivo deficita je smanjen od 2004. do 2006., a povećanje deficita tekućeg računa je nastavljeno u 2007. i 2008.)
MATCH@M:(The periods of the current deficit growth coincide with the implementation of the expansive fiscal policy.===>Periodi povećanja tekućeg deficita se poklapaju sa vođenjem ekspanzivne fiskalne politike.)
MATCH@E:(The periods of the current deficit growth coincide with the implementation of the expansive fiscal policy.===>Periodi povećanja tekućeg deficita se poklapaju sa vođenjem ekspanzivne fiskalne politike.)
MATCH@M:(Having in mind the need for ever more numerous investments in Serbia in the period to come, the only channel to relax the balance of payments current account is the reduction of the amount of public expenditures.===>Imajući u vidu potrebu za povećanjem investicija u Srbiji u narednom periodu, jedini kanal smanjenja tekućeg računa platnog bilansa je smanjenje nivoa javne potrošnje.)
MATCH@E:(Having in mind the need for ever more numerous investments in Serbia in the period to come, the only channel to relax the balance of payments current account is the reduction of the amount of public expenditures.===>Imajući u vidu potrebu za povećanjem investicija u Srbiji u narednom periodu, jedini kanal smanjenja tekućeg računa platnog bilansa je smanjenje nivoa javne potrošnje.)
MATCH@M:(The next transmission channel with an adverse impact on the balance of payments is the foreign exchange rate appreciation.===>Sledeći transmisioni kanal negativnog uticaja na platni bilans je apresijacija deviznog kursa.)
MATCH@E:(The next transmission channel with an adverse impact on the balance of payments is the foreign exchange rate appreciation.===>Sledeći transmisioni kanal negativnog uticaja na platni bilans je apresijacija deviznog kursa.)
MATCH@M:(In the observed period in Serbia, the foreign exchange rate appreciation was predominantly the consequence of a high capital inflow, which is characteristic of a large number of transition countries.===>U Srbiji, apre-sijacija deviznog kursa je u posmatranom periodu pre-vashodno bila posledica visokog priliva kapitala, što je karakteristika većeg broja tranzicionih zemalja.)
MATCH@E:(In the observed period in Serbia, the foreign exchange rate appreciation was predominantly the consequence of a high capital inflow, which is characteristic of a large number of transition countries.===>U Srbiji, apre sijacija deviznog kursa je u posmatranom periodu prevashodno bila posledica visokog priliva kapitala, što je karakteristika većeg broja tranzicionih zemalja.)
MATCH@M:(The capital inflow had a favourable impact upon the Serbian economic growth; on the other side, it created the currency appreciation effect which has a negative impact upon the balance of payments.===>Priliv kapitala je pozitivno delovalo na privredni rast u Srbiji, ali je sa druge strane stvarao i efekat apresijacije valute koji negativno deluje na platni bilans.)
MATCH@E:(The capital inflow had a favourable impact upon the Serbian economic growth; on the other side, it created the currency appreciation effect which has a negative impact upon the balance of payments.===>Priliv kapitala je pozitivno delovalo na privredni rast u Srbiji, ali je sa druge strane stvarao i efekat apresijacije valute koji negativno deluje na platni bilans.)
MATCH@M:(The study of the appreciation spiral will be based on two aspects: the impact of the combination of fiscal and of monetary policies measures upon the foreign exchange and the effects of money transfers/remittances from abroad in the conditions of currency appreciation.===>Istraživanje apresijacione sprirale ćemo bazirati na dva aspekta: uticaj kombinacije mera fiskalne i monetarne politike na devizni kurs i efekti doznaka iz ino-stranstva u uslovima apresijacije valute.)
MATCH@E:(The study of the appreciation spiral will be based on two aspects: the impact of the combination of fiscal and of monetary policies measures upon the foreign exchange and the effects of money transfers/remittances from abroad in the conditions of currency appreciation.===>Istraživanje apresijacione sprirale ćemo bazirati na dva aspekta: uticaj kombinacije mera fiskalne i monetarne politike na devizni kurs i efekti doznaka iz inostranstva u uslovima apresijacije valute.)
MATCH@M:(In case the maintenence od macroeconomic stability is set as an objective in economy, it can be clearly inferred that the optimal combination is that of restrictive fiscal policy and restrictive monetary policy.===>Ukoliko se kao cilj u privredi postavi održavanje ma-kroekonomske stabilnosti, onda se nedvosmileno može zaključiti da je optimalna kombinacija vođenje restriktivne fiskalne i restriktivne monetarne politike.)
MATCH@E:(In case the maintenence od macroeconomic stability is set as an objective in economy, it can be clearly inferred that the optimal combination is that of restrictive fiscal policy and restrictive monetary policy.===>Ukoliko se kao cilj u privredi postavi održavanje makroekonomske stabilnosti, onda se nedvosmileno može zaključiti da je optimalna kombinacija vođenje restriktivne fiskalne i restriktivne monetarne politike.)
MATCH@M:(The implementation of such a combination of economic policy measures could, however, have an adverse effect upon the economic growth.===>Međutim, sprovođenje takve kombinacije mera ekonomske politike bi imalo negativan uticaj na privredni rast.)
MATCH@E:(The implementation of such a combination of economic policy measures could, however, have an adverse effect upon the economic growth.===>Međutim, sprovođenje takve kombinacije mera ekonomske politike bi imalo negativan uticaj na privredni rast.)
MATCH@M:(The optimal combination in a transition country, such as Serbia, will therefore be: one policy measures are expansive, while the other policy measures are restrictive.===>Stoga je u zemlji u tranziciji, poput Srbije, optimalna kombinacija- mere jedne od politika su ekspanzivne, dok su mere druge politike restriktivne.)
MATCH@E:(The optimal combination in a transition country, such as Serbia, will therefore be: one policy measures are expansive, while the other policy measures are restrictive.===>Stoga je u zemlji u tranziciji, poput Srbije, optimalna kombinacija- mere jedne od politika su ekspanzivne, dok su mere druge politike restriktivne.)
MATCH@M:(The fiscal policy in Serbia was predominantly expansive, therefore the monetary policy measures had to be restrictive, in order that the price stability - the basic objective of the monetary policy - should be maintained.===>U Srbiji je fiskalna politika bila dominantno ekspanzivna pa su mere monetarne politike bile nužno restriktivne radi održavanja osnovnog cilja monetarne poli-tike-održavanja cenovne stabilnosti.)
MATCH@E:(The fiscal policy in Serbia was predominantly expansive, therefore the monetary policy measures had to be restrictive, in order that the price stability the basic objective of the monetary policy should be maintained.===>U Srbiji je fiskalna politika bila dominantno ekspanzivna pa su mere monetarne politike bile nužno restriktivne radi održavanja osnovnog cilja monetarne politike-održavanja cenovne stabilnosti.)
MATCH@M:(It was only in the 2004-2006 period, the period of restrictive fiscal policy, that the monetary policy measures were expansive and that they affected the business cycle trend in Serbia by controlling the money offer.===>Jedino u periodu 2004-2006., u periodu vođenja restriktivne fiskalne politike, mere monetarne politike su bile ekspanzivne i upravljanjem ponudom novca uticale na kretanje poslovnog ciklusa u Srbiji.)
MATCH@E:(It was only in the 2004-2006 period, the period of restrictive fiscal policy, that the monetary policy measures were expansive and that they affected the business cycle trend in Serbia by controlling the money offer.===>Jedino u periodu 2004-2006., u periodu vođenja restriktivne fiskalne politike, mere monetarne politike su bile ekspanzivne i upravljanjem ponudom novca uticale na kretanje poslovnog ciklusa u Srbiji.)
MATCH@M:(In 2006 and 2007, the fiscal policy measures are expansive, which, aided by the restrictive monetary policy, they additionally created an appreciation pressure.===>U 2006. i 2007. mere fiskalne politike su ekspanzivne, što uz restriktivnu monetarnu politiku, dodatno stvara apresijacijski pritisak.)
MATCH@E:(In 2006 and 2007, the fiscal policy measures are expansive, which, aided by the restrictive monetary policy, they additionally created an appreciation pressure.===>U 2006. i 2007. mere fiskalne politike su ekspanzivne, što uz restriktivnu monetarnu politiku, dodatno stvara apresijacijski pritisak.)
MATCH@M:(A considerable portion of Serbia’s balance of payments are the money transfers from the Serbian citizens working abroad.===>Značajan deo platnog bilansa Srbije predstavljaju doznake građana Srbije koji se nalaze na radu u ino-stranstvu.)
MATCH@E:(A considerable portion of Serbias balance of payments are the money transfers from the Serbian citizens working abroad.===>Značajan deo platnog bilansa Srbije predstavljaju doznake građana Srbije koji se nalaze na radu u inostranstvu.)
MATCH@M:(These make an additional source of foreign currency that has a favourable effect upon the country’s balance of payments and allows that the economy spends more than it produces.===>Doznake predstavljaju dodatni izvor strane valute kojim se pozitivno deluje na platni bilans zemlje i omogućava da se u privredi potroši više od onoga što se proizvede.)
MATCH@E:(These make an additional source of foreign currency that has a favourable effect upon the countrys balance of payments and allows that the economy spends more than it produces.===>Doznake predstavljaju dodatni izvor strane valute kojim se pozitivno deluje na platni bilans zemlje i omogućava da se u privredi potroši više od onoga što se proizvede.)
MATCH@M:(The effects of the transfers depend on the structure of the demand for commercial goods formed in the circumstances: in case the demand is larger, the imports will increase, while in case the demand for non-commercial goods rises, the consequence will be the rise in prices.===>Efekti doznaka zavise od strukture tražnje koja se njima formira: u slučaju većeg ude-la tražnje za razmenjivim dobrima će se povećati uvoz, dok u suprotnom slučaju povećanja tražnje za nerazmenjivim dobrima ima za posledicu povećanje nivoa cena.)
MATCH@E:(The effects of the transfers depend on the structure of the demand for commercial goods formed in the circumstances: in case the demand is larger, the imports will increase, while in case the demand for non-commercial goods rises, the consequence will be the rise in prices.===>Efekti doznaka zavise od strukture tražnje koja se njima formira: u slučaju većeg udela tražnje za razmenjivim dobrima će se povećati uvoz, dok u suprotnom slučaju povećanja tražnje za nerazmenjivim dobrima ima za posledicu povećanje nivoa cena.)
MATCH@M:(Theoretically, the effects of remittances will be favourable in accordance with the government’s willingness to create an economic environment in which productive activities will be financed (Glytsos, 1997); however, the transfers may produce adverse effects if the economy becomes dependent on their continual inflow (Boone, 1995).===>Teorijski posmatrano, efekti doznaka će biti pozitivni u skladu sa većom spremnošću Vlade da stvori ekonomsko okruženje u kome se finansiraju produktivne aktivnosti (Glytsos, 1997), ali doznake mogu stvoriti i negativne efekte ukoliko se u privredi razvije ekonomska zavisnost za kontinualnim prilivom doznaka (Boone, 1995).)
MATCH@E:(Theoretically, the effects of remittances will be favourable in accordance with the governments willingness to create an economic environment in which productive activities will be financed (Glytsos, 1997); however, the transfers may produce adverse effects if the economy becomes dependent on their continual inflow (Boone, 1995).===>Teorijski posmatrano, efekti doznaka će biti pozitivni u skladu sa većom spremnošću Vlade da stvori ekonomsko okruženje u kome se finansiraju produktivne aktivnosti (Glytsos, 1997), ali doznake mogu stvoriti i negativne efekte ukoliko se u privredi razvije ekonomska zavisnost za kontinualnim prilivom doznaka (Boone, 1995).)
MATCH@M:(In the conditions of the exchange rate appreciation in Serbia, the citizens receiving the transfers from abroad are forced to sell large amounts of foreign currency to purchase an adequate quantity of products.===>U uslovima apresijacije kursa i inflacije u Srbiji, građani koji dobijaju transferna sredstva iz inostranstva su prinuđeni da prodaju veće količine deviznih sredstava radi kupovine iste količine proizvoda.)
MATCH@E:(In the conditions of the exchange rate appreciation in Serbia, the citizens receiving the transfers from abroad are forced to sell large amounts of foreign currency to purchase an adequate quantity of products.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In the conditions of the exchange rate appreciation in Serbia, the citizens receiving the transfers from abroad are forced to sell large amounts of foreign currency to purchase an adequate quantity of products.
BAD_LINE_M:U uslovima apresijacije kursa i inflacije u Srbiji, građani koji dobijaju transferna sredstva iz inostranstva su prinuđeni da prodaju veće količine deviznih sredstava radi kupovine iste količine proizvoda.
BAD_LINE_E:In the conditions of the exchange rate appreciation in Serbia, the citizens receiving the transfers from abroad are forced to sell large amounts of foreign currency to purchase an adequate quantity of products.
BAD_LINE_E:
MATCH@M:(The effect of the process is an appreciation spiral creating an additional appreciation pressure in that it increases the offer of foreign currency, thus reducing the potential level of savings.===>Efekat tog procesa je apresijaciona spirala koja stvara dodatan apresi-jacijski pritisak povećanjem ponude deviznih sredstava, što samim tim smanjuje potencijalni nivo štednje.)
MATCH@E:(The effect of the process is an appreciation spiral creating an additional appreciation pressure in that it increases the offer of foreign currency, thus reducing the potential level of savings.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The effect of the process is an appreciation spiral creating an additional appreciation pressure in that it increases the offer of foreign currency, thus reducing the potential level of savings.
BAD_LINE_M:Efekat tog procesa je apresijaciona spirala koja stvara dodatan apresi-jacijski pritisak povećanjem ponude deviznih sredstava, što samim tim smanjuje potencijalni nivo štednje.
BAD_LINE_E:The effect of the process is an appreciation spiral creating an additional appreciation pressure in that it increases the offer of foreign currency, thus reducing the potential level of savings.
BAD_LINE_E:
MATCH@M:(In time, an increasing number of transfers/remittances is used for the purpose of consumption, whereas the savings decrease, which to a certain extent may cause the rise of the interest rate and the fall in investments.===>Vremenom se sve veći procentualni deo doznaka upotrebljava radi potrošnje, a sve manji se uštedi, što može u određenoj meri uticati na povećanje nivoa kamatne stope i smanjenje investicija.)
MATCH@E:(In time, an increasing number of transfers/remittances is used for the purpose of consumption, whereas the savings decrease, which to a certain extent may cause the rise of the interest rate and the fall in investments.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In time, an increasing number of transfers/remittances is used for the purpose of consumption, whereas the savings decrease, which to a certain extent may cause the rise of the interest rate and the fall in investments.
BAD_LINE_M:Vremenom se sve veći procentualni deo doznaka upotrebljava radi potrošnje, a sve manji se uštedi, što može u određenoj meri uticati na povećanje nivoa kamatne stope i smanjenje investicija.
BAD_LINE_E:In time, an increasing number of transfers/remittances is used for the purpose of consumption, whereas the savings decrease, which to a certain extent may cause the rise of the interest rate and the fall in investments.
BAD_LINE_E:
MATCH@M:(In conclusion, in the observed period it is possible to identify a significant correlation between the public revenues and the public expenditures trends.===>Na kraju, u posmatranom periodu je moguće utvrditi značajnu korelaciju u trendu kretanja javnih prihoda i javnih rashoda.)
MATCH@E:(In conclusion, in the observed period it is possible to identify a significant correlation between the public revenues and the public expenditures trends.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In conclusion, in the observed period it is possible to identify a significant correlation between the public revenues and the public expenditures trends.
BAD_LINE_M:Na kraju, u posmatranom periodu je moguće utvrditi značajnu korelaciju u trendu kretanja javnih prihoda i javnih rashoda.
BAD_LINE_E:In conclusion, in the observed period it is possible to identify a significant correlation between the public revenues and the public expenditures trends.
BAD_LINE_E:
MATCH@M:(Namely, viewed exclusively from a macroeconomic level, the public expenditures can be seen as increasing in accordance with the trend of the rise in public revenues, hence the rise in public revenues was used to improve the economic position of the employed in the public sector, as well as to facilitate the work of the pension plan.===>Naime, posmatrano isključivo sa makroekonomskog nivoa, može se uočiti da su javni rashodi povećavani u skladu sa trendom povećanja javnih prihoda i da je povećanje javnih prihoda korišćeno za poboljšanje materijalnog položaja zaposlenih u javnom sektoru i za obezbeđivanje funkcionisanja penzionog sistema.)
MATCH@E:(Namely, viewed exclusively from a macroeconomic level, the public expenditures can be seen as increasing in accordance with the trend of the rise in public revenues, hence the rise in public revenues was used to improve the economic position of the employed in the public sector, as well as to facilitate the work of the pension plan.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Namely, viewed exclusively from a macroeconomic level, the public expenditures can be seen as increasing in accordance with the trend of the rise in public revenues, hence the rise in public revenues was used to improve the economic position of the employed in the public sector, as well as to facilitate the work of the pension plan.
BAD_LINE_M:Naime, posmatrano isključivo sa makroekonomskog nivoa, može se uočiti da su javni rashodi povećavani u skladu sa trendom povećanja javnih prihoda i da je povećanje javnih prihoda korišćeno za poboljšanje materijalnog položaja zaposlenih u javnom sektoru i za obezbeđivanje funkcionisanja penzionog sistema.
BAD_LINE_E:Namely, viewed exclusively from a macroeconomic level, the public expenditures can be seen as increasing in accordance with the trend of the rise in public revenues, hence the rise in public revenues was used to improve the economic position of the employed in the public sector, as well as to facilitate the work of the pension plan.
BAD_LINE_E:
MATCH@M:(Essentially, the subsidies, the transfers and the rise in the public sector employees’ earnings serve to perform a redistributive role of the fiscal policy.===>Suštinski, dotacijama, transferima i povećanjem fonda zarada zaposlenima u javnom sektoru se sprovodi re-distributivna uloga fiskalne politike.)
MATCH@E:(Essentially, the subsidies, the transfers and the rise in the public sector employees earnings serve to perform a redistributive role of the fiscal policy.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Essentially, the subsidies, the transfers and the rise in the public sector employees’ earnings serve to perform a redistributive role of the fiscal policy.
BAD_LINE_M:Suštinski, dotacijama, transferima i povećanjem fonda zarada zaposlenima u javnom sektoru se sprovodi re-distributivna uloga fiskalne politike.
BAD_LINE_E:Essentially, the subsidies, the transfers and the rise in the public sector employees earnings serve to perform a redistributive role of the fiscal policy.
BAD_LINE_E:
MATCH@M:(The principal quality of the redistributive role is the increase in the current budgetary expenditure which results into the reduction of the funds otherwise available for capital investments.===>Osnovno obelež-je redistributivne uloge je povećanje tekućih budžetski rashoda čime se posledično smanjuju raspoloživa sredstva za kapitalna ulaganja.)
MATCH@E:(The principal quality of the redistributive role is the increase in the current budgetary expenditure which results into the reduction of the funds otherwise available for capital investments.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The principal quality of the redistributive role is the increase in the current budgetary expenditure which results into the reduction of the funds otherwise available for capital investments.
BAD_LINE_M:Osnovno obelež-je redistributivne uloge je povećanje tekućih budžetski rashoda čime se posledično smanjuju raspoloživa sredstva za kapitalna ulaganja.
BAD_LINE_E:The principal quality of the redistributive role is the increase in the current budgetary expenditure which results into the reduction of the funds otherwise available for capital investments.
BAD_LINE_E:
MATCH@M:(This reduction of the available capital investment funds endangers the maintenance of economy and a steady economic growth.===>Smanjenje raspoloživih sredstava za kapitalna ulaganja ugrožava održivost privrede i stabilan privredni rast.)
MATCH@E:(This reduction of the available capital investment funds endangers the maintenance of economy and a steady economic growth.===>)
BAD_LINE_=============================================================
BAD_LINE_M:This reduction of the available capital investment funds endangers the maintenance of economy and a steady economic growth.
BAD_LINE_M:Smanjenje raspoloživih sredstava za kapitalna ulaganja ugrožava održivost privrede i stabilan privredni rast.
BAD_LINE_E:This reduction of the available capital investment funds endangers the maintenance of economy and a steady economic growth.
BAD_LINE_E:
MATCH@M:(A predominantly expansive, procyclic fiscal policy in the 2001-2007 period had adverse effects upon the mainte-mance of macroeconomic policy in Serbia.===>Dominantno ekspanzivna, prociklična fiskalna politika tokom perioda 2001.-2007. je imala negativne efekte na održavanje makroekonomske stabilnosti u Srbiji.)
MATCH@E:(4. ~~~ Conclusion A predominantly expansive, procyclic fiscal policy in the 2001-2007 period had adverse effects upon the maintemance of macroeconomic policy in Serbia.===>Shocks, Rules and Institutions- A View from MARS, IMF Working Paper 06/27. www.nbs.yu www.mfin.sr.gov.yu www.ec.europa.eu/eurostat E-trgovina, advokati u Sloveniji i društvena odgovornost kako su povezani UDK:)
BAD_LINE_=============================================================
BAD_LINE_M:A predominantly expansive, procyclic fiscal policy in the 2001-2007 period had adverse effects upon the mainte-mance of macroeconomic policy in Serbia.
BAD_LINE_M:Dominantno ekspanzivna, prociklična fiskalna politika tokom perioda 2001.-2007. je imala negativne efekte na održavanje makroekonomske stabilnosti u Srbiji.
BAD_LINE_E:4. ~~~ Conclusion A predominantly expansive, procyclic fiscal policy in the 2001-2007 period had adverse effects upon the maintemance of macroeconomic policy in Serbia.
BAD_LINE_E:Shocks, Rules and Institutions- A View from MARS, IMF Working Paper 06/27. www.nbs.yu www.mfin.sr.gov.yu www.ec.europa.eu/eurostat E-trgovina, advokati u Sloveniji i društvena odgovornost kako su povezani UDK:
MATCH@M:(Therefore, the implementation of the policy of budgetary deficit during the major part of the period failed to generate enough public savings to allow for the optimal countercyclic fiscal policy followings the beginning of the world economic crisis in 2008.===>Samim tim, vođenjem politike budžetskog deficita u najvećem delu datog perioda nije generisana dovoljna javna štednja koja bi omogućila optimalnu kontra-cikličnu fiskalnu politiku nakon početka delovanja svetske ekonomske krize u 2008. godini.)
MATCH@E:(Therefore, the implementation of the policy of budgetary deficit during the major part of the period failed to generate enough public savings to allow for the optimal countercyclic fiscal policy followings the beginning of the world economic crisis in 2008.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Therefore, the implementation of the policy of budgetary deficit during the major part of the period failed to generate enough public savings to allow for the optimal countercyclic fiscal policy followings the beginning of the world economic crisis in 2008.
BAD_LINE_M:Samim tim, vođenjem politike budžetskog deficita u najvećem delu datog perioda nije generisana dovoljna javna štednja koja bi omogućila optimalnu kontra-cikličnu fiskalnu politiku nakon početka delovanja svetske ekonomske krize u 2008. godini.
BAD_LINE_E:Therefore, the implementation of the policy of budgetary deficit during the major part of the period failed to generate enough public savings to allow for the optimal countercyclic fiscal policy followings the beginning of the world economic crisis in 2008.
BAD_LINE_E:
MATCH@M:(E-commerce is today almost a neccesity in any organisation, including the attorneyship, as a part of the judiciary system.===>Za svaku organizaciju danas e-trgovina je skoro da predstavlja neminovnost, a to znaci i za advokaturu kao deo pravosudnog sistema.)
MATCH@E:(Belgrade, Serbia E-commerce is today almost a neccesity in any organisation, including the attorneyship, as a part of the judiciary system.===>Beograd, Srbija Za svaku organizaciju danas e-trgovina je skoro da predstavlja neminovnost, a to znači i za advokaturu kao deo pravosudnog sistema.)
MATCH@M:(In comparison to other parts of the judiciary system, the advocacy represents an independent public service, which makes it more sensitive to changes in its environment.===>U poređenju sa drugim oblastima pravosudnog sistema, advokatura je nezavisna javna delatnost što je čini osetljivijom na promene u okruženju.)
MATCH@E:(In comparison to other parts of the judiciary system, the advocacy represents an independent public service, which makes it more sensitive to changes in its environment.===>U poređenju sa drugim oblastima pravosudnog sistema, advokatura je nezavisna javna delatnost što je čini osetljivijom na promene u okruženju.)
MATCH@M:(However, due to their specific line of business, where the social responsibility note is of the atmost importance, the area of e-commerce by attorneys is heav-iliy regulated.===>Ipak, zahvaljujući specifičnoj prirodi njihove struke, gde je elemenat društvene odgovornosti od velike važnosti, oblast e-trgovine u advokaturi je strogo regulisana.)
MATCH@E:(However, due to their specific line of business, where the social responsibility note is of the atmost importance, the area of e-commerce by attorneys is heaviliy regulated.===>Ipak, zahvaljujući specifičnoj prirodi njihove struke, gde je elemenat društvene odgovornosti od velike važnosti, oblast e-trgovine u advokaturi je strogo regulisana.)
MATCH@M:(In the paper we present the results of a study, which focuses on electronic filling and electronic communication as ussed by attorneys and attorneys offices and the results of the analysis of the web pages of slovenian attorneys, and we put both results in the perspective of the increasing need for a greater social responsibilty of all organisations including those in the public sector.===>U ovom radu predstavljamo rezultate studije o elektronskom popunjavanjem obrazaca i elektronskoj komunikaciji advokata i advokatskih kancelarija, kao i rezultate analize veb-stranica slovenačkih advokata, i ove rezultate posmatramo kroz perspektivu sve izraženije potrebe za većom sruštvenom odgovornošću svih organizacija, uključujući i organizacije u javnom sektoru.)
MATCH@E:(In the paper we present the results of a study, which focuses on electronic filling and electronic communication as ussed by attorneys and attorneys offices and the results of the analysis of the web pages of slovenian attorneys, and we put both results in the perspective of the increasing need for a greater social responsibilty of all organisations including those in the public sector. ~~~ 1.===>U ovom radu predstavljamo rezultate studije o elektronskom popunjavanjem obrazaca i elektronskoj komunikaciji advokata i advokatskih kancelarija, kao i rezultate analize veb-stranica slovenačkih advokata, i ove rezultate posmatramo kroz perspektivu sve izraženije potrebe za većom sruštvenom odgovornošću svih organizacija, uključujući i organizacije u javnom sektoru. 1.)
MATCH@M:(Information, knowledge and response are important factors of successful business.===>Informacije, znanje i pravovremena reakcija značajni su faktori uspešnog poslovanja.)
MATCH@E:(Introduction Information, knowledge and response are important factors of successful business.===>Uvod Informacije, znanje i pravovremena reakcija značajni su faktori uspešnog poslovanja.)
MATCH@M:(Public sector and judicature must also keep this in mind.===>Toga moraju sa budu svesni i javni sektor i pravosuđe.)
MATCH@E:(Public sector and judicature must also keep this in mind.===>Toga moraju sa budu svesni i javni sektor i pravosuđe.)
MATCH@M:(So the administration is supposed to become »service of citizens«, which is aware, that the consumers search of new and kinder accesses to products and services.===>Znači da uprava mora da postane „servis građana“, što znači da korisnici traže nove i povoljnije načine pristupanja proizvodima i uslugama.)
MATCH@E:(So the administration is supposed to become »service of citizens«, which is aware, that the consumers search of new and kinder accesses to products and services.===>Znači da uprava mora da postane servis građana, što znači da korisnici traže nove i povoljnije načine pristupanja proizvodima i uslugama.)
MATCH@M:(Judicature must disentangle itself from vice of delays, that paralyze its activity.===>Pravosuđe se mora osloboditi zla kašnjenja koje paralizuje njegovo poslovanje.)
MATCH@E:(Judicature must disentangle itself from vice of delays, that paralyze its activity.===>Pravosuđe se mora osloboditi zla kašnjenja koje paralizuje njegovo poslovanje.)
MATCH@M:(In both cases, electronic method of doing business will be (and is) key element of renovation of business, which was already successful to a certain extent (see e.g. Sovdat 2007 or Batagelj 2006).===>U oba slučaja, elektronsko poslovanje će biti (i jeste) ključni element obnavljanja poslovanja koje je već bilo uspešno do nekog stepena (videti na primer, Sovdat, 2007. ili Bagatelj, 2006).)
MATCH@E:(In both cases, electronic method of doing business will be (and is) key element of renovation of business, which was already successful to a certain extent (see e.g. Sovdat 2007 or Batagelj 2006).===>U oba slučaja, elektronsko poslovanje će biti (i jeste) ključni element obnavljanja poslovanja koje je već bilo uspešno do nekog stepena (videti na primer, Sovdat, 2007. ili Bagatelj, 2006).)
MATCH@M:(We can say, that electronic method of doing business is almost an urgency of every organization today, which also applies to advocacy.===>Danas možemo da kažemo da je elektronski način poslovanja skoro neophodan u svakoj organizaciji, a to se odnosi i na advokaturu.)
MATCH@E:(We can say, that electronic method of doing business is almost an urgency of every organization today, which also applies to advocacy.===>Danas možemo da kažemo da je elektronski način poslovanja skoro neophodan u svakoj organizaciji, a to se odnosi i na advokaturu.)
MATCH@M:(Advocacy is a special service within judicature, which assures professional representation of people and businesses in procedures before courts of justice and other state bodies, as well as other forms of legal assistance.===>Advokatura (zastupanje) jeste posebna služba u okviru pravosuđa, koja obezbeđuje stručno zastupanje pojedinaca i firmi u postupcima pred sudom i pred drugim državnim organima, kao i druge oblike pravne pomoći.)
MATCH@E:(Advocacy is a special service within judicature, which assures professional representation of people and businesses in procedures before courts of justice and other state bodies, as well as other forms of legal assistance.===>Advokatura (zastupanje) jeste posebna služba u okviru pravosuđa, koja obezbeđuje stručno zastupanje pojedinaca i firmi u postupcima pred sudom i pred drugim državnim organima, kao i druge oblike pravne pomoći.)
MATCH@M:(As opposed to other parts of judicial system, advocacy is independent in its activity to state bodies and is an independent professional activity (Kaucic, Grad 2007).===>Za razliku od drugih delova pravosudnog sistema, advokatura je u svom radu nezavisna od državnih organa i predstavlja nezavisnu struku (Kaučič, Grad, 2007).)
MATCH@E:(As opposed to other parts of judicial system, advocacy is independent in its activity to state bodies and is an independent professional activity (Kaučič, Grad 2007).===>Za razliku od drugih delova pravosudnog sistema, advokatura je u svom radu nezavisna od državnih organa i predstavlja nezavisnu struku (Kaučič, Grad, 2007).)
MATCH@M:(Exactly because of this position, the advocacy must, more as remainder of judiciary system, confront new and changed circumstances in its area.===>Upravo zbog ovakvog položaja advokatura mora, više nego druge oblasti pravosudnog sistema, da se suoči sa novim i izmenjenim okolnostima u ovoj oblasti.)
MATCH@E:(Exactly because of this position, the advocacy must, more as remainder of judiciary system, confront new and changed circumstances in its area.===>Upravo zbog ovakvog položaja advokatura mora, više nego druge oblasti pravosudnog sistema, da se suoči sa novim i izmenjenim okolnostima u ovoj oblasti.)
MATCH@M:(How the process of adapting is taking place in Slovenia, will be presented via results of research in continuation.===>Kako se ovaj proces prilagođavanja odvija u Sloveniji pokazaćemo putem rezultata istraživanja koje vodimo.)
MATCH@E:(How the process of adapting is taking place in Slovenia, will be presented via results of research in continuation.===>Kako se ovaj proces prilagođavanja odvija u Sloveniji pokazaćemo putem rezultata istraživanja koje vodimo.)
MATCH@M:(The survey focused, above all, on electronic archives, electronic submissions (so-called electronic filing) and electronic communicating as are used at attorneys, in order to show the degree of electronic method of doing business at attorneys.===>U istraživanju smo se pre svega fokusirali na elektronske arhive, elektronske podneske (tzv. elektronska dokumentacija) i elektronsku komunikaciji u poslovanju advokata i nastojali da pokažemo u kolikom stepenu advokati koriste elektronske metode.)
MATCH@E:(The survey focused, above all, on electronic archives, electronic submissions (so-called electronic filing) and electronic communicating as are used at attorneys, in order to show the degree of electronic method of doing business at attorneys. ~~~ 2.===>U istraživanju smo se pre svega fokusirali na elektronske arhive, elektronske podneske (tzv. elektronska dokumentacija) i elektronsku komunikaciji u poslovanju advokata i nastojali da pokažemo u kolikom stepenu advokati koriste elektronske metode. 2.)
MATCH@M:(Formation of Internet vastly increased possibilities of companies for quicker, more precise, timely and spatially less restricted, more cost-efficient way of doing business adapted to individual customer (Kotler 2004).===>Uspostavljanje interneta je u velikoj meri povećalo mogućnosti kompanija da posluju brže, preciznije, uz veću uštedu vremena i prostora i kost-efektivno i time budu prilagođenije pojedinačnom korisniku (Kotler, 2004).)
MATCH@E:(Electronic business and its dimension Formation of Internet vastly increased possibilities of companies for quicker, more precise, timely and spatially less restricted, more cost-efficient way of doing business adapted to individual customer (Kotler 2004).===>Elektronsko poslovanje i njegova dimenyija Uspostavljanje interneta je u velikoj meri povećalo mogućnosti kompanija da posluju brže, preciznije, uz veću uštedu vremena i prostora i kost-efektivno i time budu prilagođenije pojedinačnom korisniku (Kotler, 2004).)
MATCH@M:(Internet of today works as source of information, source of fun, as a communication path, path for transactions and even as a marketing path.===>Internet danas funkcioniše kao izvor informacija, zabave, kanal komunikacije, transakcija i čak marketinga.)
MATCH@E:(Internet of today works as source of information, source of fun, as a communication path, path for transactions and even as a marketing path.===>Internet danas funkcioniše kao izvor informacija, zabave, kanal komunikacije, transakcija i čak marketinga.)
MATCH@M:(We can often use it as a sales center, television set, newspaper, library or telephone.===>Cesto ga koristimo kao prodajni centar, ume-sto televizora, novina, biblioteke ili telefona.)
MATCH@E:(We can often use it as a sales center, television set, newspaper, library or telephone.===>Često ga koristimo kao prodajni centar, umesto televizora, novina, biblioteke ili telefona.)
MATCH@M:(Internet also enables sending e-mail, exchange of information and opinions, buying of products and access to news,...===>Preko interneta možemo da pošaljemo e-mejl, da razmenjuje-mo informacije i mišljenja, da kupujemo proizvode i da saznajemo vesti ...)
MATCH@E:(Internet also enables sending e-mail, exchange of information and opinions, buying of products and access to news,... ~~~ (Kotler 2004).===>Preko interneta možemo da pošaljemo e-mejl, da razmenjujemo informacije i mišljenja, da kupujemo proizvode i da saznajemo vesti ... (Kotler, 2004).)
MATCH@M:(We also connect development of electronic business with development of computer networks and Internet, with agglomeration of information and telecommunication technology and standards for computer exchange of data (Jerman-Blazic 2001).===>Razvoj elektronskog poslovanja takođe povezujemo sa razvojem kompjuterskih mreža i interneta, sa sve obimnijom informacionom i telekomunikacionom tehnologijom i standardima za kompjutersku razme-nu podataka (Jerman-Blažić, 2001).)
MATCH@E:(We also connect development of electronic business with development of computer networks and Internet, with agglomeration of information and telecommunication technology and standards for computer exchange of data (Jerman-Blažič 2001).===>Razvoj elektronskog poslovanja takođe povezujemo sa razvojem kompjuterskih mreža i interneta, sa sve obimnijom informacionom i telekomunikacionom tehnologijom i standardima za kompjutersku razmenu podataka (Jerman-Blažić, 2001).)
MATCH@M:(In the case of latter it is more than mere common exchange of computer data and activity of an online store.===>U ovom drugom slučaju, ne radi se samo o razmeni podataka i poslovanju samo neke on-lajn prodavnice.)
MATCH@E:(In the case of latter it is more than mere common exchange of computer data and activity of an online store.===>U ovom drugom slučaju, ne radi se samo o razmeni podataka i poslovanju samo neke on-lajn prodavnice.)
MATCH@M:(Today electronic business comprises of: electronic trading, electronic banking, paying electronically, long distance work, electronic publishing, electronic insurance, electronic stock exchange..===>Danas elektronsko poslovanje obuhvata: elektronsku trgovinu, elektronsko bankarstvo, elektronsko plaćanje, rad na daljinu, elektronsko izdavaštvo, elektronsko osiguranje, elektronsku berzu ..)
MATCH@E:(Today electronic business comprises of: electronic trading, electronic banking, paying electronically, long distance work, electronic publishing, electronic insurance, electronic stock exchange... ~~~ (Toplišek 1998).===>Danas elektronsko poslovanje obuhvata: elektronsku trgovinu, elektronsko bankarstvo, elektronsko plaćanje, rad na daljinu, elektronsko izdavaštvo, elektronsko osiguranje, elektronsku berzu ... (Toplišek, 1998).)
MATCH@M:(Doing business electronically comprises of three levels, where every level requires higher level of technology and where every level offers results in different field of business.===>Elektronsko poslovanje obuhvata tri nivoa, pri čemu svaki nivo zahteva viši nivo tehnologije i izaziva posle-dice u različitim oblastima poslovanja.)
MATCH@E:(Doing business electronically comprises of three levels, where every level requires higher level of technology and where every level offers results in different field of business.===>Elektronsko poslovanje obuhvata tri nivoa, pri čemu svaki nivo zahteva viši nivo tehnologije i izaziva posledice u različitim oblastima poslovanja.)
MATCH@M:(This form of e-business comprises of the same technology as 1st level and adds e-mail and web pages.===>Ovaj oblik e-poslovanja obuhvata istu tehnologiju kao i prvi nivo, ali dodaje e-mejl i veb stranice.)
MATCH@E:(This form of e-business comprises of the same technology as 1st level and adds e-mail and web pages.===>Ovaj oblik eposlovanja obuhvata istu tehnologiju kao i prvi nivo, ali dodaje e-mejl i veb stranice.)
MATCH@M:(Considering this definition, we can nowadays say, that all economic subjects have established a certain degree of doing business electronically.===>Uzimajući u obzir ovu definiciju, možemo danas da kažemo da su svi ekonomski subjekti uspostavili određeni stepen elektronskog poslovanja.)
MATCH@E:(Considering this definition, we can nowadays say, that all economic subjects have established a certain degree of doing business electronically.===>Uzimajući u obzir ovu definiciju, možemo danas da kažemo da su svi ekonomski subjekti uspostavili određeni stepen elektronskog poslovanja.)
MATCH@M:(Whether individual organization utilizes all possibilities, is also dependent on legal restrictions.===>Da li pojedinačna organizacija koristi sve ponuđene mogućnosti ta-kođe će zavisiti i od zakonskih ograničanja.)
MATCH@E:(Whether individual organization utilizes all possibilities, is also dependent on legal restrictions.===>Da li pojedinačna organizacija koristi sve ponuđene mogućnosti takođe će zavisiti i od zakonskih ograničanja.)
MATCH@M:(In case of attorney’s services level three (e-trading) is questionable.===>U slučaju advokatskih usluga, treći nivo (e-trgovanje) je problematično.)
MATCH@E:(In case of attorneys services level three (e-trading) is questionable.===>U slučaju advokatskih usluga, treći nivo (e-trgovanje) je problematično.)
MATCH@M:(In case of second level it may be only for use of e-mail for communication with customers and establishing of a web page.===>Na drugom nivou može se samo koristiti e-mejl za komunikaciju sa klijentima i može se uspostaviti veb-stranica.)
MATCH@E:(In case of second level it may be only for use of e-mail for communication with customers and establishing of a web page.===>Na drugom nivou može se samo koristiti emejl za komunikaciju sa klijentima i može se uspostaviti veb-stranica.)
MATCH@M:(If we focus our attention on the Electronic Commerce and Electronic Signature in continuation we can see electronic business as business in electronic shape on a distance by using information and communication technologies (ZEPEP, Ur.===>Ako se fokusiramo na elektronsku trgovinu i elektronski potpis, posmatraćemo elektronsko poslovanje kao poslovanje u elektronskom obliku, na daljinu i to korišćenjem incormacionih i komunikacionih tehnologija (ZEPEP, Ur.)
MATCH@E:(If we focus our attention on the Electronic Commerce and Electronic Signature in continuation we can see electronic business as business in electronic shape on a distance by using information and communication technologies (ZEPEP, Ur.===>Ako se fokusiramo na elektronsku trgovinu i elektronski potpis, posmatraćemo elektronsko poslovanje kao poslovanje u elektronskom obliku, na daljinu i to korišćenjem incormacionih i komunikacionih tehnologija (ZEPEP, Ur.)
MATCH@M:(l. RS, No. 98/2004).===>I. RS, No. 98/2004).)
MATCH@E:(l. RS, No. 98/2004).===>I. RS, No. 98/2004).)
MATCH@M:(Slighty modified definition listed there, is also used in literature (see e.g. Kovacic et al. 2004).===>Neznatno mo-difikovana definicija koja je ovde navedena koristi se i u literaturi (videti, na primer, Kovačič i dr., 2004).)
MATCH@E:(Slighty modified definition listed there, is also used in literature (see e.g. Kovačič et al. 2004).===>Neznatno modifikovana definicija koja je ovde navedena koristi se i u literaturi (videti, na primer, Kovačič i dr., 2004).)
MATCH@M:(Characteristics of electronic business are (1) computer communication, (2) organization of business and (3) legal infrastructure to support such business (Makarovic et al. 2001).===>Karakteristike elektronskog poslovanja su (1) kompjuterska komunikacija, (2) organizacija poslovanja i (3) pravna infrastruktura kao podrška takvom poslovanju (Makarovič i dr., 2001).)
MATCH@E:(Characteristics of electronic business are (1) computer communication, (2) organiza tion of business and (3) legal infrastructure to support such business (Makarovič et al. 2001).===>Karakteristike elektronskog poslovanja su (1) kompjuterska komunikacija, (2) organizacija poslovanja i (3) pravna infrastruktura kao podrška takvom poslo vanju (Makarovič i dr., 2001).)
MATCH@M:(In electronic business, technically - technological and legally organizational ingredients interweave almost seamlessly.===>U elektronskom poslovanju, tehničko-tehnološki i pravno organizovani elementi prepliću se savršeno.)
MATCH@E:(In electronic business, technically - technological and legally organizational ingredients interweave almost seamlessly.===>U elektronskom poslovanju, tehničko-tehnološki i pravno organizovani elementi prepliću se savršeno.)
MATCH@M:(Today the focal point moves from technical toward nontechnical (legal and organizational questions) (Toplišek 1998).===>Danas se fokus pomera sa tehničkog na ne-tehnički sapekt (pravna i organizaciona pitanja) (Toplišek, 1998).)
MATCH@E:(Today the focal point moves from technical toward non-technical (legal and organizational questions) (Toplišek 1998).===>Danas se fokus pomera sa tehničkog na ne-tehnički sapekt (pravna i organizaciona pitanja) (Toplišek, 1998).)
MATCH@M:(These questions appear also at the concept of electronic database and at communication via e-mail, we are introducing briefly in continuation.===>Ova pitanja se takođe javljaju u koncepciji elektronske baze podataka i u komunikaciji e-mejlom, a mi ćemo ih ukratko predstaviti u narednim odeljcima.)
MATCH@E:(These questions appear also at the concept of electronic database and at communication via e-mail, we are introducing briefly in continuation.===>Ova pitanja se takođe javljaju u koncepciji elektronske baze podataka i u komunikaciji e-mejlom, a mi ćemo ih ukratko predstaviti u narednim odeljcima. 2.)
MATCH@M:(Databases play four important roles in organizations (including law firms): (1) storage of personal data, (2) storage of data needed for business operations, (3) supply of data for management and (4) supply of data from organization’s environment.===>Baze podataka imaju četiri značajne uloge u organizacijama (uključujući pravne firme):(1)skladištenje ličnih podataka, (2) skladištenje podataka potrebnih u poslovnim operacijama, (3) dostavljanje podataka menaxmentu i (4) dostavljanje podataka iz okruženja organizacije.)
MATCH@E:(Databases play four important roles in organizations (including law firms): (1) storage of personal data, (2) storage of data needed for business operations, (3) supply of data for management and (4) supply of data from organizations environment.===>Baze podataka imaju četiri značajne uloge u organizacijama (1) skladištenje ličnih podataka, (2) skladištenje podataka potrebnih u poslovnim operacijama, (3) dostavljanje podataka menaxmentu i (4) dostavljanje podataka iz okruženja organizacije.)
MATCH@M:(Electronic mail is one of the most contemporary electronic manners of communication.===>Elektronska pošta predstavlja jedan od najsavremeni-jih načina elektronskog poslovanja.)
MATCH@E:(2.2 E-communication with customers Electronic mail is one of the most contemporary electronic manners of communication.===>E-komunikacija sa korisnicima Elektronska pošta predstavlja jedan od najsavremenijih načina elektronskog poslovanja.)
MATCH@M:(It is asserting itself also as a medium for legally relevant messages.===>Ističe se i kao posrednik u razmeni pravno relevantnih poruka.)
MATCH@E:(It is asserting itself also as a medium for legally relevant messages.===>Ističe se i kao posrednik u razmeni pravno relevantnih poruka.)
MATCH@M:(Statement of will is a rather well defined field in theory and judicial practice, however all key opinions are based on communicating on paper (letter).===>Testament je prilično dobro definisana oblast u teoriji i pravnoj praksi, ali sva ključna mišljenja zasnovana su na komunikaciji na papiru (pismo).)
MATCH@E:(Statement of will is a rather well defined field in theory and judicial practice, however all key opinions are based on communicating on paper (letter).===>Testament je prilično dobro definisana oblast u teoriji i pravnoj praksi, ali sva ključna mišljenja zasnovana su na komunikaciji na papiru (pismo).)
MATCH@M:(Author/sender and receiver both have paper message.===>I autor/pošiljalac i primalac imaju poruku na papiru.)
MATCH@E:(Author/sender and receiver both have paper message.===>I autor/pošiljalac i primalac imaju poruku na papiru.)
MATCH@M:(These persons can do whatever they want with the paper, finally they can even destroy it.===>Ove osobe mogu sa svojim papirom da čine šta hoće, čak i da ga unište.)
MATCH@E:(These persons can do whatever they want with the paper, finally they can even destroy it.===>Ove osobe mogu sa svojim papirom da čine šta hoće, čak i da ga unište.)
MATCH@M:(E-mail in majority of instances is located on a certain common place (common computer), where all messages are carefully logged and it is technologically possible to make impossible for the participants to breach integrity of stored messages.===>E-mejl se u najvećem broju slučajeva nalazi na određenom zajedničkom mestu (zajednički kompjuter), gde su sve poruke pažljivo unete, a tehnološki je moguće sprečiti učesnike da ugroze integritet uskladištenih poruka.)
MATCH@E:(E-mail in majority of instances is located on a certain common place (common computer), where all messages are carefully logged and it is technologically possible to make impossible for the participants to breach integrity of stored messages.===>Emejl se u najvećem broju slučajeva nalazi na određenom zajedničkom mestu (zajednički kompjuter), gde su sve poruke pažljivo unete, a tehnološki je moguće sprečiti učesnike da ugroze integritet uskladištenih poruka.)
MATCH@M:(If communicating goes on directly between two computers, such tracking is only possible on participating computers.===>Ako se komunikacija odvija neposredno između dva kompjutera, praćenje je moguće jedino na ova dva kompjutera.)
MATCH@E:(If communicating goes on directly between two computers, such tracking is only possible on participating computers.===>Ako se komunikacija odvija neposredno između dva kompjutera, praćenje je moguće jedino na ova dva kompjutera.)
MATCH@M:(From environment that uses e-mail as part of own business it is dependent whether it will make use of technological possibilities for reliable storage of messages in a time period, relevant for said environment (Toplisek 1997).===>Od okruženja koje koristi e-mejl u svom poslovanju zavisi da li će koristiti tehnološke mogućnosti za pouzdano skladištenje poruka značajnih za dato okruženje, u određenom vremenskom periodu (Toplišek, 1997).)
MATCH@E:(From environment that uses e-mail as part of own business it is dependent whether it will make use of technological possibilities for reliable storage of messages in a time period, relevant for said environment (Toplišek 1997).===>Od okruženja koje koristi e-mejl u svom poslovanju zavisi da li će koristiti tehnološke mogućnosti za pouzdano skladištenje poruka značajnih za dato okruženje, u određenom vremenskom periodu (Toplišek, 1997).)
MATCH@M:(Today electronic business and with it, electronic archives and communication via e-mail are reaching more and more into the field of advocacy.===>U današnje vreme elektronsko poslovanje, a zajedno s njim elektronske arhive i komunikacije putem e-mejla sve više se koriste u advokaturi/zastupanju.)
MATCH@E:(Today electronic business and with it, electronic archives and communication via e-mail are reaching more and more into the field of advocacy.===>U današnje vreme elektronsko poslovanje, a zajedno s njim elektronske arhive i komunikacije putem emejla sve više se koriste u advokaturi/zastupanju.)
MATCH@M:(We can say, that the internet changed the way attorneys do business, because regardless of their wishes they are subjected to demands of the market and as such forced to do business with subjects, which press heavily toward electronic business.===>Mo-žem da kažemo da je internet promenio način na koji advokati obavljaju poslove, zato što, bez obzira na to šta stvarno žele, oni moraju da se povinuju zahtevima tržišta i da posluju sa subjektima koji sve više naginju elektronskom poslovanju.)
MATCH@E:(We can say, that the internet changed the way attorneys do business, because regardless of their wishes they are subjected to demands of the market and as such forced to do business with subjects, which press heavily toward electronic business.===>Možem da kažemo da je internet promenio način na koji advokati obavljaju poslove, zato što, bez obzira na to šta stvarno žele, oni moraju da se povinuju zahtevima tržišta i da posluju sa subjektima koji sve više naginju elektronskom poslovanju.)
MATCH@M:(How are attorneys prepared for these facts in Slovenia and how are they utilizing advantages, that doing business electronically offers, in the next chapter.===>O tome koliko su advokati u Sloveniji osposobljeni za ovakvo nešto i kako oni koriste prednosti koje donosi elektronsko oslovanje govorićemo u narednom poglavlju.)
MATCH@E:(How are attorneys prepared for these facts in Slovenia and how are they utilizing advantages, that doing business electronically offers, in the next chapter. ~~~ 3.===>O tome koliko su advokati u Sloveniji osposobljeni za ovakvo nešto i kako oni koriste prednosti koje donosi elektronsko oslovanje govorićemo u narednom poglavlju. 3.)
MATCH@M:(Toplisek was, in 1996, already studying the distribution of electronic business among attorneys in Slovenia and he found in his research, that only 15 % of attorneys had electronic addresses, while only 24 % of them had a computer with access to internet.===>Toplišek je još 1996. godine istraživao koliko je elektronsko poslovanje rašireno među advokatima u Sloveniji i došao do podataka da samo 15% advokata ima elektronske adrese, a samo 24% ima kompjuter povezan sa internetom.)
MATCH@E:(Research on the use of electronic business of attorneys in Slovenia Toplišek was, in 1996, already studying the distribution of electronic business among attorneys in Slovenia and he found in his research, that only 15 % of attorneys had electronic addresses, while only 24 % of them had a computer with access to internet.===>Elektronsko poslovanje advokata u Sloveniji - istraživanje Toplišek je još 1996. godine istraživao koliko je elektronsko poslovanje rašireno među advokatima u Sloveniji i došao do podataka da samo 15% advokata ima elektronske adrese, a samo 24% ima kompjuter povezan sa internetom.)
MATCH@M:(Only about 5 % - 11 % of jurists had electronic address, of those most had commercial address (6%).===>Samo 5%-11% pravnika imalo je elektronske adrese, i većina od njih je imala komercijalne adrese(6%).)
MATCH@E:(Only about 5 % - 11 % of jurists had electronic address, of those most had commercial address (6%).===>Samo 5%-11% pravnika imalo je elektronske adrese, i većina od njih je imala komercijalne adrese(6%).)
MATCH@M:(15 % of jurists were using internal e-mail at work, from those most are in administration and in economy; all other professional fields are falling way behind.===>15% pravnika koristilo je interni e-mejl na poslu, najveći broj ovih radio je u upravi i u privredi; sve druge profesionalne oblasti daleko su zaostajale.)
MATCH@E:(15 % of jurists were using internal e-mail at work, from those most are in administration and in economy; all other professional fields are falling way behind.===>15% pravnika koristilo je interni e-mejl na poslu, najveći broj ovih radio je u upravi i u privredi; sve druge profesionalne oblasti daleko su zaostajale.)
MATCH@M:(Jurists were already at that time aware of possibilities, the e-mail offers them, because 38 % of them thought they would need it, 20 % were already planning to acquire and e-address.===>Već tada su pravnici bili svesni mogućnosti koje e-mejl nudi, zato što je 38% smatralo da će im trebati, a 20% je već planiralo da postavi e-adresu.)
MATCH@E:(Jurists were already at that time aware of possibilities, the e-mail offers them, because 38 % of them thought they would need it, 20 % were already planning to acquire and e-address.===>Već tada su pravnici bili svesni mogućnosti koje e-mejl nudi, zato što je 38% smatralo da će im trebati, a 20% je već planiralo da postavi e-adresu.)
MATCH@M:(Still there was a large share of such, who do not know well enough about the technology, because 27 % of them were not certain, whether they would need electronic mail at all (Toplisek 1997).===>Ipak je još veliki broj onih koji nisu mnogo poznavali tehnologiju, pošto 27% nije bilo sigurno da li će im elektronska pošta ikada biti potrebna (Topli-šek, 1997).)
MATCH@E:(Still there was a large share of such, who do not know well enough about the technology, because 27 % of them were not certain, whether they would need electronic mail at all (Toplišek 1997).===>Ipak je još veliki broj onih koji nisu mnogo poznavali tehnologiju, pošto 27% nije bilo sigurno da li će im elektronska pošta ikada biti potrebna (Toplišek, 1997).)
MATCH@M:(Comparatively we can mention an American research from 1998 concerning communication of attorneys via email (Harris 2001), which showed, that at that time, 53.6 % of American attorneys already communicated with their customers via the internet.===>Kao poređenje možemo pomenuti jedno američko istraživanje komunikacije koju advokati obavljaju e-mejlom, iz 1998. godine (Harris, 2001), a koje pokazuje da je u to vreme 53,6% američkih advokata već komuniciralo sa svojim klijentima putem interneta.)
MATCH@E:(Comparatively we can mention an American research from 1998 concerning communication of attorneys via email (Harris 2001), which showed, that at that time, 53.6 % of American attorneys already communicated with their customers via the internet.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Comparatively we can mention an American research from 1998 concerning communication of attorneys via email (Harris 2001), which showed, that at that time, 53.6 % of American attorneys already communicated with their customers via the internet.
BAD_LINE_M:Kao poređenje možemo pomenuti jedno američko istraživanje komunikacije koju advokati obavljaju e-mejlom, iz 1998. godine (Harris, 2001), a koje pokazuje da je u to vreme 53,6% američkih advokata već komuniciralo sa svojim klijentima putem interneta.
BAD_LINE_E:Comparatively we can mention an American research from 1998 concerning communication of attorneys via email (Harris 2001), which showed, that at that time, 53.6 % of American attorneys already communicated with their customers via the internet.
BAD_LINE_E:
MATCH@M:(To demonstrate the state of use of e-mail among attorneys today and how they make use of other advantages, that contemporary technology brings, was the intention of a research, of which results we are showing in continuation.===>Ovo istraživanje imalo je za cilj da pokaže koliko advokati danas koriste e-mejl i druge prednosti koje donosi savremena tahnologija, a rezultate prikazujemo u odeljcima koji slede.)
MATCH@E:(To demonstrate the state of use of e-mail among attorneys today and how they make use of other advantages, that contemporary technology brings, was the intention of a research, of which results we are showing in continuation.===>Ovo istraživanje imalo je za cilj da pokaže koliko advokati danas koriste e-mejl i druge prednosti koje donosi savremena tahnologija, a rezultate prikazujemo u odeljcima koji slede. 3.)
MATCH@M:(We did a research among Slovene attorneys in the time period from June to July 2007.===>Istraživanje smo sproveli među slovenačkim advokatima u period jun-jul 2007. godine.)
MATCH@E:(3.1 Method of data gathering We did a research among Slovene attorneys in the time period from June to July 2007.===>Metod prikupljanja podataka Istraživanje smo sproveli među slovenačkim advokatima u period jun-jul 2007. godine.)
MATCH@M:(Namely, we have done the research with the help of e-mail, whereas the basis for us was a register of lawyers of the Bar association of Slovenia, where attorney’s e-mail addresses are listed beside basic data about the attorneys.===>Naime, istraživanje smo vršili putem e-mejla, a kao baza nam je poslužio registar advokata Advokatske komore Slovenije, gde su e-mejl adrese advokata navedene uz osnovne podatke o advokatima.)
MATCH@E:(Namely, we have done the research with the help of e-mail, whereas the basis for us was a register of lawyers of the Bar association of Slovenia, where attorneys e-mail addresses are listed beside basic data about the attorneys.===>Naime, istraživanje smo vršili putem e-mejla, a kao baza nam je poslužio registar advokata Advokatske komore Slovenije, gde su e-mejl adrese advokata navedene uz osnovne podatke o advokatima.)
MATCH@M:(We must forwarn here and now, that some of the listed addresses are not active, as well as that all attorneys in the register do not have an e-mail address listed.===>Već od početka upozoravamo da neke od navedenih adresa nisu aktivne, kao i da svi advokati nemaju navedenu e-adresu.)
MATCH@E:(We must forwarn here and now, that some of the listed addresses are not active, as well as that all attorneys in the register do not have an e-mail address listed.===>Već od početka upozoravamo da neke od navedenih adresa nisu aktivne, kao i da svi advokati nemaju navedenu e-adresu.)
MATCH@M:(Response to the survey was very bad, because only 5,2 % of surveys sent were returned.===>Odziv na anketu bio je slab, zato što je samo 5,2% advokata odgovorilo na upitnike.)
MATCH@E:(Response to the survey was very bad, because only 5,2 % of surveys sent were returned.===>Odziv na anketu bio je slab, zato što je samo 5,2% advokata odgovorilo na upitnike.)
MATCH@M:(Despite the bad response, we analyzed the returned questionnaires.===>Uprkos tako slabom odzivu, analizirali smo upitnike.)
MATCH@E:(Despite the bad response, we analyzed the returned questionnaires.===>Uprkos tako slabom odzivu, analizirali smo upitnike.)
MATCH@M:(We found, that majority of attorneys that returned the questionnaire had offices in business for over 15 years.===>Razultati su pokazali da većina advokata koji su poslali popunjene upitnike imaju kancelarije duže od 15 godina.)
MATCH@E:(We found, that majority of attorneys that returned the questionnaire had offices in business for over 15 years.===>Razultati su pokazali da većina advokata koji su poslali popunjene upitnike imaju kancelarije duže od 15 godina.)
MATCH@M:(Interesting is the data, that 44 % of offices are located in cities with over 100.000 inhabitants and 39 % are located in towns between 5.000 and 30.000 inhabitants.===>Interesantni su podaci da se 44% kancelarija nalazi u gradovima sa više od 100.000 stanovnika, a 39% u gradovima sa 5.000 - 30.000 stanovnika.)
MATCH@E:(Interesting is the data, that 44 % of offices are located in cities with over 100.000 inhabitants and 39 % are located in towns between 5.000 and 30.000 inhabitants.===>Interesantni su podaci da se 44% kancelarija nalazi u gradovima sa više od 100.000 stanovnika, a 39% u gradovima sa 5.000 30.000 stanovnika.)
MATCH@M:(We must also stress that, »history« of existence of law firm does not influence in any way on the number of employees they have.===>Takođe moramo da naglasimo da „starost“ firme nema uticaja na broj zaposlenih u njoj.)
MATCH@E:(We must also stress that, »history« of existence of law firm does not influence in any way on the number of employees they have.===>Takođe moramo da naglasimo da starost firme nema uticaja na broj zaposlenih u njoj.)
MATCH@M:(So a good 69 % of the offices have only 1-3 workers employed.===>Tako da dobrih 69% kancelarija ima samo 1-3 zaposlenih.)
MATCH@E:(So a good 69 % of the offices have only 1-3 workers employed.===>Tako da dobrih 69% kancelarija ima samo 1-3 zaposlenih.)
MATCH@M:(The second part of our research was done by analyzing the attorneys web pages of Slovene attorneys.===>U drugom delu istraživanja analizirali smo veb-strani-ce advokata u Sloveniji.)
MATCH@E:(The second part of our research was done by analyzing the attorneys web pages of Slovene attorneys.===>U drugom delu istraživanja analizirali smo veb-stranice advokata u Sloveniji.)
MATCH@M:(We did the analysis of web pages in period from March to April, 2008.===>Analizu smo vršili u periodu mart-april 2008. godine.)
MATCH@E:(We did the analysis of web pages in period from March to April, 2008.===>Analizu smo vršili u periodu mart-april 2008. godine.)
MATCH@M:(The basis for a more detailed analysis was the database »Attorneys in Internet«, that was prepared by IUS-Info in cooperation with The Bar Association of Slovenia.===>Baza za detaljniju analizu bila je baza podataka „Advokati na internetu“ koju je pripremio IUS-Info u saradnji sa Advokatskom komorom Slovenije.)
MATCH@E:(The basis for a more detailed analysis was the database »Attorneys in Internet«, that was prepared by IUS-Info in cooperation with The Bar Association of Slovenia.===>Baza za detaljniju analizu bila je baza podataka Advokati na internetu koju je pripremio IUS-Info u saradnji sa Advokatskom komorom Slovenije.)
MATCH@M:(The web pages in the database, were provided by the attorneys of law firms, which means, that the base is still deficient.===>Veb stranice u bazi podataka dali su advokati iz advokatskih firmi, što znači da je baza još uvek nepotpuna.)
MATCH@E:(The web pages in the database, were provided by the attorneys of law firms, which means, that the base is still deficient.===>Veb stranice u bazi podataka dali su advokati iz advokatskih firmi, što znači da je baza još uvek nepotpuna.)
MATCH@M:(Setting that aside, it is, however, the only reliable database of the sort.===>I uz sve to, ovo je ipak jedina pouzdana baza ove vrste.)
MATCH@E:(Setting that aside, it is, however, the only reliable database of the sort.===>I uz sve to, ovo je ipak jedina pouzdana baza ove vrste.)
MATCH@M:(We found 66 web pages (3 were unactive) of law firms or individual attorneys.===>Našli smo 66 veb stranica (3 nisu bile aktivne) advokatskih firmi ili pojedinačnih advokata.)
MATCH@E:(We found 66 web pages (3 were unactive) of law firms or individual attorneys.===>Našli smo 66 veb stranica (3 nisu bile aktivne) advokatskih firmi ili pojedinačnih advokata.)
MATCH@M:(In the database we can find links that are tied to individual attorneys (that is why we can find 125 attorneys (and links) and »only« 66 web pages).===>U bazi podataka možemo da nađemo linko-ve povezane sa pojedinačnim advokatima (zato smo i našli 125 advokata (i linkova), a „samo“ 66 veb stranica).)
MATCH@E:(In the database we can find links that are tied to individual attorneys (that is why we can find 125 attorneys (and links) and »only« 66 web pages).===>U bazi podataka možemo da nađemo linkove povezane sa pojedinačnim advokatima (zato smo i našli 125 advokata (i linkova), a samo 66 veb stranica).)
MATCH@M:(We analysed these sites more in detail.===>Ove stranice smo detaljno analizirali.)
MATCH@E:(We analysed these sites more in detail.===>Ove stranice smo detaljno analizirali.)
MATCH@M:(Additionaly we examinated other web pages of Slovene attorneys, found with the search engine Najdi.si (namely with search inquiries “attorney”, “law firm” and “attorney’s society”).===>Pored toga smo istražili druge veb stranice slovenačkih advokata koje smo nšli pomoću pretraživača Najdi.si (u stvari, ukucavajući „advokat“, „firma za pravne usluge“ i „advokatsko udruženje“).)
MATCH@E:(Additionaly we examinated other web pages of Slovene attorneys, found with the search engine Najdi.si (namely with search inquiries attorney, law firm and attorneys society).===>Pored toga smo istražili druge veb stranice slovenačkih advokata koje smo nšli pomoću pretraživača Najdi.si (u stvari, ukucavajući advokat, firma za pravne usluge i advokatsko udruženje).)
MATCH@M:(As we can see in Picture 1, majority, good 60 % of law firms, are using electronic and physical archives at the same time, while others are only using physical archives.===>Kako vidimo na slici 1, većina, dobrih 60% pravničkih firmi koristi elektronske i fizičke arhive istovremeno, dok drugi koriste samo fizičke arhive.)
MATCH@E:(As we can see in Picture 1, majority, good 60 % of law firms, are using electronic and physical archives at the same time, while others are only using physical archives.===>Kako vidimo na slici 1, većina, dobrih 60% pravničkih firmi koristi elektronske i fizičke arhive istovremeno, dok drugi koriste samo fizičke arhive.)
MATCH@M:(Between those, that also use electronic archives, 54 % of them are those that are using such method of archiving for old cases.===>Među onima koji koriste i elektronke arhive, 54% koristi takav metod arhiviranja za stare slučajeve.)
MATCH@E:(Between those, that also use electronic archives, 54 % of them are those that are using such method of archiving for old cases.===>Među onima koji koriste i elektronke arhive, 54% koristi takav metod arhiviranja za stare slučajeve.)
MATCH@M:(We must also warn, that it is not fully evident whether the »use for old cases« does not perhaps only pertain to transfer of old files into electronic archives (and not the transfer all documentation into electronic form).===>Takođe moramo da upozorimo da nije sasvim jasno da li „korišćenje za stare slučajeve“ možda znači samo prenošenje starih datoteka u elektronsku arhivu (a ne transfer celokupne dokumentacije u elektronsku formu).)
MATCH@E:(We must also warn, that it is not fully evident whether the »use for old cases« does not perhaps only pertain to transfer of old files into electronic archives (and not the transfer all documentation into electronic form).===>Takođe moramo da upozorimo da nije sasvim jasno da li korišćenje za stare slučajeve možda znači samo prenošenje starih datoteka u elektronsku arhivu (a ne transfer celokupne dokumentacije u elektronsku formu).)
MATCH@M:(Use of electronic archive is restricted regarding its scope, because courts of justice do not do business electronically.===>Primena elektronske arhive ograničena je u smislu obima, zato što sudovi ne posluju elektronskim putem.)
MATCH@E:(Picture 1: Forms of archive among law firms in Slovenia Use of electronic archive is restricted regarding its scope, because courts of justice do not do business electronically.===>Slika 1. ~~~ Oblici arhiva u pravničkim firmama u Sloveniji Primena elektronske arhive ograničena je u smislu obima, zato što sudovi ne posluju elektronskim putem.)
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BAD_LINE_M:Use of electronic archive is restricted regarding its scope, because courts of justice do not do business electronically.
BAD_LINE_M:Primena elektronske arhive ograničena je u smislu obima, zato što sudovi ne posluju elektronskim putem.
BAD_LINE_E:Picture 1: Forms of archive among law firms in Slovenia Use of electronic archive is restricted regarding its scope, because courts of justice do not do business electronically.
BAD_LINE_E:Slika 1. ~~~ Oblici arhiva u pravničkim firmama u Sloveniji Primena elektronske arhive ograničena je u smislu obima, zato što sudovi ne posluju elektronskim putem.
MATCH@M:(From this point of view it is understandable that, 70 % of offices using the electronic archive, have only file submissions in them.===>Sa ove tačke gledišta razumljivo je da 70% kancelarija koje koriste elektronsku arhivu imaju u njoj samo datoteke sa podnescima.)
MATCH@E:(From this point of view it is understandable that, 70 % of offices using the electronic archive, have only file submissions in them.===>Sa ove tačke gledišta razumljivo je da 70% kancelarija koje koriste elektronsku arhivu imaju u njoj samo datoteke sa podnescima.)
MATCH@M:(It is logical namely, that other documents (court rulings...), they get in paper shape, may not be discarded of, because doing that they would dispose of only documents, valid as originals.===>Logično je, naime, da druga dokumentacija (sudske presude, ...) koje advokati dobijaju u papirnoj formi, ne smeju da se bace, zato što če na taj način izgubiti jedini dokument koji se smatra originalom.)
MATCH@E:(It is logical namely, that other documents (court rulings…), they get in paper shape, may not be discarded of, because doing that they would dispose of only documents, valid as originals.===>Logično je, naime, da druga dokumentacija (sudske presude, ...) koje advokati dobijaju u papirnoj formi, ne smeju da se bace, zato što će na taj način izgubiti jedini dokument koji se smatra originalom.)
MATCH@M:(It would be interesting to look more precisely into the manner how the law firms, that answered they have all the material in the form of electronic archive, are dealing with this system.===>Bilo bi interesantno pažljivije pogledati na koji način advokatske firme koje su odgovorile da imaju sve materijala u elektronskoj formi, rade u ovakvom sistemu.)
MATCH@E:(It would be interesting to look more precisely into the manner how the law firms, that answered they have all the material in the form of electronic archive, are dealing with this system.===>Bilo bi interesantno pažljivije pogledati na koji način advokatske firme koje su odgovorile da imaju sve materijala u elektronskoj formi, rade u ovakvom sistemu. ~~~ Slika 2.)
MATCH@M:(Among the users of electronic archives 39 % of interviewed law firms are such that use it already for more than three years, which is seen in the Picture 3.===>39% advokatskih firmi koje koriste elektronsku arhivu to čine već duže od tri godine, što je prikazano na slici 3.)
MATCH@E:(Among the users of electronic archives 39 % of interviewed law firms are such that use it already for more than three years, which is seen in the Picture 3.===>39% advokatskih firmi koje koriste elektronsku arhivu to čine već duže od tri godine, što je prikazano na slici 3. ~~~ Slika 3.)
MATCH@M:(As can be seen in Picture 4, other important reasons listed are also simplicity and transparency of keeping the records, savings of time and savings of money.===>Kako se vidi na slici 4, drugi značajni razlozi bili su i jednostavnost i transparentnost čuvanja podataka i beležaka, ušteda u vremenu i ušteda u novcu.)
MATCH@E:(As can be seen in Picture 4, other important reasons listed are also simplicity and transparency of keeping the records, savings of time and savings of money.===>Kako se vidi na slici 4, drugi značajni razlozi bili su i jednostavnost i transparentnost čuvanja podataka i beležaka, ušteda u vremenu i ušteda u novcu.)
MATCH@M:(We think namely, that advantages of quick access to data and saving time doing it, have a strong mutual connection, because quicker access to data saves also time.===>Mislimo, naime, da su prednosti brzog pristupa podacima i ušteda vremena pri tome međusobno veoma povezani, pošto brži pristup podacima takođe štedi i vreme.)
MATCH@E:(We think namely, that advantages of quick access to data and saving time doing it, have a strong mutual connection, because quicker access to data saves also time.===>Mislimo, naime, da su prednosti brzog pristupa podacima i ušteda vremena pri tome međusobno veoma povezani, pošto brži pristup podacima takođe štedi i vreme.)
MATCH@M:(Presented results are not showing this.===>Rezultati koje predstavljamo ovo ne pokazuju.)
MATCH@E:(Presented results are not showing this.===>Rezultati koje predstavljamo ovo ne pokazuju.)
MATCH@M:(Here we must also say, that the most widespread programme is Shakespeare, because 16 % of law firms are using it.===>Ovde takođe moramo da kažemo da je najrasprostranjeniji program Shakespeare, pošto njega koristi 16% advokatskih firmi.)
MATCH@E:(Here we must also say, that the most widespread programme is Shakespeare, because 16 % of law firms are using it.===>Ovde takođe moramo da kažemo da je najrasprostranjeniji program Shakespeare, pošto njega koristi 16% advokatskih firmi.)
MATCH@M:(Regarding this, we must of course emphasize, that many interviewees are using Microsoft Office, respectively MS Word for administration of their archive.===>S tim u vezi, moramo i da naglasimo da veliki broj ispitanika koristi Microsoft Office, odnosno MS NJord za administriranje svoje arhive.)
MATCH@E:(Regarding this, we must of course emphasize, that many interviewees are using Microsoft Office, respectively MS Word for administration of their archive.===>S tim u vezi, moramo i da naglasimo da veliki broj ispitanika koristi Microsoft Of fice, odnosno MS NJord za administriranje svoje arhive.)
MATCH@M:(Some law firms are using custom designed programmes, or programmes, which are a result of theri own knowledge.===>Neke advokatske firme koriste kastomizirane programe koji su proizvod njihovog sopstvenog znanja.)
MATCH@E:(Some law firms are using custom designed programmes, or programmes, which are a result of theri own knowledge. ~~~ Law Office is also in use by 10 % of law firms.===>Neke advokatske firme koriste kastomizirane programe koji su proizvod njihovog sopstvenog znanja. 10% advokatskih firmi koristi Lanj Office.)
MATCH@M:(Considering the fact that just 40 % of law firms do not have electronic archives, the question concerning reasons for not having them showed some importantly.===>Kada se uzme u obzir da samo 40% advokatskih firmi nema elektronsku arhivu, pitanje razloga što je nemaju postaje takođe značajno.)
MATCH@E:(Considering the fact that just 40 % of law firms do not have electronic archives, the question concerning reasons for not having them showed some importantly.===>Kada se uzme u obzir da samo 40% advokatskih firmi nema elektronsku arhivu, pitanje razloga što je nemaju postaje takođe značajno.)
MATCH@M:(The prevailing reasons as showed are; that the is establishment and maintenance of electronic archives is too expensive (58.8 % of law firms); that physical archives are meeting all needs of the law firm (17.7 % of law firms) or that the programmes unknown to them.===>Glavni razlozi za ovo, kao se pokazalo jesu: uspostavljanje i održavanje elektronske arhive je preskupo (58,8% advokatskih firmi), fizička arhiva sasvim zadovoljava potrebe advokatske firme (17,7% advokatskih formi) ili ne poznaju programe.)
MATCH@E:(The prevailing reasons as showed are; that the is establishment and maintenance of electronic archives is too expensive (58.8 % of law firms); that physical archives are meeting all needs of the law firm (17.7 % of law firms) or that the programmes unknown to them.===>Glavni razlozi za ovo, kao se pokazalo jesu: uspostavljanje i održavanje elektronske arhive je preskupo (58,8% advokatskih firmi), fizička arhiva sasvim zadovoljava potrebe advokatske firme (17,7% advokatskih formi) ili ne poznaju programe. ~~~ Slika 5.)
MATCH@M:(Picture 5: Reasons for non use of electronic archives===>Slika 5. Razlozi za ne korišćenje elektronskih arhiva)
MATCH@E:(Picture 5: Reasons for non use of electronic archives 5.===>Razlozi za ne korišćenje elektronskih arhiva 5.)
MATCH@M:(Thats why we checked in research also, the use of both by attorneys in Slovenia and in what extent.===>Stoga smo u istraživanju proverili i da li ih advokati u Sloveniji koriste i u kojem stepenu.)
MATCH@E:(Thats why we checked in research also, the use of both by attorneys in Slovenia and in what extent.===>Stoga smo u istraživanju proverili i da li ih advokati u Sloveniji koriste i u kojem stepenu.)
MATCH@M:(We found, that in Slovenia the situation concerning the use of email, considering the year 1996 improved considerably.===>Zaključili smo da se, kada je reč o e-mejlu, situacija u Sloveniji od 1996. godine značajno popravila.)
MATCH@E:(We found, that in Slovenia the situation concerning the use of email, considering the year 1996 improved considerably.===>Zaključili smo da se, kada je reč o e-mejlu, situacija u Sloveniji od 1996. godine značajno popravila.)
MATCH@M:(The analysis of answers showed, that with the help of email communicate with their clients 59 % of law firms often, and 24 % always, while other only occasionaly.===>Analiza odgovora pokazala je da 59% advokatskih firmi komunicira često sa svojim klijentima putem e-mejla, 24% to čini stalno, a ostali samo povremeno.)
MATCH@E:(The analysis of answers showed, that with the help of email communicate with their clients 59 % of law firms often, and 24 % always, while other only occasionaly.===>Analiza odgovora pokazala je da 59% advokatskih firmi komunicira često sa svojim klijentima putem e-mejla, 24% to čini stalno, a ostali samo povremeno.)
MATCH@M:(21st paragraph of the Attorneys Act is dealing with this subject.===>Pojedinačni problemi u ovoj oblasti javljaju se svuda (i u našoj zemlji i u inostranstvu).Ovim pitanjem bavi se 21. član Zakona o advokaturi.)
MATCH@E:(21st paragraph of the Attorneys Act is dealing with this subject.===>Ovim pitanjem bavi se 21. član Zakona o advokaturi.)
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BAD_LINE_M:21st paragraph of the Attorneys Act is dealing with this subject.
BAD_LINE_M:Pojedinačni problemi u ovoj oblasti javljaju se svuda (i u našoj zemlji i u inostranstvu).Ovim pitanjem bavi se 21. član Zakona o advokaturi.
BAD_LINE_E:21st paragraph of the Attorneys Act is dealing with this subject.
BAD_LINE_E:Ovim pitanjem bavi se 21. član Zakona o advokaturi.
MATCH@M:(In this regard it is laying down the principle that attorneys may not advertise their activity.===>U tom smislu utvrđuje se princip da advokatima nije dozvoljeno da reklamiraju svoje usluge.)
MATCH@E:(In this regard it is laying down the principle that attorneys may not advertise their activity.===>U tom smislu utvrđuje se princip da advokatima nije dozvoljeno da reklamiraju svoje usluge.)
MATCH@M:(More precise is the Code of proffesional conduct, that states in the 23rd paragraph that defines what may not be looked upon as advertisment; if an attorney has on his web page data concerning his office (working hours, address, field of activity, specialization and similar), if these data are true and they refer to his activity.===>Još precizni-ki je Kodeks profesionalnog ponašanja, koji u 23. članu definiše šta se ne smatra reklamom: ako advokat na svojoj veb stranici ima podatke koji se odnose na njegovu kancelariju (radno vreme, adresa, oblast poslovanja, specijalizacija i slično), ako su ti podaci tačni i ako se odnose na njegovu delatnost.)
MATCH@E:(More precise is the Code of proffesional conduct, that states in the 23rd paragraph that defines what may not be looked upon as advertisment; if an attorney has on his web page data concerning his office (working hours, address, field of activity, specialization and similar), if these data are true and they refer to his activity.===>Još precizniki je Kodeks profesionalnog ponašanja, koji u 23. članu definiše šta se ne smatra reklamom: ako advokat na svojoj veb stranici ima podatke koji se odnose na njegovu kancelariju (radno vreme, adresa, oblast poslovanja, specijalizacija i slično), ako su ti podaci tačni i ako se odnose na njegovu delatnost.)
MATCH@M:(However it is necessary also to consider the first part of the listed paragraph, since it limits the scope of allowed advertisiment of attorneys.===>Važno je ipak pogledati prvi stav ovog člana, pošto se u njemu advokatima ograničava obim dozvoljenog oglašavanja.)
MATCH@E:(However it is necessary also to consider the first part of the listed paragraph, since it limits the scope of allowed advertisiment of attorneys.===>Važno je ipak pogledati prvi stav ovog člana, pošto se u njemu advokatima ograničava obim dozvoljenog oglašavanja.)
MATCH@M:(We would like to emphase the following restraints: “Forbidden is the advertisment of attorney’s activity, especially the praise of ones own quality, listing of successful defences, of won legal and other matters, cooperation in known cases, listing of clients and their importance, difficulties cases and similar, ..., references on their former activity, functions or position, ... references on influential unions and acquaintances, giving untrue or deceptive informations concerning their work, references on cooperation with important foreign attorneys and attorney’s societies,...”, because in practice wet come across web pages, that break.the listed rules.===>Naglasili bismo sledeća ograničenja: „Zabranjeno je oglašavanje advokatove delatnosti, posebno isticanje njegovih kvaliteta, nabrajanje uspe-šnih odbrana, dobij enih pravnih i drugih slučajeva, saradnja u poznatim slučajevima, navođenje imena klijenata i njihov značaj, teških slučajeva i slično ... referenci o ranijim aktivnostima, funkcijama ili položaju, reference o uticajnim udruženjima ili poznanicima, davanje netačnih ili varljivih informacija o poslovima, referenci o saradnji sa značajnim inostranim advokatima i advokatskim udruženjima ...“ jer ako se to nađe na veb stranici, to znači povredu navedenih pravila.)
MATCH@E:(We would like to emphase the following restraints: Forbidden is the advertisment of attorneys activity, especially the praise of ones own quality, listing of successful defences, of won legal and other matters, cooperation in known cases, listing of clients and their importance, difficulties cases and similar, ..., references on their former activity, functions or position, ... references on influential unions and acquaintances, giving untrue or deceptive informations concerning their work, references on cooperation with important foreign attorneys and attorneys societies,…, because in practice wet come across web pages, that break.the listed rules.===>Naglasili bismo sledeća ograničenja: ~~~ Zabranjeno je oglašavanje advokatove delatnosti, posebno isticanje njegovih kvaliteta, nabrajanje uspešnih odbrana, dobijenih pravnih i drugih slučajeva, saradnja u poznatim slučajevima, navođenje imena klijenata i njihov značaj, teških slučajeva i slično ... referenci o ranijim aktivnostima, funkcijama ili položaju, reference o uticajnim udruženjima ili poznanicima, davanje netačnih ili varljivih informacija o poslovima, referenci o saradnji sa značajnim inostranim advokatima i advokatskim udruženjima ... jer ako se to nađe na veb stranici, to znači povredu navedenih pravila.)
MATCH@M:(Above all , the web pages of attorneys appeal to certain “market advantages” (type of parties (bank, insurance companies,...), connections with other specialists (other attorneys, specialists on other fields,..., former professional experience ipd.); we also found a few web pages, that reference to publicistic and other professional activities of attorneys (of book, articles, seminars...).===>Iznad svega, veb stranice advokata navode neke „tržišne prednosti“ (vrste stranaka (banke, osiguravajuće kompanije, ...), veze sa drugim stručnjacima (drugim advokatima, specijalistima u drugim oblastima, ... prethodno stručno iskustvo, itd.); našli smo i nekoliko veb stranica koje se odnose na publicističku i druge stručne aktivnosti advokata (knjige, članke, seminare, ...).)
MATCH@E:(Above all , the web pages of attorneys appeal to certain market advantages (type of parties (bank, insurance companies,...), connections with other specialists (other attorneys, specialists on other fields,..., former professional experience ipd.); we also found a few web pages, that reference to publicistic and other professional activities of attorneys (of book, articles, seminars...).===>Iznad svega, veb stranice advokata navode neke tržišne prednosti (vrste stranaka (banke, osiguravajuće kompanije, ...), veze sa drugim stručnjacima (drugim advokatima, specijalistima u drugim oblastima, ... prethodno stručno iskustvo, itd.); našli smo i nekoliko veb stranica koje se odnose na publicističku i druge stručne aktivnosti advokata (knjige, članke, seminare, ...).)
MATCH@M:(If we look at the base Attorneys on Internet approximately 10% attorneys have web pages (analysis showed, that majority of web pages belong to attorney’s societies and not to individual attorneys).===>Ako pogledamo bazu Advokati na internetu, oko 10% advokata ima veb stranicu (analiza je pokazala da većina veb stranica pripada advokatskim udruženjima, a ne pojedinačnim advokatima).)
MATCH@E:(Picture 7: Percent of mentioning of market advantages and of publicistic activity If we look at the base Attorneys on Internet approximately 10% attorneys have web pages (analysis showed, that majority of web pages belong to attorneys societies and not to individual attorneys).===>Procenat navođenja tržišnih prednosti i publicističke aktivnosti Ako pogledamo bazu Advokati na internetu, oko 10% advokata ima veb stranicu (analiza je pokazala da većina veb stranica pripada advokatskim udruženjima, a ne pojedinačnim advokatima).)
MATCH@M:(As mentioned before, there are 66 web pages listed in the base, while we found trough the search engine Najdi.si further 39 web pages, that together consist 105 web pages of Slovene attorneys, which means, that common percent of attor-neys with web pages would increase if they would all be taken into account.===>Kako je ranije pomenuto, u bazi je registrovano 66 veb stranica, a pretragom na Najdi.si našli smo još 39 veb stranica, što zajedno čini 105 veb stranica slovenačkih advokata, a to dalje znači da bi procenat advokata koji imaju veb stranicu porastao ako bi se svi uzeli u obzir.)
MATCH@E:(As mentioned before, there are 66 web pages listed in the base, while we found trough the search engine Najdi.si further 39 web pages, that together consist 105 web pages of Slovene attorneys, which means, that common percent of attor neys with web pages would increase if they would all be taken into account.===>Kako je ranije pomenuto, u bazi je registrovano 66 veb stranica, a pretragom na Najdi.si našli smo još 39 veb stranica, što zajedno čini 105 veb stranica slovenačkih advokata, a to dalje znači da bi procenat advokata koji imaju veb stranicu porastao ako bi se svi uzeli u obzir. ~~~ Podaci koji se najčešće navode na veb stranici su sledeći:)
MATCH@M:(The above opinion of attorneys is not astonishing, since the possibilities of choosing or finding an attorney are numerous: a) recommendation, b) trough the bar assovviation or of other proffesional organizations, c) trough the yellow pages or own enquiry, d) trough insurance companies, and e) trough Internet.===>Gorenavedeno mišljenje advokata ne iznenađuje pošto su mogućnosti za izbor ili nalaženje advokata brojne: a) preporuka, b) putem komore ili nekog drugog profesionalnog udruženja, c) putem „žutih strana“ ili ličnim raspitivanjem, d) preko osiguravajućih firmi i e) putem interneta.)
MATCH@E:(Picture 9: Recognition of law firms as a result of of web pages The above opinion of attorneys is not astonishing, since the possibilities of choosing or finding an attorney are numerous: a) recommendation, b) trough the bar assovviation or of other proffesional organizations, c) trough the yellow pages or own enquiry, d) trough insurance companies, and e) trough Internet.===>Prepoznatljivost advokatskih firmi na osnovu veb stranice Gorenavedeno mišljenje advokata ne iznenađuje pošto su mogućnosti za izbor ili nalaženje advokata brojne: a) preporuka, b) putem komore ili nekog drugog profesionalnog udruženja, c) putem žutih strana ili ličnim raspitivanjem, d) preko osiguravajućih firmi i e) putem interneta.)
MATCH@M:(A german research showed half chooses attorneys considering recommendations of friends and acquaintances..===>Jedno istraživanje u Nemačkoj pokazalo je da polovina ljudi bira advokate na osnovu preporuke prijatelja i poznanika.)
MATCH@E:(A german research showed half chooses attorneys considering recommendations of friends and acquaintances..===>Jedno istraživanje u Nemačkoj pokazalo je da polovina ljudi bira advokate na osnovu preporuke prijatelja i poznanika.)
MATCH@M:(This fact explains why relatively large percent of attorneys web pages are not listed in the base , since there is no predominant interest to do so, since the attorneys from setting up and of maintenance of web page hope for also of a certain positive benefit for thenselves .===>To objašnjava i zašto relativno visok procenat advokata nema svoju veb stranicu u bazi, i što za to i nema interes, pošto očekuju da postavljanje i održavanje veb stranice treba i njima da donese neku korist.)
MATCH@E:(This fact explains why relatively large percent of attorneys web pages are not listed in the base , since there is no predominant interest to do so, since the attorneys from setting up and of maintenance of web page hope for also of a certain positive benefit for thenselves .===>To objašnjava i zašto relativno visok procenat advokata nema svoju veb stranicu u bazi, i što za to i nema interes, pošto očekuju da postavljanje i održavanje veb stranice treba i njima da donese neku korist. ~~~ Slika 10.)
MATCH@M:(The present researches showed, that the use of electronic archives in Slovenia and of web pages, in spite of all technical possibilities, is still not as expanded as initially expected.===>Istraživanja koja se danas sprovode pokazala su da korišćenje elektronske arhive i veb stranica u Sloveniji, uprkos svim tehničkim mogućnostima, još nije zastupljeno u onoj meri u kojoj se očekivalo.)
MATCH@E:(E-service in the judiciary today and future prospects The present researches showed, that the use of electronic archives in Slovenia and of web pages, in spite of all technical possibilities, is still not as expanded as initially expected.===>Elektronski servis u pravosuđu danas i perspektive u budućnosti Istraživanja koja se danas sprovode pokazala su da korišćenje elektronske arhive i veb stranica u Sloveniji, uprkos svim tehničkim mogućnostima, još nije zastupljeno u onoj meri u kojoj se očekivalo.)
MATCH@M:(No law firm is using only electronic archives, which is understandable, since only electronic archives are not enough, since the courts do not do business electronically.===>Ni jedna advokatska firma ne koristi isključivo elektronsku arhivu, što je razumljivo, pošto samo elektronska arhiva nije dovoljna s obzirom da sudovi ne postupaju elektronskim putem.)
MATCH@E:(No law firm is using only electronic archives, which is understandable, since only electronic archives are not enough, since the courts do not do business electronically.===>Ni jedna advokatska firma ne koristi isključivo elektronsku arhivu, što je razumljivo, pošto samo elektronska arhiva nije dovoljna s obzirom da sudovi ne postupaju elektronskim putem.)
MATCH@M:(Attoneys also support other shapes of e-business; for instance e-submissions to the courts, possibility of e-registration of a company, possibility of notifying the parties in a court procedure concerning hearings and the electronic procurement of various confirmations.===>Advokati takođe podržavaju druge oblike e-poslovanja, na primer, e-predstavke sudovima, mogućnosti e-registraci-je kompanije, mogućnosti obaveštavanja stranaka u sudskom postupku u vezi sa ročištima i elektronsko pribavljanje različitih potvrda.)
MATCH@E:(Attoneys also support other shapes of e-business; for instance e-submissions to the courts, possibility of e-registration of a company, possibility of notifying the parties in a court procedure concerning hearings and the electronic procurement of various confirmations.===>Advokati takođe podržavaju druge oblike e-poslovanja, na primer, e-predstavke sudovima, mogućnosti e-registracije kompanije, mogućnosti obaveštavanja stranaka u sudskom postupku u vezi sa ročištima i elektronsko pribavljanje različitih potvrda. 7.)
MATCH@M:(The authors wished to show above all what the present state is (“sein”), their intention was not to give proposals on how it should be (“sollen”).===>Autori su pre svega želeli da prikažu sadašnje stanje (“sein”); nije im bila namera da daju predloge u vezi stim kako treba da bude (“sollen”).)
MATCH@E:(7. ~~~ A few proposals (en lieu of a conclusion) The authors wished to show above all what the present state is (sein), their intention was not to give proposals on how it should be (sollen).===>Nekoliko predloga (umesto zaključka) Autori su pre svega želeli da prikažu sadašnje stanje (sein); nije im bila namera da daju predloge u vezi stim kako treba da bude (sollen).)
MATCH@M:(2)	The Bar Association should make clear coherent rules concerning web pages of attorneys, that should be based upon the de facto situation on one hand, and on what is moral on the other..===>2)	Advokatska komora treba da sačini jasna i do-sledna pravila koja se odnose na veb stranice advokata. Ova pravila bi trebalo da budu zasnovana na de facto situaciji, s jedne strane, i na moralu, s druge,)
MATCH@E:(2) The Bar Association should make clear coherent rules concerning web pages of attorneys, that should be based upon the de facto situation on one hand, and on what is moral on the other..===>1) Priprema strategije za uvođenje elektronskog poslovanja u advokaturi koja bi advokatima poslužila kao smernica u uvođenju e-poslovanja, 2) Advokatska komora treba da sačini jasna i dosledna pravila koja se odnose na veb stranice advokata.)
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BAD_LINE_M:2)	The Bar Association should make clear coherent rules concerning web pages of attorneys, that should be based upon the de facto situation on one hand, and on what is moral on the other..
BAD_LINE_M:2)	Advokatska komora treba da sačini jasna i do-sledna pravila koja se odnose na veb stranice advokata. Ova pravila bi trebalo da budu zasnovana na de facto situaciji, s jedne strane, i na moralu, s druge,
BAD_LINE_E:2) The Bar Association should make clear coherent rules concerning web pages of attorneys, that should be based upon the de facto situation on one hand, and on what is moral on the other..
BAD_LINE_E:1) Priprema strategije za uvođenje elektronskog poslovanja u advokaturi koja bi advokatima poslužila kao smernica u uvođenju e-poslovanja, 2) Advokatska komora treba da sačini jasna i dosledna pravila koja se odnose na veb stranice advokata.
MATCH@M:(During our research it bacame clear that the area of ecommerce of attorneys is a complex one.===>Tokom istraživanja postalo je jasno da je oblast e-poslovanja u advokaturi složena.)
MATCH@E:(During our research it bacame clear that the area of ecommerce of attorneys is a complex one.===>Tokom istraživanja postalo je jasno da je oblast eposlovanja u advokaturi složena.)
MATCH@M:(But attorneys now have a unique opportunity to respond to the changes in their environment even ex ante.===>Ali advokati sada imaju jedinstvenu priliku da reaguju na promene u svome okruženju, makar i ex ante.)
MATCH@E:(But attorneys now have a unique opportunity to respond to the changes in their environment even ex ante.===>Ali advokati sada imaju jedinstvenu priliku da reaguju na promene u svome okruženju, makar i ex ante.)
MATCH@M:(The practice so far has shown that numerous electronic distant learning courses failed, due to the same static learning contents being implemented for all the students, which resulted in lack of motivation and poor results.===>Dosadašnja praksa je pokazala da su brojni elektronski kursevi za učenje na daljinu rezultirali neuspehom, jer je implementirani isti statički sadržaj za učenje svim studentima doveo do nemo-tivisanosti i nezadovoljavajućih rezultata.)
MATCH@E:(The practice so far has shown that numerous electronic distant learning courses failed, due to the same static learning contents being implemented for all the students, which resulted in lack of motivation and poor results.===>Dosadašnja praksa je pokazala da su brojni elektronski kursevi za učenje na daljinu rezultirali neuspehom, jer je implementirani isti statički sadržaj za učenje svim studentima doveo do nemotivisanosti i nezadovoljavajućih rezultata.)
MATCH@M:(The primary objective of this research is the personalization of electronic learning systems geared to the identified abilities, needs and preferences of each student, including the defined learning styles, too.===>Primarni cilj ovog istraživanja je personalizacija sistema elektronskog ucenja u skladu sa utvrđenim sposobnostima, potrebama i preferencama svakog studenta, uzimajući u obzir i definisane stilove učenja.)
MATCH@E:(The primary objective of this research is the personalization of electronic learning systems geared to the identified abilities, needs and preferences of each student, including the defined learning styles, too.===>Primarni cilj ovog istraživanja je personalizacija sistema elektronskog ucenja u skladu sa utvrđenim sposobnostima, potrebama i preferencama svakog studenta, uzimajući u obzir i definisane stilove učenja.)
MATCH@M:(The students were classed into three characteristic groups and the model of adaptive distance education system was presented.===>Studenti su raspoređeni u tri karakteristične grupe i prezentovan je model adaptivnog sistema učenja na daljinu.)
MATCH@E:(The students were classed into three characteristic groups and the model of adaptive distance education system was presented.===>Studenti su raspoređeni u tri karakteristične grupe i prezentovan je model adaptivnog sistema učenja na daljinu. 1.)
MATCH@M:(The software that is the basis of the LMS controls all the elements of learning and records all the parametres required for the monitoring of the education process.===>Softver koji čini osnovu LMS-a upravlja svim elementima nastave i evidentira sve parametre potrebne za praćenje edukacijskog procesa.)
MATCH@E:(The software that is the basis of the LMS controls all the elements of learning and records all the parametres required for the monitoring of the education process Š14Ë.===>Softver koji čini osnovu LMS-a upravlja svim elementima nastave i evidentira sve parametre potrebne za praćenje edukacijskog procesa Š14Ë.)
MATCH@M:(Strictly speaking, the differences among them are clear, e.g., the LCMS are the systems that, among other things, allow for creating the learning objects (LO) and their designation by the metadata, while the LMS do not offer such opportunity, but rather work with the previously prepared courses [11].===>Striktno govoreći razlike među njima postoje, na primer, LCMS su sistemi koji, između ostalog, omogućuju i kreiranje objekata za učenje (Learning Objects - LO) i njihovo označavanje metapodacima, dok LMS ne pružaju takve mogućnosti već rade sa prethodno pripremljenim kursevima [11].)
MATCH@E:(Strictly speaking, the differences among them are clear, e.g., the LCMS are the systems that, among other things, allow for creating the learning objects (LO) and their designation by the metadata, while the LMS do not offer such opportunity, but rather work with the previously prepared courses Š11Ë.===>Striktno govoreći razlike među njima postoje, na primer, LCMS su sistemi koji, između ostalog, omogućuju i kreiranje objekata za učenje (Learning Objects - LO) i njihovo označavanje metapodacima, dok LMS ne pružaju takve mogućnosti već rade sa prethodno pripremljenim kursevima Š11Ë.)
MATCH@M:(The Moodle is a modular-object oriented environment in learning development that is easy to compose and that offers an integrated user interface.===>Moodle je modularno-objektno orijentisano okruženje za razvoj učenja koje se lako konfiguriše i pruža jedinstven korisnički interfejs.)
MATCH@E:(LMS moodele The Moodle is a modular-object oriented environment in learning development that is easy to compose and that offers an integrated user interface.===>Blackboard i WebCT su do 2006. godine bili zasebni komercijalni proizvodi, a onda je došlo do povezivanja njihovog poslovanja Š14Ë.)
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BAD_LINE_M:The Moodle is a modular-object oriented environment in learning development that is easy to compose and that offers an integrated user interface.
BAD_LINE_M:Moodle je modularno-objektno orijentisano okruženje za razvoj učenja koje se lako konfiguriše i pruža jedinstven korisnički interfejs.
BAD_LINE_E:LMS moodele The Moodle is a modular-object oriented environment in learning development that is easy to compose and that offers an integrated user interface.
BAD_LINE_E:Blackboard i WebCT su do 2006. godine bili zasebni komercijalni proizvodi, a onda je došlo do povezivanja njihovog poslovanja Š14Ë.
MATCH@M:(Moodle needs no modifications in order to be implemented in Unix, Linux, Windows, MAC OS X, Netware, or any other systems supporting the PHP, including the majority of the Internet providers.===>Moodle se bez modifikacija primenjuje na Unix, Linux, Windows, MAC OS X, Netware i na bilo kojim drugim sistemima koji podržavaju PHP, uključujući većinu internet provajdera.)
MATCH@E:(Moodle needs no modifications in order to be implemented in Unix, Linux, Windows, MAC OS X, Netware, or any other systems supporting the PHP, including the majority of the Internet providers.===>Moodle se bez modifikacija primenjuje na Unix, Linux, Windows, MAC OS X, Netware i na bilo kojim drugim sistemima koji podržavaju PHP, uključujući većinu internet provajdera.)
MATCH@M:(The first step in this research was to conduct a poll among the students in order to learn about their previous education, their preferences in learning, as well as the experiences in their work with the Moodle learning system.===>Prvi korak u istraživanju bio je anketiranje studenata sa ciljem utvrđivanja njihovog prethodnog obrazovanja, preferenci prilikom učenja, kao i iskustva u radu sa sistemom za učenje Moodle.)
MATCH@E:(Mmethodology The first step in this research was to conduct a poll among the students in order to learn about their previous education, their preferences in learning, as well as the experiences in their work with the Moodle learning system.===>Osnovne osobine ovog sistema mogu se sumirati kao: ~~~ Prvi korak u istraživanju bio je anketiranje studenata sa ciljem utvrđivanja njihovog prethodnog obrazovanja, preferenci prilikom učenja, kao i iskustva u radu sa sistemom za učenje Moodle.)
MATCH@M:(In addition, our goal was to identify each student’s learning style.===>Osim toga, cilj je bio utvrditi i stil učenja svakog studenta.)
MATCH@E:(In addition, our goal was to identify each students learning style.===>Osim toga, cilj je bio utvrditi i stil učenja svakog studenta.)
MATCH@M:(The students were divided into three groups, so as to obtain more consistent, more logical and better quality results.===>Izvršena je podela studenata u tri grupe jer su u tom slučaju rezultati konzistentniji, logičniji i boljeg kvaliteta.)
MATCH@E:(The students were divided into three groups, so as to obtain more consistent, more logical and better quality results. ~~~ 3.===>Izvršena je podela studenata u tri grupe jer su u tom slučaju rezultati konzistentniji, logičniji i boljeg kvaliteta. 3.)
MATCH@M:(Figure 1.===>Slika 1.)
MATCH@E:(Figure 7.===>Slika 7.)
MATCH@M:(Basic phases and requirements are identified in the development of personalized systems of e-education, with respect to the identified learning styles.===>Identifikovane su osnovne faze i zahtevi u razvoju personalizovanih sistema e-obrazovanja, a u skladu sa identifikovanim stilovima ucenja.)
MATCH@E:(Basic phases and requirements are identified in the development of personalized systems of e-education, with respect to the identified learning styles.===>Identifikovane su osnovne faze i zahtevi u razvoju personalizovanih sistema eobrazovanja, a u skladu sa identifikovanim stilovima ucenja.)
MATCH@M:(The electronic education group courses are personalized in accordance with the results obtained.===>Kursevi elektronskog učenja po grupama su personalizovani prema dobijenim rezultatima.)
MATCH@E:(The electronic education group courses are personalized in accordance with the results obtained.===>Kursevi elektronskog učenja po grupama su personalizovani prema dobijenim rezultatima.)
MATCH@M:(The proposed model supports the adaptability and at the same time maintains the simplicity in the course conducting process.===>Predloženi model podržava adaptivnost i u isto vreme održava jednostavnost procesa vođenja kursa.)
MATCH@E:(The proposed model supports the adaptability and at the same time maintains the simplicity in the course conducting process.===>Predloženi model podržava adaptivnost i u isto vreme održava jednostavnost procesa vođenja kursa.)
MATCH@M:(The implementation of adaptability concept in electronic education can improve the efficiency of the education process through the personalized learning system, as well as the efficiency of the e-education system as a whole.===>Primenom koncepata adaptivnosti u elektronskom obrazovanju može se poboljšati efikasnost nastavnog procesa kroz realizaciju sistema za personalizovano učenje, kao i efikasnost sistema za e-obrazovanje u celini.)
MATCH@E:(The implementation of adaptability concept in electronic education can improve the efficiency of the education process through the personalized learning system, as well as the efficiency of the eeducation system as a whole.===>Primenom koncepata adaptivnosti u elektronskom obrazovanju može se poboljšati efikasnost nastavnog procesa kroz realizaciju sistema za personalizovano učenje, kao i efikasnost sistema za e-obrazovanje u celini.)
MATCH@M:(Further research will be oriented towards the completion of the present courses.===>Dalji pravci istraživanja biće usmereni ka završetku sadašnjih kurseva.)
MATCH@E:(Further research will be oriented towards the completion of the present courses.===>Dalji pravci istraživanja biće usmereni ka završetku sadašnjih kurseva.)
MATCH@M:(Of great importance for further study will be the information on the efficiency and effectiveness of the adaptation activities implemented on the existing courses.===>Od velikog značaja za dalje istraživanje će biti podaci o efikasnosti i efektivnosti primenjenih aktivnosti adaptacije na postojeće kurse-ve.)
MATCH@E:(Of great importance for further study will be the information on the efficiency and effectiveness of the adaptation activities implemented on the existing courses.===>Od velikog značaja za dalje istraživanje će biti podaci o efikasnosti i efektivnosti primenjenih aktivnosti adaptacije na postojeće kurseve.)
MATCH@M:(The research will be extended by gathering new data on the students’ characteristics.===>Istraživanje će biti prošireno prikupljanjem novih podataka o karakteristikama studenata.)
MATCH@E:(The research will be extended by gathering new data on the students characteristics.===>Istraživanje će biti prošireno prikupljanjem novih podataka o karakteristikama studenata.)
MATCH@M:(Given the current economical crisis, surviving seems to be first thing for many manufacturers.===>U uslovima tekuće ekonomske krize izgleda da proizvodne organizacije razmišljaju jedino kako da opstanu.)
MATCH@E:(Trends and observations Given the current economical crisis, surviving seems to be first thing for many manufacturers.===>Pravci zapažanja U uslovima tekuće ekonomske krize izgleda da proizvodne organizacije razmišljaju jedino kako da opstanu.)
MATCH@M:(Too often their policies are limited to drastic cost cutting activities, without a clear vision how to thrive to operations excellence.===>Isuviše cesto njihova politika se svodi na drastična ograničenja troškova, a da pritom nemaju jasnu viziju o tome kako da postignu najoptimalniji učinak.)
MATCH@E:(Too often their policies are limited to drastic cost cutting activities, without a clear vision how to thrive to operations excellence.===>Isuviše često njihova politika se svodi na drastična ograničenja troškova, a da pritom nemaju jasnu viziju o tome kako da postignu najoptimalniji učinak.)
MATCH@M:(Nevertheless, aligning the business and manufacturing processes, the organization and the supporting tools is the core of the strategy and activities of the surviving manufacturers, successfully thriving for operations excellence.===>Ipak, usklađivanjem poslovnih i proizvodnih procesa, organizacija i alati podrške postaju osnova strategije i aktivnosti proizvođača koji opstaju i postižu izvanredne uspehe u poslovanju.)
MATCH@E:(Nevertheless, aligning the business and manufacturing processes, the organization and the supporting tools is the core of the strategy and activities of the surviving manufacturers, successfully thriving for operations excellence.===>Ipak, usklađivanjem poslovnih i proizvodnih procesa, organizacija i alati podrške postaju osnova strategije i aktivnosti proizvođača koji opstaju i postižu izvanredne uspehe u poslovanju. ~~~ Ovaj rad je predstavljen na konferenciji SPIN09, 5. novembra 2009. godine u Beogradu.)
MATCH@M:(Attendees, including manufacturers/producers, solution providers and analysts, heard how companies on either end of the spectrum need to think, act and engage in today's and tomorrow's global economic realities.===>Učesnici, među kojima su bili i proizvođači, savetnici i analitičari, raspravljali su o tome kako i uspešne i neuspe-šne kompanije treba da razmišljaju, da se ponašaju i da posluju u današnjoj i budućoj ekonomskoj realnosti.)
MATCH@E:(Attendees, including manufacturers/producers, solution providers and analysts, heard how companies on either end of the spectrum need to think, act and engage in today's and tomorrow's global economic realities.===>Učesnici, među kojima su bili i proizvođači, savetnici i analitičari, raspravljali su o tome kako i uspešne i neuspešne kompanije treba da razmišljaju, da se ponašaju i da posluju u današnjoj i budućoj ekonomskoj realnosti. 2.)
MATCH@M:(Too often their policies are limited to drastic cost cutting activities, without a clear vision how to thrive to operations excellence.===>Isuviše često njihova politika se svodi na drastična ograničenja troškova, a da pritom nemaju jasnu viziju o tome kako da postignu najoptimalniji učinak.)
MATCH@E:(Too often their policies are limited to drastic cost cutting activities, without a clear vision how to thrive to operations excellence.===>Isuviše često njihova politika se svodi na drastična ograničenja troškova, a da pritom nemaju jasnu viziju o tome kako da postignu najoptimalniji učinak.)
MATCH@M:(In the last decade, before the crisis, trends like shorter product life cycles, globalization of the market, regulations and increasing price pressure, were influencing the policy of industrial companies strongly.===>U poslednjoj deceniji, koja je prethodila krizi, veliki uticaj na politiku industrijskih firmi imali su trendovi kao što su kraći životni ciklus proizvoda, globalizacija tržišta, propisi sve veći pritisak cena.)
MATCH@E:(In the last decade, before the crisis, trends like shorter product life cycles, globalization of the market, regulations and increasing price pressure, were influencing the policy of industrial companies strongly.===>U poslednjoj deceniji, koja je prethodila krizi, veliki uticaj na politiku industrijskih firmi imali su trendovi kao što su kraći životni ciklus proizvoda, globalizacija tržišta, propisi sve veći pritisak cena.)
MATCH@M:(Today, it is even more important to be ready to take up the challenge of the market and the supply chain successfully for whenever the next upturn will end the current less prosperous situation===>Danas je još važnije da organizacije budu spremne da prihvate izazov tržišta i uspešno pripreme lanac snab-devanja za trenutak kada dođe do novih okolnosti koje će preokrenuti današnju nepovoljnu situaciju.)
MATCH@E:(Today, it is even more important to be ready to take up the challenge of the market and the supply chain successfully for whenever the next upturn will end the current less prosperous situation Globalization of the market will remain influencing everything.===>Danas je još važnije da organizacije budu spremne da prihvate izazov tržišta i uspešno pripreme lanac snabdevanja za trenutak kada dođe do novih okolnosti koje će preokrenuti današnju nepovoljnu situaciju. ~~~ Globalizacija tržišta će i dalje imati preovađujući uticaj na sve aspekte poslovanja.)
MATCH@M:("Make or buy?" and "Where to produce?" decisions has to be made.===>„Napravi sam ili kupi?“ i „Gde proizvoditi?“ pitanja su na koja se mora naći odgovor.)
MATCH@E:(Make or buy? and Where to produce? decisions has to be made.===>Napravi sam ili kupi? i Gde proizvoditi? pitanja su na koja se mora naći odgovor.)
MATCH@M:(Globalization is about selling more products to new markets as well.===>Globalizacija znači i prodati što veći broj proizvoda na novim tržištima.)
MATCH@E:(Globalization is about selling more products to new markets as well.===>Globalizacija znači i prodati što veći broj proizvoda na novim tržištima.)
MATCH@M:(This might be done directly or by cooperating with international distributors.===>Ovo se može postići neposrednim putem ili u saradnji sa međunarodnim distributerima.)
MATCH@E:(This might be done directly or by cooperating with international distributors.===>Ovo se može postići neposrednim putem ili u saradnji sa međunarodnim distributerima.)
MATCH@M:(Managers are being squeezed between shareholders, pushing for more revenue and higher profits, and customers; demanding more for less money and a quicker delivery.===>Menadžeri se nalaze u procepu između akcionara, koji zahtevaju veće povraćaje i profite, i potrošača, koji zahtevaju više za manje novca i uz bržu isporuku.)
MATCH@E:(Required alignment Managers are being squeezed between shareholders, pushing for more revenue and higher profits, and customers; demanding more for less money and a quicker delivery.===>Slika 1. ~~~ Potrebno usklađivanje U ovom pristupu moraju se uskladiti poslovni i proizvodni procesi, organizacioni alati i alati za podršku, a jedan od njih je i proizvodna IT.)
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BAD_LINE_M:Managers are being squeezed between shareholders, pushing for more revenue and higher profits, and customers; demanding more for less money and a quicker delivery.
BAD_LINE_M:Menadžeri se nalaze u procepu između akcionara, koji zahtevaju veće povraćaje i profite, i potrošača, koji zahtevaju više za manje novca i uz bržu isporuku.
BAD_LINE_E:Required alignment Managers are being squeezed between shareholders, pushing for more revenue and higher profits, and customers; demanding more for less money and a quicker delivery.
BAD_LINE_E:Slika 1. ~~~ Potrebno usklađivanje U ovom pristupu moraju se uskladiti poslovni i proizvodni procesi, organizacioni alati i alati za podršku, a jedan od njih je i proizvodna IT.
MATCH@M:(All this is leading to supply chain challenges like reduction of stock-outs, lowering inventory to reduce holding costs, reduction of transportation and order management costs, etc.===>Sve ovo pred lanac snabdevanja postavlja izazove kao što su smanjenje količina neisporučene robe, smanjenje zaliha da bi se smanjili troškovi držanja na zalihama, snižavanje troškova transporta i drugih troškova upravljanja, itd.)
MATCH@E:(All this is leading to supply chain challenges like reduction of stock-outs, lowering inventory to reduce holding costs, reduction of transportation and order management costs, etc.===>Sve ovo pred lanac snabdevanja postavlja izazove kao što su smanjenje količina neisporučene robe, smanjenje zaliha da bi se smanjili troškovi držanja na zalihama, snižavanje troškova transporta i drugih troškova upravljanja, itd.)
MATCH@M:(Currently, for a manufacturing manager, Vice President and even the CEO, it is nearly impossible to keep control over all operations.===>U ovom trenutku skoro da nije moguće da menadžer proizvodnje, potpredsednik ili čak izvršni direktor (CEO) drži pod kontrolom sve operacije.)
MATCH@E:(Currently, for a manufacturing manager, Vice President and even the CEO, it is nearly impossible to keep control over all operations.===>U ovom trenutku skoro da nije moguće da menadžer proizvodnje, potpredsednik ili čak izvršni direktor (CEO) drži pod kontrolom sve operacije. 3.)
MATCH@M:(The objectives have to be communicated continuously to create and maintain sufficient support and involvement!===>Da bi se postigla i održala odgovarajuća podrška i angažovanost potrebno je neprestano obaveštavati o ciljevima.)
MATCH@E:(The objectives have to be communicated continuously to create and maintain sufficient support and involvement!===>Da bi se postigla i održala odgovarajuća podrška i angažovanost potrebno je neprestano obaveštavati o ciljevima.)
MATCH@M:(The leading manufacturing companies see their factories, supply chains, logistics and procurement programs, inventory cycles and labor management as strategic assets!===>Vodeće proizvodne kompanije posmatraju svoje fabrike, lance snabde-vanja, logistiku i programe prokure, cikluse zaliha i upravljanje radnom snagom kao stratešku imovinu!)
MATCH@E:(The leading manufacturing companies see their factories, supply chains, logistics and procurement programs, inventory cycles and labor management as strategic assets!===>Vodeće proizvodne kompanije posmatraju svoje fabrike, lance snabdevanja, logistiku i programe prokure, cikluse zaliha i upravljanje radnom snagom kao stratešku imovinu! ~~~ Slika 2.)
MATCH@M:(The VP of Operations or COO is overlooking the whole supply chain or at least all manufacturing processes.===>Pomoćnik direktora operativnog poslovanja ili direktor (COO) nadgledaju celokupan lanac snabdevanja ili bar sve proizvodne procese.)
MATCH@E:(The VP of Operations or COO is overlooking the whole supply chain or at least all manufacturing processes.===>Pomoćnik direktora operativnog poslovanja ili direktor (COO) nadgledaju celokupan lanac snabdevanja ili bar sve proizvodne procese.)
MATCH@M:(To achieve improved profit margins, improved quality, improved compliance and reduce raw material costs at the same time is a challenging balancing act between operational planning and scheduling, asset performance and manufacturing execution.===>Postići veće marže profita, bolji kvalitet, viši nivo usa-glašenosti, a istovremeno sniziti troškove sirovina predstavlja izazov pri kome je potrebno naći ravnotežu između operativnog planiranja i rokova, učinka kapitala i realizacije proizvodnje.)
MATCH@E:(To achieve improved profit margins, improved quality, improved compliance and reduce raw material costs at the same time is a challenging balancing act between operational planning and scheduling, asset performance and manufacturing execution.===>Postići veće marže profita, bolji kvalitet, viši nivo usaglašenosti, a istovremeno sniziti troškove sirovina predstavlja izazov pri kome je potrebno naći ravnotežu između operativnog planiranja i rokova, učinka kapitala i realizacije proizvodnje.)
MATCH@M:(Everyone involved needs the right information in the right format at the right time.===>Svima koji su obuhvaćeni ovim procesom potrebne su prave informacije, u pravom formatu i u pravo vreme.)
MATCH@E:(Everyone involved needs the right information in the right format at the right time.===>Svima koji su obuhvaćeni ovim procesom potrebne su prave informacije, u pravom formatu i u pravo vreme.)
MATCH@M:(A real time multi perspective view at the complex reality of the manufacturing and other business processes is required.===>Potrebno je sagledati stvari u više perspektiva u realnom vremenu, ali i u složenoj realnosti proizvodnih i drugih poslovnih procesa.)
MATCH@E:(A real time multi perspective view at the complex reality of the manufacturing and other business processes is required.===>Potrebno je sagle dati stvari u više perspektiva u realnom vremenu, ali i u složenoj realnosti proizvodnih i drugih poslovnih procesa.)
MATCH@M:(Today's portal technology with dashboards are helpful in presenting metrics and other relevant information to show what is really happening and how well we perform.===>Današnja tehnologija portala sa instrument tablama uspešno predstavlja metriku i ostale relevantne informacije tako da se može sagledati šta se zaista dešava i koliko uspešno radimo.)
MATCH@E:(Today's portal technology with dashboards are helpful in presenting metrics and other relevant information to show what is really happening and how well we perform.===>Današnja tehnologija portala sa instrument tablama uspešno predstavlja metriku i ostale relevantne informacije tako da se može sagledati šta se zaista dešava i koliko uspešno radimo.)
MATCH@M:(That information is increasingly event based, providing information when something happens.===>Ove informacije se sve više zasnivaju na događajima, tako da daju informaciju onda kada se nešto dogodi.)
MATCH@E:(That information is increasingly event based, providing information when something happens.===>Ove informacije se sve više zasnivaju na događajima, tako da daju informaciju onda kada se nešto dogodi.)
MATCH@M:(Could this mean, that we can leave the factory and switch to 'unmanned' manufacturing or production?===>Da li bi to moglo da znaci da ćemo moći da ostavimo fabriku da radi sama i da se okrenemo proizvodnji u kojoj prisustvo ljudi neće biti potrebno?)
MATCH@E:(Could this mean, that we can leave the factory and switch to 'unmanned' manufacturing or production?===>Oni imaju različitu metriku, fokuse i ciljeve (videti sliku 3).)
BAD_LINE_=============================================================
BAD_LINE_M:Could this mean, that we can leave the factory and switch to 'unmanned' manufacturing or production?
BAD_LINE_M:Da li bi to moglo da znaci da ćemo moći da ostavimo fabriku da radi sama i da se okrenemo proizvodnji u kojoj prisustvo ljudi neće biti potrebno?
BAD_LINE_E:Could this mean, that we can leave the factory and switch to 'unmanned' manufacturing or production?
BAD_LINE_E:Oni imaju različitu metriku, fokuse i ciljeve (videti sliku 3).
MATCH@M:(If that is the case, then the processes are not the restricting factor anymore, neither is the technology.===>U tom slučaju ni procesi ni tehnologija više ne bi predstavljali ograničavajući faktor.)
MATCH@E:(If that is the case, then the processes are not the restricting factor anymore, neither is the technology.===>Da li bi to moglo da znači da ćemo moći da ostavimo fabriku da radi sama i da se okrenemo proizvodnji u kojoj prisustvo ljudi neće biti potrebno?)
BAD_LINE_=============================================================
BAD_LINE_M:If that is the case, then the processes are not the restricting factor anymore, neither is the technology.
BAD_LINE_M:U tom slučaju ni procesi ni tehnologija više ne bi predstavljali ograničavajući faktor.
BAD_LINE_E:If that is the case, then the processes are not the restricting factor anymore, neither is the technology.
BAD_LINE_E:Da li bi to moglo da znači da ćemo moći da ostavimo fabriku da radi sama i da se okrenemo proizvodnji u kojoj prisustvo ljudi neće biti potrebno?
MATCH@M:(It is all about how we make use of the information provided by the systems.===>Sve bi zavisilo od toga kako koristimo informacije koje dobijamo od sistema.)
MATCH@E:(It is all about how we make use of the information provided by the systems.===>Sve bi zavisilo od toga kako koristimo informacije koje dobijamo od si stema.)
MATCH@M:(Are we really consistent in our ways of working?===>Da li smo zaista dosledni u načinu na koji radimo?)
MATCH@E:(Are we really consistent in our ways of working?===>Da li smo zaista dosledni u načinu na koji radimo?)
MATCH@M:(It is up to the people to make it happen.===>Da li će se to postići zavisi od ljudskog faktora.)
MATCH@E:(It is up to the people to make it happen.===>Da li će se to postići zavisi od ljudskog faktora. 4.)
MATCH@M:(The business objectives, strategic and operational, are starting point for developing an architecture blueprint.===>Poslovni ciljevi, i strateški i operativni, predstavljaju početnu tačku za razvijanje detaljnog plana.)
MATCH@E:(Blueprint and roadmap The business objectives, strategic and operational, are starting point for developing an architecture blueprint.===>Detaljni plan i mapa puta Poslovni ciljevi, i strateški i operativni, predstavljaju početnu tačku za razvijanje detaljnog plana.)
MATCH@M:(From there te manufacturing and the manufacturing IT requirements can be derived with respect to processes, applications, technology and last but not least organization (see Figure 4).===>Od te tačke proizvodnja i IT zahtevi proizvodnje mogu se izvoditi u odnosu prema procesima, postupcima, tehnologiji i na kraju, ali isto toliko značajno, prema organizaciji (videti sliku 4).)
MATCH@E:(From there te manufacturing and the manufacturing IT requirements can be derived with respect to processes, applications, technology and last but not least organization (see Figure 4).===>Od te tačke proizvodnja i IT zahtevi proizvodnje mogu se izvoditi u odnosu prema procesima, postupcima, tehnologiji i na kraju, ali isto toliko značajno, prema organizaciji (videti sliku 4). ~~~ Slika 4.)
MATCH@M:(By a fit and gap analysis between the current and the desired future architecture, a step-by-step roadmap can be developed.===>Analizom situacije i mogućnosti (fit and gap) tekuće i željene buduće strukture (plana) može se razviti mapa puta korak po korak.)
MATCH@E:(Proven approach to Value Adding Roadmap By a fit and gap analysis between the current and the desired future architecture, a step-by-step roadmap can be developed.===>Ispravan pristup mapi puta za ostvarenje dodate vrednosti Analizom situacije i mogućnosti (fit and gap) tekuće i željene buduće strukture (plana) može se razviti mapa puta korak po korak.)
MATCH@M:(The scope of the manufacturing IT architecture typically comprises the inbound logistics, make and outbound logistics functions of a manufacturing company.===>Obim strukture IT proizvodnje obično obuhvata unutrašnju logistiku, izradu i spoljne logističke funkcije proizvodne kompanije.)
MATCH@E:(The scope of the manufacturing IT architecture typically comprises the inbound logistics, make and outbound logistics functions of a manufacturing company.===>Obim strukture IT proizvodnje obično obuhvata unutrašnju logistiku, izradu i spoljne logističke funkcije proizvodne kompanije.)
MATCH@M:(In accordance with the ANSI/ISA-95 standard, it covers all manufacturing operations and control activities (level 3) related to the material flow from supplier to customer.===>U skladu sa standardom ANSI/ISA-95, on obuhvata sve proizvodne operacije i aktivnosti kontrole/upravljanja (stepen 3) koje se odnose na materijalne tokove od dobavljača do potrošača.)
MATCH@E:(In accordance with the ANSI/ISA-95 standard, it covers all manufacturing operations and control activities (level 3) related to the material flow from supplier to customer Š4ËŠ5Ë.===>U skladu sa standardom ANSI/ISA-95, on obuhvata sve proizvodne operacije i aktivnosti kontrole/upravljanja (stepen 3) koje se odnose na materijalne tokove od dobavljača do potrošača Š4Ë Š5Ë. še sirovina nego što je u ovom trenutku na raspolaganju u celom svetu.)
MATCH@M:(In order to enjoy the full benefits of investments for business planning and logistics (ANSI/ISA-95 level 4), e.g. SAP and other ERP systems, the manufacturing operations management processes and applications (level 3) must be mature and harmonized.===>Da bi se ostvarila puna korist od investicija za planiranje poslovanja i logistiku, npr. SAP i drugih EPR sistema, procesi upravljanja proizvodnim operacijama njihova primena (stepen 3) moraju da budu potpuno razvijeni i usklađeni.)
MATCH@E:(In order to enjoy the full benefits of investments for business planning and logistics (ANSI/ISA-95 level 4), e.g. SAP and other ERP systems, the manufacturing operations management processes and applications (level 3) must be mature and harmonized.===>Da bi se ostvarila puna korist od investicija za planiranje poslovanja i logistiku (ANSI/ISA-95, stepen 4), npr. SAP i drugih EPR sistema, procesi upravljanja proizvodnim operacijama njihova primena (stepen 3) moraju da budu potpuno razvijeni i usklađeni. 5.)
MATCH@M:(It is obvious, that 21st century manufacturing will have to face other challenges, like volatile raw materials markets, lack of well-trained workers and rising energy costs.===>Jasno je da će pred proizvodnjom u 21. veku stajati i drugi izazovi, kao što su nestabilna tržišta materijala, nedostatak kvalifikovanih radnika i sve viši troškovi energije.)
MATCH@E:(Other challenges It is obvious, that 21st century manufacturing will have to face other challenges, like volatile raw materials markets, lack of well-trained workers and rising energy costs.===>Ostali izazovi Jasno je da će pred proizvodnjom u 21. veku stajati i drugi izazovi, kao što su nestabilna tržišta materijala, nedostatak kvalifikovanih radnika i sve viši troškovi energije.)
MATCH@M:(Base metals and other raw materials are becoming very scarce.===>Baznih metala i drugig sirovina sveje manje na svetu.)
MATCH@E:(Base metals and other raw materials are becoming very scarce.===>Baznih metala i drugig sirovina sveje manje na svetu.)
MATCH@M:(Actually, if the developing countries want to level with us in Europe and the USA, they need by far more raw materials then currently are available in the whole world.===>U stvari, ako zemlje u razvoju hoće da dostignu nas u Evropi i u SAD, potrebno im je daleko više sirovina nego što je u ovom trenutku na raspolaganju u celom svetu.)
MATCH@E:(Actually, if the developing countries want to level with us in Europe and the USA, they need by far more raw materials then currently are available in the whole world.===>U stvari, ako zemlje u razvoju hoće da dostignu nas u Evropi i u SAD, potrebno im je daleko vi Drugi izazov je nestašica radne snage.)
BAD_LINE_=============================================================
BAD_LINE_M:Actually, if the developing countries want to level with us in Europe and the USA, they need by far more raw materials then currently are available in the whole world.
BAD_LINE_M:U stvari, ako zemlje u razvoju hoće da dostignu nas u Evropi i u SAD, potrebno im je daleko više sirovina nego što je u ovom trenutku na raspolaganju u celom svetu.
BAD_LINE_E:Actually, if the developing countries want to level with us in Europe and the USA, they need by far more raw materials then currently are available in the whole world.
BAD_LINE_E:U stvari, ako zemlje u razvoju hoće da dostignu nas u Evropi i u SAD, potrebno im je daleko vi Drugi izazov je nestašica radne snage.
MATCH@M:(Instead of competing, we better focus to develop products and processes based on the use of other and new materials.===>Umesto da postajemo jedni drugima konkurencija, bolje je da se usmerimo na razvijanje proizvoda i procesa zasnovanih na upotrebi drugih i novih materijala.)
MATCH@E:(Instead of competing, we better focus to develop products and processes based on the use of other and new materials.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Instead of competing, we better focus to develop products and processes based on the use of other and new materials.
BAD_LINE_M:Umesto da postajemo jedni drugima konkurencija, bolje je da se usmerimo na razvijanje proizvoda i procesa zasnovanih na upotrebi drugih i novih materijala.
BAD_LINE_E:Instead of competing, we better focus to develop products and processes based on the use of other and new materials.
BAD_LINE_E:
MATCH@M:(The developing countries are competing with us for machines and tools as well.===>Zemlje u razvoju ulaze u konkurenciju sa nama i kad se radi o mašinama i alatima.)
MATCH@E:(The developing countries are competing with us for machines and tools as well.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The developing countries are competing with us for machines and tools as well.
BAD_LINE_M:Zemlje u razvoju ulaze u konkurenciju sa nama i kad se radi o mašinama i alatima.
BAD_LINE_E:The developing countries are competing with us for machines and tools as well.
BAD_LINE_E:
MATCH@M:(There is an explicit need for more efficient and effective way of working with respect to both processes and products.===>Sve je jesnija potreba za efektivnim i efikasnim načinom rada kako u pogledu procesa, tako i u pogledu proizvoda.)
MATCH@E:(There is an explicit need for more efficient and effective way of working with respect to both processes and products.===>)
BAD_LINE_=============================================================
BAD_LINE_M:There is an explicit need for more efficient and effective way of working with respect to both processes and products.
BAD_LINE_M:Sve je jesnija potreba za efektivnim i efikasnim načinom rada kako u pogledu procesa, tako i u pogledu proizvoda.
BAD_LINE_E:There is an explicit need for more efficient and effective way of working with respect to both processes and products.
BAD_LINE_E:
MATCH@M:(By 2020, there will be only two workers to support the pensions of each retiree in Japan, Germany, the United Kingdom, and France - down from three and a half workers per retiree in 2000 [6].===>Do 2020. godine za penziju jednog penzionera u Japanu, Nemačkoj, Velikoj Britaniji i Francuskoj radiće samo dva radnika - što je veliki pad u odnosu na tri i po radnika na jednog penzionera 2000. godine [6].)
MATCH@E:(Labor shortages will provide another challenge. ~~~ By 2020, there will be only two workers to support the pensions of each retiree in Japan, Germany, the United Kingdom, and France - down from three and a half workers per retiree in 2000 Š6Ë.===>Do 2020. godine za penziju jednog penzionera u Japanu, Nemačkoj, Velikoj Britaniji i Francuskoj radiće samo dva radnika što je veliki pad u odnosu na tri i po radnika na jednog penzionera 2000. godine Š6Ë.)
MATCH@M:(In nearly all European countries, this is about the same!===>U skoro svim evropskim zemljama situacija je ista!)
MATCH@E:(In nearly all European countries, this is about the same!===>U skoro svim evropskim zemljama situacija je ista!)
MATCH@M:(It will be quite a challenge to find enough sufficiently good skilled employees.===>Naći dovoljan broj kvalifikovanih zaposlenih predstavljaće pravi izazov.)
MATCH@E:(It will be quite a challenge to find enough sufficiently good skilled employees.===>Naći dovoljan broj kvalifikovanih zaposlenih predstavljaće pravi izazov.)
MATCH@M:(The consequences will be dramatic, as illustrated in the following example.===>Posledice će biti dramatične, a ilustrovaćemo ih sledećim primerom.)
MATCH@E:(The consequences will be dramatic, as illustrated in the following example Š7Ë.===>Posledice će biti dramatične, a ilustrovaćemo ih sledećim primerom Š7Ë.)
MATCH@M:(A tube and fitting manufacturer in northern Italy had enjoyed double-digit revenue gains from expanding sales in China.===>Proizvođač cevi i opreme u Italiji dobijao je dvocifreni povraćaj od sve veće prodaje i Kini.)
MATCH@E:(A tube and fitting manufacturer in northern Italy had enjoyed double-digit revenue gains from expanding sales in China.===>Proizvođač cevi i opreme u Italiji dobijao je dvocifreni povraćaj od sve veće prodaje i Kini.)
MATCH@M:(But when product demand jumped, the company could not find enough trained welders in the region.===>Ali kada je potražnja za tim proizvodima naglo porasla, kompanija nije mogla da nađe dovoljan broj kvalifikovanih varilaca u toj oblasti.)
MATCH@E:(But when product demand jumped, the company could not find enough trained welders in the region.===>Ali kada je potražnja za tim proizvodima naglo porasla, kompanija nije mogla da nađe dovoljan broj kvalifikovanih varilaca u toj oblasti.)
MATCH@M:(Eventually, it imported a contingent of Romanian workers, but unless conditions change, even those welders may soon prefer to work for Starbucks.===>Na kraju je „uvezla“ grupu radnika iz Rumu-nije, ali, ako se okolnosti ne promene, čak i ti varioci će možda uskoro da odu da rade za Starbucks.)
MATCH@E:(Eventually, it imported a contingent of Romanian workers, but unless conditions change, even those welders may soon prefer to work for Starbucks.===>Na kraju je uvezla grupu radnika iz Rumunije, ali, ako se okolnosti ne promene, čak i ti varioci će možda uskoro da odu da rade za Starbucks.)
MATCH@M:(And who can blame them?===>A i ko bi mogao da im zameri?)
MATCH@E:(And who can blame them?===>A i ko bi mogao da im zameri?)
MATCH@M:(Investing in Manufacturing IT is not (only) about integration of systems and applications.===>Investiranje u IT proizvodnje ne znači (samo) integri-sanje sistema i primena (aplikacija).)
MATCH@E:(Conclusion Investing in Manufacturing IT is not (only) about integration of systems and applications.===>Zaključak Investiranje u IT proizvodnje ne znači (samo) integrisanje sistema i primena (aplikacija).)
MATCH@M:(It is about full integration of the plant, the enterprise and the supply chain.===>To znači punu integraciju između pogona, preduzeća i lanca snabdeva-nja.)
MATCH@E:(It is about full integration of the plant, the enterprise and the supply chain.===>To znači punu integraciju između pogona, preduzeća i lanca snabdevanja.)
MATCH@M:(All aspects of the complete architecture are important and must be aligned: business and manufacturing processes, organization and people, applications, data and technical infrastructure.===>Značajni su svi aspekti ukupne strukture i svi se moraju uskladiti: poslovni i proizvodni procesi, organizacija i ljudi, primene, podaci i tehnička infrastruktura.)
MATCH@E:(All aspects of the complete architecture are important and must be aligned: business and manufacturing processes, organization and people, applications, data and technical infrastructure.===>Značajni su svi aspekti ukupne strukture i svi se moraju uskladiti: poslovni i proizvodni procesi, organizacija i ljudi, primene, podaci i tehnička infrastruktura.)
MATCH@M:(This is the core of the strategy and activities of the surviving manufacturers, thriving for operations excellence.===>Ovo je osnova strategije i delovanja proizvođača koji opstaju i postižu vrhunske rezultate u poslovanju.)
MATCH@E:(This is the core of the strategy and activities of the surviving manufacturers, thriving for operations excellence.===>Ovo je osnova strategije i delovanja proizvođača koji opstaju i postižu vrhunske rezultate u poslovanju.)
MATCH@M:(It can without doubt be recommended as a must-read for an overall understanding of this dynamic discipline.===>Sigurno je da se može preporučiti kao nezaobilazno štivo za potpuno razumevanje ove dinamične discipline.)
MATCH@E:(It can without doubt be recommended as a must-read for an overall understanding of this dynamic discipline.===>Sigurno je da se može preporučiti kao nezaobilazno štivo za potpuno razumevanje ove dinamične discipline.)
MATCH@M:(The fact that the fifth edition of the book has already been published is enough evidence on its fundamental character in the study of the change management field.===>Činjenica da je knjiga doživela i peto izdanje govori o njenom fundamnetalnom karakteru u proučavanju oblasti upravljanja promenama.)
MATCH@E:(The fact that the fifth edition of the book has already been published is enough evidence on its fundamental character in the study of the change management field.===>Činjenica da je knjiga doživela i peto izdanje govori o njenom fundamnetalnom karakteru u proučavanju oblasti upravljanja promenama.)
MATCH@M:(The premise that organizations have to change constantly, highlighted at the very beginning, has become the basic paradigm of management.===>Postulat o tome da organizacije moraju konstantno da se menjaju koji je istaknut već na samom početku knjige postao je i osnovna paradigma menadžmenta.)
MATCH@E:(The premise that organizations have to change constantly, highlighted at the very beginning, has become the basic paradigm of management.===>Postulat o tome da organizacije moraju konstantno da se menjaju koji je istaknut već na samom početku knjige postao je i osnovna paradigma menadžmenta.)
MATCH@M:(We still remember that many claimed it to be an overstatement when in 1993 the authors Hammer and Champy in their book Corporate Reengineering stated that “change has become prevailing and constant.===>Treba se setiti da su mnogi smatrali da se radi o preterivanju kada su autori Hammer i Champy 1993. godine u svojoj knjizi Reinženjering korporacije naveli da je «promena postala prevladavajuća i stalna.)
MATCH@E:(We still remember that many claimed it to be an overstatement when in 1993 the authors Hammer and Champy in their book Corporate Reengineering stated that change has become prevailing and constant.===>Treba se setiti da su mnogi smatrali da se radi o preterivanju kada su autori Hammer i Champy 1993. godine u svojoj knjizi Reinženjering korporacije naveli da je «promena postala prevladavajuća i stalna.)
MATCH@M:(It is a normal state of affairs.“ The majority of people today agree that the statement is obvious and self-evident.===>To je normalno stanje». Danas većina ljudi smatra da je ta konstatacija sasvim očigledna i nesporna.)
MATCH@E:(The majority of people today agree that the statement is obvious and self-evident.===>Danas većina ljudi smatra da je ta konstatacija sasvim očigledna i nesporna.)
MATCH@M:(The scope, the speed, the impact, and especially the unpredictability of change have become express and unavoidable conditions the managers are faced with in practice.===>Veličina, brzina, uticaj, a posebno nepredvidivost promena, su postali veoma izraženi i nezaobilazni deo svakodnevice sa kojom se suočavaju menadžeri u praksi.)
MATCH@E:(The scope, the speed, the impact, and especially the unpredictability of change have become express and unavoidable conditions the managers are faced with in practice.===>Veličina, brzina, uticaj, a posebno nepredvidivost promena, su postali veoma izraženi i nezaobilazni deo svakodnevice sa kojom se suočavaju menadžeri u praksi.)
MATCH@M:(In future, the changes are expected to intensify, hence the need to know more about the change.===>Očekuje se intenziviranje promena u budućnosti, a samim tim i potreba za znanjima o promenama.)
MATCH@E:(In future, the changes are expected to intensify, hence the need to know more about the change.===>Očekuje se intenziviranje promena u budućnosti, a samim tim i potreba za znanjima o promenama.)
MATCH@M:(Managing change has proved to be an extremely complex task in practice, which is reflected in a large number of change projects that failed; according to empiric research, as much as two thirds of all change in organizations fail.===>U praksi se upravljanje promenama pokazalo izuzetno kompleksnim zadatkom o čemu svedoče brojni projekti promena koji su pokazali nezadovoljavajuće rezultate, a prema procenama empirijskih istraživanja, čak dve trećine svih promena u organizacijama se završava neuspehom.)
MATCH@E:(Managing change has proved to be an extremely complex task in practice, which is reflected in a large number of change projects that failed; according to empiric research, as much as two thirds of all change in organizations fail.===>U praksi se upravljanje promenama pokazalo izuzetno kompleksnim zadatkom o čemu svedoče brojni projekti promena koji su pokazali nezadovoljavajuće rezultate, a prema procenama empirijskih istraživanja, čak dve trećine svih promena u organizacijama se završava neuspehom.)
MATCH@M:(One of the leading consulting houses, Bain and Co, states that the general rate of project failures is 70 percent.===>Jedna od vodećih konsultantskih kuća, Bain and Co, navodi podatak da je opšta stopa neuspešnosti projekata oko 70 procenata.)
MATCH@E:(One of the leading consulting houses, Bain&Co, states that the general rate of project failures is 70 percent.===>Jedna od vodećih konsultantskih kuća, Bain&Co, navodi podatak da je opšta stopa neuspešnosti projekata oko 70 procenata.)
MATCH@M:(The implementation of new technology, especially as regards the 1980’s revolutionary changes in the field of micro-electronic engineering, the expansion of computer engineering and the introduction of computer-based processes in the majority of organizational sectors resulted in 40-70 per cent inefficient projects.===>Uvođenje nove tehnologije, posebno vezano za revolucionarne promene 1980-ih vezane za mikro-elektroniku, ekspanzijom računara i uvođenjem računarski zasnovanih procesa u većinu oblasti organizacije, rezultiralo je sa 40-70 procenata neuspešnih projekata.)
MATCH@E:(The implementation of new technology, especially as regards the 1980s revolutionary changes in the field of micro-electronic engineering, the expansion of computer engineering and the introduction of computer-based processes in the majority of organizational sectors resulted in 40-70 per cent inefficient projects.===>Uvođenje nove tehnologije, posebno vezano za revolucionarne promene 1980-ih vezane za mikroelektroniku, ekspanzijom računara i uvođenjem računarski zasnovanih procesa u većinu oblasti organizacije, rezultiralo je sa 40-70 procenata neuspešnih projekata.)
MATCH@M:(The results of the total quality management (TQM) introduction in the U.S.A. companies in 1970s were rather poor: as many as 90 per cent of companies failed in this field.===>Oblast uvođenja totalnog menadžmenta kvaliteta (TQM) u kompanijama u SAD 1970-ih imala je veoma loš nivo uspešnosti, čak 90 procenata kompanija nije bilo uspešno u tome.)
MATCH@E:(The results of the total quality management (TQM) introduction in the U.S.A. companies in 1970s were rather poor: as many as 90 per cent of companies failed in this field.===>Oblast uvođenja totalnog menadžmenta kvaliteta (TQM) u kompanijama u SAD 1970-ih imala je veoma loš nivo uspešnosti, čak 90 procenata kompanija nije bilo uspešno u tome.)
MATCH@M:(The data for Europe in the 1980s and 1009s are slightly more optimistic, in that about 70 per cent projects failed.===>Podaci za Evropu 1980-ih i 1990-ih su nešto bolji, oko 70 procenata projekata je propalo.)
MATCH@E:(The data for Europe in the 1980s and 1009s are slightly more optimistic, in that about 70 per cent projects failed.===>Podaci za Evropu 1980-ih i 1990-ih su nešto bolji, oko 70 procenata projekata je propalo.)
MATCH@M:(The percentage of failed projects in the field of business processes re-eingineering is estimated to be extremely high, as many as 80 per cent, regardless of great expectations in the beginning, when it was considered to be the “biggest business innovation in the 1990s“.===>U oblasti reinženjeringa poslovnih procesa ocenju-je se da je procenat neuspelih projekata izuzetno visok, čak 80 posto, i pored velikih očekivanja na početku kada se smatralo da se radi o «najvećoj inovaciji poslovanja u 1990-im».)
MATCH@E:(The percentage of failed projects in the field of business processes re-eingineering is estimated to be extremely high, as many as 80 per cent, regardless of great expectations in the beginning, when it was considered to be the biggest business innovation in the 1990s.===>U oblasti reinženjeringa poslovnih procesa ocenjuje se da je procenat neuspelih projekata izuzetno visok, čak 80 posto, i pored velikih očekivanja na početku kada se smatralo da se radi o «najvećoj inovaciji poslovanja u 1990-im».)
MATCH@M:(The managers keep maintaining that the difficulties in managing change are one of key obstacles in their companies achieving higher competitive positions.===>Menadžeri stalno ističu da su teškoće u upravljanju promenama jedan od ključnih prepreka u ostvarivanju veće konkurentnosti njihovih kompanija.)
MATCH@E:(The managers keep maintaining that the difficul ties in managing change are one of key obstacles in their companies achieving higher competitive positions.===>Menadžeri stalno ističu da su teškoće u upravl janju promenama jedan od ključnih prepreka u ostvarivanju veće konkurentnosti njihovih kompanija.)
MATCH@M:(It is a paradox that the failure rate of the change projects remains extremely high, despite an increasing interest in this field, reflected in a large number of published books, monography studies, articles in journals as well as the support and aid of consultant houses.===>Paradoksalno deluje to da i pored sve većeg interesovanj a za ovu oblast, o čemu svedoči sve više objavljenih knjiga, monografskih studija, članaka u časopisima kao i podrške i pomoći kon-sultantskih kuća, stopa propasti projekata promena je izuzetno visoka.)
MATCH@E:(It is a paradox that the failure rate of the change projects remains extremely high, despite an increasing interest in this field, reflected in a large number of published books, monography studies, articles in journals as well as the support and aid of consultant houses.===>Paradoksalno deluje to da i pored sve većeg interesovanja za ovu oblast, o čemu svedoči sve više objavljenih knjiga, monografskih studija, članaka u časopisima kao i podrške i pomoći konsultantskih kuća, stopa propasti projekata promena je izuzetno visoka.)
MATCH@M:(The explanation may be found in the facts that theory itself sometimes offers puzzling and adversary recommendations and conclusions, that the need for interdisciplinariy approach is well understood, but that only some aspects are observed or are dominant.===>Objašnjenje se može tražiti u činjenici da i sama teorija nudi ponekad zbunju-juće i kontradiktorne preporuke i zaključke, da se shvata potreba interdisciplinarnosti ali da se ipak samo neki od uglova razmatraju ili su dominantni.)
MATCH@E:(The explanation may be found in the facts that theory itself sometimes offers puzzling and adversary recommendations and conclusions, that the need for interdisciplinariy approach is well understood, but that only some aspects are observed or are dominant.===>Objašnjenje se može tražiti u činjenici da i sama teorija nudi ponekad zbunjujuće i kontradiktorne preporuke i zaključke, da se shvata potreba interdisciplinarnosti ali da se ipak samo neki od uglova razmatraju ili su dominantni.)
MATCH@M:(Besides, it is clear that there is no ready “recepies“ for change, therefore theory cannot be expected to offer any integral, universally applicable solutions that can be implemented without being adjusted to a particular case.===>Pored toga, sasvim je jasno da spremnih «recepa-ta» za promenu nema, tako da se i objektivno ne može očekivati da će teorija ponuditi sasvim celovita, univerzalno primenjiva rešenja koja se mogu nepromenjena aplicirati u praksi.)
MATCH@E:(Besides, it is clear that there is no ready recepies for change, therefore theory cannot be expected to offer any integral, universally applicable solutions that can be implemented without being adjusted to a particular case.===>Pored toga, sasvim je jasno da spremnih «recepata» za promenu nema, tako da se i objektivno ne može očekivati da će teorija ponuditi sasvim celovita, univerzalno primenjiva rešenja koja se mogu nepromenjena aplicirati u praksi.)
MATCH@M:(The book maintains that organizations in themselves are not entirely rational entities, despite the efforts made to achieve such a state, therefore they can hardly be set into a given cliché or model; as to the changes, it is only certain models and approaches that are most often offered.===>U knjizi se ističe da organizacije samo pe sebi nisu sasvim racionalne tvorevine iako se čine napori u tom pravcu, tako da ih je teško udenuti u zadati kliše ili model, a kada je reč o promenama, najčešće se nude i preporučuju određeni pristupi i modeli.)
MATCH@E:(The book maintains that organizations in themselves are not entirely rational entities, despite the efforts made to achieve such a state, therefore they can hardly be set into a given cliché or model; as to the changes, it is only certain models and approaches that are most often offered.===>U knjizi se ističe da organizacije samo pe sebi nisu sasvim racionalne tvorevine iako se čine napori u tom pravcu, tako da ih je teško udenuti u zadati kliše ili model, a kada je reč o promenama, najčešće se nude i preporučuju određeni pristupi i modeli.)
MATCH@M:(In practice, however, we must be highly open for ever new solutions, have a flexible approach to the models and processes, possibly combining and changing them.===>U praksi se, međutim, mora biti krajnje otvoren za uvek nova rešenja, pristupati modelima i procesima za upravljanje promenama fleksibilno, sa mogućnošću kombinovanja i izmena.)
MATCH@E:(In practice, however, we must be highly open for ever new solutions, have a flexible approach to the models and processes, possibly combining and changing them.===>U praksi se, međutim, mora biti krajnje otvoren za uvek nova rešenja, pristupati modelima i procesima za upravljanje promenama fleksibilno, sa mogućnošću kombinovanja izmena.)
MATCH@M:(The acceptability of an approach to managing change depends on the type of that very change as well as on the conditions of the organization itself.===>Prihvatljivost nekog od pristupa upravljanju prom-enama zavisi od tipa same promene i od uslova same organizacije.)
MATCH@E:(The acceptability of an approach to managing change depends on the type of that very change as well as on the conditions of the organization itself.===>Prihvatljivost nekog od pristupa upravljanju promenama zavisi od tipa same promene i od uslova same organizacije.)
MATCH@M:(If these organizational factors are identified as limitations, they may turn into the object of change, so that the organization should be brought into a desired, goal-defined, condition.===>Ukoliko se ti organizacioni faktori identifikuju kao ograničenja, mogu se pretvoriti i u predmet promene kako bi se organizacija dovela u željeno, ciljno definisino, stanje.)
MATCH@E:(If these organizational factors are identified as limitations, they may turn into the object of change, so that the organization should be brought into a desired, goaldefined, condition.===>Ukoliko se ti organizacioni faktori identifikuju kao ograničenja, mogu se pretvoriti i u predmet promene kako bi se organizacija dovela u željeno, ciljno definisino, stanje.)
MATCH@M:(The criticism of this approach, which started in 1980s, mainly referred to its inability to solve the situations of radical, abrupt, enforced changes, resulted in the rise of new theories, models and approaches.===>Kritike ovoga pristupa, započete 1980-ih, uglavnom su se odnosile na nemogućnost da se ovim pristupom rešavaju situacije radikalnih, naglih, nametnutih promena, dovele su do razvoja novih teorija, modela i pristupa.)
MATCH@E:(The criticism of this approach, which started in 1980s, mainly referred to its inability to solve the situations of radical, abrupt, enforced changes, resulted in the rise of new theories, models and approaches.===>Kritike ovoga pristupa, započete 1980-ih, uglavnom su se odnosile na nemogućnost da se ovim pristupom rešavaju situacije radikalnih, naglih, nametnutih promena, dovele su do razvoja novih teorija, modela i pristupa.)
MATCH@M:(This new wave is recognized by the terms, such as continual improvement, organizational learning, or the approach of “emerging“ changes.===>Taj novi talas se prepoznaje po nazivima kontinualno poboljšanje, organizaciono učenje ili pristup «nastajućih» promena.)
MATCH@E:(This new wave is recognized by the terms, such as continual improvement, organizational learning, or the approach of emerging changes.===>Taj novi talas se prepoznaje po nazivima kontinualno poboljšanje, organizaciono učenje ili pristup «nastajućih» promena.)
MATCH@M:(The emerging organizational change approach highlights the need to approach to change “bottom - up“, rather than enforcing it “from the top“ and making efforts to conduct it downwards.===>Pristupom nastajućih organizacionih promena naglašava se potreba da se promenama pristupi «odozdo na gore», a ne nametati ih «odoz-go» i nastojati da se one sprovedu naniže.)
MATCH@E:(The emerging organizational change approach highlights the need to approach to change bottom up, rather than enforcing it from the top and making efforts to conduct it downwards.===>Pristupom nastajućih organizacionih promena naglašava se potreba da se promenama pristupi «odozdo na gore», a ne nametati ih «odozgo» i nastojati da se one sprovedu naniže.)
MATCH@M:(The authors point out that change is an open-ended process without a clearly visible end, and that it means a continual process of adjustment to the changed conditions and circumstances.===>Naglašava se da su promene otvoreni procesi bez jasno vidljivog kraja i predstavljaju kontinualni proces adaptacije izmenjenim uslovima i okolnostima.)
MATCH@E:(The authors point out that change is an open-ended process without a clearly visible end, and that it means a continual process of adjustment to the changed conditions and circumstances.===>Naglašava se da su promene otvoreni procesi bez jasno vidljivog kraja i predstavljaju kontinualni proces adaptacije izmenjenim uslovima i okolnostima.)
MATCH@M:(The book is also a systematization of knowledge as the basis for problem solving in the practice of effecting organizational change, not as a given set of rules and principles to manage change.===>U knjizi su sistematizovana znanja kao osnove za rešavanje problema u praksi ostvarivanja promene u organizaciji, nikako kao zadati skup pravila i principa kojima se upravlja promenom.)
MATCH@E:(The book is also a systematization of knowledge as the basis for problem solving in the practice of effecting organizational change, not as a given set of rules and principles to manage change.===>U knjizi su sistematizovana znanja kao osnove za rešavanje problema u praksi ostvarivanja promene u organizaciji, nikako kao zadati skup pravila i principa kojima se upravlja promenom.)
MATCH@M:(The set of systematized ideas about the organization in the already classic schools and theories of organization are being studied as they are the basis for understanding organizational change.===>Skup sis-tematizovanih ideja o organizaciji u vec klasičnim školama i teorijama organizacije proučavaju se jer predstavljaju ključnu osnovicu za razumevanje organizacionih promena.)
MATCH@E:(The set of systematized ideas about the organization in the already classic schools and theories of organization are being studied as they are the basis for understanding organizational change.===>Skup sis tematizovanih ideja o organizaciji u već klasičnim školama i teorijama organizacije proučavaju se jer predstavljaju ključnu osnovicu za razumevanje organizacionih promena.)
MATCH@M:(In order that organizations be changed, it is necessary that their structure, management and behaviour be perceived in a broader contextual, theoretical and historical perspective.===>Da bi se organizacije men-jale potrebno je da se sagleda njihova struktura, menadžment i ponašanje u široj kontekstualnoj, teorijskoj i istorijskoj perspektivi.)
MATCH@E:(In order that organizations be changed, it is necessary that their structure, management and behaviour be perceived in a broader contextual, theoretical and historical perspective.===>Da bi se organizacije menjale potrebno je da se sagleda njihova struktura, menadžment i ponašanje u široj kontekstualnoj, teorijskoj i istorijskoj perspektivi.)
MATCH@M:(It is also necessary that the organizational change should be observed as related to organizational strategy, therefore the analyses of strategic management in the section of the strategy execution are identified as synonymous with the change realization in the organization.===>Neophodno je da se organizaciona promena sagleda u vezi sa organizacionom strategijom, tako da su razmatranja strateškog menadžmenta u delu realizacije strategije identifikovana sa procesom ostvarenja promene u organizaciji.)
MATCH@E:(It is also necessary that the organizational change should be observed as related to organizational strategy, therefore the analyses of strategic management in the section of the strategy execution are identified as synonymous with the change realization in the organization.===>Neophodno je da se organizaciona promena sagleda u vezi sa organizacionom strategijom, tako da su razmatranja strateškog menadžmenta u delu realizacije strategije identifikovana sa procesom ostvarenja promene u organizaciji.)
MATCH@M:(Each of the twelve chapters in the book finishes with the description of concrete problems presented in a case study, whereas the theoretical analyses are illustrated with numerous examples from practice.===>Svako od dvanaest poglavlja u knjizi završava se opisom konkretnih problema predstavljenih studijom slučaja, a teorijska razmatranja su potkrepljena brojnim primerima prakse.)
MATCH@E:(Each of the twelve chapters in the book finishes with the description of concrete problems presented in a case study, whereas the theoretical analyses are illustrated with numerous examples from practice.===>Svako od dvanaest poglavlja u knjizi završava se opisom konkretnih problema predstavljenih studijom slučaja, a teorijska razmatranja su potkrepljena brojnim primerima prakse.)
MATCH@M:(The book Managing Change is a compulsory reading matter for the students of management and organization, as well as for the managers who have to overcome the resistance to change and execute projects of change in practice.===>Knjiga «Upravljanje promenama» nezaobilazno je štivo za studente menadžmenta i organizacije i za menadžere koji savladavaju otpore promenama i sprovode projekte promena u praksi.)
MATCH@E:(The book Managing Change is a compulsory reading matter for the students of management and organization, as well as for the managers who have to overcome the resistance to change and execute projects of change in practice.===>Knjiga «Upravljanje promenama» nezaobilazno je štivo za studente menadžmenta i organizacije i za menadžere koji savladavaju otpore promenama i sprovode projekte promena u praksi.)
MATCH@M:(Although the field is young, it offers a lot of solutions, mainly intended for better reporting and analysis, which would support the decision making process at all levels of decision making.===>Iako je oblast mlada, nudi dosta rešenja, prvenstveno namenjena boljem izveštavanju i analizi koji će podržati proces donošenja odluke, na svim nivoima odlučivanja.)
MATCH@E:(Although the field is young, it offers a lot of solutions, mainly intended for better reporting and analysis, which would support the decision making process at all levels of decision making.===>Iako je oblast mlada, nudi dosta rešenja, prvenstveno namenjena boljem izveštavanju i analizi koji će podržati proces donošenja odluke, na svim nivoima odlučivanja.)
MATCH@M:(As the decision process is part of every area of human endeavor, so are business intelligence systems becoming part of many different areas of management.===>Kako je proces odlučivanja prisutan u svakoj oblasti ljudskog delovanja, tako i sistemi poslovne inteligencije postaju prisutni u najrazličitijim oblastima organizovanja.)
MATCH@E:(As the decision process is part of every area of human endeavor, so are business intelligence systems becoming part of many different areas of management.===>Kako je proces odlučivanja prisutan u svakoj oblasti ljudskog delovanja, tako i sistemi poslovne inteligencije postaju prisutni u najrazličitijim oblastima organizovanja.)
MATCH@M:(Nevertheless, there are specific business topics for which there are still no record of business intelligence application.===>Ipak, postoje oblasti poslovanja sa svojim specifičnostima za koje ne postoje opisi dosadašnje primene poslovne inteligencije.)
MATCH@E:(Nevertheless, there are specific business topics for which there are still no record of business intelligence application.===>Ipak, postoje oblasti poslovanja sa svojim specifičnostima za koje ne postoje opisi dosadašnje primene poslovne inteligencije.)
MATCH@M:(One such topic is Document Management Systems (DMS), which are also carrying informational potential for better decisions, that could be harnessed in building a business intelligence system.===>Jedna takva oblast su i sistemi za upravljanje dokumentacijom, koji nose informacioni potencijal za odlučivanje koji je moguće iskoristiti građenjem sistema poslovne inteligencije.)
MATCH@E:(One such topic is Document Management Systems (DMS), which are also carrying informational potential for better decisions, that could be harnessed in building a business intelligence system.===>Jedna takva oblast su i sistemi za upravljanje dokumentacijom, koji nose informacioni potencijal za odlučivanje koji je moguće iskoristiti građenjem sistema poslovne inteligencije.)
MATCH@M:(This paper describes such an effort, which solves the identified needs for quality information by building a business intelligence system over document meta-data within the organization.===>Ovaj rad opisuje ovakav jedan poduhvat, koji primećene potrebe za kvalitetnim informacijama rešava izgradnjom sistema poslovne inteligencije nad meta-podacima dokumentacije u organizaciji. 1.	Uvod)
MATCH@E:(This paper describes such an effort, which solves the identified needs for quality information by building a business intelligence system over document meta-data within the organization. ~~~ 1.===>Ovaj rad opisuje ovakav jedan poduhvat, koji primećene potrebe za kvalitetnim informacijama rešava izgradnjom sistema poslovne inteligencije nad meta-podacima dokumentacije u organizaciji. 1.)
MATCH@M:(1.	Introduction The decision-making process is the most important process in managing an organization.===>Proces donošenja odluka najbitniji je proces u upravljanju organizacijom.)
MATCH@E:(Introduction The decision-making process is the most important process in managing an organization.===>Uvod Proces donošenja odluka najbitniji je proces u upravljanju organizacijom.)
MATCH@M:(The theory defines management as a succession of choices, i.e., decisions and actions meant to bring the system into a desired state.===>Upravljanje se u teoriji i defini-še kao niz izbora, tj. odluka i akcija, koji imaju za cilj da dovedu sistem u željeno stanje.)
MATCH@E:(The theory defines management as a succession of choices, i.e., decisions and actions meant to bring the system into a desired state.===>Upravljanje se u teoriji i definiše kao niz izbora, tj. odluka i akcija, koji imaju za cilj da dovedu sistem u željeno stanje.)
MATCH@M:(Hence the importance of successful decision making is a precondition to a successful management, which is the primary objective of organizational management.===>Tako je značaj uspe-šnog odlučivanja preduslov uspešnom upravljanju, što se smatra primarnim ciljem menadžmenta organizacije.)
MATCH@E:(Hence the importance of successful decision making is a precondition to a successful management, which is the primary objective of organizational management.===>Tako je značaj uspešnog odlučivanja preduslov uspešnom upravljanju, što se smatra primarnim ciljem menadžmenta organizacije. ~~~ Kao što je to naglasio i Piter Druker (Peter Drucker), otac modernog menadžmenta:)
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BAD_LINE_M:Hence the importance of successful decision making is a precondition to a successful management, which is the primary objective of organizational management.
BAD_LINE_M:Tako je značaj uspe-šnog odlučivanja preduslov uspešnom upravljanju, što se smatra primarnim ciljem menadžmenta organizacije.
BAD_LINE_E:Hence the importance of successful decision making is a precondition to a successful management, which is the primary objective of organizational management.
BAD_LINE_E:Tako je značaj uspešnog odlučivanja preduslov uspešnom upravljanju, što se smatra primarnim ciljem menadžmenta organizacije. ~~~ Kao što je to naglasio i Piter Druker (Peter Drucker), otac modernog menadžmenta:
MATCH@M:(As Peter Drucker, the founder of modern management, pointed out: “Making good decisions is a crucial skill at every level.“===>Kao što je to naglasio i Piter Druker (Peter Drucker), otac modernog menadžmenta: „Donošenje dobrih odluka je kritična veština na svakom nivou“ („Making good decisions is a crucial skill at every level“).)
MATCH@E:(As Peter Drucker, the founder of modern management, pointed out: Making good decisions is a crucial skill at every level.===>Donošenje dobrih odluka je kritična veština na svakom nivou (Making good decisions is a crucial skill at every level).)
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BAD_LINE_M:As Peter Drucker, the founder of modern management, pointed out: “Making good decisions is a crucial skill at every level.“
BAD_LINE_M:Kao što je to naglasio i Piter Druker (Peter Drucker), otac modernog menadžmenta: „Donošenje dobrih odluka je kritična veština na svakom nivou“ („Making good decisions is a crucial skill at every level“).
BAD_LINE_E:As Peter Drucker, the founder of modern management, pointed out: Making good decisions is a crucial skill at every level.
BAD_LINE_E:Donošenje dobrih odluka je kritična veština na svakom nivou (Making good decisions is a crucial skill at every level).
MATCH@M:(One basic way to support the decision-making process is to supply the decision makers with information.===>Jedan od osnovnih načina kako se pruža podrška procesu odlučivanja jeste snabdevanje donosioca odluka informacijama.)
MATCH@E:(One basic way to support the decision-making process is to supply the decision makers with information.===>Jedan od osnovnih načina kako se pruža podrška procesu odlučivanja jeste snabdevanje donosioca odluka informacijama.)
MATCH@M:(It is actually the support to the first phase of the Symon structure of the decision-making process Ê1]-===>To zapravo daje podršku prvoj fazi Saj-mon-ove strukture procesa odlučivanja [1].)
MATCH@E:(It is actually the support to the first phase of the Symon structure of the decision-making process Š1Ë.===>To zapravo daje podršku prvoj fazi Sajmon-ove strukture procesa odlučivanja Š1Ë.)
MATCH@M:(The last two decades have witnessed the development of a number of tools and methods in the field of business operations, under the name of Business Intelligence and for the purpose of aiding the first phase of decision making.===>U oblasti poslovanja u poslednje dve decenije razvio se niz metoda i alata koji pod nazivom Poslovna inteligencija (eng. Business intelligence) imaju za cilj da upravo pruže pomoć u prvoj fazi odlučivanja.)
MATCH@E:(The last two decades have witnessed the development of a number of tools and methods in the field of business operations, under the name of Business Intelligence and for the purpose of aiding the first phase of decision making.===>U oblasti poslovanja u poslednje dve decenije razvio se niz metoda i alata koji pod nazivom Poslovna inteligencija (eng. Business intelligence) imaju za cilj da upravo pruže pomoć u prvoj fazi odlučivanja.)
MATCH@M:(The general principle is “the right information in the right time, to the right user“, which stresses the provision and presentation, rather than the method in which the available information from the environment is made use of.===>Generalni princip je: „prava informacija u pravo vreme, pravom korisniku“, što stavlja akcenat na pribavljanje i prikaz, a ne način ko-rišćenja dostupnih informacija iz okruženja.)
MATCH@E:(The general principle is the right information in the right time, to the right user, which stresses the provision and presentation, rather than the method in which the available information from the environment is made use of.===>Generalni princip je: prava informacija u pravo vreme, pravom korisniku, što stavlja akcenat na pribavljanje i prikaz, a ne način korišćenja dostupnih informacija iz okruženja.)
MATCH@M:(Business intelligence systems are meant to enhance the improvement of a number of criteria of the decisions made: the risk reduction and the effectiveness, at significantly lower costs (of resources and time) for consuming new information and, consequently, for decision making.===>Sistemi poslovne inteligencije treba da doprinesu poboljšanju više kriterijuma donetih odluka: smanjivanju rizika i efektivnosti, uz znatno niže troškove (resursa i vremena) za konzumiranje novih informacija a samim tim i donošenje odluke.)
MATCH@E:(Business intelligence systems are meant to enhance the improvement of a number of criteria of the decisions made: the risk reduction and the effectiveness, at significantly lower costs (of resources and time) for consuming new information and, consequently, for decision making.===>Sistemi poslovne inteligencije treba da doprinesu poboljšanju više kriterijuma donetih odluka: smanjivanju rizika i efektivnosti, uz znatno niže troškove (resursa i vremena) za konzumiranje novih informacija a samim tim i donošenje odluke.)
MATCH@M:(This has become possible due to enormous advances in the information technologies development, in the fields of both data storage and data processing.===>Ovo je postalo moguće zahvaljujući ogromnom napretku informacionih tehnologija, kako u oblasti skladištenja podataka, tako i u oblasti procesiranja istih.)
MATCH@E:(This has become possible due to enormous advances in the information technologies development, in the fields of both data storage and data processing.===>Ovo je postalo moguće zahvaljujući ogromnom napretku informacionih tehnologija, kako u oblasti skladištenja podataka, tako i u oblasti procesiranja istih.)
MATCH@M:(Business intellingence actually links two sides: the management needs for information for the purpose of making better decisions and a multiple growth of the available data.===>Poslovna inteligencija zapravo pokušava da poveže dve strane: potrebe menadžmenta za informacijama radi boljeg odlučivanja i umnoženi rast dostupnih podataka.)
MATCH@E:(Business intellingence actually links two sides: the management needs for information for the purpose of mak ing better decisions and a multiple growth of the available data.===>Poslovna inteligencija zapravo pokušava da poveže dve strane: potrebe menadžmenta za informacijama radi boljeg odlučivanja i umnoženi rast dostupnih podataka.)
MATCH@M:(The goal of the business intelligence is, therefore, to integrate and consolidate the data from different, often isolated information systems, as well as to allow for the decision makers to access all the data available in a simple, fast and flexible manner in order that they should acquire the information that would in turn advance the decision-making process.===>Cilj poslovne inteligencije je dakle da objedini i kon-soliduje podatke iz različitih, često izolovanih, infor-macionih sistema, kao i da omogući donosiocima odluka da jednostavno, brzo i fleksibilno pristupe sveukupnosti podataka radi dolaženja do informacija koje bi unapredile proces odlučivanja.)
MATCH@E:(The goal of the business intelligence is, therefore, to integrate and consolidate the data from different, often isolated information systems, as well as to allow for the decision makers to access all the data available in a simple, fast and flexible manner in order that they should acquire the information that would in turn advance the decision-making process.===>Cilj poslovne inteligencije je dakle da objedini i konsoliduje podatke iz različitih, često izolovanih, informacionih sistema, kao i da omogući donosiocima odluka da jednostavno, brzo i fleksibilno pristupe sveukupnosti podataka radi dolaženja do informacija koje bi unapredile proces odlučivanja.)
MATCH@M:(The business intelligence systems hence make the decision-making process faster and risk freer, which are the basic qualities of decision making.===>Sistemi poslovne inteligencije tako čine da proces odlučivanja bude brži i sa manje rizika, što su jedni od osnovnih kvaliteta odlučivanja.)
MATCH@E:(The business intelligence systems hence make the decision-making process faster and risk freer, which are the basic qualities of decision making. ~~~ 2.===>Sistemi poslovne inteligencije tako čine da proces odlučivanja bude brži i sa manje rizika, što su jedni od osnovnih kvaliteta odlučivanja. 2.)
MATCH@M:(The advantages of digitalization are numerous, and most evident are the following: a more reliable and efficient warehousing, easier search, copying, sending, etc.===>Prednosti digitalizacije medija su brojne, a najočiglednije su: pouzdanije i efikasnije skladištenje, lakše pretraživanje, umnožavanje, slanje, itd.)
MATCH@E:(The advantages of digitalization are numerous, and most evident are the following: a more reliable and efficient warehousing, easier search, copying, sending, etc.===>Prednosti digitalizacije medija su brojne, a najočiglednije su: pouzdanije i efikasnije skladištenje, lakše pretraživanje, umnožavanje, slanje, itd.)
MATCH@M:(The paper media, called treeware in slang, are increasingly being abandoned in many areas of modern living, so it is with business.===>Papirni mediji, u žargonu zvani treeware, napuštaju se u većini oblasti života, pa tako i u poslovanju.)
MATCH@E:(The paper media, called treeware in slang, are increasingly being abandoned in many areas of modern living, so it is with business.===>Papirni mediji, u žargonu zvani treeware, napuštaju se u većini oblasti života, pa tako i u poslovanju.)
MATCH@M:(The digitalization of business documentation, however, is slightly slower due to legislation that demands high levels of reliability and confidentiality in order that the electronic documents should gain the legal power.===>Ipak, digitalizacija poslovne dokumentacije odvija se nešto sporije zbog zakonskih regulativa koje zahteva-ju visoke nivoe pouzdanosti i poverljivosti da bi elektronski dokumenti dobili pravnu snagu.)
MATCH@E:(The digitalization of business documentation, however, is slightly slower due to legislation that demands high levels of reliability and confidentiality in order that the electronic documents should gain the legal power.===>Ipak, digitalizacija poslovne dokumentacije odvija se nešto sporije zbog zakonskih regulativa koje zahtevaju visoke nivoe pouzdanosti i poverljivosti da bi elektronski dokumenti dobili pravnu snagu.)
MATCH@M:(Hence in the provisional solutions the electronic documentation is used alongside the paper documentation, which has the probative force in case of dispute.===>Tako se u pre-laznim rešenjima elektronska dokumentacija koristi paralelno sa papirnom, koja ima dokaznu moć u slučaju sporova.)
MATCH@E:(Hence in the provisional solutions the electronic documentation is used alongside the paper documentation, which has the probative force in case of dispute.===>Tako se u prelaznim rešenjima elektronska dokumentacija koristi paralelno sa papirnom, koja ima dokaznu moć u slučaju sporova.)
MATCH@M:(Such redundant storage of documents is, however, still used since it has more advantages than disadvantages, which speaks in favour of the high quality of electronic documentation.===>Takvo redundantno čuvanje dokumentacije se ipak upotrebljava jer ima više prednosti nego nedostataka, što govori u korist visokih kvaliteta elektronske dokumentacije.)
MATCH@E:(Such redundant storage of documents is, however, still used since it has more advantages than disadvantages, which speaks in favour of the high quality of electronic documentation.===>Takvo redundantno čuvanje dokumentacije se ipak upotrebljava jer ima više prednosti nego nedostataka, što govori u korist visokih kvaliteta elektronske dokumentacije.)
MATCH@M:(The situation in Serbia is similar, the companies use the DMS systems to organize and have the insight into the documentation, whereas they keep the paper documents in case of dispute.===>U Srbiji je slična situacija, gde preduzeća koriste DMS sisteme za organizaciju i uvid u dokumentaciju, a papirnu čuvaju radi sudskih sporova.)
MATCH@E:(The situation in Serbia is similar, the companies use the DMS systems to organize and have the insight into the documentation, whereas they keep the paper documents in case of dispute.===>U Srbiji je slična situacija, gde preduzeća koriste DMS sisteme za organizaciju i uvid u dokumentaciju, a papirnu čuvaju radi sudskih sporova. 2.)
MATCH@M:(The Electronic Signature Act, enforced in 2004, is meant to regulate the relability and confidentiality of electronic documents.===>Ipak, počela je i primena Zakona o elektronskom potpisu iz 2004.godine [2], koji treba da reguliše pouzdanost i poverljivost elektronskih dokumenata.)
MATCH@E:(The Electronic Signature Act, enforced in 2004 Š2Ë, is meant to regulate the relability and confidentiality of electronic documents.===>Ipak, počela je i primena Zakona o elektronskom potpisu iz 2004.godine Š2Ë, koji treba da reguliše pouzdanost i poverljivost elektronskih dokumenata.)
MATCH@M:(For the time being, its application is limited, and the role of certification bodies is assigned only to the “PTT Serbia“ and the Economic Chamber of Serbia.===>Zasad je primena ogranicena, pri čemu ulogu sertifikacionog tela igraju jedno „PTT Srbije“ i Privredna komora Srbije.)
MATCH@E:(For the time being, its application is limited, and the role of certification bodies is assigned only to the PTT Serbia and the Economic Chamber of Serbia.===>Zasad je primena ogranicena, pri čemu ulogu sertifikacionog tela igraju jedno PTT Srbije i Privredna komora Srbije.)
MATCH@M:(When the application of this act has been extended to an appropriate extent, the paper documentation will become inferior, which should improve the electrinic business operations in this country, and this is one of the objectives of this Act.===>Kada se primena ovog zakona proširi dovoljno, papirna dokumentacija će biti inferiorna, što bi trebalo da poboljša i funkcionisanje elektronskog poslovanja kod nas, što je i jedan od ciljeva Zakona.)
MATCH@E:(When the application of this act has been extended to an appropriate extent, the paper documentation will become inferior, which should improve the electrinic business operations in this country, and this is one of the objectives of this Act.===>Kada se primena ovog zakona proširi dovoljno, papirna dokumentacija će biti inferiorna, što bi trebalo da poboljša i funkcionisanje elektronskog poslovanja kod nas, što je i jedan od ciljeva Zakona.)
MATCH@M:(The Document Management System serves to efficiently 1) store, 2) organize, and 3) make the digitalized documentation available to the user, so that the user can browse through it.===>Sistem za upravljanje dokumentima služi da dokumentaciju pretvorenu u digitalni oblik efikasno: 1) skladišti, 2) organizuje i 3) stavlja dostupnim korisniku uz mogućnosti pretraživanja.)
MATCH@E:(The Document Management System serves to efficiently 1) store, 2) organize, and 3) make the digitalized documentation available to the user, so that the user can browse through it.===>Sistem za upravljanje dokumentima služi da dokumentaciju pretvorenu u digitalni oblik efikasno: ~~~ 1) skladišti, 2) organizuje i 3) stavlja dostupnim korisniku uz mogućnosti pretraživanja.)
MATCH@M:(The document is transformed into a digital image, marked and indexed by meta data, which will be dealt with in the following chapters.===>Dokument se pretvara u digitalnu sliku, označi i obeleži metapodacima o kojima će biti reči kasnije.)
MATCH@E:(The document is transformed into a digital image, marked and indexed by meta data, which will be dealt with in the following chapters.===>Dokument se pretvara u digitalnu sliku, označi i obeleži metapodacima o kojima će biti reči kasnije.)
MATCH@M:(Additionally, the fields in the document indexed in advance are entered into the electronic database, in order to facilitate the search.===>Dodatno se unapred određena polja iz dokumenta unesu u elektronsku bazu, kako bi olakšali pretragu.)
MATCH@E:(Additionally, the fields in the document indexed in advance are entered into the electronic database, in order to facilitate the search.===>Dodatno se unapred određena polja iz dokumenta unesu u elektronsku bazu, kako bi olakšali pretragu.)
MATCH@M:(The DMS users are all members of the organization with an access to the documentation, either by updating the documents within the transactions over documents, or by having an insight into the documents in other business processes.===>Korisnici DMS sistema su svi članovi organizacije koji imaju dodir sa dokumentacijom, bilo na ažuriranju dokumenata unutar transakcija nad dokumentom, bilo na uvidu u dokumente u drugim poslovnim procesima.)
MATCH@E:(The DMS users are all members of the organization with an access to the documentation, either by updating the documents within the transactions over documents, or by having an insight into the documents in other business processes.===>Korisnici DMS sistema su svi članovi organizacije koji imaju dodir sa dokumentacijom, bilo na ažuriranju dokumenata unutar transakcija nad dokumentom, bilo na uvidu u dokumente u drugim poslovnim procesima.)
MATCH@M:(This covers a large portion of organization, therefore the improvements achieved by the DMS are not local in character; their implementation rather means benefits for the entire company.===>To pokriva veliki deo organizacije, pa tako i poboljšanja koja donosi DMS nisu lokalna, već celo preduzeće oseća koristi primene.)
MATCH@E:(This covers a large portion of organization, therefore the improvements achieved by the DMS are not local in character; their implementation rather means benefits for the entire company.===>To pokriva veliki deo organizacije, pa tako i poboljšanja koja donosi DMS nisu lokalna, već celo preduzeće oseća koristi primene.)
MATCH@M:(Figure 1 shows the image of the document filed in the DMS.===>Slika 1 prikazuje igled dokumenta arhiviranog u DMS sistemu.)
MATCH@E:(Figure 1 shows the image of the document filed in the DMS. ~~~ 2.1.===>Slika 1 prikazuje igled dokumenta arhiviranog u DMS sistemu.)
MATCH@M:(The metadata are the data that describe the data, referring to the data type, data purpose, values allowed, connections with other data, data history, etc.===>Metapodaci su podaci koji opisuju podatke, što se često odnosi na tip podataka, svrhu podataka, dozvoljene vrednosti, veze sa ostalim podacima, istorija podataka i slično.)
MATCH@E:(Documentation metadata The metadata are the data that describe the data, referring to the data type, data purpose, values allowed, connections with other data, data history, etc.===>)
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BAD_LINE_M:The metadata are the data that describe the data, referring to the data type, data purpose, values allowed, connections with other data, data history, etc.
BAD_LINE_M:Metapodaci su podaci koji opisuju podatke, što se često odnosi na tip podataka, svrhu podataka, dozvoljene vrednosti, veze sa ostalim podacima, istorija podataka i slično.
BAD_LINE_E:Documentation metadata The metadata are the data that describe the data, referring to the data type, data purpose, values allowed, connections with other data, data history, etc.
BAD_LINE_E:
MATCH@M:(The document is a form in which the data are exchanged in an organization.===>Dokument je forma u kojoj se razmenjuju podaci u organiaciji.)
MATCH@E:(The document is a form in which the data are exchanged in an organization.===>Dokument je forma u kojoj se razmenjuju podaci u organiaciji.)
MATCH@M:(It implicitely defines the purpose of the data, as well as the manner in which the data is used.===>On imlicitno određuje namenu podataka, kao i način korišćenja.)
MATCH@E:(It implicitely defines the purpose of the data, as well as the manner in which the data is used.===>On imlicitno određuje namenu podataka, kao i način korišćenja.)
MATCH@M:(The basic data contains the contents, whereas metadata describes the structure of the document and of the data the document includes.===>Osnovni podaci nose sadržaj, dok metapodaci opisuju strukturu dokumenta i podataka koje on nosi.)
MATCH@E:(The basic data contains the contents, whereas metadata describes the structure of the document and of the data the document includes.===>Osnovni podaci nose sadržaj, dok metapodaci opisuju strukturu dokumenta i podataka koje on nosi.)
MATCH@M:(Figure 1.===>Slika 1.)
MATCH@E:(Figure 9.===>Slika 9.)
MATCH@M:(The basic data from the document are the reason the documentation is gathered and most often they are the subject of detailed analyses.===>Osnovni podaci sa dokumenata su osnovni razlog zašto se dokumentacija prikuplja i oni su najčešće predmet detaljnih analiza.)
MATCH@E:(The basic data from the document are the reason the documentation is gathered and most often they are the subject of detailed analyses.===>Osnovni podaci sa dokumenata su osnovni razlog zašto se dokumentacija prikuplja i oni su najčešće predmet detaljnih analiza.)
MATCH@M:(The idea in this paper is to allow for the analysis of metedata on the documents in the organization, in order that new useful information should be obtained.===>Ideja ovog rada je da se omogući analiza metapodataka o dokumentima u organizaciji, kako bi se dobile nove informacije od koristi.)
MATCH@E:(The idea in this paper is to allow for the analysis of metedata on the documents in the organization, in order that new useful information should be obtained.===>Ideja ovog rada je da se omogući analiza metapodataka o dokumentima u organizaciji, kako bi se dobile nove informacije od koristi.)
MATCH@M:(Thus, for example, on the basis of such descriptions the reports can be made of the surveys of one type of documents in the organization, analyses of the document creation can be conducted, as well as the analyses of implementation and changes, etc.===>Tako se, na primer, na osnovu takvih opisa mogu napraviti izveštaji pregleda određenog tipa dokumenata u organizaciji, raditi analize nastajanja dokumenata, analize korišćenja i izmena, itd.)
MATCH@E:(Thus, for example, on the basis of such descriptions the reports can be made of the surveys of one type of documents in the organization, analyses of the document creation can be conducted, as well as the analyses of implementation and changes, etc. ~~~ Such Figure 1.===>Tako se, na primer, na osnovu takvih opisa mogu napraviti izveštaji pregleda određenog tipa dokumenata u organizaciji, raditi analize nastajanja dokumenata, analize korišćenja i izmena, itd.)
MATCH@M:(Suchinformation can show the state the business is in and foster the improvement of the business processes.===>Takve informacije mogu ukazati na stanje u poslovanju i motivisati da se poslovni procesi unaprede.)
MATCH@E:(The image of the document filed in the DMS information can show the state the business is in and foster the improvement of the business processes.===>Takve informacije mogu ukazati na stanje u poslovanju i motivisati da se poslovni procesi unaprede.)
MATCH@M:(The DMS application also presents a generic OLTP system.===>DMS aplikacija takođe predstavlja generički OLTP sistem.)
MATCH@E:(The DMS application also presents a generic OLTP system.===>DMS aplikacija takođe predstavlja generički OLTP sistem.)
MATCH@M:(The application relies on the metadata from the database that describe the fields of each defined document.===>Aplikacija se oslanja na metapodatke iz baze podataka koji opisuju polja svakog definisanog dokumenta.)
MATCH@E:(The application relies on the metadata from the database that describe the fields of each defined document.===>Aplikacija se oslanja na metapodatke iz baze podataka koji opisuju polja svakog definisanog doku Slika 1.)
MATCH@M:(Hence the base of such a system contains tables describing each of the document’s attributes, whereas the concrete images of the document are stored in the tables generated by the application itself, unknown and non-existent prior to the implementation of the application in the given company.===>Dakle baza ovog sistema sadrži tabele koje opisuju svaki atribut dokumenta, dok se konkretna pojavljivanja dokumenata čuvaju u tabelama koje ge-neriše sama aplikacija, a koje su nepoznate i nepostojeće pre početka upotrebe aplikacije u konkretnom preduzeću.)
MATCH@E:(Hence the base of such a system contains tables describing each of the documents attributes, whereas the concrete images of the document are stored in the tables generated by the application itself, unknown and non-existent prior to the implementation of the application in the given company.===>Izgled dokumenta arhiviranog u DMS sistemu menta. ~~~ Dakle baza ovog sistema sadrži tabele koje opisuju svaki atribut dokumenta, dok se konkretna pojavljivanja dokumenata čuvaju u tabelama koje generiše sama aplikacija, a koje su nepoznate i nepostojeće pre početka upotrebe aplikacije u konkretnom preduzeću.)
MATCH@M:(This practically means that the structure of the documents describing the business is generated by the user through the implementation of the application.===>To praktično znači da strukturu dokumenata koji opisuju poslovanje generiše korisnik upotrebom aplikacije.)
MATCH@E:(This practically means that the structure of the documents describing the business is generated by the user through the implementation of the application.===>To praktično znači da strukturu dokumenata koji opisuju poslovanje generiše korisnik upotrebom aplikacije.)
MATCH@M:(Therefore the structure of the database tables describing business operations is unknown prior to the implementation and use of the application in a concrete company, which will largely affect the creation of data warehouse, and especially the ETL procedures for warehouse loading.===>Tako je struktura tabela baze podataka koje opisuju poslovanje nepoznata pre implementacije i korišćenja aplikacije u konkretnoj kompaniji, što će imati velike posledice za kreiranje skladišta podataka, a naročito ETL procedura za punjenje skladišta.)
MATCH@E:(Therefore the structure of the database tables describing business operations is unknown prior to the implementation and use of the application in a concrete company, which will largely affect the creation of data warehouse, and especially the ETL procedures for warehouse loading. plication of these systems over the data generated by the DMS was not identified in the publications available.===>Tako je struktura tabela baze podataka koje opisuju poslovanje nepoznata pre implementacije i korišćenja aplikacije u konkretnoj kompaniji, što će imati velike posledice za kreiranje skladišta podataka, a naročito ETL procedura za punjenje skladišta. ~~~ Ideja za razvoj sistema poslovne inteligencije nad postojećim sistemom za upravljanje dokumentacijom došla je prirodno.)
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BAD_LINE_M:Therefore the structure of the database tables describing business operations is unknown prior to the implementation and use of the application in a concrete company, which will largely affect the creation of data warehouse, and especially the ETL procedures for warehouse loading.
BAD_LINE_M:Tako je struktura tabela baze podataka koje opisuju poslovanje nepoznata pre implementacije i korišćenja aplikacije u konkretnoj kompaniji, što će imati velike posledice za kreiranje skladišta podataka, a naročito ETL procedura za punjenje skladišta.
BAD_LINE_E:Therefore the structure of the database tables describing business operations is unknown prior to the implementation and use of the application in a concrete company, which will largely affect the creation of data warehouse, and especially the ETL procedures for warehouse loading. plication of these systems over the data generated by the DMS was not identified in the publications available.
BAD_LINE_E:Tako je struktura tabela baze podataka koje opisuju poslovanje nepoznata pre implementacije i korišćenja aplikacije u konkretnoj kompaniji, što će imati velike posledice za kreiranje skladišta podataka, a naročito ETL procedura za punjenje skladišta. ~~~ Ideja za razvoj sistema poslovne inteligencije nad postojećim sistemom za upravljanje dokumentacijom došla je prirodno.
MATCH@M:(The idea of developing a business intelligence system over the existing document management system came naturally.===>Ideja za razvoj sistema poslovne inteligencije nad postojećim sistemom za upravljanje dokumentacijom došla je prirodno.)
MATCH@E:(The idea of developing a business intelligence system over the existing document management system came naturally.===>Tako su oni upravo ciljna grupa za razvoj novih analitičkih funkcionalnosti kroz sistem poslovne inteligencije.)
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BAD_LINE_M:The idea of developing a business intelligence system over the existing document management system came naturally.
BAD_LINE_M:Ideja za razvoj sistema poslovne inteligencije nad postojećim sistemom za upravljanje dokumentacijom došla je prirodno.
BAD_LINE_E:The idea of developing a business intelligence system over the existing document management system came naturally.
BAD_LINE_E:Tako su oni upravo ciljna grupa za razvoj novih analitičkih funkcionalnosti kroz sistem poslovne inteligencije.
MATCH@M:(Namely, when the basic DMS application matured in use, and the databeses stored in it gathered a sufficient quantity of data, there was an opportunity to additionally use the gathered data on the documentation.===>Naime, kada je osnovna DMS aplikacija dostigla zrelost u korišćenju, a baze podataka koje čuva sakupile dovoljnu količinu podataka, javila se mogućnost za dodatnim iskorišćenjem prikupljenih podataka o dokumentaciji.)
MATCH@E:(Namely, when the basic DMS application matured in use, and the databeses stored in it gathered a sufficient quantity of data, there was an opportunity to additionally use the gathered data on the documentation.===>Tako nastaje ideja za aplikacijom, nazvanom BI DMS, koja za ciljeve sebi postavlja upravo brzo, fleksibilno, efektivno, sveobuhvatno upravljačko izveštavanje, koje će iskoristiti podatke iz postojećeg DMS u upotrebi, radi unapređivanja poslova upravljanja (menadžmenta). ~~~ 2.2.)
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BAD_LINE_M:Namely, when the basic DMS application matured in use, and the databeses stored in it gathered a sufficient quantity of data, there was an opportunity to additionally use the gathered data on the documentation.
BAD_LINE_M:Naime, kada je osnovna DMS aplikacija dostigla zrelost u korišćenju, a baze podataka koje čuva sakupile dovoljnu količinu podataka, javila se mogućnost za dodatnim iskorišćenjem prikupljenih podataka o dokumentaciji.
BAD_LINE_E:Namely, when the basic DMS application matured in use, and the databeses stored in it gathered a sufficient quantity of data, there was an opportunity to additionally use the gathered data on the documentation.
BAD_LINE_E:Tako nastaje ideja za aplikacijom, nazvanom BI DMS, koja za ciljeve sebi postavlja upravo brzo, fleksibilno, efektivno, sveobuhvatno upravljačko izveštavanje, koje će iskoristiti podatke iz postojećeg DMS u upotrebi, radi unapređivanja poslova upravljanja (menadžmenta). ~~~ 2.2.
MATCH@M:(The basic DMS application offers an opportunity for browsing and insight into the documentation.===>Osnovna DMS aplikacija nudi mogućnost pretraživanja i uvida u dokumentaciju.)
MATCH@E:(The basic DMS application offers an opportunity for browsing and insight into the documentation.===>Izazovi i rešenja Osnova većine PI sistema predstavlja skladište podataka.)
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BAD_LINE_M:The basic DMS application offers an opportunity for browsing and insight into the documentation.
BAD_LINE_M:Osnovna DMS aplikacija nudi mogućnost pretraživanja i uvida u dokumentaciju.
BAD_LINE_E:The basic DMS application offers an opportunity for browsing and insight into the documentation.
BAD_LINE_E:Izazovi i rešenja Osnova većine PI sistema predstavlja skladište podataka.
MATCH@M:(It is accompanied by an application that ensures the tracking and controlling the life cycle of the document in the business processes.===>Uz nju postoji i aplikacija, koja nudi mogućnost praćenja i kontrolisanja životnog ciklusa dokumenta u poslovnim procesima.)
MATCH@E:(It is accompanied by an application that ensures the tracking and controlling the life cycle of the document in the business processes.===>Ono stvara oslonac i prilagođeno okruženje za PI korisničke aplikacije za izveštavanje i analizu.)
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BAD_LINE_M:It is accompanied by an application that ensures the tracking and controlling the life cycle of the document in the business processes.
BAD_LINE_M:Uz nju postoji i aplikacija, koja nudi mogućnost praćenja i kontrolisanja životnog ciklusa dokumenta u poslovnim procesima.
BAD_LINE_E:It is accompanied by an application that ensures the tracking and controlling the life cycle of the document in the business processes.
BAD_LINE_E:Ono stvara oslonac i prilagođeno okruženje za PI korisničke aplikacije za izveštavanje i analizu.
MATCH@M:(The users of these applications are the employees who make use of the documents in doing their business.===>Korisnici ovih aplikacija su zaposleni koji koriste do-kuemente za obavljanje svojih aktivnosti.)
MATCH@E:(The users of these applications are the employees who make use of the documents in doing their business.===>Skladište BI DMS aplikacije ima za zadatak da integriše podatke iz DMS sistema, da ih transformiše u pogodnu strukturu i format i da ih omogući dostupnim za korisničke aplikacije.)
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BAD_LINE_M:The users of these applications are the employees who make use of the documents in doing their business.
BAD_LINE_M:Korisnici ovih aplikacija su zaposleni koji koriste do-kuemente za obavljanje svojih aktivnosti.
BAD_LINE_E:The users of these applications are the employees who make use of the documents in doing their business.
BAD_LINE_E:Skladište BI DMS aplikacije ima za zadatak da integriše podatke iz DMS sistema, da ih transformiše u pogodnu strukturu i format i da ih omogući dostupnim za korisničke aplikacije.
MATCH@M:(On the other hand, the management users do not see much benefit from these applications, because they handle the documens in an infinitely granular form, on the level of the document.===>Sa druge strane, menadžment korsnici nemaju previše koristi od ovih aplikacija, jer one barataju sa dokumentacijom u najsitnijoj granularnosti, na nivou dokumenta.)
MATCH@E:(On the other hand, the management users do not see much benefit from these applications, because they handle the documens in an infinitely granular form, on the level of the document.===>U širem kontekstu, treba da omogući i integraciju sa ostalim informacionim sistemima korisničkog preduzeća, kako bi ukupno integrisani podaci u preduzeću imali veći sinergetski efekat.)
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BAD_LINE_M:On the other hand, the management users do not see much benefit from these applications, because they handle the documens in an infinitely granular form, on the level of the document.
BAD_LINE_M:Sa druge strane, menadžment korsnici nemaju previše koristi od ovih aplikacija, jer one barataju sa dokumentacijom u najsitnijoj granularnosti, na nivou dokumenta.
BAD_LINE_E:On the other hand, the management users do not see much benefit from these applications, because they handle the documens in an infinitely granular form, on the level of the document.
BAD_LINE_E:U širem kontekstu, treba da omogući i integraciju sa ostalim informacionim sistemima korisničkog preduzeća, kako bi ukupno integrisani podaci u preduzeću imali veći sinergetski efekat.
MATCH@M:(The management needs are viewed in dealing with the entire documentation, analysing its flows and identifying potential problems in business.===>Potrebe menadžmenta su u sagledavanju sveukupnosti dokumentacije, analizi njenih tokova i uviđanju potencijalnih problema u poslovanju.)
MATCH@E:(The management needs are viewed in dealing with the entire documentation, analysing its flows and identifying potential problems in business.===>U izradi ove aplikacije, za izgradnju skladišta praćene su sugestije i smernice očeva ove oblasti, Ralfa Kimbala i Bila Inmona, koje su iskazane u ranije pominjanim knjigama Š5,6Ë.)
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BAD_LINE_M:The management needs are viewed in dealing with the entire documentation, analysing its flows and identifying potential problems in business.
BAD_LINE_M:Potrebe menadžmenta su u sagledavanju sveukupnosti dokumentacije, analizi njenih tokova i uviđanju potencijalnih problema u poslovanju.
BAD_LINE_E:The management needs are viewed in dealing with the entire documentation, analysing its flows and identifying potential problems in business.
BAD_LINE_E:U izradi ove aplikacije, za izgradnju skladišta praćene su sugestije i smernice očeva ove oblasti, Ralfa Kimbala i Bila Inmona, koje su iskazane u ranije pominjanim knjigama Š5,6Ë.
MATCH@M:(Hence they are the target group in the development of new analytic functionalities through the business intelligence system.===>Tako su oni upravo ciljna grupa za razvoj novih analitičkih funkcionalnosti kroz sistem poslovne inteligencije.)
MATCH@E:(Hence they are the target group in the development of new analytic functionalities through the business intelligence system.===>Skladište podataka treba da okupi potrebne podatke za analizu i da ih struktuira u oblik pogodan za tu svrhu.)
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BAD_LINE_M:Hence they are the target group in the development of new analytic functionalities through the business intelligence system.
BAD_LINE_M:Tako su oni upravo ciljna grupa za razvoj novih analitičkih funkcionalnosti kroz sistem poslovne inteligencije.
BAD_LINE_E:Hence they are the target group in the development of new analytic functionalities through the business intelligence system.
BAD_LINE_E:Skladište podataka treba da okupi potrebne podatke za analizu i da ih struktuira u oblik pogodan za tu svrhu.
MATCH@M:(Hence the idea for the application called BI DMS whose goals are the prompt, flexible, effective, all-inclusive management reporting itself, which will utilise the data from the existing DMS in use to improve the management operations.===>Tako nastaje ideja za aplikacijom, nazvanom BI DMS, koja za ciljeve sebi postavlja upravo brzo, fleksibilno, efektivno, sveobuhvatno upravljačko izvešta-vanje, koje će iskoristiti podatke iz postojećeg DMS u upotrebi, radi unapređivanja poslova upravljanja (menadžmenta).)
MATCH@E:(Hence the idea for the application called BI DMS whose goals are the prompt, flexible, effective, all-inclusive management reporting itself, which will utilise the data from the existing DMS in use to improve the management operations.===>Potrebe za analizom sagledavane su kroz: a) predhodno tražene izveštaje koje su pristizale kao zahtevi kompanija-klijenata i b) potencijalno korisne izveštaje i analize.)
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BAD_LINE_M:Hence the idea for the application called BI DMS whose goals are the prompt, flexible, effective, all-inclusive management reporting itself, which will utilise the data from the existing DMS in use to improve the management operations.
BAD_LINE_M:Tako nastaje ideja za aplikacijom, nazvanom BI DMS, koja za ciljeve sebi postavlja upravo brzo, fleksibilno, efektivno, sveobuhvatno upravljačko izvešta-vanje, koje će iskoristiti podatke iz postojećeg DMS u upotrebi, radi unapređivanja poslova upravljanja (menadžmenta).
BAD_LINE_E:Hence the idea for the application called BI DMS whose goals are the prompt, flexible, effective, all-inclusive management reporting itself, which will utilise the data from the existing DMS in use to improve the management operations.
BAD_LINE_E:Potrebe za analizom sagledavane su kroz: a) predhodno tražene izveštaje koje su pristizale kao zahtevi kompanija-klijenata i b) potencijalno korisne izveštaje i analize.
MATCH@M:(This makes our effort all the more challenging, and its results have already earned positive criticism on being presented at a number of expert and scientific symposia [3,4].===>Ovo čini ovaj poduhvat više izazovnim, a rezultati istog su već dobili pozitivne kritike nakon izlaganja na par naučnih i stručnih skupova [3, 4].)
MATCH@E:(This makes our effort all the more challenging, and its results have already earned positive criticism on being presented at a number of expert and scientific symposia Š3,4Ë. 3.===>Naime, kada je osnovna DMS aplikacija dostigla zrelost u korišćenju, a baze podataka koje čuva sakupile dovoljnu količinu podataka, javila se mogućnost za dodatnim iskorišćenjem prikupljenih podataka o dokumentaciji.)
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BAD_LINE_M:This makes our effort all the more challenging, and its results have already earned positive criticism on being presented at a number of expert and scientific symposia [3,4].
BAD_LINE_M:Ovo čini ovaj poduhvat više izazovnim, a rezultati istog su već dobili pozitivne kritike nakon izlaganja na par naučnih i stručnih skupova [3, 4].
BAD_LINE_E:This makes our effort all the more challenging, and its results have already earned positive criticism on being presented at a number of expert and scientific symposia Š3,4Ë. 3.
BAD_LINE_E:Naime, kada je osnovna DMS aplikacija dostigla zrelost u korišćenju, a baze podataka koje čuva sakupile dovoljnu količinu podataka, javila se mogućnost za dodatnim iskorišćenjem prikupljenih podataka o dokumentaciji.
MATCH@M:(The basis of the majority of BI systems is the data warehouse.===>Osnova većine PI sistema predstavlja skladište podataka.)
MATCH@E:(Challenges solutions The basis of the majority of BI systems is the data warehouse.===>Osnovna DMS aplikacija nudi mogućnost pretraživanja i uvida u dokumentaciju.)
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BAD_LINE_M:The basis of the majority of BI systems is the data warehouse.
BAD_LINE_M:Osnova većine PI sistema predstavlja skladište podataka.
BAD_LINE_E:Challenges solutions The basis of the majority of BI systems is the data warehouse.
BAD_LINE_E:Osnovna DMS aplikacija nudi mogućnost pretraživanja i uvida u dokumentaciju.
MATCH@M:(It acts as a support and an adjusted environment for BI user applications for reporting and analysis.===>Ono stvara oslonac i prilagođeno okruženje za PI korisničke aplikacije za izveštavanje i analizu.)
MATCH@E:(It acts as a support and an adjusted environment for BI user applications for reporting and analysis.===>Uz nju postoji i aplikacija, koja nudi mogućnost praćenja i kontrolisanja životnog ciklusa dokumenta u poslovnim procesima.)
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BAD_LINE_M:It acts as a support and an adjusted environment for BI user applications for reporting and analysis.
BAD_LINE_M:Ono stvara oslonac i prilagođeno okruženje za PI korisničke aplikacije za izveštavanje i analizu.
BAD_LINE_E:It acts as a support and an adjusted environment for BI user applications for reporting and analysis.
BAD_LINE_E:Uz nju postoji i aplikacija, koja nudi mogućnost praćenja i kontrolisanja životnog ciklusa dokumenta u poslovnim procesima.
MATCH@M:(The task for the BI DMS application warehouse is to integrate data from the DMS system, transform it into suitable structure and image and make them available to user applications.===>Skladište BI DMS aplikacije ima za zadatak da integriše podatke iz DMS sistema, da ih transformiše u pogodnu strukturu i format i da ih omogući dostupnim za korisničke aplikacije.)
MATCH@E:(The task for the BI DMS application warehouse is to integrate data from the DMS system, transform it into suitable structure and image and make them available to user applications.===>Korisnici ovih aplikacija su zaposleni koji koriste dokuemente za obavljanje svojih aktivnosti.)
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BAD_LINE_M:The task for the BI DMS application warehouse is to integrate data from the DMS system, transform it into suitable structure and image and make them available to user applications.
BAD_LINE_M:Skladište BI DMS aplikacije ima za zadatak da integriše podatke iz DMS sistema, da ih transformiše u pogodnu strukturu i format i da ih omogući dostupnim za korisničke aplikacije.
BAD_LINE_E:The task for the BI DMS application warehouse is to integrate data from the DMS system, transform it into suitable structure and image and make them available to user applications.
BAD_LINE_E:Korisnici ovih aplikacija su zaposleni koji koriste dokuemente za obavljanje svojih aktivnosti.
MATCH@M:(In a wider context, it has to enable the integration with other information systems of the user company, so that the entiraly integrated data in the company should produce a higher synergy effect.===>U širem kontekstu, treba da omogući i integraciju sa ostalim informacionim sistemima korisničkog preduzeća, kako bi ukupno integri-sani podaci u preduzeću imali veći sinergetski efekat.)
MATCH@E:(In a wider context, it has to enable the integration with other information systems of the user company, so that the entiraly integrated data in the company should produce a higher synergy effect.===>Sa druge strane, menadžment korsnici nemaju previše koristi od ovih aplikacija, jer one barataju sa dokumentacijom u najsitnijoj granularnosti, na nivou dokumenta.)
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BAD_LINE_M:In a wider context, it has to enable the integration with other information systems of the user company, so that the entiraly integrated data in the company should produce a higher synergy effect.
BAD_LINE_M:U širem kontekstu, treba da omogući i integraciju sa ostalim informacionim sistemima korisničkog preduzeća, kako bi ukupno integri-sani podaci u preduzeću imali veći sinergetski efekat.
BAD_LINE_E:In a wider context, it has to enable the integration with other information systems of the user company, so that the entiraly integrated data in the company should produce a higher synergy effect.
BAD_LINE_E:Sa druge strane, menadžment korsnici nemaju previše koristi od ovih aplikacija, jer one barataju sa dokumentacijom u najsitnijoj granularnosti, na nivou dokumenta.
MATCH@M:(In building this application we created the warehouse following the suggestions and guidelines provided by the founders of this field, Ralph Kimbal and Bill Inmon, presented in the already mentioned books [5,6].===>U izradi ove aplikacije, za izgradnju skladišta praćene su sugestije i smernice „očeva“ ove oblasti, Ralfa Kim-bala i Bila Inmona, koje su iskazane u ranije pominja-nim knjigama [5,6].)
MATCH@E:(In building this application we created the warehouse following the suggestions and guidelines provided by the founders of this field, Ralph Kimbal and Bill Inmon, presented in the already mentioned books Š5,6Ë.===>Potrebe menadžmenta su u sagledavanju sveukupnosti dokumentacije, analizi njenih tokova i uviđanju potencijalnih problema u poslovanju.)
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BAD_LINE_M:In building this application we created the warehouse following the suggestions and guidelines provided by the founders of this field, Ralph Kimbal and Bill Inmon, presented in the already mentioned books [5,6].
BAD_LINE_M:U izradi ove aplikacije, za izgradnju skladišta praćene su sugestije i smernice „očeva“ ove oblasti, Ralfa Kim-bala i Bila Inmona, koje su iskazane u ranije pominja-nim knjigama [5,6].
BAD_LINE_E:In building this application we created the warehouse following the suggestions and guidelines provided by the founders of this field, Ralph Kimbal and Bill Inmon, presented in the already mentioned books Š5,6Ë.
BAD_LINE_E:Potrebe menadžmenta su u sagledavanju sveukupnosti dokumentacije, analizi njenih tokova i uviđanju potencijalnih problema u poslovanju.
MATCH@M:(The data warehouse should include the data required for the analysis and structure them into the format suitable for this purpose.===>Skladište podataka treba da okupi potrebne podatke za analizu i da ih struktuira u oblik pogodan za tu svrhu.)
MATCH@E:(The data warehouse should include the data required for the analysis and structure them into the format suitable for this purpose.===>Slični radovi u literaturi Iako je oblast PI široko korišćena u praksi, o čemu svedoće brojni izveštaji i publikacije, primenu tih sistema nad podacima generisanim DMS sistemom nismo pronašli među dostupnim publikacijama.)
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BAD_LINE_M:The data warehouse should include the data required for the analysis and structure them into the format suitable for this purpose.
BAD_LINE_M:Skladište podataka treba da okupi potrebne podatke za analizu i da ih struktuira u oblik pogodan za tu svrhu.
BAD_LINE_E:The data warehouse should include the data required for the analysis and structure them into the format suitable for this purpose.
BAD_LINE_E:Slični radovi u literaturi Iako je oblast PI široko korišćena u praksi, o čemu svedoće brojni izveštaji i publikacije, primenu tih sistema nad podacima generisanim DMS sistemom nismo pronašli među dostupnim publikacijama.
MATCH@M:(The needs for the analysis are viewed through: a) the previously required reports received as the queries of client-companies and b) potentially useful reports and analyses.===>Potrebe za analizom sagledavane su kroz: a) pred-hodno tražene izveštaje koje su pristizale kao zahtevi kompanija-klijenata i b) potencijalno korisne izveštaje i analize.)
MATCH@E:(The needs for the analysis are viewed through: a) the previously required reports received as the queries of client-companies and b) potentially useful reports and analyses.===>Ovo čini ovaj poduhvat više izazovnim, a rezultati istog su već dobili pozitivne kritike nakon izlaganja na par naučnih i stručnih skupova Š3, 4Ë. 3.)
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BAD_LINE_M:The needs for the analysis are viewed through: a) the previously required reports received as the queries of client-companies and b) potentially useful reports and analyses.
BAD_LINE_M:Potrebe za analizom sagledavane su kroz: a) pred-hodno tražene izveštaje koje su pristizale kao zahtevi kompanija-klijenata i b) potencijalno korisne izveštaje i analize.
BAD_LINE_E:The needs for the analysis are viewed through: a) the previously required reports received as the queries of client-companies and b) potentially useful reports and analyses.
BAD_LINE_E:Ovo čini ovaj poduhvat više izazovnim, a rezultati istog su već dobili pozitivne kritike nakon izlaganja na par naučnih i stručnih skupova Š3, 4Ë. 3.
MATCH@M:(The problem with the initial DMS base is that, when a firm starts implementing the DMS application, the base does not contain any defined document the firm uses.===>Problem sa izvornom DMS bazom je da kada konkretna firma počne sa upotrebom DMS aplikacije, u bazi nije definisan nijedan dokument koji ta firma koristi.)
MATCH@E:(The problem with the initial DMS base is that, when a firm starts implementing the DMS application, the base does not contain any defined document the firm uses.===>Problem sa izvornom DMS bazom je da kada konkretna firma počne sa upotrebom DMS aplikacije, u bazi nije definisan nijedan dokument koji ta firma koristi.)
MATCH@M:(Through the application, the users will define any document, with the field structure, field types and other constraints.===>Korisnici će kroz aplikaciju definisati svaki dokument, sa strukturom polja, tipovima polja i ostalim ograničenjima.)
MATCH@E:(Through the application, the users will define any document, with the field structure, field types and other constraints.===>Korisnici će kroz aplikaciju definisati svaki dokument, sa strukturom polja, tipovima polja i ostalim ograničenjima.)
MATCH@M:(The application then generates the tables in the base, in which the data from thus defined documents are stored.===>Aplikacija zatim generiše tabele u bazi u kojima se čuvaju podaci iz tako definisanih dokumenata.)
MATCH@E:(The application then generates the tables in the base, in which the data from thus defined documents are stored.===>Aplikacija zatim generiše tabele u bazi u kojima se čuvaju podaci iz tako definisanih dokumenata.)
MATCH@M:(On the other hand, the idea of the BI DMS application is to generate a framework for introducing business intelligence over any DMS user base, rather than developing the BI system for every user company individually.===>Sa druge strane, ideja BI DMS aplikacije jeste da proizvede okvir za uvođenje poslovne inteligencije nad bilo koju bazu DMS korisnika, a ne da se PI sistem razvija nezavisno za svako preduzeće korisnika.)
MATCH@E:(On the other hand, the idea of the BI DMS application is to generate a framework for introducing business intelligence over any DMS user base, rather than developing the BI system for every user company individually.===>Sa druge strane, ideja BI DMS aplikacije jeste da proizvede okvir za uvođenje poslovne inteligencije nad bilo koju bazu DMS korisnika, a ne da se PI sistem razvija nezavisno za svako preduzeće korisnika.)
MATCH@M:(As the structure of the documents used by a given company is not known in advance, this data will be disclosed via the metadata the user utilized in defining the format of his documents.===>Kako se unapred ne zna struktura dokumenata koje koristi određena kompanija, ovi podaci će morati biti oktri-veni kroz metapodatke kojim je korisnik definisao izgled svojih dokumenata.)
MATCH@E:(As the structure of the documents used by a given company is not known in advance, this data will be disclosed via the metadata the user utilized in defining the format of his documents.===>Kako se unapred ne zna struktura dokumenata koje koristi određena kompanija, ovi podaci će morati biti oktriveni kroz metapodatke kojim je korisnik definisao izgled svojih dokumenata.)
MATCH@M:(This will be a biggest problem both in the warehouse designing and in establishing the procedures for warehouse refreshment.===>Ovo će predstavljati najveći problem, kako za projek-tovanje skladišta, tako i za izgradnju procedura za osvežavanje skladišta.)
MATCH@E:(This will be a biggest problem both in the warehouse designing and in establishing the procedures for warehouse refreshment. ~~~ 3.1.===>Ovo će predstavljati najveći problem, kako za projektovanje skladišta, tako i za izgradnju procedura za osvežavanje skladišta. 3.)
MATCH@M:(The warehouse schema should reflect its purpose in terms of the analyses required.===>Sema skladišta treba da odrazi njegovu svrhu u smislu potrebnih analiza.)
MATCH@E:(Data Warehouse Schema The warehouse schema should reflect its purpose in terms of the analyses required.===>[ema skladišta podataka [ema skladišta treba da odrazi njegovu svrhu u smislu potrebnih analiza.)
MATCH@M:(These are the data that describe every type of document, regardless of its contents.===>Ovo su podaci koji opisuju svaki tip dokumenta, bez obzira na njegov sadržaj.)
MATCH@E:(These are the data that describe every type of document, regardless of its contents.===>Ovo su podaci koji opisuju svaki tip dokumenta, bez obzira na njegov sadržaj.)
MATCH@M:(Additionally, certain fields are stored for every document, that show the document contents and are defined by the user for the purpose of facilitating the browsing through the documents.===>Dodatno, za svaki dokument se čuvaju i određena polja koja odražavaju sadržaj dokumenta, a koje korisnik definiše, kako bi lakše pretraživao dokumente.)
MATCH@E:(Additionally, certain fields are stored for every document, that show the document contents and are defined by the user for the purpose of facilitating the browsing through the documents.===>Dodatno, za svaki dokument se čuvaju i određena polja koja odražavaju sadržaj dokumenta, a koje korisnik definiše, kako bi lakše pretraživao dokumente.)
MATCH@M:(In this way the currency amounts can be stored (in case of financial documents), as well as goods denominations (in case of sales receipts) etc.===>Tako se mogu čuvati iznosi u valutama (za finansijksa dokumenta), nazivi artikla (za priznanice prodaje) i slično.)
MATCH@E:(In this way the currency amounts can be stored (in case of financial documents), as well as goods denominations (in case of sales receipts) etc.===>Tako se mogu čuvati iznosi u valutama (za finansijksa dokumenta), nazivi artikla (za priznanice prodaje) i slično.)
MATCH@M:(For the purposes of the analyses in our case there are two levels of granularity that have to be covered.===>Za potrebe analiza u našem slučaju postoji dva nivoa granularnosti koja trebaju biti pokrivena.)
MATCH@E:(For the purposes of the analyses in our case there are two levels of granularity that have to be covered.===>Za potrebe analiza u našem slučaju postoji dva nivoa granularnosti koja trebaju biti pokrivena.)
MATCH@M:(For the analyses of the number of documents (per customer, departments, partners, etc.) the atomic element is the document.===>Za analize broja dokumenata (po korisnicima, odeljenjima, partnerima, itd.) atomski element je dokument.)
MATCH@E:(For the analyses of the number of documents (per customer, departments, partners, etc.) the atomic element is the document.===>Za analize broja dokumenata (po korisnicima, odeljenjima, partnerima, itd.) atomski element je dokument.)
MATCH@M:(For the analyses of the usage of the documents, the atomic element is the action (event) over a document (generation, transformation, view, etc.).===>Za analize korišćenja dokumenata atomski element je akcija (događaj) nad nekim dokumentom (nastanak, izme-na, pogled, itd.).)
MATCH@E:(For the analyses of the usage of the documents, the atomic element is the action (event) over a document (generation, transformation, view, etc.).===>Za analize korišćenja dokumenata atomski element je akcija (događaj) nad nekim dokumentom (nastanak, izmena, pogled, itd.).)
MATCH@M:(The initial granulation is made possible by establishing measures over the Document table, whereas the second granulation is made possible by establishing measures over the Event table.===>Prva granularnost omogućena je izgradnjom mera nad tabelom Dokument, dok je druga granularnost omogućena izgradnjom mera nad tabelom Event.)
MATCH@E:(The initial granulation is made possible by establishing measures over the Document table, whereas the second granulation is made possible by establishing measures over the Event table.===>Prva granularnost omogućena je izgradnjom mera nad tabelom Dokument, dok je druga granularnost omogućena izgradnjom mera nad tabelom Event.)
MATCH@M:(Another critical element of the design is defining the time dimension.===>Još jedan bitan element dizajna je i definisanje vremenske dimenzije.)
MATCH@E:(Another critical element of the design is defining the time dimension.===>Još jedan bitan element dizajna je i definisanje vremenske dimenzije.)
MATCH@M:(In our case, time can be shown in the granulation of day, month and year, as well as in the day of the week.===>U našem slučaju, vreme se može prikazati u granularnosti dana, meseca i godine, kao i dana u nedelji. Vremenska dimenzije je ista za oba nivoa granularnosti.)
MATCH@E:(In our case, time can be shown in the granulation of day, month and year, as well as in the day of the week.===>U našem slučaju, vreme se može prikazati u granularnosti dana, meseca i godine, kao i dana u nedelji.)
BAD_LINE_=============================================================
BAD_LINE_M:In our case, time can be shown in the granulation of day, month and year, as well as in the day of the week.
BAD_LINE_M:U našem slučaju, vreme se može prikazati u granularnosti dana, meseca i godine, kao i dana u nedelji. Vremenska dimenzije je ista za oba nivoa granularnosti.
BAD_LINE_E:In our case, time can be shown in the granulation of day, month and year, as well as in the day of the week.
BAD_LINE_E:U našem slučaju, vreme se može prikazati u granularnosti dana, meseca i godine, kao i dana u nedelji.
MATCH@M:(The schema is a star schema, where the basic table is the Document, over which the measures of the dimension model are computed.===>Šema je zvezdastog oblika (eng. star schema), gde je osnovna tabela Dokument, nad kojom se računaju mere dimenzionog modela.)
MATCH@E:(The schema is a star schema, where the basic table is the Document, over which the measures of the dimension model are computed.===>Ova tabela ujedno određuje i granularnost skladišta, kao elementarnu (atomsku) jedinicu izveštavanja.)
BAD_LINE_=============================================================
BAD_LINE_M:The schema is a star schema, where the basic table is the Document, over which the measures of the dimension model are computed.
BAD_LINE_M:Šema je zvezdastog oblika (eng. star schema), gde je osnovna tabela Dokument, nad kojom se računaju mere dimenzionog modela.
BAD_LINE_E:The schema is a star schema, where the basic table is the Document, over which the measures of the dimension model are computed.
BAD_LINE_E:Ova tabela ujedno određuje i granularnost skladišta, kao elementarnu (atomsku) jedinicu izveštavanja.
MATCH@M:(The table simultaneously defines while in the Document table the time refers to the time of the document creation (the time of creation in the organization, not the time of scanning and electronic archiving).===>Ova tabela ujedno određuje i granularnost skladišta, kao elementarnu (atomsku) jedinicu izveštavanja.)
MATCH@E:(Such data will be grouped into a separate concept: Specific data from the document. while in the Document table the time refers to the time of the document creation (the time of creation in the organization, not the time of scanning and electronic archiving).===>Za tabelu Event odnosi se na vreme dešavanja određenje akcije nad dokumentom, dok se za tabelu Dokument vreme odnosi na vreme nastanka dokumenta (vreme nastanka u organizaciji, a ne vreme skeniranja i elektronskog arhiviranja).)
BAD_LINE_=============================================================
BAD_LINE_M:The table simultaneously defines while in the Document table the time refers to the time of the document creation (the time of creation in the organization, not the time of scanning and electronic archiving).
BAD_LINE_M:Ova tabela ujedno određuje i granularnost skladišta, kao elementarnu (atomsku) jedinicu izveštavanja.
BAD_LINE_E:Such data will be grouped into a separate concept: Specific data from the document. while in the Document table the time refers to the time of the document creation (the time of creation in the organization, not the time of scanning and electronic archiving).
BAD_LINE_E:Za tabelu Event odnosi se na vreme dešavanja određenje akcije nad dokumentom, dok se za tabelu Dokument vreme odnosi na vreme nastanka dokumenta (vreme nastanka u organizaciji, a ne vreme skeniranja i elektronskog arhiviranja).
MATCH@M:(They are kept because certain errors are impossible to remedy automatically.===>One se čuvaju jer je neke greške automatski nemoguće otkloniti.)
MATCH@E:(They are kept because certain errors are impossible to remedy automatically.===>One se čuvaju jer je neke greške automatski nemoguće otkloniti.)
MATCH@M:(Finally, the warehouse schema is designed in the relation model, using the MS SQL Server 2005 platform for database management.===>Na kraju, šema skladišta je realizovana u relacionom modelu, koristeći MS SQL Server 2005 platformu za upravljanje bazom podataka.)
MATCH@E:(Finally, the warehouse schema is designed in the relation model, using the MS SQL Server 2005 platform for database management.===>Na kraju, šema skladišta je realizovana u relacionom modelu, koristeći MS SQL Server 2005 platformu za upravljanje bazom podataka.)
MATCH@M:(The data model is denormalized as related to the initial model from the transactional system, which is one of the defining characteristics of the data warehouse.===>Model podataka je denormalizovan u odnosu na početni model iz transakci-onog sistema, što je jedna od definirajućih karakteri-sitka skladišta podataka.)
MATCH@E:(The data model is denormalized as related to the initial model from the transactional system, which is one of the defining characteristics of the data warehouse.===>Model podataka je de normalizovan u odnosu na početni model iz transakcionog sistema, što je jedna od definirajućih karakterisitka skladišta podataka. 3.)
MATCH@M:(To support the need for flexible ad-hoc reports, several OLAP cubes are defined and built.===>Da bi podržali potrebu za fleksibilnim ad-hoc izvešta-jima, definisane su i izgrađene nekoliko OLAP kocki.)
MATCH@E:(3.2. ~~~ Building OLAP cubes To support the need for flexible ad-hoc reports, several OLAP cubes are defined and built.===>Izrada OLAP kocki Da bi podržali potrebu za fleksibilnim ad-hoc izveštajima, definisane su i izgrađene nekoliko OLAP kocki.)
MATCH@M:(The role of the OLAP cubes is critical in obtaining reports promptly and making queries easily.===>OLAP kocke imaju ključnu ulogu da obezbede brzo dobijanje izveštaja kao i lak način upita.)
MATCH@E:(The role of the OLAP cubes is critical in obtaining reports promptly and making queries easily.===>OLAP kocke imaju ključnu ulogu da obezbede brzo dobijanje izveštaja kao i lak način upita.)
MATCH@M:(The OLAP cubes are built over the data warehouse, creating specific multidimensional structures in which the measures are defined, pre-aggregated for performance purposes.===>OLAP kocke su izgrađene nad skladištem podataka, kreirajući posebnu multidimenzionu strukturu u kojoj su definisane mere, koje su preagregirane radi performansi.)
MATCH@E:(The OLAP cubes are built over the data warehouse, creating specific multidimensional structures in which the measures are defined, pre-aggregated for performance purposes.===>OLAP kocke su izgrađene nad skladištem podataka, kreirajući posebnu multidimenzionu strukturu u kojoj su definisane mere, koje su preagregirane radi performansi.)
MATCH@M:(The Analysis Services tools are used from the SQL Server 2005, with the HOLAP structure as the form of storage.===>Korišćen je alat Analysis Services iz SQL Ser-vera 2005, a kao oblik skladištenja HOLAP struktura.)
MATCH@E:(The Analysis Services tools are used from the SQL Server 2005, with the HOLAP structure as the form of storage.===>Korišćen je alat Analysis Services iz SQL Servera 2005, a kao oblik skladištenja HOLAP struktura.)
MATCH@M:(The example of OLAP cubes application will be presented further on in the paper.===>Primer korišćenja OLAP kocki biće dat kasnije u radu.)
MATCH@E:(The example of OLAP cubes application will be presented further on in the paper.===>Primer korišćenja OLAP kocki biće dat kasnije u radu. 3.)
MATCH@M:(In order that the data settle in the warehouse for further analysis, it is necessary that they should be retrived from the original sources and adjusted to the data warehouse schema.===>Kako bi podaci nastanili skladište radi dalje analize, potrebno je da se podaci preuzmu iz originalnih izvora i da se prilagode šemi skladišta podataka.)
MATCH@E:(3.3. ~~~ Establishing ETL procedures In order that the data settle in the warehouse for further analysis, it is necessary that they should be retrived from the original sources and adjusted to the data warehouse schema.===>Izrada ETL procedura Kako bi podaci nastanili skladište radi dalje analize, potrebno je da se podaci preuzmu iz originalnih izvora i da se prilagode šemi skladišta podataka.)
MATCH@M:(The data source for the BI DMS warehouse is the transactional base of the DMS application.===>Izvor podataka za BI DMS skladište je transakciona baza DMS aplikacije.)
MATCH@E:(The data source for the BI DMS warehouse is the transactional base of the DMS application.===>Izvor podataka za BI DMS skladište je transakciona baza DMS aplikacije.)
MATCH@M:(The base contains the preconditioned table structure for meta data in which the documents are described, as well as automatically generated tables for storing data from the concrete documents.===>Ta baza sadrži predodređenu strukturu tabela za metapodatke, u kojima se opisuju dokumenti, kao i automatski generisane tabele koje čuvaju podetke sa konkretnih dokumenata.)
MATCH@E:(The base contains the preconditioned table structure for meta data in which the documents are described, as well as automatically generated tables for storing data from the concrete documents.===>Ta baza sadrži predodređenu strukturu tabela za metapodatke, u kojima se opisuju dokumenti, kao i automatski generisane tabele koje čuvaju podetke sa konkretnih dokumenata.)
MATCH@M:(In the concrete execution of the ETL procedures it is necessary that the data source be defined for each data from the warehouse, as well as its required transformations.===>Za konkretnu realizaciju ETL procedura potrebno je za svaki podatak iz skladišta odrediti izvor tog podatka, kao i potrebne transformacije istog.)
MATCH@E:(In the concrete execution of the ETL procedures it is necessary that the data source be defined for each data from the warehouse, as well as its required transformations.===>Za konkretnu realizaciju ETL procedura potrebno je za svaki podatak iz skladišta odrediti izvor tog podatka, kao i potrebne transformacije istog.)
MATCH@M:(We will then proceed to systematiize the mapping of the data that require that ETL procedures be designed to load the warehouse.===>U nastavku ćemo sistemtizovati mapiranje podataka za koje je potrebno napraviti ETL procedure koje će izvršiti popunjavanje skladišta.)
MATCH@E:(We will then proceed to systematiize the mapping of the data that require that ETL procedures be designed to load the warehouse.===>U nastavku ćemo sistemtizovati mapiranje podataka za koje je potrebno napraviti ETL procedure koje će izvršiti popunjavanje skladišta.)
MATCH@M:(As the databases of different organizations using the DMS vary by the document structure, as well as by the field names, it is necessary that specific ETL procedures should be designed for every organization that introduces the business intelligence system.===>Kako se baze podataka različitih organizacija koje koriste DMS sistem razlikuju po strukturi dokumenata, kao i nazivu polja, potrebno je izraditi posebne ETL procedure za svaku organizaciju koja uvodi sistem poslovne inteligencije.)
MATCH@E:(As the databases of different organizations using the DMS vary by the document structure, as well as by the field names, it is necessary that specific ETL procedures should be designed for every organization that introduces the business intelligence system.===>Kako se baze podataka različitih organizacija koje koriste DMS sistem razlikuju po strukturi dokumenata, kao i nazivu polja, potrebno je izraditi posebne ETL procedure za svaku organizaciju koja uvodi sistem poslovne inteligencije.)
MATCH@M:(Since the warehouse structure is known, it is only needed to point out to concrete fields in the database where the data required for the warehouse is stored.===>Kako je struktura skladišta poznata, zapravo je potrebno samo ukazati na konkretna polja u bazi podataka gde se čuvaju podaci potrebni za skladište.)
MATCH@E:(Since the warehouse structure is known, it is only needed to point out to concrete fields in the database where the data required for the warehouse is stored.===>Kako je struktura skladišta poznata, zapravo je potrebno samo ukazati na konkretna polja u bazi podataka gde se čuvaju podaci potrebni za skladište.)
MATCH@M:(A special XML file is designed for the mapping which can define the data sources without having to design specific ETL procedures.===>Za to mapiranje je napravljen poseban XML fajl kojim je moguće definisati izvore podataka bez dizajniranja posebnih ETL procedura.)
MATCH@E:(A special XML file is designed for the mapping which can define the data sources without having to design specific ETL procedures.===>Za to mapiranje je napravljen poseban XML fajl kojim je moguće definisati izvore podataka bez dizajniranja posebnih ETL procedura.)
MATCH@M:(Using this XML file, the ETL procedures automatically retrieve the date fields out of the initial tables, namely those whose structure is not defined in advance.===>Koristeći ovaj XML fajl, ETL procedure automatski izvlače polja datuma iz izvornih tabela, i to iz tabela čija struktura nije unapred određena.)
MATCH@E:(Using this XML file, the ETL procedures automatically retrieve the date fields out of the initial tables, namely those whose structure is not defined in advance.===>Koristeći ovaj XML fajl, ETL procedure automatski izvlače polja datuma iz izvornih tabela, i to iz tabela čija struktura nije unapred određena.)
MATCH@M:(The data given in the XML file are the minimum required to carry out the ETL procedures over the concrete implementation of the DMS base.===>Podaci koji se daju u XML fajlu su minimalni potrebni da bi se sprove-le ETL procedure nad konkretnom implementacijom DMS baze.)
MATCH@E:(The da ta given in the XML file are the minimum required to carry out the ETL procedures over the concrete implementation of the DMS base.===>Podaci koji se daju u XML fajlu su minimalni potrebni da bi se sprovele ETL procedure nad konkretnom implementacijom DMS baze.)
MATCH@M:(The same XML configuration file served to define other parametres, too, such as defining the connections over bases, or determining the table filters (document types) we need in our analyses, and hence in our warehouse.===>Isti XML konfiguracioni fajl poslužio je i da se defini-šu drugi parametri, poput definisanja konekcije ka bazama, ili određivanja filtera tabela (tipova dokumenta) koje želimo u analizama, pa samim tim i u skladištu.)
MATCH@E:(The same XML configuration file served to define other parametres, too, such as defining the connections over bases, or determining the table filters (document types) we need in our analyses, and hence in our warehouse.===>Isti XML konfiguracioni fajl poslužio je i da se definišu drugi parametri, poput definisanja konekcije ka ba zama, ili određivanja filtera tabela (tipova dokumenta) koje želimo u analizama, pa samim tim i u skladištu.)
MATCH@M:(Another detail is important to mention in relation with the ETL procedures.===>U vezi sa ETL procedurama, još jedan detalj je važno pomenuti.)
MATCH@E:(Another detail is important to mention in relation with the ETL procedures.===>U vezi sa ETL procedurama, još jedan detalj je važno pomenuti.)
MATCH@M:(As these procedures are long-lasting, it is important to ensure that these procedures encumber the operational base of the transaction system as little as possible.===>Kako su ove procedure dugotrajne, mora se obezbediti da je operativna baza transakcionog sistema što manje opterećena ovim procedurama.)
MATCH@E:(As these procedures are long-lasting, it is important to ensure that these procedures encumber the operational base of the transaction system as little as possible.===>Kako su ove procedure dugotrajne, mora se obezbediti da je operativna baza transakcionog sistema što manje opterećena ovim procedurama.)
MATCH@M:(Hence the replicas of the tables from the sources are made prior to the execution of the ETL procedures, and the staging in the data transfer is designed.===>Tako se pre izvršenja ETL procedura prvo pravi replika potrebnih tabela iz izvora, i tako pravi prelazna (Staging) faza transfera podataka.)
MATCH@E:(Hence the replicas of the tables from the sources are made prior to the execution of the ETL procedures, and the staging in the data transfer is designed.===>Tako se pre izvršenja ETL procedura prvo pravi replika potrebnih tabela iz izvora, i tako pravi prelazna (Staging) faza transfera podataka.)
MATCH@M:(The replica of this base is deprived of any mechanism for referential integrity or other checks in integrity maintainance, since there are no data transformations in this interim database.===>Replika ove baze je lišena svih mehanizama za referencijalni integritet i ostale provere za održavanje integriteta, pošto u ovoj među-bazi podataka nema izmena podataka.)
MATCH@E:(The replica of this base is deprived of any mechanism for referential integrity or other checks in integrity maintainance, since there are no data transformations in this interim database.===>Replika ove baze je lišena svih mehanizama za referencijalni integritet i ostale provere za održavanje integriteta, pošto u ovoj međubazi podataka nema izmena podataka.)
MATCH@M:(This allows for the data to be retrieved from the operational base in a prompter way, and the procedures themselves continue to operate over the base replica.===>Ovo obezbeđu-je da se podaci brže izvuku iz operacione baze a same procedure nadalje rade nad replikom baze.)
MATCH@E:(This allows for the data to be retrieved from the operational base in a prompter way, and the procedures themselves continue to operate over the base replica.===>Ovo obezbeđuje da se podaci brže izvuku iz operacione baze a same procedure nadalje rade nad replikom baze.)
MATCH@M:(Additionally, these procedures are conducted at night, when the need for the operational base is minimal.===>Dodatno, ove procedure se izvršavaju noću, kada je potreba za operacionom bazom minimalna.)
MATCH@E:(Additionally, these procedures are conducted at night, when the need for the operational base is minimal.===>Dodatno, ove procedure se izvršavaju noću, kada je potreba za operacionom bazom minimalna.)
MATCH@M:(The procedures to accomplish the data mapping from the source to the warehouse are designed in the Microsoft SQL Server 2005 environment, using the Integration Services tools.===>Procedure koje će obaviti mapiranje podataka sa izvora u skladište rađene su u Microsoft SQL Server 2005 okruženju, koristeći alat Integration Services.)
MATCH@E:(The procedures to accomplish the data mapping from the source to the warehouse are designed in the Microsoft SQL Server 2005 environment, using the Integration Services tools.===>Procedure koje će obaviti mapiranje podataka sa izvora u skladište rađene su u Microsoft SQL Server 2005 okruženju, koristeći alat Integration Services.)
MATCH@M:(A special problem arising in the building of data warehouse is the data quality.===>Poseban problem kod izgradnje skladišta podataka je i kvalitet podataka.)
MATCH@E:(Quality of data A special problem arising in the building of data warehouse is the data quality.===>Kvalitet podataka Poseban problem kod izgradnje skladišta podataka je i kvalitet podataka.)
MATCH@M:(Namely, a large number of records from the initial systems carry various errors, which, if not corrected, may affect the accuracy of the report to a large extent.===>Naime, dosta zapisa iz izvornih sistema nose razne greške što, ako se ne sanira, može bitno uticati na tačnost izveštaja.)
MATCH@E:(Namely, a large number of records from the initial systems carry various errors, which, if not corrected, may affect the accuracy of the report to a large extent.===>Naime, dosta zapisa iz izvornih sistema nose razne greške što, ako se ne sanira, može bitno uticati na tačnost izveštaja.)
MATCH@M:(As one of the founders of computer science, Charles Babbage, said: “garbage at the entrance, garbage at the exit“, which means that the quality of output reports is directly affected by the data quality in the input.===>Kao što je jedan od očeva informatike, Carls Bebidž, rekao: „đubre na ulazu, đubre na izlazu“, što preneseno znači da je kvalitet izlaznih izveštaja direktno pod uticajem kvalitetom podataka na ulazu.)
MATCH@E:(As one of the founders of computer science, Charles Babbage, said: garbage at the entrance, garbage at the exit, which means that the quality of output reports is directly affected by the data quality in the input.===>Kao što je jedan od očeva informatike, Čarls Bebidž, rekao: đubre na ulazu, đubre na izlazu, što preneseno znači da je kvalitet izlaznih izveštaja direktno pod uticajem kvalitetom podataka na ulazu.)
MATCH@M:(The problem is that the awareness of the need to improve the data quality comes not prior to designing the data gathering system, but after the already collected data are used.===>Problem je što svest o potrebi za povećavanjem kvaliteta podataka ne dolazi pre projektovanja sistema za prikupljanje podatka, već nakon upotrebe već prikupljenih podataka.)
MATCH@E:(The problem is that the awareness of the need to improve the data quality comes not prior to designing the data gathering system, but after the already collected data are used.===>Problem je što svest o potrebi za povećavanjem kvaliteta podataka ne dolazi pre projektovanja sistema za prikupljanje podatka, već nakon upotrebe već prikupljenih podataka.)
MATCH@M:(The business intelligence system is therefore one of the motivating agents forf focusing upon the data quality in the initial systems.===>Sistem poslovne inteligencije je stoga jedan od motivatora da se u izvornim sistemima značajan akcenat stavi na kvalitet podataka.)
MATCH@E:(The business intelligence system is therefore one of the motivating agents forf focusing upon the data quality in the initial systems.===>Sistem poslovne inteligencije je stoga jedan od motivatora da se u izvornim sistemima značajan akcenat stavi na kvalitet podataka.)
MATCH@M:(Most typical mistakes are the the wrongly spelt words.===>Najčešće greške tiču se zamene slova.)
MATCH@E:(Most typical mistakes are the the wrongly spelt words.===>Najčešće greške tiču se zamene slova.)
MATCH@M:(The computer understands the words “Milo[“ and “Milos“ as two different words, although people do not find (or do not see) this to be a mistake.===>Reči „Miloš“ i „Milos“ za računar nisu iste, iako ljudi ne smatraju (ili ne primećuju) ovo greškom.)
MATCH@E:(The computer understands the words Miloš and Milos as two different words, although people do not find (or do not see) this to be a mistake.===>Reči Miloš i Milos za računar nisu iste, iako ljudi ne smatraju (ili ne primećuju) ovo greškom.)
MATCH@M:(In data processing or in the report, such names can be interpreted as different names.===>U obradi podataka ili iz-veštaju, ovakva imena se mogu protumačiti kao različita.)
MATCH@E:(In data processing or in the report, such names can be interpreted as different names.===>U obradi podataka ili izveštaju, ovakva imena se mogu protumačiti kao različita.)
MATCH@M:(Sometimes even the size of the letters can make a difference, and the computer may interpret the words “Beograd“ and “beograd“ as two different words.===>Ponekad čak razliku mogu napraviti i veličina slova, pa računar može različito protumačiti reči „Beograd“ i „beograd“.)
MATCH@E:(Sometimes even the size of the letters can make a difference, and the computer may interpret the words Beograd and beograd as two different words.===>Ponekad čak razliku mogu napraviti i veličina slova, pa računar može različito protumačiti reči Beograd i beograd.)
MATCH@M:(The errors in dates are also very common.===>Takođe dosta česte su i greške u datumima.)
MATCH@E:(The errors in dates are also very common.===>Takođe dosta česte su i greške u datumima.)
MATCH@M:(They are most commonly caused by the different format of writing the date.===>Najčešće su prouzrokovane različitim formatom zapisa datuma.)
MATCH@E:(They are most commonly caused by the different format of writing the date.===>Najčešće su prouzrokovane različitim formatom zapisa datuma.)
MATCH@M:(Thus “1.20.2007.“ is not the same as “20.1.2007.“, or “20.1.2207.“.===>Tako nije isto „1.20.2007.“ sa „20.1.2007.“ i sa „20.1.2207.“)
MATCH@E:(Thus 1.20.2007. is not the same as 20.1.2007., or 20.1.2207..===>Tako nije isto 1.20.2007. sa 20.1.2007. i sa 20.1.2207.)
MATCH@M:(Additionally, such an error may be hidden, due to which the interpretation of the date “3.4.2007.“ may be ambiguous.===>Dodatno, ovakva greška može biti i skrivena, pa pročitani datum „3.4.2007.“ ima dvosmisleno tumačenje.)
MATCH@E:(Additionally, such an error may be hidden, due to which the interpretation of the date 3.4.2007. may be ambiguous.===>Dodatno, ovakva greška može biti i skrivena, pa pročitani datum 3.4.2007. ima dvosmisleno tumačenje.)
MATCH@M:(Errors are most commonly made when the user enters the data.===>Greške su najčešće prouzrokovane pri unosu podataka, od strane korisnika.)
MATCH@E:(Errors are most commonly made when the user enters the data.===>Greške su najčešće prouzrokovane pri unosu podataka, od strane korisnika.)
MATCH@M:(The user interface that allowed the incorrect data to be entered is, however, also responsible for the arror.===>Ipak, za grešku je odgovoran i korisnički interfejs, koji je omogućio unos pogrešnog podatka.)
MATCH@E:(The user interface that allowed the incorrect data to be entered is, however, also responsible for the arror.===>Ipak, za grešku je odgovoran i korisnički interfejs, koji je omogućio unos pogrešnog podatka.)
MATCH@M:(Although there are errors that cannot be prevented, a majority can.===>Iako postoje greške koje se ne mogu sprečiti, nastanak većine se može znatno smanjiti.)
MATCH@E:(Although there are errors that cannot be prevented, a majority can.===>Iako postoje greške koje se ne mogu sprečiti, nastanak većine se može znatno smanjiti.)
MATCH@M:(The concept of the Japanese firms “Poka-yoke“ (Toyota) actually shows that it is possible that the systems themselves are created in such a manner that prevent any errors to be made.===>Koncept japanskih firmi „Poka-yoke“ (Toyota) upravo ukazuje na mogućnost da se sami sistemi prave tako da onemogućavaju nastanke greški.)
MATCH@E:(The concept of the Japanese firms Poka-yoke (Toyota) actually shows that it is possible that the systems themselves are created in such a manner that prevent any errors to be made.===>Koncept japanskih firmi Poka-yoke (Toyota) upravo ukazuje na mogućnost da se sami sistemi prave tako da onemogućavaju nastanke greški.)
MATCH@M:(Well-conceptualized entry interfaces offer the user a limited input opportunity.===>Dobro osmišljeni interfejsi za unos nude korisniku ograničenu mogućnost za unos.)
MATCH@E:(Well-conceptualized entry interfaces offer the user a limited input opportunity.===>Dobro osmišljeni interfejsi za unos nude korisniku ograničenu mogućnost za unos.)
MATCH@M:(Besides, the predefined input format sets of allowed values are designed for every input field, which largely prevents the user from making an error.===>Pored predodređenih formata unosa, prave se i skupovi dozvoljenih vrednosti za svako polje unosa, što korisnika umnogome onemogućava da napravi grešku.)
MATCH@E:(Besides, the predefined input format sets of allowed values are designed for every input field, which largely prevents the user from making an error.===>Pored predodređenih formata unosa, prave se i skupovi dozvoljenih vrednosti za svako polje unosa, što korisnika umnogome onemogućava da napravi grešku.)
MATCH@M:(When errors are not prevented at the input, they can be identified in the system, which normally calls for a greater effort.===>Kada se greške ne spreče na ulazu, one se mogu prepoznati u sistemu, za šta je obično poreban veći napor.)
MATCH@E:(When errors are not prevented at the input, they can be identified in the system, which normally calls for a greater effort.===>Kada se greške ne spreče na ulazu, one se mogu prepoznati u sistemu, za šta je obično poreban veći napor.)
MATCH@M:(It is of special importance that the data used in creating the report to be implemented in decision making be error-free, therefore specialsed procedures are created for clearing the identified and anticipated errors.===>Kako je izostanak grešaka posebno bitan za pravljenje izveštaja koji će se koristiti za odlučivanje, kreiraju se specijalizovane procedure za čišćenje prepoznatih i anticipiranih grešaka.)
MATCH@E:(It is of special importance that the data used in creating the report to be implemented in decision making be error-free, therefore specialsed procedures are created for clearing the identified and anticipated errors.===>Kako je izostanak grešaka posebno bitan za pravljenje izveštaja koji će se koristiti za odlučivanje, kreiraju se specijalizovane procedure za čišćenje prepoznatih i anticipiranih grešaka.)
MATCH@M:(Such procedures are most commonly activated within or after the ETL process in order that the data warehouse should be as “clean as possible“.===>Ove procedure se najčešće aktiviraju unutar ili nakon ETL procesa, kako bi skladište podataka bilo što je moguće „čistije“.)
MATCH@E:(Such procedures are most commonly activated within or after the ETL process in order that the data warehouse should be as clean as possible.===>Ove procedure se najčešće aktiviraju unutar ili nakon ETL procesa, kako bi skladište podataka bilo što je moguće čistije.)
MATCH@M:(It is, of course, important to eliminate errors in the initial transactional systems as well, although this requires more effort.===>Naravno, poželjno je greške otklanjati i u izvornim transakcionim sistemima, mada je za to najčešće potrebno više napora.)
MATCH@E:(It is, of course, important to eliminate errors in the initial transactional systems as well, although this requires more effort.===>Naravno, poželjno je greške otklanjati i u izvornim transakcionim sistemima, mada je za to najčešće potrebno više napora.)
MATCH@M:(These efforts reduce the errors in the business intelligence systems to a minimum.===>Ovim naporima se greške u sistemu poslovne inteligencije svode na minumim.)
MATCH@E:(These efforts reduce the errors in the business intelligence systems to a minimum.===>Ovim naporima se greške u sistemu poslovne inteligencije svode na minumim.)
MATCH@M:(A smaller number of errors remain “hidden“, i.e., correct in both the syntax and format, albeit, not in accord with reality.===>Preostaje manji deo grešaka koje su „skrivene“, tj. koje su ispravne u sintaksi i formatu, ali ipak ne odgovaraju realnosti.)
MATCH@E:(A smaller number of errors remain hidden, i.e., correct in both the syntax and format, albeit, not in accord with reality.===>Preostaje manji deo grešaka koje su skrivene, tj. koje su ispravne u sintaksi i formatu, ali ipak ne odgovaraju realnosti.)
MATCH@M:(Such errors are identified by the report users themselves and these errors are potentially dangerous.===>Ovakve greške otkrivaju sami korisnici izveštaja i potencijalna su opasnost.)
MATCH@E:(Such errors are identified by the report users themselves and these errors are potentially dangerous.===>Ovakve greške otkrivaju sami korisnici izveštaja i potencijalna su opasnost.)
MATCH@M:(In conclusion, the data quality can seriously affect the quality of the business intelligence reporting, therefore it is necessary that as high as possible a quality should be achieved.===>Zaključno, kvalitet podataka je pojava koja znatno može uticati na kvalitet izveštavanja poslovne inteligencije, pa je zbog toga potrebno obezbediti što veći kvalitet.)
MATCH@E:(In conclusion, the data quality can seriously affect the quality of the business intelligence reporting, therefore it is necessary that as high as possible a quality should be achieved.===>Zaključno, kvalitet podataka je pojava koja znatno može uticati na kvalitet izveštavanja poslovne inteligencije, pa je zbog toga potrebno obezbediti što veći kvalitet.)
MATCH@M:(This should be conducted within the business intelligence system itself (“healing treatment“) as well as in the entire initial DMS system (“prevention“).===>Na tome treba raditi kako u samom sistemu poslovne inteligencije („lečenje“), tako i u celom izvornom DMS sistemu („preventiva“).)
MATCH@E:(This should be conducted within the business intelligence system itself (healing treatment) as well as in the entire initial DMS system (prevention).===>Na tome treba raditi kako u samom sistemu poslovne inteligencije (lečenje), tako i u celom izvornom DMS sistemu (preventiva).)
MATCH@M:(The user applications are the ultimate visible interface of the business intelligence system towards the user.===>Korisničke aplikacije su krajnji vidljivi interfejs sistema poslovne inteligencije ka korisniku.)
MATCH@E:(User applications The user applications are the ultimate visible interface of the business intelligence system towards the user.===>Korisničke aplikacije Korisničke aplikacije su krajnji vidljivi interfejs sistema poslovne inteligencije ka korisniku.)
MATCH@M:(They are the reason for all the efforts made in the phases of building the PI that precede them.===>One su razlog svih napora u fazama izgradnje PI koje predhode njima.)
MATCH@E:(They are the reason for all the efforts made in the phases of building the PI that precede them.===>One su razlog svih napora u fazama izgradnje PI koje predhode njima.)
MATCH@M:(Figure 3.===>Slika 3.)
MATCH@E:(Figure 4.===>Slika 4:)
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BAD_LINE_M:Figure 3.
BAD_LINE_M:Slika 3.
BAD_LINE_E:Figure 4.
BAD_LINE_E:Slika 4:
MATCH@M:(The report on document inflow into the company===>Izveštaj o prilivu dokumenata u preduzece)
MATCH@E:(The report on document inflow into the company Figure 4.===>)
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BAD_LINE_M:The report on document inflow into the company
BAD_LINE_M:Izveštaj o prilivu dokumenata u preduzece
BAD_LINE_E:The report on document inflow into the company Figure 4.
BAD_LINE_E:
MATCH@M:(The predefined and the dynamic reports offer the decisions makers a standard insight into the documentation.===>Predefinisani i dinamički izveštaji pružaju donosiocima odluka standardni uvid u stanje dokumentacije.)
MATCH@E:(The predefined and the dynamic reports offer the decisions makers a standard insight into the documentation.===>Predefinisani i dinamički izveštaji pružaju donosiocima odluka standardni uvid u stanje dokumentacije.)
MATCH@M:(The reports describe the conditions and the dynamics of the company’s documentation, regardless of the concrete documents we have in mind.===>Izveštaji opisuju stanje i dinamiku dokumentacije preduzeća, bez obzira o kojim konkretno dokumentima je reč.)
MATCH@E:(The reports describe the conditions and the dynamics of the companys documentation, regardless of the concrete documents we have in mind.===>Izveštaji opisuju stanje i dinamiku dokumentacije preduzeća, bez obzira o kojim konkretno dokumentima je reč.)
MATCH@M:(The reports built in such a way are rather useful in the future implementation of the BI DMS products.===>Tako izgrađeni izveštaji su umnogome upotrebljivi kod budućih implementacija BI DMS proizvoda.)
MATCH@E:(The reports built in such a way are rather useful in the future implementation of the BI DMS products.===>Tako izgrađeni izveštaji su umnogome upotrebljivi kod budućih implementacija BI DMS proizvoda.)
MATCH@M:(The examples of the predefined reports are presented in Figures 3 and 4.===>Primeri predefinisanih izveštaja dati su na slikama 3 i 4.)
MATCH@E:(The examples of the predefined reports are presented in Figures 3 and 4.===>Primeri predefinisanih izveštaja dati su na slikama 3 i 4.)
MATCH@M:(The reports are designed on the SQL Server 2005 Reporting Services platform.===>Izveštaji su izrađeni na platformi SQL Server 2005 Reporting Services.)
MATCH@E:(The reports are designed on the SQL Server 2005 Reporting Services platform.===>Izveštaji su izrađeni na platformi SQL Server 2005 Reporting Services.)
MATCH@M:(They show the quantity of documentation in use, as well as the trends over time.===>Izveštaji prikazuju količine dokumentacije u upotrebi, kao i trendove kroz vreme.)
MATCH@E:(They show the quantity of documentation in use, as well as the trends over time.===>Izveštaji prikazuju količine dokumentacije u upotrebi, kao i trendove kroz vreme. ~~~ Slika 3.)
MATCH@M:(The reports show various views on the maturity and usage of the company’s documentation, classed by the document types, the time of creation/use, department, etc.===>Izveštaji prikazuju razne poglede na dospevanje i ko-rišćenje dokumentacije preduzeća, izdvojeno po vrstama dokumenata, vremenu nastanka/korišćenja, odeljenjima, itd.)
MATCH@E:(The reports show various views on the maturity and usage of the companys documentation, classed by the document types, the time of creation/use, department, etc.===>Izveštaj o prilivu dokumenata u preduzeće Slika 4. ~~~ Izveštaj o trendu ponuda, sklopljenih ugovora i raspisanih tendera Izveštaji prikazuju razne poglede na dospevanje i korišćenje dokumentacije preduzeća, izdvojeno po vrstama dokumenata, vremenu nastanka/korišćenja, odeljenjima, itd.)
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BAD_LINE_M:The reports show various views on the maturity and usage of the company’s documentation, classed by the document types, the time of creation/use, department, etc.
BAD_LINE_M:Izveštaji prikazuju razne poglede na dospevanje i ko-rišćenje dokumentacije preduzeća, izdvojeno po vrstama dokumenata, vremenu nastanka/korišćenja, odeljenjima, itd.
BAD_LINE_E:The reports show various views on the maturity and usage of the companys documentation, classed by the document types, the time of creation/use, department, etc.
BAD_LINE_E:Izveštaj o prilivu dokumenata u preduzeće Slika 4. ~~~ Izveštaj o trendu ponuda, sklopljenih ugovora i raspisanih tendera Izveštaji prikazuju razne poglede na dospevanje i korišćenje dokumentacije preduzeća, izdvojeno po vrstama dokumenata, vremenu nastanka/korišćenja, odeljenjima, itd.
MATCH@M:(The meaning of the report itself is the subject of interest of a concrete company’s management, therefore they will not be described here, as they are presented as an illustration of the reporting capacity of a developed platform.===>Samo značenje izveštaja je predmet interesa menadžmenta konkretnog preduzeća, pa ov-de neće biti opisivani, pošto su prikazani kao ilustracija izveštajnih mogućnosti razvijene platforme.)
MATCH@E:(The meaning of the report itself is the subject of interest of a concrete companys management, therefore they will not be described here, as they are presented as an illustration of the reporting capacity of a developed platform.===>Samo značenje izveštaja je predmet interesa menadžmenta konkretnog preduzeća, pa ovde neće biti opisivani, pošto su prikazani kao ilustracija izveštajnih mogućnosti razvijene platforme.)
MATCH@M:(It is important to stress that the reports are presented in a tabular and graphic forms simultaneously, in order that they be more comprehensive to the end user.===>Bitno je naglasiti da se izveštaji paralelno prikazuju u tabelarnom i grafičkom obliku, kako bi krajnjem korisniku bili što razumljiviji.)
MATCH@E:(It is important to stress that the reports are presented in a tabular and graphic forms simultaneously, in order that they be more comprehensive to the end user.===>Bitno je naglasiti da se izveštaji paralelno prikazuju u tabelarnom i grafičkom obliku, kako bi krajnjem korisniku bili što razumljiviji.)
MATCH@M:(The OLAP analysis is another user application over the data collected in the data warehouse.===>OLAP analiza je još jedna korisnička aplikacija nad podacima prikupljenim u skladištu podataka.)
MATCH@E:(The OLAP analysis is another user application over the data collected in the data warehouse.===>OLAP analiza je još jedna korisnička aplikacija nad podacima prikupljenim u skladištu podataka.)
MATCH@M:(The OLAP analysis helps realize the ad-hoc queries, from the overall surveys to the detailed insights into the data, in order to obtain useful information interactively.===>OLAP analizom se realizuju ad-hoc upiti, od sveukupnih pregleda do detaljnih uvida u podatke, kako bi se interaktivno došlo do korisnih informacija.)
MATCH@E:(The OLAP analysis helps realize the ad-hoc queries, from the overall surveys to the detailed insights into the data, in order to obtain useful information interactively.===>OLAP analizom se realizuju ad-hoc upiti, od sveukupnih pregleda do detaljnih uvida u podatke, kako bi se interaktivno došlo do korisnih informacija.)
MATCH@M:(A significant advantage of the OLAP analysis is the speed at which complex reports are generated, which is one of significant problem of the classical method of reporting.===>Velika prednost OLAP analize je i brzina kojom se kompleksni izveštaji generišu, što je jedan od većih problema klasičnog načina izveštavanja.)
MATCH@E:(A significant advantage of the OLAP analysis is the speed at which complex reports are generated, which is one of significant problem of the classical method of reporting.===>Velika prednost OLAP analize je i brzina kojom se kompleksni izveštaji generišu, što je jedan od većih problema klasičnog načina izveštavanja.)
MATCH@M:(The OLAP cube, the basis of the OLAP analysis, is built by the SQL Server 2005 Reporting Services platform.===>OLAP kocka, osnova OLAP analize, je izrađena platformom SQL Server 2005 Analysis Service.)
MATCH@E:(The OLAP cube, the basis of the OLAP analysis, is built by the SQL Server 2005 Reporting Services platform.===>OLAP kocka, osnova OLAP analize, je izrađena platformom SQL Server 2005 Analysis Service.)
MATCH@M:(Figure 5.===>Slika 5.)
MATCH@E:(Figure 6.===>Slika 6:)
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BAD_LINE_M:Figure 5.
BAD_LINE_M:Slika 5.
BAD_LINE_E:Figure 6.
BAD_LINE_E:Slika 6:
MATCH@M:(The OLAP analysis is used when we do not know which report will allow for us to learn something from the data.===>OLAP analiza se koristi kada nije poznato kakvim tačno izveštajem će se saznati nešto iz podataka.)
MATCH@E:(The OLAP analysis is used when we do not know which report will allow for us to learn something from the data.===>Vođen jednim izveštajem, analitičar kreira sledeći ad-hoc izveštaj, kojim će bolje sagledati problem koji je uvideo na prvom izveštaju.)
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BAD_LINE_M:The OLAP analysis is used when we do not know which report will allow for us to learn something from the data.
BAD_LINE_M:OLAP analiza se koristi kada nije poznato kakvim tačno izveštajem će se saznati nešto iz podataka.
BAD_LINE_E:The OLAP analysis is used when we do not know which report will allow for us to learn something from the data.
BAD_LINE_E:Vođen jednim izveštajem, analitičar kreira sledeći ad-hoc izveštaj, kojim će bolje sagledati problem koji je uvideo na prvom izveštaju.
MATCH@M:(Guided by one report, the analyst creates another ad-hoc report, to get a better insight into the problem he identified in the previous report.===>Vođen jednim izveštajem, analitičar kreira sledeći ad-hoc izveštaj, kojim će bolje sagledati problem koji je uvideo na prvom izve-štaju.)
MATCH@E:(Guided by one report, the analyst creates another adhoc report, to get a better insight into the problem he identified in the previous report.===>Na taj način, od opšteg ka detaljnom prikazu (drill down), analitičar dolazi do konkretnih uzroka problema koji su vidljivi u podacima o dokumentaciji.)
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BAD_LINE_M:Guided by one report, the analyst creates another ad-hoc report, to get a better insight into the problem he identified in the previous report.
BAD_LINE_M:Vođen jednim izveštajem, analitičar kreira sledeći ad-hoc izveštaj, kojim će bolje sagledati problem koji je uvideo na prvom izve-štaju.
BAD_LINE_E:Guided by one report, the analyst creates another adhoc report, to get a better insight into the problem he identified in the previous report.
BAD_LINE_E:Na taj način, od opšteg ka detaljnom prikazu (drill down), analitičar dolazi do konkretnih uzroka problema koji su vidljivi u podacima o dokumentaciji.
MATCH@M:(It is in this way, from a generalized to a detailed description (drill down), the analyst gets to the concrete causes of problems identifiable in the data on documentation.===>Na taj način, od opšteg ka detaljnom prikazu (drill down), analitičar dolazi do konkretnih uzroka problema koji su vidljivi u podacima o dokumentaciji.)
MATCH@E:(It is in this way, from a generalized to a detailed description (drill down), the analyst gets to the concrete causes of problems identifiable in the data on documentation.===>Pored drill-down funkcija, u kocki je omogućena i drill-through funkcionalnost, koja omogućuje da se iz izveštaja na najnižem nivou granularnosti pređe i u Slika 5.)
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BAD_LINE_M:It is in this way, from a generalized to a detailed description (drill down), the analyst gets to the concrete causes of problems identifiable in the data on documentation.
BAD_LINE_M:Na taj način, od opšteg ka detaljnom prikazu (drill down), analitičar dolazi do konkretnih uzroka problema koji su vidljivi u podacima o dokumentaciji.
BAD_LINE_E:It is in this way, from a generalized to a detailed description (drill down), the analyst gets to the concrete causes of problems identifiable in the data on documentation.
BAD_LINE_E:Pored drill-down funkcija, u kocki je omogućena i drill-through funkcionalnost, koja omogućuje da se iz izveštaja na najnižem nivou granularnosti pređe i u Slika 5.
MATCH@M:(In addition to the drill-down function, the cube has the drill-through function that makes it possible to pass from the report on the lowest level of granulation to the transactional system (in this case, the DMS) and view the problem in the DMS base itself.===>Pored drill-down funkcija, u kocki je omogućena i drill-through funkcionalnost, koja omogućuje da se iz izveštaja na najnižem nivou granularnosti pređe i u transakcioni sistem (u ovom slučaju DMS) i sagleda problem u samoj DMS bazi.)
MATCH@E:(In addition to the drill-down function, the cube has the drill-through function that makes it possible to pass from the report on the lowest level of granulation to the transactional system (in this case, the DMS) and view the problem in the DMS base itself.===>Primer korišćenja OLAP kocke kroz Microsoft Excel Pivot tabelu transakcioni sistem (u ovom slučaju DMS) i sagleda problem u samoj DMS bazi.)
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BAD_LINE_M:In addition to the drill-down function, the cube has the drill-through function that makes it possible to pass from the report on the lowest level of granulation to the transactional system (in this case, the DMS) and view the problem in the DMS base itself.
BAD_LINE_M:Pored drill-down funkcija, u kocki je omogućena i drill-through funkcionalnost, koja omogućuje da se iz izveštaja na najnižem nivou granularnosti pređe i u transakcioni sistem (u ovom slučaju DMS) i sagleda problem u samoj DMS bazi.
BAD_LINE_E:In addition to the drill-down function, the cube has the drill-through function that makes it possible to pass from the report on the lowest level of granulation to the transactional system (in this case, the DMS) and view the problem in the DMS base itself.
BAD_LINE_E:Primer korišćenja OLAP kocke kroz Microsoft Excel Pivot tabelu transakcioni sistem (u ovom slučaju DMS) i sagleda problem u samoj DMS bazi.
MATCH@M:(For example, the reports may display a problem with a certain type of document in a certain period, and we can go directly from the report to the DMS application and see the image of the concrete document in which the problem is identified.===>Na primer, na izveštajima se može uočiti problem sa određenim tipom dokumenta u određenom periodu, pa se sa izveštaja direktno može preči u DMS aplikaciju i videti slika konkretnog dokumenta kod koga je problem primečen.)
MATCH@E:(For example, the reports may display a problem with a certain type of document in a certain period, and we can go directly from the report to the DMS application and see the image of the concrete document in which the problem is identified.===>Na primer, na izveštajima se može uočiti problem sa određenim tipom dokumenta u određenom periodu, pa se sa izveštaja direktno može preći u DMS aplikaciju i videti slika konkretnog dokumenta kod koga je problem primećen.)
MATCH@M:(As mentioned above, there are other applications that can easily be built over this type of business intelligence system, such as key performance indicators and others.===>Kao što je napomenuto, postoje i druge aplikacije koje se lako mogu izgraditi nad ovakvim sistemom poslovne inteligencije, poput ključnih indikatora performansi i drugih.)
MATCH@E:(As mentioned above, there are other applications that can easily be built over this type of business intelligence system, such as key performance indicators and others.===>Kao što je napomenuto, postoje i druge aplikacije koje se lako mogu izgraditi nad ovakvim sistemom poslovne inteligencije, poput ključnih indikatora performansi i drugih.)
MATCH@M:(The system can also be extended by new data gathered from initial systems.===>Takođe, sistem se može proširiti i novim podacima koji bi se prikupljali iz izvornih sistema.)
MATCH@E:(The system can also be extended by new data gathered from initial systems.===>Takođe, sistem se može proširiti i novim podacima koji bi se prikupljali iz izvornih sistema.)
MATCH@M:(Such superstructures are planned for further improvement of the BI DMS application.===>Ovakve nadgradnje planirane su za dalje usavršavanje BIDMS aplikacije.)
MATCH@E:(Such superstructures are planned for further improvement of the BI DMS application.===>Ovakve nadgradnje planirane su za dalje usavršavanje BI DMS aplikacije. 5.)
MATCH@M:(The basic functionality of the business intelligence system is to give the decision makers an insight into the business operations (in this case, the state of the documents), through a set of reports and analyses.===>Osnovna funkcionalnost sistema poslovne inteligencije jeste da omogući donosiocima odluka uvid u stanje poslovanja (u ovom slučaju kroz stanje dokumentacije), kroz niz izveštaja i analiza.)
MATCH@E:(5. ~~~ Nonfunctional requirements in the BI DMS Solution The basic functionality of the business intelligence system is to give the decision makers an insight into the business operations (in this case, the state of the documents), through a set of reports and analyses.===>Nefunkcionalni zahtevi u BI DMS rešenju Osnovna funkcionalnost sistema poslovne inteligencije jeste da omogući donosiocima odluka uvid u stanje poslovanja (u ovom slučaju kroz stanje dokumentacije), kroz niz izveštaja i analiza.)
MATCH@M:(In order that such a system should function, it is necessary that attention be paid to the implicit nonfunctional queries.===>Da bi ovakav sistem funkcionisao, bilo je potrebno obratiti pažnju i na nefunkcionalne zahteve koji se implicitno nameću.)
MATCH@E:(In order that such a system should function, it is necessary that attention be paid to the implicit nonfunctional queries.===>Da bi ovakav sistem funkcionisao, bilo je potrebno obratiti pažnju i na nefunkcionalne zahteve koji se implicitno nameću.)
MATCH@M:(This primarily means the system response, which, it is believed, should not be longer than a few second for any report, regardless of its complexity.===>Prvenstveno, tu se misli na odziv sistema, za koji se ve-ruje da ne bi trebalo da bude veći od nekoliko sekundi za bilo koji izveštaj, bez obzira na njegovu kompleksnost.)
MATCH@E:(This primarily means the system response, which, it is believed, should not be longer than a few second for any report, regardless of its complexity.===>Prvenstveno, tu se misli na odziv sistema, za koji se veruje da ne bi trebalo da bude veći od nekoliko sekundi za bilo koji izveštaj, bez obzira na njegovu kompleksnost.)
MATCH@M:(In addition, the presence of the business intelligence system must not endanger the operation of the transactional system and the business operations in general.===>Dodatno, postojanje sistema poslovne inteligencije ne sme ugroziti rad transakcionog sistema i poslovanja uopšte.)
MATCH@E:(In addition, the presence of the business intelligence system must not endanger the operation of the transactional system and the business operations in general.===>Dodatno, postojanje sistema poslovne inteligencije ne sme ugroziti rad transakcionog sistema i poslovanja uopšte.)
MATCH@M:(Finally, the user applications have to be intuitive and easy to work with, since the end users are not computer experts and may easily get demotivated to use the BI systems if these appear to be too complex.===>Najzad, korisničke aplikacije moraju biti intuitivne i lake za rad, jer krajnji korisnici nisu informatički eksperti i mogu lako izgubiti motivaciju za korišćenje sistema PI ako su oni naizgeld previše kompleksni.)
MATCH@E:(Finally, the user applications have to be intuitive and easy to work with, since the end users are not computer experts and may easily get demotivated to use the BI systems if these appear to be too complex.===>Najzad, korisničke aplikacije moraju biti intuitivne i lake za rad, jer krajnji korisnici nisu informatički eksperti i mogu lako izgubiti motivaciju za korišćenje sistema PI ako su oni naizgeld previše kompleksni.)
MATCH@M:(Table 1 systematizes the efforts made to fulfill these nonfunctional requirements in the BI DMS solution.===>U tabeli 1 sistematizovani su napori koji su učinjeni kako bi ovi nefunkcionalni zahtevi bili zadovoljeni u BI DMS rešenju.)
MATCH@E:(Table 1 systematizes the efforts made to fulfill these nonfunctional requirements in the BI DMS solution. ~~~ 6.===>U tabeli 1 sistematizovani su napori koji su učinjeni kako bi ovi nefunkcionalni zahtevi bili zadovoljeni u BI DMS rešenju. 6.)
MATCH@M:(Working on this paper we acquired a significant experience in the field of the business intelligence systems implementation over the document data in the organization.===>Trud na ovom radu proizveo je značajno iskustvo iz pri-mene sistema poslovne inteligencije nad podacima o dokumentaciji organizacije.)
MATCH@E:(Concluding remarks Working on this paper we acquired a significant experience in the field of the business intelligence systems implementation over the document data in the organization.===>Zaključna razmatranja Trud na ovom radu proizveo je značajno iskustvo iz primene sistema poslovne inteligencije nad podacima o dokumentaciji organizacije.)
MATCH@M:(This experience further helped make new insights into the problems arising in the real implementations of the business intelligence and the solutions possible to apply in specific situations.===>Iz ovih iskustava su se is-kristalisali novi uvidi u probleme koji se javljaju u realnim implementacijama poslovne inteligencije i rešenji-ma koje je moguće primeniti u specifičnim situacijama.)
MATCH@E:(This experience further helped make new insights into the problems arising in the real implementations of the business intelligence and the solutions possible to apply in specific situations.===>Iz ovih iskustava su se iskristalisali novi uvidi u probleme koji se javljaju u realnim implementacijama poslovne inteligencije i rešenjima koje je moguće primeniti u specifičnim situacijama.)
MATCH@M:(Table 1.===>Tabela 1.)
MATCH@E:(Table 2.===>34.000,00 340,00 2.549,00 6.640,00 Tabela 2.)
BAD_LINE_=============================================================
BAD_LINE_M:Table 1.
BAD_LINE_M:Tabela 1.
BAD_LINE_E:Table 2.
BAD_LINE_E:34.000,00 340,00 2.549,00 6.640,00 Tabela 2.
MATCH@M:(We analyse the target costing and the way it is related to kaizen costing.===>Analizira se ciljani obračun troškova i njegova povezanost sa kaizen obračunom troškova.)
MATCH@E:(We analyse the target costing and the way it is related to kaizen costing.===>Analizira se ciljani obračun troškova i njegova povezanost sa kaizen obračunom troškova.)
MATCH@M:(We also present managerial implications of target costing in the conditions of a global economic crisis and recovery.===>Date su menadžerske implikacije ciljanog obračuna troškova u uslovima svetske ekonomske krize i oporavka..)
MATCH@E:(We also present managerial implications of target costing in the conditions of a global economic crisis and recovery.===>Date su menadžerske implikacije ciljanog obračuna troškova u uslovima svetske ekonomske krize i oporavka..)
MATCH@M:(The focus is on the managerial decision making related to costs reduction and achieving the targeted profit.===>Akcenat je na donošenju menadžerskih odluka vezanih za sniženje troškova i ostvarenje ciljanog profita.)
MATCH@E:(The focus is on the managerial decision making related to costs reduction and achieving the targeted profit. ~~~ 1.===>Akcenat je na donošenju menadžerskih odluka vezanih za sniženje troškova i ostvarenje ciljanog profita. 1.)
MATCH@M:(From the point of view of management, the objectives of a company can be defined as the future conditions that the company aims to achieve and towards which its activities are directed in order that the company should fulfill its basic purpose of existance.===>Ciljevi preduzeća se mogu odrediti sa aspekta menadž-menta kao buduća stanja koja preduzeće namerava da ostvari i ka kojima su usmerene njegove aktivnosti da bi realizovalo svoju osnovnu svrhu postojanja.)
MATCH@E:(Introductory notes From the point of view of management, the objectives of a company can be defined as the future conditions that the company aims to achieve and towards which its activities are directed in order that the company should fulfill its basic purpose of existance.===>Uvodna razmatranja Ciljevi preduzeća se mogu odrediti sa aspekta menadžmenta kao buduća stanja koja preduzeće namerava da ostvari i ka kojima su usmerene njegove aktivnosti da bi realizovalo svoju osnovnu svrhu postojanja.)
MATCH@M:(The objectives should be clear and realistic, the measurable ones being paid special attention in management.===>Ciljevi bi trebalo da budu jasni i realni, a sa stanovišta upravljanja su naročito važni merljivi ciljevi.)
MATCH@E:(The objectives should be clear and realistic, the measurable ones being paid special attention in management.===>Ciljevi bi trebalo da budu jasni i realni, a sa stanovišta upravljanja su naročito važni merljivi ciljevi.)
MATCH@M:(In almost every organization there is a hierarchy of objectives, based on the range of impact as well as on the time dimension; however, the long-term and the short-term dimensions are not absolute categories, but depend on both the type of production and the environment.===>U skoro svakoj organizaciji je prisutna hijerarhija ciljeva, bazirana na širini uticaja i na vremenskoj dimenziji, mada dugoročnost i kratkoročnost nisu apsolutne kategorije, već zavise od vrste proizvodnje i od okruženja.)
MATCH@E:(In almost every organization there is a hierarchy of objectives, based on the range of impact as well as on the time dimension; however, the long-term and the short-term dimensions are not absolute categories, but depend on both the type of production and the environment.===>U skoro svakoj organizaciji je prisutna hijerarhija ciljeva, bazirana na širini uticaja i na vremenskoj dimenziji, mada dugoročnost i kratkoročnost nisu apsolutne kategorije, već zavise od vrste proizvodnje i od okruženja.)
MATCH@M:(It is of special importance that the objective should be attainable, having in mind the company’s human, financial, physical and information resources, as well as the dynamics of economy and the complexity of the environment.===>Od posebnog je značaja da cilj bude izvodljiv polazeći od raspoloživosti preduzeća u ljudskim, finansij-skim,fizičkim i informacionim resursima, kao i od dinamike privrede i složenosti sredine.)
MATCH@E:(It is of special importance that the objective should be attainable, having in mind the companys human, financial, physical and information resources, as well as the dynamics of economy and the complexity of the environment.===>Od posebnog je značaja da cilj bude izvodljiv polazeći od raspoloživosti preduzeća u ljudskim, finansijskim,fizičkim i informacionim resursima, kao i od dinamike privrede i složenosti sredine.)
MATCH@M:(This context requires that the theory of the firm be analysed [1].===>U ovom kontekstu je neophodno razmotriti teoriju firme (theory of the firm) [1].)
MATCH@E:(This context requires that the theory of the firm be analysed Š1Ë.===>U ovom kontekstu je neophodno razmotriti teoriju firme (theory of the firm) Š1Ë.)
MATCH@M:(The theory of the firm was originally based on the assumption that the company’s objective is to maximise the current or the short-term profit.===>Prvobitno se teorija firme bazirala na pretpostavci da je cilj preduzeća da maksimizira tekući ili kratkoročni profit.)
MATCH@E:(The theory of the firm was originally based on the assumption that the companys objective is to maximise the current or the short-term profit.===>Prvobitno se teorija firme bazirala na pretpostavci da je cilj preduzeća da maksimizira tekući ili kratkoročni profit.)
MATCH@M:(The fact is, however, that the firm often sacrifies the current profit in favour of increasing the future, or long-term, profit.===>Međutim, činjenica je da firma često žrtvuje tekući profit radi povećanja budućeg, odnosno dugoročnog profita.)
MATCH@E:(The fact is, however, that the firm often sacrifies the current profit in favour of increasing the future, or long-term, profit.===>Međutim, činjenica je da firma često žrtvuje tekući profit radi povećanja budućeg, odnosno dugoročnog profita.)
MATCH@M:(One good example are the expenditures for research and development, for new equipment, or for promotion.===>Dobar primer za to su izdaci za istraživanje i razvoj, za novu opremu ili za promociju.)
MATCH@E:(One good example are the expenditures for research and development, for new equipment, or for promotion.===>Dobar primer za to su izdaci za istraživanje i razvoj, za novu opremu ili za promociju.)
MATCH@M:(As regards the fact that both the short-term and the long-term profits are important, the theory of the firm has it that the company’s primary goal is to maximise the firm value, which is expressed as the present value (PV) of all the anticipated future profits, where profit is the difference between the total income and the total expenses.===>S obzirom na činjenicu da su u suštini značajni i kratkoročni i dugoročni profit, danas je po teoriji firme primarni cilj preduzeća da mak-simizira vrednost firme, koja se izračunava kao sadašnja vrednost (PV - Present Value) svih očekivanih budućih profita, pri čemu profit predstavlja razliku ukupnih prihoda i ukupnih troškova.)
MATCH@E:(As regards the fact that both the short-term and the long-term profits are important, the theory of the firm has it that the companys primary goal is to maximise the firm value, which is expressed as the present value (PV) of all the anticipated future profits, where profit is the difference between the total income and the total expenses.===>S obzirom na činjenicu da su u suštini značajni i kratkoročni i dugoročni profit, danas je po teoriji firme primarni cilj preduzeća da maksimizira vrednost firme, koja se izračunava kao sadašnja vrednost (PV - Present Value) svih očekivanih budućih profita, pri čemu profit predstavlja razliku ukupnih prihoda i ukupnih troškova.)
MATCH@M:(The behavioural theory of the firm starts with the objectives of individual groups.===>U okviru bihejviorističke teorije firme polazi se od ciljeva pojedinih grupa.)
MATCH@E:(The behavioural theory of the firm starts with the objectives of individual groups.===>U okviru bihejviorističke teorije firme polazi se od ciljeva pojedinih grupa.)
MATCH@M:(The firm is regarded as a coalition of a number of groups: managers, shareholders, employees and customers, all of which have different interests.===>Firma se posmatra kao koalicija više grupa: menadžera, akcionara, zaposlenih radnika i kupaca koji imaju različite interese.)
MATCH@E:(The firm is regarded as a coalition of a number of groups: managers, shareholders, employees and customers, all of which have different interests.===>Firma se posmatra kao koalicija više grupa: menadžera, akcionara, zaposlenih radnika i kupaca koji imaju različite interese.)
MATCH@M:(The objectives are essentially the result of resolving the conflicts within this coalition.===>Ciljevi su u suštini rezultat razrešenja konflikata u okviru ove koalicije.)
MATCH@E:(The objectives are essentially the result of resolving the conflicts within this coalition.===>Ciljevi su u suštini rezultat razrešenja konflikata u okviru ove koalicije.)
MATCH@M:(The managerial theories rise in the conditions of an increasing importance of the corporations’ market power, characterised by the separation of ownership and control over the capital.===>Menadžerske teorije se javljaju u uslovima rastućeg značaja tržišne snage korporacija koje karakteriše odvajanje vlasništva i kontrole nad kapitalom.)
MATCH@E:(The managerial theories rise in the conditions of an increasing importance of the corporations market power, characterised by the separation of ownership and control over the capital.===>Menadžerske teorije se javljaju u uslovima rastućeg značaja tržišne snage korporacija koje karakteriše odvajanje vlasništva i kontrole nad kapitalom.)
MATCH@M:(As regards the objectives of large corporations, J. K. Galbraith maintains that the actual decision-making power in corporations belongs to the technical, planning, and other specialized staff that introduce knowledge, talent and experience into the process of group decision-making [3].===>J.K. Galbraith u vezi sa ciljevima velikih korporacija polazi od toga da stvarnu moć odlučivanja u korporacijama imaju pripadnici tehničkog, planerskog i drugog specijalizovanog osoblja koje unosi znanja, talenat i iskustvo u proces grupnog odlučivanja [3].)
MATCH@E:(As regards the objectives of large corporations, J. K. Galbraith maintains that the actual decision-making power in corporations belongs to the technical, planning, and other specialized staff that introduce knowledge, talent and experience into the process of group decision-making Š3Ë.===>J.K. Galbraith u vezi sa ciljevima velikih korporacija polazi od toga da stvarnu moć odlučivanja u korporacijama imaju pripadnici tehničkog, planerskog i drugog specijalizovanog osoblja koje unosi znanja, talenat i iskustvo u proces grupnog odlučivanja Š3Ë.)
MATCH@M:(According to this approach, the principal goals are the certain level of profit, i.e., the maximum growth rate, accompanied with earning the profit required for further investments.===>Prema ovom pristupu glavni ciljevi su sigurna visina profita, odnosno maksimalna stopa rasta, zajedno sa stvaranjem profita koji je potreban za nova investiranja.)
MATCH@E:(According to this approach, the principal goals are the certain level of profit, i.e., the maximum growth rate, accompanied with earning the profit required for further investments.===>Prema ovom pristupu glavni ciljevi su sigurna visina profita, odnosno maksimalna stopa rasta, zajedno sa stvaranjem profita koji je potreban za nova investiranja.)
MATCH@M:(The W. Baumol model includes the manager’s goal to maximise the sales profit, treating profit as a limitation.===>Model W. Baumol-a uključuje cilj menadžera da se maksimizira prihod od prodaje, a profitu se pristupa kao ograničenju.)
MATCH@E:(The W. Baumol model includes the managers goal to maximise the sales profit, treating profit as a limitation.===>Model W. Baumol-a uključuje cilj menadžera da se maksimizira prihod od prodaje, a profitu se pristupa kao ograničenju.)
MATCH@M:(In this sense, it is partly exogenously determined by the need to satisfy the shareholders, and partly by the company’s internal requirements related to financing [2].===>U ovom smisli on je delimično eg-zogeno determinisan potrebom da se zadovolje akcio-nari, a delimično internim zahtevima preduzeća vezanim za finansiranje [2].)
MATCH@E:(In this sense, it is partly exogenously determined by the need to satisfy the shareholders, and partly by the companys internal requirements related to financing Š2Ë.===>U ovom smisli on je delimično egzogeno determinisan potrebom da se zadovolje akcionari, a delimično internim zahtevima preduzeća vezanim za finansiranje Š2Ë.)
MATCH@M:(In the realistic conditions of the manager’s autonomy in managing a corporation, a large number of corporate objectives can be identified.===>U realnim uslovima postojeće samostalnosti menadžera u upravljanju korporacijom prisutan je veći broj ciljeva preduzeća.)
MATCH@E:(In the realistic conditions of the managers autonomy in managing a corporation, a large number of corporate objectives can be identified.===>U realnim uslovima postojeće samostalnosti menadžera u upravljanju korporacijom prisutan je veći broj ciljeva preduzeća.)
MATCH@M:(P. Drucker specifies eight areas within which he suggests that managers should plan their business goals: 1) market position (planning goals that indicate a desired position in comparison to competition); 2) innovation (of products, services, knowledge, production methods); 3) productivity; 4) resources (physical and financial); 5) profitability; 6) manager’s activity and development; 7) the employees’ work and attitudes and 8) responsibility towards society, especially to customers [4].===>P. Drucker ističe osam područja u okviru kojih savetuje da menadžeri planiraju ciljeve poslovanja: 1) pozicija na tržištu (planiranje ciljeva koji pokazuju poželjnu poziciju u odnosu na konkurente); 2) inoviranje (proizvoda, usluga, znanja, metoda proizvodnje); 3) produktivnost; 4) resursi (fizički i finansijski); 5) profitabilnost; 6) delovanje i razvoj menadžera; 7) rad i stavovi zaposlenih radnika i 8) odgovornost prema društvu, posebno prema kupcima [4].)
MATCH@E:(P. Drucker specifies eight areas within which he suggests that managers should plan their business goals: 1) market position (planning goals that indicate a desired position in comparison to competition); 2) innovation (of products, services, knowledge, production methods); 3) productivity; 4) resources (physical and financial); 5) profitability; 6) managers activity and development; 7) the employees to financing work and attitudes and 8) responsibility towards society, especially to customers Š4Ë.===>P. Drucker ističe osam područja u okviru kojih savetuje da menadžeri planiraju ciljeve poslovanja: ~~~ 1) pozicija na tržištu (planiranje ciljeva koji pokazuju poželjnu poziciju u odnosu na konkurente); 2) inoviranje (proizvoda, usluga, znanja, metoda proizvodnje); 3) produktivnost; 4) resursi (fizički i finansijski); 5) profitabilnost; 6) delovanje i razvoj menadžera; 7) rad i stavovi zaposlenih radnika i 8) odgovornost prema društvu, posebno prema kupcima Š4Ë.)
MATCH@M:(The importance of objectives for an organization is primarily reflected in their impact upon the managers’ decision-making, as well as upon exploiting the scarce resources available as efficiently as possible.===>Značaj ciljeva za svaku organizaciju se pre svega ogleda u njihovom uticaju na donošenje odluka od strane menadžera, kao i na što efikasnije korišćenje raspoloživih ograničenih resursa.)
MATCH@E:(The importance of objectives for an organization is primarily reflected in their impact upon the managers decision-making, as well as upon exploiting the scarce resources available as efficiently as possible.===>Značaj ciljeva za svaku organizaciju se pre svega ogleda u njihovom uticaju na donošenje odluka od strane menadžera, kao i na što efikasnije korišćenje raspoloživih ograničenih resursa.)
MATCH@M:(R. Marris argues that the primary goal of management is growth.===>R. Marris ističe da je rast glavni cilj menadžmenta.)
MATCH@E:(R. Marris argues that the primary goal of management is growth.===>R. Marris ističe da je rast glavni cilj menadžmenta.)
MATCH@M:(It is important to note that the company can choose among a range of growth rates.===>Bitno je imati u vidu da preduzeće može birati između različitih stopa rasta.)
MATCH@E:(It is important to note that the company can choose among a range of growth rates.===>Bitno je imati u vidu da preduzeće može birati između različitih stopa rasta.)
MATCH@M:(Higher growth rates will mean more time and efforts in search of profitable investments, often more promotive activities towards the growth in demand, as well as a more intensive work in the fields of research and development.===>Više stope rasta će podrazume-vati više vremena i napora u potrazi za profitabilnim investicijama, a često i više promocije u cilju porasta tražnje, kao i intenzivniji istraživačko-razvojni rad.)
MATCH@E:(Higher growth rates will mean more time and efforts in search of profitable investments, often more promotive activities towards the growth in demand, as well as a more intensive work in the fields of research and development.===>Više stope rasta će podrazumevati više vremena i napora u potrazi za profitabilnim investicijama, a često i više promocije u cilju porasta tražnje, kao i intenzivniji istraživačko-razvojni rad.)
MATCH@M:(This means that a higher growth rate requires that a higher percentage of the current profit be allocated to financing these promotive-developmental activities and investments into new capacities, which is where the importance of the level of earned profit stems from [5].===>To znači da ce za višu stopu rasta morati da se izdvoji veći procentualni deo tekućeg profita da bi se finansira-le ove promotivno-razvojne aktivnosti i da bi se finan-sirale investicije potrebne za nove kapacitete, iz čega proizilazi važnost visine ostvarenog profita [5].)
MATCH@E:(This means that a higher growth rate requires that a higher percentage of the current profit be allocated these promotivedevelopmental activities and investments into new capacities, which is where the importance of the level of earned profit stems from Š5Ë.===>To znači da će za višu stopu rasta morati da se izdvoji veći procentualni deo tekućeg profita da bi se finansirale ove promotivno-razvojne aktivnosti i da bi se finansirale investicije potrebne za nove kapacitete, iz čega proizilazi važnost visine ostvarenog profita Š5Ë.)
MATCH@M:(It is important to point out that all the firm growth models assume that expansion requires a lot of financial means; the faster the growth rate, the more expensive the expansion.===>Bitno je naglasiti da svi modeli rasta firme pretpostavljaju da je za ekspanziju potrebno dosta materijalnih sredstava, a ukoliko je brža stopa rasta, ekspanzija će biti skuplja.)
MATCH@E:(It is important to point out that all the firm growth models assume that expansion requires a lot of financial means; the faster the growth rate, the more expensive the expansion.===>Bitno je naglasiti da svi modeli rasta firme pretpostavljaju da je za ekspanziju potrebno dosta materijalnih sredstava, a ukoliko je brža stopa rasta, ekspanzija će biti skuplja.)
MATCH@M:(In the market conditions of economy, the outcomes of entrepreneurial function are valuated through the company’s profit.===>U tržišnim uslovima privređivanja ishodi preduzetnič-ke funkcije se valorizuju kroz profit preduzeća.)
MATCH@E:(In the market conditions of economy, the outcomes of entrepreneurial function are valuated through the companys profit.===>U tržišnim uslovima privređivanja ishodi preduzetničke funkcije se valorizuju kroz profit preduzeća.)
MATCH@M:(The profit category allows for the company to be assessed objectively and valued in the market that differentiates the companies as successful or unseccessful and is the arbitre of success in business.===>Kategorija profita omogućava da se preduzece objektivno ocenjuje i vrednuje preko tržišta koje vrši diferencijaciju na uspešne i neuspešne i prdstavlja arbitra uspe-šnosti poslovanja.)
MATCH@E:(The profit category allows for the company to be assessed objectively and valued in the market that differentiates the companies as successful or unseccessful and is the arbitre of success in business.===>Kategorija profita omogućava da se preduzeće objektivno ocenjuje i vrednuje preko tržišta koje vrši diferencijaciju na uspešne i neuspešne i prdstavlja arbitra uspešnosti poslovanja.)
MATCH@M:(Note that the profit maximization as a company’s objective enables the company to survive, grow and develop.===>Bitno je naglasiti da maksimizacija profita kao cilj preduzeća omogućava da se ostvari njegov opstanak, rast i razvoj.)
MATCH@E:(Note that the profit maximization as a companys objective enables the company to survive, grow and develop.===>Bitno je naglasiti da maksimizacija profita kao cilj preduzeća omogućava da se ostvari njegov opstanak, rast i razvoj.)
MATCH@M:(Generally, strategic objectives deal with the desires and conditions in which the company will operate over a longer period of time.===>Generalno posmatrano, strategijski ciljevi se odnose na htenja i uslove u kojima će se preduzeće naći u dužem vremenskom periodu.)
MATCH@E:(Generally, strategic objectives deal with the desires and conditions in which the company will operate over a longer period of time.===>Generalno posmatrano, strategijski ciljevi se odnose na htenja i uslove u kojima će se preduzeće naći u dužem vremenskom periodu.)
MATCH@M:(Even so, they must not be arbitrary defined; they have to be clear enough to be taken into account when important managerial decisions are made.===>Međutim, i pored toga ne smeju biti formulisani neodređeno, već moraju biti toliko jasni da mogu uticati na donošenje važnih upravljačkih odluka.)
MATCH@E:(Even so, they must not be arbitrary defined; they have to be clear enough to be taken into account when important managerial decisions are made.===>Međutim, i pored toga ne smeju biti formulisani neodređeno, već moraju biti toliko jasni da mogu uticati na donošenje važnih upravljačkih odluka.)
MATCH@M:(Modern management insists that more recent methods of costing be used to achieve the planned objectives, primarily related to cost reduction and profitability.===>Sa aspekta savremenog menadžmenta poželjno je da se koriste noviji metodi obračuna troškova radi dostizanja planiranih ciljeva, pre svega vezanih za sniženje troškova i za sferu profitabilnosti.)
MATCH@E:(Modern management insists that more recent methods of costing be used to achieve the planned objectives, primarily related to cost reduction and profitability.===>Sa aspekta savremenog menadžmenta poželjno je da se koriste noviji metodi obračuna troškova radi dostizanja planiranih ciljeva, pre svega vezanih za sniženje troškova i za sferu profitabilnosti.)
MATCH@M:(It is important here to have in mind the complexity of cost tracking, of measuring and of increasing the company profitability [6].===>Pri tome je bitno imati u vidu kompleksnost praćenja troškova, mere-nja i povećanja profitabilnosti preduzeća [6].)
MATCH@E:(It is important here to have in mind the complexity of cost tracking, of measuring and of increasing the company profitability Š6Ë.===>Pri tome je bitno imati u vidu kompleksnost praćenja troškova, merenja i povećanja profitabilnosti preduzeća Š6Ë.)
MATCH@M:(In this context, it is important to understand the relationship between the target costing and the kaizen costing in the process of implementing modern approaches to cost and profit management, which is especially demanding in the condition of global economic crisis and recovery.===>U ovom kontekstu je značajno sagledati povezanosi ciljanog obračun troškova i kaizen obračuna troškova u procesu realizovanja savremenih pristupa upravljanju troškovima i profitom, što je posebno zahtevno u uslovi-ma svetske ekonomske krize i oporavka.)
MATCH@E:(In this context, it is important to understand the relationship between the target costing and the kaizen costing in the process of implementing modern approaches to cost and profit management, which is especially demanding in the condition of global economic crisis and recovery.===>U ovom kontekstu je značajno sagledati povezanosi ciljanog obračun troškova i kaizen obračuna troškova u procesu realizovanja savremenih pristupa upravljanju troškovima i profitom, što je posebno zahtevno u uslovima svetske ekonomske krize i oporavka. 2.)
MATCH@M:(A specific system of costing, kaizen costing is based on the kaizen concept.===>Kaizen obračun troškova (kaizen costing) kao specifičan sistem obračuna se bazira na konceptu kaizena.)
MATCH@E:(2. ~~~ Relevance of kaizen costing A specific system of costing, kaizen costing is based on the kaizen concept.===>Relevantnost kaizen obračuna troškova Kaizen obračun troškova (kaizen costing) kao specifičan sistem obračuna se bazira na konceptu kaizena.)
MATCH@M:(Kaizen (Ky’zen) is a Japanese term, a specific combination of two words and literally means “change (kai) in order to become good (zen)“.===>Kaizen (Ky’zen) je japanski termin koji predstavlja svojevrstan spoj dve reči i doslovno znači „ promena (kai) da bi se postao dobar (zen) “.)
MATCH@E:(Kaizen (Kyzen) is a Japanese term, a specific combination of two words and literally means change (kai) in order to become good (zen).===>Kaizen (Kyzen) je japanski termin koji predstavlja svojevrstan spoj dve reči i doslovno znači promena (kai) da bi se postao dobar (zen) .)
MATCH@M:(The cost management adopted the kaizen concept as a concept of permanent improvement, ewhich means the continuity and a long-term approach to change.===>U menadžmentu troškova je danas prihvaćen koncept kaizena kao stalnog usavršavanja, što znači kontinuiranost i dugoročni pristup promenama.)
MATCH@E:(The cost management adopted the kaizen concept as a concept of permanent improvement, ewhich means the continuity and a long-term approach to change.===>U menadžmentu troškova je danas prihvaćen koncept kaizena kao stalnog usavršavanja, što znači kontinuiranost i dugoročni pristup promenama.)
MATCH@M:(The kaizen strategy means slight, gradual improvements in a long-term perspective.===>Kaizen strategija podrazume-va mala, postepena poboljšanja uz dugoročnu perspektivu.)
MATCH@E:(The kaizen strategy means slight, gradual improvements in a long-term perspective.===>Kaizen strategija podrazumeva mala, postepena poboljšanja uz dugoročnu perspektivu.)
MATCH@M:(The philosophy underlying the kaizen idea is that each employee can contribute to the method of manufacturing a product and improve the company’s operations in some way, therefore, a succession of slight improvements may in time cumulate into a significant increase in efficiency such as a large new investment.===>Filozofija koja stoji iza ideje kaizena je da svi zaposleni mogu nečim doprineti načinu izrade proizvoda i boljem obavljanju poslovanja preduzeća, pa da niz malih poboljšanja može tokom vremena kumulirati u tako značajnom povećanju efikasnosti kao što bi bio slučaj sa jednom velikom novom investicijom.)
MATCH@E:(The philosophy underlying the kaizen idea is that each employee can contribute to the method of manufacturing a product and improve the companys operations in some way, therefore, a succession of slight improvements may in time cumulate into a significant increase in efficiency such as a large new investment.===>Filozofija koja stoji iza ideje kaizena je da svi zaposleni mogu nečim doprineti načinu izrade proizvoda i boljem obavljanju poslovanja preduzeća, pa da niz malih poboljšanja može tokom vremena kumulirati u tako značajnom povećanju efikasnosti kao što bi bio slučaj sa jednom velikom novom investicijom.)
MATCH@M:(This could be visualized by a rising line representing the work productivity in a coordinate system where the “x“ axis presents the time period, and the “y“ axis presents productivity, contrary to single substantial improvements, such as inventions or investments into equipment, that are made at a definite moment and would be represented by a gradually rising line.===>To bi moglo da se vizualizuje uzlaznom linijom koja predstavlja produktivnost rada u koordinatnom sistemu gde je na „x“ osi vreme, a na „y“ osi produktivnost, za razliku od jednokratnih velikih poboljšanja, kao što su invencije ili investicije u opremu koje se dešavaju u određenom vremenu, čemu bi odgovaralo predstavljanje stepenastom linijom.)
MATCH@E:(This could be visualized by a rising line representing the work productivity in a coordinate system where the x axis presents the time period, and the y axis presents productivity, contrary to single substantial improvements, such as inventions or investments into equipment, that are made at a definite moment and would be represented by a gradually rising line.===>To bi moglo da se vizualizuje uzlaznom linijom koja predstavlja produktivnost rada u koordinatnom sistemu gde je na x osi vreme, a na y osi produktivnost, za razliku od jednokratnih velikih poboljšanja, kao što su invencije ili investicije u opremu koje se dešavaju u određenom vremenu, čemu bi odgovaralo predstavljanje stepenastom linijom.)
MATCH@M:(The key elements of kaizen are as follows: quality, effort, will for change and communication.===>Ključni elementi kaizena su: kvalitet, napor, volja za promenom i komunikacija.)
MATCH@E:(The key elements of kaizen are as follows: quality, effort, will for change and communication.===>Ključni elementi kaizena su: kvalitet, napor, volja za promenom i komunikacija.)
MATCH@M:(The manager who accepts the kaizen supports the continual process of imcremental improvements within an organization.===>Stav menadžera koji pod-razumeva prihvatanje kaizena podržava kontinuelni proces inkrementalnih poboljšanja unutar neke organizacije.)
MATCH@E:(The manager who accepts the kaizen supports the continual process of imcremental improvements within an organization.===>Stav menadžera koji podrazumeva prihvatanje kaizena podržava kontinuelni proces inkrementalnih poboljšanja unutar neke organizacije.)
MATCH@M:(The fundamentals of kaizen model comprise five elements: team work, individual discipline, high level of ethics, quality circles and suggestions for improvements.===>Osnova kaizen modela se sastoji od pet elemenata: timski rad, individualna disciplina, povišen moral, krugovi kvaliteta i sugestije za poboljšanja.)
MATCH@E:(The fundamentals of kaizen model comprise five elements: team work, individual discipline, high level of ethics, quality circles and suggestions for improvements.===>Osnova kaizen modela se sastoji od pet elemenata: timski rad, individualna disciplina, povišen moral, krugovi kvaliteta i sugestije za poboljšanja.)
MATCH@M:(These give three key aspects of keizen: elimination of waste products and inefficiency, the “5 S“ framework for good maintenance and standardization.===>Iz ovoga proizilaze tri ključna aspekta kaizena: eliminacija škarta i neefikasnosti, „5 S“ okvir za dobro održavanje i standardizacija.)
MATCH@E:(These give three key aspects of keizen: elimination of waste products and inefficiency, the 5 S framework for good maintenance and standardization.===>Iz ovoga proizilaze tri ključna aspekta kaizena: eliminacija škarta i neefikasnosti, 5 S okvir za dobro održavanje i standardizacija.)
MATCH@M:(The areas of the effects are quality management, cost management and logistics management.===>Područja efekata su upravljanje kvalitetom, menadžment troškova i menadžment logistike.)
MATCH@E:(The areas of the effects are quality management, cost management and logistics management.===>Područja efekata su upravljanje kvalitetom, menadžment troškova i menadžment logistike.)
MATCH@M:(Through its impact upon manyfold functional parts of the organization, kaizen can eventually lead to a sustainable profit management.===>Kroz uticaj na mnogostruke funkcionalne delove organizacije, kaizen može konačno dovesti do održivog upravljanja profitom.)
MATCH@E:(Through its impact upon manyfold functional parts of the organization, kaizen can eventually lead to a sustainable profit management.===>Kroz uticaj na mnogostruke funkcionalne delove organizacije, kaizen može konačno dovesti do održivog upravljanja profitom.)
MATCH@M:(The organization should first reduce or eliminate waste products and inefficiency resulting from excessive production, surplus stocks, returned products, waiting, installation, transport.===>Najpre bi organizacija trebalo da smanji ili eliminiše škart i neefikasnost koji su proizašli iz prekomerne proizvodnje, viška zaliha, vraćenih proizvoda, čekanja, montaže, transporta.)
MATCH@E:(The organization should first reduce or eliminate waste products and inefficiency resulting from excessive production, surplus stocks, returned products, waiting, installation, transport.===>Najpre bi organizacija trebalo da smanji ili eliminiše škart i neefikasnost koji su proizašli iz prekomerne proizvodnje, viška zaliha, vraćenih proizvoda, čekanja, montaže, transporta.)
MATCH@M:(The next building block, good maintenance is achieved through the “5 S“ (in Japanese): (1) seiri - “cleaning up“ in the sense of keeping only what is necessary for work to be done and what contributes to work simplification; (2) seiton - tidiness as increased efficiency by allocating material, equipment, etc; (3) seiso - cleanliness, so that everything looks appropriate and attractive; (4) seiketsu - “putting to order“ in the sense of regularity and institutionalization of keeping things clean and organized as part of “visual management“; and (5) shitsuke - discipline referring to individual responsibility [7].===>Dobro održavanje kao sle-deći gradivni blok se postiže kroz „5 S“ (na japanskom): (1) seiri - „pospremanje“ u smislu odvajanja samo onog što je neophodno za rad i doprinosi sim-plificiranju rada, (2) seiton - urednost kao povećanje efikasnosti putem alokacije materijala, opreme itd., (3) seiso - čistoću tako da sve izgleda prikladno i atraktivno, (4) seiketsu - „dovođenje u red“ u smislu regularnosti i institucionalizacije držanja stvari čistim i organizovanim kao deo „vizuelnog menadžmenta“ i (5) shitsuke - disciplinu koja se odnosi na pojedinačnu odgovornost [7].)
MATCH@E:(The next building block, good maintenance is achieved through the 5 S (in Japanese): (1) seiri cleaning up in the sense of keeping only what is necessary for work to be done and what contributes to work simplification; (2) seiton tidiness as increased efficiency by allocating material, equipment, etc; (3) seiso cleanliness, so that everything looks appropriate and attractive; (4) seiketsu - putting to order in the sense of regularity and institutionalization of keeping things clean and organized as part of visual management; and (5) shitsuke discipline referring to individual responsibility Š7Ë. Standardization of practice is still very important, and management is in charge of the the standards.===>Dobro održavanje kao sledeći gradivni blok se postiže kroz 5 S (na japanskom): (1) seiri pospremanje u smislu odvajanja samo onog što je neophodno za rad i doprinosi simplificiranju rada, (2) seiton urednost kao povećanje efikasnosti putem alokacije materijala, opreme itd., (3) seiso čistoću tako da sve izgleda prikladno i atraktivno, (4) seiketsu dovođenje u red u smislu regularnosti i institucionalizacije držanja stvari čistim i organizovanim kao deo vizuelnog menadžmenta i (5) shitsuke - disciplinu koja se odnosi na pojedinačnu odgovornost Š7Ë. ~~~ Standardizacija prakse je dalje veoma bitna, a menadžment je zadužen za poboljšanje standarda.)
MATCH@M:(Moreover, the top management plays an important role in ensuring that kaizen, “5 S“, and work standardization are widely implemented and coordinated, alongside the strict selfdiscipline of all employees, and their mutual collaboration.===>Pri svemu ovome vrhovni menadžment igra značajnu ulogu u staranju o široko rasprostranjenoj primeni i koordinaciji kaizena, „5 S“ i standardizacije rada, uz veliku samodisciplinu svih zaposlenih, ali i njihovu međusobnu saradnju.)
MATCH@E:(Moreover, improving top management plays an important role in ensuring that kaizen, 5 S, and work standardization are widely implemented and coordinated, alongside the strict selfdiscipline of all employees, and their mutual collaboration.===>Pri svemu ovome vrhovni menadžment igra značajnu ulogu u staranju o široko rasprostranjenoj primeni i koordinaciji kaizena, 5 S i standardizacije rada, uz veliku samodisciplinu svih zaposlenih, ali i njihovu međusobnu saradnju.)
MATCH@M:(This is essentially a process-oriented management style, which has its vital behaviouristic dimension.===>U suštini se radi o procesno orijentisanom stilu menadž-menta, što ima svoju bitnu biheviorističku dimenziju.)
MATCH@E:(This is essentially a process-oriented management style, which has its vital behaviouristic dimension.===>U suštini se radi o procesno orijentisanom stilu menadžmenta, što ima svoju bitnu biheviorističku dimenziju.)
MATCH@M:(The implementation of the kaizen strategy brings the change in the employee behaviour in its wake.===>U realizaciji kaizen strategije dolazi do promena ponašanja zaposlenih.)
MATCH@E:(The implementation of the kaizen strategy brings the change in the employee behaviour in its wake.===>U realizaciji kaizen strategije dolazi do promena ponašanja zaposlenih.)
MATCH@M:(As regards the cost management, it is important that kaizen costing has a mission of cost reduction.===>Sa stanovišta menadžmenta troškova bitno je da kaizen obračun troškova ima misiju snižavanja troškova.)
MATCH@E:(As regards the cost management, it is important that kaizen costing has a mission of cost reduction.===>Sa stanovišta menadžmenta troškova bitno je da kaizen obračun troškova ima misiju snižavanja troškova.)
MATCH@M:(This is the system of costing that focuses upon reducing costs in the manufacture phase as part of the overall life cycle of the product.===>To je sistem obračuna troškova koji se usredsređuje na snižavanje troškova u fazi proizvodnje kao delu ce-lokupnog životnog ciklusa proizvoda.)
MATCH@E:(This is the system of costing that focuses upon reducing costs in the manufacture phase as part of the overall life cycle of the product.===>To je sistem obračuna troškova koji se usredsređuje na snižavanje troškova u fazi proizvodnje kao delu celokupnog životnog ciklusa proizvoda.)
MATCH@M:(Since the term kaizen in Japanese means slight incremental improvement of the process, rather than improvements through large-scale innovations, this is a reasonable approach to the manufacture phase, where big changes would incur high costs.===>Pošto kaizen kao termin na japanskom znači mala inkrementalna poboljšanja procesa pre nego poboljšanja kroz velike inovacije, ovo predstavlja razuman pristup za fazu proizvodnje, gde bi velike promene zahtevale visoke troškove.)
MATCH@E:(Since the term kaizen in Japanese means slight incremental improvement of the process, rather than improvements through large-scale innovations, this is a reasonable approach to the manufacture phase, where big changes would incur high costs.===>Pošto kaizen kao termin na japanskom znači mala inkrementalna poboljšanja procesa pre nego poboljšanja kroz velike inovacije, ovo predstavlja razuman pristup za fazu proizvodnje, gde bi velike promene zahtevale visoke troškove.)
MATCH@M:(The cost reduction goals mean continual engagement, that is, comparing target costs with actual amounts of reduced costs.===>Ciljevi sniženja troškova podrazumevaju kontinuelno angažovanje, odnosno uporedjivanje ciljanih troškova sa stvarnim iznosima sniženih troškova.)
MATCH@E:(The cost reduction goals mean continual engagement, that is, comparing target costs with actual amounts of reduced costs.===>Ciljevi sniženja troškova podrazumevaju kontinuelno angažovanje, odnosno uporedjivanje ciljanih troškova sa stvarnim iznosima sniženih troškova.)
MATCH@M:(Here, it is especially important that the employees know how to improve the processes, as well as that they are responsible in achieving standards of cost reduction.===>Pri tome je posebno značajno znanje radnika o tome kako da se poboljšaju procesi, kao i njihova odgovornost prilikom dostizanja standarda sniženja troškova.)
MATCH@E:(Here, it is especially important that the employees know how to improve the processes, as well as that they are responsible in achieving standards of cost reduction.===>Pri tome je posebno značajno znanje radnika o tome kako da se poboljšaju procesi, kao i njihova odgovornost prilikom dostizanja standarda sniženja troškova.)
MATCH@M:(In case the amounts of targeted cost reduction are not achieved, an investigation is needed.===>Istraživanje je potrebno izvršiti ukoliko iznosi ciljanog sniženja troškova nisu dostignuti.)
MATCH@E:(In case the amounts of targeted cost reduction are not achieved, an investigation is needed.===>Istraživanje je potrebno izvršiti ukoliko iznosi ciljanog sniženja troškova nisu dostignuti.)
MATCH@M:(Problems may arise in cases of hard pressure upon the employees as well as due to managerial focusing upon details.===>Problemi mogu nastati zbog velikog pritiska na zaposlene i zbog menadžerskog fokusiranja na detalje.)
MATCH@E:(Problems may arise in cases of hard pressure upon the employees as well as due to managerial focusing upon details.===>Problemi mogu nastati zbog velikog pritiska na zaposlene i zbog menadžerskog fokusiranja na detalje.)
MATCH@M:(In Toyota, a successful Japanese company, kaizen used to be stressed as a starting point for new reasoning and as an inspiration for high quality products and services focused on customers, which ultimately lead to a global business success [8].===>U uspešnoj japanskoj kompaniji Toyota kaizen je istican kao polazište za novo razmišljanje i kao inspiracija za proizvode i usluge visokog kvaliteta fokusirane na kupce, što je u krajnjoj instanci doprinelo poslovnom uspehu globalnih razmera [8].)
MATCH@E:(In Toyota, a successful Japanese company, kaizen used to be stressed as a starting point for new reasoning and as an inspiration for high quality products and services focused on customers, which ultimately lead to a global business success Š8Ë.===>U uspešnoj japanskoj kompaniji Toyota kaizen je istican kao polazište za novo razmišljanje i kao inspiracija za proizvode i usluge visokog kvaliteta fokusirane na kupce, što je u krajnjoj instanci doprinelo poslovnom uspehu globalnih razmera Š8Ë.)
MATCH@M:(The essence of kaizen is expressed in the following slogans: “All roads lead to continual improvements“ and “Always better“rather than “the best“.===>Suština kaizena je sažeta u sledečim sloganima: Svi putevi vode ka kontinuiranim poboljšanjima i „Uvek bolji“pre nego „najbolji“.)
MATCH@E:(The essence of kaizen is expressed in the following slogans: All roads lead to continual improvements and Always better rather than the best.===>Suština kaizena je sažeta u sledečim sloganima: ~~~ Svi putevi vode ka kontinuiranim poboljšanjima i Uvek bolji pre nego najbolji. 3.)
MATCH@M:(Target Costing (TC) is a method of cost and profit planning focusing upon products with discrete processes of production towards reducing costs to targeted levels in one plan cycle.===>Ciljani obračun troškova (TC - Target Costing) je me-tod planiranja troškova i profita koji se fokusira na proizvode sa diskretnim procesima proizvodnje da bi se snizili troškovi do ciljanih nivoa u jednom planskom ciklusu.)
MATCH@E:(3. ~~~ Target costing and managerial decision making Target Costing (TC) is a method of cost and profit planning focusing upon products with discrete processes of production towards reducing costs to targeted levels in one plan cycle.===>Ciljani obračun troškova i menadžersko odlučivanje Ciljani obračun troškova (TC - Target Costing) je metod planiranja troškova i profita koji se fokusira na proizvode sa diskretnim procesima proizvodnje da bi se snizili troškovi do ciljanih nivoa u jednom planskom ciklusu.)
MATCH@M:(It takes into account the assumed customers ability to pay, that is, market prices.===>On uzima u obzir pretpostavljenu sposobnost kupaca da plate, odnosno formiranje tržišnih cena.)
MATCH@E:(It takes into account the assumed customers ability to pay, that is, market prices.===>On uzima u obzir pretpostavljenu sposobnost kupaca da plate, odnosno formiranje tržišnih cena.)
MATCH@M:(Since this way starts from target profit, the target costs may not be exceeded.===>Pošto se na ovaj način polazi od ciljanog profita, ciljani troškovi se ne smeju premašiti.)
MATCH@E:(Since this way starts from target profit, the target costs may not be exceeded.===>Pošto se na ovaj način polazi od ciljanog profita, ciljani troškovi se ne smeju premašiti.)
MATCH@M:(The order of steps and the way of thinking in pricing the product in case of target costing differ from the traditional costing to a large extent.===>Kod ciljanog obračuna troškova redosled koraka i način razmišljanja o određivanju troškova proizvoda se znatno razlikuju od tradicionalnog obračuna troškova.)
MATCH@E:(The order of steps and the way of thinking in pricing the product in case of target costing differ from the traditional costing to a large extent.===>Kod ciljanog obračuna troškova redosled koraka i način razmišljanja o određivanju troškova proizvoda se znatno razlikuju od tradicionalnog obračuna troškova.)
MATCH@M:(First and foremost, the marketing research does not stop in the starting phase prior to the product specification, but is run continually throughout the target costing process.===>Pre svega, istraživanje marketinga se ne završava u početnoj fazi pre specifikacije proizvoda, već se odvija kontinuirano tokom čitavog procesa ciljanog obračuna troškova.)
MATCH@E:(First and foremost, the marketing research does not stop in the starting phase prior to the product specification, but is run continually throughout the target costing process.===>Pre svega, istraživanje marketinga se ne završava u početnoj fazi pre specifikacije proizvoda, već se odvija kontinuirano tokom čitavog procesa ciljanog obračuna troškova.)
MATCH@M:(Besides, more time is consumed in the specification phase and the product design phase in order to minimize the demand for changing the product design in the course of the production process when this is considerably more expensive.===>Pored toga, više vremena se utroši u fazi specifikacije i projektovanja proizvoda da bi se minimizirala potreba za promenom dizajna proizvoda u toku procesa proizvodnje, kada je to mnogo skuplje.)
MATCH@E:(Besides, more time is consumed in the specification phase and the product design phase in order to minimize the demand for changing the product design in the course of the production process when this is considerably more expensive.===>Pored toga, više vremena se utroši u fazi specifikacije i projektovanja proizvoda da bi se minimizirala potreba za promenom dizajna proizvoda u toku procesa proizvodnje, kada je to mnogo skuplje.)
MATCH@M:(Generally, target costing uses a modified concept of the overall life cycle of a product or a service.===>U celini posmatrano, kod ciljanog obračuna troškova primenjuje se modifilovani koncept celokupnog životnog ciklusa proizvoda ili usluge.)
MATCH@E:(Generally, target costing uses a modified concept of the overall life cycle of a product or a service.===>U celini posmatrano, kod ciljanog obračuna troškova primenjuje se modifilovani koncept celokupnog životnog ciklusa proizvoda ili usluge.)
MATCH@M:(This means that the costs of product maintenence and costs of “getting rid“ of it are also included.===>To znači da su uključeni i troškovi održavanja proizvoda i „oslobađanja“ od njega.)
MATCH@E:(This means that the costs of product maintenence and costs of getting rid of it are also included.===>To znači da su uključeni i troškovi održavanja proizvoda i oslobađanja od njega.)
MATCH@M:(The target sales price of a product/service Stc, as well as the target scope of realized products/delivered services are determined.===>Određuje se ciljana prodajna cena proizvoda/usluge Stc i ciljani obim realizovanih proizvoda/pruženih usluga.)
MATCH@E:(The target sales price of a product/service Stc, as well as the target scope of realized products/delivered services are determined.===>Određuje se ciljana prodajna cena proizvoda/usluge Stc i ciljani obim realizovanih proizvoda/pruženih usluga.)
MATCH@M:(The target profit margin Ptc results from a long-term profit analysis and is usually based on the returns on income from sales, since this ratio is most easily brought into relation with profitability for any product/service.===>Ciljana margina profita Ptc rezultira iz analize profita na dugi rok i obično je bazirana na prinosu na prihod od prodaje zato što se ovaj racio može najbliže dovesti u vezu sa profitabilnošću za svaki proiz-vod/uslugu.)
MATCH@E:(The target profit margin Ptc results from a long-term profit analysis and is usually based on the returns on income from sales, since this ratio is most easily brought into relation with profitability for any product/service.===>Ciljana margina profita Ptc rezultira iz analize profita na dugi rok i obično je bazirana na prinosu na prihod od prodaje zato što se ovaj racio može najbliže dovesti u vezu sa profitabilnošću za svaki proizvod/uslugu.)
MATCH@M:(The target cost Ctc is the difference between the target sales price of the product and the target profit margin.===>Ciljani trošak Ctc je razlika između ciljana prodajne cene proizvoda i ciljane margine profita.)
MATCH@E:(The target cost Ctc is the difference between the target sales price of the product and the target profit margin.===>Ciljani trošak Ctc je razlika između ciljana prodajne cene proizvoda i ciljane margine profita.)
MATCH@M:(This is the area of value engineering, which here represents the process of re-examining each of the product components in order to find out whether its costs could be reduced while retaining its functionality and its existing performances.===>To je domen inženjeringa vrednosti, koji ovde predstavlja proces preispitivanja svake komponente proizvoda da bi se odredilo da li njeni troškovi mogu biti smanjeni uz zadržavanje funkcionalnosti i postojećih performansi.)
MATCH@E:(This is the area of value engineering, which here represents the process of re-examining each of the product components in order to find out whether its costs could be reduced while retaining its functionality and its existing performances.===>To je domen inženjeringa vrednosti, koji ovde predstavlja proces preispitivanja svake komponente proizvoda da bi se odredilo da li njeni troškovi mogu biti smanjeni uz zadržavanje funkcionalnosti i postojećih performansi.)
MATCH@M:(In some cases the design may be changed, the materials used in manufacturing may be replaced or production processes may be redesigned.===>U nekim slučajevima se može izmeniti dizajn, zameniti materijali kori-šćeni u proizvodnji ili se vrši redizajniranje proizvodnih procesa.)
MATCH@E:(In some cases the design may be changed, the materials used in manufacturing may be replaced or production processes may be redesigned.===>U nekim slučajevima se može izmeniti dizajn, zameniti materijali korišćeni u proizvodnji ili se vrši redizajniranje proizvodnih procesa.)
MATCH@M:(In practice, several iterations of value engineering are usually necessary in order that the final target costs are defined.===>U praksi je obično potrebno nekoliko ite-racija inženjeringa vrednosti da bi se odredili finalni ciljani troškovi.)
MATCH@E:(In practice, several iterations of value engineering are usually necessary in order that the final target costs are defined.===>U praksi je obično potrebno nekoliko iteracija inženjeringa vrednosti da bi se odredili finalni ciljani troškovi.)
MATCH@M:(The strategy orientation and the holistic approach are evident in building crossfunctional teams whose members come from all business paths.===>Strategijska orijentacija i holistički pristup su evidentni kod formiranja kros-funkcional-nih timova čiji su članovi iz svih poslovnih funkcija.)
MATCH@E:(The strategy orientation and the holistic approach are evident in building crossfunctional teams whose members come from all business paths.===>Strategijska orijentacija i holistički pristup su evidentni kod formiranja kros-funkcionalnih timova čiji su članovi iz svih poslovnih funkcija.)
MATCH@M:(There are also the external representatives of the value chain sections.===>Pored toga, tu su i eksterni predstavnici delova lanca vrednosti.)
MATCH@E:(There are also the external representatives of the value chain sections.===>Pored toga, tu su i eksterni predstavnici delova lanca vrednosti.)
MATCH@M:(The company establishes long-term business relations with them.===>Sa njima preduzeće uspostavlja dugoročne odnose.)
MATCH@E:(The company establishes long-term business relations with them.===>Sa njima preduzeće uspostavlja dugoročne odnose.)
MATCH@M:(Of special importance is the role of suppliers who may be requested to reduce the costs of certain components if necessary.===>Posebno je značajna uloga snabdevača od kojih se može tražiti da snize troškove pojedinih komponenti ukoliko je to potrebno.)
MATCH@E:(Of special importance is the role of suppliers who may be requested to reduce the costs of certain components if necessary.===>Posebno je značajna uloga snabdevača od kojih se može tražiti da snize troškove pojedinih komponenti ukoliko je to potrebno.)
MATCH@M:(This can result into the supply chain management which develops long-term cooperation between the business customers and the suppliers, the one that will be fruitful for both parties.===>Ovo može rezultirati u menadžmentu lanca snabdevanja kojim se razvijaju dugoročni kooperativni odnosi između poslovnih kupaca i dobavljača koji će doneti obostrane koristi.)
MATCH@E:(This can result into the supply chain management which develops long-term cooperation between the business customers and the suppliers, the one that will be fruitful for both parties.===>Ovo može rezultirati u menadžmentu lanca snabdevanja kojim se razvijaju dugoročni kooperativni odnosi između poslovnih kupaca i dobavljača koji će doneti obostrane koristi.)
MATCH@M:(When implemented, target costing may cause certain difficulties, primarily in the communication among various parties involved in both the process and the employee motivation.===>U primeni ciljani obračun troškova može prouzrokovati određene teškoće, pre svega u komunikaciji između različitih strana uključenih u proces i u motivaciji zaposlenih.)
MATCH@E:(When implemented, target costing may cause certain difficulties, primarily in the communication among various parties involved in both the process and the employee motivation.===>U primeni ciljani obračun troškova može prouzrokovati određene teškoće, pre svega u komunikaciji između različitih strana uključenih u proces i u motivaciji zaposlenih.)
MATCH@M:(It is successfully implemented not only in a large number of Japanese companies, but also in companies worldwide, as a broader approach to cost management and profit planning (e.g., in Eastman, Kodak and Boeing companies) [9, 10].===>On se uspešno primenjuje u mnogim japanskim kompanijama, a kao širi pristup mendžmentu troškova i planiranju profita i u preduzećima širom sveta (npr. u kompanijama Eastman Kodak i Boeing) [9, 10] .)
MATCH@E:(It is successfully implemented not only in a large number of Japanese companies, but also in companies worldwide, as a broader approach to cost management and profit planning (e.g., in Eastman, Kodak and Boeing companies) Š9, 10Ë.===>On se uspešno primenjuje u mnogim japanskim kompanijama, a kao širi pristup mendžmentu troškova i planiranju profita i u preduzećima širom sveta (npr. u kompanijama Eastman Kodak i Boeing) Š9, 10Ë .)
MATCH@M:(On the basis of research and comparison of more recent methods of costing, a conclusion can be drawn that target costing is a tool directly resulting from highly competitive markets in a variety of industries.===>Na bazi istraživanja i kompariranja novijih metoda obračuna troškova možemo zaključiti da ciljani obračun troškova predstavjla alat koji je direktno rezultirao iz veoma konkurentnih tržišta u mnogim privrednim delatnostima.)
MATCH@E:(On the basis of research and comparison of more recent methods of costing, a conclusion can be drawn that target costing is a tool directly resulting from highly competitive markets in a variety of industries.===>Na bazi istraživanja i kompariranja novijih metoda obračuna troškova možemo zaključiti da ciljani obračun troškova predstavjla alat koji je direktno rezultirao iz veoma konkurentnih tržišta u mnogim privrednim delatnostima.)
MATCH@M:(It is implemented to determine the desired costs of the product on the basis of the given competitive price, so that the product should yield a desired profit.===>Njime se određuju poželjni troškovi proizvoda na bazi date konkurentske cene, tako da proizvod donese željeni profit.)
MATCH@E:(It is implemented to determine the desired costs of the product on the basis of the given competitive price, so that the product should yield a desired profit.===>Njime se određuju poželjni troškovi proizvoda na bazi date konkurentske cene, tako da proizvod donese željeni profit.)
MATCH@M:(In this way, the cost is determined by the price.===>Na ovaj način trošak je determinisan cenom.)
MATCH@E:(In this way, the cost is determined by the price.===>Na ovaj način trošak je determinisan cenom.)
MATCH@M:(The company using target costing must frequently apply strict measures of cost reduction or redesign the product or production process to remain profitable with the given market price.===>Preduzeće koje koristi target costing mora često da primenjuje striktne mere redukcije troškova ili da redizajnira proizvod ili proces proizvodnje da bi uspelo da uz datu tržišnu cenu ostane profitabilno.)
MATCH@E:(The company using target costing must frequently apply strict measures of cost reduction or redesign the product or production process to remain profitable with the given market price.===>Preduzeće koje koristi target costing mora često da primenjuje striktne mere redukcije troškova ili da redizajnira proizvod ili proces proizvodnje da bi uspelo da uz datu tržišnu cenu ostane profitabilno.)
MATCH@M:(Target costing encourages the firm to become more competitive, especially in industries where even smallest differences in prices attract the customers towards lower-price products.===>Ciljani obračun troškova podstiče firmu da bude konkurentnija, posebno u delatnostima gde čak i male razlike u ceni privlače kupce ka proizvodima sa nižom ce-nom.)
MATCH@E:(Target costing encourages the firm to become more competitive, especially in industries where even smallest differences in prices attract the customers towards lower-price products.===>Ciljani obračun troškova podstiče firmu da bude konkurentnija, posebno u delatnostima gde čak i male razlike u ceni privlače kupce ka proizvodima sa nižom cenom.)
MATCH@M:(A good example of an industry implementing TC is the production of cameras.===>Dobar primer za industriju koja primenjuje TC je proizvodnja foto aparata.)
MATCH@E:(A good example of an industry implementing TC is the production of cameras.===>Dobar primer za industriju koja primenjuje TC je proizvodnja foto aparata.)
MATCH@M:(The camera producers such as Minolta know the market price of each production line of the cameras they produce, therefore they redesign the product (for example, add/take out certain properties, use less expensive parts and materials) and redesign the production process in order to reduce production costs to previously defined target costs [11].===>Proizvođači foto aparata kao što je Minolta, znaju tržišnu cenu za svaku liniju kamera koje proizvode, tako da oni redizajniraju proizvod (na primer dodaju/oduzimaju određene karakteristike, koriste jeftinije delove i materijale) i redizajni-raju proizvodni proces da bi reducirali proizvodne troškove do unapred određenih ciljanih troškova [11].)
MATCH@E:(The camera producers such as Minolta know the market price of each production line of the cameras they produce, therefore they redesign the product (for example, add/take out certain properties, use less expensive parts and materials) and redesign the production process in order to reduce production costs to previously defined target costs Š11Ë.===>Proizvođači foto aparata kao što je Minolta, znaju tržišnu cenu za svaku liniju kamera koje proizvode, tako da oni redizajniraju proizvod (na primer dodaju/oduzimaju određene karakteristike, koriste jeftinije delove i materijale) i redizajniraju proizvodni proces da bi reducirali proizvodne troškove do unapred određenih ciljanih troškova Š11Ë.)
MATCH@M:(The automobile industry also uses the TC [12].===>U automobilskoj industriji se takođe koristi TC [12].)
MATCH@E:(The automobile industry also uses the TC Š12Ë.===>U automobilskoj industriji se takođe koristi TC Š12Ë.)
MATCH@M:(The Toyota company introduced the method of target costing in 1960’s to achieve high quality and desired properties of products, at competitive prices.===>Kompanija Toyota je kao metod uvela ciljani obračun troškova šezdesetih godina 20. veka da bi njime postigla visok kvalitet i željene karakteristike proizvoda po konkurentnoj ceni.)
MATCH@E:(The Toyota company introduced the method of target costing in 1960s to achieve high quality and desired properties of products, at competitive prices.===>Kompanija Toyota je kao metod uvela ciljani obračun troškova šezdesetih godina 20. veka da bi njime postigla visok kvalitet i željene karakteristike proizvoda po konkurentnoj ceni.)
MATCH@M:(It is well known that Toyota is one of the leading automobile producers in the world, which was evident in the conditions of the global economic crisis too.===>Poznato je da je Toyota među vodećim svetskim proizvođačima automobila, što se pokazalo i u uslovima globalne ekonomske krize.)
MATCH@E:(It is well known that Toyota is one of the leading automobile producers in the world, which was evident in the conditions of the global economic crisis too.===>Poznato je da je Toyota među vodećim svetskim proizvođačima automobila, što se pokazalo i u uslovima globalne ekonomske krize.)
MATCH@M:(This company is very successful in placing high quality vehices at competitive prices.===>Ova kompanija uspešno plasira visoko kvalitetna vozila po konkurentnim cenama.)
MATCH@E:(This company is very successful in placing high quality vehices at competitive prices.===>Ova kompanija uspešno plasira visoko kvalitetna vozila po konkurentnim cenama.)
MATCH@M:(It is important to note that target costing is an approach in which cost management plays an important role.===>Bitno je naglasiti da ciljani obračun troškova predstavlja pristup u kome menadžment troškova igra veliku ulogu.)
MATCH@E:(It is important to note that target costing is an approach in which cost management plays an important role.===>Bitno je naglasiti da ciljani obračun troškova predstavlja pristup u kome menadžment troškova igra veliku ulogu.)
MATCH@M:(In implementing target costing the company plans, or designs the product to achieve the desired profit, fulfilling the expectations of customers as to the quality and the properties of the product.===>Korišćenjem ciljanog obračuna troškova pred-uzeće planira, odnosno projektuje proizvod da bi ostvarilo željeni profit uz zadovoljenje očekivanja kupaca vezanih za kvalitet i za karakteristike proizvoda.)
MATCH@E:(In implementing target costing the company plans, or designs the product to achieve the desired profit, fulfilling the expectations of customers as to the quality and the properties of the product.===>Korišćenjem ciljanog obračuna troškova preduzeće planira, odnosno projektuje proizvod da bi ostvarilo željeni profit uz zadovoljenje očekivanja kupaca vezanih za kvalitet i za karakteristike proizvoda.)
MATCH@M:(The balancing of costs, properties and quality is effected through designing, manufacturing, sales and servicing the product, but the stress is on the first phase, the design.===>Balansiranje troškova, karakteristika i kvaliteta se odvija kroz projektovanje, proizvodnju, prodaju i servi-siranje proizvoda, ali ima naglasak u prvoj fazi, pro-jektovanju.)
MATCH@E:(The balancing of costs, properties and quality is effected through designing, manufacturing, sales and servicing the product, but the stress is on the first phase, the design.===>Balansiranje troškova, karakteristika i kvaliteta se odvija kroz projektovanje, proizvodnju, prodaju i servisiranje proizvoda, ali ima naglasak u prvoj fazi, projektovanju.)
MATCH@M:(When the alternatives in this area are analysed and the selection is accomplished, Toyota is shown to have a maximum flexibility in selecting the options that affect the production and all the other costs of the product, such as the costs related to the customer service and technical guarantee.===>Kada se alternative u ovom području ispitaju i izvrši selekcija, Toyota ima maksimalnu fleksibilnost za izbor opcija koje utiču na proizvodne i sve ostale troškove proizvoda, kao što su troškovi vezani za servis kupcima i za tehničku garanciju.)
MATCH@E:(When the alternatives in this area are analysed and the selection is accomplished, Toyota is shown to have a maximum flexibility in selecting the options that affect the production and all the other costs of the product, such as the costs related to the customer service and technical guarantee.===>Kada se alternative u ovom području ispitaju i izvrši selekcija, Toyota ima maksimalnu fleksibilnost za izbor opcija koje utiču na proizvodne i sve ostale troškove proizvoda, kao što su troškovi vezani za servis kupcima i za tehničku garanciju.)
MATCH@M:(When the product design has been completed and the production starts, the cost consequences of the selection of properties and production methods are fixed until the next change in the model.===>Pošto se projektovanje proizvoda završi i počne proizvodnja, troškovne posledice izbora karakteristika i metoda proizvodnje su utvrđene do sledece promene modela.)
MATCH@E:(When the product design has been completed and the production starts, the cost consequences of the selection of properties and production methods are fixed until the next change in the model.===>Pošto se projektovanje proizvoda završi i počne proizvodnja, troškovne posledice izbora karakteristika i metoda proizvodnje su utvrđene do sledeće promene modela.)
MATCH@M:(As a result, the development of proper, cost effective design is of critical importance.===>Kao rezultat, razvoj dobrog, troškovno efektivnog projektovanja je kritičan.)
MATCH@E:(As a result, the development of proper, cost effective design is of critical importance.===>Kao rezultat, razvoj dobrog, troškovno efektivnog projektovanja je kritičan.)
MATCH@M:(In this way, the concept of target costing stresses the application of the designing process to improve the product and reduce costs, that is, with time and material saving.===>Na ovaj način koncept ciljanog obračuna troškova stavlja naglasak na koriščenje procesa projektovanja da bi se poboljšao proizvod i snizili troškovi, odnosno uz uštedu vremena i materijala.)
MATCH@E:(In this way, the concept of target costing stresses the application of the designing process to improve the product and reduce costs, that is, with time and material saving.===>Na ovaj način koncept ciljanog obračuna troškova stavlja naglasak na koriščenje procesa projektovanja da bi se poboljšao proizvod i snizili troškovi, odnosno uz uštedu vremena i materijala.)
MATCH@M:(From the managerial point of view, target costing is a technique that assumes that the company defines the allowed, or permissible, i.e., target costs for a product or a service starting from the given market price, so that it should earn a desired profit, which is especially applied in the conditions of global competition and the customers’ increased expectations.===>Sa menadžerskog aspekta, ciljani obračun troškova je tehnika koja podrazumeva da preduzece određuje dozvoljene, odnosno dopustive, tj. ciljane troškove za proizvod ili uslugu polazeći od date tržišne cene, tako da može da ostvari željeni profit, što se posebno primenjuje u uslovima globalne konkurentnosti i pove-canih očekivanja kupaca.)
MATCH@E:(From the managerial point of view, target costing is a technique that assumes that the company defines the allowed, or permissible, i.e., target costs for a product or a service starting from the given market price, so that it should earn a desired profit, which is especially applied in the conditions of global competition and the customers increased expectations.===>Sa menadžerskog aspekta, ciljani obračun troškova je tehnika koja podrazumeva da preduzeće određuje dozvoljene, odnosno dopustive, tj. ciljane troškove za proizvod ili uslugu polazeći od date tržišne cene, tako da može da ostvari željeni profit, što se posebno primenjuje u uslovima globalne konkurentnosti i povećanih očekivanja kupaca.)
MATCH@M:(The company has at disposal two options to reduce costs to the target cost level.===>Preduzece ima dve opcije da snizi troškove do ciljanog troškovnog nivoa:)
MATCH@E:(The company has at disposal two options to reduce costs to the target cost level.===>Preduzeće ima dve opcije da snizi troškove do ciljanog troškovnog nivoa:)
MATCH@M:(A large number of companies implement both options.===>Mnoga preduzeća primenjuju obe opcije.)
MATCH@E:(A large number of companies implement both options.===>Mnoga preduzeća primenjuju obe opcije.)
MATCH@M:(The target costing, having a clearly set objective, is shown to motivate both the managers and the employees.===>Pokazalo se da ciljani obračun troškova, pošto ima jasno postavljen cilj, deluje motivišuće i na menadžere, i na zaposlene.)
MATCH@E:(The target costing, having a clearly set objective, is shown to motivate both the managers and the employees.===>Pokazalo se da ciljani obračun troškova, pošto ima jasno postavljen cilj, deluje motivišuće i na menadžere, i na zaposlene.)
MATCH@M:(In the designing process, a large number of automobile, software and other commodity producers have to determine a number and type of properties that will be included into periodical updating and modernizations using cost and market analyses.===>Veliki broj proizvođača automobila, softvera i mnogih potrošnih dobara moraju da odrede u procesu pro-jektovanja broj i tip karakteristika koje će uključiti u periodično ažuriranje i modernizovanje korišćenjem troškova i tržišnih razmatranja.)
MATCH@E:(In the designing process, a large number of automobile, software and other commodity producers have to determine a number and type of properties that will be included into periodical updating and modernizations using cost and market analyses.===>Veliki broj proizvođača automobila, softvera i mnogih potrošnih dobara moraju da odrede u procesu projektovanja broj i tip karakteristika koje će uključiti u periodično ažuriranje i modernizovanje korišćenjem troškova i tržišnih razmatranja.)
MATCH@M:(The target costing, based on the functionality and cost analysis is found to be an appropriate managerial tool for these companies.===>Ciljani obračun troškova, baziran na analizi balansa funkcionalnosti i troškova, predstavlja odgovarajući menadžerski alat za ova preduzeća.)
MATCH@E:(The target costing, based on the functionality and cost analysis is found to be an appropriate managerial tool for these companies.===>Ciljani obračun troškova, baziran na analizi balansa funkcionalnosti i troškova, predstavlja odgovarajući menadžerski alat za ova preduzeća.)
MATCH@M:(Target costing is implemented by an increasing number of companies worldwide: Toyota, Honda Motor Company, Boeing, Intel [13].===>Rastući broj preduzeća u svetu koristi ciljani obračun troškova : Toyota, Honda Motor Company, Boeing, Intel [13].)
MATCH@E:(Target costing is implemented by an increasing number of companies worldwide: Toyota, Honda Motor Company, Boeing, Intel Š13Ë.===>Rastući broj preduzeća u svetu koristi ciljani obračun troškova : ~~~ Toyota, Honda Motor Company, Boeing, Intel Š13Ë.)
MATCH@M:(Thus they compete on the basis of price and functionality defining.===>Oni na ovaj način kon-kurišu na bazi određivanja cena i funkcionalnosti.)
MATCH@E:(Thus they compete on the basis of price and functionality defining.===>Oni na ovaj način konkurišu na bazi određivanja cena i funkcionalnosti.)
MATCH@M:(Target costing can also be viewed from the aspect of its individual phases.===>Ciljani obračun troškova se može posmatrati i sa aspekta pojedinih njegovih faza.)
MATCH@E:(Target costing can also be viewed from the aspect of its individual phases.===>Ciljani obračun troškova se može posmatrati i sa aspekta pojedinih njegovih faza.)
MATCH@M:(Often, we deal with two approaches to the profit determining itself.===>Cesto su prisutna dva pristupa samom određivanju profita.)
MATCH@E:(Often, we deal with two approaches to the profit determining itself.===>Često su prisutna dva pristupa samom određivanju profita.)
MATCH@M:(The desired profit is usually determined by the product unit, which means that, if the product price falls, and the target cost falls proportionally, the profit will remain unchanged after the change in the price, presuming that the quantity of products sold does not change for the company.===>Obično se određuje poželjan profit po jedinici proizvoda, što podrazumeva da, ukoliko cena proizvoda pada, i ciljani trošak opada proporcionalno, tada će profit ostati nepromenjen posle promene cene, uz pretpostavku da se za preduzeće količina prodatih proizvoda ne menja.)
MATCH@E:(The desired profit is usually determined by the product unit, which means that, if the product price falls proportionally, the profit will remain unchanged after the change in the price, presuming that the quantity of target cost falls, and the products sold does not change for the company.===>Obično se određuje poželjan profit po jedinici proizvoda, što podrazumeva da, ukoliko cena proizvoda pada, i ciljani trošak opada proporcionalno, tada će profit ostati nepromenjen posle promene cene, uz pretpostavku da se za preduzeće količina prodatih proizvoda ne menja.)
MATCH@M:(The other approach is determining the desired profit as a percentage of returns on sales.===>Drugi pristup je određivanje poželjnog profita kao procentualnog dela prihoda od prodaje.)
MATCH@E:(The other approach is determining the desired profit as a percentage of returns on sales.===>Drugi pristup je određivanje poželjnog profita kao procentualnog dela prihoda od prodaje.)
MATCH@M:(Target costing implements the value engineering to reduce product costs by analysing the balance among different types of production functionality, or cost characteristics, and especially total production costs.===>Inženjering vrednosti se koristi u ciljanom obračunu troškova da bi se snizili troškovi proizvoda analiziranjem ravnoteže između različitih tipova proizvodne funkcionalnosti, odnosno karakteristika troškova, a posebno ukupnih proizvodnih troškova.)
MATCH@E:(Target costing implements the value engineering to reduce product costs by analysing the balance among different types of production functionality, or cost characteristics, and especially total production costs.===>Inženjering vrednosti se koristi u ciljanom obračunu troškova da bi se snizili troškovi proizvoda analizira njem ravnoteže između različitih tipova proizvodne funkcionalnosti, odnosno karakteristika troškova, a posebno ukupnih proizvodnih troškova.)
MATCH@M:(An important first step in value engineering is the customer analysis in the new or modified product designing phase.===>Značajan prvi korak u inženjeringu vrednosti je obavljanje analize potrošača u fazi projektovanja novog ili izmenje-nog proizvoda.)
MATCH@E:(An important first step in value engineering is the customer analysis in the new or modified product designing phase.===>Značajan prvi korak u inženjeringu vrednosti je obavljanje analize potrošača u fazi projektovanja novog ili izmenjenog proizvoda.)
MATCH@M:(The customer analysis identifies the customers’ critical preferences that determine the desired functionality of the new product.===>Analiza potrošača identifikuje kritične preference potrošača koje određuju željenu funkcionalnost novog proizvoda.)
MATCH@E:(The customer analysis identifies the customers critical preferences that determine the desired functionality of the new product.===>Analiza potrošača identifikuje kritične preference potrošača koje određuju željenu funkcionalnost novog proizvoda.)
MATCH@M:(The type of value engineering to be implemented will depend on the product functionality.===>Tip inženjeringa vrednosti koji se koristi zavisi od funkcionalnosti proizvoda.)
MATCH@E:(The type of value engineering to be implemented will depend on the product functionality.===>Tip inženjeringa vrednosti koji se koristi zavisi od funkcionalnosti proizvoda.)
MATCH@M:(In case of one group of products, including automobiles, software, and varied products of electronics such as cameras, audio and video equipment, functionality can be added or withdrawn in a relatively easy manner.===>Za jednu grupu proizvoda, uključujući automobile, softver i mnoge proizvode potrošačke elektronike kao što su kamere, audio i video oprema, funkcionalnost se može dodati ili oduzeti relativno lako.)
MATCH@E:(In case of one group of products, including automobiles, software, and varied products of electronics such as cameras, audio and video equipment, functionality can be added or withdrawn in a relatively easy manner.===>Za jednu grupu proizvoda, uključujući automobile, softver i mnoge proizvode potrošačke elektronike kao što su kamere, audio i video oprema, funkcionalnost se može dodati ili oduzeti relativno lako.)
MATCH@M:(These products often appear in new models or are innovated, therefore the customers’ preferences change.===>Ovi proizvodi imaju česte nove modele ili se inoviraju, pa se preference kupaca menjaju.)
MATCH@E:(These products often appear in new models or are innovated, therefore the customers preferences change.===>Ovi proizvodi imaju česte nove modele ili se inoviraju, pa se preference kupaca menjaju.)
MATCH@M:(The manufacturer selects a group of properties that will be incorporated into each new model of the product.===>Proizvođač bira grupu karakteristika koje će uključiti u svaki novi model proizvoda.)
MATCH@E:(The manufacturer selects a group of properties that will be incorporated into each new model of the product.===>Proizvođač bira grupu karakteristika koje će uključiti u svaki novi model proizvoda.)
MATCH@M:(For the other group of products, functionality is designed as part of the product, rather than added to it.===>Za drugu grupu proizvoda funkcionalnost se pre po-jektuje u proizvod, a ne dodaje se.)
MATCH@E:(For the other group of products, functionality is designed as part of the product, rather than added to it.===>Za drugu grupu proizvoda funkcionalnost se pre pojektuje u proizvod, a ne dodaje se.)
MATCH@M:(This is true for specialized equipment, e.g., construction equipment, heavy trucks, specialized medical equipment.===>To se odnosi na spe-cijalizovanu opremu, na primer na građevinsku opremu, na teške kamione, na specijalizovanu medicinsku opremu.)
MATCH@E:(This is true for specialized equipment, e.g., construction equipment, heavy specialized medical equipment.===>To se odnosi na specijalizovanu opremu, na primer na građevinsku opremu, na teške kamione, na specijalizovanu medicinsku opremu.)
MATCH@M:(Contrary to the former group, here the preferences of customers, the professionsl customers, are relatively constant.===>Za razliku od prve grupe, ovde su preference kupaca, koji su profesionalni kupci, relativno stabilne.)
MATCH@E:(Contrary to the former group, here the preferences of customers, the professionsl customers, are relatively constant.===>Za razliku od prve grupe, ovde su preference kupaca, koji su profesionalni kupci, relativno stabilne.)
MATCH@M:(It is logical that target costing is more useful to the products of the former group, since the company is more independent in dealing with a larger number of characteristics/properties.===>Logično je da je ciljani obračun troškova korisniji za proizvode prve grupe, pošto preduzeće ima više samostalnosti oko većeg broja karakteristika.)
MATCH@E:(It is logical that target costing is more useful to the products of the former group, since the company is more independent in dealing with a larger number of characteristics/properties.===>Logično je da je ciljani obračun troškova korisniji za proizvode prve grupe, pošto preduzeće ima više samostalnosti oko većeg broja karakteristika.)
MATCH@M:(A usual type of value analysis in such companies is the functional analysis as a process of examining the performances and costs of each of the product properties and functions.===>Uobičajen tip analize vrednosti u ovim firmama je funkcionalna analiza kao proces istraživanja performansi i troškova svake važne karakteristike i funkcija proizvoda.)
MATCH@E:(A usual type of value analysis in such companies is the functional analysis as a process of examining the performances and costs of each of the product properties and functions.===>Uobičajen tip analize vrednosti u ovim firmama je funkcionalna analiza kao proces istraživanja performansi i troškova svake važne karakteristike i funkcija proizvoda.)
MATCH@M:(Benchmarking is often used in this phase to determine which properties ensure competitive advantage to the company [15].===>Benčmarking se često koristi u ovoj fazi da bi se odredilo koje karakteristike obezbeđuju preduzeću konkurentske prednosti [15].)
MATCH@E:(Benchmarking is often used in this phase to determine which properties ensure competitive advantage to the company Š15Ë.===>Benčmarking se često koristi u ovoj fazi da bi se odredilo koje karakteristike obezbeđuju preduzeću konkurentske prednosti Š15Ë.)
MATCH@M:(The examples for this are the Olympus and the Nissan companies [16, 17].===>Primer su kompanije Olympus i Nissan [16, 17].)
MATCH@E:(The examples for this are the Olympus and the Nissan companies Š16, 17Ë.===>Primer su kompanije Olympus i Nissan Š16, 17Ë.)
MATCH@M:(It is characteristic that the Nissan company, one that has both internal and external suppliers of parts and components, implements target costing on both levels - the level of costs and the component level.===>Karakteristično je da se u kompaniji Nissan, koja ima i interne, i eksterne izvore snabdevanja za delove i komponente, ciljani obračun troškova koristi na oba nivoa - proizvoda i komponenti.)
MATCH@E:(It is characteristic that the Nissan company, one that has both internal and external suppliers of parts and components, implements target costing on both levels the level of costs and the component level.===>Karakteristično je da se u kompaniji Nissan, koja ima i interne, i eksterne izvore snabdevanja za delove i komponente, ciljani obračun troškova koristi na oba nivoa proizvoda i komponenti.)
MATCH@M:(The design analysis is a usual form of value engineering for the products in the latter group, the industrial and specialized products.===>Analiza projektovanja je uobičajena forma inženjeringa vrednosti za proizvode druge grupe, industrijske i specijalizovane proizvode.)
MATCH@E:(The design analysis is a usual form of value engineering for the products in the latter group, the industrial and specialized products.===>Analiza projektovanja je uobičajena forma inženjeringa vrednosti za proizvode druge grupe, industrijske i specijalizovane proizvode.)
MATCH@M:(The designing team prepares several possible designs of a product, each of which has similar properties, with different levels of performances and different costs.===>Tim za projektovanje priprema nekoliko mogućih dizajna proizvoda, od kojih svaki ima slične karakteristike, sa različitim nivoima performansi i različitim troškovima.)
MATCH@E:(The designing team prepares several possible designs of a product, each of which has trucks, similar properties, with different levels of performances and different costs.===>Tim za projektovanje priprema nekoliko mogućih dizajna proizvoda, od kojih svaki ima slične karakteristike, sa različitim nivoima performansi i različitim troškovima.)
MATCH@M:(Benchmarking and the value chain analysis help in the selection of design which includes both low costs and competition.===>Benčmarking i analiza lanca vrednosti pomažu u izboru dizajna koji podrazu-meva i niske troškove, i konkurentnost.)
MATCH@E:(Benchmarking and the value chain analysis help in the selection of design which includes both low costs and competition.===>Benčmarking i analiza lanca vrednosti pomažu u izboru dizajna koji podrazumeva i niske troškove, i konkurentnost.)
MATCH@M:(The designing team works together with the cost management experts to identify the design that best satisfies the customers preferences, but does not exceed target costs.===>Tim za projektovanje radi zajedno sa stručnjacima za menadžment troškova da bi izabrali onaj dizajn koji najbolje zadovoljava preference kupaca, a ne prelazi ciljane troškove.)
MATCH@E:(The designing team works together with the cost management experts to identify the design that best satisfies the customers preferences, but does not exceed target costs.===>Tim za projektovanje radi zajedno sa stručnjacima za menadžment troškova da bi izabrali onaj dizajn koji najbolje zadovoljava preference kupaca, a ne prelazi ciljane troškove.)
MATCH@M:(It is characteristic that the implementation of target costing means the collaboration of cost managers, product designers, supply managers, production managers and marketing managers, all towards an understanding of costs of different characteristics and options.===>Karakteristično je da u primeni ciljanog obračuna troškova uspešno zajedno rade menadžeri troškova, dizajneri proizvoda, menadžeri nabavke, proizvodni menadžeri i marketing menadžeri uz težnju ka razu-mevanju troškova različitih karakteristika i opcija.)
MATCH@E:(It is characteristic that the implementation of target costing means the collaboration of cost managers, product designers, supply managers, production managers and marketing managers, all towards an understanding of costs of different characteristics and options.===>Karakteristično je da u primeni ciljanog obračuna troškova uspešno zajedno rade menadžeri troškova, dizajneri proizvoda, menadžeri nabavke, proizvodni menadžeri i marketing menadžeri uz težnju ka razumevanju troškova različitih karakteristika i opcija.)
MATCH@M:(This means an affirmation of crossfunctionality, which may even lead to the change in organizational culture.===>To znači afirmaciju kros-funkcionalnosti, koja vodi i do promene organizacione kulture.)
MATCH@E:(This means an affirmation of crossfunctionality, which may even lead to the change in organizational culture.===>To znači afirmaciju kros-funkcionalnosti, koja vodi i do promene organizacione kulture.)
MATCH@M:(The fifth step in target costing is the implementation of kaizen, as well as operational control to further reduce the costs.===>Peti korak u ciljanom obračunu troškova je koriščenje kaizena, kao i operativne kontrole da bi se dalje snizili troškovi.)
MATCH@E:(The fifth step in target costing is the implementation of kaizen, as well as operational control to further reduce the costs.===>Peti korak u ciljanom obračunu troškova je korišćenje kaizena, kao i operativne kontrole da bi se dalje snizili troškovi.)
MATCH@M:(Kaizen is conducted in the production phase after the effects achieved by value engineering and by an improved design, when new production methods, managerial approaches such as total quality control, but also new managerial techniques related to operational control are developed.===>Kaizen se odvija u proizvodnoj fazi nakon efekata koji su postignuti inženjeringom vrednosti i poboljšanim projektovanjem, kada se razvijaju novi metodi proizvodnje, menadžerski pristupi kao što je upravljanje totalnim kvalitetom, ali i nove menadžerske tehnike vezane za operativnu kontrolu.)
MATCH@E:(Kaizen is conducted in the production phase after the effects achieved by value engineering and by an improved design, when new production methods, managerial approaches such as total quality control, but also new managerial techniques related to operational control are developed.===>Kaizen se odvija u proizvodnoj fazi nakon efekata koji su postignuti inženjeringom vrednosti i poboljšanim projektovanjem, kada se razvijaju novi metodi proizvodnje, menadžerski pristupi kao što je upravljanje totalnim kvalitetom, ali i nove menadžerske tehnike vezane za operativnu kontrolu.)
MATCH@M:(Kaizen assumes continual improvement, which means continual attempts to find new ways of cost reductions in the production process with a given design and functionality.===>Kaizen podrazumeva kontunelno poboljšanje, što znači neprestane pokušaje vezane za nove načine snižavanja troškova u proizvodnom pocesu sa datim dizajnom i funkcionalnošču.)
MATCH@E:(Kaizen assumes continual improvement, which means continual attempts to find new ways of cost reductions in the production process with a given design and functionality.===>Kaizen podrazumeva kontunelno poboljšanje, što znači neprestane pokušaje vezane za nove načine snižavanja troškova u proizvodnom pocesu sa datim dizajnom i funkcionalnošću.)
MATCH@M:(Target costing is increasingly implemented as it enhanses the customer satisfaction due to focusing upon value for the customers, reduces costs, has a more efficient and a more effective product design, helps the company achieve the desired profitability on new or redesigned products, facilitates the coordination among the cost management, designing, production, marketing along the cost life cycle and along the sales life cycle.===>Ciljani obračun troškova je sve više primenjivan pošto povečava zadovoljstvo kupaca zbog fokusiranja na vrednosti za kupce, snižava troškove, ima efikasniji i efektivniji dizajn proizvoda, pomaže da preduzeče ostvari željenu profitabilnost na novim ili na redizajnira-nim proizvodima, olakšava koordinaciju menadžmenta troškova, projektovanja, proizvodnje, marketinga kroz životni ciklus troškova i kroz životni ciklus prodaje.)
MATCH@E:(Figure 1 presents the relationship between the steady and the falling market prices in the business with intensive/high competition, target costing and kaizen Šmodified after 14Ë. Target costing is increasingly implemented as it enhanses the customer satisfaction due to focusing upon value for the customers, reduces costs, has a more efficient and a more effective product design, helps the company achieve the desired profitability on new or redesigned products, facilitates the coordination among the cost management, designing, production, marketing along the cost life cycle and along the sales life cycle.===>Na slici 1. je predstavljena veza između stabilne ili opadajuće tržišne cena u delatnosti sa intenzivnom konkurencijiom, ciljanog obračun troškova i kaizena Šmodif.prema 14Ë. ~~~ Ciljani obračun troškova je sve više primenjivan pošto povećava zadovoljstvo kupaca zbog fokusiranja na vrednosti za kupce, snižava troškove, ima efikasniji i efektivniji dizajn proizvoda, pomaže da preduzeće ostvari željenu profitabilnost na novim ili na redizajniranim proizvodima, olakšava koordinaciju menadžmenta troškova, projektovanja, proizvodnje, marketinga kroz životni ciklus troškova i kroz životni ciklus prodaje.)
MATCH@M:(Figure 1.===>Slika 1.)
MATCH@E:(Figure 1.===>Značaj ciljanog obračuna troškova kao svojevrsnog menadžerskog alata naročito dolazi do izražaja u uslovima svetske ekonomske krize i oporavka.)
BAD_LINE_=============================================================
BAD_LINE_M:Figure 1.
BAD_LINE_M:Slika 1.
BAD_LINE_E:Figure 1.
BAD_LINE_E:Značaj ciljanog obračuna troškova kao svojevrsnog menadžerskog alata naročito dolazi do izražaja u uslovima svetske ekonomske krize i oporavka.
MATCH@M:(Relationship between market prices, target costing and kaizen===>Povezanost tržišnih cena, ciljanog obračuna troškova i kaizena)
MATCH@E:(Relationship between market prices, target costing and kaizen 4.===>Povezanost tržišnih cena, ciljanog obračuna troškova i kaizena 4.)
MATCH@M:(On the basis of the above mentioned we can conclude that, as regards the planned company objectives, the managerial implications of more recent costing methods are highly significant.===>Na osnovu svega izloženog možemo zaključiti da su, polazeći od planiranih ciljeva preduzeča, veoma bitne menadžerske implikacije novijih metoda obračuna troškova.)
MATCH@E:(Conclusion On the basis of the above mentioned we can conclude that, as regards the planned company objectives, the managerial implications of more recent costing methods are highly significant.===>Zaključak Na osnovu svega izloženog možemo zaključiti da su, polazeći od planiranih ciljeva preduzeća, veoma bitne menadžerske implikacije novijih metoda obračuna troškova.)
MATCH@M:(Our focus is the connection between the target costing and kaizen costing as relevant recent costing methods whose implementation becomes increasingly important in modern companies.===>U fokusu je povezanost ciljanog obračuna troškova i kaizen obračuna troškova kao relevantnih novijih metoda obračuna troškova čija primena je sve aktuelnija u savremenim preduzečima.)
MATCH@E:(Our focus is the connection between the target costing and kaizen costing as relevant recent costing methods whose implementation becomes increasingly important in modern companies.===>U fokusu je povezanost ciljanog obračuna troškova i kaizen obračuna troškova kao relevantnih novijih metoda obračuna troškova čija primena je sve aktuelnija u savremenim preduzećima.)
MATCH@M:(It should contribute to improving the company’s longterm business success.===>Ona bi trebalo da doprinese povećanju poslovnog uspeha preduzeča na dugi rok.)
MATCH@E:(It should contribute to improving the companys longterm business success.===>Ona bi trebalo da doprinese povećanju poslovnog uspeha preduzeća na dugi rok.)
MATCH@M:(We should also have in mind that this is the concern of managers in the conditions of an ever more intense competition and fast changes in the company’s environment.===>Moramo imati u vidu da se ovo uzima u obzir od strane menadžera u uslovima zaoštravanja konkurencije i brzih promena u okruženju preduzeča.)
MATCH@E:(We should also have in mind that this is the concern of managers in the conditions of an ever more intense competition and fast changes in the companys environment.===>Moramo imati u vidu da se ovo uzima u obzir od strane menadžera u uslovima zaoštravanja konkurencije i brzih promena u okruženju preduzeća.)
MATCH@M:(A supply chain with three stages - manufacturer, distributor and retail facilities - is considered.===>U ovom radu opisuje se model lanca snahdevanja sa tri karike: dobavljač, distributivni centar i maloprodaja.)
MATCH@E:(September 2008, Belgrade, Serbia A supply chain with three stages - manufacturer, distributor and retail facilities - is considered.===>Septembar 2008, Beograd, Srbija U ovom radu opisuje se model lanca snabdevanja sa tri karike: dobavljač, distributivni centar i maloprodaja.)
MATCH@M:(Stochastic demand is met on retail level.===>Tražnja je slučajnog karaktera i zadovoljava se u objektima maloprodaje.)
MATCH@E:(Stochastic demand is met on retail level.===>Tražnja je slučajnog karaktera i zadovoljava se u objektima maloprodaje.)
MATCH@M:(Retail facilities replenish their inventory periodically from the distribution centre and this is supplied from manufacturer on a periodical basis.===>Maloprodavci se periodično (dnevno) snahdevaju iz distributivnog centra, a ovaj jednom u nekoliko perioda (jednom nedeljno), od dobavljača.)
MATCH@E:(Retail facilities replenish their inventory periodically from the distribution centre and this is supplied from manufacturer on a periodical basis.===>Maloprodavci se periodično (dnevno) snabdevaju iz distributivnog centra, a ovaj jednom u nekoliko perioda (jednom nedeljno), od dobavljača.)
MATCH@M:(Retail inventory is reviewed at the end of each period and new order is placed to the distribution centre.===>Zalihe se kontrolišu na kraju perioda, i naručuju za sledeći period.)
MATCH@E:(Retail inventory is reviewed at the end of each period and new order is placed to the distribution centre.===>Zalihe se kontrolišu na kraju perioda, i naručuju za sledeći period.)
MATCH@M:(The following two supplying replenishment rules are considered: a) there is no transshipment between retails, and h) transshipment between retails is allowed.===>Razmatraju se dva sistema snabdevanja: a) kada ne postoji poprečno snabdevanja između objekata maloprodaje i b) kada postoji mogućnost preraspodele zaliha između maloprodavaca.)
MATCH@E:(The following two supplying replenishment rules are considered: a) there is no transshipment between retails, and b) transshipment between retails is allowed.===>Razmatraju se dva sistema snabdevanja: a) kada ne postoji poprečno snabdevanja između objekata maloprodaje i b) kada postoji mogućnost preraspodele zaliha između maloprodavaca.)
MATCH@M:(The total regret is defined as the sum of the differences between the total inventory cost obtained using compromise solution and the total inventory cost obtained using optimal solution for a given scenario.===>Kao kriterijumska funkcija koristi se ukupno žaljenje koje se računa kao zbir razlike ostvarenih troškova za slučajnu tražnju u odnosu na optimalne troškove kada bi tražnja bila deterministička.)
MATCH@E:(The total regret is defined as the sum of the differences between the total inventory cost obtained using compromise solution and the total inventory cost obtained using optimal solution for a given scenario.===>Kao kriterijumska funkcija koristi se ukupno žaljenje koje se računa kao zbir razlike ostvarenih troškova za slučajnu tražnju u odnosu na optimalne troškove kada bi tražnja bila deterministička.)
MATCH@M:(Experimental results show that implementing transshipment between retails may reduce total inventory cost.===>Izvršeni su eksperimenti sa hipotetičkim podacima i data je analiza i poređenje različitih sistema funkcionisanja lanca snabdevanja.)
MATCH@E:(Experimental results show that implementing transshipment between retails may reduce total inventory cost. ~~~ 1.===>Izvršeni su eksperimenti sa hipotetičkim podacima i data je analiza i poređenje različitih sistema funkcionisanja lanca snabdevanja. 1.)
MATCH@M:(Inequalities in demand often result into the shortage of supplies in some retail facilities, while others report surpluses, regardless of their being part of the same supply chain.===>Neravnomernost tražnje je uzrok pojavi nedostatka zaliha u nekim objektima maloprodaje (MP), dok u drugima, koji pripadaju istom lancu, istovremeno postoji višak.)
MATCH@E:(Introduction Inequalities in demand often result into the shortage of supplies in some retail facilities, while others report surpluses, regardless of their being part of the same supply chain.===>Uvod Neravnomernost tražnje je uzrok pojavi nedostatka zaliha u nekim objektima maloprodaje (MP), dok u drugima, koji pripadaju istom lancu, istovremeno postoji višak.)
MATCH@M:(A logical issue that needs to be discussed is wheter a transshipment of supplies among retailers is possible and whether it pays.===>Logično je postaviti pitanje da li je moguće i da li se isplati poprečna preraspodela zaliha između objekata MP.)
MATCH@E:(A logical issue that needs to be discussed is wheter a transshipment of supplies among retailers is possible and whether it pays.===>Logično je postaviti pitanje da li je moguće i da li se isplati poprečna preraspodela zaliha između objekata MP.)
MATCH@M:(This paper is devoted to this very issue and offers a model to analyse various scenarios of the potential supplies redistribution.===>U ovom radu se razmatra upravo to pitanje i daje model koji služi za analizu različitih scenarija potencijalne redistribucije zaliha.)
MATCH@E:(This paper is devoted to this very issue and offers a model to analyse various scenarios of the potential supplies redistribution.===>U ovom radu se razmatra upravo to pitanje i daje model koji služi za analizu različitih scenarija potencijalne redistribucije zaliha.)
MATCH@M:(The study of the phenomena in the supply chains [1,2] shows that the firm’s performance is increasingly dependent on the performance of the chain it is part of.===>Izučavanje fenomena u lancima snabdevanja [1,2] pokazuje da uspešnost firme u sve većoj meri zavisi od uspešnosti lanca kome pripada.)
MATCH@E:(The study of the phenomena in the supply chains Š1,2Ë shows that the firms performance is increasingly dependent on the performance of the chain it is part of.===>Izučavanje fenomena u lancima snabdevanja Š1,2Ë pokazuje da uspešnost firme u sve većoj meri zavisi od uspešnosti lanca kome pripada.)
MATCH@M:(In order that the efficiency be improved, the issues of transportation, stocks and information support, as well as new rules for the chain operation are analysed.===>Radi postizanja što veće efikasnosti detaljnije se proučavaju pitanja transporta, zaliha i informatičke podrške kao i nova pravila funkcionisanja lanca.)
MATCH@E:(In order that the efficiency be improved, the issues of transportation, stocks and information support, as well as new rules for the chain operation are analysed.===>Radi postizanja što veće efikasnosti detaljnije se proučavaju pitanja transporta, zaliha i informatičke podrške kao i nova pravila funkcionisanja lanca.)
MATCH@M:(One modern approach is the implementation of transshipment and supply redistribution [3,4].===>Jedan od modernih pristupa je korišćenje poprečnog snabdevanja i preraspodele zaliha [3,4].)
MATCH@E:(One modern approach is the implementation of transshipment and supply redistribution Š3,4Ë.===>Jedan od modernih pristupa je korišćenje poprečnog snabdevanja i preraspodele zaliha Š3,4Ë.)
MATCH@M:(The modern information- communication infrastructure has allowed for the transshipment concepts to be implemented in dealing with the consumer commodity, and not, as it was earlier the case, only in dealing with relatively expensive products (e.g., automobiles) whose delivery, by a rule, takes time.===>Savremena informaciono komunikaciona infrastruktura je omogućila da se koncepti poprečnog snabdevanja koriste i za proizvode široke proizvodnje, a ne, kao ranije, samo za relativno skupe proizvode (npr. atomobili) na čiju se isporuku, po pravilu, čeka.)
MATCH@E:(The modern information- communication infrastructure has allowed for the transshipment concepts to be implemented in dealing with the consumer commodity, and not, as it was earlier the case, only in dealing with relatively expensive products (e.g., automobiles) whose delivery, by a rule, takes time.===>Savremena informaciono komunikaciona infrastruktura je omogućila da se koncepti poprečnog snabdevanja koriste i za proizvode široke proizvodnje, a ne, kao ranije, samo za relativno skupe proizvode (npr. atomobili) na čiju se isporuku, po pravilu, čeka.)
MATCH@M:(The chain and the issue description discussed in this paper is presented in the next chapter.===>Opis lanca i problema koji se razmatra u ovom radu dat je u sledećoj sekciji.)
MATCH@E:(The chain and the issue description discussed in this paper is presented in the next chapter.===>Opis lanca i problema koji se razmatra u ovom radu dat je u sledećoj sekciji.)
MATCH@M:(The third chapter brings a mathematical model, its translation into the algebraic modelling language AMPL [5], and the data used in the experiments.===>Treća sekcija sadrži matematički model, njegovo prevođenje u algebarski mo-delujući jezik AMPL [5]. i podatke sa kojima su vršeni eksperimenti.)
MATCH@E:(The third chapter brings a mathematical model, its translation into the algebraic modelling language AMPL Š5Ë, and the data used in the experiments.===>Treća sekcija sadrži matematički model, njegovo prevođenje u algebarski mo delujući jezik AMPL Š5Ë. i podatke sa kojima su vršeni eksperimenti.)
MATCH@M:(Redistribution is defined as a process of cross, lateral, transfer of stocks from one retail facility (RF) with a surplus of stocks to another RF that reports a shortage.===>Preraspodela je proces poprečnog, bočnog, transfera zaliha od objekta MP sa viškom zaliha do objekta MP koji ima manjak.)
MATCH@E:(2. ~~~ Problem description and formulation Redistribution is defined as a process of cross, lateral, transfer of stocks from one retail facility (RF) with a surplus of stocks to another RF that reports a shortage.===>Opis i formulacija problema Preraspodela je proces poprečnog, bočnog, transfera zaliha od objekta MP sa viškom zaliha do objekta MP koji ima manjak.)
MATCH@M:(The stocks redistribution among the RF is often a less expensive and a more convenient option compared to the increase in the number of deliveries from the supplier.===>Preraspodela zaliha između objekata MP je često jevtinija i poželjnija opcija od povećanja broja isporuka od dobavljača.)
MATCH@E:(The stocks redistribution among the RF is often a less expensive and a more convenient option compared to the increase in the number of deliveries from the supplier.===>Preraspodela zaliha između objekata MP je često jevtinija i poželjnija opcija od povećanja broja isporuka od dobavljača.)
MATCH@M:(It is one method to reduce the risk of the shortages in the product supply.===>Omogućavanje pre-raspodele je jedan od načina da se smanji rizik nedostajućih zaliha proizvoda.)
MATCH@E:(It is one method to reduce the risk of the shortages in the product supply.===>Omogućavanje preraspodele je jedan od načina da se smanji rizik nedostajućih zaliha proizvoda.)
MATCH@M:(Besides, redistribution increases the frequency of supplies and shortens the time of delivery which could otherwise be unacceptably long due to long distances between the suppliers and distribution centres, or due to the orders being extremely small.===>Pored toga, preraspodela povećava učestanost snabdevanja i skraćuje vreme isporuke koje može biti nedozvoljeno dugo usled velikog rastojanja između dobavljača i distributivnih centara ili zbog uslova minimalne količine naručivanja.)
MATCH@E:(Besides, redistribution increases the frequency of supplies and shortens the time of delivery which could otherwise be unacceptably long due to long distances between the suppliers and distribution centres, or due to the orders being extremely small.===>Pored toga, preraspodela povećava učestanost snabdevanja i skraćuje vreme isporuke koje može biti nedozvoljeno dugo usled velikog rastojanja između dobavljača i distributivnih centara ili zbog uslova minimalne količine naručivanja.)
MATCH@M:(This is also the way to reduce the storage charges and the costs of stock-outs.===>Na taj način se mogu smanjiti i troškovi držanja i troškovi nedostajućih zaliha.)
MATCH@E:(This is also the way to reduce the storage charges and the costs of stock-outs.===>Na taj način se mogu smanjiti i troškovi držanja i troškovi nedostajućih zaliha.)
MATCH@M:(In case of the classical model, the RF orders are placed to the suppliers in advance, before it can be predisted what the demand will be like in the following period.===>U klasičnom modelu se narudžbe MP dostavljaju dobavljačima unapred, pre nego što se može pouzdano proceniti kakva će biti tražnja u narednim periodima.)
MATCH@E:(In case of the classical model, the RF orders are placed to the suppliers in advance, before it can be predisted what the demand will be like in the following period.===>U klasičnom modelu se narudžbe MP dostavljaju dobavljačima unapred, pre nego što se može pouzdano proceniti kakva će biti tražnja u narednim periodima.)
MATCH@M:(Transshipment is the method of reallocation of stocks in accordance with the demand realized in the previous period.===>Preraspodela je metod redistribucije zaliha u skladu sa tražnjom ostvarenom u prethodnom periodu.)
MATCH@E:(Transshipment is the method of reallocation of stocks in accordance with the demand realized in the previous period.===>Preraspodela je metod redistribucije zaliha u skladu sa tražnjom ostvarenom u prethodnom periodu.)
MATCH@M:(The transshipment of stocks helps reduce the costs of storage of defficient stocks in the sales facilities where the realized demand is not in accord with the planned one.===>Prera-spodelom zaliha smanjuju se troškovi čuvanja ili nedostajućih zaliha na mestima gde ostvarena tražnja odstupa od planirane.)
MATCH@E:(The transshipment of stocks helps reduce the costs of storage of defficient stocks in the sales facilities where the realized demand is not in accord with the planned one.===>Preraspodelom zaliha smanjuju se troškovi čuvanja ili nedostajućih zaliha na mestima gde ostvarena tražnja odstupa od planirane.)
MATCH@M:(Transshipment of stocks is considered to be an effective method of dealing with stohastic demand as well as of improving the performance and the reliability of the chain.===>Smatra se da preraspodela zaliha predstavlja efektivni metod tretmana stohastičke tra-žnje i poboljšanja performansi i pouzdanosti lanca.)
MATCH@E:(Transshipment of stocks is considered to be an effective method of dealing with stohastic demand as well as of improving the performance and the reliability of the chain.===>Smatra se da preraspodela zaliha predstavlja efektivni metod tretmana stohastičke tražnje i poboljšanja performansi i pouzdanosti lanca.)
MATCH@M:(The stocks transshipment concept, however, requires that the communication and information exchange in the supply chain be increased.===>Međutim, koncept preraspodele zaliha zahteva povećanu komunikaciju i deljenje informacija u lancu snab-devanja.)
MATCH@E:(The stocks transshipment concept, however, requires that the communication and information exchange in the supply chain be increased.===>Međutim, koncept preraspodele zaliha zahteva povećanu komunikaciju i deljenje informacija u lancu snabdevanja.)
MATCH@M:(The Internet and other modern communication technologies ensure efficient ways of communication among the agents in the supply chain.===>Srećom, Internet i druge moderne komunikacione tehnologije obezbeđuju efikasne načine komunikacije učesnika u lancu snabdevanja.)
MATCH@E:(The Internet and other modern communication technologies ensure efficient ways of communication among the agents in the supply chain.===>Srećom, Internet i druge moderne komunikacione tehnologije obezbeđuju efikasne načine komunikacije učesnika u lancu snabdevanja.)
MATCH@M:(Contrary to the traditional systems of business information exchange - EDI (Electronic Data Interchange) that only really big firms could afford, the information exchange mechanism provided by the Internet technologies and the mobile computer science is now available and affordable to small firms too.===>Za razliku od tradicionalnih sistema za razmenu podataka u poslovanju - EDI (Electronic Data Interchange), koji su mogli da priušte jedino sasvim velike firme, mehanizam razme-ne informacija uz pomoć Internet tehnologija i mobilnog računarstva je dostupan i malim firmama.)
MATCH@E:(Contrary to the traditional systems of business information exchange EDI (Electronic Data Interchange) that only really big firms could afford, the information exchange mechanism provided by the Internet technologies and the mobile computer science is now available and affordable to small firms too.===>Za razliku od tradicionalnih sistema za razmenu podataka u poslovanju EDI (Electronic Data Interchange), koji su mogli da priušte jedino sasvim velike firme, mehanizam razmene informacija uz pomoć Internet tehnologija i mobilnog računarstva je dostupan i malim firmama.)
MATCH@M:(Therefore, the requirement that communication should be efficient for the purpose of the stocks transshipment concept implementation is today easy to satisfy via the Internet.===>Prema tome, zahtev efikasne komunikacije radi implementacije koncepta preraspodele zaliha danas je moguće jednostavno zadovoljiti uz pomoć Interneta.)
MATCH@E:(Therefore, the requirement that communication should be efficient for the purpose of the stocks transshipment concept implementation is today easy to satisfy via the Internet.===>Prema tome, zahtev efikasne komunikacije radi implementacije koncepta preraspodele zaliha danas je moguće jednostavno zadovoljiti uz pomoć Interneta.)
MATCH@M:(We will here analyse the impact the transshipment concept has upon the business policy of stocks ordering and replenishment.===>Ovde ćemo razmotriti uticaj koncepta preraspodele na poslovnu politiku naručivanja i obnove zaliha.)
MATCH@E:(We will here analyse the impact the transshipment concept has upon the business policy of stocks ordering and replenishment.===>Ovde ćemo razmotriti uticaj koncepta preraspodele na poslovnu politiku naručivanja i obnove zaliha.)
MATCH@M:(We will observe a single supplier system, with a centralized distribution centre and a large number of RFs, Figure 1.===>Po-smatraćemo sistem sa jednim dobavljačem, centrali-zovanim distributivnim centrom i većim brojem objekata MP, Slika 1.)
MATCH@E:(We will observe a single supplier system, with a centralized distribution centre and a large number of RFs, Figure 1.===>Posmatraćemo sistem sa jednim dobavljačem, centralizovanim distributivnim centrom i većim brojem objekata MP, Slika 1.)
MATCH@M:(The supplier delivers periodically to the distribution centre, and the redistribution of stocks among the RFs is possible in the intervals between the two deliveries.===>Dobavljač, periodično šalje isporuke do distributivnog centra, a preraspodela zaliha između objekata MP je moguća u periodima između dve isporuke dobavljača.)
MATCH@E:(The supplier delivers periodically to the distribution centre, and the redistribution of stocks among the RFs is possible in the intervals between the two deliveries.===>Dobavljač, periodično šalje isporuke do distributivnog centra, a preraspodela zaliha između objekata MP je moguća u periodima između dve isporuke dobavljača.)
MATCH@M:(The transshipment is reviewed at the end of each period and the redistributed products can be used to meet the demand in the periods to come.===>Odluke o preraspodeli zaliha se donose na kraju svakog perioda i proizvodi koji se pre-raspodeljuju se mogu koristiti da zadovolje tražnju u sledećim periodima.)
MATCH@E:(The transshipment is reviewed at the end of each period and the redistributed products can be used to meet the demand in the periods to come.===>Odluke o preraspodeli zaliha se donose na kraju svakog perioda i proizvodi koji se preraspodeljuju se mogu koristiti da zadovolje tražnju u sledećim periodima.)
MATCH@M:(Contrary to the research so far, this model explicitely includes the time of delivery and observes the problem of a number of periods when the stocks transshipment can be used to meet the demand not only in the next, but also in any following periods.===>Za razliku od prethodnih istraživanja, u ovaj model je eksplicitno uključeno vreme isporuke i posmatran je problem sa više perioda kada se preraspodela zaliha može koristiti za zadovoljenje tra-žnje ne samo u sledećem nego i u budućim periodima.)
MATCH@E:(Contrary to the research so far, this model explicitely includes the time of delivery and observes the problem of a number of periods when the stocks transshipment can be used to meet the demand not only in the next, but also in any following periods.===>Za razliku od prethodnih istraživanja, u ovaj model je eksplicitno uključeno vreme isporuke i posmatran je problem sa više perioda kada se preraspodela zaliha može koristiti za zadovoljenje tražnje ne samo u sledećem nego i u budućim periodima.)
MATCH@M:(The first step in the development of the model with a possible stocks transshipment is to define the way the supply chain functions.===>Prvi korak u razvoju modela sa mogućom preraspodelom zaliha je definisanje načina funkcionisanja lanca snabdevanja.)
MATCH@E:(The first step in the development of the model with a possible stocks transshipment is to define the way the supply chain functions.===>)
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BAD_LINE_M:The first step in the development of the model with a possible stocks transshipment is to define the way the supply chain functions.
BAD_LINE_M:Prvi korak u razvoju modela sa mogućom preraspodelom zaliha je definisanje načina funkcionisanja lanca snabdevanja.
BAD_LINE_E:The first step in the development of the model with a possible stocks transshipment is to define the way the supply chain functions.
BAD_LINE_E:
MATCH@M:(Here the following assumptions are made.===>U tom smislu su učinjene sledeće pretpostavke.)
MATCH@E:(Here the following assumptions are made.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Here the following assumptions are made.
BAD_LINE_M:U tom smislu su učinjene sledeće pretpostavke.
BAD_LINE_E:Here the following assumptions are made.
BAD_LINE_E:
MATCH@M:(The assumptions:===>Pretpostavke:)
MATCH@E:(The assumptions: 1.===>Pretpostavke: ~~~ 1.)
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BAD_LINE_M:The assumptions:
BAD_LINE_M:Pretpostavke:
BAD_LINE_E:The assumptions: 1.
BAD_LINE_E:Pretpostavke: ~~~ 1.
MATCH@M:(1.	One supplier meets the total demand of the RF network.===>1.	Jedan dobavljač zadovoljava ukupnu tražnju mreže maloprodajnih objekata.)
MATCH@E:(One supplier meets the total demand of the RF net work. ~~~ 2.===>Jedan dobavljač zadovoljava ukupnu tražnju mreže maloprodajnih objekata. 2.)
MATCH@M:(2.	The supplier delivers to distribution centres in the network, which further deliver to the RF.===>2.	Dobavljač šalje isporuke distributivnim centrima mreže, koji potom isporučuju robu objektima MP.)
MATCH@E:(The supplier delivers to distribution centres in the network, which further deliver to the RF. ~~~ 3.===>Dobavljač šalje isporuke distributivnim centrima mreže, koji potom isporučuju robu objektima MP. 3.)
MATCH@M:(3.	The location and number of RF are specified.===>3.	Lokacija i broj objekata MP su poznati.)
MATCH@E:(The location and number of RF are specified.===>Lokacija i broj objekata MP su poznati. 4.)
MATCH@M:(4.	The capacities of distribution centres and of RF are infinite.===>4.	Kapaciteti distributivnih centara i objekata MP nisu ograničeni.)
MATCH@E:(4. ~~~ The capacities of distribution centres and of RF are infinite. ~~~ 5.===>Kapaciteti distributivnih centara i objekata MP nisu ograničeni. 5.)
MATCH@M:(5.	The transshipment of goods can be made between any two retail facilities.===>5.	Preraspodela robe se može obaviti između bilo koja dva objekta MP.)
MATCH@E:(The transshipment of goods can be made between any two retail facilities.===>Preraspodela robe se može obaviti između bilo koja dva objekta MP. 6.)
MATCH@M:(6.	If the RF reports the shortage of goods in the period t, the sales are considered as lost.===>6.	Ako se u objektu MP jave nedostajuće zalihe robe u periodu t, smatra se da je došlo do izgubljene prodaje.)
MATCH@E:(6. ~~~ If the RF reports the shortage of goods in the period t, the sales are considered as lost.===>Ako se u objektu MP jave nedostajuće zalihe robe u periodu t, smatra se da je došlo do izgubljene prodaje.)
MATCH@M:(Furthermore, there is an additional cost due to the loss of customer loyalty.===>Pored toga, javlja se i dodatni trošak zbog gubljenja lojalnosti kupaca.)
MATCH@E:(Furthermore, there is an additional cost due to the loss of customer loyalty.===>Pored toga, javlja se i dodatni trošak zbog gubljenja lojalnosti kupaca. 7.)
MATCH@M:(7.	Each RF first uses its stocks to meet their own demend and only then, if requested, can send the surplus to other RS points.===>7.	Svaki objekat MP iz svojih zaliha zadovoljava prvo svoju tražnju a onda, po potrebi, višak može da pošalje u druge objekte MP.)
MATCH@E:(7. ~~~ Each RF first uses its stocks to meet their own demend and only then, if requested, can send the surplus to other RS points. ~~~ 8.===>Svaki objekat MP iz svojih zaliha zadovoljava prvo svoju tražnju a onda, po potrebi, višak može da pošalje u druge objekte MP. 8.)
MATCH@M:(8.	Transshipments takes place at the end of each period, for the purpose of meeting the demand in the following one.===>8.	Preraspodela se dešava na kraju svakog perioda radi zadovoljenja tražnje u sledećim.)
MATCH@E:(Transshipments takes place at the end of each period, for the purpose of meeting the demand in the following one.===>Preraspodela se dešava na kraju svakog perio da radi zadovoljenja tražnje u sledećim. 9.)
MATCH@M:(9.	The supplier delivers to distribution centres on the basis of several (five) periods (i.e., at the beginning of every week, if a period is longer than a day), while the deliveries from distribution centres and the redistribution are shopped in all periods (i.e., daily).===>9.	Dobavljač isporučuje robu distributivnim centrima sa frekvencijom od nekoliko (pet) perioda (tj. na početku svake nedelje, ako je jedan period dužine jedan dan), a isporuke iz distributivnih centara i preraspodela se obavljavaju u svakom periodu (tj.dnevno).)
MATCH@E:(9. ~~~ The supplier delivers to distribution centres on the basis of several (five) periods (i.e., at the beginning of every week, if a period is longer than a day), while the deliveries from distribution centres and the redistribution are shopped in all periods (i.e., daily).===>Dobavljač isporučuje robu distributivnim centrima sa frekvencijom od nekoliko (pet) perioda (tj. na početku svake nedelje, ako je jedan period dužine jedan dan), a isporuke iz distributivnih centara i preraspodela se obavljavaju u svakom periodu (tj.dnevno).)
MATCH@M:(10.	The value of demand in the preceeding period serves to anticipate the demand in the period to come.===>10.	Kao prognoza tražnje u sledećem periodu koristi se vrednost tražnje u prethodnom periodu.)
MATCH@E:(The value of demand in the preceeding period serves to anticipate the demand in the period to come. ~~~ 11.===>Kao prognoza tražnje u sledećem periodu koristi se vrednost tražnje u prethodnom periodu. 11.)
MATCH@M:(11.	The surplus of stocks cannot be returned to the supplier.===>11.	Višak zaliha se ne može vraćati dobavljaču.)
MATCH@E:(The surplus of stocks cannot be returned to the sup plier.===>Višak zaliha se ne može vraćati dobavljaču. 12.)
MATCH@M:(12.	The costs of keepng stocks can formally be viewed as costs of stocks self-redistribution.===>12.	Troškovi čuvanja zaliha se mogu formalno po-smatrati kao troškovi preraspodele zaliha samom sebi.)
MATCH@E:(12. ~~~ The costs of keepng stocks can formally be viewed as costs of stocks self-redistribution. ~~~ 13.===>Troškovi čuvanja zaliha se mogu formalno posmatrati kao troškovi preraspodele zaliha samom sebi. 13.)
MATCH@M:(13.	There is no competition among the RS points.===>13.	Objekti MP ne konkurišu međusobno.)
MATCH@E:(There is no competition among the RS points.===>Objekti MP ne konkurišu međusobno.)
MATCH@M:(In this network, the RFs receive goods before the demand has been met.===>U ovoj mreži, objekti MP primaju robu pre nego što je tražnja zadovoljena.)
MATCH@E:(Topology of supply chain In this network, the RFs receive goods before the demand has been met.===>Topologija lanca snabdevanja U ovoj mreži, objekti MP primaju robu pre nego što je tražnja zadovoljena.)
MATCH@M:(Over time, the stocks in each RF are used to meet the demand in the respective period.===>S protokom vremena, zalihe u svakom objektu MP se koriste da zadovolje tražnju u tom periodu.)
MATCH@E:(Over time, the stocks in each RF are used to meet the demand in the respective period.===>S protokom vremena, zalihe u svakom objektu MP se koriste da zadovolje tražnju u tom periodu.)
MATCH@M:(At the end of the period, the surplus of supplies can be retained or redistributed to other sales facilities.===>Višak zaliha se na kraju perioda može zadržati ili preraspodeliti drugim objektima.)
MATCH@E:(At the end of the period, the surplus of supplies can be retained or redistributed to other sales facilities.===>Višak zaliha se na kraju perioda može zadržati ili preraspodeliti drugim objektima.)
MATCH@M:(In either situation the goods can be used to meet the demand in the subsequent period.===>U obe ove situacije, roba se može koristi za zadovoljenje tra-žnje u sledećem periodu.)
MATCH@E:(In either situation the goods can be used to meet the demand in the subsequent period.===>U obe ove situacije, roba se može koristi za zadovoljenje tražnje u sledećem periodu.)
MATCH@M:(Figure 2 presents the time flow with core events.===>Na Slici 2. je predstavljen vremenski tok sa osnovnim događajima.)
MATCH@E:(Figure 2 presents the time flow with core events. ios.===>Na Slici 2. je predstavljen vremenski tok sa osnovnim događajima.)
MATCH@M:(The original task set before the system designer and the planner is to define the policies of stock supply and redistribution in order to minimize the total costs incurred in the operations within the given supply chain.===>Originalni zadatak koji se postavlja pred projektantom i planerom sistema je određivanje politike snab-devanja i preraspodele zaliha sa ciljem minimizacije ukupnih troškova koji nastaju u operacijama datog lanca snabdevanja.)
MATCH@E:(The original task set before the system designer and the planner is to define the policies of stock supply and redistribution in order to minimize the total costs incurred in the operations within the given supply chain.===>Originalni zadatak koji se postavlja pred projektantom i planerom sistema je određivanje politike snabdevanja i preraspodele zaliha sa ciljem minimizacije ukupnih troškova koji nastaju u operacijama datog lanca snabdevanja.)
MATCH@M:(These costs include: fixed costs of supplies, delivery charges, costs of storage and costs of shortages.===>Ovi troškovi obuhvataju: fiksne troškove nabavke, troškove isporuke, troškove čuvanja zaliha i troškove nedostajućih zaliha.)
MATCH@E:(These costs include: fixed costs of supplies, delivery charges, costs of storage and costs of shortages.===>Ovi troškovi obuhvataju: fiksne troškove nabavke, troškove isporuke, troškove čuvanja zaliha i troškove nedostajućih zaliha.)
MATCH@M:(As regards the stohastic character of demand, the total costs are also random costs.===>S obzirom na stohastičnost tražnje, ukupni troškovi su takođe slučajnog karaktera.)
MATCH@E:(As regards the stohastic character of demand, the total costs are also random costs.===>S obzirom na stohastičnost tražnje, ukupni troškovi su takođe slučajnog karaktera.)
MATCH@M:(This means that a solution that could best meet one demand, need not be optimal, may even prove to be a very unfavourable solution if another, different demand arises.===>To čini da neko rešenje, koje bi bilo najbolje za jednu realizaciju tražnje, ne mora da bude najbolje, ili čak može da bude veoma loše, ako se pojavi neka drugačija tražnja.)
MATCH@E:(This means that a solution that could best meet one demand, need not be optimal, may even prove to be a very unfavourable solution if another, different demand arises.===>To čini da neko rešenje, koje bi bilo najbolje za jednu realizaciju tražnje, ne mora da bude najbolje, ili čak može da bude veoma loše, ako se pojavi neka drugačija tražnja.)
MATCH@M:(Hence the approach to solving this problem is adopted that is based on experimenting and simulation of various scenarios.===>Zbog toga je prihvaćen pristup rešavanju ovog problema koji se zasniva na eksperimentisanju i simulaciji različitih scenarija.)
MATCH@E:(Hence the approach to solving this problem is adopted that is based on experimenting and simulation of various scenar The more different scenarios, the more optimum solutions.===>Zbog toga je prihvaćen pristup rešavanju ovog problema koji se zasniva na eksperimentisanju i simulaciji različitih scenarija. ~~~ Više različitih scenarija daje više različitih optimalnih rešenja.)
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BAD_LINE_M:Hence the approach to solving this problem is adopted that is based on experimenting and simulation of various scenarios.
BAD_LINE_M:Zbog toga je prihvaćen pristup rešavanju ovog problema koji se zasniva na eksperimentisanju i simulaciji različitih scenarija.
BAD_LINE_E:Hence the approach to solving this problem is adopted that is based on experimenting and simulation of various scenar The more different scenarios, the more optimum solutions.
BAD_LINE_E:Zbog toga je prihvaćen pristup rešavanju ovog problema koji se zasniva na eksperimentisanju i simulaciji različitih scenarija. ~~~ Više različitih scenarija daje više različitih optimalnih rešenja.
MATCH@M:(One scenario is defined by the number of periods and the respective values of demand.===>Jedan scenario je definisan brojem perioda i odgovarajućim vrednostima tražnje.)
MATCH@E:(One scenario is defined by the number of periods and the respective values of demand.===>Jedan scenario je definisan brojem perioda i odgovarajućim vrednostima tražnje.)
MATCH@M:(These values are previously defined randomly, according to the adopted function of the demand probability distribution.===>Te vrednosti se prethodno definišu na slučajan način prema usvojenoj funkciji raspodele verovatnoće tražnje.)
MATCH@E:(These values are previously defined randomly, according to the adopted function of the demand probability distribution.===>Te vrednosti se prethodno definišu na slučajan način prema usvojenoj funkciji raspodele verovatnoće tražnje.)
MATCH@M:(Then the optimum solution to stocks and transport management, that is, the optimum scenario solution is worked out for the generated values of demand, viewed as deterministic input data.===>Za tako generisane vrednosti tražnje, posmatrane kao deterministički ulazni podaci, pronalazi se optimalno rešenje upravljanja zalihama i transportom, odnosno optimalno rešenje scenarija.)
MATCH@E:(Then the optimum solution to stocks and transport management, that is, the optimum scenario solution is worked out for the generated values of demand, viewed as deterministic input data.===>Za tako generisane vrednosti tražnje, posmatrane kao deterministički ulazni podaci, pronalazi se optimalno rešenje upravljanja zalihama i transportom, odnosno optimalno rešenje scenarija.)
MATCH@M:(In the end, the task is set to find a solution whose performances (costs) least deviate from the individual optimum costs of the concrete scenarios.===>Na kraju se postavlja i rešava zadatak nalaženja rešenja čije performanse (troškovi) najmanje odstupaju od pojedinačnih optimalnih troškova konkretnih scenarija.)
MATCH@E:(In the end, the task is set to find a solution whose performances (costs) least deviate from the individual optimum costs of the concrete scenarios.===>Na kraju se postavlja i rešava zadatak nalaženja rešenja čije performanse (troškovi) najmanje odstupaju od pojedinačnih optimalnih troškova konkretnih scenarija.)
MATCH@M:(This ultimate solution is a compromise and it need not be identical to any other individual optimum solutions obtained in analysisng a concrete scenario.===>Ovo konačno rešenje nazivamo kompromisnim i ono ne mora da se poklopi ni sa jednim pojedinačnim optimalnim rešenjem koje je dobijeno pri razmatranju konkretnog scenarija.)
MATCH@E:(This ultimate solution is a compromise and it need not be identical to any other individual optimum solutions obtained in analysisng a concrete scenario.===>Ovo konačno rešenje nazivamo kompromisnim i ono ne mora da se poklopi ni sa jednim pojedinačnim optimalnim rešenjem koje je dobijeno pri razmatranju konkretnog scenarija.)
MATCH@M:(The compromise solution, optimum in a way for all the scenarios viewed as a whole, is presented by the quantities to be periodically transported from the supplier to the distribution centres, from the distribution centres to each RF and by the value of the transshipment among the RFs.===>Kompromisno rešenje, na neki način najbolje za sve scenarije po-smatrane zajedno, predstavljeno je količinama koje po periodima treba transportovati od dobavljača do distributivnih centara, od distributivnih centara do svakog od objekta MP i vrednosti preraspodele između objekata MP.)
MATCH@E:(The compromise solution, optimum in a way for all the scenarios viewed as a whole, is presented by the quantities to be periodically transported from the supplier to the distribution centres, from the distribution centres to each RF and by the value of the transshipment among the RFs.===>Kompromisno rešenje, na neki način najbolje za sve scenarije posmatrane zajedno, predstavljeno je količinama koje po periodima treba transportovati od dobavljača do distributivnih centara, od distributivnih centara do svakog od objekta MP i vrednosti preraspodele između objekata MP. (Period t-1) (Period t) (vremenski kontinuum) Kraj perioda t Višak zaliha iz prethodnog perioda Kolièina dobijena od drugih MP Kolièina dobijena iz distributivnog centra Kolièina potrebna za zadovoljenje tražnje Višak za zalihe u sledeæem periodu (1) Kolièina isporuèena drugim MP (1) (1) Ako postoje nedostajuæe zalihe u periodu t, nema viška niti preraspodele.)
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BAD_LINE_M:The compromise solution, optimum in a way for all the scenarios viewed as a whole, is presented by the quantities to be periodically transported from the supplier to the distribution centres, from the distribution centres to each RF and by the value of the transshipment among the RFs.
BAD_LINE_M:Kompromisno rešenje, na neki način najbolje za sve scenarije po-smatrane zajedno, predstavljeno je količinama koje po periodima treba transportovati od dobavljača do distributivnih centara, od distributivnih centara do svakog od objekta MP i vrednosti preraspodele između objekata MP.
BAD_LINE_E:The compromise solution, optimum in a way for all the scenarios viewed as a whole, is presented by the quantities to be periodically transported from the supplier to the distribution centres, from the distribution centres to each RF and by the value of the transshipment among the RFs.
BAD_LINE_E:Kompromisno rešenje, na neki način najbolje za sve scenarije posmatrane zajedno, predstavljeno je količinama koje po periodima treba transportovati od dobavljača do distributivnih centara, od distributivnih centara do svakog od objekta MP i vrednosti preraspodele između objekata MP. (Period t-1) (Period t) (vremenski kontinuum) Kraj perioda t Višak zaliha iz prethodnog perioda Kolièina dobijena od drugih MP Kolièina dobijena iz distributivnog centra Kolièina potrebna za zadovoljenje tražnje Višak za zalihe u sledeæem periodu (1) Kolièina isporuèena drugim MP (1) (1) Ako postoje nedostajuæe zalihe u periodu t, nema viška niti preraspodele.
MATCH@M:(Figure 2.===>Slika 2.)
MATCH@E:(Figure 1.===>Slika 1.)
MATCH@M:(3.2.===>3.2.)
MATCH@E:(3.2.===>4.2.)
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BAD_LINE_M:3.2.
BAD_LINE_M:3.2.
BAD_LINE_E:3.2.
BAD_LINE_E:4.2.
MATCH@M:(Model 1.===>Model.)
MATCH@E:(Model 1.===>Model.)
MATCH@M:(On the basis of the assumptions and the adopted notation, a TRANSSHIPMENT model was created to describe the supply chain from the supplier, to the distribution centre, to the retail facilities (RFs).===>Na osnovu iznetih pretpostavki i usvojene notacije, napravljen je model PRERASPODELA koji opisuje lanac snabdevanja počev od dobavljača, preko distributivnog centra do objekata MP.)
MATCH@E:(The TRANSSHIPMENT model t = Ì 1 if there is a shortage in stocks in RF i in pe On the basis of the assumptions and the adopted notation, a TRANSSHIPMENT model was created to describe the supply chain from the supplier, to the distribution centre, to the retail facilities (RFs).===>Pik perioda t za scenario k ; Rk žaljenje po scenariju k ; Uik t za scenario k 0 inače Í t = Ì 1 ako nedostaju zalihe u MP i u periodu 3.2. ~~~ Model PRERASPODELA Na osnovu iznetih pretpostavki i usvojene notacije, napravljen je model PRERASPODELA koji opisuje lanac snabdevanja počev od dobavljača, preko distributivnog centra do objekata MP.)
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BAD_LINE_M:On the basis of the assumptions and the adopted notation, a TRANSSHIPMENT model was created to describe the supply chain from the supplier, to the distribution centre, to the retail facilities (RFs).
BAD_LINE_M:Na osnovu iznetih pretpostavki i usvojene notacije, napravljen je model PRERASPODELA koji opisuje lanac snabdevanja počev od dobavljača, preko distributivnog centra do objekata MP.
BAD_LINE_E:The TRANSSHIPMENT model t = Ì 1 if there is a shortage in stocks in RF i in pe On the basis of the assumptions and the adopted notation, a TRANSSHIPMENT model was created to describe the supply chain from the supplier, to the distribution centre, to the retail facilities (RFs).
BAD_LINE_E:Pik perioda t za scenario k ; Rk žaljenje po scenariju k ; Uik t za scenario k 0 inače Í t = Ì 1 ako nedostaju zalihe u MP i u periodu 3.2. ~~~ Model PRERASPODELA Na osnovu iznetih pretpostavki i usvojene notacije, napravljen je model PRERASPODELA koji opisuje lanac snabdevanja počev od dobavljača, preko distributivnog centra do objekata MP.
MATCH@M:(The stohastic character of demand in the RFs is described using different scenarios and the regret concept described earlier in the paper.===>Stohastičnost tražnje u objektima MP se opisuje koriščćenjem različitih scenarija i koncept žaljenja koji je opisan ranije.)
MATCH@E:(The stohastic character of demand in the RFs is described using different scenarios and the regret concept described earlier in the paper.===>Stohastičnost tražnje u objektima MP se opisuje koriščćenjem različitih scenarija i koncept žaljenja koji je opisan ranije.)
MATCH@M:(The TRANSSHIPMENT model is an optimisation model used to devise a compromise optimum solution to minimize the expected value of regret for a larger number of scenarios.===>Model PRERASPODELA je optimizacioni model koji se koristi za nalaženje kompromisnog optimalnog rešenja kojim se minimizira očekivana vrednost žaljenja za veći broj scenarija.)
MATCH@E:(The TRANSSHIPMENT model is an optimisation model used to devise a compromise optimum solution to minimize the expected value of regret for a larger number of scenarios.===>Model PRERASPODELA je optimizacioni model koji se koristi za nalaženje kompromisnog optimalnog rešenja kojim se minimizira očekivana vrednost žaljenja za veći broj scenarija.)
MATCH@M:(Table 1.===>Tabela 1.)
MATCH@E:(Table 1.===>Tabela 1.)
MATCH@M:(In the above model the objective function is presented in (1) and (2) and expresses the total regret, where the formula (2) defines the the regret value for the k scenario.===>U gornjem modelu, funkcija cilja je data u (1) i (2) i predstavlja ukupno žaljenje, pri čemu formula (2) de-finiše vrednost žaljenja za scenario k.)
MATCH@E:(TRANSSHIPMENT In the above model the objective function is presented in (1) and (2) and expresses the total regret, where the formula (2) defines the the regret value for the k scenario.===>1 PRERASPODELA U gornjem modelu, funkcija cilja je data u (1) i (2) i predstavlja ukupno žaljenje, pri čemu formula (2) definiše vrednost žaljenja za scenario k.)
MATCH@M:(The constraint (3) reflects the assumption that demand is predicted on the basis of the previous period demand value.===>Ograničenje (3) odgovara pretpostavki da se tražnja prognozira na osnovu vrednosti iz prethodnog perioda.)
MATCH@E:(The constraint (3) reflects the assumption that demand is predicted on the basis of the previous period demand value.===>Ograničenje (3) odgovara pretpostavki da se tražnja prognozira na osnovu vrednosti iz prethodnog perioda.)
MATCH@M:(In the constraint (4) we imply that the amount of goods ordered from the supplier in each delivery period has to be based on the total demand incurred since the previous delivery period.===>U ograničenju (4) se iskazuje činjenica da količina robe koja se naručuje od dobavljača u svakom periodu isporuke mora biti zasnovana na ukupnoj tražnji napravljenoj u vremenu od prethodnog perioda isporuke.)
MATCH@E:(In the constraint (4) we imply that the amount of goods ordered from the supplier in each delivery period has to be based on the total demand incurred since the previous delivery period.===>U ograničenju (4) se iskazuje činjenica da količina robe koja se naručuje od dobavljača u svakom periodu isporuke mora biti zasnovana na ukupnoj tražnji napravljenoj u vremenu od prethodnog perioda isporuke.)
MATCH@M:(The constraints (5) and (6) specify that the amount of goods delivered to one RF equals the demand in this facility plus the amount of stocks transshiped from this facility to others.===>Ograničenja (5) i (6) govore da je količina robe koja se isporučuje u objekat MP jednaka tražnji u tom objektu uvećanoj za iznos zaliha preraspodelj enih iz tog objekta u druge.)
MATCH@E:(The constraints (5) and (6) specify that the amount of goods delivered to one RF equals the demand in this facility plus the amount of stocks transshiped from this facility to others.===>Ograničenja (5) i (6) govore da je količina robe koja se isporučuje u objekat MP jednaka tražnji u tom objektu uvećanoj za iznos zaliha preraspodeljenih iz tog objekta u druge.)
MATCH@M:(The constraint (7) refers to the fact that no transshipment is allowed from a given RF until its demand has been met.===>Ograničenje (7) se odnosi na zabranu preraspodele iz datog objekta MP pre nego što se ne zadovolji njegova tražnja.)
MATCH@E:(The constraint (7) refers to the fact that no transshipment is allowed from a given RF until its demand has been met.===>Ograničenje (7) se odnosi na zabranu preraspodele iz datog objekta MP pre nego što se ne zadovolji njegova tražnja.)
MATCH@M:(The constraint (8) says that the amount of shortage in one RF cannot be larger than the demand in that same facility.===>U ograničenju (8) se zahteva da iznos nedostajućih zaliha u objektu MP ne može da bude veći od tražnje u njemu.)
MATCH@E:(The constraint (8) says that the amount of shortage in one RF cannot be larger than the demand in that same facility.===>U ograničenju (8) se zahteva da iznos nedostajućih zaliha u objektu MP ne može da bude veći od tražnje u njemu.)
MATCH@M:(The constraint (9) does not allow the shipments from the distribution centre to be larger than the shipments received from the supplier.===>Ograničenje (9) zabranjuje isporuke iz distributivnog centra koje su veće od primljenih isporuka od dobavljača.)
MATCH@E:(The constraint (9) does not allow the shipments from the distribution centre to be larger than the shipments received from the supplier.===>Ograničenje (9) zabranjuje isporuke iz distributivnog centra koje su veće od primljenih isporuka od dobavljača.)
MATCH@M:(Finally, the constraint (10) says that the supplier can deliver goods to distribution centres only in set periods.===>Na kraju, ograničenje (10) kaže da dobavljač može da isporučuje robu distributivnim centrima samo u određenim periodima.)
MATCH@E:(Finally, the constraint (10) says that the supplier can deliver goods to distribution centres only in set periods.===>Na kraju, ograničenje (10) kaže da dobavljač može da isporučuje robu distributivnim centrima samo u određenim periodima.)
MATCH@M:(Prior to working this model out, it is necessary that optimum solution ok for each individual scenario k be found.===>Pre rešavanja ovog modela, potrebno je naći optimalna rešenja ok za svaki pojedinačni scenario k.)
MATCH@E:(Prior to working this model out, it is necessary that optimum solution ok for each individual scenario k be found.===>Pre rešavanja ovog modela, potrebno je naći optimalna rešenja ok za svaki pojedinačni scenario k.)
MATCH@M:(Hence a single-scenario model was created where the objective function is expressed by the total costs, while the constratints in the functioning of the supply chain are the same as in the previous model.===>U tu svrhu je formiran model za jedan scenario u kome funkciju cilja predstavljaju ukupni troškovi dok su ograničenja u vezi sa funkcionisanjem lanca istovetna kao u prethodnom modelu.)
MATCH@E:(Hence a single-scenario model was created where the objective function is expressed by the total costs, while the constratints in the functioning of the supply chain are the same as in the previous model.===>U tu svrhu je formiran model za jedan scenario u kome funkciju cilja predstavljaju ukupni troškovi dok su ograničenja u vezi sa funkcionisanjem lanca istovetna kao u prethodnom modelu.)
MATCH@M:(The inputs to this model are the deterministic values of demand in each RF plus the shipment and storage charges.===>Ulazi u taj model su dete-minističke vrednosti tražnje u svakom objektu MP, kao i troškovi isporuke i čuvanja zaliha.)
MATCH@E:(The inputs to this model are the deterministic values of demand in each RF plus the shipment and storage charges.===>Ulazi u taj model su deteminističke vrednosti tražnje u svakom objektu MP, kao i troškovi isporuke i čuvanja zaliha.)
MATCH@M:(The model helped find the optimal solutions of ok for each k scenario.===>Korišćenjem tog modela dobijena su optimalna rešenja ok za svaki scenario k.)
MATCH@E:(The model helped find the optimal solutions of ok for each k scenario.===>Korišćenjem tog modela dobijena su optimalna rešenja ok za svaki scenario k.)
MATCH@M:(These values were used as inputs for calculating the regret in the TRANSSHIPMENT model.===>Ove vrednosti su ulaz za računanje zalje-nja u modelu PRERASPODELA.)
MATCH@E:(These values were used as inputs for calculating the regret in the TRANSSHIPMENT model.===>Ove vrednosti su ulaz za računanje zaljenja u modelu PRERASPODELA. 3.)
MATCH@M:(In preparing the data we had to take several important characteristics of real issues into consideration.===>U pripremi podataka, potrebnih za rešavanje modela PRERASPODELA, mora se voditi računa o nekim bitnim karakteristikama realnih problema.)
MATCH@E:(3.3 Data In preparing the data we had to take several important characteristics of real issues into consideration.===>Podaci U pripremi podataka, potrebnih za rešavanje modela PRERASPODELA, mora se voditi računa o nekim bitnim karakteristikama realnih problema.)
MATCH@M:(For example, it was important that the shortage costs be reasonably higher compared to shipment charges.===>Na primer, važno je da troškovi nedostajućih zaliha budu razumno viši od troškova isporuke.)
MATCH@E:(For example, it was important that the shortage costs be reasonably higher compared to shipment charges.===>Na primer, važno je da troškovi nedostajućih zaliha budu razumno viši od troškova isporuke.)
MATCH@M:(If the costs of the shortage in supplies are too low, there will be no motivation to replenish the inventory by ordering from the supplier.===>Ako su troškovi nedostajućih zaliha suviše niski, neće postojati nikakva motivacija obnavljanja zaliha naručivanjem od dobavljača.)
MATCH@E:(If the costs of the shortage in supplies are too low, there will be no motivation to replenish the inventory by ordering from the supplier.===>Ako su troškovi nedostajućih zaliha suviše niski, neće postojati nikakva motivacija obnavljanja zaliha naručivanjem od dobavljača.)
MATCH@M:(Using the random number method in the MS Excel, and on the basis of Table 1, we generated 50 random values of demand for each of the RFs.===>Koristeći generator slučajnih brojeva u MS Excel, na osnovu podataka iz Tabele 1, generisano je po 50 slučajnih vrednosti tražnje za svaki objekat MP.)
MATCH@E:(Demand in retail facilities Using the random number method in the MS Excel, and on the basis of Table 1, we generated 50 random values of demand for each of the RFs.===>Tražnja u maloprodajnim objektima MP A B C D E Srednja vrednost Standardna devijacija Koristeći generator slučajnih brojeva u MS Excel, na osnovu podataka iz Tabele 1, generisano je po 50 slučajnih vrednosti tražnje za svaki objekat MP.)
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BAD_LINE_M:Using the random number method in the MS Excel, and on the basis of Table 1, we generated 50 random values of demand for each of the RFs.
BAD_LINE_M:Koristeći generator slučajnih brojeva u MS Excel, na osnovu podataka iz Tabele 1, generisano je po 50 slučajnih vrednosti tražnje za svaki objekat MP.
BAD_LINE_E:Demand in retail facilities Using the random number method in the MS Excel, and on the basis of Table 1, we generated 50 random values of demand for each of the RFs.
BAD_LINE_E:Tražnja u maloprodajnim objektima MP A B C D E Srednja vrednost Standardna devijacija Koristeći generator slučajnih brojeva u MS Excel, na osnovu podataka iz Tabele 1, generisano je po 50 slučajnih vrednosti tražnje za svaki objekat MP.
MATCH@M:(This fulfilled the needs of 5 different scenarios, 10 time periods per each of them.===>To je zadovoljilo potrebe 5 različitih scenarija, po 10 vremenskih perioda svaki.)
MATCH@E:(This fulfilled the needs of 5 different scenarios, 10 time periods per each of them.===>To je zadovoljilo potrebe 5 različitih scenarija, po 10 vremenskih perioda svaki.)
MATCH@M:(The scenarios helped model the unpredictability of demand and the potential variations in real demand.===>Uz pomoć scenarija modeluju se neizvesnost tražnje i potencijalne varijacije u stvarnoj tražnji.)
MATCH@E:(The scenarios helped model the unpredictability of demand and the potential variations in real demand.===>Uz pomoć scenarija modeluju se neizvesnost tražnje i potencijalne varijacije u stvarnoj tražnji. 3.)
MATCH@M:(The TRANSSHIPMENT model was translated into the computer executive variant using the AMPL modelling language.===>Model PRERASPODELA je preveden u računarski izvršnu varijantu korišćenjem modelujućeg jezika AMPL.)
MATCH@E:(3.4 AMPL model The TRANSSHIPMENT model was translated into the computer executive variant using the AMPL modelling language.===>AMPL model Model PRERASPODELA je preveden u računarski izvršnu varijantu korišćenjem modelujućeg jezika AMPL.)
MATCH@M:(The database listing containing the AMPL model is the following:===>Listing datoteke koja sadrži AMPL model je sledeći.)
MATCH@E:(The database listing containing the AMPL model is the following: AMPL Model1.===>Listing datoteke koja sadrži AMPL model je sledeći.)
MATCH@M:(The GNU MathProg modelling language is a subset of the AMPL, however, since it is open for general use, there are no limitations as to the number of variables nor limitations enforced by the AMPI - 300 x 300 student version.===>GNU MathProg modelujuci jezik je podskup AMPL-a, ali buduci da je otvoren za opštu upotrebu, nema nikakvih ograničenja na broj promenljivih i ograničenja, koja nameće studentska verzija AMPl - 300 x 300.)
MATCH@E:(The GNU MathProg modelling language is a subset of the AMPL, however, since it is open for general use, there are no limitations as to the number of variables nor limitations enforced by the AMPI 300 x 300 student version.===>GNU MathProg modelujući jezik je podskup AMPLa, ali budući da je otvoren za opštu upotrebu, nema ni kakvih ograničenja na broj promenljivih i ograničenja, koja nameće studentska verzija AMPl 300 x 300.)
MATCH@M:(We were concerned with solving three varieties of the model:===>Rešavane su tri varijante modela:)
MATCH@E:(We were concerned with solving three varieties of the model: 1.===>Rešavane su tri varijante modela: ~~~ 1.)
MATCH@M:(1.	Mod ell .TRANSSHIPMENT that considers a possible distribution between the RFs.===>1.	Modeli.PRERASPODELA koji razmatra moguću preraspodelu izmedju objekata MP.)
MATCH@E:(Model1.TRANSSHIPMENT that considers a possible distribution between the RFs.===>Model1.PRERASPODELA koji razmatra mo guću preraspodelu izmedju objekata MP. 2.)
MATCH@M:(2.	Model2.NoTRANSSHIPMENT which considers the case identical to the previous one, however, without the possibility of transshipment,i.e., RF are independent from each other.===>2.	Model2.BezPRERASPODELE koji razmatra slučaj, inače identičan prethodnom, ali bez mogućnosti preraspodele, tj svi maloprodajni objekti su nezavisni jedan od drugog.)
MATCH@E:(Model2.NoTRANSSHIPMENT which considers the case identical to the previous one, however, without the possibility of transshipment, i.e., RF are independent from each other.===>BezPRERASPODELE koji razmatra slučaj, inače identičan prethodnom, ali bez mogućnosti preraspodele, tj svi maloprodajni objekti su nezavisni jedan od drugog. 3.)
MATCH@M:(3.	Model3.Deterministic which does not consider the randomness of demand as the two previous models do, using the scenario concept, but is otherwise identical to the previous model.===>3.	Model3.Deterministik koji ne razmatra slučajnost tražnje, kao prethodna dva model koja to rade koristeći koncept scenarija, inače identičan prethodnom modelu.)
MATCH@E:(Model3.Deterministic which does not consider the randomness of demand as the two previous models do, using the scenario concept, but is otherwise identical to the previous model.===>Deterministik koji ne razmatra slučajnost tražnje, kao prethodna dva model koja to rade koristeći koncept scenarija, inače identičan prethodnom modelu.)
MATCH@M:(The results obtained are as follows:===>Dobijeni rezultati su sledeći:)
MATCH@E:(The results obtained are as follows: 1.===>Dobijeni rezultati su sledeći: ~~~ 1.)
MATCH@M:(1.	The model had a total of 1815 variables, of which 250 even-number, and 250 binary, and 1026 constraints.===>1.	Model je imao ukupno 1815 promenljivih od čega su 250 celobrojnih i 250 binarnih i 1026 ograničenja.)
MATCH@E:(The model had a total of 1815 variables, of which 250 even-number, and 250 binary, and 1026 constraints.===>Model je imao ukupno 1815 promenljivih od čega su 250 celobrojnih i 250 binarnih i 1026 ograničenja.)
MATCH@M:(There were 8390 non-zero values in the constraints matrix.===>Nenultih vrednosti u matrici ograničenja ima 8390.)
MATCH@E:(There were 8390 non-zero values in the constraints matrix.===>Nenultih vrednosti u matrici ograničenja ima 8390. 2.)
MATCH@M:(2.	The optimum value for the objective function TotalRegret is 22896.===>2.	Optimalna vrednost za funkciju cilja Ukupno Žaljenje iznosi 22896.)
MATCH@E:(2. ~~~ The optimum value for the objective function TotalRegret is 22896. ~~~ 3.===>Optimalna vrednost za funkciju cilja Ukupno Zaljenje iznosi 22896. 3.)
MATCH@M:(3.	The total costs and the total regret for the three previous cases are shown in Table 2, where the %Difference is given as related to the costs of the deterministic case:===>3.	Ukupni troskovi i ukupno zaljenje za sva tri prethodna slučaja su prikazani u Tabeli 2, gde je % Razlika data u odnosu na troškove determinističkog slučaja:)
MATCH@E:(The total costs and the total regret for the three previous cases are shown in Table 2, where the %Difference is given as related to the costs of the deterministic case: Table 2.===>Ukupni troskovi i ukupno zaljenje za sva tri prethodna slučaja su prikazani u Tabeli 2, gde je % Razlika data u odnosu na troškove determinističkog slučaja: ~~~ Tabela 2.)
MATCH@M:(On the other hand, in case the transshipment among the RFs is allowed, the RF in which the demand is lower than predicted can share the surplus with the facility reporting the shortage.===>S druge strane, u slučaju da je preraspodela između objekata MP dozvoljena, objekat koji ima manju tražnju od prognozirane, može da višak deli sa objektom koji ima manjak.)
MATCH@E:(On the other hand, in case the transshipment among the RFs is allowed, the RF in which the demand is lower than predicted can share the surplus with the facility reporting the shortage.===>S druge strane, u slučaju da je preraspodela između objekata MP dozvoljena, objekat koji ima manju tražnju od prognozirane, može da višak deli sa objektom koji ima manjak.)
MATCH@M:(In this case new transshipment costs emerge, however, the storage charges and the shortage costs are avoided.===>U tom slučaju se pojavljuju novi troškovi preraspode-le, ali se izbegavaju troškovi čuvanja zaliha i troškovi nedostajućih zaliha.)
MATCH@E:(In this case new transshipment costs emerge, however, the storage charges and the shortage costs are avoided.===>U tom slučaju se pojavljuju novi troškovi preraspodele, ali se izbegavaju troškovi čuvanja zaliha i troškovi nedostajućih zaliha.)
MATCH@M:(Also, the maximum and the mean values of the shortage amount is by far more favourable in the transshipment case than in the case without it.===>Takođe, maksimalna i srednja vrednost količine nedostajućih zaliha je znatno povoljnija u slučaju preraspodele nego bez nje.)
MATCH@E:(Also, the maximum and the mean values of the shortage amount is by far more favourable in the transshipment case than in the case without it.===>Takođe, maksimalna i srednja vrednost količine nedostajućih zaliha je znatno povoljnija u slučaju preraspodele nego bez nje.)
MATCH@M:(Table 2.===>Tabela 2.)
MATCH@E:(Table 3.===>Tabela 3.)
MATCH@M:(In such circumstances the safety inventory is not necessary and this reduces the storage charges.===>U takviM okolnostima nije potrebno imati sigurnosne zalihe i to smanjuje troškove držanja zaiha.)
MATCH@E:(In such circumstances the safety inventory is not necessary and this reduces the storage charges.===>U takviM okolnostima nije potrebno imati sigurnosne zalihe i to smanjuje troškove držanja zaiha.)
MATCH@M:(Besides, planning helps eliminate the costs of shortages.===>Pored toga, planom je moguće eliminisati i troškove nedostajućih zaliha.)
MATCH@E:(Besides, planning helps eliminate the costs of shortages.===>Pored toga, planom je moguće eliminisati i troškove nedostajućih zaliha.)
MATCH@M:(The deterministic model is also the easiest problem to solve.===>Deterministički model je i najlakši problem za rešavanje.)
MATCH@E:(The deterministic model is also the easiest problem to solve.===>Deterministički model je i najlakši problem za rešavanje.)
MATCH@M:(Contrary to the deterministic model, the cases with and with no transshipment have to find compromise solutions.===>Za razliku od determinističkog, slučajevi sa i bez preraspodele moraju da nađu kompromisna rešenja.)
MATCH@E:(Contrary to the deterministic model, the cases with and with no transshipment have to find compromise solutions.===>Za razliku od determinističkog, slučajevi sa i bez preraspodele moraju da nađu kompromisna rešenja.)
MATCH@M:(In the case with an allowed transshipment among the RFs, the total costs are somewhat lower compared to the costs in the no transshipment case.===>U slučaju sa mogućom preraspodelom između objekata MP, ukupni troškovi su nešto niži od troškova bez preraspodele.)
MATCH@E:(In the case with an allowed transshipment among the RFs, the total costs are somewhat lower compared to the costs in the no transshipment case.===>U slučaju sa mogućom preraspodelom između objekata MP, ukupni troškovi su nešto niži od troškova bez preraspodele.)
MATCH@M:(This is an important argument in favour of introducing the transshipment type system if the RFs dispose of small warehouse capacities or if we deal with perishable or seasonal goods.===>Ovo je značajan argument za uvođenje sistema s preraspode-lom ukoliko objekti MP imaju male kapacitete maga-cina ili je u pitanju kvarljiva roba ili proizvodi sezonskog karaktera.)
MATCH@E:(This is an important argument in favour of introducing the transshipment type system if the RFs dispose of small warehouse capacities or if we deal with perishable or seasonal goods.===>Ovo je značajan argument za uvođenje sistema s preraspodelom ukoliko objekti MP imaju male kapacitete magacina ili je u pitanju kvarljiva roba ili proizvodi sezonskog karaktera.)
MATCH@M:(Another interesting characteristic for analysis is the behaviour of safety inventory, that is, to what extent the transshipment type systems reduce the amount of safety inventory due to risk pooling.===>Druga interesantna karakteristika za analizu je ponašanje sigurnosnih zaliha, odnosno, u kojoj meri sistemi sa preraspodelom smanjuju iznos sigurnosnih zaliha zbog zajedničkog deljenja rizika.)
MATCH@E:(Another interesting characteristic for analysis is the behaviour of safety inventory, that is, to what extent the transshipment type systems reduce the amount of safety inventory due to risk pooling.===>Druga interesantna karakteristika za analizu je ponašanje sigurnosnih zaliha, odnosno, u kojoj meri sistemi sa preraspodelom smanjuju iznos sigurnosnih zaliha zbog zajedničkog deljenja rizika.)
MATCH@M:(Table 5 shows the results of this analysis.===>U Tabeli 5. su prikazani rezultati ove analize.)
MATCH@E:(Table 5 shows the results of this analysis.===>U Tabeli 5. su prikazani rezultati ove analize.)
MATCH@M:(Table 4 shows the differences between the average values of total inventory in one period in both cases under consideration.===>U Tabeli 4. su prikazane razlike prosečnih vrednosti ukupnih zaliha u jednom periodu u oba razmatrana slučaja.)
MATCH@E:(Table 4 shows the differences between the average values of total inventory in one period in both cases under consideration.===>U Tabeli 4. su prikazane razlike prosečnih vrednosti ukupnih zaliha u jednom periodu u oba razmatrana slučaja.)
MATCH@M:(The explanation of this can be found in the model formulation.===>Objašnjenje za ovo se nalazi u formulaciji modela.)
MATCH@E:(The explanation of this can be found in the model formulation.===>Objašnjenje za ovo se nalazi u formulaciji modela.)
MATCH@M:(Namely, the model requires that the goods be ordered in accordance with the demand in the previous periods.===>Naime, model traži naručivanje u skladu sa tražnjom prethodnim periodima.)
MATCH@E:(Namely, the model requires that the goods be ordered in accordance with the demand in the previous periods.===>Naime, model traži naručivanje u skladu sa tražnjom prethodnim periodima.)
MATCH@M:(If the model were based on the respective demand distributions, a more significant effects of risk pooling could be expected in the cases where transshipment is allowed.===>Ukoliko bi model bio baziran na odgovarajućim ras-podelama tražnje, tada bi se mogli očekivati značajniji efekti deljenja zajedničkog rizika kada postoje mogućnosti preraspodele.)
MATCH@E:(If the model were based on the respective demand distributions, a more significant effects of risk pooling could be expected in the cases where transshipment is allowed.===>Ukoliko bi model bio baziran na odgovarajućim raspodelama tražnje, tada bi se mogli očekivati značajniji efekti deljenja zajedničkog rizika kada postoje mogućnosti preraspodele.)
MATCH@M:(Similarly, if the input data for the demand distribution and the cost parametres were different, a significant effect of transshipment upon the safety inventory could be expected.===>Takođe, ukoliko bi ulazni podaci za raspodelu tražnje i troškovni parametri bili drugačiji, mogao bi da se očekuje značajniji efekat preraspodele na sigurnosne zalihe.)
MATCH@E:(Similarly, if the input data for the demand distribution and the cost parametres were different, a significant effect of transshipment upon the safety inventory could be expected. ~~~ 5.===>Takođe, ukoliko bi ulazni podaci za raspodelu tražnje i troškovni parametri bili drugačiji, mogao bi da se očekuje značajniji efekat preraspodele na sigurnosne zalihe. 5.)
MATCH@M:(The model presented allows for the analysis of different supply policies, as well as different replenishment policies in the supply chain.===>Prikazani model omogućava analizu različitih politika snabdevanja i obnavljanja zaliha u lancu snabdevanja.)
MATCH@E:(Conclusion The model presented allows for the analysis of different supply policies, as well as different replenishment policies in the supply chain.===>Zaključak Prikazani model omogućava analizu različitih politika snabdevanja i obnavljanja zaliha u lancu snabdevanja.)
MATCH@M:(The experimentally obtained findings with hypothetic but really possible data lead to the conclusion that the system with the transshipment in the supply chains may significantly reduce the costs in the stohastic demand cases, especially if the storage charges and shortage costs are high.===>Eksperimentalni rezultati sa hipotetičkim ali realno mogućim podacima, navode na zaključčak da da sistem sa preraspodelom u lancima snabdevanja može da dovede do bitnijeg smanjenja troškova u slučajevima stohastičke tražnje, naročito ako su troškovi čuvanja zaliha i troškovi nedostajućih zaliha visoki.)
MATCH@E:(The experimentally obtained findings with hypothetic but really possible data lead to the conclusion that the system with the transshipment in the supply chains may significantly reduce the costs in the stohastic demand cases, especially if the storage charges and shortage costs are high.===>Eksperimentalni rezultati sa hipotetičkim ali realno mogućim podacima, navode na zaključčak da da sistem sa preraspodelom u lancima snabdevanja može da dovede do bitnijeg smanjenja troškova u slučajevima stohastičke tražnje, naročito ako su troškovi čuvanja zaliha i troškovi nedostajućih zaliha visoki.)
MATCH@M:(It must, however, be pointed out that the systems with transshipment require a higher level of organization, trust and communication among the agents in the supply chains compared to the systems with no transshipment.===>Međutim mora se istaći da sistemi sa preraspodelom u odnosu na sisteme bez prera-spodele zahtevaju viši stepen organizacije, poverenja i međusobne komunikacije učesnika u lancu snabdevanja.)
MATCH@E:(It must, however, be pointed out that the systems with transshipment require a higher level of organization, trust and communication among the agents in the supply chains compared to the systems with no transshipment.===>Međutim mora se istaći da sistemi sa preraspodelom u odnosu na sisteme bez preraspodele zahtevaju viši stepen organizacije, poverenja i međusobne komunikacije učesnika u lancu snabdevanja.)
MATCH@M:(The model presented could, naturally, be improved in various directions - by the analysis of the model sensitivity to different cost parametres, as well as by the analysis of its implementation in various industries or in stocks management of different products.===>Naravno, postavljeni model bi se mogao usavršavati u više pravaca - analizom osetljivosti modela na različite parametre troškova, kao i analizom primene u različitim industrijama ili upravljanju zalihama različitih proizvoda.)
MATCH@E:(The model presented could, naturally, be improved in various directions by the analysis of the model sensitivity to different cost parametres, as well as by the analysis of its implementation in various industries or in stocks management of different products.===>Naravno, postavljeni model bi se mogao usavršavati u više pravaca analizom osetljivosti modela na različite parametre troškova, kao i analizom primene u različitim industrijama ili upravljanju zalihama različitih proizvoda.)
MATCH@M:(The model can also be extended by introducing a larger number of distribution centres and the problems of assigning the RFs to distribution centres.===>Svakako, moguće je proširiti model uvođenjem većeg broja distributivnih centara i problema asignacije objekata MP po distributivnim centrima.)
MATCH@E:(The model can also be extended by introducing a larger number of distribution centres and the problems of assigning the RFs to distribution centres.===>Svakako, moguće je proširiti model uvođenjem većeg broja distributivnih centara i problema asignacije objekata MP po distributivnim centrima.)
MATCH@M:(Fakultet organizacionih nauka u Beogradu===>SPIN 09, 05-06. november 2009. godine, Belgrade, Serbia)
MATCH@E:(Fakultet organizacionih nauka, Beograd.===>Fakul tet organizacionih nauka, Beograd.)
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BAD_LINE_M:Fakultet organizacionih nauka u Beogradu
BAD_LINE_M:SPIN 09, 05-06. november 2009. godine, Belgrade, Serbia
BAD_LINE_E:Fakultet organizacionih nauka, Beograd.
BAD_LINE_E:Fakul tet organizacionih nauka, Beograd.
MATCH@M:(SPIN 09, 05-06. novembar 2009. godine, Beograd, Srbija===>A review of the papers from past EuSpRIG conferences shows that they may be classed into four distinct areas: tools, education, auditing and management..)
MATCH@E:(SPIN 09, 05-06. november 2009. godine, Belgrade, Serbia 1.===>SPIN 09, 05-06. novembar 2009. godine, Beograd, Srbija 1.)
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BAD_LINE_M:SPIN 09, 05-06. novembar 2009. godine, Beograd, Srbija
BAD_LINE_M:A review of the papers from past EuSpRIG conferences shows that they may be classed into four distinct areas: tools, education, auditing and management..
BAD_LINE_E:SPIN 09, 05-06. november 2009. godine, Belgrade, Serbia 1.
BAD_LINE_E:SPIN 09, 05-06. novembar 2009. godine, Beograd, Srbija 1.
MATCH@M:(Such behaviour seems to be totally out of line seeing that nowadays competition is ferocious and organisations need to improve their performance in the realm of Marketing, R and D as well as Design.===>Ovakvo ponašanje je potpuno neuobičajeno kad se ima u vidu da je konkurencija sve žešća i da organizacije moraju da budu sve uspešnije u marketingu, u R and D i u projektovanju.)
MATCH@E:(Such behaviour seems to be totally out of line seeing that nowadays competition is ferocious and organisations need to improve their performance in the realm of Marketing, R&D as well as Design.===>Ovakvo ponašanje je potpuno neuo bičajeno kad se ima u vidu da je konkurencija sve žešća i da organizacije moraju da budu sve uspešnije u marketingu, u R&D i u projektovanju.)
MATCH@M:(In this way, implementing change and creating an organisational culture which lends itself to knowledge management which induces the diffusion of technologies and feeds innovation seems to be simple.===>Ovako, uvođenje promena i razvijanje organizacione kulture u kojoj glavnu ulogu ima upravljanje znanjem, što opet obuhvata sve širu primenu tehnologija i inovacija, izgleda da je lak posao.)
MATCH@E:(In this way, implementing change and creating an organisational culture which lends itself to knowledge management which induces the diffusion of technologies and feeds innovation seems to be simple.===>Ovako, uvođenje promena i razvijanje organizacione kulture u kojoj glavnu ulogu ima upravljanje znanjem, što opet obuhvata sve širu primenu tehnologija i inovacija, izgleda da je lak posao.)
MATCH@M:(However, if we compare the concern organisations have regarding their number of employees in top management, middle and administrative functions, larger organisations (Case A) are less concerned with this issue than the smaller organisations.===>Ipak, ako uporedimo broj zaposlenih koje su ove organizacije rasporedile na mesta top menadžmenta i na funkcije srednjeg menadžmen-ta i administracije, zaključićemo da veće organizacije (Slučaj A) tome ne posvećuju toliko pažnje kao manje.)
MATCH@E:(However, if we compare the concern organisations have regarding their number of employees in top management, middle and administrative functions, larger organisations (Case A) are less concerned with this issue than the smaller organisations.===>Ipak, ako uporedimo broj zaposlenih koje su ove organizacije rasporedile na mesta top menadžmenta i na funkcije srednjeg menadžmenta i administracije, zaključićemo da veće organizacije (Slučaj A) tome ne posvećuju toliko pažnje kao manje.)
MATCH@M:(The opposite occurs for the low skilled and manufacturing employees who are greatly valued by their large organisation, the opposite happens for the others.===>Sasvim je obrnuto kad su u pitanju zaposleni niskih kvalifikacija i proizvodni radnici koje velika organizacija posebno uvažava, a druge ne.)
MATCH@E:(The opposite occurs for the low skilled and manufacturing employees who are greatly valued by their large organisation, the opposite happens for the others.===>Sasvim je obrnuto kad su u pitanju zaposleni niskih kvalifikacija i proizvodni radnici koje velika organizacija posebno uvažava, a druge ne.)
MATCH@M:(In reflecting upon the figures obtained, Case A is part of the textile industry and relies heavily on intensive labour.===>Iz dobijenih brojki zakljucićemo da Slucaj A predstavlja organizaciju u okviru sektora tekstilne industrije i da se u velikoj meri oslanja na radnu snagu u neposrednoj proizvodnji.)
MATCH@E:(In reflecting upon the figures obtained, Case A is part of the textile industry and relies heavily on intensive labour.===>Iz dobijenih brojki zaključićemo da Slučaj A predstavlja organizaciju u okviru sektora tekstilne industrije i da se u velikoj meri oslanja na radnu snagu u neposrednoj proizvodnji.)
MATCH@M:(The other organisations are concerned with the production and selling of automobile spare parts.===>Druge dve organizacije proizvode i prodaju rezervne delove za automobile.)
MATCH@E:(The other organisations are concerned with the production and selling of automobile spare parts.===>Druge dve organizacije proizvode i prodaju rezervne delove za automobile.)
MATCH@M:(Despite the fact that these also rely heavily on intensive labour, they have both different behaviour and needs when it comes to management and administration as well as different policies of focussing on their internal and external clients.===>Bez obzira na to što i one veoma zavise od rada u neposrednoj proizvodnji, one imaju drugačiji pristup i drugačije potrebe kada je u pitanju upravljanje i administracija, a isto tako i drugačiju politiku prema unutrašnjim i spoljnim klijentima.)
MATCH@E:(Despite the fact that these also rely heavily on intensive labour, they have both different behaviour and needs when it comes to management and administration as well as different policies of focussing on their internal and external clients.===>Bez obzira na to što i one veoma zavise od rada u neposrednoj proizvodnji, one imaju drugačiji pristup i drugačije potrebe kada je u pitanju upravljanje i administracija, a isto tako i drugačiju politiku prema unutrašnjim i spoljnim klijentima.)
MATCH@M:(These policies seem to be in opposition to the new principles of the new management paradigms, namely the “knowledge management paradigm”.===>Ova politika izgleda da je u suprotnosti sa novim principima nove paradigme upravljanja, „paradigme upravljanja znanjem“.)
MATCH@E:(These policies seem to be in opposition to the new principles of the new management paradigms, namely the knowledge management paradigm.===>Ova politika izgleda da je u suprotnosti sa novim principima nove paradigme upravljanja, paradigme upravljanja znanjem.)
MATCH@M:(Seeing companies are exposed to international competition and towards the proliferation of new technologies which, in turn, shorten products’ life cycles, their competitive advantage may not be sustainable.===>Pošto su kompanije prinuđene da posluju u uslovima snažne konkurencije iz inostranstva i da stalno isporucuju nove tehnologije, koje opet skraćuju životni ciklus proizvoda, njihova konkurentna prednost ne mora uvek da bude održiva.)
MATCH@E:(Seeing companies are exposed to international competition and towards the proliferation of new technologies which, in turn, shorten products life cycles, their competitive advantage may not be sustainable.===>Pošto su kompanije prinuđene da posluju u uslovima snažne konkurencije iz inostranstva i da stalno isporučuju nove tehnologije, koje opet skraćuju životni ciklus proizvoda, njihova konkurentna prednost ne mora uvek da bude održiva.)
MATCH@M:(In this way, given the fact that companies insist on following strategies that are not related to knowledge economy, their survival seem to be difficult as it can be shown in the financial results.===>Stoga, ako ove kompanije i dalje prime-njuju strategije koje se ne uklapaju u ekonomiju znanja, videće da će teško opstati, a to se vidi i po njihovim finansijskim rezultatima.)
MATCH@E:(In this way, given the fact that companies insist on following strategies that are not related to knowledge economy, their survival seem to be difficult as it can be shown in the financial results.===>Stoga, ako ove kompanije i dalje primenjuju strategije koje se ne uklapaju u ekonomiju znanja, videće da će teško opstati, a to se vidi i po njihovim finansijskim rezultatima.)
MATCH@M:(In view of such assertions encountered, there are great contradictions between the theoretical postulations and the everyday reality of companies.===>Kada imamo u vidu ovakve zaključke, uvidećemo da postoje velike suprotnosti između teorijskih pretpostavki i svakodnevne realnosti u kojima kompanije posluju.)
MATCH@E:(In view of such assertions encountered, there are great contradictions between the theoretical postulations and the everyday reality of companies.===>Kada imamo u vidu ovakve zaključke, uvidećemo da postoje velike suprotnosti između teorijskih pretpostavki i svakodnevne realnosti u kojima kompanije posluju.)
MATCH@M:(This organisational feeling may be the result of a less flexible organisational culture, one that is more autistic to ethical values, and not aligned with a culture of learning, where tacit knowledge is the pivotal element in the usage and energising the production factors.===>Ovakvo organizaciono određenje može da proistice iz manje fleksibilne organizacione kulture, kulture koja je malo više autisticna u odnosu na etic-ke vrednosti, a nije usklađena sa kulturom učenja u kojoj je prećutno znanje u stvari osnovni deo prime-ne i jačanja faktora proizvodnje.)
MATCH@E:(This organisational feeling may be the result of a less flexible organisational culture, one that is more autistic to ethical values, and not aligned with a culture of learning, where tacit knowledge is the pivotal element in the usage and energising the production factors.===>Ovakvo organizaciono određenje može da proističe iz manje fleksibilne organizacione kulture, kulture koja je malo više autistična u odnosu na etičke vrednosti, a nije usklađena sa kulturom učenja u kojoj je prećutno znanje u stvari osnovni deo primene i jačanja faktora proizvodnje.)
MATCH@M:(This paradigm impedes change of organisational perceptions and thereby not allowing the intangibles to be seen as a new organisational force as well and as new core value sources of sustainable wealth.===>Ova paradigma koči promene u percepciji organizacije i ometa nas da prihvatimo nematerijalne vrednosti kao novu organizacionu snagu i nove izvore osnovnih vrednosti za održivo bogatstvo.)
MATCH@E:(This paradigm impedes change of organisational perceptions and thereby not allowing the intangibles to be seen as a new organisational force as well and as new core value sources of sustainable wealth.===>Ova paradigma koči promene u percepciji organizacije i ometa nas da prihvatimo nematerijalne vrednosti kao novu organizacionu snagu i nove izvore osnovnih vrednosti za održivo bogatstvo.)
MATCH@M:(Turbulences, vulnerability and unpredictability of the market competitors do not adhere to rigid organisational guidelines.===>Turbulencije, ranjivost i nepredvidljivost konkurencije na tržištu nisu u skladu sa krutim smernicama u upravljanju organizacijom.)
MATCH@E:(Turbulences, vulnerability and unpredictability of the market competitors do not adhere to rigid organisational guidelines.===>Turbulencije, ranjivost i nepredvidljivost konkurencije na tržištu nisu u skladu sa krutim smernicama u upravljanju organizacijom.)
MATCH@M:(The strategy of intensive labour and low salary costs is in direct contradiction to the current market demands because they do not create a consistent base for organisations and thus condition their longevity.===>Strategija intenzivnog proizvodnog rada i niskih troškova za plate u suprotnoj je srazmeri sa današnjom tra-žnjom na tržištu, zato što se time ne stvara konzistent-na osnova za rad organizacije a time ni uslovi za njihov dugoročniji opstanak.)
MATCH@E:(The strategy of intensive labour and low salary costs is in direct contradiction to the current market demands because they do not create a consistent base for organisations and thus condition their longevi ty.===>Strategija intenzivnog proizvodnog rada i niskih troškova za plate u suprotnoj je srazmeri sa današnjom tražnjom na tržištu, zato što se time ne stvara konzistent na osnova za rad organizacije a time ni uslovi za njihov dugoročniji opstanak.)
MATCH@M:(However, the lower the internal dynamism which can be considered as one of the organisational frailties, cannot be held accountable by the older employees, as these are still considered to be young, and which are within the age group between 22 - 35 years.===>Ipak, niža unutrašnja dinamičnost koja se može smatrati jednom od organizacionih slabosti, nije održiva u slučaju starijih zaposlenih, pošto se oni još uvek smatraju mladima, a nalaze se u starosnoj grupi između 22 - 35 godina.)
MATCH@E:(However, the lower the internal dynamism which can be considered as one of the organisational frailties, cannot be held accountable by the older employees, as these are still considered to be young, and which are within the age group between 22 35 years. ~~~ Moreover, the employees in the organisation - Case B, are all the same young age group or below.===>Ipak, niža unutrašnja dinamičnost koja se može smatrati jednom od organizacionih slabosti, nije održiva u slučaju starijih zaposlenih, pošto se oni još uvek smatraju mladima, a nalaze se u starosnoj grupi između 22 35 godina. [ta više, zaposleni u organizaciji Slučaj B su svi u ovoj istoj grupi, ili su čak mlađi.)
MATCH@M:(In turn, Case C has 8,6% of young employees whilst 32% of the employees are in the age group of 35 - 55 years old.===>S druge strane, Slučaj C ima 8,6% mladih zaposlenih, dok je 32% zaposlenih u starosnoj grupi od 35 - 55 godina života.)
MATCH@E:(In turn, Case C has 8,6% of young employees whilst 32% of the employees are in the age group of 35 55 years old. ~~~ 5.===>S druge strane, Slučaj C ima 8,6% mladih zaposlenih, dok je 32% zaposlenih u starosnoj grupi od 35 55 godina života. 5.)
MATCH@M:(Currently, the intangible values are the pillars of the organisational competitive advantages and are positively related to the performance of employees.===>Nematerijalne vrednosti danas predstavljaju stub temeljac konkurentne prednosti organizacije i pozitivno se odražavaju na učinak zaposlenih.)
MATCH@E:(Conclusion Currently, the intangible values are the pillars of the organisational competitive advantages and are positively related to the performance of employees.===>Zaključak Nematerijalne vrednosti danas predstavljaju stub temeljac konkurentne prednosti organizacije i pozitivno se odražavaju na učinak zaposlenih.)
MATCH@M:(This performance is however, dependent on the democratic organisational culture, the ethical principles and the implementation of the new cultural values of the organisation.===>Ovaj učinak, ipak, zavisi od demokratske organizacione kulture, etičkih principa i primene novih kulturnih vrednosti organizacije.)
MATCH@E:(This performance is however, dependent on the democratic organisational culture, the ethical principles and the implementation of the new cultural values of the organisation.===>Ovaj učinak, ipak, zavisi od demokratske organizacione kulture, etičkih principa i primene novih kulturnih vrednosti organizacije.)
MATCH@M:(Nevertheless, the main and essential input fostering competitive advantages resides in the brains of individuals whose cognition capacity needs to be exercised through continuous learning and transversal knowledge as these are the main ingredients for creative sustainability.===>Ipak, glavni i suštinski input kojim se postiže konkurentna prednost nalazi se u mozgovima pojedinaca čije kognitivne sposobnosti moramo neprekidno razvijati putem stalnog usavršavanja i prenošenja znanja, pošto se jedino tako može postići stvaralačka održivost.)
MATCH@E:(Nevertheless, the main and essential input fostering competitive advantages resides in the brains of individuals whose cognition capacity needs to be exercised through continuous learning and transversal knowledge as these are the main ingredients for creative sustainability.===>Ipak, glavni i suštinski input kojim se postiže konkurentna prednost nalazi se u mozgovima pojedinaca čije kognitivne sposobnosti moramo neprekidno razvijati putem stalnog usavršavanja i prenošenja znanja, pošto se jedino tako može postići stvaralačka održivost.)
MATCH@M:(However, the majority of economic agents continue to overvalue information technologies material investment.===>Ipak, većina privrednih činilaca i dalje precenjuje značaj materijalnih ulaganja u informacione tehnologije.)
MATCH@E:(However, the majority of economic agents continue to overvalue information technologies material investment.===>Ipak, većina privrednih činilaca i dalje precenjuje značaj materijalnih ulaganja u informacione tehnologije.)
MATCH@M:(On a daily basis these agents also display some ignorance about the real dynamic competitive factors, which reside within the intangibles.===>Ovi činioci svakodnevno dokazuju da ne poznaju stvarne dinamične faktore konkurentnosti koji se u stvari nalaze u nematerijalnoj sferi.)
MATCH@E:(On a daily basis these agents also display some ignorance about the real dynamic competitive factors, which reside within the intangibles.===>Ovi činioci svakodnevno dokazuju da ne poznaju stvarne dinamične faktore konkurentnosti koji se u stvari nalaze u nematerijalnoj sferi.)
MATCH@M:(Thus, these agents are incapable of recognizing that personal knowledge, associated to organisational knowledge, is an additive for both its performance and competitiveness.===>Stoga oni ne mogu da shvate da lično znanje, kada se poveže sa organizacionim znanjem, poboljšava i učinak i konkurentnost.)
MATCH@E:(Thus, these agents are incapable of recognizing that personal knowledge, associated to organisational knowledge, is an additive for both its performance and competitiveness.===>Stoga oni ne mogu da shvate da lično znanje, kada se poveže sa organizacionim znanjem, poboljšava i učinak i konkurentnost.)
MATCH@M:(This seems to also be applied to the organisations in this analysis.===>Ovaj zaključak se može primeniti i na organizacije u našoj analizi.)
MATCH@E:(This seems to also be applied to the organisations in this analysis.===>Ovaj zaključak se može primeniti i na organizacije u našoj analizi.)
MATCH@M:(Consequently, a change in the organisational paradigm is hampered; it is also difficult to perceive the strategic value knowledge has both in its usage and in its diffusion.===>Naravno, time se usporava promena organizacione paradigme; takođe je teško i prepoznati stratešku vrednost koju znanje ima kako u svojoj primen tako i u razmeni.)
MATCH@E:(Consequently, a change in the organisational paradigm is hampered; it is also difficult to perceive the strategic value knowledge has both in its usage and in its diffusion.===>Naravno, time se usporava promena organizacione paradigme; takođe je teško i prepoznati stratešku vrednost koju znanje ima kako u svojoj primen tako i u razmeni.)
MATCH@M:(Consequently, the innovation climate and a more entrepreneurial spirit of both employers and employees is not cultivated; the leap that organisations need to take in their search for strategic knowledge domain, namely at the individual level, continues to be postponed which thus blocks the organisation’s sustainability because it underutilizes its existing resources, namely at the level of intellectual capacity of employees.===>To znači da još nija stvorena klima pogodna za inovacije i snažniji preduzet-nički duh među zaposlenima i poslodavcima; veliki korak koji organizacije moraju da načine u domenu strateškog znanja, na nivou pojedinca, i dalje kasni, a time se koči održivost organizacije pošto ona nedovoljno koristi postojeće resurse na nivou intelektualnih sposobnosti zaposlenih.)
MATCH@E:(Consequently, the innovation climate and a more entrepreneurial spirit of both employers and employees is not cultivated; the leap that organisations need to take in their search for strategic knowledge domain, namely at the individual level, continues to be postponed which thus blocks the organisations sustainability because it underutilizes its existing resources, namely at the level of intellectual capacity of employees.===>To znači da još nija stvorena klima pogodna za inovacije i snažniji preduzetnički duh među zaposlenima i poslodavcima; veliki korak koji organizacije moraju da načine u domenu strateškog znanja, na nivou pojedinca, i dalje kasni, a time se koči održivost organizacije pošto ona nedovoljno koristi postojeće resurse na nivou intelektualnih sposobnosti zaposlenih.)
MATCH@M:(Therefore, it seems there is a need for attach greater importance to the intangible values in the organisation and harmonizing these with the tangibles in view of their capacity to expand, project and to form the foundations of organisational performance.===>Stoga izgleda da treba obratiti veću pažnju nematerijalnim vrednostima u organizaciji i uskladiti ih sa materijalnim vredno-stima da bi se proširile, projektovale i oformile osnove za bolji organizacioni učinak.)
MATCH@E:(Therefore, it seems there is a need for attach greater importance to the intangible values in the organisation and harmonizing these with the tangibles in view of their capacity to expand, project and to form the foundations of organisational performance.===>Stoga izgleda da treba obratiti veću pažnju nematerijalnim vrednostima u organizaciji i uskladiti ih sa materijalnim vrednostima da bi se proširile, projektovale i oformile osnove za bolji organizacioni učinak.)
MATCH@M:(This is achieved through synergies which are being created.===>Ovo se postiže sinergijom koja se stvara.)
MATCH@E:(This is achieved through synergies which are being created.===>Ovo se postiže sinergijom koja se stvara.)
MATCH@M:(When variables such as competition, client and the business innovative spirit are appropriately blended, they are considered the foundations for organisational longevity.===>Kada se varijable kao što su konkurencija, klijenti i inovativni poslovni duh spoje na pravi način, dobijaju se temelji dugovečno-sti jedne organizacije.)
MATCH@E:(When variables such as competition, client and the business innovative spirit are appropriately blended, they are considered the foundations for organisational longevity.===>Kada se varijable kao što su konkurencija, klijenti i inovativni poslovni duh spoje na pravi način, dobijaju se temelji dugovečnosti jedne organizacije.)
MATCH@M:(However, the organisational cultural heritage is thwarting the paradigm change and dependency on the old paradigm is jeopardising the organisations’ longevity.===>Ipak, nasleđe organizacione kulture ometa promene u paradigmi, a zavisnost od stare paradigme ugrožava mogućnost da organizacija dugoročno opstane.)
MATCH@E:(However, the organisational cultural heritage is thwarting the paradigm change and dependency on the old paradigm is jeopardising the organisations longevity.===>Ipak, nasleđe organizacione kulture ometa promene u paradigmi, a zavisnost od stare paradigme ugrožava mogućnost da organizacija dugoročno opstane. ~~~ LITERATURA Š1Ë Barros, R.)
MATCH@M:(The key terms in relation to branding aspect represent the starting point in the paper, as well as the identification of main values for successful brand positioning.===>Pojmovi iz oblasti brendiranja su polazna tačka rada, kao i identifikacija ključnih vrednosti za uspe-šno pozicioniranje brenda..)
MATCH@E:(The key terms in relation to branding aspect represent the starting point in the paper, as well as the identification of main values for successful brand positioning.===>The Key to Organisational Learning in the 21 Century, MIT Sloan School of Management, 1997c Š22Ë Serrano, A. and Fialho, C. ~~~ - Gestão do Conhecimento:)
BAD_LINE_=============================================================
BAD_LINE_M:The key terms in relation to branding aspect represent the starting point in the paper, as well as the identification of main values for successful brand positioning.
BAD_LINE_M:Pojmovi iz oblasti brendiranja su polazna tačka rada, kao i identifikacija ključnih vrednosti za uspe-šno pozicioniranje brenda..
BAD_LINE_E:The key terms in relation to branding aspect represent the starting point in the paper, as well as the identification of main values for successful brand positioning.
BAD_LINE_E:The Key to Organisational Learning in the 21 Century, MIT Sloan School of Management, 1997c Š22Ë Serrano, A. and Fialho, C. ~~~ - Gestão do Conhecimento:
MATCH@M:(Special attention has been paid to the analysis of the retail environment through the development of the model that defines the retail location, competition, customer and product aspects.===>Osvrt na maloprodajno okruženje je prikazan kroz razvijanje modela upravljanja maloprodajom sa definisanjem maloprodajnog mesta, konkurencije, potrošača i proizvoda.)
MATCH@E:(Special attention has been paid to the analysis of the retail environment through the development of the model that defines the retail location, competition, customer and product aspects.===>Osvrt na maloprodajno okruženje je prikazan kroz razvijanje modela upravljanja maloprodajom sa definisanjem maloprodajnog mesta, konkurencije, potrošača i proizvoda.)
MATCH@M:(The research focusing on the development of international retail chains and key elements for successful brand positioning and brand profitability has been presented.===>U radu je posebna pažnja posvećena istraživanju razvoja internacionalnih maloprodajnih lanaca i ključnih elemenata za uspešno pozicioniranje i profitabilnost istih.)
MATCH@E:(The research focusing on the development of international retail chains and key elements for successful brand positioning and brand profitability has been presented.===>U radu je posebna pažnja posvećena istraživanju razvoja internacionalnih maloprodajnih lanaca i ključnih elemenata za uspešno pozicioniranje i profitabilnost istih.)
MATCH@M:(Building profitable retail brand is largely linked to the strategy that is chosen for the development and brand positioning.===>Stvaranje profitabilnog brenda maloprodaje u velikoj meri zavisi od strategije koja se koristi za izgradnju i njegovo pozicioniranje 1.	Uvod)
MATCH@E:(Building profitable retail brand is largely linked to the strategy that is chosen for the development and brand positioning. ~~~ 1.===>Stvaranje profitabilnog brenda maloprodaje u velikoj meri zavisi od strategije koja se koristi za izgradnju i njegovo pozicioniranje 1.)
MATCH@M:(1.	Introduction Retail internationalization is a complex process, increasingly widespread in recent years.===>Internacionalizacija maloprodajnih aktivnosti je kompleksan proces, koji se u poslednjim godinama raspro-stranio.)
MATCH@E:(Introduction Retail internationalization is a complex process, increasingly widespread in recent years.===>Uvod Internacionalizacija maloprodajnih aktivnosti je kompleksan proces, koji se u poslednjim godinama rasprostranio.)
MATCH@M:(This internalization process has an increasing impact upon corporate strategies as well as upon the development of the retail sector.===>Ovaj proces internacionalizacije ima sve veći uticaj na korporativne strategije i proširio je svoje efekte na razvoj maloprodajnog sektora.)
MATCH@E:(This internalization process has an increasing impact upon corporate strategies as well as upon the development of the retail sector.===>Ovaj proces internacionalizacije ima sve veći uticaj na korporativne strategije i proširio je svoje efekte na razvoj maloprodajnog sektora.)
MATCH@M:(The size, form and the function of the process have completely changed.===>Veličina, oblik i funkcija procesa su se u potpunosti promenili.)
MATCH@E:(The size, form and the function of the process have completely changed.===>Veličina, oblik i funkcija procesa su se u potpunosti promenili.)
MATCH@M:(The retail internationalization model has to include the process that permeats the whole retail firm, affects the activities of competition and changes the environment in which the firm and its competition do business.===>Model maloprodajne internacionalizacije mora da obuhvati proces koji prožima celokupnu maloprodajnu firmu, utiče na aktivnosti konkurenata i menja okruženje u kome firma i njeni konkurenti posluju.)
MATCH@E:(The retail internationalization model has to include the process that permeats the whole retail firm, affects the activities of competition and changes the environment in which the firm and its competition do business.===>Model maloprodajne internacionalizacije mora da obuhvati proces koji prožima celokupnu maloprodajnu firmu, utiče na aktivnosti konkurenata i menja okruženje u kome firma i njeni konkurenti posluju.)
MATCH@M:(Viewed as a process, internationalization allows for the firm to exploit innovation, and hence to grow and develop.===>Internacionalizacija, kada se posmatra kao proces, omogućava maloprodajnoj firmi eksploataciju inovacije,a time i rast i razvoj.)
MATCH@E:(Viewed as a process, internationalization allows for the firm to exploit innovation, and hence to grow and develop.===>Internacionalizacija, kada se posmatra kao proces, omogućava maloprodajnoj firmi eksploataciju inovacije,a time i rast i razvoj.)
MATCH@M:(The process framework can be hypothetically presented in such a way that it consists of numeric values.===>Okvir procesa se može prikazati hipotetički tako da se sastoji od brojnih veličina.)
MATCH@E:(The process framework can be hypothetically presented in such a way that it consists of numeric values.===>Okvir procesa se može prikazati hipotetički tako da se sastoji od brojnih veličina.)
MATCH@M:(These seven suggested dimensions of the process interact; however, it will be useful to take each into consideration and thus characterise the process better.===>Ovih sedam sugerisanih veličina procesa su u interakciji, ali je korisno razmotriti svaku na način tako da se pokuša okarakterisati proces.)
MATCH@E:(These seven suggested dimensions of the process interact; however, it will be useful to take each into consideration and thus characterise the process better.===>Ovih sedam sugerisanih veličina procesa su u interakciji, ali je korisno razmotriti svaku na način tako da se pokuša okarakterisati proces. 2.)
MATCH@M:(The functional form of the process refers to the functions affected by the internationalization activity.===>Funkcionalan oblik procesa se odnosi na funkcije na koje utiče aktivnost internacionalizacije.)
MATCH@E:(The functional form of the process refers to the functions affected by the internationalization activity.===>Funkcionalan oblik procesa se odnosi na funkcije na koje utiče aktivnost internacionalizacije.)
MATCH@M:(The dominant functional form of the process is the business operations of retail facilities - shops in the country which is not the country of origin of the firm (extrafirm, abroad).===>Dominantan funkcionalan oblik procesa je poslovanje prodajnih punktova - prodavnica u zemlji, koja nije zemlja porekla firme (inostranstvo).)
MATCH@E:(The dominant functional form of the process is the business operations of retail facilities shops in the country which is not the country of origin of the firm (extrafirm, abroad).===>Dominantan funkcionalan oblik procesa je poslovanje prodajnih punktova prodavnica u zemlji, koja nije zemlja porekla firme (inostranstvo).)
MATCH@M:(The other functional forms of the internationalization process include the use of other resources, provided by another country.===>Ostali funkcionalni oblici procesa internacionalizacije uključuju upotrebu drugih resursa koje pruža druga zemlja.)
MATCH@E:(The other functional forms of the internationalization process include the use of other resources, provided by another country.===>Ostali funkcionalni oblici procesa internacionalizacije uključuju upotrebu drugih resursa koje pruža druga zemlja.)
MATCH@M:(Such rea-sources are usually resale products, which may include items, services and labour employed in a retail firm.===>Obično su ovi resursi proizvodi za preprodaju, a koji mogu uključiti stavke, usluge i rad, koji se koriste u maloprodajnoj firmi.)
MATCH@E:(Such reasources are usually resale products, which may include items, services and labour employed in a retail firm.===>Obično su ovi resursi proizvodi za preprodaju, a koji mogu uključiti stavke, usluge i rad, koji se koriste u maloprodajnoj firmi.)
MATCH@M:(The search for the source of supply for the resale items at an international level has long been established and includes increasing volumes of goods, as international trade expands.===>Traženje izvora snabdevanja stavki za preprodaju na međunarodnom nivou je odavno ustanovljeno i uključuje sve veće obime roba kako se povećava međunarodna trgovina.)
MATCH@E:(The search for the source of supply for the resale items at an international level has long been established and includes increasing volumes of goods, as international trade expands.===>Traženje izvora snabdevanja stavki za preprodaju na međunarodnom nivou je odavno ustanovljeno i uključuje sve veće obime roba kako se povećava međunarodna trgovina.)
MATCH@M:(The search for the sources of items supply the firm needs at an international level includes, for example, the computer equipment, the logistics equipment, packaging materials, vehicles, consulting services, etc.===>Traženje izvora snabdevanja stavki na međunarodnom nivou koje koristi firma, uključuje, na primer, kompjutersku opremu, logističku opremu, materijale za ambalažu, vozila, konsul-tantske usluge, itd.)
MATCH@E:(The search for the sources of items supply the firm needs at an international level includes, for example, the computer equipment, the logistics equipment, packaging materials, vehicles, consulting services, etc.===>Traženje izvora snabdevanja stavki na međunarodnom nivou koje koristi firma, uključuje, na primer, kompjutersku opremu, logističku opremu, materijale za ambalažu, vozila, konsultantske usluge, itd.)
MATCH@M:(The use of internationally mobile labour force and of international capital are examples of other input resources representing different functional forms of the internationalization process.===>Upotreba međunarodno mobilne radne snage i međunarodni kapital primeri su drugih ulaznih resursa, koji predstavljaju različite funkcionalne oblike procesa internacionalizacije.)
MATCH@E:(The use of internationally mobile labour force and of international capital are examples of other input resources representing different functional forms of the internationalization process.===>Upotreba međunarodno mobilne radne snage i međunarodni kapital primeri su drugih ulaznih resursa, koji predstavljaju različite funkcionalne oblike procesa internacionalizacije. 1 Š1Ë Dawson J, Larke R, Mukoyama M:)
MATCH@M:(The territorial form of the process includes the manner in which information flows across the geographical space, the nature of decisions as related to the territory, the expansion of knowledge across the territory, and the manner in which information is distributed across that territory.===>Prostorni oblik procesa uključuje način na koje informacije prolaze kroz geografski prostor, prirodu odluka u odnosu na prostor, prostorno širenje znanja, te kako se investicija prostorno raspoređuje.)
MATCH@E:(The territorial form of the process includes the manner in which information flows across the geographical space, the nature of decisions as related to the territory, the expansion of knowledge across the territory, and the manner in which information is distributed across that territory.===>Strategic Issues in International Retailing, Routledge, London, 2006. ~~~ Prostorni oblik procesa uključuje način na koje informacije prolaze kroz geografski prostor, prirodu odlu ka u odnosu na prostor, prostorno širenje znanja, te kako se investicija prostorno raspoređuje.)
MATCH@M:(The examples are: “the method“ in which the network of retail facilities is created so as to expand the retailer’s market power, “the method“ to spread information across the customer entity on “export“ markets as well as “the method“ of creating geographical networks of supply through regional distribution centres for a retail network.===>Primeri su: „način“ da se prostorna mreža prodavnica kreira tako da povećava tržišnu moć maloprodavca, „način“ da se informacije šire kroz potrošačko telo na „inostranom“ tržištu i „način“ da se kreiraju prostorne mreže snab-devanja putem regionalnih distributivnih centara za mrežu prodavnica.)
MATCH@E:(The examples are: the method in which the network of retail facilities is created so as to expand the retailers market power, the method to spread information across the customer entity on export markets as well as the method of creating geographical networks of supply through regional distribution centres for a retail network.===>Primeri su: način da se prostorna mreža prodavnica kreira tako da povećava tržišnu moć maloprodavca, način da se informacije šire kroz potrošačko telo na inostranom tržištu i način da se kreiraju prostorne mreže snabdevanja putem regionalnih distributivnih centara za mrežu prodavnica.)
MATCH@M:(On the global level, this form of the process can be observed in the way the IKEA established its shops in 32 countries, in that it opened each shop through direct investments.===>Na globalnom nivou, vidi se ovaj oblik procesa na primeru kako je IKEA formirala prodavnice u 32 zemlje, otvaranjem svake prodavnice putem direktne investicije.)
MATCH@E:(On the global level, this form of the process can be observed in the way the IKEA established its shops in 32 countries, in that it opened each shop through direct investments.===>Na globalnom nivou, vidi se ovaj oblik procesa na primeru kako je IKEA formirala prodavnice u 32 zemlje, otvaranjem svake prodavnice putem direktne investicije.)
MATCH@M:(The temporal form of the process refers to its activity period, the speed at which the business is done and the scope to which it is cyclic, phase or repetitive in time.===>Vremenski oblik procesa se odnosi na period njegove aktivnosti, brzinu pri kojoj se posluje i obim do kojeg je cikličan, fazni ili ponovljen tokom vremena.)
MATCH@E:(The temporal form of the process refers to its activity period, the speed at which the business is done and the scope to which it is cyclic, phase or repetitive in time.===>Vremenski oblik procesa se odnosi na period njegove aktivnosti, brzinu pri kojoj se posluje i obim do kojeg je cikličan, fazni ili ponovljen tokom vremena.)
MATCH@M:(Others have started working at an international level only recently, although the retailer has been active for already a long period (for example, “Marks and Spencer“ went through a market research process for a period a little longer than 20 years).===>Za ostale je to nedavna aktivnost, iako je maloprodavac mogao postojati dugo vremena (na primer, ’’Marks and Spencer’’ je prolazio kroz proces istraživanja tržišta, ulaska na tržište, razvoj prodavnice, a zatim izlaska, od značajnog dela njegove međunarodne aktivnosti, nešto malo više od 20 godina).)
MATCH@E:(Some retailers go international for a long time (for example, C&A in Europe). ~~~ Others have started working at an international level only recently, although the retailer has been active for already a long period (for example, Marks & Spencer went through a market research process for a period a little longer than 20 years).===>Neki maloprodavci su uključeni u međunarodnu aktivnost duži period vremena (na primer C&A u Evropi) Za ostale je to nedavna aktivnost, iako je maloprodavac mogao postojati dugo vremena (na primer, Marks & Spencer je prolazio kroz proces istraživanja tržišta, ulaska na tržište, razvoj prodavnice, a zatim izlaska, od značajnog dela njegove međunarodne aktivnosti, nešto malo više od 20 godina).)
MATCH@M:(The corporate learning activities (running-in) related to retail firms abroad are characterised by a clear time dimension with the firms that learn faster than others.===>Korporativne aktivnosti učenja (uhodavanja) vezane za inostrana preduzeća malo-prodavaca imaju jasnu vremensku dimenziju sa nekim firmama, koje mogu da uče brže od ostalih.)
MATCH@E:(The corporate learning activities (running-in) related to retail firms abroad are characterised by a clear time dimension with the firms that learn faster than others.===>Korporativne aktivnosti učenja (uhodavanja) vezane za inostrana preduzeća maloprodavaca imaju jasnu vremensku dimenziju sa nekim firmama, koje mogu da uče brže od ostalih.)
MATCH@M:(“Carrefour“, for example, entered several markets and promptly learned whether a market had potential for future development; if that was not the case, they made a relatively fast withdrawal, as they did in the USA, in Great Britain, in Germany and in Japan.===>’’Carrefour’’ je, na primer, stupio na nekoliko tržišta i brzo naučio da li je tržište imalo potencijal za budući razvoj; ako to nije bio slučaj, povlačenje je bilo relativno brzo, kao što je bilo to u SAD, Velikoj Britaniji, Nemačkoj i Japanu.)
MATCH@E:(Carrefour, for example, entered several markets and promptly learned whether a market had potential for future development; if that was not the case, they made a relatively fast withdrawal, as they did in the USA, in Great Britain, in Germany and in Japan.===>Carrefour je, na primer, stupio na nekoliko tržišta i brzo naučio da li je tržište imalo potencijal za budući razvoj; ako to nije bio slučaj, povlačenje je bilo relativno brzo, kao što je bilo to u SAD, Velikoj Britaniji, Nemačkoj i Japanu.)
MATCH@M:(Within the firm, therefore, different time lines of development in different countries are charted, so a complex time form for the process is created.===>Unutar firme, stoga, mogu se videti različite vremenske linije razvoja u različitim zemljama, pa tako postoji kompleksan vremenski oblik za proces.)
MATCH@E:(Within the firm, therefore, different time lines of development in different countries are charted, so a complex time form for the process is created.===>Unutar firme, stoga, mogu se videti različite vremenske linije razvoja u različitim zemljama, pa tako postoji kompleksan vremenski oblik za proces.)
MATCH@M:(The structural form of the process refers to the structure of the firm and its markets as well as to the changes related to the internationalization process.===>Strukturni oblik procesa se odnosi na strukturu firme i njena tržišta i promene vezane za proces internacionalizacije.)
MATCH@E:(The structural form of the process refers to the structure of the firm and its markets as well as to the changes related to the internationalization process.===>Strukturni oblik procesa se odnosi na strukturu firme i njena tržišta i promene vezane za proces internacionalizacije.)
MATCH@M:(The structure is in this context the link between the relations among the the firm and its market defining variables.===>Struktura u ovom kontekstu je spona odnosa koji postoji između promenljivih veličina (varijabli), koje definišu firmu i njeno tržište.)
MATCH@E:(The structure is in this context the link between the relations among the the firm and its market defining variables.===>Struktura u ovom kontekstu je spona odnosa koji postoji između promenljivih veličina (varijabli), koje definišu firmu i njeno tržište.)
MATCH@M:(Hence the cost structure, the management process structure, the relations with the suppliers, the competition in the sector, etc. together make up the total structure.===>Stoga, struktura troškova, struktura procesa upravljanja, odnosi sa dobavljačima, konkurencija u sektoru, itd, čine zajedno ukupnu strukturu.)
MATCH@E:(Hence the cost structure, the management process structure, the relations with the suppliers, the competition in the sector, etc. together make up the total structure.===>Stoga, struktura troškova, struktura procesa upravljanja, odnosi sa dobavljačima, konkurencija u sektoru, itd, čine zajedno ukupnu strukturu.)
MATCH@M:(The changes in this structure are caused by the internationalization.===>Internacionalizacija uzrokuje promene u ovoj strukturi.)
MATCH@E:(The changes in this structure are caused by the internationalization.===>Internacionalizacija uzrokuje promene u ovoj strukturi.)
MATCH@M:(An example of such a form of the process is the change in the relations with suppliers caused by “Promodes“ entering the Greek food-processing sector.===>Primer ovog oblika procesa je promena u odnosima sa dobavljačima, koja se desila kada je ’’Promodes” ušao u grčki prehrambeni sektor.)
MATCH@E:(An example of such a form of the process is the change in the relations with suppliers caused by Promodes entering the Greek food-processing sector.===>Primer ovog oblika procesa je promena u odnosima sa dobavljačima, koja se desila kada je Promodes ušao u grčki prehrambeni sektor.)
MATCH@M:(“Promodes“ requires their Greek suppliers to grant them longer payment periods and lower prices; after they managed to obtain these, the Greek retailers themselves demanded similar conditions from the suppliers.===>’’Promodes’’ traži duže periode za plaćanje i niže cene od svojih grčkih dobavljača, nego što je to ranije bio slučaj, pa kada je ovo postignuto, grčki ma-loprodavci su tražili slične uslove od dobavljača.)
MATCH@E:(Promodes requires their Greek suppliers to grant them longer payment periods and lower prices; after they managed to obtain these, the Greek retailers themselves demanded similar conditions from the suppliers.===>Promodes traži duže periode za plaćanje i niže cene od svojih grčkih dobavljača, nego što je to ranije bio slučaj, pa kada je ovo postignuto, grčki maloprodavci su tražili slične uslove od dobavljača.)
MATCH@M:(All four aspects of the process contents exist simultaneously, they interact and hence help define a specific nature of a generic process which is connected with certain internationalization events.===>Sva četiri aspekta sadržaja procesa postoje istovremeno, u interakciji su, pa tako pomažu definisanju specifične prirode generičkog procesa, koji je povezan sa određenim događajima internacionalizacije.)
MATCH@E:(All four aspects of the process contents exist simultaneously, they interact and hence help define a specific nature of a generic process which is connected with certain internationalization events.===>Sva četiri aspekta sadržaja procesa postoje istovremeno, u interakciji su, pa tako pomažu definisanju specifične prirode generičkog procesa, koji je povezan sa određenim događajima internacionalizacije.)
MATCH@M:(The passage from one phase to another is characterized by a certain group of activities.===>Prelaz iz jedne faze u sledeću je okarakterisan različitim nizom aktivnosti.)
MATCH@E:(The passage from one phase to another is characterized by a certain group of activities.===>Prelaz iz jedne faze u sledeću je okarakterisan različitim nizom aktivnosti.)
MATCH@M:(One type of activators or catalysts will probably mark the movement of one phase into another.===>Određeni tip aktivatora (pokretača) ili katalizatora će verovatno označiti kretanje iz jedne faze u narednu.)
MATCH@E:(One type of activators or catalysts will probably mark the movement of one phase into another.===>Određeni tip aktivatora (pokretača) ili katalizatora će verovatno označiti kretanje iz jedne faze u narednu.)
MATCH@M:(Managerial activity also varies greatly in each phase.===>Menadžerska aktivnost je ta-kođe veoma različita u svakoj fazi.)
MATCH@E:(Managerial activity also varies greatly in each phase.===>Menadžerska aktivnost je takođe veoma različita u svakoj fazi.)
MATCH@M:(There is a lot of research on the aspects prior to entry and on being embedded into the market, especially on varied entry mechanisms, on the advantages and disadvantages of each of them.===>Postoji značajan broj istraživanja o aspektima pre ulaska i ulasku na tržište, naročito različitim mehanizmima ulaska, te prednostima i nedostacima svakog.)
MATCH@E:(There is a lot of research on the aspects prior to entry and on being embedded into the market, especially on varied entry mechanisms, on the advantages and disadvantages of each of them.===>Postoji značajan broj istraživanja o aspektima pre ulaska i ulasku na tržište, naročito različitim mehanizmima ulaska, te prednostima i nedostacima svakog.)
MATCH@M:(Such studies are useful, however, they show just one part of the ovarall internationalization process.===>Takve studije su korisne, ali predstavljaju samo jedan deo ukupnog procesa internacionalizacije.)
MATCH@E:(Such studies are useful, however, they show just one part of the ovarall internationalization process.===>Takve studije su korisne, ali predstavljaju samo jedan deo ukupnog procesa internacionalizacije.)
MATCH@M:(The assimilation and the exit phases efficiently mark the different final phases of the internationalization process.===>Faze asimilacije i izlaska efikasno označavaju različita završna stanja procesa internacionalizacije.)
MATCH@E:(The assimilation and the exit phases efficiently mark the different final phases of the internationalization process.===>Faze asimilacije i izlaska efikasno označavaju različita završna stanja procesa internacionalizacije.)
MATCH@M:(Assimilation comes when the firm changes from an international into a national firm.===>Asimilacija se dešava kada dolazi do promene firme, kao inostrane firme u domaću firmu.)
MATCH@E:(Assimilation comes when the firm changes from an international into a national firm.===>Asimilacija se dešava kada dolazi do promene firme, kao inostrane firme u domaću firmu.)
MATCH@M:(This transformation process often includes a certain form of knowledge transfer within the firm and from the firm which goes international on the export market.===>Ovaj proces transformacije cesto uključuje neki oblik prenosa znanja unutar firme i od firme, koja se internacionalizuje na inostranom tržištu.)
MATCH@E:(This transformation process often includes a certain form of knowledge transfer within the firm and from the firm which goes international on the export market.===>Ovaj proces transformacije često uključuje neki oblik prenosa znanja unutar firme i od firme, koja se internacionalizuje na inostranom tržištu.)
MATCH@M:(The transformation occurs through various economic and social mechanisms that operate in an international context, as related to the national one.===>Transformacija se dešava putem različitih ekonomskih i društvenih mehanizama, koji rade na različite načine u inostranom kontekstu, u odnosu na domicilni.)
MATCH@E:(The transformation occurs through various economic and social mechanisms that operate in an international context, as related to the national one.===>Transformacija se dešava putem različitih ekonomskih i društvenih mehanizama, koji rade na različite načine u inostranom kontekstu, u odnosu na domicilni.)
MATCH@M:(The scope of local control varies both in the firm and from country to country within the firm.===>Obim lokalne kontrole varira kod firme i od zemlje do zemlje unutar firme.)
MATCH@E:(The scope of local control varies both in the firm and from country to country within the firm.===>Obim lokalne kontrole varira kod firme i od zemlje do zemlje unutar firme.)
MATCH@M:(The scope of the firm’s international perspective and international culture will precondition the nature of the perception of various countries and hence affect the mechanisms of managerial knowledge development and transfer that we know in practice.===>Obim međunarodne perspektive i međunarodne kulture firme će uticati na prirodu percepcija različitih zemalja, te će uticati na mehanizme, koji su zaživeli u praksi za razvoj menadžerskog znanja i njegovog prenosa.)
MATCH@E:(The scope of the firms international perspective and international culture will precondition the nature of the perception of various countries and hence affect the mechanisms of managerial knowledge development and transfer that we know in practice.===>Obim međunarodne perspektive i međunarodne kulture firme će uticati na prirodu percepcija različitih zemalja, te će uticati na mehanizme, koji su zaživeli u praksi za razvoj menadžerskog znanja i njegovog prenosa.)
MATCH@M:(In this respect we can compare the “IKEA “ and the “Boots “.===>U ovom pogledu, mogu se uporediti ’’IKEA’’ i ’’Boots”.)
MATCH@E:(In this respect we can compare the IKEA and the Boots .===>U ovom po gledu, mogu se uporediti IKEA i Boots.)
MATCH@M:(The “IKEA“ is strongly oriented towards internationalization, while the capacities are transferred internationally, regardless of the mutual qualities of the range of items in the shops.===>’’IKEA’’ ima jaku opredeljenost za internacionalizaciju, dok se kapaciteti prenose međunarodno, uprkos zajedničkim osobinama asortimana stavki u prodavnicama.)
MATCH@E:(The IKEA is strongly oriented towards internationalization, while the capacities are transferred in ternationally, regardless of the mutual qualities of the range of items in the shops.===>IKEA ima jaku opredeljenost za internacionalizaciju, dok se kapaciteti prenose međunarodno, uprkos zajedničkim osobinama asortimana stavki u prodavnicama.)
MATCH@M:(The “Boots“ have for years had a history of an unsuccessful international expansion due to their obvious incapability of doing business in other countries, and to an insufficient attention paid to export business.===>U ’’Boots’’-u je postojala, tokom mnogo godina, istorija neuspele međunarodne ekspanzije sa očiglednom nesposobnošću da posluju u drugim zemljama, te očigledno nizak nivo posvećenosti inostranim poslovima.)
MATCH@E:(The Boots have for years had a history of an unsuccessful international expansion due to their obvious incapability of doing business in other countries, and to an insufficient attention paid to export business.===>U Boots-u je postojala, tokom mnogo godina, istorija neuspele međunarodne ekspanzije sa očiglednom nesposobnošću da posluju u drugim zemljama, te očigledno nizak nivo posvećenosti inostranim poslovima.)
MATCH@M:(This dimension of resources transformation is especially important as it deals with the nature of the retailer’s “product“ on an export market.===>Ova dimenzija transformacije resursa je od naročitog značaja, zato što se bavi prirodom maloprodavčevog „proizvoda“ na inostranom tržištu.)
MATCH@E:(This dimension of resources transformation is especially important as it deals with the nature of the retailers product on an export market.===>Ova dimenzija transformacije resursa je od naročitog značaja, zato što se bavi prirodom maloprodavčevog proizvoda na inostranom tržištu.)
MATCH@M:(The retailer will be experienced and will have the knowledge of the work format adjusted to the country he comes from; hence it will be his so-called “shop formula“.===>Maloprodavac će biti iskusan i imaće znanje u radu formata, koji je prilagođen zemlji odakle potiče, pa je to njegova tzv. „formula prodavnice“.)
MATCH@E:(The retailer will be experienced and will have the knowledge of the work format adjusted to the country he comes from; hence it will be his so-called shop formula.===>Maloprodavac će biti iskusan i imaće znanje u radu formata, koji je prilagođen zemlji odakle potiče, pa je to njegova tzv. formula prodavnice.)
MATCH@M:(This is then transferred to a new market; the firm will have its own formula and will adjust it to the market to a certain extent.===>Ovo se potom prenosi na novo tržište, firma će imati svoju sopstvenu formulu, pa će se prilagoditi na neznatno drugačiji način tržištu.)
MATCH@E:(This is then transferred to a new market; the firm will have its own formula and will adjust it to the market to a certain extent.===>Ovo se potom prenosi na novo tržište, firma će imati svoju sopstvenu formulu, pa će se prilagoditi na neznatno drugačiji način tržištu.)
MATCH@M:(The formula will be further adjusted as the firm gains experience in the export markets.===>Formula će se takođe prilagođavati kako se stiče iskustvo na inostranom tržištu.)
MATCH@E:(The formula will be further adjusted as the firm gains experience in the export markets.===>Formula će se takođe prilagođavati kako se stiče iskustvo na inostranom tržištu.)
MATCH@M:(The knowledge transfer will differ when the retailer sets up individual retail facilities, from which the retailer acquires the existing firm.===>Prenos znanja će biti različit kada maloprodavac formira pojedinačne prodavnice, odakle maloprodavac kupuje postojeću firmu.)
MATCH@E:(The knowledge transfer will differ when the retailer sets up individual retail facilities, from which the retailer acquires the existing firm.===>Prenos znanja će biti različit kada maloprodavac formira pojedinačne prodavnice, odakle maloprodavac kupuje postojeću firmu.)
MATCH@M:(This can be illustrated by the international business of the “Tesco“ hypermarkets.===>Ovo se može ilustrovati ’’Te-sco’’-vim međunarodnim poslovanjem hipermarketa.)
MATCH@E:(This can be illustrated by the international business of the Tesco hypermarkets.===>Ovo se može ilustrovati Tesco-vim međunarodnim poslovanjem hipermarketa.)
MATCH@M:(The “Tesco“ set their own hypermarket formula in Poland, in that they transferred the knowledge learned in Great Britain to the Polish market, as well as to the markets of other Central-European markets where they do business.===>U Poljskoj je ’’Tesco’’ ustanovio svoju formulu hiper-marketa, prenosom znanja na poljsko tržište iz iskustava u Velikoj Britaniji, kao i drugih centralno-evropskih tržišta, gde ima poslove.)
MATCH@E:(The Tesco set their own hypermarket formula in Poland, in that they transferred the knowledge learned in Great Britain to the Polish market, as well as to the markets of other Central-European markets where they do business.===>U Poljskoj je Tesco ustanovio svoju formulu hipermarketa, prenosom znanja na poljsko tržište iz iskustava u Velikoj Britaniji, kao i drugih centralnoevropskih tržišta, gde ima poslove.)
MATCH@M:(Besides, “Tesco“ bought the “HIT“ hypermarket chain in 2002.===>Pored toga, ’’Tesco’’ je 2002. godine kupio lanac ’’HIT’’ hipermarketa.)
MATCH@E:(Besides, Tesco bought the HIT hypermarket chain in 2002.===>Pored toga, Tesco je 2002. godine kupio lanac HIT hipermarketa.)
MATCH@M:(In the acquisition of these “HIT shops“ and their change to the “Tesco“ formula, there is the knowledge transfer again, but affected by the formula devised by the previous owner.===>U kupovini ovih ’’HIT prodavnica’’ i njihovoj prome-ni na ’’Tesco’’-vu formulu, postoji ponovo prenos znanja, ali takav na koji utiče formula, koju je izveo prethodni vlasnik.)
MATCH@E:(In the acquisition of these HIT shops and their change to the Tesco formula, there is the knowledge transfer again, but affected by the formula devised by the previous owner.===>U kupovini ovih HIT prodavnica i njihovoj promeni na Tesco-vu formulu, postoji ponovo prenos znanja, ali takav na koji utiče formula, koju je izveo prethodni vlasnik.)
MATCH@M:(2.	Changes in format the firm effects in order to make it a formula of the firm on a given market.===>2.	Promene formata koje izvrši firma da bi ga načinila formulom, te firme na određenom tržištu.)
MATCH@E:(Changes in format the firm effects in order to make it a formula of the firm on a given market. ~~~ 3.===>Promene formata koje izvrši firma da bi ga načinila formulom, te firme na određenom tržištu. 3.)
MATCH@M:(In addition to the issues of internal importance for the firm and certain decision activities within the firm, there is a number of issues to be dealt with in the internationalization process model in trade (retail activities), related to the process outcomes in its various phases.===>Osim pitanja, koja su interna za firmu i deo aktivnosti odlučivanja unutar firme, postoji niz pitanja koja treba razmotriti u modelu procesa internacionalizacije u trgovini (maloprodajnim aktivnostima), koja se odnose na ishod procesa u njegovim različitim fazama.)
MATCH@E:(Outcomes dimensions of retail networ internationalization process In addition to the issues of internal importance for the firm and certain decision activities within the firm, there is a number of issues to be dealt with in the internationalization process model in trade (retail activities), related to the process outcomes in its various phases.===>Dimenzije rezultata procesa internacionalizacije maloprodajnih mreža Osim pitanja, koja su interna za firmu i deo aktivnosti odlučivanja unutar firme, postoji niz pitanja koja treba razmotriti u modelu procesa internacionalizacije u trgovini (maloprodajnim aktivnostima), koja se odnose na ishod procesa u njegovim različitim fazama.)
MATCH@M:(The factors of the retail internationalization process framework can be hypothetically shown as intermediary impacts that shape the process.===>Faktori okvira procesa internacionalizacije maloprodaje, mogu se hipotetički prikazati kao posredujući uticaji koji oblikuju proces.)
MATCH@E:(Scope dimensions of retail network internationalization process The factors of the retail internationalization process framework can be hypothetically shown as intermediary impacts that shape the process.===>Dimenzija okvira procesa internacionalizacije maloprodajnih mreža Faktori okvira procesa internacionalizacije maloprodaje, mogu se hipotetički prikazati kao posredujući uticaji koji oblikuju proces.)
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BAD_LINE_M:The factors of the retail internationalization process framework can be hypothetically shown as intermediary impacts that shape the process.
BAD_LINE_M:Faktori okvira procesa internacionalizacije maloprodaje, mogu se hipotetički prikazati kao posredujući uticaji koji oblikuju proces.
BAD_LINE_E:Scope dimensions of retail network internationalization process The factors of the retail internationalization process framework can be hypothetically shown as intermediary impacts that shape the process.
BAD_LINE_E:Dimenzija okvira procesa internacionalizacije maloprodajnih mreža Faktori okvira procesa internacionalizacije maloprodaje, mogu se hipotetički prikazati kao posredujući uticaji koji oblikuju proces.
MATCH@M:(These frame dimensions are present outside the internationalization process as well, however, they affect both the contents and the outcomes.===>Ove okvirne veličine postoje i izvan procesa internacionalizacije, ali utiču na sadržaj i rezultate.)
MATCH@E:(These frame dimensions are present outside the internationalization process as well, however, they affect both the contents and the outcomes.===>Ove okvirne veličine postoje i izvan procesa internacionalizacije, ali utiču na sadržaj i rezultate.)
MATCH@M:(The internationalization process operation in retail business is affected by managerial cultures of both the country and the firm.===>Na funkcionisanje procesa internacionalizacije u maloprodajnim aktivnostima utiču menadžerske kulture, kako firme, tako i zemlje.)
MATCH@E:(Managerial value systems The internationalization process operation in retail business is affected by managerial cultures of both the country and the firm.===>Menadžerski sistemi vrednosti Na funkcionisanje procesa internacionalizacije u maloprodajnim aktivnostima utiču menadžerske kulture, kako firme, tako i zemlje.)
MATCH@M:(Managerial styles differ as the response to historical and and cultural factors which support the social value systems.===>Menadžerski stilovi se razlikuju kao reakcija na istorijske i kulturne faktore, koji podržavaju sisteme društvene vrednosti.)
MATCH@E:(Managerial styles differ as the response to historical and and cultural factors which support the social value systems.===>Menadžerski stilovi se razlikuju kao reakcija na istorijske i kulturne faktore, koji podržavaju sisteme društvene vrednosti.)
MATCH@M:(This is especially the case in the retail business, where, as we pointed out above, the relationship between the managerial culture and the cus-tomer culture is important.===>Ovo je naročito slučaj u maloprodajnim aktivnostima, kao što je ranije istaknuto, gde je važna veza između menadžerske kulture i potrošačke kulture.)
MATCH@E:(This is especially the case in the retail business, where, as we pointed out above, the relationship between the managerial culture and the cus Figure 2.===>Ovo je naročito slučaj u maloprodajnim aktivnostima, kao što je ranije istaknuto, gde je važna veza između menadžerske kulture i potrošačke kulture.)
MATCH@M:(The context of national retail business is characterised by at least four main, but different managerial styles: North-American, European, Asian and Islamic.===>U kontekstu nacionalnih maloprodajnih aktivnosti, barem četiri glavna, ali različita menadžerska stila se mogu hipotetički pri-kazati: severnoamerićki, evropski, azijski i islamski.)
MATCH@E:(The context of national retail business is characterised by at least four main, but different managerial styles: North-American, European, Asian and Islamic.===>Strategic Issues in International Retailing, Routledge, London, 2006. kazati: severnoamerički, evropski, azijski i islamski.)
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BAD_LINE_M:The context of national retail business is characterised by at least four main, but different managerial styles: North-American, European, Asian and Islamic.
BAD_LINE_M:U kontekstu nacionalnih maloprodajnih aktivnosti, barem četiri glavna, ali različita menadžerska stila se mogu hipotetički pri-kazati: severnoamerićki, evropski, azijski i islamski.
BAD_LINE_E:The context of national retail business is characterised by at least four main, but different managerial styles: North-American, European, Asian and Islamic.
BAD_LINE_E:Strategic Issues in International Retailing, Routledge, London, 2006. kazati: severnoamerički, evropski, azijski i islamski.
MATCH@M:(These styles of managerial culture make a broad overgeneralization of subtle effects of the culture upon managerial methods, while some cultural approaces in each of the styles differ significantly.===>Ovi stilovi menadžerske kulture su široka nad-genera-lizacija suptilnih efekata kulture na menadžerske metode, dok svaki stil sadrži neke znaćajno razlićite kulturne pristupe.)
MATCH@E:(These styles of managerial culture make a broad overgeneralization of subtle effects of the culture upon managerial methods, while some cultural approaces in each of the styles differ significantly.===>Ovi stilovi menadžerske kulture su široka nad-generalizacija suptilnih efekata kulture na menadžerske metode, dok svaki stil sadrži neke značajno različite kulturne pristupe.)
MATCH@M:(Within the area of the European managerial culture it is, therefore, possible to identify the differences in both the managerial and the customer cultures.===>Stoga, unutar područja evropske menadžerske kulture, moguće je diferencirati razlike u menadžerskoj i potrošačkoj kulturi.)
MATCH@E:(Within the area of the European managerial culture it is, therefore, possible to identify the differences in both the managerial and the customer cultures.===>Stoga, unutar područja evropske menadžerske kulture, moguće je diferencirati razlike u menadžerskoj i potrošačkoj kulturi.)
MATCH@M:(For example, different styles can be adequately differentiated in the firms on the macroregional basis: the Mediterranean, the Scandinavian, the French and the Anglo-Saxon.===>Na primer, mogu se adekvatno diferencirati razlićiti stilovi u firmama na bazi makro regiona, na primer: Mediteranski, Skandinavski, Francuski i Anglosaksonski.)
MATCH@E:(For example, different styles can be adequately differentiated in the firms on the macrore gional basis: the Mediterranean, the Scandinavian, the French and the Anglo-Saxon.===>Na primer, mogu se adekvatno diferencirati različiti stilovi u firmama na bazi makro regiona, na primer: ~~~ Mediteranski, Skandinavski, Francuski i Anglosaksonski.)
MATCH@M:(Some experts argue that, for example, there is a French style hypermarket symbolised by “Carrefour“, or the Anglo-Saxon style represented by “Tesco“.===>Mnogi stručnjaci su davali argumente da, na primer, postoji hipermar-ket francuskog stila, koji simboliše ’’Carrefour’’, te anglosaksonski stil kojeg simboliše ’’Tesco’’.)
MATCH@E:(Some experts argue that, for example, there is a French style hypermarket symbolised by Carrefour, or the Anglo-Saxon style represented by Tesco.===>Mnogi stručnjaci su davali argumente da, na primer, postoji hipermarket francuskog stila, koji simboliše Carrefour, te anglosaksonski stil kojeg simboliše Tesco.)
MATCH@M:(This “game“ between the customermarket culture and the firm culture is a complex one.===>Međusobna ’’igra’’ između potrošačke-tržišne kulture i kulture firme je kompleksna.)
MATCH@E:(This game between the customermarket culture and the firm culture is a complex one.===>Međusobna igra između potrošačke-tržišne kulture i kulture firme je kompleksna.)
MATCH@M:(As regards the retail internationalization, a relatively small number of European retailers can boast of being successful in business in North America, these being the retailers who adopted the American management style.===>U pogledu maloprodajne internacionalizacije, relativno malo evropskih maloprodavaca je bilo uspešno u Sever-noj Americi i to su bili oni koji su usvojili američki stil menadžmenta.)
MATCH@E:(As regards the retail internationalization, a relatively small number of European retailers can boast of being successful in business in North America, these being the retailers who adopted the American management style.===>U pogledu maloprodajne internacionalizacije, relativno malo evropskih maloprodavaca je bilo uspešno u Severnoj Americi i to su bili oni koji su usvojili američki stil menadžmenta.)
MATCH@M:(The European retailers were more successful in their international business within Europe.===>Evropski maloprodavci su bili uspešniji u svojim međunarodnim kretanjima unutar Evrope.)
MATCH@E:(The European retailers were more successful in their international business within Europe.===>Evropski maloprodavci su bili uspešniji u svojim međunarodnim kretanjima unutar Evrope.)
MATCH@M:(Few American retailers proved to be successful in Europe if they remained consistent to their American managerial style.===>Malo američkih maloprodavaca je bilo uspešno u Evropi, kada su ostajali dosledni američkom menadžerskom stilu.)
MATCH@E:(Few American retailers proved to be successful in Europe if they remained consistent to their American managerial style.===>Malo američkih maloprodavaca je bilo uspešno u Evropi, kada su ostajali dosledni američkom menadžerskom stilu.)
MATCH@M:(Americal retailers preferred the Canadian market.===>Američki maloprodavci su pokazali preferenciju ka Kanadskom tržištu.)
MATCH@E:(Americal retailers preferred the Canadian market.===>Američki maloprodavci su pokazali preferenciju ka Kanadskom tržištu.)
MATCH@M:(The Asian retailers, with only few exemptions, remained within the Asian region.===>Azijski maloprodavci, uz malo izuzetaka, ostali su unutar azijskih zemalja.)
MATCH@E:(The Asian retailers, with only few exemptions, remained within the Asian region.===>Azijski maloprodavci, uz malo izuzetaka, ostali su unutar azijskih zemalja.)
MATCH@M:(The managerial style is manifest in numerous areas of trade, including the business formula creation, the customer relations, interactions with clients, knowledge management and knowledge transfer, technology reactivity and the nature of innovation.===>Menadžerski stil je manifest u mnogim osobinama trgovine, uključujući kreiranje poslovne formule, odnosa sa klijentima, te interakcijama sa klijentima, upravljanje znanjem i prenos znanja, tehnološku reaktiv-nost i prirodu inovacije.)
MATCH@E:(The managerial style is manifest in numerous areas of trade, including the business formula creation, the customer relations, interactions with clients, knowledge management and knowledge transfer, technology reactivity and the nature of innovation.===>Menadžerski stil je manifest u mnogim osobinama trgovine, uključujući kreiranje poslovne formule, odnosa sa klijentima, te interakcijama sa klijentima, upravljanje znanjem i prenos znanja, tehnološku reaktivnost i prirodu inovacije.)
MATCH@M:(The retail internationalization process is largely affected by the cultural style of the firm that goes international and the cultural values of the managerial structures.===>Na proces maloprodajne internacionalizacije veoma veliki uticaj vrše kulturni stil firme, koja se internacionalizuje i kulturne vrednosti menadžerskih struktura.)
MATCH@E:(The retail internationalization process is largely affected by the cultural style of the firm that goes international and the cultural values of the managerial structures.===>Na proces maloprodajne internacionalizacije veoma veliki uticaj vrše kulturni stil firme, koja se internacionalizuje i kulturne vrednosti menadžerskih struktura.)
MATCH@M:(The firm’s size, the size of a retail facility and the size of the market, all affect the manner in which the process is conducted.===>Veličina firme, veličina prodavnice i veličina tržišta imaju uticaja na način na koji se obavlja proces.)
MATCH@E:(The firms size, the size of a retail facility and the size of the market, all affect the manner in which the process is conducted.===>Veličina firme, veličina prodavnice i veličina tržišta imaju uticaja na način na koji se obavlja proces.)
MATCH@M:(The international movement of firms inevitably reduce their income, however, larger firms are more capable of adapting to such reductions.===>Međunarodna kretanja firmi neizbežno umanjuju prihode firmi, dok veće firme imaju veću sposobnost pri-lagođavanja ovom smanjenju.)
MATCH@E:(The international movement of firms inevitably reduce their income, however, larger firms are more capable of adapting to such reductions.===>Međunarodna kretanja firmi neizbežno umanjuju prihode firmi, dok veće firme imaju veću sposobnost prilagođavanja ovom smanjenju.)
MATCH@M:(The transfer of scarce managerial resources from home business to export business is easier in large companies.===>Prenos oskudnih menadžerskih resursa iz domaćeg poslovanja u inostrano poslovanje je verovatnije moguće u većim firmama.)
MATCH@E:(The transfer of scarce managerial resources from home business to export business is easier in large companies.===>Prenos oskudnih menadžerskih resursa iz domaćeg poslovanja u inostrano poslovanje je verovatnije moguće u većim firmama.)
MATCH@M:(It is also more likely that the location acquisition process for smaller units on export market is easier and less expensive compared to the location acquisition for large shops.===>Isto je tako verovatnije da je proces lokacijske akvizicije za manje jedinice na inostranom tržištu lakši i jeftiniji nego akvizicija lokacija za velike prodavnice.)
MATCH@E:(It is also more likely that the location acquisition process for smaller units on export market is easier and less expensive compared to the location acquisition for large shops.===>Isto je tako verovatnije da je proces lokacijske akvizicije za manje jedinice na inostranom tržištu lakši i jeftiniji nego akvizicija lokacija za velike prodavnice.)
MATCH@M:(The size of the market, among other factors, affects the commitment level the firm may have on a new market as well as the level of resources it is willing to allocate on this market.===>Veličina tržišta utiče, između ostalih faktora, na ste-pen posvećenosti ili opredeljenosti koji može imati firma na novom tržištu i nivo resursa, koje je firma voljna da rasporedi na to tržište.)
MATCH@E:(The size of the market, among other factors, affects the commitment level the firm may have on a new market as well as the level of resources it is willing to allocate on this market.===>Veličina tržišta utiče, između ostalih faktora, na stepen posvećenosti ili opredeljenosti koji može imati firma na novom tržištu i nivo resursa, koje je firma voljna da rasporedi na to tržište.)
MATCH@M:(The final relevant impact factor refers to the prevailing environmental conditions in new countries and in the country of origin.===>Finalan relevantni faktor uticaja odnosi se na preovla-davajuće uslove okruženja u novim i matičnim zemljama.)
MATCH@E:(Prevailing environmental and situational conditions The final relevant impact factor refers to the prevailing environmental conditions in new countries and in the country of origin.===>Preovladavajući uslovi okruženja i situacioni uslovi Finalan relevantni faktor uticaja odnosi se na preovladavajuće uslove okruženja u novim i matičnim zemljama.)
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BAD_LINE_M:The final relevant impact factor refers to the prevailing environmental conditions in new countries and in the country of origin.
BAD_LINE_M:Finalan relevantni faktor uticaja odnosi se na preovla-davajuće uslove okruženja u novim i matičnim zemljama.
BAD_LINE_E:Prevailing environmental and situational conditions The final relevant impact factor refers to the prevailing environmental conditions in new countries and in the country of origin.
BAD_LINE_E:Preovladavajući uslovi okruženja i situacioni uslovi Finalan relevantni faktor uticaja odnosi se na preovladavajuće uslove okruženja u novim i matičnim zemljama.
MATCH@M:(These affect the speed at which the process phase goes, the process outcomes, the re-the resource transformation and knowledge transfer mechanisms.===>Ovo utiče na brzinu pri kojoj faza procesa funkci-oniše, rezultate procesa, reaktivnost na menadžerski stil, oblik procesa i mehanizme za transformaciju resursa i prenos znanja.)
MATCH@E:(These affect the speed at which the process phase goes, the process outcomes, the response to managerial style, the process form as well as the resource transformation and knowledge transfer mechanisms.===>Ovo utiče na brzinu pri kojoj faza procesa funkcioniše, rezultate procesa, reaktivnost na menadžerski stil, oblik procesa i mehanizme za transformaciju resursa i prenos znanja.)
MATCH@M:(The level of customer wealth can be a significant factor in this respect.===>Nivo potrošačkog bogatstva može biti značajan faktor u ovom pogledu.)
MATCH@E:(The level of customer wealth can be a significant factor in this respect.===>Nivo potrošačkog bogatstva može biti značajan faktor u ovom pogledu.)
MATCH@M:(The wealth is not evenly allocated, therefore the territorial model or pattern of international retailer development will be conditioned by the differences in wealth and in consumer power by the territory.===>Bogatstvo nije ravnomerno raspoređeno, tako da će na prostorni model ili patern razvoja međunarodnog maloprodavca, uticati prostorne razlike u bogatstvu i potrošačkoj moči.)
MATCH@E:(The wealth is not evenly allocated, therefore the territorial model or pattern of international retailer development will be conditioned by the differences in wealth and in consumer power by the territory.===>Bogatstvo nije ravnomerno raspoređeno, tako da će na prostorni model ili patern razvoja međunarodnog maloprodavca, uticati prostorne razlike u bogatstvu i potrošačkoj moći.)
MATCH@M:(In the movement of Western European retailers to Central Europe in the nineties, the firms first came to capitals/major cities with the greatest concentration of consumers’ purchasing power.===>U kretanjima zapadnoevropskih maloprodavaca u Centralnu Evropu devedesetih godina, firme su se prvo kretale u glavne gradove sa koncentracijom potrošačke moči potrošača.)
MATCH@E:(In the movement of Western European retailers to Central Europe in the nineties, the firms first came to capitals/major cities with the greatest concentration of consumers purchasing power.===>U kretanjima zapadnoevropskih maloprodavaca u Centralnu Evropu devedesetih godina, firme su se prvo kretale u glavne gradove sa koncentracijom potrošačke moći potrošača.)
MATCH@M:(Several other aspects of consumer environment affect the internationalization process, for example, the household structure and family relationships, permanent and house ownership, availability of individual and personal living space, etc.===>Postoji nekoliko drugih aspekata potrošačkog okruženja koji utiču na proces internacionalizacije, na primer, struktura domačinstva i porodični odnosi, trajno i kučno vlasništvo, raspoloživost ličnog prostora za život itd.)
MATCH@E:(Several other aspects of consumer environment affect the internationalization process, for example, the household structure and family relationships, permanent and house ownership, availability of individual and personal living space, etc.===>Postoji nekoliko drugih aspekata potrošačkog okruženja koji utiču na proces internacionalizacije, na primer, struktura domaćinstva i porodični odnosi, trajno i kućno vlasništvo, raspoloživost ličnog prostora za život itd.)
MATCH@M:(A number of other aspects of the prevailing environment are also relevant.===>Mnogi drugi aspekti preovladavajučeg okruženja su takođe relevantni.)
MATCH@E:(A number of other aspects of the prevailing environment are also relevant.===>Mnogi drugi aspekti preovladavajućeg okruženja su takođe relevantni.)
MATCH@M:(For example, the basic national culture will probably go through a long and deep internationalization process.===>Na primer, osnovna nacionalna kultura če verovatno imati dubok i dugotrajan proces internacionalizacije.)
MATCH@E:(For example, the basic national culture will probably go through a long and deep internationalization process.===>Na primer, osnovna nacionalna kultura će verovatno imati dubok i dugotrajan proces internacionalizacije.)
MATCH@M:(Other environmental factors may be shorter-termed, for example, the logistic problems for foreign retailers on a given market.===>Ostali faktori okruženja mogu biti kratkoročniji, na primer, problemi logistike za inostrane maloprodavce na određenom tržištu.)
MATCH@E:(Other environmental factors may be shorter-termed, for example, the logistic problems for foreign retailers on a given market.===>Ostali faktori okruženja mogu biti kratkoročniji, na primer, problemi logistike za inostrane maloprodavce na određenom tržištu.)
MATCH@M:(What is, however, important in all these cases, is the managerial perception of these aspects as they are.===>U svim slučajevima, međutim, ono što je značajno je menadžerska percepcija ovih aspekata, kao aspekata njih samih.)
MATCH@E:(What is, however, important in all these cases, is the managerial perception of these aspects as they are.===>U svim slučajevima, međutim, ono što je značajno je menadžerska percepcija ovih aspekata, kao aspekata njih samih.)
MATCH@M:(This managerial perception will be influenced by the firm’s managerial style.===>Na ovu menadžersku percepciju če uticati menadžerski stil firme.)
MATCH@E:(This managerial perception will be influenced by the firms managerial style.===>Na ovu menadžersku percepciju će uticati menadžerski stil firme. 5.)
MATCH@M:(In the last two decades of the twentieth century the retail chains internationalization has become an everyday affair, and an international aspect of retailers is evident in its many elements: the methods in which the shops work, the employment of labour force from other countries, the adoption and implementation of foreign ideas and the exploitation of foreign capital.===>Tokom poslednje dve decenije dvadesetog veka, internacionalizacija maloprodajnih lanaca postala je svakodnevnica, te je medjunarodni aspekt maloprodajnih lanaca evidentiran po mnogim elementima : načinima funkcionisanja prodavnica, koriščenju radne snage iz drugih zemalja, usvajanju i sprovodjenju inostranih ideja i koriščenju inostranog kapitala.)
MATCH@E:(5. ~~~ Conclusion In the last two decades of the twentieth century the retail chains internationalization has become an everyday affair, and an international aspect of retailers is evident in its many elements: the methods in which the shops work, the employment of labour force from other countries, the adoption and implementation of foreign ideas and the exploitation of foreign capital.===>Zaključak Tokom poslednje dve decenije dvadesetog veka, internacionalizacija maloprodajnih lanaca postala je svakodnevnica, te je medjunarodni aspekt maloprodajnih lanaca evidentiran po mnogim elementima : načinima funkcionisanja prodavnica, korišćenju radne snage iz drugih zemalja, usvajanju i sprovodjenju inostranih ideja i korišćenju inostranog kapitala.)
MATCH@M:(We have shown that the most evident proof of retail internationalization is the presence of forein shops (brands) in a country and argued that the retail chains internationalization is a much broader concept.===>Kao najevidentniji dokaz o internacionalizaciji maloprodaje prikazano je prisustvo stranih prodavnica (brendova) u jednoj zemlji i naglašeno da je internacionalizacija maloprodajnih lanaca mnogo opsežniji pojam.)
MATCH@E:(We have shown that the most evident proof of retail internationalization is the presence of forein shops (brands) in a country and argued that the retail chains internationalization is a much broader concept.===>Kao najevidentniji dokaz o internacionalizaciji maloprodaje prikazano je prisustvo stranih prodavnica (brendova) u jednoj zemlji i naglašeno da je internacionalizacija maloprodajnih lanaca mnogo opsežniji pojam.)
MATCH@M:(We have also studied the temporal and territorial aspects as essential in different cultures and environments and shown that they are the starting points of the analysis of an overall aspect of the retail internationalization.===>Istraženi su vremenski i prostorni spekt, kao bitni kod različitih kultura i okruženja i oni predstavljaju osnovu od koje kreče analiza celokupnog aspekta internacionalizacije maloprodaje.)
MATCH@E:(We have also studied the temporal and territorial aspects as essential in different cultures and environments and shown that they are the starting points of the analysis of an overall aspect of the retail internationalization.===>Istraženi su vremenski i prostorni spekt, kao bitni kod različitih kultura i okruženja i oni predstavljaju osnovu od koje kreće analiza celokupnog aspekta internacionalizacije maloprodaje.)
MATCH@M:(The pricing strategy is largely responsible for whether the prospective customers will accept the new product as well as for the income to be earned from its sale.===>Strategija cena u mnogome određuje prihvatanje novog proizvoda od strane potencijalnih potrošača kao i prihode koji će se njegovom prodajom ostvariti.)
MATCH@E:(The pricing strategy is largely responsible for whether the prospective customers will accept the new product as well as for the income to be earned from its sale.===>Strategija cena u mnogome određuje prihvatanje novog proizvoda od strane potencijalnih potrošača kao i prihode koji će se njegovom prodajom ostvariti.)
MATCH@M:(In defining the pricing strategy it is necessary that, besides the price elasticity, we pay attention to the customer demand elasticity, in terms of customer preferences, their perception of value and the very situation in which the product is purchased.===>Prilikom definisanja strategije cene potrebno je, pored elastičnosti cene, obratiti pažnju i na elastičnost zahteva potrošača, u smislu potrošačkih preferencija, percepcije vrednosti i same situacije pri kupovini.)
MATCH@E:(In defining the pricing strategy it is necessary that, besides the price elasticity, we pay attention to the customer demand elasticity, in terms of customer preferences, their perception of value and the very situation in which the product is purchased.===>Prilikom definisanja strategije cene potrebno je, pored elastičnosti cene, obratiti pažnju i na elastičnost zahteva potrošača, u smislu potrošačkih preferencija, percepcije vrednosti i same situacije pri kupovini.)
MATCH@M:(Many methods are at our disposal when it comes to obtaining a thorough insight into customers’ demands, and, in view of the presumptions on which they are based, they yield different levels of useful information.===>Za dobijanje kompletne slike potrošačkih zahteva moguće je koristiti veći broj metoda, koje u zavisnosti od pretpostavki na kojima se baziraju, pružaju različit nivo korisnih informacija.)
MATCH@E:(Many methods are at our disposal when it comes to obtaining a thorough insight into customers demands, and, in view of the presumptions on which they are based, they yield different levels of useful information.===>Za dobijanje kompletne slike potrošačkih zahteva moguće je koristiti veći broj metoda, koje u zavisnosti od pretpostavki na kojima se baziraju, pružaju različit nivo korisnih informacija.)
MATCH@M:(This paper presents the model of individual elasticity of demand and a review of methods most commonly implemented in pricing research with special emphasis on the conjoint analysis.===>U radu je predstavljen model individualne elastičnosti tražnje i dat je pregled metoda koje se u praksi najčešće koriste za cenovna istraživanja, sa posebnim naglaskom na conjoint analizu.)
MATCH@E:(This paper presents the model of individual elasticity of demand and a review of methods most commonly implemented in pricing research with special emphasis on the conjoint analysis.===>U radu je predstavljen model individualne elastičnosti tražnje i dat je pregled metoda koje se u praksi najčešće koriste za cenovna istraživanja, sa posebnim naglaskom na conjoint analizu.)
MATCH@M:(The conclusion that is drawn is that the traditional conjoint analysis and the choice based conjoint analysis are the methods that yield best results in pricing research conducted both in the early phases of the new product development and throughout their launching and the entire life cycle.===>Zaključak je da su tradicionalna conjoint analiza i conjoint analiza bazirana na izboru metode koje daju najbolje rezultate u cenovnim istra'ivanjama koja se sprovode kako u ranim fazama razvoja novih proizvoda, tako i tokom njihovog lansiranja i celog životnog ciklusa.)
MATCH@E:(The conclusion that is drawn is that the traditional conjoint analysis and the choice based conjoint analysis are the methods that yield best results in pricing research conducted both in the early phases of the new product development and throughout their launching and the entire life cycle. ~~~ 1.===>Zaključak je da su tradicionalna conjoint analiza i conjoint analiza bazirana na izboru metode koje daju najbolje rezultate u cenovnim istraživanjama koja se sprovode kako u ranim fazama razvoja novih proizvoda, tako i tokom njihovog lansiranja i celog životnog ciklusa. 1.)
MATCH@M:(It is important that in each phase of the new product development the customers’ response to the product characteristics, aspecially its price be predicted.===>U svakoj fazi razvoja novog proizvoda veoma je važno predvideti reakcije potrošača na karakteristike proizvoda, a posebno na cenu.)
MATCH@E:(Introduction It is important that in each phase of the new product development the customers response to the product characteristics, aspecially its price be predicted.===>Uvod U svakoj fazi razvoja novog proizvoda veoma je važno predvideti reakcije potrošača na karakteristike proizvoda, a posebno na cenu.)
MATCH@M:(The price sensitivity analysis is a very popular research technique because it is relatively simple to conduct, it can be quantified, and it yields the results which are a good basis for decision making.===>Analiza cenovne osetljivosti je veoma popularna istraživačka tehnika iz razloga što je relativno jednostavna za sprovođenje, može se kvantifikovati, i daje rezultate koji predstavljaju dobru osnovu za donošenje odluka.)
MATCH@E:(The price sensitivity analysis is a very popular research technique because it is relatively simple to conduct, it can be quantified, and it yields the results which are a good basis for decision making.===>Analiza cenovne osetljivosti je veoma popularna istraživačka tehnika iz razloga što je relativno jednostavna za sprovođenje, može se kvantifikovati, i daje rezultate koji predstavljaju dobru osnovu za donošenje odluka.)
MATCH@M:(The errors related to the price sensitivity estimate may, however, mislead the managers to draw wrong conclusions, or to disregard other components of individual price elasticity, such as the customers’ system of values and situational factors.===>Ipak, greške vezane za procenu osetljivosti cene mogu da navedu menadžere na pogrešne zaključke, kao i na to da se zanemare druge komponente individualne ce-novne elastičnosti, kao što su sistem vrednosti potrošača i situacioni faktori.)
MATCH@E:(The errors related to the price sensitivity estimate may, however, mislead the managers to draw wrong conclusions, or to disregard other components of individual price elasticity, such as the customers system of values and situational factors.===>Ipak, greške vezane za procenu osetljivosti cene mogu da navedu menadžere na pogrešne zaključke, kao i na to da se zanemare druge komponente individualne cenovne elastičnosti, kao što su sistem vrednosti potrošača i situacioni faktori.)
MATCH@M:(The knowledge of the customers’ perception of the appropriate, or fair price of the product is not enough to predict a probability that the customer will buy the product.===>Poznavanje percepcije potrošača odgovarajuće ili fer cene proizvoda nije dovoljno za predviđanje verovatnoće da će potrošač kupiti proizvod.)
MATCH@E:(The knowledge of the customers perception of the appropriate, or fair price of the product is not enough to predict a probability that the customer will buy the product.===>Poznavanje percepcije potrošača odgovarajuće ili fer cene proizvoda nije dovoljno za predviđanje verovatnoće da će potrošač kupiti proizvod.)
MATCH@M:(A more complete picture of individual price sensibility requires a model that consists of price sensibility and the factors motivating the customer to purchase.===>Kompletnija slika individualne ce-novne elastičnosti zahteva model koji se sastoji od cenovne osetljivosti i faktora koji motivišu potrošača na kupovinu.)
MATCH@E:(A more complete picture of individual price sensibility requires a model that consists of price sensibility and the factors motivating the customer to purchase.===>Kompletnija slika individualne cenovne elastičnosti zahteva model koji se sastoji od cenovne osetljivosti i faktora koji motivišu potrošača na kupovinu.)
MATCH@M:(In the early phases of the new product development it is possible to define a large number of product concepts, however, each of them has to have a defined price.===>U ranim fazama procesa razvoja novog proizvoda moguće je definisati veliki broj koncepata proizvoda, ali svaki od njih mora imati definisanu cenu.)
MATCH@E:(In the early phases of the new product development it is possible to define a large number of product concepts, however, each of them has to have a defined price.===>U ranim fazama procesa razvoja novog proizvoda moguće je definisati veliki broj koncepata proizvoda, ali svaki od njih mora imati definisanu cenu.)
MATCH@M:(Hence the pricing strategy largely defines the acceptance of a new product by the prospective customers and the income to be gained from its sale.===>Stoga strategija cene u mnogome određuje prihvatanje novog proizvoda od strane potencijalnih potrošača i prihode koji će se od njega ostvariti.)
MATCH@E:(Hence the pricing strategy largely defines the acceptance of a new product by the prospective customers and the income to be gained from its sale.===>Stoga strategija cene u mnogome određuje prihvatanje novog proizvoda od strane potencijalnih potrošača i prihode koji će se od njega ostvariti.)
MATCH@M:(Vithala Rao claims that “the price is the only element of the marketing mix that generates income; all the other elements create costs“ [11].===>Vithala Rao kaže "cena je jedini element marketing miksa koji generiše prihod; svi ostali elementi kreiraju troškove" [11].)
MATCH@E:(Vithala Rao claims that the price is the only element of the marketing mix that generates income; all the other elements create costs Š11Ë.===>Vithala Rao kaže cena je jedini element marketing miksa koji generiše prihod; svi ostali elementi kreiraju troškove Š11Ë.)
MATCH@M:(Therefore the price should be observed in each phase of the new product development.===>Stoga se ce-na mora razmatrati u svakoj fazi razvoja novog proizvoda.)
MATCH@E:(Therefore the price should be observed in each phase of the new product development.===>Stoga se cena mora razmatrati u svakoj fazi razvoja novog proizvoda.)
MATCH@M:(In the analysis of different concepts the price may prove to be a barrier for further development.===>Prilikom analize različitih koncepata cena može biti barijera za dalji razvoj.)
MATCH@E:(In the analysis of different concepts the price may prove to be a barrier for further development.===>Prilikom analize različitih koncepata cena može biti barijera za dalji razvoj.)
MATCH@M:(In the process of product development the price is the input data related to making decisions as to the production costs.===>Tokom razvoja proizvoda cena je ulazni podatak vezan za odlučivanje o proizvodnim troškovima.)
MATCH@E:(In the process of product development the price is the input data related to making decisions as to the production costs.===>Tokom razvoja proizvoda cena je ulazni podatak vezan za odlučivanje o proizvodnim troškovima.)
MATCH@M:(In launching the product, the price is the basic element of the income maximization strategy, the income to be earned throughout the life cycle of the product.===>Prilikom lansiranja proizvoda ce-na predstavlja osnovni element strategije za maksimi-zaciju prihoda koji se ostvaruje tokom celog životnog ciklusa proizvoda.)
MATCH@E:(In launching the product, the price is the basic element of the income maximization strategy, the income to be earned throughout the life cycle of the product.===>Prilikom lansiranja proizvoda cena predstavlja osnovni element strategije za maksimi zaciju prihoda koji se ostvaruje tokom celog životnog ciklusa proizvoda.)
MATCH@M:(The identification of the individual elasticity of demand can, therefore, prove to be a useful way of developing marketing mix and pricing strategy and of identifying the key segments of the market.===>Stoga, identifikovanje individualne elastičnosti tražnje može biti koristan način da se razviju marketing miks, strategija cena i identifikuju ključni tržišni segmenti.)
MATCH@E:(The identification of the individual elasticity of demand can, therefore, prove to be a useful way of developing marketing mix and pricing strategy and of identifying the key segments of the market.===>Stoga, identifikovanje individualne elastičnosti tražnje može biti koristan način da se razviju marketing miks, strategija cena i identifikuju ključni tržišni segmenti.)
MATCH@M:(New products are introduced to the markets that have little or no information on the comparable prices for the product.===>Novi proizvodi se uvode na tržišta koja imaju malo ili nimalo informacija o uporedivim cenama za proizvod.)
MATCH@E:(New products are introduced to the markets that have little or no information on the comparable prices for the product.===>Novi proizvodi se uvode na tržišta koja imaju malo ili nimalo informacija o uporedivim cenama za proizvod.)
MATCH@M:(The crucial problem related to new products is the customers’ uncertainty of the value the product will have for them.===>Osnovni problem vezan za nove proizvode je nesigurnost kupca u vrednost koju će taj proizvod imati za njega.)
MATCH@E:(The crucial problem related to new products is the customers uncertainty of the value the product will have for them.===>Osnovni problem vezan za nove proizvode je nesigurnost kupca u vrednost koju će taj proizvod imati za njega.)
MATCH@M:(Hence one of the most important functions of marketing is to help prospective buyer to develop his/her own subjective measure of the product’s value, which will be a function of his perception of his needs.===>Stoga je jedna od najvažnijih funkcija marketinga da pomogne da potencijalni potrošač razvije sopstvenu subjektivnu meru vrednosti proizvoda, koja predstavlja funkciju percepcija njegovih potreba.)
MATCH@E:(Hence one of the most important functions of marketing is to help prospective buyer to develop his/her own subjective measure of the products value, which will be a function of his perception of his needs.===>Stoga je jedna od najvažnijih funkcija marketinga da pomogne da potencijalni potrošač razvije sopstvenu subjektivnu meru vrednosti proizvoda, koja predstavlja funkciju percepcija njegovih potreba.)
MATCH@M:(The research may help define the customers’ value systems, so that the product should be created as related to these systems and positioned on the market in relation to these attributes.===>Istraživanje može da pomogne u određivanju sistema vrednosti potrošača, kako bi se kreirao proizvod u odnosu na njih i pozicionirao na tržištu u odnosu na ove atribute.)
MATCH@E:(The research may help define the customers value systems, so that the product should be created as related to these systems and positioned on the market in relation to these attributes.===>Istraživanje može da pomogne u određivanju sistema vrednosti potrošača, kako bi se kreirao proizvod u odnosu na njih i pozicionirao na tržištu u odnosu na ove atribute.)
MATCH@M:(On the other hand, in launching the product on the market that already has the products of the same purpose (substitutes), it is necessary that the impact of competitive products upon the demand elasticity of the new product should be examined too.===>S druge strane, prilikom uvođenja proizvoda na tržište koje već poseduje proizvode iste namene (substituti) potrebno je istražiti i uticaj konkurentskih proizvoda na elastičnost tražnje novog proizvoda.)
MATCH@E:(On the other hand, in launching the product on the market that already has the products of the same purpose (substitutes), it is necessary that the impact of competitive products upon the demand elasticity of the new product should be examined too.===>S druge strane, prilikom uvođenja proizvoda na tržište koje već poseduje proizvode iste namene (substituti) potrebno je istražiti i uticaj konkurentskih proizvoda na elastičnost tražnje novog proizvoda.)
MATCH@M:(The price elasticity of demand is a concept traditionally related to markets and market segments, rather than to individuals and is a measure in which the market demand for a certain product change due to the change of its price.===>Cenovna elastičnost tražnje je koncept koji se tradicionalno vezuje za tržišta i tržišne segmente, a ne za pojedince i predstavlja meru u kojoj se zahtevi tržišta za određenim proizvodom menjaju usled promene njegove cene.)
MATCH@E:(2. ~~~ Demand elasticity, price sensitivity and customer value The price elasticity of demand is a concept traditionally related to markets and market segments, rather than to individuals and is a measure in which the market demand for a certain product change due to the change of its price.===>Elastičnost tražnje, cenovna osetljivost i potrošačka vrednost Cenovna elastičnost tražnje je koncept koji se tradicionalno vezuje za tržišta i tržišne segmente, a ne za pojedince i predstavlja meru u kojoj se zahtevi tržišta za određenim proizvodom menjaju usled promene njegove cene.)
MATCH@M:(When the elasticity coefficient exceeds 1, the demand is elastic, that is, the demand is sensitive to the change in price.===>Kada je koeficijent elastičnosti veći od 1, tražnja je elastična, odnosno tražnja je osetljiva na promenu cene.)
MATCH@E:(When the elasticity coefficient exceeds 1, the demand is elastic, that is, the demand is sensitive to the change in price.===>Kada je koeficijent elastičnosti veći od 1, tražnja je elastična, odnosno tražnja je osetljiva na promenu cene.)
MATCH@M:(When this coefficient is lower than 1, we deal with an inelastic demend, one that is not sensitive to changes in price.===>Kada je ovaj koeficijent manji od 1, u pitanju je neelastična tražnja, odnosno tražnja nije osetljiva na promenu cene.)
MATCH@E:(When this coefficient is lower than 1, we deal with an inelastic demend, one that is not sensitive to changes in price.===>Kada je ovaj koeficijent manji od 1, u pitanju je neelastična tražnja, odnosno tražnja nije osetljiva na promenu cene.)
MATCH@M:(Price elasticity is a measure of an individual or of market segments response to changes in price.===>Osetljivost cene je mera reakcije pojedinaca ili tržišnih segmenata na promenu cene.)
MATCH@E:(Price elasticity is a measure of an individual or of market segments response to changes in price.===>Osetljivost cene je mera reakcije pojedinaca ili tržišnih segmenata na promenu cene.)
MATCH@M:(Poor price elasticity means that an individual is willing to tolerate high price to obtain the product.===>Mala cenovna osetljivost ukazuje na to da je pojedinac spreman da to-leriše visoku cenu da bi dobio proizvod.)
MATCH@E:(Poor price elasticity means that an individual is willing to tolerate high price to obtain the product.===>Mala cenovna osetljivost ukazuje na to da je pojedinac spreman da toleriše visoku cenu da bi dobio proizvod.)
MATCH@M:(The individuals that display a high price sensibility will consequently avoid high-price products.===>Pojedinci koji imaju visoku cenovnu osetljivost će u skladu sa tim izbegavati proizvode sa visokim cenama.)
MATCH@E:(The individuals that display a high price sensibility will consequently avoid high-price products.===>Pojedinci koji imaju visoku cenovnu osetljivost će u skladu sa tim izbegavati proizvode sa visokim cenama.)
MATCH@M:(The price elasticity measure, however, does not yield enough information to predict demand, hence the data obtained solely on the basis of the reaction to price are not enough to define the elasticity of market demand.===>Ipak, mera cenovne osetljivosti ne daje dovoljno informacija da bi se predvidela tražnja, tako da podaci dobijeni samo na osnovu reakcije na cenu nisu dovoljni za određivanje elastičnosti tražnje tržišta.)
MATCH@E:(The price elasticity measure, however, does not yield enough information to predict demand, hence the data obtained solely on the basis of the reaction to price are not enough to define the elasticity of market demand.===>Ipak, mera cenovne osetljivosti ne daje dovoljno informacija da bi se predvidela tražnja, tako da podaci dobijeni samo na osnovu reakcije na cenu nisu dovoljni za određivanje elastičnosti tražnje tržišta.)
MATCH@M:(It is also necessary to analyse other impacts, such as the brand reputation, advertising level, delivery promptness, etc.===>Potrebno je sagledati i druge uticaje, kao što su reputacija brenda, nivo reklamiranja, brzina isporuke i sl.)
MATCH@E:(It is also necessary to analyse other impacts, such as the brand reputation, advertising level, delivery promptness, etc.===>Potrebno je sagledati i druge uticaje, kao što su reputacija brenda, nivo reklamiranja, brzina isporuke i sl.)
MATCH@M:(Price sensibility cannot be isolated from the stimuli that cause it, nor from the situation in which it exists, as the data obtained at that moment are useless.===>Cenovna osetljivost se ne može izolovati od podstica-ja koji je izazivaju, ili situacije u kojoj se javlja, jer se tada dobijaju podaci koji nisu upotrebljivi.)
MATCH@E:(Price sensibility cannot be isolated from the stimuli that cause it, nor from the situation in which it exists, as the data obtained at that moment are useless.===>Cenovna osetljivost se ne može izolovati od podsticaja koji je izazivaju, ili situacije u kojoj se javlja, jer se tada dobijaju podaci koji nisu upotrebljivi.)
MATCH@M:(The research that include the data on customer preferences can be used for market segmentation, product improvement and sale, by affecting the preferences that reduce the demand sensitivity.===>Istraživanja koja uključuju podatke o preferencijama potrošača mogu se koristiti za segmentiranje tržišta, poboljšanje proizvoda, i prodaju proizvoda i to delovanjem na one preferencije koje smanjuju osetljivost tražnje.)
MATCH@E:(The research that include the data on customer preferences can be used for market segmentation, product improvement and sale, by affecting the preferences that reduce the demand sensitivity.===>Istraživanja koja uključuju podatke o preferencijama potrošača mogu se koristiti za segmentiranje tržišta, poboljšanje proizvoda, i prodaju proizvoda i to delovanjem na one preferencije koje smanjuju osetljivost tražnje.)
MATCH@M:(A useful measure of individual elasticity of demand is the probability that an individual will buy the product at a given price, in a given situation.===>Korisna mera individualne elastičnosti tražnje je vero-vatnoća da ce pojedinac kupiti dati proizvod po datoj ceni u datoj situaciji.)
MATCH@E:(A useful measure of individual elasticity of demand is the probability that an individual will buy the product at a given price, in a given situation.===>Korisna mera individualne elastičnosti tražnje je verovatnoća da će pojedinac kupiti dati proizvod po datoj ceni u datoj situaciji.)
MATCH@M:(This can be extended to the distribution of probability of purchasing at different prices, which can be further applied to market segments in order to get the demand elasticity of a given segment.===>Ovo se može proširiti na raspo-delu verovatnoca kupovina po različitim cenama, što se dalje može primeniti na tržišne segmente kako bi se dobila elastičnost tražnje datog segmenta.)
MATCH@E:(This can be extended to the distribution of probability of purchasing at different prices, which can be further applied to market segments in order to get the demand elasticity of a given segment.===>Ovo se može proširiti na raspodelu verovatnoća kupovina po različitim cenama, što se dalje može primeniti na tržišne segmente kako bi se dobila elastičnost tražnje datog segmenta.)
MATCH@M:(Basically, there are two components of the demand elasticity measure: price elasticity and customer values that also include situational factors.===>U osnovi postoje dve komponente mere elastičnosti tražnje: cenovna osetljivost i potrošačke vrednosti koje obuhvataju i situacione faktore.)
MATCH@E:(Basically, there are two components of the demand elasticity measure: price elasticity and customer values that also include situational factors.===>U osnovi postoje dve komponente mere elastičnosti tražnje: cenovna osetljivost i potrošačke vrednosti koje obuhvataju i situacione faktore.)
MATCH@M:(Since the customer value factors can be in correlation with the intention to purchase, the customer values and the price sensitivity together make a good model of individual demand elasticity.===>Kako činioci potrošačkih vrednosti mogu biti u korelaciji sa namerom kupovine, potrošačke vrednosti i cenovna osetljivost zajedno formiraju dobar model individualne individualne elstičnosti tražnje.)
MATCH@E:(Since the customer value factors can be in correlation with the intention to purchase, the customer values and the price sensitivity to gether make a good model of individual demand elasticity.===>Kako činioci potrošačkih vrednosti mogu biti u korelaciji sa namerom kupovine, potrošačke vrednosti i cenovna osetljivost za jedno formiraju dobar model individualne individualne elstičnosti tražnje.)
MATCH@M:(The prospective customer may find the product price to be rather acceptable, however, he still does not intend to buy the product.===>Potencijalnom kupcu cena proizvoda može biti veoma prihvatljiva, ali da on ipak nema nameru da ga kupi.)
MATCH@E:(The prospective customer may find the product price to be rather acceptable, however, he still does not intend to buy the product.===>Potencijalnom kupcu cena proizvoda može biti veoma prihvatljiva, ali da on ipak nema nameru da ga kupi.)
MATCH@M:(A vegetarian may be aware of the price of beef, however, the translation of his price awareness into the demand measure without taking into consideration his eating habits is meaningless.===>Vegeterijanac može da ima predstavu o ceni govedine, ali prevođenje njegove svesti o ceni u meru tražnje bez uzimanja u obzir njegovih navika u ishrani nema nikakvog osnova.)
MATCH@E:(A vegetarian may be aware of the price of beef, however, the translation of his price awareness into the demand measure without taking into consideration his eating habits is meaningless.===>Vegeterijanac može da ima predstavu o ceni govedine, ali prevođenje njegove svesti o ceni u meru tražnje bez uzimanja u obzir njegovih navika u ishrani nema nikakvog osnova.)
MATCH@M:(In their research, Jamieson and Bass [4] use five factors to describe purchasing intentions.===>Jamieson i Bass [4] u svom istraživanju koriste pet faktora da opišu kupovne namere.)
MATCH@E:(In their research, Jamieson and Bass Š4Ë use five factors to describe purchasing intentions.===>Jamieson i Bass Š4Ë u svom istraživanju koriste pet faktora da opišu kupovne namere.)
MATCH@M:(These are the product awareness, the product attractiveness, the prospective buyer’s financial solvency/capability, the buyer’s tendency to consult somebody on the purchase and the product availability.===>To su svest o proizvodu, dopadljivost proizvoda, platežna sposobnost potencijalnog kupca, spremnost kupca da konsultuje nekoga u vezi kupovine, i dostupnost proizvoda.)
MATCH@E:(These are the product awareness, the product attractiveness, the prospective buyers financial solvency/capability, the buyers tendency to consult somebody on the purchase and the product availability.===>To su svest o proizvodu, dopadljivost proizvoda, platežna sposobnost potencijalnog kupca, spremnost kupca da konsultuje nekoga u vezi kupovine, i dostupnost proizvoda.)
MATCH@M:(Other researchers propose similar sets of variables that affect price sensibility, common to all of them, however, being that the model includes the variables related to the situation, the product itself and the customer.===>Drugi istraživači predlažu slične skupove promenljivih koje utiču na cenovnu osetljivost, a zajedničko za sve je da model uključuje promenljive vezane za situaciju, sam proizvod i potrošača.)
MATCH@E:(Other researchers propose similar sets of variables that affect price sensibility, common to all of them, however, being that the model includes the variables related to the situation, the product itself and the customer.===>Drugi istraživači predlažu slične skupove promenljivih koje utiču na cenovnu osetljivost, a zajedničko za sve je da model uključuje promenljive vezane za situaciju, sam proizvod i potrošača.)
MATCH@M:(One of the best models is that proposed by Harmon and Laird [3], presented in Figure 1.===>Jedan od najboljih je model koji su predložili Harmon i Laird 3], i on je prikazan na slici 1.)
MATCH@E:(One of the best models is that proposed by Harmon and Laird Š3Ë, presented in Figure 1.===>Jedan od najboljih je model koji su predložili Harmon i Laird 3Ë, i on je prikazan na slici 1.)
MATCH@M:(This model, together with the data obtained in the research, makes a good basis for marketing decision making.===>Ovaj model, uz podatke dobij ene istraživanjem, pruža dobru podlogu za marketinško odlučivanje.)
MATCH@E:(This model, together with the data obtained in the research, makes a good basis for marketing decision making.===>Ovaj model, uz podatke dobijene istraživanjem, pruža dobru podlogu za marketinško odlučivanje.)
MATCH@M:(The model in Figure 1 presents the sources of price elasticity, as well as the manner in which the value of the demand, including the product concept, the situation and the price, affects these factors so that they should result into a potential purchase.===>Modelom na slici 1 su prikazani izvori cenovne osetljivost, i na koji način vrednost ponude, uključujući koncept proizvoda, situaciju i cenu utiče na ove činioce kako bi oni rezultirali u potencijalnoj kupovini.)
MATCH@E:(Figure 1: Demand elasticity factors Š4Ë The model in Figure 1 presents the sources of price elasticity, as well as the manner in which the value of the demand, including the product concept, the situation and the price, affects these factors so that they should result into a potential purchase.===>Slika 1: ~~~ Činioci elastičnosti tražnje Š4Ë Modelom na slici 1 su prikazani izvori cenovne osetljivost, i na koji način vrednost ponude, uključujući koncept proizvoda, situaciju i cenu utiče na ove činioce kako bi oni rezultirali u potencijalnoj kupovini.)
MATCH@M:(In the purchase situation, the value of the offer has to answer the sources of customer values in every category - the product must satisfy the customer needs.===>U kupovnoj situaciji, vrednost ponude mora odgovoriti na izvore potrošačkih vrednosti u svakoj kategoriji -proizvod mora da zadovolji potrebe potrošača.)
MATCH@E:(In the purchase situation, the value of the offer has to answer the sources of customer values in every category the product must satisfy the customer needs.===>U kupovnoj situaciji, vrednost ponude mora odgovoriti na izvore potrošačkih vrednosti u svakoj kategoriji proizvod mora da zadovolji potrebe potrošača.)
MATCH@M:(The situation has to be such that it satisfies the stimuli - the product has to be available, the buyer has to be aware of it, the location has to be appropriate and the transaction has to be possible.===>Situacija mora da bude takva da odgovara podsticajima koji utiču na nju - proizvod mora biti dostupan, kupac mora da ima svest o njemu, lokacija mora biti podobna, i transakcija mora biti moguća.)
MATCH@E:(The situation has to be such that it satisfies the stimuli the product has to be available, the buyer has to be aware of it, the location has to be appropriate and the transaction has to be possible.===>Situacija mora da bude takva da odgovara podsticajima koji utiču na nju proizvod mora biti dostupan, kupac mora da ima svest o njemu, lokacija mora biti podobna, i transakcija mora biti moguća.)
MATCH@M:(Finally, the price has to be reasonable, acceptable and fair.===>Na kraju, cena mora biti razumna, prihvatljiva i fer.)
MATCH@E:(Finally, the price has to be reasonable, acceptable and fair.===>Na kraju, cena mora biti razumna, prihvatljiva i fer. 3.)
MATCH@M:(One group of methods is based on direct observation to obtain an explicit measure of price sensitivity, whereas the other group of methods is based on indirect reasearch, i.e., price sensitivity is a derived value.===>Prva grupa metoda se bazira na direktnom ispitivanju čime se dobij a eksplicitna mera cenovne osetljivosti, dok se druga grupa metoda bazira na indirektnom ispitivanju odnosno cenovna ose-tljivost predstavlja izvedenu vrednost.)
MATCH@E:(One group of methods is based on direct observation to obtain an explicit measure of price sensitivity, whereas the other group of methods is based on indirect reasearch, i.e., price sensitivity is a derived value.===>Prva grupa metoda se bazira na direktnom ispitivanju čime se dobija eksplicitna mera cenovne osetljivosti, dok se druga grupa metoda bazi ra na indirektnom ispitivanju odnosno cenovna osetljivost predstavlja izvedenu vrednost.)
MATCH@M:(The method that belongs to the former group and is most commonly implemented in practice is the van Westendorp method, while the latter includes the methods used to measure customer preferences, the Traditional conjoint analysis and the Choice based conjoint analysis.===>Metoda koja spada u prvu grupu a koja se u praksi najčešće koristi je van Westendorp-ova metoda, dok u drugu grupu spadaju metode za merenje potrošačkih preferencija, i to Tradicionalna conjoint analiza i Conjoint analiza bazirana na izboru.)
MATCH@E:(The method that belongs to the former group and is most com monly implemented in practice is the van Westendorp method, while the latter includes the methods used to measure customer preferences, the Traditional conjoint analysis and the Choice based conjoint analysis.===>Metoda koja spada u prvu grupu a koja se u praksi najčešće koristi je van Westendorp-ova metoda, dok u drugu grupu spadaju metode za merenje potrošačkih preferencija, i to Tradicionalna conjoint analiza i Conjoint analiza bazirana na izboru. 3.)
MATCH@M:(One question marketers most often ask in market research is “How much are you willing to pay for ...?“ the data gathered in this way, however, may lead to wrong conclusions for several reasons.===>Jedno od pitanja koje marketari najšečće postavljaju prilikom ispitivanja tržišta je "Koliko ste spremni da platite za..?" Međutim, podaci prikupljeni na ovaj način mogu da navedu na pogrešne zaključke iz nekoliko razloga.)
MATCH@E:(Direct observation research One question marketers most often ask in market research is How much are you willing to pay for ...? the data gathered in this way, however, may lead to wrong conclusions for several reasons.===>Međutim, podaci prikupljeni na ovaj način mogu da navedu na pogrešne zaključke iz nekoliko razloga.)
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BAD_LINE_M:One question marketers most often ask in market research is “How much are you willing to pay for ...?“ the data gathered in this way, however, may lead to wrong conclusions for several reasons.
BAD_LINE_M:Jedno od pitanja koje marketari najšečće postavljaju prilikom ispitivanja tržišta je "Koliko ste spremni da platite za..?" Međutim, podaci prikupljeni na ovaj način mogu da navedu na pogrešne zaključke iz nekoliko razloga.
BAD_LINE_E:Direct observation research One question marketers most often ask in market research is How much are you willing to pay for ...? the data gathered in this way, however, may lead to wrong conclusions for several reasons.
BAD_LINE_E:Međutim, podaci prikupljeni na ovaj način mogu da navedu na pogrešne zaključke iz nekoliko razloga.
MATCH@M:(Firstly, one and the same question combines the price and the purchase intention.===>Prvo, u okviru istog pitanja kombinuje se cena sa namerom kupovine.)
MATCH@E:(Firstly, one and the same question combines the price and the purchase intention.===>Prvo, u okviru istog pitanja kombinuje se cena sa namerom kupovine.)
MATCH@M:(The respondent may believe that the product is worth an amount of money, however, he does not need the product.===>Ispitanik može da veruje da proizvod vredi određen iznos ali da nema potrebu za njim.)
MATCH@E:(The respondent may believe that the product is worth an amount of money, however, he does not need the product.===>Ispitanik može da veruje da proizvod vredi određen iznos ali da nema potrebu za njim.)
MATCH@M:(The measure of the perceived price of the product and the intention to buy it should, therefore, be analysed separately.===>Stoga meru percipirane cene proizvoda i na-meru o njegovoj kupovini treba razmatrati zasebno.)
MATCH@E:(The measure of the perceived price of the product and the intention to buy it should, therefore, be analysed separately.===>Stoga meru percipirane cene proizvoda i nameru o njegovoj kupovini treba razmatrati zasebno.)
MATCH@M:(Secondly, the respondent’s answer will often be conditioned by the situation he is in.===>Drugo, na odgovor ispitanika često podsvesno utiče situacija u kojoj se nalazi.)
MATCH@E:(Secondly, the respondents answer will often be conditioned by the situation he is in.===>Drugo, na odgovor ispitanika često podsvesno utiče situacija u kojoj se nalazi.)
MATCH@M:(The respondents may enter discussion or debate on prices, thus hindering the research, or they may tend to satisfy the researcher attaching to the price much more importance than necessary.===>Ispitanici mogu da uđu u polemiku ili diskusiju o cenama čime otežavaju istraživanje ili da teže da udovolje istraživaču dajući ceni veći značaj.)
MATCH@E:(The respondents may enter discussion or debate on prices, thus hindering the research, or they may tend to satisfy the researcher attaching to the price much more importance than necessary.===>Ispitanici mogu da uđu u polemiku ili diskusiju o cenama čime otežavaju istraživanje ili da teže da udovolje istraživaču dajući ceni veći značaj.)
MATCH@M:(Some customers link the price of the product with its quality, or they are not really familiar with “reference“ prices of similar products on a stready market, especially if the product is new.===>Neki potrošači pak često cenu proizvoda povezuju sa njegovim kvalitetom ili ne poznaju dovoljno "referentne" cene sličnih proizvoda na ustaljenom tržištu, a posebno ukoliko je proizvod nov.)
MATCH@E:(Some customers link the price of the product with its quality, or they are not really familiar with reference prices of similar products on a stready market, especially if the product is new.===>Neki potrošači pak često cenu proizvoda povezuju sa njegovim kvalitetom ili ne poznaju dovoljno referentne cene sličnih proizvoda na ustaljenom tržištu, a posebno ukoliko je proizvod nov. 3.)
MATCH@M:(In 1970’s, Peter H. van Westendorp, a Dutch economist, proposed a method for measuring customer perception as regards price.===>Sedamdesetih godina prošlog veka, nemački ekonomista Peter H. van Vestendorp je predložio metodu za merenje percepcije potrošača u odnosu na cenu.)
MATCH@E:(3.2. ~~~ Van Westendorp method (VWSM) In 1970s, Peter H. van Westendorp, a Dutch economist, proposed a method for measuring customer perception as regards price.===>Van Westendorp-ova metoda (VWPSM) Sedamdesetih godina prošlog veka, nemački ekonomista Peter H. van Vestendorp je predložio metodu za merenje percepcije potrošača u odnosu na cenu.)
MATCH@M:(The method is based on the premise that there is a scope of prices whose boundaries are, on one hand, the maximum price the customer is willing to pay, and, on the other, the minimum price below which the quality of the product is doubtful.===>Metoda se bazira na premisi da postoji opseg cena čije granice predstavljaju, s jedne strane maksimalna cena koju je potrošač spreman da plati i, s druge strane, minimalna cena ispod koje je kredibilitet proizvoda pod sumnjom.)
MATCH@E:(The method is based on the premise that there is a scope of prices whose boundaries are, on one hand, the maximum price the customer is willing to pay, and, on the other, the minimum price below which the quality of the product is doubtful.===>Metoda se bazira na premisi da postoji opseg cena čije granice predstavljaju, s jedne strane maksimalna cena koju je potrošač spreman da plati i, s druge strane, minimalna cena ispod koje je kredibilitet proizvoda pod sumnjom.)
MATCH@M:(This method is also known as the Price Sensitivity Measurement (PSM) and is a relatively simple and inexpensive method using a graphic presentation to find an acceptable price scope.===>Metoda je poznata i pod nazivom Price Sensitivity Me-surement (PSM) i ralativno je jednostavna i jeftina metoda koja za pronalaženje prihvatljivog opsega cena koristi grafički prikaz.)
MATCH@E:(This method is also known as the Price Sensitivity Measurement (PSM) and is a relatively simple and inexpensive method using a graphic presentation to find an acceptable price scope.===>Metoda je poznata i pod nazivom Price Sensitivity Mesurement (PSM) i ralativno je jednostavna i jeftina metoda koja za pronalaženje prihvatljivog opsega cena koristi grafički prikaz.)
MATCH@M:(The model is based on the research in which the respondent is asked four questions for each described product:===>Model se bazira na istraživanju u kome se za svaki opisani proizvod ispitaniku postavljaju četiri pitanja:)
MATCH@E:(The model is based on the research in which the respondent is asked four questions for each described product: 1.)===>Model se bazira na istraživanju u kome se za svaki opisani proizvod ispitaniku postavljaju četiri pitanja:)
MATCH@M:(1.	) Which price do you find low for a given product?(inexpensive)===>1.	) Koju cenu smatrate niskom za dati proizvod?(jeftino))
MATCH@E:(Which price do you find low for a given product? (inexpensive) ~~~ 2.)===>)
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BAD_LINE_M:1.	) Which price do you find low for a given product?(inexpensive)
BAD_LINE_M:1.	) Koju cenu smatrate niskom za dati proizvod?(jeftino)
BAD_LINE_E:Which price do you find low for a given product? (inexpensive) ~~~ 2.)
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MATCH@M:(2.	) Which price do you find high for a given product?(expensive)===>2.	) Koju cenu smatrate visokom za dati proizvod?(skupo))
MATCH@E:(Which price do you find high for a given product? (expensive)===>)
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BAD_LINE_M:2.	) Which price do you find high for a given product?(expensive)
BAD_LINE_M:2.	) Koju cenu smatrate visokom za dati proizvod?(skupo)
BAD_LINE_E:Which price do you find high for a given product? (expensive)
BAD_LINE_E:
MATCH@M:(The point of intersection of the curves obtained on the basis of the answers to the first two questions is the “indifference point“ - (IP).===>Tačka peseka krivih dobi-jenih na osnovu odgovora na prva dva pitanja naziva se "tacka indiferencije" - (TI).)
MATCH@E:(The point of intersection of the curves obtained on the basis of the answers to the first two questions is the indifference point (IP).===>Tačka peseka krivih dobijenih na osnovu odgovora na prva dva pitanja naziva se tačka indiferencije - (TI).)
MATCH@M:(It represents the price which an equal number of respondents find to be either high or low.===>Ona predstavlja cenu za koju jednak broj ispitanika smatra da je visoka kao broj onih koji misli da je niska.)
MATCH@E:(It represents the price which an equal number of respondents find to be either high or low.===>Ona predstavlja cenu za koju jednak broj ispitanika smatra da je visoka kao broj onih koji misli da je niska.)
MATCH@M:(The intersection of the other two curves, obtained from the answers to the third and the fourth questions is the “optimum price“ - (OP) and represents the price which an equal number of respondents find to be too low or too high (Figure 2).===>Presek druge dve krive, dobijene na osnovu podataka iz trećeg i četvrtog pitanja, naziva se "optimalna cena" - (OC) i predstavlja cenu za koju podjednak broj ispitanika misli da je isuviše niska, kao broj onih koji misle da je isuviše visoka (slika 2).)
MATCH@E:(The intersection of the other two curves, obtained from the answers to the third and the fourth questions is the optimum price (OP) and represents the price which an equal number of respondents find to be too low or too high (Figure 2).===>Presek druge dve krive, dobijene na osnovu podataka iz trećeg i četvrtog pitanja, naziva se optimalna cena - (OC) i predstavlja cenu za koju podjednak broj ispitanika misli da je isuviše niska, kao broj onih koji misle da je isuviše visoka (slika 2).)
MATCH@M:(The point in which a the number of respondents who regard the price to be high is equal to the number of those who regard it to be too low is the “lower limit for price“ - (LL), whereas the point in which the number of respondents who find the product to be too expensive equals the number of those who find it inexpensive is called the “upper limit for price“ - (UL).===>Tačka u kojoj podjednak broj ispitanika smatra da je cena proizvoda visoka i isuviše niska naziva se “donja granica cene” - (DG), dok tačka u kojoj podjednak broj ispitanika smatra da je proizvod preskup i da je jeftin, “gornja granica cene” - (GG).)
MATCH@E:(The point in which a the number of respondents who regard the price to be high is equal to the number of those who regard it to be too low is the lower limit for price (LL), whereas the point in which the number of respondents who find the product to be too expensive equals the number of those who find it in expensive is called the upper limit for price (UL).===>Tačka u kojoj podjednak broj ispitanika smatra da je cena proizvoda visoka i isuviše niska naziva se donja granica cene - (DG), dok tačka u kojoj podjednak broj ispitanika smatra da je proizvod preskup i da je jeftin, gornja granica cene - (GG). ~~~ Slika 2.)
MATCH@M:(The original van Westendorp model assumes that the acceptable price of the product ranges between the lower and the upper limits, the “Indifference point“ is the commonest price of the product or the price of the product - market leader, whereas the point of the “optimum price“ actually represents the ideal price.===>Originalan Van Westendorp-ov model pretpostavlja da se prihvatljiva cena proizvoda kreće u rasponu između donje i gornje granice, "Tačka indiferencije" predstavlja najčešću cenu proizvoda ili cenu proizvoda koji je lider na tržištu, dok tačka "optimalne cene" ustvari predstavlja idealnu cenu.)
MATCH@E:(Figure 2: Van Westendorp method The original van Westendorp model assumes that the acceptable price of the product ranges between the lower and the upper limits, the Indifference point is the commonest price of the product or the price of the product market leader, whereas the point of the optimum price actually represents the ideal price.===>Van Westendorp-ova metoda Originalan Van Westendorp-ov model pretpostavlja da se prihvatljiva cena proizvoda kreće u rasponu između donje i gornje granice, Tačka indiferencije predstavlja najčešću cenu proizvoda ili cenu proizvoda koji je lider na tržištu, dok tačka optimalne cene ustvari predstavlja idealnu cenu.)
MATCH@M:(Van Westendorp, however, argues that a number of products on the already established markets (the existing markets) have the prices that are not within the given range of acceptable prices.===>Ipak, Van Westendorp tvrdi da na tržištima koja su već ustanovljena (postojećim tržištima) određen broj proizvoda ima cenu koja nije u datom rasponu prihvatljivih cena.)
MATCH@E:(Van Westendorp, however, argues that a number of products on the already established markets (the existing markets) have the prices that are not within the given range of acceptable prices.===>Ipak, Van Westendorp tvrdi da na tržištima koja su već ustanovljena (postojećim tržištima) određen broj proizvoda ima cenu koja nije u datom rasponu prihvatljivih cena. 3.)
MATCH@M:(The Conjoint Analysis is a research technique based on the multivariation analysis, used to define optimal characteristics of a product or a service, to measure individual preferences, to understand and anticipate the customer behaviour in new situations.===>Conjoint analiza je istraživačka tehnika bazirana na multivarijacionoj analizi, a koja se koristi za utvrđivanje optimalnih karakteristika proizvoda ili usluga, za merenje individualnih preferencija, razumevanje i predviđanje ponašanja potrošača u novim situacijama.)
MATCH@E:(3.3. ~~~ Traditional Conjoint Analysis The Conjoint Analysis is a research technique based on the multivariation analysis, used to define optimal characteristics of a product or a service, to measure individual preferences, to understand and anticipate the customer behaviour in new situations.===>Tradicionalna conjoint analiza Conjoint analiza je istraživačka tehnika bazirana na multivarijacionoj analizi, a koja se koristi za utvrđivanje optimalnih karakteristika proizvoda ili usluga, za merenje individualnih preferencija, razumevanje i predviđanje ponašanja potrošača u novim situacijama.)
MATCH@M:(This is a decomposite method which assumes that the product/service can be “decomposed“ to its attributive components and which implies measuring cumulative effects of a larger number of the product/service attributes on the customer preferences.===>To je dekompozitna metoda koja podrazumeva da se proizvod/usluga može "razložiti" na svoje atribu-tivne komponente i koja implicira merenje zbirnih efekata većeg broja atributa proizvoda/usluge na preferencije potrošača.)
MATCH@E:(This is a decomposite method which assumes that the product/service can be decomposed to its attributive components and which implies measuring cumulative effects of a larger number of the product/service attributes on the customer preferences.===>To je dekompozitna metoda koja podrazumeva da se proizvod/usluga može razložiti na svoje atributivne komponente i koja implicira merenje zbirnih efekata većeg broja atributa proizvoda/usluge na preferencije potrošača.)
MATCH@M:(HP printing 12 pages/min prints maximum 5000 pages no possibility of reverse print at a price of 250€===>HP koji štampa 12 strana/min maksimalno može da odštampa 5000 strana nema mogućnost dvostranog štampanja po ceni od 250€)
MATCH@E:(HP printing 12 pages/min prints maximum 5000 pages no possibility of reverse print at a price of 250¡ Your answer: ______________ Figure 4.===>HP koji štampa 12 strana/min maksimalno može da odštampa 5000 strana nema mogućnost dvostranog štampanja po ceni od 250¡ Vaš odgovor: ______________ Slika 4.)
MATCH@M:(The basic premise of the decomposite approach is that the customers evaluate the total utility of the product/service in that they combine individual partial utilities of the attribute levels describing the given product, where the partial utilities of the attribute are defined as numeric values reflecting the extent to which different product characteristics are desirable.===>Osnovna pretpostavka dekompozitnog pristupa je da potrošači evaluiraju ukupnu korisnost proizvoda/uslu-ge kombinovanjem pojedinačnih parcijalnih korisnosti nivoa atributa koji opisuju dati proizvod, pri čemu se parcijalne korisnositi atributa definišu kao numeričke vrednosti koje odražavaju koliko su poželjne različite karakteristike proizvoda.)
MATCH@E:(The basic premise of the decomposite approach is that the customers evaluate the total utility of the product/service in that they combine individual partial utilities of the attribute levels describing the given product, where the partial utilities of the attribute are defined as numeric values reflecting the extent to which different product characteristics are desirable.===>Osnovna pretpostavka dekompozitnog pristupa je da potrošači evaluiraju ukupnu korisnost proizvoda/usluge kombinovanjem pojedinačnih parcijalnih korisnosti nivoa atributa koji opisuju dati proizvod, pri čemu se parcijalne korisnositi atributa definišu kao numeričke vrednosti koje odražavaju koliko su poželjne različite karakteristike proizvoda.)
MATCH@M:(Using one set of both quantitative and qualitative attributes, including the price, the researchers in the conjoint analysis define a set of alternative products, i.e., profiles (Figure 3) which may be realistic or hypothetical.===>U conjoint analizi istraživači najpre koristeći određeni skup kvantitativnih ali i kvalitativnih atributa, uključujući i cenu, definišu skup alternativnih proizvoda, tj. profila (slika 3) koji mogu biti realni ili hipo-tetički.)
MATCH@E:(Using one set of both quantitative and qualitative attributes, including the price, the researchers in the conjoint analysis define a set of alternative products, i.e., profiles (Figure 3) which may be realistic or hypothetical.===>U conjoint analizi istraživači najpre koristeći određeni skup kvantitativnih ali i kvalitativnih atributa, uključujući i cenu, definišu skup alternativnih proizvoda, tj. profila (slika 3) koji mogu biti realni ili hipotetički.)
MATCH@M:(They then eliminate from the set any impossible combinations such as a high quality product at low price.===>Iz tog skupa eliminišu se nemoguće kombinacije kao što su proizvod visoko kvalitetnih karakteristika po niskoj ceni.)
MATCH@E:(They then eliminate from the set any impossible combinations such as a high quality product at low price.===>Iz tog skupa eliminišu se nemoguće kombinacije kao što su proizvod visoko kvalitetnih karakteristika po niskoj ceni.)
MATCH@M:(Figure 3.===>Slika 3.)
MATCH@E:(Figure 2.===>Ostvarena tražnja Slika 2.)
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BAD_LINE_M:Figure 3.
BAD_LINE_M:Slika 3.
BAD_LINE_E:Figure 2.
BAD_LINE_E:Ostvarena tražnja Slika 2.
MATCH@M:(Products are described by a set of attributes that take different values, from lowest to highest, therefore, to establish an overall attitude towards the product, the customers evaluate the total utility of all the attribute values simultaneously, through ranking or assessing each of the combinations (Figure 4).===>Kako se proizvodi opisuju skupom atributa koji uzimaju različite vrednosti, od najgorih do najboljih, potrošači u cilju formiranja ukupnog suda o proizvodu evaluiraju ukupnu korisnost svih vrednosti atributa simultano i to kroz rangiranje ili ocenjivanje svake od kombinacija (slika 4).)
MATCH@E:(Relations between the profile, the attribute and the attribute level Products are described by a set of attributes that take different values, from lowest to highest, therefore, to establish an overall attitude towards the product, the customers evaluate the total utility of all the attribute values simultaneously, through ranking or assessing each of the combinations (Figure 4).===>Veza između profila, atributa i nivoa atributa Kako se proizvodi opisuju skupom atributa koji uzimaju različite vrednosti, od najgorih do najboljih, potrošači u cilju formiranja ukupnog suda o proizvodu evaluiraju ukupnu korisnost svih vrednosti atributa simultano i to kroz rangiranje ili ocenjivanje svake od kombinacija (slika 4).)
MATCH@M:(Figure 4.===>Slika 4.)
MATCH@E:(Figure 3.===>Slika 3.)
MATCH@M:(On the basis of the total of customer attitudes it is possible to estimate partial utilities for certain attribute levels, using some of the composition rules.===>Na osnovu ukupnih sudova potrošača, moguće je pro-ceniti parcijalne korisnosti za određene nivoe atributa koristeći neko od pravila kompozicije.)
MATCH@E:(Profile assessment On the basis of the total of customer attitudes it is possible to estimate partial utilities for certain attribute levels, using some of the composition rules.===>Ocenjivanje profila Na osnovu ukupnih sudova potrošača, moguće je proceniti parcijalne korisnosti za određene nivoe atributa koristeći neko od pravila kompozicije.)
MATCH@M:(These rules serve to explain the structure of individual preferences of the customers.===>Ova pravila služe za objašnjenje strukture individualnih preferencija potrošača.)
MATCH@E:(These rules serve to explain the structure of individual preferences of the customers.===>Ova pravila služe za objašnjenje strukture individualnih preferencija potrošača.)
MATCH@M:(They help explain the manner in which the respondent combines part-worth utilities of each of the attribute levels into the total utility of the product (Figure 5).===>Njima se objašnjava način na koji ispitanik kombinuje parcijalne korisnosti nivoa svakog atributa u ukupnu korisnost proizvoda (Slika 5).)
MATCH@E:(They help explain the manner in which the respondent combines part-worth utilities of each of the attribute levels into the total utility of the product (Figure 5).===>Njima se objašnjava način na koji ispitanik kombinuje parcijalne korisnosti nivoa svakog atributa u ukupnu korisnost proizvoda (Slika 5).)
MATCH@M:(Figure 5.===>Slika 5.)
MATCH@E:(Figure 5.===>Slika 5.)
MATCH@M:(The higher the value, the more important the attribute for the respondent or a group of respondents.===>Što je ova vrednost veća, to je atribut značajniji za ispitanika ili grupu ispitanika, i obrnuto.)
MATCH@E:(The higher the value, the more important the attribute for the respondent or a group of respondents.===>R β β = ikl , − ikl * gde l predstavlja nivo sa najvećom vrednosti za korisnost, a l* nivo sa najmanjom vrednosti za korisnost u okviru k-tog atributa. [to je ova vrednost veća, to je atribut značajniji za ispitanika ili grupu ispitanika, i obrnuto.)
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BAD_LINE_M:The higher the value, the more important the attribute for the respondent or a group of respondents.
BAD_LINE_M:Što je ova vrednost veća, to je atribut značajniji za ispitanika ili grupu ispitanika, i obrnuto.
BAD_LINE_E:The higher the value, the more important the attribute for the respondent or a group of respondents.
BAD_LINE_E:R β β = ikl , − ikl * gde l predstavlja nivo sa najvećom vrednosti za korisnost, a l* nivo sa najmanjom vrednosti za korisnost u okviru k-tog atributa. [to je ova vrednost veća, to je atribut značajniji za ispitanika ili grupu ispitanika, i obrnuto.
MATCH@M:(In practice, the relative attribute importance is commonly used in market segmentation based on customer preferences.===>Relativna značajnost atributa se u praksi obično koristi za segmentaciju tržišta baziranu na preferencijama potrošača.)
MATCH@E:(In practice, the relative attribute importance is commonly used in market segmentation based on customer preferences.===>Relativna značajnost atributa se u praksi obično koristi za segmentaciju tržišta baziranu na preferencijama potrošača.)
MATCH@M:(Hence the attribute sensitivity can vary for different ranges of attribute value, and it is the utility function that helps getting an insight into this (Figure 6).===>Tako za različite raspone vrednosti atributa, njihova osetljivost može da varira, a uvid u to omogućava upravo funkcija korisnosti (slika 6).)
MATCH@E:(Hence the attribute sensitivity can vary for different ranges of attribute value, and it is the utility function that helps getting an insight into this (Figure 6).===>Tako za različite raspone vrednosti atributa, njihova osetljivost može da varira, a uvid u to omogućava upravo funkcija korisnosti (slika 6).)
MATCH@M:(For example, we can see in Figure 6 that all the attributes are highly sensitive to the level change.===>Tako na primer, sa slike 6 se može uočiti da su svi atributi izrazito osetljivi na promenu nivoa.)
MATCH@E:(For example, we can see in Figure 6 that all the attributes are highly sensitive to the level change.===>Tako na primer, sa slike 6 se može uočiti da su svi atributi izrazito osetljivi na promenu nivoa.)
MATCH@M:(As regards the “price“ attribute, for example, we can see that the rise in price from € 200 to € 250 reduces the utility to a small degree, whereas the rise from € 250 to € 400 reduces the utility, and consequently the respondents’ preferencies, to a considerable extent.===>Tako na primer kod atributa "Cena" povećanje cene sa 200 evra na 250 evra veoma malo smanjuje, dok povećanje cene sa 250 na 400 evra znatno smanjuje korisnost, a time i preferencije ispitanika.)
MATCH@E:(As regards the price attribute, for example, we can see that the rise in price from ¡ 200 to ¡ 250 reduces the utility to a small degree, whereas the rise from ¡ 250 to ¡ 400 reduces the utility, and consequently the respondents preferencies, to a considerable extent.===>Tako na primer kod atributa Cena povećanje cene sa 200 evra na 250 evra veoma malo smanjuje, dok povećanje cene sa 250 na 400 evra znatno smanjuje korisnost, a time i preferencije ispitanika.)
MATCH@M:(The utility functions, however, yield information only on the sensitivity of the attribute level utility, not on the demand sensitivity in general.===>Ipak funkcije korisnosti daju informacije samo o osetljivosti korisnosti nivoa atributa, a ne i osetljivost tra-žnje u celini.)
MATCH@E:(Individual utility functions The utility functions, however, yield information only on the sensitivity of the attribute level utility, not on the demand sensitivity in general.===>Individualne funkcije korisnosti Ipak funkcije korisnosti daju informacije samo o osetljivosti korisnosti nivoa atributa, a ne i osetljivost tražnje u celini.)
MATCH@M:(To measure the demand sensitivity it is necessary that, using these data, the preference share and then a potential market share be determined.===>Za merenje osetljivosti tražnje potrebno je, koristeći ove podatke, odrediti najpre udeo preferencija a zatim i potencijalni tržišni udeo proizvoda.)
MATCH@E:(To measure the demand sensitivity it is necessary that, using these data, the preference share and then a potential market share be determined.===>Za merenje osetljivosti tražnje potrebno je, koristeći ove podatke, odrediti najpre udeo preferencija a zatim i potencijalni tržišni udeo proizvoda.)
MATCH@M:(To determine the product preference share the Logit model is most commonly implemented.===>Za određivanje udela preferencija proizvoda najčešće se koristi Logit model.)
MATCH@E:(To determine the product preference share the Logit model is most commonly implemented.===>Za određivanje udela preferencija proizvoda najčešće se koristi Logit model.)
MATCH@M:(This model does not assume that the respondents always decide in favour of purchasing the product with the greatest total utility.===>Ovaj model ne podrazumeva da se ispitanici uvek odlučuju za kupovinu proizvoda koji ima najveću ukupnu korisnost.)
MATCH@E:(This model does not assume that the respondents always decide in favour of purchasing the product with the greatest total utility.===>Ovaj model ne podrazumeva da se ispitanici uvek odlučuju za kupovinu proizvoda koji ima najveću ukupnu korisnost.)
MATCH@M:(This is because, in making their decisions, the customers do not conduct detailed calculations.===>Razlog za ovo je činjenica da kupci ne vrše detaljna računanja prilikom donošenja odluke.)
MATCH@E:(This is because, in making their decisions, the customers do not conduct detailed calculations.===>Razlog za ovo je činjenica da kupci ne vrše detaljna računanja prilikom donošenja odluke.)
MATCH@M:(Instead, they base their assessment on a less precise notation of utility.===>Umesto toga oni češće svoju proce-nu baziraju na manje preciznoj notaciji korisnosti.)
MATCH@E:(Instead, they base their assessment on a less precise notation of utility.===>Umesto toga oni češće svoju procenu baziraju na manje preciznoj notaciji korisnosti.)
MATCH@M:(The Logit model employs the exponential transformation to translate the product utilities into the preference shares.===>Logit model koristi eksponencijalnu transformaciju kako bi korisnosti proizvoda pretvorio u udele preferencija.)
MATCH@E:(The Logit model employs the exponential transformation to translate the product utilities into the preference shares.===>Logit model koristi eksponencijalnu transformaciju kako bi korisnosti proizvoda pretvorio u udele preferencija.)
MATCH@M:(The transformation has the following form: where Pij is the preference share of the j- profile for the i- respondent, while Uij is the utility of the j- profile for the i- respondent.===>Ova transformacija ima sledeći oblik: gde p predstavlja udeo preferencija j-tog proizvoda za i-tog ispitanika, a Utj ukupnu korisnost j-tog profila za i-tog ispitanika.)
MATCH@E:(The transformation has the following form: = P ij bU ij bU ij e e ∑ m = j where Pij is the preference share of the j- profile for the i- respondent, while Uij is the utility of the j- profile for the i- respondent.===>Ova transformacija ima sledeći oblik: = P ij bU ij bU ij e e ∑ m = j gde Pij predstavlja udeo preferencija j-tog proizvoda za i-tog ispitanika, a Uij ukupnu korisnost j-tog profila za i-tog ispitanika.)
MATCH@M:(By definition, the “exponent“ b has the value l and is used to fine-tune the results, so that they reflect the current customer behaviour on the market more accurately.===>"Eksponent" b po definiciji ima vrednost 1 i koristi se za fino podešavanje rezultata, tako da oni bolje odražavaju trenutno ponašanje kupaca na tržištu.)
MATCH@E:(By definition, the exponent b has the value l and is used to fine-tune the results, so that they reflect the current customer behaviour on the market more accurately.===>Eksponent b po definiciji ima vrednost 1 i koristi se za fino podešavanje rezultata, tako da oni bolje odražavaju trenutno ponašanje kupaca na tržištu.)
MATCH@M:(The preference share of a product, however, does not always represent its market share.===>Ipak, udeo preferencija nekog proizvoda ne reprezen-tuje uvek i njegov tržišni udeo.)
MATCH@E:(The preference share of a product, however, does not always represent its market share.===>Ipak, udeo preferencija nekog proizvoda ne reprezentuje uvek i njegov tržišni udeo.)
MATCH@M:(It represents the share the product could have if there were no external variables to influence the customer’s choice.===>On predstavlja udeo koji bi proizvod mogao postići ukoliko nema eksternih varijabli koje bi uticale na potrošačev izbor.)
MATCH@E:(It represents the share the product could have if there were no external variables to influence the customers choice.===>On predstavlja udeo koji bi proizvod mogao postići ukoliko nema eksternih varijabli koje bi uticale na potrošačev izbor.)
MATCH@M:(This is because the awareness and the availability of the product often limit the prospect of purchasing the product.===>Razlog za ovo je taj što svest i dostupnost proizvoda često limitiraju mogućnost kupovine proizvoda.)
MATCH@E:(This is because the awareness and the availability of the product often limit the prospect of purchasing the product.===>Razlog za ovo je taj što svest i dostupnost proizvoda često limitiraju mogućnost kupovine proizvoda.)
MATCH@M:(Namely, in case preference shares of two products are equal, the one that is characterised by higher awareness and distribution will have a larger market share.===>Naime, ukoliko dva proizvoda imaju isti udeo preferenci, ali prvi ima veću svest i distribuciju, imaće i veći tržišni udeo.)
MATCH@E:(Namely, in case preference shares of two products are equal, the one that is characterised by higher awareness and distribution will have a larger market share.===>Naime, ukoliko dva proizvoda imaju isti udeo preferenci, ali prvi ima veću svest i distribuciju, imaće i veći tržišni udeo.)
MATCH@M:(The most commonly implemented method for the regulation of external variable impact upon conjoint data is weighting the preference share of each product by its visibility.===>Najčešća metoda za regulisanje uticaja eksternih varijabli na conjoint podatke je ponderisanje udela prefe-renci svakog proizvoda njegovom vidljivošću.)
MATCH@E:(The most commonly implemented method for the regulation of external variable impact upon conjoint data is weighting the preference share of each product by its visibility.===>Najčešća metoda za regulisanje uticaja eksternih varijabli na conjoint podatke je ponderisanje udela preferenci svakog proizvoda njegovom vidljivošću.)
MATCH@M:(The product visibility is a measure of its chances to be in the shop.===>Vidljivost proizvoda je mera njegove šanse da se nađe u radnji.)
MATCH@E:(The product visibility is a measure of its chances to be in the shop.===>Vidljivost proizvoda je mera njegove šanse da se nađe u radnji.)
MATCH@M:(This visibility is a combination of the awareness of the product and the value of distribution.===>Ova vidljivost predstavlja kombinaciju svesti o proizvodu i vrednosti distribucije.)
MATCH@E:(This visibility is a combination of the awareness of the product and the value of distribution.===>Ova vidljivost predstavlja kombinaciju svesti o proizvodu i vrednosti distribucije.)
MATCH@M:(For example, if a product is available in 50% of shops, it can achieve 50% of awareness in these shops and therefore achieve a 25% visibility (50%*50%).===>Na primer, ako je neki proizvod dostupan u 50% radnji, u ovim radnjama on može dostići 50% svesti i tako imati vidljivost od 25% (50%*50%).)
MATCH@E:(For example, if a product is available in 50% of shops, it can achieve 50% of awareness in these shops and therefore achieve a 25% visibility (50%*50%).===>Na primer, ako je neki proizvod dostupan u 50% radnji, u ovim radnjama on može dostići 50% svesti i tako imati vidljivost od 25% (50%*50%).)
MATCH@M:(Another product may be available in 75% of shops and have a 67% awareness in these shops, achieving a visibility of 50% (75%*67%).===>Drugi proizvod može biti dostupan u 75% radnji i imati 67% svesti u ovim radnjama, ostvarujući vidljivost od 50% (75%*67%).)
MATCH@E:(Another product may be available in 75% of shops and have a 67% awareness in these shops, achieving a visibility of 50% (75%*67%).===>Drugi proizvod može biti dostupan u 75% radnji i imati 67% svesti u ovim radnjama, ostvarujući vidljivost od 50% (75%*67%).)
MATCH@M:(The ratio between the preference shares of these two products after the transformation caused by the external variables impact can change drastically.===>Odnos udela preferenci dva proizvoda nakon transformacije izazvane uticajem eksternih varijabli može se drastično izmeniti.)
MATCH@E:(The ratio between the preference shares of these two products after the transformation caused by the external variables impact can change drastically.===>Odnos udela preferenci dva proizvoda nakon transformacije izazvane uticajem eksternih varijabli može se drastično izmeniti.)
MATCH@M:(Namely, the product with a larger preference share may have a smaller market share if its visibility on the market is smaller than the other product’s visibility.===>Naime, proizvod koji je imao veći udeo preferenci, u stvarnosti može imati manji tržišni udeo ukoliko je njegova vidljivost na tržištu mnogo manja od vidljivosti drugog proizvoda.)
MATCH@E:(Namely, the product with a larger preference share may have a smaller market share if its visibility on the market is smaller than the other products visibility. product from the set of the ones on offer.===>Naime, proizvod koji je imao veći udeo preferenci, u stvarnosti može imati manji tržišni udeo ukoliko je njegova vidljivost na tržištu mnogo manja od vidljivosti drugog proizvoda.)
MATCH@M:(Figure 7.===>Slika 7.)
MATCH@E:(Figure 6.===>Slika 6:)
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BAD_LINE_M:Figure 7.
BAD_LINE_M:Slika 7.
BAD_LINE_E:Figure 6.
BAD_LINE_E:Slika 6:
MATCH@M:(The conjoint analysis allows for conducting a simulation of the market reaction to different price levels in order to estimate the consequences this change may cause (Figure 7) in competitive conditions.===>U okviru conjoint analize moguće je izvršiti simulaci-ju reakcije tržišta na različite nivoe cena kako bi seprocenile moguće posledice koje ova promena može da izazove (slika 7) u konkurentskim uslovima.)
MATCH@E:(Conjoint simulation and price sensitivity The conjoint analysis allows for conducting a simulation of the market reaction to different price levels in order to estimate the consequences this change may cause (Figure 7) in competitive conditions.===>Metoda je postala popularna početkom 90-ih godina prošlog veka, zbog svoje sličnosti sa realnim situacijama u kojima potrošači donose odluku o kupovini nekog proizvoda.)
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BAD_LINE_M:The conjoint analysis allows for conducting a simulation of the market reaction to different price levels in order to estimate the consequences this change may cause (Figure 7) in competitive conditions.
BAD_LINE_M:U okviru conjoint analize moguće je izvršiti simulaci-ju reakcije tržišta na različite nivoe cena kako bi seprocenile moguće posledice koje ova promena može da izazove (slika 7) u konkurentskim uslovima.
BAD_LINE_E:Conjoint simulation and price sensitivity The conjoint analysis allows for conducting a simulation of the market reaction to different price levels in order to estimate the consequences this change may cause (Figure 7) in competitive conditions.
BAD_LINE_E:Metoda je postala popularna početkom 90-ih godina prošlog veka, zbog svoje sličnosti sa realnim situacijama u kojima potrošači donose odluku o kupovini nekog proizvoda.
MATCH@M:(However, when the product is entirelly new on the market and has no direct competition, the simulation, i.e., the definition of price sensitivity can be conducted as regards the option that the customers will not buy the given product.===>Ipak, kada je proizvod totalno nov na tržištu i nema direktnu konkurenciju, simulacija, tj. određivanje cenovne osetljivosti se može vršiti u odnosu na opciju da potrošači neće kupiti dati proizvod.)
MATCH@E:(However, when the product is entirelly new on the market and has no direct competition, the simulation, i.e., the definition of price sensitivity can be conducted as regards the option that the customers will not buy the given product. ~~~ 3.4.===>Jedna od glavnih prednosti ove metode je u tome što može da uključi odgovore tipa Nijedan od navedenih, ili višestruke odgovore.)
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BAD_LINE_M:However, when the product is entirelly new on the market and has no direct competition, the simulation, i.e., the definition of price sensitivity can be conducted as regards the option that the customers will not buy the given product.
BAD_LINE_M:Ipak, kada je proizvod totalno nov na tržištu i nema direktnu konkurenciju, simulacija, tj. određivanje cenovne osetljivosti se može vršiti u odnosu na opciju da potrošači neće kupiti dati proizvod.
BAD_LINE_E:However, when the product is entirelly new on the market and has no direct competition, the simulation, i.e., the definition of price sensitivity can be conducted as regards the option that the customers will not buy the given product. ~~~ 3.4.
BAD_LINE_E:Jedna od glavnih prednosti ove metode je u tome što može da uključi odgovore tipa Nijedan od navedenih, ili višestruke odgovore.
MATCH@M:(Figure 8.===>Slika 8.)
MATCH@E:(Figure 8.===>Slika 7.)
MATCH@M:(The Choice Based Conjoint Analysis (CBC), or, as literature also calls it the Discrete Choice Modelling (DCM), is one of the conjoint methods.===>Conjoint analiza bazirana na izboru (Choice Based Conjoint - CBC) ili kako se u literaturi još naziva, Modeliranje diskretnih izbora (Discrete Choice Modeling - DCM), predstavlja jednu od conjoint metoda.)
MATCH@E:(The Choice Based Conjoint Analysis The Choice Based Conjoint Analysis (CBC), or, as literature also calls it the Discrete Choice Modelling (DCM), is one of the conjoint methods.===>Ova karakteristika je veoma važna s obzirom na činjenicu da se u realnosti svaki proces odlučivanja potrošača ne završava kupovinom.)
BAD_LINE_=============================================================
BAD_LINE_M:The Choice Based Conjoint Analysis (CBC), or, as literature also calls it the Discrete Choice Modelling (DCM), is one of the conjoint methods.
BAD_LINE_M:Conjoint analiza bazirana na izboru (Choice Based Conjoint - CBC) ili kako se u literaturi još naziva, Modeliranje diskretnih izbora (Discrete Choice Modeling - DCM), predstavlja jednu od conjoint metoda.
BAD_LINE_E:The Choice Based Conjoint Analysis The Choice Based Conjoint Analysis (CBC), or, as literature also calls it the Discrete Choice Modelling (DCM), is one of the conjoint methods.
BAD_LINE_E:Ova karakteristika je veoma važna s obzirom na činjenicu da se u realnosti svaki proces odlučivanja potrošača ne završava kupovinom.
MATCH@M:(Contrary to the approach based of preferences (the traditional conjoint analysis) that stems from the marketing practice and is predominantly focused upon apprehending customer preferences, the choice based approach comes from the economics discipline and is implemented in assessing a wide scope of products and services [9].===>Za razliku od pristupa baziranog na preferencijama (tradicionalna conjoint analiza) koji potiče iz marketinške prakse i koji je prvenstveno fokusiran na pronicanje u preferencije potrošača, pristup baziran na izboru vodi poreklo iz ekonomske discipline i koristi se za vrednovanje širokog opsega proizvoda i usluga [9].)
MATCH@E:(Contrary to the approach based of preferences (the traditional conjoint analysis) that stems from the marketing practice and is predominantly focused upon apprehending customer preferences, the choice based approach comes from the economics discipline and is implemented in assessing a wide scope of products and services Š9Ë.===>Izborom opcije Nijedan od navedenih ispitanik doprinosi informacijom o promeni tražnje izazvanoj previsokim cenama ponuđenih proizvoda ili ukoliko proizvodi postaju neatraktivni iz nekog drugog razloga.)
BAD_LINE_=============================================================
BAD_LINE_M:Contrary to the approach based of preferences (the traditional conjoint analysis) that stems from the marketing practice and is predominantly focused upon apprehending customer preferences, the choice based approach comes from the economics discipline and is implemented in assessing a wide scope of products and services [9].
BAD_LINE_M:Za razliku od pristupa baziranog na preferencijama (tradicionalna conjoint analiza) koji potiče iz marketinške prakse i koji je prvenstveno fokusiran na pronicanje u preferencije potrošača, pristup baziran na izboru vodi poreklo iz ekonomske discipline i koristi se za vrednovanje širokog opsega proizvoda i usluga [9].
BAD_LINE_E:Contrary to the approach based of preferences (the traditional conjoint analysis) that stems from the marketing practice and is predominantly focused upon apprehending customer preferences, the choice based approach comes from the economics discipline and is implemented in assessing a wide scope of products and services Š9Ë.
BAD_LINE_E:Izborom opcije Nijedan od navedenih ispitanik doprinosi informacijom o promeni tražnje izazvanoj previsokim cenama ponuđenih proizvoda ili ukoliko proizvodi postaju neatraktivni iz nekog drugog razloga.
MATCH@M:(Common to all of them is the choice scenario with a description of manifold sets of products whose prices range within a certain interval.===>Zajedničko za sve je postojanje scenarija izbora sa opisom višestrukih skupova proizvoda čije se cene kreću u određenom intervalu.)
MATCH@E:(There is a range of types of discrete choice models. ~~~ Common to all of them is the choice scenario with a description of manifold sets of products whose prices range within a certain interval.===>I conjoint analiza bazirana na izboru pruža mogućnost simulacije u cilju određivnja osetljivosti preferencija i tražnje na promenu cene ili drugih atributa obuhvaćenih istraživanjem. 4.)
BAD_LINE_=============================================================
BAD_LINE_M:Common to all of them is the choice scenario with a description of manifold sets of products whose prices range within a certain interval.
BAD_LINE_M:Zajedničko za sve je postojanje scenarija izbora sa opisom višestrukih skupova proizvoda čije se cene kreću u određenom intervalu.
BAD_LINE_E:There is a range of types of discrete choice models. ~~~ Common to all of them is the choice scenario with a description of manifold sets of products whose prices range within a certain interval.
BAD_LINE_E:I conjoint analiza bazirana na izboru pruža mogućnost simulacije u cilju određivnja osetljivosti preferencija i tražnje na promenu cene ili drugih atributa obuhvaćenih istraživanjem. 4.
MATCH@M:(The scenarios may vary from respondent to respondent, with different sets of tasks or with different prices for the target product presented in scenarios as well as in different aggregate data obtained.===>Scenariji mogu varirati od ispitanika do ispitanika, sa različitim skupovima zadataka ili različitim cenama za ciljni proizvod predstavljen u scenarijima kao i u različitim agregatnim podacima koji se dobijaju.)
MATCH@E:(The scenarios may vary from respondent to respondent, with different sets of tasks or with different prices for the target product presented in scenarios as well as in different aggregate data obtained.===>Uporedni pregled metoda U tabeli 1 dat je uporedni pregled četiri istraživačke metode koje su opisane u prethodnom poglavlju.)
BAD_LINE_=============================================================
BAD_LINE_M:The scenarios may vary from respondent to respondent, with different sets of tasks or with different prices for the target product presented in scenarios as well as in different aggregate data obtained.
BAD_LINE_M:Scenariji mogu varirati od ispitanika do ispitanika, sa različitim skupovima zadataka ili različitim cenama za ciljni proizvod predstavljen u scenarijima kao i u različitim agregatnim podacima koji se dobijaju.
BAD_LINE_E:The scenarios may vary from respondent to respondent, with different sets of tasks or with different prices for the target product presented in scenarios as well as in different aggregate data obtained.
BAD_LINE_E:Uporedni pregled metoda U tabeli 1 dat je uporedni pregled četiri istraživačke metode koje su opisane u prethodnom poglavlju.
MATCH@M:(The choice task may be viewed as a set of alternative products, where the respondent is expected to choose the best (Figure 8).===>Zadatak izbora može se posmatrati kao skup alternativnih proizvoda, gde se od ispitanika očekuje da izabere najbolji (slika 8).)
MATCH@E:(The choice task may be viewed as a set of alternative products, where the respondent is expected to choose the best (Figure 8).===>Karakteristike metoda prikazane u tabeli dosta su pojednostavljene; u praksi vrednost svake od metoda zavisi od toga koliko je istraživanje dobro isplanirano i izvršeno, i koliko dobro se koriste rezultati.)
BAD_LINE_=============================================================
BAD_LINE_M:The choice task may be viewed as a set of alternative products, where the respondent is expected to choose the best (Figure 8).
BAD_LINE_M:Zadatak izbora može se posmatrati kao skup alternativnih proizvoda, gde se od ispitanika očekuje da izabere najbolji (slika 8).
BAD_LINE_E:The choice task may be viewed as a set of alternative products, where the respondent is expected to choose the best (Figure 8).
BAD_LINE_E:Karakteristike metoda prikazane u tabeli dosta su pojednostavljene; u praksi vrednost svake od metoda zavisi od toga koliko je istraživanje dobro isplanirano i izvršeno, i koliko dobro se koriste rezultati.
MATCH@M:(The choice itself turns the attention from evaluation of alternatives and estimate of the differences among them, which is characteristic of the traditional conjoint analysis, to the choice of the bestproduct from the set of the ones on offer.===>Vršenje izbora skreće pažnju sa ocenjivanja alternativa i procene razlike između njih, koje su karakteristične za tradicionalnu conjoint analizu, na izbor najboljeg proizvoda i skupa ponuđenih.)
MATCH@E:(The choice itself turns the attention from evaluation of alternatives and estimate of the differences among them, which is characteristic of the traditional conjoint analysis, to the choice of the best value, with preferences often being neglected.===>Većina cenovnih istraživanja počiva na pretpostavkama da su odluke o kupovini motivisane ekonomskom vrednošću, pri čemu se često zanemaruju preferencije potrošača.)
BAD_LINE_=============================================================
BAD_LINE_M:The choice itself turns the attention from evaluation of alternatives and estimate of the differences among them, which is characteristic of the traditional conjoint analysis, to the choice of the bestproduct from the set of the ones on offer.
BAD_LINE_M:Vršenje izbora skreće pažnju sa ocenjivanja alternativa i procene razlike između njih, koje su karakteristične za tradicionalnu conjoint analizu, na izbor najboljeg proizvoda i skupa ponuđenih.
BAD_LINE_E:The choice itself turns the attention from evaluation of alternatives and estimate of the differences among them, which is characteristic of the traditional conjoint analysis, to the choice of the best value, with preferences often being neglected.
BAD_LINE_E:Većina cenovnih istraživanja počiva na pretpostavkama da su odluke o kupovini motivisane ekonomskom vrednošću, pri čemu se često zanemaruju preferencije potrošača.
MATCH@M:(In this way evaluation is by far more simplified.===>Ovim se evaluacija znatno uprošća-va.)
MATCH@E:(In this way evaluation is by far more simplified.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In this way evaluation is by far more simplified.
BAD_LINE_M:Ovim se evaluacija znatno uprošća-va.
BAD_LINE_E:In this way evaluation is by far more simplified.
BAD_LINE_E:
MATCH@M:(In fact, the respondents do not evaluate each product separately, but look for the dominant product, and if they do not find it, they try to eliminate the one whose attributes are least important.===>Naime, ispitanici ne evaluiraju svaki proizvod ponaosob, već najpre traže dominantni, a ukoliko ga ne nađu, pokušavaju da odstrane onaj čiji atributi imaju najmanju važnost.)
MATCH@E:(In fact, the respondents do not evaluate each product separately, but look for the dominant product, and if they do not find it, they try to eliminate the one whose attributes are least important.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In fact, the respondents do not evaluate each product separately, but look for the dominant product, and if they do not find it, they try to eliminate the one whose attributes are least important.
BAD_LINE_M:Naime, ispitanici ne evaluiraju svaki proizvod ponaosob, već najpre traže dominantni, a ukoliko ga ne nađu, pokušavaju da odstrane onaj čiji atributi imaju najmanju važnost.
BAD_LINE_E:In fact, the respondents do not evaluate each product separately, but look for the dominant product, and if they do not find it, they try to eliminate the one whose attributes are least important.
BAD_LINE_E:
MATCH@M:(It is in this way that they find the best of the alternatives offered and they make their choice.===>Na ovaj način dolaze do najbolje od ponuđenih alternativa i vrši se njen izbor.)
MATCH@E:(It is in this way that they find the best of the alternatives offered and they make their choice.===>)
BAD_LINE_=============================================================
BAD_LINE_M:It is in this way that they find the best of the alternatives offered and they make their choice.
BAD_LINE_M:Na ovaj način dolaze do najbolje od ponuđenih alternativa i vrši se njen izbor.
BAD_LINE_E:It is in this way that they find the best of the alternatives offered and they make their choice.
BAD_LINE_E:
MATCH@M:(The method became popular in the early 1990s due to its similarity to real situations in which the customers make decisions on purchasing one product or another.===>Metoda je postala popularna početkom ’90-ih godina prošlog veka, zbog svoje sličnosti sa realnim situacijama u kojima potrošači donose odluku o kupovini nekog proizvoda.)
MATCH@E:(The task of making choice from a set of alternatives offered The method became popular in the early 1990s due to its similarity to real situations in which the customers make decisions on purchasing one product or another.===>Conjoint analiza bazirana na izboru Conjoint analiza bazirana na izboru (Choice Based Conjoint - CBC) ili kako se u literaturi još naziva, Modeliranje diskretnih izbora (Discrete Choice Modeling - DCM), predstavlja jednu od conjoint metoda.)
BAD_LINE_=============================================================
BAD_LINE_M:The method became popular in the early 1990s due to its similarity to real situations in which the customers make decisions on purchasing one product or another.
BAD_LINE_M:Metoda je postala popularna početkom ’90-ih godina prošlog veka, zbog svoje sličnosti sa realnim situacijama u kojima potrošači donose odluku o kupovini nekog proizvoda.
BAD_LINE_E:The task of making choice from a set of alternatives offered The method became popular in the early 1990s due to its similarity to real situations in which the customers make decisions on purchasing one product or another.
BAD_LINE_E:Conjoint analiza bazirana na izboru Conjoint analiza bazirana na izboru (Choice Based Conjoint - CBC) ili kako se u literaturi još naziva, Modeliranje diskretnih izbora (Discrete Choice Modeling - DCM), predstavlja jednu od conjoint metoda.
MATCH@M:(One important advantage of this method is that it can include the answers such as “none offered“, or multiple answers.===>Jedna od glavnih prednosti ove metode je u tome što može da uključi odgovore tipa “Nijedan od navedenih”, ili višestruke odgovore.)
MATCH@E:(One important advantage of this method is that it can include the answers such as none offered, or multiple answers.===>Kao i tradicionalna conjoint analiza, conjoint analiza bazirana na izboru pripada skupu dekompozitnih metoda, ali se od nje razlikuje u načinu prezentovanja pitanja ispitanicima.)
BAD_LINE_=============================================================
BAD_LINE_M:One important advantage of this method is that it can include the answers such as “none offered“, or multiple answers.
BAD_LINE_M:Jedna od glavnih prednosti ove metode je u tome što može da uključi odgovore tipa “Nijedan od navedenih”, ili višestruke odgovore.
BAD_LINE_E:One important advantage of this method is that it can include the answers such as none offered, or multiple answers.
BAD_LINE_E:Kao i tradicionalna conjoint analiza, conjoint analiza bazirana na izboru pripada skupu dekompozitnih metoda, ali se od nje razlikuje u načinu prezentovanja pitanja ispitanicima.
MATCH@M:(This characteristic is very important as regards the fact that in reality each decision-making process ends up in the customer buying the product.===>Ova karakteristika je veoma važna s obzirom na činjenicu da se u realnosti svaki proces odlučivanja potrošača ne završava kupovinom.)
MATCH@E:(This characteristic is very important as regards the fact that in reality each decision-making process ends up in the customer buying the product.===>Postoji veći broj tipova modela diskretnih izbora. ~~~ Zajedničko za sve je postojanje scenarija izbora sa opisom višestrukih skupova proizvoda čije se cene kreću u određenom intervalu.)
BAD_LINE_=============================================================
BAD_LINE_M:This characteristic is very important as regards the fact that in reality each decision-making process ends up in the customer buying the product.
BAD_LINE_M:Ova karakteristika je veoma važna s obzirom na činjenicu da se u realnosti svaki proces odlučivanja potrošača ne završava kupovinom.
BAD_LINE_E:This characteristic is very important as regards the fact that in reality each decision-making process ends up in the customer buying the product.
BAD_LINE_E:Postoji veći broj tipova modela diskretnih izbora. ~~~ Zajedničko za sve je postojanje scenarija izbora sa opisom višestrukih skupova proizvoda čije se cene kreću u određenom intervalu.
MATCH@M:(By choosing the option “none offered“ the respondent contributes the information on the change in demand caused by too high prices of the products on offer, or by the products becoming inattractive for any other reasons.===>Izborom opcije “Nijedan od navedenih” ispitanik doprinosi informacijom o promeni tražnje izazvanoj previsokim cenama ponuđenih proizvoda ili ukoliko proizvodi postaju neatraktivni iz nekog drugog razloga.)
MATCH@E:(By choosing the option none offered the respondent contributes the information on the change in demand caused by too high prices of the products on offer, or by the products becoming inattractive for any other reasons.===>Scenariji mogu varirati od ispitanika do ispitanika, sa različitim skupovima zadataka ili različitim cenama za ciljni proizvod predstavljen u scenarijima kao i u različitim agregatnim podacima koji se dobijaju.)
BAD_LINE_=============================================================
BAD_LINE_M:By choosing the option “none offered“ the respondent contributes the information on the change in demand caused by too high prices of the products on offer, or by the products becoming inattractive for any other reasons.
BAD_LINE_M:Izborom opcije “Nijedan od navedenih” ispitanik doprinosi informacijom o promeni tražnje izazvanoj previsokim cenama ponuđenih proizvoda ili ukoliko proizvodi postaju neatraktivni iz nekog drugog razloga.
BAD_LINE_E:By choosing the option none offered the respondent contributes the information on the change in demand caused by too high prices of the products on offer, or by the products becoming inattractive for any other reasons.
BAD_LINE_E:Scenariji mogu varirati od ispitanika do ispitanika, sa različitim skupovima zadataka ili različitim cenama za ciljni proizvod predstavljen u scenarijima kao i u različitim agregatnim podacima koji se dobijaju.
MATCH@M:(Similar to the traditional conjoint analysis, the choice based conjoint analysis is one from the set of decomposite methods, however, it differs from the traditional one by the manner in which it presents the questions to the respondents.===>Kao i tradicionalna conjoint analiza, conjoint analiza bazirana na izboru pripada skupu dekompozitnih metoda, ali se od nje razlikuje u načinu prezentovanja pitanja ispitanicima.)
MATCH@E:(Similar to the traditional conjoint analysis, the choice based conjoint analysis is one from the set of decomposite methods, however, it differs from the traditional one by the manner in which it presents the questions to the respondents.===>Informacije koje pruža CBC su veoma slične po strukturi informacijama iz tradicionalne conjoint analize, s tom razlikom što se kod CBC preferencije računaju na agregatnom nivou, pri čemu se takođe logit model.)
BAD_LINE_=============================================================
BAD_LINE_M:Similar to the traditional conjoint analysis, the choice based conjoint analysis is one from the set of decomposite methods, however, it differs from the traditional one by the manner in which it presents the questions to the respondents.
BAD_LINE_M:Kao i tradicionalna conjoint analiza, conjoint analiza bazirana na izboru pripada skupu dekompozitnih metoda, ali se od nje razlikuje u načinu prezentovanja pitanja ispitanicima.
BAD_LINE_E:Similar to the traditional conjoint analysis, the choice based conjoint analysis is one from the set of decomposite methods, however, it differs from the traditional one by the manner in which it presents the questions to the respondents.
BAD_LINE_E:Informacije koje pruža CBC su veoma slične po strukturi informacijama iz tradicionalne conjoint analize, s tom razlikom što se kod CBC preferencije računaju na agregatnom nivou, pri čemu se takođe logit model.
MATCH@M:(By its structure, the information obtained by the CBC is very similar to that yielded by the traditional conjoint analysis, the only difference being that in the CBS the preferences are calculated on the aggregate level, applying the Logit model.===>Informacije koje pruža CBC su veoma slične po strukturi informacijama iz tradicionalne conjoint analize, s tom razlikom što se kod CBC preferencije računaju na agregatnom nivou, pri čemu se takođe logit model.)
MATCH@E:(By its structure, the information obtained by the CBC is very similar to that yielded by the traditional conjoint analysis, the only difference being that in the CBS the preferences are calculated on the aggregate level, applying the Logit model.===>Zadatak izbora može se posmatrati kao skup alternativnih proizvoda, gde se od ispitanika očekuje da izabere najbolji (slika 8).)
BAD_LINE_=============================================================
BAD_LINE_M:By its structure, the information obtained by the CBC is very similar to that yielded by the traditional conjoint analysis, the only difference being that in the CBS the preferences are calculated on the aggregate level, applying the Logit model.
BAD_LINE_M:Informacije koje pruža CBC su veoma slične po strukturi informacijama iz tradicionalne conjoint analize, s tom razlikom što se kod CBC preferencije računaju na agregatnom nivou, pri čemu se takođe logit model.
BAD_LINE_E:By its structure, the information obtained by the CBC is very similar to that yielded by the traditional conjoint analysis, the only difference being that in the CBS the preferences are calculated on the aggregate level, applying the Logit model.
BAD_LINE_E:Zadatak izbora može se posmatrati kao skup alternativnih proizvoda, gde se od ispitanika očekuje da izabere najbolji (slika 8).
MATCH@M:(The choice based conjoint analysis, too, offers a possibility of simulation to determine the sensitivity of preference and demand to the change in price or other attributes covered by the research.===>I conjoint analiza bazirana na izboru pruža mogućnost simulacije u cilju određivnja osetljivosti preferencija i tražnje na promenu cene ili drugih atributa obuhvaćenih istraživanjem.)
MATCH@E:(The choice based conjoint analysis, too, offers a possibility of simulation to determine the sensitivity of preference and demand to the change in price or other attributes covered by the research. ~~~ 4.===>Vršenje izbora skreće pažnju sa ocenjivanja alternativa i procene razlike između njih, koje su karakteristične za tradicionalnu conjoint analizu, na izbor najboljeg proizvoda i skupa ponuđenih.)
BAD_LINE_=============================================================
BAD_LINE_M:The choice based conjoint analysis, too, offers a possibility of simulation to determine the sensitivity of preference and demand to the change in price or other attributes covered by the research.
BAD_LINE_M:I conjoint analiza bazirana na izboru pruža mogućnost simulacije u cilju određivnja osetljivosti preferencija i tražnje na promenu cene ili drugih atributa obuhvaćenih istraživanjem.
BAD_LINE_E:The choice based conjoint analysis, too, offers a possibility of simulation to determine the sensitivity of preference and demand to the change in price or other attributes covered by the research. ~~~ 4.
BAD_LINE_E:Vršenje izbora skreće pažnju sa ocenjivanja alternativa i procene razlike između njih, koje su karakteristične za tradicionalnu conjoint analizu, na izbor najboljeg proizvoda i skupa ponuđenih.
MATCH@M:(Table 1 presents a comparative review of four research methods described in the chapter above.===>U tabeli 1 dat je uporedni pregled četiri istraživačke metode koje su opisane u prethodnom poglavlju.)
MATCH@E:(Comparative review of methods Table 1 presents a comparative review of four research methods described in the chapter above.===>Ovim se evaluacija znatno uprošćava.)
BAD_LINE_=============================================================
BAD_LINE_M:Table 1 presents a comparative review of four research methods described in the chapter above.
BAD_LINE_M:U tabeli 1 dat je uporedni pregled četiri istraživačke metode koje su opisane u prethodnom poglavlju.
BAD_LINE_E:Comparative review of methods Table 1 presents a comparative review of four research methods described in the chapter above.
BAD_LINE_E:Ovim se evaluacija znatno uprošćava.
MATCH@M:(The characteristics of the methods presented in the table are largely simplified; in practice, the value of each of the methods depends on the extent to which the reasearch is planned and conducted and to which the findings are well used.===>Karakteristike metoda prikazane u tabeli dosta su pojednostavljene; u praksi vrednost svake od metoda zavisi od toga koliko je istraživanje dobro isplanirano i izvršeno, i koliko dobro se koriste rezultati.)
MATCH@E:(The characteristics of the methods presented in the table are largely simplified; in practice, the value of each of the methods depends on the extent to which the reasearch is planned and conducted and to which the findings are well used.===>Naime, ispitanici ne evaluiraju svaki proizvod ponaosob, već najpre traže dominantni, a ukoliko ga ne nađu, pokušavaju da odstrane onaj čiji atributi imaju najmanju važnost.)
BAD_LINE_=============================================================
BAD_LINE_M:The characteristics of the methods presented in the table are largely simplified; in practice, the value of each of the methods depends on the extent to which the reasearch is planned and conducted and to which the findings are well used.
BAD_LINE_M:Karakteristike metoda prikazane u tabeli dosta su pojednostavljene; u praksi vrednost svake od metoda zavisi od toga koliko je istraživanje dobro isplanirano i izvršeno, i koliko dobro se koriste rezultati.
BAD_LINE_E:The characteristics of the methods presented in the table are largely simplified; in practice, the value of each of the methods depends on the extent to which the reasearch is planned and conducted and to which the findings are well used.
BAD_LINE_E:Naime, ispitanici ne evaluiraju svaki proizvod ponaosob, već najpre traže dominantni, a ukoliko ga ne nađu, pokušavaju da odstrane onaj čiji atributi imaju najmanju važnost.
MATCH@M:(Much pricing research is based on the assumptions that the decisions on purchasing are motivated by economic value, with preferences often being neglected.===>Većina cenovnih istraživanja počiva na pretpostavkama da su odluke o kupovini motivisane ekonomskom vrednošću, pri čemu se često zanemaruju preferencije potrošača.)
MATCH@E:(Much pricing research is based on the assumptions that the decisions on purchasing are motivated by economic Figure 7.===>Na ovaj način dolaze do najbolje od ponuđenih alternativa i vrši se njen izbor.)
BAD_LINE_=============================================================
BAD_LINE_M:Much pricing research is based on the assumptions that the decisions on purchasing are motivated by economic value, with preferences often being neglected.
BAD_LINE_M:Većina cenovnih istraživanja počiva na pretpostavkama da su odluke o kupovini motivisane ekonomskom vrednošću, pri čemu se često zanemaruju preferencije potrošača.
BAD_LINE_E:Much pricing research is based on the assumptions that the decisions on purchasing are motivated by economic Figure 7.
BAD_LINE_E:Na ovaj način dolaze do najbolje od ponuđenih alternativa i vrši se njen izbor.
MATCH@M:(What makes a difference between the useful research from those whose findings are misleading is the significance of difference between the assumptions on which the model is based and the real situations in which the customers actually make decisions.===>Ono što razlikuje korisna od istraživanja čiji rezultati navode na pogrešne zaključke, je nivo razlike između pretpostavki na kojima se bazira model i realnih situacija u kojima potrošači stvarno donose odluke.)
MATCH@E:(What makes a difference between the useful research from those whose findings are misleading is the significance of difference between the assumptions on which the model is based and the real situations in which the customers actually make decisions.===>Ono što razlikuje korisna od istraživanja čiji rezultati navode na pogrešne zaključke, je nivo razlike između pretpostavki na kojima se bazira model i realnih situacija u kojima potrošači stvarno donose odluke.)
MATCH@M:(The van Westendorp method of price sensitivity measurement (VWPSM) does not provide the insight into the customer values that encourage decision-making on purchasing.===>Van Westendorp-ova metoda istraživanja cenovne ostljivosti (VWPSM) ne obezbeđuje uvid u potrošačke vrednosti koje podstiču odluke o kupovini.)
MATCH@E:(The van Westendorp method of price sensitivity measurement (VWPSM) does not provide the insight into the customer values that encourage decision-making on purchasing.===>Van Westendorp-ova metoda istraživanja cenovne ostljivosti (VWPSM) ne obezbeđuje uvid u potrošačke vrednosti koje podstiču odluke o kupovini.)
MATCH@M:(Since this type of research combines the intention factors with price sensitivity, the research findings may be misleading.===>Pošto ovaj tip istraživanja kombinuje faktore namere sa ce-novnom osetljivošću, rezultati istraživanja mogu da navedu na pogrešne zaključke.)
MATCH@E:(Since this type of research combines the intention factors with price sensitivity, the research findings may be misleading.===>Pošto ovaj tip istraživanja kombinuje faktore namere sa cenovnom osetljivošću, rezultati istraživanja mogu da navedu na pogrešne zaključke.)
MATCH@M:(By balancing between the characteristics and the price it is possible to decompose the precieved utility of the product as a whole into part-worth utilities the customers assign to each of the characteristics.===>Balansiranjem između karakteristika i cene, moguće je razložiti percipiranu korisnost celog proizvoda na parcijalne korisnosti koje potrošači dodeljuju svakoj od karakteristika.)
MATCH@E:(By balancing between the characteristics and the price it is possible to decompose the precieved utility of the product as a whole into part-worth utilities the customers assign to each of the characteristics.===>Balansiranjem između karakteristika i cene, moguće je razložiti percipiranu korisnost celog proizvoda na parcijalne korisnosti koje potrošači dodeljuju svakoj od karakteristika.)
MATCH@M:(These part-worth utilities may be useful in determining price sensitivity, but also all the other attributes covered by the research.===>Ove parcijalne korisnosti mogu koristiti za određivanje osetljivosti cene ali i svih ostalih karakteristika obuhvaćenih istraživanjem.)
MATCH@E:(These part-worth utilities may be useful in determining price sensitivity, but also all the other attributes covered by the research.===>Ove parcijalne korisnosti mogu koristiti za određivanje osetljivosti cene ali i svih ostalih karakteristika obuhvaćenih istraživanjem.)
MATCH@M:(An especially important advantage of the Conjoint analysis in pricing research is that it takes into account the competition interactions and the potential impact of substitutes upon the demand for a given product.===>Posebno značajna prednost conjoint analize u cenovnim istraživanjima je ta što u obzir uzima i konkutentske interakcije i potencijalni uticaj substituta na tražnju za datim proizvodom.)
MATCH@E:(An especially important advantage of the Conjoint analysis in pricing research is that it takes into account the compe tition interactions and the potential impact of substitutes upon the demand for a given product.===>Posebno značajna prednost conjoint analize u cenovnim istraživanjima je ta što u obzir uzima i konkutentske interakcije i potencijalni uticaj substituta na tražnju za datim proizvodom.)
MATCH@M:(The Discrete choice modelling has a number of advantages in pricing research concerned with the new and the existing products.===>Modeliranje diskretnih izbora ima nekoliko prednosti u cenovnim istraživanjima vezanim za novi i postojeće proizvode.)
MATCH@E:(The Discrete choice modelling has a number of advantages in pricing research concerned with the new and the existing products.===>Modeliranje diskretnih izbora ima nekoliko prednosti u cenovnim istraživanjima vezanim za novi i postojeće proizvode.)
MATCH@M:(It is a model that is much more similar to realistic purchase situations, however, the hypotetical situational variables may be included into the research if necessary, to simulate the purchase situation.===>To je model koji je mnogo sličniji realnim kupovnim situacijama, ali se i hipo-tetičke situacione varijable mogu eventualno uključiti u istraživanje kako bi se simulirala kupovna situacija.)
MATCH@E:(It is a model that is much more similar to realistic purchase situations, however, the hypotetical situational variables may be included into the research if necessary, to simulate the purchase situation.===>To je model koji je mnogo sličniji realnim kupovnim situacijama, ali se i hipotetičke situacione varijable mogu eventualno uključiti u istraživanje kako bi se simulirala kupovna situacija.)
MATCH@M:(While the traditional conjoint analysis can identify the importance of the product attributes, the findings of the choice based conjoint analysis can determine the preceived value of the product as regards the competitive products.===>Dok tradicionalna conjoint analiza može da otkrije značajnost atributa proizvoda, rezultati conjoint analize bazirane na izboru mogu da utvrde percipiranu vrednost proizvoda u odnosu na konkurentne proizvode. Zaključak)
MATCH@E:(While the traditional conjoint analysis can identify the importance of the product attributes, the findings of the choice based conjoint analysis can determine the preceived value of the product as regards the competitive products. ~~~ 5.===>Dok tradicionalna conjoint analiza može da otkrije značajnost atributa proizvoda, rezultati conjoint analize bazirane na izboru mogu da utvrde percipiranu vrednost proizvoda u odnosu na konkurentne proizvode.)
MATCH@M:(Conclusion In the early phases of the new product development the analysis of customer value has an important impact upon decision making.===>U ranim fazama procesa razvoja novog proizvoda analiza potrošačkih vrednosti ima veliki uticaj na donošenje odluka.)
MATCH@E:(Conclusion In the early phases of the new product development the analysis of customer value has an important impact upon decision making.===>Zaključak U ranim fazama procesa razvoja novog proizvoda analiza potrošačkih vrednosti ima veliki uticaj na donošenje odluka.)
MATCH@M:(Very important, too, is the opportunity to use the market research in the new product definition phase in order to identify both the attributes that enhance purchasing, and their best combinations in the product.===>Veoma je značajna mogućnost korišćenja istraživanje tržišta u fazi definisanja koncepta novog proizvoda kako bi se identifikovali atributi koji podsti-ču kupovinu, a u skladu sa tim njihove najbolje kombinacije u proizvodu.)
MATCH@E:(Very important, too, is the opportunity to use the market research in the new product definition phase in order to identify both the attributes that enhance purchasing, and their best combinations in the product.===>Veoma je značajna mogućnost korišćenja istraživanje tržišta u fazi definisanja koncepta novog proizvoda kako bi se identifikovali atributi koji podstiču kupovinu, a u skladu sa tim njihove najbolje kombinacije u proizvodu.)
MATCH@M:(In the subsequent phases the most favourable characteristics of the products are improved, by influencing the unique customer value factors and reducing the product price sensitivity.===>U daljim fazama, utiče se na najpovoljnije karakteristike proizvoda, delovanjem na jedinstvene vrednosne faktore potrošača, i smanjenem cenovne osetljivosti proizvoda.)
MATCH@E:(In the subsequent phases the most favourable characteristics of the products are improved, by influencing the unique customer value factors and reducing the product price sensitivity.===>U daljim fazama, utiče se na najpovoljnije karakteristike proizvoda, delovanjem na jedinstvene vrednosne faktore potrošača, i smanjenem cenovne osetljivosti proizvoda.)
MATCH@M:(Even when the product has all the characteristics the customers expect, it is necessary that data on customer preferences be collected, in order that the product should be positioned on the market as favourably as possible, since, in any case, the price sensitivity of a product may vary in dependance of its positioning and the perception the customer has of it.===>Cak i kada proizvod sadrži sve karakteristike koje od njega očekuju kupci, važno je prikupiti podatke o potrošačkim preferenca-ma, kako bi se proizvod što bolje pozicionirao na tržištu, jer ipak, cenovna osetljivost nekog proizvoda može varirati u zavisnosti od njegove pozicioniranost i percepciju koju potrošač ima u odnosu na nju.)
MATCH@E:(Even when the product has all the characteristics the customers expect, it is necessary that data on customer preferences be collected, in order that the product should be positioned on the market as favourably as possible, since, in any case, the price sensitivity of a product may vary in dependance of its positioning and the perception the customer has of it.===>Čak i kada proizvod sadrži sve karakteristike koje od njega očekuju kupci, važno je prikupiti podatke o potrošačkim preferencama, kako bi se proizvod što bolje pozicionirao na tržištu, jer ipak, cenovna osetljivost nekog proizvoda može varirati u zavisnosti od njegove pozicioniranost i percepciju koju potrošač ima u odnosu na nju.)
MATCH@M:(The paper presents a review of four pricing research methods.===>U radu je dat pregled četiri metode za cenovna istraživanja.)
MATCH@E:(The paper presents a review of four pricing research methods.===>U radu je dat pregled četiri metode za cenovna istraživanja.)
MATCH@M:(The comparison of these methods is conducted on the basis of their capabilities to yield data on customer preferences and the price sensitivity required to form a full insight into individual demand.===>Poređenje ovih metoda izvršeno je na osnovu njihove sposobnosti da obezbede podatke o potrošačkim preferencama kao i cenovnoj osetljivosti koja je potrebna da bi se formirala potpuna slika individualne tražnje.)
MATCH@E:(The comparison of these methods is conducted on the basis of their capabilities to yield data on customer preferences and the price sensitivity required to form a full insight into individual demand.===>Poređenje ovih metoda izvršeno je na osnovu njihove sposobnosti da obezbede podatke o potrošačkim preferencama kao i cenovnoj osetljivosti koja je potrebna da bi se formirala potpuna slika individualne tražnje.)
MATCH@M:(Here, the traditional conjoint analysis and the choice based conjoint analysis have proved to be the best methods for an early market research of new products, since they include all the essential data on customer prefarences.===>U tom smislu tradicionalna conjoint analiza i conjoint analiza bazirana na izboru su se pokazale kao najbolje metode za rano istraživanje tržišta novih proizvoda jer obuhvataju sve bitne podatake o potrošačkim preferencijama.)
MATCH@E:(Here, the traditional conjoint analysis and the choice based conjoint analysis have proved to be the best methods for an early market research of new products, since they include all the essential data on customer prefarences.===>U tom smislu tradicionalna conjoint analiza i conjoint analiza bazirana na izboru su se pokazale kao najbolje metode za rano istraživanje tržišta novih proizvoda jer obuhvataju sve bitne podatake o potrošačkim preferencijama.)
MATCH@M:(This article discusses the issue of strategic planning support within local communities.===>U prilogu se obrađuje problem podrške strateškog planiranja u lokalnoj zajednici.)
MATCH@E:(September 2008, Belgrade, Serbia This article discusses the issue of strategic planning support within local communities.===>Septembar 2008, Beograd, Srbija U prilogu se obrađuje problem podrške strateškog planiranja u lokalnoj zajednici.)
MATCH@M:(The preparation and implementation of a strategy is a task that demands a high level of motivation and knowledge from all the participants.===>Priprema i implementacija strategije je zadatak koji iziskuje visok stepen motivisanosti i znanja svih učesnika.)
MATCH@E:(The preparation and implementation of a strategy is a task that demands a high level of motivation and knowledge from all the participants.===>Priprema i implementacija strategije je zadatak koji iziskuje visok stepen motivisanosti i znanja svih učesnika.)
MATCH@M:(An environment for transmitting theoretical knowledge and exchanging experience, or some sort of development advisory center, must be provided.===>Potrebno je zasnovati okolinu za prenos teoretskih znanja i razmenu iskustava, svojevrstan razvojno-savetodavni centar.)
MATCH@E:(An environment for transmitting theoretical knowledge and exchanging experience, or some sort of development advisory center, must be provided.===>Potrebno je zasnovati okolinu za prenos teoretskih znanja i razmenu iskustava, svojevrstan razvojno-savetodavni centar.)
MATCH@M:(This kind of a center requires appropriate IT-support in order to function properly.===>Uslov za rad takvog centra je odgovarajuća informaciona podrška.)
MATCH@E:(This kind of a center requires appropriate IT-support in order to function properly.===>Uslov za rad takvog centra je odgovarajuća informaciona podrška.)
MATCH@M:(The issue must therefore be resolved at both the organizational level and the IT level.===>Iz tog razloga problem treba rešavati na dva nivoa, organizacionom i informacionom.)
MATCH@E:(The issue must therefore be resolved at both the organizational level and the IT level.===>Iz tog razloga problem treba rešavati na dva nivoa, organizacionom i informacionom.)
MATCH@M:(The article thus suggests a comprehensive multi-level resolution of the issue and gives a detailed view of the IT support model that has been developed at the Faculty of Administration.===>U prilogu stoga predlažemo celovito rešenje problema u više nivoa i detaljnije predstavljamo model informacione podrške koji smo razvili na Fakultetu za upravu.)
MATCH@E:(The article thus suggests a comprehensive multi-level resolution of the issue and gives a detailed view of the IT support model that has been developed at the Faculty of Administration.===>U prilogu stoga predlažemo celovito rešenje problema u više nivoa i detaljnije predstavljamo model informacione podrške koji smo razvili na Fakultetu za upravu.)
MATCH@M:(This model comprises the budget indicator information and selection, as well as a software application that uses a fuzzy aggregation tree to establish an indicator structure and calculate and display the results.===>Model obuhvata podatke i skup proračunskih indikatora, kao i programsko rešenje u kojem je implementirano fuzzy agregaciono drvo za uspostavljanje strukture indikatora i izračun, kao i prikaz rezultata.)
MATCH@E:(This model comprises the budget indicator information and selection, as well as a software application that uses a fuzzy aggregation tree to establish an indicator structure and calculate and display the results.===>Model obuhvata podatke i skup proračunskih indikatora, kao i programsko rešenje u kojem je implementirano fuzzy agregaciono drvo za uspostavljanje strukture indikatora i izračun, kao i prikaz rezultata.)
MATCH@M:(The article concludes with a discussion on the experience gained in two case studies in which this software is used, that are currently underway in two local communities in Slovenia.===>Prilog zaključujemo predstavljanjem iskustava stečenih na studijama primera primene rešenja u dve slovenačke lokalne zajednice.)
MATCH@E:(The article concludes with a discussion on the experience gained in two case studies in which this software is used, that are currently underway in two local communities in Slovenia.===>Prilog zaključujemo predstavljanjem iskustava stečenih na studijama primera primene rešenja u dve slovenačke lokalne zajednice.)
MATCH@M:(The strategic planning approaches and models require that the planning methods be implemented jointly.===>Metode planiranja se udružuju u pristupima i modelima strateškog planiranja.)
MATCH@E:(The strategic planning approaches and models require that the planning methods be implemented jointly.===>Metode planiranja se udružuju u pristupima i modelima strateškog planiranja.)
MATCH@M:(The strategy formulation process starts with the assessment of current results, the analysis of the organizational current efficiency and ends with evaluation and control (Figure 1: Strategy formulation and implementation).===>Proces utvrđivanja strategije započinje oce-nom trenutnih rezultata, analizom trenutne uspešnosti organizacije i zaključuje se vrednovanjem i nadzorom (Slika 1: Proces utvrđivanja i ostvarivanja strategija).)
MATCH@E:(The strategy formulation process starts with the assessment of current results, the analysis of the organizational current efficiency and ends with evaluation and control (Figure 1: Strategy formulation and implementation).===>Proces utvrđivanja strategije započinje ocenom trenutnih rezultata, analizom trenutne uspešnosti organizacije i zaključuje se vrednovanjem i nadzorom (Slika 1: ~~~ Proces utvrđivanja i ostvarivanja strategija).)
MATCH@M:(A thorough insight into the strategic planning structure is based on the balanced scorecard implementation [10], where the structure development goes from mission, to basic values, to personal goals, while the performance measurement goes from an individual in the organizational hierarchy to the final results the organization achieved as a whole.===>Dobar uvid u strukturu strateškog planiranja zasniva se na primeni sistema uravnoteženih indikatora [10], gde razvoj strukture teče od misije preko osnovnih vredno-sti do ličnih ciljeva, a merenje rezultata od pojedinca po organizacionoj hierarhiji do konačnih rezultata organizacije kao celine.)
MATCH@E:(A thorough insight into the strategic planning structure is based on the balanced scorecard implementation Š10Ë, where the structure development goes from mission, to basic values, to personal goals, while the performance measurement goes from an individual in the organizational hierarchy to the final results the organization achieved as a whole.===>Dobar uvid u strukturu strateškog planiranja zasniva se na primeni sistema uravnoteženih indikatora Š10Ë, gde razvoj strukture teče od misije preko osnovnih vrednosti do ličnih ciljeva, a merenje rezultata od pojedinca po organizacionoj hierarhiji do konačnih rezultata organizacije kao celine.)
MATCH@M:(Strategy development calls for a fully managerial approach, where as many as possible participants should be included.===>Priprema strategije zahteva celovit menadžerski pristup, učešće što većeg broja učesnika.)
MATCH@E:(Strategy development calls for a fully managerial approach, where as many as possible participants should be included.===>Priprema strategije zahteva celovit menadžerski pristup, učešće što većeg broja učesnika.)
MATCH@M:(The task is a complex one and the organizations, and especially top management, do their best to develop and implement the strategy.===>Zadatak je složen i organizacije, a naročito top menadžment, u pripremu i ostvarivanje strategija ulažu veliki trud.)
MATCH@E:(The task is a complex one and the organizations, and especially top management, do their best to develop and implement the strategy.===>Zadatak je složen i organizacije, a naročito top menadžment, u pripremu i ostvarivanje strategija ulažu veliki trud.)
MATCH@M:(In the local community, which has to observe the interests of numerous members, these being of various kinds and priorities, the task is even more complex.===>U sredini lokalne zajednice koja mora da prati interese brojnih učesnika s brojnim različitim interesima i prioritetima, zadatak je utoliko složeniji.)
MATCH@E:(In the local community, which has to observe the interests of numerous members, these being of various kinds and priorities, the task is even more complex.===>U sredini lokalne zajednice koja mora da prati interese brojnih učesnika s brojnim različitim interesima i prioritetima, zadatak je utoliko složeniji.)
MATCH@M:(It is in this way that we can achieve comparability and ensure that the results of more local communities be consolidated into collective results (for the regions and on the state level).===>Na ovaj način postiči čemo komparativnost i omogućiti udruživanje rezultata više lokalnih zajednica u zajedičke rezultate (po re-gionima i na nivou države).)
MATCH@E:(It is in this way that we can achieve comparability and ensure that the results of more local communities be consolidated into collective results (for the regions and on the state level).===>Na ovaj način postiči čemo komparativnost i omogućiti udruživanje rezultata više lokalnih zajednica u zajedičke rezultate (po regionima i na nivou države). ocena trenutnih rezultata poslovanja ispitivanje i ocena: misije, ciljeva, strategija i politika pregled i ocena interne okoline: struktura, kultura, izvori revizija upravljanja: uprava, top menadžment pregled i ocena spoljašnje okoline: socijalna, radna analiza notranjih dejavnikov: prednosti slabosti izbor strateških faktora (SWOT) u svetlu trenutne situacije analiza spoljašnjih èinilaca: prilike, pretnje revizija misije i ciljeva izbor i vrednovanje strateških alternativa izbor i preporuka najbolje alternative ostvarivanje strategija: programi, proraèuni, postupci vrednovanje i kontrola Slika 1:)
BAD_LINE_=============================================================
BAD_LINE_M:It is in this way that we can achieve comparability and ensure that the results of more local communities be consolidated into collective results (for the regions and on the state level).
BAD_LINE_M:Na ovaj način postiči čemo komparativnost i omogućiti udruživanje rezultata više lokalnih zajednica u zajedičke rezultate (po re-gionima i na nivou države).
BAD_LINE_E:It is in this way that we can achieve comparability and ensure that the results of more local communities be consolidated into collective results (for the regions and on the state level).
BAD_LINE_E:Na ovaj način postiči čemo komparativnost i omogućiti udruživanje rezultata više lokalnih zajednica u zajedičke rezultate (po regionima i na nivou države). ocena trenutnih rezultata poslovanja ispitivanje i ocena: misije, ciljeva, strategija i politika pregled i ocena interne okoline: struktura, kultura, izvori revizija upravljanja: uprava, top menadžment pregled i ocena spoljašnje okoline: socijalna, radna analiza notranjih dejavnikov: prednosti slabosti izbor strateških faktora (SWOT) u svetlu trenutne situacije analiza spoljašnjih èinilaca: prilike, pretnje revizija misije i ciljeva izbor i vrednovanje strateških alternativa izbor i preporuka najbolje alternative ostvarivanje strategija: programi, proraèuni, postupci vrednovanje i kontrola Slika 1:
MATCH@M:(The core of each strategic approach is a qualitative planning and monitoring of the results.===>Jezgro svakog strategijskog pristupa je kvalitativno planiranje i praćenje rezultata.)
MATCH@E:(The core of each strategic approach is a qualitative planning and monitoring of the results.===>Proces utvrđivanja i ostvarivanja strategija Š20Ë Jezgro svakog strategijskog pristupa je kvalitativno planiranje i praćenje rezultata.)
BAD_LINE_=============================================================
BAD_LINE_M:The core of each strategic approach is a qualitative planning and monitoring of the results.
BAD_LINE_M:Jezgro svakog strategijskog pristupa je kvalitativno planiranje i praćenje rezultata.
BAD_LINE_E:The core of each strategic approach is a qualitative planning and monitoring of the results.
BAD_LINE_E:Proces utvrđivanja i ostvarivanja strategija Š20Ë Jezgro svakog strategijskog pristupa je kvalitativno planiranje i praćenje rezultata.
MATCH@M:(It is necessary that a system of indicators be established to represent the objectives we set and to report on how successfully these objectives are being achieved.===>Potrebno je da uspostavimo sistem indikatora koji će predstavljati postavljene ciljeve i tekuće iskazivati uspešnost dostizanja postavljenih ciljeva.)
MATCH@E:(It is necessary that a system of indicators be established to represent the objectives we set and to report on how successfully these objectives are being achieved.===>Potrebno je da uspostavimo sistem indikatora koji će predstavljati postavljene ciljeve i tekuće iskazivati uspešnost dostizanja postavljenih ciljeva.)
MATCH@M:(An integral insight into how the local community functions brings forth a large number of all types of goals measured by an equally large number of various indicators which can be made clearer to local communities only with the aid of IT support.===>Celovito utvrđivanje funkcionisanja lokalne zajednice donosi brojne različite ciljeve merene brojnim različitim indikatorima koje lokalnim zajednicama možemo da približimo samo uz pomoć informaci-one podrške.)
MATCH@E:(An integral insight into how the local community functions brings forth a large number of all types of goals measured by an equally large number of various indicators which can be made clearer to local communities only with the aid of IT support.===>Celovito utvrđivanje funkcionisanja lokalne zajednice donosi brojne različite ciljeve merene brojnim različitim indikatorima koje lokalnim zajednicama možemo da približimo samo uz pomoć informacione podrške.)
MATCH@M:(The problem will be dealt with in the following chapter, on both levels.===>Problem će u narednom poglavlju biti obrađen na oba nivoa.)
MATCH@E:(The problem will be dealt with in the following chapter, on both levels.===>Problem će u narednom poglavlju biti obrađen na oba nivoa.)
MATCH@M:(First, we present an analysis of certain examples of indicator models on the basis of which we will be able to set up a framework for a system solution to provide the set of indicators for local communities.===>Prvo predstavljamo analizu određenih primera modela pokazatelja na osnovu kojih čemo moći da postavimo okvir sistemskog rešenja za obezbeđivanje skupa indikatora za lokalne zajednice.)
MATCH@E:(First, we present an analysis of certain examples of indicator models on the basis of which we will be able to set up a framework for a system solution to provide the set of indicators for local communities.===>Prvo predstavljamo analizu određenih primera modela pokazatelja na osnovu kojih čemo moći da postavimo okvir sistemskog rešenja za obezbeđivanje skupa indikatora za lokalne zajednice.)
MATCH@M:(The local community indicators are rather fragmentary at the points of their origin, the goals of various subjects in local communities may vary considerably.===>Indikatori lokalne zajednice su na mestima nastanka prilično usitnjeni, ciljevi različitih subjekata u lokalnim zajednicama mogu da budu veoma različiti.)
MATCH@E:(The local community indicators are rather fragmentary at the points of their origin, the goals of various subjects in local communities may vary considerably.===>Indikatori lokalne zajednice su na mestima nastanka prilično usitnjeni, ciljevi različitih subjekata u lokalnim zajednicama mogu da budu veoma različiti.)
MATCH@M:(In order to understand and resolve the problems of indicator structuring we, therefore, need an adequate methodological approach.===>Stoga nam je radi razume-vanja i uspešnog rešavanja problematike strukturiranja indikatora potreban odgovarajući metodološki pristup.)
MATCH@E:(In order to understand and resolve the problems of indicator structuring we, therefore, need an adequate methodological approach.===>Stoga nam je radi razumevanja i uspešnog rešavanja problematike strukturiranja indikatora potreban odgovarajući metodološki pristup.)
MATCH@M:(For that purpose we have chosen a successful example of indicator modelling by using a balenced scorecard.===>U tu svrhu odabrali smo uspešan primer modeliranja indikatora pomoću sistema uravnoteženih indikatora.)
MATCH@E:(For that purpose we have chosen a successful example of indicator modelling by using a balenced scorecard.===>U tu svrhu odabrali smo uspešan primer modeliranja indikatora pomoću sistema uravnoteženih indikatora.)
MATCH@M:(We conclude the chapter with a short presentation of the approach to aggregation of hierarchically structured values of indicators.===>Poglavje zaključujemo sa kratkom prezentacijom pristupa agregaciji hijerarhijski strukturiranih vrednosti indikatora.)
MATCH@E:(We conclude the chapter with a short presentation of the approach to aggregation of hierarchically structured values of indicators.===>Poglavje zaključujemo sa kratkom prezentacijom pristupa agregaciji hijerarhijski strukturiranih vrednosti indikatora.)
MATCH@M:(The third chapter is devoted to the discussion of the solutions to problems and the presentation of the logistic IT solution.===>Treće poglavje je namenjeno razmatranju rešenja problema i prezentaciji logističkog informacio-nog rešenja.)
MATCH@E:(The third chapter is devoted to the discussion of the solutions to problems and the presentation of the logistic IT solution.===>Treće poglavje je namenjeno razmatranju rešenja problema i prezentaciji logističkog informacionog rešenja.)
MATCH@M:(We conclude the paper with a discussion on the problems emerging in the field of establishing a system for measuring the local communities performance and the preliminary findings of case studies that were being conducted at the time this paper was prepared.===>Prilog završavamo sa raspravom o problematici uspostavljanja sistema za merenje uspešnosti lokalnih zajednica i preliminarnim rezultatima studija primera koji se odvijaju upravo u vreme pripremanja prisutnog priloga.)
MATCH@E:(We conclude the paper with a discussion on the problems emerging in the field of establishing a system for measuring the local communities performance and the preliminary findings of case studies that were being conducted at the time this paper was prepared.===>Prilog završavamo sa raspravom o problematici uspostavljanja sistema za merenje uspešnosti lokalnih zajednica i preliminarnim rezultatima studija primera koji se odvijaju upravo u vreme pripremanja prisutnog priloga.)
MATCH@M:(In searching for the solution to the problem we conducted an analysis of certain indicator models, tested the method of the balanced scorecard implementation in the local communities and built a model for the indicator hy-erarchical structure aggregation.===>U traženju rešenja problema izvršili smo analizu određenih modela indikatora, proverili način primene sistema uravnoteženih indikatora u lokalnim zajednicama i izgradili model za agregaciju hijerarhijske strukture indikatora.)
MATCH@E:(Locaj communities performance measuring methods In searching for the solution to the problem we conducted an analysis of certain indicator models, tested the method of the balanced scorecard implementation in the local communities and built a model for the indicator hyerarchical structure aggregation.===>Metode ocenjivanja rezultata lokalne zajednice U traženju rešenja problema izvršili smo analizu određenih modela indikatora, proverili način primene sistema uravnoteženih indikatora u lokalnim zajednicama i izgradili model za agregaciju hijerarhijske strukture indikatora.)
MATCH@M:(In so doing, we provided the necessary elements for creating the solution model which is the basis for building a system for results evaluation system and the comparison between the local communities.===>Na taj način smo pripremili potrebne elemente za oblikovanje modela rešenja, koji čini osnovu za izgradnju sistema za ocenjivanje rezultata i međusebojno upoređivanje lokalnih zajednica.)
MATCH@E:(In so doing, we provided the necessary elements for creating the solution model which is the basis for building a system for results evaluation system and the comparison between the local communities.===>Na taj način smo pripremili potrebne elemente za oblikovanje modela rešenja, koji čini osnovu za izgradnju sistema za ocenjivanje rezultata i međusebojno upoređivanje lokalnih zajednica.)
MATCH@M:(Our starting point in analysing the problem is a number of examples of indicators which will further prove to be a basis for contemplations on an adequate approach to measuring and evaluation of the municipality, or the local community performance.===>Kao polazni osnov za razmatranje problema navodimo nekoliko primera indikatora koji u nastavku čine i osnovu za razmišljanje o odgovarajućem pristupu me-renju i vrednovanju rezultata opštine, odnosno lokalne zajednice.)
MATCH@E:(Examples of indicators for local community performance evaluation Our starting point in analysing the problem is a number of examples of indicators which will further prove to be a basis for contemplations on an adequate approach to measuring and evaluation of the municipality, or the local community performance.===>Primeri indikatora ocenjivanja rezultata lokalne zajednice Kao polazni osnov za razmatranje problema navodimo nekoliko primera indikatora koji u nastavku čine i osnovu za razmišljanje o odgovarajućem pristupu merenju i vrednovanju rezultata opštine, odnosno lokalne zajednice.)
MATCH@M:(Table 1: Development threats index calculation indicators [17]===>Tabela 1: Indikatori za obračun indeksa razvojne ugroženosti [17])
MATCH@E:(Table 1: Development threats index calculation indicators Š17Ë 1.===>Tabela 1: ~~~ Indikatori za obračun indeksa razvojne ugroženosti Š17Ë 1.)
MATCH@M:(Certain indicators are only occasionally measured, therefore they are less adequate in monitoring the dynamics of local communities development.===>Određeni indikatori mere se samo povremeno, pa je zbog toga za praćenje dinamike razvoja lokalnih zajednica manje podesan.)
MATCH@E:(Certain indicators are only occasionally measured, therefore they are less adequate in monitoring the dynamics of local communities development.===>Određeni indikatori mere se samo povremeno, pa je zbog toga za praćenje dinamike razvoja lokalnih zajednica manje podesan.)
MATCH@M:(The data sources are the databases of the Statistical Institute of the Republic of Slovenia which, unfortunately, do not allow for creating a single chart with arbitrary data, but rather the indicators have to be integrated into the chart by hand.===>Izvor podataka čine baze Statističkog ureda Republike Slovenije, koji nažalost ne omogućavaju formiranje jedinstvene tabele sa proizvoljnim podacima, već se udruživanje indikatora u jedinstvenu tabelu mora izvršiti ručno.)
MATCH@E:(The data sources are the databases of the Statistical Institute of the Republic of Slovenia which, unfortunately, do not allow for creating a single chart with arbitrary data, but rather the indicators have to be integrated into the chart by hand.===>Izvor podataka čine baze Statističkog ureda Republike Slovenije, koji nažalost ne omogućavaju formiranje jedinstvene tabele sa proizvoljnim podacima, već se udruživanje indikatora u jedinstvenu tabelu mora izvršiti ručno.)
MATCH@M:(Besides, the data on the GNP per inhabitant and the number of years of education for the population are available only on the statistical region level.===>Pored toga su podaci za BDP po stanovniku i broj godina školovanja stanovništva na raspolaganju samo na nivou statističkog regiona.)
MATCH@E:(Besides, the data on the GNP per inhabitant and the number of years of education for the population are available only on the statistical region level.===>Pored toga su podaci za BDP po stanovniku i broj godina školovanja stanovništva na raspolaganju samo na nivou statističkog regiona.)
MATCH@M:(The data processing algorythms are defined, however, there are no tools to perform the data calculation.===>Algoritmi za obradu podataka su definisani, međutim, nema alata koji bi omogućavao obračun rezultata.)
MATCH@E:(The data processing algorythms are defined, however, there are no tools to perform the data calculation.===>Algoritmi za obradu podataka su definisani, međutim, nema alata koji bi omogućavao obračun rezultata.)
MATCH@M:(The algo-rhythms are not included into the context of the problem as a whole, the possible cause-effect relation of the given indicators with other findings is not defined.===>Indikatori nisu uključeni u kontekst celovite problematike, nije definisana eventualno uzročno posledična povezanost navedenih indikatora sa drugim rezultatima.)
MATCH@E:(The algorhythms are not included into the context of the problem as a whole, the possible cause-effect relation of the given indicators with other findings is not defined.===>Indikatori nisu uključeni u kontekst celovite problematike, nije definisana eventualno uzročno posledična povezanost navedenih indikatora sa drugim rezultatima.)
MATCH@M:(As regards its basic purpose (classification of municipalities and regions in order to determine the share of investment projects co-financing) it would be interesting to see how the value of individual indicators affect the orientation of investing and the selection of projects to be co-financed.===>S obzirom na osnovnu namenu (razvrstavanje opština i regiona sa namerom određivanja udela sufinansiranja investicionih projekata) bilo bi zanimljivo videti kako vrednost pojedinačnih indikatora utiče na usmeravanje investicione delatnosti i izbor projekata za sufinansiranje.)
MATCH@E:(As regards its basic purpose (classification of municipalities and regions in order to determine the share of investment projects co-financing) it would be interesting to see how the value of individual indicators affect the orientation of investing and the selection of projects to be co-financed.===>S obzirom na osnovnu namenu (razvrstavanje opština i regiona sa namerom određivanja udela sufinansiranja investicionih projekata) bilo bi zanimljivo videti kako vrednost pojedinačnih indikatora utiče na usmeravanje investicione delatnosti i izbor projekata za sufinansiranje.)
MATCH@M:(The set of indicators is the result of the project named The Number of Tools for Defining and Monitoring the Regional Development Policy [11] and stems from a broader set of indicators used in evaluation of the sustainability of the regions.===>Skup indikatora je rezultat projekta Razvoj alata za utvrđivanje i praćenje politike regionalnog razvoja [11] i proizlazi iz šireg skupa indikatora za ocenu samoodr-živosti regiona.)
MATCH@E:(The set of indicators is the result of the project named The Number of Tools for Defining and Monitoring the Regional Development Policy Š11Ë and stems from a broader set of indicators used in evaluation of the sustainability of the regions.===>Skup indikatora je rezultat projekta Razvoj alata za utvrđivanje i praćenje politike regionalnog razvoja Š11Ë i proizlazi iz šireg skupa indikatora za ocenu samoodrživosti regiona.)
MATCH@M:(The Development potential scale of the Slovenian municipalities stems from the models developed by the Institute of Robert Hugging Associates on which the World knowledge scale of regions [9] and the European competitiveness scale of regions are based [8].===>Lestvica Razvojnoga potencijala slovenačkih opština proizlazi iz modela Instituta Robert Huggins Associates, na kojima se zasnivaju Svetska lestvica regiona u odnosu na znanja [9] i Evropska lestvica konkurentnosti regiona [8].)
MATCH@E:(The Development potential scale of the Slovenian municipalities stems from the models developed by the Institute of Robert Hugging Associates on which the World knowledge scale of regions Š9Ë and the European competitiveness scale of regions are based Š8Ë.===>Lestvica Razvojnoga potencijala slovenačkih opština proizlazi iz modela Instituta Robert Huggins Associates, na kojima se zasnivaju Svetska lestvica regiona u odnosu na znanja Š9Ë i Evropska lestvica konkurentnosti regiona Š8Ë.)
MATCH@M:(In making a choice of indicators, the data availability and the excellence model principles were employed.===>Kod izbora indikatora uzeti su u obzir i pristupačnost podacima i principi modela izvrsnosti.)
MATCH@E:(In making a choice of indicators, the data availability and the excellence model principles were employed.===>Kod izbora indikatora uzeti su u obzir i pristupačnost podacima i principi modela izvrsnosti. ~~~ Tabela 2:)
MATCH@M:(In its contents the model is rather similar to the developmental threat index; the indicators measure similar properties; however, in the former case the focus is on observing the threatened local communities, while in the latter, it is on observing the local communities with the strongest developmental potential.===>Model po sadržini veoma liči na indeks razvojne ugroženosti, indikatori mere slična svojstva, s tim što je u prvom slučaju akcenat na posmatranju ugroženih lokalnih zajednica, a u drugom na posmatranju lokalnih zajednica sa najvećim razvojnim potencijalom.)
MATCH@E:(In its contents the model is rather similar to the developmental threat index; the indicators measure similar properties; however, in the former case the focus is on observing the threatened local communities, while in the latter, it is on observing the local communities with the strongest developmental potential.===>Sastav indeksa razvojnog potencijala slovenačkih opština Š13Ë EKONOMSKI INDIKATORI Indikatori, odnosno grupe indikatora Infrastruktura (ukupno bodova) Novi stanovi u m2/1000 Privredna uspešnost (ukupno bodova) Porez na dohodak građana Bruto promet preduzeća/stanovn.)
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BAD_LINE_M:In its contents the model is rather similar to the developmental threat index; the indicators measure similar properties; however, in the former case the focus is on observing the threatened local communities, while in the latter, it is on observing the local communities with the strongest developmental potential.
BAD_LINE_M:Model po sadržini veoma liči na indeks razvojne ugroženosti, indikatori mere slična svojstva, s tim što je u prvom slučaju akcenat na posmatranju ugroženih lokalnih zajednica, a u drugom na posmatranju lokalnih zajednica sa najvećim razvojnim potencijalom.
BAD_LINE_E:In its contents the model is rather similar to the developmental threat index; the indicators measure similar properties; however, in the former case the focus is on observing the threatened local communities, while in the latter, it is on observing the local communities with the strongest developmental potential.
BAD_LINE_E:Sastav indeksa razvojnog potencijala slovenačkih opština Š13Ë EKONOMSKI INDIKATORI Indikatori, odnosno grupe indikatora Infrastruktura (ukupno bodova) Novi stanovi u m2/1000 Privredna uspešnost (ukupno bodova) Porez na dohodak građana Bruto promet preduzeća/stanovn.
MATCH@M:(Contrary to the developmental threat index, all indicators are measurable on the municipality level.===>Za razliku od indeksa razvojne ugroženosti svi indikatori su mer-ljivi na nivou opštine.)
MATCH@E:(Contrary to the developmental threat index, all indicators are measurable on the municipality level.===>Broj venčanja/1000 Odnos venčanja/razvodi Obrazovanje (ukupno bodova) Broj đaka/1000 stanovn.)
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BAD_LINE_M:Contrary to the developmental threat index, all indicators are measurable on the municipality level.
BAD_LINE_M:Za razliku od indeksa razvojne ugroženosti svi indikatori su mer-ljivi na nivou opštine.
BAD_LINE_E:Contrary to the developmental threat index, all indicators are measurable on the municipality level.
BAD_LINE_E:Broj venčanja/1000 Odnos venčanja/razvodi Obrazovanje (ukupno bodova) Broj đaka/1000 stanovn.
MATCH@M:(Our intention was not to provide a detailed analysis of individual indicator examples, hence we compared the findings in general terms and found that a number of municipalities are classified in a similar way, according to both indicators, however, there are numerous examples where these models yield practically adverse results.===>Pošto naša namera nije bila detaljna analiza pojedinačnih primera indikatora, uradili smo samo okvirno poređivanje rezultata i ustanovili da se doduše, deo opština prema oba indikatora slično razvrstava, međutim mogu se naći brojni primeri kod kojih modeli daju praktično suprotne rezultate.)
MATCH@E:(Our intention was not to provide a detailed analysis of individual indicator examples, hence we compared the findings in general terms and found that a number of municipalities are classified in a similar way, according to both indicators, however, there are numerous examples where these models yield practically adverse results.===>5 bodova u odnosu na zbir svih rangova uzima se u obzir po gornjem obračunu Model po sadržini veoma liči na indeks razvojne ugroženosti, indikatori mere slična svojstva, s tim što je u prvom slučaju akcenat na posmatranju ugroženih lokalnih zajednica, a u drugom na posmatranju lokalnih zajednica sa najvećim razvojnim potencijalom.)
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BAD_LINE_M:Our intention was not to provide a detailed analysis of individual indicator examples, hence we compared the findings in general terms and found that a number of municipalities are classified in a similar way, according to both indicators, however, there are numerous examples where these models yield practically adverse results.
BAD_LINE_M:Pošto naša namera nije bila detaljna analiza pojedinačnih primera indikatora, uradili smo samo okvirno poređivanje rezultata i ustanovili da se doduše, deo opština prema oba indikatora slično razvrstava, međutim mogu se naći brojni primeri kod kojih modeli daju praktično suprotne rezultate.
BAD_LINE_E:Our intention was not to provide a detailed analysis of individual indicator examples, hence we compared the findings in general terms and found that a number of municipalities are classified in a similar way, according to both indicators, however, there are numerous examples where these models yield practically adverse results.
BAD_LINE_E:5 bodova u odnosu na zbir svih rangova uzima se u obzir po gornjem obračunu Model po sadržini veoma liči na indeks razvojne ugroženosti, indikatori mere slična svojstva, s tim što je u prvom slučaju akcenat na posmatranju ugroženih lokalnih zajednica, a u drugom na posmatranju lokalnih zajednica sa najvećim razvojnim potencijalom.
MATCH@M:(At the Faculty of Administration we have developed a model of financial indicators for each municipality and implemented it in the system presented on the web-site and thus available to all the interested users.===>Na Fakultetu za upravu razvili smo model finansijskih indikatora po opštinama i ostvarili ga u sistemu, koji je objavljen na veb stranici i na taj način dostupen svim zainteresovanim korisnicima.)
MATCH@E:(At the Faculty of Administration we have developed a model of financial indicators for each municipality and implemented it in the system presented on the web-site and thus available to all the interested users.===>Na Fakultetu za upravu razvili smo model finansijskih indikatora po opštinama i ostvarili ga u sistemu, koji je objavljen na veb stranici i na taj način dostupen svim zainteresovanim korisnicima.)
MATCH@M:(The model includes five aggregate indicators computed from the basic data for calculation.===>Model obuhvata pet zbirnih indikatora, koji se izračunavaju iz osnovih proračunskih podataka.)
MATCH@E:(The model includes five aggregate indicators computed from the basic data for calculation.===>Model obuhvata pet zbirnih indikatora, koji se izračunavaju iz osnovih proračunskih podataka.)
MATCH@M:(The system has a database which is annually updated from the data provided by the Statistical Institute of the Republic of Slovenia as well as a program module for data calculation and transfer to the users’ computers (Figure 2).===>Sistem obuhvata bazu podataka koja se godišnje puni iz podataka Statističkog ureda Republike Slovenije i programski modul za obračun i prenos podataka na računare korisnika (Slika 2).)
MATCH@E:(The system has a database which is annually updated from the data provided by the Statistical Institute of the Republic of Slovenia as well as a program module for data calculation and transfer to the users computers (Figure 2).===>Sistem obuhvata bazu podataka koja se godišnje puni iz podataka Statističkog ureda Republike Slovenije i programski modul za obračun i prenos podataka na računare korisnika (Slika 2).)
MATCH@M:(It offers the full IT support for the provision and implementation of indicators, the necessary data and aggregation mechanisms for computing aggregate indicators.===>On sadrži celokupnu informacionu podršku za pripremu i upotrebu indikatora, potrebne podatke i agregacione mehanizme za obračune zbirnih indikatora.)
MATCH@E:(It offers the full IT support for the provision and implementation of indicators, the necessary data and aggregation mechanisms for computing aggregate indicators.===>On sadrži celokupnu informacionu podršku za pripremu i upotrebu indikatora, potrebne podatke i agregacione mehanizme za obračune zbirnih indikatora.)
MATCH@M:(The solution does not allow for the set of indicators to be extended, nor does it allow for data aggregation in any other ways, however, each user can manage processing of this kind using the table processing program.===>Rešenje ne pruža mogućnost za širenje skupa indikatora, kao ni za udruživanje podataka na druge načine, međutim, obrade ove vrste svaki korisnik može da za sebe pripremi uz pomoć programa za obradu tabele.)
MATCH@E:(The solution does not allow for the set of indicators to be extended, nor does it allow for data aggregation in any other ways, however, each user can manage processing of this kind using the table processing program.===>Rešenje ne pruža mogućnost za širenje skupa indikatora, kao ni za udruživanje podataka na druge načine, međutim, obrade ove vrste svaki korisnik može da za sebe pripremi uz pomoć programa za obradu tabele. tata.)
MATCH@M:(A similar approach can be perceived in the single set of 198 national indicators which make up the framework for measuring the performance of local authorities and local partnerships in the United Knigdom [15].===>Sličan pristup može se primetiti kod jedinstvenog skupa od 198 nacionalnih indikatora, koji čine okvir mere-nja rezultata lokalnih vlasti i lokalnih partnerstava u Udruženem kraljevstvu [15].)
MATCH@E:(A similar approach can be perceived in the single set of 198 national indicators which make up the framework for measuring the performance of local authorities and local partnerships in the United Knigdom Š15Ë.===>Upravni sistem teritorijalnih zajednica, na večini područja delatnosti, razvoj i ostvarivanje rezultata omogućava / onemogućava, podržava / ometa, podstiće / koči.)
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BAD_LINE_M:A similar approach can be perceived in the single set of 198 national indicators which make up the framework for measuring the performance of local authorities and local partnerships in the United Knigdom [15].
BAD_LINE_M:Sličan pristup može se primetiti kod jedinstvenog skupa od 198 nacionalnih indikatora, koji čine okvir mere-nja rezultata lokalnih vlasti i lokalnih partnerstava u Udruženem kraljevstvu [15].
BAD_LINE_E:A similar approach can be perceived in the single set of 198 national indicators which make up the framework for measuring the performance of local authorities and local partnerships in the United Knigdom Š15Ë.
BAD_LINE_E:Upravni sistem teritorijalnih zajednica, na večini područja delatnosti, razvoj i ostvarivanje rezultata omogućava / onemogućava, podržava / ometa, podstiće / koči.
MATCH@M:(Here we deal with a planned approach to building a consistent system of indicators, however, not even these numerous indicators can cover the overall activities of local communities, but only the portion directly controlled by the government.===>Ovde se susrećemo sa planiranim pristupom izgradnji konzistetnog sistema indikatora, ali ni ti brojni indikatori ne pokrivaju celokup-no delovanje lokalnih zajednica, več samo deo koji je pod neposrednim nadzorom vlade.)
MATCH@E:(Here we deal with a planned approach to building a consistent system of indicators, however, not even these numerous indicators can cover the overall activities of local communities, but only the portion directly controlled by the government.===>S druge strane se merljive promene na konačnim rezultatima često iskazuju tek nakon određenog vremena i u momentu kada registrujemo teškoće, obićno bude već kasno za efikasno preduzimanje mera.)
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BAD_LINE_M:Here we deal with a planned approach to building a consistent system of indicators, however, not even these numerous indicators can cover the overall activities of local communities, but only the portion directly controlled by the government.
BAD_LINE_M:Ovde se susrećemo sa planiranim pristupom izgradnji konzistetnog sistema indikatora, ali ni ti brojni indikatori ne pokrivaju celokup-no delovanje lokalnih zajednica, več samo deo koji je pod neposrednim nadzorom vlade.
BAD_LINE_E:Here we deal with a planned approach to building a consistent system of indicators, however, not even these numerous indicators can cover the overall activities of local communities, but only the portion directly controlled by the government.
BAD_LINE_E:S druge strane se merljive promene na konačnim rezultatima često iskazuju tek nakon određenog vremena i u momentu kada registrujemo teškoće, obićno bude već kasno za efikasno preduzimanje mera.
MATCH@M:(Such an approach certainly helps solve a large number of issues related to measuring the performance of territorial communities, especially when fully supported by the data sources.===>Svakako, takav pristup rešava brojna pitanja u vezi sa utvrđivanjem rezultata teritorijalnih zajednica, još posebej kada bude u celini podržan sa izvorima podataka.)
MATCH@E:(Such an approach certainly helps solve a large number of issues related to measuring the performance of territorial communities, especially when fully supported by the data sources.===>Zbog toga je sistem strategijskih sredstava - kapitala grada, odnosno regiona pristup koji premašuje mnoga ograničenja u vezi sa utvrđivanjem efikasnosti i uspešnosti teritorijalne zajednice Š16Ë (Tabela 3).)
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BAD_LINE_M:Such an approach certainly helps solve a large number of issues related to measuring the performance of territorial communities, especially when fully supported by the data sources.
BAD_LINE_M:Svakako, takav pristup rešava brojna pitanja u vezi sa utvrđivanjem rezultata teritorijalnih zajednica, još posebej kada bude u celini podržan sa izvorima podataka.
BAD_LINE_E:Such an approach certainly helps solve a large number of issues related to measuring the performance of territorial communities, especially when fully supported by the data sources.
BAD_LINE_E:Zbog toga je sistem strategijskih sredstava - kapitala grada, odnosno regiona pristup koji premašuje mnoga ograničenja u vezi sa utvrđivanjem efikasnosti i uspešnosti teritorijalne zajednice Š16Ë (Tabela 3).
MATCH@M:(So far, the examples we mentioned are designed as measuring instruments, therefore they are not emplyed in performance interpretation.===>Svi do sada navedeni primeri so koncipirani kao merni instrumenti, pa se stoga ne bave interpretacijom rezultata.)
MATCH@E:(So far, the examples we mentioned are designed as measuring instruments, therefore they are not emplyed in performance interpretation.===>Rast kapitala je povezana Slika.)
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BAD_LINE_M:So far, the examples we mentioned are designed as measuring instruments, therefore they are not emplyed in performance interpretation.
BAD_LINE_M:Svi do sada navedeni primeri so koncipirani kao merni instrumenti, pa se stoga ne bave interpretacijom rezultata.
BAD_LINE_E:So far, the examples we mentioned are designed as measuring instruments, therefore they are not emplyed in performance interpretation.
BAD_LINE_E:Rast kapitala je povezana Slika.
MATCH@M:(The system for monitoring the regional development in the Alps, DIAMONT [19], builds on the basic approach to the indicator study by defining the phenomena (issues) they relate to.===>Sistem za praćenje regionalnega razvoja u Alpima DI-AMONT [19] nadograđuje osnovni pristup razmatranju indikatora opredeljivanjem pojava (problema), na koje se odnose.)
MATCH@E:(The system for monitoring the regional development in the Alps, DIAMONT Š19Ë, builds on the basic approach to the indicator study by defining the phenomena (issues) they relate to.===>Sistem za praćenje regionalnega razvoja u Alpima DIAMONT Š19Ë nadograđuje osnovni pristup razmatranju indikatora opredeljivanjem pojava (problema), na koje se odnose.)
MATCH@M:(Thus it introduces a dynamic observation of indicators and allows for linking the indicators to problem solving, limitations and goals.===>Na taj način uvodi dinamičku percepciju indikatora i omogućava povezivanje indikatora sa reševanjem problema, ograničenjima i cilojevima.)
MATCH@E:(Thus it introduces a dynamic observation of indicators and allows for linking the indicators to problem solving, limitations and goals.===>Na taj način uvodi dinamičku percepciju indikatora i omogućava povezivanje indikatora sa reševanjem problema, ograničenjima i cilojevima.)
MATCH@M:(Such a system is problem solving oriented and allows for the linkage of the performance in the permanent development evaluation by the performance improvement measures.===>Takav sistem je usmeren na rešavanje problema i omogućava povezivanje rezultata vrednovanja trajnog razvoja merama za poboljšanje rezultata.)
MATCH@E:(Such a system is problem solving oriented and allows for the linkage of the performance in the permanent development evaluation by the performance improvement measures.===>Takav sistem je usmeren na rešavanje problema i omogućava povezivanje rezultata vrednovanja trajnog razvoja merama za poboljšanje rezultata. ~~~ Tabela 3:)
MATCH@M:(The administrative system of the territorial units, in the majority of activity areas, allows for / does not allow for, supports / impedes, enhances / hinders the development and result achievement.===>Upravni sistem teritorijalnih zajednica, na večini područja delatnosti, razvoj i ostvarivanje rezultata omogućava / onemogućava, podržava / ometa, podstiće / koči.)
MATCH@E:(The administrative system of the territorial units, in the majority of activity areas, allows for / does not allow for, supports / impedes, enhances / hinders the development and result achievement.===>Sličan pristup može se primetiti kod jedinstvenog skupa od 198 nacionalnih indikatora, koji čine okvir merenja rezultata lokalnih vlasti i lokalnih partnerstava u Udruženem kraljevstvu Š15Ë.)
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BAD_LINE_M:The administrative system of the territorial units, in the majority of activity areas, allows for / does not allow for, supports / impedes, enhances / hinders the development and result achievement.
BAD_LINE_M:Upravni sistem teritorijalnih zajednica, na večini područja delatnosti, razvoj i ostvarivanje rezultata omogućava / onemogućava, podržava / ometa, podstiće / koči.
BAD_LINE_E:The administrative system of the territorial units, in the majority of activity areas, allows for / does not allow for, supports / impedes, enhances / hinders the development and result achievement.
BAD_LINE_E:Sličan pristup može se primetiti kod jedinstvenog skupa od 198 nacionalnih indikatora, koji čine okvir merenja rezultata lokalnih vlasti i lokalnih partnerstava u Udruženem kraljevstvu Š15Ë.
MATCH@M:(On the other hand, the measurable changes in the end results are often visible only after a period of time and at the moment we register difficulties, it is usually too late to undertake any steps towards resolving the problems efficiently.===>S druge strane se merljive promene na konačnim rezultatima često iskazuju tek nakon određenog vremena i u momentu kada registrujemo teškoće, obićno bude već kasno za efikasno preduzimanje mera.)
MATCH@E:(On the other hand, the measurable changes in the end results are often visible only after a period of time and at the moment we register difficulties, it is usually too late to undertake any steps towards resolving the problems efficiently.===>Ovde se susrećemo sa planiranim pristupom izgradnji konzistetnog sistema indikatora, ali ni ti brojni indikatori ne pokrivaju celokupno delovanje lokalnih zajednica, več samo deo koji je pod neposrednim nadzorom vlade.)
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BAD_LINE_M:On the other hand, the measurable changes in the end results are often visible only after a period of time and at the moment we register difficulties, it is usually too late to undertake any steps towards resolving the problems efficiently.
BAD_LINE_M:S druge strane se merljive promene na konačnim rezultatima često iskazuju tek nakon određenog vremena i u momentu kada registrujemo teškoće, obićno bude već kasno za efikasno preduzimanje mera.
BAD_LINE_E:On the other hand, the measurable changes in the end results are often visible only after a period of time and at the moment we register difficulties, it is usually too late to undertake any steps towards resolving the problems efficiently.
BAD_LINE_E:Ovde se susrećemo sa planiranim pristupom izgradnji konzistetnog sistema indikatora, ali ni ti brojni indikatori ne pokrivaju celokupno delovanje lokalnih zajednica, več samo deo koji je pod neposrednim nadzorom vlade.
MATCH@M:(It is for this reason that the system of strategic assets - city, or region assets, is the approach that surpasses numerous limitations related to measuring the efficiency and performance of a territorial community [16] (Table 3). The growth of capital is related to the crucial strategic issues that make the===>Zbog toga je sistem strategijskih sredstava - kapitala grada, odnosno regiona pristup koji premašuje mnoga ograničenja u vezi sa utvrđivanjem efikasnosti i uspešnosti teritorijalne zajednice [16] (Tabela 3). Rast kapitala je povezana sa ključnim strateškim pitanjima koji čine polazni osnov kako za strateško planiranje zajednice tako i za oblikovanje sistema indikatora za praćenje ostvarivanja postavljenih ciljeva.)
MATCH@E:(It is for this reason that the system of strategic assets city, or region assets, is the approach that surpasses numerous limitations related to measuring the efficiency and performance of a territorial community Š16Ë (Table 3).===>Svakako, takav pristup rešava brojna pitanja u vezi sa utvrđivanjem rezultata teritorijalnih zajednica, još posebej kada bude u celini podržan sa izvorima podataka.)
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BAD_LINE_M:It is for this reason that the system of strategic assets - city, or region assets, is the approach that surpasses numerous limitations related to measuring the efficiency and performance of a territorial community [16] (Table 3). The growth of capital is related to the crucial strategic issues that make the
BAD_LINE_M:Zbog toga je sistem strategijskih sredstava - kapitala grada, odnosno regiona pristup koji premašuje mnoga ograničenja u vezi sa utvrđivanjem efikasnosti i uspešnosti teritorijalne zajednice [16] (Tabela 3). Rast kapitala je povezana sa ključnim strateškim pitanjima koji čine polazni osnov kako za strateško planiranje zajednice tako i za oblikovanje sistema indikatora za praćenje ostvarivanja postavljenih ciljeva.
BAD_LINE_E:It is for this reason that the system of strategic assets city, or region assets, is the approach that surpasses numerous limitations related to measuring the efficiency and performance of a territorial community Š16Ë (Table 3).
BAD_LINE_E:Svakako, takav pristup rešava brojna pitanja u vezi sa utvrđivanjem rezultata teritorijalnih zajednica, još posebej kada bude u celini podržan sa izvorima podataka.
MATCH@M:(The analysis of various models of performance measuring indicators displayed two crusial flaws.===>Analiza različitih modela indikatora za merenje rezultata ispoljila je dva suštinska nedostatka.)
MATCH@E:(The analysis of various models of performance measuring indicators displayed two crusial flaws.===>Analiza različitih modela indikatora za merenje rezultata ispoljila je dva suštinska nedostatka.)
MATCH@M:(The analysis of territorial communities on different levels (local, the association of local communities, region, association of regions, state, association of states) is not consolidated.===>Razmatranje teritorijalnih zajednica na različitim nivojima (lokalna, zajednica lokalnih zajednica, region, zajednica regiona, država, zajednica država) ni objedinjeno.)
MATCH@E:(The analysis of territorial communities on different levels (local, the association of local communities, region, association of regions, state, association of states) is not consolidated.===>Razmatranje teritorijalnih zajednica na različitim nivojima (lokalna, zajednica lokalnih zajednica, region, zajednica regiona, država, zajednica država) ni objedinjeno.)
MATCH@M:(The ultimate objectives, “good life“ of a community member (citizen, local) is often poorly presented in the sets of indicators, therefore it is not clear in which way the good performance within the model really affect the improvement of the quality of living in the local community.===>Ultimativni ciljevi “dobar život” člana zajednice (građanina, mešta-nina, državljanina) u skupovima indikatora često nije dovoljno izražen, nije jasno kako dobri rezutlati v okviru modela stvarno utiču na povećanje kvaliteta života u lokalnoj zajednici.)
MATCH@E:(The ultimate objectives, good life of a community member (citizen, local) is often poorly presented in the sets of indicators, therefore it is not clear in which way the good performance within the model really affect the improvement of the quality of living in the local community.===>Ultimativni ciljevi dobar život člana zajednice (građanina, meštanina, državljanina) u skupovima indikatora često nije dovoljno izražen, nije jasno kako dobri rezutlati v okviru modela stvarno utiču na povećanje kvaliteta života u lokalnoj zajednici.)
MATCH@M:(The essential problem, however, is not the different approaches, nor poor understanding, but the fact that, the problems of the territorial communities fail to be solved, due to the orientation towards satisfying specific, expert requirements within the tasks and the projects.===>Međutim, glavni problem nije u različitim pristupima ili nedovoljnom razumevanju, već u tome da zbog usmerenosti na zadovoljavanje posebnih, ekspertskih zahteva u okviru zadataka i projekata, ne rešavaju probleme teritorijalnih zajednica.)
MATCH@E:(The essential problem, however, is not the different approaches, nor poor understanding, but the fact that, the problems of the territorial communities fail to be solved, due to the orientation towards satisfying specific, expert requirements within the tasks and the projects.===>Međutim, glavni problem nije u različitim pristupima ili nedovoljnom razumevanju, već u tome da zbog usmerenosti na zadovoljavanje posebnih, ekspertskih zahteva u okviru zadataka i projekata, ne rešavaju probleme teritorijalnih zajednica.)
MATCH@M:(The implementation of the principles registered in the above mentioned cases, however, clearly leads to an applicable model.===>Međutim, primena principa registrovanih u gore navedenim slučajevima, svakako nas dovodi do upotrebljivog modela.)
MATCH@E:(The implementation of the principles registered in the above mentioned cases, however, clearly leads to an applicable model.===>Međutim, primena principa registrovanih u gore navedenim slučajevima, svakako nas dovodi do upotrebljivog modela.)
MATCH@M:(It is necessary that we start from the uniform offer of indicators.===>Potrebno je da se krene od jedinstvene ponude indikatora.)
MATCH@E:(It is necessary that we start from the uniform offer of indicators.===>Potrebno je da se krene od jedinstvene ponude indikatora.)
MATCH@M:(The local communities must be offered a uniform set of indicators made up of an adequate number of compulsory indicators, and of other, optional indicators that the community implements on the basis of its own estimate.===>Lokalnim zajednicama moramo da ponudimo jedinstven skup indikatora sačinjen od odgovarajućeg broja obaveznih indikatora i preostalih neobaveznih koje zajednica primenjuje na osnovu sop-stvene procene.)
MATCH@E:(The local communities must be offered a uniform set of indicators made up of an adequate number of compulsory indicators, and of other, optional indicators that the community implements on the basis of its own estimate.===>Lokalnim zajednicama moramo da ponudimo jedinstven skup indikatora sačinjen od odgovarajućeg broja obaveznih indikatora i preostalih neobaveznih koje zajednica primenjuje na osnovu sopstvene procene.)
MATCH@M:(They must be content structured, each must be accompanied with an explanation of meaning, instructions for use and the data source.===>Oni moraju da budu sadržinski strukturirani, svako mora biti opremljen sa obrazloženjem značenja, načinom upotrebe i izvirom podataka.)
MATCH@E:(They must be content structured, each must be accompanied with an explanation of meaning, instructions for use and the data source.===>Oni moraju da budu sadržinski strukturirani, svako mora biti opremljen sa obrazloženjem značenja, načinom upotrebe i izvirom podataka.)
MATCH@M:(The set of indicators must be permanently controlled, adjusted and harmonized.===>Skup indikatora potrebno je stalno nadzirati, ga prilagođava-ti i usklađivati.)
MATCH@E:(The set of indicators must be permanently controlled, adjusted and harmonized.===>Skup indikatora potrebno je stalno nadzirati, ga prilagođavati i usklađivati.)
MATCH@M:(The balanced scorecard system includes strategic planning focusing upon strategy implementation.===>Sistem uravnoteženih indikatora pokriva strateško planiranje sa akcentom na ostvarivanju strategija.)
MATCH@E:(The balanced scorecard system includes strategic planning focusing upon strategy implementation.===>Sistem uravnoteženih indikatora pokriva strateško planiranje sa akcentom na ostvarivanju strategija.)
MATCH@M:(It focuses upon measuring performance, hence it is quite appropriate in resolving a given problem.===>Usredsre-đen je na merenje rezultata, pa je iz tog razloga veoma podesan za rešavanje postavljenog problema.)
MATCH@E:(It focuses upon measuring performance, hence it is quite appropriate in resolving a given problem.===>Usredsređen je na merenje rezultata, pa je iz tog razloga veoma podesan za rešavanje postavljenog problema.)
MATCH@M:(It observes the varied aspects of organizational business operations.===>Poštuje različite vidike poslovanja organizacije.)
MATCH@E:(It observes the varied aspects of organizational business operations.===>Poštuje različite vidike poslovanja organizacije.)
MATCH@M:(The original version has four perspectives.===>Originalna verzija sadrži četiri vidika.)
MATCH@E:(The original version has four perspectives.===>Originalna verzija sadrži četiri vidika.)
MATCH@M:(The end performance is measured by the financial perspective, the operation flow is defined by the customer perspective and the perspective of internal processes.===>Konačni rezultati mere se finan-sijskim vidikom, tok poslovanja opredeljuju vidici poslovanja sa strankama i internih procesa.)
MATCH@E:(The end performance is measured by the financial perspective, the operation flow is defined by the customer perspective and the perspective of internal processes.===>Konačni rezultati mere se finansijskim vidikom, tok poslovanja opredeljuju vidici poslovanja sa strankama i internih procesa.)
MATCH@M:(The development orientation and developmental opportunities are measured by the perspective of growth and learning [10].===>Razvojna ori-jentisanost i razvojne mogućnosti mere se vidikom rasta i učenja [10]).)
MATCH@E:(The development orientation and developmental opportunities are measured by the perspective of growth and learning Š10Ë.===>Razvojna orijentisanost i razvojne mogućnosti mere se vidikom rasta i učenja Š10Ë).)
MATCH@M:(The public sector can be treated in a similar way, only the end performance is by a rule measured by the customer value, therefore the customer perspective becomes the end performance measure [14].===>Javni sektor možemo da tretiramo na veoma sličan način, samo se konačni rezultati po pravilu mere vrednošću za stranke, pa stoga vidik stranaka preuzima ulogu merila za konačne rezultate [14].)
MATCH@E:(The public sector can be treated in a similar way, only the end performance is by a rule measured by the customer value, therefore the customer perspective becomes the end performance measure Š14Ë.===>Javni sektor možemo da tretiramo na veoma sličan način, samo se konačni rezultati po pravilu mere vrednošću za stranke, pa stoga vidik stranaka preuzima ulogu merila za konačne rezultate Š14Ë.)
MATCH@M:(As we will see, the issue of choice of the value of pooling (perspectives) basically depends on the circumstances, and the basic logic in goal monitoring certainly remains the driving force of every BSC.===>Kao što čemo videti u nastavku, pitanje izbora vredno-sti udruživanja (vidika) u principu zavisi od okolnosti, a osnovna logika praćenja ciljeva svakako ostaje vodilja svakog SUI.)
MATCH@E:(As we will see, the issue of choice of the value of pooling (perspectives) basically depends on the circumstances, and the basic logic in goal monitoring certainly remains the driving force of every BSC.===>Kao što čemo videti u nastavku, pitanje izbora vrednosti udruživanja (vidika) u principu zavisi od okolnosti, a osnovna logika praćenja ciljeva svakako ostaje vodilja svakog SUI.)
MATCH@M:(In implementing the BSC in the public sector different perspectives are used, their structure varying from one example to another.===>Kod upotrebe SUI u javnom sektoru primenjeni su različiti vidici, i njihova struktura je od primera do primera nekoliko različita.)
MATCH@E:(In implementing the BSC in the public sector different perspectives are used, their structure varying from one example to another.===>Kod upotrebe SUI u javnom sektoru primenjeni su različiti vidici, i njihova struktura je od primera do primera nekoliko različita.)
MATCH@M:(The analysis of examples and conditions in the Slovenian municipalities has shown that the quoted set of perspectives of the Slovenian local community would, in fact, be adequate, although the aspect of finances had better be classed within the community competences (assets - Table 3).===>Analiza primera i okolnosti u slo-venačkim opštinama je pokazala da bi navedeni skup vidika slovenačke lokalne zajednice, doduše, bio adekvatan, s tem što bi bilo bolje da se aspekat financija svrsta u sposobnosti (kapitale - tabela 3) zajednice.)
MATCH@E:(The analysis of examples and conditions in the Slovenian municipalities has shown that the quoted set of perspectives of the Slovenian local community would, in fact, be adequate, although the aspect of finances had better be classed within the community competences (assets Table 3).===>Analiza primera i okolnosti u slovenačkim opštinama je pokazala da bi navedeni skup vidika slovenačke lokalne zajednice, doduše, bio adekvatan, s tem što bi bilo bolje da se aspekat financija svrsta u sposobnosti (kapitale tabela 3) zajednice.)
MATCH@M:(Thus there would be three, instead of four perspectives - competence, efficiency and performance.===>Na taj način bi umesto četiri vidika dobili samo tri - sposobnost, efikasnost i uspešnost.)
MATCH@E:(Thus there would be three, instead of four perspectives competence, efficiency and performance.===>Na taj način bi umesto četiri vidika dobili samo tri sposobnost, efikasnost i uspešnost.)
MATCH@M:(Even though the financial capital in the local community is considered to be a middle-term category (bigger changes in a shorter period of time are an exemption), we have formulated the BSC on the basis of the already presented starting points (Figure 5) which is more intelligible in comparison with the case of its predecessors, at least according to the first reactions in the studies.===>I pored toga što je fi-nansijski kapital u lokalnoj zajednici srednjoročna kategorija (veće promene u kraćem vremenu su izuzetak), na osnovu već predstavljenih polaznih osnova utvrdili smo SUI (Slika 5), koji je, sudeći barem prema prvim odzivima u studijama, razumljiviji od njegovih prethodnika.)
MATCH@E:(Even though the financial capital in the local community is considered to be a middle-term category (bigger changes in a shorter period of time are an exemption), we have formulated the BSC on the basis of the already presented starting points (Figure 5) which is more intelligible in comparison with the case of its predecessors, at least according to the first reactions in the studies.===>I pored toga što je finansijski kapital u lokalnoj zajednici srednjoročna kategorija (veće promene u kraćem vremenu su izuzetak), na osnovu već predstavljenih polaznih osnova utvrdili smo SUI (Slika 5), koji je, sudeći barem prema prvim odzivima u studijama, razumljiviji od njegovih pret Slika 5:)
MATCH@M:(The members (subjects) of the territorial community are the creators and the consumers of its performances.===>Subjekti teritorijalne zajednice su tvorci i korisnici rezultata.)
MATCH@E:(The members (subjects) of the territorial community are the creators and the consumers of its performances.===>Subjekti teritorijalne zajednice su tvorci i korisnici rezultata.)
MATCH@M:(Each unit monitors its goals which contribute to the mutual objectives.===>Svaka jedinica prati svoje ciljeve koji doprinose zajedničkim ciljevima.)
MATCH@E:(Each unit monitors its goals which contribute to the mutual objectives.===>Svaka jedinica prati svoje ciljeve koji doprinose zajedničkim ciljevima.)
MATCH@M:(The individual (subject) can be a creator of the end objectives and thus directly contribute to the end performance.===>Subjekat može da bude tvorac konačnih ciljeva i time neposredno doprinosi konačnim rezultatima.)
MATCH@E:(The individual (subject) can be a creator of the end objectives and thus directly contribute to the end performance.===>Subjekat može da bude tvorac konačnih ciljeva i time neposredno doprinosi konačnim rezultatima.)
MATCH@M:(His end goal is simultaneously the end objective of the community.===>Njegov konačni cilj je i končni cilj zajednice.)
MATCH@E:(His end goal is simultaneously the end objective of the community.===>Njegov konačni cilj je i končni cilj zajednice.)
MATCH@M:(Numerous subjects contribute to the growth of competences or support the task, or project, accomplishments.===>Mnogi subjekti doprinose rastu sposobnosti ili podržavaju realizaciju zadataka, odnosno projekata.)
MATCH@E:(Numerous subjects contribute to the growth of competences or support the task, or project, accomplishments.===>Mnogi subjekti doprinose rastu sposobnosti ili podržavaju realizaciju zadataka, odnosno projekata.)
MATCH@M:(They contribute to the end objective indirectly, and their end goals are oriented towards ensuring efficiency or competence.===>Konačnomu cilju svoj doprinos daju posredno, a njihovi konačni ciljevi spadaju u razred obezbeđivanja efikasnosti ili sposobnosti.)
MATCH@E:(They contribute to the end objective indirectly, and their end goals are oriented towards ensuring efficiency or competence.===>Konačnomu cilju svoj doprinos daju posredno, a njihovi konačni ciljevi spadaju u razred obezbeđivanja efikasnosti ili sposobnosti.)
MATCH@M:(In analysing the hierarchical structures created using the balanced scorecard, we have at our disposal a number of IT solutions, each with certain limitations.===>Za razmatranje hierarhijskihih struktura, koje gradimo uz pomoć sistema uravnoteženih indikatora, na raspolaganju ima više informacionih rešenja, ali svako od njih sa određenim ograničenjima.)
MATCH@E:(Fuzzy Aggregation Tree In analysing the hierarchical structures created using the balanced scorecard, we have at our disposal a number of IT solutions, each with certain limitations.===>Fuzzy agregaciono drvo Za razmatranje hierarhijskihih struktura, koje gradimo uz pomoć sistema uravnoteženih indikatora, na raspolaganju ima više informacionih rešenja, ali svako od njih sa određenim ograničenjima.)
MATCH@M:(In exploring the possibility to implement the fuzzy logic to aggregate the tree structures [1] and [2] we came to the model solution to aggregating tree structure with arbitrary variables on the leaves (children) and in the nodes of the fuzzy aggregation tree [3].===>U okviru istraživanja mogućnosti korišćenja fuzzy logike za agregiranje struktura drveta [1] i [2] došli smo do modela rešenja za agregiranje struktura drveta sa proizvoljnim promenlji-vima na listi i u čvorištima fuzzy agregacionog drveta [3].)
MATCH@E:(In exploring the possibility to implement the fuzzy logic to aggregate the tree structures Š1Ë and Š2Ë we came to the model so lution to aggregating tree structure with arbitrary variables on the leaves (children) and in the nodes of the fuzzy aggregation tree Š3Ë.===>U okviru istraživanja mogućnosti korišćenja fuzzy logike za agregiranje struktura drveta Š1Ë i Š2Ë došli smo do modela rešenja za agregiranje struktura drveta sa proizvoljnim promenljivima na listi i u čvorištima fuzzy agregacionog drveta Š3Ë.)
MATCH@M:(The theoretical model was then applied within the IT solution that allowed for creating an organizational tree structure as well as the tree structure of the balances scorecard system for each organizational unit.===>Teoretski model smo zatim ostvarili u informacio-nom rešenju koje omogućava uspostavljanje organizacione strukture drveta i za svaku organizacionu jedinicu uspostavljanje strukture drveta sistema uravnoteženih indikatora.)
MATCH@E:(The theoretical model was then applied within the IT solution that allowed for creating an organizational tree structure as well as the tree structure of the balances scorecard system for each organizational unit.===>Teoretski model smo zatim ostvarili u informacionom rešenju koje omogućava uspostavljanje organizacione strukture drveta i za svaku organizacionu jedinicu uspostavljanje strukture drveta sistema uravnoteženih indikatora.)
MATCH@M:(As we now do not intend to conduct a detailed discussion on the theoretical foundations of the model (a curious reader can learn more about the issue in [3]), we will primarily present here the applicable properties of the model and the IT solutions.===>Pošto naša sadašnja namera nije detaljna rasprava o teoretskim osnovama modela (više o tome radoznali čitalac može da sazna u [3]), predstavljamo, pre svega, upotrebljiva svojstva modela i informaciona rešenja.)
MATCH@E:(As we now do not intend to conduct a detailed discussion on the theoretical foundations of the model (a curious reader can learn more about the issue in Š3Ë), we will primarily present here the applicable properties of the model and the IT solutions.===>Pošto naša sadašnja namera nije detaljna rasprava o teoretskim osnovama modela (više o tome radoznali čitalac može da sazna u Š3Ë), predstavljamo, pre svega, upotrebljiva svojstva modela i informaciona rešenja.)
MATCH@M:(The basic idea of the fuzzy aggregation tree model is the implementation of the fuzzy logic theory in the tree structure.===>Osnovna ideja modela fuzzy agregacionog drveta je upotreba teorije fuzzy logike u strukturi drveta.)
MATCH@E:(The basic idea of the fuzzy aggregation tree model is the implementation of the fuzzy logic theory in the tree structure.===>Osnovna ideja modela fuzzy agregacionog drveta je upotreba teorije fuzzy logike u strukturi drveta.)
MATCH@M:(The variables in the leaves and in the nodes are noted in three forms (real value, fuzzy set, or fuzzy number and linguistic value).===>Pro-menljive u listovima i čvorovima drveta zapisane su u tri oblika (realna vrednost, fuzzy skup, odnosno fuzzy broj i jezička vrednost).)
MATCH@E:(The variables in the leaves and in the nodes are noted in three forms (real value, fuzzy set, or fuzzy number and linguistic value).===>Promenljive u listovima i čvorovima drveta zapisane su u tri oblika (realna vrednost, fuzzy skup, odnosno fuzzy broj i jezička vrednost).)
MATCH@M:(The input value of the variable can be any of the three mentioned.===>Ulazna vrednost promenljive može da bude bilo koji od navedena tri.)
MATCH@E:(The input value of the variable can be any of the three mentioned.===>Ulazna vrednost promenljive može da bude bilo koji od navedena tri.)
MATCH@M:(Transformations among the types of notations are defined within the model.===>U okviru modela definisane su transformacije među vrstama zapisa.)
MATCH@E:(Transformations among the types of notations are defined within the model.===>U okviru modela definisane su transformacije među vrstama zapisa.)
MATCH@M:(With each change in the value the input value is reflected into the other forms of notation.===>Kod svake promene vrednosti ulazna vrednost preslikava se u preostale načine predstavljanja.)
MATCH@E:(With each change in the value the input value is reflected into the other forms of notation.===>Kod svake promene vrednosti ulazna vrednost preslikava se u preostale načine predstavljanja.)
MATCH@M:(All the variables in the tree can be expressed in three equivalent ways.===>Sve promenljive u drvu mogu da se predstave na tri ekvivalentna načina.)
MATCH@E:(All the variables in the tree can be expressed in three equivalent ways.===>Sve promenljive u drvu mogu da se predstave na tri ekvivalentna načina.)
MATCH@M:(The model defines the methods of aggregation, which are in their simplest varieties expressed as the calculation of the weighted arithmetical mean.===>Model definiše načine agregacije, koji se u najjednostavnijoj varijanti izražava kao proračun ponderi-sane aritmetičke sredine.)
MATCH@E:(The model defines the methods of aggregation, which are in their simplest varieties expressed as the calculation of the weighted arithmetical mean.===>Model definiše načine agregacije, koji se u najjednostavnijoj varijanti izražava kao proračun ponderisane aritmetičke sredine.)
MATCH@M:(We aggregate fuzzy numbers.===>Agregiraju se fuzzy brojevi.)
MATCH@E:(We aggregate fuzzy numbers.===>Agregiraju se fuzzy brojevi.)
MATCH@M:(At each node of the tree we calculate the sprouts (children) from this point, therefore the model can be implemented without any limitations as regards the number of levels in the tree, or the number of nodes, or the number of children on individual nodes.===>Pošto se na svakom čvoru drveta radi o izračunavanju iznad potomaka izabranog čvorišta, model može da se implementira bez ograničenja u pogledu broja nivoa u drvetu, ili broja čvorišta, ili broja potomaka na pojedinačnom čvorištu.)
MATCH@E:(At each node of the tree we calculate the sprouts (children) from this point, therefore the model can be implemented without any limitations as regards the number of levels in the tree, or the number of nodes, or the number of children on individual nodes.===>Pošto se na svakom čvoru drveta radi o izračunavanju iznad potomaka izabranog čvorišta, model može da se implementira bez ograničenja u pogledu broja nivoa u drvetu, ili broja čvorišta, ili broja potomaka na pojedinačnom čvorištu.)
MATCH@M:(In the presentation we commonly employ linguistic values, the power of the noun segment of the set of values of the linguistic variable; the number of nouns is arbitrary, and we usually use the 3, 5 or 7-noun sets.===>Za prezentaciju rezultata se po pravilu koriste jezičke vrednosti, moć poimeničnoga skupa vrednosti jezičke promenljive broj imena je proizvoljan, a obično koristimo 3, 5 ili 7-imenske skupove.)
MATCH@E:(In the presentation we commonly employ linguistic values, the power of the noun segment of the set of values of the linguistic variable; the number of nouns is arbitrary, and we usually use the 3, 5 or 7-noun sets.===>Za prezentaciju rezultata se po pravilu koriste jezičke vrednosti, moć poimeničnoga skupa vrednosti jezičke promenljive broj imena je proizvoljan, a obično koristimo 3, 5 ili 7-imenske skupove.)
MATCH@M:(Thus we come to an intelligible presentation of performance, where at the moment of defining the variables we can choose the value granulation arbitrarily.===>Na taj način dolazimo do razumljivog predstavljanja rezultata, pri čemu u vreme definisanja promeljivih možemo proizvoljno da biramo granulaciju vrednosti.)
MATCH@E:(Thus we come to an intelligible presentation of performance, where at the moment of defining the variables we can choose the value granulation arbitrarily.===>Na taj način dolazimo do razumljivog predstavljanja rezultata, pri čemu u vreme definisanja promeljivih možemo proizvoljno da biramo granulaciju vrednosti.)
MATCH@M:(The targrt values are determined using the definition of transformation among values, while the granulation and the acceptable deviations of linguistic values are determined by the definition of noun values for the linguistic variable.===>Ciljne vrednosti utvrđujemo pomoću definicije transformacije među vrednostima, a granulaciju i prihvatljiva odstupanja jezičkih vrednosti sa defincijom imen-skih vrednosti jezičke promeljive.)
MATCH@E:(The targrt values are determined using the definition of transformation among values, while the granulation and the acceptable deviations of linguistic values are determined by the definition of noun values for the linguistic variable.===>Ciljne vrednosti utvrđujemo pomoću definicije transformacije među vrednostima, a granulaciju i prihvatljiva odstupanja jezičkih vrednosti sa defincijom imenskih vrednosti jezičke promeljive.)
MATCH@M:(In order that a quality planning be ensured in the local communities it is necessary that an appropriate support should be provided.===>Radi uspostavljanja kvalitetnog strateškog planiranja u lokalnim zajednicama potrebno je obezbediti odgovarajuću podršku.)
MATCH@E:(Local community scorecard solution model In order that a quality planning be ensured in the local communities it is necessary that an appropriate support should be provided.===>Model rešenja sistema uravnoteženih indikatora lokalne zajednice Radi uspostavljanja kvalitetnog strateškog planiranja u lokalnim zajednicama potrebno je obezbediti odgovarajuću podršku.)
BAD_LINE_=============================================================
BAD_LINE_M:In order that a quality planning be ensured in the local communities it is necessary that an appropriate support should be provided.
BAD_LINE_M:Radi uspostavljanja kvalitetnog strateškog planiranja u lokalnim zajednicama potrebno je obezbediti odgovarajuću podršku.
BAD_LINE_E:Local community scorecard solution model In order that a quality planning be ensured in the local communities it is necessary that an appropriate support should be provided.
BAD_LINE_E:Model rešenja sistema uravnoteženih indikatora lokalne zajednice Radi uspostavljanja kvalitetnog strateškog planiranja u lokalnim zajednicama potrebno je obezbediti odgovarajuću podršku.
MATCH@M:(The crucial elements of this activity are the motivation and the knowledge transfer.===>Važni elementi u tome su motivisanje i prenos znanja.)
MATCH@E:(The crucial elements of this activity are the motivation and the knowledge transfer.===>Važni elementi u tome su motivisanje i prenos znanja.)
MATCH@M:(In this paper, we primarily focus upon the IT support perspective that can be defined on two levels.===>U prisutnom prilogu usredsredili smo se pre svega na vidik informacione podrške koji se može definisati na dva nivoa.)
MATCH@E:(In this paper, we primarily focus upon the IT support perspective that can be defined on two levels.===>U prisutnom prilogu usredsredili smo se pre svega na vidik informacione podrške koji se može definisati na dva nivoa.)
MATCH@M:(On the general level, meant for all the system users, it must ensure the creation of the consistent system of indicators for the local communities as well as an access to the data sources.===>Na opštem nivou, za sve korisnike sistema, mora da omogući obrazovanje celovitog sistema indikatora za lokalne zajednice i obezbediti pristup izvorima podataka.)
MATCH@E:(On the general level, meant for all the system users, it must ensure the creation of the consistent system of indicators for the local communities as well as an access to the data sources.===>Na opštem nivou, za sve korisnike sistema, mora da omogući obrazovanje celovitog sistema indikatora za lokalne zajednice i obezbediti pristup izvorima podataka.)
MATCH@M:(For individuals who wish to create a balanced scorecard it has to provide the tools for defining the hierarchical organizational structure of the system under consideration and the BSC tree structures for each organizational unit.===>Za pojedinačne subjekte koji žele da ostvare sistem uravnoteženih indikatora mora da obezbedi alat za opredeljivanje hijerarhijske organizacione strukture sistema, koji razmatramo, i strukture drveta SUI za svaku organizacionu jedinicu.)
MATCH@E:(For individuals who wish to create a balanced scorecard it has to provide the tools for defining the hierarchical organizational structure of the system under consideration and the BSC tree structures for each organizational unit.===>Za pojedinačne subjekte koji žele da ostvare sistem uravnoteženih indikatora mora da obezbedi alat za opredeljivanje hijerarhijske organizacione strukture sistema, koji razmatramo, i strukture drveta SUI za svaku organizacionu jedinicu.)
MATCH@M:(The activity of an individual is organized for each case of performance separately, while for the support to the whole system it is necessary to provide an appropriate form of activity on the level of the local community associations or within a respective state agency (in Slovenia, it is the RS Government Agency for Regional Development).===>Delovanje na nivou pojedinačnog subjekta organizuje se za svaki primer ostvarivanja posebno, a za delovanje podrške za celoviti sistem indikatora neophodno je obezbediti odgovarajući oblik delovanja na nivou udruženja lokalnih zajenica ili u okviru odgovarajućeg državnog organa (u Sloveniji je to Služba Vlade RS za regionalni razvoj).)
MATCH@E:(The activity of an individual is organized for each case of performance separately, while for the support to the whole system it is necessary to provide an appropriate form of activity on the level of the local community associations or within a respective state agency (in Slovenia, it is the RS Government Agency for Regional Development).===>Delovanje na nivou pojedinačnog subjekta organizuje se za svaki primer ostvarivanja posebno, a za delovanje podrške za celoviti sistem indikatora neophodno je obezbediti odgovarajući oblik delovanja na nivou udruženja lokalnih zajenica ili u okviru odgovarajućeg državnog organa (u Sloveniji je to Služba Vlade RS za regionalni razvoj).)
MATCH@M:(For a quality system to be established and functional, an appropriate level of knowledge is required, and the system will have to include a permanent surveillance and the test of the indicator set consistency.===>U cilju uspostavljanja i funkcionisanja kvalitetnog sistema indikatora biće potrebno da se obezbedi odgovarajući nivo znanja, sistem će morati da uključuje stalan nadzor i proveravanje konzistentnosti skupa indikatora.)
MATCH@E:(For a quality system to be established and functional, an appropriate level of knowledge is required, and the system will have to include a permanent surveillance and the test of the indicator set consistency.===>U cilju uspostavljanja i funkcionisanja kvalitetnog sistema indikatora biće potrebno da se obezbedi odgovarajući nivo znanja, sistem će morati da uključuje stalan nadzor i proveravanje konzistentnosti skupa indikatora.)
MATCH@M:(In this case we deal with a fixed set of indicators.===>Primer razmatra fiksni skup indikatora.)
MATCH@E:(In this case we deal with a fixed set of indicators.===>Primer razmatra fiksni skup indikatora.)
MATCH@M:(The system model assumes a dynamic generation of the indicator systems, which means that the existing solution should be upgraded by the the indicator system dynamic definition module, within which the life cycle of the indicator will flow, from the moment the indicator is proposed, to a detailed definition of the indicator and its allocation into the set of indicators, to an indicator adjustment and its discarding if necessary.===>Model sistema predviđa dinamično obrazovanje sistema indikatora, što znači da postojeće rešenje treba nadograditi sa modulom za dinamično definisanje indikatora, u okviru kojeg će se odvijati održavanje životnog ciklusa indikatora, od predloga indikatora, preko detaljnog definisanja indikatora i uvrštanja u skup indikatora, do prilagođavanja indikatora i njihovog eventualnog ukidanja.)
MATCH@E:(The system model assumes a dynamic generation of the indicator systems, which means that the existing solution should be upgraded by the the indicator system dynamic definition module, within which the life cycle of the indicator will flow, from the moment the indicator is proposed, to a detailed definition of the indicator and its allocation into the set of indicators, to an indicator adjustment and its discarding if necessary.===>Model sistema predviđa dinamično obrazovanje sistema indikatora, što znači da postojeće rešenje treba nadograditi sa modulom za dinamično definisanje indikatora, u okviru kojeg će se odvijati održavanje životnog ciklusa indikatora, od predloga indikatora, preko detaljnog definisanja indikatora i uvrštanja u skup indikatora, do prilagođavanja indikatora i njihovog eventualnog ukidanja.)
MATCH@M:(The solutions must contain the built-in methods for system consistency assessment which will ensure that the set of indicators be optimal, without being burdened with ambiguous or redundant definitions.===>U rešenja moraju biti ugrađene i metode za proveravanje konzi-stetnosti sistema koje će obezbeđivati da skup indikatora bude optimalan, bez dvostrukih i suvišnih definicija.)
MATCH@E:(The solutions must contain the built-in methods for system consistency assessment which will ensure that the set of indicators be optimal, without being burdened with ambiguous or redundant definitions.===>U rešenja moraju biti ugrađene i metode za proveravanje konzistetnosti sistema koje će obezbeđivati da skup indikatora bude optimalan, bez dvostrukih i suvišnih definicija.)
MATCH@M:(Also, the entire indicator structure should be consolidated, starting from the general definition of the balanced scorecard for local communities (Fifure 7).===>Pri tem ima smisla objedinjavanje celokupne strukutu-re indikatora polazeći od opšte definicije sistema uravnoteženih indikatora za lokalne zajednice (Slika 7).)
MATCH@E:(Also, the entire indicator structure should be consolidated, starting from the general definition of the balanced scorecard for local communities (Fifure 7).===>Pri tem ima smisla objedinjavanje celokupne strukuture indikatora polazeći od opšte definicije sistema uravnoteženih indikatora za lokalne zajednice (Slika 7).)
MATCH@M:(All the units are integrated by the organizational structure into a unique system.===>Sve jedinice se povezuju po organizacionoj strukturi u jedinstven sistem.)
MATCH@E:(All the units are integrated by the organizational structure into a unique system.===>Sve jedinice se povezuju po organizacionoj strukturi u jedinstven sistem.)
MATCH@M:(Hence the IT solution includes two tree structures, the organizational tree and the balanced scorecard tree.===>Informaciono rešenje stoga sadrži dve strukture drveta, organizaciono drvo i drvo sistema uravnoteženih indikatora.)
MATCH@E:(Hence the IT solution includes two tree structures, the organizational tree and the balanced scorecard tree.===>Informaciono rešenje stoga sadrži dve strukture drveta, organizaciono drvo i drvo sistema uravnoteženih indikatora.)
MATCH@M:(In the former, we define the structure of the organizational system we observe.===>U prvom se opredeljuje struktura organizacionog sistema koji razmatramo.)
MATCH@E:(In the former, we define the structure of the organizational system we observe.===>U prvom se opredeljuje struktura organizacionog sistema koji razmatramo.)
MATCH@M:(On the local community level, these are all the subjects that participate in achieving the set objectives.===>U lokalnoj zajednici to su svi subjekti koji učestvuju u realizaciji postavljenih ciljeva.)
MATCH@E:(On the local community level, these are all the subjects that participate in achieving the set objectives.===>U lokalnoj zajednici to su svi subjekti koji učestvuju u realizaciji postavljenih ciljeva.)
MATCH@M:(We can further integrate the local communities themselves into higher organizational structures (regions, states, ...).===>Same lokalne zajednice možemo dalje da udružujemo u više organizacione jedinice (regione, države, ...).)
MATCH@E:(We can further integrate the local communities themselves into higher organizational structures (regions, states, ...).===>Same lokalne zajednice možemo dalje da udružujemo u više organizacione jedinice (regione, države, …).)
MATCH@M:(In the latter, we define the structure of the balanced scorecard for each node of the organizational tree.===>Sa drugim, za svako čvorište organizacionog drveta određujemo strukturu sistema uravnoteženih indikatora.)
MATCH@E:(In the latter, we define the structure of the balanced scorecard for each node of the organizational tree.===>Sa drugim, za svako čvorište organizacionog drveta određujemo strukturu sistema uravnoteženih indikatora.)
MATCH@M:(The input indicators (the BSC leaves) are transferred upward by the organizational structure, in which process the equal indicators of subordinate units integrate into an aggregate indicator of an assumed unit.===>Ulazni indikatori (listovi drveća SUI) prenose se po organizaco-noj strukturi naviše, pri čemu se jednaki indikatori pot-činjenih jedinica udružuju u zbirni indikator pretpostavljene jedinice.)
MATCH@E:(The input indicators (the BSC leaves) are transferred upward by the organizational structure, in which process the equal indicators of subordinate units integrate into an aggregate indicator of an assumed unit.===>Ulazni indikatori (listovi drveća SUI) prenose se po organizaconoj strukturi naviše, pri čemu se jednaki indikatori potčinjenih jedinica udružuju u zbirni indikator pretpostavljene jedinice.)
MATCH@M:(The performance of each organizational unit integrates the performances of all the subordinate units and the performance of the unit under consideration itself.===>Rezultat svake organizacione jedinice udružuje rezultate svih potčinjenih jedinica i rezultate razmatrane jedinice kao takve.)
MATCH@E:(The performance of each organizational unit integrates the performances of all the subordinate units and the performance of the unit under consideration itself.===>Rezultat svake organizacione jedinice udružuje rezultate svih potčinjenih jedinica i rezultate razmatrane jedinice kao takve.)
MATCH@M:(The connectivity of input indicators with data sources is not yet implemented, since it depends on the system in which the indicators are defined.===>Povezivost ulaznih indikatora sa izvorima podataka još nije implementirana, jer zavisi od sistema u kome su indikatori definisani.)
MATCH@E:(The connectivity of input indicators with data sources is not yet implemented, since it depends on the system in which the indicators are defined.===>Povezivost ulaznih indikatora sa izvorima podataka još nije implementirana, jer zavisi od sistema u kome su indikatori definisani.)
MATCH@M:(The integration of both systems is not anticipated; the approach to the set of indicators would be a special application, since the proposed balanced scorecard approach in the organizational structure is only one possible solution.===>Integraciju oba sistema ne predviđamo, jer bi trebalo da pristup skupu indikatora bude posebna usluga, jer predloženi pristup sa sistemom uravnoteženih indikatora u organizacionoj strukturi predstavlja samo jedno od mogućih rešenja.)
MATCH@E:(The integration of both systems is not anticipated; the approach to the set of indicators would be a special application, since the proposed balanced scorecard approach in the organizational structure is only one possible solution.===>Integraciju oba sistema ne predviđamo, jer bi trebalo da pristup skupu indikatora bude posebna usluga, jer predloženi pristup sa sistemom uravnoteženih indikatora u organizacionoj strukturi predstavlja samo jedno od mogućih rešenja.)
MATCH@M:(For specific purposes, different, purpose-specific approaches will certainly be implemented in individual content areas.===>Za posebne namere će se na pojedinačnim sadržinskim oblastima sasvim sigurno koristiti drugačiji, specifičkoj name-ni prilagođeni pristupi.)
MATCH@E:(For specific purposes, different, purpose-specific approaches will certainly be implemented in individual content areas.===>Za posebne namere će se na pojedinačnim sadržinskim oblastima sasvim sigurno koristiti drugačiji, specifičkoj nameni prilagođeni pristupi.)
MATCH@M:(The levels of IT support for the indicator system are planned separately, their development and implementation are performed separately.===>Nivoi informacione podrške za sistem indikatora planirani su odvojeno, njihov razvoj i upotreba odvijaju se sasvim odvojeno.)
MATCH@E:(The levels of IT support for the indicator system are planned separately, their development and implementation are performed separately.===>Nivoi informacione podrške za sistem indikatora planirani su odvojeno, njihov razvoj i upotreba odvijaju se sasvim odvojeno.)
MATCH@M:(They overlap in the methodology area, since, presumably, the same methodological starting points should be used in either of the sub-systems.===>Pokrivaju se na področju metodologije, jer bi navodno u oba podsistema trebalo da se koriste iste metodološke polazne osnove.)
MATCH@E:(They overlap in the methodology area, since, presumably, the same methodological starting points should be used in either of the sub-systems.===>Pokrivaju se na področju metodologije, jer bi navodno u oba podsistema trebalo da se koriste iste metodološke polazne osnove.)
MATCH@M:(The solution model is developed from organizational orientations, sets of methods and the already implemented IT solutions.===>Model rešenja je sačinjen od organizacionih orijentacija, skupa metoda i već realizovanih informacionih reše-nja.)
MATCH@E:(Discussion and conclusion The solution model is developed from organizational orientations, sets of methods and the already implemented IT solutions.===>Rasprava i zaključak Model rešenja je sačinjen od organizacionih orijentacija, skupa metoda i već realizovanih informacionih rešenja.)
MATCH@M:(Much is still left to be desired until its full implementation, however, at this level of development it already defines the organizational and methodological starting premises that allow for a goal oriented system development.===>Do celovite implementacije nedostaje mu još poprilično dosta, međutim, na već datom stepenu razvoja postavlja organizacione i metodološke polazne osnove koji omogućavaju ciljno usmereno nastavljanje razvoja sistema.)
MATCH@E:(Much is still left to be desired until its full implementation, however, at this level of development it already defines the organizational and methodological starting premises that allow for a goal oriented system development.===>Do celovite implementacije nedostaje mu još poprilično dosta, međutim, na već datom stepenu razvoja postavlja organizacione i metodološke polazne osnove koji omogućavaju ciljno usmereno nastavljanje razvoja sistema.)
MATCH@M:(The model is the result of the research conducted so far and includes two applicable solutions, financial indicators of Slovenian municipalities that allow for the benchmarking of local communities from the budgeting point of view, and the web-program solution to creating the balanced scorecard system.===>Model je rezultat dosadašnjih istraživanja i sadrži dva upotrebljiva rešenja, finansijske indikatore slovenačkih opština koji omogućavaju benchmarking lokalnih zajednica sa aspekta sprovođenja budžeta i veb programsko rešenje za uspostavljanje sistema uravnoteženih indikatora.)
MATCH@E:(The model is the result of the research conducted so far and includes two applicable solutions, financial indicators of Slovenian municipalities that allow for the benchmarking of local communities from the budgeting point of view, and the web-program solution to creating the balanced scorecard system.===>Model je rezultat dosadašnjih istraživanja i sadrži dva upotrebljiva rešenja, finansijske indikatore slovenačkih opština koji omogućavaju benchmarking lokalnih zajednica sa aspekta sprovođenja budžeta i veb programsko rešenje za uspostavljanje sistema uravnoteženih indikatora.)
MATCH@M:(The former have been in use for some some now and municipalities may implement them in the performance analysis and planning.===>Prvi su u upotrebi već neko vreme i mnoge od opština se poslužuju njime u analizi rezultata i planiranju.)
MATCH@E:(The former have been in use for some some now and municipalities may implement them in the performance analysis and planning.===>Prvi su u upotrebi već neko vreme i mnoge od opština se poslužuju njime u analizi rezultata i planiranju.)
MATCH@M:(The web program solution is still in the testing phase, and the balanced scorecard system is being established in two municipalities in Slovenia.===>Veb programsko rešenje nalazi se u fazi ispitivanja, a sistem uravnoteženih indikatora uspostavlja se u dve slovenačke opštine.)
MATCH@E:(The web program solution is still in the testing phase, and the balanced scorecard system is being established in two municipalities in Slovenia.===>Veb programsko rešenje nalazi se u fazi ispitivanja, a sistem uravnoteženih indikatora uspostavlja se u dve slovenačke opštine.)
MATCH@M:(In introducing the solutions to the balanced scorecard system we were happy to find that the employees in the municipal administration were only too willing to participate in the project, however, we did encounter some problems in the execution of the project.===>Pri uvođenju rešenja sistema uravnoteženih indikatora naišli smo na veliku spremnost zaposlenih u opštinskim upravama za učešće u projektu, ali kod realizacije došlo je do manjih poteškoća.)
MATCH@E:(In introducing the solutions to the balanced scorecard system we were happy to find that the employees in the municipal administration were only too willing to participate in the project, however, we did encounter some problems in the execution of the project.===>Pri uvođenju rešenja sistema uravnoteženih indikatora naišli smo na veliku spremnost zaposlenih u opštinskim upravama za učešće u projektu, ali kod realizacije došlo je do manjih poteškoća.)
MATCH@M:(One is the understanding of the role of the municipality and the municipal administration in the local community.===>Prilične probleme izaziva shvatanje uloge opštine i opštinske uprave u lokalnoj zajednici.)
MATCH@E:(One is the understanding of the role of the municipality and the municipal administration in the local community.===>Prilične probleme izaziva shvatanje uloge opštine i opštinske uprave u lokalnoj zajednici.)
MATCH@M:(The municipal administration somehow do not consider themselves responsible for the end performance, since the general opinion was that the task and project executors were either public agencies or contracted partners.===>Opštinska uprava se nekako ne oseča odgovornom za konačne rezultate, jer su izvođači zadataka i projekata po večini bilo javni zavodi bilo ugovorni partneri.)
MATCH@E:(The municipal administration somehow do not consider themselves responsible for the end performance, since the general opinion was that the task and project executors were either public agencies or contracted partners.===>Opštinska uprava se nekako ne oseča odgovornom za konačne rezultate, jer su izvođači zadataka i projekata po večini bilo javni zavodi bilo ugovorni partneri.)
MATCH@M:(We crossed the basic barrier by introducing the notions of competence, efficiency and excellence.===>Uvođenjem pojmova sposobnosti, efikasnosti i uspešnosti uspelo nam je da pređemo osnovnu barijeru.)
MATCH@E:(We crossed the basic barrier by introducing the notions of competence, efficiency and excellence.===>Uvođenjem pojmova sposobnosti, efikasnosti i uspešnosti uspelo nam je da pređemo osnovnu barijeru.)
MATCH@M:(The municipal administration officials took on the roles of the citizens, consumers of services, or performance and thus gained a broader view on the community and the understanding of the role of the municipal administration itself.===>Odgovorni u opštinskoj upravi postavili su se u ulogu građana, primalaca usluga, odnosno rezultata i tako preuzeli širu sliku zajednice i u shvatanje uloge same opštinske uprave.)
MATCH@E:(The municipal administration officials took on the roles of the citizens, consumers of services, or performance and thus gained a broader view on the community and the understanding of the role of the municipal administration itself.===>Odgovorni u opštinskoj upravi postavili su se u ulogu građana, primalaca usluga, odnosno rezultata i tako preuzeli širu sliku zajednice i u shvatanje uloge same opštinske uprave.)
MATCH@M:(Not all the barriers were lifted, though, since it was difficult to find concrete, quantitatively oriented indicators.===>Međutim, time nismo otklonili sve prepreke, jer je bilo veoma teško pronaći konkretne, kvantitativno opredeljene indikatore.)
MATCH@E:(Not all the barriers were lifted, though, since it was difficult to find concrete, quantitatively oriented indicators.===>Međutim, time nismo otklonili sve prepreke, jer je bilo veoma teško pronaći konkretne, kvantitativno opredeljene indikatore.)
MATCH@M:(The participants expected to be offered a set of indicators from which they would choose those they consider to be most adequate for their purposes.===>Učesnici su očekivali da čemo im ponuditi skup indikatora iz kojeg će izabrati one koji su po njihovom mišljenju za njih naj-adekvatniji.)
MATCH@E:(The participants expected to be offered a set of indicators from which they would choose those they consider to be most adequate for their purposes.===>Učesnici su očekivali da čemo im ponuditi skup indikatora iz kojeg će izabrati one koji su po njihovom mišljenju za njih najadekvatniji.)
MATCH@M:(The problem highlighted the need for a full solution model to be defined.===>Teškoća nas je dovela do potrebe za defin-cijom celokupnog modela rešenja.)
MATCH@E:(The problem highlighted the need for a full solution model to be defined.===>Teškoća nas je dovela do potrebe za defincijom celokupnog modela rešenja.)
MATCH@M:(The full knowledge of the local communities activities and of measuring performance requires to be formalized and the access should be granted to whoever is interested.===>Ukupno znanje o delovanju lokalnih zajednica i merenju rezultata potrebno je formalizovati i zainteresovanima omogućiti pristup.)
MATCH@E:(The full knowledge of the local communities activities and of measuring performance requires to be formalized and the access should be granted to whoever is interested.===>Ukupno znanje o delovanju lokalnih zajednica i merenju rezultata potrebno je formalizovati i zainteresovanima omogućiti pristup.)
MATCH@M:(At the time this paper was being prepared we were engaged in making an inventory and defining the indicators.===>U vreme pripremanja ovog priloga bavimo se popisom i definisanjem indikatora.)
MATCH@E:(At the time this paper was being prepared we were engaged in making an inventory and defining the indicators.===>U vreme pripremanja ovog priloga bavimo se popisom i definisanjem indikatora.)
MATCH@M:(In addition to the issue of defining the set of indicators, the issue of defining the end goals emerged.===>Pri tem se, pored problematike utvrđivanja skupa indikatora, ispoljiilo pitanje definisanja ciljnih vrednosti.)
MATCH@E:(In addition to the issue of defining the set of indicators, the issue of defining the end goals emerged.===>Pri tem se, pored problematike utvrđivanja skupa indikatora, ispoljiilo pitanje definisanja ciljnih vrednosti.)
MATCH@M:(Of great help in solving this problem was the presentation of performance with linguistic values that we determined for all those results that do not have any specific requirements and that still take the mean value to be the one from the previous periods, marked as “good“.===>Pri prevazilaženju te teškoće od velike pomoći bila nam je prezentacija rezultata sa jezičkim vrednostima koje smo odredili za sve rezultate za koje ne postoje posebni zahtevi i kao srednju održavaju vrednost iz prethodnih perioda sa oznakom “dobro”.)
MATCH@E:(Of great help in solving this problem was the presentation of performance with linguistic values that we determined for all those results that do not have any specific requirements and that still take the mean value to be the one from the previous periods, marked as good.===>Pri prevazilaženju te teškoće od velike pomoći bila nam je prezentacija rezultata sa jezičkim vrednostima koje smo odredili za sve rezultate za koje ne postoje posebni zahtevi i kao srednju održavaju vrednost iz prethodnih perioda sa oznakom dobro.)
MATCH@M:(A general conclusion is that in the project planning we have underestimated the elements affecting the scope of work and the duration of the project, and to a large extent.===>Generalna konstatacija jeste da smo u planiranju projekta elemente koji utiču na obim rada i trajanje projekta krepko potcenili.)
MATCH@E:(A general conclusion is that in the project planning we have underestimated the elements affecting the scope of work and the duration of the project, and to a large extent.===>Generalna konstatacija jeste da smo u planiranju projekta elemente koji utiču na obim rada i trajanje projekta krepko potcenili.)
MATCH@M:(In the work in this field, the research work overlaps with the applicative development of the solution.===>U radu na predstavljenom području istraživački rad prepliće se sa aplikativnim razvojem rešenja.)
MATCH@E:(In the work in this field, the research work overlaps with the applicative development of the solution.===>U radu na predstavljenom području istraživački rad prepliće se sa aplikativnim razvojem rešenja.)
MATCH@M:(Hence, in conclusion, we invite all the researchers engaged in similar matter and planning similar projects to collaborate.===>Stoga za kraj pozivamo na saradnju sve istraživače koji se bavite sličnim problemima i planirate slične projekte.)
MATCH@E:(Hence, in conclusion, we invite all the researchers engaged in similar matter and planning similar projects to collaborate.===>Stoga za kraj pozivamo na saradnju sve istraživače koji se bavite sličnim problemima i planirate slične projekte.)
MATCH@M:(The issue of social responsibility for information systems (IS) becomes more and more important.===>Pitanje društvene odgovornosti za informacione sisteme (IS) postaje sve značajnije.)
MATCH@E:(September 2008, Belgrade, Serbia The issue of social responsibility for information systems (IS) becomes more and more important.===>Septembar 2008, Beograd, Srbija Pitanje društvene odgovornosti za informacione sisteme (IS) postaje sve značajnije.)
MATCH@M:(However, it is not easy to determine what a socially responsible IS development is and which responsibilities for IS should be delegated and to whom.===>Međutim, nije lako utvrditi šta se smatra društveno odgovornim razvojem IS niti koje odgovornosti za IS i kome treba pripisati.)
MATCH@E:(However, it is not easy to determine what a socially responsible IS development is and which responsibilities for IS should be delegated and to whom.===>Međutim, nije lako utvrditi šta se smatra društveno odgovornim razvojem IS niti koje odgovornosti za IS i kome treba pripisati.)
MATCH@M:(Different views on IS nature and on their roles in organizations and society are the basis for different delegation of responsibility for IS.===>Različita gledišta o prirodi i ulozi IS u organizacijama i društvu predstavljaju osnovu za različita pripisivanja odgovornosti za IS.)
MATCH@E:(Different views on IS nature and on their roles in organizations and society are the basis for different delegation of responsibility for IS.===>Različita gledišta o prirodi i ulozi IS u organizacijama i društvu predstavljaju osnovu za različita pripisivanja odgovornosti za IS.)
MATCH@M:(Besides,a permanent improvement of information technology, permanent changes in organizations and society and an increasing IS connectivity make IS development and the problem of ascription of social responsibility for IS ever harder.===>Osim toga, stalno unapređivanje informacionih tehnologija, stalne promene organizacija i društva i sve veća povezanost IS otežavaju razvoj IS i problem pripisivanja odgovornosti za IS.)
MATCH@E:(Besides,a permanent improvement of information technology, permanent changes in organizations and society and an increasing IS connectivity make IS development and the problem of ascription of social responsibility for IS ever harder.===>Osim toga, stalno unapređivanje informacionih tehnologija, stalne promene organizacija i društva i sve veća povezanost IS otežavaju razvoj IS i problem pripisivanja odgovornosti za IS.)
MATCH@M:(Understanding of IS development issues can be seen as a condition and as an object of social responsibility for IS.===>Razumevanje problematike razvoja IS može da se posmatra kao uslov i kao predmet društvene odgovornosti za IS.)
MATCH@E:(Understanding of IS development issues can be seen as a condition and as an object of social responsibility for IS.===>Razumevanje problematike razvoja IS može da se posmatra kao uslov i kao predmet društvene odgovornosti za IS.)
MATCH@M:(This paper points out that aa socially responsible IS development requires an understanding of IS development issues and delegation of responsibility for building that understanding.===>U ovom radu ukazuje se da je za društveno odgovoran razvoj IS potrebno razumevanje problema razvoja IS, kao i utvrđivanje odgovornosti za izgradnju tog razumevanja.)
MATCH@E:(This paper points out that aa socially responsible IS development requires an understanding of IS development issues and delegation of responsibility for building that understanding.===>U ovom radu ukazuje se da je za društveno odgovoran razvoj IS potrebno razumevanje problema razvoja IS, kao i utvrđivanje odgovornosti za izgradnju tog razumevanja.)
MATCH@M:(The issues of a socialyz responsible IS development are illustrated on the case of the water information system (WIS) development in Serbia.===>Problematika razvoja IS sa aspekta društvene odgovornosti osvetljena je na primeru razvoja vodoprivrednog informacionog sistema (VIS) u Srbiji.)
MATCH@E:(The issues of a socialyz responsible IS development are illustrated on the case of the water information system (WIS) development in Serbia.===>Problematika razvoja IS sa aspekta društvene odgovornosti osvetljena je na primeru razvoja vodoprivrednog informacionog sistema (VIS) u Srbiji.)
MATCH@M:(The paper is a contribution to an understanding of IS and information society development issues in Serbia and in that way it is a contribution to a socially responsible development of IS and information society.===>Rad predstavlja doprinos razumevanju problematike razvoja IS i informacionog društva u Srbiji, a samim tim i doprinos njihovom društveno odgovornom razvoju.)
MATCH@E:(The paper is a contribution to an understanding of IS and information society development issues in Serbia and in that way it is a contribution to a socially responsible development of IS and information society. ~~~ 1.===>Rad predstavlja doprinos razumevanju problematike razvoja IS i informacionog društva u Srbiji, a samim tim i doprinos njihovom društveno odgovornom razvoju. 1.)
MATCH@M:(Their development gives rise to numerous ethical issues as well.===>Njihov razvoj donosi i brojne etičke probleme.)
MATCH@E:(Their development gives rise to numerous ethical issues as well.===>Njihov razvoj donosi i brojne etičke probleme.)
MATCH@M:(The number and the critical importance of the ethical issues in the information technologies (IT) development, which is the basis of modern IS have led to establishing a specific research area - computer ethics.===>Broj i ozbiljnost etičkih problema razvoja informacionih tehnologija (IT), na kojima se zasnivaju savremeni IS, doveli su do uspostavljanja posebne istraživačke oblasti - računarske etike.)
MATCH@E:(The number and the critical importance of the ethical issues in the information technologies (IT) development, which is the basis of modern IS have led to establishing a specific research area - computer ethics.===>Broj i ozbiljnost etičkih problema razvoja informacionih tehnologija (IT), na kojima se zasnivaju savremeni IS, doveli su do uspostavljanja posebne istraživačke oblasti - računarske etike.)
MATCH@M:(The computer ethics issues are frequently approached with a presumption that IT are ethically neutral tools and that ethical problems result solely from a wrong use or a misuse of IT.===>Problemima računarske etike često se pristupa sa pretpostavkom da su IT etički neutralan alat i da etički problemi nastaju samo pogrešnim korišćenjem ili zloupotrebom IT.)
MATCH@E:(The computer ethics issues are frequently approached with a presumption that IT are ethically neutral tools and that ethical problems result solely from a wrong use or a misuse of IT.===>Problemima računarske etike često se pristupa sa pretpostavkom da su IT etički neutralan alat i da etički problemi nastaju samo pogrešnim korišćenjem ili zloupotrebom IT.)
MATCH@M:(Since in Serbia, despite all the attempts, the IS important for the functioning of the country and its citizens, supposed to be part of the national information infrastructure, i.e., the basics of information society, and recognized as such a decade back, have not yet been developed, it is of critical importance that social responsibility for IS in Serbia should be established.===>S obzirom da u Srbiji, i pored učinjenih pokušaja, nisu razvijeni IS značajni za funkcionisanje zemlje i njene građane, koji bi trebalo da budu deo nacionalne infor-macione infrastrukture tj. osnove informacionog društva, a koji su kao takvi prepoznati još pre desetak godina, veoma je značajno uspostaviti društvenu odgovornost za IS u Srbiji.)
MATCH@E:(Since in Serbia, despite all the attempts, the IS important for the functioning of the country and its citizens, supposed to be part of the national information infrastructure, i.e., the basics of information society, and recognized as such a decade back, have not yet been developed, it is of critical importance that social responsibility for IS in Serbia should be established.===>S obzirom da u Srbiji, i pored učinjenih pokušaja, nisu razvijeni IS značajni za funkcionisanje zemlje i njene građane, koji bi trebalo da budu deo nacionalne informacione infrastrukture tj. osnove informacionog društva, a koji su kao takvi prepoznati još pre desetak godina, veoma je značajno uspostaviti društvenu odgovornost za IS u Srbiji.)
MATCH@M:(For purposes of an easier understanding of the paper, in the following section we offer a short survey of concepts related to responsibility, as well as of problems of responsibility assigning ([Greska: izvor podataka nije nalen], [4], [5], [6]).===>U ovoj sekciji, u cilju lakšeg razumevanja rada, dat je kratak prikaz pojmova vezanih za odgovornost, kao i problema pripisivanja odgovornosti ([2], [4], [5], [6]).)
MATCH@E:(The meaning of social Responsibility for IS - points At issue For purposes of an easier understanding of the paper, in the following section we offer a short survey of concepts related to responsibility, as well as of problems of responsibility assigning (ŠGreška: izvor podataka nije nađenË, Š4Ë, Š5Ë, Š6Ë).===>Značenje društvene odgovornosti za IS sporna pitanja U ovoj sekciji, u cilju lakšeg razumevanja rada, dat je kratak prikaz pojmova vezanih za odgovornost, kao i problema pripisivanja odgovornosti (Š2Ë, Š4Ë, Š5Ë, Š6Ë).)
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BAD_LINE_M:For purposes of an easier understanding of the paper, in the following section we offer a short survey of concepts related to responsibility, as well as of problems of responsibility assigning ([Greska: izvor podataka nije nalen], [4], [5], [6]).
BAD_LINE_M:U ovoj sekciji, u cilju lakšeg razumevanja rada, dat je kratak prikaz pojmova vezanih za odgovornost, kao i problema pripisivanja odgovornosti ([2], [4], [5], [6]).
BAD_LINE_E:The meaning of social Responsibility for IS - points At issue For purposes of an easier understanding of the paper, in the following section we offer a short survey of concepts related to responsibility, as well as of problems of responsibility assigning (ŠGreška: izvor podataka nije nađenË, Š4Ë, Š5Ë, Š6Ë).
BAD_LINE_E:Značenje društvene odgovornosti za IS sporna pitanja U ovoj sekciji, u cilju lakšeg razumevanja rada, dat je kratak prikaz pojmova vezanih za odgovornost, kao i problema pripisivanja odgovornosti (Š2Ë, Š4Ë, Š5Ë, Š6Ë).
MATCH@M:(In a most general sense, responsibility means the relationship between two parties.===>Odgovornost, u najopštijem smislu, označava odnos između dve strane.)
MATCH@E:(The concept of responsibility In a most general sense, responsibility means the relationship between two parties.===>Pojam odgovornost Odgovornost, u najopštijem smislu, označava odnos između dve strane.)
MATCH@M:(By its acting or its failing to act, one party affects the welfare of the other party and hence has to (should) answer for its conduct.===>Jedna strana svojim delovanjem ili nedelovanjem utiče na dobrobit druge strane i zbog toga (treba da) odgovara za svoje ponašanje.)
MATCH@E:(By its acting or its failing to act, one party affects the welfare of the other party and hence has to (should) answer for its conduct.===>Jedna strana svojim delovanjem ili nedelovanjem utiče na dobrobit druge strane i zbog toga (treba da) odgovara za svoje ponašanje.)
MATCH@M:(Social responsibility means the responsibility towards the society.===>Društvena odgovornost predstavlja odgovornost prema društvu.)
MATCH@E:(Social responsibility means the responsibility towards the society.===>Društvena odgovornost predstavlja odgovornost prema društvu.)
MATCH@M:(It is not an objective in itself, but a means to change the behaviour of people in order that a desired condition of the society be established - a "good life" for all.===>Ona nije cilj po sebi već sredstvo za promenu ponašanja ljudi u cilju formiranja poželjnog stanja u društvu - "dobrog života" za sve.)
MATCH@E:(It is not an objective in itself, but a means to change the behaviour of people in order that a desired condition of the society be established - a good life for all.===>Ona nije cilj po sebi već sredstvo za promenu ponašanja ljudi u cilju formiranja poželjnog stanja u društvu dobrog života za sve.)
MATCH@M:(There are various dimensions and conditions of responsibility.===>Razlikuju se dimenzije i uslovi odgovornosti.)
MATCH@E:(There are various dimensions and conditions of responsibility.===>Da bi se eliminisalo to neodgovorno i neetičko Razlikuju se dimenzije i uslovi odgovornosti.)
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BAD_LINE_M:There are various dimensions and conditions of responsibility.
BAD_LINE_M:Razlikuju se dimenzije i uslovi odgovornosti.
BAD_LINE_E:There are various dimensions and conditions of responsibility.
BAD_LINE_E:Da bi se eliminisalo to neodgovorno i neetičko Razlikuju se dimenzije i uslovi odgovornosti.
MATCH@M:(The dimensions of responsibility are: the subject, the object and the authority of responsibility.===>Dimenzije odgovornosti su: subjekat, predmet i autoritet odgovornosti.)
MATCH@E:(The dimensions of responsibility are: the subject, the object and the authority of responsibility.===>Dimenzije odgovornosti su: subjekat, predmet i autoritet odgovornosti.)
MATCH@M:(The subject of responsibility denotes the one who is responsible, whereas the object denotes what is the subject responsible for.===>Subjekat odgovornosti označava ko je odgovoran, a predmet odgovornosti za šta je subjekat odgovoran.)
MATCH@E:(The subject of responsibility denotes the one who is responsible, whereas the object denotes what is the subject responsible for.===>Subjekat odgovornosti označava ko je odgovoran, a predmet odgovornosti za šta je subjekat odgovoran.)
MATCH@M:(In other words, the responsibility for an object of responsibility is delegated to the subject of responsibility.===>Drugim rečima, odgovornost za neki predmetodgovornosti pripisuje se subjektu odgovornosti.)
MATCH@E:(In other words, the responsibility for an object of responsibility is delegated to the subject of responsibility.===>Drugim rečima, odgovornost za neki predmet odgovornosti pripisuje se subjektu odgovornosti.)
MATCH@M:(The objective of delegating responsibility cannot be achieved without the authority of responsibility - an individual or an institution in charge of the rules and the validity of delegating a certain responsibility, nor can it be achieved without the support provided to a socially responsible behaviour.===>Cilj pripisivanja odgovornosti ne može da se ostvari bez autoriteta odgovornosti - osobe ili institucije koja brine o pravilima i valjanosti pripisivanja određene odgovornosti, kao i podršci društveno odgovornom ponašanju.)
MATCH@E:(The objective of delegating responsibility cannot be achieved without the authority of responsibility - an individual or an institution in charge of the rules and the validity of delegating a certain responsibility, nor can it be achieved without the support provided to a socially responsible behaviour.===>Cilj pripisivanja odgovornosti ne može da se ostvari bez autoriteta odgovornosti - osobe ili institucije koja brine o pravilima i valjanosti pripisivanja određene odgovornosti, kao i podršci društveno odgovornom ponašanju.)
MATCH@M:(Responsibility can be delegated only if certain conditions are fulfilled - if there is a causality as well as the awareness of the causality, the freedom of will and choice, the power to act and certain personal qualities of the subject.===>Odgovornost može da se pripiše samo ako su zadovoljeni određeni uslovi - ako postoji uzročnost i svest o njoj, sloboda volje i izbora, moć delovanja i određena lična svojstva subjekta.)
MATCH@E:(Responsibility can be delegated only if certain conditions are fulfilled - if there is a causality as well as the awareness of the causality, the freedom of will and choice, the power to act and certain personal qualities of the subject.===>Odgovornost može da se pripiše samo ako su zadovoljeni određeni uslovi ako postoji uzročnost i svest o njoj, sloboda volje i izbora, moć delovanja i određena lična svojstva subjekta.)
MATCH@M:(In order that responsibility be delegated to the subject, there must exist a cause-effect relation between the subject and the object of responsibility.===>Da bi se odgovornost pripisala subjektu, mora da postoji uzročna veza između njega i predmeta odgovornosti.)
MATCH@E:(In order that responsibility be delegated to the subject, there must exist a cause-effect relation between the subject and the object of responsibility.===>Da bi se odgovornost pripisala subjektu, mora da postoji uzročna veza između njega i predmeta odgovornosti.)
MATCH@M:(The subject has to be aware that his behaviour may have an effect upon the object of responsibility.===>Subjekat mora da bude svestan da svojim ponašanjem može da utiče na predmet odgovornosti.)
MATCH@E:(The subject has to be aware that his behaviour may have an effect upon the object of responsibility.===>Subjekat mora da bude svestan da svojim ponašanjem može da utiče na predmet odgovornosti.)
MATCH@M:(The subject of responsibility, furthermore, has to be capable of behaving in a responsible manner -he/she/it must have the freedom of will, the freedom of choice and the opportunity to act, as well as the power of controlling what he is responsible for.===>Subjekat odgovornosti, dalje, mora da bude u stanju da se odgovorno ponaša - on mora da ima slobodu volje, slobodu izbora i mogućnost delovanja, kao i moć da upravlja onim za šta je odgovoran.)
MATCH@E:(The subject of responsibility, furthermore, has to be capable of behaving in a responsible manner -he/she/it must have the freedom of will, the freedom of choice and the opportunity to act, as well as the power of controlling what he is responsible for.===>Subjekat odgovornosti, dalje, mora da bude u stanju da se odgovorno ponaša on mora da ima slobodu volje, slobodu izbora i mogućnost delovanja, kao i moć da upravlja onim za šta je odgovoran.)
MATCH@M:(The greater the subject's power, the greater his/its responsibility.===>Odgovornost subjekta raste sa povećanjem njegove moći.)
MATCH@E:(The greater the subject's power, the greater his/its responsibility.===>Odgovornost subjekta raste sa povećanjem njegove moći.)
MATCH@M:(The subject can be responsible only if he/it has certain qualities.===>Subjekat može da bude odgovoran samo ako posedu-je određena svojstva.)
MATCH@E:(The subject can be responsible only if he/it has certain qualities.===>Subjekat može da bude odgovoran samo ako poseduje određena svojstva.)
MATCH@M:(Emotions are an important precondition of responsibility, since a person without feelings for others and without self-respect cannot be a responsible member of a society.===>Posedovanje emocija je važan uslov odgovornosti jer odgovoran član društva ne može da bude osoba bez osećaja za druge i bez poštovanja same sebe.)
MATCH@E:(Emotions are an important precondition of responsibility, since a person without feelings for others and without self-respect cannot be a responsible member of a society.===>Posedovanje emocija je važan uslov odgovornosti jer odgovoran član društva ne može da bude osoba bez osećaja za druge i bez poštovanja same sebe.)
MATCH@M:(Also important in delegating responsibility are the nature of the subject's intention and the extent of that intention, as well as the subject's knowledge of how to anticipate the outcomes of his own behaviour.===>Za pripisivanje odgovornosti bitna je i priroda namere subjekta i stepen te namere, kao i znanje subjekta da predvidi ishod sopstvenog ponašanja.)
MATCH@E:(Also important in delegating responsibility are the nature of the subject's intention and the extent of that intention, as well as the subject's knowledge of how to anticipate the outcomes of his own behaviour.===>Za pripisivanje odgovornosti bitna je i priroda namere subjekta i stepen te namere, kao i znanje subjekta da predvidi ishod sopstvenog ponašanja.)
MATCH@M:(Hence a socially responsible subject should be capable of learning.===>Zbog toga društveno odgovoran subjekat treba da ima sposobnost učenja.)
MATCH@E:(Hence a socially responsible subject should be capable of learning.===>Zbog toga društveno odgovoran subjekat treba da ima sposobnost učenja.)
MATCH@M:(He has to observe the events and behaviours in his environment, learn from errors and change his behaviour in accordance with the understanding he achieved.===>On mora da opaža događaje i ponašanja u sopstvenom okruženju, uči iz grešaka i me-nja ponašanje u skladu sa izgrađenim razumevanjem.)
MATCH@E:(He has to observe the events and behaviours in his environment, learn from errors and change his behaviour in accordance with the understanding he achieved.===>On mora da opaža događaje i ponašanja u sopstvenom okruženju, uči iz grešaka i menja ponašanje u skladu sa izgrađenim razumevanjem. 2.)
MATCH@M:(The problems in responsibility delegating are those related to identifying the subjct and the object of responsibility.===>Problemi pripisivanja odgovornosti su problemi vezani za utvrđivanje subjekta i predmeta odgovornosti, kao i praćenja odgovornog ponašanja.)
MATCH@E:(2.2. ~~~ The problems in responsibility delegation The problems in responsibility delegating are those related to identifying the subjct and the object of responsibility.===>Problemi pripisivanja odgovornosti Problemi pripisivanja odgovornosti su problemi vezani za utvrđivanje subjekta i predmeta odgovornosti, kao i praćenja odgovornog ponašanja.)
MATCH@M:(The problems of identifying the subject of responsibility arise mainly due to the subject's failure to fulfill the conditions of responsibility.===>Problemi utvrđivanja subjekta odgovornosti nastaju uglavnom zbog nemogućnosti subjekta da zadovolji uslove odgovornosti.)
MATCH@E:(The problems of identifying the subject of responsi bility arise mainly due to the subject's failure to fulfill the conditions of responsibility.===>Problemi utvrđivanja subjekta odgovornosti nastaju uglavnom zbog nemogućnosti subjekta da zadovolji uslove odgovornosti.)
MATCH@M:(Earlier, the responsibility used to be delegated to an individual, as it was thought that only man, as an ethical being, feels he has to answer for his behaviour.===>Ranije je odgovornost pripisivana pojedincu jer se smatralo da jedino čovek, kao moralno biće, ima ose-ćaj potrebe da odgovara za svoje ponašanje.)
MATCH@E:(Earlier, the responsibility used to be delegated to an individual, as it was thought that only man, as an ethical being, feels he has to answer for his behaviour.===>Ranije je odgovornost pripisivana pojedincu jer se smatralo da jedino čovek, kao moralno biće, ima osećaj potrebe da odgovara za svoje ponašanje.)
MATCH@M:(Due to the conditions of an increasing complexity and interrelations, the individual has no knowledge of the cause-effect chain between himself and the object of responsibility, nor does he have the power to control the flow of events in this chain.===>Međutim, u savremenom svetu pojedinac često ne može da ispuni sve uslove odgovornosti. Zbog sve veće složenosti i međusobne povezanosti, pojedinac nema znanja o lancu uzročnih veza između njega i predmeta odgovornosti, kao ni moć da upravlja dešavanjima u tom lancu.)
MATCH@E:(Due to the conditions of an increasing complexity and interrelations, the individual has no knowledge of the cause-effect chain between himself and the object of responsibility, nor does he have the power to control the flow of events in this chain.===>Međutim, u savremenom svetu pojedinac često ne može da ispuni sve uslove odgovornosti. ~~~ Zbog sve veće složenosti i međusobne povezanosti, pojedinac nema znanja o lancu uzročnih veza između njega i predmeta odgovornosti, kao ni moć da upravlja dešavanjima u tom lancu.)
MATCH@M:(In recent years, the social responsibility of organizations has been increasingly debated.===>U novije vreme sve više se govori o društvenoj odgovornosti organizacija.)
MATCH@E:(In recent years, the social responsibility of organizations has been increasingly debated.===>U novije vreme sve više se govori o društvenoj odgovornosti organizacija.)
MATCH@M:(In many cases the organizations fulfill their responsibilities more efficiently compared to the individuals.===>Organizacije u mnogim slučajevima ispunjavaju uslove odgovornosti bolje od pojedinaca.)
MATCH@E:(In many cases the organizations fulfill their responsibilities more efficiently compared to the individuals.===>Organizacije u mnogim slučajevima ispunjavaju uslove odgovornosti bolje od pojedinaca.)
MATCH@M:(Compared to an individual, the organization has generally more power, it can develop a greater capability of perception, of learning and of making relevant decisions.===>Organizacija, u poređenju sa pojedincem, uglavnom ima veću moć, može da izgradi veću sposobnost opažanja i učenja i donošenja relevantnih odluka.)
MATCH@E:(Compared to an individual, the organization has generally more power, it can develop a greater capability of perception, of learning and of making relevant decisions.===>Organizacija, u poređenju sa pojedincem, uglavnom ima veću moć, može da izgradi veću sposobnost opažanja i učenja i donošenja relevantnih odluka.)
MATCH@M:(Besides, organization generally lives longer than an individual. The organizational acceptance of responsibility, that is, group responsibility raised the issue of the opportunity for the responsibility of other, not so well-organized groups.===>Osim toga, organizacija obično duže živi od pojedinca.Prihvatanje odgovornosti organizacija tj. grupne odgovornosti otvorilo je pitanje mogućnosti odgovornosti drugih, manje organizovanih grupa.)
MATCH@E:(The organizational acceptance of responsibility, that is, group responsibility raised the issue of the opportunity for the responsibility of other, not so well-organized groups.===>Prihvatanje odgovornosti organizacija tj. grupne odgovornosti otvorilo je pitanje mogućnosti odgovornosti drugih, manje organizovanih grupa.)
MATCH@M:(The basic points of issue of group responsibility are the group member's responsibility (whether it is only the group that is responsible or its member, too) and the relationship between the member's responsibility and the responsibility of the group (whether the group responsibility is greater than the sum of responsibilities of its members).===>Osnovna sporna pitanja grupne odgovornosti su odgovornost člana grupe (da li je odgovorna samo grupa ili i njen član) i odnos odgovornosti člana i odgovornosti grupe (da li je odgovornost grupe veća od sume odgovornosti njenih članova).)
MATCH@E:(The basic points of issue of group responsibility are the group member's responsibility (whether it is only the group that is responsible or its member, too) and the relationship between the member's responsibility and the responsibility of the group (whether the group responsibility is greater than the sum of responsibilities of its members).===>Osnovna sporna pitanja grupne odgovornosti su odgovornost člana grupe (da li je odgovorna samo grupa ili i njen član) i odnos odgovornosti člana i odgovornosti grupe (da li je odgovornost grupe veća od sume odgovornosti njenih članova).)
MATCH@M:(Besides, a serious problem of group responsibility is delegating responsibility for an activity with cumulative effects (effects evolving from a longer period of duration of the activity) since it is very difficult, if not impossible, to specify causality relations for such an activity.===>Osim toga, velik problem grupne odgovornosti je pripisivanje odgovornosti za akciju sa kumulativnim efektima (efektima koji nastaju u dužem periodu obavljanja aktivnosti) jer je za takvu akciju veoma teško ili nemoguće utvrditi uzročne veze.)
MATCH@E:(Besides, a serious problem of group responsibility is delegating responsibility for an activity with cumulative effects (effects evolving from a longer period of duration of the activity) since it is very difficult, if not impossible, to specify causality relations for such an activity.===>Osim toga, velik problem grupne odgovornosti je pripisivanje odgovornosti za akciju sa kumulativnim efektima (efektima koji nastaju u dužem periodu obavljanja aktivnosti) jer je za takvu akciju veoma teško ili nemoguće utvrditi uzročne veze.)
MATCH@M:(Another problem of specifying the subject of responsibility is the problem of indirect responsibility.===>U probleme utvrđivanja subjekta odgovornosti ubraja se i problem indirektne odgovornosti.)
MATCH@E:(Another problem of specifying the subject of responsibility is the problem of indirect responsibility.===>U probleme utvrđivanja subjekta odgovornosti ubraja se i problem indirektne odgovornosti.)
MATCH@M:(The subject is indirectly responsible if he has an indirect impact upon the object of responsibility, e.g., if he tries to change the behaviour of other subjects of responsibility in order to avoid or diminish the undesirable outcome of their actions.===>Indirektno odgovoran je subjekat koji može da utiče na predmet odgovornosti indirektno, npr. pokušajem promene ponašanja drugih subjekata odgovornosti, u cilju izbegava-nja ili umanjenja nepoželjnog ishoda njihovih akcija.)
MATCH@E:(The subject is indirectly responsible if he has an indirect impact upon the object of responsibility, e.g., if he tries to change the behaviour of other subjects of responsibility in order to avoid or diminish the undesirable outcome of their actions.===>Indirektno odgovoran je subjekat koji može da utiče na predmet odgovornosti indirektno, npr. pokušajem promene ponašanja drugih subjekata odgovornosti, u cilju izbegavanja ili umanjenja nepoželjnog ishoda njihovih akcija.)
MATCH@M:(For example, indirectly responsible is the consultant who did not inform the decision makers on the possible adverse consequences of their decision.===>Na primer, indirektno odgovoran mogao bi da bude konsultant koji nije informisao donosioce odluka o mogućim nepoželjnim posledicama njihove odluke.)
MATCH@E:(For example, indirectly responsible is the consultant who did not inform the decision makers on the possible adverse consequences of their decision.===>Na primer, indirektno odgovoran mogao bi da bude konsultant koji nije informisao donosioce odluka o mogućim nepoželjnim posledicama njihove odluke.)
MATCH@M:(The points of issue in defining the subject of responsibility are the following: which type of behaviour and which types of outcomes of the subject's behaviour the responsibility should be delegated for.===>Sporna pitanja utvđivanja predmeta odgovornosti su: za koju vrstu ponašanja i za koje vrste ishoda ponašanja subjekta treba pripisivati odgovornost.)
MATCH@E:(The points of issue in defining the subject of responsibility are the following: which type of behaviour and which types of outcomes of the subject's behaviour the responsibility should be delegated for.===>Sporna pitanja utvđivanja predmeta odgovornosti su: za koju vrstu ponašanja i za koje vrste ishoda ponašanja subjekta treba pripisivati odgovornost.)
MATCH@M:(Responsibility is usually delegated for actions, however, there are some who claim that responsibility should be delegated for failing to act as well.===>Odgovornost se obično pripisuje za akcije, ali smatra se da bi odgovornost trebalo pripisivati i za nedelovanje.)
MATCH@E:(Responsibility is usually delegated for actions, however, there are some who claim that responsibility should be delegated for failing to act as well.===>Odgovornost se obično pripisuje za akcije, ali smatra se da bi odgovornost trebalo pripisivati i za nedelovanje.)
MATCH@M:(Responsibility is usually delegated for planned outcomes.===>Odgovornost se obično pripisuje za planirane ishode.)
MATCH@E:(Responsibility is usually delegated for planned outcomes.===>Odgovornost se obično pripisuje za planirane ishode.)
MATCH@M:(A point of issue, though, is whether the object of responsibility includes the consequences that were not planned, and under which conditions this can be done.===>Sporno je, međutim, pitanje da li su i neplanirane po-sledice i pod kojim uslovima predmet odgovornosti.)
MATCH@E:(A point of issue, though, is whether the object of responsibility includes the consequences that were not planned, and under which condi tions this can be done.===>Sporno je, međutim, pitanje da li su i neplanirane posledice i pod kojim uslovima predmet odgovornosti.)
MATCH@M:(Similarly, a point of issue is whether cumulative effects can be taken as the object of responsibility.===>Slično, sporno pitanje je i da li su kumulativni efekti predmet odgovornosti.)
MATCH@E:(Similarly, a point of issue is whether cumulative effects can be taken as the object of responsibility.===>Slično, sporno pitanje je i da li su kumulativni efekti predmet odgovornosti.)
MATCH@M:(The object of responsibility can also be the ability to be the subject of responsibility.===>Predmet odgovornosti može da bude i sposobnost da se bude subjekat odgovornosti.)
MATCH@E:(The object of responsibility can also be the ability to be the subject of responsibility.===>Predmet odgovornosti može da bude i sposobnost da se bude subjekat odgovornosti.)
MATCH@M:(Given that education plays a vitally important role in ensuring the development of responsible subjects of a society, raising a responsible subject can be viewed as the object of group responsibility, even the responsibility of the society as a whole.===>S obzirom da obrazovanje ima jako važnu ulogu u omogućavanju razvoja odgovornih subjekata društva, formiranje odgovornog subjekta može da se posmatra kao predmet grupne odgovornosti, čak i odgovornosti čitavog društva.)
MATCH@E:(Given that education plays a vitally important role in ensuring the development of responsible subjects of a society, raising a responsible subject can be viewed as the object of group responsibility, even the responsibility of the society as a whole.===>S obzirom da obrazovanje ima jako važnu ulogu u omogućavanju razvoja odgovornih subjekata društva, formiranje odgovornog subjekta može da se posmatra kao predmet grupne odgovornosti, čak i odgovornosti čitavog društva.)
MATCH@M:(Besides, the very subject of a certain responsibility can be deemed responsible for the development of his own capabilities as the subject of responsibility, e.g., for permanent training in order that should be capable of accomplishing the tasks delegated to him by the society.===>Osim toga, i sam subjekat neke odgovornosti može da bude odgovoran za razvoj sopstvene sposobnosti kao subjekta odgovornosti, npr. za stalno obrazovanje u cilju obavljanja poverenih uloga u društvu.)
MATCH@E:(Besides, the very subject of a certain responsibility can be deemed responsible for the development of his own capabilities as the subject of responsibility, e.g., for permanent training in order that should be capable of accomplishing the tasks delegated to him by the society.===>Osim toga, i sam subjekat neke odgovornosti može da bude odgovoran za razvoj sopstvene sposobnosti kao subjekta odgovornosti, npr. za stalno obrazovanje u cilju obavljanja poverenih uloga u društvu.)
MATCH@M:(The problems related to the authority of responsibility are also numerous.===>Problemi koji se odnose na autoritet odgovornosti ta-kođe su brojni.)
MATCH@E:(The problems related to the authority of responsibility are also numerous.===>Problemi koji se odnose na autoritet odgovornosti takođe su brojni.)
MATCH@M:(The authority of responsibility should accept to take care of responsibility.===>Autoritet odgovornosti treba da prihvati da brine o odgovornosti.)
MATCH@E:(The authority of responsibility should accept to take care of responsibility.===>Autoritet odgovornosti treba da prihvati da brine o odgovornosti.)
MATCH@M:(He has to have the power of improving responsibility.===>On mora da ima moć da unapređuje odgovornost.)
MATCH@E:(He has to have the power of improving responsibility.===>On mora da ima moć da unapređuje odgovornost.)
MATCH@M:(In the process of improvement of the socially responsible behaviour he is in charge of, the authority of responsibility is faced with the problem of acceptability of universal rules of a socially responsible behaviour.===>U procesu unapređenja društveno odgovornog ponašanja za koje je zadužen, autoritet odgovornosti suočava se sa problemom prihvatljivosti univerzalnih pravila društveno odgovornog ponašanja.)
MATCH@E:(In the process of improvement of the socially responsible behaviour he is in charge of, the authority of responsibility is faced with the problem of acceptability of universal rules of a socially responsible behaviour.===>U procesu unapređenja društveno odgovornog ponašanja za koje je zadužen, autoritet odgovornosti suočava se sa problemom prihvatljivosti univerzalnih pravila društveno odgovornog ponašanja.)
MATCH@M:(One problem of authority is also the problem of the validity of the estimate of responsibility.===>U probleme autoriteta ubraja se i problem valjanosti ocene odgovornosti.)
MATCH@E:(One problem of authority is also the problem of the validity of the estimate of responsibility.===>U probleme autoriteta ubraja se i problem valja nosti ocene odgovornosti.)
MATCH@M:(Responsibility depends on the extent to which the conditions for responsibility are fulfilled, which is interpreted by this authority.===>Odgovornost zavisi od stepe-na zadovoljenja uslova odgovornosti, koji autoritet tumači.)
MATCH@E:(Responsibility depends on the extent to which the conditions for responsibility are fulfilled, which is interpreted by this authority.===>Odgovornost zavisi od stepena zadovoljenja uslova odgovornosti, koji autoritet tumači.)
MATCH@M:(The interpretation of the authority, as an external observer, may differ from the feeling of the subject of responsibility.===>Tumačenje autoriteta, kao spoljašnjeg posmatra-ča, može da se razlikuje od osećaja subjekta odgovornosti.)
MATCH@E:(The interpretation of the authority, as an external observer, may differ from the feeling of the subject of responsibility.===>Tumačenje autoriteta, kao spoljašnjeg posmatrača, može da se razlikuje od osećaja subjekta odgovornosti.)
MATCH@M:(For example, if the authority perceives a larger number of possible actions compared to the subject, his estimate of the freedom of choice will be higher compared to the freedom of choice the subject really felt.===>Na primer, ako autoritet uočava više mogućih akcija nego subjekat, njegova ocena slobode izbora biće veća od slobode izbora koju je subjekat osećao.)
MATCH@E:(For example, if the authority perceives a larger number of possible actions compared to the subject, his estimate of the freedom of choice will be higher compared to the freedom of choice the subject really felt.===>Na primer, ako autoritet uočava više mogućih akcija nego subjekat, njegova ocena slobode izbora biće veća od slobode izbora koju je subjekat osećao.)
MATCH@M:(On the other hand, the subject may feel free to choose the actions, while the authority, who finds it easy to predict his actions, assumes that he has no freedom of choice.===>S druge strane, subjekat može da se oseća slobodnim u izboru akcija, a da autoritet, koji lako predviđa sve njegove akcije, pretpostavlja da on nema slobodu izbora.)
MATCH@E:(On the other hand, the subject may feel free to choose the actions, while the authority, who finds it easy to predict his actions, assumes that he has no freedom of choice. ~~~ 2.3.===>S druge strane, subjekat može da se oseća slobodnim u izboru akcija, a da autoritet, koji lako predviđa sve njegove akcije, pretpostavlja da on nema slobodu izbora. 2.)
MATCH@M:(The problems in delegating responsibility in general are present in the case of delegating responsibility for IS, too.===>Problemi pripisivanja odgovornosti u opštem slučaju postoje i u slučaju pripisivanja odgovornosti za IS.)
MATCH@E:(Responsibility for IS The problems in delegating responsibility in general are present in the case of delegating responsibility for IS, too.===>Odgovornost za IS Problemi pripisivanja odgovornosti u opštem slučaju postoje i u slučaju pripisivanja odgovornosti za IS.)
MATCH@M:(Due to a continual development of IT, the permanent organizational and social change and increasing interrelations between IS, the development of the IS and the problem of delegating responsibility for IS become ever more difficult.===>Zbog stalnog razvoja IT, stalnih promena organizacija i društva i sve veće povezanosti IS, razvoj IS i problem pripisivanja odgovornosti za IS postaju sve teži.)
MATCH@E:(Due to a continual development of IT, the permanent organizational and social change and increasing interrelations between IS, the development of the IS and the problem of delegating responsibility for IS become ever more difficult.===>Zbog stalnog razvoja IT, stalnih promena organizacija i društva i sve veće povezanosti IS, razvoj IS i problem pripisivanja odgovornosti za IS postaju sve teži.)
MATCH@M:(The responsibility for IS is most often delegated to the IS designer/developer, despite the fact that such approach is wrong.===>Odgovornost za IS najčešće se pripisuje projektantu IS mada je davno ukazano na pogrešnost tog pristupa.)
MATCH@E:(The responsibility for IS is most often delegated to the IS designer/developer, despite the fact that such approach is wrong.===>Odgovornost za IS najčešće se pripisuje projektantu IS mada je davno ukazano na pogrešnost tog pristupa.)
MATCH@M:(The director of the organization, who is often found responsible for the work of the organization, cannot be delegated responsibility for IS since he does not fulfill all the conditions of responsibility - he has no necessary knowledge of IS.===>Direktoru organizacije, koji se često smatra odgovornim za rad organizacije, ne može da se pripiše odgovornost za IS jer on ne ispunjava sve uslove odgovornosti - nema potrebna znanja o IS.)
MATCH@E:(The director of the organization, who is often found responsible for the work of the organization, cannot be delegated responsibility for IS since he does not fulfill all the conditions of responsibility - he has no necessary knowledge of IS.===>Direktoru organizacije, koji se često smatra odgovornim za rad organizacije, ne može da se pripiše odgovornost za IS jer on ne ispunjava sve uslove odgovornosti - nema potrebna znanja o IS.)
MATCH@M:(Other individuals, participants in its development, e.g., programmers, hardware experts, system analysts, individuals from the IS user organization that define the requirements for IS can also be deemed responsible for IS.===>Odgovornim za IS mogli bi se smatrati i drugi pojedinci, učesnici u njegovom razvoju, npr. programeri, stručnjaci za hardver, sistem analitičari, pojedinci iz organizacije korisnika IS koji određuju zahteve za IS.)
MATCH@E:(Other individuals, participants in its development, e.g., programmers, hardware experts, system analysts, individuals from the IS user organization that define the requirements for IS can also be deemed responsible for IS.===>Odgovornim za IS mogli bi se smatrati i drugi pojedinci, učesnici u njegovom razvoju, npr. programeri, stručnjaci za hardver, sistem analitičari, pojedinci iz organizacije korisnika IS koji određuju zahteve za IS.)
MATCH@M:(An individual, however, cannot understand all the relations between IS and other systems, be knowledgeable of all the consequences of his decisions, nor does he have the power to control all the events vital in the IS development and operation.===>Međutim, pojedinac ne može da shvati sve veze IS sa drugim sistemima, da ima znanja o svim posledicama svoje odluke, niti moć da upravlja svim događajima bitnim za razvoj i rad IS.)
MATCH@E:(An individual, however, cannot understand all the relations between IS and other systems, be knowledgeable of all the consequences of his decisions, nor does he have the power to control all the events vital in the IS development and operation.===>Međutim, pojedinac ne može da shvati sve veze IS sa drugim sistemima, da ima znanja o svim posledicama svoje odluke, niti moć da upravlja svim događajima bitnim za razvoj i rad IS.)
MATCH@M:(Furthermore, the individual, in the organization in which he is employed, is not always free to take the action he finds desirable.===>Osim toga, pojedinac, u organizaciji u kojoj je zaposlen, nema uvek slobodu da preduzime akciju koju on smatra poželjnom.)
MATCH@E:(Furthermore, the individual, in the organization in which he is employed, is not always free to take the action he finds desirable.===>Osim toga, pojedinac, u organizaciji u kojoj je zaposlen, nema uvek slobodu da preduzime akciju koju on smatra poželjnom.)
MATCH@M:(The individual's freedom of choice and power of action are even smaller when he develops IS for the organization he is not employed in, since the rules of work in the organization and the expectations of its members mean an additional limitation to his activities.===>Sloboda izbora i moć delovanja pojedinca su još manji kada razvija IS za organizaciju u kojoj nije zaposlen jer pravila rada te organizacije i očekivanja njenih članova dodatno ograničavaju njegovo delovanje.)
MATCH@E:(The individual's freedom of choice and power of action are even smaller when he develops IS for the organization he is not employed in, since the rules of work in the organization and the expectations of its members mean an additional limitation to his activities.===>Sloboda izbora i moć delovanja pojedinca su još manji kada razvija IS za organizaciju u kojoj nije zaposlen jer pravila rada te organizacije i očekivanja njenih članova dodatno ograničavaju njegovo delovanje.)
MATCH@M:(Given that technology is often understood as the application of science, the responsibility for IS can be delegated primarily to researchers, and then to the experts in the IT and IS areas.===>S obzirom da se tehnologija često shvata kao primena nauke, odgovornost za IS mogla bi se pripiše najpre istraživačima, a zatim stručnjacima u oblasti IT i IS.)
MATCH@E:(Given that technology is often understood as the application of science, the responsibility for IS can be delegated primarily to researchers, and then to the experts in the IT and IS areas.===>S obzirom da se tehnologija često shvata kao primena nauke, odgovornost za IS mogla bi se pripiše najpre istraživačima, a zatim stručnjacima u oblasti IT i IS.)
MATCH@M:(Due to the fact, however, that human knowledge is limited, the researches cannot be responsible for all the results of their work either.===>Međutim, zbog granica ljudskog znanja, ni istraživači ne mogu da budu odgovorni za sve rezultate sopstvenog rada.)
MATCH@E:(Due to the fact, however, that human knowledge is limited, the researches cannot be responsible for all the results of their work either.===>Međutim, zbog granica ljudskog znanja, ni istraživači ne mogu da budu odgovorni za sve rezultate sopstvenog rada.)
MATCH@M:(Moreover, practice is usually ahead of theory in the IS area - experts invent and develop new practical possibilities, without waiting for the results of respective research.===>Osim toga, u oblasti IS praksa često prethodi teoriji - stručnjaci pronalaze i razvijaju nove praktične mogućnosti ne čekajući rezultate odgovarajućih istraživanja.)
MATCH@E:(Moreover, practice is usually ahead of theory in the IS area - experts invent and develop new practical possibilities, without waiting for the results of respective research.===>Osim toga, u oblasti IS praksa često prethodi teoriji - stručnjaci pronalaze i razvijaju nove praktične mogućnosti ne čekajući rezultate odgovarajućih istraživanja.)
MATCH@M:(In other words, having in mind the nature of modern IS, no individual can fulfill all the conditions of responsibility for the entire IS.===>Drugim rečima, s obzirom na prirodu savremenih IS nijedan pojedinac ne može da zadovolji sve uslove odgovornosti za čitav IS.)
MATCH@E:(In other words, having in mind the nature of modern IS, no individual can fulfill all the conditions of responsibility for the entire IS.===>Drugim rečima, s obzirom na prirodu savremenih IS nijedan pojedinac ne može da zadovolji sve uslove odgovornosti za čitav IS.)
MATCH@M:(The individual can be deemed responsible for only certain aspects of IS.===>Pojedinac bi mogao da se smatra odgovornim samo za neki aspekt IS.)
MATCH@E:(The individual can be deemed responsible for only certain aspects of IS.===>Pojedinac bi mogao da se smatra odgovornim samo za neki aspekt IS.)
MATCH@M:(For example, a software engineer can be responsible for the quality of software, not for the entire IS.===>Na primer, softverski inženjer može da bude odgovoran za kvali-tet softvera, a ne za čitav IS.)
MATCH@E:(For example, a software engineer can be responsible for the quality of software, not for the entire IS.===>Na primer, softverski inženjer može da bude odgovoran za kvalitet softvera, a ne za čitav IS.)
MATCH@M:(Organizational responsibility for IS can be delegated to the organizations engaged in certain activities in the IS area, e.g., in the delivery of services or in software or hardware supply.===>Organizaciona odgovornost za IS mogla bi da se pripi-še organizacijama koje se bave nekom od delatnosti u oblasti IS, npr. pružanjem usluga ili proizvodnjom softvera ili hardvera.)
MATCH@E:(Organizational responsibility for IS can be delegated to the organizations engaged in certain activities in the IS area, e.g., in the delivery of services or in software or hardware supply.===>Organizaciona odgovornost za IS mogla bi da se pripiše organizacijama koje se bave nekom od delatnosti u oblasti IS, npr. pružanjem usluga ili proizvodnjom softvera ili hardvera.)
MATCH@M:(They certainly do have an impact upon the events on the market, can develop an understanding of the IS development and operation on the basis of the acumulated experience, as well as understand the importance and relevance of new IT.===>One svakako utiču na događanja na tržištu, mogu da izgrade razumevanje problema razvoja i rada IS na osnovu stečenog iskustva, kao i da shvate značaj i relevantnost novih IT.)
MATCH@E:(They certainly do have an impact upon the events on the market, can develop an understanding of the IS development and operation on the basis of the acumulated experience, as well as understand the importance and relevance of new IT.===>One svakako utiču na događanja na tržištu, mogu da izgrade razumevanje problema razvoja i rada IS na osnovu stečenog iskustva, kao i da shvate značaj i relevantnost novih IT.)
MATCH@M:(The prospective candidates for the subjects of group responsibility for IS can be various user groups or professional groups interested in IS since they can have an impact upon some aspects of IS.===>Potencijalni kandidati za subjekte grupne odgovornosti za IS mogle bi da budu razne grupe korisnika ili profesionalne grupe za-interesovane za IS jer mogu da utiču na neke aspekte IS.)
MATCH@E:(The prospective candidates for the subjects of group responsibility for IS can be various user groups or professional groups interested in IS since they can have an impact upon some aspects of IS.===>Potencijalni kandidati za subjekte grupne odgovornosti za IS mogle bi da budu razne grupe korisnika ili profesionalne grupe zainteresovane za IS jer mogu da utiču na neke aspekte IS.)
MATCH@M:(The organization for which an IS is developed can also be deemed responsible for IS.===>Odgovornom za IS mogla bi da se smatra i organizacija za koju se razvija IS.)
MATCH@E:(The organization for which an IS is developed can also be deemed responsible for IS.===>Odgovornom za IS mogla bi da se smatra i organizacija za koju se razvija IS.)
MATCH@M:(In order that the problem of delegating responsibility for IS be overcome, a reflective responsibility for IS, e.g., a responsible process of delegating responsibility for IS is proposed.===>U cilju prevazilaženja problema pripisivanja odgovornosti za IS, predlaže se reflektivna odgovornost za IS tj. odgovoran proces pripisivanje odgovornosti za IS.)
MATCH@E:(In order that the problem of delegating responsibility for IS be overcome, a reflective responsibility for IS, e.g., a responsible process of delegating responsibility for IS is proposed.===>U cilju prevazilaženja problema pripisivanja odgovornosti za IS, predlaže se reflektivna odgovornost za IS tj. odgovoran proces pripisivanje odgovornosti za IS.)
MATCH@M:(The reflective responsibility assumes that the process of delegating responsibility itself is open to change, that is, that all the stakeholders should be involved, as well as that problems should be discussed freely and the existing decisions on assigned responsibilities can be changed if necessary.===>Reflektivna odgovornost pretpostavlja da je sam proces pripisivanja odgovornosti otvoren za promenu tj. da treba da se uključe sve zainteresovane strane i da se otvoreno razmatraju problemi i po potrebi menjaju već pripisane odgovornosti.)
MATCH@E:(The reflective responsibility assumes that the process of delegating responsibility it self is open to change, that is, that all the stakeholders should be involved, as well as that problems should be discussed freely and the existing decisions on assigned responsibilities can be changed if necessary.===>Reflektivna odgovornost pretpostavlja da je sam proces pripisivanja odgovornosti otvoren za promenu tj. da treba da se uključe sve zainteresovane strane i da se otvoreno razmatraju problemi i po potrebi menjaju već pripisane odgovornosti.)
MATCH@M:(In other words, reflective responsibility for IS means permanent negotiations of all interested in IS.===>Drugim rečima, reflektiv-na odgovornost za IS znači stalno pregovaranje svih zainteresovanih za IS.)
MATCH@E:(In other words, reflective responsibility for IS means permanent negotiations of all interested in IS.===>Drugim rečima, reflektivna odgovornost za IS znači stalno pregovaranje svih zainteresovanih za IS.)
MATCH@M:(In practice, it looks like a discourse on the current state of affairs and the norms implemented, in which all the interested parties are in a position to express their standpoint.===>Ona u praksi liči na diskurs u kojem se raspravlja o tekućem stanju i normama koje se primenjuju i u kojem sve zainteresovane strane imaju mogućnost da iznesu svoje mišljenje.)
MATCH@E:(In practice, it looks like a discourse on the current state of affairs and the norms implemented, in which all the interested parties are in a position to express their standpoint.===>Ona u praksi liči na diskurs u kojem se raspravlja o tekućem stanju i normama koje se primenjuju i u kojem sve zainteresovane strane imaju mogućnost da iznesu svoje mišljenje.)
MATCH@M:(The discourse starts the moment the responsibility problem is perceived.===>Diskurs započinje kada se uoči problem odgovornosti.)
MATCH@E:(The discourse starts the moment the responsibility problem is perceived.===>Diskurs započinje kada se uoči problem odgovornosti.)
MATCH@M:(The goal of the discourse is the development of a common understanding of cause-effect chains of responsibility and an explicit delegation of responsibility on the basis of so developed understanding, agreed upon by all the parties interested in IS.===>Cilj diskursa je izgradnja zajedničkog razumevanja uzročnih lanaca odgovornosti i eksplicitno pripisivanje odgovornosti na osnovu izgrađenog razumevanja, sa kojima se slažu sve zainteresovane strane za IS.)
MATCH@E:(The goal of the discourse is the development of a common understanding of cause-effect chains of responsibility and an explicit delegation of responsibility on the basis of so developed understanding, agreed upon by all the parties interested in IS.===>Cilj diskursa je izgradnja zajedničkog razumevanja uzročnih lanaca odgovornosti i eksplicitno pripisivanje odgovornosti na osnovu izgrađenog razumevanja, sa kojima se slažu sve zainteresovane strane za IS.)
MATCH@M:(In case new knowledge gained by those interested in IS endanger the agreement reached, a new discourse begins.===>U slučaju da nova saznanja zainteresovanih za IS ugroze postignuto slaganje, započinje se novi diskurs.)
MATCH@E:(In case new knowledge gained by those interested in IS endanger the agreement reached, a new discourse begins.===>U slučaju da nova saznanja zainteresovanih za IS ugroze postignuto slaganje, započinje se novi diskurs. 3.)
MATCH@M:(Since knowledge is one condition of responsiblity, the common understanding of the IS development issues shared by all the IS stakeholders can be regarded as a universal condition of responsibility for IS.===>S obzirom da znanje predstavlja jedan od uslova odgovornosti, zajedničko razumevanje problematike razvoja IS svih zainteresovanih za IS može da se smatra univerzalnim uslovom odgovornosti za IS.)
MATCH@E:(Since knowledge is one condition of responsiblity, the common understanding of the IS development issues shared by all the IS stakeholders can be regarded as a universal condition of responsibility for IS.===>S obzirom da znanje predstavlja jedan od uslova odgovornosti, zajedničko razumevanje problematike razvoja IS svih zainteresovanih za IS može da se smatra univerzalnim uslovom odgovornosti za IS.)
MATCH@M:(The IS area is a new scientific discipline with a plethora of problems to solve.===>Oblast IS je mlada naučna disciplina, sa mnogo problema.)
MATCH@E:(The IS area is a new scientific discipline with a plethora of problems to solve.===>Oblast IS je mlada naučna disciplina, sa mnogo problema.)
MATCH@M:(We have various attitudes as to the nature of IS, the role they play in both the organization and the society, the approach to their development, the roles of individual participants in their development, the factors of their success.===>Postoje različita gledišta o prirodi IS, ulozi koju oni imaju u organizaciji i društvu, pristupu njihovom razvoju, ulogama pojedinih učesnika u njihovom razvoju, faktorima njihovog uspeha.)
MATCH@E:(We have various attitudes as to the nature of IS, the role they play in both the organization and the society, the approach to their development, the roles of individual participants in their development, the factors of their success.===>Postoje različita gledišta o prirodi IS, ulozi koju oni imaju u organizaciji i društvu, pristupu njihovom razvoju, ulogama pojedinih učesnika u njihovom razvoju, faktorima njihovog uspeha.)
MATCH@M:(In dependance of these attitudes, the responsibility for IS is delegated in different ways.===>Različita gledišta vode do različitog pripisivanja odgovornosti za IS.)
MATCH@E:(In dependance of these attitudes, the responsibility for IS is delegated in different ways.===>Različita gledišta vode do različitog pripisivanja odgovornosti za IS.)
MATCH@M:(Information systems are generally regarded as technical systems.===>Informacioni sistemi se često posmatraju kao tehnički sistemi.)
MATCH@E:(Information systems are generally regarded as technical systems.===>Informacioni sistemi se često posmatraju kao tehnički sistemi.)
MATCH@M:(At times they are equalled to IT.===>Ponekad se izjednačavaju sa IT.)
MATCH@E:(At times they are equalled to IT.===>Ponekad se izjednačavaju sa IT.)
MATCH@M:(The problems in the use of IS made researchers conclude that IS are technical systems with social consequences.===>Problemi ko-rišćenja IS doveli su do shvatanja da su IS tehnički sistemi sa društvenim posledicama.)
MATCH@E:(The problems in the use of IS made researchers conclude that IS are technical systems with social consequences.===>Problemi korišćenja IS doveli su do shvatanja da su IS tehnički si stemi sa društvenim posledicama.)
MATCH@M:(The attitude that is increasingly prevailing is, however, that IS are not technical, but social systems.===>Širi se, međutim, gledište da IS nisu tehnički već društveni sistemi.)
MATCH@E:(The attitude that is increasingly prevailing is, however, that IS are not technical, but social systems.===>Širi se, međutim, gledište da IS nisu tehnički već društveni sistemi.)
MATCH@M:(An information system is viewed as a concrete sample of IT in an organization or a society, as a system evolving out of the interactions between IT and the organization, that is, in the interactions among the social, the technical and the knowledge systems.===>Infor-macioni sistem se posmatra kao konkretan primerak IT u organizaciji ili društvu, kao sistem koji nastaje iz interakcija IT i organizacije, odnosno u međusobnim interakcijama društvenog, tehničkog i sistema znanja.)
MATCH@E:(An information system is viewed as a concrete sample of IT in an organization or a society, as a system evolving out of the interactions between IT and the organization, that is, in the interactions among the social, the technical and the knowledge systems.===>Informacioni sistem se posmatra kao konkretan primerak IT u organizaciji ili društvu, kao sistem koji nastaje iz interakcija IT i organizacije, odnosno u međusobnim interakcijama društvenog, tehničkog i sistema znanja.)
MATCH@M:(IS are not merely a tool of a modern organization; they are an information infrastructure, that is, the organization itself ([3], [7], [8]).===>Ukazuje se da IS nisu samo alat savremene organizacije, već informaciona infrastruktura odnosno sama organizacija ([3^ [7^ [8]).)
MATCH@E:(IS are not merely a tool of a modern organization; they are an information infrastructure, that is, the organization itself (Š3Ë, Š7Ë, Š8Ë).===>Ukazuje se da IS nisu samo alat savremene organizacije, već informaciona infrastruktura odnosno sama organizacija (Š3Ë, Š7Ë, Š8Ë).)
MATCH@M:(The modern IS cannot be imagined without IT, however, to understand the issues of IS development and discuss a responsible development of IS, it is necessary that those definitions should be analysed that do not assume that IS is based on IT.===>Mada savremeni IS ne mogu da se zamisle bez IT, u cilju razumevanja problematike razvoja IS i razmatranja odgovornog razvoja IS prikladno je razmotriti definicije koje ne pretpostavljaju da se IS zasniva na IT.)
MATCH@E:(The modern IS cannot be imagined without IT, however, to understand the issues of IS development and discuss a responsible development of IS, it is necessary that those definitions should be analysed that do not assume that IS is based on IT.===>Mada savremeni IS ne mogu da se zamisle bez IT, u cilju razumevanja problematike razvoja IS i razmatranja odgovornog razvoja IS prikladno je razmotriti definicije koje ne pretpostavljaju da se IS zasniva na IT.)
MATCH@M:(These definitions point to certain elements which are usually neglected, due to our infatuation with what modern IT can do.===>Te definicije ukazuju na elemente koji se, zbog opčinjenosti mogućnostima savremenih IT, često zanemaruju.)
MATCH@E:(These definitions point to certain elements which are usually neglected, due to our infatuation with what modern IT can do.===>Te definicije ukazuju na elemente koji se, zbog opčinjenosti mogućnostima savremenih IT, često zanemaruju.)
MATCH@M:(For example, according to one definition, the key IS element is an individual who, in order to solve the problems in an organizational context, needs the files to be presented in the way that corresponds to his/her psychological type ([9]).===>Na primer, prema jednoj od definicija, ključni element IS je osoba kojoj za rešavanje problema u nekom organizacionom kontekstu treba evidencija prikazana na način koji odgovara njenom psihološkom tipu ([9]).)
MATCH@E:(For example, according to one definition, the key IS element is an individual who, in order to solve the problems in an organizational context, needs the files to be presented in the way that corresponds to his/her psychological type (Š9Ë).===>Na primer, prema jednoj od definicija, ključni element IS je osoba kojoj za rešavanje problema u nekom organizacionom kontekstu treba evidencija prikazana na način koji odgovara njenom psihološkom tipu (Š9Ë).)
MATCH@M:(Different attitudes of the nature of IS brought forth the development of different paradigms and approaches to the IS development.===>Različiti pogledi o prirodi IS uzrokovali su razvoj različitih paradigmi i pristupa razvoju IS.)
MATCH@E:(Different attitudes of the nature of IS brought forth the development of different paradigms and approaches to the IS development.===>Različiti pogledi o prirodi IS uzrokovali su razvoj različitih paradigmi i pristupa razvoju IS.)
MATCH@M:(The majority of conventional approaches to the development of IS do not include the tools and the knowledge for working with social processes.===>Većina konvencionalnih pristupa razvoju IS ne obuhvata alate ni znanje za rad sa društvenim procesima.)
MATCH@E:(The majority of conventional approaches to the development of IS do not include the tools and the knowledge for working with social processes.===>Većina konvencionalnih pristupa razvoju IS ne obuhvata alate ni znanje za rad sa društvenim procesima.)
MATCH@M:(The majority of technologies highlights only thechnical and rational issues.===>Većina metodologija ukazuje samo na tehnička ili racionalna pitanja.)
MATCH@E:(The majority of technologies highlights only thechnical and rational issues.===>Većina metodologija ukazuje samo na tehnička ili racionalna pitanja.)
MATCH@M:(The use of the paradigm of natural sciences often results in neglecting the key elements, that is, man and his life.===>Cesto se zbog korišćenja paradigme prirodnih nauka zanemaruju ključni elementi tj. čovek i njegov život.)
MATCH@E:(The use of the paradigm of natural sciences often results in neglecting the key elements, that is, man and his life.===>Često se zbog korišćenja paradigme prirodnih nauka zanemaruju ključni elementi tj. čovek i njegov život.)
MATCH@M:(Man is regarded as a machine, as one of operative components of the system that needs to be tuned, adjusted to IT, not as a human being with a purpose, a will, one to whom IS should serve instead of him being adjusted (serving) to them.===>Covek se posmatra kao mašina, kao jedna od operativnih komponenata sistema koja treba da se podesi, prilagodi IT, a ne kao biće koje ima svrhu, volju, kojem IT treba da služe umesto da se on prilagođava (služi) njima.)
MATCH@E:(Man is regarded as a machine, as one of operative components of the system that needs to be tuned, adjusted to IT, not as a human being with a purpose, a will, one to whom IS should serve instead of him being adjusted (serving) to them.===>Čovek se posmatra kao mašina, kao jedna od operativnih komponenata sistema koja treba da se podesi, prilagodi IT, a ne kao biće koje ima svrhu, volju, kojem IT treba da služe umesto da se on prilagođava (služi) njima.)
MATCH@M:(The designer often develops an IS that corresponds to his own psychological type, not to the psychological type of the IS users.===>Projektant često gradi IS koji odgovara njegovom sopstve-nom psihološkom tipu, a ne psihološkom tipu korisnika IS.)
MATCH@E:(The designer often develops an IS that corresponds to his own psychological type, not to the psychological type of the IS users.===>Projektant često gradi IS koji odgovara njegovom sopstvenom psihološkom tipu, a ne psihološkom tipu korisnika IS.)
MATCH@M:(Such approaches prevent us from understanding the phenomenon of the encounter between the technology and the organization; i.e., understanding that the organization, a host, and the IT, a guest, enter the process of mutual formation ([3], [9], [10], [11], [12]).===>Takvi pristupi ne omogućavaju da se shvati fenomen susreta tehnologije i organizacije tj. da se shvati da organizacija kao domaćin i IT kao gost ulaze u proces uzajamnog formiranja ([3], [9], [10], [11], [12]).)
MATCH@E:(Such approaches prevent us from understanding the phenomenon of the encounter between the technology and the organization; i.e., understanding that the organization, a host, and the IT, a guest, enter the process of mutual formation (Š3Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë).===>Takvi pristupi ne omogućavaju da se shvati fenomen susreta tehnologije i organizacije tj. da se shvati da organizacija kao domaćin i IT kao gost ulaze u proces uzajamnog formiranja (Š3Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë).)
MATCH@M:(Neglect of the lack of understanding of the human environment, that is, the full social context of IS which includes the organizational, social, political and ethical aspects important in accepting and implementation of IT, is considered to be an important cause of IS failure ([3]).===>Zanemarivanje ili nerazumevanje ljudskog okruženja tj. punog društvenog konteksta IS, koje obuhvata organizacione, društvene, političke i etičke aspekte značajne za prihvatanje i korišćenje IT, smatra se značajnim razlogom neuspeha IS ([3]).)
MATCH@E:(Neglect of the lack of understanding of the human environment, that is, the full social context of IS which includes the organizational, social, political and ethical aspects important in accepting and implementation of IT, is considered to be an important cause of IS failure (Š3Ë).===>Zanemarivanje ili nerazumevanje ljudskog okruženja tj. punog društvenog konteksta IS, koje obuhvata organizacione, društvene, političke i etičke aspekte značajne za prihvatanje i korišćenje IT, smatra se značajnim razlogom neuspeha IS (Š3Ë).)
MATCH@M:(The coventional, non-system approaches recognize neither contradicting interests, information policies that result from the behaviour of the members of the organization for the purpose of maintaining their own power, nor the emergence of unpredicted events and consequences.===>Konvencionalni, nesistem-ski pristupi ne prepoznaju suprotstavljene interese, in-formacione politike koje nastaju kao rezultat ponašanja članova organizacije u cilju održanja sopstvene moći, kao ni pojavu nepredviđenih događaja i posledica.)
MATCH@E:(The coventional, non-system approaches recognize neither contradicting interests, information policies that result from the behaviour of the members of the organization for the purpose of maintaining their own power, nor the emergence of unpredicted events and consequences.===>Konvencionalni, nesistemski pristupi ne prepoznaju suprotstavljene interese, informacione politike koje nastaju kao rezultat ponašanja članova organizacije u cilju održanja sopstvene moći, kao ni pojavu nepredviđenih događaja i posledica. nosno on je odgovoran za IS.)
MATCH@M:(The methods that deal with human environment and understand IS as organizational intervention, assume the role of the designer in a different way - for example, together with the future users of IS, he tests the needs and and possibilities to improve the organization by IT implementation.===>Metodi koji razmatraju ljudsko okruženje i shvataju IS kao organizacionu intervenciju, pretpostavljaju drugačiju ulogu projektanta - npr. on sa budućim korisnicima IS preispituje potrebe i mogućnosti unapređenja organizacije prime -nom IT.)
MATCH@E:(The methods that deal with human environment and understand IS as organizational intervention, assume the role of the designer in a different way - for example, together with the future users of IS, he tests the needs and and possibilities to improve the organization by IT implementation.===>Metodi koji razmatraju ljudsko okruženje i shvataju IS kao organizacionu intervenciju, pretpostavljaju drugačiju ulogu projektanta npr. on sa budućim korisnicima IS preispituje potrebe i mogućnosti unapređenja organizacije primenom IT.)
MATCH@M:(A socially responsible IS expert abandons the insignia of "the priest of high technology" as well as an unintelligible technical vocabulary.===>Društveno odgovoran IS stručnjak odbacuje barjak "sveštenika visoke tehnologije " i nerazumljiv tehnički rečnik.)
MATCH@E:(A socially responsible IS expert abandons the insignia of the priest of high technology as well as an unintelligible technical vocabulary.===>Društveno odgovoran IS stručnjak odbacuje barjak sveštenika visoke tehnologije i nerazumljiv tehnički rečnik.)
MATCH@M:(He digs into the users business operations and his needs for the purpose of building mutu-al/common understanding of the situation and finding out what kind of IS is required and which changes it can bring.===>On uranja u poslovanje korisnika i njegove potrebe u cilju izgradnje zajedničkog razume-vanja situacije i shvatanja kakav je IS potreban i kakve promene on donosi.)
MATCH@E:(He digs into the users business operations and his needs for the purpose of building mutual/common understanding of the situation and finding out what kind of IS is required and which changes it can bring.===>On uranja u poslovanje korisnika i njegove potrebe u cilju izgradnje zajedničkog razumevanja situacije i shvatanja kakav je IS potreban i kakve promene on donosi.)
MATCH@M:(Such approaches, however, require a non-engineering view of the world and a change in behaviour.===>Takvi pristupi zahtevaju, međutim, neinženjerski pogled na svet i promenu ponašanja.)
MATCH@E:(Such approaches, however, require a non-engineering view of the world and a change in behaviour.===>Takvi pristupi zahtevaju, međutim, neinženjerski pogled na svet i promenu ponašanja.)
MATCH@M:(These changes are by no means easy to achieve.===>Te promene nisu lake.)
MATCH@E:(These changes are by no means easy to achieve.===>Te promene nisu lake.)
MATCH@M:(It is necessary that the designers and the users work together as partners, not as providers and clients for the technology.===>Potrebno je da projektanti i korisnici rade zajedno kao partneri a ne kao provaj-deri odnosno klijenti tehnologije.)
MATCH@E:(It is necessary that the designers and the users work together as partners, not as providers and clients for the technology.===>Potrebno je da projektanti i korisnici rade zajedno kao partneri a ne kao provajderi odnosno klijenti tehnologije.)
MATCH@M:(These relations of mutual partnership are built in time.===>Ti odnosi uzajamnog partnerstva grade se vremenom.)
MATCH@E:(These relations of mutual partnership are built in time.===>Ti odnosi uzajamnog partnerstva grade se vremenom.)
MATCH@M:(This, of course, requires that the role of the users change and that they should be largely engaged in cultivating the human environment ([3],[11]) .===>To, naravno, zahteva i drugačiju ulogu korisnika i njihovo veliko angažova-nje u negovanju ljudskog okruženja ([3], [11]).)
MATCH@E:(This, of course, requires that the role of the users change and that they should be largely engaged in cultivating the human environment (Š3Ë,Š11Ë) .===>To, naravno, zahteva i drugačiju ulogu korisnika i njihovo veliko angažovanje u negovanju ljudskog okruženja (Š3Ë, Š11Ë).)
MATCH@M:(Therefore, knowledge of the IS development issues, as a precondition of a socially responsible IS development, should be the object of social responsibility.===>Prema tome, znanje o problematici razvoja IS, kao uslov društveno odgovornog razvoja IS, treba da bude predmet društvene odgovornosti.)
MATCH@E:(Therefore, knowledge of the IS development issues, as a precondition of a socially responsible IS development, should be the object of social responsibility.===>Prema tome, znanje o problematici razvoja IS, kao uslov društveno odgovornog razvoja IS, treba da bude predmet društvene odgovornosti.)
MATCH@M:(It is necessary to determine who is responsible and which responsibilities he has in building the understanding of the IS development issues.===>Treba da se utvrdi ko i koje odgovornosti ima za izgradnju razumevanja problematike razvoja IS.)
MATCH@E:(It is necessary to determine who is responsible and which responsibilities he has in building the understanding of the IS development issues.===>Treba da se utvrdi ko i koje odgovornosti ima za izgradnju razumevanja problematike razvoja IS.)
MATCH@M:(Since knowledge is achieved through formal education, through research processes and through permanent learning, it is necessary that responsibilities for these processes be delegated.===>S obzirom da se znanje stiče formalnim obrazovanjem, procesima istraživanja i stalnim učenjem, neophodno je da se pripišu odgovornosti za te procese.)
MATCH@E:(Since knowledge is achieved through formal education, through research processes and through permanent learning, it is necessary that responsibilities for these processes be delegated.===>S obzirom da se znanje stiče formalnim obrazovanjem, procesima istraživanja i stalnim učenjem, neophodno je da se pripišu odgovornosti za te procese.)
MATCH@M:(The formal education for IS often offers only technical knowledge which does not meet all the needs of an IS expert ([14]).===>Formalno obrazovanje za IS često nudi samo tehnička znanja, koja IS stručnjaku nisu dovoljna ([14]).)
MATCH@E:(The formal education for IS often offers only technical knowledge which does not meet all the needs of an IS expert (Š14Ë).===>Formalno obrazovanje za IS često nudi samo tehnička znanja, koja IS stručnjaku nisu dovoljna (Š14Ë).)
MATCH@M:(In his practice, the socially responsible IS expert encounters the questions the answers to which are not always known, therefore it is necessary that the education system should develop a competence in an individual to find answers to such questions and to be able to ask similar questions himself ([15]).===>S obzirom da se društveno odgovoran stručnjak za IS u praksi susreće sa pitanjima čiji odgovori nisu uvek poznati, potrebno je da obrazovni sistem izgradi sposobnost pojedinca da pronalazi odgovore na takva pitanja i da sam postavlja takva pitanja ([15]).)
MATCH@E:(In his practice, the socially responsible IS expert encounters the questions the answers to which are not always known, therefore it is necessary that the education system should develop a competence in an individual to find answers to such questions and to be able to ask similar questions himself (Š15Ë).===>S obzirom da se društveno odgovoran stručnjak za IS u praksi susreće sa pitanjima čiji odgovori nisu uvek poznati, potrebno je da obrazovni sistem izgradi sposobnost pojedinca da pronalazi odgovore na takva pitanja i da sam postavlja takva pitanja (Š15Ë).)
MATCH@M:(Fast changes in IT demand that the IS experts continually upgrade their technical knowledge.===>Brze promene IT zahtevaju od stručnjaka za IS da stalno unapređuju svoja tehnička znanja.)
MATCH@E:(Fast changes in IT demand that the IS experts continually upgrade their technical knowledge.===>Metod razvoja IS često određuje ulogu, obaveze i odgovornosti učesnika u razvoju IS.)
BAD_LINE_=============================================================
BAD_LINE_M:Fast changes in IT demand that the IS experts continually upgrade their technical knowledge.
BAD_LINE_M:Brze promene IT zahtevaju od stručnjaka za IS da stalno unapređuju svoja tehnička znanja.
BAD_LINE_E:Fast changes in IT demand that the IS experts continually upgrade their technical knowledge.
BAD_LINE_E:Metod razvoja IS često određuje ulogu, obaveze i odgovornosti učesnika u razvoju IS.
MATCH@M:(When they realize that mere technical knowledge is not a qualification enough to work in the field, they resist to acquiring other necessary knowledge for fear they will lose their technological competence ([3]).===>Kada shvate da im za rad nisu dovoljna samo tehnička znanja, oni pružaju otpor ovladavanju drugim, potrebnim znanjima u strahu da će izgubiti tehnološku kompetentnost ([3]).)
MATCH@E:(When they realize that mere technical knowledge is not a qualification enough to work in the field, they resist to acquiring other necessary knowledge for fear they will lose their technological competence (Š3Ë).===>Kada shvate da im za rad nisu dovoljna samo tehnička znanja, oni pružaju otpor ovladavanju drugim, potrebnim znanjima u strahu da će izgubiti tehnološku kompetentnost (Š3Ë).)
MATCH@M:(Understanding of IS issues, therefore, is an important object of social competence.===>Prema tome, razumevanje problematike razvoja IS predstavlja značajan predmet društvene odgovornosti.)
MATCH@E:(Understanding of IS issues, therefore, is an important object of social competence. ~~~ 5.===>Prema tome, razumevanje problematike razvoja IS predstavlja značajan predmet društvene odgovornosti. 5.)
MATCH@M:(The responsibility for the consequences of the actions or the consequences of failing to take action may, however, be discussed backwards, in order to clarify the current situations and improve the effects of future actions ([2]).===>Međutim, odgovornost za posledice akcije ili po-sledice nepreduzimanja akcije može da se razmatra i unazad u cilju pojašnjenja postojećih situacija i poboljšanja efekata budućih akcija ([2]).)
MATCH@E:(The responsibility for the consequences of the actions or the consequences of failing to take action may, however, be discussed backwards, in order to clarify the current situations and improve the effects of future actions (Š2Ë).===>Međutim, odgovornost za posledice akcije ili posledice nepreduzimanja akcije može da se razmatra i unazad u cilju pojašnjenja postojećih situacija i poboljšanja efekata budućih akcija (Š2Ë).)
MATCH@M:(This paper deals with the social responsibility aspects of the development of water supply information system (WIS) in Serbia, for the purpose of clarifying the IS development issues.===>U ovom radu, u cilju pojašnjenja problema razvoja IS, razmatra se dosadašnji razvoj vodoprivrednog informacionog sistema (VIS) u Srbiji sa aspekta društvene odgovornosti.)
MATCH@E:(This paper deals with the social responsibility aspects of the development of water supply information system (WIS) in Serbia, for the purpose of clarifying the IS development issues.===>U ovom radu, u cilju pojašnjenja problema razvoja IS, razmatra se dosadašnji razvoj vodoprivrednog informacionog sistema (VIS) u Srbiji sa aspekta društvene odgovornosti.)
MATCH@M:(The Water power resources management of Serbia does not have an IS established, although much has been done on its development.===>Vodoprivreda Srbije nema uspostavljen IS mada je na njegovom razvoju dosta rađeno.)
MATCH@E:(The Water power resources management of Serbia does not have an IS established, although much has been done on its development.===>Vodoprivreda Srbije nema uspostavljen IS mada je na njegovom razvoju dosta rađeno.)
MATCH@M:(This paper presents a short review of the WIS development.===>U radu je dat kratak prikaz razvoja VISa.)
MATCH@E:(This paper presents a short review of the WIS development.===>U radu je dat kratak prikaz razvoja VISa.)
MATCH@M:(The review is more detailed for more recent activities in which the author partisipated in person (which allowed for a more profound understanding of the gravity of the problems in WIS development).===>Prikaz je detaljniji za novije aktivnosti i za aktivnosti u kojima je autor rada neposredno učestvovao (što je omogućilo bolje razumeva-nje težine problema razvoja VISa).)
MATCH@E:(The review is more detailed for more recent activities in which the author partisipated in person (which allowed for a more profound understanding of the gravity of the problems in WIS development).===>Prikaz je detaljniji za novije aktivnosti i za aktivnosti u kojima je autor rada neposredno učestvovao (što je omogućilo bolje razumevanje težine problema razvoja VISa).)
MATCH@M:(Each group of activities described is followed by the issues of IS development viewed form the aspect of socially responsible behaviour (related to achieving goals, dimensions and/or conditions of social responsibility for IS) for the purpose of encouraging speculations which, according to the author, are necessary in building the awareness of the problems in WIS (and other IS) development as well as for a more responsible approach to IS development in Serbia.===>Uz svaku opisanu grupu aktivnosti navedena su pitanja razvoja IS sporna sa aspekta društveno odgovornog ponašanja (vezana za ostvarenje cilja, dimenzije i/ili uslove društvene odgovornosti za IS) u cilju podsticanja razmišljanja koja su, prema mišljenju autora rada, neophodna za izgradnju svesti o težini razvoja VISa (i drugih IS) i za odgovorniji pristup razvoju IS u Srbiji.)
MATCH@E:(Each group of activities described is followed by the issues of IS development viewed form the aspect of socially responsible behaviour (related to achieving goals, dimensions and/or conditions of social responsibility for IS) for the purpose of encouraging speculations which, according to the author, are necessary in building the awareness of the problems in WIS (and other IS) development as well as for a more responsible approach to IS development in Serbia.===>Uz svaku opisanu grupu aktivnosti navedena su pitanja razvoja IS sporna sa aspekta društveno odgovornog ponašanja (vezana za ostvarenje cilja, dimenzije i/ili uslove društvene odgovornosti za IS) u cilju podsticanja razmišljanja koja su, prema mišljenju autora rada, neophodna za izgradnju svesti o težini razvoja VISa (i drugih IS) i za odgovorniji pristup razvoju IS u Srbiji.)
MATCH@M:(5.1.===>5.1.)
MATCH@E:(5.1.===>Politika uslovljenosti MMF-a cama je najčešće kritikovana i osporavana oblast poslovanja fonda.)
BAD_LINE_=============================================================
BAD_LINE_M:5.1.
BAD_LINE_M:5.1.
BAD_LINE_E:5.1.
BAD_LINE_E:Politika uslovljenosti MMF-a cama je najčešće kritikovana i osporavana oblast poslovanja fonda.
MATCH@M:(The software for hydrological modelling was introduced by the 1990's, in accordance with the best practices in the U.S.A.===>Do 1990ih godina, korišćenjem najbolje prakse SAD, uvođen je softver za hidrološko modeliranje.)
MATCH@E:(Software for hydrological modelling The software for hydrological modelling was introduced by the 1990's, in accordance with the best practices in the U.S.A.===>Softver za hidrološko modeliranje Do 1990ih godina, korišćenjem najbolje prakse SAD, uvođen je softver za hidrološko modeliranje.)
MATCH@M:(Numerous modules were developed, however, only one was used in Serbia.===>Od brojnih razvijenih modula u Srbiji primenjivan je samo jedan.)
MATCH@E:(Numerous modules were developed, however, only one was used in Serbia.===>Od brojnih razvijenih modula u Srbiji primenjivan je samo jedan.)
MATCH@M:(Its only direct user, a trainee engineer at the time of its introduction, has used it for years to base the forecasts for the needs of the electric power supplies of Serbia.===>Njegov jedan jedini neposredni korisnik, koji je u vreme njegovog uvođenja bio pripravnik, godinama na njemu zasniva formiranje prognoza za potrebe elektroprivrede Srbije.)
MATCH@E:(Its only direct user, a trainee engineer at the time of its introduction, has used it for years to base the forecasts for the needs of the electric power supplies of Serbia.===>Njegov jedan jedini neposredni korisnik, koji je u vreme njegovog uvođenja bio pripravnik, godinama na njemu zasniva formiranje prognoza za potrebe elektroprivrede Srbije.)
MATCH@M:(The basic idea of the technology transfer and the knoWldege built into it is the creation of a "better life" using the technology that has already been successfully used elsewhere.===>Osnovna ideja transfera tehnologije i u nju ugrađenog znanja je stvaranje "boljeg života" pomoću tehnologije koja je tu funkciju negde već ostvarila.)
MATCH@E:(The basic idea of the technology transfer and the knoWldege built into it is the creation of a better life using the technology that has already been successful ly used elsewhere.===>Osnovna ideja transfera tehnologije i u nju ugrađenog znanja je stvaranje boljeg života pomoću tehnologije koja je tu funkciju negde već ostvarila.)
MATCH@M:(Failing to implement the software for hydrological modelling in Serbia (with the exemption of one case only), however, poses a large number of questions: Is the understanding of a better life universal - do both people in the U.S.A. and people in Serbia equally feel that hydrological modelling contributes to a better life?===>Međutim, neko-rišćenje softvera za hidrološko modeliranje u Srbiji (izuzev u jednom slučaju) otvara niz pitanja: Da li je viđenje boljeg života univerzalno - da li se i u SAD i u Srbiji smatra da hidrološko modeliranje donosi bolji život?)
MATCH@E:(Failing to implement the software for hydrological modelling in Serbia (with the exemption of one case only), however, poses a large number of questions: Is the understanding of a better life universal - do both people in the U.S.A. and people in Serbia equally feel that hydrological modelling contributes to a better life?===>Međutim, nekorišćenje softvera za hidrološko modeliranje u Srbiji (izuzev u jednom slučaju) otvara niz pitanja: ~~~ Da li je viđenje boljeg života univerzalno da li se i u SAD i u Srbiji smatra da hidrološko modeliranje donosi bolji život?)
MATCH@M:(Are there only one or more ideas of a better life in one country?===>Da li u jednoj državi postoji samo jedna ili više vizija boljeg života u određenoj oblasti?)
MATCH@E:(Are there only one or more ideas of a better life in one country?===>Da li u jednoj državi postoji samo jedna ili više vizija boljeg života u određenoj oblasti?)
MATCH@M:(Can one and the same idea of a better life be created in the same way and by the same software in different social environments?===>Da li u različitim društvenim okruženjima može da se ostvari ista vizija boljeg života na isti način - istim softverom?)
MATCH@E:(Can one and the same idea of a better life be created in the same way and by the same software in different social environments?===>Da li u različitim društvenim okruženjima može da se ostvari ista vizija boljeg života na isti način istim softverom?)
MATCH@M:(Are there any obstacles, which are they and how can they be overcome?===>Da li i koje prepreke postoje i kako one mogu da se prevaziđu?)
MATCH@E:(Are there any obstacles, which are they and how can they be overcome?===>Da li i koje prepreke postoje i kako one mogu da se prevaziđu?)
MATCH@M:(Why was there only one young engineer who thought that the software offers a better life and that there are no obstacles that this "proven" better life be achieved?===>Zašto je samo jedan mladi inženjer smatrao da softver nudi bolji život i da ne postoje prepreke da se "dokazani" bolji život i ostvari?)
MATCH@E:(Why was there only one young engineer who thought that the software offers a better life and that there are no obstacles that this proven better life be achieved?===>Zašto je samo jedan mladi inženjer smatrao da softver nudi bolji život i da ne postoje prepreke da se dokaza ni bolji život i ostvari?)
MATCH@M:(Did he, compared to other potential users of the software, have a greater freedom of choice, more knowledge and/or was he more willing to build his own responsibility?===>Da li je on, u poređenju sa drugim potencijalnim korisnicima softvera, imao veću slobodu izbora, više znanja i/ili bio spremniji da gradi svoju sopstvenu odgovornost?)
MATCH@E:(Did he, compared to other potential users of the software, have a greater freedom of choice, more knowledge and/or was he more willing to build his own responsibility?===>Da li je on, u poređenju sa drugim potencijalnim korisnicima softvera, imao veću slobodu izbora, više znanja i/ili bio spremniji da gradi svoju sopstvenu odgovornost?)
MATCH@M:(Implementing the software daily, this engineer appreciated its role in his work, found out in which cases he can rely on the software generated forecasts.===>Taj inženjer je korišćenjem softvera shvatio njegovu ulogu u sopstvenom radu tj. u kojim slučajevima može da se osloni na softverom generisane prognoze.)
MATCH@E:(Implementing the software daily, this engineer appreciated its role in his work, found out in which cases he can rely on the software generated forecasts.===>Taj inženjer je korišćenjem softvera shvatio njegovu ulogu u sopstvenom radu tj. u kojim slučajevima može da se osloni na softverom generisane prognoze.)
MATCH@M:(His work has an impact upon the quality of forecast-based decision making.===>On svojim radom utiče na kvalitet odlučivanja zasnovanog na prognozama.)
MATCH@E:(His work has an impact upon the quality of forecast-based decision making.===>On svojim radom utiče na kvalitet odlučivanja zasnovanog na prognozama.)
MATCH@M:(When making decisions, indirect software users consult the forecast and will find it difficult to decide in the absense of the forecaster.===>Indirektni korisnici softvera koriste prognozu u odlučivanju i teško donose odluke u odsustvu davaoca prognoze.)
MATCH@E:(When making decisions, indirect software users consult the forecast and will find it difficult to decide in the absense of the forecaster.===>Indirektni korisnici softvera koriste prognozu u odlučivanju i teško donose odluke u odsustvu davaoca prognoze.)
MATCH@M:(The question is: why is there only one software user and does the lack of a decision to change this state of affairs affect the quality of managing hydro- and electrical power potential?===>Nameće se pitanje zašto postoji samo jedan direktan korisnik softvera i da li nedono-šenje odluke da se takvo stanje promeni u stvari utiče na smanjenje kvaliteta upravljanja hidro i elektropo-tencijalom?)
MATCH@E:(The question is: why is there only one software user and does the lack of a decision to change this state of affairs affect the quality of managing hydro- and electrical power potential?===>Nameće se pitanje zašto postoji samo jedan direktan korisnik softvera i da li nedonošenje odluke da se takvo stanje promeni u stvari utiče na smanjenje kvaliteta upravljanja hidro i elektropotencijalom?)
MATCH@M:(Is thare anybody (and who) in charge of such issues?===>Da li neko i ko (treba da) brine o tome?)
MATCH@E:(Is thare anybody (and who) in charge of such issues?===>Da li neko i ko (treba da) brine o tome?)
MATCH@M:(The studies and general designs of the development of WIS (Vojvodina, Serbia) and the Hydro-meteorological information system of the basin of the river Drina (HISD) were made in the 1990's.===>1990ih godina razvijani su studije i idejni projekti razvoja VISa (Vojvodine, Srbije), kao i Hidrometeorolo-škog informacionog sistema sliva reke Drine (HISD).)
MATCH@E:(Studies and general designs The studies and general designs of the development of WIS (Vojvodina, Serbia) and the Hydro-meteorological information system of the basin of the river Drina (HISD) were made in the 1990's.===>Studije i idejni projekti 1990ih godina razvijani su studije i idejni projekti razvoja VISa (Vojvodine, Srbije), kao i Hidrometeorološkog informacionog sistema sliva reke Drine (HISD).)
MATCH@M:(The review of the General design of WIS Vojvodina has shown that it was well done, but that it was devised on the basis of a poorly set project task, which cannot be taken as the designer's responsibility.===>Na reviziji Idejnog projekta VISa Vojvodine ocenje-no je da je on dobro urađen, ali da je rađen na osnovu loše postavljenog projektnog zadatka, što ne može da se smatra odgovornošću projektanta.)
MATCH@E:(The review of the General design of WIS Vojvodina has shown that it was well done, but that it was devised on the basis of a poorly set project task, which cannot be taken as the designer's responsibility.===>Na reviziji Idejnog projekta VISa Vojvodine ocenjeno je da je on dobro urađen, ali da je rađen na osnovu loše postavljenog projektnog zadatka, što ne može da se smatra odgovornošću projektanta.)
MATCH@M:(This triggers a number of questions: Did the vision of good life of those who formulated the project task differ from that of the reviewers?===>To pokreće niz pitanja: Da li se vizija dobrog života učesnika u formulisanju projektnog zadatka razlikovala od vizije učesnika recenzije?)
MATCH@E:(This triggers a number of questions: Did the vision of good life of those who formulated the project task differ from that of the reviewers?===>To pokreće niz pitanja: ~~~ Da li se vizija dobrog života učesnika u formulisanju projektnog zadatka razlikovala od vizije učesnika recenzije?)
MATCH@M:(Should the reviewers have been included into the IS development in an earlier stage?===>Da li je učesnike revizije trebalo ranije uključiti u razvoj IS?)
MATCH@E:(Should the reviewers have been included into the IS development in an earlier stage?===>Da li je učesnike revizije trebalo ranije uključiti u razvoj IS?)
MATCH@M:(In which way would the participants with different visions of a better life create a mutual vision?===>Kako bi učesnici, sa različitim viđenjima boljeg života, formirali zajedničku viziju?)
MATCH@E:(In which way would the participants with different visions of a better life create a mutual vision?===>Kako bi učesnici, sa različitim viđenjima boljeg života, formirali zajedničku viziju?)
MATCH@M:(Would such a vision have changed from the moment the task was set to the moment the task was accomplished?===>Da li se postavljena vizija promenila od trenutka postavljanja projektnog zadatka do završetka projekta?)
MATCH@E:(Would such a vision have changed from the moment the task was set to the moment the task was accomplished?===>Da li se postavljena vizija promenila od trenutka postavljanja projektnog zadatka do završetka projekta?)
MATCH@M:(Who was in charge of the IS boundaries and their potential change?===>Ko je brinuo o granicama IS i njihovoj eventualnoj promeni?)
MATCH@E:(Who was in charge of the IS boundaries and their potential change?===>Ko je brinuo o granicama IS i njihovoj eventualnoj promeni?)
MATCH@M:(The main point of issue the people responsible for the management in the basin had in the HISD review was in which republic of the former Yugoslavia the head information centre would be located.===>Na reviziji HISD glavno sporno pitanje odgovornih za upravljanje u slivu bilo je u kojoj će republici bivše Jugoslavije biti glavni informacioni centar.)
MATCH@E:(The main point of issue the people responsible for the management in the basin had in the HISD review was in which republic of the former Yugoslavia the head information centre would be located.===>Na reviziji HISD glavno sporno pitanje odgovornih za upravljanje u slivu bilo je u kojoj će republici bivše Jugoslavije biti glavni informacioni centar.)
MATCH@M:(Does it mean that the location of the centre on one's own territory was considered to be a quality of a better life?===>Da li to znači da je glavni informacioni centar na sopstvenoj teritoriji smatran značajnim svojstvom boljeg života?)
MATCH@E:(Does it mean that the location of the centre on one's own territory was considered to be a quality of a better life?===>Da li to znači da je glavni informacioni centar na sopstvenoj teritoriji smatran značajnim svojstvom boljeg života?)
MATCH@M:(Which are the causes of such a desire (power, perhaps?) and which are the ways to fight them?===>Šta su uzroci te težnje (možda moć?) i kako se boriti protiv njih?)
MATCH@E:(Which are the causes of such a desire (power, perhaps?) and which are the ways to fight them?===>Šta su uzroci te težnje (možda moć?) i kako se boriti protiv njih?)
MATCH@M:(How can IS be developed in such adverse conditions, how can its functioning be ensures and how can the resistance of those whose life will be deprived of the quality they favour be prevented?===>Kako u takvim suprotstavljenim okolnostima razviti IS, obezbediti njegovo funkcionisanje, sprečiti otpor onih čiji život neće imati obeležje koje oni smatraju najbitnijim?)
MATCH@E:(How can IS be developed in such adverse conditions, how can its functioning be ensures and how can the resistance of those whose life will be deprived of the quality they favour be prevented?===>Kako u takvim suprotstavljenim okolnostima razviti IS, obezbediti njegovo funkcionisanje, sprečiti otpor onih čiji život neće imati obeležje koje oni smatraju najbitnijim?)
MATCH@M:(The studies and modules mentioned above were not further developed.===>Urađene studije i idejni projekti dalje nisu razrađivani.)
MATCH@E:(The Modules The studies and modules mentioned above were not further developed.===>Pojedini moduli Urađene studije i idejni projekti dalje nisu razrađivani.)
MATCH@M:(Some moduled were developed without any coordination.===>Nekoordinirano su razvijani pojedini moduli.)
MATCH@E:(Some moduled were developed without any coordination.===>Nekoordinirano su razvijani pojedini moduli.)
MATCH@M:(Others, revised, accepted and highly assessed by the users, were never employed, while others still where not as much as installed.===>Neki revidirani, prihvaćeni i od korisnika odlično ocenjeni rezultati nisu korišćeni, a drugi nisu čak ni instalirani kod korisnika.)
MATCH@E:(Others, revised, accepted and highly assessed by the users, were never employed, while others still where not as much as installed.===>Neki revidirani, prihvaćeni i od korisnika odlično ocenjeni rezultati nisu korišćeni, a drugi nisu čak ni instalirani kod korisnika.)
MATCH@M:(One module was not used because the input data could not be entered (in a way specified by the Water Act).===>Jedan modul nije korišćen zbog nemogućnosti obezbeđenja potrebnih ulaznih podataka (na način predviđen Zakonom o vodama).)
MATCH@E:(One module was not used because the input data could not be entered (in a way specified by the Water Act).===>Jedan modul nije korišćen zbog nemo gućnosti obezbeđenja potrebnih ulaznih podataka (na način predviđen Zakonom o vodama).)
MATCH@M:(Another was developed in collaboration with a university professor who was interested in the field covered by the module.===>Drugi modul je razvijen u saradnji sa profesorom fakulteta koji se in-teresovao za oblast pokrivenu modulom.)
MATCH@E:(Another was developed in collaboration with a university professor who was interested in the field covered by the module.===>Drugi modul je razvijen u saradnji sa profesorom fakulteta koji se interesovao za oblast pokrivenu modulom.)
MATCH@M:(As long as his interest lasted, the values of the data were supplied and the module database was kept updated.===>Samo dok je postojalo njegovo interesovanje, obezbeđivane su vrednosti podataka i punjena baza podataka modula.)
MATCH@E:(As long as his interest lasted, the values of the data were supplied and the module database was kept updated.===>Samo dok je postojalo njegovo interesovanje, obezbeđivane su vrednosti podataka i punjena baza podataka modula.)
MATCH@M:(In the later review of the chances that the module could be re-employed, the potential user assessed the module as very functional, however, he requested that a new module be developed using more modern IT.===>Potencijalni korisnik je kasnije, kada je preispitivana mogućnost ponovnog koriščenja modula, ocenio da je modul veoma funkcionalan, ali je zahtevao razvoj novog pomoću savremenijih IT.)
MATCH@E:(In the later review of the chances that the module could be re-employed, the potential user assessed the module as very functional, however, he requested that a new module be developed using more modern IT.===>Potencijalni korisnik je kasnije, kada je preispitivana mogućnost ponovnog korišćenja modula, ocenio da je modul veoma funkcionalan, ali je zahtevao razvoj novog pomoću savremenijih IT.)
MATCH@M:(One implemented module had only one user, while potential, even highly interested users had no idea it even existed ([17],[18]).===>Jedan od implementiranih modula imao je samo jednog korisnika, dok potencijalni, čak veoma zainteresovani korisnici nisu ni znali za njega ([17], [18]).)
MATCH@E:(One implemented module had only one user, while potential, even highly interested users had no idea it even existed (Š17Ë,Š18Ë).===>Jedan od implementiranih modula imao je samo jednog korisnika, dok potencijalni, čak veoma zainteresovani korisnici nisu ni znali za njega (Š17Ë, Š18Ë). (Ne)korišćenje razvijenih modula pokreće niz pitanja:)
MATCH@M:(Whether the developed modules are or are not implemented, a number of questions remains: Is anyone granted the power not to act properly (not to install the software, not to supply the necessary resources) and by (not) doing this deprive somebody else of a better life?===>(Ne)koriščenje razvijenih modula pokreće niz pitanja: Da li je, zašto i kojim pravom nečijim neangažo-vanjem (neinstaliranjem softvera, neobezbeđenjiva-njem potrebnih resursa) neko drugi lišen obećanog boljeg života?)
MATCH@E:(Whether the developed modules are or are not implemented, a number of questions remains: Is anyone granted the power not to act properly (not to install the software, not to supply the necessary resources) and by (not) doing this deprive somebody else of a better life?===>Da li je, zašto i kojim pravom nečijim neangažovanjem (neinstaliranjem softvera, neobezbeđenjivanjem potrebnih resursa) neko drugi lišen obećanog boljeg života?)
MATCH@M:(Does the developer have to check all the presumptions, especially those which are supposed to have been fulfilled, such as observing the law?===>Da li projektant treba i može da pro-verava sve pretpostavke, posebno one koje bi trebalo da budu ispunjene, kao što je poštovanje zakona?)
MATCH@E:(Does the developer have to check all the presumptions, especially those which are supposed to have been fulfilled, such as observing the law?===>Da li projektant treba i može da proverava sve pretpostavke, posebno one koje bi trebalo da budu ispunjene, kao što je poštovanje zakona?)
MATCH@M:(What knowledge should he have, in which way can he achieve it, if he can achieve it at all?===>Koja sve znanja on treba da ima, kako i da li uopšte može da ih stekne?)
MATCH@E:(What knowledge should he have, in which way can he achieve it, if he can achieve it at all?===>Koja sve znanja on treba da ima, kako i da li uopšte može da ih stekne?)
MATCH@M:(Whose knowledge can he or should he rely on?===>Na čija znanja on treba i može da se osloni?)
MATCH@E:(Whose knowledge can he or should he rely on?===>Na čija znanja on treba i može da se osloni?)
MATCH@M:(How are the responsibilities determined in this network of relationships?===>Kako se određuju odgovornosti u toj mreži odnosa?)
MATCH@E:(How are the responsibilities determined in this network of relationships?===>Kako se određuju odgovornosti u toj mreži odnosa?)
MATCH@M:(Is everybody ready to participate to make his life better?===>Da li su svi spremni da poboljšaju život sopstvenim an-gažovanjem?)
MATCH@E:(Is everybody ready to participate to make his life better?===>Da li su svi spremni da poboljšaju život sopstvenim angažovanjem?)
MATCH@M:(Does better life require most recent IT, or the prospective "better life" is not wanted at all, which is then concealed and justified by the need for most recent IT?===>Da li su za bolji život presudne najsavre-menije IT ili se ponuđeni "bolji život" u stvari ne želi, što se prikriva i pravda potrebom za najsavremenijim IT?)
MATCH@E:(Does better life require most recent IT, or the prospective better life is not wanted at all, which is then concealed and justified by the need for most recent IT?===>Da li su za bolji život presudne najsavremenije IT ili se ponuđeni bolji život u stvari ne želi, što se prikriva i pravda potrebom za najsavremenijim IT?)
MATCH@M:(Which are the reasons that force one to publicly accept something one does not seek for?===>Iz kojih razloga se javno prihvata nešto što se ne želi?)
MATCH@E:(Which are the reasons that force one to publicly accept something one does not seek for?===>Iz kojih razloga se javno prihvata nešto što se ne želi?)
MATCH@M:(Who is to be in charge of such issues, and in which way can he do it?===>Ko o ovim pitanjima treba da brine i kako?)
MATCH@E:(Who is to be in charge of such issues, and in which way can he do it?===>Ko o ovim pitanjima treba da brine i kako?)
MATCH@M:(The need for a change in the approach was understood on the project of integral IS development for the environment.===>Potreba za promenom pristupa shvaćena je na projektu razvoja integralnog IS za životnu sredinu.)
MATCH@E:(The need for a change in the approach was understood on the project of integral IS development for the environment.===>Potreba za promenom pristupa shvaćena je na projektu razvoja integralnog IS za životnu sredinu.)
MATCH@M:(The traditional approach to IS development was impossible to be implemented in this project - an important future user, who ordered the project, was of the opinion that the IS development was the responsibility of the developer and was unwilling to participate in setting the requirements for IS ([19]).===>Na tom projektu nije mogao da se primeni tradicionalan pristup razvoju IS - značajan budući korisnik IS, naručilac projekta, smatrao je da razvoj IS predstavlja obavezu jedino projektanta i nije bio voljan da učestvuje u određivanju zahteva za IS ([19]).)
MATCH@E:(The traditional approach to IS development was impossible to be implemented in this project - an important future user, who ordered the project, was of the opinion that the IS development was the responsibility of the developer and was unwilling to participate in setting the requirements for IS (Š19Ë).===>Na tom projektu nije mogao da se primeni tradicionalan pristup razvoju IS - značajan budući korisnik IS, naručilac projekta, smatrao je da razvoj IS predstavlja obavezu jedino projektanta i nije bio voljan da učestvuje u određivanju zahteva za IS (Š19Ë).)
MATCH@M:(On the basis of the results obtained in this project, a Planning basis of the WIS development in Serbia.===>Na osnovu rezultata rada na tom projektu izrađena je Planska osnova razvoja VISa Srbije.)
MATCH@E:(On the basis of the results obtained in this project, a Planning basis of the WIS development in Serbia.===>Na osnovu rezultata rada na tom projektu izrađena je Planska osnova razvoja VISa Srbije.)
MATCH@M:(This document maintains that WIS should be in the function of a system of integral management of water resources (IMWR) and has to be developed simultaneously with the IMWR.===>Osnova je ukazala da VIS treba da služi sistemu integralnog gazdovanja vodnim resursima (IGVR) i da mora da se razvija istovremeno sa sistemom IGVR.)
MATCH@E:(This document maintains that WIS should be in the function of a system of integral management of water resources (IMWR) and has to be developed simultaneously with the IMWR.===>Osnova je ukazala da VIS treba da služi sistemu integralnog gazdovanja vodnim resursima (IGVR) i da mora da se razvija istovremeno sa sistemom IGVR.)
MATCH@M:(The new approach adopted marked the change in the fundamental presumptions on the reality, on the organization needs, on the method of decision making, people/human resources, responsibility, and on the development process.===>Usvojen nov pristup označio je promenu osnovnih pretpostavki o stvarnosti, potrebama organizacije, načinu odlučivanja, ljudima, odgovornosti, procesu razvoja.)
MATCH@E:(The new approach adopted marked the change in the fundamental presumptions on the reality, on the organization needs, on the method of decision making, people/human resources, responsibility, and on the development process.===>Usvojen nov pristup označio je promenu osnovnih pretpostavki o stvarnosti, potrebama organizacije, načinu odlučivanja, ljudima, odgovornosti, procesu razvoja.)
MATCH@M:(A system approach to IS development was adopted, the need was recognized that IS should be developed in the process of permanent learning, with all the stakeholders of WIS participating ([20]).===>Usvojen je sistemski pristup razvoju IS, prepoznata potreba da se IS razvija u procesu stalnog učenja, uz učešće svih zainteresovanih grupa za VIS ([20]).)
MATCH@E:(A system approach to IS development was adopted, the need was recognized that IS should be developed in the process of permanent learning, with all the stakeholders of WIS participating (Š20Ë).===>Usvojen je sistemski pristup razvoju IS, prepoznata potreba da se IS razvija u procesu stalnog učenja, uz učešće svih zainteresovanih grupa za VIS (Š20Ë).)
MATCH@M:(Putting this document into practice started with the creation of a strategic plan of the development of WIS in Vojvodina.===>Realizacija ove osnove započeta je izradom strateškog plana razvoja VISa Vojvodine.)
MATCH@E:(Putting this document into practice started with the creation of a strategic plan of the development of WIS in Vojvodina.===>Realizacija ove osnove započeta je izradom strateškog plana razvoja VISa Vojvodine.)
MATCH@M:(In the process, however, the project started was found to be rather too difficult.===>Međutim, u procesu rada otkriveno je da je započet projekat previše težak.)
MATCH@E:(In the process, however, the project started was found to be rather too difficult.===>Međutim, u procesu rada otkriveno je da je započet projekat previše težak.)
MATCH@M:(Hence the project was discontinued, and, for the purpose of creating conditions for the project to be resumed, a decision was made that an IS be designed for the needs of drainage system implementing the system approach.===>Projekat je zbog toga prekinut i, u cilju stvaranja uslo-va za njegov nastavak, odlučeno je da se razvije IS za potrebe odvodnjavanja koriščenjem sistemskog pristupa.)
MATCH@E:(Hence the project was discontinued, and, for the purpose of creating conditions for the project to be resumed, a decision was made that an IS be designed for the needs of drainage system implementing the system approach.===>Projekat je zbog toga prekinut i, u cilju stvaranja uslova za njegov nastavak, odlučeno je da se razvije IS za potrebe odvodnjavanja korišćenjem sistemskog pristupa.)
MATCH@M:(Problems appeared with this IS, too.===>Problemi su se javili i u razvoju tog IS.)
MATCH@E:(Problems appeared with this IS, too.===>Problemi su se javili i u razvoju tog IS.)
MATCH@M:(The basic causes were a resistance to change and a lack of understanding of the adopted planning basis and the set project tasks ([21]).===>Njihovi osnovni uzroci bili su nespremnost na promene i ne-shvatanje usvojene Planske osnove i postavljenih projektnih zadataka ([21]).)
MATCH@E:(The basic causes were a resistance to change and a lack of understanding of the adopted planning basis and the set project tasks (Š21Ë).===>Njihovi osnovni uzroci bili su nespremnost na promene i neshvatanje usvojene Planske osnove i postavljenih projektnih zadataka (Š21Ë).)
MATCH@M:(Although the basic presumptions were often repeated along the work, the participants were not willing to accept them because they were unfamiliar, different from expected and usual ones, adopted in the course of education.===>Mada su u radu često ponavljane osnovne pretpostavke pristupa, učesnici nisu bili spremni da ih prihvate jer su bile strane, drugačije od očekivanih i uobičajenih, od usvojenih u obrazovanju.)
MATCH@E:(Although the basic presumptions were often repeated along the work, the participants were not willing to accept them because they were unfamiliar, different from expected and usual ones, adopted in the course of education.===>Mada su u radu često ponavljane osnovne pretpostavke pristupa, učesnici nisu bili spremni da ih prihvate jer su bile strane, drugačije od očekivanih i uobičajenih, od usvojenih u obrazovanju.)
MATCH@M:(They expected that the state would stipulate the necessary changes in the water resourses management, independently from them.===>Očekivali su da potrebne promene u upravljanju vodama utvrdi država nezavisno od njih.)
MATCH@E:(They expected that the state would stipulate the necessary changes in the water resourses management, independently from them.===>Očekivali su da potrebne promene u upravljanju vodama utvrdi država nezavisno od njih.)
MATCH@M:(Besides, they pointed out a plethora of operational problems due to which the IMWR concept could not be paid the attention it deserved.===>Osim toga, isticano je mnoštvo operativnih problema zbog kojih konceptu IGVR nije mogla da se pokloni potrebna pažnja.)
MATCH@E:(Besides, they pointed out a plethora of operational problems due to which the IMWR concept could not be paid the attention it deserved.===>Osim toga, isticano je mnoštvo operativnih problema zbog kojih konceptu IGVR nije mogla da se pokloni potrebna pažnja.)
MATCH@M:(On the other hand, probably for the reasons of justifying the previous decisions on the WIS development, the proposition made by the designer and some other participants from the organization itself, that the project scope should temporarily be altered and adjusted to the identified organizational needs, was rejected.===>S druge strane, verovatno u želji da se opravdaju prethodne odluke na razvoju VISa, nije prihvaćen predlog projektanta i nekih učesnika iz same organizacije da se obuhvat projekta privremeno promeni i prilagodi uočenim potrebama organizacije.)
MATCH@E:(On the other hand, probably for the reasons of justifying the previous decisions on the WIS development, the proposition made by the designer and some other participants from the organization itself, that the project scope should temporarily be altered and adjusted to the identified organizational needs, was rejected.===>S druge strane, verovatno u želji da se opravdaju prethodne odluke na razvoju VISa, nije prihvaćen predlog projektanta i nekih učesnika iz same organizacije da se obuhvat projekta privremeno promeni i prilagodi uočenim potrebama organizacije.)
MATCH@M:(The work in the WIS development work group meant an additional obligation, without any reward granted for performance.===>Rad u radnoj grupi za razvoj VISa predstavljao je dodatnu obavezu, bez ikakve nagrade za uspešnost u radu.)
MATCH@E:(The work in the WIS development work group meant an additional obligation, without any reward granted for performance.===>Rad u radnoj grupi za razvoj VISa predstavljao je dodatnu obavezu, bez ikakve nagrade za uspešnost u radu.)
MATCH@M:(In such a situation, some participants expected the designer to provide the solution and considered him responsible, others insisted on the necessity of the solution to be worked out and were ready to actively take part (which never happened).===>U takvoj situaciji, pojedini učesnici očekivali su re-šenje od projektanta i njega smatrali odgovornim, drugi su isticali neophodnost i izražavali spremnost da vrlo aktivno učestvuju (do čega ipak nije dolazilo).)
MATCH@E:(In such a situation, some participants expected the designer to provide the solution and considered him responsible, others insisted on the necessity of the solution to be worked out and were ready to actively take part (which never happened).===>U takvoj situaciji, pojedini učesnici očekivali su rešenje od projektanta i njega smatrali odgovornim, drugi su isticali neophodnost i izražavali spremnost da vrlo aktivno učestvuju (do čega ipak nije dolazilo).)
MATCH@M:(Some participants wanted the designer to be their partner in search of a better life for the organization.===>Pojedini učesnici su želeli da projektant bude njihov partner u pronalaženju boljeg života za organizaciju.)
MATCH@E:(Some participants wanted the designer to be their partner in search of a better life for the organization.===>Pojedini učesnici su želeli da projektant bude njihov partner u pronalaženju boljeg života za organizaciju.)
MATCH@M:(It was difficult to explain to the engineers that the WIS development process could not be fully planned ahead, that it had to be iterative.===>Inženjerima je bilo teško objasniti da proces razvoja VISa ne može unapred u potpunosti da se planira, da mora da bude iterativan.)
MATCH@E:(It was difficult to explain to the engineers that the WIS development process could not be fully planned ahead, that it had to be iterative.===>Inženjerima je bilo teško objasniti da proces razvoja VISa ne može unapred u potpunosti da se planira, da mora da bude iterativan.)
MATCH@M:(The planning problem appeared even in the process of gathering the requirements for the development of the technical characteristics module for the drainage system, that is, when it was agreed that the requirements were known, and that they could be easily and promptly defined.===>Problem planiranja postojao je čak i u procesu prikupljanja zahteva za razvoj modula tehničkih karakteristika sistema za odvodnjavanje tj. u slučaju kada se smatralo da su zahtevi poznati, odnosno da mogu lako i brzo da se odrede.)
MATCH@E:(The planning problem appeared even in the process of gathering the requirements for the development of the technical characteristics module for the drainage system, that is, when it was agreed that the requirements were known, and that they could be easily and promptly defined.===>Problem planiranja postojao je čak i u procesu prikupljanja zahteva za razvoj modula tehničkih karakteristika sistema za odvodnjavanje tj. u slučaju kada se smatralo da su zahtevi poznati, odnosno da mogu lako i brzo da se odrede.)
MATCH@M:(In 1990's, however, the water resourses experts changed their attitudes to these systems, in an attempt to preserve both the drainage systems and themselves.===>Međutim, 1990tih godina stručnjaci u vodoprivredi su, u želji da održe i sisteme za odvodnjavanje i sebe, menjali svoje viđenje tih sistema.)
MATCH@E:(In 1990's, however, the water resourses experts changed their attitudes to these systems, in an attempt to preserve both the drainage systems and themselves.===>Međutim, 1990tih godina stručnjaci u vodoprivredi su, u želji da održe i sisteme za odvodnjavanje i sebe, menjali svoje viđenje tih sistema.)
MATCH@M:(This required that, prior to the development of an appropriate IT solution, a thorough work should be done in building a mutual understanding of the importance of drainage systems as well as in defining the types of data for which values could be gathered.===>To je zahtevalo da se pre razvoja prikladnog IT rešenja dugo radi na izgradnji zajedničkog razumevanja značenja sistema za odvodnjavanje i na utvrđivanju tipova podataka za koje mogu da se prikupe vrednosti.)
MATCH@E:(This required that, prior to the development of an appropriate IT solution, a thorough work should be done in building a mutual understanding of the importance of drainage systems as well as in defining the types of data for which values could be gathered.===>To je zahtevalo da se pre razvoja prikladnog IT rešenja dugo radi na izgradnji zajedničkog razumevanja značenja sistema za odvodnjavanje i na utvrđivanju tipova podataka za koje mogu da se prikupe vrednosti.)
MATCH@M:(Due to the presence of a large number of values for technical data, often collected for a single occasion, i.e., for one single case, their validity had to be proven.===>Zbog postojanja više različitih vrednosti tehničkih podataka, često prikupljanih jednokratno tj. za određenu potrebu, morala se određivati njihova valjanost.)
MATCH@E:(Due to the presence of a large number of values for technical data, often collected for a single occasion, i.e., for one single case, their validity had to be proven.===>Zbog postojanja više različitih vrednosti tehničkih podataka, često prikupljanih jednokratno tj. za određenu potrebu, morala se određivati njihova valjanost.)
MATCH@M:(The system approach to WIS development brings forth new questions in the issue of IS development: What knowledge, which freedom of choice and which power of action were used in proposing and adopting the IS development plans?===>Sistemski pristup razvoju VISa donosi nova pitanja o problematici razvoja ISa: Sa kojim se znanjima, slobodom izbora, moći delovanja predlažu i prihvataju planovi razvoja ISa?)
MATCH@E:(The system approach to WIS development brings forth new questions in the issue of IS development: What knowledge, which freedom of choice and which power of action were used in proposing and adopting the IS development plans?===>Sistemski pristup razvoju VISa donosi nova pitanja o problematici razvoja ISa: ~~~ Sa kojim se znanjima, slobo dom izbora, moći delovanja predlažu i prihvataju planovi razvoja ISa?)
MATCH@M:(Why do people adopt the propositions they do not understand, they do not know the consequences of or which do not meet the needs of the organization according to some future IS users?===>Zašto se prihvataju predloži koji se ne razumeju, čije se posledice ne znaju i koji čak uopšte ne odgovaraju potrebama organizacije po mišljenju nekih budućih korisnika ISa?)
MATCH@E:(Why do people adopt the propositions they do not understand, they do not know the consequences of or which do not meet the needs of the organization according to some future IS users?===>Zašto se prihvataju predlozi koji se ne razumeju, čije se posledice ne znaju i koji čak uopšte ne odgovaraju potrebama organizacije po mišljenju nekih budućih korisnika ISa?)
MATCH@M:(How can the set objectives be achieved at all when the participants are not introduced to them and when some managers even claim that the set objectives are inappropriate to the organization?===>Kako uopšte može uspešno da se radi ka ostvarenju postavljenih ciljeva kada učesnici nisu upoznati sa njima, a neki rukovodioci čak smatraju da postavljeni ciljevi nisu prikladni za organizaciju?)
MATCH@E:(How can the set objectives be achieved at all when the participants are not introduced to them and when some managers even claim that the set objectives are inappropriate to the organization?===>Kako uopšte može uspešno da se radi ka ostvarenju postavljenih ciljeva kada učesnici nisu upoznati sa njima, a neki rukovodioci čak smatraju da postavljeni ciljevi nisu prikladni za organizaciju?)
MATCH@M:(How can the inborn attitudes of men be changed?===>Kako se menjaju osnovna uverenja ljudi?)
MATCH@E:(How can the inborn attitudes of men be changed?===>Kako se menjaju osnovna uverenja ljudi?)
MATCH@M:(What should be done to convert the observers of the change into the supporters of them?===>Šta je potrebno da se uradi da bi posmatrači promena postali nosioci tih promena?)
MATCH@E:(What should be done to convert the observers of the change into the supporters of them?===>Šta je potrebno da se uradi da bi posmatrači promena postali nosioci tih promena?)
MATCH@M:(How can they be freed from fear of being blamed, how can the conditions be created in which there is readiness to learn from one's errors, to correct wrong decisions?===>Kako se osloboditi straha od krivice, stvoriti uslove u kojima postoji spremnost da se uči iz grešaka, da se stalno koriguju pogrešne odluke?)
MATCH@E:(How can they be freed from fear of being blamed, how can the conditions be created in which there is readiness to learn from one's errors, to correct wrong decisions?===>Kako se osloboditi straha od krivice, stvoriti uslove u kojima postoji spremnost da se uči iz grešaka, da se stalno koriguju pogrešne odluke?)
MATCH@M:(How difficult is it to work on the IS development if one's beliefs differ from those of the majority of experts?===>Koliko je teško raditi na razvoju IS sa uverenjima drugačijim od uverenja većine stručnjaka?)
MATCH@E:(How difficult is it to work on the IS development if one's beliefs differ from those of the majority of experts?===>Koliko je teško raditi na razvoju IS sa uverenjima drugačijim od uverenja većine stručnjaka?)
MATCH@M:(To what extent do those beliefs limit the participants' freedom?===>Koliko ta uverenja ograničavaju slobodu učesnika?)
MATCH@E:(To what extent do those beliefs limit the participants' freedom?===>Koliko ta uverenja ograničavaju slobodu učesnika?)
MATCH@M:(How much effort does it need that the approach itself be explained to both the participants in the development and the external observers.===>Koliko je napora potrebno da se sam pristup objasni i učesnicima u razvoju i spoljašnjim posmatračima?)
MATCH@E:(How much effort does it need that the approach itself be explained to both the participants in the development and the external observers.===>Koliko je napora potrebno da se sam pristup objasni i učesnicima u razvoju i spoljašnjim posmatračima?)
MATCH@M:(How risky and demanding is that approach given that there is a high probability that the external observers, knowledgeable of only traditional IS approaches, decide that it is not expertly enough?===>Koliko je taj pristup rizičan i zahtevan s obzirom da postoji velika verovatno-ća da ga spoljašnji posmatrači, koji najčešće znaju samo za tradicionalne pristupe IS, ocene kao nestručan?)
MATCH@E:(How risky and demanding is that approach given that there is a high probability that the external observers, knowledgeable of only traditional IS approaches, decide that it is not expertly enough?===>Koliko je taj pristup rizičan i zahtevan s obzirom da postoji velika verovatnoća da ga spoljašnji posmatrači, koji najčešće znaju samo za tradicionalne pristupe IS, ocene kao nestručan?)
MATCH@M:(Does the lack of accurate values for the data mean that the prospective IS users do not make decisions on the basis of facts?===>Da li nepostojanje tačnih vrednosti podataka znači da potencijalni korisnici IS ne donose odluke na osnovu podataka?)
MATCH@E:(Does the lack of accurate values for the data mean that the prospective IS users do not make decisions on the basis of facts?===>Da li nepostojanje tačnih vrednosti podataka znači da potencijalni korisnici IS ne donose odluke na osnovu podataka?)
MATCH@M:(What type of IS do they need?===>Kakav je IS njima potreban?)
MATCH@E:(What type of IS do they need?===>Kakav je IS njima potreban?)
MATCH@M:(In which way will IS meet the needs of different psychological types of users?===>Kako će IS zadovoljiti potrebe različitih psiholoških tipova korisnika?)
MATCH@E:(In which way will IS meet the needs of different psychological types of users?===>Kako će IS zadovoljiti potrebe različitih psiholoških tipova korisnika?)
MATCH@M:(Who is responsible for failing to ensure the conditions for a steady, continual work of all the participants in the IS development?===>Ko je odgovoran za neobezbeđivanje uslova za stalan, kontinuiran rad svih učesnika u razvoju IS?)
MATCH@E:(Who is responsible for failing to ensure the conditions for a steady, continual work of all the participants in the IS development?===>Ko je odgovoran za neobezbeđivanje uslova za stalan, kontinuiran rad svih učesnika u razvoju IS?)
MATCH@M:(Who is responsible for cumulative effects of a legitimate absence of a future IS user in the development of the system?===>Ko je odgovoran za kumulativne efekte opravdanog izostanka budućeg korisnika IS u radu na njegovom razvoju?)
MATCH@E:(Who is responsible for cumulative effects of a legitimate absence of a future IS user in the development of the system?===>Ko je odgovoran za kumulativne efekte opravdanog izostanka budućeg korisnika IS u radu na njegovom razvoju?)
MATCH@M:(Who is to be in charge of these difficult, but important issues? How can he do it?===>Ko i kako može da brine o ovim teškim, ali značajnim pitanjima?)
MATCH@E:(Who is to be in charge of these difficult, but important issues? ~~~ How can he do it?===>Ko i kako može da brine o ovim teškim, ali značajnim pitanjima?)
MATCH@M:(Simultaneously with the attempt to implement a different approach to the WIS development, efforts were made to develop a new HISD.===>Paralelno sa pokušajem primene drugačijeg pristupa razvoju VISa radilo se na razvoju novog HISD.)
MATCH@E:(New HISD development project Simultaneously with the attempt to implement a different approach to the WIS development, efforts were made to develop a new HISD.===>Nov projekat razvoja HISD Paralelno sa pokušajem primene drugačijeg pristupa razvoju VISa radilo se na razvoju novog HISD.)
MATCH@M:(The two projects were not related.===>Ta dva projekta nisu bila međusobno povezana.)
MATCH@E:(The two projects were not related.===>Ta dva projekta nisu bila međusobno povezana.)
MATCH@M:(Nobody bothered to enter into analysis as to why there is a need for a new model, nor which are the flaws of the old one, nor whether conditions allow for the implementation of that new one.===>Nije razmotreno zašto je potreban nov model tj. koji su nedostaci starog, ko će koristiti novorazvijen model, niti da li postoje uslovi za njegovo korišćenje.)
MATCH@E:(Nobody bothered to enter into analysis as to why there is a need for a new model, nor which are the flaws of the old one, nor whether conditions allow for the implementation of that new one.===>Nije razmotreno zašto je potreban nov model tj. koji su nedostaci starog, ko će koristiti novorazvijen model, niti da li postoje uslovi za njegovo korišćenje.)
MATCH@M:(Despite an evident conflict of interests of various institutions, the software for the management logistics in the river Drina basin was developed.===>Mada je uočen sukob interesa različitih institucija, razvijan je softver za podršku upravljanju u slivu reke Drine.)
MATCH@E:(Despite an evident conflict of interests of various institutions, the software for the management logistics in the river Drina basin was developed.===>Mada je uočen sukob interesa različitih institucija, razvijan je softver za podršku upravljanju u slivu reke Drine.)
MATCH@M:(The development of the planned software was continued even when the key institutions from the Republic of Srpska and Montenegro waived participation.===>Razvoj planiranog softvera je nastavljen i posle izostanka učešća ključnih institucija iz Republike Srpske i Crne Gore.)
MATCH@E:(The development of the planned software was continued even when the key institutions from the Republic of Srpska and Montenegro waived participation.===>Razvoj planiranog softvera je nastavljen i posle izostanka učešća ključnih institucija iz Republike Srpske i Crne Gore.)
MATCH@M:(Besides, the prospective user from Serbia claimed that they had no need for the newly-developed software.===>Osim toga, potencijalni korisnik iz Srbije smatrao je da novorazvijen softver njemu nije potreban.)
MATCH@E:(Besides, the prospective user from Serbia claimed that they had no need for the newly-developed software.===>Osim toga, potencijalni korisnik iz Srbije smatrao je da novorazvijen softver njemu nije potreban.)
MATCH@M:(Who is to take care of these problems, and how is it to be accomplished, if experts have no power to solve them, and the authorities do not care to learn their opinions?===>Ko će i kako brinuti o ovim problemima ako stručnjaci nemaju moć da ih rešavaju, a nadležni ne žele da čuju njihovo mišljenje?)
MATCH@E:(Who is to take care of these problems, and how is it to be accomplished, if experts have no power to solve them, and the authorities do not care to learn their opinions?===>Ko će i kako brinuti o ovim problemima ako stručnjaci nemaju moć da ih rešavaju, a nadležni ne žele da čuju njihovo mišljenje?)
MATCH@M:(The European Union aid programme was initiated for the purpose of introducing WIS in Serbia.===>U cilju uvođenja VISa u Srbiju, iniciran je projekat Programa pomoći Evropske Unije.)
MATCH@E:(European Union aid programmes The European Union aid programme was initiated for the purpose of introducing WIS in Serbia.===>Program pomoći Evropske Unije U cilju uvođenja VISa u Srbiju, iniciran je projekat Programa pomoći Evropske Unije.)
MATCH@M:(The first project documents stressed the system approach and building success on errors as fundamental parts of WIS designing.===>U prvim projektnim dokumentima kao značajni temelji izgradnje VISa istaknuti su sistemski pristup i izgradnja uspeha na osnovu grešaka.)
MATCH@E:(The first project documents stressed the system approach and building success on errors as fundamental parts of WIS designing.===>U prvim projektnim dokumentima kao značajni temelji izgradnje VISa istaknuti su sistemski pristup i izgradnja uspeha na osnovu grešaka.)
MATCH@M:(In his offer, the contractor stated that several unseccessful attempts to introduce WIS in Serbia so far were caused by organizational problems.===>U ponudi izvođača ukazano je da su organizacioni problemi bili uzrok nekoliko neuspešnih pokušaja razvoja VISa u Srbiji.)
MATCH@E:(In his offer, the contractor stated that several unseccessful attempts to introduce WIS in Serbia so far were caused by organizational problems.===>U ponudi izvođača ukazano je da su organizacioni problemi bili uzrok nekoliko neuspešnih pokušaja razvoja VISa u Srbiji.)
MATCH@M:(The proposed approach to WIS development in Serbia insisted that sustainable and appropriate approaches should be used from the very beginning of the project as well as that local knowledge and expertese and the representatives of all the stakeholders should be involved too.===>U predloženom pristupu razvoju VISa istaknuto je da se od početka projekta moraju koristiti održivi i prikladni pristupi i uključiti lokalna znanja i ekspertize, kao i predstavnici svih zainteresovanih grupa.)
MATCH@E:(The proposed approach to WIS development in Serbia insisted that sustainable and appropriate approaches should be used from the very beginning of the project as well as that local knowledge and expertese and the representatives of all the stakeholders should be involved too.===>U predloženom pristupu razvoju VISa istaknuto je da se od početka projekta moraju koristiti održivi i prikladni pristupi i uključiti lokalna znanja i ekspertize, kao i predstavnici svih zainteresovanih grupa.)
MATCH@M:(On the other hand, the project was conducted in accordance to the project task that was not considered appropriate by either the contractor or some members of the project monitoring Board, however, the European Development Agency representative was firmly against any changes in the project task.===>S druge strane, na projektu se radilo po projektnom zadatku koji ni izvođač ni pojedini članovi Odbora za praćenje projekta nisu smatrali dobrim, sa čvrstim stavom predstavnika Evropske agencije za razvoj da promena projektnog zadatka nije moguća.)
MATCH@E:(On the other hand, the project was conducted in accordance to the project task that was not considered appropriate by either the contractor or some members of the project monitoring Board, however, the European Development Agency representative was firmly against any changes in the project task.===>S druge strane, na projektu se radilo po projektnom zadatku koji ni izvođač ni pojedini članovi Odbora za praćenje projekta nisu smatrali dobrim, sa čvrstim stavom predstavnika Evropske agencije za razvoj da promena projektnog zadatka nije moguća.)
MATCH@M:(The opening activities on the project were not carried out in the way that the contractor considered the key factor of the project success - the system approach was not implemented, the organizational issues were not analysed, the local knowledge was not involved, nor were the representatives of stakeholders.===>Prve aktivnosti na projektu nisu izvršene na način koji je sam izvođač smatrao ključnim za uspeh projekta - nije korišćen sistemski pristup, nisu analizirani organizacioni problemi, nije uključeno lokalno znanje, niti su uključeni predstavnici zain-teresovanih grupa.)
MATCH@E:(The opening activities on the project were not carried out in the way that the contractor considered the key factor of the project success - the system approach was not implemented, the organizational issues were not analysed, the local knowledge was not involved, nor were the representatives of stakeholders.===>Prve aktivnosti na projektu nisu izvršene na način koji je sam izvođač smatrao ključnim za uspeh projekta nije korišćen sistemski pristup, nisu analizirani organizacioni problemi, nije uklju čeno lokalno znanje, niti su uključeni predstavnici zainteresovanih grupa.)
MATCH@M:(In other words, the approach that was devised as appropriate was not properly implemented from the beginning of the project.===>Drugim recima, pristup koji je zamišljen kao prikladan nije primenjen od početka projekta.)
MATCH@E:(In other words, the approach that was devised as appropriate was not properly implemented from the beginning of the project.===>Drugim rečima, pristup koji je zamišljen kao prikladan nije primenjen od početka projekta.)
MATCH@M:(Likewise, the local experts' experience in WIS development was not used at all, regardless of an expressly stated opinion that it is rather extensive and highly valuable.===>Iskustvo u razvoju VISa domaćih stručnjaka uopšte nije korišćeno i pored eksplicitno date ocene da je ono veoma bogato i jako značajno.)
MATCH@E:(Likewise, the local experts' experience in WIS development was not used at all, regardless of an expressly stated opinion that it is rather extensive and highly valuable.===>Iskustvo u razvoju VISa domaćih stručnjaka uopšte nije korišćeno i pored eksplicitno date ocene da je ono veoma bogato i jako značajno.)
MATCH@M:(Moreover, the local experts, after they had expressed their doubts as regards the project success, were excluded from further activities by simply not being appointed into the groups in which their engagement was planned.===>Šta više, domaći stručnjaci su, nakon iskazivanja sumnji u uspeh projekta, isključeni iz daljih aktivnosti jednostavno neimenovanjem u grupe u kojima je njihov rad bio planiran.)
MATCH@E:(Moreover, the local experts, after they had expressed their doubts as regards the project success, were excluded from further activities by simply not being appointed into the groups in which their engagement was planned.===>Šta više, domaći stručnjaci su, nakon iskazivanja sumnji u uspeh projekta, isključeni iz daljih aktivnosti jednostavno neimenovanjem u grupe u kojima je njihov rad bio planiran.)
MATCH@M:(The above quoted problems were the indications of a great risk for the success of the project ([22]).===>Navedeni problemi bili su indikatori velikog rizika za uspeh ovog projekta ([22]).)
MATCH@E:(The above quoted problems were the indications of a great risk for the success of the project (Š22Ë).===>Navedeni problemi bili su indikatori velikog rizika za uspeh ovog projekta (Š22Ë).)
MATCH@M:(The decision makers on the project, however, did not care to hear anything about this, a case similar to the one of the HISD.===>Ali, o njima, kao i u slučaju HISD, donosioci odluka o projektu izgleda da nisu žele-li da čuju.)
MATCH@E:(The decision makers on the project, however, did not care to hear anything about this, a case similar to the one of the HISD.===>Ali, o njima, kao i u slučaju HISD, donosioci odluka o projektu izgleda da nisu želeli da čuju.)
MATCH@M:(They seemed not to be willing to learn from the errors made, to use the acumulated experience.===>Oni izgleda nisu bili spremni da uče na osnovu počinjenih grešaka, da koriste stečena iskustva.)
MATCH@E:(They seemed not to be willing to learn from the errors made, to use the acumulated experience.===>Oni izgleda nisu bili spremni da uče na osnovu počinjenih grešaka, da koriste stečena iskustva.)
MATCH@M:(They seemed to feel it was easier to wait for the others to provide solutions, to "absolve" themselves by claiming that they are not acquainted with what IS is, to require "all" data, and to exclude those who do not agree with them from the process.===>Izgleda da im je bilo lakše da očekuju rešenje od drugih, "pravdaju" svoje odluke neznanjem šta je IS, traže "sve" podatke, isključuju iz procesa one koji drugačije misle.)
MATCH@E:(They seemed to feel it was easier to wait for the others to provide solutions, to absolve themselves by claiming that they are not acquainted with what IS is, to require all data, and to exclude those who do not agree with them from the process.===>Izgleda da im je bilo lakše da očekuju rešenje od drugih, pravdaju svoje odluke neznanjem šta je IS, traže sve podatke, isključuju iz procesa one koji drugačije misle.)
MATCH@M:(However, does the decision maker in the WIS have the right to do so?===>Ali, da li donosilac odluke o VISu na to ima prava?)
MATCH@E:(However, does the decision maker in the WIS have the right to do so?===>Ali, da li donosilac odluke o VISu na to ima prava?)
MATCH@M:(Is not it his knowledge, his openness to different standpoints, his willingness to start a discourse on problems and responsibilities, that make the precondition for the WIS success?===>Zar upravo njegova znanja i otvorenost ka različitim gledištima, spremnost da započne diskurs o problemima i odgovornosti, nisu preduslov uspeha VISa?)
MATCH@E:(Isn't it his knowledge, his openness to different standpoints, his willingness to start a discourse on problems and responsibilities, that make the precondition for the WIS success?===>Zar upravo njegova znanja i otvorenost ka različitim gledištima, spremnost da započne diskurs o problemima i odgovornosti, nisu preduslov uspeha VISa?)
MATCH@M:(Does he have the right and authority to change the social reality by not taking into consideration the needs and the interests of all the stakeholders?===>Da li on ima pravo da menja društvenu stvarnost neuzimanjem u obzir potreba i interesa svih zainteresovanih?)
MATCH@E:(Does he have the right and authority to change the social reality by not taking into consideration the needs and the interests of all the stakeholders?===>Da li on ima pravo da menja društvenu stvarnost neuzimanjem u obzir potreba i interesa svih zainteresovanih?)
MATCH@M:(Could the project with a poorly set project task bring a better life to the water resources of Serbia?===>Da li je projekat sa loše postavljenim projektnim zadatkom mogao da donese bolji život vodoprivredi Srbije?)
MATCH@E:(Could the project with a poorly set project task bring a better life to the water resources of Serbia?===>Da li je projekat sa loše postavljenim projektnim zadatkom mogao da donese bolji život vodoprivredi Srbije?)
MATCH@M:(Did the European Union really aid Serbia in developing WIS in the appropriate manner?===>Da li je Evropska Unija na pravi način pružila pomoć Srbiji na razvoju VISa?)
MATCH@E:(Did the European Union really aid Serbia in developing WIS in the appropriate manner?===>Da li je Evropska Unija na pravi način pružila pomoć Srbiji na razvoju VISa?)
MATCH@M:(Is it really so difficult to look back, to recognize and analyse the errors we have made and thus try to create a better life instead of only talking about it?===>Zar je zaista toliko teško da pogledamo unazad, prepoznamo i razmotrimo greške koje smo napravili i na taj način pokušamo da stvorimo bolji život umesto da samo pričamo o njemu?)
MATCH@E:(Is it really so difficult to look back, to recognize and analyse the errors we have made and thus try to create a better life instead of only talking about it?===>Zar je zaista toliko teško da pogledamo unazad, prepoznamo i razmotrimo greške koje smo napravili i na taj način pokušamo da stvorimo bolji život umesto da samo pričamo o njemu?)
MATCH@M:(This paper is an author's attempt to, so far as it is possible, contribute to the responsible IS development in Serbia by liberating the IS experts and reasearchers from the limited and limitating understanding of IS.===>Ovaj rad predstavlja pokušaj autora da, u granicama svoje moći, doprinese odgovornom razvoju IS u Srbiji pokušajem oslobađanja stručnjaka i israživača u oblasti IS od ograničenog i ograničavajućeg razumevanja IS.)
MATCH@E:(Concluding remarks This paper is an author's attempt to, so far as it is possible, contribute to the responsible IS development in Serbia by liberating the IS experts and reasearchers from the limited and limitating understanding of IS.===>Zaključna razmatranja Ovaj rad predstavlja pokušaj autora da, u granicama svoje moći, doprinese odgovornom razvoju IS u Srbiji pokušajem oslobađanja stručnjaka i israživača u oblasti IS od ograničenog i ograničavajućeg razumevanja IS.)
MATCH@M:(The paper highlights the issues of responsibility for IS and lists problems to be thought about in order to understand the IS developmet issues.===>Rad ukazuje na probleme odgovornosti za IS i postavlja pitanja o kojima bi trebalo razmišljati u cilju razumevanja problematike razvoja IS.)
MATCH@E:(The paper highlights the issues of responsibility for IS and lists problems to be thought about in order to understand the IS developmet issues.===>Rad ukazuje na probleme odgovornosti za IS i postavlja pitanja o kojima bi trebalo razmišljati u cilju razumevanja problematike razvoja IS.)
MATCH@M:(Due to the complexity of the problem and due to the limited human competences, the answers to these problems should be sought in the discourse among all the stakeholders in the IS development - the users, the investors, and the experts.===>Zbog složenosti problema i ograničenja ljudskih sposobnosti, odgovore na pitanja trebalo bi tražiti u diskursu svih zainteresovanih za razvoj IS - korisnika, investitora i stručnjaka.)
MATCH@E:(Due to the complexity of the problem and due to the limited human competences, the answers to these problems should be sought in the discourse among all the stakeholders in the IS development - the users, the investors, and the experts.===>Zbog složenosti problema i ograničenja ljudskih sposobnosti, odgovore na pitanja trebalo bi tražiti u diskursu svih zainteresovanih za razvoj IS korisnika, investitora i stručnjaka.)
MATCH@M:(In finding the answers which will be subject to further changes, conditions could be created for both understanding and delegating social responsibility.===>Pronalaženjem odgovora, koji se kasnije mogu menja-ti, stvarali bi se uslovi za razume vanje i pripisivanje društvene odgovornosti.)
MATCH@E:(In finding the answers which will be subject to further changes, conditions could be created for both understanding and delegating social responsibility.===>Pronalaženjem odgovora, koji se kasnije mogu menjati, stvarali bi se uslovi za razumevanje i pripisivanje društvene odgovornosti.)
MATCH@M:(In order that a realistic vision of a better life for all the parties interested in IS be created, the discourse should include the researchers, the teachers, and those who are responsible for generating knowledge required for a socially responsible IS development.===>U cilju formiranja realne vizije boljeg života svih zainteresovanih za IS, u diskurs treba uključiti i istraživače, nastavnike, odnosno odgovorne za izgradnju znanja potrebnog za društveno odgovoran razvoj IS.)
MATCH@E:(In order that a realistic vision of a better life for all the parties interested in IS be created, the discourse should include the researchers, the teachers, and those who are responsible for generating knowledge required for a socially responsible IS development.===>U cilju formiranja realne vizije boljeg života svih zainteresovanih za IS, u diskurs treba uključiti i istraživače, nastavnike, odnosno odgovorne za izgradnju znanja potrebnog za društveno odgovoran razvoj IS.)
MATCH@M:(Since the development of information society, and hence IS as part of the national information infrastructure is the care of the Ministry of Telecommunications and Information Society, the success Serbia will achieve in creating information society will depend on the willingness of the Ministry to analyse and discuss the socially responsible IS development and to take care of that social responsibility.===>S obzirom da brigu o razvoju informacionog društva, a samim tim i IS kao dela nacionalne informacione infrastrukture, pravno vodi Ministarstvo za telekomunikacije i informatičko društvo, uspeh Srbije u izgradnji informacionog društva zavisiče od spremnosti Ministarstva da razmišlja i raspravlja o društvenom odgovornom razvoju IS odnosno informacionog društva i da brine o toj društvenoj odgovornosti.)
MATCH@E:(Since the development of information society, and hence IS as part of the national information infrastructure is the care of the Ministry of Telecommunications and Information Society, the success Serbia will achieve in creating information society will depend on the willingness of the Ministry to analyse and discuss the socially responsible IS development and to take care of that social responsibility.===>S obzirom da brigu o razvoju informacionog društva, a samim tim i IS kao dela nacionalne informacione infrastrukture, pravno vodi Ministarstvo za telekomunikacije i informatičko društvo, uspeh Srbije u izgradnji informacionog društva zavisiće od spremnosti Ministarstva da razmišlja i raspravlja o društvenom odgovornom razvoju IS odnosno informacionog društva i da brine o toj društvenoj odgovornosti.)
MATCH@M:(A significant role in this work certainly belongs to professional associations, as well as all the organizations engaged in the development of information systems.===>Na tom putu značajnu ulogu bi svakako trebalo da imaju i profesionalna udruženja, kao i sve organizacije koje se bave razvojem informacionih sistema.)
MATCH@E:(A significant role in this work certainly belongs to professional associations, as well as all the organizations engaged in the development of information systems.===>Na tom putu značajnu ulogu bi svakako trebalo da imaju i profesionalna udruženja, kao i sve organizacije koje se bave razvojem informacionih sistema.)
MATCH@M:(Modern business conditions demand a new kind of approach in process management areas and development of competition.===>Uslovi savremenog poslovanja zahtevaju nove pristupe u oblasti upravljanja procesima i razvoja konkurentnosti.)
MATCH@E:(September 2008, Belgrade, Serbia Modern business conditions demand a new kind of approach in process management areas and development of competition.===>Septembar 2008, Beograd, Srbija Uslovi savremenog poslovanja zahtevaju nove pristupe u oblasti upravljanja procesima i razvoja konkurentnosti.)
MATCH@M:(Changes in market area produce a direct impact upon the way of thinking that is related to the company management so that generation and conservation of advantageous position over competition must be a result of a constant periodic process.===>Promene u oblasti tržišta neposredno utiču na način razmišljanja koji se odnosi na upravljanje preduzečem, tako da stvaranje i održavanje prednosti nad konkurencijom mora predstavljati rezultat trajnog cikličnog procesa.)
MATCH@E:(Changes in market area produce a direct impact upon the way of thinking that is related to the company management so that generation and conservation of advantageous position over competition must be a result of a constant periodic process.===>Promene u oblasti tržišta neposredno utiču na način razmišljanja koji se odnosi na upravljanje preduzećem, tako da stvaranje i održavanje prednosti nad konkurencijom mora predstavljati rezultat trajnog cikličnog procesa.)
MATCH@M:(The basic elements of advantage over competition are the dominance in expertise and in assets.===>Osnovni elementi prednosti nad konkurencijom su nadmoč u stručnosti i nadmoč u sredstvima.)
MATCH@E:(The basic elements of advantage over competition are the dominance in expertise and in assets.===>Osnovni elementi prednosti nad konkurencijom su nadmoć u stručnosti i nadmoć u sredstvima.)
MATCH@M:(A continual improvement of efficiency of knowledge and work efficiency is a basic imperative of modern economy and the most significant factor in the competitive activity of a company in world market, where the key players are Corporations.===>Kontinualno unapređivanje produktivnosti znanja i rada jeste osnovni imperativ savremene privrede i najznačajniji faktor u konkurentskoj borbi preduzeča na globalnom tržištu, gde glavnu reč vode Korporacije.)
MATCH@E:(A continual improvement of efficiency of knowledge and work efficiency is a basic imperative of modern economy and the most significant factor in the competitive activity of a company in world market, where the key players are Corporations.===>Kontinualno unapređivanje produktivnosti znanja i rada jeste osnovni imperativ savremene privrede i najznačajniji faktor u konkurentskoj borbi preduzeća na globalnom tržištu, gde glavnu reč vode Korporacije.)
MATCH@M:(This knowledge needs to be built in business policy of every business organization.===>Ova saznanja treba da se ugrade u poslovnu politiku svake poslovne organizacije.)
MATCH@E:(This knowledge needs to be built in business policy of every business organization.===>Ova saznanja treba da se ugrade u poslovnu politiku svake poslovne organizacije.)
MATCH@M:(Assets dominion is a tangible advantage that is acieved by investing into automated processes, computerized and robotized production means, trade marks, and production quantity.===>Nadmoč u sredstvima je opipljiva prednost postignuta ulaganjem u automatizovane procese, kompjuterizovana i robotizovana sredstva rada, ulaganjem u robne marke, kvantitet proizvodnje.)
MATCH@E:(Assets dominion is a tangible advantage that is acieved by investing into automated processes, computerized and robotized production means, trade marks, and production quantity.===>Nadmoć u sredstvima je opipljiva prednost postignuta ulaganjem u automatizovane procese, kompjuterizovana i robotizovana sredstva rada, ulaganjem u robne marke, kvantitet proizvodnje.)
MATCH@M:(By recognition of its values and by investing in these items, the company takes a new position as regards the consumers.===>Prepoznavanjem svojih vrednosti i ulaganjem u njeno koriščenje, preduzeče zauzima novu poziciju kod kupca.)
MATCH@E:(By recognition of its values and by investing in these items, the company takes a new position as regards the consumers.===>Prepoznavanjem svojih vrednosti i ulaganjem u njeno korišćenje, preduzeće zauzima novu poziciju kod kupca.)
MATCH@M:(Technological sciences, as multi disciplinary scientific areas, have to develop new kinds of knowledge in designing new products and processes, including complex systems and methods for protection of living environment.===>Tehničko-tehnološke nauke, kao multidisciplinarne naučne oblasti, moraju da razvijaju nova znanja u projektovanju proizvoda i procesa, uključujući složene sisteme i metode zaštite životne okoline.)
MATCH@E:(Technological sciences, as multi disciplinary scientific areas, have to develop new kinds of knowledge in designing new products and processes, including complex systems and methods for protection of living environment.===>Tehničko-tehnološke nauke, kao multidisciplinarne naučne oblasti, moraju da razvijaju nova znanja u projektovanju proizvoda i procesa, uključujući složene sisteme i metode zaštite životne okoline.)
MATCH@M:(Ecology, technology and environment protection, with successful interaction, should point toward a possibility of further improvement of living quality.===>Ekologija, tehnologija i zaštita okoline, treba da uka'u na mogučnost daljeg unapređenja kvaliteta života uz uspešnu interakciju.)
MATCH@E:(Ecology, technology and environment protection, with successful interaction, should point toward a possibility of further improvement of living quality.===>Ekologija, tehnologija i zaštita okoline, treba da ukažu na mogućnost daljeg unapređenja kvaliteta života uz uspešnu interakciju. 1.)
MATCH@M:(In international economic relationships, quality is recognized as a basis for removing technical-technological and many other obstacles that emerge in trading in goods and services.===>U međunarodnim ekonomskim odnosima, kvalitet je osnova za uklanjanje tehničko-tehnoloških i mnogih drugih prepreka, koje mogu da nastanu u prometu roba i usluga.)
MATCH@E:(1. ~~~ Introduction In international economic relationships, quality is recognized as a basis for removing technical-technological and many other obstacles that emerge in trading in goods and services.===>Uvod U međunarodnim ekonomskim odnosima, kvalitet je osnova za uklanjanje tehničko-tehnoloških i mnogih drugih prepreka, koje mogu da nastanu u prometu roba i usluga.)
MATCH@M:(The company’s competitive position, similarly, is based on a higher quality product, a higher safety in use, as well as upon a higher extent to which the needs are met, which further stresses the interrelation between the competitive advantage and technological innovations.===>Takođe, konkurentska pozicija preduzeča se zasniva na višem kvalitetu proizvoda, većoj sigurnosti upotrebe, kao i višem stepenu zadovoljenja potreba, što govori o međupovezanosti konkurentske prednosti i tehnoloških inovacija.)
MATCH@E:(The companys competitive position, similarly, is based on a higher quality product, a higher safety in use, as well as upon a higher extent to which the needs are met, which further stresses the interrelation between the competitive advantage and technological innovations.===>Takođe, konkurentska pozicija preduzeća se zasniva na višem kvalitetu proizvoda, većoj sigurnosti upotrebe, kao i višem stepenu zadovoljenja potreba, što govori o međupovezanosti konkurentske prednosti i tehnoloških inovacija.)
MATCH@M:(The background for these processes is an accelerated development of technology where the information technologies (IT) are of paramount importance [1].===>Osnov ovih procesa je ubrzan razvoj tehnologije, a pre svih, veliki značaj imaju informacione tehnologije (IT), [1].)
MATCH@E:(The background for these processes is an accelerated development of technology where the information technologies (IT) are of paramount importance Š1Ë.===>Osnov ovih procesa je ubrzan razvoj tehnologije, a pre svih, veliki značaj imaju informacione tehnologije (IT), Š1Ë.)
MATCH@M:(The implementation of these gave rise to new rules of competition that lean on the production standards, service standards, technology development and innovations.===>Njihovom upotrebom, formirana su nova pravila konkurencije, koja se oslanjaju na standarde proizvodnje, standarde usluge, tehnološki razvoj i inovacije.)
MATCH@E:(The implementation of these gave rise to new rules of competition that lean on the production standards, service standards, technology development and innovations.===>Njihovom upotrebom, formirana su nova pravila konkurencije, koja se oslanjaju na standarde proizvodnje, standarde usluge, tehnološki razvoj i inovacije.)
MATCH@M:(The processes of an accelerated growth of industry and raw materials leave huge quantities of pollutant waste materials that threaten the man’s quality of life.===>U procesima ubrzanog rasta proizvodnje i sirovina, nastaju ogromne količine zagađujućih otpadnih materijala koji ugrožavaju kvalitet života čoveka.)
MATCH@E:(The processes of an accelerated growth of industry and raw materials leave huge quantities of pollutant waste materials that threaten the mans quality of life.===>U procesima ubrzanog rasta proizvodnje i sirovina, nastaju ogromne količine zagađujućih otpadnih materijala koji ugrožavaju kvalitet života čoveka.)
MATCH@M:(We can even argue that the survival itself is endangered.===>Može se reći da je ugrožena i mogućnost opstajanja.)
MATCH@E:(We can even argue that the survival itself is endangered.===>Može se reći da je ugrožena i mogućnost opstajanja.)
MATCH@M:(This has led to undertaking a number of activities whose objective is to solve the existing and prevent the emergence of new ecological problems.===>To je dovelo do preuzimanja niza akcija koje imaju za cilj rešava-nje nastalih i sprečavanje nastajanja novih ekoloških problema.)
MATCH@E:(This has led to undertaking a number of activities whose objective is to solve the existing and prevent the emergence of new ecological problems.===>To je dovelo do preuzimanja niza akcija koje imaju za cilj rešavanje nastalih i sprečavanje nastajanja novih ekoloških problema.)
MATCH@M:(The efforts of the majority of countries are focused upon bringing as adequate regulations as possible, as well as upon developing more efficient systems for environment management, in order that stimulative conditions for a successful environmental protection should be created.===>Napori većine zemalja su usmereni na donošenje što adekvatnijih propisa, razvoj efikasnijih sistema za upravljanje okruženjem, kako bi se obezbe-dili stimulativni uslovi za uspešnu zaštitu životne sredine od zagađivača.)
MATCH@E:(The efforts of the majority of countries are focused upon bringing as adequate regulations as possible, as well as upon developing more efficient systems for environment management, in order that stimulative conditions for a successful environmental protection should be created.===>Napori većine zemalja su usmereni na donošenje što adekvatnijih propisa, razvoj efikasnijih sistema za upravljanje okruženjem, kako bi se obezbedili stimulativni uslovi za uspešnu zaštitu životne sredine od zagađivača. 2.)
MATCH@M:(A positioned company which fails to produce innovation at the times that demand one is doomed to stagnate and perish.===>Pozicionirano preduzeće koje, u doba koje zahteva inovaciju, nije u stanju da pruži inovaciju, osuđeno je na stagniranje i nestanje.)
MATCH@E:(2. ~~~ Market management A positioned company which fails to produce innovation at the times that demand one is doomed to stag nate and perish.===>Upravljanje tržištem Pozicionirano preduzeće koje, u doba koje zahteva inovaciju, nije u stanju da pruži inovaciju, osuđeno je na stagniranje i nestanje.)
MATCH@M:(The management that is unable to manage innovation in that period has not expert enough to accomplish their task [2].===>Rukovodstvo koje u tom periodu ne ume da upravlja inovacijama, nije doraslo svom zadatku, [2].)
MATCH@E:(The management that is unable to manage innovation in that period has not expert enough to accomplish their task Š2Ë.===>Rukovodstvo koje u tom periodu ne ume da upravlja inovacijama, nije doraslo svom zadatku, Š2Ë.)
MATCH@M:(The importance of new products in the technological innovations for a company has long been well known.===>Važnost novih proizvoda u tehnološkim inovacijama za napredak preduzeća je odavno poznat.)
MATCH@E:(The importance of new products in the technological innovations for a company has long been well known.===>Važnost novih proizvoda u tehno loškim inovacijama za napredak preduzeća je odavno poznat.)
MATCH@M:(These are part of the modern company’s competitive environment as well as the basis for its survival and growth.===>Oni su deo konkurentskog okruženja savremenog preduzeća i osnova za njegov opstanak i rast.)
MATCH@E:(These are part of the modern companys competitive environment as well as the basis for its survival and growth.===>Oni su deo konkurentskog okruženja savremenog preduzeća i osnova za njegov opstanak i rast.)
MATCH@M:(When implemented correctly, information technologies can contribute to the adjustment and management processes in different ways.===>Pravilno primenjene informacione tehnologije mogu na različite načine da doprinesu procesu usklađivanja i upravljanja.)
MATCH@E:(Figure 1: Elements of competitive advantage When implemented correctly, information technologies can contribute to the adjustment and management processes in different ways.===>Slika 1: ~~~ Elementi prednosti nad konkurencijom Pravilno primenjene informacione tehnologije mogu na različite načine da doprinesu procesu usklađivanja i upravljanja.)
MATCH@M:(They can encourage ideas for new products and new markets, in the first place.===>Najpre podstiču ideje za nove proizvode i nova tržišta.)
MATCH@E:(They can encourage ideas for new products and new markets, in the first place.===>Najpre podstiču ideje za nove proizvode i nova tržišta.)
MATCH@M:(They can also help improve the efficiency of the new product development process, increasing the probability of a future commercial success.===>Takođe, poboljšavaju efikasnost procesa razvoja novih proizvoda, povećavajući verovatnoću kasnijeg komercijalnog uspeha.)
MATCH@E:(They can also help improve the efficiency of the new product development process, increasing the probability of a future commercial success.===>Takođe, poboljšavaju efikasnost procesa razvoja novih proizvoda, povećavajući verovatnoću kasnijeg komercijalnog uspeha.)
MATCH@M:(One advantage of the information technologies implementation is less time required for collecting, processing and sharing or distribution of information.===>Jedna od prednosti primene informacionih tehnologija, je skraćivanje vremena potrebnog za prikupljanje, obradu i raspodelu informacija.)
MATCH@E:(One advantage of the information technologies implementation is less time required for collecting, processing and sharing or distribution of information.===>Jedna od prednosti primene informacionih tehnologija, je skraćivanje vremena potrebnog za prikupljanje, obradu i raspodelu informacija.)
MATCH@M:(A well informed manufacturer will decide in favour of implementing new technological procedures more readily.===>Dobra informisanost proizvođača utiče na njihovo lakše opredeljenje za primenu novih tehnoloških postupaka.)
MATCH@E:(A well informed manufacturer will decide in favour of implementing new technological procedures more readily.===>Dobra informisanost proizvođača utiče na njihovo lakše opredeljenje za primenu novih tehnoloških postupaka.)
MATCH@M:(Information technologies enhance the development of numerous new products, however, they also cause certain products to disappear.===>Informacione tehnologije podstiču razvoj mnogih novih proizvoda, ali isto tako i prouzrokuju nestanak pojedinih proizvoda.)
MATCH@E:(Information technologies enhance the development of numerous new products, however, they also cause certain products to disappear.===>Informacione tehnologije podstiču razvoj mnogih novih proizvoda, ali isto tako i prouzrokuju nestanak pojedinih proizvoda.)
MATCH@M:(It is for this reason that a range of new product management models were proposed.===>To je uticalo na predlaganje različitih modela upravljanja novim proizvodima.)
MATCH@E:(It is for this reason that a range of new product management models were proposed.===>To je uticalo na predlaganje različitih modela upravljanja novim proizvodima.)
MATCH@M:(One of the possible models is the product life cycle analysis [4].===>Jedan od mogućih modela je analiza životnog ciklusa proizvoda, [4].)
MATCH@E:(One of the possible models is the product life cycle analysis Š4Ë.===>Jedan od mogućih modela je analiza životnog ciklusa proizvoda, Š4Ë.)
MATCH@M:(The essence of the product life cycle (PLC) is the awareness that the product is created, it grows, matures, declines and finally disappears from the market.===>Suština životnog ciklusa proizvoda (PLC) je shvatanje da proizvod nastaje, raste, dostiže svoju zrelost, opada i na kraju nestaje sa scene tržišne.)
MATCH@E:(The essence of the product life cycle (PLC)1 is the awareness that the product is created, it grows, matures, declines and finally disappears from the market.===>Suština životnog ciklusa proizvoda (PLC)1 je shvatanje da proizvod nastaje, raste, dostiže svoju zrelost, opada i na kraju nestaje sa scene tržišne.)
MATCH@M:(The product life cycle analysis yields the data on the market saturation.===>Analizom životnog ciklusa proizvoda se mogu dobiti podaci o zasićenosti tržišta.)
MATCH@E:(The product life cycle analysis yields the data on the market saturation.===>Analizom životnog ciklusa proizvoda se mogu dobiti podaci o zasićenosti tržišta.)
MATCH@M:(In some circumstances, the tendency of demand over a certain time period can be predicted.===>U nekim okolnostima se može predvideti tendencija potražnje tokom određenog vremenskog perioda.)
MATCH@E:(In some circumstances, the tendency of demand over a certain time period can be predicted.===>U nekim okolnostima se može predvideti tendencija potražnje tokom određenog vremenskog perioda.)
MATCH@M:(By shortening the life cycles of certain products and simultaneously prolonging the cycles of others, information technologies implementation can offer a range of advanced products with new and improved properties.===>Primena informacionih tehnologija može, skraćujući životne cikluse nekih proizvoda, uz istovremeno produžavanje ciklusa trajanja drugih, da ponudi niz una-pređenih proizvoda sa novim i poboljšanim osobinama.)
MATCH@E:(By shortening the life cycles of certain products and simultaneously prolonging the cycles of others, information technologies implementation can offer a range of advanced products with new and improved properties.===>Primena informacionih tehnologija može, skraćujući životne cikluse nekih proizvoda, uz istovremeno produžavanje ciklusa trajanja drugih, da ponudi niz unapređenih proizvoda sa novim i poboljšanim osobinama.)
MATCH@M:(This postpones the process of ageing of the product at minimum costs, while at the same time increases the economy of business operations.===>Na taj način se zastarevanje proizvoda odlaže uz minimizaciju troškova, uz istovremeno povećanje ekonomičnosti poslovanja.)
MATCH@E:(This postpones the process of ageing of the product at minimum costs, while at the same time increases the economy of business operations.===>Na taj način se zastarevanje proizvoda odlaže uz minimizaciju troškova, uz istovremeno povećanje ekonomičnosti poslovanja.)
MATCH@M:(The purpose of information technologies implementation is the capability of surpassing the boundaries developed by the industries, creating new markets or making old markets obsolete.===>Suština primene informacionih tehnologija je sposobnost prevazilaženja granica koje razvijaju industrije, stvarajući nova tržišta, ili, čineći stara tržišta zastare-lim.)
MATCH@E:(The purpose of information technologies implementation is the capability of surpassing the boundaries developed by the industries, creating new markets or making old markets obsolete.===>Suština primene informacionih tehnologija je sposobnost prevazilaženja granica koje razvijaju industrije, stvarajući nova tržišta, ili, čineći stara tržišta zastarelim.)
MATCH@M:(In some cases, new markets are captured/created by identifying and enhancing the needs that have previously failed to be fulfilled or satisfied.===>U nekim slučajevima su otvorena nova tržišta, otkrivanjem i podsticanjem potreba, koje su prethodno bile neiskorišćenj e ili nezadovoljene.)
MATCH@E:(In some cases, new markets are captured/created by identifying and enhancing the needs that have previously failed to be fulfilled or satisfied.===>U nekim slučajevima su otvorena nova tržišta, otkrivanjem i podsticanjem potreba, koje su prethodno bile neiskorišćenje ili nezadovoljene.)
MATCH@M:(Meeting these needs enhances not only the development of new products and services, but also the development of new technologies, whose direct implementation generates new production processes and new ways to meet the customers’ elemntary needs.===>Njihovim kori-šćenjem se ne podstiče, samo razvoj novih proizvoda i usluga, već i razvijanje novih tehnologija, čijom direktnom primenom generišemo nove proizvodne procese i načine zadovoljenja osnovnih potreba potrošača.)
MATCH@E:(Meeting these needs enhances not only the development of new products and services, but also the development of new technologies, whose direct implementation generates new production processes and new ways to meet the customers elemntary needs.===>Njihovim korišćenjem se ne podstiče, samo razvoj novih proizvoda i usluga, već i razvijanje novih tehnologija, čijom direktnom primenom generišemo nove proizvodne procese i načine zadovoljenja osnovnih potreba potrošača.)
MATCH@M:(The efficiency of information technologies is especially evident in the production of health-safe and hygienically pure food, the imperative of the modern man.===>Delotvornost informacionih tehnologija je posebno evidentna u oblasti proizvodnje zdravstveno bezbed-ne i higijenski ispravne hrane, koja je imperativ savre-menog čoveka.)
MATCH@E:(The efficiency of information technologies is especially evident in the production of health-safe and hygienically pure food, the imperative of the modern man.===>Delotvornost informacionih tehnologija je posebno evidentna u oblasti proizvodnje zdravstveno bezbedne i higijenski ispravne hrane, koja je imperativ savremenog čoveka.)
MATCH@M:(The automation of the processes by the digitalization of the parametre values of the product manufacturing and their manipulation by the computer management units becomes increasingly important in this field of production.===>U ovoj oblasti proizvodnje, automatizacija procesa, digitalizacijom vrednosti parametara proizvodnje proizvoda i njihovim manipulisanjem računarskim upravljačkim jedinicama, sve više dobija na značaju.)
MATCH@E:(The automation of the processes by the digitalization of the parametre values of the product manufacturing and their manipulation by the computer management units becomes increasingly important in this field of production.===>U ovoj oblasti proizvodnje, automatizacija procesa, digitalizacijom vrednosti parametara proizvodnje proizvoda i njihovim manipulisanjem računarskim upravljačkim jedinicama, sve više dobija na značaju.)
MATCH@M:(Such electronic services result into a many-sided communication, a more efficient information flow and, consequently, the introduction of modern production processes.===>Rezultati ovakvih elektronskih usluga su svestranija komunikacija, bolji protok informacija i na osnovu njih, uvođenje savremenih procesa proizvodnje.)
MATCH@E:(Figure 2: Coordinating system Such electronic services result into a many-sided communication, a more efficient information flow and, consequently, the introduction of modern production processes.===>1 Product Life Cycle Slika 2: ~~~ Koordinirajući sistem Rezultati ovakvih elektronskih usluga su svestranija komunikacija, bolji protok informacija i na osnovu njih, uvođenje savremenih procesa proizvodnje.)
MATCH@M:(At the same time they help increase competitiveness and ensure conditions for a faster and a more efficient allocation of resources.===>Ta-kođe, povećava se konkurentnost i stvaraju se uslovi za brže i delotvornije raspoređivanje resursa.)
MATCH@E:(At the same time they help increase competitiveness and ensure conditions for a faster and a more efficient allocation of resources.===>Takođe, povećava se konkurentnost i stvaraju se uslovi za brže i delotvornije raspoređivanje resursa.)
MATCH@M:(The advantages of electronic business (information) are, as potentially high, recognized and adopted in the production of functional food, too, so that we can be certain that this is one of the possible new product management models.===>Prednosti elektronskog poslovanja (informacije), kao veliki potencijal, iskorišćenje su u proizvodnji i funkcionalne hrane, tako da sa sigurnošću možemo reći, da je to jedan od mogućih modela upravljanja novim proizvodima.)
MATCH@E:(The advantages of electronic business (information) are, as potentially high, recognized and adopted in the production of functional food, too2, so that we can be certain that this is one of the possible new product management models.===>Prednosti elektronskog poslovanja (informacije), kao veliki potencijal, iskorišćenje su u proizvodnji i funkcionalne hrane2, tako da sa sigurnošću možemo reći, da je to jedan od mogućih modela upravljanja novim proizvodima.)
MATCH@M:(Functional food production is most widely used in the flour mill and baking industry, however, it is also partly present in the meat industry.===>Proizvodnja funkcionalne hrane je najviše zastupljena u mlinarskoj i mlekarskoj industriji,dok je delimično zastupljena i u industriji mesa.)
MATCH@E:(Functional food production is most widely used in the flour mill and baking industry, however, it is also partly present in the meat industry.===>Proizvodnja funkcionalne hrane je najviše zastupljena u mlinarskoj i mlekarskoj industriji,dok je delimično zastupljena i u industriji mesa.)
MATCH@M:(These are the products manufactured from natural ingredients and used in the daily diet.===>Tosu proizvodi koji se dobijaju od prirodnih sastojaka i koriste se kao deo svakodnevne ishrane.)
MATCH@E:(These are the products manufactured from natural ingredients and used in the daily diet.===>Tosu proizvodi koji se dobijaju od prirodnih sastojaka i koriste se kao deo svakodnevne ishrane.)
MATCH@M:(One potential solution in preventing starvation and death of thousands of people is certainly electronic information, implemented within new technologies.===>Sigurno da je jedno od potencijalnih rešenja za zaštitu od gladi i umiranja više desetina hiljada ljudi, elektronske informacije, primenjive u okviru novih tehnologija.)
MATCH@E:(One potential solution in preventing starvation and death of thousands of people is certainly electronic information, implemented within new technologies.===>Sigurno da je jedno od potencijalnih rešenja za zaštitu od gladi i umiranja više desetina hiljada ljudi, elektronske informacije, primenjive u okviru novih tehnologija.)
MATCH@M:(Fast developing countries, such as Brasil, China and India, are in an increasing demand for food products.===>Zemlje brzog napredovanja, poput Brazila, Kine i Indije, pokazuju sve veću potražnju za prehrambenim proizvodima.)
MATCH@E:(Fast developing countries, such as Brasil, China and India, are in an increasing demand for food products.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Fast developing countries, such as Brasil, China and India, are in an increasing demand for food products.
BAD_LINE_M:Zemlje brzog napredovanja, poput Brazila, Kine i Indije, pokazuju sve veću potražnju za prehrambenim proizvodima.
BAD_LINE_E:Fast developing countries, such as Brasil, China and India, are in an increasing demand for food products.
BAD_LINE_E:
MATCH@M:(Only in 2006, ing adequate regulations in environment management four times as much meat was produced compared to	1961, as its consumption worldwide is now twice as high and amounts to 43 kg per inhabitant.===>Samo u 2006. godini u svetu je proizvedeno mesa četiri puta više nego 1961, jer se njegova potrošnja udvostručila i danas u svetu iznosi 43 kg po stanovniku.)
MATCH@E:(Only in 2006, four times as much meat was produced compared to 1961, as its consumption worldwide is now twice as high and amounts to 43 kg per inhabitant.===>Samo u 2006. godini u svetu je proizvedeno mesa četiri puta više nego 1961, jer se njegova potrošnja udvostručila i danas u svetu iznosi 43 kg po stanovniku.)
MATCH@M:(In 2006, China imported 20,27*1061 of food, 40 percent more compared to the previous year.===>Kina je u 2006. godini uvezla 20,27*106 t hrane, što je za oko 40% više nego prethodne godine.)
MATCH@E:(In 2006, China imported 20,27*106 t of food, 40 percent more compared to the previous year.===>Kina je u 2006. godini uvezla 20,27*106 t hrane, što je za oko 40% više nego prethodne godine.)
MATCH@M:(This is one reason that an increasing portion of world crops is now used in the so-called indirect diet.===>To je jedan od razloga zbog čega se u svetu sve veći deo žetve koristi za tzv. indirektnu ishranu.)
MATCH@E:(This is one reason that an increasing portion of world crops is now used in the so-called indirect diet5.===>To je jedan od razloga zbog čega se u svetu sve veći deo žetve koristi za tzv. Indirektnu ishranu5.)
MATCH@M:(More than a half of soya quantity produced is used as livestock feed.===>Više od polovine proizvedenih količina soje i kukuruza odlazi na ishranu stoke.)
MATCH@E:(5 More than a half of soya quantity produced is used as livestock feed.===>)
BAD_LINE_=============================================================
BAD_LINE_M:More than a half of soya quantity produced is used as livestock feed.
BAD_LINE_M:Više od polovine proizvedenih količina soje i kukuruza odlazi na ishranu stoke.
BAD_LINE_E:5 More than a half of soya quantity produced is used as livestock feed.
BAD_LINE_E:
MATCH@M:(Packaging on the basis of: PET - polyethilen-terephthalate (water and beverages bottles), HDPE - high density polyethi-lene (table oil bottles), LDPE - low density polyethilene (main component of plastic bags), PP - polypropilene (street containers and drinking water supply pipes).===>Ambalaža na bazi: PET-polietilen-tereftalat (flašice za vodu i bezalkoholna pića), HDPE-polietilen visokegustine (flaše za jestivo ulje), LDPE-polietilen niskegustine (glavna komponenta plastičnih kesa), PP-polipropilen (ulični kontejneri i cevi za transport vode za piće).)
MATCH@E:(6 Packaging on the basis of: PET polyethilen-terephthalate (water and beverages bottles), HDPE high density polyethilene (table oil bottles), LDPE low density polyethilene (main component of plastic bags), PP polypropilene (street containers and drinking water supply pipes).===>)
BAD_LINE_=============================================================
BAD_LINE_M:Packaging on the basis of: PET - polyethilen-terephthalate (water and beverages bottles), HDPE - high density polyethi-lene (table oil bottles), LDPE - low density polyethilene (main component of plastic bags), PP - polypropilene (street containers and drinking water supply pipes).
BAD_LINE_M:Ambalaža na bazi: PET-polietilen-tereftalat (flašice za vodu i bezalkoholna pića), HDPE-polietilen visokegustine (flaše za jestivo ulje), LDPE-polietilen niskegustine (glavna komponenta plastičnih kesa), PP-polipropilen (ulični kontejneri i cevi za transport vode za piće).
BAD_LINE_E:6 Packaging on the basis of: PET polyethilen-terephthalate (water and beverages bottles), HDPE high density polyethilene (table oil bottles), LDPE low density polyethilene (main component of plastic bags), PP polypropilene (street containers and drinking water supply pipes).
BAD_LINE_E:
MATCH@M:(What concerns us most is the fact that arable land was once used to grow plants used in nutrition.===>Najviše zabrinjava činjnenica, da su nekad obradive površine korišćenje da bi se uzgajale biljke za ishranu.)
MATCH@E:(What concerns us most is the fact that arable land was once used to grow plants used in nutrition.===>Najviše zabrinjava činjnenica, da su nekad obradive površine korišćenje da bi se uzgajale biljke za ishranu.)
MATCH@M:(Recently, the production of fuels has developed, using wheat to produce ethanole and diesel fuel.===>U novije vreme se pojavila proizvodnja pogonskih goriva, koja od žitarica proizvodi etanol i dizel goriva.)
MATCH@E:(Recently, the production of fuels has developed, using wheat to produce ethanole and diesel fuel.===>U novije vreme se pojavila proizvodnja pogonskih goriva, koja od žitarica proizvodi etanol i dizel goriva.)
MATCH@M:(As much as 30% of crops in the U.S.A. is transformed into the fuel of plant origin, which is one of the generators of higher prices of bread wheat, i.e., of famine.===>U Americi se šak 30% žitarica transformiše u gorivo biljnog porekla, što je jedan od generatora viših cena hlebnog žita, odnosno gladi.)
MATCH@E:(As much as 30% of crops in the U.S.A. is transformed into the fuel of plant origin, which is one of the generators of higher prices of bread wheat, i.e., of famine.===>U Americi se šak 30% žitarica transformiše u gorivo biljnog porekla, što je jedan od generatora viših cena hlebnog žita, odnosno gladi.)
MATCH@M:(Modern agricultural achievements are not accessible to all the nations at the moment, however, modern genetic technology is possible to implement.===>Trenutno nisu svima dostupna moderna poljoprivredna sredstva, ali je moguće primeniti modernu genetsku tehnologiju.)
MATCH@E:(Modern agricultural achievements are not accessible to all the nations at the moment, however, modern genetic technology is possible to implement.===>Trenutno nisu svima dostupna moderna poljoprivredna sredstva, ali je moguće primeniti modernu genetsku tehnologiju.)
MATCH@M:(By electronic communication it was established that there are approximately 200 genetically modified seeds (resistant to extreme weather conditions) in the laboratories of the poorest countries.===>Elektronskom komunikacijom, utvrđeno je da se u laboratorijama najsiromašnijih zemalja, nalazi oko 200 genetski izmenjenih semenskih vrsta (otporne na ekstremne meteorološke pojave).)
MATCH@E:(By electronic communication it was established that there are approximately 200 genetically modified seeds (resistant to extreme weather conditions) in the laboratories of the poorest countries.===>Elektronskom komunikacijom, utvrđeno je da se u laboratorijama najsiromašnijih zemalja, nalazi oko 200 genetski izmenjenih semenskih vrsta (otporne na ekstremne meteorološke pojave).)
MATCH@M:(Similarly, the sales of genetically mutated seeds commodity increase, and 43% of fertile soil in the fast growing economies (China, India, Brasil) is sewn with these very seeds.===>Takođe, sve više se prodaje genetski izmenjena se-menska roba, kao i to da je 43% plodnih površina zemalja sa jakim privrednim rastom (Kina, Indija, Brazil), zasejano upravo tim semenom.)
MATCH@E:(Similarly, the sales of genetically mutated seeds commodity increase, and 43% of fertile soil in the fast growing economies (China, India, Brasil) is sewn with these very seeds. ~~~ 3.===>Takođe, sve više se prodaje genetski izmenjena semenska roba, kao i to da je 43% plodnih površina zemalja sa jakim privrednim rastom (Kina, Indija, Brazil), zasejano upravo tim semenom. 3.)
MATCH@M:(The pollution of the environment by the waste of nonbiological origin is increasing worldwide, therefore it is necessary that steps are undertaken to sustain the quality of life and ensure the conditions for biological survival.===>Zagađivanje životne sredine otpacima nebiološkog porekla u svetu je sve intenzivnije, tako da je neophodno sprovoditi mere za očuvanje kvaliteta življenja i obezbeđenje uslova za biološki opstanak.)
MATCH@E:(Environmental protection management The pollution of the environment by the waste of nonbiological origin is increasing worldwide, therefore it is necessary that steps are undertaken to sustain the quality of life and ensure the conditions for biological survival.===>Upravljanje zaštitom životne sredine Zagađivanje životne sredine otpacima nebiološkog porekla u svetu je sve intenzivnije, tako da je neophodno sprovoditi mere za očuvanje kvaliteta življenja i obezbeđenje uslova za biološki opstanak.)
MATCH@M:(The development of production and consumable raw materials, products and energy is such that it threatens the ballance between the quantities of extracted waste matter and the nature’s ability to absorb it.===>Razvoj proizvodne i potrošne sirovine, proizvoda i energije, dostižu takve razmere da utiču na narušavanje balan-sa između količina izdvojenih štetnih materija i sposobnosti prirode da iste apsorbuje.)
MATCH@E:(The development of production and consumable raw materials, products and energy is such that it threatens the ballance between the quantities of extracted waste matter and the natures ability to absorb it.===>Razvoj proizvodne i potrošne sirovine, proizvoda i energije, dostižu takve razmere da utiču na narušavanje balansa između količina izdvojenih štetnih materija i sposobnosti prirode da iste apsorbuje.)
MATCH@M:(The ammassement of ecology problem issues brought an increased awareness of its global character in its wake.===>Sa ukrupnjavanjem ekološke problematike, raslo je i saznanje o njenom globalnom karakteru.)
MATCH@E:(The ammassement of ecology problem issues brought an increased awareness of its global character in its wake.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The ammassement of ecology problem issues brought an increased awareness of its global character in its wake.
BAD_LINE_M:Sa ukrupnjavanjem ekološke problematike, raslo je i saznanje o njenom globalnom karakteru.
BAD_LINE_E:The ammassement of ecology problem issues brought an increased awareness of its global character in its wake.
BAD_LINE_E:
MATCH@M:(Some serious pollutants are: PET, HDPE, LDPE, PP packagings6.===>U velike zagađivače se ubrajaju: PET, HDPE, LDPE, PP ambalažna pakovanja6.)
MATCH@E:(Some serious pollutants are: PET, HDPE, LDPE, PP packagings6.===>U velike zagađivače se ubrajaju: ~~~ PET, HDPE, LDPE, PP ambalažna pakovanja6.)
MATCH@M:(It is for this reason that the ecological status of packaging is estimated on the basis of the impact of used and discarded units of packaging upon the environment.===>Upravo je to i bio razlog, da se ekološki status ambalažnih pakovanja procenju-je na osnovu uticaja, iskorišćenih i odbačenih jedinica pakovanja, na životnu sredinu.)
MATCH@E:(It is for this reason that the ecological status of packaging is estimated on the basis of the impact of used and discarded units of packaging upon the environment.===>Upravo je to i bio razlog, da se ekološki status ambalažnih pakovanja procenjuje na osnovu uticaja, iskorišćenih i odbačenih jedinica pakovanja, na životnu sredinu.)
MATCH@M:(It is important to note that the ecological status can be corrected in each of the phases of the life cycle.===>Važno je napomenuti da se ekološki status može kori-govati u svim fazama životnog ciklusa.)
MATCH@E:(It is important to note that the ecological status can be corrected in each of the phases of the life cycle.===>Važno je napomenuti da se ekološki status može korigovati u svim fazama životnog ciklusa.)
MATCH@M:(Thus valuated packaging is then subjected to the estimate of ecological status.===>Tako vrednovana ambalaža se podvrgava proceni ekološkog statusa.)
MATCH@E:(Thus valuated packaging is then subjected to the estimate of ecological status.===>Tako vrednovana ambalaža se podvrgava proceni ekološkog statusa.)
MATCH@M:(Contrary to the ecological suitability criteria (the impact of used and discarded packaging), the impact of packaging is estimated throughout the life cycle, from the use of raw materials, to the manufacturing process, to the use of packaging, to the procedures of treating the used and discarded packaging.===>Za razliku od kriterijuma ekološke podobnosti (uticaja iskorišćene i odbačene ambalaže), procenjuje se uticaj ambalaže u čitavom životnom ciklusu, od upotrebe sirovina, preko procesa izrade I upotrebe ambalaže, do postupka sa iskorišćenom i odbačenom ambalažom.)
MATCH@E:(Contrary to the ecological suitability criteria (the impact of used and discarded packaging), the impact of packaging is estimated throughout the life cycle, from the use of raw materials, to the manufacturing process, to the use of packaging, to the procedures of treating the used and discarded packaging.===>Za razliku od kriterijuma ekološke podobnosti (uticaja iskorišćene i odbačene ambalaže), procenjuje se uticaj ambalaže u čitavom životnom ciklusu, od upotrebe sirovina, preko procesa izrade I upotrebe ambalaže, do postupka sa iskorišćenom i odbačenom ambalažom.)
MATCH@M:(Empirically obtained data show that the energy consumption in the packaging manufacturing process affects the estimeted ecological status of packaging to a greatest extent.===>Iz iskustva se došlo do podatka, da utrošak energije u procesu proizvodnje ambalaže, u najvećoj meri utiče na procenjeni ekološki status ambalaže.)
MATCH@E:(Empirically obtained data show that the energy consumption in the packaging manufacturing process affects the estimeted ecological status of packaging to a greatest extent.===>Iz iskustva se došlo do podatka, da utrošak energije u procesu proizvodnje ambalaže, u najvećoj meri utiče na procenjeni ekološki status ambalaže.)
MATCH@M:(It is for this reason that the term ecological balance was introduced, to define the energy consumption in each of the phases of packaging life cycle.===>Zbog toga se uvodi termin ekološki bilans, kojim se definiše utrošak energije u svim fazama životnog ciklusa ambalaže.)
MATCH@E:(It is for this reason that the term ecological balance was introduced, to define the energy consumption in each of the phases of packaging life cycle.===>Zbog toga se uvodi termin ekološki bilans, kojim se definiše utrošak energije u svim fazama životnog ciklusa ambalaže.)
MATCH@M:(The least energy consumption is found to be in producing glass packaging, whereas the greatest consumption is caused in the production of metal, especially aluminium packaging.===>Utvrđeno je da se najmanji utrošak energije postiže kod staklene ambalaže, a najveći kod metalne, posebno aluminijumske ambalaže.)
MATCH@E:(The least energy consumption is found to be in producing glass packaging, whereas the greatest consumption is caused in the production of metal, especially aluminium packaging.===>Utvrđeno je da se najmanji utrošak energije postiže kod staklene ambalaže, a najveći kod metalne, posebno aluminijumske ambalaže.)
MATCH@M:(The greatest effect in environmental protection, however, can be achieved by the implementation of appropriate procedures with used and discarded packaging.===>Međutim, najveći efekat zaštite životne sredine može da se postigne primenom odgovarajućih postupaka sa iskorišćenom i odbačenim ambalažnim pakovanjima.)
MATCH@E:(The majority of countries are engaged in adopt The greatest effect in environmental protection, however, can be achieved by the implementation of appropriate procedures with used and discarded packaging.===>Međutim, najveći efekat zaštite životne sredine može da se postigne primenom odgovarajućih postupaka sa iskorišćenom i odbačenim ambalažnim pakovanjima.)
MATCH@M:(Various types of packaging are usually a very valuable secondary raw material and the packaging waste phase includes all the procedures of packaging waste treatment for the purpose of getting new products produced.===>Ambalažna pakovanja su veoma vredna sekundarna sirovina i faza ambalažnog otpada podrazumeva sve postupke prerade odbačenih ambalažnih pakovanja u cilju dobijanja novih proizvoda.)
MATCH@E:(Various types of packaging are usually a very valuable secondary raw material and the packaging waste phase includes all the procedures of packaging waste treatment for the purpose of getting new products produced.===>Ambalažna pakovanja su veoma vredna sekundarna sirovina i faza ambalažnog otpada podrazumeva sve postupke prerade odbačenih ambalažnih pakovanja u cilju dobijanja novih proizvoda.)
MATCH@M:(Only the part that is not possible to recycle becomes the packaging waste and is permanently stored in underground storage sites.===>Samo onaj deo koji nije moguće reciklirati, postaje ambalažni otpad, koji se trajno skladišti u podzemnim skladištima.)
MATCH@E:(Only the part that is not possible to recycle becomes the packaging waste and is permanently stored in underground storage sites.===>Samo onaj deo koji nije moguće reciklirati, postaje ambalažni otpad, koji se trajno skladišti u podzemnim skladištima.)
MATCH@M:(It is important to note that recycling the used packaging helps reduce the volume and mass of packaging waste to the amounts more than ten times smaller.===>Važno je reći da se preradom iskorišćene ambalaže smanjuje masa i zapremina ambalažnog smeća više desetina puta.)
MATCH@E:(It is important to note that recycling the used packaging helps reduce the volume and mass of packaging waste to the amounts more than ten times smaller.===>Važno je reći da se preradom iskorišćene ambalaže smanjuje masa i zapremina ambalažnog smeća više desetina puta.)
MATCH@M:(It simultaneously provides raw materials and /or products that have a certain economic, and overall an ecological value.===>Istovremeno, obezbeđuju se sirovine ili proizvodi koji imaju određenu ekonomsku, ali i znatno veću ekološku vrednost.)
MATCH@E:(It simultaneously provides raw materials and /or products that have a certain economic, and overall an ecological value.===>Istovremeno, obezbeđuju se sirovine ili proizvodi koji imaju određenu ekonomsku, ali i znatno veću ekološku vrednost.)
MATCH@M:(Thus the cardboard, paper, woodboard packaging are increasingly used in the production of paper, cardboard and other products.===>Iz tih razloga se, papirna, kartonska, drvena ambalaža, sve više koriste u proizvodnji papira, kartona i drugih proizvoda.)
MATCH@E:(Thus the cardboard, paper, woodboard packaging are increasingly used in the production of paper, cardboard and other products.===>Iz tih razloga se, papirna, kartonska, drvena ambalaža, sve više koriste u proizvodnji papira, kartona i drugih proizvoda.)
MATCH@M:(Broken glass packaging is used as a basic raw material in the production of glass.===>Stakleni krš se koristi kao osnovna sirovina u proizvodnji stakla.)
MATCH@E:(Broken glass packaging is used as a basic raw material in the production of glass.===>Stakleni krš se koristi kao osnovna sirovina u proizvodnji stakla.)
MATCH@M:(Recycling of metal packaging is also very important in terms of its economic justification.===>U pogledu ekonomske opravdanosti, prerada metalne ambalaže je veoma bitna.)
MATCH@E:(Recycling of metal packaging is also very important in terms of its economic justification.===>U pogledu ekonomske opravdanosti, prerada metalne ambalaže je veoma bitna.)
MATCH@M:(As regards the recycling of plastic packaging, it is important to disintegrate the packaging into its ingredients, since only these can be recycled.===>U procesima prerade plastične ambalaže, važno je razdvajanje na polazne sirovine, jer se samo takvi materijali mogu preraditi.)
MATCH@E:(As regards the recycling of plastic packaging, it is important to disintegrate the packaging into its ingredients, since only these can be recycled.===>U procesima prerade plastične ambalaže, važno je razdvajanje na polazne sirovine, jer se samo takvi materijali mogu preraditi.)
MATCH@M:(If polymer materials are not possible to disintegrate further (manyfold polymers or combined materials), it is economically and ecologically reasonable to use them as fuels.===>Ako polimerne materije nije moguće razdvojiti (višeslojni polimeri ili kombinovani materijali), ekonomski i ekološki je opravdano iskoristiti ih za dobijanje energije.)
MATCH@E:(If polymer materials are not possible to disintegrate further (manyfold polymers or combined materials), it is economically and ecologically reasonable to use them as fuels.===>Ako polimerne materije nije moguće razdvojiti (višeslojni polimeri ili kombinovani materijali), ekonomski i ekološki je opravdano iskoristiti ih za dobijanje energije.)
MATCH@M:(Recycling is incresingly spoken about as a profitable business, as well as a way to protect the environment.===>O recikliranju, kao unosnom poslu, kojim se prvenstveno titi životna sredina, ali i ostvaruje određen profit, sve više se govori.)
MATCH@E:(Recycling is incresingly spoken about as a profitable business, as well as a way to protect the environment.===>O recikliranju, kao unosnom poslu, kojim se prvenstveno titi životna sredina, ali i ostvaruje određen profit, sve više se govori.)
MATCH@M:(This is further supported by statistical data that present the total annual waste of 3*108 euros in Serbia, caused by an inappropriate waste management.===>Na to ukazuju i statistički podaci, koji prikazuju ukupnu godišnju štetu u Srbiji, od približno 3*108 eura, prouzokovanu nepropisnim upravljanjem otpada.)
MATCH@E:(This is further supported by statistical data that present the total annual waste of 3*108 euros in Serbia, caused by an inappropriate waste management.===>Na to ukazuju i statistički podaci, koji prikazuju ukupnu godišnju štetu u Srbiji, od približno 3*108 eura, prouzokovanu nepropisnim upravljanjem otpada.)
MATCH@M:(The value of the annual waste equals the value of 1.1% gross national product of Serbia.===>Inače, vrednost godišnje štete je ekvivalentna vrednosti od 1.1% društvenog bruto proizvoda Srbije.)
MATCH@E:(The value of the annual waste equals the value of 1.1% gross national product of Serbia.===>Inače, vrednost godišnje štete je ekvivalentna vrednosti od 1.1% društvenog bruto proizvoda Srbije.)
MATCH@M:(It is for this reason that the rate of re-use and recycling of packaging (paper, plastics, metal and glass) should be raised to one foruth of its total quantity.===>Zato je potrebno povećati stopu ponovnog iskorišćava-nja i reciklaže ambalažnog otpada (papir, plastika, metal i staklo), na četvrtinu ukupne njegove količine.)
MATCH@E:(It is for this reason that the rate of re-use and recycling of packaging (paper, plastics, metal and glass) should be raised to one foruth of its total quantity.===>Zato je potrebno povećati stopu ponovnog iskorišćavanja i reciklaže ambalažnog otpada (papir, plastika, metal i staklo), na četvrtinu ukupne njegove količine.)
MATCH@M:(The packaging industry is a very profitable industry all over the world.===>Industrija pakovanja i ambalaže je izuzetno profitabilna privredna grana u svetu.)
MATCH@E:(The packaging industry is a very profitable industry all over the world.===>Industrija pakovanja i ambalaže je izuzetno profitabilna privredna grana u svetu.)
MATCH@M:(The development of technology, an ever-increasing care for the ecological aspect and recycling, as well as the growth of customers’ demands make it one of the most advantageous industries.===>Stalnim razvojem tehnologije, sve većom brigom o ekološkom aspektu i recikla-žom, ali i stalnim rastom potrošačkih zahteva postaje jedna od najperspektivnijih privrednih delatnosti.)
MATCH@E:(The development of technology, an ever-increasing care for the ecological aspect and recycling, as well as the growth of customers demands make it one of the most advantageous industries.===>Stalnim razvojem tehnologije, sve većom brigom o ekološkom aspektu i reciklažom, ali i stalnim rastom potrošačkih zahteva postaje jedna od najperspektivnijih privrednih delatnosti.)
MATCH@M:(The reason is self-evident - the goods for sale must be packed.===>Razlog je jasan-sva roba mora biti upakovana.)
MATCH@E:(The reason is self-evident the goods for sale must be packed.===>Razlog je jasan-sva roba mora biti upakovana.)
MATCH@M:(As far as metal is concerned, more metal is recycled than is collected, which is the consequence of large imports, approximate to exports in this case.===>Što se tiče metala možemo za-kljućiti da je prerađeno više matala nego što je prikupljeno, što je posledica velikog uvoza koji je u ovom slućaju približan izvozu.)
MATCH@E:(As far as metal is concerned, more metal is recycled than is collected, which is the consequence of large imports, approximate to exports in this case.===>Veličina tržišta sekundarnih materijala u tonama Prema ovim podacima možemo zaključiti da je uvoz papira znatno premašio izvoz, kao i sakupljene i prerađene količine papira, ali i da je prerađen samo deo prikupljenog papira. [to se tiče metala možemo za ključiti da je prerađeno više matala nego što je prikupljeno, što je posledica velikog uvoza koji je u ovom slučaju približan izvozu.)
BAD_LINE_=============================================================
BAD_LINE_M:As far as metal is concerned, more metal is recycled than is collected, which is the consequence of large imports, approximate to exports in this case.
BAD_LINE_M:Što se tiče metala možemo za-kljućiti da je prerađeno više matala nego što je prikupljeno, što je posledica velikog uvoza koji je u ovom slućaju približan izvozu.
BAD_LINE_E:As far as metal is concerned, more metal is recycled than is collected, which is the consequence of large imports, approximate to exports in this case.
BAD_LINE_E:Veličina tržišta sekundarnih materijala u tonama Prema ovim podacima možemo zaključiti da je uvoz papira znatno premašio izvoz, kao i sakupljene i prerađene količine papira, ali i da je prerađen samo deo prikupljenog papira. [to se tiče metala možemo za ključiti da je prerađeno više matala nego što je prikupljeno, što je posledica velikog uvoza koji je u ovom slučaju približan izvozu.
MATCH@M:(Very small quantities of glass are collected and recycled.===>Staklo je prikupljeno i prerađeno u vrlo malom iznosu.)
MATCH@E:(Very small quantities of glass are collected and recycled.===>Staklo je prikupljeno i prerađeno u vrlo malom iznosu.)
MATCH@M:(The exports are negligible, and there were no imports at all.===>Izvoz je neznatan, dok uvoza stakla nije ni bilo.)
MATCH@E:(The exports are negligible, and there were no imports at all.===>Izvoz je neznatan, dok uvoza stakla nije ni bilo.)
MATCH@M:(Copper is collected in larger quantities than are recycled.===>Bakra je sakupljeno znatno više nego što je prerađeno.)
MATCH@E:(Copper is collected in larger quantities than are recycled.===>Bakra je sakupljeno znatno više nego što je prerađeno.)
MATCH@M:(The exports were satisfactory, but there were no imports.===>Izvoz je bio zadovoljavajući, a uvoza, takođe, nije bilo.)
MATCH@E:(The exports were satisfactory, but there were no imports.===>Izvoz je bio zadovoljavajući, a uvoza, takođe, nije bilo.)
MATCH@M:(Much more aluminium was recycled than was imported, which is the result of too much aluminium imported compared to the exports.===>Aluminijuma je prerađeno znatno više nego što je prikupljeno, što je posledica isuviše velikog uvoza u odnosu na izvoz.)
MATCH@E:(Much more aluminium was recycled than was imported, which is the result of too much aluminium imported compared to the exports.===>Aluminijuma je prerađeno znatno više nego što je prikupljeno, što je posledica isuviše velikog uvoza u odnosu na izvoz. [to se tiče plastike prerađena količina je znatno manja od sakupljene, što je rezultat postojanja zadovoljavajućeg izvoza, dok uvoza plastike nije ni bilo.)
BAD_LINE_=============================================================
BAD_LINE_M:Much more aluminium was recycled than was imported, which is the result of too much aluminium imported compared to the exports.
BAD_LINE_M:Aluminijuma je prerađeno znatno više nego što je prikupljeno, što je posledica isuviše velikog uvoza u odnosu na izvoz.
BAD_LINE_E:Much more aluminium was recycled than was imported, which is the result of too much aluminium imported compared to the exports.
BAD_LINE_E:Aluminijuma je prerađeno znatno više nego što je prikupljeno, što je posledica isuviše velikog uvoza u odnosu na izvoz. [to se tiče plastike prerađena količina je znatno manja od sakupljene, što je rezultat postojanja zadovoljavajućeg izvoza, dok uvoza plastike nije ni bilo.
MATCH@M:(As regards plastics, the quantities recycled are significantly smaller than those collected, the result of satisfactory exports, with no imports of plastics.===>Što se tiće plastike prerađena kolićina je znatno manja od sakupljene, što je rezultat postojanja zadovoljavajućeg izvoza, dok uvoza plastike nije ni bilo.)
MATCH@E:(As regards plastics, the quantities recycled are significantly smaller than those collected, the result of satisfactory exports, with no imports of plastics.===>Proizvodnja je, osim u slučaju bakra i plastike, u velikoj meri premašivala sve ostale pozicije.)
BAD_LINE_=============================================================
BAD_LINE_M:As regards plastics, the quantities recycled are significantly smaller than those collected, the result of satisfactory exports, with no imports of plastics.
BAD_LINE_M:Što se tiće plastike prerađena kolićina je znatno manja od sakupljene, što je rezultat postojanja zadovoljavajućeg izvoza, dok uvoza plastike nije ni bilo.
BAD_LINE_E:As regards plastics, the quantities recycled are significantly smaller than those collected, the result of satisfactory exports, with no imports of plastics.
BAD_LINE_E:Proizvodnja je, osim u slučaju bakra i plastike, u velikoj meri premašivala sve ostale pozicije.
MATCH@M:(The production has, apart from the cases of copper and plastics, largely exceeded all the other positions.===>Proizvodnja je, osim u slućaju bakra i plastike, u velikoj meri premašivala sve ostale pozicije.)
MATCH@E:(The production has, apart from the cases of copper and plastics, largely exceeded all the other positions.===>Kao industrijska grana koja prati ostale sektore, proizvodnje ambalaže i pakovanja ne može stagnirati.)
BAD_LINE_=============================================================
BAD_LINE_M:The production has, apart from the cases of copper and plastics, largely exceeded all the other positions.
BAD_LINE_M:Proizvodnja je, osim u slućaju bakra i plastike, u velikoj meri premašivala sve ostale pozicije.
BAD_LINE_E:The production has, apart from the cases of copper and plastics, largely exceeded all the other positions.
BAD_LINE_E:Kao industrijska grana koja prati ostale sektore, proizvodnje ambalaže i pakovanja ne može stagnirati.
MATCH@M:(especially if we know that all the products with a fast consumption rate (food, chemicals and other commodity purchased at mega markets) are consumed daily, therefore there is a demand for new quantities on the market.===>Posebno ako se ima u vidu da se svi brzotrošeći proizvodi (proizvodi za ishranu, hemijski proizvodi, kao i ostala roba koju kupujemo u megamarketima) svakodnevno konzumiraju, te su iz dana u dan potrebne nove ko-lićine na tržištu.)
MATCH@E:(An industry accompanying all other sectors, the packaging production cannot stagnate, especially if we know that all the products with a fast consumption rate (food, chemicals and other commodity purchased at mega markets) are consumed daily, therefore there is a demand for new quantities on the market.===>Posebno ako se ima u vidu da se svi brzotrošeći proizvodi (proizvodi za ishranu, hemijski proizvodi, kao i ostala roba koju kupujemo u megamarketima) svakodnevno konzumiraju, te su iz dana u dan potrebne nove količine na tržištu.)
MATCH@M:(This is not a problem for packaging manufacturers, as they can always combine the forms and the types of material, and the production technology develops fast.===>To nije problem za proizvođaće ambalaže, s’ obzirom na to da postoje mogućnosti za kombi-novanje oblika i vrste materijala, kao i sve brži razvoj tehnologije proizvodnje.)
MATCH@E:(This is not a problem for packaging manufacturers, as they can always combine the forms and the types of material, and the production technology develops fast.===>To nije problem za proizvođače ambalaže, s obzirom na to da postoje mogućnosti za kombinovanje oblika i vrste materijala, kao i sve brži razvoj tehnologije proizvodnje.)
MATCH@M:(The development of this industry here is a great opportunity for a majority of entrepreneurs.===>Razvoj ove privredne grane, kod nas predstavlja priliku za većinu preduzetnika.)
MATCH@E:(The development of this industry here is a great opportunity for a majority of entrepreneurs.===>Razvoj ove privredne grane, kod nas predstavlja priliku za većinu preduzetnika.)
MATCH@M:(There are 500 small private businesses in Serbia producing and importing packaging.===>U Srbiji funkcioniše 500 malih privatnih firmi, koji se bave proizvodnjom ili uvozom ambalaže.)
MATCH@E:(There are 500 small private businesses in Serbia producing and importing packaging.===>U Srbiji funkcioniše 500 malih privatnih firmi, koji se bave proizvodnjom ili uvozom ambalaže.)
MATCH@M:(A smaller number of firms is engaged in manufacturing or importing packaging machinery.===>Takođe, manji broj firmi se bavi proizvodnjom ili uvozom mašina za pakovanje.)
MATCH@E:(A smaller number of firms is engaged in manufacturing or importing packaging machinery.===>Takođe, manji broj firmi se bavi proizvodnjom ili uvozom mašina za pakovanje.)
MATCH@M:(The packaging and packaging machinery industries also provide opportunities for large corporations with modern technology.===>Industrija ambalaže i mašina za pakovanje pruža šansu i velikim korporacijama sa savremenom tehnologijom.)
MATCH@E:(The packaging and packaging machinery industries also provide opportunities for large corporations with modern technology.===>Industrija ambalaže i mašina za pakovanje pruža šansu i velikim korporacijama sa savremenom tehnologijom.)
MATCH@M:(Knowledge of ecology and the spread of ecology movements caused radical changes in the packaging industries of the developed countries.===>Ekološko znanje i širenje uticaja ekološkog pokreta su uzrokovali radikalne promene u industriji pa-kovanja, razvijenih zemalja.)
MATCH@E:(Knowledge of ecology and the spread of ecology movements caused radical changes in the packaging industries of the developed countries.===>Ekološko znanje i širenje uticaja ekološkog pokreta su uzrokovali radikalne promene u industriji pakovanja, razvijenih zemalja.)
MATCH@M:(The reesearch conducted in a number of countries show that certain international trusts and agencies are deeply concerned with eco-packaging and recycling issues.===>Istraživanja sprovedena u nekim zemljama, ukazuju na postojanje međunarodnih fondova i agencija, koje se bave problemom eko-pakovanja i reciklaže.)
MATCH@E:(The reesearch conducted in a number of countries show that certain international trusts and agencies are deeply concerned with eco-packaging and recycling issues.===>Istraživanja sprovedena u nekim zemljama, ukazuju na postojanje međunarodnih fondova i agencija, koje se bave problemom eko-pakovanja i reciklaže.)
MATCH@M:(The member countries of the International Chamber of Commerce adopted the “Human Environment Quality Protection Code“.===>Zemlje članice Međunarodne trgovinske komore su usvojile “Kodeks o zaštiti kvaliteta čovekove okoline”.)
MATCH@E:(The member countries of the International Chamber of Commerce adopted the Human Environment Quality Protection Code.===>Zemlje članice Međunarodne trgovinske komore su usvojile Kodeks o zaštiti kvaliteta čovekove okoline.)
MATCH@M:(These regulations urged numerous multinational corporations to adopt similar eco-rules.===>Ta pravila su poslužila kao primer mnogim multinacionalnim kompanijama da i one pristupe donošenju sličnih eko-pravila.)
MATCH@E:(These regulations urged numerous multinational corporations to adopt similar eco-rules.===>Ta pravila su poslužila kao primer mnogim multinacionalnim kompanijama da i one pristupe donošenju sličnih eko-pravila.)
MATCH@M:(The field of recycling in Serbia is regulated by the Waste Management Act of 1996, when the Agency for recycling was established; by the Code on collecting, storage and transport of secondary raw materials of 2001; and by the Environmental Protection Act of 2004.===>Oblast reciklaže je u Srbiji uređena Zakonom o upravljanju otpadom iz 1996, kada je i osnovana agencija za reciklažu, Pravilnikom o sakupljanju, skladištenju i transportu sekundarnih sirovina iz 2001. i Zakonom o zaštiti životne sredine iz 2004.)
MATCH@E:(The field of recycling in Serbia is regulated by the Waste Management Act of 1996, when the Agency for recycling was established; by the Code on collecting, storage and transport of secondary raw materials of 2001; and by the Environmental Protection Act of 2004.===>Oblast reciklaže je u Srbiji uređena Zakonom o upravljanju otpadom iz 1996, kada je i osnovana agencija za reciklažu, Pravilnikom o sakupljanju, skladištenju i transportu sekundarnih sirovina iz 2001. i Zakonom o zaštiti životne sredine iz 2004.)
MATCH@M:(The Agency for recycling reports to the Ministry of science and environment; however, as regards its activities and the type of liabilities, it collaborates with other compatible ministries, such as the ministries of privatization and economy, of power supply, of health care and of finance.===>Resorno ministarstvo agencije za reciklažu je Ministarstvo nauke i životne sredine, ali prema svojoj delatnosti i vrsti poslova sa-rađuje i sa drugim, kompatibilnim ministarstvima: za privatizaciju i privredu, za energetiku, za zdravlje i fi-nansije.)
MATCH@E:(The Agency for recycling reports to the Ministry of science and environment; however, as regards its activities and the type of liabilities, it collaborates with other compatible ministries, such as the ministries of privatization and economy, of power supply, of health care and of finance.===>Resorno ministarstvo agencije za reciklažu je Ministarstvo nauke i životne sredine, ali prema svojoj delatnosti i vrsti poslova sarađuje i sa drugim, kompatibilnim ministarstvima: za privatizaciju i privredu, za energetiku, za zdravlje i finansije.)
MATCH@M:(The agency is simultaneously engaged in expert work such as monitoring the situation and control of the secondary raw material use, market research for such materials, data on the available and required quantities of secondary raw materials.===>Ujedno, ova agencija obavlja stručne poslove koji se odnose na praćenje stanja i kontrolu korišće-njem sekundarnih sirovina, istraživanje njihovih tržišta, vođenje podataka o raspoloživim i potrebnim količinama sekundarnih sirovina.)
MATCH@E:(The agency is simultaneously engaged in expert work such as monitoring the situation and control of the secondary raw material use, market research for such materials, data on the available and required quantities of secondary raw materials.===>Ujedno, ova agencija obavlja stručne poslove koji se odnose na praćenje stanja i kontrolu korišćenjem sekundarnih sirovina, istraživanje njihovih tržišta, vođenje podataka o raspoloživim i potrebnim količinama sekundarnih sirovina.)
MATCH@M:(How much raw material and which materials we have, can they be treated in this country or not, do we have capacities installed, do these need to be revitalized, and, if we do not have them, which are the priorities in their construction7?===>Koliko ih imamo i kojih, da li ih možemo obraditi u zemlji ili ne, imamo li instalirane kapacitete, treba li ih revitalizovati, a ukoliko ih nemamo, šta je prioritet za izgradnju7)
MATCH@E:(How much raw material and which materials we have, can they be treated in this country or not, do we have capacities installed, do these need to be revitalized, and, if we do not have them, which are the priorities in their construction7?===>Koliko ih imamo i kojih, da li ih možemo obraditi u zemlji ili ne, imamo li instalirane kapacitete, treba li ih revitalizovati, a ukoliko ih nemamo, šta je prioritet za izgradnju7 4.)
MATCH@M:(The corporate social responsibility and sustainable development are forms of the CSR concepts implementation in public policies, among which the policy of energy efficiency.===>Korporativna društvena odgovornost i održivi razvoj predstavljaju oblike implementacije CSR koncepata u javnim politikama u koje spada i politika energetske efikasnosti.)
MATCH@E:(The corporate social responsibility and sustainable development are forms of the CSR concepts implementation in public policies, among which the policy of energy efficiency.===>Korporativna društvena odgovornost i održivi razvoj predstavljaju oblike implementacije CSR koncepata u javnim politikama u koje spada i politika energetske efikasnosti.)
MATCH@M:(The authors of this paper regard e-Government as one aspect of e-business implementation.===>Autori ovog rada e-Upravu smatraju vidom implementacije elektronskog poslovanja.)
MATCH@E:(The authors of this paper regard e-Government as one aspect of e-business implementation.===>Autori ovog rada e-Upravu smatraju vidom implementacije elektronskog poslovanja.)
MATCH@M:(The aim of the e-Government is to make the information of public concern transparent and accessible to the citizens, by way of interactive e-services.===>E-Uprava ima za cilj da informacije od javnog značaja putem interaktivnih e-servisa učini transparentnim i dostupnim građanima.)
MATCH@E:(The aim of the eGovernment is to make the information of public concern transparent and accessible to the citizens, by way of interactive e-services.===>E-Uprava ima za cilj da informacije od javnog značaja putem interaktivnih e-servisa učini transparentnim i dostupnim građanima.)
MATCH@M:(Our aim in this paper is to extend the focus of research from the corporate social responsibility to the social responsibility of e-Government.===>Cilj ovog rada je da proširi fokus istraživanja sa korporativne društvene odgovornosti preduzeća na društvenu odgovornost e-Uprave.)
MATCH@E:(Our aim in this paper is to extend the focus of research from the corporate social responsibility to the social responsibility of e-Government.===>Cilj ovog rada je da proširi fokus istraživanja sa korporativne društvene odgovornosti preduzeća na društvenu odgovornost eUprave.)
MATCH@M:(Since the e-Government has the capacity of transforming the CSR concept into the concept of corporate social integration, the authors attempt to prove that, in addition to the profit oriented companies, the socially responsible behaviour incorporates the state administration, governmental and non-governmental organizations as well as the networked community of responsible individuals.===>Budući da e-Uprava ima potencijal da CSR koncept transformiše u koncept korporativne društvene integracije, autori dokazuju da društveno odgovorno ponašanje, osim profitno orijentisanijh kompanija, obuhvata i državnu upravu, vladine i nevladine organizacije i umre'enu zajednicu odgovornih pojedinaca.)
MATCH@E:(Since the e-Government has the capacity of transforming the CSR concept into the concept of corporate social integration, the authors attempt to prove that, in addition to the profit oriented companies, the socially responsible behaviour incorporates the state administration, governmental and non-governmental organizations as well as the networked community of responsible individuals. ~~~ 1.===>Budući da e-Uprava ima potencijal da CSR koncept transformiše u koncept korporativne društvene integracije, autori dokazuju da društveno odgovorno ponašanje, osim profitno orijentisanijh kompanija, obuhvata i državnu upravu, vladine i nevladine organizacije i umreženu zajednicu odgovornih pojedinaca. 1.)
MATCH@M:(In addition to technological and economic advantages, the electronic business offers opportunities of highly progressive attributes of business.===>Elektronsko poslovanje, osim tehnološko-ekonomskih prednosti, nudi mogućnosti za veoma progresivne atribute poslovanja.)
MATCH@E:(Introduction In addition to technological and economic advantages, the electronic business offers opportunities of highly progressive attributes of business.===>Uvod Elektronsko poslovanje, osim tehnološko-ekonomskih prednosti, nudi mogućnosti za veoma progresivne atribute poslovanja.)
MATCH@M:(In the traditional business environment, the CSR was originally introduced as a useful tool in public relations that serves to ensure a consistent management of the company's reputation, and only then as a strategic model of sustainable business doing, thoroughly integrated with the social community.===>U tradicionalnom poslovnom okruženju, CSR je prvo uveden kao korisna alatka u odnosima s javnošću koja služi za dosledno upravljanje reputacijom preduzeća, a tek potom kao strateški model poslovanja koje je održivo i suštinski integrisa-no sa društvenom zajednicom.)
MATCH@E:(In the traditional business environment, the CSR was originally introduced as a useful tool in public relations that serves to ensure a consistent management of the company's reputation, and only then as a strategic model of sustainable business doing, thoroughly integrated with the social community.===>U tradicionalnom poslovnom okruženju, CSR je prvo uveden kao korisna alatka u odnosima s javnošću koja služi za dosledno upravljanje reputacijom preduzeća, a tek potom kao strateški model poslovanja koje je održivo i suštinski integrisano sa društvenom zajednicom.)
MATCH@M:(The CSR and the sustainability are the ethical choice and the business philosophy that recognize all the social, cultural, and ecological consequences of the business practice and demonstrate the activities that lead to social welfare, but which are outside the interests of the company itself as well as outside the obligations imposed by legal regulations.===>CSR i održivost predstavljaju etički izbor i poslovnu filozofiju koja priznaje sve društvene, kulturne i ekološke konsekvence poslovne prakse i demonstrira one aktivnosti, koje vode ka društvenom blagostanju, a koje se nalaze van interesa same kompanije i van obaveza, koje proističu iz zakonske regulative.)
MATCH@E:(The CSR and the sustainability are the ethical choice and the business philosophy that recognize all the social, cultural, and ecological consequences of the business practice and demonstrate the activities that lead to social welfare, but which are outside the interests of the company itself as well as outside the obligations imposed by legal regulations Š1Ë (Pickton, D. and Broderick, A., 2005:229).===>CSR i održivost predstavljaju etički izbor i poslovnu filozofiju koja priznaje sve društvene, kulturne i ekološke konsekvence poslovne prakse i demonstrira one aktivnosti, koje vode ka društvenom blagostanju, a koje se nalaze van interesa same kompanije i van obaveza, koje proističu iz zakonske regulative Š1Ë (Pickton, D. i Broderick, A., 2005:229).)
MATCH@M:(The arguments in favour of the CSR are related to the CSR impact upon the community, the culture and the environment in which the companies work.===>Argumenti koji govore u prilog CSR-u tiču se uticaja CSR na zajednicu, kulturu i životnu sredinu u kojoj kompanije posluju.)
MATCH@E:(The arguments in favour of the CSR are related to the CSR impact upon the community, the culture and the environment in which the companies work Š2Ë (Porter, M. & Kramer, M., 2006:81).===>Argumenti koji govore u prilog CSR-u tiču se uticaja CSR na zajednicu, kulturu i životnu sredinu u kojoj kompanije posluju Š2Ë (Porter, M. & Kramer, M., 2006:81).)
MATCH@M:(The attitude that the CSR includes only the business sector, the companies and firms, and that this value concept should be implemented only by the firms and companies is open to criticism.===>Mišljenje da CSR obuhvata samo poslovni sektor, preduzeća i kompanije, te da bi ovaj vrednosni koncept trebalo da implementiraju samo preduzeća i kompanije, podložno je kritičkoj proveri.)
MATCH@E:(The attitude that the CSR includes only the business sector, the companies and firms, and that this value concept should be implemented only by the firms and companies is open to criticism.===>Mišljenje da CSR obuhvata samo poslovni sektor, preduzeća i kompanije, te da bi ovaj vrednosni koncept trebalo da implementiraju samo preduzeća i kompanije, podložno je kritičkoj proveri.)
MATCH@M:(The largest contribution in the field of the CSR promotion was provided by the European Commission.===>Najveći doprinos na planu promocije CSR-a dala je Evropska komisija.)
MATCH@E:(The largest contribution in the field of the CSR promotion was provided by the European Commission.===>Najveći doprinos na planu promocije CSR-a dala je Evropska komisija.)
MATCH@M:(The Government in Europe contributed to the CSR more than any other civil society organization.===>Vlada u Evropi više je doprinela CSR-u od bilo koje organizacije civilnog društva.)
MATCH@E:(The Government in Europe contributed to the CSR more than any other civil society organization Š3Ë (Mesanovi, E., 2005).===>Vlada u Evropi više je doprinela CSR-u od bilo koje organizacije civilnog društva Š3Ë (Mesanović, E., 2005).)
MATCH@M:(The CSR concept is based on the analysis of the corporate role in the European Union from the aspect of the importance of the corporate influence upon the society and the future of Europe as an economic power.===>CSR koncept se bazira na analizi uloge korporacija u Evropskoj uniji sa aspekta važnosti uticaja korporacije na društvo i na budućnost Evrope kao ekonomske sile.)
MATCH@E:(The CSR concept is based on the analysis of the corporate role in the European Union from the aspect of the importance of the corporate influence upon the society and the future of Europe as an economic power.===>CSR koncept se bazira na analizi uloge korporacija u Evropskoj uniji sa aspekta važnosti uticaja korporacije na društvo i na budućnost Evrope kao ekonomske sile.)
MATCH@M:(The use of the term "corporate" brings a certain ambiguity into the understanding of the corporate social responsibility and integration concept.===>Upotreba termina “korporativno” unosi izvesnu nekonzistentnost u razumevanje koncepta korporativne društvene odgovornosti i integracije.)
MATCH@E:(The use of the term corporate brings a certain ambiguity into the understanding of the corporate social responsibility and integration concept.===>Upotreba termina korporativno unosi izvesnu nekonzistentnost u razumevanje koncepta korporativne društvene odgovornosti i integracije.)
MATCH@M:(The understanding of this concept implicitly make one think of large corporations, whereas the governmental and the non-governmental sectors, as well as small and medium-sized enterprises, are usually neglected.===>Razumevanje ovog pojma po inerciji navodi na razmišljanje o velikim korporacijama, dok se vladin i nevladin sector, pa i mala i srednja preduzeća, najčešće nalaze po strani.)
MATCH@E:(The understanding of this concept implicitly make one think of large corporations, whereas the governmental and the non-governmental sectors, as well as small and medium-sized enterprises, are usually neglected.===>Razumevanje ovog pojma po inerciji navodi na razmišljanje o veli kim korporacijama, dok se vladin i nevladin sector, pa i mala i srednja preduzeća, najčešće nalaze po strani.)
MATCH@M:(The problem results from misunderstandings in the cases corporate is viewed only as the corporation attribute.===>Problem nastaje kao posledica nerazumevanja tamo gde se korporativno posmatra samo kao atribut korporacije.)
MATCH@E:(The problem results from misunderstandings in the cases corporate is viewed only as the corporation attribute.===>Problem nastaje kao posledica nerazumevanja tamo gde se korporativno posmatra samo kao atribut korporacije.)
MATCH@M:(The original meaning of the word "corporative" (corpo-rativement, fr., in the company, common) developed a host of meanings used today in the management theory, which, if not understood, prevent one from grasping the broadest context of the meaning of the corporate social integration on the Internet.===>Iz prvobitnog značenja reči “korporativno” (corporati-vement, fr. u društvu, zajednički) nastalo je mnoštvo izraza koji se danas koriste u teoriji menadžmenta, a bez čijeg razumevanja nije moguće sagledati najširi kontekst značenja korporativne društvene integracije na Internetu.)
MATCH@E:(The original meaning of the word corporative (corporativement, fr., in the company, common) developed a host of meanings used today in the management theory, which, if not understood, prevent one from grasping the broadest context of the meaning of the corporate social integration on the Internet.===>Iz prvobitnog značenja reči korporativno (corporativement, fr. u društvu, zajednički) nastalo je mnoštvo izraza koji se danas koriste u teoriji menadžmenta, a bez čijeg razumevanja nije moguće sagledati najširi kontekst značenja korporativne društvene integracije na Internetu.)
MATCH@M:(The "corporate" is most commonly associated with a group and an organization, and only then with an incorporated company; the term "corporate state" denotes a big, powerful state that seems to function without human intervention; it is a 1 The American Heritage® Dictionary of the English Language state in which large organizations such as commercial unions and employer organizations govern the country and apoint the parliament members.===>Najčešće se “korporativno” povezuje sa grupom i organizacijom, pa tek onda sa inkorporisa-nom kompanijom; pod terminom “korporativna država” se podrazumeva velika, moćna država, koja izgleda kao da radi bez ljudske intervencije; to je država u kojoj velike organizacije kao što su trgovačke unije i organizacije poslodavaca, upravljaju zemljom i biraju članove parlamenta.)
MATCH@E:(The corporate is most commonly associated with a group and an organization, and only then with an incorporated company; the term corporate state denotes a big, powerful state that seems to function without human intervention; it is a 1 The American Heritage® Dictionary of the English Language state in which large organizations such as commercial unions and employer organizations govern the country and apoint the parliament members.===>Najčešće se korporativno povezuje sa grupom i organizacijom, pa tek onda sa inkorporisanom kompanijom; pod terminom korporativna država se podrazumeva velika, moćna država, koja izgleda kao da radi bez ljudske intervencije; to je država u kojoj velike organizacije kao što su trgovačke unije i organizacije poslodavaca, upravljaju zemljom i biraju članove parlamenta.)
MATCH@M:(The corporation is a legal body, a legal entity, and the corporativism is the government system in which big, powerful pressure groups affect the state policy.===>Korporacija predstavlja zakon-sko telo, pravno lice, a korporativizam - sistem vlasti gde velike moćne grupe za pritisak utiču na državnu politiku.)
MATCH@E:(The corporation is a legal body, a legal entity, and the corporativism is the government system in which big, powerful pressure groups affect the state policy Š4Ë. 2.===>Korporacija predstavlja zakon 1 The American Heritage® Dictionary of the English Language sko telo, pravno lice, a korporativizam - sistem vlasti gde velike moćne grupe za pritisak utiču na državnu politiku Š4Ë. 2.)
MATCH@M:(The assessment of the e-business impact upon the public policy practices (PIA, Policy Impact Assessment) highlights a large number of aspects the concept of socially responsible e-business is expected to answer.===>Procena uticaja elektronskog poslovanja na vođenje javnih politika (PIA, Polič Impact Assessment) ukazuje na brojne aspekte na koje bi koncept društveno odgovornog elektronskog poslovanja trebalo da da odgovor.)
MATCH@E:(Electronic business as function of public policies The assessment of the e-business impact upon the public policy practices (PIA, Policy Impact Assessment) highlights a large number of aspects the concept of socially responsible e-business is expected to answer.===>Elektronsko poslovanje u funkciji javnih politika Procena uticaja elektronskog poslovanja na vođenje javnih politika (PIA, Policy Impact Assessment) ukazuje na brojne aspekte na koje bi koncept društveno odgovornog elektronskog poslovanja trebalo da da odgovor.)
MATCH@M:(Secondly, the socially responsible electronic business creates socially and ecologically more acceptable dimensions of the relations between companies, organizations and institutions and the social community in the on-line area.===>Kao drugo, društveno odgovorno elektronsko poslovanje kreira socijalno i ekološki prihvatljive dimenzije odnosa kompanija, organizacija i institucija sa društvenom zajednicom u online prostoru.)
MATCH@E:(Secondly, the socially responsible electronic business creates socially and ecologically more acceptable dimensions of the relations between companies, organizations and institutions and the social community in the on-line area.===>Kao drugo, društveno odgovorno elektronsko poslovanje kreira socijalno i ekološki prihvatljive dimenzije odnosa kompanija, organizacija i institucija sa društvenom zajednicom u online prostoru.)
MATCH@M:(The implementation of information and communication technologies provides an opportunity for change management in a broader social community, which includes both the pressure groups and the public administration.===>Primena informaciono-komunikacionih tehnologija pruža šansu za upravljanje promenama u široj društvenoj zajednici, koja uključuje i grupe za pritisak, i javnu upravu.)
MATCH@E:(The implementation of information and communication technologies provides an opportunity for change management in a broader social community, which includes both the pressure groups and the public administration.===>Primena informacionokomunikacionih tehnologija pruža šansu za upravljanje promenama u široj društvenoj zajednici, koja uključuje i grupe za pritisak, i javnu upravu.)
MATCH@M:(Electronic business generates new solutions and social innovations that are capable of overcoming the bureaucratic and budgetary constraints of work in state administration.===>Elektronsko poslovanje generiše nova rešenja i socijalne inovacije koje mogu da savladaju birokratska i budžetska ograničenja rada u državnoj upravi.)
MATCH@E:(Electronic business generates new solutions and social innovations that are capable of overcoming the bureaucratic and budgetary constraints of work in state administration.===>Elektronsko poslovanje generiše nova rešenja i socijalne inovacije koje mogu da savladaju birokratska i budžetska ograničenja rada u državnoj upravi.)
MATCH@M:(The CSR concept defines the subject of study of the socially responsible electronic business from the aspects of goals, means, results and manifestation - performance.===>CSR koncept određuje predmet istraživanja društveno odgovornog elektronskog poslovanja sa aspekta cilja, sredstva, rezultata i manifestacije - performanse.)
MATCH@E:(The CSR concept defines the subject of study of the socially responsible electronic business from the aspects of goals, means, results and manifestation - performance.===>CSR koncept određuje predmet istraživanja društveno odgovornog elektronskog poslovanja sa aspekta cilja, sredstva, rezultata i manifestacije - performanse.)
MATCH@M:(Is it possible to apply the sustainable development concept to the e-business area in the field of energy efficiency?===>Da li je moguće koncept održivog razvoja primeniti i na oblast elektronskog poslovanja u oblasti energetske efikasnosti?)
MATCH@E:(Is it possible to apply the sustainable development concept to the e-business area in the field of energy efficiency?===>Da li je moguće koncept održivog razvoja primeniti i na oblast elektronskog poslovanja u oblasti energetske efikasnosti?)
MATCH@M:(Can e-business help create preconditions for a sustainable development of the global community and state administration, and to what extent?===>Da li i u kojoj meri elektronsko poslovanje može da utiče na stvaranje preduslova za održivi razvoj globalne zajednice i državne uprave?)
MATCH@E:(Can e-business help create preconditions for a sustainable development of the global community and state administration, and to what extent?===>Da li i u kojoj meri elektronsko poslovanje može da utiče na stvaranje preduslova za održivi razvoj globalne zajednice i državne uprave?)
MATCH@M:(The socially responsible e-business in the field of energy efficiency means the implementation of information and communication technologies of a low energy intensity, therefore the selection of such technologies is a priori considered to be an aspect of socially responsible behaviour.===>Društveno odgovorno elektronsko poslovanje u oblasti energetske efikasnosti podrazumeva korišćenje in-formaciono-komunikacionih tehnologija niskog energetskog intenziteta, pa izbor takvih tehnologija a priori predstavlja vid društveno odgovornog ponašanja.)
MATCH@E:(The socially responsible e-business in the field of energy efficiency means the implementation of information and communication technologies of a low energy intensity, therefore the selection of such technologies is a priori considered to be an aspect of socially responsible behaviour.===>Društveno odgovorno elektronsko poslovanje u oblasti energetske efikasnosti podrazumeva korišćenje informaciono-komunikacionih tehnologija niskog energetskog intenziteta, pa izbor takvih tehnologija a priori predstavlja vid društveno odgovornog ponašanja.)
MATCH@M:(The socially responsible e-business, however, is also the goal, the vehicle and the result of the dissemination of information on public policies via web-based technologies and e-media.===>Međutim, društveno odgovorno elektronsko poslovanje predstavlja takođe i cilj, sredstvo i rezultat disemi-nacije (širenja) informacija o javnim politikama putem Web baziranih tehnologija i e-medija.)
MATCH@E:(The socially responsible e-business, however, is also the goal, the vehicle and the result of the dissemination of information on public policies via web-based technologies and e-media.===>Međutim, društveno odgovorno elektronsko poslovanje predstavlja takođe i cilj, sredstvo i rezultat diseminacije (širenja) informacija o javnim politikama pu tem Web baziranih tehnologija i e-medija.)
MATCH@M:(Consequently, electronic business is one aspect of social innovation with a high potential for improving the awareness of the importance of the public policies.===>Samim tim, elektronsko poslovanje predstavlja vid socijalne inovacije sa velikim potencijalom unapređenja svesti o značaju javnih politika.)
MATCH@E:(Consequently, electronic business is one aspect of social innovation with a high potential for improving the awareness of the importance of the public policies.===>Samim tim, elektronsko poslovanje predstavlja vid socijalne inovacije sa velikim potencijalom unapređenja svesti o značaju javnih politika.)
MATCH@M:(Electronic business, planned and conducted in a socially responsible manner, may be the driving power of sustainable development.===>Elektronsko poslovanje, planirano i vođeno na društveno odgovoran način, može predstavljati agens održivog razvoja.)
MATCH@E:(Electronic business, planned and conducted in a socially responsible manner, may be the driving power of sustainable development.===>Elektronsko poslovanje, planirano i vođeno na društveno odgovoran način, može predstavljati agens održivog razvoja.)
MATCH@M:(The sustainable development means a dynamic process that allows for the realization of all human potentials and improves the quality of living, simultaneously protecting and fostering the systems that make life on the Earth possible.===>Pod održivim razvojem podrazumeva se dinamičan proces koji omogućava realizaciju svih ljudskih potencijala i unapređuje kvalitet života ljudi, a da istovremeno štiti i podstiče sisteme koji omogućavaju život na Zemlji.)
MATCH@E:(The sustainable development means a dynamic process that allows for the realization of all human potentials and improves the quality of living, simultaneously protecting and fostering the systems that make life on the Earth possible.===>Pod održivim razvojem podrazumeva se dinamičan proces koji omogućava realizaciju svih ljudskih potencijala i unapređuje kvalitet života ljudi, a da istovremeno štiti i podstiče sisteme koji omogućavaju život na Zemlji.)
MATCH@M:(Here we deal with a socio-economic and ecological project with a highly positive goal of improving the quality of human life.===>Reč je o socijalno-ekonomskom i ekološkom projektu, sa veoma pozitivnim ciljem poboljšanja kvaliteta ljudskog života.)
MATCH@E:(Here we deal with a socio-economic and ecological project with a highly positive goal of improving the quality of human life Š6Ë (Alakeson, V. et al., 2002:16).===>Reč je o socijalno-ekonomskom i ekološkom projektu, sa veoma pozitivnim ciljem poboljšanja kvaliteta ljudskog života Š6Ë (Alakeson, V. at al 2002:16.).)
MATCH@M:(In order that the CSR concept be integrated with the concept of electronic business, it is necessary that the meanings of these concepts should be defined, compared and counterposed in the traditional and the on-line environments, respectively.===>Da bi se CSR koncept integrisao sa konceptom elektronskog poslovanja, neophodno je da se prvo defini-šu, kompariraju i suprotstave značenja ovih pojmova u tradicionalnom i online okruženju, respektivno.)
MATCH@E:(In order that the CSR concept be integrated with the concept of electronic business, it is necessary that the meanings of these concepts should be defined, compared and counterposed in the traditional and the on-line environments, respectively.===>Da bi se CSR koncept integrisao sa konceptom elektronskog poslovanja, neophodno je da se prvo definišu, kompariraju i suprotstave značenja ovih pojmova u tradicionalnom i online okruženju, respektivno.)
MATCH@M:(A socially responsible electronic business is a system of values that integrates the concern about the community into all on-line activities, including e-Commerce and e-Government, and, recently, the increasingly popular social networking platforms (Facebook, Twitter, etc.) even the affinity browsers such as Google created special websites dedicated to CSR.===>Društveno odgovorno elektronsko poslovanje predstavlja sistem vrednosti koji integriše brigu o zajednici u sve online aktivnosti, uključujući e-commerce (e-trgovinu) i e-Upravu (e-Government), a u poslednje vreme i u sve popularnije društvene platforme (Face-book, Twitter i sl.). Čak su i afinitetni pretraživači poput Google-a, otvorili posebne sajtove, posvećene CSR-u.)
MATCH@E:(A socially responsible electronic business is a system of values that integrates the concern about the community into all on-line activities, including e-Commerce and e-Government, and, recently, the increasingly popular social networking platforms (Facebook, Twitter, etc.) even the affinity browsers such as Google created special websites dedicated to CSR Š7Ë.===>Društveno odgovorno elektronsko poslovanje predstavlja sistem vrednosti koji integriše brigu o zajednici u sve online aktivnosti, uključujući e-commerce (etrgovinu) i e-Upravu (e-Government), a u poslednje vreme i u sve popularnije društvene platforme (Facebook, Twitter i sl.).)
MATCH@M:(The potential of CSR contents dissemination via information and communication technologies is strikingly high.===>Potencijal diseminacije CSR sadržaja pomoću informa-ciono komunikacionih tehnologija izrazito je veliki.)
MATCH@E:(The potential of CSR contents dissemination via information and communication technologies is strikingly high.===>Čak su i afinitetni pretraživači poput Google-a, otvorili posebne sajtove, posvećene CSR-u Š7Ë Potencijal diseminacije CSR sadržaja pomoću informaciono komunikacionih tehnologija izrazito je veliki.)
BAD_LINE_=============================================================
BAD_LINE_M:The potential of CSR contents dissemination via information and communication technologies is strikingly high.
BAD_LINE_M:Potencijal diseminacije CSR sadržaja pomoću informa-ciono komunikacionih tehnologija izrazito je veliki.
BAD_LINE_E:The potential of CSR contents dissemination via information and communication technologies is strikingly high.
BAD_LINE_E:Čak su i afinitetni pretraživači poput Google-a, otvorili posebne sajtove, posvećene CSR-u Š7Ë Potencijal diseminacije CSR sadržaja pomoću informaciono komunikacionih tehnologija izrazito je veliki.
MATCH@M:(The syntagm socially responsible electronic business refers to value attribute of business doing via the electronic services and is represented by a new attribute of electronic business, the social responsibility.===>Sintagma društveno odgovornog elektronskog poslovanja odnosi se na vrednosne atribute poslovanja putem elektronskih servisa i predstavljena je novim atributom elektronskog poslovanja, društvenom odgovornošću.)
MATCH@E:(The syntagm socially responsible electronic business refers to value attribute of business doing via the electronic services and is represented by a new attribute of electronic business, the social responsibility.===>Sintagma društveno odgovornog elektronskog poslovanja odnosi se na vrednosne atribute poslovanja putem elektronskih servisa i predstavljena je novim atributom elektronskog poslovanja, društvenom odgovornošću.)
MATCH@M:(We do not, therefore, talk only about the traditional understanding of the CSR in the on-line environment; we talk about the potential of the CSR to integrate.===>Reč nije, dakle, samo o tradicionalnom shvatanju CSR-a u online okruženju, već i o potencijalu CSR-a za integracijom.)
MATCH@E:(We do not, therefore, talk only about the traditional understanding of the CSR in the on-line environment; we talk about the potential of the CSR to integrate.===>Reč nije, dakle, samo o tradicionalnom shvatanju CSRa u online okruženju, već i o potencijalu CSR-a za integracijom.)
MATCH@M:(Even though the CSR is still thought to lack a clearly defined set of general criteria of what this concept includes and which fields it refers to, a new theoretical concept of corporate social integration is ever more present in the CSR theory.===>Iako se još uvek smatra da CSR ne poseduje jasno definisani skup opštih kriterijuma o tome šta sve ovaj koncept obuhvata i na koje se sve oblasti odnosi, u teoriji CSR-a sve češće je prisutan novi teorijski koncept korporativne društvene integracije.)
MATCH@E:(Even though the CSR is still thought to lack a clearly defined set of general criteria of what this concept includes and which fields it refers to, a new theoretical concept of corporate social integration is ever more present in the CSR theory.===>Iako se još uvek smatra da CSR ne poseduje jasno definisani skup opštih kriterijuma o tome šta sve ovaj koncept obuhvata i na koje se sve oblasti odnosi, u teoriji CSR-a sve češće je prisutan novi teorijski koncept korporativne društvene integracije.)
MATCH@M:(Contrary to the traditional understanding of this concept, the integrated CSR may refer to any sectors, both profit and non-profit ones, whereas the socially responsible business generally refers to the profit oriented companies.===>Integrisani CSR se, za razliku od tradicionalnog shva-tanja ovog koncepta, može odnositi na sve sektore, i profitni, i neprofitni, dok se društveno odgovorno poslovanje odnosi, uglavnom, na one kompanije ili organizacije koje su profitno orijentisane.)
MATCH@E:(Contrary to the traditional understanding of this concept, the integrated CSR may refer to any sectors, both profit and non-profit ones, whereas the socially responsible business generally refers to the profit oriented companies.===>Integrisani CSR se, za razliku od tradicionalnog shvatanja ovog koncepta, može odnositi na sve sektore, i profitni, i neprofitni, dok se društveno odgovorno poslovanje odnosi, uglavnom, na one kompanije ili organizacije koje su profitno orijentisane.)
MATCH@M:(In practice, the concepts of the CSR and the socially responsible business are usually equalized, as in the implementation of this concept the companies see a valuable PR tool for reputation management, their goals being, very often, making profit and achieving competitive advantage on the market.===>U praksi se pojmovi CSR-a i društveno odgovornog poslovanja često izjednačuju jer kompanije u primeni ovog koncepata vide važnu PR alatku za upravljanje reputacijom, a cilj im je veoma često, stvaranje profita i sticanje konkurentne prednosti na tržištu.)
MATCH@E:(In practice, the concepts of the CSR and the socially responsible business are usually equalized, as in the implementation of this concept the companies see a valuable PR tool for reputation management, their goals being, very often, making profit and achieving competitive advantage on the market.===>U praksi se pojmovi CSR-a i društveno odgovornog poslovanja često izjednačuju jer kompanije u primeni ovog koncepata vide važnu PR alatku za upravljanje reputacijom, a cilj im je veoma često, stvaranje profita i sticanje konkurentne prednosti na tržištu.)
MATCH@M:(While the socially responsible business refers primarily to the private sector, whose mission is to generate profits, the CSR integration concept includes much broader interactions and mechanisms regulating the market and the relations with the stakeholders.===>Dok se društveno odgovorno poslovanje, odnosi, pre svega, na privatni sektor, čija je misija da generiše profit, CSR koncept integracije obuhvata mnogo šire interakcije i mehanizme koje regulišu tržište i odnose sa stejkolderima.)
MATCH@E:(While the socially responsible business refers primarily to the private sector, whose mission is to generate profits, the CSR integration concept includes much broader interactions and mechanisms regulating the market and the relations with the stakeholders.===>Dok se društveno odgovorno poslovanje, odnosi, pre svega, na privatni sektor, čija je misija da generiše profit, CSR koncept integracije obuhvata mnogo šire interakcije i mehani zme koje regulišu tržište i odnose sa stejkolderima.)
MATCH@M:(The CSR is important for any interactions of an individual or a state, of the civil and non-profit sectors, of the public and private partnerships, etc.===>CSR se tiče svih interakcija pojedinca i države, civilnog i neprofitnog sektora, javnog i privatnog partnerstva itd.)
MATCH@E:(The CSR is important for any interactions of an individual or a state, of the civil and non-profit sectors, of the public and private partnerships, etc.===>CSR se tiče svih interakcija pojedinca i države, civilnog i neprofitnog sektora, javnog i privatnog partnerstva itd.)
MATCH@M:(All the dimensions of electronic business, the G2G, G2B, G2C, B2B, B2C, B2G, C2G, C2B, and C2C can be included into the CSR.===>Sve dimenzije elektronskog poslovanja G2G, G2B, G2C, B2B, B2C, B2G, C2G, C2B i C2C mogu biti uključene u CSR.)
MATCH@E:(All the dimensions of electronic business, the G2G, G2B, G2C, B2B, B2C, B2G, C2G, C2B, and C2C can be included into the CSR.===>Sve dimenzije elektronskog poslovanja G2G, G2B, G2C, B2B, B2C, B2G, C2G, C2B i C2C mogu biti uključene u CSR.)
MATCH@M:(The corporate sustainability, the sustainable development, the corporate social responsibility, the social contract, the corporate entrepreneurship, the corporate citizenship and philantrophy - all these are modern concepts that are not only related to the companies and the relationships they have with the social community and the stakeholders, but also to the communications of the governments, activists and the civil sector.===>Korporativna održivost, održivi razvoj, korporativna društvena odgovornost, socijalni ugovor, korporativno preduzetništvo, korporativno građanstvo i filantropija, sve su to moderni koncepti koji se ne tiču samo kompanija i odnosa koje iste ostvaruju sa društvenom zajednicom i stejkholderima, već i komunikacije vlada, aktivista i civilnog sektora.)
MATCH@E:(The corporate sustainability, the sustainable development, the corporate social responsibility, the social contract, the corporate entrepreneurship Š8Ë (Cingula, M. and Čalopa, K., 2008:199), the corporate citizenship and philantrophy - all these are modern concepts that are not only related to the companies and the relationships they have with the social community and the stakeholders, but also to the communications of the governments, activists and the civil sector.===>Korporativna održivost, održivi razvoj, korporativna društvena odgovornost, socijalni ugovor, korporativno preduzetništvo Š8Ë (Cingula, M. i Čalopa, K., 2008: 199), korporativno građanstvo i filantropija, sve su to moderni koncepti koji se ne tiču samo kompanija i odnosa koje iste ostvaruju sa društvenom zajednicom i stejkholderima, već i komunikacije vlada, aktivista i civilnog sektora.)
MATCH@M:(The integration depends on the stakeholder interaction in the broadest sense of the word, where the stakeholderses are the parties of interest, not only the interested parties (stakeholders).===>Integracija zavisi od interakcije stejkholdera, u najširem smislu te reči, pri čemu su stejkholdersi i strane od interesa, a ne samo zainteresovane strane (stejkholderi).)
MATCH@E:(The integration depends on the stakeholder interaction in the broadest sense of the word, where the stakeholderses are the parties of interest, not only the interested parties (stakeholders).===>Integracija zavisi od interakcije stejkholdera, u najširem smislu te reči, pri čemu su stejkholdersi i strane od interesa, a ne samo zainteresovane strane (stejkholderi).)
MATCH@M:(The stakeholderses and multistakeholderses multiply in practice just as the various aspects of public multiply in practice.===>Kao što se javnosti multipliciraju u praksi, isti je slučaj i sa stejkholdersima I multistejkholdersima.)
MATCH@E:(The stakeholderses and multistakeholderses multiply in practice just as the various aspects of public multiply in practice.===>Kao što se javnosti multipliciraju u praksi, isti je slučaj i sa stejkholdersima I multistejkholdersima.)
MATCH@M:(According to the authors, contary to more clearly identified stakeholders, the stakeholderses include all parties of interest, even those that did not develop an interest in a certain issue, but have the potential to affect the problem, regardless of whether they create it or solve it.===>Prema mišljenju autora, za razliku od identifikovanijh stejhol-dera, u stejkholderse (pl.) spadaju sve strane od interesa, čak i one koje nisu postale zainteresovane za određeni problem, a imaju potencijal da utiču problem, bilo da ga sami stvaraju ili rešavaju.)
MATCH@E:(According to the authors, contary to more clearly identified stakeholders, the stakeholderses include all parties of interest, even those that did not develop an interest in a certain issue, but have the potential to affect the problem, regardless of whether they create it or solve it.===>Prema mišljenju autora, za razliku od identifikovanijh stejholdera, u stejkholderse (pl.) spadaju sve strane od interesa, čak i one koje nisu postale zainteresovane za određeni problem, a imaju potencijal da utiču problem, bilo da ga sami stvaraju ili rešavaju.)
MATCH@M:(The stakeholders, contrary to the stakehold-erses and multistakeholderses affect and are affected by the goals of an organization, however not of a problem itself, hence the notion of a multistakeholders and a stakeholders networks may become generically linked to the internet community.===>Stejkholderi, za razliku od stejkholdersa i multistejkholdersa utiču i nalaze se pod uticajem ciljeva jedne organizacije, ali ne i samog problema, pa tako pojam multistejholders i stejkholders mreža može da postane generički povezan sa Internet zajednicom.)
MATCH@E:(The stakeholders, contrary to the stakeholderses and multistakeholderses affect and are affected by the goals of an organization, however not of a problem itself, hence the notion of a multistakeholders and a stakeholders networks may become generically linked to the internet community.===>Stejkholderi, za razliku od stejkholdersa i multistejkholdersa utiču i nalaze se pod uticajem ciljeva jedne organizacije, ali ne i samog problema, pa tako pojam multistejholders i stejkholders mreža može da postane generički povezan sa Internet zajednicom.)
MATCH@M:(The literature on the importance of the interactivity of the CSR issues in the corporate Web presentations also reveals a number of acronyms, CSR/CC/SD.===>U literaturi o značaju interaktivnosti CSR tema na korporativnim Web prezentacijama nailazimo i na niz akronima CSR/CC/SD.)
MATCH@E:(The literature on the importance of the interactivity of the CSR issues in the corporate Web presentations also reveals a number of acronyms, CSR/CC/SD Š9Ë (Capriotti, P. & Morreno, A., 2006:85).===>U literaturi o značaju interaktivnosti CSR tema na korporativnim Web prezentacijama nailazimo i na niz akronima CSR/CC/SD Š9Ë (Capriotti, P. & Morreno, A., 2006:85).)
MATCH@M:(The CSR, the corporate citizenship and the sustainable development are notions related to both the private, the civil and the public sectors, whether we have in mind the traditional or the on-line environments.===>CSR, korporativno građanstvo i održivi razvoj su pojmovi koji se odnose kako na privatni, tako i na civilni i javni sektor, bilo da je reč o tradicionalnom ili online okruženju.)
MATCH@E:(The CSR, the corporate citizenship and the sustainable development are notions related to both the private, the civil and the public sectors, whether we have in mind the traditional or the on-line environments.===>CSR, korporativno građanstvo i održivi razvoj su pojmovi koji se odnose kako na privatni, tako i na civilni i javni sektor, bilo da je reč o tradicionalnom ili online okruženju.)
MATCH@M:(In the networking phase of the CSR promoting much attention is paid to the internet as a communication channel which contributes to the dissemination of information on energy efficiency as well as to the reduction of information assymetry in this area.===>U Networking fazi promovisanja CSR-a dosta se pažnje posvećuje Internetu kao kanalu komunikacije koji doprinosi diseminaciji informacija o energetskoj efikasnosti i smanjenju informacione asimetrije u ovoj oblasti.)
MATCH@E:(In the networking phase of the CSR promoting much attention is paid to the internet as a communication channel which contributes to the dissemination of information on energy efficiency as well as to the reduction of information assymetry in this area.===>U Networking fazi promovisanja CSR-a dosta se pažnje posvećuje Internetu kao kanalu komunikacije koji doprinosi diseminaciji informacija o energetskoj efikasnosti i smanjenju informacione asimetrije u ovoj oblasti.)
MATCH@M:(The contribution of the Internet in disseminating information and improving the awareness of the socially responsible practices is great.===>Internet značajno doprinosi širenju informacija i unapređenju svesti o društveno odgovornim praksama.)
MATCH@E:(The contribution of the Internet in disseminating information and improving the awareness of the socially responsible practices is great.===>Internet značajno doprinosi širenju informacija i unapređenju svesti o društveno odgovornim praksama.)
MATCH@M:(There are a lot of examples of global activities in which almost all stakeholderses participate.===>Mnogo je primera globalnih akcija u kojima učestvuju gotovo svi stejkholdersi.)
MATCH@E:(There are a lot of examples of global activities in which almost all stakeholderses participate.===>Mnogo je primera globalnih akcija u kojima učestvuju gotovo svi stejkholdersi.)
MATCH@M:(One example of socially responsible business, a result of the Networking and the stakeholderses interaction is the global campaign titled "Earth Hour (60 Minutes for the Planet)" and organized by the World Wildlife Fund (WWF).===>Primer društveno odgovornog elektronskog poslovanja, nastao kao rezultat Networking-a i interakcije stejkholdersa, jeste globalna kampanja „60 minuta za planetu Zemlju“ Svetskog fonda za zaštitu prirode (WWF).)
MATCH@E:(One example of socially responsible business, a result of the Networking and the stakeholderses interaction is the global campaign titled Earth Hour (60 Minutes for the Planet) and organized by the World Wildlife Fund (WWF).===>Primer društveno odgovornog elektronskog poslovanja, nastao kao rezultat Networking-a i interakcije stejkholdersa, jeste globalna kampanja 60 minuta za planetu Zemlju Svetskog fonda za zaštitu prirode (WWF).)
MATCH@M:(The United Nations Secretary General, Ban Ki Moon, invited people all over the world to take part in the WWF campaign "Earth Hour" and unanimously demand, via electronic media, that concrete steps be undertaken to stop climate changes.===>Generalni sekretar Ujedinjenih nacija, Ban Ki Mun, pozvao je građane širom sveta da se priključe akciji Svetskog fonda za prirodu da u akciji “Sat za našu planetu” putem elektronskih medija, jednoglasno zatraže da se preduzmu konkretne mere u cilju sprečavanja klimatskih promena.)
MATCH@E:(The United Nations Secretary General, Ban Ki Moon, invited people all over the world to take part in the WWF campaign Earth Hour and unanimously demand, via electronic media, that concrete steps be undertaken to stop climate changes.===>Generalni sekretar Ujedinjenih nacija, Ban Ki Mun, pozvao je građane širom sveta da se priključe akciji Svetskog fonda za prirodu da u akciji Sat za našu planetu putem elektronskih medija, jednoglasno zatraže da se preduzmu konkretne mere u cilju sprečavanja klimatskih promena.)
MATCH@M:(In his video conference address via the Internet, the Secretary General announced that the "Earth Hour" is an expression of public concern for the issue of climate change, the greatest ever.===>U svom video obraćanju putem Interneta, generalni sekretar je izjavio da je “Sat za našu planetu” prikaz javne zabrinutosti za pitanje klimatskih promena ikada zabele-žen do sada.)
MATCH@E:(In his video conference address via the Internet, the Secretary General announced that the Earth Hour is an expression of public concern for the issue of climate change, the greatest ever.===>U svom video obraćanju putem Interneta, generalni sekretar je izjavio da je Sat za našu planetu prikaz javne zabrinutosti za pitanje klimatskih promena ikada zabeležen do sada.)
MATCH@M:(The public attention is thus drawn to the appeal for reaching a global agreement as to the climate changes in the eve of the recent summit of world leaders in Coppenhagen, in December 2009.===>Ovim je pažnja javnosti usmerena na apel za postizanje globalnog sporazuma o klimatskim promenama uoči nedavnog zasedanja svetskih lidera u Kopenhagenu u decembru 2009.)
MATCH@E:(The public attention is thus drawn to the appeal for reaching a global agreement as to the climate changes in the eve of the recent summit of world leaders in Coppenhagen, in December 2009.===>Ovim je pažnja javnosti usmerena na apel za postizanje globalnog sporazuma o klimatskim promenama uoči nedavnog zasedanja svetskih lidera u Kopenhagenu u decembru 2009.)
MATCH@M:(It was in this way that the stakehol-dreses urged that their representatives should sign the contract to protect the people and the planet.===>Stejkhol-dersi su na ovaj način poručili svojim predstavnicima da, u toku pregovora o klimatskim promenama u Kopenhagenu, potpišu sporazum koji će zaštititi ljude i planetu.)
MATCH@E:(It was in this way that the stakeholdreses urged that their representatives should sign the contract to protect the people and the planet.===>Stejkholdersi su na ovaj način poručili svojim predstavnicima da, u toku pregovora o klimatskim promenama u Kopenhagenu, potpišu sporazum koji će zaštititi ljude i planetu.)
MATCH@M:("We need an ambitious, effective and fair agreement, the agreement founded on pure science", said Ban Ki Moon, the UN Secretary General.===>„Potreban nam je sporazum koji je ambiciozan, delotvoran i fer, sporazum zasnovan na čistoj nauci,” - rekao je Ban Ki Mun, generalni sekretar Ujedinjenih nacija.)
MATCH@E:(We need an ambitious, effective and fair agreement, the agreement founded on pure science, said Ban Ki Moon, the UN Secretary General.===>Potreban nam je sporazum koji je ambiciozan, delotvoran i fer, sporazum zasnovan na čistoj nauci, - rekao je Ban Ki Mun, generalni sekretar Ujedinjenih nacija.)
MATCH@M:(He insisted on the gravity of the climate changes as well as on the magnitude of the task: "We are moving in a very dangerous direction.===>On je naglasio ozbiljnost klimatskih promena i težinu zadatka: “Krećemo se u veoma opasnom pravcu.)
MATCH@E:(He insisted on the gravity of the climate changes as well as on the magnitude of the task: We are moving in a very dangerous direction.===>On je naglasio ozbiljnost klimatskih promena i težinu zadatka: ~~~ Krećemo se u veoma opasnom pravcu.)
MATCH@M:(Our planet is warming.===>Naša planeta se zagreva.)
MATCH@E:(Our planet is warming.===>Naša planeta se zagreva.)
MATCH@M:(It is urgent that we should change our habits", said he.===>Moramo promeniti naše navike”, rekao je on.)
MATCH@E:(It is urgent that we should change our habits, said he.===>Moramo promeniti naše navike, rekao je on.)
MATCH@M:("What we need is an ecological development that will bring benefit to all the communities.===>“Potreban nam je ekološki razvoj koji doprinosi svim zajednicama.)
MATCH@E:(What we need is an ecological development that will bring benefit to all the communities.===>Potreban nam je ekološki razvoj koji doprinosi svim zajednicama.)
MATCH@M:(We need sustainable energy in order that we improve the quality of life and the climate conditions worldwide.===>Potrebna nam je održiva energija u cilju poboljšanja kvaliteta života i klimatskih uslova u svetu.)
MATCH@E:(We need sustainable energy in order that we improve the quality of life and the climate conditions worldwide.===>Potrebna nam je održiva energija u cilju poboljšanja kvaliteta života i klimatskih uslova u svetu.)
MATCH@M:(This is the path to the future that we have to follow together".===>Ovo je put budućnosti koji moramo preći zajedno.”)
MATCH@E:(This is the path to the future that we have to follow together.===>Ovo je put budućnosti koji moramo preći zajedno.)
MATCH@M:(The "Earth Hour" is considered to be the widest spread global campaign ever launched; it is a voice for the future of the Planet Earth.===>“Sat za našu planetu” smatra se najvećom globalnom akcijom koja je ikada pokrenuta, to je glas za budućnost planete Zemlje.)
MATCH@E:(The Earth Hour is considered to be the widest spread global campaign ever launched; it is a voice for the future of the Planet Earth.===>Sat za našu planetu smatra se najvećom globalnom akcijom koja je ikada pokrenuta, to je glas za budućnost planete Zemlje.)
MATCH@M:(Millions of people contributed by turning off their lamps for an hour.===>Milioni ljudi dalo je svoj doprinos gašenjem svetiljki na sat vremena.)
MATCH@E:(Millions of people contributed by turning off their lamps for an hour.===>Milioni ljudi dalo je svoj doprinos gašenjem svetiljki na sat vremena.)
MATCH@M:(The cities from Las Vegas to Sydney, from Capetown to Beijing, turned off their lightings for a period of one hour.===>Gradovi od Las Vegasa do Sidneja, od Kejptauna do Pekinga, isključili su svoja svetla na jedan sat.U ovoj akciji je učestvovalo 80 država sveta i 9000 gradova.)
MATCH@E:(The cities from Las Vegas to Sydney, from Capetown to Beijing, turned off their lightings for a period of one hour Š10Ë.===>Gradovi od Las Vegasa do Sidneja, od Kejptauna do Pekinga, isključili su svoja svetla na jedan sat Š10Ë.)
BAD_LINE_=============================================================
BAD_LINE_M:The cities from Las Vegas to Sydney, from Capetown to Beijing, turned off their lightings for a period of one hour.
BAD_LINE_M:Gradovi od Las Vegasa do Sidneja, od Kejptauna do Pekinga, isključili su svoja svetla na jedan sat.U ovoj akciji je učestvovalo 80 država sveta i 9000 gradova.
BAD_LINE_E:The cities from Las Vegas to Sydney, from Capetown to Beijing, turned off their lightings for a period of one hour Š10Ë.
BAD_LINE_E:Gradovi od Las Vegasa do Sidneja, od Kejptauna do Pekinga, isključili su svoja svetla na jedan sat Š10Ë.
MATCH@M:(The campaign included 80 countries and 9,000 cities, among them some in Serbia: Belgrade, Novi Sad, Vrsac, Nis, etc.===>Među njima je bili i gradovi Srbije: Beograd, Novi Sad, Vršac, Niš i dr.)
MATCH@E:(The campaign included 80 countries and 9,000 cities, among them some in Serbia: Belgrade, Novi Sad, Vršac, Niš, etc.===>U ovoj akciji je učestvovalo 80 država sveta i 9000 gradova. ~~~ Među njima je bili i gradovi Srbije:)
BAD_LINE_=============================================================
BAD_LINE_M:The campaign included 80 countries and 9,000 cities, among them some in Serbia: Belgrade, Novi Sad, Vrsac, Nis, etc.
BAD_LINE_M:Među njima je bili i gradovi Srbije: Beograd, Novi Sad, Vršac, Niš i dr.
BAD_LINE_E:The campaign included 80 countries and 9,000 cities, among them some in Serbia: Belgrade, Novi Sad, Vršac, Niš, etc.
BAD_LINE_E:U ovoj akciji je učestvovalo 80 država sveta i 9000 gradova. ~~~ Među njima je bili i gradovi Srbije:
MATCH@M:(A powerful message was sent to the world that it is possible to prevent global warming by a unonimous campaign, via the Internet.===>Poslata je snažna poruka svetu da je jedinstvenom akcijom, putem Interneta, moguće sprečiti globalno za-grevanje.)
MATCH@E:(A powerful message was sent to the world that it is possible to prevent global warming by a unonimous campaign, via the Internet.===>Beograd, Novi Sad, Vršac, Niš i dr. Poslata je snažna poruka svetu da je jedinstvenom akcijom, putem Interneta, moguće sprečiti globalno zagrevanje.)
MATCH@M:(The campaign was conducted in print and electronic media, via direct marketing, email and on the most popular social networking platform, Facebook.===>Kampanja je vođena u elektronskim i štampanim medijima, putem direktnog marketinga, e-mail-a i na najpopularnijoj društvenoj platformi - Facebo-ok-u.)
MATCH@E:(The campaign was conducted in print and electronic media, via direct marketing, email and on the most popular social networking platform, Facebook.===>Kampanja je vođena u elektronskim i štampanim medijima, putem direktnog marketinga, e-maila i na najpopularnijoj društvenoj platformi - Facebook-u.)
MATCH@M:(By way of networking, in only a month, the campaign attracted more than a million followers.===>Putem umrežavanja, za samo mesec dana, kampanja je okupila više od milion pristalica.)
MATCH@E:(By way of networking, in only a month, the campaign attracted more than a million followers.===>Putem umrežavanja, za samo mesec dana, kampanja je okupila više od milion pristalica.)
MATCH@M:(The documents of the Department of Trade and Industry of the Government of the United Kingdom, as well as the Conclusions at the World Bank's conference on CSR, stress the impact of the government and other organizations in the non-profit sector upon the community and the developmental prospects of the CSR.===>U dokumentima Odeljenja za trgovinu i industriju Vlade Velike Britanije, kao i u Zaključcima sa konferencije o CSR-u Svetske banke, posebno je izdvojen uticaj vlade i ostalih organizacija neprofitnog sektora na zajednicu, kao i na perspektive razvoja CSR-a.)
MATCH@E:(The documents of the Department of Trade and Industry of the Government of the United Kingdom, as well as the Conclusions at the World Bank's conference on CSR, stress the impact of the government and other organizations in the non-profit sector upon the community and the developmental prospects of the CSR Š11Ë (World Bank/DevComm-SDP, 2003).===>U dokumentima Odeljenja za trgovinu i industriju Vlade Velike Britanije, kao i u Zaključcima sa konferencije o CSR-u Svetske banke, posebno je izdvojen uticaj vlade i ostalih organizacija neprofitnog sektora na zajednicu, kao i na perspektive razvoja CSR-a Š11ËWorld Bank/DevComm-SDO, 2003).)
MATCH@M:(Mr Stephen Timms, Minister of Energy, electronic business and postal services of the UK defines the CSR as the behaviour of the organizations in the private sector and their contribution to the sustainable development goals.===>Stephen Timms, ministar za energiju, elektronsko poslovanje i poštanske usluge Velike Britanije smatra da je CSR -ponašanje organizacija u privatnom sektoru i njihov doprinos ciljevima održivog razvoja.)
MATCH@E:(Mr Stephen Timms, Minister of Energy, electronic business and postal services of the UK defines the CSR as the behaviour of the or ganizations in the private sector and their contribution to the sustainable development goals.===>Stephen Timms, ministar za energiju, elektronsko poslovanje i poštanske usluge Velike Britanije smatra da je CSR ponašanje organizacija u privatnom sektoru i njihov doprinos ciljevima održivog razvoja.)
MATCH@M:(However, he simultaneously insists that this approach and the values it advocates is also important for the organizations, including e-Government.===>Međutim, on istovremeno naglašava da je ovaj pristup i vrednost za koju se isti zalaže takođe, važan i za organizacije, uključujući e-Government.)
MATCH@E:(However, he simultaneously insists that this approach and the values it advocates is also important for the organizations, including eGovernment.===>Međutim, on istovremeno naglašava da je ovaj pristup i vrednost za koju se isti zalaže takođe, važan i za organizacije, uključujući e-Government.)
MATCH@M:(The socially responsible behaviour is an implicit attribute of the companies' business, but also of the business operations of organizations and institutions.===>Društveno odgovorno ponašanje podrazumevani je atribut poslovanja kompanija, ali i organizacija i institucija.)
MATCH@E:(The socially responsible behaviour is an implicit attribute of the companies' business, but also of the business operations of organizations and institutions.===>Društveno odgovorno ponašanje podrazumevani je atribut poslovanja kompanija, ali i organizacija i institucija.)
MATCH@M:(The local and the global communities are the end users, and frequently the initiators of business processes, the advocates of two-way communication, which is a specific feature of e-Govrnment.===>Lokalna i globalna zajednica su krajnji korisnici, a cesto i inicijatori poslovnih procesa, zagovornici dvosmerne komunikacije, što je jedna od specifična odlika e-Uprave.)
MATCH@E:(The local and the global communities are the end users, and frequently the initiators of business processes, the advocates of two-way communication, which is a specific feature of e-Govrnment.===>Lokalna i globalna zajednica su krajnji korisnici, a često i inicijatori poslovnih procesa, zagovornici dvosmerne komunikacije, što je jedna od specifična odlika e-Uprave.)
MATCH@M:(It is not only the companies that have an impact upon the society; the institutions do too, be they profit or non-profit ones.===>Nemaju samo kompanije uticaj na društvo, ali zato sve institucije u društvu utiču na društvo, bile one profitne ili neprofitne.)
MATCH@E:(It is not only the companies that have an impact upon the society; the institutions do too, be they profit or non-profit ones. ~~~ Š12Ë (Valentino, B., 2008:17).===>Nemaju samo kompanije uticaj na društvo, ali zato sve institucije u društvu utiču na društvo, bile one profitne ili neprofitne Š12Ë (Valentino, B., 2008:17).)
MATCH@M:(The non-governmental organizations are known for their progressive activities, because they "act locally, and think globally".===>Nevladine organizacije su poznate po svojim progresivnim aktivnostima, jer one „deluje lokalno, a misle globalno”.)
MATCH@E:(The non-governmental organizations are known for their progressive activities, because they act locally, and think globally.===>Nevladine organizacije su poznate po svojim progresivnim aktivnostima, jer one deluje lokalno, a misle globalno.)
MATCH@M:(In the integral system of the society's corporate body made up of all the institutions together, the e-Government may also be incorporated into a virtual mechanism of the state which coordinates the work of the system.===>U celovit sistem korporativnog tela društva koje čine sve institucije zajedno, kao jedinstveni organizam, sastavljen od delova, e-Uprava se takođe može inkorporirati u virtuelni mehanizam države koji koordinira radom tog sistema.)
MATCH@E:(In the integral system of the society's corporate body Š4Ë made up of all the institutions together, the e-Government may also be incorporated into a virtual mechanism of the state which coordinates the work of the system.===>U celovit sistem korporativnog tela društva Š4Ë koje čine sve institucije zajedno, kao jedinstveni organizam, sastavljen od delova, e-Uprava se takođe može inkorporirati u virtuelni mehanizam države koji koordinira radom tog sistema.)
MATCH@M:(If the examples of successful practice are presented via the concern for the community promoted by the most successful companies in the world, the error that it is only them that do business responsibly may be corrected by the examples of successful practice conducted by the European Union, via its directors and the respective agencies.===>Ako se primeri uspešne prakse predstavljaju kroz brigu o zajednici koju promovišu najuspešnije kompanije na tržištu, zabludu da samo one posluju odgovorno možemo otkloniti primerima uspešne prakse koju sprovodi Evropska unija preko svojih direkto-rata i pripadajućih agencija.)
MATCH@E:(If the examples of successful practice are presented via the concern for the community promoted by the most successful companies in the world, the error that it is only them that do business responsibly may be corrected by the examples of successful practice conducted by the European Union, via its directors and the respective agencies.===>Ako se primeri uspešne prakse predstavljaju kroz brigu o zajednici koju promovišu najuspešnije kompanije na tržištu, zabludu da samo one posluju odgovorno možemo otkloniti primerima uspešne prakse koju sprovodi Evropska unija preko svojih direktorata i pripadajućih agencija.)
MATCH@M:(The biggest contribution in the field of the CSR promotion was made by the European Commission.===>Najveći doprinos na planu promocije CSR-a dala je Evropska komisija.)
MATCH@E:(The biggest contribution in the field of the CSR promotion was made by the European Commission.===>Najveći doprinos na planu promocije CSR-a dala je Evropska komisija.)
MATCH@M:(The European Government did more for the CSR than any other civil society organizations.===>Vlada u Evropi više je doprinela CSR-u od bilo koje organizacije civilnog društva.)
MATCH@E:(The European Government did more for the CSR than any other civil society organizations Š3Ë (Mesanović, E., 2005).===>Vlada u Evropi više je doprinela CSR-u od bilo koje organizacije civilnog društva Š3Ë (Mesanović, E., 2005).)
MATCH@M:(Many Government agencies on all the levels were formed for the purpose of creating the conditions for the implementation of this concept, however, they did not expressly declared themselves as socially responsible organizations.===>Mnoge vladine agencije na svim nivoima bile su formirane za stvaranje uslova za primenu ovog koncepta, ali se nisu neposredno deklarisale kao društveno odgovorne organizacije.)
MATCH@E:(Many Government agencies on all the levels were formed for the purpose of creating the conditions for the implementation of this concept, however, they did not expressly declared themselves as socially responsible organizations.===>Mnoge vladine agencije na svim nivoima bile su formirane za stvaranje uslova za primenu ovog koncepta, ali se nisu neposredno deklarisale kao društveno odgovorne organizacije.)
MATCH@M:(This is because the state is expected to be responsible to the community, therefore the issue of good will is actually a point at issue only in case the principles of obligation and responsibility are not precisely defined.===>To je zato što se od države očekuje da bude odgovorna prema zajednici, pa je pitanje dobrovoljnosti, zapravo, sporno pitanje ukoliko se ne razgraniče principi obaveze i responzivno-sti.)
MATCH@E:(This is because the state is expected to be responsible to the community, therefore the issue of good will is actually a point at issue only in case the principles of obligation and responsibility are not precisely defined.===>To je zato što se od države očekuje da bude odgovorna prema zajednici, pa je pitanje dobrovoljnosti, zapravo, sporno pitanje ukoliko se ne razgraniče principi obaveze i responzivnosti.)
MATCH@M:(The socially responsible electronic business creates the social community according to the affinity and not the geography principle, nor the principle of hierarchy.===>Društveno odgovorno elektronsko poslovanje kreira društvenu zajednicu prema afinitetnom, a ne geografskom principu ili po principu hijerarhije.)
MATCH@E:(The socially responsible electronic business creates the social community according to the affinity and not the geography principle, nor the principle of hierarchy.===>Društveno odgovorno elektronsko poslovanje kreira društvenu zajednicu prema afinitetnom, a ne geografskom principu ili po principu hijerarhije.)
MATCH@M:(Whether the on-line community is profit-oriented or not is another question.===>Drugo je pitanje da li je online zajednica profitno-orijentisana ili ne.)
MATCH@E:(Whether the on-line community is profit-oriented or not is another question.===>Drugo je pitanje da li je online zajednica profitnoorijentisana ili ne.)
MATCH@M:(In addition to the free flow of people, goods, capital, and services, the socially responsible electronic business promotes the fifth type of freedom: the free flow of information and knowledge, i.e., the free access to the information of public importance.===>Pored slobodnog protoka ljudi, robe, kapitala i usluga, društveno odgovorno elektronsko poslovanje promoviše i petu vrstu slobode: slobodan protok informacija i znanja, odnosno, slobodan pristup informacijama od javnog značaja.)
MATCH@E:(In addition to the free flow of people, goods, capital, and services, the socially responsible electronic business promotes the fifth type of freedom: the free flow of information and knowledge, i.e., the free access to the information of public importance.===>Pored slobodnog protoka ljudi, robe, kapitala i usluga, društveno odgovorno elektronsko poslovanje promoviše i petu vrstu slobode: slobodan protok informacija i znanja, odnosno, slobodan pristup informacijama od javnog značaja.)
MATCH@M:(The information of public importance include financial statements and the reports on the condition of the environment, all the information the governmental bodies collect as they do their job.===>U informacije od javnog značaja spadaju finansijski izveštaji i izveštaji o stanju životne sredine, sve informacije do kojih organi vlasti dolaze, vršeći vlast.)
MATCH@E:(The information of public importance include financial statements and the reports on the condition of the environment, all the information the governmental bodies collect as they do their job.===>U informacije od javnog značaja spadaju finansijski izveštaji i izveštaji o stanju životne sredine, sve informacije do kojih organi vlasti dolaze, vršeći vlast.)
MATCH@M:(In the sense of communications, the free access to the information of public importance and the public right to know are the basic preconditions for the development of democracy and the overall sustainable development of the society.===>U komunikacionom smislu, slobodan pristup informacijama od javnog značaja i pravo javnosti da zna su neophodni preduslovi za razvoj demokratije i ukupni održivi razvoj društva.)
MATCH@E:(In the sense of communications, the free access to the in formation of public importance and the public right to know are the basic preconditions for the development of democracy and the overall sustainable development of the society.===>U komunikacionom smislu, slobodan pristup informacijama od javnog značaja i pravo javnosti da zna su neophodni preduslovi za razvoj demokratije i ukupni održivi razvoj društva.)
MATCH@M:(The electronic business creates a knowledge based society and thus contributes to the sustainable community.===>Elektronsko poslovanje kreira društvo, zasnovano na znanju i time doprinosi održivoj zajednici.)
MATCH@E:(The electronic business creates a knowledge based society and thus contributes to the sustainable community Š13Ë (Turk, V., 2003).===>Elektronsko poslovanje kreira društvo, zasnovano na znanju i time doprinosi održivoj zajednici Š13Ë (T?rk,V.,2003).)
MATCH@M:(E-Business is said to be socially responsible if it incorporates the concern for the society and ecology into all communication processes in the on-line environment.===>Elektronsko poslovanje je društveno odgovorno ako brigu o društvu i ekologiji inkorporira u sve komunikacione procese u online okruženju.)
MATCH@E:(E-Business is said to be socially responsible if it incorporates the concern for the society and ecology into all communication processes in the on-line environment.===>Elektronsko poslovanje je društveno odgovorno ako brigu o društvu i ekologiji inkorporira u sve komunikacione procese u online okruženju.)
MATCH@M:(It is in this way that the reengineering of the relationships between the public sphere participants is made and a new quality is added to their networking.===>Time se vrši reinženjering odnosa učesnika javne sfere i pruža novi kvalitet njihovom umrežavanju.)
MATCH@E:(It is in this way that the reengineering of the relationships between the public sphere participants is made and a new quality is added to their networking.===>Time se vrši reinženjering odnosa učesnika javne sfere i pruža novi kvalitet njihovom umre žavanju.)
MATCH@M:(The technology itself does not contribute to the sustainable development; it is rather the method of the technology implementation as well as the method of information exchange between the stakeholders, in this case, the e-media, that do it.===>Sama tehnologija ne doprinosi održivom razvoju, već to čini način primene tehnologija i način razmene informacija između stejkholdera, u ovom slučaju, putem e-medija.)
MATCH@E:(The technology itself does not contribute to the sustainable development; it is rather the method of the technology implementation as well as the method of information exchange between the stakeholders, in this case, the e-media, that do it.===>Sama tehnologija ne doprinosi održivom razvoju, već to čini način primene tehnologija i način razmene informacija između stejkholdera, u ovom slučaju, putem e-medija.)
MATCH@M:(The Internet offers a new potential for creating social capital, social debate and interaction in the public sphere.===>Internet pruža novi potencijal za stvaranje socijalnog kapitala, društvene debate i interakcije u javnoj sferi.)
MATCH@E:(The Internet offers a new potential for creating social capital, social debate and interaction in the public sphere.===>Internet pruža novi potencijal za stvaranje socijalnog kapitala, društvene debate i interakcije u javnoj sferi.)
MATCH@M:(A socially responsible e-business is a set of value concepts, present in the Internet public sphere.===>Društveno odgovorno elektronsko poslovanje predstavlja, skup vrednosnih koncepata, prisutnih u javnoj sferi Interneta.)
MATCH@E:(A socially responsible e-business is a set of value concepts, present in the Internet public sphere.===>Društveno odgovorno elektronsko poslovanje predstavlja, skup vrednosnih koncepata, prisutnih u javnoj sferi Interneta.)
MATCH@M:(Electronic business includes information exchange and building relationships that will be realized via the e-media within the organization and with its external participants and stakeholders.===>Elektronsko poslovanje obuhvata raz-menu informacija i izgradnju odnosa koji se ostvaruju putem e-medija unutar organizacije i sa njenim eksternim učesnicima i stejkholderima.)
MATCH@E:(Electronic business includes information exchange and building relationships that will be realized via the e-media within the organization and with its external participants and stakeholders.===>Elektronsko poslovanje obuhvata razmenu informacija i izgradnju odnosa koji se ostvaruju putem e-medija unutar organizacije i sa njenim eksternim učesnicima i stejkholderima.)
MATCH@M:(Having in mind that the socially responsible e-business is primarily a value concept, we here analyse those e-business aspects that contribute to the welfare of a broader social community.===>Imajući u vidu da je društveno odgovorno elektronsko poslovanje, pre svega, vrednosni koncept, ovde se razmatraju oni aspekti elektronskog poslovanja koji doprinose dobrobiti šire društvene zajednice.)
MATCH@E:(Having in mind that the socially responsible e-business is primarily a value concept, we here analyse those e-business aspects that contribute to the welfare of a broader social community.===>Imajući u vidu da je društveno odgovorno elektronsko poslovanje, pre svega, vrednosni koncept, ovde se razmatraju oni aspekti elektronskog poslovanja koji doprinose dobrobiti šire društvene zajednice.)
MATCH@M:(A socially responsible electronic business creates a knowledge society, a prosperous information society that communicates, exchanges information and does business transactions via electronic services, thus also showing concern for environmental protection.===>Društveno odgovorno elektronsko poslovanje kreira društvo znanja, napredno, informaciono društvo koje komunicira, raz-menjuje informacije i obavlja poslovne transakcije putem elektronskih servisa, vodeći i na taj način računa o očuvanju životne sredine.)
MATCH@E:(A socially responsible electronic business creates a knowledge society, a prosperous information society that communicates, exchanges information and does business transactions via electronic services, thus also showing concern for environmental protection.===>Društveno odgovorno elektronsko poslovanje kreira društvo znanja, napredno, informaciono društvo koje komunicira, razmenjuje informacije i obavlja poslovne transakcije putem elektronskih servisa, vodeći i na taj način računa o očuvanju životne sredine.)
MATCH@M:(The technology itself, as well as the techno-economic justification of information and communication technology implementation are not sufficient, although they are the basic preconditions for creating social capital and social innovations as a new manner of organization and building human relations.===>Tehnologija po sebi, kao ni tehno-ekonomska opravdanost korišćenja informaciono-komunikacionih tehnologija nisu dovoljne, mada su osnovni preduslovi za kreiranje socijalnog kapitala i socijalnih inovacija kao novog načina organizacije i izgradnje odnosa među ljudima.)
MATCH@E:(The technology itself, as well as the techno-economic justification of information and communication technology implementation are not sufficient, although they are the basic preconditions for creating social capital and social innovations as a new manner of organization and building human relations.===>Tehnologija po sebi, kao ni tehno-ekonomska opravdanost korišćenja informaciono-komunikacionih tehnologija nisu dovoljne, mada su osnovni preduslovi za kreiranje socijalnog kapitala i socijalnih inovacija kao novog načina organizacije i izgradnje odnosa među ljudima.)
MATCH@M:(The social capital here means a social network and the reciprocity norms related to it.===>Pod socijalnim kapitalom ovde podrazume-vamo socijalnu mrežu i norme reciprociteta koji su sa njom povezane.)
MATCH@E:(The social capital here means a social network and the reciprocity norms related to it Š14Ë (Putnam, R., 2002).===>Pod socijalnim kapitalom ovde podrazumevamo socijalnu mrežu i norme reciprociteta koji su sa njom povezane Š14Ë (Putnam, R., 2002).)
MATCH@M:(In addition to the natural, human, manufacturing and financial types of capital, the social capital makes one of five types of the sustainable development capitals.===>Socijalni kapital, pored prirodnog, humanog, proizvodnog i finan-sijskog kapitala čini jednu od pet vrsta kapitala održi-vog razvoja.)
MATCH@E:(In addition to the natural, human, manufacturing and financial types of capital, the social capital makes one of five types of the sustainable development capitals Š6Ë (Alekeson, V. et al., 2003:16).===>Socijalni kapital, pored prirodnog, humanog, proizvodnog i finansijskog kapitala čini jednu od pet vrsta kapitala održivog razvoja Š6Ë(Alakeson, V. et al., 2003:16).)
MATCH@M:(In the absence of social innovations, technology would slip away before we managed to use all its potentials in creating a sustainable society.===>U odsustvu socijalnih inovacija, tehnologija bi nam izmicala pre nego što bismo stigli da upotrebimo sve njene potencijale za kreiranje održivog društva.)
MATCH@E:(In the absence of social innovations, technology would slip away before we managed to use all its potentials in creating a sustainable society Š6Ë (Alakeson, V. et al., 2003:23).===>U odsustvu socijalnih inovacija, tehnologija bi nam izmicala pre nego što bismo stigli da upotrebimo sve njene potencijale za kreiranje održivog društva Š6Ë (Alakeson, V.)
MATCH@M:(It should not be forgotten that, in addition to social, the socially responsible electronic business includes the ecological innovation, this in turn including the energy efficiency.===>Ne treba zaboraviti da društveno odgovorno elektronsko poslovanje osim socijalne, obuhvata i ekološku inovaciju, u koju spada i energetska efikasnost.)
MATCH@E:(It should not be forgotten that, in addition to social, the socially responsible electronic business includes the ecological innovation, this in turn including the energy efficiency.===>et al. 2003: ~~~ Ne treba zaboraviti da društveno odgovorno elektronsko poslovanje osim socijalne, obuhvata i ekološku inovaciju, u koju spada i energetska efikasnost.)
MATCH@M:(To take the advantage of digital technologies needs the business policies and governments that foster social innovations and are in step with technology innovations in the Internet public sphere.===>Za is-korišćavanje prednosti digitalnih tehnologija neophodne su politike poslovanja i vlade koje pospešuju socijalne inovacije i prate tehnološke inovacije u javnoj sferi Interneta.)
MATCH@E:(To take the advantage of digital technologies needs the business policies and governments that foster social innovations and are in step with technology innovations in the Internet public sphere Š15Ë.===>Za iskorišćavanje prednosti digitalnih tehnologija neophodne su politike poslovanja i vlade koje pospešuju socijalne inovacije i prate tehnološke inovacije u javnoj sferi Interneta Š15Ë.)
MATCH@M:(The notion of public sphere was elaborated by the German philosopher Habermas, J. (1969).===>Pojam javne sfere je razradio nemački teoretičar Habermas, J. (1969).)
MATCH@E:(The notion of public sphere was elaborated by the German philosopher Habermas, J. (1969).===>Pojam javne sfere je razradio nemački teoretičar Habermas, J. (1969).)
MATCH@M:(He defined the public sphere as a virtual and imaginary community which does not necessarily exist in a clearly defined physical space.===>On je defini-sao javnu sferu kao virtuelnu i imaginarnu zajednicu koja nužno ne postoji u jasno omeđenom fizičkom prostoru..)
MATCH@E:(He defined the public sphere as a virtual and imaginary community which does not necessarily exist in a clearly defined physical space Š16Ë.===>On je definisao javnu sferu kao virtuelnu i imaginarnu zajednicu koja nužno ne postoji u jasno omeđenom fizičkom prostoru Š16Ë..)
MATCH@M:(According to Habermas, J. (1969), the public sphere is a homogenous space of incarnated subjects in a symmetric relation who reach the consensus through an argument-ed debate and presenting value assumptions.===>Za Habermasa, J. (1969), javna sfera je homogen prostor otelotvorenih subjekata u simetričnom odnosu koji dolaze do konsenzusa kroz argumen-tovanu raspravu i iznošenje vrednosnih tvrdnji.)
MATCH@E:(According to Habermas, J. (1969), the public sphere is a homogenous space of incarnated subjects in a symmetric relation who reach the consensus through an argumented debate and presenting value assumptions Š17Ë (Sitarski, M. et al., 2007: op.cit. 9-17).===>Za Habermasa, J. (1969), javna sfera je homogen prostor otelotvorenih subjekata u simetričnom odnosu koji dolaze do konsenzusa kroz argumentovanu raspravu i iznošenje vrednosnih tvrdnji Š17Ë(Sitarski, M. et al., 2007: op. ~~~ cit. 9 -17).)
MATCH@M:(The so far most important results in satisfying the needs of the research into the socially responsible business on the Internet in Serbia are shown in the findings of the empirical research conducted by the Centre for Research into information technologies (CePIT) of the Belgrade Open School (BO[), in the publication titled "The Internet and the Public Sphere in Serbia" (2008).===>Dosadašnji najvažniji rezultati u zadovoljavanju potreba istraživanja društveno odgovornog poslovanja na Internetu u Srbiji predstavljeni su rezultatima empirijskih istraživanja Centra za proučavanje informacionih tehnologija (CePIT) Beogradske otvorene škole (BOS) u publikaciji „Internet i javna sfera u Srbiji“(2008).)
MATCH@E:(The so far most important results in satisfying the needs of the research into the socially responsible business on the Internet in Serbia are shown in the findings of the empirical research conducted by the Centre for Research into information technologies (CePIT) of the Belgrade Open School (BOŠ), in the publication titled The Internet and the Public Sphere in Serbia (2008).===>Dosadašnji najvažniji rezultati u zadovoljavanju potreba istraživanja društveno odgovornog poslovanja na Internetu u Srbiji predstavljeni su rezultatima empirijskih istraživanja Centra za proučavanje informacionih tehnologija (CePIT) Beogradske otvorene škole (BO[) u publikaciji Internet i javna sfera u Srbiji(2008).)
MATCH@M:(Not one research ima-nently contains the notions of corporate social responsibility and socially responsible electronic business, however, the CePIT research actually deals with the issues of how much, how and whether the Internet is used in Serbia as a means and the medium for discussions on the topics of overall, public concern; which are the websites that serve as the points of exchange of opinions, which issues the discussions deal with, whether these issues have any impact upon the social life, etc.===>Iako se ni u jednom istraživanju pojam korporativne društvene odgovornosti i društveno odgovornog elektronskog poslovanja imanentno ne pojavljuju, CePIT-ova istraživanja se, zapravo, odnose na pitanja koliko, kako i da li se Internet u Srbiji koristi kao sredstvo i prostor za diskusije na teme koje su od sveopšteg, javnog značaja; koji su to Web sajtovi koji predstavljaju mesto razmene mišljenja, koje su teme predmet diskusija i kakav je njihov karakter, da li takve teme imaju uticaj na društveni život i sl.)
MATCH@E:(Not one research imanently contains the notions of corporate social responsibility and socially responsible electronic business, however, the CePIT research actually deals with the issues of how much, how and whether the Internet is used in Serbia as a means and the medium for discussions on the topics of overall, public concern; which are the websites that serve as the points of exchange of opinions, which issues the discussions deal with, whether these issues have any impact upon the social life, etc.===>Iako se ni u jednom istraživanju pojam korporativne društvene odgovornosti i društveno odgovornog elektronskog poslovanja imanentno ne pojavljuju, CePIT-ova istraživanja se, zapravo, odnose na pitanja koliko, kako i da li se Internet u Srbiji koristi kao sredstvo i prostor za diskusije na teme koje su od sveopšteg, javnog značaja; koji su to Web sajtovi koji predstavljaju mesto razmene mišljenja, koje su teme predmet diskusija i kakav je njihov karakter, da li takve teme imaju uticaj na društveni život i sl.)
MATCH@M:(It is in this way that the importance of the Internet is promoted as a social innovation and the use of the information and communication technologies in the public sphere is favoured over the number of the Internet users.===>Time se promoviše značaj Interneta kao socijalne inovacije i daje se primat načinu korišćenja informaciono-komunikacionih tehnologija u javnoj sferi nad brojem Internet korisnika.)
MATCH@E:(It is in this way that the importance of the Internet is promoted as a social innovation and the use of the information and communication technologies in the public sphere is favoured over the number of the Internet users.===>Time se promoviše značaj Interneta kao socijalne inovacije i daje se primat načinu korišćenja informaciono-komunikacionih tehnologija u javnoj sferi nad brojem Internet korisnika.)
MATCH@M:(The CePIT research pays special attention to the analysis of the websites of the Serbian state institutions, the institutions of local autonomies, the manner in which the socially useful information is presented, the openness of these institutions in terms of their readiness to interact with the visitors, as well as the issues and discussions going on on the interactive services of these websites, provided they are created and available.===>U istraživanju CePIT-a posebna pažnja je posvećena analizi Web sajtova državnih institucija Srbije, ustanova lokalne samouprave, načinu na koji su predstavljene društveno korisne informacije, otvorenosti ovih institucija u smislu njihove spremnosti na interakciju sa posetiocima, kao i temama i diskusijama koje se odvijaju na interaktivnim servisima tih sajtova u slučaju da oni postoje.)
MATCH@E:(The CePIT research pays special attention to the analysis of the websites of the Serbian state institutions, the institutions of local autonomies, the manner in which the socially useful information is presented, the openness of these institutions in terms of their readiness to interact with the visitors, as well as the issues and discussions going on on the interactive services of these websites, provided they are created and available Š17Ë.===>U istraživanju CePIT-a posebna pažnja je posvećena analizi Web sajtova državnih institucija Srbije, ustanova lokalne samouprave, načinu na koji su predstavljene društveno korisne informacije, otvorenosti ovih institucija u smislu njihove spremnosti na interakciju sa posetiocima, kao i temama i diskusijama koje se odvijaju na interaktivnim servisima tih sajtova u slučaju da oni postoje Š17Ë.)
MATCH@M:(The conclusion the CePIT has come to in their research of the Internet and the public sphere in Serbia is that the Internet is today one of the social spaces in which citizens can debate on the issues of general concern or at least help introduce some of the issues they find important into the public discourse.===>Zaključak do kojeg je CePIT došao u svom istraživanju Interneta i javne sfere u Srbiji jeste da je Internet danas jedan od socijalnih prostora u kojima građani mogu da debatuju o pitanjima od op-šteg interesa ili da bar doprinose da se neka od njima bitnih pitanja uvedu u javni diskurs.)
MATCH@E:(The conclusion the CePIT has come to in their research of the Internet and the public sphere in Serbia is that the Internet is today one of the social spaces in which citizens can debate on the issues of general concern or at least help introduce some of the issues they find important into the public discourse.===>Zaključak do kojeg je CePIT došao u svom istraživanju Interneta i javne sfere u Srbiji jeste da je Internet danas jedan od socijalnih prostora u kojima građani mogu da debatuju o pitanjima od opšteg interesa ili da bar doprinose da se neka od njima bitnih pitanja uvedu u javni diskurs.)
MATCH@M:(The Internet, however, is not only a social space in which such a debate is conducted; it actively transforms the communication to create a new, authentic public sphere.===>Međutim, Internet nije samo socijalni prostor u kojem se odvija takva debata, nego se aktivno transformiše komunikaciju koja dovodi do stvaranja nove, autentične javne sfere.)
MATCH@E:(The Internet, however, is not only a social space in which such a debate is conducted; it actively transforms the communication to create a new, authentic public sphere Š17Ë (Sitarski et al., 2008:19).===>Međutim, Internet nije samo socijalni prostor u kojem se odvija takva debata, nego se aktivno transformiše komunikaciju koja dovodi do stvaranja nove, autentične javne sfere Š17Ë(Sitarski et al., 2008:19).)
MATCH@M:(It is in this "new, authentic public sphere" that the potential of the "corporate social integration" is perceived.===>U toj „novoj, autentičnoj javnoj sferi“ nazire se potencijal „korporativne društvene integracije“.)
MATCH@E:(It is in this new, authentic public sphere that the potential of the corporate social integration is perceived.===>U toj novoj, autentičnoj javnoj sferi nazire se potencijal korporativne društvene integracije.)
MATCH@M:(A socially responsible electronic business in this context refers to the impact the organization has and the services it provides through the digital technologies to the general social community, the impact including all the stakeholders.===>Društveno odgovorno elektronsko poslovanje odnosilo bi se, u posmatranom kontekstu, na uticaj organizacije i usluga koje organizacija pruža pomoću digitalnih tehnologija na širu društvenu zajednicu, a taj uticaj obuhvata sve stejkholdere.)
MATCH@E:(A socially responsible electronic business in this context refers to the impact the organization has and the services it provides through the digital technologies to the general social community, the impact including all the stakeholders.===>Društveno odgovorno elektronsko poslovanje odnosilo bi se, u posmatranom kontekstu, na uticaj organizacije i usluga koje organizacija pruža pomoću digitalnih tehnologija na širu društvenu zajednicu, a taj uticaj obuhvata sve stejkholdere.)
MATCH@M:(The corporate social responsibility of the e-business could be understood as a specific CSR dimension concerned with ecological, economic and social aspects of transactions, generating, exchange and dissemination of information.===>Korporativna društvena odgovornost elektronskog poslovanja bila bi posebna dimenzija CSR-a, koja se, bavi ekološkim, ekonomskim i socijalnim aspektom transakcija, generisanja, razmene i širenja informacija.)
MATCH@E:(The corporate social responsibility of the e-business could be understood as a specific CSR dimension concerned with ecological, economic and social aspects of transactions, generating, exchange and dissemination of information.===>Korporativna društvena odgovornost elektronskog poslovanja bila bi posebna dimenzija CSR-a, koja se, bavi ekološkim, ekonomskim i socijalnim aspektom transakcija, generisanja, razmene i širenja informacija.)
MATCH@M:(The dissemination of information improves our awareness by using information and communication technologies in e-business, e-government and in the information society.===>Diseminacija informacija dovodi do unapređenja svesti korišćenjem informaciono-komunikacionih tehnologija u elektronskom poslovanju, e-Upravi i informa-cionom društvu.)
MATCH@E:(The dissemination of information improves our awareness by using information and communication technologies in e-business, e-government and in the information society.===>Diseminacija informacija dovodi do unapređenja svesti korišćenjem informaciono-komunikacionih tehnologija u elektronskom poslovanju, e-Upravi i informacionom društvu.)
MATCH@M:(In a sense, the socially responsible electronic business implements the same conceptual framework for comparative understanding as is the case with the CSR in the traditional business environment.===>U izvesnom smislu, društveno odgovorno elektronsko poslovanje koristi isti konceptualni okvir za komparativno razumevanje kao što je to slučaj i sa CSR-om u tradicionalnom poslovnom okruženju.)
MATCH@E:(In a sense, the socially responsible electronic business implements the same conceptual framework for comparative understanding as is the case with the CSR in the traditional business environment.===>U izvesnom smislu, društveno odgovorno elektronsko poslovanje koristi isti konceptualni okvir za komparativno razumevanje kao što je to slučaj i sa CSR-om u tradicionalnom poslovnom okruženju.)
MATCH@M:(Contrary to the traditional model, the model of socially responsible electronic business is more dynamic and more transparent.===>Za razliku od tradicionalnog modela, model društveno odgovornog elektronskog poslovanja je dinamičniji i transparentniji.)
MATCH@E:(Contrary to the traditional model, the model of socially responsible electronic business is more dynamic and more transparent.===>Za razliku od tradicionalnog modela, model društveno odgovornog elektronskog poslovanja je dinamičniji i transparentniji.)
MATCH@M:(The difference in the CSR between the electronic and the traditional models is in that the structure of stakeholders is more heterogenous in the socially responsible e-business.===>Razlika između CSR-a u elektronskom i tradicionalnom modelu poslovanja je u tome što je u društveno odgovornom elektronskom poslovanju struktura stejkholdera heterogenija.)
MATCH@E:(The difference in the CSR between the electronic and the traditional models is in that the structure of stakeholders is more heterogenous in the socially responsible e-business.===>Razlika između CSR-a u elektronskom i tradicionalnom modelu poslovanja je u tome što je u društveno odgovornom elektronskom poslovanju struktura stejkholdera heterogenija.)
MATCH@M:(Another specific feature of the socially responsible e-business concept is the choice of the communication channel(s).===>Druga specifičnost koncepta društveno odgovornog elektronskog poslovanja, odnosi se na izbor kanala komunikacije.)
MATCH@E:(Another specific feature of the socially responsible e-business concept is the choice of the communication channel(s).===>Druga specifičnost koncepta društveno odgovornog elektronskog poslovanja, odnosi se na izbor kanala komunikacije.)
MATCH@M:(Contrary to the traditional business environment, the communication in the e-business is conducted exclusively via the Web-based technologies and e-services.===>U elektronskom poslovanju, za razliku od tradicionalnog poslovnog okruženja, komunikacija se realizuje isključivo putem Web baziranih tehnologija i e-servisa.)
MATCH@E:(Contrary to the traditional business environment, the communication in the e-business is conducted exclusively via the Web-based technologies and e-services.===>U elektronskom poslovanju, za razliku od tradicionalnog poslovnog okruženja, komunikacija se realizuje isključivo putem Web baziranih tehnologija i e-servisa.)
MATCH@M:(Numerous authors, however, are anxious about the negative impact the digital technology has upon the social capital and business.===>Mnogo je autora, međutim, koji izražavaju zabrinutost zbog negativnog uticaja digitalne tehnologije na socijalni kapital i poslovanje.)
MATCH@E:(Numerous authors, however, are anxious about the negative impact the digital technology has upon the social capital and business.===>Mnogo je autora, međutim, koji izražavaju zabrinutost zbog negativnog uticaja digitalne tehnologije na socijalni kapital i poslovanje.)
MATCH@M:(They oppose the glorification of the Internet role in the creation of sustainable community as they maintain that the Internet hinders the alternative types of thinking and confines the individuals into specific "echo chambers", groups of individuals that think alike.===>Oni se protive veličanju uloge Interneta u kreiranju održive zajednice jer smatraju da Internet onemogučava alternativna razmišljanja i zatvara individue u svojevrsne „eho komore“, sastavljene od individualaca koji razmišljaju na isti način.)
MATCH@E:(They oppose the glorification of the Internet role in the creation of sustainable community as they maintain that the Internet hinders the alternative types of thinking and confines the individuals into specific echo chambers, groups of individuals that think alike Š18Ë (Susnstein, C.R., 2004).===>Oni se protive veličanju uloge Interneta u kreiranju održive zajednice jer smatraju da Internet onemogućava alternativna razmišljanja i zatvara individue u svojevrsne eho komore, sastavljene od individualaca koji razmišljaju na isti način Š18Ë (Susnstein, C.R.,2004).)
MATCH@M:(Such arguments that oppose a monolitic way of thinking stem from the fact that virtual communication tends to be as short and as sporadic as possible, thus seemingly hindering the building of powerful social networks and social capital.===>Ovakvi argumenti koji se protive monolitnom načinu razmišljanja, proizilaze iz činjenice da virtualna komunikacija teži da bude što krača i sporadična, čime se, prividno, otežava izgradnja jakih društvenih mreža i socijalnog kapitala.)
MATCH@E:(Such arguments that oppose a monolitic way of thinking stem from the fact that virtual communication tends to be as short and as sporadic as possible, thus seemingly hindering the building of powerful social networks and social capital.===>Ovakvi argumenti koji se protive monolitnom načinu razmišljanja, proizilaze iz činjenice da virtualna komunikacija teži da bude što kraća i sporadična, čime se, prividno, otežava izgradnja jakih društvenih mreža i socijalnog kapitala.)
MATCH@M:(The information and communication technologies, the e-mail, the mobile telephony and video conferences may estrange individuals from the real world, which may in turn result in a situation that we are neither here nor there.===>Informaciono-komunikacione tehnologije, e-mail, mobilna telefonija i video-konferencije mogu da udalje individue iz stvarnog sveta, što može rezultirati situacijom da nismo ni tamo, ni ovde.)
MATCH@E:(The information and communication technologies, the e-mail, the mobile telephony and video conferences may estrange individuals from the real world, which may in turn result in a situation that we are neither here nor there Š19Ë (Prusak, L. and Cohen, D., 2001).===>Informaciono-komunikacione tehnologije, e-mail, mobilna telefonija i video-konferencije mogu da udalje individue iz stvarnog sveta, što može rezultirati situacijom da nismo ni tamo, ni ovde Š19Ë(Prusak, L. i Cohen, D. 2001).)
MATCH@M:(Some authors maintain that the debate on the Internet should not be focused upon the technology issues anyway, since the Internet is primarily a social space, not a tool.===>Pojedini autori smatraju da rasprava o Internetu ionako ne bi trebalo da se svodi na pitanja tehnologije jer je Internet, pre svega, socijalni prostor, a ne alat.)
MATCH@E:(Some authors maintain that the debate on the Internet should not be focused upon the technology issues anyway, since the Internet is primarily a social space, not a tool Š20Ë (Poster, M., 1995).===>Pojedini autori smatraju da rasprava o Internetu ionako ne bi trebalo da se svodi na pitanja tehnologije jer je Internet, pre svega, socijalni prostor, a ne alat Š20Ë(Poster, M, 1995).)
MATCH@M:(A holistic approach to electronic business integrates technology, economics, society, and ecology.===>Holistički pristup elektronskom poslovanju objedinjuje tehnologiju, ekonomiju, društvo i ekologiju.)
MATCH@E:(Information symmetry and network externality A holistic approach to electronic business integrates technology, economics, society, and ecology.===>Simetričnost informacija i eksternalizacija mreže Holistički pristup elektronskom poslovanju objedinjuje tehnologiju, ekonomiju, društvo i ekologiju.)
BAD_LINE_=============================================================
BAD_LINE_M:A holistic approach to electronic business integrates technology, economics, society, and ecology.
BAD_LINE_M:Holistički pristup elektronskom poslovanju objedinjuje tehnologiju, ekonomiju, društvo i ekologiju.
BAD_LINE_E:Information symmetry and network externality A holistic approach to electronic business integrates technology, economics, society, and ecology.
BAD_LINE_E:Simetričnost informacija i eksternalizacija mreže Holistički pristup elektronskom poslovanju objedinjuje tehnologiju, ekonomiju, društvo i ekologiju.
MATCH@M:(This approach provides a vision of corporate social integration as one aspect of the social innovation and a new method of building the relationship between the organization and its stakeholders.===>Ovaj pristup pruža viziju korporativne društvene integracije kao vida socijalne inovacije i novog načina kreiranja odnosa organizacije i njenih stejkholdera.)
MATCH@E:(This approach provides a vision of corporate social integration as one aspect of the social innovation and a new method of building the relationship between the organization and its stakeholders.===>Ovaj pristup pruža viziju korporativne društvene integracije kao vida socijalne inovacije i novog načina kreiranja odnosa organizacije i njenih stejkholdera.)
MATCH@M:(On the basis of the information symetry and the network externality it is possible to establish a more effective system of socially responsible electronic business in the field of public policies, including the policy of energy efficiency.===>Na osnovu simetričnosti informacija i eksternalizacije mreže moguće je uspostaviti delotvorniji sistem za društveno odgovorno elektronsko poslovanje u oblasti javnih politika, u koje spada i politika energetske efikasnosti.)
MATCH@E:(On the basis of the information symetry and the network externality it is possible to establish a more effective system of socially responsible electronic business in the field of public policies, including the policy of energy efficiency.===>Na osnovu simetričnosti informacija i eksternalizacije mreže moguće je uspostaviti delotvorniji sistem za društveno odgovorno elektronsko poslovanje u oblasti javnih politika, u koje spada i politika energetske efikasnosti.)
MATCH@M:(The networking perspective and the building of specific relations of interactions between the organizations, the business, the local community and the region in the Internet public sphere may contribute to establishing a more energy efficient ecological system.===>Perspektiva umrežavanja i izgradnja specifičnih odnosa interakcije između organizacija, biznisa, lokalne zajednice i regiona u javnoj sferi Interneta, može da doprinese uspostavljanju energetski efikasnijeg ekološkog sistema.)
MATCH@E:(The networking perspective and the building of specific relations of interactions between the organizations, the business, the local community and the region in the Internet public sphere may contribute to establishing a more energy efficient ecological system.===>Perspektiva umrežavanja i izgradnja specifičnih odnosa interakcije između organizacija, biznisa, lokalne zajednice i regiona u javnoj sferi Interneta, može da doprinese uspostavljanju energetski efikasnijeg ekološkog sistema.)
MATCH@M:(The electronic business in the field of energy efficiency yield benefits for everybody: the local, the global communities, the planet Earth.===>Od elektronskog poslovanja u oblasti energetske efikasnosti korist ostvaruju svi: i lokalna, i globalna zajednica, i planeta Zemlja.)
MATCH@E:(The electronic business in the field of energy efficiency yield benefits for everybody: the local, the global communities, the planet Earth.===>Od elektronskog poslovanja u oblasti energetske efikasnosti korist ostvaruju svi: i lokalna, i globalna zajednica, i planeta Zemlja.)
MATCH@M:(Nevertheless, the social potentials the electronic business provide in the field of energy efficiency in the public sphere are not being exploited to a sufficient extent yet.===>Ipak, društveni potencijali koje pruža elektronsko poslovanje u oblasti energetske efikasnosti u javnoj sferi još uvek nisu iskorišćeni u dovoljnoj meri.)
MATCH@E:(Nevertheless, the social potentials the electronic business provide in the field of energy efficiency in the public sphere are not being exploited to a sufficient extent yet.===>Ipak, društveni potencijali koje pruža elektronsko poslovanje u oblasti energetske efikasnosti u javnoj sferi još uvek nisu iskorišćeni u dovoljnoj meri.)
MATCH@M:(The reason for this is that the adoption of electronic business is under a significant impact of technological, organizational, management and ecological factors.===>Razlog za to je što na prihvatanje elektronskog poslovanja značajno utiču tehnološki, organizacioni, menadžment i ekološki faktori.)
MATCH@E:(The reason for this is that the adoption of electronic business is under a significant impact of technological, organizational, management and ecological factors Š21Ë (Tornazky, L.G. and Fleischer, M., 1990).===>Razlog za to je što na prihvatanje elektronskog poslovanja značajno utiču tehnološki, organizacioni, menadžment i ekološki faktori Š21Ë (Tornazky, L.G. and Fleischer, M., 1990).)
MATCH@M:(Electronic business is implemented by the middle management - the executives, and the upper management, officials and managers employed in the economy sector and in public administration; however, they are not all equally involved in the decision making process when the issue of low energy intensity technologies selection for electronic business arises.===>Elektronsko poslovanje u svom svakodnevnom radu primenjuju srednji menadžment - izvršioci i viši menadžment, funkcioneri i rukovodioci, zaposleni u privrednom sektoru i u javnoj upravi, ali nisu svi oni jednako zastupljeni u procesu donošenja odluka kada je u pitanju izbor tehnologija niskog energetskog intenziteta za elektronsko poslovanje.)
MATCH@E:(Electronic business is implemented by the middle management - the executives, and the upper management, officials and managers employed in the economy sector and in public administration; however, they are not all equally involved in the decision making process when the issue of low energy intensity technologies selection for electronic business arises.===>Elektronsko poslovanje u svom svakodnevnom radu primenjuju srednji menadžment - izvršioci i viši menadžment, funkcioneri i rukovodioci, zaposleni u privrednom sektoru i u javnoj upravi, ali nisu svi oni jednako zastupljeni u procesu donošenja odluka kada je u pitanju izbor tehnologija niskog energetskog intenziteta za elektronsko poslovanje.)
MATCH@M:(The starting point of the information asymmetry theory is that the information that is subject of exchange and transaction is not evenly distributed throughout the network of participants.===>Teorija asimetričnosti informacija polazi od pretpostavke da informacije koje su predmet razmene i transakcija nisu ravnomerno distribuirane u mreži učesnika.)
MATCH@E:(The starting point of the information asymmetry theory is that the information that is subject of exchange and transaction is not evenly distributed throughout the network of participants Š23Ë (Anthony, W.P. and Gales, L.M., 2002).===>et al. 2007: ~~~ Teorija asimetričnosti informacija polazi od pretpostavke da informacije koje su predmet razmene i transakcija nisu ravnomerno distribuirane u mreži učesnika Š23Ë(Anthony, W.P. i Gales, L.M. ~~~ 2002).)
MATCH@M:(The situation in the exchange of information in which one participant has an advantage over the others is called the information asymmetry.===>Kada u raz-meni informacija jedan učesnik ima prednost u odnosu na ostale učesnike, ovu pojavu nazivamo asimetričnošću informacije.)
MATCH@E:(The situation in the exchange of information in which one participant has an advantage over the others is called the information asymmetry Š24Ë (Stigler, G.J. 1961; Akerlof, G.A. 1970).===>Kada u razmeni informacija jedan učesnik ima prednost u odnosu na ostale učesnike, ovu pojavu nazivamo asimetričnošću informacije Š24Ë(Stigler, G.J. ~~~ 1961., Akerlof, G.A.)
MATCH@M:(The information symmetry is important for the e-Government users, in this case, the citizens, since it is they who use public services.===>Simetričnost informacija je važna za korisnike e-Governmenta, u ovom slučaju građane, jer oni koriste javne servise.)
MATCH@E:(The information symmetry is important for the e-Government users, in this case, the citizens, since it is they who use public services.===>Simetričnost informacija je važna za korisnike e-Governmenta, u ovom slučaju građane, jer oni koriste javne servise.)
MATCH@M:(The same applies to the customers and consumers in e-commerce.===>Isto važi i za potrošače i kupce u e-commerce-u.)
MATCH@E:(The same applies to the customers and consumers in e-commerce.===>Isto važi i za potrošače i kupce u e-commerce-u.)
MATCH@M:(The network externality significantly contributes to the institutionalization of electronic business and the reduction of information asymmetry, by disseminating knowledge and collecting information in the network.===>Eksternalizacija mreže značajno doprinosi institucionalizaciji elektronskog poslovanja i smanjenju asimetričnosti informacija i to širenjem znanja i sakupljanjem informacija u mreži.)
MATCH@E:(The network externality significantly contributes to the institutionalization of electronic business and the reduction of information asymmetry, by disseminating knowledge and collecting information in the network Š25Ë (Lai, F. et al., 2007:728).===>Eksternalizacija mreže značajno doprinosi institucionalizaciji elektronskog poslovanja i smanjenju asimetričnosti informacija i to širenjem znanja i sakupljanjem informacija u mreži Š25Ë(Lai, F. ~~~ at al. 2007:)
MATCH@M:(The network externality may be positive or negative.===>Ekternalizacija mreže može biti pozitivna i negativna.)
MATCH@E:(The network externality may be positive or negative.===>Ekternalizacija mreže može biti pozitivna i negativna.)
MATCH@M:(We talk of a positive externality when the value of the product or a service grows for a consumer with the rise in the number of consumers of identical products and services, as is the case of exponential growth in the number of Internet users throughout the world.===>Pozitivna ekternalizacija postoji kada vrednost proizvoda ili servisa za korisnika raste sa porastom broja korisnika identičnih proizvoda i servisa, što je slučaj sa eksponencijalnim rastom broja korisnika Interneta u svetu.)
MATCH@E:(We talk of a positive externality when the value of the product or a service grows for a consumer with the rise in the number of consumers of identical products and services Š26Ë (Scrinivasan, R. et al., 2004:41-58), as is the case of exponential growth in the number of Internet users throughout the world.===>Pozitivna ekternalizacija postoji kada vrednost proizvoda ili servisa za korisnika raste sa porastom broja korisnika identičnih proizvoda i servisa Š26Ë(Scrinivasan, R. et al, 2004:41-58), što je slučaj sa eksponencijalnim rastom broja korisnika Interneta u svetu.)
MATCH@M:(We have a negative externality in case the value of products and services declines as regards the total number of the users of these products and services, such as is the case of mobile telephony.===>Negativna ekternalizacija postoji kada se vrednost proizvoda i usluga smanjuje u odnosu na ukupan broj korisnika ovih proizvoda i servisa, kao što je to slučaj sa mobilnom telefonijom.)
MATCH@E:(We have a negative externality in case the value of products and services declines as regards the total number of the users of these products and services, such as is the case of mobile telephony.===>Negativna ekternalizacija postoji kada se vrednost proizvoda i usluga smanjuje u odnosu na ukupan broj korisnika ovih proizvoda i servisa, kao što je to slučaj sa mobilnom telefonijom.)
MATCH@M:(A positive network externality is also supported by the famous Metcalfe's Law by which the value of the network is proportional to the square of the number of its users.===>Pozitivnu eksternalizaciju mreže podržava i čuveni Met-calfe-ov zakon prema kome je vrednost mreže pro-porcijalna kvadratu broja njenih korisnika.)
MATCH@E:(A positive network externality is also supported by the famous Metcalfe's Law by which the value of the network is proportional to the square of the number of its users Š27Ë (Metcalfe, B., 1995:53).===>Pozitivnu eksternalizaciju mreže podržava i čuveni Metcalfe-ov zakon prema kome je vrednost mreže proporcijalna kvadratu broja njenih korisnika Š27Ë (Metcalfe, B., 1995:53).)
MATCH@M:(The difference between the positive and the negative network externalities is in the quality, more precisely, in the method and purpose of the network use.===>Razlika između pozitivne i negativne eksternalizacije mreže je u kvalitetu, tač-nije, načinu i svrsi korišćenja mreže.)
MATCH@E:(The difference between the positive and the negative network externalities is in the quality, more precisely, in the method and purpose of the network use.===>Razlika između pozitivne i negativne eksternalizacije mreže je u kvalitetu, tačnije, načinu i svrsi korišćenja mreže.)
MATCH@M:(The electronic business in the field of energy efficiency, together with all its ecological, economic, cultural and social , but also with its integrative aspects, is a suitable research area for both the academics and the practitioners.===>Elektronsko poslovanje u oblasti energetske efikasnosti sa svim njegovim ekološkim, ekonomskim, kulturnim i socijalnim, ali i integracionim aspektima, pogodno je istraživačko polje za teoretičare, ali i za praktičare.)
MATCH@E:(The electronic business in the field of energy efficiency, together with all its ecological, economic, cultural and social , but also with its integrative aspects, is a suitable research area for both the academics and the practitioners.===>Elektronsko poslovanje u oblasti energetske efikasnosti sa svim njegovim ekološkim, ekonomskim, kulturnim i socijalnim, ali i integracionim aspektima, pogodno je istraživačko polje za teoretičare, ali i za praktičare.)
MATCH@M:(A socially responsible electronic business is intended for both the professionals and the lay public, primarily for the state government institutions which are obliged to do business with the taxpayers in a responsible way.===>Društveno odgovorno elektronsko poslovanje namenjeno je stručnoj i široj javnosti, pre svega, institucijama državne uprave koja je u obavezi prema poreskim obveznicima da posluje odgovorno.)
MATCH@E:(A socially responsible electronic business is intended for both the professionals and the lay public, primarily for the state government institutions which are obliged to do business with the taxpayers in a responsible way.===>Društveno odgovorno elektronsko poslovanje namenjeno je stručnoj i široj javnosti, pre svega, institucijama državne uprave koja je u obavezi prema poreskim obveznicima da posluje odgovorno.)
MATCH@M:(The definitions of the e-Government basically cover the field of socially responsible electronic business, although not all its aspects and interactions.===>Definicije e-Uprave u osnovi, pokrivaju oblast društveno odgovornog elektronskog poslovanja, mada ne sve njegove aspekte i interakcije.)
MATCH@E:(The definitions of the e-Government basically cover the field of socially responsible electronic business, although not all its aspects and interactions.===>Definicije e-Uprave u osnovi, pokrivaju oblast društveno odgovornog elektronskog poslovanja, mada ne sve njegove aspekte i interakcije.)
MATCH@M:(They exceed the management of public policies by the central government, since e-Government does not embrace only the local community, but the global community too.===>One prevazilaze upravljanje javnim politika od strane centralne vlasti jer e-Government ne obuhvata samo lokalnu zajednicu, već i globalnu zajednicu.)
MATCH@E:(They exceed the management of public policies by the central government, since e-Government does not embrace only the local community, but the global community too.===>One prevazilaze upravljanje javnim politika od strane centralne vlasti jer e-Government ne obuhvata samo lokalnu zajednicu, već i globalnu zajednicu.)
MATCH@M:(The e-Government includes all individuals that use information and communication technologies and are connected via the Internet, but also all the industry sectors.===>E-Uprava obuhvata sve individue koje koriste informaciono-komunikacione tehnologije i povezane su Internetom, ali i sve sektore delovanja.)
MATCH@E:(The eGovernment includes all individuals that use information and communication technologies and are connected via the Internet, but also all the industry sectors.===>E-Uprava obuhvata sve individue koje koriste informaciono-komunikacione tehnologije i povezane su Internetom, ali i sve sektore delovanja. 4.)
MATCH@M:(A socially responsible electronic business has a potential to use electronic services intended for citizens to the purpose of managing changes in the public government and thus improve the quality of the services provided by the state administration to a significant extent in comparison with the traditional models of communication "over the counter".===>Društveno odgovorno elektronsko poslovanje ima potencijal da putem elektronskih servisa, namenjenih građanima, upravlja promenama u javnoj upravi i da njihovom primenom, znatno poboljša kvalitet usluga državne administracije u odnosu na tradicionalne modele komunikacije „preko šaltera“.)
MATCH@E:(4. ~~~ Social responsibility in e-government A socially responsible electronic business has a potential to use electronic services intended for citizens to the purpose of managing changes in the public government and thus improve the quality of the services provided by the state administration to a significant extent in comparison with the traditional models of communication over the counter.===>Društvena odgovornost u e-upravi Društveno odgovorno elektronsko poslovanje ima potencijal da putem elektronskih servisa, namenjenih građanima, upravlja promenama u javnoj upravi i da njihovom primenom, znatno poboljša kvalitet usluga državne administracije u odnosu na tradicionalne modele komunikacije preko šaltera.)
MATCH@M:(The question is whether the relationship of the socially responsible electronic business can by any means be regarded as analogue to the relationship between the corporate social responsibility and the business doing in the traditional environment.===>Pitanje je da li odnos društveno odgovorno elektronskog poslovanja u e-biznisu uopšte možemo smatrati analognim odnosu između korporativne društvene odgovornosti i poslovanja u tradicionalnom okruženju.)
MATCH@E:(The question is whether the relationship of the socially responsible electronic business can by any means be regarded as analogue to the relationship between the corporate social responsibility and the business doing in the traditional environment.===>Pitanje je da li odnos društveno odgovorno elektronskog poslovanja u e-biznisu uopšte možemo smatrati analognim odnosu između korporativne društvene odgovornosti i poslovanja u tradicionalnom okruženju.)
MATCH@M:(As regards the fact that the impact factor of the electronic business upon the global community is by far more powerful, it is necessary that the CSR concept be especially directed towards information society, this being the responsibility of the public institutions, primarily the state administration.===>S obzirom na to da je u elektronskom poslovanju faktor uticaja na globalnu zajednicu mnogo veći, potrebno je koncept CSR-a posebno usmeravati ka informacionom društvu, a ono je u delokrugu rada javnih institucija, pre svega, državne uprave.)
MATCH@E:(As regards the fact that the impact factor of the electronic business upon the global community is by far more powerful, it is necessary that the CSR concept be especially directed towards information society, this being the responsibility of the public institutions, primarily the state administration.===>S obzirom na to da je u elektronskom poslovanju faktor uticaja na globalnu zajednicu mnogo veći, potrebno je koncept CSR-a posebno usmeravati ka informacionom društvu, a ono je u delokrugu rada javnih institucija, pre svega, državne uprave.)
MATCH@M:(The socially responsible electronic business in e-Government can be observed through the economic, social, political, and ecological aspects of information exchange and transactions resulting from the information and communication technologies implementation in the public administration.===>Društveno odgovorno elektronsko poslovanje u e-Upravi može se posmatrati kroz ekonomski, socijalni, politički i ekološki aspekt razmene informacija i transakcija, nastalih korišćenjem informaciono-komuni-kacionih tehnologija u javnoj upravi.)
MATCH@E:(The socially responsible electronic business in eGovernment can be observed through the economic, social, political, and ecological aspects of information exchange and transactions resulting from the information and communication technologies implementation in the public administration.===>Društveno odgovorno elektronsko poslovanje u eUpravi može se posmatrati kroz ekonomski, socijalni, politički i ekološki aspekt razmene informacija i transakcija, nastalih korišćenjem informaciono-komunikacionih tehnologija u javnoj upravi.)
MATCH@M:(The examples of corporate social responsibility can be found not only in the industry sector, but in the public sector as well, just as the examples of socially responsible electronic business are present in the non-commercial services of e-Government and not only in e-commerce.===>Kao što primera korporativne društvene odgovornosti ima i u javnom, a ne samo u privrednom sektoru, tako i društveno odgovornih primera elektronskog poslovanja ima i u nekomercijalnim servisima e-Uprave, a ne samo u e-commerce-u.)
MATCH@E:(The examples of corporate social responsibility can be found not only in the industry sector, but in the public sector as well, just as the examples of socially responsible electronic business are present in the non-commercial services of e-Government and not only in e-commerce.===>Kao što primera korporativne društvene odgovornosti ima i u javnom, a ne samo u privrednom sektoru, tako i društveno odgovornih primera elektronskog poslovanja ima i u nekomercijalnim servisima e-Uprave, a ne samo u e-commerce-u.)
MATCH@M:(The dynamics of the Serbian information society development depends on its capability of identifying the barriers to benefits from the e-Government concept.===>Dinamika razvoja srpskog informacionog društva zavisi od sposobnosti za identifikaciju prepreka za ostvarenje koristi od koncepta e-Uprave.)
MATCH@E:(The dynamics of the Serbian information society development depends on its capability of identifying the barriers to benefits from the e-Government concept.===>Dinamika razvoja srpskog informacionog društva zavisi od sposobnosti za identifikaciju prepreka za ostvarenje koristi od koncepta e-Uprave.)
MATCH@M:(The e-Government services are pointless if the percentage of citizens using these services is low.===>Nema svrhe od servisa e-Uprave, ukoliko je procenat građana koji te usluge koristi mali.)
MATCH@E:(The eGovernment services are pointless if the percentage of citizens using these services is low.===>Nema svrhe od servisa e-Uprave, ukoliko je procenat građana koji te usluge koristi mali.)
MATCH@M:(The change in the perception, attitudes, convictions, behaviours and the raising awareness of the importance of electronic business can help overcome the obstacles in introducing the socially responsible e-Governmant in both the end users and the state administration itself.===>Promenom percepcije, stavova, uverenja, ponašanja i unapređenjem svesti o značaju elektronskog poslovanja, prepreke uvođenja društveno odgovorne e-Uprave je moguće savladati kako kod krajnjih korisnika, tako i u samoj državnoj administraciji.)
MATCH@E:(The change in the perception, attitudes, convictions, behaviours and the raising awareness of the importance of electronic business can help overcome the obstacles in introducing the socially responsible e-Governmant in both the end users and the state administration itself.===>Promenom percepcije, stavova, uverenja, ponašanja i unapređenjem svesti o značaju elektronskog poslovanja, prepreke uvođenja društveno odgovorne e-Uprave je moguće savladati kako kod krajnjih korisnika, tako i u samoj državnoj administraciji.)
MATCH@M:(The electronization of the state administration, the e-Government, the implementation of the information society development strategy, as well as the e-business strategy, will in the long run result in the improvement in the relationship between the government and government agencies and the internal and the external stakeholders.===>Elektronizacija rada državne administracije, e-Government, implementacija strategije razvoja in-formacionog društva, kao i e-business strategije, u krajnjem ishodu, dovešće do unapređenja odnosa vlade i vladinih agencija sa internim i eksternim stejkhol-derima.)
MATCH@E:(The electronization of the state administration, the e-Government, the implementation of the information society development strategy, as well as the e-business strategy, will in the long run result in the improvement in the relationship between the government and government agencies and the internal and the external stakeholders.===>Elektronizacija rada državne administracije, e-Government, implementacija strategije razvoja informacionog društva, kao i e-business strategije, u krajnjem ishodu, dovešće do unapređenja odnosa vlade i vladinih agencija sa internim i eksternim stejkholderima.)
MATCH@M:(This interaction can result into a more intensive exchange of information with the stakeholders, and consequently, into the reduction of the information asymmetry.===>Ta interakcija za rezultat može imati intenzivniju razmenu informacija sa stejkholderima, koja dovodi do smanjenja asimetričnosti informacija.)
MATCH@E:(This interaction can result into a more intensive exchange of information with the stakeholders, and consequently, into the reduction of the information asymmetry.===>Ta interakcija za rezultat može imati intenzivniju razmenu informacija sa stejkholderima, koja dovodi do smanjenja asimetričnosti informacija.)
MATCH@M:(The sustainable development strategy of the Republic of Serbia (2008) is implicitely based upon the CSR concepts and the socially responsible business.===>Strategija održivog razvoja Republike Srbije (2008.) bazira se implicitno na konceptima CSR-a i društveno odgovornog poslovanja.)
MATCH@E:(The sustainable development strategy of the Republic of Serbia (2008) is implicitely based upon the CSR concepts and the socially responsible business.===>Strategija održivog razvoja Republike Srbije (2008.) bazira se implicitno na konceptima CSR-a i društveno odgovornog poslovanja.)
MATCH@M:(This is by no means accidental, since the exhaustion of fossil fuels and the climate changes have become a global problem, therefore, all the segments of the global community connected via the Internet need to be activated.===>To nije nimalo slučajno jer su iscrpljivost fosilnih goriva i klimatske promene postale globalni problem, pa je stoga neophodna aktivacija svih segmenata globalne zajednice, koja je povezana Internetom.)
MATCH@E:(This is by no means accidental, since the exhaustion of fossil fuels and the climate changes have become a global problem, therefore, all the segments of the global community connected via the Internet need to be activated.===>To nije nimalo slučajno jer su iscrpljivost fosilnih goriva i klimatske promene postale globalni problem, pa je stoga neophodna aktivacija svih segmenata globalne zajednice, koja je povezana Internetom.)
MATCH@M:(The raising of awareness of the importance of energy efficiency, of the importance of a rational use of energy and energy sources, as well as a broader use of renewable energy sources via the information and communication technologies is one possible solution to the problem the global community encounters today.===>Unapređenje svesti o značaju energetske efikasnosti, značaju racionalnog korišćenja energije i energenata, kao i šireg korišcenja obnovljivih izvora energije putem informaciono komunikacionih tehnologija, jedno je od mogućih rešenja problema sa kojim se suočava današnja globalna zajednica.)
MATCH@E:(The raising of awareness of the importance of energy efficiency, of the importance of a rational use of energy and energy sources, as well as a broader use of renewable energy sources via the information and communication technologies is one possible solution to the problem the global community encounters today.===>Unapređenje svesti o značaju energetske efikasnosti, značaju racionalnog korišćenja energije i energenata, kao i šireg korišćenja obnovljivih izvora energije putem informaciono komunikacionih tehnologija, jedno je od mogućih rešenja problema sa kojim se suočava današnja globalna zajednica.)
MATCH@M:(In order that the value system underlying the social responsibility as part of the concept of sustainable development be implemented through socially responsible business in e-Government, it is necessary that all these concepts should be integrated into a unique e-Government development strategy, since the socially responsible electronic business is a source of a great potential of the information society.===>Da bi sistem vrednosti, sadržan u društvenoj odgovornosti kao de-lu koncepta održivog razvoja bio implementiran kroz društveno odgovorno poslovanje u e-Upravi, potrebno je da se svi ovi koncepti integrišu u jedinstvenu strategiju razvoja e-Uprave jer u društveno odgovornom elektronskom poslovanju leži veliki potencijal informacionog društva.)
MATCH@E:(In order that the value system underlying the social responsibility as part of the concept of sustainable development be implemented through socially responsible business in e-Government, it is necessary that all these concepts should be integrated into a unique e-Government development strategy, since the socially responsible electronic business is a source of a great potential of the information society.===>Da bi sistem vrednosti, sadržan u društvenoj odgovornosti kao delu koncepta održivog razvoja bio implementiran kroz društveno odgovorno poslovanje u e-Upravi, potrebno je da se svi ovi koncepti integrišu u jedinstvenu strategiju razvoja e-Uprave jer u društveno odgovornom elektronskom poslovanju leži veliki potencijal informacionog društva.)
MATCH@M:(Starting from the general criteria of the socially responsible electronic business, and taking into consideration the potentials of the impact of the socially responsible electronic business upon the information society, specific categories have been identified that the electronic business and the e-Government should satisfy.===>Polazeći od opštih kriterijuma društveno odgovornog elektronskog poslovanja, a uzimajući u obzir potencijale uticaja odgovornog elektronskog poslovanja na informaciono društvo izdvojene su specifične kategorije koje bi elektronsko poslovanje i e-Uprava trebalo da zadovolje.)
MATCH@E:(Starting from the general criteria of the socially responsible electronic business, and taking into consideration the potentials of the impact of the socially responsible electronic business upon the information society, specific categories have been identified that the electronic business and the e-Government should satisfy.===>Polazeći od opštih kriterijuma društveno odgovornog elektronskog poslovanja, a uzimajući u obzir potencijale uticaja odgovornog elektronskog poslovanja na informaciono društvo izdvojene su specifične kategorije koje bi elektronsko poslovanje i e-Uprava trebalo da zadovolje.)
MATCH@M:(The mutual interactions of the categories of socially responsible electronic business in e-Government are possible to class into seven new subcategories.===>Međusobne interakcije kategorija društveno odgovornog elektronskog poslovanja u e-Upravi moguče je svrstati u sedam novih podkategorija.)
MATCH@E:(The mutual interactions of the categories of socially responsible electronic business in eGovernment are possible to class into seven new subcategories (according to Wimmer, M., 2008:16) Š29Ë.===>Međusobne interakcije kategorija društveno odgovornog elektronskog poslovanja u e-Upravi moguće je svrstati u sedam novih podkategorija (prema Wimmer M., 2008:16)Š29Ë.)
MATCH@M:(The electronic business in the field of energy efficiency is the object of all the above listed interactions designed to raise awareness of the importance of energy efficiency issues.===>Elektronsko poslovanje u oblasti energetske efikasnosti predmet je svih navedenih interakcija.)
MATCH@E:(The electronic business in the field of energy efficiency is the object of all the above listed interactions designed to raise awareness of the importance of energy efficiency issues.===>Elektronsko poslovanje u oblasti energetske efikasnosti predmet je svih navedenih interakcija.)
MATCH@M:(Only an efficient interaction results in the citizens' e-participation as an institute of effective government.===>Unapređenje svesti o značaju Samo efikasna interakcija dovodi do e-participacije građana kao instituta dobre uprave.)
MATCH@E:(Only an efficient interaction results in the citizens' e-participation as an institute of effective government.===>Unapređenje svesti o značaju Samo efikasna interakcija dovodi do e-participacije građana kao instituta dobre uprave.)
MATCH@M:(The socially responsible electronic business is expected to bring a larger number of freedoms to the citizens, and requires a greater transparency and flexibility of the electronic public administration.===>Očekuje se da će društveno odgovorno elektronsko poslovanje doneti veći broj sloboda građanima, a zah-tevaće i veću transparentnost i fleksibilnost elektronske javne administracije.)
MATCH@E:(The socially responsible electronic business is expected to bring a larger number of freedoms to the citizens, and requires a greater transparency and flexibility of the electronic public administration.===>Očekuje se da će društveno odgovorno elektronsko poslovanje doneti veći broj sloboda građanima, a zahtevaće i veću transparentnost i fleksibilnost elektronske javne administracije. 5.)
MATCH@M:(In the first decade of the new millenium, many issues in the fields of economics, law, ethics, social welfare policy, environmental protection and relations between business and the community have become the subjects of scientific study.===>U prvoj dekadi novog milenij uma mnoga pitanja iz oblasti ekonomije, prava, etike, socijalne politike, zaštite životne sredine i pitanja odnosa između poslovanja i zajednice, postala su predmet naučnih istraživanja.)
MATCH@E:(5. ~~~ Prospects of csr concept implementation in electronic business In the first decade of the new millenium, many issues in the fields of economics, law, ethics, social welfare policy, environmental protection and relations between business and the community have become the subjects of scientific study.===>Pespektive primene csr koncepta u elektronskom poslovanju U prvoj dekadi novog milenijuma mnoga pitanja iz oblasti ekonomije, prava, etike, socijalne politike, zaštite životne sredine i pitanja odnosa između poslovanja i zajednice, postala su predmet naučnih istraživanja.)
MATCH@M:(The new economy is characterised by significant changes in business doing, but also in the social community.===>Novu ekonomiju karakterišu značajne promene u poslovanju, ali i društvenoj zajednici.)
MATCH@E:(The new economy is characterised by significant changes in business doing, but also in the social community.===>Novu ekonomiju karakterišu značajne promene u poslovanju, ali i društvenoj zajednici.)
MATCH@M:(The beginnings of the democratization of the society and of the ownership transformation in the economy have been in progress alongside the informatization of the society.===>Početak demokratizacije društva i vlasničke transformacije u privredi odvijao se paralelno sa informatizacijom društva.)
MATCH@E:(The beginnings of the democratization of the society and of the ownership transformation in the economy have been in progress alongside the informatization of the society.===>Početak demokratizacije društva i vlasničke transformacije u privredi odvijao se paralelno sa informatizacijom društva.)
MATCH@M:(Almost all the changes in the society are preconditioned by the implementation of innovative technologies that allow for the global connections and the sustainable development.===>Gotovo sve promene u društvu uslovljene su primenom inovativnih tehnologija koje omogućavaju globalno povezivanje i održivi razvoj.)
MATCH@E:(Almost all the changes in the society are preconditioned by the implementation of innovative technologies that allow for the global connections and the sustainable development.===>Gotovo sve promene u društvu uslovljene su primenom inovativnih tehnologija koje omogućavaju globalno povezivanje i održivi razvoj.)
MATCH@M:(The supreme legal act, the Constitution of the Republic of Serbia, introduced the institute of free access to information of public importance.===>Najviši pravni akt, Ustav Republike Srbije uveo je institut slobodnog pristupa informacijama od javnog značaja.)
MATCH@E:(The supreme legal act, the Constitution of the Republic of Serbia, introduced the institute of free access to information of public importance.===>Najviši pravni akt, Ustav Republike Srbije uveo je institut slobodnog pristupa informacijama od javnog značaja.)
MATCH@M:(The Act on free access to information of public importance (2004) acknowledged the citizens the right to be informed of facts of public importance.===>Zakonom o slobodnom pristupu informacijama od javnog značaja (2004) priznato je pravo građana na obaveštenost informacijama od javnog značaja.)
MATCH@E:(The Act on free access to information of public importance (2004) acknowledged the citizens the right to be informed of facts of public importance.===>Zakonom o slobodnom pristupu informacijama od javnog značaja (2004) priznato je pravo građana na obaveštenost informacijama od javnog značaja.)
MATCH@M:(This right led to the reduction in information asymmetry, which is further corroborated by the fact that in response to this Act, numerous state institutions became more responsible towards the citizens and their human rights.===>Ovo pravo dovelo do smanjenja asimetričnosti informacija, što potvrđuje i činjenica da su mnoge državne institucije zbog Zakona postale odgovornije prema građanima i njihovim ljudskim pravima.)
MATCH@E:(This right led to the reduction in information asymmetry, which is further corroborated by the fact that in response to this Act, numerous state institutions became more responsible towards the citizens and their human rights.===>Ovo pravo dovelo do smanjenja asimetričnosti informacija, što potvrđuje i činjenica da su mnoge državne institucije zbog Zakona postale odgovornije prema građanima i njihovim ljudskim pravima.)
MATCH@M:(It is for the first time that citizens have the opportunity to actively participate in the decision making process and to use their own initiative, in case the state is not in a position to help them, exercise their basic human rights through the institute of the Commissioner of Information of Public Importance and Personal Data Protection.===>Građani po prvi put imaju mogućnost da aktivno učestvuju u procesu odlučivanja i da samoinicijativno, kada država nije u stanju da im to omogući, putem instituta Poverenika za informacije od javnog značaja, ostvaruju svoja osnovna ljudskih prava.)
MATCH@E:(It is for the first time that citizens have the opportunity to actively participate in the decision making process and to use their own initiative, in case the state is not in a position to help them, exercise their basic human rights through the institute of the Commissioner of Information of Public Importance and Personal Data Protection.===>Građani po prvi put imaju mogućnost da aktivno učestvuju u procesu odlučivanja i da samoinicijativno, kada država nije u stanju da im to omogući, putem instituta Poverenika za informacije od javnog značaja, ostvaruju svoja osnovna ljudskih prava.)
MATCH@M:(The prospects of the development of socially responsible electronic business is in the first place in the improvement of the effectiveness and the efficiency of public on-line services towards the citizens.===>Perspektiva razvoja društveno odgovornog elektronskog poslovanja, pre svega, povećanja efikasnosti i efektivnosti javnih online servisa u odnosu na građane.)
MATCH@E:(The prospects of the development of socially responsible electronic business is in the first place in the improvement of the effectiveness and the efficiency of public on-line services towards the citizens.===>Perspektiva razvoja društveno odgovornog elektronskog poslovanja, pre svega, povećanja efikasnosti i efektivnosti jav nih online servisa u odnosu na građane.)
MATCH@M:(The side effects of this phenomenon are the decentralization of the public administration system and the deregulation process.===>Prateće pojave ovog fenomena jesu decentralizacija sistema državne uprave i proces deregulacije.)
MATCH@E:(The side effects of this phenomenon are the decentralization of the public administration system and the deregulation process.===>Prateće pojave ovog fenomena jesu decentralizacija sistema državne uprave i proces deregulacije.)
MATCH@M:(This threatens the state apparatus.===>Za birokratiju državnog aparata ovo predstavlja preteću pojavu.)
MATCH@E:(This threatens the state apparatus.===>Za birokratiju državnog aparata ovo predstavlja preteću pojavu.)
MATCH@M:(The objectivity, transparency and anti-discriminatory practices are the qualities provided by the information market, and should be the quality of the global Internet economy.===>Objektivnost, transparentnost i antidiskriminatorni stav su kvaliteti koje tržište informacija pruža, a što bi trebalo da odlikuje i globalnu Internet ekonomiju.)
MATCH@E:(The objectivity, transparency and anti-discriminatory practices are the qualities provided by the information market, and should be the quality of the global Internet economy.===>Objektivnost, transparentnost i antidiskriminatorni stav su kvaliteti koje tržište informacija pruža, a što bi trebalo da odlikuje i globalnu Internet ekonomiju.)
MATCH@M:(The information and communication technologies themselves, however, do not bring the spread, the productive implementation, the management and the access to information of public importance.===>Infor-macione i komunikacione tehnologije, međutim, same po sebi ne dovode do šire rasprostranjenosti, produktivnog korišćenja, upravljanja i pristupa informacijama od javnog značaja.)
MATCH@E:(The information and communication technologies themselves, however, do not bring the spread, the productive implementation, the management and the access to information of public importance.===>Informacione i komunikacione tehnologije, međutim, same po sebi ne dovode do šire rasprostranjenosti, produktivnog korišćenja, upravljanja i pristupa informacijama od javnog značaja.)
MATCH@M:(The ICT themselves do not bring a more democratic society, either.===>Same po sebi, IKT ne dovode ni do demokratičnijeg društva.)
MATCH@E:(The ICT themselves do not bring a more democratic society, either.===>Same po sebi, IKT ne dovode ni do demokratičnijeg društva.)
MATCH@M:(The manner in which the public use the information and communication technologies to access information, the motivation and the level of proactivity of a wider community drives the society nearer to this goal.===>Način na koji javnost koristi informaciono-komunikacione tehnologije da bi došla do informacija, motivisanost i stepen proaktiv-nosti šire javnosti približava društvo ovom cilju.)
MATCH@E:(The manner in which the public use the information and communication technologies to access information, the motivation and the level of proactivity of a wider community drives the society nearer to this goal.===>Način na koji javnost koristi informaciono-komunikacione tehnologije da bi došla do informacija, motivisanost i stepen proaktivnosti šire javnosti približava društvo ovom cilju.)
MATCH@M:(It is to be assumed that the liberalization in the field of communications, social and business networking as a result of a rapid development of the Internet will lead to the creation of the information society that will implement a socially responsible electronic business.===>Pretpostavka je da će liberalizacija u oblasti komunikacija, društvenog i poslovnog umrežavanja kao posledi-ca eksplozivnog razvoja Interneta, i dovesti do formiranja informacionog društva, koje će primenjivati društveno odgovorno elektronsko poslovanje.)
MATCH@E:(It is to be assumed that the liberalization in the field of communications, social and business networking as a result of a rapid development of the Internet will lead to the creation of the information society that will implement a socially responsible electronic business.===>Pretpostavka je da će liberalizacija u oblasti komunikacija, društvenog i poslovnog umrežavanja kao posledica eksplozivnog razvoja Interneta, i dovesti do formiranja informacionog društva, koje će primenjivati društveno odgovorno elektronsko poslovanje.)
MATCH@M:(Both changes are brought forth by the Internet, in that in Serbia a broader implementation of the Internet marked a complex period of transition, too.===>Obe promene su izazvane pojavom Interneta, s tim što je u Srbiji šira primena Interneta obeležila i složeni period tranzicije.)
MATCH@E:(Both changes are brought forth by the Internet, in that in Serbia a broader implementation of the Internet marked a complex period of transition, too.===>Obe promene su izazvane pojavom Interneta, s tim što je u Srbiji šira primena Interneta obeležila i složeni period tranzicije.)
MATCH@M:(All these crucial phenomena had their impact upon the present profile of the information society in Serbia.===>Sve ove krucijalne pojave uticale su na današnji profil informacionog društva u Srbi-ji.)
MATCH@E:(All these crucial phenomena had their impact upon the present profile of the information society in Serbia.===>Sve ove krucijalne pojave uticale su na današnji profil informacionog društva u Srbiji.)
MATCH@M:(The implementation of the information and communication technologies and the e-Government as part of public sphere, in the context of free access to information of public importance and the socially responsible electronic business, will certainly contribute to the development of e-democracy, but to the overall better life and a more satisfied citizen as well.===>Primena informaciono-komunikacionih tehnologija i e-Uprava kao deo javne sfere, u kontekstu slobodnog pristupa informacijama od javnog značaja i društveno odgovornog elektronskog poslovanja doprine-će razvoju e-demokratije, ali i sveukupno boljem životu i zadovoljnijem građaninu.)
MATCH@E:(The implementation of the information and communication technologies and the e-Government as part of public sphere, in the context of free access to information of public importance and the socially responsible electronic business, will certainly contribute to the development of edemocracy, but to the overall better life and a more satisfied citizen as well.===>Primena informaciono-komunikacionih tehnologija i e-Uprava kao deo javne sfere, u kontekstu slobodnog pristupa informacijama od javnog značaja i društveno odgovornog elektronskog poslovanja doprineće razvoju e-demokratije, ali i sveukupno boljem životu i zadovoljnijem građaninu.)
MATCH@M:(The sustainable development means an integral economic, technological, social and cultural development, adjusted to the needs of environmental protection and improvement.===>Održivi razvoj predstavlja integralni ekonomski, tehnološki, socijalni i kulturni razvoj, usklađen sa potrebama zaštite i unapređenja životne sredine.)
MATCH@E:(The sustainable development means an integral economic, technological, social and cultural development, adjusted to the needs of environmental protection and improvement.===>Održivi razvoj predstavlja integralni ekonomski, tehnološki, socijalni i kulturni razvoj, usklađen sa potrebama zaštite i unapređenja životne sredine.)
MATCH@M:(It allows for the present and future generations to satisfy their needs and improve the quality of their living.===>On omogućava sadašnjim i budućim generacijama zadovoljavanje njihovih potreba i poboljšanje kvaliteta života“.)
MATCH@E:(It allows for the present and future generations to satisfy their needs and improve the quality of their living (Wikipedia).===>On omogućava sadašnjim i budućim generacijama zadovoljavanje njihovih potreba i poboljšanje kvaliteta života (Wikipedia).)
MATCH@M:(The term sustainable development itself is linguistically somewhat inadequate and ambiguous.===>Sam termin održivi razvoj je jezički, donekle neadekvatan i neprecizan.)
MATCH@E:(The term sustainable development itself is linguistically somewhat inadequate and ambiguous.===>Sam termin održivi razvoj je jezički, donekle neadekvatan i neprecizan.)
MATCH@M:(The question is how it is possible to sustain something that is prone to constant change.===>Postavlja pitanje kako je moguće održavati nešto što je podložno stalnoj promeni.)
MATCH@E:(The question is how it is possible to sustain something that is prone to constant change.===>Postavlja pitanje kako je moguće održavati nešto što je podložno stalnoj promeni.)
MATCH@M:(The development means change, that is, growth, stagnation, or recession.===>Razvoj podrazumeva promenu, tj. rast, stagnaciju ili opadanje.)
MATCH@E:(The development means change, that is, growth, stagnation, or recession.===>Razvoj podrazumeva promenu, tj. rast, stagnaciju ili opadanje.)
MATCH@M:(The time we live in is dynamic.===>Vreme u kome živimo je dinamično.)
MATCH@E:(The time we live in is dynamic.===>Vreme u kome živimo je dinamično.)
MATCH@M:(In order that the stagnation and recession be prevented, it is necessary that a balance between the natural systems, natural resources and social and ecological challenges the society, the state and the manking in general are faced with be established.===>Da ne bi došlo do stagnacije i opadanja, potrebno je da se blagovremeno uspostavi balans između prirodnih sistema, prirodnih resursa i društvenih i ekoloških izazova koji se nalaze pred društvom, državom i ćovećanstvom kao celinom.)
MATCH@E:(In order that the stagnation and recession be prevented, it is necessary that a balance between the natural systems, natural resources and social and ecological challenges the society, the state and the manking in general are faced with be established.===>Da ne bi došlo do stagnacije i opadanja, potrebno je da se blagovremeno uspostavi balans između prirodnih sistema, prirodnih resursa i društvenih i ekolo ških izazova koji se nalaze pred društvom, državom i čovečanstvom kao celinom.)
MATCH@M:(Starting from 2005, Europe provides to its citizens the modern, on-line public services including the services of the government, the training, and the health care services.===>Od 2005.godine Evropa svojim građanima pruža moderan, online javni servis koji uključuje servise vlade, obuku i zdravstvene usluge.)
MATCH@E:(Starting from 2005, Europe provides to its citizens the modern, on-line public services including the services of the government, the training, and the health care services.===>Od 2005.godine Evropa svojim građanima pruža moderan, online javni servis koji uključuje servise vlade, obuku i zdravstvene usluge.)
MATCH@M:(The users have the access to the broadband Internet at rather competitive prices.===>Korisnici imaju pristup ši-roko-pojasnoj infrastrukturi Interneta i to po veoma konkurentnim cenama.)
MATCH@E:(The users have the access to the broadband Internet at rather competitive prices Š30Ë.===>Korisnici imaju pristup široko-pojasnoj infrastrukturi Interneta i to po veoma konkurentnim cenama Š30Ë.)
MATCH@M:(In its Communication to the European Parliament, the Council of Europe and the European Economic and Social Committe (COM 2005) the Commission of European Communities expressly states that Europe is the pillar of excellence in the field of corporate social responsibility and that the CSR role can be crucial in the sustainable development in raising the innovative European potential and competitiveness.===>Komisija Evropskih zajednica u svojoj Komunikaciji Evropskom Parlamentu, Evropskom Savetu i Evropskom ekonomskom i socijalnom komitetu (COM 2005) ističe da je Evropa - stub izuzetnosti u oblasti korporativne društvene odgovornosti i da CSR može da odigra ključnu ulogu u održivom razvoju podizanjem inovativnog evropskog potencijala i konkurentnosti.)
MATCH@E:(In its Communication to the European Parliament, the Council of Europe and the European Economic and Social Committe (COM 2005) the Commission of European Communities expressly states that Europe is the pillar of excellence in the field of corporate social responsibility and that the CSR role can be crucial in the sustainable development in raising the innovative European potential and competitiveness.===>Komisija Evropskih zajednica u svojoj Komunikaciji Evropskom Parlamentu, Evropskom Savetu i Evropskom ekonomskom i socijalnom komitetu (COM 2005) ističe da je Evropa - stub izuzetnosti u oblasti korporativne društvene odgovornosti i da CSR može da odigra ključnu ulogu u održivom razvoju podizanjem inovativnog evropskog potencijala i konkurentnosti.)
MATCH@M:(If the broadband Internet access is ensured and the techno-economic moment is met, with the achievement of a certain level of social cohesion, e-Government may well become the most highly developed form of socially responsible electronic business.===>Ukoliko je pristup širokopojasnom internetu obezbe-đen i tehno-ekonomski momenat zadovoljen, uz postizanje određenog stepena socijalne kohezije, e-Uprava može da postane najrazvijeniji oblik društveno odgovornog elektronskog poslovanja.)
MATCH@E:(If the broadband Internet access is ensured and the techno-economic moment is met, with the achievement of a certain level of social cohesion, e-Government may well become the most highly developed form of socially responsible electronic business.===>Ukoliko je pristup širokopojasnom internetu obezbeđen i tehno-ekonomski momenat zadovoljen, uz postizanje određenog stepena socijalne kohezije, e-Uprava može da postane najrazvijeniji oblik društveno odgovornog elektronskog poslovanja.)
MATCH@M:(Having in mind the right to the free access to information of public importance, the information as a means and the information as a goal, the e-Government is a social space and a public sphere for generating, storing and using information of public importance, using information and communication technologies.===>Polazeći od prava na slobodan pristup informacijama od javnog značaja, informacije kao sredstva i informacije kao cilja e-Uprava je socijalni prostor i javna sfera za generisanje, čuvanje i korišćenje informacija od javnog značaja primenom informaciono-komunikacionih tehnologija.)
MATCH@E:(Having in mind the right to the free access to information of public importance, the information as a means and the information as a goal, the e-Government is a social space and a public sphere for generating, storing and using information of public importance, using information and communication technologies.===>Polazeći od prava na slobodan pristup informacijama od javnog značaja, informacije kao sredstva i informacije kao cilja e-Uprava je socijalni prostor i javna sfera za generisanje, čuvanje i korišćenje informacija od javnog značaja primenom informaciono-komunikacionih tehnologija.)
MATCH@M:(It fosters the citizens' e-participation and strives to improve the efficiency, performance, and transparency of the state administration activities.===>Ona podstiče e-participaciju građana i ima za cilj poboljšanje efikasnosti, produktivnosti i transparentnosti rada državne uprave.)
MATCH@E:(It fosters the citizens' e-participation and strives to improve the efficiency, performance, and transparency of the state administration activities.===>Ona podstiče e-participaciju građana i ima za cilj poboljšanje efikasnosti, produktivnosti i transparentnosti rada državne uprave.)
MATCH@M:(The state government collects, processes and offers the information provided in the course of its work, and besides, it generates information necessary in the work and in its decision making process.===>Državna uprava prikuplja, obrađuje i daje na korišće-nje one informacije koje nastaju u toku njenog rada, a pored toga, generiše informacije koje su neophodne za rad i proces njenog odlučivanja.)
MATCH@E:(The state government collects, processes and offers the information provided in the course of its work, and besides, it generates information necessary in the work and in its decision making process.===>Državna uprava prikuplja, obrađuje i daje na korišćenje one informacije koje nastaju u toku njenog rada, a pored toga, generiše informacije koje su neophodne za rad i proces njenog odlučivanja.)
MATCH@M:(This information becomes ever more important if used by those it is meant for.===>Ove informacije postaju značajne ukoliko ih koriste oni, kojima su iste namenjene.)
MATCH@E:(This information becomes ever more important if used by those it is meant for.===>Ove informacije postaju značajne ukoliko ih koriste oni, kojima su iste namenjene.)
MATCH@M:(The success of e-Government depends upon the proactivity of the citizens as latent decision makers.===>Uspeh e-Uprave zavisi od proaktiv-nosti građana kao latentnih donosilaca odluka.)
MATCH@E:(The success of e-Government depends upon the proactivity of the citizens as latent decision makers.===>Uspeh e-Uprave zavisi od proaktivnosti građana kao latentnih donosilaca odluka.)
MATCH@M:(The conclusion of the Communication (COM 2006) of the i2010 e-Government Action Plan on fostering the e-Government in Europe says that an effective and innovative public administration is of crucial importance for a global competitiveness of Europe.===>U zaključku Komunikacije (COM 2006) Akcionog plana i2010 za pospešivanje e-Uprave u Evropi, kaže se da je efektivna i inovativna javna administracija ključna za globalnu konkurentnost Evrope.)
MATCH@E:(The conclusion of the Communication (COM 2006) of the i2010 e-Government Action Plan on fostering the eGovernment in Europe says that an effective and innovative public administration is of crucial importance for a global competitiveness of Europe.===>U zaključku Komunikacije (COM 2006) Akcionog plana i2010 za pospešivanje e-Uprave u Evropi, kaže se da je efektivna i inovativna javna administracija ključna za globalnu konkurentnost Evrope.)
MATCH@M:(E-Government is regarded as a key to open the potentials of information and knowledge in the public sector.===>E-Uprava se smatra ključem kojim se otvaraju potencijali informacija i znanja koji leže u javnom sektoru.)
MATCH@E:(E-Government is regarded as a key to open the potentials of information and knowledge in the public sector.===>E-Uprava se smatra ključem kojim se otvaraju potencijali informacija i znanja koji leže u javnom sektoru.)
MATCH@M:(The socially responsible electronic business is possible to be most broadly understood as a response of organizations and institutions to the concept of sustainable development, but also as the response of e-Government to the demands of sustainable development.===>Društveno odgovorno elektronsko poslovanje je moguće najšire posmatrati kao odgovor organizacija i institucija na koncept održivog razvoja, ali i odgovor e-Uprave na potrebe održivog razvoja.)
MATCH@E:(The socially responsible electronic business is possible to be most broadly understood as a response of organizations and institutions to the concept of sustainable development, but also as the response of e-Government to the demands of sustainable development.===>Društveno odgovorno elektronsko poslovanje je moguće najšire posmatrati kao odgovor organizacija i institucija na koncept održivog razvoja, ali i odgovor e-Uprave na potrebe održivog razvoja.)
MATCH@M:(If the prefix e- marked a new channel of communication via digital technologies, a specific framework would be established that would exceed the meaning of the notion of the socially responsible business to translate it into the concept of corporate social integrations.===>Ako bi se prefiksom e- odredio novi kanal komunikacije putem digitalnih tehnologija, time bi se uspostavio specifičan okvir koji prevazilazi značenje pojma društveno odgovornog poslovanja i prevodi ga u koncept korporativne društvene integracije.)
MATCH@E:(If the prefix e- marked a new channel of communication via digital technologies, a specific framework would be established that would exceed the meaning of the notion of the socially responsible business to translate it into the concept of corporate social integrations. ~~~ REFERENCE Š1Ë Pickton, D. i Broderick, A. (2005)===>Ako bi se prefiksom e- odredio novi kanal komunikacije putem digitalnih tehnologija, time bi se uspostavio specifičan okvir koji prevazilazi značenje pojma društveno odgovornog poslovanja i prevodi ga u koncept korporativne društvene integracije.)
MATCH@M:(Special attention is paid to defining a quality system of management accounting of a business bank from an experienced professional’s point of view, starting with the specifics of management and decision-making in a business bank, whose basic goal is defining the elements of a system of efficient and effective management accounting.===>Posebna pažnja je posvećena definisanju kvalitetnog sistema upravljačkog računovodstva poslovne banke iz ugla iskusnog profesionalca, polazećii od specifičnosti upravljanja i odlučivanja u poslovnoj banci, čiji je krajnji cilj definisanje elemenata sistema efikasnog i efektivnog upravljačkog računovodstva.)
MATCH@E:(Special attention is paid to defining a quality system of management accounting of a business bank from an experienced professionals point of view, starting with the specifics of management and decision-making in a business bank, whose basic goal is defining the elements of a system of efficient and effective management accounting.===>Posebna pažnja je posvećena definisanju kvalitetnog sistema upravljačkog računovodstva poslovne banke iz ugla iskusnog profesionalca, polazećii od specifičnosti upravljanja i odlučivanja u poslovnoj banci, čiji je krajnji cilj definisanje elemenata sistema efikasnog i efektivnog upravljačkog računovodstva.)
MATCH@M:(It defines the three basic segments of management accounting of a business bank: the Segment of strategic management; the Segment of performances; the Segment of risks management, where for each of the mentioned segments it defines their look, contents and time dynamics of information it is supposed to contain, as well as the level of management structure of the bank requiring the report.===>Definisana su tri osnovna segmenta upravljačkog računovodstva poslovne banke: Segment strateškog upravljanja; Segment upravljanja performansama; i Segment upravljanja rizicima, pri čemu je su svaki od navedenih segmenata definisani izgled, sadržaj i vremenska dinamika inforamcija koje treba da sadrže, kao i nivo menadžerske strukture banke kojoj je taj izveštaj potreban.)
MATCH@E:(It defines the three basic segments of management accounting of a business bank: the Segment of strategic management; the Segment of performances; the Segment of risks management, where for each of the mentioned segments it defines their look, contents and time dynamics of information it is supposed to contain, as well as the level of management structure of the bank requiring the report.===>Definisana su tri osnovna segmenta upravljačkog računovodstva poslovne banke: ~~~ Segment strateškog upravljanja; Segment upravljanja performansama; i Segment upravljanja rizicima, pri čemu je su svaki od navedenih segmenata definisani izgled, sadržaj i vremenska dinamika inforamcija koje treba da sadrže, kao i nivo menadžerske strukture banke kojoj je taj izveštaj potreban.)
MATCH@M:(It also specifies the purposes of the report, i.e. the types of decisions based on specific reports.===>Isto tako precizirane su i namene izveštaja, tj. vrste odluka koje se baziraju na pojedinim izveštajima.)
MATCH@E:(It also specifies the purposes of the report, i.e. the types of decisions based on specific reports. ~~~ 1.===>Isto tako precizirane su i namene izveštaja, tj. vrste odluka koje se baziraju na pojedinim izveštajima. 1.)
MATCH@M:(Banking today is a business undergoing a continual process of change.===>U današnje vreme, bankarstvo je delatnost u stalnom procesu promena.)
MATCH@E:(Introduction Banking today is a business undergoing a continual process of change.===>Uvod U današnje vreme, bankarstvo je delatnost u stalnom procesu promena.)
MATCH@M:(It cannot be perceived as something special, it is rather something that keeps getting newer and newer every day - it offers new services, performs integration and consolidation into larger and more comprehensive business enterprises that are no longer to be recognized only as banking business operations. It also adopts new technologies that change faster than a majority of us is capable of tracking and is faced with a large number of rules that keep changing, while an increasing number of nations collaborate for the purpose of regulating and controlling banks and other financial institutions in the service of their citizens.===>Za bankarstvo se ne može reci da je nešto posebno, već pre nešto, što stalno postaje nešto novo - nudi nove usluge, vrši spajanja i konsolidaciju u mnogo veće i sveobuhvatnije poslove koje više nije lako prpoznati samo kao bankarske, usvoja nove tehnologije, koje se menjaju brže nego što većina nas može da prati i suočava se sa nizom pravila koja se menjaju, dok sve više i više nacija saradjuje sa ciljem da se regulišu i kontrolišu banke i druge finansijske insit-tucije koje služe svojim gradjanima.)
MATCH@E:(It cannot be perceived as something special, it is rather something that keeps getting newer and newer every day it offers new services, performs integration and consolidation into larger and more comprehensive business enterprises that are no longer to be recognized only as banking business operations. ~~~ It also adopts new technologies that change faster than a majority of us is capable of tracking and is faced with a large number of rules that keep changing, while an increasing number of nations collaborate for the purpose of regulating and controlling banks and other financial institutions in the service of their citizens.===>Za bankarstvo se ne može reći da je nešto posebno, već pre nešto, što stalno postaje nešto novo nudi nove usluge, vrši spajanja i konsolidaciju u mnogo veće i sveobuhvatnije poslove koje više nije lako prpoznati samo kao bankarske, usvoja nove tehnologije, koje se menjaju brže nego što većina nas može da prati i suočava se sa nizom pravila koja se menjaju, dok sve više i više nacija saradjuje sa ciljem da se regulišu i kontrolišu banke i druge finansijske insittucije koje služe svojim gradjanima.)
MATCH@M:(It is for these reasons that managing the bank, and especially business decision making, has become highly complicated.===>Iz svih ovih razloga upravljanje bankom, a naročito donošenje poslovnih odluka, postalo je veoma komplikovano.)
MATCH@E:(It is for these reasons that managing the bank, and especially business decision making, has become highly complicated.===>Iz svih ovih razloga upravljanje bankom, a naročito donošenje poslovnih odluka, postalo je veoma komplikovano.)
MATCH@M:(It is also important that the PIS should not be exhausted in providing information that describe only the past and the present of certain business movements and conditions.===>Rezultat ovih zahte-va jeste i neopodnost da PIS ne može i ne sme da se iscrpljuje u obezbedjivanju informacija koje osvetlja-vaju samo prošlost i sadašnjost odrejdenih poslovnih kretanja i stanja.)
MATCH@E:(It is also important that the PIS should not be exhausted in providing information that describe only the past and the present of certain business movements and conditions.===>Rezultat ovih zahteva jeste i neopodnost da PIS ne može i ne sme da se iscrpljuje u obezbedjivanju informacija koje osvetljavaju samo prošlost i sadašnjost odrejdenih poslovnih kretanja i stanja.)
MATCH@M:(On the contrary, since the business activities of any organization are oriented towards the future, towards achieving future development goals, the purpose of the PIS is to increasingly support the future business decision making and the future business policies.===>Naprotiv, pošto je poslovanje svake organizacije okrenuto budućnosti, ostvarivanju budućih razvojnih ciljeva, to i PIS treba u što većoj meri da predstavlja podršku budućem poslovnom odlučivanju i budućoj poslovnoj politici.)
MATCH@E:(On the contrary, since the business activities of any organization are oriented towards the future, towards achieving future development goals, the purpose of the PIS is to increasingly support the future business decision making and the future business policies.===>Naprotiv, pošto je poslovanje svake organizacije okrenuto budućnosti, ostvarivanju budućih razvojnih ciljeva, to i PIS treba u što većoj meri da predstavlja podršku budućem poslovnom odlučivanju i budućoj poslovnoj politici.)
MATCH@M:(This actually means that it has to disseminate programme information, plan information, information on prospective limiting factors, on prospective positive factors, as well as information on possible corrective factors.===>To praktično znači da on mora da emituje: programske informacije, planske informacije, informacije o potencijalnim limitiraj ućim faktorima, o potencijalnim pozitivnim faktorima, kao i informacije o mogućim korektivnim faktorima.)
MATCH@E:(This actually means that it has to disseminate programme information on information, plan information, prospective limiting factors, on prospective positive factors, as well as information on possible corrective factors.===>To praktično znači da on mora da emituje: programske informacije, planske informacije, informacije o potencijalnim limitirajućim faktorima, o potencijalnim pozitivnim faktorima, kao i informacije o mogućim korektivnim faktorima.)
MATCH@M:(The result of such management requirements is the emergence of the management accounting segment in organizations, banks included.===>Kao rezultat ovih zahteva menadžmenta, nastao je segment upravljačkog računovodstva u organizacijama, pa i u bankama.)
MATCH@E:(The result of such management requirements is the emergence of the management accounting segment in organizations, banks included.===>Kao rezultat ovih zahteva menadžmenta, nastao je segment upravljačkog računovodstva u organizacijama, pa i u bankama. 2.)
MATCH@M:(In the conditions of highly dynamic changes in the business environment the top management level in any business entity encounters important and increasing challenges in the business goals achieving process.===>U uslovima vrlo dinamičnih promena poslovnog okruženja, najviši upravljački nivo u bilo kom poslovnom entitetu suočen je sa značajnim i rastućim izazovima u procesu ostvarivanja definisanih poslovnih ciljeva.)
MATCH@E:(2. ~~~ The management process and the management accounting and reporting system In the conditions of highly dynamic changes in the business environment the top management level in any business entity encounters important and increasing challenges in the business goals achieving process.===>Proces upravljanja i sistem upravljačkog računovodstva i izveštajvanja U uslovima vrlo dinamičnih promena poslovnog okruženja, najviši upravljački nivo u bilo kom poslovnom entitetu suočen je sa značajnim i rastućim izazovima u procesu ostvarivanja definisanih poslovnih ciljeva.)
MATCH@M:(The top managers make decisions and initiate activities that cover a rather wide range of operations - from organizing daily operations, to defining and implementing a longterm development strategy.===>Top menadžeri donose odluke i iniciraju aktivnosti koje pokrivaju vrlo širok opseg delovanja - od organi-zovanja dnevnih operativnih aktivnosti, pa do defini-sanja i sprovođenja dugoročne razvojne strategije.)
MATCH@E:(The top managers make decisions and initiate activities that cover a rather wide range of operations from organizing daily operations, to defining and implementing a longterm development strategy.===>Top menadžeri donose odluke i iniciraju aktivnosti koje pokrivaju vrlo širok opseg delovanja od organizovanja dnevnih operativnih aktivnosti, pa do definisanja i sprovođenja dugoročne razvojne strategije.)
MATCH@M:(The precondition of a successful organizational performance is the presence of an adequate management accounting and reporting system that provides timely and accurate information necessary for managerial decision making.===>Preduslov uspešnog funkcionisanja organizacije, jeste, postojanje adekvatnog sistema upravljačkog računovodstva i izveštavanja, koji obezbeđuje pravovremene i tačne informacije neophodne za donošenje menadžerskih odluka.)
MATCH@E:(The precondition of a successful organizational performance is the presence of an adequate management accounting and reporting system that provides timely and accurate information necessary for managerial decision making.===>Preduslov uspešnog funkcionisanja organizacije, jeste, postojanje adekvatnog sistema upravljačkog računovodstva i izveštavanja, koji obezbeđuje pravovremene i tačne informacije neophodne za donošenje menadžerskih odluka.)
MATCH@M:(In this context, every business subject must define and develop a system of management accounting and reporting which will allow for the identification, measurement, analysis and correct interpretation of information and data in order that all projected organizational goals should be achieved.===>U tom kontekstu, svaki poslovni subjekat mora da definiše i razvije sistem upravljačkog računovodstva i izveštavanja koji će omogućiti identifikovanje, merenje, analizu i tačnu interpretaciju informacija i podataka kako bi se omogućilo ostvarivanje svih projektovanih ciljeva organizacije.)
MATCH@E:(In this context, every business subject must define and develop a system of management accounting and reporting which will allow for the identification, measurement, analysis and correct interpretation of information and data in order that all projected organizational goals should be achieved.===>U tom kontekstu, svaki poslovni subjekat mora da definiše i razvije sistem upravljačkog računovodstva i izveštavanja koji će omogućiti identifikovanje, merenje, analizu i tačnu interpretaciju informacija i podataka kako bi se omogućilo ostvarivanje svih projektovanih ciljeva organizacije.)
MATCH@M:(Consequently, the business bank, as a complex organizational form must have a well developed, reliable, and efficient management accounting and reporting system.===>Posle-dično, i poslovna banka, kao kompleksna organizaciona forma, mora da ima razvijen, pouzdan i efikasan sistem upravljačkog računovodstva i izveštavanja.)
MATCH@E:(Consequently, the business bank, as a complex organizational form must have a well developed, reliable, and efficient management accounting and reporting system.===>Posledično, i poslovna banka, kao kompleksna organizaciona forma, mora da ima razvijen, pouzdan i efikasan sistem upravljačkog računovodstva i izveštavanja.)
MATCH@M:(It is evident that the process of successful management means the existence of a strong correlation link between the system that “generates“ managerial information and the decision making system.===>Evidentno je i da proces uspešnog upravljanja podrazu-meva postojanje vrlo jake korelacione veze između sistema koji “proizvodi” upravljačke informacije i sistema odlučivanja.)
MATCH@E:(It is evident that the process of successful management means the existence of a strong correlation link between the system that generates managerial information and the decision making system.===>Evidentno je i da proces uspešnog upravljanja podrazumeva postojanje vrlo jake korelacione veze između sistema koji proizvodi upravljačke informacije i sistema odlučivanja.)
MATCH@M:(Namely, the precondition for correct managerial decisions making is the establishing of clear, direct and timely information flows towards the top management, as well as towards the middle level and lower level managements.===>Naime, preduslov za donošenje ispravnih upravljačkih odluka, kao i generalno adekvatnog sistema upravljačkog odlučivanja, jeste uspostavljanje jasnih, direktnih i pravovremenih tokova informacija ka top menadžerima, kao i srednjem i nižem nivou menadžmenta.)
MATCH@E:(Namely, the precondition for correct managerial decisions making is the establish ing of clear, direct and timely information flows towards the top management, as well as towards the middle level and lower level managements.===>Naime, preduslov za donošenje ispravnih upravljačkih odluka, kao i generalno adekvatnog sistema upravljačkog odlučivanja, jeste uspostavljanje jasnih, direktnih i pravovremenih tokova informacija ka top menadžerima, kao i srednjem i nižem nivou menadžmenta.)
MATCH@M:(A rather dynamic development of market environment, the increasing complexity of the structure of the products and services delivered to the clients, the pressure of regulatory restrictions etc., set additional barriers and challenges in the business bank management process.===>Vrlo dinamičan razvoj tržišnog okruženja, rastuća kompleksnost strukture proizvoda i usluga koje se pružaju klijentima, pritisak regulator-nih ograničenja i slično, postavljaju dodatne prepreke i izazove u procesu upravljanja poslovnom bankom.)
MATCH@E:(A rather dynamic development of market environment, the increasing complexity of the structure of the products and services delivered to the clients, the pressure of regulatory restrictions etc., set additional barriers and challenges in the business bank management process.===>Vrlo dinamičan razvoj tržišnog okruženja, rastuća kompleksnost strukture proizvoda i usluga koje se pružaju klijentima, pritisak regulatornih ograničenja i slično, postavljaju dodatne prepre ke i izazove u procesu upravljanja poslovnom bankom.)
MATCH@M:(The characteristics of the environment the banks do business in put the banks into a specific position where a highly sophisticated managerial information is needed in order that the defined business goals should be achieved.===>Karakteristike ambijenta u kome banke posluju, stavljaju banke u specifičnu poziciju gde je za uspešnu relizaciju definisanih poslovnih ciljeva potreban i veći nivo sofisticiranosti menadžerskih informacija.)
MATCH@E:(The characteristics of the environment the banks do business in put the banks into a specific position where a highly sophisticated managerial information is needed in order that the defined business goals should be achieved.===>Upravo iz tih razloga, u praksi se vrlo često sistem upravljačkog računovodstva i izveštavanja proširuje na oblasti: ~~~ Strateškog upravljanja (strategic management), gde je akcenat na proizvodnji informacija i podataka koji su neophodni za donošenje strateških (dugoročnih) odluka.)
BAD_LINE_=============================================================
BAD_LINE_M:The characteristics of the environment the banks do business in put the banks into a specific position where a highly sophisticated managerial information is needed in order that the defined business goals should be achieved.
BAD_LINE_M:Karakteristike ambijenta u kome banke posluju, stavljaju banke u specifičnu poziciju gde je za uspešnu relizaciju definisanih poslovnih ciljeva potreban i veći nivo sofisticiranosti menadžerskih informacija.
BAD_LINE_E:The characteristics of the environment the banks do business in put the banks into a specific position where a highly sophisticated managerial information is needed in order that the defined business goals should be achieved.
BAD_LINE_E:Upravo iz tih razloga, u praksi se vrlo često sistem upravljačkog računovodstva i izveštavanja proširuje na oblasti: ~~~ Strateškog upravljanja (strategic management), gde je akcenat na proizvodnji informacija i podataka koji su neophodni za donošenje strateških (dugoročnih) odluka.
MATCH@M:(The management accounting and reporting system established on such bases also assumes a new role and importance of the individuals responsible for creating such reports.===>Na ovim osnovama postavljen sistem upravljačkog računovodstva i izveštavanja pretpostavlja i novu ulogu i značaj lica koja su odgovorna za kreiranje ovih izveštaja.)
MATCH@E:(The management accounting and reporting system established on such bases also assumes a new role and importance of the individuals responsible for creating such reports.===>Na ovim osnovama postavljen sistem upravljačkog računovodstva i izveštavanja pretpostavlja i novu ulogu i značaj lica koja su odgovorna za kreiranje ovih izveštaja.)
MATCH@M:(According to one definition, the person in charge of accounting reports management (the management accountant) “implements his/her professional knowledge and skills to provide and present financial and other reports in such a manner as to give an adequate support to the top management both in policy formulating and in the process of planning and controlling the business operations under way“.===>Prema jednoj od definicija, odgovorno lice za upravljanje računovodstvenim izveštajima (management accountant) “primenjuje svoje profesionalno znanje i veštine u pripremi i prezentaciji finansijskih i drugih izveštaja na način kojim se pruža adekvatna podrška najvišem nivou rukovodstva pri formulisanju politika kao i u procesu planiranja i kontrole sprove-denih poslovnih operacija”.)
MATCH@E:(According to one definition, the person in charge of accounting reports management (the management accountant) implements his/her professional knowledge and skills to provide and present financial and other reports in such a manner as to give an adequate support to the top management both in policy formulating and in the process of planning and controlling the business operations under way.===>Prema jednoj od definicija, odgovorno lice za upravljanje računovodstvenim izveštajima (management accountant) primenjuje svoje profesionalno znanje i veštine u pripremi i prezentaciji finansijskih i drugih izveštaja na način kojim se pruža adekvatna podrška najvišem nivou rukovodstva pri formulisanju politika kao i u procesu planiranja i kontrole sprovedenih poslovnih operacija.)
MATCH@M:(Based on this definition, it is evident that their activities are oriented towards the future and the decision making that will affect the bank’s business operations in the period to come, rather than towards the bookkeeping and historical tracking of the generated accounting data.===>Bazirano na ovoj definiciji, evidento je da su njihove aktivnosti više okrenute ka budućnosti i donošenju odluka koje će uticati na poslovanje banke u narednom periodu, nego na knjigovodstveno evidentiranje i istorijsko praćenje nasta-lih računovodstvenih podataka.)
MATCH@E:(Based on this definition, it is evident that their activities are oriented towards the future and the decision making that will affect the banks business operations in the period to come, rather than towards the bookkeeping and historical tracking of the generated accounting data.===>Bazirano na ovoj definiciji, evidento je da su njihove aktivnosti više okrenute ka budućnosti i donošenju odluka koje će uticati na poslovanje banke u narednom periodu, nego na knjigovodstveno evidentiranje i istorijsko praćenje nastalih računovodstvenih podataka.)
MATCH@M:(On one hand, they ensure the information flow towards business functions, whereas on the other, they direct, report and coordinate the operation of the financial (accounting) function.===>Na jednoj strani, ona obezbeđuju tok informacija ka biznis funkcijama, dok na drugoj, usmeravaju, izveštavaju i koordiniraju rad finansijske (računovodstvene) funkcije.)
MATCH@E:(On one hand, they ensure the information flow towards business functions, whereas on the other, they direct, report and coordinate the operation of the financial (accounting) function.===>Na jednoj strani, ona obezbeđuju tok informacija ka biznis funkcijama, dok na drugoj, usmeravaju, izveštavaju i koordiniraju rad finansijske (računovodstvene) funkcije.)
MATCH@M:(Generally, their activities are related to the planning and forecasting the movements of basic business indicators movements, to the analysis of the variants of the results achieved, to cost control and tracking, etc.===>Generalno, njihove aktivnosti odnose se na planiranje i prognozu kretanja osnovnih poslovnih indikatora, analizu varijansi ostvarenih rezultata, praćenje i kontrolu troškova i drugo.)
MATCH@E:(Generally, their activities are related to the planning and forecasting the movements of basic business indicators movements, to the analysis of the variants of the results achieved, to cost control and tracking, etc.===>Generalno, njihove aktivnosti odnose se na planiranje i prognozu kretanja osnovnih poslovnih indikatora, analizu varijansi ostvarenih rezultata, praćenje i kontrolu troškova i drugo.)
MATCH@M:(In practice, the functions of management and financial accounting and reporting systems usually merge.===>U praksi, vrlo često dolazi do potpunog poistovećivanja funkcije menadžerskog i finansijskog računovodstva i izveštavanja.)
MATCH@E:(In practice, the functions of management and financial accounting and reporting systems usually merge.===>U praksi, vrlo često dolazi do potpunog poistovećivanja funkcije menadžerskog i finansijskog računovodstva i izveštavanja.)
MATCH@M:(The essential difference is that the main purpose of management accounting is to supply the top management with adequate information required in the management and decision making processes, while the task of the financial accounting and reporting is primarily to provide and offer financial information to the stakeholders outside the organization (shareholders, creditors, regulatory agencies, tax authorities, etc.).===>Suštinska razlika se odnosi na činjenicu da je osnovna svrha ili cilj upravljačkog računovodstva da top menadžmentu pruži adekvatne informacije neophodne za proces upravljanja i odlučivanja, dok je svrha finansijskog računovodstva i izveštavanja prevashodno da obezbedi i pruži finansijske informacije zaintere-sovanim stranama van organizacije (akcionarima, kreditorima, regulatornim agencijama, poreskim organima i slučno).)
MATCH@E:(The essential difference is that the main purpose of management accounting is to supply the top management with adequate information required in the management and decision making processes, while the task of the financial accounting and reporting is primarily to provide and offer financial information to the stakeholders outside the organization (shareholders, creditors, regulatory agencies, tax authorities, etc.).===>Suštinska razlika se odnosi na činjenicu da je osnovna svrha ili cilj upravljačkog računovodstva da top menadžmentu pruži adekvatne informacije neophodne za proces upravljanja i odlučivanja, dok je svrha finansijskog računovodstva i izveštavanja prevashodno da obezbedi i pruži finansijske informacije zainteresovanim stranama van organizacije (akcionarima, kreditorima, regulatornim agencijama, poreskim organima i slučno).)
MATCH@M:(Essentially, financial accounting is part of management accounting and reporting.===>Suštinski, finansijsko računovodstvo predstavlja deo upravljačkog računovodstva i iz-veštavanja.)
MATCH@E:(Essentially, financial accounting is part of management accounting and reporting.===>Suštinski, finansijsko računovodstvo predstavlja deo upravljačkog računovodstva i izveštavanja.)
MATCH@M:(Namely, the reports made within management accounting may be generated for any period (daily, weekly, monthly, etc.) and are primarily used for monitoring the results achieved and for future movements forecasting (the so-called “future looking“).===>Naime, izveštaji koji se sastavljaju u sklopu upravljačkog računovodstva se mogu generisati za bilo koji period (dnevni, nedeljni, mesečni i drugo) i prevashodno služe za praćenje ostvarenih rezultata i prognozu budućih kretanja (tzv. “future looking").)
MATCH@E:(Namely, the reports made within management accounting may be generated for any period (daily, weekly, monthly, etc.) and are primarily used for monitoring the results achieved and for future movements forecasting (the so-called future looking).===>Naime, izveštaji koji se sastavljaju u sklopu upravljačkog računovodstva se mogu generisati za bilo koji period (dnevni, nedeljni, mesečni i drugo) i prevashodno služe za praćenje ostvarenih rezultata i prognozu budućih kretanja (tzv. future looking).)
MATCH@M:(On the other hand, financial reports are usually generated for a strictly defined period of time (for example, one fiscal year).===>Na drugoj strani, finansijski izveštaji se obično sastavljaju za tačno određen period vremena (na primer jedna fiskalna godina).)
MATCH@E:(On the other hand, financial reports are usually generated for a strictly defined period of time (for example, one fiscal year).===>Na drugoj strani, finansijski izveštaji se obično sastavljaju za tačno određen period vremena (na primer jedna fiskalna godina).)
MATCH@M:(Financial reports are based on historical data and are used by the individuals outside the bank in order that they should make adequate financial decisions.===>Finansijski izveštaji se baziraju na istorijskim podacima i treba da posluže licima van banke da donesu odgovarajuće finansijske odluke.)
MATCH@E:(Financial reports are based on historical data and are used by the individuals outside the bank in order that they should make adequate financial decisions.===>Finansijski izveštaji se baziraju na istorijskim podacima i treba da posluže licima van banke da donesu odgovarajuće finansijske odluke. 3.)
MATCH@M:(The very design, structure and complexity of the management accounting and reporting system, the number of participants in the system, and the number of generated reports/analyses are directly preconditioned by the size and complexity of the bank itself (or any other organization, for that matter).===>Sam dizajn, struktura i složenost sistema upravljačkog računovodstva i izveštavanja, odnosno broj učesnika u sistemu, kao i broj generisanih izveštaja/analiza direktno je uslovljen veličinom i kompleksnošću same banke (ili bilo koje druge organizacije).)
MATCH@E:(3. ~~~ Elements of management accounting and reporting system in the business bank The very design, structure and complexity of the management accounting and reporting system, the number of participants in the system, and the number of generated reports/analyses are directly preconditioned by the size and complexity of the bank itself (or any other organization, for that matter).===>Elementi sistema upravljačkog računovod stva i izveštavanja u poslovnoj banci Sam dizajn, struktura i složenost sistema upravljačkog računovodstva i izveštavanja, odnosno broj učesnika u sistemu, kao i broj generisanih izveštaja/analiza direktno je uslovljen veličinom i kompleksnošću same banke (ili bilo koje druge organizacije).)
MATCH@M:(More complex and larger business systems are in themselves assumed to have a more highly developed structure of management accounting and reporting characterised by both a larger number of forms of reports and the (hierar-chal) lines of reporting.===>Složeniji i veći poslovni sistemi sami po sebi pretpostavljaju i razvijeniju strukturu upravljačkog računovodstva i izveštavanja koju karakteriše veći broj formi izveštaja kao i (hijerarhijskih) linija izveštavanja.)
MATCH@E:(More complex and larger business systems are in themselves assumed to have a more highly developed structure of management accounting and reporting characterised by both a larger number of forms of reports and the (hierarchal) lines of reporting (Figure 1).===>Složeniji i veći poslovni sistemi sami po sebi pretpostavljaju i razvijeniju strukturu upravljačkog računovodstva i izveštavanja koju karakteriše veći broj formi izveštaja kao i (hijerarhijskih) linija izveštavanja (Slika 1).)
MATCH@M:(The general categorization of reports assumes grouping the reports/information into segments of strategic management, the segment of the operative, or performance management as well as the risk management segment.===>Osnovna kategorizacija izveštaja podrazumeva grupi-sanje izveštaja/informacija na segmente strateškog upravljanja, segment operativnog, odnosno upravljanja prema performansama kao i segment upravljanja rizicima.)
MATCH@E:(The general categorization of reports assumes grouping the reports/information into segments of strategic management, the segment of the operative, or performance management as well as the risk management segment (Figure 2).===>Osnovna kategorizacija izveštaja podrazumeva grupisanje izveštaja/informacija na segmente strateškog upravljanja, segment operativnog, odnosno upravljanja prema performansama kao i segment upravljanja rizicima (slika 2).)
MATCH@M:(This classification is only conditional, given that the contents of the segments are interrelated and interconditioned, however, it is essentially based on the difference among the end users, the thoroughness of contents and the provision rates.===>Iako je ova podela samo uslovna, budući da postoji međuzavisnost i uslovljenost njihovih sadržaja, u suštini ona sa bazira na razlici u krajnjim korisnicima, deteljnosti sadržaja kao i frekvenciji proizvodnje.)
MATCH@E:(This classification is only conditional, given that the contents of the segments are interrelated and interconditioned, however, it is essentially based on the difference among the end users, the thoroughness of contents and the provision rates.===>Iako je ova podela samo uslovna, budući da postoji međuzavisnost i uslovljenost njihovih sadržaja, u suštini ona sa bazira na razlici u krajnjim korisnicima, deteljnosti sadržaja kao i frekvenciji proizvodnje.)
MATCH@M:(The entire flow, from creating to communicating/pre-senting the documents classed withing this category is connected to the strategic management and decision making.===>Celokupan tok, od izrade do komuniciranja/prezento-vanja dokumenata koji se svrstavaju u okviru ove ka-teogorije, vezuje se za proces strate[kog upravljanja i odlu~ivanja.)
MATCH@E:(The strategic management segment The entire flow, from creating to communicating/presenting the documents classed withing this category is connected to the strategic management and decision making.===>Segment strateškog upravljanja Celokupan tok, od izrade do komuniciranja/prezentovanja dokumenata koji se svrstavaju u okviru ove kateogorije, vezuje se za proces strateškog upravljanja i odlučivanja.)
MATCH@M:(Involved in the creation process are all the basic and subsidiary bank functions (with the coordination of the planning and reporting functions), whereas the created documents are exclusively meant for the top management level.===>U procesu izrade u~estvuju sve osnovne i pomo]ne funkcije banke (uz koordinaciju funkcije planiranja i izve[tavanja), dok su nastala dokumenta isklju~ivo namenjena najvi[em upravlja~kom nivou.)
MATCH@E:(Involved in the creation process are all the basic and subsidiary bank functions (with the coordination of the planning and reporting functions), whereas the created documents are exclusively meant for the top management level.===>U procesu izrade učestvuju sve osnovne i pomoćne funkcije banke (uz koordinaciju funkcije planiranja i izveštavanja), dok su nastala dokumenta isključivo namenjena najvišem upravljačkom nivou.)
MATCH@M:(Simultaneously, as the strategic development of the bank is directly related to the parent bank developmental plans, in the procedure of generating these documents there is a direct interaction between the subsidiary bank and the parent group.===>Istovremeno, kako je strate[ki razvoj banke direktno vezan za planove razvoja mati~ne banke, tokom samog postupka izrade ovih dokumenata postoji direktna interakcija izme|u subsidijarne banke i mati~ne grupacije.)
MATCH@E:(Simultaneously, as the strategic development of the bank is directly related to the parent bank developmental plans, in the procedure of generating these documents there is a direct interaction between the subsidiary bank and the parent group (Figure 3).===>Istovremeno, kako je strateški razvoj banke direktno vezan za planove razvoja matične banke, tokom samog postupka izrade ovih dokumenata postoji direktna interakcija između subsidijarne banke i matične grupacije (Slika 3).)
MATCH@M:(Strategic planning is a process of the development strategy defining as well as the decision making process as regards the available resources allocation, in order that the adopted strategy should be implemented.===>Strateško planiranje predstavlja proces definisanja strategije razvoja kao i proces donošenja odluka vezano za alokaciju raspoloživih resursa kako bi se omogućilo sprovođenje izabrane strategije.)
MATCH@E:(Strategic planning is a process of the development strategy defining as well as the decision making process as regards the available resources allocation, in order that the adopted strategy should be implemented.===>Strateško planiranje predstavlja proces definisanja strategije razvoja kao i proces donošenja odluka vezano za alokaciju raspoloživih resursa kako bi se omogućilo sprovođenje izabrane strategije.)
MATCH@M:(In a sense, strategic planning defines the direction the organization should follow.===>U izvesnom smislu, strateško planiranje definiše pravac u kome treba da se kreće organizacija.)
MATCH@E:(In a sense, strategic planning defines the direction the organization should follow.===>U izvesnom smislu, strateško planiranje definiše pravac u kome treba da se kreće organizacija.)
MATCH@M:(It is of essential importance for any organization that it define answers to three strategic questions: where the company is now, which is the direction it should follow, and which are the ways to accomplish it.===>Za svaku organizaciju od suštinsko značaja je da se definišu odgovori na tri strateška pitanja: gde se kompanija trenutno nalazi, u kom pravcu treba da ide, i kako će se to ostvariti.)
MATCH@E:(It is of essential importance for any organization that it define answers to three strategic questions: where the company is now, which is the direction it should follow, and which are the ways to accomplish it.===>Za svaku organizaciju od suštinsko značaja je da se definišu odgovori na tri strateška pitanja: gde se kompanija trenutno nalazi, u kom pravcu treba da ide, i kako će se to ostvariti.)
MATCH@M:(The document that is to contain the answers to these questions is the strategic plan.===>Dokument koji, uslovno rečeno, treba da da odgovore na ova pitanja jeste strateški plan.)
MATCH@E:(The document that is to contain the answers to these questions is the strategic plan.===>Dokument koji, uslovno rečeno, treba da da odgovore na ova pitanja jeste strateški plan.)
MATCH@M:(The strategic plan usually covers a period of three years.===>Strateški plan se obično odnosi na period od tri godine.)
MATCH@E:(The strategic plan usually covers a period of three years.===>Strateški plan se obično odnosi na period od tri godine.)
MATCH@M:(On the basis of the strategic plan the so-called operational plan is devised; this covers a shorter period of time (most often a year) and is more detailed to a considerable extent.===>Na bazi strateškog plana, izvodi se tzv. operativni plan koji se odnosi na kraći vremenski period (najčešće godinu dana) i koji sadrži veći nivo detaljnosti.)
MATCH@E:(On the basis of the strategic plan the so-called operational plan is devised; this covers a shorter period of time (most often a year) and is more detailed to a considerable extent.===>)
BAD_LINE_=============================================================
BAD_LINE_M:On the basis of the strategic plan the so-called operational plan is devised; this covers a shorter period of time (most often a year) and is more detailed to a considerable extent.
BAD_LINE_M:Na bazi strateškog plana, izvodi se tzv. operativni plan koji se odnosi na kraći vremenski period (najčešće godinu dana) i koji sadrži veći nivo detaljnosti.
BAD_LINE_E:On the basis of the strategic plan the so-called operational plan is devised; this covers a shorter period of time (most often a year) and is more detailed to a considerable extent.
BAD_LINE_E:
MATCH@M:(In the previous period, the budget preparation used to be a regulatory obligation, where the banks attempted to estimate their costs and income in the following year.===>U ranijem periodu, priprema budžeta je predstavljala regulator-nu obavezu, pri čemu su banke nastojale da procene svoje troškove i prihode u narednoj godini.)
MATCH@E:(In the previous period, the budget preparation used to be a regulatory obligation, where the banks attempted to estimate their costs and income in the following year.===>U ranijem periodu, priprema budžeta je predstavljala regulatornu obavezu, pri čemu su banke nastojale da procene svoje troškove i prihode u narednoj godini.)
MATCH@M:(Such an approach was promptly changed, as the market environment became considerably more dynamic, better organized and more competitive.===>Ovakav pristup se brzo izmenio budući da je tržišno okruženje postalo značajno dinamičnije, bolje organizovano i konkurentnije.)
MATCH@E:(Such an approach was promptly changed, as the market environment became considerably more dynamic, better organized and more competitive.===>Ovakav pristup se brzo izmenio budući da je tržišno okruženje postalo značajno dinamičnije, bolje organizovano i konkurentnije.)
MATCH@M:(Accordingly, in order that they succeed, banks have to constantly improve their capabilities of correctly predicting the future busines operations, as well as of correctly estimating the required resources.===>Samim tim, da bi bile uspešne, banke moraju konstantno da unapređuju svoju sposobnost za tačno predviđanje budućeg poslovanja, kao i za precizno procenjivanje potrebnih resursa.)
MATCH@E:(Accordingly, in order that they succeed, banks have to constantly improve their capabilities of correctly predicting the future busines operations, as well as of correctly estimating the required resources.===>Samim tim, da bi bile uspešne, banke moraju konstantno da unapređuju svoju sposobnost za tačno predviđanje budućeg poslovanja, kao i za precizno procenjivanje potrebnih resursa.)
MATCH@M:(In other words, in order to remain profitable, banks can no longer afford any discrepancies between the anticipated income and the anticipated costs.===>Drugim re-čima, da bi održale svoju profitabilnost, banke više ne mogu sebi da priušte da imaju bilo kakvo nepodudaranje između anticipiranih prihoda i troškova.)
MATCH@E:(In other words, in order to remain profitable, banks can no longer afford any discrepancies between the anticipated income and the anticipated costs.===>Drugim rečima, da bi održale svoju profitabilnost, banke više ne mogu sebi da priušte da imaju bilo kakvo nepodudaranje između anticipiranih prihoda i troškova.)
MATCH@M:(Consequently, the tools implemented in the process itself (the reporting system, in the first place) have become more integrated and more detailed, alongside the growing importance of the budgeting process.===>Posledično, zajedno sa rastom značaja procesa budžetiranja, i instrumenti koji se koriste u samom procesu (pre svega sistem izveštavanja) su postali više integri-sani i sa većom detaljnošću.)
MATCH@E:(Consequently, the tools implemented in the process itself (the reporting system, in the first place) have become more integrated and more detailed, alongside the growing importance of the budgeting process.===>Posledično, zajedno sa rastom značaja procesa budžetiranja, i instrumenti koji se koriste u samom procesu (pre svega sistem izveštavanja) su postali više integrisani i sa većom detaljnošću.)
MATCH@M:(The quality of being more detailed, however, does not assume a situation in which the the reports containing a large scope of information are submitted to the top management.===>Međutim, veći nivo detaljnosti ne pretpostavlja situaciju u kojoj se top menadž-mentu prezentuju izveštaji koji sadrže veliki obim informacija.)
MATCH@E:(The quality of being more detailed, however, does not assume a situation in which the the reports containing a large scope of information are submitted to the top management.===>Međutim, veći nivo detaljnosti ne pretpostavlja situaciju u kojoj se top menadžmentu prezentuju izveštaji koji sadrže veliki obim informacija.)
MATCH@M:(A more detailed reporting is required from the business functions/segments that generate larger costs and incomes for the bank.===>Veći nivo detalja se traži kod poslovnih funkcija/segmenata koji generišu veće troškove i prihode za banku.)
MATCH@E:(A more detailed reporting is required from the business functions/segments that generate larger costs and incomes for the bank.===>Veći nivo detalja se traži kod poslovnih funkcija/segmenata koji generišu veće troškove i prihode za banku.)
MATCH@M:(It is for this reason that the key indicators for performance measuring have lately been introduced into the reporting process.===>Upravo iz tog razloga, u novije vreme se u proces izveštavanja uvode ključni indikatori za merenje učinka.)
MATCH@E:(It is for this reason that the key indicators for performance measuring (key performance indicators KPIs, Figure 4) have lately been introduced into the reporting process.===>Upravo iz tog razloga, u novije vreme se u proces izveštavanja uvode ključni indikatori za merenje učinka (engl. KPIs key performance indicators; Slika 4).)
MATCH@M:(The primary goal is to give support to the management in order that it should be constantly focused upon the basic generators of income growth and costs in the bank.===>Osnovni cilj je da se pruži podrška me-nadžmentu kako bi konstantno bio fokusiran na osnovne generatore rasta prihoda i troškova banke.)
MATCH@E:(The primary goal is to give support to the management in order that it should be constantly focused upon the basic generators of income growth and costs in the bank.===>Osnovni cilj je da se pruži podrška menadžmentu kako bi konstantno bio fokusiran na osnovne generatore rasta prihoda i troškova banke.)
MATCH@M:(Regardless of the reporting model adopted, it is general practice that a majority of business banks today budget all their balance sheet accounts at various levels of detail.===>Bez obzira na izabrani model izveštavanja, uobičajena je praksa da danas većina poslovnih banaka budžetira sva svoja konta bilansa uspeha uz različit nivo detalj nosti.)
MATCH@E:(Figure 4: Review of key performance indicators6 Regardless of the reporting model adopted, it is general practice that a majority of business banks today budget all their balance sheet accounts at various levels of detail.===>Bez obzira na izabrani model izveštavanja, uobičajena je praksa da danas većina poslovnih banaka budže Slika 4: ~~~ Pregled ključnih indikatora preformansi6 tira sva svoja konta bilansa uspeha uz različit nivo detaljnosti.)
MATCH@M:(The concept is such that the top management is now presented basic data, so that it should be able to focus more upon the most important business indicators.===>Koncept je takav da se sada top menadž-mentu prezentuju osnovni podaci, kako bi on mogao da se više fokusira na najvažnije poslovne indikatore.)
MATCH@E:(The concept is such that the top management is now presented basic data, so that it should be able to focus more upon the most important business indicators.===>Koncept je takav da se sada top menadžmentu prezentuju osnovni podaci, kako bi on mogao da se više fokusira na najvažnije poslovne indikatore.)
MATCH@M:(If necessary, the details underlying the aggregate data are given at request.===>Ukoliko je potrebno, na upit, dostavljaju se detalji koji stoje iza agregatnih podataka.)
MATCH@E:(If necessary, the details underlying the aggregate data are given at request.===>Ukoliko je potrebno, na upit, dostavljaju se detalji koji stoje iza agregatnih podataka.)
MATCH@M:(In this way, the top management level in the bank is in a position to pay more attention to the analysis of the key indicators and take adequate steps.===>Na ovaj način, najviši upravljački nivo u banci u poziciji je da može da posveti više vremena analizi najvažnijih pokazatelja i da preduzme odgovarajuće akcije.)
MATCH@E:(In this way, the top management level in the bank is in a position to pay more attention to the analysis of the key indicators and take adequate steps.===>Na ovaj način, najviši upravljački nivo u banci u poziciji je da može da posveti više vremena analizi najvažnijih pokazatelja i da preduzme odgovarajuće akcije.)
MATCH@M:(Simultaneously, it is of utmost importance for the management that all the presented data be accurate and clearly formulated, so that the risk of wrong management decision making should be minimized.===>Istovremeno, za top menadžment je od suštinske važnosti da svi pre-zentovani podaci budu tačni i jasno formulisani, kako bi se minimizirao rizik donošenja pogrešnih upravljačkih odluka.)
MATCH@E:(Simultaneously, it is of ut most importance for the management that all the presented data be accurate and clearly formulated, so that the risk of wrong management decision making should be minimized.===>Istovremeno, za top menadžment je od suštinske važnosti da svi pre zentovani podaci budu tačni i jasno formulisani, kako bi se minimizirao rizik donošenja pogrešnih upravljačkih odluka.)
MATCH@M:(When the bank does business within a financial group, the strategic plan creating process is initiated by the parent bank and it is carried out through a sequence of interactions.===>U situaciji kada banka posluje u okviru finansijske grupacije, proces kreiranja strateškog plana inicira matična banka i on se odvija kroz nekoliko interakcija.)
MATCH@E:(Strategic and operative plan When the bank does business within a financial group, the strategic plan creating process is initiated by the parent bank and it is carried out through a sequence of interactions (Figure 5).===>Strateški i operativni plan U situaciji kada banka posluje u okviru finansijske grupacije, proces kreiranja strateškog plana inicira matična banka i on se odvija kroz nekoliko interakcija (Slika 5). ~~~ Slika 5:)
MATCH@M:(The strategic plan is essentially a formalized report containing a set of business objectives to be achieved, as well as the execution plan.===>Strateški plan, u suštini, predstavlja formalizovan iz-veštaj koji sadrži set poslovnih ciljeva koji treba da se ostvare, kao i plan za njihovu realizaciju.)
MATCH@E:(The strategic plan is essentially a formalized report containing a set of business objectives to be achieved, as well as the execution plan.===>Strateški plan, u suštini, predstavlja formalizovan izveštaj koji sadrži set poslovnih ciljeva koji treba da se ostvare, kao i plan za njihovu realizaciju.)
MATCH@M:(The strategic plan may be focused upon internal and external users.===>Strateški plan može biti fokusiran na interne i eksterne korisnike.)
MATCH@E:(The strategic plan may be focused upon internal and external users.===>Strateški plan može biti fokusiran na interne i eksterne korisnike.)
MATCH@M:(Externally oriented strategic plans are predominantly oriented towards the goals important for all the so-called external stakeholders, above all the (prospective) investors and clients.===>Eksterno orijentisani strateški planovi dominantno su usmereni na ciljeve koji su značajni svim tzv. spoljnim stejkholderima, pre svega (potencijalnim) investitorima i klijentima.)
MATCH@E:(Externally oriented strategic plans are predominantly oriented towards the goals important for all the so-called external stakeholders, above all the (prospective) investors and clients.===>Eksterno orijentisani strateški planovi dominantno su usmereni na ciljeve koji su značajni svim tzv. spoljnim stejkholderima, pre svega (potencijalnim) investitorima i klijentima.)
MATCH@M:(On the other hand, internally oriented strategic plans include the so-called meta-goals, the achievement of which assumes the achievement of the so-called external goals.===>Na drugoj strani, interno orijentisani strateški planovi sadrže tzv. među-ciljeve, čije ispunjenje pretpostavlja ostvarenje tzv. eksternih ciljeva.)
MATCH@E:(On the other hand, internally oriented strategic plans include the so-called meta-goals, the achievement of which assumes the achievement of the so-called external goals.===>Na drugoj strani, interno orijentisani strateški planovi sadrže tzv. međuciljeve, čije ispunjenje pretpostavlja ostvarenje tzv. eksternih ciljeva.)
MATCH@M:(To this category belong the new product and service development, the IT systems development, financial and organizational restructuring, etc. the strategic plan format itself depends on the context of its implementation.===>U ovu kategoriju ciljeva spadaju razvoj novih proizvoda i sluga, razvoj IT sistema, fi-nansijsko i organizaciono restrukturiranje i drugo. Sam format strateškog plana zavisi od konteksta njegove upotrebe.)
MATCH@E:(To this category belong the new product and service development, the IT systems development, financial and organizational restructuring, etc. the strategic plan format itself depends on the context of its implementation.===>U ovu kategoriju ciljeva spadaju razvoj novih proizvoda i sluga, razvoj IT sistema, finansijsko i organizaciono restrukturiranje i drugo. ~~~ Sam format strateškog plana zavisi od konteksta njegove upotrebe.)
MATCH@M:(The qualitative part contains the macroeconomic scenario analyses, the SWOT analysis, the company’s mission, the strategic guidelines as well as the action plan to ensure that the the plans defined are achieved.===>Kvalitativni deo sadrži analize makroekonomskog scenarija, SWOT analizu, misiju kompanije, strateške smernice kao i akcioni plan koji treba da omogući ostvarenje defini-sanih planova.)
MATCH@E:(The qualitative part contains the macroeconomic scenario analyses, the SWOT analysis, the companys mission, the strategic guidelines as well as the action plan to ensure that the the plans defined are achieved (Figure 6).===>Kvalitativni deo sadrži analize makroekonomskog scenarija, SWOT analizu, misiju kompanije, strateške smernice kao i akcioni plan koji treba da omogući ostvarenje definisanih planova (Slika 6). ~~~ Slika 6:)
MATCH@M:(The quantitative part consists of financial projections of the balance sheet and income statement positions, as well as of the projections of a set of selected financial reports.===>Kvantitativni deo obuhvata finansijske projekcije pozicija bilansa stanja i bilansa uspeha, kao i projekcije seta odabranih finansijskih izveštaja.)
MATCH@E:(Abstract from action plan Action plan The quantitative part consists of financial projections of the balance sheet and income statement positions, as well as of the projections of a set of selected financial reports (Figure 7).===>Preciznije,u okviru kvantitativnog dela sadržane su višegodišnje (najčešće trogodišnje) projekcije:)
BAD_LINE_=============================================================
BAD_LINE_M:The quantitative part consists of financial projections of the balance sheet and income statement positions, as well as of the projections of a set of selected financial reports.
BAD_LINE_M:Kvantitativni deo obuhvata finansijske projekcije pozicija bilansa stanja i bilansa uspeha, kao i projekcije seta odabranih finansijskih izveštaja.
BAD_LINE_E:Abstract from action plan Action plan The quantitative part consists of financial projections of the balance sheet and income statement positions, as well as of the projections of a set of selected financial reports (Figure 7).
BAD_LINE_E:Preciznije,u okviru kvantitativnog dela sadržane su višegodišnje (najčešće trogodišnje) projekcije:
MATCH@M:(In case the projections show that it is necessary that more capital be raised, possible modalities of equity investment/rise of capital adequacy indicators can be listed.===>U slučaju da projekcije ukazuju da je potrebno povećanje kapitala, u ovom delu se mogu navesti mogući modaliteti za dokapitalizciju/povećanje pokazatelja adekvatnosti kapitala.)
MATCH@E:(In case the projections show that it is necessary that more capital be raised, possible modalities of equity investment/rise of capital adequacy indicators can be listed. ~~~ 6.===>U slučaju da projekcije ukazuju da je potrebno povećanje kapitala, u ovom delu se mogu navesti mogući modaliteti za dokapitalizciju/povećanje pokazatelja adekvatnosti kapitala. 6.)
MATCH@M:(Contrary to many other business operations, the banking business operations require not only the technical knowledge but also the expertise, and not one or the other.===>Nasuprot mnogim drugim poslovima, poslovi u bankarstvu zahtevaju pored tehničkog znanja i stručnost, a ne samo jedno ili drugo.)
MATCH@E:(Conclusion Contrary to many other business operations, the banking business operations require not only the technical knowledge but also the expertise, and not one or the other.===>Zaključak Nasuprot mnogim drugim poslovima, poslovi u bankarstvu zahtevaju pored tehničkog znanja i stručnost, a ne samo jedno ili drugo.)
MATCH@M:(People gain confidence in the bank they do business with and rely on its honesty, reliability and stability.===>Ljudi stiču poverenje u banku sa kojom posluju i oslanjaju se na njeno poštenje, pouzdanost i stabilnost.)
MATCH@E:(People gain confidence in the bank they do business with and rely on its honesty, reliability and stability.===>Ljudi stiču poverenje u banku sa kojom posluju i oslanjaju se na njeno poštenje, pouzdanost i stabilnost.)
MATCH@M:(The managers providing banking services never stop learning, since their job requires that they get and show new knowledge daily, and the clients and owners expect the manager to be “beyond average“, regardless of how fast the environment changes.===>Menadžeri koji se bave pružanjem bankarskih usluga nikada ne prestaju sa učenjem, pošto njihova delat-nost svakog dana zahteva nešto novo, a klijenti i vlasnici od menadera očekuju da budu „iznad proseka“, bez obzira kako se okruženje brzo menjalo.)
MATCH@E:(The managers providing banking services never stop learning, since their job requires that they get and show new knowledge daily, and the clients and owners expect the manager to be beyond average, regardless of how fast the environment changes.===>Menadžeri koji se bave pružanjem bankarskih usluga nikada ne prestaju sa učenjem, pošto njihova delatnost svakog dana zahteva nešto novo, a klijenti i vlasnici od menadera očekuju da budu iznad proseka, bez obzira kako se okruženje brzo menjalo.)
MATCH@M:(It is obvious that the globalization processes pervading the world economy have brought significant changes into the banking business.===>Očigledno je da su procesi globalizacije koji su zahvatili svetsku ekonomiju doneli značajne promene u bankarstvu.)
MATCH@E:(It is obvious that the globalization processes pervading the world economy have brought significant changes into the banking business.===>Očigledno je da su procesi globalizacije koji su zahvatili svetsku ekonomiju doneli značajne promene u bankarstvu.)
MATCH@M:(Banks have grown to be more and more similar to financial supermarkets offering a comprehensive service, from classic business operations, to investment banking, to insurance, to transactions with securities.===>Banke sve više liče na finansijske supermarke-te u kojima se nudi kompletna usluga, od klasičnih poslova, preko investicionog bankarstva, osiguranja, do trgovine harijama od vrednosti.)
MATCH@E:(Banks have grown to be more and more similar to financial supermarkets offering a comprehensive service, from classic business operations, to investment banking, to insurance, to transactions with securities.===>Banke sve više liče na finansijske supermarkete u kojima se nudi kompletna usluga, od klasičnih poslova, preko investicionog bankarstva, osiguranja, do trgovine harijama od vrednosti.)
MATCH@M:(Besides, new jobs and new technological solutions make it a necessity for the banks to adapt continually, search for new models and tools.===>Osim toga novi poslovi i nove tehnološka rešenja uslovljavaju banke da se stalno prilagodjavaju, pronalaze nove modele, instrumente.)
MATCH@E:(Besides, new jobs and new technological solutions make it a necessity for the banks to adapt continually, search for new models and tools.===>Osim toga novi poslovi i nove tehnološka rešenja uslovljavaju banke da se stalno prilagodjavaju, pronalaze nove modele, instrumente.)
MATCH@M:(In order to perform this new role of the bank in a complex environment, the bank, among other things, has to have a well developed management accounting and reporting system as a significant decision making support.===>Za tu novu ulogu banke u kompleksnom okruženju menadžment banke mora imati pored ostalog i i razvijen sistem upravljačkog računovodstva kao značajnu podršku za odlučivanje.)
MATCH@E:(In order to perform this new role of the bank in a complex environment, the bank, among other things, has to have a well developed management accounting and reporting system as a significant decision making support.===>Za tu novu ulogu banke u kompleksnom okruženju menadžment banke mora imati pored ostalog i i razvijen sistem upravljačkog računovodstva kao značajnu podršku za odlučivanje.)
MATCH@M:(This research provides an overview of strategic management.===>Istraživanje predstavlja prikaz strateškog menad'menta.)
MATCH@E:(This research provides an overview of strategic management.===>Istraživanje predstavlja prikaz strateškog menadžmenta.)
MATCH@M:(A practical understanding of the strategic-management process is introduced.===>Uvodi se kategorija shvatanja procesa strateškog upravljanja u praksi.)
MATCH@E:(A practical understanding of the strategic-management process is introduced.===>Uvodi se kategorija shvatanja procesa strateškog upravljanja u praksi.)
MATCH@M:(In addition, the research initiates discussion of the mission and goals of the strategic management in the Date industry.===>Pored toga, ovo istraživanje pokreće raspravu o misiji i ciljevima strateškog upravljanja u Industriji urmi.)
MATCH@E:(In addition, the research initiates discussion of the mission and goals of the strategic management in the Date industry.===>Pored toga, ovo istraživanje pokreće raspravu o misiji i ciljevima strateškog upravljanja u Industriji urmi.)
MATCH@M:(Strengths, Weaknesses, Opportunities and Threats, the SWOT analysis will be undertaken and strategies will be proposed that should keep the management going with success.===>Snage, slabosti, prilike i pretnje (strengths, waeknesses, opportunities, and threats) - sprovešćemo SWOT analizu i predložiti strategije koje će pomoći menadžmentu da posluje s uspehom.)
MATCH@E:(Strengths, Weaknesses, Opportunities and Threats, the SWOT analysis will be undertaken and strategies will be proposed that should keep the management going with success.===>Snage, slabosti, prilike i pretnje (strengths, waeknesses, opportunities, and threats) sprovešćemo SWOT analizu i predložiti strategije koje će pomoći menadžmentu da posluje s uspehom.)
MATCH@M:(In this paper the basic activities and terms in strategic management are defined.===>U ovom radu definišemo osnovne strategije i termine u oblasti strateškog upravljanja.)
MATCH@E:(In this paper the basic activities and terms in strategic management are defined.===>U ovom radu definišemo osnovne strategije i termine u oblasti strateškog upravljanja.)
MATCH@M:(The benefits of strategic management to the company are presented.===>Predstavljamo koristi koje kompanija može da ima od strateškog upravljanja.)
MATCH@E:(The benefits of strategic management to the company are presented.===>Predstavljamo koristi koje kompanija može da ima od strateškog upravljanja.)
MATCH@M:(Important relationships between business and strategic management are discussed.===>Takođe raspravljamo o značajnim odnosima između fir-mi/poslovanja i strateškog menad'menta.)
MATCH@E:(Important relationships between business and strategic management are discussed.===>Takođe raspravljamo o značajnim odnosima između firmi/poslovanja i strateškog menadžmenta.)
MATCH@M:(The research initiates the discussion on the issues such as: global considerations, and the strategic implications of the natural environment.===>Ovo istraživanje pokreće raspravu o pitanjima kao što su globalna razmišljanja i strategijske implikacije prirodnog okruženja.)
MATCH@E:(The research initiates the discussion on the issues such as: global considerations, and the strategic implications of the natural environment.===>Ovo istraživanje pokreće raspravu o pitanjima kao što su globalna razmišljanja i strategijske implikacije prirodnog okruženja.)
MATCH@M:(The research findings show that the new role of the management in implementing effective strategy(s), is through the integration and provison the guidelines for other employees in the company.===>Zaključci ovog istraživanja pokazuju da je nova uloga menadžmenta u uspostavljanju efektivne strategije u inte-grisanju i usmeravanju zaposlenih u kompaniji.)
MATCH@E:(The research findings show that the new role of the management in implementing effective strategy(s), is through the integration and provison the guidelines for other employees in the company.===>Zaključci ovog istraživanja pokazuju da je nova uloga menadžmenta u uspostavljanju efektivne strategije u integrisanju i usmeravanju zaposlenih u kompaniji.)
MATCH@M:(These roles must become the thought leaders in their discipline and actively pursued across all the departments and among employees.===>Ove uloge moraju postati vodeće ideje, mišljenja u svojoj disciplini i moraju se aktivno sprovoditi u svim sektorima i među svim zaposlenima.)
MATCH@E:(These roles must become the thought leaders in their discipline and actively pursued across all the departments and among employees.===>Ove uloge moraju postati vodeće ideje, mišljenja u svojoj disciplini i moraju se aktivno sprovoditi u svim sektorima i među svim zaposlenima.)
MATCH@M:(There is a need for training programs for the employees in order that the customer services, satisfaction and communication with customers should be improved and achieved effectively and efficiently.===>Postoji i potreba za programima obuke za zaposlene koja bi imala za cilj da unapredi usluge potrošačima, zadovoljstvo i komunikaciju sa potrošačima i da to postigne na efektivan i efikasan način. 1.	Uvod)
MATCH@E:(There is a need for training programs for the employees in order that the customer services, satisfaction and communication with customers should be improved and achieved effectively and efficiently. ~~~ 1.===>Postoji i potreba za programima obuke za zaposlene koja bi imala za cilj da unapredi usluge potrošačima, zadovoljstvo i komunikaciju sa potrošačima i da to postigne na efektivan i efikasan način. 1.)
MATCH@M:(1.	Introduction In its broadest sense, strategy is the means by which an individual or and organization achieve their objectives.===>U najširem smislu, strategija znaci sredstvo koje pojedinac ili organizacija koriste da bi postigli svoje ciljeve.)
MATCH@E:(Introduction In its broadest sense, strategy is the means by which an individual or and organization achieve their objectives.===>Uvod U najširem smislu, strategija znači sredstvo koje pojedinac ili organizacija koriste da bi postigli svoje ciljeve.)
MATCH@M:(This definition refers to the plans, policies, and principles that guide and unify a number of specific activities.===>Ova definicija se odnosi na planove, politike i principe koji vode i ujedinjuju određeni broj specifičnih delatnosti.)
MATCH@E:(This definition refers to the plans, policies, and principles that guide and unify a number of specific activities (Smith, 2005).===>Ova definicija se odnosi na planove, politike i principe koji vode i ujedinjuju određeni broj specifičnih delatnosti (Smith, 2005).)
MATCH@M:(Common to the different definitions of business strategy is the notion that strategy is focused on achieving certain goals, that the critical actions that make up a strategy involve allocation of resources, and that strategy implies some consistency, integration, or cohesiveness.===>Za sve definicije poslovne strategije zajedničko je da se strategija usredsređuje na postizanje određenih posebnih ciljeva, da kritična aktivnost kojom se stvara strategija obuhvata respore-đivanje resursa, a ta strategija oper implicira određenu konzistentnost, integraciju ili koheziju.)
MATCH@E:(Common to the different definitions of business strategy is the notion that strategy is focused on achieving certain goals, that the critical actions that make up a strategy involve allocation of resources, and that strategy implies some consistency, integration, or cohesiveness (Harris and Blair, 2006).===>Za sve definicije poslovne strategije zajedničko je da se strategija usredsređuje na postizanje određenih posebnih ciljeva, da kritična aktivnost kojom se stvara strategija obuhvata respoređivanje resursa, a ta strategija oper implicira određenu konzistentnost, integraciju ili koheziju (Harris i blair, 2006).)
MATCH@M:(Enterprises in a particular sector or industry need business strategies to give them direction and purpose, to deploy resources in the most effective and efficient manner, and to coordinate the decisions made by different individuals.===>Preduzecima u određenom industrijskom sektoru poslovne strategije su potrebne da bi im pokazale pravac i smisao, da bi uključile resurse na najefektivniji i naj-efikasiniji način i da bi koordinisale odluke koje donose različiti pojedinci.)
MATCH@E:(Enterprises in a particular sector or industry need business strategies to give them direction and purpose, to deploy resources in the most effective and efficient manner, and to coordinate the decisions made by different individuals (Wheelen and Hunger, 2006).===>Preduzećima u određenom industrijskom sektoru poslovne strategije su potrebne da bi im pokazale pravac i smisao, da bi uključile resurse na najefektivniji i najefikasiniji način i da bi koordinisale odluke koje donose različiti pojedinci (Wheelen and Hunger, 2006).)
MATCH@M:(Important aspects of strategy formulation include developing a business mission, performing an external audit, conducting an internal audit, generating alternative strategies, and choosing among alternative strategies.===>Značajni aspekti formulacije strategije obuhvataju razvijanje poslovne misije, vršenje spoljne revizije, završavanje eksterne revizije, razvijanje alternativnih strategija i pravljenje izbora između alternativnih strategija.)
MATCH@E:(Important aspects of strategy formulation include developing a business mission, performing an external audit, conducting an internal audit, generating alternative strategies, and choosing among alternative strategies (Borgonovo, 2006).===>Značajni aspekti formulacije strategije obuhvataju razvijanje poslovne misije, vršenje spoljne revizije, završavanje eksterne revizije, razvijanje alternativnih strategija i pravljenje izbora između alternativnih strategija (Borognovo, 2006).)
MATCH@M:(Performing an external audit is generally most time consuming.===>Izvođenje eksterne revizije uopšteno traži najviše vremena.)
MATCH@E:(Performing an external audit is generally most time consuming.===>Izvođenje eksterne revizije uopšteno traži najviše vremena.)
MATCH@M:(Effective management relies much more on control mechanisms that are personal and proactive.===>Efektivno upravljanje se više oslanja na kontrolne mehanizme koji su lični i proaktivni.)
MATCH@E:(Effective management relies much more on control mechanisms that are personal and proactive.===>Efektivno upravljanje se više oslanja na kontrolne mehanizme koji su lični i proaktivni.)
MATCH@M:(When such issues are identified, the old policy of top-down interference must be replaced by the policy driven by the organization level support.===>Kada se takva pitanja identifikuju, stara politika uključivanja odozgo-nadole mora se za-meniti politikom koju podržava ceo organizacioni nivo.)
MATCH@E:(When such issues are identified, the old policy of top-down interference must be replaced by the policy driven by the organization level support (Yip, 2004).===>Kada se takva pitanja identifikuju, stara politika uključivanja odozgo-nadole mora se za meniti politikom koju podržava ceo organizacioni nivo (Yip, 2004).)
MATCH@M:(The firm’s strategy represents a model or a policy for harvesting profits from its business.===>Strategija firme predstavlja model ili politiku za ubiranje profita iz poslovanja.)
MATCH@E:(The firms strategy represents a model or a policy for harvesting profits from its business.===>Strategija firme predstavlja model ili politiku za ubiranje profita iz poslovanja.)
MATCH@M:(In business literature a policy is preliminary to a strategy, and it is only concerned with the viability of the basic business concepts.===>U poslovnoj literaturi politika prethodi strategiji i bavi se jedino održivošču osnovnih poslovnih koncepata.)
MATCH@E:(In business literature a policy is preliminary to a strategy, and it is only concerned with the viability of the basic business concepts.===>U poslovnoj literaturi politika prethodi strategiji i bavi se jedino održivošću osnovnih poslovnih koncepata.)
MATCH@M:(In any case the firm still needs a strategy that will allow it to survive against competitors that implement the same business model or policy.===>U svakom slučaju, firmi je još uvek potrebna strategija koja će joj omogućiti da opstane u borbi s konkurencijom koja prime-njuje isti poslovni model ili politiku.)
MATCH@E:(In any case the firm still needs a strategy that will allow it to survive against competitors that implement the same business model or policy (Bieber, et al, 2002).===>U svakom slučaju, firmi je još uvek potrebna strategija koja će joj omogućiti da opstane u borbi s konkurencijom koja primenjuje isti poslovni model ili politiku (Bieber i dr., 2002).)
MATCH@M:(Maximizing responsiveness and adaptability requires that strategic planning process typically combine both top-down and bottom-up strategy making top management set guidelines in the form of mission statements, business principles, and performance targets while the individual business units take the lead in formulating strategic plans.===>Maksimizovanje pristupačnosti i prilagodljivosti zah-teva da proces strateškog planiranja uglavnom kombi-nuje i strategiju odozgo-nadole i strategiju odozdo-na-gore, tako da top menadžment postavlja smernice u vidu izjava o misiji, poslovnih principa i ciljeva poslovanja, dok pojedinačne poslovne jedinice preuzimaju formulisanje strateških planova.)
MATCH@E:(Maximizing responsiveness and adaptability requires that strategic planning process typically combine both top-down and bottom-up strategy making top management set guidelines in the form of mission statements, business principles, and performance targets while the individual business units take the lead in formulating strategic plans (Grant,2003).===>Maksimizovanje pristupačnosti i prilagodljivosti zahteva da proces strateškog planiranja uglavnom kombinuje i strategiju odozgo-nadole i strategiju odozdo-nagore, tako da top menadžment postavlja smernice u vidu izjava o misiji, poslovnih principa i ciljeva poslovanja, dok pojedinačne poslovne jedinice preuzimaju formulisanje strateških planova (Grant, 2003).)
MATCH@M:(Strategy is concerned with matching a firm’s resources and capabilities to the opportunities that arise in the external environment.===>Strategija se bavi usklađivanjem resursa i sposobnosti firme da iskoristi prilike koje se javljaju u spoljnom okruženju.)
MATCH@E:(Strategy is concerned with matching a firms resources and capabilities to the opportunities that arise in the external environment.===>Strategija se bavi usklađivanjem resursa i sposobnosti firme da iskoristi prilike koje se javljaju u spoljnom okruženju.)
MATCH@M:(An increased emphasis on the role of resources and capabilities as the basis for strategy formulating is the result of two factors.===>Pojačan naglasak na ulozi resursa i sposobnosti kao osnove za formulisanje strategije posledica je dva faktora.)
MATCH@E:(An increased emphasis on the role of resources and capabilities as the basis for strategy formulating is the result of two factors.===>Pojačan naglasak na ulozi resursa i sposobnosti kao osnove za formulisanje strategije posledica je dva faktora.)
MATCH@M:(Firstly, as firms’ industry environment has become more unstable, the internal resources and capabilities, rather than external market focus, are viewed as a more secure basis for strategy formulating.===>Prvo, kako okruženje firme postaje nestabilnije, kao pouzdanija osnova za formulisanje strategije uzimaju se unutrašnji resursi i sposobnosti, pre nego eksterni fokus tržišta.)
MATCH@E:(Firstly, as firms industry environment has become more unstable, the internal resources and capabilities, rather than external market focus, are viewed as a more secure basis for strategy formulating.===>Prvo, kako okruženje firme postaje nestabilnije, kao pouzdanija osnova za formulisanje strategije uzimaju se unutrašnji resursi i sposobnosti, pre nego eksterni fokus tržišta.)
MATCH@M:(Secondly, it has become increasingly apparent that it is the competitive advantage rather than industry attractiveness that is the primary source of superior profitability.===>Drugo, sve je očiglednije da je prevashodni izvor vrhunske profitabilnosti pre konkurentna prednost nego privlačnost određene industrijske delatnosti.)
MATCH@E:(Secondly, it has become increasingly apparent that it is the competitive advantage rather than industry attractiveness that is the primary source of superior profitability (Grant, 2008).===>Drugo, sve je očigled nije da je prevashodni izvor vrhunske profitabilnosti pre konkurentna prednost nego privlačnost određene industrijske delatnosti (Grant, 2008).)
MATCH@M:(The first section of the research consists of the introduction on the strategic-management techniques, followed by a brief history of the selected company.===>Prvi deo ovog istraživanja predstavlja uvod u tehnike strateškog menadžmenta, i nastavlja se kratkim isto-rijskim pregledom izabrane kompanije.)
MATCH@E:(The first section of the research consists of the introduction on the strategic-management techniques, followed by a brief history of the selected company.===>Prvi deo ovog istraživanja predstavlja uvod u tehnike strateškog menadžmenta, i nastavlja se kratkim istorijskim pregledom izabrane kompanije.)
MATCH@M:(The second section deals with the mission, goals, and strategies used by the management.===>Drugi deo bavi se misijom, ciljevima i strategijama koje menadž-ment koristi.)
MATCH@E:(The second section deals with the mission, goals, and strategies used by the management.===>Drugi deo bavi se misijom, ciljevima i strategijama koje menadžment koristi.)
MATCH@M:(Attention is also paid to the Management Implementation of Strategy.===>Takođe se posvećuje pažnja primeni strategije od strane menadžmenta.)
MATCH@E:(Attention is also paid to the Management Implementation of Strategy.===>Takođe se posvećuje pažnja primeni strategije od strane menadžmenta.)
MATCH@M:(Special attention is paid to developing a successful strategy.===>Posebna pažnja posvećena je razvijanju uspešne strategije.)
MATCH@E:(Special attention is paid to developing a successful strategy.===>Posebna pažnja posvećena je razvijanju uspešne strategije.)
MATCH@M:(The management new strategy is mentioned before the conclusion section.===>Osvrt na novu strategiju menadžmenta prethodi zaključku.)
MATCH@E:(The management new strategy is mentioned before the conclusion section.===>Osvrt na novu strategiju menadžmenta prethodi zaključku. 2.)
MATCH@M:(The strategic goal of the ‘’Al- Ain Date Factory’’ management is to produce and market superior quality of Date that meets or exceeds international standards.===>Strateški cilj menadžmenta Industrije urmi u Al-Ainu (Al-Ain Date Factory) jeste da proizvede i iznese na tržište urme vrhunskog kvaliteta koje odgovaraju i prevazilaze međunarodne standarde.)
MATCH@E:(2. ~~~ Al-Ain Date Factory The strategic goal of the Al- Ain Date Factory management is to produce and market superior quality of Date that meets or exceeds international standards.===>Fabrika za preradu urmi u Al-Ainu Strateški cilj menadžmenta Industrije urmi u Al-Ainu (Al-Ain Date Factory) jeste da proizvede i iznese na tržište urme vrhunskog kvaliteta koje odgovaraju i prevazilaze međunarodne standarde.)
MATCH@M:(The ‘’Date Factory’’ is a publicly owned Enterprise in AlAin, United Arab Emirates, astablished 13 zears ago, in 1996, within the Food Industry sector.===>Industrija urmi je u vlasništvu državnog preduzeća u Al-Ainu, u Ujedinjenim Arapskim Emiratima, osnovanog pre 13 godina, 1996, a u okviru sektora prehrambene industrije.)
MATCH@E:(The Date Factory is a publicly owned Enterprise in AlAin, United Arab Emirates, astablished 13 zears ago, in 1996, within the Food Industry sector.===>Industrija urmi je u vlasništvu državnog preduzeća u Al-Ainu, u Ujedinjenim Arapskim Emiratima, osnovanog pre 13 godina, 1996, a u okviru sektora prehrambene industrije.)
MATCH@M:(The number of employees is 153; out of these, 53 individuals are engaged in the management.===>Ima 153 zaposlena; od ovog broja, 53 ljudi angažova-no je u okviru menadžmenta.)
MATCH@E:(The number of employees is 153; out of these, 53 individuals are engaged in the management.===>Ima 153 zaposlena; od ovog broja, 53 ljudi angažovano je u okviru menadžmenta.)
MATCH@M:(The management implements a comprehensive approach which establishes quality controls at all levels of date production and processing.===>Menadžment primenjuje jedan sveobuhvatni pristup u kojem je kontrola kvaliteta uspostavljena na svim nivoima proizvodnje i prerade urmi.)
MATCH@E:(The management implements a comprehensive approach which establishes quality controls at all levels of date production and processing.===>Menadžment primenjuje jedan sveobuhvatni pristup u kojem je kontrola kvaliteta uspostavljena na svim nivoima proizvodnje i prerade urmi.)
MATCH@M:(Since it is not merely a date processing plant, it stands alone, far ahead of all other Emirates date companies with its unique approach to date production and its commitment to quality.===>Pošto to nije samo postrojenje za preradu urmi, ono se izdvaja time što je daleko ispred svih ostalih kompanija za proizvodnju urmi u Emiratima po svom jedinstvenom pristupu proizvodnji urmi i po svojoj posvećenosti kvalitetu.)
MATCH@E:(Since it is not merely a date processing plant, it stands alone, far ahead of all other Emirates date companies with its unique approach to date production and its commitment to quality.===>Pošto to nije samo postrojenje za preradu urmi, ono se izdvaja time što je daleko ispred svih ostalih kompanija za proizvodnju urmi u Emiratima po svom jedinstvenom pristupu proizvodnji urmi i po svojoj posvećenosti kvalitetu.)
MATCH@M:(The United Arab Emirates is rich in many types, shapes and colors of dates that are not known nor found anywhere else.===>Ujedinjeni Arapski Emirati su bogati urmama različitih vrsta, oblika i boja koje nije moguće naći nigde drugde u svetu.)
MATCH@E:(The United Arab Emirates is rich in many types, shapes and colors of dates that are not known nor found anywhere else.===>Ujedinjeni Arapski Emirati su bogati urmama različitih vrsta, oblika i boja koje nije moguće naći nigde drugde u svetu.)
MATCH@M:(In order to be properly appreciated in new and sophisticated markets, it is important that the Emirates’ dates be well cared for, well handled and beautifully packaged.===>Da bi ovaj proizvod imao odgovarajući prijem na novim i sofisticiranim tržištima, značajno je da urme iz Emirata budu pažljivo ga-jene, da se njima pažljivo rukuje i da imaju lepo pako-vanje.)
MATCH@E:(In order to be properly appreciated in new and sophisticated markets, it is important that the Emirates dates be well cared for, well handled and beautifully packaged.===>Da bi ovaj proizvod imao odgovarajući prijem na novim i sofisticiranim tržištima, značajno je da urme iz Emirata budu pažljivo gajene, da se njima pažljivo rukuje i da imaju lepo pakovanje.)
MATCH@M:(The mission is a statement of purpose; what the organization seeks to achieve in the long term, but like the vision, the mission does not provide a distinct statement of strategy but offers guidelines to the overall direction in which the strategy will take the organization.===>Misija predstavlja izjavu o namerama, o onome što organizacija teži da postigne na dugi rok, ali, kao i vizija, misija ne definiše strategiju, već daje smernice o opštem pravcu u kom će strategija odvesti organizaciju.)
MATCH@E:(3. ~~~ Mission of the Date Factory The mission is a statement of purpose; what the organization seeks to achieve in the long term, but like the vision, the mission does not provide a distinct statement of strategy but offers guidelines to the overall direction in which the strategy will take the organization (Pfeffer and Sutton,2006).===>Misija Industrije urmi Misija predstavlja izjavu o namerama, o onome što organizacija teži da postigne na dugi rok, ali, kao i vizija, misija ne definiše strategiju, već daje smernice o opštem pravcu u kom će strategija odvesti organizaciju (Pfeffer i Sutton, 2006).)
MATCH@M:(In our case the mission of the management is to fulfill customer needs and desires by producing high quality dates and management is committed to achieving this goal.===>U našem slučaju, misija menadžmenta jeste da zadovolji potrebe i želje potrošača tako što će proizvesti urme visokog kvaliteta i manadžment je veoma posvećen postizanju ovog cilja.)
MATCH@E:(In our case the mission of the management is to fulfill customer needs and desires by producing high quality dates and management is committed to achieving this goal.===>U našem slučaju, misija menadžmenta jeste da zadovolji potrebe i želje potrošača tako što će proizvesti urme visokog kvaliteta i manadžment je veoma posvećen postizanju ovog cilja.)
MATCH@M:(So a clear mission statement is the most important strategic-management tool.===>Stoga je jasna izjava o misiji najvažniji alat strateškog menadžmenta.)
MATCH@E:(So a clear mission statement is the most important strategicmanagement tool.===>Stoga je jasna izjava o misiji najvažniji alat strateškog menadžmenta. 4.)
MATCH@M:(Goals are an aspiration view of what the organization will be like in the future.===>Ciljevi predstavljaju predviđanja u vezi sa onim što organizacija treba da predstavlja u budućnosti.)
MATCH@E:(4. ~~~ Goals of the Date Factory Goals are an aspiration view of what the organization will be like in the future.===>Ciljevi Industrije urmi Ciljevi predstavljaju predviđanja u vezi sa onim što organizacija treba da predstavlja u budućnosti.)
MATCH@M:(Goals in general are the anticipated image of the company if it succeeds in implementing its potentials and all the human potential to achieve it.===>Ciljevi su, uopšteno, slika kompanije kakva se predviđa da će biti ako uspešno uposli sve svoje potencijale i sve ljudske potencijale da bi ih postigla.)
MATCH@E:(Goals in general are the anticipated image of the company if it succeeds in implementing its potentials and all the human potential (Moeran, 2005) to achieve it.===>Ciljevi su, uopšteno, slika kompanije kakva se predviđa da će biti ako uspešno uposli sve svoje potencijale i sve ljudske potencijale (Moeran, 2005) da bi ih postigla.)
MATCH@M:(The management strategic goals, like most announcements in the business, can be found on the websites managed by the Government through the ‘’Chamber of Commerce and Industry’’ but tend to be too idealized to offer a clear guidance to the respective industry.===>Strateški ciljevi menadžmenta, kao i mnoge izjave u poslovanju, mogu se naći na web stranicama Vlade, u najavama Trgovinske i industrijske komore, ali su obično isuviše idealizovani da bi se iz njih tačno razaznale smernice u datoj privrednoj delatnosti.)
MATCH@E:(The management strategic goals, like most announcements in the business, can be found on the websites managed by the Government through the Chamber of Commerce and Industry but tend to be too idealized to offer a clear guidance to the respective industry.===>Strateški ciljevi menadžmenta, kao i mnoge izjave u poslovanju, mogu se naći na web stranicama Vlade, u najavama Trgovinske i industrijske komore, ali su obično isuviše idealizovani da bi se iz njih tačno razaznale smernice u datoj privrednoj delatnosti.)
MATCH@M:(In general, the goals of the management are to keep customers happy, to sell the product while it is fresh, and to create value in everything the management does.===>Uopšteno govoreći, ciljevi menadžmenta su da obez-bedi da potrošači budu zadovoljni, da proda proizvod dok je još svež i da stvara vrednost u svim svojim aktivnostima.)
MATCH@E:(In general, the goals of the management are to keep customers happy, to sell the product while it is fresh, and to create value in everything the management does.===>Uopšteno govoreći, ciljevi menadžmenta su da obezbedi da potrošači budu zadovoljni, da proda proizvod dok je još svež i da stvara vrednost u svim svojim aktivnostima.)
MATCH@M:(Reaching agreement on formal vision and mission statements can greatly facilitate the process of reaching agreement on the organization’s strategies, objectives, and policies.===>Postizanje dogovora o zvaničnoj izjavi o viziji i misiji umnogome olakšava proces postizanja dogovora o organizacionim strategijama, ciljevima i politikama.)
MATCH@E:(Reaching agreement on formal vision and mission statements can greatly facilitate the process of reaching agreement on the organizations strategies, objectives, and policies.===>Postizanje dogovora o zvaničnoj izjavi o viziji i misiji umnogome olakšava proces postizanja dogovora o organizacionim strategijama, ciljevima i politikama. 5.)
MATCH@M:(In the case of the startup enterprise, strategy is usually written down in the business plan that was prepared to raise capital.===>U slučaju kada se preduzeće tek osniva, strategija se obično unosi u poslovni plan koji je pripremljen u cilju prikupljanja kapitala.)
MATCH@E:(The Strategy of the Date Factory In the case of the startup enterprise, strategy is usually written down in the business plan that was prepared to raise capital.===>Strategija Industrije urmi U slučaju kada se preduzeće tek osniva, strategija se obično unosi u poslovni plan koji je pripremljen u cilju prikupljanja kapitala.)
MATCH@M:(In the case of the established companies, the management strategy is communicated in a number of ways, such as the vision, the mission, through business model, or in terms of a strategic plan, which has been the case in undertaking this research .===>U slučaju već razrađenih kompanija, strategija menadžmenta saopštava se na nekoliko načina, kao vizija, kao misija, putem poslovnog modela ili u smislu strateškog plana, kao što je to bio slučaj kad smo preduzimali ovo istraživanje.)
MATCH@E:(In the case of the established companies, the management strategy is communicated in a number of ways, such as the vision, the mission, through business model, or in terms of a strategic plan, which has been the case in undertaking this research (Nickerson and Zenger, 2004).===>U slučaju već razrađenih kompanija, strategija menadžmenta saopštava se na nekoliko načina, kao vizija, kao misija, putem poslovnog modela ili u smislu strateškog plana, kao što je to bio slučaj kad smo preduzimali ovo istraživanje (Nickerson i Zenger, 2004).)
MATCH@M:(The best approach to a strategy is via the analysis of both the external and the internal factors.===>Najbolji pristup strategiji jeste putem analize kako eksternih, tako i internih faktora.)
MATCH@E:(The best approach to a strategy is via the analysis of both the external and the internal factors.===>Najbolji pristup strategiji jeste putem analize kako eksternih, tako i internih faktora.)
MATCH@M:(This strategy is fitted to the commoditizing date market, where there are few advantages from global spread.===>Ova strategija prilagođena je tržištu urmi kao robe široke potrošnje, koje ima nekoliko prednosti na osnovu svoje globalne raširenosti.)
MATCH@E:(This strategy is fitted to the commoditizing date market, where there are few advantages from global spread.===>Ova strategija prilagođena je tržištu urmi kao robe široke potrošnje, koje ima nekoliko prednosti na osnovu svoje globalne raširenosti.)
MATCH@M:(In other cases, many similar companies have failed to align their strategies to their internal resources and capacities.===>U drugim slučajevima, mnoge slične kompanije nisu uspele da usklade svoje strategije sa svojim unutrašnjim resursima i sposobnostima.)
MATCH@E:(In other cases, many similar companies have failed to align their strategies to their internal resources and capacities (Nerkar and Roberts, 2004).===>U drugim slučajevima, mnoge slične kompanije nisu uspele da usklade svoje strategije sa svojim unutrašnjim resursima i sposobnostima (Nerkar i Roberts, 2004).)
MATCH@M:(Fundamental to this view, a strategy set by Date Factory’s management is achieved through the link between the firm and its external environment.===>U skladu sa ovim gledištem, strategija koju je postavio menadžment Industrije urmi postignuta je tako što se firma povezala sa svojim spoljnim okruženjem.)
MATCH@E:(Fundamental to this view, a strategy set by Date Factorys management is achieved through the link between the firm and its external environment.===>U skladu sa ovim gledištem, strategija koju je postavio menadžment Industrije urmi postignuta je tako što se firma povezala sa svojim spoljnim okruženjem.)
MATCH@M:(The present management strategy is consistent with its external environment, and with its internal environment - its goals and values, resources and capabilities, its structure and system.===>Sadašnja strategija menadžmenta u skladu je sa spoljnim nije da je prevashodni izvor vrhunske profitabilnosti pre konkurentna prednost nego privlačnost određene industrijske delatnosti.)
MATCH@E:(The present management strategy is consistent with its external environment, and with its internal environment - its goals and values, resources and capabilities, its structure and system.===>Sadašnja strategija menadžmenta u skladu je sa spoljnim okruženjem, kao i sa unutrašnjim okruženjem njenim ciljevima i vrednostima, resursima i sposobnostima, njenom strukturom i sistemom.)
BAD_LINE_=============================================================
BAD_LINE_M:The present management strategy is consistent with its external environment, and with its internal environment - its goals and values, resources and capabilities, its structure and system.
BAD_LINE_M:Sadašnja strategija menadžmenta u skladu je sa spoljnim nije da je prevashodni izvor vrhunske profitabilnosti pre konkurentna prednost nego privlačnost određene industrijske delatnosti.
BAD_LINE_E:The present management strategy is consistent with its external environment, and with its internal environment - its goals and values, resources and capabilities, its structure and system.
BAD_LINE_E:Sadašnja strategija menadžmenta u skladu je sa spoljnim okruženjem, kao i sa unutrašnjim okruženjem njenim ciljevima i vrednostima, resursima i sposobnostima, njenom strukturom i sistemom.
MATCH@M:(The marketing manager expressed his concern that the main problem of the future strategy was its growth - orientation, which emphasized superior performance.===>Rukovodilac marketinga je izrazio zabrinutost da glavni problem buduće strategije predstavlja njena orijen-tisanost na rast, koja u prvi plan stavlja vrhunski učinak.)
MATCH@E:(6. ~~~ Management Implementation of Strategy The marketing manager expressed his concern that the main problem of the future strategy was its growth orientation, which emphasized superior performance.===>Rukovodilac marketinga je izrazio zabrinutost da glavni problem buduće strategije predstavlja njena orijentisanost na rast, koja u prvi plan stavlja vrhunski učinak.)
MATCH@M:(This is, however, a problem with nationwide effects.===>Ovo je, međutim, problem nacionalnih razmera.)
MATCH@E:(This is, however, a problem with nationwide effects.===>Ovo je, međutim, problem nacionalnih razmera.)
MATCH@M:(A critical issue for the Date industry in the coming years will be whether it disposes of enough resources ( natural or technological) to continue to compete head-to head with other local private companies in the market for a better and higher quality production.===>Kritični problem za Industriju urmi u narednim godinama biće da li ima na raspolaganju dovoljne resurse (prirodne ili tehnološke) da se ravnopravno takmiči sa drugim lokalnim privatnim kompanijama na tržištu kada je u pitanju proizvodnja boljeg i višeg kvaliteta.)
MATCH@E:(A critical issue for the Date industry in the coming years will be whether it disposes of enough resources ( natural or technological) to continue to compete head-to head with other local private companies in the market for a better and higher quality production.===>Kritični problem za Industriju urmi u narednim godinama biće da li ima na raspolaganju dovoljne resurse (prirodne ili tehnološke) da se ravnopravno takmiči sa drugim lokalnim privatnim kompanijama na tržištu kada je u pitanju proizvodnja boljeg i višeg kvaliteta.)
MATCH@M:(Developing the date sector is critical to the management in our research because much of the slow-down in employment and non-oil growth has stemmed from the decline over time in the government’s ability, simply through its own expenditures, to stimulate this sector output and expenditures, whereas the keys to revitalize this sector in the economy are in general through diversification, modernization, and increased competitiveness across the whole spectrum of private and public enterprises in this industry.===>Za menadžment u našem istraživanju razvoj sektora proizvodnje urmi je od kritičnog značaja zato što je vlada sve manje u stanju da stimuliše proizvode i troškove ovog sektora, jednostavno zbog svojih visokih troškova, što je dovelo do smanjenja zaposlenosti i slabog rasta naftne industrije, a ključ za revitalizaciju ovog sektora privrede uglavnom je u diversifikaciji, modernizaciji i povećanoj konkurentnosti u celom spektru privatnih i javnih kompanija u ovoj grani delatnosti.)
MATCH@E:(Developing the date sector is critical to the management in our research because much of the slow-down in employment and non-oil growth has stemmed from the decline over time in the governments ability, simply through its own expenditures, to stimulate this sector output and expenditures, whereas the keys to revitalize this sector in the economy are in general through diversification, modernization, and increased competitiveness across the whole spectrum of private and public enterprises in this industry.===>Za menadžment u našem istraživanju razvoj sektora proizvodnje urmi je od kritičnog značaja zato što je vlada sve manje u stanju da stimuliše proizvode i troškove ovog sektora, jednostavno zbog svojih visokih troškova, što je dovelo do smanjenja zaposlenosti i slabog rasta naftne industrije, a ključ za revitalizaciju ovog sektora privrede uglavnom je u diversifikaciji, modernizaciji i povećanoj konkurentnosti u celom spektru privatnih i javnih kompanija u ovoj grani delatnosti.)
MATCH@M:(This sector is still the second after the oil-sector to dominate the economy in general and the manufacturing sector in particular.===>Ovaj sektor je još uvek na drugom mestu u privredi uopšte i u proizvodnom sektoru posebno, a ispred njega je samo sektor naftne industrije.)
MATCH@E:(This sector is still the second after the oil-sector to dominate the economy in general and the manufacturing sector in particular.===>Ovaj sektor je još uvek na drugom mestu u privredi uopšte i u proizvodnom sektoru posebno, a ispred njega je samo sektor naftne industrije.)
MATCH@M:(This phenomenon can be characterized as a single-track development strategy, with a focus on the modern export-oriented segment of the economy.===>Ova pojava može se okarakterisati kao jednosmerna razvojna strategija čije je težište na savremenom, izvozno-orijentisanom segmentu privrede.)
MATCH@E:(This phenomenon can be characterized as a single-track development strategy, with a focus on the modern export-oriented segment of the economy.===>Ova pojava može se okarakterisati kao jednosmerna razvojna strategija čije je težište na savremenom, izvozno-orijentisanom segmentu privrede.)
MATCH@M:(The other aim is serving the society in terms of jobs creation.===>Drugi cilj je pomoć društvu u smislu otvaranja novih radnih mesta.)
MATCH@E:(The other aim is serving the society in terms of jobs creation.===>Drugi cilj je pomoć društvu u smislu otvaranja novih radnih mesta.)
MATCH@M:(Therefore, the diversification strategy is still relatively modest and is adopted with a strong concentration upon improving the quality and the quantitz of date (Chamber of Commerce, 2008).===>Stoga je strategija diversifikacije još uvek relativno skromno razvijena i usvaja se s posebnim ciljem da se poboljša kvalitet i kvantitet urme (Trgovinska komora, 2008).)
MATCH@E:(Therefore, the diversification strategy is still relatively modest and is adopted with a strong concentration upon improving the quality and the quantitz of date (Chamber of Commerce, 2008).===>Stoga je strategija diversifikacije još uvek relativno skromno razvijena i usvaja se s posebnim ciljem da se poboljša kvalitet i kvantitet urme (Trgovinska komora, 2008).)
MATCH@M:(Since the oil/gas/hydrocarbon sectors are largely capital intensive, they are not a dynamic source of jobs, at least of the magnitude that is currently required.===>Pošto su sektori nafte, gasa i ugljovodonika u velikoj meri kapitalno intenzivni sektori, oni ne predstavljaju dinamične izvore radnih mesta, bar ne u meri koja se trenutno traži.)
MATCH@E:(Since the oil/gas/hydrocarbon sectors are largely capital intensive, they are not a dynamic source of jobs, at least of the magnitude that is currently required.===>Pošto su sektori nafte, gasa i ugljovodonika u velikoj meri kapitalno intenzivni sektori, oni ne predstavljaju dinamične izvore radnih mesta, bar ne u meri koja se trenutno traži.)
MATCH@M:(A stronger diversification is needed and should proceed based on the exploitation of comparative advantages such as location and natural resources.===>Potrebna je veća diversifikacija i do nje treba da se dođe na osnovu istraživanja komparativnih prednosti kao što su lokacija i prirodni resursi.)
MATCH@E:(A stronger diversification is needed and should proceed based on the exploitation of comparative advantages such as location and natural resources.===>Potrebna je veća diversifikacija i do nje treba da se dođe na osnovu istraživanja komparativnih prednosti kao što su lokacija i prirodni resursi.)
MATCH@M:(Here, the company as a medium-sized enterprise that was often neglected or overlooked in the past, can play an important role in solving, partly, the unemployment problems in the province (Al- Ain and Abu Dhabi).===>U ovom slučaju, kompanija koja je preduzeće srednje veličine koje je u prošlosti uvek bilo zapostavljeno i previđano, može da odigra značajnu ulogu u rešava-nju, bar delimično, problema nezaposlensti u ovoj oblasti (Al-Ain i Abu Dhabi).)
MATCH@E:(Here, the company as a medium-sized enterprise that was often neglected or overlooked in the past, can play an important role in solving, partly, the unemployment problems in the province (Al- Ain and Abu Dhabi).===>U ovom slučaju, kompanija koja je preduzeće srednje veličine koje je u prošlosti uvek bilo zapostavljeno i previđano, može da odigra značajnu ulogu u rešavanju, bar delimično, problema nezaposlensti u ovoj oblasti (Al-Ain i Abu Dhabi).)
MATCH@M:(In the United Arab Emirate’s case, the medium-sized enterprises such as our company have the potential to play a variety of important roles: (a) selling their own products, usually finished goods, (b) acting as either subcontractors for or (c) suppliers of raw materials (or semi-products) for larger multinational or local enterprises.===>U slučaju Ujedinjenih Arapskih Emirata, preduzeća srednje veličine kao što je naša kompanija imaju potencijala da odigraju veliki broj značajnih uloga: (a) prodaju svoje sopstvene proizvode, obično gotove proizvode, (b) posluju kao podugovaraći ili (c) dobavljači sirovina (ili polufabrikata) za veće multinacionalne ili lokalne kompanije.)
MATCH@E:(In the United Arab Emirates case, the medium-sized enterprises such as our company have the potential to play a variety of important roles: (a) selling their own products, usually finished goods, (b) acting as either subcontractors for or (c) suppliers of raw materials (or semi-products) for larger multinational or local enterprises.===>U slučaju Ujedinjenih Arapskih Emirata, preduzeća srednje veličine kao što je naša kompanija imaju potencijala da odigraju veliki broj značajnih uloga: (a) prodaju svoje sopstvene proizvode, obično gotove proizvode, (b) posluju kao podugovarači ili (c) dobavljači sirovina (ili polufabrikata) za veće multinacionalne ili lokalne kompanije.)
MATCH@M:(There are several great potentialities in creating a large number of jobs at relatively low costs.===>Postoji i nekoliko značajnih mogućnosti za otvaranje velikog broja novih radnih mesta uz relativno niske troškove.)
MATCH@E:(There are several great potentialities in creating a large number of jobs at relatively low costs.===>Postoji i nekoliko značajnih mogućnosti za otvaranje velikog broja novih radnih mesta uz relativno niske troškove. 6.)
MATCH@M:(Although the implementation of the business strategy may seem the most obvious of tasks for the management, it is by no means the easiest.===>Iako primena poslovne strategije može da izgleda kao jedan od najočiglednijih zadataka menadžmenta, on ni u kom slučaju nije i najlakši.)
MATCH@E:(Although the implementation of the business strategy may seem the most obvious of tasks for the management, it is by no means the easiest.===>Kako rukovodstvo primenjuje strategiju Iako primena poslovne strategije može da izgleda kao jedan od najočiglednijih zadataka menadžmenta, on ni u kom slučaju nije i najlakši.)
MATCH@M:(The first challenge for the strategic management stems from the multiplicity and diversity of constituents whose demands and pressure compete for the manager’s attention.===>Prvi izazov za strateški menadžment proizilazi iz brojnosti i raznovrsnosti vlasti na čije zahteve i pritiske menadžer ne može a da ne obrati veliku pažnju.)
MATCH@E:(The first challenge for the strategic management stems from the multiplicity and diversity of constituents whose demands and pressure compete for the managers attention (Grant, 2008).===>Prvi izazov za strateški menadžment proizilazi iz brojnosti i raznovrsnosti vlasti na čije zahteve i pritiske menadžer ne može a da ne obrati veliku pažnju (Grant, 2008).)
MATCH@M:(Being part of the local industry and involved in international marketing seems to earn a special status among many national organizations and be subject to a different and a more intense type of pressure than that put on other local companies.===>Biti deo lokalne industrije, a istovremeno biti igrač na međunarodnom tržištu, znači imati poseban status među velikim brojem domaćih organizacija i biti podložan različitim i snažnijim pritiscima nego što trpe druge lokalne kompanije.)
MATCH@E:(Being part of the local industry and involved in international marketing seems to earn a special status among many national organizations and be subject to a different and a more intense type of pressure than that put on other local companies.===>Biti deo lokalne industrije, a istovremeno biti igrač na međunarodnom tržištu, znači imati poseban status među velikim brojem domaćih organizacija i biti podložan različitim i snažnijim pritiscima nego što trpe druge lokalne kompanije.)
MATCH@M:(In this respect the Government (as the owner of the company) should not be suspicious of the management’s motives but should support the management efforts fully, and customers should understand the way the management operate, and therefore fully appreciate the significance of these demands and pressures.===>U ovom smislu Vlada (kao vlasnik kompanije) ne treba da sumnja u motive menadžmenta već treba u potpunosti da podrži njegove napore, a potrošači treba da shvate kako menadžment posluje i da uvažavaju značaj ovih zahteva i pritisaka.)
MATCH@E:(In this respect the Government (as the owner of the company) should not be suspicious of the managements motives but should support the management efforts fully, and customers should understand the way the management operate, and therefore fully appreciate the significance of these demands and pressures.===>U ovom smislu Vlada (kao vlasnik kompanije) ne treba da sumnja u motive menadžmenta već treba u potpunosti da podrži njegove napore, a potrošači treba da shvate kako menadžment posluje i da uvažavaju značaj ovih zahteva i pritisaka.)
MATCH@M:(In the business literature, strategy implementation is often considered to be the most difficult stage in strategic management because it requires discipline, sacrifice, commitment, and hard work from all employees and managers.===>U poslovnoj literaturi, primena strategije se često smatra najtežom fazom strateškog menadžmenta zato što od svih zaposlenih i od menadžera zahteva disciplinu, žrtvu, posvećenost i naporan rad.)
MATCH@E:(In the business literature, strategy implementation is often considered to be the most difficult stage in strategic management because it requires discipline, sacrifice, commitment, and hard work from all employees and managers.===>U poslovnoj literaturi, primena strategije se često smatra najtežom fazom strateškog menadžmenta zato što od svih zaposlenih i od menadžera zahteva disciplinu, žrtvu, posvećenost i naporan rad.)
MATCH@M:(It is always more difficult to do something than to say you’re going to do it.===>Uvek je teže nešto uraditi nego reći da ćete to uraditi.)
MATCH@E:(It is always more difficult to do something than to say youre going to do it (Rosenkopf and Almeida, 2003).===>Uvek je teže nešto uraditi nego reći da ćete to uraditi (Rosenkopf i Almeida, 2003).)
MATCH@M:(Distinguishing between the external and the internal environment of the firm is common to most approaches to the strategy analysis.===>Zajedničko mnogim pristupima analizi strategije jeste to da prave razliku između eksternog i internog okruženja firme.)
MATCH@E:(Distinguishing between the external and the internal environment of the firm is common to most approaches to the strategy analysis.===>Zajedničko mnogim pristupima analizi strategije jeste to da prave razliku između eksternog i internog okruženja firme.)
MATCH@M:(The best known and most widely used of these approaches is the SWOT framework, which classifies the various influences on a firm’s strategy into four categories: Strengths, Weaknesses, Opportunities, and Threats.===>Najpoznatiji i najšire kori-šćen pristup jeste SWOT pristup, kojim se različiti uti-caji na strategiju firme klasifikuju u četiri kategorije: snage (Strengths), slabosti (Weaknesses), prilike (Opportunities) i pretnje (Threats).)
MATCH@E:(The best known and most widely used of these approaches is the SWOT framework, which classifies the various influences on a firms strategy into four categories: Strengths, Weaknesses, Opportunities, and Threats.===>Najpoznatiji i najšire korišćen pristup jeste SWOT pristup, kojim se različiti uticaji na strategiju firme klasifikuju u četiri kategorije: snage (Strengths), slabosti (Weaknesses), prilike (Opportunities) i pretnje (Threats).)
MATCH@M:(The first two categories, strengths and weaknesses, are related to the internal environment, while the other two categories, opportunities and threats, are related to the external environment.===>Prve dve kategorije, snage i slabosti, odnose se na interno okruženje, dok se druge dve, prilike i pretnje, odnose na spoljnje, eksterno okruženje.)
MATCH@E:(The first two categories, strengths and weaknesses, are related to the internal environment, while the other two categories, opportunities and threats, are related to the external environment.===>Prve dve kategorije, snage i slabosti, odnose se na interno okruženje, dok se druge dve, prilike i pretnje, odnose na spoljnje, eksterno okruženje.)
MATCH@M:(The SWOT analysis can be especially useful when trying to decide whether or not to embark on a certain strategy by determining if the pros outweigh the cons.===>SWOT analiza može da bude posebno korisna kada donosimo odluku o tome da li da primenimo određenu strategiju ili ne, a donosimo je tako što odlučujemo da li su razlozi za jači od razloga protiv.)
MATCH@E:(The SWOT analysis can be especially useful when trying to decide whether or not to embark on a certain strategy by determining if the pros outweigh the cons (Santos and Eisenhardt, 2005).===>SWOT analiza može da bude posebno korisna kada donosimo odluku o tome da li da primenimo određenu strategiju ili ne, a donosimo je tako što odlučujemo da li su razlozi za jači od razloga protiv (Santos i Eisenhardt, 2005).)
MATCH@M:(The aim of the SWOT analysis involves specifying the objective of the management as well as identifying the internal and external factors that may be favorable or unfavorable to achieving goals.===>Cilj SWOT analize obuhhvata i precizno određivanje cilja menadžmenta kao i određivanje unutrašnjih i spoljnih faktora koji mogu da pomognu ili da odmog-nu u postizanju ciljeva.)
MATCH@E:(The aim of the SWOT analysis involves specifying the objective of the management as well as identifying the internal and external factors that may be favorable or unfavorable to achieving goals.===>Cilj SWOT analize obuhhvata i precizno određivanje cilja menadžmenta kao i određivanje unutrašnjih i spoljnih faktora koji mogu da pomognu ili da odmognu u postizanju ciljeva.)
MATCH@M:(Strengths, in the SWOT analysis, are a company’s capabilities and resources that allow it to engage in activities to generate economic value and perhaps competitive advantage.===>Snage u SWOT analizi su resursi i sposobnost kompanije koje joj omogućavaju da se bavi poslovima kojima će stvarati ekonomsku vred-nost i možda konkurentnu prednost.)
MATCH@E:(Strengths, in the SWOT analysis, are a companys capabilities and resources that allow it to engage in activities to generate economic value and perhaps competitive advantage.===>Snage u SWOT analizi su resursi i sposobnost kompanije koje joj omogućavaju da se bavi poslovima kojima će stvarati ekonomsku vrednost i možda konkurentnu prednost.)
MATCH@M:(In our case the company’s strengths may be in its ability to create unique products and derive a high-level customer satisfaction.===>U našem slučaju, snage kompanije mogu biti u njenoj sposobnosti da stvara jedinstvene proizvode i izazove veoma veliko zadovoljstvo potrošača.)
MATCH@E:(In our case the companys strengths may be in its ability to create unique products and derive a high-level customer satisfaction.===>U našem slučaju, snage kompanije mogu biti u njenoj sposobnosti da stvara jedinstvene proizvode i izazove veoma veliko zadovoljstvo potrošača.)
MATCH@M:(The company’s weaknesses are caused by the lack of resources or capabilities, which can prevent it from generating economic value or gaining a competitive advantage to enact the company’s strategy.===>Slabosti kompanije izazvane su nedostatkom resursa ili sposobnosti, što je može omesti da stvori ekonomsku vrednost ili da stekne konkurentnu prednost time što će aktivirati strategiju kompanije.)
MATCH@E:(The companys weaknesses are caused by the lack of resources or capabilities, which can prevent it from generating economic value or gaining a competitive advantage to enact the companys strategy (Dane and Pratt, 2007).===>Slabosti kompanije izazvane su nedostatkom resursa ili sposobnosti, što je može omesti da stvori ekonomsku vrednost ili da stekne konkurentnu prednost time što će aktivirati strategiju kompanije (Dane i Pratt, 2007).)
MATCH@M:(For the company in our case, there are many examples of organizational weaknesses.===>U slučaju naše kompanije, mnogo je primera organizacionih slabosti.)
MATCH@E:(For the company in our case, there are many examples of organizational weaknesses.===>U slučaju naše kompanije, mnogo je primera organizacionih slabosti.)
MATCH@M:(For example, the management has a large, bureaucratic structure that limits its ability to compete with other similar companies.===>Na primer, menadžment ima ogromnu, birokratsku strukturu što mu ne dozvoljava da uđe u konkurenciju sa drugim sličnim kompanijama.)
MATCH@E:(For example, the management has a large, bureaucratic structure that limits its ability to compete with other similar companies.===>Na primer, menadžment ima ogromnu, birokratsku strukturu što mu ne dozvoljava da uđe u konkurenciju sa drugim sličnim kompanijama.)
MATCH@M:(Another weakness of the present management is that the company has higher labor costs than a competitor who can achieve similar performance at a lower labor cost, and the absence from the different retail markets.===>Druga slabost sadašnjeg rukovodstva jeste da kompanija ima više troškove rada nego konkurencija koja može da postigne sličan učinak uz niže troškove rada, a uz to nije prisutna na različitim maloprodajnim tržištima.)
MATCH@E:(Another weakness of the present management is that the company has higher labor costs than a competitor who can achieve similar performance at a lower labor cost, and the absence from the different retail markets.===>Druga slabost sadašnjeg rukovodstva jeste da kompanija ima više troškove rada nego konkurencija koja može da postigne sličan učinak uz niže troškove rada, a uz to nije prisutna na različitim maloprodajnim tržištima.)
MATCH@M:(Opportunities provide the organization with a chance to improve its performance and its competitive advantage.===>Prilike daju organizaciji mogućnost da poboljša učinak i konkurentnu prednost.)
MATCH@E:(Opportunities provide the organization with a chance to improve its performance and its competitive advantage.===>Prilike daju organizaciji mogućnost da poboljša učinak i konkurentnu prednost.)
MATCH@M:(The convenient opportunities for the management as a strategy may arise when products and services can be offered at different times and in different locations.===>Odgovarajuće prilike koje rukovodstvo može da koristi kao strategiju nastaju kada se proizvodi i usluge mogu ponuditi u različito vreme i na različitim lokacijama.)
MATCH@E:(The convenient opportunities for the management as a strategy may arise when products and services can be offered at different times and in different locations.===>Odgovarajuće prilike koje rukovodstvo može da koristi kao strategiju nastaju kada se proizvodi i usluge mogu ponuditi u različito vreme i na različitim lokacijama.)
MATCH@M:(For instance, the increased use of the Internet has offered numerous opportunities for companies to expand their product sales.===>Na primer, sve veća primena interneta pruža kompanijama bezbrojne prilike da prošire prodaju svojih proizvoda..)
MATCH@E:(For instance, the increased use of the Internet has offered numerous opportunities for companies to expand their product sales (Aaker, 2004).===>)
BAD_LINE_=============================================================
BAD_LINE_M:For instance, the increased use of the Internet has offered numerous opportunities for companies to expand their product sales.
BAD_LINE_M:Na primer, sve veća primena interneta pruža kompanijama bezbrojne prilike da prošire prodaju svojih proizvoda..
BAD_LINE_E:For instance, the increased use of the Internet has offered numerous opportunities for companies to expand their product sales (Aaker, 2004).
BAD_LINE_E:
MATCH@M:(Threats can include an individual, group, or organization outside the company that aim to reduce the level of the company’s performance.===>Pretnje obuhvataju pojedinca, grupu ili organizaciju izvan kompanije koja ima za cilj da snizi nivo učinka naše kompanije.)
MATCH@E:(Threats can include an individual, group, or organization outside the company that aim to reduce the level of the companys performance.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Threats can include an individual, group, or organization outside the company that aim to reduce the level of the company’s performance.
BAD_LINE_M:Pretnje obuhvataju pojedinca, grupu ili organizaciju izvan kompanije koja ima za cilj da snizi nivo učinka naše kompanije.
BAD_LINE_E:Threats can include an individual, group, or organization outside the company that aim to reduce the level of the companys performance.
BAD_LINE_E:
MATCH@M:(The answer is that if the SWOT is sensible or worth while, the internal factors should be regarded as strengths and weaknesses while the external factors should be viewed as opportunities and threats.===>Odgovor je da, ako je SWOT analiza dovoljno osetljiva i vredi, onda unutrašnje faktore treba posma-trati kao snage i slabosti, a spoljne faktore kao prilike i pretnje.)
MATCH@E:(The answer is that if the SWOT is sensible or worth while, the internal factors should be regarded as strengths and weaknesses while the external factors should be viewed as opportunities and threats.===>Odgovor je da, ako je SWOT analiza dovoljno osetljiva i vredi, onda unutrašnje faktore treba posmatrati kao snage i slabosti, a spoljne faktore kao prilike i pretnje.)
MATCH@M:(In practice, such distinctions are difficult.===>U praksi, takve razlike je teško napraviti.)
MATCH@E:(In practice, such distinctions are difficult.===>U praksi, takve razlike je teško napraviti.)
MATCH@M:(According to Robbins and Coulter, each firm is constrained by the resources and capabilities it has available.===>Kako tvrde Robbins i Coulter, svaka firma je ograničena resursima i sposobnostima koje ima na raspolaganju.)
MATCH@E:(According to Robbins and Coulter, each firm is constrained by the resources and capabilities it has available (Robbins, and Coulter, 2005).===>Kako tvrde Robbins i Coulter, svaka firma je ograničena resursima i sposobnostima koje ima na raspolaganju (Robbins i Coulter, 2005).)
MATCH@M:(Pressured from without and constrained from within, the strategic management needs keen administrative sense to plot the correct behavior in which they can operate.===>Pod pritiscima spolja i uz ograničanja iznutra, strateškom menadžmentu je potrebno oštro administrativno čulo da bi mogao da planira odgovarajuće ponašanje u okviru kojeg može da radi.)
MATCH@E:(Pressured from without and constrained from within, the strategic management needs keen administrative sense to plot the correct behavior in which they can operate.===>Pod pritiscima spolja i uz ograničanja iznutra, strateškom menadžmentu je potrebno oštro administrativno čulo da bi mogao da planira odgovarajuće ponašanje u okviru kojeg može da radi.)
MATCH@M:(As if this were not enough, the task is made even more difficult by the fact that the management does not act solely as the implementor of company’s strategy.===>Kao da to nije dovoljno, zadatak postaje još složeniji zato što menadžment nije samo neko ko mehanički primenjuje strategiju kompanije.)
MATCH@E:(As if this were not enough, the task is made even more difficult by the fact that the management does not act solely as the implementor of companys strategy.===>Kao da to nije dovoljno, zadatak postaje još složeniji zato što menadžment nije samo neko ko mehanički primenjuje strategiju kompanije.)
MATCH@M:(Therefore it is important that the management is required also to play a key role in the strategy formulation.===>Stoga je značajno da menadžment ima glavnu ulogu u for-mulisanju strategije.)
MATCH@E:(Therefore it is important that the management is required also to play a key role in the strategy formulation (Ottesen and Gronhaug, 2002).===>Stoga je značajno da menadžment ima glavnu ulogu u formulisanju strategije (Ottesen i Gronhaug, 2002).)
MATCH@M:(Thus, the strategic management will often reflect some decisions against which it is lobbied hard.===>Stoga će strateški menadžment uvek odražavati neke odluke protiv kojih se snažno lobira.)
MATCH@E:(Thus, the strategic management will often reflect some decisions against which it is lobbied hard.===>Stoga će strateški menadžment uvek odražavati neke odluke protiv kojih se snažno lobira.)
MATCH@M:(Governmental or Ministerial intervention in the decision making process is an important aspect to consider.===>Intervencije vlade ili ministarstava tokom procesa odlučivanja predstavljaju važan aspekt kome treba posvetiti pažnju.)
MATCH@E:(Governmental or Ministerial intervention in the decision making process is an important aspect to consider.===>Intervencije vlade ili ministarstava tokom procesa odlučivanja predstavljaju važan aspekt kome treba posvetiti pažnju.)
MATCH@M:(Once the final decision is taken, however, management must be able to convince the authority to implement it with commitment and enthusiasm.===>Kad se donese konačna odluka, rukovodstvo će ipak morati da bude spremno da ubedi vlasti da odluku sprovedu uz punu posvećenost i entuzijazam.)
MATCH@E:(Once the final decision is taken, however, management must be able to convince the authority to implement it with commitment and enthusiasm.===>Kad se donese konačna odluka, rukovodstvo će ipak morati da bude spremno da ubedi vlasti da odluku sprovedu uz punu posvećenost i entuzijazam.)
MATCH@M:(Extensive surveys carried out by the Council of Al-Ain Chambers of Commerce and Industry through the years 2006-2007 defined that the main concerns of businessmen are:===>Obimna istraživanja koja je sprovelo Veće Trgovinske i Industrijske komore u Al-Ainu u periodu 20062007. godine došla su do zaključka da su glavni problemi poslovnih ljudi:)
MATCH@E:(Extensive surveys carried out by the Council of Al-Ain Chambers of Commerce and Industry through the years 2006-2007 defined that the main concerns of businessmen are: 1.===>Obimna istraživanja koja je sprovelo Veće Trgovinske i Industrijske komore u Al-Ainu u periodu 20062007. godine došla su do zaključka da su glavni problemi poslovnih ljudi:)
MATCH@M:(1.	Lack of credit/finance/capital: The effective cost of capital is often quite high because regular lending institutions have a hard time evaluating new businesses, especially those production areas with which they are not familiar.===>1.	Nedostatak kredita/finansija/kapitala: efektivni troškovi kapitala često su prilično visoki zato što institucije koje odobrabaju zajmove imaju problema prilikom procenjivanja novih firmi, posebno u onim proizvodnim oblastima koje ne poznaju.)
MATCH@E:(Lack of credit/finance/capital: The effective cost of capital is often quite high because regular lending institutions have a hard time evaluating new businesses, especially those production areas with which they are not familiar.===>1. ~~~ Nedostatak kredita/finansija/kapitala: efektivni troškovi kapitala često su prilično visoki zato što institucije koje odobrabaju zajmove imaju problema prilikom procenjivanja novih firmi, posebno u onim proizvodnim oblastima koje ne poznaju.)
MATCH@M:(Most similar Enterprises in Emirates are not satisfied with the existing banks/financial institutions.===>Mnoga slična preduzeća u Emiratima nisu zadovoljna postojećim bankarskim / finansijskim institucijama.)
MATCH@E:(Most similar Enterprises in Emirates are not satisfied with the existing banks/financial institutions.===>Mnoga slična preduzeća u Emiratima nisu zadovoljna postojećim bankarskim / finansijskim institucijama.)
MATCH@M:(They find loan procedures to be very complicated.===>Smatraju da su procedure dobijanja zajma veoma komplikovane.)
MATCH@E:(They find loan procedures to be very complicated.===>Smatraju da su procedure dobijanja zajma veoma komplikovane.)
MATCH@M:(2.	Access to technology: On the other hand, the digital divide is a significant problem for many medium-sized enterprises in The United Arab Emirates.===>2.	Pristup tehnologiji: s druge strane, digitalna sfera predstavlja veliki problem mnogim srednjim preduze-ćima u Ujedinjenim Arapskim Emiratima.)
MATCH@E:(Access to technology: On the other hand, the digital divide is a significant problem for many medium-sized enterprises in The United Arab Emirates.===>Pristup tehnologiji: s druge strane, digitalna sfera predstavlja veliki problem mnogim srednjim preduzećima u Ujedinjenim Arapskim Emiratima.)
MATCH@M:(In a survey of 60 existing enterprises in the Eastern Province of the United Arab Emirates by ‘’Chamber of Commerce and Industry Council, (CCIC)’’, in the year 2005, over 75 percent of the enterprises reported problems in marketing.===>U pregledu 60 aktivnih preduzeća u Istočnoj provinciji Ujedinjenih Arapskih Emirata koji je sprovelo Veće Trgovinske i industrijske komore (CCIC) 2005. godine, više od 75% preduzeća navelo je da ima probleme sa marketingom.)
MATCH@E:(In a survey of 60 existing enterprises in the Eastern Province of the United Arab Emirates by Chamber of Commerce and Industry Council, (CCIC), in the year 2005, over 75 percent of the enterprises reported problems in marketing.===>U pregledu 60 aktivnih preduzeća u Istočnoj provinciji Ujedinjenih Arapskih Emirata koji je sprovelo Veće Trgovinske i industrijske komore (CCIC) 2005. godine, više od 75% preduzeća navelo je da ima probleme sa marketingom.)
MATCH@M:(While, in The UAE, many of these obstacles are more perceived than actual, they have had the effect to stifle the growth of enterprises.===>Mada su u UAE mnoge takve prepreke pre subjektivne nego stvarne, one su ipak gušile rast preduzeća.)
MATCH@E:(While, in The UAE, many of these obstacles are more perceived than actual, they have had the effect to stifle the growth of enterprises.===>Mada su u UAE mnoge takve prepreke pre subjektivne nego stvarne, one su ipak gušile rast preduzeća.)
MATCH@M:(Bureaucratic hindrances still prevail, while some progress has been made in cutting bureaucratic red tape, as late as 2007.===>Birokratske prepreke su i dalje veoma snažne, mada je bilo nekih uspeha u smanjivanju birokratije sve do 2007. godine.)
MATCH@E:(Bureaucratic hindrances still prevail, while some progress has been made in cutting bureaucratic red tape, as late as 2007.===>Birokratske prepreke su i dalje veoma snažne, mada je bilo nekih uspeha u smanjivanju birokratije sve do 2007. godine.)
MATCH@M:(3.	Limited information on possible markets and clients: Many managers/operators in Emirates have little experience in exporting to foreign markets.===>3.	Ograničene informacije o mogućim tržištima i klijentima: Mnogi menadžeri/rukovodioci u Emiratima imaju malo iskustva sa izvozom na strana tržišta.)
MATCH@E:(Limited information on possible markets and clients: Many managers/operators in Emirates have little experience in exporting to foreign markets.===>Ograničene informacije o mogućim tržištima i klijentima: ~~~ Mnogi menadžeri/rukovodioci u Emiratima imaju malo iskustva sa izvozom na strana tržišta.)
MATCH@M:(Similarly, they have difficulty identifying and attracting foreign investors.===>Isto tako, imaju i probleme da identifikuju i privuku strane investitore.)
MATCH@E:(Similarly, they have difficulty identifying and attracting foreign in vestors.===>Isto tako, imaju i probleme da identifikuju i privuku stra ne investitore.)
MATCH@M:(As a result, their firms are often under-sized and cannot expand in line with growing markets.===>Rezultat je da su njihove firme uvek manjeg obima i ne mogu da se razvijaju uporedo sa tržištima koja rastu.)
MATCH@E:(As a result, their firms are often under-sized and cannot expand in line with growing markets.===>Rezultat je da su njihove firme uvek manjeg obima i ne mogu da se razvijaju uporedo sa tržištima koja rastu.)
MATCH@M:(These problems are additionally made complex by the fact that, because of their lack of access to credit, Emirates’ enterprises are usually the most vulnerable in times of economic recession.===>Ovi problemi se dodatno usložavaju zbog činjenice da su, zbog nemogućnosti da dobiju kredite, preduzeća u Emiratima najranjivija u vreme ekonomske krize.)
MATCH@E:(These problems are additionally made complex by the fact that, because of their lack of access to credit, Emirates enterprises are usually the most vulnerable in times of economic recession.===>Ovi problemi se dodatno usložavaju zbog činjenice da su, zbog nemogućnosti da dobiju kredite, preduzeća u Emiratima najranjivija u vreme ekonomske krize.)
MATCH@M:(The resulting business failures often add to the severity of the recession.===>Stoga se neuspeh u poslovanju često pripisuje ozbiljnosti krize.)
MATCH@E:(The resulting business failures often add to the severity of the recession.===>Stoga se neuspeh u poslovanju često pripisuje ozbiljnosti krize.)
MATCH@M:(This problem will only be further complicated as the economy moves to a freer price system with the country’s ascension to the WTO in 2005.===>Ovaj problem će se samo dodatno kompli-kovati kako se privreda kreće ka slobodnijem sistemu cena otkad je 2005. godine ova zemlja ušla u Svetsku trgovinsku organizaciju (WTO).)
MATCH@E:(This problem will only be further complicated as the economy moves to a freer price system with the countrys ascension to the WTO in 2005.===>Ovaj problem će se samo dodatno komplikovati kako se privreda kreće ka slobodnijem sistemu cena otkad je 2005. godine ova zemlja ušla u Svetsku trgovinsku organizaciju (WTO).)
MATCH@M:(After a long discussion with the management, the conclusion is that the strategic policy faces three important challenges in guiding the delegating of responsibilities and differentiating Date Factory’s tasks.===>Nakon duge rsprave sa menadžmentom, došlo se do zaključka da se strateška politika nalazi pred tri značajna izazova u usmeravanju odgovornosti i diferencijaciji zadataka u Industriji urmi.)
MATCH@E:(After a long discussion with the management, the conclusion is that the strategic policy faces three important challenges in guiding the delegating of responsibilities and differentiating Date Factorys tasks.===>Nakon duge rsprave sa menadžmentom, došlo se do zaključka da se strateška politika nalazi pred tri značajna izazova u usmeravanju odgovornosti i diferencijaciji zadataka u Industriji urmi.)
MATCH@M:(The first is setting the strategic direction for the company by identifying its mission and its business objectives.===>Prvi je postavljanje strateškog pravca kompanije određivanjem njene misije i njenih poslovnih ciljeva.)
MATCH@E:(The first is setting the strategic direction for the company by identifying its mission and its business objectives.===>Prvi je postavljanje strateškog pravca kompanije određivanjem njene misije i njenih poslovnih ciljeva.)
MATCH@M:(The second is building the differentiated enterprise, not only by designing the diverse roles and distributing the assignments but also by making the managers of departments responsible for granting them the legitimacy and power to do so.===>Drugi je izgradnja diferenciranog preduzeća, ne samo projektovanjem različitih uloga i raspodelom zadataka, već i određivanjem odgovornosti menadžera sektora, tako što će im se ga-rantovati i pravo i moć da to čine.)
MATCH@E:(The second is building the differentiated enterprise, not only by designing the diverse roles and distributing the assignments but also by making the managers of departments responsible for granting them the legitimacy and power to do so.===>Drugi je izgradnja diferenciranog preduzeća, ne samo projektovanjem različitih uloga i raspodelom zadataka, već i određivanjem odgovornosti menadžera sektora, tako što će im se garantovati i pravo i moć da to čine.)
MATCH@M:(The final challenge is in directing the process to ensure that several roles are coordinated and that the delegated responsibilities are controlled.===>Konačni izazov je u usmeravanju procesa tako da se omogući da se koor-diniše nekoliko odluka i da se kontrolišu delegirane odgovornosti / zaduženja.)
MATCH@E:(The final challenge is in directing the process to ensure that several roles are coordinated and that the delegated responsibilities are controlled. ~~~ 7.===>Konačni izazov je u usmeravanju procesa tako da se omogući da se koordiniše nekoliko odluka i da se kontrolišu delegirane odgovornosti / zaduženja. 7.)
MATCH@M:(Although aligning the management’s resources, capabilities, and commitment to achieve common long-term objectives is vital, the top management must also achieve results in the short term to remain viable among other similar competitors and credible with the community and stakeholders.===>Iako je usklađivanje resursa, sposobnosti i povećeno-sti menadžmenta postizanju zajedničkih dogoročnih ciljeva od presudnog značaja, top menadžment takođe mora da ostvari kratkoročne rezultate da bi ostao u trci sa ostalim konkurentima i da bi zadržao ugled u zajednici i među stejkholderima.)
MATCH@E:(Leveraging Date Factory Performance Although aligning the managements resources, capabilities, and commitment to achieve common long-term objectives is vital, the top management must also achieve results in the short term to remain viable among other similar competitors and credible with the community and stakeholders.===>Leveridž uspešnosti Industrije urmi Iako je usklađivanje resursa, sposobnosti i povećenosti menadžmenta postizanju zajedničkih dogoročnih ciljeva od presudnog značaja, top menadžment takođe mora da ostvari kratkoročne rezultate da bi ostao u trci sa ostalim konkurentima i da bi zadržao ugled u zajednici i među stejkholderima.)
MATCH@M:(The top management role is to provide the controls, and coordination to leverage resources and capabilities to their highest level of performance.===>Uloga top menadž-menta je da obezbedi instrumente kontrole i koordinacije da bi uposlio resurse i sposobnosti tako da postignu najbolji mogući učinak.)
MATCH@E:(The top management role is to provide the controls, and coordination to leverage resources and capabilities to their highest level of performance (Hopp et.al, 2004).===>Uloga top menadžmenta je da obezbedi instrumente kontrole i koordinacije da bi uposlio resurse i sposobnosti tako da postignu najbolji mogući učinak (Hopp i dr., 2004).)
MATCH@M:(In doing so, and in order to be properly appreciated in new and sophisticated markets, date must be well cared for, well handled and beautifully packaged, and attract the choosy consumer.===>U ovom procesu, a i da bi kompanija stvorila ugled na novim i sofisticiranim tržištima, o urmama mora dobro da se brine, da se njima pažljivo rukuje, a i pako-vanje treba da bude lepo, tako da privuče pažnju probirljivog potrošača.)
MATCH@E:(In doing so, and in order to be properly appreciated in new and sophisticated markets, date must be well cared for, well handled and beautifully packaged, and attract the choosy consumer.===>U ovom procesu, a i da bi kompanija stvorila ugled na novim i sofisticiranim tržištima, o urmama mora dobro da se brine, da se njima pažljivo rukuje, a i pakovanje treba da bude lepo, tako da privuče pažnju probirljivog potrošača.)
MATCH@M:(To accomplish this, the strategic management uses a new approach.===>Da bi to postigli, strateški menadžment koristi novi pristup.)
MATCH@E:(To accomplish this, the strategic management uses a new approach.===>Da bi to postigli, strateški menadžment koristi novi pristup.)
MATCH@M:(The management focuses first on better farming and cultural practices in the growing of dates.===>Menadžment se prvo koncentriše na bolje načine uzgajanja i kulturološke postupke u gajenju urmi.)
MATCH@E:(The management focuses first on better farming and cultural practices in the growing of dates.===>Menadžment se prvo koncentriše na bolje načine uzgajanja i kulturološke postupke u gajenju urmi.)
MATCH@M:(The management implements new and better methods in date handling and processing, managing to preserve the natural freshness of the fruit and maintain consistent quality.===>Menadžment primenjuje nove i bolje metode u rukovanju i preradi urmi, tako da uspeva da zadrži prirodnu svežinu voća i da zadrži nepromenjeni kvalitet.)
MATCH@E:(The management implements new and better methods in date handling and processing, managing to preserve the natural freshness of the fruit and maintain consistent quality.===>Menadžment primenjuje nove i bolje metode u rukovanju i preradi urmi, tako da uspeva da zadrži prirodnu svežinu voća i da zadrži nepromenjeni kvalitet.)
MATCH@M:(In short, the management as a strategy developed an integrated approach that includes quality controls at both the farming and processing levels, as well as appropriate product packaging.===>Ukratko, menadžment je kao strategiju razvio jedan integralni pristup koji obuhvata kontrolu kvaliteta i na nivou uzgajanja i na nivou prerade, kao i odgovarajuće pakovanje proizvoda.)
MATCH@E:(In short, the management as a strategy developed an integrated approach that includes quality controls at both the farming and processing levels, as well as appropriate product packaging.===>Ukratko, menadžment je kao strategiju razvio jedan integralni pristup koji obuhvata kontrolu kvaliteta i na nivou uzgajanja i na nivou prerade, kao i odgovarajuće pakovanje proizvoda.)
MATCH@M:(In an environment of uncertainty and change, a clear sense of direction is essential in the pursuit of objectives.===>Da bi se postigli ciljevi u neizvesnom i promenljivom okruženju, potrebno je imati jasan osećaj usmerenja.)
MATCH@E:(In an environment of uncertainty and change, a clear sense of direction is essential in the pursuit of objectives.===>Da bi se postigli ciljevi u neizvesnom i promenljivom okruženju, potrebno je imati jasan osećaj usmerenja.)
MATCH@M:(As Michael Porter has emphasized, strategy is not about doing things better - this is the concern of operational effectiveness - strategy is about doing things differently, hence the essence of strategy is making choices (Porter, 1996).===>Kako je naglasio Michael Porter, strategija se ne sastoji u tome da se neke stvari urade bolje - to je pitanje efektivnosti rada - strategija je u tome da se neke stvari urade na drugačiji način, i stoga je suština strategije u izboru (Porter, 1996).)
MATCH@E:(As Michael Porter has emphasized, strategy is not about doing things better this is the concern of operational effectiveness - strategy is about doing things differently, hence the essence of strategy is making choices (Porter, 1996).===>Kako je naglasio Michael Porter, strategija se ne sastoji u tome da se neke stvari urade bolje to je pitanje efektivnosti rada strategija je u tome da se neke stvari urade na drugačiji način, i stoga je suština strategije u izboru (Porter, 1996).)
MATCH@M:(Neither intuition nor analysis alone is sufficient for making good strategic decisions.===>Ni intuicija ni analiza same po sebi nisu dovoljne da bi se donele dobre strateške odluke.)
MATCH@E:(Neither intuition nor analysis alone is sufficient for making good strategic decisions.===>Ni intuicija ni analiza same po sebi nisu dovoljne da bi se donele dobre strateške odluke.)
MATCH@M:(Intuition, based on one’s past experiences, judgment, and “gut” feelings, does not include the use of analytical strategic-management concepts that have been developed and successfully tested in the business world.===>Intuicija zasnovana na ranijim iskustvima ne obuhvata primenu analitičkih koncepata strateškog menadžmenta razvijenih i uspe-šno proverenih u poslovnom svetu.)
MATCH@E:(Intuition, based on ones past experiences, judgment, and gut feelings, does not include the use of analytical strategic-management concepts that have been developed and successfully tested in the business world (Demeter, 2003).===>Intuicija zasnovana na ranijim iskustvima ne obuhvata primenu analitičkih koncepata strateškog menadžmenta razvijenih i uspešno proverenih u poslovnom svetu (Demeter, 2003).)
MATCH@M:(To ignore these techniques that are based on historical learning is like trying to reinvent the wheel.===>Ignorisati ove tehnike koje se zasnivaju na istorijskom učenju (iskustvu) isto je što i ponovo izmišljati točak.)
MATCH@E:(To ignore these techniques that are based on historical learning is like trying to reinvent the wheel.===>Ignorisati ove tehnike koje se zasnivaju na istorijskom učenju (iskustvu) isto je što i ponovo izmišljati točak.)
MATCH@M:(However, no analytical tools can capture all aspects of a given organization’s culture and situation.===>Ipak, ni jedan instrument analize ne može da obuhvati sve aspekte kulture i situacije jedne organizacije.)
MATCH@E:(However, no analytical tools can capture all aspects of a given organizations culture and situation.===>Ipak, ni jedan instrument analize ne može da obuhvati sve aspekte kulture i situacije jedne organizacije.)
MATCH@M:(Nor can analytical tools assimilate all the subjective information that must be considered in strategic management, such as personalities, emotions, values, beliefs, customs, and ethical factors.===>Instrumenti analize takođe ne mogu ni da prime sve subjektivne informacije koje se moraju uzeti u obzir u strateškom menadžmentu, kao što su ličnosti, emocije, vrednosti, verovanja, običaji i etički faktori.)
MATCH@E:(Nor can analytical tools assimilate all the subjective information that must be considered in strategic management, such as personalities, emotions, values, beliefs, customs, and ethical factors (Yang, et.al, 2003).===>Instrumenti analize takođe ne mogu ni da prime sve subjektivne informacije koje se moraju uzeti u obzir u strateškom menadžmentu, kao što su ličnosti, emocije, vrednosti, verovanja, običaji i etički faktori (Yang, i dr., 2003).)
MATCH@M:(Thus, it is very important to integrate intuition and analysis into strategic management.===>Stoga je veoma važno da se intuicija i analiza uklope u strateški menadžment.)
MATCH@E:(Thus, it is very important to integrate intuition and analysis into strategic management.===>Stoga je veoma važno da se intuicija i analiza uklope u strateški menadžment. 8.)
MATCH@M:(Elementary for the company to develop a successful strategy is to make it simple and understandable to its employees (probably by allowing some managers to participate and shaping its future policy and strategy, and setting long-term goals, the profound understanding of the competitive environment as there are many local producers and foreign products from abroad particularly from other Gulf States like the Saudi Arabia and Oman.===>Da bi strategija koju kompanija razvija bila uspešna, od osnovnog je značaja da strategija bude jednostavna i razumljiva zaposlenima (verovatno tako što će nekim menadžerima biti dozvoljeno da oblikuju njenu buduću politiku i strategiju i postavljaju dugoročne ciljeve) pošto postoji veliki broj lokalnih proizvođača i proizvoda iz inostranstva, posebno iz drugih Zalivskih država kao što su Saudijska Arabija i Oman.)
MATCH@E:(8. ~~~ Building a Successful Strategy Elementary for the company to develop a successful strategy is to make it simple and understandable to its employees (probably by allowing some managers to participate and shaping its future policy and strategy, and setting long-term goals, the profound understanding of the competitive environment as there are many local producers and foreign products from abroad particularly from other Gulf States like the Saudi Arabia and Oman.===>Razvijanje uspešne strategije Da bi strategija koju kompanija razvija bila uspešna, od osnovnog je značaja da strategija bude jednostavna i razumljiva zaposlenima (verovatno tako što će nekim menadžerima biti dozvoljeno da oblikuju njenu buduću politiku i strategiju i postavljaju dugoročne ciljeve) pošto postoji veliki broj lokalnih proizvođača i proizvoda iz inostranstva, posebno iz drugih Zalivskih država kao što su Saudijska Arabija i Oman.)
MATCH@M:(To achieve success the company tried to utilise its resources - this is called the objective appraisal of resources.===>Da bi postigla uspeh, kompanija se trudi da iskoristi svoje resurse - ovo se naziva objektivna procena resursa.)
MATCH@E:(To achieve success the company tried to utilise its resources - this is called the objective appraisal of re sources.===>Da bi postigla uspeh, kompanija se trudi da iskoristi svoje resurse ovo se naziva objektivna procena resursa.)
MATCH@M:(The Marketing Manager in the factory noticed that “despite the importance of such enterprises in the economy, these are unable to benefit from the incentives provided by the government and, due to their small or medium size’’; commercial banks view them as high risk borrowers and refrain from funding their needs.===>Menadžer marketinga u fabrici zapaža da „uprkos značaju ovakvih preduzeca za privredu, ona nisu u stanju da iskoriste podsticaje koje daje vlada upravo zato što su to mala ili srednja preduzeca“; komercijalne banke ih smatraju dužnicima visokog rizika i izbegavaju da ih finansiraju.)
MATCH@E:(The Marketing Manager in the factory noticed that despite the importance of such enterprises in the economy, these are unable to benefit from the incentives provided by the government and, due to their small or medium size; commercial banks view them as high risk borrowers and refrain from funding their needs.===>Menadžer marketinga u fabrici zapaža da uprkos značaju ovakvih preduzeća za privredu, ona nisu u stanju da iskoriste podsticaje koje daje vlada upravo zato što su to mala ili srednja preduzeća; komercijalne banke ih smatraju dužnicima visokog rizika i izbegavaju da ih finansiraju.)
MATCH@M:(The areas of special emphasis should include:===>Oblasti koje zavređuju posebnu pažnju su sledece:)
MATCH@E:(The areas of special emphasis should include: 1.===>Oblasti koje zavređuju posebnu pažnju su sledeće:)
MATCH@M:(1.	Training/human resource development===>1.	Obuka/ razvoj ljudskih resursa)
MATCH@E:(Training/human resource development 2.===>1. ~~~ Obuka/ razvoj ljudskih resursa 2.)
MATCH@M:(2.	Funding for research and development===>2.	Finansiranje istraživanja i razvoja)
MATCH@E:(Funding for research and development 3.===>Finansiranje istraživanja i razvoja 3.)
MATCH@M:(3.	Addressing weaknesses in transportation and infrastructure===>3.	Rešavanje slabosti/proBlema u transportu i infrastrukturi)
MATCH@E:(Addressing weaknesses in transportation and infrastructure 4.===>Rešavanje slabosti/proBlema u transportu i in frastrukturi 4.)
MATCH@M:(4.	Encouragement and creation of alternative financial sources===>4.	Podsticanje i stvaranje alternativnih finansijskih izvora)
MATCH@E:(Encouragement and creation of alternative financial sources 5.===>Podsticanje i stvaranje alternativnih finansijskih izvora 5.)
MATCH@M:(5.	Improving knowledge of the legal environment for these enterprises.===>5.	Bogaćenje znanja o zakonskom okruženju za ova preduzeca.)
MATCH@E:(Improving knowledge of the legal environment for these enterprises.===>Bogaćenje znanja o zakonskom okruženju za ova preduzeća.)
MATCH@M:(In the above discussion, the issue of management reliance on control mechanisms is mentioned in the introduction section of this case study.===>U gore navedenoj diskusiji, pitanje oslanjanja me-nadžmenta na mehanizme kontrole pominje se u uvodnom delu ove stidije slučaja.)
MATCH@E:(In the above discussion, the issue of management reliance on control mechanisms is mentioned in the introduction section of this case study.===>U gore navedenoj diskusiji, pitanje oslanjanja menadžmenta na mehanizme kontrole pominje se u uvodnom delu ove stidije slučaja.)
MATCH@M:(The management group ensures that their particular responsibilities are understood in relation to the overall goal and that strategic and operational priorities are clearly identified and agreed upon.===>Menadžment nastoji da se njihove posebne odgovornosti shvate u odnosu na ukupni cilj i da strateški i operativni prioriteti budu jasno identifikovani i usaglašeni.)
MATCH@E:(The management group ensures that their particular responsibilities are understood in relation to the overall goal and that strategic and operational priorities are clearly identified and agreed upon.===>Menadžment nastoji da se njihove posebne odgovornosti shvate u odnosu na ukupni cilj i da strateški i operativni prioriteti budu jasno identifikovani i usaglašeni.)
MATCH@M:(They demand standards and use frequent informal visits to discuss operations and identify new problems or opportunities quickly.===>Oni zahtevaju standarde i koriste česte neformalne posete da bi raspravljali o (poslovnim) operacijama i brzo identifiko-vali nove probleme ili nove mogucnosti.)
MATCH@E:(They demand standards and use frequent informal visits to discuss operations and identify new problems or opportunities quickly.===>Oni zahtevaju standarde i koriste česte neformalne posete da bi raspravljali o (poslovnim) operacijama i brzo identifikovali nove probleme ili nove mogućnosti.)
MATCH@M:(The management of the company, in its efforts as a strategy promoter, can ensure a renewal of thoughts and policies by defining the company’s mission and value statements so that they provide some stretch and maneuverability for effective managers, and also legitimize new initiatives.===>U svojim naporima da promoviše strategiju, rukovodstvo kompanije može da obnovi neke politike i razmišljanja time što će definisati misiju i definicije vredno-sti kompanije i time uspešnim menadžerima dati više manevarskog prostora, a istovremeno legitimitet novim inicijativama.)
MATCH@E:(The management of the company, in its efforts as a strategy promoter, can ensure a renewal of thoughts and policies by defining the companys mission and value statements so that they provide some stretch and maneuverability for effective managers, and also legitimize new initiatives.===>U svojim naporima da promoviše strategiju, rukovodstvo kompanije može da obnovi neke politike i razmišljanja time što će definisati misiju i definicije vrednosti kompanije i time uspešnim menadžerima dati više manevarskog prostora, a istovremeno legitimitet novim inicijativama.)
MATCH@M:(More than this, those at the top levels must monitor closely the process of dynamic imbalance they create and strongly support some of the more entrepreneurial experimentation or imaginative challenges to the status quo that emerge from such a situation.===>I još više, oni koji su na najvišim pozcijama u rukovodstvu moraju pažljivo da prate dinamičku neravnotežu koja nastaje njihovim radom i da daju punu podršku preduzetničkom eksperimenti-sanju ili maštovitim rešenjima za status kvo koji pro-izilazi iz ovakve situacije.)
MATCH@E:(More than this, those at the top levels must monitor closely the process of dynamic imbalance they create and strongly support some of the more entrepreneurial experimentation or imaginative challenges to the status quo that emerge from such a situation.===>I još više, oni koji su na najvišim pozcijama u rukovodstvu moraju pažljivo da prate dinamičku neravnotežu koja nastaje njihovim radom i da daju punu podršku preduzetničkom eksperimentisanju ili maštovitim rešenjima za status kvo koji proizilazi iz ovakve situacije.)
MATCH@M:(What emerges from the above discussion is that strategy making is not someone’s abstract analysis for devising the optimal strategy for the firm.===>Iz ove diskusije proizilazi da stvaranje strategije ne predstavlja neku apstraktnu analizu pojedinca u ciju razvijanja optimalne strategije za firmu.)
MATCH@E:(What emerges from the above discussion is that strategy making is not someones abstract analysis for devising the optimal strategy for the firm.===>Iz ove diskusije proizilazi da stvaranje strategije ne predstavlja neku apstraktnu analizu pojedinca u ciju razvijanja optimalne strategije za firmu.)
MATCH@M:(Strategy making is part of an ongoing management process.===>Razvijanje strategije deo je tekućeg procesa upravljanja.)
MATCH@E:(Strategy making is part of an ongoing management process.===>Razvijanje strategije deo je tekućeg procesa upravljanja.)
MATCH@M:(The reason that strategic management has displaced the terms longterm planning and corporate planning is partly to disassociate strategy from planning, but also to emphasize that strategy making is a central component of what managers do.===>Razlog što je strateško upravljanje izostavilo termine dugoročno planiranje i korporativno planiranje delimično je taj što su želeli da odvoje strategiju od planiranja, ali i da naglase da razvijanje strategije predstavlja centralnu komponentu onoga što menadžeri u stvari rade.)
MATCH@E:(The reason that strategic management has displaced the terms longterm planning and corporate planning is partly to disassociate strategy from planning, but also to emphasize that strategy making is a central component of what managers do.===>Razlog što je strateško upravljanje izostavilo termine dugoročno planiranje i korporativno planiranje delimično je taj što su želeli da odvoje strategiju od planiranja, ali i da naglase da razvijanje strategije predstavlja centralnu komponentu onoga što menadžeri u stvari rade.)
MATCH@M:(Viewing strategy making as part of the management process helps us see that strategy plays multiple roles within organizations.===>Kad strategiju posmatramo kao deo procesa upravljanja, videćemo da ona ima višestruku ulogu u organizaciji.)
MATCH@E:(Viewing strategy making as part of the management process helps us see that strategy plays multiple roles within organizations.===>Kad strategiju posmatramo kao deo procesa upravljanja, videćemo da ona ima višestruku ulogu u organizaciji.)
MATCH@M:(Some chief executive officers, strategists, and organizations have been successful, to date, without using strategic-management concepts and techniques.===>Neki glavni izvršni organi (direktori), stratezi i neke organizacije bili su dosad uspešni, a da nisu prime-njivali koncepte i tehnike strateškog menadžmenta.)
MATCH@E:(Some chief executive officers, strategists, and organizations have been successful, to date, without using strategic-management concepts and techniques.===>Neki glavni izvršni organi (direktori), stratezi i neke organizacije bili su dosad uspešni, a da nisu primenjivali koncepte i tehnike strateškog menadžmenta.)
MATCH@M:(However, success today is no guarantee for success tomorrow.===>Ipak, uspeh postignut danas nije garancija da ćemo biti uspešni i u budućnosti.)
MATCH@E:(However, success today is no guarantee for success tomorrow (Harris and Kimberley, 2003).===>Ipak, uspeh postignut danas nije garancija da ćemo biti uspešni i u budućnosti (Harris i Kimberley, 2003).)
MATCH@M:(The business world is becoming global in scope; technology is changing the nature of competition in all industries.===>Poslovni svet dobija globalne dimenzije; tehnologija menja prirodu konkurencije u svim granama privrede.)
MATCH@E:(The business world is becoming global in scope; technology is changing the nature of competition in all industries.===>Poslovni svet dobija globalne dimenzije; tehnologija menja prirodu konkurencije u svim granama privrede.)
MATCH@M:(Strategic management enables organizations to recognize and adapt to change more readily; successfully adapting to change is the key to survival and prosperity.===>Strateški menadžment omogućava prganizacijama da prepoznaju promenu i da povećaju svoju spremnost da joj se prilagode; uspešno prilagođavanje promena-ma predstavlja ključ za opstanak i prosperitet.)
MATCH@E:(Strategic management enables organizations to recognize and adapt to change more readily; successfully adapting to change is the key to survival and prosperity.===>Strateški menadžment omogućava prganizacijama da prepoznaju promenu i da povećaju svoju spremnost da joj se prilagode; uspešno prilagođavanje promenama predstavlja ključ za opstanak i prosperitet.)
MATCH@M:(There is no good alternative approach to strategic management.===>Ne postoji dobar alternativni pristup strateškom menadž-mentu.)
MATCH@E:(There is no good alternative approach to strategic management.===>Ne postoji dobar alternativni pristup strateškom menadžmentu.)
MATCH@M:(Strategists can best assure that strategies formulated will be effectively implemented by involving as many managers as possible in the strategy formulation process.===>Time što će što je moguće više menadžera uključiti u proces formulisanja strategije, stratezi će se na najbolji način postarati da formilisane strategije budu efektivno primenjene.)
MATCH@E:(Strategists can best assure that strategies formulated will be effectively implemented by involving as many managers as possible in the strategy formulation process.===>Time što će što je moguće više menadžera uključiti u proces formulisanja strategije, stratezi će se na najbolji način postarati da formilisane strategije budu efektivno primenjene.)
MATCH@M:(Also, it is important to communicate effectively why changes are needed.===>Takođe je važno objasniti zašto su promene potrebne, i to na što efektivniji način.)
MATCH@E:(Also, it is important to communicate effectively why changes are needed (Dudley, 2000).===>Takođe je važno objasniti zašto su promene potrebne, i to na što efektivniji način (Dudley, 2000).)
MATCH@M:(Based upon the company’s mission, and the discussions with managers in the company, the assessment of strengths and weaknesses is part of organizational analysis, and aimed at suggesting management strategies in the future.===>Ocena snaga i slabosti deo je organizacione analize koja se vrši na osnovu misije kompanije i razgovora sa menadžerima kompanije, a sa ciljem da se menadž-mentu sugerišu strategije za budući period.)
MATCH@E:(The Management New Strategy: Based upon the companys mission, and the discussions with managers in the company, the assessment of strengths and weaknesses is part of organizational analysis, and aimed at suggesting management strategies in the future.===>Nova strategija menadžmenta Ocena snaga i slabosti deo je organizacione analize koja se vrši na osnovu misije kompanije i razgovora sa menadžerima kompanije, a sa ciljem da se menadžmentu sugerišu strategije za budući period.)
MATCH@M:(The primary focus of the field of strategic management is to figure out how companies can create value for shareholders and achieve strong financial performance.===>Primarni zadatak strateškog menadžmenta jeste da smisli kako kompanije mogu da stvore vrednost za ak-cionare i da postignu visok učinak.)
MATCH@E:(The primary focus of the field of strategic management is to figure out how companies can create value for shareholders and achieve strong financial performance (Hoegl and Gemuenden, 2001).===>Primarni zadatak strateškog menadžmenta jeste da smisli kako kompanije mogu da stvore vrednost za akcionare i da postignu visok učinak (Hoegl i Gemuenden, 2001).)
MATCH@M:(According to this perspective, a local firm’s success in other country industry, or success in competing local or foreign firms or enterprises depends on the unique attributes of the industry - its knowledge-intensive nature and non-location based boundaries.===>Na osnovu ovakvog shvatanja, uspešnost lokalne firme u nekoj drugoj zemlji ili uspešnost u konkurenciji sa lokalnim ili stranim firmama zavisiće od atributa jedinstvenih za tu privrednu granu - količine znanja koju poseduje i nevezanosti za samo jedno ograničeno geografsko područje.)
MATCH@E:(According to this perspective, a local firms success in other country industry, or success in competing local or foreign firms or enterprises depends on the unique attributes of the industry its knowledge-intensive nature and non-location based boundaries.===>Na osnovu ovakvog shvatanja, uspešnost lokalne firme u nekoj drugoj zemlji ili uspešnost u konkurenciji sa lokalnim ili stranim firmama zavisiće od atributa jedinstvenih za tu privrednu granu količine znanja koju poseduje i nevezanosti za samo jedno ograničeno geografsko područje.)
MATCH@M:(The application of modern techniques in irrigation, fertilization, pollination, fruit covering, thinning, harvest, and transportation enable the farms to provide the processing plant with the highest quality possible of fresh product.===>Primena savremenih tehnika u navodnjavanju, đubrenju, oprašivanju, zaštiti voća, proređivanju, branju i transportu omogućava farmama da izgrade postrojenja za preradu koja će obezbediti najviši mogući kvalitet svežeg proizvoda.)
MATCH@E:(The application of modern techniques in irrigation, fertilization, pollination, fruit covering, thinning, harvest, and transportation enable the farms to provide the processing plant with the highest quality possible of fresh product.===>Primena savremenih tehnika u navodnjavanju, đubrenju, oprašivanju, zaštiti voća, proređivanju, branju i transportu omogućava farmama da izgrade postrojenja za preradu koja će obezbediti najviši mogući kvalitet svežeg proizvoda. 2 Proizvodnja i radna snaga: proizvodne operacije sprovode visoko obučeni radnici koji na tržište iznose sveže urme u lepom pakovanju.)
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BAD_LINE_M:The application of modern techniques in irrigation, fertilization, pollination, fruit covering, thinning, harvest, and transportation enable the farms to provide the processing plant with the highest quality possible of fresh product.
BAD_LINE_M:Primena savremenih tehnika u navodnjavanju, đubrenju, oprašivanju, zaštiti voća, proređivanju, branju i transportu omogućava farmama da izgrade postrojenja za preradu koja će obezbediti najviši mogući kvalitet svežeg proizvoda.
BAD_LINE_E:The application of modern techniques in irrigation, fertilization, pollination, fruit covering, thinning, harvest, and transportation enable the farms to provide the processing plant with the highest quality possible of fresh product.
BAD_LINE_E:Primena savremenih tehnika u navodnjavanju, đubrenju, oprašivanju, zaštiti voća, proređivanju, branju i transportu omogućava farmama da izgrade postrojenja za preradu koja će obezbediti najviši mogući kvalitet svežeg proizvoda. 2 Proizvodnja i radna snaga: proizvodne operacije sprovode visoko obučeni radnici koji na tržište iznose sveže urme u lepom pakovanju.
MATCH@M:(2-	Production and labor: highly trained labor carry on the production operation to provide the market with fine packages of fresh dates.===>2	- Proizvodnja i radna snaga: proizvodne operacije sprovode visoko obučeni radnici koji na tržište iznose sveže urme u lepom pakovanju.)
MATCH@E:(2- Production and labor: highly trained labor carry on the production operation to provide the market with fine packages of fresh dates.===>Ove dve strategije odrediće kakva ova Industrija treba da postane ili kakva želi da bude.)
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BAD_LINE_M:2-	Production and labor: highly trained labor carry on the production operation to provide the market with fine packages of fresh dates.
BAD_LINE_M:2	- Proizvodnja i radna snaga: proizvodne operacije sprovode visoko obučeni radnici koji na tržište iznose sveže urme u lepom pakovanju.
BAD_LINE_E:2- Production and labor: highly trained labor carry on the production operation to provide the market with fine packages of fresh dates.
BAD_LINE_E:Ove dve strategije odrediće kakva ova Industrija treba da postane ili kakva želi da bude.
MATCH@M:(For example, successful date industry firms tend to have capabilities that are valuable, unique and hard for rivals to imitate or match.===>Na primer, uspešne firme u proizvodnji urmi teže da postignu sposobnosti koje su vredne, jedinstvene i koje suparničke firme teško mogu da prevaziđu ili da imitiraju.)
MATCH@E:(For example, successful date industry firms tend to have capabilities that are valuable, unique and hard for rivals to imitate or match.===>Na primer, uspešne firme u proizvodnji urmi teže da postignu sposobnosti koje su vredne, jedinstvene i koje suparničke firme teško mogu da prevaziđu ili da imitiraju.)
MATCH@M:(The aim of such a strategy is to protect the company share of the bulk in the specific industry, but concentrate on branded sale for growth.===>Cilj ovakve strategije jeste da zaštiti udeo kompanije u op-štem obimu određene privredne grane, ali uz koncentri-sanje na brendiranu prodaju kojom se obezbeđuje rast.)
MATCH@E:(The aim of such a strategy is to protect the company share of the bulk in the specific industry, but concentrate on branded sale for growth.===>Cilj ovakve strategije jeste da zaštiti udeo kompanije u opštem obimu određene privredne grane, ali uz koncentrisanje na brendiranu prodaju kojom se obezbeđuje rast.)
MATCH@M:(For example, the pro-market reforms in a county may open the door for similar companies to win foreign markets.===>Na primer, pro-tržišne reforme u zemlji mogu da otvore vrata sličnim kompanijama da naprave prodor na strana tržišta.)
MATCH@E:(For example, the pro-market reforms in a county may open the door for similar companies to win foreign mar kets.===>Na primer, pro-tržišne reforme u zemlji mogu da otvore vrata sličnim kompanijama da naprave prodor na strana tržišta.)
MATCH@M:(The notion of fostering strategic adaptation through establishing a few broad principles and directives to guide decentralized decision making is consistent with the tenets of complexity theory.===>Koncept podsticanja strateškog prilagođavanja uspostavljanjem nekolicine principa i smernica šireg opsega u cilju usmeravanja decentralizovanog odlučivanja u skladu je sa postavkama teorije složenosti.)
MATCH@E:(The notion of fostering strategic adaptation through establishing a few broad principles and directives to guide decentralized decision making is consistent with the tenets of complexity theory (Gadiesh and Gilbert, 2001).===>Koncept podsticanja strateškog prilagođavanja uspostavljanjem nekolicine principa i smernica šireg opsega u cilju usmeravanja decentralizovanog odlučivanja u skladu je sa postavkama teorije složenosti (Gadeish i Gilbert, 2001).)
MATCH@M:(6-	Placing greater emphasis on research and development.===>6	- Veči naglasak na istraživanju i razvoju.)
MATCH@E:(6- Placing greater emphasis on research and development.===>6 Veći naglasak na istraživanju i razvoju.)
MATCH@M:(The purpose of these two strategies is to enhance the previous two strategies (i.e., business strategies-based view).===>Svrha ove dve strategije jeste da pospeše prethodne dve strategije (t.j., poslovne strategije).)
MATCH@E:(The purpose of these two strategies is to enhance the previous two strategies (i.e., business strategiesbased view).===>Svrha ove dve strategije jeste da pospeše prethodne dve strategije (t.j., poslovne strategije).)
MATCH@M:(The author concludes that all three perspectives provide an insight into the forces that determine the firm performance.===>Autor zaključuje da sve tri ove perspektive obezbeđuju uvid u snage koje određuju učinak jedne firme.)
MATCH@E:(The author concludes that all three perspectives provide an insight into the forces that determine the firm performance.===>Autor zaključuje da sve tri ove perspektive obezbeđuju uvid u snage koje određuju učinak jedne firme.)
MATCH@M:(The complexity of local competition leads managers all over the world to struggle to find the best ways to achieve successful performance.===>Složenost lokalne konkurencije navodi menadžere širom sveta da se trude i nađu najbolje načine da ostvare uspeh.)
MATCH@E:(The complexity of local competition leads managers all over the world to struggle to find the best ways to achieve successful performance.===>Složenost lokalne konkurencije navodi menadžere širom sveta da se trude i nađu najbolje načine da ostvare uspeh.)
MATCH@M:(Generalizations based on stereotypes might lead to false conclusions - such as the Western assumption that Asian managers are willing to sacrifice short-term profits for long-term market gains.===>Generalizacije zasnovane na stereotipima mogu da dovedu do pogrešnih zaključaka, kao što su pretpostavke Zapada da če azijski menadžeri rado žrtvovati kratkoročne profite zarad dugoročnih uspeha na tržištu.)
MATCH@E:(Generalizations based on stereotypes might lead to false conclusions such as the Western assumption that Asian managers are willing to sacrifice short-term profits for long-term market gains.===>Generalizacije zasnovane na stereotipima mogu da dovedu do pogrešnih zaključaka, kao što su pretpostavke Zapada da će azijski menadžeri rado žrtvovati kratkoročne profite zarad dugoročnih uspeha na tržištu. 10.)
MATCH@M:(In general, any enterprise needs a strong unifying sense of direction and this is the case with the strategic management in this research.===>Uopšteno govoreči, svakom preduzeču potrebno je da ima čvrst osečaj pravca koji ujedinjuje sve zaposlene i to je slučaj i sa menadžmentom koji je predmet ovog istraživanja.)
MATCH@E:(10. ~~~ Summary In general, any enterprise needs a strong unifying sense of direction and this is the case with the strategic management in this research.===>Zaključak Uopšteno govoreći, svakom preduzeću potrebno je da ima čvrst osećaj pravca koji ujedinjuje sve zaposlene i to je slučaj i sa menadžmentom koji je predmet ovog istraživanja.)
MATCH@M:(But that need is particularly strong in an organization in which tasks are differentiated and responsibilities delegated.===>Ali ova potreba je posebno snažna u organizaciji koja ima diferencirane zadatke i u kojoj su zaduženja (odgovornosti) delegirana.)
MATCH@E:(But that need is particularly strong in an organization in which tasks are differentiated and responsibilities delegated.===>Ali ova potreba je posebno snažna u organizaciji koja ima diferencirane zadatke i u kojoj su zaduženja (odgovornosti) delegirana.)
MATCH@M:(Without these, the decentralized management process in the company will quickly degenerate into strategic anarchy.===>Bez toga, de-centralizovani proces rukovođenja u kompaniji brzo če se raspasti i dovesti do strateške anarhije.)
MATCH@E:(Without these, the decentralized management process in the company will quickly degenerate into strategic anarchy.===>Bez toga, decentralizovani proces rukovođenja u kompaniji brzo će se raspasti i dovesti do strateške anarhije.)
MATCH@M:(In this research the level of analysis is shifted down to the executive’s management levels.===>U ovom istraživanju nivo analize je spušten na nivo izvršnog menadžmenta.)
MATCH@E:(In this research the level of analysis is shifted down to the executives management levels.===>U ovom istraživanju nivo analize je spušten na nivo izvršnog menadžmenta.)
MATCH@M:(Rather than think in terms of the changing nature of business environment or conflicting strategic imperatives facing the management strategy, highlighted is the examination of the new roles of the management and managers.===>Umesto da razmišljamo kako da promenimi prirodu poslovnog okruženja ili sukobljene strateške imperative sa kojima se suočava strategija meandžmenta, naglašava se istraživanje novih uloga menadžmenta i menadžera.)
MATCH@E:(Rather than think in terms of the changing nature of business environment or conflicting strategic imperatives facing the management strategy, highlighted is the examination of the new roles of the management and managers.===>Umesto da razmišljamo kako da promenimi prirodu poslovnog okruženja ili sukobljene strateške imperative sa kojima se suočava strategija meandžmenta, naglašava se istraživanje novih uloga menadžmenta i menadžera.)
MATCH@M:(The management’s new roles in setting an effective strategy(s), are through the integration and provision of directions for other employees in the company.===>Nove uloge menadžmenta u uspostavljanju efektivnih strategija sastoje se u integrisanju i davanju direktiva drugim zaposlenima u kompaniji.)
MATCH@E:(The managements new roles in setting an effective strategy(s), are through the integration and provision of directions for other employees in the company.===>Nove uloge menadžmenta u uspostavljanju efektivnih strategija sastoje se u integrisanju i davanju direktiva drugim zaposlenima u kompaniji.)
MATCH@M:(These roles involve familiar tasks as well as several new ones they must become thought leaders in their discipline and be active across the different departments and among employees.===>Ove uloge obuhvataju več poznate zadatke, ali i neke nove - oni moraju da postanu lideri u razmišljanju u njihovoj disciplini i da aktivno deluju u različitim sektorima i među zaposlenima.)
MATCH@E:(These roles involve familiar tasks as well as several new ones< they must become thought leaders in their discipline and be active across the different departments and among employees.===>Ove uloge obuhvataju već poznate zadatke, ali i neke nove oni moraju da postanu lideri u razmišljanju u njihovoj disciplini i da aktivno deluju u različitim sektorima i među zaposlenima.)
MATCH@M:(The training programs for the employees are needed to improve customer services and satisfaction as well as to improve communication with customers effectively and efficiently.===>Programi obuke za zaposlene potrebni su da bi se poboljšala usluga i zadovoljstvo potrošača, kao i da bi se efektivno i efikasno unapredila komunikacija sa potrošačima.)
MATCH@E:(The training programs for the employees are needed to improve customer services and satisfaction as well as to improve communication with customers effectively and efficiently.===>Programi obuke za zaposlene potrebni su da bi se poboljšala usluga i zadovoljstvo potrošača, kao i da bi se efektivno i efikasno unapredila komunikacija sa potrošačima.)
MATCH@M:(These new thoughts and strategic responsibilities require managers to rethink many of their traditional assumptions about the nature of their work.===>Ova nova razmišljanja i strateške odgovornosti zahte-vaju od menadžera da preispitaju mnoge tradicionalne pretpostavke o prirodi svoga posla.)
MATCH@E:(These new thoughts and strategic responsibilities require managers to rethink many of their traditional assumptions about the nature of their work.===>Ova nova razmišljanja i strateške odgovornosti zahtevaju od menadžera da preispitaju mnoge tradicionalne pretpostavke o prirodi svoga posla.)
MATCH@M:(This is ultimately the biggest challenge facing the management in a new era of effective and efficient performance.===>Ovo je svakako največi izazov koji se nalazi pred menadžmentom u novoj eri efikasne i efektivne produktivnosti.)
MATCH@E:(This is ultimately the biggest challenge facing the management in a new era of effective and efficient performance.===>Ovo je svakako najveći izazov koji se nalazi pred menadžmentom u novoj eri efikasne i efektivne produktivnosti.)
MATCH@M:(Such new thinking needs skills and a sense of perspective needed to operate in the local and the multifunctional environments.===>Takva nova razmišljanja zahtevaju veštine i osećaj za perspektivu da bi se poslovalo i u lokalnom i u multifunk-cionalnom okruženju.)
MATCH@E:(Such new thinking needs skills and a sense of perspective needed to operate in the local and the multifunctional environments.===>Takva nova razmišljanja zahtevaju veštine i osećaj za perspektivu da bi se poslovalo i u lokalnom i u multifunkcionalnom okruženju.)
MATCH@M:(The management appears aware of many of the issues confronting its enterprise and is beginning to respond with effective programs.===>Menadžment je izgleda svestan mnogih problema koji muče preduzece i počinje da reaguje donošenjem efektivnih programa.)
MATCH@E:(The management appears aware of many of the issues confronting its enterprise and is beginning to respond with effective programs.===>Menadžment je izgleda svestan mnogih problema koji muče preduzeće i počinje da reaguje donošenjem efektivnih programa.)
MATCH@M:(A major advantage of pursuing a strategy favouring this enterprise is that its development would most likely provide a much better balance in incomes.===>Glavna prednost primene strategije koju je ovo preduzece izabralo jeste da ce se s razvojem postići mnogo bolja ravnoteža prihoda.)
MATCH@E:(A major advantage of pursuing a strategy favouring this enterprise is that its development would most likely provide a much better balance in incomes.===>Glavna prednost primene strategije koju je ovo preduzeće izabralo jeste da će se s razvojem postići mnogo bolja ravnoteža prihoda.)
MATCH@M:(As the third world countries accelerate development, and as the basic infrastructure in developed countries gets older, the gap between existing and needed infrastructure will grow.===>Kako se bude ubrzavao razvoj zemalja trećeg sveta i kako bude starila bazična infrastruktura u razvijenim zemljama, po-većavaće se jaz između postojeće i potrebne infrastrukture.)
MATCH@E:(As the third world countries accelerate development, and as the basic infrastructure in developed countries gets older, the gap between existing and needed infrastructure will grow.===>Kako se bude ubrzavao razvoj zemalja trećeg sveta i kako bude starila bazična infrastruktura u razvijenim zemljama, povećavaće se jaz između postojeće i potrebne infrastrukture.)
MATCH@M:(Consequently, the necessity for the review of infrastructure development emerges, as well as the need to create new and renew old methods, models, approaches and techniques for the realization and financing of infrastructure projects.===>Doslovno tome, javlja se potreba da se daleko kvalitetnije izuči materija upravljanja infrastrukturnim razvojem, te razviju novi i kvalitetnije izuče stari metodi, modeli, tehnike i postupci za realizaciju i finansiranje infrastrukturnih projekata.)
MATCH@E:(Consequently, the necessity for the review of infrastructure development emerges, as well as the need to create new and renew old methods, models, approaches and techniques for the realization and financing of infrastructure projects.===>Doslovno tome, javlja se potreba da se daleko kvalitetnije izuči materija upravljanja infrastrukturnim razvojem, te razviju novi i kvalitetnije izuče stari metodi, modeli, tehnike i postupci za realizaciju i finansiranje infrastrukturnih projekata.)
MATCH@M:(This paper presents the concession as a mechanism of public-private partnership for the management of systematic infrastructure development.===>Ovaj rad prezentuje koncesiju kao mehanizam javno-privatnog partnerstva kojim se upravlja sistemskim infrastrukturnim razvojem.)
MATCH@E:(This paper presents the concession as a mechanism of publicprivate partnership for the management of systematic infrastructure development.===>Ovaj rad prezentuje koncesiju kao mehanizam javno-privatnog partnerstva kojim se upravlja sistemskim infrastrukturnim razvojem.)
MATCH@M:(Particular emphasis is put on the multidimensional role of the government and on potentials of infrastructure development to change its attributes from incremental and inert to radical and rapid.===>Poseban naglasak je na multidimenzionalnoj ulozi države i na naglašavanju potencijala da infrastrukturni razvoj umesto in-krementalnog i inertnog poprimi atribute radikalnog i rapidnog.)
MATCH@E:(Particular emphasis is put on the multidimensional role of the government and on potentials of infrastructure development to change its attributes from incremental and inert to radical and rapid.===>Poseban naglasak je na multidimenzionalnoj ulozi države i na naglašavanju potencijala da infrastrukturni razvoj umesto inkrementalnog i inertnog poprimi atribute radikalnog i rapidnog. 1.)
MATCH@M:(The growth in infrastructure, according to the traditional understanding of the needs for infrastructure, should be at least equal to that of the gross domestic product of the national economy.===>Prema tradicionalnom poimanju potreba za infrastrukturom, njen rast bi trebalo da bude najmanje jednak rastu bruto domaćeg proizvoda nacionalne ekonomije.)
MATCH@E:(1. ~~~ Introduction The growth in infrastructure, according to the traditional understanding of the needs for infrastructure, should be at least equal to that of the gross domestic product of the national economy.===>Uvod Prema tradicionalnom poimanju potreba za infrastrukturom, njen rast bi trebalo da bude najmanje jednak rastu bruto domaćeg proizvoda nacionalne ekonomije.)
MATCH@M:(Due to numerous factors, however, the modern trends change this paradigm.===>Međutim, savremeni trendovi menjaju ovu paradigmu i to usled dejstva brojnih faktora.)
MATCH@E:(Due to numerous factors, however, the modern trends change this paradigm.===>Međutim, savremeni trendovi menjaju ovu paradigmu i to usled dejstva brojnih faktora.)
MATCH@M:(The needs for new infrastructure are under the impact of an ac-cellerated depreciation of infrastructure facilities in the developed countries, as well as the increase in the number of population and the urbanization process in the countries of the so-called “third world“.===>Potrebe za novom infrastrukturom su pod uticajem ubrzane amortizacije infrastrukturnih objekata u razvijenim zemljama, kao i rasta broja stanovnika i urbanizacije u zemljama tzv. „trećeg sveta”.)
MATCH@E:(The needs for new infrastructure are under the impact of an accellerated depreciation of infrastructure facilities in the developed countries, as well as the increase in the number of population and the urbanization process in the countries of the so-called third world.===>Potrebe za novom infrastrukturom su pod uticajem ubrzane amortizacije infrastrukturnih objekata u razvijenim zemljama, kao i rasta broja stanovnika i urbanizacije u zemljama tzv. trećeg sveta.)
MATCH@M:(Additionally, creating the global supply chains and networks and other globalization effects only makes the needs for infrastructure more complex.===>Uz prethodno navedeno, kreiranje globalnih lanaca i mreža snabdevanja, kao i drugih efeka-ta globalizacije, dodatno usložnjava potrebe za infrastrukturom.)
MATCH@E:(Additionally, creating the global supply chains and networks and other globalization effects only makes the needs for infrastructure more complex.===>Uz prethodno navedeno, kreiranje globalnih lanaca i mreža snabdevanja, kao i drugih efekata globalizacije, dodatno usložnjava potrebe za infrastrukturom.)
MATCH@M:(Regardless of the influence of individual factors, the private initiative in financing infrastructure projects gains in popularity due to its market characteristices, especially as regards efficiency and effectiveness.===>Nezavisno od dejstva pojedinačnih faktora, privatna inicijativa u finansiranju infrastrukturnih projekata zbog svojih tržišnih karakteristika posebno po pitanju efikasnosti i efektivnosti, stiče sve veću popularnost.)
MATCH@E:(Regardless of the influence of individual factors, the private initiative in financing infrastructure projects gains in popularity due to its market characteristices, especially as regards efficiency and effectiveness.===>Nezavisno od dejstva pojedinačnih faktora, privatna inicijativa u finansiranju infrastrukturnih projekata zbog svojih tržišnih karakteristika posebno po pitanju efikasnosti i efektivnosti, stiče sve veću popularnost.)
MATCH@M:(The traditional manner of financing in the infrastructure sector is rather unlikely to be entirely replaced by financing from private sources, however, it is to be expected that there will be at least some positive incremental changes in this field.===>Malo je verovatno da će tradicionalni način finansira-nja u sektoru infrastrukture biti u potpunosti zamenjen finansiranj em iz privatnih izvora, ali treba očekivati makar pozitivne inkrementalne promene na ovom polju.)
MATCH@E:(The traditional manner of financing in the infrastructure sector is rather unlikely to be entirely replaced by financing from private sources, however, it is to be expected that there will be at least some positive incremental changes in this field.===>Malo je verovatno da će tradicionalni način finansiranja u sektoru infrastrukture biti u potpunosti zamenjen finansiranjem iz privatnih izvora, ali treba očekivati makar pozitivne inkrementalne promene na ovom polju.)
MATCH@M:(The most popular and theoretically best founded approach in practice is obviously the one relying on the implementation of concession mechanisms and BOT arrangements in financing infrastructure needs.===>Svakako je u praksi najpopularniji i teorijski naj-fundiraniji pristup onaj koji se oslanja na primenu mehanizma koncesije i BOT aranžmana za finansiranje infrastrukturnih potreba.)
MATCH@E:(The most popular and theoretically best founded approach in practice is obviously the one relying on the implementation of concession mechanisms and BOT arrangements in financing infrastructure needs.===>Svakako je u praksi najpopularniji i teorijski najfundiraniji pristup onaj koji se oslanja na primenu mehanizma koncesije i BOT aranžmana za finansiranje infrastrukturnih potreba. 2.)
MATCH@M:(The level to which infrastructure is developed, however pretentious and ambiguous it may seem, is the most reliable indicator of an economy’s development.===>Stepen razvijenosti infrastrukture, koliko god pretenciozno i neodređeno zvučalo, predstavlja najbolji indikator razvijenosti jedne ekonomije.)
MATCH@E:(2. ~~~ Economic justification of investing into infrastructure The level to which infrastructure is developed, however pretentious and ambiguous it may seem, is the most reliable indicator of an economys development.===>Ekonomska opravdanost investicija u infrastrukturu Stepen razvijenosti infrastrukture, koliko god pretenciozno i neodređeno zvučalo, predstavlja najbolji indikator razvijenosti jedne ekonomije.)
MATCH@M:(Numerous authors used indicators such as elasticity of investments and implicit revenue rate to calculate the productivity of investing into infrastructure and their findings were surprising.===>Brojni autori su koristili pokazatelje kao što su elastičnost investicija i implicitna stopa povraćaja za izračunavanje produktivnosti investicija u infrastrukturu i na taj način došli do neočekivanih rezultata.)
MATCH@E:(Numerous authors used indicators such as elasticity of investments and implicit revenue rate to calculate the productivity of investing into infrastructure and their findings were surprising.===>Brojni autori su koristili pokazatelje kao što su elastičnost investicija i implicitna stopa povraćaja za izračunavanje produktivnosti investicija u infrastrukturu i na taj način došli do neočekivanih rezultata.)
MATCH@M:(The innitial studies on the productivity of the American non-military infrastructure capital in the late eighties and the early nineties of the last century show that the returns rate of the investments into infrastructure amounted to around 60%.===>U početnim studijama o produktivnosti američkog nevojnog infrastrukturnog kapitala iz kasnih osamdesetih i ranih devedesetih godina prošlog veka zaključeno je da je stopa povraćaja investicija u infrastrukturu oko 60%.)
MATCH@E:(The innitial studies Š2Ë on the productivity of the American non-military infrastructure capital in the late eighties and the early nineties of the last century show that the returns rate of the investments into infrastructure amounted to around 60%.===>U početnim studijama Š2Ë o produk tivnosti američkog nevojnog infrastrukturnog kapitala iz kasnih osamdesetih i ranih devedesetih godina prošlog veka zaključeno je da je stopa povraćaja investicija u infrastrukturu oko 60%.)
MATCH@M:(Further empirical studies of transportation and telecommunication infrastructure in the developing countries show that the returns rate is slightly over 60%, whereas the return to investments into transport infrastructure in the OECD countries and the developing countries, reached extreme values of 95%.===>Dalja empirijska istraživanja o transportnoj i telekomunikacionoj infrastrukturi u zemljama u razvoju dovele su do zaključka da je stopa povraćaja nešto iznad 60%, a povraćaj na investicije u transportnu infrastrukturu u zemljama OECD-a i zemljama u razvoju su, prema [4], dostigla i ekstremne vrednosti od 95%.)
MATCH@E:(Further empirical studies Š7Ë of transportation and telecommunication infrastructure in the developing countries show that the returns rate is slightly over 60%, whereas the return to investments into transport infrastructure in the OECD countries and the developing countries, according to Š4Ë, reached extreme values of 95%.===>Dalja empirijska istraživanja Š7Ë o transportnoj i telekomunikacionoj infrastrukturi u zemljama u razvoju dovele su do zaključka da je stopa povraćaja nešto iznad 60%, a povraćaj na investicije u transportnu infrastrukturu u zemljama OECD-a i zemljama u razvoju su, prema Š4Ë, dostigla i ekstremne vrednosti od 95%.)
MATCH@M:(Contrary to the initial studies in the eighties and the early nineties, which overrate the consequences of investing into infrastructure upon the economic growth, more recent analyses show more modest estimates of the effects of this impact.===>Za razliku od inicijalnih studija iz osamdesetih i početka devedesetih, koji predimenzioniraju posledice ulaganja u infrastrukturu na ekonomski rast, novije analize pokazuju skromnije procene efekata ovog uticaja.)
MATCH@E:(Contrary to the initial studies in the eighties and the early nineties, which overrate the consequences of investing into infrastructure upon the economic growth, more recent analyses show more modest estimates of the effects of this impact.===>Za razliku od inicijalnih studija iz osamdesetih i početka devedesetih, koji predimenzioniraju posledice ulaganja u infrastrukturu na ekonomski rast, novije analize pokazuju skromnije procene efekata ovog uticaja.)
MATCH@M:(The reason for this is the implementation of more substantial tools, a larger number of quality data, refined models and substantial methodological approaches.===>Razlog tome je korišćenje sadržajnijih alata, većeg broja kvalitetnijih podataka, rafinisanih modela i sadržajnijih metodoloških pristupa.)
MATCH@E:(The reason for this is the implementation of more substantial tools, a larger number of quality data, refined models and substantial methodological approaches.===>Razlog tome je korišćenje sadržajnijih alata, većeg broja kvalitetnijih podataka, rafinisanih modela i sadržajnijih metodoloških pristupa.)
MATCH@M:(The direction and the intensity may not be as they seemed to have been in the previous years, however, a positive impact of infrastructure upon the development is evident.===>Smer i intezitet možda nisu onakvi kakvim su se činili ranijih godina, ali je potvrđen pozitivan uticaj infrastrukture na razvoj.)
MATCH@E:(The direction and the intensity may not be as they seemed to have been in the previous years, however, a positive impact of infrastructure upon the development is evident.===>Smer i intezitet možda nisu onakvi kakvim su se činili ranijih godina, ali je potvrđen pozitivan uticaj infrastrukture na razvoj.)
MATCH@M:(Hence a significant rise in private investments into infrastructure in the new millenium.===>Otuda i značajan porast privatnih investicija u infrastrukturu u novom milenijumu.)
MATCH@E:(Hence a significant rise in private investments into infrastructure in the new millenium.===>Otuda i značajan porast privatnih investicija u infrastrukturu u novom milenijumu.)
MATCH@M:(The amount of investments in the first six years, according to the World Bank data, is doubled in comparison with the last decade of the twentieth century.===>Samo u prvih šest godina u razvijenim zemljama je prema podacima Svetske banke nivo investicija je udvostručen u odnosu na poslednju deceniju dvadesetog veka.)
MATCH@E:(The amount of investments in the first six years, according to the World Bank data, is doubled in comparison with the last decade of the twentieth century.===>Samo u prvih šest godina u razvijenim zemljama je prema podacima Svetske banke nivo investicija je udvostručen u odnosu na poslednju deceniju dvadesetog veka.)
MATCH@M:(Merna and Njiry [18] especially stress the perspectives and the importance of the investments into infrastructure in the developing countries, pointing that in absolute figures they amount to USD 200 billion annually, a relative 4% of the national output, that is, 40-60% of overall public investments.===>Merna i Njiru posebno ističu perspektive i značaj investicija u infrastrukturu u zemljama u razvoju, naglašavajući da one u apsolutnim ciframa iznose 200 milijardi dolara godišnje, dok relativno predstavljaju 4% nacionalnog autputa, odnosno 40-60% ukupnih javnih investicija.)
MATCH@E:(Merna and Njiry Š18Ë especially stress the perspectives and the importance of the investments into infrastructure in the developing countries, pointing that in absolute figures they amount to USD 200 billion annually, a relative 4% of the national output, that is, 40-60% of overall public investments.===>Merna i Njiru Š18Ë posebno ističu perspektive i značaj investicija u infrastrukturu u zemljama u razvoju, naglašavajući da one u apsolutnim ciframa iznose 200 milijardi dolara godišnje, dok relativno predstavljaju 4% nacionalnog autputa, odnosno 40-60% ukupnih javnih investicija.)
MATCH@M:(An important conclusion of these studies is that the infrastructure projects financing differs from other public investments and expenditure to a considerable extent.===>Bitan zaključak ovih studija je da se finansiranje infrastrukturnih projekata značajno razlikuje od ostalih javnih investicija i trošenja.)
MATCH@E:(An important conclusion of these studies is that the infrastructure projects financing differs from other public investments and expenditure to a considerable extent.===>Bitan zaključak ovih studija je da se finansiranje infrastrukturnih projekata značajno razlikuje od ostalih javnih investicija i trošenja.)
MATCH@M:(As a rule, certain empirical studies show a negative correlation between public spending and the GDP growth and the productivity.===>Pojedinačne empirijske studije po pravilu pokazuju negativnu korelaciju između javne potrošnje i rasta BDP i produktivnosti.)
MATCH@E:(As a rule, certain empirical studies show a negative correlation between public spending and the GDP growth and the productivity Š16Ë.===>Pojedinačne empirijske studije po pravilu pokazuju negativnu korelaciju između javne potrošnje i rasta BDP i produktivnosti Š16Ë.)
MATCH@M:(Public funds and the credit capacity of the countries are insufficient to satisfy a growing need for infrastructure, especially in case of the EU member countries and the candidates for accession into the Union that are under the additional pressure of the Maastricht Treaty.===>Javni fondovi i kapaciteti država za pozajmljivanjem postaju nedovoljne da bi se zadovoljile rastuče potrebe za infrastrukturom, a posebno za članice i kandidate za ulazak u EU koje su pod dodatnim pritiskom Ugovora iz Mastrihta.)
MATCH@E:(Public funds and the credit capacity of the countries are insufficient to satisfy a growing need for infrastructure Š25Ë, especially in case of the EU member countries and the candidates for accession into the Union that are under the additional pressure of the Maastricht Treaty.===>Javni fondovi i kapaciteti država za pozajmljivanjem postaju nedovoljne da bi se zadovoljile rastuće potrebe za infrastrukturom Š25Ë, a posebno za članice i kandidate za ulazak u EU koje su pod dodatnim pritiskom Ugovora iz Mastrihta.)
MATCH@M:(Accordingly, there is a need that the private inititiative should be more fully involved in the financing and execution of infrastructure projects.===>Shodno tome, javlja se potreba da se privatna inicijativa značajnije uključi u finansira-nje i realizaciju infrastrukturnih projekata.)
MATCH@E:(Accordingly, there is a need that the private inititiative should be more fully involved in the financing and execution of infrastructure projects.===>Shodno tome, javlja se potreba da se privatna inicijativa značajnije uključi u finansiranje i realizaciju infrastrukturnih projekata.)
MATCH@M:(The private share in the overall investments into infrastructure in the end of the last millenium varied from the low 9% and 13% in Germany and France, to the extremely high 47% and 71% in the U.S.A. and Great Britain, respectively.===>Privatni udeo u ukupnim investicijama u infrastrukturu krajem prošlog milenijuma je varirao od niskih 9 i 13% u Nemačkoj i Francuskoj, do izuzetno visokih 47 i 71% u Sjedinjenim Američkim Državama, odnosno Velikoj Britaniji, respektivno.)
MATCH@E:(The private share in the overall investments into infrastructure in the end of the last millenium varied from the low 9% and 13% in Germany and France, to the extremely high 47% and 71% in the U.S.A. and Great Britain, respectively Š21Ë.===>Privatni udeo u ukupnim investicijama u infrastrukturu krajem prošlog milenijuma je varirao od niskih 9 i 13% u Nemačkoj i Francuskoj, do izuzetno visokih 47 i 71% u Sjedinjenim Američkim Državama, odnosno Velikoj Britaniji, respektivno Š21Ë.)
MATCH@M:(The practical verification of the positive effects of the infrastructure systems privatization effect phenomenon resulted into a sort of overrating its importance for the economic efficiency, on the basis the social expenditure remains unchanged.===>Praktična verifikacija pozitivnih efekata fenomena privatizacije infrastrukturnih sistema je doprinela delimičnom predimenzioniranju njenog značaja na efikasnost privrede uz tezu o nepro-menjenim društvenim troškovima.)
MATCH@E:(The practical verification of the positive effects of the infrastructure systems privatization effect phenomenon resulted into a sort of overrating its importance for the economic efficiency, on the basis the social expenditure remains unchanged.===>Praktična verifikacija pozitivnih efekata fenomena privatizacije infrastrukturnih sistema je doprinela delimičnom predimenzioniranju njenog značaja na efikasnost privrede uz tezu o nepromenjenim društvenim troškovima.)
MATCH@M:(Regardless of the above mentioned, the most important aspects and trends of the modern policy and strategy of infrastructure development are related to the privatization and private investment concepts.===>Nezavisno od prethodno rečenog, najznačajniji aspekti i trendovi savremene politike i strategije infrastrukturnog razvoja odnose se na koncepte privatizacije i privatnih fi-nansija.)
MATCH@E:(Regardless of the above mentioned, the most important aspects and trends of the modern policy and strategy of infrastructure development are related to the privatization and private investment concepts.===>Nezavisno od prethodno rečenog, najznačajniji aspekti i trendovi savremene politike i strategije infrastrukturnog razvoja odnose se na koncepte privatizacije i privatnih finansija.)
MATCH@M:(The committment to the idea of state intervention and the resulting changes in the political attitude towards private capital as a useful ally in the infrastructure sector arose in the early 1980’s, the trend expanding soon after and getting new shapes and forms.===>Inklinacija ideje državnog intervencionizma i posledične promene političkog stava o privatnom kapitalu kao korisnom saradniku u sektoru infrastrukture počele su ranih 80-tih godina dvadesetog veka, ali se trend se ubrzo zatim proširio i dobio nove forme i oblike.)
MATCH@E:(The committment to the idea of state intervention and the resulting changes in the political attitude towards private capital as a useful ally in the infrastructure sector arose in the early 1980s, the trend expanding soon after and getting new shapes and forms.===>Inklinacija ideje državnog intervencionizma i posledične promene političkog stava o privatnom kapitalu kao korisnom saradniku u sektoru infrastrukture počele su ranih 80-tih godina dvadesetog veka, ali se trend se ubrzo zatim proširio i dobio nove forme i oblike.)
MATCH@M:(In the execution of infrastructure projects the private initiative is most often present in the form of the basic mechanisms of public-private partnerships, namely, concessions and BOT arrangements, and the quality of these mechanisms can be improved by hybrid financing instruments and execution.===>Privatna inicijativa pri realizaciji infrastrukturnih projekata najčešče se realizuje kroz osnovne mehanizme javno-privatnog partnerstva, gde se podrazumevaju koncesije i BOT aranžmani, a navedene mehanizme je moguče kvalitativno unaprediti hibridnim modelima finansiranja i realizacije.)
MATCH@E:(In the execution of infrastructure projects the private initiative is most often present in the form of the basic mechanisms of public-private partnerships, namely, concessions and BOT arrangements, and the quality of these mechanisms can be improved by hybrid financing instruments and execution Š22Ë Š6Ë.===>Privatna inicijativa pri realizaciji infrastrukturnih projekata najčešće se realizuje kroz osnovne mehanizme javno-privatnog partnerstva, gde se podrazumevaju koncesije i BOT aranžmani, a navedene mehanizme je moguće kvalitativno unaprediti hibridnim modelima finansiranja i realizacije Š22Ë Š6Ë.)
MATCH@M:(The hybrid models actually allow for either the incremental multistage selection of private partners or joining a number of smaller jobs into a whole.===>Hibridni modeli, zapravo dozvoljavaju ili inkrementalni multietapni izbor privatnih partnera ili objedinjavane više manjih poslova u jednu celinu.)
MATCH@E:(The hybrid models actually allow for either the incremental multistage selection of private partners or joining a number of smaller jobs into a whole.===>Hibridni modeli, zapravo dozvoljavaju ili inkrementalni multietapni izbor privatnih partnera ili objedinjavane više manjih poslova u jednu celinu.)
MATCH@M:(The European Commission differentietes between two forms of public-private partnership: contractual and institutional.===>Evropska komisija razlikuje dva oblika javno-privatnog partnerstva: ugovorni i institucionalni.)
MATCH@E:(Concessions and bot arrangements The European Commission Š8Ë differentietes between two forms of public-private partnership: contractual and institutional.===>Koncesije i bot aranžmani Evropska komisija Š8Ë razlikuje dva oblika javno-privatnog partnerstva: ugovorni i institucionalni.)
MATCH@M:(In the former, by far more frequenl-ly present in practice, the collaboration between the public and the private sectors is characterised exclusively by the contract elements, hence these are most often concessions.===>U prvom slučaju, koji je daleko prisutniji u praksi, saradnju javnog i privatnog sektora karakterizuju isključivo ugovorni elementi, pa se u ovom slučaju radi najčešče o koncesijama.)
MATCH@E:(In the former, by far more frequenlly present in practice, the collaboration between the public and the private sectors is characterised exclusively by the contract elements, hence these are most often concessions.===>U prvom slučaju, koji je daleko prisutniji u praksi, saradnju javnog i privatnog sektora karakterizuju isključivo ugovorni elementi, pa se u ovom slučaju radi najčešće o koncesijama.)
MATCH@M:(The latter includes a joint establishment of a new legal entity for the purpose of infrastructure project execution.===>Drugi oblik uključuje zajedničko osnivanje novog pravnog subjekta koji za svoj cilj ima realizaciju infrastrukturnog projekta.)
MATCH@E:(The latter includes a joint establishment of a new legal entity for the purpose of infrastructure project execution.===>Drugi oblik uključuje zajedničko osnivanje novog pravnog subjekta koji za svoj cilj ima realizaciju infrastrukturnog projekta.)
MATCH@M:(It is rather rare in practice, since its inherent characteristic is the potential to ensure a monopolized role to the private partner.===>U praksi se dosta retko sreče, jer kao svoju inherentnu karakteristiku nosi potencijal da privatnom partneru pruži monopolisanu ulogu.)
MATCH@E:(It is rather rare in practice, since its inherent characteristic is the potential to ensure a monopolized role to the private partner.===>U praksi se dosta retko sreće, jer kao svoju inherentnu karakteristiku nosi potencijal da privatnom partneru pruži monopolisanu ulogu.)
MATCH@M:(The concession includes various types of contracts by which the public authorities delegate the rights to the national or foreign economic entity to perform a certain activity under specific legal conditions.===>Pod koncesijom se podrazumevaju različiti vidovi ugovora kojima javna vlast delegira prava domačim ili stranim privrednim subjektima da vrše određenu delatnost pod posebnim zakonskim uslovima.)
MATCH@E:(The concession includes various types of contracts by which the public authorities delegate the rights to the national or foreign economic entity to perform a certain activity under specific legal conditions.===>Pod koncesijom se podrazumevaju različiti vidovi ugovora kojima javna vlast delegira prava domaćim ili stranim privrednim subjektima da vrše određenu delatnost pod posebnim zakonskim uslovima.)
MATCH@M:(To be more concrete, according to the Concession Law (ZOK) of the Republic of Serbia of 2003 (whose introductory regulations are equal to those in the 1997 law), concession is defined as the right to exploit a natural resource or a public property, or the right to perform an activity of general concern, which the competent state body (con-ceder) transfers to a national or foreign entity (concession holder), under strictly stipulated conditions and for an appropriate compensation.===>Konkretno, prema Zakonu o koncesijama (ZOK) Republike Srbije iz 2003. (čije su uvodne odredbe iste kao u zakonskom re-šenju iz 1997.), koncesija se definiše kao pravo korišče-nja prirodnog bogatstva ili dobra u opštoj upotrebi, odnosno pravo na obavljenje delatnosti od opšteg interesa, koje domačem, odnosno stranom licu (koncesiona-ru), ustupa nadležni državni organ (koncedent), pod posebno propisanim uslovima, uz odgovarajuču naknadu.)
MATCH@E:(To be more concrete, according to the Concession Law (ZOK) of the Republic of Serbia of 2003 (whose introductory regulations are equal to those in the 1997 law), concession is defined as the right to exploit a natural resource or a public property, or the right to perform an activity of general concern, which the competent state body (conceder) transfers to a national or foreign entity (concession holder), under strictly stipulated conditions and for an appropriate compensation Š27Ë.===>Konkretno, prema Zakonu o koncesijama (ZOK) Republike Srbije iz 2003. (čije su uvodne odredbe iste kao u zakonskom rešenju iz 1997.), koncesija se definiše kao pravo korišćenja prirodnog bogatstva ili dobra u opštoj upotrebi, odnosno pravo na obavljenje delatnosti od opšteg interesa, koje domaćem, odnosno stranom licu (koncesionaru), ustupa nadležni državni organ (koncedent), pod posebno propisanim uslovima, uz odgovarajuću naknadu Š27Ë.)
MATCH@M:(The demand for concession contracts is the result of insufficient accumulation in some national economies.===>Potreba za koncesionim ugovorima rezultat je nedovoljne akumulacije pojedinačnih nacionalnih ekonomija.)
MATCH@E:(The demand for concession contracts is the result of insufficient accumulation in some national economies.===>Potreba za koncesionim ugovorima rezultat je nedovoljne akumulacije pojedinačnih nacionalnih ekonomija.)
MATCH@M:(Such economies are not in a position to autonomously initiate and determine the dynamics of their development.===>Takve ekonomije nisu u stanju da samostalno iniciraju i određuju dinamiku sopstvenog razvoja.)
MATCH@E:(Such economies are not in a position to autonomously initiate and determine the dynamics of their development.===>Takve ekonomije nisu u stanju da samostalno iniciraju i određuju dinamiku sopstvenog razvoja.)
MATCH@M:(The shortage of state funds, however, is not the only reason for the implementation of the concessionary forms of investments.===>Međutim, oskudica državnih sredstava ne predstavlja i jedini razlog za implementaciju koncesionih formi ulaganja.)
MATCH@E:(The shortage of state funds, however, is not the only reason for the implementation of the concessionary forms of investments.===>Međutim, oskudica državnih sredstava ne predstavlja i jedini razlog za implementaciju koncesionih formi ulaganja.)
MATCH@M:(The concession contract stipulates the transfer of a public property, right, activity or a facility for the purpose of satisfying the public concern, rather than create a business community.===>Koncesioni ugovor naglašava ustupanje javnog dobra, prava, delatnosti ili objekta u cilju ostvarenja javnog interesa, ali ne i kreiranje poslovne zajednice.)
MATCH@E:(The concession contract stipulates the transfer of a public property, right, activity or a facility for the purpose of satisfying the public concern, rather than create a business community.===>Koncesioni ugovor naglašava ustupanje javnog dobra, prava, delatnosti ili objekta u cilju ostvarenja javnog interesa, ali ne i kreiranje poslovne zajednice.)
MATCH@M:(Contrary to the above mentioned, the BOT arrangement focuses upon the provision of financial means and determining the model of risk distribution.===>Za razliku od navedenog, kod BOT aranžmana je u fokusu obez-beđenje finansijskih sredstava i određivanje modela za raspodelu rizika.)
MATCH@E:(Contrary to the above mentioned, the BOT arrangement focuses upon the provision of financial means and determining the model of risk distribution.===>Za razliku od navedenog, kod BOT aranžmana je u fokusu obezbeđenje finansijskih sredstava i određivanje modela za raspodelu rizika.)
MATCH@M:(According to, a BOT project can be described as a “project based on approving of a concession by the concedent (usually a public or state agency) to a consortium or a concession holder (usually from the private sector) whose responsibility will be to “build“ (which includes financing, design, project implementation management, etc.), “operate“ (including the management and operating and doing business using the facilities and plants, maintenance, service provision, collecting payments in order to cover the financial and investment expenses, etc.), and “transfer“ the facility or plant in the operative state and without additional costs to the conce-dent at the end of the concession period.“===>BOT projekat se može opisati kao „projekat zasnovan na odobravanju koncesije od strane koncendenta (uobičajeno neke javne ili državne agencije) konzorcijumu ili koncesionaru (obično iz privatnog sektora) koji treba da ?izgradi? (što uključuje finansiranje, dizajniranje, upravljanje implementacijom projekta i sl.), ?upravlja? (uključujuči i upravljanje i poslovanje objektima i postrojenjima, održavanje, pružanje usluga, naplatu kako bi se pokrili finansijski i investicioni troškovi itd.), i ?prenese? objekat ili fabriku u operativnom stanju i bez dodatnih troškova koncendentu na kraju koncesionog perioda.“)
MATCH@E:(According to Š14Ë, a BOT project can be described as a project based on approving of a concession by the concedent (usually a public or state agency) to a consortium or a concession holder (usually from the private sector) whose responsibility will be to build (which includes financing, design, project implementation management, etc.), operate (including the management and operating and doing business using the facilities and plants, maintenance, service provision, collecting payments in order to cover the financial and investment ex penses, etc.), and transfer the facility or plant in the operative state and without additional costs to the concedent at the end of the concession period. retical and practical establishment of the concession process and the development of specific models to execute infrastructure projects is anticipated.===>Prema Š14Ë, BOT projekat se može opisati kao projekat zasnovan na odobravanju koncesije od strane koncendenta (uobičajeno neke javne ili državne agencije) konzorcijumu ili koncesionaru (obično iz privatnog sektora) koji treba da ?izgradi? (što uključuje finansiranje, dizajniranje, upravljanje implementacijom projekta i sl.), ?upravlja? (uključujući i upravljanje i poslovanje objektima i postrojenjima, održavanje, pružanje usluga, naplatu kako bi se pokrili finansijski i investicioni troškovi itd.), i ?prenese? objekat ili fabriku u operativnom stanju i bez dodatnih troškova koncendentu na kraju koncesionog perioda.)
MATCH@M:(Generally, the BOT system means a specific form of concession by which the construction of a facility, a plant or a workshop is transferred, by means of project financing on the build - operate - transfer system.===>Načelno, pod BOT sistemom se podrazumeva poseban oblik koncesije, kojim se ustupa izgradnje objekata, postrojenja ili pogona, putem finansiranja projekata po izgradi - koristi - predaj sistemu.)
MATCH@E:(Generally, the BOT system means a specific form of concession by which the construction of a facility, a plant or a workshop is transferred, by means of project financing on the build operate transfer system.===>Načelno, pod BOT sistemom se podrazumeva poseban oblik koncesije, kojim se ustupa izgradnje objekata, postrojenja ili pogona, putem finansiranja projekata po izgradi koristi predaj sistemu.)
MATCH@M:(Here the contract includes the construction and financing of a complete facility, plant or workshop, its exploitation and its transfer into the ownership of the domicile public authorities in a contracted term whose upper limit is generally determined by law.===>Pri tome se ugovor odnosi na izgradnju i finansiranje kompletnog objekta, postrojenja ili pogona, njegovom koriščenju i predaji u svojinu domicilne javne vlasti u ugovorenom roku, čija se gornja granica najčešče imperativno zakonski određuje.)
MATCH@E:(Here the contract includes the construction and financing of a complete facility, plant or workshop, its exploitation and its transfer into the ownership of the domicile public authorities in a contracted term whose upper limit is generally determined by law.===>Pri tome se ugovor odnosi na izgradnju i finansiranje kompletnog objekta, postrojenja ili pogona, njegovom korišćenju i predaji u svojinu domicilne javne vlasti u ugovorenom roku, čija se gornja granica najčešće imperativno zakonski određuje.)
MATCH@M:(On the expiry of the contracted period, the private sector entity transfers the facility to the body in charge or a new private entity selected by a public bid.===>Po okončanju ugovornog roka entitet privatnog sektora predaje objekat nadležnom organu ili novom privatnom entitetu izabranom javnom licitacijom.)
MATCH@E:(On the expiry of the contracted period, the private sector entity transfers the facility to the body in charge or a new private entity selected by a public bid.===>Po okončanju ugovornog roka entitet privatnog sektora predaje objekat nadležnom organu ili novom privatnom entitetu izabranom javnom licitacijom.)
MATCH@M:(The period of the concession or a BOT arrangement is in the function of the risk the private party takes.===>Rok trajanja koncesije ili BOT aranžmana je u funkciji reda veličine rizika koje privatna strana preuzima na sebe.)
MATCH@E:(The period of the concession or a BOT arrangement is in the function of the risk the private party takes.===>Rok trajanja koncesije ili BOT aranžmana je u funkciji reda veličine rizika koje privatna strana preuzima na sebe.)
MATCH@M:(The lower the risk taken and the lower the financial returns to the project, the shorter the concession period.===>Što je niži nivo preuzetog rizika i što je niži fi-nansijski doprinos projektu, toliko krači mora biti kon-cesioni period.)
MATCH@E:(According to Š8Ë, the lower the risk taken and the lower the financial returns to the project, the shorter the concession period.===>Prema Š8Ë što je niži nivo preuzetog rizika i što je niži finansijski doprinos projektu, toliko kraći mora biti koncesioni period.)
MATCH@M:(Basically, there are three parties in the implementation of concession and BOT arrangements: (1) investors, who provide financial means, build and operate the infrastructure facility; (2) the government of the host country who provide guarantees; and (3) the third party (commercial banks, multilateral exim banks, suppliers, etc.).===>U implementaciji koncesionih i BOT aranžmana javljaju se u osnovi tri strane: (1) investitori, koji obezbeđu-ju finansijska sredstva, grade i upravljaju infrastrukturnim objektom, (2) vlada zemlje domačina, koja obez-beđuje garancije i (3) treča strana (komercijalne banke, multilateralne eksim banke, snabdevači itd.).)
MATCH@E:(Basically, there are three parties in the implementation of concession and BOT arrangements: (1) investors, who provide financial means, build and operate the infrastructure facility; (2) the government of the host country who provide guarantees; and (3) the third party (commercial banks, multilateral exim banks, suppliers, etc.) ~~~ Š5Ë. 4.===>U implementaciji koncesionih i BOT aranžmana javljaju se u osnovi tri strane: (1) investitori, koji obezbeđuju finansijska sredstva, grade i upravljaju infrastrukturnim objektom, (2) vlada zemlje domaćina, koja obezbeđuje garancije i (3) treća strana (komercijalne banke, multilateralne eksim banke, snabdevači itd.) Š5Ë. 4.)
MATCH@M:(Through its institutions and organizations, the state plays the key role in the concession and public-private partnerships management and development, regardless of the level of the authority delegated to the private sector.===>Država putem svojih institucija i organizacija igra ključnu ulogu u upravljanju i razvoju koncesijama i javno-privatnim partnerstvima, nezavisno od stepena delegiranih ovlaščenja privatnom sektoru.)
MATCH@E:(Conceders role in concession contract implementation Through its institutions and organizations, the state plays the key role in the concession and public-private partnerships management and development, regardless of the level of the authority delegated to the private sector.===>Uloga koncedenta u sprovođenju koncesionog ugovora Država putem svojih institucija i organizacija igra ključnu ulogu u upravljanju i razvoju koncesijama i javno-privatnim partnerstvima, nezavisno od stepena delegiranih ovlašćenja privatnom sektoru.)
MATCH@M:(The main reason, evidently, is a high socio-economic value of infrastructure projects.===>Osnovni razlog je, svakako, visoka društveno-ekonomske vrednost infrastrukturnih projekata.)
MATCH@E:(The main reason, evidently, is a high socio-economic value of infrastructure projects.===>Osnovni razlog je, svakako, visoka društveno-ekonomske vrednost infrastrukturnih projekata.)
MATCH@M:(Poor project funding, management and development inevitably result into their failure.===>Loše fundiranje, upravljanje i razvoj projekata dovode neminovno do propasti istih.)
MATCH@E:(Poor project funding, management and development inevitably result into their failure.===>Loše fundiranje, upravljanje i razvoj projekata dovode neminovno do propasti istih.)
MATCH@M:(Chronologically viewed, as a public-private partnership approach, the concession is not a static concept, but rather an evolving one.===>Hronolo-ški posmatrano, koncesija kao pristup javno privatnog partnerstva nije statičnog karaktera, več je koncept koji evoluira.)
MATCH@E:(Chronologically viewed, as a public-private partnership approach, the concession is not a static concept, but rather an evolving one.===>Hronološki posmatrano, koncesija kao pristup javno privatnog partnerstva nije statičnog karaktera, već je koncept koji evoluira.)
MATCH@M:(From the rudimentary partnership characterized by a high level of informality, the concessions and public-private partnerships have evolved into a contractual and institutionalized relationship between the public and the private sectors includ===>Od rudimentarnog partnerstva koga je ka-rakterisao visok nivo neformalnosti, koncesije i javno-privatna partnesrtva su se pretvorila u ugovornu i insti-tucionalizovanu relaciju javnog i privatnog sektora i uključuju široku lepezu modela.)
MATCH@E:(From the rudimentary partnership characterized by a high level of informality, the concessions and public-private partnerships have evolved into a contractual and institutionalized relationship between the public and the private sectors including a wide range of models Š13Ë.===>Od rudimentarnog partnerstva koga je karakterisao visok nivo neformalnosti, koncesije i javnoprivatna partnesrtva su se pretvorila u ugovornu i institucionalizovanu relaciju javnog i privatnog sektora i uključuju široku lepezu modela Š13Ë.)
MATCH@M:(Even though the intervention potentials and responsibilities in the execution of infrastructure projects are manifold and complex, it is of paramount importance that they should be systematized.===>Iako su intervencionstički potencijali i odgovornosti države po pitanju realizacije infrastrukturnih projekata mnogostruki i kompleksni, od izuzetnog je značaja izvršiti njihovu sistematizaciju.)
MATCH@E:(Hence a further theo Even though the intervention potentials and responsibilities in the execution of infrastructure projects are manifold and complex, it is of paramount importance that they should be systematized.===>Iako su intervencionstički potencijali i odgovornosti države po pitanju realizacije infrastrukturnih projekata mnogostruki i kompleksni, od izuzetnog je značaja izvršiti njihovu sistematizaciju.)
MATCH@M:(The investment environment can be defined as a system of macrosocial, political, legal and economic institutions that shape and define the limits of the behaviour of micro subjects in the social, political and economic exchanges, i.e., to whom an investor (either public or private) can apply to protect his rights.===>Investiciono okruženje se može definisati kao sistem makrosocijalnih, političkih, pravnih i ekonomskih institucija koje oblikuju i definišu granice ponašanja mikro subjekata u društvenim, političkim i ekonomskin raz-menama, odnosno kojima određeni investitor (bilo javni ili privatni) može da se obrati zarad zaštite svojih prava.)
MATCH@E:(4.1. ~~~ Creating an adequate investment and regulatory environment The investment environment can be defined as a system of macrosocial, political, legal and economic institutions that shape and define the limits of the behaviour of micro subjects in the social, political and economic exchanges, i.e., to whom an investor (either public or private) can apply to protect his rights Š17Ë.===>Kreiranje adekvatnog investicionog i regulatornog okruženja Investiciono okruženje se može definisati kao sistem makrosocijalnih, političkih, pravnih i ekonomskih institucija koje oblikuju i definišu granice ponašanja mikro subjekata u društvenim, političkim i ekonomskin razmenama, odnosno kojima određeni investitor (bilo javni ili privatni) može da se obrati zarad zaštite svojih prava Š17Ë.)
MATCH@M:(According to, it is necessary that a well defined, however not too bureaucratic, legal and administrative business environment be created.===>Prema potrebno je ustanoviti dobro defini-sano, ali ne preterano birokratizovano, zakonsko i administrativno poslovno okruženje.)
MATCH@E:(According to Š15Ë, it is necessary that a well defined, however not too bureaucratic, legal and administrative business environment be created.===>Prema Š15Ë potrebno je ustanoviti dobro definisano, ali ne preterano birokratizovano, zakonsko i administrativno poslovno okruženje.)
MATCH@M:(The initiative and the willingness of the private sector to participate in the projects of public concern largely depends upon the complexity of the social, economic, legal, ecological, and other conditions.===>Inicijativa i spremnost privatnog sektora da participira u projektima od javnog značaja u mnogome zavisi od složenosti društvenih, ekonomskih, pravnih, ekoloških i drugih uslova.)
MATCH@E:(The initiative and the willingness of the private sector to participate in the projects of public concern largely depends upon the complexity of the social, economic, legal, ecological, and other conditions.===>Inicijativa i spremnost privatnog sektora da participira u projektima od javnog značaja u mnogome zavisi od složenosti društvenih, ekonomskih, pravnih, ekoloških i drugih uslova.)
MATCH@M:(The aim of creating a favourable operative environment is in diminishing the risk which is impossible to control from the point of view of the project executors.===>Suština kreiranja pogodnog operativnog okruženja je u smanjenju rizika koji su sa aspekta realizatora projekata nekontrolabilni.)
MATCH@E:(The aim of creating a favourable operative environment is in diminishing the risk which is impossible to control from the point of view of the project executors.===>Suština kreiranja pogodnog operativnog okruženja je u smanjenju rizika koji su sa aspekta realizatora projekata nekontrolabilni.)
MATCH@M:(In certain cases it is necessary that we should go further from the general socio-economic conditions, namely, create additional guarantees to the private sector, most often in the form of the minimum guaranteed price or tax reliefs for a certain period of timeing a wide range of models.===>U nekim slučajevima je potrebno iči i dalje od načelnih društveno-ekonomskih uslova, pa je potrebno kreirati i dodatne garancije privatnom sektoru, najčešče u vidu minimalne garantovane cene ili po-reskih olakšica za određeni vremenski period.)
MATCH@E:(In certain cases it is necessary that we should go further from the general socio-economic conditions, namely, create additional guarantees to the private sector, most often in the form of the minimum guaranteed price or tax reliefs for a certain period of time.===>U nekim slučajevima je potrebno ići i dalje od načelnih društveno-ekonomskih uslova, pa je potrebno kreirati i dodatne garancije privatnom sektoru, najčešće u vidu minimalne garantovane cene ili poreskih olakšica za određeni vremenski period.)
MATCH@M:(The willingness of the private sector to develop infrastructure projects also depends on the legal and regulatory framework in which the project is operationalized.===>Spremnost privatnog sektora da razvija infrastrukturne projekte takođe zavisi od pravnog i regulatornog okvira u kome se projekat operacionalizuje.)
MATCH@E:(The willingness of the private sector to develop infrastructure projects also depends on the legal and regulatory framework in which the project is operationalized Š14Ë.===>Spremnost privatnog sektora da razvija infrastrukturne projekte takođe zavisi od pravnog i regulatornog okvira u kome se projekat operacionalizuje Š14Ë.)
MATCH@M:(In accordance with the study, the most advanced and the richest economies tend to create similar institutional solutions that include a transparent legal system with the norms created in representative democratic institutions which are universally adopted and interpreted by an independent court and display an unbiased and efficient approach in applying public legal norms.===>Shodno studiji najnaprednije i najimučnije ekonomije imaju tendenciju da kreiraju slična institucionalna reše-nj a koje uključuju transparentan zakonski sistem sa normama kreiranim kroz reprezentativne demokratske institucije, koje su univerzalno prihvačene i interpretirane od strane nezavisnog suda i pokazuju nepristra-snost i efikasnost u sprovođenju javnih pravnih normi.)
MATCH@E:(In accordance with the study Š19Ë, the most advanced and the richest economies tend to create similar institutional solutions that include a transparent legal system with the norms created in representative democratic institutions which are universally adopted and interpreted by an independent court and display an unbiased and efficient approach in applying public legal norms.===>Shodno studiji Š19Ë najnaprednije i najimućnije ekonomije imaju tendenciju da kreiraju slična institucionalna rešenja koje uključuju transparentan zakonski sistem sa normama kreiranim kroz reprezentativne demokratske institucije, koje su univerzalno prihvaćene i interpretirane od strane nezavisnog suda i pokazuju nepristrasnost i efikasnost u sprovođenju javnih pravnih normi.)
MATCH@M:(The building of the institutions of the system, as much as a phrase it may seem, is not just a simple role, but a precondition for a public and private sectors to cooperate.===>Izgradnja institucija sistema, koliko god zvučalo kao floskula, nije samo prosta uloga, več i pretpostavka za ostvarenje saradnje javnog i privatnog sektora.)
MATCH@E:(The building of the institutions of the system, as much as a phrase it may seem, is not just a simple role, but a precondition for a public and private sectors to cooperate.===>Izgradnja institucija sistema, koliko god zvučalo kao floskula, nije samo prosta uloga, već i pretpostavka za ostvarenje saradnje javnog i privatnog sektora.)
MATCH@M:(This is especially evident in long-term and capital-intensive projects.===>To je posebno uočljivo kada se radi o dugoročnim i kapitalno intenzivnim projektima.)
MATCH@E:(This is especially evident in long-term and capital-intensive projects.===>To je posebno uočljivo kada se radi o dugoročnim i kapitalno intenzivnim projektima.)
MATCH@M:(The execution of infrastructureprojects should not be a political idea of the current govemment structure; there must be a clear legal and administrative framework for the execution of projects in order that the risk be equally distributed and the chances be reduced for destructive and corruptive behaviour of the agents.===>Realizacija infrastrukturnih projekata ne bi trebalo da bude politička ideja trenutne strukture vlasti, več mora postojati jasan zakonski i administrativni okvir za realizaciju projekata kako bi se pravilno raspodelio rizik i umanjile šanse za destruktivno i koruptivno ponašanje aktera.)
MATCH@E:(The execution of infrastructure projects should not be a political idea of the current gov ernment structure; there must be a clear legal and administrative framework for the execution of projects in order that the risk be equally distributed and the chances be reduced for destructive and corruptive behaviour of the agents.===>Realizacija infrastrukturnih projekata ne bi trebalo da bude politička ideja trenutne strukture vlasti, već mora postojati jasan zakonski i administrativni okvir za realizaciju projekata kako bi se pravilno raspodelio rizik i umanjile šanse za destruktivno i koruptivno ponašanje aktera. 4.)
MATCH@M:(The sensitivity of the role the state plays in creating public bodies to select the private partners is reflected in the need for a quality institutional framework for creating and conducting a tender, as well as defining the selection criteria and the methods of concession holder selection.===>Osetljivost uloge države po pitanju kreiranja javnih tela koje će vrštiti selekciju privatnih partnera ogleda se u potrebi za kvalitetnim institucionalnim okvirom za kreiranje i sprovođenje tenderskog postupka, te definisa-nju selekcionih kriterijuma i metoda za izbor koncesionara.)
MATCH@E:(4.2. ~~~ Creating proper institutions for the concession holder selection The sensitivity of the role the state plays in creating public bodies to select the private partners is reflected in the need for a quality institutional framework for creating and conducting a tender, as well as defining the selection criteria and the methods of concession holder selection.===>Kreiranje nadležnih institucija za izbor koncesionara Osetljivost uloge države po pitanju kreiranja javnih tela koje će vrštiti selekciju privatnih partnera ogleda se u potrebi za kvalitetnim institucionalnim okvirom za kreiranje i sprovođenje tenderskog postupka, te definisanju selekcionih kriterijuma i metoda za izbor koncesionara.)
MATCH@M:(The concession holder that distinguished himself in a cost or quality terms is acceptable, and in the optimum case he is favoured by each and every criteria compared to other concession holders taken into consideration.===>Koncesionar koji ispoljava distinkcije u troškovnom ili kvalitativnom smislu je prihvatljiv, a smatra se optimalnim ako je preferiran po svim kriterijumima u odnosu na ostale koncesionare koji su razmatrani.)
MATCH@E:(The concession holder that distinguished himself in a cost or quality terms is acceptable, and in the optimum case he is favoured by each and every criteria compared to other concession holders taken into consideration.===>Koncesionar koji ispoljava distinkcije u troškovnom ili kvalitativnom smislu je prihvatljiv, a smatra se optimalnim ako je preferiran po svim kriterijumima u odnosu na ostale koncesionare koji su razmatrani.)
MATCH@M:(On the basis of some empirical studies, Kumaraswamy and Zhang have found that the tender costs in the BOT model are by far larger compared to the traditional projects.===>Kumaraswamy i Zhang [14] su, pozivajući se na određena empirijska istraživanja, došli do zaključka da su troškovi tendera kod BOT modela daleko veći nego kod tradicionalnih projekata.)
MATCH@E:(On the basis of some empirical studies, Kumaraswamy and Zhang Š14Ë have found that the tender costs in the BOT model are by far larger compared to the traditional projects.===>Kumaraswamy i Zhang Š14Ë su, pozivajući se na određena empirijska istraživanja, došli do zaključka da su troškovi tendera kod BOT modela daleko veći nego kod tradicionalnih projekata.)
MATCH@M:(Namely, in the BOT models, the costs amount to 0.48-0.62% of the value of the entire project, whereas in the traditional models this value ranges between 0.18 and 0.32%.===>Naime, kod BOT modela troškovi su od 0.48-0.62% vrednosti ukupnog projekta, dok se kod tradicionalnih projekata ta vrednost kreće između 0.18 i 0.32%.)
MATCH@E:(Namely, in the BOT models, the costs amount to 0.48-0.62% of the value of the entire project, whereas in the traditional models this value ranges between 0.18 and 0.32%.===>Naime, kod BOT modela troškovi su od 0.48-0.62% vrednosti ukupnog projekta, dok se kod tradicionalnih projekata ta vrednost kreće između 0.18 i 0.32%.)
MATCH@M:(Accordingly, the tender procedure for the BOT models requires that the protocole be established to select the contractor who will in turn ensure an optimal efficiency of the project.===>Shodno tome, tenderska procedura za BOT modele zahteva ustrojstvo protokola za odabir izvođača projekta koji će obezbediti optimalnu efikasnost projekta.)
MATCH@E:(Accordingly, the tender procedure for the BOT models requires that the protocole be established to select the contractor who will in turn ensure an optimal efficiency of the project.===>Shodno tome, tenderska procedura za BOT modele zahteva ustrojstvo protokola za odabir izvođača projekta koji će obezbediti optimalnu efikasnost projekta.)
MATCH@M:(The authorised bodies in charge of conducting the tender procedure must be autonomous in their work.===>Nadležna tela koja sprovode tenderski postupak treba da budu nezavisna u svom radu.)
MATCH@E:(The authorised bodies in charge of conducting the tender procedure must be autonomous in their work.===>Nadležna tela koja sprovode tenderski postupak treba da budu nezavisna u svom radu.)
MATCH@M:(In absolure values, this autonomy has to do with the relationships with all the prospective participants in the tender process, however the debate is still open as to whether this authonomy is necessary as regards the political power in the country.===>Ta nezavisnost se u apsolutnom smislu odnosi na relaciju sa svim potencijalnim učesnicima na tenderskom procesu, ali je i dalje predmet otvorene debate da li je nezavisnost neophodna i u odnosu na političku vlast u zemlji.)
MATCH@E:(In absolure values, this autonomy has to do with the relationships with all the prospective participants in the tender process, however the debate is still open as to whether this authonomy is necessary as regards the political power in the country.===>Ta nezavisnost se u apsolutnom smislu odnosi na relaciju sa svim potencijalnim učesnicima na tenderskom procesu, ali je i dalje predmet otvorene debate da li je nezavisnost neophodna i u odnosu na političku vlast u zemlji.)
MATCH@M:(The majority of the countries, however, have adopted the model in which the regulatory bodies are highly autonomous as regards the political establishment.===>Ipak, većina zemalja je prihvatila model u kome regulatorna tela imaju veoma visok stepen autonomije u odnosu na politički establišment.)
MATCH@E:(The majority of the countries, however, have adopted the model in which the regulatory bodies are highly autonomous as regards the political establishment.===>Ipak, većina zemalja je prihvatila model u kome regulatorna tela imaju veoma visok stepen autonomije u odnosu na politički establišment.)
MATCH@M:(The more concrete measures that ensure the autonomy of regulatory bodies refer to an a priori defined term of mandate of the members that is generally longer than that of the political structures; to a detailed definition of the processes in the working bodies and the terms of appointment of the members of the body; to restrictive regulations that define the circumstances in which the memebers of regulatory bodies can be suspended; as well as to a clear system of financing.===>Konkretnije mere koje omogućavaju nezavisnost regu-latornih organa odnose se unapred određenu dužinu mandata članova koja načelno treba da bude duža od mandata političke garniture; detaljno definisanje procesa u radnim telima i uslova imenovanja članova tog tela; restriktivne odredbe koje definišu mogućnost raz-rešenja članova regulatornih organa; kao i jasan sistem finansiranja.)
MATCH@E:(The more concrete measures that ensure the autonomy of regulatory bodies refer to an a priori defined term of mandate of the members that is generally longer than that of the political structures; to a detailed definition of the processes in the working bodies and the terms of appointment of the members of the body; to restrictive regulations that define the circumstances in which the memebers of regulatory bodies can be suspended; as well as to a clear system of financing.===>Konkretnije mere koje omogućavaju nezavisnost regulatornih organa odnose se unapred određenu dužinu mandata članova koja načelno treba da bude duža od mandata političke garniture; detaljno definisanje procesa u radnim telima i uslova imenovanja članova tog tela; restriktivne odredbe koje definišu mogućnost razrešenja članova regulatornih organa; kao i jasan sistem finansiranja.)
MATCH@M:(Kerf et al. further claim that it is important to establish a regulatory body financing mechanism.===>Kerf i saradnici posebno ističu da je korisno pronaći mehanizam autonomnog finansiranja regulatornog tela.)
MATCH@E:(Kerf et al. Š11Ë further claim that it is important to establish a regulatory body financing mechanism.===>Kerf i saradnici Š11Ë posebno ističu da je korisno pronaći mehanizam autonomnog finansiranja regulatornog tela.)
MATCH@M:(The completion of the plans and the selection of the optimum project solution are normally followed by the projects going public and the invitation to the parties interested in providing the works to take part in the tender.===>Po završetku planova i izboru optimalnog projektnog rešenja, po pravilu sledi objavljivanje projekata i poziv na učešće na tenderu stranama zainteresovanim za izvođenje radova.)
MATCH@E:(The completion of the plans and the selection of the optimum project solution are normally followed by the projects going public and the invitation to the parties interested in providing the works to take part in the tender.===>Po završetku planova i izboru optimalnog projektnog rešenja, po pravilu sledi objavljivanje projekata i poziv na učešće na tenderu stranama zainteresovanim za izvođenje radova.)
MATCH@M:(In accordance with the EU legislation, a Request for Proposals is sent, containing all types of contracts and the criteria to be used in the selection of the winner in a tender.===>U skladu sa legislativom EU, šalje se Zahtev za ponudama (Request for Proposals), koji sadrži sve vrste ugovora i kriterijume koji će se koristiti pri izboru pobednika na tenderu.)
MATCH@E:(In accordance with the EU legislation, a Request for Proposals is sent, containing all types of contracts and the criteria to be used in the selection of the winner in a tender.===>U skladu sa legislativom EU, šalje se Zahtev za ponudama (Request for Proposals), koji sadrži sve vrste ugovora i kriterijume koji će se koristiti pri izboru pobednika na tenderu.)
MATCH@M:(Actually, a method of concession holder selection is defined, and the criteria in these selection methods are rather diversified.===>Zapravo, ovde se uređuje metod izbora koncesionara, a kriterijumi u tim metodama za izbor su veoma diversifikovani.)
MATCH@E:(Actually, a method of concession holder selection is defined, and the criteria in these selection methods are rather diversified.===>Zapravo, ovde se uređuje metod izbora koncesionara, a kriterijumi u tim metodama za izbor su veoma diversifikovani.)
MATCH@M:(In extreme cases, the criteria are the price on one hand, and the quality of the service on the other, however, the combination of these two criteria seems to be most common.===>U ekstremnim slučajevima kao kriterijumi se javljaju ce-na na jednoj, odnosno kvalitet usluge na drugoj strani, ali je najčešća određena kombinacija ovih dvaju kriterijuma.)
MATCH@E:(In extreme cases, the criteria are the price on one hand, and the quality of the service on the other, however, the combination of these two criteria seems to be most common.===>U ekstremnim slučajevima kao kriterijumi se javljaju cena na jednoj, odnosno kvalitet usluge na drugoj strani, ali je najčešća određena kombinacija ovih dvaju kriterijuma.)
MATCH@M:(The tender committee, convened by the employer, decides upon the optimum offer according to all preferred criteria.===>Tenderska komisija, koju sastavlja naručilac posla, vrši izbor optimalne ponude po svim preferiranim krite-rijumima.)
MATCH@E:(The tender committee, convened by the employer, decides upon the optimum offer according to all preferred criteria.===>Tenderska komisija, koju sastavlja naručilac posla, vrši izbor optimalne ponude po svim preferiranim kriterijumima.)
MATCH@M:(When the criterion is only the price, the procedure of the concession holder selection is simple and includes only the acceptance of the offer quoting the lowest price.===>Kada se kao kriterijum postavi jedino cena, postupak izbora koncesionara je jednostavan i sastoji se u prihvatanju najniže ponude.)
MATCH@E:(When the criterion is only the price, the procedure of the concession holder selection is simple and includes only the acceptance of the offer quoting the lowest price.===>Kada se kao kriterijum postavi jedino cena, postupak izbora koncesionara je jednostavan i sastoji se u prihvatanju najniže ponude.)
MATCH@M:(More inovative methods in concession holder selection, however, also include the quality based criteria.===>Ipak, inovatinije metode za selekciju koncesionara u svom opsegu imaju i kriterijume zasnovane na kvalitetu.)
MATCH@E:(More inovative methods in concession holder selection, however, also include the quality based criteria. ~~~ 4.3.===>Ipak, inovatinije metode za selekciju koncesionara u svom opsegu imaju i kriterijume zasnovane na kvalitetu. 4.)
MATCH@M:(Contrary to the previous roles, whose importance was universal in character, the activation during all the life cycle phases becomes important only in certain projects characterised by high social and economic values.===>Za razliku od prethodnih uloga, čiji je značaj univerzalnog karaktera, aktivacija tokom svih faza životnog ciklusa dobija na značaju samo kod pojedinih projekata koje karakteriše visoka ekonomska i socijalna vrednost.)
MATCH@E:(Active participation of public bodies in the project life cycle phases Contrary to the previous roles, whose importance was universal in character, the activation during all the life cycle phases becomes important only in certain projects characterised by high social and economic values.===>Aktivno učešće javnih organa u fazama životnog ciklusa projekta Za razliku od prethodnih uloga, čiji je značaj univerzalnog karaktera, aktivacija tokom svih faza životnog ciklusa dobija na značaju samo kod pojedinih projekata koje karakteriše visoka ekonomska i socijalna vrednost.)
MATCH@M:(Consequently, the responsibility for project execution does not lie only on the private consortium, but the responsibility of the public sector is also implied.===>Posledično tome, odgovornost za izvođenje projekata nije samo na privatnom konzorci-jumu, već se podrazumeva i odgovornost javnog sektora.)
MATCH@E:(Consequently, the responsibility for project execution does not lie only on the private consortium, but the responsibility of the public sector is also implied.===>Posledično tome, odgovornost za izvođenje projekata nije samo na privatnom konzorcijumu, već se podrazumeva i odgovornost javnog sektora.)
MATCH@M:(A characteristic example of the responsibility of the state is the case of the Metronet Rail company of Great Britain.===>Plastičan primer za odgovornost države je slučaj kompanije Metronet rail iz Velike Britanije.)
MATCH@E:(A characteristic example of the responsibility of the state is the case of the Metronet Rail company of Great Britain.===>Plastičan primer za odgovornost države je slučaj kompanije Metronet rail iz Velike Britanije.)
MATCH@M:(This London public-private partnership that managed the underground railways ended in administrative failure, hence the public authorities had to come forward and give £2 million to save the company from bancruptcy.===>Ovo londonsko javno-privatno partnerstvo koje je upravljalo linijama metroa je doživelo administrativni krah, te je javna vlast morala da reaguje sa 2 miliona funti kako bi preduzeće spasilo bankrotstva.)
MATCH@E:(This London public-private partnership that managed the underground railways ended in administrative failure, hence the public authorities had to come forward and give £2 million to save the company from bancruptcy.===>Ovo londonsko javno-privatno partnerstvo koje je upravljalo linijama metroa je doživelo administrativni krah, te je javna vlast morala da reaguje sa 2 miliona funti kako bi preduzeće spasilo bankrotstva.)
MATCH@M:(The company was then retaken into public ownership.===>Preduzeće je nakon toga vraćeno u javno vlasništvo.)
MATCH@E:(The company was then retaken into public ownership Š10Ë.===>Preduzeće je nakon toga vraćeno u javno vlasništvo Š10Ë.)
MATCH@M:(Thus in each phase of the project life cycle the safety and quality measures will be ensured.===>Na taj način će u svakoj fazi životnog ciklusa projekta biti obezbeđene mere sigurnost i kvaliteta.)
MATCH@E:(Thus in each phase of the project life cycle the safety and quality measures will be ensured.===>Na taj način će u svakoj fazi životnog ciklusa projekta biti obezbeđene mere sigurnost i kvaliteta.)
MATCH@M:(This role is important because it allows for the project performance to be assessed, which provides an information feedback and the communication of the completed existing programme or project with the future decisions on the projects and programmes, as well as the economic development strategy.===>Ova uloga je značajna i zbog mogućnosti ocene performansi projekta čime se stvara povratna informaciona sprega i komunikacija izvršenog postojećeg programa ili projekta sa budućim odlukama o programima i projektima, kao i strategijom razvoja ekonomije.)
MATCH@E:(This role is important because it allows for the project performance to be assessed, which provides an information feedback and the communication of the completed existing programme or project with the future decisions on the projects and programmes, as well as the economic development strategy.===>Ova uloga je značajna i zbog mogućnosti ocene performansi projekta čime se stvara povratna informaciona sprega i komunikacija izvršenog postojećeg programa ili projekta sa budućim odlukama o programima i projektima, kao i strategijom razvoja ekonomije.)
MATCH@M:(Depending on the type and size of the infrastructure, the role of the state may include a set of activities related to expropriation of land, issuing guarantees, payment of infrastructure services, but also a large number of other activities throughout the project life cycle.===>Zavisno od vrste i veličine infrastrukture, uloga države može podrazumevati set aktivnosti vezane za eksproprijaciju zemljišta, izdavanje garancija, plaćanje infrastrukturnih usluga, ali i brojne druge aktivnosti duž čitavog životnog ciklusa projekta.)
MATCH@E:(Depending on the type and size of the infrastructure, the role of the state may include a set of activities related to expropriation of land, issuing guarantees, payment of infrastructure services, but also a large number of other activities throughout the project life cycle. ~~~ 5.===>Zavisno od vrste i veličine infrastrukture, uloga države može podrazumevati set aktivnosti vezane za eksproprijaciju zemljišta, izdavanje garancija, plaćanje infrastrukturnih usluga, ali i brojne druge aktivnosti duž čitavog životnog ciklusa projekta. 5.)
MATCH@M:(The project company established for the purpose of engaging investments into the infrastructure project, on the basis of the contract on establishing the economic entity, is called the concession holder.===>Projektno društvo koje se osniva sa ciljem sprovođenja investicija u infrastrukturni projekat, a na osnovu ugovora o osnivanju privrednog subjekta, naziva se konce-sionarom.)
MATCH@E:(Concession holders role in the concession contract implementation The project company established for the purpose of engaging investments into the infrastructure project, on the basis of the contract on establishing the economic entity, is called the concession holder.===>Uloga koncesionara u sprovođenju koncesionog ugovora Projektno društvo koje se osniva sa ciljem sprovođenja investicija u infrastrukturni projekat, a na osnovu ugovora o osnivanju privrednog subjekta, naziva se koncesionarom.)
MATCH@M:(This company includes the sponsors, and these are usually construction companies and financial institutions, organized in the form of a consortium that is in charge of the project execution and expects to gain certain commercial benefits from such a project.===>Ovo društvo čine sponzori, koje uobičajeno sačinjavaju građevinske kompanije i fina-nijske institucije i koji su organizovani u vidu konzorci-juma koji realizuje projekat i koji treba da ima komercijalne benefite od takvog projekta.)
MATCH@E:(According to Š5Ë, this company includes the sponsors, and these are usually construction companies and financial institutions, organized in the form of a consortium that is in charge of the project execution and expects to gain certain commercial benefits from such a project.===>Prema Š5Ë ovo društvo čine sponzori, koje uobičajeno sačinjavaju građevinske kompanije i finanijske institucije i koji su organizovani u vidu konzorcijuma koji realizuje projekat i koji treba da ima komercijalne benefite od takvog projekta.)
MATCH@M:(The aim of setting up this company is to participate in the public bidding, therefore it is established as early as the preliminary phases of the project execution.===>Cilj osnivanja ovog društva je učešće u javnom nadmetanju, te se osnivanje obavlja u preliminarnim fazama realizacije projekta.)
MATCH@E:(The aim of setting up this company is to participate in the public bidding, therefore it is established as early as the preliminary phases of the project execution.===>Cilj osnivanja ovog društva je učešće u javnom nadmetanju, te se osnivanje obavlja u preliminarnim fazama realizacije projekta.)
MATCH@M:(The purpose of the company is to raise financial means and other resources necessary to execute the project.===>Svrha osnivanja ovog društva je obezbeđenje finansijskih sredstava i drugih resursa neophodnih za izvođenje projekta.)
MATCH@E:(The purpose of the company is to raise financial means and other resources necessary to execute the project.===>Svrha osnivanja ovog društva je obezbeđenje finansijskih sredstava i drugih resursa neophodnih za izvođenje projekta.)
MATCH@M:(Usually an economic company is established which is directly capitalized by the sponsors’ funds and has narrow and time-limited goals.===>Uobičajeno se osniva privredno društvo koje se direktno kapitalizuje sredstvima sponzora i koje ima uske i vremenski oivičene ciljeve.)
MATCH@E:(Usually an economic company is established which is directly capitalized by the sponsors funds and has narrow and time-limited goals.===>Uobičajeno se osniva privredno društvo koje se direktno kapitalizuje sredstvima sponzora i koje ima uske i vremenski oivičene ciljeve.)
MATCH@M:(The science on project financing terms this consortium a special purpose entity.===>Ovaj konzorcijum se u nauci o projektnom finansi-ranju najčešće naziva entitetom za specijalne namene.)
MATCH@E:(The science on project financing terms this consortium a special purpose entity.===>Ovaj konzorcijum se u nauci o projektnom finansiranju najčešće naziva entitetom za specijalne namene.)
MATCH@M:(The investors into large and capital intensive projects, as are infrastructure projects, require that the special purpose entity is formed in order that the credit risk should be restricted to specific projects, that specific goals of designing, construction, management and maintenance of infrastructure facilities are fulfilled as well as that infrastructure services should be provided.===>Investitori glomaznih i kapitalno intenzivnih projekata, kakvi su infrastrukturni, uslovljavaju formiranje entiteta za posebne namene kako bi se kreditni rizik ograničio na specijalne projekte i kako bi se ispunili specifični ciljevi projektovanja, izgradnja, upravljanja i održavanja infrastrukturnih objekata kao i pružanja infrastrukturnih usluga.)
MATCH@E:(The investors into large and capital intensive projects, as are infrastructure projects, require that the special purpose entity is formed in order that the credit risk should be restricted to specific projects, that specific goals of designing, construction, management and maintenance of infrastructure facilities are fulfilled as well as that infrastructure services should be provided.===>Investitori glomaznih i kapitalno intenzivnih projekata, kakvi su infrastrukturni, uslovljavaju formiranje entiteta za posebne namene kako bi se kreditni rizik ograničio na specijalne projekte i kako bi se ispunili specifični ciljevi projektovanja, izgradnja, upravljanja i održavanja infrastrukturnih objekata kao i pružanja infrastrukturnih usluga.)
MATCH@M:(It is in this sense that the isolation of project risks creates the environment in which there is no danger of other risks emerging from the business activities the investor cannot envisage.===>U tom smislu, izolacija projektnih rizika kreira ambijent u kome ne postoji opasnost pojavljivanja drugih rizika iz poslovnih aktivnosti koje investitor ne može sagledati.)
MATCH@E:(It is in this sense that the isolation of project risks creates the environment in which there is no danger of other risks emerging from the business activities the investor cannot envisage Š3Ë.===>U tom smislu, izolacija projektnih rizika kreira ambijent u kome ne postoji opasnost pojavljivanja drugih rizika iz poslovnih aktivnosti koje investitor ne može sagledati Š3Ë.)
MATCH@M:(However, the special purpose entities may be established to more undesirable goals, such as avoiding tax payments and concealing the sponsors’ transactions.===>Ipak, entiteti za specijalne namene mogu biti osnovani sa mnogo nepoželjnijim ciljevima, kao što su izbegavanje poreskih obaveza i prikrivanje transakcija sponzora.)
MATCH@E:(However, the special purpose entities may be established to more undesirable goals, such as avoiding tax payments and concealing the sponsors transactions.===>Ipak, entiteti za specijalne namene mogu biti osnovani sa mnogo nepoželjnijim ciljevima, kao što su izbegavanje poreskih obaveza i prikrivanje transakcija sponzora.)
MATCH@M:(The attention of professional and academic public is especially focused upon the abuse of the special purpose entities after the failure of the Enron power corporation bancruptcy in 2002.===>Pažnja stručne i akademske javnosti na zloupotrebe entiteta za specijalnu namenu su posebno akcentovane nakon propasti energetske korporacije Enron 2002. godine.)
MATCH@E:(According to Š12Ë, the attention of professional and academic public is especially focused upon the abuse of the special purpose entities after the failure of the Enron power corporation bancruptcy in 2002.===>Prema Š12Ë, pažnja stručne i akademske javnosti na zloupotrebe entiteta za specijalnu namenu su posebno akcentovane nakon propasti energetske korporacije Enron 2002. godine.)
MATCH@M:(An improper use of the entity and a fraudulous accounting reports, accompanied by an inadequate audit performed by the then auditing giant Arthur Andersen, conditioned the changes in the concept of special purpose entity reporting.===>Neodgovarajuća upotreba entiteta i fraudalno računovodstveno izveštavanje, te neadekvatna revizija koju je obavio tadašnji revizorski gigant Arthur Andersen, uslovile su promenu koncepta izveštavanja entiteta za specijalnu namenu.)
MATCH@E:(An improper use of the entity and a fraudulous accounting reports, accompanied by an inadequate audit performed by the then auditing giant Arthur Andersen, conditioned the changes in the concept of special purpose entity reporting.===>Neodgovarajuća upotreba entiteta i fraudalno računovodstveno izveštavanje, te neadekvatna revizija koju je obavio tadašnji revizorski gigant Arthur Andersen, uslovile su promenu koncepta izveštavanja entiteta za specijalnu namenu.)
MATCH@M:(The key principle of public-private partnership is that risk should be allocated to a partner who can manage this risk in the best way.===>Ključni pricip javno-privatnog partnerstva je da rizik treba da bude alociran na partnera koji može najbolje da upravlja tim rizikom.)
MATCH@E:(According to Š8Ë, the key principle of public-private partnership is that risk should be allocated to a partner who can manage this risk in the best way.===>Prema Š8Ë, ključni pricip javno-privatnog partnerstva je da rizik treba da bude alociran na partnera koji može najbolje da upravlja tim rizikom.)
MATCH@M:(Actually, one of the most important principles of project financing as a modality of financing individual business enterprises is in the advantages this approach has in comparison with direct financing because the risk can be more easily and simply anticipated and allocated to certain participants in the business operations.===>Zapravo, jedno od najznačajnijih načela projektnog finansiranja kao modaliteta finansiranja pojedinačnih poslovnih poduhvata se i sastoji u činjenici da je ovaj pristup u prednosti u odnosu na direktno finansiranje zbog mogućnosti da se daleko lakše i jednostavnije anticipativno alocira rizik na pojedine učesnike u poslu.)
MATCH@E:(Actually, one of the most important principles of project financing as a modality of financing individual business enterprises is in the advantages this approach has in comparison with direct financing because the risk can be more easily and simply anticipated and allocated to certain participants in the business operations.===>Zapravo, jedno od najznačajnijih načela projektnog finansiranja kao modaliteta finansiranja pojedinačnih poslovnih poduhvata se i sastoji u činjenici da je ovaj pristup u prednosti u odnosu na direktno finansiranje zbog mogućnosti da se daleko lakše i jednostavnije anticipativno alocira rizik na pojedine učesnike u poslu.)
MATCH@M:(An effective allocation of risk has a direct financial effect upon the project, which results in lower overall project costs and in an increased so-called value for money in comparison with the traditional method of financing and execution.===>Efektivna alokacija rizika ima direktan finansijski uticaj na projekat što ima za posledicu niže ukupne troškove projekta i posledičnu uvećanu tzv. vrednost za novac u poređenju sa tradicionalnim načinom finansiranja i realizacije.)
MATCH@E:(An effective allocation of risk has a direct financial effect upon the project, which results in lower overall project costs and in an increased so-called value for money in comparison with the traditional method of financing and execution.===>Efektivna alokacija rizika ima direktan finansijski uticaj na projekat što ima za posledicu niže ukupne troškove projekta i posledičnu uvećanu tzv. vrednost za novac u poređenju sa tradicionalnim načinom finansiranja i realizacije.)
MATCH@M:(The aim is not to transfer the risk to the private partner, but to distribute it equally so that the overall costs be minimized.===>Cilj nije preneti rizik na privatnog aktera, nego ga pravilno rasporediti kako bi se ukupni troškovi minimizirali.)
MATCH@E:(The aim is not to transfer the risk to the private partner, but to distribute it equally so that the overall costs be minimized.===>Cilj nije preneti rizik na privatnog aktera, nego ga pravilno rasporediti kako bi se ukupni troškovi minimizirali.)
MATCH@M:(The project financing is specific in terms of risk distribution, since the risk to be taken by the concession holder, the conceder or a third party (such as insuring company) is defined in the course of negotiations.===>Projektno finansiranje je specifično u smislu raspodele rizika, jer se u periodu ugovaranja vrši i definisanje rizika koje će snositi koncesionar, koncedent ili neka treća strana (poput osiguravajućeg društva).)
MATCH@E:(The project financing is specific in terms of risk distribution, since the risk to be taken by the concession holder, the conceder or a third party (such as insuring company) is defined in the course of negotiations.===>Projektno finansiranje je specifično u smislu raspodele rizika, jer se u periodu ugovaranja vrši i definisanje rizika koje će snositi koncesionar, koncedent ili neka treća strana (poput osiguravajućeg društva).)
MATCH@M:(For example, the risk of land expropriation completion is the risk taken by the public sector.===>Primera radi, rizik okončanja eksproprijacije zemljišta predstavlja rizik koji snosi javni sektor.)
MATCH@E:(For example, the risk of land expropriation completion is the risk taken by the public sector.===>Primera radi, rizik okončanja eksproprijacije zemljišta predstavlja rizik koji snosi javni sektor.)
MATCH@M:(On the other hand, the risk of material provision, construction and maintenance of infrastructure facilities is by a rule taken by the private partner.===>Sa druge strane, rizik nabavke materijala, izgradnje i održavanja infrastrukturnih kapaciteta po pravilu pada na privatnog partnera u poslu.)
MATCH@E:(On the other hand, the risk of material provision, construction and maintenance of infrastructure facilities is by a rule taken by the private partner.===>Sa druge strane, rizik nabavke materijala, izgradnje i održavanja infrastrukturnih kapaciteta po pravilu pada na privatnog partnera u poslu.)
MATCH@M:(The guidelines proposed for the risk allocation further in the text are not obligatory nor are they universally applicable; they rather describe a generic model of the concession contract.===>U daljem tekstu su date smernice za alokaciju rizika koje nisu obligatornog karaktera i nemaju univerzalnu primenjivost, već opisuju generički model koncesionog ugovora.)
MATCH@E:(The guidelines proposed for the risk allocation further in the text are not obligatory nor are they universally applicable; they rather describe a generic model of the concession contract.===>U daljem tekstu su date smernice za alokaciju rizika koje nisu obligatornog karaktera i nemaju univerzalnu primenjivost, već opisuju generički model koncesionog ugovora.)
MATCH@M:(Different concession contracts may assume different systems of risk allocation, therefore, the situational approach in risk allocation is the best one.===>Različiti koncesioni ugovori mogu podrazu-mevati drugačiji sistem alokacije rizika, te je situacioni pristup najbolji za alokaciju rizika.)
MATCH@E:(Different concession contracts may assume different systems of risk allocation, therefore, the situational approach in risk allocation is the best one.===>Različiti koncesioni ugovori mogu podrazumevati drugačiji sistem alokacije rizika, te je situacioni pristup najbolji za alokaciju rizika.)
MATCH@M:(We will, however, describe some general directives for an optimum risk distribution.===>Ipak, u nastavku će biti opisane neke načelne direktive za optimalnu distribuciju rizika.)
MATCH@E:(We will, however, describe some general directives for an optimum risk distribution.===>Ipak, u nastavku će biti opisane neke načelne direktive za optimalnu distribuciju rizika.)
MATCH@M:(Risk is most commonly defined for different phases of the project, such as the risk of infrastructure design, the selection of the contractor(s), the construction of the infrastructure facility, or provision of infrastructure service, facility management, etc.===>Rizik se najčešće definiše za različite faze projekta, kao što su rizik dizajna infrastrukture, izbora izvođača radova, igradnja infrastrukturnog objekta, odnosno pružanje infrastrukturne usluge, upravljanje objektima i sl.)
MATCH@E:(Risk is most commonly defined for different phases of the project Š28Ë, such as the risk of infrastructure design, the selection of the contractor(s), the construction of the infrastructure facility, or provision of infrastructure service, facility management, etc.===>Rizik se najčešće definiše za različite faze projekta Š28Ë, kao što su rizik dizajna infrastrukture, izbora izvođača radova, igradnja infrastrukturnog objekta, odnosno pružanje infrastrukturne usluge, upravljanje objektima i sl.)
MATCH@M:(The selection of the contractor(s) is of great importance for an efficient execution of the infrastructure project.===>Izbor izvođača radova je od velikog značaja za uspešnu realizaciju infrastrukturnog projekta.)
MATCH@E:(The selection of the contractor(s) is of great importance for an efficient execution of the infrastructure project.===>Izbor izvođača radova je od velikog značaja za uspešnu realizaciju infrastrukturnog projekta.)
MATCH@M:(The basic criteria in the selection of the contractor are the pre-project experience in the relevant field, significant references, and the reputation on the matket.===>Osnovni kriteri-jumi za izbor izvođača radova su pretprojektno iskustvo u relevantnoj oblasti, značajne preporuke i reputacija na tržištu.)
MATCH@E:(The basic criteria in the selection of the contractor are the pre-project experience in the relevant field, significant references, and the reputation on the matket.===>Osnovni kriterijumi za izbor izvođača radova su pretprojektno iskustvo u relevantnoj oblasti, značajne preporuke i reputacija na tržištu.)
MATCH@M:(If the project is executed abroad, it is necessary that the contractors know the local market and maintain good contacts with local manufacturers/suppliers.===>Ukoliko se projekat realizuje u inostran-stvu, potrebno je da izvođači radova poznaju lokalno tržište i poseduju dobre kontakte sa lokalnim podizvo-đačima.)
MATCH@E:(If the project is executed abroad, it is necessary that the con tractors know the local market and maintain good contacts with local manufacturers/suppliers.===>Ukoliko se projekat realizuje u inostranstvu, potrebno je da izvođači radova poznaju lokalno tržište i poseduju dobre kontakte sa lokalnim podizvođačima.)
MATCH@M:(Even though a certain form of insurance is included when the contract is being closed, the damage in case the project fails may be outstanding.===>Iako se prilikom potpisivanja ugovora o izvođenju radova koristi određeni oblik osiguranja, šteta u slučaju da projekat propadne može biti nenadoknadiva.)
MATCH@E:(Even though a certain form of insurance is included when the contract is being closed, the damage in case the project fails may be outstanding.===>Iako se prilikom potpisivanja ugovora o izvođenju radova koristi određeni oblik osiguranja, šteta u slučaju da projekat propadne može biti nenadoknadiva.)
MATCH@M:(In some cases, the contractor may be the project sponsor itself.===>U određenim slučajevima izvođač radova može biti i sam sponzor projekta.)
MATCH@E:(In some cases, the contractor may be the project sponsor itself.===>U određenim slučajevima izvođač radova može biti i sam sponzor projekta.)
MATCH@M:(Then we deal with the conflict of interests and the risk of making inadequate contracts.===>Tada postoji konflikt interesa i rizik od sastavljanja neadekvatnih ugovora.)
MATCH@E:(Then we deal with the conflict of interests and the risk of making inadequate contracts.===>Tada postoji konflikt interesa i rizik od sastavljanja neadekvatnih ugovora.)
MATCH@M:(In case there are flaws in the tender specification, the consequences of such errors are by a rule taken by the public sector.===>Ukoliko postoje nedostaci u tenderskoj specifikaciji, posledice takvih propusta po pravilu snosi javni sektor.)
MATCH@E:(In case there are flaws in the tender specification, the consequences of such errors are by a rule taken by the public sector.===>Ukoliko postoje nedostaci u tenderskoj specifikaciji, posledice takvih propusta po pravilu snosi javni sektor.)
MATCH@M:(The errors in designing infrastructure systems are assigned to the contractor and it is these errors that cause an erosion in the returns on investments.===>Greške u projektovanju infrastrukturnih sistema snosi izvođač radova i takve greške prouzrokuju eroziju povraćaja na investicije.)
MATCH@E:(The errors in designing infrastructure systems are assigned to the contractor and it is these errors that cause an erosion in the returns on investments.===>Greške u projektovanju infrastrukturnih sistema snosi izvođač radova i takve greške prouzrokuju eroziju povraćaja na investicije.)
MATCH@M:(In the construction phase, the key deviations that may emerge in the project implementation are related to the hypertrophy of costs, disregard of the anticipated time limit for the completion of the project, and the disparity between the project effects and the criteria set in the designing phase.===>U fazi izgradnje ključne distorzije koje se u implementaciji projekta mogu javiti tiču se hipertrofije troškova, nepoštovanja anticipiranog vremenskog okvira za završetak projekta i nepodudarnosti efekata projekta sa kriterijumima koji su postavljeni u fazi dizajniranja.)
MATCH@E:(In the construction phase, the key deviations that may emerge in the project implementation are related to the hypertrophy of costs, disregard of the anticipated time limit for the completion of the project, and the disparity between the project effects and the criteria set in the designing phase.===>U fazi izgradnje ključne distorzije koje se u implementaciji projekta mogu javiti tiču se hipertrofije troškova, nepoštovanja anticipiranog vremenskog okvira za završetak projekta i nepodudarnosti efekata projekta sa kriterijumima koji su postavljeni u fazi dizajniranja.)
MATCH@M:(A similar classification according to the construction phases is used by Abdou, who classifies the risk as regards the financial, the time and the design aspects.===>Sličnu klasifikaciju prema konstrukcionim fazama koristi i Abdou, te deli rizike sa finansijskog, vremenskog i dizajnerskog aspekta.)
MATCH@E:(A similar classification according to the construction phases is used by Abdou Š1Ë, who classifies the risk as regards the financial, the time and the design aspects.===>Sličnu klasifikaciju prema konstrukcionim fazama koristi i Abdou Š1Ë, te deli rizike sa finansijskog, vremenskog i dizajnerskog aspekta.)
MATCH@M:(The cost exceeding risk analysis deals with the most important cost items in the project budget, the manner in which the costs are controlled, and the possibility that they can be exceeded.===>Analiza rizika prekoračenja troškova se odnosi na najvažnije stavke troškova u budžetu projekta, način na koji se kontrolišu troškovi i mogućnost njihovog prekoračenja.)
MATCH@E:(The cost exceeding risk analysis deals with the most important cost items in the project budget, the manner in which the costs are controlled, and the possibility that they can be exceeded.===>Analiza rizika prekoračenja troškova se odnosi na najvažnije stavke troškova u budžetu projekta, način na koji se kontrolišu troškovi i mogućnost njihovog prekoračenja.)
MATCH@M:(If the budget is exceeded due to the inefficient practices in the construction or the departure from the planned costs, the logics of concession mechanism states that such increased costs are to be suffered by the private contracting party, since the consortium is in charge of control of such expenses.===>Ukoliko do probijanja budžeta dođe usled neefikasne prakse izgradnje ili odstupanja od planskih troškova, logika koncesionog mehanizma nalaže da ovakvi uvećani troškovi padaju na teret privatne ugovorne strane u ugovoru, jer je konzorcijum nadležan za kontrolu ovakvih trošenja.)
MATCH@E:(If the budget is exceeded due to the inefficient practices in the construction or the departure from the planned costs, the logics of concession mechanism states that such increased costs are to be suffered by the private contracting party, since the consortium is in charge of control of such expenses.===>Ukoliko do probijanja budžeta dođe usled neefikasne prakse izgradnje ili odstupanja od planskih troškova, logika koncesionog mehanizma nalaže da ovakvi uvećani troškovi padaju na teret privatne ugovorne strane u ugovoru, jer je konzorcijum nadležan za kontrolu ovakvih trošenja.)
MATCH@M:(Possible disparities in the input buying prices, or costs, which the consortium deems uncontrollable, do not always have a clearly defined party that will bear them.===>Eventualna odstupanja u nabavnim cenama inputa, odnosno troškovima, koja su sa aspekta konzorcijuma nekontrolabilna, nemaju uvek jasno definisanu stranu koja će snositi troškove.)
MATCH@E:(Possible disparities in the input buying prices, or costs, which the consortium deems uncontrollable, do not always have a clearly defined party that will bear them.===>Eventualna odstupanja u nabavnim cenama inputa, odnosno troškovima, koja su sa aspekta konzorcijuma nekontrolabilna, nemaju uvek jasno definisanu stranu koja će snositi troškove.)
MATCH@M:(Such excess costs are usually suffered by the project company, although specific clauses may be included to define in more detail which inputs are key inputs in the production and thus the risk of higher prices of these inputs can be distributed more evenly.===>Za ovakva troškovna prekoračenja najčešća je praksa da ih snosi projektno društvo, mada se posebnim klauzulama može bliže i detaljnije odrediti koji su inputi ključni u proizvodnji, te se ravnomernije raspodeliti rizik povećanja cena ovih inputa.)
MATCH@E:(Such excess costs are usually suffered by the project company, although specific clauses may be included to define in more detail which inputs are key inputs in the production and thus the risk of higher prices of these inputs can be distributed more evenly.===>Za ovakva troškovna prekoračenja najčešća je praksa da ih snosi projektno društvo, mada se posebnim klauzulama može bliže i detaljnije odrediti koji su inputi ključni u proizvodnji, te se ravnomernije raspodeliti rizik povećanja cena ovih inputa.)
MATCH@M:(As regards all the activities of the state that affect the project in a specific way, such as delays in licence issuing and work approvals provision, they are the responsibility of the conceder, i.e., the public authorities themselves.===>Kada je reč o svim aktivnostima države koje imaju specifično dejstvo na projekat, kao što su odlaganja u obezbeđenju dozvola i saglasno-sti za izvođenje radova, treba teretiti koncedenta, tj. samu javnu vlast.)
MATCH@E:(As regards all the activities of the state that affect the project in a specific way, such as delays in licence issuing and work approvals provision, they are the responsibility of the conceder, i.e., the public authorities themselves.===>Kada je reč o svim aktivnostima države koje imaju specifično dejstvo na projekat, kao što su odlaganja u obezbeđenju dozvola i saglasnosti za izvođenje radova, treba teretiti koncedenta, tj. samu javnu vlast.)
MATCH@M:(The cost control in the project construction is requested by the financiers, who have to approve of any rise in the key costs, even in case when there is sufficient capital to complete the project.===>Kontrolu troškova izgradnje projekta zahtevaju finansijeri, koji moraju da odobre svako povećanje ključnih troškova, čak i u slučaju kada postoji dovoljno sredstava za završetak projekta.)
MATCH@E:(The cost control in the project construction is requested by the financiers, who have to approve of any rise in the key costs, even in case when there is sufficient capital to complete the project.===>Kontrolu troškova izgradnje projekta zahtevaju finansijeri, koji moraju da odobre svako povećanje ključnih troškova, čak i u slučaju kada postoji dovoljno sredstava za završetak projekta.)
MATCH@M:(The project company is entitled a certain freedom to manage minor variations of costs falling into main categories, the more so if the total project costs are not fixed, but are of fluctuating character.===>Projektna kompanija ima određenu slobodu da upravlja manjim varijacijama troškova koji spadaju u glavne kategorije, pogotovo ako ukupni troškovi projekta nisu fiksno određeni, već imaju fluktuirajući karakter.)
MATCH@E:(The project company is entitled a certain freedom to manage minor variations of costs falling into main categories, the more so if the total project costs are not fixed, but are of fluctuating character.===>Projektna kompanija ima određenu slobodu da upravlja manjim varijacijama troškova koji spadaju u glavne kategorije, pogotovo ako ukupni troškovi projekta nisu fiksno određeni, već imaju fluktuirajući karakter.)
MATCH@M:(The empirical evidence show that the mechanism of public-private partnership and the concession itself have great advantages compared to the traditional methods of infrastructure construction in cases of construction within the planned time.===>Empirijski dokazi pokazuju da je mehanizam javno-privatnog partnerstva i same koncesije pokazuje velike prednosti u odnosu na tradicionalne načine izgradnje infrastrukture po pitanju izgradnje u planiranom vremenu.)
MATCH@E:(According to Š22Ë, the empirical evidence show that the mechanism of public-private partnership and the concession itself have great advantages compared to the traditional methods of infrastructure construction in cases of construction within the planned time.===>Prema Š22Ë, empirijski dokazi pokazuju da je mehanizam javno-privatnog partnerstva i same koncesije pokazuje velike prednosti u odnosu na tradicionalne načine izgradnje infrastrukture po pitanju izgradnje u planiranom vremenu.)
MATCH@M:(For example, the UK National Audit Office reported in 2003 that 76% of audited public-private partnership projects were completed and available to use within the time period stipulated in the contracts.===>Primera radi, Nacionalna revizorska kancelarija Velike Britanije je 2003. godine izvestila da je 76% revidiranih projekata javno-privatnog partnerstva bilo završeno i dostupno za upotrebu u vremenu koje je bilo predviđeno ugovorima.)
MATCH@E:(For example, the UK National Audit Office reported in 2003 that 76% of audited public-private partnership projects were completed and available to use within the time period stipulated in the contracts.===>Primera radi, Nacionalna revizorska kancelarija Velike Britanije je 2003. godine izvestila da je 76% revidiranih projekata javno-privatnog partnerstva bilo završeno i dostupno za upotrebu u vremenu koje je bilo predviđeno ugovorima.)
MATCH@M:(On the contrary, only 30% of traditionally financed and realized infrastructure projects were completed by the deadlines stated in the contract [24].===>Za razliku od toga, tek 30% tradicionalno finansiranih i realizovanih projekata infrastrukture je bilo izvršeno u ugovorom predvi-)
MATCH@E:(On the contrary, only 30% of traditionally financed and realized infrastructure projects were completed by the deadlines stated in the contract Š24Ë.===>Za razliku od toga, tek 30% tradicionalno finansiranih i realizovanih projekata infrastrukture je bilo izvršeno u ugovorom predviđenom roku Š24Ë.)
MATCH@M:(The causes of delays in project construction and the postponing of project completion may be due to the contractor’s or the supplier’s failing to fulfil their obligations, to the factors pertaining to force majeure or to the third party factors.===>projekta i odlaganja završetka projekta mogu biti neis-punjavanje obaveza od strane izvođača radova ili dobavljača, faktori koji spadaju u domen više sile i faktori treće strane.)
MATCH@E:(The causes of delays in project construction and the postponing of project completion may be due to the contractors or the suppliers failing to fulfil their obligations, to the factors pertaining to force majeure or to the third party factors.===>Uzroci nastajanja zastoja u izgradnji projekta i odlaganja završetka projekta mogu biti neispunjavanje obaveza od strane izvođača radova ili dobavljača, faktori koji spadaju u domen više sile i faktori treće strane.)
MATCH@M:(The deviation from the planned time of construction should be treated as the failure of the concession holder in case it results from an inefficient practice of construction or weaknesses in the manufacturers’ coordination.===>Odstupanje u planiranom vremenu izgradnje treba da snosi koncesionar ukoliko su oni posledica neefikasne prakse izgradnje ili slabosti u koordinaciji podizvođača.)
MATCH@E:(The deviation from the planned time of construction should be treated as the failure of the concession holder in case it results from an inefficient practice of construction or weaknesses in the manufacturers coordination.===>Odstupanje u planiranom vremenu izgradnje treba da snosi koncesionar ukoliko su oni posledica neefikasne prakse izgradnje ili slabosti u koordinaciji podizvođača.)
MATCH@M:(On the other hand, in case the delays are the consequence of the so-called force majeure, the time penalty should be transferred to the insurance company, on condition the project is insured.===>Sa druge strane, ukoliko su odlaganja u vremenu izgradnje posledica dejstva tzv. više sile, penale za odlaganje treba da snosi osiguravajuće društvo uz uslov da je projekat osiguran.)
MATCH@E:(On the other hand, in case the delays are the consequence of the so-called force majeure, the time penalty should be transferred to the insurance company, on condition the project is insured.===>Sa druge strane, ukoliko su odlaganja u vremenu izgradnje posledica dejstva tzv. više sile, penale za odlaganje treba da snosi osiguravajuće društvo uz uslov da je projekat osiguran.)
MATCH@M:(The risk of the force majeure refers to the impacts of factors in the domain of the force majeure, such as strikes, floods, fires and other natural catastrophes or technical failures that may result in the reduction of capacity or may stop the project functioning temporarily or permanently.===>Rizik više sile se odnosi na delovanje faktora koji spadaju u domen više sile, kao što su štrajkovi, poplave, požari i druge elementarne nepogode ili katastrofalne tehničke greške koje mogu uticati na smanjenje kapaciteta ili mogu privremeno ili trajno prekinuti funkcionisanje projekta.)
MATCH@E:(The risk of the force majeure refers to the impacts of factors in the domain of the force majeure, such as strikes, floods, fires and other natural catastrophes or technical failures that may result in the reduction of capacity or may stop the project functioning temporarily or permanently.===>Rizik više sile se odnosi na delovanje faktora koji spadaju u domen više sile, kao što su štrajkovi, poplave, požari i druge elementarne nepogode ili katastrofalne tehničke greške koje mogu uticati na smanjenje kapaciteta ili mogu privremeno ili trajno prekinuti funkcionisanje projekta.)
MATCH@M:(The project is also exposed to risk from the force majeure during both the construction period and the period of operation.===>Projekat je izložen riziku više sile i tokom perioda izgradnje i tokom operativnog perioda.)
MATCH@E:(The project is also exposed to risk from the force majeure during both the construction period and the period of operation.===>Projekat je izložen riziku više sile i tokom perioda izgradnje i tokom operativnog perioda.)
MATCH@M:(In case the project fails to satisfy the criteria set in the tender documentation, e.g., in case of the unsatisfactory quality of infrastructure services or defects in infrastructure facilities, the liquidation damages will be the liability of the concession holder.===>Kada projekat ne zadovolji kriterijume koji su postavljeni tenderskom dokumentacijom, kao što su nezadovoljavajući kvalitet infrastrukturnih usluga ili defekti u infrastrukturnim objektima, likvidacione štete snosi koncesionar.)
MATCH@E:(In case the project fails to satisfy the criteria set in the tender documentation, e.g., in case of the unsatisfactory quality of infrastructure services or defects in infrastructure facilities, the liquidation damages will be the liability of the concession holder.===>Kada projekat ne zadovolji kriterijume koji su postavljeni tenderskom dokumentacijom, kao što su nezadovoljavajući kvalitet infrastrukturnih usluga ili defekti u infrastrukturnim objektima, likvidacione štete snosi koncesionar.)
MATCH@M:(The risk of poor performance means that the project (due to poor design and inadequate technology) does not perform as expected.===>Rizik loših performansi podrazumeva da projekat (zbog lošeg projektovanja i neadekvatne tehnologije) ne funkcioniše u skladu sa očekivanjima.)
MATCH@E:(The risk of poor performance means that the project (due to poor design and inadequate technology) does not perform as expected.===>Rizik loših performansi podrazumeva da projekat (zbog lošeg projektovanja i neadekvatne tehnologije) ne funkcioniše u skladu sa očekivanjima.)
MATCH@M:(Such risk and consequently increased costs will have a significant impact upon the returns on investments, i.e., upon the profitability of the project itself.===>Ovakav rizik i posledično uvećani troškovi imaće značajnih efekata na povraćaj na investicije, odnosno pro-fitabilnost samog projekta.)
MATCH@E:(Such risk and consequently increased costs will have a significant impact upon the returns on investments, i.e., upon the profitability of the project itself.===>Ovakav rizik i posledično uvećani troškovi imaće značajnih efekata na povraćaj na investicije, odnosno profitabilnost samog projekta. 6.)
MATCH@M:(Creating an adequate business environment for the development of partnership between the public and the private sectors becomes imperative for the growth and development of national economies.===>Kreiranje adekvatnog poslovnog ambijenta za razvoj partnerstva javnog i privatnog sektora postaje imperativ za rast i razvoj nacionalnih ekonomija.)
MATCH@E:(6. ~~~ Conclusion Creating an adequate business environment for the development of partnership between the public and the private sectors becomes imperative for the growth and development of national economies.===>Zaključak Kreiranje adekvatnog poslovnog ambijenta za razvoj partnerstva javnog i privatnog sektora postaje imperativ za rast i razvoj nacionalnih ekonomija.)
MATCH@M:(This need is especially evident in the developing countries.===>Ova potreba je posebno uočljiva u zemaljama u razvoju.)
MATCH@E:(This need is especially evident in the developing countries.===>Ova potreba je posebno uočljiva u zemaljama u razvoju.)
MATCH@M:(The roles of the state in creating regulatory and investment encouraging elements of the business environment for the inflow of private capital in the infrastructure projects realization are manifold and complex.===>Uloge države u stvaranju regulatornih i investiciono podsticaj-nih elemenata poslovnog okruženja za upliv privatnog kapitala u realizaciji infrastrukturnih projekata su mnogostruke i složene.)
MATCH@E:(The roles of the state in creating regulatory and investment encouraging elements of the business environment for the inflow of private capital in the infrastructure projects realization are manifold and complex.===>Uloge države u stvaranju regulatornih i investiciono podsticajnih elemenata poslovnog okruženja za upliv privatnog kapitala u realizaciji infrastrukturnih projekata su mnogostruke i složene.)
MATCH@M:(They range from highly general, such as the regard for the principles of the state based on the rule of law, to the specific demand for efficient institutions for the selection of concession holders.===>Ona se protežu od krajnje uopšte-nih, kao što je poštovanje načela pravne države, pa sve do specifičnih zahteva za efikasnim institucijama za izbor koncesionara.)
MATCH@E:(They range from highly general, such as the regard for the principles of the state based on the rule of law, to the specific demand for efficient institutions for the selection of concession holders.===>Ona se protežu od krajnje uopštenih, kao što je poštovanje načela pravne države, pa sve do specifičnih zahteva za efikasnim institucijama za izbor koncesionara.)
MATCH@M:(Of primary importance for the functional concession mechanism is that the risk be optimally allocated among the conceder, the concession holder, and other contracting parties.===>Za funkcionalni mehanizam koncesije je od primarnog značaja optimalno alocirati rizik između koncedenta, koncesionara i ostalih ugovornih strana.)
MATCH@E:(Of primary importance for the functional concession mechanism is that the risk be optimally allocated among the conceder, the concession holder, and other contracting parties.===>Za funkcionalni mehanizam koncesije je od primarnog značaja optimalno alocirati rizik između koncedenta, koncesionara i ostalih ugovornih strana.)
MATCH@M:(The principle to be followed is that the responsibility and the consequential risk should be assigned to the party that can manage the given specific risk in the best possible manner.===>Načelo koje treba poštovati je da odgovornost i posledični rizik treba pripisati onoj strani koja na najbolji način može da upravlja datim specifičnim rizikom.)
MATCH@E:(The principle to be followed is that the responsibility and the consequential risk should be assigned to the party that can manage the given specific risk in the best possible manner.===>Načelo koje treba poštovati je da odgovornost i posledični rizik treba pripisati onoj strani koja na najbolji način može da upravlja datim specifičnim rizikom.)
MATCH@M:(It is in this way that the total costs of financing and execution of the infrastructure project are minimized and all the interested parties are given opportunity to maximize their returns on investments, in purely financial, but also in broader socio-economic contexts.===>Na taj način se mi-nimiziraju ukupni troškovi finansiranja i realizacije infrastrukturnog projekta i svim interesnim stranama se ostavlja prostor za maksimizaciju povraćaja na investicije, kako u čisto finansijskom, tako i u širem društve-no-ekonomskom kontekstu.)
MATCH@E:(It is in this way that the total costs of financing and execution of the infrastructure project are minimized and all the interested parties are given opportunity to maximize their returns on investments, in purely financial, but also in broader socio-economic contexts.===>Na taj način se minimiziraju ukupni troškovi finansiranja i realizacije infrastrukturnog projekta i svim interesnim stranama se ostavlja prostor za maksimizaciju povraćaja na investicije, kako u čisto finansijskom, tako i u širem društveno-ekonomskom kontekstu. 7.)
MATCH@M:(Strategic planning is the means to overcome the ongoing challenges arising from the existing problems as well as to create a way ahead in the development of the Trebinje municipality.===>Strateško planiranje je sredstvo kojim će se prevazići stalno prisutni izazovi tekućih problema i kreirati put budućeg razvoja opštine Trebinje.)
MATCH@E:(Strategic planning is the means to overcome the ongoing challenges arising from the existing problems as well as to create a way ahead in the development of the Trebinje municipality.===>Rade Ivanković1, Mirjana Miljanović2 1 Fakultet za proizvodnju i menadžment u Trebinju 2 Fakultet za proizvodnju i menadžment u Trebinju Promjenjeni uslovi života i postojeći problemi zahtjevaju drugačiji pristup rješavanju problema, kako od strane lokalne uprave, tako i od strane građana.)
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BAD_LINE_M:Strategic planning is the means to overcome the ongoing challenges arising from the existing problems as well as to create a way ahead in the development of the Trebinje municipality.
BAD_LINE_M:Strateško planiranje je sredstvo kojim će se prevazići stalno prisutni izazovi tekućih problema i kreirati put budućeg razvoja opštine Trebinje.
BAD_LINE_E:Strategic planning is the means to overcome the ongoing challenges arising from the existing problems as well as to create a way ahead in the development of the Trebinje municipality.
BAD_LINE_E:Rade Ivanković1, Mirjana Miljanović2 1 Fakultet za proizvodnju i menadžment u Trebinju 2 Fakultet za proizvodnju i menadžment u Trebinju Promjenjeni uslovi života i postojeći problemi zahtjevaju drugačiji pristup rješavanju problema, kako od strane lokalne uprave, tako i od strane građana.
MATCH@M:(The methodology of participatory planning was used in designing of the development Strategy of Trebinje municipality.===>Za kreiranje Strategije razvoja opštine Trebinje korištena je)
MATCH@E:(The methodology of participatory planning was used in designing of the development Strategy of Trebinje municipality.===>Strateško planiranje je sredstvo kojim će se prevazići stalno prisutni izazovi tekućih problema i kreirati put buduceg razvoja opštine Trebinje.)
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BAD_LINE_M:The methodology of participatory planning was used in designing of the development Strategy of Trebinje municipality.
BAD_LINE_M:Za kreiranje Strategije razvoja opštine Trebinje korištena je
BAD_LINE_E:The methodology of participatory planning was used in designing of the development Strategy of Trebinje municipality.
BAD_LINE_E:Strateško planiranje je sredstvo kojim će se prevazići stalno prisutni izazovi tekućih problema i kreirati put buduceg razvoja opštine Trebinje.
MATCH@M:(This methodology was developed and recommended by the World Bank.===>metodologija participativnog planiranja, razvijena i preporučena od strane Svjetske banke.)
MATCH@E:(This methodology was developed and recommended by the World Bank.===>Za kreiranje Strategije razvoja opštine Trebinje korištena je metodologija participativnog planiranja, razvijena i preporučena od strane Svjetske banke.)
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BAD_LINE_M:This methodology was developed and recommended by the World Bank.
BAD_LINE_M:metodologija participativnog planiranja, razvijena i preporučena od strane Svjetske banke.
BAD_LINE_E:This methodology was developed and recommended by the World Bank.
BAD_LINE_E:Za kreiranje Strategije razvoja opštine Trebinje korištena je metodologija participativnog planiranja, razvijena i preporučena od strane Svjetske banke.
MATCH@M:(The Strategy consists of three goals identified as the most important ones for further development of Trebinje but also of the entire eastern Herzegovina region which heavily relies on this town.===>Strategija je sastavljena od tri razvojna cilja koja su istaknuta kao najvažnija za dalji napredak Trebinja, pa i cijele regije istočne Hercegovine koja se najvećim dijelom oslanja na ovaj grad.)
MATCH@E:(The Strategy consists of three goals identified as the most important ones for further development of Trebinje but also of the entire eastern Herzegovina region which heavily relies on this town.===>Strategija je sastavljena od tri razvojna cilja koja su istaknuta kao najvažnija za dalji napredak Trebinja, pa i cijele regije istočne Hercegovine koja se najvećim dijelom oslanja na ovaj grad.)
MATCH@M:(Key elements have been defined for monitoring and evaluation of the implementation of the Strategy with the following indicators: the number of enterprises; employment rate; local economy income; profitability and productivity; demographic rejuvenation.===>Definisani su ključni elementi za praćenje i vrednovanje realizacije strategije (indikatori: broj preduzeća, zaposlenost, prihod lokalne privrede, rentabilnost i produktivnost, demografsko podmlađivanje).)
MATCH@E:(Key elements have been defined for monitoring and evaluation of the implementation of the Strategy with the following indicators: the number of enterprises; employment rate; local economy income; profitability and productivity; demographic rejuvenation.===>Definisani su ključni elementi za praćenje i vrednovanje realizacije strategije (indikatori: broj preduzeća, zaposlenost, prihod lokalne privrede, rentabilnost i produktivnost, demografsko podmlađivanje).)
MATCH@M:(The Strategy is concerned with the operational plan of implementation and strategic indicators.===>Radi se o operativnom planu implementacije i o strateškim indikatorima.)
MATCH@E:(The Strategy is concerned with the operational plan of implementation and strategic indicators.===>Radi se o operativnom planu implementacije i o strateškim indikatorima.)
MATCH@M:(Also, the roles and responsibilities have been defined of the numerous institutional actors in the implementation, financing, monitoring and evaluation of the realization of the Strategy.===>Takođe, definisane su i uloge i odgovornosti mnogobrojnih institucionalnih aktera u implementaciji, finansiranju i praćenju i vrednovanju ostvarivanja strategije)
MATCH@E:(Also, the roles and responsibilities have been defined of the numerous institutional actors in the implementation, financing, monitoring and evaluation of the realization of the Strategy.===>Takođe, definisane su i uloge i odgovornosti mnogobrojnih institucionalnih aktera u implementaciji, finansiranju i praćenju i vrednovanju ostvarivanja strategije 1.)
MATCH@M:(Planning is a systematic process conducted for the purpose of determining the needs and working in a best possible way in order to satisfy the need within a strategic framework that allows for us to identify the priorities and to define operational principles.===>Planiranje je sistematski proces utvrđivanja potreba i rad na najbolji mogući način da bi se potreba zadovoljila unutar strateškog okvira koji omogućava da iden-tifikujemo prioritete i da odredimo operativne principe.)
MATCH@E:(1. ~~~ Introduction Planning is a systematic process conducted for the purpose of determining the needs and working in a best possible way in order to satisfy the need within a strategic framework that allows for us to identify the priorities and to define operational principles.===>Uvod Planiranje je sistematski proces utvrđivanja potreba i rad na najbolji mogući način da bi se potreba zadovoljila unutar strateškog okvira koji omogućava da identifikujemo prioritete i da odredimo operativne principe.)
MATCH@M:(Planning entails thinking about the future, in order that, in view of this future, we should do something today.===>Planiranje znači razmišljanje o budućnosti, da bi smo u vezi sa tim uradili nešto danas.)
MATCH@E:(Planning entails thinking about the future, in order that, in view of this future, we should do something today Š3Ë.===>Planiranje znači razmišljanje o budućnosti, da bi smo u vezi sa tim uradili nešto danas Š3Ë.)
MATCH@M:(Why is it necessary to plan the development?===>Zašto je potrebno planirati razvoj?)
MATCH@E:(Why is it necessary to plan the development?===>Zašto je potrebno planirati razvoj?)
MATCH@M:(Planning is possible on the strategic level, on the level of the activities, as well as on the operational level; planning can be conducted for the organization, for the local autonomy, for the programme or for the project.===>Planirati je moguće na strateškom nivou, na nivou aktivnosti i na operativnom nivou, može da se planira za organizaciju, lokalnu samoupravu, za program ili za projekat.)
MATCH@E:(Planning is possible on the strategic level, on the level of the activities, as well as on the operational level; planning can be conducted for the organization, for the local autonomy, for the programme or for the project.===>obezbjeđuje koherentan/skladan vodič za svako dnevnu implementaciju. ~~~ Planirati je moguće na strateškom nivou, na nivou aktivnosti i na operativnom nivou, može da se planira za organizaciju, lokalnu samoupravu, za program ili za projekat.)
MATCH@M:(Two major types of planning are: strategic planning and action planning.===>Dvije glavne vrste planiranja su: strateško planiranje i akciono planiranje.)
MATCH@E:(Two major types of planning are: strategic planning and action planning.===>Dvije glavne vrste planiranja su: strateško planiranje i akciono planiranje.)
MATCH@M:(The sustainable growth strategy creation methodology for the Trebinje municipality is based on the principles of the sustainable planning of the local community development, as well as on the best examples from practice.===>Metodologija izrade Strategije održivog razvoja opštine Trebinje počiva na principima održivog planiranja razvoja lokalne zajednice, kao i na najuspješnijim primjerima iz prakse.)
MATCH@E:(Methodology of developmet strategy creation The sustainable growth strategy creation methodology for the Trebinje municipality is based on the principles of the sustainable planning of the local community development, as well as on the best examples from practice.===>strukturira i organizuje sebe na adekvatan način. 2. ~~~ Metodologija kreiranja strategije razvoja Metodologija izrade Strategije održivog razvoja opštine Trebinje počiva na principima održivog planiranja razvoja lokalne zajednice, kao i na najuspješnijim primjerima iz prakse.)
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BAD_LINE_M:The sustainable growth strategy creation methodology for the Trebinje municipality is based on the principles of the sustainable planning of the local community development, as well as on the best examples from practice.
BAD_LINE_M:Metodologija izrade Strategije održivog razvoja opštine Trebinje počiva na principima održivog planiranja razvoja lokalne zajednice, kao i na najuspješnijim primjerima iz prakse.
BAD_LINE_E:Methodology of developmet strategy creation The sustainable growth strategy creation methodology for the Trebinje municipality is based on the principles of the sustainable planning of the local community development, as well as on the best examples from practice.
BAD_LINE_E:strukturira i organizuje sebe na adekvatan način. 2. ~~~ Metodologija kreiranja strategije razvoja Metodologija izrade Strategije održivog razvoja opštine Trebinje počiva na principima održivog planiranja razvoja lokalne zajednice, kao i na najuspješnijim primjerima iz prakse.
MATCH@M:(It is based on a number of principles, and these are: the phase planning process, in which the public, the private, and the non-governmental sectors take part as partners, the focus upon critical issues, the selection of clear priorities in operations and an elaborate implementation plan.===>Ona se bazira na nekoliko principa, a to su: fazni proces planiranja, uz partnersko učešće javnog, privatnog i nevladinog sektora, fokus na kritična pitanja, izbor jasnih prioriteta djelovanja i razrađen plan implementacije.)
MATCH@E:(It is based on a number of principles, and these are: the phase planning process, in which the public, the private, and the non-governmental sectors take part as partners, the focus upon critical issues, the selection of clear priorities in operations and an elaborate implementation plan.===>Ona se bazira na nekoliko principa, a to su: fazni proces planiranja, uz partnersko učešće javnog, privatnog i nevladinog sektora, fokus na kritična pitanja, izbor jasnih prioriteta djelovanja i razrađen plan implementacije.)
MATCH@M:(Since it was worked out in a complex and uncertain environment and projected for a long-term period, the strategy is complex and comprehensive, with varied and highly elaborated contents and flexibly integrated components of economic, social, and infrastructural development.===>Pošto je rađena u kompleksnom i nestabilnom okruženju i projektovana na dug vremenski period, strategija je kompleksna i obuhvatna, sa raznovrsnim i iznijansi-ranim sadržajima i fleksibilno integrisanim komponentama privrednog, društvenog i infrastrukturnog razvoja.)
MATCH@E:(Since it was worked out in a complex and uncertain environment and projected for a long-term period, the strategy is complex and comprehensive, with varied and highly elaborated contents and flexibly integrated components of economic, social, and infrastructural development.===>selektuje radne ciljeve za sebe, Pošto je rađena u kompleksnom i nestabilnom okruženju i projektovana na dug vremenski period, strategija je kompleksna i obuhvatna, sa raznovrsnim i iznijansiranim sadržajima i fleksibilno integrisanim komponen tama privrednog, društvenog i infrastrukturnog razvoja.)
MATCH@M:(It is unique, because it is, both as a whole and in details, adjusted to a specific spirit, culture and identity of Trebinje.===>Jedinstvena je, unikatna, jer je i u cjelini i u detaljima prilagođena specifičnom duhu, kulturi i identitetu Trebinja.)
MATCH@E:(It is unique, because it is, both as a whole and in details, adjusted to a specific spirit, culture and identity of Trebinje.===>Jedinstvena je, unikatna, jer je i u cjelini i u detaljima prilagođena specifičnom duhu, kulturi i identitetu Trebinja.)
MATCH@M:(Due to climate conditions and abundant precipitation, the region of the Trebinje municipality ranks among richest in water in both the Balkans and Europe.===>Zahvaljujući klimatskim uslovima i obilju padavina, prostor opštine Trebinje spada u vodom najbogatija područja na Balkanu i Evropi.)
MATCH@E:(Abstract from the socio-economic analysis Due to climate conditions and abundant precipitation, the region of the Trebinje municipality ranks among richest in water in both the Balkans and Europe.===>Izvod iz socio-ekonomske analize Zahvaljujući klimatskim uslovima i obilju padavina, prostor opštine Trebinje spada u vodom najbogatija područja na Balkanu i Evropi.)
MATCH@M:(The geographical position and the relief of the Trebinje municipality caused the specific climate characteristics suitable for farming, but also for people to live there.===>Geografski položaj i reljef opštine Trebinje uslovio je posebne klimatske karakteristike pogodne za poljoprivrednu proizvodnju, ali i za život ljudi.)
MATCH@E:(The geographical position and the relief of the Trebinje municipality caused the specific climate characteristics suitable for farming, but also for people to live there.===>Geografski položaj i reljef opštine Trebinje uslovio je posebne klimatske karakteristike pogodne za poljoprivrednu proizvodnju, ali i za život ljudi. ~~~ Geografski položaj i prirodne odlike: (cid: ~~~ površina: ~~~ 904 km2; (cid: ~~~ klima: mediteranska i brdsko-planinska; (cid: ~~~ procjena broja stanovnika: ~~~ 33.120; (cid:)
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BAD_LINE_M:The geographical position and the relief of the Trebinje municipality caused the specific climate characteristics suitable for farming, but also for people to live there.
BAD_LINE_M:Geografski položaj i reljef opštine Trebinje uslovio je posebne klimatske karakteristike pogodne za poljoprivrednu proizvodnju, ali i za život ljudi.
BAD_LINE_E:The geographical position and the relief of the Trebinje municipality caused the specific climate characteristics suitable for farming, but also for people to live there.
BAD_LINE_E:Geografski položaj i reljef opštine Trebinje uslovio je posebne klimatske karakteristike pogodne za poljoprivrednu proizvodnju, ali i za život ljudi. ~~~ Geografski položaj i prirodne odlike: (cid: ~~~ površina: ~~~ 904 km2; (cid: ~~~ klima: mediteranska i brdsko-planinska; (cid: ~~~ procjena broja stanovnika: ~~~ 33.120; (cid:
MATCH@M:(The income in the energy and the manufacturing industry sectors are characterised by serious oscillations.===>Prihod u sektoru energije i prerađivačke industrije trpe ozbiljne oscilacije.)
MATCH@E:(The income in the energy and the manufacturing industry sectors are characterised by serious oscillations.===>Prihod u sektoru energije i prerađivačke industrije trpe ozbiljne oscilacije.)
MATCH@M:(The sectors displaying the growth in income and employment (construction, commerce, farming and food industry) cannot absorb the evident fall in the previously lreading sectors (electric power supply and manufacturing industry), nor can they absorb the shocks, such as the surplus of workforce, that are to be expected.===>Sektori koji pokazuju rast u prihodima i zaposlenosti (građevinarstvo, trgovina, poljoprivredno-prehrambena proizvodnja) ne mogu apsorbovati evidentni pad u ranije nosećim sektorima (elektroprivreda i prerađivačka industrija), ni udare u vidu viškova radnika koji se mogu očekivati.)
MATCH@E:(The sectors displaying the growth in income and employment (construction, commerce, farming and food industry) cannot absorb the evident fall in the previously lreading sectors (electric power supply and manufacturing industry), nor can they absorb the shocks, such as the surplus of workforce, that are to be expected.===>Sektori koji pokazuju rast u prihodima i zaposlenosti (građevinarstvo, trgovina, poljoprivredno-prehrambena proizvodnja) ne mogu apsorbovati evidentni pad u ranije nosećim sektorima (elektroprivreda i prerađivačka industrija), ni udare u vidu viškova radnika koji se mogu očekivati.)
MATCH@M:(It is only the construction industry that shows a more reliable potential for short-term employment, however, only after certain organized retraining of workforce.===>Jedino građevinarstvo pokazuje ozbiljniji potencijal zapošljavanja u kratkom roku, ali tek uz eventualne or-ganizovane prekvalifikacije radne snage.)
MATCH@E:(It is only the construction industry that shows a more reliable potential for short-term employment, however, only after certain organized retraining of workforce.===>Jedino građevinarstvo pokazuje ozbiljniji potencijal zapošljavanja u kratkom roku, ali tek uz eventualne organizovane prekvalifikacije radne snage.)
MATCH@M:(On the other hand, the construction industry does not show a long-term development potential.===>S druge strane, građevinarstvo ipak ne pokazuje dovoljan dugoročan razvojni potencijal.)
MATCH@E:(On the other hand, the construction industry does not show a long-term development potential.===>S druge strane, građevinarstvo ipak ne pokazuje dovoljan dugoročan razvojni potencijal.)
MATCH@M:(Apart from electrical energy, the most important export products are machine-building industry tools and ready-made garments industry.===>Osim električne energije, najznačajniji izvozni proizvodi su alati za mašinsku industriju i konfekcija.)
MATCH@E:(Apart from electrical energy, the most important export products are machine-building industry tools and ready-made garments industry.===>Osim električne energije, najznačajniji izvozni proizvodi su alati za mašinsku industriju i konfekcija.)
MATCH@M:(As regards investments, the most important are the investments into the grape growing and wine production.===>Kada su u pitanju investicije, izdvajaju se investicije u uzgoj i preradu grožđa i proizvodnju vina.)
MATCH@E:(As regards investments, the most important are the investments into the grape growing and wine production.===>Kada su u pitanju investicije, izdvajaju se investicije u uzgoj i preradu grožđa i proizvodnju vina.)
MATCH@M:(Two large investments are announced that could change the economic structure of Trebinje substantially: the construction of the Trebinje resort tourist complex and the building of the airport at Zubci.===>U najavi i pripremi su dvije velike investicije, koje mogu bitno da preoblikuju privrednu strukturu Trebinja: izgradnja turističkog kompleksa Trebinje risort (eng. resort) i izgradnja aerodroma na Zubcima.)
MATCH@E:(Two large investments are announced that could change the economic structure of Trebinje substantially: the construction of the Trebinje resort tourist complex and the building of the airport at Zubci.===>U najavi i pripremi su dvije velike investicije, koje mogu bitno da preoblikuju privrednu strukturu Trebinja: izgradnja turističkog kompleksa Trebinje risort (eng. resort) i izgradnja aerodroma na Zubcima.)
MATCH@M:(As regards the physical infrastructure for the development of small and medium-size enterprises, two projects stand out: the Industry zone of Volujac and the Business Incubator establishment.===>U pogledu fizičke infrastrukture za razvoj malih i srednjih preduzeća, izdvajaju se dva projekta: Industrijska zona Volujac i osnivanje Poslovnog inkubatora.)
MATCH@E:(As regards the physical infrastructure for the development of small and mediumsize enterprises, two projects stand out: the Industry zone of Volujac and the Business Incubator establishment.===>U pogledu fizičke infrastrukture za razvoj malih i srednjih preduzeća, izdvajaju se dva projekta: ~~~ Industrijska zona Volujac i osnivanje Poslovnog inkubatora.)
MATCH@M:(Trebinje is rich in tourist potential.===>Trebinje posjeduje izuzetan turistički potencijal.)
MATCH@E:(Trebinje is rich in tourist potential.===>Trebinje posjeduje izuzetan turistički potencijal.)
MATCH@M:(In addition to a convenient geo-traffic position and a highly favourable climate, a luxurious and well-preserved nature, the cultural and historical monuments, religious buildings, traditional cultural manifestations ... are further preconditions for the development of tourism.===>Pored dobrog geoprometnog položaja i izuzetno povoljne klime, pretpostavke za razvoj turizma čine i raskošna i očuvana priroda, kulturno-istorijski spomenici, vjerski objekti, tradicionalne kulturne manifestacije...)
MATCH@E:(In addition to a convenient geo-traffic position and a highly favourable climate, a luxurious and well-preserved nature, the cultural and historical monuments, religious buildings, traditional cultural manifestations ... are further preconditions for the development of tourism.===>Pored dobrog geoprometnog položaja i izuzetno povoljne klime, pretpostavke za razvoj turizma čine i raskošna i očuvana priroda, kulturno-istorijski spomenici, vjerski objekti, tradicionalne kulturne manifestacije...)
MATCH@M:(On the basis of such preconditions it is possible to develop the religious tourism, as well as sports and recreational, mountain, excursional, hunting and fishing, rural, cultural and historical, transit and manifestation types of tourism.===>Na osnovu ovakvih pretpostavki moguće je raditi i na razvoju vjerskog, i sportsko-rekreativnog, planinskog, izletničkog, lovno-ribolovnog, ruralnog, kulturno-istorij-skog, tranzitnog i manifestacionog turizma.)
MATCH@E:(On the basis of such preconditions it is possible to develop the religious tourism, as well as sports and recreational, mountain, excursional, hunting and fishing, rural, cultural and historical, transit and manifestation types of tourism.===>Na osnovu ovakvih pretpostavki moguće je raditi i na razvoju vjerskog, i sportsko-rekreativnog, planinskog, izletničkog, lovno-ribolovnog, ruralnog, kulturno-istorijskog, tranzitnog i manifestacionog turizma.)
MATCH@M:(On the other hand, there are indications that a lot of people pass through Trebinje, but a small number of them stop there.===>S druge strane, pokazatelji govore o tome kako ljudi prolaze, a malo se zaustavljaju u Trebinju.)
MATCH@E:(On the other hand, there are indications that a lot of people pass through Trebinje, but a small number of them stop there.===>S druge strane, pokazatelji govore o tome kako ljudi prolaze, a malo se zaustavljaju u Trebinju.)
MATCH@M:(The problem is partly in a poor tourist infrastructure and organization, poor accommodation capacities, inferior tourist signallization.===>Dio problema je u slaboj turističkoj infrastrukturi i organizaciji i malim smještajnim kapacitetima, dok je turistička signalizacija još uvijek oskudna.)
MATCH@E:(The problem is partly in a poor tourist infrastructure and organization, poor accommodation capacities, inferior tourist signallization.===>Dio problema je u sla boj turističkoj infrastrukturi i organizaciji i malim smještajnim kapacitetima, dok je turistička signalizacija još uvijek oskudna.)
MATCH@M:(The major part of the natural and historical heritage of Trebinje has remained unexploited so far; hence it is a big challenge and opportunity for cultural and tourist entrepreneurs.===>Najveći dio prirodne i kulturne baštine Trebinja ekonomski i turistički tek je neznatno iskori-šćen i predstavlja veliki izazov i priliku za turističke i kulturne preduzetnike.)
MATCH@E:(The major part of the natural and historical heritage of Trebinje has remained unexploited so far; hence it is a big challenge and opportunity for cultural and tourist entrepreneurs.===>Najveći dio prirodne i kulturne baštine Trebinja ekonomski i turistički tek je neznatno iskorišćen i predstavlja veliki izazov i priliku za turističke i kulturne preduzetnike.)
MATCH@M:(The farmland makes up slightly less than 10% of the total municipal area, whereas pastures cover approximately 40% of the area.===>Obradivo zemljište čini nešto manje od 10% ukupne površine opštine, dok pašnjaci čine oko 40% površine opštine.)
MATCH@E:(Agriculture The farmland makes up slightly less than 10% of the total municipal area, whereas pastures cover approximately 40% of the area.===>Poljoprivreda Obradivo zemljište čini nešto manje od 10% ukupne površine opštine, dok pašnjaci čine oko 40% površine opštine.)
MATCH@M:(The greenhouses are used to a significantly lower expent compared to western Herzegovina.===>Korišćenje plastenika i staklenika znatno je manje nego u zapadnoj Hercegovini.)
MATCH@E:(The greenhouses are used to a significantly lower expent compared to western Herzegovina.===>Korišćenje plastenika i staklenika znatno je manje nego u zapadnoj Hercegovini.)
MATCH@M:(Only 7 - 8 ha of the land is covered by greenhouses.===>Na području op-štine pod plastenicima i staklenicima nalazi se svega 78 ha zemljišta.)
MATCH@E:(Only 7 8 ha of the land is covered by greenhouses.===>Na području opštine pod plastenicima i staklenicima nalazi se svega 78 ha zemljišta.)
MATCH@M:(A specific problem in the development of fruit and vegetable growing industries is the lack of take over and manufacturing capacities, so large quantities of the produce does not reach customers or manufacturers.===>Poseban problem za razvoj voćarske i povrtlarske proizvodnje predstavlja nedostatak otkupnih i prerađivačkih kapaciteta, zbog čega velike količine ovih proizvoda ne pronalaze svoj put do kupaca i prerađivača.)
MATCH@E:(A specific problem in the development of fruit and vegetable growing industries is the lack of take over and manufacturing capacities, so large quantities of the pro duce does not reach customers or manufacturers.===>Poseban problem za razvoj voćarske i povrtlarske proizvodnje predstavlja nedostatak otkupnih i prerađivačkih kapaciteta, zbog čega velike količine ovih proizvoda ne pronalaze svoj put do kupaca i prerađivača.)
MATCH@M:(The farming and food industry, however, records growing exports.===>Poljoprivredno-prehrambena proizvodnja bilježi izvozni rast.)
MATCH@E:(The farming and food industry, however, records growing exports.===>Poljoprivredno-prehrambena proizvodnja bilježi izvozni rast.)
MATCH@M:(The major export products are fish, etheric oils, wine, sour cherry and medicinal herbs.===>Najviše se izvozi riba, zatim eterična ulja, vino, višnje i ljekovito bilje.)
MATCH@E:(The major export products are fish, etheric oils, wine, sour cherry and medicinal herbs.===>Najviše se izvozi riba, zatim eterična ulja, vino, višnje i ljekovito bilje.)
MATCH@M:(The environmental protection measures are of utmost importance for the Trebinje region, not only from the point of view of the life and health protection, but also because the unpolluted environment is a precondition of the development of Trebinje economy, especially in the field of farming and food industry and tourism.===>Mjere zaštite životne sredine od izrazitog su značaja za trebinjsko područje, ne samo sa aspekta zaštite života i zdravlja, već i zbog toga što je nezagađena životna sredina pretpostavka za razvoj trebinjske privrede, posebno u domenu poljoprivredno-prehrambene proizvodnje i turizma.)
MATCH@E:(Ecology The environmental protection measures are of utmost importance for the Trebinje region, not only from the point of view of the life and health protection, but also because the unpolluted environment is a precondition of the development of Trebinje economy, especially in the field of farming and food industry and tourism.===>Ekologija Mjere zaštite životne sredine od izrazitog su značaja za trebinjsko područje, ne samo sa aspekta zaštite života i zdravlja, već i zbog toga što je nezagađena životna sredina pretpostavka za razvoj trebinjske privrede, posebno u domenu poljoprivredno-prehrambene proizvodnje i turizma.)
MATCH@M:(The key ecological issues of Trebinje are regional in nature, hence finding solutions to them entails a coordinated action of all the agents responsible for the region of eastern Herzegovina.===>Ključni ekološki problemi Trebinja imaju regionalnu dimenziju, tako da njihovo rješavanje podrazumijeva usklađeno djelovanje svih aktera koji su odgovorni za područje Istočne Hercegovine.)
MATCH@E:(The key ecological issues of Trebinje are regional in nature, hence finding solutions to them entails a coordinated action of all the agents responsible for the region of eastern Herzegovina.===>Ključni ekološki problemi Trebinja imaju regionalnu dimenziju, tako da njihovo rješavanje podrazumijeva usklađeno djelovanje svih aktera koji su odgovorni za područje Istočne Hercegovine.)
MATCH@M:(The major sources of water pollution are the TA (Thermal Power Plant) Gacko, the faecal drainage system of Bileca and Lastva, waste waters from the Trebinje Tools Factory, but also numerous illegal dumping sites, whose waste come into the ground waters and thus threaten the watershed of the river Trebisnjica.===>Zagađenje voda kreće od TA Gacko, fekalne kanalizacije iz Bileće i Lastve, otpadnih voda trebinjske Industrije alata, ali i mnogih divljih deponija, i putem podzemnih voda ugrožava sliv Trebišnjice.)
MATCH@E:(The major sources of water pollution are the TA (Thermal Power Plant) Gacko, the faecal drainage system of Bileća and Lastva, waste waters from the Trebinje Tools Factory, but also numerous illegal dumping sites, whose waste come into the ground waters and thus threaten the watershed of the river Trebišnjica.===>Zagađenje voda kreće od TA Gacko, fekalne kanalizacije iz Bileće i Lastve, otpadnih voda trebinjske Industrije alata, ali i mnogih divljih deponija, i putem podzemnih voda ugrožava sliv Trebišnjice.)
MATCH@M:(The major air polluters are the thermal energy facilities and the mines for surface extraction of coal, the coal separations and the automobile exhausts.===>Najznačajniji zagađivači vazduha su termoenergetski objekti i rudnici za površinsku eksploataciju uglja, separacije i izduvni gasovi automobila.)
MATCH@E:(The major air polluters are the thermal energy facilities and the mines for surface extraction of coal, the coal separations and the automobile exhausts.===>Najznačajniji zagađivači vazduha su termoenergetski objekti i rudnici za površinsku eksploataciju uglja, separacije i izduvni gasovi automobila.)
MATCH@M:(The building of a regional sanitary dumping site is one of the most important ecological priorities, in addition to the city dumping site rehabilitation.===>Uz sanaciju gradske deponije, izgradnja regionalne sanitarne deponije čvrstog otpada predstavlja jedan od najvažnijih ekoloških prioriteta.)
MATCH@E:(The building of a regional sanitary dumping site is one of the most important ecological priorities, in addition to the city dumping site rehabilitation.===>Uz sanaciju gradske deponije, izgradnja regionalne sanitarne deponije čvrstog otpada predstavlja jedan od najvažnijih ekoloških prioriteta.)
MATCH@M:(The RS Government allocated an amount of 7 million KM (convertible marks) for the completion of one portion of works on the building of the southern city transport line whose major stretch runs through the city area, hence the execution of this project is expected to begin soon.===>Vlada RS je odobrila sredstva u iznosu od 7 miliona KM za završetak dijela radova na izgradnji južne gradske saobra-ćajnice, koja dobrim dijelom prolazi kroz, gradsko područje, te se ubrzo očekuje realizacija ovog projekta.)
MATCH@E:(The RS Government allocated an amount of 7 million KM (convertible marks) for the completion of one portion of works on the building of the southern city transport line whose major stretch runs through the city area, hence the execution of this project is expected to begin soon.===>Vlada RS je odobrila sredstva u iznosu od 7 miliona KM za završetak dijela radova na izgradnji južne gradske saobraćajnice, koja dobrim dijelom prolazi kroz gradsko područje, te se ubrzo očekuje realizacija ovog projekta.)
MATCH@M:(The works on the completion of the road from Trebinje to Herceg Novi are under way.===>U toku su aktivnosti na završetku izgradnje puta od Trebinja do Herceg Novog.)
MATCH@E:(The works on the completion of the road from Trebinje to Herceg Novi are under way.===>U toku su aktivnosti na završetku izgradnje puta od Trebinja do Herceg Novog.)
MATCH@M:(On the other hand, the production of the Trebisnjica Hydroelectric Power Plant amounts to one-fourth of the total annual output of electrical energy in the Republic of Srpska.===>S druge strane, proizvodnja sistema Hidroelektrana na Trebišnjici, na godišnjem nivou, predstavlja oko 1/4 ukupno proizvedene električne energije u Republici Srpskoj.)
MATCH@E:(On the other hand, the production of the Trebišnjica Hydroelectric Power Plant amounts to one-fourth of the total annual output of electrical energy in the Republic of Srpska.===>S druge strane, proizvodnja sistema Hidroelektrana na Trebišnjici, na godišnjem nivou, predstavlja oko 1/4 ukupno proizvedene električne energije u Republici Srpskoj.)
MATCH@M:(In urban local communities, 90-100% households are supplied by fixed/cord telephones, while in the local community Zasad, which is partly suburban and partly urban, the fixed telephony coverage amounts to 60%.===>U urbanim MZ od 90% do 100% domaćinstava ima fiksnu telefo-niju, dok je u MZ Zasad, koja je dijelom gradska a dijelom prigradska, pokrivenost fiksnom telefo-nijom 60%.)
MATCH@E:(In urban local communities, 90-100% households are supplied by fixed/cord telephones, while in the local community Zasad, which is partly suburban and partly urban, the fixed telephony coverage amounts to 60%.===>U urbanim MZ od 90% do 100% domaćinstava ima fiksnu telefoniju, dok je u MZ Zasad, koja je dijelom gradska a dijelom prigradska, pokrivenost fiksnom telefonijom 60%.)
MATCH@M:(Three faculties, departments of the Eastern Sarajevo University and one private faculty operate on the territory of this municipality.===>Na teritoriji opštine posluju tri fakulteta u sklopu Univerziteta Istočno Sarajevo i jedan privatni.)
MATCH@E:(Social Infrastructure Three faculties, departments of the Eastern Sarajevo University and one private faculty operate on the territory of this municipality.===>Društvena infrastruktura Na teritoriji opštine posluju tri fakulteta u sklopu Univerziteta Istočno Sarajevo i jedan privatni.)
MATCH@M:(Trebinje is a city of culture.===>Trebinje je grad kulture.)
MATCH@E:(Trebinje is a city of culture.===>Trebinje je grad kulture.)
MATCH@M:(The cultural heritage is the core part of a unique identity of this city.===>Kulturna baština je sržni dio jedinstvenog identiteta ovog grada.)
MATCH@E:(The cultural heritage is the core part of a unique identity of this city.===>Kulturna baština je sržni dio jedinstvenog identiteta ovog grada.)
MATCH@M:(The cultural tradition of Trebinje is primarily based on institutions, manifestations and promoters and advocates of culture.===>Kulturna tradicija Trebinja zasniva se prvenstveno na institucijama, manifestacijama i na kulturnim pregaocima.)
MATCH@E:(The cultural tradition of Trebinje is primarily based on institutions, manifestations and promoters and advocates of culture.===>Kulturna tradicija Trebinja zasniva se prvenstveno na institucijama, manifestacijama i na kulturnim pregaocima.)
MATCH@M:(Among the institutions, worth mentioning are the Museum of Herzegovina, the National Library of Trebinje, the Centre for information and Culture and the Youth Centre, whereas the most important manifestations are the Poetry evenings of Ducic, the Ducic Day and the Trebinje Summer Festival, entailing a host of varied and high quality cultural events.===>Od institucija se izdvajaju Muzej Hercegovine, Narodna biblioteka Trebinje, Centar za informisanje i kulturu i Dom mladih, dok su najznačajnije manifestacije Dučićeve večeri poezije, Dučićev dan i Trebinjske ljetne svečanosti, koje objedinjavaju cijeli niz raznovrsnih i kvalitetnih kulturnih događaja.)
MATCH@E:(Among the institutions, worth mentioning are the Museum of Herzegovina, the National Library of Trebinje, the Centre for information and Culture and the Youth Centre, whereas the most important manifestations are the Poetry evenings of Dučić, the Dučić Day and the Trebinje Summer Festival, entailing a host of varied and high quality cultural events.===>Od institucija se izdvajaju Muzej Hercegovine, Narodna biblioteka Trebinje, Centar za informisanje i kulturu i Dom mladih, dok su najznačajnije manifestacije Dučićeve večeri poezije, Dučićev dan i Trebinjske ljetne svečanosti, koje objedinjavaju cijeli niz raznovrsnih i kvalitetnih kulturnih događaja.)
MATCH@M:(Trebinje is also a regional health care centre and plays an important role in the medical treatment and health care of the entire eastern Herzegovina population.===>Trebinje je regionalni zdravstveni centar i ima važnu ulogu u liječenju i zaštiti zdravlja stanovništva cijele Istočne Hercegovine.)
MATCH@E:(Trebinje is also a regional health care centre and plays an important role in the medical treatment and health care of the entire eastern Herzegovina population.===>Trebinje je regionalni zdravstveni centar i ima važnu ulogu u liječenju i zaštiti zdravlja stanovništva cijele Istočne Hercegovine.)
MATCH@M:(The citizens’ needs for health care services grow in proportion to the ageing of the Trebinje population, the structure of the services required constantly changing.===>Potrebe stanovnika za zdravstvenim uslugama rastu proporcionalno starenju trebinjske populacije, a mijenja se i struktura potrebnih usluga.)
MATCH@E:(The citizens needs for health care services grow in proportion to the ageing of the Trebinje population, the structure of the services required constantly changing.===>Potrebe stanovnika za zdravstvenim uslugama rastu proporcionalno starenju trebinjske populacije, a mijenja se i struktura potrebnih usluga.)
MATCH@M:(The two most important health care institutions are the General Hospital in Trebinje and the Health Care Centre.===>Dvije najznačajnije zdravstvene ustanove su Opšta bolnica Trebinje i Dom zdravlja.)
MATCH@E:(The two most important health care institutions are the General Hospital in Trebinje and the Health Care Centre.===>Dvije najznačajnije zdravstvene ustanove su Opšta bolnica Trebinje i Dom zdravlja.)
MATCH@M:(Trebinje spends substantial financial resources on social welfare and pursues a responsible social policy concerning endangered categories of citizens.===>U Trebinju se izdvajaju značajna sredstva za socijalnu zaštitu i sprovodi odgovorna socijalna politika za socijalno ugrožene kategorije.)
MATCH@E:(Trebinje spends substantial financial resources on social welfare and pursues a responsible social policy concerning endangered categories of citizens.===>U Trebinju se izdvajaju značajna sredstva za socijalnu zaštitu i sprovodi odgovorna socijalna politika za socijalno ugrožene kategorije.)
MATCH@M:(Institutionally, the social security in the Trebinje region is carried out through the Social Welfare Centre.===>Institucionalno, socijalna zaštita na području Trebinja je organizovana kroz rad Centra za socijalni rad.)
MATCH@E:(Institutionally, the social security in the Trebinje region is carried out through the Social Welfare Centre.===>Institucionalno, socijalna zaštita na području Trebinja je organizovana kroz rad Centra za socijalni rad.)
MATCH@M:(The Centre has a highly developed system of basic and extended rights in the social welfare field.===>Centar za socijalni rad ima visoko razvijen sistem osnovnih i proširenih prava iz socijalne zaštite.)
MATCH@E:(The Centre has a highly developed system of basic and extended rights in the social welfare field.===>Centar za socijalni rad ima visoko razvijen sistem osnovnih i proširenih prava iz socijalne zaštite.)
MATCH@M:(The other aspects od social welfare are organized through the work of various non-governmental organizations and other forms of organizations of citizens, whose fields of activity are related to satisfying certain social needs.===>Ostali vidovi djelovanja socijalne zaštite su organizo-vani kroz rad raznih nevladinih organizacija i drugih oblika organizovanja građana, čija polja djelovanja su vezana za zadovoljavanje nekih socijalnih potreba.)
MATCH@E:(The other aspects od social welfare are organized through the work of various non-governmental organizations and other forms of organizations of citizens, whose fields of activity are related to satisfying certain social needs.===>Ostali vidovi djelovanja socijalne zaštite su organizovani kroz rad raznih nevladinih organizacija i drugih oblika organizovanja građana, čija polja djelovanja su vezana za zadovoljavanje nekih socijalnih potreba.)
MATCH@M:(The demands for the community intervention in the social welfare field rise in proportion to the increase of the share of the elderly, the disabled persons, the children and young people with special needs, and other socially endangered categories.===>Zahtjevi za intervencijom zajednice iz oblasti socijalne zaštite se povećavaju sa povećanjem udjela starog stanovništva, invalida, djece i omladine sa posebnim potrebama i drugih socijalno ugroženih kategorija.)
MATCH@E:(The demands for the community intervention in the social welfare field rise in proportion to the increase of the share of the elderly, the disabled persons, the children and young people with special needs, and other socially endangered categories.===>Zahtjevi za intervencijom zajednice iz oblasti socijalne zaštite se povećavaju sa povećanjem udjela starog stanovništva, invalida, djece i omladine sa posebnim potrebama i drugih socijalno ugroženih kategorija.)
MATCH@M:(Estimates show that the demand for social welfare (and consequently the expenses for that purpose) will grow in the period to come, primarily due to an incraesingly unfavourable demographic age distribution in Trebinje.===>Procjene ukazuju da će se potrebe za socijalnom zaštitom (time i za izdvajanjima za ove namjene) u narednom periodu povećavati, prvenstveno zbog sve nepovoljnije starosne demografske strukture Trebinja.)
MATCH@E:(Estimates show that the demand for social welfare (and consequently the expenses for that purpose) will grow in the period to come, primarily due to an incraesingly unfavourable demographic age distribution in Trebinje.===>Procjene ukazuju da će se potrebe za socijalnom zaštitom (time i za izdvajanjima za ove namjene) u narednom periodu povećavati, prvenstveno zbog sve nepovoljnije starosne demografske strukture Trebinja.)
MATCH@M:(The Municipal Civil Protection Staff guides and controls the activities of civil protection and performs other activities in the field of protection and rescue.===>Opštinski [tab civilne zaštite rukovodi akcijama civilne zaštite i obavlja druge poslove u zaštiti i spasavanju.)
MATCH@E:(The Municipal Civil Protection Staff guides and controls the activities of civil protection and performs other activities in the field of protection and rescue.===>Opštinski Štab civilne zaštite rukovodi akcijama civilne zaštite i obavlja druge poslove u zaštiti i spasavanju.)
MATCH@M:(There are two fire brigades, the Territorial Fire Brigade of Trebinje and the Fire Association of Lastva, the civil protection units, and a special unit of Mountaing Rescue Unit.===>Postoje dvije vatrogasne jedinice, Teritorijalna vatrogasna jedinica Trebinje i Vatrogasno društvo Lastva, jedinice civilne zaštite, te posebna jedinica Gorske službe spašavanja.)
MATCH@E:(There are two fire brigades, the Territorial Fire Brigade of Trebinje and the Fire Association of Lastva, the civil protection units, and a special unit of Mountaing Rescue Unit.===>Postoje dvije vatrogasne jedinice, Teritorijalna vatrogasna jedinica Trebinje i Vatrogasno društvo Lastva, jedinice civilne zaštite, te posebna jedinica Gorske službe spašavanja.)
MATCH@M:(The lack of staff, poor and obsolete equipment prove to be a growing and an in-craesingly evident problem, as the fires in the summer months are more and more frequent and larger in scope.===>Nedostatak ljudstva, nedovoljna opremljenost i zastarjela oprema predstavljaju sve veći problem i sve više dolaze do izražaja, jer su sve češći i sve veći požari u ljetnjim mjesecima.)
MATCH@E:(The lack of staff, poor and obsolete equipment prove to be a growing and an incraesingly evident problem, as the fires in the summer months are more and more frequent and larger in scope.===>Nedostatak ljudstva, nedovoljna opremljenost i zastarjela oprema predstavljaju sve veći problem i sve više dolaze do izražaja, jer su sve češći i sve veći požari u ljetnjim mjeseci ma.)
MATCH@M:(Since the fires usually spread from the neighbourhood, there is a growing need for a regional, cross border cooperation and coordination in this field.===>Kako požari uglavnom dolaze iz susjedstva, sve je izraženija potreba za regionalnom, prekograničnom sa-radnjom i koordinacijom u ovoj oblasti.)
MATCH@E:(Since the fires usually spread from the neighbourhood, there is a growing need for a regional, cross border cooperation and coordination in this field.===>Kako požari uglavnom dolaze iz susjedstva, sve je izraženija potreba za regionalnom, prekograničnom saradnjom i koordinacijom u ovoj oblasti.)
MATCH@M:(Sports are well developed and organized through the activities of the numerous popular team sports clubs, such as football, basketball, judo, carate, handball, athletics and swimming.===>Sport je dobro razvijen i organizovan kroz rad klubova iz mnogih popularnih ekipnih sportova, kao što su fud-bal, košarka, džudo, karate, rukomet, atletika i plivanje.)
MATCH@E:(Sports are well developed and organized through the activities of the numerous popular team sports clubs, such as football, basketball, judo, carate, handball, athletics and swimming.===>Sport je dobro razvijen i organizovan kroz rad klubova iz mnogih popularnih ekipnih sportova, kao što su fudbal, košarka, džudo, karate, rukomet, atletika i plivanje.)
MATCH@M:(The city has 34 sports clubs, associations and societies with a total of 2,648 members.===>U gradu djeluju 34 sportska kluba, društva i udruženja, koja okupljaju ukupno 2.648 članova.)
MATCH@E:(The city has 34 sports clubs, associations and societies with a total of 2,648 members.===>U gradu djeluju 34 sportska kluba, društva i udruženja, koja okupljaju ukupno 2.648 članova.)
MATCH@M:(Evident is an intensive development of the civil sector that can contribute significantly to the development and promotion of Trebinje in a wider region.===>Primjetan je intenzivan razvoj civilnog sektora, koji može bitno da doprinese razvoju i promociji Trebinja u širem okruženju.)
MATCH@E:(Evident is an intensive development of the civil sector that can contribute significantly to the development and promotion of Trebinje in a wider region.===>Primjetan je intenzivan razvoj civilnog sektora, koji može bitno da doprinese razvoju i promociji Trebinja u širem okruženju.)
MATCH@M:(About fifty non-governmental organizations cater for almost all the segments of social life: from advocating the children’s, the youth and the women’s interests, to the rights of the retired persons, refugees and displaced persons, to getting together the individuals who need aid of some kind or another, etc; from taking care about the natural and cultural and artistic heritage to modern dances, trainings, arts, sustainable and economic development.===>Pedesetak nevladinih organizacija pokriva skoro sve segmente društvenog života: od afirmacije dječijih, omladinskih i ženskih interesa, do prava penzionera, iz-bjeglih i raseljenih lica, okupljanja lica kojima je potrebna pomoć, itd.; od brige o prirodnoj i kulturno-umjetničkoj baštini, do modernih igara, obuka, umjetnosti, održivog i ekonomskog razvoja.)
MATCH@E:(About fifty non-governmental organizations cater for almost all the segments of social life: from advocating the childrens, the youth and the womens interests, to the rights of the retired persons, refugees and displaced persons, to getting together the individuals who need aid of some kind or another, etc; from taking care about the natural and cultural and artistic heritage to modern dances, trainings, arts, sustainable and economic development.===>Pedesetak nevladinih organizacija pokriva skoro sve segmente društvenog života: od afirmacije dječijih, omladinskih i ženskih interesa, do prava penzionera, izbjeglih i raseljenih lica, okupljanja lica kojima je potrebna pomoć, itd.; od brige o prirodnoj i kulturnoumjetničkoj baštini, do modernih igara, obuka, umjetnosti, održivog i ekonomskog razvoja.)
MATCH@M:(The NGO activities, however, are not coordinated enough, therefore it is necessary that they be better coordinated in this sector.===>Ipak, aktivnosti NVO nisu dovoljno uvezane i potrebno je ostvariti bolju koordinaciju u ovom sektoru.)
MATCH@E:(The NGO activities, however, are not coordinated enough, therefore it is necessary that they be better coordinated in this sector.===>Ipak, aktivnosti NVO nisu dovoljno uvezane i potrebno je ostvariti bolju koordinaciju u ovom sektoru. 5.)
MATCH@M:(This chapter summarizes the crucial, strategic strenghts of Trebinje on which a development strategy can be built, the most evident weaknesses that have to be diminished or neutralised, the opportunities to be strategically taken and the threats that should be evaded or minimized in strategy building and implementation.===>U ovom dijelu sažete su najvažnije, strateške prednosti Trebinja na kojima se može graditi razvojna strategija, najizrazitije slabosti koje treba umanjiti ili neutralizo-vati, prilike koje treba strateški iskoristiti i prijetnje koje treba izbjeći ili minimizirati pri izgradnji i realizaciji strategije.)
MATCH@E:(4. ~~~ Swot analysis This chapter summarizes the crucial, strategic strenghts of Trebinje on which a development strategy can be built, the most evident weaknesses that have to be diminished or neutralised, the opportunities to be strategically taken and the threats that should be evaded or minimized in strategy building and implementation.===>SWOT analiza U ovom dijelu sažete su najvažnije, strateške prednosti Trebinja na kojima se može graditi razvojna strategija, najizrazitije slabosti koje treba umanjiti ili neutralizovati, prilike koje treba strateški iskoristiti i prijetnje koje treba izbjeći ili minimizirati pri izgradnji i realizaciji strategije.)
MATCH@M:(Methodologically, the SWOT analysis (the analysis of strenghts, weaknesses, opportunities and threats) is a specific bridge between the present condition, identified in the socio-economic analysis, and a future position, projected in a strategic plan.===>SWOT analiza (analiza snaga, slabosti, prilika i prijetnji) metodološki predstavlja svojevrstan most između sadašnjeg stanja, utvrđenog socio-ekonom-skom analizom, i budućeg stanja, projektovanog strateškim planom.)
MATCH@E:(Methodologically, the SWOT analysis (the analysis of strenghts, weaknesses, opportunities and threats) is a specific bridge between the present condition, identified in the socio-economic analysis, and a future position, projected in a strategic plan.===>SWOT analiza (analiza snaga, slabosti, prilika i prijetnji) metodološki predstavlja svojevrstan most između sadašnjeg stanja, utvrđenog socio-ekonomskom analizom, i budućeg stanja, projektovanog strateškim planom.)
MATCH@M:(The resource forces should by a rule be a corner stone of the strategy, since their prospects to succeed in the local development of the municipality are most promising.===>Resursne snage bi u pravilu trebale biti kamen temeljac strategije, jer imaju najbolje izglede za uspjeh lokalnog razvoja opštine.)
MATCH@E:(The resource forces should by a rule be a corner stone of the strategy, since their prospects to succeed in the local development of the municipality are most promising Š2Ë.===>Resursne snage bi u pravilu trebale biti kamen temeljac strategije, jer imaju najbolje izglede za uspjeh lokalnog razvoja opštine.)
MATCH@M:(Here we present only the most important strenghts, weaknesses, opportunities and threats, syn-thetised from the previous findings in the analysis.===>Ovdje su izdvojene samo najznačajnije snage, slabosti, prilike i prijetnje, sintetizovane iz prethodnih nalaza analize.)
MATCH@E:(Here we present only the most important strenghts, weaknesses, opportunities and threats, synthetised from the previous findings in the analysis.===>Š2Ë Ovdje su izdvojene samo najznačajnije snage, slabosti, prilike i prijetnje, sintetizovane iz prethodnih nalaza analize. ~~~ Snage: (cid:)
MATCH@M:(Metaphorically, it is a “dream that can come true, one that shows how the agents representing the entity would like the entity to look like in the future“.===>Metaforički rečeno, ona je „ostvariv san koji upućuje na to kako bi sudionici koji predstavljaju sredinu željeli da ta sredina izgleda u budućnosti“.)
MATCH@E:(Metaphorically, it is a dream that can come true, one that shows how the agents representing the entity would like the entity to look like in the future.===>Metaforički rečeno, ona je ostvariv san koji upućuje na to kako bi sudionici koji predstavljaju sredinu željeli da ta sredina izgleda u budućnosti.)
MATCH@M:(By its contents and style, a good vision should be effective in expressing a unique identity and the specific advantages of the place, on one hand, and, in accordance with them, to outline the desired future in an inspiring and challenging way, on the other.===>Sadržajno i stilski, dobra vizija treba da efektno izrazi jedinstveni identitet i specifične prednosti mjesta, s jedne strane, i da, u skladu s njima, ocrta poželjnu budućnost na inspirativan i izazovan način, s druge strane.)
MATCH@E:(By its contents and style, a good vision should be effective in expressing a unique identity and the specific advantages of the place, on one hand, and, in accordance with them, to outline the desired future in an inspiring and challenging way, on the other.===>Sadržajno i stilski, dobra vizija treba da efektno izrazi jedinstveni identitet i specifične prednosti mjesta, s jedne strane, i da, u skladu s njima, ocrta poželjnu budućnost na inspirativan i izazovan na čin, s druge strane.)
MATCH@M:(It is especially important that the vision contents be agreed upon unanimously in the community.===>Posebno je važno da se o sadržaju vizije postigne konsenzus u zajednici.)
MATCH@E:(It is especially important that the vision contents be agreed upon unanimously in the community.===>Posebno je važno da se o sadržaju vizije postigne konsenzus u zajednici.)
MATCH@M:(When formulated, the development vision is a sort of social, but also a personal obligation for all those who can and should contribute to its realization.===>Kad se donese, vizija razvoja predstavlja neku vrstu društvene, ali i lične obaveze za sve koji mogu i trebaju da doprinesu njenom ostvarenju.)
MATCH@E:(When formulated, the development vision is a sort of social, but also a personal obligation for all those who can and should contribute to its realization.===>Kad se donese, vizija razvoja predstavlja neku vrstu društvene, ali i lične obaveze za sve koji mogu i trebaju da doprinesu njenom ostvarenju. ~~~ VIZIJA RAZVOJA:)
MATCH@M:(The strategic goals stem from key problems and challenges identified in the course of economic and social analysis, on one hand, and the set development vision, on the other.===>Strateški ciljevi izviru iz ključnih problema i izazova, identifikovanih tokom ekonomske i socijalne analize, s jedne strane, i postavljene vizije razvoja, s druge strane.)
MATCH@E:(From strategic goals to projects The strategic goals stem from key problems and challenges identified in the course of economic and social analysis, on one hand, and the set development vision, on the other.===>Od strateških ciljeva do projekata Strateški ciljevi izviru iz ključnih problema i izazova, identifikovanih tokom ekonomske i socijalne analize, s jedne strane, i postavljene vizije razvoja, s druge strane.)
MATCH@M:(Actually, they are the first elaboration of the vision, defining the foci upon which efforts, energy and scarce resources we have at disposal, should be concentrated.===>U stvari, oni predstavljaju prvu razradu vizije, određujući fokuse na koje treba skoncentrisati napore, energiju i ograničene resurse kojima raspolažemo.)
MATCH@E:(Actually, they are the first elaboration of the vision, defining the foci upon which efforts, energy and scarce resources we have at disposal, should be concentrated.===>U stvari, oni predstavljaju prvu razradu vizije, određujući fokuse na koje treba skoncentrisati napore, energiju i ograničene resurse kojima raspolažemo.)
MATCH@M:(For each of these foci, the strategic goal defines the most important goal we seek to achieve by the end of the development cycle stipulated in the strategy.===>Za svaki od tih fokusa, kroz strateški cilj se definiše ono najvažnije što želimo da postignemo do kraja razvojnog ciklusa obuhvaćenog strategijom.)
MATCH@E:(For each of these foci, the strategic goal defines the most important goal we seek to achieve by the end of the development cycle stipulated in the strategy.===>Za svaki od tih fokusa, kroz strateški cilj se definiše ono najvažnije što želimo da postignemo do kraja razvojnog ciklusa obuhvaćenog strategijom.)
MATCH@M:(In the second phase of elaboration, each strategic goal is further elaborated into a number of operational goals.===>U drugom sloju razrade, vrši se razrada svakog strateškog cilja u vidu više operativnih ciljeva.)
MATCH@E:(In the second phase of elaboration, each strategic goal is further elaborated into a number of operational goals.===>U drugom sloju razrade, vrši se razrada svakog strateškog cilja u vidu više operativnih ciljeva.)
MATCH@M:(Operational goals are measurable and temporary defined aims that are to be achieved on each of the strategic directions, some sort of interim times that are to be achieved.===>Operativni ciljevi predstavljaju operacionalizaciju strateških ciljeva, mjerljive i vremenski određene mete koje treba dostići na svakom od strateških pravaca, neku vrstu prolaznih vremena koje treba postići.)
MATCH@E:(Operational goals are measurable and temporary defined aims that are to be achieved on each of the strategic directions, some sort of interim times that are to be achieved.===>Operativni ciljevi predstavljaju operacionalizaciju strateških ciljeva, mjerljive i vremenski određene mete koje treba dostići na svakom od strateških pravaca, neku vrstu prolaznih vremena koje treba postići.)
MATCH@M:(Well defined operational goals can later serve to measure the advances in the strategy implementation.===>Dobro definisani operativni ciljevi poslije mogu poslužiti i za mjerenje napretka u ostvarivanju strategije.)
MATCH@E:(Well defined operational goals can later serve to measure the advances in the strategy implementation.===>Dobro definisani operativni ciljevi poslije mogu poslužiti i za mjerenje napretka u ostvarivanju strategije.)
MATCH@M:(In the third step, specific support measures, programmes and projects are elaborated, to be implemented for the purpose of achieving operational goals, and through them, the strategic goals.===>U trećem koraku, razrađuju se specifične mjere podrške, programi i projekti koje treba preduzeti kako bi se ostvarili operativni ciljevi i, kroz njih, strateški ciljevi.)
MATCH@E:(In the third step, specific support measures, programmes and projects are elaborated, to be implemented for the purpose of achieving operational goals, and through them, the strategic goals.===>U trećem koraku, razrađuju se specifične mjere podrške, programi i projekti koje treba preduzeti kako bi se ostvarili operativni ciljevi i, kroz njih, strateški ciljevi.)
MATCH@M:(In addition to the connection with the goals, expected results and major activities are defined for the support measures and projects, the estimate of costs is given together with the modalities and prospective sources of financing, a time orientation is defined as regards the duration and the period of execution, as well as the roles and responsibilities of the various agents in their execution.===>Osim veze sa ciljevima, za mjere podrške i projekte de-finišu se očekivani rezultati i glavne aktivnosti, daje se procjena troškova sa modalitetima i potencijalnim izvorima finansiranja, daje se vremenska orijentacija u pogledu trajanja i perioda realizacije, te definišu uloge i odgovornosti različitih aktera u njihovoj realizaciji.)
MATCH@E:(In addition to the connection with the goals, expected results and major activ ities are defined for the support measures and projects, the estimate of costs is given together with the modalities and prospective sources of financing, a time orientation is defined as regards the duration and the period of execution, as well as the roles and responsibilities of the various agents in their execution.===>Osim veze sa ciljevima, za mjere podrške i projekte definišu se očekivani rezultati i glavne aktivnosti, daje se procjena troškova sa modalitetima i potencijalnim izvorima finansiranja, daje se vremenska orijentacija u pogledu trajanja i perioda realizacije, te definišu uloge i odgovornosti različitih aktera u njihovoj realizaciji.)
MATCH@M:(In addition to some typical support measures and the projects implemented in the situations of local economic and social development, it is important that the strategic document should include the support measures and projects recognized and proposed by local agents.===>Uz neke tipične mjere podrške i projekte koji se primjenjuju u odgovorajućim situacijama lokalnog ekonomskog i društvenog razvoja, važno je da strateški dokument uključi mjere podrške i projekte prepoznate i kandidovane od strane lokalnih aktera.)
MATCH@E:(In addition to some typical support measures and the projects implemented in the situations of local economic and social development, it is important that the strategic document should include the support measures and projects recognized and proposed by local agents.===>Uz neke tipične mjere podrške i projekte koji se primjenjuju u odgovorajućim situacijama lokalnog ekonomskog i društvenog razvoja, važno je da strateški dokument uključi mjere podrške i projekte prepoznate i kandidovane od strane lokalnih aktera.)
MATCH@M:(Such an approach is fully implemented in the preparation of this development strategy, in an effort to achieve an effective combination of certain standard instruments of local development, created in the developed, industrialized European countries, on one hand, and the specific measures and projects with highlighted local characteristics, on the other.===>Ovakav pristup u potpunosti je korišćen u pripremi ove strategije razvoja, nastojeći da se ostvari djelotvorna kombinacija nekih standardnih instrumenata lokalnog razvoja, stvorenih u razvijenim industrijalizovanim evropskim zemljama, s jedne strane, i specifičnih mjera i projekata sa naglašenim lokalnim obilježjima.)
MATCH@E:(Such an approach is fully implemented in the preparation of this development strategy, in an effort to achieve an effective combination of certain standard instruments of local development, created in the developed, industrialized European countries, on one hand, and the specific measures and projects with highlighted local characteristics, on the other. ~~~ 7.===>Ovakav pristup u potpunosti je korišćen u pripremi ove strategije razvoja, nastojeći da se ostvari djelotvorna kombinacija nekih standardnih instrumenata lokalnog razvoja, stvorenih u razvijenim industrijalizovanim evropskim zemljama, s jedne strane, i specifičnih mjera i projekata sa naglašenim lokalnim obilježjima. 8.)
MATCH@M:(The first suggestion refers to setting up a special development office as part of the municipality mayor office, immediately upon the strategy adoption.===>Prva preporuka odnosi se na stvaranje posebne kancelarije za razvoj pri kabinetu načelnika opštine, odmah nakon usvajanja strategije.)
MATCH@E:(Major suggestions in strategy implementation The first suggestion refers to setting up a special development office as part of the municipality mayor office, immediately upon the strategy adoption.===>Glavne preporuke za realizaciju strategije Prva preporuka odnosi se na stvaranje posebne kancelarije za razvoj pri kabinetu načelnika opštine, odmah nakon usvajanja strategije.)
MATCH@M:(The basic reason (mission) for setting up the office is to ensure an efficient implementation and update the development strategy.===>Osnovni razlog (misija) uspostavljanja kancelarije je osiguravanje efikasne implementacije i ažuriranja strategije razvoja.)
MATCH@E:(The basic reason (mission) for setting up the office is to ensure an efficient implementation and update the development strategy.===>Osnovni razlog (misija) uspostavljanja kancelarije je osiguravanje efikasne implementacije i ažuriranja strategije razvoja.)
MATCH@M:(It is of great importance that all the agents understand that this office is not meant to implement any individual project (each project will have its own implementors, appointed on the basis of the nature of their work, selected following an appropriate procedure), but to control the execution of the strategy as a whole, on a daily basis.===>Vrlo je važno da svi akteri shvate da ova kancelarija neće implementirati ni jedan pojedinačni projekat (svaki projekat imaće svoje implementatore, određene po prirodi posla, izabrane kroz odgovarajuću proceduru), već će svakodnevno brinuti o realizaciji cjeline strategije.)
MATCH@E:(It is of great importance that all the agents understand that this office is not meant to implement any individual project (each project will have its own implementors, appointed on the basis of the nature of their work, selected following an appropriate procedure), but to control the execution of the strategy as a whole, on a daily basis.===>Vrlo je važno da svi akteri shvate da ova kancelarija neće implementirati ni jedan pojedinačni projekat (svaki projekat imaće svoje implementatore, određene po prirodi posla, izabrane kroz odgovarajuću proceduru), već će svakodnevno brinuti o realizaciji cjeline strategije.)
MATCH@M:(The second important suggestion is to make use of the partnership between the public and the private sectors in the implementation of the projects that require larger funds (which the municipal budget usually lacks), where the private sector finds the investment profitable in a certain period of time and where both parties are interested in an efficient implementation.===>Druga važna preporuka je korišćenje partnerstva javnog i privatnog sektora za implementaciju projekata koji zahtijevaju veća sredstva (kakvih obično nema u opštin-skom budžetu), gdje se privatnom sektoru ulaganje isplati u određenom roku i gdje su obje strane zaintere-sovane za efikasnu implementaciju.)
MATCH@E:(The second important suggestion is to make use of the partnership between the public and the private sectors in the implementation of the projects that require larger funds (which the municipal budget usually lacks), where the private sector finds the investment profitable in a certain period of time and where both parties are interested in an efficient implementation.===>Druga važna preporuka je korišćenje partnerstva javnog i privatnog sektora za implementaciju projekata koji zahtijevaju veća sredstva (kakvih obično nema u opštinskom budžetu), gdje se privatnom sektoru ulaganje is plati u određenom roku i gdje su obje strane zainteresovane za efikasnu implementaciju.)
MATCH@M:(In contracting such arrangements special attention should be paid to an appropriate risk share between the parties.===>Pri ugovaranju ovakvih aranžmana posebno treba voditi računa o odgovarajućoj raspodjeli rizika između strana.)
MATCH@E:(In contracting such arrangements special attention should be paid to an appropriate risk share between the parties.===>Pri ugovaranju ovakvih aranžmana posebno treba voditi računa o odgovarajućoj raspodjeli rizika između strana.)
MATCH@M:(The third suggestion deals with the timely earmarking of a portion of funds planned in the municipal budget, generally when drafting the budget for the oncoming year.===>Treća preporuka tiče se pravovremenog rezervisanja dijela sredstava planiranih iz opštinskog budžeta, u pravilu tokom pripreme nacrta budžeta za narednu godinu.)
MATCH@E:(The third suggestion deals with the timely earmarking of a portion of funds planned in the municipal budget, generally when drafting the budget for the oncoming year.===>Treća preporuka tiče se pravovremenog rezervisanja dijela sredstava planiranih iz opštinskog budžeta, u pravilu tokom pripreme nacrta budžeta za narednu godinu.)
MATCH@M:(Recommended also is to conduct an analysis of the credit standing of the municipality and a multi-year financing programme, at least for a three-year period.===>Preporučuje se i izrada analize kreditne sposobnosti opštine i programa višegodišnjeg finansiranja, najmanje za trogodišnji period.)
MATCH@E:(Recommended also is to conduct an analysis of the credit standing of the municipality and a multi-year financing programme, at least for a three-year period.===>Preporučuje se i izrada analize kreditne sposobnosti opštine i programa višegodišnjeg finansiranja, najmanje za trogodišnji period. 9.)
MATCH@M:(In order to manage the strategy implementation, as well as the project implementation, we have to be in a position to measure the extent to which the defined goals and results are achieved in a defined space of time, for which we apply objectively verifiable indicators.===>Da bismo upravljali implementacijom strategije, kao i implementacijom projekata, moramo biti u mogućnosti da mjerimo stepen ostvarenja definisanih ciljeva i rezultata u određenom vremenskom periodu, za šta nam služe objektivno provjerljivi indikatori.)
MATCH@E:(8. ~~~ Strategy implementation monitoring and evaluation In order to manage the strategy implementation, as well as the project implementation, we have to be in a position to measure the extent to which the defined goals and results are achieved in a defined space of time, for which we apply objectively verifiable indicators.===>Praćenje i vrednovanje realizacije strategije Da bismo upravljali implementacijom strategije, kao i implementacijom projekata, moramo biti u mogućnosti da mjerimo stepen ostvarenja definisanih ciljeva i rezultata u određenom vremenskom periodu, za šta nam služe objektivno provjerljivi indikatori.)
MATCH@M:(The objectively verifiable indicators defined on the strategy level allow for a clear insight into the extent to which the strategic and operational goals are achieved in a defined space of time (insight into the changes of the elements of the socio-economic analysis), while the indicators defined for each of the projects let us monitor the project implementation from the aspect of the extent to which the defined general and specific goals and the expected results of each of===>Objektivno provjerljivi indikatori definisani na nivou strategije nam omogućavaju jasan uvid u stepen ostvarenja strateških i operativnih ciljeva u određenom vremenskom periodu (uvid u promjene elemenata socio-ekonomske analize), dok nam indikatori definisani za svaki od projekata omogućavaju da pratimo implementaciju projekata sa aspekta stepena ostvarivanja definisanih opštih i specifičnih ciljeva i očekivanih rezultata svakog od projekata.)
MATCH@E:(The objectively verifiable indicators defined on the strategy level allow for a clear insight into the ex tent to which the strategic and operational goals are achieved in a defined space of time (insight into the changes of the elements of the socio-economic analysis), while the indicators defined for each of the projects let us monitor the project implementation from the aspect of the extent to which the defined general and specific goals and the expected results of each of the projects are accomplished.===>Objektivno provjerljivi indikatori definisani na nivou strategije nam omogućavaju jasan uvid u stepen ostvarenja strateških i operativnih ciljeva u određenom vremenskom periodu (uvid u promjene elemenata socio-ekonomske analize), dok nam indikatori definisani za svaki od projekata omogućavaju da pratimo implementaciju projekata sa aspekta stepena ostvarivanja definisanih opštih i specifičnih ciljeva i očekivanih rezultata svakog od projekata.)
MATCH@M:(Further in the text, the authors define the major indicators for monitoring and evaluating the implementation and performance of the Developmen strategy of the Trebinje municipality in the 2009 - 2017 period.===>U daljem tekstu definisani su glavni indikatori za praćenje i vrednovanje realizacije Strategije razvoja opštine Trebinje od 2009. do 2017. godine.)
MATCH@E:(Further in the text, the authors define the major indicators for monitoring and evaluating the implementation and performance of the Developmen strategy of the Trebinje municipality in the 2009 2017 period.===>U daljem tekstu definisani su glavni indikatori za praćenje i vrednovanje realizacije Strategije razvoja opštine Trebinje od 2009. do 2017. godine.)
MATCH@M:(The key economy indicators (number of economic entities, employment, income of local economy, productivity and profitability) as well as the most important social indicator of the demographic rejuvenation of the community are identified.===>Izdvojeni su ključni ekonomski indikatori (broj privrednih subjekata, zaposlenost, prihod lokalne privrede, te rentabilnost i produktivnost) i najvažniji socijalni indikator demografskog podmlađivanja zajednice.)
MATCH@E:(The key economy indicators (number of economic entities, employment, income of local economy, productivity and profitability) as well as the most important social indicator of the demographic rejuvenation of the community are identified.===>Izdvojeni su ključni ekonomski indikatori (broj privrednih subjekata, zaposlenost, prihod lokalne privrede, te rentabilnost i produktivnost) i najvažniji socijalni indikator demografskog podmlađivanja zajednice.)
MATCH@M:(The position of the indicators is defined for the period from 2007 (basic year), to 2012 (the middle year between the short- and longterm periods and 2017 (the final year of the set strategic period).===>Stanje indikatora je definisano u vremenskom slijedu koji obuhvata 2007. (baznu godinu), 2012. (godinu koja je na prelazu između kratkog i srednjeg roka) i 2017. (krajnju godinu postavljenog strateškog perioda).)
MATCH@E:(The position of the indicators is defined for the period from 2007 (basic year), to 2012 (the middle year between the short- and longterm periods and 2017 (the final year of the set strategic period).===>Stanje indikatora je definisano u vremenskom slijedu koji obuhvata 2007. (baznu godinu), 2012. (godinu koja je na prelazu između kratkog i srednjeg roka) i 2017. (krajnju godinu postavljenog strateškog perioda).)
MATCH@M:(The estimates are given along the scale where the lower limit represents a kind of pessimistic scenario, and the upper limit represents the optimistic one.===>Procjene su date u rasponu, gdje donja granica predstavlja neku vrstu pesi-mističkog scenarija, a gornja optimistički scenario.)
MATCH@E:(The estimates are given along the scale where the lower limit represents a kind of pessimistic scenario, and the upper limit represents the optimistic one.===>Procjene su date u rasponu, gdje donja granica predstavlja neku vrstu pesimističkog scenarija, a gornja optimistički scenario.)
MATCH@M:(Both scenarios mean a serious engagement of resources and agents planned in the strategy.===>I jedan i drugi scenario podrazumijevaju veoma ozbiljno angažovanje resursa i aktera predviđenih u strategiji.)
MATCH@E:(Both scenarios mean a serious engagement of resources and agents planned in the strategy.===>I jedan i drugi scenario podrazumijevaju veoma ozbiljno angažovanje resursa i aktera predviđenih u strategiji.)
MATCH@M:(In order that the goals of the Development strategy of the Trebinje municipality be acheved, it is necessary that the number of firms grow at least by 20 to 30 newly set up firms annually in the period of the strategy implementation.===>Da bi se ostvarili ciljevi Strategije razvoja opštine Trebinje, potreban je rast broja firmi najmanje od 20 do 30 novoformiranih firmi godišnje u periodu realizacije strategije.)
MATCH@E:(Number of Firms Indicator In order that the goals of the Development strategy of the Trebinje municipality be acheved, it is necessary that the number of firms grow at least by 20 to 30 newly set up firms annually in the period of the strategy implementation. ~~~ 2007. ~~~ 2012.===>Indikator broja preduzeća Da bi se ostvarili ciljevi Strategije razvoja opštine Trebinje, potreban je rast broja firmi najmanje od 20 do 30 novoformiranih firmi godišnje u periodu realizacije strategije. 2007.)
MATCH@M:(In the first place, we remember that such a growth was actually recorded in the Thebinje municipality region in the 2004-2006 period.===>Prije svega, treba podsjetiti da je u periodu 2004 - 2006. godine i zabilježen ovakav rast na području opštine Trebinje.)
MATCH@E:(360-420 2017. ~~~ 460-560 In the first place, we remember that such a growth was actually recorded in the Thebinje municipality region in the 2004-2006 period.===>2012. 360-420 2017. 460-560 Prije svega, treba podsjetiti da je u periodu 2004 2006. godine i zabilježen ovakav rast na području opštine Trebinje.)
MATCH@M:(Therefore this is a real and attainable goal.===>To znači da je ovo realno i ostvarivo.)
MATCH@E:(Therefore this is a real and attainable goal.===>To znači da je ovo realno i ostvarivo.)
MATCH@M:(The local economy of the Trebinje municipality enters a substantial restructuring in the oncoming period.===>Opštinu Trebinje u narednom periodu očekuje značajno prestrukturisanje lokalne privrede.)
MATCH@E:(Employment Indicator The local economy of the Trebinje municipality enters a substantial restructuring in the oncoming period. ~~~ 2007. ~~~ 9.796 2012.===>Indikator zaposlenosti Opštinu Trebinje u narednom periodu očekuje značajno prestrukturisanje lokalne privrede. 2007.)
MATCH@M:(After 2012 and upon the completion of the restructuring of this section of the Trebinje economy, a growth in employment rate is expected.===>Nakon 2012. godine, i prestrukturisanja ovog dijela tre-binjske privrede, i ovdje se očekuje rast zaposlenosti.)
MATCH@E:(After 2012 and upon the completion of the restructuring of this section of the Trebinje economy, a growth in employment rate is expected.===>Nakon 2012. godine, i prestrukturisanja ovog dijela trebinjske privrede, i ovdje se očekuje rast zaposlenosti.)
MATCH@M:(On the other hand, if the Strategy is correctly implemented, more jobs are expected to be created in the private sector, now in the full swing of restructuring (until 2012) at a dynamic rate of 10% (200-300 new jobs per year), followed by a more temperate rate of 5% in a later period (approximately 200 new jobs annually, from 2012 till 2017).===>S druge strane, ako se Strategija bude valjano sprovo-dila, u sektoru privatnih preduzeca očekuje se rast zaposlenosti, i to u periodu snažnog prestrukturisanja (do 2012.) po dinamičnijoj stopi od oko 10% (200-300 novih radnih mjesta godišnje) i u kasnijem periodu po umjerenijoj stopi od 5% (2012-2017. oko 200 novih radnih mjesta svake godine).)
MATCH@E:(On the other hand, if the Strategy is correctly implemented, more jobs are expected to be created in the private sector, now in the full swing of restructuring (until 2012) at a dynamic rate of 10% (200-300 new jobs per year), followed by a more temperate rate of 5% in a later period (approximately 200 new jobs annually, from 2012 till 2017).===>S druge strane, ako se Strategija bude valjano sprovodila, u sektoru privatnih preduzeća očekuje se rast zaposlenosti, i to u periodu snažnog prestrukturisanja (do 2012.) po dinamičnijoj stopi od oko 10% (200-300 novih radnih mjesta godišnje) i u kasnijem periodu po umjerenijoj stopi od 5% (2012-2017. oko 200 novih radnih mjesta svake godine).)
MATCH@M:(As said above, the Trebinje municipality enters a substantial restructuring in the field of local economy, which will have a significant impact upon the overall income of the local economy.===>Kao što smo rekli, opštinu Trebinje očekuje značajno prestrukturisanje lokalne privrede i to ce se značajno odraziti i na ukupan prihod lokalne privrede.)
MATCH@E:(Local Economy Iincome Indicator As said above, the Trebinje municipality enters a substantial restructuring in the field of local economy, which will have a significant impact upon the overall income of the local economy. ~~~ 2007. ~~~ 2012. ~~~ 2017.===>Indikator prihoda lokalne privrede Kao što smo rekli, opštinu Trebinje očekuje značajno prestrukturisanje lokalne privrede i to će se značajno odraziti i na ukupan prihod lokalne privrede. 2007.)
MATCH@M:(It started in 2006 at an annual rate of about 3-4% .===>započeo od 2006. godine i to po dosadašnjoj dinamici od oko 3-4% u prosjeku godišnje.)
MATCH@E:(It started in 2006 at an annual rate of about 3-4% .===>0.55-0.66 mlrd ¡ Kod već spomenutih velikih privatizovanih preduzeća očekuje se nastavak trenda smanjenja prihoda koji je započeo od 2006. godine i to po dosadašnjoj dinamici od oko 3-4% u prosjeku godišnje.)
BAD_LINE_=============================================================
BAD_LINE_M:It started in 2006 at an annual rate of about 3-4% .
BAD_LINE_M:započeo od 2006. godine i to po dosadašnjoj dinamici od oko 3-4% u prosjeku godišnje.
BAD_LINE_E:It started in 2006 at an annual rate of about 3-4% .
BAD_LINE_E:0.55-0.66 mlrd ¡ Kod već spomenutih velikih privatizovanih preduzeća očekuje se nastavak trenda smanjenja prihoda koji je započeo od 2006. godine i to po dosadašnjoj dinamici od oko 3-4% u prosjeku godišnje.
MATCH@M:(After 2012, a rise in income is expected in this sector.===>Nakon 2012. godine, i ovdje se očekuje rast prihoda.)
MATCH@E:(After 2012, a rise in income is expected in this sector.===>Nakon 2012. godine, i ovdje se očekuje rast prihoda.)
MATCH@M:(In the private company sector the income is expected to rise by the annual 10-15%, in accordance with the trend so far and with the average incomes achieved in other regions important for our comparison (in the Istra district the average amounts to 15%).===>U sektoru privatnih preduzeca očekuje se u rast prihoda od oko 10-15% godišnje, u skladu sa dosadašnjim trendom i prosjecima koji se ostvaruju u drugim, za poređenje važnim područjima (prosjek u Istarskoj županiji je 15%).)
MATCH@E:(In the private company sector the income is expected to rise by the annual 10-15%, in accordance with the trend so far and with the average incomes achieved in other regions important for our comparison (in the Istra district the average amounts to 15%).===>U sektoru privatnih preduzeća očekuje se u rast prihoda od oko 10-15% godišnje, u skladu sa dosadašnjim trendom i prosjecima koji se ostvaruju u drugim, za poređenje važnim područjima (prosjek u Istarskoj županiji je 15%).)
MATCH@M:(The dynamics of the local economy restructuring can best be seen by tracking the changes in productivity and profitability.===>Dinamika prestrukturisanja lokalne privrede ce se najbolje vidjeti praćenjem promjena u rentabilnosti i produktivnosti.)
MATCH@E:(Profitability and Productivity Indicator The dynamics of the local economy restructuring can best be seen by tracking the changes in productivity and profitability.===>Indikator rentabilnosti i produktivnosti Dinamika prestrukturisanja lokalne privrede će se najbolje vidjeti praćenjem promjena u rentabilnosti i produktivnosti.)
MATCH@M:(The profit achieved is the profitability indicator, however, in the absence of detailed information on the basis of which the productivity can be calculated, our indicator of both we will be the profit achieved per employee.===>Ostvarena dobit je pokazatelj rentabilnosti, međutim, u nedostatku detaljnih podataka na osnovu kojih se može računati produktivnost, koristicemo ostvarenu dobit po radniku kao pokazatelj i jednog i drugog.)
MATCH@E:(The profit achieved is the profitability indicator, however, in the absence of detailed information on the basis of which the productivity can be calculated, our indicator of both we will be the profit achieved per employee.===>Ostvarena dobit je pokazatelj rentabilnosti, međutim, u nedostatku detaljnih podataka na osnovu kojih se može računati produktivnost, koristićemo ostvarenu dobit po radniku kao pokazatelj i jednog i drugog.)
MATCH@M:(A more favourable scenario predicts that losses should be eliminated in 2009 at the latest, while a less favourable one predicts that to be achieved in 2010.===>Povoljniji scenario predviđa da se gubici elimi-nišu u 2009. godini, dok nepovoljniji to eliminisanje predviđa za 2010. godinu.)
MATCH@E:(A more favourable scenario predicts that losses should be eliminated in 2009 at the latest, while a less favourable one predicts that to be achieved in 2010.===>Povoljniji scenario predviđa da se gubici eliminišu u 2009. godini, dok nepovoljniji to eliminisanje predviđa za 2010.)
MATCH@M:(Following the period of substantial restructuring and loss elimination, a growth in profits is expected, amounting to Km 2,000-3000 per employee, in 2017 (for example, for comparison purposes, the average profits earned in the Bijeljina municipality in 2006 amounted to KM 1,200 per employee).===>Nakon perioda snažnog prestrukturisanja i eliminisanja gubitaka, očekuje se rast ostvarene dobiti po zaposlenom do 2.000-3.000 KM u 2017. godini (npr. kao poređenje možemo navesti da je u opštini Bijeljina prosjek po firmama u 2006. godini bio 1200 KM ostvarene dobiti po zaposlenom radniku).)
MATCH@E:(2017. ~~~ 345 ¡ per employee 250-375 ¡ per employee oko 1.000-1.500 ¡ per employee Following the period of substantial restructuring and loss elimination, a growth in profits is expected, amounting to Km 2,000-3000 per employee, in 2017 (for example, for comparison purposes, the average profits earned in the Bijeljina municipality in 2006 amounted to KM 1,200 per employee).===>2012. 2017. 345 ¡ po radniku 250-375 ¡ po radniku oko 1.000-1.500 ¡ po radniku Nakon perioda snažnog prestrukturisanja i eliminisanja gubitaka, očekuje se rast ostvarene dobiti po zaposlenom do 2.000-3.000 KM u 2017. godini (npr. kao poređenje možemo navesti da je u opštini Bijeljina prosjek po firmama u 2006. godini bio 1200 KM ostvarene dobiti po zaposlenom radniku).)
MATCH@M:(Given that 150 weddings are held at Trebinje every year, it is necessary that, for a start, 20-30 young couples be stimulated to start a family thereby getting 15-20 additional new born babies immediately in the first year.===>Pošto se u Trebinju za-snuje oko 150 brakova svake godine, potrebno je sti-mulisati za početak 20-30 mladih bračnih parova za zasnivanje porodice i tako dobiti 15-20 dodatnih novorođenih beba, odmah u prvoj godini.)
MATCH@E:(Given that 150 weddings are held at Trebinje every year, it is necessary that, for a start, 20-30 young couples be stimulated to start a family thereby getting 15-20 additional new born babies immediately in the first year.===>Pošto se u Trebinju zasnuje oko 150 brakova svake godine, potrebno je stimulisati za početak 20-30 mladih bračnih parova za zasnivanje porodice i tako dobiti 15-20 dodatnih novorođenih beba, odmah u prvoj godini.)
MATCH@M:(Since the depopulation is one of the most serious strategic challenges for Trebinje, this measure should be observed to the extent when each new married couple is “covered“ by a package of measures that help them start a family.===>Pošto je depopulacija jedan od najkrupnijih strateških izazova za Trebi-nje, ovu mjeru bi trebalo proširivati do nivoa kada bi svaki novi bračni par bio „pokriven“ paketom mjera koje pomažu u zasnivanju porodice.)
MATCH@E:(Since the depopulation is one of the most serious strategic challenges for Trebinje, this measure should be observed to the extent when each new married couple is covered by a package of measures that help them start a family.===>Pošto je depopulacija jedan od najkrupnijih strateških izazova za Trebinje, ovu mjeru bi trebalo proširivati do nivoa kada bi svaki novi bračni par bio pokriven paketom mjera koje pomažu u zasnivanju porodice.)
MATCH@M:(Another useful measure to rejuvenate and improve the community would be to attract at least 10-15 educated young married couples from other regions every year, to settle at Trebinje.===>Takođe, radi podmlađivanja i napredovanja zajednice, bilo bi vrlo korisno godišnje privlačenje bar 10-15 obrazovanih mladih bračnih parova iz drugih sredina, svake godine, za život u Trebinju.)
MATCH@E:(Another useful measure to rejuvenate and improve the community would be to attract at least 10-15 educated young married couples from other regions every year, to settle at Trebinje.===>Takođe, radi podmlađivanja i napredovanja zajednice, bilo bi vrlo korisno godišnje privlačenje bar 10-15 obrazovanih mladih bračnih parova iz drugih sredina, svake godine, za život u Trebinju.)
MATCH@M:(Thus the number of inhabitants will grow at a rate of 20-30 educated young people every year, and the newcomers are expected to have children.===>Ovim bi se povecavao broj stanovnika za dodatnih 20-30 obrazovanih mladih ljudi svake godine, a novopridošli mladi bračni parovi takođe predstavljaju potencijal za dobijanje nove djece.)
MATCH@E:(Thus the number of inhabitants will grow at a rate of 20-30 educated young people every year, and the newcomers are expected to have children.===>Ovim bi se povećavao broj stanovnika za dodatnih 20-30 obrazovanih mladih ljudi svake godine, a novopridošli mladi bračni parovi takođe predstavljaju potencijal za dobijanje nove djece.)
MATCH@M:(These two measures are closely connected and influence each other.===>Ove dvije mjere su usko povezane i utiču jedna na drugu.)
MATCH@E:(These two measures are closely connected and influence each other.===>Ove dvije mjere su usko povezane i utiču jedna na drugu.)
MATCH@M:(An appropriate data base for secondary data, created in the course of the socio-economic analysis, may significantly help in data processing and in monitoring the position of indicators.===>Odgovarajuća baza podataka za sekundarne podatke, urađena u toku Socio-ekonomske analize, može u znatnoj mjeri da se iskoristi pri obradi podataka i praćenju stanja indikatora.)
MATCH@E:(An appropriate data base for secondary data, created in the course of the socio-economic analysis, may significantly help in data processing and in monitoring the position of indicators.===>Odgovarajuća baza podataka za sekundarne podatke, urađena u toku Socio-ekonomske analize, može u znatnoj mjeri da se iskoristi pri obradi podataka i praćenju stanja indikatora.)
MATCH@M:(The base is broadly set and allows for defining and monitoring other indicators if need arises.===>Baza je šire postavljena i omogućuje definisanje i praćenje i drugih indikatora, ukoliko se za tim pokaže potreba.)
MATCH@E:(The base is broadly set and allows for defining and monitoring other indicators if need arises.===>Baza je šire postavljena i omogućuje definisanje i praćenje i drugih indikatora, ukoliko se za tim pokaže potreba.)
MATCH@M:(The activities of monitoring and evaluating the priority projects should be defined within the project of establishing and starting the development office, since monitoring and evaluating will be an important part of activities of the office.===>Aktivnosti praćenja i vrednovanja realizacije prioritetnih projekata treba da se definišu u sklopu projekta uspostavljanja i osposobljavanja kancelarije za razvoj, jer će praćenje i vrednovanje (monitoring i evalvacija) biti važan dio posla ove kancelarije.)
MATCH@E:(The activities of monitoring and evaluating the priority projects should be defined within the project of establishing and starting the development office, since monitoring and evaluating will be an important part of activities of the office.===>Aktivnosti praćenja i vrednovanja realizacije prioritetnih projekata treba da se definišu u sklopu projekta uspostavljanja i osposobljavanja kancelarije za razvoj, jer će praćenje i vrednovanje (monitoring i evalvacija) biti važan dio posla ove kancelarije.)
MATCH@M:(Within the scope of that priority project, the monitoring and evaluation systems should be elaborated in detail by the end of the first half of 2009, together with the indicators and their target values for the strategy and the priority projects.===>U sklopu tog prioritetnog projekta do kraja prve polovine 2009. godine treba detaljno razraditi sistem monitoringa i evalvacije sa indikatorima i njihovim ciljnim vrijednostima za strategiju i prioritetne projekte.)
MATCH@E:(Within the scope of that priority project, the monitoring and evaluation systems should be elaborated in detail by the end of the first half of 2009, together with the indicators and their target values for the strategy and the priority projects. ~~~ 9.===>U sklopu tog prioritetnog projekta do kraja prve polovine 2009. ~~~ godine treba detaljno razraditi sistem monitoringa i evalvacije sa indikatorima i njihovim ciljnim vrijednostima za strategiju i prioritetne projekte. 10.)
MATCH@M:(A good strategy is based on advantages, not on weaknesses, it is “a game on your own grounds“, competing in what you are better than the others.===>Dobra strategija se zasniva na prednostima, a ne na slabostima, ona je “igra na svom terenu”, nadmetanje u onome u čemu smo bolji od drugih.)
MATCH@E:(Conclusion A good strategy is based on advantages, not on weaknesses, it is a game on your own grounds, competing in what you are better than the others.===>Zaključak Dobra strategija se zasniva na prednostima, a ne na slabostima, ona je igra na svom terenu, nadmetanje u onome u čemu smo bolji od drugih.)
MATCH@M:(There is no strategy based on certain facts, since every strategy is concerned with the future.===>Nema te strategije koja počiva na sigurnim činjenicama, jer se svaka strategija bavi budućnošću.)
MATCH@E:(There is no strategy based on certain facts, since every strategy is concerned with the future.===>Nema te strategije koja počiva na sigurnim činjenicama, jer se svaka strategija bavi budućnošću.)
MATCH@M:(We have the facts about the past at our disposal, and we estimate the variants of the future mainly on the basis of what was going on in the past and what suggests some regularity in the events in the present.===>Raspolažemo činjenicama o prošlosti, a varijante budućnosti procjenjujemo, dobrim dijelom na osnovu onoga što se dešavalo u prošlosti i što nagovještava neku pravilnost dešavanja u sadašnjosti.)
MATCH@E:(We have the facts about the past at our disposal, and we estimate the variants of the future mainly on the basis of what was going on in the past and what suggests some regularity in the events in the present.===>Raspolažemo činjenicama o prošlosti, a varijante budućnosti procjenjujemo, dobrim dijelom na osnovu onoga što se dešavalo u prošlosti i što nagovještava neku pravilnost dešavanja u sadašnjosti.)
MATCH@M:(The most important qualitative changes in the world economy (transition towards the “knowledge economy“ and the “experience economy“, to clean and reusable energy resources, to sustainability as a key principle of economic, social and ecological development,...) are identified as well as the opportunities that in such a context Trebinje can take advantage of, to more advantage than any other communities in the neighbourhood.===>U dovoljnoj mjeri su markirani najvažnije kvalitativne promjene koje se dešavaju u svjetskoj ekonomiji (prelaz na “ekonomiju znanja” i “ekonomiju doživljaja”, prelaz na čiste i obnovljive energetske izvore, održivost kao ključni princip ekonomskog, društvenog i ekološkog razvoja...) i prilike koje, u takvom kontekstu, Trebinje može da iskoristi prije i bolje nego druge sredine u okruženju.)
MATCH@E:(The most important qualitative changes in the world economy (transition towards the knowledge economy and the experience economy, to clean and reusable energy resources, to sustainability as a key principle of economic, social and ecological development,...) are identified as well as the opportunities that in such a context Trebinje can take advantage of, to more advantage than any other communities in the neighbourhood.===>U dovoljnoj mjeri su markirani najvažnije kvalitativne promjene koje se dešavaju u svjetskoj ekonomiji (prelaz na ekonomiju znanja i ekonomiju doživljaja, prelaz na čiste i obnovljive energetske izvore, održivost kao ključni princip ekonomskog, društvenog i ekološkog razvoja...) i prilike koje, u takvom kontekstu, Trebinje može da iskoristi prije i bolje nego druge sredine u okruženju.)
MATCH@M:(Hence, the basic strategic solutions are based on reasonable estimates.===>Dakle, osnovna strateška rješenja zasnovana su na razumnim procjenama.)
MATCH@E:(Hence, the basic strategic solutions are based on reasonable estimates.===>Dakle, osnovna strateška rješenja zasnovana su na razumnim procjenama.)
MATCH@M:(An integrated approach to planning was applied in order that the nature of the Trebinje identity should define its development perspective.===>Primijenjen je integrisani pristup planiranju da bi se omogućilo prirodi trebinjskog identiteta da nađe svoju razvojnu perspektivu.)
MATCH@E:(An integrated approach to planning was applied in order that the nature of the Trebinje identity should define its development perspective.===>)
BAD_LINE_=============================================================
BAD_LINE_M:An integrated approach to planning was applied in order that the nature of the Trebinje identity should define its development perspective.
BAD_LINE_M:Primijenjen je integrisani pristup planiranju da bi se omogućilo prirodi trebinjskog identiteta da nađe svoju razvojnu perspektivu.
BAD_LINE_E:An integrated approach to planning was applied in order that the nature of the Trebinje identity should define its development perspective.
BAD_LINE_E:
MATCH@M:(It is at this point that the synergy effects between economy, ecology and social responsibility of Trebinje are best employed.===>Upravo ovdje su došli do izražaja sinergetski efekti između trebinjske ekonomije, ekologije i društvene odgovornosti.)
MATCH@E:(It is at this point that the synergy effects between economy, ecology and social responsibility of Trebinje are best employed.===>)
BAD_LINE_=============================================================
BAD_LINE_M:It is at this point that the synergy effects between economy, ecology and social responsibility of Trebinje are best employed.
BAD_LINE_M:Upravo ovdje su došli do izražaja sinergetski efekti između trebinjske ekonomije, ekologije i društvene odgovornosti.
BAD_LINE_E:It is at this point that the synergy effects between economy, ecology and social responsibility of Trebinje are best employed.
BAD_LINE_E:
MATCH@M:(The strategy, in the first place, means the concentration of available resources on solving the problems that bear the greatest development potential.===>Strategija, prije svega, podrazumijeva koncentraciju raspoloživih resursa na rješavanje problema koji imaju najveći razvojni potencijal.)
MATCH@E:(The strategy, in the first place, means the concentration of available resources on solving the problems that bear the greatest development potential.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The strategy, in the first place, means the concentration of available resources on solving the problems that bear the greatest development potential.
BAD_LINE_M:Strategija, prije svega, podrazumijeva koncentraciju raspoloživih resursa na rješavanje problema koji imaju najveći razvojni potencijal.
BAD_LINE_E:The strategy, in the first place, means the concentration of available resources on solving the problems that bear the greatest development potential.
BAD_LINE_E:
MATCH@M:(It has to be focused upon the most important strategic challenges, otherwise it will result in dissolving the ever scarce resources without achieving any real strategic effects.===>Mora biti fokusirana na najvažnije strateške izazove, jer će, u protivnom, voditi raspršivanju uvijek oskudnih resursa bez postizanja stvarnog strateškog efekta.)
MATCH@E:(It has to be focused upon the most important strategic challenges, otherwise it will result in dissolving the ever scarce resources without achieving any real strategic effects.===>)
BAD_LINE_=============================================================
BAD_LINE_M:It has to be focused upon the most important strategic challenges, otherwise it will result in dissolving the ever scarce resources without achieving any real strategic effects.
BAD_LINE_M:Mora biti fokusirana na najvažnije strateške izazove, jer će, u protivnom, voditi raspršivanju uvijek oskudnih resursa bez postizanja stvarnog strateškog efekta.
BAD_LINE_E:It has to be focused upon the most important strategic challenges, otherwise it will result in dissolving the ever scarce resources without achieving any real strategic effects.
BAD_LINE_E:
MATCH@M:(The detailed plan of monitoring and evaluation of the strategy implementation, with operational indicators is scheduled to be worked out within the development office establishment and setting into action, which is the first priority upon the adoption of the document.===>Predviđeno je i da se detaljan plan praćenja i vrednovanja ostvarivanja strategije, sa operativnim indikatorima, razradi u sklopu uspostavljanja i osposobljavanja kancelarije za razvoj, koja je prvi prioritet nakon usvajanja dokumenta.)
MATCH@E:(The detailed plan of monitoring and evaluation of the strategy implementation, with operational indicators is scheduled to be worked out within the development office establishment and setting into action, which is the first priority upon the adoption of the document.===>Predviđeno je i da se detaljan plan praćenja i vrednovanja ostvarivanja strategije, sa operativnim indikatorima, razradi u sklopu uspostavljanja i osposobljavanja kancelarije za razvoj, koja je prvi prioritet nakon usvajanja dokumenta.)
MATCH@M:(Possibilities of e-recruitment and the use of online social networking websites and business-oriented social sites in employment, are analyzed and presented.===>U ovom radu analiziraju se mogućnosti elektronskog zapošljavanja i primene online društvenih mreža i poslovno-socijalno orjentisanih sajtova u zapošljavanju.)
MATCH@E:(This paper deals with electronic employment. ~~~ Possibilities of e-recruitment and the use of online social networking websites and business-oriented social sites in employment, are analyzed and presented.===>U ovom radu analiziraju se mogućnosti elektronskog zapošljavanja i primene online društvenih mreža i poslovno-socijalno orjentisanih sajtova u zapošljavanju.)
MATCH@M:(The model of e-employment, also shown in this paper, is an attempt to find new, more efficient ways in the search for, selection and recruitment of human resources using information technologies and communication networks.===>Izrada modela e-zapošljavanja, koji je takođe prikazan u ovom radu, pokušaj je da se na novi, efikasniji način, primenom in-formacionih tehnologija i komunikacionih mreža, pristupi traženju, selekciji i zapošljavanju ljudskih resursa.)
MATCH@E:(The model of e-employment, also shown in this paper, is an attempt to find new, more efficient ways in the search for, selection and recruitment of human resources using information technologies and communication networks.===>Izrada modela e-zapošljavanja, koji je takođe prikazan u ovom radu, pokušaj je da se na novi, efikasniji način, primenom informacionih tehnologija i komunikacionih mreža, pristupi traženju, selekciji i zapošljavanju ljudskih resursa.)
MATCH@M:(The model of e-employment is based on the concepts of e-business and human resource management methods.===>Model e-zapošljavanja, bazira se na konceptu elektronskog poslovanja i metodama menad'menta ljudskih resursa.)
MATCH@E:(The model of eemployment is based on the concepts of e-business and human resource management methods.===>Model e-zapošljavanja, bazira se na konceptu elektronskog poslovanja i metodama menadžmenta ljudskih resursa.)
MATCH@M:(The proposed model is adapted to conditions of employment in Serbia.===>Predloženi model prilagođen je uslovima zapošljavanja u Srbiji.)
MATCH@E:(The proposed model is adapted to conditions of employment in Serbia.===>Predloženi model prilagođen je uslovima zapošljavanja u Srbiji.)
MATCH@M:(Human potentials are resouces whose knowledge, skills, competencies and experience, along with the implementation of new technologies and permanent training, are capable of responding to market changes and enhancing the organizational performance in achieving organizational objectives.===>Ljudski potencijali, predstavljaju resurs, čije znanje, veštine, sposobnosti i iskustvo, uz primenu novih tehnologija i stalnog osposobljavanja, mogu da odgovore na tržišne promene i utiču na uspešno ostvarivanje ciljeva organizacije.)
MATCH@E:(Introduction Human potentials are resouces whose knowledge, skills, competencies and experience, along with the implementation of new technologies and permanent training, are capable of responding to market changes and enhancing the organizational performance in achieving organizational objectives.===>Uvod Ljudski potencijali, predstavljaju resurs, čije znanje, veštine, sposobnosti i iskustvo, uz primenu novih tehnologija i stalnog osposobljavanja, mogu da odgovore na tržišne promene i utiču na uspešno ostvarivanje ciljeva organizacije.)
MATCH@M:(The use of the Internet in human resources recruitment in the developed countries is dominant, with a tendency to replace traditional methods.===>Primena Interenta, u regrutovanju ljudskih resursa u razvijenim zemljama je dominantna, sa tendencijom da zameni tradicionalne metode.)
MATCH@E:(The use of the Internet in human resources recruitment in the developed countries is dominant, with a tendency to replace traditional methods.===>Primena Interenta, u regrutovanju ljudskih resursa u razvijenim zemljama je dominantna, sa tendencijom da zameni tradicionalne metode.)
MATCH@M:(The job announcements and the profiles of job seekers are much more easily and promptly accessible on virtual job markets or on-line social networking websites.===>Ponude poslova i profila lica zainteresovanih za posao na virtuelnim tržištima rada, online društvenim mrežama dostupnije su u najkraćem vremenskom periodu.)
MATCH@E:(The job announcements and the profiles of job seekers are much more easily and promptly accessible on virtual job markets or on-line social networking websites.===>Ponude poslova i profila lica zainteresovanih za posao na virtuelnim tržištima rada, online društvenim mrežama dostupnije su u najkraćem vremenskom periodu.)
MATCH@M:(For the purpose of adjusting to frequent changes, the job market requires that the unemployed as well as the employed seeking to find a better job, develop skills and competencies additional to the qualifications they already have.===>Na tržištu rada, zbog prilagođavanja čestim promenama, od nezaposlenih ili zaposlenih koji žele da pronađu novi bolji posao, pored posedovanja odgovarajuće kvalifikacije, zahteva se i razvijanje dodatnih veština i sposobnosti.)
MATCH@E:(For the purpose of adjusting to frequent changes, the job market requires that the unemployed as well as the employed seeking to find a better job, develop skills and competencies additional to the qualifications they already have.===>Na tržištu rada, zbog prilagođavanja čestim promenama, od nezaposlenih ili zaposlenih koji žele da pronađu novi bolji posao, pored posedovanja odgovarajuće kvalifikacije, zahteva se i razvijanje dodatnih veština i sposobnosti.)
MATCH@M:(Tracking the job market trends is easier with the employed who have the required competencies.===>Praćenje trendova na tržištu rada olakšano je sa zaposlenima koji poseduju odgovarajuće kompetencije.)
MATCH@E:(Tracking the job market trends is easier with the employed who have the required competencies.===>Praćenje trendova na tržištu rada olakšano je sa zaposlenima koji poseduju odgovarajuće kompetencije.)
MATCH@M:(Their participation in defining the business strategy, in addition to their capability of planning new business models and business processes transformations, is a precondition that the organization can survive and a contribution to its development.===>Njihovo učešće, u definisanju poslovne strategije organizacije, uz posedovanje sposobnosti za planiranje novih poslovnih modela i transformacija poslovnih procesa, omogućavaju opstanak organizacije i doprinose njenom razvoju.)
MATCH@E:(Their participation in defining the business strategy, in addition to their capability of planning new business models and business processes transformations, is a precondition that the organization can survive and a contribution to its development. ment, in education and knowledge innovation, in economic restructuring, demographic differences and the life style.===>Njihovo učešće, u definisanju poslovne strategije organizacije, uz posedovanje sposobnosti za planiranje novih poslovnih modela i transformacija poslovnih procesa, omogućavaju opstanak organizacije i doprinose njenom razvoju. 3.)
MATCH@M:(E-employment includes collecting and exchange of standardized electronic messages between the employer, the job seekers and the employment and social security organizations in job offering and announcing, in applying, selection, recruitment of candidates and registering the employee with the employment agencies and social security, based on the regulations for its implementation.===>E-zapošljavanje je prikupljanje i razmena standardizo-vanih elektronskskih poruka između poslodavca, lica koja traže zaposlenje i organizacija za zapošljavanje i socijalno osiguranje, u ponudi i oglašavanju poslova, prijavljivanju, selekciji, izboru kandidata i prijavi zaposlenog organizacijama za zapošljavanje i socijalno osiguranje, zasnovano na propisima za njegovu primenu.)
MATCH@E:(3. ~~~ E-employment E-employment includes collecting and exchange of standardized electronic messages between the employer, the job seekers and the employment and social security organizations in job offering and announcing, in applying, selection, recruitment of candidates and registering the employee with the employment agencies and social security, based on the regulations for its implementation.1 The sites announcing job offers abroad also display information on work licences, accommodation, social security etc.===>savetovanja o planiranju i razvoju karijere; (cid: ~~~ dobijanje informacija o organizovanju različitih vrsta obrazovanja, treninga i obuka; (cid: ~~~ sajmova zapošljavanja i drugih korisnih informacija.)
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BAD_LINE_M:E-employment includes collecting and exchange of standardized electronic messages between the employer, the job seekers and the employment and social security organizations in job offering and announcing, in applying, selection, recruitment of candidates and registering the employee with the employment agencies and social security, based on the regulations for its implementation.
BAD_LINE_M:E-zapošljavanje je prikupljanje i razmena standardizo-vanih elektronskskih poruka između poslodavca, lica koja traže zaposlenje i organizacija za zapošljavanje i socijalno osiguranje, u ponudi i oglašavanju poslova, prijavljivanju, selekciji, izboru kandidata i prijavi zaposlenog organizacijama za zapošljavanje i socijalno osiguranje, zasnovano na propisima za njegovu primenu.
BAD_LINE_E:3. ~~~ E-employment E-employment includes collecting and exchange of standardized electronic messages between the employer, the job seekers and the employment and social security organizations in job offering and announcing, in applying, selection, recruitment of candidates and registering the employee with the employment agencies and social security, based on the regulations for its implementation.1 The sites announcing job offers abroad also display information on work licences, accommodation, social security etc.
BAD_LINE_E:savetovanja o planiranju i razvoju karijere; (cid: ~~~ dobijanje informacija o organizovanju različitih vrsta obrazovanja, treninga i obuka; (cid: ~~~ sajmova zapošljavanja i drugih korisnih informacija.
MATCH@M:(E-global labour market, free of any geographical constraints, enhances the human resources competitiveness and mobility.===>E-globalno tržište rada bez geografskih ograničenja, podstiče veću konkurentnost i mobilnost ljudskih resursa.)
MATCH@E:(E-global labour market, free of any geographical constraints, enhances the human resources competitiveness and mobility.===>E-globalno tržište rada bez geografskih ograničenja, podstiče veću konkurentnost i mobilnost ljudskih resursa.)
MATCH@M:(The labour market web-sites contribute to the speed and quality of mediating in employment.===>Websajtovi trzišta rada doprinose brzini i kvalitetu posredovanja u zapošljavanju.)
MATCH@E:(The labour market web-sites contribute to the speed and quality of mediating in employment.===>Websajtovi trzišta rada doprinose brzini i kvalitetu posredovanja u zapošljavanju.)
MATCH@M:(It is in them that databases on vacancies and CVs of job seekers are generated.===>Na njima se formiraju baze podataka o slobodnim radnim mestima i poslovnim biografijama lica koja traže zaposlenje.)
MATCH@E:(It is in them that databases on vacancies and CVs of job seekers are generated.===>Na njima se formiraju baze podataka o slobodnim radnim mestima i poslovnim biografijama lica koja traže zaposlenje.)
MATCH@M:(The Internet provides numerous employment opportunities through varied forms and types of work, for people of different qualifications, disabled persons and persons with special needs.===>Internet pruža velike mogućnosti za zapošljavanje kroz različite forme i oblike rada, za lica različitih kvalifikacija, invalidnih i lica sa posebnim potrebama.)
MATCH@E:(The Internet provides numerous employment opportunities through varied forms and types of work, for people of different qualifications, disabled persons and persons with special needs.===>Internet pruža velike mogućnosti za zapošljavanje kroz različite forme i oblike rada, za lica različitih kvalifikacija, invalidnih i lica sa posebnim potrebama. ~~~ Navešćemo neke od njih: (cid:)
MATCH@M:(In order that the job lict browsing be made easier, some websites offer automated solutions.===>Da bi se olakšalo pretraživanje poslova neki Websajtovi nude i automatizovana rešenja.)
MATCH@E:(In order that the job lict browsing be made easier, some websites offer automated solutions.===>Poslovna biografija može postati elektronska ukoliko se: (cid:)
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BAD_LINE_M:In order that the job lict browsing be made easier, some websites offer automated solutions.
BAD_LINE_M:Da bi se olakšalo pretraživanje poslova neki Websajtovi nude i automatizovana rešenja.
BAD_LINE_E:In order that the job lict browsing be made easier, some websites offer automated solutions.
BAD_LINE_E:Poslovna biografija može postati elektronska ukoliko se: (cid:
MATCH@M:(Jobs are announced at specialized employment websites and portals, on-line social networking websites, labour market websites, the National Employment Office website, employment agencies, employers’ websites, websites of thriving national and foreign companies, the Resources Management Service, youth and students cooperatives, e-media, on-line daily and weekly press, professional journals, etc.===>Poslovi se oglašavaju na specijalizovanim sajtovima i portalima za zapošljavanje, online društvenim mrežama, sajtovima trzišta rada, sajtu Nacionalne službe za zapošljavanje, agencija za zapošljavanje, poslodavaca, uspešnih domaćih i stranih kompanija, Službe za upravljanje kadrovima, omladinskih i studentskih zadruga, e-glasila i medija, online dnevne i nedeljne štampe, stučnih časopisa i dr.)
MATCH@E:(Jobs are announced at specialized employment websites and portals, on-line social networking websites, labour market websites, the National Employment Office website, employment agencies, employers websites, websites of thriving national and foreign companies, the Resources Management Service, youth and students cooperatives, e-media, on-line daily and weekly press, professional journals, etc.===>objavi na Internetu - verzija za Web (HTML), verzija u formatu ASCII, verzija za elektronsku obradu, (cid: ~~~ pošalje e-poštom, ili (cid:)
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BAD_LINE_M:Jobs are announced at specialized employment websites and portals, on-line social networking websites, labour market websites, the National Employment Office website, employment agencies, employers’ websites, websites of thriving national and foreign companies, the Resources Management Service, youth and students cooperatives, e-media, on-line daily and weekly press, professional journals, etc.
BAD_LINE_M:Poslovi se oglašavaju na specijalizovanim sajtovima i portalima za zapošljavanje, online društvenim mrežama, sajtovima trzišta rada, sajtu Nacionalne službe za zapošljavanje, agencija za zapošljavanje, poslodavaca, uspešnih domaćih i stranih kompanija, Službe za upravljanje kadrovima, omladinskih i studentskih zadruga, e-glasila i medija, online dnevne i nedeljne štampe, stučnih časopisa i dr.
BAD_LINE_E:Jobs are announced at specialized employment websites and portals, on-line social networking websites, labour market websites, the National Employment Office website, employment agencies, employers websites, websites of thriving national and foreign companies, the Resources Management Service, youth and students cooperatives, e-media, on-line daily and weekly press, professional journals, etc.
BAD_LINE_E:objavi na Internetu - verzija za Web (HTML), verzija u formatu ASCII, verzija za elektronsku obradu, (cid: ~~~ pošalje e-poštom, ili (cid:
MATCH@M:(The practice in Serbia has so far shown that the number of e-placed job offers is increasing daily.===>Dosadašnja praksa u Srbiji pokazala je da se sve više ponude poslova elektronski oglašavaju.)
MATCH@E:(The practice in Serbia has so far shown that the number of e-placed job offers is increasing daily.===>pošalje na papiru, skenira i smesti u računarski sistem. ~~~ Sajtovi i online društvene mreže za zapošljavanje, često pružaju i sugestije za izradu elektronskih poslovnih biografija.)
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BAD_LINE_M:The practice in Serbia has so far shown that the number of e-placed job offers is increasing daily.
BAD_LINE_M:Dosadašnja praksa u Srbiji pokazala je da se sve više ponude poslova elektronski oglašavaju.
BAD_LINE_E:The practice in Serbia has so far shown that the number of e-placed job offers is increasing daily.
BAD_LINE_E:pošalje na papiru, skenira i smesti u računarski sistem. ~~~ Sajtovi i online društvene mreže za zapošljavanje, često pružaju i sugestije za izradu elektronskih poslovnih biografija.
MATCH@M:(A faster and easier way to find a new job is to have a good professional biography.===>Pronalaženje novog posla lakše je i brže ukoliko se poseduje dobra poslovna biografija.)
MATCH@E:(3.2 E-professional biography A faster and easier way to find a new job is to have a good professional biography.===>Za aplikante na slobodna radna mesta važno je da podatke iz poslovne biografije pošalju u formatu koji traži poslodavac.)
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BAD_LINE_M:A faster and easier way to find a new job is to have a good professional biography.
BAD_LINE_M:Pronalaženje novog posla lakše je i brže ukoliko se poseduje dobra poslovna biografija.
BAD_LINE_E:3.2 E-professional biography A faster and easier way to find a new job is to have a good professional biography.
BAD_LINE_E:Za aplikante na slobodna radna mesta važno je da podatke iz poslovne biografije pošalju u formatu koji traži poslodavac.
MATCH@M:(Nowadays companies largely rely on electronic professional biographies, e-CV in Europe, and e-Resumes in the U.S.A.===>Danas se kompanije uglavnom oslanjaju na elektronske poslovne biografije, u Evropi na e-CV, a u Americi na e-Resumes.)
MATCH@E:(Nowadays companies largely rely on electronic professional biographies, e-CV in Europe, and eResumes in the U.S.A.===>Danas se kompanije uglavnom oslanjaju na elektronske poslovne biografije, u Evropi na e-CV, a u Americi na e-Resumes.)
MATCH@M:(In the develped countries, the presentation of prospective candidates can be performed by video CV (vCV) or by an on-line video Resume (on-line vResume).===>Prezentacija potencijalnih kandidata u razvijenim zemljama obavlja se i putem video CV (vCV) ili online video Rezimea (online vResumes).)
MATCH@E:(In the develped countries, the presentation of prospective candidates can be performed by video CV (vCV) or by an on-line video Resume (on-line vResume).===>Prezentacija potencijalnih kandidata u razvijenim zemljama obavlja se i putem video CV (vCV) ili online video Rezimea (online vResumes).)
MATCH@M:(The Internet ensures the individuals the freedom to express themselves through writing, through image or sound; the freedom to be informed, to communicate and collaborate with others.===>Internet omogućava pojedincu slobodu izražavanja kroz, napisano, sliku ili zvuk, informisanja, komunikacije i saradnje sa drugima.)
MATCH@E:(3.2 On-line social networking websites in e-employment The Internet ensures the individuals the freedom to express themselves through writing, through image or sound; the freedom to be informed, to communicate and collaborate with others.===>3.3 Online društvene mreže u e-zapošljavanju Internet omogućava pojedincu slobodu izražavanja kroz, napisano, sliku ili zvuk, informisanja, komunikacije i saradnje sa drugima. ~~~ Internet, u segmentu zapošljavanja, poslodavcima omogućava jeftinije oglašavanje ponude poslova, bez vremenskog i geografskog ograničenja.)
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BAD_LINE_M:The Internet ensures the individuals the freedom to express themselves through writing, through image or sound; the freedom to be informed, to communicate and collaborate with others.
BAD_LINE_M:Internet omogućava pojedincu slobodu izražavanja kroz, napisano, sliku ili zvuk, informisanja, komunikacije i saradnje sa drugima.
BAD_LINE_E:3.2 On-line social networking websites in e-employment The Internet ensures the individuals the freedom to express themselves through writing, through image or sound; the freedom to be informed, to communicate and collaborate with others.
BAD_LINE_E:3.3 Online društvene mreže u e-zapošljavanju Internet omogućava pojedincu slobodu izražavanja kroz, napisano, sliku ili zvuk, informisanja, komunikacije i saradnje sa drugima. ~~~ Internet, u segmentu zapošljavanja, poslodavcima omogućava jeftinije oglašavanje ponude poslova, bez vremenskog i geografskog ograničenja.
MATCH@M:(The social networking websites allow for social interactions among people and their networking.===>Društvene mreže (social networking websites) omogućavaju socijalne interakcije među ljudima i njihovo umrežavanje.)
MATCH@E:(The social networking websites allow for social interactions among people and their networking.===>Društvene mreže (social networking websites) omogućavaju socijalne interakcije među ljudima i njihovo umrežavanje.)
MATCH@M:(They are a novelty on the Internet.===>Predstavljanju novinu na Internetu.)
MATCH@E:(They are a novelty on the Internet.===>Predstavljanju novinu na Internetu.)
MATCH@M:(The network users enjoy the opportunity to introduce themselves, often their profile, social connections and other additional services.===>Korisnici mreža imaju mogućnost ličnog predstavljanja, često svog profila, socijalnih veza i drugih dodatnih usluga.)
MATCH@E:(The network users enjoy the opportunity to introduce themselves, often their profile, social connections and other additional services.===>Korisnici mreža imaju mogućnost ličnog predstavljanja, često svog profila, socijalnih veza i drugih dodatnih usluga.)
MATCH@M:(These services are mostly free of charge.===>U najvećoj meri usluge su besplatne.)
MATCH@E:(These services are mostly free of charge.===>U najvećoj meri usluge su besplatne.)
MATCH@M:(The on-line networking websites are now used by hundreds of millions of people.===>Online društvenim mrežama danas se koriste stotine mili-ona ljudi.)
MATCH@E:(The on-line networking websites are now used by hundreds of millions of people.===>Online društvenim mrežama danas se koriste stotine miliona ljudi.)
MATCH@M:(The use of the social networking websites services within a company or among companies is a potential greatly affecting the business world and business operations.===>Korišćenje usluga društvenih mreža u preduzeću ili među njima predstavlja potencijal koji ima veliki uti-caj na poslovni svet i obavljanje poslova.)
MATCH@E:(The use of the social networking websites services within a company or among companies is a potential greatly affecting the business world and business operations.===>Korišćenje usluga društvenih mreža u preduzeću ili među njima predstavlja potencijal koji ima veliki uticaj na poslovni svet i obavljanje poslova.)
MATCH@M:(These networks grow into an important means of connecting and communication between those in serach for jobs and the employers in need of new employees.===>Postaju značajno sredstvo za povezivanje i komunikaciju lica koja su u potrazi za poslom i poslodavaca zainteresova-nih za nove zaposlene.)
MATCH@E:(These networks grow into an important means of connecting and communication between those in serach for jobs and the employers in need of new employees.===>Postaju značajno sredstvo za povezivanje i komunikaciju lica koja su u potrazi za poslom i poslodavaca zainteresovanih za nove zaposlene.)
MATCH@M:(Within social networking websites the interests and/or activities are shared.===>U okviru društvenh mreža dele se interesi i/ili aktivnosti.)
MATCH@E:(Within social networking websites the interests and/or activities are shared.===>U okviru društvenh mreža dele se interesi i/ili aktivnosti.)
MATCH@M:(The majority of them provide varied ways of user interactions, such as email messages or chat services.===>Većina njih obezbeđuje i različite načine interakcije korisnika, kao što su e-mail poruke ili usluge časkanja.)
MATCH@E:(The majority of them provide varied ways of user interactions, such as email messages or chat services.===>Većina njih obezbeđuje i različite načine interakcije korisnika, kao što su e-mail poruke ili usluge časkanja.)
MATCH@M:(In order that you use the network, it is important that your Internet connection be as fast as possible, and sometimes that you have devices such as web cameras or headphones at disposal.===>Za korišćenje mreža poželjna je što brža internet veza, za neke i uređaji kao što su web kamere ili slušalice.)
MATCH@E:(In order that you use the network, it is important that your Internet connection be as fast as possible, and sometimes that you have devices such as web cameras or headphones at disposal.===>Za korišćenje mreža po željna je što brža internet veza, za neke i uređaji kao što su web kamere ili slušalice.)
MATCH@M:(The best known social networking websites are face-book, myspace, twitter, fixter, LinkedIn.===>Najpoznatije online društvene mreže su facebook, myspace, twitter, fixster, linkendIn.)
MATCH@E:(The best known social networking websites are facebook, myspace, twitter, fixter, LinkedIn.===>Najpoznatije online društvene mreže su facebook, myspace, twitter, fixster, linkendIn.)
MATCH@M:(Each has its specific features.===>Svaka od njih ima svoje specifičnosti.)
MATCH@E:(Each has its specific features.===>Svaka od njih ima svoje specifičnosti.)
MATCH@M:(Facebook is a global social networking website.===>Facebook je globalni socijalni sajt za umrežavanje.)
MATCH@E:(Facebook is a global social networking website.===>Facebook je globalni socijalni sajt za umrežavanje.)
MATCH@M:(It was establised in 2004.===>Osnovan je 2004. godine.)
MATCH@E:(It was establised in 2004.===>Osnovan je 2004. godine.)
MATCH@M:(The website is free, and its users are companies that advertize their products or individuals promoting their profiles.===>Sajt je besplatan, a njegovi korisnici mogu biti preduzeća koja se reklamiraju ili pojedinci koji promovišu svoje profile.)
MATCH@E:(The website is free, and its users are companies that advertize their products or individuals promoting their profiles.===>Sajt je besplatan, a njegovi korisnici mogu biti preduzeća koja se reklamiraju ili pojedinci koji promovišu svoje profile.)
MATCH@M:(According to the latest data, the network is used by 350 million active users, 35 million updating their status daily, whereas 65 million access the network by way of their mobile phones.===>Prema najnovijim podacima mrežu koristi 350 miliona aktivnih korisnika širom sveta, od kojih 35 miliona svakodnevno ažurira svoj status, 65 miliona pristupaju mreži preko svojih mobilnih uređaja.)
MATCH@E:(According to the latest data, the network is used by 350 million active users, 35 million updating their status daily, whereas 65 million access the network by way of their mobile phones.===>Prema najnovijim podacima mrežu koristi 350 miliona aktivnih korisnika širom sveta, od kojih 35 miliona svakodnevno ažurira svoj status, 65 miliona pristupaju mreži preko svojih mobilnih uređaja.)
MATCH@M:(The network includes 700,000 active companies.===>Mreža broji 700.000 aktivnih preduzeca.)
MATCH@E:(The network includes 700,000 active companies.===>Mreža broji 700.000 aktivnih preduzeća.)
MATCH@M:(Facebook is presently considered to have no real competition.===>Smatra se da facebook u ovom trenutku nema konkurenta.)
MATCH@E:(Facebook is presently considered to have no real competition.===>Smatra se da facebook u ovom trenutku nema konkurenta.)
MATCH@M:(It is the world’s largest and most powerful professional network.===>Najveća je i najmoćnija svetska profesionalna mreža.)
MATCH@E:(It is the worlds largest and most powerful professional network.===>LinkedIn je poslovno-orjentisani socijalni sajt za umrežavanje.)
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BAD_LINE_M:It is the world’s largest and most powerful professional network.
BAD_LINE_M:Najveća je i najmoćnija svetska profesionalna mreža.
BAD_LINE_E:It is the worlds largest and most powerful professional network.
BAD_LINE_E:LinkedIn je poslovno-orjentisani socijalni sajt za umrežavanje.
MATCH@M:(Only the 18 years old and older can register on the network.===>Na mrežu se mogu registrovati lica starija od 18 godina.)
MATCH@E:(Only the 18 years old and older can register on the network.===>distribuciju oglasa za posao i dr. Na mrežu se mogu registrovati lica starija od 18 godina.)
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BAD_LINE_M:Only the 18 years old and older can register on the network.
BAD_LINE_M:Na mrežu se mogu registrovati lica starija od 18 godina.
BAD_LINE_E:Only the 18 years old and older can register on the network.
BAD_LINE_E:distribuciju oglasa za posao i dr. Na mrežu se mogu registrovati lica starija od 18 godina.
MATCH@M:(The registered users, business associates, graduate students and experts are allowed to maintain a list of contacts realized, to search for people and knowledge in order that they sould accomplish their professional goals, with the possibility of controlling their personal profile on the network.===>Registrovanim korisnicima, poslovnim saradnici-ma, diplomcima i stručnjacima, dozvoljeno je da održavaju listu detalja o ostvarenim kontaktima, da pronađu ljude i znanja, kako bi ostvarili svoje profesionalne ciljeve, uz mogućnost kontrolisanja ličnog profila na mreži.)
MATCH@E:(The registered users, business associates, graduate students and experts are allowed to maintain a list of contacts realized, to search for people and knowledge in order that they sould accomplish their professional goals, with the possibility of controlling their personal profile on the network.===>Registrovanim korisnicima, poslovnim saradnicima, diplomcima i stručnjacima, dozvoljeno je da održavaju listu detalja o ostvarenim kontaktima, da pronađu ljude i znanja, kako bi ostvarili svoje profesionalne ciljeve, uz mogućnost kontrolisanja ličnog profila na mreži.)
MATCH@M:(The professionals join the network and the experts of similar interests, affilations, experience and objectives.===>Profesionalaci se pridružuju mreži i stručnjacima sličnih interesa, pripadnosti, iskustva i ciljeva.)
MATCH@E:(The professionals join the network and the experts of similar interests, affilations, experience and objectives.===>Profesionalaci se pridružuju mreži i stručnjacima sličnih interesa, pripadnosti, iskustva i ciljeva.)
MATCH@M:(The network enables them to expand the list with persons not registered on it.===>Mreža, im omogućava proširivanje liste veza sa licima koja nisu na njoj registrovana.)
MATCH@E:(The network enables them to expand the list with persons not registered on it.===>Mreža, im omogućava proširivanje liste veza sa licima koja nisu na njoj registrovana.)
MATCH@M:(The advanced search allows for finding jobs according to a number of defined criteria, e-g., the number of jobs, starting from the last one, together with the list of employers.===>Naprednom pretragom omogućava se pronalaženje poslova po više određenih kriterijuma, i to po broju poslova, od posled-njeg, uz dobijanje spiska njihovih poslodavaca.)
MATCH@E:(The advanced search allows for finding jobs according to a number of defined criteria, e-g., the number of jobs, starting from the last one, together with the list of employers.===>Naprednom pretra gom omogućava se pronalaženje poslova po više određenih kriterijuma, i to po broju poslova, od poslednjeg, uz dobijanje spiska njihovih poslodavaca.)
MATCH@M:(The network enables the job seekers to create their profiles, or introduce themselves to the employers, through mutually shared networking websites.===>Licima koja traže posao mreža omogućava izradu profila, njihovo predstavljanje poslodavcima, kroz zajedničke mreže.)
MATCH@E:(The network enables the job seekers to create their profiles, or introduce themselves to the employers, through mutually shared networking websites.===>Licima koja traže posao mreža omogućava izradu profila, njihovo predstavljanje poslodavcima, kroz zajedničke mreže.)
MATCH@M:(The profile should be presented in such a way that it summarizes the previous professional and educational achievements of the network users.===>Profil treba da bude predstavljen tako da rezimira dosadašnja profesionalna i stručna dostignuća korisnika mreže.)
MATCH@E:(The profile should be presented in such a way that it summarizes the previous professional and educational achievements of the network users.===>Profil treba da bude predstavljen tako da rezimira dosadašnja profesionalna i stručna dostignuća korisnika mreže.)
MATCH@M:(The network also allows for the references obtained from the previous employers, clients, colleagues.===>Na mreži mogu predstaviti i preporuke prethodnih poslodavaca, klijenata, kolega.)
MATCH@E:(The network also allows for the references obtained from the previous employers, clients, colleagues.===>Na mreži mogu predstaviti i preporuke prethodnih poslodavaca, klijenata, kolega.)
MATCH@M:(These references may often help people get or perform jobs.===>Preporuke mogu uticati na dobijanje ili za obavljanje poslova.)
MATCH@E:(These references may often help people get or perform jobs.===>Preporuke mogu uticati na dobijanje ili za obavljanje poslova.)
MATCH@M:(The networking website makes it possible for the organizations to improve their brand and expand their influence.===>Mreža omogućava organizacijama da jačaju svoj brend i prošire svoje uticaje.)
MATCH@E:(The networking website makes it possible for the organizations to improve their brand and expand their influence.===>Mreža omogućava organizacijama da jačaju svoj brend i prošire svoje uticaje.)
MATCH@M:(Since December 2009, LinkedIn has obtained more than 55 million registered users worldwide, representing 170 “industries“ in more than 200 countries and territories.===>Od decembra 2009. godine LinkedIn širom sveta ima više od 55 miliona registrovanih korisnika, koji predstavljaju 170 „industrija“, u više od 200 zemalja, i teritorija.)
MATCH@E:(Since December 2009, LinkedIn has obtained more than 55 million registered users worldwide, representing 170 industries in more than 200 countries and territories. ~~~ 4.===>Od decembra 2009. godine LinkedIn širom sveta ima više od 55 miliona registrovanih korisnika, koji predstavljaju 170 industrija, u više od 200 zemalja, i teritorija. 4.)
MATCH@M:(An important precondition for the implementation of new technologies in management are the human resources and human resource management.===>Bitna pretpostavka primene novih tehnologija u me-nadžmentu su ljudski resursi i upravljanje njima.)
MATCH@E:(Implementation of the E-employment concept An important precondition for the implementation of new technologies in management are the human resources and human resource management.===>Primena koncepta e-zapošljavanja Bitna pretpostavka primene novih tehnologija u menadžmentu su ljudski resursi i upravljanje njima.)
MATCH@M:(The paper describes the proposed model of e-employment and the activities undertaken in the model.===>Predložen model e-zapošljavanja i sprovođenje aktivnosti iz modela opisani su u ovom radu.)
MATCH@E:(The paper describes the proposed model of e-employment and the activities undertaken in the model.===>Predložen model e-zapošljavanja i sprovođenje aktivnosti iz modela opisani su u ovom radu.)
MATCH@M:(The employment process is preceded by the estimation of the needs for the human resources in the organization or certain organizational units, for given periods of time.===>Procesu zapošljavanja prethodi procena potreba za ljudskim resursima u organizaciji u pojedinim organizacionim celinama, za određene periode.)
MATCH@E:(4.1 E-employment model activities The employment process is preceded by the estimation of the needs for the human resources in the organization or certain organizational units, for given periods of time.===>Aktivnosti modela E-zapošljavanja Procesu zapošljavanja prethodi procena potreba za ljudskim resursima u organizaciji u pojedinim organizacionim celinama, za određene periode.)
MATCH@M:(An individual can get employed when certain economic conditions and needs in an organization are identified.===>Zasnivanje radnog odnosa moguće je kada postoje ekonomski uslovi i potrebe u datoj organizaciji, odnosno kod poslodavca.)
MATCH@E:(An individual can get employed when certain economic conditions and needs in an organization are identified.===>Zasnivanje radnog odnosa moguće je kada postoje ekonomski uslovi i potrebe u datoj organizaciji, odnosno kod poslodavca.)
MATCH@M:(The conditions defined for a job are given objectively and are in accordance with the work process requirements in the organization.===>Uslovi koji se utvrđuju za obavljanje poslova objektivno su dati i odgovaraju zahte-vima procesa rada u organizaciji.)
MATCH@E:(The conditions defined for a job are given objectively and are in accordance with the work process requirements in the organization.===>Uslovi koji se utvrđuju za obavljanje poslova objektivno su dati i odgovaraju zahtevima procesa rada u organizaciji.)
MATCH@M:(Identifying the need for human resources may be preconditioned by: the change in the organizational activity, the implementation of new technology, the development of new products and services, the increase in the organizational competencies by a better positioning on the market, the employee leaving the organization of his own free will, the case of death of the em-ployye, or for other reasons.===>Utvrđivanje potreba za ljudskim resursima može biti uslo-vljeno: promenom delatnosti organizacije, uvođenjem nove tehnologije, razvojem novih proizvoda i usluga, povećanjem kompetentnosti organizacije boljim pozicionira-njem na tržištu, samovoljnim odlaskom zaposlenog iz organizacije, smrtnog slučaja i u drugim slučajevima.)
MATCH@E:(Identifying the need for human resources may be preconditioned by: the change in the organizational activity, the implementation of new technology, the development of new products and services, the increase in the organizational competencies by a better positioning on the market, the employee leaving the organization of his own free will, the case of death of the employye, or for other reasons.===>Utvrđivanje potreba za ljudskim resursima može biti uslovljeno: promenom delatnosti organizacije, uvođenjem nove tehnologije, razvojem novih proizvoda i usluga, povećanjem kompetentnosti organizacije boljim pozicioniranjem na tržištu, samovoljnim odlaskom zaposlenog iz organizacije, smrtnog slučaja i u drugim slučajevima. ~~~ Popuna slobodnog radnog mesta može biti stalna ili privremena, što zavisi od vrste i dužine trajanja poslova.)
MATCH@M:(The sources from which the human resources are recruited.===>Izvori pribavljanja ljudskih resursa.)
MATCH@E:(The sources from which the human resources are recruited.===>Izvori pribavljanja ljudskih resursa.)
MATCH@M:(The organization can recruit the human resources from the pool of unemployed people or the employed (within or outside the organization) who are in search for a better job.===>Organizacija potrebe za ljudskim potencijalima može obezbediti od nezaposlenih ili zaposlenih (unutar ih van organizacije) koji žele novi bolji posao.)
MATCH@E:(The organization can recruit the human resources from the pool of unemployed people or the employed (within or outside the organization) who are in search for a better job.===>Organizacija potrebe za ljudskim potencijalima može obezbediti od nezaposlenih ili zaposlenih (unutar ili van organizacije) koji žele novi bolji posao.)
MATCH@M:(The employer first tries to fill up the vacancy by analysing the competencies of the people already employed in the organization.===>Poslodavac najpre sagledava mogućnosti popune slobodnog radnog mesta analizom kompetencija zaposlenih u organizaciji.)
MATCH@E:(The employer first tries to fill up the vacancy by analysing the competencies of the people already employed in the organization.===>Poslodavac najpre sagledava mogućnosti popune slobodnog radnog mesta analizom kompetencija zaposlenih u organizaciji.)
MATCH@M:(He states whether there are any employees within the organization that are qualified and able to perform the given jobs, or whether there are any employees who can be motivated, guided or further developed and thus retained in the organization for a longer period of time.===>Konstatuje da li među zaposlenima ima onih koji svojim kvalifikacijama i sposobnostima ispunjavaju uslove za obavljanje slobodnih poslova ili zaposlenih, čije usmeravanje, motivaciju i razvoj treba podstaći, koji bi ostali duži period u organizaciji.)
MATCH@E:(He states whether there are any employees within the organization that are qualified and able to perform the given jobs, or whether there are any employees who can be motivated, guided or further developed and thus retained in the organization for a longer period of time.===>Konstatuje da li među zaposlenima ima onih koji svojim kvalifikacijama i sposobnostima ispunjavaju uslove za obavljanje slobodnih poslova ili zaposlenih, čije usmeravanje, motivaciju i razvoj treba podstaći, koji bi ostali duži period u organizaciji.)
MATCH@M:(The advantages of repositioning employees are the following: the employee’s satisfaction for being able to foster the development of his own career; the satisfaction of the employer that he managed to recruit a worker in a shorter time and at lower costs.===>Prednosti raspoređivanja zaposlenih: zadovoljstvo zaposlenog što je mogao uticati na razvoj sopstvene karijere; poslodavca što je u kraćem roku obezbe-dio zaposlenog za obavljanje poslova, uz smanjenje troškova.)
MATCH@E:(The advantages of repositioning employees are the following: the employees satisfaction for being able to foster the development of his own career; the satisfaction of the employer that he managed to recruit a worker in a shorter time and at lower costs.===>Prednosti raspoređivanja zaposlenih: zadovoljstvo zaposlenog što je mogao uticati na razvoj sopstvene karijere; poslodavca što je u kraćem roku obezbedio zaposlenog za obavljanje poslova, uz smanjenje troškova.)
MATCH@M:(When the employer, however, comes to a conclusion that he cannot find a competent employee in the organization, he decides to recruit candidates and selects an appropriate economical method of recruiting human resources from external sources.===>Međutim, kada poslodavac konstatuje da za obavljanje slobodnih poslova ne može naći kompetentnog zaposlenog iz organizacije, opredeljuje se za regrutova-nje kandidata i vrši izbor odgovarajuće ekonomične metode pribavljanja ljudskih resursa iz spoljnih (eksternih) izvora.)
MATCH@E:(When the employer, however, comes to a conclusion that he cannot find a competent employee in the organization, he decides to recruit candidates and selects an appropriate economical method of recruiting human resources from external sources.===>Međutim, kada poslodavac konstatuje da za obavljanje slobodnih poslova ne može naći kompetentnog zaposlenog iz organizacije, opredeljuje se za regrutovanje kandidata i vrši izbor odgovarajuće ekonomične metode pribavljanja ljudskih resursa iz spoljnih (eksternih) izvora.)
MATCH@M:(E-posting of vacancies is performed by the employer, on the National Employment Office Website.===>E-prijavljivanje slobodnog radnog mesta vrši poslodavac na Websajtu Nacionalne službe za zapošljavanje.)
MATCH@E:(E-posting of vacancies is performed by the employer, on the National Employment Office Website.===>E-prijavljivanje slobodnog radnog mesta vrši poslodavac na Websajtu Nacionalne službe za zapošljavanje.)
MATCH@M:(On the basis of e-post on the vacancy, the data on the work-post are identified as well as the required qualifications and abilities, and other conditions of the work-post, and entered into the vacant workpost records.===>Na osnovu e-Prijave o slobodnom radnom mestu treba da se identifikuju podaci o radnom mestu i potrebnim znanjima i sposobnostima, kao i drugim uslovima za izvršavanje poslova radnog mesta, koji se unose i u evidenciju o slobodnim radnim mestima.)
MATCH@E:(On the basis of e-post on the vacancy, the data on the workpost are identified as well as the required qualifications and abilities, and other conditions of the workpost, and entered into the vacant workpost records.===>Na osnovu e-Prijave o slobodnom radnom mestu treba da se identifikuju podaci o radnom mestu i potrebnim znanjima i sposobnostima, kao i drugim uslovima za izvršavanje poslova radnog mesta, koji se unose i u evidenciju o slobodnim radnim mestima.)
MATCH@M:(E-announcement of a vacancy is provided by the National Employment Office or the employment agency.===>E-oglasavanje slobodnog radnog mesta, vrši Nacionalna služba za zapošljavanje ili agencije za zapošljavanje.)
MATCH@E:(E-announcement of a vacancy is provided by the National Employment Office or the employment agency.===>E-oglašavanje slobodnog radnog mesta, vrši Nacionalna služba za zapošljavanje ili agencije za zapošljavanje.)
MATCH@M:(The employer may also announce the vacancy on his own website, on the specialized employment websites, on on-line social networks, etc.===>Poslodavac potrebe za novim zaposlenim može oglasiti i na svom Websajtu, specijalizovanim sajtovi-ma za zapošljavanje, online društvenim mrežama i dr.)
MATCH@E:(The employer may also announce the vacancy on his own website, on the specialized employment websites, on on-line social networks, etc.===>Poslodavac potrebe za novim zaposlenim može oglasiti i na svom Websajtu, specijalizovanim sajtovima za zapošljavanje, online društvenim mrežama i dr. E-oglašavanjem, o ponudama poslova, obaveštava se širi auditorijum, brže i jeftinije.)
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BAD_LINE_M:The employer may also announce the vacancy on his own website, on the specialized employment websites, on on-line social networks, etc.
BAD_LINE_M:Poslodavac potrebe za novim zaposlenim može oglasiti i na svom Websajtu, specijalizovanim sajtovi-ma za zapošljavanje, online društvenim mrežama i dr.
BAD_LINE_E:The employer may also announce the vacancy on his own website, on the specialized employment websites, on on-line social networks, etc.
BAD_LINE_E:Poslodavac potrebe za novim zaposlenim može oglasiti i na svom Websajtu, specijalizovanim sajtovima za zapošljavanje, online društvenim mrežama i dr. E-oglašavanjem, o ponudama poslova, obaveštava se širi auditorijum, brže i jeftinije.
MATCH@M:(The purpose of e-announcement of job offers is to inform a wider audience in a faster and less expensive way.===>E-oglašavanjem, o ponudama poslova, obaveštava se širi auditorijum, brže i jeftinije.)
MATCH@E:(The purpose of e-announcement of job offers is to inform a wider audience in a faster and less expensive way.===>Da bi privukli što veći broj onih koji aktivno traže posao ili razmišljaju o tome, modelari u izgradnji oglasa često koriste model AIDA (akronim od engleskih reči:)
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BAD_LINE_M:The purpose of e-announcement of job offers is to inform a wider audience in a faster and less expensive way.
BAD_LINE_M:E-oglašavanjem, o ponudama poslova, obaveštava se širi auditorijum, brže i jeftinije.
BAD_LINE_E:The purpose of e-announcement of job offers is to inform a wider audience in a faster and less expensive way.
BAD_LINE_E:Da bi privukli što veći broj onih koji aktivno traže posao ili razmišljaju o tome, modelari u izgradnji oglasa često koriste model AIDA (akronim od engleskih reči:
MATCH@M:(In order to attract as many job seekers as possible, the announcement designers generally use the AIDA model (acronyme from the English words: Attention, Interest, Desire, Action).===>Da bi privukli što veći broj onih koji aktivno traže posao ili razmišljaju o tome, modelari u izgradnji oglasa često koriste model AIDA (akronim od engleskih reči: Attention, Interest, Desire, Action - Pažnja, Interes, Zelja Akcija).)
MATCH@E:(In order to attract as many job seekers as possible, the announcement designers generally use the AIDA model (acronyme from the English words: Attention, Interest, Desire, Action).===>Attention, Interest, Desire, Action - Pažnja, Interes, @elja, Akcija).)
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BAD_LINE_M:In order to attract as many job seekers as possible, the announcement designers generally use the AIDA model (acronyme from the English words: Attention, Interest, Desire, Action).
BAD_LINE_M:Da bi privukli što veći broj onih koji aktivno traže posao ili razmišljaju o tome, modelari u izgradnji oglasa često koriste model AIDA (akronim od engleskih reči: Attention, Interest, Desire, Action - Pažnja, Interes, Zelja Akcija).
BAD_LINE_E:In order to attract as many job seekers as possible, the announcement designers generally use the AIDA model (acronyme from the English words: Attention, Interest, Desire, Action).
BAD_LINE_E:Attention, Interest, Desire, Action - Pažnja, Interes, @elja, Akcija).
MATCH@M:(The potential candidates apply for the vacancy if they find the job offered and the conditions of work satisfactory, or if they need a job urgently.===>Na slobodna radna mesta apliciraju kandidati kojima odgovaraju ponuđeni poslovi i uslovi rada ili lica kojima je neophodno zaposlenje.)
MATCH@E:(The potential candidates apply for the vacancy if they find the job offered and the conditions of work satisfactory, or if they need a job urgently.===>Na slobodna radna mesta apliciraju kandidati kojima odgovaraju ponuđeni poslovi i uslovi rada ili lica kojima je neophodno zaposlenje.)
MATCH@M:(To gather the data on the job seekers, a Questionnaire on the candidate is created in the form of e-application for the job - an electronic professional biography, the computer program for the potential job candidates online application.===>Za dobijanje podataka o licima koja traže zaposlenje struktuisan je Upitnik o kandidatu, u formi e-Prijave za posao - elektronske poslovne biografije, računarskog programa za online prijavljivanje potencijalnih kandidata za posao.)
MATCH@E:(To gather the data on the job seekers, a Questionnaire on the candidate is created in the form of e-application for the job an electronic professional biography, the computer program for the potential job candidates online application.===>Za dobijanje podataka o licima koja traže zaposlenje struktuisan je Upitnik o kandidatu, u formi e-Prijave za posao - elektronske poslovne biografije, računarskog programa za online prijavljivanje potencijalnih kandidata za posao.)
MATCH@M:(The e-form can be filled by the potential candidates who answer the announcement, but also those interested in working in that organization.===>Popunjavaju je potencijalni kandidati pri učešću na oglas, ali je mogu popuniti i lica koja su zainteresovana za rad u organizaciji.)
MATCH@E:(The e-form can be filled by the potential candidates who answer the announcement, but also those interested in working in that organization.===>Popunjavaju je potencijalni kandidati pri ućešću na oglas, ali je mogu popuniti i lica koja su zainteresovana za rad u organizaciji.)
MATCH@M:(The human resource managers use the on-line social networks and professional-social websites to access databases on the job seekers.===>Menadžeri za ljudske resurse proaktivno na online društvenim mrežama i profesionalno-socijalnim sajtovima pristupaju bazama podataka o licima koja traže zaposlenje.)
MATCH@E:(The human resource managers use the on-line social networks and professional-social websites to access databases on the job seekers.===>Menadžeri za ljudske resurse proaktivno na online društvenim mrežama i profesionalno-socijalnim sajtovima pristupaju bazama podataka o licima koja traže zaposlenje.)
MATCH@M:(On finding the appropriate candidate, they introduce them to the jobs offered and the conditions required for the job.===>Nakon pronalaženja odgovarajućeg kandidata, upoznaju ih sa ponuđenim poslovima i uslovima za njihovo obavljanje.)
MATCH@E:(On finding the appropriate candidate, they introduce them to the jobs offered and the conditions required for the job.===>Nakon pronalaženja odgovarajućeg kandidata, upoznaju ih sa ponuđenim poslovima i uslovima za njihovo obavljanje.)
MATCH@M:(The candidates interested enough to apply are given instructions how to fill in the e-application for the job.===>Kandidati koji su izrazili želju za aplicira-njem, dobijaju instrukcije za popunu e-Prijave za posao.)
MATCH@E:(The candidates interested enough to apply are given instructions how to fill in the e-application for the job.===>Kandidati koji su izrazili želju za apliciranjem, dobijaju instrukcije za popunu e-Prijave za posao.)
MATCH@M:(The E-application for the job gives an opportunity to every citizen to present their competencies in a systematic, chronological and flexible manner.===>E-Prijava za posao svakom građaninu pruža mogućnost za sistematično, hronološki i fleksibilno predstavljanje svojih kompetencija.)
MATCH@E:(The E-application for the job gives an opportunity to every citizen to present their competencies in a systematic, chronological and flexible manner.===>E-Prijava za posao svakom građaninu pruža mogućnost za sistematično, hronološki i fleksibilno predstavljanje svojih kompetencija.)
MATCH@M:(In comparison to the CV or resumes submission, sending in individual applications and biographies, the advantage of the e-application is that it allows for an easier, faster gathering, sorting out and processing of data, avoiding dealings with the unnecessary information, a more efficient selection of potential candidates, flexibility, the possibility that new data can be added or additional attachments sent in electronic form (personal documents, references, certificates, and the like).===>U odnosu na podnošenje CV-ja, Rezimea ili individualnih prijava i biografija e-Prijava za posao ima prednosti zbog lakšeg, bržeg dobijanja, sortiranja i obrade podataka, izbegavanja dobijanja nepotrebnih podataka, efikasnije selekcije potencijalnih kandidata, fleksibilnosti, uz mogućnost dopune sa novim podacima i prilozima u elektronskom obliku (lična dokumenata, preporuke, sertifikati i dr.).)
MATCH@E:(On-line job application website In accordance with the business ethics code, the information on the candidates may be used solely for the purpose of their employment.7 In comparison to the CV or resumes submission, sending in individual applications and biographies, the advantage of the e-application is that it allows for an easier, faster gathering, sorting out and processing of data, avoiding dealings with the unnecessary information, a more efficient selection of potential candidates, flexibility, the possibility that new data can be added or additional attachments sent in electronic form (personal documents, references, certificates, and the like).===>Obrazovanja i usavršavanja: period obrazovanjausavršavanja, naziv obrazovne institucije, smer, zanimanje, naziv zvanja, prosečna ocena, stručni ispit i dr. Slika br. 3 Web strana e-Prijave za posao U skladu sa Kodeksom poslovne etike podaci o kandidatima mogu biti korišćeni samo u svrhu zapošljavanja.7 U odnosu na podnošenje CV-ja, Rezimea ili individualnih prijava i biografija e-Prijava za posao ima prednosti zbog lakšeg, bržeg dobijanja, sortiranja i obrade podataka, izbegavanja dobijanja nepotrebnih podataka, efikasnije selekcije potencijalnih kandidata, fleksibilnosti, uz mogućnost dopune sa novim podacima i prilozima u elektronskom obliku (lična dokumenata, preporuke, sertifikati i dr.).)
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BAD_LINE_M:In comparison to the CV or resumes submission, sending in individual applications and biographies, the advantage of the e-application is that it allows for an easier, faster gathering, sorting out and processing of data, avoiding dealings with the unnecessary information, a more efficient selection of potential candidates, flexibility, the possibility that new data can be added or additional attachments sent in electronic form (personal documents, references, certificates, and the like).
BAD_LINE_M:U odnosu na podnošenje CV-ja, Rezimea ili individualnih prijava i biografija e-Prijava za posao ima prednosti zbog lakšeg, bržeg dobijanja, sortiranja i obrade podataka, izbegavanja dobijanja nepotrebnih podataka, efikasnije selekcije potencijalnih kandidata, fleksibilnosti, uz mogućnost dopune sa novim podacima i prilozima u elektronskom obliku (lična dokumenata, preporuke, sertifikati i dr.).
BAD_LINE_E:On-line job application website In accordance with the business ethics code, the information on the candidates may be used solely for the purpose of their employment.7 In comparison to the CV or resumes submission, sending in individual applications and biographies, the advantage of the e-application is that it allows for an easier, faster gathering, sorting out and processing of data, avoiding dealings with the unnecessary information, a more efficient selection of potential candidates, flexibility, the possibility that new data can be added or additional attachments sent in electronic form (personal documents, references, certificates, and the like).
BAD_LINE_E:Obrazovanja i usavršavanja: period obrazovanjausavršavanja, naziv obrazovne institucije, smer, zanimanje, naziv zvanja, prosečna ocena, stručni ispit i dr. Slika br. 3 Web strana e-Prijave za posao U skladu sa Kodeksom poslovne etike podaci o kandidatima mogu biti korišćeni samo u svrhu zapošljavanja.7 U odnosu na podnošenje CV-ja, Rezimea ili individualnih prijava i biografija e-Prijava za posao ima prednosti zbog lakšeg, bržeg dobijanja, sortiranja i obrade podataka, izbegavanja dobijanja nepotrebnih podataka, efikasnije selekcije potencijalnih kandidata, fleksibilnosti, uz mogućnost dopune sa novim podacima i prilozima u elektronskom obliku (lična dokumenata, preporuke, sertifikati i dr.).
MATCH@M:(The online communication with the applicants is conducted by e-mail, VoIP, Skype program or cell-phone.===>Online komunikacija sa učesnicima oglasa ostvaruje se putem e-maila, VolP-a, Skype-programa i mobilnog telefona.)
MATCH@E:(The online communication with the applicants is conducted by e-mail, VoIP, Skype program or cell-phone.===>Online komunikacija sa učesnicima oglasa ostvaruje se putem e-maila, VoIP-a, Skype-programa i mobilnog telefona.)
MATCH@M:(All the applicants are informed on the positions of their applications in each of the e-employment phases.===>Svi učesnici oglasa obaveštavaju se o ishodu njihovih prijava u svim fazama e-zapošljavanja.)
MATCH@E:(All the applicants are informed on the positions of their applications in each of the e-employment phases.===>Svi učesnici oglasa obaveštavaju se o ishodu njihovih prijava u svim fazama e-zapošljavanja.)
MATCH@M:(The online selection of candidates.===>Online selekcija potencijalnih kandidata.)
MATCH@E:(The online selection of candidates.===>Online selekcija potencijalnih kandidata.)
MATCH@M:(The selection becomes ever more important, due to the increased offer, the competent candidates on the labour market and the costs of the selection methods.===>Selekcija postaje važnija, zbog veće ponude, kompetentnih kandidata na tržištu rada i troškova metoda selekcije.)
MATCH@E:(The selection becomes ever more important, due to the increased offer, the competent candidates on the labour market and the costs of the selection methods.===>Selekcija postaje važnija, zbog veće ponude, kompetentnih kandidata na tržištu rada i troškova metoda selekcije.)
MATCH@M:(The employer undertakes the selection among the candidates in order that he should make the objective choice among the candidates in the conditions of promoting equal opportunities.===>Poslodavac pristupa selekciji potencijalnih kandidata zbog nastojanja da u uslovima promovisanja jednakih mogućnosti, pravedno, izvrši izbor između kompetentnih kandidata.)
MATCH@E:(The employer undertakes the selection among the candidates in order that he should make the objective choice among the candidates in the conditions of promoting equal opportunities.===>Poslodavac pristupa selekciji potencijalnih kandidata zbog nastojanja da u uslovima promovisanja jednakih mogućnosti, pravedno, izvrši izbor između kompetentnih kandidata.)
MATCH@M:(The human resource managers still hold a key role in the selection process.===>Menadžeri za ljudske resurse imaju još uvek ključnu ulogu u procesu selekcije.)
MATCH@E:(The human resource managers still hold a key role in the selection process.===>Menadžeri za ljudske resurse imaju još uvek ključnu ulogu u procesu selekcije.)
MATCH@M:(Their role may be either direct or indirect.===>Njihova uloga može biti posredna i neposredna.)
MATCH@E:(Their role may be either direct or indirect.===>Njihova uloga može biti po sredna i neposredna.)
MATCH@M:(They may advise the line managers in that they suggest the most efficient selection methods, train the line managers in selecting, most often in conducting interviews.===>Mogu biti savetodavci linijskim rukovodiocima u predlaganju najefikasnijih metoda selekcije, obučavanja za selekciju, najčešće za vođenje intervjua.)
MATCH@E:(They may advise the line managers in that they suggest the most efficient selection methods, train the line managers in selecting, most often in conducting interviews.===>Mogu biti savetodavci linijskim rukovodiocima u predlaganju najefikasnijih metoda selekcije, obučavanja za selekciju, najčešće za vođenje intervjua.)
MATCH@M:(The consultants and specialists may also be engaged in the selection process.===>Za sprovođenje selekcije angažuju za i kon-sultanti, specijalisti.)
MATCH@E:(The consultants and specialists may also be engaged in the selection process.===>Za sprovođenje selekcije angažuju za i konsultanti, specijalisti.)
MATCH@M:(The criteria according to which the candidates are shortlisted must be clearly stated, in order that credible decisions in the selection process should be made.===>Kriterijumi po kojima se kandidati rangiraju moraju biti jasni, zbog donošenja kredibilnih odluka u procesu selekcije.)
MATCH@E:(The criteria according to which the candidates are shortlisted must be clearly stated, in order that credible decisions in the selection process should be made.===>kriterijumi individualnog radnog mesta.8 Kriterijumi po kojima se kandidati rangiraju moraju biti jasni, zbog donošenja kredibilnih odluka u procesu selekcije.)
MATCH@M:(The selection criteria are generally presented in the form of specification, i.e., the description of the individual that is an ideal candidate.===>Kriterijumi selekcije obično se prikazuju u vidu specifikacije, tj. opisa osobe koja predstavlja idealnog kandidata.)
MATCH@E:(The selection criteria are generally presented in the form of specification, i.e., the description of the individual that is an ideal candidate.===>Kriterijumi selekcije obično se prikazuju u vidu specifikacije, tj. opisa osobe koja predstavlja idealnog kandidata.)
MATCH@M:(On the basis of the data in the online job application provided by the candidates and the set criteria, an e-list of potential candidates is generated.===>Na osnovu podataka iz E-Prijave za posao, koje su o sebi dali potencijalni kandidati i zadatih kriterijuma formira se e-Listapotencijalnih kandidata.)
MATCH@E:(On the basis of the data in the online job application provided by the candidates and the set criteria, an e-list of potential candidates is generated.===>Na osnovu podataka iz E-Prijave za posao, koje su o sebi dali potencijalni kandidati i zadatih kriterijuma formira se e-Lista potencijalnih kandidata.)
MATCH@M:(In order that the online selection of potential candidates be performed correctly, it is important that both the employer and the potential candidates have appropriate modern communication devices.===>Za sprovođenje online selekcije potencijalnih kandidata potrebno je da poslodavac i potencijalni kandidati poseduju odgovarajuće savremene komunikatore.)
MATCH@E:(In order that the online selection of potential candidates be performed correctly, it is important that both the employer and the potential candidates have appropriate modern communication devices.===>Za sprovođenje online selekcije potencijalnih kandidata potrebno je da poslodavac i potencijalni kandidati poseduju odgovarajuće savremene komunikatore.)
MATCH@M:(In case the employer has no possibility to conduct the online selection process, he can order this activity, as a service, to be conducted by the employment offices or by organizations specialized in the professional selection of candidates at the request of the employer.===>Ukoliko poslodavac nema mogućnosti za sprovođenje online selekcije, ovu aktivnost, kao uslugu, može pove-riti nosiocima zapošljavanja ili specijalizovanim organizacijama koje sprovode profesionalnu selekciju kandidata po zahtevu poslodavca.)
MATCH@E:(In case the employer has no possibility to conduct the online selection process, he can order this activity, as a service, to be conducted by the employment offices or by organizations specialized in the professional selection of candidates at the request of the employer.===>Ukoliko poslodavac nema mogućnosti za sprovođenje online selekcije, ovu aktivnost, kao uslugu, može poveriti nosiocima zapošljavanja ili specijalizovanim organizacijama koje sprovode profesionalnu selekciju kandidata po zahtevu poslodavca.)
MATCH@M:(Most frequently, the employers use tests to determine whether the candidate meets the requirements stated in the announcement.===>Za utvrđivanje podobnosti i sposobnosti kandidata za obavljanje određenih poslova poslodavci najčešće koriste testove.)
MATCH@E:(Most frequently, the employers use tests to determine whether the candidate meets the requirements stated in the announcement.===>Za utvrđivanje podobnosti i sposobnosti kandidata za obavljanje određenih poslova poslodavci najčešće koriste testove.)
MATCH@M:(It is important that the tests be conducted and interpreted by competent experts.===>Važno je da testove sprovode i interpretiraju kompetentni stručnjici.)
MATCH@E:(It is important that the tests be conducted and interpreted by competent experts.===>Važno je da testove sprovode i interpretiraju kompetentni stručnjici.)
MATCH@M:(The selection process may be facilitated and made faster if the candidates have certificates on the proficiency tests, such as the ECDL (European Computer Driving Licence) - an international certificate of the knowledge of computer programs, the EBCL (European Business Competence Licence) - an internationally recognized certificate in the area of business skills and management and the TOEIC® - the Test of English for International Communication - the knowledge of English for the business purposes, for those whose mother tongue is not English.===>Proces selekcije može biti olakšan i ubrzan ukoliko kandidati poseduju sertifikate o proveri znanja, kao što su ECDL (European Computer Driving Licence) - međunarodni sertifikat o poznavanju računarskih programa, EBCL (European Business Competence Licence) -internacionalno priznat sertifikat u oblasti poslovnih veština i menadžmenta i TOEIC®-The Test of English for International Communication - za potrebe poslovnog sveta test znanja iz engleskog jezika namenjen onima kojima engleski nije maternji jezik.)
MATCH@E:(The selection process may be facilitated and made faster if the candidates have certificates on the proficiency tests, such as the ECDL (European Computer Driving Licence) an international certificate of the knowledge of computer programs, the EBCL (European Business Competence Licence) an internationally recognized certificate in the area of business skills and management and the TOEIC® - the Test of English for International Communication the knowledge of English for the business purposes, for those whose mother tongue is not English.===>Proces selekcije može biti olakšan i ubrzan ukoliko kandidati poseduju sertifikate o proveri znanja, kao što su ECDL (European Computer Driving Licence) - međunarodni sertifikat o poznavanju računarskih programa, EBCL (European Business Competence Licence) internacionalno priznat sertifikat u oblasti poslovnih veština i menadžmenta i TOEIC®- The Test of English for International Communication - za potrebe poslovnog sveta test znanja iz engleskog jezika namenjen onima kojima engleski nije maternji jezik.)
MATCH@M:(The online aptitude tests measure the individual’s potential for development in both a general and specific senses.===>Online testovi sposobnosti mere potencijal pojedinca za njegov razvoj u opštem i posebnom smislu.)
MATCH@E:(The online aptitude tests measure the individuals potential for development in both a general and specific senses.===>Online testovi sposobnosti mere potencijal pojedinca za njegov razvoj u opštem i posebnom smislu.)
MATCH@M:(The online personality tests - the application of personality tests in the selection of candidates triggered a dispute on how important the personality itself is for the success in a job or organization and the resistance to someone’s personality being measured at all.===>Online testovi ličnosti - Primena testova ličnosti u selekciji kandidata otvorila je raspravu koliko je sama ličnost važna za uspeh u nekom poslu ili organizaciji i otpora da se nečija ličnost može izmeriti.)
MATCH@E:(The online personality tests the application of personality tests in the selection of candidates triggered a dispute on how important the personality itself is for the The candidate selection statement.===>Prednosti primene modela E-zapošljavanja u menadžmentu ljudskih resursa Akt o izboru kandidata.)
BAD_LINE_=============================================================
BAD_LINE_M:The online personality tests - the application of personality tests in the selection of candidates triggered a dispute on how important the personality itself is for the success in a job or organization and the resistance to someone’s personality being measured at all.
BAD_LINE_M:Online testovi ličnosti - Primena testova ličnosti u selekciji kandidata otvorila je raspravu koliko je sama ličnost važna za uspeh u nekom poslu ili organizaciji i otpora da se nečija ličnost može izmeriti.
BAD_LINE_E:The online personality tests the application of personality tests in the selection of candidates triggered a dispute on how important the personality itself is for the The candidate selection statement.
BAD_LINE_E:Prednosti primene modela E-zapošljavanja u menadžmentu ljudskih resursa Akt o izboru kandidata.
MATCH@M:(The personality tests are most often used for managerial, professional jobs and jobs that require university education.===>Testovi ličnosti najčešće se koriste za menadžerske, profesionalne poslove i poslove sa visokom spremom.)
MATCH@E:(The personality tests are most often used for managerial, professional jobs and jobs that require university education.===>Testovi ličnosti najčešće se koriste za menadžerske, profesionalne poslove i poslove sa visokom spremom.)
MATCH@M:(In 2001, the APA’s Board of Scientific Affairs and the Board of Professional Affirs established a measurement unit to inform psychologists on the situation in the Internet testing.===>APA’s Board of Scientific Affairs and Board of Prof-fessional Affairs 2001. godine uspostavio je jedinicu kojom se izveštavaju psiholozi o stanju u Internet-skom testiranju.)
MATCH@E:(In 2001, the APAs Board of Scientific Affairs and the Board of Professional Affirs established a measurement unit to inform psychologists on the situation in the Internet testing.===>APAs Board of Scientific Affairs and Board of Proffessional Affairs 2001. godine uspostavio je jedinicu kojom se izveštavaju psiholozi o stanju u Internetskom testiranju.)
MATCH@M:(The advantages of the Internet implementation in testing are the following: it is less expensive and more economical, there is no need for printing or duplicating materials, questions can be easily changed, results are obtained faster and a much easier way.===>Prednosti, kojima doprinosi pimena Interneta u testiranju: jeftinije je i ekonomičnije, nema potrebe štampanja i umnožavanja materijala, jednostavnosti izmene pitanja, brže i lakše dobijanje rezultata.)
MATCH@E:(The advantages of the Internet implementation in testing are the following: it is less expensive and more economical, there is no need for printing or duplicating materials, questions can be easily changed, results are obtained faster and a much easier way.===>Prednosti, kojima doprinosi pimena Interneta u testiranju: jeftinije je i ekonomičnije, nema potrebe štampanja i umnožavanja materijala, jednostavnosti izmene pitanja, brže i lakše dobijanje rezultata.)
MATCH@M:(There are, however, certain problems concerning the Internet-conducted testing, such as ensuring the safety and professional interpretation of results, the prevention of copyright abuse, copyright retention.10===>Međutim, postoje i neki problemi vezani uz Internet-sko testiranje kao što su obezbeđenje sigurnosti i osiguranja stručnog objašnjenja rezultata, prevencija ne-autorskog koriščenja materijala, zadržavanje autorskih prava.10)
MATCH@E:(There are, however, certain problems concerning the Internet-conducted testing, such as ensuring the safety and professional interpretation of results, the prevention of copyright abuse, copyright retention.10 The online interview.===>Međutim, postoje i neki problemi vezani uz Internetsko testiranje kao što su obezbeđenje sigurnosti i osiguranja stručnog objašnjenja rezultata, prevencija neautorskog koriščenja materijala, zadržavanje autorskih prava.10 Online Intervju.)
MATCH@M:(On the completion of testing, the on-line interview is conducted.===>Nakon obavljenog testiranja sprovodi se on-line intervju.)
MATCH@E:(On the completion of testing, the on-line interview is conducted.===>Nakon obavljenog testiranja sprovodi se on-line intervju.)
MATCH@M:(It is used in order that the potential candidates should obtain more comprehensive information on available jobs and the conditions for getting these jobs, while the employers can get the information that may be useful in deciding on the candidate selection.===>Primenjuje se kako bi potencijalni kandidati dobili potpunije informacije o slobodnim poslovima i uslovima za njihovo obavljanje a poslodavci informacije koje mogu uticati na donošenje odluke o izboru kandidata.)
MATCH@E:(It is used in order that the potential candidates should obtain more comprehensive information on available jobs and the conditions for getting these jobs, while the employers can get the information that may be useful in deciding on the candidate selection.===>Primenjuje se kako bi potencijalni kandidati dobili potpunije informacije o slobodnim poslovima i uslovima za njihovo obavljanje a poslodavci informacije koje mogu uticati na donošenje odluke o izboru kandidata.)
MATCH@M:(In addition to voice and live image, the employer and the job seekers can communicate via the web camera, video-conference or Skype-program.===>Poslodavacu i licima koja traže zaposlenje web kamerom, Videokonferencijom ili Skype programom omogućava se komunikacija osim glasom i živom slikom.)
MATCH@E:(In addition to voice and live image, the employer and the job seekers can communicate via the web camera, video-conference or Skype-program.===>Poslodavacu i licima koja traže zaposlenje web kamerom, Videokonferencijom ili Skype programom omogućava se komunikacija osim glasom i živom slikom.)
MATCH@M:(The employer creates and sends the candidates a DVD-video with instructions as to how to conduct the interview, stating the terms (day and time) the interview is due.===>Potencijalnim kandidatima poslodavac priprema i prosleđuje DVD-Video sa uputstvima za vođenje intervjua, uz određivanje termina (dan i vreme) za njegovo obavljanje.)
MATCH@E:(The employer creates and sends the candidates a DVD-video with instructions as to how to conduct the interview, stating the terms (day and time) the interview is due.===>Potencijalnim kandidatima poslodavac priprema i prosleđuje DVD-Video sa uputstvima za vođenje intervjua, uz određivanje termina (dan i vreme) za njegovo obavljanje.)
MATCH@M:(The online interview can be conducted at several levels.===>Online intervju može se sprovoditi u više nivoa.)
MATCH@E:(The online interview can be conducted at several levels.===>Online intervju može se sprovoditi u više nivoa.)
MATCH@M:(The first interview is usually conducted by the human resource manager, the second is carried out by the selection committee, if established, and the last is conducted by the employer himself.===>Prvi intervju, najčešće vodi menadžer za ljudske resurse, drugi Konkursna komisija, ukoliko je formirana, i po-slednji koji vodi poslodavac.)
MATCH@E:(The first interview is usually conducted by the human resource manager, the second is carried out by the selection committee, if established, and the last is conducted by the employer himself.===>Prvi intervju, najčešće vodi menadžer za ljudske resurse, drugi Konkursna komisija, ukoliko je formirana, i poslednji koji vodi poslodavac.)
MATCH@M:(The questions depend on the level of the interviews as well as on the type of job.===>Specifičnost pitanja zavisi od nivoa intervjua i vrste posla.)
MATCH@E:(The questions depend on the level of the interviews as well as on the type of job.===>Specifičnost pitanja zavisi od nivoa intervjua i vrste posla.)
MATCH@M:(Certain websites bring suggestions for interview conducting.===>Na nekim sajtovima daju se sugestije za vođenje intervjua.)
MATCH@E:(Certain websites bring suggestions for interview conducting.===>Na nekim sajtovima daju se sugestije za vođenje intervjua.)
MATCH@M:(Some websites, such as LinkedIn, bring videointerview simulations.===>Na pojedinim sajtovima, sajtu LinkedIn prikazane su simulacije video intervjua.)
MATCH@E:(Some websites, such as LinkedIn, bring videointerview simulations.===>Na pojedinim sajtovima, sajtu LinkedIn prikazane su simulacije video intervjua.)
MATCH@M:(The candidate for the job is proposed upon the completion of the on-line selection among the potential job candidates.===>Predlaganje kandidata za zasnivanje radnog odnosa vrši se nakon obavljene on-line selekcije potencijalnih kandidata za zasnivanje radnog odnosa.)
MATCH@E:(The candidate for the job is proposed upon the completion of the on-line selection among the potential job candidates.===>Predlaganje kandidata za zasnivanje radnog odnosa vrši se nakon obavljene on-line selekcije potencijalnih kandidata za zasnivanje radnog odnosa.)
MATCH@M:(The team that conducted the selection process submits the list of shortlisted candidates with explanations, in an electronic form.===>Tim koji je obavljao selekciju poslodavcu u elektronskoj formi predlaže Listu kandidata za izbor, sa obrazloženjem.)
MATCH@E:(The team that conducted the selection process submits the list of shortlisted candidates with explanations, in an electronic form.===>Tim koji je obavljao selekciju poslodavcu u elektronskoj formi predlaže Listu kandidata za izbor, sa obrazloženjem. 4.)
MATCH@M:(Prior to issuing the statement on the selection of the candidate, the employer may decide to conduct an interview, which is very important having in mind his responsibility in the selection of candidates.===>Poslodavac pre donošenja akta o izboru kandidata, može obaviti razgovor, što je veoma važno sa aspekta njegove odgovornosti pri izboru kandidata.)
MATCH@E:(Prior to issuind the statement on the selection of the candidate, the employer may decide to conduct an interview, which is very im portant having in mind his responsibility in the selection of candidates. ic way.===>Poslodavac pre donošenja akta o izboru kandidata, može obaviti razgovor, što je veoma važno sa aspekta njegove odgovornosti pri izboru kandidata.)
MATCH@M:(In selecting the candidate, the candidate’s interest in doing certain jobs as well as the interests of the organization should be taken into consideration.===>Prilikom izbora kandidata treba uzeti u obzir intereso-vanje kandidata za obavljanje određenih poslova i interes organizacije.)
MATCH@E:(The advantages of the e-employment model are numerous: In selecting the candidate, the candidates interest in doing certain jobs as well as the interests of the organization should be taken into consideration.===>Prilikom izbora kandidata treba uzeti u obzir interesovanje kandidata za obavljanje određenih poslova i interes organizacije.)
MATCH@M:(E-notification on the candidate selection.===>E-obaveštavanje o izboru kandidata.)
MATCH@E:(E-notification on the candidate selection.===>E-obaveštavanje o izboru kandidata.)
MATCH@M:(It is important that all the applicants be sent a feedback information on the results of the competition.===>Važno je svim učesnicima oglasa dati povratnu informaciju o ishodu njihovih prijava.)
MATCH@E:(It is important that all the applicants be sent a feedback information on the results of the competition.===>Važno je svim učesnicima oglasa dati povratnu informaciju o ishodu njihovih prijava.)
MATCH@M:(The data on the potential candidates that are not accepted, but have shown good results in the selection process, as well as on those that are not short-listed, may remain stored in the database of job seekers, to be contacted later if need be, and on condition they agreed to that.===>Podaci o potencijalnim kandidatima koji nisu izabrani, ali su u toku selekcije pokazali dobre rezultate, kao i onih koji nisu ušli u uži izbor, mogu da ostanu i dalje u bazi podataka o licima koja traže zaposlenje, zbog eventualnog naknadnog kontaktiranja, pod uslovom da su za to dali saglasnost.)
MATCH@E:(The data on the potential candidates that are not accepted, but have shown good results in the selection process, as well as on those that are not short-listed, may remain stored in the database of job seekers, to be contacted later if need be, and on condition they agreed to that.===>Podaci o potencijalnim kandidatima koji nisu izabrani, ali su u toku selekcije pokazali dobre rezultate, kao i onih koji nisu ušli u uži izbor, mogu da ostanu i dalje u bazi podataka o licima koja traže zaposlenje, zbog eventualnog naknadnog kontaktiranja, pod uslovom da su za to dali saglasnost.)
MATCH@M:(The candidate is admitted to employment.===>Zasnivanje radnog odnosa kandidata.)
MATCH@E:(The candidate is admitted to employment.===>Zasnivanje radnog odnosa kandidata.)
MATCH@M:(On reciving the candidate selection statement, the e-Work contract draft is prepared.===>Po prijemu akta o izboru kandidata, priprema se predlog e-Ugovora o radu.)
MATCH@E:(On reciving the candidate selection statement, the e-Work contract draft is prepared.===>Po prijemu akta o izboru kandidata, priprema se predlog e-Ugovora o radu.)
MATCH@M:(The e-Work contract is e-mailed to the candidate.===>E-Ugovor o radu prosleđuje se e-poštom kandidatu.)
MATCH@E:(The e-Work contract is e-mailed to the candidate.===>E-Ugovor o radu prosleđuje se e-poštom kandidatu.)
MATCH@M:(Simultaneously, the candidate is informed on the date and place of signing the contract.===>Ujedno se obaveštava o datumu i mestu za potpisivanje Ugovora.)
MATCH@E:(Simultaneously, the candidate is informed on the date and place of signing the contract.===>Ujedno se obaveštava o datumu i mestu za potpisivanje Ugovora.)
MATCH@M:(On closing the work contract, the human resource manager informs the candidate on the time he is expected to come to the firm and the person that will admit him to employment.===>Po zaključivanju Ugovora o radu, menažer za ljudske resurse obaveštava kandidata o vremenu kada treba da dođe u organizaciju i licu koje će ga primiti radi stupanja na rad.)
MATCH@E:(On closing the work contract, the human resource manager informs the candidate on the time he is expected to come to the firm and the person that will admit him to employment.===>Po zaključivanju Ugovora o radu, menažer za ljudske resurse obaveštava kandidata o vremenu kada treba da dođe u organizaciju i licu koje će ga primiti radi stupanja na rad.)
MATCH@M:(By being admitted to employment, the candidate actually starts to work.===>Stupanjem na rad zaposlenog vrši se i njegovo faktičko zasnivanje radnog odnosa.)
MATCH@E:(By being admitted to employment, the candidate actually starts to work.===>Stupanjem na rad zaposlenog vrši se i njegovo faktičko zasnivanje radnog odnosa.)
MATCH@M:(On the candidate’s beginning to work, the human resource manager creates an e-Dossier for the newly-employed, opens an e-mail for him, ensures that he has an access to documentation, files, applications and e-mail.11===>Po stupanju na rad zaposlenog, menažer za ljudske resurse formira e-Dosije novog zaposlenog, otvara mu e-mail, obezbeđuje pristup dokumentima, fajlovima, aplikacijama i e-pošti.)
MATCH@E:(On the candidates beginning to work, the human resource manager creates an e-Dossier for the newly-employed, opens an e-mail for him, ensures that he has an access to documentation, files, applications and e-mail.11 Employee e-filing.===>Po stupanju na rad zaposlenog, menažer za ljudske resurse formira e-Dosije novog zaposlenog, otvara mu e-mail, obezbeđuje pristup dokumentima, fajlovima, aplikacijama i e-pošti.11 E-prijava zaposlenog.)
MATCH@M:(These organizations register the rights of the new employee and transfer the qualified documents to the employer, who in turn stores them into the employee’s e-Dossier.===>Organizacije registruju prava novog zaposlenog iz svoje nadležnosti i potom kvalifikovana dokumenta prosleđuju poslodavcu, koji ih smešta u e-Dosije zaposlenog.)
MATCH@E:(These organizations register the rights of the new employee and transfer the qualified documents to the employer, who in turn stores them into the employees e-Dossier.===>Predloženi model e-zapošljavanja, novi je organizacioni model koji koristi informacionu i komunikacionu tehnologiju u segmentu zapošljavanja.)
BAD_LINE_=============================================================
BAD_LINE_M:These organizations register the rights of the new employee and transfer the qualified documents to the employer, who in turn stores them into the employee’s e-Dossier.
BAD_LINE_M:Organizacije registruju prava novog zaposlenog iz svoje nadležnosti i potom kvalifikovana dokumenta prosleđuju poslodavcu, koji ih smešta u e-Dosije zaposlenog.
BAD_LINE_E:These organizations register the rights of the new employee and transfer the qualified documents to the employer, who in turn stores them into the employees e-Dossier.
BAD_LINE_E:Predloženi model e-zapošljavanja, novi je organizacioni model koji koristi informacionu i komunikacionu tehnologiju u segmentu zapošljavanja.
MATCH@M:(The globalization of the job market and the implementation of new technologies in business doing have a paramount impact upon the human, labour and creativity potential treatment, as well as upon the character of management.===>Globalizacija tržišta rada, primena novih tehnologija u poslovanju korenito menjaju tretman ljudskog potencijala, radnog, stvaralačkog i karakter upravljanja.)
MATCH@E:(Conclusion The globalization of the job market and the implementation of new technologies in business doing have a paramount impact upon the human, labour and creativity potential treatment, as well as upon the character of management.===>efikasnije i kvalitetnije zapošljavanje. 12 5. ~~~ Zaključak Globalizacija tržišta rada, primena novih tehnologija u poslovanju korenito menjaju tretman ljudskog potencijala, radnog, stvaralačkog i karakter upravljanja.)
MATCH@M:(The e-employment model is a new concept of employment and work engagement.===>Model e-zapošljavanja predstavlja novi koncept zapošljavanja i radnog angažovanja.)
MATCH@E:(The e-employment model is a new concept of employment and work engagement.===>Model e-zapošljavanja predstavlja novi koncept zapošljavanja i radnog angažovanja.)
MATCH@M:(The model implements modern scientific and professional knowledge in the field of human resource management, information and communication technologies, standards applied in the developed countries and the national regulations in the employment segment.===>U modelu su implementirana savremena naučna i stručna saznanja iz menadž-menta ljudskih resursa, informacionih i komunikacionih tehnologija; standardi koji se primenjuju u razvijenim zemljama i domaći propisi iz segmenta zapošljavanja.)
MATCH@E:(The model implements modern scientific and professional knowledge in the field of human resource management, information and communication technologies, standards applied in the developed countries and the national regulations in the employment segment.===>U modelu su implementirana savremena naučna i stručna saznanja iz menadžmenta ljudskih resursa, informacionih i komunikacionih tehnologija; standardi koji se primenjuju u razvijenim zemljama i domaći propisi iz segmenta zapošljavanja.)
MATCH@M:(The implementation of the e-employment model means changes in the organization of work, the technology and methodology applied by the employer, the employment office and the employee insurance companies.===>Primena modela e-zapošljavanja podrazumeva i promene u organizaciji rada, primenjenoj tehnologiji i metodologiji poslodavca, nosioca zapošljavanja)
MATCH@E:(The implementation of the e-employment model means changes in the organization of work, the technology and methodology applied by the employer, the employment office and the employee insurance companies.===>Primena modela e-zapošljavanja podrazumeva i promene u organizaciji rada, primenjenoj tehnologiji i metodologiji poslodavca, nosioca zapošljavanja i organizacija za osiguranje zaposlenih.)
MATCH@M:(It can be performed through the implementation of modern information and communication technologies, application and exchange of standardized documents in electronic form, the use of electronic signature and through the use of cryptograph protection mechanisms.===>i organizamenu savremenih informacionih i komunikacionih tehnologija, upotrebu i razmenu standardizovanih dokumenata u elektronskom obliku, primeni elektronskog potpisa i korišćenju kriptografskih mehanizama zaštite.)
MATCH@E:(It can be performed through the implementation of modern information and communication technologies, application and exchange of standardized documents in electronic form, the use of electronic signature and through the use of cryptograph protection mechanisms.===>Može se sprovesti uz pri menu savremenih informacionih i komunikacionih tehnologija, upotrebu i razmenu standardizovanih dokumenata u elektronskom obliku, primeni elektronskog potpisa i korišćenju kriptografskih mehanizama zaštite.)
MATCH@M:(E-employment fosters the efficiency, the effectiveness and the innovativeness of the employment process.===>E-zapošljavanje doprinosi povećanju efikasnosti, efek-tivnosti i inovativnosti procesa zapošljavanja.)
MATCH@E:(E-employment fosters the efficiency, the effectiveness and the innovativeness of the employment process.===>E-zapošljavanje doprinosi povećanju efikasnosti, efektivnosti i inovativnosti procesa zapošljavanja.)
MATCH@M:(The results obtained show that the implementation of e-employment provides an insight into all the phases of the employment process, improves the quality of the process and reduces the costs to a considerable extent.===>Postignuti rezultati pokazuju da primena e-zapošljavanja doprinosi uvidu u sve faze procesa zapošljavanja, poboljšanju kvaliteta procesa i značajnom smanjenju troškova.)
MATCH@E:(The results obtained show that the implementation of e-employment provides an insight into all the phases of the employment process, improves the quality of the process and reduces the costs to a considerable extent.===>Postignuti rezultati pokazuju da primena e-zapošljavanja doprinosi uvidu u sve faze procesa zapošljavanja, poboljšanju kvaliteta procesa i značajnom smanjenju troškova.)
MATCH@M:(The implementation of the proposed model of e-em-poyment is to ensure to the employment promoters a higher quality, faster, less expensive and safer process, minimizing the effort and errors.===>Implementacija predloženog modela e-zapošljavanja treba da omogući akterima zapošljavanja kvalitetniji, brži, jeftiniji i sigurniji proces, uz manje napora i grešaka.)
MATCH@E:(The implementation of the proposed model of e-empoyment is to ensure to the employment promoters a higher quality, faster, less expensive and safer process, minimizing the effort and errors.===>Implementacija predloženog modela e-zapošljavanja treba da omogući akterima zapošljavanja kvalitetniji, brži, jeftiniji i sigurniji proces, uz manje napora i grešaka.)
MATCH@M:(One on-line category related to the employment opportunity and career development counsel is expected to expand fastest in the future.===>Predviđa se da će u budućosti najbrže rasti jedna od online kategorija koja se odnosi na traženje mogućnosti za zaposlenje i saveta za razvoj krijere.)
MATCH@E:(One on-line category related to the employment opportunity and career development counsel is expected to expand fastest in the future.===>Predviđa se da će u budućosti najbrže rasti jedna od online kategorija koja se odnosi na traženje mogućnosti za zaposlenje i saveta za razvoj krijere.)
MATCH@M:(In the future, the e-employment will be inevitable, from the companies, to the virtual workposts, to the work from home.===>Budućnost e-za-pošljavanje je neizbežna, od kompanija, virtuelnih radnih mesta i rada kod kuće.)
MATCH@E:(In the future, the e-employment will be inevitable, from the companies, to the virtual workposts, to the work from home.===>Budućnost e-zapošljavanje je neizbežna, od kompanija, virtuelnih radnih mesta i rada kod kuće.)
MATCH@M:(Is this essentially the same conceptual framewok or is it entirely something else?===>Da li je to u suštini isti konceptualni okvir ili je to nešto sasvim drugo?)
MATCH@E:(Is this essentially the same conceptual framewok or is it entirely something else?===>Da li je to u suštini isti konceptualni okvir ili je to nešto sasvim drugo?)
MATCH@M:(Both theory and practice maintain that it is absolutely the same relationship between two or more parties looking to reach agreement on a set of issues, who have a deep understanding of the similarities and differences of their own interests led by the desire to be mutually defeated or fulfilled.===>I u teorji i u praksi tvrdi se da je to apsolutno isti odnos između dve ili više strana koje pokušavaju da dođu do sporazuma o određenom broju pitanja, koje prepoznaju sličnosti i razlike u svojim interesima a vodi ih Želja da prođu jednako dobro, bilo da je reč o neuspehu ili o uspehu u ovoj aktivnosti.)
MATCH@E:(Both theory and practice maintain that it is absolutely the same relationship between two or more parties looking to reach agreement on a set of issues, who have a deep understanding of the similarities and differences of their own interests led by the desire to be mutually defeated or fulfilled.===>I u teorji i u praksi tvrdi se da je to apsolutno isti odnos između dve ili više strana koje pokušavaju da dođu do sporazuma o određenom broju pitanja, koje prepoznaju sličnosti i razlike u svojim interesima a vodi ih želja da prođu jednako dobro, bilo da je reč o neuspehu ili o uspehu u ovoj aktivnosti.)
MATCH@M:(What is different is the subject matter of negotiation which is defined by the specific field it belongs to.===>Ono što se razlikuje jeste sadržaj pregovora koji se definiše specifičnošću oblasti u okviru koje se pregovara.)
MATCH@E:(What is different is the subject matter of negotiation which is defined by the specific field it belongs to.===>Ono što se razlikuje jeste sadržaj pregovora koji se definiše specifičnošću oblasti u okviru koje se pregovara.)
MATCH@M:(The main motive is by and large the profit that leads to a privileged social status, but also to allienation.===>Glavni motiv je uvek profit koji obezbeđuje privilegovan društveni status, ali i otuđenje.)
MATCH@E:(The main motive is by and large the profit that leads to a privileged social status, but also to allienation.===>Glavni motiv je uvek profit koji obezbeđuje privilegovan društveni status, ali i otuđenje.)
MATCH@M:(However, there are other motives.===>Postoje ipak i drugi motivi.)
MATCH@E:(However, there are other motives.===>Postoje ipak i drugi motivi.)
MATCH@M:(Old clothes, paper, iron can also be a subject matter of business negotiations to companies that negotiate with the suppliers of these goods.===>Stara odeća, papir, staro gvo'đe takođe mogu da budu tema poslovnih pregovora za kompanije koje o njima pregovaraju sa dobavljačima ovih roba.)
MATCH@E:(Old clothes, paper, iron can also be a subject matter of business negotiations to companies that negotiate with the suppliers of these goods.===>Stara odeća, papir, staro gvožđe takođe mogu da budu tema poslovnih pregovora za kompanije koje o njima pregovaraju sa dobavljačima ovih roba.)
MATCH@M:(It seems that in cases like these profit is not the primary motive.===>Izgleda da u ovakvim slučajevima profit nije primarni motiv.)
MATCH@E:(It seems that in cases like these profit is not the primary motive.===>Izgleda da u ovakvim slučajevima profit nije primarni motiv.)
MATCH@M:(Even in the most simple case of a pauper who rings at your doorbell offering to clean out the trash for a minimal compensation you can find the the same elements of negotiation that are present in negotiations used by large corporations in large transactions.===>čak i u najjednostavnijem slučaju kada vam siromah zazvoni na vrata i ponudi da vam očisti đubre za minimalnu kompenzaciju možete naći iste one elemente pregovaranja koji su prisutni i kod pregovora između velikih korporacija, prilikom obimnih transakcija.)
MATCH@E:(Nevertheless, the elements of negotiation to reach divergent interests are present in each case. ~~~ Even in the most simple case of a pauper who rings at your doorbell offering to clean out the trash for a minimal compensation you can find the the same elements of negotiation that are present in negotiations used by large corporations in large transactions.===>Ipak, elementi pregovaranja između dve strane s ciljem da svaka zadovolji svoje interese prisutni su u svakom slučaju; čak i u najjednostavnijem slučaju kada vam siromah zazvoni na vrata i ponudi da vam očisti đubre za minimalnu kompenzaciju možete naći iste one elemente pregovaranja koji su prisutni i kod pregovora između velikih korporacija, prilikom obimnih transakcija.)
MATCH@M:(The parties involved in the negotiations, their interests, demands, positions, the negotiation climate, the social rank of the negotiating parties are all factors that determine the particulars of the negotiation process.===>Strane uključene u pregovore, njihovi interesi, zahtevi, pozicije, pregovaračka klima, društveni položaj strana u pregovorima, sve su to faktori koji određuju pojedine delove pregovaračkog procesa.)
MATCH@E:(The parties involved in the negotiations, their interests, demands, positions, the negotiation climate, the social rank of the negotiating parties are all factors that determine the particulars of the negotiation process.===>Strane uključene u pregovore, njihovi interesi, zahtevi, pozicije, pregovaračka klima, društveni položaj strana u pregovorima, sve su to faktori koji određuju pojedine delove pregovaračkog procesa.)
MATCH@M:(Let us not forget that even the local businessman ensures better placement of his goods/products/servic-es by ‘knocking at the door’ of the more powerful entrepreneur to gain a broader market representation.===>Ne zaboravimo da čak i lokalni biznismen obezbeđuje bolji plasman svoje robe/proizvoda/usluga time što „kuca na vrata“ nekog jačeg preduzetnika koji će mu pomoći da proširi svoje prisustvo na tržištu.)
MATCH@E:(Let us not forget that even the local businessman ensures better placement of his goods/products/services by knocking at the door of the more powerful entrepreneur to gain a broader market representation.===>Ne zaboravimo da čak i lokalni biznismen obezbeđuje bolji plasman svoje robe/proizvoda/usluga time što kuca na vrata nekog jačeg preduzetnika koji će mu pomoći da proširi svoje prisustvo na tržištu. 1.)
MATCH@M:(Speaking about (bussines) negotiations, we actually speak about an imminent relation between co-workers, partners, customers of goods and services in different enterprises, organizations, companies.===>Kad govorimo o (poslovnom) pregovaranju, govorimo u stvari o neposrednom odnosu između saradnika, partnera, potrošača roba i usluga u različitim preduzećima, organizacijama, kompanijama.)
MATCH@E:(Introduction Speaking about (bussines) negotiations, we actually speak about an imminent relation between co-workers, partners, customers of goods and services in different enterprises, organizations, companies.===>Struktura rada Kad govorimo o (poslovnom) pregovaranju, govorimo u stvari o neposrednom odnosu između saradnika, partnera, potrošača roba i usluga u različitim preduzećima, organizacijama, kompanijama.)
MATCH@M:(That is to say we speak about a type of communication which can be applied very successfully, can be planned, guided and practiced.===>To znači da govorimo o tipu komunikacije koji se može veoma uspešno prime-niti, koji se može planirati, usmeravati i primenjivati.)
MATCH@E:(That is to say we speak about a type of communication which can be applied very successfully, can be planned, guided and practiced.===>To znači da govorimo o tipu komunikacije koji se može veoma uspešno primeniti, koji se može planirati, usmeravati i primenjivati.)
MATCH@M:(Here, the same as the business communication, the issue is the business traffic of information which is exchanged, to only one purpose - setting a mutual agreement.===>U ovom slučaju, kao i kod poslovne komunikacije, tema je poslovni protok informacija koje se razmenjuju, a sve u jednom cilju - postizanja zajedničkog dogovora.)
MATCH@E:(Here, the same as the business communication, the issue is the business traffic of information which is exchanged, to only one purpose - setting a mutual agreement.===>U ovom slučaju, kao i kod poslovne komunikacije, tema je poslovni protok informacija koje se razmenjuju, a sve u jednom cilju postizanja zajedničkog dogovora.)
MATCH@M:(The everyday contacts with employees, customers, suppliers, authorities, competition, transporters, most frequently gain the shape of formal or informal transaction, negotiation, which as a form of communication is of crucial importance in the business world.===>Svakodnevni kontakti sa zaposlenima, potrošačima, dobavljačima, vlastima, konkurencijom, prevoznicima, često poprimaju oblik formalne ili neformalne transakcije, pregovaranja, što je kao oblik komunikacije od suštinskog značaja u poslovnom svetu.)
MATCH@E:(The everyday contacts with employees, customers, suppliers, authorities, competition, transporters, most frequently gain the shape of formal or informal transaction, negotiation, which as a form of communication is of crucial importance in the business world.===>Svakodnevni kontakti sa zaposlenima, potrošačima, dobavljačima, vlastima, konkurencijom, prevoznicima, često poprimaju oblik formalne ili neformalne transakcije, pregovaranja, što je kao oblik komunikacije od suštinskog značaja u poslovnom svetu.)
MATCH@M:(The crucial moment on which the successful negotiation depends is the determination of the factors-deter-miners; the characteristics which mean a lot and which guide us towards the cooperation and successful deal are the true challenge set up in front of this scientific research work.===>Ključni momenat od koga uspeh pregovora zavisi jeste određivanje faktora - odrednica; karakteristike koje mnogo znače i koje nas vode saradnji i uspešnom zaključenju posla predstavljaju pravi izazov koji se nalazi pred ovim naučno-istraživačkim radom.)
MATCH@E:(The crucial moment on which the successful negotiation depends is the determination of the factors-determiners; the characteristics which mean a lot and which guide us towards the cooperation and successful deal are the true challenge set up in front of this scientific research work.===>Ključni momenat od koga uspeh pregovora zavisi jeste određivanje faktora odrednica; karakteristike koje mnogo znače i koje nas vode saradnji i uspešnom zaključenju posla predstavljaju pravi izazov koji se nalazi pred ovim naučno-istraživačkim radom.)
MATCH@M:(This work is an attempt to establish a certain order in the variety of chaotic experiential knowledge and unfinished scientific elementary explorations and assumptions; and also to open a field for further research into the problem of negotiation in Macedonia.===>Ovaj rad predstavlja pokušaj da se uspostavi određeni poredak u okviru najraznovrsnijeg haotičnog eksperimentalnog znanja i nezavršenih naučnih elementarnih istraživanja i pretpostavki, a takođe i da se otvori polje za dalja istraživanja problematike pregovaranja u Makedoniji.)
MATCH@E:(This work is an attempt to establish a certain order in the variety of chaotic experiential knowledge and unfinished scientific elementary explorations and assumptions; and also to open a field for further research into the problem of negotiation in Macedonia. ~~~ 2.===>Ovaj rad predstavlja pokušaj da se uspostavi određeni poredak u okviru najraznovrsnijeg haotičnog eksperimentalnog znanja i nezavršenih naučnih elementarnih istraživanja i pretpostavki, a takođe i da se otvori polje za dalja istraživanja problematike pregovaranja u Makedoniji.)
MATCH@M:(This work is divided on two parts (theoretic and researching).===>Ovaj rad je podeljen na dva dela (teorijski i istraživački).)
MATCH@E:(Structure of the work This work is divided on two parts (theoretic and researching).===>Ovaj rad je podeljen na dva dela (teorijski i istraživački).)
MATCH@M:(In the first, theoretic part, the attitudes of many well known authors are elaborated about psychology, sociology, communicology, whose suggestions could be connected correctly and entirely to the contemporary conception, understanding and perceptions of some issues of negotiation.===>U prvom, teorijskom delu, razmatraju se stavovi velikog broja poznatih autora o psihologiji, sociologiji, komunikologiji, a čije sugestije se opravdano i u celini mogu povezati sa savremenim koncepcijama, shvata-njem i percepcijama nekih problema u pregovaranju.)
MATCH@E:(In the first, theoretic part, the attitudes of many well known authors are elaborated about psychology, sociology, communicology, whose suggestions could be connected correctly and entirely to the contemporary conception, understanding and perceptions of some issues of negotiation.===>U prvom, teorijskom delu, razmatraju se stavovi velikog broja poznatih autora o psihologiji, sociologiji, komunikologiji, a čije sugestije se opravdano i u celini mogu povezati sa savremenim koncepcijama, shvatanjem i percepcijama nekih problema u pregovaranju.)
MATCH@M:(The second, researching part contains a presentation, analysis and interpretation of the results of the conducted polls and actual records (of real-time negotiation situations) obtained in several towns in Macedonia (Bitola, Kumanovo, Strumica, Veles, Skopje, Tetovo, Demir Hisar, Krushevo, Kavadarci and Shtip) performed by 130 bussines respondents, who act in the condition of transformation of the overall relations and restructuring of the capital.===>Drugi, istraživački deo sadrži prezentaciju, analizu i tumačenje rezultata sprovedenih anketa i konkretne zapise (pregovaračkih situacija u realnom vremenu) do kojih smo došli u nekoliko gradova u Makedoniji (Bitola, Kumanovo, Strumica, Veles, Skopje, Tetovo, De-mir Hisar, Kruševo, Kavadarci i Stip), u kojima je učestvovalo 130 ispitanika koji su učestvovali u cilju tran-sformisanja ukupnih odnosa i restruktuiranja kapitala.)
MATCH@E:(The second, researching part contains a presentation, analysis and interpretation of the results of the conducted polls and actual records (of real-time negotiation situations) obtained in several towns in Macedonia (Bitola, Kumanovo, Strumica, Veles, Skopje, Tetovo, Demir Hisar, Krushevo, Kavadarci and Shtip) performed by 130 bussines respondents, who act in the condition of transformation of the overall relations and restructuring of the capital. ~~~ 5.===>Drugi, istraživački deo sadrži prezentaciju, analizu i tumačenje rezultata sprovedenih anketa i konkretne zapise (pregovaračkih situacija u realnom vremenu) do kojih smo došli u nekoliko gradova u Makedoniji (Bitola, Kumanovo, Strumica, Veles, Skopje, Tetovo, Demir Hisar, Kruševo, Kavadarci i [tip), u kojima je učestvovalo 130 ispitanika koji su učestvovali u cilju transformisanja ukupnih odnosa i restruktuiranja kapitala. 3.)
MATCH@M:(The issue of the research is focused on the issue of influence of the situation factors over the quality of the negotiation process.===>Tema ovog istraživanja jeste pitanje uticaja situacio-nih faktora na kvalitet procesa pregovaranja.)
MATCH@E:(Issue and object of the research The issue of the research is focused on the issue of influence of the situation factors over the quality of the negotiation process.===>Tematika i predmet istraživanja Tema ovog istraživanja jeste pitanje uticaja situacionih faktora na kvalitet procesa pregovaranja.)
MATCH@M:(Thus, considering the current scientific knowledge regarding the nature of the so-called “situation factors” it was necessary that they be specified through several levels and sub-problems which are treated by this research: 1) Problem of classification nature, actually whether or not the determination variables of the negotiation process could be established that are “strong” enough on their own to have an impact in all the situations of the negotiation and to be separated from the others?===>Stoga, kad se ima u vidu trenutno naučno znanje o tzv. „situacionim faktorima“, bilo je neophodno da se oni specifikuju kroz nekoliko nivoa i pod-problema kojima se ovo istraživanje bavi: 1) problem klasifikacije, u stvari, da li se varijable odrednica pregovaračkog procesa mogu odrediti tako da same po sebi budu dovoljno „snažne“ da bi imale uticaja u svakoj pregovaračkoj situaciji i da se razlikuju jedna od druge?)
MATCH@E:(Which are the main characteristics of these relations?) ~~~ Thus, considering the current scientific knowledge regarding the nature of the so-called situation factors it was necessary that they be specified through several levels and sub-problems which are treated by this research: 1) Problem of classification nature, actually whether or not the determination variables of the negotiation process could be established that are strong enough on their own to have an impact in all the situations of the negotiation and to be separated from the others?===>Koje su glavne karakteristike ovih odnosa?) Stoga, kad se ima u vidu trenutno naučno znanje o tzv. situacionim faktorima, bilo je neophodno da se oni specifikuju kroz nekoliko nivoa i pod-problema kojima se ovo istraživanje bavi:)
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BAD_LINE_M:Thus, considering the current scientific knowledge regarding the nature of the so-called “situation factors” it was necessary that they be specified through several levels and sub-problems which are treated by this research: 1) Problem of classification nature, actually whether or not the determination variables of the negotiation process could be established that are “strong” enough on their own to have an impact in all the situations of the negotiation and to be separated from the others?
BAD_LINE_M:Stoga, kad se ima u vidu trenutno naučno znanje o tzv. „situacionim faktorima“, bilo je neophodno da se oni specifikuju kroz nekoliko nivoa i pod-problema kojima se ovo istraživanje bavi: 1) problem klasifikacije, u stvari, da li se varijable odrednica pregovaračkog procesa mogu odrediti tako da same po sebi budu dovoljno „snažne“ da bi imale uticaja u svakoj pregovaračkoj situaciji i da se razlikuju jedna od druge?
BAD_LINE_E:Which are the main characteristics of these relations?) ~~~ Thus, considering the current scientific knowledge regarding the nature of the so-called situation factors it was necessary that they be specified through several levels and sub-problems which are treated by this research: 1) Problem of classification nature, actually whether or not the determination variables of the negotiation process could be established that are strong enough on their own to have an impact in all the situations of the negotiation and to be separated from the others?
BAD_LINE_E:Koje su glavne karakteristike ovih odnosa?) Stoga, kad se ima u vidu trenutno naučno znanje o tzv. situacionim faktorima, bilo je neophodno da se oni specifikuju kroz nekoliko nivoa i pod-problema kojima se ovo istraživanje bavi:
MATCH@M:(2.) Problem of exploration nature, actually what is the interaction between the situation and other factors in the real-time negotiation situations? and,===>2) problem istraživanja, u stvari, u čemu se sastoji interakcija između situacije i drugih faktora u pregovaračkim situacijama u realnom vremenu? i)
MATCH@E:(2.) ~~~ Problem of exploration nature, actually what is the interaction between the situation and other factors in the real-time negotiation situations? and, 3.)===>1) problem klasifikacije, u stvari, da li se varijable odred nica pregovaračkog procesa mogu odrediti tako da same po sebi budu dovoljno snažne da bi imale uticaja u svakoj pregovaračkoj situaciji i da se razlikuju jedna od druge?)
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BAD_LINE_M:2.) Problem of exploration nature, actually what is the interaction between the situation and other factors in the real-time negotiation situations? and,
BAD_LINE_M:2) problem istraživanja, u stvari, u čemu se sastoji interakcija između situacije i drugih faktora u pregovaračkim situacijama u realnom vremenu? i
BAD_LINE_E:2.) ~~~ Problem of exploration nature, actually what is the interaction between the situation and other factors in the real-time negotiation situations? and, 3.)
BAD_LINE_E:1) problem klasifikacije, u stvari, da li se varijable odred nica pregovaračkog procesa mogu odrediti tako da same po sebi budu dovoljno snažne da bi imale uticaja u svakoj pregovaračkoj situaciji i da se razlikuju jedna od druge?
MATCH@M:(3.) Problem of descriptive nature, related to the profile of the average negotiator in Macedonia, regarding the determined aspects of negotiations.===>3) problem deskripcije, koji je u vezi sa profilom proseč-nog pregovarača u Makedoniji, u odnosu na određene aspekte pregovaranja.)
MATCH@E:(Problem of descriptive nature, related to the profile of the average negotiator in Macedonia, regarding the determined aspects of negotiations.===>2) problem istraživanja, u stvari, u čemu se sastoji interakcija između situacije i drugih faktora u pregovaračkim situacijama u realnom vremenu? i 3) problem deskripcije, koji je u vezi sa profilom prosečnog pregovarača u Makedoniji, u odnosu na određene aspekte pregovaranja.)
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BAD_LINE_M:3.) Problem of descriptive nature, related to the profile of the average negotiator in Macedonia, regarding the determined aspects of negotiations.
BAD_LINE_M:3) problem deskripcije, koji je u vezi sa profilom proseč-nog pregovarača u Makedoniji, u odnosu na određene aspekte pregovaranja.
BAD_LINE_E:Problem of descriptive nature, related to the profile of the average negotiator in Macedonia, regarding the determined aspects of negotiations.
BAD_LINE_E:2) problem istraživanja, u stvari, u čemu se sastoji interakcija između situacije i drugih faktora u pregovaračkim situacijama u realnom vremenu? i 3) problem deskripcije, koji je u vezi sa profilom prosečnog pregovarača u Makedoniji, u odnosu na određene aspekte pregovaranja.
MATCH@M:(The objective of the research is to review the mutual dependence between internal psychical personal factors (trustiness, collaboration, level of frustration tolerance, possessed potency) and external variables (kind and character of the activity), which are treated as possible determinants of the preferable mode of behavior due to the fact that in their mutual interaction they have their strong impact upon the quality of negotiation from the aspect of the climate, approach and time of negotiation.===>Cilj ovog istraživanja jeste da ispita uzajamni odnos između unutrašnjih fizičkih personalnih faktora (po-verenja, saradnje, stepena tolerancije frustracije, potencijala koji se poseduje) i spoljnih varijabli (vrsta i karakter date aktivnosti), koje se posmatraju kao mo-guče odrednice poželjnog načina ponašanja zato što je činjenica da tokom te interakcije oni vrše snažan uti-caj na kvalitet pregovaranja u smislu klime, pristupa i vremena pregovaranja.)
MATCH@E:(The objective of the research is to review the mutual dependence between internal psychical personal factors (trustiness, collaboration, level of frustration tolerance, possessed potency) and external variables (kind and character of the activity), which are treated as possible determinants of the preferable mode of behavior due to the fact that in their mutual interaction they have their strong impact upon the quality of negotiation from the aspect of the climate, approach and time of negotiation.===>Cilj ovog istraživanja jeste da ispita uzajamni odnos između unutrašnjih fizičkih personalnih faktora (poverenja, saradnje, stepena tolerancije frustracije, potencijala koji se poseduje) i spoljnih varijabli (vrsta i karakter date aktivnosti), koje se posmatraju kao moguće odrednice poželjnog načina ponašanja zato što je činjenica da tokom te interakcije oni vrše snažan uticaj na kvalitet pregovaranja u smislu klime, pristupa i vremena pregovaranja. 4.)
MATCH@M:(Many seminars, courses and trainings were organized allocated for various structures of individuals as well as groups who were trained for such activities.===>Veliki broj seminara, kurseva i obuka organizovano je za različite profile pojedinaca i grupa koje su prolazile obuku za ovaj posao.)
MATCH@E:(Many seminars, courses and trainings were organized allocated for various structures of individuals as well as groups who were trained for such activities.===>Veliki broj seminara, kurseva i obuka organizovano je za različite profile pojedinaca i grupa koje su prolazile obuku za ovaj posao.)
MATCH@M:(Numerous handbooks, brochures, books were published as a groundwork for additional systematization in the direction of theoretical and scientific comprehending of the problem.===>Takođe je štampan veliki broj priručnika, brošura i knjiga kao osnovica za dodatnu sistematizaciju u cilju teorijskog i naučnog razumevanja ove problematike.)
MATCH@E:(Numerous handbooks, brochures, books were published as a groundwork for additional systematization in the direction of theoretical and scientific comprehending of the problem.===>Takođe je štampan veliki broj priručnika, brošura i knjiga kao osnovica za dodatnu sistematizaciju u cilju teorijskog i naučnog razumevanja ove problematike.)
MATCH@M:(At the same time, the literature does not offer exactly the precise data and time frames, but it is also said that in the western countries “since earlier times” there are certain forms of organized training and qualification of the businessmen, who gain their knowledge about business communication and negotiation through the intensive courses.===>Istovremeno, literatura ne nudi potpuno precizne podatke i vremenske okvire, mada se isto tako kaže da u zapadnim zemljama „još od ranije“ postoje određeni oblici orga-nizovane obuke i kvalifikacija biznismena koji tokom intenzivnih kurseva stiču znanja o poslovnoj komunikaciji i pregovaranju.)
MATCH@E:(At the same time, the literature does not offer exactly the precise data and time frames, but it is also said that in the western countries since earlier times there are certain forms of organized training and qualification of the businessmen, who gain their knowledge about business communication and negotiation through the intensive courses.===>Istovremeno, literatura ne nudi potpuno precizne podatke i vremenske okvire, mada se isto tako kaže da u zapadnim zemljama još od ranije postoje određeni oblici organizovane obuke i kvalifikacija biznismena koji tokom intenzivnih kurseva stiču znanja o poslovnoj komunikaciji i pregovaranju.)
MATCH@M:(Anyway, the beginning was set in the year of 1924, when the author Mary Parker Hayward wrote about the so called “integrative negotiation”.===>U svakom slučaju, za početak se uzima godina 1924., kada je autor Mary Parker Hayward pisala o tzv. „integrativnom pregovaranju“.)
MATCH@E:(Anyway, the beginning was set in the year of 1924, when the author Mary Parker Hayward wrote about the so called integrative negotiation.===>U svakom slučaju, za početak se uzima godina 1924., kada je autor Mary Parker Hayward pisala o tzv. integrativnom pregovaranju.)
MATCH@M:(In the Balkans (former Yugoslavia), what is considered to be a successful and the very first attempt of theoretical and practical application of the issue of business negotiation, is the work of Predrag Michic “How to guide the business conversation” published in 1980.===>Smatra se da je na Balkanu (u bivšoj Jugoslaviji) prvi pokušaj teorijske i praktične obrade tematike poslovnog pregovaranja učinio Predrag Mičič u svom delu Kako voditi poslovne razgovore, objavljenom 1980. godine.)
MATCH@E:(In the Balkans (former Yugoslavia), what is considered to be a successful and the very first attempt of theoretical and practical application of the issue of business negotiation, is the work of Predrag Michic How to guide the business conversation published in 1980.===>Smatra se da je na Balkanu (u bivšoj Jugoslaviji) prvi pokušaj teorijske i praktične obrade tematike poslovnog pregovaranja učinio Predrag Mićić u svom delu Kako voditi poslovne razgovore, objavljenom 1980. godine.)
MATCH@M:(In Macedonia, this issue was vividly initiated after the independence was proclaimed in 1991, actually after the implementation of the parliamentary democracy and the market economy.===>U Makedoniji je ova tematika naglo izbila u prvi plan po objavljivanju nezavisnosti, 1991. godine, u stvari, nakon uvođenja parlamentarne demokratije i tržišne ekonomije.)
MATCH@E:(In Macedonia, this issue was vividly initiated after the in dependence was proclaimed in 1991, actually after the implementation of the parliamentary democracy and the market economy.===>U Makedoniji je ova tematika naglo izbila u prvi plan po objavljivanju nezavisnosti, 1991. godine, u stvari, nakon uvođenja parlamentarne demokratije i tržišne ekonomije.)
MATCH@M:(However, the former academic treatment of the negotiations, as an issue of a scientific interest is not satisfactory.===>Ipak, ranija posmatranja pregovaranja na akademski način, kao pitanje od naučnog in-teresovanja, nisu zadovoljavajuča.)
MATCH@E:(However, the former academic treatment of the negotiations, as an issue of a scientific interest is not satisfactory.===>Ipak, ranija posmatranja pregovaranja na akademski način, kao pitanje od naučnog interesovanja, nisu zadovoljavajuća.)
MATCH@M:(It is worth mentioning that the number of published titles about this issue in comparison to those in the neighboring countries is negligibly small.===>Vredi pomenuti da je broj objavljenih naslova o ovoj tematici zanemarlji-vo mali u poređenju sa zemljama u okruženju.)
MATCH@E:(It is worth mentioning that the number of published titles about this issue in comparison to those in the neighboring countries is negligibly small.===>Vredi pomenuti da je broj objavljenih naslova o ovoj tematici zanemarljivo mali u poređenju sa zemljama u okruženju.)
MATCH@M:(Namely, only a few books about the business negotiations were published in Macedonia, most of which were the translations.===>Naime, u Makedonije je objevljeno samo nekoliko knjiga o poslovnom pregovaranju, a i to su uglavnom bili prevodi.)
MATCH@E:(Namely, only a few books about the business negotiations were published in Macedonia, most of which were the translations.===>Naime, u Makedonije je objevljeno samo nekoliko knjiga o poslovnom pregovaranju, a i to su uglavnom bili prevodi.)
MATCH@M:(Only the work of Arsovska T. (1995) “How to perform successful business conversation” presents a humble initial attempt, which could only partially be called “originally author work”.===>Jedino rad T. Arsovske (1995), Kako voditi uspesne poslovne razgovore, predstavlja skroman početni pokušaj koji se samo delimično može nazvati „originalnim autorskim delom“.)
MATCH@E:(Only the work of Arsovska T. (1995) ~~~ How to perform successful business conversation presents a humble initial attempt, which could only partially be called originally author work.===>Jedino rad T. Arsovske (1995), Kako voditi uspešne poslovne razgovore, predstavlja skroman početni pokušaj koji se samo delimično može nazvati originalnim autorskim delom.)
MATCH@M:(On the contrary, the facts about the global connection, the existence of huge data banks, limitless time and space opportunities speak about the fact that the business world penetrates deeply into all spheres of business existence thus emanating its resources of influence.===>Nasuprot tome, činjenice o globalnom povezivanju, postojanje ogromnih banaka podataka, neograničeni broj vremenskih i prostornih mogućnosti govore o tome da poslovni svet prodire duboko u sve sfere poslovne egzistencije i na taj način osnažuje svoj uticaj.)
MATCH@E:(On the contrary, the facts about the global connection, the existence of huge data banks, limitless time and space opportunities speak about the fact that the business world penetrates deeply into all spheres of business existence thus emanating its resources of influence.===>Nasuprot tome, činjenice o globalnom povezivanju, postojanje ogromnih banaka podataka, neograničeni broj vremenskih i prostornih mogućnosti govore o tome da poslovni svet prodire duboko u sve sfere poslovne egzistencije i na taj način osnažuje svoj uticaj.)
MATCH@M:(Thus, the awareness that the successful business functioning is one of the key factors for the enhancement of the overall relation of the social and business life, is the great fact that must be accepted.===>Stoga svest da uspešna poslovna aktivnost predstavlja jedan od ključnih faktora za unapređenje ukupnog društvenog i poslovnog života jeste značajna činjenica koja se mora prihvatiti.)
MATCH@E:(Thus, the awareness that the successful business functioning is one of the key factors for the enhancement of the overall relation of the social and business life, is the great fact that must be accepted.===>Stoga svest da uspešna poslovna aktivnost predstavlja jedan od ključnih faktora za unapređenje ukupnog društvenog i poslovnog života jeste značajna činjenica koja se mora prihvatiti.)
MATCH@M:(In that context, the negotiations truly may be only a small cause in those relations, but a very essential one.===>U tom kontekstu, pregovori zaista mogu da budu samo mali deo tih odnosa, ali je njihov značaj suštinski.)
MATCH@E:(In that context, the negotiations truly may be only a small cause in those relations, but a very essential one.===>U tom kontekstu, pregovori zaista mogu da budu samo mali deo tih odnosa, ali je njihov značaj suštinski.)
MATCH@M:(Their dynamics, development, and achieved results will have a great influence on the subsequent endeavor in any business sector.===>Njihova dinamika, razvoj i po-stignti rezultati imaće značajan uticaj na dalje napore u svakom poslovnom sektoru.)
MATCH@E:(Their dynamics, development, and achieved results will have a great influence on the subsequent endeavor in any business sector.===>Njihova dinamika, razvoj i postignti rezultati imaće značajan uticaj na dalje napore u svakom poslovnom sektoru.)
MATCH@M:(That is the reason why all our efforts are devoted to the establishment of the scientific research goals of negotiations (such as examination and amendment of the knowledge about determination of the negotiations, examination of the approaching methods and enrichment of the research instruments, finding practical solutions and instructions needed for business practice and negotiation trainings) seem to be quite actual and justified.===>Ovo je i razlog što su svi naši napori usmereni na uspostavljanje naučnih istraživačkih ciljeva u pregovaranju (kao što je ispitivanje i poboljšanje znanja o odrednicama pregovaranja, ispitivanje metodskih pristupa i stvaranje većeg broja instrumenata za istraživanje, nalaženje praktičnih rešenja i uputstava potrebnih u poslovnoj praksi i u obuci za pregovaranje) izgleda sasvim aktuelni i opravdani.)
MATCH@E:(That is the reason why all our efforts are devoted to the establishment of the scientific research goals of negotiations (such as examination and amendment of the knowledge about determination of the negotiations, examination of the approaching methods and enrichment of the research instruments, finding practical solutions and instructions needed for business practice and negotiation trainings) seem to be quite actual and justified.===>Ovo je i razlog što su svi naši napori usmereni na uspostavljanje naučnih istraživačkih ciljeva u pregovaranju (kao što je ispitivanje i poboljšanje znanja o odrednicama pregovaranja, ispitivanje metodskih pristupa i stvaranje većeg broja instrumenata za istraživanje, nalaženje praktičnih rešenja i uputstava potrebnih u poslovnoj praksi i u obuci za pregovaranje) izgleda sasvim aktuelni i opravdani.)
MATCH@M:(Those efforts and attempts offered many answers about some very important issues in this sphere (such as the average time frame of the negotiations in Republic of Macedonia, the quantity of theoretical knowledge about the negotiation mastered by businessmen, the awareness of the importance of this issue, the attitude on research of this issue, the average profile of the negotiators in Macedonia, etc.).===>Ovi napori i pokušaji ponudili su veliki broj odgovora na neka veoma značajna pitanja u ovoj sferi (kao što je prosečni vremenski okvir pregovaranja u Republici Makedoniji, količina teorijskog znanja o pregovaranju koju biznismeni imaju, svest o značaju ove teme, stav prema istraživanjima ove teme, prosečni profil pregovarača u Makedoniji, itd.).)
MATCH@E:(Those efforts and attempts offered many answers about some very important issues in this sphere (such as the average time frame of the negotiations in Republic of Macedonia, the quantity of theoretical knowledge about the negotiation mastered by businessmen, the awareness of the importance of this issue, the attitude on research of this issue, the average profile of the negotiators in Macedonia, etc.).===>Ovi napori i pokušaji ponudili su veliki broj odgovora na neka veoma značajna pitanja u ovoj sferi (kao što je prosečni vremenski okvir pregovaranja u Republici Makedoniji, količina teorijskog znanja o pregovaranju koju biznismeni imaju, svest o značaju ove teme, stav prema istraživanjima ove teme, prosečni profil pregovarača u Makedoniji, itd.).)
MATCH@M:(The general postulate is set affirmatively saying that: There are certain external (environmental) and internal (personal) factors, that possess equal level of prognostic and determination power over the quality of a negotiation process, in any conditions and situations of negotiations.===>Opšti postulat postavljen je afirmativno i glasi: Postoje određeni spoljni (faktori okruženja) i unutrašnji (lični) faktori koji poseduju jednak nivo sposobnosti prognoziranja i određivanja kvaliteta pregovaranja, u svim uslovima i situacijama u pregovaranju.)
MATCH@E:(Research hypothetical frame The general postulate is set affirmatively saying that: There are certain external (environmental) and internal (personal) factors, that possess equal level of prognostic and determination power over the quality of a negotiation process, in any conditions and situations of negotiations.===>Hipotetički okvir istraživanja Opšti postulat postavljen je afirmativno i glasi: ~~~ Postoje određeni spoljni (faktori okruženja) i unutrašnji (lični) faktori koji poseduju jednak nivo sposobnosti prognoziranja i određivanja kvaliteta pregovaranja, u svim uslovima i situacijama u pregovaranju.)
MATCH@M:(Comprehension and understanding these factors results in improvement of the quality of negotiations thus reducing the time of negotiations.===>Shvatanje i razumevanje ovih faktora vodi unapređenju kvaliteta pregovora čime se skraćuje vreme pregovaranja.)
MATCH@E:(Comprehension and understanding these factors results in improvement of the quality of negotiations thus reducing the time of negotiations.===>Shvatanje i razumevanje ovih faktora vodi unapređenju kvaliteta pregovora čime se skraćuje vreme pregovaranja.)
MATCH@M:(In essence, the kind and the character of the branch of the organization on behalf of which the negotiations are conducted, the level of management, as well as the elements of the latent maturity of negotiators, are the key determinants of that process.===>U suštini, vrsta i karakter organizacije u čije ime se pregovaranje vrši, nivo menadžmenta, kao i elementi latentne zrelosti pregovarača, predstavljaju ključne odrednice u tom procesu.)
MATCH@E:(In essence, the kind and the character of the branch of the organization on behalf of which the negotiations are conducted, the level of management, as well as the elements of the latent maturity of negotiators, are the key determinants of that process.===>U suštini, vrsta i karakter organizacije u čije ime se pregovaranje vrši, nivo menadžmenta, kao i elementi latentne zrelosti pregovarača, predstavljaju ključne odrednice u tom procesu.)
MATCH@M:(This postulate is achieved through three additional and eight individual hypotheses which directly lead to the current indicators.===>Ovaj postulat se postiže kroz niz od tri dodatne i osam pojedinačnih hipoteza koje neposredno dovode do indikatora koje sada imamo.)
MATCH@E:(This postulate is achieved through three additional and eight individual hypotheses which directly lead to the current indicators. ~~~ 6.===>Ovaj postulat se postiže kroz niz od tri dodatne i osam pojedinačnih hipoteza koje neposredno dovode do indikatora koje sada imamo. 6.)
MATCH@M:(In the course of exploration of the problem of our research, we primarily start by the theoretical analysis of the knowledge of this issue, offered by the scientists and performed by two different approaches.===>U ispitivanju teme u našem istraživanju pre svega smo počeli teorijskom analizom znanja o ovoj tematici koju su naučnici ponudili, a kojoj smo pristupili na dva načina.)
MATCH@E:(Method approach In the course of exploration of the problem of our research, we primarily start by the theoretical analysis of the knowledge of this issue, offered by the scientists and performed by two different approaches.===>Metodološki pristup U ispitivanju teme u našem istraživanju pre svega smo počeli teorijskom analizom znanja o ovoj tematici koju su naučnici ponudili, a kojoj smo pristupili na dva načina.)
MATCH@M:(Namely, in the domain of negotiations following explorations are evident: 1.)===>Naime, u domenu pregovaranja očigledna su sledeća istraživanja:)
MATCH@E:(Namely, in the domain of negotiations following explorations are evident: 1.)===>Naime, u domenu pregovaranja očigledna su sledeća istraživanja:)
MATCH@M:(The first approach is distinctive for various profiles of practitioners (solicitors, lawyers, engineers) who have systematized their negotiation knowledge and personal experiences thus offering them as original models, manners and schools.===>Prvim pristupom precizno smo odredili različite profile praktičara (pravni savetnici, advokati, inženjeri) koji su sistematizovali svoje znanje o pregovaranju i lična iskustva i ponudili ih kao originalne modele, načine i škole.)
MATCH@E:(The first approach is distinctive for various profiles of practitioners (solicitors, lawyers, engineers) who have systematized their negotiation knowledge and personal experiences thus offering them as original models, manners and schools.===>Prvim pristupom precizno smo odredili različite profile praktičara (pravni savetnici, advokati, inženjeri) koji su sistematizovali svoje znanje o pregovaranju i lična iskustva i ponudili ih kao originalne modele, načine i škole.)
MATCH@M:(The other approach is notable in the work of sociologists, sociology psychologists, management theorists who performed direct exploration of negotiations, or indirectly have made their conclusions based on the investigations of other problems and aspects of negotiations.===>Drugi pristup poznat je u radu sociologa, socio-psihologa, teoretičara menadžmenta koji su sprovodili neposredna ispitivanja pregovora ili su posredno došli do zaključaka na osnovu istraživanja drugih problema i aspekata pregovaranja.)
MATCH@E:(The other approach is notable in the work of sociologists, sociology psychologists, management theorists who performed direct exploration of negotiations, or indirectly have made their conclusions based on the investigations of other problems and aspects of negotiations (Deutsch and Krauss; Chertkoff & Conley; Baron; Hofstade and Crozier).===>Drugi pristup poznat je u radu sociologa, sociopsihologa, teoretičara menadžmenta koji su sprovodili neposredna ispitivanja pregovora ili su posredno došli do zaključaka na osnovu istraživanja drugih problema i aspekata pregovaranja (Deutsch and Krauss; Chertkoff & Conley; Baron; Hofstade and Crozier).)
MATCH@M:(The research is based on the analytical-descriptive methodology, whose goal is to select the relevant perceptions about the interpersonal relations, present in the negotiation process, and by the application of the adequate statistical procedures and conclusions will answer the questions of the research.===>Istraživanje se zasniva na analitičko-deskriptivnoj metodologiji čiji je cilj da se odrede značajne percepcije interpersonalnih odnosa koji se javljaju u procesu pregovaranja i da se nađu odgovori na pitanja postavljena u istraživanju primenom odgovarajućih statističkih postupaka i zaključaka.)
MATCH@E:(The research is based on the analytical-descriptive methodology, whose goal is to select the relevant perceptions about the interpersonal relations, present in the negotiation process, and by the application of the adequate statistical procedures and conclusions will answer the questions of the research.===>Istraživanje se zasniva na analitičko-deskriptivnoj metodologiji čiji je cilj da se odrede značajne percepcije interpersonalnih odnosa koji se javljaju u procesu pregovaranja i da se nađu odgovori na pitanja postavljena u istraživanju primenom odgovarajućih statističkih postupaka i zaključaka.)
MATCH@M:(Also, during the determination of the interaction between the different kinds of variables (like personal touch, environment elements, and interaction conditions) the most applicable proceeding is the immediate exploration of the events recorded during the real-time negotiations.===>Isto tako, tokom određivanja interakcije između različitih tipova varijabli (na primer, lični kontakt, elementi okruženja i uslovi interakcije), najprimenljiviji postupak je neposredno istraživanje događaja zabeleženih u pregovaranju u realnom vremenu.)
MATCH@E:(Also, during the determination of the interaction between the different kinds of variables (like personal touch, environment elements, and interaction conditions) the most applicable proceeding is the immediate exploration of the events recorded during the real-time negotiations.===>Isto tako, tokom određivanja interakcije između različitih tipova varijabli (na primer, lični kontakt, elementi okruženja i uslovi interakcije), najprimenljiviji postupak je neposredno istraživanje događaja zabeleženih u pregovaranju u realnom vremenu.)
MATCH@M:(It means that the classical analytical descriptive exploration is enriched by the case study.===>To znači da je klasično analitičko-deskriptivno ispitivanje obogaćeno studijom slučaja.)
MATCH@E:(It means that the classical analytical descriptive exploration is enriched by the case study.===>To znači da je klasično analitičkodeskriptivno ispitivanje obogaćeno studijom slučaja.)
MATCH@M:(All in all, the exploration primarily gains an operative character, as regards the time it is allocated in, to the immediate research of the actual, real, transitional period of living and acting.===>Sve u svemu, ispitivanje je dobilo prvenstveno operativni karakter, u pogledu vremena u kome se odvija i neposrednog istraživanja aktuelnog, stvarnog, tranzi-cionog perioda života i rada.)
MATCH@E:(All in all, the exploration primarily gains an operative character, as regards the time it is allocated in, to the immediate research of the actual, real, transitional period of living and acting.===>Sve u svemu, ispitivanje je dobilo prvenstveno operativni karakter, u pogledu vremena u kome se odvija i neposrednog istraživanja aktuelnog, stvarnog, tranzicionog perioda života i rada.)
MATCH@M:(The implemented techniques of exploration are the following: a scale poll questionnaire, evaluation technique and especially the technique of systematic observation set as case study.===>Tehnike istraživanja koje smo primenili su sledeće: anketa sa upitnikom za ocenjivanje, tehnika ocenjiva-nja i posebno tehnika sistematskog posmatranja u vidu studije slučaja.)
MATCH@E:(The implemented techniques of exploration are the following: a scale poll questionnaire, evaluation technique and especially the technique of systematic observation set as case study.===>Tehnike istraživanja koje smo primenili su sledeće: anketa sa upitnikom za ocenjivanje, tehnika ocenjivanja i posebno tehnika sistematskog posmatranja u vidu studije slučaja.)
MATCH@M:(The poll questionnaire evaluated the essential basic indicators and facts about interpersonal characteristics of the individuals relevant for this research.===>Anketni upitnik korišćen je za oce-njivanje najznačajnijih osnovnih pokazatelja i činjenica o međuljudskim odlikama pojedinaca koji su značajni za ovo istraživanje.)
MATCH@E:(The poll questionnaire evaluated the essential basic indicators and facts about interpersonal characteristics of the individuals relevant for this research.===>Anketni upitnik korišćen je za ocenjivanje najznačajnijih osnovnih pokazatelja i činjenica o međuljudskim odlikama pojedinaca koji su značajni za ovo istraživanje.)
MATCH@M:(The grading of the examinee answers (given in ence any negotiation situations are to be separated, the questionnaire form) was performed by the evaluation scale, and was described from extremely satisfying to unsatisfying regarding the knowledge about some distinctive elements of the negotiation process and their relation to it.===>Ocenjivanje odgovora ispitanika (dato na formularu upitnika) vršeno je na skali za evaluaciju, a ocene su se kretale od krajnje zadovoljavajuće do nezadovoljavajuće, za poznavanje određenih posebnih elemenata u procesu pregovaranja i njihovog odnosa prema pregovaranju.)
MATCH@E:(The grading of the examinee answers (given in the questionnaire form) was performed by the evaluation scale, and was described from extremely satisfying to unsatisfying regarding the knowledge about some distinctive elements of the negotiation process and their relation to it.===>Ocenjivanje odgovora ispitanika (dato na formularu upitnika) vršeno je na skali za evaluaciju, a ocene su se kretale od krajnje zadovoljavajuće do nezadovoljavajuće, za poznavanje određenih posebnih elemenata u procesu pregovaranja i njihovog odnosa prema pregovaranju.)
MATCH@M:(In the end, the case study enables us (on the basis of certain positions) to perform impartial observation, confirmation and description of various specific and relevant information that occurred in a concrete negotiation process - a specific situation.===>Na kraju, studija slučaja omogućava nam (na osnovu određenih pozicija) da sprovedemo objektivno posmatranje, potvrdu i opisivanje različitih specifičnih i relevantnih informacija do kojih smo došli u konkretnom pregovaračkom procesu - specifičnoj situaciji.)
MATCH@E:(In the end, the case study enables us (on the basis of certain positions) to perform impartial observation, confirmation and description of various specific and relevant information that occurred in a concrete negotiation process - a specific situation.===>Na kraju, studija slučaja omogućava nam (na osnovu određenih pozicija) da sprovedemo objektivno posmatranje, potvrdu i opisivanje različitih specifičnih i relevantnih informacija do kojih smo došli u konkretnom pregovaračkom procesu specifičnoj situaciji.)
MATCH@M:(Worth mentioning are the appropriately organized individual meetings with interested individuals, as well as a seminar where the following methods were performed: a method of teaching, a presentation technique, playing games, a video projection etc.===>Vredi pomenuti odgovarajuće organizovane pojedinačne sastanke sa zain-teresovanim pojedincima, kao i seminar na kome su primenjeni sledeći metodi: metod nastave, tehnika prezentacije, igre, video projekcija, itd.)
MATCH@E:(Worth mentioning are the appropriately organized individual meetings with interested individuals, as well as a seminar where the following methods were performed: a method of teaching, a presentation technique, playing games, a video projection etc. ~~~ 7.===>Vredi pomenuti odgovarajuće organizovane pojedinačne sastanke sa zainteresovanim pojedincima, kao i seminar na kome su primenjeni sledeći metodi: metod nastave, tehnika prezentacije, igre, video projekcija, itd. 7.)
MATCH@M:(This research is conducted in order to identify and to classify the relevant determinants of negotiation, with a special accent put on the so called environment (situation) factors.===>Ovo istraživanje je sprovedeno sa ciljem da se odrede i klasifikuju relevantne odrednice pregovaranja, sa posebnim akcentom na tzv. faktore okruženja (situa-cione faktore).)
MATCH@E:(Conclusive anticipations This research is conducted in order to identify and to classify the relevant determinants of negotiation, with a special accent put on the so called environment (situation) factors.===>Zaključna predviđanja Ovo istraživanje je sprovedeno sa ciljem da se odrede i klasifikuju relevantne odrednice pregovaranja, sa posebnim akcentom na tzv. faktore okruženja (situacione faktore).)
MATCH@M:(At that point, (contrary to the anticipations that speak about it as an “intangible phenomena of the twilight zone”) the research starts with an attitude that the negotiations are a widespread social presence, noted in many kinds of social relations, and they may and should be explored.===>U datom trenutku (suprotno očekivanjima koja o njemu govore kao o „nematerijalnoj pojavi u zoni sumraka“), istraživanje je počelo stavom da su pregovarači opšteprisutna društvena pojava, da su zapaženi u mnogim vrstama društvenih odnosa i da tu pojavu treba istražiti.)
MATCH@E:(At that point, (contrary to the anticipations that speak about it as an intangible phenomena of the twilight zone) the research starts with an attitude that the negotiations are a widespread social presence, noted in many kinds of social relations, and they may and should be explored.===>U datom trenutku (suprotno očekivanjima koja o njemu govore kao o nematerijalnoj pojavi u zoni sumraka), istraživanje je počelo stavom da su pregovarači opšteprisutna društvena pojava, da su zapaženi u mnogim vrstama društvenih odnosa i da tu pojavu treba istražiti.)
MATCH@M:(The fact that a huge number of theoretical concepts were separated did not contribute to the foundation of some eclectic theory of negotiations, on the contrary, it serves as a background to our own approach to the treatment of this problem.===>Činjenica da je izdvojen ogroman broj teorijskih koncepata nije doprinela stvaranju neke eklektičke teorije pregovaranja; upravo suprotno, ona predstavlja osnovu za naš sopstveni pristup bavljenju ovom problematikom.)
MATCH@E:(The fact that a huge number of theoretical concepts were separated did not contribute to the foundation of some eclectic theory of negotiations, on the contrary, it serves as a background to our own approach to the treatment of this problem.===>Činjenica da je izdvojen ogroman broj teorijskih koncepata nije doprinela stvaranju neke eklektičke teorije pregovaranja; upravo suprotno, ona predstavlja osnovu za naš sopstveni pristup bavljenju ovom problematikom.)
MATCH@M:(The general hypothesis about the influence of the interpsychical and environment factors over the negotiation process is not yet confirmed (the three particular hypothesis are only partially confirmed), the only confirmed influence is that of the degree of frustration tolerance over the negotiation time (which belongs to the group of the inter-psychical variables) and the influence of the type of ownership and branch of activities over the dependent collaboration and formality (which belongs to the external-environment variables).===>Opšta hipoteza o uticaju inter-fizičkih faktora i faktora okruženja na pregovarački proces još uvek nije potvrđena (tri posebne hipoteze su samo delimično potvrđene); jedini potvrđeni uticaj jeste onaj o stepenu tolerancije frustracije tokom vremena pregovaranja (a to pripada grupi inter-fizičkih varijabli) i uticaj tipa vlasništva i grane poslovanja na uzajamno zavisnu sa-radnju i formalnost (što spada u spoljne, varijable okruženja).)
MATCH@E:(The general hypothesis about the influence of the interpsychical and environment factors over the negotiation process is not yet confirmed (the three particular hypothesis are only partially confirmed), the only confirmed influence is that of the degree of frustration tolerance over the negotiation time (which belongs to the group of the inter-psychical variables) and the influence of the type of ownership and branch of activities over the dependent collaboration and formality (which belongs to the external-environment variables).===>Opšta hipoteza o uticaju inter-fizičkih faktora i faktora okruženja na pregovarački proces još uvek nije potvrđena (tri posebne hipoteze su samo delimično potvrđene); jedini potvrđeni uticaj jeste onaj o stepenu tolerancije frustracije tokom vremena pregovaranja (a to pripada grupi inter-fizičkih varijabli) i uticaj tipa vlasništva i grane poslovanja na uzajamno zavisnu saradnju i formalnost (što spada u spoljne, varijable okruženja).)
MATCH@M:(What is this due to?===>Zbog čega ovo?)
MATCH@E:(What is this due to?===>Zbog čega ovo?)
MATCH@M:(Reasons are found in the confirmations and notes of the representatives of so called “social revolution”.===>Razlozi se nalaze u potvrdi i oceni predstavnika tzv. „socijalne revolucije“.)
MATCH@E:(Reasons are found in the confirmations and notes of the representatives of so called social revolution.===>Razlozi se nalaze u potvrdi i oceni predstavnika tzv. socijalne revolucije.)
MATCH@M:(Namely, the negotiations, as a social situation, mostly depend of the interaction between the particular personal contacts of the negotiators and the external situation conditions, which create the so-called “negotiation context” (particular and unique for each new situation).===>Naime, pregovaranje kao društvena situacija uglavnom zavisi od interakcije između uzajamnog odnosa pregovarača i spoljnih, situacionih okolnosti što stvara tzv. „pregovarački kontekst“ (poseban i jedinstven za svaku novu situaciju).)
MATCH@E:(Namely, the negotiations, as a social situation, mostly depend of the interaction between the particular personal contacts of the negotiators and the external situation conditions, which create the so-called negotiation context (particular and unique for each new situation).===>Naime, pregovaranje kao društvena situacija uglavnom zavisi od interakcije između uzajamnog odnosa pregovarača i spoljnih, situacionih okolnosti što stvara tzv. pregovarački kontekst (poseban i jedinstven za svaku novu situaciju).)
MATCH@M:(There is a great probability that exactly those anticipations contribute that phenomenon should be declared as “intangible”.===>Velika je verovatnoća da upravo ovakva predviđanja treba definisati kao „nematerijalna“.)
MATCH@E:(There is a great probability that exactly those anticipations contribute that phenomenon should be declared as intangible.===>Velika je verovatnoća da upravo ovakva predviđanja treba definisati kao nematerijalna.)
MATCH@M:(Generally, we think that the solution to this problem is offered by the above mentioned anticipations (like the theory of the games, concepts of correlation).===>Uopšteno govoreći, smatramo da se rešenje ovog problema nudi ovim predviđanjima (kao što je teotija igara, koncepcije korelacija).)
MATCH@E:(Generally, we think that the solution to this problem is offered by the above mentioned anticipations (like the theory of the games, concepts of correlation).===>Uopšteno govoreći, smatramo da se rešenje ovog problema nudi ovim predviđanjima (kao što je teotija igara, koncepcije korelacija).)
MATCH@M:(Thus, if the determinants (a degree of frustration, type of ownership and branch, and probably others) which are “strong” enough to influence any negotiation situations are to be separated, then the third group of interaction determinants could be best understood and explained by the abovemen-tioned theoretical concepts.===>Stoga, ako odrednice (stepen frustracije, tip vlasništva i grana deletnosti, a verovatno i druge) koje su dovoljno „moćne“ da bi mogle da utiču na sve pregovaračke situacije treba izdvajati, onda treću grupu odrednica interakcije treba najbolje razumeti i objasniti gore navedenim teorijskim konceptima.)
MATCH@E:(Thus, if the determinants (a degree of frustration, type of ownership and branch, and probably others) which are strong enough to influence any negotiation situations are to be separated, then the third group of interaction determinants could be best understood and explained by the abovementioned theoretical concepts.===>Stoga, ako odrednice (stepen frustracije, tip vlasništva i grana deletnosti, a verovatno i druge) koje su dovoljno moćne da bi mogle da utiču na sve pregovaračke situacije treba izdvajati, onda treću grupu odrednica interakcije treba najbolje razumeti i objasniti gore navedenim teorijskim konceptima.)
MATCH@M:(Actually, this is the essential concept of the authors who deal with the situation determination of the interactive context of dyads.===>U stvari, ovo je glavni koncept autora koji se bave određivanjem situacija interaktivnog konteksta dijada.)
MATCH@E:(Actually, this is the essential concept of the authors who deal with the situation determination of the interactive context of dyads (E. Bern; C. Stayner; T. Mandic).===>U stvari, ovo je glavni koncept autora koji se bave određivanjem situacija interaktivnog konteksta dijada (E. Bern; C. Stayner; T. Mandić).)
MATCH@M:(The variables, which appear to be important determinants of the negotiation process, are the first to indicate the ownership.===>Varijable koje izgleda da su značajne odrednice pregovaračkog procesa prvo ukazuju na vlasništvo.)
MATCH@E:(The variables, which appear to be important determinants of the negotiation process, are the first to indicate the ownership.===>Varijable koje izgleda da su značajne odrednice pregovaračkog procesa prvo ukazuju na vlasništvo.)
MATCH@M:(Its influence upon the quality of negotiation is statistically confirmed regarding the aspects of: basic attitude (collaboration-competition), (X2 = 8.7 &gt; 5.99	*0.05 / s.s. 2), basic approach (formal-informal). (X2 = 7.62 &gt; 5.99 *0.05 / s.s. 2).===>Uti-caj vlasništva na kvalitet pregovaranja statistički je potvrđen u odnosu na aspekte: osnovni stav (saradnja-takmičanje) (X2 = 8.7 &gt; 5.99 *0.05 / s.s. 2), osnovni pristup (formalni-neformalni), (X2 = 7.62 &gt; 5.99 *0.05 / s.s. 2).)
MATCH@E:(Its influence upon the quality of negotiation is statistically confirmed regarding the aspects of: basic attitude (collaboration-competition), (X2 = 8.7 > 5.99 *0.05 / s.s. 2), basic approach (formal-informal).===>Uti caj vlasništva na kvalitet pregovaranja statistički je potvrđen u odnosu na aspekte: osnovni stav (saradnjatakmičanje) (X2 = 8.7 > 5.99 *0.05 / s.)
BAD_LINE_=============================================================
BAD_LINE_M:Its influence upon the quality of negotiation is statistically confirmed regarding the aspects of: basic attitude (collaboration-competition), (X2 = 8.7 &gt; 5.99	*0.05 / s.s. 2), basic approach (formal-informal). (X2 = 7.62 &gt; 5.99 *0.05 / s.s. 2).
BAD_LINE_M:Uti-caj vlasništva na kvalitet pregovaranja statistički je potvrđen u odnosu na aspekte: osnovni stav (saradnja-takmičanje) (X2 = 8.7 &gt; 5.99 *0.05 / s.s. 2), osnovni pristup (formalni-neformalni), (X2 = 7.62 &gt; 5.99 *0.05 / s.s. 2).
BAD_LINE_E:Its influence upon the quality of negotiation is statistically confirmed regarding the aspects of: basic attitude (collaboration-competition), (X2 = 8.7 > 5.99 *0.05 / s.s. 2), basic approach (formal-informal).
BAD_LINE_E:Uti caj vlasništva na kvalitet pregovaranja statistički je potvrđen u odnosu na aspekte: osnovni stav (saradnjatakmičanje) (X2 = 8.7 > 5.99 *0.05 / s.
MATCH@M:(All in all, we can with certainty declare that the: Private company owners are more cooperative and they prefer formal approach. (t = 2.98 &gt; 2.57 *0.01) This information probably emerges from the essential needs for survival and development of the company which is “on its own”.===>Sve u svemu, sa sigurnošću možemo da tvrdimo da: vlasnici privatnih kompanija su kooperativniji i opredeljeni su za formalni pristup. (t = 2.98 &gt; 2.57 *0.01) Ova informacija verovatno proizilazi iz osnovnih potreba za opstankom i razvojem kompanije koja je „na svome“.)
MATCH@E:(All in all, we can with certainty declare that the: Private company owners are more cooperative and they prefer formal approach. (t = 2.98 > 2.57 *0.01) This information probably emerges from the essential needs for survival and development of the company which is on its own.===>s. 2). ~~~ Sve u svemu, sa sigurnošću možemo da tvrdimo da: vlasnici privatnih kompanija su kooperativniji i opredeljeni su za formalni pristup. (t = 2.98 > 2.57 *0.01) Ova informacija verovatno proizilazi iz osnovnih potreba za opstankom i razvojem kompanije koja je na svome.)
MATCH@M:(This speaks about the expected and justified choice (when the private company owner claims that they are always responsive to cooperation, treaty, understanding, making compromises which guarantee survival and development).===>Ovo govori o očekivanom i opravdanom izboru (kada vlasnik privatne kompanije tvrdi da su uvek otvoreni za saradnju, sporazum, razumevanje, kompromise kojima se garantuje opstanak i razvoj).)
MATCH@E:(This speaks about the expected and justified choice (when the private company owner claims that they are always responsive to cooperation, treaty, understanding, making compromises which guarantee survival and development).===>Ovo govori o očekivanom i opravdanom izboru (kada vlasnik privatne kompanije tvrdi da su uvek otvoreni za saradnju, sporazum, razumevanje, kompromise kojima se garantuje opstanak i razvoj).)
MATCH@M:(His manner of proactive cooperation, as a personal feature, is more necessary to him than to those who work in a public sector, who, as regards the type of ownership of the capital, are less motivated to force observance to the principles of “cooperation” to a maximum.===>Njegov način proaktivne saradnje, kao crta karaktera, potrebniji je njemu nego onima koji rade u javnom sektoru, a koji su, u odnosu na tip vlasništva nad kapitalom, manje motivisani da insistiraju na poštovanju principa „saradnje“ do maksimuma.)
MATCH@E:(His manner of proactive cooperation, as a personal feature, is more necessary to him than to those who work in a public sector, who, as regards the type of ownership of the capital, are less motivated to force observance to the principles of cooperation to a maximum.===>Njegov način proaktivne saradnje, kao crta karaktera, potrebniji je njemu nego onima koji rade u javnom sektoru, a koji su, u odnosu na tip vlasništva nad kapitalom, manje motivisani da insistiraju na poštovanju principa saradnje do maksimuma.)
MATCH@M:(As a matter of fact, this is confirmed by the comments of those who worked in a “civil service” before they started their own private businesses.===>U stvari, ovo je potvrđeno i u komentarima zaposlenih u „društvenim službama“ pre nego što su otvorili svoje privatne firme.)
MATCH@E:(As a matter of fact, this is confirmed by the comments of those who worked in a civil service before they started their own private businesses.===>U stvari, ovo je potvrđeno i u komentarima zaposlenih u društvenim službama pre nego što su otvorili svoje privatne firme.)
MATCH@M:(Equation with their own business is very common among all respondents included in the research from the private sector, which is not the case with those from the public sector.===>Poistovećivanje sa svojom firmom veoma je uobičajeno među svim ispitanicima u privatnom sektoru obuhvaćenim ovim istraživanjem, što nije slučaj sa onima iz javnog sektora.)
MATCH@E:(Equation with their own business is very common among all respondents included in the research from the private sector, which is not the case with those from the public sector.===>Poistovećivanje sa svojom firmom veoma je uobičajeno među svim ispitanicima u privatnom sektoru obuhvaćenim ovim istraživanjem, što nije slučaj sa onima iz javnog sektora.)
MATCH@M:(On the other hand, the tendencies of ultimate exchange between the personal and social interests of the company most commonly are declared in public and commented among those respondents who work in “civil service” but have their own private businesses.===>S duge strane, tendencije za potpunom razmenom između ličnih i društvenih interesa kompanije uglavnom javno iznose i komentarišu ispitanici zaposleni u „društvenom sektoru“, a imaju svoje privatne firme.)
MATCH@E:(On the other hand, the tendencies of ultimate exchange between the personal and social interests of the company most commonly are declared in public and commented among those respondents who work in civil service but have their own private businesses.===>S duge strane, tendencije za potpunom razmenom između ličnih i društvenih interesa kompanije uglavnom javno iznose i komentarišu ispitanici zaposleni u društvenom sektoru, a imaju svoje privatne firme.)
MATCH@M:(Similarly, the private company owners prefer the formal approach (which can be noted at the undersigning of the documents, asking for verification, confirmation, facts, accurate data, arguments etc) which provide them an appropriate protection and which guarantee trustworthiness in the actual activity and in decision making.===>Isto tako, vlasnici privatnih firmi opredeljuju se za formalni pristup (koji je očigledan prilikom potpisivanja dokumenata, zahteva za verifikaciju, konfirmaci-ju, kad se radi o činjenicama, tačnim podacima, raspravama, itd.) koji im obezbeđuje odgovarajuću zaštitu i garantuje pouzdanost u konkretnim poslovima i odlučivanju.)
MATCH@E:(Similarly, the private company owners prefer the formal approach (which can be noted at the undersigning of the documents, asking for verification, confirmation, facts, accurate data, arguments etc) which provide them an appropriate protection and which guarantee trustworthiness in the actual activity and in decision making.===>Isto tako, vlasnici privatnih firmi opredeljuju se za formalni pristup (koji je očigledan prilikom potpisivanja dokumenata, zahteva za verifikaciju, konfirmaciju, kad se radi o činjenicama, tačnim podacima, raspravama, itd.) koji im obezbeđuje odgovarajuću zaštitu i garantuje pouzdanost u konkretnim poslovima i odlučivanju.)
MATCH@M:(The principle of “short reckonings make long friends” is normally more preferable when it comes to the negotiations of common interests, although probably there is also a space for the “private” interests, contrary to the fact that many issues are left as “open questions” (which means undefined stipulations).===>Princip „čist račun, duga ljubav“ prihvatljiviji je kad dođe do pregovora od opšteg značaja, iako verovatno postoji i prostor za „privatne“ interese, nasuprot činjenici da su mnoga pitanja ostavljena kao „otvorena“ (što znači nedefinisano ugovorena).)
MATCH@E:(The principle of short reckonings make long friends is normally more preferable when it comes to the negotiations of common interests, although probably there is also a space for the private interests, contrary to the fact that many issues are left as open questions (which means undefined stipulations).===>Princip čist račun, duga ljubav prihvatljiviji je kad dođe do pregovora od opšteg značaja, iako verovatno postoji i prostor za privatne interese, nasuprot činjenici da su mnoga pitanja ostavljena kao otvorena (što znači nedefinisano ugovorena).)
MATCH@M:(The type of work (operation) is a variable which has a strong impact upon the negotiations.===>Vrsta rada (delatnosti) predstavlja varijablu koja ima značajan uticaj na pregovaranje.)
MATCH@E:(The type of work (operation) is a variable which has a strong impact upon the negotiations.===>Vrsta rada (delatnosti) predstavlja varijablu koja ima značajan uticaj na pregovaranje.)
MATCH@M:(But contrary to the type of ownership, the type of working operative has an immediate influence upon the time of negotiations, however, it does not have any influence upon the basic attitude and the approach.===>Za razliku od tipa vlasništva, tip delatnosti ima nepsredan uticaj na vre-me pregovaranja, ali nema uticaj na osnovni stav i na pristup.)
MATCH@E:(But contrary to the type of ownership, the type of working operative has an immediate influence upon the time of negotia tions, however, it does not have any influence upon the basic attitude and the approach.===>Za razliku od tipa vlasništva, tip delatnosti ima nepsredan uticaj na vreme pregovaranja, ali nema uticaj na osnovni stav i na pristup.)
MATCH@M:(Service providers on the average spend less time in negotiations (1 hour on the average) because they have fewer issues to negotiate about and the price is already determined and it is not varying so often because it does not depend on the market.===>U uslužnim delatnostima potrebno je u proseku kraće vreme za pregovaranja (prosečno 1 sat) zato što se pregovara o manjem broju stavki, a cena je već utvrđena i ne menja se često pošto ne zavisi od tržišta.)
MATCH@E:(Service providers on the average spend less time in negotiations (1 hour on the average) because they have fewer issues to negotiate about and the price is already determined and it is not varying so often because it does not depend on the market.===>U uslužnim delatnostima potrebno je u proseku kraće vreme za pregovaranja (prosečno 1 sat) zato što se pregovara o manjem broju stavki, a cena je već utvrđena i ne menja se često pošto ne zavisi od tržišta.)
MATCH@M:(When we speak about personal variables, of only significance is the level of tolerance of frustration which has immediate impact upon the negotiation time.===>Kad govorimo o ličnim varijablama, jedino značajna je nivo tolerancije frustracije koji ima neposredan uti-caj na vreme pregovaranja.)
MATCH@E:(When we speak about personal variables, of only significance is the level of tolerance of frustration which has immediate impact upon the negotiation time.===>Kad govorimo o ličnim varijablama, jedino značajna je nivo tolerancije frustracije koji ima neposredan uticaj na vreme pregovaranja.)
MATCH@M:(There are no statistical data of exclusive importance about other conjectural relations that will point out their connection.===>Nema izuzetno značajnih statističkih podataka o drugim konjukturnim odnosima koji bi ukazivali na njihovu povezanost.)
MATCH@E:(There are no statistical data of exclusive importance about other conjectural relations that will point out their connection.===>Nema izuzetno značajnih statističkih podataka o drugim konjukturnim odnosima koji bi ukazivali na njihovu povezanost.)
MATCH@M:(Thus, the cooperation (X2 = 3.97 less than12.59 / s.s. 6) and the confidence (X2 = 2.26 less than9.49 / s.s. 4) as features of latent maturity in their exclusiveness do not have any kind of impact and influence upon the negotiation.===>Tako sa-radnja (X2 = 3.97 manje od 12.59 / s.s. 6) i poverenje (X2 = 2.26 manje od 9.49 / s.s. 4) kao osobine latentne zrelosti u svojoj ekskluzivnosti nemaju nikakav uticaj na pregovaranje.)
MATCH@E:(Thus, the cooperation (X2 = 3.97 < 12.59 / s.s. 6) and the confidence (X2 = 2.26 < 9.49 / s.s. 4) as features of latent maturity in their exclusiveness do not have any kind of impact and influence upon the negotiation.===>Tako saradnja (X2 = 3.97 < 12.59 / s. ~~~ s. 6) i poverenje (X2 = 2.26 < 9.49 / s. ~~~ s. 4) kao osobine latentne zrelosti u svojoj ekskluzivnosti nemaju nikakav uticaj na pregovaranje.)
MATCH@M:(Why is that so?===>Zašto je to tako?)
MATCH@E:(Why is that so?===>Zašto je to tako?)
MATCH@M:(The reason is very simple, namely, the power presents the functional relation between the carrier of the power and the dependent on the power.===>Razlog je jednostavan. Naime, moć predstavlja funkcionalni odnos između nosioca moći i onoga koji od te moći zavisi.)
MATCH@E:(The reason is very simple, namely, the power presents the functional relation between the carrier of the power and the dependent on the power.===>Razlog je jednostavan. ~~~ Naime, moć predstavlja funkcionalni odnos između nosioca moći i onoga koji od te moći zavisi.)
MATCH@M:(Actually, the essence of this relation is the equilibrium, but there is not enough “power” to produce action in any type of negotiations (the respondents are very aware of - “it depends who I negotiate with and about what”).===>U stvari, suština ovog odnosa jeste ravnoteža, ali nema dovoljno „moći“ koja bi proizvela akciju u bilo kojoj vrsti pregovaranja (ispitanici su veoma svesni ovoga - „zavisi s kim pregovaram i o čemu“).)
MATCH@E:(Actually, the essence of this relation is the equilibrium, but there is not enough power to produce action in any type of negotiations (the respondents are very aware of it depends who I negotiate with and about what).===>U stvari, suština ovog odnosa jeste ravnoteža, ali nema dovoljno moći koja bi proizvela akciju u bilo kojoj vrsti pregovaranja (ispitanici su veoma svesni ovoga zavisi s kim pregovaram i o čemu).)
MATCH@M:(So the power could be observed only as a personal variable which has different impacts in different situations.===>Stoga se moć može posmatrati samo kao lična varijabla (varijabla ličnosti) koja ima različit uticaj u različitim situacijama.)
MATCH@E:(So the power could be observed only as a personal variable which has different impacts in different situations.===>Stoga se moć može posmatrati samo kao lična varijabla (varijabla ličnosti) koja ima različit uticaj u različitim situacijama.)
MATCH@M:(In fact, this is quite amenable to the defining of the power as a function, correlation of power on the one hand and the dependence on that power on the other hand (Blau).===>U stvari, sasvim je prihvatljivo defini-sati moć kao funkciju, korelaciju moći, s jedne strane i zavisnost od te moći, sa druge (Blau).)
MATCH@E:(In fact, this is quite amenable to the defining of the power as a function, correlation of power on the one hand and the dependence on that power on the other hand (Blau).===>U stvari, sasvim je prihvatljivo definisati moć kao funkciju, korelaciju moći, s jedne strane i zavisnost od te moći, sa druge (Blau).)
MATCH@M:(Similar is the relationship between the cooperation and the confidence.===>Sličan je i odnos između saradnje i poverenja.)
MATCH@E:(Similar is the relationship between the cooperation and the confidence.===>Sličan je i odnos između saradnje i poverenja.)
MATCH@M:(Namely, the cooperation and the confidence - as personal features (observed separately) show no influence upon the quality of negotiation.===>Naime, saradnja i poverenje - kao osobine ličnosti (posmatra-ne zasebno) ne pokazuju uticaj na kvalitet pregovaranja.)
MATCH@E:(Namely, the cooperation and the confidence as personal features (observed separately) show no influence upon the quality of negotiation.===>Naime, saradnja i poverenje kao osobine ličnosti (posmatrane zasebno) ne pokazuju uticaj na kvalitet pregovaranja.)
MATCH@M:(The influence of those personal features rise and decline depending on the specificity of situations.===>Uticaj osobina ličnosti raste ili se smanjuje u zavisnosti od specifičnosti situacije.)
MATCH@E:(The influence of those personal features rise and decline depending on the specificity of situations.===>Uticaj osobina ličnosti raste ili se smanjuje u zavisnosti od specifičnosti situacije.)
MATCH@M:(Thus, the quality of communication depends of the perception of the partner, but also depends on the accord of the initiator.===>Stoga, kvalitet komunikacije zavisi od percepcije partnera, ali i od saglasnosti inicijatora.)
MATCH@E:(Thus, the quality of communication depends of the perception of the partner, but also depends on the accord of the initiator.===>Stoga, kvalitet komunikacije zavisi od percepcije partnera, ali i od saglasnosti inicijatora.)
MATCH@M:(This means that in a very sensitive sphere of social interaction, as the negotiations are, our cooperation and confidence could always be perceived and accepted differently by the partner, which again proves that “it depends on to whom, when and how”===>To znači da u vrlo osetljivoj sferi društvene interakcije kao što je pregovaranje, partner našu saradnju i poverenje uvek može da sagledava na drugačiji način, što opet dokazuje da „zavisi kome, kada i kako“.)
MATCH@E:(This means that in a very sensitive sphere of social interaction, as the negotiations are, our cooperation and confidence could always be perceived and accepted differently by the partner, which again proves that it depends on to whom, when and how But this is not the case with the level of tolerance of frustration.===>To znači da u vrlo osetljivoj sferi društvene interakcije kao što je pregovaranje, partner našu saradnju i poverenje uvek može da sagledava na drugačiji način, što opet dokazuje da zavisi kome, kada i kako. ~~~ Ali ovo nije slučaj sa nivoom tolerancije frustracije.)
MATCH@M:(It is well known that it has no influence upon the basic attitude (cooperation-competition) (X2 = 7.67 less than 9.49 / s.s. 4) nor over the basic approach (formal-informal), (X2 = 7.46 less than9.49 / s.s. 4), but it does certainly have influence upon the negotiation time in every situation of the negotiations (X2 = 7.4 &gt; 5.99	*0.05 / s.s. 2), which as a data is explained by the essential characteristics of this issue and its physiological pose regarding the reactions and manifestations (gestures) which emerge from the frustrations.===>Dobro je poznato da ona nema uticaj na osnovni stav (saradnja-takmičanje) (X2 = 7.67 manje od 9.49 / s.s. 4) niti na osnovni pristup (for-malni-neformalni) (X2 = 7.46 manje od 9.49 / s.s. 4), ali svakako utiče na vreme pregovaranja u svakoj pregovaračkoj situaciji (X2 = 7.4 veće od 5.99 puta 0.05 / s.s. 2), što se kao podatak objašnjava osnovnim karakteristikama ove tematike i fiziološkom pozicijom u pogledu reakcija i manifestacija (gestikulacije) koje nastaju pod utica-jem frustracije.)
MATCH@E:(It is well known that it has no influence upon the basic attitude (cooperation-competition) (X2 = 7.67 < 9.49 / s.s. 4) nor over the basic approach (formal-informal), (X2 = 7.46 < 9.49 / s.s. 4), but it does certainly have influence upon the negotiation time in every situation of the negotiations (X2 = 7.4 > 5.99 *0.05 / s.s. 2), which as a data is explained by the essential characteristics of this issue and its physiological pose regarding the reactions and manifestations (gestures) which emerge from the frustrations.===>Dobro je poznato da ona nema uticaj na osnovni stav (saradnja-takmičanje) (X2 = 7.67 < 9.49 / s. ~~~ s. 4) niti na osnovni pristup (formalni-neformalni) (X2 = 7.46 < 9.49 / s. ~~~ s. 4), ali svakako utiče na vreme pregovaranja u svakoj pregovaračkoj situaciji (X2 = 7.4 > 5.99 *0.05 / s. ~~~ s. 2), što se kao podatak objašnjava osnovnim karakteristikama ove tematike i fiziološkom pozicijom u pogledu reakcija i manifestacija (gestikulacije) koje nastaju pod uticajem frustracije.)
MATCH@M:(The question is: Could the distinctive situations of negotiations be determined so that they could be defined as representative types?===>Postavlja se pitanje: Da li se posebne pregovaračke situacije mogu odrediti tako da se mogu klasifikovati u reprezentativne tipove?)
MATCH@E:(The question is: Could the distinctive situations of negotiations be determined so that they could be defined as representative types?===>Postavlja se pitanje: ~~~ Da li se posebne pregovaračke situacije mogu odrediti tako da se mogu klasifikovati u reprezentativne tipove?)
MATCH@M:(The case study allows for this.===>Ovo se postiže studijom slučaja.)
MATCH@E:(The case study allows for this.===>Ovo se postiže studijom slučaja.)
MATCH@M:(According to the distinctive interaction characteristics those cases were grouped into several groups as follows: 1) negotiations with an unknown partner, 2) negotiations with a well known partner with lost credibility 3) negotiations with a well known partner with good cooperation.===>Prema distinktivnim karakteristikama interakcije ovi slučajevi su grupisani u nekoliko grupa: 1) pregovaranje sa nepoznatim partnerom; 2) pregovaranje sa dobro poznatim partnerom koji je izgubio kredibilitet; 3) pregovaranje sa dobro poznatim partnerom sa kojim se dobro sarađuje.)
MATCH@E:(According to the distinctive interaction characteristics those cases were grouped into several groups as follows: 1) negotiations with an unknown partner, 2) negotiations with a well known partner with lost credibility 3) negotiations with a well known partner with good cooperation.===>Prema distinktivnim karakteristikama interakcije ovi slučajevi su grupisani u nekoliko grupa:)
BAD_LINE_=============================================================
BAD_LINE_M:According to the distinctive interaction characteristics those cases were grouped into several groups as follows: 1) negotiations with an unknown partner, 2) negotiations with a well known partner with lost credibility 3) negotiations with a well known partner with good cooperation.
BAD_LINE_M:Prema distinktivnim karakteristikama interakcije ovi slučajevi su grupisani u nekoliko grupa: 1) pregovaranje sa nepoznatim partnerom; 2) pregovaranje sa dobro poznatim partnerom koji je izgubio kredibilitet; 3) pregovaranje sa dobro poznatim partnerom sa kojim se dobro sarađuje.
BAD_LINE_E:According to the distinctive interaction characteristics those cases were grouped into several groups as follows: 1) negotiations with an unknown partner, 2) negotiations with a well known partner with lost credibility 3) negotiations with a well known partner with good cooperation.
BAD_LINE_E:Prema distinktivnim karakteristikama interakcije ovi slučajevi su grupisani u nekoliko grupa:
MATCH@M:(The first one we called initiative, the second one culminative and the last we called negotiable (This division is made after the Blau theory).===>Prvi tip nazivamo inicijativnim, drugi je kulminativni, a poslednji je pregovarački (ova po-dela je napravljena po teoriji koju je postavio Blau).)
MATCH@E:(The first one we called initiative, the second one culminative and the last we called negotiable (This division is made after the Blau theory).===>1) pregovaranje sa nepoznatim partnerom; 2) pregovaranje sa dobro poznatim partnerom koji je izgubio kredibilitet; 3) pregovaranje sa dobro poznatim partnerom sa kojim se dobro sarađuje.)
BAD_LINE_=============================================================
BAD_LINE_M:The first one we called initiative, the second one culminative and the last we called negotiable (This division is made after the Blau theory).
BAD_LINE_M:Prvi tip nazivamo inicijativnim, drugi je kulminativni, a poslednji je pregovarački (ova po-dela je napravljena po teoriji koju je postavio Blau).
BAD_LINE_E:The first one we called initiative, the second one culminative and the last we called negotiable (This division is made after the Blau theory).
BAD_LINE_E:1) pregovaranje sa nepoznatim partnerom; 2) pregovaranje sa dobro poznatim partnerom koji je izgubio kredibilitet; 3) pregovaranje sa dobro poznatim partnerom sa kojim se dobro sarađuje.
MATCH@M:(The last group was entitled as “negotiable” regarding his considerations that “the negotiation is possible even in the conditions of power absence, which does not mean weakness, but means that the relation is constructed over other postulates”.===>Poslednji tip nazvan je „pregovarački“ zato što se smatra da je „pregovaranje moguće čak i uslovima odsustva moči, što ne znači slabost, već znači da se odnosi uspostavljaju preko drugih postulata“)
MATCH@E:(The last group was entitled as negotiable regarding his considerations that the negotiation is possible even in the conditions of power absence, which does not mean weakness, but means that the relation is constructed over other postulates.===>Prvi tip nazivamo inicijativnim, drugi je kulminativni, a poslednji je pregovarački (ova podela je napravljena po teoriji koju je postavio Blau).)
BAD_LINE_=============================================================
BAD_LINE_M:The last group was entitled as “negotiable” regarding his considerations that “the negotiation is possible even in the conditions of power absence, which does not mean weakness, but means that the relation is constructed over other postulates”.
BAD_LINE_M:Poslednji tip nazvan je „pregovarački“ zato što se smatra da je „pregovaranje moguće čak i uslovima odsustva moči, što ne znači slabost, već znači da se odnosi uspostavljaju preko drugih postulata“
BAD_LINE_E:The last group was entitled as negotiable regarding his considerations that the negotiation is possible even in the conditions of power absence, which does not mean weakness, but means that the relation is constructed over other postulates.
BAD_LINE_E:Prvi tip nazivamo inicijativnim, drugi je kulminativni, a poslednji je pregovarački (ova podela je napravljena po teoriji koju je postavio Blau).
MATCH@M:(And probably this is the confidence, which according to the author, but also to the practice is confirmed to be a most favourable tool for bringing up some new solutions.===>a to je verovatno poverenje, koje se, prema autoru, ali i prema praksi, smatra najboljim instrumentom za nalaženje novih re-šenja.)
MATCH@E:(And probably this is the confidence, which according to the author, but also to the practice is confirmed to be a most favourable tool for bringing up some new solutions.===>Poslednji tip nazvan je pregovarački zato što se smatra da je pregovaranje moguće čak i uslovima odsustva moći, što ne znači slabost, već znači da se odnosi uspostavljaju preko drugih postulata a to je verovatno poverenje, koje se, prema autoru, ali i prema praksi, smatra najboljim instrumentom za nalaženje novih rešenja.)
BAD_LINE_=============================================================
BAD_LINE_M:And probably this is the confidence, which according to the author, but also to the practice is confirmed to be a most favourable tool for bringing up some new solutions.
BAD_LINE_M:a to je verovatno poverenje, koje se, prema autoru, ali i prema praksi, smatra najboljim instrumentom za nalaženje novih re-šenja.
BAD_LINE_E:And probably this is the confidence, which according to the author, but also to the practice is confirmed to be a most favourable tool for bringing up some new solutions.
BAD_LINE_E:Poslednji tip nazvan je pregovarački zato što se smatra da je pregovaranje moguće čak i uslovima odsustva moći, što ne znači slabost, već znači da se odnosi uspostavljaju preko drugih postulata a to je verovatno poverenje, koje se, prema autoru, ali i prema praksi, smatra najboljim instrumentom za nalaženje novih rešenja.
MATCH@M:(Many authors suggest some new models in which the main stress is put on the issue of reformulation of the positions of observing of the negotiation process as a problem that urges a mutual creative solution, actually that needs the answer to the question of how to	?! So, that is the key moment and key step in successful negotiations.===>Mnogi autori predlažu neke nove modele u kojima se naglasak stavlja na pitanje preformulacije pozicija posmatranja pregovaračkog procesa kao problema koji zahteva zajedničko kreativno rešenje, u stvari, koji traži odgovor na pitanje kako ...? Stoga je to ključni momenat i ključni korak u uspešnim pregovorima.)
MATCH@E:(Many authors suggest some new models in which the main stress is put on the issue of reformulation of the positions of observing of the negotiation process as a problem that urges a mutual creative solution, actually that needs the answer to the question of how to…?! So, that is the key moment and key step in successful negotiations.===>Mnogi autori predlažu neke nove modele u kojima se naglasak stavlja na pitanje preformulacije pozicija posmatranja pregovaračkog procesa kao problema koji zahteva zajedničko kreativno rešenje, u stvari, koji traži odgovor na pitanje kako ...? ~~~ Stoga je to ključni momenat i ključni korak u uspešnim pregovorima.)
MATCH@M:(That is the moment when both sides are brought into a so called “situation of alert” (through a variety of “culmination situations” in which the power is the strongest tool) when they start to search for the most acceptable solution.===>To je trenutak kada su obe strane dovedene u tzv. „alarmantnu situaciju“ (putem velikog broja „situacija kulminacije“ u kojima je moć najjači instrument) kada počinju da tragaju za najprihvatljivijim rešenjem.)
MATCH@E:(That is the moment when both sides are brought into a so called situation of alert (through a variety of culmination situations in which the power is the strongest tool) when they start to search for the most acceptable solution.===>To je trenutak kada su obe strane dovedene u tzv. alarmantnu situaciju (putem velikog broja situacija kulminacije u kojima je moć najjači instrument) kada počinju da tragaju za najprihvatljivijim rešenjem.)
MATCH@M:(From the above mentioned, in a context of the methodology goal of the research, it turns out that the theoretical models in which the moment of “re-formulation” is accended, as a separate step, seems to be more acceptable and superior (Rayder, Koleman, Mandic).===>Iz gore navedenog, a u kontekstu metodološkog cilja istraživanja, ispostavlja se da su teorijski modeli u kojima se podiže momenat „preformulacije“ kao poslednji korak, prihvatljiviji i superiorni (Rayder, Kole-man, Mandic).)
MATCH@E:(From the above mentioned, in a context of the methodology goal of the research, it turns out that the theoretical models in which the moment of re-formulation is accended, as a separate step, seems to be more acceptable and superior (Rayder, Koleman, Mandic).===>Iz gore navedenog, a u kontekstu metodološkog cilja istraživanja, ispostavlja se da su teorijski modeli u kojima se podiže momenat preformulacije kao poslednji korak, prihvatljiviji i superiorni (Rayder, Koleman, Mandic).)
MATCH@M:(Talking about the approach of observing, analyzing and exploration of the negotiations, the most impressive is the approach represented by the transaction analysis.===>Kad govorimo o pristupu posmatranju, analiziranju i ispitivanju pregovaranja, najimpresivni-ji je pristup koji predstavlja transakciona analiza.)
MATCH@E:(Talking about the approach of observing, analyzing and exploration of the negotiations, the most impressive is the approach represented by the transaction analysis.===>Kad govorimo o pristupu posmatranju, analiziranju i ispitivanju pregovaranja, najimpresivniji je pristup koji predstavlja transakciona analiza.)
MATCH@M:(Here we notice a maximum simplifying of the understanding about the mutual relations between two or more individuals caaught in the act of negotiating.===>Ov-de zapažamo najveće pojednostavljenje shvatanja međusobnih odnosa između dva ili više pojedinaca „uhvaćenih“ u činu pregovaranja.)
MATCH@E:(Here we notice a maximum simplifying of the understanding about the mutual relations between two or more individuals caaught in the act of negotiating.===>Ovde zapažamo najveće pojednostavljenje shvatanja međusobnih odnosa između dva ili više pojedinaca uhvaćenih u činu pregovaranja.)
MATCH@M:(The analysis of the transactions which “come one after another” during the time of negotiation, amended by the knowledge about the “games” which occur in the business world, offers a different kind of opportunity for a scientific treatment of this problem.===>Analiza transakcija koje „dolaze jedna za drugom“ tokom pregovaranja, obogaćena poznavanjem „igara“ koje su prisutne u poslovnom svetu, nudi drugačiju mogućnost za naučnu obradu ove problematike.)
MATCH@E:(The analysis of the transactions which come one after another during the time of negotiation, amended by the knowledge about the games which occur in the business world, offers a different kind of opportunity for a scientific treatment of this problem.===>Analiza transakcija koje dolaze jedna za drugom tokom pregovaranja, obogaćena poznavanjem igara koje su prisutne u poslovnom svetu, nudi drugačiju mogućnost za naučnu obradu ove problematike.)
MATCH@M:(This certainly does not mean psychologizing the business operation, but yet it calls for acceptance of the obvious facts that, when we speak about analyzing the external manifestations, in no circumstance is it allowed to neglect their connection to the elements which create the “man as a whole”.===>Ovo svakako ne znači psihologizovanje poslovne operacije, mada ipak zahteva da se prihvate očigledne činjenice da, kada govorimo o analiziranju spoljnih manifestacija, ni u kom slučaju ne smemo da zanemarimo da su one povezane sa elementima koji čine „čove-ka kao celinu“.)
MATCH@E:(This certainly does not mean psychologizing the business operation, but yet it calls for acceptance of the obvious facts that, when we speak about analyzing the external manifestations, in no circumstance is it allowed to neglect their connection to the elements which create the man as a whole.===>Ovo svakako ne znači psihologizovanje poslovne operacije, mada ipak zahteva da se prihvate očigledne činjenice da, kada govorimo o analiziranju spoljnih manifestacija, ni u kom slučaju ne smemo da zanemarimo da su one povezane sa elementima koji čine čoveka kao celinu.)
MATCH@M:(That is the reason why we are closely related to those authors who especially emphasize the science about mankind (Cicourel), rather than those who classified this problem as an “intangible phenomenon”, that anyone can “juggle” with.===>Ovo je razlog što smo veoma skloni autorima koji posebno naglašavaju nauku o čovečanstvu (Cicourel), pre nego onima koji ovu problematiku klasifikuju u „nematerijalne pojave“ kojima svako može da „žonglira“.)
MATCH@E:(That is the reason why we are closely related to those authors who especially emphasize the science about mankind (Cicourel), rather than those who classified this problem as an intangible phenomenon, that anyone can juggle with.===>Ovo je razlog što smo veoma skloni autorima koji posebno naglašavaju nauku o čovečanstvu (Cicourel), pre nego onima koji ovu problematiku klasifikuju u nematerijalne pojave kojima svako može da žonglira.)
MATCH@M:(The fact about existence of a lot more schools, branches, seminars, trainings for negotiators, compared to the number of relevant scientific research of this sphere speaks about the inadequate approach to the observing of this problem.===>Činjenica da postoji još mnogo škola, ogranaka, seminara, obuke za pregovarače u odnosu na broj relevantnih naučnih istraživanja u ovoj sferi ukazuje na to da je pristup posmatranju ove problematike neadekvatan.)
MATCH@E:(The fact about existence of a lot more schools, branches, seminars, trainings for negotiators, compared to the number of relevant scientific research of this sphere speaks about the inadequate approach to the observing of this problem.===>Činjenica da postoji još mnogo škola, ogranaka, seminara, obuke za pregovarače u odnosu na broj relevantnih naučnih istraživanja u ovoj sferi ukazuje na to da je pristup posmatranju ove problematike neadekvatan.)
MATCH@M:(We do hope that the previous statements about the distinctive character and interdisciplinary feature of the phenomenon of negotiations will reach those who in R. Macedonia have the intention to legally protect the exclusiveness to practice this skill (negotiation-meditation in judicature).===>Iskreno se nadamo da će prethodne tvrdnje o distinktivnom karakteru i interdisciplinarnosti pregovaranja kao fenomena doći do onih u R. Makedoniji koji na-meravaju da zakonom zaštite ekskluzivitet u bavljenju ovom veštinom (medijacija u pregovaranju u pravnoj formi).)
MATCH@E:(We do hope that the previous statements about the distinctive character and interdisciplinary feature of the phenomenon of negotiations will reach those who in R. Macedonia have the intention to legally protect the exclusiveness to practice this skill (negotiation-meditation in judicature).===>Iskreno se nadamo da će prethodne tvrdnje o distinktivnom karakteru i interdisciplinarnosti pregovaranja kao fenomena doći do onih u R. Makedoniji koji nameravaju da zakonom zaštite ekskluzivitet u bavljenju ovom veštinom (medijacija u pregovaranju u pravnoj formi).)
MATCH@M:(They should understand and accept the essential differences between the above mentioned approaches.===>Oni treba da shvate i prihvate suštinske razlike između gore navedenih pristupa.)
MATCH@E:(They should understand and accept the essential differences between the above mentioned approaches.===>Oni treba da shvate i prihvate suštinske razlike između gore navedenih pristupa.)
MATCH@M:(Namely, practicing activities that should stand for the act of negotiation, and meditation, are open to everyone, but the exclusiveness of their scientific treatment belongs to the science about the man, whose superior behavior regarding his acts and tools were elaborated several times in this research.===>Naime, bavljenje aktivnostima koje predstavljaju akt pregovaranja i medijacije otvoreno je za svakog, ali ekskluzivitet naučnog bavljenja ovom tematikom pripada nauci o čo-veku o čijem je nadmoćnom ponašanju u smislu njegovih postupaka i instrumenata već nekoliko puta bilo reči u ovom istraživanju.)
MATCH@E:(Namely, practicing activities that should stand for the act of negotiation, and meditation, are open to everyone, but the exclusiveness of their scientific treatment belongs to the science about the man, whose superior behavior regarding his acts and tools were elaborated several times in this research.===>Naime, bavljenje aktivnostima koje predstavljaju akt pregovaranja i medijacije otvoreno je za svakog, ali ekskluzivitet naučnog bavljenja ovom tematikom pripada nauci o čoveku o čijem je nadmoćnom ponašanju u smislu njegovih postupaka i instrumenata već nekoliko puta bilo reči u ovom istraživanju.)
MATCH@M:(The profile of the average negotiator in Macedonia points out that the differences between various negotiators, coming from various hierarchy levels, different types of ownerships and business operation have no statistical significance and mainly they remain neutral.===>Profil prosečnog pregovarača u Makedoniji ukazuje na to da razlike između različitih pregovarača koji pripadaju različitim nivoima hijerarhije, različitim tipovima vlasništva i poslovnih delatnosti nisu statistički značajne i uglavnom ostaju neutralne.)
MATCH@E:(The profile of the average negotiator in Macedonia points out that the differences between various negotiators, coming from various hierarchy levels, different types of ownerships and business operation have no statistical significance and mainly they remain neutral.===>Profil prosečnog pregovarača u Makedoniji ukazuje na to da razlike između različitih pregovarača koji pripadaju različitim nivoima hijerarhije, različitim tipovima vlasništva i poslovnih delatnosti nisu statistički značajne i uglavnom ostaju neutralne.)
MATCH@M:(Only several concessions toward extremes were noticed considering the issue of need of training and emotional attitude toward negotiations.===>Zapaženo je samo nekoliko ekstrema kada je u pitanju potreba za obukom i emocionalni stav prema pregovaračima.)
MATCH@E:(Only several concessions toward extremes were noticed considering the issue of need of training and emotional attitude toward negotiations.===>Zapaženo je samo nekoliko ekstrema kada je u pitanju potreba za obukom i emocionalni stav prema pregovaračima.)
MATCH@M:(All in all, the average Macedonian negotiator prefers individual negotiations, where the decision sphere is accepted as an exclusive act and business secret.===>Sve u svemu, prosečni pregovarač u Makedoniji više voli individualna pregovaranja, u kojima se sfera odlučivanja prihvata kao ekskluzivni akt i poslovna tajna.)
MATCH@E:(All in all, the average Macedonian negotiator prefers individual negotiations, where the decision sphere is accepted as an exclusive act and business secret.===>Sve u svemu, prosečni pregovarač u Makedoniji više voli individualna pregovaranja, u kojima se sfera odlučivanja prihvata kao ekskluzivni akt i poslovna tajna.)
MATCH@M:(He does not accept too much risk, nor does he take any immediate steps during the negotiations.===>On ne prihvata preveliki rizik, niti preduzima nagle korake tokom pregovaranja.)
MATCH@E:(He does not accept too much risk, nor does he take any immediate steps during the negotiations.===>On ne prihvata preveliki rizik, niti preduzima nagle korake tokom pregovaranja.)
MATCH@M:(He has only a modest knowledge about this process, but he is not always aware of that.===>Njegovo znanje o ovom procesu je skromno, ali on toga nije uvek svestan.)
MATCH@E:(He has only a modest knowledge about this process, but he is not always aware of that.===>Njegovo znanje o ovom procesu je skromno, ali on toga nije uvek svestan.)
MATCH@M:(In fact he appreciates this activity as a key one and he is always ready to edify himself.===>U stvari, on ovu aktivnost smatra ključnom i uvek je spreman da se usavršava.)
MATCH@E:(In fact he appreciates this activity as a key one and he is always ready to edify himself.===>U stvari, on ovu aktivnost smatra ključnom i uvek je spreman da se usavršava.)
MATCH@M:(According to him, the key determinants of the negotiation are the partner and the problem of negotiation.===>Po njemu, ključne odrednice pregovaranja su partner i problem o kome se pregovara.)
MATCH@E:(According to him, the key determinants of the negotiation are the partner and the problem of negotiation.===>Po njemu, ključne odrednice pregovaranja su partner i problem o kome se pregovara.)
MATCH@M:(From the entire theoretical argument (regarding the various aspects of risking issue) the following conclusions are of great importance: 1) the level of risk taking is in correlation to the value system and the culture of the individuals who make decisions; 2) the risk is greater when the decision is made by a group.===>Iz celokupne teorijske rasprave (u vezi sa različitim aspektima pitanja rizika) značajni su sledeći zaključci: 1) nivo rizikovanja je u korelaciji sa sistemom vrednosti i kulturom pojedinaca koji donose odluke; 2) rizik je veći kada se odluke donose grupno.)
MATCH@E:(From the entire theoretical argument (regarding the various aspects of risking issue) the following conclusions are of great importance: 1) the level of risk taking is in correlation to the value system and the culture of the individuals who make decisions; 2) the risk is greater when the decision is made by a group.===>Iz celokupne teorijske rasprave (u vezi sa različitim aspektima pitanja rizika) značajni su sledeći zaključci: ~~~ 1) nivo rizikovanja je u korelaciji sa sistemom vrednosti i kulturom pojedinaca koji donose odluke; 2) rizik je veći kada se odluke donose grupno.)
MATCH@M:(That attitude could represent the base for status determination of the average Macedonian negotiator, regarding his relation to the negotiators from various social milieus.===>Ovaj stav može da predstavlja osnov za određivanje statusa prosečnog pregovarača u Makedoniji, u odnosu na pregovarače iz različitih društvenih sredina.)
MATCH@E:(That attitude could represent the base for status determination of the average Macedonian negotiator, regarding his relation to the negotiators from various social milieus.===>Ovaj stav može da predstavlja osnov za određivanje statusa prosečnog pregovarača u Makedoniji, u odnosu na pregovarače iz različitih društvenih sredina.)
MATCH@M:(Unfortunately, we do not know anything about the results of similar serious pieces of research conducted in this country, besides, perhaps, the research into the motives for achieving the goal (Lazarevic, Havelka; T. Nikolovski), which are highlighted as important determinants for setting and achieving the goals.===>Nažalost, ne znamo ništa o rezultatima sličnih istraživanja sprovedenih u našoj zemlji, osim, možda, istraživanja motiva za postizanjem cilja (Lazarević, Havel-ka; T. Nikolovski) koji su naglašeni kao značajne odrednice za postavljanje i postizanje ciljeva.)
MATCH@E:(Unfortunately, we do not know anything about the results of similar serious pieces of research conducted in this country, besides, perhaps, the research into the motives for achieving the goal (Lazarevic, Havelka; T. Nikolovski), which are highlighted as important determinants for setting and achieving the goals.===>Nažalost, ne znamo ništa o rezultatima sličnih istraživanja sprovedenih u našoj zemlji, osim, možda, istraživanja motiva za postizanjem cilja (Lazarević, Havelka; T. Nikolovski) koji su naglašeni kao značajne odrednice za postavljanje i postizanje ciljeva.)
MATCH@M:(The above mentioned authors noticed an unsatisfactory low level of existence of such a motive in this country, which could probably be connected to the influence of some characteristics of the previous social system (anti-entrepreneurship, contract economy, phobia of the private ownership, tendency of averaging, lack of initiative), as well as to the influence of some traditional values.===>Gore po-menuti autori zapažaju da je nivo ovakvog motiva kod nas na nezadovoljavajuće niskom nivou, što se vero-vatno može povezati sa uticajem nekih karakteristika prethodnog društvenog sistema (anti-preduzetnički, ugovorna privreda, fobija od privatnog vlasništva, tendencija ka osrednjosti, nedostatak inicijative), kao i uticaju nekih tradicionalnih vrednosti.)
MATCH@E:(The above mentioned authors noticed an unsatisfactory low level of existence of such a motive in this country, which could probably be connected to the influence of some characteristics of the previous social system (anti-entrepreneurship, contract economy, phobia of the private ownership, tendency of averaging, lack of initiative), as well as to the influence of some traditional values.===>Gore pomenuti autori zapažaju da je nivo ovakvog motiva kod nas na nezadovoljavajuće niskom nivou, što se verovatno može povezati sa uticajem nekih karakteristika prethodnog društvenog sistema (anti-preduzetnički, ugovorna privreda, fobija od privatnog vlasništva, tendencija ka osrednjosti, nedostatak inicijative), kao i uticaju nekih tradicionalnih vrednosti.)
MATCH@M:(Observing several popular sayings such as “Do not distinguish yourself”, “Golden mean”, ’’Measure twice cut just once”, ”A humble head suffers no sword” indicate that our value system always forced the “modesty and balance” which makes us different from the societies in which the competition and risks are systematically enforced (even in the education process).===>Kad se uzme u obzir nekoliko popularnih izreka kao što su „Ne ističi se“, „zlatna sredina“, „Dvaput meri, a jedamput seci“, „Neće grom u koprive“, vidi se da je naš sistem vrednosti uvek isticao „umerenost i ravnotežu“ po čemu se razlikujemo od društava u kojima se konkurencija i rizik sistematski nameću (čak i procesu obrazovanja).)
MATCH@E:(Observing several popular sayings such as Do not distinguish yourself, Golden mean, Measure twice cut just once, A humble head suffers no sword indicate that our value system always forced the modesty and balance which makes us different from the societies in which the competition and risks are systematically enforced (even in the education process).===>Kad se uzme u obzir nekoliko popularnih izreka kao što su Ne ističi se, zlatna sredina, Dvaput meri, a jedamput seci, Neće grom u koprive, vidi se da je naš sistem vrednosti uvek isticao umerenost i ravnotežu po čemu se razlikujemo od društava u kojima se konkurencija i rizik sistematski nameću (čak i procesu obrazovanja).)
MATCH@M:(Probably, the new social system that is promoted, in which the individuality, free competition, team work and entrepreneurship are part of the instrumental values will contribute to change of awareness and their greater acceptance.===>Novi sistem koji se uvodi, u kojem će individualnost, slobodna konkurencija, timski rad i preduzetništvo biti deo instrumentalnih vrednosti verovano će doprine-ti promeni svesti i širem prihvatanju ovih vrednosti.)
MATCH@E:(Probably, the new social system that is promoted, in which the individuality, free competition, team work and entrepreneurship are part of the instrumental values will contribute to change of awareness and their greater acceptance.===>Novi sistem koji se uvodi, u kojem će individualnost, slobodna konkurencija, timski rad i preduzetništvo biti deo instrumentalnih vrednosti verovano će doprineti promeni svesti i širem prihvatanju ovih vrednosti.)
MATCH@M:(In the end, we can conclude that the majority of the set goals of this scientific work were achieved.===>Na kraju, možemo da zaključimo da je većina postavljenih ciljeva u ovom naučnom radu postignuta.)
MATCH@E:(In the end, we can conclude that the majority of the set goals of this scientific work were achieved.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In the end, we can conclude that the majority of the set goals of this scientific work were achieved.
BAD_LINE_M:Na kraju, možemo da zaključimo da je većina postavljenih ciljeva u ovom naučnom radu postignuta.
BAD_LINE_E:In the end, we can conclude that the majority of the set goals of this scientific work were achieved.
BAD_LINE_E:
MATCH@M:(Emphasizing of the influence of situational factors as key determinants of different social relations is quite justified, although when we speak about negotiations, the key factors of influence should be searched for among the interaction between the situational factors and some personal features of behavior.===>Naglašavanje uticaja situacionih faktora kao ključnih odrednica različitih društvenih odnosa sasvim je opravdano, iako, kad govorimo o pregovorima, ključne faktore uticaja treba tražiti u uzajamnom uticaju između situacionih faktora i nekih ličnih odlika ponašanja.)
MATCH@E:(Emphasizing of the influence of situational factors as key determinants of different social relations is quite justified, although when we speak about negotiations, the key factors of influence should be searched for among the interaction between the situational factors and some personal features of behavior.===>Tabela 1. ~~~ Profil prosečnog pregovarača u Makedoniji Kad posmatramo gore navedene varijable, ozbiljno je istraženo samo pitanje rizika u odlučivanju (Stoner, Kogan & Wallach, Miller, Moscovici & Zavalloni, De LITERATURA Š1Ë Becker, F.E; Wormann, J:)
BAD_LINE_=============================================================
BAD_LINE_M:Emphasizing of the influence of situational factors as key determinants of different social relations is quite justified, although when we speak about negotiations, the key factors of influence should be searched for among the interaction between the situational factors and some personal features of behavior.
BAD_LINE_M:Naglašavanje uticaja situacionih faktora kao ključnih odrednica različitih društvenih odnosa sasvim je opravdano, iako, kad govorimo o pregovorima, ključne faktore uticaja treba tražiti u uzajamnom uticaju između situacionih faktora i nekih ličnih odlika ponašanja.
BAD_LINE_E:Emphasizing of the influence of situational factors as key determinants of different social relations is quite justified, although when we speak about negotiations, the key factors of influence should be searched for among the interaction between the situational factors and some personal features of behavior.
BAD_LINE_E:Tabela 1. ~~~ Profil prosečnog pregovarača u Makedoniji Kad posmatramo gore navedene varijable, ozbiljno je istraženo samo pitanje rizika u odlučivanju (Stoner, Kogan & Wallach, Miller, Moscovici & Zavalloni, De LITERATURA Š1Ë Becker, F.E; Wormann, J:
MATCH@M:(It is worth mentioning that as a special contribution to this science work we emphasize: 1) Detection of several so-called “strong” determinants of negotiation; 2) Establishment and constitution of the three types of negotiation situations and 3) Preparation of the new instrument “The Protocol of recording the negotiation process”.===>Vredi pomenuti da kao poseban doprinos ovom naučnom radu ističemo: 1) otkriće nekoliko tzv. „jakih“ odrednica pregovaranja; 2) uspostavljanje i definisanje tri tipa pregovaračkih situacija i 3) pripremu novog instrumenta „Protokol beleženja pregovaračkog procesa“.)
MATCH@E:(It is worth mentioning that as a special contribution to this science work we emphasize: 1) Detection of several so-called strong determinants of negotiation; 2) Establishment and constitution of the three types of negotiation situations and 3) Preparation of the new instrument The Protocol of recording the negotiation process.===>)
BAD_LINE_=============================================================
BAD_LINE_M:It is worth mentioning that as a special contribution to this science work we emphasize: 1) Detection of several so-called “strong” determinants of negotiation; 2) Establishment and constitution of the three types of negotiation situations and 3) Preparation of the new instrument “The Protocol of recording the negotiation process”.
BAD_LINE_M:Vredi pomenuti da kao poseban doprinos ovom naučnom radu ističemo: 1) otkriće nekoliko tzv. „jakih“ odrednica pregovaranja; 2) uspostavljanje i definisanje tri tipa pregovaračkih situacija i 3) pripremu novog instrumenta „Protokol beleženja pregovaračkog procesa“.
BAD_LINE_E:It is worth mentioning that as a special contribution to this science work we emphasize: 1) Detection of several so-called strong determinants of negotiation; 2) Establishment and constitution of the three types of negotiation situations and 3) Preparation of the new instrument The Protocol of recording the negotiation process.
BAD_LINE_E:
MATCH@M:(The management consulting service can be defined as successful only if the client is satisfied with the results and the manner in which the consultant is engaged, however, in order that the consultant be able to deliver the service in a satisfactory manner, he must have certain skills.===>Menadžment konsalting usluga može biti definisana kao uspesna samo ako je klijent zadovoljan rezultatom i načinom anga'ovanja konsultanta, a da bi konsultant mogao da realizuje uslugu na zadovoljavajućem nivou, neophodno je da poseduje određene sposobnosti.)
MATCH@E:(The management consulting service can be defined as successful only if the client is satisfied with the results and the manner in which the consultant is engaged, however, in order that the consultant be able to deliver the service in a satisfactory manner, he must have certain skills.===>Menadžment konsalting usluga može biti definisana kao uspešna samo ako je klijent zadovoljan rezultatom i načinom angažovanja konsultanta, a da bi konsultant mogao da realizuje uslugu na zadovoljavajućem nivou, neophodno je da poseduje određene sposobnosti.)
MATCH@M:(The reasons for hiring consultants in the SMEE sector the consultants- competences, and the performance indicators of the management consulting service, represent the guidelines for consultants to achieve the best possible effects in consulting services.===>Razlozi anga'ovanja konsultanta u sektoru MSPP, sposobnosti konsultanta, kao i pokazatelji uspeha menadžment konsalting usluge, identifikovani od strane klijenta, predstavljaju smernicu konsultantima u cilju postizanja sto boljih efekata konsalting usluga.)
MATCH@E:(The reasons for hiring consultants in the SMEE sector the consultants- competences, and the performance indicators of the management consulting service, represent the guidelines for consultants to achieve the best possible effects in consulting services. ~~~ 1.===>Razlozi angažovanja konsultanta u sektoru MSPP, sposobnosti konsultanta, kao i pokazatelji uspeha menadžment konsalting usluge, identifikovani od strane klijenta, predstavljaju smernicu konsultantima u cilju postizanja što boljih efekata konsalting usluga.)
MATCH@M:(It is for more than the last twenty years the last century that the world economy recorded an increased growth in the consulting industry.===>Više od dvadeset godina krajem prošlog veka, u svet-skoj privredi beležen je nadprosečan rast konsalting industrije.)
MATCH@E:(Introduction It is for more than the last twenty years the last century that the world economy recorded an increased growth in the consulting industry.===>Uvod Više od dvadeset godina krajem prošlog veka, u svetskoj privredi beležen je nadprosečan rast konsalting industrije.)
MATCH@M:(Driven by the constant growth in demand, the margins grew to be inordinately high and the consulting firms were in a position to employ the best experts in the so-called war for talents.===>Vođene stalnim rastom tražnje, marže su postale izuzetno visoke, a konsalting firme su zapošljavale najstručnije ljude u takozvanom ratu za talente .)
MATCH@E:(Driven by the constant growth in demand, the margins grew to be inordinately high and the consulting firms were in a position to employ the best experts in the so-called war for talents Š11Ë.===>Vođene stalnim rastom tražnje, marže su postale izuzetno visoke, a konsalting firme su zapošljavale najstručnije ljude u takozvanom ratu za talente Š11Ë.)
MATCH@M:(The beginning of this century saw the changes in this area.===>Početkom ovog veka, došlo je do promena.)
MATCH@E:(The beginning of this century saw the changes in this area.===>Početkom ovog veka, došlo je do promena.)
MATCH@M:(The growth of the consulting industry was halted; it recorded stagnation and even negative results.===>Rast konsalting industrije se smanjio i došlo je do stagnacije odnosno negativnih rezultata.)
MATCH@E:(The growth of the consulting industry was halted; it recorded stagnation and even negative results (Figure 1).===>Rast konsalting industrije se smanjio i došlo je do stagnacije odnosno negativnih rezultata (Slika 1).)
MATCH@M:(The old rules of the game did not hold any longer.===>Stara pravila igre prestala su da važe.)
MATCH@E:(The old rules of the game did not hold any longer Š21Ë.===>Stara pravila igre prestala su da važe Š21Ë.)
MATCH@M:(Simultaneously, the customers have become ever more sophisticated and more demanding, aware of their importance, and therefore more powerful.===>Istovremeno, kupci postaju sve sofisticiraniji i zahtevniji, svesni svoje uloge, time moćniji i zahtevniji.)
MATCH@E:(Simultaneously, the customers have become ever more sophisticated and more demanding, aware of their importance, and therefore more powerful.===>Istovremeno, kupci postaju sve sofisticiraniji i zahtevniji, svesni svoje uloge, time moćniji i zahtevniji.)
MATCH@M:(This led to profit rates being reduced and even threatened the survival of the consulting firms on the market; however, the consulting sector proved to be flexible enough and managed to overcome the crisis.===>To je smanjilo stopu dobiti, pa čak pretilo opstanku konsalting preduzeća na tržištu, međutim, konsalting sektor je pokazao fleksibilnost i sposobnost da izađe iz krize.)
MATCH@E:(This led to profit rates being reduced and even threatened the survival of the consulting firms on the market; however, the consulting sector proved to be flexible enough and managed to overcome the crisis.===>To je smanjilo stopu dobiti, pa čak pretilo opstanku konsalting preduzeća na tržištu, međutim, konsalting sektor je pokazao fleksibilnost i sposobnost da izađe iz krize.)
MATCH@M:(In the economic environment in this country, the services of the management consulting have been taken into serious consideration only in the few past years.===>U našem privrednom ambijentu, usluge menadžment konsaltinga u ozbiljnijem obimu pojavile su se tek u poslednih nekoliko godina.)
MATCH@E:(The size of the European management consulting market, 1998-2007 Š27Ë In the economic environment in this country, the services of the management consulting have been taken into serious consideration only in the few past years.===>Veličina evropskog menadžment konsalting tržišta 1998-2007 Š27Ë U našem privrednom ambijentu, usluge menadžment konsaltinga u ozbiljnijem obimu pojavile su se tek u poslednih nekoliko godina.)
BAD_LINE_=============================================================
BAD_LINE_M:In the economic environment in this country, the services of the management consulting have been taken into serious consideration only in the few past years.
BAD_LINE_M:U našem privrednom ambijentu, usluge menadžment konsaltinga u ozbiljnijem obimu pojavile su se tek u poslednih nekoliko godina.
BAD_LINE_E:The size of the European management consulting market, 1998-2007 Š27Ë In the economic environment in this country, the services of the management consulting have been taken into serious consideration only in the few past years.
BAD_LINE_E:Veličina evropskog menadžment konsalting tržišta 1998-2007 Š27Ë U našem privrednom ambijentu, usluge menadžment konsaltinga u ozbiljnijem obimu pojavile su se tek u poslednih nekoliko godina.
MATCH@M:(The extremely changing business environment, the globalization effects, an increasing competition on the market, etc., actually press the firms to change constantly and improve their business operations.===>Ekstremno promenljivo poslovno okruženje, efekti globalizacije, sve veća konkurencija na tržištu, itd., prosto teraju preduzeća da konstantno menjaju i da sve više unapređuju svoje poslovanje.)
MATCH@E:(The extremely changing business environment, the globalization effects, an increasing competition on the market, etc., actually press the firms to change constantly and improve their business operations.===>Ekstremno promenljivo poslovno okruženje, efekti globalizacije, sve veća konkurencija na tržištu, itd., prosto teraju preduzeća da konstantno menjaju i da sve više unapređuju svoje poslovanje.)
MATCH@M:(In such a situation it is necessary that each segment of business be raised to as high a competence level as possible, this being the matter of the firm survival.===>U takvoj situaciji, potrebno je svaki segment poslovanja podiči na što je moguće viši nivo kompetentnosti, jer to je postalo pitanje opstanka preduzeća.)
MATCH@E:(In such a situation it is necessary that each segment of business be raised to as high a competence level as possible, this being the matter of the firm survival.===>U takvoj situaciji, potrebno je svaki segment poslovanja podići na što je moguće viši nivo kompetentnosti, jer to je postalo pitanje opstanka preduzeća.)
MATCH@M:(This actually means that the firms have to do business even beyond the boundaries of their own knowledge and time available.===>A to zapravo znaci da preduzeća moraju da posluju čak i iznad granica sopstvenog znanja i raspoloživog vremena.)
MATCH@E:(This actually means that the firms have to do business even beyond the boundaries of their own knowledge and time available.===>A to zapravo znači da preduzeća moraju da posluju čak i iznad granica sopstvenog znanja i raspoloživog vremena.)
MATCH@M:(It is beyond these boundaries that they require external aid from the individuals and firms commanding a high level of professional knowledge and skills in respective business fields.===>Van tih granica potrebna im je eksterna pomoć osoba i organizacija sa visokim stepenom profesionalnog znanja iz pojedinih oblasti poslovanja.)
MATCH@E:(It is beyond these boundaries that they require external aid from the individuals and firms commanding a high level of professional knowledge and skills in respective business fields.===>Van tih granica potrebna im je eksterna pomoć osoba i organizacija sa visokim stepenom profesionalnog znanja iz pojedinih oblasti poslovanja.)
MATCH@M:(Such aid to the firms is provided, among other things, by the consulting agencies and independent consultants.===>Tu vrstu pomoći između ostalog, preduzećima pružaju kon-sultantske agencije i nezavisni konsultanti.)
MATCH@E:(Such aid to the firms is provided, among other things, by the consulting agencies and independent consultants.===>Tu vrstu pomoći između ostalog, preduzećima pružaju konsultantske agencije i nezavisni konsultanti.)
MATCH@M:(The amount of intellectual capital in the consulting firms is of great importance for their business doing.===>Nivo intelektualnog kapitala koji poseduju konsalting firme, veoma je značajan za njihovo poslovanje.)
MATCH@E:(The amount of intellectual capital in the consulting firms is of great importance for their business doing.===>Nivo intelektualnog kapitala koji poseduju konsalting firme, veoma je značajan za njihovo poslovanje.)
MATCH@M:(Besides, these firms usually possess large databases, highly sophisticated software and advanced telecommunication technology, which, together with the employees, makes a combination of highly desirable but scarce resources to even the largest companies in some other fields of work.===>Osim toga, te firme obično imaju velike baze podataka, vrhunski softver i savremenu telekomunikacionu tehnologiju, što uz zaposlene, čini kombinaciju resursa teško dostupnih i najvećim firmama iz neke druge oblasti.)
MATCH@E:(Besides, these firms usually possess large databases, highly sophisticated software and advanced telecommunication technology, which, together with the employees, makes a combination of highly desirable but scarce resources to even the largest companies in some other fields of work.===>Osim toga, te firme obično imaju velike baze podataka, vrhunski softver i savremenu telekomunikacionu tehnologiju, što uz zaposlene, čini kombinaciju resursa teško dostupnih i najvećim firmama iz neke druge oblasti.)
MATCH@M:(At the same time, the fact is that consultants, as professionals whose work is exclusively based on knowledge, are not really willing to share their “know-how“ with competition.===>Istovremeno, činjenica je da konsultanti, kao nosioci profesije isključivo zasnovane na znanju, nisu voljni da dele “know-how” sa konkurentima.)
MATCH@E:(At the same time, the fact is that consultants, as professionals whose work is exclusively based on knowledge, are not really willing to share their know-how with competition Š25Ë.===>Istovremeno, činjenica je da konsultanti, kao nosioci profesije isključivo zasnovane na znanju, nisu voljni da dele know-how sa konkurentima Š25Ë.)
MATCH@M:(All these make the services of the top management consulting firms highly expensive and hardly affordable to a vast majority of the potential consulting services users.===>Sve to čini da su usluge vrhunskih menadžment konsalting firmi veoma skupe i teško dostupne za ogromnu većinu potencijalnih korisnika konsalting usluga.)
MATCH@E:(All these make the services of the top management consulting firms highly expensive and hardly affordable to a vast majority of the potential consulting services users.===>Sve to čini da su usluge vrhunskih menadžment konsalting firmi veoma skupe i teško dostupne za ogromnu većinu potencijalnih korisnika konsalting usluga.)
MATCH@M:(The gap is filled by small specialized consulting firms or individuals.===>Tu prazninu popunjavaju male specijalizovane konsalting firme ili pojedinci.)
MATCH@E:(The gap is filled by small specialized consulting firms or individuals.===>Tu prazninu popunjavaju male specijalizovane konsalting firme ili pojedinci.)
MATCH@M:(In understanding any management consulting process, it is important that the role of the client in the process be clearly defined.===>Prilikom sagledavanja bilo kojeg menadžment konsalting procesa, važno je pojasniti ulogu klijenta u tom procesu.)
MATCH@E:(In understanding any management consulting process, it is important that the role of the client in the process be clearly defined Š23, p.202Ë.===>Prilikom sagledavanja bilo kojeg menadžment konsalting procesa, važno je pojasniti ulogu klijenta u tom procesu Š23, st.202Ë.)
MATCH@M:(Regardless of the evident growth in the demand for the management consulting services, the practice shows that there are certain grounds for the clients’ dissatisfaction, the problems the client wishes to solve when they decide upon using the consulting services.===>Istovremeno, i pored evidentnog rasta potreba za menadžment konsaltingom, u praksi postoje određene osnove za nezadovoljstvo među klijentima, odnosno određeni problemi koje klijent želi da reši kada se odluči za korišćenje usluga konsal-tinga.)
MATCH@E:(Regardless of the evident growth in the demand for the management consulting services, the practice shows that there are certain grounds for the clients dissatisfaction Š8Ë, the problems the client wishes to solve when they decide upon using the consulting services Š20Ë.===>Istovremeno, i pored evidentnog rasta potreba za menadžment konsaltingom, u praksi postoje određene osnove za nezadovoljstvo među klijentima Š8Ë, odnosno određeni problemi koje klijent želi da reši kada se odluči za korišćenje usluga konsaltinga Š20Ë.)
MATCH@M:(It is necessary that both these relations be satisfied in order that the management consulting arrangement should be fully effective and assessed as successful.===>Potrebno je da obe relacije budu na zadovoljavajućem nivou da bi menadžment konsalting angažman dao svoje pune efekte i da bi se smatrao uspešnim.)
MATCH@E:(It is necessary that both these relations be satisfied in order that the management consulting arrangement should be fully effective and assessed as successful.===>Potrebno je da obe relacije budu na zadovoljavajućem nivou da bi menadžment konsalting angažman dao svoje pune efekte i da bi se smatrao uspešnim. 2.)
MATCH@M:(The above quoted problems trigger a question of to what extent the clients understand what management consulting is about and what their views of such a type of service are.===>Prethodno navedeni problemi otvaraju pitanje koliko klijenti razumeju menadžment konsalting i kako gledaju na ovu vrstu usluga.)
MATCH@E:(2. ~~~ Objectives and methodology The above quoted problems trigger a question of to what extent the clients understand what management consulting is about and what their views of such a type of service are.===>Ciljevi i metodologija Prethodno navedeni problemi otvaraju pitanje koliko klijenti razumeju menadžment konsalting i kako gledaju na ovu vrstu usluga.)
MATCH@M:(It is for this reason that the objective of this research is to find out the reasons that drive the client to hire consultants as well as which strategic competencies contribute to the management consulting high performance.===>Ovo istraživanje stoga ima za cilj da doprinese saznanju koji su to razlozi koji klijenta navode da angažuje konsultante i šta klijenti najviše vrednuju kod konsultanata u našim poslovnim okolnostima, odnosno koje su to strateške sposobnosti koje vode do uspeha manadžment konsaltinga.)
MATCH@E:(It is for this reason that the objective of this research is to find out the reasons that drive the client to hire consultants as well as which strategic competencies contribute to the management consulting high performance.===>Ovo istraživanje stoga ima za cilj da doprinese saznanju koji su to razlozi koji klijenta navode da angažuje konsultante i šta klijenti najviše vrednuju kod konsultanata u našim poslovnim okolnostima, odnosno koje su to strateške sposobnosti koje vode do uspeha manadžment konsaltinga.)
MATCH@M:(In addition, the aim of this research is to identify the elements the clients regard as the indicators of an efficient management consulting.===>Osim toga, kroz ovo istraživanje će se identifikovati elementi, koje klijenti smatraju pokazateljima uspešnog menadžment konsaltinga.)
MATCH@E:(In addition, the aim of this research is to identify the elements the clients regard as the indicators of an efficient management consulting.===>Osim toga, kroz ovo istraživanje će se identifikovati elementi, koje klijenti smatraju pokazateljima uspešnog menadžment konsaltinga.)
MATCH@M:(The research included the review of literature, followed by non-standardized as well as semi-standardized interviews with the small and medium-sized enterprise owners and managers, but also with the consultants.===>Istraživanje je podrazumevalo pregled literature, a zatim nestandardizovane i polustandardizovane intervjue sa vlasnicima i menadžerima malih i srednjih preduzeća, ali i sa konsultantima.)
MATCH@E:(The research included the review of literature, followed by non-standardized as well as semi-standardized interviews with the small and medium-sized enterprise owners and managers, but also with the consultants.===>Istraživanje je podrazumevalo pregled literature, a zatim nestandardizovane i polustandardizovane intervjue sa vlasnicima i menadžerima malih i srednjih preduzeća, ali i sa konsultantima.)
MATCH@M:(Thus the matrix of reasons for hiring consultants, of strategic competencies and of management consulting performance indicators was worked out.===>Na ovaj način je do-bijena matrica razloga za angažovanje konsultanata, strateških sposobnosti i pokazatelja uspeha menadžment konsaltinga.)
MATCH@E:(Thus the matrix of reasons for hiring consultants, of strategic competencies and of management consulting performance indicators was worked out.===>Na ovaj način je dobijena matrica razloga za angažovanje konsultanata, strateških sposobnosti i pokazatelja uspeha menadžment konsaltinga.)
MATCH@M:(One of the advantages of such a method of research is the opportunity of generating both qualitative and quantitative data.===>Jedna od prednosti ovakvog načina istraživanja jeste i mogućnost za generisanje kvalitativnih, ali i kvantitativnih podataka.)
MATCH@E:(One of the advantages of such a method of research is the opportunity of generating both qualitative and quantitative data.===>Jedna od prednosti ovakvog načina istraživanja jeste i mogućnost za generisanje kvalitativnih, ali i kvantitativnih podataka.)
MATCH@M:(The advantage of qualitative research is in that the complex as well as detailed phenomena in the management consulting process may be observed and understood in a holistic way.===>Prednost kvalitativnih istraživanja je u mogućnosti da se holistički sagledaju i razumeju kako složene tako i detaljne pojave u menadžment konsalting procesu.)
MATCH@E:(The advantage of qualitative research is in that the complex as well as detailed phenomena in the management consulting process may be observed and understood in a holistic way.===>Prednost kvalitativnih istraživanja je u mogućnosti da se holistički sagledaju i razumeju kako složene tako i detaljne pojave u menadžment konsalting procesu.)
MATCH@M:(The disadvantage of this methodology, however, is a possible subjective or biased or insincere answer the respondent or a client may give; or the sample may be insufficiently representative, due to the fact that the data on the actually delivered services of this kind to small and medium-sized enterprises and entrepreneurs (SMEE) is not available or not in order.===>Slabost ove metodologije je mogući subjektivan ili neiskren odgovor sagovornika odnosno klijenata, kao i mogući nedovoljno reprezentativan uzorak usled nepostojanja sređenih podataka o realno pruženim uslugama ove vrste za mala i srednja preduzeća i preduzet-nike (MSSP).)
MATCH@E:(The disadvantage of this methodology, however, is a possible subjective or biased or insincere answer the respondent or a client may give; or the sample may be insufficiently representative, due to the fact that the data on the actually delivered services of this kind to small and medium-sized enterprises and entrepreneurs (SMEE) is not available or not in order.===>Slabost ove metodologije je mogući subjektivan ili neiskren odgovor sagovornika odnosno klijenata, kao i mogući nedovoljno reprezentativan uzorak usled nepostojanja sređenih podataka o realno pruženim uslugama ove vrste za mala i srednja preduzeća i preduzetnike (MSSP).)
MATCH@M:(The appreciation of management consulting has grown significantly in the last decade, due to, among other, the books and papers on the topic.===>Razumevanje menadžment konsaltinga u svetu znatno je poraslo u protekloj deceniji, između ostalog, zahvaljujući knjigama i radovima na tu temu.)
MATCH@E:(Clients view of management consulting The appreciation of management consulting has grown significantly in the last decade, due to, among other, the books and papers on the topic Š10; 17; 4; 5; 19; 7Ë.===>Menadžment konsalting posmatran iz ugla klijenata Razumevanje menadžment konsaltinga u svetu znatno je poraslo u protekloj deceniji, između ostalog, zahvaljujući knjigama i radovima na tu temu Š10; 17; 4; 5; 19; 7;Ë.)
BAD_LINE_=============================================================
BAD_LINE_M:The appreciation of management consulting has grown significantly in the last decade, due to, among other, the books and papers on the topic.
BAD_LINE_M:Razumevanje menadžment konsaltinga u svetu znatno je poraslo u protekloj deceniji, između ostalog, zahvaljujući knjigama i radovima na tu temu.
BAD_LINE_E:Clients view of management consulting The appreciation of management consulting has grown significantly in the last decade, due to, among other, the books and papers on the topic Š10; 17; 4; 5; 19; 7Ë.
BAD_LINE_E:Menadžment konsalting posmatran iz ugla klijenata Razumevanje menadžment konsaltinga u svetu znatno je poraslo u protekloj deceniji, između ostalog, zahvaljujući knjigama i radovima na tu temu Š10; 17; 4; 5; 19; 7;Ë.
MATCH@M:(In the economy of this country, it has especially been fostered by the state, more precisely, by the Small and Medium-sized Enterprise Development Agency, which created a network of regional consulting agencies for the purpose of enhancing the setting up and improving the work of the small business sector in the country.===>U našoj privredi, u tom smislu je naročito značajno angažovanje države, odnosno Agencije za razvoj malih i srednjih preduzeća, koje je osnovalo mrežu regionalnih konsalting agencija, sa ciljem da pospeši osnivanje i unapredi rad sektora male privrede u zemlji.)
MATCH@E:(In the economy of this country, it has especially been fostered by the state, more precisely, by the Small and Medium-sized Enterprise Development Agency, which created a network of regional consulting agencies for the purpose of enhancing the setting up and improving the work of the small business sector in the country.===>U našoj privredi, u tom smislu je naročito značajno angažovanje države, odnosno Agencije za razvoj malih i srednjih preduzeća, koje je osnovalo mrežu regionalnih konsalting agencija, sa ciljem da pospeši osnivanje i unapredi rad sektora male privrede u zemlji.)
MATCH@M:(The customer (user) purchasing the consulting service was to a large extent been “taken for granted“ in the past, often a victim of powerful and convincing management consultants.===>Kupac (korisnik) konsultantske usluge, ranije je u velikoj meri uziman “zdravo za gotovo”, često kao slaba žrtva jakih i uverljivih menadžment konsultanata.)
MATCH@E:(Direct and indirect client-consultant relationship The customer (user) purchasing the consulting service was to a large extent been taken for granted in the past, often a victim of powerful and convincing management consultants.===>Direktna i indirektna relacija klijent-konsultant Kupac (korisnik) konsultantske usluge, ranije je u velikoj meri uziman zdravo za gotovo, često kao slaba žrtva jakih i uverljivih menadžment konsultanata.)
MATCH@M:(Such an image of a consulting client was seriously criticized in literature.===>Ova slika konsalting klijenta je u priličnoj meri kriti-kovana u stručnoj literaturi.)
MATCH@E:(Such an image of a consulting client was seriously criticized in literature Š26; 9Ë.===>Ova slika konsalting klijenta je u priličnoj meri kritikovana u stručnoj literaturi Š26; 9;Ë.)
MATCH@M:(The commercial climate, however, has become much more difficult and demanding for consulting experts.===>Međutim, komercijalna klima za konsalting je postala dosta teža i zah-tevnija.)
MATCH@E:(The commercial climate, however, has become much more difficult and demanding for consulting experts.===>Međutim, komercijalna klima za konsalting je postala dosta teža i zahtevnija.)
MATCH@M:(The main reason for this seems to be the fact that in their work with the consultants, the clients gain more and more managerial knowledge and experience, they become more demanding, while the generally sceptical attitude to the consultants is increasingly present in the business world today.===>Kao osnovni razlog za ovo ističe se činjenica da klijenti imaju sve više menadžerskog znanja, iskustva u radu sa konsultantima, sve je više zahtevnih klijenata, a sve je izraženiji uopšteno skeptičan stav prema konsultantima u poslovnom svetu.)
MATCH@E:(The main reason for this seems to be the fact that in their work with the consultants, the clients gain more and more managerial knowledge and experience, they become more demanding, while the generally sceptical attitude to the consultants is increasingly present in the business world today.===>Kao osnovni razlog za ovo ističe se činjenica da klijenti imaju sve više menadžerskog znanja, iskustva u radu sa konsultantima, sve je više zahtevnih klijenata, a sve je izraženiji uopšteno skeptičan stav prema konsultantima u poslovnom svetu.)
MATCH@M:(It is for these reasons that this research is oriented to the client, i.e., to his understanding and views of the management consulting activities.===>Stoga je ovaj rad usredsređen na klijenta, odnosno na njegovo razumevanje i viđenje delatnosti menadž-ment konsaltinga.)
MATCH@E:(It is for these reasons that this research is oriented to the client, i.e., to his understanding and views of the management consulting activities.===>Stoga je ovaj rad usredsređen na klijenta, odnosno na njegovo razumevanje i viđenje delatnosti menadžment konsaltinga.)
MATCH@M:(Prior to hiring a consultant, the client has to provide instructions clearly defining what he needs.===>Pre nego što angažuje konsultanta, klijent mora da pripremi jasne instrukcije u kojima tačno definiše šta mu je potrebno.)
MATCH@E:(Prior to hiring a consultant, the client has to provide instructions clearly defining what he needs.===>Pre nego što angažuje konsultanta, klijent mora da pripremi jasne instrukcije u kojima tačno definiše šta mu je potrebno.)
MATCH@M:(These instructions are actually the job or task description, containing precise and up to the point instructions on what the consultant is expected to do for the client, as well as a sort of guidelines specifying the scope and the purpose of the job under consideration.===>Te instrukcije u suštini predstavljaju opis posla ili opis zadatka, koji sadrži tačna i precizna uputstva o onome što konsultant treba da obavi za klijenta, kao i neku vrstu vodiča koji objašnjava veličinu i svrhu posla koji je u pitanju.)
MATCH@E:(These instructions are actually the job or task description, containing precise and up to the point instructions on what the consultant is expected to do for the client, as well as a sort of guidelines specifying the scope and the purpose of the job under consideration.===>Te instrukcije u suštini predstavljaju opis posla ili opis zadatka, koji sadrži tačna i precizna uputstva o onome što konsultant treba da obavi za klijenta, kao i neku vrstu vodiča koji objašnjava veličinu i svrhu posla koji je u pitanju.)
MATCH@M:(The job description is a basis for closing a contract with the consultant.===>Opis zadatka predstavlja osnovu za ugovorni odnos sa konsultantom.)
MATCH@E:(The job description is a basis for closing a contract with the consultant.===>Opis zadatka predstavlja osnovu za ugovorni odnos sa konsultantom.)
MATCH@M:(The clearer and more straightforward the task description, the better for both the client and the consultant.===>[to je opis zadatka jasniji i direktniji, utoliko bolje i za klijenta i za konsultanta.)
MATCH@E:(The clearer and more straightforward the task description, the better for both the client and the consultant.===>Što je opis zadatka jasniji i direktniji, utoliko bolje i za klijenta i za konsultanta.)
MATCH@M:(Only if the task description is clear enough is it possible to monitor the operations and undertake corrective actions in case the work does not procede as planned.===>Jedino ako je opis zadatka jasan, moguće je vršiti monitoring rada i preduzimati korektivne akcije ukoliko stvari ne idu kao što je planirano.)
MATCH@E:(Only if the task description is clear enough is it possible to monitor the operations and undertake corrective actions in case the work does not procede as planned.===>Jedino ako je opis zadatka jasan, moguće je vršiti monitoring rada i preduzimati korektivne akcije ukoliko stvari ne idu kao što je planirano.)
MATCH@M:(We must, however, also bear in mind that the task description cannot anticipate every possible situation.===>Mora se, međutim, imati na umu i to da opis zadatka ne može da predvidi baš svaku moguću situaciju.)
MATCH@E:(We must, however, also bear in mind that the task description cannot anticipate every possible situation.===>Mora se, međutim, imati na umu i to da opis zadatka ne može da predvidi baš svaku moguću situaciju.)
MATCH@M:(For example, certain unpredicted and unavoidable circumstances may have a negative impact upon the work results or the deadlines.===>Na primer, može se dogoditi da se neke nepredviđene i neizbežne okolnosti nepovoljno odraze na rezultat rada ili na rokove.)
MATCH@E:(For example, certain unpredicted and unavoidable circumstances may have a negative impact upon the work results or the deadlines.===>Na primer, može se dogoditi da se neke nepredviđene i neizbežne okolnosti nepovoljno odraze na rezultat rada ili na rokove.)
MATCH@M:(The task description for the consultant can be written in numerous ways.===>Postoji mnogo različitih načina na koje se može napisati opis zadatka za konsultanta.)
MATCH@E:(The task description for the consultant can be written in numerous ways.===>Postoji mnogo različitih načina na koje se može napisati opis zadatka za konsultanta.)
MATCH@M:(This is also necessary because of the budgeting (overall duration, amount of costs, number of employees), both for the client and for the consultant.===>Ovo je neophodno i zbog budžetiranja (ukupno trajanje, iznos, broj ljudi) kako za klijenta tako i za konsultanta.)
MATCH@E:(This is also necessary because of the budgeting (overall duration, amount of costs, number of employees), both for the client and for the consultant.===>Ovo je neophodno i zbog budžetiranja (ukupno trajanje, iznos, broj ljudi) kako za klijenta tako i za konsultanta.)
MATCH@M:(This includes a list of the most important tasks the consultant is expected to accomplish.===>To podrazumeva i spisak najvažnijih zadataka koje konsultant treba da obavi.)
MATCH@E:(This includes a list of the most important tasks the consultant is expected to accomplish.===>To podrazumeva i spisak najvažnijih zadataka koje konsultant treba da obavi.)
MATCH@M:(It is important that the products be formulated in such a way that they can be recognized and measured objectively.===>Važno je da se proizvodi tako formulišu da se oni mogu objektivno prepoznati i meriti.)
MATCH@E:(It is important that the products be formulated in such a way that they can be recognized and measured objectively.===>Važno je da se proizvodi tako formulišu da se oni mogu objektivno prepoznati i meriti.)
MATCH@M:(It is also important that the expected level of the result or product quality is stipulated.===>Važno je i da se ukaže i na očekivani stepen kvaliteta rezultata ili proizvoda.)
MATCH@E:(It is also important that the expected level of the result or product quality is stipulated.===>Važno je i da se ukaže i na očekivani stepen kvaliteta rezultata ili proizvoda.)
MATCH@M:(In case of a simple task, only one, final report will be required.===>Kada je u pitanju jednostavniji zadatak, biče dovoljan samo jedan, završni, izveštaj.)
MATCH@E:(In case of a simple task, only one, final report will be required.===>Kada je u pitanju jednostavniji zadatak, biće dovoljan samo jedan, završni, izveštaj.)
MATCH@M:(More complicated and longer-term projects may require reporting in intervals.===>Komplikovaniji i duži projekti mogu da zahteva-ju izveštavanje u određenim intervalima.)
MATCH@E:(More complicated and longer-term projects may require reporting in intervals.===>Komplikovaniji i duži projekti mogu da zahtevaju izveštavanje u određenim intervalima.)
MATCH@M:(In the task description, however, this is rarely stated, because the consultants are expected to behave up to the market laws and offer the best possible quality for the price offered.===>Međutim, to se retko unapred navodi u opisu zadatka, zbog toga što se očekuje da če se konsultanti ponašati tržišno i ponuditi najbolji moguči kvalitet za ponuđenu cenu.)
MATCH@E:(In the task description, however, this is rarely stated, because the consultants are expected to behave up to the market laws and offer the best possible quality for the price offered.===>Međutim, to se retko unapred navodi u opisu zadatka, zbog toga što se očekuje da će se konsultanti ponašati tržišno i ponuditi najbolji mogući kvalitet za ponuđenu cenu. 3.)
MATCH@M:(The comprehension of both broader and immediate environment, combined with organizational competence, allows for the formulation of a strategy that will fill the gaps and improve organizational performance.===>Razumevanje bližeg i daljeg okruženja, u kombinaciji sa sposobnostima organizacije, omogučava formuli-snje strategije koja popunjava praznine i povečava performanse organizacije.)
MATCH@E:(3.2. ~~~ Strategy and strategic competencies The comprehension of both broader and immediate environment, combined with organizational competence, allows for the formulation of a strategy that will fill the gaps and improve organizational performance Š14Ë.===>Strategija i strateške sposobnosti Razumevanje bližeg i daljeg okruženja, u kombinaciji sa sposobnostima organizacije, omogućava formulisnje strategije koja popunjava praznine i povećava performanse organizacije Š14Ë.)
MATCH@M:(According to the definition, business consulting requires specific competencies and an appropriate level of knowledge which will enable the consultants to help their clients identify and solve management problems in their organizations.===>Prema toj definiciji, poslovno savetovanje zahteva specifične sposobnosti i odgova-rajuči nivo znanja, koji bi omogučili konsultantima da pomognu klijentima da identifikuju i reše probleme upravljanja u svojim organizacijama.)
MATCH@E:(According to the definition, business consulting requires specific competencies and an appropriate level of knowledge which will enable the consultants to help their clients identify and solve management problems in their organizations.===>Prema toj definiciji, poslovno savetovanje zahteva specifične sposobnosti i odgovarajući nivo znanja, koji bi omogućili konsultantima da pomognu klijentima da identifikuju i reše probleme upravljanja u svojim organizacijama.)
MATCH@M:(The core business competencies are the skills the organizations have, those that help them conduct their business operations.===>Osnovne poslovne sposobnosti su veštine koje organizacije poseduju a koje joj omogučavaju da obavlja poslovne aktivnosti.)
MATCH@E:(The core business competencies are the skills the organizations have, those that help them conduct their business operations Š14, p.126Ë.===>Osnovne poslovne sposobnosti su veštine koje organizacije poseduju a koje joj omogućavaju da obavlja poslovne aktivnosti Š14, st.126Ë.)
MATCH@M:(The majority of organizations have numerous core competences.===>Večina organizacija poseduje brojne osnovne sposobnosti.)
MATCH@E:(The majority of organizations have numerous core competences.===>Većina organizacija poseduje brojne osnovne sposobnosti.)
MATCH@M:(Some of these competencies are more important than the others.===>Neke od tih sposobnosti imaju veči značaj od drugih.)
MATCH@E:(Some of these competencies are more important than the others.===>Neke od tih sposobnosti imaju veći značaj od drugih.)
MATCH@M:(A unique combination of strategic competencies, not easy to immitate, can be titled the key or core competencies.===>Jedinstvena kombinacija određenih strateškh sposobnosti, koja se teško imitira, može se nazvati ključna ili noseča sposobnost (core competence).)
MATCH@E:(A unique combination of strategic competencies, not easy to immitate, can be titled the key or core compe tencies Š15Ë.===>Jedinstvena kombinacija određenih strateškh sposobnosti, koja se teško imitira, može se nazvati ključna ili noseća sposobnost (core competence) Š15Ë.)
MATCH@M:(Hence it can be concluded that the core competence is not just the summ of individual competencies, but a combination of complementary skills and a knowledge base built in a group or a team and resulting into a competency to perform one or a number of key processes on a high level standard.===>Odatle se može zaključiti da ključna sposobnost nije prost zbir pojedinačnih sposobnosti, več da je to kombinacija komplementarnih veština i baza znanja ugrađenih u grupi ili timu koji rezultuje sposobnošču da se izvrši jedno ili više ključnih procesa na nivou visokih standarda.)
MATCH@E:(Hence it can be concluded that the core competence is not just the summ of individual competencies, but a combination of complementary skills and a knowledge base built in a group or a team and resulting into a competency to perform one or a number of key processes on a high level standard Š13Ë.===>Odatle se može zaključiti da ključna sposobnost nije prost zbir pojedinačnih sposobnosti, već da je to kombinacija komplementarnih veština i baza znanja ugrađenih u grupi ili timu koji rezultuje sposobnošću da se izvrši jedno ili više ključnih procesa na nivou visokih standarda Š13Ë.)
MATCH@M:(By identifying its strategic and core competencies, by their adjustment to the environment and by their including into its strategy, the organization improves its performance and acquires a long-term sustainable competitive advantage.===>Identifikovanjem strateških i ključnih sposobnosti, njihovim usklađivanjem sa okruženjem i uključivanjem u strategiju, organizacija poboljšava svoje performanse i stiče dugoročno održivu konkurentsku prednost.)
MATCH@E:(Figure 3. ~~~ Relationships among core, strategic and key organizational competencies By identifying its strategic and core competencies, by their adjustment to the environment and by their including into its strategy, the organization improves its performance and acquires a long-term sustainable competitive advantage.===>Identifikovanjem strateških i ključnih sposobnosti, njihovim usklađivanjem sa okruženjem i uključivanjem u strategiju, organizacija poboljšava svoje performanse i stiče dugoročno održivu konkurentsku prednost.)
MATCH@M:(Simon and Kumar analysed the works of eight academics in order to find out the common characteristics of the consulting all the authors quote in their works, which the clients mutually take to be strategic competencies driving the management consulting success.===>Simon i Kumar su analizirali radove osam autora akademskih radova kako bi istražili koje su to zajedničke karakteristike konsaltinga, iznete u tim radovima, koje po mišljenju klijenata, predstavljaju strateške sposobnosti za uspeh menadžment konsaltinga.)
MATCH@E:(Simon and Kumar Š24, p. 366Ë analysed the works of eight academics in order to find out the common characteristics of the consulting all the authors quote in their works, which the clients mutually take to be strategic competencies driving the management consulting success.===>Simon i Kumar Š24, st.366Ë su analizirali radove osam autora akademskih radova kako bi istražili koje su to zajedničke karakteristike konsaltinga, iznete u tim radovima, koje po mišljenju klijenata, predstavljaju strateške sposobnosti za uspeh menadžment konsaltinga.)
MATCH@M:(Each author uses his own terminology, however, some mutual characteristics of the consulting they pointed to are easy to identify.===>Iako svaki autor koristi vlastitu terminologiju, bile su prepoznatljive zajedničke karakteristike konsaltinga koje su oni isticali.)
MATCH@E:(Each author uses his own terminology, however, some mutual characteristics of the consulting they pointed to are easy to identify.===>Iako svaki autor koristi vlastitu terminologiju, bile su prepoznatljive zajedničke karakteristike konsaltinga koje su oni isticali.)
MATCH@M:(The list made within their study included any strategic competencies mentioned in three or more works.===>Na listi sastavljenoj u okviru njihove studije, sve strateške sposobnosti koje su se nalazile u tri ili više radova, bile su uključena u ovaj popis.)
MATCH@E:(The list made within their study included any strategic competencies mentioned in three or more works (Table 1).===>Na listi sastavljenoj u okviru njihove studije, sve strateške sposobnosti koje su se nalazile u tri ili više radova, bile su uključena u ovaj popis (Tabela 1).)
MATCH@M:(Many unfavourable consequences of an ineffective consulting can be prevented if adequate steps are undertaken in the previous, but also in the current evaluation of the consulting engagement effects.===>Mnoge negativne posledice neefektivnog konsaltinga mogu se preduprediti ukoliko se preduzmu odgovarajući koraci za prethodno, ali i tekuće procenjivanje efekata konsalting angažmana.)
MATCH@E:(Many unfavourable consequences of an ineffective consulting can be prevented if adequate steps are undertaken in the previous, but also in the current evaluation of the consulting engagement effects.===>Mnoge negativne posledice neefektivnog konsaltinga mogu se preduprediti ukoliko se preduzmu odgovarajući koraci za prethodno, ali i tekuće procenjivanje efekata konsalting angažmana.)
MATCH@M:(The need for measuring the management consulting impacts upon organizational performance led to  complete change in the management consulting understanding.===>Potreba za merenjem uticaja menadžment konsaltin-ga na performanse organizacije, dovela je do zaokreta u shvatanju menadžment konsaltinga.)
MATCH@E:(The need for measuring the management consulting impacts upon organizational performance led to a complete change in the management consulting understanding.===>Potreba za merenjem uticaja menadžment konsaltinga na performanse organizacije, dovela je do zaokre ta u shvatanju menadžment konsaltinga.)
MATCH@M:(The activity-based consulting is replaced by the result-based consulting.===>Konsalting zasnovan na aktivnostima, zamenjen je konsaltin-gom zasnovanim na rezultatima, kao što je dato u tabeli 2.[22].)
MATCH@E:(The activity-based consulting is replaced by the result-based consulting, as is presented in Table 2 Š22Ë.===>Konsalting zasnovan na aktivnostima, zamenjen je konsaltingom zasnovanim na rezultatima, kao što je dato u tabeli 2. Š22Ë.)
MATCH@M:(The consulting interventions are connected with the firm’s specific business needs, where consulting is viewed as a measurable variable that ought to have a certain impact upon the firm’s performance.===>Konsalting intervencije su povezane sa specifičnim poslovnim potrebama preduzeća, pri čemu se kosalting posmatra kao merljiva varijabla koja bi trebalo da ima određeni uticaj na performanse preduzeća.)
MATCH@E:(The consulting interventions are connected with the firms specific business needs, where consulting is viewed as a measurable variable that ought to have a certain impact upon the firms performance.===>Konsalting intervencije su povezane sa specifičnim poslovnim potrebama preduzeća, pri čemu se kosalting posmatra kao merljiva varijabla koja bi trebalo da ima određeni uticaj na performanse preduzeća.)
MATCH@M:(In case the results of the consultant engagement are not known, the most direct consequence for the firm is that the firm’s precious assets are being spent without any chance of control.===>U slučaju da su rezultati angažovanja konsultanata nepoznati, najdirektnija posledica po preduzeće je da se dragocena sredstva preduzeća troše bez mogućnosti kontrole.)
MATCH@E:(Consultant paradigms based on activities and results ment are not known, the most direct consequence for the firm is that the firms precious assets are being spent without any chance of control.===>Konsultantske paradigme zasnovane na aktivnostima i rezultatima 4.)
BAD_LINE_=============================================================
BAD_LINE_M:In case the results of the consultant engagement are not known, the most direct consequence for the firm is that the firm’s precious assets are being spent without any chance of control.
BAD_LINE_M:U slučaju da su rezultati angažovanja konsultanata nepoznati, najdirektnija posledica po preduzeće je da se dragocena sredstva preduzeća troše bez mogućnosti kontrole.
BAD_LINE_E:Consultant paradigms based on activities and results ment are not known, the most direct consequence for the firm is that the firms precious assets are being spent without any chance of control.
BAD_LINE_E:Konsultantske paradigme zasnovane na aktivnostima i rezultatima 4.
MATCH@M:(The majority of clients interviewed come from larger cities (Belgrade, Novi Sad, Nis, Kragujevac, Subotica, ...).===>Većina intervjuisanih klijenata bilo je iz većih gradova (Beograd, Novi Sad, Niš, Kragujevac, Subotica, ...).)
MATCH@E:(4. ~~~ Research findings analysis The majority of clients interviewed come from larger cities (Belgrade, Novi Sad, Niš, Kragujevac, Subotica, ...).===>Analiza rezultata istraživanja Većina intervjuisanih klijenata bilo je iz većih gradova (Beograd, Novi Sad, Niš, Kragujevac, Subotica, ...).)
MATCH@M:(In general, they all have certain attitudes on the consulting engagement, regardless of the fact that they do not currently engage any consultants.===>Uglavnom svi imaju određena mišljenja o angažova-nju konsultanata, uprkos činjenici da ih (trenutno) ne angažuju.)
MATCH@E:(In general, they all have certain attitudes on the consulting engagement, regardless of the fact that they do not currently engage any consultants.===>Uglavnom svi imaju određena mišljenja o angažovanju konsultanata, uprkos činjenici da ih (trenutno) ne angažuju.)
MATCH@M:(Some clients have already had some serious experiences in consulting engagement, with different outcomes.===>Jedan deo klijenata, imao je još ranije ozbiljnih iskustava u angažovanju konsultanata, sa različitim reziltatima.)
MATCH@E:(Some clients have already had some serious experiences in consulting engagement, with different outcomes.===>Jedan deo klijenata, imao je još ranije ozbiljnih iskustava u angažovanju konsultanata, sa različitim reziltatima.)
MATCH@M:(The industries in which the clients do business vary from commerce, to manufacture, to construction works, to tourism and hospitality industry, etc.===>Delatnost u kojoj su klijenti bili zastupljeni varirala je od trgovine, proizvodnje, građevine, do turizma i hotelijerstva, itd.)
MATCH@E:(The industries in which the clients do business vary from commerce, to manufacture, to construction works, to tourism and hospitality industry, etc.===>Delatnost u kojoj su klijenti bili zastupljeni varirala je od trgovine, proizvodnje, građevine, do turizma i hotelijerstva, itd.)
MATCH@M:(The areas of business for which they did or would hire a consultant also range broadly, from information technologies, to financial and taxation consulting, marketing, to strategic consulting, training and development, organizational change, etc.===>Oblasti poslovanja, za koji su (ili bi) klijenti angažo-vali konsultanta, takođe su prilično široka, od infor-macionih tehnologija, finansijskog i poreskog konsal-tinga, marketinga, do strateškog konsaltinga, obuke i razvoja, organizacionih promena, itd.)
MATCH@E:(The areas of business for which they did or would hire a consultant also range broadly, from information technologies, to financial and taxation consulting, marketing, to strategic consulting, training and development, organizational change, etc.===>Oblasti poslovanja, za koji su (ili bi) klijenti angažovali konsultanta, takođe su prilično široka, od informacionih tehnologija, finansijskog i poreskog konsaltinga, marketinga, do strateškog konsaltinga, obuke i razvoja, organizacionih promena, itd.)
MATCH@M:(The findings of this research have shown that clients hire consultanits for varios reasons, but also that they encounter a lot of ambiguities and uncertainty in this respect.===>Rezultati ovog istraživanja pokazuju da klijenti imaju veoma različite razloge da angažuju konsultanate, ali isto tako i mnogo nejasnoća i nesigurnosti u tom pogledu.)
MATCH@E:(The findings of this research have shown that clients hire consultanits for varios reasons, but also that they encounter a lot of ambiguities and uncertainty in this respect.===>Rezultati ovog istraživanja pokazuju da klijenti imaju veoma različite razloge da angažuju konsultanate, ali isto tako i mnogo nejasnoća i nesigurnosti u tom pogledu.)
MATCH@M:(In conclusion, however, it can be said that common to all of them is that they expect that the result of consulting engagement (and cost) be tangible.===>Međutim, može se zaključiti da je svima zajedničko da u prvom redu traže opipljiv rezultat od anga-žovanja (i troška) konsultanata.)
MATCH@E:(In conclusion, however, it can be said that common to all of them is that they expect that the result of consulting engagement (and cost) be tangible.===>Međutim, može se zaključiti da je svima zajedničko da u prvom redu traže opipljiv rezultat od angažovanja (i troška) konsultanata.)
MATCH@M:(The mutual attitude of (prospective) clients is that the consultant should focus upon the client’s needs.===>Zajednički stav (potencijalnih) klijenata jeste taj da očekuju da fokus konsultanta treba da bude na potrebama klijenta.)
MATCH@E:(The mutual attitude of (prospective) clients is that the consultant should focus upon the clients needs. ~~~ 4.1.===>Zajednički stav (potencijalnih) klijenata jeste taj da očekuju da fokus konsultanta treba da bude na potrebama klijenta. 4.)
MATCH@M:(4.1.===>4.1.)
MATCH@E:(4.1.===>Nova lokalna uprava?!)
BAD_LINE_=============================================================
BAD_LINE_M:4.1.
BAD_LINE_M:4.1.
BAD_LINE_E:4.1.
BAD_LINE_E:Nova lokalna uprava?!
MATCH@M:(As a result of the reasearch conducted, a set of main reasons for consulting engagement was identified.===>Kao rezultat sprovedenog istraživanja, izdvojen je set glavnih razloga za angažovanje konsultanata.)
MATCH@E:(Reasons for consulting engagement As a result of the reasearch conducted, a set of main reasons for consulting engagement was identified.===>Razlozi za angažovanje konsultanata Kao rezultat sprovedenog istraživanja, izdvojen je set glavnih razloga za angažovanje konsultanata.)
MATCH@M:(According to the importance the clients attach to certain reasons for consulting engagement, seven commonest reasons are identified:===>Prema značaju koji klijenti pridaju pojedinim razlozima za anagažovanje konsultanata, izdvojeno je sedam najčešćih razloga:)
MATCH@E:(According to the importance the clients attach to cer tain reasons for consulting engagement, seven commonest reasons are identified: 1.===>Prema značaju koji klijenti pridaju pojedinim razlozima za anagažovanje konsultanata, izdvojeno je sedam najčešćih razloga: ~~~ 1.)
MATCH@M:(1.	The need to solve the problem promptly;===>1.	Potreba za brzim rešavanjem problema;)
MATCH@E:(The need to solve the problem promptly; 2.===>Potreba za brzim rešavanjem problema; 2.)
MATCH@M:(2.	The need for new, modern solutions;===>2.	Potreba za novim, savremenim rešenjima;)
MATCH@E:(The need for new, modern solutions; 3.===>Potreba za novim, savremenim rešenjima; 3.)
MATCH@M:(3.	The need for additional help or resources;===>3.	Potreba za dodatnom pomoći ili resursom;)
MATCH@E:(The need for additional help or resources; 4.===>Potreba za dodatnom pomoći ili resursom; 4.)
MATCH@M:(4.	The need for an independent and objective advice;===>4.	Potreba za nezavisnim i objektivnim savetom;)
MATCH@E:(The need for an independent and objective advice; 5.===>Potreba za nezavisnim i objektivnim savetom; 5.)
MATCH@M:(5.	Achieving or sustaining competitiveness;===>5.	Postizanje ili održavanje konkurentnosti;)
MATCH@E:(Achieving or sustaining competitiveness; 6.===>Postizanje ili održavanje konkurentnosti; 6.)
MATCH@M:(6.	Insufficient staff to execute a certain project;===>6.	Nedovoljno osoblja za realizaciju određenog projekta;)
MATCH@E:(Insufficient staff to execute a certain project; 7.===>Nedovoljno osoblja za realizaciju određenog projekta; 7.)
MATCH@M:(7.	Insufficient in-house expertise.===>7.	Nedovoljna stručnost u svojoj organizaciji (in-house).)
MATCH@E:(Insufficient in-house expertise.===>Nedovoljna stručnost u svojoj organizaciji (in-house).)
MATCH@M:(Two reasons dominate the all the others, the need for prompt solutions and the need for modern solutions.===>Dva razloga dominiraju u odnosu na ostale, a to su potreba za brzim i potreba za savremenim rešenjima.)
MATCH@E:(Two reasons dominate the all the others, the need for prompt solutions and the need for modern solutions.===>Dva razloga dominiraju u odnosu na ostale, a to su potreba za brzim i potreba za savremenim rešenjima.)
MATCH@M:(It is also indicative that the clients lack the in-house expertise least.===>Takođe je indikativno da klijentima najmanje nedostaje stručnost unutar sopstvene organizacije.)
MATCH@E:(It is also indicative that the clients lack the in-house expertise least.===>Takođe je indikativno da klijentima najmanje nedostaje stručnost unutar sopstvene organizacije.)
MATCH@M:(Is it really so or the clients still do not recognize the role and the importance of expertise in the field of management, is a rather interesting issue to be researched into in the future.===>Da li je to stvarno tako ili klijenti još uvek ne prepoznaju ulogu i značaj stručnosti u domenu menadžmenta, predstavlja vrlo zanimljivu temu za neka buduća istraživanja.)
MATCH@E:(Is it really so or the clients still do not recognize the role and the importance of expertise in the field of management, is a rather interesting issue to be researched into in the future.===>Da li je to stvarno tako ili klijenti još uvek ne prepoznaju ulogu i značaj stručnosti u domenu menadžmenta, predstavlja vrlo zanimljivu temu za neka buduća istraživanja.)
MATCH@M:(The reasons stated, generally speaking, point to the fact that, when they decide to engage a consultant, the clients demand something they are not capable of doing themselves in their own firms.===>Navedeni razlozi, posmatrano u celini, ukazuju na to da klijenti, kada žele da angažuju konsultanta, traže nešto što iz nekog razloga ne mogu da urade sami u vlastitoj firmi.)
MATCH@E:(The reasons stated, generally speaking, point to the fact that, when they decide to engage a consultant, the clients demand something they are not capable of doing themselves in their own firms.===>Navedeni razlozi, posmatrano u celini, ukazuju na to da klijenti, kada žele da angažuju konsultanta, traže nešto što iz nekog razloga ne mogu da urade sami u vlastitoj firmi.)
MATCH@M:(To a certain extent they are then dependent and exposed.===>Oni su tada u izvesnoj meri u stanju zavisnosti i ranjivosti.)
MATCH@E:(To a certain extent they are then dependent and exposed.===>Oni su tada u izvesnoj meri u stanju zavisnosti i ranjivosti.)
MATCH@M:(Summing all the reasons for which the clients hire consultants, the already defined mutual demand for consultants can only be confirmed, the one that Bergholz formulated on behalf of all clients: “Help me, or show me how to improve the business operations of my firm.===>Sublimiranjem svih razloga zbog kojih klijenti angažuju konsultante, može se potvrditi ranije definisan zajednički zahtev za konsultanta, koji je Bergholz formulisao u ime svih klijenata: “Pomozite mi, ili mi pokažite kako da unapredim poslovanje svoje firme.)
MATCH@E:(Summing all the reasons for which the clients hire consultants, the already defined mutual demand for consultants can only be confirmed, the one that Bergholz Š2, pp. 29-33Ë formulated on behalf of all clients: Help me, or show me how to improve the business operations of my firm.===>Sublimiranjem svih razloga zbog kojih klijenti angažuju konsultante, može se potvrditi ranije definisan zajednički zahtev za konsultanta, koji je Bergholz Š2, st.29-33Ë formulisao u ime svih klijenata: ~~~ Pomozite mi, ili mi pokažite kako da unapredim poslovanje svoje firme.)
MATCH@M:(I know you have the knowledge I do not.===>Ja znam da vi imate znanja koja ja nemam.)
MATCH@E:(I know you have the knowledge I do not.===>Ja znam da vi imate znanja koja ja nemam.)
MATCH@M:(I cannot ask you directly, but you can find adequate solutions, without diminishing my feeling of self-respect.===>Ne mogu da vas pitam direktno, ali vi možete pronaći odgovarujuća rešenja, a bez ugrožavanja mog samo-poštovanja.)
MATCH@E:(I cannot ask you directly, but you can find ade quate solutions, without diminishing my feeling of self-respect.===>Ne mogu da vas pitam direktno, ali vi možete pronaći odgovarujuća rešenja, a bez ugrožavanja mog samopoštovanja.)
MATCH@M:(Your feed-back information and advice may be useful.===>Vaše povratne informacije i saveti mogli bi biti korisni.)
MATCH@E:(Your feed-back information and advice may be useful.===>Vaše povratne informacije i saveti mogli bi biti korisni.)
MATCH@M:(I count on you to be able to find effective ways to deliver them to me...“===>Ja računam na vas da ćete naći efektivne načine da mi ih dostavite ... “)
MATCH@E:(I count on you to be able to find effective ways to deliver them to me...===>Ja računam na vas da ćete naći efektivne načine da mi ih dostavite ...)
MATCH@M:(The research, however, was conducted in 2000, on the sample of 500 top firms in Australia.===>Međutim ta istraživanja su rađena 2000-te godine i to na uzorku od 500 top firmi u Australiji.)
MATCH@E:(The research, however, was conducted in 2000, on the sample of 500 top firms in Australia.===>Međutim ta istraživanja su rađena 2000-te godine i to na uzorku od 500 top firmi u Australiji.)
MATCH@M:(The findings nevertheless served as a starting point for this reasearch.===>Ti rezultati su ipak poslužili kao polazna osnova za ovo istraživanje.)
MATCH@E:(The findings nevertheless served as a starting point for this reasearch.===>Ti rezultati su ipak poslužili kao polazna osnova za ovo istraživanje.)
MATCH@M:(In the business circumstances in the transition countries, such as these in Serbia, and on the sample of small and medium-sized enterprises, or entrepreneurs, the findings are somewhat different and biased.===>U tranzicionim poslovnim okolnostima kakve su u Srbiji, a na uzorku malih i srednjih preduzeca, odnosno preduzetnika, rezultati su nešto drugačiji i subjektivniji.)
MATCH@E:(In the business circumstances in the transition countries, such as these in Serbia, and on the sample of small and medium-sized enterprises, or entrepreneurs, the findings are somewhat different and biased.===>U tranzicionim poslovnim okolnostima kakve su u Srbiji, a na uzorku malih i srednjih preduzeća, odnosno preduzetnika, rezultati su nešto drugačiji i subjektivniji.)
MATCH@M:(Twelve strategic competencies have been identified as a final result of the research and analysis, that the clients, i.e., the owners and the managers of small and medium-sized firms identified as important for the consulting success.===>Kao konačan rezultat istraživanja i analize, identifiko-vano je dvanaest strateških sposobnosti, koje su klijenti, tj. vlasnici i menadžeri malih i srednje velikih firmi, identifikovali kao važne za uspeh konsaltinga.)
MATCH@E:(Twelve strategic competencies have been identified as a final result of the research and analysis, that the clients, i.e., the owners and the managers of small and medium-sized firms identified as important for the consulting success.===>Kao konačan rezultat istraživanja i analize, identifikovano je dvanaest strateških sposobnosti, koje su klijenti, tj. vlasnici i menadžeri malih i srednje velikih firmi, identifikovali kao važne za uspeh konsaltinga.)
MATCH@M:(These competences are:===>Te sposobnosti su:)
MATCH@E:(These competences are: 1.===>Te sposobnosti su: ~~~ 1.)
MATCH@M:(1.	Innovativeness and creativity===>1.	Inovativnost i kreativnost)
MATCH@E:(Innovativeness and creativity 2.===>Inovativnost i kreativnost 2.)
MATCH@M:(2.	Integrity and honesty===>2.	Integritet i poštenje)
MATCH@E:(Integrity and honesty 3.===>Integritet i poštenje 3.)
MATCH@M:(4.	Efficient problem solving===>4.	Uspešno rešavanje problema)
MATCH@E:(Efficient problem solving 5.===>Uspešno rešavanje problema 5.)
MATCH@M:(6.	Ability to identify problem/opportunity===>6.	Sposobnost identifikacije problema/šansi)
MATCH@E:(Ability to identify problem/opportunity 7.===>Sposobnost identifikacije problema/šansi 7.)
MATCH@M:(7.	Client-consultant communication===>7.	Klijent-konsultant komunikacija)
MATCH@E:(Client-consultant communication 8.===>Klijent-konsultant komunikacija 8.)
MATCH@M:(8.	Quality of service===>8.	Kvalitet usluge)
MATCH@E:(Quality of service 9.===>Kvalitet usluge 9.)
MATCH@M:(10.	Value adding to client organization===>10.	Dodavanja vrednosti organizaciji klijenta)
MATCH@E:(Value adding to client organization 11.===>Dodavanja vrednosti organizaciji klijenta 11.)
MATCH@M:(11.	Knowledge of business environment===>11.	Poznavanje poslovnog ambijenta)
MATCH@E:(Knowledge of business environment 12.===>Poznavanje poslovnog ambijenta 12.)
MATCH@M:(Three strategic competencies identified as most important are innovativeness, honesty and rationality.===>Vidi se da su tri najvažnije identifikovane strateška sposobnosti inovativnost, poštenje i racionalnost.)
MATCH@E:(Colsuntants own success Three strategic competencies identified as most important are innovativeness, honesty and rationality.===>Sopstvena uspešnost konsultanta Vidi se da su tri najvažnije identifikovane strateška sposobnosti inovativnost, poštenje i racionalnost.)
MATCH@M:(This is fully in line with the client’s need and wish to get prompt and modern solutions, which are actually the main reasons for which he purchases consulting services.===>To u potpunosti korespondira sa potrebom i željom klijenata za brzim i savremenim rešenjima, što su najvažniji razlozi za angažovanje konsultanata.)
MATCH@E:(This is fully in line with the clients need and wish to get prompt and modern solutions, which are actually the main reasons for which he purchases consulting services.===>To u potpunosti korespondira sa potrebom i željom klijenata za brzim i savremenim rešenjima, što su najvažniji razlozi za angažovanje konsultanata.)
MATCH@M:(Simultaneously, although it is not crucially important for the client, the need is stressed that the consultant has to be able to solve his/her own problems, that is, to make himself successful.===>Istovremeno, mada to nije od presudnog značaja za klijenta, jasno je istaknuta sposobnost konsultanta da reši sopstvene probleme, odnosno da sebe učini uspe-šnim.)
MATCH@E:(Simultaneously, although it is not crucially important for the client, the need is stressed that the consultant has to be able to solve his/her own problems, that is, to make himself successful.===>Istovremeno, mada to nije od presudnog značaja za klijenta, jasno je istaknuta sposobnost konsultanta da reši sopstvene probleme, odnosno da sebe učini uspešnim.)
MATCH@M:(Clients simply do not trust the consultant who has not proved to be an expert on his own case.===>Klijenti jednostavno nemaju poverenja u kon-sultanta ukoliko se on nije dokazao na sopstvenom primeru.)
MATCH@E:(Clients simply do not trust the consultant who has not proved to be an expert on his own case. ~~~ 4.3.===>Klijenti jednostavno nemaju poverenja u konsultanta ukoliko se on nije dokazao na sopstvenom primeru. 4.)
MATCH@M:(In practice, the client who decides to use professional business consultants’ services can learn whether the consultant is capable of doing what he is expected to do in an easy and simple way.===>U praksi, klijent koji se odluči da koristi usluge profesionalnih poslovnih savetnika, na veoma brz i jednostavan način može da proceni da li je konsultant u stanju da uradi ono što se od njega očekuje.)
MATCH@E:(Consulting performance indicators clients standpoint In practice, the client who decides to use professional business consultants services can learn whether the consultant is capable of doing what he is expected to do in an easy and simple way.===>Pokazatelji uspešnosti konsaltinga iz perspektive klijenata U praksi, klijent koji se odluči da koristi usluge profesionalnih poslovnih savetnika, na veoma brz i jednostavan način može da proceni da li je konsultant u stanju da uradi ono što se od njega očekuje.)
MATCH@M:(Consulting, therefore, is no charade.===>Dakle, konsalting ni u kom slučaju nije “prodaja magle”.)
MATCH@E:(Consulting, therefore, is no charade.===>Dakle, konsalting ni u kom slučaju nije prodaja magle.)
MATCH@M:(You can cheat only once.===>To može da se uradi samo jednom.)
MATCH@E:(You can cheat only once.===>To može da se uradi samo jednom.)
MATCH@M:(There are various factors on the basis of which the clients can decide whether the consulting service is successful, be it a “pilot“ project, or a small, or a larger managemnt consulting engagement.===>Postoje brojni faktori na osnovu kojih klijenti prosuđuju da li je konsal-ting usluga uspešna, bez obzira da li se radi o “pilot” projektu, malom ili pak vecem menadžment konsalting angažmanu.)
MATCH@E:(There are various factors on the basis of which the clients can decide whether the consulting service is successful, be it a pilot project, or a small, or a larger managemnt consulting engagement.===>Postoje brojni faktori na osnovu kojih klijenti prosuđuju da li je konsalting usluga uspešna, bez obzira da li se radi o pilot projektu, malom ili pak većem menadžment konsalting angažmanu.)
MATCH@M:(According to clients, the major indicators of management consulting performance are the following: timely service provision and achievement of set goals.===>Klijenti smatraju da su glavni pokazatelji odnosno indikatori uspešnosti menadžment konsaltinga: pravovremenost pružanja usluga i postizanje dogovorenih ciljeva.)
MATCH@E:(According to clients, the major indicators of management consulting performance are the following: timely service provision and achievement of set goals.===>Klijenti smatraju da su glavni pokazatelji odnosno indikatori uspešnosti menadžment konsaltinga: pravovremenost pružanja usluga i postizanje dogovorenih ciljeva.)
MATCH@M:(The indicator considered by the clients to be least important is the implementation of the proposed solutions.===>Pokazatelj kojem klijenti pridaju ponajmanji značaj jeste implementacija predloženih rešenja.)
MATCH@E:(The indicator considered by the clients to be least important is the implementation of the proposed solutions.===>Pokazatelj kojem klijenti pridaju ponajmanji značaj jeste implementacija predloženih rešenja.)
MATCH@M:(More precisely, the importance of this indicator increases with an increase in the number of employees.===>Tačnije, sa porastom broja zaposlenih, raste i značaj ovog indikatora.)
MATCH@E:(More precisely, the importance of this indicator increases with an increase in the number of employees.===>Tačnije, sa porastom broja zaposlenih, raste i značaj ovog indikatora.)
MATCH@M:(The management consulting performance indicators mostly quoted by the (prospective) clients from the SMEE sector are as follows:===>Kao pokazatelji uspešnosti menadžment konsalting usluge, (potencijalni) klijenti iz sektora MSPP, uglavnom ističu:)
MATCH@E:(The management consulting performance indicators mostly quoted by the (prospective) clients from the SMEE sector are as follows: 1.===>Kao pokazatelji uspešnosti menadžment konsalting usluge, (potencijalni) klijenti iz sektora MSPP, uglavnom ističu: ~~~ 1.)
MATCH@M:(1.	Timely provision of services===>1.	Pravovremenost pružanja usluga)
MATCH@E:(Timely provision of services 2.===>Pravovremenost pružanja usluga 2.)
MATCH@M:(2.	Achieving the set goals===>2.	Postizanje dogovorenih ciljeva)
MATCH@E:(Achieving the set goals 3.===>Postizanje dogovorenih ciljeva 3.)
MATCH@M:(3.	Client’s satisfaction===>3.	Zadovoljstvo klijenta)
MATCH@E:(Clients satisfaction 4.===>Zadovoljstvo klijenta 4.)
MATCH@M:(4.	Achieving measurable financial results===>4.	Postizanje merljivih finansijskih rezultata)
MATCH@E:(Achieving measurable financial results 5.===>Postizanje merljivih finansijskih rezultata 5.)
MATCH@M:(5.	Employee behaviour in the client organization===>5.	Ponašanje zaposlenih u organizaciji klijenta)
MATCH@E:(Employee behaviour in the client organization 6.===>Ponašanje zaposlenih u organizaciji klijenta 6.)
MATCH@M:(This is in accord with the literature which suggests a balanced measuring of results, not only financial measurements.===>To je saglasno sa literaturom koja sugerišu izbalansirano merenje uspeha, a ne samo finansijska merenja.)
MATCH@E:(This is in accord with the literature Š16Ë which suggests a balanced measuring of results, not only financial measurements.===>To je saglasno sa literaturom Š16Ë koja sugerišu izbalansirano merenje uspeha, a ne samo finansijska merenja.)
MATCH@M:(Hence each individual strategic competency is put into a relation to each of the performance indicators.===>Stoga je svaka pojedinačna strateška sposobnost stavljana u odnos prema svakom od pokazatelja uspešnosti.)
MATCH@E:(Hence each individual strategic competency is put into a relation to each of the performance indicators.===>Stoga je svaka pojedinačna Menadžment konsalting : i t s o n š e p s u i j l e t a z a k o P Strateške sposobnosti:)
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BAD_LINE_M:Hence each individual strategic competency is put into a relation to each of the performance indicators.
BAD_LINE_M:Stoga je svaka pojedinačna strateška sposobnost stavljana u odnos prema svakom od pokazatelja uspešnosti.
BAD_LINE_E:Hence each individual strategic competency is put into a relation to each of the performance indicators.
BAD_LINE_E:Stoga je svaka pojedinačna Menadžment konsalting : i t s o n š e p s u i j l e t a z a k o P Strateške sposobnosti:
MATCH@M:(5.===>5.)
MATCH@E:(5.===>Posebna pažnja posvećena je razvijanju uspešne strategije.)
BAD_LINE_=============================================================
BAD_LINE_M:5.
BAD_LINE_M:5.
BAD_LINE_E:5.
BAD_LINE_E:Posebna pažnja posvećena je razvijanju uspešne strategije.
MATCH@M:(Evidently, the users of management consulting services in Serbia are concentrated in larger cities and come from various industries.===>Evidentno je da su korisnici usluga menadžment kon-saltinga u Srbiji skoncentrisani u većim gradovima i da su iz raznih oblasti poslovanja.)
MATCH@E:(Conclusion Evidently, the users of management consulting services in Serbia are concentrated in larger cities and come from various industries.===>Zaključak Evidentno je da su korisnici usluga menadžment konsaltinga u Srbiji skoncentrisani u većim gradovima i da su iz raznih oblasti poslovanja.)
MATCH@M:(Also, the range of fields for which they decide upon consulting engagement is broad.===>Takođe, vrlo je širok dijapazon oblasti za koje oni angažuju konsultante.)
MATCH@E:(Also, the range of fields for which they decide upon consulting engagement is broad.===>Takođe, vrlo je širok dijapazon oblasti za koje oni angažuju konsultante.)
MATCH@M:(The number of prospective clients is much larger; they do have certain needs, however, they have not decided upon hiring consultants, mainly because this type of services seems too mystified to them.===>Mnogo je više potencijalnih klijenata, tj. onih koji imaju određene potrebe, ali još uvek se nisu odlučili da angažuju savetnike, uglavnom zbog toga što im ova vrsta usluga izgleda previše mistifikovana.)
MATCH@E:(The number of prospective clients is much larger; they do have certain needs, however, they have not decided upon hiring consultants, mainly because this type of services seems too mystified to them.===>Mnogo je više potencijalnih klijenata, tj. onih koji imaju određene potrebe, ali još uvek se nisu odlučili da angažuju savetnike, uglavnom zbog toga što im ova vrsta usluga izgleda previše mistifikovana.)
MATCH@M:(The management consulting services are not available to a sufficient degree in less developed regions, which hinders the development of small, mainly manufacturing firms and entrepreneurs in these parts.===>Menadž-ment konsalting usluge nisu u dovoljnoj meri dostupne u manje razvijenim sredinama, što utiče na sporiji razvoj malih, pretežno proizvodnih, preduzeća i pred-uzetnika u tim sredinama.)
MATCH@E:(The management consulting services are not available to a sufficient degree in less developed regions, which hinders the development of small, mainly manufacturing firms and entrepreneurs in these parts.===>Menadžment konsalting usluge nisu u dovoljnoj meri dostupne u manje razvijenim sredinama, što utiče na sporiji razvoj malih, pretežno proizvodnih, preduzeća i preduzetnika u tim sredinama.)
MATCH@M:(This research has shown that consultants should command multidisciplinary skills, be competent, creative and have excellent character traits.===>Ovo istraživanje pokazuje da konsultanti treba da po-seduju multidisciplinarne veštine, da budu kompetentni, kreativni i da imaju odlične ljudske osobine.)
MATCH@E:(This research has shown that consultants should command multidisciplinary skills, be competent, creative and have excellent character traits.===>Ovo istraživanje pokazuje da konsultanti treba da poseduju multidisciplinarne veštine, da budu kompetentni, kreativni i da imaju odlične ljudske osobine.)
MATCH@M:(A successful management consulting must operationalize and implement as many strategic competencies as possible.===>U uspešnom menadžment konsaltingu, mora da bude operacionalizovano i implementirano što više strateških sposobnosti.)
MATCH@E:(A successful management consulting must operationalize and implement as many strategic competencies as possible.===>U uspešnom menadžment konsaltingu, mora da bude operacionalizovano i implementirano što više strateških sposobnosti.)
MATCH@M:(In the long run, through the consulting service delivered, these competences affect at least one, and usually more performance indicators.===>U krajnjem ishodu, te sposobnosti kroz pruženu uslugu konsaltinga, utiču na bar jedan, a obično na više pokazatelja uspešnosti.)
MATCH@E:(In the long run, through the consulting service delivered, these competences affect at least one, and usually more performance indicators.===>U krajnjem ishodu, te sposobnosti kroz pruženu uslugu konsaltinga, utiču na bar jedan, a obično na više pokazatelja uspešnosti.)
MATCH@M:(In practice, on making the decision to engage a consulting expert, the client’s assumptions and demands become expectations.===>U praksi, nakon donošenja odluke o angažovanju konsultanta, kli-jentove pretpostavke i zahtevi pretvaraju se u očekivanja.)
MATCH@E:(In practice, on making the decision to engage a consulting expert, the clients assumptions and demands become expectations.===>U praksi, nakon donošenja odluke o angažovanju konsultanta, klijentove pretpostavke i zahtevi pretvaraju se u očekivanja.)
MATCH@M:(They are energetic and they make decisions fast, hence they attach most importance to the need for concrete and prompt solutions.===>Njih karakteriše odlučnost i brzo donošenje odluka, tako da oni u prvi plan ističu potrebu za konkretnim i brzim rešenjima.)
MATCH@E:(They are energetic and they make decisions fast, hence they attach most importance to the need for concrete and prompt solutions.===>Njih karakteriše odlučnost i brzo donošenje odluka, tako da oni u prvi plan ističu potrebu za konkretnim i brzim rešenjima.)
MATCH@M:(Aware of fast changes in the business environment, they expect the solutions offered to be modern and creative.===>Svesni brzih promena poslovnog ambijenta, očekuju da ponuđena poslovna rešenja budu savremena i kreativna.)
MATCH@E:(Aware of fast changes in the business environment, they expect the solutions offered to be modern and creative.===>Svesni brzih promena poslovnog ambijenta, očekuju da ponuđena poslovna rešenja budu savremena i kreativna.)
MATCH@M:(Hence such clients prefer the consultants that are fast, accurate, innovative, rational, honest and experts.===>Zbog svega toga klijenti preferiraju konsultante koji su brzi, precizni, inovativni, racionalni, pošteni i stručni.)
MATCH@E:(Hence such clients prefer the consultants that are fast, accurate, innovative, rational, honest and experts.===>Zbog svega toga klijenti preferiraju konsultante koji su brzi, precizni, inovativni, racionalni, pošteni i stručni.)
MATCH@M:(Time is a key factor and also a consulting service performance indicator.===>Vreme je ključni faktor i kao pokazatelj uspešnosti konsalting usluge.)
MATCH@E:(Time is a key factor and also a consulting service performance indicator.===>Vreme je ključni faktor i kao pokazatelj uspešnosti konsalting usluge.)
MATCH@M:(For the client, the timely service provision, together with achievement of set goals, tops the list of the management consulting performance criteria.===>Za klijenta, pravovremenost pružanja usluge, uz postizanje dogovorenih ciljeva, nalazi se na vrhu liste kriterijuma uspešnosti menadžment kon-salting usluge.)
MATCH@E:(For the client, the timely service provision, together with achievement of set goals, tops the list of the management consulting performance criteria.===>Za klijenta, pravovremenost pružanja usluge, uz postizanje dogovorenih ciljeva, nalazi se na vrhu liste kriterijuma uspešnosti menadžment konsalting usluge. se imidž, status i reference konsultanta smatraju vrlo važnim sa aspekta klijenata.)
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BAD_LINE_M:For the client, the timely service provision, together with achievement of set goals, tops the list of the management consulting performance criteria.
BAD_LINE_M:Za klijenta, pravovremenost pružanja usluge, uz postizanje dogovorenih ciljeva, nalazi se na vrhu liste kriterijuma uspešnosti menadžment kon-salting usluge.
BAD_LINE_E:For the client, the timely service provision, together with achievement of set goals, tops the list of the management consulting performance criteria.
BAD_LINE_E:Za klijenta, pravovremenost pružanja usluge, uz postizanje dogovorenih ciljeva, nalazi se na vrhu liste kriterijuma uspešnosti menadžment konsalting usluge. se imidž, status i reference konsultanta smatraju vrlo važnim sa aspekta klijenata.
MATCH@M:(There is yet another important point.===>Uočljivo je još nešto.)
MATCH@E:(There is yet another important point.===>Izuzetak su ključni konsultanti.)
BAD_LINE_=============================================================
BAD_LINE_M:There is yet another important point.
BAD_LINE_M:Uočljivo je još nešto.
BAD_LINE_E:There is yet another important point.
BAD_LINE_E:Izuzetak su ključni konsultanti.
MATCH@M:(The clients do not want consultants who did not prove successful on a personal plane.===>Klijenti ne žele konsultante koji nisu uspešni i koji se nisu ostvarili na ličnom planu.)
MATCH@E:(The clients do not want consultants who did not prove successful on a personal plane.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The clients do not want consultants who did not prove successful on a personal plane.
BAD_LINE_M:Klijenti ne žele konsultante koji nisu uspešni i koji se nisu ostvarili na ličnom planu.
BAD_LINE_E:The clients do not want consultants who did not prove successful on a personal plane.
BAD_LINE_E:
MATCH@M:(They could be said to consider failure to be contagious.===>Moglo bi se reći da neuspeh smatraju zarazom.)
MATCH@E:(They could be said to consider failure to be contagious.===>)
BAD_LINE_=============================================================
BAD_LINE_M:They could be said to consider failure to be contagious.
BAD_LINE_M:Moglo bi se reći da neuspeh smatraju zarazom.
BAD_LINE_E:They could be said to consider failure to be contagious.
BAD_LINE_E:
MATCH@M:(It is for this reason that the clients consider the consultant image, status and references highly important.===>Stoga se imidž, status i reference konsultanta smatraju vrlo važnim sa aspekta klijenata.)
MATCH@E:(It is for this reason that the clients consider the consultant image, status and references highly important.===>)
BAD_LINE_=============================================================
BAD_LINE_M:It is for this reason that the clients consider the consultant image, status and references highly important.
BAD_LINE_M:Stoga se imidž, status i reference konsultanta smatraju vrlo važnim sa aspekta klijenata.
BAD_LINE_E:It is for this reason that the clients consider the consultant image, status and references highly important.
BAD_LINE_E:
MATCH@M:(The only exemption are the key consultants.===>Izuzetak su kljucni konsultanti.)
MATCH@E:(The only exemption are the key consultants.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The only exemption are the key consultants.
BAD_LINE_M:Izuzetak su kljucni konsultanti.
BAD_LINE_E:The only exemption are the key consultants.
BAD_LINE_E:
MATCH@M:(As a complex and subtle process going on between the consultant and the client, management consulting is based on mutual correctness and usefulness and is a result of mutual trust.===>Menadžment konsalting, kao složen i suptilan odnos između savetnika i klijenta, zasniva se na obostranoj korektnosti i korisnosti, a rezultat je obostranog poverenja.)
MATCH@E:(As a complex and subtle process going on between the consultant and the client, manage ment consulting is based on mutual correctness and usefulness and is a result of mutual trust.===>Menadžment konsalting, kao složen i suptilan odnos između savetnika i klijenta, zasniva se na obostranoj korektnosti i korisnosti, a rezultat je obostranog poverenja.)
MATCH@M:(The clients may decide to engage more than consultant, for different parts of the project each; however, they wish to build long-term relationships with one, and only sometimes with several key consultants.===>Klijenti mogu da angažuju više kon-sultanata za specifične delove projekata, međutim, oni žele da izgrade dugoročne poslovne veze najčešće sa jednim, a ponekad i sa više ključnih konsultanata.)
MATCH@E:(The clients may decide to engage more than consultant, for different parts of the project each; however, they wish to build long-term relationships with one, and only sometimes with several key consultants.===>Klijenti mogu da angažuju više konsultanata za specifične delove projekata, međutim, oni žele da izgrade dugoročne poslovne veze najčešće sa jednim, a ponekad i sa više ključnih konsultanata.)
MATCH@M:(The consultants are necessary for the clients, in that they help them get a comprehensive view of their business, they remain with the client for a longer period of time and take part of responsibility for the client’s business operations.===>Ovi konsultanti su potrebni klijentima da bi im pomogli da sagledaju celovitu sliku svog poslovanja, da budu prisutni u dužem periodu i da preuzmu deo odgovornosti za poslovanje klijenta.)
MATCH@E:(The consultants are necessary for the clients, in that they help them get a comprehensive view of their business, they remain with the client for a longer period of time and take part of responsibility for the clients business operations.===>Ovi konsultanti su potrebni klijentima da bi im pomogli da sagledaju celovitu sliku svog poslovanja, da budu prisutni u dužem periodu i da preuzmu deo odgovornosti za poslovanje klijenta.)
MATCH@M:(Here, their position is similar to that of a general practitioner, who remains indispensable, regardless of people increasingly using the services of specialists to get cured.===>Ovde se primećuje određena sličnost sa lekarom opšte prakse, koji ne gubi svoju ulogu, iako ljudi sve više koriste usluge specijalista za svoje zdravstvene potrebe.)
MATCH@E:(Here, their position is similar to that of a general practitioner, who remains indispensable, regardless of people increasingly using the services of specialists to get cured.===>Ovde se primećuje određena sličnost sa lekarom opšte prakse, koji ne gubi svoju ulogu, iako ljudi sve više koriste usluge specijalista za svoje zdravstvene potrebe.)
MATCH@M:(The role of key consultants is such that they offer advice in all kinds of situations and help their client make the right decision.===>Uloga ključnih konsultanata je takva da svojim savetom u različitim situacijama pomognu klijentu da donese ispravnu odluku.)
MATCH@E:(The role of key consultants is such that they offer advice in all kinds of situations and help their client make the right decision.===>Uloga ključnih konsultanata je takva da svojim savetom u različitim situacijama pomognu klijentu da donese ispravnu odluku.)
MATCH@M:(Such councelling need not be too expensive.===>Ove savetodavne usluge ne moraju biti posebno skupe.)
MATCH@E:(Such councelling need not be too expensive.===>Ove savetodavne usluge ne moraju biti posebno skupe.)
MATCH@M:(It demands maturity, anticipation and empathy from the consultant, rather than complex administrative procedures.===>One zahtevaju zrelost, predviđanje i empatiju konsul-tanta, više nego velike administrativne procedure.)
MATCH@E:(It demands maturity, anticipation and empathy from the consultant, rather than complex administrative procedures.===>One zahtevaju zrelost, predviđanje i empatiju konsultanta, više nego velike administrativne procedure.)
MATCH@M:(Nowadays, there is a difference between the approach the consultant takes in measuring his performance and that of the clients’measuring the same performance.===>U ovom momentu, dosta je uočljiv raskorak između pristupa konsultanata merenju uspeha svoga rada, u odnosu na pristup koji imaju klijenti prema merenju uspe-šnosti tih istih usluga.)
MATCH@E:(Nowadays, there is a difference between the approach the consultant takes in measuring his performance and that of the clientsmeasuring the same performance.===>U ovom momentu, dosta je uočljiv raskorak između pristupa konsultanata merenju uspeha svoga rada, u odnosu na pristup koji imaju klijenti prema merenju uspešnosti tih istih usluga.)
MATCH@M:(This does not mean that consultants evaluate incorrectly, only that they should take more care of what the clients demand and expect from the services they purchased.===>To ne znači da konsultanti evalu-aciju vrše pogrešno, već da je potrebno još više da vode računa o tome šta klijenti traže i očekuju od usluga koje su kupili.)
MATCH@E:(This does not mean that consultants evaluate incorrectly, only that they should take more care of what the clients demand and expect from the services they purchased.===>To ne znači da konsultanti evaluaciju vrše pogrešno, već da je potrebno još više da vode računa o tome šta klijenti traže i očekuju od usluga koje su kupili.)
MATCH@M:(At the same time, the greater the choice among the alternative consulting services providers, the more considerate the consultants will become towards the client and the more reasonable their fees, and the more knowledgeable the clients as to what they can and what they should expect for the price they paid.===>Istovremeno, što je veći izbor među alternativnim pružaocima konsalting usluga, to će konsultanti biti više uviđavni prema klijentu i povoljniji sa cenom, a klijenti će biti upoznatiji sa tim šta mogu i treba da očekuju za tu cenu.)
MATCH@E:(At the same time, the greater the choice among the alternative consulting services providers, the more considerate the consultants will become towards the client and the more reasonable their fees, and the more knowledgeable the clients as to what they can and what they should expect for the price they paid.===>Istovremeno, što je veći izbor među alternativnim pružaocima konsalting usluga, to će konsultanti biti više uviđavni prema klijentu i povoljniji sa cenom, a klijenti će biti upoznatiji sa tim šta mogu i treba da očekuju za tu cenu.)
MATCH@M:(Since the ratio of market power moves from the consultants towards their clients, it is important that both parties redefine their roles and approaches.===>Obzirom da se odnos tržišne snage po-mera od konsultanata prema njihovim klijentima, obe strane treba da redefinišu svoje uloge i pristupe.)
MATCH@E:(Since the ratio of market power moves from the consultants towards their clients, it is important that both parties redefine their roles and approaches.===>Obzirom da se odnos tržišne snage pomera od konsultanata prema njihovim klijentima, obe strane treba da redefinišu svoje uloge i pristupe.)
MATCH@M:(For the consultants, it is a strategic task and the matter of survival.===>Za konsultante, to je strategijski zadatak i pitanje opstanka.)
MATCH@E:(For the consultants, it is a strategic task and the matter of survival.===>Za konsultante, to je strategijski zadatak i pitanje opstanka.)
MATCH@M:(High technologies are very important for this study, as they provide firms with competitive advantage by changing the key success components.===>Visoke tehnologije predstavljaju važnu problematiku ovoga rada, jer pružaju firmama konkurentsku prednost promenom ključnih faktora za uspeh.)
MATCH@E:(High technologies are very important for this study, as they provide firms with competitive advantage by changing the key success components.===>Visoke tehnologije predstavljaju važnu problematiku ovoga rada, jer pružaju firmama konkurentsku prednost promenom ključnih faktora za uspeh.)
MATCH@M:(High technology economies are the primary source for generating money in contrast to the economies dependent upon resources, labor and capital, which have been dominant during the last century.===>Privrede visokih tehnologija su primarni izvor generisanja novca kao suprotnost privredama vezanim za resurse, rad i kapital, koje su dominirale dvadesetim vekom.)
MATCH@E:(High technology economies are the primary source for generating money in contrast to the economies dependent upon resources, labor and capital, which have been dominant during the last century.===>Privrede visokih tehnologija su primarni izvor generisanja novca kao suprotnost privredama vezanim za resurse, rad i kapital, koje su dominirale dvadesetim vekom.)
MATCH@M:(The significance of certain countries that have made a great technological impact, which was made possible due to their continual investments in science and technology and R and D were also shown in the study.===>Istaknut je značaj pojedinih država koje su napravile veliki tehnološki napredak u poslednjoj deceniji dvadesetog veka i postale značajnije u razvoju tehnologija, zbog velikih i trajnih investicija u nauku i tehnologiju, u obrazovanje i istraživanje i razvoj (R and D).)
MATCH@E:(The significance of certain countries that have made a great technological impact, which was made possible due to their continual investments in science and technology and R&D were also shown in the study.===>Istaknut je značaj pojedinih država koje su napravile veliki tehnološki napredak u poslednjoj deceniji dvadesetog veka i postale značajnije u razvoju tehnologija, zbog velikih i trajnih investicija u nauku i tehnologiju, u obrazovanje i istraživanje i razvoj (R&D).)
MATCH@M:(The OECD acknowledges four groups technologies as competitive advantages in the field of advanced technology (low, medium-low, medium-high and high technology), in respect to their R and D intensity.===>Takođe su prikazane konkurentske prednosti u oblasti visokih tehnologija po metodu OECD-a na četiri grupe tehnologija (niske, srednje-niske, srednje-visoke i visoke tehnologije) prema nivou R and D intenzivnosti.)
MATCH@E:(The OECD acknowledges four groups technologies as competitive advantages in the field of advanced technology (low, medium-low, medium-high and high technology), in respect to their R&D intensity. ~~~ 1.===>Takođe su prikazane konkurentske prednosti u oblasti visokih tehnologija po metodu OECD-a na četiri grupe tehnologija (niske, srednje-niske, srednje-visoke i visoke tehnologije) prema nivou R&D intenzivnosti. 1.)
MATCH@M:(Technology is the basic source of competitive advantage in the twenty-first century.===>U dvadeset prvom veku tehnologija je osnovni izvor konkurentskih prednosti.)
MATCH@E:(Introduction Technology is the basic source of competitive advantage in the twenty-first century.===>Uvod U dvadeset prvom veku tehnologija je osnovni izvor konkurentskih prednosti.)
MATCH@M:(This is best seen in high technology firms.===>To je izraženo kod firmi sa visokim tehnologijama.)
MATCH@E:(This is best seen in high technology firms.===>To je izraženo kod firmi sa visokim tehnologijama.)
MATCH@M:(Science provides new solutions, resulting into the automation of the production and labour processes, organizational flexibility, creation of modern systems, specialization and a new approach to the product and service quality.===>Nauka omogućava nova reše-nja, a potom automatizaciju procesa proizvodnje i rada, fleksibilnost organizacije, kreiranje savremenih sistema, specijalizaciju i nov pristup kvalitetu proizvoda i usluga.)
MATCH@E:(Science provides new solutions, resulting into the automation of the production and labour processes, organizational flexibility, creation of modern systems, specialization and a new approach to the product and service quality.===>Nauka omogućava nova rešenja, a potom automatizaciju procesa proizvodnje i rada, fleksibilnost organizacije, kreiranje savremenih sistema, specijalizaciju i nov pristup kvalitetu proizvoda i usluga.)
MATCH@M:(In order that all these be achieved, the crucial problem for the firm is that of the access to new technologies.===>Da bi se sve ovo moglo ostvariti, u firmi je glavno pitanje mogućnost pristupa novim tehnologijama.)
MATCH@E:(In order that all these be achieved, the crucial problem for the firm is that of the access to new technologies.===>Da bi se sve ovo moglo ostvariti, u firmi je glavno pitanje mogućnost pristupa novim tehnologijama.)
MATCH@M:(In the developed economies it is relying to their own research and developmet activity; the developing economies, however, will do best to follow the path of those that have already accomplished this goal.===>U razvijenim privredama, to je oslonac na vlastitu istraživačku i razvojnu aktivnost, a u nerazvijenim, putokaz je prema onima koji su to već postigli.)
MATCH@E:(In the developed economies it is relying to their own research and developmet activity; the developing economies, however, will do best to follow the path of those that have already accomplished this goal.===>U razvijenim privredama, to je oslonac na vlastitu istraživačku i razvojnu aktivnost, a u nerazvijenim, putokaz je prema onima koji su to već postigli.)
MATCH@M:(The analysis of competitive dynamics strongly relies upon five technologically interrelated characteristics.===>Pet tehnološki povezanih karakteristika je važno za analizu konkurentske dinamike.)
MATCH@E:(The analysis of competitive dynamics strongly relies upon five technologically interrelated characteristics.===>Pet tehnološki povezanih karakteristika je važno za analizu konkurentske dinamike.)
MATCH@M:(Firstly, technological opportunities refer to the potential of innovations among the value chains of the firms within one industry.===>Prvo, tehnološke mogućnosti odnose se na potencijal inovacija između lanca vrednosti firme unutar jedne privredne grane.)
MATCH@E:(Firstly, technological opportunities refer to the potential of innovations among the value chains of the firms within one industry.===>Prvo, tehnološke mogućnosti odnose se na potencijal inovacija između lanca vrednosti firme unutar jedne privredne grane.)
MATCH@M:(Secondly, the competitive dynamics differs in the degree of appropriation of benefits resulting from the in-novational activity.===>Drugo, konkurentska dinamika razlikuje se u uslovima stepena prisvajanja koristi proisteklih iz inovacione aktivnosti.)
MATCH@E:(Secondly, the competitive dynamics differs in the degree of appropriation of benefits resulting from the innovational activity.===>Drugo, konkurentska dinamika razlikuje se u uslovima stepena prisvajanja koristi proisteklih iz inovacione aktivnosti.)
MATCH@M:(Thirdly, the liability resources demand that the competitive dynamics changes be successful.===>Treće, resursi obavezivanja zahtevaju uspešne promene kod konkurentske dinamike.)
MATCH@E:(Thirdly, the liability resources demand that the competitive dynamics changes be successful.===>Treće, resursi obavezivanja zahtevaju uspešne promene kod konkurentske dinamike.)
MATCH@M:(The knowledge based economies that require fundamental research, may demand larger resource liabilities than industries based on technologies, including additional research and development.===>Privrede zasnovane na znanju, koje zahtevaju osnovna istraživanja, mogu zahtevati veće resursne obaveze nego privredne grane zasnovane na tehnologiji, uključujući dodatna istraživanja i razvoj.)
MATCH@E:(The knowledge based economies that require fundamental research, may demand larger resource liabilities than industries based on technologies, including additional research and development.===>Privrede zasnovane na znanju, koje zahtevaju osnovna istraživanja, mogu zahtevati veće resursne obaveze nego privredne grane zasnovane na tehnologiji, uključujući dodatna istraživanja i razvoj.)
MATCH@M:(Fourthly, major rivals generally range from institutional management to the market.===>Četvrto, značajni rivali su obično pušteni iz institucionalne režije do tržišta.)
MATCH@E:(Fourthly, major rivals generally range from institutional management to the market.===>Četvrto, značajni rivali su obično pušteni iz institucionalne režije do tržišta.)
MATCH@M:(Finally, varied competitive dynamics requires an equally varied speed of execution .===>Na kraju, različita konkurentska dinamika zahteva različitu brzinu izvršenja.)
MATCH@E:(Finally, varied competitive dynamics requires an equally varied speed of execution Š10Ë. 2.===>Na kraju, različita konkurentska dinamika zahteva različitu brzinu izvršenja Š10Ë. 2.)
MATCH@M:(The changes in the economy structure are continuous.===>Promene u strukturi privrede su stalne.)
MATCH@E:(Technological changes The changes in the economy structure are continuous.===>Tehnološke promene Promene u strukturi privrede su stalne.)
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BAD_LINE_M:The changes in the economy structure are continuous.
BAD_LINE_M:Promene u strukturi privrede su stalne.
BAD_LINE_E:Technological changes The changes in the economy structure are continuous.
BAD_LINE_E:Tehnološke promene Promene u strukturi privrede su stalne.
MATCH@M:(A new technology which is a result of innovation, results in turn into the emergence of new firms and new industries.===>Nova tehnologija, kao rezultat inovacije, ima za posledicu pojavu novih firmi i novih grana.)
MATCH@E:(A new technology which is a result of innovation, results in turn into the emergence of new firms and new industries.===>Nova tehnologija, kao rezultat inovacije, ima za posledicu pojavu novih firmi i novih grana.)
MATCH@M:(Tracking the product or the firm’s life cycle allows for tracking the structural changes in the national and international economies.===>Praćenjem životnog ciklusa proizvoda i firmi mogu se pratiti i strukturne promene u nacionalnoj i međunarodnoj ekonomiji.)
MATCH@E:(Tracking the product or the firms life cycle allows for tracking the structural changes in the national and international economies.===>Praćenjem životnog ciklusa proizvoda i firmi mogu se pratiti i strukturne promene u nacionalnoj i međunarodnoj ekonomiji.)
MATCH@M:(The impact of technological change upon the changes in economy is significant.===>Tehnološke promene bitno utiču na promenu ekonomije.)
MATCH@E:(The impact of technological change upon the changes in economy is significant.===>Tehnološke promene bitno utiču na promenu ekonomije.)
MATCH@M:(Its effect is especially evident in the growth and development of firms and of each individual industry.===>Uočljiv je njihov uticaj na rast i razvoj firmi i svake pojedine grane.)
MATCH@E:(Its effect is especially evident in the growth and development of firms and of each individual industry.===>Uočljiv je njihov uticaj na rast i razvoj firmi i svake pojedine grane.)
MATCH@M:(Technological changes also contribute to the strategic change in economy.===>Tehnološke promene doprinose i strateškim promenama ekonomije.)
MATCH@E:(Technological changes also contribute to the strategic change in economy.===>Tehnološke promene doprinose i strateškim promenama ekonomije.)
MATCH@M:(They challenge the firm’s present competitive advantage, but also create a new one, stronger than the present advantage.===>One dovode u pitanje postojeću konkurentsku prednost firmi, ali i kreiraju novu koja je jača od postojeće prednosti.)
MATCH@E:(They challenge the firms present competitive advantage, but also create a new one, stronger than the present advantage.===>One dovode u pitanje postojeću konkurentsku prednost firmi, ali i kreiraju novu koja je jača od postojeće prednosti.)
MATCH@M:(The outcomes of the changes are several.===>Promene imaju nekoliko ishoda.)
MATCH@E:(The outcomes of the changes are several.===>Promene imaju nekoliko ishoda.)
MATCH@M:(Firstly, it is new products and processes.===>Prvo, donose nove proizvode i procese.)
MATCH@E:(Firstly, it is new products and processes.===>Prvo, donose nove proizvode i procese.)
MATCH@M:(Secondly, it is the change in the value chain and in the firm’s constellation value.===>Drugo, menjaju vrednost lanca i vrednost konstalacije firme.)
MATCH@E:(Secondly, it is the change in the value chain and in the firms constellation value.===>Drugo, menjaju vrednost lanca i vrednost konstalacije firme.)
MATCH@M:(The changes also change the nature of rivalry among firms.===>Takođe menjaju i prirodu rivaliteta između firmi.)
MATCH@E:(The changes also change the nature of rivalry among firms.===>Takođe menjaju i prirodu rivaliteta između firmi.)
MATCH@M:(Technological changes result in the conditions in which many products and services cease to be competitive, therefore the firms undergoing such a process can resort to only two options: cut on expenses or implement technological change that will help create new products or services.===>Tehnološke promene izazivaju stanje u kome mnogi proizvodi i usluge postaju nekonkurentni, pa firme u kojima se dešava taj proces imaju samo dve opcije: smanjiti troškove ili izvršiti tehnološke promene kojima će stvarati nove proizvode ili usluge.)
MATCH@E:(Technological changes result in the conditions in which many products and services cease to be competitive, therefore the firms undergoing such a process can resort to only two options: cut on expenses or implement technological change that will help create new products or services.===>Tehnološke promene izazivaju stanje u kome mnogi proizvodi i usluge postaju nekonkurentni, pa firme u kojima se dešava taj proces imaju samo dve opcije: smanjiti troškove ili izvršiti tehnološke promene kojima će stvarati nove proizvode ili usluge.)
MATCH@M:(In a dynamic economy this is a permanent process and serves as an unbiased estimate of the scope of the technological change.===>U dinamičnoj privredi ovo je stalan proces i predstavlja objektivnu ocenu dometa tehnoloških promena.)
MATCH@E:(In a dynamic economy this is a permanent process and serves as an unbiased estimate of the scope of the technological change Š10Ë.===>U dinamičnoj privredi ovo je stalan proces i predstavlja objektivnu ocenu dometa tehnoloških promena Š10Ë.)
MATCH@M:(In case of major technological changes it is not easy to recognize which benefits can be anticipated, not only for the prospective buyers of new products or services, but also for the innovating firm itself.===>Kod značajnih tehnoloških promena nije jednostavno sagledati koje se koristi mogu očekivati, ne samo za potencijalne kupce novih proizvoda ili usluga, već i za samu firmu kao inovatora tih promena.)
MATCH@E:(In case of major technological changes it is not easy to recognize which benefits can be anticipated, not only for the prospective buyers of new products or services, but also for the innovating firm itself.===>Kod značajnih tehnoloških promena nije jednostavno sagledati koje se koristi mogu očekivati, ne samo za potencijalne kupce novih proizvoda ili usluga, već i za samu firmu kao inovatora tih promena.)
MATCH@M:(Nevertheless, the firm has to implement technological change, otherwise it may be caught in delay, and the consequences may be the lost time, delays in new investments and instability in its competitive position on the market.===>Ali i pored toga firma mora da primenjuje tehnološke promene, inače može biti zatečena, a kao posledica javiće se izgubljeno vreme, kašnjenje u novim investicijama i nestabilnost u konkurentskoj poziciji na tržištu.)
MATCH@E:(Nevertheless, the firm has to implement technological change, otherwise it may be caught in delay, and the consequences may be the lost time, delays in new investments and instability in its competitive position on the market.===>Ali i pored toga firma mora da primenjuje tehnološke promene, inače može biti zatečena, a kao posledica javiće se iz gubljeno vreme, kašnjenje u novim investicijama i nestabilnost u konkurentskoj poziciji na tržištu.)
MATCH@M:(The effects of technological change are not the same in every one industry.===>Efekat tehnoloških promena nije isti u svakoj delatno-sti.)
MATCH@E:(The effects of technological change are not the same in every one industry.===>Efekat tehnoloških promena nije isti u svakoj delatnosti.)
MATCH@M:(In certain industries the change is viewed as an opportunity to improve the strategic position on the market, however, it may prove to be a threat for some of them.===>U nekim delatnostima, promene se tretiraju kao mogućnost da se poboljša strateška pozicija na tržištu, ali za neke firme mogu biti, čak i opasnost.)
MATCH@E:(In certain industries the change is viewed as an opportunity to improve the strategic position on the market, however, it may prove to be a threat for some of them.===>U nekim delatnostima, promene se tretiraju kao mogućnost da se poboljša strateška pozicija na tržištu, ali za neke firme mogu biti, čak i opasnost.)
MATCH@M:(In any case, regardless of the above stated, technological change is one of the promoters of competition.===>U svakom slučaju, bez obzira na prethodnu tvrdnju, tehnološka promena je jedan od pokretača konkurencije.)
MATCH@E:(In any case, regardless of the above stated, technological change is one of the promoters of competition.===>U svakom slučaju, bez obzira na prethodnu tvrdnju, tehnološka promena je jedan od pokretača konkurencije.)
MATCH@M:(It is by the technological change exploitation that the leading firms on the market have acquired such a position.===>Firme koje imaju vodeću poziciju na tržištu, postigle su to, upravo eksploatacijom tehnoloških promena.)
MATCH@E:(It is by the technological change exploitation that the leading firms on the market have acquired such a position.===>Firme koje imaju vodeću poziciju na tržištu, postigle su to, upravo eksploatacijom tehnoloških promena.)
MATCH@M:(Technological changes not only reduce the costs of business operations, which was the original goal, but also make the firm capable of changing its market orientation.===>Tehnološke promene ne snižavaju samo troškove poslovanja, što je nekad bio njihov cilj, već osposobljavaju firmu da menja svoju tržišnu orijentaciju,)
MATCH@E:(Technological changes not only reduce the costs of business operations, which was the original goal, but also make the firm capable of changing its market orientation. ~~~ In some cases, new technologies even lead to opening new markets Š10Ë.===>Tehnološke promene ne snižavaju samo troškove poslovanja, što je nekad bio njihov cilj, već osposobljavaju firmu da menja svoju tržišnu orijentaciju, a u slučajevima novih tehnologija i otvaraju nova tržišta Š10Ë.)
MATCH@M:(The task of the firm management is to analyse the critical factors and then to rely upon those they intend to use to improve the firm’s competitive position.===>Menadžment firme treba da analizira kritične faktore i kad ih sagleda mora da se oslanja na one s kojima na-merava da poboljša svoju konkurentsku poziciju.)
MATCH@E:(The task of the firm management is to analyse the critical factors and then to rely upon those they intend to use to improve the firms competitive position.===>Menadžment firme treba da analizira kritične faktore i kad ih sagleda mora da se oslanja na one s kojima namerava da poboljša svoju konkurentsku poziciju.)
MATCH@M:(The world economy knows the firms that build their competitive position on their wealth in raw materials and cheap labour.===>U svetskoj ekonomiji postoje firme koje svoju konkurentsku poziciju grade na bogatstvu sirovina i jeftinoj radnoj snazi.)
MATCH@E:(The world economy knows the firms that build their competitive position on their wealth in raw materials and cheap labour.===>U svetskoj ekonomiji postoje firme koje svoju konkurentsku poziciju grade na bogatstvu sirovina i jeftinoj radnoj snazi.)
MATCH@M:(There are, however, firms that build such a position even though they are not rich in raw materials and their labour force is expensive.===>Ali ima i onih firmi koje istu takvu poziciju grade i u nedostatku sirovina i uz skupu radnu snagu.)
MATCH@E:(There are, however, firms that build such a position even though they are not rich in raw materials and their labour force is expensive.===>Ali ima i onih firmi koje istu takvu poziciju grade i u nedostatku sirovina i uz skupu radnu snagu.)
MATCH@M:(Technological innovations are regarded as the earliest implementation of science and technology in a new direction and with commercial success.===>Tehnolo[ke inovacije su prva primena nauke i tehnologije u novom smeru sa komercijalnim uspehom.)
MATCH@E:(Technological innovations are regarded as the earliest implementation of science and technology in a new direction and with commercial success Š3Ë.===>Tehnološke inovacije su prva primena nauke i tehnologije u novom smeru sa komercijalnim uspehom Š3Ë.)
MATCH@M:(The statistical definition of the technological innovation, as stated by the Eurostat, includes the development of the products and processes and a restricted amount of organizational innovative activities such as marketing and training of those directly involved in the implementation of new products, services and processes.===>Statistička definicija tehnološke inovacije, kako ju je defi-nisao Eurostat [10], uključuje razvoj proizvoda i procesa i ograničeni udeo organizacijskih inovacionih aktivnosti kao što su marketing i trening direktno vezanih za implementaciju novih proizvoda, usluga i procesa.)
MATCH@E:(The statistical definition of the technological innovation, as stated by the Eurostat Š10Ë, includes the development of the products and processes and a restricted amount of organizational innovative activities such as marketing and training of those directly involved in the implementation of new products, services and processes.===>Statistička definicija tehnološke inovacije, kako ju je definisao Eurostat Š10Ë, uključuje razvoj proizvoda i procesa i ograničeni udeo organizacijskih inovacionih aktivnosti kao što su marketing i trening direktno vezanih za implementaciju novih proizvoda, usluga i procesa.)
MATCH@M:(In order that it be commercially successful, the innovation has to be perceived as a new value for the customer.===>Da bi bila komercijalno uspešna, inovacija mora predstavljati novu vrednost za kupca.)
MATCH@E:(In order that it be commercially successful, the innovation has to be perceived as a new value for the customer.===>Da bi bila komercijalno uspešna, inovacija mora predstavljati novu vrednost za kupca.)
MATCH@M:(Here technological innovation alone is not sufficient; it is often followed by a new business model.===>U tom smislu samo tehnološka inovacija nije dovoljna, te je ona često praćena novim poslovnim modelom.)
MATCH@E:(Here technological innovation alone is not sufficient; it is often followed by a new business model.===>U tom smislu samo tehnološka inovacija nije dovoljna, te je ona često praćena novim poslovnim modelom.)
MATCH@M:(What is important is that a new market is created, either through a technological innovation, or by a business model, or through the combination of the two.===>Ono što je pri tome bitno, jeste stvaranje novog tržišta, bilo putem tehnološke inovacije, poslovnog modela ili njihove kombinacije.)
MATCH@E:(What is important is that a new market is created, either through a technological innovation, or by a business model, or through the combination of the two.===>Ono što je pri tome bitno, jeste stvaranje novog tržišta, bilo putem tehnološke inovacije, poslovnog modela ili njihove kombinacije.)
MATCH@M:(Innovators or innovating firms are firms that have introduced new or improved products or services, or new or improved processes onto the market.===>Inovatori ili inovacione firme su firme koje su uvele nove ili poboljšane proizvode ili usluge na tržište, ili nove ili poboljšane procese.)
MATCH@E:(Innovators or innovating firms are firms that have introduced new or improved products or services, or new or improved processes onto the market.===>Inovatori ili inovacione firme su firme koje su uvele nove ili poboljšane proizvode ili usluge na tržište, ili nove ili poboljšane procese.)
MATCH@M:(The firms may be innovatively active without introducing innovation onto the market (innovation may be commercially uneconomical or the innovation project has not been completed yet).===>Firme mogu biti inovaci-ono aktivne bez uvođenja inovacije na tržište (inovacija može biti komercijalno neisplativa ili inovacioni projekat još nije završen).)
MATCH@E:(The firms may be innovatively active without introducing innovation onto the market (innovation may be commercially uneconomical or the innovation project has not been completed yet).===>Firme mogu biti inovaciono aktivne bez uvođenja inovacije na tržište (inovacija može biti komercijalno neisplativa ili inovacioni projekat još nije završen).)
MATCH@M:(We must bear in mind that innovation is new to the firm introducing it regardless of whether it is new to the competition - at home or abroad.===>Potrebno je imati u vidu da je inovacija nova za firmu koja je uvodi bez obzira na to da li je ona nova konkurentima - domaćim ili stranim.)
MATCH@E:(We must bear in mind that innovation is new to the firm introducing it regardless of whether it is new to the competition at home or abroad (Radman et al., 2003).===>Potrebno je imati u vidu da je inovacija nova za firmu koja je uvodi bez obzira na to da li je ona nova konkurentima domaćim ili stranim (Radman i dr, 2003).)
MATCH@M:(What is crucial here is whether the firm achieves economic effect, that is, whether it commercializes the innovation.===>Ono što je pri tome ključno, jeste da li firma ostvaruje ekonomski efekat, odnosno da li komercijalizuje inovaciju.)
MATCH@E:(What is crucial here is whether the firm achieves economic effect, that is, whether it commercializes the innovation.===>Ono što je pri tome ključno, jeste da li firma ostvaruje ekonomski efekat, odnosno da li komercijalizuje inovaciju.)
MATCH@M:(One of the key promoters of economic growth is the diffusion or spread of innovation throughout an economy.===>Jedan od glavnih pokretača ekonomskog rasta je difuzija ili širenje inovacija kroz ekonomiju.)
MATCH@E:(One of the key promoters of economic growth is the diffusion or spread of innovation throughout an economy.===>Jedan od glavnih pokretača ekonomskog rasta je difuzija ili širenje inovacija kroz ekonomiju.)
MATCH@M:(The spread of innovation is not a simple process achieved only by market automation.===>Širenje inovacija nije jednostavan proces koji se odvija samo automatizmom tržišta.)
MATCH@E:(The spread of innovation is not a simple process achieved only by market automation.===>Širenje inova cija nije jednostavan proces koji se odvija samo automatizmom tržišta.)
MATCH@M:(It is a complex process which includes, in addition to the market as a key mechanism, numerous non-market elements, such as a developed support system to R and D and the cooperation both among the firms and between the firms and the infrastructure organization.===>To je složen proces u kome pored tržišta, kao ključnog mehanizma, moraju biti prisutni i brojni netržišni elementi, kao što su razvijeni sistem podrške R and D i saradnje između firmi ili između firmi i infrastrukturnih organizacija.)
MATCH@E:(It is a complex process which includes, in addition to the market as a key mechanism, numerous non-market elements, such as a developed support system to R&D and the cooperation both among the firms and between the firms and the infrastructure organization.===>To je složen proces u kome pored tržišta, kao ključnog mehanizma, moraju biti prisutni i brojni netržišni elementi, kao što su razvijeni sistem podrške R&D i saradnje između firmi ili između firmi i infrastrukturnih organizacija.)
MATCH@M:(Productivity may not improve automatically with the country investing into the R and D and innovation.===>Produktivnost se ne mora automatski poboljšati ako zemlja ulaže u R and D i inovacije.)
MATCH@E:(Productivity may not improve automatically with the country investing into the R&D and innovation.===>Produktivnost se ne mora automatski poboljšati ako zemlja ulaže u R&D i inovacije.)
MATCH@M:(Technology and technological changes are not automatically translated into productivity and consequently into competitiveness.===>Tehnologija i tehnološke promene se ne pretaču automatski u produktivnost, a time i u konkurentnost.)
MATCH@E:(Technology and technological changes are not automatically translated into productivity and consequently into competitiveness.===>Tehnologija i tehnološke promene se ne pretaču automatski u produktivnost, a time i u konkurentnost.)
MATCH@M:(For example, the diffusion of information technologies (IT) does not automatically improve productivity, if its implementation is not directed towards the key agents in the business process, that is, towards those aspects of the business process that create value for the customer.===>Na primer, difuzija in-formacionih tehnologija (IT) ne podiže automatski produktivnost, ako njena upotreba nije usmerena na ključne nosioce poslovnog procesa, odnosno na one aspekte poslovnog procesa koji stvaraju vrednost kupcu.)
MATCH@E:(For example, the diffusion of information technologies (IT) does not automatically improve productivity, if its implementation is not directed towards the key agents in the business process, that is, towards those aspects of the business process that create value for the customer.===>Na primer, difuzija informacionih tehnologija (IT) ne podiže automatski produktivnost, ako njena upotreba nije usmerena na ključne nosioce poslovnog procesa, odnosno na one aspekte poslovnog procesa koji stvaraju vrednost kupcu.)
MATCH@M:(Productivity can also be a result of downsizing and need not necessarily be related to the new technologies implementation.===>Produktivnost može biti i rezultat smanjenja zaposlenosti i ne mora biti nužno vezana za uvođenje novih tehnologija.)
MATCH@E:(Productivity can also be a result of downsizing and need not necessarily be related to the new technologies implementation Š10Ë. 3.===>Produktivnost može biti i rezultat smanjenja zaposlenosti i ne mora biti nužno vezana za uvođenje novih tehnologija Š10Ë. 3.)
MATCH@M:(High technologies are implemented by the firms whose products or services include advanced and innovative technologies.===>Visoke tehnologije koriste one firme čiji proizvodi ili usluge imaju karakteristike naprednih i inovativnih tehnologija.)
MATCH@E:(Characteristics of high technologies High technologies are implemented by the firms whose products or services include advanced and innovative technologies.===>Osobine visokih tehnologija Visoke tehnologije koriste one firme čiji proizvodi ili usluge imaju karakteristike naprednih i inovativnih tehnologija.)
MATCH@M:(Common to these firms is that tehy rely on advanced scientific and technological studies and generally spend much on research and development.===>Takve firme kao zajedničko imaju oslanjanje na napredne naučne i tehnološke studije i često su poznate po velikim troškovima istraživanja i razvoja.)
MATCH@E:(Common to these firms is that tehy rely on advanced scientific and technological studies and generally spend much on research and development.===>Takve firme kao zajedničko imaju oslanjanje na napredne naučne i tehnološke studije i često su poznate po velikim troškovima istraživanja i razvoja.)
MATCH@M:(One criterion of a country acquiring competitive advantage is that it has achieved a high level of large scale and sustainable exports in the high technology sector.===>Za sticanje konkurentskih prednosti države jedan od kriterijuma je postizanje velikog i održivog izvoza u sektoru visokih tehnologija.)
MATCH@E:(One criterion of a country acquiring competitive advantage is that it has achieved a high level of large scale and sustainable exports in the high technology sector.===>Za sticanje konkurentskih prednosti države jedan od kriterijuma je postizanje velikog i održivog izvoza u sektoru visokih tehnologija.)
MATCH@M:(As a support to new techno-economic paradigm (TEP), high technologies are the ultimate product of an increased and specifically structured investment into scientific research, an intensive interactive relation between science and economy, but also of an overall development of scientific and research complex and innovative activity.===>Visoke tehnologije, kao oslonac nove tehno-ekonom-ske paradigme (TEP), su vrhunski proizvod povećanog i specifično strukturisanog ulaganja u naučnoi-straživački rad, intenzivne interaktivne veze nauke i privrede, ali i celovitog razvoja naučnoistraživačkog kompleksa i inovacione aktivnosti.)
MATCH@E:(As a support to new techno-economic paradigm (TEP), high technologies are the ultimate product of an increased and specifically structured investment into scientific research, an intensive interactive relation between science and economy, but also of an overall development of scientific and research complex and innovative activity.===>Visoke tehnologije, kao oslonac nove tehno-ekonomske paradigme (TEP), su vrhunski proizvod povećanog i specifično strukturisanog ulaganja u naučnoistraživački rad, intenzivne interaktivne veze nauke i privrede, ali i celovitog razvoja naučnoistraživačkog kompleksa i inovacione aktivnosti.)
MATCH@M:(The ways in which high technologies can be more precisely defined and classified are various.===>Visoke tehnologije se mogu bliže odrediti i klasifiko-vati na različite načine.)
MATCH@E:(The ways in which high technologies can be more precisely defined and classified are various.===>Visoke tehnologije se mogu bliže odrediti i klasifikovati na različite načine.)
MATCH@M:(The following classification is based on the properties that high technologies have in the effects they generate in an overall and complex impact upon the economic and social system on the global level.===>Klasifikacija koja sledi zasniva se na osobinama koje visoke tehnologije poseduju u efektima koje proizvode u sveobuhvatnom i kompleksnom uticaju na ekonomski i društveni sistem na globalnom nivou.)
MATCH@E:(The following classification is based on the properties that high technologies have in the effects they generate in an overall and complex impact upon the economic and social system on the global level Š3Ë.===>Klasifikacija koja sledi zasniva se na osobinama koje visoke tehnologije poseduju u efektima koje proizvode u sveobuhvatnom i kompleksnom uticaju na ekonomski i društveni sistem na globalnom nivou Š3Ë.)
MATCH@M:(Common to the firms whose products or services are characterised by innovative technologies is that they rely on advanced scientific and research studies and are generally known for their high expenses in research and development (Keeble, Wilkinson, 2000).===>Firme čiji proizvodi ili usluge imaju karakteristike inovativnih tehnologija kao zajedničko imaju oslanjanje na napredne naučne i tehnološke studije i često su poznate po velikim troškovima istraživanja i razvoja (Keeble, Wilkinson, 2000).)
MATCH@E:(Common to the firms whose products or services are characterised by innovative technologies is that they rely on advanced scientific and research studies and are generally known for their high expenses in research and development (Keeble, Wilkinson, 2000).===>Firme čiji proizvodi ili usluge imaju karakteristike inovativnih tehnologija kao zajedničko imaju oslanjanje na napredne naučne i tehnološke studije i često su poznate po velikim troškovima istraživanja i razvoja (Keeble, Wilkinson, 2000).)
MATCH@M:(The high technology sectors are those of aircraft industry, computers, software and similar services, electronics, semi-conductors, pharmaceutical industry, scientific instruments and electrical machinery (OECD, 1990).===>U sektore visokih tehnologija spadaju avioindustrija, kompjuteri, softverske i slične usluge, elektronika, poluprovodnici, farmaceutska industrija, naučni instrumenti i električne mašine (OECD, 1990).)
MATCH@E:(The high technology sectors are those of aircraft industry, computers, software and similar services, electronics, semi-conductors, pharmaceutical industry, scientific instruments and electrical machinery (OECD, 1990).===>U sektore visokih tehnologija spadaju avioindustrija, kompjuteri, softverske i slične usluge, elektronika, poluprovodnici, farmaceutska industrija, naučni instrumenti i električne mašine (OECD, 1990).)
MATCH@M:(The notions technology products and products of advanced technology are also used to denote high technology products.===>Pojmovi tehnološki proizvodi i proizvodi napredne tehnologije se takođe koriste za označavanje proizvoda visokih tehnologija.)
MATCH@E:(The notions technology products and products of advanced technology are also used to denote high technology products.===>Pojmovi tehnološki proizvodi i proizvodi napredne tehnologije se takođe koriste za označavanje proizvoda visokih tehnologija.)
MATCH@M:(The high technology sector contributes to a rapid growth and development of production and services by increasing the general efficiency of work and capital.===>Sektor visokih tehnologija doprinosi brzom rastu i razvoju proizvodnje i usluga povećanjem opšte efikasnosti rada i kapitala.)
MATCH@E:(The high technology sector contributes to a rapid growth and development of production and services by increasing the general efficiency of work and capital.===>Sektor visokih tehnologija doprinosi brzom rastu i razvoju proizvodnje i usluga povećanjem opšte efikasnosti rada i kapitala.)
MATCH@M:(The research conducted in the last decade of the twentieth century has shown that the growth rate in the fifty most advanced countries (as regards R and D intensity, the number of scientists and engineers) was three times as high compared to the rest of the world in the 1986-1994 period (OECD, 1999).===>Istraživanja vršena poslednje decenije dvadesetog veka pokazala su da je stopa rasta u pedeset najboljih zemalja (u smislu R and D intenzivnosti, broja naučnika i inženjera) bila oko tri puta veća nego u ostatku sveta za period od 1986-1994. godine (OECD, 1999).)
MATCH@E:(The research conducted in the last decade of the twentieth century has shown that the growth rate in the fifty most advanced countries (as regards R&D intensity, the number of scientists and engineers) was three times as high compared to the rest of the world in the 1986-1994 period (OECD, 1999).===>Istraživanja vršena poslednje decenije dvadesetog veka pokazala su da je stopa rasta u pedeset najboljih zemalja (u smislu R&D intenzivnosti, broja naučnika i inženjera) bila oko tri puta veća nego u ostatku sveta za period od 1986-1994. godine (OECD, 1999).)
MATCH@M:(High technologies provide competitive advantage to firms by changing the key success factors.===>Visoke tehnologije pružaju firmama konkurentsku prednost promenom ključnih faktora za uspeh.)
MATCH@E:(High technologies provide competitive advantage to firms by changing the key success factors.===>Visoke tehnologije pružaju firmama konkurentsku prednost promenom ključnih faktora za uspeh.)
MATCH@M:(In some cases, small firms with limited experience have managed to get over the shortages imposed by dominant competitors through technology innovations.===>U nekim slučajevima, male firme sa ograničenim iskustvom su uspele da prevaziđu nedostatke koje stvaraju dominantni konkurenti kroz tehnološke inovacije.)
MATCH@E:(In some cases, small firms with limited experience have managed to get over the shortages imposed by dominant competitors through technology innovations.===>U nekim slučajevima, male firme sa ograničenim iskustvom su uspele da prevaziđu nedostatke koje stvaraju dominantni konkurenti kroz tehnološke inovacije.)
MATCH@M:(In the majority of the OECD countries, the commerce in the industrial sector is characterised by an increased presence of high technology products.===>U većini zemalja OECD, trgovina u industrijskom sektoru je sastavljena od povećanog udela proizvoda visokih tehnologija.)
MATCH@E:(In the majority of the OECD countries, the commerce in the industrial sector is characterised by an increased presence of high technology products.===>U većini zemalja OECD, trgovina u industrijskom sektoru je sastavljena od povećanog udela proizvoda visokih tehnologija.)
MATCH@M:(General trends are clear, however, substantial differences among countries still remain.===>Iako su opšti trendovi jasni, velike razlike i dalje ostaju između zemalja.)
MATCH@E:(General trends are clear, however, substantial differences among countries still remain.===>Iako su opšti trendovi jasni, velike razlike i dalje ostaju između zemalja.)
MATCH@M:(The USA, Great Britain, the Netherlands, Japan, Finland, and Ireland are the leading countries in the knowledge based economy, measured by their share in the high technology exports.===>SAD, Velika Britanija, Ho-landija, Japan, Finska i Irska su vodeće zemlje u ekonomiji zasnovanoj na znanju, mereno udelom izvoza visokih tehnologija.)
MATCH@E:(The USA, Great Britain, the Netherlands, Japan, Finland, and Ireland are the leading countries in the knowledge based economy, measured by their share in the high technology exports.===>SAD, Velika Britanija, Holandija, Japan, Finska i Irska su vodeće zemlje u ekonomiji zasnovanoj na znanju, mereno udelom izvoza visokih tehnologija.)
MATCH@M:(Similarly, the exports of high technologies in the developing countries are concentrated in a small number of countries, mostly in South Corea, Malaysia, the Philippines, Singapore and Thailand (WB, 2001).===>Slično tome, među zemljama u razvoju, izvoz visokih tehnologija je koncentrisan u malom broju zemalja, najviše Južnoj Koreji, Maleziji, Filipinima, Singapuru i Tajlandu (WB, 2001).)
MATCH@E:(Similarly, the exports of high technologies in the developing countries are concentrated in a small number of countries, mostly in South Corea, Malaysia, the Philippines, Singapore and Thailand (WB, 2001).===>Slično tome, među zemljama u razvoju, izvoz visokih tehnologija je koncentrisan u malom broju zemalja, najviše Južnoj Koreji, Maleziji, Filipinima, Singapuru i Tajlandu (WB, 2001).)
MATCH@M:(A large number of other developed or developing countries lag in many important fields including investments into innovations and the increase in the highly qualified workforce.===>Mnoge druge razvijene i zemlje u razvoju zaostaju u mnogim važnim poljima uključujući investicije u inovacije i porastu visokostručne radne snage.)
MATCH@E:(A large number of other developed or developing countries lag in many important fields including investments into innovations and the increase in the highly qualified workforce (OECD, 2001; Mani, 2000).===>Mnoge druge razvijene i zemlje u razvoju zaostaju u mnogim važnim poljima uključujući investicije u ino vacije i porastu visokostručne radne snage (OECD, 2001; Mani, 2000).)
MATCH@M:(The exports of high technologies of the developed and the developing countries are generally similar in terms of product specialisation and technology sophistication.===>Izvoz visokih tehnologija razvijenih zemalja i zemalja u razvoju su uglavnom slični u smislu specijalizacije proizvoda i tehnološke sofisticiranosti.)
MATCH@E:(The exports of high technologies of the developed and the developing countries are generally similar in terms of product specialisation and technology sophistication.===>Izvoz visokih tehnologija razvijenih zemalja i zemalja u razvoju su uglavnom slični u smislu specijalizacije proizvoda i tehnološke sofisticiranosti.)
MATCH@M:(The available data on the high technology exports (1997) show that both groups of countries increasingly specialize in the manufacturing and exports of components and parts in electrical products and office equipment.===>Raspoloživi podaci za izvoz visokih tehnologija (1997) pokazuju da se obe grupe zemalja sve više specijalizuju za proizvodnju i izvoz komponenti i delova u električnim proizvodima i kancelarijskoj opremi.)
MATCH@E:(The available data on the high technology exports (1997) show that both groups of countries increasingly specialize in the manufacturing and exports of components and parts in electrical products and office equipment.===>Raspoloživi podaci za izvoz visokih tehnologija (1997) pokazuju da se obe grupe zemalja sve više specijalizuju za proizvodnju i izvoz komponenti i delova u električnim proizvodima i kancelarijskoj opremi.)
MATCH@M:(The developed countries tend to achieve a greater variety in the exports structure, whereas a large number of developing countries have yet to develop technology competences (WB, 2001).===>Razvijene zemlje teže većoj raznovrsnosti strukture izvoza, dok mnoge zemlje u razvoju tek treba da razviju tehnološke sposobnosti (WB, 2001).)
MATCH@E:(The developed countries tend to achieve a greater variety in the exports structure, whereas a large number of developing countries have yet to develop technology competences (WB, 2001).===>Razvijene zemlje teže većoj raznovrsnosti strukture izvoza, dok mnoge zemlje u razvoju tek treba da razviju tehnološke sposobnosti (WB, 2001).)
MATCH@M:(Even among the top five countries - high technology exporters - it is only South Corea and Taiwan that can boast of significant national technology competences.===>Čak i među prvih pet zemalja izvoznika visokih tehnologija, samo Južna Koreja i Tajvan imaju značajne domaće tehnološke sposobnosti.)
MATCH@E:(Even among the top five countries high technology exporters it is only South Corea and Taiwan that can boast of significant national technology competences.===>Čak i među prvih pet zemalja izvoznika visokih tehnologija, samo Južna Koreja i Tajvan imaju značajne domaće tehnološke sposobnosti.)
MATCH@M:(This means that multinational companies get the maximum from the exports of high technologies from these countries.===>Ovo znači da multinacionalne kompanije izvlače maksimum od izvoza visokih tehnologija iz ovih zemalja.)
MATCH@E:(This means that multinational companies get the maximum from the exports of high technologies from these countries.===>Ovo znači da multinacionalne kompanije izvlače maksimum od izvoza visokih tehnologija iz ovih zemalja.)
MATCH@M:(The country’s market competitiveness of technology advantages is achieved when in new products and processes it can give an important estimate of economic productivity of its scientific and technology systems.===>Tržišna konkurentnost tehnoloških prednosti države je ostvarena kada u novim proizvodima i procesima pruža važnu procenu ekonomske produktivnosti njenog naučnog i tehnološkog sistema.)
MATCH@E:(The countrys market competitiveness of technology advantages is achieved when in new products and processes it can give an important estimate of economic productivity of its scientific and technology systems.===>Tržišna konkurentnost tehnoloških prednosti države je ostvarena kada u novim proizvodima i procesima pruža važnu procenu ekonomske produktivnosti njenog naučnog i tehnološkog sistema.)
MATCH@M:(For example, many Asian countries have become significant suppliers of high technology products on the world market.===>Na primer, mnoge azijske zemlje su postale važni snabdevači proizvoda visokih tehnologija na svetskom tržištu.)
MATCH@E:(For example, many Asian countries have become significant suppliers of high technology products on the world market.===>Na primer, mnoge azijske zemlje su postale važni snabdevači proizvoda visokih tehnologija na svetskom tržištu.)
MATCH@M:(Such an achievement is an indicator of the orientation towards the development of high technologies through building up the necessary scientific and technology resources.===>Takav uspeh pokazuje orijentaciju ka razvoju visokih tehnologija kroz nadogradnju neophodnih naučnih i tehnoloških resursa.)
MATCH@E:(Such an achievement is an indicator of the orientation towards the development of high technologies through building up the necessary scientific and technology resources (WB, 2001).===>Takav uspeh pokazuje orijentaciju ka razvoju visokih tehnologija kroz nadogradnju neophodnih naučnih i tehnoloških resursa (WB, 2001).)
MATCH@M:(The customer sophistication has an important role in the increase of a country’s exports of high technology products.===>Sofisticiranost kupaca igra važnu ulogu u povećanju izvoza proizvoda visokih tehnologija date države.)
MATCH@E:(The customer sophistication has an important role in the increase of a countrys exports of high technology products.===>Sofisticiranost kupaca igra važnu ulogu u povećanju izvoza proizvoda visokih tehnologija date države.)
MATCH@M:(The results show that there is a positive ratio between the customer sophistication and the high technology products exports, since in this way the companies are forced to introduce advanced technologies in order that they remain competitive.===>Rezultati pokazuju da postoji pozitivan odnos između sofisticiranosti kupaca i izvoza proizvoda visokih tehnologija, jer se tako kompanije forsiraju da postave napredne tehnologije kako bi ostale konkurentne.)
MATCH@E:(The results show that there is a positive ratio between the customer sophistication and the high technology products exports, since in this way the companies are forced to introduce advanced technologies in order that they remain competitive (Seyoum, Belay, 2005).===>Rezultati pokazuju da postoji pozitivan odnos između sofisticiranosti kupaca i izvoza proizvoda visokih tehnologija, jer se tako kompanije forsiraju da postave napredne tehnologije kako bi ostale konkurentne (Seyoum, Belay, 2005).)
MATCH@M:(The firms with a higher level of technology intensity have more opportunities for innovations, for capturing new markets, for a more productive implementation of available resources and paying larger rewards to the people working for them.===>Firme sa višim nivoom tehnološke intenzivnosti imaju više uslova za inovacije, osvajanje novih tržišta, produktivniju upotrebu raspoloživih resursa i veće nadoknade ljudima koji rade za njih.)
MATCH@E:(The oecd classification into four groups of technologies on the basis of the r&d intensity level The firms with a higher level of technology intensity have more opportunities for innovations, for capturing new markets, for a more productive implementation of available resources and paying larger rewards to the people working for them.===>Podela po metodu oecd-a na četiri grupe tehnologija prema nivou r&d intenzivnosti Firme sa višim nivoom tehnološke intenzivnosti imaju više uslova za inovacije, osvajanje novih tržišta, produktivniju upotrebu raspoloživih resursa i veće nadoknade ljudima koji rade za njih.)
MATCH@M:(The high technology industries expand in international trade and it is their dynamics that helps them improve efficiency in other sectors.===>Privredne delatno-sti visokih tehnologija se šire u međunarodnoj trgovini i njihova dinamika im pomaže da poboljšaju efikasnost u drugim sektorima.)
MATCH@E:(The high technology industries expand in international trade and it is their dynamics that helps them improve efficiency in other sectors Š2Ë.===>Privredne delatnosti visokih tehnologija se šire u međunarodnoj trgovini i njihova dinamika im pomaže da poboljšaju efikasnost u drugim sektorima Š2Ë.)
MATCH@M:(To analyse the impact of technology upon the economic efficiency, it is important that branches of economy and industries that are more technology-intensive be identified, by the criteria allowing for creating specific adjusted classifications.===>Da bi se analizirao uti-caj tehnologije na efikasnost u privredi, važno je prepoznati privredne grane i delatnosti koje su tehnološki intenzivnij e, kroz kriterij ume koji omogućavaju izgradnju specijalnih usaglašenih klasifikacija.)
MATCH@E:(To analyse the impact of technology upon the economic efficiency, it is important that branches of economy and industries that are more technology-intensive be identified, by the criteria allowing for creating specific adjusted classifications.===>Da bi se analizirao uticaj tehnologije na efikasnost u privredi, važno je prepoznati privredne grane i delatnosti koje su tehnološki intenzivnije, kroz kriterijume koji omogućavaju izgradnju specijalnih usaglašenih klasifikacija.)
MATCH@M:(The classification is designed for the needs of the OECD and in collaboration with the Eurostat and is made for the purpose of offering a more appropriate tool for the international trade analysis.===>Osmišljeno je za potrebe OECD u saradnji sa Eurostat-om i izvršena je klasifikacija sa ciljem pružanja prikladnijeg instrumenta za analizu međunarodne trgovine.)
MATCH@E:(The classification is designed for the needs of the OECD and in collaboration with the Eurostat and is made for the purpose of offering a more appropriate tool for the international trade analysis.===>Osmišljeno je za potrebe OECD u saradnji sa Eurostat-om i izvršena je klasifikacija sa ciljem pružanja prikladni jeg instrumenta za analizu međunarodne trgovine.)
MATCH@M:(Since no data was available for the services, the two proposed classifications dealt with only manufacturing industries.===>S obzirom da za usluge nisu bili na raspolaganju nikakvi podaci, dve predložene klasifikacije su se odnosile samo na prerađivačke industrije.)
MATCH@E:(Since no data was available for the services, the two proposed classifications dealt with only manufacturing industries Š2Ë.===>S obzirom da za usluge nisu bili na raspolaganju nikakvi podaci, dve predložene klasifikacije su se odnosile samo na prerađivačke industrije Š2Ë. bom sva tri pokazatelja: privrede klasifikovane u višoj kategoriji imaju veću R&D intenzivnost za sve pokazatelje od privreda sa nižom kategorijom (uz jedan izuzetak, nafta).)
BAD_LINE_=============================================================
BAD_LINE_M:Since no data was available for the services, the two proposed classifications dealt with only manufacturing industries.
BAD_LINE_M:S obzirom da za usluge nisu bili na raspolaganju nikakvi podaci, dve predložene klasifikacije su se odnosile samo na prerađivačke industrije.
BAD_LINE_E:Since no data was available for the services, the two proposed classifications dealt with only manufacturing industries Š2Ë.
BAD_LINE_E:S obzirom da za usluge nisu bili na raspolaganju nikakvi podaci, dve predložene klasifikacije su se odnosile samo na prerađivačke industrije Š2Ë. bom sva tri pokazatelja: privrede klasifikovane u višoj kategoriji imaju veću R&D intenzivnost za sve pokazatelje od privreda sa nižom kategorijom (uz jedan izuzetak, nafta).
MATCH@M:(The method the OECD applied in the classification of sectors and products according to the technology level was based on the classification made in the USA and later applied in all the OECD countries.===>Metod koji je OECD koristio za klasifikaciju sektora i proizvoda po nivou tehnologije zasnivao se na klasifikaciji koja je stvorena u SAD, a kasnije je primenje-na na sve zemlje OECD.)
MATCH@E:(The method the OECD applied in the classification of sectors and products according to the technology level was based on the classification made in the USA and later applied in all the OECD countries.===>Metod koji je OECD koristio za klasifikaciju sektora i proizvoda po nivou tehnologije zasnivao se na klasifikaciji koja je stvorena u SAD, a kasnije je primenjena na sve zemlje OECD.)
MATCH@M:(It was the first time that the countries were ranked and compared in the high technology field.===>Tada su zemlje, po prvi put, bile rangirane i poređene u polju visokih tehnologija.)
MATCH@E:(It was the first time that the countries were ranked and compared in the high technology field.===>Tada su zemlje, po prvi put, bile rangirane i poređene u polju visokih tehnologija.)
MATCH@M:(In the second phase, in 1984, the OECD developed a new classification, using the sample of eleven countries.===>OECD je u drugoj fazi 1984. godine razvio novu klasifikaciju, upotrebom uzorka od jedanaest zemalja.)
MATCH@E:(In the second phase, in 1984, the OECD developed a new classification, using the sample of eleven countries.===>OECD je u drugoj fazi 1984. godine razvio novu klasifikaciju, upotrebom uzorka od jedanaest zemalja.)
MATCH@M:(The classification was based on the direct R and D intensity (the quotient of the R and D costs and the flow of the materialized technology by the output unity in 22 sectors of manufacturing industry) thereby a list was created classifying the economies into three categories, adopted by both the OECD countries and many others and used widely:===>Klasifikacija se zasnivala na direktnoj R and D intenzivnosti (količnik R and D troškova i toka opred-mećene tehnologije po jedinici outputa u 22 sektora prerađivačke industrije) i stvorila je spisak koji postavlja privrede u tri kategorije, koje su prihvatile zemlje OECD, a i mnoge druge i opsežno ih koristile:)
MATCH@E:(The classification was based on the direct R&D intensity (the quotient of the R&D costs and the flow of the materialized technology by the output unity in 22 sectors of manufacturing industry) thereby a list was created classifying the economies into three categories, adopted by both the OECD countries and many others and used widely Š2Ë: 1. high technologies 2. medium technologies 3. low technologies.===>Klasifikacija se zasnivala na direktnoj R&D intenzivnosti (količnik R&D troškova i toka opredmećene tehnologije po jedinici outputa u 22 sektora prerađivačke industrije) i stvorila je spisak koji postavlja privrede u tri kategorije, koje su prihvatile zemlje OECD, a i mnoge druge i opsežno ih koristile Š2Ë: ~~~ 1. visoke tehnologije, 2. srednje tehnologije, 3. niske tehnologije.)
MATCH@M:(The advantage of the classification was in that it provided a simple and suitable forms for international comparisons; however, there were limitations too, mainly due to the lack of sufficiently qualified data on sectors.===>Klasifikacija je imala prednost u pružanju proste i skladne forme za međunarodna poređenja, ali je isto tako imala ograničenja, najviše zbog nedostatka dovoljno klasifikovanih podataka o sektorima.)
MATCH@E:(The advantage of the classification was in that it provided a simple and suitable forms for international comparisons; however, there were limitations too, mainly due to the lack of sufficiently qualified data on sectors.===>Klasifikacija je imala prednost u pružanju proste i skladne forme za međunarodna poređenja, ali je isto tako imala ograničenja, najviše zbog nedostatka dovoljno klasifikovanih podataka o sektorima.)
MATCH@M:(Ten years after the first list was drafted a need arouse for taking certain improvements into consideration.===>Deset godina od kada je skiciran prvi spisak, osetila se potreba za razmatranjem određenih poboljšanja.)
MATCH@E:(Ten years after the first list was drafted a need arouse for taking certain improvements into consideration Š2Ë.===>Deset godina od kada je skiciran prvi spisak, osetila se potreba za razmatranjem određenih poboljšanja Š2Ë.)
MATCH@M:(Consequently, the OECD prepared two new lists: one for the sectorial approach, and the other for the production approach.===>OECD je shodno tome pripremio dva nova spiska: jedan za sektorski pristup i drugi za proizvodni pristup.)
MATCH@E:(Consequently, the OECD prepared two new lists: one for the sectorial approach, and the other for the production approach.===>OECD je shodno tome pripremio dva nova spiska: jedan za sektorski pristup i drugi za proizvodni pristup.)
MATCH@M:(The data used in creating the sector list is based on the International Standard Industrial Classification - ISIC.===>Podaci koji su korišćeni za pripremu spiska sektora zasnovani su na International Standard Industrial Classitication -ISIC.)
MATCH@E:(The data used in creating the sector list is based on the International Standard Industrial Classification ISIC.===>Podaci koji su korišćeni za pripremu spiska sektora zasnovani su na International Standard Industrial Classification ISIC.)
MATCH@M:(The new classification covered only the preradivacka industry for which the OECD prepared long and relatively complete series.===>Nova klasifikacija je pokrivala samo prerađivačku industriju za koju je OECD pripremio duge i relativno kompletne serije.)
MATCH@E:(The new classification covered only the prerađivačka industry for which the OECD prepared long and relatively complete series.===>Nova klasifikacija je pokrivala samo prerađivačku industriju za koju je OECD pripremio duge i relativno kompletne serije.)
MATCH@M:(In the sector approach, however, it was necessary that services be included, with an appropriate accessibility of data, since services increasingly moved from usage towards manufacturing.===>Međutim, u sektorskom pristupu neophodno je bilo da se uključe usluge, uz odgovarajuću raspoloživost podataka, jer su se usluge sve više kretale sa upotrebe na proizvodnju.)
MATCH@E:(In the sector approach, however, it was necessary that services be included, with an appropriate accessibility of data, since services increasingly moved from usage towards manufacturing.===>Međutim, u sektorskom pristupu neophodno je bilo da se uključe usluge, uz odgovarajuću raspoloživost podataka, jer su se usluge sve više kretale sa upotrebe na proizvodnju.)
MATCH@M:(The production approach was developed as an annex to sector one and provided a more appropriate system for the international trade analysis.===>Proizvodni pristup je razvijen kao dodatak sektorskom i pružao je prikladniji sistem za analiziranje međunarodne trgovine.)
MATCH@E:(The production approach was developed as an annex to sector one and provided a more appropriate system for the international trade analysis.===>Proizvodni pristup je razvijen kao dodatak sektorskom i pružao je prikladniji sistem za analiziranje međunarodne trgovine.)
MATCH@M:(It was based upon the Standard International Trade Classification - SITC.===>Zasnivao se na Standard International Trade Clasification - SITC.)
MATCH@E:(It was based upon the Standard International Trade Classification SITC.===>Zasnivao se na Standard International Trade Clasification SITC.)
MATCH@M:(Under the assumption that for a certain type of investments and for all groups of products the scope of R and D costs incurred in the production remained constant, the input-output coefficients were multiplied by a direct R and D intensity.===>Pod predpostavkom da su za određenu vrstu investicija i za sve grupe proizvoda, razmere R and D troškova ostvarene u proizvodnji ostale konstantne, koeficijenti input-outputa su množeni direktnom R and D in-tenzivnošcu.)
MATCH@E:(Under the assumption that for a certain type of investments and for all groups of products the scope of R&D costs incurred in the production remained constant, the input-output coefficients were multiplied by a direct R&D intensity.===>Pod predpostavkom da su za određenu vrstu investicija i za sve grupe proizvoda, razmere R&D troškova ostvarene u proizvodnji ostale konstantne, koeficijenti input-outputa su množeni direktnom R&D intenzivnošću.)
MATCH@M:(These indicators were calculated for the 1973-1992 period, however the final classification was designed for the 1980’s and 1990’s data, using all three indicators: the economies classed into a higher category display a higher R and D intensity for all the indicators compared to the lower category economies (one exemption being petroleum).===>Ovi pokazatelji su računati za period od 1973-1992. godine, ali je krajnja klasifikacija konstruisana za podatke iz 80-ih i 90-ih godina dvadesetog veka upotrebom sva tri pokazatelja: privrede klasifikovane u višoj kategoriji imaju veću R and D intenzivnost za sve pokazatelje od privreda sa nižom kategorijom (uz jedan izuzetak, nafta).)
MATCH@E:(These indicators were calculated for the 1973-1992 period, however the final classification was designed for the 1980s and 1990s data, using all three indicators: the economies classed into a higher category display a higher R&D intensity for all the indicators compared to the lower category economies (one exemption being petroleum).===>Ovi pokazatelji su računati za period od 1973-1992. godine, ali je krajnja klasifikacija konstruisana za podatke iz 80-ih i 90-ih godina dvadesetog veka upotre Kao rezultat su prepoznate četiri grupe prerađivačke industrije Š2Ë:)
BAD_LINE_=============================================================
BAD_LINE_M:These indicators were calculated for the 1973-1992 period, however the final classification was designed for the 1980’s and 1990’s data, using all three indicators: the economies classed into a higher category display a higher R and D intensity for all the indicators compared to the lower category economies (one exemption being petroleum).
BAD_LINE_M:Ovi pokazatelji su računati za period od 1973-1992. godine, ali je krajnja klasifikacija konstruisana za podatke iz 80-ih i 90-ih godina dvadesetog veka upotrebom sva tri pokazatelja: privrede klasifikovane u višoj kategoriji imaju veću R and D intenzivnost za sve pokazatelje od privreda sa nižom kategorijom (uz jedan izuzetak, nafta).
BAD_LINE_E:These indicators were calculated for the 1973-1992 period, however the final classification was designed for the 1980s and 1990s data, using all three indicators: the economies classed into a higher category display a higher R&D intensity for all the indicators compared to the lower category economies (one exemption being petroleum).
BAD_LINE_E:Ovi pokazatelji su računati za period od 1973-1992. godine, ali je krajnja klasifikacija konstruisana za podatke iz 80-ih i 90-ih godina dvadesetog veka upotre Kao rezultat su prepoznate četiri grupe prerađivačke industrije Š2Ë:
MATCH@M:(The economic activities of high technologies are more oriented towards international trade compared to less technology-intensive economic activities.===>Privredne delatnosti visokih tehnologija su više ori-jentisane prema međunarodnoj trgovini od privrednih delatnosti koje su manje tehnološki intenzivne.)
MATCH@E:(5. ~~~ International trade vs technology intensity The economic activities of high technologies are more oriented towards international trade compared to less technology-intensive economic activities.===>Međunarodna trgovina prema tehnološkoj intezivnosti Privredne delatnosti visokih tehnologija su više orijentisane prema međunarodnoj trgovini od privrednih delatnosti koje su manje tehnološki intenzivne.)
MATCH@M:(Although they make up only 25% of the total OECD trade in the product manufacture, their share increases faster than average in the production.===>Iako čine samo 25% ukupne OECD trgovine u proizvodnji proizvoda, njihov udeo brže raste od proseka u proizvodnji.)
MATCH@E:(Although they make up only 25% of the total OECD trade in the product manufacture, their share increases faster than average in the production.===>Iako čine samo 25% ukupne OECD trgovine u proizvodnji proizvoda, njihov udeo brže raste od proseka u proizvodnji.)
MATCH@M:(In the 1996-2005 period, the pharmaceutical industry recorded the highest growth rate in the industrial trade in the OECD.===>Od 1996-2005. godine, farmaceutska industrija je imala najvecu stopu rasta u industrijskoj trgovini u oblasti OECD.)
MATCH@E:(In the 1996-2005 period, the pharmaceutical industry recorded the highest growth rate in the industrial trade in the OECD.===>Od 1996-2005. godine, farmaceutska industrija je imala najveću stopu rasta u industrijskoj trgovini u oblasti OECD.)
MATCH@M:(Other high technology industries, scientific instruments, aircraft manufacture, radio, TV and communication also recorded a high growth rate.===>Ostale privredne delatnosti visokih tehnologija, naučni instrumenti, avioindustrija, radio, TV i komunikacija, takođe su imale visoku stopu rasta.)
MATCH@E:(Other high technology industries, scientific instruments, aircraft manufacture, radio, TV and communication also recorded a high growth rate (Graph 1).===>Ostale privredne delatnosti visokih tehnologija, naučni instrumenti, avioindustrija, radio, TV i komunikacija, takođe su imale visoku stopu rasta (grafikon 1).)
MATCH@M:(Differences among the countries are substantial.===>Razlike između zemalja su velike.)
MATCH@E:(Differences among the countries are substantial.===>Razlike između zemalja su velike.)
MATCH@M:(The share of the high and medium-high technology economic activites ranges between more than 80% in Japan and Ireland to less than 10% in Russia.===>Udeo privrednih delatnosti visoke i srednje-visoke tehnologije je u opsegu od preko 80% u Japanu i Irskoj, do manje od 10% u Rusiji.)
MATCH@E:(The share of the high and medium-high technology economic activites ranges be tween more than 80% in Japan and Ireland to less than 10% in Russia.===>Udeo privrednih delatnosti visoke i srednje-visoke tehnologije je u opsegu od preko 80% u Japanu i Irskoj, do manje od 10% u Rusiji.)
MATCH@M:(High technology economic activity amounts to over 50% industrial exports in Ireland and over 30% exports in Switzerland, Corea, the USA, Great Britain and the Netherlands [7].===>Privredne delatnosti visokih tehnologija iznose preko 50% industrijskog izvoza u Irskoj i preko 30% izvoza u [vajcarskoj, Koreji, SAD, Velikoj Britaniji i Holan-diji [7].)
MATCH@E:(High technology economic activity amounts to over 50% industrial exports in Ireland and over 30% exports in Switzerland, Corea, the USA, Great Britain and the Netherlands Š7Ë.===>Privredne delatnosti visokih tehnologija iznose preko 50% industrijskog izvoza u Irskoj i preko 30% izvoza u Švajcarskoj, Koreji, SAD, Velikoj Britaniji i Holandiji Š7Ë.)
MATCH@M:(Japan is the only country in which the total industrial exports increased at a higher rate compared to the exports of high technologies in the 1994-2003 period.===>Japan je jedina zemlja u kojoj je ukupan industrijski izvoz rastao brže od izvoza visokih tehnologija u periodu od 1994-2003. godine.)
MATCH@E:(Japan is the only country in which the total industrial exports increased at a higher rate compared to the exports of high technologies in the 1994-2003 period.===>Japan je jedina zemlja u kojoj je ukupan industrijski izvoz rastao brže od izvoza visokih tehnologija u periodu od 1994-2003. godine.)
MATCH@M:(Technology exports record higher growth in Iceland, Turkey and in East European countries, although the orientation of a majority of these countries, Hungary and the Chech Republic exempt, was primarily towards exporting low and medium-low technologies.===>Tehnoloski izvoz ima veći rast na Islandu, u Turskoj i istočnoevropskim zemljama, iako se većina tih zemalja, sa Mađarskom i Češkom kao izuzecima, usmeravala primarno na izvoz niske i srednje-niske tehnologije.)
MATCH@E:(Technology exports record higher growth in Iceland, Turkey and in East European countries, although the orientation of a majority of these countries, Hungary and the Chech Republic exempt, was primarily towards exporting low and medium-low technologies.===>Tehnolo ški izvoz ima veći rast na Islandu, u Turskoj i istočnoevropskim zemljama, iako se većina tih zemalja, sa Mađarskom i Češkom kao izuzecima, usmeravala primarno na izvoz niske i srednje-niske tehnologije.)
MATCH@M:(With nearly 17% of the total technology exports from the OECD, Germany had the largest share of the technology market in 2003, followed by the USA.===>Sa skoro 17% ukupnog tehnološkog izvoza OECD-a, Nemačka je imala najveći udeo na tržištu tehnologije u 2003. godini, a posle nje su bile SAD.)
MATCH@E:(With nearly 17% of the total technology exports from the OECD, Germany had the largest share of the technology market in 2003, followed by the USA.===>Sa skoro 17% ukupnog tehnološkog izvoza OECD-a, Nemačka je imala najveći udeo na tržištu tehnologije u 2003. godini, a posle nje su bile SAD.)
MATCH@M:(The estimate of the countries in terms of technology intensity strengths and weaknesses must not be directed only to exports, but must also define the role of imports, since exports can largerly depend on the imports in the same economy.===>Procena zemalja u smislu jačine i slabosti tehnološke intenzivnosti ne sme da se usmeri samo na izvoz nego mora da odredi ulogu uvoza, jer izvoz može mnogo da zavisi od uvoza u istoj privredi.)
MATCH@E:(The estimate of the countries in terms of technology intensity strengths and weaknesses must not be directed only to exports, but must also define the role of imports, since exports can largerly depend on the imports in the same economy.===>Procena zemalja u smislu jačine i slabosti tehnološke intenzivnosti ne sme da se usmeri samo na izvoz nego mora da odredi ulogu uvoza, jer izvoz može mnogo da zavisi od uvoza u istoj privredi.)
MATCH@M:(The indicators of the comparative advantages revealed (Revealed Comparative Advantage -RCA) allow for a better understanding of a country’s specialization profile.===>Pokazatelji iskazanih komparativnih prednosti (Revealed Comparative Advantage - RCA) omogućavaju bolje razumevanje profila specijalizacije neke zemlje.)
MATCH@E:(The indicators of the comparative advantages revealed (Revealed Comparative Advantage RCA) allow for a better understanding of a countrys specialization profile.===>Pokazatelji iskazanih komparativnih prednosti (Revealed Comparative Advantage RCA) omogućavaju bolje razumevanje profila specijalizacije neke zemlje.)
MATCH@M:(This indicator shows that only a small number of the OECD countries specialized in high technology development.===>Ovaj pokazatelj govori da je samo nekolicina zemalja OECD specijalizovana za proizvodnju visokih tehnologija.)
MATCH@E:(This indicator shows that only a small number of the OECD countries specialized in high technology development.===>Ovaj pokazatelj govori da je samo nekolicina zemalja OECD specijalizovana za proizvodnju visokih tehnologija.)
MATCH@M:(In 2003, the trade surplus in these industries amounted to over 6.5% of total production in Switzerland, 5.5% in Ireland and approximately 4.5% in the USA.===>U 2003. godini je trgovinski suficit ovih privrednih delatnosti predstavljao više od 6,5% ukupne proizvodnje u [vajcarskoj, 5,5% u Irskoj i oko 4,5% u SAD.)
MATCH@E:(In 2003, the trade surplus in these industries amounted to over 6.5% of total production in Switzerland, 5.5% in Ireland and approximately 4.5% in the USA.===>U 2003. godini je trgovinski suficit ovih privrednih delatnosti predstavljao više od 6,5% ukupne proizvodnje u Švajcarskoj, 5,5% u Irskoj i oko 4,5% u SAD.)
MATCH@M:(The trade surplus in medium-high industries amounted to over 15% of the total output in Japan and over 7% in Germany.===>Trgovinski suficit u privrednim delatnostima srednje-visoke tehnologije je predstavljao više od 15% ukupne proizvodnje u Japanu i preko 7% u Nemačkoj.)
MATCH@E:(The trade surplus in medium-high industries amounted to over 15% of the total output in Japan and over 7% in Germany.===>Trgovinski suficit u privrednim delatnostima srednjevisoke tehnologije je predstavljao više od 15% ukupne proizvodnje u Japanu i preko 7% u Nemačkoj. u obrazovanje i R&D. Međutim, njihov uspeh može zavisiti i od drugih faktora kao što su politička stabilnost, pristup kapitalu i infrastruktura koja može da podrži tehnološke napretke.)
BAD_LINE_=============================================================
BAD_LINE_M:The trade surplus in medium-high industries amounted to over 15% of the total output in Japan and over 7% in Germany.
BAD_LINE_M:Trgovinski suficit u privrednim delatnostima srednje-visoke tehnologije je predstavljao više od 15% ukupne proizvodnje u Japanu i preko 7% u Nemačkoj.
BAD_LINE_E:The trade surplus in medium-high industries amounted to over 15% of the total output in Japan and over 7% in Germany.
BAD_LINE_E:Trgovinski suficit u privrednim delatnostima srednjevisoke tehnologije je predstavljao više od 15% ukupne proizvodnje u Japanu i preko 7% u Nemačkoj. u obrazovanje i R&D. Međutim, njihov uspeh može zavisiti i od drugih faktora kao što su politička stabilnost, pristup kapitalu i infrastruktura koja može da podrži tehnološke napretke.
MATCH@M:(The competitive advantage of Japan in the share of high technologies plummeted during the 1990s, at the same time rising in Ireland.===>Konkurentska prednost Japana u udelu visokih tehnologija je drastično opala tokom 1990-ih, dok je u Irskoj porasla.)
MATCH@E:(The competitive advantage of Japan in the share of high technologies plummeted during the 1990s, at the same time rising in Ireland.===>Konkurentska prednost Japana u udelu visokih tehnologija je drastično opala tokom 1990-ih, dok je u Irskoj porasla.)
MATCH@M:(The advantages of the Chech Republic, Finland, Hungary, Poland, Turkey and New Zealand declined to a great extent.===>Prednost Češke, Finske, Mađarske, Poljske, Turske i Novog Zelanda se dosta smanjila.)
MATCH@E:(The advantages of the Chech Republic, Finland, Hungary, Poland, Turkey and New Zealand declined to a great extent.===>Prednost Češke, Finske, Mađarske, Poljske, Turske i Novog Zelanda se dosta smanjila.)
MATCH@M:(The medium-high R and D-intensive industries have undergone substabtial changes, resulting in improving the competitive advantages of many countries.===>Kod privrednih delatnosti koje su srednje-visoko R and D intenzivne desile su se veće promene, sa poboljšanjem konkurentskih prednosti u mnogim zemljama.)
MATCH@E:(The medium-high R&D-intensive industries have under gone substabtial changes, resulting in improving the competitive advantages of many countries Š6Ë. 6.===>Kod privrednih delatnosti koje su srednje-visoko R&D intenzivne desile su se veće promene, sa poboljšanjem konkurentskih prednosti u mnogim zemljama Š6Ë. 6.)
MATCH@M:(In the last decade of the twentieth century a number of countries have made considerable advances in the field of technology and distinguished themselves in the development of technology as a result of their large and long-term investments into science and technology (S and T), and into education and R and D.===>Nekoliko država je napravilo velike tehnološke napretke u poslednjoj deceniji dvadesetog veka i postalo istaknutije u razvoju tehnologije zbog njihovih velikih i trajnih investicija u nauku i tehnologiju (S and T) u obrazovanje i R and D.)
MATCH@E:(New high technology exporters In the last decade of the twentieth century a number of countries have made considerable advances in the field of technology and distinguished themselves in the development of technology as a result of their large and long-term investments into science and technology (S&T), and into education and R&D.===>Novi izvoznici visokih tehnologija Nekoliko država je napravilo velike tehnološke napretke u poslednjoj deceniji dvadesetog veka i postalo istaknutije u razvoju tehnologije zbog njihovih velikih i trajnih investicija u nauku i tehnologiju (S&T) Počevši od 1990. godine, vršena je analiza na svake tri godine.)
MATCH@M:(Their achievement, however, may depend on other factors too, such as the political stability, access to capital and the infrastructure capable of supporting the technology progress.===>Međutim, njihov uspeh može zavisiti i od drugih faktora kao što su politička stabilnost, pristup kapitalu i infrastruktura koja može da podrži tehnološke napretke.)
MATCH@E:(Their achievement, however, may depend on other factors too, such as the political stability, access to capital and the infrastructure capable of supporting the technology progress.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Their achievement, however, may depend on other factors too, such as the political stability, access to capital and the infrastructure capable of supporting the technology progress.
BAD_LINE_M:Međutim, njihov uspeh može zavisiti i od drugih faktora kao što su politička stabilnost, pristup kapitalu i infrastruktura koja može da podrži tehnološke napretke.
BAD_LINE_E:Their achievement, however, may depend on other factors too, such as the political stability, access to capital and the infrastructure capable of supporting the technology progress.
BAD_LINE_E:
MATCH@M:(In 1987, the Georgia Tech Technology Policy and the Assessment Center (TPAC) created the high technology indicators (High Tech Indicators - HTI).===>Georgia Tech Technology Polič i Assessment Center (TPAC) su 1987. godine formulisali indikatore visokih tehnologija (High Tech Indicators - HTI).)
MATCH@E:(In 1987, the Georgia Tech Technology Policy and the Assessment Center (TPAC) created the high technology indicators (High Tech Indicators HTI).===>)
BAD_LINE_=============================================================
BAD_LINE_M:In 1987, the Georgia Tech Technology Policy and the Assessment Center (TPAC) created the high technology indicators (High Tech Indicators - HTI).
BAD_LINE_M:Georgia Tech Technology Polič i Assessment Center (TPAC) su 1987. godine formulisali indikatore visokih tehnologija (High Tech Indicators - HTI).
BAD_LINE_E:In 1987, the Georgia Tech Technology Policy and the Assessment Center (TPAC) created the high technology indicators (High Tech Indicators HTI).
BAD_LINE_E:
MATCH@M:(Starting from 1990, the analysis was conducted on a three-year basis.===>Počevši od 1990. godine, vršena je analiza na svake tri godine.)
MATCH@E:(Starting from 1990, the analysis was conducted on a three-year basis.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Starting from 1990, the analysis was conducted on a three-year basis.
BAD_LINE_M:Počevši od 1990. godine, vršena je analiza na svake tri godine.
BAD_LINE_E:Starting from 1990, the analysis was conducted on a three-year basis.
BAD_LINE_E:
MATCH@M:(The 2003 analysis was carried out on the sample of 33 countries.===>Analiza izvršena 2003. godine urađena je na primeru od 33 zemlje.)
MATCH@E:(The 2003 analysis was carried out on the sample of 33 countries.===>Analiza izvršena 2003. godine urađena je na primeru od 33 zemlje.)
MATCH@M:(There is a number of leading indicators important for the countries that wish to use their potentials to grow into important exporters of high technologies.===>Postoji nekoliko vodećih pokazatelja koji su važni za zemlje koje žele da iskoriste svoj potencijal da postanu važni izvoznici proizvoda visokih tehnologija.)
MATCH@E:(There is a number of leading indicators important for the countries that wish to use their potentials to grow into important exporters of high technologies.===>Postoji nekoliko vodećih pokazatelja koji su važni za zemlje koje žele da iskoriste svoj potencijal da postanu važni izvoznici proizvoda visokih tehnologija.)
MATCH@M:(The indicators include the current level of high technology development, the labour force quality and productivity, including the presence of professionals and the innovative management practice.===>Pokazatelji obuhvataju trenutni nivo proizvodnje visokih tehnologija, kvalitet i produktivnost radne snage uključujući prisustvo stručne radne snage i postojanje inovativne prakse menadžmenta.)
MATCH@E:(The indicators include the current level of high technology development, the labour force quality and productivity, including the presence of professionals and the innovative management practice.===>Pokazatelji obuhvataju trenutni nivo proizvodnje visokih tehnologija, kvalitet i produktivnost radne snage uključujući prisustvo stručne radne snage i postojanje inovativne prakse menadžmenta.)
MATCH@M:(On the basis of this group of indicators, Israel and China were assessed to be top two countries among 15 countries that were assessed (Argentina, Brasil, China, the Chech Republic, Germany, Hungary, India, Indonesia, Israel, Iceland, Japan, Malaysia, Mexico, the Philippines, Poland, Thailand, the USA, and Venezuela) in 2005.===>Na osnovu ove grupe vodećih pokazatelja, Izrael i Kina su dobile najveće ocene od 15 ispitanih zemalja (Argentina, Brazil, Kina, Češka, Nemačka, Mađarska, Indija, Indonezija, Izrael, Island, Japan, Malezija, Meksiko, Filipini, Poljska, Tajland, SAD i Venecuela) u 2005. godini.)
MATCH@E:(HTI indicators analysis On the basis of this group of indicators, Israel and China were assessed to be top two countries among 15 countries that were assessed (Argentina, Brasil, China, the Chech Republic, Germany, Hungary, India, Indonesia, Israel, Iceland, Japan, Malaysia, Mexico, the Philippines, Poland, Thailand, the USA, and Venezuela) in 2005.===>Analiza hti indikatora Na osnovu ove grupe vodećih pokazatelja, Izrael i Kina su dobile najveće ocene od 15 ispitanih zemalja (Argentina, Brazil, Kina, Češka, Nemačka, Mađarska, Indija, Indonezija, Izrael, Island, Japan, Malezija, Meksiko, Filipini, Poljska, Tajland, SAD i Venecuela) u 2005. godini.)
MATCH@M:(Both countries were presented as future leaders in the exports of technology products on the world markets.===>Obe zemlje su predstavljene kao budući nosioci izvoza tehnoloških proizvoda na svetskom tržištu.)
MATCH@E:(Both countries were presented as future leaders in the exports of technology products on the world markets.===>Obe zemlje su predstavljene kao budući nosioci izvoza tehnoloških proizvoda na svetskom tržištu.)
MATCH@M:(Israel achieved the top position in the orientation based on strong government and cultural support in the promotion of manufacturing technology and occupies the top position in the socio-economic infrastructure field due to a large number of qualified scientists and engineers, highly reputed economic entrepreneurship and its contribution to scientific knowledge.===>Izrael je bio prvi u orijentaciji zasnovanoj na jakoj vladinoj i kulturološkoj podršci u promociji proizvodnje tehnologije i prvi u društveno-ekonomskoj infrastrukturi zbog velikog broja obučenih naučnika i inženjera, veoma poštovanog privrednog preduzetni-štva i njegovog doprinosa naučnom znanju.)
MATCH@E:(Israel achieved the top position in the orientation based on strong government and cultural support in the promotion of manufacturing technology and occupies the top position in the socio-economic infrastructure field due to a large number of qualified scientists and engineers, highly reputed economic entrepreneurship and its contribution to scientific knowledge.===>Izrael je bio prvi u orijentaciji zasnovanoj na jakoj vladinoj i kulturološkoj podršci u promociji proizvodnje tehnologije i prvi u društveno-ekonomskoj infrastrukturi zbog velikog broja obučenih naučnika i inženjera, veoma poštovanog privrednog preduzetništva i njegovog doprinosa naučnom znanju.)
MATCH@M:(Israel occupied the second and the third positions in the two remaining indicators.===>Izrael je bio drugi i treći u dva preostala pokazatelja.)
MATCH@E:(Israel occupied the second and the third positions in the two remaining indicators.===>Izrael je bio drugi i treći u dva preostala pokazatelja.)
MATCH@M:(The total rating of China in 2005 is lower compared to Israel, however with a notable rise in the total ratings in the last two years.===>Ukupna ocena Kine za 2005. godinu je niža u odnosu na Izrael, ali je rast u opštoj oceni u poslednje 2 godine zapažen.)
MATCH@E:(The total rating of China in 2005 is lower compared to Israel, however with a notable rise in the total ratings in the last two years.===>Ukupna ocena Kine za 2005. godinu je niža u odnosu na Izrael, ali je rast u opštoj oceni u poslednje 2 godine zapažen.)
MATCH@M:(China improved in the fields of all four indicators and made substantial improvements in three: national orientation, technological infrastructure and manufacturing capacities.===>Kina je pokazala poboljšanje u sva četiri pokazatelja i veliko poboljšanje u tri: nacionalnoj orijentaciji, tehnološkoj infrastrukturi i proizvodnim kapacitetima.)
MATCH@E:(China improved in the fields of all four indicators and made substantial improvements in three: national orientation, technological infrastructure and manufacturing capacities.===>Kina je pokazala poboljšanje u sva četiri pokazatelja i veliko poboljšanje u tri: nacionalnoj orijentaciji, tehnološkoj infrastrukturi i proizvodnim kapacitetima.)
MATCH@M:(The number of population has helped raise the ratings of a certain number of indicator components.===>Veličina populacije je pomogla u povećanju ocene nekolicine komponenti pokazatelja.)
MATCH@E:(The number of population has helped raise the ratings of a certain number of indicator components.===>Veličina populacije je pomogla u povećanju ocene nekolicine komponenti pokazatelja.)
MATCH@M:(This shows the impact of the effects of scope upon the advantages of developing countries, in terms of large domestic demand for high-technology products and the capacity to train a large number of scientists and engineers.===>Ovo pokazuje kako efekti obima utiču na prednosti zemalja u razvoju, u smislu velike domaće tražnje za viso-kotehnološkim proizvodima i sposobnošću obuke velikog broja naučnika i inženjera.)
MATCH@E:(This shows the impact of the effects of scope upon the advantages of developing countries, in terms of large domestic demand for high-technology products and the capacity to train a large number of scientists and engineers.===>Ovo pokazuje kako efekti obima utiču na prednosti zemalja u razvoju, u smislu velike domaće tražnje za visokotehnološkim proizvodima i sposobnošću obuke velikog broja naučnika i inženjera.)
MATCH@M:(The rankings of Iceland and Israel were lower compared to China, in the same period.===>Island i Izrael u 2005. godini, našle su se na nižoj poziciji u odnosu na Kinu.)
MATCH@E:(The rankings of Iceland and Israel were lower compared to China, in the same period.===>Island i Izrael u 2005. godini, našle su se na nižoj poziciji u odnosu na Kinu.)
MATCH@M:(The Chech Republic and Malaysia achieved high total ratings, due to high ratings for national orientation and production capacity.===>Češka i Malezija su pokazale visoke ukupne ocene, zbog visokih ocena pokazatelja nacionalne orijentacije i proizvodnog kapaciteta.)
MATCH@E:(The Chech Republic and Malaysia achieved high total ratings, due to high ratings for national orientation and production capacity.===>Češka i Malezija su pokazale visoke ukupne ocene, zbog visokih ocena pokazatelja nacionalne orijentacije i proizvodnog kapaciteta.)
MATCH@M:(Although their total ratings are still not high, some countries are already setting the basis for the production and exports of high-technology products in the near future.===>Iako još nemaju visoke ukupne ocene, postoje još neke zemlje koje postavljaju osnovu za proizvodnju i izvoz vi-sokotehnoloških proizvoda u bliskoj budućnosti.)
MATCH@E:(Although their total ratings are still not high, some countries are already setting the basis for the production and exports of high-technology products in the near future.===>Iako još nemaju visoke ukupne ocene, postoje još neke zemlje koje postavljaju osnovu za proizvodnju i izvoz visokotehnoloških proizvoda u bliskoj budućnosti.)
MATCH@M:(Thailand, Mexico and Argentina showed advances in each assessment in the 2003-2005 period.===>Tajland, Meksiko i Argentina su napredovale u svakoj oceni u periodu 2003-2005. godine.)
MATCH@E:(Thailand, Mexico and Argentina showed advances in each assessment in the 2003-2005 period.===>Tajland, Meksiko i Argentina su napredovale u svakoj oceni u periodu 2003-2005. godine.)
MATCH@M:(The rating of Thailand in 2005 was higher due to the increase in electronics production.===>Ocena Tajlanda u 2005. godini je povećana zbog rasta u proizvodnji elektronike.)
MATCH@E:(The rating of Thailand in 2005 was higher due to the increase in electronics production.===>Ocena Tajlanda u 2005. godini je povećana zbog rasta u proizvodnji elektronike.)
MATCH@M:(The general rating of Mexico was higher in 2003, on the basis of higher expert assessment of the national orientation and technological infrastructure, as well as a higher statistical ratings of students’ enrollment into high schools and universities.===>Opšta ocena Meksika je bila veća 2003. godine, na osnovu većih stručnih ocena za nacionalnu orijentaciju i tehnološku infrastrukturu, kao i povećane statističke ocene o upisima studenata u srednje škole i na fakultete.)
MATCH@E:(The general rating of Mexico was higher in 2003, on the basis of higher expert assessment of the national orientation and technological infrastructure, as well as a higher statistical ratings of students enrollment into high schools and universities.===>Opšta ocena Meksika je bila veća 2003. godine, na osnovu većih stručnih ocena za nacionalnu orijentaciju i tehnološku infrastrukturu, kao i povećane statističke ocene o upisima studenata u srednje škole i na fakultete.)
MATCH@M:(The 2005 ratings for Mexico were steady in all the three indicators, with the rank in production capacity rising.===>Ocene za Meksiko su 2005. godine bile stabilne u ova tri pokazatelja, dok je njegov rang u proizvodnom kapacitetu rastao.)
MATCH@E:(The 2005 ratings for Mexico were steady in all the three indicators, with the rank in production capacity rising.===>Ocene za Meksiko su 2005. godine bile stabilne u ova tri pokazatelja, dok je njegov rang u proizvodnom kapacitetu rastao.)
MATCH@M:(Argentina recorded a gradual but steady rise in the majority of indicators in 2003 and 2005.===>Argentina je pokazala postepeni stabilni rast u većini pokazatelja tokom 2003. i 2005. godine.)
MATCH@E:(Argentina recorded a gradual but steady rise in the majority of indicators in 2003 and 2005.===>Argentina je pokazala postepeni stabilni rast u većini pokazatelja tokom 2003. i 2005. godine.)
MATCH@M:(These indicators offer a systematic method for comparing the future technological capacity for a larger group of countries than it would be possible using other indicators.===>Ovi pokazatelji pružaju sistematski način za poređe-nje buduće tehnološke sposobnosti za širu grupu zemalja nego što bi to bilo raspoloživo upotrebom drugih pokazatelja.)
MATCH@E:(These indicators offer a systematic method for comparing the future technological capacity for a larger group of countries than it would be possible using other indicators.===>Ovi pokazatelji pružaju sistematski način za poređenje buduće tehnološke sposobnosti za širu grupu zemalja nego što bi to bilo raspoloživo upotrebom drugih pokazatelja.)
MATCH@M:(The results show that the groups of countries competing on the high technology markets can extend in the future.===>Rezultati naglašavaju kako grupe zemalja koje se takmiče na tržištima visokih tehnologija mogu da se prošire u budućnosti.)
MATCH@E:(The results show that the groups of countries competing on the high technology markets can extend in the future.===>Rezultati naglašavaju kako grupe zemalja koje se takmiče na tržištima visokih tehnologija mogu da se prošire u budućnosti.)
MATCH@M:(Faced with new forms of competition, many companies invest their assets and expert knowledge to develop new products, reach the economy of scope and the access to new technologies and markets.===>Suočene sa novim oblicima konkurencije mnoge kompanije, ulažu svoja sredstva i stručno znanje kako bi razvile nove proizvode, dostigle ekonomiju obima i pristup novim tehnologijama i tržištima.)
MATCH@E:(Forms of cooperation in the field of high technologies Faced with new forms of competition, many companies invest their assets and expert knowledge to develop new products, reach the economy of scope and the access to new technologies and markets.===>Oblici saradnje u oblasti visokih tehnologija Suočene sa novim oblicima konkurencije mnoge kompanije, ulažu svoja sredstva i stručno znanje kako bi razvile nove proizvode, dostigle ekonomiju obima i pristup novim tehnologijama i tržištima.)
MATCH@M:(One of the major factors that prevent many firms from developing their technology, and consequently their strategic goals is the lack of means.===>Jedan od glavnih faktora koji sprečava mnoge firme da postignu svoje tehnološke ciljeve, a samim tim i strateške, je nedostatak sredstava.)
MATCH@E:(One of the major factors that prevent many firms from developing their technology, and consequently their strategic goals is the lack of means.===>Jedan od glavnih faktora koji sprečava mnoge firme da postignu svoje tehnološke ciljeve, a samim tim i strateške, je nedostatak sredstava.)
MATCH@M:(The field of research and development demands substantial financial means and a critical number of human resources.===>Oblast istraživanja i razvoja podrazumeva izuzetno velika finansijska sredstva i kritičnu masu kadrova.)
MATCH@E:(The field of research and development demands substantial financial means and a critical number of human resources.===>Oblast istraživanja i razvoja podrazumeva izuzetno velika finansijska sredstva i kritičnu masu kadrova.)
MATCH@M:(The costs of acquiring and improving the necessary professional and technical skills as well as of specialized equipment acquisition increase continuously.===>Troškovi sticanja i usavršavanja neophodnih stručno-tehničkih veština kao i nabavke specijalizovane opreme se povećavaju.)
MATCH@E:(The costs of acquiring and improving the necessary professional and technical skills as well as of specialized equipment acquisition increase continuously.===>Troškovi sticanja i usavršavanja neophodnih stručno-tehničkih veština kao i nabavke specijalizovane opreme se povećavaju.)
MATCH@M:(Even in case of largest corporations, the leadership in certain market segments they have traditionally dominated is not sustainable any longer, as they do not dispose of enough technological capacities to adapt to fast changes in market demand.===>Čak i kada se radi o najvećim korporacijama, vodstvo u nekim segmentima tržišta u kojima su one tradicionalno dominirale, je neodrživo jer nemaju dovoljno tehnoloških sposobnosti da bi se prilagodile brzoj promeni tržišnih zahteva.)
MATCH@E:(Even in case of largest corporations, the leadership in certain market segments they have traditionally dominated is not sustainable any longer, as they do not dispose of enough technological capacities to adapt to fast changes in market demand.===>Čak i kada se radi o najvećim korporacijama, vođstvo u nekim segmentima tržišta u kojima su one tradicionalno dominirale, je neodrživo jer nemaju dovoljno tehnoloških sposobnosti da bi se prilagodile brzoj promeni tržišnih zahteva.)
MATCH@M:(Strategic alliances are a combination of joint ventures and licencing agreements, joint research and development activities, agreements on long-term supplying closed between companies from different countries.===>Strateške alijanse predstavljaju kombinaciju zajedničkih ulaganja i licencnih ugovora, zajedničkih istraži-vačkorazvojnih aktivnosti, ugovora o dugoročnom snabdevanju sirovinama zaključenih izmedu kompanija iz različitih zemalja.)
MATCH@E:(Strategic alliances are a combination of joint ventures and licencing agreements, joint research and development activities, agreements on long-term supplying closed between companies from different countries.===>Strateške alijanse predstavljaju kombinaciju zajedničkih ulaganja i licencnih ugovora, zajedničkih istraživačkorazvojnih aktivnosti, ugovora o dugoročnom snabdevanju sirovinama zaključenih između kompanija iz različitih zemalja.)
MATCH@M:(They may be made within one industry (intraindustrial) or among different industries (interindustrial).===>Mogu se javiti unutar jedne privredne delatnosti (intraindustrijska) ili izmedu različitih privrednih delatnosti (interindustrijska).)
MATCH@E:(They may be made within one industry (intraindustrial) or among different industries (interindustrial).===>Mogu se javiti unutar jedne privredne delatnosti (intraindustrijska) ili između različitih privrednih delatnosti (interindustrijska).)
MATCH@M:(They are formed for a limited period in which the ownership in the organization does not change.===>Imaju ograničeno trajanje u kome se vlasništvo u preduzeću ne menja.)
MATCH@E:(They are formed for a limited period in which the ownership in the organization does not change.===>Imaju ograničeno trajanje u kome se vlasništvo u preduzeću ne menja.)
MATCH@M:(It is a relationship between the firms in achieving strategic goals, which creates value for the customer and profitability for the partners.===>To je odnos izmedu firmi u ostvarivanju strategijskih ciljeva, što donosi vrednost za potrošača i profitabilnost za partnere.)
MATCH@E:(It is a relationship between the firms in achieving strategic goals, which creates value for the customer and profitability for the partners.===>To je odnos između firmi u ostvarivanju strategijskih ciljeva, što donosi vrednost za potrošača i profitabilnost za partnere.)
MATCH@M:(Strategic alliances are a specific form of joint firms, that is, informal or formal arrangements between two or more companies with a mutual goal.===>Strateške alijanse su specijalna forma zajedničkih firmi tj. neformalni ili formalni aranžmani izmedu dve ili više kompanija sa zajedničkim ciljem.)
MATCH@E:(Strategic alliances are a specific form of joint firms, that is, informal or formal arrangements between two or more companies with a mutual goal Š11Ë.===>Strateške alijanse su specijalna forma zajedničkih firmi tj. neformalni ili formalni aranžmani između dve ili više kompanija sa zajedničkim ciljem Š11Ë.)
MATCH@M:(They are the result of the growth in global competition, the growth in needs for investments into new technologies, and the rise in risks.===>One su rezultat rasta globalne konkurencije, rasta potreba za investicijama u nove tehnologije i povećanja rizika.)
MATCH@E:(They are the result of the growth in global competition, the growth in needs for investments into new technologies, and the rise in risks.===>One su rezultat rasta globalne konkurencije, rasta potreba za investicijama u nove tehnologije i povećanja rizika.)
MATCH@M:(In terms of their complexity, alliances may be ranked between the customer-seller business arrangements and full acquisitions.===>Po kompleksnosti alijanse se mogu svrstati izmedu poslovnih aranžmana tipa potrošač-prodavac i potpunih akvizicija.)
MATCH@E:(In terms of their complexity, alliances may be ranked between the customer-seller business arrangements and full acquisitions.===>Po kompleksnosti alijanse se mogu svrstati između poslovnih aranžmana tipa potrošač-prodavac i potpunih akvizicija.)
MATCH@M:(A significant advantage of alliances is their flexibility, i.e., their capacity to adjust to environmental changes.===>Velika prednost alijansi je fleksibilnost, tj. mogućnost da se prilagodavaju promenama okruženja.)
MATCH@E:(A significant advantage of alliances is their flexibility, i.e., their capacity to adjust to environmental changes.===>Velika prednost alijansi je fleksibilnost, tj. mogućnost da se prilagođavaju promenama okruženja.)
MATCH@M:(Strategic alliances function as a complex and interrelated innovation system, reaching by far further into business than the traditional implementation of technology through imitation.===>Strateške alijanse funkcionišu kao složen i medusob-no povezan inovacioni sistem, koji u poslovanju ide mnogo dalje od tradicionalnog korišćenja tehnologije preko imitacija.)
MATCH@E:(Strategic alliances function as a complex and interrelated innovation system, reaching by far further into business than the traditional implementation of technology through imitation.===>Strateške alijanse funkcionišu kao složen i međusobno povezan inovacioni sistem, koji u poslovanju ide mnogo dalje od tradicionalnog korišćenja tehnologije preko imitacija.)
MATCH@M:(Their strategy is to develop the innovation process on the basis of modern technology.===>Njihova je strategija razvoj inovacio-nih procesa na temelju savremene tehnologije.)
MATCH@E:(Their strategy is to develop the innovation process on the basis of modern technology.===>Njihova je strategija razvoj inovacionih procesa na temelju savremene tehnologije.)
MATCH@M:(“In recent years, competence and knowledge have increasingly been the focus of successful firms as a tool to improve competitive advantage.===>„Po-slednjih godina, kompetentnost i znanje su sve više u središtu pažnje uspešnih firmi kao sredstvo za povećanje konkurentskih prednosti.)
MATCH@E:(In recent years, competence and knowledge have increasingly been the focus of successful firms as a tool to improve competitive advantage.===>Poslednjih godina, kompetentnost i znanje su sve više u središtu pažnje uspešnih firmi kao sredstvo za povećanje konkurentskih prednosti.)
MATCH@M:(The learning process and the manner in which it is conducted are closely linked to the connections and relations, that is, to networks.===>Proces učenja i način na koji se odvija veoma je povezan sa postojanjem veza i odnosa, odnosno mreža.)
MATCH@E:(The learning process and the manner in which it is conducted are closely linked to the connections and relations, that is, to networks.===>Proces učenja i način na koji se odvija veoma je povezan sa postojanjem veza i odnosa, odnosno mreža.)
MATCH@M:(A more intensive joining the networks and their interrelation enhances the learning process and is directly reflected upon the firm’s business performance.===>Intenzivnije uključivanje u mreže i njihova isprepletanost podstiče proces učenja i direktno se odražava na poslovne performanse firmi.)
MATCH@E:(A more intensive joining the networks and their interrelation enhances the learning process and is directly reflected upon the firms business performance.===>Intenzivnije uključivanje u mreže i njihova isprepletanost podstiče proces učenja i direktno se odražava na poslovne performanse firmi.)
MATCH@M:(Firms acquire knowledge and learn in various ways.===>Firme stiču znanje i uče na različite načine.)
MATCH@E:(Firms acquire knowledge and learn in various ways.===>Firme stiču znanje i uče na različite načine.)
MATCH@M:(The alliences’ goals are generally manyfold.===>Alijanse često imaju višestruke ciljeve.)
MATCH@E:(The alliences goals are generally manyfold.===>Alijanse često imaju višestruke ciljeve.)
MATCH@M:(For example, the goal of an alliance may be the access to technology, acquiring a larger critical mass and risk sharing in the future technology development.===>Primera radi, cilj alijanse može biti pristup tehnologiji, dobijanje veće kritične mase i deljenje rizika budućeg tehnološkog razvoja.)
MATCH@E:(For example, the goal of an alliance may be the access to technology, acquiring a larger critical mass and risk sharing in the future technology development.===>Primera radi, cilj alijanse može biti pristup tehnologiji, dobijanje veće kritične mase i deljenje rizika budućeg tehnološkog razvoja.)
MATCH@M:(Corporate cooperation includes the relationship between large and small companies.===>Korporativna saradnja uključuje odnos između velikih i malih kompanija.)
MATCH@E:(Corporate cooperation includes the relationship between large and small companies.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Corporate cooperation includes the relationship between large and small companies.
BAD_LINE_M:Korporativna saradnja uključuje odnos između velikih i malih kompanija.
BAD_LINE_E:Corporate cooperation includes the relationship between large and small companies.
BAD_LINE_E:
MATCH@M:(Large companies provide the capital and all the relevant market information that contribute to creating innovative products and services, whereas for small companies this cooperation means an access to the real world of technological development and allows for the technology flow from external sources.===>Velike kompanije obezbeđuju kapital i sve relevantne tržišne informacije, koje doprinose stvaranju inovativnih proizvoda i usluga, dok za male kompanije ova saradnja predstavlja prozor u realan svet tehnološkog razvoja i omogućava tehnološki protok iz eksternih izvora.)
MATCH@E:(Large companies provide the capital and all the relevant market information that contribute to creating innovative products and services, whereas for small companies this cooperation means an access to the real world of technological development and allows for the technology flow from external sources.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Large companies provide the capital and all the relevant market information that contribute to creating innovative products and services, whereas for small companies this cooperation means an access to the real world of technological development and allows for the technology flow from external sources.
BAD_LINE_M:Velike kompanije obezbeđuju kapital i sve relevantne tržišne informacije, koje doprinose stvaranju inovativnih proizvoda i usluga, dok za male kompanije ova saradnja predstavlja prozor u realan svet tehnološkog razvoja i omogućava tehnološki protok iz eksternih izvora.
BAD_LINE_E:Large companies provide the capital and all the relevant market information that contribute to creating innovative products and services, whereas for small companies this cooperation means an access to the real world of technological development and allows for the technology flow from external sources.
BAD_LINE_E:
MATCH@M:(Joint technological development involves two or three firms that join togetherfor a defined periof of time for the purpose of conducting a research project, the benefit of which is important for each of them.===>Zajednički tehnološki razvoj odnosi se na dve ili tri firme koje se udružuju zajedno u određenom vremenskom periodu u vođenju istraživačkog projekta, čija korist je važna za svaku ponaosob.)
MATCH@E:(Joint technological development involves two or three firms that join togetherfor a defined periof of time for the purpose of conducting a research project, the benefit of which is important for each of them.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Joint technological development involves two or three firms that join togetherfor a defined periof of time for the purpose of conducting a research project, the benefit of which is important for each of them.
BAD_LINE_M:Zajednički tehnološki razvoj odnosi se na dve ili tri firme koje se udružuju zajedno u određenom vremenskom periodu u vođenju istraživačkog projekta, čija korist je važna za svaku ponaosob.
BAD_LINE_E:Joint technological development involves two or three firms that join togetherfor a defined periof of time for the purpose of conducting a research project, the benefit of which is important for each of them.
BAD_LINE_E:
MATCH@M:(These can be R and D projects, team work, exchange of technology knowledge or joint ventures.===>To mogu biti R and D projekti, timski rad, razmena tehnološkog znanja ili zajednička ulaganja.)
MATCH@E:(These can be R&D projects, team work, exchange of technology knowledge or joint ventures.===>)
BAD_LINE_=============================================================
BAD_LINE_M:These can be R and D projects, team work, exchange of technology knowledge or joint ventures.
BAD_LINE_M:To mogu biti R and D projekti, timski rad, razmena tehnološkog znanja ili zajednička ulaganja.
BAD_LINE_E:These can be R&D projects, team work, exchange of technology knowledge or joint ventures.
BAD_LINE_E:
MATCH@M:(Some firms contribute their technological or market knowledge, others contribute their managerial and operational knowledge and skills.===>Neki doprinose svojim tehnološkim ili tržišnim znanjem, a neki doprinose menadžerskim i operativnim znanjem i veštinama.)
MATCH@E:(Some firms contribute their technological or market knowledge, others contribute their managerial and operational knowledge and skills.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Some firms contribute their technological or market knowledge, others contribute their managerial and operational knowledge and skills.
BAD_LINE_M:Neki doprinose svojim tehnološkim ili tržišnim znanjem, a neki doprinose menadžerskim i operativnim znanjem i veštinama.
BAD_LINE_E:Some firms contribute their technological or market knowledge, others contribute their managerial and operational knowledge and skills.
BAD_LINE_E:
MATCH@M:(They provide the framework that helps such partnerships develop a cooperative environment in which learning is made possible for the purpose of achieving a long-term success.===>One daju okvir koji pomaže ovakvim partnerstvima da razviju kooperativnu sredinu u kojoj je učenje moguće u cilju postizanja dugoročnog uspeha.)
MATCH@E:(They provide the framework that helps such partnerships develop a cooperative environment in which learning is made possible for the purpose of achieving a long-term success.===>One daju okvir koji pomaže ovakvim partnerstvima da razviju kooperativnu sredinu u kojoj je učenje moguće u cilju postizanja dugoročnog uspeha.)
MATCH@M:(Highlighting the importance of learning halps develop individual and organizational understanding, thus providing the future success of strategic alliances.===>Naglašavanje značaja učenja pomaže razvoj individualnog i organizacionog razumevanja, omogućavajući time budući uspeh strateških alijansi.)
MATCH@E:(Highlighting the importance of learning halps develop individual and organizational understanding, thus providing the future success of strategic alliances.===>Naglašavanje značaja učenja pomaže razvoj individualnog i organizacionog razumevanja, omogućavajući time budući uspeh strateških alijansi. 9.)
MATCH@M:(The experiences in the development in the last decade of the twentieth century show that the more physical-capital and cheap-workforce based products and services the country had in its exports, the poorer it became.===>Razvojna iskustva iz poslednje decenije dvadesetog veka pokazuju da što je zemlja u svom izvozu imala veću zastupljenost proizvoda i usluga zasnovanih na fizičkom kapitalu i jeftinoj radnoj snazi to je bivala sve siromašnija.)
MATCH@E:(9. ~~~ Conclusion The experiences in the development in the last decade of the twentieth century show that the more physicalcapital and cheap-workforce based products and services the country had in its exports, the poorer it became.===>Zaključak Razvojna iskustva iz poslednje decenije dvadesetog veka pokazuju da što je zemlja u svom izvozu imala veću zastupljenost proizvoda i usluga zasnovanih na fizičkom kapitalu i jeftinoj radnoj snazi to je bivala sve siromašnija.)
MATCH@M:(On the other hand, the countries that raised their living standard actually achieved that prosperity by exporting the higher-level developed products and services, placing them to highly demanding customers, and simultaneously acquiring higher prices for their products.===>S druge strane, zemlje koje su podigle životni standard, taj prosperitet su prevashodno ostvarile izvozom proizvoda i usluga višeg stepena prerade, plasirajući ih kupcima sa visokim zahtevima, ostvarujući istovremeno i više cene za svoje proizvode.)
MATCH@E:(On the other hand, the countries that raised their living standard actually achieved that prosperity by exporting the higher-level developed products and services, placing them to highly demanding customers, and simultaneously acquiring higher prices for their products.===>S druge strane, zemlje koje su podigle životni standard, taj prosperitet su prevashodno ostvarile izvozom proizvoda i usluga višeg stepena prerade, plasirajući ih kupcima sa visokim zahtevima, ostvarujući istovremeno i više cene za svoje proizvode.)
MATCH@M:(The technological aspect in the global world is by far a greater challenge to small and developing countries compared to the devoped ones.===>Tehnološki aspekt je u globalnom svetu daleko veći izazov za male i nerazvijene zemlje, nego za razvijene.)
MATCH@E:(The technological aspect in the global world is by far a greater challenge to small and developing countries compared to the devoped ones.===>Tehnološki aspekt je u globalnom svetu daleko veći izazov za male i nerazvijene zemlje, nego za razvijene.)
MATCH@M:(The accessibility of modern technology solutions and their availability under favourable conditions may contribute to narrowing the gap as regards a substantial technology lag of certain countries behind the developed world.===>Dostupnost savremenih tehnoloških rešenja i njihova pristupačnost pod povoljnijim uslovima, mogu doprineti smanjivanju jaza u pogledu velikog tehnološkog zaostatka, određenih zemalja za razvijenim svetom.)
MATCH@E:(The accessibility of modern technology solutions and their availability under favourable conditions may contribute to narrowing the gap as regards a substantial technology lag of certain countries behind the developed world.===>Dostupnost savremenih tehnoloških rešenja i njihova pristupačnost pod povoljnijim uslovima, mogu doprineti smanjivanju jaza u pogledu velikog tehnološkog zaostatka, određenih zemalja za razvijenim svetom.)
MATCH@M:(Here we should add further investments into science, into education and into research and development.===>Tome treba dodati i dalja ulaganja u nauku, obrazovanje i istraživanje i razvoj.)
MATCH@E:(Here we should add further investments into science, into education and into research and development.===>Tome treba dodati i dalja ulaganja u nauku, obrazovanje i istraživanje i razvoj.)
MATCH@M:(The knowledge-based economy, guaranteeing a sustainable economic development, must be a priority goal in achieving competitive advantages.===>Privreda zasnovana na znanju, koja je garant održivog privrednog razvoja, mora biti prioritetan cilj u postizanju konkurentskih prednosti.)
MATCH@E:(The knowledge-based economy, guaranteeing a sustainable economic development, must be a priority goal in achieving competitive advantages.===>Privreda zasnovana na znanju, koja je garant održivog privrednog razvoja, mora biti prioritetan cilj u postizanju konkurentskih prednosti.)
MATCH@M:(Globalization, as well as increasingly present innovations in the field of technology have significantly changed the rules of business operations on the world markets and introduced novelty in the business orientation of the firm.===>Globalizacija, kao i sve prisutnije inovacije na polju tehnologije bitno su promenile pravila poslovanja na svetskom tržištu i uvele novine u poslovnoj orijentaciji firmi.)
MATCH@E:(Globalization, as well as increasingly present innovations in the field of technology have significantly changed the rules of business operations on the world markets and introduced novelty in the business orientation of the firm.===>Globalizacija, kao i sve prisutnije inovacije na polju tehnologije bitno su promenile pravila poslovanja na svetskom tržištu i uvele novine u poslovnoj orijentaciji firmi.)
MATCH@M:(The struggle to capture the market share is becoming more aggressive and more dynamic, making survival possible only for the firms that built a high level of flexibility and innovativeness into their business environment.===>Borba za osvajanje tržišnog prostora postaje agresivnija i dinamičnija i u njoj opstaju samo one firme koje su u poslovni ambijent ugradile visok nivo fleksibilnosti i inovativnosti.)
MATCH@E:(The struggle to capture the market share is becoming more aggressive and more dynamic, making survival possible only for the firms that built a high level of flexibility and innovativeness into their business environment.===>Borba za osvajanje tržišnog prostora postaje agresivnija i dinamičnija i u njoj opstaju samo one firme koje su u poslovni ambijent ugradile visok nivo fleksibilnosti i inovativnosti.)
MATCH@M:(The paper points out that, in view of dynamic interaction, the production factors determining the competitive advantages in certain fields of business (technology achievement level, ownership of capital, appropriate qualification structure of staff, infrastructure, information technologies) are the crucial characteristics of the states’ competitive advantages.===>U radu je istaknuto da faktori proizvodnje, koji deter-minišu konkurentske prednosti u pojedinim oblastima privređivanja (nivo tehnoloških dostignuća, posedo-vanje kapitala, odgovarajuća kvalifikaciona struktura kadrova, infrastruktura, informacione tehnologije), predstavljaju gledano u dinamičnoj interakciji, najbit-nija obeležja konkurentskih prednosti država.)
MATCH@E:(The paper points out that, in view of dynamic interaction, the production factors determining the competitive advantages in certain fields of business (technology achievement level, ownership of capital, appropriate qualification structure of staff, infrastructure, information technologies) are the crucial characteristics of the states competitive advantages.===>Strateške alijanse mogu ostvariti održivu konkurentsku prednost ukoliko saradnja uključuje transfer uče U radu je istaknuto da faktori proizvodnje, koji determinišu konkurentske prednosti u pojedinim oblastima privređivanja (nivo tehnoloških dostignuća, posedovanje kapitala, odgovarajuća kvalifikaciona struktura kadrova, infrastruktura, informacione tehnologije), predstavljaju gledano u dinamičnoj interakciji, najbitnija obeležja konkurentskih prednosti država.)
MATCH@M:(The development of high technologies of broad range and their implementation in the process of reproduction is one of the key answers to the economic and social mechanisms of the world economy.===>Razvoj visokih tehnologija širokog spektra i njihova primena u reprodukcionom procesu je jedan od ključnih odgovora privrednog i društvenog mehanizma svetske privrede.)
MATCH@E:(The development of high technologies of broad range and their implementation in the process of reproduction is one of the key answers to the economic and social mechanisms of the world economy.===>Razvoj visokih tehnologija širokog spektra i njihova primena u reprodukcionom procesu je jedan od ključnih odgovora privrednog i društvenog mehanizma svetske privrede.)
MATCH@M:(Modern times make it clear that advanced factors based on knowledge and on developed infrastructure, on high technologies and innovations, are the bases of economic development.===>U savremenom razdoblju se osnovom za ekonomski razvitak smatraju napredni faktorski uslovi zasnovani na znanju i razvijenoj infrastrukturi, visokim tehnologijama i inovacijama.)
MATCH@E:(Modern times make it clear that advanced factors based on knowledge and on developed infrastructure, on high technologies and innovations, are the bases of economic development.===>U savremenom razdoblju se osnovom za ekonomski razvitak smatraju napredni faktorski uslovi zasnovani na znanju i razvijenoj infrastrukturi, visokim tehnologijama i inovacijama.)
MATCH@M:(It is also recommended to the students at doctoral studies, and to those engaged in research in the field of modern management and business doing.===>Preporučuje se i studentima doktorskih studija, kao i onima koji se bave istraživanjima u oblasti savremenog menadžmenta i poslovanja.)
MATCH@E:(It is also recommended to the students at doctoral studies, and to those engaged in research in the field of modern management and business doing.===>Preporučuje se i studentima doktorskih studija, kao i onima koji se bave istraživanjima u oblasti savremenog menadžmenta i poslovanja.)
MATCH@M:(This book is especially valuable in the preparation of theses and final versions in various types of business studies, when the results of the studies conducted by the students are expected, in view of concrete issues and problems.===>Naglašava se da je ova knjiga posebno dragocena u pripremi teza i završnih radova za različite tipove poslovnih studija kada se očekuju i rezultati istraživanja koja studenti sprovode u odnosu na konkretna pitanja i probleme.)
MATCH@E:(This book is especially valuable in the preparation of theses and final versions in various types of business studies, when the results of the studies conducted by the students are expected, in view of concrete issues and problems.===>Naglašava se da je ova knjiga posebno dragocena u pripremi teza i završnih radova za različite tipove poslovnih studija kada se očekuju i rezultati istraživanja koja studenti sprovode u odnosu na konkretna pitanja i probleme.)
MATCH@M:(The three basic sections of the book offer a comprehensive insight into the basic research methods and techniques, accompanied by numerous examples, notes on extended literature on the concrete field and by problem solving activities.===>Tri osnovna dela knjige iscrpno predstavljaju osnovne metode i tehnike istraživanja uz brojne primere, napomene o široj literaturi u konkretnoj oblasti i zadatke za vežbanje.)
MATCH@E:(The three basic sections of the book offer a comprehensive insight into the basic research methods and techniques, accompanied by numerous examples, notes on extended literature on the concrete field and by problem solving activities.===>Tri osnovna dela knjige iscrpno predstavljaju osnovne metode i tehnike istraživanja uz brojne primere, napomene o široj literaturi u konkretnoj oblasti i zadatke za vežbanje.)
MATCH@M:(The first section deals with the general importance and challenges of the research into the domain of business studies, the second conducts the reader through the research process, whereas the final section is concerned with the analysis, implementation and report writing.===>Prvi deo se bavi opštim značajem i izazovima istraživanja u domenu poslovnih studija, drugi vodi čitaoca kroz istraživački proces, a treći deo se bavi analizom, primenom i pisanjem izveštaja.)
MATCH@E:(The first section deals with the general importance and challenges of the research into the domain of business studies, the second conducts the reader through the research process, whereas the final section is concerned with the analysis, implementation and report writing.===>Prvi deo se bavi opštim značajem i izazovima istraživanja u domenu poslovnih studija, drugi vodi čita oca kroz istraživački proces, a treći deo se bavi analizom, primenom i pisanjem izveštaja.)
MATCH@M:(In the first section, a specific nature of the research task and process in the domain of business studies is elaborated in detail.===>U prvom delu detaljnije se razmatra specifičnost istraživačkog zadatka i procesa u oblasti poslovnih studija.)
MATCH@E:(In the first section, a specific nature of the research task and process in the domain of business studies is elaborated in detail.===>U prvom delu detaljnije se razmatra specifičnost istraživačkog zadatka i procesa u oblasti poslovnih studija.)
MATCH@M:(The authors highlight the basic differences between the research and concrete problem solving in practice, relying on the “common sense“.===>Ukazuje se na osnovne razlike između istraživanja i re-šavanja konkretnih problema u praksi uz oslonac na «zdrav razum».)
MATCH@E:(The authors highlight the basic differences between the research and concrete problem solving in practice, relying on the common sense.===>Ukazuje se na osnovne razlike između istraživanja i rešavanja konkretnih problema u praksi uz oslonac na «zdrav razum».)
MATCH@M:(They infer that there should be no significant differences, as in solving practical problems the managers should be knowledgeable and skilfull in evaluating the consequences of the decisions they make.===>Zaključuje se da većih razlika tu ne bi trebalo da bude, budući da bi menadžeri rešavajući probleme prakse trebalo da poseduju znanja i sposobnosti za evaluaciju posledica odluka koje donose.)
MATCH@E:(They infer that there should be no significant differences, as in solving practical problems the managers should be knowledgeable and skilfull in evaluating the consequences of the decisions they make.===>Zaključuje se da većih razlika tu ne bi trebalo da bude, budući da bi menadžeri rešavajući probleme prakse trebalo da poseduju znanja i sposobnosti za evaluaciju posledica odluka koje donose.)
MATCH@M:(In other words, the managerial decision making and problem sloving , is performed systematically, it results in a better decision making and better results compared to the decisions based exclusively on intuition and personal preferences.===>Drugim re-čima, menadžersko odlučivanje i rešavanje problema, ukoliko se sistematično obavlja, vodi boljem odlučivanju i rezultatima od onih odluka koje se zasnivaju isključivo na intiuiciji i ličnim preferencama.)
MATCH@E:(In other words, the managerial decision making and problem sloving , is performed systematically, it results in a better decision making and better results compared to the decisions based exclusively on intuition and personal preferences.===>Drugim rečima, menadžersko odlučivanje i rešavanje problema, ukoliko se sistematično obavlja, vodi boljem odlučivanju i rezultatima od onih odluka koje se zasnivaju isključivo na intiuiciji i ličnim preferencama.)
MATCH@M:(This implies that research processes, methods and procedures are necessary in order that we should achieve the academic goals of disseminating theoretical knowledge, but also that we gain precious support in solving the ever present problems in practice.===>To znači da su istraživački procesi, metode i procedure neophodne i radi ispunjavanja akademskih ciljeva širenja teorijskih saznanja, ali i radi dragocene podrške u rešavanju stalnih problema prakse.)
MATCH@E:(This implies that research processes, methods and procedures are necessary in order that we should achieve the academic goals of disseminating theoretical knowledge, but also that we gain precious support in solving the ever present problems in practice.===>To znači da su istraživački procesi, metode i procedure neophodne i radi ispunjavanja akademskih ciljeva širenja teorijskih saznanja, ali i radi dragocene podrške u rešavanju stalnih problema prakse.)
MATCH@M:(The researchers in the domains of business studies, therefore, pursue various objectives and orientations, from objective general issue and problem solving to solving a specific problem of a concrete company.===>Istraživači u oblastima poslovnih studija, stoga, imaju veoma različite ciljeve i orijentaciju, od objektivnog rešavanja opštih pitanja i problema, do rešavanja specifičnog problema za konkretnu kompaniju.)
MATCH@E:(The researchers in the domains of business studies, therefore, pursue various objectives and orientations, from objective general issue and problem solving to solving a specific problem of a concrete company.===>Istraživači u oblastima poslovnih studija, stoga, imaju veoma različite ciljeve i orijentaciju, od objektivnog rešavanja opštih pitanja i problema, do rešavanja specifičnog problema za konkretnu kompaniju.)
MATCH@M:(Ethical issues in the reaearch area are a specific aspect related to ethics and moral principles affecting the manner in which a researcher or research teams conduct the research activities, especially as regards “the situations and activities which may result in a real or potential harm of any kind and for any one“.===>Etička pitanja u oblasti istraživanja predstavljaju poseban aspekt koji se odnosi na etiku i moralne principe koji utiču na to kako istraživač ili istraživački timovi vode aktivnosti istraživanja, posebno vezano «za situacije i aktivnosti u kojima može da nastane stvarna ili potencijalna šteta bilo koje vrste za bilo koga».)
MATCH@E:(Ethical issues in the reaearch area are a specific aspect related to ethics and moral principles affecting the manner in which a researcher or research teams conduct the research activities, especially as regards the situations and activities which may result in a real or potential harm of any kind and for any one.===>Etička pitanja u oblasti istraživanja predstavljaju poseban aspekt koji se odnosi na etiku i moralne principe koji utiču na to kako istraživač ili istraživački timovi vode aktivnosti istraživanja, posebno vezano «za situacije i aktivnosti u kojima može da nastane stvarna ili potencijalna šteta bilo koje vrste za bilo koga».)
MATCH@M:(It is a moral obligation and a responsibility of the researchers to work out the solutions to the problems honestly, frankly, accurately and precisely.===>Istraživači imaju moralnu obavezu i odgovornost da pronalaze odgovore na pitanja pošteno, iskreno, tačno i precizno.)
MATCH@E:(It is a moral obligation and a responsibility of the researchers to work out the solutions to the problems honestly, frankly, accurately and precisely.===>Istraživači imaju moralnu obavezu i odgovornost da pronalaze odgovore na pitanja pošteno, iskreno, tačno i precizno.)
MATCH@M:(One of the most sensitive issues in this domain is the relationship between the researcher and the subject of research in business studies.===>Jedno od najosetljivijih pitanja u tom domenu je odnos istraživača i subjekta istraživanja kada je reč o poslovnim studijama.)
MATCH@E:(One of the most sensitive issues in this domain is the relationship between the researcher and the subject of research in business studies.===>Jedno od najosetljivijih pitanja u tom domenu je odnos istraživača i subjekta istraživanja kada je reč o poslovnim studijama.)
MATCH@M:(The authors quote eight areas of the researcher-subject relationships that may cause ethical problems: preserving the anonymity of the subject; exposing the subject to emotional stress; asking the subject the questions that may be in collision with his/her own interests; using special equipment and techniques, such as recording the interview, video recording or using equipment harmful to health; including the subjects into the research without their consent; cheating and lying; using force to gather information; preventing the subjects from exercising their rights.===>Navodi se osam oblasti odnosa istraživač-subjekat koji mogu da izazovu etičke teškoće: očuvanje anonimnosti subjekata; izlaganje subjekata mentalnom stresu; postavljanje pitanja subjektima koja mogu štetno da utiču na njihove sopstvene interese; korišćenje specijalne opreme i tehnike, kao što su snimanje razgovora, video snimanje ili korišćenje opreme koja je štetna po zdravlje; uključivanje subjekata u istraživanje bez njihovog pristanka; korišćenje prevare i laži; korišćenje sile u pribavljanju informacija; onemogućavanje prava subjekata.)
MATCH@E:(The authors quote eight areas of the researcher-subject relationships that may cause ethical problems: preserving the anonymity of the subject; exposing the subject to emotional stress; asking the subject the questions that may be in collision with his/her own interests; using special equipment and techniques, such as recording the interview, video recording or using equipment harmful to health; including the subjects into the research without their consent; cheating and lying; using force to gather information; preventing the subjects from exercising their rights.===>Navodi se osam oblasti odnosa istraživač-subjekat koji mogu da izazovu etičke teškoće: očuvanje anonimnosti subjekata; izlaganje subjekata mentalnom stresu; postavljanje pitanja subjektima koja mogu štetno da utiču na njihove sopstvene interese; korišćenje specijalne opreme i tehnike, kao što su snimanje razgovora, video snimanje ili korišćenje opreme koja je štetna po zdravlje; uključivanje subjekata u istraživanje bez njihovog pristanka; korišćenje prevare i laži; korišćenje sile u pribavljanju informacija; onemogućavanje prava subjekata.)
MATCH@M:(A conclusion is drawn that ethical issues merit attention already in the innitial phases of the research process.===>Zaključuje se da etička pitanja zaslužuju pažnju već u ranim fazama istraživačkog procesa.)
MATCH@E:(A conclusion is drawn that ethical issues merit attention already in the innitial phases of the research process.===>Zaključuje se da etička pitanja zaslužuju pažnju već u ranim fazama istraživačkog procesa.)
MATCH@M:(The research process starts from the activity of identifying the research topic and task to the research problem shaping and structuring, to the determining of the research approach, the strategy of information gathering in an adequate manner, the development of the possibility of measuring and data gathering and analysis.===>Istraživački proces polazi od aktivnosti identifikovanja istraživačke teme i zadatka do uobličavanja i struktuiranja istraživačkog problema, determinisanja istraživačkog pristupa, strategije prikupljanja informacija na adekvatan način, razvoj mogućnosti mere-nja i prikupljanja i analize podataka.)
MATCH@E:(The research process starts from the activity of identify ing the research topic and task to the research problem shaping and structuring, to the determining of the research approach, the strategy of information gathering in an adequate manner, the development of the possibility of measuring and data gathering and analysis.===>I straživački proces polazi od aktivnosti identifikova nja istraživačke teme i zadatka do uobličavanja i struktuiranja istraživačkog problema, determinisanja istraživačkog pristupa, strategije prikupljanja informacija na adekvatan način, razvoj mogućnosti merenja i prikupljanja i analize podataka.)
MATCH@M:(It starts from the analysis of the role of theory in business studies, the stress being on the research process and the explanation of the basic concepts of theory, model and knowl-dge.===>Polazi se od analize uloge teorije u poslovnim istraživanjima, a naglasak je na istraživačkom procesu i objašnjenju osnovnih koncepata teorije, modela i znanja.)
MATCH@E:(It starts from the analysis of the role of theory in business studies, the stress being on the research process and the explanation of the basic concepts of theory, model and knowldge.===>Polazi se od analize uloge teorije u poslovnim istraživanjima, a naglasak je na istraživačkom procesu i objašnjenju osnovnih koncepata teorije, modela i znanja.)
MATCH@M:(A special chapter is devoted to the research problem, because the authors believe that the majority of students encounter difficulties in formulating the research problem and they do not make a difference between the research problem and the research topic.===>Poseban deo bavi se istraživačkim problemom uz mišljenje autora da većina studenata poslovnih studija imaju teškoća u formulisanju istraživačkog problema i da ne prave razliku između istraživačkog problema i istraživačke teme.)
MATCH@E:(A special chapter is devoted to the research problem, because the authors believe that the majority of students encounter difficulties in formulating the research problem and they do not make a difference between the research problem and the research topic.===>Poseban deo bavi se istraživačkim problemom uz mišljenje autora da većina studenata poslovnih studija imaju teškoća u formulisanju istraživačkog problema i da ne prave razliku između istraživačkog problema i istraživačke teme.)
MATCH@M:(The first step of the research process is the reesarch topic that refers to the phenomenon or topic to be explored, e.g., how firms organize their activities, how research and development are conducted in a business system, or how firms enter export markets.===>Kao prvi korak istraživačkog procesa navodi se istraživačka tema koja se odnosi na fenomen ili temu koja će se istraživati, na primer kako firme organizuju svoje aktivnosti, kako se u poslovnom sistemu ostvaruje istraživanje i razvoj ili kako firme ulaze na inostrana tržišta.)
MATCH@E:(The first step of the research process is the reesarch topic that refers to the phenomenon or topic to be explored, e.g., how firms organize their activities, how research and development are conducted in a business system, or how firms enter export markets.===>Kao prvi korak istraživačkog procesa navodi se istraživačka tema koja se odnosi na fenomen ili temu koja će se istraživati, na primer kako firme organizuju svoje aktivnosti, kako se u poslovnom sistemu ostvaruje istraživanje i razvoj ili kako firme ulaze na inostrana tržišta.)
MATCH@M:(The authors insist that the research topic is not the same as the research problem, since the topic is usually much broader and more generalized compared to the research problem which can, for example, be which organization structure is most efficient or whether the firms relying on the bureaucratic organizational type are less innovative compared to the firms organized in an “organic“ manner.===>Naglašava se da istraživačka tema nije isto što i istraživački problem jer je tema obično mnogo šira i opštija od istraživačkog problema koji može da bude, na primer, koja je organizaciona struktura najefikasnija ili da li su firme oslonjene na birokratski tip organizovanja manje inovativne od onih koje su organizovane na «organski» način.)
MATCH@E:(The authors insist that the research topic is not the same as the research problem, since the topic is usually much broader and more generalized compared to the research problem which can, for example, be which organization structure is most efficient or whether the firms relying on the bureaucratic organizational type are less innovative compared to the firms organized in an organic manner.===>Naglašava se da istraživačka tema nije isto što i istraživački problem jer je tema obično mnogo šira i opštija od istraživačkog problema koji može da bude, na primer, koja je organizaciona struktura najefikasnija ili da li su firme oslonjene na birokratski tip organizovanja manje inovativne od onih koje su organizovane na «organski» način.)
MATCH@M:(The research design is an overall plan of connecting the set research problem with the relevant and practically applicable empirical research.===>Istraživački dizajn je sveukupni plan povezivanja postavljenog istraživačkog problema sa relevantnim i praktično primenjivim empirijskim istraživanjem.)
MATCH@E:(The research design is an overall plan of connecting the set research problem with the relevant and practically applicable empirical research.===>Istraživački dizajn je sveukupni plan povezivanja postavljenog istraživačkog problema sa relevantnim i praktično primenjivim empirijskim istraživanjem.)
MATCH@M:(This is a plan or a framework for data gathering and analysis by which the research type is defined - exploratory, descriptive or causal.===>To je plan ili okvir za prikupljanje podataka i njihovu analizu kojim se definiše i tip istraživanja - eksploratoran, deskriptivan ili kauzalan.)
MATCH@E:(This is a plan or a framework for data gathering and analysis by which the research type is defined exploratory, descriptive or causal.===>To je plan ili okvir za prikupljanje podataka i njihovu analizu kojim se definiše i tip istraživanja eksploratoran, deskriptivan ili kauzalan.)
MATCH@M:(The research methods in this book refer to the data gathering techniques.===>Istraživački metodi se u ovoj knjizi odnose na tehnike prikupljanja podataka.)
MATCH@E:(The research methods in this book refer to the data gathering techniques.===>Istraživački metodi se u ovoj knjizi odnose na tehnike prikupljanja podataka.)
MATCH@M:(Important measuring problems refer to the opera-I tionalization of research hypotheses and data.===>Značajni problemi merenja vezuju se za operacionalizaciju istraživačkih postavki i podataka.)
MATCH@E:(Important measuring problems refer to the opera tionalization of research hypotheses and data.===>Značajni problemi merenja vezuju se za operaciona lizaciju istraživačkih postavki i podataka.)
MATCH@M:(The measuring of an empirical research is a difficult task since the quality of information largely depends on the procedures used in data gathering and analysis.===>Merenje empirijskog istraživanja je težak zadatak budući da kvalitet informacija u velikoj meri zavisi od procedura koje su korišćene za prikupljanje i analizu podataka.)
MATCH@E:(The measuring of an empirical research is a difficult task since the quality of information largely depends on the procedures used in data gathering and analysis.===>Merenje empirijskog istraživanja je težak zadatak budući da kvalitet informacija u velikoj meri zavisi od procedura koje su korišćene za prikupljanje i analizu podataka.)
MATCH@M:(The basic truth is stressed in the “garbage in, garbage out“ postulate which highlights a high level of interrelation of all research activities in the data gathering and analysis phase with the concrete conclusions as research results.===>Ističe se osnovna istina kroz postulat «đubre na ulazu, đubre na izlazu» kojim se ukazuje na visok ste-pen povezanosti svih istraživačkih aktivnosti u fazi prikupljanja i analize podataka sa konkretnim izvedenim zaključcima kao rezultatima istraživanja.)
MATCH@E:(The basic truth is stressed in the garbage in, garbage out postulate which highlights a high level of interrelation of all research activities in the data gathering and analysis phase with the concrete conclusions as research results.===>Ističe se osnovna istina kroz postulat «đubre na ulazu, đubre na izlazu» kojim se ukazuje na visok stepen povezanosti svih istraživačkih aktivnosti u fazi prikupljanja i analize podataka sa konkretnim izvedenim zaključcima kao rezultatima istraživanja.)
MATCH@M:(A special part is devoted to measuring in qualitative research, as well as to various types of data sources and to identifying the right type of data for particular research.===>Poseban deo posvećen je merenjima u kvalitativnim istraživanjima, kao i različitim tipovima izvora podataka i sagledavanjem prave vrste podataka za određenja istraživanja.)
MATCH@E:(A special part is devoted to measuring in qualitative research, as well as to various types of data sources and to identifying the right type of data for particular research.===>Poseban deo posvećen je merenjima u kvalitativnim istraživanjima, kao i različitim tipovima izvora podataka i sagledavanjem prave vrste podataka za određenja istraživanja.)
MATCH@M:(The advantages and disadvantages of primary and secondary data gathering are analysed.===>Analiziraju se prednosti i nedostaci primarnog i sekundarnog prikupljanja podataka.)
MATCH@E:(The advantages and disadvantages of primary and secondary data gathering are analysed.===>Analiziraju se prednosti i nedostaci primarnog i sekundarnog prikupljanja podataka.)
MATCH@M:(Research in the business studies relies heavily on data gathering and the authors, Pervez Ghauri and Kjell Gronkaug offer an elaborate explanation of this phase of research, in the first place explaining the difference between qualitative and quantitative data gathering methods, illustrated by the analysis of situations respective to one or the other type.===>Istraživanje u poslovnim studijama veoma je oslonjeno na prikupljanje podataka i autori Pervez Ghauri i Kjell Gronkaug veoma iscrpno objašnjavaju ovu fazu istraživanja pre svega praveći razliku između kvalitativnih i kvantitativnih metoda prikupljanja podataka uz analizu situacija koje su pimerene jednoj tj. drugoj vrsti.)
MATCH@E:(Research in the business studies relies heavily on data gathering and the authors, Pervez Ghauri and Kjell Gronkaug offer an elaborate explanation of this phase of research, in the first place explaining the difference between qualitative and quantitative data gathering methods, illustrated by the analysis of situations respective to one or the other type.===>Istraživanje u poslovnim studijama veoma je oslonjeno na prikupljanje podataka i autori Pervez Ghauri i Kjell Gronkaug veoma iscrpno objašnjavaju ovu fazu istraživanja pre svega praveći razliku između kvalitativnih i kvantitativnih metoda prikupljanja podataka uz analizu situacija koje su pimerene jednoj tj. drugoj vrsti.)
MATCH@M:(Expalined are the basic methods of business research such as polls, interviews and focus groups.===>Objašnjene su osnovne metode za poslovno istraživanje kao što su ankete, intervju i fokusne grupe.)
MATCH@E:(Expalined are the basic methods of business research such as polls, interviews and focus groups.===>Objašnjene su osnovne metode za poslovno istraživanje kao što su ankete, intervju i fokusne grupe.)
MATCH@M:(The authors continue to explain the sampling and the basic activities in preparing the data analysis, describing the role of statistics in the data analysis and presentation.===>Dalje, objašnjeno je uzorkovanje i osnovne aktivnosti pripreme analize podataka uz objašnjenja uloge statistike u analizi i predstavljanju podataka.)
MATCH@E:(The authors continue to explain the sampling and the basic activities in preparing the data analysis, describing the role of statistics in the data analysis and presentation.===>Dalje, objašnjeno je uzorkovanje i osnovne aktivnosti pripreme analize podataka uz objašnjenja uloge statistike u analizi i predstavljanju podataka.)
MATCH@M:(The data analysis is presented by qualitative and quantitative analysis methods, and also presented are the widespread techniques of statistical analysis.===>Analiza podataka predstavljena je kvalitativnim i kvantitativnim metodama analize uz predstavljanje rasprostranjenih tehnika statističke analize.)
MATCH@E:(The data analysis is presented by qualitative and quantitative analysis methods, and also presented are the widespread techniques of statistical analysis.===>Analiza podataka predstavljena je kvalitativnim i kvantitativnim metodama analize uz predstavljanje rasprostranjenih tehnika statističke analize.)
MATCH@M:(Special attention is paid to the case study as a method and methods of its use are explained with an additional emphasis that in case of complex situations of crosscultural research, additional caution is required in setting the research problem, data gathering and selection of methods for their analysis.===>Posebno se razmatra studija slučaja kao metod i objašnjava kada se ona može koristiti uz posebnu napomenu da je u kompleksnim situacija kros-kulturnih istraživanja potreban dodatni oprez u postavljanju istraživačkog problema, prikupljanju podataka i odabiru metoda za njihovu analizu.)
MATCH@E:(Special attention is paid to the case study as a method and methods of its use are explained with an additional emphasis that in case of complex situations of crosscultural research, additional caution is required in setting the research problem, data gathering and selection of methods for their analysis.===>Posebno se razmatra studija slučaja kao metod i objašnjava kada se ona može koristiti uz posebnu napomenu da je u kompleksnim situacija kros-kulturnih istraživanja potreban dodatni oprez u postavljanju istraživačkog problema, prikupljanju podataka i odabiru metoda za njihovu analizu.)
MATCH@M:(Finally, the report writing, composing the project report comprising all the results of the research is a very important research phase in which one should be concise, consistent and convincing, showing the necessary evidence and arguments supporting the conclusions inferred.===>Na kraju, pisanje izveštaja, elaborata u kome su sadržani svi rezultati istraživanja, predstavlja posebno važnu fazu istraživanja u kojoj treba ostvariti konciznost, kon-zistentnosti i ubedljivost uz prikaz potrebnih dokaza i argumentacije za zaključke koji se donose.)
MATCH@E:(Finally, the report writing, composing the project report comprising all the results of the research is a very important research phase in which one should be concise, consistent and convincing, showing the necessary evidence and arguments supporting the conclusions inferred.===>Na kraju, pisanje izveštaja, elaborata u kome su sadržani svi rezultati istraživanja, predstavlja posebno važnu fazu istraživanja u kojoj treba ostvariti konciznost, konzistentnosti i ubedljivost uz prikaz potrebnih dokaza i argumentacije za zaključke koji se donose.)
MATCH@M:(The report structure is analysed part by part with appropriate examples and instructions for the use of notes and bibliography related to different types of reports, such as theses, oral presentations or written reports prepared for publication.===>Struktura izveštaja analizira se po delovima sa odgovarajućim primerima i uputstvima za korišćenje napomena, prikaz bibliografske građe vezano za različite tipove izveštaja, kao što su teze, oralne prezentacije ili pisani izveštaji koji se pripremaju za objavljivanje.)
MATCH@E:(The report structure is analysed part by part with appropriate examples and instructions for the use of notes and bibliography related to different types of reports, such as theses, oral presentations or written reports prepared for publication.===>Struktura izveštaja analizira se po delovima sa odgovarajućim primerima i uputstvima za korišćenje napomena, prikaz bibliografske građe vezano za različite tipove izveštaja, kao što su teze, oralne prezentacije ili pisani izveštaji koji se pripremaju za objavljivanje.)
MATCH@M:(Three basic models or forms of network management are shown in this paper, which have been developed thanks to their basic structural characteristics.===>Prikazana su tri osnovna modela ili oblika upravljanja mrežom, koja su razvijena zahvaljujući njihovim osnovnim strukturnim karakteristikama.)
MATCH@E:(Three basic models or forms of network management are shown in this paper, which have been developed thanks to their basic structural characteristics.===>Prikazana su tri osnovna modela ili oblika upravljanja mrežom, koja su razvijena zahvaljujući njihovim osnovnim strukturnim karakteristikama.)
MATCH@M:(Regulations have been formulated on the basis of testing the performance of each of these models.===>Propozicije su formulisane na osnovu ispitivanja uslova za efikasnost svakog od ovih modela.)
MATCH@E:(Regulations have been formulated on the basis of testing the performance of each of these models.===>Propozicije su formulisane na osnovu ispitivanja uslova za efikasnost svakog od ovih modela.)
MATCH@M:(The authors advocate combining analytical and network management perspective which is the major contribution of this work.===>Autori se zalažu za komhinovanje analitičke mreže i perspektive upravljanja u čemu je i glavni dopinos ovog rada.)
MATCH@E:(The authors advocate combining analytical and network management perspective which is the major contribution of this work.===>Autori se zalažu za kombinovanje analitičke mreže i perspektive upravljanja u čemu je i glavni dopinos ovog rada.)
MATCH@M:(The management perspective explains the network as the unit of analysis, looking at networks as forms of social organization, and network analytical perspective contributes to the central idea which is explained in this work and it is shown that the network are presented as a set of actors or nodes, with relations between them, whether network members are present or absent.===>Perspektiva upravljanja objašnjava mrežu kao jedinicu analize, posmatrajući mreže kao oblike socijalne organizacije, dok perspektiva analitičke mreže doprinosi centralnoj ideji objašnjenoj u radu a to je da su mreže prikazane kao set aktera ili čvorova, sa odnosima između njih, bilo da su članovi mreže prisutni ili odsutni.)
MATCH@E:(The management perspective explains the network as the unit of analysis, looking at networks as forms of social organization, and network analytical perspective contributes to the central idea which is explained in this work and it is shown that the network are presented as a set of actors or nodes, with relations between them, whether network members are present or absent. ~~~ 1.===>Perspektiva upravljanja objašnjava mrežu kao jedinicu analize, posmatrajući mreže kao oblike socijalne organizacije, dok perspektiva analitičke mreže doprinosi centralnoj ideji objašnjenoj u radu a to je da su mreže prikazane kao set aktera ili čvorova, sa odnosima između njih, bilo da su članovi mreže prisutni ili odsutni. 1.)
MATCH@M:(Network organizations are widely recognized by both academics and practitioners as an important form of multiorganizational management.===>Mrežne organzicije su široko priznate od strane naučnika i praktičara kao važan oblik multi-organizacio-nog upravljanja.)
MATCH@E:(Introduction Network organizations are widely recognized by both academics and practitioners as an important form of multiorganizational management.===>Uvod Mrežne organzicije su široko priznate od strane naučnika i praktičara kao važan oblik multi-organizacionog upravljanja.)
MATCH@M:(The advantages of the network coordination in both sectors, the private and the public, are significant, including improvement in learning, a more efficient employment of resources, a graeter opportunity to plan and solve complex problems, higher competitiveness and a better service for clients and customers.===>Prednosti koordinacije mreže u oba sektora, kako privatnom, tako i javnom, su velike, uključujući i poboljšanje učenja, efikasniju upotrebu resursa, povećanu mogućnost planiranja, kao i rešava-nje kompleksnih problema, veću konkurentost i bolju uslugu za klijente i potrošače.)
MATCH@E:(The advantages of the network coordination in both sectors, the private and the public, are significant, including improvement in learning, a more efficient employment of resources, a graeter opportunity to plan and solve complex problems, higher competitiveness and a better service for clients and customers.===>Prednosti koordinacije mreže u oba sektora, kako privatnom, tako i javnom, su velike, uključujući i poboljšanje učenja, efikasniju upotrebu resursa, povećanu mogućnost planiranja, kao i rešavanje kompleksnih problema, veću konkurentost i bolju uslugu za klijente i potrošače.)
MATCH@M:(Although the researchers and their studies of organizational networks provided for a big step to be made in the last 15 years, there is still a significant dicrepancy between the knowledge we have about the overall operation of networks and a practical application of that knowledge.===>Iako je napravljen veliki pomak zahvaljujući istraživačima i njihovim studijama o organizacionim mrežama u poslednjih 15 godina, i dalje postoji značajan raskorak između znanja koje imamo o celokupnom funkcionisanju mreža i njegove praktične primene.)
MATCH@E:(Although the researchers and their studies of organizational networks provided for a big step to be made in the last 15 years, there is still a significant dicrepancy between the knowledge we have about the overall operation of networks and a practical application of that knowledge.===>Iako je napravljen veliki pomak zahvaljujući istraživačima i njihovim studijama o organizacionim mrežama u poslednjih 15 godina, i dalje postoji značajan raskorak između znanja koje imamo o celokupnom funkcionisanju mreža i njegove praktične primene.)
MATCH@M:(It is hence of great importance to understand the process of organizational network operation since it is only then that we can understand why the network provides for some outputs, regardless of whether the network is the result of the bottom-up processes or is a product of the strategic decisions of the network participants.===>Veoma je važno razumeti proces funkcionisanja mreže jer jedino tada možemo da shvatimo zašto mreža dovodi do određenih ishoda, bez obzira da li je mreža rezultat procesa sa dna ka vrhu ili je proizvod strateških odluka učesnika mreže.)
MATCH@E:(It is hence of great importance to understand the process of organizational network operation since it is only then that we can understand why the network provides for some outputs, regardless of whether the network is the result of the bottom-up processes or is a product of the strategic decisions of the network participants.===>Veoma je važno razumeti proces funkcionisanja mreže jer jedino tada možemo da shvatimo zašto mreža dovodi do određenih ishoda, bez obzira da li je mreža rezultat procesa sa dna ka vrhu ili je proizvod strateških odluka učesnika mreže.)
MATCH@M:(In this work we analyse a critical role of the network management process and its impact upon the network effectiveness.===>U radu je razmatrana kritična uloga procesa upravljanja mrežom i njegov uticaj na efikasnost mreže.)
MATCH@E:(In this work we analyse a critical role of the network management process and its impact upon the network effectiveness.===>U radu je razmatrana kritična uloga procesa upravljanja mrežom i njegov uticaj na efikasnost mreže.)
MATCH@M:(As a concept, effectiveness has long been critical for the reasearchers as well as for the practitioners, where the network effectiveness in operations was defined as an achievement of the positive outputs of the network - the levels that normally cannot be achieved in the conditions when individual organizational participants act autonomously.===>Efikasnost kao koncept je dugo godina bio kritičan kako za istraživače tako i praktičare pri čemu je efikasnost mreže u radu definisana kao postignuće pozitivnih ishoda mreže-nivoa koji ne mogu biti normalno postignuti kada individualni organizacioni učesnici deluju nezavisno.)
MATCH@E:(As a concept, effectiveness has long been critical for the reasearchers as well as for the practitioners, where the network effectiveness in operations was defined as an achievement of the positive outputs of the network - the levels that normally cannot be achieved in the conditions when individual organizational participants act autonomously.===>Efikasnost kao koncept je dugo godina bio kritičan kako za istraživače tako i praktičare pri čemu je efikasnost mreže u radu definisana kao postignuće pozitivnih ishoda mreže-nivoa koji ne mogu biti normalno postignuti kada individualni organizacioni učesnici deluju nezavisno.)
MATCH@M:(As a form of the management approach, the network management views networks as units of analysis.===>Mreža kao oblik pristupa upravljanju tretira mreže kao jedinicu analize.)
MATCH@E:(As a form of the management approach, the network management views networks as units of analysis.===>Mreža kao oblik pristupa upravljanju tretira mreže kao jedinicu analize.)
MATCH@M:(The network is viewed as a coordination mechanism, or, as it is often called, the network management.===>Mreža se posmatra kao mehanizam koordinacije, ili kako se često predstavlja kao upravljanje mrežom.)
MATCH@E:(The network is viewed as a coordination mechanism, or, as it is often called, the network management.===>Mreža se posmatra kao mehanizam koordinacije, ili kako se često predstavlja kao upravljanje mrežom.)
MATCH@M:(Starting from Williamson, the literature in this field has developed various forms of management in the last two decades.===>Počevši sa Williamson’s Markets and Hierarchies, literatura iz ove oblasti razvila je različite oblike upravljanja u poslednje dve decenije.)
MATCH@E:(Starting from Williamson (Markets and Hierarchies, 1975), the literature in this field has developed various forms of management in the last two decades.===>Počevši sa Williamsons (1975) Markets and Hierarchies, literatura iz ove oblasti razvila je različite oblike upravljanja u poslednje dve decenije.)
MATCH@M:(From an aspect of economics, there is a conventional attitude that the market is the only efficient system of non-hierarchal coordination.===>Sa ekonomske tačke gledišta postoji jedno konvencionalno mišljenje da je tržište jedini efikasan sistem nehijerarhijske koordinacije.)
MATCH@E:(From an aspect of economics, there is a conventional attitude that the market is the only efficient system of non-hierarchal coordination.===>Sa ekonomske tačke gledišta postoji jedno konvencionalno mišljenje da je tržište jedini efikasan sistem nehijerarhijske koordinacije.)
MATCH@M:(From the standpoint of organizational and administrative science, the literature in this field offered some explanations that organizations cannot be viewed as something that is not subject to change and that other forms of coordination such as networks are capable of achieving objectives.===>Iz perspektive organizaciono-adiministrativne nauke literatura iz ove oblasti dala je razjašnjenje da se organizacije ne mogu posmatrati kao nešto što nije podložno promenama i da i drugi oblici koordinacije kao što su mreže mogu da postignu ciljeve.)
MATCH@E:(From the standpoint of organizational and administrative science, the literature in this field offered some explanations that organizations cannot be viewed as something that is not subject to change (see Perrow, 1986) and that other forms of coordination such as networks are capable of achieving objectives.===>Iz per spektive organizaciono-adiministrativne nauke literatura iz ove oblasti dala je razjašnjenje da se organizacije ne mogu posmatrati kao nešto što nije podložno promenama (videti Perrow 1986) i da i drugi oblici koordinacije kao što su mreže mogu da postignu ciljeve.)
MATCH@M:(Hence the discussion on whether networks are simply a combination of elements of market and hierarchy could be placed somewhere between market and hierarchy, or networks could be understood better as unique forms of management.===>Stoga, diskusija o tome da li su mreže jednostavno kombinacija elemenata tržišta i hijerarhije, mogla bi biti smeštena u beskonačnost između tržišta i hijerarhije, ili bi bile bolje shvaćene kao jedinstveni oblici upravljanja.)
MATCH@E:(Hence the discussion on whether networks are simply a combination of elements of market and hierarchy could be placed somewhere between market and hierarchy, or networks could be understood better as unique forms of management (see Powel, 1990).===>Stoga, diskusija o tome da li su mreže jednostavno kombinacija elemenata tržišta i hijerarhije, mogla bi biti smeštena u beskonačnost između tržišta i hijerarhije, ili bi bile bolje shvaćene kao jedinstveni oblici upravljanja. (videti Powell 1990).)
MATCH@M:(Although networks were studied from different angles, surprisingly little attention was paid to the management of the entire organizational network.===>Iako su mreže proučene iz različitih perspektiva, iznenađujuće malo pažnje je posvećeno upravljanju celom organizacionom mrežom.)
MATCH@E:(Although networks were studied from different angles, surprisingly little attention was paid to the management of the entire organizational network.===>Iako su mreže proučene iz različitih perspektiva, iznenađujuće malo pažnje je posvećeno upravljanju celom organizacionom mrežom.)
MATCH@M:(This broad focus is what Powell almost defines as “enlightment of the structure of collective action“.===>Ovaj širi fokus je ono što je kod Powell-a skoro definisano kao „pro-svetljavanje strukture kolektivnog delovanja“.)
MATCH@E:(This broad focus is what Powell (2005, 1133) almost defines as enlightment of the structure of collective action.===>Ovaj širi fokus je ono što je kod Powell-a (2005, 1133) skoro definisano kao prosvetljavanje strukture kolektivnog delovanja.)
MATCH@M:(On one hand, the reason to adopt a narrower perspective may be hidden among the objectives for which organizations enter network relationships, primarily because of their own efficiency, rather than the efficiency of multiorganizational arrangements.===>Jednim delom, razlog usvajanja uže perspektive može biti skriven u ciljevima zbog kojih organizacije ulaze u mrežne odnose, pre svega zbog sopstvene efikasnosti, a ne efikasnosti multiorganizacionih aranžmana.)
MATCH@E:(On one hand, the reason to adopt a narrower perspective may be hidden among the objectives for which organizations enter network relationships, primarily because of their own efficiency, rather than the efficiency of multiorganizational arrangements (Salancik, 1995).===>Jednim delom, razlog usvajanja uže perspektive može biti skriven u ciljevima zbog kojih organizacije ulaze u mrežne odnose, pre svega zbog sopstvene efikasnosti, a ne efikasnosti multiorganizacionih aranžmana (Salancik 1995).)
MATCH@M:(The development of a deep understanding of network management requires a collection of data on complex networks, which may be time consuming and expensive.===>Razvijanje dubokog razumevanja upravljanja mrežom zahteva kolekciju podataka o višestrukim mrežama, što može iziskivati puno vremena i novca.)
MATCH@E:(The development of a deep understanding of network management requires a collection of data on complex networks, which may be time consuming and expensive.===>Razvijanje dubokog razumevanja upravljanja mrežom zahteva kolekciju podataka o višestrukim mrežama, što može iziskivati puno vremena i novca.)
MATCH@M:(Despite an ever increasing literature on networks as units of measure, a majority of these reports was purely academic.===>Iako postoji sve obimnija literatura o mrežama kao jedinici analiza, većina ovih radova je bila čisto teorijske prirode.)
MATCH@E:(Despite an ever increasing literature on networks as units of measure, a majority of these reports was purely academic (Agranoff and McGuire, 2003; 2003).===>Iako postoji sve obimnija literatura o mrežama kao jedinici analiza, većina ovih radova je bila čisto teorijske prirode(Agranoff and McGuire 2003; 2003).)
MATCH@M:(Finally, there seems to be a sort of opposition against many who are engaged in studying networks in a discussion on a formal control mechanism.===>Na kraju, izgleda da postoji izvesno opiranje protiv mnogih koji proučavaju mreže u diskusiji o formalnim mehanizmima kontrole.)
MATCH@E:(Finally, there seems to be a sort of opposition against many who are engaged in studying networks in a discussion on a formal control mechanism.===>Na kraju, izgleda da postoji izvesno opiranje protiv mnogih koji proučavaju mreže u diskusiji o formalnim mehanizmima kontrole.)
MATCH@M:(A common assumption is that since networks became the arrangers of cooperation - management that imply hierarchy and control, this is no more appropriate.===>Zajednička pretpostavka je da otkad su mreže aranžmani saradnje - upravljanja, koji impliciraju hijerarhiju i kontrolu, to se ne čini više prikladnim.)
MATCH@E:(A common assumption is that since networks became the arrangers of cooperation management that imply hierarchy and control, this is no more appropriate (Kenis and Provan, 2006).===>Zajednička pretpostavka je da otkad su mreže aranžmani saradnje - upravljanja, koji impliciraju hijerarhiju i kontrolu, to se ne čini više prikladnim (Kenis and Provan 2006).)
MATCH@M:(On the basis of the literature review, the network management forms may be classed into two different dimensions.===>Na osnovu pregleda literature, oblici upravljanja mrežama mogu biti kategorisani u dve različite dimenzije.)
MATCH@E:(Forms of network management On the basis of the literature review, the network management forms may be classed into two different dimensions.===>Oblici upravljanja mrežom Na osnovu pregleda literature, oblici upravljanja mrežama mogu biti kategorisani u dve različite dimenzije.)
MATCH@M:(Firstly, network management may be a mediation.===>Prvo, upravljanje mrežom može biti posredovanje.)
MATCH@E:(Firstly, network management may be a mediation.===>Prvo, upravljanje mrežom može biti posredovanje.)
MATCH@M:(Every organization is in some interaction with any other organization in network management, the result of which is the management of a decentralised form.===>Svaka organizacija je u interakciji sa svakom drugom organizacijom u upravljanju mrežom, što za rezultat daje upravljanje decentralizovanog oblika.)
MATCH@E:(Every organization is in some interaction with any other organization in network management, the result of which is the management of a decentralised form.===>Svaka organizacija je u interakciji sa svakom drugom organizacijom u upravljanju mrežom, što za rezultat daje upravljanje decentralizovanog oblika.)
MATCH@M:(This is what we call shared management.===>To je ono što mi nazivamo zajednička uprava.)
MATCH@E:(This is what we call shared management.===>To je ono što mi nazivamo zajednička uprava.)
MATCH@M:(In case of the other extreme, the network can be a high-level mediation, with a number of organizations that interact, except in cases of operational issues such as business transfers, of clients, information on services, etc., or network management is conducted through an individual organization that has a role of a highly centralized network broker.===>U slučaju drugog ekstrema, mreža može biti visoko posredovanje, sa nekoliko organizacija koje stupaju u odnose interakcija, izuzev u slučaju operativnih pitanja kao što su transfer poslovanja, klijenata, informacijama o uslugama, i slično, ili se upravljanje mrežom odvija kroz pojedinačnu organizaciju, koja je u ulozi visoko cen-tralizovanog brokera mreže.)
MATCH@E:(In case of the other extreme, the network can be a high-level mediation, with a number of organizations that interact, except in cases of operational issues such as business transfers, of clients, information on services, etc., or network management is conducted through an individual organization that has a role of a highly centralized network broker.===>U slučaju drugog ekstrema, mreža može biti visoko posredovanje, sa nekoliko organizacija koje stupaju u odnose interakcija, izuzev u slučaju operativnih pitanja kao što su transfer poslovanja, klijenata, informacijama o uslugama, i slično, ili se upravljanje mrežom odvija kroz pojedinačnu organizaciju, koja je u ulozi visoko centralizovanog brokera mreže.)
MATCH@M:(In certain cases, an individual organization may take on the key management activities, leaving the rest to network members.===>U određenim slučajevima, pojedinačna organizacija može da uzme ključne aktivnosti upravljanja dok ostalo prepušta članovima mreže.)
MATCH@E:(In certain cases, an individual organization may take on the key management activities, leaving the rest to network members.===>U određenim slučajevima, pojedinačna organizacija može da uzme ključne aktivnosti upravljanja dok ostalo prepušta članovima mreže.)
MATCH@M:(An alternative is that the network members may allocate the responsibilities in network management among various subsets or narrow circles of network members, where an individual organization does not take on significant management tasks.===>Kao alternativa, članovi mreže mogu da pode-le odgovornosti upravljanja među različitim podsku-povima ili uskim krugovima članova mreže, pri čemu pojedinačna organizacija ne uzima značajne zadatke upravljanja.)
MATCH@E:(An alternative is that the network members may allocate the responsibilities in network management among various subsets or narrow circles of network members, where an individual organization does not take on significant management tasks.===>Kao alternativa, članovi mreže mogu da podele odgovornosti upravljanja među različitim podskupovima ili uskim krugovima članova mreže, pri čemu pojedinačna organizacija ne uzima značajne zadatke upravljanja.)
MATCH@M:(Another difference in view of management could be made in mediation networks on the basis of whether the network is a member that is managed or the network is externally managed.===>Druga razlika u pogledu upravljanja mogla bi biti napravljena u posredničkim mrežama na osnovu toga da li je mreža učesnik kojim se upravlja ili se eksterno upravlja mrežom.)
MATCH@E:(Another difference in view of management could be made in mediation networks on the basis of whether the network is a member that is managed or the network is externally managed.===>Druga razlika u pogledu upravljanja mogla bi biti napravljena u posredničkim mrežama na osnovu toga da li je mreža učesnik kojim se upravlja ili se eksterno upravlja mrežom.)
MATCH@M:(As noted above, the member-networks that are managed, on one hand, are managed collectively by the members themselves (shared management), or, on the other hand, an individual network participant may assume the role of the leader organization.===>Kako smo ranije napomenuli, mrežama učesnicama kojima se upravlja, na jednom kraju, upravljaju kolektivno sami članovi (shared), ili s druge strane, pojedinačni učesnik mreže koji ima ulogu vodeće organizacije.)
MATCH@E:(As noted above, the member-networks that are managed, on one hand, are managed collectively by the members themselves (shared management), or, on the other hand, an individual network participant may assume the role of the leader organization.===>Kako smo ranije napomenuli, mrežama učesnicama kojima se upravlja, na jednom kraju, upravljaju kolektivno sami članovi (shared), ili s druge strane, pojedinačni učesnik mreže koji ima ulogu vodeće organizacije.)
MATCH@M:(The externally managed networks are managed by one administrative organization, which can be agreed upon by all the network members, or can be mandated as part of the process of network creation.===>Mrežama kojima se upravlja eksterno, upravlja jedinstvena administrativna organizacija, što može biti ustanovljeno dobrovoljno od strane članova mreže ili pod mandatom kao deo procesa formiranja mreže.)
MATCH@E:(The externally managed networks are managed by one administrative organization, which can be agreed upon by all the network members, or can be mandated as part of the process of network creation.===>Mrežama kojima se upravlja eksterno, upravlja jedinstvena administrativna organizacija, što može biti ustanovljeno dobrovoljno od strane članova mreže ili pod mandatom kao deo procesa formiranja mreže.)
MATCH@M:(Either form has its specific strenghts and weaknesses and leads to outputs that are predominantly dependent on the form selected.===>Svaki od oblika ima svoje specifične prednosti i slabosti, i vodi ka ishodima koji pretežno zavise od izabranog oblika.)
MATCH@E:(Either form has its specific strenghts and weaknesses and leads to outputs that are predominantly dependent on the form selected.===>Svaki od oblika ima svoje specifične prednosti i slabosti, i vodi ka ishodima koji pretežno zavise od izabranog oblika. 2.)
MATCH@M:(This form is managed by a network of members without an isolated and single management entity.===>Ovim oblikom upravlja mreža članova bez razdvojenog i jedinstvenog entiteta upravljanja.)
MATCH@E:(This form is managed by a network of members without an isolated and single management entity.===>Ovim oblikom upravlja mreža članova bez razdvojenog i jedinstvenog entiteta upravljanja.)
MATCH@M:(This type of management may be formal: e.g., through regular meetings of certain organizational representatives, or, less formal, through the current but typically non-coordinated efforts of those that have their stake in the success of the network.===>Upravljanje u ovoj formi može biti ostvareno formalno: npr. kroz redovne sastanke određenih organziacionh predstavnika, ili manje formalno, kroz tekuće, ali tipično nekoordinisane napore onih koji imaju ulog u uspehu mreže.)
MATCH@E:(This type of management may be formal: e.g., through regular meetings of certain organizational representatives, or, less formal, through the current but typically non-coordinated efforts of those that have their stake in the success of the network.===>Upravljanje u ovoj formi može biti ostvareno formalno: npr. kroz redovne sastanke određenih organziacionh predstavnika, ili manje formalno, kroz tekuće, ali tipično nekoordinisane napore onih koji imaju ulog u uspehu mreže.)
MATCH@M:(On one hand, the participants of the managed networks may be highly decentralised, including a majority or all the network members in interaction on relatively equal bases in the management process.===>S jedne strane, učesnici mreža kojima se upravlja mogu biti visoko decentralizovani, uključujući većinu ili sve članove mreže u interakciji na relativno jednakim osnovama u procesu upravljanja.)
MATCH@E:(On one hand, the participants of the managed networks may be highly decentralised, including a ma jority or all the network members in interaction on relatively equal bases in the management process.===>S jedne strane, učesnici mreža kojima se upravlja mogu biti visoko decentralizovani, uključujući većinu ili sve članove mreže u interakciji na relativno jednakim osnovama u procesu upravljanja.)
MATCH@M:(This is called the shared management of participants.===>Ovo se označava kao pode-ljeno upravljanje učesnika.)
MATCH@E:(This is called the shared management of participants.===>Ovo se označava kao podeljeno upravljanje učesnika.)
MATCH@M:(The network participants are responsible for managing the relations and operations of internal networks, as well as for external relations with such groups as the financiers, the government and the customers.===>Učesnici mreža su odgovorni za upravljanje odnosima i operacijama internih mreža, kao i za spoljne odnose sa grupama kao što su finansijeri, vlada i kupci.)
MATCH@E:(The network participants are responsible for managing the relations and operations of internal networks, as well as for external relations with such groups as the financiers, the government and the customers.===>Učesnici mreža su odgovorni za upravljanje odnosima i operacijama internih mreža, kao i za spoljne odnose sa grupama kao što su finansijeri, vlada i kupci.)
MATCH@M:(In health-care and humanitarian organizations, the shared management networks are commonly owned, partly due to the fact that networks are seen as an important method of building the “community capacity“.===>U zdravstvenim i humanitarnim organizacijama, pode-ljene mreže upravljanja su zajedničke, delom zbog činjenice da se mreže smatraju za bitan način građenja „zajednice kapaciteta“.)
MATCH@E:(In health-care and humanitarian organizations, the shared management networks are commonly owned, partly due to the fact that networks are seen as an important method of building the community capacity (Chaskin et al., 2001).===>U zdravstvenim i humanitarnim organizacijama, pode ljene mreže upravljanja su zajedničke, delom zbog činjenice da se mreže smatraju za bitan način građenja zajednice kapaciteta (Chaskin et al 2001).)
MATCH@M:(Only by participation of all the network participants, on equal bases, will the participants be committed to the network objectives.===>Samo učešćem svih članova mreže, na jednakim osnovama, učesnici će biti posvećeni ciljevima mreže.)
MATCH@E:(Only by participation of all the network participants, on equal bases, will the participants be committed to the network objectives.===>Samo učešćem svih članova mreže, na jednakim osnovama, učesnici će biti posvećeni ciljevima mreže.)
MATCH@M:(In business, shared management can be implemented in smaller strategic alliances and partnerships (where the joint ownership by several firms is not allowed) created for the purpose of developing new products.===>U poslovanju, podeljeno upravljanje može biti upotrebljeno u manjim strateškim alijansama i partnerstvima (gde vlasništvo više firmi nije dozvoljeno) osmišljenim za razvoj novih proizvoda.)
MATCH@E:(In business, shared management can be implemented in smaller strategic alliances and partnerships (where the joint ownership by several firms is not allowed) created for the purpose of developing new products (Venkatraman and Lee, 2004).===>U poslovanju, podeljeno upravljanje može biti upotrebljeno u manjim strateškim alijansama i partnerstvima (gde vlasništvo više firmi nije dozvoljeno) osmišljenim za razvoj novih proizvoda (Venkatraman i Lee 2004).)
MATCH@M:(The power in the network, at least as regards the network on the decision level, is more or less symetrical, even if there are differences in organizational size, resource capacities and performances.===>Moć u mreži, bar u pogledu mreže na nivou odluka, manje više je simetrična, čak i ukoliko postoje razlike u organizacionoj veličini, resorsnim kapacitetima i performansama.)
MATCH@E:(The power in the network, at least as regards the network on the decision level, is more or less symetrical, even if there are differences in organizational size, resource capacities and performances.===>Moć u mreži, bar u pogledu mreže na nivou odluka, manje više je simetrična, čak i ukoliko postoje razlike u organizacionoj veličini, resorsnim kapacitetima i performansama.)
MATCH@M:(There is no specific, formal administrative unit, although some administrative and coordination activities may be delegated to one member or to a specific network entity.===>Nema posebne, formalne adminsitra-tivne jedinice, iako neke administrativne i koordinacione aktivnosti mogu biti poverene nekoj članici ili posebnom entitetu mreže.)
MATCH@E:(There is no specific, formal administrative unit, although some administrative and coordination activities may be delegated to one member or to a specific network entity.===>Nema posebne, formalne adminsitrativne jedinice, iako neke administrativne i koordinacione aktivnosti mogu biti poverene nekoj članici ili posebnom entitetu mreže.)
MATCH@M:(Theoretically, network operates collectively and no individual entity represents the network as a whole.===>U teoriji, mreža deluje kolektivno i nijedan pojedinačni entitet ne predstavlja mrežu kao celinu.)
MATCH@E:(Theoretically, network operates collectively and no individual entity represents the network as a whole.===>U teoriji, mreža deluje kolektivno i nijedan pojedinačni entitet ne predstavlja mrežu kao celinu. 2.)
MATCH@M:(The shared participant management may include some or all the network members, however, there are a large number of cases that do not lead to such a decentralized management.===>Podeljeno upravljanje učesnika može da uključi mnoge ili sve članove mreže, ali ima mnogo situacija koje ne bi mogle da vode ka tako decentralizovanom upravljanju.)
MATCH@E:(2.2 Leading organization in network management The shared participant management may include some or all the network members, however, there are a large number of cases that do not lead to such a decentralized management.===>Vodeća organizacija u upravljanju mrežama Podeljeno upravljanje učesnika može da uključi mnoge ili sve članove mreže, ali ima mnogo situacija koje ne bi mogle da vode ka tako decentralizovanom upravljanju.)
MATCH@M:(In such cases the inefficiency of shared management may suggest that a more centralized approach can be more appropriate.===>Tada neefikasnost podeljenog upravljanja može da znači da je centralizovaniji pristup poželjniji.)
MATCH@E:(In such cases the inefficiency of shared management may suggest that a more centralized approach can be more appropriate.===>Tada neefikasnost podeljenog upravljanja može da znači da je centralizovaniji pristup poželjniji.)
MATCH@M:(A centralized management of the networks can be conducted through a “leader organization“.===>Centralizovano upravljanje mrežom može da se ostvari kroz pojavu “vodeće organizacije”.)
MATCH@E:(A centralized management of the networks can be conducted through a leader organization.===>Centralizovano upravljanje mrežom može da se ostvari kroz pojavu vodeće organizacije.)
MATCH@M:(In business, the leader organization management is usually performed in the vertical relations of buyer/supplier, especially when there are an individual, powerful, often a large buyer/supplier/finan-cier and a number of weaker and smaller suppliers/buy-ers/receivers of the resources of firms.===>U poslovanju, upravljanje vodećom organizacijom često se odvija u vertikalnim odnosima kupac-dobavljač, posebno kada postoji pojedinačni moćan, često veliki kupac/snabde-vač/finansijer i nekoliko slabijih i manjih snabdeva-ča/kupaca/primaoca resursa firmi.)
MATCH@E:(In business, the leader organization management is usually performed in the vertical relations of buyer/supplier, especially when there are an individual, powerful, often a large buyer/supplier/financier and a number of weaker and smaller suppliers/buyers/receivers of the resources of firms.===>U poslovanju, upravljanje vodećom organizacijom često se odvija u vertikalnim odnosima kupac-dobavljač, posebno kada postoji pojedinačni moćan, često veliki kupac/snabdevač/finansijer i nekoliko slabijih i manjih snabdevača/kupaca/primaoca resursa firmi.)
MATCH@M:(The most evident examples of this can be found in Keiretsu models of Japanese manufacture (Gerlach, 1922) and in similar models of cooperative buyer/supplier models in the U.S.A. (Uzzi, 1999) and in Europe.===>Naj očigledniji pri-meri ovoga mogu se naći u Keiretsu modelima japanske manufakture (Gerlach 1992) i sličnim modelima kooperativnih kupac/snabdevač modela u SAD (Uzzi 1999) i u Evropi.)
MATCH@E:(The most evident examples of this can be found in Keiretsu models of Japanese manufacture (Gerlach, 1922) and in similar models of cooperative buyer/supplier models in the U.S.A. (Uzzi, 1999) and in Europe (Inzerilli, 1990; Lazerson , 1995).===>Najočigledniji primeri ovoga mogu se naći u Keiretsu modelima japanske manufakture (Gerlach 1992) i sličnim modelima kooperativnih kupac/snabdevač modela u SAD (Uzzi 1999) i u Evropi (Inzerilli 1990; Lazerson 1995).)
MATCH@M:(For example, in film production, a leader organization can be the largest film studio and business can be done in horizontal multilateral networks, most commonly when one organization has enough resources and a legitimity to participate and takes on the leading role.===>Tako npr. u filmskoj produkciji, vodeća organizacija može biti najveći filmski studio a poslovanje se može odvijati u horizontalnim multilate-ralnim mrežama, najčešće kada jedna organizacija ima dovoljno resursa i legitimitet da učestvuje i na sebe preuzima vodeću ulogu.)
MATCH@E:(For example, in film production, a leader organization can be the largest film studio (Jones and DeFilippi, 1996) and business can be done in horizontal multilateral networks, most commonly when one organization has enough resources and a legitimity to participate and takes on the leading role.===>Tako npr. u filmskoj produkciji, vodeća organizacija može biti najveći filmski studio (Jones and DeFilippi 1996) a poslovanje se može odvijati u horizontalnim multilateralnim mrežama, najčešće kada jedna organizacija ima dovoljno resursa i legitimitet da učestvuje i na sebe preuzima vodeću ulogu.)
MATCH@M:(This model is frequently encountered in health-care and humanitarian organizations where there can be a node - the supplying agency that takes on the role of a network leader due to its central position.===>Ovo je model koji se često sreće u zdravstvenim i humanitarnim organizacijama gde može biti jezgro-agencija snabdevač koja preuzima ulogu lidera mreže zbog svoje centralne pozicije.)
MATCH@E:(This model is frequently encountered in health-care and humanitarian organizations where there can be a node the supplying agency that takes on the role of a network leader due to its central position.===>Ovo je model koji se često sreće u zdravstvenim i humanitarnim organizacijama gde može biti jezgro-agencija snabdevač koja preuzima ulogu lidera mreže zbog svoje centralne pozicije.)
MATCH@M:(The node in the health-care organization can be a hospital or a clinical centre.===>U zdravstvenoj organizacji jezgro može biti bolnica ili klinički centar.)
MATCH@E:(The node in the health-care organization can be a hospital or a clinical centre (Weiner and Alexander, 1998).===>U zdravstvenoj organizacji jezgro može biti bolnica ili klinički centar (Weiner and Alexandar 1998).)
MATCH@M:(Teisman and Klijn also describe a government agency in the role of a leader organizatin in the development of economy, for example.===>Teisman i Klijn takođe opisuju vladinu agenciju u ulozi vodeće organizacije u razvoju privrede, na primer.)
MATCH@E:(Teisman and Klijn (220) also describe a government agency in the role of a leader organizatin in the development of economy, for example.===>Teisman i Klijn (2002) takođe opisuju vladinu agenciju u ulozi vodeće organizacije u razvoju privrede, na primer.)
MATCH@M:(In the leader organization management type, all larger activities of the network and the key decisions are coordinated through and by individual members-par-ticipants who play the role of the leader organization.===>U upravljanju vodećih organizacija, sve veće aktivnosti mreže i ključne odluke koordinisane su kroz i preko pojedinačnih članova učesnika, koji imaju ulogu vodeće organizacije.)
MATCH@E:(In the leader organization management type, all larger activities of the network and the key decisions are coordinated through and by individual members-participants who play the role of the leader organization.===>U upravljanju vodećih organizacija, sve veće aktivnosti mreže i ključne odluke koordinisane su kroz i preko pojedinačnih članova učesnika, koji imaju ulogu vodeće organizacije.)
MATCH@M:(Hence the network management is becoming highly centralized and mediating, with assymetrically positioned power.===>Dakle, upravljanje mrežom postaje visoko centralizovano i posredničko, asimetričke moći.)
MATCH@E:(Hence the network management is becoming highly centralized and mediating, with assymetrically positioned power.===>Dakle, upravljanje mrežom postaje visoko centralizovano i posredničko, asimetričke moći.)
MATCH@M:(The leader organization supplies the network to the administration and/or facilitates the activities of the organization members in their efforts to achieve the network objectives, which can coincide with the objectives of the leader organization.===>Vodeća organizacija snabdeva administraciju mrežom i/ili olakšava aktivnosti članova organizacija u njihovim naporima da ostvare ciljeve mreže, što može biti blisko ciljevima vodeće organizacije.)
MATCH@E:(The leader organization supplies the network to the administration and/or facilitates the activities of the organization members in their efforts to achieve the network objectives, which can coincide with the objectives of the leader organization.===>Vodeća organizacija snabdeva administraciju mrežom i/ili olakšava aktivnosti članova organizacija u njihovim naporima da ostvare ciljeve mreže, što može biti blisko ciljevima vodeće organizacije.)
MATCH@M:(The leader organization itself can ensure the administration costs, receive contributions within its competences from network members, or seek and control the access to external financiers through donations or government funding.===>Vodeća organizacija može sama da osigura trošak administracije, prima resorne doprinose od članova mreže, ili da traži i kontroliše pristup eksternim finansiranjima preko donacija ili vladinih finansiranja.)
MATCH@E:(The leader organization itself can ensure the administration costs, receive contributions within its competences from network members, or seek and control the access to external financiers through donations or government funding.===>Vodeća organizacija može sama da osigura trošak administracije, prima resorne doprinose od članova mreže, ili da traži i kontroliše pristup eksternim finansiranjima preko donacija ili vladinih finansiranja.)
MATCH@M:(The role of the leader organization may be assigned on the basis of the consent of its members, on the basis of what they see to be most efficient and most effective for their participation, or it may be established as mandatory, often by one external source of financing.===>Uloga vodeće organizacije može da se ispostavi na osnovu saglasnosti njenih članova, na osnovu toga kako oni vide šta je za njihovo učešće najefikasnije i najefektivnije, ili može biti uspostavljena pod mandatom, često jednog spolj-nog izvora finansiranja.)
MATCH@E:(The role of the leader organization may be assigned on the basis of the consent of its members, on the basis of what they see to be most efficient and most effective for their participation, or it may be established as mandatory, often by one external source of financing. ~~~ 2.3.===>Uloga vodeće organizacije može da se ispostavi na osnovu saglasnosti njenih članova, na osnovu toga kako oni vide šta je za njihovo učešće najefikasnije i najefektivnije, ili može biti uspostavljena pod mandatom, često jednog spoljnog izvora finansiranja. 2.)
MATCH@M:(The basic idea for this model is that separate administrative units are set especially for the purpose of managing the network and its activities.===>Osnovna ideja na kojoj počiva ovaj model je da su odvojene administrativne jedinice postavljene posebno da upravljaju mrežom i njenim aktivnostima.)
MATCH@E:(The basic idea for this model is that separate administrative units are set especially for the purpose of managing the network and its activities.===>Osnovna ideja na kojoj počiva ovaj model je da su odvojene administrativne jedinice postavljene posebno da upravljaju mrežom i njenim aktivnostima.)
MATCH@M:(Although the network members are still interactive with one another, as in the leader orgnization model, the NAO model is centralized.===>Iako su članovi mreže i dalje interaktivni jedni sa drugima, kao u modelu sa vodećom organizacijom, NAO model je centralizovan.)
MATCH@E:(Although the network members are still interactive with one another, as in the leader orgnization model, the NAO model is centralized.===>Iako su članovi mreže i dalje interaktivni jedni sa drugima, kao u modelu sa vodećom organizacijom, NAO model je centralizovan.)
MATCH@M:(The network mediator (in this case, NAO) has a key role in the network coordination and maintenance.===>Posrednik mreže (u ovom slučaju NAO) ima ključnu ulogu u koordinaciji i održavanju mreže.)
MATCH@E:(The network mediator (in this case, NAO) has a key role in the network coordination and maintenance.===>Posrednik mreže (u ovom slučaju NAO) ima ključnu ulogu u koordinaciji i održavanju mreže.)
MATCH@M:(Contrary to the leader organization model, the NAO is not the second member of the organization.===>Za razliku od modela sa vodećom organizacijom, NAO nije drugi član organizacije.)
MATCH@E:(Contrary to the leader organization model, the NAO is not the second member of the organization.===>Za razliku od modela sa vodećom organizacijom, NAO nije drugi član organizacije.)
MATCH@M:(The network is managed externally, with an established NAO, or through the mandates, or by the members themselves.===>Mrežom se upravlja eksterno, sa ustanovljenim NAO, ili kroz mandate ili od strane samih članova.)
MATCH@E:(The network is managed externally, with an established NAO, or through the mandates, or by the members themselves.===>Mrežom se upravlja eksterno, sa ustanovljenim NAO, ili kroz mandate ili od strane samih članova.)
MATCH@M:(The NAO can be a government entity, or a nonprofit entity, which frequently is a case, even when the network members are profit firms.===>NAO može biti vladino telo, ili neprofitno telo, što je često slučaj čak i kada su članovi mreže profitne firme.)
MATCH@E:(The NAO can be a government entity, or a nonprofit entity, which frequently is a case, even when the network members are profit firms.===>NAO može biti vladino telo, ili neprofitno telo, što je često slučaj čak i kada su članovi mreže profitne firme.)
MATCH@M:(For example, Human and Provan describe two networks in timber industry, both managed by NAOs.===>Na primer, Human i Provan opisuju dve mreže u industriji za preradu drveta koje obe vodi NAO.)
MATCH@E:(For example, Human and Provan (2000) describe two networks in timber industry, both managed by NAOs.===>Na primer, Human i Provan (2000) opisuju dve mreže u industriji za preradu drveta koje obe vodi NAO.)
MATCH@M:(The firms were profit firms, however, the NAO were non-profit organizations.===>Sve firme su bile profitne, ali su NAO bili neprofitni.)
MATCH@E:(The firms were profit firms, however, the NAO were non-profit organizations.===>Sve firme su bile profitne, ali su NAO bili neprofitni.)
MATCH@M:(The NAO can also be a single profit corporation, such as Nexia International, a global accounting network described by Koza and Lewin .===>NAO može biti i jedinstvena profitna korporacija, kao što je Nexia International, globalna mreža računovodstva koju je obradio Koza i Lewin.)
MATCH@E:(The NAO can also be a single profit corporation, such as Nexia International, a global accounting network described by Koza and Lewin (1999).===>NAO može biti i jedinstvena profitna korporacija, kao što je Nexia International, globalna mreža računovodstva koju je obradio Koza i Lewin (1999).)
MATCH@M:(The NAO model may be rated modestly on a scale if it consists of only one individual who is often considered to be a facilitator or a mediator of the network, or it can be a formal organization including the executive director, the board of experts and the board that operates outside the physical boundaries of the office.===>NAO model može biti ocenjen skromno na skali ako se sastoji od samo jedne individue, koja se često smatra za facilitatora ili posrednika mreže, ili može biti formalna organizacija, koja se sastoji od izvršnog direktora, stručnog štaba i odbora koji dejstvuje van fi-zilkih granica kancelarije.)
MATCH@E:(The NAO model may be rated modestly on a scale if it consists of only one individual who is often considered to be a facilitator or a mediator of the network, or it can be a formal organization including the executive director, the board of experts and the board that operates outside the physical boundaries of the office (McEvily and Zaheer, 2004; Provan, Isett and Milward, 2004).===>NAO model može biti ocenjen skromno na skali ako se sastoji od samo jedne individue, koja se često smatra za facilitatora ili posrednika mreže, ili može biti formalna organizacija, koja se sastoji od izvršnog direktora, stručnog štaba i odbora koji dejstvuje van fizilkih granica kancelarije (McEvily i Zaheer 2004; Provan, Isett, i Milward 2004).)
MATCH@M:(This newer form can be implemented as a mechanism to improve the network legitimity, being engaged in particular and complex issues and problems on the network level, and in reducing the complexity of shared management.===>Ova novija forma može biti upotrebljena kao mehanizam za unapređenje legitimiteta mreže, koja se bavi jedinstvenim i kompleksnim problemima i pitanjima na nivou mreže, i smanjenjem kompleksnosti podeljenog upravljanja.)
MATCH@E:(This newer form can be implemented as a mechanism to improve the network legitimity, being engaged in particular and complex issues and problems on the network level, and in reducing the complexity of shared management.===>Ova novija forma može biti upotrebljena kao mehanizam za unapređenje legitimiteta mreže, koja se bavi jedinstvenim i kompleksnim problemima i pitanjima na nivou mreže, i smanjenjem kompleksnosti podeljenog upravljanja.)
MATCH@M:(These more formal NAO models have the board structures that include all or a subset of network members.===>Ovi formalniji NAO modeli imaju strukture odbora koje uključuju sve ili podset članova mreže.)
MATCH@E:(These more formal NAO models have the board structures that include all or a subset of network members (Evan and OLK, 1990).===>Ovi formalniji NAO modeli imaju strukture odbora koje uključuju sve ili podset članova mreže (Evan i Olk 1990).)
MATCH@M:(The board specifies the issues on a strategic level and leaves operations decisions to the NAO leader.===>Odbor utvrđuje pitanja na strateškom nivou i ostavlja operativne odluke NAO lideru.)
MATCH@E:(The board specifies the issues on a strategic level and leaves operations decisions to the NAO leader.===>Odbor utvrđuje pitanja na strateškom nivou i ostavlja operativne odluke NAO lideru.)
MATCH@M:(The government starts the NAOs that are generally set as a primary form of the network, to stimulate its growth through targeted financing and/or incentives for the purpose of ensuring that the network objectives are achieved.===>Vlada pokreče NAO-e koji su generalno postavljeni kao prvi oblik mreže, da stimulišu njegov rast kroz ciljana finansiranja i/ili olakšice radi osiguranja da su ciljevi mreže dostignuti.)
MATCH@E:(The government starts the NAOs that are generally set as a primary form of the network, to stimulate its growth through targeted financing and/or incentives for the purpose of ensuring that the network objectives are achieved.===>Vlada pokreće NAO-e koji su generalno postavljeni kao prvi oblik mreže, da stimulišu njegov rast kroz ciljana finansiranja i/ili olakšice radi osiguranja da su ciljevi mreže dostignuti.)
MATCH@M:(Such NAOs are established locally for the purpose of achieving the board’s objectives, as well as those related to regional economic development.===>Takvi NAO su osnovani lokalno za svrhe ostvarivanje ciljeva odbora, kao i onih koji se odnose na regionalni ekonomski razvoj.)
MATCH@E:(Such NAOs are established locally for the purpose of achieving the boards objectives, as well as those related to regional economic development.===>Takvi NAO su osnovani lokalno za svrhe ostvarivanje ciljeva odbora, kao i onih koji se odnose na regionalni ekonomski razvoj. 3.)
MATCH@M:(The basic issue in managing any network is that the needs and operations of the member-organizations must be adjusted and coordinated.===>Osnovni problem kod upravljanja bilo kojom mrežom je da potrebe i delatnosti organizacija članica moraju da budu prilagođene i koordinisane.)
MATCH@E:(3. ~~~ Network management and effectiveness The basic issue in managing any network is that the needs and operations of the member-organizations must be adjusted and coordinated.===>Upravljanje mrežom i efikasnost Osnovni problem kod upravljanja bilo kojom mrežom je da potrebe i delatnosti organizacija članica moraju da budu prilagođene i koordinisane.)
MATCH@M:(Although the arrangements of pairs may, of couse, be difficult to manage, with the growth in the number of organiza-tions-participants in the network, the number of potential relations grows exponentially.===>Iako aranžmani parova mogu biti, naravno, teški za upravljanje, kako broj organizacija učesnica u mreži raste, broj potencijalnih odnosa povečava se eksponencijalno.)
MATCH@E:(Although the arrangements of pairs may, of couse, be difficult to manage, with the growth in the number of organizations-participants in the network, the number of potential relations grows exponentially.===>Iako aranžmani parova mogu biti, naravno, teški za upravljanje, kako broj organizacija učesnica u mreži raste, broj potencijalnih odnosa povećava se eksponencijalno.)
MATCH@M:(In such circumstances management becomes extremely complex.===>Pod takvim uslovima, upravljanje postaje ekstremno kompleksno.)
MATCH@E:(In such circumstances management becomes extremely complex.===>Pod takvim uslovima, upravljanje postaje ekstremno kompleksno.)
MATCH@M:(Shared management is often seen as desirable by the network participants, when the participants can retain full control over the network orientation.===>Podeljeno upravljanje je često viđeno kao poželjno od strane učesnika mreže, kada učesnici mogu da zadrže potpunu kontrolu nad pravcem mreže.)
MATCH@E:(Shared management is often seen as desirable by the network participants, when the participants can retain full control over the network orientation.===>Podeljeno upravljanje je često viđeno kao poželjno od strane učesnika mreže, kada učesnici mogu da zadrže potpunu kontrolu nad pravcem mreže.)
MATCH@M:(This form proved to be favourable for small organizational networks.===>Ovaj oblik se pokazao kao dobar za male mreže organizacija.)
MATCH@E:(This form proved to be favourable for small organizational networks.===>Ovaj oblik se pokazao kao dobar za male mreže organizacija.)
MATCH@M:(When problems emerge in such networks, a face-to-face discussions among participants are possible.===>Kada se pojave problemi u takvim mrežama, moguče je face to face suočavanje učesnika.)
MATCH@E:(When problems emerge in such networks, a face-to-face discussions among participants are possible.===>Kada se pojave problemi u takvim mrežama, moguće je face to face suočavanje učesnika.)
MATCH@M:(As the number of participants in the organization grows, the shared management becomes increasingly ineffective, and the participants themselves ignore critical issues or waste a lot of time trying to coordinate over 10, 20, or more organizations.===>Buduči da je broj organizacija u mreži sve veči, podeljeno upravljanje postaje veoma neefikasno, pri čemu i sami učesnici ignorišu kritična pitanja ili troše puno vremena pokušavajuči da koordinišu preko 10, 20 ili više organizacija.)
MATCH@E:(As the number of participants in the organization grows, the shared management becomes increasingly ineffective, and the participants themselves ignore critical issues or waste a lot of time trying to coordinate over 10, 20, or more organizations (see Faerman, McCaffrey and Van Slyke, 2001).===>Budući da je broj organizacija u mreži sve veći, podeljeno upravljanje postaje veoma neefikasno, pri čemu i sami učesnici ignorišu kritična pitanja ili troše puno vremena pokušavajući da koordinišu preko 10, 20 ili više organizacija (videti Faerman, McCaffrey i Van Slyke 2001).)
MATCH@M:(The network complexity problem is especially acute when the participants are georaphically dispersed, hence the organization of frequent meetings of all the participants is difficult or even impossible to accomplish.===>Problem kompleksnosti mreže je posebno akutan kada su učesnici geografski rasuti, pri čemu je or-ganizovanje čestih sastanaka svih učesnika teško ili nemoguče.)
MATCH@E:(The network complexity problem is especially acute when the participants are georaphically dispersed, hence the organization of frequent meetings of all the participants is difficult or even impossible to accomplish.===>Problem kompleksnosti mreže je posebno akutan kada su učesnici geografski rasuti, pri čemu je organizovanje čestih sastanaka svih učesnika teško ili nemoguće.)
MATCH@M:(The structural solution to this problem is the centralization of the network management activities via a mediating organization, or a leader organization, or a NAO.===>Strukturno rešenje ovog problema je centralizacija aktivnosti upravljanja mrežom preko posredničke organizacije, ili vodeče organizacije ili NAO.)
MATCH@E:(The structural solution to this problem is the centralization of the network management activities via a mediating organization, or a leader organization, or a NAO.===>Strukturno rešenje ovog problema je centralizacija aktivnosti upravljanja mrežom preko posredničke organizacije, ili vodeće organizacije ili NAO.)
MATCH@M:(All the above mentioned forms can easily include a larger number of network participants since a direct participation of all the organizations in making many decisions within the network is not necessary any longer.===>Svi pome-nuti oblici lakše obuhvataju veči broj učesnika mreže buduči da direktno uključenje svih organizacija nije više potrebno za donošenje mnogih odluka u okviru mreže.)
MATCH@E:(All the above mentioned forms can easily include a larger number of network participants since a direct participation of all the organizations in making many decisions within the network is not necessary any longer.===>Svi pomenuti oblici lakše obuhvataju veći broj učesnika mreže budući da direktno uključenje svih organizacija nije više potrebno za donošenje mnogih odluka u okviru mreže.)
MATCH@M:(With the centralized management, the participants need not be in interaction with each other, but can interact directly with the leader organization or a NAO for the coordinating purposes within the network and on the level of its needs.===>Centralizacijom upravljanja, učesnici ne moraju više da budu u međusobnoj interakciji, več mogu da budu u interakciji direktno sa vodečom organizacijom ili NAO za svrhe koordinacije u okviru mreže na nivou njenih potreba.)
MATCH@E:(With the centralized management, the participants need not be in interaction with each other, but can interact directly with the leader organization or a NAO for the coordinating purposes within the network and on the level of its needs.===>Centralizacijom upravljanja, učesnici ne moraju više da budu u međusobnoj interakciji, već mogu da budu u interakciji direktno sa vodećom organizacijom ili NAO za svrhe koordinacije u okviru mreže na nivou njenih potreba.)
MATCH@M:(Despite there being special reasons that a leader organization be favoured over the NAO and vice versa, when the management of relations becomes complex with a tendency of growth in the number of participants, any form is certainly more effective in the network objectives achievement compared to self-management.===>Iako postoje posebni razlozi za izbor vodeče organza-cije umesto NAO i obrnuto, kada upravljanje odnosima postane kompleksno sa tendencijom porasta broja različitih učesnika, bilo koji oblik je efektniji u postizanju ciljeva mreže od samoupravljanja.)
MATCH@E:(Despite there being special reasons that a leader organization be favoured over the NAO and vice versa, when the management of relations becomes complex with a tendency of growth in the number of participants, any form is certainly more effective in the network objectives achievement compared to self-management.===>Iako postoje posebni razlozi za izbor vodeće organzacije umesto NAO i obrnuto, kada upravljanje odnosima postane kompleksno sa tendencijom porasta broja različitih učesnika, bilo koji oblik je efektniji u postizanju ciljeva mreže od samoupravljanja.)
MATCH@M:(There are only a few organizations that would be “adequate“ for each of the management forms, although the literature in this field (Burn, 2004) says that the forms of shared management would be more effective for the organizations of six to eight network members.===>Ne postoji veliki broj organizacija koje bi mogle biti „ispravne“ za svaki od pomenutih oblika upravljanja, iako su u skladu sa literaturom iz ove oblasti (Burn 2004 oblici podeljenog upravljanja bi bili efektniji za organizacije koje u sklopu imaju šest do osam članova mreže.).)
MATCH@E:(There are only a few organizations that would be adequate for each of the management forms, although the literature in this field (Burn, 2004) says that the forms of shared management would be more effective for the organizations of six to eight network members.===>Ne postoji veliki broj organizacija koje bi mogle biti ispravne za svaki od pomenutih oblika upravljanja, iako su u skladu sa literaturom iz ove oblasti (Burn 2004 oblici podeljenog upravljanja bi bili efektniji za organizacije koje u sklopu imaju šest do osam članova mreže.).)
MATCH@M:(Generally, the NAO form is most effective in the networks with the largest number of participants, due to its unique administrative structure.===>Uopšteno, NAO oblik je najefektniji u mrežama koje imaju najveći broj učesnika, upravo iz razloga što ima jedinstvenu administrativnu strukturu.)
MATCH@E:(Generally, the NAO form is most effective in the networks with the largest number of participants, due to its unique administrative structure. ~~~ 3.1.===>Uopšteno, NAO oblik je najefektniji u mrežama koje imaju najveći broj učesnika, upravo iz razloga što ima jedinstvenu administrativnu strukturu. 3.)
MATCH@M:(Scientistc have for years discussed the goals and the goal consensuses on both levels, organizational and in-tegrational.===>Naučnici su godinama diskutovali o ciljevima i konsenzusima ciljeva na oba nivoa, organizacionom i integracionom.)
MATCH@E:(Consensus on network objectives Scientistc have for years discussed the goals and the goal consensuses on both levels, organizational and integrational (Van de Ven, 1976).===>Konsenzus ciljeva mreže Naučnici su godinama diskutovali o ciljevima i konsenzusima ciljeva na oba nivoa, organizacionom i integracionom (Van de Ven 1976).)
MATCH@M:(The main issue has been that the consensus in the objectives in the “similarity domain“ allows for the organizational participants to cooperate in a better way than when there is a conflict among them, although the conflict can also be a stimulus for inovation.===>Glavna tema je bilo da konsenzus u ciljevima i „domenu sličnosti“ dozvoljava organizacionim učesnicima da bolje sarađuju nego kada postoji konflikt, iako konflikt može takođe biti stimulans za inovaciju.)
MATCH@E:(The main issue has been that the consensus in the objectives in the similarity domain allows for the organizational participants to cooperate in a better way than when there is a conflict among them, although the conflict can also be a stimulus for inovation.===>Glavna tema je bilo da konsenzus u ciljevima i domenu sličnosti dozvoljava organizacionim učesnicima da bolje sarađuju nego kada postoji konflikt, iako konflikt može takođe biti stimulans za inovaciju.)
MATCH@M:(This topis has rather important implications for the understanding of the network members’ behaviour.===>Ova tema ima veoma važne implikacije za razumevanje ponašanja članova mreže.)
MATCH@E:(This topis has rather important implications for the understanding of the network members behaviour.===>Ova tema ima veoma važne implikacije za razumevanje ponašanja članova mreže.)
MATCH@M:(The literature on networks places the accent on similarity and homophily, rather than on the consensus of objectives by itself.===>U literaturi o mrežama, naglasak je bio manje na konsenzusu ciljeva samom po sebi, a više na sličnosti ili homofiliji.)
MATCH@E:(The literature on networks places the accent on similarity and homophily, rather than on the consensus of objectives by itself.===>U literaturi o mrežama, naglasak je bio manje na konsenzusu ciljeva samom po sebi, a više na sličnosti ili homofiliji.)
MATCH@M:(Such objectives may include the development of a new client, attracting finances, solving the community needs or provision of services to the clients.===>Takvi ciljevi mogu da uključe razvoj novih klijenata, privlačenje finansija, rešava-nje potreba zajednice ili pružanje usluga klijentima.)
MATCH@E:(Such objectives may include the development of a new client, attracting finances, solving the community needs or provision of services to the clients.===>Takvi ciljevi mogu da uključe razvoj novih klijenata, privlačenje finansija, rešavanje potreba zajednice ili pružanje usluga klijentima.)
MATCH@M:(The network objectives can also be process-oriented.===>Ciljevi mreže mogu isto tako da budu orijentisani ka procesu.)
MATCH@E:(The network objectives can also be process-oriented.===>Ciljevi mreže mogu isto tako da budu orijentisani ka procesu.)
MATCH@M:(In accordance with an early work of Van de Ven on this topic, when there is a general consensus on broad objectives on the network level related to the contents and the process of the objective and in the absence of hierarchy, the network participants that are more involved and committed to the network will work together more often.===>U skladu sa ranim radom Van de Vena na ovu temu; kada postoji generalno konsenzus o širokim ciljevima na nivou mreže, u vezi sa sadržajem i procesom cilja i u odsutnosti hijerarhije, učesnici mreže koji su više uključeni i posvećeni mreži češće rade zajedno.)
MATCH@E:(In accordance with an early work of Van de Ven (1976) on this topic, when there is a general consensus on broad objectives on the network level related to the contents and the process of the objective and in the absence of hierarchy, the network participants that are more involved and committed to the network will work together more often.===>U skladu sa ranim radom Van de Vena (1976) na ovu temu; kada postoji generalno konsenzus o širokim ciljevima na nivou mreže, u vezi sa sadržajem i procesom cilja i u odsutnosti hijerarhije, učesnici mreže koji su više uključeni i posvećeni mreži češće rade zajedno.)
MATCH@M:(This does not imply that the objectives of the network members have to be similar.===>To ne mora da znači da ciljevi članova mreže moraju da budu slični.)
MATCH@E:(This does not imply that the objectives of the network mem bers have to be similar.===>To ne mora da znači da ciljevi članova mreže moraju da budu slični.)
MATCH@M:(In fact, the similarity of objectives may prove to be a difficulty in working together, especially when the pressure of the competition leads the organizational networks to rejecting cooperation and information sharing.===>U suštini, sličnost cilja može da se ispostavi kao teškoća u zajedničkom radu, posebno kada pritisak konkurencije dovodi organizacione mreže do toga da odbijaju saradnju i deljenje informacija.)
MATCH@E:(In fact, the similarity of objectives may prove to be a difficulty in working together, especially when the pressure of the competition leads the organizational networks to rejecting cooperation and information sharing.===>U suštini, sličnost cilja može da se ispostavi kao teškoća u zajedničkom radu, posebno kada pritisak konkurencije dovodi organizacione mreže do toga da odbijaju saradnju i deljenje informacija.)
MATCH@M:(Although a high-level consensus of objectives is obviously an advantage in building the relations of dedication on the network level, the networks can still be effectve, only with moderate levels of objectives’ consensus.===>Iako je visoki konsenzus ciljeva, očigledno, prednost u izgradnji odnosa odanosti na nivou mreže, mreže i dalje mogu da budu sasvim efektne samo sa umerenim nivoima konsenzusa ciljeva.)
MATCH@E:(Although a high-level consensus of objectives is obviously an advantage in building the relations of dedication on the network level, the networks can still be effectve, only with moderate levels of objectives consensus.===>Iako je visoki konsenzus ciljeva, očigledno, prednost u izgradnji odnosa odanosti na nivou mreže, mreže i dalje mogu da budu sasvim efektne samo sa umerenim nivoima konsenzusa ciljeva.)
MATCH@M:(A critical question is how the network relations are managed.===>Kritično pitanje je kako se upravlja odnosima mreže.)
MATCH@E:(A critical question is how the network relations are managed.===>Kritično pitanje je kako se upravlja odnosima mreže.)
MATCH@M:(The self-management forms are most likely effective when the participants can generally agree about the network on the level of objectives.===>Samoupravni oblici su najverovatnije efektni kada učesnici mogu uopšteno da se slože o mreži na nivou ciljeva.)
MATCH@E:(The self-management forms are most likely effective when the participants can generally agree about the network on the level of objectives.===>Samoupravni oblici su najverovatnije efektni kada učesnici mogu uopšteno da se slože o mreži na nivou ciljeva.)
MATCH@M:(In such a situation the organizations can work together without any significant clashes, where each one gives its contribution to the broad network objectives, while each of them simultaneously achieves its own objectives.===>U takvoj situaciji, organziacije mogu da rade zajedno bez značajnih sukoba, pri čemu svako daje svoj doprinos širokim ciljevima mreže dok istovremeno postižu sopstvene ciljeve.)
MATCH@E:(In such a situation the organizations can work together without any significant clashes, where each one gives its contribution to the broad network objectives, while each of them simultaneously achieves its own objectives.===>U takvoj situaciji, organziacije mogu da rade zajedno bez značajnih sukoba, pri čemu svako daje svoj doprinos širokim ciljevima mreže dok istovremeno postižu sopstvene ciljeve.)
MATCH@M:(It is important to remember that trust is not necessary for the consensus of objectives.===>Važno je imati na umu da poverenje nije neophodno u vezi sa konsenzusom ciljeva.)
MATCH@E:(It is important to remember that trust is not necessary for the consensus of objectives.===>Važno je imati na umu da poverenje nije neophodno u vezi sa konsenzusom ciljeva.)
MATCH@M:(Trust is based on the reputation and experience from the previous interaction, whereas the consensus is based on the similarity of objectives.===>Poverenje je bazirano na reputaciji i iskustvu u prošloj interakciji, dok se konsenzus zasniva na sličnosti ciljeva.)
MATCH@E:(Trust is based on the reputation and experience from the previous interaction, whereas the consensus is based on the similarity of objectives.===>Poverenje je bazirano na reputaciji i iskustvu u prošloj interakciji, dok se konsenzus zasniva na sličnosti ciljeva.)
MATCH@M:(On the other hand, when the consensus of objectives is extremely low, there is almost no place for the network participation at all.===>S druge strane, kada je konsenzus ciljeva ekstremno nizak, može biti malo mesta za učešće mreže uopšte.)
MATCH@E:(On the other hand, when the consensus of objectives is extremely low, there is almost no place for the network participation at all.===>S druge strane, kada je konsenzus ciljeva ekstremno nizak, može biti malo mesta za učešće mreže uopšte.)
MATCH@M:(On the medium scale of measuring the consensus of objectives, regardless of whether the leader is an agency or a NAO, the forms of management are more appropriate than self-management.===>Na srednjoj skali merenja konsenzusa ciljeva, bez obzira da li je vođa agencija ili NAO, oblici upravljanja su prikladniji od samoupravljanja.)
MATCH@E:(On the medium scale of measuring the consensus of objectives, regardless of whether the leader is an agency or a NAO, the forms of management are more appropriate than self-management.===>Na srednjoj skali merenja konsenzusa ciljeva, bez obzira da li je vođa agencija ili NAO, oblici upravljanja su prikladniji od samoupravljanja.)
MATCH@M:(More precisely, the forms of management via the leader agencies will be appropriate in those situations when the network participants show a moderately low consensus of objectives.===>Preciznije rečeno, oblici upravljanja posredstvom vodećih agencija biće prikladni u situacijama kada učesnici mreže imaju umereno nizak konsenzus ciljeva.)
MATCH@E:(More precisely, the forms of management via the leader agencies will be appropriate in those situations when the network participants show a moderately low consensus of objectives.===>Preciznije rečeno, oblici upravljanja posredstvom vodećih agencija biće prikladni u situacijama kada učesnici mreže imaju umereno nizak konsenzus ciljeva.)
MATCH@M:(The leader organizations take on a majority of strategic and operative decisions and are most competent for decision making about the network on the level of objectives, when the network members are not capable of resolving the conflict by themselves and are only partially committed to the netwotk objectives.===>Vodeće organizacije preuzimaju na sebe većinu strateških i operativnih odluka i najsnabdeveniji su za donošenje odluka o mreži na nivou ciljeva kada članovi mreže nisu toliko sposobni da reše sukob sami i samo delimično su posvećeni ciljevima mreže.)
MATCH@E:(The leader organizations take on a majority of strategic and operative decisions (Graddy and Chen, 2006) and are most competent for decision making about the network on the level of objectives, when the network members are not capable of resolving the conflict by themselves and are only partially committed to the netwotk objectives.===>Vodeće organizacije preuzimaju na sebe većinu strateških i operativnih odluka (Graddy and Chen 2006) i najsnabdeveniji su za donošenje odluka o mreži na nivou ciljeva kada članovi mreže nisu toliko sposobni da reše sukob sami i samo delimično su posvećeni ciljevima mreže.)
MATCH@M:(This situation may not result into the long-term network sustainability, but in a short term, the leader organization can retain a broad focus on the network level, which would prove to be difficult if the participants tried to reach the agreement by themselves.===>Ova situacija možda ne vodi ka održivosti mreže na dugoročnom planu, ali za kratko vreme, vodeća organziacija može da održi širok fokus na nivou mreže, što bi bilo teško ako bi učesnici pokušali da se sami slože.)
MATCH@E:(This situation may not result into the long-term network sustainability, but in a short term, the leader organization can retain a broad focus on the network level, which would prove to be difficult if the participants tried to reach the agreement by themselves.===>Ova situacija možda ne vodi ka održivosti mreže na dugoročnom planu, ali za kratko vreme, vodeća organziacija može da održi širok fokus na nivou mreže, što bi bilo teško ako bi učesnici pokušali da se sami slože.)
MATCH@M:(On the contrary, the NAO form requires that more people participate, at least a subset of the network members.===>Nasuprot tome, NAO oblik zahteva veće učešće barem podseta članova mreže.)
MATCH@E:(On the contrary, the NAO form requires that more people participate, at least a subset of the network members.===>Nasuprot tome, NAO oblik zahteva veće učešće barem podseta članova mreže.)
MATCH@M:(These participants (often the members of the NAO managing board) are typically committed to the objectives on the network level and have a strategic participation with a network as a whole.===>Ovi učesnici (često, članovi NAO upravnog odbora) su tipično posvećeni ciljevima na nivou mreže i imaju strateško učešće sa mrežom kao celinom.)
MATCH@E:(These participants (often the members of the NAO managing board) are typically committed to the objectives on the network level and have a strategic participation with a network as a whole.===>Ovi učesnici (često, članovi NAO upravnog odbora) su tipično posvećeni ciljevima na nivou mreže i imaju strateško učešće sa mrežom kao celinom.)
MATCH@M:(Other network members are probably less committed and involved, with a modest consensus on objectives.===>Ostali članovi mreže su vero-vatno manje posvećeni i uključeni, sa skromnim konsenzusom ciljeva.)
MATCH@E:(Other network members are probably less committed and involved, with a modest consensus on objectives.===>Ostali članovi mreže su verovatno manje posvećeni i uključeni, sa skromnim konsenzusom ciljeva.)
MATCH@M:(It is the task of the NAO and the board of experts to work with the participants on a daily basis, resolving a possible conflict and fostering the commitment to the network and its objectives.===>To je zadatak NAO lidera i stručnog štaba da rade sa učesnicima na dnevnom nivou, rešava-jući mogući sukob i unapređujući posvećenost mreži i njenim ciljevima.)
MATCH@E:(It is the task of the NAO and the board of experts to work with the participants on a daily basis, resolving a possible conflict and fostering the commit ment to the network and its objectives.===>To je zadatak NAO lidera i stručnog štaba da rade sa učesnicima na dnevnom nivou, rešavajući mogući sukob i unapređujući posvećenost mreži i njenim ciljevima.)
MATCH@M:(The consensus on objectives will be rather strong in the NAO form.===>Konsenzus ciljeva će biti veoma jak u NAO obliku.)
MATCH@E:(The consensus on objectives will be rather strong in the NAO form.===>Konsenzus ciljeva će biti veoma jak u NAO obliku.)
MATCH@M:(Although contracts may be made on the desirability of a network and on the value of the NAO, it is recommended that there should always be an agreement on what the network is supposed to do and in which way the participants should be included.===>Iako mogu postojati ugovori o poželjnosti mreže i o vrednosti koju ima NAO preporuka je da uvek postoji sporazum o tome šta mreža treba da radi i kako učesnici treba da budu uključeni)
MATCH@E:(Although contracts may be made on the desirability of a network and on the value of the NAO, it is recommended that there should always be an agreement on what the network is supposed to do and in which way the participants should be included.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Although contracts may be made on the desirability of a network and on the value of the NAO, it is recommended that there should always be an agreement on what the network is supposed to do and in which way the participants should be included.
BAD_LINE_M:Iako mogu postojati ugovori o poželjnosti mreže i o vrednosti koju ima NAO preporuka je da uvek postoji sporazum o tome šta mreža treba da radi i kako učesnici treba da budu uključeni
BAD_LINE_E:Although contracts may be made on the desirability of a network and on the value of the NAO, it is recommended that there should always be an agreement on what the network is supposed to do and in which way the participants should be included.
BAD_LINE_E:
MATCH@M:(Organizations join or form networks for various reasons, including the need to achieve legitimity, serving the clients in a more effective manner, attracting more resources, and resolving complex problems.===>Organizacije se pridružuju ili formiraju mreže iz različitih razloga, uključujući i potrebu za dobijanjem legitimiteta, usluživanjem klijenata efektnije, privlačenjem više resursa, i rešavanjem kompleksnih problema.)
MATCH@E:(3.2. ~~~ Need for competence on the network level Organizations join or form networks for various reasons, including the need to achieve legitimity, serving the clients in a more effective manner, attracting more resources, and resolving complex problems.===>Iako mogu postojati ugovori o poželjnosti mreže i o vrednosti koju ima NAO preporuka je da uvek postoji sporazum o tome šta mreža treba da radi i kako učesnici treba da budu uključeni 3.2 Potreba za nadležnosti na nivou mreže Organizacije se pridružuju ili formiraju mreže iz različitih razloga, uključujući i potrebu za dobijanjem legitimiteta, usluživanjem klijenata efektnije, privlačenjem više resursa, i rešavanjem kompleksnih problema.)
BAD_LINE_=============================================================
BAD_LINE_M:Organizations join or form networks for various reasons, including the need to achieve legitimity, serving the clients in a more effective manner, attracting more resources, and resolving complex problems.
BAD_LINE_M:Organizacije se pridružuju ili formiraju mreže iz različitih razloga, uključujući i potrebu za dobijanjem legitimiteta, usluživanjem klijenata efektnije, privlačenjem više resursa, i rešavanjem kompleksnih problema.
BAD_LINE_E:3.2. ~~~ Need for competence on the network level Organizations join or form networks for various reasons, including the need to achieve legitimity, serving the clients in a more effective manner, attracting more resources, and resolving complex problems.
BAD_LINE_E:Iako mogu postojati ugovori o poželjnosti mreže i o vrednosti koju ima NAO preporuka je da uvek postoji sporazum o tome šta mreža treba da radi i kako učesnici treba da budu uključeni 3.2 Potreba za nadležnosti na nivou mreže Organizacije se pridružuju ili formiraju mreže iz različitih razloga, uključujući i potrebu za dobijanjem legitimiteta, usluživanjem klijenata efektnije, privlačenjem više resursa, i rešavanjem kompleksnih problema.
MATCH@M:(Regardless of these specific reasons, however, all network organizations generally require to achieve a certain aim they would otherwise not be in a position to achieve on their own.===>Ali bez obzira na specifične razloge, u uopštenom smislu, sve organizacije mreža zahtevaju da postignu neki cilj koji ne bi mogle da postignu nezavisno.)
MATCH@E:(Regardless of these specific reasons, however, all network organizations generally require to achieve a certain aim they would otherwise not be in a position to achieve on their own.===>Ali bez obzira na specifične razloge, u uopštenom smislu, sve organizacije mreža zahtevaju da postignu neki cilj koji ne bi mogle da postignu nezavisno.)
MATCH@M:(It is for this reason that the issue of how the network level objectives are achieved on the network level is a very important issue.===>Upravo iz tog razloga veoma je važno pitanje kako se na osnovu kompetentnosti postižu ciljevi na nivou mreže?)
MATCH@E:(It is for this reason that the issue of how the network level objectives are achieved on the network level is a very important issue.===>Upravo iz tog razloga veoma je važno pitanje kako se na osnovu kompetentnosti postižu ciljevi na nivou mreže?)
MATCH@M:(All the above said triggers two questions.===>Iz svega rečenog nameću se dva pitanja.)
MATCH@E:(All the above said triggers two questions.===>Iz svega rečenog nameću se dva pitanja.)
MATCH@M:(The first is, what is the nature of the tasks assigned to the network members?===>Prvo, kakva je priroda zadatka koji izvode članovi mreže?)
MATCH@E:(The first is, what is the nature of the tasks assigned to the network members?===>Prvo, kakva je priroda zadatka koji izvode članovi mreže?)
MATCH@M:(And the other, which external requirements does the network face?===>I drugo, sa kakvim spoljnim zahtevima i potrebama se suočava mreža?)
MATCH@E:(And the other, which external requirements does the network face?===>I drugo, sa kakvim spoljnim zahtevima i potrebama se suočava mreža?)
MATCH@M:(Both questions refer to the competence on the network level.===>Oba ova pitanja odnose se na kompetentnost na nivou mreže.)
MATCH@E:(Both questions refer to the competence on the network level.===>Oba ova pitanja odnose se na kompetentnost na nivou mreže.)
MATCH@M:(Internally, if the task of the network is such that it requires a considerable interdependence among the members, then the need for the network coordination skills and the competencies for specific tasks will be great, which means that the management is expected to facilitate an interdependent action.===>Interno, ako je zadatak mreže takav da zahteva značajnu međuzavisnost među članovim, onda će potreba za veštinama koordinacije mrežom i kompetentnostima za specifične zadatke biti velika, što znači da upravljanje ima potrebu da olakša međuzavisnu akciju.)
MATCH@E:(Internally, if the task of the network is such that it requires a considerable interdependence among the members, then the need for the network coordination skills and the competencies for specific tasks will be great, which means that the management is expected to facilitate an interdependent action.===>Interno, ako je zadatak mreže takav da zahteva značajnu međuzavisnost među članovim, onda će potreba za veštinama koordinacije mrežom i kompetentnostima za specifične zadatke biti velika, što znači da upravljanje ima potrebu da olakša međuzavisnu akciju.)
MATCH@M:(As to the specific issues concerned with our theorising, this means that shared management is likely to be a less effective form of management in the conditions when the demand for interdependent task is high, since the tasks will be positioned on the individual network of members for the skills that they perhaps do not have, such as an approval in writing, quality monitoring, or even conflict resolving.===>Povodom specifičnosti koje se odnose na naše teoretisanje, to znaci da će podeljeno upravljanje verovatno biti manje efektan oblik upravljanja kada su zahtevi za međuzavisni zadatak visoki, budući da ce zadaci biti smešteni na individualnoj mreži članova za veštine koje možda ne poseduju, kao pisano odobrenje, monitoring kvaliteta ili čak rešenje konflikata.)
MATCH@E:(As to the specific issues concerned with our theorising, this means that shared management is likely to be a less effective form of management in the conditions when the demand for interdependent task is high, since the tasks will be positioned on the individual network of members for the skills that they perhaps do not have, such as an approval in writing, quality monitoring, or even conflict resolving.===>Povodom specifičnosti koje se odnose na naše teoretisanje, to znači da će podeljeno upravljanje verovatno biti manje efektan oblik upravljanja kada su zahtevi za međuzavisni zadatak visoki, budući da će zadaci biti smešteni na individualnoj mreži članova za veštine koje možda ne poseduju, kao pisano odobrenje, monitoring kvaliteta ili čak rešenje konflikata.)
MATCH@M:(On the external side, requirements may also vary from high to low, requiring different competence degrees on the network level.===>Sa spoljne strane, zahtevi mogu takođe da variraju od visokih do niskih, zahtevajući različite stepene kompetentnosti na nivou mreže.)
MATCH@E:(On the external side, requirements may also vary from high to low, requiring different competence degrees on the network level.===>Sa spoljne strane, zahtevi mogu takođe da variraju od visokih do niskih, zahtevajući različite stepene kompetentnosti na nivou mreže.)
MATCH@M:(The external tasks may include the roles of updating or protection of the network, starting from the propositions for environmental protection, changes in financing or new regulations for overcoming it, which may in turn include the role of lobbying, recruiting new members, raising capital, building external legitimity, etc.===>Spoljni zadaci mogu uključivati uloge uređenja ili zaštite mreže počev od preporuka za zaštitu životne sredine, promena u fi-nansiranju ili novoj regulativi do premošćivanja, što može uključiti uloge lobiranja, traženje novih članova, dobijanje finansija, građenje spoljnog legitimiteta i tako dalje.)
MATCH@E:(The external tasks may include the roles of updating or protection of the network, starting from the propositions for environmental protection, changes in financing or new regulations for overcoming it, which may in turn include the role of lobbying, recruiting new members, raising capital, building external legitimity, etc.===>Spoljni zadaci mogu uključivati uloge uređenja ili zaštite mreže počev od preporuka za zaštitu životne sredine, promena u finansiranju ili novoj regulativi do premošćivanja, što može uključiti uloge lobiranja, traženje novih članova, dobijanje finansija, građenje spoljnog legitimiteta i tako dalje.)
MATCH@M:(For example, the pressures from the external financiers to coordinate activities may be high, trying to meet their demand and the regulations that would require a centralized action of such kind that it would be rather difficult to act via shared management, since the response can be diffuse.===>Na primer, pritisci od spoljnih finansijera da koordinišu aktivnosti mogu biti visoki, trudeci se da odgovaraju njihovim zahtevima i regulativi koja bi bi zahtevala centralizovanu akciju takve vrste da bi bilo veoma teško delovati kroz podeljeno upravljanje, budući da bi odgovor mogao da bude difuzan.)
MATCH@E:(For example, the pressures from the external financiers to coordinate activities may be high, trying to meet their demand and the regulations that would require a centralized action of such kind that it would be rather difficult to act via shared management, since the response can be diffuse.===>Na primer, pritisci od spoljnih finansijera da koordinišu aktivnosti mogu biti visoki, trudeći se da odgovaraju njihovim zahtevima i regulativi koja bi bi zahtevala centralizovanu akciju takve vrste da bi bilo veoma teško delovati kroz podeljeno upravljanje, budući da bi odgovor mogao da bude difuzan.)
MATCH@M:(The NAO, in any case, is supposed to ensure an individual focal point for interacting with a financier, so that the legit-imity of the network as a whole should be increased.===>NAO, u svakom slučaju, treba da obezbedi pojedinačnu foku-snu tačku za interakcije sa finansijerom, tako da može takođe da poveća legitimitet mreže kao celine.)
MATCH@E:(The NAO, in any case, is supposed to ensure an individual focal point for interacting with a financier, so that the legitimity of the network as a whole should be increased.===>NAO, u svakom slučaju, treba da obezbedi pojedinačnu fokusnu tačku za interakcije sa finansijerom, tako da može takođe da poveća legitimitet mreže kao celine.)
MATCH@M:(The leader organizations are better equipped for meeting the requirements and needs on the network level in comparison with the shared management arrangements.===>Vodeće organizacije su bolje opremljene za rešavanje zah-teva i potreba na nivou mreže od aranžmana podelje-nog upravljanja.)
MATCH@E:(The leader organizations are better equipped for meeting the requirements and needs on the network level in comparison with the shared management arrangements.===>Vodeće organizacije su bolje opremljene za rešavanje zahteva i potreba na nivou mreže od aranžmana podeljenog upravljanja.)
MATCH@M:(In any case, the leader organization may have its own set of skills and competencies that do not precisely match the collective needs of the network members.===>U svakom slučaju, vodeća organizacija može imati sopstveni skup veština i kompetentnosti koje se ne podudaraju precizno sa kolektivnim potrebama članova mreže.)
MATCH@E:(In any case, the leader organization may have its own set of skills and competencies that do not precisely match the collective needs of the network members.===>U svakom slučaju, vodeća organizacija može imati sopstveni skup veština i kompetentnosti koje se ne podudaraju precizno sa kolektivnim potrebama članova mreže.)
MATCH@M:(The leader organization may also be against taking on a financial obligation for building such skills.===>Vodeća organizacija može takođe biti protiv pravljenja finansijske obavezanosti za izgradnju takvih veština.)
MATCH@E:(The leader organization may also be against taking on a financial obligation for building such skills.===>Vodeća organizacija može takođe biti protiv pravljenja finansijske obavezanosti za izgradnju takvih veština.)
MATCH@M:(With the NAO, although the quantity of scarce resources may be significant, the job of the board of experts on the network level is to develop the necessary skills for acting on the network level.===>Sa NAO, iako može postojati značajna količina ograničenih resursa, posao stručnog štaba na nivou mreže je da razvije potrebne veštine za delovanje na nivou mreže.)
MATCH@E:(With the NAO, although the quantity of scarce resources may be significant, the job of the board of experts on the network level is to develop the necessary skills for acting on the network level.===>Sa NAO, iako može postojati značajna količina ograničenih resursa, posao stručnog štaba na nivou mreže je da razvije potrebne veštine za delovanje na nivou mreže.)
MATCH@M:(On the basis of these major arguments we propose the following solutions that summarize the basic proposed relations through all four factors of unpredictability:===>Na osnovu ovih glavnih argumenata, nudimo sledeća rešenja koja rezimiraju osnovne predložene odnose kroz sva četiri faktora nepredviđenosti:)
MATCH@E:(On the basis of these major arguments we propose the following solutions that summarize the basic proposed relations through all four factors of unpredictability: 1.===>Na osnovu ovih glavnih argumenata, nudimo sledeća rešenja koja rezimiraju osnovne predložene odnose kroz sva četiri faktora nepredviđenosti: ~~~ 1.)
MATCH@M:(1.	Higher inconsistency among the critical factors of unpredictability and a specific form of management (both within the limits of the number of inconsistent factors and scope in which all these factors are inconsistent with the characteristics of forms of management).===>1.	Veća nekonzistentnost među kritičnim faktorima nepredviđenosti i poseban oblik upravljanja (oba u granicama broja nekonzistentnih faktora i obima u kome su ovi faktori nekonzistentni sa karakteristikama oblika upravljanja).)
MATCH@E:(Higher inconsistency among the critical factors of unpredictability and a specific form of management (both within the limits of the number of inconsistent factors and scope in which all these factors are inconsistent with the characteristics of forms of management).===>Veća nekonzistentnost među kritičnim faktorima nepredviđenosti i poseban oblik upravljanja (oba u granicama broja nekonzistentnih faktora i obima u kome su ovi faktori nekonzistentni sa karakteristikama oblika upravljanja).)
MATCH@M:(A less favourable solution will be that a specific form of management should be effective, leading either to a total inefficiency of the network, annulment, or a change into a form of management.===>Nepovoljnije rešenje bi bilo da poseban oblik upravljanja bude efektivan, vodeći ili sveobuhvatnu neeefika-snost mreže, poništenje, ili promenu u oblik upravljanja.)
MATCH@E:(A less favourable solution will be that a specific form of management should be effective, leading either to a total inefficiency of the network, annulment, or a change into a form of management.===>Nepovoljnije rešenje bi bilo da poseban oblik upravljanja bude efektivan, vodeći ili sveobuhvatnu neeefikasnost mreže, poništenje, ili promenu u oblik upravljanja. 2.)
MATCH@M:(2.	Shared management of the network will prove to be most effective in achieving the outputs on the network level when the trust is widely spread among the network members (high intensity, decentralised trust), when the number of network participants is relatively small, when the concensus on the objective on the network level is high and the demand for competences on the network level is low.===>2.	Podeljeno upravljanje mrežom biće najefektnije za postizanje ishoda na niovu mreže kad je povere-nje široko podeljeno između učesnika mreže (visok intenzitet, decentralizovano poverenje), kada je relativno malo učesnika mreže, kada je konsenzus cilja na nivou mreže visok a kada je potreba za kom-petnentostima na nivou mreže niska.)
MATCH@E:(2. ~~~ Shared management of the network will prove to be most effective in achieving the outputs on the network level when the trust is widely spread among the network members (high intensity, decentralised trust), when the number of network participants is relatively small, when the concensus on the objective on the network level is high and the demand for competences on the network level is low.===>Podeljeno upravljanje mrežom biće najefektnije za postizanje ishoda na niovu mreže kad je poverenje široko podeljeno između učesnika mreže (visok intenzitet, decentralizovano poverenje), kada je relativno malo učesnika mreže, kada je konsenzus cilja na nivou mreže visok a kada je potreba za kompetnentostima na nivou mreže niska. 3.)
MATCH@M:(3.	The management of the leader organization will be most effective in achieving outcomes on the network level when the trust is narrowly spread among the network members (low intensity, highly centralised trust), when the number of network members is relatively moderate, and when the need for competencies on the network level is moderate.===>3.	Upravljanje vodeće organizacije biće najefektnije za postizanje ishoda na nivou mreže kada je poverenje usko podeljeno među članovima mreže (nizak intenzitet, visoko centralizovano poverenje), zatim kada je relativno umeren broj učesnika mreže, kada je konsenzus ciljeva na nivou mreže umereno nizak, i kada je potreba za kompetentnostima na nivou mreže umerena.)
MATCH@E:(3. ~~~ The management of the leader organization will be most effective in achieving outcomes on the network level when the trust is narrowly spread among the network members (low intensity, highly centralised trust), when the number of network members is relatively moderate, and when the need for competencies on the network level is moderate. ~~~ 4.===>Upravljanje vodeće organizacije biće najefektnije za postizanje ishoda na nivou mreže kada je poverenje usko podeljeno među članovima mreže (nizak intenzitet, visoko centralizovano poverenje), zatim kada je relativno umeren broj učesnika mreže, kada je konsenzus ciljeva na nivou mreže umereno nizak, i kada je potreba za kompetentnostima na nivou mreže umerena. 4.)
MATCH@M:(4.	The NAO management of the network will be most effective for achieving outputs on the network level when the trust is moderately to very widely spread among the network members (moderate intensity of trust), when there is a moderate to high number of network participants, when the consensus on the objective on the network level is moderately high, and when the need for competences on the network level is high.===>4.	NAO upravljanje mrežom biće najefektnije za postizanje ishoda na nivou mreže kada je poverenje umereno do veoma rašireno među članovima mreže (umeren intenzitet poverenja), kad postoji umereno do mnogo učesnika mreže, kada je konsenzus cilja na nivou mreže umereno visok, i kada je potreba za kompetentnosti na nivou mreže visok.)
MATCH@E:(The NAO management of the network will be most effective for achieving outputs on the network level when the trust is moderately to very widely spread among the network members (moderate intensity of trust), when there is a moderate to high number of network participants, when the consensus on the objective on the network level is moderately high, and when the need for competences on the network level is high. ~~~ 4.===>NAO upravljanje mrežom biće najefektnije za postizanje ishoda na nivou mreže kada je poverenje umereno do veoma rašireno među članovima mreže (umeren intenzitet poverenja), kad postoji umereno do mnogo učesnika mreže, kada je konsenzus cilja na nivou mreže umereno visok, i kada je potreba za kompetentnosti na nivou mreže visok. 4.)
MATCH@M:(We have described the forms of network management, the conditions under which a certain form, if adopted, can be successful, and the tensions inherent to each form.===>Mi smo opisali oblike upravljanja mrežom, uslove pod kojima određeni oblik, ukoliko je usvojen, može da bude us-pešan, i tenzije koje su inherentne za svaki oblik.)
MATCH@E:(We have described the forms of network management, the conditions under which a certain form, if adopted, can be successful, and the tensions inherent to each form.===>Mi smo opisali oblike upravljanja mrežom, uslove pod kojima određeni oblik, ukoliko je usvojen, može da bude uspešan, i tenzije koje su inherentne za svaki oblik.)
MATCH@M:(However, what happens when the need emerges that the forms should be changed?===>Ali šta se dešava kada je potrebno da se oblici promene?)
MATCH@E:(However, what happens when the need emerges that the forms should be changed?===>Ali šta se dešava kada je potrebno da se oblici promene?)
MATCH@M:(Although there is research about how the network develops over time, these studies focused mainly upon the development of the relationships among networks, not on the development of the forms of management.===>Iako postoji istraživanje o tome kako se mreža razvija tokom vremena ove studije su se fokusirale uglavnom na razvoju odnosa između mreža, ne na razvoju oblika upravljanja.)
MATCH@E:(Although there is research about how the network develops over time (Isett and Provan, 2005), these studies focused mainly upon the development of the relationships among networks, not on the development of the forms of management.===>Iako postoji istraživanje o tome kako se mreža razvija tokom vremena (Isett and Provan 2005) ove studije su se fokusirale uglavnom na razvoju odnosa između mreža, ne na razvoju oblika upravljanja.)
MATCH@M:(If there is a discrepancy between the forms of management and one or more critical unpredictabilities we discussed (trust intensity, size, etc.) one option, naturally, for the network to avoid change will be that it will in that case be either “contagious“ or fail.===>Ako postoji raskorak između oblika upravljanja i jedne ili više kritičnih nepredviđenosti o kojima smo diskutovali (intenzitet poverenja, veličina, itd.), jedna je opcija, naravno, za mrežu da izbegne promenu, u tom slučaju će jednostavno biti ili „infektivna“ ili će pasti.)
MATCH@E:(If there is a discrepancy between the forms of management and one or more critical unpredictabilities we discussed (trust intensity, size, etc.) one option, naturally, for the network to avoid change will be that it will in that case be either contagious or fail.===>Ako postoji raskorak između oblika upravljanja i jedne ili više kritičnih nepredviđenosti o kojima smo diskutovali (intenzitet poverenja, veličina, itd.), jedna je opcija, naravno, za mrežu da izbegne promenu, u tom slučaju će jednostavno biti ili infektivna ili će pasti.)
MATCH@M:(The change in network management is certainly not unavoidable.===>Promena u upravljanju mrežom sigurno nije neizbežna.)
MATCH@E:(The change in network management is certainly not unavoidable.===>Promena u upravljanju mrežom sigurno nije neizbežna.)
MATCH@M:(An alternative option for the network and its management is to change the structure components and adopt a different form of management.===>Alternativna opcija za mrežu i njen menadžment je da prome-ni strukturne komponente i usvoji drugačiji oblik upravljanja.)
MATCH@E:(An alternative option for the network and its management is to change the structure components and adopt a different form of management.===>Alternativna opcija za mrežu i njen menadžment je da promeni strukturne komponente i usvoji drugačiji oblik upravljanja.)
MATCH@M:(For example, as shared management attracts more and more members (perhaps due to its efficiency), the demands for its structure of management will change.===>Na primer, kako podeljeno upravljanje mrežom privlači sve više članova (možda zbog efikasnosti), zahtevi za njenu strukturu upravljanja će se promeniti.)
MATCH@E:(For example, as shared management attracts more and more members (perhaps due to its efficiency), the demands for its structure of management will change.===>Na primer, kako podeljeno upravljanje mrežom privlači sve više članova (možda zbog efikasnosti), zahtevi za njenu strukturu upravljanja će se promeniti.)
MATCH@M:(In that sense, the managers on the network level may struggle with one form of management, which will probably be rather contagious, or they may choose to pass into another form that is consistent with having more participants, and less intensity of the trust relations.===>U tom smislu, menadžeri na nivou mreže mogu da se bore sa određenim oblikom upravljanja, što će biti verovatno jako zarazno, ili da pređu u drugi oblik koji je konzistentan sa posedovanjem više učesnika, manjem intenzitetu odnosa poverenja.)
MATCH@E:(In that sense, the managers on the network level may struggle with one form of management, which will probably be rather contagious, or they may choose to pass into another form that is consistent with having more participants, and less intensity of the trust relations.===>U tom smislu, menadžeri na nivou mreže mogu da se bore sa određenim oblikom upravljanja, što će biti verovatno jako zarazno, ili da pređu u drugi oblik koji je konzistentan sa posedovanjem više učesnika, manjem intenzitetu odnosa poverenja.)
MATCH@M:(The question is, how can we come to change the network?===>Postavlja se pitanje kako doći do promene mreže?)
MATCH@E:(The question is, how can we come to change the network?===>Postavlja se pitanje kako doći do promene mreže?)
MATCH@M:(Are the changes from one form into another equal or is the development inhibited by the structure of the form itself?===>Da li su promene iz jednog u drugi oblik jednake ili je razvoj inhibiran strukturom samog oblika?)
MATCH@E:(Are the changes from one form into another equal or is the development inhibited by the structure of the form itself?===>Da li su promene iz jednog u drugi oblik jednake ili je raz voj inhibiran strukturom samog oblika?)
MATCH@M:(It is worth mentioning that here we are talking about the change from one form of management into another, as regards the form the network is in now.===>Treba napomenuti da ovde govorimo o promeni iz jednog u drugi oblik upravljanja kao predvidljivoj, u zavisnosti u kom obliku se mreža već nalazi.)
MATCH@E:(It is worth mentioning that here we are talking about the change from one form of management into another, as regards the form the network is in now.===>Treba napomenuti da ovde govorimo o promeni iz jednog u drugi oblik upravljanja kao predvidljivoj, u zavisnosti u kom obliku se mreža već nalazi.)
MATCH@M:(The logics underlying this argument is based upon an inherent flexibility and adaptability of the form itself.===>Logika iza ovog argumenta se zasniva na inherentnoj fleksibilnosti i prilagodljivosti samog oblika.)
MATCH@E:(The logics underlying this argument is based upon an inherent flexibility and adaptability of the form itself.===>Logika iza ovog argumenta se zasniva na inherentnoj fleksibilnosti i prilagodljivosti samog oblika.)
MATCH@M:(Shared management is a most flexible and daptable form.===>Podeljeno upravljanje je najfleksibilniji i najprilago-dljiviji oblik.)
MATCH@E:(Shared management is a most flexible and daptable form.===>Podeljeno upravljanje je najfleksibilniji i najprilagodljiviji oblik.)
MATCH@M:(Networks are perfectly capable of retaining their form.===>Mreže sigurno mogu da održe svoj oblik.)
MATCH@E:(Networks are perfectly capable of retaining their form.===>Mreže sigurno mogu da održe svoj oblik.)
MATCH@M:(In any case, the success of the network should lead towards changes in the unpredictabiliy components we pointed out before (more participants, greater need for competencies on the network level, etc.), demanding change in network management.===>U svakom slučaju, uspeh mreže trebalo bi da dovede do promena u komponentama nepredviđenosti koje smo ranije istakli (više učesnika, veća potreba za kompetentnostima na nivou mreže, itd.), zahtevajući promenu u upravljanju mrežom.)
MATCH@E:(In any case, the success of the network should lead towards changes in the unpredictabiliy components we pointed out before (more participants, greater need for competencies on the network level, etc.), demanding change in network management.===>U svakom slučaju, uspeh mreže trebalo bi da dovede do promena u komponentama nepredviđenosti koje smo ranije istakli (više učesnika, veća potreba za kompetentnostima na nivou mreže, itd.), zahtevajući promenu u upravljanju mrežom.)
MATCH@M:(Once the mediation form has been adopted, in any case, the range of choices is reduced.===>Kada je jednom usvojen posrednički oblik, u svakom slučaju, raspon izbora je smanjen.)
MATCH@E:(Once the mediation form has been adopted, in any case, the range of choices is reduced.===>Kada je jednom usvojen posrednički oblik, u svakom slučaju, raspon izbora je smanjen.)
MATCH@M:(It is especially when management is established either as a leader organization or as a NAO form that the development into a shared management is uncertain.===>Posebno, kada je upravljanje ustanovljeno ili kao vodeća organzacija ili kao NAO oblik, razvoj u podeljeno upravljanje je ne-izvestan.)
MATCH@E:(It is especially when management is established either as a leader organization or as a NAO form that the development into a shared management is uncertain.===>Posebno, kada je upravljanje ustanovljeno ili kao vodeća organzacija ili kao NAO oblik, razvoj u podeljeno upravljanje je neizvestan.)
MATCH@M:(Both the leader organization and the NAO forms are steadier, less flexible forms, with instututionalized leading roles that make the change into the shared management more difficult.===>I vodeća organizacija i NAO oblici su stabilniji, manje fleksibilni oblici, sa institucionalizovanim vodećim ulogama koje otežavaju promenu u podeljeno upravljanje.)
MATCH@E:(Both the leader organization and the NAO forms are steadier, less flexible forms, with instututionalized leading roles that make the change into the shared management more difficult.===>I vodeća organizacija i NAO oblici su stabilniji, manje fleksibilni oblici, sa institucionalizovanim vodećim ulogama koje otežavaju promenu u podeljeno upravljanje.)
MATCH@M:(Similarly, once the form of the leader organization has been adopted, if the unpredictability factors change, they do it most often in such a way as to create the NAO form as optimal.===>Na sličan način, kada je usvojen oblik vodeće organizacije, ako se menjaju faktori nepredividivosti, oni se menjaju najčešće tako da stvaraju NAO oblik kao optimalan.)
MATCH@E:(Similarly, once the form of the leader organization has been adopted, if the unpredictability factors change, they do it most often in such a way as to create the NAO form as optimal.===>Na sličan način, kada je usvojen oblik vodeće organizacije, ako se menjaju faktori nepredividivosti, oni se menjaju najčešće tako da stvaraju NAO oblik kao optimalan.)
MATCH@M:(The development generally leads from the leader organization to the NAO form, rather than from the leader orgnizationn to shared management.===>Razvoj mnogo češće vodi od vodeće organizacije ka NAO obliku, nego od vodeće organizacije ka podeljenom upravljanju.)
MATCH@E:(The development generally leads from the leader organization to the NAO form, rather than from the leader orgnizationn to shared management.===>Razvoj mnogo češće vodi od vodeće organizacije ka NAO obliku, nego od vodeće organizacije ka podeljenom upravljanju.)
MATCH@M:(In any case, the movement, whether from shared management or from leader organization towards the NAO is a strategic choice, and this is important to know.===>To bi trebalo da bude naznačeno, u svakom slučaju, kretanje bilo od podeljenog upravljanja ili vodeće organizacije ka NAO uključuje strateški izbor.)
MATCH@E:(In any case, the movement, whether from shared management or from leader organization towards the NAO is a strategic choice, and this is important to know.===>To bi trebalo da bude naznačeno, u svakom slučaju, kretanje bilo od podeljenog upravljanja ili vodeće organizacije ka NAO uključuje strateški izbor.)
MATCH@M:(This means that development is not a simple and natural process that goes on as the change of the unpredictability components.===>To znači da razvoj nije jednostavan i prirodan proces koji se odvija kao promena komponenti nepredvidivosti.)
MATCH@E:(This means that development is not a simple and natural process that goes on as the change of the unpredictability components.===>To znači da razvoj nije jednostavan i prirodan proces koji se odvija kao promena komponenti nepredvidivosti.)
MATCH@M:(On the contrary, a specific choice must be made by the participants or the manager of the network to move from managing the network of one or more participants to the third type of organization.===>Naprotiv, specifičan izbor mora biti napravljen od strane učesnika ili menadžera mreže da iokrenu iz upravljanja mrežom jednog ili više učesnika ka trećoj strani organizacije.)
MATCH@E:(On the contrary, a specific choice must be made by the participants or the manager of the network to move from managing the network of one or more participants to the third type of organization.===>Naprotiv, specifičan izbor mora biti napravljen od strane učesnika ili menadžera mreže da iokrenu iz upravljanja mrežom jednog ili više učesnika ka trećoj strani organizacije.)
MATCH@M:(Finally, when the NAO has been adopted as the most formal of management models, this form includes at least three basic forms for change.===>Konačno, kada je NAO usvojen, zato što je najformalniji od modela upravljanja, oblik je najmanje od tri osnovna oblika za promenu.)
MATCH@E:(Finally, when the NAO has been adopted as the most formal of management models, this form includes at least three basic forms for change.===>Konačno, kada je NAO usvojen, zato što je najformalniji od modela upravljanja, oblik je najmanje od tri osnovna oblika za promenu.)
MATCH@M:(Our logic rests, shortly, in the following propositions:===>Naša logika je sažeta u sledećim predlozima:)
MATCH@E:(Our logic rests, shortly, in the following propositions: 1.===>Naša logika je sažeta u sledećim predlozima: ~~~ 1.)
MATCH@M:(1.===>1.)
MATCH@E:(1.===>Model akcionog istraživanja Teorija menadžmenta poznaje dva klasična tipa modela intervencije u oblasti organizacionog razvoja2: (cid:)
BAD_LINE_=============================================================
BAD_LINE_M:1.
BAD_LINE_M:1.
BAD_LINE_E:1.
BAD_LINE_E:Model akcionog istraživanja Teorija menadžmenta poznaje dva klasična tipa modela intervencije u oblasti organizacionog razvoja2: (cid:
MATCH@M:(Ensure the sustenance of the network over time, while the management of the network is being changed, which will in turn probably develop into a predictable form, from shared management into a more mediating form, and from the participant management into external management (NAO).===>Obezbediti preživljavanje mreže u toku vremena, dok se upravljanje mrežom menja, što će se verovatno razviti u predvidiv oblik iz podeljenog upravljanja u više posrednički oblik i iz upravljanja od strane učesnika u spoljno upravljanje (NAO).)
MATCH@E:(Ensure the sustenance of the network over time, while the management of the network is being changed, which will in turn probably develop into a predictable form, from shared management into a more mediating form, and from the participant management into external management (NAO).===>Obezbediti preživljavanje mreže u toku vremena, dok se upravljanje mrežom menja, što će se verovatno razviti u predvidiv oblik iz podeljenog upravljanja u više posrednički oblik i iz upravljanja od strane učesnika u spoljno upravljanje (NAO).)
MATCH@M:(The development from shared management into a mediating form is more important than that from the mediating form into the shared management.===>Razvoj od podeljenog upravljanja u posrednički oblik je značajnije od razvoja iz posredničkog oblika u podeljeno upravljanje.)
MATCH@E:(The development from shared management into a mediating form is more important than that from the mediating form into the shared management.===>Razvoj od podeljenog upravljanja u posrednički oblik je značajnije od razvoja iz posredničkog oblika u podeljeno upravljanje.)
MATCH@M:(Once this has been established, the development from the NAO into another form is uncertain (inertia is strongest when the form of management is more formalized).===>Kada je to jednom utvrđeno, razvoj iz NAO u drugi oblik je neizvesan (inercija je najjača kada je oblik upravljanja više formalizovan). Zaključak)
MATCH@E:(Once this has been established, the development from the NAO into another form is uncertain (inertia is strongest when the form of management is more formalized).===>Kada je to jednom utvrđeno, razvoj iz NAO u drugi oblik je neizvesan (inercija je najjača kada je oblik upravljanja više formalizovan).)
MATCH@M:(5.	Conclusion This paper presents the research and discussion on managing organizational networks and proposes three basic forms of network management.===>U ovom radu izneto je ispitivanje i diskusija o upravljanju organizacionim mrežama, i predstavljena su tri osnovna oblika upravljanja mrežom.)
MATCH@E:(5. ~~~ Conclusion This paper presents the research and discussion on managing organizational networks and proposes three basic forms of network management.===>Zaključak U ovom radu izneto je ispitivanje i diskusija o upravljanju organizacionim mrežama, i predstavljena su tri osnovna oblika upravljanja mrežom.)
MATCH@M:(Our intention was to improve the network theory, firstly, by discussing the basic characteristics of each of the management forms; secondly, stating the number of critical components of unpredictability that explain the effectiveness of the management form; thirdly, analysing the inherent tensions in each of the forms and the ways these tensions can be resolved in the context of the network; fourthly, by a research into the development of the network management from one form into another.===>Naša namera je bila da unapredimo teoriju o upravljanju mrežom, prvo diskusijom o osnovnim karakteristikama svakog oblika upravljanja; drugo isticanjem broja kritičnih komponenti nepredviđenosti koje objašnjavaju efikasnost oblika upravljanja; treće, diskutovanjem o inherentnim tenzijama u svakom obliku i kako te tenzije mogu biti rešene u kontekstu mreže; i četvrto, istraživanjem razvoja oblika upravljanja mrežom iz jednog u drugi oblik.)
MATCH@E:(Our intention was to improve the network theory, firstly, by discussing the basic characteristics of each of the management forms; secondly, stating the number of critical components of unpredictability that explain the effectiveness of the management form; thirdly, analysing the inherent tensions in each of the forms and the ways these tensions can be resolved in the context of the network; fourthly, by a research into the development of the network management from one form into another.===>Naša namera je bila da unapredimo teoriju o upravljanju mrežom, prvo diskusijom o osnovnim karakteristikama svakog oblika upravljanja; drugo isticanjem broja kritičnih komponenti nepredviđenosti koje objašnjavaju efikasnost oblika upravljanja; treće, diskutovanjem o inherentnim tenzijama u svakom obliku i kako te tenzije mogu biti rešene u kontekstu mreže; i četvrto, istraživanjem razvoja oblika upravljanja mrežom iz jednog u drugi oblik.)
MATCH@M:(Naturally, we do not deny that the network effectiveness may partly be the function of the activity of individual network participants, not that individual participants may gain advantage from the participation network, regardless of the form of management.===>Svakako da ne poričemo da efektnost mreža može delom biti u funkciji akcija invididualnih učesnika mreže, ili da individualni učesnici mogu da dobiju prednost iz mreže učešća, bez obzira na oblik upravljanja.)
MATCH@E:(Naturally, we do not deny that the network effectiveness may partly be the function of the activity of individual network participants, not that individual participants may gain advantage from the participation network, regardless of the form of management.===>Svakako da ne poričemo da efektnost mreža može delom biti u funkciji akcija invididualnih učesnika mreže, ili da individualni učesnici mogu da dobiju prednost iz mreže učešća, bez obzira na oblik upravljanja.)
MATCH@M:(Our major argument is that, when we focus upon collectively generated outputs on the network level, the adopted form of network management and the respective management tensions are critical for explaining the network effectiveness.===>Osnovni argument je da kada se fokusira-mo na kolektivno generisane ishode na nivou mreže, usvojeni oblik upravljanja mrežom i menadžment tenzija koje se odnose na taj oblik je kritičan za objašnjavanje efektnosti mreže.)
MATCH@E:(Our major argument is that, when we focus upon collectively generated outputs on the network level, the adopted form of network management and the respective management tensions are critical for explaining the network effectiveness.===>Osnovni argument je da kada se fokusiramo na kolektivno generisane ishode na nivou mreže, usvojeni oblik upravljanja mrežom i menadžment tenzija koje se odnose na taj oblik je kritičan za objašnjavanje efektnosti mreže.)
MATCH@M:(An issue that merits further attention is the importance of development.===>Pitanje koje zaslužuje buduću pažnju je važnost razvoja.)
MATCH@E:(An issue that merits further attention is the importance of development.===>Pitanje koje zaslužuje buduću pažnju je važnost razvoja.)
MATCH@M:(The importance of development was discussed in general, however, empirical research and future contemplations are something yet to be done.===>Diskutovali smo o važnosti razvoja uopšteno, ali empirijska istraživanja kao i buduća razmišljanja su nešto što sledi.)
MATCH@E:(The importance of development was discussed in general, however, empirical research and future contemplations are something yet to be done.===>Diskutovali smo o važnosti razvoja uopšteno, ali empirijska istraživanja kao i buduća razmišljanja su nešto što sledi.)
MATCH@M:(For example, in the absence of mandate, how do the forms of network management start, in the first place?===>Na primer, ako nema mandata, kako oblici upravljanja mrežom počinju na prvom mestu?)
MATCH@E:(For example, in the absence of mandate, how do the forms of network management start, in the first place?===>Na primer, ako nema mandata, kako oblici upravljanja mrežom počinju na prvom mestu?)
MATCH@M:(And when they do start, which are the factors that contribute to the tendency of some forms to change faster than others?===>I kada počnu, koji faktori mogu da doprinesu tendenciji nekih oblika da se promene brže od drugih?)
MATCH@E:(And when they do start, which are the factors that contribute to the tendency of some forms to change faster than others?===>I kada počnu, koji faktori mogu da doprinesu tendenciji nekih oblika da se promene brže od drugih?)
MATCH@M:(In other words, are some forms more resistant to change in given components of unpredictability, and in which way is the process of change resolved?===>Drugim rečima, da li su određeni oblici otporniji na promene u određenim komponentama nepredvidivosti, i kako se rešava proces promene?)
MATCH@E:(In other words, are some forms more resistant to change in given components of unpredictability, and in which way is the process of change resolved?===>Drugim rečima, da li su određeni oblici otporniji na promene u određenim komponentama nepredvidivosti, i kako se rešava proces promene?)
MATCH@M:(Systemic research into the network development is necessary, with special focus upon the manner in which the public network management occurs (mandate or choice) as well as upon the manner it changes over time.===>Sistematska istraživanja o razvoju mreža su potrebna, fokusirajući se posebno kako dolazi do upravljanja javnim mrežama (mandatom ili izborom), i kako se menja tokom vremena.)
MATCH@E:(Systemic research into the network development is necessary, with special focus upon the manner in which the public network management occurs (mandate or choice) as well as upon the manner it changes over time.===>Sistematska istraživanja o razvoju mreža su potrebna, fokusirajući se posebno kako dolazi do upravljanja javnim mrežama (mandatom ili izborom), i kako se menja tokom vremena.)
MATCH@M:(Finally, although we primarily focused on explaining the impact of management forms upon the network efficiency, the efficiency itself has so far been solved only in a general sense.===>Konačno, iako smo se primarno fokusirali na objašnjavanju uticaja oblika upravljanja na efikasnost mreže, efikasnost sama po sebi je rešena samo na uop-šten način.)
MATCH@E:(Finally, although we primarily focused on explaining the impact of management forms upon the network efficiency, the efficiency itself has so far been solved only in a general sense.===>Konačno, iako smo se primarno fokusirali na objašnjavanju uticaja oblika upravljanja na efikasnost mreže, efikasnost sama po sebi je rešena samo na uopšten način.)
MATCH@M:(Research and further theorising on network management should continue to resolve the efficiency as a multidimansional variable.===>Istraživanje i dalje teoretisanje o upravljanju mrežom može ići napred, rešavajući efikasnost kao multidimenzionalnu promenljivu.)
MATCH@E:(Research and further theorising on network management should continue to resolve the efficiency as a multidimansional variable.===>Istraživanje i dalje teoretisanje o upravljanju mrežom može ići napred, rešavajući efikasnost kao multidimenzionalnu promenljivu.)
MATCH@M:(For example, one form of management may produce positive outcomes for some types of outcomes, such as community planning; however, not for others, such as better services.===>Na primer, može biti da jedan oblik upravljanja može proizvoditi pozitivne ishode za neke vrste ishoda, kao planiranje zajednice, ali ne za druge, kao bolje servise.)
MATCH@E:(For example, one form of management may produce positive outcomes for some types of outcomes, such as community planning; however, not for others, such as better services.===>Na primer, može biti da jedan oblik upravljanja može proizvoditi pozitivne ishode za neke vrste ishoda, kao planiranje zajednice, ali ne za druge, kao bolje servise.)
MATCH@M:(Hence, it could be possible to work backwards, predicting a form of network based on the type of outcomes chieved.===>Na osnovu toga, može biti moguće raditi unazad, predviđajući oblik mreže baziran na vrsti ishoda koji je dobijen.)
MATCH@E:(Hence, it could be possible to work backwards, predicting a form of network based on the type of outcomes chieved.===>Na osnovu toga, može biti moguće raditi unazad, predviđajući oblik mreže baziran na vrsti ishoda koji je dobijen.)
MATCH@M:(The capacity would be of specific interest to those who try to investigate into and understand the functioning of illegal networks.===>Kapacitet bi bio posebno atraktivan onima kojim pokušavaju da ispitaju i razumeju rad ilegalnih mreža.)
MATCH@E:(The capacity would be of specific interest to those who try to investigate into and understand the functioning of illegal networks (Raab and Milward, 2003).===>Kapacitet bi bio posebno atraktivan onima kojim pokušavaju da ispitaju i razumeju rad ilegalnih mreža (Raab and Milward 2003).)
MATCH@M:(If the form of the network could be concluded from the outcome achieved, a more effective strategy of intervention could be designed.===>Ako bi oblik mreže bio zaključen iz dostignutog ishoda, onda bi mogla biti osmišljena efektivnija interventna strategija.)
MATCH@E:(If the form of the network could be concluded from the outcome achieved, a more effective strategy of intervention could be designed.===>Ako bi oblik mreže bio zaključen iz dostignutog ishoda, onda bi mogla biti osmišljena efektivnija interventna strategija.)
MATCH@M:(The work also has some practical implications.===>Rad ima i praktične implikacije.)
MATCH@E:(The work also has some practical implications.===>Rad ima i praktične implikacije.)
MATCH@M:(From the policy aspect, it should be clear that the selection of management forms, either through the mandate or through financial incentives, may carry critical implica-tionsfor the efficiency of the entire network.===>Iz perspektive politike, trebalo bi da bude jasno da selekcija oblika upravljanja, bilo kroz mandat ili finansijskih podsticaja, mogu da imaju kritične implikacije za efikasnost sveobuhvatne mreže.)
MATCH@E:(From the policy aspect, it should be clear that the selection of management forms, either through the mandate or through financial incentives, may carry critical implicationsfor the efficiency of the entire network.===>Iz perspektive politike, trebalo bi da bude jasno da selekcija oblika upravljanja, bilo kroz mandat ili finansijskih podsticaja, mogu da imaju kritične implikacije za efikasnost sveobuhvatne mreže.)
MATCH@M:(From the aspect of management, on the other hand, our work proves that an effective network management requires that both demands of the network, internal and external, be identified and responded to in selecting the management form and in resolving the tensions emerging as part of this form.===>Iz perspektive menadžmenta, naš rad pokazuje da efektivan menadžment mreže zahteva potrebu da se prepozna i odgovori na oba zahteva mreže, i interni i eksterni, pri odabiru oblika upravljanja i re-šavanju tenzija koje se javljaju kao deo tog oblika.)
MATCH@E:(From the aspect of management, on the other hand, our work proves that an effective network management requires that both demands of the network, internal and external, be identified and responded to in selecting the management form and in resolving the tensions emerging as part of this form.===>Iz perspektive menadžmenta, naš rad pokazuje da efektivan menadžment mreže zahteva potrebu da se prepozna i odgovori na oba zahteva mreže, i interni i eksterni, pri odabiru oblika upravljanja i rešavanju tenzija koje se javljaju kao deo tog oblika.)
MATCH@M:(The paper is also an attempt to stimulate fresh thinking about how networks can be studied in the future.===>Rad predstavlja i pokušaj da se stimuliše sveže razmišljanje o tome kako mreže mogu da budu proučavane u budućnosti.)
MATCH@E:(The paper is also an attempt to stimulate fresh thinking about how networks can be studied in the future.===>Rad predstavlja i pokušaj da se stimuliše sveže razmišljanje o tome kako mreže mogu da budu proučavane u budućnosti.)
MATCH@M:(A challenge for the researchers will be to broaden the focus, depart from describing the activity and behaviour of the network or focusing upon how organizations function within networks.===>Izazov za istraživače će biti u širenju njihovog fokusa, udaljavajući se od opisivanja aktivnosti i ponašanja mreže, ili fokusirajući se na to kako organizacije funkcionišu unutar mreža.)
MATCH@E:(A challenge for the researchers will be to broaden the focus, depart from describing the activity and behaviour of the network or focusing upon how organizations function within networks.===>Izazov za istraživače će biti u širenju njihovog fokusa, udaljavajući se od opisivanja aktivnosti i ponašanja mreže, ili fokusirajući se na to kako organizacije funkcionišu unutar mreža.)
MATCH@M:(The researchers will need to study all networks in more detail, including the manner in which they are managed.===>Istraživači će imati potrebe da ispitaju detaljnije sve mreže, uključujući i kako se njima upravlja.)
MATCH@E:(The researchers will need to study all networks in more detail, including the manner in which they are managed.===>Istraživači će imati potrebe da ispitaju detaljnije sve mreže, uključujući i kako se njima upravlja.)
MATCH@M:(A large comparative scale on networks is to be created in the future, on the basis of the studies of numerous types of networks over the range of various management forms.===>Velika komparativna skala studija o mrežama biće u budućnosti napravljena, ispitujući mnogo vrsta mreža kroz raspon različitih oblika upravljanja.)
MATCH@E:(A large comparative scale on networks is to be created in the future, on the basis of the studies of numerous types of networks over the range of various management forms.===>Velika komparativna skala studija o mrežama biće u budućnosti napravljena, ispitujući mnogo vrsta mreža kroz raspon različitih oblika upravljanja.)
MATCH@M:(As regards the cost and the complexity of such a research, it will in any case be reasonable to encourage a cumulative accrual of knowledge on the basis of manyfold studies on networks, that examine different forms of management in more detail.===>U pogledu troška i kompleksnosti vođenja ovakvog istraživanja, u svakom slučaju može biti razumno za ohrabrenje kumulativne izgradnje znanja na osnovu višestrukih studija o mrežama koje ispituju različite oblike upravaljanja na detaljniji način.)
MATCH@E:(As regards the cost and the complexity of such a research, it will in any case be reasonable to encourage a cumulative accrual of knowledge on the basis of manyfold studies on networks, that examine different forms of management in more detail.===>U pogledu troška i kompleksnosti vođenja ovakvog istraživanja, u svakom slučaju može biti razumno za ohrabrenje kumulativne izgradnje znanja na osnovu višestrukih studija o mrežama koje ispituju različite oblike upravaljanja na detaljniji način.)
MATCH@M:(Some researh has already been carried out, however, the accumulation of facts is not yet evident.===>Neka od istraživanja su već sprovedena, ali akumulacija činjenica nije još očigledna.)
MATCH@E:(Some researh has already been carried out, however, the accumulation of facts is not yet evident.===>Neka od istraživanja su već sprovedena, ali akumulacija činjenica nije još očigledna.)
MATCH@M:(It is our hope that this paper will stimulate that process.===>Nadamo se da će ovaj rad stimulisati taj proces.)
MATCH@E:(It is our hope that this paper will stimulate that process.===>Nadamo se da će ovaj rad stimulisati taj proces.)
MATCH@M:(Consequently, the contracting followed by the project financing has to meet mutual interests of various parties, and therefore the expected economic return from each participant is in proportion with the risk they bear in the project execution process.===>Shodno tome, ugovaranje koje prati projektno finansiranje treba da zadovolji zajedničke interese različitih strana, te je i očekivani ekonomski prinos svakog učesnika u srazmeri sa rizikom koji nosi prilikom realizacije projekta.)
MATCH@E:(Consequently, the contracting followed by the project financing has to meet mutual interests of various parties, and therefore the expected economic return from each participant is in proportion with the risk they bear in the project execution process.===>Shodno tome, ugovaranje koje prati projektno finansiranje treba da zadovolji zajedničke interese različitih strana, te je i očekivani ekonomski prinos svakog učesnika u srazmeri sa rizikom koji nosi prilikom realizacije projekta.)
MATCH@M:(Hence a successful project financing analysis is said to be based on the examination of all the risks that the project carries during its life cycle. This paper but points out these risks.===>Zato se obično kaže, da je uspesna analiza projektnog finansiranja zasnovana na razmatranju svih rizika sa kojima se projekat nosi tokom svog života, te se radom ukazuje na njih.)
MATCH@E:(Hence a successful project financing analysis is said to be based on the examination of all the risks that the project carries during its life cycle. ~~~ This paper but points out these risks.===>Zato se obično kaže, da je uspešna analiza projektnog finansiranja zasnovana na razmatranju svih rizika sa kojima se projekat nosi tokom svog života, te se radom ukazuje na njih. 1.)
MATCH@M:(Project financing is a specific type of financing, that is, a financing technique especially suitable in the execution of infrastructure and industrial projects.===>Projektno finansiranje je specifičan oblik finansiranja, odnosno tehnika finansiranja prevashodno pogodna za realizaciju infrastrukturnih i industrijskih projekata.)
MATCH@E:(1. ~~~ Introduction Project financing is a specific type of financing, that is, a financing technique especially suitable in the execution of infrastructure and industrial projects.===>Uvod Projektno finansiranje je specifičan oblik finansiranja, odnosno tehnika finansiranja prevashodno pogodna za realizaciju infrastrukturnih i industrijskih projekata.)
MATCH@M:(It is a complex procedure by which the lender (investor) expects the loaned funds to be paid back exclusively from the returns the infrastructure project generates, where a large share of borrowed money, as well as inadequate financial reasults threaten to endanger the sustainability of the infrastructure project.===>Reč je o složenom postupku kojim zajmodavac (odnosno investitor) očekuje otplatu pozajmljenih sredstava isključivo od priliva koje infrastrukturni projekat generiše, pri čemu visok udeo pozajmljenih sredstava, kao i neadekvatni finansijski rezultati mogu ugroziti održivost infrastrukturnog projekta.)
MATCH@E:(It is a complex procedure by which the lender (investor) expects the loaned funds to be paid back exclusively from the returns the infrastructure project generates, where a large share of borrowed money, as well as inadequate financial reasults threaten to endanger the sustainability of the infrastructure project.===>Reč je o složenom postupku kojim zajmodavac (odnosno investitor) očekuje otplatu pozajmljenih sredstava isključivo od priliva koje infrastrukturni projekat generiše, pri čemu visok udeo pozajmljenih sredstava, kao i neadekvatni finansijski rezultati mogu ugroziti održivost infrastrukturnog projekta.)
MATCH@M:(Hence an adequate risk allocation is considered to be a key part of a quality project finance.===>Zbog toga je adekvatna raspodela rizika ključni deo kvalitetnog projektnog finansiranja.)
MATCH@E:(Hence an adequate risk allocation is considered to be a key part of a quality project finance.===>Zbog toga je adekvatna raspodela rizika ključni deo kvalitetnog projektnog finansiranja.)
MATCH@M:(In the area of finance, risk is defined as a possibility that the return on investments differs from that expected.===>U oblasti finansija, rizik se definiše kao mogućnost da prinos na investicije bude drugačiji od očekivanog.)
MATCH@E:(In the area of finance, risk is defined as a possibility that the return on investments differs from that expected.===>U oblasti finansija, rizik se definiše kao mogućnost da prinos na investicije bude drugačiji od očekivanog.)
MATCH@M:(In the project finance, the risk includes the impacts of a large number of factors that may affect the project execution success.===>U projektnom finansiranju, rizik predstavlja de-lovanje velikog broja faktora koji mogu uticati na uspeh realizacije projekta.)
MATCH@E:(In the project finance, the risk includes the impacts of a large number of factors that may affect the project execution success.===>U projektnom finansiranju, rizik predstavlja delovanje velikog broja faktora koji mogu uticati na uspeh realizacije projekta.)
MATCH@M:(It is for this reason that risk identification, the assessment of risks and risk allocation among the project participants, as well as risk extenuation are the key activities in the project finance.===>Zato su identifikacija rizika, njihova analiza i raspodela između učesnika projekta, kao i ublažavanje, ključne aktivnosti projektnog finansiranja.)
MATCH@E:(It is for this reason that risk identification, the assessment of risks and risk allocation among the project participants, as well as risk extenuation are the key activities in the project finance.===>Zato su identifikacija rizika, njihova analiza i raspodela između učesnika projekta, kao i ublažavanje, ključne aktivnosti projektnog finansiranja. 2.)
MATCH@M:(A successful project finance analysis is based upon the assessment of all the risks the project bears during its economic life cycle.===>Uspešna analiza projektnog finansiranja zasnovana je na razmatranju svih rizika sa kojima se projekat nosi tokom svog ekonomskog života.)
MATCH@E:(2. ~~~ Risks in project financing A successful project finance analysis is based upon the assessment of all the risks the project bears during its economic life cycle.===>Rizici projektnog finansiranja Uspešna analiza projektnog finansiranja zasnovana je na razmatranju svih rizika sa kojima se projekat nosi tokom svog ekonomskog života.)
MATCH@M:(Risk is the basic factor in project finance since it is deemed responsible for unexpected changes related to paying the project expenses, debt servicing and payment of dividends to the shareholders (owners).===>Rizik je osnovni faktor u projektnom finansiranju budući da je odgovoran za neočekivane promene vezane za izmirenje troškova projekta, servisiranje duga i isplatu dividende akci-onarima (vlasnicima).)
MATCH@E:(Risk is the basic factor in project finance since it is deemed responsible for unexpected changes related to paying the project expenses, debt servicing and payment of dividends to the shareholders (owners).===>Rizik je osnovni faktor u projektnom finansiranju budući da je odgovoran za neočekivane promene vezane za izmirenje troškova projekta, servisiranje duga i isplatu dividende akcionarima (vlasnicima).)
MATCH@M:(The money flow can also be affected by certain types of risks, hence, if these risks are not adequately anticipated and if an adequate protection from risks is not provided, the losses are possible.===>Novčani tok takođe može biti pod udarom određenih vrsta rizika, te ukoliko ti rizici nisu adekvatno anticipirani, i izvršena adekvatna zaštita od rizika, mogući su gubici.)
MATCH@E:(The money flow can also be affected by certain types of risks, hence, if these risks are not adequately anticipated and if an adequate protection from risks is not provided, the losses are possible.===>Novčani tok takođe može biti pod udarom određenih vrsta rizika, te ukoliko ti rizici nisu adekvatno anticipirani, i izvršena adekvatna zaštita od rizika, mogući su gubici.)
MATCH@M:(More precisely, if there is not enough cash, it is not possible to pay to the creditors, and the project becomes technically problematic too.===>Preciznije, ukoliko nema dovoljno gotovine, nije moguće isplatiti kreditore, te je projekat i tehnički problematičan.)
MATCH@E:(More precisely, if there is not enough cash, it is not possible to pay to the creditors, and the project becomes technically problematic too.===>Preciznije, ukoliko nema dovoljno gotovine, nije moguće isplatiti kreditore, te je projekat i tehnički problematičan.)
MATCH@M:(Therefore the financial plan of the project should be designed in such a manner that it selects those among the available financial options that minimize the risk, adjusting the financial expenses to the conditions of offer and demand on the global capital market.===>Shodno tome, finansijski plan projekta trebao bi biti tako dizajniran da od raspoloživih finansijskih opcija bira one, koje minimiziraju rizik, podešavajući pri tome finan-sijske troškove u skladu sa postojećim uslovima ponude i tražnje na globalnom tržištu kapitala.)
MATCH@E:(Therefore the financial plan of the project should be designed in such a manner that it selects those among the available fi nancial options that minimize the risk, adjusting the financial expenses to the conditions of offer and demand on the global capital market.===>Shodno tome, finansijski plan projekta trebao bi biti tako dizajniran da od raspoloživih finansijskih opcija bira one, koje minimiziraju rizik, podešavajući pri tome finan sijske troškove u skladu sa postojećim uslovima ponude i tražnje na globalnom tržištu kapitala.)
MATCH@M:(It is for this reason that the largest amount of time spent in designing the project is devoted to the assessment of project risks that may emerge during the project’s life cycle.===>To je razlog zašto se najveći deo vremena vezanog za dizajniranje projekta posvećuje analizi rizika projekta koji se mogu pojaviti tokom životnog veka projekta.)
MATCH@E:(Š5Ë It is for this reason that the largest amount of time spent in designing the project is devoted to the assessment of project risks that may emerge during the projects life cycle.===>Š5Ë To je razlog zašto se najveći deo vremena vezanog za dizajniranje projekta posvećuje analizi rizika projekta koji se mogu pojaviti tokom životnog veka projekta.)
MATCH@M:(More precisely, the focus is upon defining the solutions that may be used to limit or eliminate any risk.===>Tač-nije, glavni akcenat je na definisanju rešenja koja mogu biti korišćena u cilju ograničenja, odnosno eliminisanja uticaja svakog rizika.)
MATCH@E:(More precisely, the focus is upon defining the solutions that may be used to limit or eliminate any risk.===>Tačnije, glavni akcenat je na definisanju rešenja koja mogu biti korišćena u cilju ograničenja, odnosno eliminisanja uticaja svakog rizika.)
MATCH@M:(Risk assessment is conducted prior to undertaking the project finance process.===>Analizi rizika pristupa se pre, i nego li se uđe u proces finansiranja projekta.)
MATCH@E:(Risk assessment is conducted prior to undertaking the project finance process.===>Analizi rizika pristupa se pre, i nego li se uđe u proces finansiranja projekta.)
MATCH@M:(The modern approach to decision making is characterised by making decisions on the basis of quantitative results that include the cost-benefit analysis or computing the critera of net present value.===>Savremenom pristupu odlučivanja svojstveno je donošenje odluka na osnovu kvantitativnih rezultata koji uključuju analizu troškova i koristi (cost-benfit analizu) ili izračunavanje kriterij uma neto sadašnje vrednosti.)
MATCH@E:(The modern approach to decision making is characterised by making decisions on the basis of quantitative results that include the cost-benefit analysis or computing the critera of net present value.===>Savremenom pristupu odlučivanja svojstveno je donošenje odluka na osnovu kvantitativnih rezultata koji uključuju analizu troškova i koristi (cost-benfit analizu) ili izračunavanje kriterijuma neto sadašnje vrednosti.)
MATCH@M:(Such an attitude means the implementation of the assumption on perfect certainty in the future, which is rather naive as the analysts are rarely willing to cope with anything that comes after the distribution of probabilities related to the uncertainty of events in the future.===>Taj stav podrazumeva korišćenje pretpostavke o perfektnoj izvesnosti u budućnosti, što je prilično naivno budući da ukazuje na činjenicu da analitičari najčešće nisu spremni da se nose sa bilo čime što dolazi nakon distribucije verovatnoća vezanih za neizvesnost događaja u budućnosti.)
MATCH@E:(Such an attitude means the implementation of the assumption on perfect certainty in the future, which is rather naive as the analysts are rarely willing to cope with anything that comes after the distribution of probabilities related to the uncertainty of events in the future.===>Taj stav podrazumeva korišćenje pretpostavke o perfektnoj izvesnosti u budućnosti, što je prilično naivno budući da ukazuje na činjenicu da analitičari najčešće nisu spremni da se nose sa bilo čime što dolazi nakon distribucije verovatnoća vezanih za neizvesnost događaja u budućnosti.)
MATCH@M:(By far more sophisticated is the approach of the analysts who are ready to acknowledge the problems related to determining the probability of certain events, but do not know how to incorporate them into their analysis.===>Daleko je više sofisticiran pristup analitičara koji su spremni prihvatiti probleme vezane za određivanje verovatnoće određenih događaja, ali ne znaju kako da ih inkorporiraju u svoju analizu.)
MATCH@E:(By far more sophisticated is the approach of the analysts who are ready to acknowledge the problems related to determining the probability of certain events, but do not know how to incorporate them into their analysis.===>Daleko je više sofisticiran pristup analitičara koji su spremni prihvatiti probleme vezane za određivanje verovatnoće određenih događaja, ali ne znaju kako da ih inkorporiraju u svoju analizu.)
MATCH@M:(All the above mentioned stress the fact that risk can be explained in a concrete way, however uncertainty cannot.===>Sve prethodno ukazuje na činjenicu da se rizik može konkretno objasniti, ali neizvesnost ne može.)
MATCH@E:(All the above mentioned stress the fact that risk can be explained in a concrete way, however uncertainty cannot.===>Sve prethodno ukazuje na činjenicu da se rizik može konkretno objasniti, ali neizvesnost ne može.)
MATCH@M:(The project financing risk identification and assessment refer to evaluation of various ownership-related rights that result from complex legal and financial structures of the project participants, such as sponsors, construction creditors, permanent creditors, contractors, constructors, owners of technology, suppliers and exporters.===>Identifikacija i procena rizika projektnog finansiranja, se odnose na vrednovanje različitih prava vezanih za vlasništvo, koja proizilaze iz kompleksnih pravnih i finansijskih struktura učenika u projektu, kao što su sponzori, kreditori izgradnje, stalni kreditori, ugovarači, izvođači, vlasnici tehnologije, dobavljači i izvoznici.)
MATCH@E:(Š7Ë The project financing risk identification and assessment refer to evaluation of various ownership-related rights that result from complex legal and financial structures of the project participants, such as sponsors, construction creditors, permanent creditors, contractors, constructors, owners of technology, suppliers and exporters.===>Š7Ë Identifikacija i procena rizika projektnog finansiranja, se odnose na vrednovanje različitih prava vezanih za vlasništvo, koja proizilaze iz kompleksnih pravnih i finansijskih struktura učenika u projektu, kao što su sponzori, kreditori izgradnje, stalni kreditori, ugovarači, izvođači, vlasnici tehnologije, dobavljači i izvoznici.)
MATCH@M:(Each participant has a different task in the project execution, hence their engagement carries a different level of risk each; i.e., each participant may view the prospects and the characteristics of the project differently and assess the risk subjectively.===>Svaki učenik ima različit zadatak u realizaciji projekta i shodno tome njegov angažman nosi i različit nivo rizika, odnosno svaki učesnik može videti perspektivu i karakteristike projekta drugačije i subjektivno oceniti rizik.)
MATCH@E:(Each participant has a different task in the project execution, hence their engagement carries a different level of risk each; i.e., each participant may view the prospects and the characteristics of the proj ect differently and assess the risk subjectively.===>Svaki učenik ima različit zadatak u realizaciji projekta i shodno tome njegov angažman nosi i različit nivo rizika, odnosno svaki učesnik može videti perspektivu i karakteristike projekta drugačije i subjektivno oceniti rizik.)
MATCH@M:(Project finance makes it possible to allocate risk and returns in a considerably more efficient way compared to the direct (corporate) method of financing.===>Projektnim finan-siranjem je moguće alocirati rizik i povraćaj znatno efikasnije nego direktnim (korporativnim) načinom finansiranja.)
MATCH@E:(Š14Ë Project finance makes it possible to allocate risk and returns in a considerably more efficient way compared to the direct (corporate) method of financing.===>Š14Ë Projektnim finansiranjem je moguće alocirati rizik i povraćaj znatno efikasnije nego direktnim (korporativnim) načinom finansiranja.)
MATCH@M:(The project finance arrangements may be designed in such a way that they allocate the risk among the participants in the project execution in such a manner that each of them is satisfied (i.e., at lowest expenses).===>Aranžmani vezani za projektno fi-nansiranje mogu biti tako dizajnirani da alociraju rizik među učesnicima realizacije projekta na takav način da su svi zadovoljni (odnosno sa najnižim troškovima).)
MATCH@E:(Š1Ë The project finance arrangements may be designed in such a way that they allocate the risk among the partici pants in the project execution in such a manner that each of them is satisfied (i.e., at lowest expenses).===>Š1Ë Aranžmani vezani za projektno finansiranje mogu biti tako dizajnirani da alociraju rizik među učesnicima realizacije projekta na takav način da su svi zadovoljni (odnosno sa najnižim tro škovima).)
MATCH@M:(So the construction companies cope with the project execution related risk, the raw material suppliers cope exclusively with the risk related to supplies, the customers count with the price-related risk, etc.===>Tako se konstrukciona preduzeca nose sa rizikom vezanim za realizaciju projekta, dobavljači sirovina se nose isključivo sa rizikom vezanim za nabavke, kupci se nose sa rizikom vezanim za cenu i slično.)
MATCH@E:(So the construction companies cope with the project execution related risk, the raw material suppliers cope exclusively with the risk related to supplies, the customers count with the price-related risk, etc.===>Tako se konstrukciona preduzeća nose sa rizikom vezanim za realizaciju projekta, dobavljači sirovina se nose isključivo sa rizikom vezanim za nabavke, kupci se nose sa rizikom vezanim za cenu i slično.)
MATCH@M:(A common mistake in risk allocation is leaving too big a scope of risk with the project company, which, due to being highly indebted, is not in a position to bear a high level of risk.===>Česta greška prilikom raspodele rizika je ostavljanje prevelikog obima rizika projektnom preduzeću, koje zbog visokog obima zaduženosti nije u mogućnosti da snosi visok nivo rizika.)
MATCH@E:(A usual risk allocation structure in project finance Š13Ë A common mistake in risk allocation is leaving too big a scope of risk with the project company, which, due to being highly indebted, is not in a position to bear a high level of risk.===>- Uobičajena struktura raspodele rizika u projektnom finansiranjuŠ13Ë Česta greška prilikom raspodele rizika je ostavljanje prevelikog obima rizika projektnom preduzeću, koje zbog visokog obima zaduženosti nije u mogućnosti da snosi visok nivo rizika.)
MATCH@M:(On the other hand, transferring the entire risk from the project company to the other participants in the project is not feasible, since these participants may decide to take over a larger part of risk, but simultaneously expect a higher rate of capital returns, which the financial construction of the project could barely allow.===>Sa druge strane, prebacivanje celokupnog rizika sa projektnog preduzeća na ostale učesnike u projektu nije izvodljivo, pošto će ostali učesnici ukoliko budu želeli, preuzeti veći deo rizika na sebe, i istovremeno očekivati višu stopu povraćaja kapitala, što se ne bi uklopilo u finansisku konstrukciju projekta.)
MATCH@E:(On the other hand, transferring the entire risk from the project company to the other participants in the project is not feasible, since these participants may decide to take over a larger part of risk, but simultaneously expect a higher rate of capital returns, which the financial construction of the project could barely allow. ~~~ 3.===>Sa druge strane, prebacivanje celokupnog rizika sa projektnog preduzeća na ostale učesnike u projektu nije izvodljivo, pošto će ostali učesnici ukoliko budu želeli, preuzeti veći deo rizika na sebe, i istovremeno očekivati višu stopu povraćaja kapitala, što se ne bi uklopilo u finansisku konstrukciju projekta. 3.)
MATCH@M:(One alternative is offered by the Standard  and  Poor classification which assesses the project finance risk in six steps: assessment of financial and operational contracts, analysis of technology factors, analysis of the project market position, rating the risk the partners bring to the project, the analysis of the legal structure of the project and the assessment of the financial risks that may impact the project execution.===>Jednu od alternativa nudi Standard  and  Poor klasifikacija, koja rizik u projektnom finansiranju proce-njuje u šest koraka: procena finansijskih i operativnih ugovora, analiza tehnoloških faktora, analiza tržišne pozicije projekta, određivanje rizika koji partneri predstavljaju za projekat, analiza pravne strukture projekta i procena finansijskih rizika koji bi mogli uticati na realizaciju projekta.)
MATCH@E:(One alternative is offered by the Standard & Poor classification which assesses the project finance risk in six steps: assessment of financial and operational contracts, analysis of technology factors, analysis of the project market position, rating the risk the partners bring to the project, the analysis of the legal structure of the project and the assessment of the financial risks that may impact the project execution.===>Jednu od alternativa nudi Standard & Poor klasifikacija, koja rizik u projektnom finansiranju procenjuje u šest koraka: procena finansijskih i operativnih ugovora, analiza tehnoloških faktora, analiza tržišne pozicije projekta, određivanje rizika koji partneri predstavljaju za projekat, analiza pravne strukture projekta i procena finansijskih rizika koji bi mogli uticati na realizaciju projekta.)
MATCH@M:(The Moody’s analysis includes economic, construction, operational, technological, legal, political and regulatory risks.===>Moodž’s analiza rizika obuhvata: ekonomski, kon-strukcioni, operativni, tehnološki, pravni, politički i regulatorni rizik.)
MATCH@E:(Š17Ë The Moodys analysis includes economic, construction, operational, technological, legal, political and regulatory risks.===>Š17Ë Moodys analiza rizika obuhvata: ekonomski, konstrukcioni, operativni, tehnološki, pravni, politički i regulatorni rizik.)
MATCH@M:(According to Tinsley, risks in project finance are classified as: operational risk (technological, cost-related risk and management-related risk), risk of participants, the project completion risk, the risk related to material and energy supplies, market risk, infrastructure risk, environmental risk, political risk, the force majeure risk, currency risk, engineering risk, union-related risk, interest payment risk and legal risk.===>Prema Tinsley, rizici su klasifi-kovani u projektnom finansiranju kao: operativni (tehnološki, rizik vezan za troškove i rizik vezan za menadžment), rizik učesnika, rizik završetka projekta, rizik vezan za snabdevanje materijalom i gorivom, tržišni, infrastrukturni, rizik okruženja, politički, rizik više sile, valutni, inženjerski, sindikalni, kamatni i pravni rizik.)
MATCH@E:(Š16Ë According to Tinsley, risks in project finance are classified as: operational risk (technological, cost-related risk and management-related risk), risk of participants, the project completion risk, the risk related to material and energy supplies, market risk, infrastructure risk, environmental risk, political risk, the force majeure risk, currency risk, engineering risk, union-related risk, interest payment risk and legal risk.===>Š16Ë Prema Tinsley, rizici su klasifikovani u projektnom finansiranju kao: operativni (tehnološki, rizik vezan za troškove i rizik vezan za menadžment), rizik učesnika, rizik završetka projekta, rizik vezan za snabdevanje materijalom i gorivom, tržišni, infrastrukturni, rizik okruženja, politički, rizik više sile, valutni, inženjerski, sindikalni, kamatni i pravni rizik.)
MATCH@M:(Grimsey and Lewis list nine types of risk all infrastructure projects are faced with: technical risk, construction risk, operational risk, inclome-earning risk, financial risk, the force majeure risk, political risk, environmental risk and failure in project execution that can be a result of previously mentioned risks.===>Grimsey i Lewis navode devet rizika sa kojima se suočavaju svi infrastrukturni projekti: tehnički rizik, konstrukcioni rizik, rizik poslovanja, rizik ostvarenja prihoda, finansijski rizik, rizik više sile, politički rizik, rizik okruženja i neuspeh realizacije projekta, koja može nastati kao posledica prethodnih rizika.)
MATCH@E:(Š12Ë Grimsey and Lewis list nine types of risk all infrastructure projects are faced with: technical risk, construction risk, operational risk, inclome-earning risk, financial risk, the force majeure risk, political risk, environmental risk and failure in project execution that can be a result of previously mentioned risks.===>Š12Ë Grimsey i Lewis navode devet rizika sa kojima se suočavaju svi infrastrukturni projekti: tehnički rizik, konstrukcioni rizik, rizik poslovanja, rizik ostvarenja prihoda, finansijski rizik, rizik više sile, politički rizik, rizik okruženja i neuspeh realizacije projekta, koja može nastati kao posledica prethodnih rizika.)
MATCH@M:(Perhaps the most clearly put classification is the one that classes risks into three groups, i.e., commercial, financial and political risks, hence it is according to this classification that the specific features of project finance risks will be explained, which is simultaneously the subject of this paper.===>Klasifikacija rizika koja je možda najpre-glednija, razvrstava rizike u tri grupe, na komercijalne, finansijske i političke rizike, te će prema njoj biti prikazane specifičnosti rizika u okviru projektnog finansiranja, što je istovremeno i tema ovog rada.)
MATCH@E:(Š10Ë Perhaps the most clearly put classification is the one that classes risks into three groups, i.e., commercial, financial and political risks Š15Ë, hence it is according to this classification that the specific features of project finance risks will be explained, which is simultaneously the subject of this paper.===>Š10Ë Klasifikacija rizika koja je možda najpreglednija, razvrstava rizike u tri grupe, na komercijalne, finansijske i političke rizikeŠ15Ë, te će prema njoj biti prikazane specifičnosti rizika u okviru projektnog finansiranja, što je istovremeno i tema ovog rada. 3.)
MATCH@M:(Commercial risks refer to the project itself, i.e., to the impact of internal factors upon the project execution.===>Komercijalni rizici se odnose na sam projekat, odnosno na uticaj unutrašnjih faktora na realizaciju projekta.)
MATCH@E:(3.1. ~~~ Commercial risks b) Project completion risk Commercial risks refer to the project itself, i.e., to the impact of internal factors upon the project execution.===>Komercijalni rizici Komercijalni rizici se odnose na sam projekat, odnosno na uticaj unutrašnjih faktora na realizaciju projekta.)
MATCH@M:(The project is exposed to risk both in the construction and in the operational (effectuation) phases.===>Projekat je izložen riziku i u fazi izgradnje i u operativnoj fazi (periodu efektuiranja).)
MATCH@E:(The project is exposed to risk both in the construction and in the operational (effectuation) phases.===>Projekat je izložen riziku i u fazi izgradnje i u operativnoj fazi (periodu efektuiranja).)
MATCH@M:(The inni-tial frame in the commercial risk analysis is the analysis of the project appropriateness, that is, the opportunity that the product or service be effectively realized on the market.===>Polazni okvir prilikom analize komercijalnih rizika je razmatranje svrsishodnosti projekta, odnosno mogućnosti da se proizvod ili usluga projekta uspešno realizuju na tržištu.)
MATCH@E:(The innitial frame in the commercial risk analysis is the analysis of the project appropriateness, that is, the opportunity that the product or service be effectively realized on the market.===>Polazni okvir prilikom analize komercijalnih rizika je razmatranje svrsishodnosti projekta, odnosno mogućnosti da se proizvod ili usluga projekta uspešno realizuju na tržištu.)
MATCH@M:(Another important issue is whether the project can be completed in a defined space of time and within the projected budget and which are the factors this can be affected by.===>Drugo značajno pitanje je da li projekat može biti završen u predviđenom roku i u okviru predviđenog budžeta i koji faktori mogu uticati na to.)
MATCH@E:(Another important issue is whether the project can be completed in a defined space of time and within the projected budget and which are the factors this can be affected by.===>Drugo značajno pitanje je da li projekat može biti završen u predviđenom roku i u okviru predviđenog budžeta i koji faktori mogu uticati na to.)
MATCH@M:(This part of the analysis is related to the project construction period.===>Ovaj deo analize se odnosi na period izgradnje projekta.)
MATCH@E:(This part of the analysis is related to the project construction period.===>Ovaj deo analize se odnosi na period izgradnje projekta.)
MATCH@M:(The most important issue in the operational phase is whether the revenues will be sufficient to ensure a continuous repayment of loaned assets and the expected returns rate on the capital invested.===>Tokom operativne faze najvažnije pitanje je da li će prihodi biti dovoljni da obezbede kontinuirani povraćaj pozajmljenih sredstava i očekivanu stopu prinosa na uložena sredstva.)
MATCH@E:(The most important issue in the operational phase is whether the revenues will be sufficient to ensure a continuous repayment of loaned assets and the expected returns rate on the capital invested.===>Tokom operativne faze najvažnije pitanje je da li će prihodi biti dovoljni da obezbede kontinuirani povraćaj pozajmljenih sredstava i očekivanu stopu prinosa na uložena sredstva.)
MATCH@M:(The commercial risk assessment also includes the analysis of the impact of the force majeure factors upon the project, as well as the issues dealing with environmental protection.===>Analiza komercijalnih rizika obuhvata i razmatranje uticaja faktora više sile na projekat, kao i pitanja koja se tiču zaštite životne sredine.)
MATCH@E:(The commercial risk assessment also includes the analysis of the impact of the force majeure factors upon the project, as well as the issues dealing with environmental protection.===>Analiza komercijalnih rizika obuhvata i razmatranje uticaja faktora više sile na projekat, kao i pitanja koja se tiču zaštite životne sredine.)
MATCH@M:(The first step in the analysis of any project is the assessment of its commercial potential, that is, the appropriateness of the project execution.===>Prvi korak u analizi bilo kog projekta je procena njegovog komercijalnog potencijala, odnosno svrsishodnosti realizacije projekta.)
MATCH@E:(Š6Ë a) Risk appropriateness c) Environmental protection risk The first step in the analysis of any project is the assessment of its commercial potential, that is, the appropriateness of the project execution.===>Š6Ë a) Svrsishodnost projekta c) Rizik zaštite životne sredine Prvi korak u analizi bilo kog projekta je procena njegovog komercijalnog potencijala, odnosno svrsishodnosti realizacije projekta.)
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BAD_LINE_M:The first step in the analysis of any project is the assessment of its commercial potential, that is, the appropriateness of the project execution.
BAD_LINE_M:Prvi korak u analizi bilo kog projekta je procena njegovog komercijalnog potencijala, odnosno svrsishodnosti realizacije projekta.
BAD_LINE_E:Š6Ë a) Risk appropriateness c) Environmental protection risk The first step in the analysis of any project is the assessment of its commercial potential, that is, the appropriateness of the project execution.
BAD_LINE_E:Š6Ë a) Svrsishodnost projekta c) Rizik zaštite životne sredine Prvi korak u analizi bilo kog projekta je procena njegovog komercijalnog potencijala, odnosno svrsishodnosti realizacije projekta.
MATCH@M:(The project completion risk refers to the construction phase and is basically related to the monetary and technical aspects of the project.===>Rizik završetka projekta odnosi se na fazu izgradnje, i u osnovi se odnosi na monetarni i tehnički aspekt projekta.)
MATCH@E:(Š15Ë The project completion risk refers to the construction phase and is basically related to the monetary and technical aspects of the project.===>Š15Ë Da li su cene izvođača radova i dobavljača ma terijala i energenata realne? Da li postoji neki faktor koji bi ometao normalno funkcionisanje projekta, u periodu njegovog efektuiranja? b) Rizik završetka projekta Rizik završetka projekta odnosi se na fazu izgradnje, i u osnovi se odnosi na monetarni i tehnički aspekt projekta.)
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BAD_LINE_M:The project completion risk refers to the construction phase and is basically related to the monetary and technical aspects of the project.
BAD_LINE_M:Rizik završetka projekta odnosi se na fazu izgradnje, i u osnovi se odnosi na monetarni i tehnički aspekt projekta.
BAD_LINE_E:Š15Ë The project completion risk refers to the construction phase and is basically related to the monetary and technical aspects of the project.
BAD_LINE_E:Š15Ë Da li su cene izvođača radova i dobavljača ma terijala i energenata realne? Da li postoji neki faktor koji bi ometao normalno funkcionisanje projekta, u periodu njegovog efektuiranja? b) Rizik završetka projekta Rizik završetka projekta odnosi se na fazu izgradnje, i u osnovi se odnosi na monetarni i tehnički aspekt projekta.
MATCH@M:(The monetary element of the project completion analyses the options as to whether the risk is a) higher in comparison with that projected by the inflation rate, the assets available, the unpredicted delays related to the project execution, or b) lower that the anticipated price related to products or services the project is to provide, that is, lower for the projected returns rate.===>Monetarni element završetka projekta razmatra opcije da li je rizik a) viši u odnosu na onaj koji je predviđen stopom inflacije, raspoloživim kapitalom, nepredviđenim odlaganjima vezanim za realizaciju projekta, odnosno da li je rizik b) niži od očekivane cene vezane za proizvode, odnosno usluge koje projekat treba da obez-bedi, odnosno niži za projektovanu stopu povraćaja.)
MATCH@E:(The monetary element of the project completion analyses the options as to whether the risk is a) higher in comparison with that projected by the inflation rate, the assets available, the unpredicted delays related to the project execution, or b) lower that the anticipated price related to products or services the project is to provide, that is, lower for the projected returns rate.===>Monetarni element završetka projekta razmatra opcije da li je rizik a) viši u odnosu na onaj koji je predviđen stopom inflacije, raspoloživim kapitalom, nepredviđenim odlaganjima vezanim za realizaciju projekta, odnosno da li je rizik b) niži od očekivane cene vezane za proizvode, odnosno usluge koje projekat treba da obezbedi, odnosno niži za projektovanu stopu povraćaja.)
MATCH@M:(A successful project execution in the construction phase means that the project should be completed in the planned space of time, according to the specifications stipulated and within the planned budget.===>Uspešna realizacija projekta, u fazi izgradnje, podrazu-meva da projekat bude završen u predviđenom roku, prema predviđenim specifikacijama i u okviru planiranog budžeta.)
MATCH@E:(Š6Ë A successful project execution in the construction phase means that the project should be completed in the planned space of time, according to the specifications stipulated and within the planned budget.===>Š6Ë Uspešna realizacija projekta, u fazi izgradnje, podrazumeva da projekat bude završen u predviđenom roku, prema predviđenim specifikacijama i u okviru planiranog budžeta.)
MATCH@M:(The project completion risk analysis includes the analysis of the internal factors that may impact the project execution in the construction phase.===>Analiza rizika završetka projekta obuhvata analizu unutrašnjih faktora čije dejstvo može uticati na realizaciju projekta u fazi izgradnje.)
MATCH@E:(The project completion risk analysis includes the analysis of the internal factors that may impact the project execution in the construction phase.===>Analiza rizika završetka projekta obuhvata analizu unutrašnjih faktora čije dejstvo može uticati na realizaciju projekta u fazi izgradnje.)
MATCH@M:(Important components in this risk group refer to: project acquisition risk, the required leases provision risk, the contractor selection risk, the risk of exceeding projected costs, revenues during the construction period, postponing the project construction completion, inadequate project performance and the third party risk.===>Važne komponente ove grupe rizika odnose se na: rizik akvizicija projekta, rizik obezbeđivanja neophodnih dozvola, rizik izbora izvođača radova, rizik prekoračenja predviđenih troškova, prihodi u periodu izgradnje, odlaganje završetka izgradnje projekta, neadekvatne performanse projekta i rizik treće strane.)
MATCH@E:(Important components in this risk group refer to: project acquisition risk, the required leases provision risk, the contractor selection risk, the risk of exceeding projected costs, revenues during the construction period, postponing the project construction completion, inadequate project performance and the third party risk.===>Važne komponente ove grupe rizika odnose se na: rizik akvizicija projekta, rizik obezbeđivanja neophodnih dozvola, rizik izbora izvođača radova, rizik prekoračenja predviđenih troškova, prihodi u periodu izgradnje, odlaganje završetka izgradnje projekta, neadekvatne performanse projekta i rizik treće strane.)
MATCH@M:(In designing the project it is necessary that all the regulations related to the environmental protection be observed.===>Prilikom dizajniranja projekta neophodno je da budu ispunjeni svi propisi vezani za zaštitu životne sredine.)
MATCH@E:(In designing the project it is necessary that all the regulations related to the environmental protection be observed.===>Š6Ë Prilikom dizajniranja projekta neophodno je da budu ispunjeni svi propisi vezani za zaštitu životne sredine.)
MATCH@M:(This risk is by far lower in inventive companies, however, some aspects here depend on the field the project belongs to.===>Ovaj rizik je daleko niži kod inventivnih preduzeća, mada neki aspekti zavise od oblasti kojoj projekat pripada.)
MATCH@E:(This risk is by far lower in inventive companies, however, some aspects here depend on the field the project belongs to.===>Ovaj rizik je daleko niži kod inventivnih preduzeća, mada neki aspekti zavise od oblasti kojoj projekat pripada.)
MATCH@M:(What is certain is that the impact of the project execution and exploitation upon the environment could not be higher than the standard construction of a building or a warehouse.===>Ono što je izvesno, uticaj realizacije i eksploatacije projekta na okruženje ne bi smeo biti viši od standardne izgradnje zgrade ili skladišta.)
MATCH@E:(What is certain is that the impact of the project execution and exploitation upon the environment could not be higher than the standard construction of a building or a warehouse.===>Ono što je izvesno, uticaj realizacije i eksploatacije projekta na okruženje ne bi smeo biti viši od standardne izgradnje zgrade ili skladišta.)
MATCH@M:(As the regulations in this field are frequently subject to changes, there is a risk thay may cause additional costs.===>Pošto su propisi iz te oblasti podložni čestim promenama, postoji rizik da prouzrokuju dodatne troškove.)
MATCH@E:(Š2Ë As the regu lations in this field are frequently subject to changes, there is a risk thay may cause additional costs.===>Š2Ë Pošto su propisi iz te oblasti podložni čestim promenama, postoji rizik da prouzrokuju dodatne troškove.)
MATCH@M:(A large number of factors in the public sector, as well as international organizations such as the World Bank and the European Investment Bank follow their own standards in the field of environmental protection which the project contractors are obliged to observe even in case such standards do not exist in the legislation system of the country the project is executed in.===>Mnogi faktori javnog sektora, kao i međunarodne organizacije kao što su Svetska banka i Evropska investiciona banka imaju sopstvene standarde iz oblasti zaštite životne sredine, kojih se izvođači projekta moraju pridržavati čak i u slučaju da takvi standardi ne postoje u pravnom sistemu zemlje u kojoj se realizuje projekat.)
MATCH@E:(A large number of factors in the public sector, as well as international organizations such as the World Bank and the European Investment Bank follow their own standards in the field of environmental protection which the project contractors are obliged to observe even in case such standards do not exist in the legislation system of the country the project is executed in.===>Mnogi faktori javnog sektora, kao i međunarodne organizacije kao što su Svetska banka i Evropska investiciona banka imaju sopstvene standarde iz oblasti zaštite životne sredine, kojih se izvođači projekta moraju pridržavati čak i u slučaju da takvi standardi ne postoje u pravnom sistemu zemlje u kojoj se realizuje projekat.)
MATCH@M:(The operational risk is one related to the market value of the project results, that is, the risk related to the capacities of the product (service), the project result, to repay the debt (the invested value) of the project.===>Operativni rizik je rizik koji je vezan za tržišnu vrednost rezultata projekta, odnosno rizik vezan za sposobnost proizvoda (usluga) koji nastaju kao rezultat projekta da pokriju dug (investiranu vrednost) projekta.)
MATCH@E:(The operational risk is one related to the market value of the project results, that is, the risk related to the capacities of the product (service), the project result, to repay the debt (the invested value) of the project.===>Operativni rizik je rizik koji je vezan za tržišnu vrednost rezultata projekta, odnosno rizik vezan za sposobnost proizvoda (usluga) koji nastaju kao rezultat projekta da pokriju dug (investiranu vrednost) projekta.)
MATCH@M:(Such a type of risk may occur as a result of neglecting the project activity, of a poor assessment of the project recovery after a critical phase, a poor assessment of engineering capacities, of low productivity resulting from engaging foreign labour force or due to unrealistic prices and the change in the exchange rates.===>Ova vrsta rizika može se pojaviti usled zapostavljanja aktivnosti projekta, loše procene vezane za proces oporavka projekta nakon kritične faze, loše procene inženjerskih sposobnosti, niske produktivnosti usled angažovanja inostrane radne snage ili nerealnih cena i promena valutnog kursa.)
MATCH@E:(Such a type of risk may occur as a result of neglecting the project activity, of a poor assessment of the project recovery after a critical phase, a poor assessment of engineering capacities, of low productivity resulting from engaging foreign labour force or due to unrealistic prices and the change in the exchange rates.===>Ova vrsta rizika može se pojaviti usled zapostavljanja aktivnosti projekta, loše procene vezane za proces oporavka projekta nakon kritične faze, loše procene inženjerskih sposobnosti, niske produktivnosti usled angažovanja inostrane radne snage ili nerealnih cena i promena valutnog kursa.)
MATCH@M:(The basic parametres in the operational phase are operational revenues and operational costs.===>Osnovni parametri u operativnoj fazi su operativni prihodi i operativni troškovi.)
MATCH@E:(Š5Ë The basic parametres in the operational phase are operational revenues and operational costs.===>Š5Ë Osnovni parametri u operativnoj fazi su operativni prihodi i operativni troškovi.)
MATCH@M:(In order that the project should operate as anticipated, it is necessary that the operational revenues be high enough to ensure a continuous repayment of debts and an adequate revenue rate on invested capital, as well as that the operational costs be in accordance with the forecasts.===>Da bi projekat mogao poslovati u skladu sa očekivanjima potrebno je da operativni prihodi budu dovoljni da obezbede kontinuiranu otplatu dugovanja i adekvatnu stopu prinosa na investirani kapital, kao i da operativni troškovi budu u skladu sa predviđanjima.)
MATCH@E:(In order that the project should operate as anticipated, it is necessary that the operational revenues be high enough to ensure a continuous repayment of debts and an adequate revenue rate on invested capital, as well as that the operational costs be in accordance with the forecasts.===>Da bi projekat mogao poslovati u skladu sa očekivanjima potrebno je da operativni prihodi budu dovoljni da obezbede kontinuiranu otplatu dugovanja i adekvatnu stopu prinosa na investirani kapital, kao i da operativni troškovi budu u skladu sa predviđanjima.)
MATCH@M:(Generally, the technology risk can be defined as a field resulting from the implementation of the technology used in the development of a new product (service) the project provides.===>Može se uopšteno reci da je tehnološki rizik oblast koja proizilazi iz upotrebe korišcene tehnologije za razvoj novog proizvoda (usluge) koju projekat donosi.)
MATCH@E:(Š6Ë Generally, the technology risk can be defined as a field resulting from the implementation of the technology used in the development of a new product (service) the project provides.===>Š6Ë Može se uopšteno reći da je tehnološki rizik oblast koja proizilazi iz upotrebe korišćene tehnologije za razvoj novog proizvoda (usluge) koju projekat donosi.)
MATCH@M:(More precisely, the technology risk is connected to the performance of the technology the project uses, two risks being immanent to it: the new technology risk and the risk of the technology obsolescence.===>Tačnije, tehnološki rizik je vezan za performanse tehnologije koju proje-kat koristi, i imanentna su mu dva rizika: rizik nove tehnologije i rizik od zastarevanja tehnologije.)
MATCH@E:(Š5Ë More precisely, the technology risk is connected to the performance of the technology the project uses, two risks being immanent to it: the new technology risk and the risk of the technology obsolescence.===>Š5Ë Tačnije, tehnološki rizik je vezan za performanse tehnologije koju projekat koristi, i imanentna su mu dva rizika: rizik nove tehnologije i rizik od zastarevanja tehnologije.)
MATCH@M:(The new technology risk refers to the fact that the technology is not tested thoroughly enough, so even in case it proves to be good in the tests, the risk remains as to how it will behave in a long term.===>Rizik nove tehnologije se odnosi na činjenicu da tehnologija nije proverena u dovoljnoj meri, tako da čak i u slučaju da prođe neophodno testiranje ostaje rizično kako ce se ponašati na dugi rok.)
MATCH@E:(The new technology risk refers to the fact that the technology is not tested thoroughly enough, so even in case it proves to be good in the tests, the risk remains as to how it will behave in a long term.===>Rizik nove tehnologije se odnosi na činjenicu da tehnologija nije proverena u dovoljnoj meri, tako da čak i u slučaju da prođe neophodno testiranje ostaje rizično kako će se ponašati na dugi rok.)
MATCH@M:(The implementation of new and insufficiently tested technology is not usual in project financing.===>Korišcenje nove i nedovoljno isprobane tehnologije nije uobičajeno u projektnom finansiranju.)
MATCH@E:(The implementation of new and insufficiently tested technology is not usual in project financing.===>Korišćenje nove i nedovoljno isprobane tehnologije nije uobičajeno u projektnom finansiranju.)
MATCH@M:(The new technology risk can be mitigated in several ways: by the contractor’s guarantee and by the sponsor’s guarantee that cover a long-term performance.===>Rizik nove tehnologije može biti ublažen na nekoliko načina: garancijom izvođača radova i garancijom sponzora koje se odnose na dugoročne performanse.)
MATCH@E:(The new technology risk can be mitigated in several ways: by the contractors guarantee and by the sponsors guarantee that cover a long-term performance.===>Rizik nove tehnologije može biti ublažen na nekoliko načina: garancijom izvođača radova i garancijom sponzora koje se odnose na dugoročne performanse.)
MATCH@M:(The risk of technology obsolescence means that the technology implemented may become obsolete which results in a product not being competitive on the market.===>Rizik zastarevanja tehnologije podrazumeva da korišcena tehnologija može postati zastarela, što dovodi do toga da projekat postaje nekonkurentan na tržištu.)
MATCH@E:(The risk of technology obsolescence means that the technology implemented may become obsolete which results in a product not being competitive on the market.===>Rizik zastarevanja tehnologije podrazumeva da korišćena tehnologija može postati zastarela, što dovodi do toga da projekat postaje nekonkurentan na tržištu.)
MATCH@M:(By the contract on guidance and maintenance, the project operation is assigned to an experienced contractor responsible for the project management.===>Ugovorom o vođenju i održavanju, poslovanje projekta se dodeljuje iskusnom izvođaču odgovornom za upravljanje projektom.)
MATCH@E:(By the contract on guidance and maintenance, the project operation is assigned to an experienced contractor responsible for the project management.===>Ugovorom o vođenju i održavanju, poslovanje projekta se dodeljuje iskusnom izvođaču odgovornom za upravljanje projektom.)
MATCH@M:(The contract usually stipulates penalties the contractor is obliged to pay in case of delay of the planned activities, but also defines the option of the breach of the contract in case the performance falls below the minimum allowed values.===>Obično su tim ugovorom predviđaju penali za izvođača u slučaju kašnjenja sa realizacijom planskih aktivnosti, ali se isto tako, definiše i opcija raskida ugovora u slučaju da performanse padnu ispod minimalno dozvoljene vred-nosti.)
MATCH@E:(The contract usually stipulates penalties the contractor is obliged to pay in case of delay of the planned activities, but also defines the option of the breach of the contract in case the performance falls below the minimum allowed values.===>Obično su tim ugovorom predviđaju penali za izvođača u slučaju kašnjenja sa realizacijom planskih aktivnosti, ali se isto tako, definiše i opcija raskida ugovora u slučaju da performanse padnu ispod minimalno dozvoljene vrednosti.)
MATCH@M:(The option of the breach of contract is used considerably more in the contracts on guidance and maintenance compared to other project contracts.===>Opcija o raskidu ugovora se znatno češce koristi kod ugovora o vođenju i održavanju projekta nego kod ostalih projektnih ugovora.)
MATCH@E:(The option of the breach of contract is used considerably more in the contracts on guidance and maintenance compared to other project contracts.===>Opcija o raskidu ugovora se znatno češće koristi kod ugovora o vođenju i održavanju projekta nego kod ostalih projektnih ugovora.)
MATCH@M:(The investors attempt to limit any variable operational costs controlled by the project company in a way similar to what they do with construction costs, however, they cannot force the project company to stop fulfilling the contract obligations.===>Investitori nastoje da ograniče sve varijabilne troškove poslovanja koji su pod kontrolom projektnog preduzeca na sličan način kao što to čine sa troškovima izgradnje, međutim, ne mogu uticati na projektno preduzece da prestane u potpunosti ispunjavati obaveze preuzete ugovorom.)
MATCH@E:(The investors attempt to limit any variable operational costs controlled by the project company in a way similar to what they do with construction costs, however, they cannot force the project company to stop fulfilling the contract obligations.===>Investitori nastoje da ograniče sve varijabilne troškove poslovanja koji su pod kontrolom projektnog preduzeća na sličan način kao što to čine sa troškovima izgradnje, međutim, ne mogu uticati na projektno preduzeće da prestane u potpunosti ispunjavati obaveze preuzete ugovorom.)
MATCH@M:(Normally, the longer the project is in operation, the oftener it requires maintenance, although the need for maintenance also depends on the extent to which its capacity is exploited.===>Po pravilu, što je projekat duže u funkciji, češce je potrebno održavanje, iako potreba za održavanjem zavisi i od stepe-na iskorišcenosti kapaciteta.)
MATCH@E:(Normally, the longer the project is in operation, the oftener it requires maintenance, al though the need for maintenance also depends on the extent to which its capacity is exploited.===>Po pravilu, što je projekat duže u funkciji, češće je potrebno održavanje, iako potreba za održavanjem zavisi i od stepena iskorišćenosti kapaciteta.)
MATCH@M:(The maintenance costs should not be a problem as the project returns should cover them.===>Troškovi održavanja ne bi trebalo da predstavljaju problem, pošto bi prihodi projekta trebali da ih pokriju.)
MATCH@E:(The maintenance costs should not be a problem as the project returns should cover them.===>Troškovi održavanja ne bi trebalo da predstavljaju problem, pošto bi prihodi projekta trebali da ih pokriju.)
MATCH@M:(If the end result of a project is a product, two types of risk occur, the risk of scope - refers to the quantity of products sold, and the price risk - refers to the sales price of the product.===>Ukoliko je finalni rezultat projekta proizvod, pojavljuju se dve vrste rizika, i to rizik obima - odnosi se na količinu prodatih proizvoda, i rizik cene - odnosi se na prodajnu cenu proizvoda.)
MATCH@E:(If the end result of a project is a product, two types of risk occur, the risk of scope refers to the quantity of products sold, and the price risk refers to the sales price of the product.===>Ukoliko je finalni rezultat projekta proizvod, pojavljuju se dve vrste rizika, i to rizik obima odnosi se na količinu prodatih proizvoda, i rizik cene odnosi se na prodajnu cenu proizvoda.)
MATCH@M:(These risks are covered by the entrepreneurial contract (a contract between the project sponsor and the customer interested in the project product or service), the contract for differences, the hedging contracts or by the contracts by which the project company takes the risk of the sales of the product on the market.===>Ovi rizici se pokrivaju preduzetničkim ugovorom (to je ugovor između sponzora projekta i kupca zainteresovanog za proizvod ili uslugu projekta), ugovorom o razlici, hedžing ugovorima ili ugovorima kojim projektna kompanija preuzima rizik prodaje proizvoda na tržištu.)
MATCH@E:(These risks are covered by the entrepreneurial contract (a contract between the project sponsor and the customer interested in the project product or service), the contract for differences, the hedging contracts or by the contracts by which the project company takes the risk of the sales of the product on the market.===>Ovi rizici se pokrivaju preduzetničkim ugovorom (to je ugovor između sponzora projekta i kupca zainteresovanog za proizvod ili uslugu projekta), ugovorom o razlici, hedžing ugovorima ili ugovorima kojim projektna kompanija preuzima rizik prodaje proizvoda na tržištu.)
MATCH@M:(It is also necessary that a longterm contract on supplies is signed, except in cases when the power supplies and the material are the commodity sold on open market.===>Obavezno je potpisivanje dugoročnog ugovora o snadbevanju, osim u slučaju kada energenti i materijal predstavljaju robu koja se prodaje na širokom tržištu.)
MATCH@E:(Š8Ë It is also necessary that a longterm contract on supplies is signed, except in cases when the power supplies and the material are the commodity sold on open market.===>Š8Ë Obavezno je potpisivanje dugoročnog ugovora o snadbevanju, osim u slučaju kada energenti i materijal predstavljaju robu koja se prodaje na širokom tržištu.)
MATCH@M:(The contract on supplies is meant to reduce the risk in supplies, although some risk still exists related primarily to inputs, quality and the delivery time and the credit risk the supplier takes.===>Ugovorom o snabdevanju trebao bi se smanjiti uticaj rizika snabdevanja, mada je izvesno i dalje prisustvo nekih rizika koji se odnose pre svega na cene inputa, kvalitet i vreme isporuke i kreditni rizik dobavljača.)
MATCH@E:(The contract on supplies is meant to reduce the risk in supplies, although some risk still exists related primarily to inputs, quality and the delivery time and the credit risk the supplier takes.===>Ugovorom o snabdevanju trebao bi se smanjiti uticaj rizika snabdevanja, mada je izvesno i dalje prisustvo nekih rizika koji se odnose pre svega na cene inputa, kvalitet i vreme isporuke i kreditni rizik dobavljača.)
MATCH@M:(A special case are the projects that use natural resources, water or wind as power supplies.===>Poseban slučaj su projekti koji kao pogonsko gorivo koriste prirodne resurse, vodu ili vetar.)
MATCH@E:(A special case are the projects that use natural resources, water or wind as power supplies.===>Poseban slučaj su projekti koji kao pogonsko gorivo koriste prirodne resurse, vodu ili vetar.)
MATCH@M:(Here the risk is that the level and intensity of the water or wind may vary significantly, therefore it is necessary that a thorough analysis of scope, strength and the quality of water as well as the scope, direction and frequency of the wind be made.===>Rizik kod ovih projekata je u tome što nivo i intenzitet vode i vetra može značajno varirati, te je potrebno izraditi ozbiljnu analizu obima, snage i kvaliteta vode, kao i obima, pravca prostiranja i učestalosti vetra.)
MATCH@E:(Here the risk is that the level and intensity of the water or wind may vary significantly, therefore it is necessary that a thorough analysis of scope, strength and the quality of water as well as the scope, direction and frequency of the wind be made.===>Rizik kod ovih projekata je u tome što nivo i intenzitet vode i vetra može značajno varirati, te je potrebno izraditi ozbiljnu analizu obima, snage i kvaliteta vode, kao i obima, pravca prostiranja i učestalosti vetra.)
MATCH@M:(Part of the risk can be covered by insurance, not the complete risk though, therefore this form of risk has to be somehow shared between the parties in the project financing.===>Deo rizika se može pokriti osiguranjem, ali ne i kompletan rizik, tako da mora postojati raspodela ovog oblika rizika između strana u projektnom finansiranju.)
MATCH@E:(Part of the risk can be covered by insurance, not the complete risk though, therefore this form of risk has to be somehow shared between the parties in the project financing.===>Deo rizika se može pokriti osiguranjem, ali ne i kompletan rizik, tako da mora postojati raspodela ovog oblika rizika između strana u projektnom finansiranju.)
MATCH@M:(The insurance covers only the loss incurred by the physical damage to the project (costs of repair or replacement) or the economic loss (delay in construction or missed income) that are the consequences of a physical damage to the project.===>Osiguranje pokriva samo gubitak koji predstavlja fizičko oštećenje projekta (troškove popravke ili zamene) ili ekonomski gubitak (zastoj u izgradnji ili propušteni prihodi) koji je nastao kao posledica fizičkog oštećenja projekta.)
MATCH@E:(The insurance covers only the loss incurred by the physical damage to the project (costs of repair or replacement) or the economic loss (delay in construction or missed income) that are the consequences of a physical damage to the project.===>Osiguranje pokriva samo gubitak koji predstavlja fizičko oštećenje projekta (troškove popravke ili zamene) ili ekonomski gubitak (zastoj u izgradnji ili propušteni prihodi) koji je nastao kao posledica fizičkog oštećenja projekta.)
MATCH@M:(Losses in case of strike are not covered by the standard insurance; here a specific type of insurance is required, with a significantly higher insurance premium.===>Gubitke u slučaju štrajka ne pokriva standardno osiguranje, već je potreban specijalni oblik osiguranja sa znatno većom premijom.)
MATCH@E:(Losses in case of strike are not covered by the standard insurance; here a specific type of insurance is required, with a significantly higher insurance premium.===>Gubitke u slučaju štrajka ne pokriva standardno osiguranje, već je potreban specijalni oblik osiguranja sa znatno većom premijom.)
MATCH@M:(Thus, for example, the events that count as the risk of the political force majeure are not covered by a standard insurance, except in case of physical damage (for example, in case of war or terrorism).===>Tako npr. događaji koji se ubrajaju u rizik političke više sile nisu pokriveni standardnim osiguranjem osim u slučaju fizičkih oštećenja (npr. u slučaju rata ili terorizma).)
MATCH@E:(Thus, for example, the events that count as the risk of the political force majeure are not covered by a standard insurance, except in case of physical damage (for example, in case of war or terrorism).===>Tako npr. događaji koji se ubrajaju u rizik političke više sile nisu pokriveni standardnim osiguranjem osim u slučaju fizičkih oštećenja (npr. u slučaju rata ili terorizma).)
MATCH@M:(The party that suffers the consequences of force majeure is exempted from paying penalties and is granted a period of time to solve the problem and prepare the project to continue work; however, this does not exempt it from observing the obligations stipulated in the project contracts.===>Strana koja trpi posledice više sile se oslobađa plaćanja penala i ostavlja joj se određeno vreme da reši problem i osposobi projekat za nastavak poslovanja, ali to je ne oslobađa poštovanja obaveza iz projektnih ugovora.)
MATCH@E:(The party that suffers the consequences of force majeure is exempted from paying penalties and is granted a period of time to solve the problem and prepare the project to continue work; however, this does not exempt it from observing the obligations stipulated in the project contracts.===>Strana koja trpi posledice više sile se oslobađa plaćanja penala i ostavlja joj se određeno vreme da reši problem i osposobi projekat za nastavak poslovanja, ali to je ne oslobađa poštovanja obaveza iz projektnih ugovora.)
MATCH@M:(If through the force majeure risk the project is permanently damaged and put out of function, the project contracts are breached.===>Ukoliko delovanjem rizika više sile projekat bude trajno onesposobljen dolazi do raskida projektnih ugovora.)
MATCH@E:(If through the force majeure risk the project is permanently damaged and put out of function, the project contracts are breached.===>Ukoliko delovanjem rizika više sile projekat bude trajno onesposobljen dolazi do raskida projektnih ugovora.)
MATCH@M:(Each project contract is autonomous, however, it affects other contracts; hence the entire structure of project contract has to be viewed as an entity.===>Svaki projektni ugovor je samostalan, ali ima uticaj na ostale ugovore, tako da se celokupna struktura projektnih ugovora mora posmatrati kao celina.)
MATCH@E:(Each project contract is autonomous, however, it affects other contracts; hence the entire structure of project contract has to be viewed as an entity.===>Svaki projektni ugovor je samostalan, ali ima uticaj na ostale ugovore, tako da se celokupna struktura projektnih ugovora mora posmatrati kao celina.)
MATCH@M:(Some problems caused by contract discrepancies are the following: different dates of project completion in the construction documents, different dates of commencement of materials and power supplies in contracts on supplies and contracts on takeover, different procedures of cost evaluation in contracts related to takeover and contracts on construction, differences in pricing the power supplies in contracts on supplies and contracts of the product/service buyer that are result of the project execution, differences in the times of revenues and payment of money related to the costs of supplies and repayment of borrowed funds, differences in understanding the force majeure risk.===>Neki od problema zbog neusaglašenosti projektnih ugovora su: različiti datumi kompletiranja projekta u do-kumetaciji o izvođenju radova, različiti datumi početka snabdevanja sirovinama i energentima kod ugovora o snabdevanju i ugovora o preuzimanju, različita procedura utvrđivanja troškova kod ugovora vezanih za preuzimanje i kod ugovora o izvođenju radova, različito utvrđivanje cena energenata kod ugovora o snabde-vanju i ugovora kupca proizvoda/usluge koji nastaju kao posledica realizcije projekta, razlike u vremenskom periodu priliva i izdavanja novca veznih za troškove snabdevanja i vraćanja pozajmljenih finansij-skih sredstava, različito shvatanje rizika više sile.)
MATCH@E:(Some problems caused by contract discrepancies are the following: different dates of project completion in the construction documents, different dates of commencement of materials and power supplies in contracts on supplies and contracts on takeover, different procedures of cost evaluation in contracts related to takeover and contracts on construction, differences in pricing the power supplies in contracts on the product/service buyer that are result of the project execution, differences in the times of revenues and pay supplies and contracts of ment of money related to the costs of supplies and repayment of borrowed funds, differences in understanding the force majeure risk.===>Neki od problema zbog neusaglašenosti projektnih ugovora su: različiti datumi kompletiranja projekta u dokumetaciji o izvođenju radova, različiti datumi početka snabdevanja sirovinama i energentima kod ugovora o snabdevanju i ugovora o preuzimanju, različita procedura utvrđivanja troškova kod ugovora vezanih za preuzimanje i kod ugovora o izvođenju radova, različito utvrđivanje cena energenata kod ugovora o snabdevanju i ugovora kupca proizvoda/usluge koji nastaju kao posledica realizcije projekta, razlike u vremenskom periodu priliva i izdavanja novca veznih za troškove snabdevanja i vraćanja pozajmljenih finansijskih sredstava, različito shvatanje rizika više sile.)
MATCH@M:(The project is exposed to financial risks both in the course of construction and later, during the effectuation period.===>Projekat je izložen finansijskim rizicima i tokom perioda izgradnje i kasnije, tokom perioda efektuiranja.)
MATCH@E:(Financial risks The project is exposed to financial risks both in the course of construction and later, during the effectuation period.===>Zajmodavci ponekada insistiraju na zaštiti od ovog oblika više sile. ~~~ Š6Ë Projekat je izložen finansijskim rizicima i tokom perioda izgradnje i kasnije, tokom perioda efektuiranja.)
BAD_LINE_=============================================================
BAD_LINE_M:The project is exposed to financial risks both in the course of construction and later, during the effectuation period.
BAD_LINE_M:Projekat je izložen finansijskim rizicima i tokom perioda izgradnje i kasnije, tokom perioda efektuiranja.
BAD_LINE_E:Financial risks The project is exposed to financial risks both in the course of construction and later, during the effectuation period.
BAD_LINE_E:Zajmodavci ponekada insistiraju na zaštiti od ovog oblika više sile. ~~~ Š6Ë Projekat je izložen finansijskim rizicima i tokom perioda izgradnje i kasnije, tokom perioda efektuiranja.
MATCH@M:(The financial risks include the action of various economic factors impacting the project execution, those that may result into the deviation of the money flow from the real money flow conditions, characteristic of the respective phase in the project execution.===>Finansijski rizici obuhvataju delovanje različitih ekonomskih faktora, koji utiču na realizaciju projekta, a koji mogu usloviti odstupanje projektovanog novčanog toka u odnosu na realno stanje novčanog toka, karakteristično za tu fazu realizacije projekta.)
MATCH@E:(The financial risks include the action of various economic factors impacting the project execution, those that may result into the deviation of the money flow from the real money flow conditions, characteristic of the respective phase in the project execution.===>Finansijski rizici obuhvataju delovanje različitih ekonomskih faktora, koji utiču na realizaciju projekta, a koji mogu usloviti odstupanje projektovanog novčanog toka u odnosu na realno stanje novčanog toka, karakteristično za tu fazu realizacije projekta.)
MATCH@M:(Their impact is indirect, as they affect the economic environment in which the project works.===>Njihov uticaj je indirektan pošto deluju na ekonomsko okruženje u kome projekat posluje.)
MATCH@E:(Š8Ë Their impact is indirect, as they affect the economic environment in which the project works.===>Š8Ë Njihov uticaj je indirektan pošto deluju na ekonomsko okruženje u kome projekat posluje.)
MATCH@M:(The financial risks include: inflation risk, interest rate risk and the exchange rate risk.===>Finansijski rizici obuhvataju: rizik inflacije, rizik kamatne stope i rizik valutnog kursa.)
MATCH@E:(The financial risks include: inflation risk, interest rate risk and the exchange rate risk.===>Finansijski rizici obuhvataju: rizik inflacije, rizik kamatne stope i rizik valutnog kursa.)
MATCH@M:(The impact of the inflation risk is related to the projects in which the dynamics of costs increases at such a speed that it is impossible to follow with the incomes the project earns.===>Uticaj rizika inflacije vezan je za projekte kod kojih se dinamika vezana za troškove, uvećava takvom brzinom da je prosto izvesno da ju nije moguće pratiti sa prihodima koje projekat donosi.)
MATCH@E:(The impact of the inflation risk is related to the projects in which the dynamics of costs increases at such a speed that it is impossible to follow with the incomes the project earns.===>Uticaj rizika inflacije vezan je za projekte kod kojih se dinamika vezana za troškove, uvećava takvom brzinom da je prosto izvesno da ju nije moguće pratiti sa prihodima koje projekat donosi.)
MATCH@M:(The inflation risk most frequently results from the contracts between the project company and the contractor (company), where such contracts are subject to the change mechanism, due to the changes in the price index.===>Rizik inflacije najčešće proizilazi iz ugovora projektnog preduzeća i izvođača radova (preduzeća), pri čemu su ti ugovori podložni mehanizmu promena, usled promena cenovnog indeksa.)
MATCH@E:(The inflation risk most frequently results from the contracts between the project company and the contractor (company), where such contracts are subject to the change mechanism, due to the changes in the price index.===>Rizik inflacije najčešće proizilazi iz ugovora projektnog preduzeća i izvođača radova (preduzeća), pri čemu su ti ugovori podložni mehanizmu promena, usled promena cenovnog indeksa.)
MATCH@M:(The impact of inflation upon the project, that is, upon the incomes and expenses of the project, depends on the period in which the inflation is present.===>Uticaj inflacije na projekat, odnosno na prihode i troškove projekta, zavisi od perioda kada se inflacija pojavljuje.)
MATCH@E:(Š9Ë The impact of inflation upon the project, that is, upon the incomes and expenses of the project, depends on the period in which the inflation is present.===>Š9Ë Uticaj inflacije na projekat, odnosno na prihode i troškove projekta, zavisi od perioda kada se inflacija pojavljuje.)
MATCH@M:(Inflation may be a risk; however, it may also bring some benefits to the project.===>Inflacija može predstavljati rizik, ali i doneti određene koristi projektu.)
MATCH@E:(Inflation may be a risk; however, it may also bring some benefits to the project.===>Inflacija može predstavljati rizik, ali i doneti određene koristi projektu.)
MATCH@M:(It is important that in calculating the budget of the programme the expected inflation rate be taken into consideration.===>Važno je da se prilikom određivanja budžeta projekta uzme u obzir i predviđena stopa inflacije.)
MATCH@E:(It is important that in calculating the budget of the programme the expected inflation rate be taken into consideration.===>Važno je da se prilikom određivanja budžeta projekta uzme u obzir i predviđena stopa inflacije.)
MATCH@M:(During the construction period the inflation causes the costs to rise, which results in overruning the planned budget.===>Tokom perioda izgradnje projekta, inflacija utice na povećanje troškova projekta, što vodi ka prekoračenju planiranog budžeta.)
MATCH@E:(During the construction period the inflation causes the costs to rise, which results in overruning the planned budget.===>Tokom perioda izgradnje projekta, inflacija utiče na povećanje troškova projekta, što vodi ka prekoračenju planiranog budžeta.)
MATCH@M:(A larger part of construction costs should not be inflation-sensitive.===>Veći deo troškova izgradnje ne bi trebalo da bude osetljiv na pojavu inflacije.)
MATCH@E:(A larger part of construction costs should not be inflation-sensitive.===>Veći deo troškova izgradnje ne bi trebalo da bude osetljiv na pojavu inflacije.)
MATCH@M:(The costs of construction contract, financial expences and the expences on the consulting services should be fixed.===>Troškovi ugovora o izvođenju radova, finansijski troškovi i troškovi usluga savetnika bi trebali biti fiksni.)
MATCH@E:(The costs of construction contract, financial expences and the expences on the consulting services should be fixed.===>Troškovi ugovora o izvođenju radova, finansijski troškovi i troškovi usluga savetnika bi trebali biti fiksni.)
MATCH@M:(In the effectuation period the inflation may cause the increase in the operational costs, the level of indebtment ratio, while the returns on invested capital rate may fall.===>Tokom perioda efektuiranja, inflacija utice na rast troškova poslovanja, nivo racija zaduženosti, dok stopa povraćaj a investiranog kapitala može pasti.)
MATCH@E:(In the effectuation period the inflation may cause the increase in the operational costs, the level of indebtment ratio, while the returns on invested capital rate may fall.===>Tokom perioda efektuiranja, inflacija utiče na rast troškova poslovanja, nivo racija zaduženosti, dok stopa povraćaja investiranog kapitala može pasti.)
MATCH@M:(If the incomes are defined on the basis of the tarrif agrred upon, the inflation risk is reduced.===>Ukoliko se prihodi određuju na osnovu dogovorene tarife, snižava se rizik od inflacije.)
MATCH@E:(If the incomes are defined on the basis of the tarrif agrred upon, the inflation risk is reduced.===>Ukoliko se prihodi određuju na osnovu dogovorene tarife, snižava se rizik od inflacije.)
MATCH@M:(The impact of inflation may be predicted by calculating the inflation sensitivity indices of individual incomes and expenses.===>Uticaj inflacije može se predvideti izračunavanjem indeksa osetljivosti pojedinih prihoda i troškova na inflaciju.)
MATCH@E:(The impact of inflation may be predicted by calculating the inflation sensitivity indices of individual incomes and expenses.===>Uticaj inflacije može se predvideti izračunavanjem indeksa osetljivosti pojedinih prihoda i troškova na inflaciju.)
MATCH@M:(If the inflation sensitivity indices of incomes and expenses are equal, the project company is in a rather favourable position.===>Ukoliko je indeks osetljivosti prihoda i troškova na inflaciju isti, to je vrlo povoljno za projektno preduzeće.)
MATCH@E:(If the inflation sensitivity indices of incomes and expenses are equal, the project company is in a rather favourable position.===>Ukoliko je indeks osetljivosti prihoda i troškova na inflaciju isti, to je vrlo povoljno za projektno preduzeće.)
MATCH@M:(Exposure to the interest rate risk depends on the structure of the project financing.===>Izloženost riziku promene kamatne stope zavisi od strukture finansiranja projekta.)
MATCH@E:(Exposure to the interest rate risk depends on the structure of the project financing.===>Izloženost riziku promene kamatne stope zavisi od strukture finansiranja projekta.)
MATCH@M:(If the project is financed by the bonds or loans at fixed interest rate, the project company is not faced with the interest rate risk.===>Ukoliko se projekat finansira obveznicama ili pozajmicama sa fiksnom kamatnom stopom, tada se projektno preduzeće ne suočava sa rizikom kamatne stope.)
MATCH@E:(If the project is financed by the bonds or loans at fixed interest rate, the project company is not faced with the interest rate risk.===>Ukoliko se projekat finansira obveznicama ili pozajmicama sa fiksnom kamatnom stopom, tada se projektno preduzeće ne suočava sa rizikom kamatne stope.)
MATCH@M:(In practice, it is rather difficult to obtain a long-term loan at a fixed interest rate, since such loans are not profitable to the banks, whose deposit structure is predominantly a short-term one.===>U praksi je veoma teško obezbediti dugoročni kredit sa fiksnom kamatnom stopom, pošto takvi krediti nisu isplativi bankama, čija je struktura depozita uglavnom kratkoročna.)
MATCH@E:(In practice, it is rather difficult to obtain a long-term loan at a fixed interest rate, since such loans are not profitable to the banks, whose deposit structure is predominantly a short-term one.===>U praksi je veoma teško obezbediti dugoročni kredit sa fiksnom kamatnom stopom, pošto takvi krediti nisu isplativi bankama, čija je struktura depozita uglavnom kratkoročna.)
MATCH@M:(The basic interest rate in project finance loans is generally set in a defined time interval (most frequently a six-month period) in accordance to the interest rate on the market.===>Osnovna kamatna stopa kod pozajmica u projektnom finansiranju se obično određuje u određenom vremenskom intervalu (najčešće šestomesečnom) prema kamatnoj stopi na tržištu.)
MATCH@E:(The basic interest rate in project finance loans is generally set in a defined time interval (most frequently a six-month period) in accordance to the interest rate on the market.===>Osnovna kamatna stopa kod pozajmica u projektnom finansiranju se obično određuje u određenom vremenskom intervalu (najčešće šestomesečnom) prema kamatnoj stopi na tržištu.)
MATCH@M:(The basic reference for setting the interest rate on the international market is the London Bank interest rate (LIBOR).===>Na međunarodnom tržištu osnovnu referencu za određivanje kamatne stope predstavlja kamatna stopa Londonske banke (LIBOR).)
MATCH@E:(The basic reference for setting the interest rate on the international market is the London Bank interest rate (LIBOR).===>Na međunarodnom tržištu osnovnu referencu za određivanje kamatne stope predstavlja kamatna stopa Londonske banke (LIBOR).)
MATCH@M:(The interest is not paid until the beginning of the project effectuation.===>Kamata se ne isplaćuje do početka perioda efektuiranja projekta.)
MATCH@E:(Š9Ë The interest is not paid until the beginning of the project effectuation.===>Š9Ë Kamata se ne isplaćuje do početka perioda efektuiranja projekta.)
MATCH@M:(During the project construction period the interest is capitalized, that is, added to the debt principal.===>Tokom perioda izgradnje projekta kamata se kapitalizuje, odnosno dodaje na glavnicu duga.)
MATCH@E:(During the project construction period the interest is capitalized, that is, added to the debt principal.===>Tokom perioda izgradnje projekta kamata se kapitalizuje, odnosno dodaje na glavnicu duga.)
MATCH@M:(During the project construction period the interest becomes an integral part of the project capital budget, and, if the interest is not fixed, it may be higher that expected and lead to exceeding the determined costs of construction.===>Kamata tokom izgradnje projekta postoje sastavni deo budžeta kapitala projekta, i ukoliko kamata nije fiksna, može biti viša od predviđene i dovesti do prekoračenja predviđenih troškova izgradnje.)
MATCH@E:(During the project construction period the interest becomes an integral part of the project capital budget, and, if the interest is not fixed, it may be higher that expected and lead to exceeding the determined costs of construction.===>Kamata tokom izgradnje projekta postoje sastavni deo budžeta kapitala projekta, i ukoliko kamata nije fiksna, može biti viša od predviđene i dovesti do prekoračenja predviđenih troškova izgradnje.)
MATCH@M:(In the effectuation period, the rise in the interest rate results in the decrease in the returns rate and the creditor ratio.===>Tokom perioda efektuiranja, povećanje kamatne stope dovodi do smanjenja stope prinosa i racija poverilaca.)
MATCH@E:(In the effectuation period, the rise in the interest rate results in the decrease in the returns rate and the creditor ratio.===>Tokom perioda efektuiranja, povećanje kamatne stope dovodi do smanjenja stope prinosa i racija poverilaca.)
MATCH@M:(When "closing” the financial transaction, attention should be paid to the estimates of the interest rate trends.===>Prilikom „zatvaranja“ finansijske konstrukcije, trebalo bi obratiti pažnju na procene kretanja kamatne stope.)
MATCH@E:(When closing the financial transaction, attention should be paid to the estimates of the interest rate trends.===>Prilikom zatvaranja finansijske konstrukcije, trebalo bi obratiti pažnju na procene kretanja kamatne stope.)
MATCH@M:(The sponsors prefer arrangements with floating interest rates, which the investors avoid because they would rather not be exposed to unnecessary financial risk.===>Sponzori preferiraju sklapanje aranžmana sa fluktui-rajućom kamatnom stopom, sa čime se investitori ne slažu jer ne žele nepotrebno izlaganje finansijskom riziku.)
MATCH@E:(The sponsors prefer arrangements with floating interest rates, which the investors avoid because they would rather not be exposed to unnecessary financial risk.===>Sponzori preferiraju sklapanje aranžmana sa fluktuirajućom kamatnom stopom, sa čime se investitori ne slažu jer ne žele nepotrebno izlaganje finansijskom riziku.)
MATCH@M:(To mitigate the interest rate risk in cases where a floating interest rate is used, hedge arrangements are preferable: interest rate swaps, interest rate cap and collar, but other instruments too.===>Za ublažavanje rizika kamatne stope, u slučajevima gde se koristi fluktuirajuća kamatna stopa, koriste se hedžing aranžmani: svopovi kamatne stope, kapa i kragna kamatne stope, ali i drugi instrumenti.)
MATCH@E:(To mitigate the interest rate risk in cases where a floating interest rate is used, hedge arrangements are preferable: interest rate swaps, interest rate cap and collar, but other instruments too.===>Za ublažavanje rizika kamatne stope, u slučajevima gde se koristi fluktuirajuća kamatna stopa, koriste se hedžing aranžmani: svopovi kamatne stope, kapa i kragna kamatne stope, ali i drugi instrumenti.)
MATCH@M:(The exchange rate risk refers to the impact of changes of currency rate upon the project costs and incomes.===>Rizik valutnog kursa odnosi se na uticaj promene kursa valute na troškove i prihode projekta.)
MATCH@E:(The exchange rate risk refers to the impact of changes of currency rate upon the project costs and incomes.===>Rizik valutnog kursa odnosi se na uticaj promene kursa valute na troškove i prihode projekta.)
MATCH@M:(The project is exposed to the exchange rate risk both in the construction and in the operational phases.===>Projekat je izložen riziku valutnog kursa i u fazi izgradnje i u operativnoj fazi.)
MATCH@E:(The project is exposed to the exchange rate risk both in the construction and in the operational phases.===>Projekat je izložen riziku valutnog kursa i u fazi izgradnje i u operativnoj fazi.)
MATCH@M:(The basic relations in this risk are related to the ratio of the currency used to finance the project, the currency in which the costs are paid and the project income currency.===>Osnovne relacije kod ovog rizika vezane su za odnos valute u kojoj se projekat finansira, valute u kojoj se plaćaju troškovi i valute prihoda projekta.)
MATCH@E:(The basic relations in this risk are related to the ratio of the currency used to finance the project, the currency in which the costs are paid and the project income currency.===>Osnovne relacije kod ovog rizika vezane su za odnos valute u kojoj se projekat finansira, valute u kojoj se plaćaju troškovi i valute prihoda projekta.)
MATCH@M:(In the project construction period, in case the project is funded in one currency, and the expenses are paid in another, the risk the project company as the main contractor is exposed to is that the value of the currency in which the costs are paid may rise.===>Tokom perioda izgradnje projekta, ukoliko se pro-jekat finansira u jednoj valuti a troškovi plaćaju u drugoj, projektno preduzeće, kao nosilac projekta izloženo je riziku da valuta u kojoj su troškovi može porasti.)
MATCH@E:(In the project construction period, in case the project is funded in one currency, and the expenses are paid in another, the risk the project company as the main contractor is exposed to is that the value of the currency in which the costs are paid may rise.===>Tokom perioda izgradnje projekta, ukoliko se projekat finansira u jednoj valuti a troškovi plaćaju u drugoj, projektno preduzeće, kao nosilac projekta izloženo je riziku da valuta u kojoj su troškovi može porasti.)
MATCH@M:(For example, the construction costs amount to $100, and are funded with €100, where the exchange rate is 1:1; if the value of the euro falls so that its ratio to the dollar amounts to 1.2:1, the value of financing will be sufficient to pay not more than $83.3 of the construction costs, and the result is the overdraw of the planned costs (deficit) of $16.7.===>Na primer, troškovi izgradnje iznose 100 dolara, a finansiraju se sa 100 evra, pri čemu je odnos valuta 1:1; ukoliko padne vrednost evra tako da je odnos prema dolaru 1,2:1, vrednost finansiranja će biti dovoljna da se plati svega 83.3$ troškova izgradnje, posledica je prekoračenje predviđenih troškova (deficit) za 16,7$.)
MATCH@E:(For example, the construction costs amount to $100, and are funded with ¡100, where the exchange rate is 1:1; if the value of the euro falls so that its ratio to the dollar amounts to 1.2:1, the value of financing will be sufficient to pay not more than $83.3 of the construction costs, and the result is the overdraw of the planned costs (deficit) of $16.7.===>Na primer, troškovi izgradnje iznose 100 dolara, a finansiraju se sa 100 evra, pri čemu je odnos valuta 1:1; ukoliko padne vrednost evra tako da je odnos prema dolaru 1,2: ~~~ vrednost finansiranja će biti dovoljna da se plati svega 83.3$ troškova izgradnje, posledica je prekoračenje predviđenih troškova (deficit) za 16,7$.)
MATCH@M:(In the operational phase, if the project is financed in one currency and the income is earned in another, the change in the currency rate impacts the project money flow and consequently the project’s capability of debt repayment.===>Tokom operativne faze, ukoliko se projekat finansira u jednoj valuti a ostvaruje prihode u drugoj, promena kursa valute utiče na novčani tok projekta i samim tim sposobnost projekta da otplaćuje dugove.)
MATCH@E:(In the operational phase, if the project is financed in one currency and the income is earned in another, the change in the currency rate impacts the project money flow and consequently the projects capability of debt repayment.===>Tokom operativne faze, ukoliko se projekat finansira u jednoj valuti a ostvaruje prihode u drugoj, promena kursa valute utiče na novčani tok projekta i samim tim sposobnost projekta da otplaćuje dugove.)
MATCH@M:(In that case, it would be ideal if financing were effected in the local currency, i.e., in the currency of project income, which is most often impossible in the developing countries whose financial market is not developed enough to support project financing.===>U tom slučaju bilo bi idealno kada bi se finansiranje vršilo u lokalnoj valuti, odnosno u valuti prihoda projekta, što najčešće nije moguće u zemljama u razvoju koje nemaju dovoljno razvijeno finansijsko tržište da podrže projektno finansiranje.)
MATCH@E:(In that case, it would be ideal if financing were effected in the local currency, i.e., in the currency of project income, which is most often impossible in the developing countries whose financial market is not developed enough to support project financing.===>U tom slučaju bilo bi idealno kada bi se finansiranje vršilo u lokalnoj valuti, odnosno u valuti prihoda projekta, što najčešće nije moguće u zemljama u razvoju koje nemaju dovoljno razvijeno finansijsko tržište da podrže projektno finansiranje.)
MATCH@M:(The risk of currency rate change could be covered by forward contracts; however, this type of protection against risk is rarely used in practice.===>Rizik promene kursa valuta mogao bi se pokriti forvard ugovorima, ali se taj oblik zaštite od rizika u praksi veoma retko koristi.)
MATCH@E:(The risk of currency rate change could be covered by forward contracts; however, this type of protection against risk is rarely used in practice.===>Rizik promene kursa valuta mogao bi se pokriti forvard ugovorima, ali se taj oblik zaštite od rizika u praksi veoma retko koristi.)
MATCH@M:(In the project construction period the costs should be either converted into the currency in which the project is financed, or the currency in which the project is financed should be converted into the one in which the costs are paid, which is an easier way and may even be of help in the operational period too.===>Tokom perioda izgradnje projekta, trebalo bi ili konvertovati troškove u valutu u kojoj se finansira projekat, ili valutu u kojoj se finansira projekat konvertovati u valutu u kojoj se plaćaju troškovi, što je lakši način, a može biti od pomoći i u operativnom periodu.)
MATCH@E:(In the project construction period the costs should be either converted into the currency in which the project is financed, or the currency in which the project is financed should be converted into the one in which the costs are paid, which is an easier way and may even be of help in the operational period too.===>Tokom perioda izgradnje projekta, trebalo bi ili konvertovati troškove u valutu u kojoj se finansira projekat, ili valutu u kojoj se finansira projekat konvertovati u valutu u kojoj se plaćaju troškovi, što je lakši način, a može biti od pomoći i u operativnom periodu.)
MATCH@M:(If the contractor agrees to be paid in the currency used to finance the project, the largest part of the problems will be solved.===>Ukoliko izvođač radova pristane da naknadu za svoje usluge prima u valuti kojom se vrši finansiranje, najveći deo problema će biti rešen.)
MATCH@E:(If the contractor agrees to be paid in the currency used to finance the project, the largest part of the problems will be solved.===>Ukoliko izvođač radova pristane da naknadu za svoje usluge prima u valuti kojom se vrši finansiranje, najveći deo problema će biti rešen.)
MATCH@M:(The second important costs are financing costs which will automatically be in the currency in which the project is financed.===>Drugu najvažniju stavku troškova čine troškovi finansiranja, koji će automatski biti u valuti finansiranja.)
MATCH@E:(The second important costs are financing costs which will automatically be in the currency in which the project is financed.===>Drugu najvažniju stavku troškova čine troškovi finansiranja, koji će automatski biti u valuti finansiranja.)
MATCH@M:(In the operational period, the incomes should be in the same currency as the costs and the debt to be repaid to the investors.===>Tokom operativnog perioda, prihodi bi trebali da budu u istoj valuti kao i troškovi i dug koji se vraća investitorima.)
MATCH@E:(In the operational period, the incomes should be in the same currency as the costs and the debt to be repaid to the investors.===>Tokom operativnog perioda, prihodi bi trebali da budu u istoj valuti kao i troškovi i dug koji se vraća investitorima.)
MATCH@M:(The income currency dictates the financing currency and vice versa.===>Valuta prihoda diktira valutu finansiranja i obrnuto.)
MATCH@E:(The income currency dictates the financing currency and vice versa.===>Valuta prihoda diktira valutu finansiranja i obrnuto. 3.)
MATCH@M:(A very important role in project financing is played by the government and the public sector.===>Vlada i javni sektor igraju veoma važnu ulogu u projektnom finansiranju.)
MATCH@E:(3.3. ~~~ Political risks A very important role in project financing is played by the government and the public sector.===>Politički rizici Vlada i javni sektor igraju veoma važnu ulogu u projektnom finansiranju.)
MATCH@M:(The political risk refers to a possibility that the Government or the political authorities of the country in which the respective infrastructure project is executed choose to affect the development of the project itself, actually the long-term sustainability of the project.===>Politički rizik odnosi se na mogućnost da Vlada ili politički autoriteti zemlje u kojoj se realizuje odgovarajući infrastrukturni projekat, u određenom momentu utiče na razvoj samog projekta, odnosno na dugoročnu održivost projekta.)
MATCH@E:(The political risk refers to a possibility that the Government or the political authorities of the country in which the respective infrastructure project is executed choose to affect the development of the project itself, actually the long-term sustainability of the project.===>Politički rizik odnosi se na mogućnost da Vlada ili politički autoriteti zemlje u kojoj se realizuje odgovarajući infrastrukturni projekat, u određenom momentu utiče na razvoj samog projekta, odnosno na dugoročnu održivost projekta.)
MATCH@M:(The projects financed through the project financing concept are long-term investments of paramount importance for the development and functioning of the local economy, hence the political will and continuous support in their execution is necessary.===>Projekti finansirani konceptom projektnog finansiranja predstavljaju dugoročne investicije koje imaju ogroman značaj za razvoj i funkcionisanje lokalne privrede, zbog čega je neophodna politička volja i kontinuirana podrška za njihovu realizaciju.)
MATCH@E:(Š6Ë The projects financed through the project financing concept are long-term investments of paramount importance for the development and functioning of the local economy, hence the political will and continuous support in their execution is necessary.===>Š6Ë Projekti finansirani konceptom projektnog finansiranja predstavljaju dugoročne investicije koje imaju ogroman značaj za razvoj i funkcionisanje lokalne privrede, zbog čega je neophodna politička volja i kontinuirana podrška za njihovu realizaciju.)
MATCH@M:(The political support should come from both the top levels of governance and from lower (local) levels.===>Politička podrška je potrebna kako sa najviših nivoa vlasti, tako i sa nižih nivoa (lokalnih).)
MATCH@E:(The political support should come from both the top levels of governance and from lower (local) levels.===>Politička podrška je potrebna kako sa najviših nivoa vlasti, tako i sa nižih nivoa (lokalnih).)
MATCH@M:(The project will be endangered if it happens to be in the centre of political events in a country, i.e., become the issue of disagreement between the government and opposition.===>Projekat će biti ugrožen ukoliko se nađe u centru političkih događaja u određenoj zemlji, odnosno postane predmet oko koga opozicija napada vlast.)
MATCH@E:(Š3Ë The project will be endangered if it happens to be in the centre of political events in a country, i.e., become the issue of disagreement between the government and opposition.===>Š3Ë Projekat će biti ugrožen ukoliko se nađe u centru političkih događaja u određenoj zemlji, odnosno postane predmet oko koga opozicija napada vlast.)
MATCH@M:(Here we have a strong probability that in case of the change of government the contract on the project be cancelled as disadvantageous for the country and the population, as intransparent or as corruptive.===>Tada postoji velika verovatnoća da će u slučaju promene vlasti biti poništen ugovor o projektu pod izgovorom štetnosti: za državu i stanovništvo, netransparentnosti ili korupcije.)
MATCH@E:(Here we have a strong probability that in case of the change of government the contract on the project be cancelled as disadvantageous for the country and the population, as intransparent or as corruptive.===>Tada postoji velika verovatnoća da će u slučaju promene vlasti biti poništen ugovor o projektu pod izgovorom štetnosti: za državu i stanovništvo, netransparentnosti ili korupcije.)
MATCH@M:(It is therefore necessary that the project be politically appropriate, that is, that it should earn benefits for the entire social community, not only to investors; that it should enhance employment, improve infrastructure, and that the product and service prices should be adjusted to the local market.===>Zato je neophodno da projekat bude politički svrsishodan, odnosno da donese i određenu korist široj društvenoj zajednici, a ne samo investitorima, odnosno da utiče na povećanje zaposlenosti, poboljšanje infrastrukture, te da cene proizvoda ili usluga budu prilagođene lokalnom tržištu.)
MATCH@E:(It is therefore necessary that the project be politically appropriate, that is, that it should earn benefits for the entire social community, not only to investors; that it should enhance employment, improve infrastructure, and that the product and service prices should be adjusted to the local market.===>)
BAD_LINE_=============================================================
BAD_LINE_M:It is therefore necessary that the project be politically appropriate, that is, that it should earn benefits for the entire social community, not only to investors; that it should enhance employment, improve infrastructure, and that the product and service prices should be adjusted to the local market.
BAD_LINE_M:Zato je neophodno da projekat bude politički svrsishodan, odnosno da donese i određenu korist široj društvenoj zajednici, a ne samo investitorima, odnosno da utiče na povećanje zaposlenosti, poboljšanje infrastrukture, te da cene proizvoda ili usluga budu prilagođene lokalnom tržištu.
BAD_LINE_E:It is therefore necessary that the project be politically appropriate, that is, that it should earn benefits for the entire social community, not only to investors; that it should enhance employment, improve infrastructure, and that the product and service prices should be adjusted to the local market.
BAD_LINE_E:
MATCH@M:(a) investment risks, b) risks of legislation system change, and c) quasi-political risks.===>Politički rizici mogu se svrstati u tri glavne kategorije: a) rizike investicija, b) rizik promene pravnog sistema i c) kvazi-političke rizike.)
MATCH@E:(Š11Ë a) investment risks, b) risks of legislation system change, and c) quasi-political risks.===>Politički rizici mogu se svrstati u tri glavne kategorije: a) rizike investicija, b) rizik promene pravnog sistema i c) kvazi-političke rizike.)
MATCH@M:(Investments risks are characteristic of developing countries, known for political and financial instability.===>Rizici investicija su karakteristični za zemlje u razvoju, koje odlikuje politička i finansijska nestabilnost.)
MATCH@E:(Investments risks are characteristic of developing countries, known for political and financial instability.===>Rizici investicija su karakteristični za zemlje u razvoju, koje odlikuje politička i finansijska nestabilnost.)
MATCH@M:(Managing such risks requires the aid from the government of the country in which the project is executed.===>Upravljanje ovim rizicima zahteva pomoć Vlade države u kojoj se projekat realizuje.)
MATCH@E:(Managing such risks requires the aid from the government of the country in which the project is executed.===>Upravljanje ovim rizicima zahteva pomoć Vlade države u kojoj se projekat realizuje.)
MATCH@M:(The risk of legislation system change is characteristic both of the projects executed in the developed countries and those executed in the developing ones.===>Rizik promene u pravnom sistemu svojstven je i projektima koji se re-alizuju i u razvijenim zemljama i u zemljama u razvoju.)
MATCH@E:(The risk of legislation system change is characteristic both of the projects executed in the developed countries and those executed in the developing ones.===>Rizik promene u pravnom sistemu svojstven je i projektima koji se realizuju i u razvijenim zemljama i u zemljama u razvoju.)
MATCH@M:(This risk means the changes within the existing legal system and the esteblishment of a new legal system and their impact upon the project.===>Pod rizikom podrazumevaju se promene u okviru postojećeg pravnog sistema i uspostavljanje novog pravnog sistema i njihov uticaj na projekat.)
MATCH@E:(This risk means the changes within the existing legal system and the esteblishment of a new legal system and their impact upon the project.===>Pod rizikom podrazumevaju se promene u okviru postojećeg pravnog sistema i uspostavljanje novog pravnog sistema i njihov uticaj na projekat.)
MATCH@M:(The quasi-political risks, however, refer to the issues such as disputes about the contracts that may have a market or a political background, which shows that the difference between commercial and political risks is not always clear.===>Dok, kada su u pitanju kvazi-politički rizici, treba pomenuti da se oni odnose na probleme kao što su sporovi oko ugovora koji mogu imati tržišnu ili političku pozadinu, što pokazuje kako ponekad ne postoji jasna razlika između komercijalnih i političkih rizika.)
MATCH@E:(The quasi-political risks, however, refer to the issues such as disputes about the contracts that may have a market or a political background, which shows that the difference between commercial and political risks is not always clear.===>Dok, kada su u pitanju kvazi-politički rizici, treba pomenuti da se oni odnose na probleme kao što su sporovi oko ugovora koji mogu imati tržišnu ili političku pozadinu, što pokazuje kako ponekad ne postoji jasna razlika između komercijalnih i političkih rizika.)
MATCH@M:(In the last fifteen years the governments worldwide have adopted project financing as a driving force in the execution of various services related to improving the field of infrastructure.===>Tokom poslednjih petnaest godina, Vlade širom sveta su prihvatile projektno finansiranje, kao pokretačku snagu za realizaciju različitih usluga vezanih za unapređenje oblasti infrastrukture.)
MATCH@E:(Conclusion In the last fifteen years the governments worldwide have adopted project financing as a driving force in the execution of various services related to improving the field of infrastructure.===>Zaključak Tokom poslednjih petnaest godina, Vlade širom sveta su prihvatile projektno finansiranje, kao pokretačku snagu za realizaciju različitih usluga vezanih za unapređenje oblasti infrastrukture.)
MATCH@M:(Following the experiences of the pioneer in this field, the UK government, and its experiences in financing socially and economically important projects from private funds in the early 1930s, the project finance concept for infrastructure projects financing has been adjusted and adopted on all the levels of implementation in the countries all over the world.===>Vođeni iskustvom pionira u ovoj oblasti odnosno Vlade UK, i njenim iskustvom u finansiranju projekata od društveno-ekonom-skog značaja iz privatnih fondova tokom ranih 30-tih prošlog veka, koncept projektnog finansiranja infrastrukturnih projekata prilagođen je, i prihvaćen na svim nivoima primene u zemljama širom sveta.)
MATCH@E:(Following the experiences of the pioneer in this field, the UK government, and its experiences in financing socially and economically important projects from private funds in the early 1930s, the project finance concept for infrastructure projects financing has been adjusted and adopted on all the levels of implementation in the countries all over the world.===>Vođeni iskustvom pionira u ovoj oblasti odnosno Vlade UK, i njenim iskustvom u finansiranju projekata od društveno-ekonomskog značaja iz privatnih fondova tokom ranih 30-tih prošlog veka, koncept projektnog finansiranja infrastrukturnih projekata prilagođen je, i prihvaćen na svim nivoima primene u zemljama širom sveta.)
MATCH@M:(Project financing brings numerous advantages over a direct, or corporative project financing.===>Projektno finansiranje donosi brojne prednosti nad direktnim odnosno korporativnim finansiranjem projekata.)
MATCH@E:(Project financing brings numerous advantages over a direct, or corporative project financing.===>Projektno finansiranje donosi brojne prednosti nad direktnim odnosno korporativnim finansiranjem projekata.)
MATCH@M:(The benefits, however, can be identified only upon a careful analysis and a skilfull financial engineering.===>Koristi se međutim mogu uočiti tek nakon pažljive analize i veštog finansijskog inženjeringa.)
MATCH@E:(The benefits, however, can be identified only upon a careful analysis and a skilfull financial engineering.===>Koristi se međutim mogu uočiti tek nakon pažljive analize i veštog finansijskog inženjeringa.)
MATCH@M:(The project execution organization, its legal structure and the financial plan should reflect the nature of the project, since the elements such as risk, expected profitability, creditworthiness of the participants, demands and sums of collaterals related to insuring the loaned financial assets from financial institutions, the opportunity to qualify for tax savings, the project sponsor’s financial position, the expectations of the host country’s government, the expectations of the local autonomy, as well as any other elements, may affect the project execution.===>Organizacija realizacije projekta, njegova pravna struktura i finansijski plan treba da odražavaju prirodu projekta, budući da elementi kao što je rizik, očekivana profitabilnost, kreditna sposobnost učesnika, zahtevi i iznosi koleterala vezani za obezbeđenje pozajmljenih finansijskih sredstava kod finansijskih institucija, mogućnost dobijanja poreskih ušteda, finansijska pozicija sponzora projekta, očekivanja Vlade zemlje domaćina, očekivanja lokalne samouprave, kao i brojni drugi elementi, mogu uticati na realizaciju projekta.)
MATCH@E:(The project execution organization, its legal structure and the financial plan should reflect the nature of the project, since the elements such as risk, expected profitability, creditworthiness of the participants, demands and sums of collaterals related to insuring the loaned financial assets from financial institutions, the opportunity to qualify for tax savings, the project sponsors financial position, the expectations of the host countrys government, the expectations of the local autonomy, as well as any other elements, may affect the project execution.===>Organizacija realizacije projekta, njegova pravna struktura i finansijski plan treba da odražavaju prirodu projekta, budući da elementi kao što je rizik, očekivana profitabilnost, kreditna sposobnost učesnika, zahtevi i iznosi koleterala vezani za obezbeđenje pozajmljenih finansijskih sredstava kod finansijskih institucija, mogućnost dobijanja poreskih ušteda, finansijska pozicija sponzora projekta, očekivanja Vlade zemlje domaćina, očekivanja lokalne samouprave, kao i brojni drugi elementi, mogu uticati na realizaciju projekta.)
MATCH@M:(Project finance is generally said to be a form of financing that includes even the social community, hence a thorough analysis must include the assessment of the risk expected to be accepted by all the participants in the project execution, in order that the project should be completed timely and in a defined way, since it is only in such circumstances that the execution of a project may be certain and safe.===>Obično se kaže da je projektno finansiranje takva forma finansiranja koja uključuje čak i društvenu zajednicu, te zato sveobuhvatna analiza mora uključiti i procenu rizik koji se očekuje da prihvate svi učesnici uključeni u realizaciju projekta, kako bi se projekat realizovao u predviđenom vremenu i na definisani način, budući da se samo u takvim okolnostima može reći da je realizacija projekta izvesna i sigurna.)
MATCH@E:(If these conditions are not fulfilled, the political risk may increase significantly. ~~~ Political risks may be classed into three main categories: Project finance is generally said to be a form of financing that includes even the social community, hence a thorough analysis must include the assessment of the risk expected to be accepted by all the participants in the project execution, in order that the project should be completed timely and in a defined way, since it is only in such circumstances that the execution of a project may be certain and safe.===>Obično se kaže da je projektno finansiranje takva forma finansiranja koja uključuje čak i društvenu zajednicu, te zato sveobuhvatna analiza mora uključiti i procenu rizik koji se očekuje da prihvate svi učesnici uključeni u realizaciju projekta, kako bi se projekat realizovao u predviđenom vremenu i na definisani način, budući da se samo u takvim okolnostima može reći da je realizacija projekta izvesna i sigurna.)
MATCH@M:(Internet and its characteristics are shown in the beginning of this paper, as the main source of obtaining information.===>Internet i njegove karakteristike prikazane su na pocetku rada, kao glavni izvor dobijanja informacija.)
MATCH@E:(Internet and its characteristics are shown in the beginning of this paper, as the main source of obtaining information.===>Internet i njegove karakteristike prikazane su na početku rada, kao glavni izvor dobijanja informacija.)
MATCH@M:(Web pages should have all the necessary information that people are seeking and should also be ranged as high as possible in the search engines.===>Web stranice treba da sadrže sve potrebne informacije koje ljudi traže i treba da budu dobro plasirane u pretra'ivacima.)
MATCH@E:(Web pages should have all the necessary information that people are seeking and should also be ranged as high as possible in the search engines.===>Web stranice treba da sadrže sve potrebne informacije koje ljudi traže i treba da budu dobro plasirane u pretraživačima.)
MATCH@M:(The fact is that almost every search begins through a search engine.===>Cinjenica je da gotovo svako ko traži informacije putem interneta, zapocinje traženje preko pretraživaca.)
MATCH@E:(The fact is that almost every search begins through a search engine.===>Činjenica je da gotovo svako ko traži informacije putem interneta, započinje traženje preko pretraživača.)
MATCH@M:(The basic tool that is used here are words that describe your search area and are called keywords.===>Osnova koja se koristi za traženje, su tak zvane kljucne reci.)
MATCH@E:(The basic tool that is used here are words that describe your search area and are called keywords.===>Osnova koja se koristi za traženje, su tak zvane ključne reči.)
MATCH@M:(Examples are showing us the differences between optimized and not-optimized pages.===>Razlike izmedu optimizirane i neoptimizirane web stranice, prikazane su kroz primere u radu.)
MATCH@E:(Examples are showing us the differences between optimized and notoptimized pages.===>Razlike između optimizirane i neoptimizirane web stranice, prikazane su kroz primere u radu.)
MATCH@M:(Article deals with the basic examples of a page optimization (on-page optimization) and also web page optimization outside the page (off-page optimization).===>U radu su predstavljene osnovni elementi optimizacije na web stranici i optimizacija izvan web stranica.)
MATCH@E:(Article deals with the basic examples of a page optimization (on-page optimization) and also web page optimization outside the page (off-page optimization).===>U radu su predstavljene osnovni elementi optimizacije na web stranici i optimizacija izvan web stranica.)
MATCH@M:(Further on we can know about the recommended techniques and possibility how to use them in online optimization to increase your competitiveness in search marketing which leads to more web page visitors.===>Nadalje su predstavljene preporucene tehnike i mogucnosti kako ih koristiti u u optimizaciji u cilju povecanja konkurentnosti.)
MATCH@E:(Further on we can know about the recommended techniques and possibility how to use them in online optimization to increase your competitiveness in search marketing which leads to more web page visitors.===>Nadalje su predstavljene preporučene tehnike i mogućnosti kako ih koristiti u u optimizaciji u cilju povećanja konkurentnosti.)
MATCH@M:(It also shows the advantages of optimized web pages and its trends that are shown in the area of search marketing.===>Prikazane su prednosti optimizovane web stranice i trendovi na podrucju internet marketinga.)
MATCH@E:(It also shows the advantages of optimized web pages and its trends that are shown in the area of search marketing.===>Prikazane su prednosti optimizovane web stranice i trendovi na području internet marketinga. vanjem utiču na to da konkurencija bude još žešća.)
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BAD_LINE_M:It also shows the advantages of optimized web pages and its trends that are shown in the area of search marketing.
BAD_LINE_M:Prikazane su prednosti optimizovane web stranice i trendovi na podrucju internet marketinga.
BAD_LINE_E:It also shows the advantages of optimized web pages and its trends that are shown in the area of search marketing.
BAD_LINE_E:Prikazane su prednosti optimizovane web stranice i trendovi na području internet marketinga. vanjem utiču na to da konkurencija bude još žešća.
MATCH@M:(Most of the companies are aware of the potential that internet.===>Vecina kompanija svesna je potencijala koje internet nosi.)
MATCH@E:(Introduction Most of the companies are aware of the potential that internet.===>Uvod Većina kompanija svesna je potencijala koje internet nosi.)
MATCH@M:(To have a web page is now days no longer a technological miracle and most of the companies have their own web page.===>Imati svoju web stranicu danas nije više tehnološko cudo i najveci broj kompanija ih i ima.)
MATCH@E:(To have a web page is now days no longer a technological miracle and most of the companies have their own web page.===>Imati svoju web stranicu danas nije više tehnološko čudo i najveći broj kompanija ih i ima.)
MATCH@M:(It is important that web page is well visited.===>Važno je da web stranica bude dobro posecena.)
MATCH@E:(It is important that web page is well visited.===>Važno je da web stranica bude dobro posećena.)
MATCH@M:(People who are browsing and looking through a web page should be able to found the necessary information as fast and as easy as possible.===>Ljudi koji pretražuju i posecuju web stranicu moraju da imaju mo-gucnoat da nadu potrebnu informaciju što je brže i što je lakše moguce.)
MATCH@E:(People who are browsing and looking through a web page should be able to found the necessary information as fast and as easy as possible.===>Ljudi koji pretražuju i posećuju web stranicu moraju da imaju mogućnoat da nađu potrebnu informaciju što je brže i što je lakše moguće.)
MATCH@M:(Due to those factors it is really important that the company’s web page is on the top of the search list.===>Zbog toga je zaista važno da web stranica kompanije bude na vrhu liste pretraživanja.)
MATCH@E:(Due to those factors it is really important that the companys web page is on the top of the search list.===>Zbog toga je zaista važno da web stranica kompanije bude na vrhu liste pretraživanja.)
MATCH@M:(Products and services that are seen on the web page are easier to reach and seen to the potential buyers if the web page is adjusted to the search engines.===>Proizvode i usluge koje vidimo na web stranici potencijalni kupci ce lakše naci i videti ako je stranica prilagodena pretraživacima.)
MATCH@E:(Products and services that are seen on the web page are easier to reach and seen to the potential buyers if the web page is adjusted to the search engines.===>Proizvode i usluge koje vidimo na web stranici potencijalni kupci će lakše naći i videti ako je stranica prilagođena pretraživačima.)
MATCH@M:(The usage of internet has extremely changed the company’s processes.===>Primena interneta je u velikoj meri uticala na procese u kompaniji.)
MATCH@E:(The usage of internet has extremely changed the companys processes.===>Primena interneta je u velikoj meri uticala na procese u kompaniji.)
MATCH@M:(Those companies who did not seen the global impact of the internet could or have already did effect, critical changes.===>One kompanije koje nisu uvide-le globalni uticaj interneta mogle su, ili su vec pre-trpele znacajne promene.)
MATCH@E:(Those companies who did not seen the global impact of the internet could or have already did effect, critical changes.===>One kompanije koje nisu uvidele globalni uticaj interneta mogle su, ili su već pretrpele značajne promene.)
MATCH@M:(Web page that is made efficiently could bring a lot of advantages.===>Efikasno napravljena web stranica može da donese mnoge prednosti.)
MATCH@E:(Web page that is made efficiently could bring a lot of advantages.===>Efikasno napravljena web stranica može da donese mnoge prednosti.)
MATCH@M:(Search engines are the aggregators and classifiers of all the information available on the web.===>Pretraživaci prikupljaju i klasifikuju sve informacije dostupne na mreži.)
MATCH@E:(Search engines are the aggregators and classifiers of all the information available on the web Š7Ë.===>Pretraživači prikupljaju i klasifikuju sve informacije dostupne na mreži Š7Ë.)
MATCH@M:(However, the competition is made even more ferocious by the searching behavior of the user.===>Ipak, korisnici svojim pretraživanjem uticu na to da konkurencija bude još žešca.)
MATCH@E:(However, the competition is made even more ferocious by the searching behavior of the user.===>Ipak, korisnici svojim pretraži Slika 1:)
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BAD_LINE_M:However, the competition is made even more ferocious by the searching behavior of the user.
BAD_LINE_M:Ipak, korisnici svojim pretraživanjem uticu na to da konkurencija bude još žešca.
BAD_LINE_E:However, the competition is made even more ferocious by the searching behavior of the user.
BAD_LINE_E:Ipak, korisnici svojim pretraži Slika 1:
MATCH@M:(Search engines may return many millions of documents for each user query, but the user only looks at a selected few.===>Pretraživaci mogu da ponude milione dokumenata za svaki zahtev svakog korisnika, ali korisnik pogleda nekoliko odabranih.)
MATCH@E:(Search engines may return many millions of documents for each user query, but the user only looks at a selected few Š2Ë.===>Tržišni udeo pretraživača Š2Ë 73% korisnika pretraživača nikada ne ide dalje od prve stranice koju im pretraživač pokaže.)
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BAD_LINE_M:Search engines may return many millions of documents for each user query, but the user only looks at a selected few.
BAD_LINE_M:Pretraživaci mogu da ponude milione dokumenata za svaki zahtev svakog korisnika, ali korisnik pogleda nekoliko odabranih.
BAD_LINE_E:Search engines may return many millions of documents for each user query, but the user only looks at a selected few Š2Ë.
BAD_LINE_E:Tržišni udeo pretraživača Š2Ë 73% korisnika pretraživača nikada ne ide dalje od prve stranice koju im pretraživač pokaže.
MATCH@M:(IT fast progress is bringing and developing new search engines all the time.===>Brzi uspon IT neprekidno donosi i razvija nove pretraživace.)
MATCH@E:(IT fast progress is bringing and developing new search engines all the time.===>)
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BAD_LINE_M:IT fast progress is bringing and developing new search engines all the time.
BAD_LINE_M:Brzi uspon IT neprekidno donosi i razvija nove pretraživace.
BAD_LINE_E:IT fast progress is bringing and developing new search engines all the time.
BAD_LINE_E:
MATCH@M:(Engines that once were known and popular with users could quickly become old and not efficient.===>Pretraživaci koji su nekada bili prepoznatljivi i popularni medu korisnicima brzo su postali zastareli i neefikasni.)
MATCH@E:(Engines that once were known and popular with users could quickly become old and not efficient.===>)
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BAD_LINE_M:Engines that once were known and popular with users could quickly become old and not efficient.
BAD_LINE_M:Pretraživaci koji su nekada bili prepoznatljivi i popularni medu korisnicima brzo su postali zastareli i neefikasni.
BAD_LINE_E:Engines that once were known and popular with users could quickly become old and not efficient.
BAD_LINE_E:
MATCH@M:(Today’s best engines are: Ask.com, Baidu, Bing, Cuil, Duck Duck Go, Google, Kosmix, Sogou, Yodao, Yahoo, Yandex, Yebol and others (written in alphabetic order).===>Najbolji pretraživaci danas su Ask.com, Baidu, Bing, Cuil, Duck Duck Go, Google, Kosmix, Sogou, Yodao, Yahoo, Yandex, Yebol and others (navedeni abecednim redom).)
MATCH@E:(Todays best engines are: Ask.com, Baidu, Bing, Cuil, Duck Duck Go, Google, Kosmix, Sogou, Yodao, Yahoo, Yandex, Yebol and others (written in alphabetic order).===>)
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BAD_LINE_M:Today’s best engines are: Ask.com, Baidu, Bing, Cuil, Duck Duck Go, Google, Kosmix, Sogou, Yodao, Yahoo, Yandex, Yebol and others (written in alphabetic order).
BAD_LINE_M:Najbolji pretraživaci danas su Ask.com, Baidu, Bing, Cuil, Duck Duck Go, Google, Kosmix, Sogou, Yodao, Yahoo, Yandex, Yebol and others (navedeni abecednim redom).
BAD_LINE_E:Todays best engines are: Ask.com, Baidu, Bing, Cuil, Duck Duck Go, Google, Kosmix, Sogou, Yodao, Yahoo, Yandex, Yebol and others (written in alphabetic order).
BAD_LINE_E:
MATCH@M:(When internet users are unable or unwilling to guess your URL (Uniform Resource Locator), they will use a search engine to find you.===>Kada korisnici interneta ne mogu ili ne žele da pogadaju vaš URL (uniformni lokator resursa), pokušace da vas pronadu pomocu pretraživaca.)
MATCH@E:(Figure 1 shows us the most popular engines in USA and EU. ~~~ When internet users are unable or unwilling to guess your URL (Uniform Resource Locator), they will use a search engine to find you.===>Shodno tome, takmičenje za visoko mesto među upitima korisnika je vrlo intenzivno Š4Ë.)
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BAD_LINE_M:When internet users are unable or unwilling to guess your URL (Uniform Resource Locator), they will use a search engine to find you.
BAD_LINE_M:Kada korisnici interneta ne mogu ili ne žele da pogadaju vaš URL (uniformni lokator resursa), pokušace da vas pronadu pomocu pretraživaca.
BAD_LINE_E:Figure 1 shows us the most popular engines in USA and EU. ~~~ When internet users are unable or unwilling to guess your URL (Uniform Resource Locator), they will use a search engine to find you.
BAD_LINE_E:Shodno tome, takmičenje za visoko mesto među upitima korisnika je vrlo intenzivno Š4Ë.
MATCH@M:(Both alternatives are the instruments of so called search marketing.===>I jedna i druga alternativa predstavljaju instrumente takozvanog pretraživackog marketinga.)
MATCH@E:(Both alternatives are the instruments of so called search marketing.===>I jedna i druga alternativa predstavljaju instrumente takozvanog pretraživačkog marketinga.)
MATCH@M:(Each of them is bringing different effects and advantages.===>Svaka ima razlicite efekte i prednosti.)
MATCH@E:(Each of them is bringing different effects and advantages.===>Svaka ima različite efekte i prednosti.)
MATCH@M:(As fast as the internet development is, the higher is the number of its users.===>Broj korisnika Interneta povecava se uporedo sa brzinom njegovog razvoja.)
MATCH@E:(As fast as the internet development is, the higher is the number of its users.===>Broj korisnika interneta povećava se uporedo sa brzinom njegovog razvoja.)
MATCH@M:(Now day’s lifestyle of the society and individuals is hard to imagine without a usage of modern technology that is making our lives easier.===>Nacin života celog društva i pojedinaca danas je nemoguce i zamisliti bez prime-ne moderne tehnologije koja nam olakšava život.)
MATCH@E:(Now days lifestyle of the society and individuals is hard to imagine without a usage of modern technology that is making our lives easier.===>Način života celog društva i pojedinaca danas je nemoguće i zamisliti bez primene moderne tehnologije koja nam olakšava život.)
MATCH@M:(Internet has changed the way of doing business as well, and brought a lot of new demands and challenges.===>Internet je izmenio i nacin poslovanja i doneo veliki broj novih zahteva i izazova.)
MATCH@E:(Internet has changed the way of doing business as well, and brought a lot of new demands and challenges.===>Internet je izmenio i način poslovanja i doneo veliki broj novih zahteva i izazova.)
MATCH@M:(Table 1 shows us a dynamic growth of internet users in the past years.===>Na tabeli 1 predstavljan je dinamicki rast broja korisnika interneta posled-njih godina.)
MATCH@E:(Table 1 shows us a dynamic growth of internet users in the past years.===>Na tabeli 1 predstavljan je dinamički rast broja korisnika interneta poslednjih godina.)
MATCH@M:(Companies will be forced to see their web strategies once more and follow its competition.===>Kompanije ce morati da preispitaju svoje strategije za web stranice još jednom i da udu u konkurenciju.)
MATCH@E:(Companies will be forced to see their web strategies once more and follow its competition.===>Kompanije će morati da preispitaju svoje strategije za web stranice još jednom i da uđu u konkurenciju.)
MATCH@M:(What will happen on the internet could be crucial to the companies.===>Ono što se dešava na internetu može biti od suštinskog znacaja za kompanije.)
MATCH@E:(What will happen on the internet could be crucial to the companies.===>Ono što se dešava na internetu može biti od suštinskog značaja za kompanije.)
MATCH@M:(Further on we see the basics if web page optimization.===>U tekstu koji sledi opisacemo osnovne elemente optimizacije web stranice.)
MATCH@E:(Further on we see the basics if web page optimization. ~~~ 2.===>U tekstu koji sledi opisaćemo osnovne elemente optimizacije web stranice. 2.)
MATCH@M:(To get the most from your search engine optimization efforts, you should design and optimize your web page for your audience.===>Da biste iz optimizacije vašeg pretraživaca izvukli najviše, treba da projektujete i optimizujete svoju web stranicu za svoju publiku.)
MATCH@E:(Search engine optimization To get the most from your search engine optimization efforts, you should design and optimize your web page for your audience.===>Optimizacija za pretraživače Da biste iz optimizacije vašeg pretraživača izvukli najviše, treba da projektujete i optimizujete svoju web stranicu za svoju publiku.)
MATCH@M:(Your target audience is the group of people that you are trying to reach through your online marketing efforts.===>Vašu ciljnu grupu predstavlja grupa ljudi koja se krece kroz vašu online marketing prezentaciju.)
MATCH@E:(Your target audience is the group of people that you are trying to reach through your online marketing efforts.===>Vašu ciljnu grupu predstavlja grupa ljudi koja se kreće kroz vašu online marketing prezentaciju.)
MATCH@M:(Target audiences are often defined by demographic such as age groups, nationalities, or specific interests.===>Ciljne grupe obicno se definišu demografskim merilima kao uzrastne grupe, nacionalnosti, ili grupe sa specificnim interesovanjima.)
MATCH@E:(Target audiences are often defined by demographic such as age groups, nationalities, or specific interests.===>Ciljne grupe obično se definišu demografskim merilima kao uzrastne grupe, nacionalnosti, ili grupe sa specifičnim interesovanjima.)
MATCH@M:(In addition to these techniques, there are others who add to the rise in popularity of each web page.===>Pored ovih tehnika ima i drugih koje doprinose popularnosti svake web stranice.)
MATCH@E:(In addition to these techniques, there are others who add to the rise in popularity of each web page.===>Pored ovih tehnika ima i drugih koje doprinose popularnosti svake web stranice.)
MATCH@M:(Recently, the growing importance of gaining social networks, which play the leading role of corporate blogs, Facebook, YouTube, Flickr and Twitter the others.===>Od nedavno, sve popularnije su društvene mreže koje i korporativnim blogovi, Facebook, YouTube, Flickr i Twitter, izmedu ostalih.)
MATCH@E:(Recently, the growing importance of gaining social networks, which play the leading role of corporate blogs, Facebook, YouTube, Flickr and Twitter the others.===>Od nedavno, sve popularnije su društvene mreže koje i korporativnim blogovi, Facebook, YouTube, Flickr i Twitter, između ostalih.)
MATCH@M:(Choosing keywords is an important process that requires detailed analysis and understanding of the industry.===>Izbor kljucnih reci predstavlja znacajan posao koji zahteva detaljnu analizu i razumevanje delatnosti koja se predstavlja.)
MATCH@E:(Choosing keywords is an important process that requires detailed analysis and understanding of the industry.===>Izbor ključnih reči predstavlja značajan posao koji zahteva detaljnu analizu i razumevanje delatnosti koja se predstavlja.)
MATCH@M:(While making a properly designed web page is important and necessary to consider several factors that have and influence on the technical characteristics of web pages.===>Da bismo napravili dobru web stranicu, potrebno je da uzmemo u obzir nekoliko faktora koji uticu na tehnicke karakteristike web stranica.)
MATCH@E:(2.1 On-page Optimization While making a properly designed web page is important and necessary to consider several factors that have and influence on the technical characteristics of web pages.===>Optimizacija on-page (na samoj stranici) Da bismo napravili dobru web stranicu, potrebno je da uzmemo u obzir nekoliko faktora koji utiču na tehničke karakteristike web stranica.)
MATCH@M:(It is important for proper understanding of the specific features of individual search engines, which are mutually different.===>Ovo je znacajno da bismo dobro shvatili posebne karakteristike pojedinacnih pretraživaca, koje se razlikuju od jednog do drugog.)
MATCH@E:(It is important for proper understanding of the specific features of individual search engines, which are mutually different.===>Ovo je značajno da bismo dobro shvatili posebne karakteristike pojedinačnih pretraživača, koje se razlikuju od jednog do drugog.)
MATCH@M:(There are some technical features and recommendations that it is important for the development page.===>Za razvoj web stranice važno je nekoliko tehnickih karakteristika i preporuka.)
MATCH@E:(There are some technical features and recommendations that it is important for the development page.===>Za razvoj web stranice važno je nekoliko tehničkih karakteristika i preporuka.)
MATCH@M:(The first characteristic that can be mentioned is the size of individual web page.===>Prva karakteristika koju treba pomenuti jesu dimenzije pojedinacne web stranice.)
MATCH@E:(Page File Size The first characteristic that can be mentioned is the size of individual web page.===>Dimenzije stranice Prva karakteristika koju treba pomenuti jesu dimenzije pojedinačne web stranice.)
MATCH@M:(Most attention is dedicated to the basic page in this segment (Landing Page), which is the most important page in the entire collection of an online business presentation.===>Najveca pažnja u ovom segmentu pridaje se osnovnoj stranici (Landing Page) koja je najvažnija stranica u citavoj zbirci online poslovne prezentacije.)
MATCH@E:(Most attention is dedicated to the basic page in this segment (Landing Page), which is the most important page in the entire collection of an online business presentation.===>Najveća pažnja u ovom segmentu pridaje se osnovnoj stranici (Landing Page) koja je najvažnija stranica u čitavoj zbirci online poslovne prezentacije.)
MATCH@M:(Recommended basic page should not overtake more than 150 KB of space size of space.===>Preporucuje sa da osnovna stranica ne treba da prekoraci velicinu od 150 KB.)
MATCH@E:(Recommended basic page should not overtake more than 150 KB of space size of space.===>Preporučuje sa da osnovna stranica ne treba da prekorači veličinu od 150 KB.)
MATCH@M:(Going beyond that size can makes it less specific for search engines so it could not be included in their lists.===>Ako prekoracimo ovu velicinu, stranica ce izgubiti deo svoje specificnosti za pretraživace i oni nece moci da je ukljuce u svoje liste.)
MATCH@E:(Going beyond that size can makes it less specific for search engines so it could not be included in their lists.===>Ako prekoračimo ovu veličinu, stranica će izgubiti deo svoje specifičnosti za pretraživače i oni neće moći da je uključe u svoje liste.)
MATCH@M:(This can result in to lower web page visit’s frequency.===>Ovo za posledicu ima smanjen broj poseta stranici.)
MATCH@E:(This can result in to lower web page visits frequency.===>Ovo za posledicu ima smanjen broj poseta stranici.)
MATCH@M:(Another important feature of the page is the number of bundles of links to other pages that are located on the web page itself.===>Druga znacajna karakteristika stranice jeste broj skupova linkova prema drugim stranicama koji se nalaze na samoj stranici.)
MATCH@E:(Amount of Links Another important feature of the page is the number of bundles of links to other pages that are located on the web page itself.===>Broj linkova Druga značajna karakteristika stranice jeste broj skupova linkova prema drugim stranicama koji se nalaze na samoj stranici.)
MATCH@M:(Technical characteristics have to be considered carefully so that’s why it is necessary that all the specific features of other search engines are well studied before.===>Treba pažljivo razmotriti tehnicke karakteristike; stoga je važno i unapred prouciti specificne karakteristike drugih pretraživaca.)
MATCH@E:(Technical characteristics have to be considered carefully so thats why it is necessary that all the specific features of other search engines are well studied before.===>Treba pažljivo razmotriti tehničke karakteristike; stoga je važno i unapred proučiti specifične karakteristike drugih pretraživača.)
MATCH@M:(Experience shows us that the optimal number of connections to the other web pages is around 100.===>Iskustvo nam pokazuje da je optimalni broj konekcija prema drugim web stranicama oko 100.)
MATCH@E:(Experience shows us that the optimal number of connections to the other web pages is around 100.===>Iskustvo nam pokazuje da je optimalni broj konekcija prema drugim web stranicama oko 100.)
MATCH@M:(We can see similar restrictions in the number of characters that are used in the title, keywords and description.===>Slicna ogranicenja postoje i u broju karaktera (slovnih mesta) koja se koriste za naslov, kljucne reci i opis.)
MATCH@E:(Title Tag We can see similar restrictions in the number of characters that are used in the title, keywords and description.===>Imenovanje naslova Slična ograničenja postoje i u broju karaktera (slovnih mesta) koja se koriste za naslov, ključne reči i opis.)
MATCH@M:(The most sensitive area at well optimized web page is a title.===>Naslov je najosetljivija oblast na dobro optimi-zovanoj web stranici.)
MATCH@E:(The most sensitive area at well optimized web page is a title.===>Naslov je najosetljivija oblast na dobro optimizovanoj web stranici.)
MATCH@M:(For a well designed and formed title it is necessary to know the conditions that we are working in.===>Da bi naslov bio dobro projek-tovan i formiran potrebno je znati u kojim uslovima radimo.)
MATCH@E:(For a well designed and formed title it is necessary to know the conditions that we are working in.===>Da bi naslov bio dobro projektovan i formiran potrebno je znati u kojim uslovima radimo.)
MATCH@M:(There are differences in terms of how to create a single Web page address and also taking into account the basic and advanced skills that can make a substantial difference, which are reflecting in the search results.===>Postoje razlike u vezi s tim kako kreirati adresu jedne web stranice, a treba uzeti u obzir osnovne i napredne veštine pomocu kojih možemo da stvorimo nešto posebno, a što ce se odraziti na rezultate pretraživanja.)
MATCH@E:(There are differences in terms of how to create a single Web page address and also taking into account the basic and advanced skills that can make a substantial difference, which are reflecting in the search results.===>Postoje razlike u vezi s tim kako kreirati adresu jedne web stranice, a treba uzeti u obzir osnovne i napredne veštine pomoću kojih možemo da stvorimo nešto posebno, a što će se odraziti na rezultate pretraživanja.)
MATCH@M:(Many companies are exceeding recommended technical demands while trying to describe its business.===>U pokušaju da opišu svoje poslovanje mnoge kompanije prevazilaze preporucene tehnicke zahteve.)
MATCH@E:(Many companies are exceeding recommended technical demands while trying to describe its business.===>U pokušaju da opišu svoje poslovanje mnoge kompanije prevazilaze preporučene tehničke zahteve.)
MATCH@M:(Main reasons for errors that appear on the web page happen due to lack of knowledge of a web page optimization.===>Glavne greške koje se javljaju na web stranici nastaju kao posledica nepoznavanja op-timizacije web stranice.)
MATCH@E:(Main reasons for errors that appear on the web page happen due to lack of knowledge of a web page optimization.===>Glavne greške koje se javljaju na web stranici nastaju kao posledica nepoznavanja optimizacije web stranice.)
MATCH@M:(Properly designed and constructed web page requires an in-depth analysis and long-standing expertise in information technology, optimization and the industry in which the company performs.===>Pravilno projektovana i sastavljena web stranica zahteva dubinsku analizu i veliku strucnost i iskustvo u oblasti informacionih tehnologija, optimizacije i delatnosti u kojoj kompanija posluje.)
MATCH@E:(Properly designed and constructed web page requires an in-depth analysis and long-standing expertise in information technology, optimization and the industry in which the company performs.===>Pravilno projektovana i sastavljena web stranica zahteva dubinsku analizu i veliku stručnost i iskustvo u oblasti informacionih tehnologija, optimizacije i delatnosti u kojoj kompanija posluje.)
MATCH@M:(Most frequent mistakes that can be seen in a specific page are the technical characteristics and parameters of links that are located in the links themselves.===>Najucestalije greške koje se mogu naci na nekoj stranici su tehnicke karakteristike i parametri linkova koji se nalaze u samim linkovima.)
MATCH@E:(Most frequent mistakes that can be seen in a specific page are the technical characteristics and parameters of links that are located in the links themselves.===>Najučestalije greške koje se mogu naći na nekoj stranici su tehničke karakteristike i parametri linkova koji se nalaze u samim linkovima.)
MATCH@M:(Rapid development of information technology brings us better and better technical features of hardware.===>Nagli razvoj informacione tehnologije ima za posledicu sve kvalitetniji hardver.)
MATCH@E:(Interactive Web Page Features Rapid development of information technology brings us better and better technical features of hardware.===>Karakteristike interaktivnih web stranica Nagli razvoj informacione tehnologije ima za posledicu sve kvalitetniji hardver.)
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BAD_LINE_M:Rapid development of information technology brings us better and better technical features of hardware.
BAD_LINE_M:Nagli razvoj informacione tehnologije ima za posledicu sve kvalitetniji hardver.
BAD_LINE_E:Interactive Web Page Features Rapid development of information technology brings us better and better technical features of hardware.
BAD_LINE_E:Karakteristike interaktivnih web stranica Nagli razvoj informacione tehnologije ima za posledicu sve kvalitetniji hardver.
MATCH@M:(More powerful processors, larger drives, advanced graphics cards that can operate the software with features and graphics that were not previously known.===>Jaci procesori, veci obim drajva, unapredene graficke kartice kojima se rukuje softverom sa karakteristikama i grafikom koja do sada nije bila poznata.)
MATCH@E:(More powerful processors, larger drives, advanced graphics cards that can operate the software with features and graphics that were not previously known.===>Jači procesori, veći obim drajva, unapređene grafičke kartice kojima se rukuje softverom sa karakteristikama i grafikom koja do sada nije bila poznata.)
MATCH@M:(It has also increased the fluidity and speed of networks that are now able to transfer large amounts of data.===>Povecana je i proticnost i brzina mreža koje su sada sposobne da prenose velike kolicine podataka.)
MATCH@E:(It has also increased the fluidity and speed of networks that are now able to transfer large amounts of data.===>Povećana je i protičnost i brzina mreža koje su sada sposobne da prenose velike količine podataka.)
MATCH@M:(All these enhancements that came with a fast IT development are making web page visual appearance better and more interactive.===>Sav ovaj napredak koji je posledica brzog razvoja IT cini da i vizuelni prikaz web stranice bude bolji i inter-aktivniji.)
MATCH@E:(All these enhancements that came with a fast IT development are making web page visual appearance better and more interactive.===>Sav ovaj napredak koji je posledica brzog razvoja IT čini da i vizuelni prikaz web stranice bude bolji i interaktivniji.)
MATCH@M:(Technologies such as Flash and JavaScript are more and more present.===>Sve više se koriste tehnologije kao što su Flash i JavaScript.)
MATCH@E:(Technologies such as Flash and JavaScript are more and more present.===>Sve više se koriste tehnologije kao što su Flash i JavaScript.)
MATCH@M:(Both have many useful properties but like any other things they have their week sides.===>Obe ove tehnologije imaju veliki broj korisnih osobina, ali kao i sve ostalo, imaju i loše strane.)
MATCH@E:(Both have many useful properties but like any other things they have their week sides.===>Obe ove tehnologije imaju veliki broj korisnih osobina, ali kao i sve ostalo, imaju i loše strane.)
MATCH@M:(The weakness is reflected in the inability to integrate search engines, searching, reading, and the ranking of the elements that are built using these technologies.===>Slabost se ogleda u njihovoj nesposobnosti da povežu pretraživace, pretraživanje, ocitavanje i rangiranje elemenata koji su nastali primenom ovih tehnologija.)
MATCH@E:(The weakness is reflected in the inability to integrate search engines, searching, reading, and the ranking of the elements that are built using these technologies.===>Slabost se ogleda u njihovoj nesposobnosti da povežu pretraživače, pretraživanje, očitavanje i rangiranje elemenata koji su nastali primenom ovih tehnologija.)
MATCH@M:(Therefore, the use of Flash and JavaScript-this requires special attention.===>Stoga primena Flash ili JavaScript tehnologije zahteva da joj se posveti posebna pažnja.)
MATCH@E:(Therefore, the use of Flash and JavaScript-this requires special attention.===>Stoga primena Flash ili JavaScript tehnologije zahteva da joj se posveti posebna pažnja.)
MATCH@M:(Optimizing web pages includes additional elements, which have their impact on web page ranking in search engines.===>Optimizacija web stranica obuhvata i dodatne elemente koji uticu na rangiranje web stranice u pretra-živacima.)
MATCH@E:(URL (Uniform Resource Locators) Optimizing web pages includes additional elements, which have their impact on web page ranking in search engines.===>URL (uniformni resursni lokatori) Optimizacija web stranica obuhvata i dodatne elemente koji utiču na rangiranje web stranice u pretraživačima.)
MATCH@M:(The most famous search engines put great emphasis on properly selected address of the web page (URL).===>Najpoznatiji pretraživaci stavljaju veliki ak-cenat na pravilno odabranu adresu web stranice (URL).)
MATCH@E:(The most famous search engines put great emphasis on properly selected address of the web page (URL).===>Najpoznatiji pretraživači stavljaju veliki akcenat na pravilno odabranu adresu web stranice (URL).)
MATCH@M:(Web page’s addresses also have other properties that are important for promotion and marketing which are necessary to consider.===>Adrese web stranica imaju i druge karakteristike koje su znacajne za promociju i marketing i koje je potrebno razmotriti.)
MATCH@E:(Web pages addresses also have other properties that are important for promotion and marketing which are necessary to consider.===>Adrese web stranica imaju i druge karakteristike koje su značajne za promociju i marketing i koje je potrebno razmotriti.)
MATCH@M:(Most of the companies make common and critical mistakes while naming the pictures that are presented on the web page.===>Vecina kompanija cini uobicajene i kriticne greške kada daje nazive slikama koje predstavlja na web stranicama.)
MATCH@E:(Images and Alt Text Most of the companies make common and critical mistakes while naming the pictures that are presented on the web page.===>Slike i Alt text Većina kompanija čini uobičajene i kritične greške kada daje nazive slikama koje predstavlja na web stranicama.)
MATCH@M:(In addition to pictures the most common mistake is also naming the remarks of the pictures (alt text).===>Pored slika, najcešca greška je i imenovanje napomena uz slike (alt text).)
MATCH@E:(In addition to pictures the most common mistake is also naming the remarks of the pictures (alt text).===>Pored slika, najčešća greška je i imenovanje napomena uz slike (alt text).)
MATCH@M:(Due to the prevalence of internet it is necessary to follow the standards how to display pictures on it, which have established during the years.===>Pošto je internet vec široko prisutan, potrebno je pratiti standarde po kojima se na njemu predstavljaju slike, a koji su rezultat dugogodišnjeg rada.)
MATCH@E:(Due to the prevalence of internet it is necessary to follow the standards how to display pictures on it, which have established during the years.===>Pošto je internet već široko prisutan, potrebno je pratiti standarde po kojima se na njemu predstavljaju slike, a koji su rezultat dugogodišnjeg rada.)
MATCH@M:(Most common formats that can be traced are JPEG, GIF, PNG and BMP.===>Najcešci formati koji se mogu koristiti su JPEG, GIF, PNG i BMP.)
MATCH@E:(Most common formats that can be traced are JPEG, GIF, PNG and BMP.===>Najčešći formati koji se mogu koristiti su JPEG, GIF, PNG i BMP.)
MATCH@M:(A very important element is using keywords in internal links, followed by the use of styles (Heading) and contents of the web page itself, which plays a key role in the perception of usefulness in the eyes of users.===>Veoma znacajan element predstavlja primena kljucnih reci u internim linkovima, a onda i korišcenje stilova (zaglavlja, Heading) i sadržaja same web stranice, što igra kljucnu ulogu u percepciji korisnika o korisnosti ovih stranica.)
MATCH@E:(Anchor Text of Internal Links and Headings A very important element is using keywords in internal links, followed by the use of styles (Heading) and contents of the web page itself, which plays a key role in the perception of usefulness in the eyes of users.===>Naslovni tekst internih linkova i zaglavlja Veoma značajan element predstavlja primena ključnih reči u internim linkovima, a onda i korišćenje stilova (zaglavlja, Heading) i sadržaja same web stranice, što igra ključnu ulogu u percepciji korisnika o korisnosti ovih stranica.)
MATCH@M:(In addition to these elements there are other factors that are equally important with professional optimization of a web page.===>Pored ovih elemenata postoje i drugi faktori koji su jednako znacajni za profesionalnu optimizaciju web stranice.)
MATCH@E:(In addition to these elements there are other factors that are equally important with professional optimization of a web page.===>Pored ovih elemenata postoje i drugi faktori koji su jednako značajni za profesionalnu optimizaciju web stranice. 2.)
MATCH@M:(Next to the on-page optimization it is really important that off-page optimization is done as well.===>Pored „on-page“ optimizacije, važno je dobro uraditi i „off-page“ optimizaciju.)
MATCH@E:(2.2 Off-page Optimization Next to the on-page optimization it is really important that off-page optimization is done as well.===>Optimizacija off-page (izvan stranice) Pored on-page optimizacije, važno je dobro uraditi i off-page optimizaciju.)
BAD_LINE_=============================================================
BAD_LINE_M:Next to the on-page optimization it is really important that off-page optimization is done as well.
BAD_LINE_M:Pored „on-page“ optimizacije, važno je dobro uraditi i „off-page“ optimizaciju.
BAD_LINE_E:2.2 Off-page Optimization Next to the on-page optimization it is really important that off-page optimization is done as well.
BAD_LINE_E:Optimizacija off-page (izvan stranice) Pored on-page optimizacije, važno je dobro uraditi i off-page optimizaciju.
MATCH@M:(In the past few years we can see a huge growth of so called social communities.===>U poslednjih nekoliko godina svedoci smo znacajnog rasta takozvanih društvenih komunikacija.)
MATCH@E:(In the past few years we can see a huge growth of so called social communities.===>U poslednjih nekoliko godina svedoci smo značajnog rasta takozvanih društvenih komunikacija.)
MATCH@M:(Fast development of information technology and its new products and services are the main features of today’s IT world.===>Brz razvoj informacione tehnologije i novi proizvodi i usluge koje je omogucila predstavljaju glavne karakteristike današnjeg IT sveta.)
MATCH@E:(Fast development of information technology and its new products and services are the main features of todays IT world.===>Brz razvoj informacione tehnologije i novi proizvodi i usluge koje je omogućila predstavljaju glavne karakteristike današnjeg IT sveta.)
MATCH@M:(Until recently, most of the social networks were unknown and undeveloped.===>Do nedavno, vecina društvenih mreža bila je nerazvijena i nepoznata.)
MATCH@E:(Until recently, most of the social networks were unknown and undeveloped.===>Do nedavno, većina društvenih mreža bila je nerazvijena i nepoznata.)
MATCH@M:(But now they are on the level where they are changing business and individual’s time.===>Sada su, opet, na takvom nivou da mogu da menjaju nacin na koji covek posluje ili provodi slobodno vreme.)
MATCH@E:(But now they are on the level where they are changing business and individuals time.===>Sada su, opet, na takvom nivou da mogu da menjaju način na koji čovek posluje ili provodi slobodno vreme.)
MATCH@M:(Therefore it is extremely important to follow these trends because they are the main things that you should be focus on in the future.===>Stoga je veoma važno pratiti ove trendove, jer je to ono što ce okupirati našu pažnju u buducnosti.)
MATCH@E:(Therefore it is extremely important to follow these trends because they are the main things that you should be focus on in the future.===>Stoga je veoma važno pratiti ove trendove, jer je to ono što će okupirati našu pažnju u budućnosti.)
MATCH@M:(Raising popularity on the web page can also be achieved by building other links which are pointing to the web page.===>Podizanje popularnosti na web stranici može se postici kreiranjem drugih linkova koji upucuju na web stranicu.)
MATCH@E:(Link Popularity of Specific Page Raising popularity on the web page can also be achieved by building other links which are pointing to the web page.===>Uloga linka u popularnosti stranice Podizanje popularnosti na web stranici može se postići kreiranjem drugih linkova koji upućuju na web stranicu.)
MATCH@M:(If you have a »healthy« link you have better chance to be ranked higher in the search engines list.===>Ako imate „zdrav“ link, vece su vam šanse da se nadete na bliže vrhu na rang listama pretraživaca.)
MATCH@E:(If you have a »healthy« link you have better chance to be ranked higher in the search engines list.===>Ako imate zdrav link, veće su vam šanse da se nađete na bliže vrhu na rang listama pretraživača.)
MATCH@M:(Web pages that are globally known have a much more difficult job to do as unknown pages.===>Globalno poznate web stranice imaju vece probleme nego nepoznate stranice.)
MATCH@E:(Web pages that are globally known have a much more difficult job to do as unknown pages.===>Globalno poznate web stranice imaju veće probleme nego nepoznate stranice.)
MATCH@M:(Links show that well-known and established web pages, can contribute significantly to the popularity of the page that affects in the search engine ranking.===>Linkovi pokazuju da poznate i dobro uspostavljene stranice mogu znacajno da doprinesu popularnosti stranice na rang listi pretraživaca.)
MATCH@E:(Links show that well-known and established web pages, can contribute significantly to the popularity of the page that affects in the search engine ranking.===>Linkovi pokazuju da poznate i dobro uspostavljene stranice mogu značajno da doprinesu popularnosti stranice na rang listi pretraživača.)
MATCH@M:(Page rank which was developed by Google is a well known standard of page popularity.===>Rangiranje stranica koje je razvio Google predstavlja poznat standard popularnosti stranice.)
MATCH@E:(Page rank which was developed by Google is a well known standard of page popularity.===>Rangiranje stranica koje je razvio Google predstavlja poznat standard popularnosti stranice.)
MATCH@M:(Ranking rate of a page is moving from 1 to 10.===>Ocena stranice krece se od 1 do 10.)
MATCH@E:(Ranking rate of a page is moving from 1 to 10.===>Ocena stranice kreće se od 1 do 10.)
MATCH@M:(The higher the level, the better and more popular is the page.===>Što je nivo viši, stranica je bolja i popularnija.)
MATCH@E:(The higher the level, the better and more popular is the page.===>Što je nivo viši, stranica je bolja i popularnija. 2.)
MATCH@M:(We can increase the visits on the page with several methods and techniques.===>Broj poseta može se povecati primenom nekoliko metoda i tehnika.)
MATCH@E:(We can increase the visits on the page with several methods and techniques.===>Broj poseta može se povećati primenom nekoliko metoda i tehnika.)
MATCH@M:(optimization that brings rankings in the search engines also so called organic hits.===>Optimizacija koja podiže ocenu na pretraživaci-ma naziva se slobodna pretraga (organic hits).)
MATCH@E:(Optimization has two methods; optimization that brings rankings in the search engines also so called organic hits.===>Optimizacija ima dva metoda.)
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BAD_LINE_M:optimization that brings rankings in the search engines also so called organic hits.
BAD_LINE_M:Optimizacija koja podiže ocenu na pretraživaci-ma naziva se slobodna pretraga (organic hits).
BAD_LINE_E:Optimization has two methods; optimization that brings rankings in the search engines also so called organic hits.
BAD_LINE_E:Optimizacija ima dva metoda.
MATCH@M:(Another way is to pay for so called sponsored links.===>Drugi nacin je da se plate takozvani sponzorisani linkovi.)
MATCH@E:(Another way is to pay for so called sponsored links.===>)
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BAD_LINE_M:Another way is to pay for so called sponsored links.
BAD_LINE_M:Drugi nacin je da se plate takozvani sponzorisani linkovi.
BAD_LINE_E:Another way is to pay for so called sponsored links.
BAD_LINE_E:
MATCH@M:(So far we have mentioned some of the most important elements that are important for good positioning on search engines.===>Do sada smo pomenuli neke najvažnije elemente dobrog pozicioniranja na pretraživacima.)
MATCH@E:(So far we have mentioned some of the most important elements that are important for good positioning on search engines.===>)
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BAD_LINE_M:So far we have mentioned some of the most important elements that are important for good positioning on search engines.
BAD_LINE_M:Do sada smo pomenuli neke najvažnije elemente dobrog pozicioniranja na pretraživacima.
BAD_LINE_E:So far we have mentioned some of the most important elements that are important for good positioning on search engines.
BAD_LINE_E:
MATCH@M:(One of the most important elements is certainly the choice of appropriate keywords.===>Jedan od najvažnijih je svakako izbor odgovarajucih kljucnih reci.)
MATCH@E:(One of the most important elements is certainly the choice of appropriate keywords.===>)
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BAD_LINE_M:One of the most important elements is certainly the choice of appropriate keywords.
BAD_LINE_M:Jedan od najvažnijih je svakako izbor odgovarajucih kljucnih reci.
BAD_LINE_E:One of the most important elements is certainly the choice of appropriate keywords.
BAD_LINE_E:
MATCH@M:(It is important to have good knowledge of the characteristics of industries in which firm performance and as well market competition.===>Važno je dobro poznavati karakteristike delatnosti u kojoj firma posluje, ali i konkurenciju na tržištu.)
MATCH@E:(It is important to have good knowledge of the characteristics of industries in which firm performance and as well market competition.===>)
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BAD_LINE_M:It is important to have good knowledge of the characteristics of industries in which firm performance and as well market competition.
BAD_LINE_M:Važno je dobro poznavati karakteristike delatnosti u kojoj firma posluje, ali i konkurenciju na tržištu.
BAD_LINE_E:It is important to have good knowledge of the characteristics of industries in which firm performance and as well market competition.
BAD_LINE_E:
MATCH@M:(When determining keywords it is necessary to see which keywords are used by our competitors.===>Prilikom odredivanja kljucnih reci neophodno je videti koje kljucne reci koristi konkurencija.)
MATCH@E:(When determining keywords it is necessary to see which keywords are used by our competitors.===>Optimizacija koja podiže ocenu na pretraživačima naziva se slobodna pretraga (organic hits).)
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BAD_LINE_M:When determining keywords it is necessary to see which keywords are used by our competitors.
BAD_LINE_M:Prilikom odredivanja kljucnih reci neophodno je videti koje kljucne reci koristi konkurencija.
BAD_LINE_E:When determining keywords it is necessary to see which keywords are used by our competitors.
BAD_LINE_E:Optimizacija koja podiže ocenu na pretraživačima naziva se slobodna pretraga (organic hits).
MATCH@M:(While making technically flawless web page it is important to have a good knowledge about positioning web page in the search engines.===>Da bismo napravili tehnicki savršenu web stranicu treba dobro da poznajemo nacin pozicioniranja web stranice na pretraživacima.)
MATCH@E:(While making technically flawless web page it is important to have a good knowledge about positioning web page in the search engines.===>Drugi način je da se plate takozvani sponzorisani linkovi. web stranici mogu značajno da doprinesu poziciji na rang listi.)
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BAD_LINE_M:While making technically flawless web page it is important to have a good knowledge about positioning web page in the search engines.
BAD_LINE_M:Da bismo napravili tehnicki savršenu web stranicu treba dobro da poznajemo nacin pozicioniranja web stranice na pretraživacima.
BAD_LINE_E:While making technically flawless web page it is important to have a good knowledge about positioning web page in the search engines.
BAD_LINE_E:Drugi način je da se plate takozvani sponzorisani linkovi. web stranici mogu značajno da doprinesu poziciji na rang listi.
MATCH@M:(File description is the next element to be taken into account when drawing up web pages.===>Sledeci element koji treba uzeti u obzir prilikom kreiranja web stranice jeste opis podataka.)
MATCH@E:(File description is the next element to be taken into account when drawing up web pages.===>)
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BAD_LINE_M:File description is the next element to be taken into account when drawing up web pages.
BAD_LINE_M:Sledeci element koji treba uzeti u obzir prilikom kreiranja web stranice jeste opis podataka.
BAD_LINE_E:File description is the next element to be taken into account when drawing up web pages.
BAD_LINE_E:
MATCH@M:(Properly named files on the web page could have a significant meaning at search ranking lists.===>Pravilno imenovani fajlovi na web stranici mogu znacajno da doprinesu poziciji na rang listi.)
MATCH@E:(Properly named files on the web page could have a significant meaning at search ranking lists.===>)
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BAD_LINE_M:Properly named files on the web page could have a significant meaning at search ranking lists.
BAD_LINE_M:Pravilno imenovani fajlovi na web stranici mogu znacajno da doprinesu poziciji na rang listi.
BAD_LINE_E:Properly named files on the web page could have a significant meaning at search ranking lists.
BAD_LINE_E:
MATCH@M:(Despite of all the technical features it is also important what kind of content is present on our web page.===>Uprkos svim tehnickim karakteristikama znacajno je i kakav sadržaj predstavljamo na našoj web stranici.)
MATCH@E:(Despite of all the technical features it is also important what kind of content is present on our web page.===>Uprkos svim tehničkim karakteristikama značajno je i kakav sadržaj predstavljamo na našoj web stranici.)
MATCH@M:(Nowadays users are becoming more and more demanding about the content on the web page which has to be interesting and transparent.===>Danas su korisnici sve zahtevniji u vezi sa sadržajem na web stranici i ocekuju da on bude interesantan i transparentan.)
MATCH@E:(Nowadays users are becoming more and more demanding about the content on the web page which has to be interesting and transparent.===>Danas su korisnici sve zahtevniji u vezi sa sadržajem na web stranici i očekuju da on bude interesantan i transparentan.)
MATCH@M:(There are some standard ways how to write internet content and they are different to the print media text.===>Postoje neki standardni nacini da se napiše sadržaj na internetu, a koje tekst u štampanim medijima teško može da primeni.)
MATCH@E:(There are some standard ways how to write internet content and they are different to the print media text.===>Postoje neki standardni načini da se napiše sadržaj na internetu, a koje tekst u štampanim medijima teško može da primeni.)
MATCH@M:(Users usually »fly through« the content; they are not actually reading it.===>Korisnici obicno „prolete“ kroz sadržaj; u stvari ga ne citaju.)
MATCH@E:(Users usually »fly through« the content; they are not actually reading it.===>Korisnici obično prolete kroz sadržaj; u stvari ga ne čitaju.)
MATCH@M:(That’s why it is important that we adjust the text in that matter.===>Stoga je znacajno kako cemo prilagoditi tekst za ove svrhe.)
MATCH@E:(Thats why it is important that we adjust the text in that matter.===>Stoga je značajno kako ćemo prilagoditi tekst za ove svrhe.)
MATCH@M:(Text on the web page is usually connected.===>Tekst na web stranici je obicno vezan.)
MATCH@E:(Text on the web page is usually connected.===>Tekst na web stranici je obično vezan.)
MATCH@M:(It is important that the pictures are small so they are now overtaking the disc space.===>Važno je da slike budu male tako da ne prevazilaze prostor diska.)
MATCH@E:(It is important that the pictures are small so they are now overtaking the disc space.===>Važno je da slike budu male tako da ne prevazilaze prostor diska.)
MATCH@M:(The next important thing is the web page structure which can be compared to a web page map.===>Sledeci važan momenat je struktura web stranice koja se može porediti sa mapom web stranice.)
MATCH@E:(The next important thing is the web page structure which can be compared to a web page map.===>Sledeći važan momenat je struktura web stranice koja se može porediti sa mapom web stranice.)
MATCH@M:(For easier identification and searching it is important to choose appropriate name of the web page.===>U cilju lakše identifikacije i pretrage važno je da se za web stranicu odabere odgovarajuce ime.)
MATCH@E:(For easier identification and searching it is important to choose appropriate name of the web page.===>U cilju lakše identifikacije i pretrage važno je da se za web stranicu odabere odgovarajuće ime.)
MATCH@M:(How we name the web page is also important in terms of marketing.===>Naziv web stranice važan je i sa stanovišta marketinga.)
MATCH@E:(How we name the web page is also important in terms of marketing.===>Naziv web stranice važan je i sa stanovišta marketinga.)
MATCH@M:(Hosting is just as important as selecting the name of the web page.===>Hosting je isto toliko važan kao i naziv web stranice.)
MATCH@E:(Hosting is just as important as selecting the name of the web page.===>Hosting je isto toliko važan kao i naziv web stranice.)
MATCH@M:(Search engines put a lot of attention to the environment in which the web pages is located.===>Pretraživaci posvecuju veoma veliku pažnju okruženju i kojem se web stranica nalazi.)
MATCH@E:(Search engines put a lot of attention to the environment in which the web pages is located.===>Pretraživači posvećuju veoma veliku pažnju okruženju i kojem se web stranica nalazi.)
MATCH@M:(Web pages come from environments that are trustworthy and are ranked better than others.===>Web stranice koje pripadaju pouzdanim okruženjima rangiraju se bolje nego druge.)
MATCH@E:(Web pages come from environments that are trustworthy and are ranked better than others.===>Web stranice koje pripadaju pouzdanim okruženjima rangiraju se bolje nego druge.)
MATCH@M:(While making the page it is important to consider search engines diversity.===>Kada kreiramo stranicu, važno je znati i koliko ima pretraživaca.)
MATCH@E:(While making the page it is important to consider search engines diversity.===>Kada kreiramo stranicu, važno je znati i koliko ima pretraživača.)
MATCH@M:(Today’s most popular search engines are Internet Explorer, Firefox, Chrome, Opera, Safari and others.===>Najpopularniji pretraživaci danas su Internet Explorer, Firefox, Chrome, Opera, Safari i drugi.)
MATCH@E:(Todays most popular search engines are Internet Explorer, Firefox, Chrome, Opera, Safari and others.===>Najpopularniji pretraživači danas su Internet Explorer, Firefox, Chrome, Opera, Safari i drugi.)
MATCH@M:(Visits and usability of the web page is becoming more and more complex task.===>Posete i primenljivost web stranice postaju sve složeniji zadatak.)
MATCH@E:(Visits and usability of the web page is becoming more and more complex task.===>Posete i primenljivost web stranice postaju sve složeniji zadatak.)
MATCH@M:(To achieve an appropriate level of usefulness in the eyes of visitors it is important to use different knowledge.===>Da bi se postigao odgovarajuci stepen primenljivosti u ocima korisnika važno je koristiti razlicita znanja.)
MATCH@E:(To achieve an appropriate level of usefulness in the eyes of visitors it is important to use different knowledge.===>Da bi se postigao odgovarajući stepen primenljivosti u očima korisnika važno je koristiti različita znanja.)
MATCH@M:(Two main areas are definitely marketing and usability.===>Dve glavne oblasti svakako su marketing i primenljivost.)
MATCH@E:(Two main areas are definitely marketing and usability.===>Dve glavne oblasti svakako su marketing i primenljivost.)
MATCH@M:(In the future, we can expect more web pages and users, which will increase the requirements of providers and companies that are online.===>U buducnosti možemo da ocekujemo veci broj web stranica i korisnika, što ce povecati zah-teve provajderima i kompanijama koje su online.)
MATCH@E:(In the future, we can expect more web pages and users, which will increase the requirements of providers and companies that are online. ~~~ 3.===>U budućnosti možemo da očekujemo veći broj web stranica i korisnika, što će povećati zahteve provajderima i kompanijama koje su online. 3.)
MATCH@M:(Internet is now a part of our everyday’s life.===>Internet je danas deo svakodnevnog života.)
MATCH@E:(Conclusion Internet is now a part of our everydays life.===>Pravilno imenovani fajlovi na Internet je danas deo svakodnevnog života.)
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BAD_LINE_M:Internet is now a part of our everyday’s life.
BAD_LINE_M:Internet je danas deo svakodnevnog života.
BAD_LINE_E:Conclusion Internet is now a part of our everydays life.
BAD_LINE_E:Pravilno imenovani fajlovi na Internet je danas deo svakodnevnog života.
MATCH@M:(There are more and more users that use the internet for much different kind of everyday tasks.===>Sve veci broj ljudi koristi internet za razlicite potrebe.)
MATCH@E:(There are more and more users that use the internet for much different kind of everyday tasks.===>Sve veći broj ljudi koristi internet za različite potrebe.)
MATCH@M:(Time and money savings are two of the main advantages of this.===>Ušteda vremena i novca ovde su dve najvažnije prednosti.)
MATCH@E:(Time and money savings are two of the main advantages of this.===>Ušteda vremena i novca ovde su dve najvažnije prednosti.)
MATCH@M:(We can also see that companies and individuals have changed their behavior.===>Takode vidimo da je došlo do promena u ponašanju i kompanija i pojedinaca.)
MATCH@E:(We can also see that companies and individuals have changed their behavior.===>Takođe vidimo da je došlo do promena u ponašanju i kompanija i pojedinaca.)
MATCH@M:(Most of online searches is done through search engines.===>Veci deo online pretrage vrži se putem pretraživaca.)
MATCH@E:(Most of online searches is done through search engines.===>Veći deo online pretrage vrži se putem pretraživača.)
MATCH@M:(Different search engines have their own individual crawlers, and as you might expect, they don’t all behave exactly the same way.===>Razliciti pretraživaci imaju svoje posebne automatske programe za indeksiranje (crawlers) i, kao što se može i pretpostaviti, oni se ne ponašaju svi jednako.)
MATCH@E:(Different search engines have their own individual crawlers, and as you might expect, they dont all behave exactly the same way.===>Različiti pretraživači imaju svoje posebne automatske programe za indeksiranje (crawlers) i, kao što se može i pretpostaviti, oni se ne ponašaju svi jednako.)
MATCH@M:(On the first pages are the most visited web pages, which occupy the first seven places.===>Na prvoj strani nalaze se najpo-secenije web stranice, i one zauzimaju prvih sedam mesta.)
MATCH@E:(On the first pages are the most visited web pages, which occupy the first seven places.===>Na prvoj strani nalaze se najposećenije web stranice, i one zauzimaju prvih sedam mesta.)
MATCH@M:(The top ten listed pages reach to 80 percent of all clicks, which represents the majority of searches.===>Na prvih deset izlistanih strana odlazi oko 80% svih klikova, što je vecina pretraga.)
MATCH@E:(The top ten listed pages reach to 80 percent of all clicks, which represents the majority of searches.===>Na prvih deset izlistanih strana odlazi oko 80% svih klikova, što je većina pretraga.)
MATCH@M:(Web pages that are listed between eleventh and twentieth place only remains left with about 15 percent of all clicks.===>Web stranice sme-štene izmedu jedanaestog i dvanaestog mesta primaju samo preostalih oko 15% poseta.)
MATCH@E:(Web pages that are listed between eleventh and twentieth place only remains left with about 15 percent of all clicks.===>Web stranice smeštene između jedanaestog i dvanaestog mesta primaju samo preostalih oko 15% poseta.)
MATCH@M:(The rest of the clicks fail to other web pages that are placed lower than twenties place.===>Ostatak poseta odlazi na ostale web stranice koje se nalaze ispod dvanaestog mesta.)
MATCH@E:(The rest of the clicks fail to other web pages that are placed lower than twenties place.===>Ostatak poseta odlazi na ostale web stranice koje se nalaze ispod dvanaestog mesta.)
MATCH@M:(Many companies are still not aware of the importance of optimizing web pages.===>Veliki broj kompanija i dalje nije svestan znacaja op-timizacije web stranica.)
MATCH@E:(Many companies are still not aware of the importance of optimizing web pages.===>Veliki broj kompanija i dalje nije svestan značaja optimizacije web stranica.)
MATCH@M:(Companies that are aware of the importance and power of the Internet, pay more and more energy and money just for optimizing web pages.===>Kompanije koje su svesne znacaja i moci interneta ulažu sve više energije i novca upravo u optimizaciju web stranica.)
MATCH@E:(Companies that are aware of the importance and power of the Internet, pay more and more energy and money just for optimizing web pages.===>Kompanije koje su svesne značaja i moći interneta ulažu sve više energije i novca upravo u optimizaciju web stranica.)
MATCH@M:(Optimizing web pages can bring a lot of significant positive changes that can be reflected in several areas of business.===>Ova optimiza-cija može da ima za posledicu veliki broj znacajnih pozitivnih promena koje se mogu odraziti na nekoliko aspekata poslovanja.)
MATCH@E:(Optimizing web pages can bring a lot of significant positive changes that can be reflected in several areas of business.===>Ova optimizacija može da ima za posledicu veliki broj značajnih pozitivnih promena koje se mogu odraziti na nekoliko aspekata poslovanja.)
MATCH@M:(In the future we can expect that the number of internet users will increase.===>Može se ocekivati da ce u buducnosti broj korisnika interneta porasti.)
MATCH@E:(In the future we can expect that the number of internet users will increase.===>Može se očekivati da će u budućnosti broj korisnika interneta porasti.)
MATCH@M:(The vast majority of companies will be forced to maintain a market share and think of additional activities that are connected to the internet.===>Ogroman broj kompanija ce morati da se bori da zadrži svoj udeo na tržištu i da razmišlja o dodatnim aktivnostima koje su u vezi sa internetom.)
MATCH@E:(The vast majority of companies will be forced to maintain a market share and think of additional activities that are connected to the internet.===>Ogroman broj kompanija će morati da se bori da zadrži svoj udeo na tržištu i da razmišlja o dodatnim aktivnostima koje su u vezi sa internetom.)
MATCH@M:(Internet communities could present a big opportunity for companies.===>Zajednice na internetu mogu da budu velika šansa za kompanije.)
MATCH@E:(Internet communities could present a big opportunity for companies.===>Zajednice na internetu mogu da budu velika šansa za kompanije.)
MATCH@M:(Most searches will certainly be carried out via a web search engine.===>Veliki broj pretraga svakako ce se obavljati putem pretraživaca.)
MATCH@E:(Most searches will certainly be carried out via a web search engine.===>Veliki broj pretraga svakako će se obavljati putem pretraživača.)
MATCH@M:(Search engine optimization represents a critical point, which may represent the dividing line between success and failure of the company.===>Optimizacija pretraživaca predstavlja kriticnu tacku koja kompaniji može da donese uspeh ili poraz.)
MATCH@E:(Search engine optimization represents a critical point, which may represent the dividing line between success and failure of the company.===>Optimizacija pretraživača predstavlja kritičnu tačku koja kompaniji može da donese uspeh ili poraz.)
MATCH@M:(The project portfolio management is a new project management discipline that incorporates a simultaneous management of a number of independent projects and programmes in order to achieve strategic objectives as well as overall positive results of the organization.===>Upravljanje portfoliom projekata predstavlja novu disciplinu projektnog menadžmenta koja se bavi istovremenim upravljanjem realizacijom više nezavisnih projekata i programa, radi dostizanja strategijskih ciljeva i postizanja pozitivnih ukupnih rezultata organizacije. 1.	Uvod)
MATCH@E:(The project portfolio management is a new project management discipline that incorporates a simultaneous management of a number of independent projects and programmes in order to achieve strategic objectives as well as overall positive results of the organization. ~~~ 1.===>Upravljanje portfoliom projekata predstavlja novu disciplinu projektnog menadžmenta koja se bavi istovremenim upravljanjem realizacijom više nezavisnih projekata i programa, radi dostizanja strategijskih ciljeva i postizanja pozitivnih ukupnih rezultata organizacije. 1.)
MATCH@M:(1.	Introduction The development of project management as a specialized management discipline can be tracked from the Project Management concept definition and the implementation, dealing with managing one project, to Programme Management, that includes managing a number of projects that make up a programme, to managing project portfolio (Project Portfolio Management) which incorporates managing a number of independent projects and programmes.===>Razvoj projektnog menadžmenta kao specijalizovane menadžment discipline tekao je od definisanja i pri-mene koncepta upravljanja projektom (Project Management) koje se odnosi na upravljanje jednim projektom preko program menadžmenta (Program Management) koji obuhvata upravljanje sa više projekata koji čine program, pa do upravljanja portfoliom projekata (Project Portfolio Management) koji obuhvata upravljanje sa više nezavisnih projekta i programa.)
MATCH@E:(Introduction The development of project management as a specialized management discipline can be tracked from the Project Management concept definition and the implementation (3,6,10), dealing with managing one project, to Programme Management, that includes managing a number of projects that make up a programme (4,10), to managing project portfolio (Project Portfolio Management) which incorporates managing a number of independent projects and programmes (7).===>Uvod Razvoj projektnog menadžmenta kao specijalizovane menadžment discipline tekao je od definisanja i primene koncepta upravljanja projektom (Project Management) koje se odnosi na upravljanje jednim projektom (3, 6, 10) preko program menadžmenta (Program Management) koji obuhvata upravljanje sa više projekata koji čine program (4,10), pa do upravljanja portfoliom projekata (Project Portfolio Management) koji obuhvata upravljanje sa više nezavisnih projekta i programa (7).)
MATCH@M:(We should also mention certain concepts of strategic project management, management through projects, multiproject management in the organization, etc, advocated by some authors, with different prospects for further elaboration and implementation.===>Takođe treba pomenuti i određene koncepte strategijskog projektnog menadžmenta, upravljanja pomoću projekata, multipro-jektnog upravljanja u organizaciji i sl., koje pro-movišu pojedini autori, sa različitim mogućnostima dalje razrade i primene.)
MATCH@E:(We should also mention certain concepts of strategic project management (1), (16), management through projects (17), multiproject management in the organization (8), etc, advocated by some authors, with different prospects for further elaboration and implementation.===>Takođe treba pomenuti i određene koncepte strategijskog projektnog menadžmenta (1), (16), upravljanja pomoću projekata (17), multiprojektnog upravljanja u organizaciji (8) i sl., koje promovišu pojedini autori, sa različitim mogućnostima dalje razrade i primene.)
MATCH@M:(The development of the basic concept of project management and the creation of new disciplines such as programme management and the portfolio project management, shifts the focus of our attention from individual project goals to the organizational objectives.===>Razvoj osnovnog koncepta projektnog menadžmenta i stvaranje novih disciplina kao što su program me-nadžment i portfolio projektni menadžment, prenosi težište pažnje sa pojedinačnih ciljeva projekta na ciljeve organizacije.)
MATCH@E:(The development of the basic concept of project management and the creation of new disciplines such as programme management and the portfolio project management, shifts the focus of our attention from individual project goals to the organizational objectives.===>Razvoj osnovnog koncepta projektnog menadžmenta i stvaranje novih disciplina kao što su program menadžment i portfolio projektni menadžment, prenosi težište pažnje sa pojedinačnih ciljeva projekta na ciljeve organizacije.)
MATCH@M:(As to the programme management and the portfolio project management, these disciplines concentrate upon several projects in the company and thus clearly take into consideration, primarily, both the organizational objectives and the degree to which individual projects within the programme or the portfolio contribute to achieving organizational objectives.===>Kada je u pitanju program menadžment i upravljanje portfoliom projekata, ove discipline se koncentrišu na više projekata u jednoj kompaniji i time jasno uzimaju u obzir, pre svega, ciljeve organizacije i koliko pojedini projekti u okviru programa ili portfolia doprinose postizanju ciljeva organizacije.)
MATCH@E:(As to the programme management and the portfolio project management, these disciplines concentrate upon several projects in the company and thus clearly take into consideration, primarily, both the organizational objectives and the degree to which individual projects within the programme or the portfolio contribute to achieving organizational objectives (14).===>Kada je u pitanju program menadžment i upravljanje portfoliom projekata, ove discipline se koncentrišu na više projekata u jednoj kompaniji i time jasno uzimaju u obzir, pre svega, ciljeve organizacije i koliko pojedini projekti u okviru programa ili portfolia doprinose postizanju ciljeva organizacije (14).)
MATCH@M:(The strategy implementation and achieving strategic goals is the main task the organization has to accomplish and the only possibility for the organization to achieve a positive immediate and future performance.===>Realizacija strategije i postizanje strategijskih ciljeva je glavni zadatak svake organizacije i jedina mogućnost da postigne pozitivne trenutne i buduće rezultate.)
MATCH@E:(The strategy implementation and achieving strategic goals is the main task the organization has to accomplish and the only possibility for the organization to achieve a positive immediate and future performance (18).===>Realizacija strategije i postizanje strategijskih ciljeva je glavni zadatak svake organizacije i jedina mogućnost da postigne pozitivne trenutne i buduće rezultate (18).)
MATCH@M:(It is for this reason that all the activities and projects stemming from the organization should be efficiently executed, using modern disciplines such as project management and the project portfolio management.===>Zato je neophodno da sve akcije i projekti koji proističu iz strategije organizacije budu efikasno reali-zovane koristeći moderne discipline kao što je projektni menadžment, program menadžment i upravljanje portfoliom projekata.)
MATCH@E:(It is for this reason that all the activities and projects stemming from the organization should be efficiently executed, using modern disciplines such as project management and the project portfolio management.===>Zato je neophodno da sve akcije i projekti koji proističu iz strategije organizacije budu efikasno realizovane koristeći moderne discipline kao što je projektni menadžment, program menadžment i upravljanje portfoliom projekata.)
MATCH@M:(The efficient execution of a number of projects and programmes simultaneously and hence achievement of strategic objectives of the organization uses the project portfolio management, a new discipline which allows for the organization to achieve its strategic objectives through a simultaneous execution of a large number of projects within one protfolio.===>Za efikasnu realizaciju više projekata i programa i time dostizanje strategijskih ciljeva organizacije danas se koristi upravljanje portfo-liom projekata, nova disciplina koja, kroz istovremenu realizaciju više projekata i programa koji čine portfolio, omogućava dostizanje strategijskih ciljeva organizacije.)
MATCH@E:(The efficient execution of a number of projects and programmes simultaneously and hence achievement of strategic objectives of the organization uses the project portfolio management, a new discipline which allows for the organization to achieve its strategic objectives through a simultaneous execution of a large number of projects within one protfolio (15).===>Za efikasnu realizaciju više projekata i programa i time dostizanje strategijskih ciljeva organizacije danas se koristi upravljanje portfoliom projekata, nova disciplina koja, kroz istovreme nu realizaciju više projekata i programa koji čine portfolio, omogućava dostizanje strategijskih ciljeva organizacije (15).)
MATCH@M:(The project portfolio management relies upon the strategic component of the organization.===>Upravljanje portfoliom projekata se oslanja na strategijsku komponentu organizacije.)
MATCH@E:(The project portfolio management relies upon the strategic component of the organization.===>Upravljanje portfoliom projekata se oslanja na strategijsku komponentu organizacije.)
MATCH@M:(It prolongs the time dimension of the project management implementation and ensures a continuous project cycle in accordance with a long-term horizon of strategic planning.===>Ono produžava vremensku dimenziju primene projektnog menadžmenta i omogućava kontinuirani projektni ciklus u skladu sa dugoročnim horizontom strategijskog planiranja.)
MATCH@E:(It prolongs the time dimension of the project management implementation and ensures a continuous project cycle in accordance with a long-term horizon of strategic planning.===>Ono produžava vremensku dimenziju primene projektnog menadžmenta i omogućava kontinuirani projektni ciklus u skladu sa dugoročnim horizontom strategijskog planiranja.)
MATCH@M:(The project portfolio management is based on a strategic plan and includes all the programmes and projects coming out of it or connected with the strategic plan of the organization.===>Upravljanje portfoliom projekata se bazira na strategijskom planu i uključuje sve projekte i programe koji proizilaze ili su povezani sa strategijskim planom organizacije.)
MATCH@E:(The project portfolio management is based on a strategic plan and includes all the programmes and projects coming out of it or connected with the strategic plan of the organization.===>Upravljanje portfoliom projekata se bazira na strategijskom planu i uključuje sve projekte i programe koji proizilaze ili su povezani sa strategijskim planom organizacije.)
MATCH@M:(The strategic plan is characterised by a continuum dimension, hence the dimension of the project portfolio management that follows the strategic plan has also to be long-term and continual.===>Pošto strategijski plan ima kontinuiranu dimenziju i upravljanje portfoliom projekata koje prati strategijski plan ima takođe dugoročnu i kontinuiranu dimenziju.)
MATCH@E:(The strategic plan is characterised by a continuum dimension, hence the dimension of the project portfolio management that follows the strategic plan has also to be long-term and continual.===>Pošto strategijski plan ima kontinuiranu dimenziju i upravljanje portfoliom projekata koje prati strategijski plan ima takođe dugoročnu i kontinuiranu dimenziju.)
MATCH@M:(The projects and programmes supporting the organizational strategic plan are executed in the process of the portfolio project management; some come to be completed, some are stopped or are left out of the process and become part of another one and this goes on continually, in accordance with the continual nature of the long-term planning.===>Projekti i programi koji podržavaju strategijski plan organizacije se u procesu upravljanja portfoliom projekata realizuju, neki se završavaju, drugi prekidaju ili ispadaju iz procesa i ulaze novi i tako neprekidno, obzirom na neprekidnost dugoročnog planiranja.)
MATCH@E:(The projects and programmes supporting the organizational strategic plan are executed in the process of the portfolio project management; some come to be completed, some are stopped or are left out of the process and become part of another one and this goes on continually, in accordance with the continual nature of the long-term planning.===>Projekti i programi koji podržavaju strategijski plan organizacije se u procesu upravljanja portfoliom projekata realizuju, neki se završavaju, drugi prekidaju ili ispadaju iz procesa i ulaze novi i tako neprekidno, obzirom na neprekidnost dugoročnog planiranja. 2.)
MATCH@M:(The first step in the analysis of the project portfolio management is the definition of the project portfolio management as a modern managerial discipline that allows for an efficient management of project-oriented organizations as well as linking the strategic and the project frameworks in the organization.===>U razmatranju upravljanja portfoliom projekata, treba krenuti od definisanja upravljanja portfoliom projekata kao savremene upravljačke discipline, koja omogućava efikasno upravljanje projektno orijentisa-nim organizacijama i povezivanje strategijskog i projektnog okvira u organizaciji.)
MATCH@E:(2. ~~~ Project portfolio management - definition The first step in the analysis of the project portfolio management is the definition of the project portfolio management as a modern managerial discipline that allows for an efficient management of project-oriented organizations as well as linking the strategic and the project frameworks in the organization.===>Definisanje upravljanja portfoliom projekata U razmatranju upravljanja portfoliom projekata, treba krenuti od definisanja upravljanja portfoliom projekata kao savremene upravljačke discipline, koja omogućava efikasno upravljanje projektno orijentisanim organizacijama i povezivanje strategijskog i projektnog okvira u organizaciji.)
MATCH@M:(It should be noted that the project portfolio management connects the organizational strategic objectives and the execution of individual programmes and projects for the purpose of achieving these objectives.===>Pre svega treba napomenuti upravljanje portfoliom projekata povezuje strategijske ciljeve organizacije i odgovarajuće strategije i realizaciju pojedinih programa i projekata radi dostizanja tih ciljeva.)
MATCH@E:(It should be noted that the project portfolio management connects the organizational strategic objectives and the execution of individual programmes and projects for the purpose of achieving these objectives.===>Pre svega treba napomenuti upravljanje portfoliom projekata povezuje strategijske ciljeve organizacije i odgovarajuće strategije i realizaciju pojedinih programa i projekata radi dostizanja tih ciljeva.)
MATCH@M:(This means that the project portfolio management incorporates the organizational strategic aspects and includes them into the project management concept, thus linking, to a certain way, the project portfolio management with the strategic management of the organization.===>To znači da upravljanje portfoliom projekata obuhvata strategijske aspekte organizacije i uvodi ih u koncept projektnog menadžmenta, čime se upravljanje portfoliom projekta na određeni način povezuje sa strategijskim upravljanjem organizacijom.)
MATCH@E:(This means that the project portfolio management incorporates the organizational strategic aspects and includes them into the project management concept, thus linking, to a certain way, the project portfolio management with the strategic management of the organization (1,14,16).===>To znači da upravljanje portfoliom projekata obuhvata strategijske aspekte organizacije i uvodi ih u koncept projektnog menadžmenta, čime se upravljanje portfoliom projekta na određeni način povezuje sa strategijskim upravljanjem organizacijom (1, 14, 16).)
MATCH@M:(The project portfolio management is a modern project management discipline that incorporates managing one or a number project portfolios and links strategies and other business initiatives of the organization to the respective projects.===>Upravljanje portfoliom projekata je savremena disciplina projektnog menadžmenta koja obuhvata upravljanje sa jednim ili više portfolia projekata i povezuje strategije i druge poslovne inicijative organizacije sa odgovarajućim projektima.)
MATCH@E:(The project portfolio management is a modern project management discipline that incorporates managing one or a number project portfolios and links strategies and other business initiatives of the organization to the respective projects.===>Upravljanje portfoliom projekata je savremena disciplina projektnog menadžmenta koja obuhvata upravljanje sa jednim ili više portfolia projekata i povezuje strategije i druge poslovne inicijative organizacije sa odgovarajućim projektima.)
MATCH@M:(The project portfolio management cosists of a succession of subprocesses such as identification, selection, prioritization, planning and control of the execution of projects, programmes and other related activities in order that the strategic goals of individual projects and programmes and the organizational objectives in general should be achieved.===>Upravljanje portfoli-om projekata obuhvata niz podprocesa kao što su identifikacija, selekcija, prioritetizacija, planiranje i kontrola realizacije projekata, programa i ostalih povezanih aktivnosti radi ostvarenja strategijskih ciljeva pojedinih projekata i programa i ciljeva organizacije u celini.)
MATCH@E:(The project portfolio management cosists of a succession of subprocesses such as identification, selection, prioritization, planning and control of the execution of projects, programmes and other related activities in order that the strategic goals of individual projects and programmes and the organizational objectives in general should be achieved (13).===>Upravljanje portfoliom projekata obuhvata niz podprocesa kao što su identifikacija, selekcija, prioritetizacija, planiranje i kontrola realizacije projekata, programa i ostalih povezanih aktivnosti radi ostvarenja strategijskih ciljeva pojedinih projekata i programa i ciljeva organizacije u celini (13).)
MATCH@M:(The project portfolio management demands that the processes of selection and prioritization be first used to create a project and programme portfolio to be executed and adjusted to the defined strategies and available resources in the organization.===>Upravljanje portfoliom projekata podrazumeva da se najpre postupkom selekcije i prioritetizacije formira portfolio projekata i programa koji će biti rea-lizovani i koji će biti usaglašeni sa definisanim strategijama i raspoloživim resursima u organizaciji.)
MATCH@E:(The project portfolio management demands that the processes of selection and prioritization be first used to create a project and programme portfolio to be executed and adjusted to the defined strategies and available resources in the organization.===>Upravljanje portfoliom projekata podrazumeva da se najpre postupkom selekcije i prioritetizacije formira portfolio projekata i programa koji će biti realizovani i koji će biti usaglašeni sa definisanim strategijama i raspoloživim resursima u organizaciji.)
MATCH@M:(Therefore we can say that the portfolio is a set of projects and programmes with the completion of which the organizational strategic objectives will be achieved.===>U tom smislu, može se reći da portfolio predstavlja skup projekata i programa čijom realizacijom se ostvaruju strategijski ciljevi organizacije.)
MATCH@E:(Therefore we can say that the portfolio is a set of projects and programmes with the completion of which the organizational strategic objectives will be achieved.===>U tom smislu, može se reći da portfolio predstavlja skup projekata i programa čijom realizacijom se ostvaruju strategijski ciljevi organizacije.)
MATCH@M:(Some authors maintain that the project portfolio includes all the projects and programmes in the project-oriented organization.===>Pojedini autori smatraju da portfolio projekata obuhvata sve projekte i programe u projektno-orijenti-sanoj organizaciji.)
MATCH@E:(Some authors (4, 17) maintain that the project portfolio includes all the projects and programmes in the projectoriented organization.===>Pojedini autori (4, 17) smatraju da portfolio projekata obuhvata sve projekte i programe u projektno-orijentisanoj organizaciji.)
MATCH@M:(Here it is worth noting that the projects and programmes that are part of the portfolio may, but need not necessarily be connected or interdependent.===>Pri tome je važno napomenuti da projekti i programi koji čine portfolio mogu, ali ne moraju biti povezani i međuzavisni.)
MATCH@E:(Here it is worth noting that the projects and programmes that are part of the portfolio may, but need not necessarily be connected or interdependent.===>Pri tome je važno napomenuti da projekti i programi koji čine portfolio mogu, ali ne moraju biti povezani i međuzavisni.)
MATCH@M:(They are grouped and directed towards organizational strategic objectives in accordance with the defined strategies present in the organizational strategic plan.===>Oni se grupišu i usmeravaju prema strategijskim ciljevima organizacije i u skladu sa definisanim strategijama koje egzistiraju u strategijskom planu organizacije.)
MATCH@E:(They are grouped and directed towards organizational strategic objectives in accordance with the defined strategies present in the organizational strategic plan.===>Oni se grupišu i usmeravaju prema strategijskim ciljevima organizacije i u skladu sa definisanim strategijama koje egzistiraju u strategijskom planu organizacije.)
MATCH@M:(Given that the portfolio is a set of respective projects and programmes in an organization, the difference between the portfolio, the programmes and the projects is absolutely clear, both as regards the scope and complexity and as regards the planning, the control and the management in general.===>Pošto portfolio predstavlja skup odnosnih projekata i programa u jednoj organizaciji, potpuno je jasna razlika između portfolia, programa i projekata, kako u pogledu obuhvata i složenosti, tako i u pogledu planiranja, kontrole i upravljanja u celini.)
MATCH@E:(Given that the portfolio is a set of respective projects and programmes in an organization, the difference between the portfolio, the programmes and the projects is absolutely clear, both as regards the scope and complexity and as regards the planning, the control and the management in general.===>Pošto portfolio predstavlja skup odnosnih projekata i programa u jednoj organizaciji, potpuno je jasna razlika između portfolia, programa i projekata, kako u pogledu obuhvata i složenosti, tako i u pogledu planiranja, kontrole i upravljanja u celini.)
MATCH@M:(The project portfolio management includes the processes of managing individual projects and programmes that make the portfolio, by which such a global project portfolio management process obtains a considerably more complex time and resource dimension compared to the individual project or a programme management process.===>Upravljanje portfoliom projekata obuhvata procese upravljanja pojedinim projektima i programima koji čine portfolio čime ovaj globalni proces upravljanja portfoliom projekata dobija znatno složeniju vremensku i resurs-nu dimenziju od procesa upravljanja pojedinačnim projektom ili programom.)
MATCH@E:(The project portfolio management includes the processes of managing individual projects and programmes that make the portfolio, by which such a global project portfolio management process obtains a considerably more complex time and resource dimension compared to the individual project or a programme management process (5, 7, 11). construction of the portfolio in the sense of possible moving certain projects out of the portfolio or including new projects into it.===>Upravljanje portfoliom projekata obuhvata procese upravljanja pojedinim projektima i programima koji čine portfolio čime ovaj globalni proces upravljanja portfoliom projekata dobija znatno složeniju vremensku i resursnu dimenziju od procesa upravljanja pojedinačnim projektom ili programom (5, 7, 11).)
MATCH@M:(In simple terms, the project portfolio management has two basic sections: creating the portfolio and the portfolio execution management.===>Pojednostavljeno rečeno, upravljanje portfoliom projekata obuhvata dva osnovna dela: stvaranje portfolia i upravljanje realizacijom portfolia.)
MATCH@E:(In simple terms, the project portfolio management has two basic sections: creating the portfolio and the portfolio execution management.===>U tom smislu, portfolio čine projekti koji zadovoljavaju sledeće uslove (7):)
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BAD_LINE_M:In simple terms, the project portfolio management has two basic sections: creating the portfolio and the portfolio execution management.
BAD_LINE_M:Pojednostavljeno rečeno, upravljanje portfoliom projekata obuhvata dva osnovna dela: stvaranje portfolia i upravljanje realizacijom portfolia.
BAD_LINE_E:In simple terms, the project portfolio management has two basic sections: creating the portfolio and the portfolio execution management.
BAD_LINE_E:U tom smislu, portfolio čine projekti koji zadovoljavaju sledeće uslove (7):
MATCH@M:(The project portfolio management means managing individual projects and programmes using the project management and the programme management methodologies with the necessary adjusting procedures and an optimal resource usage.===>Upravljanje realizacijom portfolia obuhvata upravljanje pojedinačnim projektima i programima korišćenjem metodologije projektnog menadžmenta i program menadžmenta uz neophodne postupke usaglašavanja i optimalnog korišće-nja resursa.)
MATCH@E:(The project portfolio management means managing individual projects and programmes using the project management and the programme management methodologies with the necessary adjusting procedures and an optimal resource usage (9, 12).===>Pojednostavljeno rečeno, upravljanje portfoliom projekata obuhvata dva osnovna dela: stvaranje portfolia i upravljanje realizacijom portfolia.)
BAD_LINE_=============================================================
BAD_LINE_M:The project portfolio management means managing individual projects and programmes using the project management and the programme management methodologies with the necessary adjusting procedures and an optimal resource usage.
BAD_LINE_M:Upravljanje realizacijom portfolia obuhvata upravljanje pojedinačnim projektima i programima korišćenjem metodologije projektnog menadžmenta i program menadžmenta uz neophodne postupke usaglašavanja i optimalnog korišće-nja resursa.
BAD_LINE_E:The project portfolio management means managing individual projects and programmes using the project management and the programme management methodologies with the necessary adjusting procedures and an optimal resource usage (9, 12).
BAD_LINE_E:Pojednostavljeno rečeno, upravljanje portfoliom projekata obuhvata dva osnovna dela: stvaranje portfolia i upravljanje realizacijom portfolia.
MATCH@M:(In order that the project portfolio management should contribute to the strategic objectives and the overall success of the organization, the project portfolio should be designed in such a manner that the projects and programmes for the portfolio are selected through a rigorous selection and prioritization procedures, taking into account the available resources, the risk to be taken and the economic contribution to achieving organizational strategic objectives.===>Da bi upravljanje portfoliom projekata doprinelo strategijskim ciljevima i celovitom uspehu organizacije, portfolio projekata treba da bude tako koncipiran da su projekti i programi koji čine portfolio odabrani na osnovu rigorozne selekcije i prioritetizacije, uzimajući u obzir raspoložive resurse, rizik koji se mora preduzeti i ekonomski doprinos ostavrenju strategijskih ciljeva organizacije.)
MATCH@E:(In order that the project portfolio management should contribute to the strategic objectives and the overall success of the organization, the project portfolio should be designed in such a manner that the projects and programmes for the portfolio are selected through a rigorous selection and prioritization procedures, taking into account the available resources, the risk to be taken and the economic contribution to achieving organizational strategic objectives.===>Osnovni ciljevi upravljanja portfoliom projekata su: ~~~ Optimizacija rezultata portfolia projekata, Usklađivanje projekata i programa sa strategijom preduzeća , Izbor projekata i programa koji će biti realizova ni, Definisanje prioriteta projekata i programa, Prekidanje ili obustavljanje pojedinih projekata ili programa, Koordinacija internih i eksternih resursa, i Organizaciono učenje između projekata i progra ma (8).)
BAD_LINE_=============================================================
BAD_LINE_M:In order that the project portfolio management should contribute to the strategic objectives and the overall success of the organization, the project portfolio should be designed in such a manner that the projects and programmes for the portfolio are selected through a rigorous selection and prioritization procedures, taking into account the available resources, the risk to be taken and the economic contribution to achieving organizational strategic objectives.
BAD_LINE_M:Da bi upravljanje portfoliom projekata doprinelo strategijskim ciljevima i celovitom uspehu organizacije, portfolio projekata treba da bude tako koncipiran da su projekti i programi koji čine portfolio odabrani na osnovu rigorozne selekcije i prioritetizacije, uzimajući u obzir raspoložive resurse, rizik koji se mora preduzeti i ekonomski doprinos ostavrenju strategijskih ciljeva organizacije.
BAD_LINE_E:In order that the project portfolio management should contribute to the strategic objectives and the overall success of the organization, the project portfolio should be designed in such a manner that the projects and programmes for the portfolio are selected through a rigorous selection and prioritization procedures, taking into account the available resources, the risk to be taken and the economic contribution to achieving organizational strategic objectives.
BAD_LINE_E:Osnovni ciljevi upravljanja portfoliom projekata su: ~~~ Optimizacija rezultata portfolia projekata, Usklađivanje projekata i programa sa strategijom preduzeća , Izbor projekata i programa koji će biti realizova ni, Definisanje prioriteta projekata i programa, Prekidanje ili obustavljanje pojedinih projekata ili programa, Koordinacija internih i eksternih resursa, i Organizaciono učenje između projekata i progra ma (8).
MATCH@M:(The project portfolio management process can be defined in several ways, having in mind the project portfolio management goals, the basic stages and the characteristics of the portfolio and the projects and programmes consists of.===>Proces upravljanja portfoliom projekta može se defini-sati na različite načine, uzimajući u obzir ciljeve upravljanja portfoliom projekata, osnovne faze i karakteristike portfolia i projekata i programa koji ga čine.)
MATCH@E:(Project portfolio management process The project portfolio management process can be defined in several ways, having in mind the project portfolio management goals, the basic stages and the characteristics of the portfolio and the projects and programmes consists of (5).===>Proces upravljanja portfoliom projekata Proces upravljanja portfoliom projekta može se definisati na različite načine, uzimajući u obzir ciljeve upravljanja portfoliom projekata, osnovne faze i karakteristike portfolia i projekata i programa koji ga čine (5).)
MATCH@M:(The project portfolio management is a rather complex process that, globally observed , consists of creating and a continuous execution of the project portfolio which in turn consists of a set of projects and programmes meant to achieve the organizational strategic objectives.===>Upravljanje portfoliom projekata predstavlja jedan veoma složen proces koji, globalno posmatrano, obuhvata stvaranje i kontinuiranu realizaciju projektnog portfolia, sastavljenog od skupa projekata i programa kojima se dostižu strategijski ciljevi organizacije.)
MATCH@E:(The project portfolio management is a rather complex process that, globally observed (4,17), consists of creating and a continuous execution of the project portfolio which in turn consists of a set of projects and programmes meant to achieve the organizational strategic objectives.===>Upravljanje portfoliom projekata predstavlja jedan veoma složen proces koji, globalno posmatrano (4, 17), obuhvata stvaranje i kontinuiranu realizaciju projektnog portfolia, sastavljenog od skupa projekata i programa kojima se dostižu strategijski ciljevi organizacije.)
MATCH@M:(It is a highly complex process that includes a large number of subprocesses, stages and activities.===>To je jedan izuzetno složen proces koji sadrži veliki broj podprocesa, faza i aktivnosti.)
MATCH@E:(It is a highly complex process that includes a large number of subprocesses, stages and activities.===>To je jedan izuzetno složen proces koji sadrži veliki broj podprocesa, faza i aktivnosti.)
MATCH@M:(It is a highly complex and demanding process consisting of a large number of activities and phases whose execution can be of crucial influence upon the overall project portfolio management process.===>To je izuzetno složen i odgovoran proces koji sadrži veći broj pojedinačnih aktivnosti i faza čija realizacija može odlučujuće da utiče na celokupan proces upravljanja projektnim portfoliom.)
MATCH@E:(It is a highly complex and demanding process consisting of a large number of activities and phases whose execution can be of crucial influence upon the overall project portfolio management process.===>To je izuzetno složen i odgovoran proces koji sadrži veći broj pojedinačnih aktivnosti i faza čija realizacija može odlučujuće da utiče na celokupan proces upravljanja projektnim portfoliom.)
MATCH@M:(The primary aim of the project selection and prioritization is to chose those projects and programmes from the set of the needed and available projects in the organization whose execution helps achieve the organizational strategic objectives, having in mind the available resources.===>Osnovni cilj selekcije i prioritetizacije projekata je da se iz skupa potrebnih i raspoloživih projekata u organizaciji izaberu oni projekti i programi čijom realizacijom se dostižu strategijski ciljevi organizacije, uzimajući u obzir raspoložive resurse.)
MATCH@E:(The primary aim of the project selection and prioritization is to chose those projects and programmes from the set of the needed and available projects in the organization whose execution helps achieve the organizational strategic objectives, having in mind the available resources.===>Osnovni cilj selekcije i prioritetizacije projekata je da se iz skupa potrebnih i raspoloživih projekata u organizaciji izaberu oni projekti i programi čijom realizacijom se dostižu strategijski ciljevi organizacije, uzimajući u obzir raspoložive resurse.)
MATCH@M:(The portfolio selected is expected to be in accord with the strategies defined in the organizational strategic plan as well as with the available resources, and the execution of the portfolio is to bring the optimum benefit for the organization.===>Pri tome se očekuje da odabrani portfolio projekata bude usaglašen sa strategijama koje su definisane u strategijskom planu organizacije i sa raspoloživim resursima, a istovremeno da njegova realizacija donese najveće koristi za organizaciju.)
MATCH@E:(The portfolio selected is expected to be in accord with the strategies defined in the organizational strategic plan as well as with the available resources, and the execution of the portfolio is to bring the optimum benefit for the organization.===>Pri tome se očekuje da odabrani portfolio projekata bude usaglašen sa strategijama koje su definisane u strategijskom planu organizacije i sa raspoloživim resursima, a istovremeno da njegova realizacija donese najveće koristi za organizaciju.)
MATCH@M:(In order to define and conduct the project portfolio management process it is necessary that certain preconditions are established.===>Da bi krenuli u definisanje i realizaciju procesa upravljanja portfoliom projekata potrebno je prethodno učiniti određene pretpostavke i napraviti određene podloge.)
MATCH@E:(In order to define and conduct the project portfolio management process it is necessary that certain preconditions are established.===>Da bi krenuli u definisanje i realizaciju procesa upravljanja portfoliom projekata potrebno je prethodno učiniti određene pretpostavke i napraviti određene podloge.)
MATCH@M:(The preparation of project propositions is the initial phase in the project selection and prioritization process that includes a complex and extensive work on gathering the necessary information on all the available and possible projects and programmes, followed by the information analysis and processing in order to obtain realistic basis in the form of certain pre-studies and proposals for further assessment, selection and ranking of projects.===>Priprema projektnih predloga je početna faza procesa selekcije i prioritetizacije projekata koja obuhvata veoma složen i obiman posao prikupljanja potrebnih informacija o svim raspoloživim i mogućim projektima i programima, a zatim analizu i obradu ovih informacija kako bi se dobile realne podloge, u vidu određenih predstudija i elaborata, za kasniju ocenu, selekciju i rangiranje projekata.)
MATCH@E:(The preparation of project propositions is the initial phase in the project selection and prioritization process that includes a complex and extensive work on gathering the necessary information on all the available and possible projects and programmes, followed by the information analysis and processing in order to obtain realistic basis in the form of certain pre-studies and proposals for further assessment, selection and ranking of projects.===>Priprema projektnih predloga je početna faza procesa selekcije i prioritetizacije projekata koja obuhvata veoma složen i obiman posao prikupljanja potrebnih informacija o svim raspoloživim i mogućim projektima i programima, a zatim analizu i obradu ovih informacija kako bi se dobile realne podloge, u vidu određenih predstudija i elaborata, za kasniju ocenu, selekciju i rangiranje projekata.)
MATCH@M:(The next phase in the project selection and prioritization process refers to defining the benefits a certain project brings to the organization and hence setting the criteria to measure and compare these benefits.===>Sledeća faza procesa selekcije i prioritetizacije projekata odnosi se na definisanje koristi koje određeni projekat donosi organizaciji i na toj bazi, određivanje kriterij uma kojima se mere i upoređuju ove koristi.)
MATCH@E:(The next phase in the project selection and prioritization process refers to defining the benefits a certain project brings to the organization and hence setting the criteria to measure and compare these benefits.===>Sledeća faza procesa selekcije i prioritetizacije projekata odnosi se na definisanje koristi koje određeni projekat donosi organizaciji i na toj bazi, određivanje kriterijuma kojima se mere i upoređuju ove koristi.)
MATCH@M:(These criteria are the basic measures for further project selection and ranking activities.===>Ovi kriterijumi predstavljaju osnovna merila za dalju selekciju i rangiranje projekata.)
MATCH@E:(These criteria are the basic measures for further project selection and ranking activities.===>Ovi kriterijumi predstavljaju osnovna merila za dalju selekciju i rangiranje projekata.)
MATCH@M:(Defining the benefits and the respective criteria is a highly important activity on which the success of the entire phase of the project selection and prioritization process, and consequently the success in project portfolio defining, depend.===>Određivanje koristi i odgovarajućih kriterijuma je izuzetno značajan posao od čije valjanosti zavisi uspešnost celokupne faze selekcije i prioritetizacije projekata, a u krajnjem slučaju i uspešnost definisanja portfolia projekata.)
MATCH@E:(Defining the benefits and the respective criteria is a highly important activity on which the success of the entire phase of the project selection and prioritization process, and consequently the success in project portfolio defining, depend.===>Određivanje koristi i odgovarajućih kriterijuma je izuzetno značajan posao od čije valjanosti zavisi uspešnost celokupne faze selekcije i prioritetizacije projekata, a u krajnjem slučaju i uspešnost definisanja portfolia projekata.)
MATCH@M:(In order that the project selection and prioritization process should continue it is necessary that an inventory of available resources be made; together with the financial funds they are the main constraining factor in the project selection and ranking.===>Za dalje odvijanje procesa selekcije i prioritetizacije projekata neophodno je da se napravi inventar raspoloživih resursa koji, uz potrebna finansijska sredstva, predstavljaju glavno ograničenje u izboru i rangiranju projekata.)
MATCH@E:(In order that the project selection and prioritization process should continue it is necessary that an inventory of available resources be made; together with the financial funds they are the main constraining factor in the project selection and ranking.===>Za dalje odvijanje procesa selekcije i prioritetizacije projekata neophodno je da se napravi inventar raspoloživih resursa koji, uz potrebna finansijska sredstva, predstavljaju glavno ograničenje u izboru i rangiranju projekata.)
MATCH@M:(It is also necessary that we should estimate all the risks that accompany the execution of certain projects and may crucially affect our decision as whether it is justifiable to include a certain project into the project portfolio or another alternative should be sought.===>Takođe je potrebno proceniti i sve rizike koji prate realizaciju pojedinih projekata i mogu veoma bitno da utiču na opredeljenje da li je uopšte celis-hodno uvrstiti određeni projekat u projektni portfolio ili treba tražiti neku drugu mogućnost.)
MATCH@E:(It is also necessary that we should estimate all the risks that accompany the execution of certain projects and may crucially affect our decision as whether it is justifiable to include a certain project into the project portfolio or another alternative should be sought.===>Takođe je potrebno proceniti i sve rizike koji prate realizaciju pojedinih projekata i mogu veoma bitno da utiču na opredeljenje da li je uopšte celishodno uvrstiti određeni projekat u projektni portfolio ili treba tražiti neku drugu mogućnost.)
MATCH@M:(In the project selection and prioritization process it is also necessary that a thorough analysis be made and that it be determined whether the available projects are in accord with the defined organizational strategies and in which manner and to which extent they contribute to achievement of the organizational strategic objectives.===>U odvijanju procesa selekcije i prioritetizacije projekata neophodno je da se, takođe detaljno razmotri i utvrdi da li su raspoloživi projekti u skladu sa definisanim strategijama organizacije i na koji način i u kojoj meri doprinose ostvarenju strategijskih ciljeva organizacije.)
MATCH@E:(Defining the companys strategic objectives; Designing the companys strategic plan; In the project selection and prioritization process it is also necessary that a thorough analysis be made and that it be determined whether the available projects are in accord with the defined organizational strategies and in which manner and to which extent they contribute to achievement of the organizational strategic objectives.===>U odvijanju procesa selekcije i prioritetizacije projekata neophodno je da se, takođe detaljno razmotri i utvrdi da li su raspoloživi projekti u skladu sa definisanim strategijama organizacije i na koji način i u kojoj meri doprinose ostvarenju strategijskih ciljeva organizacije.)
MATCH@M:(In order to accomlish this task effectively, it is necessary that there be a defined and adopted organizational strategic plan with clearly set organizational strategic objectives to be achieved.===>Da bi se ovaj posao valjano obavio potrebno je da postoji definisan i usvojen strategijski plan organizacije sa jasnim strategijskim ciljevima koje treba dostići.)
MATCH@E:(In order to accomlish this task effectively, it is necessary that there be a defined and adopted organizational strategic plan with clearly set organizational strategic objectives to be achieved.===>Da bi se ovaj posao valjano obavio potrebno je da postoji definisan i usvojen strategijski plan organizacije sa jasnim strategijskim ciljevima koje treba dostići.)
MATCH@M:(The projects that are not in accord with organizational strategic objectives are not taken into consideration, thus making a shortlist of eligible projects to be included in the portfolio.===>Projekti koji nisu u skladu sa strategijskim ciljevima organizacije odmah ispadaju iz razmatranja čime se sužava broj potencijalnih projekata koji ulaze u portfolio.)
MATCH@E:(The projects that are not in accord with organizational strategic objectives are not taken into consideration, thus making a shortlist of eligible projects to be included in the portfolio.===>Projekti koji nisu u skladu sa strategijskim ciljevima organizacije odmah ispadaju iz razmatranja čime se sužava broj potencijalnih projekata koji ulaze u portfolio.)
MATCH@M:(In this further procedure we implement the previously defined selection and ranking criteria and rank the projects on the basis of a detailed analysis and assessment of the extent to which certain projects have met the criteria.===>U tom daljem postupku koristimo kriterijume za selekciju i rangiranje koji su prethodno definisani i, detaljnom analizom i ocenom dostizanja kriterij uma od strane pojedinih projekata, vršimo rangiranje projekata.)
MATCH@E:(In this further procedure we implement the previously defined selection and ranking criteria and rank the projects on the basis of a detailed analysis and assessment of the extent to which certain projects have met the criteria.===>U tom daljem postupku koristimo kriterijume za selekciju i rangiranje koji su prethodno definisani i, detaljnom analizom i ocenom dostizanja kriterijuma od strane pojedinih projekata, vršimo rangiranje projekata.)
MATCH@M:(The last phase of the project selection and prioritization process includes the selection of the projects and the project portfolio definition.===>Zadnja faza procesa selekcije i prioritetizacije odnosi se na izbor projekata i definisanje projektnog portfo-lia.)
MATCH@E:(The last phase of the project selection and prioritization process includes the selection of the projects and the project portfolio definition.===>Zadnja faza procesa selekcije i prioritetizacije odnosi se na izbor projekata i definisanje projektnog portfolia.)
MATCH@M:(The project portfolio will include only the highest ranking projects, those that by meeting several criteria bring greatest benefits (financial, developmental, etc.) to the organization and for which the organization has the necessary resources and finances.===>Za projektni portfolio biraju se projekti koji su najbolje rangirani, odnosno koji, po više osnova donose najveće koristi (finansijske, razvojne, i dr.) organizaciji i za koje postoje potrebni resursi i finansijska sredstva.)
MATCH@E:(The project portfolio will include only the highest ranking projects, those that by meeting several criteria bring greatest benefits (financial, developmental, etc.) to the organization and for which the organization has the necessary resources and finances.===>Za projektni portfolio biraju se projekti koji su najbolje rangirani, odnosno koji, po više osnova donose najveće koristi (finansijske, razvojne, i dr.) organizaciji i za koje postoje potrebni resursi i finansijska sredstva.)
MATCH@M:(This is a long-lasting process consisting of a large number of activities and including numerous participants, with different roles each in this dynamic process.===>To je jedan dugotrajan proces sastavljen od velikog broja aktivnosti i sa velikim brojem učesnika koji imaju različite uloge u ovom dinamičkom procesu.)
MATCH@E:(This is a long-lasting process consisting of a large number of activities and including numerous participants, with different roles each in this dynamic process.===>To je jedan dugotrajan proces sastavljen od velikog broja aktivnosti i sa velikim brojem učesnika koji imaju različite uloge u ovom dinamičkom procesu.)
MATCH@M:(Since the project execution process is lengthy and dynamic, it may come under the impact of various factors and numerous changes that may affect not only the execution, but the very structure of the portfolio, too.===>Pošto je proces realizacije projekata dugotrajan i dinamičan na njega mogu uticati različiti faktori i dešavati se brojne promene koje svakako utiču ne samo na izvođenje, već i na samu strukturu portfolia.)
MATCH@E:(Since the project execution process is lengthy and dynamic, it may come under the impact of various factors and numerous changes that may affect not only the execution, but the very structure of the portfolio, too.===>Pošto je proces realizacije projekata dugotrajan i dinamičan na njega mogu uticati različiti faktori i dešavati se brojne promene koje svakako utiču ne samo na izvođenje, već i na samu strukturu portfolia.)
MATCH@M:(Hence the constant need for continuous reviewing, maintenance and reconstruction of the portfolio.===>To dovodi do potrebe za stalnim preispitivanjem, održavanjem i rekonstrukcijom portfolia.)
MATCH@E:(Hence the constant need for continuous reviewing, maintenance and reconstruction of the portfolio.===>To dovodi do potrebe za stalnim preispitivanjem, održavanjem i rekonstrukcijom portfolia.)
MATCH@M:(Namely, once defined, the project portfolio is not final and unchangeable.===>Naime, jednom definisan projektni portfolio nije konačan i nepromenljiv.)
MATCH@E:(Namely, once defined, the project portfolio is not final and unchangeable.===>Naime, jednom definisan projektni portfolio nije konačan i nepromenljiv.)
MATCH@M:(It is subject to impacts by various factors and often conditioned by necessary changes.===>On je podložan uticajima raznih faktora i uslovljen, često neophodnim promenama.)
MATCH@E:(It is subject to impacts by various factors and often conditioned by necessary changes.===>On je podložan uticajima raznih faktora i uslovljen, često neophodnim promenama.)
MATCH@M:(Hence all the projects and programmes in the portfolio are subject to constant reviews and analysis to determine whether they still bring the planned benefits and ensure the achievement of the organizational strategic objectives.===>Zbog toga svi projekti i programi koji čine portfolio su podložni stalnom razmatranju i preispitivanju kako bi se utvrdilo da li i dalje donose planirane koristi i omogućavaju dostizanje strategijskih ciljeva organizacije.)
MATCH@E:(Hence all the projects and programmes in the portfolio are subject to constant reviews and analysis to determine whether they still bring the planned benefits and ensure the achievement of the organizational strategic objectives (14).===>Zbog toga svi projekti i programi koji čine portfolio su podložni stalnom razmatranju i preispitivanju kako bi se utvrdilo da li i dalje donose planirane koristi i omogućavaju dostizanje strategijskih ciljeva organizacije (14).)
MATCH@M:(This means that it is necessary to constantly analyse and assess the performance of each project and programme, continually assess the contribution of each project to achieving the economic and other benefits for the organization and consequently review and improve the portfolio.===>To znači da treba vršiti stalnu analizu i procenu ostvarenih performansi svakog projekta i programa, neprekidno utvrđivati doprinose projekta ostvarenju ekonomskih i drugih koristi za organizaciju i u skladu sa tim delovati na preispitivanje i poboljšanje portfolia.)
MATCH@E:(This means that it is necessary to constantly analyse and assess the performance of each project and programme, continually assess the contribution of each project to achieving the economic and other benefits for the organization and consequently review and improve the portfolio.===>To znači da treba vršiti stalnu analizu i procenu ostvarenih performansi svakog projekta i programa, neprekidno utvrđivati doprinose projekta ostvarenju ekonomskih i drugih koristi za organizaciju i u skladu sa tim delovati na preispitivanje i poboljšanje portfolia.)
MATCH@M:(It is also necessary that, on the basis of previous analyses and estimations, each project be analysed and be decided whether it should be executed further, improved, or replaced.===>Potrebno je takođe, na osnovu prethodnih analiza i procena, razmatrati svaki projekat i odlučiti da li ga treba dalje realizovati, poboljšati ili zameniti.)
MATCH@E:(It is also necessary that, on the basis of previous analyses and estimations, each project be analysed and be decided whether it should be executed further, improved, or replaced.===>Potrebno je takođe, na osnovu prethodnih analiza i procena, razmatrati svaki projekat i odlučiti da li ga treba dalje realizovati, poboljšati ili zameniti.)
MATCH@M:(Also, we should analyse the previously set criteria for the project selection and the estimate of the project contribution to the organizational strategic objectives and change, update and confirm the set criteria, thus affecting the portfolio review, maintenance and restructuring in a certain manner.===>Pri tome treba analizirati i prethodno postavljene kriterijume za selekciju projekata i ocenu projektnih doprinosa strategijskim ciljevima organizacije i menjati, ažurirati ili potvrđivati postavljene kriterijume, čime se vrši i odgovarajući uticaj na preispitivanje, održavanje ili rekonstrukciju portfolia.)
MATCH@E:(Also, we should analyse the previously set criteria for the project selection and the estimate of the project contribution to the organizational strategic objectives and change, update and confirm the set criteria, thus affecting the portfolio review, maintenance and restructuring in a certain manner.===>Pri tome treba analizirati i prethodno postavljene kriterijume za selekciju projekata i ocenu projektnih doprinosa strategijskim ciljevima organizacije i menjati, ažurirati ili potvrđivati postavljene kriterijume, čime se vrši i odgovarajući uticaj na preispitivanje, održavanje ili rekonstrukciju portfolia.)
MATCH@M:(It is worth noticing that numerous events, especially large-scale changes in the environment, highly risky events and crises may demand changes in the strategic objectives and the organizational strategies which unavoidably calls for changes in the project portfolio structure.===>Treba pomenuti da mnoge situacije, posebno velike promene u okolini, zatim krupni rizični događaji i krizne situacije mogu zahtevati promene u strategijskim ciljevima i strategijama organizacije, što neminovno utiče na potrebu za promenama u strukturi projektnog portfolia.)
MATCH@E:(It is worth noticing that numerous events, especially large-scale changes in the environment, highly risky events and crises may demand changes in the strategic objectives and the organizational strategies which unavoidably calls for changes in the project portfolio structure.===>Treba pomenuti da mnoge situacije, posebno velike promene u okolini, zatim krupni rizični događaji i krizne situacije mogu zahtevati promene u strategijskim ciljevima i strategijama organizacije, što neminovno utiče na potrebu za promenama u strukturi projektnog portfolia.)
MATCH@M:(In such situations, new projects are likely to be introduced into the project portfolio and some projects will be moved out of the portfolio.===>U takvim situacijama će sigurno doći do uvođenja novih projekata u projektni portfolio i do izbacivanja određenih projekata koji se nalaze u portfoliu.)
MATCH@E:(In such situations, new projects are likely to be introduced into the project portfolio and some projects will be moved out of the portfolio.===>U takvim situacijama će sigurno doći do uvođenja novih projekata u projektni portfolio i do izbacivanja određenih projekata koji se nalaze u portfoliu.)
MATCH@M:(In this process of execution of individual projects and programmes in the portfolio, standard methodologies of the project and programme management are implemented that assume the provision of project plans, organization and delegation of responsibilities, allocation of resources and budget and other planning and control activities necessary to bring a certain project or programme to an end.===>U ovom procesu realizacije pojedinih projekata i programa koji čine portfolio, koriste se standardne metodologije projektnog i program me-nadžmenta, koje predviđaju izradu projektnih planova, organizovanje i određivanje odgovornosti, raspo-delu resursa i budžeta i druge planske i kontrolne aktivnosti neophodne da se određeni projekat ili program dovede do završetka.)
MATCH@E:(In this process of execution of individual projects and programmes in the portfolio, standard methodologies of the project and programme management are implemented that assume the provision of project plans, organization and delegation of responsibilities, allocation of resources and budget and other planning and control activities necessary to bring a certain project or programme to an end.===>U ovom procesu realizacije pojedinih projekata i programa koji čine portfolio, koriste se standardne metodologije projektnog i program menadžmenta, koje predviđaju izradu projektnih planova, organizovanje i određivanje odgovornosti, raspodelu resursa i budžeta i druge planske i kontrolne aktivnosti neophodne da se određeni projekat ili program dovede do završetka.)
MATCH@M:(Due to the fact that it is a number of projects that are executed simultaneously, the organization of management of individual project, programme, and portfolio execution is generally a highly complex problem that requires that the key players in the process and their main roles and responsibilities be clearly defined.===>Zbog činjenice da se u ovom procesu istovremeno re-alizuje veći broj projekata, organizovanje za upravljanje realizacijom pojedinačnih projekata, programa i portfolia u celini, je veoma složen problem koji zahte-va da se precizno definišu ključni učesnici u ovom procesu i njihove glavne uloge i odgovornosti.)
MATCH@E:(Due to the fact that it is a number of projects that are executed simultaneously, the organization of management of individual project, programme, and portfolio execution is generally a highly complex problem that requires that the key players in the process and their main roles and responsibilities be clearly defined.===>Zbog činjenice da se u ovom procesu istovremeno realizuje veći broj projekata, organizovanje za upravljanje realizacijom pojedinačnih projekata, programa i portfolia u celini, je veoma složen problem koji zahteva da se precizno definišu ključni učesnici u ovom procesu i njihove glavne uloge i odgovornosti.)
MATCH@M:(In addition to project managers and project teams in charge of managing the execution of individual projects, a very important role in the project portfolio management process belongs to the team of top managers and the Project Portfolio Council and the Programme (Project) office as well as a number of stakeholders interested in certain projects and programmes.===>Pored projektnih menadžera i projektnih timova koji su zaduženi za upravljanje realizacijom pojedinih projekata, u procesu upravljanja portfoliom projekata veoma važnu ulogu imaju tim top menadžera i Projektni Portfolio Savet i Programski (Projektni) biro, a takođe i određeni broj stejkholdera koji su zainteresovani za pojedine projekte i programe.)
MATCH@E:(In addition to project managers and project teams in charge of managing the execution of individual projects, a very important role in the project portfolio management process belongs to the team of top managers and the Project Portfolio Council and the Programme (Project) office as well as a number of stakeholders interested in certain projects and programmes (14).===>Pored projektnih menadžera i projektnih timova koji su zaduženi za upravljanje realizacijom pojedinih projekata, u procesu upravljanja portfoliom projekata veoma važnu ulogu imaju tim top menadžera i Projektni Portfolio Savet i Programski (Projektni) biro, a takođe i određeni broj stejkholdera koji su zainteresovani za pojedine projekte i programe (14).)
MATCH@M:(These two organizational forms are responsible for the management of the execution of all the processes in the project portfolio management.===>Ove dve organizacione forme su zadužene za upravljanje realizacijom svih procesa u upravljanju projektnim portfoliom.)
MATCH@E:(These two organizational forms are responsible for the management of the execution of all the processes in the project portfolio management.===>Ove dve organizacione forme su zadužene za upravljanje realizacijom svih procesa u upravljanju projektnim portfoliom.)
MATCH@M:(Although it is logical that the top management, responsible for achieving the organizational strategic objectives, should be in charge of making all the managerial decisions in the project portfolio management, it usually delegates part of its authority and responsibilities to the Project Portfolio Council.===>Iako je logično da top menadž-ment, koji je odgovoran za dostizanje strategijskih ciljeva organizacije, bude odgovoran i za sve upravljačke odluke u upravljanju portfoliom projekata, on najčešće najveći deo svojih ovlašćenja i odgovornosti prenosi na Projektni Portfolio Savet.)
MATCH@E:(Although it is logical that the top management, responsible for achieving the organizational strategic objectives, should be in charge of making all the managerial decisions in the project portfolio management, it usually delegates part of its authority and responsibilities to the Project Portfolio Council.===>Iako je logično da top menadžment, koji je odgovoran za dostizanje strategijskih ciljeva organizacije, bude odgovoran i za sve upravljačke odluke u upravljanju portfoliom projekata, on najčešće najveći deo svojih ovlašćenja i odgovornosti prenosi na Projektni Portfolio Savet.)
MATCH@M:(In this case the Project Portfolio Council is responsible for the course of the entire project portfolio management process as well as for the efficient execution of the projects and programmes in the portfolio.===>U tom slučaju Projektni Portfolio Savet je odgovoran za odvijanje celokupnog procesa upravljanja projektnim portfoli-om i za efikasnu realizaciju projekata i programa koji čine portfolio.)
MATCH@E:(In this case the Project Portfolio Council is responsible for the course of the entire project portfolio management process as well as for the efficient execution of the projects and programmes in the portfolio (14).===>U tom slučaju Projektni Portfolio Savet je odgovoran za odvijanje celokupnog procesa upravljanja projektnim portfoliom i za efikasnu realizaciju projekata i programa koji čine portfolio (14).)
MATCH@M:(The Project office is in charge of monitoring and control of the execution of all the projects in the portfolio.===>Projektni biro je zadužen za praćenje i kontrolu realizacije svih projekata u portfoliu.)
MATCH@E:(The Project office is in charge of monitoring and control of the execution of all the projects in the portfolio.===>Projektni biro je zadužen za praćenje i kontrolu realizacije svih projekata u portfoliu.)
MATCH@M:(Their task is to coordinate the execution of all the projects in the portfolio, to control the achievement of the planned project results and to inform the Project Portfolio council of the process.===>Njegov zadatak je da koordinira realizaciju svih projekata u portfoliu i da kontroliše postizanje planiranih projektnih rezultata i da o tome obaveštava Projektni portfolio savet.)
MATCH@E:(Their task is to coordinate the execution of all the projects in the portfolio, to control the achievement of the planned project results and to inform the Project Portfolio council of the process.===>Njegov zadatak je da koordinira realizaciju svih projekata u portfoliu i da kontroliše postizanje planiranih projektnih rezultata i da o tome obaveštava Projektni portfolio savet.)
MATCH@M:(On the basis of the information and the recommendations obtained from the Project office, the Project Portfolio Council makes the decision as to whether a certain project should be discontinued, continued or postponed.===>Na osnovu informacija i preporuka Projektnog biroa, Projektni Portfolio Savet odlučuje da li određeni projekat treba prekinuti, nastaviti ili odložiti.)
MATCH@E:(On the basis of the information and the recommendations obtained from the Project office, the Project Portfolio Council makes the decision as to whether a certain project should be discontinued, continued or postponed.===>Projektni biro analizira status svakog projekta i priprema potrebne izveštaje i predloge za Projektni portfolio savet. ~~~ Na osnovu informacija i preporuka Projektnog biroa, Projektni Portfolio Savet odlučuje da li određeni projekat treba prekinuti, nastaviti ili odložiti.)
BAD_LINE_=============================================================
BAD_LINE_M:On the basis of the information and the recommendations obtained from the Project office, the Project Portfolio Council makes the decision as to whether a certain project should be discontinued, continued or postponed.
BAD_LINE_M:Na osnovu informacija i preporuka Projektnog biroa, Projektni Portfolio Savet odlučuje da li određeni projekat treba prekinuti, nastaviti ili odložiti.
BAD_LINE_E:On the basis of the information and the recommendations obtained from the Project office, the Project Portfolio Council makes the decision as to whether a certain project should be discontinued, continued or postponed.
BAD_LINE_E:Projektni biro analizira status svakog projekta i priprema potrebne izveštaje i predloge za Projektni portfolio savet. ~~~ Na osnovu informacija i preporuka Projektnog biroa, Projektni Portfolio Savet odlučuje da li određeni projekat treba prekinuti, nastaviti ili odložiti.
MATCH@M:(It is clear that the Project Portfolio Council is the supreme authority in the project portfolio management.===>Jasno je da Projektni Portfolio Savet ima odlučujuću ulogu u upravljanju portfoliom projekta.)
MATCH@E:(It is clear that the Project Portfolio Council is the supreme authority in the project portfolio management.===>Jasno je da Projektni Portfolio Savet ima odlučujuću ulogu u upravljanju portfoliom projekta.)
MATCH@M:(They decide whether the project portfolio will be altered or partly reconstructed.===>On odlučuje da li će portfolio projekata biti izmenjen ili delimično rekonstruisan.)
MATCH@E:(They decide whether the project portfolio will be altered or partly reconstructed.===>On odlučuje da li će portfolio projekata biti izmenjen ili delimično rekonstruisan.)
MATCH@M:(They also decide whether the key contributions and benefits for the organization are obtained and, consequently, whether a project should be continued or a new one should be introduced.===>Takođe odlučuje da li su postignuti ključni doprinosi i koristi za organizaciju i u tom smislu da li neki projekat treba nastaviti ili uvesti novi.)
MATCH@E:(They also decide whether the key contributions and benefits for the organization are obtained and, consequently, whether a project should be continued or a new one should be introduced.===>Takođe odlučuje da li su postignuti ključni doprinosi i koristi za organizaciju i u tom smislu da li neki projekat treba nastaviti ili uvesti novi.)
MATCH@M:(This phase is directly related to the project and programme execution phase and also demands an efficient organization, capable of coordinating, collaborating, information collecting, reviewing certain activities and processes in the execution.===>Ova faza je direktno vezana za fazu realizacije projekta i programa i zahteva, takođe, efikasnu organizaciju sposobnu za koordinaciju, zajednički rad, prikupljanje informacija, preispitivanje pojedinih aktivnosti i procesa u realizaciji.)
MATCH@E:(This phase is directly related to the project and programme execution phase and also demands an efficient organization, capable of coordinating, collaborating, information collecting, reviewing certain activities and processes in the execution.===>Ova faza je direktno vezana za fazu realizacije projekta i programa i zahteva, takođe, efikasnu organizaciju sposobnu za koordinaciju, zajednički rad, prikupljanje informacija, preispitivanje pojedinih aktivnosti i procesa u realizaciji.)
MATCH@M:(It is from this phase that information and recommendations are sent to the portfolio maintenance and execution phases, so that changes can be made and the activities directed towards the planned strategic objectives.===>Iz ove faze se vrši i dostavljanje informacija i preporuka u fazu održavanja portfolia i realizacije portfolia radi promena i usmeravanja ka planiranim strategijskim ciljevima.)
MATCH@E:(It is from this phase that information and recommendations are sent to the portfolio maintenance and execution phases, so that changes can be made and the activities directed towards the planned strategic objectives.===>Iz ove faze se vrši i dostavljanje informacija i preporuka u fazu održavanja portfolia i realizacije portfolia radi promena i usmeravanja ka planiranim strategijskim ciljevima.)
MATCH@M:(Individual projects, programmes and the entire portfolio monitoring and control is carried out throughout the entire project portfolio management process.===>Praćenje i kontrola realizacije pojedinih projekata, programa i portfolia u celini se obavlja tokom celo-kupnog procesa upravljanja projektnim portfoliom.)
MATCH@E:(Individual projects, programmes and the entire portfolio monitoring and control is carried out throughout the entire project portfolio management process.===>Praćenje i kontrola realizacije pojedinih projekata, programa i portfolia u celini se obavlja tokom celokupnog procesa upravljanja projektnim portfoliom.)
MATCH@M:(Although this phase is directly linked to the projects and programmes in the portfolio execution phase, it yields the data necessary in the portfolio maintenance and reconstruction and also impacts the selection and prioritization processes and the introduction of new projects and programmes into the portfolio.===>Iako je ova faza direktno vezana za fazu realizacije projekata i programa koji čine portfolio, ona pruža neophodne podatke za održavanje i rekonstrukciju portfolia, a takođe utiče na obavljanje procesa selekcije i prioritetizacije projekata i uvođenje novih projekata i programa u portfolio.)
MATCH@E:(Although this phase is directly linked to the projects and programmes in the portfolio execution phase, it yields the data necessary in the portfolio maintenance and reconstruction and also impacts the selection and prioritization processes and the introduction of new projects and programmes into the portfolio.===>Iako je ova faza direktno vezana za fazu realizacije projekata i programa koji čine portfolio, ona pruža neophodne podatke za održavanje i rekonstrukciju portfolia, a takođe utiče na obavljanje procesa selekcije i prioritetizacije projekata i uvođenje novih projekata i programa u portfolio.)
MATCH@M:(The complexity of individual projects and programmes monitoring and control and a host of information, demands, calls for, in addition to an efficient organization and a clear managerial structure, a powerful computer support, capable of receiving, processing and distibut-ing a large number of required and timely information.===>Složenost praćenja i kontrole realizacije pojedinih projekata i programa i ogroman broj informacija, zah-teva, pored efikasne organizacije i jasne menadžerske strukture, i jaku informatičku podršku sposobnu da prihvati, obradi i distribuira veliki broj potrebnih i pravovremenih informacija.)
MATCH@E:(The complexity of individual projects and programmes monitoring and control and a host of information, demands, calls for, in addition to an efficient organization and a clear managerial structure, a powerful computer support, capable of receiving, processing and distibuting a large number of required and timely information.===>Složenost praćenja i kontrole realizacije pojedinih projekata i programa i ogroman broj informacija, zahteva, pored efikasne organizacije i jasne menadžerske strukture, i jaku informatičku podršku sposobnu da prihvati, obradi i distribuira veliki broj potrebnih i pravovremenih informacija.)
MATCH@M:(It is only in this way that the project portfolio management process can run continually, from selection and prioritization, to project portfolio creating and maintaining, to its direct execution and execution cintrol.===>Samo na taj način proces upravljanja portfoliom projekta može kontinuirano da teče, od selekcije i prioritetizacije, preko stvaranja i održavanja portfolia projekta, do njegove neposredne realizacije i praćenja realizacije.)
MATCH@E:(It is only in this way that the project portfolio management process can run continually, from selection and prioritization, to project portfolio creating and maintaining, to its direct execution and execution cintrol.===>Samo na taj način proces upravljanja portfoliom projekta može kontinuirano da teče, od selekcije i prioritetizacije, preko stvaranja i održavanja portfolia projekta, do njegove neposredne realizacije i praćenja realizacije.)
MATCH@M:(This can be ensured only by a modern integrated information system with a strong computer support that assumes the use of the Internet and numerous software tools that are continually developed and improved and without which it is impossible to manage the project portfolio.===>To može da omogući samo jedan savremeni integralni informacioni sistem koji ima jaku informacionu podršku koja podrazumeva korišćenje Interneta i brojnih softverskih alata koji se neprekidno razvijaju i usavršavaju i bez kojih je nemoguće upravljati portfoliom projekata.)
MATCH@E:(This can be ensured only by a modern integrated information system with a strong computer support that assumes the use of the Internet and numerous software tools that are continually developed and improved and without which it is impossible to manage the project portfolio. ~~~ 4.===>To može da omogući samo jedan savremeni integralni informacioni sistem koji ima jaku informacionu podršku koja podrazumeva korišćenje Interneta i brojnih softverskih alata koji se neprekidno razvijaju i usavršavaju i bez kojih je nemoguće upravljati portfoliom projekata. 4.)
MATCH@M:(As regards the project development and the modern tendencies in the development of this specialized management discipline a conclusion can be drawn that the project portfolio management is a modern concept that offers varied opportunities for an efficient management of several different projects and programmes an organization conducts or is planning to carry out.===>Kada govorimo o razvoju projektnog menadžmenta i o	modernim tendencijama u razvoju ove specijalizo-vane menadžment discipline, može se zaključiti da projektni portfolio menadžment predstavlja jedan sa-vremeni koncept koji donosi raznovrsne mogućnosti efikasnog upravljanja sa više različitih projekata i programa koje realizuje ili namerava da realizuje jedna organizacija.)
MATCH@E:(Conclusion As regards the project development and the modern tendencies in the development of this specialized management discipline a conclusion can be drawn that the project portfolio management is a modern concept that offers varied opportunities for an efficient management of several different projects and programmes an organization conducts or is planning to carry out.===>Zaključak Kada govorimo o razvoju projektnog menadžmenta i o modernim tendencijama u razvoju ove specijalizovane menadžment discipline, može se zaključiti da projektni portfolio menadžment predstavlja jedan savremeni koncept koji donosi raznovrsne mogućnosti efikasnog upravljanja sa više različitih projekata i programa koje realizuje ili namerava da realizuje jedna organizacija.)
MATCH@M:(From managing one project and a tendency to achieve the set objectives of the project under considerations, we came to a need to manage a number of projects and programmes and to the efforts to achieve, in addition to the goals of individual projects, the overall organizational objectives.===>Od upravljanja jednim projektom i težnje da se dostignu postavljeni ciljevi posmatranog projekta, stigli smo do potrebe da upravljamo sa više projekata 1	programa i do napora da se, pored ciljeva pojedinačnih projekata, dostignu i ciljevi organizacije u celini.)
MATCH@E:(From managing one project (14, 18) and a tendency to achieve the set objectives of the project under considerations, we came to a need to manage a number of projects and programmes (11, 12) and to the efforts to achieve, in addition to the goals of individual projects, the overall organizational objectives.===>Od upravljanja jednim projektom (14, 18) i težnje da se dostignu postavljeni ciljevi posmatranog projekta, stigli smo do potrebe da upravljamo sa više projekata i programa (11, 12) i do napora da se, pored ciljeva pojedinačnih projekata, dostignu i ciljevi organizacije u celini.)
MATCH@M:(Thus the focus is shifted to organizational strategic objectives, connecting the operational aspect of the basic project management concept with a strategic aspect the organization strives to and the strategic management of the organization.===>Na taj način se fokus prenosi na strategijske ciljeve organizacije, čime se povezuje operativni aspekt osnovnog koncepta projektnog menadžmenta sa strategijskim pogledom kome teži organizacija i strategijskim upravljanjem organizacijom.)
MATCH@E:(Thus the focus is shifted to organizational strategic objectives, connecting the operational aspect of the basic project management concept with a strategic aspect the organization strives to and the strategic management of the organization.===>Na taj način se fokus prenosi na strategijske ciljeve organizacije, čime se povezuje operativni aspekt osnovnog koncepta projektnog menadžmenta sa strategijskim pogledom kome teži organizacija i strategijskim upravljanjem organizacijom.)
MATCH@M:(The project portfolio management process includes a number of inter-connected sub-processes such as: project identification, selection and prioritization and project portfolio definition, then the portfolio review, maintenance and reconstruction, followed by the management of the portfolio projects and programmes execution, and , finally, individual projects, programmes and the entire portfolio execution monitoring.===>Proces upravljanja portfoliom projekata obuhvata više povezanih podprocesa kao što su: identifikacija, selekcija i prioritetizacija projekata i definisanje projektnog portfolia, zatim preispitivanje, održavanje i rekonstrukcija portfolia, nakon toga upravljanje realizacijom projekata i programa koji čine portfolio, i na kraju, praćenje realizacije pojedinih projekata, programa i portfolia u celini.)
MATCH@E:(The project portfolio management process includes a number of inter-connected sub-processes (14) such as: project identification, selection and prioritization and project portfolio definition, then the portfolio review, maintenance and reconstruction, followed by the management of the portfolio projects and programmes execution, and , finally, individual projects, programmes and the entire portfolio execution monitoring.===>Proces upravljanja portfoliom projekata obuhvata više povezanih podprocesa (14) kao što su: identifikacija, selekcija i prioritetizacija projekata i definisanje projektnog portfolia, zatim preispitivanje, održavanje i rekonstrukcija portfolia, nakon toga upravljanje realizacijom projekata i programa koji čine portfolio, i na kraju, praćenje realizacije pojedinih projekata, programa i portfolia u celini.)
MATCH@M:(This concept of project portfolio management is a rather simplified approach that is relatively easy to implement in practice.===>Ovaj koncept upravljanja projektnim portfoliom predstavlja jedan dosta jednostavan pristup koji se može relativno lako primeniti u praksi.)
MATCH@E:(This concept of project portfolio management is a rather simplified approach that is relatively easy to implement in practice.===>Ovaj koncept upravljanja projektnim portfoliom predstavlja jedan dosta jednostavan pristup koji se može relativno lako primeniti u praksi.)
MATCH@M:(To conclude, the project portfolio management consists of two global sections: portfolio definition and portfolio execution management.===>Može se zaključiti da upravljanje portfoliom projekata obuhvata dva globalna dela: definisanje portfolia i upravljanje realizacijom portfolia.)
MATCH@E:(To conclude, the project portfolio management consists of two global sections: portfolio definition and portfolio execution management.===>Može se zaključiti da upravljanje portfoliom projekata obuhvata dva globalna dela: definisanje portfolia i upravljanje realizacijom portfolia.)
MATCH@M:(The portfolio definition is a continuous process that includes the project and programme selection and prioritization in order that the portfolio may be created, and then a regular portfolio monitoring and restructuring in case certain projects should be left out and some new should be entered.===>Definisanje portfo-lia je kontinuirani proces koji podrazumeva selekciju i prioritetizaciju projekata i programa radi stvaranja portfolia, a zatim stalno praćenje i rekonstrukciju port-folia radi eventualnog izbacivanja nekih projekata ili ubacivanja novih.)
MATCH@E:(The portfolio definition is a continuous process that includes the project and programme selection and prioritization in order that the portfolio may be created, and then a regular portfolio monitoring and restructuring in case certain projects should be left out and some new should be entered.===>Definisanje portfolia je kontinuirani proces koji podrazumeva selekciju i prioritetizaciju projekata i programa radi stvaranja portfolia, a zatim stalno praćenje i rekonstrukciju portfolia radi eventualnog izbacivanja nekih projekata ili ubacivanja novih.)
MATCH@M:(The portfolio execution management includes individual projects and programmes management by implementing the project management and the programme management methodologies with the necessary adjustment procedures and with the optimal use of resources.===>Upravljanje realizacijom portfolia obuhvata upravljanje pojedinačnim projektima i programima korišćenjem metodologije projektnog me-nadžmenta i program menadžmenta uz neophodne postupke usaglašavanja i optimalnog korišćenja resursa.)
MATCH@E:(The portfolio execution management includes individual projects and programmes management by implementing the project management and the programme management methodologies with the necessary adjustment procedures and with the optimal use of resources.===>Upravljanje realizacijom portfolia obuhvata upravljanje pojedinačnim projektima i programima korišćenjem metodologije projektnog menadžmenta i program menadžmenta uz neophodne postupke usaglašavanja i optimalnog korišćenja resursa.)
MATCH@M:(1.	Introduction The Global Development Research Center (GDRC) endorses and supports the initiative of the UN to designate the decade of 2005 - 2015 as the ‘UN Decade of Education for Sustainable Development’.===>Istraživački centar za globalni razvoj (GDRC) potvrđuje i podržava inicijativu UN da deceniju od 2005 -2015. godine proglasi „Decenijom obrazovanja za održivi razvoj pod patronatom UN“ (engl. UN-DESD).)
MATCH@E:(Introduction The Global Development Research Center (GDRC) endorses and supports the initiative of the UN to designate the decade of 2005 - 2015 as the UN Decade of Education for Sustainable Development.===>Uvod Istraživački centar za globalni razvoj (GDRC) potvrđuje i podržava inicijativu UN da deceniju od 2005 2015. godine proglasi Decenijom obrazovanja za održivi razvoj pod patronatom UN (engl. UN-DESD).)
MATCH@M:(The UN-DESD is to start from 1 January 2005, extending to the end of the year 2015.===>UN-DESD treba da počne 1. januara 2005. godine i da traje do kraja 2015. godine.)
MATCH@E:(The UNDESD is to start from 1 January 2005, extending to the end of the year 2015.===>UN-DESD treba da počne 1. januara 2005. godine i da traje do kraja 2015. godine.)
MATCH@M:(The UN Decade of Education for Sustainable Development - ESD seeks to (a) incorporate quantitative and qualitative ESD indicators into on-going monitoring and evaluation of Education for All - EFA and the UN Literacy Decade; (b) monitor the progress of activities undertaken by UN agencies, Governments and NGOs in observance of the Decade and facilitate the implementation and follow-up; (c) evaluate the achievement of measurable results in achieving the aims and objectives of the Decade, particularly as regards the integration of ESD into national educational policies, programmes and systems; and (d) make recommendations to further promote ESD based on results and lessons learnt from the Decade.===>Cilj ove Decenije obrazovanja za održivi razvoj pod patronatom UN - ESD (Education for Sustainable Development) jeste da (a) uključi kvantitativne i kvalitativne pokazatelje ESD u tekući nadzor i procenu Obrazovanja za sve - EFA (Education for All) i UN Deceniju pismenosti; (b) prati napredovanje aktivnosti koje preduzimaju agencije UN, vlade i NVO u poštovanju ove Decenije, i olakša primenu i praćenje; (c) proceni ostvarenje mer-ljivih rezultata u realizaciji ciljeva Decenije, posebno u procesu integrisanja ESD u nacionalne obrazovne politike, programe i sisteme i (d) da preporuke za dalju promociju ESD na osnovu rezultata i pouka izvučenih iz iskustava Decenije.)
MATCH@E:(The UN Decade of Education for Sustainable Development ESD seeks to (a) incorporate quantitative and qualitative ESD indicators into on-going monitoring and evaluation of Education for All - EFA and the UN Literacy Decade; (b) monitor the progress of activities undertaken by UN agencies, Governments and NGOs in observance of the Decade and facilitate the implementation and follow-up; (c) evaluate the achievement of measurable results in achieving the aims and objectives of the Decade, particularly as regards the integration of ESD into national educational policies, programmes and systems; and (d) make recommendations to further promote ESD based on results and lessons learnt from the Decade.===>Cilj ove Decenije obrazovanja za održivi razvoj pod patronatom UN ESD (Education for Sustainable Development) jeste da (a) uključi kvantitativne i kvalitativne pokazatelje ESD u tekući nadzor i procenu Obrazovanja za sve EFA (Education for All) i UN Deceniju pismenosti; (b) prati napredovanje aktivnosti koje preduzimaju agencije UN, vlade i NVO u poštovanju ove Decenije, i olakša primenu i praćenje; (c) proceni ostvarenje merljivih rezultata u realizaciji ciljeva Decenije, posebno u procesu integrisanja ESD u nacionalne obrazovne politike, programe i sisteme i (d) da preporuke za dalju promociju ESD na osnovu rezultata i pouka izvučenih iz iskustava Decenije.)
MATCH@M:(The main thrusts of Education for Sustainable Development, originally identified in Chapter 36 of Agenda 21, have been expanded upon in the Work Programme of the UN Commission of Sustainable Development - CSD, reports of the major UN Conferences of the 1990’s:===>Glavni udarni ciljevi obrazovanja za održivi razvoj, koji su prvobitno navedeni u Poglavlju 36 Agende 21, prošireni su u Programu rada Komisije za održivi razvoj UN - CSD, u izveštajima sa glavnih konferencija UN održanih 1990ih godina:)
MATCH@E:(The main thrusts of Education for Sustainable Development, originally identified in Chapter 36 of Agenda 21, have been expanded upon in the Work Programme of the UN Commission of Sustainable Development CSD, reports of the major UN Conferences of the 1990s: 1.===>Glavni udarni ciljevi obrazovanja za održivi razvoj, koji su prvobitno navedeni u Poglavlju 36 Agende 21, prošireni su u Programu rada Komisije za održivi razvoj UN CSD, u izveštajima sa glavnih konferencija UN održanih 1990ih godina: ~~~ 1.)
MATCH@M:(1.	Public understanding of the principles behind sustainability.===>1.	Svi ljudi treba da poznaju principe koji stoje u osnovi odr'ivosti.)
MATCH@E:(Public understanding of the principles behind sustainability.===>Svi ljudi treba da poznaju principe koji stoje u osnovi održivosti.)
MATCH@M:(ESD has a major role in furthering the discussion of sustainability itself and the evolution of the concept from a vision to its practical application in culturally appropriate and locally relevant forms.===>ESD ima veoma značaj unu ulogu u unapređivanju samih rasprava o održivo-sti i razvoju koncepta od vizije do njegove praktične primene u kulturološki primerenim i lokalno relevantnim oblicima.)
MATCH@E:(ESD has a major role in furthering the discussion of sustainability itself and the evolution of the concept from a vision to its practical application in culturally appropriate and locally relevant forms.===>ESD ima veoma značajunu ulogu u unapređivanju samih rasprava o održivosti i razvoju koncepta od vizije do njegove praktične primene u kulturološki primerenim i lokalno relevantnim oblicima. 2.)
MATCH@M:(2.	Mainstreaming ESD.===>2.	Opšteprihvaćenost ESD.)
MATCH@E:(2. ~~~ Mainstreaming ESD.===>Opšteprihvaćenost ESD.)
MATCH@M:(This social process needs to be mainstreamed into all sectors including business, agriculture, tourism, natural resource management, local government and mass media, adding value to program development and implementation.===>Ovaj društveni proces treba da postane opšte prihvaćen u svim sektorima, naime, u poslovanju, poljoprivredi, turizmu, upravljanju prirodnim resursima, lokalnoj vlasti i mas-medijima, i da dodaje vrednost u razvoju i primeni programa.)
MATCH@E:(This social process needs to be mainstreamed into all sectors including business, agriculture, tourism, natural resource management, local government and mass media, adding value to program development and implementation. ~~~ 3.===>Ovaj društveni proces treba da postane opšte prihvaćen u svim sektorima, naime, u poslovanju, poljoprivredi, turizmu, upravljanju prirodnim resursima, lokalnoj vlasti i mas-medijima, i da dodaje vrednost u razvoju i primeni programa. 3.)
MATCH@M:(3.	Lifelong learning for all.===>3.	Permanentno učenje za sve.)
MATCH@E:(Lifelong learning for all.===>Permanentno učenje za sve.)
MATCH@M:(The quality life-long education and learning opportunities are required for all people regardless of their occupation or circumstances.===>Kvalitetno stalno obrazovanje i mogućnosti za učenje treba da budu dostupni svim ljudima bez obzira na njihovo zanimanje ili okolnosti u kojima se nalaze.)
MATCH@E:(The quality life-long education and learning opportunities are required for all people regardless of their occupation or circumstances. ~~~ 4.===>Kvalitetno stalno obrazovanje i mogućnosti za učenje treba da budu dostupni svim ljudima bez obzira na njihovo zanimanje ili okolnosti u kojima se nalaze. 4.)
MATCH@M:(4.	ESD is relevant to all nations.===>4.	ESD je značajno za sve nacije.)
MATCH@E:(ESD is relevant to all nations.===>ESD je značajno za sve nacije.)
MATCH@M:(The realization that it is our most highly educated countries that create some of the greatest threats to a sustainable future for the planet, the reorienting of existing education programs in all nations to address the social, environmental, and economic knowledge, skills, perspectives, and values inherent to sustainability is also a major thrust of ESD.===>Shvatanje da upravo najobrazovanije zemlje izazivaju najveće opasnosti za održivu budućnost planete, preusmeravanje postojećih obrazovnih programa među svim nacijama na usvajanje društvenih, ekoloških i privrednih znanja, umeća, perspektiva i vrednosti koje se nalaze u osnovi održivosti takođe je jedan od glavnih udarnih ciljeva ESD.)
MATCH@E:(The realization that it is our most highly educated countries that create some of the greatest threats to a sustainable future for the planet, the reorienting of existing education programs in all nations to address the social, environmental, and economic knowledge, skills, perspectives, and values inherent to sustainability is also a major thrust of ESD. ~~~ 5.===>Shvatanje da upravo najobrazovanije zemlje izazivaju najveće opasnosti za održivu budućnost planete, preusmeravanje postojećih obrazovnih programa među svim nacijama na usvajanje društvenih, ekoloških i privrednih znanja, umeća, perspektiva i vrednosti koje se nalaze u osnovi održivosti takođe je jedan od glavnih udarnih ciljeva ESD. 5.)
MATCH@M:(5.	Specialised Training Programs.===>5.	Specijalizovani programi obuke.)
MATCH@E:(Specialised Training Programs.===>Specijalizovani programi obuke.)
MATCH@M:(The development of specialized training programs to ensure that all sectors of society have the skills necessary to perform in their world in a sustainable manner.===>Razvijanje spe-cijalizovanih programa obuke da bi se obezbedi-lo da svi sektori društva ovladaju umećima neophodnim da upravljaju svetom poštujući princip održivosti.)
MATCH@E:(The development of specialized training programs to ensure that all sectors of society have the skills necessary to perform in their world in a sustainable manner. ~~~ 2.===>Razvijanje specijalizovanih programa obuke da bi se obezbedilo da svi sektori društva ovladaju umećima neophodnim da upravljaju svetom poštujući princip održivosti. 2.)
MATCH@M:(Education, raising of public awareness and training are linked to virtually all areas in Agenda 21, and even more closely to the ones on meeting basic needs, capacity-building, data and information, science, and the role of major groups.===>Obrazovanje, podizanje svesti u javnosti i obuka odnose se upravo na sve oblasti obuhvaćene Agendom 21, posebno na one koje se tiču obezbeđivanja osnovnih potreba, sticanja sposobnosti, podataka i informacija, nauke i uloge glavnih grupa.)
MATCH@E:(Promoting education, public awareness and training Education, raising of public awareness and training are linked to virtually all areas in Agenda 21, and even more closely to the ones on meeting basic needs, capacity-building, data and information, science, and the role of major groups.===>Unapređenje obrazovanja, javna svest i obuka Obrazovanje, podizanje svesti u javnosti i obuka odnose se upravo na sve oblasti obuhvaćene Agendom 21, posebno na one koje se tiču obezbeđivanja osnovnih potreba, sticanja sposobnosti, podataka i informacija, nauke i uloge glavnih grupa.)
MATCH@M:(Education is critical for promoting sustainable development and improving the capacity of the people to address environment and development issues.===>Obrazovanje je od ključnog značaja za unapređenje održivog razvoja i unapređenje sposobnosti ljudi da se bave pitanjima životne sredine i razvoja.)
MATCH@E:(Education is critical for promoting sustainable development and improving the capacity of the people to address environment and development issues.===>Obrazovanje je od ključnog značaja za unapređenje održivog razvoja i unapređenje sposobnosti ljudi da se bave pitanjima životne sredine i razvoja.)
MATCH@M:(While basic education provides the underpinning for any environmental and development education, the latter needs to be incorporated as an essential part of learning.===>Osnovno obrazovanje obezbeđuje temelje svakog daljeg ekološkog i održivog obrazovanja, sve drugo mora da postane suštinski deo učenja.)
MATCH@E:(While basic education provides the underpinning for any environmental and development education, the latter needs to be incorporated as an essential part of learning.===>Osnovno obrazovanje obezbeđuje temelje svakog daljeg ekološkog i održivog obrazovanja, sve drugo mora da postane suštinski deo učenja.)
MATCH@M:(Both formal and non-formal education are indispensable to changing people’s attitudes so that they have the capacity to assess and address their sustainable development concerns.===>I formalno i neformalno obrazovanje su nezaobilazni činioci koji vode menjanju stavova ljudi u smislu da oni postignu sposobnost da se bave i da pro-cenjuju pitanja od značaja za održivi razvoj. Ciljevi)
MATCH@E:(Both formal and non-formal education are indispensable to changing peoples attitudes so that they have the capacity to assess and address their sustainable development concerns.===>I formalno i neformalno obrazovanje su nezaobilazni činioci koji vode menjanju stavova ljudi u smislu da oni postignu sposobnost da se bave i da procenjuju pitanja od značaja za održivi razvoj.)
MATCH@M:(It is recognized that countries and regional and international organizations will develop their own priorities and schedules for implementation in accordance with their needs, policies, programmes and activities.===>Uvažava se činjenica da će svaka zemlja, regionalna i međunarodna organizacija razvijati svoje sopstvene prioritete i planove koje će prime-njivati u skladu sa svojim potrebama, politikama i programima, i aktivnostima.)
MATCH@E:(Activities It is recognized that countries and regional and international organizations will develop their own priorities and schedules for implementation in accordance with their needs, policies, programmes and activities.===>Aktivnosti Uvažava se činjenica da će svaka zemlja, regionalna i međunarodna organizacija razvijati svoje sopstvene prioritete i planove koje će primenjivati u skladu sa svojim potrebama, politikama i programima, i aktivnostima.)
MATCH@M:(B.	Increasing public awareness===>B.	Jačanje javne svesti)
MATCH@E:(b. ~~~ Increasing public awareness.===>Preusmeravanje obrazovanja u pravcu održivog razvoja. b.)
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BAD_LINE_M:B.	Increasing public awareness
BAD_LINE_M:B.	Jačanje javne svesti
BAD_LINE_E:b. ~~~ Increasing public awareness.
BAD_LINE_E:Preusmeravanje obrazovanja u pravcu održivog razvoja. b.
MATCH@M:(There is still a considerable lack of awareness of the interrelated nature of all human activities and the environment, due to inaccurate or insufficient information.===>Još uvek nije dovoljno razvijena svest o tome da su sve ljudske aktivnosti povezane sa životnom sredinom, a to je zato što informacije nisu precizne ili ih nema u dovoljnoj meri.)
MATCH@E:(B. ~~~ Increasing public awareness Basis for action There is still a considerable lack of awareness of the interrelated nature of all human activities and the environment, due to inaccurate or insufficient information.===>B. Jačanje javne svesti Polazne osnove za delovanje Još uvek nije dovoljno razvijena svest o tome da su sve ljudske aktivnosti povezane sa životnom sredinom, a to je zato što informacije nisu precizne ili ih nema u dovoljnoj meri.)
MATCH@M:(There is a need to increase public sensitivity to environment and development problems and involvement in their solutions and foster a sense of personal environmental responsibility and greater motivation and commitment towards sustainable development.===>Potrebno je postići da javnost bude svesnija problema životne sredine i razvoja i posvećenija njihovom rešava-nja i takođe više razviti osećanje lične odgovornosti za životnu sredinu i veću motivisanost i posvećenost održivom razvoju.)
MATCH@E:(There is a need to increase public sensitivity to environment and development problems and involvement in their solutions and foster a sense of personal environmental responsibility and greater motivation and commitment towards sustainable development.===>Potrebno je postići da javnost bude svesnija problema životne sredine i razvoja i posvećenija njihovom rešavanja i takođe više razviti osećanje lične odgovornosti za životnu sredinu i veću motivisanost i posvećenost održivom razvoju.)
MATCH@M:(The objective is to promote broad public awareness as an essential part of a global education effort to strengthen attitudes, values and actions which are compatible with sustainable development.===>Cilj je da se unapredi svest šire javnosti kao bitan deo globalnog obrazovanja u cilju postizanja čvršćih stavova, vrednosti i aktivnosti koje su u skladu sa održivim razvojem.)
MATCH@E:(Objective The objective is to promote broad public awareness as an essential part of a global education effort to strengthen attitudes, values and actions which are compatible with sustainable development.===>Cilj Cilj je da se unapredi svest šire javnosti kao bitan deo globalnog obrazovanja u cilju postizanja čvršćih stavova, vrednosti i aktivnosti koje su u skladu sa održivim razvojem.)
MATCH@M:(It is important to stress the principle of devolving authority, accountability and resources to the most appropriate level with preference given to local responsibility and control over awareness-building activities.===>Važno je naglasiti princip prenošenja ovlašćenja, odgovornosti i resursa na najprimereniji nivo, sa naglaskom na odgovornost u lokalnom kontekstu i kontroli nad aktivnostima izgradnje svesti.)
MATCH@E:(It is important to stress the principle of devolving authority, accountability and resources to the most appropriate level with preference given to local responsibility and control over awareness-building activities.===>Važno je naglasiti princip prenošenja ovlašćenja, odgovornosti i resursa na najprimereniji nivo, sa naglaskom na odgovornost u lokalnom kontekstu i kontroli nad aktivnostima izgradnje svesti.)
MATCH@M:(It is recognized that countries, regional and international organizations will develop their own priorities and schedules for implementation in accordance with their needs, policies, programmes and activities.===>Uvažava se činjenica da će svaka zemlja, regionalna i međunarodna organizacija razvijati svoje sopstvene prioritete i planove koje će primenji-vati u skladu sa svojim potrebama, politikama i programima i aktivnostima.)
MATCH@E:(Activities It is recognized that countries, regional and international organizations will develop their own priorities and schedules for implementation in accordance with their needs, policies, programmes and activities.===>Aktivnosti Uvažava se činjenica da će svaka zemlja, regionalna i međunarodna organizacija razvijati svoje sopstvene prioritete i planove koje će primenjivati u skladu sa svojim potrebama, politikama i programima i aktivnostima.)
MATCH@M:(C.	Promoting training===>C.	Bolja obuka)
MATCH@E:(c. Promoting training.===>Jačanje javne svesti. c.)
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BAD_LINE_M:C.	Promoting training
BAD_LINE_M:C.	Bolja obuka
BAD_LINE_E:c. Promoting training.
BAD_LINE_E:Jačanje javne svesti. c.
MATCH@M:(Training is one of the most important tools to develop human resources and facilitate the transition to a more sustainable world.===>Obuka je jedan od najznačajnijih instrumenata za razvijanje ljudskih resursa i lakši prelazak u održiviji svet.)
MATCH@E:(C. Promoting training Basis for action Training is one of the most important tools to develop human resources and facilitate the transition to a more sustainable world.===>C. Bolja obuka Polazne osnove za delovanje Obuka je jedan od najznačajnijih instrumenata za razvijanje ljudskih resursa i lakši prelazak u održiviji svet.)
MATCH@M:(It should have a job-specific focus, aimed at filling gaps in knowledge and skill that would help individuals find employment and be involved in environmental and development work.===>Obuka treba da se usredsredi na stručno osposobljavanje, sa ciljem da popuni pre-znine u znanju i veštinama kako bi se pojedinac lakše zaposlio i uključio u rad na razvoju i na očuvanju životne sredine.)
MATCH@E:(It should have a job-specific focus, aimed at filling gaps in knowledge and skill that would help individuals find employment and be involved in environmental and development work.===>Obuka treba da se usredsredi na stručno osposobljavanje, sa ciljem da popuni preznine u znanju i veštinama kako bi se pojedinac lakše zaposlio i uključio u rad na razvoju i na očuvanju životne sredine.)
MATCH@M:(At the same time, training programmes should promote a greater awareness of environment and development issues as a two-way learning process.===>Programi obuke istovremeno treba da insistiraju na jačanju svesti o životnoj sredini i o pitanjima razvoja kao dvosmer-nom procesu. Ciljevi)
MATCH@E:(At the same time, training programmes should promote a greater awareness of environment and development issues as a two-way learning process.===>Programi obuke istovremeno treba da insistiraju na jačanju svesti o životnoj sredini i o pitanjima razvoja kao dvosmernom procesu.)
MATCH@M:(3.	Education for sustainable development===>3.	Obrazovanje za održivi razvoj)
MATCH@E:(Education For Sustainable Development.===>Education For Sustainable Development.)
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BAD_LINE_M:3.	Education for sustainable development
BAD_LINE_M:3.	Obrazovanje za održivi razvoj
BAD_LINE_E:Education For Sustainable Development.
BAD_LINE_E:Education For Sustainable Development.
MATCH@M:(Education for sustainable development, also known as sustainability education, or education for a sustainable future, arose out of the statement in Chapter 36 of Agenda 21 that education is crucial to sustainable development and that all countries should initiate national strategies for education for sustainable development.===>Obrazovanje za održivi razvoj, ili, drugačije rečeno, ekološki održivo obrazovanje, ili, opet, obrazovanje za održivu budućnost, nastalo je iz jedne tvrdnje u Poglavlju 36 Agende 21, da je obrazovanje od suštinskog značaja za održivi razvoj i da sve zemlje treba da započnu stvaranje nacionalnih strategija obrazovanja za održivi razvoj.)
MATCH@E:(Education for sustainable development Education for sustainable development, also known as sustainability education, or education for a sustainable future, arose out of the statement in Chapter 36 of Agenda 21 that education is crucial to sustainable development and that all countries should initiate national strategies for education for sustainable development.===>Obrazovanje za održivi razvoj Obrazovanje za održivi razvoj, ili, drugačije rečeno, ekološki održivo obrazovanje, ili, opet, obrazovanje za održivu budućnost, nastalo je iz jedne tvrdnje u Poglavlju 36 Agende 21, da je obrazovanje od suštinskog značaja za održivi razvoj i da sve zemlje treba da započnu stvaranje nacionalnih strategija obrazovanja za održivi razvoj.)
MATCH@M:(As a result, education in the context of sustainability is understood as a change process rather than a message or level which must be achieved.===>Stoga se obrazovanje u kontekstu odr-živosti shvata pre kao proces promena nego kao poruka ili nivo koji se mora dostići.)
MATCH@E:(As a result, education in the context of sustainability is understood as a change process rather than a message or level which must be achieved.===>Stoga se obrazovanje u kontekstu održivosti shvata pre kao proces promena nego kao poruka ili nivo koji se mora dostići.)
MATCH@M:(Another realization emerging out of the sustainability literature is that major problems cannot be solved from the standpoint of our current way of living but will require a shift from traditional ways of thinking and acting upon environmental problems.===>Drugi stav koji se može izvesti iz literature o održivosti jeste da se glavni problemi ne mogu rešiti načinom na koji mi sada živimo, već treba da se odreknemo tradicionalnog načina razmišljanja i da se posvetimo rešavanju problema životne sredine.)
MATCH@E:(Another realization emerging out of the sustainability literature is that major problems cannot be solved from the standpoint of our current way of living but will require a shift from traditional ways of thinking and acting upon environmental problems.===>Drugi stav koji se može izvesti iz literature o održivosti jeste da se glavni problemi ne mogu rešiti načinom na koji mi sada živimo, već treba da se odreknemo tradicionalnog načina razmišljanja i da se posvetimo rešavanju problema životne sredine.)
MATCH@M:(The sustainability approach aims to do things differently in the first place, instead of just cleaning up the symptoms of underlying problems.===>Pristup na osnovi održivosti prvenstveno teži da rešava probleme na drugačiji način, a ne da samo rešava simptome suštinskih problema.)
MATCH@E:(The sustainability approach aims to do things differently in the first place, instead of just cleaning up the symptoms of underlying problems.===>Pristup na osnovi održivosti prvenstveno teži da rešava probleme na drugačiji način, a ne da samo rešava simptome suštinskih problema.)
MATCH@M:(It moves away from “doom and gloom” approaches towards future oriented thinking and action.===>Ovaj pristup se udaljava od pristupa koji obuhvataju stavove o „propasti i muci“ i okreće se razmišljanju i aktivnostima imajući u vidu budućnost.)
MATCH@E:(It moves away from doom and gloom approaches towards future oriented thinking and action.===>Ovaj pristup se udaljava od pristupa koji obuhvataju stavove o propasti i muci i okreće se razmišljanju i aktivnostima imajući u vidu budućnost.)
MATCH@M:(In its essence, education for a sustainable future uses content from the environment, economy and society to organize learning processes that help understanding the evolution of human interaction with the environment through development, to analyze present realities, and to plan and participate in coherent processes of change toward a more sustainable future.===>U svojoj suštini, obrazovanje za održivu budućnost koristi sadržaje iz životne sredine, privrede i društva i or-ganizuje procese učenja putem kojih se bolje shvata evolucija ljudskih odnosa sa okruženjem kroz razvoj, analiziraju se realne, tekuće situacije i planira se i učestvuje u koherentnim procesima promena u pravcu održive budućnosti.)
MATCH@E:(In its essence, education for a sustainable future uses content from the environment, economy and society to organize learning processes that help understanding the evolution of human interaction with the environment through development, to analyze present realities, and to plan and participate in coherent processes of change toward a more sustainable future.===>U svojoj suštini, obrazovanje za održivu budućnost koristi sadržaje iz životne sredine, privrede i društva i organizuje procese učenja putem kojih se bolje shvata evolucija ljudskih odnosa sa okruženjem kroz razvoj, analiziraju se realne, tekuće situacije i planira se i učestvuje u koherentnim procesima promena u pravcu održive budućnosti.)
MATCH@M:(This set of knowledge, skills and values, endorsed by representatives of all sectors of every society, is the framework for education for sustainability and the basis for much of the new curriculum planning taking place across the world.===>Ovaj skup znanja, umeća i vredno-sti koji podržavaju predstavnici svih sektora svakog društva, predstavlja okvir obrazovanja za održivost i osnovu za nove obrazovne planove i programe širom sveta.)
MATCH@E:(This set of knowledge, skills and values, endorsed by representatives of all sectors of every society, is the framework for education for sustainability and the basis for much of the new curriculum planning taking place across the world.===>Ovaj skup znanja, umeća i vrednosti koji podržavaju predstavnici svih sektora svakog društva, predstavlja okvir obrazovanja za održivost i osnovu za nove obrazovne planove i programe širom sveta.)
MATCH@M:(As can be seen, the framework integrates education about the environment, economy and society within a context of critical skills and the values of hope and commitment.===>Kao što se može videti, ovaj okvir uklapa obrazovanje o životnoj sredini, privredi i društvu u kontekst kritičnih veština i vrednosti kao što su nada i posvećenost.)
MATCH@E:(As can be seen, the framework integrates education about the environment, economy and society within a context of critical skills and the values of hope and commitment.===>Kao što se može videti, ovaj okvir uklapa obrazovanje o životnoj sredini, privredi i društvu u kontekst kritičnih veština i vrednosti kao što su nada i posvećenost.)
MATCH@M:(In trying to define education for sustainability, it is important that it be seen in the context of other major educational movements in the world.===>Kad definišemo obrazovanje za održivost, značajno je da se ono posmatra u kontekstu drugih glavnih obrazovnih pokreta u svetu.)
MATCH@E:(In trying to define education for sustainability, it is important that it be seen in the context of other major educational movements in the world.===>Kad definišemo obrazovanje za održivost, značajno je da se ono posmatra u kontekstu drugih glavnih obrazovnih pokreta u svetu.)
MATCH@M:(Education for sustainable development is learner-centered, providing learners with opportunities to construct their own understanding through hands-on, minds on investigations.===>Obrazovanje za održivi razvoj podržava razvoj aktivne zajednice koja uči, gde učesnici razmenjuju ideje i stručnost i opredeljeni su za neprekidno istraživanje.)
MATCH@E:(Education for sustainable development is learner-centered, providing learners with opportunities to construct their own understanding through hands-on, minds on investigations.===>)
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BAD_LINE_M:Education for sustainable development is learner-centered, providing learners with opportunities to construct their own understanding through hands-on, minds on investigations.
BAD_LINE_M:Obrazovanje za održivi razvoj podržava razvoj aktivne zajednice koja uči, gde učesnici razmenjuju ideje i stručnost i opredeljeni su za neprekidno istraživanje.
BAD_LINE_E:Education for sustainable development is learner-centered, providing learners with opportunities to construct their own understanding through hands-on, minds on investigations.
BAD_LINE_E:
MATCH@M:(Also, this education provides real-world contexts and issues from which concepts and skills can be learned.===>Ovo obrazovanje takođe obezbeđuje realne kontekste i probleme na kojima se savladavaju koncepti i veštine.)
MATCH@E:(Also, this education provides real-world contexts and issues from which concepts and skills can be learned.===>Ovo obrazovanje takođe obezbeđuje realne kontekste i probleme na kojima se savladavaju koncepti i veštine.)
MATCH@M:(It recognizes the importance of viewing the environment within the context of human influences, incorporating an examination of economics, culture, political structure, and social equity as well as natural processes and systems.===>Ono uvažava značaj posmatranja životne sredine u okviru konteksta ljudskog uticaja, i obuhvata i preispitivanje ekonomije, kulture, političke strukture i društvene jednakosti kao i prirodnih procesa i sistema.)
MATCH@E:(It recognizes the importance of viewing the environment within the context of human influences, incorporating an examination of economics, culture, political structure, and social equity as well as natural processes and systems.===>Ono uvažava značaj posmatranja životne sredine u okviru konteksta ljudskog uticaja, i obuhvata i preispitivanje ekonomije, kulture, političke strukture i društvene jednakosti kao i prirodnih procesa i sistema.)
MATCH@M:(Through comprehensive, cohesive programs, learners explore how feelings, experiences, attitudes, and perceptions influence environmental issues.===>Kroz sveobuhvatne, dosledne programe polaznici izučavaju kako osecanja, iskustva, stavovi i opažanja utiču na probleme životne sredine.)
MATCH@E:(Through comprehensive, cohesive programs, learners explore how feelings, experiences, attitudes, and perceptions influence environmental issues.===>Kroz sveobuhvatne, dosledne programe polaznici izučavaju kako osećanja, iskustva, stavovi i opažanja utiču na probleme životne sredine.)
MATCH@M:(They become knowledgeable about natural processes and systems and gain an understanding of human processes and systems.===>Stiču znanja o prirodnim procesima i sistemima i bolje shvataju ljudske procese i sisteme.)
MATCH@E:(They become knowledgeable about natural processes and systems and gain an understanding of human processes and systems.===>Stiču znanja o prirodnim procesima i sistemima i bolje shvataju ljudske procese i sisteme.)
MATCH@M:(They develop a sense of their rights and responsibilities as citizens, are able to understand the ideals, principles, and practices of citizenship in democratic societies, and they gain the skills necessary for citizenship.===>Razvijaju osecaj za svoja prava i odgovornosti kao građana, shvataju ideale, principe i postupke građanstva u demokratskim društvima i stiču veštine koje su im potrebne da bi bili deo građanstva.)
MATCH@E:(They develop a sense of their rights and responsibilities as citizens, are able to understand the ideals, principles, and practices of citizenship in democratic societies, and they gain the skills necessary for citizenship.===>Razvijaju osećaj za svoja prava i odgovornosti kao građana, shvataju ideale, principe i postupke građanstva u demokratskim društvima i stiču veštine koje su im potrebne da bi bili deo građanstva.)
MATCH@M:(The awareness, knowledge, and skills needed for these local connections, and understandings provide a basis for moving out into larger systems, broader issues, and a more sophisticated comprehension of causes, connections, and consequences.===>Svest, znanje i veštine potrebne za ove lokalne veze i razumevanja predstavljaju osnovu za ulazak u vece sisteme, obuhvatnije probleme, potpunije shvatanje uzroka, veza i posledica.)
MATCH@E:(The awareness, knowledge, and skills needed for these local connections, and understandings provide a basis for moving out into larger systems, broader issues, and a more sophisticated comprehension of causes, connections, and consequences.===>Svest, znanje i veštine potrebne za ove lokalne veze i razumevanja predstavljaju osnovu za ulazak u veće sisteme, obuhvatnije probleme, potpunije shvatanje uzroka, veza i posledica.)
MATCH@M:(Education for sustainable development fosters skills and habits that people can use throughout their lives to understand and act on environmental issues.===>Obrazovanje za održivi razvoj razvija veštine i navike koje ljudi mogu da koriste čitavog života da bi shvatili i rešavali probleme životne sredine.)
MATCH@E:(Education for sustainable development fosters skills and habits that people can use throughout their lives to understand and act on environmental issues.===>Obrazovanje za održivi razvoj razvija veštine i navike koje ljudi mogu da koriste čitavog života da bi shvatili i rešavali probleme životne sredine.)
MATCH@M:(It emphasizes critical and creative thinking skills along with other higher level thinking processes that are key to identifying, investigating, and analyzing issues, and formulating and evaluating alternative solutions.===>Ono naglašava veštine kritičkog i kreativnog mišljenja i istovremeno drugih procesa mišljenja na višem nivou, koji su od suštinskog značaja za iden-tifikovanje, proučavanje i analizu problema i formuli-sanje i procenu alternativnih rešenja.)
MATCH@E:(It emphasizes critical and creative thinking skills along with other higher level thinking processes that are key to identifying, investigating, and analyzing issues, and formulating and evaluating alternative solutions. ~~~ 4.===>Ono naglašava veštine kritičkog i kreativnog mišljenja i istovremeno drugih procesa mišljenja na višem nivou, koji su od suštinskog značaja za identifikovanje, proučavanje i analizu problema i formulisanje i procenu alternativnih rešenja. 4.)
MATCH@M:(The aim of good higher environmental education is to enable students to work in or lead interdisciplinary teams to find solutions, using environmental sciences and management methods, so that they’ll be skilled to devise integrative environmental knowledge and management solutions for complex environmental issues on a regional, national and international level, for the private as well as for the public sector.===>Cilj dobrog visokoškolskog ekološkog obrazovanja jeste da osposobi studente da rade ili da vode interdisciplinarne timove i nalaze rešenja, primenom metoda ekoloških nauka i upravljanja, tako da oni steknu dovoljne kvalifikacije da stvaraju integralno ekološko znanje i re-šenja za upravljanje složenim ekološkim problemima na regionalnom, nacionalnom i međunarodnom nivou, kako u privatnom, tako i u javnom sektoru.)
MATCH@E:(The aim of good higher environmental education is to enable students to work in or lead interdisciplinary teams to find solutions, using environmental sciences and management methods, so that theyll be skilled to devise integrative environmental knowledge and management solutions for complex environmental issues on a regional, national and international level, for the private as well as for the public sector.===>Cilj dobrog visokoškolskog ekološkog obrazovanja jeste da osposobi studente da rade ili da vode interdisciplinarne timove i nalaze rešenja, primenom metoda ekoloških nauka i upravljanja, tako da oni steknu dovoljne kvalifikacije da stvaraju integralno ekološko znanje i rešenja za upravljanje složenim ekološkim problemima na regionalnom, nacionalnom i međunarodnom nivou, kako u privatnom, tako i u javnom sektoru.)
MATCH@M:(The focus is on how firms, governments, and other organisations can support sustainable development in an economically efficient and socially acceptable manner.===>Pažnja je usmerena na to kako firme, vlade i druge organizacije mogu da podrže održivi razvoj na ekonomski efikasan i društveno prihvatljiv način.)
MATCH@E:(The focus is on how firms, governments, and other organisations can support sustainable development in an economically efficient and socially acceptable manner.===>Pažnja je usmerena na to kako firme, vlade i druge organizacije mogu da podrže održivi razvoj na ekonomski efikasan i društveno prihvatljiv način.)
MATCH@M:(The mode of teaching modes varies throughout the higher environmental education program and includes formal lectures as well as project-based individual and team studies, during witch students are asked to get actively involved in organisational and contents related aspects of the teaching program, giving feedback for a continuous advanced evolution of higher education for sustainable development and future.===>Visokoškolsko ekološko obrazovanje tokom svog trajanja primenjuje različite metode nastave i obuhvata formalna predavanja, ali i individualne ili timske studije zasnovane na projektima, tokom kojih se od studenata očekuje da se aktivno uključe u aspekte nastavnog programa koji se tiču organizacije i sadržaja i da ponude povratnu informaciju korisnu za jedan napredni nivo razvoja visokoškolskog obrazovanja za održivi razvoj i budućnost.)
MATCH@E:(The mode of teaching modes varies throughout the higher environmental education program and includes formal lectures as well as project-based individual and team studies, during witch students are asked to get actively involved in organisational and contents related aspects of the teaching program, giving feedback for a continuous advanced evolution of higher education for sustainable development and future. ~~~ 5.===>Visokoškolsko ekološko obrazovanje tokom svog trajanja primenjuje različite metode nastave i obuhvata formalna predavanja, ali i individualne ili timske studije zasnovane na projektima, tokom kojih se od studenata očekuje da se aktivno uključe u aspekte nastavnog programa koji se tiču organizacije i sadržaja i da ponude povratnu informaciju korisnu za jedan napredni nivo razvoja visokoškolskog obrazovanja za održivi razvoj i budućnost. 5.)
MATCH@M:(Competency checklist of graduates of higher environmental education program for sustainable development is given in table below.===>Spisak kompetentnosti diplomaca na visokoškolskom programu ekološkog obrazovanja za održivi razvoj dat je na tabeli koja sledi.)
MATCH@E:(Competency Checklist of graduates of higher environmental education program for sustainable development REFERENCES Š1Ë NEEAC.===>Tabela 1 LITERATURA Š1Ë NEEAC. (1996).)
BAD_LINE_=============================================================
BAD_LINE_M:Competency checklist of graduates of higher environmental education program for sustainable development is given in table below.
BAD_LINE_M:Spisak kompetentnosti diplomaca na visokoškolskom programu ekološkog obrazovanja za održivi razvoj dat je na tabeli koja sledi.
BAD_LINE_E:Competency Checklist of graduates of higher environmental education program for sustainable development REFERENCES Š1Ë NEEAC.
BAD_LINE_E:Tabela 1 LITERATURA Š1Ë NEEAC. (1996).
MATCH@M:(To address the issue in a wider perspective, this paper also encompasses various aspects of ecodesign from producer’s point of view.===>Da bismo ova pitanja posmatrali u široj perspektivi, u ovom radu obuhvatamo i različite aspekte ekodizajna sa tačke gledišta proizvođača.)
MATCH@E:(To address the issue in a wider perspective, this paper also encompasses various aspects of ecodesign from producers point of view.===>Da bismo ova pitanja posmatrali u široj perspektivi, u ovom radu obuhvatamo i različite aspekte ekodizajna sa tačke gledišta proizvođača.)
MATCH@M:(Two surveys were conducted.===>Sproveli smo dva istraživanja.)
MATCH@E:(Two surveys were conducted.===>Sproveli smo dva istraživanja.)
MATCH@M:(The purpose of the first survey was to investigate the awareness and intention of the Slovenian customers to purchase green products, their perceptions and attitudes towards green products.===>Svrha prvog istraživanja bila je da istraži svest i namere slovenačkih potrošača da kupuju ekološki ispravne (zelene) proizvode, njihova shvatanja i stavove u odnosu na ovakve proizvode.)
MATCH@E:(The purpose of the first survey was to investigate the awareness and intention of the Slovenian customers to purchase green products, their perceptions and attitudes towards green products.===>Svrha prvog istraživanja bila je da istraži svest i namere slovenačkih potrošača da kupuju ekološki ispravne (zelene) proizvode, njihova shvatanja i stavove u odnosu na ovakve proizvode.)
MATCH@M:(The second survey was directed to organizations to examine their attitudes toward green products and environmental issues.===>U drugom istraživanju okrenuli smo se organizacijama sa ciljem da istražimo njihove stavove u odnosu na ekološki prihvatljive proizvode i u odnosu na pitanja zaštite životne sredine.)
MATCH@E:(The second survey was directed to organizations to examine their attitudes toward green products and environmental issues.===>U drugom istraživanju okrenuli smo se organizacijama sa ciljem da istražimo njihove stavove u odnosu na ekološki prihvatljive proizvode i u odnosu na pitanja zaštite životne sredine.)
MATCH@M:(The study revealed that the green products have substantial awareness among Slovenian customers.===>Studija je pokazala da je svest potrošača u Sloveniji u vezi sa ekološki prihvatljivim proizvodima na veoma visokom nivou.)
MATCH@E:(The study revealed that the green products have substantial awareness among Slovenian customers.===>Studija je pokazala da je svest potrošača u Sloveniji u vezi sa ekološki prihvatljivim proizvodima na veoma visokom nivou.)
MATCH@M:(The results received from the study were illuminating, and encourage the possibility for integration of environmental aspects into products, since 94 percent of respondents expressed a desire for more “green” products available on the market.===>Rezultati do kojih smo došli u studiji bili su veoma korisni i ohrabrili su nas u pogledu mogućnosti da se u proizvode ugrade i aspekti zaštite životne sredine, pošto je 94% ispitanika izrazilo želju da na tržištu bude više „zelenih“proizvoda.)
MATCH@E:(The results received from the study were illuminating, and encourage the possibility for integration of environmental aspects into products, since 94 percent of respondents expressed a desire for more green products available on the market.===>Rezultati do kojih smo došli u studiji bili su veoma korisni i ohrabrili su nas u pogledu mogućnosti da se u proizvode ugrade i aspekti zaštite životne sredine, pošto je 94% ispitanika izrazilo želju da na tržištu bude više zelenih proizvoda.)
MATCH@M:(For the customers the most important quality characteristics of the product are: quality, usability and practicality followed by environmental ones.===>Po mišljenju potrošača, najznačajnije karakteristike kvaliteta proizvoda su: kva-liet, korisnost i praktičnost, a onda slede kvaliteti koji se odnose na životnu sredinu.)
MATCH@E:(For the customers the most important quality characteristics of the product are: quality, usability and practicality followed by environmental ones.===>Po mišljenju potrošača, najznačajnije karakteristike kvaliteta proizvoda su: kvaliet, korisnost i praktičnost, a onda slede kvaliteti koji se odnose na životnu sredinu.)
MATCH@M:(Survey results indicate that environmental concern plays a fundamental role in organizations.===>Rezultati istraživanja ukazuju da briga o životnoj sredini predstavlja osnovno pitanje za organizacije.)
MATCH@E:(Survey results indicate that environmental concern plays a fundamental role in organizations.===>Rezultati istraživanja ukazuju da briga o životnoj sredini predstavlja osnovno pitanje za organizacije.)
MATCH@M:(According to the results, concern for the environment is the most important criteria that encourage organizations to introduce environmental management system (EMS) standard (mean=4,2 on a scale of 5).===>Prema rezultatima, briga o zaštiti životne sredine predstavlja njaznačajniji kriterijum u skladu s kojim organizacije uvode standard sistema upravljanja životnom sredinom (EMS) (srednja vrednost=4,2 na skali od 1 do 5). 1.	Uvod)
MATCH@E:(According to the results, concern for the environment is the most important criteria that encourage organizations to introduce environmental management system (EMS) standard (mean=4,2 on a scale of 5).===>Prema rezultatima, briga o zaštiti životne sredine predstavlja njaznačajniji kriterijum u skladu s kojim organizacije uvode standard sistema upravljanja životnom sredinom (EMS) (srednja vrednost=4,2 na skali od 1 do 5).)
MATCH@M:(1.	Introduction Moving towards sustainable development is now a major concern in most of the developed countries, resulting in stricter regulations concerning the impact of the products during their manufacturing, use and end of life, including the obligation to define reverse logistics strategies and systems.===>U većini razvijenih zemalja, kretanje u pravcu održi-vog razvoja predstavlja danas najznačajniji problem, a to za posledicu ima strožije propise koji regulišu uticaj proizvoda tokom njihove proizvodnje, primene i kraja životnog veka, uključujući i obavezu da se definišu povratne logističke strategije i sisteme.)
MATCH@E:(Introduction Moving towards sustainable development is now a major concern in most of the developed countries, resulting in stricter regulations concerning the impact of the products during their manufacturing, use and end of life, including the obligation to define reverse logistics strategies and systems Š29,17,21Ë.===>Uvod U većini razvijenih zemalja, kretanje u pravcu održivog razvoja predstavlja danas najznačajniji problem, a to za posledicu ima strožije propise koji regulišu uticaj proizvoda tokom njihove proizvodnje, primene i kraja životnog veka, uključujući i obavezu da se definišu povratne logističke strategije i sisteme Š29, 17, 21Ë.)
MATCH@M:(Generally, the goal of reducing environmental pressure by consumption can be reached via three routes: greening production and products, shifting demand to low-impact consumption categories, and lowering material demands.===>Uop-šteno govoreći, cilj smanajivanja pritiska okruženja putem potrošnje može se postići na tri načina: time što će proizvodnja i proizvodi biti ekološki čistiji, tako što će se potražnja pomeriti ka potrošačkim kategorijama niskog stepena uticaja i snižavanjem materijalne potražnje.)
MATCH@E:(Generally, the goal of reducing environmental pressure by consumption can be reached via three routes: greening production and products, shifting demand to low-impact consumption categories, and lowering material demands Š20,52,53,54Ë.===>Uopšteno govoreći, cilj smanajivanja pritiska okruženja putem potrošnje može se postići na tri načina: time što će proizvodnja i proizvodi biti ekološki čistiji, tako što će se potražnja pomeriti ka potrošačkim kategorijama niskog stepena uticaja i snižavanjem materijalne potražnje Š20, 52, 53, 54Ë.)
MATCH@M:(While sustainable consumption targets consumers, sustainable production is related to companies and organizations that make products or offer services.===>Dok je održiva potrošnja usme-rena na potrošače, održiva proizvodnja se odnosi na kompanije i organizacije koje stvaraju proizvode i obezbeđuju usluge.)
MATCH@E:(While sustainable consumption targets consumers, sustainable production is related to companies and organizations that make products or offer services Š56Ë.===>Dok je održiva potrošnja usmerena na potrošače, održiva proizvodnja se odnosi na kompanije i organizacije koje stvaraju proizvode i obezbeđuju usluge Š56Ë.)
MATCH@M:(According to Amacher et al. customer preference to purchase from ‘‘green’’ organizations is well established and often revealed through increased willingness to pay for products viewed as ‘‘clean,’’ i.e., produced with environmentally friendly production or abatement technologies such as recycling and use of less polluting inputs.===>Prema Amacher i dr. među kupcima je veoma izražena volja da kupuju od „zelenih“ organizacija, a to se vidi i kroz njihovu sve veću spremnost da plate više za proizvode koji se smatraju „čistim“, t.j., koji su proizvedeni u proizvodnji koja je usklađena sa potrebama zaštite okruženja ili primenom tehnologija uklanjanja otpada kao što je reciklaža i upotreba inputa koji manje zagađuju okolinu.)
MATCH@E:(According to Amacher et al. Š1Ë customer preference to purchase from green organizations is well established and often revealed through increased willingness to pay for products viewed as clean, i.e., produced with environmentally friendly production or abatement technologies such as recycling and use of less polluting inputs.===>Prema Amacher i dr. Š1Ë, među kupcima je veoma izražena volja da kupuju od zelenih organizacija, a to se vidi i kroz njihovu sve veću spremnost da plate više za proizvode koji se smatraju čistim, t.j., koji su proizvedeni u proizvodnji koja je usklađena sa potrebama zaštite okruženja ili primenom tehnologija uklanjanja otpada kao što je reciklaža i upotreba inputa koji manje zagađuju okolinu.)
MATCH@M:(Leire and Thidell reported that, despite the fact that product related environmental information is lacking for a range of products, available information has a potential to be further used for customer guidance.===>Leire i Thidell navode da, iako informacija o tome kako proizvod delu-je na okruženje nema za čitav niz proizvoda, dostupne informacije imaju potencijal da budu kasnije kori-šćene za usmeravanje potrošača.)
MATCH@E:(Leire and Thidell Š30Ë reported that, despite the fact that product related environmental information is lacking for a range of products, available information has a potential to be further used for customer guidance.===>Leire i Thidell Š30Ë navode da, iako informacija o tome kako proizvod deluje na okruženje nema za čitav niz proizvoda, dostupne informacije imaju potencijal da budu kasnije korišćene za usmeravanje potrošača.)
MATCH@M:(Although there are several different ways to define ecodesign, ecodesign may be defined as an activity that identifies the environmental aspects of a product and integrates them into the product design process in the early stage of the product development process.===>Ima nekoliko definicija ekodizajna, a jedna od njih jeste da je to aktivnost kojom se identifikuju aspekti životne sredine u proizvodu i integrišu se u proces dizajniranja proizvoda još u početnoj fazi razvoja proizvoda.)
MATCH@E:(Although there are several different ways to define ecodesign Š22Ë, ecodesign may be defined as an activity that identifies the environmental aspects of a product and integrates them into the product design process in the early stage of the product development process Š41Ë.===>Ima nekoliko definicija ekodizajna Š22Ë, a jedna od njih jeste da je to aktivnost kojom se identifikuju aspekti životne sredine u proizvodu i integrišu se u proces dizajniranja proizvoda još u početnoj fazi razvoja proizvoda Š41Ë.)
MATCH@M:(Therefore, ecodesign approach is mainly focused on the environmental aspects of a product.===>Stoga je pristup pomoću ekodizajna usmeren na aspekte životne sredine koje proizvod mora da zadovolji.)
MATCH@E:(Therefore, ecodesign approach is mainly focused on the environmental aspects of a product.===>Stoga je pristup pomoću ekodizajna usmeren na aspekte životne sredine koje proizvod mora da zadovolji.)
MATCH@M:(It has been noted that a product must meet the basic requirements of a market.===>Naglašeno je da proizvod mora da zadovolji osnovne zahteve tržišta.)
MATCH@E:(It has been noted that a product must meet the basic requirements of a market.===>Naglašeno je da proizvod mora da zadovolji osnovne zahteve tržišta.)
MATCH@M:(These requirements include the following: (1) meeting the required needs in terms of function, performance, durability, safety, etc.; (2) complying with all standards and regulations; and (3) corresponding to the targeted market segments, such as identifying current and emerging customer expectations.===>Ovi zahtevi obuhvataju: (1) zadovoljenje zahteva u smislu funkcionalnosti, performansi, trajnosti, bezbednosti, itd.; (2) usklađenost sa svim standardima i propisima; i (3) usklađenost sa segmentima tržišta, na primer, u smislu da može da prepozna trenutna i buduća očekivanja potrošača.)
MATCH@E:(These requirements include the following: (1) meeting the required needs in terms of function, performance, durability, safety, etc.; (2) complying with all standards and regulations; and (3) corresponding to the targeted market segments, such as identifying current and emerging customer expectations Š41Ë.===>Ovi zahtevi obuhvataju: (1) zadovoljenje zahteva u smislu funkcionalnosti, performansi, trajnosti, bezbednosti, itd.; (2) usklađenost sa svim standardima i propisima; i (3) usklađenost sa segmentima tržišta, na primer, u smislu da može da prepozna trenutna i buduća očekivanja potrošača Š41Ë.)
MATCH@M:(If a product does not meet these basic requirements, then the product will fail in the marketplace even if it causes less stress on the environment.===>Ako proizvod ne zadovolji ove osnovne zahteve, izgubiće tržište, čak i ako odgovara zahtevima zaštite živorne sredine.)
MATCH@E:(If a product does not meet these basic requirements, then the product will fail in the marketplace even if it causes less stress on the environment Š29Ë.===>Ako proizvod ne zadovolji ove osnovne zahteve, izgubiće tržište, čak i ako odgovara zahtevima zaštite živorne sredine Š29Ë.)
MATCH@M:(The need to balance environmental considerations and commercial aspects has been underscored by Bird and Prentis, who argue that the route to long term integration of environmental considerations into the business activities is to adopt strong customer focus.===>Potrebu da se uspostavi ravnoteža između brige o životnoj sredini i komercijalnih aspekata rezumeli su i Bird i Prentis, po kojima je put ka dugoročnom usklađivanju aspekata zaštite životne sredine u poslovanje upravo usvajanje načina na koji potrošači gledaju na ovo pitanje.)
MATCH@E:(The need to balance environmental considerations and commercial aspects has been underscored by Bird and Prentis Š3Ë, who argue that the route to long term integration of environmental considerations into the business activities is to adopt strong customer focus.===>Potrebu da se uspostavi ravnoteža između brige o životnoj sredini i komercijalnih aspekata rezumeli su i Bird i Prentis Š3Ë, po kojima je put ka dugoročnom usklađivanju aspekata zaštite životne sredine u poslovanje upravo usvajanje načina na koji potrošači gleda ju na ovo pitanje.)
MATCH@M:(Also Ritzen mentioned that customer focus is essential and that, for example, market investigations should include environmental issues.===>Ritzen takođe pominje da je fokus potrošača od ključnog značaja i da, na primer, istraživanja tržišta moraju da se bave i pitanjima zaštite životne sredine.)
MATCH@E:(Also Ritzén Š48Ë mentioned that customer focus is essential and that, for example, market investigations should include environmental issues.===>Ritzén Š48Ë takođe pominje da je fokus potrošača od ključnog značaja i da, na primer, istraživanja tržišta moraju da se bave i pitanjima zaštite životne sredine.)
MATCH@M:(Some researchers have gone even one step further and argued that companies should train their customers in environmental issues.===>Neki istraživači otišli su i korak dalje i smatraju da kompanije čak treba da uče svoje potrošače kako da čuvaju životnu sredinu.)
MATCH@E:(Some researchers have gone even one step further and argued that companies should train their customers in environmental issues Š23Ë.===>Neki istraživači otišli su i korak dalje i smatraju da kompanije čak treba da uče svoje potrošače kako da čuvaju životnu sredinu Š23Ë.)
MATCH@M:(The question that arises here is whether the customer wants a product that is designed in a way that its entire life cycle contributes to environmental protection?===>Pitanje koje se ovde postavlja jeste da li potrošač želi proizvod koji je napravljen tako da tokom čitavog svog životnog ciklusa doprinosi zaštiti životne sredine.)
MATCH@E:(The question that arises here is whether the customer wants a product that is designed in a way that its entire life cycle contributes to environmental protection?===>Pitanje koje se ovde postavlja jeste da li potrošač želi proizvod koji je napravljen tako da tokom čitavog svog životnog ciklusa doprinosi zaštiti životne sredine.)
MATCH@M:(Therefore, this paper aims to show the customer’s and producer’s point of view in relation to environmentally friendly products.===>Stoga u ovom radu želimo da prikažemo stanovišta i potrošača i proizvođača u vezi sa proizvodima koji odgovaraju zahtevima za očuvanje životne sredine.)
MATCH@E:(Therefore, this paper aims to show the customers and producers point of view in relation to environmentally friendly products. ~~~ 2.===>Stoga u ovom radu želimo da prikažemo stanovišta i potrošača i proizvođača u vezi sa proizvodima koji odgovaraju zahtevima za očuvanje životne sredine. 2.)
MATCH@M:(2.	Related literature===>2.	Pregled literature)
MATCH@E:(Related literature 2.1.===>Pregled literature 2.1.)
MATCH@M:(The need to adopt sustainable consumption patterns and lifestyles significantly challenges the designer’s traditional focus on new product development.===>Potreba da se usvoje navike i životni stil u skladu sa održivom potrošnjom predstavlja značajan izazov za tradicionalno gledanje dizajnera na razvoj novih proizvoda.)
MATCH@E:(Customer focus: understanding customer behaviour The need to adopt sustainable consumption patterns and lifestyles significantly challenges the designers traditional focus on new product development.===>Stanovište potrošača: kako shvatiti ponašanje potrošača Potreba da se usvoje navike i životni stil u skladu sa održivom potrošnjom predstavlja značajan izazov za tradicionalno gledanje dizajnera na razvoj novih proizvoda.)
MATCH@M:(Sustainability provides exceptional opportunities for designers to imaginatively and creatively develop new concepts for material culture.===>Održivost dizajnerima nudi izvanrednu priliku da razviju nove koncepte materijalne kulture na maštovit i kreativan način.)
MATCH@E:(Sustainability provides exceptional opportunities for designers to imaginatively and creatively develop new concepts for material culture Š32,26Ë.===>Održivost dizajnerima nudi izvanrednu priliku da razviju nove koncepte materijalne kulture na maštovit i kreativan način Š32, 26Ë.)
MATCH@M:(As Cooper has written, sustainable consumption involves rethinking how products are conceived and how needs are met.===>Kako piše Cooper, održiva potrošnja obuhvata i promišljanje o tome kako proizvodi nastaju i na koji način se zadovoljavaju potrebe.)
MATCH@E:(As Cooper Š8Ë has written, sustainable consumption involves rethinking how products are conceived and how needs are met.===>Kako piše Cooper Š8Ë, održiva potrošnja obuhvata i promišljanje o tome kako proizvodi nastaju i na koji način se zadovoljavaju potrebe.)
MATCH@M:(In other words, it requires that we not only address efficiency (i.e. ‘getting the same goods and services out of less’), but also sufficiency, (i.e. ‘getting the same welfare out of fewer goods and services’).===>Drugim rečima, zahte-va ne samo da se bavimo efikasnošću (t.j., da se „trudimo da dobijemo istu robu ili usluge iz manje inputa“), već i dovoljnost (t.j., da „uživamo isto blagostanje uz manje robe i usluga“).)
MATCH@E:(In other words, it requires that we not only address efficiency (i.e. getting the same goods and services out of less), but also sufficiency, (i.e. getting the same welfare out of fewer goods and services) Š6Ë.===>Drugim rečima, zahteva ne samo da se bavimo efikasnošću (t.j., da se trudimo da dobijemo istu robu ili usluge iz manje inputa), već i dovoljnost (t.j., da uživamo isto blagostanje uz manje robe i usluga) Š6Ë.)
MATCH@M:(However, an individual concerned about the environment does not necessarily behave in a green way in general, or in their purchasing.===>Pojedinac se, ma kako bio svestan potrebe o zaštiti životne sredine, ipak ne ponaša uvek na ekološki način u svakodnevnom životu ili kad kupuje.)
MATCH@E:(However, an individual concerned about the environment does not necessarily behave in a green way in general, or in their purchasing Š44Ë.===>Stanovište korporacija Da bi se saznale potrebe tržišta i da bi se one odrazile na dizajn proizvoda potrebno je da pažljivo slušamo šta to potrošačima treba Š34Ë.)
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BAD_LINE_M:However, an individual concerned about the environment does not necessarily behave in a green way in general, or in their purchasing.
BAD_LINE_M:Pojedinac se, ma kako bio svestan potrebe o zaštiti životne sredine, ipak ne ponaša uvek na ekološki način u svakodnevnom životu ili kad kupuje.
BAD_LINE_E:However, an individual concerned about the environment does not necessarily behave in a green way in general, or in their purchasing Š44Ë.
BAD_LINE_E:Stanovište korporacija Da bi se saznale potrebe tržišta i da bi se one odrazile na dizajn proizvoda potrebno je da pažljivo slušamo šta to potrošačima treba Š34Ë.
MATCH@M:(Kollmuss and Agyeman explored a range of analytical frameworks as well as external and internal factors that promote pro-environmental behaviour and found confiicting and competing factors related to consumers’ daily decisions.===>Kollmuss i Agyeman su istraživali niz analitičkih okvira kao i interne i eksterne faktore koji doprinose razvoju ponašanja u korist životne sredine i našli su da postoji veliki broj konfliktnih i međusobno su-protstavljenih faktora koji utiču na svakodnevne odluke koje potrošači donose.)
MATCH@E:(This is known as the value-action gap. ~~~ Kollmuss and Agyeman Š28Ë explored a range of analytical frameworks as well as external and internal factors that promote pro-environmental behaviour and found confiicting and competing factors related to consumers daily decisions.===>Osobine zelenih (ekološki prihvatljivih proizvoda mogu biti ekološki čisti procesi proizvodnje, odgovorna upotreba proizvoda, ili eliminacija proizvoda, o čemu potrošači odlučuju pošto proizvod uporede sa proizvodima konkurentskih kuća Š35,42Ë.)
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BAD_LINE_M:Kollmuss and Agyeman explored a range of analytical frameworks as well as external and internal factors that promote pro-environmental behaviour and found confiicting and competing factors related to consumers’ daily decisions.
BAD_LINE_M:Kollmuss i Agyeman su istraživali niz analitičkih okvira kao i interne i eksterne faktore koji doprinose razvoju ponašanja u korist životne sredine i našli su da postoji veliki broj konfliktnih i međusobno su-protstavljenih faktora koji utiču na svakodnevne odluke koje potrošači donose.
BAD_LINE_E:This is known as the value-action gap. ~~~ Kollmuss and Agyeman Š28Ë explored a range of analytical frameworks as well as external and internal factors that promote pro-environmental behaviour and found confiicting and competing factors related to consumers daily decisions.
BAD_LINE_E:Osobine zelenih (ekološki prihvatljivih proizvoda mogu biti ekološki čisti procesi proizvodnje, odgovorna upotreba proizvoda, ili eliminacija proizvoda, o čemu potrošači odlučuju pošto proizvod uporede sa proizvodima konkurentskih kuća Š35,42Ë.
MATCH@M:(They concluded that no single definitive model adequately explains the gap between environmental knowledge and pro-environmental behaviour.===>Zaključili su da ne postoji jedinstven model kojim bi se na odgovarajući način objasnio taj procep između svesti o potrebi zaštite okruženja i ponašanja u skladu s tim.)
MATCH@E:(They concluded that no single definitive model adequately explains the gap between environmental knowledge and pro-environmental behaviour.===>Ipak, literatura još uvek ne pruža neku objektivnu definiciju o toma šta proizvod čini ekološki prihvatljivim (neškodljivim za okruženje).)
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BAD_LINE_M:They concluded that no single definitive model adequately explains the gap between environmental knowledge and pro-environmental behaviour.
BAD_LINE_M:Zaključili su da ne postoji jedinstven model kojim bi se na odgovarajući način objasnio taj procep između svesti o potrebi zaštite okruženja i ponašanja u skladu s tim.
BAD_LINE_E:They concluded that no single definitive model adequately explains the gap between environmental knowledge and pro-environmental behaviour.
BAD_LINE_E:Ipak, literatura još uvek ne pruža neku objektivnu definiciju o toma šta proizvod čini ekološki prihvatljivim (neškodljivim za okruženje).
MATCH@M:(A recent study found that people who are environmentally conscious do not necessarily behave pro-environmentally: for example, people might throw rubbish away when most people around them do so, which is a reactive process, as opposed to intentional decision making.===>Zaključak jedne nedavne studije bio je da se ljudi koji su ekološki sve-sni po pravilu ne ponašaju uvek u skladu s tom svešću: na primer, ljudi mogu da bacaju smeće svuda okolo kad i drugi to rade, a to je reaktivno ponašanje, suprotno odlukama koje su inače doneli.)
MATCH@E:(A recent study found that people who are environmentally conscious do not necessarily behave pro-environmentally: for example, people might throw rubbish away when most people around them do so, which is a reactive process, as opposed to intentional decision making Š40Ë.===>Fuller Š14Ë definiše održive proizvode kao alternative oblika i funkcije koje sadrže pozitivne ekološke atribute koji nisu ništa više nego poboljšani faktori upravljanja otpadom (eko-atributi) koji su svesno ugrađeni putem odluka o tome kako se proizvodi proizvode, od čega se proizvode, kako funkcionišu, koliko traju, kako se distribuiraju, kako se koriste i kako se odbacuju kad im istekne korisni period života.)
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BAD_LINE_M:A recent study found that people who are environmentally conscious do not necessarily behave pro-environmentally: for example, people might throw rubbish away when most people around them do so, which is a reactive process, as opposed to intentional decision making.
BAD_LINE_M:Zaključak jedne nedavne studije bio je da se ljudi koji su ekološki sve-sni po pravilu ne ponašaju uvek u skladu s tom svešću: na primer, ljudi mogu da bacaju smeće svuda okolo kad i drugi to rade, a to je reaktivno ponašanje, suprotno odlukama koje su inače doneli.
BAD_LINE_E:A recent study found that people who are environmentally conscious do not necessarily behave pro-environmentally: for example, people might throw rubbish away when most people around them do so, which is a reactive process, as opposed to intentional decision making Š40Ë.
BAD_LINE_E:Fuller Š14Ë definiše održive proizvode kao alternative oblika i funkcije koje sadrže pozitivne ekološke atribute koji nisu ništa više nego poboljšani faktori upravljanja otpadom (eko-atributi) koji su svesno ugrađeni putem odluka o tome kako se proizvodi proizvode, od čega se proizvode, kako funkcionišu, koliko traju, kako se distribuiraju, kako se koriste i kako se odbacuju kad im istekne korisni period života.
MATCH@M:(A deeper understanding may reinforce the trust of the labeling schemes as well as making consumers motivated to choose environmentally sound products.===>Veće razu-mevanje problema može da utiče na stvaranje većeg poverenja u etikete (na proizvodima) i da motiviše potrošače da kupuju proizvode koji su ekološki neškodljivi.)
MATCH@E:(A deeper understanding may reinforce the trust of the labeling schemes as well as making consumers motivated to choose environmentally sound products.===>Zaključili su da ne postoji jedinstven model kojim bi se na odgovarajući način objasnio taj procep između svesti o potrebi zaštite okruženja i ponašanja u skladu s tim.)
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BAD_LINE_M:A deeper understanding may reinforce the trust of the labeling schemes as well as making consumers motivated to choose environmentally sound products.
BAD_LINE_M:Veće razu-mevanje problema može da utiče na stvaranje većeg poverenja u etikete (na proizvodima) i da motiviše potrošače da kupuju proizvode koji su ekološki neškodljivi.
BAD_LINE_E:A deeper understanding may reinforce the trust of the labeling schemes as well as making consumers motivated to choose environmentally sound products.
BAD_LINE_E:Zaključili su da ne postoji jedinstven model kojim bi se na odgovarajući način objasnio taj procep između svesti o potrebi zaštite okruženja i ponašanja u skladu s tim.
MATCH@M:(Furthermore, Leire and Thidell indicate that consumer motivation may be enhanced if product-related environmental information schemes more adequately document that they result in environmental improvements.===>Šta više, Leire i Thidell ukazuju na to da je motivacija potrošača veća ako se planovima (politikom) informisanja o uticaju proizvoda na životnu sredinu na pravi način dokumentuje da se životna sredina može unaprediti.)
MATCH@E:(Furthermore, Leire and Thidell Š31Ë indicate that consumer motivation may be enhanced if product-related environmental information schemes more adequately document that they result in environmental improvements.===>Zaključak jedne nedavne studije bio je da se ljudi koji su ekološki svesni po pravilu ne ponašaju uvek u skladu s tom svešću: na primer, ljudi mogu da bacaju smeće svuda okolo kad i drugi to rade, a to je reaktivno ponašanje, suprotno odlukama koje su inače doneli Š40Ë.)
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BAD_LINE_M:Furthermore, Leire and Thidell indicate that consumer motivation may be enhanced if product-related environmental information schemes more adequately document that they result in environmental improvements.
BAD_LINE_M:Šta više, Leire i Thidell ukazuju na to da je motivacija potrošača veća ako se planovima (politikom) informisanja o uticaju proizvoda na životnu sredinu na pravi način dokumentuje da se životna sredina može unaprediti.
BAD_LINE_E:Furthermore, Leire and Thidell Š31Ë indicate that consumer motivation may be enhanced if product-related environmental information schemes more adequately document that they result in environmental improvements.
BAD_LINE_E:Zaključak jedne nedavne studije bio je da se ljudi koji su ekološki svesni po pravilu ne ponašaju uvek u skladu s tom svešću: na primer, ljudi mogu da bacaju smeće svuda okolo kad i drugi to rade, a to je reaktivno ponašanje, suprotno odlukama koje su inače doneli Š40Ë.
MATCH@M:(Developing environmental evaluation models for environmental information schemes is indeed a research area separate from consumers’ perceptions and understanding of the information.===>Razvoj modela procene životne sredine za potrebe planova za informisanje o životnoj sredini zaista predstavlja oblast istraživanja koja je odvojena od načina na koji potrošači percipiraju i shvataju informaciju.)
MATCH@E:(Developing environmental evaluation models for environmental information schemes is indeed a research area separate from consumers perceptions and understanding of the information. ~~~ 2.2.===>Leire i Thidell Š31Ë smatraju da treba sprovesti dalja istraživanja o tome kako veće znanje o posledicama nekih proizvoda i potrošnje može da ima na okruženje može da utiče na to kako potrošači konkretno koriste informacije koje su dobili o tom problemu.)
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BAD_LINE_M:Developing environmental evaluation models for environmental information schemes is indeed a research area separate from consumers’ perceptions and understanding of the information.
BAD_LINE_M:Razvoj modela procene životne sredine za potrebe planova za informisanje o životnoj sredini zaista predstavlja oblast istraživanja koja je odvojena od načina na koji potrošači percipiraju i shvataju informaciju.
BAD_LINE_E:Developing environmental evaluation models for environmental information schemes is indeed a research area separate from consumers perceptions and understanding of the information. ~~~ 2.2.
BAD_LINE_E:Leire i Thidell Š31Ë smatraju da treba sprovesti dalja istraživanja o tome kako veće znanje o posledicama nekih proizvoda i potrošnje može da ima na okruženje može da utiče na to kako potrošači konkretno koriste informacije koje su dobili o tom problemu.
MATCH@M:(However, the literature does not yet offer an objective definition of what makes a product “environmentally friendly”.===>Ipak, literatura još uvek ne pruža neku objektivnu definiciju o toma šta proizvod čini „ekološki prihvatljivim“ (neškodljivim za okruženje).)
MATCH@E:(However, the literature does not yet offer an objective definition of what makes a product environmentally friendly.===>Šta više, Leire i Thidell Š31Ë ukazuju na to da je motivacija potrošača veća ako se planovima (politikom) informisanja o uticaju proizvoda na životnu sredinu na pravi način dokumentuje da se životna sredina može unaprediti.)
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BAD_LINE_M:However, the literature does not yet offer an objective definition of what makes a product “environmentally friendly”.
BAD_LINE_M:Ipak, literatura još uvek ne pruža neku objektivnu definiciju o toma šta proizvod čini „ekološki prihvatljivim“ (neškodljivim za okruženje).
BAD_LINE_E:However, the literature does not yet offer an objective definition of what makes a product environmentally friendly.
BAD_LINE_E:Šta više, Leire i Thidell Š31Ë ukazuju na to da je motivacija potrošača veća ako se planovima (politikom) informisanja o uticaju proizvoda na životnu sredinu na pravi način dokumentuje da se životna sredina može unaprediti.
MATCH@M:(Fuller define sustainable products as a form and function alternatives that possess positive ecological attributes that are nothing more than enhanced waste management factors (eco-attributes) that have purposely been designed-in (embedded) through decisions concerning how products are made/manufactured, what they are made of, how they function, how long they last, how they are distributed, how they are used, and how they are disposed of at the end of useful service life.===>Fuller definiše održive proizvode kao alternative oblika i funkcije koje sadrže pozitivne ekološke atribute koji nisu ništa više nego poboljšani faktori upravljanja otpadom (eko-atributi) koji su sve-sno ugrađeni putem odluka o tome kako se proizvodi proizvode, od čega se proizvode, kako funkcionišu, koliko traju, kako se distribuiraju, kako se koriste i kako se odbacuju kad im istekne korisni period „života“.)
MATCH@E:(Fuller Š14Ë define sustainable products as a form and function alternatives that possess positive ecological attributes that are nothing more than enhanced waste management factors (eco-attributes) that have purposely been designed-in (embedded) through decisions concerning how products are made/manufactured, what they are made of, how they function, how long they last, how they are distributed, how they are used, and how they are disposed of at the end of useful service life.===>Razvoj modela procene životne sredine za potrebe planova za informisanje o životnoj sredini zaista predstavlja oblast istraživanja koja je odvojena od načina na koji potrošači percipiraju i shvataju informaciju. 2.)
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BAD_LINE_M:Fuller define sustainable products as a form and function alternatives that possess positive ecological attributes that are nothing more than enhanced waste management factors (eco-attributes) that have purposely been designed-in (embedded) through decisions concerning how products are made/manufactured, what they are made of, how they function, how long they last, how they are distributed, how they are used, and how they are disposed of at the end of useful service life.
BAD_LINE_M:Fuller definiše održive proizvode kao alternative oblika i funkcije koje sadrže pozitivne ekološke atribute koji nisu ništa više nego poboljšani faktori upravljanja otpadom (eko-atributi) koji su sve-sno ugrađeni putem odluka o tome kako se proizvodi proizvode, od čega se proizvode, kako funkcionišu, koliko traju, kako se distribuiraju, kako se koriste i kako se odbacuju kad im istekne korisni period „života“.
BAD_LINE_E:Fuller Š14Ë define sustainable products as a form and function alternatives that possess positive ecological attributes that are nothing more than enhanced waste management factors (eco-attributes) that have purposely been designed-in (embedded) through decisions concerning how products are made/manufactured, what they are made of, how they function, how long they last, how they are distributed, how they are used, and how they are disposed of at the end of useful service life.
BAD_LINE_E:Razvoj modela procene životne sredine za potrebe planova za informisanje o životnoj sredini zaista predstavlja oblast istraživanja koja je odvojena od načina na koji potrošači percipiraju i shvataju informaciju. 2.
MATCH@M:(In some product categories, this has led to the introduction of environmental labeling.===>U nekim kategorijama proizvoda ovo je za posledicu imalo nastanak ekoloških etiketa.)
MATCH@E:(In some product categories, this has led to the introduction of environmental labeling Š19Ë.===>U nekim kategorijama proizvoda ovo je za posledicu imalo nastanak ekoloških etiketa Š19Ë.)
MATCH@M:(This may relate to specific product categories, such as organic food, energy saving light bulbs, wood from sustainable forests.===>One se mogu odnositi na specifične kategorije proizvoda, kao što je organska hrana, sijalice koje štede energiju, drvo iz održivih šuma.)
MATCH@E:(This may relate to specific product categories, such as organic food, energy saving light bulbs, wood from sustainable forests.===>One se mogu odnositi na specifične kategorije proizvoda, kao što je organska hrana, sijalice koje štede energiju, drvo iz održivih šuma.)
MATCH@M:(Or it may apply to broader environmental product features, as in the case of the German Blauer Engel (Blue Angel) label.===>Ili se mogu primeniti na šire ekološke karakteristike proizvoda, kao u slučaju nemačke etikete Blauer Engel (Plavi anđeo).)
MATCH@E:(Or it may apply to broader environmental product features, as in the case of the German Blauer Engel (Blue Angel) label.===>Ili se mogu primeniti na šire ekološke karakteristike proizvoda, kao u slučaju nemačke etikete Blauer Engel (Plavi anđeo).)
MATCH@M:(In both cases, the rationale is to help customers to recognise environmentally sound products.===>U oba slučaja smisao je da se potrošačima pomogne da prepoznaju ekološki zdrave proizvode.)
MATCH@E:(In both cases, the rationale is to help customers to recognise environmentally sound products Š19Ë.===>U oba slučaja smisao je da se potrošačima pomogne da prepoznaju ekološki zdrave proizvode Š19Ë.)
MATCH@M:(In that complex context, it has often been noticed that customers do not have competence and time for investigating the environmental impact of products; therefore, those concerned by environmental issues usually prefer to trust a label, given by an external entity, and insuring that the concerned product has a poor impact on the environment.===>U ovom složenom kontekstu uvek se zapaža da potrošači nemaju ni znanja ni vremena da istražuju uticaj određenih proizvoda na okruženje; stoga oni koji brinu o zaštiti životne sredine obično veruju etiketi koju je odobrilo neko telo spolja, kao potvrdu da proizvod nema veliki (štetni) uticaj na okruženje.)
MATCH@E:(In that complex context, it has often been noticed that customers do not have competence and time for investigating the environmental impact of products; therefore, those concerned by environmental issues usually prefer to trust a label, given by an external entity, and insuring that the concerned product has a poor impact on the environment Š15Ë.===>U ovom složenom kontekstu uvek se zapaža da potrošači nemaju ni znanja ni vremena da istražuju uticaj određenih proizvoda na okruženje; stoga oni koji brinu o zaštiti životne sredine obično veruju etiketi koju je odobrilo neko telo spolja, kao potvrdu da proizvod nema veliki (štetni) uticaj na okruženje Š15Ë.)
MATCH@M:(In relation with labeling, Fielding pointed out that ISO 14000 series can be seen as environmental labeling instrument used to anticipate customer demand, save money and to reduce potential compliance issues.===>U vezi sa etiketiranjem, Fielding naglašava da se serija ISO 14000 može smatrati instrumentom ekološkog etiketiranja kojim se predviđaju potrebe potrošača, štedi novac i smanjuje broj potencijalnih problema prilagođavanja.)
MATCH@E:(In relation with labeling, Fielding Š13Ë pointed out that ISO 14000 series can be seen as environmental labeling instrument used to anticipate customer demand, save money and to reduce potential compliance issues.===>U vezi sa etiketiranjem, Fielding Š13Ë naglašava da se serija ISO 14000 može smatrati instrumentom ekološkog etiketiranja kojim se predviđaju potrebe potrošača, štedi novac i smanjuje broj potencijalnih problema prilagođavanja.)
MATCH@M:(In addition, companies can also expect that this registration would serve as a marketing tool.===>Pored toga, kompanije mogu da očekuju i da će ovakva registracija poslužiti kao dobar marketinški alat.)
MATCH@E:(In addition, companies can also expect that this registration would serve as a marketing tool.===>Pored toga, kompanije mogu da očekuju i da će ovakva registracija poslužiti kao dobar marketinški alat.)
MATCH@M:(Park and Tahara suggest that environmental aspects have to be considered together with other product requirements, such as function, performance, economics, and consumer satisfaction in order for ecoproducts to be successful.===>Park i Tahara navode da ekološke aspekte treba posmatrati u sklopu sa drugim zahtevima u vezi s proizvodom, na primer, sa funkcijom, učinkom, ekono-mičnošću i zadovoljstvom kupaca što sve čini proizvod uspešnim.)
MATCH@E:(Park and Tahara Š41Ë suggest that environmental aspects have to be considered together with other product requirements, such as function, performance, economics, and consumer satisfaction in order for ecoproducts to be successful.===>Park i Tahara Š41Ë navode da ekološke aspekte treba posmatrati u sklopu sa drugim zahtevima u vezi s proizvodom, na primer, sa funkcijom, učinkom, ekonomičnošću i zadovoljstvom kupaca što sve čini proizvod uspešnim.)
MATCH@M:(By doing this, it is possible to develop a product that possesses a higher product value and less environmental impact - in other words, a product that has a higher eco-efficiency value.===>Time je moguće razviti proizvod koji se odlikuje većom vrednošću i manjim uticajem na sredinu - drugim rečima, proizvod koji se odlikuje visokom vrednosšću ekološke efikasnosti.)
MATCH@E:(By doing this, it is possible to develop a product that possesses a higher product value and less environmental impact in other words, a product that has a higher eco-efficiency value.===>Time je moguće razviti proizvod koji se odlikuje većom vrednošću i manjim uticajem na sredinu drugim rečima, proizvod koji se odlikuje visokom vrednosšću ekološke efikasnosti.)
MATCH@M:(Eco-efficiency, which is defined as the ratio of the value of a product to its environmental infiuence, can be used as an analytical tool in ecodesign because eco-efficiency can help create value for a product and the company as a whole by explicitly promoting change toward sustainable growth.===>Ekološka efikasnost, koja se definiše kao odnos vrednosti proizvoda i njegovog uticaja na okruženje, može se smatrati analitičkom alatkom u eko- dizajnu, pošto ekološka efikasnost može da pomogne u stvaranju vrednosti za proizvod i za kompaniju u celini time što će se eksplicitno zalagati za promene u prilog održivom razvoju.)
MATCH@E:(Eco-efficiency, which is defined as the ratio of the value of a product to its environmental infiuence Š56Ë, can be used as an analytical tool in ecodesign because eco-efficiency can help create value for a product and the company as a whole by explicitly promoting change toward sustainable growth Š51Ë. Eco-efficiency may also be used in the identification of key ecodesign issues.===>Ekološka efikasnost, koja se definiše kao odnos vrednosti proizvoda i njegovog uticaja na okruženje Š56Ë, može se smatrati analitičkom alatkom u eko- dizajnu, pošto ekološka efikasnost može da pomogne u stvaranju vrednosti za proizvod i za kompaniju u celini time što će se eksplicitno zalagati za promene u prilog održivom razvoju Š51Ë. ~~~ Ekološka efikasnost se takođe može primeniti i u prepoznavanju ključnih pitanja eko-dizajna.)
MATCH@M:(It is not only effective for the identification of environmental aspects, but also other key issues of a product such as quality, cost, and customer satisfaction.===>Njome se ne postižu rezultati samo u prepoznavanju aspekata okruženja, već i drugih pitanja koja se tiču proizvoda, kao što su kvalitet, cena i zadovoljstvo potrošača.)
MATCH@E:(It is not only effective for the identification of environmental aspects, but also other key issues of a product such as quality, cost, and customer satisfaction.===>Njome se ne postižu rezultati samo u prepoznavanju aspekata okruženja, već i drugih pitanja koja se tiču proizvoda, kao što su kvalitet, cena i zadovoljstvo potrošača.)
MATCH@M:(This is because eco-efficiency can consider both the product’s value and its environmental impact at the same time.===>Ovo stoga što eko-efikasnost može istovremeno da uzme u obzir i vrednost proizvoda i njegov uticaj na životnu sredinu.)
MATCH@E:(This is because eco-efficiency can consider both the products value and its environmental impact at the same time Š41Ë.===>Ovo stoga što eko-efikasnost može istovremeno da uzme u obzir i vrednost proizvoda i njegov uticaj na životnu sredinu Š41Ë.)
MATCH@M:(With respect to customer demands, Dalhammar emphasizes the increasing importance of market drivers, although this may not be entirely independent of environmental legislation which places controls on the use of particular substances or components.===>Kad je reč o potrebama potrošača, Dalhammar ističe sve veći značaj tržišnih smernica, iako one ne mogu da budu potpuno nezavisne od zakona o žaštiti životne sredine koji donosi zaštitne mehanizma u kontroli određenih supstanci ili sastojaka.)
MATCH@E:(With respect to customer demands, Dalhammar Š10Ë emphasizes the increasing importance of market driv ers, although this may not be entirely independent of environmental legislation which places controls on the use of particular substances or components Š16Ë. 3.===>Kad je reč o potrebama potrošača, Dalhammar Š10Ë ističe sve veći značaj tržišnih smernica, iako one ne mogu da budu potpuno nezavisne od zakona o žaštiti životne sredine koji donosi zaštitne mehanizma u kontroli određenih supstanci ili sastojaka Š16Ë. 3.)
MATCH@M:(First survey questionnaire was designed, exploring issues relating to customers’ attitudes towards green products and to environmental issues concerning the producers in the Slovenia.===>Prvi upitnik za istraživanje sastavljen je da bi se saznali stavovi potrošača o tzv. zelenim proizvodima i o pitanjima zaštite životne sredine kada se radi o proizvođačima u Sloveniji.)
MATCH@E:(Research results 3.1 Research methodology First survey questionnaire was designed, exploring issues relating to customers attitudes towards green products and to environmental issues concerning the producers in the Slovenia.===>Rezultati istraživanja 3.1. ~~~ Metodologija istraživanja Prvi upitnik za istraživanje sastavljen je da bi se saznali stavovi potrošača o tzv. zelenim proizvodima i o pitanjima zaštite životne sredine kada se radi o proizvođačima u Sloveniji.)
MATCH@M:(In total, 50 responses were received within research period.===>U toku istraživanja dobili smo ukupno 50 odgovora ispitanika.)
MATCH@E:(In total, 50 responses were received within research period.===>U toku istraživanja dobili smo ukupno 50 odgovora ispitanika.)
MATCH@M:(For the concurrent research study, data were obtained using a second survey among Slovenian producers (sample size was 30).===>U drugoj studiji koja je tekla istovremeno, podatke smo prikupljali od slovenačkih proizvođača (na uzorku od 30 ispitanika).)
MATCH@E:(For the concurrent research study, data were obtained using a second survey among Slovenian producers (sample size was 30).===>U drugoj studiji koja je tekla istovremeno, podatke smo prikupljali od slovenačkih proizvođača (na uzorku od 30 ispitanika).)
MATCH@M:(The sample covered a range of industries including automobiles, chemicals, plastics, IT, food and drink, paper, packaging, and some other industries and services.===>Uzorak je obuhvatio niz delatnosti, kao što je automobilska industrija, hemijska industrija, proizvodnja plastike, IT, prehrambena industrija, proizvodnja papira, materijala za pakovanje i još neke industrijske delatnosti i usluge.)
MATCH@E:(The sample covered a range of industries including automobiles, chemicals, plastics, IT, food and drink, paper, packaging, and some other industries and services.===>Uzorak je obuhvatio niz delatnosti, kao što je automobilska industrija, hemijska industrija, proizvodnja plastike, IT, prehrambena industrija, proizvodnja papira, materijala za pakovanje i još neke industrijske delatnosti i usluge.)
MATCH@M:(The purpose of this survey was to examine producer’s point of view on the integration of environmental issues in their business and in new product development process.===>Cilj istraživanja bio je da ispitamo stanovište proizvođača u vezi sa uključivanjem pitanja zaštite životne sredine u njihovo poslovanje i u novi proces razvoja proizvoda.)
MATCH@E:(The purpose of this survey was to examine producers point of view on the integration of environmental issues in their business and in new product development process.===>Cilj istraživanja bio je da ispitamo stanovište proizvođača u vezi sa uključivanjem pitanja zaštite životne sredine u njihovo poslovanje i u novi proces razvoja proizvoda. 3.)
MATCH@M:(Responses to the question on what the customers would give emphasis in product development are presented in Picture 1.===>Odgovori na pitanja čemu potrošači daju prednost u razvijanju proizvoda predstavljeni su na slici 1.)
MATCH@E:(3.2 The results of the customer survey Responses to the question on what the customers would give emphasis in product development are presented in Picture 1.===>Rezultati istraživanja o potrošačima Odgovori na pitanja čemu potrošači daju prednost u razvijanju proizvoda predstavljeni su na slici 1.)
MATCH@M:(The results on the open question show that customers are aware of the importance of consideration of environmental aspects during a product design.===>Rezultati odgovora na otvorena pitanja pokazuju da su potrošači svesni značaja zaštite životne sredina u procesu razvijanja proizvoda.)
MATCH@E:(The results on the open question show that customers are aware of the importance of consideration of environmental aspects during a product design.===>Rezultati odgovora na otvorena pitanja pokazuju da su potrošači svesni značaja zaštite životne sredina u procesu razvijanja proizvoda.)
MATCH@M:(All the other answers indicate a positive attitude of respondents to the environment as they include only characteristics that are related to environmental protection.===>Svi ostali odgovori ukazuju na pozitivan stav ispitanika prema životnoj sredini, pošto obuhvataju samo one karakteristike koje se odnose na zaštitu okruženja.)
MATCH@E:(All the other answers indicate a positive attitude of respondents to the environmental protection as they include only characteristics that are related to environmental protection.===>Svi ostali odgovori pokazuju da ispitanici imaju pozitivan stav u odnosu na zaštitu životne sredine, pošto su naveli samo one karakteristike koje se odnose na zaštitu okoline.)
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BAD_LINE_M:All the other answers indicate a positive attitude of respondents to the environment as they include only characteristics that are related to environmental protection.
BAD_LINE_M:Svi ostali odgovori ukazuju na pozitivan stav ispitanika prema životnoj sredini, pošto obuhvataju samo one karakteristike koje se odnose na zaštitu okruženja.
BAD_LINE_E:All the other answers indicate a positive attitude of respondents to the environmental protection as they include only characteristics that are related to environmental protection.
BAD_LINE_E:Svi ostali odgovori pokazuju da ispitanici imaju pozitivan stav u odnosu na zaštitu životne sredine, pošto su naveli samo one karakteristike koje se odnose na zaštitu okoline.
MATCH@M:(The criteria that most affect the purchase of the product are shown in Picture 2.===>Kriterij umi koji u najvećoj meri utiču na kupovinu proizvoda prikazani su na slici 2.)
MATCH@E:(The criteria that most affect the purchase of the product are shown in Picture 2.===>Kriterijumi koji u najvećoj meri utiču na kupovinu proizvoda prikazani su na slici 2.)
MATCH@M:(Results indicate that customer’s need is the most important criteria, following the product quality, price and environmental friendliness as the fourth criterion.===>Rezultati pokazuju da je najznačajniji kriterijum potreba potrošača, a onda slede kvalitet proizvoda, cena i stepen neškodljivosti po okolinu kao četvrti kriterijum.)
MATCH@E:(Results indicate that customers need is the most important criteria, following the product quality, price and environmental friendliness as the fourth criterion.===>Rezultati pokazuju da je najznačajniji kriterijum potreba potrošača, a onda slede kvalitet proizvoda, cena i stepen neškodljivosti po okolinu kao četvrti kriterijum.)
MATCH@M:(The results presented in Picture 2 are consistent with the results in Picture 1, where the quality and usability were also ranked ahead factors which are related to environmental protection.===>Rezultati prikazani na slici 2 u skladu su sa rezultatima na slici 1, gde su kvalitet i upotrebljivost takođe daleko iznad faktora koji se odnose na zaštitu životne sredine.)
MATCH@E:(The results presented in Picture 2 are consistent with the results in Picture 1, where the quality and usability were also ranked ahead factors which are related to environmental protection.===>Rezultati prikazani na slici 2 u skladu su sa rezultatima na slici 1, gde su kvalitet i upotrebljivost takođe daleko iznad faktora koji se odnose na zaštitu životne sredine. ~~~ Slika2:)
MATCH@M:(The results presented in Picture 2, are to some extent also reflected in the decision to purchase a product that is environmentally friendly, since a relatively small proportion (20%) always decide to buy such a product, 76% of the respondents expressed that they sometimes decide to buy such a product and only 4% rarely choose environmentally friendly product.===>Rezultati predstavljani na slici 2 na neki način su prisutni u odlučivanju o kupovini ekološki neškodljivog proizvoda, pošto relativno mali broj (20%) kupaca uvek odlučuje da kupi takav proizvod, 76% ispitanika je odgovorilo da ponekad odluče da kupe takav proizvod, a samo 4% ispitanika kaže da takav proizvod ret-ko kupi.)
MATCH@E:(Picture 2: Purchase-decision criteria The results presented in Picture 2, are to some extent also reflected in the decision to purchase a product that is environmentally friendly, since a relatively small proportion (20%) always decide to buy such a product, 76% of the respondents expressed that they sometimes decide to buy such a product and only 4% rarely choose environmentally friendly product.===>Kriterijumi koji utiču na odluku o kupovini Rezultati predstavljani na slici 2 na neki način su prisutni u odlučivanju o kupovini ekološki neškodljivog proizvoda, pošto relativno mali broj (20%) kupaca uvek odlučuje da kupi takav proizvod, 76% ispitanika je odgovorilo da ponekad odluče da kupe takav proizvod, a samo 4% ispitanika kaže da takav proizvod retko kupi.)
MATCH@M:(Based on the result, it has been shown that 50% of respondents believe that there are enough environmentally friendly products on the market, 46% thought that there is not enough products on the market, while 4% respondents stated that there are enough products available on the market.===>Rezultati su pokazali da 50% ispitanika smatra da na tržištu postoji dovoljan broj ekološki prihvatljivih proizvoda, 46% misli da na tržištu nema dovoljno takvih proizvoda, a 4% veruje da ima dovoljno dostupnih proizvoda na tržištu.)
MATCH@E:(Based on the result, it has been shown that 50% of respondents believe that there are enough environmentally friendly products on the market, 46% thought that there is not enough products on the market, while 4% respondents stated that there are enough products available on the market.===>Rezultati su pokazali da 50% ispitanika smatra da na tržištu postoji dovoljan broj ekološki prihvatljivih proizvoda, 46% misli da na tržištu nema dovoljno takvih proizvoda, a 4% veruje da ima dovoljno dostupnih proizvoda na tržištu.)
MATCH@M:(Further results are encouraging as well, since 94 percent of respondents expressed a desire for more “green” products to be introduced to the market (Picture 3).===>Dalji rezultati takođe ohrabruju, pošto 94% ispitanika pokazuje želju da na tržištu vidi više tzv. zelenih proizvoda (slika 3).)
MATCH@E:(Further results are encouraging as well, since 94 percent of respondents expressed a desire for more green products to be introduced to the market (Picture 3).===>Dalji rezultati takođe ohrabruju, pošto 94% ispitanika pokazuje želju da na tržištu vidi više tzv. zelenih proizvoda (slika 3).)
MATCH@M:(No one answered that they don’t want more such products, and only 6% have no opinion or are undecided.===>Nijedan nije rekao da ne želi više takvih proizvoda, a samo 6% odgovara da nemaju mišljenje o tome ili su neodlučni.)
MATCH@E:(No one answered that they dont want more such products, and only 6% have no opinion or are undecided.===>Nijedan nije rekao da ne želi više takvih proizvoda, a samo 6% odgovara da nemaju mišljenje o tome ili su neodlučni.)
MATCH@M:(From the results in the Picture 4 it can be seen that ISO 14001 prevails amnong the EMS standards (52%), following EMAS by 3%.===>Iz rezultata na slici 4 vidi se da u EMS standardima preovlađuje ISO 14001 (52%), a sledi EMAS sa 3%.)
MATCH@E:(From the results in the Picture 4 it can be seen that ISO 14001 prevails amnong the EMS standards (52%), following EMAS by 3%.===>Istraživanjem su obuhvaćena mala (7%), srednja (23%) i velika (70%) preduzeća, a odgovori ukazuju Iz rezultata na slici 4 vidi se da u EMS standardima preovlađuje ISO 14001 (52%), a sledi EMAS sa 3%.)
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BAD_LINE_M:From the results in the Picture 4 it can be seen that ISO 14001 prevails amnong the EMS standards (52%), following EMAS by 3%.
BAD_LINE_M:Iz rezultata na slici 4 vidi se da u EMS standardima preovlađuje ISO 14001 (52%), a sledi EMAS sa 3%.
BAD_LINE_E:From the results in the Picture 4 it can be seen that ISO 14001 prevails amnong the EMS standards (52%), following EMAS by 3%.
BAD_LINE_E:Istraživanjem su obuhvaćena mala (7%), srednja (23%) i velika (70%) preduzeća, a odgovori ukazuju Iz rezultata na slici 4 vidi se da u EMS standardima preovlađuje ISO 14001 (52%), a sledi EMAS sa 3%.
MATCH@M:(According to the results, concern for the environment is the most important criteria that encourage organizations to introduce EMS standard, followed by competitive advantage, legislation, customers, costs, suppliers, and nongovernment organizations, which influence the least.===>Rezultati pokazuju da je briga o životnoj sredini najvažniji kriterij um koji podstiče organizacije da uvedu EMS standard, a slede konkurentska prednost, zakonodavstvo, potrošači, troškovi, snabdevači i nevladine organizacije, čiji je uticaj najslabiji.)
MATCH@E:(Picture 5: Reasons for considering the environmental management system standard According to the results, concern for the environment is the most important criteria that encourage organizations to introduce EMS standard, followed by competitive advantage, legislation, customers, costs, suppliers, and nongoverement organizations, which influence the least.===>Slika 5: ~~~ Razlozi za razmišljanje o uvođenju standarda u sistem upravljanja životnom sredinom Rezultati pokazuju da je briga o životnoj sredini najvažniji kriterijum koji podstiče organizacije da uvedu EMS standard, a slede konkurentska prednost, zakonodavstvo, potrošači, troškovi, snabdevači i nevladine organizacije, čiji je uticaj najslabiji.)
MATCH@M:(The following results refer to planning and introduction of environmentally friendly products.===>Sledeći rezultati odnose se na planiranje i uvođenje ekološki prihvatljivih proizvoda.)
MATCH@E:(The following results refer to planning and introduction of environmentally friendly products.===>Sledeći rezultati odnose se na planiranje i uvođenje ekološki prihvatljivih proizvoda.)
MATCH@M:(Despite the fact that 40% of the surveyed organizations have not yet implemented an EMS standard, already 60% organizations have previous experience with the introduction of environmental standards.===>Uprkos tome što 40% ispitanih preduzeca još nije uvelo nijedan EMS standard, 60% organizacija već je imalo prethodna iskustva sa uvođenjem standarda o zaštiti životne sredine.)
MATCH@E:(Despite the fact that 40% of the surveyed organizations have not yet implemented an EMS standard, already 60% organizations have previous experience with the introduction of environmental standards. ~~~ 77% of organizations produce environmentally friendly products, 23% do not.===>Uprkos tome što 40% ispitanih preduzeća još nije uvelo nijedan EMS standard, 60% organizacija već je ima lo prethodna iskustva sa uvođenjem standarda o zaštiti životne sredine. 77% preduzeća proizvodi ekološki prihvatljive proizvode, 23% ne.)
MATCH@M:(The results presented in the Picture 6 show the benefits of the ecodesign from the producer’s point of view.===>Rezultati prikazani na slici 6 pokazuju korist od eko-dizajna sa tačke gledišta proizvođača.)
MATCH@E:(The results presented in the Picture 6 show the benefits of the ecodesign from the producers point of view.===>Rezultati prikazani na slici 6 pokazuju korist od ekodizajna sa tačke gledišta proizvođača.)
MATCH@M:(Based on the results the areas where organizations see benefits follow as: waste minimization (25%), emissions (20%), energy (17%), production (15%), image (12%), sale (7%), other (2%) and nowhere (2%).===>Na osnovu ovih rezultata vidi se da su oblasti u kojima organizacije prepoznaju koristi rangirane po sledećem redosledu: smanjenje otpada (25%), emisija štetnih materija (20%), energija (17%), proizvodnja (15%), slika/ugled (12%), prodaja (7%), nešto drugo (2%) i ništa (2%).)
MATCH@E:(Based on the results the areas where organizations see benefits follow as: waste minimization (25%), emissions (20%), energy (17%), production (15%), image (12%), sale (7%), other (2%) and nowhere (2%).===>Na osnovu ovih rezultata vidi se da su oblasti u kojima organizacije prepoznaju koristi rangirane po sledećem redosledu: smanjenje otpada (25%), emisija štetnih materija (20%), energija (17%), proizvodnja (15%), slika/ugled (12%), prodaja (7%), nešto drugo (2%) i ništa (2%).)
MATCH@M:(According to the research results, quality, usability and practicality are the highest ranking product characteristics from the customer’s point of view as far as product development is concerned.===>Sudeći prema rezultatima istraživanja, kvalitet, upotrebljivost i praktičnost svrstavaju se na najviše mesto na listi karakteristika koje potrošači traže od proizvoda.)
MATCH@E:(Discussion According to the research results, quality, usability and practicality are the highest ranking product characteristics from the customers point of view as far as product development is concerned.===>Diskusija Sudeći prema rezultatima istraživanja, kvalitet, upotrebljivost i praktičnost svrstavaju se na najviše mesto na listi karakteristika koje potrošači traže od proizvoda.)
MATCH@M:(Park and Tahara indicate that a product must meet the basic requirements of a market and therefore meet customer’s expectations.===>Park i Tahara ukazuju na to da proizvod mora da zadovolji osnovne zahteve tržišta i stoga i očekivanja potrošača.)
MATCH@E:(Park and Tahara Š41Ë indicate that a product must meet the basic requirements of a market and therefore meet customers expectations.===>Park i Tahara Š41Ë ukazuju na to da proizvod mora da zadovolji osnovne zahteve tržišta i stoga i očekivanja potrošača.)
MATCH@M:(While producers want to meet customer’s needs and expectations, they also want to make higher quality products with minimum production cost.===>Proizvođači žele da zadovolje potrebe i očekivanja potrošača, ali takođe žele da proizvedu proizvod višeg kvaliteta a da im pritom troškovi proizvodnje budu minimalni.)
MATCH@E:(While producers want to meet customers needs and expectations, they also want to make higher quality products with minimum production cost.===>Proizvođači žele da zadovolje potrebe i očekivanja potrošača, ali takođe žele da proizvedu proizvod višeg kvaliteta a da im pritom troškovi proizvodnje budu minimalni.)
MATCH@M:(Therefore, for the producers, product value can be defined as product quality versus cost.===>Stoga vrednost proizvoda sa stanovišta proizvođača može da se definiše kao kvalitet proizvoda u odnosu na cenu.)
MATCH@E:(Therefore, for the producers, product value can be defined as product quality versus cost.===>Stoga vrednost proizvoda sa stanovišta proizvođača može da se definiše kao kvalitet proizvoda u odnosu na cenu.)
MATCH@M:(The improvement of product value can be accomplished by the improvement of product quality, the reduction of production cost, or the accomplishment of these two aspects simultaneously.===>Povećanje vrednosti proizvoda može se ostvariti povećanjem kvaliteta proizvoda, smanjenjem proizvodnih troškova, ili postizanjem ova dva cilja istovremeno.)
MATCH@E:(The improvement of product value can be accomplished by the improvement of product quality, the reduction of production cost, or the accomplishment of these two aspects simultaneously Š41Ë.===>Povećanje vrednosti proizvoda može se ostvariti povećanjem kvaliteta proizvoda, smanjenjem proizvodnih troškova, ili postizanjem ova dva cilja istovremeno Š41Ë.)
MATCH@M:(Furthermore, the results showed that 72 percent of customers would choose the product which is more environmentally friendly.===>Šta više, rezultati su pokazali da ce 72% potrošača radije izabrati proizvod koji je ekološki prihvatljiviji.)
MATCH@E:(Furthermore, the results showed that 72 percent of customers would choose the product which is more environmentally friendly.===>Šta više, rezultati su pokazali da će 72% potrošača radije izabrati proizvod koji je ekološki prihvatljiviji.)
MATCH@M:(Among the criteria that influence the purchase decision, customer’s need is the most important one, following the product quality, price and environmental friendliness as the fourth criterion.===>Među kriterijumima koji utiču na odluku o kupovini određenog proizvoda, na najvažnijem mestu je potreba potrošača, a slede kvalitet proizvoda, cena i ekološka prihvatljivost kao četvrti kriterijum.)
MATCH@E:(Among the criteria that influence the purchase decision, customers need is the most important one, following the product quality, price and environmental friendliness as the fourth criterion.===>Među kriterijumima koji utiču na odluku o kupovini određenog proizvoda, na najvažnijem mestu je potreba potrošača, a slede kvalitet proizvoda, cena i ekološka prihvatljivost kao četvrti kriterijum.)
MATCH@M:(This is also consistent with the findings of Peattie, which indicates that if a product does not meet these basic requirements, then the product will fail in the marketplace even if it causes less stress on the environment.===>Ovo je takođe u skladu sa zaključcima do kojih je došao Peattie, a koji pokazuju da, ako proizvod ne zadovoljava ove osnovne kriterij ume, onda neće opstati na tržištu, čak i ako nije štetan po okolinu.)
MATCH@E:(This is also consistent with the findings of Peattie Š43Ë, which indicates that if a product does not meet these basic requirements, then the product will fail in the marketplace even if it causes less stress on the environment.===>Ovo je takođe u skladu sa zaključcima do kojih je došao Peattie Š43Ë, a koji pokazuju da, ako proizvod ne zadovoljava ove osnovne kriterijume, onda neće opstati na tržištu, čak i ako nije štetan po okolinu.)
MATCH@M:(Karna et al. indicate that satisfying the needs of customers in a profitable way is the core of marketing ideology and in turn is a core of the market economy.===>Karna i dr. ukazuju da zadovoljenje potreba potrošača na profitabilan način predstavlja srž ideologije marketinga, a s tim i srž tržišne ekonomije.)
MATCH@E:(Kärnä et al. Š25Ë indicate that satisfying the needs of customers in a profitable way is the core of marketing ideology and in turn is a core of the market economy.===>Kärnä i dr. Š25Ë ukazuju da zadovoljenje potreba potrošača na profitabilan način predstavlja srž ideologije marketinga, a s tim i srž tržišne ekonomije.)
MATCH@M:(The results showed that 94 percent of respondents expressed a desire for more “green” products on the market.===>Prema rezultatima, 94% ispitanika izrazilo je želju da na tržištu bude više „zelenih“ peoizvoda.)
MATCH@E:(The results showed that 94 percent of respondents expressed a desire for more green products on the market.===>Prema rezultatima, 94% ispitanika izrazilo je želju da na tržištu bude više zelenih peoizvoda.)
MATCH@M:(Gupta and Ogden reveal that several characteristics of the individual - trust, in-group identity, expectation of others’ cooperation and perceived efficacy - were significant in differentiating between “non-green” and “green” buyers.===>Gupta i Ogden pokazuju da nekoliko osobina pojedinca - poverenje, identitet pripadnika grupe, očekivanje da će drugi sarađivati i njihovo viđenje efikasnosti - ima zanačaja prilikom podele na „ne-zelene“ i „zelene“ kupce.)
MATCH@E:(Gupta and Ogden Š18Ë reveal that several characteristics of the individual trust, in-group identity, expectation of others cooperation and perceived efficacy were significant in differentiating between non-green and green buyers.===>Gupta i Ogden Š18Ë pokazuju da nekoliko osobina pojedinca poverenje, identitet pripadnika grupe, očekivanje da će drugi sarađivati i njihovo viđenje efikasnosti ima zanačaja prilikom podele na ne-zelene i zelene kupce.)
MATCH@M:(The results show that 55% of organizations have already introduced one of the environmental management system (EMS) standards (according to the results, ISO 14001 prevails among organizations by 52%).===>Rezultati pokazuju da je 55% organizacija već uvelo jedan od standarda sistema ekološkog upravljanja (EMS) (prema rezultatima, ISO 14001 preovlađuje među organizacijama u veličini od 52%).)
MATCH@E:(The results show that 55% of organizations have already introduced one of the environmental management system (EMS) standards (according to the results, ISO 14001 prevails among organizations by 52%).===>Rezultati pokazuju da je 55% organizacija već uvelo jedan od standarda sistema ekološkog upravljanja (EMS) (prema rezultatima, ISO 14001 preovlađuje među organizacijama u veličini od 52%).)
MATCH@M:(The results can be interpreted as a good starting point for effective integration of ecodesign activities.===>Ovi rezultati mogu se tumačiti kao dobar početak za efektivnu integraciju aktivnosti ekodizajna.)
MATCH@E:(The results can be interpreted as a good starting point for effective integration of ecodesign activities.===>Ovi rezultati mogu se tumačiti kao dobar početak za efektivnu integraciju aktivnosti ekodizajna.)
MATCH@M:(This is consistent with previous works [5,24,55] indicating that a certified environmental management system (ISO 14001), leads to an increase in environmental planning activities (design for environment - DFE).===>Ovo je u skladu sa prethodnim radovima [5,24,55] koji pokazuju da sertifiko-vani sistem ekološkog upravljanja (ISO14001) vodi povećanju planskih aktivnosti u korist okruženja (dizajn za okruženje DFE).)
MATCH@E:(This is consistent with previous works Š5,24,55Ë indicating that a certified environmental management system (ISO 14001), leads to an increase in environmental planning activities (design for environment - DFE).===>Ovo je u skladu sa prethodnim radovima Š5,24,55Ë koji pokazuju da sertifikovani sistem ekološkog upravljanja (ISO14001) vodi povećanju planskih aktivnosti u korist okruženja (dizajn za okruženje DFE).)
MATCH@M:(Some other studies indicate a week connection between environmental management systems and ecodesign.===>Neke druge studije pokazuju da je veza između sistema ekološkog upravljanja i eko-dizajna slaba.)
MATCH@E:(Some other studies indicate a week connection between environmental management systems and ecodesign Š2,47Ë.===>Neke druge studije pokazuju da je veza između sistema ekološkog upravljanja i ekodizajna slaba Š2,47Ë.)
MATCH@M:(In the present study, we found that among the factors that encourage organizations to introduce an EMS standard, concern for the environment, competitive advantage, legislation and customers’ attitude are the prevailing factors.===>U našoj studiji zaključili smo da su među faktorima koji podstiču organizacije da uvedu EMS standard najznačajniji briga za okruženje, konkurentna prednost, zakonodavstvo i stavovi potrošača.)
MATCH@E:(In the present study, we found that among the factors that encourage organizations to introduce an EMS standard, concern for the environment, competitive advantage, legislation and customers attitude are the prevailing factors.===>U našoj studiji zaključili smo da su među faktorima koji podstiču organizacije da uvedu EMS standard najznačajniji briga za okruženje, konkurentna prednost, zakonodavstvo i stavovi potrošača.)
MATCH@M:(Pouliot highlights the importance of a market perspective and therefore indicates that some organizations see the certification according to ISO 14001, as a mean of competitive differentiation, which could be done by creating an environmentally friendly image.===>Pouliot naglašava značaj tržišne perspektive i time ukazuje da neke organizacije vide sertifikaciju prema ISO 14001 kao način za konkurentsku diferencijaciju, što se može postići stvaranjem predstave o sebi kao ekološki odgovornom preduzeću.)
MATCH@E:(Pouliot Š46Ë highlights the importance of a market perspective and therefore indicates that some organizations see the certification according to ISO 14001, as a mean of competitive differentiation, which could be done by creating an environmentally friendly image.===>Pouliot Š46Ë naglašava značaj tržišne perspektive i time ukazuje da neke organizacije vide sertifikaciju prema ISO 14001 kao način za konkurentsku diferencijaciju, što se može postići stvaranjem predstave o sebi kao ekološki odgovornom preduzeću.)
MATCH@M:(The usefulness of EMS as a tool to manage environmental issues in companies is a question of interest to many different parties.===>Korisnost EMS kao alata za upravljanje pitanjima zaštite životne sredine u kompanijama predstavlja značajnu temu za veliki broj zainteresovanih strana.)
MATCH@E:(The usefulness of EMS as a tool to manage environmental issues in companies is a question of interest to many different parties Š39Ë.===>Korisnost EMS kao alata za upravljanje pitanjima zaštite životne sredine u kompanijama predstavlja značajnu temu za veliki broj zainteresovanih strana Š39Ë.)
MATCH@M:(As stated by authors, one of the most interested groups conceivably are the companies themselves, who invest large amount of resources into the implementation and operation of EMS.===>Kako navode autori, jedna od najzainteresovanijih grupa su same kompanije koje ulažu velike sume novca za primenu i sprovođenje EMS.)
MATCH@E:(As stated by authors, one of the most interested groups conceivably are the companies themselves, who invest large amount of resources into the implementation and operation of EMS.===>Kako navode autori, jedna od najzainteresovanijih grupa su same kompanije koje ulažu velike sume novca za primenu i sprovođenje EMS.)
MATCH@M:(As a natural follow up they increased environmental work, but also the general value of the standardized EMS as recognized on the relevant markets.===>Kao prirodni nastavak ove aktivnosti, pojačale su aktivnosti u zaštiti životne sredine, ali i opštu vrednost standardizovanih EMS onako kako se oni prihvataju na značajnim tržištima.)
MATCH@E:(As a natural follow up they increased environ mental work, but also the general value of the standardized EMS as recognized on the relevant markets.===>Kao prirodni nasta vak ove aktivnosti, pojačale su aktivnosti u zaštiti životne sredine, ali i opštu vrednost standardizovanih EMS onako kako se oni prihvataju na značajnim tržištima.)
MATCH@M:(Companies are also interested in environmental management done in other business establishments.===>Kompanije su takođe zainteresovane za upravljanje okruženjem u drugim poslovnim organizacijama.)
MATCH@E:(Companies are also interested in environmental management done in other business establishments.===>Kompanije su takođe zainteresovane za upravljanje okruženjem u drugim poslovnim organizacijama.)
MATCH@M:(One of the reasons is to benchmark with competitors on the market.===>Jedan od razloga za to je mogućnost upoređivanja sa konkurencijom na tržištu.)
MATCH@E:(One of the reasons is to benchmark with competitors on the market Š45Ë.===>Jedan od razloga za to je mogućnost upoređivanja sa konkurencijom na tržištu Š45Ë.)
MATCH@M:(Another growing trend is to demand ISO 14001 certificate from suppliers.===>Drugi, sve značajniji motiv jeste da traže sertifikat ISO 14001 od dobavljača.)
MATCH@E:(Another growing trend is to demand ISO 14001 certificate from suppliers.===>Drugi, sve značajniji motiv jeste da traže sertifikat ISO 14001 od dobavljača.)
MATCH@M:(According to the Moore and Manring, organizations of all size are increasingly being confronted by multiple external stakeholders to demonstrate a commitment to corporate social and environmental responsibility (CSR/CER).===>Kako navode Moore i Manring, i velike i male organizacije organizacije sve više se suočavaju sa eksternim stejkholderima koji od njih zahtevaju da pokažu da ozbiljno shvataju korporativnu društvenu i ekološku odgovornost (CSR/CER).)
MATCH@E:(According to the Moore and Manring Š38Ë, organizations of all size are increasingly being confronted by multiple external stakeholders to demonstrate a commitment to corporate responsibility (CSR/CER).===>Kako navode Moore i Manring Š38Ë, i velike i male organizacije organizacije sve više se suočavaju sa eksternim stejkholderima koji od njih zahtevaju da pokažu da ozbiljno shvataju korporativnu društvenu i ekološku odgovornost (CSR/CER).)
MATCH@M:(As stated in literature the eco-design is concerned with the development of products which are more durable, energy efficient, avoid the use of toxic materials and which can be easily disassembled for recycling.===>Kako se navodi u literaturi, ekodizajn se bavi razvojem proizvoda koji su trajniji, energetski efikasniji, u kojima nema toksičnih materijala i koji se lako mogu rastaviti za potrebe reciklaže.)
MATCH@E:(As stated in literature Š4,49Ë the eco-design is concerned with the development of products which are more durable, energy efficient, avoid the use of toxic materials and which can be easily disassembled for recycling.===>Kako se navodi u literaturi Š4,49Ë, ekodizajn se bavi razvojem proizvoda koji su trajniji, energetski efikasniji, u kojima nema toksičnih materijala i koji se lako mogu rastaviti za potrebe reciklaže.)
MATCH@M:(It is clear that eco-design provides opportunities to minimize waste and improve the efficiency of resourceuse through modifications to product size, serviceable life, recyclability and in use characteristics.===>Jasno je da nam ekodizajn omogućava da svedemo otpad na najmanju meru i da poboljšamo efikasnost resursa tako što ćemo modifikovati veličinu proizvoda, njegov korisni vek, mogućnosti reciklaže i upotrebne karakteristike.)
MATCH@E:(It is clear that eco-design provides opportunities to minimize waste and improve the efficiency of resourceuse through modifications to product size, serviceable life, recyclability and in use characteristics Š32,55Ë.===>Jasno je da nam ekodizajn omogućava da svedemo otpad na najmanju meru i da poboljšamo efikasnost resursa tako što ćemo modifikovati veličinu proizvoda, njegov korisni vek, mogućnosti reciklaže i upotrebne karakteristike Š32,55Ë.)
MATCH@M:(In evaluating the environmental impacts of a product, some may want to identify the key environmental life cycle stage of a product, while others may want to identify the key environmental component or material of a product.===>Prilikom procene uti-caja proizvoda na okruženje, neki smatraju da je ključni uticaj životni ciklus proizvoda, dok drugi tvrde da su to materijali od kojih je proizvod napravljen.)
MATCH@E:(In evaluating the environmental impacts of a product, some may want to identify the key environmental life cycle stage of a product, while others may want to identify the key environmental component or material of a product.===>Prilikom procene uticaja proizvoda na okruženje, neki smatraju da je ključni uticaj životni ciklus proizvoda, dok drugi tvrde da su to materijali od kojih je proizvod napravljen.)
MATCH@M:(Therefore, companies have to determine which level of key environmental issues will be identified.===>Stoga kompanije same moraju da odrede koji će nivo ključnih problema u zaštiti životne sredine uzeti u obzir.)
MATCH@E:(Therefore, companies have to determine which level of key environmental issues will be identified Š41Ë. 5.===>Stoga kompanije same moraju da odrede koji će nivo ključnih problema u zaštiti životne sredine uzeti u obzir Š41Ë. 5.)
MATCH@M:(This paper has focused on environmentally friendly products from customer and producer perspective.===>U ovom radu posebnu pažnju posvećujemo ekološki neškodljivim proizvodima sa stanovišta kako potrošača tako i proizvođača.)
MATCH@E:(Conclusions This paper has focused on environmentally friendly products from customer and producer perspective.===>Zaključci U ovom radu posebnu pažnju posvećujemo ekološki neškodljivim proizvodima sa stanovišta kako potrošača tako i proizvođača.)
MATCH@M:(In order to understand the gap between customers and producers, we conducted a survey among potential customers and producers.===>Da bismo shvatili jaz koji postoji između potrošača i proizvođača, sproveli smo jedno istraživanje među potencijalnim potrošačima i proizvođačima.)
MATCH@E:(In order to understand the gap between customers and producers, we conducted a survey among potential customers and producers.===>Da bismo shvatili jaz koji postoji između potrošača i proizvođača, sproveli smo jedno istraživanje među potencijalnim potrošačima i proizvođačima.)
MATCH@M:(Study results are valuable to both practitioners and theoreticians in their effort to better understand the customers and producers with regard to the environmental protection.===>Rezultati ove studije podjednako su važni i za praktičare i za teoretičare koji proučavaju ponašanje potrošača i proizvođača kad je reč o zaštiti životne sredine.)
MATCH@E:(Study results are valuable to both practitioners and theoreticians in their effort to better understand the customers and producers with regard to the environmental protection.===>Rezultati ove studije podjednako su važni i za praktičare i za teoretičare koji proučavaju ponašanje potrošača i proizvođača kad je reč o zaštiti životne sredine.)
MATCH@M:(The findings from this research are encouraging to domestic (and foreign) companies.===>Zaključci ove studije ohrabruju domaće (i strane) kompanije.)
MATCH@E:(The findings from this research are encouraging to domestic (and foreign) companies.===>Zaključci ove studije ohrabruju domaće (i strane) kompanije.)
MATCH@M:(Results showed that potential customers support the movement towards environmentally friendly products.===>Rezultati su pokazali da potencijalni potrošači podržavaju proizvodnju ekološki neškodljivih proizvoda.)
MATCH@E:(Results showed that potential customers support the movement towards environmentally friendly products.===>Rezultati su pokazali da potencijalni potrošači podržavaju proizvodnju ekološki neškodljivih proizvoda.)
MATCH@M:(In spite of expressed intention, customer’s needs are still the most influential factor on the purchase decision.===>Uprkos ovakvom stavu, potrebe potrošača su još uvek najuticajniji faktor kad treba odlučiti koji proizvod da se kupi.)
MATCH@E:(In spite of expressed intention, customers needs are still the most influential factor on the purchase decision.===>Uprkos ovakvom stavu, potrebe potrošača su još uvek najuticajniji faktor kad treba odlučiti koji proizvod da se kupi.)
MATCH@M:(It seems very important for the customers, that environmental protection is integrated during the design phase.===>Potrošačima je izgleda veoma važno da ideja o zeštiti prirodne sredine bude obuhvaćena već tokom faze dizajniranja proizvoda.)
MATCH@E:(It seems very important for the customers, that environmental protection is integrated during the design phase.===>Potrošačima je izgleda veoma važno da ideja o zeštiti prirodne sredine bude obuhvaćena već tokom faze dizajniranja proizvoda.)
MATCH@M:(According to the results, the recycling is the most important environmental criteria.===>Prema rezultatima, recikliranje predstavlja najznačajniji kriteri-jum u zaštiti okoline.)
MATCH@E:(According to the results, the recycling is the most important environmental criteria.===>Prema re zultatima, recikliranje predstavlja najznačajniji kriterijum u zaštiti okoline.)
MATCH@M:(From the producer’s point of view, concern for the environment, competitive advantage, legislation and customers are the prevailing factors, particularly with regard to the decision for environmental management system (EMS) standard introducing (55% of organizations have already introduced one of the EMS standards).===>Sa stanovišta proizvođača, briga za životnu sredinu, konkurentna prednost, zakonodavstvo i potrošači predstavljaju odlučujuće faktore, posebno kad se radi o odluci o uvođenju standarda sistema ekološkog upravljanja (EMS) (55% preduzeća već je uvelo neki od EMS standarda).)
MATCH@E:(From the producers point of view, concern for the environment, competitive advantage, legislation and customers are the prevailing factors, particularly with regard to the decision for environmental management system (EMS) standard introducing (55% of organizations have already introduced one of the EMS standards).===>Sa stanovišta proizvođača, briga za životnu sredinu, konkurentna prednost, zakonodavstvo i potrošači predstavljaju odlučujuće faktore, posebno kad se radi o odluci o uvođenju standarda sistema ekološkog upravljanja (EMS) (55% preduzeća već je uvelo neki od EMS standarda).)
MATCH@M:(At the earliest stages of the product lifecycle (product planning), organizations need to efficiently identify customer’s needs and expectations.===>U početnim fazama životnog ciklusa proizvoda (planiranju proizvoda) organizacija treba efikasno da prepozna potrebe i očekivanja potrošača.)
MATCH@E:(At the earliest stages of the product lifecycle (product planning), organizations need to efficiently identify customers needs and expectations.===>U početnim fazama životnog ciklusa proizvoda (planiranju proizvoda) organizacija treba efikasno da prepozna potrebe i očekivanja potrošača.)
MATCH@M:(Therefore, green products should look and be perceived as “traditional” products; products should not significantly change customer’s user habits; products should be comparable in price, while be more cost effective during product life-cycle and provide a sense of contribution to environmental protection.===>Stoga „zeleni“ proizvodi treba da izgledaju i da ih potrošači vide kao „tradicionalne“ proizvode; ovi proizvodi ne treba značajno da menjuaju navike potrošača; proizvodi bi trebalo da budu uporedivi po ceni, da budu kost-efektivniji tokom svog životnog ciklusa i da izazivaju osećaj da njihovom upotrebom doprinosimo zaštiti životne sredine.)
MATCH@E:(Therefore, green products should look and be perceived as traditional products; products should not significantly change customers user habits; products should be comparable in price, while be more cost effective during product life-cycle and provide a sense of contribution to environmental protection.===>Stoga zeleni proizvodi treba da izgledaju i da ih potrošači vide kao tradicionalne proizvode; ovi proizvodi ne treba značajno da menjuaju navike potrošača; proizvodi bi trebalo da budu uporedivi po ceni, da budu kost-efektivniji tokom svog životnog ciklusa i da izazivaju osećaj da njihovom upotrebom doprinosimo zaštiti životne sredine.)
MATCH@M:(To move towards improving the environmental performance of products, we recommend the use of ISO/TR 14062:2002 from the ISO 14000 family of standards as a guideline for integration eco-design in a product development process and thus enable organizations to identify and integrate environmental aspects into product quality characteristics.===>Kao korak prema poboljšanju učinka proizvoda u očuvanju okoline predlažemo primenu standarda ISO/TR 14062:2002 iz porodice standarda 14000, kao putokaz u integrisanju ekodizajna u proces razvoja proizvoda i i time mogućnost da organizacije identifikuju i uključe i aspekte zaštite životne sredine u karakteristike kvaliteta proizvoda.)
MATCH@E:(To move towards improving the environmental performance of products, we recommend the use of ISO/TR 14062:2002 from the ISO 14000 family of standards as a guideline for integration eco-design in a product development process and thus enable organizations to identify and integrate environmental aspects into product quality characteristics.===>Kao korak prema poboljšanju učinka proizvoda u očuvanju okoline predlažemo primenu standarda ISO/TR 14062:2002 iz porodice standarda 14000, kao putokaz u integrisanju ekodizajna u proces razvoja proizvoda i i time mogućnost da organizacije identifikuju i uključe i aspekte zaštite životne sredine u karakteristike kvaliteta proizvoda.)
MATCH@M:(To obtain more substantial changes, we cannot rely solely on making the existing production system more efficient as they use less resources, water and energy, generate less waste and pollution, but need to follow the sustainability principles, and thus include economic, environmental and social aspects.===>Da bi se postigle održive promene, ne možemo da se oslonimo samo na povećanje efikasnosti postojećeg sistema proizvodnje, tako da koristi manje resursa, vode i energije i stvara manje otpada i zagaženja, već je potrebno da se držimo principa održivosti, i da stoga uključimo i ekonomske, društvene aspekte i aspekte zaštite životne sredine.)
MATCH@E:(To obtain more substantial changes, we cannot rely solely on making the existing production system more efficient as they use less resources, water and energy, generate less waste and pollution, but need to follow the sustainability principles, and thus include economic, environmental and social aspects.===>Da bi se postigle održive promene, ne možemo da se oslonimo samo na povećanje efikasnosti postojećeg sistema proizvodnje, tako da koristi manje resursa, vode i energije i stvara manje otpada i zagaženja, već je potrebno da se držimo principa održivosti, i da stoga uključimo i ekonomske, društvene aspekte i aspekte zaštite životne sredine.)
MATCH@M:(Basel II regulation employs VaR methodology for capital requirements calculations for the market risks to which commercial banks are exposed.===>Bazel II regulativa koristi VaR metodologiju za izračunavanje kapitalnih zahteva za tržišne rizike kojem su izložene komercijalne banke.)
MATCH@E:(Basel II regulation employs VaR methodology for capital requirements calculations for the market risks to which commercial banks are exposed.===>Bazel II regulativa koristi VaR metodologiju za izračunavanje kapitalnih zahteva za tržišne rizike kojem su izložene komercijalne banke.)
MATCH@M:(The goal of this paper is to implement the multivariate GARCH (mGARCH) methodology as the internal VaR model for market risk measurement in Serbian commercial banks.===>Cilj ovog rada je da se implementira multivarijaciona GARCH (mGARCH) metodologija kao interni VaR metod za merenje tržišnog rizika u komercijalnim bankama u Srbiji.)
MATCH@E:(The goal of this paper is to implement the multivariate GARCH (mGARCH) methodology as the internal VaR model for market risk measurement in Serbian commercial banks.===>Cilj ovog rada je da se implementira multivarijaciona GARCH (mGARCH) metodologija kao interni VaR metod za merenje tržišnog rizika u komercijalnim bankama u Srbiji.)
MATCH@M:(Assuming Normal and Student-t distribution of the returns the parameters for orthogonal mGARCH and CCC-mGARCH VaR models are estimated for each of250 consecutive days, for the hypothetical trading portfolio, by employing maximum likelihood method.===>PreTpostavljajući da su prinosi raspodeljeni po Normalnoj i Studentovoj-t distribuciji, parametri ortogonalnog mGARCH i CCC-mGARCH VaR modela su estimirani za svaki od 250 posma-tranih dana za hipotetički trgovački portfolio koristeći metod maksimalne verodostojnosti.)
MATCH@E:(Assuming Normal and Student-t distribution of the returns the parameters for orthogonal mGARCH and CCC-mGARCH VaR models are estimated for each of 250 consecutive days, for the hypothetical trading portfolio, by employing maximum likelihood method.===>PreTpostavljajući da su prinosi raspodeljeni po Normalnoj i Studentovoj-t distribuciji, parametri ortogonalnog mGARCH i CCC-mGARCH VaR modela su estimirani za svaki od 250 posmatranih dana za hipotetički trgovački portfolio koristeći metod maksimalne verodostojnosti.)
MATCH@M:(The level of capital requirements are calculated for corresponding VaR methods and validation is done by applying Basel II and Kupiec test.===>Nivoi kapitalnih zahteva su izračunati za implementirane metode i validacija je urađena koristeći Bazel II i Kupiec test.)
MATCH@E:(The level of capital requirements are calculated for corresponding VaR methods and validation is done by applying Basel II and Kupiec test.===>Nivoi kapitalnih zahteva su izračunati za implementirane metode i validacija je urađena koristeći Bazel II i Kupiec test. 1.)
MATCH@M:(The practice of risk management is evolving rapidly, especially with the implementation of the latest regulatory standards of the Basel Committee on Banking Supervision, known as Basel II.===>Upravljanje rizikom se razvija velikom brzinom, posebno pošto je Bazelski Komitet za bankarski nadzor počeo da primenjuje najnovije regulatome standarde, poznate pod nazivom Bazel II.)
MATCH@E:(1. ~~~ Introduction The practice of risk management is evolving rapidly, especially with the implementation of the latest regulatory standards of the Basel Committee on Banking Supervision, known as Basel II.===>Uvod Upravljanje rizikom se razvija velikom brzinom, posebno pošto je Bazelski Komitet za bankarski nadzor počeo da primenjuje najnovije regulatorne standarde, poznate pod nazivom Bazel II.)
MATCH@M:(Its main goal is to implement a set of standards for risk measurement and management that would lead to adequate assessments of the levels of capital requirements that banks and other financial institutions need to keep as a cushion against various types of risk.===>Osnovni cilj je da se uvede skup standarda za merenje rizika i upravljanje rizikom kojim će se primerenije meriti nivoi kapitalnih troškova koje banke i druge finansijske institucije moraju da drže kao sredstvo amortizacije u slučaju različitih vrsta rizika.)
MATCH@E:(Its main goal is to implement a set of standards for risk measurement and management that would lead to adequate assessments of the levels of capital requirements that banks and other financial institutions need to keep as a cushion against various types of risk.===>Osnovni cilj je da se uvede skup standarda za merenje rizika i upravljanje rizikom kojim će se primerenije meriti nivoi kapitalnih troškova koje banke i druge finansijske institucije moraju da drže kao sredstvo amortizacije u slučaju različitih vrsta rizika.)
MATCH@M:(The Basel II provides an incentive scheme for institutions to develop their own internal risk management models.===>Regulativa Bazel II nudi ovim institucijama jedan podsticajan plan kako da razviju svoje interne modele za upravljanje rizikom.)
MATCH@E:(The Basel II provides an incentive scheme for institutions to develop their own internal risk management models.===>Regulativa Bazel II nudi ovim institucijama jedan podsticajan plan kako da razviju svoje interne modele za upravljanje rizikom.)
MATCH@M:(More precisely, banks have the option to use internal risk measurement models, IMA approach, to determine their capital charge.===>Preciznije govoreći, banke imaju izbor da koriste interne modele za merenje rizika, IMA pristup, i da tako određuju svoje kapitalno opterećenje.)
MATCH@E:(More precisely, banks have the option to use internal risk measurement models, IMA approach, to determine their capital charge.===>Preciznije govoreći, banke imaju izbor da koriste interne modele za merenje rizika, IMA pristup, i da tako određuju svoje kapitalno opterećenje.)
MATCH@M:(The rationale is that banks are in a position to produce more accurate measures of their individual risk exposure with respect to a general simplistic scheme proposed by regulators.===>Smisao je u tome da banke budu u mogućnosti da preciznije mere svoju izloženost pojedinim rizicima u odnosu na opštu, namerno pojednostavljenu šemu koju nude regulatori.)
MATCH@E:(The rationale is that banks are in a position to produce more accurate measures of their individual risk exposure with respect to a general simplistic scheme proposed by regulators.===>Smisao je u tome da banke budu u mogućnosti da preciznije mere svoju izloženost pojedinim rizicima u odnosu na opštu, namerno pojednostavljenu šemu koju nude regulatori.)
MATCH@M:(Besides credit activities, proprietary trading, which is a source of market risk, has become one of the emphasized activities of banks.===>Pored kreditnih poslova, vlasničko trgovanje koje je jedan od izvora rizika na tržištu, postalo je jedna od veoma značajnih aktivnosti banaka.)
MATCH@E:(Besides credit activities, proprietary trading, which is a source of market risk, has become one of the emphasized activities of banks.===>Pored kreditnih poslova, vlasničko trgovanje koje je jedan od izvora rizika na tržištu, postalo je jedna od veoma značajnih aktivnosti banaka.)
MATCH@M:(In an unstable economic environment where asset prices are volatile, this activity brings a significant amount of market risk exposure.===>U nestabilnom privrednom okruženju u kome su cene kapitala promenlji-ve, ovi poslovi u velikoj meri izlažu banku tržišnom riziku.)
MATCH@E:(In an unstable economic environment where asset prices are volatile, this activity brings a significant amount of market risk exposure.===>U nestabilnom privrednom okruženju u kome su cene kapitala promenljive, ovi poslovi u velikoj meri izlažu banku tržišnom riziku.)
MATCH@M:(Therefore, there is a need for adequate risk management models and tools that will better control and mitigate those risks.===>Stoga se javlja potreba za odgovarajućim modelima upravljanja rizikom i instrumentima kojima će se ovakvi rizici bolje kontrolisati i ublažiti.)
MATCH@E:(Therefore, there is a need for adequate risk management models and tools that will better control and mitigate those risks.===>Stoga se javlja potreba za odgovarajućim modelima upravljanja rizikom i instrumentima kojima će se ovakvi rizici bolje kontrolisati i ublažiti.)
MATCH@M:(Market risk is defined as the risk of losses in on- and off-balance-sheet positions arising from movements in market risk factors.===>Tržišni rizik se definiše kao rizik gubitaka u bilansnim i vanbilansnim pozicijama koji se javlja kao posledica kretanja u okviru faktora tržišnih rizika.)
MATCH@E:(According to Š4Ë, market risk is defined as the risk of losses in on- and off-balance-sheet positions arising from movements in market risk factors.===>Prema Š4Ë, tržišni rizik se definiše kao rizik gubitaka u bilansnim i vanbilansnim pozicijama koji se javlja kao posledica kretanja u okviru faktora tržišnih rizika.)
MATCH@M:(The main sources of market risk are the risks related to interest rate related instruments, equities, foreign exchange, derivatives and commodity related instruments.===>Glavni uzroci tržišnog rizika su rizici koji se odnose na instrumente u vezi sa kamatnim stopama, kapitalom, stranom valutom, derivatima i instrumentima koji se odnose na robu široke potrošnje.)
MATCH@E:(The main sources of market risk are the risks related to interest rate related instruments, equities, foreign exchange, derivatives and commodity instruments.===>Glavni uzroci tržišnog rizika su rizici koji se odnose na instrumente u vezi sa kamatnim stopama, kapitalom, stranom valutom, derivatima i instrumentima koji se odnose na robu široke potrošnje. [ta više, upravljanje tržišnim rizikom trebalo di da bude redovna aktivnost banke, pod upravom odeljenja za upravljanje rizikom i nezavisno od trgovačkog sektora Š3Ë.)
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BAD_LINE_M:The main sources of market risk are the risks related to interest rate related instruments, equities, foreign exchange, derivatives and commodity related instruments.
BAD_LINE_M:Glavni uzroci tržišnog rizika su rizici koji se odnose na instrumente u vezi sa kamatnim stopama, kapitalom, stranom valutom, derivatima i instrumentima koji se odnose na robu široke potrošnje.
BAD_LINE_E:The main sources of market risk are the risks related to interest rate related instruments, equities, foreign exchange, derivatives and commodity instruments.
BAD_LINE_E:Glavni uzroci tržišnog rizika su rizici koji se odnose na instrumente u vezi sa kamatnim stopama, kapitalom, stranom valutom, derivatima i instrumentima koji se odnose na robu široke potrošnje. [ta više, upravljanje tržišnim rizikom trebalo di da bude redovna aktivnost banke, pod upravom odeljenja za upravljanje rizikom i nezavisno od trgovačkog sektora Š3Ë.
MATCH@M:(National Bank of Serbia provides a set of predefined regulatory standards in the form of tabulated reports, which banks are required to submit on a monthly basis.===>Narodna banka Srbije dala je skup predefinisanih regulatornih standarda u obliku tabelarnih izveštaja koje banke treba da podnose jednom me-sečno.)
MATCH@E:(National Bank of Serbia provides a set of predefined regulatory standards in the form of tabulated reports, which banks are required to submit on a monthly basis.===>Narodna banka Srbije dala je skup predefinisanih regulatornih standarda u obliku tabelarnih izveštaja koje banke treba da podnose jednom mesečno.)
MATCH@M:(This supervisory framework is relatively conservative, requiring a capital charge of 12 percent of total risk-weighted assets.===>Ovaj nadzorni okvir jeste relativno konzervativan i propisuje troškove kapitala u vrednosti od 12 procenata ukupnih sredstava pod rizikom [17].)
MATCH@E:(This supervisory framework is relatively conservative, requiring a capital charge of 12 percent of total risk-weighted assets Š17Ë.===>Ovaj nadzorni okvir jeste relativno konzervativan i propisuje troškove kapitala u vrednosti od 12 procenata ukupnih sredstava pod rizikom Š17Ë.)
MATCH@M:(The choice of a market risk measurement model is far from a “one-size-fits-all” procedure.===>Izbor modela upravljanja tržišnim rizikom uopšte nije neki uniformni postupak.)
MATCH@E:(The choice of a market risk measurement model is far from a one-size-fits-all procedure.===>Izbor modela upravljanja tržišnim rizikom uopšte nije neki uniformni postupak.)
MATCH@M:(In the same vain, institutions adopting internal models must ensure that their models are valid.===>Isto tako, institucije koje usvajaju interne modele moraju da obezbede da ti modeli budu valjani.)
MATCH@E:(In the same vain, institutions adopting internal models must ensure that their models are valid.===>Isto tako, institucije koje usvajaju interne modele moraju da obezbede da ti modeli budu valjani.)
MATCH@M:(The contemporary market risk management practice involves various “Value-at-Risk” (VaR) methods to be applied and implemented with the full compliance with Basel II standards.===>Savremena praksa upravljanja rizikom tržišta obuhvata različite metode „vrednosti-pod-rizikom“ (VaR) koji su potpuno saglasni sa standardima Bazel II.)
MATCH@E:(The contemporary market risk management practice involves various Value-at-Risk (VaR) methods to be applied and implemented with the full compliance with Basel II standards.===>Savremena praksa upravljanja rizikom tržišta obuhvata različite metode vrednosti-pod-rizikom (VaR) koji su potpuno saglasni sa standardima Bazel II.)
MATCH@M:(The Value-at-Risk has gained recognition as the primary tool for market risk measurement in banks and there is a widespread agreement on the use of it.===>Vrednost pod rizikom banke su sada prihvatile kao primarni metod za merenje rizika tržišta i on se sporazumno široko primenjuje.)
MATCH@E:(The Valueat-Risk has gained recognition as the primary tool for market risk measurement in banks and there is a widespread agreement on the use of it.===>Vrednost pod rizikom banke su sada prihvatile kao primarni metod za merenje rizika tržišta i on se sporazumno široko primenjuje.)
MATCH@M:(However, there is very little consensus on the preferred method for calculating VaR.===>Ipak, postoje prilična neslaganja kad je reč o najboljem metodu za izračunavanje VaR.)
MATCH@E:(However, there is very little consensus on the preferred method for calculating VaR.===>Ipak, postoje prilična neslaganja kad je reč o najboljem metodu za izračunavanje VaR.)
MATCH@M:(The difficulty in obtaining reliable VaR estimates stems from the fact that all extant methods involve some tradeoffs, assumptions and simplifications.===>Teškoće u izračunavanju pouzdanih procena VaR proiz-ilaze iz činjenice da svi postojeći modeli obuhvataju neke špekulacije, pretpostavke i pojednostavljenja.)
MATCH@E:(The difficulty in obtaining reliable VaR estimates stems from the fact that all extant methods involve some tradeoffs, assumptions and simplifications.===>Teškoće u izračunavanju pouzdanih procena VaR proizilaze iz činjenice da svi postojeći modeli obuhvataju neke špekulacije, pretpostavke i pojednostavljenja.)
MATCH@M:(Thus, determining what is the best methodology for VaR estimation becomes an empirical question and a question of implementation.===>Stoga odrediti šta je najbolja metodologija za procenu VaR postaje empirijsko pitanje i pitanje primene.)
MATCH@E:(Thus, determining what is the best methodology for VaR estimation becomes an empirical question and a question of implementation.===>Stoga odrediti šta je najbolja metodologija za procenu VaR postaje empirijsko pitanje i pitanje primene.)
MATCH@M:(This paper considers several possible multivariate GARCH methodologies for advanced VaR estimation in trading portfolio of a bank.===>U ovom radu razmatramo nekoliko mogućih multivari-jacionih GERCH metodologija za naprednu procenu VaR u trgovačkom portfelju banke.)
MATCH@E:(This paper considers several possible multivariate GARCH methodologies for advanced VaR estimation in trading portfolio of a bank.===>U ovom radu razmatramo nekoliko mogućih multivarijacionih GERCH metodologija za naprednu procenu VaR u trgovačkom portfelju banke.)
MATCH@M:(Those methodologies will be theoretically evaluated and applied on an example of a portfolio of assets traded in the Serbian capital market which may be hypothetically held by a particular Serbian bank.===>Ove metodologije ćemo teorijski vrednovati i primeniti na portfelj sredstava kojima se trguje na srpskom tržištu kapitala koje hipotetički drži određena srpska banka.)
MATCH@E:(Those methodologies will be theoretically evaluated and applied on an example of a portfolio of assets traded in the Serbian capital market which may be hypothetically held by a particular Serbian bank.===>Ove metodologije ćemo teorijski vrednovati i primeniti na portfelj sredstava kojima se trguje na srpskom tržištu kapitala koje hipotetički drži određena srpska banka. ciono modelovanje VaR pretpostavlja vremenske nizova prinosa svih sastavnih delova portfelja.)
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BAD_LINE_M:Those methodologies will be theoretically evaluated and applied on an example of a portfolio of assets traded in the Serbian capital market which may be hypothetically held by a particular Serbian bank.
BAD_LINE_M:Ove metodologije ćemo teorijski vrednovati i primeniti na portfelj sredstava kojima se trguje na srpskom tržištu kapitala koje hipotetički drži određena srpska banka.
BAD_LINE_E:Those methodologies will be theoretically evaluated and applied on an example of a portfolio of assets traded in the Serbian capital market which may be hypothetically held by a particular Serbian bank.
BAD_LINE_E:Ove metodologije ćemo teorijski vrednovati i primeniti na portfelj sredstava kojima se trguje na srpskom tržištu kapitala koje hipotetički drži određena srpska banka. ciono modelovanje VaR pretpostavlja vremenske nizova prinosa svih sastavnih delova portfelja.
MATCH@M:(Additionally, each of following VaR methods has been coded in MATLAB enabling estimation to become automated and capable of handling VaR assessment for a great number of financial instruments in trading portfolio.===>Pored toga, svaki od VaR metoda koje ćemo pomenu-ti unet je u MATLAB tako da je procena automatizo-vana, a procena VaR može se vršiti za veliki broj finan-sijskih instrumenata u portfelju kojim se trguje.)
MATCH@E:(Additionally, each of following VaR methods has been coded in MATLAB enabling estimation to become automated and capable of handling VaR assessment for a great number of financial instruments in trading portfolio.===>Pored toga, svaki od VaR metoda koje ćemo pomenuti unet je u MATLAB tako da je procena automatizovana, a procena VaR može se vršiti za veliki broj finansijskih instrumenata u portfelju kojim se trguje. 2.)
MATCH@M:(The main strength of VaR is that it summarizes the exposure to market risk and it provides an aggregate view of overall portfolio’s risk.===>Najznačajnija prednost VaR jeste u tome što sažima izloženost tržišnom riziku i pruža agregatni uvid u ukupni rizik portfelja.)
MATCH@E:(2. ~~~ The value-at-risk framework The main strength of VaR is that it summarizes the exposure to market risk and it provides an aggregate view of overall portfolios risk.===>Okvir vrednosti-pod-rizikom Najznačajnija prednost VaR jeste u tome što sažima izloženost tržišnom riziku i pruža agregatni uvid u ukupni rizik portfelja.)
MATCH@M:(The VaR estimation process, however, involves selecting two important parameters: the holding period and the confidence level.===>Proces procene VaR ipak obuhvata izbor dva značajna parametra: period držanja i stepen poverenja.)
MATCH@E:(The VaR estimation process, however, involves selecting two important parameters: the holding period and the confidence level.===>Proces procene VaR ipak obuhvata izbor dva značajna parametra: period držanja i stepen poverenja.)
MATCH@M:(By definition, VaR measures the maximum loss in a portfolio value due to adverse market movements over a specified period of time with a given level of confidence.===>Po definiciji, kod VaR se meri maksimalni gubitak u vrednosti portfelja usled nepovoljnih kretanja na tržištu u određenom periodu vremena, a uz dati stepen poverenja.)
MATCH@E:(By definition, VaR measures the maximum loss in a portfolio value due to adverse market movements over a specified period of time with a given level of confidence.===>Po definiciji, kod VaR se meri maksimalni gubitak u vrednosti portfelja usled nepovoljnih kretanja na tržištu u određenom periodu vremena, a uz dati stepen poverenja.)
MATCH@M:(For instance, we estimated VaR = 50,000 RSD for a holding period of 1 day and a confidence level of cl = 99%.===>Na primer, izračunali smo da je VaR = 50000 RSD za period držanja od 1 dan i stepen poverenja cl = 99%.)
MATCH@E:(For instance, we estimated VaR = 50,000 RSD for a holding period of 1 day and a confidence level of cl = 99%.===>Na primer, izračunali smo da je VaR = 50000 RSD za period držanja od 1 dan i stepen poverenja cl = 99%.)
MATCH@M:(This indicates that the portfolio loss is not likely to exceed 50,000 RSD during the next trading day, with a 99% probability.===>Ovo pokazuje da gubitak u portfelju sigurno neće biti veći od 50000 RSD tokom narednog dana trgovanja, i to tvrdimo sa 99% verovatnoće.)
MATCH@E:(This indicates that the portfolio loss is not likely to exceed 50,000 RSD during the next trading day, with a 99% probability.===>Ovo pokazuje da gubitak u portfelju sigurno neće biti veći od 50000 RSD tokom narednog dana trgovanja, i to tvrdimo sa 99% verovatnoće.)
MATCH@M:(For most applications, the recommendation is to choose a confidence level such as 95 to 99 percent and holding period 1 or 10 days.===>Za najveći broj aplikacija preporuka je da izabrani stepen po-verenja bude od 95% do 99%, a da period držanja iznosi 1 do 10 dana1.)
MATCH@E:(For most applications, the recommendation is to choose a confidence level such as 95 to 99 percent and holding period 1 or 10 days1.===>Za najveći broj aplikacija preporuka je da izabrani stepen poverenja bude od 95% do 99%, a da period držanja iznosi 1 do 10 dana1.)
MATCH@M:(The VaR estimate represents a point of the distribution of portfolio profit and loss such that if we assume some probability and thinking about 1-day losses, we can say informally that VaR is the minimum amount the bank will loose on a trading portfolio on a bad day, or the maximum it can expect loose on a good day.===>Procena VaR predstavlja momenat distribucije profita i gubitka u portfelju i to takav da, ako pretpostavimo određenu verovatnoću i imamo na umu gubitke od 1 dan, nezvanično možemo da kažemo da VaR iznosi minimalnu sumu koju će banka da izgubi kad ima loš dan u trgovanju portfeljom, ili maksimalnu sumu koju očekuje da izgubi kad je dan povoljan.)
MATCH@E:(The VaR estimate represents a point of the distribution of portfolio profit and loss such that if we assume some probability and thinking about 1-day losses, we can say informally that VaR is the minimum amount the bank will loose on a trading portfolio on a bad day, or the maximum it can expect loose on a good day.===>Procena VaR predstavlja momenat distribucije profita i gubitka u portfelju i to takav da, ako pretpostavimo određenu verovatnoću i imamo na umu gubitke od 1 dan, nezvanično možemo da kažemo da VaR iznosi minimalnu sumu koju će banka da izgubi kad ima loš dan u trgovanju portfeljom, ili maksimalnu sumu koju očekuje da izgubi kad je dan povoljan.)
MATCH@M:(Univariate VaR modeling is the way of estimating VaR by holding or assuming a single asset in a trading portfolio of a bank, or alternatively of calculating and using single portfolio return series based on weighted sum of portfolio component returns.===>Univarijaciona metodologija modelovanja VaR jeste način za procenu VaR tako što se drži ili se pretpostavlja postojanje samo jedne vrste kapitala u trgovinskom portfelju banke, ili, alternativno, izračunavanjem i primenom jednog niza prinosa portfelja zasnovanog na ponderisanom zbiru prinosa komponenti portfelja.)
MATCH@E:(Univariate VaR modeling is the way of estimating VaR by holding or assuming a single asset in a trading portfolio of a bank, or alternatively of calculating and using single portfolio return series based on weighted sum of portfolio component returns.===>)
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BAD_LINE_M:Univariate VaR modeling is the way of estimating VaR by holding or assuming a single asset in a trading portfolio of a bank, or alternatively of calculating and using single portfolio return series based on weighted sum of portfolio component returns.
BAD_LINE_M:Univarijaciona metodologija modelovanja VaR jeste način za procenu VaR tako što se drži ili se pretpostavlja postojanje samo jedne vrste kapitala u trgovinskom portfelju banke, ili, alternativno, izračunavanjem i primenom jednog niza prinosa portfelja zasnovanog na ponderisanom zbiru prinosa komponenti portfelja.
BAD_LINE_E:Univariate VaR modeling is the way of estimating VaR by holding or assuming a single asset in a trading portfolio of a bank, or alternatively of calculating and using single portfolio return series based on weighted sum of portfolio component returns.
BAD_LINE_E:
MATCH@M:(The idea is to base VaR estimation upon single return series which must be able to capture behavior of all risk factor components.===>Ideja je da se procena VaR bazira na jedinstvenom nizu prinosa koji će obuhvatiti ponašanje svih komponenti faktora rizika.)
MATCH@E:(The idea is to base VaR estimation upon single return series which must be able to capture behavior of all risk factor components.===>Tehnika modelovanja VaR zasniva se na dva glavna pristupa.)
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BAD_LINE_M:The idea is to base VaR estimation upon single return series which must be able to capture behavior of all risk factor components.
BAD_LINE_M:Ideja je da se procena VaR bazira na jedinstvenom nizu prinosa koji će obuhvatiti ponašanje svih komponenti faktora rizika.
BAD_LINE_E:The idea is to base VaR estimation upon single return series which must be able to capture behavior of all risk factor components.
BAD_LINE_E:Tehnika modelovanja VaR zasniva se na dva glavna pristupa.
MATCH@M:(On the other hand, Multivariate VaR modeling assumes to take into consideration the returns time series of all portfolio constituents.===>S druge strane, multivarijaciono modelovanje VaR pretpostavlja vremenske nizova prinosa svih sastavnih delova portfelja.)
MATCH@E:(On the other hand, Multivariate VaR modeling assumes to take into consideration the returns time series of all portfolio constituents.===>Univarijaciona metodologija modelovanja VaR jeste način za procenu VaR tako što se drži ili se pretpostavlja postojanje samo jedne vrste kapitala u trgovinskom portfelju banke, ili, alternativno, izračunavanjem i primenom jednog niza prinosa portfelja zasnovanog na ponderisanom zbiru prinosa komponenti portfelja.)
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BAD_LINE_M:On the other hand, Multivariate VaR modeling assumes to take into consideration the returns time series of all portfolio constituents.
BAD_LINE_M:S druge strane, multivarijaciono modelovanje VaR pretpostavlja vremenske nizova prinosa svih sastavnih delova portfelja.
BAD_LINE_E:On the other hand, Multivariate VaR modeling assumes to take into consideration the returns time series of all portfolio constituents.
BAD_LINE_E:Univarijaciona metodologija modelovanja VaR jeste način za procenu VaR tako što se drži ili se pretpostavlja postojanje samo jedne vrste kapitala u trgovinskom portfelju banke, ili, alternativno, izračunavanjem i primenom jednog niza prinosa portfelja zasnovanog na ponderisanom zbiru prinosa komponenti portfelja.
MATCH@M:(In general portfolios have multiple n assets, thus in order to base VaR calculation upon risk impact of each portfolio component one has to capture n time series effect into analysis.===>Portfelji uglavnom imaju veliki broj n sredstava/imovine; stoga, da bismo izračunavanje VaR bazirali na uticaju rizika svakog dela portfelja, našom analizom moramo da obuhvatimo efekat n vremenskih nizova.)
MATCH@E:(In general portfolios have multiple n assets, thus in order to base VaR calculation upon risk impact of each portfolio component one has to capture n time series effect into analysis2.===>Ideja je da se procena VaR bazira na jedinstvenom nizu prinosa koji će obuhvatiti ponašanje svih komponenti faktora rizika.)
BAD_LINE_=============================================================
BAD_LINE_M:In general portfolios have multiple n assets, thus in order to base VaR calculation upon risk impact of each portfolio component one has to capture n time series effect into analysis.
BAD_LINE_M:Portfelji uglavnom imaju veliki broj n sredstava/imovine; stoga, da bismo izračunavanje VaR bazirali na uticaju rizika svakog dela portfelja, našom analizom moramo da obuhvatimo efekat n vremenskih nizova.
BAD_LINE_E:In general portfolios have multiple n assets, thus in order to base VaR calculation upon risk impact of each portfolio component one has to capture n time series effect into analysis2.
BAD_LINE_E:Ideja je da se procena VaR bazira na jedinstvenom nizu prinosa koji će obuhvatiti ponašanje svih komponenti faktora rizika.
MATCH@M:(The VaR estimation in this paper is done according to multivariate methodology.===>U ovom radu VaR izračunavamo po multivarijacionoj metodologiji.)
MATCH@E:(The VaR estimation in this paper is done according to multivariate methodology.===>S druge strane, multivarija U ovom radu VaR izračunavamo po multivarijacionoj metodologiji.)
MATCH@M:(In order to capture the probability density function fp(-) established by the hypothetical portfolio returns or portfolio assets time series the first step in modeling VaR is to calculate returns on each portfolio asset component as follows: (i) where rit denotes the arithmetic return on asset i at time t, Pit is the price of the asset i at time t and Pit-1 is the price of the asset i at time t-1.===>Da bismo dobili funkciju gustine verovatnoće fp(-) utvrđenu hipotetičkim prinosima portfelja ili vremenskim serijama, prvi korak u modelovanju VaR jeste izračunavanje povraćaja po svakom delu kapitala iz portfelja:)
MATCH@E:(In order to capture the probability density function fp(·) established by the hypothetical portfolio returns or portfolio assets time series the first step in modeling VaR is to calculate returns on each portfolio asset component as follows: (1) where ri,t denotes the arithmetic return on asset i at time t, Pi,t is the price of the asset i at time t and Pi,t-1 is the price of the asset i at time t-1.===>Da bismo dobili funkciju gustine verovatnoće fp(·) utvrđenu hipotetičkim prinosima portfelja ili vremenskim serijama, prvi korak u modelovanju VaR jeste izračunavanje povraćaja po svakom delu kapitala iz portfelja, na sledeći način: (1) gde ri,t označava aritmetičku vrednost prinosa po kapitalu i u vremenu t, Pi,t je cena kapitala i u vreme t a Pi,t-1 je cena kapitala i u vreme t-1.)
BAD_LINE_=============================================================
BAD_LINE_M:In order to capture the probability density function fp(-) established by the hypothetical portfolio returns or portfolio assets time series the first step in modeling VaR is to calculate returns on each portfolio asset component as follows: (i) where rit denotes the arithmetic return on asset i at time t, Pit is the price of the asset i at time t and Pit-1 is the price of the asset i at time t-1.
BAD_LINE_M:Da bismo dobili funkciju gustine verovatnoće fp(-) utvrđenu hipotetičkim prinosima portfelja ili vremenskim serijama, prvi korak u modelovanju VaR jeste izračunavanje povraćaja po svakom delu kapitala iz portfelja:
BAD_LINE_E:In order to capture the probability density function fp(·) established by the hypothetical portfolio returns or portfolio assets time series the first step in modeling VaR is to calculate returns on each portfolio asset component as follows: (1) where ri,t denotes the arithmetic return on asset i at time t, Pi,t is the price of the asset i at time t and Pi,t-1 is the price of the asset i at time t-1.
BAD_LINE_E:Da bismo dobili funkciju gustine verovatnoće fp(·) utvrđenu hipotetičkim prinosima portfelja ili vremenskim serijama, prvi korak u modelovanju VaR jeste izračunavanje povraćaja po svakom delu kapitala iz portfelja, na sledeći način: (1) gde ri,t označava aritmetičku vrednost prinosa po kapitalu i u vremenu t, Pi,t je cena kapitala i u vreme t a Pi,t-1 je cena kapitala i u vreme t-1.
MATCH@M:(In order to check the validity of VaR model i.e. potential breach, VaR at time t is estimated with respect to the information set ^t and then compared with the corresponding amount of profit/loss incurred at t+1.===>Da bi se proverila valjanost modela VaR, t.j. potencijalni prekršaj54, VaR se u vreme t procenjuje uzimajući u obzir skup informacija yt i onda se poredi sa odgovarajućom sumom profi-ta/gubitka ostvarenog u t+1.)
MATCH@E:(In order to check the validity of VaR model i.e. potential breach3, VaR at time t is estimated with respect to the information set ψt and then compared with the corresponding amount of profit/loss incurred at t+1.===>Da bi se proverila valjanost modela VaR, t.j. potencijalni prekršaj54, VaR se u vreme t procenjuje uzimajući u obzir skup informacija ψt i onda se poredi sa odgovarajućom sumom profita/gubitka ostvarenog u t+1.)
MATCH@M:(Consider a portfolio whose price at t+1 is labeled by pt+1.===>Posmatrajmo portfolio čija je cena u vreme t+1 određena pt+1.)
MATCH@E:(Consider a portfolio whose price at t+1 is labeled by pt+1.===>Posmatrajmo portfolio čija je cena u vreme t+1 određena pt+1.)
MATCH@M:(The variation observed from a day to day is given as Apt+1 = Pt+1 - Pt===>Varijacija koja se opaža na dnevnoj bazi data je kao Apt+1 = pt+1 - pt.)
MATCH@E:(The variation observed from a day to day is given as ∆pt+1 = pt+1 - pt.===>Varijacija koja se opaža na dnevnoj bazi data je kao ∆pt+1 = pt+1 - pt.)
MATCH@M:(Note that if Apt+1 is positive we have a profit, while a negative value indicates a loss.===>Vidi se da ako je Apt+1 pozitivan, imamo profit, dok negativna vrednost pokazuje da trpimo gubitak.)
MATCH@E:(Note that if ∆pt+1 is positive we have a profit, while a negative value indicates a loss.===>Vidi se da ako je ∆pt+1 pozitivan, imamo profit, dok negativna vrednost pokazuje da trpimo gubitak.)
MATCH@M:(At first glance, the general shape of a majority of empirical returns distributions, especially in the cases of well diversified portfolios, has indicated that the Normal distribution would be a natural assumption.===>Na prvi pogled, opšti oblik distribucije empirijskih distibucija prinosa, posebno u slučaju dobro diversifikovanih portfelja ukazuje da bi prirodna pretpostavka trebalo da bude Normalna distribucija.)
MATCH@E:(At first glance, the general shape of a majority of empirical returns distributions, especially in the cases of well diversified portfolios, has indicated that the Normal distribution would be a natural assumption.===>Na prvi pogled, opšti oblik distribucije empirijskih distibucija prinosa, posebno u slučaju dobro diversifikovanih portfelja ukazuje da bi prirodna pretpostavka trebalo da bude Normalna distribucija.)
MATCH@M:(In the multivariate framework it is required to shift from an individual asset/or portfolio position to a portfolio case where multiple positions affect VaR estimation.===>Kad se radi o multivarijacionom okviru, potrebno je da pređemo sa pozicije pojedinačnog sredstva/ili portfelja na složeni portfelj gde multiplikovane pozicije utiču na procenu VaR.)
MATCH@E:(In the multivariate framework it is required to shift from an individual asset/or portfolio position to a portfolio case where multiple positions affect VaR estimation.===>Kad se radi o multivarijacionom okviru, potrebno je da pređemo sa pozicije pojedinačnog sredstva/ili portfelja na složeni portfelj gde multiplikovane pozicije utiču na procenu VaR.)
MATCH@M:(Not only the volatilities of individual returns, but also their covariances need to be taken into account.===>Ovde treba uzeti u obzir ne samo promen-ljivost pojedinačnih prinosa već i njihove kovarijanse.)
MATCH@E:(Not only the volatilities of individual returns, but also their covariances need to be taken into account.===>Ovde treba uzeti u obzir ne samo promenljivost pojedinačnih prinosa već i njihove kovarijanse.)
MATCH@M:(Thus, estimating VaR of the portfolio of asset positions which are sensitive to several different market risk factors therefore requires an additional input i.e. covariance matrix among market factor returns.===>Stoga procena VaR portfelja od pozicija sredstava koje su izložene nekolicini različitih faktora tržišnog rizika zahteva još jedan input, naime matricu kovarijansi za prinose tržišnih faktora.)
MATCH@E:(Thus, estimating VaR of the portfolio of asset positions which are sensitive to several different market risk factors therefore requires an additional input i.e. covariance matrix among market factor returns.===>Stoga procena VaR portfelja od pozicija sredstava koje su izložene nekolicini različitih faktora tržišnog rizika zahteva još jedan input, naime matricu kovarijansi za prinose tržišnih faktora.)
MATCH@M:(Unlike the predicted ‘normal’ behavior, observed distributions of asset returns sometimes show a significant degree of skewness and high kurtosis.===>Za razliku od predviđenog “normalnog” ponašanja, distribucije prinosa kapitala koje smo pratili često imaju nepravilan tok i visoke kurtoze.)
MATCH@E:(Unlike the predicted normal behavior, observed distributions of asset returns sometimes show a significant degree of skewness and high kurtosis.===>Za razliku od predviđenog normalnog ponašanja, distribucije prinosa kapitala koje smo pratili često imaju nepravilan tok i visoke kurtoze.)
MATCH@M:(The property of having more weight in the tails than would be expected under the normal distribution has significantly large impact on VaR estimation.===>Na procenu VaR veoma veliki uticaj ima i to što imaju više pondera na krajevima nego što bi se inače očekivalo kod normalne distribucije.)
MATCH@E:(The property of having more weight in the tails than would be expected under the normal distribution has significantly large impact on VaR estimation.===>Na procenu VaR veoma veliki uticaj ima i to što imaju više pondera na krajevima nego što bi se inače očekivalo kod normalne distribucije.)
MATCH@M:(When the data are ‘heavy tailed’, the true probability of a large negative return is greater than the one predicted by the normal distribution.===>Kada su podaci “veoma opterećeni na krajevima”, postoji realna verovatnoća da će negativni prinos biti veći nego što je predviđen po normalnoj distribuciji.)
MATCH@E:(When the data are heavy tailed, the true probability of a large negative return is greater than the one predicted by the normal distribution.===>Kada su podaci veoma opterećeni na krajevima, postoji realna verovatnoća da će negativni prinos biti veći nego što je predviđen po normalnoj distribuciji.)
MATCH@M:(This implies that VaR calculated using the assumption of normally distributed returns can significantly understate the risk of a high loss, especially at high confidence levels.===>Ovo pokazuje da VaR izračunata primenom pretpostavke o normalnoj distribuciji prinosa može značajno da potceni rizik velikog gubitka, posebno u uslovima visokog stepena poverenja.)
MATCH@E:(This implies that VaR calculated using the assumption of normally distributed re especially at high confidence turns can significantly understate the risk of a high loss, levels.===>Ovo pokazuje da VaR izračunata primenom pretpostavke o normalnoj distribuciji prinosa može značajno da potceni rizik velikog gubitka, posebno u uslovima visokog stepena poverenja.)
MATCH@M:(Consequently in this paper, we also considered one of the most commonly used alternatives which take into account non-normality of asset returns, namely we also applied the Student’s t-distribution as the underlying assumption of assets returns behavior.===>Stoga smo u ovom radu razmatrali i jednu od najuobičajenijih alternativa koje uzimaju u obzir ne-normalni oblik prinosa na sredstva; odnosno, primenili smo i Student’s t-distri-buciju kao osnovnu pretpostavku ponašanja prinosa na sredstva.)
MATCH@E:(Consequently in this paper, we also considered one of the most commonly used alternatives which take into account non-normality of asset returns, namely we also applied the Students t-distribution as the underlying assumption of assets returns behavior.===>Stoga smo u ovom radu razmatrali i jednu od najuobičajenijih alternativa koje uzimaju u obzir ne-normalni oblik prinosa na sredstva; odnosno, primenili smo i Students t-distribuciju kao osnovnu pretpostavku ponašanja prinosa na sredstva.)
MATCH@M:(The expression for VaR assuming Student’s t-distribu-tion can be easily derived by altering a-quantile of Normal distribution defined as Z1-a, with corresponding a-quantile of the Student’s t-distribution denoted as ,with „degrees of freedom“, into corresponding VaR equations previously considered.===>Izraz za VaR uz pretpostavku Student’s t-distribucije može se lako dobiti ako zamenimo a-kvan-til Normane distribucije definisane kao Z1-a, odgovarajućim a-kvantilom Student’s t-distribucije označene kao xav ,uz „stepena slobode“, u odgovarajućim jedna-činama VaR o kojima smo prethodno govorili.)
MATCH@E:(The expression for VaR assuming Students t-distribution can be easily derived by altering α-quantile of Normal distribution defined as Z1-α, with corresponding α-quantile of the Students t-distribution denoted as χα,ν,with degrees of freedom, into corresponding VaR equations previously considered.===>Izraz za VaR uz pretpostavku Students tdistribucije može se lako dobiti ako zamenimo α-kvantil Normane distribucije definisane kao Z1-α, odgovarajućim α-kvantilom Students t-distribucije označene kao χα,ν,uz stepena slobode, u odgovarajućim jednačinama VaR o kojima smo prethodno govorili.)
MATCH@M:(The Student’s t-distribution is closely related to the Normal, but generally it has fatter tails depending on the value of an „degrees of freedom” parameter.===>Student’s t-distribucija je tesno povezana sa Normalnom distribucijom, ali uopšteno ima deblje krajeve, u zavisnosti od vrednosti parametra „stepena slobode”.)
MATCH@E:(The Students tdistribution is closely related to the Normal, but generally it has fatter tails depending on the value of an degrees of freedom parameter.===>Students t-distribucija je tesno povezana sa Normalnom distribucijom, ali uopšteno ima deblje krajeve, u zavisnosti od vrednosti parametra stepena slobode.)
MATCH@M:(By adopting the “degrees of freedom” the level of kurtosis can be modeled to match the kurtosis present in the observed time series.===>Usvajanjem “stepena slobode” nivo kurtoze može se mode-lovati tako da odgovara kurtozi koja je prisutna u po-smatranim vremenskim nizovima.)
MATCH@E:(By adopting the degrees of freedom the level of kurtosis can be modeled to match the kurtosis present in the observed time series.===>Usvajanjem stepena slobode nivo kurtoze može se modelovati tako da odgovara kurtozi koja je prisutna u posmatranim vremenskim nizovima.)
MATCH@M:(By inspection, it can be inferred that the t-VaR formula includes the additional multiplier term which moderates the effect of the standard deviation term of the previous VaR equation.===>Nakon provere može se zaključiti da formula za tVaR obuhvata i dodatni multiplikator koji ublažava efekat standardne devijacije prethodne jednačine VaR.)
MATCH@E:(As a result, univariate t-VaR equation becomes: (10) By inspection, it can be inferred that the t-VaR formula includes the additional multiplier term which moderates the effect of the standard deviation term of the previous VaR equation.===>Na taj način, univarijaciona jednačina t-VaR postaje: (10) Nakon provere može se zaključiti da formula za tVaR obuhvata i dodatni multiplikator koji ublažava efekat standardne devijacije prethodne jednačine VaR.)
MATCH@M:(In multivariate framework we have to assure that each of assets return series is modeled separately according to assumed Student’s t-distribution.===>Kada je reč o multivarijacionom okviru, moramo da obezbedimo da svaki niz prinosa na sredstva bude oblikovan posebno, u skladu sa pretpostavljanom Student’s t-distribucijom.)
MATCH@E:(In multivariate framework we have to assure that each of assets return series is modeled separately according to assumed Students t-distribution.===>Kada je reč o multivarijacionom okviru, moramo da obezbedimo da svaki niz prinosa na sredstva bude oblikovan posebno, u skladu sa pretpostavljanom Students t-distribucijom.)
MATCH@M:(As a result, there is a need to accommodate variance covariance matrix with additional multiplier term for each asset in portfolio.===>Stoga je potrebno da se matrica varijanse i kovarijanse uskladi sa multiplikatorom za svaku vrstu sredstava u portfelju.)
MATCH@E:(As a result, there is a need to accommodate variance covariance matrix with additional multiplier term for each asset in portfolio.===>Stoga je potrebno da se matrica varijanse i kovarijanse uskladi sa multiplikatorom za svaku vrstu sredstava u portfelju.)
MATCH@M:(The number of different multipliers applied equals the number of different portfolio assets time series.===>Broj različitih multiplikatora koji su primenjeni jednak je broju različitih vremenskih nizova za sredstva u portfelju.)
MATCH@E:(The number of different multipliers applied equals the number of different portfolio assets time series.===>Broj različitih multiplikatora koji su primenjeni jednak je broju različitih vremenskih nizova za sredstva u portfelju.)
MATCH@M:(Since the Student’s t-distribution converges to the Normal distribution as gets large, we can regard the Student’s t VaR with a finite v as a generalization of the normal VaR.===>Pošto se sa povećanjem Student’s t-distribucija približava Normalnoj distribuciji, Student’s t VaR sa završnim možemo posmatrati kao generalizaciju normalne VaR.)
MATCH@E:(Since the Students t-distribution converges to the Normal distribution as gets large, we can regard the Students t VaR with a finite ν as a generalization of the normal VaR.===>Pošto se sa povećanjem Students t-distribucija približava Normalnoj distribuciji, Students t VaR sa završnim možemo posmatrati kao generalizaciju normalne VaR.)
MATCH@M:(As v gets large, approaches its normal equivalent Zi-av, and the additional multiplier term approaches one.===>Kako se povećava, se približava svom normalnom ekvivalentu Zi-av , a vrednost dodatnog multiplikatora približava se vrednosti jedan.)
MATCH@E:(As ν gets large, approaches its normal equivalent Z1-α,ν, and the additional multiplier term approaches one.===>Kako se povećava, se približava svom normalnom ekvivalentu Z1-α,ν, a vrednost dodatnog multiplikatora približava se vrednosti jedan.)
MATCH@M:(The analytical VaR models discussed above are the simplest ones among VaR framework.===>Analitički modeli VaR o kojima smo raspravljali do sada najjednostavniji su u okviru VaR.)
MATCH@E:(The analytical VaR models discussed above are the simplest ones among VaR framework.===>Analitički modeli VaR o kojima smo raspravljali do sada najjednostavniji su u okviru VaR.)
MATCH@M:(These models consider volatility and correlations as constant parameters over time and assume the relevant portfolio assets returns to be characterized by a stable distribution over time.===>Ovi modeli uzimaju u obzir promenljivost i korelacije kao konstantne parametre u vremenu i polaze od toga da relevantni prinosi na sredstva iz portfelja tokom vremena imaju stabilnu distribuciju.)
MATCH@E:(These models consider volatility and correlations as constant parameters over time and assume the relevant portfolio assets returns to be characterized by a stable distribution over time.===>Ovi modeli uzimaju u obzir promenljivost i korelacije kao konstantne parametre u vremenu i polaze od toga da relevantni prinosi na sredstva iz portfelja tokom vremena imaju stabilnu distribuciju.)
MATCH@M:(This assumption is clearly in contrast with the empirical evidence, which shows that volatility and correlations vary over time.===>Ova pretpostavka je sasvim suprotna empirijskim zaključcima koji pokazuju da se i promenljivost i korelacije vremenom menjaju.)
MATCH@E:(This assumption is clearly in contrast with the empirical evidence, which shows that volatility and correlations vary over time. ~~~ 3.===>Ova pretpostavka je sasvim suprotna empirijskim zaključcima koji pokazuju da se i promenljivost i korelacije vremenom menjaju. 3.)
MATCH@M:(The phenomenon which is often referred to as “volatility clustering” indicates that asset returns often experience periods of low and high volatility.===>Fenomen o kome se uvek govori kao o “grupisanju promenljivosti” pokazuje da prinosi po sredstvima često imaju periode niske i visoke promenljivosti.)
MATCH@E:(The mulivariate garch modeling of value-at-risk The phenomenon which is often referred to as volatility clustering indicates that asset returns often experience periods of low and high volatility.===>Izrada multivarijacionog garch modela za vrednost-pod-rizikom Fenomen o kome se uvek govori kao o grupisanju promenljivosti pokazuje da prinosi po sredstvima često imaju periode niske i visoke promenljivosti.)
MATCH@M:(The Figure 1. shows that the assumption that volatility is constant over time, which is a hypothesis for unconditional VaR models, may be misleading.===>Slikal. pokazuje da je pretpostavka da je promenljivost konstantna tokom vremena, sto je pretpostavka bezuslov-nih (čistih) modela VaR, može da zavara.)
MATCH@E:(The Figure 1. shows that the assumption that volatility is constant over time, which is a hypothesis for unconditional VaR models4, may be misleading.===>Slika1. pokazuje da je pretpostavka da je promenljivost konstantna tokom vremena, što je pretpostavka bezuslovnih (čistih) modela VaR56, može da zavara.)
MATCH@M:(Beside already mentioned volatility clustering effect GARCH implies another important property referred to as mean reversion.===>Pored već pome-nutog efekta grupisanja promenljivosti, GARCH ukazuje i na jos jednu značajnu karakteristiku koju nazivamo srednja svota.)
MATCH@E:(Beside already mentioned volatility clustering effect GARCH implies another important property referred to as mean reversion.===>Pored već pomenutog efekta grupisanja promenljivosti, GARCH ukazuje i na još jednu značajnu karakteristiku koju nazivamo srednja svota.)
MATCH@M:(In this context, mean reversion means that in the absence of innovation variance tends towards some long-run equilibrium level.===>U ovom kontekstu, srednja svota (re-verzija) znači da u odsustvu inovacija varijansa teži da na kraju ostane u nekom stepenu ravnoteže.)
MATCH@E:(In this context, mean reversion means that in the absence of innovation variance tends towards some long-run equilibrium level.===>U ovom kontekstu, srednja svota (reverzija) znači da u odsustvu inovacija varijansa teži da na kraju ostane u nekom stepenu ravnoteže.)
MATCH@M:(Multivariate GARCH (mGARCH) models are in spirit very similar to their univariate counterparts.===>Multivarijacioni GARCH (mGARCH) modeli su po duhu veoma slični svojim univarijacionim rođacima.)
MATCH@E:(Multivariate GARCH (mGARCH) models are in spirit very similar to their univariate counterparts.===>Multivarijacioni GARCH (mGARCH) modeli su po duhu veoma slični svojim univarijacionim rođacima.)
MATCH@M:(The main difference is in fact that mGARCH models specify equations for how the covariances move over time.===>Glavna razlika je u stvari u tome da mGARCH modeli specifikuju jednačine po tome kako se kovarijanse kreću u vremenu.)
MATCH@E:(The main difference is in fact that mGARCH models specify equations for how the covariances move over time.===>Glavna razlika je u stvari u tome da mGARCH modeli specifikuju jednačine po tome kako se kovarijanse kreću u vremenu.)
MATCH@M:(Several different mGARCH formulations have been proposed in the academic literature, including VECH, diagonal VECH, DVEK, CCC-GARCH and orthogonal GARCH models.===>Literatura predlaže niz različitih formulacija mGARCH, među kojima i VECH, dijagonalni VECH, DVEK, CCC-GARCH6 i ortogonalni GARCH model.)
MATCH@E:(Several different mGARCH formulations have been proposed in the academic literature, including VECH, diagonal VECH, DVEK, CCC-GARCH6 and orthogonal GARCH models.===>Literatura predlaže niz različitih formulacija mGARCH, među kojima i VECH, dijagonalni VECH, DVEK, CCC-GARCH6 i ortogonalni GARCH model.)
MATCH@M:(Since the complexity of majority of models is emphasized, the deliberate consideration with respect to theoretical propositions and practical issues is needed.===>Pošto je složenost većine modela naglašena, potrebno je da se ozbiljno njima pozabavimo u smislu teorijskih predloga i praktične primene na primerima.)
MATCH@E:(Since the complexity of majority of models is emphasized, the deliberate consideration with respect to theoretical propositions and practical issues is needed.===>Pošto je složenost većine modela naglašena, potrebno je da se ozbiljno njima pozabavimo u smislu teorijskih predloga i praktične primene na primerima.)
MATCH@M:(A major problem with most multivariate GARCH specifications is that the number of parameters tends to explode with the dimension of the model, making them unsuitable for analyses of many risk factors.===>Glavni problem sa većinom multivarijacionih GARCH specifikacija jeste taj da broj parametara ima tendenciju da prosto eksplodira u skladu sa dimenzijama modela, čime postaju neprikladni za analizu mnogih faktora rizika.)
MATCH@E:(A major problem with most multivariate GARCH specifications is that the number of parameters tends to explode with the dimension of the model, making them unsuitable for analyses of many risk factors.===>Glavni problem sa većinom multivarijacionih GARCH specifikacija jeste taj da broj parametara ima tendenciju da prosto eksplodira u skladu sa dimenzijama modela, čime postaju neprikladni za analizu mnogih faktora rizika.)
MATCH@M:(In practice it is therefore usually necessary to restrict the model both to contain the curse of dimensionality and ensure positive definiteness.===>Stoga je u praksi obično neophodno ograničiti model tako da ima odgovarajuću dimenzionalnost i da obezbedi pozitivnu definisanost.)
MATCH@E:(In practice it is therefore usually necessary to restrict the model both to contain the curse of dimensionality and ensure positive definiteness.===>Stoga je u praksi obično neophodno ograničiti model tako da ima odgovarajuću dimenzionalnost i da obezbedi pozitivnu definisanost.)
MATCH@M:(Trying to estimate such a model is bound to be difficult, not only may it take a time to estimate parameters, but there are multiple local optima in the likelihood function used which requires the use of multiple different starting values.===>Pokušaj da se proceni ovakav model svakako će biti težak, ne samo zato što treba vremena da se izračunaju parametri, već i zato što postoji veliki broj lokalnih optimuma u funkciji verovatnoće zbog čega mora da se primeni veliki broj različitih početnih vrednosti.)
MATCH@E:(Trying to estimate such a model is bound to be difficult, not only may it take a time to estimate parameters, but there are multiple local optima in the likelihood function used which requires the use of multiple different starting values.===>Pokušaj da se proceni ovakav model svakako će biti težak, ne samo zato što treba vremena da se izračunaju parametri, već i zato što postoji veliki broj lokalnih optimuma u funkciji verovatnoće zbog čega mora da se primeni veliki broj različitih početnih vrednosti.)
MATCH@M:(Thus, in general, a simplified version of the model, for the practical purposes, is used.===>Tako se u praktične svrhe uglavnom koristi pojednostavljena verzija ovog modela.)
MATCH@E:(Thus, in general, a simplified version of the model, for the practical purposes, is used.===>Tako se u praktične svrhe uglavnom koristi pojednostavljena verzija ovog modela.)
MATCH@M:(Especially, this may lead to time consuming process, when huge covariance matrices are imposed by number of positions in portfolio.===>Ovo posebno može da predstavlja dugotrajan proces, kada su velike matrice kovarijanse op-terečene velikim brojem pozicija i portfelju.)
MATCH@E:(Especially, this may lead to time consuming process, when huge covariance matrices are imposed by number of positions in portfolio.===>2,…, σn (31) Isto tako, (25) (26) (27) (28) Na ovaj način model podrazumeva da vraćamo model uGARCH (1,1) za sve vrste volatilnosti, ali u osnovi multivarijacione distribucije postoji i kovarijansa koja se mora procenjivati po metodu maksimalne verodostojnosti.)
BAD_LINE_=============================================================
BAD_LINE_M:Especially, this may lead to time consuming process, when huge covariance matrices are imposed by number of positions in portfolio.
BAD_LINE_M:Ovo posebno može da predstavlja dugotrajan proces, kada su velike matrice kovarijanse op-terečene velikim brojem pozicija i portfelju.
BAD_LINE_E:Especially, this may lead to time consuming process, when huge covariance matrices are imposed by number of positions in portfolio.
BAD_LINE_E:2,…, σn (31) Isto tako, (25) (26) (27) (28) Na ovaj način model podrazumeva da vraćamo model uGARCH (1,1) za sve vrste volatilnosti, ali u osnovi multivarijacione distribucije postoji i kovarijansa koja se mora procenjivati po metodu maksimalne verodostojnosti.
MATCH@M:(Moreover, in some cases, the covariance matrix in DVECH model may be not positive definite.===>Šta više, u nekim slučajevima, matrica kovarijanse u modelu DVECH ne mora da bude pozitivna definisana.)
MATCH@E:(Moreover, in some cases, the covariance matrix in DVECH model may be not positive definite.===>Ovo posebno može da predstavlja dugotrajan proces, kada su velike matrice kovarijanse opterećene velikim brojem pozicija i portfelju. [ta više, u nekim slučajevima, matrica kovarijanse u modelu DVECH ne mora da bude pozitivna definisana.)
BAD_LINE_=============================================================
BAD_LINE_M:Moreover, in some cases, the covariance matrix in DVECH model may be not positive definite.
BAD_LINE_M:Šta više, u nekim slučajevima, matrica kovarijanse u modelu DVECH ne mora da bude pozitivna definisana.
BAD_LINE_E:Moreover, in some cases, the covariance matrix in DVECH model may be not positive definite.
BAD_LINE_E:Ovo posebno može da predstavlja dugotrajan proces, kada su velike matrice kovarijanse opterećene velikim brojem pozicija i portfelju. [ta više, u nekim slučajevima, matrica kovarijanse u modelu DVECH ne mora da bude pozitivna definisana.
MATCH@M:(Constant Conditional Correlations multivariate GARCH (1,1).===>Multivarijacioni GARCH (1,1) konstantnih uslovnih korelacija.)
MATCH@E:(Š19Ë Constant Conditional Correlations multivariate GARCH (1,1).===>Š19Ë Multivarijacioni GARCH (1,1) konstantnih uslovnih korelacija.)
MATCH@M:(The convergence and estimation problems of time-varying covariances in multivariate GARCH models lead to the so called Constant Conditional Correlations multivariate GARCH (1,1) or CCC-mGARCH(1,1) model for practical purposes usage.===>Problemi konvergencije i procene vremenski promenljivih kovarijanti u multivarijacionim GARCH modelima doveli su do nastanka tzv. multi-varijacionog GARCH (1,1) konstantnih uslovnih korelacija ili CCC-mGARCH(1,1) modela za praktične namene.)
MATCH@E:(The convergence and estimation problems of time-varying covariances in multivariate GARCH models lead to the so called Constant Conditional Correlations multivariate GARCH (1,1) or CCC-mGARCH(1,1) model for practical purposes usage.===>Problemi konvergencije i procene vremenski promenljivih kovarijanti u multivarijacionim GARCH modelima doveli su do nastanka tzv. multivarijacionog GARCH (1,1) konstantnih uslovnih korelacija ili CCC-mGARCH(1,1) modela za praktične namene.)
MATCH@M:(There is a possibility to retain the time varying properties by using conditional variances and keeping correlations constant through the time.===>Postoji mogučnost da se zadrže vremenski promenljive karakteristike primenom uslovnih varijansi i održavanjem korelacija u konstantnoj vrednosti sve vreme.)
MATCH@E:(According to Š8Ë there is a possibility to retain the time varying properties by using conditional variances and keeping correlations constant through the time.===>Prema Š8Ë, postoji mogućnost da se zadrže vremenski promenljive karakteristike primenom uslovnih varijansi i održavanjem korelacija u konstantnoj vrednosti sve vreme.)
MATCH@M:(This constant conditional correlation specification represents a simple way of combining univariate GARCH processes with multivariate logic.===>Ova specifikacija konstantne uslovne korelacije predstavlja jednostavan način kombinovanja univarij acionih GARCH procesa i multivarijacione logike.)
MATCH@E:(This constant conditional correlation specification represents a simple way of combining univariate GARCH processes with multivariate logic.===>Ova specifikacija konstantne uslovne korelacije predstavlja jednostavan način kombinovanja univarijacionih GARCH procesa i multivarijacione logike.)
MATCH@M:(By this, each asset volatility term follows univariate GARCH (1,1).===>Na ovaj način volatil-nost svakog sredstva ponaša se po univarij acionom GARCH (1,1).)
MATCH@E:(By this, each asset volatility term follows univariate GARCH (1,1).===>Na ovaj način volatilnost svakog sredstva ponaša se po univarijacionom GARCH (1,1).)
MATCH@M:(In some empirical settings it gives an adequate performance, but it is generally considered that the constancy of conditional correlation in this model is an unrealistic feature and that the impact of news on financial markets requires models that allow a dynamic evolution of conditional correlation as well as a dynamic evolution of volatilities.===>U nekim empirijskim postavkama on omogučava odgovaraj uče performanse, ali se obično veruje da je konstantnost uslovne korelacije u ovom modelu nerealna osobina i da uticaj novih dešavanja na finansijskim tržištima traži modele koji omogučavaju dinamičku evoluciju uslovne korelacije kao i dinamičan razvoj svih volatilnosti.)
MATCH@E:(In some empirical settings it gives an adequate performance, but it is generally considered that the constancy of conditional correlation in this model is an unrealistic feature and that the impact of news on financial markets requires models that allow a dynamic evolution of conditional correlation as well as a dynamic evolution of volatilities.===>U nekim empirijskim postavkama on omogućava odgovarajuće performanse, ali se obično veruje da je konstantnost uslovne korelacije u ovom modelu nerealna osobina i da uticaj novih dešavanja na finansijskim tržištima traži modele koji omogućavaju dinamičku evoluciju uslovne korelacije kao i dinamičan razvoj svih volatilnosti.)
MATCH@M:(Orthogonal GARCH (1,1).===>Ortogonalni GARCH (1,1).)
MATCH@E:(Orthogonal GARCH (1,1).===>Ortogonalni GARCH (1,1).)
MATCH@M:(So called, “Ortogonal GARCH” (OGARCH) represents the solution for the problem of huge number of covariance matrix parameters and multivariate maximum likelihood estimation difficulties.===>Takozvani “Ortogonalni GARCH” (OGARCH) predstavlja rešenje za problem ogromnog broja parametara matrice kovarijansi i za te-škoče u proceni maksimalne multivarijacione verodo-stojnosti.)
MATCH@E:(So called, Ortogonal GARCH (OGARCH) represents the solution for the problem of huge number of covariance matrix parameters and multivariate maximum likelihood estimation difficulties.===>Takozvani Ortogonalni GARCH (OGARCH) predstavlja rešenje za problem ogromnog broja parametara matrice kovarijansi i za teškoće u proceni maksimalne multivarijacione verodostojnosti.)
MATCH@M:(For any application, the covariance matrix may be large and hence difficult to work with.===>Matrica kovarijanse može da bude velika za svaku aplikaciju i stoga je teško raditi na njoj.)
MATCH@E:(For any application, the covariance matrix may be large and hence difficult to work with.===>Matrica kovarijanse može da bude velika za svaku aplikaciju i stoga je teško raditi na njoj.)
MATCH@M:(The principal components analysis (PCA) is method for extracting the most important independent sources of information in the data.===>Analiza principalnih komponenti (PCA) predstavlja metod izdvajanja najznačajnijih nezavisnih izvora informacija u okviru podataka.)
MATCH@E:(The principal components analysis (PCA) is method for extracting the most important independent sources of information in the data.===>Analiza principalnih komponenti (PCA) predstavlja metod izdvajanja najznačajnijih nezavisnih izvora informacija u okviru podataka.)
MATCH@M:(This approach is computationally efficient because it allows an enormous reduction in the dimensionality of the problem, whilst retaining a very high degree of accuracy.===>Ovaj pristup je efikasan u izračunavanju zato što omogučava da se dimenzije problema u velikoj meri smanje, a da se pri tome zadrži visok stepen preciznosti.)
MATCH@E:(This approach is computationally efficient because it allows an enormous reduction in the dimensionality of the problem, whilst retaining a very high degree of accuracy.===>Ovaj pristup je efikasan u izračunavanju zato što omogućava da se dimenzije problema u velikoj meri smanje, a da se pri tome zadrži visok stepen preciznosti.)
MATCH@M:(This also allows an enormous reduction in number of parameters that has to be estimated applying multivariate GARCH logic.===>Moguče je takođe u velikoj meri smanjiti broj parametara koje treba proceniti primenom multi-varijacione GARCH logike.)
MATCH@E:(This also allows an enormous reduction in number of parameters that has to be estimated applying multivariate GARCH logic.===>Moguće je takođe u velikoj meri smanjiti broj parametara koje treba proceniti primenom multivarijacione GARCH logike.)
MATCH@M:(By this idea, we can find and use linear combinations of principal components, which are, by definition uncorrelated, and by using only them we reduce problem dimensionality during parameter estimation process.===>Prema ovoj ideji možemo da nađemo i koristimo linearne kombinacije principal-nih komponenti koje po definiciji nisu u korelaciji, i samo na osnovu njih možemo da smanjimo dimenzioni-sanost problema u procesu procenjivanja parametara.)
MATCH@E:(By this idea, we can find and use linear combinations of principal components, which are, by definition uncorrelated, and by using only them we reduce problem dimensionality during parameter estimation process.===>Prema ovoj ideji možemo da nađemo i koristimo linearne kombinacije principalnih komponenti koje po definiciji nisu u korelaciji, i samo na osnovu njih možemo da smanjimo dimenzionisanost problema u procesu procenjivanja parametara.)
MATCH@M:(Fitting Multivariate GARCH Models.===>Uskla|ivanje multivarijacionih GARCH modela.)
MATCH@E:(Fitting Multivariate GARCH Models.===>Usklađivanje multivarijacionih GARCH modela.)
MATCH@M:(Since fitting model parameters underlying multivariate distributions with higher dimensions, by applying MLE may not be feasible and it is not recommended, we combine apply estimation of multivariate GARCH models which may be treated as a set of univariate GARCH counterparts.===>Pošto usklađivanje parametara modela multivarijacionih distribucija večih dimenzija primenom MLE možda neče biti izvodljivo i ne preporučuje se, kombinujemo procenu multivarijacionih GARCH modela koji se mogu tretirati kao skup njihovih univarijacionih GARCH dvojnika.)
MATCH@E:(Since fitting model parameters underlying multivariate distributions with higher dimensions, by applying MLE may not be feasible and it is not recommended, we combine apply estimation of multivariate GARCH models which may be treated as a set of univariate GARCH counterparts.===>Pošto usklađivanje parametara modela multivarijacionih distribucija većih dimenzija primenom MLE možda neće biti izvodljivo i ne preporučuje se, kombinujemo procenu multivarijacionih GARCH modela koji se mogu tretirati kao skup njihovih univarijacionih GARCH dvojnika.)
MATCH@M:(In an ideal factor model we would have a diagonal covariance matrix.===>U nekom idealnom modelu faktora dobili bismo dijagonalnu matricu kovarijanse.)
MATCH@E:(In an ideal factor model we would have a diagonal covariance matrix.===>U nekom idealnom modelu faktora dobili bismo dijagonalnu matricu kovarijanse.)
MATCH@M:(This means that we fit both CCC-mGARCH model where the constant conditional correlation matrix is the identity matrix and O-mGARCH model with its diagonalized form of principal components.===>To znači da usklađujemo i model CCC-mGARCH gde matrica konstantne uslovne korelacije (CCC) predstavlja identifikacionu matricu i model O-mGARCH sa njegovom dijagonalno postavljenom formom principalnih komponenti.)
MATCH@E:(This means that we fit both CCC-mGARCH model where the constant conditional correlation matrix is the identity matrix and O-mGARCH model with its diagonalized form of principal components.===>To znači da usklađujemo i model CCC-mGARCH gde matrica konstantne uslovne korelacije (CCC) predstavlja identifikacionu matricu i model O-mGARCH sa njegovom dijagonalno postavljenom formom principalnih komponenti.)
MATCH@M:(This empirical study consists of applying VaR techniques described in previous chapters on a practical, real life financial data.===>U ovoj empirijskoj studiji primenjujemo tehnike VaR opisane u prethodnim poglavljima na praktične podatke iz realnog života.)
MATCH@E:(Empirical study and results This empirical study consists of applying VaR techniques described in previous chapters on a practical, real life financial data.===>Empirijska studija i rezultati U ovoj empirijskoj studiji primenjujemo tehnike VaR opisane u prethodnim poglavljima na praktične podatke iz realnog života.)
MATCH@M:(The VaR estimate for each methodology is based on the same underlying hypothetical portfolio.===>Procena VaR za svaku metodologiju zasniva se na istom osnovnom hipotetičkom portfelju.)
MATCH@E:(The VaR estimate for each methodology is based on the same underlying hypothetical portfolio.===>Procena VaR za svaku metodologiju zasniva se na istom osnovnom hipotetičkom portfelju.)
MATCH@M:(The constructed hypothetical portfolio consists of stocks, treasuries and foreign exchange rates from the Serbian capital market that could be hypothetically held by any Serbian bank.===>Hipotetički portfelj koji smo napravili sadrži akcije, blagajničke zapise i devizne kurseve sa srpskog tržišta kapitala koje bi hipotetički mogla da drži bilo koja banka u Srbiji.)
MATCH@E:(The constructed hypothetical portfolio consists of stocks, treasuries and foreign exchange rates from the Serbian capital market that could be hypothetically held by any Serbian bank.===>Hipotetički portfelj koji smo napravili sadrži akcije, blagajničke zapise i devizne kurseve sa srpskog tržišta kapitala koje bi hipotetički mogla da drži bilo koja banka u Srbiji.)
MATCH@M:(The graphical representations of the VaR estimation results are presented and compared with daily profits/losses incurred by holding this hypothetical portfolio.===>Grafičke prezentacije rezultata procene VaR predstavljene su i poređene sa dnevnim profitom/gubit-kom nastalim držanjem ovog hipotetičkog portfelja.)
MATCH@E:(The graphical representations of the VaR estimation results are presented and compared with daily profits/losses incurred by holding this hypothetical portfolio.===>Grafičke prezentacije rezultata procene VaR predstavljene su i poređene sa dnevnim profitom/gubitkom nastalim držanjem ovog hipotetičkog portfelja.)
MATCH@M:(The Basel II backtesting procedure, together with Kupiec test, is used to decide which model is the most appropriate to use on day-to-day basis for assessing VaR and therefore determining the market risk capital requirement.===>Ba-zel II postupak povratnog testiranja kao i Kupiec test, primenjeni su da bi se videlo koji model je najprikladniji za primenu u proceni VaR na dnevnoj bazi i da bi se stoga odredili zahtevi kapitala za tržišni rizik.)
MATCH@E:(The Basel II backtesting8 procedure, together with Kupiec test, is used to decide which model is the most appropriate to use on day-to-day basis for assessing VaR and therefore determining the market risk capital requirement.===>Bazel II postupak povratnog testiranja8 kao i Kupiec test, primenjeni su da bi se videlo koji model je najprikladniji za primenu u proceni VaR na dnevnoj bazi i da bi se stoga odredili zahtevi kapitala za tržišni rizik.)
MATCH@M:(The required input data for this empirical study includes necessary information about financial instruments of the portfolio considered.===>Potrebni podaci za input u ovoj empirijskoj studiji ob-uhvataju neophodne informacije o finansijskim instrumentima portfelja koji posmatramo.)
MATCH@E:(The required input data for this empirical study includes necessary information about financial instruments of the portfolio considered.===>Potrebni podaci za input u ovoj empirijskoj studiji obuhvataju neophodne informacije o finansijskim instrumentima portfelja koji posmatramo.)
MATCH@M:(Data on portfolio constituents such as: time history of prices, positions values, denomination currency for each portfolio position was necessary to form the whole portfolio and portfolio constituent’s returns.===>Podaci o sastavnim delovima portfelja kao što su istorijat cena, vred-nosti pozicija, denominacija valute za svaku poziciju iz portfelja, bili su neophodni da bi se dobili prinosi za ceo portfelj i za njegove sastavne delove.)
MATCH@E:(Data on portfolio constituents such as: time history of prices, positions values, denomination currency for each portfolio position was necessary to form the whole portfolio and portfolio constituents returns.===>Podaci o sastavnim delovima portfelja kao što su istorijat cena, vrednosti pozicija, denominacija valute za svaku poziciju iz portfelja, bili su neophodni da bi se dobili prinosi za ceo portfelj i za njegove sastavne delove.)
MATCH@M:(All those data represents the main input for the VaR analysis.===>Svi ovi podaci predstavljaju glavni input za analizu VaR.)
MATCH@E:(All those data represents the main input for the VaR analysis.===>Svi ovi podaci predstavljaju glavni input za analizu VaR.)
MATCH@M:(Each treasuries bond is EUR denominated.===>Svaka ova obveznica denominovana je u EUR.)
MATCH@E:(Each treasuries bond is EUR denominated.===>Svaka ova obveznica denominovana je u EUR.)
MATCH@M:(This data range has been chosen for the risk estimation purpose to emphasis the bullish period of the economy due to financial global crisis and to assess the VaR for this harsh period for the Serbian economy.===>Ovaj raspon podataka uzet je u cilju procene, da se istakne opasan period u privredi nastao uticajem globalne finansijske krize kao i da bi se procenila VaR u ovom teškom periodu za srpsku privredu.)
MATCH@E:(This data range has been chosen for the risk estimation purpose to emphasis the bullish period of the economy due to financial global crisis and to assess the VaR for this harsh period for the Serbian economy.===>Ovaj raspon podataka uzet je u cilju procene, da se istakne opasan period u privredi nastao uticajem globalne finansijske krize kao i da bi se procenila VaR u ovom teškom periodu za srpsku privredu.)
MATCH@M:(In total we have 501 price observations for each portfolio position which are sorted in ascending order with respect to date.===>Ukupno imamo 501 opservaciju cena za svaku poziciju iz portfelja, a poredane su uzlaznim redom u odnosu na datum.)
MATCH@E:(In total we have 501 price observations for each portfolio position which are sorted in ascending order with respect to date.===>Ukupno imamo 501 opservaciju cena za svaku poziciju iz portfelja, a poređane su uzlaznim redom u odnosu na datum.)
MATCH@M:(For the multivariate VaR estimation purposes each of 10 price time series is used and transformed in 500 corresponding return observations according to Equation (1).===>Za procene multivarijacione VaR svaki od 10 vremenskih nizova cena iskorišćen je i transformisan u 500 odgovarajućih opservacija prinosa, a prema Jednačini (1).)
MATCH@E:(For the multivariate VaR estimation purposes each of 10 price time series is used and transformed in 500 corresponding return observations according to Equation (1).===>Za procene multivarijacione VaR svaki od 10 vremenskih nizova cena iskorišćen je i transformisan u 500 odgovarajućih opservacija prinosa, a prema Jednačini (1).)
MATCH@M:(The day-to-day positions values are calculated assuming approximately equally weighted portfolio.===>Vrednosti pozicija na dnevnoj bazi izračunavaju se pod pretpostavkom da postoji približno isto ponderisan portfelj.)
MATCH@E:(The day-to-day positions values are calculated assuming approximately equally weighted portfolio.===>Vrednosti pozicija na dnevnoj bazi izračunavaju se pod pretpostavkom da postoji približno isto ponderisan portfelj.)
MATCH@M:(In other words, time series of daily prices were firstly calculated to be RSD denominated and then corresponding returns have been calculated.===>Drugim rečima, vremenski nizovi cena na dnevnoj bazi prvo se izračunavaju u dinarima, a onda se obračunavaju odgovarajući prinosi.)
MATCH@E:(In other words, time series of daily prices were firstly calculated to be RSD denominated and then corresponding returns have been calculated.===>Drugim rečima, vremenski nizovi cena na dnevnoj bazi prvo se izračunavaju u dinarima, a onda se obračunavaju odgovarajući prinosi.)
MATCH@M:(II.	VaR estimation period.===>II.	Period procene VaR.)
MATCH@E:(VaR estimation period.===>Period procene VaR.)
MATCH@M:(Initial estimation period comprises of the first 250 returns, from 1st to 250th return i.e. from 20. September 2007 to 16. September 2008.===>Inicijalni period procene obuhvata prvih 250 prinosa, od 1. do 250., t.j. od 20. septembra 2007. do 16. septembra 2008.)
MATCH@E:(Initial estimation period comprises of the first 250 returns, from 1st to 250th return i.e. from 20. ~~~ September 2007 to 16.===>Inicijalni period procene obuhvata prvih 250 prinosa, od 1. do 250., t.j. od 20. septembra 2007. do 16. septembra 2008.)
MATCH@M:(The portfolio returns and summary statistic are given in the following Table 2.===>Prinosi portfelja i zbirna statistika date su u tabeli 2.)
MATCH@E:(The portfolio returns and summary statistic are given in the following Table 2.===>Prinosi portfelja i zbirna statistika date su u tabeli 2.)
MATCH@M:(The table below provides summary statistics as well as the Jarque-Bera statistic for testing normality.===>Tabela koja sledi predstavlja zbirnu statistiku kao i Jarque-Bera statistiku za testiranje normalnosti.)
MATCH@E:(The table below provides summary statistics as well as the Jarque-Bera statistic for testing normality.===>Tabela koja sledi predstavlja zbirnu statistiku kao i Jarque-Bera statistiku za testiranje normalnosti.)
MATCH@M:(For all portfolio assets including portfolio itself, the null hypothesis of normality is rejected at any level of significance, as there is evidence of significant kurtosis and negative skewness.===>Za sva sredstva u portfelju uključujući i sam portfelj odbijena je nulta hipoteza na svakom nivou značajnosti, pošto je dokazano postojanje značajne kurtoze i negativne iskošenosti.)
MATCH@E:(For all portfolio assets including portfolio itself, the null hypothesis of normality is rejected at any level of significance, as there is evidence of significant kurtosis and negative skewness.===>Za sva sredstva u portfelju uključujući i sam portfelj odbijena je nulta hipoteza na svakom nivou značajnosti, pošto je dokazano postojanje značajne kurtoze i negativne iskošenosti.)
MATCH@M:(From Table 2, relatively low values of degrees of freedom (DoF) for all portfolio components including portfolio itself are provided, which confirms that there is a relatively high kurto-sis observed in data.===>Iz tabele 2 dobija-mo relativno niske vrednosti stepenova slobode (DoF) za sve komponente portfelja uključujući i sam portfelj, što potvrđuje prisustvo relativno visoke kur-toze u podacima.)
MATCH@E:(From Table 2, relatively low values of degrees of freedom (DoF) for all portfolio components including portfolio itself are provided, which confirms that there is a relatively high kurtosis observed in data.===>Iz tabele 2 dobijamo relativno niske vrednosti stepenova slobode (DoF) za sve komponente portfelja uključujući i sam portfelj, što potvrđuje prisustvo relativno visoke kurtoze u podacima.)
MATCH@M:(Consequently, this is the observation period where VaR estimates are iteratively calculated on day to day basis.===>Stoga ovo predstavlja period posmatranja u kome se procene VaR izračunavaju iterativno na dnevnoj bazi.)
MATCH@E:(Consequently, this is the observation period where VaR estimates are iteratively calculated on day to day basis.===>Stoga ovo predstavlja period posmatranja u kome se procene VaR izračunavaju iterativno na dnevnoj bazi.)
MATCH@M:(The VaR estimation, through this period, is done by applying “rolling window” concept.===>U ovom periodu procena VaR se vrši primenom koncepta “rolling window”.)
MATCH@E:(The VaR estimation, through this period, is done by applying rolling window concept.===>U ovom periodu procena VaR se vrši primenom koncepta rolling window.)
MATCH@M:(This means that the first VaR results are calculated underlying the data from the initial estimation period from 1st to 250th observation; then, the 1st observation (from the initial estimation period) is dropped out and the 252nd is included in “rolling window”.===>To znači da se prvi rezultati VaR izračunavaju na podacima iz inicijalnog perioda procene od 1. do 250. procene; onda se 1. procena (iz inicijalnog perioda procene) izbacuje, a u “rolling window” se uključuje 252. procena.)
MATCH@E:(This means that the first VaR results are calculated underlying the data from the initial estimation period from 1st to 250th observation; then, the 1st observation (from the initial estimation period) is dropped out and the 252nd is included in rolling window.===>To znači da se prvi rezultati VaR izračunavaju na podacima iz inicijalnog perioda procene od 1. do 250. procene; onda se 1. procena (iz inicijalnog perioda procene) izbacuje, a u rolling window se uključuje 252. procena.)
MATCH@M:(Consequently, for the second VaR estimate we deal with range which captures returns from 2nd to 252nd and VaR is recalculated for each considered methodology according to newly imposed range.===>Stoga u drugoj proceni VaR imamo opseg koji obuhvata prinose od 2. do 252., a VaR se ponovo obračunava za svaku posma-tranu metodologiju i to po ovom novom opsegu.)
MATCH@E:(Consequently, for the second VaR estimate we deal with range which captures returns from 2nd to 252nd and VaR is recalculated for each considered methodology according to newly imposed range.===>Stoga u drugoj proceni VaR imamo opseg koji obuhvata prinose od 2. do 252., a VaR se ponovo obračunava za svaku posmatranu metodologiju i to po ovom novom opsegu.)
MATCH@M:(This procedure repeats iteratively until we estimate the VaR for last “rolling window” ranging from 251st to 500th return observation.===>Ovaj postupak se ponavlja sve vreme dok ne procenimo VaR za poslednji “rolling window”, od 251.t do 500. posmatranja prinosa.)
MATCH@E:(This procedure repeats iteratively until we estimate the VaR for last rolling window ranging from 251st to 500th return observation.===>Ovaj postupak se ponavlja sve vreme dok ne procenimo VaR za poslednji rolling window, od 251.t do 500. posmatranja prinosa.)
MATCH@M:(The “rolling window” concept enables to deal with last 250 return observations in each period for which VaR is calculated.===>Ovaj koncept nam omogućava da poslujemo sa 250 opservacija prinosa u svakom periodu za koji se VaR obračunava.)
MATCH@E:(The rolling window concept enables to deal with last 250 return observations in each period for which VaR is calculated.===>Ovaj koncept nam omogućava da poslujemo sa 250 opservacija prinosa u svakom periodu za koji se VaR obračunava.)
MATCH@M:(In this paper, there are 250 VaR estimates for 250 imposed rolling windows in range that denotes VaR estimation period.===>U ovom radu dajemo 250 procena VaR za 250 ovih situacija u opsegu koji obeležava period procene VaR.)
MATCH@E:(In this paper, there are 250 VaR estimates for 250 imposed rolling windows in range that denotes VaR estimation period.===>U ovom radu dajemo 250 procena VaR za 250 ovih situacija u opsegu koji obeležava period procene VaR.)
MATCH@M:(Empirical results are given for multivariate GARCH VaR techniques that has been discussed in previously chaptersa and which is possible to implement in practice.===>Empirijski rezultati dati su za multivarijacione VaR tehnike GARCH o kojima smo raspravljali u prethodnim poglavljima i koje je moguće primeniti u praksi.)
MATCH@E:(Empirical results are given for multivariate GARCH VaR techniques that has been discussed in previously chaptersa and which is possible to implement in practice.===>Empirijski rezultati dati su za multivarijacione VaR tehnike GARCH o kojima smo raspravljali u prethodnim poglavljima i koje je moguće primeniti u praksi.)
MATCH@M:(VaR measure has been calculated with respect to 99% confidence level and one day holding period.===>Mera VaR izračunata je u skladu sa nivoom poverenja od 99% i na osnovu perioda čuvanja od jedan dan.)
MATCH@E:(VaR measure has been calculated with respect to 99% confidence level and one day holding period.===>Mera VaR izračunata je u skladu sa nivoom poverenja od 99% i na osnovu perioda čuvanja od jedan dan.)
MATCH@M:(The tables below provide a graphical insight of calculated VaR methods.===>Tabele koje slede predstavljaju grafički prikaz metoda izračunavanja VaR.)
MATCH@E:(The tables below provide a graphical insight of calculated VaR methods.===>Tabele koje slede predstavljaju grafički prikaz metoda izračunavanja VaR.)
MATCH@M:(Each of these methods has been implemented and fully programmed by authors in MATLAB version R2009a.===>Svaki od ovih metoda primenili su i u celini programirali autori u MATLAB verziji R2009a.)
MATCH@E:(Each of these methods has been implemented and fully programmed by authors in MATLAB version R2009a.===>Svaki od ovih metoda primenili su i u celini programirali autori u MATLAB verziji R2009a.)
MATCH@M:(The only toolbox used was Optimization toolbox for MLE maximization purposes.===>Jedini alat koji su koristili bio je tulboks za optimizaciju za ciljeve maksimizacije MLE.)
MATCH@E:(The only toolbox used was Optimization toolbox for MLE maximization purposes.===>Jedini alat koji su koristili bio je tulboks za optimizaciju za ciljeve maksimizacije MLE.)
MATCH@M:(All other functions have been fully developed by the authors.===>Sve ostale funkcije u celini su de-lo autora.)
MATCH@E:(All other functions have been fully developed by the authors.===>Sve ostale funkcije u celini su delo autora.)
MATCH@M:(As it was discussed in previous chapters, VaR for the day t is compared with profits/losses for the day t +1.===>Kao što je bilo reci u prethodnim poglavljima, VaR za dan t poredi sa sa profitom/gubit-kom za dan t +1.)
MATCH@E:(As it was discussed in previous chapters, VaR for the day t is compared with profits/losses for the day t +1.===>Kao što je bilo reči u prethodnim poglavljima, VaR za dan t poredi sa sa profitom/gubitkom za dan t +1.)
MATCH@M:(Table 5 shows the classification of VaR models according to the Basel II three-zone approach as required by the Basel II standards.===>Na tabeli 5 predstavljena je klasifikacija modela VaR na osnovu pristupa Bazel II u tri zone, a koko propisuju standardi Bazel II.)
MATCH@E:(Table 5: VaR backtesting analysis Table 5 shows the classification of VaR models according to the Basel II three-zone approach as required by the Basel II standards.===>Analiza povratnog testiranja VaR Na tabeli 5 predstavljena je klasifikacija modela VaR na osnovu pristupa Bazel II u tri zone, a koko propisuju standardi Bazel II.)
MATCH@M:(From the Table 5 we also see that the minimum average VaR is calculated for mCGARCHVARn method and minimum average breach magnitude for mOGARCHVaRt method.===>Na tabeli 5 takođe vidimo da se minimalna prosečna VaR izračunava pomoću mCGARCHVARn, a minimalna magnituda proboja primenom metoda mOGARCHVaRt.)
MATCH@E:(From the Table 5 we also see that the minimum average VaR is calculated for mCGARCHVARn method and minimum average breach magnitude for mOGARCHVaRt method.===>Na tabeli 5 takođe vidimo da se minimalna prosečna VaR izračunava pomoću mCGARCHVARn, a minimalna magnituda proboja primenom metoda mOGARCHVaRt.)
MATCH@M:(The three out of four examined models are in green zone, but one VaR model is qualified to fall in yellow zone.===>Tri od četiri ispitana modela su u zelenoj zoni, ali jedan model VaR pada u žutu zonu.)
MATCH@E:(The three out of four examined models are in green zone, but one VaR model is qualified to fall in yellow zone.===>Tri od četiri ispitana modela su u zelenoj zoni, ali jedan model VaR pada u žutu zonu.)
MATCH@M:(This indicates that additional examination is needed in order to reveal potential the problems with their risk assessment.===>Ovo pokazuje da je potrebno dodatno ispitivanje da bi se otkrili potencijalni problemi u proceni rizika.)
MATCH@E:(This indicates that additional examination is needed in order to reveal potential the problems with their risk assessment.===>Ovo pokazuje da je potrebno dodatno ispitivanje da bi se otkrili potencijalni problemi u proceni rizika.)
MATCH@M:(In order to test whether the occurrence of exceptions covered by VaR is in line with its confidence level and whether the losses occur independently of each other author applies Kupiec test.===>Da bismo testirali da li je pojava izuzetaka koje pokriva VaR u skladu sa stepenom poverenja i da li gubici nastaju nezavisno jedan od drugoga, autor je primenio Kupiec test.)
MATCH@E:(In order to test whether the occurrence of exceptions covered by VaR is in line with its confidence level and whether the losses occur independently of each other author applies Kupiec test.===>Da bismo testirali da li je pojava izuzetaka koje pokriva VaR u skladu sa stepenom poverenja i da li gubici nastaju nezavisno jedan od drugoga, autor je primenio Kupiec test.)
MATCH@M:(Rejections arise if the frequency of violations produces p less than 0.05.===>Do odbacivanja dolazi ako učestalost prekršaja daje vrednost p manje od 0.05.)
MATCH@E:(Rejections arise if the frequency of violations produces p<0.05.===>Do odbacivanja dolazi ako učestalost prekršaja daje vrednost p<0.05.)
MATCH@M:(According to Basel II, since VaR results have been statistically validated it should be used for determining the minimum regulatory capital against market risks.===>Prema Basel II, pošto su rezultati VaR statistički vrednovani, treba ih uzeti za određivanje minimuma regula-tornog kapitala potrebnog za zaštitu od tržišnih rizika.)
MATCH@E:(According to Basel II, since VaR results have been statistically validated it should be used for determining the minimum regulatory capital against market risks.===>Prema Basel II, pošto su rezultati VaR statistički vrednovani, treba ih uzeti za određivanje minimuma regulatornog kapitala potrebnog za zaštitu od tržišnih rizika.)
MATCH@M:(For the capital requirements purposes “square root of time” rule is used to approximate 10-day VaR from the obtained 1-day VaR estimate.===>Za potrebe zahteva kapitala koristi se pravilo “kvadratnog korena vremena” da bi se približno odredila 10-dnevna VaR na osnovu dobij ene procene 1-dnevne VaR.)
MATCH@E:(For the capital requirements purposes square root of time rule is used to approximate 10-day VaR from the obtained 1-day VaR estimate. (45)===>Za potrebe zahteva kapitala koristi se pravilo kvadratnog korena vremena da bi se približno odredila 10dnevna VaR na osnovu dobijene procene 1-dnevne VaR. (45) Tabela 6:)
MATCH@M:(Value-at-Risk model evaluation represents a crucial part of market risk management practice.===>Model procene Vrednosti-pod-Rizikom predstavlja suštinski deo upravljanja tržišnim rizikom.)
MATCH@E:(Conclusion Value-at-Risk model evaluation represents a crucial part of market risk management practice.===>Zaključak Model procene Vrednosti-pod-Rizikom predstavlja suštinski deo upravljanja tržišnim rizikom.)
MATCH@M:(Its recognition and practical implementation is mainly motivated by the wide adoption of regulatory standards proposed by the Basel Committee on Banking Supervision.===>Njegovo prepoznavanje i praktična primena uglavnom su moti-visani usvajanjem regulatornih standarda Bazelskog komiteta za bankarski nadzor.)
MATCH@E:(Its recognition and practical implementation is mainly motivated by the wide adoption of regulatory standards proposed by the Basel Committee on Banking Supervision.===>Njegovo prepoznavanje i praktična primena uglavnom su motivisani usvajanjem regulatornih standarda Bazelskog komiteta za bankarski nadzor.)
MATCH@M:(Theoretically, risk managers have abundance of which Value-at-Risk methodology to choose but there are a plenty of peculiarities that have to be deal with during this decision making process.===>Teorijski, menadžeri rizika imaju na raspolaganju ogroman broj metoda za procenu VaR, ali ima i mnogo neobičnosti o kojima treba da vode računa tokom procesa odlučivanja.)
MATCH@E:(Theoretically, risk managers have abundance of which Value-at-Risk methodology to choose but there are a plenty of peculiarities that have to be deal with during this decision making process.===>Teorijski, menadžeri rizika imaju na raspolaganju ogroman broj metoda za procenu VaR, ali ima i mnogo neobičnosti o kojima treba da vode računa tokom procesa odlučivanja.)
MATCH@M:(For example, from the perspective which VaR measure is the most relevant, there are different criteria that have to be satisfied such as model validation, regulatory compliance and internal bank’s standards.===>Na primer, kad raspravljamo o tome koja je mera VaR najznačajnija, imamo različite kriterijume koji se moraju zadovoljiti, kao što su validacija modela, usklađivanje sa propisima i interni standardi banke.)
MATCH@E:(For example, from the perspective which VaR measure is the most relevant, there are different criteria that have to be satisfied such as model validation, regulatory compliance and internal banks standards.===>Na primer, kad raspravljamo o tome koja je mera VaR najznačajnija, imamo različite kriterijume koji se moraju zadovoljiti, kao što su validacija modela, usklađivanje sa propisima i interni standardi banke.)
MATCH@M:(Therefore it is necessary to test and compare VaR estimates on the actual portfolio and to indicate its validity.===>Stoga je neophodno testirati i porediti procene VaR na konkretnom portfelju i ustanoviti koliko ona vredi.)
MATCH@E:(Therefore it is necessary to test and compare VaR estimates on the actual portfolio and to indicate its validity.===>Stoga je neophodno testirati i porediti procene VaR na konkretnom portfelju i ustanoviti koliko ona vredi.)
MATCH@M:(In Serbia, for example, there is an emphasized need for choosing the appropriate VaR model due to convergence and compliance with Basel II standards.===>U Srbiji, na primer, postoji naglašena potreba da se odabere odgovarajući model VaR da bi se približilo i uskladilo sa standardima Bazela II.)
MATCH@E:(In Serbia, for example, there is an emphasized need for choosing the appropriate VaR model due to convergence and compliance with Basel II standards.===>U Srbiji, na primer, postoji naglašena potreba da se odabere odgovarajući model VaR da bi se približilo i uskladilo sa standardima Bazela II.)
MATCH@M:(Finally, the whole set of methods is used and examined in order to find the most appropriate VaR models for 99% confidence level and 1 day holding period.===>Konačno, primenjujemo i ispitujemo čitav jedan skup metoda da bi se našli naj-primereniji modeli VaR za stepen poverenja od 99% i period držanja od 1 dan.)
MATCH@E:(Finally, the whole set of methods is used and examined in order to find the most appropriate VaR models for 99% confidence level and 1 day holding period.===>Konačno, primenjujemo i ispitujemo čitav jedan skup metoda da bi se našli najprimereniji modeli VaR za stepen poverenja od 99% i period držanja od 1 dan.)
MATCH@M:(Regulatory recommended backtesting procedures are used in order to validate the considered VaR models and to choose the most appropriate.===>Postupci povratnog testiranja predviđeni propisima primenjeni su da bi se vrednovali razmatrani modeli VaR i da bi se odabrao naj-primereniji.)
MATCH@E:(Regulatory recommended backtesting procedures are used in order to validate the considered VaR models and to choose the most appropriate.===>Postupci povratnog testiranja predviđeni propisima primenjeni su da bi se vrednovali razmatrani modeli VaR i da bi se odabrao najprimereniji.)
MATCH@M:(Two approaches to backtesting are followed since the validation of results has direct implications on decision making process concerning election of adequate VaR method within a bank, as well as, on the level of capital requirements for market risk.===>Primenili smo dva pristupa povratnom testiranju pošto vrednovanje rezultata ima neposredne implikacije na proces odlučivanja kad se radi o izboru adekvatnog metoda VaR u banci, kao i na nivou kapitalnih troškova za tržišni rizik.)
MATCH@E:(Two approaches to backtesting are followed since the validation of results has direct implications on decision making process concerning election of adequate VaR method within a bank, as well as, on the level of capital requirements for market risk.===>Primenili smo dva pristupa povratnom testiranju pošto vrednovanje rezultata ima neposredne implikacije na proces odlučivanja kad se radi o izboru adekvatnog metoda VaR u banci, kao i na nivou kapitalnih troškova za tržišni rizik.)
MATCH@M:(Basel II “three zone” test has been applied as well as the Kupiec tests based on the frequency of tail losses.===>Primenjeni su Bazel II test od tri zone i Kupiec test zasnovan na učestalosti gubitka na krajevima.)
MATCH@E:(Basel II three zone test has been applied as well as the Kupiec tests based on the frequency of tail losses.===>Primenjeni su Bazel II test od tri zone i Kupiec test zasnovan na učestalosti gubitka na krajevima.)
MATCH@M:(The global objective of this paper was to determine and improve the accuracy and adequacy of risk modeling in emerging market, such Serbia is, for the practical banking purposes concerning market risk capital requirements calculations.===>Globalni cilj ovog rada bio je da odredi i poboljša preciznost i valjanost modelova-nja rizika na tržištima u nastajanju, kakvo je srpsko tržište, a za praktične potrebe banaka koje se odnose na izračunavanje troškova kapitala za tržišne rizike.)
MATCH@E:(The global objective of this paper was to determine and improve the accuracy and adequacy of risk modeling in emerging market, such Serbia is, for the practical banking purposes concerning market risk capital requirements calculations.===>Globalni cilj ovog rada bio je da odredi i poboljša preciznost i valjanost modelovanja rizika na tržištima u nastajanju, kakvo je srpsko tržište, a za praktične potrebe banaka koje se odnose na izračunavanje troškova kapitala za tržišne rizike.)
MATCH@M:(As the crisis slowly passing, again car-industry is to the front imposed by two problems: a) re-increase movement of oil prices and b) strict legal decisions about gas emissions (or fuel consumption depending on the country).===>Kako kriza polako jenjava, ponovo se u prvi plan pred auto-industriju nameću dva problema: a) ponovno uzlazno kretanje cene nafte i b) stroga zakonska rešenja oko emisije gasova (ili potrošnje goriva u zavisnosti od zemlje).)
MATCH@E:(As the crisis slowly passing, again car-industry is to the front imposed by two problems: a) re-increase movement of oil prices and b) strict legal decisions about gas emissions (or fuel consumption depending on the country).===>Kako kriza polako jenjava, ponovo se u prvi plan pred auto-industriju nameću dva problema: a) ponovno uzlazno kretanje cene nafte i b) stroga zakonska rešenja oko emisije gasova (ili potrošnje goriva u zavisnosti od zemlje).)
MATCH@M:(The question of whether the car industry should/must invest in “green technologies” through greater or lesser commitment to the sustainability strategy, no longer sets, because the two mentioned “problems” certainly forced them, but the question is in what kind of correlation are sustainability strategy with brand value and financial-market results.===>Pitanje da li auto-industrija tre-ba/mora da ulaže u „zelene tehnologije“ kroz veću ili manju posvećenost strategiji ekološke održivosti, više se ne postavlja, jer je dva pomenuta „problema“ na to svakako primoravaju, već se postavlja pitanje u kakvoj je korelaciji strategija ekološke-odr'ivosti sa vrednošću brenda i finansijsko-tr'išnim rezultatima.)
MATCH@E:(The question of whether the car industry should/must invest in green technologies through greater or lesser commitment to the sustainability strategy, no longer sets, because the two mentioned problems certainly forced them, but the question is in what kind of correlation are sustainability strategy with brand value and financial-market results.===>Pitanje da li auto-industrija treba/mora da ulaže u zelene tehnologije kroz veću ili manju posvećenost strategiji ekološke održivosti, više se ne postavlja, jer je dva pomenuta problema na to svakako primoravaju, već se postavlja pitanje u kakvoj je korelaciji strategija ekološke-održivosti sa vrednošću brenda i finansijsko-tržišnim rezultatima.)
MATCH@M:(Therefore in this work using the triple approach, while at the same time we measure the impact (contribution) of three (3) factors in the car-industry, the impact of: 1) the sustainability strategy (Z axis), 2) brand value (Y axis), 3) Financial- market results (X axis), we’ll give a one new three-dimensional (3D) matrix.===>Upravo zato u ovom radu koristeći trostruki pristup, pri čemu istovremeno merimo uticaj (doprinos) tri (3) faktora na auto-industriju i to uticaj: 1) strategije ekološke odr'ivost (Z osa); 2) vrednosti brenda (Y osa); 3) finansijsko-tržišnih rezultata (X osa), daćemo jednu novu tro-dimenzionalnu (3D) matricu.)
MATCH@E:(Therefore in this work using the triple approach, while at the same time we measure the impact (contribution) of three (3) factors in the car-industry, the impact of: 1) the sustainability strategy (Z axis), 2) brand value (Y axis), 3) Financial- market results (X axis), well give a one new three-dimensional (3D) matrix.===>Upravo zato u ovom radu koristeći trostruki pristup, pri čemu istovremeno merimo uticaj (doprinos) tri (3) faktora na auto-industriju i to uticaj:)
BAD_LINE_=============================================================
BAD_LINE_M:Therefore in this work using the triple approach, while at the same time we measure the impact (contribution) of three (3) factors in the car-industry, the impact of: 1) the sustainability strategy (Z axis), 2) brand value (Y axis), 3) Financial- market results (X axis), we’ll give a one new three-dimensional (3D) matrix.
BAD_LINE_M:Upravo zato u ovom radu koristeći trostruki pristup, pri čemu istovremeno merimo uticaj (doprinos) tri (3) faktora na auto-industriju i to uticaj: 1) strategije ekološke odr'ivost (Z osa); 2) vrednosti brenda (Y osa); 3) finansijsko-tržišnih rezultata (X osa), daćemo jednu novu tro-dimenzionalnu (3D) matricu.
BAD_LINE_E:Therefore in this work using the triple approach, while at the same time we measure the impact (contribution) of three (3) factors in the car-industry, the impact of: 1) the sustainability strategy (Z axis), 2) brand value (Y axis), 3) Financial- market results (X axis), well give a one new three-dimensional (3D) matrix.
BAD_LINE_E:Upravo zato u ovom radu koristeći trostruki pristup, pri čemu istovremeno merimo uticaj (doprinos) tri (3) faktora na auto-industriju i to uticaj:
MATCH@M:(This new matrix using the integral and simultaneous observations of the impact of these three factors, give answers on: what kind of position can take the car manufacturers in the car-industry, what solutions are impose to them, and what are the risks.===>Ova nova matrica, koristeći integralni i istovremeni pristup posmatranja uticaja ova tri faktora, daje odgovor na to: kakvu poziciju mogu zauzeti proizvođači u auto-industriji, koja se rešenja nameću pred njih i koji su rizici. 1.	Uvod)
MATCH@E:(This new matrix using the integral and simultaneous observations of the impact of these three factors, give answers on: what kind of position can take the car manufacturers in the car-industry, what solutions are impose to them, and what are the risks.===>1) strategije ekološke održivost (Z osa); 2) vrednosti brenda (Y osa); 3) finansijsko-tržišnih rezultata (X osa), daćemo jednu novu tro-dimenzionalnu (3D) matricu.)
BAD_LINE_=============================================================
BAD_LINE_M:This new matrix using the integral and simultaneous observations of the impact of these three factors, give answers on: what kind of position can take the car manufacturers in the car-industry, what solutions are impose to them, and what are the risks.
BAD_LINE_M:Ova nova matrica, koristeći integralni i istovremeni pristup posmatranja uticaja ova tri faktora, daje odgovor na to: kakvu poziciju mogu zauzeti proizvođači u auto-industriji, koja se rešenja nameću pred njih i koji su rizici. 1.	Uvod
BAD_LINE_E:This new matrix using the integral and simultaneous observations of the impact of these three factors, give answers on: what kind of position can take the car manufacturers in the car-industry, what solutions are impose to them, and what are the risks.
BAD_LINE_E:1) strategije ekološke održivost (Z osa); 2) vrednosti brenda (Y osa); 3) finansijsko-tržišnih rezultata (X osa), daćemo jednu novu tro-dimenzionalnu (3D) matricu.
MATCH@M:(1.	Introduction Economy and the largest companies are generally considered to be the “major culprits“ for any social and economic problems, which has, on the other hand, directly led to the establishment of a large number of movements, campaigns, and citizens’ initiatives to keep these “culprits“ under control.===>Privreda i najveće kompanije se od strane većine ljudi smatraju „najvećim krivcima“ mnogih društvenih i ekonomskih problema, što je sa druge strane direktno uticalo da se stvore pokreti i inicijative građana kako bi se „krivci“ držali pod kontrolom.)
MATCH@E:(1. ~~~ Introduction Economy and the largest companies are generally considered to be the major culprits for any social and economic problems, which has, on the other hand, directly led to the establishment of a large number of movements, campaigns, and citizens initiatives to keep these culprits under control.===>Ova nova matrica, koristeći integralni i istovremeni pristup posmatranja uticaja ova tri faktora, daje odgovor na to: kakvu poziciju mogu zauzeti proizvođači u auto-industriji, koja se rešenja nameću pred njih i koji su rizici. 1. uvod Privreda i najveće kompanije se od strane većine ljudi smatraju najvećim krivcima mnogih društvenih i ekonomskih problema, što je sa druge strane direktno uticalo da se stvore pokreti i inicijative građana kako bi se krivci držali pod kontrolom.)
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BAD_LINE_M:1.	Introduction Economy and the largest companies are generally considered to be the “major culprits“ for any social and economic problems, which has, on the other hand, directly led to the establishment of a large number of movements, campaigns, and citizens’ initiatives to keep these “culprits“ under control.
BAD_LINE_M:Privreda i najveće kompanije se od strane većine ljudi smatraju „najvećim krivcima“ mnogih društvenih i ekonomskih problema, što je sa druge strane direktno uticalo da se stvore pokreti i inicijative građana kako bi se „krivci“ držali pod kontrolom.
BAD_LINE_E:1. ~~~ Introduction Economy and the largest companies are generally considered to be the major culprits for any social and economic problems, which has, on the other hand, directly led to the establishment of a large number of movements, campaigns, and citizens initiatives to keep these culprits under control.
BAD_LINE_E:Ova nova matrica, koristeći integralni i istovremeni pristup posmatranja uticaja ova tri faktora, daje odgovor na to: kakvu poziciju mogu zauzeti proizvođači u auto-industriji, koja se rešenja nameću pred njih i koji su rizici. 1. uvod Privreda i najveće kompanije se od strane većine ljudi smatraju najvećim krivcima mnogih društvenih i ekonomskih problema, što je sa druge strane direktno uticalo da se stvore pokreti i inicijative građana kako bi se krivci držali pod kontrolom.
MATCH@M:(Two movements are most prominent in these activities.===>Dva pokreta su najuočljivija u tom društvenom delovanju.)
MATCH@E:(Two movements are most prominent in these activities.===>Dva pokreta su najuočljivija u tom društvenom delovanju.)
MATCH@M:(One is consumerism (English: consumer, consumerism), the other, more important for our topic, is environmentalism (English: environment, environmentalism) which is in fact an organized campaign of citizens and government agencies oriented towards the protection and improvement of the environment.===>Prvi je, konzumerizam (engl. consumer - potrošač - consumerism), drugi, za ovu temu bitniji pokret je pokret za očuvanje okoline (engl. environment - okolina- environmentalism) koji u osnovi predstavlja organizovani pokret građana i vladinih agencija u svrhu zaštite i poboljšanja životne okoline.)
MATCH@E:(One is consumerism (English: consumer, consumerism), the other, more important for our topic, is environmentalism (English: environment, environmentalism) which is in fact an organized campaign of citizens and government agencies oriented towards the protection and improvement of the environment.===>Prvi je, konzumerizam (engl. consumer potrošač - consumerism), drugi, za ovu temu bitniji pokret je pokret za očuvanje okoline (engl. environment - okolina- environmentalism) koji u osnovi predstavlja organizovani pokret građana i vladinih agencija u svrhu zaštite i poboljšanja životne okoline.)
MATCH@M:(The social movement organization has had three waves or phases.===>Pokret za očuvanje okoline je prošao kroz tri talasa.)
MATCH@E:(The social movement organization has had three waves or phases.===>Pokret za očuvanje okoline je prošao kroz tri talasa.)
MATCH@M:(The first was started by the agencies and scientific centres for environment monitoring and protection.===>Prvi talas su inicirale agencije i naučni centri za praćenje i očuvanje okoline.)
MATCH@E:(The first was started by the agencies and scientific centres for environment monitoring and protection.===>Prvi talas su inicirale agencije i naučni centri za praćenje i očuvanje okoline.)
MATCH@M:(The second was conducted by governmental agencies and states by adopting laws and regulations to force companies to be more committed to environmental protection.===>Drugi talas su sprovele vladine agencije i države donošenjem zakonskih propisa i taksi, kojima su se kompanije primoravale da posvećuju više pažnje zaštiti okoline.)
MATCH@E:(The second was conducted by governmental agencies and states by adopting laws and regulations to force companies to be more committed to environmental protection.===>Drugi talas su sprovele vladine agencije i države donošenjem zakonskih propisa i taksi, kojima su se kompanije primoravale da posvećuju više pažnje zaštiti okoline.)
MATCH@M:(Since environmental protection is increasingly becoming a subject of both academic analyses and practice, the sustainable development has in numerous economic sectors become a sine qua non of further economic development.===>Kako je zaštita životne sredine bila sve više predmet kako teorijsko-naučnih razmatranja tako i prakse, u brojnim privrednim sektorima, održivi razvoj se sve više nametao kao neophodan uslov daljeg privrednog razvoja.)
MATCH@E:(Since environmental protection is increasingly becoming a subject of both academic analyses and practice, the sustainable development has in numerous economic sectors become a sine qua non of further economic development.===>Kako je zaštita životne sredine bila sve više predmet kako teorijsko-naučnih razmatranja tako i prakse, u brojnim privrednim sektorima, održivi razvoj se sve više nametao kao neophodan uslov daljeg privrednog razvoja.)
MATCH@M:(It was then that the two waves joined into one new -the third wave, called ecological sustainability.===>Upravo su se tada prva dva talasa spojila u jedan novi -treći talas, pod nazivom ekološka održivost.)
MATCH@E:(Š1Ë It was then that the two waves joined into one new the third wave, called ecological sustainability.===>)
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BAD_LINE_M:It was then that the two waves joined into one new -the third wave, called ecological sustainability.
BAD_LINE_M:Upravo su se tada prva dva talasa spojila u jedan novi -treći talas, pod nazivom ekološka održivost.
BAD_LINE_E:Š1Ë It was then that the two waves joined into one new the third wave, called ecological sustainability.
BAD_LINE_E:
MATCH@M:(A number of companies then realised that they should lead in the environmental improvement by more cautious and more positive activities, rather than oppose the regulations and legislation.===>Tada je jedan broj kompanija shvatio da umesto što se protive regulacijama i zakonskim rešenjima, one trebaju pre svih da utiču na okruženje boljim i obazrivijim postupanjem.)
MATCH@E:(A number of companies then realised that they should lead in the environmental improvement by more cautious and more positive activities, rather than oppose the regulations and legislation.===>Š1Ë dan broj kompanija shvatio da umesto što se protive regulacijama i zakonskim rešenjima, one trebaju pre svih da utiču na okruženje boljim i obazrivijim postupanjem.)
MATCH@M:(On the micro level, the reputation and corporate responsibility are the factors that usually impact the company’s business and the consumers’ behaviour.===>Na mikro nivou reputacija i korporativna odgovornost često utiču na poslovanje kompanije i ponašanje potrošača.)
MATCH@E:(On the micro level, the reputation and corporate responsibility are the factors that usually impact the companys business and the consumers behaviour.===>Na mikro nivou reputacija i korporativna odgovornost često utiču na poslovanje kompanije i ponašanje potrošača.)
MATCH@M:(On the basis of the research conducted in North America in 2001, Peter Drucker maintains that 42 percent of interviewed customers claimed that they punished socially irresponsible companies by not buying their products.===>Piter Drucker na osnovu istraživanja koje je rađeno 2001. godine u Severnoj Americi, ističe da je 42% ispitanih potrošača odgovorilo da su kažnjavali društveno neodgovorne kompanije tako što nisu kupovali njihove proizvode.)
MATCH@E:(On the basis of the research conducted in North America in 2001, Peter Drucker maintains that 42 percent of interviewed customers claimed that they punished socially irresponsible companies by not buying their products.===>Piter Drucker na osnovu istraživanja koje je rađeno 2001. godine u Severnoj Americi, ističe da je 42% ispitanih potrošača odgovorilo da su kažnjavali društveno neodgovorne kompanije tako što nisu kupovali njihove proizvode.)
MATCH@M:(In the modern circumstances, the era of passive consumers has long gone, and they assume more and more power.===>U savremenom okruženju era pasivnih potrošača je po svemu sudeći prošlost a potrošači dobijaju sve veću moć.)
MATCH@E:(Š2Ë In the modern circumstances, the era of passive consumers has long gone, and they assume more and more power.===>Š2Ë U savremenom okruženju era pasivnih potrošača je po svemu sudeći prošlost a potrošači dobijaju sve veću moć.)
MATCH@M:(The response to this is the rise of the concept of a holistic marketing, to replace the traditional marketing approach.===>Kao odgovor na to nastaje koncept holističkog marketinga, kao zamena tradicionalnom marketing pristupu.)
MATCH@E:(The response to this is the rise of the concept of a holistic marketing, to replace the traditional marketing approach.===>Kao odgovor na to nastaje koncept holističkog marketinga, kao zamena tradicionalnom marketing pristupu.)
MATCH@M:(The concept of holistic marketing recognizes the “everything matters“ conception and consists of four (4) integral parts: 1) relationship marketing that includes the creation of long-term relationships with clients and all other factors in the marketing chain; 2) integrated marketing, consisting of connecting marketing activities with all other activities for the purpose of creating an ultimate value for the customer; 3) internal marketing, demanding that marketing principles be adopted by all the employees, and especially by the manager; 4) socially responsible marketing, an integrated approach in simultaneously meeting economic, ethical, moral, and ecological principles, in order to satisfy the consumers as social beings.===>Koncept holističkog marketinga prepoznaje koncepciju „sve je važno“ i sastoji se od četiri (4) neotuđiva de-la: 1) marketinga odnosa, koji se sastoji od stvaranja dugotrajnijih odnosa sa klijentima i svima u lancu marketinga, 2) integrisanog marketinga, koji se sastoji od procesa povezivanja marketing aktivnosti sa svim ostalim aktivnostima u cilju stvaranja superiorne vrednosti za potrošača, 3) internog marketinga, koji nameće nužnost da principi marketinga budu prihvaćeni od strane svih zaposlenih a posebno menadžera, 4) društveno odgovornog marketinga, koji se sastoji od integrisanog pristupa u istovremenom zadovoljenju ekonomskih, etičkih, moralnih i ekoloških principa, kako bi se obavila satisfakcija potrošača kao društvenog bića.)
MATCH@E:(The concept of holistic marketing recognizes the everything matters conception and consists of four (4) integral parts: 1) relationship marketing that includes the creation of long-term relationships with clients and all other factors in the marketing chain; 2) integrated marketing, consisting of connecting marketing activities with all other activities for the purpose of creating an ultimate value for the customer; 3) internal marketing, demanding that marketing principles be adopted by all the employees, and especially by the manager; 4) socially responsible marketing, an integrated approach in simultaneously meeting economic, ethical, moral, and ecological principles, in order to satisfy the consumers as social beings.===>Koncept holističkog marketinga prepoznaje koncepciju sve je važno i sastoji se od četiri (4) neotuđiva dela: ~~~ 1) marketinga odnosa, koji se sastoji od stvaranja dugotrajnijih odnosa sa klijentima i svima u lancu marketinga, 2) integrisanog marketinga, koji se sastoji od procesa povezivanja marketing aktivnosti sa svim ostalim aktivnostima u cilju stvaranja superiorne vrednosti za potrošača, 3) internog marketinga, koji nameće nužnost da principi marketinga budu prihvaćeni od strane svih zaposlenih a posebno menadžera, 4) društveno odgovornog marketinga, koji se sastoji od integrisanog pristupa u istovremenom zadovoljenju ekonomskih, etičkih, moralnih i ekoloških principa, kako bi se obavila satisfakcija potrošača kao društvenog bića. ~~~ Š3Ë Upravo su se tada prva dva talasa spojila u jedan novi treći talas, pod nazivom ekološka održivost.)
MATCH@M:(This concept requires managers to rethink the role they play or could play and to realize that the “socially responsible business practice is becoming a source of competitive advantage“.===>Ovaj koncept zahteva od menadžera da razmisle o ulozi koju imaju ili koju bi mogli da imaju i da shvate da „društveno odgovorna poslovna praksa postaje izvor konkurentske prednosti“.)
MATCH@E:(Š3Ë This concept requires managers to rethink the role they play or could play and to realize that the socially responsible business practice is becoming a source of competitive advantage.===>Tada je je Ovaj koncept zahteva od menadžera da razmisle o ulozi koju imaju ili koju bi mogli da imaju i da shvate da društveno odgovorna poslovna praksa postaje izvor konkurentske prednosti.)
MATCH@M:(The aim is that the organization should obtain a status of a “good citizen“ and devise a strategy which protects environment and simultaneously brings profit to the organization.===>Cilj je da organizacija dobije status „dobrog građanina“ i smisli strategiju koja istovremeno čuva okolinu ali i donosi profit organizaciji.)
MATCH@E:(Š4Ë The aim is that the organization should obtain a status of a good citizen and devise a strategy which protects environment and simultaneously brings profit to the organization.===>Š4Ë Cilj je da organizacija dobije status dobrog građanina i smisli strategiju koja istovremeno čuva okolinu ali i donosi profit organizaciji.)
MATCH@M:(It is for this reason that the ecological sustainability concept, as the third wave in customer protection, is an integral part of holistic marketing.===>Zato je koncept ekološke održivosti, kao treći talas u zaštiti potrošača, sastavni deo holističkog marketinga.)
MATCH@E:(It is for this reason that the ecological sustainability concept, as the third wave in customer protection, is an integral part of holistic marketing.===>Zato je koncept ekološke održivosti, kao treći talas u zaštiti potrošača, sastavni deo holističkog marketinga.)
MATCH@M:(The major problem of inconsistency in the holistic marketing implementation, primarily in the area of socially responsible marketing, lies in a potential collision between economic and social goals, as these activities are rarely adjusted to the organizational strategic goals.===>Glavni problem nedoslednosti u primeni holističkog marketinga, pre svega u domenu društveno odgovornog marketinga, leži u potencijalnoj koliziji ekonomskih i društvenih ciljeva iz razloga jer ove aktivnosti često nisu usaglašene sa strategijskim ciljevima preduzeća.)
MATCH@E:(The major problem of inconsistency in the holistic marketing implementation, primarily in the area of socially responsible marketing, lies in a potential collision between economic and social goals, as these activities are rarely adjusted to the organizational strategic goals.===>Glavni problem nedoslednosti u primeni holističkog marketinga, pre svega u domenu društveno odgovornog marketinga, leži u potencijalnoj koliziji ekonomskih i društvenih ciljeva iz razloga jer ove aktivnosti često nisu usaglašene sa strategijskim ciljevima preduzeća.)
MATCH@M:(Observed from the aspect of the two methodological approaches, the neoclassical (neoliberal) and interventionist, the problem of impact upon environment assumes an interesting dimesion.===>Posmatrano kroz prizmu dva metodološka pravca, neoklasičnog (neoliberalnog) i intervencionističkog, problem uticaja na životnu okolinu poprima zanimljivu dimenziju.)
MATCH@E:(Observed from the aspect of the two methodological approaches, the neoclassical (neoliberal) and interventionist, the problem of impact upon environment assumes an interesting dimesion.===>Posmatrano kroz prizmu dva metodološka pravca, neoklasičnog (neoliberalnog) i intervencionističkog, problem uticaja na životnu okolinu poprima zanimljivu dimenziju.)
MATCH@M:(“Every entrepreneural decision that includes financial expenses and incomes into its calculations inevitably takes into account the undesirable effect which is not part of these calculations, but refers to the third party.===>„Svaka preduzetnička odluka koja uključuje u obračun finansijske troškove i prihode u obzir takođe uzima neželjeni efekat koji nije deo tih kalkulacija a koji se tiče treće strane.)
MATCH@E:(Every entrepreneural decision that includes financial expenses and incomes into its calculations inevitably takes into account the undesirable effect which is not part of these calculations, but refers to the third party.===>Svaka preduzetnička odluka koja uključuje u obračun finansijske troškove i prihode u obzir takođe uzima neželjeni efekat koji nije deo tih kalkulacija a koji se tiče treće strane.)
MATCH@M:(Thus the building of factories causes damages to the environment and the population ...===>Tako izgradnja fabrika, nanosi štetu životnoj sredini i stanovništvu ...)
MATCH@E:(Thus the building of factories causes damages to the environment and the population ...===>Tako izgradnja fabrika, nanosi štetu životnoj sredini i stanovništvu ...)
MATCH@M:(The impact of new railways or highways that makes all companies close to them profitable, can be classified as positive external effects.===>Uticaj novih pruga ili autoputeva koji čini profitabilnim sva preduzeća koja jesu u njihovoj blizini, se mogu klasifikovati kao pozitivni eksterni odnosi.)
MATCH@E:(The impact of new railways or highways that makes all companies close to them profitable, can be classified as positive external effects.===>Uticaj novih pruga ili autoputeva koji čini profitabilnim sva preduzeća koja jesu u njihovoj blizini, se mogu klasifikovati kao pozitivni eksterni odnosi.)
MATCH@M:(The negative impacts of market economy, however, prove to be dangerous especially for the so-called “no-man’s-land“, that is, the situation when there is nobody who could submit a claim for damage compensation.===>I pored toga, negativne posledice tržišne ekonomije pokazuju da su najopasniji posebno za tzv. „ničiju zemlju“, odnosno kada nema nikog ko bi mogao da podnese zah-tev za naknadu štete.)
MATCH@E:(The negative impacts of market economy, however, prove to be dangerous especially for the so-called no-mans-land, that is, the situation when there is nobody who could submit a claim for damage compensation.===>I pored toga, negativne posledice tržišne ekonomije pokazuju da su najopasniji posebno za tzv. ničiju zemlju, odnosno kada nema nikog ko bi mogao da podnese zahtev za naknadu štete.)
MATCH@M:(The mass impacts of spontaneous industrialization upon the environment, upon ecological balance, and, finally, upon man’s biological stability and adaptability have gradually grown into global issues, the most difficult the mankind has encountered so far.===>Masovni uticaji spontane industrijalizacije na životnu sredinu, na ekološku ravnotežu i konačno na biološku stabilnost i prilagodljivost čoveka lično, postepeno su postali globalni problemi, najteži za rešavanje sa kojima se suočava čovečanstvo.)
MATCH@E:(The mass impacts of spontaneous industrialization upon the environment, upon ecological balance, and, finally, upon mans biological stability and adaptability have gradually grown into global issues, the most difficult the mankind has encountered so far.===>Masovni uticaji spontane industrijalizacije na životnu sredinu, na ekološku ravnotežu i konačno na biološku stabilnost i prilagodljivost čoveka lično, postepeno su postali globalni problemi, najteži za rešavanje sa kojima se suočava čovečanstvo.)
MATCH@M:(These issues call for organized interventions in the spontaneous market process.===>Ovi problemi zahtevaju organizovane intervencije u spontanom tržišnom procesu.)
MATCH@E:(These issues call for organized interventions in the spontaneous market process.===>Ovi problemi zahtevaju organizovane intervencije u spontanom tržišnom procesu.)
MATCH@M:(But then, is it always possible to differentiate between the market and non-market side effects, concerning their impact upon the environment and upon man himself?===>Ali da li je uvek moguće praviti jasnu razliku između tržišnih i ne-tržišnih sporednih efekata, u odnosu na njihov uticaj na životnu sredinu i na čoveka?)
MATCH@E:(But then, is it always possible to differentiate between the market and non-market side effects, concerning their impact upon the environment and upon man himself?===>Ali da li je uvek moguće praviti jasnu razliku između tržišnih i ne-tržišnih sporednih efekata, u odnosu na njihov uticaj na životnu sredinu i na čoveka?)
MATCH@M:(It has gradually become clear that even the most carefully planned campaigns may end into a negative effect.===>Postepeno je postalo jasno da čak i sasvim brižljivo planirane akcije mogu na kraju imati neposredni negativan uticaj.)
MATCH@E:(It has gradually become clear that even the most carefully planned campaigns may end into a negative effect.===>Postepeno je postalo jasno da čak i sasvim brižljivo planirane akcije mogu na kraju imati neposredni negativan uticaj.)
MATCH@M:(The problem of monitoring and regulating “external effects“ of human activities on Earth has, therefore, assumed both the national and the global character, which the market cannot solve by itself.“===>Dakle, problem praćenja i regulisanja „spoljnih uticaja“ ljudskih aktivnosti na Zemlji je dobio nacionalni i globalni karakter, koje tržište samo po sebi ne može da reši.“)
MATCH@E:(The problem of monitoring and regulating external effects of human activities on Earth has, therefore, assumed both the national and the global character, which the market cannot solve by itself.===>Dakle, problem praćenja i regulisanja spoljnih uticaja ljudskih aktivnosti na Zemlji je dobio nacionalni i globalni karakter, koje tržište samo po sebi ne može da reši.)
MATCH@M:(One of the major weaknesses and most frequent criticism of a neoclassical or neoliberal approach in which the market can use the demand and offer leverage to “regulate absolutely everything“, therefore, refers to the companies not being in a position to autonomously and willingly undertake steps towards solving social problems, and especially to reducing pollution.===>Dakle, jedan od glavnih nedostataka i najčešćih kritika neoklasičnog, odnosno neoliberalnog viđenja, u kome tržište pomoću poluga tražnje i ponude „može apsolutno sve da samoreguliše“, tiče se nemogućnosti da kompanije samostalno i svojevoljno preduzmu korake ka rešavanju društvenih problema a posebno da smanje zagađenje.)
MATCH@E:(Š5Ë One of the major weaknesses and most frequent criticism of a neoclassical or neoliberal approach in which the market can use the demand and offer leverage to regulate absolutely everything, therefore, refers to the companies not being in a position to autonomously and willingly undertake steps towards solving social problems, and especially to reducing pollution.===>Š5Ë Dakle, jedan od glavnih nedostataka i najčešćih kritika neoklasičnog, odnosno neoliberalnog viđenja, u kome tržište pomoću poluga tražnje i ponude može apsolutno sve da samoreguliše, tiče se nemogućnosti da kompanije samostalno i svojevoljno preduzmu korake ka rešavanju društvenih problema a posebno da smanje zagađenje.)
MATCH@M:(Hence an increasing tendency towards interventionism, that is, towards adopting a set of strict legal provisions by which the corporations, both global and local ones, are forced to recognize the importance of “sustainable development“.===>S’toga se mnogo više stremi ka intervencionizmu, odnosno donošenju seta strogih zakonskih rešenja kojima se korporacije, bilo globalne ili lokalne, primoravaju da shvate značaj „održivog razvoja“.)
MATCH@E:(Hence an increasing tendency towards interventionism, that is, towards adopting a set of strict legal provisions by which the corporations, both global and local ones, are forced to recognize the importance of sustainable development.===>Stoga se mnogo više stremi ka intervencionizmu, odnosno donošenju seta strogih zakonskih rešenja kojima se korporacije, bilo globalne ili lokalne, primora vaju da shvate značaj održivog razvoja.)
MATCH@M:(One industry that is the first to be affected by such provisions is certainly the automobile industry.===>Jedna od industrija koja je na prvom udaru ovakvih zakonskih rešenja je sigurno automobilska industrija.)
MATCH@E:(One industry that is the first to be affected by such provisions is certainly the automobile industry. ~~~ 2.===>Jedna od industrija koja je na prvom udaru ovakvih zakonskih rešenja je sigurno automobilska industrija. 2.)
MATCH@M:(Stricter legal provisions related to car exhausts, i.e., gases emissions are predominantly characteristic of the European Union, however, similar measures have been undertaken by the government of the American state of California, which has in turn resulted into higher prices of products, i.e., cars.===>Pooštravanje zakonskih propisa u vezi sa izduvnim gasovima, odnosno emisijom gasova je najkarakteristič-nije za Evropsku Uniju, mada su slične aktivnosti preduzimale i vlasti američke države Kalifornije, što je naravno dovelo do poskupljenja proizvoda, odnosno automobila.)
MATCH@E:(Impact of legal provisions and oil market upon automobile industry Stricter legal provisions related to car exhausts, i.e., gases emissions are predominantly characteristic of the European Union, however, similar measures have been undertaken by the government of the American state of California, which has in turn resulted into higher prices of products, i.e., cars.===>Uticaj zakonskih propisa i tržišta nafte na automobilsku industriju Pooštravanje zakonskih propisa u vezi sa izduvnim gasovima, odnosno emisijom gasova je najkarakterističnije za Evropsku Uniju, mada su slične aktivnosti preduzimale i vlasti američke države Kalifornije, što je naravno dovelo do poskupljenja proizvoda, odnosno automobila.)
MATCH@M:(It is important to note that 559 members of parliament voted in favour of the proposition, 98 were against and 60 abstained from voting.===>Bitno je napomenuti da je 559 parlamentaraca glasalo za, njih 98 protiv i 60 ih je bilo uzdržano.)
MATCH@E:(It is important to note that 559 members of parliament voted in favour of the proposition, 98 were against and 60 abstained from voting.===>Bitno je napomenuti da je 559 parlamentaraca glasalo za, njih 98 protiv i 60 ih je bilo uzdržano.)
MATCH@M:(The same document “proposed“ that the maximum limit of CO2 emission be 95 g/km by 2020, which will be subject of further debate in 2013.===>Istim dokumentom je „predloženo“ da granica maksimalne emisije CO2 bude 95 g/km 2020. godine, što će biti predmet daljih rasprava tokom 2013. godine.)
MATCH@E:(The same document proposed that the maximum limit of CO2 emission be 95 g/km by 2020, which will be subject of further debate in 2013.===>Istim dokumentom je predloženo da granica maksimalne emisije CO2 bude 95 g/km 2020. godine, što će biti predmet daljih rasprava tokom 2013. godine.)
MATCH@M:(How strict the emission limit to 130 g/km is can be understood on the basis of the statistical data for the previous years that show that a large majority of cars emitted more than 180 g/km, and even more than 300 g/km.===>Koliko je veliko ograničenje emisije na 130 g/km, može da se zaključi ukoliko se pogledaju statistički podaci iz ranijih godina, koji nam ukazuju da je veliki broj automobila imao emisiju od preko 180 g/km pa do čak i više od 300 g/km.)
MATCH@E:(Š7Ë How strict the emission limit to 130 g/km is can be understood on the basis of the statistical data for the previous years that show that a large majority of cars emitted more than 180 g/km, and even more than 300 g/km.===>Š7Ë Koliko je veliko ograničenje emisije na 130 g/km, može da se zaključi ukoliko se pogledaju statistički podaci iz ranijih godina, koji nam ukazuju da je veliki broj automobila imao emisiju od preko 180 g/km pa do čak i više od 300 g/km.)
MATCH@M:(The reasons for such a strict legislature can be found in the demands that a better environmental protection be ensured, but also in the endeavours that the EU dependence on the petroleum market be reduced and a better energy efficiency be achieved.===>Razlozi za ovako strogu zakonsku regulativu se mogu naći i u zahtevima da se obezbedi veće očuvanje životne okoline ali i u nastojanju da se smanji velika zavisnost EU od tržišta nafte i omogući bolja energetska efikasnost.)
MATCH@E:(The reasons for such a strict legislature can be found in the demands that a better environmental protection be ensured, but also in the endeavours that the EU dependence on the petroleum market be reduced and a better energy efficiency be achieved. ~~~ Figure 1.===>Razlozi za ovako strogu zakonsku regulativu se mogu naći i u zahtevima da se obezbedi veće očuvanje životne okoline ali i u nastojanju da se smanji velika zavisnost EU od tržišta nafte i omogući bolja energetska efikasnost. 16,86 20,29 18,68 12,28 17,48 27,60 23,12 24,36 28,10 36,05 50,64 61,08 69,08 94,45 26-12 35,71 61,06 73,82 Slika 1.)
BAD_LINE_=============================================================
BAD_LINE_M:The reasons for such a strict legislature can be found in the demands that a better environmental protection be ensured, but also in the endeavours that the EU dependence on the petroleum market be reduced and a better energy efficiency be achieved.
BAD_LINE_M:Razlozi za ovako strogu zakonsku regulativu se mogu naći i u zahtevima da se obezbedi veće očuvanje životne okoline ali i u nastojanju da se smanji velika zavisnost EU od tržišta nafte i omogući bolja energetska efikasnost.
BAD_LINE_E:The reasons for such a strict legislature can be found in the demands that a better environmental protection be ensured, but also in the endeavours that the EU dependence on the petroleum market be reduced and a better energy efficiency be achieved. ~~~ Figure 1.
BAD_LINE_E:Razlozi za ovako strogu zakonsku regulativu se mogu naći i u zahtevima da se obezbedi veće očuvanje životne okoline ali i u nastojanju da se smanji velika zavisnost EU od tržišta nafte i omogući bolja energetska efikasnost. 16,86 20,29 18,68 12,28 17,48 27,60 23,12 24,36 28,10 36,05 50,64 61,08 69,08 94,45 26-12 35,71 61,06 73,82 Slika 1.
MATCH@M:(Such a trend certainly worries the automobile industry giants, and sooner or later they will be forced to search for new alternatives.===>Ovakav trend kretanja cene nafte svakako zabrinjava automobilske gigante i hteli oni to ili ne svakako će pre ili kasnije morati da se upuste u potragu za novim alternativama.)
MATCH@E:(Such a trend certainly worries the automobile industry giants, and sooner or later they will be forced to search for new alternatives.===>Ovakav trend kretanja cene nafte svakako zabrinjava automobilske gigante i hteli oni to ili ne svakako će pre ili kasnije morati da se upuste u potragu za novim alternativama.)
MATCH@M:(In order that the automobile industry should keep up with strict legal requirements and constraints, but also be less dependent on oil prices, it is necessary that we think ahead and allocate ample budgers to RI (resource investigations) in the process.===>Da bi auto-industrija održavala korak sa strogim zakonskim zahtevima i ograničenjima, ali i da bi smanjila zavisnost od cene nafte, neophodno je da razmišlja unapred i u tom procesu izdvoji značajna sredstva za IR.)
MATCH@E:(In order that the automobile industry should keep up with strict legal requirements and constraints, but also be less dependent on oil prices, it is necessary that we think ahead and allocate ample budgers to RI (resource investigations) in the process.===>Da bi auto-industrija održavala korak sa strogim zakonskim zahtevima i ograničenjima, ali i da bi smanjila zavisnost od cene nafte, neophodno je da razmišlja unapred i u tom procesu izdvoji značajna sredstva za IR.)
MATCH@M:(If the “green technologies“ were taken as a factor of the company’s positioning in the branch, the manufacturers could be classed as:===>Ako bi se „zelene tehnologije“ uzele kao faktor za pozicioniranje preduzeća u grani onda bi se proizvođači mogli podeliti na:)
MATCH@E:(If the green technologies were taken as a factor of the companys positioning in the branch, the manufacturers could be classed as: 1.===>Ako bi se zelene tehnologije uzele kao faktor za pozicioniranje preduzeća u grani onda bi se proizvođači mogli podeliti na: ~~~ 1.)
MATCH@M:(1.	Sustainable leaders - those who are the first to invest into new technologies, who work out new solutions and who spend large sums of money for that purpose.===>1.	Ekološki održive lidere - oni koji su prvi po ulaganju u nove tehnologije, koji daju nova rešenja, i u tom poduhvatu troše ogromne svote novca.)
MATCH@E:(Sustainable leaders those who are the first to invest into new technologies, who work out new solutions and who spend large sums of money for that purpose.===>Ekološki održive lidere oni koji su prvi po ulaganju u nove tehnologije, koji daju nova rešenja, i u tom poduhvatu troše ogromne svote novca. ~~~ Kao što su proizvođači:)
MATCH@M:(Such are BMW, GM, Toyota.===>Kao što su proizvođači: BMW, GM, Toyota.)
MATCH@E:(Such are BMW, GM, Toyota.===>BMW, GM, Toyota.)
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BAD_LINE_M:Such are BMW, GM, Toyota.
BAD_LINE_M:Kao što su proizvođači: BMW, GM, Toyota.
BAD_LINE_E:Such are BMW, GM, Toyota.
BAD_LINE_E:BMW, GM, Toyota.
MATCH@M:(2.	Sustainable challengers - those manufacturers who are not the leaders in investing into new technologies, who do not come up with new solutions, but copy successfully implemented and adopted solutions, striving not to let the competition gain too big and unattainable a competitive advantage, such as Daimler, i.e., its brand, Mercedes.===>2.	Ekološki održive izazivače - oni proizvođači koji nisu prvi po ulaganju u nove tehnologije, koji ne daju nova rešenja već kopiraju uspešno implementirana i prihvaćena rešenja, nastojeći time da ne dozvole konkurentima da steknu preveliku i nedostižnu konkurentsku prednost, poput: Daimlera, odnosno njegovog brenda Mercedes.)
MATCH@E:(Sustainable challengers those manufacturers who are not the leaders in investing into new technologies, who do not come up with new solutions, but copy successfully implemented and adopted solutions, striving not to let the competition gain too big and unattainable a competitive advantage, such as Daimler, i.e., its brand, Mercedes.===>Ekološki održive izazivače oni proizvođači koji nisu prvi po ulaganju u nove tehnologije, koji ne daju nova rešenja već kopiraju uspešno implementirana i prihvaćena rešenja, nastojeći time da ne dozvole konkurentima da steknu preveliku i nedostižnu konkurentsku prednost, poput: ~~~ Daimlera, odnosno njegovog brenda Mercedes.)
MATCH@M:(3.	Sustainable followers - those manufacturers who are not the leaders in investing into new technologies, who do not come up with new solutions, but copy successfully implemented and adopted solutions, in an attempt to satisfy only certain standards, such as Honda.===>3.	Ekološki održive pratioce - oni proizvođači koji nisu prvi po ulaganju u nove tehnologije, koji ne daju nova rešenja već kopiraju uspešno implementirana i prihvaćena rešenja, nastojeći time samo da zadovolje određene standarde, poput: Honde.)
MATCH@E:(Sustainable followers those manufacturers who are not the leaders in investing into new technologies, who do not come up with new solutions, but copy successfully implemented and adopted solutions, in an attempt to satisfy only certain standards, such as Honda.===>Ekološki održive pratioce oni proizvođači koji nisu prvi po ulaganju u nove tehnologije, koji ne daju nova rešenja već kopiraju uspešno implementirana i prihvaćena rešenja, nastojeći time samo da zadovolje određene standarde, poput: ~~~ Honde.)
MATCH@M:(4.	Sustainable niche suppliers - those manufacturers who are not the leaders in investing into new technologies, who do not work out new solutions, but copy successfully implemented and adopted solutions, in an attempt to “enrich“ only some segments of their offer with technical and technology solutions in order that they should be competitive in a niche segment, such as a B segment of small city cars, for example Fiat.===>4.	Ekološki održive nišere - oni proizvođači koji nisu prvi u ulaganju u nove tehnologije, koji ne daju nova rešenja već kopiraju uspešno implementirana i prihvaćena rešenja, nastojeći da samo određene segmente svoje ponude „obogate“ takvim tehničko-tehnolo-škim rešenjima kako bi bili konkurentni na užem segmentu poput B segmenta malih gradskih automobila, što čini npr. Fiat.)
MATCH@E:(Sustainable niche suppliers those manufacturers who are not the leaders in investing into new technologies, who do not work out new solutions, but copy successfully implemented and adopted solutions, in an attempt to enrich only some segments of their offer with technical and technology solutions in order that they should be competitive in a niche segment, such as a B segment of small city cars, for example Fiat.===>Ekološki održive nišere oni proizvođači koji nisu prvi u ulaganju u nove tehnologije, koji ne daju nova rešenja već kopiraju uspešno implementirana i prihvaćena rešenja, nastojeći da samo određene segmente svoje ponude obogate takvim tehničko-tehnološkim rešenjima kako bi bili konkurentni na užem segmentu poput B segmenta malih gradskih automobila, što čini npr. Fiat.)
MATCH@M:(5.	Potentially sustainable competitors - the manufacturers such as Volkswagen who meet only the “legal “ provisions regarding the CO2 emissions, but do not plan any significant investments into RI, nor any “green “ solutions.===>5.	Potencijalne ekološki održive konkurente - proizvođači poput VolksWagena koji zadovoljavaju samo „zakonske“ uslove oko emisije CO2 a ne planiraju neka značajnija ulaganja u IR ili neka „zelena“ reše-nja.)
MATCH@E:(Potentially sustainable competitors Š9Ë the manufacturers such as Volkswagen who meet only the legal provisions regarding the CO2 emissions, but do not plan any significant investments into RI, nor any green solutions.===>Potencijalne ekološki održive konkurente Š9Ë proizvođači poput VolksWagena koji zadovoljavaju samo zakonske uslove oko emisije CO2 a ne planiraju neka značajnija ulaganja u IR ili neka zelena rešenja.)
MATCH@M:(Thus, for example, according to the chairman of the Volkswagen group Martin Winterkorn, who gave a statement at the most prestigeous Geneva Motor Show in 2009, the company would launch their first electric car in the next decade.===>Tako npr. prema izjavi predsednika cele grupacije VolksWagena Martina Vinterkorna, datoj na naj-prestižnijem Evropskom sajmu automobila u Zenevi 2009. godine, vrlo neodređeno je rečeno da će npr. prvo električno vozilo njegove kompanije biti lansirano iduće decenije.)
MATCH@E:(Thus, for example, according to the chairman of the Volkswagen group Martin Winterkorn, who gave a statement at the most prestigeous Geneva Motor Show in 2009, the company would launch their first electric car in the next decade.===>Tako npr. prema izjavi predsednika cele grupacije VolksWagena Martina Vinterkorna, datoj na najprestižnijem Evropskom sajmu automobila u @enevi 2009. godine, vrlo neodređeno je rečeno da će npr. prvo električno vozilo njegove kompanije biti lansirano iduće decenije.)
MATCH@M:(He explained that the announcement of a new technology never means the readiness to immediately place such a solution on the market.===>Pojasnio je da najava nove tehnologije nikada ne znači i spremnost da se s takvim rešenjem odmah pojavite i na tržištu.)
MATCH@E:(He explained that the announcement of a new technology never means the readiness to immediately place such a solution on the market.===>Pojasnio je da najava nove tehnologije nikada ne znači i spremnost da se s takvim rešenjem odmah pojavite i na tržištu.)
MATCH@M:(He maintains that there is still a long journey to make towards a safe vehicle in the electric class of cars, hence one should not rush with announcements.===>On smatra da je relativno dug put do stvaranja sigurnog vozila iz električne klase automobila, pa da u tom smislu ne bi trebalo žuriti ni sa najavama.)
MATCH@E:(He maintains that there is still a long journey to make towards a safe vehicle in the electric class of cars, hence one should not rush with announcements.===>On smatra da je relativno dug put do stvaranja sigurnog vozila iz električne klase automobila, pa da u tom smislu ne bi trebalo žuriti ni sa najavama.)
MATCH@M:(On this occasion Winterkorn explained that Volkswagen was searching for the best, not the fastest solution.===>Tom prilikom Vinterkorn je precizirao da se u VolksWagenu traži najbolje, a ne najbrže rešenje.)
MATCH@E:(On this occasion Winterkorn explained that Volkswagen was searching for the best, not the fastest solution.===>Tom prilikom Vinterkorn je precizirao da se u VolksWagenu traži najbolje, a ne najbrže rešenje.)
MATCH@M:(The extent to which the ecological sustainability strategy is implemented is increasingly becoming an instrument for ranking and tracking corporations.===>Stepen primene strategije ekološke održivosti (sustainability strategy) je sve više instrument za rangiranje i praćenje korporacija.)
MATCH@E:(The extent to which the ecological sustainability strategy is implemented is increasingly becoming an instrument for ranking and tracking corporations.===>Stepen primene strategije ekološke održivosti (sustainability strategy) je sve više instrument za rangiranje i praćenje korporacija.)
MATCH@M:(Thus the corporations are increasingly ranked according to the indicators of their social responsibility.===>Tako se sve više vrši upo-ređivanje korporacija na osnovu pokazatelja koliko su korporacije društveno odgovorne.)
MATCH@E:(Thus the corporations are increasingly ranked according to the indicators of their social responsibility. ~~~ 3.===>Tako se sve više vrši upoređivanje korporacija na osnovu pokazatelja koliko su korporacije društveno odgovorne. 3.)
MATCH@M:(As the world indices also show modern demands for a desirable corporate behaviour, the Dow Jones Sustainability Index (DJSI) was established in 2000, by Dow Jones, Stoxx and SAM, mutually.===>Kako svetski indeksi takođe prate savremene zahteve za poželjnim ponašanjem korporacija, 2000. godine je formiran Dow Jones Sustainability Index (DJSI), u sa-radnji Dow Jones-a, Stoxx-a i SAM-a.)
MATCH@E:(Sustainability strategy contribution to business As the world indices also show modern demands for a desirable corporate behaviour, the Dow Jones Sustainability Index (DJSI) was established in 2000, by Dow Jones, Stoxx and SAM, mutually.===>Doprinos strategije ekološke održivosti na poslovanje Kako svetski indeksi takođe prate savremene zahteve za poželjnim ponašanjem korporacija, 2000. godine je formiran Dow Jones Sustainability Index (DJSI), u saradnji Dow Jones-a, Stoxx-a i SAM-a.)
MATCH@M:(This is the index showing the willingness of a corporation to implement the sustainability concept and compare it to the corporations from the same branch.===>U pitanju je indeks koji pokazuje spremnost određene korporacije da primeni koncept ekološke održivosti i pri tom ih isti upoređuje sa korporacijama iz iste branše.)
MATCH@E:(This is the index showing the willingness of a corporation to implement the sustainability concept and compare it to the corporations from the same branch.===>U pitanju je indeks koji pokazuje spremnost određene korporacije da primeni koncept ekološke održivosti i pri tom ih isti upoređuje sa korporacijama iz iste branše.)
MATCH@M:(Thus the peak of the BMW holistic approach to strategic marketing with an ultimate compliance with the set ecological sustainability strategy came in the period after the year 2005.===>Tako je kruna BMW-ovog holističkog pristupa strateškom marketingu uz apsolutno uvažavanje postavljene strategije ekološke održivosti došla u periodu nakon 2005. godine.)
MATCH@E:(Thus the peak of the BMW holistic approach to strategic marketing with an ultimate compliance with the set ecological sustainability strategy came in the period after the year 2005.===>Tako je kruna BMW-ovog holističkog pristupa strateškom marketingu uz apsolutno uvažavanje postavljene strategije ekološke održivosti došla u periodu nakon 2005. godine.)
MATCH@M:(According to the World DJSI index, BMW was an absolute leader from 2005, until 2008.===>BMW je kao proizvođač od 2005. godine do 2008. godine apsolutno prvi prema Svetskom DJSI indeksu.)
MATCH@E:(According to the World DJSI index, BMW was an absolute leader from 2005, until 2008, which can be seen in Table 1.===>BMW je kao proizvođač od 2005. godine do 2008. godine apsolutno prvi prema Svetskom DJSI indeksu, što se može videti iz tabele 1.)
MATCH@M:(It is evident that the DJSI index gains in importance and includes more and more manufacturers in all segments.===>Jasno se može uočiti da DJSI indeks sve više dobija na značaju, te da obuhvata sve više i više proizvođača po svim segmentima.)
MATCH@E:(Š11Ë It is evident that the DJSI index gains in importance and includes more and more manufacturers in all segments.===>Pozicije proizvođača automobila prema DJSI indeksu od 2002 do 2009. godine Š10Ë Jasno se može uočiti da DJSI indeks sve više dobija na značaju, te da obuhvata sve više i više proizvođača po svim segmentima.)
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BAD_LINE_M:It is evident that the DJSI index gains in importance and includes more and more manufacturers in all segments.
BAD_LINE_M:Jasno se može uočiti da DJSI indeks sve više dobija na značaju, te da obuhvata sve više i više proizvođača po svim segmentima.
BAD_LINE_E:Š11Ë It is evident that the DJSI index gains in importance and includes more and more manufacturers in all segments.
BAD_LINE_E:Pozicije proizvođača automobila prema DJSI indeksu od 2002 do 2009. godine Š10Ë Jasno se može uočiti da DJSI indeks sve više dobija na značaju, te da obuhvata sve više i više proizvođača po svim segmentima.
MATCH@M:(It is also clear that some manufacturers depart from the sustainability concept, at least as far as large and pioneer investmants are concerned; for example, Volkswagen was the leader by this index in 2002, but at the bottom of the list in the past three years.===>Takođe se može uočiti da pojedini proizvođači odustaju od koncepta ekološke odr-živosti barem što se tiče većih i pionirskih ulaganja, poput VolksWagena koji je 2002. godine bio vodeći po ovom indeksu a poslednje 3 godine zadnji.)
MATCH@E:(It is also clear that some manufacturers depart from the sustainability concept, at least as far as large and pioneer investmants are concerned; for example, Volkswagen was the leader by this index in 2002, but at the bottom of the list in the past three years.===>Takođe se može uočiti da pojedini proizvođači odustaju od koncepta ekološke održivosti barem što se tiče većih i pionirskih ulaganja, poput VolksWagena koji je 2002. godine bio vodeći po ovom indeksu a poslednje 3 godine zadnji.)
MATCH@M:(The question is, however, how does “the sustainability strategy affect the brand value“?===>Međutim, može se postaviti pitanje „kako strategija ekološke održivosti utiče na vrednost brenda?“.)
MATCH@E:(The question is, however, how does the sustainability strategy affect the brand value?===>Međutim, može se postaviti pitanje kako strategija ekološke održivosti utiče na vrednost brenda?.)
MATCH@M:(We can prove that there is a direct implication of the sustainability strategy and a holistic marketing concept upon the brand position if we visit the web sites of the associations engaged in measuring and assessing the brand positions on the global market.===>Da postoji direktna implikacija strategije ekološke odr-živosti i koncepta holističkog marketinga na poziciju brenda (marke), možemo dokazati ako posetimo sajtove udruženja, koji se bave merenjem i vrednovanjem pozicije brenda (marke) na globalnom tržištu.)
MATCH@E:(We can prove that there is a direct implication of the sustainability strategy and a holistic marketing concept upon the brand position if we visit the web sites of the associations engaged in measuring and assessing the brand positions on the global market.===>Da postoji direktna implikacija strategije ekološke održivosti i koncepta holističkog marketinga na poziciju brenda (marke), možemo dokazati ako posetimo sajtove udruženja, koji se bave merenjem i vrednovanjem pozicije brenda (marke) na globalnom tržištu.)
MATCH@M:(Table 2 shows the trend in the brand positioning of the car manufacturers in the 2001 to 2009 period as regards 100 best brands in the observed years, and on the basis of the InterBrand data.===>Na slici 2. prikazan je trend pozioniranosti marki proizvođača automobila u periodu od 2001 do 2009. godine u odnosu na 100 najboljih brendova u posmatranim godinama, na osnovu podataka Inter-Brand-a.)
MATCH@E:(Table 2 shows the trend in the brand positioning of the car manufacturers in the 2001 to 2009 period as regards 100 best brands in the observed years, and on the basis of the InterBrand data.===>Na slici 2. prikazan je trend pozioniranosti marki proizvođača automobila u periodu od 2001 do 2009. godine u odnosu na 100 najboljih brendova u posmatranim godinama, na osnovu podataka InterBrand-a.)
MATCH@M:(The methodology used by this consulting house consists of the comparison between a) corporate earnings; b) income the brand itself earns; and c) the strength of the brand position, to obtain the brand value in the end.===>Metodologija koju koristi ova konsultantska kuca sastoji se od međusobnog upoređivanja: a) korporativne zarade, b) zarade koju brend (marka) ostvaruje samostalno i c) snage pozicije brenda (marke), da bi se na kraju na osnovu pomenute metodologije dobila vred-nost marke.)
MATCH@E:(The methodology used by this consulting house consists of the comparison between a) corporate earnings; b) income the brand itself earns; and c) the strength of the brand position, to obtain the brand value in the end.===>Toyota Mercedes Benz BMW Honda Ford Volkswagen Audi Hyundai Porsche Ferrari Lexus Nissan Tabela 2: ~~~ Pozicioniranost brendova auto proizvođača u odnosu na 100 najpoznatijih brendova u svetu prema InterBrand-u, u periodu od 2001 do 2009.godine Š11Ë Metodologija koju koristi ova konsultantska kuća sastoji se od međusobnog upoređivanja: a) korporativne zarade, b) zarade koju brend (marka) ostvaruje samostalno i c) snage pozicije brenda (marke), da bi se na kraju na osnovu pomenute metodologije dobila vrednost marke.)
BAD_LINE_=============================================================
BAD_LINE_M:The methodology used by this consulting house consists of the comparison between a) corporate earnings; b) income the brand itself earns; and c) the strength of the brand position, to obtain the brand value in the end.
BAD_LINE_M:Metodologija koju koristi ova konsultantska kuca sastoji se od međusobnog upoređivanja: a) korporativne zarade, b) zarade koju brend (marka) ostvaruje samostalno i c) snage pozicije brenda (marke), da bi se na kraju na osnovu pomenute metodologije dobila vred-nost marke.
BAD_LINE_E:The methodology used by this consulting house consists of the comparison between a) corporate earnings; b) income the brand itself earns; and c) the strength of the brand position, to obtain the brand value in the end.
BAD_LINE_E:Toyota Mercedes Benz BMW Honda Ford Volkswagen Audi Hyundai Porsche Ferrari Lexus Nissan Tabela 2: ~~~ Pozicioniranost brendova auto proizvođača u odnosu na 100 najpoznatijih brendova u svetu prema InterBrand-u, u periodu od 2001 do 2009.godine Š11Ë Metodologija koju koristi ova konsultantska kuća sastoji se od međusobnog upoređivanja: a) korporativne zarade, b) zarade koju brend (marka) ostvaruje samostalno i c) snage pozicije brenda (marke), da bi se na kraju na osnovu pomenute metodologije dobila vrednost marke.
MATCH@M:(Due to the holistic marketing concept and the sustainability strategy, BMW managed to come from the 20th position on the list in 2001 to the 13th position in 2007 and 2008, to finish in 2009 as the 15th on the list.===>BMW je zahvaljujući konceptu holističkog marketinga i strategiji ekonomske održivosti uspeo da sa 20 mesta 2001. godine dođe na 13 mesto 2007 i 2008. godine, da bi 2009. godinu završio na 15 mestu.)
MATCH@E:(Due to the holistic marketing concept and the sustainability strategy, BMW managed to come from the 20th position on the list in 2001 to the 13th position in 2007 and 2008, to finish in 2009 as the 15th on the list.===>BMW je zahvaljujući konceptu holističkog marketinga i strategiji ekonomske održivosti uspeo da sa 20 mesta 2001. godine dođe na 13 mesto 2007 i 2008. godine, da bi 2009. godinu završio na 15 mestu.)
MATCH@M:(The InterBrand explains the BMW positioning in 2008 as follows: “BMW responded to an increased demand by cleaner cars which are less expensive to drive, by investing into the workshops which are more efficient in (saving) expenses, such as the Efficient Dynamics system ...===>InterBrand na sledeći način objašnjava pozicioniranost BMW-a 2008. godine: „BMW je reagovao na povećanu tražnju za čistijim automobilima koji su jeftiniji za vožnju, investiranjem u pogone koji su po potrošnji efikasniji kao što je sistem Efficient Džnamics...)
MATCH@E:(The InterBrand explains the BMW positioning in 2008 as follows: BMW responded to an increased demand by cleaner cars which are less expensive to drive, by investing into the workshops which are more efficient in (saving) expenses, such as the Efficient Dynamics system ...===>InterBrand na sledeći način objašnjava pozicioniranost BMW-a 2008. godine: ~~~ BMW je reagovao na povećanu tražnju za čistijim automobilima koji su jeftiniji za vožnju, investiranjem u pogone koji su po potrošnji efikasniji kao što je sistem Efficient Dynamics...)
MATCH@M:(The brand stresses the efficiency as a future, with a promise that the satisfaction in driving will not be endangered ...“.===>Brend ističe efikasnost kao budućnost, sa naznakom da zadovoljstvo neće biti ugroženo...“.)
MATCH@E:(The brand stresses the efficiency as a future, with a promise that the satisfaction in driving will not be endangered ....===>Brend ističe efikasnost kao budućnost, sa naznakom da zadovoljstvo neće biti ugroženo....)
MATCH@M:(The BMW position, the fall from the 13th to the 15th position among the 100 best brands is explained in the following way: “BMW remains relatively healthy, although its income has fallen by about 5% ...===>Pozicija BMW-a, pad sa 13 na 15 mesto u odnosu na 100 najboljih bren-dova (marki) za 2009. godinu se objašnjava na sledeći način: „BMW ostaje relativno zdrav iako se prihod smanjio za oko 5%...)
MATCH@E:(The BMW position, the fall from the 13th to the 15th position among the 100 best brands is explained in the following way: BMW remains relatively healthy, although its income has fallen by about 5% ...===>Pozicija BMW-a, pad sa 13 na 15 mesto u odnosu na 100 najboljih brendova (marki) za 2009. godinu se objašnjava na sledeći način: ~~~ BMW ostaje relativno zdrav iako se prihod smanjio za oko 5%...)
MATCH@M:(The Bavarian manufacturer continues the strategy of developing highly efficient cars that promise satisfaction in driving and supplies the niches with innovative vehicles, such as a large SUV vehicle X6 ...===>Bavarski proizvođač nastavlja sa strategijom da razvija visoko efikasne automobile koji obećavaju zadovoljstvo u vožnji, i popunjava niše sa inovativnim vozilima poput velikog SUV vozila X6...)
MATCH@E:(The Bavarian manufacturer continues the strategy of developing highly efficient cars that promise satisfaction in driving and supplies the niches with innovative vehicles, such as a large SUV vehicle X6 ...===>Bavarski proizvođač nastavlja sa strategijom da razvija visoko efikasne automobile koji obećavaju zadovoljstvo u vožnji, i popunjava niše sa inovativnim vozilima poput velikog SUV vozila X6...)
MATCH@M:(Their innovative Efficient Dynamics concept that includes the equipment such as the Brake Energy Regeneration or the High Precision Injection proved to be an impetus to a rise in sales to more than 1,000,000 vehicles worldwide.===>Njihov inovativni koncept Efficient Džnamics-a, koji uključuje dodatnu opremu poput Brake Energy Regeneration (regeneracija energije kočenja) ili High Precision Injection, ispostavio se da je bio podstrek podizanju prodaje sa više od 1.000.000 prodatih vozila širom sveta.)
MATCH@E:(Their innovative Efficient Dynamics concept that includes the equipment such as the Brake Energy Regeneration or the High Precision Injection proved to be an impetus to a rise in sales to more than 1,000,000 vehicles worldwide.===>Njihov inovativni koncept Efficient Dynamics-a, koji uključuje dodatnu opremu poput Brake Energy Regeneration (regeneracija energije kočenja) ili High Precision Injection, ispostavio se da je bio podstrek podizanju prodaje sa više od 1.000.000 prodatih vozila širom sveta.)
MATCH@M:(With their Connected Drive concept, BMW introduced another future innovation, by turning the automobile into a mobile communication platform in order to increase safety, comfort and service quality.===>Sa njihovim konceptom Connected Drive, BMW je uveo još jednu buduću inovaciju, pretvaranjem automobila u mobilnu komunikacionu platformu kako bi povećali bezbednost, udobnost i kvalitet usluge.)
MATCH@E:(With their Connected Drive concept, BMW introduced another future innovation, by turning the automobile into a mobile communication platform in order to increase safety, comfort and service quality.===>Sa njihovim konceptom Connected Drive, BMW je uveo još jednu buduću inovaciju, pretvaranjem automobila u mobilnu komunikacionu platformu kako bi povećali bezbednost, udobnost i kvalitet usluge.)
MATCH@M:(A large number of visits to the BMW newly-built temple Welt (motor show) shows that BMW continues to impress their customers.“===>Veliki broj poseta BMW-ovom novo podignutom hramu Welt (salon automobila) ukazuje da BMW nastavlja da oduševljava svoje kupce.“)
MATCH@E:(A large number of visits to the BMW newly-built temple Welt (motor show) shows that BMW continues to impress their customers.===>Veliki broj poseta BMW-ovom novo podignutom hramu Welt (salon automobila) ukazuje da BMW nastavlja da oduševljava svoje kupce.)
MATCH@M:(According to InterBrand, Mercedes has not drastically lost its position either, falling from the 11th position in 2008 to the 12th position in 2009, although Daimler suffered a loss of €2.6 billion in 2009, while they ended the year 2008 with a profit of €1.4 billion.===>Može se primetiti da po Interbrand-u ni Mercedes nije izgubio drastično svoju poziciju, sa 11 mesta u 2008. godini, pao je na 12 mesto u 2009. godini, iako je u 2009. godini Daimler ostvario gubitak od 2.6 milijarde €, dok je 2008. godinu završio sa dobitkom od 1.4 milijarde €.)
MATCH@E:(According to InterBrand, Mercedes has not drastically lost its position either, falling from the 11th position in 2008 to the 12th position in 2009, although Daimler suffered a loss of ¡2.6 billion in 2009, while they ended the year 2008 with a profit of ¡1.4 billion.===>Može se primetiti da po Interbrand-u ni Mercedes nije izgubio drastično svoju poziciju, sa 11 mesta u 2008. godini, pao je na 12 mesto u 2009. godini, iako je u 2009. godini Daimler ostvario gubitak od 2.6 milijarde ¡, dok je 2008. godinu završio sa dobitkom od 1.4 milijarde ¡.)
MATCH@M:(On the other hand, Volkswagen is an example of a manufacturer who did not want to invest large amounts into the RI and the sustainability concept, so in Figure 2 we can see that they fell from the 35th position in 2001 to the 55th position in 2009.===>Sa druge strane VolksWagen je primer proizvođača koji nije želeo da ulaže značajnije svote u IR i koncept ekološke održivosti i na slici 2. možemo uočiti da je sa 35 mesta u 2001. godini pao na 55 mesto u 2009. godini.)
MATCH@E:(Š12Ë On the other hand, Volkswagen is an example of a manufacturer who did not want to invest large amounts into the RI and the sustainability concept, so in Figure 2 we can see that they fell from the 35th position in 2001 to the 55th position in 2009.===>Š12Ë Sa druge strane VolksWagen je primer proizvođača koji nije želeo da ulaže značajnije svote u IR i koncept ekološke održivosti i na slici 2. možemo uočiti da je sa 35 mesta u 2001. godini pao na 55 mesto u 2009. godi ni.)
MATCH@M:(The example of Honda, described as a “ sustainable follower“, is also interesting.===>Zanimljiv je i primer Honde, koju smo definisali kao „ekološki održivog pratioca“.)
MATCH@E:(The example of Honda, described as a sustainable follower, is also interesting.===>Zanimljiv je i primer Honde, koju smo definisali kao ekološki održivog pratioca.)
MATCH@M:(Despite the fact that InterBrand assigns highest rates and starts from the financial results, and then computes the brand value, in case of Mercedes, i.e., Daimple and its loss in 2009, this brand did not lose much in its positioning among the 100 most valuable brands, thanks to the sustainability concept.===>Cak iako InterBrand najviše vrednuje i polazi od finansijskih rezultata, a potom dobija vrednost marke, u slučaju Mercedesa, odnosno Daimlera i njegovog gubitka u 2009. godini, zahvaljujući takođe konceptu ekološke održivosti ovaj brend nije značajno izgubio na pozicio-niranosti u odnosu na 100 najvrednijih brendova.)
MATCH@E:(Despite the fact that InterBrand assigns highest rates and starts from the financial results, and then computes the brand value, in case of Mercedes, i.e., Daimple and its loss in 2009, this brand did not lose much in its positioning among the 100 most valuable brands, thanks to the sustainability concept.===>Čak iako InterBrand najviše vrednuje i polazi od finansijskih rezultata, a potom dobija vrednost marke, u slučaju Mercedesa, odnosno Daimlera i njegovog gubitka u 2009. godini, zahvaljujući takođe konceptu ekološke održivosti ovaj brend nije značajno izgubio na pozicioniranosti u odnosu na 100 najvrednijih brendova.)
MATCH@M:(On the contrary, Volkswagen, a manu-gacturer that does not pay much attention to this concept, experienced a serious fall in the last nine years.===>Sa druge strane VolksWagen kao proizvođač koji slabu pažnju posvećuje konceptu ekološke održivosti za po-slednjih 9. godina doživeo je veliki pad.)
MATCH@E:(On the contrary, Volkswagen, a manugacturer that does not pay much attention to this concept, experienced a serious fall in the last nine years (Table 2).===>Sa druge strane VolksWagen kao proizvođač koji slabu pažnju posvećuje konceptu ekološke održivosti za poslednjih 9. godina doživeo je veliki pad na tabeli 2.)
MATCH@M:(On the other hand, disrespect of the sustainability strategy may cause serious problems to the corporation (brand), both in the field of demand and in the field of returns on investments for the owners.===>Sa druge strane, ne primena strategije ekološke održivosti, može dovesti korporaciju (brend) u ozbiljne probleme, i u smislu tražnje za istim ali i u pogledu povraćaj a ulaganja za vlasnike kroz finansijske rezultate.)
MATCH@E:(On the other hand, disrespect of the sustainability strategy may cause serious problems to the corporation (brand), both in the field of demand and in the field of returns on investments for the owners.===>Sa druge strane, ne primena strategije ekološke održivosti, može dovesti korporaciju (brend) u ozbiljne probleme, i u smislu tražnje za istim ali i u pogledu povraćaja ulaganja za vlasnike kroz finansijske rezultate.)
MATCH@M:(Thus General Motors (GM) announced in 2010 that they were discontinuing the production of their brand Hummer, after the negotiations on the $150 million worth takeover by the Chinese manufacturer Sichuan Tnegzhong had failed.===>Tako je General Motors (GM), u toku 2010. godine objavio da ukida brend Hummer, nakon što su propali razgovori oko preuzimanja istog brenda od strane kineskog proizvođača Sichuan Tengzhong, za 150 milio-na US dolara.)
MATCH@E:(Thus General Motors (GM) announced in 2010 that they were discontinuing the production of their brand Hummer, after the negotiations on the $150 million worth takeover by the Chinese manufacturer Sichuan Tnegzhong had failed.===>Tako je General Motors (GM), u toku 2010. godine objavio da ukida brend Hummer, nakon što su propali razgovori oko preuzimanja istog brenda od strane kineskog proizvođača Sichuan Tengzhong, za 150 miliona US dolara.)
MATCH@M:(The reason the Chinese manufacturer did not acquire Hummer are most intriguing.===>Najzanimljivije je objasniti razlog odustajanja kineskog proizvođača od kupovine Hummera.)
MATCH@E:(The reason the Chinese manufacturer did not acquire Hummer are most intriguing.===>Najzanimljivije je objasniti razlog odustajanja kineskog proizvođača od kupovine Hummera.)
MATCH@M:(Namely, the government of the People’s Republic of China stopped the negotiations with the explanation that the brand (Hummer) and its products consume enormous quantities of fuel (about 30 litres) at the moment the government promotes a higher energy efficiency policy and the reductions of emissions.===>Naime, vlada Narodne Republike Kine je stopirala pomenuti dogovor upravo sa obrazloženjem da brend Hummer i njegovi proizvodi troše ogromne količine goriva (oko 30 litara), u periodu kada se vlada zalaže za bolju energetsku efikasnost i smanjenje emisije.)
MATCH@E:(Namely, the government of the Peoples Republic of China stopped the negotiations with the explanation that the brand (Hummer) and its products consume enormous quantities of fuel (about 30 litres) at the moment the government promotes a higher energy efficiency policy and the reductions of emissions.===>Naime, vlada Narodne Republike Kine je stopirala pomenuti dogovor upravo sa obrazloženjem da brend Hummer i njegovi proizvodi troše ogromne količine goriva (oko 30 litara), u periodu kada se vlada zalaže za bolju energetsku efikasnost i smanjenje emisije.)
MATCH@M:(The sustainability concept is being gradually introduced by the manufacturers who want to comply to the future laws regulating the gas emissions, even in situations when this procedure is opposite to their major competitive advantage (performances) that used to be essential in their positioning on the market.===>Koncept ekološke održivosti postepeno uvode i proizvođači kako bi se prilagodili budućim zakonskim propisima oko emisije gasova, čak i u situacijama kada se isti postupak kosi sa njihovom glavnom konkurentskom prednošću (performansama) koju isti imaju i koje su do sada bile ključ za njihovo uspešno pozicio-niranje na tržištu.)
MATCH@E:(The sustainability concept is being gradually introduced by the manufacturers who want to comply to the future laws regulating the gas emissions, even in situations when this procedure is opposite to their major competitive advantage (performances) that used to be essential in their positioning on the market.===>Koncept ekološke održivosti postepeno uvode i proizvođači kako bi se prilagodili budućim zakonskim propisima oko emisije gasova, čak i u situacijama kada se isti postupak kosi sa njihovom glavnom konkurentskom prednošću (performansama) koju isti imaju i koje su do sada bile ključ za njihovo uspešno pozicioniranje na tržištu.)
MATCH@M:(A most characteristic example is Ferrari, who introduced its first electrically driven product at the Geneva Motor Show, and also changed their brand red colour into green for this model, so that the colour itself indicated that this is an eco model.===>Najkarakterističniji primer je Fer-rari, koju je na sajmu u Ženevi 2010 predstavio prvi svoj proizvod sa elektro pogonom, pri čemu je Ferrari izmenio i svoju karakterističnu zaštitnu crvenu boju u zelenu za ovaj model, nagoveštavajući i samom bojom da je u pitanju eko model.)
MATCH@E:(A most characteristic example is Ferrari, who introduced its first electrically driven product at the Geneva Motor Show, and also changed their brand red colour into green for this model, so that the colour itself indicated that this is an eco model. ~~~ 4.===>Najkarakterističniji primer je Fer rari, koju je na sajmu u @enevi 2010 predstavio prvi svoj proizvod sa elektro pogonom, pri čemu je Ferrari izmenio i svoju karakterističnu zaštitnu crvenu boju u zelenu za ovaj model, nagoveštavajući i samom bojom da je u pitanju eko model. 4.)
MATCH@M:(On the basis of all the above stated on the example of the automobile industry we can conclude that it is wrong or at least superficial to measure the contribution of the sustainability strategy by comparing it exclusively with the brand (trade mark) value or the financial and market results.===>Iz svega objašnjenog u predhodnim delovima rada na primeru auto industrije, možemo dati ocenu da je pogrešno ili barem površno meriti doprinos strategije ekološke održivost stavljanjem u odnos isključivo sa vrednošću brenda (marke) ili stavljanjem u odnos isključivo sa finansijskim i tržišnim rezultatima.)
MATCH@E:(Three-dimensional (3d) matrix On the basis of all the above stated on the example of the automobile industry we can conclude that it is wrong or at least superficial to measure the contribution of the sustainability strategy by comparing it exclusively with the brand (trade mark) value or the financial and market results.===>Trodimenzionalna (3d) matrica Iz svega objašnjenog u predhodnim delovima rada na primeru auto industrije, možemo dati ocenu da je pogrešno ili barem površno meriti doprinos strategije ekološke održivost stavljanjem u odnos isključivo sa vrednošću brenda (marke) ili stavljanjem u odnos isključivo sa finansijskim i tržišnim rezultatima.)
MATCH@M:(It is for this reason that we need a triple approach which will simultaneously measure the impact (contribution) of three factors upon the company, namely: 1) the sustainability strategy (Z axis); 2) the brand value (Y axis); and 3) the financial and market results (X axis).===>Upravo zato potreban je trostruki pristup, u kome će se istovremeno meriti uticaj (doprinos) tri faktora na kompaniju i to uticaj: 1) strategije ekološke održivosti (Z osa); 2) vrednosti brenda (Y osa); 3) finansij-sko-tržišnih rezultata (X osa).)
MATCH@E:(It is for this reason that we need a triple approach which will simultaneously measure the impact (contribution) of three (3) factors upon the company, namely: 1) the sustainability strategy (Z axis); 2) the brand value (Y axis); and 3) the financial and market results (X axis).===>Upravo zato potreban je trostruki pristup, u kome će se istovremeno meriti uticaj (doprinos) tri (3) faktora na kompaniju i to uticaj: ~~~ 1) strategije ekološke održivosti (Z osa); 2) vrednosti brenda (Y osa); 3) finansijsko-tržišnih rezultata (X osa).)
MATCH@M:(Such an integral simultaneous approach to the observations of the impacts of these three factors upon the company is presented in Figure 2, on the example of the business and opportunities the automobile industry encounters.===>Takav integralni i istovremeni pristup posmatranja uticaja ova tri faktora na kompaniju, prikazan je na slici 2, na primeru poslovanja i mogućnosti koje se nameću pred auto-industriju.)
MATCH@E:(Such an integral simultaneous approach to the observations of the impacts of these three factors upon the company is presented in Figure 2, on the example of the business and opportunities the automobile industry encounters.===>Takav integralni i istovremeni pristup posmatranja uticaja ova tri faktora na kompaniju, prikazan je na slici 2, na primeru poslovanja i mogućnosti koje se nameću pred auto-industriju.)
MATCH@M:(Each cube presents a strategic position of a condition.===>Svaka kocka predstavlja strategijsku poziciju istog.)
MATCH@E:(Each cube presents a strategic position of a condition.===>Svaka kocka predstavlja strategijsku poziciju istog.)
MATCH@M:(Each of these eight (8) conditions will be explained in detail in this paper.===>Svaku od tih osam (8) stanja ćemo pojedinačno obrazložiti.)
MATCH@E:(Each of these eight (8) conditions will be explained in detail in this paper.===>Svaku od tih osam (8) stanja ćemo pojedinačno obrazložiti.)
MATCH@M:(Cube 1: Represents the first strategic position which is extremely unfavourable and is not sustainable in a long term.===>Kocka broj 1: Predstavlja prvu strategijsku poziciju koja je krajnje nepovoljna i neodrživa na dugi rok.)
MATCH@E:(Cube 1: Represents the first strategic position which is extremely unfavourable and is not sustainable in a long term.===>Kocka broj 1: ~~~ Predstavlja prvu strategijsku poziciju koja je krajnje nepovoljna i neodrživa na dugi rok.)
MATCH@M:(The brand has a poor position and value as perceived by the consumers, therefore it is necessary that the company should undertake steps to first move towards cube 5, for a short-term period, and towards cubes 7 or 6 for a long-term period, otherwise it may encounter serious problems.===>Brend ima lošu pozicioniranost i vrednost u očima kupaca pa je neophodno da preduzeće preuzme aktivnosti da se najpre kratkoročno pomeri ka kocki 5, a dugoročno ka kocki 7 ili 6, u suprotnom kompanija će se naći pred velikim problemima.)
MATCH@E:(The brand has a poor position and value as perceived by the consumers, therefore it is necessary that the company should undertake steps to first move towards cube 5, for a short-term period, and towards cubes 7 or 6 for a long-term period, otherwise it may encounter serious problems.===>Brend ima lošu pozicioniranost i vrednost u očima kupaca pa je neophodno da preduzeće preuzme aktivnosti da se najpre kratkoročno pomeri ka kocki 5, a dugoročno ka kocki 7 ili 6, u suprotnom kompanija će se naći pred velikim problemima. ~~~ Kocka broj 2:)
MATCH@M:(Cube 2: This is a rather rare strategic situation in business practice, and means that the company’s brand value is low (poor quality and services etc.), that there are no significant investments into RI, hence the minimum of legal redulations is barely satisfied.===>Kocka broj 2: Predstavlja veoma retku strategijsku situaciju u poslovnoj praksi, koja podrazumeva da kompanija ima slabu vrednost marke (slab kvalitet i usluge i sl.), da nema značajnih ulaganja u IR čime se jedva zadovoljava zakonski minimum propisa)
MATCH@E:(Cube 2: This is a rather rare strategic situation in business practice, and means that the companys brand value is low (poor quality and services etc.), that there are no significant investments into RI, hence the minimum of legal redulations is barely satisfied. ~~~ However, on the other hand, the company achieves good financial and market results, even in the long term.===>Predstavlja veoma retku strategijsku situaciju u poslovnoj praksi, koja podrazumeva da kompanija ima slabu vrednost marke (slab kvalitet i usluge i sl.), da nema značajnih ulaganja u IR čime se jedva zadovoljava zakonski minimum propisa ali sa druge strane, kompanija postiže čak i dugoročno dobre finansijsko tržišne rezultate.)
MATCH@M:(This is possible only in case the company is under the umbrella of the state protectionism and is thus given a monopoly position on the market, so it does not fear either competition or the possibility that the legal reglations may be made stricter.===>Ovo je moguće jedino u slučaju kada se kompanija nalazi pod plaštom državnog protekcionizma, koji joj omogućava gotovo monopolsku poziciju na tržištu, pa se kompanija ne plaši ni konkurencije niti mogucnosti pooštravanja zakonskih propisa.)
MATCH@E:(This is possible only in case the company is under the umbrella of the state protectionism and is thus given a monopoly position on the market, so it does not fear either competition or the possibility that the legal reglations may be made stricter.===>Ovo je moguće jedino u slučaju kada se kompanija nalazi pod plaštom državnog protekcionizma, koji joj omogućava gotovo monopolsku poziciju na tržištu, pa se kompanija ne plaši ni konkurencije niti mogućnosti pooštravanja zakonskih propisa.)
MATCH@M:(The examples are the manufacturers on the Russian Federation market, where the state protects national manufacturers.===>Primere bi mogli naći u proizvođačima na tržištu Ruske federacije, gde država štiti domaće proizvođače.)
MATCH@E:(The examples are the manufacturers on the Russian Federation market, where the state protects national manufacturers.===>Primere bi mogli naći u proizvođačima na tržištu Ruske federacije, gde država štiti domaće proizvođače.)
MATCH@M:(Cube 3: Presents a strategic position in which the company invests significantly into RI, thus being ahead of the legal regulations, but due to these large investments it achieves poor financial results.===>Kocka broj 3: Predstavlja strategijsku poziciju koja podrazumeva da kompanija ulaže značajna sredstva i resurse u IR, čime u svojim rešenjima ide ispred zakonskih propisa, a upravo zbog većih ulaganja u IR ostvaruje slabe finansijske rezultate.)
MATCH@E:(Cube 3: Presents a strategic position in which the company invests significantly into RI, thus being ahead of the legal regulations, but due to these large investments it achieves poor financial results.===>Kocka broj 3: ~~~ Predstavlja strategijsku poziciju koja podrazumeva da kompanija ulaže značajna sredstva i resurse u IR, čime u svojim rešenjima ide ispred zakonskih propisa, a upravo zbog većih ulaganja u IR ostvaruje slabe finansijske rezultate.)
MATCH@M:(Besides, the company is working on some future solutions and pays little attention to the brand value and its own image improvement.===>Pri tom kompanija je zaokupljena budućim rešenjima pa slabu pažnju posvećuje vrednosti brenda i podizanju imidža.)
MATCH@E:(Besides, the company is working on some future solutions and pays little attention to the brand value and its own image improvement.===>Pri tom kompanija je zaokupljena budućim rešenjima pa slabu pažnju posvećuje vrednosti brenda i podizanju imidža. ~~~ Slika 5:)
MATCH@M:(In such a situation the company should invest more into a better positioning and brand value in order to move into cube 7.===>U takvoj situaciji kompanija mora više uložiti u bolju pozicioniranost i vrednost marke kako bi se pomerila u kocku 7.)
MATCH@E:(Figure 5: Strategic position (cube) 3 in the 3D matrix In such a situation the company should invest more into a better positioning and brand value in order to move into cube 7.===>Strategijska pozicija (kocka) 3 u 3D matrici U takvoj situaciji kompanija mora više uložiti u bolju pozicioniranost i vrednost marke kako bi se pomerila u kocku 7.)
MATCH@M:(An example of such a strategy is the Honda business, although Table 2 shows that Honda has a highly valuable brand, according to InterBrand.===>Primer ovakve strategijske pozicije može se naći u poslovanju Honde, mada tabela 2. ukazuje da Honda ima visoko vredan brend po Inter Brand-u.)
MATCH@E:(An example of such a strategy is the Honda business, although Table 2 shows that Honda has a highly valuable brand, according to InterBrand.===>Primer ovakve strategijske pozicije može se naći u poslovanju Honde, mada tabela 2. ukazuje da Honda ima visoko vredan brend po Inter Brand-u.)
MATCH@M:(Such a statement, however, cannot be universally accepted if we consider only the automobile segment.===>Međutim takva konstatacija se ne može u potpunosti prihvatiti ako uzmemo samo auto segment.)
MATCH@E:(Such a statement, however, cannot be universally accepted if we consider only the automobile segment.===>Međutim takva konstatacija se ne može u potpunosti prihvatiti ako uzmemo samo auto segment. ~~~ Kocka broj 4:)
MATCH@M:(Cube 4: Presents a strategic position that means that the manufacturer achieves good financial results with a larger scope of production.===>Kocka broj 4: Predstavlja strategijsku poziciju koja podrazumeva da proizvođač ostvaruje dobre finansij-ke rezultate većim obimom proizvodnje.)
MATCH@E:(Cube 4: Presents a strategic position that means that the manufacturer achieves good financial results with a larger scope of production.===>Predstavlja strategijsku poziciju koja podrazumeva da proizvođač ostvaruje dobre finansijke rezultate većim obimom proizvodnje.)
MATCH@M:(Cube 5: This is a rather frequent strategic position in terms that the company does not invest much into RI and hence achieves good financial results in the short term, however not in a long-term period, since in the conditions of “stricter “ laws the company will find itself in problems.===>Kocka broj 5: Predstavlja veoma čestu strategijsku poziciju u smislu da kompanija nema većih ulaganja u IR i zbog toga kratkoročno ostvaruje dobre finansij-ske rezultate ali ne i dugoročno, jer će se u uslovima „strožijih“ zakona kompanija naći u problemima.)
MATCH@E:(Cube 5: This is a rather frequent strategic position in terms that the company does not invest much into RI and hence achieves good financial results in the short term, however not in a long-term period, since in the conditions of stricter laws the company will find itself in problems.===>Slika 4:)
BAD_LINE_=============================================================
BAD_LINE_M:Cube 5: This is a rather frequent strategic position in terms that the company does not invest much into RI and hence achieves good financial results in the short term, however not in a long-term period, since in the conditions of “stricter “ laws the company will find itself in problems.
BAD_LINE_M:Kocka broj 5: Predstavlja veoma čestu strategijsku poziciju u smislu da kompanija nema većih ulaganja u IR i zbog toga kratkoročno ostvaruje dobre finansij-ske rezultate ali ne i dugoročno, jer će se u uslovima „strožijih“ zakona kompanija naći u problemima.
BAD_LINE_E:Cube 5: This is a rather frequent strategic position in terms that the company does not invest much into RI and hence achieves good financial results in the short term, however not in a long-term period, since in the conditions of stricter laws the company will find itself in problems.
BAD_LINE_E:Slika 4:
MATCH@M:(The company meets only the legal regulations, but, contrary to cube 1, this company has a valuable brand, therefore it must invest more into RI and move to cube 7.===>Kompanija zadovoljava samo zakonske uslove ali za razliku od kocke 1 kompanija ima vrednu marku, tako se pred kompaniju nameće da mora da ima veća ulaganja u IR i da se pomeri ka kocki 7.)
MATCH@E:(Figure 7: Strategic position (cube) 5 in the 3D matrix The company meets only the legal regulations, but, contrary to cube 1, this company has a valuable brand, therefore it must invest more into RI and move to cube 7.===>Strategijska pozicija (kocka) 2 u 3D matrici Kompanija zadovoljava samo zakonske uslove ali za razliku od kocke 1 kompanija ima vrednu marku, tako se pred kompaniju nameće da mora da ima veća ulaganja u IR i da se pomeri ka kocki 7.)
MATCH@M:(This position can be identified in the business operations of Porche, who introduced numerous technical solutions to reduce emissions in 2010, however, still not enough to fully comply with the coming legal provisions (130 g/km of CO2 in 2015).===>Ova pozicija bi se mogla identifikovati sa poslovanjem Porsche-a, koji je 2010. godine primenio brojna tehnička rešenja za smanjenje emisije ali još uvek nedovoljno da se u potpunosti prilagodi nastupajućim zakonskim rešenjima (130 g/km CO2 2015. godine) .)
MATCH@E:(This position can be identified in the business operations of Porche, who introduced numerous technical solutions to reduce emissions in 2010, however, still not enough to fully comply with the coming legal provisions (130 g/km of CO2 in 2015).===>Ova pozicija bi se mogla identifikovati sa poslovanjem Porsche-a, koji je 2010. godine primenio brojna tehnička rešenja za smanjenje emisije ali još uvek nedovoljno da se u potpunosti prilagodi nastupajućim zakonskim rešenjima (130 g/km CO2 2015. godine) .)
MATCH@M:(Cube 6: This is a frequent state of affairs where the company invests poorly into RI and therefore meets only the minimum legal requirements for environmental protection.===>Kocka broj 6: predstavlja često stanje pri čemu kompanija slabo ulaže u IR i s’toga zadovoljava samo zakonski minimalne zahteve za zaštitom životne sredine.)
MATCH@E:(Cube 6: This is a frequent state of affairs where the company invests poorly into RI and therefore meets only the minimum legal requirements for environmental protection.===>Kocka broj 6: predstavlja često stanje pri čemu kompanija slabo ulaže u IR i stoga zadovoljava samo zakonski minimalne zahteve za zaštitom životne sredine.)
MATCH@M:(The company is not much interested in investing significantly into RI since it earns good financial results implementing a strategy of scope, and the company brand is also well positioned with the customers.===>Kompanija nema većih interesa da ulaže značajnija sredstva u IR jer ostvaruje dobre finansijske rezultate koristeći strategiju obima pri čemu je i brend kompanije dobro pozicioniran u očima kupaca.)
MATCH@E:(Figure 8: Strategic position (cube) 6 in the 3D matrix The company is not much interested in investing significantly into RI since it earns good financial results implementing a strategy of scope, and the company brand is also well positioned with the customers.===>Slika 8: ~~~ Strategijska pozicija (kocka) 6 u 3D matrici Kompanija nema većih interesa da ulaže značajnija sredstva u IR jer ostvaruje dobre finansijske rezultate koristeći strategiju obima pri čemu je i brend kompanije dobro pozicioniran u očima kupaca.)
MATCH@M:(The company may move to cube 7 for a short-term period, due to investments into RI (i.e., copying successful solutions worked out by the competition), and then it can move to cube 8 for a long-term period.===>Kompanija može da se kratkoročno pomeri ka kocki 7, zbog ulaganja u IR (odnosno kopiranja uspe-šnih rešenja konkurencije) a potom da se dugoročno pomeri ka kocki 8.)
MATCH@E:(The company may move to cube 7 for a short-term period, due to investments into RI (i.e., copying successful solutions worked out by the competition), and then it can move to cube 8 for a long-term period.===>Kompanija može da se kratkoročno pomeri ka kocki 7, zbog ulaganja u IR (odnosno kopiranja uspešnih rešenja konkurencije) a potom da se dugoročno pomeri ka kocki 8.)
MATCH@M:(The clearest example is the behaviour of Volkswagen.===>Najočigledniji primer je ponašanje VolksWagena.)
MATCH@E:(The clearest example is the behaviour of Volkswagen.===>Najočigledniji primer je ponašanje VolksWagena.)
MATCH@M:(Cube 7: This is a situation where the company invests large assets and resources into RI and thus goes ahead of the legal regulations, however, this significantly burdens its financial results.===>Kocka broj 7: predstavlja stanje pri čemu kompanija ulaže značajna sredstva i resurse u IR, kompanija na taj način ide ispred zakonskih rešenja, ali time poprilično opterećuje finansijski rezultat.)
MATCH@E:(Cube 7: This is a situation where the company invests large assets and resources into RI and thus goes ahead of the legal regulations, however, this significantly burdens its financial results.===>Kocka broj 7: predstavlja stanje pri čemu kompanija ulaže značajna sredstva i resurse u IR, kompanija na taj način ide ispred zakonskih rešenja, ali time poprilično opterećuje finansijski rezultat.)
MATCH@M:(The company has a valuable brand and a necessary solution is that it should increase its market share and thus achieve better financial results, i.e., a move to cube===>Kompanija ima vredan brend i neophodno rešenje sastoji se u povećanju tržišnog učešća a samim tim i ostvarivanju boljih finansijskih rezultata, odnosno po-meranju u kocku 8.)
MATCH@E:(Figure 9: Strategic position (cube) 7 in the 3D matrix The company has a valuable brand and a necessary solution is that it should increase its market share and thus achieve better financial results, i.e., a move to cube 8.===>Slika 6: ~~~ Strategijska pozicija (kocka) 4 u 3D matrici Kompanija ulaže značajna sredstva u IR i tako sa svojim rešenjima ide ispred zakonskih propisa, ali kompanija ima nezadovoljavajuću reputaciju kod kupaca, tako da mora više da se posveti podizanju vrednosti brenda i kvalitetu usluge odnosno da se kratkoročno pomeri u kocku 7, jer će zbog većih ulaganja u kvalitet, imidž i izgled opasti dobit.)
BAD_LINE_=============================================================
BAD_LINE_M:The company has a valuable brand and a necessary solution is that it should increase its market share and thus achieve better financial results, i.e., a move to cube
BAD_LINE_M:Kompanija ima vredan brend i neophodno rešenje sastoji se u povećanju tržišnog učešća a samim tim i ostvarivanju boljih finansijskih rezultata, odnosno po-meranju u kocku 8.
BAD_LINE_E:Figure 9: Strategic position (cube) 7 in the 3D matrix The company has a valuable brand and a necessary solution is that it should increase its market share and thus achieve better financial results, i.e., a move to cube 8.
BAD_LINE_E:Slika 6: ~~~ Strategijska pozicija (kocka) 4 u 3D matrici Kompanija ulaže značajna sredstva u IR i tako sa svojim rešenjima ide ispred zakonskih propisa, ali kompanija ima nezadovoljavajuću reputaciju kod kupaca, tako da mora više da se posveti podizanju vrednosti brenda i kvalitetu usluge odnosno da se kratkoročno pomeri u kocku 7, jer će zbog većih ulaganja u kvalitet, imidž i izgled opasti dobit.
MATCH@M:(Cube 8: This is an ideal, but a most risky position.===>Kocka broj 8: predstavlja idealnu ali i najrizičniju poziciju.)
MATCH@E:(Cube 8: This is an ideal, but a most risky position.===>Citroen bi se mogao identifikovati sa ovakvom strategijskom pozicijom.)
BAD_LINE_=============================================================
BAD_LINE_M:Cube 8: This is an ideal, but a most risky position.
BAD_LINE_M:Kocka broj 8: predstavlja idealnu ali i najrizičniju poziciju.
BAD_LINE_E:Cube 8: This is an ideal, but a most risky position.
BAD_LINE_E:Citroen bi se mogao identifikovati sa ovakvom strategijskom pozicijom.
MATCH@M:(This strategic position, however, carries a great risk in case of fall in global demand, when the high costs of supplying the large market and the high investments into RI will burden the financial results and threaten to bring the company to the verge of collapse.===>Međutim, ova strategijska pozicija nosi sa sobom veliki rizik u slučaju da dođe do pada globalne tražnje, tada će visoki troškovi opsluživanja velikog tržišta i visoka ulaganja u IR, opteretiti finansij-ski rezultat, potencijalno dovodeći kompaniju na rub propasti.)
MATCH@E:(This strategic position, however, carries a great risk in case of fall in global demand, when the high costs of supplying the large market and the high investments into RI will burden the financial results and threaten to bring the company to the verge of collapse.===>Slika 7: ~~~ Strategijska pozicija (kocka) 5 u 3D matrici globalne tražnje, tada će visoki troškovi opsluživanja velikog tržišta i visoka ulaganja u IR, opteretiti finansijski rezultat, potencijalno dovodeći kompaniju na rub propasti.)
MATCH@M:(The example that ideally reflects thus strategic position is that of the Japanese Toyota who ended the business year 2008 with a loss of $4.41 billion, due to a fall in demand, to earn US $2.344 billion by the end of the fiscal 1020 (April 2009 till March 2010).===>Primer koji nas u potpunosti podseća na ovakvu strategijsku poziciju, jeste japanska Toyota koja je poslovnu 2008. godinu usled smanjene tražnje završila sa gubitkom od 4,41 milijarde US dolara, da bi fiskalnu 2010 (koja je trajala od aprila 2009 do marta 2010) završila sa dobitkom od 2,344 milijarde US dolara.)
MATCH@E:(The example that ideally reflects thus strategic position is that of the Japanese Toyota who ended the business year 2008 with a loss of $4.41 billion, due to a fall in demand, to earn US $2.344 billion by the end of the fiscal 1020 (April 2009 till March 2010).===>Primer koji nas u potpunosti podseća na ovakvu strategijsku poziciju, jeste japanska Toyota koja je poslovnu 2008. godinu usled smanjene tražnje završila sa gubitkom od 4,41 milijarde US dolara, da bi fiskalnu 2010 (koja je trajala od aprila 2009 do marta 2010) završila sa dobitkom od 2,344 milijarde US dolara.)
MATCH@M:(Regardless of the temporary disagreements as to the crucial international treaty on the reduction of gases emission, but also as regards a large number of other issues crucial to the environment, it is certain that we will reach a period of consensus and adopt stricter regulations, if not in the countries that “hinder“ the treaty (the USA and others who did not sign the Kyoto Treaty or the countries that block new climate negotiations), then among the member states of the European Union.===>Bez obzira na trenutna neslaganja oko suštinskog međunarodnog dogovora oko smanjenja emisije gasova ali i oko mnogih drugih pitanja koja su ključna za okruženje, sigurno je da će doći period postignutog konsenzusa i usvojenih strožijih propisa, ako ne u zemljama „kočnicama“ dogovora (SAD i sl. koje nisu potpisale KYOTO sporazum ili zemljama koje blokiraju nove klimatske pregovore), onda sigurno na teritoriji Evropske Unije.)
MATCH@E:(Conclusion Regardless of the temporary disagreements as to the crucial international treaty on the reduction of gases emission, but also as regards a large number of other issues crucial to the environment, it is certain that we will reach a period of consensus and adopt stricter regulations, if not in the countries that hinder the treaty (the USA and others who did not sign the Kyoto Treaty or the countries that block new climate negotiations), then among the member states of the European Union.===>Zaključak Bez obzira na trenutna neslaganja oko suštinskog međunarodnog dogovora oko smanjenja emisije gasova ali i oko mnogih drugih pitanja koja su ključna za okruženje, sigurno je da će doći period postignutog konsenzusa i usvojenih strožijih propisa, ako ne u zemljama kočnicama dogovora (SAD i sl. koje nisu potpisale KYOTO sporazum ili zemljama koje blokiraju nove klimatske pregovore), onda sigurno na teritoriji Evropske Unije.)
MATCH@M:(As information reaches the prospective consumer faster and faster, due to the use of the modern ways of communication, the corporate success will increasingly be directly related to the corporate responsibility to the environment.===>Kako informacije do potencijalnog potrošača sve brže i brže stižu, zahvaljujući upotrebi savremenih vidova komunikacije, korporativni uspeh će sve više biti u direktnoj vezi sa odgovornošću iste prema okruženju.)
MATCH@E:(As information reaches the prospective consumer faster and faster, due to the use of the modern ways of communication, the corporate success will increasingly be di rectly related to the corporate responsibility to the environment.===>Kako informacije do potencijalnog potrošača sve brže i brže stižu, zahvaljujući upotrebi savremenih vidova komunikacije, korporativni uspeh će sve više biti u direktnoj vezi sa odgovornošću iste prema okruženju.)
MATCH@M:(The automobile industry is the first to be affected by both the stricter legal provisions and the keener consumer awareness, however, it will be additionally exposed to the impacts of the oil market and the activities of the competition.===>Auto-industrija je prva koja će biti na udaru i strožijih zakonskih rešenja i povećane svesti potrošača ali ista će biti još dodatno izložena i uticajima sa tržišta nafte ali i međusobnim konkurentskim uticajima.)
MATCH@E:(The automobile industry is the first to be affected by both the stricter legal provisions and the keener consumer awareness, however, it will be additionally exposed to the impacts of the oil market and the activities of the competition.===>Auto-industrija je prva koja će biti na udaru i strožijih zakonskih rešenja i povećane svesti potrošača ali ista će biti još dodatno izložena i uticajima sa tržišta nafte ali i međusobnim konkurentskim uticajima.)
MATCH@M:(In such an environment the automobile industry has to take into consideration a near and turbulent future, either by investing into RI or by copying successfully implemented solutions.===>U takvom okruženju auto-industrija mora da razmišlja o veoma bliskoj i turbulentnoj budućnosti, tako što će uložiti sredstva u IR ili tako što će kopirati uspešno implementirana rešenja.)
MATCH@E:(In such an environment the automobile industry has to take into consideration a near and turbulent future, either by investing into RI or by copying successfully implemented solutions.===>U takvom okruženju auto-industrija mora da razmišlja o veoma bliskoj i turbulentnoj budućnosti, tako što će uložiti sredstva u IR ili tako što će kopirati uspešno implementirana rešenja.)
MATCH@M:(The automovile industry, however, has to become a more responsible “citizen of the global society“ by implementing a concept of holistic marketing and the pertaining socially responsible marketing, with a well defined and successfully implemented sustainability strategy.===>Međutim, auto-industrija mora postati i odgovorniji „građanin svetskog društva“, tako što će primeniti koncepciju holističkog marketinga i njemu pripadajućeg društveno odgovornog marketinga, uz dobro definisanu i uspešno implementiranu strategiju ekološke održivosti.)
MATCH@E:(The automovile industry, however, has to become a more responsible citizen of the global society by implementing a concept of holistic marketing and the pertaining socially responsible marketing, with a well defined and successfully implemented sustainability strategy.===>Međutim, auto-industrija mora postati i odgovorniji građanin svetskog društva, tako što će primeniti koncepciju holističkog marketinga i njemu pripadajućeg društveno odgovornog marketinga, uz dobro definisanu i uspešno implementiranu strategiju ekološke održivosti.)
MATCH@M:(In the given circumstances, the holistic marketing approach and the sustainability strategy can help the autosector, but also any other organization, to differentiate from the competition and meet these stricter regulations readily, retaining all its qualities in the consumers’ perception.===>Holistički marketing prustup i strategija ekološke održivosti, mogu auto-sektoru ali i svakoj drugoj organizaciji, pomoći da se u datim uslovima diferencira od konkurencija i dočeka strožije propise spremno uz zadržavanje svih dotadašnjih svojstava u percepcijama kupaca.)
MATCH@E:(In the given circumstances, the holistic marketing approach and the sustainability strategy can help the autosector, but also any other organization, to differentiate from the competition and meet these stricter regulations readily, retaining all its qualities in the consumers perception.===>Holistički marketing prustup i strategija ekološke održivosti, mogu auto-sektoru ali i svakoj drugoj organizaciji, pomoći da se u datim uslovima diferencira od konkurencija i dočeka strožije propise spremno uz zadržavanje svih dotadašnjih svojstava u percepcijama kupaca.)
MATCH@M:(With an adequate implementation of marketing tools, the company can employ the sustainability strategy and the socially responsible marketing concept to achieve key competitive advantage.===>Uz adekvatnu upotrebu potrebnih marketing instrumenata, kompanija strategijom ekološke održi-vosti i konceptom društveno odgovornog marketinga može ostvariti ključnu konkurentsku prednost.)
MATCH@E:(With an adequate implementation of marketing tools, the company can employ the sustainability strategy and the socially responsible marketing concept to achieve key competitive advantage.===>Uz adekvatnu upotrebu potrebnih marketing instrumenata, kompanija strategijom ekološke održivosti i konceptom društveno odgovornog marketinga može ostvariti ključnu konkurentsku prednost.)
MATCH@M:(The sustainability strategy also imposes a tremendous risk on financial indicators as a basic, although not the only goal the company pursues.===>Strategija ekološke održivosti nameće i ogroman rizik po finansijske pokazatelje, kao osnovni ali ne naravno i jedini cilj koji kompanija ima.)
MATCH@E:(The sustainability strategy also imposes a tremendous risk on financial indicators as a basic, although not the only goal the company pursues.===>Strategija ekološke održivosti nameće i ogroman rizik po finansijske pokazatelje, kao osnovni ali ne naravno i jedini cilj koji kompanija ima.)
MATCH@M:(The said strategy means ample investments into RI that, on the other hand, impose a necessity that a marketing sector ensure that the company can serve as large a market as possible and thus make way for a further success of the company.===>Pomenuta strategija sa sobom nosi ogromna ulaganja u IR koja sa druge strane nameću marketing sektoru neophodnost da kompanija mora opslužiti što veće tržište i na taj način osigurati dalji uspeh organizacije.)
MATCH@E:(The said strategy means ample investments into RI that, on the other hand, impose a necessity that a marketing sector ensure that the company can serve as large a market as possible and thus make way for a further success of the company.===>Međutim, ova strategijska pozicija nosi sa sobom veliki rizik u slučaju da dođe do pada sa sobom nosi ogromna ulaganja u IR koja sa druge strane nameću marketing sektoru neophodnost da kompanija mora opslužiti što veće tržište i na taj način osigurati dalji uspeh organizacije.)
MATCH@M:(Hence the sustainability strategy and the holistic marketing approach in the segments such as automobile industry carry an enormous risk in case the demand for these products falls.===>Dakle, strategija ekološke održivosti i holistički marketing pristup, u segmentima poput auto-industrije, sa sobom nose ogroman rizik ukoliko dođe do pada tražnje za proizvodima.)
MATCH@E:(Hence the sustainability strategy and the holistic marketing approach in the segments such as automobile industry carry an enormous risk in case the demand for these products falls.===>Dakle, strategija ekološke održivosti i holistički marketing pristup, u segmentima poput auto-industrije, sa sobom nose ogroman rizik ukoliko dođe do pada tražnje za proizvodima.)
MATCH@M:(This happened to Daimler and Toyota in 2009, and almost happened to BMW who ended the year 2009 with a modest €210 million net profit.===>To se desilo u primerima Daimler-a i Toyote u 2009. godini, a isto stanje se umalo desilo u primeru poslovanja kompanije BMW-a koja je 2009. godinu završila sa skromnih 210 miliona eura neto profita.)
MATCH@E:(This happened to Daimler and Toyota in 2009, and almost happened to BMW who ended the year 2009 with a modest ¡210 million net profit.===>To se desilo u primerima Daimler-a i Toyote u 2009. godini, a isto stanje se umalo desilo u primeru poslovanja kompanije BMW-a koja je 2009. godinu završila sa skromnih 210 miliona eura neto profita.)
MATCH@M:(The implementation of the sustainabiity strategy and the holistic marketing approach resulted into significant savings in manufacturing and succeeded increasing both the corporate reputation and the reputation with the consumers.===>Primena strategije ekološke održivosti i holističkog marketing pristupa, dovela je do značajnih ušteda u proizvodnji a sa sobom neminovno donela i nagradu kroz povećanje i korporativnog ugleda ali i ugleda u očima potrošača.)
MATCH@E:(The implementation of the sustainabiity strategy and the holistic marketing approach resulted into significant savings in manufacturing and succeeded increasing both the corporate reputation and the reputation with the consumers.===>Primena strategije ekološke održivosti i holističkog marketing pristupa, dovela je do značajnih ušteda u proizvodnji a sa sobom neminovno donela i nagradu kroz povećanje i korporativnog ugleda ali i ugleda u očima potrošača.)
MATCH@M:(Contrary to these, the failure to implement the sustainability strategy may bring the manufacturer into a position that his brand is no more profitable and that it has to be cancelled, as was the case of the GM’s brand, Hummer.===>Nasuprot tome ne primena strategije ekološke održivosti može dovesti proizvođača u poziciju da mu brend bude neprofitabilan i da se isti mora ugasiti, kao što je to bilo u slučaju GM-ovog brenda Hummer.)
MATCH@E:(Contrary to these, the failure to implement the sustainability strategy may bring the manufacturer into a position that his brand is no more profitable and that it has to be cancelled, as was the case of the GMs brand, Hummer.===>Nasuprot tome ne primena strategije ekološke održivosti može dovesti proizvođača u poziciju da mu brend bude neprofitabilan i da se isti mora ugasiti, kao što je to bilo u slučaju GM-ovog brenda Hummer.)
MATCH@M:(It is for this reason that a simultaneous measuring and tracking the implications and contributions present in the interactions of the factors of the sustainability strategy, the brand value, and the financial and market resuits are necessary.===>Upravo zato je potrebno istovremeno merenje i praćenje implikacija i doprinosa koji se javljaju u istovremenom i uzajamnom dejstvu faktora strategije ekološke održivosti, vrednosti brenda, finansijsko-tržišnih rezultata.)
MATCH@E:(It is for this reason that a simultaneous measuring and tracking the implications and contributions present in the interactions of the factors of the sustainability strategy, the brand value, and the financial and market re sults are necessary.===>Upravo zato je potrebno istovremeno merenje i praćenje implikacija i doprinosa koji se javljaju u istovremenom i uzajamnom dejstvu faktora strategije ekološke održivosti, vrednosti brenda, finansijsko-tržišnih rezultata.)
MATCH@M:(In this interaction and the results of the above-mentioned factors the company has to find the position that would be most suitable and really sustainable in a long-term period, and it was but the aim of this paper to prove that the “Three-dimensional (3D) contribution matrix of sustainability strategy, brand value and the financial and market results in the automobile industry“ may be implemented as a useful tool for that purpose.===>U tom međusobnom delovanju i rezultatu pomenutih faktora, preduzeće treba da nađe poziciju, koja će preduzeću najviše odgovarati i koja je realno održiva na duži vremenski period, a upravo je cilj rada bio da pokaže kako „Trodimenzionalna (3D) matrica doprinosa strategije ekološke održivosti, vrednosti brenda i finansijsko-tržišnih rezultata u auto-industri-ji“ može poslužiti kao koristan instrument u tom cilju.)
MATCH@E:(In this interaction and the results of the above-mentioned factors the company has to find the position that would be most suitable and really sustainable in a long-term period, and it was but the aim of this paper to prove that the Three-dimensional (3D) contribution matrix of sustainability strategy, brand value and the financial and market results in the automobile industry may be implemented as a useful tool for that purpose.===>U tom međusobnom delovanju i rezultatu pomenutih faktora, preduzeće treba da nađe poziciju, koja će preduzeću najviše odgovarati i koja je realno održiva na duži vremenski period, a upravo je cilj rada bio da pokaže kako Trodimenzionalna (3D) matrica doprinosa strategije ekološke održivosti, vrednosti brenda i finansijsko-tržišnih rezultata u auto-industriji može poslužiti kao koristan instrument u tom cilju.)
MATCH@M:(The matrix described may also be implemented in numerous other sectors that are confronted by strict legal regulations in relation with environmental protection.===>Izneta matrica može svoju implementacionu strategijsku upotrebu na]i i u brojnim drugim privrednim sektorima, pred koje se name]u strogi zakonski propisi u vezi sa za[titom `ivotne sredine.)
MATCH@E:(The matrix described may also be implemented in numerous other sectors that are confronted by strict legal regulations in relation with environmental protection.===>Izneta matrica može svoju implementacionu strategijsku upotrebu naći i u brojnim drugim privrednim sektorima, pred koje se nameću strogi zakonski propisi u vezi sa zaštitom životne sredine.)
MATCH@M:(This is a landscape whereby collaborative and (co)creative spaces are emerging for engaging in the creation, critical assessment and personalization of “New Media ” that can be used for sharing and disseminating knowledge.===>Ovo je sredina u kojoj se otvaraju prostori za saradničke i (ko)kreativne angažmane u kreiranju, kritičkoj analizi i personalizaciji „Novih medija “ koji se mogu koristiti za razmenu i sirenje znanja.)
MATCH@E:(This is a landscape whereby collaborative and (co)creative spaces are emerging for engaging in the creation, critical assessment and personalization of New Media that can be used for sharing and disseminating knowledge.===>005.94 ; 004.738.1 Igor Jovanovski Fakultet za obrazovanje, Bitolj I_jovanovski_dh¿yahoo.com XII Internacionalni Simpozijum SymOrg 2010, 09.-12.)
BAD_LINE_=============================================================
BAD_LINE_M:This is a landscape whereby collaborative and (co)creative spaces are emerging for engaging in the creation, critical assessment and personalization of “New Media ” that can be used for sharing and disseminating knowledge.
BAD_LINE_M:Ovo je sredina u kojoj se otvaraju prostori za saradničke i (ko)kreativne angažmane u kreiranju, kritičkoj analizi i personalizaciji „Novih medija “ koji se mogu koristiti za razmenu i sirenje znanja.
BAD_LINE_E:This is a landscape whereby collaborative and (co)creative spaces are emerging for engaging in the creation, critical assessment and personalization of New Media that can be used for sharing and disseminating knowledge.
BAD_LINE_E:005.94 ; 004.738.1 Igor Jovanovski Fakultet za obrazovanje, Bitolj I_jovanovski_dh¿yahoo.com XII Internacionalni Simpozijum SymOrg 2010, 09.-12.
MATCH@M:(YouTube, an example of New Media, is a free video-sharing website that has rapidly become a popular way to upload, share, view, and comment on video clips.===>You Tube, jedan oblik „novih medija“, predstavlja slobodnu (besplatnu) mrežu koja postaje sve popularniji način za postavljanje, razmenu, pregled i komentare video klipova.)
MATCH@E:(YouTube, an example of New Media, is a free video-sharing website that has rapidly become a popular way to upload, share, view, and comment on video clips.===>Jun 2010, Zlatibor, Srbija U ovom radu proučava se sticanje, razmena i dostavljanje znanja uz pomoć informacione tehnologije i novih medijskih servisa.)
BAD_LINE_=============================================================
BAD_LINE_M:YouTube, an example of New Media, is a free video-sharing website that has rapidly become a popular way to upload, share, view, and comment on video clips.
BAD_LINE_M:You Tube, jedan oblik „novih medija“, predstavlja slobodnu (besplatnu) mrežu koja postaje sve popularniji način za postavljanje, razmenu, pregled i komentare video klipova.
BAD_LINE_E:YouTube, an example of New Media, is a free video-sharing website that has rapidly become a popular way to upload, share, view, and comment on video clips.
BAD_LINE_E:Jun 2010, Zlatibor, Srbija U ovom radu proučava se sticanje, razmena i dostavljanje znanja uz pomoć informacione tehnologije i novih medijskih servisa.
MATCH@M:(With more than 100 million people visiting the site per day and more than 65,000 videos uploaded daily, it provides a rich visual resource.===>Sa vise od 100 miliona posetilaca dnevno i vise of 65000 video klipova koji se postave na nju svakoga dana, ovaj servis predstavlja veoma izdašan vizuelni resurs. Uvod)
MATCH@E:(With more than 100 million people visiting the site per day and more than 65,000 videos uploaded daily, it provides a rich visual resource.===>Ovo je sredina u kojoj se otvaraju prostori za saradničke i (ko)kreativne angažmane u kreiranju, kritičkoj analizi i personalizaciji Novih medija koji se mogu koristiti za razmenu i širenje znanja.)
BAD_LINE_=============================================================
BAD_LINE_M:With more than 100 million people visiting the site per day and more than 65,000 videos uploaded daily, it provides a rich visual resource.
BAD_LINE_M:Sa vise od 100 miliona posetilaca dnevno i vise of 65000 video klipova koji se postave na nju svakoga dana, ovaj servis predstavlja veoma izdašan vizuelni resurs. Uvod
BAD_LINE_E:With more than 100 million people visiting the site per day and more than 65,000 videos uploaded daily, it provides a rich visual resource.
BAD_LINE_E:Ovo je sredina u kojoj se otvaraju prostori za saradničke i (ko)kreativne angažmane u kreiranju, kritičkoj analizi i personalizaciji Novih medija koji se mogu koristiti za razmenu i širenje znanja.
MATCH@M:(Introduction Knowledge management deals as much with people and how they acquire, exchange and disseminate knowledge as with information technology and New Media.===>Upravljanje znanjem bavi se kako ljudima i načinima na koje oni usvajaju, razmenjuju i šire znanje, tako i informacionim tehnologijama i Novim medijima.)
MATCH@E:(Introduction Knowledge management deals as much with people and how they acquire, exchange and disseminate knowledge as with information technology and New Media.===>Uvod Upravljanje znanjem bavi se kako ljudima i načinima na koje oni usvajaju, razmenjuju i šire znanje, tako i informacionim tehnologijama i Novim medijima.)
MATCH@M:(New Media and Learning 2.0 approaches can be used as a means to increase academic achievement.===>Pristupi kao što su novi mediji i Learning 2.0 mogu da budu značajna pomoć u sticanju akademskih znanja.)
MATCH@E:(New Media and Learning 2.0 approaches can be used as a means to increase academic achievement.===>Pristupi kao što su novi mediji i Learning 2.0 mogu da budu značajna pomoć u sticanju akademskih znanja.)
MATCH@M:(Web 2.0 supplies learners and teachers with a wide variety of didactical and methodological tools that can be fitted to their respective learning objectives and individual needs with a positive effect on their performance and achievement.===>Mreža 2.0 obezbeđuje i studentima i nastavnicima obilje didaktičkih i metodoloških alata koje oni mogu koristiti u procesu ostvarivanja svojih ciljeva u učenju i zadovoljavanja ličnih potreba, a što doprinosi njihovoj uspešnosti kako u učenju tako i u korišćenju naučenog.)
MATCH@E:(Web 2.0 supplies learners and teachers with a wide variety of didactical and methodological tools that can be fitted to their respective learning objectives and individual needs with a positive effect on their performance and achievement.===>Mreža 2.0 obezbeđuje i studentima i nastavnicima obilje didaktičkih i metodoloških alata koje oni mogu koristiti u procesu ostvarivanja svojih ciljeva u učenju i zadovoljavanja ličnih potreba, a što doprinosi njihovoj uspešnosti kako u učenju tako i u korišćenju naučenog.)
MATCH@M:(Research evidence suggests that Learning 2.0 strategies can be used successfully to enhance individual motivation, improve learner participation and foster social and learning skills.===>Zaključci do kojih smo došli u istraživanju ukazuju da se strategije Learning 2.0 mogu uspešno primeniti u motivisanju učesnika, povećanju njihovog neposrednog učešća i poboljšanju njihovih sposobnosti za učenje i društvene kontakte.)
MATCH@E:(Research evidence suggests that Learning 2.0 strategies can be used successfully to enhance individual motivation, improve learner participation and foster social and learning skills.===>Zaključci do kojih smo došli u istraživanju ukazuju da se strategije Learning 2.0 mogu uspešno primeniti u motivisanju učesnika, povećanju njihovog neposrednog učešća i poboljšanju njihovih sposobnosti za učenje i društvene kontakte.)
MATCH@M:(They can further contribute to the development of higher order cognitive skills like reflection and meta-cognition, increase self-directed learning skills and enable individuals to better develop and realise their personal potential.===>Korisne su i u razvijanju kognitivnih umeća višeg stepena, kao što su promišljanje i meta-kognicija (učenje), poboljšavaju veštine samostalnog učenja i pomažu polaznicima da bolje razviju i ostvare svoj lični potencijal.)
MATCH@E:(They can further contribute to the development of higher order cognitive skills like reflection and meta-cognition, increase self-directed learning skills and enable individuals to better develop and realise their personal potential.===>Korisne su i u razvijanju kognitivnih umeća višeg stepena, kao što su promišljanje i meta-kognicija (učenje), poboljšavaju veštine samostalnog učenja i pomažu polaznicima da bolje razviju i ostvare svoj lični potencijal.)
MATCH@M:(Why should the notion of incorporating New Media and interacting with for example socially distributed and user-created videos (e.g. from www.youtube.com) be important within education?===>Zašto je koncept uključivanja novih medija i interakcija sa, na primer, video-klipovima korisnika postavljenim na društvenoj mreži (na primer, na www.youtube.com) značajna za obrazovanje?)
MATCH@E:(Why should the notion of incorporating New Media and interacting with for example socially distributed and user-created videos (e.g. from www.youtube.com) be important within education?===>Zašto je koncept uključivanja novih medija i interakcija sa, na primer, video-klipovima korisnika postavljenim na društvenoj mreži (na primer, na www.youtube.com) značajna za obrazovanje?)
MATCH@M:(In what ways has the rapid development of digital technologies associated with the terms New Media and Web 2.0 and their use in education enabled individuals to interact differently within existing and new ecologies of learning?===>Na koji način je ovaj ubrzani razvoj digitalnih tehnologija povezan sa terminima New Media i Web 2.0 i njihovoj primeni u obrazovanju omogućio pojedincu da učestvuje na svoj način u okviru postojećih i novih ekologija učenja?)
MATCH@E:(In what ways has the rapid development of digital technologies associated with the terms New Media and Web 2.0 and their use in education enabled individuals to interact differently within existing and new ecologies of learning?===>Na koji način je ovaj ubrzani razvoj digitalnih tehnologija povezan sa terminima New Media i Web 2.0 i njihovoj primeni u obrazovanju omogućio pojedincu da učestvuje na svoj način u okviru postojećih i novih ekologija učenja?)
MATCH@M:(How can we as educators engage with New Media possibilities presented by websites such as YouTube?===>Kako mi kao edukatori možemo da pri-menimo mogućnosti novih medija koje postoje na mrežama kao što je You Tube?)
MATCH@E:(How can we as educators engage with New Media possibilities presented by websites such as YouTube?===>Kako mi kao edukatori možemo da primenimo mogućnosti novih medija koje postoje na mrežama kao što je You Tube?)
MATCH@M:(Knowledge management is “any process or practice of creating, acquiring, capturing, sharing and using knowledge, wherever it resides, to enhance learning and performance in organizations”.===>Upravljanje znanjem predstavlja „svaki proces ili postupak stvaranja, sticanja, usvajanja, razmene i primene znanja, gde god da je to znanje prisutno, za podsti-canje učenja i učinka u organizacijama“.)
MATCH@E:(Knowledge management Knowledge management is any process or practice of creating, acquiring, capturing, sharing and using knowledge, wherever it resides, to enhance learning and performance in organizations (Scarborough et al, 1999).===>Upravljanje znanjem Upravljanje znanjem predstavlja svaki proces ili postupak stvaranja, sticanja, usvajanja, razmene i primene znanja, gde god da je to znanje prisutno, za podsti canje učenja i učinka u organizacijama (Scarborough et al., 1999).)
MATCH@M:(They suggest that it focuses on the development of firm-specific knowledge and skills that are the result of organizational learning processes.===>Autori kažu da se upravljanje znanjem usredsređuje na razvijanje znanja i veština specifičnih za odgovarajuću firmu, a koji su rezultat procesa organizacionog učenja.)
MATCH@E:(They suggest that it focuses on the development of firmspecific knowledge and skills that are the result of organizational learning processes.===>Autori kažu da se upravljanje znanjem usredsređuje na razvijanje znanja i veština specifičnih za odgovarajuću firmu, a koji su rezultat procesa organizacionog učenja.)
MATCH@M:(Knowledge management is concerned with both stocks and flows of knowledge.===>Upravljanje znanjem bavi se kako „rezervoarima“, tako i tokovima znanja.)
MATCH@E:(Knowledge management is concerned with both stocks and flows of knowledge.===>Upravljanje znanjem bavi se kako rezervoarima, tako i tokovima znanja.)
MATCH@M:(Stocks included expertise and encoded knowledge in computer systems.===>Rezervoari podrazumevaju stručnost i znanje zapisano u kompjuterskim sistemima.)
MATCH@E:(Stocks included expertise and encoded knowledge in computer systems.===>Rezervoari podrazumevaju stručnost i znanje zapisano u kompjuterskim sistemima.)
MATCH@M:(Flows represent the ways in which knowledge is transferred from people to people or from people to a knowledge database.===>Tokovi predstavljaju načine na koje se znanje prenosi od jednog čoveka do drugog, ili od čoveka do baze podataka znanja.)
MATCH@E:(Flows represent the ways in which knowledge is transferred from people to people or from people to a knowledge database.===>Tokovi predstavljaju načine na koje se znanje prenosi od jednog čoveka do drugog, ili od čoveka do baze podataka znanja.)
MATCH@M:(Knowledge management has also been defined by Tan as: ‘The process of systematically and actively managing and leveraging the stores of knowledge in an organization’.===>Tan tako-đe definiše upravljanje znanjem kao:“proces sistematskog i aktivnog upravljanja i primene količine znanja u organizaciji“.)
MATCH@E:(Knowledge management has also been defined by Tan (2000) as: The process of systematically and actively managing and leveraging the stores of knowledge in an organization.===>Tan (2000) takođe definiše upravljanje znanjem kao:proces sistematskog i aktivnog upravljanja i primene količine znanja u organizaciji.)
MATCH@M:(Knowledge management involves transforming knowledge resources by identifying relevant information and then disseminating it so that learning can take place.===>U upravljanju znanjem resursi znanja se transformišu tako što se određena informacija identifikuje i onda se dostavlja drugima (širi) tako da bi učenje moglo da se odvija.)
MATCH@E:(Knowledge management involves transforming knowledge resources by identifying relevant information and then disseminating it so that learning can take place.===>U upravljanju znanjem resursi znanja se transformišu tako što se određena informacija identifikuje i onda se dostavlja drugima (širi) tako da bi učenje moglo da se odvija.)
MATCH@M:(Knowledge management strategies promote the sharing of knowledge by linking people with people, and by linking them to information so that they learn from documented experiences.===>Strategije u upravljanju znanjem zalažu se za razmenu znanja međusobnim povezivanjem ljudi, i povezivanjem ljudi sa informacijama tako da oni mogu da uče iz dokumentovanih iskustava drugih.)
MATCH@E:(Knowledge management strategies promote the sharing of knowledge by linking people with people, and by linking them to information so that they learn from documented experiences.===>Strategije u upravljanju znanjem zalažu se za razmenu znanja međusobnim povezivanjem ljudi, i povezivanjem ljudi sa informacijama tako da oni mogu da uče iz dokumentovanih iskustava drugih.)
MATCH@M:(Knowledge can be stored in databanks and found in presentations, reports, libraries, policy documents and manuals.===>Znanje se može skladištiti (čuvati) u bankama podataka ili se može naći na prezentacijama, u izveštajuma, bibliotekama, dokumentima o različitim politikama i u priručnicima.)
MATCH@E:(Knowledge can be stored in databanks and found in presentations, reports, libraries, policy documents and manuals.===>Znanje se može skladištiti (čuvati) u bankama podataka ili se može naći na prezentacijama, u izveštajuma, bibliotekama, dokumentima o različitim politikama i u priručnicima.)
MATCH@M:(It can be moved around the organization through information systems and by traditional methods such as meetings, workshops, courses, “master classes”, written publications, videos.===>Može se kretati kroz organizaciju putem informacionih sistema ili tradicionalnim metodama u koje spadaju sastanci, radionice, kursevi, „master klasovi“, pisane publikacije, video.)
MATCH@E:(It can be moved around the organization through information systems and by traditional methods such as meetings, workshops, courses, master classes, written publications, videos.===>Može se kretati kroz organizaciju putem informacionih sistema ili tradicionalnim metodama u koje spadaju sastanci, radionice, kursevi, master klasovi, pisane publikacije, video.)
MATCH@M:(Together, they are referred to as social computing (or “Web 2.0”), as they exploit the Internet’s connectivity to support the networking of people and content.===>Njihov zajednički naziv je društveni kompjuterski sistem (ili „Web 2.0“) pošto se u njima upravo koristi sposobnost interneta da umreži ljude i sadržaje.)
MATCH@E:(Together, they are referred to as social computing (or Web 2.0), as they exploit the Internets connectivity to support the networking of people and content.===>Kogan Page, p. 174 Njihov zajednički naziv je društveni kompjuterski sistem (ili Web 2.0) pošto se u njima upravo koristi sposobnost interneta da umreži ljude i sadržaje.)
MATCH@M:(The user is an integral part and co-producer of all the elements of the service delivered, whether it be content (blog, wikis, Flickr), taste/emotion (Amazon, de.li.cious), goods (eBay), contacts (MySpace), relevance (Google pagerank), reputation/feedback (eBay, TripAdvisor), storage/server capacity (P2P), connectivity (wifi sharing, mesh networks) or intelligence (business social computing).===>Korisnik je sastavni deo i saradnik u kreiranju u svim segmentima usluge, bez obzira da li je u pitanju sadržaj (blog, wikis, Flickr), ukus/emocija (Amazon, de.li.cious), roba (eBay), kontakti (MySpace), relevantnost (Google pagerank), ugled/povratna sprega (eBay, TripAdvisor), skladištenje/kapacitet servera (P2P), mogućnost povezivanja (Wifi razmena, mesh mreže) ili obaveštenja višeg nivoa (poslovni društveni proračuni).)
MATCH@E:(The user is an integral part and co-producer of all the elements of the service delivered, whether it be content (blog, wikis, Flickr), (Amazon, de.li.cious), goods (eBay), contacts (MySpace), relevance (Google pagerank), reputation/feedback (eBay, TripAdvisor), storage/server capacity (P2P), connectivity (wifi sharing, mesh networks) or intelligence (business social computing).2 taste/emotion 2.===>Korisnik je sastavni deo i saradnik u kreiranju u svim segmentima usluge, bez obzira da li je u pitanju sadržaj (blog, wikis, Flickr), ukus/emocija (Amazon, de.li.cious), roba (eBay), kontakti (MySpace), relevantnost (Google pagerank), ugled/povratna sprega (eBay, TripAdvisor), skladištenje/kapacitet servera (P2P), mogućnost povezivanja (Wifi razmena, mesh mreže) ili obaveštenja višeg nivoa (poslovni društveni proračuni). ~~~ 2.)
MATCH@M:(New Media is a buzz word that refers broadly to an emerging convergence of digital communications technologies within co-creative online social spaces.===>Novi mediji jeste široko prihvaćen pojam koji obuhvata sve veću povezanost tehnologija digitalne komunikacije u okviru ko-kreativnih društvenih prostora.)
MATCH@E:(New media New Media is a buzz word that refers broadly to an emerging convergence of digital communications technologies within co-creative online social spaces.===>Novi mediji Novi mediji jeste široko prihvaćen pojam koji obuhvata sve veću povezanost tehnologija digitalne komunikacije u okviru ko-kreativnih društvenih prostora.)
MATCH@M:(A consideration of the term “New Media” can also be framed within a contrast to “old media”.===>Termin „new media“ može se posmatrati i kao suprotnost „starim medijima“.)
MATCH@E:(A consideration of the term New Media can also be framed within a contrast to old media.===>Termin new media može se posmatrati i kao suprotnost starim medijima.)
MATCH@M:(The term New Media has also become to a degree a catch-all phrase and as such is defined within the context of this paper to be inclusive of two consistent characteristics.===>Termin novi mediji je takođe donekle postao neka sveobuhvatna fraza i kao takav se u ovom radu defini-še kao termin koji karakterišu dve osobine.)
MATCH@E:(The term New Media has also become to a degree a catch-all phrase and as such is defined within the context of this paper to be inclusive of two consistent characteristics.===>Termin novi mediji je takođe donekle postao neka sveobuhvatna fraza i kao takav se u ovom radu definiše kao termin koji karakterišu dve osobine.)
MATCH@M:(Uniquely individualized information that can simultaneously be delivered or displayed to a potentially infinite number of people, and, all authors involved (e.g. publishers, broadcasters, students, educators, consumers) share equal or reciprocal control over content.===>Karakte-riše ga jedinstveno individualizovana informacija koja se istovremeno može dostaviti ili prikazati neograničenom broju ljudi, a svi autori (na primer, izdavači, emi-teri, studenti, edukatori, potrošači) imaju jednaku ili recipročnu kontrolu nad sadržajem.)
MATCH@E:(Uniquely individualized information that can simultaneously be delivered or displayed to a potentially infinite number of people, and, all authors involved (e.g. publishers, broadcasters, students, educators, consumers) share equal or reciprocal control over content.===>Karakteriše ga jedinstveno individualizovana informacija koja se istovremeno može dostaviti ili prikazati neograničenom broju ljudi, a svi autori (na primer, izdavači, emiteri, studenti, edukatori, potrošači) imaju jednaku ili recipročnu kontrolu nad sadržajem.)
MATCH@M:(Also noted as central to a P. Duffy consideration of the term New Media is that it is often associated with and considered to be a superset of emerging technologies relating to Web 2.0.===>U svom razmatranju pojma novih medija, P. Duffy iznosi da su ovi mediji često u vezi sa novim tehnologijama vezanim za Web 2.0 i da su čak superset za njih.)
MATCH@E:(Also noted as central to a P. Duffy consideration of the term New Media is that it is often associated with and considered to be a superset of emerging technologies relating to Web 2.0.===>U svom razmatranju pojma novih medija, P. Duffy iznosi da su ovi mediji često u vezi sa novim tehnologijama vezanim za Web 2.0 i da su čak superset za njih. 2.)
MATCH@M:(Web 2.0., a phrase coined by O’Reilly Media in 2003, refers to a perceived second generation of web-based interactions, applications and communities.===>Web 2.0. fraza koju je skovao O’Reilly Media 2003. godine, odnosi se na drugu generaciju web-zasnovanih interakcija, aplikacija i zajednica.)
MATCH@E:(2.1 Web 2.0 Web 2.0., a phrase coined by OReilly Media in 2003, refers to a perceived second generation of web-based interactions, applications and communities.===>Web 2.0 Web 2.0. fraza koju je skovao OReilly Media 2003. godine, odnosi se na drugu generaciju web-zasnovanih interakcija, aplikacija i zajednica.)
MATCH@M:(It is considered to be inclusive of a shift from a World Wide Web that is “read only” to a Web that is being described as the “Read Write Web”.===>Smatra se pomakom od World Wide Web koja je „read only“ (statički sadržaj koji se ne može menjati) na mrežu koja se opisuje kao „Read Write Web“ (sadržaj koji se čita i dopisuje, menja ili se piše novi).)
MATCH@E:(It is considered to be inclusive of a shift from a World Wide Web that is read only to a Web that is being described as the Read Write Web (Gillmor, 2007).===>Smatra se pomakom od World Wide Web koja je read only (statički sadržaj koji se ne može menjati) na mrežu koja se opisuje kao Read Write Web (sadržaj koji se čita i dopisuje, menja ili se piše novi) (Gilmor, 2007).)
MATCH@M:(Instead of content that was for the most part static, we are now seeing the ability by users to remix content in different ways, in order to suit contextual needs.===>Umesto sadržaja koji je uglavnom statičan, sada korisnici imaju mogućnost da mešaju sadržaje kako njima odgovara da bi zadovoljili svoje potrebe za određenim vrstama sadržaja.)
MATCH@E:(Instead of content that was for the most part static, we are now seeing the ability by users to remix content in different ways, in order to suit contextual needs.===>Umesto sadržaja koji je uglavnom statičan, sada korisnici imaju mogućnost da mešaju sadržaje kako njima odgovara da bi zadovoljili svoje potrebe za određenim vrstama sadržaja.)
MATCH@M:(The Web is evolving to become more like an area for social and idea networking.===>Mreža se razvija i postaje više kao neki prostor za društvena i idejna umrežavanja.)
MATCH@E:(The Web is evolving to become more like an area for social and idea networking.===>Mreža se razvija i postaje više kao neki prostor za društvena i idejna umrežavanja.)
MATCH@M:(Students negotiate meanings and connections within Web 2.0 social spaces or idea networks, exchanges bits of content (media), creating new content, and collaborating in new ways in the individual and authentic creation of New Media.===>Studenti raspravljaju o značenjima i vezama u okviru društvenih prostora ili idejnih mreža Web 2.0, razmenjuju delove sadržaja (medija), stvaraju nove sadržaje i sara-đuju na novi način tako što svaki za sebe, autentično stvara nove medije.)
MATCH@E:(Students negotiate meanings and connections within Web 2.0 social spaces or idea networks, exchanges bits of content (media), creating new content, and collaborating in new ways in the individual and authentic creation of New Media.===>Studenti raspravljaju o značenjima i vezama u okviru društvenih prostora ili idejnih mreža Web 2.0, razmenjuju delove sadržaja (medija), stvaraju nove sadržaje i sarađuju na novi način tako što svaki za sebe, autentično stvara nove medije.)
MATCH@M:(These digital applications are used for blogging, podcasting, collaborative content (e.g. wikis), social networking (e.g. MySpace, Facebook), multimedia sharing (e.g. Flickr, YouTube), social tagging (e.g. Deli.cio.us) and social gaming (e.g. Second Life).===>Ove digitalne aplikacije koriste se za blogovanje, podkasting, saradničke sadržaje (npr. wikipedije), društvene mreže (npr. MySpace, Facebo-ok), razmenu multimedija (npr. Flickr, YouTube), imenovanje društvenih sadržaja (npr. Deli.cio.us) i društvene igre (npr. Second Life).)
MATCH@E:(These digital applications are used for blogging, podcasting, collaborative content (e.g. wikis), social networking (e.g. MySpace, Facebook), multimedia sharing (e.g. Flickr, YouTube), social tagging (e.g. Deli.cio.us) and social gaming (e.g. Second Life) (cf. Pascu, 2008).===>Ove digitalne aplikacije koriste se za blogovanje, podkasting, saradničke sadržaje (npr. wikipedije), društvene mreže (npr. MySpace, Facebook), razmenu multimedija (npr. Flickr, YouTube), imenovanje društvenih sadržaja (npr. Deli.cio.us) i društvene igre (npr. Second Life) (uporediti Pascu, 2008).)
MATCH@M:(Asian countries lead in the usage of social computing with more than 50% of Internet users across all applications, followed by the US (with about 30% of Internet users) and Europe (with about 20-25%).===>U primeni ovih razmena sadržaja putem računara trenutno vode azijske zemlje , sa više od 50% korisnika interneta koji koriste sve aplikacije, a iza njih su SAD (oko 30% korisnika interneta) i Evropa (oko 2025%).)
MATCH@E:(Asian countries lead in the usage of social computing with more than 50% of Internet users across all applications, followed by the US (with about 30% of Internet users) and Europe (with about 20-25%).===>U primeni ovih razmena sadržaja putem računara trenutno vode azijske zemlje , sa više od 50% korisnika interneta koji koriste sve aplikacije, a iza njih su SAD (oko 30% korisnika interneta) i Evropa (oko 2025%).)
MATCH@M:(Creation, use and adoption of social computing applications have been growing strongly since 2003.===>Kreiranje, primena i usvajanje aplikacija ove rezmene sadržaja posebno se brzo razvija od 2003. godine.)
MATCH@E:(Creation, use and adoption of social computing applications have been growing strongly since 2003.===>Kreiranje, primena i usvajanje aplikacija ove rezmene sadržaja posebno se brzo razvija od 2003. godine.)
MATCH@M:(However, growth has slowed down lately, indicating that the diffusion of social computing is entering the maturity phase.===>Ipak, u poslednje vreme ovaj rast se usporava, što ukazuje da se širenje ove vrste primene bliži zreloj fazi razvoja.)
MATCH@E:(However, growth has slowed down lately, indicating that the diffusion of social computing is entering the maturity phase.===>Ipak, u poslednje vreme ovaj rast se usporava, što ukazuje da se širenje ove vrste primene bliži zreloj fazi razvoja (Pascu, 2008).)
MATCH@M:(“Web 2.0” applications allow users to communicate and collaborate in diverse ways and in a variety of media, which also helps learners to act together and build knowledge bases that fit their specific needs.===>Aplikacije „Web 2.0“ omogućavaju korisnicima da komuniciraju i sarađuju na različite načine i u velikom broju medija, što takođe pomaže onima koji uče da rade zajedno i da stvaraju baze znanja koje odgovaraju njihovim specifičnim potrebama.)
MATCH@E:((Pascu, 2008) Web 2.0 applications allow users to communicate and collaborate in diverse ways and in a variety of media, which also helps learners to act together and build knowledge bases that fit their specific needs (cf. Owen et al., 2006).===>Aplikacije Web 2.0 omogućavaju korisnicima da komuniciraju i sarađuju na različite načine i u velikom broju medija, što takođe pomaže onima koji uče da rade zajedno i da stvaraju baze znanja koje odgovaraju njihovim specifičnim potrebama (uporediti Owen i dr., 2006).)
MATCH@M:(The following applications are the most relevant for learning.===>Za učenje su najznačajnije sledeće aplikacije.)
MATCH@E:(The following applications are the most relevant for learning.===>Za učenje su najznačajnije sledeće aplikacije. 2.)
MATCH@M:(Social networking services can be broadly defined as internet- or mobile devicebased social spaces, designed to facilitate communication, collaboration and content sharing across networks of contacts.===>Servisi društvenih mreža mogu se u globalu definisati kao društveni prostori zsanovani na internetu ili mobilnim uređajima, a svrha im je da olakšaju komunikaciju, saradnju i razmenu sadržaja širom mreže kontakata.)
MATCH@E:(Social networking services can be broadly defined as internet- or mobile devicebased social spaces, designed to facilitate communication, collaboration and content sharing across networks of contacts (Childnet International, 2008; Cachia, 2008).===>Servisi društvenih mreža mogu se u globalu definisati kao društveni prostori zsanovani na internetu ili mobilnim uređajima, a svrha im je da olakšaju komunikaciju, saradnju i razmenu sadržaja širom mreže kontakata (Childnet International, 2008; Cachia, 2008).)
MATCH@M:(They enable users to connect to friends and colleagues, send mails and instant messages, blog, meet new people and post personal information profiles, which may comprise blogs, photos, videos, images, and audio content.===>Oni omogućavaju korisnicima da budu u vezi sa prijateljima i kolegama, da šalju e-mejlove i poruke, da bloguju, upoznaju nove ljude i postavljaju svoje profile koji obuhvataju blogove, fotografije, video snimke, slike i zvučni sadržaj.)
MATCH@E:(They enable users to connect to friends and colleagues, send mails and instant messages, blog, meet new people and post personal information profiles, which may com 1 Armstrong.===>Oni omogućavaju korisnicima da budu u vezi sa prijateljima i kolegama, da šalju e-mejlove i poruke, da bloguju, upoznaju nove ljude i postavljaju svoje profile koji obuhvataju blogove, fotografije, video snimke, slike i zvučni sadržaj (OECD, 2007; Cachia, 2008). ~~~ Istaknuti servisi ove vrste su: ~~~ 2 Redecer.)
MATCH@M:(Social networking systems allow users to describe themselves and their interests, connect and communicate with others, and set up groups on dedicated topics.===>Društvene mreže pružaju korisnicima mogućnost da predstave sebe i svoja interesovanja, da se povezuju i komuniciraju sa drugima i da osnivaju grupe u skladu sa sadržajima koji ih interesuju.)
MATCH@E:(Social networking systems allow users to describe themselves and their interests, connect and communicate with others, and set up groups on dedicated topics.===>Društvene mreže pružaju korisnicima mogućnost da predstave sebe i svoja interesovanja, da se povezuju i komuniciraju sa drugima i da osnivaju grupe u skladu sa sadržajima koji ih interesuju.)
MATCH@M:(In October 2007, there were over 250 million profiles on social networking sites.===>U oktobru 2007. godine na društvenim mrežema nalazilo se više od 250 miliona profila.)
MATCH@E:(In October 2007, there were over 250 million profiles on social networking sites.===>U oktobru 2007. godine na društvenim mrežema nalazilo se više od 250 miliona profila.)
MATCH@M:(On amonthly basis, using social networking sites is the third most popular online activity in Europe.===>Na mesečnom nivou, korišćenje društvenih mreža nalazi se na trećem mestu liste popularnih on-line aktivnosti u Evropi.)
MATCH@E:(On amonthly basis, using social networking sites is the third most popular online activity in Europe (Pascu, 2008).===>Na mesečnom nivou, korišćenje društvenih mreža nalazi se na trećem mestu liste popularnih on-line aktivnosti u Evropi (Pascu, 2008).)
MATCH@M:(Recent surveys in the US found that 55% of US online teens have created personal profiles online, and 55% have used social networkingsites like MySpace or Facebook; 9-17 year-olds reported spending almost as much time on social networking sites and other websites as they do watching television (9 compared to 10 hours per week).===>Istraživanja sprovedena nedavno u SAD pokazala su da je 55% tinejdžera kreiralo svoje profile on-line, a 55% koristi društvene mreže kao što su MySpace ili Facebook; korisnici stari od 7 do 19 godina naveli su da provode skoro isto vreme na društvenim mrežama i na drugim mrežama koliko gledaju televiziju (9 u odnosu na 10 sati nedeljno).)
MATCH@E:(Recent surveys in the US found that 55% of US online teens have created personal profiles online, and 55% have used social networkingsites like MySpace or Facebook; 9-17 year-olds reported spending almost as much time on social networking sites and other websites as they do watching television (9 compared to 10 hours per week) (Attwell, 2007; Childnet International, 2008).===>Istraživanja sprovedena nedavno u SAD pokazala su da je 55% tinejdžera kreiralo svoje profile on-line, a 55% koristi društvene mreže kao što su MySpace ili Facebook; korisnici stari od 7 do 19 godina naveli su da provode skoro isto vreme na društvenim mrežama i na drugim mrežama koliko gledaju televiziju (9 u odnosu na 10 sati nedeljno) (Attwell, 2007; Childnet international, 2008).)
MATCH@M:(Interestingly, the findings indicate that educationrelated topics are the most commonly discussed, with 60% of the young people surveyed talking about education-related topics and 50% discussing their schoolwork.===>Interesantan podatak je da zaključci pokazuju da su najčešća tema ovakvih razgovora vezana za obrazovanje; 60% mladih raspravlja o temama iz oblasti obrazovanja, a 50% o svom radu u školi.)
MATCH@E:(Interestingly, the findings indicate that educationrelated topics are the most commonly discussed, with 60% of the young people surveyed talking about education-related topics and 50% discussing their schoolwork (Childnet International, 2008).===>Interesantan podatak je da zaključci pokazuju da su najčešća tema ovakvih razgovora vezana za obrazovanje; 60% mladih raspravlja o temama iz oblasti obrazovanja, a 50% o svom radu u školi (Childnet International, 2008).)
MATCH@M:(Blogs.===>Blogovi.)
MATCH@E:(Blogs.===>Blogovi.)
MATCH@M:(“Weblogs” or “blogs”, a term coined by Jorn Barger in 1997, are online public writing environments, which enable a single author or a group of authors to write and publicly display articles (called posts), which are listed in reversed chronological order (Ellison and Wu, 2008; Anderson, 2007).===>„Weblogs“ ili „blogs“, termin koji je skovao Jorn Barger 1997. godine, predstavljaju on-line javna okruženja za pisanu komunikaciju, u kojima jedan ili više autora pišu i javno predstavljaju svoje članke (koji se zovu posts), koji se listaju po obrnutom hronolo-škom nizu (Ellison i Wu, 2008; Anderson, 2007).)
MATCH@E:(Weblogs or blogs, a term coined by Jorn Barger in 1997, are online public writing environments, which enable a single author or a group of authors to write and publicly display articles (called posts), which are listed in reversed chronological order (Ellison & Wu, 2008; Anderson, 2007).===>Weblogs ili blogs, termin koji je skovao Jorn Barger 1997. godine, predstavljaju on-line javna okruženja za pisanu komunikaciju, u kojima jedan ili više autora pišu i javno predstavljaju svoje članke (koji se zovu posts), koji se listaju po obrnutom hronološkom nizu (Ellison & Wu, 2008; Anderson, 2007).)
MATCH@M:(Depending on the author’s wishes, blogs can include visual, audio and video content, as well as features such as links to other blogs, information about the author, and comments from readers.===>U zavisnosti od toga šta autor hoće, blogovi mogu da sadrže vizuelne, audio i video sadržaje, kao i, na primer, linkove prema drugim blogovima, informacije o autoru i komentare čitalaca.)
MATCH@E:(Depending on the authors wishes, blogs can include visual, audio and video content, as well as features such as links to other blogs, information about the author, and comments from readers (Ellison & Wu, 2008; OECD, 2007).===>U zavisnosti od toga šta autor hoće, blogovi mogu da sadrže vizuelne, audio i video sadržaje, kao i, na primer, linkove prema drugim blogovima, informacije o autoru i komentare čitalaca (Ellison & Wu, 2008: ~~~ OECD, 2007).)
MATCH@M:(The large number of people engaged in blogging has given rise to its own term - blogosphere - to express the sense of a whole ‘world’ of bloggers operating in their own environment.===>Veliki broj ljudi koji se bave blogovanjem imao je za posledicu nastanak novog termina - blogosfera -koji ukazuje na ogroman broj blogera koji rade u svom sopstvenom prostoru.)
MATCH@E:(The large number of people engaged in blogging has given rise to its own term blogosphere to express the sense of a whole world of bloggers operating in their own environment (Anderson, 2007).===>Veliki broj ljudi koji se bave blogovanjem imao je za posledicu nastanak novog termina blogosfera koji ukazuje na ogroman broj blogera koji rade u svom sopstvenom prostoru (Anderson, 2007).)
MATCH@M:(For searching within the bl-ogosphere, an array of blog and RSS search services have appeared, with different foci depending on user needs and information architecture.===>Da bi kretanje u okviru blogosfere bilo lakše, razvio se čitav niz servisa za pretraživanje blogova i RSS, a fokusi se razlikuju u zavisnosti od potreba korisnika i informatičke arhitekture.)
MATCH@E:(For searching within the blogosphere, an array of blog and RSS search services have appeared, with different foci depending on user needs and information architecture (Alexander, 2006).===>Da bi kretanje u okviru blogosfere bilo lakše, razvio se čitav niz servisa za pretraživanje blogova i RSS, a fokusi se razlikuju u zavisnosti od potreba korisnika i informatičke arhitekture (Alexander, 2006).)
MATCH@M:(Wikis.===>Wikiji.)
MATCH@E:(Wikis.===>Wikiji.)
MATCH@M:(A wiki is a website that allows users to collaboratively add, remove and otherwise edit and change content, usually text.===>Wiki je mreža pomoću koje korisnici mogu da sarađuju, da dodaju, uklone ili da na neki srugi način postavljaju ili menjaju sadržaj, obično tekst.)
MATCH@E:(A wiki is a website that allows users to collaboratively add, remove and otherwise edit and change content, usually text (Owen et al., 2006; OECD, 2007).===>Wiki je mreža pomoću koje korisnici mogu da sarađuju, da dodaju, uklone ili da na neki srugi način postavljaju ili menjaju sadržaj, obično tekst (Owen i dr., 2006; OECD, 2007).)
MATCH@M:(The most prominent example of a wiki is Wikipedia, a collaboratively - created online encyclopaedia.===>Najistaknutiji primer wikija je Wikipedia, on-line enciklopedija koju je pisao i dopisivao veliki broj ljudi.)
MATCH@E:(The most prominent example of a wiki is Wikipedia, a collaboratively - created online encyclopaedia.===>Najistaknutiji primer wikija je Wikipedia, on-line enciklopedija koju je pisao i dopisivao veliki broj ljudi.)
MATCH@M:(Since its creation in 2001, Wikipedia has grown rapidly into one of the largest reference websites, attracting at least 684 million visitors yearly by 2008.===>Od svoga nastanka, 2001. godine, Wikipedia se naglo razvijala i postala jedna od najrasprostranjenijih i najvećih referentnih web-stra-nica; prema podacima do 2008. godine, godišnje je po-seti najmanje 684 miliona korisnika.)
MATCH@E:(Since its creation in 2001, Wikipedia has grown rapidly into one of the largest reference websites, attracting at least 684 million visitors yearly by 2008.===>Od svoga nastanka, 2001. godine, Wikipedia se naglo razvijala i postala jedna od najrasprostranjenijih i najvećih referentnih web-stra nica; prema podacima do 2008. godine, godišnje je poseti najmanje 684 miliona korisnika.)
MATCH@M:(There are more than 75,000 active contributors working on more than 10,000,000 articles in more than 250 languages.===>U njoj učestvuje više od 75000 aktivnih članova koji rade na više od 10 000 000 priloga (članaka), na preko 250 jezika.)
MATCH@E:(There are more than 75,000 active contributors working on more than 10,000,000 articles in more than 250 languages.===>U njoj učestvuje više od 75000 aktivnih članova koji rade na više od 10 000 000 priloga (članaka), na preko 250 jezika.)
MATCH@M:(A tag is a keyword that is added to a digital object (e.g. a website, picture or video clip) to describe it, but not as part of a formal classification system.===>Tag (etiketa) je ključna reč koja se dodaje digitalnom objektu (npr. web-stranici, slici ili video-klipu) i koja ga opisuje, ali nije deo formalnog sistema klasifikacije.)
MATCH@E:(A tag is a keyword that is added to a digital object (e.g. a website, picture or video clip) to describe it, but not as part of a formal classification system.===>Tag (etiketa) je ključna reč koja se dodaje digitalnom objektu (npr. webstranici, slici ili video-klipu) i koja ga opisuje, ali nije deo formalnog sistema klasifikacije.)
MATCH@M:(One of the first large - scale applications of tagging was seen with the introduction of Joshua Schacter’s del.icio.us website, which launched the ‘social bookmarking’phenomenon.===>Jedna od prvih aplikacija taginga u širokim razmerama pojavila se kad je Joshua Schacter napravio svoju web-stranicu Del.icio.us, koja je pokrenula ovaj fenomen „društvenih bukmarkera“.)
MATCH@E:(One of the first large - scale applications of tagging was seen with the introduction of Joshua Schacters del.icio.us website, which launched the social bookmarkingphenomenon.===>Jedna od prvih aplikacija taginga u širokim razmerama pojavila se kad je Joshua Schacter napravio svoju web-stranicu Del.icio.us, koja je pokrenula ovaj fenomen društvenih bukmarkera.)
MATCH@M:(Social bookmarking systems share a number of common features: They allow users to create lists of ‘bookmarks’ or ‘favourites’, to store these centrally on a remote service (rather than within the client browser) and to share them with other users of the system (the ‘social’ aspect).===>Društveni bukmarking sistemi imaju nekoliko zajedničkih osobina: pomažu korisnicima da kreiraju liste „bookmarks“ ili „favorita“, da ih čuvaju uglavnom na izdvojenim servisima, (radije nego pri ruci korisniku) i da ih razmenjuju sa ostalim korisnicima ovog sistema („društveni“ aspekt).)
MATCH@E:(Social bookmarking systems share a number of common features (Millen et al., 2005): They allow users to create lists of bookmarks or favourites, to store these centrally on a remote service (rather than within the client browser) and to share them with other users of the system (the social aspect).===>Društveni bukmarking sistemi imaju nekoliko zajedničkih osobina (Millen i dr., 2005): pomažu korisnicima da kreiraju liste bookmarks ili favorita, da ih čuvaju uglavnom na izdvojenim servisima, (radije nego pri ruci korisniku) i da ih razmenjuju sa ostalim korisnicima ovog sistema (društveni aspekt).)
MATCH@M:(These bookmarks can also be tagged with keywords, and an important difference from the ‘folder’- based categorisation used in traditional, browser-based bookmark lists is that a bookmark can belong in more than one category.===>Ovi buk-markeri takođe mogu da imaju neki dodatak (tag) u vidu ključnih reči, a značajna razlika u odnosu na „fol-der“-klasifikaciju koja se koristi u tradicionalnim buk-mark listama zasnovanim na pretraživanju jeste da bukmark može da pripada većem broju kategorija odjednom.)
MATCH@E:(These bookmarks can also be tagged with keywords, and an important difference from the folder- based categorisation used in traditional, browserbased bookmark lists is that a bookmark can belong in more than one category.===>Ovi bukmarkeri takođe mogu da imaju neki dodatak (tag) u vidu ključnih reči, a značajna razlika u odnosu na folder-klasifikaciju koja se koristi u tradicionalnim bukmark listama zasnovanim na pretraživanju jeste da bukmark može da pripada većem broju kategorija odjednom.)
MATCH@M:(Different social bookmarking sites encourage different uses: some sites encourage more playful and personal tagging, for example Flickr, the phototagging site; while others afford a more deliberate style of tagging with a very clear idea of a specific audience, such as the academic sites Connotea or CiteULike.===>Različito obeležene društvene stranice (sajtovi) omogućavaju da se sadržaji različito koriste: neke stranice ukazuju da je sadržaj neobavezniji i ličniji, na primer Flickr, stranica fotografije; drugi su obeleženi kon-kretnije i jasno se vidi da su predviđeni za posebnu publiku, na primer, naučni sajtovi Connotea ili CiteU-Like.)
MATCH@E:(Different social bookmarking sites encourage different uses: some sites encourage more playful and personal tagging, for example Flickr, the phototagging site; while others afford a more deliberate style of tagging with a very clear idea of a specific audience, such as the academic sites Connotea or CiteULike (Owen et al., 2006; Vuorikari, 2007).===>)
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BAD_LINE_M:Different social bookmarking sites encourage different uses: some sites encourage more playful and personal tagging, for example Flickr, the phototagging site; while others afford a more deliberate style of tagging with a very clear idea of a specific audience, such as the academic sites Connotea or CiteULike.
BAD_LINE_M:Različito obeležene društvene stranice (sajtovi) omogućavaju da se sadržaji različito koriste: neke stranice ukazuju da je sadržaj neobavezniji i ličniji, na primer Flickr, stranica fotografije; drugi su obeleženi kon-kretnije i jasno se vidi da su predviđeni za posebnu publiku, na primer, naučni sajtovi Connotea ili CiteU-Like.
BAD_LINE_E:Different social bookmarking sites encourage different uses: some sites encourage more playful and personal tagging, for example Flickr, the phototagging site; while others afford a more deliberate style of tagging with a very clear idea of a specific audience, such as the academic sites Connotea or CiteULike (Owen et al., 2006; Vuorikari, 2007).
BAD_LINE_E:
MATCH@M:(Media sharing devices store user-contributed media, and allow users to search for and display content.===>Uređaji za razmenu čuvaju medijske sadržaje koje šalju korisnici i omogućavaju korisnicima da ih pretražuju i da prikazuju njihov sadržaj.)
MATCH@E:(Media sharing devices store user-contributed media, and allow users to search for and display content.===>podcsts (Odeo); (cid: ~~~ video snimci (YouTube), ili čak i tagovanje ta gova (Pascu, 2008; Anderson, 2007).)
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BAD_LINE_M:Media sharing devices store user-contributed media, and allow users to search for and display content.
BAD_LINE_M:Uređaji za razmenu čuvaju medijske sadržaje koje šalju korisnici i omogućavaju korisnicima da ih pretražuju i da prikazuju njihov sadržaj.
BAD_LINE_E:Media sharing devices store user-contributed media, and allow users to search for and display content.
BAD_LINE_E:podcsts (Odeo); (cid: ~~~ video snimci (YouTube), ili čak i tagovanje ta gova (Pascu, 2008; Anderson, 2007).
MATCH@M:(Posting photographs online is one of the most popular online content creation activities, driven by increasing popularity of digital cameras and mobiles with cameras.===>Postavljanje fotografija on-line predstavlja jedan od najpopularnijih aktivnosti u kreiranju sadržaja, posebno sa porastom popularnosti digitalnih aparata i mobilnih telefona sa kamerama.)
MATCH@E:(Posting photographs online is one of the most popular online content creation activities, driven by increasing popularity of digital cameras and mobiles with cameras.===>Postavljanje fotografija on-line predstavlja jedan od najpopularnijih aktivnosti u kreiranju sadržaja, posebno sa porastom popularnosti digitalnih aparata i mobilnih telefona sa kamerama.)
MATCH@M:(More than 1 billion photos (1 million updated daily) are uploaded in photo sites.===>Na stranicama za fotografije nalazi se više od 1 milijarde fotografija (dnevno se postavlja 1 milion).)
MATCH@E:(More than 1 billion photos (1 million updated daily) are uploaded in photo sites.===>Na stranicama za fotografije nalazi se više od 1 milijarde fotografija (dnevno se postavlja 1 milion).)
MATCH@M:(Social tagging is rising and millions of photos have been tagged in Flickr (1 million tags are added per week in Flickr).===>Ovakvo obeležavanje je sve rasprostranjenije, a na Flickr su već milioni fotografija (nedeljno se na Flickr dodaje 1 milion tago-va).)
MATCH@E:(Social tagging is rising and millions of photos have been tagged in Flickr (1 million tags are added per week in Flickr) (Pascu, 2008).6 Podcasts and Vodcasts.===>Ovakvo obeležavanje je sve rasprostranjenije, a na Flickr su već milioni fotografija (nedeljno se na Flickr dodaje 1 milion tagova) (Pascu, 2008)6.)
MATCH@M:(The estimated number of podcasts in 2007 was over 100,000, when only three years earlier, there had been fewer than 10,000.===>Broj podkasta 2007. godine procenjuje se na više od 100 000, a samo tri godine ranije, bilo ih je manje od 10 000.)
MATCH@E:(The estimated number of podcasts in 2007 was over 100,000, when only three years earlier, there had been fewer than 10,000 (Pascu, 2008).===>2007. godine koristilo ga je samo oko 2% korisnika interneta u Evropi (Pascu, 2008)9.)
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BAD_LINE_M:The estimated number of podcasts in 2007 was over 100,000, when only three years earlier, there had been fewer than 10,000.
BAD_LINE_M:Broj podkasta 2007. godine procenjuje se na više od 100 000, a samo tri godine ranije, bilo ih je manje od 10 000.
BAD_LINE_E:The estimated number of podcasts in 2007 was over 100,000, when only three years earlier, there had been fewer than 10,000 (Pascu, 2008).
BAD_LINE_E:2007. godine koristilo ga je samo oko 2% korisnika interneta u Evropi (Pascu, 2008)9.
MATCH@M:(Apple iTunes hosted over 82,000 podcasts in 2006, representing a 10 fold increase from 2005.===>Apple iTunes imao je više od 82 000 podkasta 2006., što je bilo deset puta više u odnosu na 2005. godinu.)
MATCH@E:(Apple iTunes hosted over 82,000 podcasts in 2006, representing a 10 fold increase from 2005 (Pascu, 2008; OECD, 2007).===>Slideshare (prezentacije), http://www.slideshare.net/ omogućava nam da postavimo i razmenjujemo naše PowerPoint i Keynote prezentacije, Word i PDF dokumente u SlideShare10.)
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BAD_LINE_M:Apple iTunes hosted over 82,000 podcasts in 2006, representing a 10 fold increase from 2005.
BAD_LINE_M:Apple iTunes imao je više od 82 000 podkasta 2006., što je bilo deset puta više u odnosu na 2005. godinu.
BAD_LINE_E:Apple iTunes hosted over 82,000 podcasts in 2006, representing a 10 fold increase from 2005 (Pascu, 2008; OECD, 2007).
BAD_LINE_E:Slideshare (prezentacije), http://www.slideshare.net/ omogućava nam da postavimo i razmenjujemo naše PowerPoint i Keynote prezentacije, Word i PDF dokumente u SlideShare10.
MATCH@M:(Mobile-casting, i.e. receiving video and audio podcasts on mobile phones, is expected to develop rapidly.===>Mobile-casting, t.j., prijem video i audio podkasta preko mobilnih telefona, trebalo bi da se brzo razvija.)
MATCH@E:(Mobile-casting, i.e. receiving video and audio podcasts on mobile phones, is expected to develop rapidly (OECD, 2007).===>DeviantArt (umetnost), http://www.deviantart.com/ predstavlja on-line zajednicu u kojoj se predstavljaju umetnička dela korisnika11.)
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BAD_LINE_M:Mobile-casting, i.e. receiving video and audio podcasts on mobile phones, is expected to develop rapidly.
BAD_LINE_M:Mobile-casting, t.j., prijem video i audio podkasta preko mobilnih telefona, trebalo bi da se brzo razvija.
BAD_LINE_E:Mobile-casting, i.e. receiving video and audio podcasts on mobile phones, is expected to develop rapidly (OECD, 2007).
BAD_LINE_E:DeviantArt (umetnost), http://www.deviantart.com/ predstavlja on-line zajednicu u kojoj se predstavljaju umetnička dela korisnika11.
MATCH@M:(Scribd currently has more than 50 million monthly users and more than 50,000 documents are uploaded daily.===>U ovom trenutku Scribd ima više od 50 miliona korisnika mesečno, a dnevno se postavi više od 50 000 dokumenata.)
MATCH@E:(Scribd currently has more than 50 million monthly users and more than 50,000 documents are uploaded daily.===>U ovom trenutku Scribd ima više od 50 miliona korisnika mesečno, a dnevno se postavi više od 50 000 dokumenata.)
MATCH@M:(All major document types can be formatted into iPaper including Word docs, PowerPoint presentations, PDFs, OpenOffice documents, and PostScript files.===>Svi glavni tipovi dokumenata mogu se for-matirati u iPaper; na primer, Word dokumenti, PowerPoint prezentacije, PDF dokumenti, OpenOffi-ce dokumenti i PostScript datoteke12.)
MATCH@E:(All major document types can be formatted into iPaper including Word docs, PowerPoint presentations, PDFs, OpenOffice documents, and PostScript files.12 3.===>Svi glavni tipovi dokumenata mogu se formatirati u iPaper; na primer, Word dokumenti, PowerPoint prezentacije, PDF dokumenti, OpenOffice dokumenti i PostScript datoteke12. 3.)
MATCH@M:(There were an estimated 42.5 million videos on YouTube, 3 million on Yahoo Video, and around 2 million on Google Video and MySpace in 2007.===>Procenjuje se da je 2007. godine bilo 42,5 miliona videa na YouTube, 3 miliona na Yahoo Video, a oko 2 miliona na Google Video i na MySpace.)
MATCH@E:(You tube There were an estimated 42.5 million videos on YouTube, 3 million on Yahoo Video, and around 2 million on Google Video and MySpace in 2007.===>You tube Procenjuje se da je 2007. godine bilo 42,5 miliona videa na YouTube, 3 miliona na Yahoo Video, a oko 2 miliona na Google Video i na MySpace.)
MATCH@M:(In June 2006, 2.5 billion videos were watchedon YouTube, and more than 65,000 videos were uploaded daily.===>Juna 2006. godine, na YouTube se gledalo 2,5 milijardi videa, a dnevno se postavljalo više od 65 000 video snimaka.)
MATCH@E:(In June 2006, 2.5 billion videos were watchedon YouTube, and more than 65,000 videos were uploaded daily.===>Juna 2006. godine, na YouTube se gledalo 2,5 milijardi videa, a dnevno se postavljalo više od 65 000 video snimaka.)
MATCH@M:(Online video “consumption” (either streaming and downloading) is one of the most popular online activities worldwide, besides photo-sharing.===>On-line video „potrošnja“ (neposredno praćenje i preuzimanje) jedna je od najpopularnijih on-line aktivnosti svuda u svetu, uz razmenu fotografija.)
MATCH@E:(Online video consumption (either streaming and downloading) is one of the most popular online activities worldwide, besides photo-sharing.===>Podkasting omogućava slušaocima da na lak način prate savremene audio i video sadržaje; vodkasti predstavljaju video verzije podkasta (on-line dostava videa).)
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BAD_LINE_M:Online video “consumption” (either streaming and downloading) is one of the most popular online activities worldwide, besides photo-sharing.
BAD_LINE_M:On-line video „potrošnja“ (neposredno praćenje i preuzimanje) jedna je od najpopularnijih on-line aktivnosti svuda u svetu, uz razmenu fotografija.
BAD_LINE_E:Online video consumption (either streaming and downloading) is one of the most popular online activities worldwide, besides photo-sharing.
BAD_LINE_E:Podkasting omogućava slušaocima da na lak način prate savremene audio i video sadržaje; vodkasti predstavljaju video verzije podkasta (on-line dostava videa).
MATCH@M:(In Europe, 1 in 3 French people visited a video-sharing website in 2006.===>Godine 2006. u Evropi, svaki treći Francuz posetio je neku web stranicu za razmenu videa.)
MATCH@E:(In Europe, 1 in 3 French people visited a video-sharing website in 2006.===>Broj podkasta 2007. godine procenjuje se na više od 100 000, a samo tri godine ranije, bilo ih je manje od 10 000 (Pascu, 2008).)
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BAD_LINE_M:In Europe, 1 in 3 French people visited a video-sharing website in 2006.
BAD_LINE_M:Godine 2006. u Evropi, svaki treći Francuz posetio je neku web stranicu za razmenu videa.
BAD_LINE_E:In Europe, 1 in 3 French people visited a video-sharing website in 2006.
BAD_LINE_E:Broj podkasta 2007. godine procenjuje se na više od 100 000, a samo tri godine ranije, bilo ih je manje od 10 000 (Pascu, 2008).
MATCH@M:(Videos can be rated, and the average rating and the number of times a video has been watched are both displayed.===>Video snimci se mogu ocenjivati, a prikazuju se i prosečna ocena i broj poseta i razgledanja.)
MATCH@E:(Videos can be rated, and the average rating and the number of times a video has been watched are both displayed.===>Godine 2006. u Evropi, svaki treći Francuz posetio je neku web stranicu za razmenu videa.)
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BAD_LINE_M:Videos can be rated, and the average rating and the number of times a video has been watched are both displayed.
BAD_LINE_M:Video snimci se mogu ocenjivati, a prikazuju se i prosečna ocena i broj poseta i razgledanja.
BAD_LINE_E:Videos can be rated, and the average rating and the number of times a video has been watched are both displayed.
BAD_LINE_E:Godine 2006. u Evropi, svaki treći Francuz posetio je neku web stranicu za razmenu videa.
MATCH@M:(YouTube has become an enormously popular form of web 2.0 New Media.===>YouTube je postao izuzetno popularna mreža 2.0 novih medija.)
MATCH@E:(YouTube has become an enormously popular form of web 2.0 New Media.===>)
BAD_LINE_=============================================================
BAD_LINE_M:YouTube has become an enormously popular form of web 2.0 New Media.
BAD_LINE_M:YouTube je postao izuzetno popularna mreža 2.0 novih medija.
BAD_LINE_E:YouTube has become an enormously popular form of web 2.0 New Media.
BAD_LINE_E:
MATCH@M:(A recent article in Wired cites an average of 65,000 uploads and 100 million videos viewed per day on YouTube.===>U nedavno objavljenom članku u Wired navodi se da se dnevno na You Tubu gleda u proseku 65 000 postavki i 100 miliona video snimaka.)
MATCH@E:(A recent article in Wired cites an average of 65,000 uploads and 100 million videos viewed per day on YouTube (Godwin-Jones, 2007).===>Oko 70% on-line populacije preuzima video spotove, od kojih većina predstavlja profesionalno napravljene video snimke.)
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BAD_LINE_M:A recent article in Wired cites an average of 65,000 uploads and 100 million videos viewed per day on YouTube.
BAD_LINE_M:U nedavno objavljenom članku u Wired navodi se da se dnevno na You Tubu gleda u proseku 65 000 postavki i 100 miliona video snimaka.
BAD_LINE_E:A recent article in Wired cites an average of 65,000 uploads and 100 million videos viewed per day on YouTube (Godwin-Jones, 2007).
BAD_LINE_E:Oko 70% on-line populacije preuzima video spotove, od kojih većina predstavlja profesionalno napravljene video snimke.
MATCH@M:(The article explores some examples of the wide variety of video content available on the site and searching through the site will provide ample examples of that diversity.===>U članku se razmatraju neki pri-meri najraznovrsnijeg video sadržaja koji je dostupan na sajtu, a pretragom sajta tek se dobija uvid u svu tu raznovrsnost.)
MATCH@E:(The article explores some examples of the wide variety of video content available on the site and searching through the site will provide ample examples of that diversity.14 You 6 Redecer.===>Manje od 1% poseta ovim stranicama ima za rezultat stvaranje novog sadržaja, samo oko 0,16% poseta YouTube potiče od onih kreativnih ljudi koji posle postave svoje video snimke13. 6 Redecer. ~~~ C., et al. (2009), Learning 2.0:)
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BAD_LINE_M:The article explores some examples of the wide variety of video content available on the site and searching through the site will provide ample examples of that diversity.
BAD_LINE_M:U članku se razmatraju neki pri-meri najraznovrsnijeg video sadržaja koji je dostupan na sajtu, a pretragom sajta tek se dobija uvid u svu tu raznovrsnost.
BAD_LINE_E:The article explores some examples of the wide variety of video content available on the site and searching through the site will provide ample examples of that diversity.14 You 6 Redecer.
BAD_LINE_E:Manje od 1% poseta ovim stranicama ima za rezultat stvaranje novog sadržaja, samo oko 0,16% poseta YouTube potiče od onih kreativnih ljudi koji posle postave svoje video snimke13. 6 Redecer. ~~~ C., et al. (2009), Learning 2.0:
MATCH@M:(You Tube base is broad in age range, 18-55.===>Baza You Tube je vrlo široka i po uzrastu, kreče se u rasponu od 18-55 godina starosti.)
MATCH@E:(Ltd., p 33/35 Tube base is broad in age range, 18-55.===>YouTube je postao izuzetno popularna mreža 2.0 novih medija.)
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BAD_LINE_M:You Tube base is broad in age range, 18-55.
BAD_LINE_M:Baza You Tube je vrlo široka i po uzrastu, kreče se u rasponu od 18-55 godina starosti.
BAD_LINE_E:Ltd., p 33/35 Tube base is broad in age range, 18-55.
BAD_LINE_E:YouTube je postao izuzetno popularna mreža 2.0 novih medija.
MATCH@M:(However, a great deal of the medium’s power lies not in itself but in how it is used.===>Ipak, veliki deo moči jednog medija nije u njemu samom, več u tome kako se koristi.)
MATCH@E:(However, a great deal of the mediums power lies not in itself but in how it is used.===>Ipak, veliki deo moći jednog medija nije u njemu samom, već u tome kako se koristi.)
MATCH@M:(Video is not an end in itself but a means toward achieving learning goals and objectives.===>Video nije cilj sam po sebi, več sredstvo za postizanje ciljeva u učenju.)
MATCH@E:(Video is not an end in itself but a means toward achieving learning goals and objectives.===>Video nije cilj sam po sebi, već sredstvo za postizanje ciljeva u učenju.)
MATCH@M:(Effective instructional video is not televi-sion-to-student instruction but rather teacher-to-student instruction, with video as a vehicle for discovery.===>Efektivan nastavni video ne predstavlja nastavu tipa televizija-studentu, več je to pre nastava na-stavnik-studentu, gde je video samo sredstvo kojim se dostiže željeni cilj.)
MATCH@E:(Effective instructional video is not television-to-student instruction but rather teacher-to-student instruction, with video as a vehicle for discovery.===>Efektivan nastavni video ne predstavlja nastavu tipa televizija-studentu, već je to pre nastava nastavnik-studentu, gde je video samo sredstvo kojim se dostiže željeni cilj.)
MATCH@M:(YouTube is increasingly being used by educators as a pedagogic resource for everything from newsworthy events from around the world to “slice-of-life” videos used to teach students within an ESL (English as a Second Language) course.===>Sve više edukatora koristi YouTube kao pedagoško sredstvo za sve, od događaja vrednih pomena u svetu do videa koji predstavljaju „insert iz života“ koji se koriste u učenju engleskog jezika kao drugog jezika (ESL).)
MATCH@E:(YouTube is increasingly being used by educators as a pedagogic resource for everything from newsworthy events from around the world to slice-of-life videos used to teach students within an ESL (English as a Second Language) course.===>Sve više edukatora koristi YouTube kao pedagoško sredstvo za sve, od događaja vrednih pomena u svetu do videa koji predstavljaju insert iz života koji se koriste u učenju engleskog jezika kao drugog jezika (ESL).)
MATCH@M:(Like the early days of the Internet, there is an optimism driving experimentation and exploration across the learning associated with terms like, “New Media”, and “Web 2.0”.===>Kao i u ranim danima interneta, i sada postoji optimizam s koji pokreče eksperimentisanja i primene u učenju povezani sa terminima kao što su „novi mediji“ i „Web 2.0“.)
MATCH@E:(25 Conclusion Like the early days of the Internet, there is an optimism driving experimentation and exploration across the learning associated with terms like, New Media, and Web 2.0.===>Razmeniti24, ili, u budućnosti, proizvoditi HD predavanja u punom HD formatu i projektovati sistem za emitovanje putem mreže najmlađeg Majkrosoftovog sistem-inženjera Marka ]alasana25.)
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BAD_LINE_M:Like the early days of the Internet, there is an optimism driving experimentation and exploration across the learning associated with terms like, “New Media”, and “Web 2.0”.
BAD_LINE_M:Kao i u ranim danima interneta, i sada postoji optimizam s koji pokreče eksperimentisanja i primene u učenju povezani sa terminima kao što su „novi mediji“ i „Web 2.0“.
BAD_LINE_E:25 Conclusion Like the early days of the Internet, there is an optimism driving experimentation and exploration across the learning associated with terms like, New Media, and Web 2.0.
BAD_LINE_E:Razmeniti24, ili, u budućnosti, proizvoditi HD predavanja u punom HD formatu i projektovati sistem za emitovanje putem mreže najmlađeg Majkrosoftovog sistem-inženjera Marka ]alasana25.
MATCH@M:(New Media presents educators with shifting frames of reference to consider in relation to teaching and learning.===>Novi mediji edukatorima nude okvire referenci koje mogu da imaju na raspolaganju prilikom nastave i učenja.)
MATCH@E:(New Media presents educators with shifting frames of reference to consider in relation to teaching and learning.===>Zaključak Kao i u ranim danima interneta, i sada postoji optimizam s koji pokreće eksperimentisanja i primene u učenju povezani sa terminima kao što su novi mediji i Web 2.0. novi mediji edukatorima nude okvire referenci koje mogu da imaju na raspolaganju prilikom nastave i učenja.)
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BAD_LINE_M:New Media presents educators with shifting frames of reference to consider in relation to teaching and learning.
BAD_LINE_M:Novi mediji edukatorima nude okvire referenci koje mogu da imaju na raspolaganju prilikom nastave i učenja.
BAD_LINE_E:New Media presents educators with shifting frames of reference to consider in relation to teaching and learning.
BAD_LINE_E:Zaključak Kao i u ranim danima interneta, i sada postoji optimizam s koji pokreće eksperimentisanja i primene u učenju povezani sa terminima kao što su novi mediji i Web 2.0. novi mediji edukatorima nude okvire referenci koje mogu da imaju na raspolaganju prilikom nastave i učenja.
MATCH@M:(Students and educators now have access to a ubiquitous learning environment where its possible to search for, locate, and quickly access elements of learning that address immediate needs.===>I studenti i edukatori sada imaju pristup sveprisutnom okruženju za učenje u kojem je moguče pretraživati, locirati i brzo pristupiti sadržajima za učenje koji odgovaraju našim neposrednim potrebama.)
MATCH@E:(Students and educators now have access to a ubiquitous learning environment where its possible to search for, locate, and quickly access elements of learning that address immediate needs.===>I studenti i edukatori sada imaju pristup sveprisutnom okruženju za učenje u kojem je moguće pretraživati, locirati i brzo pristupiti sadržajima za učenje koji odgovaraju našim neposrednim potrebama.)
MATCH@M:(It is possible to use the New Media to construct and organize personalized, unique interactions with an educational context.===>Nove medije je moguče koristiti i u pripremi i organizovanju individualizovanih, jedinstvenih interakcija sa edukativnim kontekstom.)
MATCH@E:(It is possible to use the New Media to construct and organize personalized, unique interactions with an educational context.===>Nove medije je moguće koristiti i u pripremi i organizovanju individualizovanih, jedinstvenih interakcija sa edukativnim kontekstom.)
MATCH@M:(The instructional design and content elements that form a learning must ideally be dynamic and interdependent.===>U idealnim uslovima, instrukcioni dizajn i elementi sadržaja koji čine učenje moraju da budu dinamični i međuzavisni.)
MATCH@E:(The instructional design and content elements that form a learning must ideally be dynamic and interdependent.===>U idealnim uslovima, instrukcioni dizajn i elementi sadržaja koji čine učenje moraju da budu dinamični i međuzavisni.)
MATCH@M:(The learning environment should enable instructional elements designed as small, highly relevant content objects to be dynamically reorganized into a variety of pedagogical models.===>Okruženje za učenje trebalo bi da obezbedi da elementi nastave koji su projektovani kao sitne, ali veoma značajne teme u sadržaju mogu dinamički da se reorganizuju u veliki broj različitih pedagoških modela.)
MATCH@E:(The learning environment should enable instructional elements designed as small, highly relevant content objects to be dynamically reorganized into a variety of pedagogical models.===>)
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BAD_LINE_M:The learning environment should enable instructional elements designed as small, highly relevant content objects to be dynamically reorganized into a variety of pedagogical models.
BAD_LINE_M:Okruženje za učenje trebalo bi da obezbedi da elementi nastave koji su projektovani kao sitne, ali veoma značajne teme u sadržaju mogu dinamički da se reorganizuju u veliki broj različitih pedagoških modela.
BAD_LINE_E:The learning environment should enable instructional elements designed as small, highly relevant content objects to be dynamically reorganized into a variety of pedagogical models.
BAD_LINE_E:
MATCH@M:(This dynamic reorganization of content into different pedagogical models creates a learning system adaptive and personalized to varying student needs.===>Ova dinamička reorganizacija sadržaja u različite pedagoške modele stvara sistem učenja koji se može prilagoditi i koji je individualizovan u skladu sa različitim potrebama studenata.)
MATCH@E:(This dynamic reorganization of content into different pedagogical models creates a learning system adaptive and personalized to varying student needs.===>)
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BAD_LINE_M:This dynamic reorganization of content into different pedagogical models creates a learning system adaptive and personalized to varying student needs.
BAD_LINE_M:Ova dinamička reorganizacija sadržaja u različite pedagoške modele stvara sistem učenja koji se može prilagoditi i koji je individualizovan u skladu sa različitim potrebama studenata.
BAD_LINE_E:This dynamic reorganization of content into different pedagogical models creates a learning system adaptive and personalized to varying student needs.
BAD_LINE_E:
MATCH@M:(YouTube is not necessary for good teaching.===>Da bi nastava bila uspešna YouTube nije neophodan.)
MATCH@E:(YouTube is not necessary for good teaching.===>Okruženje za učenje trebalo bi da obez 14 Kwan.)
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BAD_LINE_M:YouTube is not necessary for good teaching.
BAD_LINE_M:Da bi nastava bila uspešna YouTube nije neophodan.
BAD_LINE_E:YouTube is not necessary for good teaching.
BAD_LINE_E:Okruženje za učenje trebalo bi da obez 14 Kwan.
MATCH@M:(Within an examination of New Media sites such as YouTube and the discourses that frame their use educators should consider: how do we engage with these technologies, and, how do we teach students to think critically about their potential uses?===>U okviru ispitivanja stranica novih medija kao što je YouTube i diskursa koji služe kao okvir za njihovu primenu, edukatori bi trebalo da razmotre sledeća pitanja: kako se mi bavimo ovim tehnologijama i kako učimo studente da kritički promišljaju njihovu potencijalnu primenu?)
MATCH@E:(Within an examination of New Media sites such as YouTube and the discourses that frame their use educators should consider: how do we engage with these technologies, and, how do we teach students to think critically about their potential uses?===>)
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BAD_LINE_M:Within an examination of New Media sites such as YouTube and the discourses that frame their use educators should consider: how do we engage with these technologies, and, how do we teach students to think critically about their potential uses?
BAD_LINE_M:U okviru ispitivanja stranica novih medija kao što je YouTube i diskursa koji služe kao okvir za njihovu primenu, edukatori bi trebalo da razmotre sledeća pitanja: kako se mi bavimo ovim tehnologijama i kako učimo studente da kritički promišljaju njihovu potencijalnu primenu?
BAD_LINE_E:Within an examination of New Media sites such as YouTube and the discourses that frame their use educators should consider: how do we engage with these technologies, and, how do we teach students to think critically about their potential uses?
BAD_LINE_E:
MATCH@M:(How do video sharing sites such as YouTube reshape our participation in and out of the classroom?===>Na koji način stranice za razmenu video materijala kao što je You Tube preoblikuju način našeg učestvovanja u učionici i izvan nje?)
MATCH@E:(How do video sharing sites such as YouTube reshape our participation in and out of the classroom?===>R., et al. (2008), Enhancing LearningThrough Technology, Research on Emerging Technologies and Pedagogies, London:)
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BAD_LINE_M:How do video sharing sites such as YouTube reshape our participation in and out of the classroom?
BAD_LINE_M:Na koji način stranice za razmenu video materijala kao što je You Tube preoblikuju način našeg učestvovanja u učionici i izvan nje?
BAD_LINE_E:How do video sharing sites such as YouTube reshape our participation in and out of the classroom?
BAD_LINE_E:R., et al. (2008), Enhancing LearningThrough Technology, Research on Emerging Technologies and Pedagogies, London:
MATCH@M:(Such questions, of course, do not have simple answers.===>Na ovakva pitanja, naravno, ne postoje jednostavni odgovori.)
MATCH@E:(Such questions, of course, do not have simple answers.===>World Scientific Publishing Co. ~~~ Pte.)
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BAD_LINE_M:Such questions, of course, do not have simple answers.
BAD_LINE_M:Na ovakva pitanja, naravno, ne postoje jednostavni odgovori.
BAD_LINE_E:Such questions, of course, do not have simple answers.
BAD_LINE_E:World Scientific Publishing Co. ~~~ Pte.
MATCH@M:(To advocate sharing and discussion of comments, video responses to existing content, flexible possibilities for collaborative assessment and other possibilities of media sharing knowledge and collaboration.===>Naš zadatak je da se borimo za razmenu i raspravu o komentarima, za video odgovore na postojeće sadržaje, za fleksibilne mogućnosti za saradničke procene i za druge mogućnosti za razmenu znanja i saradnju putem medija.)
MATCH@E:(To advocate sharing and discussion of comments, video responses to existing content, flexible possibilities for collaborative assessment and other possibilities of media sharing knowledge and collaboration.===>Naš zadatak je da se borimo za razmenu i raspravu o komentarima, za video odgovore na postojeće sadržaje, za fleksibilne mogućnosti za saradničke procene i za druge mogućnosti za razmenu znanja i saradnju putem medija.)
MATCH@M:(They provide a market assessment of intrinsic value of a company, and management’s performance and strategy.===>Ona pružaju tržišnu procenu suštinske vrednosti preduzeća, te performansi i strategija menad'menta.)
MATCH@E:(They provide a market assessment of intrinsic value of a company, and managements performance and strategy.===>Ona pružaju tržišnu procenu suštinske vrednosti preduzeća, te performansi i strategija menadžmenta.)
MATCH@M:(The aim of this paper is to examine the applicability of some external value measures for assessing the success of management to create shareholder value.===>Cilj ovog rada je da ispita upotrebljivost nekoliko eksternih merila vrednosti za ocenu uspešnosti menadžera da stvore vrednost za akcionare.)
MATCH@E:(The aim of this paper is to examine the applicability of some external value measures for assessing the success of management to create shareholder value.===>Cilj ovog rada je da ispita upotrebljivost nekoliko eksternih merila vrednosti za ocenu uspešnosti menadžera da stvore vrednost za akcionare.)
MATCH@M:(The paper points out that managers can only partially affect the market share price, hence the amount of these measures.===>U radu se ističe da menadžeri mogu samo delimićno uticati na tržišnu cenu akcija, time i na visinu ovih merila.)
MATCH@E:(The paper points out that managers can only partially affect the market share price, hence the amount of these measures.===>U radu se ističe da menadžeri mogu samo delimično uticati na tržišnu cenu akcija, time i na visinu ovih merila.)
MATCH@M:(Therefore, a particular problem is to determine the part of shareholder value, which was created thanks to management of a company.===>Zato je poseban problem utvrditi onaj deo vrednosti za akcionare čijem je stvaranju doprineo menadžment kompanije.)
MATCH@E:(Therefore, a particular problem is to determine the part of shareholder value, which was created thanks to management of a company.===>Zato je poseban problem utvrditi onaj deo vrednosti za akcionare čijem je stvaranju doprineo menadžment kompanije. 1.)
MATCH@M:(The prevailing attitude in both the financial theory and practice is that the changes in the share prices are among the most reliable indicators of the actual value of the company.===>U finansijskoj teoriji i praksi preovlađuje uverenje da su promene cena akcija jedan od najpouzdanijih pokazatelja suštinske vrednosti kompanije.)
MATCH@E:(1. ~~~ Introductory notes The prevailing attitude in both the financial theory and practice is that the changes in the share prices are among the most reliable indicators of the actual value of the company.===>Uvodna razmatranja U finansijskoj teoriji i praksi preovlađuje uverenje da su promene cena akcija jedan od najpouzdanijih pokazatelja suštinske vrednosti kompanije.)
MATCH@M:(Simultaneously, the managers are believed not to be in a position to affect the share price to any significant extent, that is, that the share price is determined exclusively by the general economic conditions and the investors’ expectations.===>Istovremeno, uverenje je da menadžeri mogu neznatno uticati na kretanje cena akcija, odnosno da cenu akcija gotovo isključivo određuju opšti ekonomski uslovi i očekivanja investitora.)
MATCH@E:(Simultaneously, the managers are believed not to be in a position to affect the share price to any significant extent, that is, that the share price is determined exclusively by the general economic conditions and the investors expectations.===>Istovremeno, uverenje je da menadžeri mogu neznatno uticati na kretanje cena akcija, odnosno da cenu akcija gotovo isključivo određuju opšti ekonomski uslovi i očekivanja investitora.)
MATCH@M:(Some studies find that managers can affect only 25 percent of the share price, while 70-80 percent is under the impact of the macroeconomic, industry branch and other factors the managers cannot affect.===>Neke studije pokazuju da menadžeri mogu uticati samo na 25% cene akcija, dok je 70-80% pod uticajem makroekonomskih, granskih i drugih faktora izvan uticaja menadžera.)
MATCH@E:(Some studies find that managers can affect only 25 percent of the share price, while 70-80 percent is under the impact of the macroeconomic, industry branch and other factors the managers cannot affect Š15Ë.===>Neke studije pokazuju da menadžeri mogu uticati samo na 25% cene akcija, dok je 70-80% pod uticajem makroekonomskih, granskih i drugih faktora izvan uticaja menadžera Š15Ë.)
MATCH@M:(The fact is, however, that in the same conditions, different companies achieve different results, reflected in different percentage changes in the share prices, as well as that investors do not invest only into promising industries, but also into promising companies with a good management.===>Cinjeni-ca je, međutim, da u istim uslovima, različite kompanije postižu različite rezultate, oličene u različitim procentualnim promenama cena akcija, kao i da investitori ne ulažu samo u perspektivne grane, već i u perspektivne kompanije sa dobrim menadžmentom.)
MATCH@E:(The fact is, however, that in the same conditions, different companies achieve different results, reflected in different percentage changes in the share prices, as well as that investors do not invest only into promising industries, but also into promising companies with a good management.===>Činjenica je, međutim, da u istim uslovima, različite kompanije postižu različite rezultate, oličene u različitim procentualnim promenama cena akcija, kao i da investitori ne ulažu samo u perspektivne grane, već i u perspektivne kompanije sa dobrim menadžmentom.)
MATCH@M:(A number of studies have found that the investors in the U.S.A. and the UK are willing to pay up to 18% more for the shares of the companies with reliable management, rather than for the shares of the companies with similar performances, but with a weak corporate management.===>Nekoliko istraživanja je pokazalo da su investitori u SAD i UK spremni da plate i do 18% više za akcije kompanija sa pouzdanim menadžmentom, nego za akcije kompanija sa sličnim performansama, ali slabim korporativnim upravljanjem.)
MATCH@E:(A number of studies have found that the investors in the U.S.A. and the UK are willing to pay up to 18% more for the shares of the companies with reliable management, rather than for the shares of the companies with similar performances, but with a weak corporate management Š4Ë.===>Nekoliko istraživanja je pokazalo da su investitori u SAD i UK spremni da plate i do 18% više za akcije kompanija sa pouzdanim menadžmentom, nego za akcije kompanija sa sličnim performansama, ali slabim korporativnim upravljanjem Š4Ë.)
MATCH@M:(They have found that the market value of the company is affected by six factors, two of which are beyond the managers’ control.===>Oni su utvrdili da na tržišnu vrednost kompanije utiče šest faktora, od kojih su dva van kontrole menadžera.)
MATCH@E:(They have found that the market value of the company is affected by six factors, two of which are beyond the managers control.===>Oni su utvrdili da na tržišnu vrednost kompanije utiče šest faktora, od kojih su dva van kontrole menadžera.)
MATCH@M:(Managers can only partially affect the cost of capital, primarily the desired shareholder return rate, as well as the lenght of the term in which the shareholders expect to achieve above average returns.===>Menadžeri mogu samo delimično uticati na cenu kapitala, pre svega na željenu stopu prinosa akcionara, i dužinu perioda tokom kojeg akcionari očekuju da ostvaruju iz-nadprosečne prinose.)
MATCH@E:(Managers can only partially affect the cost of capital, primarily the desired shareholder return rate, as well as the lenght of the term in which the shareholders expect to achieve above average returns.===>Menadžeri mogu samo delimično uticati na cenu kapitala, pre svega na željenu stopu prinosa akcionara, i dužinu perioda tokom kojeg akcionari očekuju da ostvaruju iznadprosečne prinose.)
MATCH@M:(The following four factors are under the exclusive impact of managers:===>Pod isključivim uticajem menadžera su sledeća četiri faktora:)
MATCH@E:(The following four factors are under the exclusive impact of managers: 1.===>Pod isključivim uticajem menadžera su sledeća četiri faktora:)
MATCH@M:(1.	Financial structure, i.e., the amount of financial indebtedness;===>1.	finansijska struktura, tj. stepen finansijskog zaduženja,)
MATCH@E:(Financial structure, i.e., the amount of financial indebtedness; 2.===>)
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BAD_LINE_M:1.	Financial structure, i.e., the amount of financial indebtedness;
BAD_LINE_M:1.	finansijska struktura, tj. stepen finansijskog zaduženja,
BAD_LINE_E:Financial structure, i.e., the amount of financial indebtedness; 2.
BAD_LINE_E:
MATCH@M:(Especially important is the last factor, since together with the amount of new investments, it determines the prospective capacity of the company to create value.===>Posebno značajan je poslednji faktor, jer on zajedno sa nivoom novih ulaganja određuje perspektivnu sposobnost kompanije da stvara vrednost.)
MATCH@E:(Especially important is the last factor, since together with the amount of new investments, it determines the prospective capacity of the company to create value.===>Posebno značajan je poslednji faktor, jer on zajedno sa nivoom novih ulaganja određuje perspektivnu sposobnost kompanije da stvara vrednost.)
MATCH@M:(If the assumption that managers affect the share prices by their decisions on the organizational structure, raising and using the capital is accepted as correct, what remains to be solved is the assessment of the value whose creation the management contributed to.===>Ako se kao tačna prihvati pretpostavka da menadžeri utiču na cenu akcija svojim odlukama o organizacionoj strukturi, pribavljanju i upotrebi kapitala, onda preostaje da se resi problem procene vrednosti čijem stvaranju je menadžment doprineo.)
MATCH@E:(If the assumption that managers affect the share prices by their decisions on the organizational structure, raising and using the capital is accepted as correct, what remains to be solved is the assessment of the value whose creation the management contributed to.===>Ako se kao tačna prihvati pretpostavka da menadžeri utiču na cenu akcija svojim odlukama o organizacionoj strukturi, pribavljanju i upotrebi kapitala, onda preostaje da se reši problem procene vrednosti čijem stvaranju je menadžment doprineo.)
MATCH@M:(The measure of the management success is the extent to which it manages to prosper better than its competition in the conditions of prosperity, or decline less than its competition in the conditions of recession.===>Mera uspeha me-nadžmenta je stepen u kojem on uspeva da napreduje vise u uslovima prosperiteta ili nazaduje manje u uslo-vima recesije od svoje konkurencije.)
MATCH@E:(The measure of the management success is the extent to which it manages to prosper better than its competition in the conditions of prosperity, or decline less than its competition in the conditions of recession.===>Mera uspeha menadžmenta je stepen u kojem on uspeva da napreduje više u uslovima prosperiteta ili nazaduje manje u uslovima recesije od svoje konkurencije.)
MATCH@M:(As the market (external) estimations of managers’ activities are generally an underlying factor in the system of management rewards and bonuses and an important factor that conditions the managerial structure, several external value measures have been developed over time.===>Kako su tržišne (eksterne) procene aktivnosti menadžera često u osnovi sistema menadžerskih nagrada i bonusa i važan faktor koji uslovljava sastav menadžerske strukture, vremenom je razvijeno nekoliko eksternih merila vrednosti.)
MATCH@E:(As the market (external) estimations of managers activities are generally an underlying factor in the system of management rewards and bonuses and an important factor that conditions the managerial structure, several external value measures have been developed over time.===>Kako su tržišne (eksterne) procene aktivnosti menadžera često u osnovi sistema menadžerskih nagrada i bonusa i važan faktor koji uslovljava sastav menadžerske strukture, vremenom je razvijeno nekoliko eksternih merila vrednosti. 2.)
MATCH@M:(The market value added, or the MVA for short, is a measure that was developed and registered as a trade mark by the Stern Stewart and Co.===>Tržišna dodata vrednost, skraćeno MVA (market value added), je merilo koje je razvila i kao svoje trgovačko ime registrovala kompanija Stern Stjuart (Stern Stewart and Co.).)
MATCH@E:(2. ~~~ Market value added The market value added, or the MVA for short, is a measure that was developed and registered as a trade mark by the Stern Stewart & Co.===>Tržišna dodata vrednost Tržišna dodata vrednost, skraćeno MVA (market value added), je merilo koje je razvila i kao svoje trgovačko ime registrovala kompanija Stern Stjuart (Stern Stewart & Co.).)
MATCH@M:(The positive side of this measure points to the fact that the management has succeeded in creating value for the shareholders.===>Pozitivna vrednost ovog merila ukazuje na činjenicu da je menadžment uspeo da kreira vrednost za akcionare.)
MATCH@E:(The positive side of this measure points to the fact that the management has succeeded in creating value for the shareholders.===>Pozitivna vrednost ovog merila ukazuje na činjenicu da je menadžment uspeo da kreira vrednost za akcionare.)
MATCH@M:(The negative side of the MVA leads to a conclusion that the management made investments that caused value destruction.===>Negativna vrednost MVA upućuje na zaključak da je menadžment preduzimao ulaganja, koja su uzrokovala uništavanje vrednosti.)
MATCH@E:(The negative side of the MVA leads to a conclusion that the management made investments that caused value destruction.===>Negativna vrednost MVA upućuje na za ključak da je menadžment preduzimao ulaganja, koja su uzrokovala uništavanje vrednosti.)
MATCH@M:(If the company raises capital by issuing bonds and shares to trade on the stock exchange, then the market value of the company equals the sum of the market values of the issued securities.===>Ako kompanija pribavlja finansijska sredstva emisijom obveznica i akcija kojima se trguje na berzi, onda je tržišna vrednost kompanije jednaka zbiru tržišnih vrednosti emitovanih vrednosnih papira.)
MATCH@E:(If the company raises capital by issuing bonds and shares to trade on the stock exchange, then the market value of the company equals the sum of the market values of the issued securities.===>Ako kompanija pribavlja finansijska sredstva emisijom obveznica i akcija kojima se trguje na berzi, onda je tržišna vrednost kompanije jednaka zbiru tržišnih vrednosti emitovanih vrednosnih papira.)
MATCH@M:(The market value of the issued securities is defined as the output of price multiplied by the number of securities of a certain type.===>Tržišna vrednost emitovanih hartija od vrednosti se definiše kao proizvod cene i broja hartija određene vrste.)
MATCH@E:(The market value of the issued securities is defined as the output of price multiplied by the number of securities of a certain type.===>Tržišna vrednost emitovanih hartija od vrednosti se definiše kao proizvod cene i broja hartija određene vrste.)
MATCH@M:(The company’s market value can also be established implementing the method of discounted free cash flow, using the corresponding rate of the investment criterion (e.g., cost of capital) as a discount rate.===>Tržišna vrednost kompanije se može utvrditi i primenom metoda diskontovanog slobodnog novčanog toka, uz korištenje odgovarajuće stope investicionog kriterijuma (npr. cena kapitala) kao diskontne stope.)
MATCH@E:(The companys market value can also be established implementing the method of discounted free cash flow, using the corresponding rate of the investment criterion (e.g., cost of capital) as a discount rate.===>Tržišna vrednost kompanije se može utvrditi i primenom metoda diskontovanog slobodnog novčanog toka, uz korišćenje odgovarajuće stope investicionog kriterijuma (npr. cena kapitala) kao diskontne stope.)
MATCH@M:(The full amount of capital is taken into account, regardless of when it was obtained, that is, the entire capital since the moment the company was started.===>U obzir se uzima sav kapital, bez obzira na to kada je pribavljen, odnosno sav kapital od trenutka osnivanja kompanije.)
MATCH@E:(The full amount of capital is taken into account, regardless of when it was obtained, that is, the entire capital since the moment the company was started.===>U obzir se uzima sav kapital, bez obzira na to kada je pribavljen, odnosno sav kapital od trenutka osnivanja kompanije.)
MATCH@M:(In practice, the value of the capital invested is calculated on the basis of the accounting data that rarely, except when the company is being established, display a really invested capital.===>U praksi se vrednost uloženog kapitala utvrđuje korišćenjem knjigovodstvenih podataka, koji retko, osim prilikom osnivanja kompanije, ukazuju na stvarno uloženi kapital.)
MATCH@E:(In practice, the value of the capital invested is calculated on the basis of the accounting data that rarely, except when the company is being established, display a really invested capital.===>U praksi se vrednost uloženog kapitala utvrđuje korišćenjem knjigovodstvenih podataka, koji retko, osim prilikom osnivanja kompanije, ukazuju na stvarno uloženi kapital.)
MATCH@M:(The reasons for this departure from economic reality should be sought in accounting conventions, especially in the principles of historical expenses and realization.===>Razloge za ovo udaljavanje od ekonomske realnosti treba tražiti u računovodstvenim konvencijama, naročito načelima istorijskog troška i realizacije.)
MATCH@E:(The reasons for this departure from economic reality should be sought in accounting conventions, especially in the principles of historical expenses and realization.===>Razloge za ovo udaljavanje od ekonomske realnosti treba tražiti u računovodstvenim konvencijama, naročito načelima istorijskog troška i realizacije.)
MATCH@M:(The MVA is often said to be a reliable measure of the shareholder value created, as it takes into account the market estimation of the effectiveness of the management in the resources use, as well as the estimate of the success the management has in the long-term positioning of the company.===>Cesto se ističe da MVA predstavlja pouzdano merilo vrednosti stvorene za akcionare, budući da uzima u obzir tržišnu procenu efektivnosti sa kojom menadž-ment koristi resurse, kao i procenu uspeha sa kojim je menadžment pozicionirao kompaniju u dugom roku.)
MATCH@E:(The MVA is often said to be a reliable measure of the shareholder value created, as it takes into account the market estimation of the effectiveness of the management in the resources use, as well as the estimate of the success the management has in the long-term positioning of the company.===>Često se ističe da MVA predstavlja pouzdano merilo vrednosti stvorene za akcionare, budući da uzima u obzir tržišnu procenu efektivnosti sa kojom menadžment koristi resurse, kao i procenu uspeha sa kojim je menadžment pozicionirao kompaniju u dugom roku.)
MATCH@M:(Some research shows that the MVA approximates to the value that would be determined implementing the net present value method.===>Neka istraživanja pokazuju da MVA aproksimira vrednosti koja bi bila utvrđena primenom metoda neto sadašnje vrednosti.)
MATCH@E:(Some research shows that the MVA approximates to the value that would be determined implementing the net present value method Š16Ë.===>Neka istraživanja pokazuju da MVA aproksimira vrednosti koja bi bila utvrđena primenom metoda neto sadašnje vrednosti Š16Ë.)
MATCH@M:(It is therefore believed that managers, whose rewards and bonuses depend on the MVA value, are not much in favour of deciding upon operations with a negative net present value.===>Zato se smatra da su menadžeri, čije nagrade i bonusi zavise od vrednosti MVA manje skloni izboru poduhvata sa negativnom neto sadašnjom vrednošću.)
MATCH@E:(It is therefore believed that managers, whose rewards and bonuses depend on the MVA value, are not much in favour of deciding upon operations with a negative net present value.===>Zato se smatra da su menadžeri, čije nagrade i bonusi zavise od vrednosti MVA manje skloni izboru poduhvata sa negativnom neto sadašnjom vrednošću.)
MATCH@M:(As it measures the value in absolute monetary units, the MVA takes into account the differences in the amounts of the capital invested, i.e., the fact that larger capital generates more value.===>Budući da meri vrednost u apsolutnim novčanim jedinicama, MVA uvažava razlike u veličini uloženog kapitala, odnosno činjenicu da se sa više kapitala generiše više vrednosti.)
MATCH@E:(As it measures the value in absolute monetary units, the MVA takes into account the differences in the amounts of the capital invested, i.e., the fact that larger capital generates more value.===>Budući da meri vrednost u apsolutnim novčanim jedinicama, MVA uvažava razlike u veličini uloženog kapitala, odnosno činjenicu da se sa više kapitala generiše više vrednosti.)
MATCH@M:(The criticism that is usually directed to the MVA is related to its feature of the absolute measure of value from the moment the company is established.===>Zamerka koja se najčešće upućuje MVA tiče se njenog svojstva apsolutne mere vrednosti od trenutka osnivanja kompanije.)
MATCH@E:(The criticism that is usually directed to the MVA is related to its feature of the absolute measure of value from the moment the company is established.===>Zamerka koja se najčešće upućuje MVA tiče se njenog svojstva apsolutne mere vrednosti od trenutka osnivanja kompanije.)
MATCH@M:(Alistair Blair described this problem in the following way: “The MVA takes into account the historical and now irrelevant results, combined with the results of the previous year and the today’s hopes or disappointments, mutually expressed in the current share price.===>Alister Bler je ovaj problem opisao na sledeći način: „MVA uvažava istorijske i sada irelevantne rezultate, kombinovane sa rezultatima protekle godine i današnjom nadom ili razočaranjem, zajedno izražene kroz tekuću cenu akcija.)
MATCH@E:(Alistair Blair described this problem in the following way: The MVA takes into account the historical and now irrelevant results, combined with the results of the previous year and the todays hopes or disappointments, mutually expressed in the current share price.===>Alister Bler (Alistair Blair) je ovaj problem opisao na sledeći način: ~~~ MVA uvažava istorijske i sada irelevantne rezultate, kombinovane sa rezultatima protekle godine i današnjom nadom ili razočaranjem, zajedno izražene kroz tekuću cenu akcija.)
MATCH@M:(The fact is that we are interested solely in the current achievements, or, more precisely, time-defined, for the achievements from the moment the presently ruling management took office in the company“.===>Sigurno je da smo mi zainteresovani samo za tekuća ostvarenja, ili preciznije, vremenski određeno, za ostvarenja od trenutka kada je aktuelni menadžment preuzeo dužnosti u kompaniji.“)
MATCH@E:(The fact is that we are interested solely in the current achievements, or, more precisely, time-defined, for the achievements from the moment the presently ruling management took office in the company Šaccording to 1, p.860Ë.===>Sigurno je da smo mi zainteresovani samo za tekuća ostvarenja, ili preciznije, vremenski određeno, za ostvarenja od trenutka kada je aktuelni menadžment preuzeo dužnosti u kompaniji Šprema 1, p. 860).)
MATCH@M:(This statement can be interpreted as a request that the MVA be converted into a measure to assess the achievement not from the moment the company was started, but over a given time, in order to identify the contribution of the current management to the shareholder value creation.===>Ova izjava se može protumačiti kao zahtev za konverziju MVA u merilo koje će meriti ostvarenja, ne od trenutka osnivanja kompanije, već u određenom vremenskom periodu, u cilju izolovanja doprinosa aktuelnog menadžmenta stvaranju vrednosti za akcionare.)
MATCH@E:(This statement can be interpreted as a request that the MVA be converted into a measure to assess the achievement not from the moment the company was started, but over a given time, in order to identify the contribution of the current management to the shareholder value creation.===>Ova izjava se može protumačiti kao zahtev za konverziju MVA u merilo koje će meriti ostvarenja, ne od trenutka osnivanja kompanije, već u određenom vremenskom periodu, u cilju izolovanja doprinosa aktuelnog menadžmenta stvaranju vrednosti za akcionare.)
MATCH@M:(Close to the previous criticism is the fact that the MVA is a relevant information only for those shareholders who bought the stocks when the company was established.===>U vezi sa prethodnom zamerkom je činjenica da MVA predstavlja relevantan podatak samo za akcio-nare koji su akcije kupili kada je kompanija osnovana.)
MATCH@E:(Close to the previous criticism is the fact that the MVA is a relevant information only for those shareholders who bought the stocks when the company was established.===>U vezi sa prethodnom zamerkom je činjenica da MVA predstavlja relevantan podatak samo za akcionare koji su akcije kupili kada je kompanija osnovana.)
MATCH@M:(The investors who buy the stocks later, on the primary or secondary markets, earn the MVA only from the moment they invest.===>Investitorima koji su kasnije kupili akcije na primarnom ili sekundarnom tržištu pripada MVA samo od trenutka ulaganja.)
MATCH@E:(The investors who buy the stocks later, on the primary or secondary markets, earn the MVA only from the moment they invest.===>Investitorima koji su kasnije kupili akcije na primarnom ili sekundarnom tržištu pripada MVA samo od trenutka ulaganja.)
MATCH@M:(Some studies have shown that half of the shares of an average company change their owners every second year, and that only 3 percent investors hold their shares for a period longer than 10 years.===>Neka istraživanja pokazuju da polovina akcija prosečne kompanije menja vlasnika svake dve godine, te da samo 3% investitora drži akcije duže od 10 godina.)
MATCH@E:(Some studies have shown that half of the shares of an average company change their owners every second year, and that only 3 percent investors hold their shares for a period longer than 10 years.===>Neka istraživanja pokazuju da polovina akcija prosečne kompanije menja vlasnika svake dve godine, te da samo 3% investitora drži akcije duže od 10 godina.)
MATCH@M:(Hence we can maintain that each shareholder have their own MVA, while the MVA calculation for the shareholders who bought their shares on several occasions remains a specific problem to be solved.===>Zato se može tvrditi da svaki ak-cionar ima svoju MVA, dok poseban problem ostaje obračun MVA za akcionare koji su akcije kupovali u više navrata.)
MATCH@E:(Hence we can maintain that each shareholder have their own MVA, while the MVA calculation for the shareholders who bought their shares on several occasions remains a specific problem to be solved.===>Zato se može tvrditi da svaki akcionar ima svoju MVA, dok poseban problem ostaje obračun MVA za akcionare koji su akcije kupovali u više navrata.)
MATCH@M:(It is for this reason that we cannot talk about the MVA adequate for all shareholders.===>Dakle, ne može se govoriti o MVA, pri-merenoj za sve akcionare.)
MATCH@E:(It is for this reason that we cannot talk about the MVA adequate for all shareholders Š9Ë.===>Dakle, ne može se govoriti o MVA, primerenoj za sve akcionare Š9Ë.)
MATCH@M:(The MVA is an important external measure to assess the performance of the whole company and the value of the past and the intended investments, however, it is not really useful in everyday business-decision making and long-term planning.===>MVA je važno eksterno merilo za ocenu uspeha čitave kompanije i vrednosti prošlih i nameravanih investicija, mada nije od naročite koristi kada je reč o svakodnevnom poslovnom odlučivanju i dugoročnom planiranju.)
MATCH@E:(The MVA is an important external measure to assess the performance of the whole company and the value of the past and the intended investments, however, it is not really useful in everyday business-decision making and long-term planning.===>MVA je važno eksterno merilo za ocenu uspeha čitave kompanije i vrednosti prošlih i nameravanih investicija, mada nije od naročite koristi kada je reč o svakodnevnom poslovnom odlučivanju i dugoročnom planiranju.)
MATCH@M:(Since it is only the company that can issue stocks, the MVA cannot be calculated on the level of divisions, business units or production lines; hence it is difficult to directly affect its increase.===>Budući da akcije može emitovati samo kompanija, MVA se ne može obračunati na nivou divizija, poslovnih jedinica ili proizvodnih linija, pa je teško direktno uticati na njeno povećanje.)
MATCH@E:(Since it is only the company that can issue stocks, the MVA cannot be calculated on the level of divisions, business units or production lines; hence it is difficult to directly affect its increase.===>Budući da akcije može emitovati samo kompanija, MVA se ne može obračunati na nivou divizija, poslovnih jedinica ili proizvodnih linija, pa je teško direktno uticati na njeno povećanje.)
MATCH@M:(For the purpose of daily running the company to maximize the MVA, the managers must therefore rely on internal measures of value.===>Menadžeri se zato, za potrebe svakodnevnog upravljanja kompanijom u cilju maksimiziranja MVA, moraju osloniti na interna merila vrednosti.)
MATCH@E:(For the purpose of daily running the company to maximize the MVA, the managers must therefore rely on internal measures of value.===>Menadžeri se zato, za potrebe svakodnevnog upravljanja kompanijom u cilju maksimiziranja MVA, moraju osloniti na interna merila vrednosti.)
MATCH@M:(The internal measure, found by numerous studies to be in strong correlation with MVA, is the economic value added, shortened as EVA.===>Interno merilo, za koje su brojne studije potvrdile jaku korelaciju sa MVA, jeste ekonomska dodata vrednost, skraćeno EVA (economic value added).)
MATCH@E:(The internal measure, found by numerous studies to be in strong correlation with MVA, is the economic value added, shortened as EVA Š13Ë.===>Interno merilo, za koje su brojne studije potvrdile jaku korelaciju sa MVA, jeste ekonomska dodata vrednost, skraćeno EVA (economic value added) Š13Ë.)
MATCH@M:(They found that the correlation degree between the EVA and the MVA for the companies with a positive EVA was very high, whereas for the companies with a negative EVA the correlation was weak.===>Oni su utvrdili da je stepen korelacije između EVA i MVA za kompanije sa pozitivnom EVA jako visok, a za kompanije sa negativnom EVA slaba.)
MATCH@E:(They found that the correlation degree between the EVA and the MVA for the companies with a positive EVA was very high, whereas for the companies with a negative EVA the correlation was weak.===>Oni su utvrdili da je stepen korelacije između EVA i MVA za kompanije sa pozitivnom EVA jako visok, a za kompanije sa negativnom EVA slaba.)
MATCH@M:(Stewart attempted to explain the weak correlation in the companies with a negative EVA by the fact that the market share price reflects at least the net value of the assets, regardless of the company’s returns (namely, the market value of the company does not fall significantly below its book value, except in cases of serious problems in business).===>Stjuart je pokušao da objasni slabu korelaciju u kompanijama sa negativnom EVA, time da tržišna cena akcija odražava najmanje vrednost neto imovine, bez obzira na prinose kompanije (odnosno tržišna vrednost preduzeća ne pada znatno ispod knjigovodstvene vrednosti, osim u slučaju ozbiljnih problema u poslovanju).)
MATCH@E:(Stewart attempted to explain the weak correlation in the companies with a negative EVA by the fact that the market share price reflects at least the net value of the assets, regardless of the companys returns (namely, the market value of the company does not fall significantly below its book value, except in cases of serious problems in business) Š5Ë.===>Stjuart je pokušao da objasni slabu korelaciju u kompanijama sa negativnom EVA, time da tržišna cena akcija odražava najmanje vrednost neto imovine, bez obzira na prinose kompanije (odnosno tržišna vrednost preduzeća ne pada znatno ispod knjigovodstvene vrednosti, osim u slučaju ozbiljnih problema u poslovanju) Š5Ë.)
MATCH@M:(Numerous studies, however, pointed to a much higher degree of correlation between the MVA and the accounting indicators such as the rate of return on business assets,business profit , and NOPAT.===>Brojne studije su, međutim, ukazale na mnogo veći stepen korelacije između MVA i računovodstvenih pokazatelja poput stope prinosa na poslovna sredstva, poslovnog dobitka i NOPAT.)
MATCH@E:(Numerous studies, however, pointed to a much higher degree of correlation between the MVA and the accounting indicators such as the rate of return on business assets,business profit , and NOPAT Š13Ë.===>Brojne studije su, međutim, ukazale na mnogo veći stepen korelacije između MVA i računovodstvenih pokazatelja poput stope prinosa na poslovna sredstva, poslovnog dobitka i NOPAT Š13Ë.)
MATCH@M:(Thus Kramer and Pushner conducted a performance analysis of 1000 companies on the Stern Stewart list and found that the changes and the level of the MVA are defined by the level and changes of the NOPAT to a much larger extent compared to that of the EVA.===>Kramer (Kramer) i Pušner (Pushner) su tako na osnovu analize performansi 1.000 kompanija na listi Stern Stjuarta utvrdili da su promene i nivo MVA mnogo više određeni nivoom i promenama NOPAT, nego EVA.)
MATCH@E:(Thus Kramer and Pushner conducted a performance analysis of 1000 companies on the Stern Stewart list and found that the changes and the level of the MVA are defined by the level and changes of the NOPAT to a much larger extent compared to that of the EVA.===>Kramer (Kramer) i Pušner (Pushner) su tako na osnovu analize performansi 1.000 kompanija na listi Stern Stjuarta utvrdili da su promene i nivo MVA mnogo više određeni nivoom i promenama NOPAT, nego EVA.)
MATCH@M:(On this same sample Dodd and Chen found a 20% correlation between the MVA and the EVA, however a significantly greater between the MVA and the ROA (25%).===>Dod (Dodd) i Cen (Chen) su na istom uzorku utvrdili korelaciju između MVA i EVA od 20%, ali još veću korelaciju između MVA i ROA (25%).)
MATCH@E:(On this same sample Dodd and Chen found a 20% correlation between the MVA and the EVA, however a significantly greater between the MVA and the ROA (25%) Š5Ë. Two weaknesses of the MVA are frequently pointed out: 1.===>Dod (Dodd) i Čen (Chen) su na istom uzorku utvrdili korelaciju između MVA i EVA od 20%, ali još veću korelaciju između MVA i ROA (25%) Š5Ë. ~~~ Često se ističu sledeća dva nedostatka MVA:)
MATCH@M:(1.	The MVA does not take into account the cost of capital, that is, the opportunity to employ the capital with a more favourable investment MVA/risk ratio.===>1.	MVA ne uvažava cenu kapitala, odnosno mogućnost angažovanja kapitala uz povoljniji odnos MVA/rizik ulaganja.)
MATCH@E:(The MVA does not take into account the cost of capital, that is, the opportunity to employ the capital with a more favourable investment MVA/risk ratio.===>1. MVA ne uvažava cenu kapitala, odnosno mogućnost angažovanja kapitala uz povoljniji odnos MVA/rizik ulaganja.)
MATCH@M:(It is likely that a company with a positive MVA achieves the rate of returns on investments lower that the cost of capital, i.e., that the market value of the company covers the value of the invested capital, but not the cost of that capital.===>Sasvim je moguće da kompanija sa pozitivnom MVA, ima stopu prinosa na ulaganje manju od cene kapitala, tj. da tržišna vrednost kompanije pokriva vrednost uloženog kapitala, ali ne i trošak tog kapitala.)
MATCH@E:(It is likely that a company with a positive MVA achieves the rate of returns on investments lower that the cost of capital, i.e., that the market value of the company covers the value of the invested capital, but not the cost of that capital. ~~~ 2.===>Sasvim je moguće da kompanija sa pozitivnom MVA, ima stopu prinosa na ulaganje manju od cene kapitala, tj. da tržišna vrednost kompanije pokriva vrednost uloženog kapitala, ali ne i trošak tog kapitala. 2.)
MATCH@M:(2.	The MVA does not take into account the impact of the dividend policy upon the shareholder welfare.===>2.	MVA ne uzima u obzir uticaj dividendne politike na blagostanje akcionara.)
MATCH@E:(The MVA does not take into account the impact of the dividend policy upon the shareholder welfare.===>MVA ne uzima u obzir uticaj dividendne politike na blagostanje akcionara.)
MATCH@M:(Between two companies that achieved the same amount of MVA, the one that pays the dividends regularly contributes to the shareholder value to a greater extent.===>Od dve kompanije koje su stvorile isti iznos MVA, blagostanju akcio-nara više doprinosi ona koja redovno isplaćuje dividende.)
MATCH@E:(Between two companies that achieved the same amount of MVA, the one that pays the dividends regularly contributes to the shareholder value to a greater extent.===>Od dve kompanije koje su stvorile isti iznos MVA, blagostanju akcionara više doprinosi ona koja redovno isplaćuje dividende.)
MATCH@M:(The expected value represents the present value of the initial and all the subsequent investments into the company.===>Očekivana vrednost predstavlja sadašnju vrednost inicijalnog i svih kasnijih ulaganja u kompaniju.)
MATCH@E:(The expected value represents the present value of the initial and all the subsequent investments into the company.===>Očekivana vrednost predstavlja sadašnju vrednost inicijalnog i svih kasnijih ulaganja u kompaniju.)
MATCH@M:(The discount rate is taken to be the investment criterion rate for a respective risk class.===>Kao diskontna stopa koristi se stopa investicionog kriterijuma za odgovarajuću klasu rizika.)
MATCH@E:(The discount rate is taken to be the investment criterion rate for a respective risk class.===>Kao diskontna stopa koristi se stopa investicionog kriterijuma za odgovarajuću klasu rizika.)
MATCH@M:(Hence the ER takes into account the possibility that the shareholders may have invested not only the invested capital, but also the dividend, into some other alternative and achieve the rate of returns larger than the one provided by the company.===>Dakle, ER uvažava mogućnost da su akcionari, ne samo uloženi kapital, već i dividendu mogli uložiti u neku drugu alternativu i ostvariti stopu prinosa veću od one koju im obezbeđu-je kompanija.)
MATCH@E:(Hence the ER takes into account the possibility that the shareholders may have invested not only the invested capital, but also the dividend, into some other alternative and achieve the rate of returns larger than the one provided by the company.===>Dakle, ER uvažava mogućnost da su akcionari, ne samo uloženi kapital, već i dividendu mogli uložiti u neku drugu alternativu i ostvariti stopu prinosa veću od one koju im obezbeđuje kompanija.)
MATCH@M:(A lower than zero ER indicates that the company failed to achieve the minimum rate of return, i.e., that it destroyed the shareholder value.===>ER manji od nule ukazuje na to da kompanija nije uspela da ostvari minimalnu stopu prinosa, odnosno da je uništila vrednost za akcionare.)
MATCH@E:(A lower than zero ER indicates that the company failed to achieve the minimum rate of return, i.e., that it destroyed the shareholder value.===>ER manji od nule ukazuje na to da kompanija nije uspela da ostvari minimalnu stopu prinosa, odnosno da je uništila vrednost za akcionare. 3.)
MATCH@M:(The relationship between the market and the book values, market-to-book ratio (MBR) follows the MVA.===>Odnos tržišne i knjigovodstvene vrednosti, skraćeno MBR (market-to-book ratio) se nadovezuje na MVA.)
MATCH@E:(3. ~~~ M/B RATIO The relationship between the market and the book values, market-to-book ratio (MBR) follows the MVA.===>M/B RACIO Odnos tržišne i knjigovodstvene vrednosti, skraćeno MBR (market-to-book ratio) se nadovezuje na MVA.)
MATCH@M:(While the MVA is an absolute expression of the value created, established as a difference between the market and the book value of the company (capital), the MBR is an indicator that measures the created value in a relative way, using the same inputs.===>Dok je MVA apsolutni izraz stvorene vrednosti, koji se utvrđuje kao razlika tržišne i knjigovodstvene vrednosti preduzeća (kapitala), dotle je MBR pokazatelj, koji koristeći iste inpute, stvorenu vrednost meri relativno.)
MATCH@E:(While the MVA is an absolute expression of the value created, established as a difference between the market and the book value of the company (capital), the MBR is an indicator that measures the created value in a relative way, using the same inputs.===>Dok je MVA apsolutni izraz stvorene vrednosti, koji se utvrđuje kao razlika tržišne i knjigovodstvene vrednosti preduzeća (kapitala), dotle je MBR pokazatelj, koji koristeći iste inpute, stvorenu vrednost meri relativno.)
MATCH@M:(Higher than 1 ratio (a positive MVA) indicates that the market estimates the company’s capability to create shareholder value positively.===>MBR veći od jedinice (što znači pozitivnu MVA) ukazuje na to da tržište pozitivno ocenjuje perspektivnu sposobnost kompanije da stvara vrednost za akcionare.)
MATCH@E:(Higher than 1 ratio (a positive MVA) indicates that the market estimates the companys capability to create shareholder value positively.===>MBR veći od jedinice (što znači pozitivnu MVA) ukazuje na to da tržište pozitivno ocenjuje perspektivnu sposobnost kompanije da stvara vrednost za akcionare.)
MATCH@M:(Although both MVA and MBR employ the same inputs, these measures can be differently ranked in companies from the pont ov view of their contribution to value creation.===>Iako MBR i MVA koriste iste ulazne veličine, ova me-rila mogu iste kompanije potpuno različito rangirati sa aspekta njihovog doprinosa stvaranju vrednosti.)
MATCH@E:(Although both MVA and MBR employ the same inputs, these measures can be differently ranked in companies from the pont ov view of their contribution to value creation.===>Iako MBR i MVA koriste iste ulazne veličine, ova merila mogu iste kompanije potpuno različito rangirati sa aspekta njihovog doprinosa stvaranju vrednosti.)
MATCH@M:(The MVA expresses the value in its absolute amount, therefore it is likely that larger companies, or the companies that invested larger capital, will be at the top of the list of value creators.===>MVA izražava vrednost u apsolutnom iznosu, tako da je verovatno da će veće kompanije, odnosno one kompanije koje su uložile više kapitala, biti pri vrhu liste stvaraoca vrednosti.)
MATCH@E:(The MVA expresses the value in its absolute amount, therefore it is likely that larger companies, or the companies that invested larger capital, will be at the top of the list of value creators.===>MVA izražava vrednost u apsolutnom iznosu, tako da je verovatno da će veće kompanije, odnosno one kompanije koje su uložile više kapitala, biti pri vrhu liste stvaraoca vrednosti.)
MATCH@M:(It is for this reason that the MVA is usually said to be under the impact of the company size to a larger extent than under the impact of its capacity to create value, and therefore an unbiased comparison of companies of different size is extremely difficult.===>Zato se često ističe da je MVA više pod uticajem veličine kompanije, nego pod uticajem njene sposobnosti stvaranja vrednosti, te je objektivno poređenje kompanija različite veličine jako teško.)
MATCH@E:(It is for this reason that the MVA is usually said to be under the impact of the company size to a larger extent than under the impact of its capacity to create value, and therefore an unbiased comparison of companies of different size is extremely difficult.===>Zato se često ističe da je MVA više pod uticajem veličine kompanije, nego pod uticajem njene sposobnosti stvaranja vrednosti, te je objektivno poređenje kompanija različite veličine jako teško.)
MATCH@M:(Pointing out that the MVA does not take into account a systematic correlation between the investments and the created value, Keef and Roush listed examples of small investments that resulted into creating large amounts of value created (Microsoft, Dell Computers), but also large investments with a meagre effect (General Motors, Ford).===>Kif (Keef) i Raš (Roush) su ukazujući na to da MVA ne uvažava sistematsku vezu između ulaganja i stvorene vrednosti naveli primere malih ulaganja, koja su omogućila stvaranje velikih iznosa vrednosti (Majkrosoft, Del Kompjuters), ali i velikih ulaganja sa malim efektima (Dženeral Motors, Ford).)
MATCH@E:(Pointing out that the MVA does not take into account a systematic correlation between the investments and the created value, Keef and Roush listed examples of small investments that resulted into creating large amounts of value created (Microsoft, Dell Computers), but also large investments with a meagre effect (General Motors, Ford).===>Kif (Keef) i Raš (Roush) su ukazujući na to da MVA ne uvažava sistematsku vezu između ulaganja i stvorene vrednosti naveli primere malih ulaganja, koja su omogućila stvaranje velikih iznosa vrednosti (Majkrosoft, Del Kompjuters), ali i velikih ulaganja sa malim efektima (Dženeral Motors, Ford).)
MATCH@M:(On the list of the greatest value creators (measured by the MVA level) of the Fortune magazine 1998, the Dell Company ranked as only 42nd, although their MBR amounted the unbelievable 50 ($25.7 billion MVA, created by investing $0.5 billion).===>Kompanija Del je na listi najvećih stvaraoca vrednosti (mereno nivoom MVA) časopisa Forčun 1998. bila rangirana tek kao 42., iako je njen MBR iznosio neverovatnih 50 (25,7 milijardi dolara MVA, stvoreno ulaganjem od 0,5 milijardi dolara).)
MATCH@E:(On the list of the greatest value creators (measured by the MVA level) of the Fortune magazine 1998, the Dell Company ranked as only 42nd, although their MBR amounted the unbelievable 50 ($25.7 billion MVA, created by investing $0.5 billion) Š9Ë.===>Kompanija Del je na listi najvećih stvaraoca vrednosti (mereno nivoom MVA) časopisa Forčun 1998. bila rangirana tek kao 42., iako je njen MBR iznosio neve rovatnih 50 (25,7 milijardi dolara MVA, stvoreno ulaganjem od 0,5 milijardi dolara) Š9Ë. sti da stvaraju vrednost, iste kompanije označavaju kao stvaraoce, odnosno destruktore vrednosti.)
MATCH@M:(As the value is expressed in the form of the rate of returns and is not under the impact of the amount of the capital invested, it happens that the MBR ranks larger companies rather low, despite their creating large amounts of the MVA.===>Budući da vrednost izražava u vidu stope prinosa, te nije pod uticajem veličine uloženog kapitala, MBR može veće kompanije, koje stvaraju velike iznose MVA, rangirati jako nisko.)
MATCH@E:(As the value is expressed in the form of the rate of returns and is not under the impact of the amount of the capital invested, it happens that the MBR ranks larger companies rather low, despite their creating large amounts of the MVA.===>Budući da vrednost izražava u vidu stope prinosa, te nije pod uticajem veličine uloženog kapitala, MBR može veće kompanije, koje stvaraju velike iznose MVA, rangirati jako nisko.)
MATCH@M:(This happens because the MBR shows how much value the company created per unit of invested capital, therefore it is possible that the companies with a larger amount of invested capital show a lower return per unit.===>Ovo se dešava zato što MBR pokazuje koliko je vrednosti kompanija stvorila po jedinici uloženog kapitala, tako da je moguće da kompanije sa većim iznosom uloženog kapitala iskažu manji prinos po jedinici.)
MATCH@E:(This happens because the MBR shows how much value the company created per unit of invested capital, therefore it is possible that the companies with a larger amount of invested capital show a lower return per unit.===>Ovo se dešava zato što MBR pokazuje koliko je vrednosti kompanija stvorila po jedinici uloženog kapitala, tako da je moguće da kompanije sa većim iznosom uloženog kapitala iskažu manji prinos po jedinici.)
MATCH@M:(This way of expressing value solves the problem of comparing the companies of different sizes, however, it raises another type of problems.===>Iako ovakav način izražavanja vrednosti, rešava problem poređenja kompanija različite veličine, on stvara drugu vrstu problema.)
MATCH@E:(This way of expressing value solves the problem of comparing the companies of different sizes, however, it raises another type of problems.===>Iako ovakav način izražavanja vrednosti, rešava problem poređenja kompanija različite veličine, on stvara drugu vrstu problema.)
MATCH@M:(The problem with the MBR may arise in its implementation in performance measuring and in defining objectives, as it may happen that projects whose net present value is positive be rejected, only because they reduce the average MBR of the company.===>Problem sa MBR može nastati prilikom njegovog korišće-nja za potrebe merenja performansi i definisanja ciljeva, budući da se tada može desiti da budu odbijeni projekti čija je neto sadašnja vrednost pozitivna, samo zato što umanjuju prosečni MBR kompanije.)
MATCH@E:(The problem with the MBR may arise in its implementation in performance measuring and in defining objectives, as it may happen that projects whose net present value is positive be rejected, only because they reduce the average MBR of the company.===>Problem sa MBR može nastati prilikom njegovog korišćenja za potrebe merenja performansi i definisanja ciljeva, budući da se tada može desiti da budu odbijeni projekti čija je neto sadašnja vrednost pozitivna, samo zato što umanjuju prosečni MBR kompanije.)
MATCH@M:(The financial theory often stresses the correlation between the the MBR and the ROE (rate of returns on equity).===>U finansijskoj teoriji se često ističe povezanost MBR i ROE (stopa prinosa na sopstvena sredstva).)
MATCH@E:(The financial theory often stresses the correlation between the the MBR and the ROE (rate of returns on equity).===>U finansijskoj teoriji se često ističe povezanost MBR i ROE (stopa prinosa na sopstvena sredstva).)
MATCH@M:(It follows from the formula that the MBR will increase with the growth of ROE and the anticipated growth rate, or decrease with the growth of the business operation risk expressed in ke.===>Iz formule sledi da će MBR rasti sa povećanjem ROE i očekivane stope rasta, odnosno opadaće sa rastom rizika poslovanja izraženog kroz ke.)
MATCH@E:(It follows from the formula 8 that the MBR will increase with the growth of ROE and the anticipated growth rate, or decrease with the growth of the business operation risk expressed in ke.===>Iz formule 8 sledi da će MBR rasti sa povećanjem ROE i očekivane stope rasta, odnosno opadaće sa rastom rizika poslovanja izraženog kroz ke.)
MATCH@M:(It is also clear that the MBR grows when the ROE is bigger than ke (a positive range of returns upon the invested equity) as the share prices are expected to rise in such situations.===>Može se videti i da MBR raste kada je ROE veće od ke (pozitivan raspon prinosa na uloženi akcijski kapital), budući da se očekuje da će cene akcija tada rasti.)
MATCH@E:(It is also clear that the MBR grows when the ROE is bigger than ke (a positive range of returns upon the invested equity) as the share prices are expected to rise in such situations.===>Može se videti i da MBR raste kada je ROE veće od ke (pozitivan raspon prinosa na uloženi akcijski kapital), budući da se očekuje da će cene akcija tada rasti.)
MATCH@M:(This means that the MBR rises when a company with a positive range of returns on equity grows.===>To znači da MBR raste kada kompanija sa pozitivnim rasponom prinosa na akcijski kapital raste.)
MATCH@E:(This means that the MBR rises when a company with a pos itive range of returns on equity grows.===>To znači da MBR raste kada kompanija sa pozitivnim rasponom prinosa na akcijski kapital raste.)
MATCH@M:(Namely, in order that the MBR be higher than 1, the management should invest on a return rate higher than the cost of capital.===>Odnosno, da bi MBR bio veći od jedinice, menadžment treba da ulaže po stopi prinosa većoj od cene kapitala.)
MATCH@E:(Namely, in order that the MBR be higher than 1, the management should invest on a return rate higher than the cost of capital.===>Odnosno, da bi MBR bio veći od jedinice, menadžment treba da ulaže po stopi prinosa većoj od cene kapitala.)
MATCH@M:(It is interesting that Fama and French have found that the companies with lower MBR values earned higher returns (dividends and capital gain) to shareholders, and vice versa.===>Zanimljivo je da su Fama (Fama) i Frenč (French) otkrili da su kompanije sa manjim vrednosti-ma MBR akcionarima donosile veće prinose (dividende i kapitalni dobitak), i obrnuto.)
MATCH@E:(It is interesting that Fama and French have found that the companies with lower MBR values earned higher returns (dividends and capital gain) to shareholders, and vice versa Š8, p.99Ë.===>Zanimljivo je da su Fama (Fama) i Frenč (French) otkrili da su kompanije sa manjim vrednostima MBR akcionarima donosile veće prinose (dividende i kapitalni dobitak), i obrnuto Š8, p. 99Ë.)
MATCH@M:(The research that earlier pointed to a high degree of correlation between the MVA and EVA, also revealed a high level of correlation between the MBR and the EVA.===>Istraživanja koja su ranije ukazala na visok stepen korelacije između MVA i EVA, ukazala su i na visok stepen korelacije između MBR i EVA.)
MATCH@E:(The research that earlier pointed to a high degree of correlation between the MVA and EVA, also revealed a high level of correlation between the MBR and the EVA Š3, pp. 671672Ë.===>Istraživanja koja su ranije ukazala na visok stepen korelacije između MVA i EVA, ukazala su i na visok stepen korelacije između MBR i EVA Š3, pp. 671-672).)
MATCH@M:(Outstanding among them are those referring to the MBR being conditioned by the range of returns and the growth of the company.===>Među njima se posebno ističu oni koji se odnose na uslovljenost MBR rasponom prinosa i rastom kompanije.)
MATCH@E:(Outstanding among them are those referring to the MBR being conditioned by the range of returns and the growth of the company.===>Među njima se posebno ističu oni koji se odnose na uslovljenost MBR rasponom prinosa i rastom kompanije.)
MATCH@M:(Much convincing as they seem, the fact remains that there is little empirical evidence to prove them, as well as the fact that the MBR, at least explicitely, does not take into account the cost of capital.===>Iako de-luju uverljivo, ostaje činjenica da postoji malo empirijskih dokaza koji ih potvrđuju, kao i činjenica da MBR, makar eksplicitno, ne uzima u obzir cenu kapitala.)
MATCH@E:(Much convincing as they seem, the fact remains that there is little empirical evidence to prove them, as well as the fact that the MBR, at least explicitely, does not take into account the cost of capital.===>Iako deluju uverljivo, ostaje činjenica da postoji malo empirijskih dokaza koji ih potvrđuju, kao i činjenica da MBR, makar eksplicitno, ne uzima u obzir cenu kapitala.)
MATCH@M:(Also, the MBR depends on the book value of the capital invested.===>Takođe, MBR veoma zavisi od knjigovodstvene vrednosti uloženog kapitala.)
MATCH@E:(Also, the MBR depends on the book value of the capital invested.===>Takođe, MBR veoma zavisi od knjigovodstvene vrednosti uloženog kapitala.)
MATCH@M:(This value is in turn intrinsicly defined by the accounting standards, therefore it is possible that high-technology companies achieve a higher MBR due to large investments they make into assets whose activating is prohibited or is not recommended (software and pharmaceutical companies have, by a rule, a high MBR).===>Ova vrednost je pak bitno određena računovodstvenim standardima, tako da je moguće da visokotehnološke kompanije imaju veći MBR, zato što mnogo ulažu u imovinu čije je aktiviranje zabranjeno ili se ne preporučuje (softverske i farmaceutske kompanije po pravilu imaju visok MBR).)
MATCH@E:(This value is in turn intrinsicly defined by the accounting standards, therefore it is possible that high-technology companies achieve a higher MBR due to large investments they make into assets whose activating is prohibited or is not recommended (software and pharmaceutical companies have, by a rule, a high MBR).===>Ova vrednost je pak bitno određena računovodstvenim standardima, tako da je moguće da visokotehnološke kompanije imaju veći MBR, zato što mnogo ulažu u imovinu čije je aktiviranje zabranjeno ili se ne preporučuje (softverske i farmaceutske kompanije po pravilu imaju visok MBR).)
MATCH@M:(Hence the TSR is often said to be the favourite measure of value with the shareholders since it directly indicates the percentage by which the shareholders increased or decreased their wealth by leaving their capital with a certain company.===>Zato se često ističe da je TSR merilo vrednosti koje najviše odgovara interesima akcionara jer neposredno ukazuje na to za koliko su procenata akcionari uvećali ili smanjili svoje bogatstvo zato što su kapital poverili nekoj kompaniji.)
MATCH@E:(Hence the TSR is often said to be the favourite measure of value with the shareholders since it directly indicates the percentage by which the shareholders increased or de creased their wealth by leaving their capital with a certain company.===>Zato se često ističe da je TSR merilo vrednosti koje najviše odgovara interesima akcionara jer neposredno ukazuje na to za koliko su procenata akcionari uvećali ili smanjili svoje bogatstvo zato što su kapital poverili nekoj kompaniji.)
MATCH@M:(In order that the conclusion on a real contribution of the company to the value creation should be made, it is necessary that we have appropriate standards.===>Ipak, da bi zaključak o stvarnom doprinosu kompanije stvaranju vrednosti mogao da bude donet, neophodno je raspolagati odgovarajućim standardima.)
MATCH@E:(In order that the conclusion on a real contribution of the company to the value creation should be made, it is necessary that we have appropriate standards.===>Ipak, da bi zaključak o stvarnom doprinosu kompanije stvaranju vrednosti mogao da bude donet, neophodno je raspolagati odgovarajućim standardima.)
MATCH@M:(The basis for estimating the TSR company consists of three branches the company belongs to.===>Obično se kao osnova za ocenu TSR kompanije koristi TSR grane kojoj kompanija pripada.)
MATCH@E:(The basis for estimating the TSR company consists of three branches the company belongs to.===>Obično se kao osnova za ocenu TSR kompanije koristi TSR grane kojoj kompanija pripada.)
MATCH@M:(The companies that manage to achieve a TSR larger than the average achieved by the industry branch may be ranked as real creators of value.===>Kompanije koje uspeju da ostvare TSR veći od proseka grane, mogu se označiti kao stvarni stvaraoci vrednosti.)
MATCH@E:(The companies that manage to achieve a TSR larger than the average achieved by the industry branch may be ranked as real creators of value.===>Kompanije koje uspeju da ostvare TSR veći od proseka grane, mogu se označiti kao stvarni stvaraoci vrednosti.)
MATCH@M:(This is meaningful, since holding shares of a company pays to the shareholders only if they use them to earn some returns, at least to the amount they would earn if they invested into the securities of another company.===>Ovo ima smisla s obzirom na to da je za akcionare posedovanje akcija neke kompanije isplativo samo ako od njihovog pose-dovanja mogu ostvariti prinos, barem u visini prinosa koji bi ostvarili da su novac uložili u hartije neke druge kompanije.)
MATCH@E:(This is meaningful, since holding shares of a company pays to the shareholders only if they use them to earn some returns, at least to the amount they would earn if they invested into the securities of another company.===>Ovo ima smisla s obzirom na to da je za akcionare posedovanje akcija neke kompanije isplativo samo ako od njihovog posedovanja mogu ostvariti prinos, barem u visini prinosa koji bi ostvarili da su novac uložili u hartije neke druge kompanije.)
MATCH@M:(The modern approaches to the TSR calculation and analysis are more comprehensive, as they take into account a somewhat larger number of factors.===>Savremeni pristupi obračunu i analizi TSR su obu-hvatniji, budući da u obzir uzimaju nešto veći broj faktora.)
MATCH@E:(The modern approaches to the TSR calculation and analysis are more comprehensive, as they take into account a somewhat larger number of factors.===>Savremeni pristupi obračunu i analizi TSR su obuhvatniji, budući da u obzir uzimaju nešto veći broj faktora.)
MATCH@M:(Within an integral approach to value creation developed by the consulting company BCG (Boston Consulting Group) it is possible to identify a number of crucial relations and links, important in the process of a value-oriented strategy creation and implementation.===>U okviru integralnog pristupa kreiranju vredno-sti, koji je razvila konsultantska kompanija BCG (Boston Consulting Group), moguće je uočiti nekoliko ključnih odnosa i veza, značajnih u procesu kreiranja i implementacije vrednosno orijentisane strategije.)
MATCH@E:(Within an integral approach to value creation developed by the consulting company BCG (Boston Consulting Group) it is possible to identify a number of crucial relations and links, important in the process of a value-oriented strategy creation and implementation.===>U okviru integralnog pristupa kreiranju vrednosti, koji je razvila konsultantska kompanija BCG (Bo ston Consulting Group), moguće je uočiti nekoliko ključnih odnosa i veza, značajnih u procesu kreiranja i implementacije vrednosno orijentisane strategije.)
MATCH@M:(There are three basic dimensions of the value creation system of the BCG company:===>Tri su osnovne dimenzije sistema kreiranja vrednosti kompanije BCG:)
MATCH@E:(There are three basic dimensions of the value creation system of the BCG company: 1.===>Tri su osnovne dimenzije sistema kreiranja vrednosti kompanije BCG: ~~~ 1.)
MATCH@M:(1.	Intrinsic value, understood as the present value of the future cash flow of the company;===>1.	Su[tinska vrednost, shvaćena kao sadašnja vred-nost očekivanog budućeg novčanog toka kompanije.)
MATCH@E:(Intrinsic value, understood as the present value of the future cash flow of the company; 2.===>Suštinska vrednost, shvaćena kao sadašnja vrednost očekivanog budućeg novčanog toka kompanije. 2.)
MATCH@M:(2.	Shareholders’ expectations, expressed in the form of the expectation premium.===>2.	O~ekivanja akcionara, izražena u vidu premije očekivanja (expectation premium).)
MATCH@E:(Shareholders expectations, expressed in the form of the expectation premium.===>Očekivanja akcionara, izražena u vidu premije očekivanja (expectation premium).)
MATCH@M:(We talk of the expectation premium when the market value of the company differs from its intrinsic value and often makes a significant portion of the total market value of the company.===>Premija očekivanja postoji onda kada se tržišna vrednost kompanije razlikuje od njene suštinske vrednosti i često predstavlja značajan deo ukupne tržišne vrednosti kompanije.)
MATCH@E:(We talk of the expectation premium when the market value of the company differs from its intrinsic value and often makes a significant portion of the total market value of the company. ~~~ 3.===>Premija očekivanja postoji onda kada se tržišna vrednost kompanije razlikuje od njene suštinske vrednosti i često predstavlja značajan deo ukupne tržišne vrednosti kompanije. 3.)
MATCH@M:(3.	Free cash flow (FCF), directly returned to the investors in the form of debt repayment, or share or dividends buyout.===>3.	Slobodan nov~ani tok, skraćeno FCF (free cash flow), vraćen direktno investitorima u vidu otplate duga, otkupa akcija ili dividendi.)
MATCH@E:(Free cash flow (FCF), directly returned to the investors in the form of debt repayment, or share or dividends buyout Š11Ë.===>Slobodan novčani tok, skraćeno FCF (free cash flow), vraćen direktno investitorima u vidu otplate duga, otkupa akcija ili dividendi Š11Ë.)
MATCH@M:(In order to maximize the TSR the managers have to understand the interrelations of these dimensions.===>Kako bi doprineli maksimiziranju TSR, menadžeri treba da razumeju međusobne veze i uticaje ovih dimenzija.)
MATCH@E:(In order to maximize the TSR the managers have to understand the interrelations of these dimensions (Figure 1).===>Kako bi doprineli maksimiziranju TSR, menadžeri treba da razumeju međusobne veze i uticaje ovih dimenzija (slika 1).)
MATCH@M:(As the BCG consultants point out, the majority of activities within the system of value creation which are presented in Figure 1 directly or indirectly affect the TSR.===>Kako konsultanti BCG ističu, unutar sistema stvaranja vrednosti većina aktivnosti predstavljenih na slici 1 ima direktan i indirektan uticaj na TSR.)
MATCH@E:(Value creation system As the BCG consultants point out, the majority of activities within the system of value creation which are presented in Figure 1 directly or indirectly affect the TSR.===>Sistem stvaranja vrednosti Izvor: ~~~ Š11Ë Kako konsultanti BCG ističu, unutar sistema stvaranja vrednosti većina aktivnosti predstavljenih na slici 1 ima direktan i indirektan uticaj na TSR.)
MATCH@M:(Thus the managerial decision to increase the dividend payment ratio will directly lead to increasing the FCF, and indirectly it will reduce the risk for shareholders, increase the company’s credibility as well as the shareholders trust in the management’s commitment to achieve the goal to maximize the value, which will, in the long run, have an impact upon the increase in both the P/E ratio and the TSR.===>Tako će odluka menadžmenta da poveća racio plaćanja dividendi, neposredno usloviti povećanje FCF, a posredno smanjenje rizika za akcionare, povećanje kredibiliteta kompanije i povećanje uverenja akcionara u posvećenost menadžmenta ostvarenju cilja maksimiziranja vrednosti, što će u krajnjem uticati na povećanje P/E racija i povećanje TSR.)
MATCH@E:(Thus the managerial decision to increase the dividend payment ratio will directly lead to increasing the FCF, and indirectly it will reduce the risk for shareholders, increase the companys credibility as well as the shareholders trust in the managements commitment to achieve the goal to maximize the value, which will, in the long run, have an impact upon the increase in both the P/E ratio and the TSR Š12Ë.===>Tako će odluka menadžmenta da poveća racio plaćanja dividendi, neposredno usloviti povećanje FCF, a posredno smanjenje rizika za akcionare, povećanje kredibiliteta kompanije i povećanje uverenja akcionara u posvećenost menadžmenta ostvarenju cilja maksimiziranja vrednosti, što će u krajnjem uticati na povećanje P/E racija i povećanje TSR Š12Ë.)
MATCH@M:(As regards the above stated dimensions of value creation, the TSR is possible to decompose in order that the impact of certain value factors upon the TSR should be identified.===>Imajući u vidu navedene dimenzije sistema stvaranja vrednosti, TSR je moguće raščlaniti, u cilju otkrivanja uticaj a pojedinih faktora vrednosti na TSR.)
MATCH@E:(As regards the above stated dimensions of value creation, the TSR is possible to decompose in order that the impact of certain value factors upon the TSR should be identified.===>Imajući u vidu navedene dimenzije sistema stvaranja vrednosti, TSR je moguće raščlaniti, u cilju otkrivanja uticaja pojedinih faktora vrednosti na TSR.)
MATCH@M:(This extended TSR formula consists of three elements:===>Tri su osnovna elementa ove proširene formule TSR:)
MATCH@E:(This extended TSR formula consists of three elements: 1.===>Tri su osnovna elementa ove proširene formule TSR: ~~~ 1.)
MATCH@M:(1.	The rate of earnings before interest, taxes, depreciation and amortization, EBITDA for short, as the output of the sales growth and the profit growth rates, points to the changes in the company’s intrinsic value.===>1.	Stopa rasta dobitka pre kamate, poreza i amortizacije, skraćeno EBITDA (earnings before interest, taxes, depreciation and amortization), kao proizvod stope rasta prodaje i stope dobitka, ukazuje na promene u suštinskoj vrednosti kompanije.)
MATCH@E:(The rate of earnings before interest, taxes, depreciation and amortization, EBITDA for short, as the output of the sales growth and the profit growth rates, points to the changes in the companys intrinsic value. ~~~ 2.===>Stopa rasta dobitka pre kamate, poreza i amortizacije, skraćeno EBITDA (earnings before interest, taxes, depreciation and amortization), kao proizvod stope rasta prodaje i stope dobitka, ukazuje na promene u suštinskoj vrednosti kompanije. 2.)
MATCH@M:(2.	The P/E ratio change percentile shows how the changes in the shareholders’ expectations affect the TSR.===>2.	Procentualna promena P/E racija ukazuje na to kako promene u očekivanjima investitora utiču na TSR.)
MATCH@E:(The P/E ratio change percentile shows how the changes in the shareholders expectations affect the TSR. ~~~ 3.===>Procentualna promena P/E racija ukazuje na to kako promene u očekivanjima investitora utiču na TSR. 3.)
MATCH@M:(3.	The FCF change percentile, as a sum of the dividend rate and the percentage of the value of the shares bought from which the percentage of the repaid debt is subtracted, measures the impact of cash payments and the capital changes upon the TSR.===>3.	Procentualna promena FCF, kao zbir dividendne stope i procenta vrednosti otkupljenih akcija umanjen za procenat otplaćenog duga, meri uti-caj novčanih isplata i promena kapitala na TSR)
MATCH@E:(The FCF change percentile, as a sum of the dividend rate and the percentage of the value of the shares bought from which the percentage of the repaid debt is subtracted, measures the impact of cash payments and the capital changes upon the TSR Š11Ë.===>Procentualna promena FCF, kao zbir dividendne stope i procenta vrednosti otkupljenih akcija umanjen za procenat otplaćenog duga, meri uticaj novčanih isplata i promena kapitala na TSR Š11Ë.)
MATCH@M:(They do not allow for a sufficiently detailed insight into the factors that contributed to value creation.===>Oni ne omogućavaju dovoljno detaljno sagledavanje faktora koji su doprineli stvaranju vrednosti.)
MATCH@E:(They do not allow for a sufficiently detailed insight into the factors that contributed to value creation.===>Oni ne omogućavaju dovoljno detaljno sagledavanje faktora koji su doprineli stvaranju vrednosti.)
MATCH@M:(Namely, it is important to know whether the EBIDTA growth is a result of investment into the projects with a high returns rate (e.g., the development of a new market segment for the existing products) or is the consequence of a low rate of returns (e.g., acquisition of a highly reputed company).===>Naime, nije svejedno da li je do rasta EBITDA došlo usled ulaganja u projekte sa visokom stopom prinosa (npr. razvoj novog tržišnog segmenta za postojeće proizvode) ili niskom stopom prinosa (npr. preuzimanje kompanije sa dobrom reputacijom).)
MATCH@E:(Namely, it is important to know whether the EBIDTA growth is a result of investment into the projects with a high returns rate (e.g., the development of a new market segment for the existing products) or is the consequence of a low rate of returns (e.g., acquisition of a highly reputed company).===>Naime, nije svejedno da li je do rasta EBITDA došlo usled ulaganja u projekte sa visokom stopom prinosa (npr. razvoj novog tržišnog segmenta za postojeće proizvode) ili niskom stopom prinosa (npr. preuzimanje kompanije sa dobrom reputacijom).)
MATCH@M:(Actually, the analysis must include the amount of the invested capital as well.===>Odnosno, u analizu je neophodno uključiti i iznos uloženog kapitala.)
MATCH@E:(Actually, the analysis must include the amount of the invested capital as well.===>Odnosno, u analizu je neophodno uključiti i iznos uloženog kapitala.)
MATCH@M:(It is also important to know what financial structure was employed to achieve the growth of EDITDA, since two companies achieving the same amounts of shareholder value may have different TSRs only because they differ in their financial structure and risk.===>Nije svejedno ni sa kakvom fi-nansijskom strukturom je ostvaren rast EBITDA, jer dve kompanije koje stvaraju iste iznose vrednosti za akcionare mogu imati različite TSR samo zato što se razlikuju u pogledu finansijske strukture i rizika.)
MATCH@E:(It is also important to know what financial structure was employed to achieve the growth of EDITDA, since two companies achieving the same amounts of shareholder value may have different TSRs only because they differ in their financial structure and risk.===>Nije svejedno ni sa kakvom finansijskom strukturom je ostvaren rast EBITDA, jer dve kompanije koje stvaraju iste iznose vrednosti za akcionare mogu imati različite TSR samo zato što se razlikuju u pogledu finansijske strukture i rizika.)
MATCH@M:(The dividend payments, although a direct return for the shareholders, can hardly be viewed as a value creation factor of a TSR growth factor, since they diminish the prospects of value creation.===>Divi-dendne isplate, iako predstavljaju direktan prinos za akcionare, teško se mogu označiti kao faktor stvaranja vrednosti i povećanja TSR, jer smanjuju perspektive stvaranja vrednosti.)
MATCH@E:(The dividend payments, although a direct return for the shareholders, can hardly be viewed as a value creation factor of a TSR growth factor, since they diminish the prospects of value creation.===>Dividendne isplate, iako predstavljaju direktan prinos za akcionare, teško se mogu označiti kao faktor stvaranja vrednosti i povećanja TSR, jer smanjuju perspektive stvaranja vrednosti.)
MATCH@M:(Hence the McKinsey consulting company (McKinsey and Co.) proposes a slightly more detailed decomposition of the TSR calculations in order that the impact of the following four factors should be observed:===>Zato konsultantanska kompanija Mekinzi (McKinsey and Co.) preporučuje nešto detaljnije raščlanjavanje obračuna TSR, kako bi bio sagledan uticaj sledeća 4 faktora:)
MATCH@E:(Hence the McKinsey consulting company (McKinsey&Co.) proposes a slightly more detailed decomposition of the TSR calculations in order that the impact of the following four factors should be observed: 1.===>Zato konsultantanska kompanija Mekinzi (McKinsey&Co.) preporučuje nešto detaljnije raščlanjavanje obračuna TSR, kako bi bio sagledan uticaj sledeća 4 faktora: ~~~ 1.)
MATCH@M:(1.	The percentage of the growth of the company’s business results (EBITDA), which can, for the analysis purposes, be disassembled to a part achieved due to the net growth of returns (the growth of the rate of returns reduced for the growth rate of the capital required to support the return growth), the growth in the profits rate and/or the growth in the capital productivity.===>1.	Procenat pove]anja poslovnog rezultata kompanije (EBITDA), koji je za potrebe analize moguće raščlaniti na deo koji je ostvaren zahvaljujući neto rastu prihoda (stopa rasta prihoda umanjena za stopu rasta kapitala neophodnog da podrži rast prihoda), povećanju stope dobitka i/ili povećanju produktivnosti kapitala.)
MATCH@E:(The percentage of the growth of the companys business results (EBITDA), which can, for the analysis purposes, be disassembled to a part achieved due to the net growth of returns (the growth of the rate of returns reduced for the growth rate of the capital required to support the return growth), the growth in the profits rate and/or the growth in the capital productivity.===>Procenat povećanja poslovnog rezultata kompanije (EBITDA), koji je za potrebe analize moguće raščlaniti na deo koji je ostvaren zahvaljujući neto rastu prihoda (stopa rasta prihoda umanjena za stopu rasta kapitala neophodnog da podrži rast prihoda), povećanju stope dobitka i/ili povećanju produktivnosti kapitala.)
MATCH@M:(It is therefore the rate of returns to the equity (ROE) that should be taken into account, not the rate of profits.===>Neophodno je, dakle, uvažiti stopu prinosa na sopstveni kapital (ROE), a ne stopu dobitka.)
MATCH@E:(It is therefore the rate of returns to the equity (ROE) that should be taken into account, not the rate of profits.===>Neophodno je, dakle, uvažiti stopu prinosa na sopstveni kapital (ROE), a ne stopu dobitka. 2.)
MATCH@M:(2.	The company’s growth rate, under the assumption of the zero growth, is possible to calculate as inverse value of the P/E ratio (regardless of the indebtedness).===>2.	Stopa prinosa kompanije, pod pretpostavkom nultog rasta, koju je moguće utvrditi kao inverz-nu vrednost P/E racija (bez obzira na zaduženost).)
MATCH@E:(2. ~~~ The companys growth rate, under the assumption of the zero growth, is possible to calculate as inverse value of the P/E ratio (regardless of the indebtedness).===>Stopa prinosa kompanije, pod pretpostavkom nultog rasta, koju je moguće utvrditi kao inverznu vrednost P/E racija (bez obzira na zaduženost).)
MATCH@M:(This element reveals the market estimate of the company’s value at the beginning of planned growth (the measurement period), and the estimate of the rate of returns the company would achieve even if it did not additionally invest into its growth.===>Ovaj element izražava tržišnu procenu vrednosti kompanije na početku planskog perioda (perioda merenja), odnosno procenu stope prinosa koju bi kompanija ostvarila čak i da nije dodatno ulagala u rast.)
MATCH@E:(This element reveals the market estimate of the companys value at the beginning of planned growth (the measurement period), and the estimate of the rate of returns the company would achieve even if it did not additionally invest into its growth. ~~~ 3.===>Ovaj element izražava tržišnu procenu vrednosti kompanije na početku planskog perioda (perioda merenja), odnosno procenu stope prinosa koju bi kompanija ostvarila čak i da nije dodatno ulagala u rast. 3.)
MATCH@M:(3.	The percentage of the P/E ratio change, as a measure of the change in market expectations as to the future company’s performance.===>3.	Procentualna promena P/E racija, kao mera promene tržišnih očekivanja u pogledu budućih performansi kompanije.)
MATCH@E:(The percentage of the P/E ratio change, as a measure of the change in market expectations as to the future companys performance.===>Procentualna promena P/E racija, kao mera promene tržišnih očekivanja u pogledu budućih performansi kompanije.)
MATCH@M:(In this case, the P/E ratio has to be calculated under the assumption that the company is not in debt (the ratio of the market value of the company reduced by the value of debt and the profits gained), in order that the impact of the financial structure upon this indicator be excluded.===>P/E racio je u ovom slučaju neophodno utvrditi pod pretpostavkom da kompanija nije zadužena (odnos tržišne vrednosti kompanije umanjene za vrednost duga i ostvarenog dobitka), kako bi bio isključen uticaj finan-sijske strukture na ovaj pokazatelj.)
MATCH@E:(In this case, the P/E ratio has to be calculated under the assumption that the company is not in debt (the ratio of the market value of the company reduced by the value of debt and the profits gained), in order that the impact of the financial structure upon this indicator be excluded. ~~~ 4.===>P/E racio je u ovom slučaju neophodno utvrditi pod pretpostavkom da kompanija nije zadužena (odnos tržišne vrednosti kompanije umanjene za vrednost duga i ostvarenog dobitka), kako bi bio isključen uticaj finansijske strukture na ovaj pokazatelj. 4.)
MATCH@M:(4.	The impact of company’s indebtedness, measured by the diffrence between the P/E ratio of the indebted company and the P/E ratio of the company that is not in debt.===>4.	Uticaj zaduženosti kompanije, meren razlikom između P/E racija zadužene kompanije i P/E racija nezadužene kompanije.)
MATCH@E:(The impact of companys indebtedness, measured by the diffrence between the P/E ratio of the indebted company and the P/E ratio of the company that is not in debt Š6Ë.===>Uticaj zaduženosti kompanije, meren razlikom između P/E racija zadužene kompanije i P/E racija nezadužene kompanije Š6Ë.)
MATCH@M:(Such a detailed calculation allows for a clear insight into the basic orientations of the real growth of TSR - the actual improvement of business performances (the growth rate of results reduced by the growth rate of the capital invested) and the real increase in market expectations (the P/E ratio regardless of the level of indebtedness).===>Ovako raščlanjen obračun omogućava jasno uočavanje osnovnih pravaca za realni rast TSR - stvarno unapređenje poslovnih performansi (stopa rasta rezultata umanjena za stopu rasta uloženog kapital) i stvarni rast tržišnih očekivanja (P/E racio bez obzira na ste-pen zaduženosti).)
MATCH@E:(Such a detailed calculation allows for a clear insight into the basic orientations of the real growth of TSR the actual improvement of business performances (the growth rate of results reduced by the growth rate of the capital invested) and the real increase in market expectations (the P/E ratio regardless of the level of indebtedness).===>Ovako raščlanjen obračun omogućava jasno uočavanje osnovnih pravaca za realni rast TSR stvarno unapređenje poslovnih performansi (stopa rasta rezultata umanjena za stopu rasta uloženog kapital) i stvarni rast tržišnih očekivanja (P/E racio bez obzira na stepen zaduženosti).)
MATCH@M:(The increase in financial indebtedness and the divident payment affects the nominal growth of the TSR, however, it does not mean that they affect the value creation; just the opposite.===>Povećanje finansijske zaduženosti i dividendne isplate utiču na nominalno povećanje TSR, ali to ne znači da utiču na kreiranje vrednosti, već naprotiv.)
MATCH@E:(The increase in financial indebtedness and the divident payment affects the nominal growth of the TSR, however, it does not mean that they affect the value creation; just the opposite.===>Povećanje finansijske zaduženosti i dividendne isplate utiču na nominalno povećanje TSR, ali to ne znači da utiču na kreiranje vrednosti, već naprotiv.)
MATCH@M:(The real importance of certain factors in the process of value creation and the TSR maximisation can be seen in Figure 2.===>O realnom značaju pojedinih faktora u procesu kreiranja vrednosti i maksimiziranja TSR, govori slika 2.)
MATCH@E:(The real importance of certain factors in the process of value creation and the TSR maximisation can be seen in Figure 2.===>O realnom značaju pojedinih faktora u procesu kreiranja vrednosti i maksimiziranja TSR, govori slika 2.)
MATCH@M:(Here we have a comparative analysis of the impact of the factors from the system of value creation upon the TSR of the 25 most powerful EU banks (their share amounts to 80% in the total assets of all the banks in the EU) in the 2002-2997 period, according to the BCG and McKinsey companies.===>Na njoj je uporedno analiziran uticaj faktora iz sistema kreiranja vrednosti kompanija BCG i Mekin-zi na TSR 25 najmoćnijih banaka u EU (učestvuju sa oko 80% u ukupnoj aktivi svih banaka u EU), u periodu od 2002-2007.)
MATCH@E:(Here we have a comparative analysis of the im pact of the factors from the system of value creation upon the TSR of the 25 most powerful EU banks (their share amounts to 80% in the total assets of all the banks in the EU) in the 2002-2997 period, according to the BCG and McKinsey companies.===>Na njoj je uporedno analiziran uticaj faktora iz sistema kreiranja vrednosti kompanija BCG i Mekinzi na TSR 25 najmoćnijih banaka u EU (učestvuju sa oko 80% u ukupnoj aktivi svih banaka u EU), u periodu od 2002-2007.)
MATCH@M:(If in the situation presented in Figure 2 the conclusions were drawn on the basis of the BCG analysis, the impression might be that the banks achieved a TSR of 15% due to high growth rates.===>Ako bi se u situaciji na slici 2 zaključci donosili na osnovu BCG analize, mogao bi se steći utisak da su banke ostvarile TSR od 15% zahvaljujući visokim stopama rasta.)
MATCH@E:(If in the situation presented in Figure 2 the conclusions were drawn on the basis of the BCG analysis, the impression might be that the banks achieved a TSR of 15% due to high growth rates.===>Ako bi se u situaciji na slici 2 zaključci donosili na osnovu BCG analize, mogao bi se steći utisak da su banke ostvarile TSR od 15% zahvaljujući visokim stopama rasta.)
MATCH@M:(The McKinsey analysis shows that the banks achieved the TSR due to a high rate of return on equity.===>Mekinzi analiza, pokazuje da su banke TSR ostvarile zahvaljujući visokoj stopi prinosa na akcijski kapital.)
MATCH@E:(The McKinsey analysis shows that the banks achieved the TSR due to a high rate of return on equity.===>Mekinzi analiza, pokazuje da su banke TSR ostvarile zahvaljujući visokoj stopi prinosa na akcijski kapital.)
MATCH@M:(The result in either case is the same, however, the McKensey company approach is more beneficial for the managers, as it can help them identify the value factors that in the past affected the growth of the TSR, as well as the factors whose impact will be felt in the future.===>Iako je rezultat u svakom slučaju isti, pristup kompanije Mekin-zi je korisniji za menadžere, budući da im može pomoći da uoče faktore vrednosti, koji su u prošlosti uticali na rast TSR, kao i faktore koji će biti od uti-caja u budućnosti.)
MATCH@E:(The result in either case is the same, however, the McKensey company approach is more beneficial for the managers, as it can help them identify the value factors that in the past affected the growth of the TSR, as well as the factors whose impact will be felt in the future.===>Iako je rezultat u svakom slučaju isti, pristup kompanije Mekinzi je korisniji za menadžere, budući da im može pomoći da uoče faktore vrednosti, koji su u prošlosti uticali na rast TSR, kao i faktore koji će biti od uticaja u budućnosti.)
MATCH@M:(Regardless of the approach to the calculations and the analysis of the TSR, the market expectations are generally believed to crucially determine the TSR, especially in a short-term period.===>Bez obzira na pristup obračunu i analizi TSR, jedinstveno je uverenje da tržišna očekivanja, naročito u kratkom roku, bitno određuju TSR.)
MATCH@E:(Analysis of the TSR of 25 most powerful E U banks Regardless of the approach to the calculations and the analysis of the TSR, the market expectations are generally believed to crucially determine the TSR, especially in a short-term period.===>Analiza TSR 25 najmoćnijih banaka u EU Izvor: ~~~ Š6Ë Bez obzira na pristup obračunu i analizi TSR, jedinstveno je uverenje da tržišna očekivanja, naročito u kratkom roku, bitno određuju TSR.)
MATCH@M:(The BCG company implemented its approach to the TSR calculations to analyse the performance of the most successful companies in the S and P index, in the 1988-2006 period.===>Kompanija BCG je iskoristila svoj pristup obračunu TSR kako bi analizirala performanse najuspešnijih kompanija u SiP 500 indeksu, u periodu od 1988. - 2006.)
MATCH@E:(The BCG company implemented its approach to the TSR calculations to analyse the performance of the most successful companies in the S&P index, in the 1988-2006 period.===>Kompanija BCG je iskoristila svoj pristup obračunu TSR kako bi analizirala performanse najuspešnijih kompanija u S&P 500 indeksu, u periodu od 1988. 2006.)
MATCH@M:(The aim of the research was to determine the relevant importance of certain TSR factors for the market value of the companies in the periods of one, three, five and ten years.===>Cilj istraživanja je bio da se utvrdi relativni značaj pojedinih faktora iz TSR modela za tržišnu vrednost kompanija, u periodima od jedne, tri, pet i deset godina.)
MATCH@E:(The aim of the research was to determine the relevant importance of certain TSR factors for the market value of the companies in the periods of one, three, five and ten years.===>Cilj istraživanja je bio da se utvrdi relativni značaj pojedinih faktora iz TSR modela za tržišnu vrednost kompanija, u periodima od jedne, tri, pet i deset godina.)
MATCH@M:(The research showed that, although the returns growth is the key impact factor upon the company’s market value in the long term (can serve to explain about 60% of the TSR value), the short-term market value of the company is primarily determined by the market expectations (affect 39% of the TSR value).===>Istraživanje je pokazalo da, iako je rast prihoda ključni faktor uti-caja na tržišnu vrednost kompanije u dugom roku (može da objasni oko 60% vrednosti TSR), tržišna vrednost kompanije u kratkom roku je primarno određena tržišnim očekivanjima (utiču na 39% vrednosti TSR).)
MATCH@E:(The research showed that, although the returns growth is the key impact factor upon the companys market value in the long term (can serve to explain about 60% of the TSR value), the short-term market value of the company is primarily determined by the market expectations (affect 39% of the TSR value) Š11Ë.===>Istraživanje je pokazalo da, iako je rast prihoda ključni faktor uticaja na tržišnu vrednost kompanije u dugom roku (može da objasni oko 60% vrednosti TSR), tržišna vrednost kompanije u kratkom roku je primarno određena tržišnim očekivanjima (utiču na 39% vrednosti TSR) Š11Ë.)
MATCH@M:(This can prove to ba a serious problem for the companies that achieve a high performance level on a regular basis.===>Ovo može predstavljati ozbiljan problem za kompanije koje redovno ostvaruju visok nivo performansi.)
MATCH@E:(This can prove to ba a serious problem for the companies that achieve a high performance level on a regular basis.===>Ovo može predstavljati ozbiljan problem za kompanije koje redovno ostvaruju visok nivo performansi.)
MATCH@M:(Namely, although the market rates the company and its management as very good, this rating might already be included in the share price.===>Naime, iako tržište ocenjuje kompaniju i njen menadž-ment kao jako dobre, ova ocena je možda već uključena u cenu akcija.)
MATCH@E:(Namely, although the market rates the company and its management as very good, this rating might already be included in the share price.===>Naime, iako tržište ocenjuje kompaniju i njen menadžment kao jako dobre, ova ocena je možda već uključena u cenu akcija.)
MATCH@M:(This problem is possible to explain on the example of an assembly line on which a company tries to maintain or improve its position.===>Ovaj problem je moguće objasniti na primeru pokretne trake na kojoj kompanija pokušava da zadrži ili popravi poziciju.)
MATCH@E:(This problem is possible to explain on the example of an assembly line on which a company tries to maintain or improve its position.===>Ovaj problem je moguće objasniti na primeru pokretne trake na kojoj kompanija pokušava da zadrži ili popravi poziciju.)
MATCH@M:(The market expectations contained in the share price are here recognized in the speed of the line.===>Tržišna očekivanja, sadržana u ceni akcija, su tada oličena u brzini trake.)
MATCH@E:(The market expectations contained in the share price are here recognized in the speed of the line.===>Tržišna očekivanja, sadržana u ceni akcija, su tada oličena u brzini trake.)
MATCH@M:(If the management succeeds in exceeding the expectations, the share price will rise, however, the speed of the line will increase too (market expectations increase).===>Ako menadžment uspe da prevaziđe očekivanja, cena akcija će porasti, ali će se i brzina pokretne trake povećati (tržišna očekivanja rastu).)
MATCH@E:(If the management succeeds in exceeding the expectations, the share price will rise, however, the speed of the line will increase too (market expectations increase).===>Ako menadžment uspe da prevaziđe očekivanja, cena akcija će porasti, ali će se i brzina pokretne trake povećati (tržišna očekivanja rastu).)
MATCH@M:(The more successful the management, the higher the market expectations from them (figuratively, the management have to run faster and faster so that the line should not drag them backwards).===>Što je manadžment uspešniji, to tržište više od njega očekuje (figurativno, menadžment mora da trči sve brže kako ga traka ne bi odvukla unazad).)
MATCH@E:(The more successful the management, the higher the market expectations from them (figuratively, the management have to run faster and faster so that the line should not drag them backwards).===>Što je manadžment uspešniji, to tržište više od njega očekuje (figurativno, menadžment mora da trči sve brže kako ga traka ne bi odvukla unazad).)
MATCH@M:(This explains why the successful companies often achieve an average TSR in the short term, while less successful ones create high amounts of TSR (good companies need not be good investments, and vice versa).===>Ovo objašnjava zašto, u kratkom roku, uspešne kompanije često imaju prosečan TSR, dok manje uspešne kompanije stvaraju visoke iznose TSR (dobre kompanije ne moraju biti dobre investicije, i obrnuto).)
MATCH@E:(This explains why the successful companies often achieve an average TSR in the short term, while less successful ones create high amounts of TSR (good companies need not be good investments, and vice versa) Š7Ë.===>Ovo objašnjava zašto, u kratkom roku, uspešne kompanije često imaju prosečan TSR, dok manje uspešne kompanije stvaraju visoke iznose TSR (dobre kompanije ne moraju biti dobre investicije, i obrnuto) Š7Ë.)
MATCH@M:(The TSR is a measure that is related exclusively to corporations, as well as to the corporate top.===>TSR je merilo koje se vezuje isključivo za korporativna preduzeća, kao i za korporativni vrh.)
MATCH@E:(The TSR is a measure that is related exclusively to corporations, as well as to the corporate top.===>TSR je merilo koje se vezuje isključivo za korporativna preduzeća, kao i za korporativni vrh.)
MATCH@M:(Namely, it cannot be used by those companies whose shares are not traded, nor the business units, which is a significant constraint to this measure.===>Odnosno, ne mogu ga koristiti kompanije čijim se akcijama ne trguje, niti poslovne jedinice, što su značajna ograničenja za ovo merilo.)
MATCH@E:(Namely, it cannot be used by those companies whose shares are not traded, nor the business units, which is a significant constraint to this measure.===>Odnosno, ne mogu ga koristiti kompanije čijim se akcijama ne trguje, niti poslovne jedinice, što su značajna ograničenja za ovo merilo.)
MATCH@M:(Since it is within the jurisdiction of the corporate top, the TSR can serve as a reliable basis for strategic goals definitions, for guiding the business unit activities, and for adjusting internal goals.===>Budući da je u nadležnosti korporativnog vrha TSR može poslužiti kao solidna osnova za definisanje strategijskih ciljeva, usmeravanje aktivnosti poslovnih jedinica i usaglašavanje intenih ciljeva.)
MATCH@E:(Since it is within the jurisdiction of the corporate top, the TSR can serve as a reliable basis for strategic goals definitions, for guiding the business unit activities, and for adjusting internal goals.===>Budući da je u nadležnosti korporativnog vrha TSR može poslužiti kao solidna osnova za definisanje strategijskih ciljeva, usmeravanje aktivnosti poslovnih jedinica i usaglašavanje intenih ciljeva.)
MATCH@M:(This value measure forces the managers to make decisions bearing in mind the key value factors, the risk level they are willing to accept, and the changes necessary for the goals to be achieved.===>Ovo merilo vrednosti tera menadžere da svoje odluke donose imajući u vidu ključne faktore vrednosti, nivo rizika koji su spremni da prihvate i potrebne promene za postizanje ciljeva.)
MATCH@E:(This value measure forces the managers to make decisions bearing in mind the key value factors, the risk level they are willing to accept, and the changes necessary for the goals to be achieved.===>Ovo merilo vrednosti tera menadžere da svoje odluke donose imajući u vidu ključne faktore vrednosti, nivo rizika koji su spremni da prihvate i potrebne promene za postizanje ciljeva.)
MATCH@M:(The TSR is often said to summarize and intersect the impacts of several value measures, such as earnings per share and the P/E ratio, whose individual importance and reliability are relatively small or limited.===>Cesto se ističe i da TSR sažima i ukršta uticaj nekoliko merila vrednosti, poput zarade po akciji i P/E racija, čiji su pojedinačni značaj i pouzdanost relativno mali ili ograničeni.)
MATCH@E:(The TSR is often said to summarize and intersect the impacts of several value measures, such as earnings per share and the P/E ratio, whose individual importance and reliability are relatively small or limited.===>Često se ističe i da TSR sažima i ukršta uticaj nekoliko merila vrednosti, poput zarade po akciji i P/E racija, čiji su pojedinačni značaj i pouzdanost relativno mali ili ograničeni.)
MATCH@M:(The primary reasons for the popularity of this measure are its direct relation with the explicit shareholder wealth flows, as well as the simplicity of calculation and interpretation.===>Osnovni razlozi popularnosti ovog merila vrednosti su njegova neposredna povezanost sa eksplicitnim tokovima bogatstva akcionara, kao i jednostavnost izračunavanja i tumačenja.)
MATCH@E:(The primary reasons for the popularity of this measure are its direct relation with the explicit shareholder wealth flows, as well as the simplicity of calculation and interpretation.===>Osnovni razlozi popularnosti ovog merila vrednosti su njegova neposredna povezanost sa eksplicitnim tokovima bogatstva akcionara, kao i jednostavnost izračunavanja i tumačenja.)
MATCH@M:(The TSR, however, has a number of weaknesses that bring in question its capacity of measuring the value created for the shareholders.===>Međutim, TSR ima nekoliko nedostataka koji dovode u pitanje njegovu sposobnost da meri vrednost stvorenu za akcionare.)
MATCH@E:(The TSR, however, has a number of weaknesses that bring in question its capacity of measuring the value created for the shareholders.===>Međutim, TSR ima nekoliko nedostataka koji dovode u pitanje njegovu sposobnost da meri vrednost stvorenu za akcionare.)
MATCH@M:(This is because it does not take into account the investments during the measuring period, but only the amount of investments at the beginning and at the end of the period of measuring.===>To je zato što ne uzima u obzir ulaganja u toku perioda merenja, već samo iznos ulaganja na početku i kraju perioda merenja.)
MATCH@E:(This is because it does not take into account the investments during the measuring period, but only the amount of investments at the beginning and at the end of the period of measuring.===>To je zato što ne uzima u obzir ulaganja u toku perioda merenja, već samo iznos ulaganja na početku i kraju perioda merenja.)
MATCH@M:(Thus it is possible that the company that created a large TSR, did not actually create	value, as it failed to achieve percentage returns larger than the cost of capital.===>Zato je moguće da kompanija koja je stvorila veliki TSR, zapravo nije stvorila vrednost, budući da nije uspela da ostvari procentualni prinos veći od cene kapitala.)
MATCH@E:(Thus it is possible that the company that created a large TSR, did not actually create value, as it failed to achieve percentage returns Two methods are used to calculate WAI.===>Dva su metoda za izračunavanje WAI. ~~~ U skladu sa prvim, WAI se izračunava na sledeći način:)
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BAD_LINE_M:Thus it is possible that the company that created a large TSR, did not actually create	value, as it failed to achieve percentage returns larger than the cost of capital.
BAD_LINE_M:Zato je moguće da kompanija koja je stvorila veliki TSR, zapravo nije stvorila vrednost, budući da nije uspela da ostvari procentualni prinos veći od cene kapitala.
BAD_LINE_E:Thus it is possible that the company that created a large TSR, did not actually create value, as it failed to achieve percentage returns Two methods are used to calculate WAI.
BAD_LINE_E:Dva su metoda za izračunavanje WAI. ~~~ U skladu sa prvim, WAI se izračunava na sledeći način:
MATCH@M:(Hence it may happen that, if the rewards for the management are determined on the basis of a one-year TSR, the manages may be rewarded for the results they could not contribute to.===>Tako se može desiti da, ukoliko se menadžerske naknade utvrđuju na osnovu jednogodišnjeg TSR, menadžeri budu nagrađeni za rezultate na koje nisu mogli uticati.)
MATCH@E:(Hence it may happen that, if the rewards for the management are determined on the basis of a oneyear TSR, the manages may be rewarded for the results they could not contribute to.===>Tako se može desiti da, ukoliko se menadžerske naknade utvrđuju na osnovu jednogodišnjeg TSR, menadžeri budu nagrađeni za rezultate na koje nisu mogli uticati.)
MATCH@M:(Regardless of the weaknesses, the TSR is a value measure that closely corresponds with the goal of maximising the shareholder value, simultaneously allowing for the assessments of the company’s capability of creating value in the future and the expected business risk.===>Bez obzira na mane, TSR je merilo vrednosti koje blisko korespondira sa ciljem maksimiziranja vrednosti za akcionare, a omogućava i procene sposobnosti kompanije da u budućnosti stvara vrednost i očekivanog rizika poslovanja.)
MATCH@E:(Regardless of the weaknesses, the TSR is a value measure that closely corresponds with the goal of maximising the shareholder value, simultaneously allowing for the assessments of the companys capability of creating value in the future and the expected business risk.===>Bez obzira na mane, TSR je merilo vrednosti koje blisko korespondira sa ciljem maksimiziranja vrednosti za akcionare, a omogućava i procene sposobnosti kompanije da u budućnosti stvara vrednost i očekivanog rizika poslovanja.)
MATCH@M:(In accordance with the regulations in the U.S.A., the companies are obliged to publish their TSR data.===>U skladu sa propisima u SAD, kompanije imaju obavezu da javno objavljuju podatak o TSR.)
MATCH@E:(In accordance with the regulations in the U.S.A., the companies are obliged to publish their TSR data.===>U skladu sa propisima u SAD, kompanije imaju obavezu da javno objavljuju podatak o TSR.)
MATCH@M:(The companies whose stocks are traded in the UK are obliged to publish a five-year review which will make it possible to compare the company’s TSR with the respective index.===>Kompanije čijim se akcijama trguje u UK, imaju obavezu objavljivanja petogodišnjeg pregleda koji omogućava poređenje TSR kompanije sa odgovarajućim indeksom.)
MATCH@E:(The companies whose stocks are traded in the UK are obliged to publish a five-year review which will make it possible to compare the companys TSR with the respective index. ~~~ 5.===>Kompanije čijim se akcijama trguje u UK, imaju obavezu objavljivanja petogodišnjeg pregleda koji omogućava poređenje TSR kompanije sa odgovarajućim indeksom. 5.)
MATCH@M:(The Wealth added index, or WAI for short, is another value measure developed by the Stern Stewart company.===>Indeks dodatog bogatstva, skraćeno WAI (Wealth added index) je još jedno merilo vrednosti koje je razvila kompanija Stern Stjuart.)
MATCH@E:(The wealth added index The Wealth added index, or WAI for short, is another value measure developed by the Stern Stewart company.===>Indeks dodatog bogatstva Indeks dodatog bogatstva, skraćeno WAI (Wealth added index) je još jedno merilo vrednosti koje je razvila kompanija Stern Stjuart.)
MATCH@M:(It is defined as the shareholder wealth created in an amount larger than expected.===>Definiše se kao bogatstvo stvoreno za akcionare u iznosu većem od očekivanog.)
MATCH@E:(It is defined as the shareholder wealth created in an amount larger than expected.===>Definiše se kao bogatstvo stvoreno za akcionare u iznosu većem od očekivanog.)
MATCH@M:(The shareholder wealth consists of capital gains and dividend payments, and included are all shareholders, regardles of when they bought the company shares.===>Bogatstvo za akcionare su kapitalni dobici i dividend-ne isplate, a u obzir se uzimaju svi akcionari bez obzira na to kada su kupili akcije kompanije.)
MATCH@E:(The shareholder wealth consists of capital gains and dividend payments, and included are all shareholders, regardles of when they bought the company shares.===>Bogatstvo za akcionare su kapitalni dobici i dividendne isplate, a u obzir se uzimaju svi akcionari bez obzira na to kada su kupili akcije kompanije.)
MATCH@M:(The shareholders’ expectations depend on the risk of investing into shares, and are expressed in the form of equity cost.===>Očekivanja akcionara zavise od rizika ulaganja u akcije, a izražena su u vidu cene akcijskog kapitala.)
MATCH@E:(The shareholders expectations depend on the risk of investing into shares, and are expressed in the form of equity cost.===>Očekivanja akcionara zavise od rizika ulaganja u akcije, a izražena su u vidu cene akcijskog kapitala.)
MATCH@M:(Therefore, the company creates value for its shareholders only when the rate of shareholder returns is higher than the cost of capital.===>Prema tome, kompanija stvara vrednost za akcionare samo kada je stopa akcionarskog prinosa veća od cene kapitala.)
MATCH@E:(Therefore, the company creates value for its shareholders only when the rate of shareholder returns is higher than the cost of capital.===>Prema tome, kompanija stvara vrednost za akcionare samo kada je stopa akcionarskog prinosa veća od cene kapitala.)
MATCH@M:(It is obvious that the WAI is an attempt to correct at least two TSR weaknesses - the neglect of investment during the measuring period and the cost of capital.===>Očigledno je da WAI predstavlja pokušaj da se, otklone bar dva nedostataka TSR - zanemarivanje ulaganja u toku perioda merenja i cene kapitala.)
MATCH@E:(It is obvious that the WAI is an attempt to correct at least two TSR weaknesses the neglect of investment during the measuring period and the cost of capital.===>Očigledno je da WAI predstavlja pokušaj da se, otklone bar dva nedostataka TSR zanemarivanje ulaganja u toku perioda merenja i cene kapitala.)
MATCH@M:(Namely, if the company issues shares during the measuring period, the new shareholders are assumed to have an expected rate of returns that is necessary to include into the calculations from the moment of new issuing.===>Naime, ako kompanija emituje akcije u toku perioda merenja, pretpostavlja se da novi akcionari imaju očekivanu stopu prinosa, koju je potrebno uključiti u obračun od trenutka nove emisije.)
MATCH@E:(Namely, if the company issues shares during the measuring period, the new shareholders are assumed to have an expected rate of returns that is necessary to include into the calculations from the moment of new issuing.===>Naime, ako kompanija emituje akcije u toku perioda merenja, pretpostavlja se da novi akcionari imaju očekivanu stopu prinosa, koju je potrebno uključiti u obračun od trenutka nove emisije.)
MATCH@M:(The other approach requires fewer data, however, it requires that the WAI be calculated daily.===>Drugi pristup zahteva manje podataka, ali se zato WAI mora izračunavati dnevno.)
MATCH@E:(This approach requires fewer data, however, it requires that the WAI be calculated daily.===>WA I = (TSR - k) × MC0 (13) gde su k cena kapitala, a MC0 tržišna kapitalizacija na početku dana Ovaj pristup zahteva manje podataka, ali se zato WAI mora izračunavati dnevno.)
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BAD_LINE_M:The other approach requires fewer data, however, it requires that the WAI be calculated daily.
BAD_LINE_M:Drugi pristup zahteva manje podataka, ali se zato WAI mora izračunavati dnevno.
BAD_LINE_E:This approach requires fewer data, however, it requires that the WAI be calculated daily.
BAD_LINE_E:WA I = (TSR - k) × MC0 (13) gde su k cena kapitala, a MC0 tržišna kapitalizacija na početku dana Ovaj pristup zahteva manje podataka, ali se zato WAI mora izračunavati dnevno.
MATCH@M:(If, employing this formula, the WAI should be calculated for longer periods of time, the information on the value created would be only approximately accurate, since the formula does not take into account the expected returns of new shareholders.===>Ukoliko bi se, primenom ove formule, WAI izračunavala za duže vremenske periode, podatak o stvorenoj vrednosti bi bio samo približno tačan budući da ona ne uvažava očekivani prinos novih akcionara.)
MATCH@E:(If, employing this formula, the WAI should be calculated for longer periods of time, the information on the value created would be only approximately accurate, since the formula does not take into account the expected returns of new shareholders.===>Ukoliko bi se, primenom ove formule, WAI izračunavala za duže vremenske periode, podatak o stvorenoj vrednosti bi bio samo približno tačan budući da ona ne uvažava očekivani prinos novih akcionara.)
MATCH@M:(Regardless of the formula chosen, WAI expresses the value in its absolute amount, not in percentages, in the way the TSR does.===>Bez obzira na formulu za izračunavanje, WAI izražava vrednost u apsolutnom iznosu, a ne, kao TSR, u procentu.)
MATCH@E:(Regardless of the formula chosen, WAI expresses the value in its absolute amount, not in percentages, in the way the TSR does.===>Bez obzira na formulu za izračunavanje, WAI izražava vrednost u apsolutnom iznosu, a ne, kao TSR, u procentu.)
MATCH@M:(The WAI is defined by four factors: 1) profitability value, i.e., the present value of the cash flow created in the current period; 2) prospective value, as an expression of market expectations as regards the future yield of the company; 3) financing, which specifies the flows of financial returns (issued owners’ and debt securities, retained profit) and financial outflows (dividends, share buyout, capital expenditure); 4) expected shareholder rate of returns.===>WAI određuju četiri faktora: 1) vrednost profitabilno-sti, tj. sadašnja vrednost novčanog toka stvorenog u tekućem periodu; 2) perspektivna vrednost, kao izraz tržišnih očekivanja u pogledu budućih prinosa kompanije; 3) finansiianje, izražava tokove finansijskih priliva (emitovane vlasničke i dužničke hartije, zadržana dobit) i finansijskih odliva (dividende, otkup akcija, kapitalni izdaci); 4) očekivana stopa prinosa akcionara.)
MATCH@E:(The WAI is defined by four factors: 1) profitability value, i.e., the present value of the cash flow created in the current period; 2) prospective value, as an expression of market expectations as regards the future yield of the company; 3) financing, which specifies the flows of financial returns (issued owners and debt securities, retained profit) and financial outflows (dividends, share buyout, capital expenditure); 4) expected shareholder rate of returns Š15Ë.===>WAI određuju četiri faktora: ~~~ 1) vrednost profitabilnosti, tj. sadašnja vrednost novčanog toka stvorenog u tekućem periodu; 2) perspektivna vrednost, kao izraz tržišnih očekivanja u pogledu budućih prinosa kompanije; 3) finansiranje, izražava tokove finansijskih priliva (emitovane vlasničke i dužničke hartije, zadržana dobit) i finansijskih odliva (dividende, otkup akcija, kapitalni izdaci); 4) očekivana stopa prinosa akcionara Š15Ë.)
MATCH@M:(The shareholder wealth grows with an increase in profitability, in prospective value of the company and in the flowout to the benefir of shareholders (dividends, share buyout), and declines with the increase in the sources of financing and the expected shareholder rate of returns.===>Bogatstvo za akcionare raste sa povećanjem profitabilnosti, perspektivne vrednosti kompanije i odliva u korist akcionara (dividende, otkup akcija), a opada sa povećanjem izvora finansiranja i očekivane stope prinosa akcionara.)
MATCH@E:(The shareholder wealth grows with an increase in profitability, in prospective value of the company and in the flowout to the benefir of shareholders (dividends, share buyout), and declines with the increase in the sources of financing and the expected shareholder rate of returns.===>Bogatstvo za akcionare raste sa povećanjem profitabilnosti, perspektivne vrednosti kompanije i odliva u korist akcionara (dividende, otkup akcija), a opada sa povećanjem izvora finansiranja i očekivane stope prinosa akcionara.)
MATCH@M:(Due to its capacity to measure not only the past, but also the future performance of the company, the WAI can be implemented in strategic and financial planning and guiding the activities of the top management and the business units.===>Zbog svoje sposobnosti da izmeri ne samo prošle, već i buduće performanse kompanije, WAI se može koristiti za strategijsko i finansijsko planiranje i usmera-vanje aktivnosti menadžerskog vrha i poslovnih jedinica.)
MATCH@E:(Due to its capacity to measure not only the past, but also the future performance of the company, the WAI can be implemented in strategic and financial planning and guiding the activities of the top management and the business units.===>Zbog svoje sposobnosti da izmeri ne samo prošle, već i buduće performanse kompanije, WAI se može koristiti za strategijsko i finansijsko planiranje i usmeravanje aktivnosti menadžerskog vrha i poslovnih jedinica.)
MATCH@M:(It can also be used as basis for setting up a system of manager rewards and bonuses.===>Može se koristiti i kao osnova za uspostavljanje sistema menadžerskih nagrada i bonusa.)
MATCH@E:(It can also be used as basis for setting up a system of manager rewards and bonuses.===>Može se koristiti i kao osnova za uspostavljanje sistema menadžerskih nagrada i bonusa.)
MATCH@M:(Thus the managers can be said to be successful if they manage to create a positive WAI, i.e., a WAI higher than that of their direct competition.===>S tim u vezi uspešnim se mogu označiti menadžeri koji uspeju da stvore pozitivnu WAI, odnosno WAI veću od svojih neposrednih konkurenata.)
MATCH@E:(Thus the managers can be said to be successful if they manage to create a positive WAI, i.e., a WAI higher than that of their direct competition.===>S tim u vezi uspešnim se mogu označiti menadžeri koji uspeju da stvore pozitivnu WAI, odnosno WAI veću od svojih neposrednih konkurenata.)
MATCH@M:(Due to the close correlation between the WAI and the value factors, it is possible to identify and use concrete opportunities for value creating in the company.===>Zbog povezanosti WAI sa faktorima vrednosti, moguće je identifikovati i iskoristiti konkretne mogućnosti za stvaranje vrednosti u kompaniji.)
MATCH@E:(Due to the close correlation between the WAI and the value factors, it is possible to identify and use concrete opportunities for value creating in the company.===>Zbog povezanosti WAI sa faktorima vrednosti, moguće je identifikovati i iskoristiti konkretne mogućnosti za stvaranje vrednosti u kompaniji. jih konkurenata upravljaju kompanijom.)
MATCH@M:(Although WAI is developed in answer to the TSR flaws, the assumption that the capital market is efficient is viewed as a problem with this measure too.===>Iako je WAI razvijen kao odgovor na nedostatke TSR, pretpostavka o efikasnom tržištu kapitala je problem i sa ovim merilom.)
MATCH@E:(Although WAI is developed in answer to the TSR flaws, the assumption that the capital market is efficient is viewed as a problem with this measure too.===>)
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BAD_LINE_M:Although WAI is developed in answer to the TSR flaws, the assumption that the capital market is efficient is viewed as a problem with this measure too.
BAD_LINE_M:Iako je WAI razvijen kao odgovor na nedostatke TSR, pretpostavka o efikasnom tržištu kapitala je problem i sa ovim merilom.
BAD_LINE_E:Although WAI is developed in answer to the TSR flaws, the assumption that the capital market is efficient is viewed as a problem with this measure too.
BAD_LINE_E:
MATCH@M:(Besides, critics point out that it often happens that the WAI is not a better value measure compared to the relative TSR (TDR of the company compared to TSRs of direct competition, industry branch average, etc.).===>Osim toga, kritičari ističu da WAI često nije bolje merilo vrednosti od relativnog TSR (TSR kompanije u odnosu na TSR neposrednih konkurenata, prosek grane i sl.).)
MATCH@E:(Besides, critics point out that it often happens that the WAI is not a better value measure compared to the relative TSR (TDR of the company compared to TSRs of direct competition, industry branch average, etc.)===>)
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BAD_LINE_M:Besides, critics point out that it often happens that the WAI is not a better value measure compared to the relative TSR (TDR of the company compared to TSRs of direct competition, industry branch average, etc.).
BAD_LINE_M:Osim toga, kritičari ističu da WAI često nije bolje merilo vrednosti od relativnog TSR (TSR kompanije u odnosu na TSR neposrednih konkurenata, prosek grane i sl.).
BAD_LINE_E:Besides, critics point out that it often happens that the WAI is not a better value measure compared to the relative TSR (TDR of the company compared to TSRs of direct competition, industry branch average, etc.)
BAD_LINE_E:
MATCH@M:(For example, it is likely that the companies will achieve negative WAIs in the periods of economic recession, due to the decline in the returns in such period, while the cost of capital remains unchanged or rises.===>Na primer, veoma je verovatno da će u periodima ekonomske recesije kompanije ostvarivati negativne WAI, budući da tada prinosi opadaju, a cena kapitala ostaje nepro-menjena ili raste.)
MATCH@E:(Š1, p.857Ë. ~~~ For example, it is likely that the companies will achieve negative WAIs in the periods of economic recession, due to the decline in the returns in such period, while the cost of capital remains unchanged or rises.===>)
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BAD_LINE_M:For example, it is likely that the companies will achieve negative WAIs in the periods of economic recession, due to the decline in the returns in such period, while the cost of capital remains unchanged or rises.
BAD_LINE_M:Na primer, veoma je verovatno da će u periodima ekonomske recesije kompanije ostvarivati negativne WAI, budući da tada prinosi opadaju, a cena kapitala ostaje nepro-menjena ili raste.
BAD_LINE_E:Š1, p.857Ë. ~~~ For example, it is likely that the companies will achieve negative WAIs in the periods of economic recession, due to the decline in the returns in such period, while the cost of capital remains unchanged or rises.
BAD_LINE_E:
MATCH@M:(It is then that the rigour of this measure is evident, since even those managers who are much more successful in managing the company than their competitiors will get poor estimates (due to a negative WAI).===>Tada dolazi do izražaja rigoroznost ovog merila, budući da će loše ocene (zbog negativnog WAI) dobiti i menadžeri koji mnogo uspešnije od svojih konkurenata upravljaju kompanijom.)
MATCH@E:(It is then that the rigour of this measure is evident, since even those managers who are much more successful in managing the company than their competitiors will get poor estimates (due to a negative WAI).===>)
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BAD_LINE_M:It is then that the rigour of this measure is evident, since even those managers who are much more successful in managing the company than their competitiors will get poor estimates (due to a negative WAI).
BAD_LINE_M:Tada dolazi do izražaja rigoroznost ovog merila, budući da će loše ocene (zbog negativnog WAI) dobiti i menadžeri koji mnogo uspešnije od svojih konkurenata upravljaju kompanijom.
BAD_LINE_E:It is then that the rigour of this measure is evident, since even those managers who are much more successful in managing the company than their competitiors will get poor estimates (due to a negative WAI).
BAD_LINE_E:
MATCH@M:(Finally, since it measures value in an absolute amount, the WAI gives precedence to larger companies, with a larger investment basis.===>Konačno, zato što vrednost meri u apsolutnom iznosu, WAI prednost daje većim kompanijama, sa većom investicionom osnovom.)
MATCH@E:(Finally, since it measures value in an absolute amount, the WAI gives precedence to larger companies, with a larger investment basis.===>Konačno, zato što vrednost meri u apsolutnom iznosu, WAI prednost daje većim kompanijama, sa većom investicionom osnovom. 6.)
MATCH@M:(The recent global economic crisis that escalated in the second half of 2008, again brought into focus, in addition to inadequately high manager reward and a poor regulatory framework, the decision making and performance measuring processes.===>Poslednja svetska ekonomska kriza koja je eskalirala u drugoj polovini 2008., ponovo je u centar pažnje vratila, pored neprimereno visokih menadžerskih naknada i lošeg regulatornog okvira, proces donošenja odluka i merenja performansi.)
MATCH@E:(6. ~~~ Concluding remarks The recent global economic crisis that escalated in the second half of 2008, again brought into focus, in addition to inadequately high manager reward and a poor regulatory framework, the decision making and performance measuring processes.===>Zaključna razmatranja P?slednja svetska ekonomska kriza koja je eskalirala u drugoj polovini 2008., ponovo je u centar pažnje vratila, pored neprimereno visokih menadžerskih naknada i lošeg regulatornog okvira, proces donošenja odluka i merenja performansi.)
MATCH@M:(This time the criticism is aimed at the value concept that Jack Welch terms “the stupidest idea in the world“, while Roger Martin insists on “rejecting the shareholder value theory“.===>Ovaj put je na udaru kritika koncept vrednosti koji Džek Velč (Jack Welch) naziva „najglupljom idejom na svetu“, dok Ro-džer Martin poziva na „odbacivanje teorije o vrednosti za akcionare.“)
MATCH@E:(This time the criticism is aimed at the value concept that Jack Welch terms the stupidest idea in the world, while Roger Martin insists on rejecting the shareholder value theory Š10Ë.===>Ovaj put je na udaru kritika koncept vrednosti koji Džek Velč (Jack Welch) naziva najglupljom idejom na svetu, dok Rodžer Martin (Roger Martin) poziva na odbacivanje teorije o vrednosti za akcionare.)
MATCH@M:(They maintain that the problem arose because the value concept equals the rise in prices with the rise in shareholder value and hence encourages the implementation of measures that should make managers undertake only those activities that will maximise the share price.===>Oni smatraju da je problem nastao zato što koncept vrednosti poisto-većuje rast cena akcija sa rastom vrednosti za akcionare i s tim u vezi podstiče na korišćenje merila koja treba da navedu menadžere na preduzimanje samo onih aktivnosti koje maksimiziraju cenu akcija.)
MATCH@E:(They maintain that the problem arose because the value concept equals the rise in prices with the rise in shareholder value and hence encourages the implementation of measures that should make managers undertake only those activities that will maximise the share price.===>Š10Ë Oni smatraju da je problem nastao zato što koncept vrednosti poistovećuje rast cena akcija sa rastom vrednosti za akcionare i s tim u vezi podstiče na korišćenje merila koja treba da navedu menadžere na preduzimanje samo onih aktivnosti koje maksimiziraju cenu akcija.)
MATCH@M:(Mauboussin, however, claims that a successful implementation of the value concept should result into the rise in the share price, but should be a result of the rise in the present value of the future expected cash flows of the company.===>Mobusin (Mauboussin), međutim, ističe da uspešna implementacija koncepta vrednosti treba da rezultira rastom cena akcija, ali usled povećanja sadašnje vred-nosti budućih očekivanih novčanih tokova preduzeća.)
MATCH@E:(Mauboussin, however, claims that a successful implementation of the value concept should result into the rise in the share price, but should be a result of the rise in the present value of the future expected cash flows of the company.===>Mobusin (Mauboussin), međutim, ističe da uspešna implementacija koncepta vrednosti treba da rezultira rastom cena akcija, ali usled povećanja sadašnje vrednosti budućih očekivanih novčanih tokova preduzeća.)
MATCH@M:(He points out that the share prices are the result of the growth in the intrinsic value of the company, not vice versa, and that it is not the value concept that is inadequate, but its implementation.===>On ističe da su cene akcija posledica rasta suštinske vrednosti preduzeća, a ne obrnuto, te da manjkav nije koncept vrednosti, već je manjkava njegova implementacija.)
MATCH@E:(He points out that the share prices are the result of the growth in the intrinsic value of the company, not vice versa, and that it is not the value concept that is inadequate, but its implementation Š10Ë.===>On ističe da su cene akcija posledica rasta suštinske vrednosti preduzeća, a ne obrnuto, te da manjkav nije koncept vrednosti, već je manjkava njegova implementacija Š10Ë.)
MATCH@M:(The problems arise when managers set the share price maximization as their primary goal and work on maximizing the accounting and market measures, such as MVA and TSR.===>Problemi zaista nastaju kada menadžeri u prvi plan istaknu cilj maksimiziranja cene akcija i usmere se na maksimiziranje računovodstvenih i tržišnih merila, poput MVA i TSR.)
MATCH@E:(The problems arise when managers set the share price max imization as their primary goal and work on maximizing the accounting and market measures, such as MVA and TSR.===>Problemi zaista nastaju kada menadžeri u prvi plan istaknu cilj maksimiziranja cene akcija i usmere se na maksimiziranje računovodstvenih i tržišnih merila, poput MVA i TSR.)
MATCH@M:(They should instead focus upon money flows, and the price will rise as a natural consequence of these.===>Umesto toga, u fokusu menadžera treba da budu novčani tokovi, a cena akcija će posledično rasti.)
MATCH@E:(They should instead focus upon money flows, and the price will rise as a natural consequence of these.===>Umesto toga, u fokusu menadžera treba da budu novčani tokovi, a cena akcija će posledično rasti.)
MATCH@M:(The share price and the external value measures are the expression of the intrinsic value of the company and the factors determining that value, not a goal the manager will blindly pursue, regardless of long-term consequences.===>Cena akcija i eksterna merila vrednosti su izraz suštinske vrednosti kompanije i faktora koji tu vrednost određuju, a ne cilj koji će menadžeri slepo slediti bez obzira na dugoročne posledice.)
MATCH@E:(The share price and the external value measures are the expression of the intrinsic value of the company and the factors determining that value, not a goal the manager will blindly pursue, regardless of long-term consequences.===>Cena akcija i eksterna merila vrednosti su izraz suštinske vrednosti kompanije i faktora koji tu vrednost određuju, a ne cilj koji će menadžeri slepo slediti bez obzira na dugoročne posledice.)
MATCH@M:(Similar attitude is that of Shapiro, who insists that the financial market observes financial performance of the company and the quality of corporate management, since it is they that determine the long-term shareholder returns.===>Na sličnom stanovištu stoji [apiro (Shapiro), ističući da finansijsko tržište uvažava finansijske performanse kompanije i kvalitet korporativnog upravljanja, budući da oni određuju dugoročne prinose akcionara.)
MATCH@E:(Similar attitude is that of Shapiro, who insists that the financial market observes financial performance of the company and the quality of corporate management, since it is they that determine the long-term shareholder returns Š14Ë.===>Na sličnom stanovištu stoji Šapiro (Shapiro), ističući da finansijsko tržište uvažava finansijske performanse kompanije i kvalitet korporativnog upravljanja, budući da oni određuju dugoročne prinose akcionara Š14Ë.)
MATCH@M:(The external value measures are favourite instruments modern investors implement in assessing the current and the prospective capacity of the company to maximize value for its shareholders.===>Eksterna merila vrednosti predstavljaju omiljene instrumente savremenih investitora i menadžera za pro-cenu tekuće i perspektivne sposobnosti kompanije da ostvari cilj maksimiziranja vrednosti za akcionare.)
MATCH@E:(The external value measures are favourite instruments modern investors implement in assessing the current and the prospective capacity of the company to maximize value for its shareholders.===>Tada dolazi do izražaja rigoroznost ovog merila, budući da će loše ocene (zbog negativnog WAI) dobiti i menadžeri koji mnogo uspešnije od svo Eksterna merila vrednosti predstavljaju omiljene instrumente savremenih investitora i menadžera za procenu tekuće i perspektivne sposobnosti kompanije da ostvari cilj maksimiziranja vrednosti za akcionare.)
BAD_LINE_=============================================================
BAD_LINE_M:The external value measures are favourite instruments modern investors implement in assessing the current and the prospective capacity of the company to maximize value for its shareholders.
BAD_LINE_M:Eksterna merila vrednosti predstavljaju omiljene instrumente savremenih investitora i menadžera za pro-cenu tekuće i perspektivne sposobnosti kompanije da ostvari cilj maksimiziranja vrednosti za akcionare.
BAD_LINE_E:The external value measures are favourite instruments modern investors implement in assessing the current and the prospective capacity of the company to maximize value for its shareholders.
BAD_LINE_E:Tada dolazi do izražaja rigoroznost ovog merila, budući da će loše ocene (zbog negativnog WAI) dobiti i menadžeri koji mnogo uspešnije od svo Eksterna merila vrednosti predstavljaju omiljene instrumente savremenih investitora i menadžera za procenu tekuće i perspektivne sposobnosti kompanije da ostvari cilj maksimiziranja vrednosti za akcionare.
MATCH@M:(They provide the market with a market estimate of the intrinsic value of corporate organizations, as well as performances and strategies of the top management.===>Ona pružaju tržišnu procenu suštinske vrednosti korporativnih preduzeća, te performansi i strategija korporativnog vrha.)
MATCH@E:(They provide the market with a market estimate of the intrinsic value of corporate organizations, as well as performances and strategies of the top management.===>Ona pružaju tržišnu procenu suštinske vrednosti korporativnih preduzeća, te performansi i strategija korporativnog vrha.)
MATCH@M:(These measures cannot, however, be used for the companies whose shares are not publically traded, for the business units and lower organizational levels, nor do they allow for a direct asessment of the intrinsic value of the company based on discounting the current and the expected cash flows of the company.===>Međutim, ona se ne mogu koristiti za preduzeća čijim se akcijama ne trguje javno, za poslovne jedinice i niže organizacione nivoe, a ne omogućavaju ni neposrednu procenu suštinske vrednosti kompanije zasnovanu na diskontovanju tekućih i očekivanih novčanih tokova kompanije.)
MATCH@E:(These measures cannot, however, be used for the companies whose shares are not publically traded, for the business units and lower organizational levels, nor do they allow for a direct asessment of the intrinsic value of the company based on discounting the current and the expected cash flows of the company.===>Međutim, ona se ne mogu koristiti za preduzeća čijim se akcijama ne trguje javno, za poslovne jedinice i niže organizacione nivoe, a ne omogućavaju ni neposrednu procenu suštinske vrednosti kompanije zasnovanu na diskontovanju tekućih i očekivanih novčanih tokova kompanije.)
MATCH@M:(These are serious constraints to external measures, but then, one or a number of measures can hardly be expected to meet all the requirements of various interest groups, management levels and the concrete legal forms of the company.===>Ovo su ozbiljna ograničenja eksternih merila, ali je teško uopšte očekivati od jednog ili nekoliko merila da ispuni sve zah-teve različitih interesnih grupa, nivoa upravljanja i konkretnih pravnih formi preduzeća.)
MATCH@E:(These are serious constraints to external measures, but then, one or a number of measures can hardly be expected to meet all the requirements of various interest groups, management levels and the concrete legal forms of the company.===>Ovo su ozbiljna ograničenja eksternih merila, ali je teško uopšte očekivati od jednog ili nekoliko merila da ispuni sve zahteve različitih interesnih grupa, nivoa upravljanja i konkretnih pravnih formi preduzeća.)
MATCH@M:(39 Zero waste as a new concept for sustainable waste management===>39 Nulti otpad kao novi koncept održivog upravljanja otpadom)
MATCH@E:(Zero waste as a new concept for sustainable development.===>Zero waste as a new concept for sustainable development.)
BAD_LINE_=============================================================
BAD_LINE_M:39 Zero waste as a new concept for sustainable waste management
BAD_LINE_M:39 Nulti otpad kao novi koncept održivog upravljanja otpadom
BAD_LINE_E:Zero waste as a new concept for sustainable development.
BAD_LINE_E:Zero waste as a new concept for sustainable development.
MATCH@M:(55 New paradigm of management: the commitment to innovation and sustainable competitive adventage===>55 Nova paradigma menadžmenta:od posvecenosti do inovativnosti i održive konkurentske prednosti)
MATCH@E:(New paradigm of management from commitment to innovation and sustainable competitive advantage.===>New paradigm of magement from commitment to innovation and sustainable competitive advantage.)
BAD_LINE_=============================================================
BAD_LINE_M:55 New paradigm of management: the commitment to innovation and sustainable competitive adventage
BAD_LINE_M:55 Nova paradigma menadžmenta:od posvecenosti do inovativnosti i održive konkurentske prednosti
BAD_LINE_E:New paradigm of management from commitment to innovation and sustainable competitive advantage.
BAD_LINE_E:New paradigm of magement from commitment to innovation and sustainable competitive advantage.
MATCH@M:(Determination of factors that affect the economic growth and development, the way they work, the reasons some economiesare more developed than others, and why economies have different rates of economic growth are the issues of a number of studies.===>Odredivanje faktora koji uticu na privredni rast i razvoj, kako oni deluju, zašto su pojedine privrede razvijenije od drugih, kao i zašto privrede imaju razlicite stope ekonomskog rasta predmet su izucavanja mnogih studija.)
MATCH@E:(Determination of factors that affect the economic growth and development, the way they work, the reasons some economiesare more developed than others, and why economies have different rates of economic growth are the issues of a number of studies.===>Određivanje faktora koji utiču na privredni rast i razvoj, kako oni deluju, zašto su pojedine privrede razvijenije od drugih, kao i zašto privrede imaju različite stope ekonomskog rasta predmet su izučavanja mnogih studija.)
MATCH@M:(Analysing these topics, and according to the economic growth theories, the traditional determinants are found tobe the labour, capital and technology.===>Pri analiziranju ove tematike, a prema teorijama ekonomskog rasta, tradicionalne determinante su rad, kapital i tehnologija.)
MATCH@E:(Analysing these topics, and according to the economic growth theories, the traditional determinants are found tobe the labour, capital and technology.===>Pri analiziranju ove tematike, a prema teorijama ekonomskog rasta, tradicionalne determinante su rad, kapital i tehnologija.)
MATCH@M:(However, knowledge is nowadays considered to be one of the factors of economic growth and development as well.===>Medutim, danas se i znanje smatra jednim od faktora privrednog rasta i razvoja.)
MATCH@E:(However, knowledge is nowadays considered to be one of the factors of economic growth and development as well.===>Međutim, danas se i znanje smatra jednim od faktora privrednog rasta i razvoja.)
MATCH@M:(The aim of the European Union is to build a knowledge-based economy, and hence the increased role of knowledge and new technologies.===>Cilj zemalja Evropske unije je izgradnja ekonomije zasnovane na znanju, a samim tim i povecana uloga znanja i novih tehnologija.)
MATCH@E:(The aim of the European Union is to build a knowledge-based economy, and hence the increased role of knowledge and new technologies.===>Cilj zemalja Evropske unije je izgradnja ekonomije zasnovane na znanju, a samim tim i povećana uloga znanja i novih tehnologija.)
MATCH@M:(This paper analyzes the importance of knowledge as a factor of economic growth and development, and analyzes the results of building a knowledge-based economy in the European countries.===>Ovaj rad analizira znacaj znanja kao faktora ekonomskog rasta i razvoja i rezultate izgradnje ekonomije zasnovane na znanju u evropskim zemljama. 1.	Uvod)
MATCH@E:(This paper analyzes the importance of knowledge as a factor of economic growth and development, and analyzes the results of building a knowledge-based economy in the European countries. investments, consumption, 1.===>Ovaj rad analizira značaj znanja kao faktora ekonomskog rasta i razvoja i rezultate izgradnje ekonomije zasnovane na znanju u evropskim zemljama. 1.)
MATCH@M:(1.	Introduction Economic development is a complex social process in which every country tends to ensure a passage from the lower to the higher phases of economic developement.===>Privredni razvoj je složen društveni proces putem kojeg svaka zemlja teži ka prelasku iz nižih u više faze ekonomske razvijenosti.)
MATCH@E:(Introduction Economic development is a complex social process in which every country tends to ensure a passage from the lower to the higher phases of economic developement.===>Uvod Privredni razvoj je složen društveni proces putem kojeg svaka zemlja teži ka prelasku iz nižih u više faze ekonomske razvijenosti.)
MATCH@M:(Economic developement is viewed as an indicator of the relationships between macroeconomic aggregates such as social product, national income, employment, accumulation, investments, consumption, etc.===>Privredni razvoj se razmatra kao pokazatelj medusobnih odnosa makroekonom-skih agregata kao što su društveni proizvod, nacionalni dohodak, zaposlenost, akumulacija, investicije, potrošnja i sl.)
MATCH@E:(Economic developement is viewed as an indicator of the relationships between macroeconomic aggregates such as social product, national income, employment, accumulation, etc.===>Privredni razvoj se razmatra kao pokazatelj međusobnih odnosa makroekonomskih agregata kao što su društveni proizvod, nacionalni dohodak, zaposlenost, akumulacija, investicije, potrošnja i sl.)
MATCH@M:(Although no economic developement is possible without economic growth (there is no need for an inverse relation, i.e., the “economic growth is possible to achieve without an economic development“), it can be confined only to the growth in GDP and the per capita national income.===>Mada nema privrednog razvoja bez privrednog porasta (ne mora da postoji i obrnuta relacija, tj. moguc je “privredni rast bez privrednog razvoja”), on se ne može ograniciti samo na rast GDP-a i nacionalnog dohotka po glavi stanovnika.)
MATCH@E:(Although no economic developement is possible without economic growth (there is no need for an inverse relation, i.e., the economic growth is possible to achieve without an economic development), it can be confined only to the growth in GDP and the per capita national income.===>Mada nema privrednog razvoja bez privrednog porasta (ne mora da postoji i obrnuta relacija, tj. moguć je privredni rast bez privrednog razvoja), on se ne može ograničiti samo na rast GDP-a i nacionalnog dohotka po glavi stanovnika.)
MATCH@M:(In addition to the above mentioned elements, the economic development can be expressed by a set of structural and functional changes withing a particular economy, as well as by a succession of other economic and non-economic factors.===>Privredni razvoj se, sem pomenutih elemenata, izražava i kroz citav skup strukturnih i funkcionalnih promena u okviru odredene ekonomije kao i nizom drugih ekonomskih i neekonomskih elemenata.)
MATCH@E:(In addition to the above mentioned elements, the economic development can be expressed by a set of structural and functional changes withing a particular economy, as well as by a succession of other economic and non-economic factors.===>Privredni razvoj se, sem pomenutih elemenata, izražava i kroz čitav skup strukturnih i funkcionalnih promena u okviru određene ekonomije kao i nizom drugih ekonomskih i neekonomskih elemenata.)
MATCH@M:(It is in this sense that economic growth is defined as a multidimensional process.===>U tom smislu se privredni razvoj odreduje kao multidimenzionalni proces.)
MATCH@E:(It is in this sense that economic growth is defined as a multidimensional process.===>U tom smislu se privredni razvoj određuje kao multidimenzionalni proces.)
MATCH@M:(The change in the overall social structure is one of the basic components of economic growth and together with economic growth it ensures the growth of both the GDP and the national income.===>Promena ukupne društvene strukture je jedna od osnovnih komponenti privrednog razvoja i zajedno sa privrednim rastom obezbeduje rast GDP-a i nacionalnog dohotka.)
MATCH@E:(The change in the overall social structure is one of the basic components of economic growth and together with economic growth it ensures the growth of both the GDP and the national income.===>Promena ukupne društvene strukture je jedna od osnovnih komponenti privrednog razvoja i zajedno sa privrednim rastom obezbeđuje rast GDP-a i nacionalnog dohotka.)
MATCH@M:(Similarly, economic development is necessarily oriented towards achieving certain goals that have to be brought into harmony beforehand, and can be sublimed into two most important ones: the developemnt of the economic potentials of the country and the improvement of the living standard of its population.===>Takode, privredni razvoj je nužno usmeren ka realizaciji odredenih ciljeva koje je prethodno potrebno medusobno uskladiti, a koji se mogu svesti na dva najvažnija: razvoj proizvodnih potencijala zemlje i podizanje životnog standarda stanovništva.)
MATCH@E:(Similarly, economic development is necessarily oriented towards achieving certain goals that have to be brought into harmony beforehand, and can be sublimed into two most important ones: the developemnt of the economic potentials of the country and the improvement of the living standard of its population.===>Takođe, privredni razvoj je nužno usmeren ka realizaciji određenih ciljeva koje je prethodno potrebno međusobno uskladiti, a koji se mogu svesti na dva najvažnija: razvoj proizvodnih potencijala zemlje i podizanje životnog standarda stanovništva. ~~~ Š9, str. 306.)
MATCH@M:(The modern economic science insists on sustainable development.===>Savremena ekonomska nauka insistira na održivom razvoju (sustainable development).)
MATCH@E:(Š9, p.306Ë The modern economic science insists on sustainable development.===>Ë Savremena ekonomska nauka insistira na održivom razvoju (sustainable development).)
MATCH@M:(The sustainable development is defined as a development that ensures the satisfaction of the today’s generations’ needs, however, without endangering the satisfacton of the needs of the future generations.===>Pod održivim razvojem se podrazumeva samo onaj razvoj koji obezbeduje podmirenje potreba sadašnjih generacija, ali bez ugrožavanja mogucnosti zadovoljavanja potreba buducih generacija.)
MATCH@E:(The sustainable development is defined as a development that ensures the satisfaction of the todays generations needs, however, without endangering the satisfacton of the needs of the future generations.===>Pod održivim razvojem se podrazumeva samo onaj razvoj koji obezbeđuje podmirenje potreba sadašnjih generacija, ali bez ugrožavanja mogućnosti zadovoljavanja potreba budućih generacija.)
MATCH@M:(Sustainable growth means an optimum balance among the economic, the social, and the environmental factors within an institutional framework.===>Održivi razvoj podrazumeva optimalno balansiranje izmedu ekonomskih, socijalnih i faktora zaštite životne sredine u institucionalnim okvirima.)
MATCH@E:(Sustainable growth means an optimum balance among the economic, the social, and the environmental factors within an institutional framework.===>Održivi razvoj podrazumeva optimalno balansiranje između ekonomskih, socijalnih i faktora zaštite životne sredine u institucionalnim okvirima.)
MATCH@M:(It is defined as a long-term, comprehensive, and synergetic process permeating all aspects (economic, social, cultural, ecological, and institutional) as well as all levels of life (local, regional, global).===>On se definiše kao dugorocan, sveobuhvatan i si-nergetski proces, koji utice na sve aspekte života (ekonomski, socijalni, kulturni, ekološki i institucionalni) i na svim nivoima (lokalnom, regionalnom i globalnom).)
MATCH@E:(It is defined as a long-term, comprehensive, and synergetic process permeating all aspects (economic, social, cultural, ecological, and institutional) as well as all levels of life (local, regional, global).===>On se definiše kao dugoročan, sveobuhvatan i sinergetski proces, koji utiče na sve aspekte života (ekonomski, socijalni, kulturni, ekološki i institucionalni) i na svim nivoima (lokalnom, regionalnom i globalnom).)
MATCH@M:(The three basic pillars of sustainable development are: a sustainable economic and technological development, a sustainable development of the society and the environmental protection.===>Tri osnovna stuba održivog razvoja su: održivi ekonomski i tehnološki razvoj, održivi razvoj društva i zaštita životne sredine.)
MATCH@E:(Š15Ë The three basic pillars of sustainable development are: a sustainable economic and technological development, a sustainable development of the society and the environmental protection. ~~~ 2.===>Š15Ë Tri osnovna stuba održivog razvoja su: održivi ekonomski i tehnološki razvoj, održivi razvoj društva i zaštita životne sredine. 2.)
MATCH@M:(They may be classed on the basis of various criteria and their impact can be analysed in detail.===>Oni se mogu rašlanjavati na osnovu razlicitih kriterijuma, a njihova dejstva detaljno analizirati.)
MATCH@E:(They may be classed on the basis of various criteria and their impact can be analysed in detail.===>Oni se mogu rašlanjavati na osnovu različitih kriterijuma, a njihova dejstva detaljno analizirati.)
MATCH@M:(The most important factors are as follows: natural conditions (size of a country, geographical position of a country, natural resources - ores, soil, forests, etc., pollution of the nature, climate, etc.); human resources and science (human resources quality, human resources potential, factor - knowledge, quantity and quality of personnel training institutions, development level and efficiency of resarch operations, the development level of the information sector of economy, the extent to which information technologies are used, the quality of scientific personnel, information as key development resource, etc.): production, technics and technological change and innovation (production structure of economy, the overall production potential of the country, the level of manufacturing technics, the technical and technological progress, the type of technical progress, the rate of obsolescence - physical and economic depreciation of technics, technological change and innovation, accumulation and reproductive potential of economy, organization and methods of managing economy, the level of infrastructure sophistication, etc.); agricultural production (prevailing agrarian relationships and their impact upon agricultural production, the processes of change in agriculture, etc.); socio-political factors (cultural heritage, historical heritage, tradition in economy, methods and institutions of social management, political system, the position of an individual in the society, social security, degree of democracy, ability to stand against different forms of pressures from the part of economically developed and politically influential countries, etc.); international environment (international economic environment, international labour division, the level and trends of international regional integrations, international economic organizations, international political environment, international and political alliances, itd.).===>Najznacajniji faktori su: prirodni uslo-vi (velicina zemlje, geografski položaj zemlje, prirodno bogatstvo - rude, zemljište, šume i sl., zagadenje prirode, klima itd.); stanovništvo (demografske karakteristike, broj stanovnika, stopa prirasta stanovništva, struktura stanovništva po polu, uzrastu, naciji i aktivnosti, oblici i stepen zaposlenosti, stepen licne i zajednicke potrošnje, nivo urbanizacije itd.); kadrovi i nauka ( kvalitet ljudskih resursa, potencijal strucnih kadrova, faktor - znanje, kvantitet i kvalitet ustanova za obrazovanje strucnih kadrova, razvijenost i efikasnost naucno-istraživacke delatnosti, razvijenost in-formacionog sektora privrede, nivo korišcenja infor-macionih tehnologija, nivo naucnih kadrova, informacija kao kljucni razvojni resurs itd.); proizvodnja, tehnika i tehnološke promene i inovacije (proizvodna struktura privrede, ukupan proizvodni potencijal zemlje, nivo proizvodne tehnike, tehnicko-tehnološki progres, vrsta tehnickog progresa, tempo zastareva-nja - fizicko i ekonomsko rabacenje tehnike, tehnološke promene i inovacije, akumulaciona i reprodukci-ona sposobnost privrede, organizacija i metodi upravljanja privredom, stepen razvijenosti infrastrukture itd.); poljoprivredna proizvodnja (postojeci agrarni odnosi i njihov uticaj na poljoprivrednu proizvodnju, procesi promena u agraru itd.); društveno-politicki faktori (kulturno naslede, istorijsko naslede, tradicije u oblasti privrede, metodi i institucije društvenog upravljanja, politicki sistem, položaj coveka u društvu, socijalna sigurnost, stepen demokratije, sposobnost odbrane od razlicitih oblika pritisaka ekonomski razvijenih i politicki uticajnih zemalja itd.); medunarodno okruženje (medunarodno-ekonomsko okruženje, medunarodna podela rada, nivo i pravci medunarodnih regionalnih integracija, medunarodne ekonomske organizacije, medunarodno-politicko okruženje, medunarodni i politicki savezi itd).)
MATCH@E:(The most important factors are as follows: natural conditions (size of a country, geographical position of a country, natural resources ores, soil, forests, etc., pollution of the nature, climate, etc.); human resources and science (human resources quality, human resources potential, factor knowledge, quantity and quality of personnel training institutions, development level and efficiency of resarch operations, the development level of the information sector of economy, the extent to which information technologies are used, the quality of scientific personnel, information as key development resource, etc.): production, technics and technological change and innovation (production structure of economy, the overall production potential of the country, the level of manufacturing technics, the technical and technological progress, the type of technical progress, the rate of obsolescence physical and economic depreciation of technics, technological change and innovation, accumulation and reproductive potential of economy, organization and methods of managing economy, the level of infrastructure sophistication, etc.); agricultural production (prevailing agrarian relationships and their impact upon agricultural production, the processes of change in agriculture, etc.); socio-political factors (cultural heritage, historical heritage, tradition in economy, methods and institutions of social management, political system, the position of an individual in the society, social security, degree of democracy, ability to stand against different forms of pressures from the part of economically developed and politically influential countries, etc.); international environment (international economic environment, international labour division, the level and trends of international regional integrations, international economic organizations, international political environment, international and political alliances, itd.).===>Najznačajniji faktori su: prirodni uslovi (veličina zemlje, geografski položaj zemlje, prirodno bogatstvo rude, zemljište, šume i sl., zagađenje prirode, klima itd.); stanovništvo (demografske karakteristike, broj stanovnika, stopa prirasta stanovništva, struktura stanovništva po polu, uzrastu, naciji i aktivnosti, oblici i stepen zaposlenosti, stepen lične i zajedničke potrošnje, nivo urbanizacije itd.); kadrovi i nauka ( kvalitet ljudskih resursa, potencijal stručnih kadrova, faktor znanje, kvantitet i kvalitet ustanova za obrazovanje stručnih kadrova, razvijenost i efikasnost naučno-istraživačke delatnosti, razvijenost informacionog sektora privrede, nivo korišćenja informacionih tehnologija, nivo naučnih kadrova, informacija kao ključni razvojni resurs itd.); proizvodnja, tehnika i tehnološke promene i inovacije (proizvodna struktura privrede, ukupan proizvodni potencijal zemlje, nivo proizvodne tehnike, tehničko-tehnološki progres, vrsta tehničkog progresa, tempo zastarevanja fizičko i ekonomsko rabaćenje tehnike, tehnološke promene i inovacije, akumulaciona i reprodukciona sposobnost privrede, organizacija i metodi upravljanja privredom, stepen razvijenosti infrastrukture itd.); poljoprivredna proizvodnja (postojeći agrarni odnosi i njihov uticaj na poljoprivrednu proizvodnju, procesi promena u agraru itd.); društveno-politički faktori (kulturno nasleđe, istorijsko nasleđe, tradicije u oblasti privrede, metodi i institucije društvenog upravljanja, politički sistem, položaj čoveka u dru štvu, socijalna sigurnost, stepen demokratije, sposobnost odbrane od različitih oblika pritisaka ekonomski razvijenih i politički uticajnih zemalja itd.); međunarodno okruženje (međunarodno-ekonomsko okruženje, međunarodna podela rada, nivo i pravci međunarodnih regionalnih integracija, međunarodne ekonomske organizacije, međunarodno-političko okruženje, međunarodni i politički savezi itd).)
MATCH@M:(The process of economic development in a given country and in a given period is affected not by individual factors, but by a set of factors, therefore the effects depend on their interaction.===>U datoj zemlji i u odredenom periodu na proces ekonomskog razvoja faktori deluju, ne pojedinacno, vec u skupu, tako da efekti zavise od njihovog uzajamnog uticaja.)
MATCH@E:(The process of economic development in a given country and in a given period is affected not by individual factors, but by a set of factors, therefore the effects depend on their interaction.===>U datoj zemlji i u određenom periodu na proces ekonomskog razvoja faktori deluju, ne pojedinačno, već u skupu, tako da efekti zavise od njihovog uzajamnog uticaja.)
MATCH@M:(One individual factor, for example, may not have a significant impact upon the economic development of a country, however, within a set of other factors, its importance may be crucial.===>Jedan faktor pojedinacno uzet, može, na primer, da nema veliki znacaj za privredni razvoj odredene zemlje, ali da u sklopu ostalih faktora dobije izuzetno veliku važnost.)
MATCH@E:(One individual factor, for example, may not have a significant impact upon the economic development of a country, however, within a set of other factors, its importance may be crucial.===>Jedan faktor pojedinačno uzet, može, na primer, da nema veliki značaj za privredni razvoj određene zemlje, ali da u sklopu ostalih faktora dobije izuzetno veliku važnost.)
MATCH@M:(Using the economic analysis it is possible to select individual factors and highlight their impact, however, their importance can be evaluated only in a concrete situation (country, time, conditions), and together with the impact of the other factors.===>Ekonomskom analizom moguce je izdvojiti pojedinacne faktore i ukazati na njihovo dej-stvo, ali se njihov znacaj može oceniti samo u konkretnoj situaciji (zemlja, vreme, uslovi) i to u zajednici sa delovanjem ostalih faktora.)
MATCH@E:(Using the economic analysis it is possible to select individual factors and highlight their impact, however, their importance can be evaluated only in a concrete situation (country, time, conditions), and together with the impact of the other factors.===>Ekonomskom analizom moguće je izdvojiti pojedinačne faktore i ukazati na njihovo dejstvo, ali se njihov značaj može oceniti samo u konkretnoj situaciji (zemlja, vreme, uslovi) i to u zajednici sa delovanjem ostalih faktora.)
MATCH@M:(Certain factors of economic development can be grouped according to different criteria, depending of the objective of the analysis.===>Pojedini faktori privrednog razvoja mogu se grupisa-ti po raznim kriterijumima zavisno od cilja analize.)
MATCH@E:(Certain factors of economic development can be grouped according to different criteria, depending of the objective of the analysis.===>Pojedini faktori privrednog razvoja mogu se grupisati po raznim kriterijumima zavisno od cilja analize.)
MATCH@M:(The most frequent classifications in the modern economic literature, important from the point of view of the development strategy selection, observe the following criteria: territorial origins (endogenous and exogenous factors), type of operations (economic and non-economic factors), matter (material factors), immediacy of effects (primary and multiple: secondary, tertiary factors, etc.), the rate of volatility (strongly volatile, medium volatile, slightly volatile factors), measurability level (measurable and non-measurable), utility (positive and negative factors), relevance (relavant and irrelevant), priority (higher or lower level priority factors), up-to-dateness (historical and modern), etc.===>Najcešce podele faktora u savremenoj ekonomskoj literaturi, znacajne sa gledišta izbora strategije razvoja, polaze od sledecih kriterijuma: teritorijalnog porekla (endogeni i egzogeni faktori), vrste delatnosti (ekonomski i neekonomski faktori), materije (materijalni faktori), neposrednosti efakata (primarni i vi-šestepeni: sekundarni, tercijarni faktori itd.), stepena promenljivosti (promenljivi snažno, srednje, slabo i nepromenljivi faktori), stepena merljivosti (merljivi i nemerljivi), korisnosti (pozitivni i negativni faktori), znacaja (relevantni i irelevantni), prioritetnosti (faktori višeg ili nižeg stepena prioritetnosti), aktuelnosti (istorijski i savremeni) itd.)
MATCH@E:(The most frequent classifications in the modern economic literature, important from the point of view of the development strategy selection, observe the following criteria: territorial origins (endogenous and exogenous factors), type of operations (economic and non-economic factors), matter (material factors), immediacy of effects (primary and multiple: secondary, tertiary factors, etc.), the rate of volatility (strongly volatile, medium volatile, slightly volatile factors), measurability level (measurable and non-measurable), utility (positive and negative factors), relevance (relavant and irrelevant), priority (higher or lower level priority factors), up-to-dateness (historical and modern), etc.===>Najčešće podele faktora u savremenoj ekonomskoj literaturi, značajne sa gledišta izbora strategije razvoja, polaze od sledećih kriterijuma: teritorijalnog porekla (endogeni i egzogeni faktori), vrste delatnosti (ekonomski i neekonomski faktori), materije (materijalni faktori), neposrednosti efakata (primarni i višestepeni: sekundarni, tercijarni faktori itd.), stepena promenljivosti (promenljivi snažno, srednje, slabo i nepromenljivi faktori), stepena merljivosti (merljivi i nemerljivi), korisnosti (pozitivni i negativni faktori), značaja (relevantni i irelevantni), prioritetnosti (faktori višeg ili nižeg stepena prioritetnosti), aktuelnosti (istorijski i savremeni) itd.)
MATCH@M:(Such a variety of economic development factors with different impacts as regards the orientation, intensity and the length of time produce different impacts in different cases.===>Ovako raznovrstan broj faktora ekonomskog razvoja sa razlicitim efektima u pogledu pravca, intenziteta i dužine trajanja ima razlicito dejstvo u konkretnim slucajevima.)
MATCH@E:(Such a variety of economic development factors with different impacts as regards the orientation, intensity and the length of time produce different impacts in different cases.===>Ovako raznovrstan broj faktora ekonomskog razvoja sa različitim efektima u pogledu pravca, intenziteta i dužine trajanja ima različito dejstvo u konkretnim slučajevima.)
MATCH@M:(The development level and the size of a country will affect not only the priority of factors but their impact as well.===>Od stepena razvijenosti i velicine zemlje zavisi ne samo prioritet faktora, vec i njihov uticaj.)
MATCH@E:(The development level and the size of a country will affect not only the priority of factors but their impact as well.===>Od stepena razvijenosti i veličine zemlje zavisi ne samo prioritet faktora, već i njihov uticaj.)
MATCH@M:(Their interaction makes the understanding the impact of each individual factor difficult; besides, many of them produce insufficiently measurable effects.===>Njihova uzajamna sprega otežava razlucivanje efekata svakog od njih pojedinacno, a sem toga mnogi daju i nedovoljno merljive efekte.)
MATCH@E:(Their interaction makes the understanding the impact of each individual factor difficult; besides, many of them produce insufficiently measurable effects.===>Njihova uzajamna sprega otežava razlučivanje efekata svakog od njih pojedinačno, a sem toga mnogi daju i nedovoljno merljive efekte.)
MATCH@M:(The priority of factors cannot be given a priori.===>Prioritet faktora se ne može dati a priori.)
MATCH@E:(The priority of factors cannot be given a priori.===>Prioritet faktora se ne može dati a priori.)
MATCH@M:(A higher level of priority is given to those economic development factors that produce a wider scope of effects, they work on a long-term basis, they are not subject to frequent changes and produce a strong positive impact upon the economy trends and development.===>Veci stepen prioriteta imaju oni faktori privrednog razvoja koji imaju širi opseg delovanja, deluju na duži rok i koji ne podležu cestim promenama, a imaju snažno pozitivno dejstvo na kretanje i razvoj privrede.)
MATCH@E:(A higher level of priority is given to those economic development factors that produce a wider scope of effects, they work on a long-term basis, they are not subject to frequent changes and produce a strong positive impact upon the economy trends and development.===>Veći stepen prioriteta imaju oni faktori privrednog razvoja koji imaju širi opseg delovanja, deluju na duži rok i koji ne podležu čestim promenama, a imaju snažno pozitivno dejstvo na kretanje i razvoj privrede. ~~~ Š9, str. 311.)
MATCH@M:(Modern economic theory and practice views knowledge as one of the key factors of economic growth and development.===>U savremenoj ekonomskoj teoriji i praksi znanje se smatra jednim od kljucnih faktora privrednog rasta i razvoja.)
MATCH@E:(Š9, p.311Ë Modern economic theory and practice views knowledge as one of the key factors of economic growth and development.===>Ë U savremenoj ekonomskoj teoriji i praksi znanje se smatra jednim od ključnih faktora privrednog rasta i razvoja.)
MATCH@M:(Knowledge, in fact, can be said to have always been the driver of economic progress.===>Može se reci da je znanje, zapravo, uvek bilo pokretac ekonomskog napretka.)
MATCH@E:(Knowledge, in fact, can be said to have always been the driver of economic progress.===>Može se reći da je znanje, zapravo, uvek bi lo pokretač ekonomskog napretka.)
MATCH@M:(New ideas, skills and competences resulting from knowledge have always been incorporated into new products, processes and organizational structure of companies.===>Uvek su nove ideje, sposobnosti i veštine, kao rezultat znanja, ugradivane u nove proizvode, procese i organizacionu strukturu kompanija.)
MATCH@E:(New ideas, skills and competences resulting from knowledge have always been incorporated into new products, processes and organizational structure of companies.===>Uvek su nove ideje, sposobnosti i veštine, kao rezultat znanja, ugrađivane u nove proizvode, procese i organizacionu strukturu kompanija.)
MATCH@M:(Schumpeter was the first to recognize knowledge as a structural component from an economic point of view, as well as its importance for the economy.===>Schumpeter je prvi prepoznao znanje kao strukturnu komponentu sa ekonomskog aspekta, kao i njen znacaj u privredi.)
MATCH@E:(Schumpeter was the first to recognize knowledge as a structural component from an economic point of view, as well as its importance for the economy.===>Schumpeter je prvi prepoznao znanje kao strukturnu komponentu sa ekonomskog aspekta, kao i njen značaj u privredi.)
MATCH@M:(He claimed that a new combination of knowledge is a key factor of innovation and entrepreneurship.===>On je tvrdio da je nova kombinacija znanja kljucni faktor inovacija i preduzetništva.)
MATCH@E:(He claimed that a new combination of knowledge is a key factor of innovation and entrepreneurship.===>On je tvrdio da je nova kombinacija znanja ključni faktor inovacija i preduzetništva.)
MATCH@M:(The basic sectors responsible for knowledge generation are: education, research and development, art, media, information sector and information technologies.===>Osnovni sektori koji su stvarali znanje su: obrazovanje, istraživanje i razvoj, umet-nost, mediji, informativni sektor i informacione tehnologije.)
MATCH@E:(Š2Ë The basic sectors responsible for knowledge generation are: education, research and development, art, media, information sector and information technologies.===>Š2Ë Osnovni sektori koji su stvarali znanje su: obrazovanje, istraživanje i razvoj, umetnost, mediji, informativni sektor i informacione tehnologije.)
MATCH@M:(Depending on the sector, knowledge is analysed as production (research and development of new knowledge), dissemination (education, training and human resources development) and transfer (diffusion of knowledge and innovation).===>Zavisno od sektora, znanje se analizira kao proizvodnja (istraživanje i razvoj novih znanja), pre-nos (obrazovanje, trening i razvoj ljudi) i transfer (difuzija znanja i inovacija).)
MATCH@E:(Depending on the sector, knowledge is analysed as production (research and development of new knowledge), dissemination (education, training and human resources development) and transfer (diffusion of knowledge and innovation).===>Zavisno od sektora, znanje se analizira kao proizvodnja (istraživanje i razvoj novih znanja), prenos (obrazovanje, trening i razvoj ljudi) i transfer (difuzija znanja i inovacija).)
MATCH@M:(A development factor that is becoming increasingly important is the integration of science, education and information technologies.===>Sve znacajniji faktor razvoja postaje integracija nauke, obrazovanja i informaci-onih tehnologija.)
MATCH@E:(A development factor that is becoming increasingly important is the integration of science, education and information technologies.===>Sve značajniji faktor razvoja postaje integracija nauke, obrazovanja i informacionih tehnologija.)
MATCH@M:(Some researchers maintain that knowledge can be viewed as an essential resource, product and system.===>Pojedini istraživaci isticu da se znanje može posmatrati kao esencijalni resurs, proizvod i sistem.)
MATCH@E:(Š10Ë Some researchers maintain that knowledge can be viewed as an essential resource, product and system.===>Š10Ë Pojedini istraživači ističu da se znanje može posmatrati kao esencijalni resurs, proizvod i sistem.)
MATCH@M:(The view of the knowledge as an input is related to investment into research and development, education and information technologies.===>Posmatranje znanja kao inputa vezano je za investiranje u istraživanje i razvoj, obrazovanje i informacione tehnologije.)
MATCH@E:(The view of the knowledge as an input is related to investment into research and development, education and information technologies.===>Posmatranje znanja kao inputa vezano je za investiranje u istraživanje i razvoj, obrazovanje i informacione tehnologije.)
MATCH@M:(As a product, knowledge is important in developing business services based on knowledge, as well as in the development of the new technology sector.===>Kao proizvod, znanje ima znacaj pri razvoju poslovnih usluga koje se temelje na znanju, kao i za razvoj sektora novih tehnologija.)
MATCH@E:(As a product, knowledge is important in developing business services based on knowledge, as well as in the development of the new technology sector.===>Kao proizvod, znanje ima značaj pri razvoju poslovnih usluga koje se temelje na znanju, kao i za razvoj sektora novih tehnologija.)
MATCH@M:(It is implemented in improving the existing products and creating new ones.===>Ono se primenjuje za poboljšanje postojecih proizvoda i stvaranje novih.)
MATCH@E:(It is implemented in improving the existing products and creating new ones.===>Ono se primenjuje za poboljšanje postojećih proizvoda i stvaranje novih.)
MATCH@M:(Science demands a system of knowledge.===>Nauka zahteva sistem znanja.)
MATCH@E:(Š7Ë Science demands a system of knowledge.===>Š7Ë Nauka zahteva sistem znanja.)
MATCH@M:(Different kinds of knowledge are required to achieve progress in a certain area.===>Potrebna su razlicita znanja da bi se ostvario napredak u odredenoj oblasti.)
MATCH@E:(Different kinds of knowledge are required to achieve progress in a certain area.===>Potrebna su različita znanja da bi se ostvario napredak u određenoj oblasti.)
MATCH@M:(New technologies, i.e., information-communication technologies, are the instrument to generate and transfer knowledge.===>Nove tehnologije, odnosno, informaciono-komu-nikacione tehnologije, instrument su kojim se znanje generiše i prenosi.)
MATCH@E:(New technologies, i.e., information-communication technologies, are the instrument to generate and transfer knowledge.===>Nove tehnologije, odnosno, informaciono-komunikacione tehnologije, instrument su kojim se znanje generiše i prenosi.)
MATCH@M:(Owing to browsers, electronic databases and various softwares, the scientists and researchers enjoy a faster access to information, development and storage of results, or knowledge, and this all results into new innovation and an increase in growth and development.===>Zahvaljujuci pretraživacima, elektronskim bazama i razlicitim softverima, omoguceno je naucnicima i istraživacima brži pristup informacijama, razvoj i cuvanje rezultata, odnosno znanja, a to sve vodi novim inovacijama i povecanju rasta i razvoja.)
MATCH@E:(Owing to browsers, electronic databases and various softwares, the scientists and researchers enjoy a faster access to information, development and storage of results, or knowledge, and this all results into new innovation and an increase in growth and development.===>Zahvaljujući pretraživačima, elektronskim bazama i različitim softverima, omogućeno je naučnicima i istraživačima brži pristup informacijama, razvoj i čuvanje rezultata, odnosno znanja, a to sve vodi novim inovacijama i povećanju rasta i razvoja.)
MATCH@M:(The comparison between capital, labour and knowledge, however, clearly shows that knowledge displays certain features of a traditional factor.===>Ipak, uporedujuci kapital, rad i znanje, primecuje se da znanje ispoljava odredene osobine tradicionalnog faktora.)
MATCH@E:(The comparison between capital, labour and knowledge, however, clearly shows that knowledge displays certain features of a traditional factor.===>Ipak, upoređujući kapital, rad i znanje, primećuje se da znanje ispoljava određene osobine tradicionalnog faktora.)
MATCH@M:(Similarly to capital, knowledge can be accumulated.===>Kao i kapital, znanje se može akumulirati.)
MATCH@E:(Similarly to capital, knowledge can be accumulated.===>Kao i kapital, znanje se može akumulirati.)
MATCH@M:(Knowledge, same as capital, has an impact upon labour.===>Znanje, kao i kapital, ima uticaj na rad.)
MATCH@E:(Knowledge, same as capital, has an impact upon labour.===>Znanje, kao i kapital, ima uticaj na rad.)
MATCH@M:(It affects the labour force through education and training.===>Ono utice na radnu snagu putem obrazovanja i treninga.)
MATCH@E:(It affects the labour force through education and training.===>Ono utiče na radnu snagu putem obrazovanja i treninga.)
MATCH@M:(In certain economic studies and analyses, and due to an increasingly important role of knowledge in achieving economic growth and development, a classification of capital was made into natural, physical and human.===>U nekim ekonomskim studijama i analizama, zbog sve zapaženije uloge znanja u ustvarivanju ekonomskog rasta i razvoja, izvršena je podela kapitala na prirodni, fizicki i humani.)
MATCH@E:(Š16Ë In certain economic studies and analyses, and due to an increasingly important role of knowledge in achieving economic growth and development, a classification of capital was made into natural, physical and human.===>Š16Ë U nekim ekonomskim studijama i analizama, zbog sve zapaženije uloge znanja u ustvarivanju ekonomskog rasta i razvoja, izvršena je podela kapitala na prirodni, fizički i humani.)
MATCH@M:(There is a connection among these three types of capital.===>Postoji veza izmedu ove tri vrste kapitala.)
MATCH@E:(There is a connection among these three types of capi tal.===>Postoji veza između ove tri vrste kapitala.)
MATCH@M:(All three have a direct or indirect impacts and improve the productivity in expanding the production of goods and services in an economy, and also ensure the development and growth of the social wealth. .===>Sva tri direktno i indirektno uticu i doprinose vecoj produktivnosti u povecanju proizvodnje dobara i usluga u privredi, a obezbeduju razvoj i povecanje društvenog bogatstva.)
MATCH@E:(All three have a direct or indirect impacts and improve the productivity in expanding the production of goods and services in an economy, and also ensure the development and growth of the social wealth.===>Sva tri direktno i indirektno utiču i doprinose većoj produktivnosti u povećanju proizvodnje dobara i usluga u privredi, a obezbeđuju razvoj i povećanje društvenog bogatstva.)
MATCH@M:(Physical capital (Kp) includes machinery, equipment, premises, tools and other investment goods.===>Fizicki kapital (Kp) se sastoji iz mašina, opreme, zgrada, alata i drugih investicionih dobara.)
MATCH@E:(Physical capital (Kp) includes machinery, equipment, premises, tools and other investment goods.===>Unapređivanje i stvaranje novih znanja i njihov transfer i širenje na nove generacije putem obrazovanja, blisko je vezano sa razvojem visokog obrazovanja, kao i istraživanjem i razvojem koji sve više postaju dominantan faktor u privrednom razvoju i stvaranju ekonomije zasnovane na znanju.)
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BAD_LINE_M:Physical capital (Kp) includes machinery, equipment, premises, tools and other investment goods.
BAD_LINE_M:Fizicki kapital (Kp) se sastoji iz mašina, opreme, zgrada, alata i drugih investicionih dobara.
BAD_LINE_E:Physical capital (Kp) includes machinery, equipment, premises, tools and other investment goods.
BAD_LINE_E:Unapređivanje i stvaranje novih znanja i njihov transfer i širenje na nove generacije putem obrazovanja, blisko je vezano sa razvojem visokog obrazovanja, kao i istraživanjem i razvojem koji sve više postaju dominantan faktor u privrednom razvoju i stvaranju ekonomije zasnovane na znanju.
MATCH@M:(It is necessary that an appropriate social policy should be pursued and that a socio-political consensus should be established in order that all three types of capital be used to the extent to which they increase the production and the social wealth, and that simultaneously the capital be available to the future generations in the time to come.===>Pravilno usmeravan, prirodni kapital pruža podršku stanovništvu da putem ekologije doprinosi zdravlju stanovništva i siguran život, cime se povecava društveno bogatstvo. Potrebno je da se sprovodi odgovarajuca ekonomska politika i uspostavi društve-no-politicki konsenzus da bi se koristile sve tri vrste kapitala u onoj meri u kojoj ostvaruju povecanje proizvodnje i društvenog bogatstva, a da istovremeno kapital u narednom periodu bude dostupan buducim generacijama.)
MATCH@E:(Š1Ë It is necessary that an appropriate social policy should be pursued and that a socio-political consensus should be established in order that all three types of capital be used to the extent to which they increase the production and the social wealth, and that simultaneously the capital be available to the future generations in the time to come.===>)
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BAD_LINE_M:It is necessary that an appropriate social policy should be pursued and that a socio-political consensus should be established in order that all three types of capital be used to the extent to which they increase the production and the social wealth, and that simultaneously the capital be available to the future generations in the time to come.
BAD_LINE_M:Pravilno usmeravan, prirodni kapital pruža podršku stanovništvu da putem ekologije doprinosi zdravlju stanovništva i siguran život, cime se povecava društveno bogatstvo. Potrebno je da se sprovodi odgovarajuca ekonomska politika i uspostavi društve-no-politicki konsenzus da bi se koristile sve tri vrste kapitala u onoj meri u kojoj ostvaruju povecanje proizvodnje i društvenog bogatstva, a da istovremeno kapital u narednom periodu bude dostupan buducim generacijama.
BAD_LINE_E:Š1Ë It is necessary that an appropriate social policy should be pursued and that a socio-political consensus should be established in order that all three types of capital be used to the extent to which they increase the production and the social wealth, and that simultaneously the capital be available to the future generations in the time to come.
BAD_LINE_E:
MATCH@M:(Forecasting, evaluation and the selection of a possible course in achieving this goal is neither an easy nor a simple process.===>Predvidanje, evaluacija i izbor moguceg kursa za ostvarivanje ovog cilja nije lak i jednostavan proces.)
MATCH@E:(Forecasting, evaluation and the selection of a possible course in achieving this goal is neither an easy nor a simple process.===>Prema tome, primena znanja, uslovljena tehnološkim promenama i inovacijama, postaje značajan faktor razvoja svake ekonomije, što je cilj mnogih zemalja sveta.)
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BAD_LINE_M:Forecasting, evaluation and the selection of a possible course in achieving this goal is neither an easy nor a simple process.
BAD_LINE_M:Predvidanje, evaluacija i izbor moguceg kursa za ostvarivanje ovog cilja nije lak i jednostavan proces.
BAD_LINE_E:Forecasting, evaluation and the selection of a possible course in achieving this goal is neither an easy nor a simple process.
BAD_LINE_E:Prema tome, primena znanja, uslovljena tehnološkim promenama i inovacijama, postaje značajan faktor razvoja svake ekonomije, što je cilj mnogih zemalja sveta.
MATCH@M:(Without adequate economic policies, a development strategy, and an active role of the state, chances are small to answer to an increasing economic and technological complexity of increasing social wealth.===>Bez adekvatnih ekonomskih politika i strategije razvoja i aktivne uloge države, male su šanse za odgovor na sve vecu ekonomsku i tehnološku složenost povecanja društvenog bogatstva.)
MATCH@E:(Without adequate economic policies, a development strategy, and an active role of the state, chances are small to answer to an increasing economic and technological complexity of increasing social wealth.===>Međunarodne institucije, kao što su OECD, Svetska banka, Ujedinjene nacije i Evropska unija, razvile su svoje metodologije i indikatore koji pokazuju koliko su privrede razvile svoju ekonomiju.)
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BAD_LINE_M:Without adequate economic policies, a development strategy, and an active role of the state, chances are small to answer to an increasing economic and technological complexity of increasing social wealth.
BAD_LINE_M:Bez adekvatnih ekonomskih politika i strategije razvoja i aktivne uloge države, male su šanse za odgovor na sve vecu ekonomsku i tehnološku složenost povecanja društvenog bogatstva.
BAD_LINE_E:Without adequate economic policies, a development strategy, and an active role of the state, chances are small to answer to an increasing economic and technological complexity of increasing social wealth.
BAD_LINE_E:Međunarodne institucije, kao što su OECD, Svetska banka, Ujedinjene nacije i Evropska unija, razvile su svoje metodologije i indikatore koji pokazuju koliko su privrede razvile svoju ekonomiju.
MATCH@M:(The developed economies based their growth and development on knowledge that generates innovation.===>Razvijene ekonomije su svoj rast i razvoj bazirale na znanju, koje stvara inovacije.)
MATCH@E:(Š13Ë The developed economies based their growth and development on knowledge that generates innovation.===>Š14, str.6. ~~~ Ë Postoje i drugi indikatori koji pokazuju razvoj ekonomije zasnovane na znanju.)
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BAD_LINE_M:The developed economies based their growth and development on knowledge that generates innovation.
BAD_LINE_M:Razvijene ekonomije su svoj rast i razvoj bazirale na znanju, koje stvara inovacije.
BAD_LINE_E:Š13Ë The developed economies based their growth and development on knowledge that generates innovation.
BAD_LINE_E:Š14, str.6. ~~~ Ë Postoje i drugi indikatori koji pokazuju razvoj ekonomije zasnovane na znanju.
MATCH@M:(Innovation is achieved by a more effective protection of intellectual rights, by the development of the financial sector, by a higher quality and a higher level of education and by a macroeconomic stability.===>Inovacije su ostvarene boljom zaštitom intelektualnih prava, razvojem finan-sijskog sektora, kvalitetnijim i višim nivoom obrazovanja i makroekonomskom stabilnošcu.)
MATCH@E:(Innovation is achieved by a more effective protection of intellectual rights, by the development of the financial sector, by a higher quality and a higher level of education and by a macroeconomic stability.===>To su: investicije u istraživanje i razvoj, investicije u visokoobrazovni sistem, odnosno kapital (istraživači i doktoranti), kapaciteti i kvalitet obrazovanog sistema (troškovi obrazovanja i učenja tokom celog života), e-vlada (kupovina nove opreme i modernizacija javnih usluga), produktivnost rada, upotreba informaciono-komunikacionih tehnologija itd.)
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BAD_LINE_M:Innovation is achieved by a more effective protection of intellectual rights, by the development of the financial sector, by a higher quality and a higher level of education and by a macroeconomic stability.
BAD_LINE_M:Inovacije su ostvarene boljom zaštitom intelektualnih prava, razvojem finan-sijskog sektora, kvalitetnijim i višim nivoom obrazovanja i makroekonomskom stabilnošcu.
BAD_LINE_E:Innovation is achieved by a more effective protection of intellectual rights, by the development of the financial sector, by a higher quality and a higher level of education and by a macroeconomic stability.
BAD_LINE_E:To su: investicije u istraživanje i razvoj, investicije u visokoobrazovni sistem, odnosno kapital (istraživači i doktoranti), kapaciteti i kvalitet obrazovanog sistema (troškovi obrazovanja i učenja tokom celog života), e-vlada (kupovina nove opreme i modernizacija javnih usluga), produktivnost rada, upotreba informaciono-komunikacionih tehnologija itd.
MATCH@M:(The European Union, the OECD, the EBRD and other international institutions define standards to achieve sustainable economic growth, increase employment, improve the standard of living, maintain financial stability and provide aid for the developing countries.===>Evropska unija, OECD, EBRD i druge medunarodne institucije definišu standarde kojim bi se ostvario održiv ekonomski rast, povecala zaposlenost, životni standard, održala finansijska stabilnost i pružala pomoc zemljama u razvoju.)
MATCH@E:(Š18, p.52Ë The European Union, the OECD, the EBRD and other international institutions define standards to achieve sustainable economic growth, increase employment, improve the standard of living, maintain financial stability and provide aid for the developing countries.===>Š2Ë Investiranje u obrazovanje može doprineti ostvarivanju održivog i dugoročnog ekonomskog rasta i razvoja, zbog razvoja humanog kapitala koji se koristi za kreiranje, upotrebu i adaptaciju tehnologija.)
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BAD_LINE_M:The European Union, the OECD, the EBRD and other international institutions define standards to achieve sustainable economic growth, increase employment, improve the standard of living, maintain financial stability and provide aid for the developing countries.
BAD_LINE_M:Evropska unija, OECD, EBRD i druge medunarodne institucije definišu standarde kojim bi se ostvario održiv ekonomski rast, povecala zaposlenost, životni standard, održala finansijska stabilnost i pružala pomoc zemljama u razvoju.
BAD_LINE_E:Š18, p.52Ë The European Union, the OECD, the EBRD and other international institutions define standards to achieve sustainable economic growth, increase employment, improve the standard of living, maintain financial stability and provide aid for the developing countries.
BAD_LINE_E:Š2Ë Investiranje u obrazovanje može doprineti ostvarivanju održivog i dugoročnog ekonomskog rasta i razvoja, zbog razvoja humanog kapitala koji se koristi za kreiranje, upotrebu i adaptaciju tehnologija.
MATCH@M:(Improving and creation of new knowledge and its transfer and dissemination to new generations through education is closely connected with the development of higher education, as well as with the research and development that increasingly become a dominant factor in the economic development and in creating a knowledge-based economy.===>Unapredivanje i stvaranje novih znanja i njihov transfer i širenje na nove generacije putem obrazovanja, blisko je vezano sa razvojem visokog obrazovanja, kao i istraživanjem i razvojem koji sve više postaju dominantan faktor u privrednom razvoju i stvaranju ekonomije zasnovane na znanju.)
MATCH@E:(Improving and creation of new knowledge and its transfer and dissemination to new generations through education is closely connected with the development of higher education, as well as with the research and development that increasingly become a dominant factor in the economic development and in creating a knowledge-based economy.===>Na ovaj način, znanju se omogućava da se uhvati u korak sa razvijenim novim tehnologijama i sa razvijenijim privredama. ~~~ Podršku znanju pružaju informaciono-komunikacione tehnologije. ~~~ Slika 1.)
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BAD_LINE_M:Improving and creation of new knowledge and its transfer and dissemination to new generations through education is closely connected with the development of higher education, as well as with the research and development that increasingly become a dominant factor in the economic development and in creating a knowledge-based economy.
BAD_LINE_M:Unapredivanje i stvaranje novih znanja i njihov transfer i širenje na nove generacije putem obrazovanja, blisko je vezano sa razvojem visokog obrazovanja, kao i istraživanjem i razvojem koji sve više postaju dominantan faktor u privrednom razvoju i stvaranju ekonomije zasnovane na znanju.
BAD_LINE_E:Improving and creation of new knowledge and its transfer and dissemination to new generations through education is closely connected with the development of higher education, as well as with the research and development that increasingly become a dominant factor in the economic development and in creating a knowledge-based economy.
BAD_LINE_E:Na ovaj način, znanju se omogućava da se uhvati u korak sa razvijenim novim tehnologijama i sa razvijenijim privredama. ~~~ Podršku znanju pružaju informaciono-komunikacione tehnologije. ~~~ Slika 1.
MATCH@M:(This economy is based on high quality intellectual resources and their profitability.===>Ova ekonomija zasniva se na veoma kvalitetnim intelektualnim resursima i njihovoj isplativosti.)
MATCH@E:(This economy is based on high quality intellectual resources and their profitability.===>Uticaj fizičkog, prirodnog i humanog kapitala na ekonomski proces i društveno bogatstvo Izvor:)
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BAD_LINE_M:This economy is based on high quality intellectual resources and their profitability.
BAD_LINE_M:Ova ekonomija zasniva se na veoma kvalitetnim intelektualnim resursima i njihovoj isplativosti.
BAD_LINE_E:This economy is based on high quality intellectual resources and their profitability.
BAD_LINE_E:Uticaj fizičkog, prirodnog i humanog kapitala na ekonomski proces i društveno bogatstvo Izvor:
MATCH@M:(In addition to generating innovation, knowledge can direct and define the orientation and flow of economic development.===>Znanje može, osim što stvara inovacije, da usmerava i odreduje pravac i tok ekonomskog razvoja.)
MATCH@E:(In addition to generating innovation, knowledge can direct and define the orientation and flow of economic development.===>Barbier B.Edward, The Role of Natural Resources in Economic Development, University of Wyoming, 2003, str. 255.)
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BAD_LINE_M:In addition to generating innovation, knowledge can direct and define the orientation and flow of economic development.
BAD_LINE_M:Znanje može, osim što stvara inovacije, da usmerava i odreduje pravac i tok ekonomskog razvoja.
BAD_LINE_E:In addition to generating innovation, knowledge can direct and define the orientation and flow of economic development.
BAD_LINE_E:Barbier B.Edward, The Role of Natural Resources in Economic Development, University of Wyoming, 2003, str. 255.
MATCH@M:(Similarly, knowledge and technological progress are linked to the reduction of budgetary deficits and the deregulation of policies, especially in the financial sector, in airline transportation and the electrical power supply sectors.===>Takode, znanje i tehnološki progres su povezani sa smanjivanjem budžetskih deficita i deregulacijom politika, narocito u finansijskom sektoru, avio-saobracaju i sektoru elektricne energije.)
MATCH@E:(Similarly, knowledge and technological progress are linked to the reduction of budgetary deficits and the deregulation of policies, especially in the financial sector, in airline transportation and the electrical power supply sectors.===>Fizički kapital (KP) se sastoji iz mašina, opreme, zgrada, alata i drugih investicionih dobara. ~~~ On se koristi u proizvodnji i utiče na nju i okruženje.)
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BAD_LINE_M:Similarly, knowledge and technological progress are linked to the reduction of budgetary deficits and the deregulation of policies, especially in the financial sector, in airline transportation and the electrical power supply sectors.
BAD_LINE_M:Takode, znanje i tehnološki progres su povezani sa smanjivanjem budžetskih deficita i deregulacijom politika, narocito u finansijskom sektoru, avio-saobracaju i sektoru elektricne energije.
BAD_LINE_E:Similarly, knowledge and technological progress are linked to the reduction of budgetary deficits and the deregulation of policies, especially in the financial sector, in airline transportation and the electrical power supply sectors.
BAD_LINE_E:Fizički kapital (KP) se sastoji iz mašina, opreme, zgrada, alata i drugih investicionih dobara. ~~~ On se koristi u proizvodnji i utiče na nju i okruženje.
MATCH@M:(Not all economies, however, have equal amount of resorces available.===>Medutim, sve privrede ne raspolažu istim nivoom resursa.)
MATCH@E:(Not all economies, however, have equal amount of resorces available.===>Bitno utiče na povećanje društvenog bogatstva.)
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BAD_LINE_M:Not all economies, however, have equal amount of resorces available.
BAD_LINE_M:Medutim, sve privrede ne raspolažu istim nivoom resursa.
BAD_LINE_E:Not all economies, however, have equal amount of resorces available.
BAD_LINE_E:Bitno utiče na povećanje društvenog bogatstva.
MATCH@M:(It is because of the differences in education, i.e., knowledge, competencies and skills of the country population that it is assumed that there is a development gap among countries.===>Smatra se da postoji jaz u razvoju izmedu zemalja upravo zbog razlike u obrazovanju, odnosno znanju, sposobnostima i veštinama stanovništva zemlje.)
MATCH@E:(It is because of the differences in education, i.e., knowledge, competencies and skills of the country population that it is assumed that there is a development gap among countries.===>Humani kapital (Kh) podrazumeva znanja, sposobnosti, veštine i umeća radne snage, neophodnih za proces proizvodnje, obezbeđuje istraživanje i razvoj koji vodi tehničkotehnološkim inovacijama i većem društvenom bogatstvu.)
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BAD_LINE_M:It is because of the differences in education, i.e., knowledge, competencies and skills of the country population that it is assumed that there is a development gap among countries.
BAD_LINE_M:Smatra se da postoji jaz u razvoju izmedu zemalja upravo zbog razlike u obrazovanju, odnosno znanju, sposobnostima i veštinama stanovništva zemlje.
BAD_LINE_E:It is because of the differences in education, i.e., knowledge, competencies and skills of the country population that it is assumed that there is a development gap among countries.
BAD_LINE_E:Humani kapital (Kh) podrazumeva znanja, sposobnosti, veštine i umeća radne snage, neophodnih za proces proizvodnje, obezbeđuje istraživanje i razvoj koji vodi tehničkotehnološkim inovacijama i većem društvenom bogatstvu.
MATCH@M:(Hence the implementation of knowledge, conditioned by technological change and innovation becomes an important development factor in each economy, which is the goal of many countries worldwide.===>Prema tome, primena znanja, uslovljena tehnološkim promenama i inovacijama, postaje znacajan faktor razvoja svake ekonomije, što je cilj mnogih zemalja sveta.)
MATCH@E:(Hence the implementation of knowledge, conditioned by technological change and innovation becomes an important development factor in each economy, which is the goal of many countries worldwide.===>Prirodni kapital (Kn) ili prirodni izvori su materijali i energetski iscrpivi inputi koji se koriste u proizvodnji.)
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BAD_LINE_M:Hence the implementation of knowledge, conditioned by technological change and innovation becomes an important development factor in each economy, which is the goal of many countries worldwide.
BAD_LINE_M:Prema tome, primena znanja, uslovljena tehnološkim promenama i inovacijama, postaje znacajan faktor razvoja svake ekonomije, što je cilj mnogih zemalja sveta.
BAD_LINE_E:Hence the implementation of knowledge, conditioned by technological change and innovation becomes an important development factor in each economy, which is the goal of many countries worldwide.
BAD_LINE_E:Prirodni kapital (Kn) ili prirodni izvori su materijali i energetski iscrpivi inputi koji se koriste u proizvodnji.
MATCH@M:(International institutions such as OECD, the World Bank, the United Nations and the European Union have developed their own methodologies and indicators to mark the extent to which economies have developed.===>Medunarodne institucije, kao što su OECD, Svetska banka, Ujedinjene nacije i Evropska unija, razvile su svoje metodologije i indikatore koji pokazuju koliko su privrede razvile svoju ekonomiju.)
MATCH@E:(International institutions such as OECD, the World Bank, the United Nations and the European Union have developed their own methodologies and indicators to mark the extent to which economies have developed.===>Pravilno usmeravan, prirodni kapital pruža podršku stanovništvu da putem ekologije doprinosi zdravlju stanovništva i siguran život, čime se povećava društveno bogatstvo.)
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BAD_LINE_M:International institutions such as OECD, the World Bank, the United Nations and the European Union have developed their own methodologies and indicators to mark the extent to which economies have developed.
BAD_LINE_M:Medunarodne institucije, kao što su OECD, Svetska banka, Ujedinjene nacije i Evropska unija, razvile su svoje metodologije i indikatore koji pokazuju koliko su privrede razvile svoju ekonomiju.
BAD_LINE_E:International institutions such as OECD, the World Bank, the United Nations and the European Union have developed their own methodologies and indicators to mark the extent to which economies have developed.
BAD_LINE_E:Pravilno usmeravan, prirodni kapital pruža podršku stanovništvu da putem ekologije doprinosi zdravlju stanovništva i siguran život, čime se povećava društveno bogatstvo.
MATCH@M:(They are oriented towards humane and social development indicators, towards measuring the development based on systemic, strategic and planned processes, on information-communication technologies and certain knowledge indices that have their roots in the indices of education, innovation, and the ICT and economic-institutional regime.===>Oni su usmereni na humane i društvene razvojne indikatore, zatim na merenje razvoja baziranom na sistemskim, strateškim i planskim procesima, na informaciono-komunikacio-nim tehnologijama i odredenim indeksima znanja koji imaju svoju osnovu u indeksu obrazovanja, inovacija i IKT i ekonomsko-institucionalnom režimu.)
MATCH@E:(They are oriented towards humane and social development indicators, towards measuring the development based on systemic, strategic and planned processes, on information-communication technologies and certain knowledge indices that have their roots in the indices of education, innovation, and the ICT and economic-institutional regime.===>Š1Ë Potrebno je da se sprovodi odgovarajuća ekonomska politika i uspostavi društveno-politički konsenzus da bi se koristile sve tri vrste kapitala u onoj meri u kojoj ostvaruju povećanje proizvodnje i društvenog bogatstva, a da istovremeno kapital u narednom periodu bude dostupan budućim generacijama.)
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BAD_LINE_M:They are oriented towards humane and social development indicators, towards measuring the development based on systemic, strategic and planned processes, on information-communication technologies and certain knowledge indices that have their roots in the indices of education, innovation, and the ICT and economic-institutional regime.
BAD_LINE_M:Oni su usmereni na humane i društvene razvojne indikatore, zatim na merenje razvoja baziranom na sistemskim, strateškim i planskim procesima, na informaciono-komunikacio-nim tehnologijama i odredenim indeksima znanja koji imaju svoju osnovu u indeksu obrazovanja, inovacija i IKT i ekonomsko-institucionalnom režimu.
BAD_LINE_E:They are oriented towards humane and social development indicators, towards measuring the development based on systemic, strategic and planned processes, on information-communication technologies and certain knowledge indices that have their roots in the indices of education, innovation, and the ICT and economic-institutional regime.
BAD_LINE_E:Š1Ë Potrebno je da se sprovodi odgovarajuća ekonomska politika i uspostavi društveno-politički konsenzus da bi se koristile sve tri vrste kapitala u onoj meri u kojoj ostvaruju povećanje proizvodnje i društvenog bogatstva, a da istovremeno kapital u narednom periodu bude dostupan budućim generacijama.
MATCH@M:(There also are other indicators that show the development of the knowledge-based economy.===>Postoje i drugi indikatori koji pokazuju razvoj ekonomije zasnovane na znanju.)
MATCH@E:(Š14, p.6Ë There also are other indicators that show the development of the knowledge-based economy.===>Predviđanje, evaluacija i izbor mogućeg kursa za ostvarivanje ovog cilja nije lak i jednostavan proces.)
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BAD_LINE_M:There also are other indicators that show the development of the knowledge-based economy.
BAD_LINE_M:Postoje i drugi indikatori koji pokazuju razvoj ekonomije zasnovane na znanju.
BAD_LINE_E:Š14, p.6Ë There also are other indicators that show the development of the knowledge-based economy.
BAD_LINE_E:Predviđanje, evaluacija i izbor mogućeg kursa za ostvarivanje ovog cilja nije lak i jednostavan proces.
MATCH@M:(These are: investments into research and development, investments into the higher education system, i.e., capital (researchers and doctorands), capacities and quality of the education system (costs of education and life-long learning), e-government (purchasing new equipment and modernization of public services), work productivity, implementation of information-communication technologies, etc.===>To su: investicije u istraživanje i razvoj, investicije u visokoobrazovni sistem, odnosno kapital (istraživaci i doktoranti), kapaciteti i kvalitet obrazovanog sistema (troškovi obrazovanja i ucenja tokom celog života), e-vlada (kupovina nove opreme i modernizacija javnih usluga), produktivnost rada, upotreba informaciono-komunikacionih tehnologija itd.)
MATCH@E:(These are: investments into research and development, investments into the higher education system, i.e., capital (researchers and doctorands), capacities and quality of the education system (costs of education and life-long learning), e-government (purchasing new equipment and modernization of public services), work productivity, implementation of information-communication technologies, etc.===>Bez adekvatnih ekonomskih politika i strategije razvoja i aktivne uloge države, male su šanse za odgovor na sve veću ekonomsku i tehnološku složenost povećanja društvenog bogatstva. ~~~ Ekonomskim politikama potrebno je da se unaprede i održe poslovne aktivnosti i profitabilni ekonomski procesi.)
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BAD_LINE_M:These are: investments into research and development, investments into the higher education system, i.e., capital (researchers and doctorands), capacities and quality of the education system (costs of education and life-long learning), e-government (purchasing new equipment and modernization of public services), work productivity, implementation of information-communication technologies, etc.
BAD_LINE_M:To su: investicije u istraživanje i razvoj, investicije u visokoobrazovni sistem, odnosno kapital (istraživaci i doktoranti), kapaciteti i kvalitet obrazovanog sistema (troškovi obrazovanja i ucenja tokom celog života), e-vlada (kupovina nove opreme i modernizacija javnih usluga), produktivnost rada, upotreba informaciono-komunikacionih tehnologija itd.
BAD_LINE_E:These are: investments into research and development, investments into the higher education system, i.e., capital (researchers and doctorands), capacities and quality of the education system (costs of education and life-long learning), e-government (purchasing new equipment and modernization of public services), work productivity, implementation of information-communication technologies, etc.
BAD_LINE_E:Bez adekvatnih ekonomskih politika i strategije razvoja i aktivne uloge države, male su šanse za odgovor na sve veću ekonomsku i tehnološku složenost povećanja društvenog bogatstva. ~~~ Ekonomskim politikama potrebno je da se unaprede i održe poslovne aktivnosti i profitabilni ekonomski procesi.
MATCH@M:(Investments into education can contribute to achieving a sustainable and long-term economic growth and development, due to the development of human capital employed in creating, implementation and adjustment of technologies.===>Investiranje u obrazovanje može doprineti ostvarivanju održivog i dugorocnog ekonomskog rasta i razvoja, zbog razvoja humanog kapitala koji se koristi za kreiranje, upotrebu i adaptaciju tehnologija.)
MATCH@E:(Š2Ë Investments into education can contribute to achieving a sustainable and long-term economic growth and development, due to the development of human capital employed in creating, implementation and adjustment of technologies.===>Potrebno je da se poveća zaposlenost ali i nivo znanja, koji će stimulisati razvoj novih proizvoda i procesa, i na taj način poveća produktivnost, proizvodnja i nivo društvenog bogatstva.)
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BAD_LINE_M:Investments into education can contribute to achieving a sustainable and long-term economic growth and development, due to the development of human capital employed in creating, implementation and adjustment of technologies.
BAD_LINE_M:Investiranje u obrazovanje može doprineti ostvarivanju održivog i dugorocnog ekonomskog rasta i razvoja, zbog razvoja humanog kapitala koji se koristi za kreiranje, upotrebu i adaptaciju tehnologija.
BAD_LINE_E:Š2Ë Investments into education can contribute to achieving a sustainable and long-term economic growth and development, due to the development of human capital employed in creating, implementation and adjustment of technologies.
BAD_LINE_E:Potrebno je da se poveća zaposlenost ali i nivo znanja, koji će stimulisati razvoj novih proizvoda i procesa, i na taj način poveća produktivnost, proizvodnja i nivo društvenog bogatstva.
MATCH@M:(It is in this way that knowledge can “catch up“ with the new technologies developed and consequently with developed economies.===>Na ovaj nacin, znanju se omogucava da se „uhvati u korak“ sa razvijenim novim tehnologijama i sa razvijenijim privredama.)
MATCH@E:(It is in this way that knowledge can catch up with the new technologies developed and consequently with developed economies.===>Š13Ë Razvijene ekonomije su svoj rast i razvoj bazirale na znanju, koje stvara inovacije.)
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BAD_LINE_M:It is in this way that knowledge can “catch up“ with the new technologies developed and consequently with developed economies.
BAD_LINE_M:Na ovaj nacin, znanju se omogucava da se „uhvati u korak“ sa razvijenim novim tehnologijama i sa razvijenijim privredama.
BAD_LINE_E:It is in this way that knowledge can catch up with the new technologies developed and consequently with developed economies.
BAD_LINE_E:Š13Ë Razvijene ekonomije su svoj rast i razvoj bazirale na znanju, koje stvara inovacije.
MATCH@M:(The support to knowledge is ensured by information-communication technologies.===>Podršku znanju pružaju informaciono-komunikacione tehnologije.)
MATCH@E:(The support to knowledge is ensured by information-communication technologies.===>Inovacije su ostvarene boljom zaštitom intelektualnih prava, razvojem finan 3.)
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BAD_LINE_M:The support to knowledge is ensured by information-communication technologies.
BAD_LINE_M:Podršku znanju pružaju informaciono-komunikacione tehnologije.
BAD_LINE_E:The support to knowledge is ensured by information-communication technologies.
BAD_LINE_E:Inovacije su ostvarene boljom zaštitom intelektualnih prava, razvojem finan 3.
MATCH@M:(The information communication technologies play an important role in building the knowledge-based economy and the information society.===>Informaciono-komunikacione tehnologije imaju znacajnu ulogu u izgradnji ekonomije zasnovane na znanju i in-formacionog društva.)
MATCH@E:(3. ~~~ European information society and knowledge-based economy The information communication technologies play an important role in building the knowledge-based economy and the information society.===>Evropsko informaciono društvo i ekonomija zasnovana na znanju Informaciono-komunikacione tehnologije imaju značajnu ulogu u izgradnji ekonomije zasnovane na znanju i informacionog društva.)
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BAD_LINE_M:The information communication technologies play an important role in building the knowledge-based economy and the information society.
BAD_LINE_M:Informaciono-komunikacione tehnologije imaju znacajnu ulogu u izgradnji ekonomije zasnovane na znanju i in-formacionog društva.
BAD_LINE_E:3. ~~~ European information society and knowledge-based economy The information communication technologies play an important role in building the knowledge-based economy and the information society.
BAD_LINE_E:Evropsko informaciono društvo i ekonomija zasnovana na znanju Informaciono-komunikacione tehnologije imaju značajnu ulogu u izgradnji ekonomije zasnovane na znanju i informacionog društva.
MATCH@M:(The information society is a synonym to information-communication technologies (ICT).===>Informaciono društvo je sinonim za informaciono-komunikacione tehnologije (IKT).)
MATCH@E:(The information society is a synonym to information-communication technologies (ICT).===>Informaciono društvo je sinonim za informaciono-komunikacione tehnologije (IKT).)
MATCH@M:(A result of a fast development, implementation and impact upon all the spheres of society and economy in the course of 1990s, the idea for creating an information society emerged.===>Zbog naglog razvoja, primene i uticaja na sve sfere društva i privrede tokom devedesetih godina XX veka, nastala je ideja o stvaranju informacionog društva.)
MATCH@E:(A result of a fast development, implementation and impact upon all the spheres of society and economy in the course of 1990s, the idea for creating an information society emerged.===>Zbog naglog razvoja, primene i uticaja na sve sfere društva i privrede tokom devedesetih godina XX veka, nastala je ideja o stvaranju informacionog društva.)
MATCH@M:(This period is car-acterised by an electronic exchange of information, convergence towards digital technologies, an exponential growth of the Internet and opening of the telecommunication market.===>U ovom periodu je vršena elektronska razmena informacija, konvergencija prema digitalnim tehnologijama, eksponencijalni rast Interneta i otvaranje tržišta telekomunikacija.)
MATCH@E:(This period is caracterised by an electronic exchange of information, convergence towards digital technologies, an exponential growth of the Internet and opening of the telecommunication market.===>U ovom periodu je vršena elektronska razmena informacija, konvergencija prema digitalnim tehnologijama, eksponencijalni rast Interneta i otvaranje tržišta telekomunikacija.)
MATCH@M:(For an information society and a knowledge-based economy to be created it required a further ICT development and implementation.===>Za stvaranje informacionog društva i ekonomije zasnovane na znanju bio je neophodan dalji razvoj i primena IKT.)
MATCH@E:(For an information society and a knowledge-based economy to be created it required a further ICT development and implementation.===>Za stvaranje informacionog društva i ekonomije zasnovane na znanju bio je neophodan dalji razvoj i primena IKT.)
MATCH@M:(In order that the production and implementation of new, knowledge-based technologies should be increased, it is important that structural changes be conducted, and this is accomplished through the following structural factors.===>Da bi se povecala proizvodnja i upotreba novih tehnologija koje su zasnovane na znanju, veoma je znacajno sprovodenje strukturnih promena, koje se ostvaruju putem sledecih strukturnih faktora.)
MATCH@E:(In order that the production and implementation of new, knowledgebased technologies should be increased, it is important that structural changes be conducted, and this is accomplished through the following structural factors.===>Da bi se povećala proizvodnja i upotreba novih tehnologija koje su zasnovane na znanju, veoma je značajno sprovođenje strukturnih promena, koje se ostvaruju putem sledećih strukturnih faktora.)
MATCH@M:(1)	Flexibility of goods market is necessary, including the market regulation, low costs of market entrance and exit, a competitive environment that will ensure the necessary incentives to companies to invest into and implement innovative technologies and increase innovation.===>1)	Neophodna je fleksibilnost tržišta proizvoda, ukljucujuci regulaciju tržišta, niske troškove ulaska i izlaska sa tržišta, konkurentno okruženje koje ce omoguciti potrebne podsticaje preduzecima da investiraju i koriste inovativne tehnologije i povecaju inovacije.)
MATCH@E:(Š5Ë 1) Flexibility of goods market is necessary, including the market regulation, low costs of market entrance and exit, a competitive environment that will ensure the necessary incentives to companies to invest into and implement innovative technologies and increase innovation. ~~~ 2) Relevant is the implementation of efficient innovation systems meant to reduce the gap between the EU and the USA.===>Š5Ë 1) Neophodna je fleksibilnost tržišta proizvoda, uključujući regulaciju tržišta, niske troškove ulaska i izlaska sa tržišta, konkurentno okruženje koje će omogućiti potrebne podsticaje preduzećima da investiraju i koriste inovativne tehnologije i povećaju inovacije. 2) Relevantna je implementacija efikasnih inovativnih sistema koja će smanjiti gep između EU i SAD.)
MATCH@M:(The American innovation system is efficient in linking various participants, is of good quality and invests into knowledge sectors.===>Americki sistem inovacija dobro povezuje razlicite ucesnike, dobrog je kvaliteta i vecih ulaganja u sektore znanja.)
MATCH@E:(The American innovation system is efficient in linking various participants, is of good quality and invests into knowledge sectors.===>Američki sistem inovacija dobro povezuje različite učesnike, dobrog je kvaliteta i većih ulaganja u sektore znanja.)
MATCH@M:(This system offers direct resources to the sectors of new and high technologies.===>Ovaj sistem omogucava direktne izvore sektorima novih i visokih tehnologija.)
MATCH@E:(This system offers direct resources to the sectors of new and high technologies.===>Ovaj sistem omogućava direktne izvore sektorima novih i visokih tehnologija.)
MATCH@M:(On the microeconomic level, the main component of an efficient innovation system is the entrepreneur culture.===>Na mikroekonom-skom nivou, glavna komponenta efikasnog sistema inovacija je kultura preduzetnika.)
MATCH@E:(On the microeconomic level, the main component of an efficient innovation system is the entrepreneur culture.===>Na mikroekonomskom nivou, glavna komponenta efikasnog sistema inovacija je kultura preduzetnika.)
MATCH@M:(In order that a company be innovative, it has to recognize the opportunities and chances on the market, respond in an innovative manner and possess a large knowledge base.===>Da bi preduzece bilo inovativno, ono mora da prepoznaje mogucnosti i šanse na tržištu, odgovori inovativno i da ima veliku bazu znanja.)
MATCH@E:(In order that a company be innovative, it has to recognize the opportunities and chances on the market, respond in an innovative manner and possess a large knowledge base.===>Da bi preduzeće bilo inovativno, ono mora da prepoznaje mogućnosti i šanse na tržištu, odgovori inovativno i da ima veliku bazu znanja.)
MATCH@M:(An inadequate employment policy can have a negative impact upon the company reorganization, upon new technologies implementation, as well as upon the skilled labour force migrations.===>Neadekvatna politika zapošljavanja može uticati negativno na reorganizaciju predu-zeca, primenu novih tehnologija i migraciju kvalifiko-vane radne snage.)
MATCH@E:(An inadequate employment policy can have a negative impact upon the company reorganization, upon new technologies implementation, as well as upon the skilled labour force migrations.===>Neadekvatna politika zapošljavanja može uticati negativno na reorganizaciju preduzeća, primenu novih tehnologija i migraciju kvalifikovane radne snage.)
MATCH@M:(The ICT sector and all the companies that implement ICT have a highly trained labour force (scientists and engineers).===>Sektor IKT i sva preduzeca koja implementiraju IKT imaju visokoobrazovanu radnu snagu (naucnike i inženjere).)
MATCH@E:(The ICT sector and all the companies that implement ICT have a highly trained labour force (scientists and engineers).===>Sektor IKT i sva preduzeća koja implementiraju IKT imaju visokoobrazovanu radnu snagu (naučnike i inženjere).)
MATCH@M:(There is an increasing percentage of labour force that command an equally increasing knowledge and skills required that the ICT should be implemented correctly.===>Sve je veci procenat radne snage koja raspolaže sve vecim znanjem i veštinama potrebnim za upotrebu IKT.)
MATCH@E:(There is an increasing percentage of labour force Š11Ë that command an equally increasing knowledge and skills required that the ICT should be implemented correctly.===>Sve je veći procenat radne snage Š11Ë koja raspolaže sve ve ćim znanjem i veštinama potrebnim za upotrebu IKT.)
MATCH@M:(Education and various forms of training are essential for the ICT implementation.===>Obrazovanje i razliciti treninzi su neophodni da bi se koristile IKT.)
MATCH@E:(Education and various forms of training are essential for the ICT implementation.===>Obrazovanje i različiti treninzi su neophodni da bi se koristile IKT.)
MATCH@M:(In addition to these factors, the successful implementation of ICT depends on the factors related to both the ICT sector and public policies.===>Pored ovih faktora, za uspešnu implementaciju IKT potrebni su i faktori koji su povezani sa sektorom IKT i sa javnim politikama.)
MATCH@E:(In addition to these factors, the successful implementation of ICT depends on the factors related to both the ICT sector and public policies.===>Pored ovih faktora, za uspešnu implementaciju IKT potrebni su i faktori koji su povezani sa sektorom IKT i sa javnim politikama.)
MATCH@M:(1)	The ICT sector that has an impact upon the productivity growth via technological change.===>1)	Sektor IKT koji utice na rast produktivnosti putem tehnoloških promena.)
MATCH@E:(These are: 1) The ICT sector that has an impact upon the productivity growth via technological change.===>To su: ~~~ 1) Sektor IKT koji utiče na rast produktivnosti putem tehnoloških promena.)
MATCH@M:(The sector generates innovation and invests into knowledge, research and development.===>Sektor stvara inovacije i investira u znanje, istraživanje i razvoj.)
MATCH@E:(The sector generates innovation and invests into knowledge, research and development.===>Sektor stvara inovacije i investira u znanje, istraživanje i razvoj.)
MATCH@M:(Investments into research and devel-opement are larger here than in any other sector.===>U ovom sektoru investicije u istraživanje i razvoj su znatno vece nego u drugim sektorima.)
MATCH@E:(Investments into research and developement are larger here than in any other sector.===>U ovom sektoru investicije u istraživanje i razvoj su znatno veće nego u drugim sektorima.)
MATCH@M:(The legal framework and the regulations of the electronic exchange of information, i.e., communication, is important for the creation of the European unified ICT market.===>Pravni okviri i regulative elektronske razmene informacija, odnosno, komunikacija su bitni za stvaranje evropskog jedinstvenog tržišta IKT.)
MATCH@E:(The legal framework and the regulations of the electronic exchange of information, i.e., communication, is important for the creation of the European unified ICT market.===>Pravni okviri i regulative elektronske razmene informacija, odnosno, komunikacija su bitni za stvaranje evropskog jedinstvenog tržišta IKT.)
MATCH@M:(These firms are a major source of new jobs, entrepreneurship and innovation, however, they lag in the ICT implementation.===>Ova preduzeca su glavni izvor radnih mesta, preduzetništva i inovacija, ali ona zaostaju u primeni IKT.)
MATCH@E:(These firms are a major source of new jobs, entrepreneurship and innovation, however, they lag in the ICT implementation.===>Ova preduzeća su glavni izvor radnih mesta, preduzetništva i inovacija, ali ona zaostaju u primeni IKT.)
MATCH@M:(In the 2000s, the EU encountered a problem of economic growth and unemployment.===>Tokom dvehiljaditih godina, EU je imala problem sa ekonomskim rastom i nezaposlenošcu.)
MATCH@E:(In the 2000s, the EU encountered a problem of economic growth and unemployment.===>Tokom dvehiljaditih godina, EU je imala problem sa ekonomskim rastom i nezaposlenošću.)
MATCH@M:(The solution was to create conditions for a dynamic growth, one that was to increase employment, offer an opportunity for the progress of all members of the society and increase the standard of living, and these should be achieved by the adoption of the Lisbon Strategy, meant to build the EU into an information society and a knowledge-based society.===>Rešenje je bilo da se stvore uslovi za dinamican rast, koji ce povecati zaposlenost, pružiti mogucnost napretka za sve clanove društva i povecati životni standard, a to bi trebalo da se postigne usvajanjem strategije, Lisabonske strategije, kojom ce se ostvariti da EU postane informaciono društvo i ekonomija zasnovana na znanju.)
MATCH@E:(The solution was to create conditions for a dynamic growth, one that was to increase employment, offer an opportunity for the progress of all members of the society and increase the standard of living, and these should be achieved by the adoption of the Lisbon Strategy, meant to build the EU into an information society and a knowledge-based society. ~~~ 4.===>Rešenje je bilo da se stvore uslovi za dinamičan rast, koji će povećati zaposlenost, pružiti mogućnost napretka za sve članove društva i povećati životni standard, a to bi trebalo da se postigne usvajanjem strategije, Lisabonske strategije, kojom će se ostvariti da EU postane informaciono društvo i ekonomija zasnovana na znanju. 4.)
MATCH@M:(Modern strategies are becoming the basis of the so-called new economy.===>Savremene tehnologije postaju osnov tzv. nove ekonomije.)
MATCH@E:(Lisbon strategy Modern strategies are becoming the basis of the socalled new economy.===>Lisabonska strategija Savremene tehnologije postaju osnov tzv. nove ekonomije.)
MATCH@M:(The idea of this economy is that developed economies should achieve high economic growth rates, reducing inflation and unemployment along the way.===>Ideja ove ekonomije je da razvijene privrede ostvaruju visoke stope ekonomskog rasta, istovremeno smanjujuci inflaciju i nezaposlenost.)
MATCH@E:(The idea of this economy is that developed economies should achieve high economic growth rates, reducing inflation and unemployment along the way.===>Ideja ove ekonomije je da razvijene privrede ostvaruju visoke stope ekonomskog rasta, istovremeno smanjujući inflaciju i nezaposlenost.)
MATCH@M:(A fast development of the Internet made people neglect the ICT for a while.===>Nagli razvoj Interneta skrenuo je pažnju sa IKT.)
MATCH@E:(A fast development of the Internet made people neglect the ICT for a while.===>Nagli razvoj Interneta skrenuo je pažnju sa IKT.)
MATCH@M:(New technologies, however, continue to contribute to the economy development.===>Medutim, nove tehnologije nastavljaju da doprinose ostvarivanju razvoja privreda.)
MATCH@E:(New technologies, however, continue to contribute to the economy development.===>Međutim, nove tehnologije nastavljaju da doprinose ostvarivanju razvoja privreda.)
MATCH@M:(The ICT are considered to be the general purpose technologies.===>IKT se smatraju tehnologijama opšte namene.)
MATCH@E:(The ICT are considered to be the general purpose technologies.===>IKT se smatraju tehnologijama opšte namene.)
MATCH@M:(They are present in economic processes and affect economic efficiency in various ways and in different sectors.===>Prisutne su u ekonomskim procesima i uticu na ekonomsku efikasnost na razlicite nacine i u razlicitim sektorima.)
MATCH@E:(They are present in economic processes and affect economic efficiency in various ways and in different sectors.===>Prisutne su u ekonomskim procesima i utiču na ekonomsku efikasnost na različite načine i u razli čitim sektorima.)
MATCH@M:(A gradual adoption and implementation of structural changes helps achieve certain economic performance.===>Postepenim usvajanjem i primenom strukturnih promena, postižu se odredene ekonomske performanse.)
MATCH@E:(A gradual adoption and implementation of structural changes helps achieve certain economic performance.===>Postepenim usvajanjem i primenom strukturnih promena, postižu se određene ekonomske performanse.)
MATCH@M:(In order that it should improve its economic performance and reduce a gap between the European and the American economies, the european Union creates a so-called electronic Europe and implements the Lisbon Strategy.===>Da bi poboljšala svoje ekonomske performanse i smanjila gep izmedu evropske i americke privrede, Evropska unija stvara tzv. elektronsku Evropu i primenjuje Lisabonsku strategiju.)
MATCH@E:(In order that it should improve its economic performance and reduce a gap between the European and the American economies, the european Union creates a so-called electronic Europe and implements the Lisbon Strategy.===>Da bi poboljšala svoje ekonomske performanse i smanjila gep između evropske i američke privrede, Evropska unija stvara tzv. elektronsku Evropu i primenjuje Lisabonsku strategiju.)
MATCH@M:(The implementation of economic reforms improves the competitiveness of European economies.===>Sprovodenjem ekonomskih reformi unapreduje se konkurentnost evropskih privreda.)
MATCH@E:(The implementation of economic reforms improves the competitiveness of European economies.===>Sprovođenjem ekonomskih reformi unapređuje se konkurentnost evropskih privreda.)
MATCH@M:(The increase in employment is the best way for the European Union to increase productivity, achieve economic growth, increase the human potential and create more jobs.===>Povecanje zaposlenosti je najbolji nacin da Evropska unija poveca produktivnost, ostvari ekonomski rast, poveca humani potencijal i obezbedi više radnih mesta.)
MATCH@E:(The increase in employment is the best way for the European Union to increase productivity, achieve economic growth, increase the human potential and create more jobs.===>Povećanje zaposlenosti je najbolji način da Evropska unija poveća produktivnost, ostvari ekonomski rast, poveća humani potencijal i obezbedi više radnih mesta.)
MATCH@M:(Economic reforms include the implementation of various measures, from the market liberalization, to the promotion and development of the small and mediumsized enterprise sector, entrepreneurship and innovation, to the reduction in legal regulations that enhance the flow of economic activities.===>Ekonomske reforme podrazumevaju sprovodenje razlicitih mera, od liberalizacije tržišta, preko promocije i podrške razvoju sektora malih i srednjih preduzeca, pred-uzetništva i inovacija, do smanjivanja pravnih regulativa koje pospešuju obavljanje privredne aktivnosti.)
MATCH@E:(Economic reforms include the implementation of various measures, from the market liberalization, to the promotion and development of the small and mediumsized enterprise sector, entrepreneurship and innovation, to the reduction in legal regulations that enhance the flow of economic activities.===>Ekonomske reforme podrazumevaju sprovođenje različitih mera, od liberalizacije tržišta, preko promocije i podrške razvoju sektora malih i srednjih preduzeća, preduzetništva i inovacija, do smanjivanja pravnih regulativa koje pospešuju obavljanje privredne aktivnosti.)
MATCH@M:(In order to implement economic reforms and become the world’s most competitive economy as well as a knowledge-based economy by 2010, the European Union adopts the so-called Lisbon Strategy (also known in literature as the Lisbon Agenda or the Lisbon Proposition) in 2000.===>Da bi sprovela ekonomske reforme i postala do 2010. godine najkonkurentnija privreda na svetu i ekonomija zasnovana na znanju, Evropska unija 2000. godine donosi tzv. Lisabonsku strategiju (u literaturi poznata i kao Lisabonska agenda ili Lisabonski predlog).)
MATCH@E:(In order to implement economic reforms and become the worlds most competitive economy as well as a knowledge-based economy by 2010, the European Union adopts the so-called Lisbon Strategy (also known in literature as the Lisbon Agenda or the Lisbon Proposition) in 2000.===>Da bi sprovela ekonomske reforme i postala do 2010. godine najkonkurentnija privreda na svetu i ekonomija zasnovana na znanju, Evropska unija 2000. godine donosi tzv. Lisabonsku strategiju (u literaturi poznata i kao Lisabonska agenda ili Lisabonski predlog).)
MATCH@M:(Since 2000, the EU achieved a considerable progress in implementing economic reforms.===>Od 2000. godine, EU je imala znacajan progres u sprovo-denju ekonomskih reformi.)
MATCH@E:(Since 2000, the EU achieved a considerable progress in implementing economic reforms.===>Od 2000. godine, EU je imala značajan progres u sprovođenju ekonomskih reformi.)
MATCH@M:(In the five-year period markets have been opened for telecommunications, network industries and financial services, over a million new jobs were created and various opportunities for households all over Europe emerged.===>U periodu od pet godina otvorena su tržišta za telekomunikacije, mrežne industrije i finansijske usluge, otvoreno je preko milion novih radnih mesta i stvorene razlicite mogucnosti za domacinstva širom Evrope.)
MATCH@E:(In the five-year period markets have been opened for telecommunications, network industries and financial services, over a million new jobs were created and various opportunities for households all over Europe emerged.===>U periodu od pet godina otvorena su tržišta za telekomunikacije, mrežne industrije i finansijske usluge, otvoreno je preko milion novih radnih mesta i stvorene različite mogućnosti za domaćinstva širom Evrope.)
MATCH@M:(There was a need, however, that this process be ac-cellerated in order that the goals set should be achieved by 2010.===>Medutim, postojala je potreba da se ovaj proces ubrza da bi se postavljeni ciljevi ostvarili do 2010. godine.)
MATCH@E:(Š4Ë There was a need, however, that this process be accellerated in order that the goals set should be achieved by 2010.===>Š4Ë Međutim, postojala je potreba da se ovaj proces ubrza da bi se postavljeni ciljevi ostvarili do 2010. godine.)
MATCH@M:(The critics stressed that goals were defined too broadly, that programmes were too voluminous, that coordination was insufficient and that the priorities of the development of some EU countries were inadequate, especially from the point of view of the public debt and the GDP.===>Ovaj izveštaj je pokazao da postavljeni ciljevi nisu ostvareni u meri u kojoj su ocekivani i planirani. Kritika je bila usmerena na preširoko definisanje ciljeva, preobimne programe, nedovoljnu koordinaciju i neodgovarajuce prioritete razvoja pojedinih zemalja clanica EU, posebno sa stanovišta javnog duga i GDP-a.)
MATCH@E:(The critics stressed that goals were defined too broadly, that programmes were too voluminous, that coordination was insufficient and that the priorities of the development of some EU countries were inadequate, especially from the point of view of the public debt and the GDP.===>Kritika je bila usmerena na preširoko definisanje ciljeva, preobimne programe, nedovoljnu koordinaciju i neodgovarajuće prioritete razvoja pojedinih zemalja članica EU, posebno sa stanovišta javnog duga i GDP-a.)
BAD_LINE_=============================================================
BAD_LINE_M:The critics stressed that goals were defined too broadly, that programmes were too voluminous, that coordination was insufficient and that the priorities of the development of some EU countries were inadequate, especially from the point of view of the public debt and the GDP.
BAD_LINE_M:Ovaj izveštaj je pokazao da postavljeni ciljevi nisu ostvareni u meri u kojoj su ocekivani i planirani. Kritika je bila usmerena na preširoko definisanje ciljeva, preobimne programe, nedovoljnu koordinaciju i neodgovarajuce prioritete razvoja pojedinih zemalja clanica EU, posebno sa stanovišta javnog duga i GDP-a.
BAD_LINE_E:The critics stressed that goals were defined too broadly, that programmes were too voluminous, that coordination was insufficient and that the priorities of the development of some EU countries were inadequate, especially from the point of view of the public debt and the GDP.
BAD_LINE_E:Kritika je bila usmerena na preširoko definisanje ciljeva, preobimne programe, nedovoljnu koordinaciju i neodgovarajuće prioritete razvoja pojedinih zemalja članica EU, posebno sa stanovišta javnog duga i GDP-a.
MATCH@M:(Besides, the allocation of responsibility among national economies and European institutions was not clearly defined.===>Sem toga, podela odgovornosti izmedu nacionalnih privreda i evropskih institucija nije bila jasno definisana.)
MATCH@E:(Besides, the allocation of responsibility among national economies and European institutions was not clearly defined.===>Sem toga, podela odgovornosti između nacionalnih privreda i evropskih institucija nije bila jasno definisana.)
MATCH@M:(Different levels of reform implementation were achieved simultaneously among the EU countries.===>Istovremeno su ostvareni razliciti stepeni sprovodenja reformi izmedu zemalja EU.)
MATCH@E:(Different levels of reform implementation were achieved simultaneously among the EU countries.===>Istovremeno su ostvareni različiti stepeni sprovođenja reformi između zemalja EU.)
MATCH@M:(Nevertheless, the authors of the Report pleaded for the pursuing of the same set goals.===>I pored toga, autori ovog izveštaja su se zalagali za sprovodenje istih postavljenih ciljeva.)
MATCH@E:(Nevertheless, the authors of the Report pleaded for the pursuing of the same set goals.===>I pored toga, autori ovog izveštaja su se zalagali za sprovođenje istih postavljenih ciljeva.)
MATCH@M:(The reforms meant to be accomplished remained the same: a relatively flexible labour market, i.e., improvement and recruitment of highly skilled staff in order that a higher employment rate should be achieved; in this way a stronger competition and a regulation reform will be achieved; creating favourable conditions of business climate and firms’ profitability in business operations as well as innovation implementation; creating a relatively dynamic and competitive unified market, characterised by a liberalization of services and a new strategic approach that means the implementation of the ruling regulations, a proactive approach to competitive policy, the introduction of competition in public tenders and the reforms in state aid; the liberalization of foreign trade and ensuring economic conditions for sustainable development, as well as environmental protection, more precisely, the promotion of eco-efficient innovation and an economic and social progress in environmental protection.===>Reforme koje je trebalo da se ostvare i dalje su ostale iste: relativno fleksibilno tržište rada, odnosno unapredenje i angažovanje kadrova visoke kvalifikovanosti u cilju postizanja vece stope zaposlenosti; na taj nacin bi se ostvarila snažnija konkurencija i reforma regulativa; stvaranje povoljnih uslova poslovne klime i profitabil-nosti poslovanja preduzeca kao i primena inovacija; stvaranje relativno dinamicnog i konkurentnog jedinstvenog tržišta, na kome je prisutna liberalizacija usluga i novi strateški pristup koji podrazumeva implementaciju postojecih regulativa, proaktivan pristup konkurentnoj politici, uvodenje konkurencije u javnim tende-rima i reforme pri pružanju državne pomoci; liberalizacija spoljne trgovine i obezbedivanje privrednih uslova za održivi razvoj, kao i zaštita prirodne okoline, tacnije, promocija eko-efikasnih inovacija i ekonomski i društveni progres u zaštiti prirodne sredine.)
MATCH@E:(The reforms meant to be accomplished remained the same: a relatively flexible labour market, i.e., improvement and recruitment of highly skilled staff in order that a higher employment rate should be achieved; in this way a stronger competition and a regulation reform will be achieved; creating favourable conditions of business climate and firms profitability in business operations as well as innovation implementation; creating a relatively dynamic and competitive unified market, characterised by a liberalization of services and a new strategic approach that means the implementation of the ruling regulations, a proactive approach to competitive policy, the introduction of competition in public tenders and the reforms in state aid; the liberalization of foreign trade and ensuring economic conditions for sustainable development, as well as environmental protection, more precisely, the promotion of eco-efficient innovation and an economic and social progress in environmental protection.===>Reforme koje je trebalo da se ostvare i dalje su ostale iste: relativno fleksibilno tržište rada, odnosno unapređenje i angažovanje kadrova visoke kvalifikovanosti u cilju postizanja veće stope zaposlenosti; na taj način bi se ostvarila snažnija konkurencija i reforma regulativa; stvaranje povoljnih uslova poslovne klime i profitabil nosti poslovanja preduzeća kao i primena inovacija; stvaranje relativno dinamičnog i konkurentnog jedinstvenog tržišta, na kome je prisutna liberalizacija usluga i novi strateški pristup koji podrazumeva implementaciju postojećih regulativa, proaktivan pristup konkurentnoj politici, uvođenje konkurencije u javnim tenderima i reforme pri pružanju državne pomoći; liberalizacija spoljne trgovine i obezbeđivanje privrednih uslova za održivi razvoj, kao i zaštita prirodne okoline, tačnije, promocija eko-efikasnih inovacija i ekonomski i društveni progres u zaštiti prirodne sredine.)
MATCH@M:(The strategy has a complex structure, since it includes varied and numerous goals and activities, as well as an ambiguous allocation of responsibilities and tasks, especially between the EU and its member-states.===>Strategija ima složenu strukturu, jer sadrži razlicite i mnogobrojne ciljeve i akcije, kao i nejasnu podelu odgovornosti i zadataka, narocito izmedu EU i država.)
MATCH@E:(The strategy has a complex structure, since it includes varied and numerous goals and activities, as well as an ambiguous allocation of responsibilities and tasks, especially between the EU and its member-states.===>Strategija ima složenu strukturu, jer sadrži različite i mnogobrojne ciljeve i akcije, kao i nejasnu podelu odgovornosti i zadataka, naročito između EU i država.)
MATCH@M:(The goal is to understand and overcome the weaknesses in the reform implementation, as well as to reduce the gap between the American and the European, but also an increasingly strong Asian economies by achieving the set goals.===>Cilj je da se sagledaju nedostaci u sprovodenju reformi i da se oni otklone, kao i da se sprovodenjem postavljenih ciljeva smanji gep izmedu evropske i americke, ali i sve jace azijske privrede.)
MATCH@E:(The goal is to understand and overcome the weaknesses in the reform implementation, as well as to reduce the gap between the American and the European, but also an increasingly strong Asian economies by achieving the set goals.===>Cilj je da se sagledaju nedostaci u sprovođenju reformi i da se oni otklone, kao i da se sprovođenjem postavljenih ciljeva smanji gep između evropske i američke, ali i sve jače azijske privrede.)
MATCH@M:(The major goal of a revised Lisbon Strategy is sustainable development, economic growth and an increase in the employment rate.===>Revidirana Lisabonska strategija ima glavni cilj održivi razvoj, ekonomski rast i po-vecanje stope zaposlenosti.)
MATCH@E:(The major goal of a revised Lisbon Strategy is sustainable development, economic growth and an increase in the employment rate.===>Revidirana Lisabonska strategija ima glavni cilj održivi razvoj, ekonomski rast i povećanje stope zaposlenosti.)
MATCH@M:(This is possible to achieve only on condition the EU become an attractive area for investments and thus a higher level of labour productivity be ensured, on condition knowledge and innovation be ensured for the growth and a larger number of jobs requiring highly skilled staff be created, from the point of view of new technologies implementation.===>Ovo je moguce ostvariti samo ako se EU ucini atraktivnim podrucjem za ulaganje (investiranje) i time obezbedi viši nivo produktivnosti rada, zatim osigura znanje i inovacije za rast i otvori ve-ci broj visokokvalifikovanih radnih mesta sa stanovišta primene novih tehnologija.)
MATCH@E:(This is possible to achieve only on condition the EU become an attractive area for investments and thus a higher level of labour productivity be ensured, on condition knowledge and innovation be ensured for the growth and a larger number of jobs requiring highly skilled staff be created, from the point of view of new technologies implementation.===>Ovo je moguće ostvariti samo ako se EU učini atraktivnim područjem za ulaganje (investiranje) i time obezbedi viši nivo produktivnosti rada, zatim osigura znanje i inovacije za rast i otvori veći broj visokokvalifikovanih radnih mesta sa stanovišta primene novih tehnologija.)
MATCH@M:(Basic to the Lisbon Strategy is the global economy whose goal is a radical transformation.===>U osnovi Lisabonske strategije je globalna ekonomija, koja ima za cilj radikalnu transformaciju.)
MATCH@E:(Š8Ë Basic to the Lisbon Strategy is the global economy whose goal is a radical transformation.===>Š8Ë U osnovi Lisabonske strategije je globalna ekonomija, koja ima za cilj radikalnu transformaciju.)
MATCH@M:(This includes the change in technology, in production and in trade.===>Ovo se odnosi na promene u tehnologiji, proizvodnji i trgovini.)
MATCH@E:(This includes the change in technology, in production and in trade.===>Ovo se odnosi na promene u tehnologiji, proizvodnji i trgovini.)
MATCH@M:(A faster flow of information and a reduction of transportation costs have broken traditional geographical barriers to performing economic activities.===>Brži tok informacija i smanjivanje transportnih troškova ukinuli su tradicionalne geografske barijere za obavljanje ekonomske aktivnosti.)
MATCH@E:(A faster flow of information and a reduction of transportation costs have broken traditional geographical barriers to performing economic activities.===>Brži tok informacija i smanjivanje transportnih troškova ukinuli su tradicionalne geografske barijere za obavljanje ekonomske aktivnosti.)
MATCH@M:(The boundaries indicating which goods could be traded and which could not have gradually disappeared and the global market includes an ever increasing number of different and new goods and services.===>Granice, koje su ogranicavale kojim robama i uslugama se moglo trgovati a kojim ne, postepeno su nestajale, a globalno tržište sve više obuhvata veliki broj razlicitih i novih dobara i usluga.)
MATCH@E:(The boundaries indicating which goods could be traded and which could not have gradually disappeared and the global market includes an ever increasing number of different and new goods and services.===>Granice, koje su ograničavale kojim robama i uslugama se moglo trgovati a kojim ne, postepeno su nestajale, a globalno tržište sve više obuhvata veliki broj različitih i novih dobara i usluga.)
MATCH@M:(An increasing number of countries open their economies, and market liberalization allows for the development of global trade and investment.===>Sve više zemalja otvara svoje ekonomije, a liberalizacija tržišta omogucava globalnu trgovinu i investiranje.)
MATCH@E:(An increasing number of countries open their economies, and market liberalization allows for the development of global trade and investment.===>Sve više zemalja otvara svoje ekonomije, a liberalizacija tržišta omogućava globalnu trgovinu i investiranje.)
MATCH@M:(It is in this way that a larger number of opportunities for a faster integration of national economies into the global economy are created.===>Na taj nacin se povecavaju mogucnosti za bržu integraciju nacionalnih ekonomija u globalnu ekonomiju.)
MATCH@E:(It is in this way that a larger number of opportunities for a faster integration of national economies into the global economy are created.===>Na taj način se povećavaju mogućnosti za bržu integraciju nacionalnih ekonomija u globalnu ekonomiju.)
MATCH@M:(The increase in the global output has become a dominant strategy of the modern world.===>Povecanje globalnog autputa je postala dominantna strategija razvoja savremenog sveta.)
MATCH@E:(The increase in the global output has become a dominant strategy of the modern world.===>Povećanje globalnog autputa je postala dominantna strategija razvoja savremenog sveta.)
MATCH@M:(An important share in this output belongs to Asian countries.===>Znacajan udeo u tom autputu ostvaruju azijske zemlje.)
MATCH@E:(An important share in this output belongs to Asian countries.===>Značajan udeo u tom autputu ostvaruju azijske zemlje.)
MATCH@M:(China and India are expected to achieve about 25% of the world output by 2015.===>Predvida se da ce Kina i Indija do 2015. godine imati oko 25 % svetskog autputa.)
MATCH@E:(China and India are expected to achieve about 25% of the world output by 2015.===>Predviđa se da će Kina i Indija do 2015. godine imati oko 25 % svetskog autputa.)
MATCH@M:(Creating a favourable business climate and low costs of production orient foreign direct investments towards Asian countries.===>Stvaranje povoljne poslovne klime i niski troškovi proizvodnje, usmeravaju strane direktne investicije u azijske zemlje.)
MATCH@E:(Creating a favourable business climate and low costs of production orient foreign direct investments towards Asian countries.===>Stvaranje povoljne poslovne klime i niski troškovi proizvodnje, usmeravaju strane direktne investicije u azijske zemlje.)
MATCH@M:(With the development of the ICT the production becomes specialized and decentralized by countries, by continents, as it tries to find the most convenient site and profitability for business operations.===>Razvojem IKT proizvodnja postaje specijalizovana i decentralizovana po razlicitim zemljama, kontinentima, tražeci najbolju proizvodnu lokaciju i profitabilnost poslovanja.)
MATCH@E:(With the development of the ICT the production becomes specialized and decentralized by countries, by continents, as it tries to find the most convenient site and profitability for business operations.===>Razvojem IKT proizvodnja postaje specijalizovana i decentralizovana po različitim zemljama, kontinentima, tražeći najbolju proizvodnu lokaciju i profitabilnost poslovanja.)
MATCH@M:(The global competition and the speed of technological change intensify the need for increased innovation.===>Globalna konkurencija i brzina tehnoloških promena intenziviraju potrebe za povecanim inovacijama.)
MATCH@E:(The global competition and the speed of technological change intensify the need for increased innovation.===>Globalna konkurencija i brzina tehnoloških promena intenziviraju potrebe za povećanim inovacijama.)
MATCH@M:(Countries that implement high technologies to produce added value make attractive fields for foreign investments.===>Zemlje koje raspolažu visokim tehnologijama i pomocu njih ostvaruju dodatnu vrednost, predstavljaju atraktivna podrucja za strana ulaganja.)
MATCH@E:(Countries that implement high technologies to produce added value make attractive fields for foreign investments.===>Zemlje koje raspolažu visokim tehnologijama i pomoću njih ostvaruju dodatnu vrednost, predstavljaju atraktivna područja za strana ulaganja.)
MATCH@M:(The need for higher education and for the skilled labour force is increasingly present throughout the world.===>Potreba za visokim obrazovanjem i kvalifikovanom radnom snagom sve više je izražena u svetu.)
MATCH@E:(The need for higher education and for the skilled labour force is increasingly present throughout the world.===>Potreba za visokim obrazovanjem i kvalifikovanom radnom snagom sve više je izražena u svetu.)
MATCH@M:(The promotion of energy efficiency helps reduce costs and protect environment.===>Promovisanjem energetske efikasnosti smanjuju se troškovi i štiti životna sredina.)
MATCH@E:(The promotion of energy efficiency helps reduce costs and protect environment.===>Promovisanjem energetske efikasnosti smanjuju se troškovi i štiti životna sredina.)
MATCH@M:(These are only some problems the European economy will have to cope with and maintain the traditional leading position, that is, to have a major share on the global market and in the global economy.===>Ovo su samo neki problemi sa kojima evropska privreda treba da se izbori i održi tradicionalnu vodecu poziciju, tj. da ima vecinski udeo na globalnom tržištu i globalnoj ekonomiji.)
MATCH@E:(These are only some problems the European economy will have to cope with and maintain the traditional leading position, that is, to have a major share on the global market and in the global economy.===>Ovo su samo neki problemi sa kojima evropska privreda treba da se izbori i održi tradicionalnu vodeću poziciju, tj. da ima većinski udeo na globalnom tržištu i globalnoj ekonomiji.)
MATCH@M:(These are simultaneously the basic reasons for adopting the Lisbon Strategy.===>Ovo su ujedno i osnovni razlozi za donošenje Lisabonske strategije.)
MATCH@E:(These are simultaneously the basic reasons for adopting the Lisbon Strategy.===>Ovo su ujedno i osnovni razlozi za donošenje Lisabonske strategije.)
MATCH@M:(The EU economy should achieve a higher flexibility of the goods, labour and capital markets in order that business activities should be adjusted to economic changes, and that new opportunities should be taken and thus the advantage be achieved in comparison with other economies, and especially in comparison with the USA and the global environment.===>Privreda EU treba da ostvari vecu fleksibilnost tržišta proizvoda, rada i kapitala, da bi se poslovne aktivnosti prilagodile ekonomskim promenama, iskoristile nove mogucnosti i na taj nacin ostvarile prednosti u odnosu na druge privrede, posebno na SAD i globalno okruženje.)
MATCH@E:(The EU economy should achieve a higher flexibility of the goods, labour and capital markets in order that business activities should be adjusted to economic changes, and that new opportunities should be taken and thus the advantage be achieved in comparison with other economies, and especially in comparison with the USA and the global environment.===>Privreda EU treba da ostvari veću fleksibilnost tržišta proizvoda, rada i kapitala, da bi se poslovne aktivnosti prilagodile ekonomskim promenama, iskoristile nove mogućnosti i na taj način ostvarile prednosti u odnosu na druge privrede, posebno na SAD i globalno okruženje.)
MATCH@M:(The structural changes promoting flexibility make the basis of success in the modern economy.===>Strukturne promene koje promovišu fleksibilnost su osnov uspeha u modernoj ekonomiji.)
MATCH@E:(The structural changes promoting flexibility make the basis of success in the modern economy.===>Strukturne promene koje promovišu fleksibilnost su osnov uspeha u modernoj ekonomiji.)
MATCH@M:(Since 2000 until the present day, the EU has been changing.===>Od 2000. godine do danas, EU se menjala.)
MATCH@E:(Since 2000 until the present day, the EU has been changing.===>Od 2000. godine do danas, EU se menjala.)
MATCH@M:(Innitially an organization of 15 member countries, the EU has become a Union of 27 member countries.===>Od 15 clanica EU, postala je Unija sa 27 clanica.)
MATCH@E:(Innitially an organization of 15 member countries, the EU has become a Union of 27 member countries.===>Od 15 članica EU, postala je Unija sa 27 članica.)
MATCH@M:(The Euro has become one of the leading currencies in the world.===>Evro je postao jedna od vodecih valuta u svetu.)
MATCH@E:(The Euro has become one of the leading currencies in the world.===>Evro je postao jedna od vodećih valuta u svetu.)
MATCH@M:(The number of member countries in the Eurozone has increased from 12 (in 1999) to 16 (in 2010).===>U evrozoni broj clanica se povecao sa 12 (1999. godine) na 16 (2010. godine).)
MATCH@E:(The number of member countries in the Eurozone has increased from 12 (in 1999) to 16 (in 2010).===>U evrozoni broj članica se povećao sa 12 (1999. godine) na 16 (2010. godine).)
MATCH@M:(Nevertheless, the economic crisis affected the implementation of the Lisbom Strategy.===>I pored toga, ekonomska kriza je uticala na sprovodenje Lisabonske strategije.)
MATCH@E:(Nevertheless, the economic crisis affected the implementation of the Lisbom Strategy.===>I pored toga, ekonomska kriza je uticala na sprovođenje Lisabonske strategije.)
MATCH@M:(The GDP in the EU fell by 4% in 2009, while the unemployment rate amounted to approximately 10%.===>GDP EU je 2009. godine opao za 4 %, a stopa nezaposlenosti je iznosila blizu 10 %.)
MATCH@E:(The GDP in the EU fell by 4% in 2009, while the unemployment rate amounted to approximately 10%.===>GDP EU je 2009. godine opao za 4 %, a stopa nezaposlenosti je iznosila blizu 10 %.)
MATCH@M:(The fiscal budget deficit amounted to about 7% of GDP, and in two last years the debt level rose by 20%.===>Deficit fiskalnog budžeta bio je blizu 7 % GDP-a, a tokom poslednje dve godine nivo duga se povecao za 20 %.)
MATCH@E:(The fiscal budget deficit amounted to about 7% of GDP, and in two last years the debt level rose by 20%.===>Deficit fiskalnog budžeta bio je blizu 7 % GDP-a, a tokom poslednje dve godine nivo duga se povećao za 20 %.)
MATCH@M:(In the last decade the European economy was characterised by a cyclical movement, its success and its falls.===>U poslednjoj deceniji evropska privreda je imala svoje ciklicno kretanje, uzlete i padove.)
MATCH@E:(In the last decade the European economy was characterised by a cyclical movement, its success and its falls.===>U poslednjoj deceniji evropska privreda je imala svoje ciklično kretanje, uzlete i padove.)
MATCH@M:(After the fall in the economic activities in the 2000-2003 period, the European economy in the following five years has been caracterised by the price stability, a steady economic growth and creation of new jobs.===>Posle pada privredne aktivnosti u periodu 2000-2003, narednih pet godina evropsku privredu karakteriše stabilnost cena, uravnotežen ekonomski rast i otvaranje novih radnih mesta.)
MATCH@E:(After the fall in the economic activities in the 2000-2003 period, the European economy in the following five years has been caracterised by the price stability, a steady economic growth and creation of new jobs.===>Posle pada privredne aktivnosti u periodu 2000-2003, narednih pet godina evropsku privredu karakteriše stabilnost cena, uravnotežen ekonomski rast i otvaranje novih radnih mesta.)
MATCH@M:(Since 2005 until the economic crisis these performances increased.===>Od 2005. godine pa do ekonomske krize, ove performanse se povecavaju.)
MATCH@E:(Since 2005 until the economic crisis these performances increased.===>Od 2005. godine pa do ekonomske krize, ove performanse se povećavaju.)
MATCH@M:(The average GDP growth amounted to 3% (2006-2007), to fall to -4%, due to the 2009 economic crisis.===>Prosecan rast GDP je bio oko 3 % (2006 - 2007. godine), da bi zbog ekonomske krize 2009. godine bio - 4 %.)
MATCH@E:(The average GDP growth amounted to 3% (2006-2007), to fall to -4%, due to the 2009 economic crisis.===>Prosečan rast GDP je bio oko 3 % (2006 - 2007. godine), da bi zbog ekonomske krize 2009. godine bio - 4 %.)
MATCH@M:(The situation with unemployment rate was not much different.===>Slicno je bilo i sa stopom nezaposlenosti.)
MATCH@E:(The situation with unemployment rate was not much different.===>Slično je bilo i sa stopom nezaposlenosti.)
MATCH@M:(In 2007, the unemployment rate was 7%; in 2010 it amounted to 10%.===>U 2007. godini ona je iznosila 7 %, a u 2009. godini bila je blizu 10 %.)
MATCH@E:(In 2007, the unemployment rate was 7%; in 2010 it amounted to 10%.===>U 2007. godini ona je iznosila 7 %, a u 2009. godini bila je blizu 10 %.)
MATCH@M:(The crisis had a negative impact upon fiscal policy, that is, upon public finances.===>Kriza je imala negativan uticaj na fiskalnu politiku, odnosno, javne finansi-je.)
MATCH@E:(The crisis had a negative impact upon fiscal policy, that is, upon public finances.===>Kriza je imala negativan uticaj na fiskalnu politiku, odnosno, javne finansije.)
MATCH@M:(The average fiscal deficit amounted to about 7% of GDP, while the debt level approximated 80% of GDP.===>Prosecan fiskalni deficit iznosio je oko 7 % GDP-a, a nivo duga se 2009. približio 80 % GDP.)
MATCH@E:(The average fiscal deficit amounted to about 7% of GDP, while the debt level approximated 80% of GDP.===>Prosečan fiskalni deficit iznosio je oko 7 % GDPa, a nivo duga se 2009. približio 80 % GDP.)
MATCH@M:(Regardless of these unfavourable changes, the Lisbon Strategy has had a positive impact upon the EU development.===>I pored ovih nepovoljnih promena, Lisabonska strategija je ipak imala pozitivan uticaj na razvoj EU.)
MATCH@E:(Regardless of these unfavourable changes, the Lisbon Strategy has had a positive impact upon the EU development.===>I pored ovih nepovoljnih promena, Lisabonska strategija je ipak imala pozitivan uticaj na razvoj EU.)
MATCH@M:(The basic goals, the employment rate of 70% and a 3% GDP expenditure on research and development have not been fully achieved.===>Osnovni ciljevi, stopa zaposlenosti od 70 % i 3 % GDP potrošnje na istraživanje i razvoj nisu ostvareni do kraja.)
MATCH@E:(The basic goals, the employment rate of 70% and a 3% GDP expenditure on research and development have not been fully achieved.===>Osnovni ciljevi, stopa zaposlenosti od 70 % i 3 % GDP potrošnje na istraživanje i razvoj nisu ostvareni do kraja.)
MATCH@M:(In 2000, the employment rate was 62%, in 2008, it rose to 66%, while in 2009 it fell below 65%, due to the economic crisis.===>U 2000. godini stopa zaposlenosti je bila 62 %, u 2008. godini bila je 66 %, a u 2009. godini se usled ekonomske krize spustila ispod 65 %.)
MATCH@E:(In 2000, the employment rate was 62%, in 2008, it rose to 66%, while in 2009 it fell below 65%, due to the economic crisis.===>U 2000. godini stopa zaposlenosti je bila 62 %, u 2008. godini bila je 66 %, a u 2009. godini se usled ekonomske krize spustila ispod 65 %.)
MATCH@M:(The employment growth is important because it increases the economic growth, ensures a long-term fiscal stability and safekeeps the wealth of the citizens.===>Rast zaposlenosti je bitan, jer povecava ekonomski rast, omogucava dugorocnu fiskalnu stabilnost i cuva bogatstvo gradana.)
MATCH@E:(The employment growth is important because it increases the economic growth, ensures a long-term fiscal stability and safekeeps the wealth of the citizens.===>Rast zaposlenosti je bitan, jer povećava ekonomski rast, omogućava dugoročnu fiskalnu stabilnost i čuva bogatstvo građana.)
MATCH@M:(Graph 1 presents the employment rate in the EU and the USA in the 2000-2009 period.===>Grafikon 1 pokazuje stopu zaposlenosti u EU i SAD u periodu 2000-2009. godine.)
MATCH@E:(Graph 1 presents the employment rate in the EU and the USA in the 2000-2009 period.===>Grafikon 1 pokazuje stopu zaposlenosti u EU i SAD u periodu 2000-2009. godine.)
MATCH@M:(The employment rate is still higher in the USA than in the EU.===>Stopa zaposlenosti je i dalje veca u SAD nego u EU.)
MATCH@E:(The employment rate is still higher in the USA than in the EU.===>Stopa zaposlenosti je i dalje veća u SAD nego u EU.)
MATCH@M:(In 2008, the employment rate in the EU-15 amounted to 67.3%, in EU-25 it amounted to 66.3%, in EU-27 it was 65.9%, while in the U.S.A. it amounted to 70.9%.===>Posmatra-juci 2008. godinu, stopa zaposlenosti u EU-15 iznosila je 67,3 %, u EU-25 bila je 66,3 %, a u EU-27 65,9 %, dok je u SAD iznosila 70,9 %.)
MATCH@E:(In 2008, the employment rate in the EU-15 amounted to 67.3%, in EU-25 it amounted to 66.3%, in EU-27 it was 65.9%, while in the U.S.A. it amounted to 70.9%.===>Posmatrajući 2008. godinu, stopa zaposlenosti u EU-15 iznosila je 67,3 %, u EU-25 bila je 66,3 %, a u EU-27 65,9 %, dok je u SAD iznosila 70,9 %.)
MATCH@M:(Through a historical genesis, the economic analysis shows that in the first three decades after the Second World War the living standard in Europe increased, however the gap between the living standard in the USA and that in Europe always existed.===>Ekonomska analiza kroz istorijsku genezu pokazuje da se tokom prve tri decenije posle Drugog svetskog rata u Evropi povecao životni standard, ali je uvek postojao jaz izmedu životnog standarda u SAD i Evropi.)
MATCH@E:(Employment rate in EU and USA, 2008-2009 period Source: Eurostat Through a historical genesis, the economic analysis shows that in the first three decades after the Second World War the living standard in Europe increased, however the gap between the living standard in the USA and that in Europe always existed.===>Stopa zaposlenosti u EU i SAD, period 2000-2009. godine Izvor: ~~~ Eurostat Ekonomska analiza kroz istorijsku genezu pokazuje da se tokom prve tri decenije posle Drugog svetskog rata u Evropi povećao životni standard, ali je uvek postojao jaz između životnog standarda u SAD i Evropi. @ivotni standard je bio veći u SAD.)
BAD_LINE_=============================================================
BAD_LINE_M:Through a historical genesis, the economic analysis shows that in the first three decades after the Second World War the living standard in Europe increased, however the gap between the living standard in the USA and that in Europe always existed.
BAD_LINE_M:Ekonomska analiza kroz istorijsku genezu pokazuje da se tokom prve tri decenije posle Drugog svetskog rata u Evropi povecao životni standard, ali je uvek postojao jaz izmedu životnog standarda u SAD i Evropi.
BAD_LINE_E:Employment rate in EU and USA, 2008-2009 period Source: Eurostat Through a historical genesis, the economic analysis shows that in the first three decades after the Second World War the living standard in Europe increased, however the gap between the living standard in the USA and that in Europe always existed.
BAD_LINE_E:Stopa zaposlenosti u EU i SAD, period 2000-2009. godine Izvor: ~~~ Eurostat Ekonomska analiza kroz istorijsku genezu pokazuje da se tokom prve tri decenije posle Drugog svetskog rata u Evropi povećao životni standard, ali je uvek postojao jaz između životnog standarda u SAD i Evropi. @ivotni standard je bio veći u SAD.
MATCH@M:(The trends in economic growth rates of the European and the USA economies are presented in Graph 2.===>Kretanje stopa ekonomskog rasta evropske i americke privrede prikazano je na grafikonu 2.)
MATCH@E:(The trends in economic growth rates of the European and the USA economies are presented in Graph 2.===>Kretanje stopa ekonomskog rasta evropske i američke privrede prikazano je na grafikonu 2.)
MATCH@M:(The productivity differs from country to country, and on the EU level it is smaller than in the USA.===>Produktivnost se razlikuje izmedu zemalja clanica, a na nivou EU ona je manja nego u SAD.)
MATCH@E:(The productivity differs from country to country, and on the EU level it is smaller than in the USA.===>Produktivnost se razlikuje između zemalja članica, a na nivou EU ona je manja nego u SAD.)
MATCH@M:(It is only Luxembourgh that has a higher labour productivity than the USA.===>Jedino Luksemburg ima vecu produktivnost rada od SAD.)
MATCH@E:(It is only Luxembourgh that has a higher labour productivity than the USA.===>Jedino Luksemburg ima veću produktivnost rada od SAD.)
MATCH@M:(The trends in labour productivity in the EU and the USA are presented in Graph 3.===>Kretanje produktivnosti rada u EU i SAD prikazano je na grafikonu 3.)
MATCH@E:(The trends in labour productivity in the EU and the USA are presented in Graph 3.===>Kretanje produktivnosti rada u EU i SAD prikazano je na grafikonu 3.)
MATCH@M:(The attempts to achieve the goals set in the strategy were hindered by the economic crisis, but also by an insufficient political will to implement the strategy fully.===>Ekonomska kriza je uticala na usporavanje ostvarivanja postavljenih ciljeva strategije, ali isto tako i nedovoljna politicka odlucnost da se ona sprovede u potpunosti.)
MATCH@E:(Source: Eurostat The attempts to achieve the goals set in the strategy were hindered by the economic crisis, but also by an insufficient political will to implement the strategy fully.===>Ekonomska kriza je uticala na usporavanje ostvarivanja postavljenih ciljeva strategije, ali isto tako i nedovoljna politička odlučnost da se ona sprovede u potpunosti.)
MATCH@M:(The consequences of the economic crisis are a relatively high unemployment rate, the decline in economic growth and an increase in the public debt.===>Posledice ekonomske krize su relativno visoka stopa nezaposlenosti, opadanje ekonomskog rasta i povecanje javnog duga.)
MATCH@E:(The consequences of the economic crisis are a relatively high unemployment rate, the decline in economic growth and an in the public debt.===>Posledice ekonomske krize su relativno visoka stopa nezaposlenosti, opadanje ekonomskog rasta i povećanje javnog duga.)
MATCH@M:(Nevertheless, the EU succeeded in stabilizing its financial system and adopting a recovery plan by increasing aggregate demand and bringing back the trust in this system.===>Ipak, EU je uspela da stabili-zuje finansijski sistem i usvoji plan oporavka tako što je povecala agregatnu tražnju i vratila poverenje u ovaj sistem.)
MATCH@E:(Nevertheless, the EU succeeded in stabilizing its financial system and adopting a recovery plan by increasing increase aggregate demand and bringing back the trust in this system.===>Ipak, EU je uspela da stabilizuje finansijski sistem i usvoji plan oporavka tako što je povećala agregatnu tražnju i vratila poverenje u ovaj sistem.)
MATCH@M:(These were accomplished by fiscal and monetary stimulative policies, that is, by public investments into infrastructure, innovation, new skills and knowledge of the labour force and energy efficiency.===>Ovo je ostvareno fiskalnom i monetarnom stimulativnom politikom, odnosno javnim investiranjem u infrastrukturu, inovacije, nove veštine i znanje radne snage i energetsku efikasnost.)
MATCH@E:(These were accomplished by fiscal and monetary stimulative policies, that is, by public investments into infrastructure, innovation, new skills and knowledge of the labour force and energy efficiency.===>Ovo je ostvareno fiskalnom i monetarnom stimulativnom politikom, odnosno javnim investiranjem u infrastrukturu, inovacije, nove veštine i znanje radne snage i energetsku efikasnost.)
MATCH@M:(The economic conditions for work are gradually improving, however this recovery is rather slow.===>Ekonomski uslovi privredivanja se postepeno popravljaju, ali je taj oporavak dosta spor.)
MATCH@E:(The economic conditions for work are gradually improving, however this recovery is rather slow.===>Ekonomski uslovi privređivanja se postepeno popravljaju, ali je taj oporavak dosta spor.)
MATCH@M:(Fast and frequent changes are evident in the world economy, therefore the European economy should primarily deal with globalization, scarce resources and climate changes.===>Brze i ucestale promene su prisutne u svetskoj privredi, pa evropska privreda treba prevas-hodno da se izbori sa globalizacijom, oskudnim resursima i klimatskim promenama.)
MATCH@E:(Fast and frequent changes are evident in the world economy, therefore the European economy should primarily deal with globalization, scarce resources and climate changes.===>Brze i učestale promene su prisutne u svetskoj privredi, pa evropska privreda treba prevashodno da se izbori sa globalizacijom, oskudnim resursima i klimatskim promenama.)
MATCH@M:(The EU will be able to adjust to change and progress further if all the member countries act in unision, in a coordinated manner, together.===>Prilagodavanje prome-nama i nastavak progresa EU može ostvariti ukoliko sve clanice deluju jedinstveno, usaglašeno i zajedno.)
MATCH@E:(The EU will be able to adjust to change and progress further if all the member countries act in unision, in a coordinated manner, together.===>Prilagođavanje promenama i nastavak progresa EU može ostvariti ukoliko sve članice deluju jedinstveno, usaglašeno i zajedno. ~~~ Grafikon 3.)
MATCH@M:(It is for this reason that the European Commission adopted a new strategy - the Europe 2020 Strategy in March 2010, its goal being that the European economy should exit the economic crisis and prepare the EU for the decades to come.===>Upravo zbog toga je Evropska komisija u martu 2010. godine donela novu strategiju - Strategija Evrope 2020, koja ima za cilj izlazak evropske privrede iz ekonomske krize i pripremu EU za naredne decenije.)
MATCH@E:(It is for this reason that the European Commission adopted a new strategy the Europe 2020 Strategy in March 2010, its goal being that the European economy should exit the economic crisis and prepare the EU for the decades to come.===>Da bi se ovo postiglo, neophodno je jako i uspešno državno upravljanje. ~~~ Strategija Evropa 2020 postavila je tri prioriteta:)
BAD_LINE_=============================================================
BAD_LINE_M:It is for this reason that the European Commission adopted a new strategy - the Europe 2020 Strategy in March 2010, its goal being that the European economy should exit the economic crisis and prepare the EU for the decades to come.
BAD_LINE_M:Upravo zbog toga je Evropska komisija u martu 2010. godine donela novu strategiju - Strategija Evrope 2020, koja ima za cilj izlazak evropske privrede iz ekonomske krize i pripremu EU za naredne decenije.
BAD_LINE_E:It is for this reason that the European Commission adopted a new strategy the Europe 2020 Strategy in March 2010, its goal being that the European economy should exit the economic crisis and prepare the EU for the decades to come.
BAD_LINE_E:Da bi se ovo postiglo, neophodno je jako i uspešno državno upravljanje. ~~~ Strategija Evropa 2020 postavila je tri prioriteta:
MATCH@M:(Besides, this is a continuation of the Lisbon Strategy implementation.===>Sem toga, ovim se nastavlja ispunjenje Lisabonske strategije.)
MATCH@E:(Besides, this is a continuation of the Lisbon Strategy implementation.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Besides, this is a continuation of the Lisbon Strategy implementation.
BAD_LINE_M:Sem toga, ovim se nastavlja ispunjenje Lisabonske strategije.
BAD_LINE_E:Besides, this is a continuation of the Lisbon Strategy implementation.
BAD_LINE_E:
MATCH@M:(According to this strategy, the EU should exit the crisis stronger and achieve a smart, sustainable and inclusive growth and an economy that will increase the employment level, the productivity and the social cohesion.===>Prema ovoj strategiji, EU treba da izade jaca iz krize i da ostvari pametan (smart), održiv (susta-inable) i obuhvatan (inclusive) rast i takvu privredu koja ce povecati nivo zaposlenosti, produktivnost i društvenu koheziju.)
MATCH@E:(According to this strategy, the EU should exit the crisis stronger and achieve a smart, sustainable and inclusive growth and an economy that will increase the employment level, the productivity and the social cohesion.===>1) pametan rast, odnosno razvoj privrede zasnovan na znanju i inovacijama; u okviru pametnog rasta postoje tri inicijative:)
BAD_LINE_=============================================================
BAD_LINE_M:According to this strategy, the EU should exit the crisis stronger and achieve a smart, sustainable and inclusive growth and an economy that will increase the employment level, the productivity and the social cohesion.
BAD_LINE_M:Prema ovoj strategiji, EU treba da izade jaca iz krize i da ostvari pametan (smart), održiv (susta-inable) i obuhvatan (inclusive) rast i takvu privredu koja ce povecati nivo zaposlenosti, produktivnost i društvenu koheziju.
BAD_LINE_E:According to this strategy, the EU should exit the crisis stronger and achieve a smart, sustainable and inclusive growth and an economy that will increase the employment level, the productivity and the social cohesion.
BAD_LINE_E:1) pametan rast, odnosno razvoj privrede zasnovan na znanju i inovacijama; u okviru pametnog rasta postoje tri inicijative:
MATCH@M:(The Europe 2020 Strategy set three priorities: 1) smart growth, that is, the knowledge- and innovation-based development of economy; within the smart growth there are three initiatives: Innovation Union (creating conditions for financing research and development), youth on the move (improving the performance of the education system and raising the international reputation of the European higher education), a digital agenda for Europe (a very fast Internet and the benefits of digital unified market for households and companies); 2) sustainable growth, i.e., promoting a higher resource efficiency, a “greener“ and a more competitive economy; this growth is based on two initiatives: efficient resources in Europe (refers to climate, energy and mobility, to promoting renewable resources and energy efficiency) and the industrial policy for the globalization era (competitiveness and improvement of business climate, especially in case of medium-sized and small enterprises); 3) inclusive growth, full employment in economy that has an impact upon the social and the territorial cohesion.===>Strategija Evropa 2020 postavila je tri prioriteta: 1) pametan rast, odnosno razvoj privrede zasnovan na znanju i inovacijama; u okviru pametnog rasta postoje tri inicijative: Unija inovacija (stvaranje uslova za finansira-nje istraživanja i inovacija), mladi u pokretu (unapredenje performansi obrazovnog sistema i povecavanje medunarodnog ugleda Evropskog visokog obrazovanja), digitalna agenda za Evropu (veoma brzi Internet i koristi digitalnog jedinstvenog tržišta za domacinstva i preduzeca); 2) održivi rast, odnosno promovisanje vece efikasnosti resursa, „zeleniju” i konkurentiju privredu; ovaj rast zasniva se na dve inicijative: efikasni resursi Evrope (odnosi se na klimu, energiju i mobilnost, promovisanje obnovljenih resursa i energetsku efikasnost) i industrija politika za globalno doba (konkurentnost i unapredenje poslovne klime, narocito za srednja i mala preduzeca); 3) obuhvatni rast, punu zaposlenost u ekonomiji koja utice na društvenu i teritorijalnu koheziju.)
MATCH@E:(To achieve these goals requires a powerful and successful state management. ~~~ The Europe 2020 Strategy set three priorities: 1) smart growth, that is, the knowledge- and innovationbased development of economy; within the smart growth there are three initiatives: Innovation Union (creating conditions for financing research and development), youth on the move (improving the performance of the education system and raising the international reputation of the European higher education), a digital agenda for Europe (a very fast Internet and the benefits of digital unified market for households and companies); 2) sustainable growth, i.e., promoting a higher resource efficiency, a greener and a more competitive economy; this growth is based on two initiatives: efficient resources in Europe (refers to climate, energy and mobility, to promoting renewable resources and energy efficiency) and the industrial policy for the globalization era (competitiveness and improvement of business climate, especially in case of medium-sized and small enterprises); 3) inclusive growth, full employment in economy that has an impact upon the social and the territorial cohesion.===>Unija inovacija (stvaranje uslova za finansiranje istraživanja i inovacija), mladi u pokretu (unapređenje performansi obrazovnog sistema i povećavanje međunarodnog ugleda Evropskog visokog obrazovanja), digitalna agenda za Evropu (veoma brzi Internet i koristi digitalnog jedinstvenog tržišta za domaćinstva i preduzeća); 2) održivi rast, odnosno promovisanje veće efikasnosti resursa, zeleniju i konkurentiju privredu; ovaj rast zasniva se na dve inicijative: efikasni resursi Evrope (odnosi se na klimu, energiju i mobilnost, promovisanje obnovljenih resursa i energetsku efikasnost) i industrija politika za globalno doba (konkurentnost i unapređenje poslovne klime, naročito za srednja i mala preduzeća); 3) obuhvatni rast, punu zaposlenost u ekonomiji koja utiče na društvenu i teritorijalnu koheziju. ~~~ Dve su inicijative za ostvarivanje ovog tipa rasta:)
MATCH@M:(There are two initiatives to achieve this type of growth: Agenda for new skills and jobs (modernization of labour market due to the mobility of labour and skill development) and the European platform against poverty (social and territorial cohesion).===>Dve su inicijative za ostvarivanje ovog tipa rasta: Agenda za nove veštine i poslove (modernizacija tržišta rada zbog mobilnosti rada i razvoja veština) i Evropska platforma protiv siromaštva (društvena i teritorijalna kohezija).)
MATCH@E:(There are two initiatives to achieve this type of growth: Agenda for new skills and jobs (modernization of labour market due to the mobility of labour and skill development) and the European platform against poverty (social and territorial cohesion).===>Agenda za nove veštine i poslove (modernizacija tržišta rada zbog mobilnosti rada i razvoja veština) i Evropska platforma protiv siromaštva (društvena i teritorijalna kohezija).)
MATCH@M:(The New Europe 2020 Strategy promoted the introduction of the so-called scheme of state monitoring and linking the fiscal stabilization programme with larger investments into science and education.===>Nova evropska strategija 2020. predvida uvodenje še-me tzv. nadzora država i povezivanje programa fiskalne stabilizacije sa vecim ulaganjem u nauku i obrazovanje.)
MATCH@E:(Š17Ë The New Europe 2020 Strategy promoted the introduction of the so-called scheme of state monitoring and linking the fiscal stabilization programme with larger investments into science and education.===>Š17Ë Nova evropska strategija 2020. predviđa uvođenje šeme tzv. nadzora država i povezivanje programa fiskalne stabilizacije sa većim ulaganjem u nauku i obrazovanje.)
MATCH@M:(The basic EU 2020 goals are ambitious, but achievable.===>Osnovni ciljevi EU za 2020. godinu su ambiciozni, ali ostvarljivi.)
MATCH@E:(The basic EU 2020 goals are ambitious, but achievable.===>Osnovni ciljevi EU za 2020. godinu su ambiciozni, ali ostvarljivi.)
MATCH@M:(It is the proposition of the European Union that there should be five goals that would also be the basic national goals: employment, research and innovation, climate changes and energy, education and fighting poverty.===>Predlog Evropske komisije je da postoje pet ciljeva koji ce biti i osnovni nacionalni ciljevi, a to su: zaposlenost, istraživanje i inovacije, klimatske promene i energija, obrazovanje i borba protiv siromaštva.)
MATCH@E:(It is the proposition of the European Union that there should be five goals that would also be the basic national goals: employment, research and innovation, climate changes and energy, education and fighting poverty.===>Predlog Evropske komisije je da postoje pet ciljeva koji će biti i osnovni nacionalni ciljevi, a to su: zaposlenost, istraživanje i inovacije, klimatske promene i energija, obrazovanje i borba protiv siromaštva.)
MATCH@M:(The EU has set concrete goals and responsibilities, such as: raising the employment rate of the population aged 20-64 from the present 69% to 75% and an increase in investments into research and development from GDP 1.9% to GDP 3%.===>EU je postavila konkretne ciljeve i obaveze, kao što su: povecanje stope zaposlenosti stanovništva starosti od 20 do 64 godine sa sadašnjih 69 % na 75 % i povecanje ulaganja u istraživanje i razvoj sa 1,9 % BDP EU na 3 %.)
MATCH@E:(The EU has set concrete goals and responsibilities, such as: raising the employment rate of the population aged 20-64 from the present 69% to 75% and an increase in investments into research and development from GDP 1.9% to GDP 3%.===>EU je postavila konkretne ciljeve i obaveze, kao što su: povećanje stope zaposlenosti stanovništva starosti od 20 do 64 godine sa sadašnjih 69 % na 75 % i povećanje ulaganja u istraživanje i razvoj sa 1,9 % BDP EU na 3 %.)
MATCH@M:(One goal is also to reduce energy consumption by 20%.===>Cilj je i smanjenje potrošnje energije za 20 %.)
MATCH@E:(One goal is also to reduce energy consumption by 20%.===>Cilj je i smanjenje potrošnje energije za 20 %.)
MATCH@M:(The emission of carbon-dioxide and other harmful gases is planned to be reduced by 20% as compared to 1990, and the share of renewable resource-produced energy should amount to plus 20% in the total consumption.===>Emisija ugljen-dioksida i drugih štetnih gasova trebalo bi da bude smanjena za 20 % u odnosu na 1990. godinu, a ucešce energije iz obnovljivih izvora trebalo bi da ucestvuje sa 20 % više u ukupnoj potrošnji.)
MATCH@E:(The emission of carbon-dioxide and other harmful gases is planned to be reduced by 20% as compared to 1990, and the share of renewable resource-produced energy should amount to plus 20% in the total consumption.===>Emisija ugljen-dioksida i drugih štetnih gasova trebalo bi da bude smanjena za 20 % u odnosu na 1990. godinu, a učešće energije iz obnovljivih izvora trebalo bi da učestvuje sa 20 % više u ukupnoj potrošnji.)
MATCH@M:(Much attention in the new strategy is paid to education and to applied science; plans are that the number of university graduate citizens should increase from today’s 30% to 40%.===>Velika pažnja u novoj strategiji je posvecena obrazovanju i prime njenoj nauci, pa je predvideno da, umesto sadašnjih 30 %, gradana sa fakultetskom diplomom treba da bude 40 %.)
MATCH@E:(Much attention in the new strategy is paid to education and to applied science; plans are that the number of university graduate citizens should increase from todays 30% to 40%.===>Velika pažnja u novoj strategiji je posvećena obrazovanju i primenjenoj nauci, pa je predviđeno da, umesto sadašnjih 30 %, građana sa fakultetskom diplomom treba da bude 40 %.)
MATCH@M:(One goal is also to reduce poverty, from 80 million to 60 million people.===>Jedan od ciljeva treba da bude i smanjenje siromašnih sa 80 na 60 miliona.)
MATCH@E:(One goal is also to reduce poverty, from 80 million to 60 million people.===>Jedan od ciljeva treba da bude i smanjenje siromašnih sa 80 na 60 miliona.)
MATCH@M:(Due to the goals defined by the new strategy, its creators named it the plan for a “smart, green and inclusive growth“.===>Zbog ciljeva koji su definisani novom strategijom, njeni tvorci su je nazvali planom za „pametan, zeleni i sveobuhvatni rast”.)
MATCH@E:(Due to the goals defined by the new strategy, its creators named it the plan for a smart, green and inclusive growth.===>Zbog ciljeva koji su definisani novom stra tegijom, njeni tvorci su je nazvali planom za pametan, zeleni i sveobuhvatni rast.)
MATCH@M:(In order that this target should be achieved, the Europe 2020 Report and assessments and the Stability and Growth Pact will be conducted simultaneously, in order that resources and goals be coordinated.===>Da bi postigli ovaj cilj, izveštaj i ocene „Evrope 2020.” i Pakta za stabilnost i rast bice radeni istovremeno, kako bi se sredstva i ciljevi usaglasili.)
MATCH@E:(In order that this target should be achieved, the Europe 2020 Report and assessments and the Stability and Growth Pact will be conducted simultaneously, in order that resources and goals be coordinated.===>Da bi postigli ovaj cilj, izveštaj i ocene Evrope 2020. i Pakta za stabilnost i rast biće rađeni istovremeno, kako bi se sredstva i ciljevi usaglasili.)
MATCH@M:(The knowledge-based economy and the informantion society are terms used today to describe the present-day economic society.===>Ekonomija zasnovana na znanju i informaciono društvo su termini koji se danas koriste da opišu sadašnje ekonomsko društvo.)
MATCH@E:(Conclusion The knowledge-based economy and the informantion society are terms used today to describe the presentday economic society.===>Zaključak Ekonomija zasnovana na znanju i informaciono društvo su termini koji se danas koriste da opišu sadašnje ekonomsko društvo.)
MATCH@M:(The knowledge-based economy is increasingly viewed as a continual process of economic transformation towards knowledge-based activities and sectors, rather than towards radical and drastic changes.===>Ekonomija zasnovana na znanju sve više se posmatra kao kontinuirani proces transformacije privrede ka aktivnostima i sektorima baziranim na znanju, a ne ka radikalnim i drasticnim promenama.)
MATCH@E:(The knowledge-based economy is increasingly viewed as a continual process of economic transformation towards knowledge-based activities and sectors, rather than towards radical and drastic changes.===>Ekonomija zasnovana na znanju sve više se posmatra kao kontinuirani proces transformacije privrede ka aktivnostima i sektorima baziranim na znanju, a ne ka radikalnim i drastičnim promenama.)
MATCH@M:(The developed countries have already based their economies on knowledge; they already allocate largest funds to science and research.===>Razvijene zemlje su vec svoju privredu vezale za znanje, i u njima se najviše izdvaja za nauku i istraživanje.)
MATCH@E:(The developed countries have already based their economies on knowledge; they already allocate largest funds to science and research.===>Razvijene zemlje su već svoju privredu vezale za znanje, i u njima se najviše izdvaja za nauku i istraživanje.)
MATCH@M:(One way to increase their income is the building of a knowledge-based economy.===>Kao jedno od rešenja za povecanje njihovog dohotka jeste izgradnja ekonomije zasnovane na znanju.)
MATCH@E:(One way to increase their income is the building of a knowledgebased economy.===>Kao jedno od rešenja za povećanje njihovog dohotka jeste izgradnja ekonomije zasnovane na znanju.)
MATCH@M:(This opportunity can be taken by those countries in which productivity and growth do not largely depend on natural resources; the countries that possess a certain quality human capital, invest and create new knowledge and ideas to improve the factors of production.===>Ovu mogucnost mogu iskoristiti zemlje u kojima su produktivnost i rast manje zavisni od prirodnih resursa, a koje poseduju odredeni kva-litet humanog kapitala, zemlje koje ulažu i stvaraju nova znanja i ideje kojim unapreduju faktore proizvodnje.)
MATCH@E:(This opportunity can be taken by those countries in which productivity and growth do not largely depend on natural resources; the countries that possess a certain quality human capital, invest and create new knowledge and ideas to improve the factors of production.===>Ovu mogućnost mogu iskoristiti zemlje u kojima su produktivnost i rast manje zavisni od prirodnih resursa, a koje poseduju određeni kvalitet humanog kapitala, zemlje koje ulažu i stvaraju nova znanja i ideje kojim unapređuju faktore proizvodnje.)
MATCH@M:(Knowledge and technological progress have become the leading driver of economic growth and development.===>Znanje i tehnološki progres su postali glavna vodeca snaga za ekonomski rast i razvoj.)
MATCH@E:(Knowledge and technological progress have become the leading driver of economic growth and development.===>Znanje i tehnološki progres su postali glavna vodeća snaga za ekonomski rast i razvoj.)
MATCH@M:(New growth theories are associated to labour productivity achieved by innovation, which are in turn the result of knowledge.===>Nove teorije rasta su povezane sa produk-tivnošcu rada ostvarenog inovacijama, a koje su rezultat znanja.)
MATCH@E:(Š12, p.202Ë New growth theories are associated to labour productivity achieved by innovation, which are in turn the result of knowledge.===>Š12, str.202. ~~~ Ë Nove teorije rasta su povezane sa produktivnošću rada ostvarenog inovacijama, a koje su rezultat znanja.)
MATCH@M:(Various economic statistics, research and analyses have analysed and proven the impact of the knowledge-based economy upon the economic performance and the long-term change in the economy structure.===>Razlicite ekonomske statistike, istraživanja i analize su ukazale i dokazale uticaj ekonomije zasnovane na znanju na ekonomske performanse privrede i predu-zeca i njen uticaj na znacajne kratkorocne i dugorocne promene u strukturi privrede.)
MATCH@E:(Various economic statistics, research and analyses have analysed and proven the impact of the knowledgebased economy upon the economic performance and the long-term change in the economy structure.===>Različite ekonomske statistike, istraživanja i analize su ukazale i dokazale uticaj ekonomije zasnovane na znanju na ekonomske performanse privrede i preduzeća i njen uticaj na značajne kratkoročne i dugoročne promene u strukturi privrede.)
MATCH@M:(Similarly, the knowledge-based economy ensures an impressive economic growth, an increase in productivity, profitability and investment rate, while at the same time reducing inflation and unemployment rate.===>Isto tako, ona omogucava snažan ekonomski rast, povecanje produktivnosti, profitabilnosti i stope investiranja, a smanjuje inflaciju i stopu nezaposlenosti.)
MATCH@E:(Similarly, the knowledge-based economy ensures an impressive economic growth, an increase in productivity, profitability and investment rate, while at the same time reducing inflation and unemployment rate.===>Isto tako, ona omogućava snažan ekonomski rast, povećanje produktivnosti, profitabilnosti i stope investiranja, a smanjuje inflaciju i stopu nezaposlenosti.)
MATCH@M:(It is most strongly associated with the impact of technological innovation that contributed to the price reduction and an increase in the ICT product efficiency.===>Najviše je povezana sa uticajem tehnoloških inovacija, koje su doprinele smanjivanju cena i povecanju efikasnosti IKT proizvoda.)
MATCH@E:(It is most strongly associated with the impact of technological innovation that contributed to the price reduction and an increase in the ICT product efficiency.===>Najviše je povezana sa uticajem tehnoloških inovacija, koje su doprinele smanjivanju cena i povećanju efikasnosti IKT proizvoda.)
MATCH@M:(The globalization effects and a fiercer international competio-tion and competitiveness on the labour market resulted in cost reductions and an increase in efficiency.===>Efekti globalizacije i povecanje medunarodne konkurencije i konkurentnosti na tržištu rada odrazili su se na smanjivanje troškova i povecanje efikasnosti.)
MATCH@E:(The globalization effects and a fiercer international competiotion and competitiveness on the labour market resulted in cost reductions and an increase in efficiency.===>Efekti globalizacije i povećanje međunarodne konkurencije i konkurentnosti na tržištu rada odrazili su se na smanjivanje troškova i povećanje efikasnosti.)
MATCH@M:(The European Union is making efforts to build a knowledge-based economy.===>Evropska unija pokušava da izgradi ekonomiju zasnovanu na znanju.)
MATCH@E:(The European Union is making efforts to build a knowledge-based economy.===>Evropska unija pokušava da izgradi ekonomiju zasnovanu na znanju.)
MATCH@M:(The idea is that this concept of development be implemented in all the EU countries as well as in the countries that wish to join the Union.===>Težnja je da se ovaj koncept razvoja primeni u svim zemljama EU i zemljama koje treba da se prikljuce Evropskoj uniji.)
MATCH@E:(The idea is that this concept of development be implemented in all the EU countries as well as in the countries that wish to join the Union.===>Težnja je da se ovaj koncept razvoja primeni u svim zemljama EU i zemljama koje treba da se priključe Evropskoj uniji.)
MATCH@M:(The building of such an economy is meant to increase economic growth and the development of European economy and thus reduce the gap between the development levels of the EU and the USA.===>Izgradnjom ove ekonomije želi se povecati ekonomski rast i razvoj evropske privrede i na taj nacin smanjiti gep izmedu razvijenosti privreda EU i SAD.)
MATCH@E:(The building of such an economy is meant to increase economic growth and the development of European economy and thus reduce the gap between the development levels of the EU and the USA.===>Izgradnjom ove ekonomije želi se povećati ekonomski rast i razvoj evropske privrede i na taj način smanjiti gep između razvijenosti privreda EU i SAD.)
MATCH@M:(By the implementation of the Lisbon Strategy directives, by building a knowledge-based economy and an information society, the European economy has increased employment and economic growth.===>Spovodenje odredbi Lisabonske strategije, izgradanja ekonomije zasnovane na znanju i informacionog društva, evropska privreda je povecala zaposlenost i privredni rast.)
MATCH@E:(By the implementation of the Lisbon Strategy directives, by building a knowledge-based economy and an information society, the European economy has increased employment and economic growth.===>Spovođenje odredbi Lisabonske strategije, izgradanja ekonomije zasnovane na znanju i informacionog društva, evropska privreda je povećala zaposlenost i privredni rast.)
MATCH@M:(The economic crisis, however, hindered the achievement of higher economic performance in the world economy.===>Medutim, ekonomska kriza je usporila ostvarivanje i postizanje boljih ekonomskih perfomansi u svetskoj privredi.)
MATCH@E:(The economic crisis, however, hindered the achievement of higher economic performance in the world economy.===>Međutim, ekonomska kriza je usporila ostvarivanje i postizanje boljih ekonomskih perfomansi u svetskoj privredi.)
MATCH@M:(The EU, however, has adopted a new plan to overcome the economic crisis and to further build a knowledge-based economy that will help achieve a higher level of economic development of the European economy.===>Ipak, EU je donela novi plan za prevazilaženje ekonomske krize i daljeg sporovodenja izgradnje ekonomije zasnovane na znanju koja ce uticati na postizanje višeg nivoa ekonomskog razvoja evropske privrede.)
MATCH@E:(The EU, however, has adopted a new plan to overcome the economic crisis and to further build a knowledge-based economy that will help achieve a higher level of economic development of the European economy.===>Ipak, EU je donela novi plan za prevazilaženje ekonomske krize i daljeg sporovođenja izgradnje ekonomije zasnovane na znanju koja će uticati na postizanje višeg nivoa ekonomskog razvoja evropske privrede.)
MATCH@M:(Economic policy at the sub-national or “regional ” level has increasingly become relevant and challenging with intensified economic globalization and requires the development of economic policy concepts.===>U uslovima sve intenzivnihje glohalizacije u privredi, ekonomska politika na sub-nacionalnom, ili „regionalnom“ nivou postaje sve znacajnija, predstavlja sve veci izazov i namece potrebu da se razvijaju koncepti ekonomske politike.)
MATCH@E:(12, june 2010, Zlatibor, Serbia Economic policy at the sub-national or regional level has increasingly become relevant and challenging with intensified economic globalization and requires the development of economic policy concepts.===>Projektni menadžment i kreiranje smernica ekonomske politike na sub-nacionalnom nivou UDK: ~~~ 005.8 ; 338.24 Walter Scherrer Univerzitet u Salzburgu, odsek za ekonomiju i društvene nauke walter.schrerrer¿sbg.ac.at XII Internacionalni simpozijum SymOrg 2010, 09. 12, jun 2010, Zlatibor, Srbija U uslovima sve intenzivnihje globalizacije u privredi, ekonomska politika na sub-nacionalnom, ili regionalnom nivou postaje sve značajnija, predstavlja sve veći izazov i nameće potrebu da se razvijaju koncepti ekonomske politike.)
BAD_LINE_=============================================================
BAD_LINE_M:Economic policy at the sub-national or “regional ” level has increasingly become relevant and challenging with intensified economic globalization and requires the development of economic policy concepts.
BAD_LINE_M:U uslovima sve intenzivnihje glohalizacije u privredi, ekonomska politika na sub-nacionalnom, ili „regionalnom“ nivou postaje sve znacajnija, predstavlja sve veci izazov i namece potrebu da se razvijaju koncepti ekonomske politike.
BAD_LINE_E:12, june 2010, Zlatibor, Serbia Economic policy at the sub-national or regional level has increasingly become relevant and challenging with intensified economic globalization and requires the development of economic policy concepts.
BAD_LINE_E:Projektni menadžment i kreiranje smernica ekonomske politike na sub-nacionalnom nivou UDK: ~~~ 005.8 ; 338.24 Walter Scherrer Univerzitet u Salzburgu, odsek za ekonomiju i društvene nauke walter.schrerrer¿sbg.ac.at XII Internacionalni simpozijum SymOrg 2010, 09. 12, jun 2010, Zlatibor, Srbija U uslovima sve intenzivnihje globalizacije u privredi, ekonomska politika na sub-nacionalnom, ili regionalnom nivou postaje sve značajnija, predstavlja sve veći izazov i nameće potrebu da se razvijaju koncepti ekonomske politike.
MATCH@M:(This paper discusses how methods of project management can be applied to the process of creating guidelines for regional economic policy authorities.===>U ovom radu raspravlja se o tome kako se metodi projektnog menadžmenta mogu primeniti u procesu kreiranja smernica za organe vlasti koji sprovode regionalne ekonomske politike.)
MATCH@E:(This paper discusses how methods of project management can be applied to the process of creating guidelines for regional economic policy authorities.===>U ovom radu raspravlja se o tome kako se metodi projektnog menadžmenta mogu primeniti u procesu kreiranja smernica za organe vlasti koji sprovode regionalne ekonomske politike.)
MATCH@M:(It starts with a discussion of specific features and challenges of project management in the public sector.===>Na pocetku razmatramo specificna obeležja i izazove projektnog menadžmenta u javnom sektoru.)
MATCH@E:(It starts with a discussion of specific features and challenges of project management in the public sector.===>Na početku razmatramo specifična obeležja i izazove projektnog menadžmenta u javnom sektoru.)
MATCH@M:(It is concluded that projects in the public sector frequently are more difficult than those in the private sector.===>Rasprava se završava zakljuckom da su projekti u javnom sektoru cesto teži u poredenju sa onim u privatnom sektoru.)
MATCH@E:(It is concluded that projects in the public sector frequently are more difficult than those in the private sector.===>Rasprava se završava zaključkom da su projekti u javnom sektoru često teži u poređenju sa onim u privatnom sektoru.)
MATCH@M:(Then typical features of a project which is aimed at creating regional economic policy guidelines (CEPG-proj-ects) are highlighted.===>U nastavku smo naglasili tipicna svojstva projekta znacajna za kreiranje smernica regionalne ekonomske politike (Regional Economic Polič Guidelines - CEPG projekti).)
MATCH@E:(Then typical features of a project which is aimed at creating regional economic policy guidelines (CEPG-projects) are highlighted.===>U nastavku smo naglasili tipična svojstva projekta značajna za kreiranje smernica regionalne ekonomske politike (Regional Economic Policy Guidelines CEPG projekti).)
MATCH@M:(Major characteristics of the most important project deliverable - a coherent medium term concept for regional economic policy makers - are discussed.===>Glavne karakteristike proizvoda projekta - koherentan srednjorocni koncept za kreatore regionalne ekonomske politike su sledeca tema naše diskusije.)
MATCH@E:(Major characteristics of the most important project deliverable a coherent medium term concept for regional economic policy makers are discussed.===>Glavne karakteristike proizvoda projekta koherentan srednjoročni koncept za kreatore regionalne ekonomske politike su sledeća tema naše diskusije.)
MATCH@M:(The analysis of the typology of such projects suggests that CEPG-projects tend to start as pioneer projects and then turn into acceptance projects.===>Analiza tipologije ovakvih projekata ukazuje na to da CEPG projekti obicno pocinju kao pionirski projekti, a onda prerastaju u prihvatljive (acceptance) projekte.)
MATCH@E:(The analysis of the typology of such projects suggests that CEPG-projects tend to start as pioneer projects and then turn into acceptance projects.===>Analiza tipologije ovakvih projekata ukazuje na to da CEPG projekti obično počinju kao pionirski projekti, a onda prerastaju u prihvatljive (acceptance) projekte.)
MATCH@M:(From this analysis of project types and a brief analysis of three distinct levels of project management (functional, methodological, and social level) skill requirements of project managers and the public administration’s potential for drawing on external expertise are derived.===>Iz ove analize tipova ptojekata i iz kratke analize tri karakteristicna nivoa projektnog menadžmenta (funkcionalnog, metodološkog i društvenog) izvode se potrebe za strucnim kvalifikacijama projektnih menadžera i potencijalom javne uprave za anga'ovanjem strucnjaka sa strane.)
MATCH@E:(From this analysis of project types and a brief analysis of three distinct levels of project management (functional, methodological, and social level) skill requirements of project managers and the public administrations potential for drawing on external expertise are derived.===>Iz ove analize tipova ptojekata i iz kratke analize tri karakteristična nivoa projektnog menadžmenta (funkcionalnog, metodološkog i društvenog) izvode se potrebe za stručnim kvalifikacijama projektnih menadžera i potencijalom javne uprave za angažovanjem stručnjaka sa strane.)
MATCH@M:(Finally the relation between focusing the project’s scope on the one hand and achieving legitimation and acceptance by the stakeholders and the wider public on the other hand is discussed.===>Na kraju, raspravljamo o odnosu izmedu, s jedne strane, fokusiranja obima projekta i, s druge strane, postizanja legitimiteta i prihvatanja od strane stejkholdera i šire publike.)
MATCH@E:(Finally the relation between focusing the projects scope on the one hand and achieving legitimation and acceptance by the stakeholders and the wider public on the other hand is discussed.===>Na kraju, raspravljamo o odnosu između, s jedne strane, fokusiranja obima projekta i, s druge strane, postizanja legitimiteta i prihvatanja od strane stejkholdera i šire publike.)
MATCH@M:(A trade-off between these two project goals arises as both are functions of the number of stakeholders.===>Izmedu ova dva projektna cilja dolazi do sukoba, s obzirom da i jedan i drugi predstavljaju funkciju broja stejkholdera. 1.	Uvod)
MATCH@E:(A trade-off between these two project goals arises as both are functions of the number of stakeholders. ~~~ 1.===>Između ova dva projektna cilja dolazi do sukoba, s obzirom da i jedan i drugi predstavljaju funkciju broja stejkholdera. 1.)
MATCH@M:(1.	Introduction Project management has become a standard tool for planning, coordinating and controlling diverse and complex activities in the private business sector.===>Projektni menadžment postao je standardni instrument za planiranje, koordinaciju i kontrolu razlicitih a složenih aktivnosti u poslovanju u privatnom sektoru.)
MATCH@E:(Introduction Project management has become a standard tool for planning, coordinating and controlling diverse and complex activities in the private business sector.===>Uvod Projektni menadžment postao je standardni instrument za planiranje, koordinaciju i kontrolu različitih a složenih aktivnosti u poslovanju u privatnom sektoru.)
MATCH@M:(Meanwhile its use is commonplace in many areas in the public sector, too.===>U meduvremenu, u mnogim oblastima u javnom sektoru primena ovog vida menadžmenta postala je uobicajena.)
MATCH@E:(Meanwhile its use is commonplace in many areas in the public sector, too.===>U međuvremenu, u mnogim oblastima u javnom sektoru primena ovog vida menadžmenta postala je uobičajena.)
MATCH@M:(Many endeavours of the public sector are organized as “projects”, and thus the interest for specific features of project management in the public sector has increased.===>Mnoge aktivnosti u javnom sektoru organizo-vane su u obliku „projekata“, te je stoga povecano in-teresovanje za specificna obeležja projektnog menadžmenta u javnom sektoru.)
MATCH@E:(Many endeavours of the public sector are organized as projects, and thus the interest for specific features of project management in the public sector has increased (see e.g. Wirick Š8Ë).===>Mnoge aktivnosti u javnom sektoru organizovane su u obliku projekata, te je stoga povećano interesovanje za specifična obeležja projektnog menadžmenta u javnom sektoru (videti, npr., Wirick Š8Ë).)
MATCH@M:(This paper deals with a specific type of public sector projects which is at the interface between the public and the private sector: the creation of a strategic framework (“guidelines”) for regional economic policy authorities.===>U ovom radu bavimo se posebnim tipom projekata u oblasti javnog sektora koji se nalaze na granici izmedu javnog i privatnog sektora: kreiranjm strateškog okvira („smernica“) za organe uprave odgovorne za sprovodenje regionalne ekonomske politike.)
MATCH@E:(This paper deals with a specific type of public sector projects which is at the interface between the public and the private sector: the creation of a strategic framework (guidelines) for regional economic policy authorities.===>U ovom radu bavimo se posebnim tipom projekata u oblasti javnog sektora koji se nalaze na granici između javnog i privatnog sektora: kreiranjm strateškog okvira (smernica) za organe uprave odgovorne za sprovođenje regionalne ekonomske politike.)
MATCH@M:(The need for such a coherent framework for focusing regional economic policy in a medium term perspective has increased as the context for economic policy making at the sub-national level (i.e. regional level) has become more complex.===>Potreba za tako koherentnim okvirom u fokusiranju regionalne ekonomske politike u srednjorocnoj perspektivi posledica je sve vece složenosti konteksta kreiranja politike na sub-nacionalnom (t.j., regionalnom) nivou.)
MATCH@E:(The need for such a coherent framework for focusing regional economic policy in a medium term perspective has increased as the context for economic policy making at the sub-national level (i.e. regional level) has become more complex.===>Potreba za tako koherentnim okvirom u fokusiranju regionalne ekonomske politike u srednjoročnoj perspektivi posledica je sve veće složenosti konteksta kreiranja politike na sub-nacionalnom (t.j., regionalnom) nivou.)
MATCH@M:(The intensity of interaction and competition among regions has increased both at the international and interregional levels, and the scope of economic policies at the sub-national level has been enlarged as international economic and political integration has shifted competences and power between levels of government.===>Intenzitet interakcije i konkurencije medu regionima raste kako na medunarodnom tako i na meduregionalnom nivou, a obim ekonomske politike na sub-nacionalnom nivou povecan je u skladu sa po-meranjem kompetencija i moci izmedu nivoa vlasti, što je, pak, posledica medunarodne ekonomske i politicke integracije.)
MATCH@E:(The intensity of interaction and competition among regions has increased both at the international and interregional levels, and the scope of economic policies at the sub-national level has been enlarged as international economic and political integration has shifted competences and power between levels of government.===>Intenzitet interakcije i konkurencije među regionima raste kako na međunarodnom tako i na međuregionalnom nivou, a obim ekonomske politike na sub-nacionalnom nivou povećan je u skladu sa pomeranjem kompetencija i moći između nivoa vlasti, što je, pak, posledica međunarodne ekonomske i političke integracije.)
MATCH@M:(The scope of regional economic policies has also been widened as participation in many European Union programmes needs most of the project development and policy planning to be done at the sub-national levels.===>Obuhvat regionalnih ekonomskih politika proširen je i zato što ucešce u brojnim programima Evropske unije zahteva da se najveci deo razvoja projekta i planiranja politike odvija na sub-nacionalnom nivou.)
MATCH@E:(The scope of regional economic policies has also been widened as participation in many European Union programmes needs most of the project development and policy planning to be done at the sub-national levels.===>Obuhvat regionalnih ekonomskih politika proširen je i zato što učešće u brojnim progra mima Evropske unije zahteva da se najveći deo razvoja projekta i planiranja politike odvija na sub-nacionalnom nivou.)
MATCH@M:(Politics has been challenged by the necessity to design coherent and sophisticated strategies for regional economic development.===>Izazov za politiku predstavlja i potreba da se osmisle koherentne i visoko razvijene strategije regionalnog ekonomskog razvoja.)
MATCH@E:(Politics has been challenged by the necessity to design coherent and sophisticated strategies for regional economic development.===>Izazov za politiku predstavlja i potreba da se osmisle koherentne i visoko razvijene strategije regionalnog ekonomskog razvoja.)
MATCH@M:(The design process of guidelines for economic policy at the regional level is considered a “project” because it meets the criteria both according to the Project Management Institute’s Guide to the Project Management Body of Knowledge and to the German industrial norm DIN 69901.===>Proces tog osmišljavanja smerni-ca za ekonomsku politiku na regionalnom nivou smatra se „projektom“ zato što zadovoljava kako kriterijume Vodica Instituta za projektni menadžment i Kodeks znanja iz projektnog menadžmenta, tako i Nemacki industrijski standard DIN 69901.)
MATCH@E:(The design process of guidelines for economic policy at the regional level is considered a project because it meets the criteria both according to the Project Management Institutes Guide to the Project Management Body of Knowledge (PMBOK; PMI Š5Ë) and to the German industrial norm DIN 69901.===>Proces tog osmišljavanja smernica za ekonomsku politiku na regionalnom nivou smatra se projektom zato što zadovoljava kako kriterijume Vodiča Instituta za projektni menadžment i Kodeks znanja iz projektnog menadžmenta (PMBOK; PMI Š5Ë), tako i Nemački industrijski standard DIN 69901.)
MATCH@M:(The design process is a temporary endeavour as it has a start and an end, it needs resources and some amount of preparation and planning, and the process’s goal is to create a unique “deliverable” - i.e. the economic policy guidelines.===>Ovaj proces kreiranja je privremenog karaktera, pošto ima pocetak i kraj; potrebni su mu resursi i odredena priprema i planiranje, a cilj procesa je kreiranje jedinstvenog „proizvoda“ - t.j. smernica ekonomske politike.)
MATCH@E:(The design process is a temporary endeavour as it has a start and an end, it needs resources and some amount of preparation and planning, and the processs goal is to create a unique deliverable i.e. the economic policy guidelines.===>Ovaj proces kreiranja je privremenog karaktera, pošto ima početak i kraj; potrebni su mu resursi i određena priprema i planiranje, a cilj procesa je kreiranje jedinstvenog proizvoda t.j. smernica ekonomske politike.)
MATCH@M:(Thus methods of project management can be applied to the process of creating such guidelines.===>Stoga se metodi projektnog menadžmenta mogu pri-meniti na proces kreiranja ovakvih smernica.)
MATCH@E:(Thus methods of project management can be applied to the process of creating such guidelines.===>Stoga se metodi projektnog menadžmenta mogu primeniti na proces kreiranja ovakvih smernica.)
MATCH@M:(The paper analyses the endeavour ’’Creating Economic Policy Guidelines at the sub-national level” (CEPG-project) from a project management perspective.===>U radu se razmatra pokušaj „Kreiranja smernica ekonomske politike na sub-nacionalnom nivou“ (CEPG projekt) iz perspektive projektnog menadžmenta.)
MATCH@E:(The paper analyses the endeavour Creating Economic Policy Guidelines at the sub-national level (CEPGproject) from a project management perspective.===>U radu se razmatra pokušaj Kreiranja smernica ekonomske politike na sub-nacionalnom nivou (CEPG projekt) iz perspektive projektnog menadžmenta.)
MATCH@M:(Section 2 discusses challenges and problems of project management which are specific in public sector project in general.===>U poglavlju 2 analiziraju se izazovi i problemi projektnog menadžmenta specificni za projekte u oblasti javnog sektora uopšte.)
MATCH@E:(Section 2 discusses challenges and problems of project management which are specific in public sector project in general.===>U poglavlju 2 analiziraju se izazovi i problemi projektnog menadžmenta specifični za projekte u oblasti javnog sektora uopšte.)
MATCH@M:(Section 3 highlights major features of a CEPG-project being a specific public sector project.===>U poglavlju 3 naglašava se da su glavna obeležja CEPG projekta posebni projekat u javnom sektoru.)
MATCH@E:(Section 3 highlights major features of a CEPG-project being a specific public sector project.===>U poglavlju 3 naglašava se da su glavna obeležja CEPG projekta posebni projekat u javnom sektoru.)
MATCH@M:(Topics of analysis include project deliverables, possible project types, specific issues concerning the functional, methodological, and social levels of project management, and problems of dealing with big numbers of stakeholders and aggregating results.===>Teme analize obuhvataju proizvode projekta, moguce tipove projekta, posebna pitanja koja se odnose na funkcionalni, metodološki i socijalni nivo projektnog menadžmenta , kao i probleme u radu sa velikim brojem stejkholdera i zbrajanja rezultata.)
MATCH@E:(Topics of analysis include project deliverables, possible project types, specific issues concerning the functional, methodological, and social levels of project management, and problems of dealing with big numbers of stakeholders and aggregating results.===>Teme analize obuhvataju proizvode projekta, moguće tipove projekta, posebna pitanja koja se odnose na funkcionalni, metodološki i socijal ni nivo projektnog menadžmenta , kao i probleme u radu sa velikim brojem stejkholdera i zbrajanja rezultata.)
MATCH@M:(Matters concerning project organisation, timing of the project, and the roles of public employees and other experts in such a project have been discussed elsewhere.===>O pitanjima kao što su projektna organizacija, pravovremenost projekta i uloge službenika u javnom sektoru i drugih strucnjaka u ovakvom projektu raspravljalo se na drugim mestima.)
MATCH@E:(Matters concerning project organisation, timing of the project, and the roles of public employees and other experts in such a project have been discussed elsewhere (Scherrer Š7Ë).===>O pitanjima kao što su projektna organizacija, pravovremenost projekta i uloge službenika u javnom sektoru i drugih stručnjaka u ovakvom projektu raspravljalo se na drugim mestima (Scherrer Š7Ë).)
MATCH@M:(The paper draws on experience with CEPG-projects which have taken place in Austrian regions since the late 1990s.===>U ovom radu pozivamo se na iskustva sa CEPG projektima koji su se odvijali u regionima Austrije pocevši od kasnih 1990ih godina.)
MATCH@E:(The paper draws on experience with CEPG-projects which have taken place in Austrian regions since the late 1990s. ~~~ 2.===>U ovom radu pozivamo se na iskustva sa CEPG projektima koji su se odvijali u regionima Austrije počevši od kasnih 1990ih godina. 2.)
MATCH@M:(2.	Specific features of project management in the public sector===>2.	Specificna obeležja projektnog menadžmenta u javnom sektoru)
MATCH@E:(Specific features of project management in the public sector 2.1.===>Specifična obeležja projektnog menadžmenta u javnom sektoru 2.1.)
MATCH@M:(While in business projects a company’s interest usually can be defined easily in public sector projects major problems of revealing preferences and preference aggregation arise.===>Dok se u poslovnim projektima interes kompanije obicno lako definiše, kod projekata u javnom sektoru glavni problemi nastaju u oblasti odredivanja prioriteta i agregacije prioriteta.)
MATCH@E:(While in business projects a companys interest usually can be defined easily in public sector projects major problems of revealing preferences and preference aggregation arise.===>Dok se u poslovnim projektima interes kompanije obično lako definiše, kod projekata u javnom sektoru glavni problemi nastaju u oblasti određivanja prioriteta i agregacije prioriteta.)
MATCH@M:(So it is not quite clear which groups of a region’s society or economy ought to be targeted by economic policy in order to serve the “public interest” best.===>Stoga nije dovoljno jasno koje su to društvene i ekonomske grupe u jednoj oblasti/regionu kojima ekonomska politika treba da posveti posebnu pažnju da bi na najbolji nacin zadovoljila „javni interes“.)
MATCH@E:(So it is not quite clear which groups of a regions society or economy ought to be targeted by economic policy in order to serve the public interest best.===>Stoga nije dovoljno jasno koje su to društvene i ekonomske grupe u jednoj oblasti/regionu kojima ekonomska politika treba da posveti posebnu pažnju da bi na najbolji način zadovoljila javni interes.)
MATCH@M:(A specific feature of public sector projects is that - like a CEPG-project - they may reach far into the future and therefore needs of stakeholders ought to be served who are not yet “at the table” and whose interests might be difficult to identify.===>Posebno obeležje projekata u javnom sektoru jeste da - kao CEPG projekti - oni mogu da se protegnu u daleku buducnost i stoga treba zadovoljiti i potrebe stejkholdera koji još nisu „na dnevnom redu“ i cije interese ce možda biti teško i odrediti u ovom trenutku.)
MATCH@E:(A specific feature of public sector projects is that like a CEPG-project they may reach far into the future and therefore needs of stakeholders ought to be served who are not yet at the table and whose interests might be difficult to identify (Wirick Š8Ë).===>Posebno obeležje projekata u javnom sektoru jeste da kao CEPG projekti oni mogu da se protegnu u daleku budućnost i stoga treba zadovoljiti i potrebe stejkholdera koji još nisu na dnevnom redu i čije interese će možda biti teško i odrediti u ovom trenutku (Wirick Š8Ë).)
MATCH@M:(This issue has been reflected by the change of goals of regional economic policy in the CEPG-projects in the province of Salzburg during the past fifteen years.===>Ovo pitanje nastalo je kao posledica promene u ciljevima regionalne ekonomske politike u CEPG projektima u regiji Salzburga u proteklih petnaest godina.)
MATCH@E:(This issue has been reflected by the change of goals of regional economic policy in the CEPG-projects in the province of Salzburg during the past fifteen years.===>Ovo pitanje nastalo je kao posledica promene u ciljevima regionalne ekonomske politike u CEPG projektima u regiji Salzburga u proteklih petnaest godina.)
MATCH@M:(In the first edition of this project in 1997 the guidelines aimed at two goals of economic policy: gdp growth and jobs.===>U prvom izdanju ovog projekta, 1997. godine, smernice su ukazivale na dva cilja ekonomske politike: rast BDP i radna mesta.)
MATCH@E:(In the first edition of this project in 1997 the guidelines aimed at two goals of economic policy: gdp growth and jobs.===>U prvom izdanju ovog projekta, 1997. godine, smernice su ukazivale na dva cilja ekonomske politike: rast BDP i radna mesta.)
MATCH@M:(In the next round in 2003 economic growth and jobs were still top-level goals, but the reduction of regional disparities was added as another goal of medium term economic policy.===>U narednom periodu, 2003. godine, privredni rast i radna mesta još uvek su na vrhu liste ciljeva, ali je dodat još jedan cilj ekonomske politike u srednjorocnom periodu - ublažavanje regionalnih razlika.)
MATCH@E:(In the next round in 2003 economic growth and jobs were still top-level goals, but the reduction of regional disparities was added as another goal of medium term economic policy.===>U narednom periodu, 2003. godine, privredni rast i radna mesta još uvek su na vrhu liste ciljeva, ali je dodat još jedan cilj ekonomske politike u srednjoročnom periodu ublažavanje regionalnih razlika.)
MATCH@M:(This change occurred although no major change in regional economic disparities had been observed in the meantime.===>Do ove promene je došlo iako u meduvremenu nisu uocene nikakve znacajne promene u meduregio-nalnim privrednim razlikama.)
MATCH@E:(This change occurred although no major change in regional economic disparities had been observed in the meantime.===>Do ove promene je došlo iako u međuvremenu nisu uočene nikakve značajne promene u međuregionalnim privrednim razlikama.)
MATCH@M:(In the project cycle which started in 2009/10 these three goals will very likely be complemented by ecological sustainability.===>U projektnom ciklusu koji je zapocet 2009/10, ovim trima ciljevima verovat-no ce biti dodata i ekološka održivost.)
MATCH@E:(In the project cycle which started in 2009/10 these three goals will very likely be complemented by ecological sustainability.===>U projektnom ciklusu koji je započet 2009/10, ovim trima ciljevima verovatno će biti dodata i ekološka održivost.)
MATCH@M:(While this topic was considered exogenous in former project cycles ecology-economy links will get more attention and thus will turn from being part of the framework conditions to a core object of economic policy.===>Iako se ova tema smatrala egzogenom u ranijim projektnim ciklusima, povezanost izmedu ekologije i ekonomije izaziva-ce sve vecu pažnju i tako ce od samo jednog segmenta okvira postati osnovna tema ekonomske politike.)
MATCH@E:(While this topic was considered exogenous in former project cycles ecology-economy links will get more attention and thus will turn from being part of the framework conditions to a core object of economic policy.===>Iako se ova tema smatrala egzogenom u ranijim projektnim ciklusima, povezanost između ekologije i ekonomije izazivaće sve veću pažnju i tako će od samo jednog segmenta okvira postati osnovna tema ekonomske politike.)
MATCH@M:(But even if we assume that - like in the case of the CEPG-project - it is possible to define the public interest properly it is often difficult to measure the achievement of this public sector project properly.===>Ali i ako pretpostavimo da je - kao u slucaju CEPG projekta - moguce adekvatno definisati javni interes, cesto je teško tacno izmeriti postignuce ovog projekta iz javnog sektora.)
MATCH@E:(But even if we assume that like in the case of the CEPG-project it is possible to define the public interest properly it is often difficult to measure the achievement of this public sector project properly.===>Ali i ako pretpostavimo da je kao u slučaju CEPG projekta moguće adekvatno definisati javni interes, često je teško tačno izmeriti postignuće ovog projekta iz javnog sektora.)
MATCH@M:(While in a private business environment a single and simple indicator of performance, like return on investment, can be used to measure performance, public-sector agencies often lack such simple measures.===>Dok se u okruženju privatnog poslovanja za merenje ucinka može koristiti jedan jednostavan pokazatelj ucinka, kao što je povracaj po investiciji, u agencijama javnog sektora takve jednostavne mere cesto izostaju.)
MATCH@E:(While in a private business environment a single and simple indicator of performance, like return on investment, can be used to measure performance, publicsector agencies often lack such simple measures.===>Dok se u okruženju privatnog poslo vanja za merenje učinka može koristiti jedan jednostavan pokazatelj učinka, kao što je povraćaj po investiciji, u agencijama javnog sektora takve jednostavne mere često izostaju.)
MATCH@M:(In the case of the CEPG-project at the top level of goals aggregate indicators like the gross domestic product per capita, the growth rate of real gdp, employment growth or unemployment rates have been used.===>U slucaju CEPG projekta, na najvišem nivou ciljeva primenjuju se agregatni pokazatelji kao što su bruto domaci proizvod po glavi stanovnika, stopa rasta stvarnog BDP, rast zaposlenosti ili stope nezaposlenosti.)
MATCH@E:(In the case of the CEPG-project at the top level of goals aggregate indicators like the gross domestic product per capita, the growth rate of real gdp, employment growth or unemployment rates have been used.===>U slučaju CEPG projekta, na najvišem nivou ciljeva primenjuju se agregatni pokazatelji kao što su bruto domaći proizvod po glavi stanovnika, stopa rasta stvarnog BDP, rast zaposlenosti ili stope nezaposlenosti.)
MATCH@M:(Measurement of these indicators is simple, but targets expressed in average values hide differences across sectors, firm size, gender, age groups and other structural characteristics which might be important.===>Merenje ovih pokazatelja je jednostavno, ali ciljevi izraženi srednjim vrednostima skrivaju razlike izmedu sektora, velicine firme, rodnih i starosnih grupa i drugih strukturnih karakteristika koje bi mgle da budu znacajne.)
MATCH@E:(Measurement of these indicators is simple, but targets expressed in average values hide differences across sectors, firm size, gender, age groups and other structural characteristics which might be important.===>Merenje ovih pokazatelja je jednostavno, ali ciljevi izraženi srednjim vrednostima skrivaju razlike između sektora, veličine firme, rodnih i starosnih grupa i drugih strukturnih karakteristika koje bi mgle da budu značajne.)
MATCH@M:(Targets and measures ought to be diversified carefully because there is a risk of overloading medium term guidelines with a vast amount of goals, strategies and instruments.===>Ciljeve i merila bi trebalo pažljivo razraditi i razlikovati zato što postoji rizik da se smernice za srednjorocni period preopterete ogromnim brojem ciljeva, strategija i instrumenata.)
MATCH@E:(Targets and measures ought to be diversified carefully because there is a risk of overloading medium term guidelines with a vast amount of goals, strategies and instruments.===>Ciljeve i merila bi trebalo pažljivo razraditi i razlikovati zato što postoji rizik da se smernice za srednjoročni period preopterete ogromnim brojem ciljeva, strategija i instrumenata.)
MATCH@M:(Guidelines thus would become less meaningful.===>To bi imalo za posledicu da smernice izgube na znacaju.)
MATCH@E:(Guidelines thus would become less meaningful.===>To bi imalo za posledicu da smernice izgube na značaju.)
MATCH@M:(Interregional and international interdependencies of the business cycle, constitutional and other legal constraints, and the activities of regulatory authorities at the national and supra-national levels restrict a region’s potential to design and implement independent policies.Therefore it is suggested to measure performance and to define targets in a CEPG-project not primarily in absolute numbers but in relation to other regions within the same or a similar relevant legal and political framework===>Me-duregionalna i medunarodna zavisnost poslovnog ciklusa, ustavna i druga zakonska ogranicenja i aktivnosti regulatornih organa vlasti na nacionalnom i na nadnacionalnom nivou ogranicavaju potencijal jednog re-giona da osmisli i primeni nezavisnu politiku. Stoga se preporucuje da se kod CEPG projekta meri ucinak i da se ciljevi definišu ne prvenstveno u apsolutnim vrednostima, vec u odnosu na druge regione koji imaju isti ili slican relevantni zakonski i politicki okvir.)
MATCH@E:(Interregional and international interdependencies of the business cycle, constitutional and other legal constraints, and the activities of regulatory authorities at the national and supra-national levels restrict a regions potential to design and implement independent policies.Therefore it is suggested to measure performance and to define targets in a CEPG-project not primarily in absolute numbers but in relation to other regions within the same or a similar relevant legal and political framework 2.2.===>Međuregionalna i međunarodna zavisnost poslovnog ciklusa, ustavna i druga zakonska ograničenja i aktivnosti regulatornih organa vlasti na nacionalnom i na nadnacionalnom nivou ograničavaju potencijal jednog regiona da osmisli i primeni nezavisnu politiku. ~~~ Stoga se preporučuje da se kod CEPG projekta meri učinak i da se ciljevi definišu ne prvenstveno u apsolutnim vrednostima, već u odnosu na druge regione koji imaju isti ili sličan relevantni zakonski i politički okvir. 2.)
MATCH@M:(The Project Management Institute, a leading nonprofit organisation which has been propagating project management and setting standards in project management identified five challenges and trends which affect how project management works in the public sector.===>Institut za projektni menadžment (PMI), vodeca neprofitna organizacija koja propagira projektni me-nadžment i postavlja standarde u projektnom me-nadžmentu, odredio je pet izazova i tokova koji uticu na to kako projektni menadžment funkcioniše u javnom sektoru.)
MATCH@E:(Five Challenges for Project Management in the Public Sector according to PMI The Project Management Institute, a leading nonprofit organisation which has been propagating project management and setting standards in project management identified five challenges and trends which affect how project management works in the public sector (PMI Š6Ë).===>Pet izazova za projektni menadžment u javnom sektoru prema PMI Institut za projektni menadžment (PMI), vodeća neprofitna organizacija koja propagira projektni menadžment i postavlja standarde u projektnom menadžmentu, odredio je pet izazova i tokova koji utiču na to kako projektni menadžment funkcioniše u javnom sektoru (PMI Š6Ë).)
MATCH@M:(The impact of these projects on this multitude of programs and providers has to be considered as the project’s success requires their cooperation and performance.===>S obzirom da uspeh projekta zavisi od sarad-nje i ucinka ovog mnoštva programa i pružalaca usluga, treba razmotriti uticaj ovih projekata na programe i pružaoce usluga.)
MATCH@E:(The impact of these projects on this multitude of programs and providers has to be considered as the projects success requires their cooperation and performance.===>S obzirom da uspeh projekta zavisi od saradnje i učinka ovog mnoštva programa i pružalaca usluga, treba razmotriti uticaj ovih projekata na programe i pružaoce usluga.)
MATCH@M:(This, in turn, increases the number of stakeholders in this type of projects.===>Ovo sa svoje strane povecava broj stejkholdera u ovoj vrsti projekata.)
MATCH@E:(This, in turn, increases the number of stakeholders in this type of projects.===>Ovo sa svoje strane povećava broj stejkholdera u ovoj vrsti projekata.)
MATCH@M:(The project managers thus operate in an environment of conflicting goals and outcomes, and because they may lack governance in their projects, they need to use a lot of negotiation, conflict resolution, communication, and leadership skills.===>Stoga projektni menadžeri posluju u jednom okruženju suprotstavljenih ciljeva i ishoda, a pošto se može desiti da nemaju kontrolu nad svojim projektima, moraju da pribega-vaju brojnim pregovorima, konfliktnim rešenjima, razlicitim veštinama komunikacije i liderskim veština-ma.)
MATCH@E:(The project managers thus operate in an environment of conflicting goals and outcomes, and because they may lack governance in their projects, they need to use a lot of negotiation, conflict resolution, communication, and leadership skills.===>Stoga projektni menadžeri posluju u jednom okruženju suprotstavlje nih ciljeva i ishoda, a pošto se može desiti da nemaju kontrolu nad svojim projektima, moraju da pribegavaju brojnim pregovorima, konfliktnim rešenjima, različitim veštinama komunikacije i liderskim veštinama.)
MATCH@M:(The need to adapt to a changing political landscape may best be exemplified by the fact that project continuity may not we warranted due to political cycles and elections which entail the change of political leaders and perhaps even the first tier of administrative leadership.===>Potreba za adaptacijom na promenljivu politicku scenu može se najbolje predstaviti cinjenicom da kontinuitet projekta ne sme da zavisi od politickih ciklusa i izbora koji podrazumevaju promenu politickih voda a možda i prve postave u upravi.)
MATCH@E:(The need to adapt to a changing political landscape may best be exemplified by the fact that project continuity may not we warranted due to political cycles and elections which entail the change of political leaders and perhaps even the first tier of administrative leadership.===>Potreba za adaptacijom na promenljivu političku scenu može se najbolje predstaviti činjenicom da kontinuitet projekta ne sme da zavisi od političkih ciklusa i izbora koji podrazumevaju promenu političkih vođa a možda i prve postave u upravi.)
MATCH@M:(With new people at the top level new ideas for new projects enter the administration while old projects are prone to be stopped or started over again.===>Novi ljudi na najvišim položajima u upravi donose nove ideje u upravu i lako se može dogoditi da se stari projekti zaustave ili pocnu opet ispocetka.)
MATCH@E:(With new people at the top level new ideas for new projects enter the administration while old projects are prone to be stopped or started over again.===>Novi ljudi na najvišim položajima u upravi donose nove ideje u upravu i lako se može dogoditi da se stari projekti zaustave ili počnu opet ispočetka.)
MATCH@M:(A CEPG-project should be initiated soon enough so that it can be finished well before the next election day in order to save project results from the rhetoric of election campaigns.===>CEPG projekat treba da se zapocne dovoljno rano tako da se završi daleko pre novih izbora, cime su rezultati projekta zašticeni od napada u govorima u izbornim kampanjama.)
MATCH@E:(A CEPG-project should be initiated soon enough so that it can be finished well before the next election day in order to save project results from the rhetoric of election campaigns.===>CEPG projekat treba da se započne dovoljno rano tako da se završi daleko pre novih izbora, čime su rezultati projekta zaštićeni od napada u govorima u izbornim kampanjama.)
MATCH@M:(Therefore proper timing has turned out to be another crucial issue in CEPG-projects.===>Stoga je pravovremenost još jedan kljucni problem o kom CEPG projekat treba da vodi racuna.)
MATCH@E:(Therefore proper timing has turned out to be another crucial issue in CEPG-projects (more details see in Scherrer Š7Ë).===>Stoga je pravovremenost još jedan ključni problem o kom CEPG projekat treba da vodi računa (za detaljniji uvid, videti Scherrer Š7Ë).)
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BAD_LINE_M:Therefore proper timing has turned out to be another crucial issue in CEPG-projects.
BAD_LINE_M:Stoga je pravovremenost još jedan kljucni problem o kom CEPG projekat treba da vodi racuna.
BAD_LINE_E:Therefore proper timing has turned out to be another crucial issue in CEPG-projects (more details see in Scherrer Š7Ë).
BAD_LINE_E:Stoga je pravovremenost još jedan ključni problem o kom CEPG projekat treba da vodi računa (za detaljniji uvid, videti Scherrer Š7Ë).
MATCH@M:(Understanding local politics is important because directives, policies, procedures and statutes may affect projects.===>Razumevanje lokalne politike je znacajno zato što direktive, politike, procedure i statuti mogu da uticu na projekat.)
MATCH@E:(Understanding local politics is important because directives, policies, procedures and statutes may affect projects.===>Razumevanje lokalne politike je značajno zato što direktive, politike, procedure i statuti mogu da utiču na projekat.)
MATCH@M:(In the public sector projects are performed in an environment that includes political adversaries; often they have to placate political interests.===>Projekti u javnom sektoru izvode se u okruženju u kome postoje i politicki protivnici; stoga se oni cesto koriste i da istaknu politicke interese.)
MATCH@E:(In the public sector projects are performed in an environment that includes political adversaries; often they have to placate political interests.===>Projekti u javnom sektoru izvode se u okruženju u kome postoje i politički protivnici; stoga se oni često koriste i da istaknu političke interese.)
MATCH@M:(This applies to CEPG-projects because they affect a variety of policies which are designed and implemented by other departments of the regional administration, by other government agencies, or at other levels of government (e.g. the central state).===>Ovo se odnosi i na CEPG projekte pošto oni uticu na veliki broj politika koje osmišljavaju i primenjuju drugi sektori regionalne uprave, druge vladine agencije, ili se primenjuju na drugim nivoima vlasti (na primer, na nivou države).)
MATCH@E:(This applies to CEPG-projects because they affect a variety of policies which are designed and implemented by other departments of the regional administration, by other government agencies, or at other levels of government (e.g. the central state).===>Ovo se odnosi i na CEPG projekte pošto oni utiču na veliki broj politika koje osmišljavaju i primenjuju drugi sektori regionalne uprave, druge vladine agencije, ili se primenjuju na drugim nivoima vlasti (na primer, na nivou države).)
MATCH@M:(Public sector projects are usually confronted with a much more intensive public scrutiny than private sector projects because they affect many persons, firms, and organisations outside the public sector.===>Projekti u javnom sektoru cesto su izloženi daleko intenzivnijoj javnoj proceni nego oni u privatnom sektoru zato što se odnose na veliki broj pojedinaca, firmi i organizacija van javnog sektora.)
MATCH@E:(Public sector projects are usually confronted with a much more intensive public scrutiny than private sector projects because they affect many persons, firms, and organisations outside the public sector.===>Projekti u javnom sektoru često su izloženi daleko intenzivnijoj javnoj proceni nego oni u privatnom sektoru zato što se odnose na veliki broj pojedinaca, firmi i organizacija van javnog sektora.)
MATCH@M:(Failures get a lot of attention because they could be considered to cause an improper use of public funds and because they could harm many persons.===>Neuspeh ovde izaziva daleko vecu pažnju zato što se može posmatra-ti kao rasipanje sredstava iz javnih fondova i zato što pogada veliki broj ljudi.)
MATCH@E:(Failures get a lot of attention because they could be considered to cause an improper use of public funds and because they could harm many persons.===>Neuspeh ovde izaziva daleko veću pažnju zato što se može posmatrati kao rasipanje sredstava iz javnih fondova i zato što pogađa veliki broj ljudi.)
MATCH@M:(In public sector projects it is much less possible to conceal information than in private sector projects; they are performed under constraints imposed by administrative rules, policies, and processes that can delay projects and consume project resources.===>U projektima u javnom sektoru skoro da nije moguce sakriti informaciju, kao što je to moguce u projektima u privatnom sektoru, pošto se projekti u javnom sektoru sprovode pod ogranicenjima koja namecu administrativni propisi, politike i procesi koji mogu da uspore projekte ili da potroše resurse namenjene projektu.)
MATCH@E:(In public sector projects it is much less possible to conceal information than in private sector projects; they are performed under constraints imposed by administrative rules, policies, and processes that can delay projects and consume project resources.===>U projektima u javnom sektoru skoro da nije moguće sakriti informaciju, kao što je to moguće u projektima u privatnom sektoru, pošto se projekti u javnom sektoru sprovode pod ograničenjima koja nameću administrativni propisi, politike i procesi koji mogu da uspore projekte ili da potroše resurse namenjene projektu.)
MATCH@M:(The project manager in the public sector may operate under a variety of -sometimes overlapping - oversight structures, like the oversight of an elected executive, oversight agencies, legislative bodies and their own oversight agencies, and elected oversight officials, such as state auditors and treasurers.===>Projektni menadžer u javnom sektoru funkcioniše pod nadzorom raznih struktura (koje se nekad i preklapaju), na primer, na oku nekog izvršnog organa izabranog na izborima, neke agencije, zakonodavnih tela i njihovih nadzornih agencija, ili nekih izabranih nadzornih organa, kao što su državni revizori ili blagajnici.)
MATCH@E:(The project manager in the public sector may operate under a variety of sometimes overlapping oversight structures, like the oversight of an elected executive, oversight agencies, legislative bodies and their own oversight agencies, and elected oversight officials, such as state auditors and treasurers.===>Projektni menadžer u javnom sektoru funkcioniše pod nadzorom raznih struktura (koje se nekad i preklapaju), na primer, na oku nekog izvršnog organa izabranog na izborima, neke agencije, zakonodavnih tela i njihovih nadzornih agencija, ili nekih izabranih nadzornih organa, kao što su državni revizori ili blagajnici.)
MATCH@M:(“As a result of this overlapping oversight, public-sector projects may be required to dedicate substantial resources to ensuring that constraints are not violated and that oversight agencies are placated”.===>„Posledica ovakvog preklapanja nadzora jeste da projekti iz oblasti javnog sektora ponekad moraju da izdvoje znatna sredstva da sprece da se ogranicenja ne krše i da te nadzorne agencije usaglase“.)
MATCH@E:(As a result of this overlapping oversight, public-sector projects may be required to dedicate substantial resources to ensuring that constraints are not violated and that oversight agencies are placated (Wirick Š8Ë, p.3).===>Posledica ovakvog preklapanja nadzora jeste da projekti iz oblasti javnog sektora ponekad moraju da izdvoje znatna sredstva da spreče da se ograničenja ne krše i da te nadzorne agencije usaglase (Wirick Š8Ë, str.3).)
MATCH@M:(And, last but not least, projects in the public sector frequently operate under close media scrutiny.===>I konacno, mada jednako znacajno, projekti u oblasti javnog sektora cesto se odvijaju pod budnim okom medija.)
MATCH@E:(And, last but not least, projects in the public sector frequently operate under close media scrutiny.===>I konačno, mada jednako značajno, projekti u oblasti javnog sektora često se odvijaju pod budnim okom medija.)
MATCH@M:(Finally, “dealing with a pay cut” or other personnel constraints are specific features of public sector projects.===>Konacno, specificno obeležje projekata u javnom sektoru jeste i „odnos prema rezovima u platama“ ili druga kadrovska ogranicenja.)
MATCH@E:(Finally, dealing with a pay cut (PMI Š6Ë) or other personnel constraints are specific features of public sector projects.===>Konačno, specifično obeležje projekata u javnom sektoru jeste i odnos prema rezovima u platama (PMI Š6Ë) ili druga kadrovska ograničenja.)
MATCH@M:(If highly skilled jobs in the public sector are paid lower than in the private sector this might lead to higher turnover rates of skilled project managers.===>Ako se visoko kvalifikovani poslovi u javnom sektoru placaju manje nego u privatnom sektoru, stopa prelaska viso-kostrucnih projektnih menadžera iz javnog u privatni sektor može da poraste.)
MATCH@E:(If highly skilled jobs in the public sector are paid lower than in the private sector this might lead to higher turnover rates of skilled project managers.===>Ako se visoko kvalifikovani poslovi u javnom sektoru plaćaju manje nego u privatnom sektoru, stopa prelaska visokostručnih projektnih menadžera iz javnog u privatni sektor može da poraste.)
MATCH@M:(Budget constraints, procurement regulations, civil-service protections and specific hiring systems may cause that public sector projects have to be performed with existing staff resources more often than private-sector projects.===>Ogranicenja budžeta, propisi u oblasti nabavki, zaštitne mere u civilnom sektoru i posebni sistemi zapošljavanja mogu da dovedu do toga da projekte u javnom sektoru cesto sprovodi postojeci kadar, što nije slucaj u privatnom sektoru.)
MATCH@E:(Budget constraints, procurement regulations, civil-service protections and specific hiring systems may cause that public sector projects have to be per formed with existing staff resources more often than private-sector projects.===>Ograničenja budžeta, propisi u oblasti nabavki, zaštitne mere u civilnom sektoru i posebni sistemi zapošljavanja mogu da dovedu do toga da projekte u javnom sektoru često sprovodi postojeći kadar, što nije slučaj u privatnom sektoru.)
MATCH@M:(Further, the culture in public administrations is likely to be different from firms in the private sector which are usually better used to directed action and project success.===>Dalje, kultura u javnoj upravi uglavnom ce se razlikovati od kulture u firmama u privatnom sektoru, za koje su usmerene aktivnosti i uspeh projekta uobicajena situacija.)
MATCH@E:(Further, the culture in public administrations is likely to be different from firms in the private sector which are usually better used to directed action and project success (Wirick Š8Ë).===>Dalje, kultura u javnoj upravi uglavnom će se razlikovati od kulture u firmama u privatnom sektoru, za koje su usmerene aktivnosti i uspeh projekta uobičajena situacija (Wirick Š8Ë).)
MATCH@M:(The public sector is different compared to the private sector, and thus public sector projects are characterized by specific features and problems which can make them more difficult than many projects in the private sector.===>Javni sektor se razlikuje od privatnog; projekti u oblasti javnog sektora odlikuju se specificnim obeležjima i problemima koji ih cine daleko težim od mnogih projekata u privatnom sektoru.)
MATCH@E:(Summing up: Public-sector projects can be more difficult than private-sector projects The public sector is different compared to the private sector, and thus public sector projects are characterized by specific features and problems which can make them more difficult than many projects in the private sector.===>Zaključak: projekti u javnom sektoru mogu biti komplikovaniji nego projekti u privatnom sektoru Javni sektor se razlikuje od privatnog; projekti u oblasti javnog sektora odlikuju se specifičnim obeležjima i problemima koji ih čine daleko težim od mnogih projekata u privatnom sektoru.)
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BAD_LINE_M:The public sector is different compared to the private sector, and thus public sector projects are characterized by specific features and problems which can make them more difficult than many projects in the private sector.
BAD_LINE_M:Javni sektor se razlikuje od privatnog; projekti u oblasti javnog sektora odlikuju se specificnim obeležjima i problemima koji ih cine daleko težim od mnogih projekata u privatnom sektoru.
BAD_LINE_E:Summing up: Public-sector projects can be more difficult than private-sector projects The public sector is different compared to the private sector, and thus public sector projects are characterized by specific features and problems which can make them more difficult than many projects in the private sector.
BAD_LINE_E:Zaključak: projekti u javnom sektoru mogu biti komplikovaniji nego projekti u privatnom sektoru Javni sektor se razlikuje od privatnog; projekti u oblasti javnog sektora odlikuju se specifičnim obeležjima i problemima koji ih čine daleko težim od mnogih projekata u privatnom sektoru.
MATCH@M:(In the public sector projects are often operated in organizations and project environments in which it is difficult to measure project outcome.===>U javnom sektoru projekti se cesto sprovode u organizacijama i projektnim okruženjima u kojima je teško izmeriti ishod projekta.)
MATCH@E:(In the public sector projects are often operated in organizations and project environments in which it is difficult to measure project outcome.===>U javnom sektoru projekti se često sprovode u organizacijama i projektnim okruženjima u kojima je teško izmeriti ishod projekta.)
MATCH@M:(In many public sector projects the outcome is difficult to determine in advance (a CEPG-project is a good example!) which makes this type of projects more difficult than those for which the outcome can be defined at the beginning of the project because more interaction among stakeholders is required during the process.===>U mnogim projektima u javnom sektoru ishod je teško definisati unapred (dobar primer za to je CEPG projekat), što ih cini težim od onih ciji se ishod može definisati na pocetku projekta zato što je tokom procesa potrebno više interakcije izmedu stejkholdera.)
MATCH@E:(In many public sector projects the outcome is difficult to determine in advance (a CEPG-project is a good example!) which makes this type of projects more difficult than those for which the outcome can be defined at the beginning of the project because more interaction among stakeholders is required during the process. ~~~ 3.===>U mnogim projektima u javnom sektoru ishod je teško definisati unapred (dobar primer za to je CEPG projekat), što ih čini težim od onih čiji se ishod može definisati na početku projekta zato što je tokom procesa potrebno više interakcije između stejkholdera. 3. obeležja CEPG projekta 3.1.)
MATCH@M:(The project’s purpose is to develop a coherent concept for focusing regional economic policy strategies in a medium term perspective.===>Svrha projekta jeste da razvije jedan koherentan koncept za fokusiranje strategija regionalne ekonomske politike u srednjorocnom periodu.)
MATCH@E:(Features of a cepg-project 3.1. ~~~ Project deliverables The projects purpose is to develop a coherent concept for focusing regional economic policy strategies in a medium term perspective.===>Proizvodi projekta Svrha projekta jeste da razvije jedan koherentan koncept za fokusiranje strategija regionalne ekonomske politike u srednjoročnom periodu.)
MATCH@M:(The concept - which will be the core deliverable of the project - ought to contain an analytical basis from which regional economic policy guidelines are to be derived.===>Koncept - koji ce biti osnovni proizvod (deliverable) projekta - treba da sadrži analiticku bazu iz koje ce se izvoditi smerni-ce za regionalnu ekonomsku politiku.)
MATCH@E:(The concept which will be the core deliverable of the project ought to contain an analytical basis from which regional economic policy guidelines are to be derived.===>Koncept koji će biti osnovni proizvod (deliverable) projekta treba da sadrži analitičku bazu iz koje će se izvoditi smernice za regionalnu ekonomsku politiku.)
MATCH@M:(This analytical basis is likely to contain an analysis of economic structure and performance of the region, an analysis of the economic, social and institutional environment which forms the region’s framework conditions for economic policy, and an analysis of socio-economic trends which are likely to affect the region’s future economic development.===>Ova analiticka baza ce verovatno sadržati analizu privredne strukture i uspešnosti odredenog regiona, analizu privrednog, društvenog i institucionalnog okruženja koji cine okvirne okolnosti tog regiona u kojima ce se ekonomska politika primenjivati, kao i analizu društveno-eko-nomskih kretanja koja mogu da uticu na buduci ekonomski razvoj regiona.)
MATCH@E:(This analytical basis is likely to contain an analysis of economic structure and performance of the region, an analysis of the economic, social and institutional environment which forms the regions framework conditions for economic policy, and an analysis of socio-economic trends which are likely to affect the regions future economic development.===>Ova analitička baza će verovatno sadržati analizu privredne strukture i uspešnosti određenog regiona, analizu privrednog, društvenog i institucionalnog okruženja koji čine okvirne okolnosti tog regiona u kojima će se ekonomska politika primenjivati, kao i analizu društveno-ekonomskih kretanja koja mogu da utiču na budući ekonomski razvoj regiona.)
MATCH@M:(Forecasts and scenarios might also be part of the analytical base.===>Analiticka baza može da obuhvati i predvidanja i scenarije.)
MATCH@E:(Forecasts and scenarios might also be part of the analytical base.===>Analitička baza može da obuhvati i predviđanja i scenarije.)
MATCH@M:(A first policy-oriented part of the concept is the definition of medium term goals of economic policy and of operational indicators to measure the achievements of policy.===>Prvi deo koncepta usmerenog na politiku predstavlja definicija srednjorocnih ciljeva ekonomske politike i operativnih pokazatelja kojima se meri uspešnost odredene politike.)
MATCH@E:(A first policy-oriented part of the concept is the definition of medium term goals of economic policy and of operational indicators to measure the achievements of policy.===>Prvi deo koncepta usmerenog na politiku predstavlja definicija srednjoročnih ciljeva ekonomske politike i operativnih pokazatelja kojima se meri uspešnost određene politike.)
MATCH@M:(This is not a straightforward task because of problems to develop operational indicators which should measure the achievements of the policies and because of the difficulty of attributing economic outcomes to economic policy actions.===>Ovo nije jednostavan zadatak zato što se tokom razvijanja operativnih pokazatelja kojima se meri uspešnost politike javljaju problemi i zato što je ekonomske ishode teško pripisati aktivnostima ekonomske politike.)
MATCH@E:(This is not a straightforward task because of problems to develop operational indicators which should measure the achievements of the policies and because of the difficulty of attributing economic outcomes to economic policy actions (see section 2.1.).===>Ovo nije jednostavan zadatak zato što se tokom razvijanja operativnih pokazatelja kojima se meri uspešnost politike javljaju problemi i zato što je ekonomske ishode teško pripisati aktivnostima ekonomske politike (videti odeljak 2.1.).)
MATCH@M:(The politicians’ and other stakeholders’ attitudes toward goals of economic policy might change over time, too.===>Stavovi politicara i drugih stejkholdera prema ciljevima ekonomske politike tako-de mogu vremenom da se promene.)
MATCH@E:(The politicians and other stakeholders attitudes toward goals of economic policy might change over time, too.===>Stavovi političara i drugih stejkholdera prema ciljevima ekonomske politike takođe mogu vremenom da se promene.)
MATCH@M:(E.g, in the economic policy guidelines of the Province of Salzburg in the first project cycle which started in 1997 economic growth and job creation were the only two top-priority goals while in 2003 the reduction of regional disparities was added as a third goal (although regional disparities had not increased in the meantime).===>Na primer, u smer-nicama ekonomske politike za Salzburšku provinciju u prvom projektnom ciklusu koji je poceo 1997. godine privredni rast i otvaranje novih radnih mesta bila su jedina dva cilja vrhunskog prioriteta, dok je 2003. godine kao treci cilj dodato smanjenje regionalnih razlika (iako se u meduvremenu regionalne razlike nisu povecale).)
MATCH@E:(E.g, in the economic policy guidelines of the Province of Salzburg in the first project cycle which started in 1997 economic growth and job creation were the only two top-priority goals while in 2003 the reduction of regional disparities was added as a third goal (although regional disparities had not increased in the meantime).===>Na primer, u smernicama ekonomske politike za Salzburšku provinciju u prvom projektnom ciklusu koji je počeo 1997. godine privredni rast i otvaranje novih radnih mesta bila su jedina dva cilja vrhunskog prioriteta, dok je 2003. godine kao treći cilj dodato smanjenje regionalnih razlika (iako se u međuvremenu regionalne razlike nisu povećale).)
MATCH@M:(In the recent third round of the project cycle (2010) sustainability - ecological sustainability in particular - will very likely be added as a fourth goal.===>U nedavno zapocetoj trecoj fazi projektnog ciklusa (2010) vrlo je verovatno da ce kao cetvrti cilj biti dodata održi-vost - posebno ekološka održivost.)
MATCH@E:(In the recent third round of the project cycle (2010) sustainability ecological sustainability in particular will very likely be added as a fourth goal.===>U nedavno započetoj trećoj fazi projektnog ciklusa (2010) vrlo je verovatno da će kao četvrti cilj biti dodata održivost posebno ekološka održivost.)
MATCH@M:(The second policy-oriented part of the concept is the identification of fields of economic policy guidelines for developing medium term strategies.===>Drugi deo koncepta usmerenog na politiku obuhvata identifikaciju oblasti smernica ekonomske politike potrebnih za razvijanje srednjorocnih strategija.)
MATCH@E:(The second policy-oriented part of the concept is the identification of fields of economic policy guidelines for developing medium term strategies.===>Drugi deo koncepta usmerenog na politiku obuhvata identifikaciju oblasti smernica ekonomske politike potrebnih za razvijanje srednjoročnih strategija.)
MATCH@M:(Medium term means more that guidelines should be developed for more than one election period and that the strategy period reaches beyond the usual short-term political planning horizon.===>Pojam srednjorocni period znaci da da smernice treba razvijati za period duži od jednog izbornog perioda i da je period trajanja strategije dalekosežniji od uobicajenog horizonta kratkorocnog politickog planiranja.)
MATCH@E:(Medium term means more that guidelines should be developed for more than one election period and that the strategy period reaches beyond the usual short-term political planning horizon.===>Pojam srednjoročni period znači da da smernice treba razvijati za period duži od jednog izbornog perioda i da je period trajanja strategije dalekosežniji od uobičajenog horizonta kratkoročnog političkog planiranja.)
MATCH@M:(While divergent interests of project stakeholders may emerge already at the stage of defining top-priority goals they become most virulent when the areas of policy intervention are defined and concrete strategies are developed.===>Razliciti stejkholderi mogu vec na samom pocetku, u fazi definisanja ciljeva najvišeg prioriteta, da iskažu svoje interese, ali ogorcena borba nastaje tek u fazi definisanja oblasti u kojima politika interveniše i tokom razvijanja konkretnih strategija.)
MATCH@E:(While divergent interests of project stakeholders may emerge already at the stage of defining top-priority goals they become most virulent when the areas of policy intervention are defined and concrete strategies are developed.===>Različiti stejkholderi mogu već na samom početku, u fazi definisanja ciljeva najvišeg prioriteta, da iskažu svoje interese, ali ogorčena borba nastaje tek u fazi definisanja oblasti u kojima politika interveniše i tokom razvijanja konkretnih strategija.)
MATCH@M:(As a CEPG-project is an instrument of political marketing another group of project deliverables could be the presentation of the concept to regional government, regional parliament, various stakeholder groups of economic policy, and to the wider public.===>Kako CEPG projekat predstavlja instrument politickog marketinga, druga grupa proizvoda projekta može da bude prezentovanje ovog koncepta regionalnim vlastima, regionalnom parlamentu, razlicitim grupama stejkholdera u ekonomskoj politici i široj publici.)
MATCH@E:(As a CEPG-project is an instrument of political marketing another group of project deliverables could be the presentation of the concept to regional government, regional parliament, various stakeholder groups of economic policy, and to the wider public. ~~~ 3.2.===>Kako CEPG projekat predstavlja instrument političkog marketinga, druga grupa proizvoda projekta može da bude prezentovanje ovog koncepta regionalnim vlastima, regionalnom parlamentu, različitim grupama stejkholdera u ekonomskoj politici i široj publici. 3.)
MATCH@M:(Project characteristics and challenges for project management differ with regard to project content and type.===>Karakteristike projekta i izazovi za projektno upravljanje razlikuju se po sadržaju i tipu projekta.)
MATCH@E:(Project type Project characteristics and challenges for project management differ with regard to project content and type.===>Tip projekta Karakteristike projekta i izazovi za projektno upravljanje razlikuju se po sadržaju i tipu projekta.)
MATCH@M:(A CEPG-project usually is initiated internally by the politician(s) in charge of regional economic policy, and the administrative department plays a key role in the project.===>CEPG projekat se obicno pokrece interno, od strane politicara zaduženih za regionalnu ekonomsku politiku, a kljucnu ulogu u projektu ima administrativno odeljenje.)
MATCH@E:(A CEPG-project usually is initiated internally by the politician(s) in charge of regional economic policy, and the administrative department plays a key role in the project.===>CEPG projekat se obično pokreće interno, od strane političara zaduženih za regionalnu ekonomsku politiku, a ključnu ulogu u projektu ima administrativno odeljenje.)
MATCH@M:(Thus CEPG-projects tend to be basically internal projects although external expertise (both organisational and functional) may be purchased from outside.===>Stoga su CEPG projekti uglavnom u osnovi interni projekti iako spoljna ekspertiza (i organizaciona i funkcionalna) može da se pribavi na strani.)
MATCH@E:(Thus CEPG-projects tend to be basically internal projects although external expertise (both or ganisational and functional) may be purchased from outside.===>Stoga su CEPG projekti uglavnom u osnovi interni projekti iako spoljna ekspertiza (i organizaciona i funkcionalna) može da se pribavi na strani.)
MATCH@M:(The project size usually will be a medium one: in none of the CEPG-projects in Austrian regions in which the author has been involved the average number of staff devoted to the project in terms of fulltime-equivalents during the whole process exceeded five persons.===>Projekat ce po obicno biti srednje velicine: ni u jednom od CEPG projekata u austrijskim regionima u koje je ovaj autor bio ukljucen prosecni broj izvršila-ca u smislu angažmana sa punim radnim vremenom tokom celog procesa nije prelazio pet ljudi.)
MATCH@E:(The project size usually will be a medium one: in none of the CEPG-projects in Austrian regions in which the author has been involved the average number of staff devoted to the project in terms of fulltime-equivalents during the whole process exceeded five persons.===>Projekat će po obično biti srednje veličine: ni u jednom od CEPG projekata u austrijskim regionima u koje je ovaj autor bio uključen prosečni broj izvršilaca u smislu angažmana sa punim radnim vremenom tokom celog procesa nije prelazio pet ljudi.)
MATCH@M:(The project duration was between nine and eighteen months.===>Projekat bi trajao izmedu devet i osamnaest meseci.)
MATCH@E:(The project duration was between nine and eighteen months.===>Projekat bi trajao između devet i osamnaest meseci.)
MATCH@M:(Combining the project dimensions nature of the endeavour and degree of social complexity in a matrix (see diagram 1) yields interesting insights particularly for CEPG-projects.===>Kombinovanjem dimenzije priroda poduhvata i stepen društvene složenosti u okviru matrice (videti dijagram 1) dobijamo interesantan uvid posebno u CEPG projekte.)
MATCH@E:(Combining the project dimensions nature of the endeavour and degree of social complexity in a matrix (see diagram 1) yields interesting insights particularly for CEPG-projects.===>Kombinovanjem dimenzije priroda poduhvata i stepen društvene složenosti u okviru matrice (videti dijagram 1) dobijamo interesantan uvid posebno u CEPG projekte.)
MATCH@M:(Projects in the lower left quadrant (“standard projects”) can be operated easily due to simple project characteristics; because of its repetitive nature organisations are already experienced with handling this kind of projects.===>Projektima u donjem levom kvadrantu („standardni projekti“) rukovodi se lako, s obzirom na jednostavne karakteristike projekta; pošto se priroda projekta ponavlja, organizacije vec imaju iskustva u vodenju ovakvih projekata.)
MATCH@E:(Projects in the lower left quadrant (standard projects) can be operated easily due to simple project characteristics; because of its repetitive nature organisations are already experienced with handling this kind of projects.===>Projektima u donjem levom kvadrantu (standardni projekti) rukovodi se lako, s obzirom na jednostavne karakteristike projekta; pošto se priroda projekta ponavlja, organizacije već imaju iskustva u vođenju ovakvih projekata.)
MATCH@M:(The deliverable of such projects is unique but the mode of delivering is standardised.===>Proizvod ovakvih projekata je jedinstven, ali nacin isporuke je standardizovan.)
MATCH@E:(The deliverable of such projects is unique but the mode of delivering is standardised.===>Proizvod ovakvih projekata je jedinstven, ali način isporuke je standardizovan.)
MATCH@M:(Serious CEPG-projects will not be found in this quadrant.===>U ovom kvadrantu nemamo ozbiljne CEPG projekte.)
MATCH@E:(Serious CEPG-projects will not be found in this quadrant.===>U ovom kvadrantu nemamo ozbiljne CEPG projekte.)
MATCH@M:(“Potential projects” are characterised by little social complexity.===>Karakteristika „potencijalnih projekata“ jeste njihova mala društvena složenost.)
MATCH@E:(Potential projects are characterised by little social complexity.===>Karakteristika potencijalnih projekata jeste njihova mala društvena složenost.)
MATCH@M:(But because the mode of delivery and the contents of the outcome are largely undetermined in these projects an the scope (i.e. the potential) of possible solutions is broad.===>Ali pošto nacin isporuke i sadržaj proizvoda ovih projekata u velikoj meri nisu odredeni, obim (t.j., potencijal) mogucih rešenja je širok.)
MATCH@E:(But because the mode of delivery and the contents of the outcome are largely undetermined in these projects an the scope (i.e. the potential) of possible solutions is broad.===>Ali pošto način isporuke i sadržaj proizvoda ovih projekata u velikoj meri nisu određeni, obim (t.j., potencijal) mogućih rešenja je širok. ~~~ Dijagram 1:)
MATCH@M:(They involve many stakeholders and are characterised by a high degree of uniqueness and risk.===>Oni obuhva-taju veliki broj stejkholdera i karakteriše ih visok ste-pen jedinstvenosti i rizika.)
MATCH@E:(They involve many stakeholders and are characterised by a high degree of uniqueness and risk.===>Oni obuhvataju veliki broj stejkholdera i karakteriše ih visok stepen jedinstvenosti i rizika.)
MATCH@M:(Finally, “acceptance projects” are endeavours with a well defined task.===>Konacno, „prihvatljivi pro-jekti“ predstavljaju poduhvate sa dobro definisanim zadatkom.)
MATCH@E:(Finally, acceptance projects are endeavours with a well defined task.===>Konačno, prihvatljivi projekti predstavljaju poduhvate sa dobro definisanim zadatkom.)
MATCH@M:(They are complex projects due to a big number of stakeholders with diverging interests, but they are not unique (any more).===>To su složeni projekti zbog velikog broja stejkholdera ciji se interesi veoma razlikuju, ali oni nisu jedinstveni (ne više).)
MATCH@E:(They are complex projects due to a big number of stakeholders with diverging interests, but they are not unique (any more).===>To su složeni projekti zbog velikog broja stejkholdera čiji se interesi veoma razlikuju, ali oni nisu jedinstveni (ne više).)
MATCH@M:(As the organisation already has some experience in handling this type of project methods of project management can be standardised.===>Pošto organizacija vec ima neko iskustvo u sprovodenju ovakvih projekata, metodi projektnog menadžmenta mogu da se standardizuju.)
MATCH@E:(As the organisation already has some experience in handling this type of project methods of project management can be standardised.===>Pošto organizacija već ima neko iskustvo u sprovođenju ovakvih projekata, metodi projektnog menadžmenta mogu da se standardizuju.)
MATCH@M:(The major task of such projects is to gain or maintain stakeholders’ acceptance of the project outcome.===>Glavni zadatak ovakvih projekata jeste da osvoje ili zadrže saglasnost stejkholdera, t.j., njihovo prihvata-nje ishoda projekta.)
MATCH@E:(The major task of such projects is to gain or maintain stakeholders acceptance of the project outcome.===>Glavni zadatak ovakvih projekata jeste da osvoje ili zadrže saglasnost stejkholdera, t.j., njihovo prihvatanje ishoda projekta.)
MATCH@M:(What project type will a CEPG-project be?===>Kom tipu projekata ce pripadati CEPG projekat?)
MATCH@E:(What project type will a CEPG-project be?===>Kom tipu projekata će pripadati CEPG projekat?)
MATCH@M:(When a regional administration does such a project for the first time then it will be characterized by a high degree of openness concerning the mode of delivery and the nature of the project outcome.===>Kada regionalna uprava sprovodi takav projekat po prvi put, on ce se odlikovati visokim stepenom otvorenosti u smislu nacina isporuke i prirode ishoda projekta.)
MATCH@E:(When a regional administration does such a project for the first time then it will be characterized by a high degree of openness concerning the mode of delivery and the nature of the project outcome.===>Kada regionalna uprava sprovodi takav projekat po prvi put, on će se odlikovati visokim stepenom otvorenosti u smislu načina isporuke i prirode ishoda projekta.)
MATCH@M:(The project’s degree of social complexity depends on the number of stakeholders involved.===>Stepen društvene složenosti projekta zavisi od broja obuhvacenih stejkholdera.)
MATCH@E:(The projects degree of social complexity depends on the number of stakeholders involved.===>Stepen društvene složenosti projekta zavisi od broja obuhvaćenih stejkholdera.)
MATCH@M:(The project may start as an internal project within the administration in order to analyse the feasibility and different modes of creating economic policy guidelines at the regional level.===>Projekat može da zapocne kao interni projekat u okviru uprave, u cilju analiziranja izvodljivosti i razlicitih nacina kreiranja smernica ekonomske politike na regionalnom nivou.)
MATCH@E:(The project may start as an internal project within the administration in order to analyse the feasibility and different modes of creating economic policy guidelines at the regional level.===>Projekat može da započne kao interni projekat u okviru uprave, u cilju analiziranja izvodljivosti i različitih načina kreiranja smernica ekonomske politike na regionalnom nivou.)
MATCH@M:(As it will turn out sooner or later that guidelines are likely to have an actual impact on economic policy and the regional economy only if the region’s key economic policy relevant stakeholders get involved into the process the first CEPG-project undertaken by a regional government will tend to be a pioneer project.===>Kako ce se pre ili kasnije pokazati da smernice obicno imaju konkretan uticaj na ekonomsku politiku i regionalnu ekonomiju samo ako se u ovaj proces ukljuce kljucni stejkholderi u ekonomskoj politici re-giona, prvi CEPG projekat koji je preduzela regionalna vlast postace pionirski projekat.)
MATCH@E:(As it will turn out sooner or later that guidelines are likely to have an actual impact on economic policy and the regional economy only if the regions key economic policy relevant stakeholders get involved into the process the first CEPG-project undertaken by a regional government will tend to be a pioneer project.===>Kako će se pre ili kasnije pokazati da smernice obično imaju konkretan uticaj na ekonomsku politiku i regionalnu ekonomiju samo ako se u ovaj proces uključe ključni stejkholderi u ekonomskoj politici regiona, prvi CEPG projekat koji je preduzela regionalna vlast postaće pionirski projekat.)
MATCH@M:(If the project is repeated it will become easier to define the project task and the expected outcome, and the project management can rely on methods which have proved to be already successful before.===>Ako se proje-kat ponavlja, bice lakše definisati projektni zadatak i ocekivani ishod, pa projektni menadžment može da se osloni na metode koji su se vec pokazali uspešnim.)
MATCH@E:(If the project is repeated it will become easier to define the project task and the expected outcome, and the project management can rely on methods which have proved to be already successful before.===>Ako se projekat ponavlja, biće lakše definisati projektni zadatak i očekivani ishod, pa projektni menadžment može da se osloni na metode koji su se već pokazali uspešnim.)
MATCH@M:(So a CEPG-project might start in a pre-project phase as a potential project but will then quickly change to a pioneer project.===>Stoga CEPG projekat može da pocne kao potencijalni projekat u pret-projektnoj fazi, ali ce se onda brzo pretvoriti u pionirski projekat.)
MATCH@E:(So a CEPG-project might start in a pre-project phase as a potential project but will then quickly change to a pioneer project.===>Stoga CEPG projekat može da počne kao potencijalni projekat u pret-projektnoj fazi, ali će se onda brzo pretvoriti u pionirski projekat.)
MATCH@M:(Finally it is likely to change to an acceptance project as it runs through several project cycles.===>Najzad, kako prolazi kroz nekoliko projektnih ciklusa, on ce se verovatno pretvoriti u prihvatljivi projekat.)
MATCH@E:(Finally it is likely to change to an acceptance project as it runs through several project cycles.===>Najzad, kako prolazi kroz nekoliko projektnih ciklusa, on će se verovatno pretvoriti u prihvatljivi projekat.)
MATCH@M:(This typology of projects is helpful for the choice of project organisation, for the decision on how to deal with the project environment, and for defining the requirements concerning networking and the skills of the project manager.===>Ova tipologija projekata je korisna prilikom izbora projektne organizacije, u odlucivanju kako da se ponašamo prema projektnom okruženju, kao i kad treba odrediti zahteve koji se odnose na umrežavanje i kvalifikacije projektnog menadžera.)
MATCH@E:(This typology of projects is helpful for the choice of project organisation, for the decision on how to deal with the project environment, and for defining the requirements concerning networking and the skills of the project manager.===>Ova tipologija projekata je korisna prilikom izbora projektne organizacije, u odlučivanju kako da se ponašamo prema projektnom okruženju, kao i kad treba odrediti zahteve koji se odnose na umrežavanje i kvalifikacije projektnog menadžera.)
MATCH@M:(In the lower two quadrants (particularly in standard projects) no big project organisation is required and the organisational culture does not differ very much from the “line-world” of an organisation.===>U dva donja kvadranta (a posebno kod standardnih projekata) nije potrebna velika projektna organizacija, a organizaciona kultura se ne razlikuje mnogo od „linijske struktu-re“ organizacije.)
MATCH@E:(In the lower two quadrants (particularly in standard projects) no big project organisation is required and the organisational culture does not differ very much from the line-world of an organisation.===>U dva donja kvadranta (a posebno kod standardnih projekata) nije potrebna velika projektna organizacija, a organizaciona kultura se ne razlikuje mnogo od linijske strukture organizacije.)
MATCH@M:(In acceptance and pioneer projects the cultural difference to and the potential for interferences with the line organisation are more significant.===>U slucaju prihvatljivih i pionirskih projekata, kulturna razlika i potencijali za mešanje sa linijskom organizacijom su znacajniji.)
MATCH@E:(In acceptance and pioneer projects the cultural difference to and the potential for interferences with the line organisation are more significant.===>U slučaju prihvatljivih i pionirskih projekata, kulturna razlika i potencijali za mešanje sa linijskom organizacijom su značajniji.)
MATCH@M:(In such projects - which are typical forms of CEPG-projects - social competences and networking abilities are key skill requirements for project management to be successful.===>U takvim projektima - a oni su tipicni oblici CEPG projekata - društvene kompetentnosti i sposobnosti umrežavanja predstavljaju kljucne veštine koje su potrebne da bi projektni menadžment imao uspeha.)
MATCH@E:(In such projects which are typical forms of CEPGprojects social competences and networking abilities are key skill requirements for project management to be successful. ~~~ 3.3.===>U takvim projektima a oni su tipični oblici CEPG projekata društvene kompetentnosti i sposobnosti umrežavanja predstavljaju ključne veštine koje su potrebne da bi projektni menadžment imao uspeha. 3.)
MATCH@M:(Project management deals with the organized planning and implementation of complex activities in a project.===>Projektni menadžment se bavi organizovanim planiranjem i primenom složenih postupaka u projektu.)
MATCH@E:(Levels of project management Project management deals with the organized planning and implementation of complex activities in a project.===>Nivoi projektnog menadžmenta Projektni menadžment se bavi organizovanim planiranjem i primenom složenih postupaka u projektu.)
MATCH@M:(It has to cope with the challenges of defining the proper scope of the project, dealing with time constraints, and dealing with cost constraints - the triangle of objectives and trade-offs between cost, performance and time.===>On mora da odgovori na izazove definisanja odgovarajuceg obima projekta i da se izbori i sa vremenskim ogranicenjima i troškovnim ogranicenjima - a to je trougao ciljeva i sukoba izmedu troškova, ucinka i vremena.)
MATCH@E:(It has to cope with the challenges of defining the proper scope of the project, dealing with time constraints, and dealing with cost constraints the triangle of objectives and trade-offs between cost, performance and time (Lock Š3Ë).===>On mora da odgovori na izazove definisanja odgovarajućeg obima projekta i da se izbori i sa vremenskim ograničenjima i troškovnim ograničenjima a to je trougao ciljeva i sukoba između troškova, učinka i vremena (Lock Š3Ë).)
MATCH@M:(A major task of project management is to strike a balance between these interrelated constraints.===>Glavni zadatak projektnog menadžmenta jeste da uspostavi ravnotežu izmedu ova tri medusobno povezana ogranicenja.)
MATCH@E:(A major task of project management is to strike a balance between these interrelated constraints.===>Glavni zadatak projektnog menadžmenta jeste da uspostavi ravnotežu između ova tri međusobno povezana ograničenja.)
MATCH@M:(Tackling these challenges needs three levels of project management from which again skill requirements of the project manager of a CEPG-project and the potential to outsource specific tasks to external firms (consultants, experts) can be derived.===>Odgovor na ove izazove zahteva postojanje tri nivoa projektnog me-nadžmenta iz kojih se opet izvode zahtevi za strucnim kvalifikacijama projektnog menadžera CEPG projekta i potencijal za unajmljivanje firmi spolja (konsultanti, eksperti) za rešavanje specificnih zadataka.)
MATCH@E:(Tackling these challenges needs three levels of project management (comp. Kuster Š2Ë) from which again skill requirements of the project manager of a CEPG-project and the potential to outsource specific tasks to external firms (consultants, experts) can be derived.===>Odgovor na ove izazove zahteva postojanje tri nivoa projektnog menadžmenta (uporediti Kuster Š2Ë) iz kojih se opet izvode zahtevi za stručnim kvalifikacijama projektnog menadžera CEPG projekta i potencijal za unajmljivanje firmi spolja (konsultanti, eksperti) za rešavanje specifičnih zadataka.)
MATCH@M:(First, there is a functional level of project management which aims at planning of goals and structuring the project.===>Na prvom mestu je funkcionalni nivo projektnog menadžmenta cija svrha je planiranje i struktuiranje projekta.)
MATCH@E:(First, there is a functional level of project management which aims at planning of goals and structuring the project.===>Na prvom mestu je funkcionalni nivo projektnog menadžmenta čija svrha je planiranje i struktuiranje projekta.)
MATCH@M:(Here the major challenge for the project manager of a CEPG-project is having a sound knowledge of the region’s economy and a basic knowledge of economic theory and policy.===>Projektni menadžer u CEPG projektu ovde mora dobro da poznaje ekonomiju datog regiona i da poseduje osnovna znanja iz oblasti ekonomske teorije i politike.)
MATCH@E:(Here the major challenge for the project manager of a CEPG-project is having a sound knowledge of the regions economy and a basic knowledge of economic theory and policy.===>Projektni menadžer u CEPG projektu ovde mora dobro da poznaje ekonomiju datog regiona i da poseduje osnovna znanja iz oblasti ekonomske teorije i politike.)
MATCH@M:(The project manager has a strong influence at the functional level because he is in charge of formulating intermediate reports and drafting the final report - the deliverable of the whole project.===>Uticaj projektnog menadžera na funkcionalnom nivou je veliki zato što on sastavlja privremene izveštaje i koncipira konacni izveštaj - proizvod ce-log projekta.)
MATCH@E:(The project manager has a strong influence at the functional level because he is in charge of formulating intermediate reports and drafting the final report the deliverable of the whole project.===>Uticaj projektnog menadžera na funkcionalnom nivou je veliki zato što on sastavlja privremene izveštaje i koncipira konačni izveštaj proizvod celog projekta.)
MATCH@M:(Therefore administrations are well advised to build up competences in economic policy as these are at the core of the knowledge base required for developing and implementing economic policy guidelines and strategies.===>Stoga bi bilo poželjno da se organi uprave što bolje upoznaju sa ekonomskom politikom pošto ce im ta znanja i sposobnosti predstavljati osnovnu bazu znanja potrebnu za razradu i sprovodenje smer-nica i strategija ekonomske politike.)
MATCH@E:(Therefore administrations are well advised to build up competences in economic policy as these are at the core of the knowledge base required for developing and implementing economic policy guidelines and strategies.===>Stoga bi bilo poželjno da se organi uprave što bolje upoznaju sa ekonomskom politikom pošto će im ta znanja i sposobnosti predstavljati osnovnu bazu znanja potrebnu za razradu i sprovođenje smernica i strategija ekonomske politike.)
MATCH@M:(At the same time public administrations ought to draw on external expertise, too, in order confront regional economic policy stakeholders with an unbiased view of the region’s economic situation and development.===>Istovremeno, organi uprave moraju da se oslone i na strucnjake spo-lja, tako da stejkholderima u regionalnoj ekonomskoj politici mogu da predstave objektivno stanje i razvoj u privredi datog regiona.)
MATCH@E:(At the same time public administrations ought to draw on external expertise, too, in order confront regional economic policy stakeholders with an unbiased view of the regions economic situation and development.===>Istovremeno, organi uprave moraju da se oslone i na stručnjake spolja, tako da stejkholderima u regionalnoj ekonomskoj politici mogu da predstave objektivno stanje i razvoj u privredi datog regiona.)
MATCH@M:(Second, there is a methodological level of project management which is concerned with planning resource use, capacities, cost, time, and liquidity.===>Na drugom mestu je metodološki nivo projektnog menadžmenta, a njegov zadatak je da planira korišcenje resursa, kapacitete, troškove, vreme i likvidnost.)
MATCH@E:(Second, there is a methodological level of project management which is concerned with planning resource use, capacities, cost, time, and liquidity.===>Na drugom mestu je metodološki nivo projektnog menadžmenta, a njegov zadatak je da planira korišćenje resursa, kapacitete, troškove, vreme i likvidnost.)
MATCH@M:(For these purposes the standard tools of project management like structuring techniques, bar plans, netplan techniques like the critical path method, and other decision and planning techniques are used.===>U ove svrhe koriste se standardni instrumenti projektnog menadžmenta kao što su tehnike struktuiranja, bar planovi, tehnike netplanova kao što je metod kriticnog puta i druge tehnike odlucivanja i planiranja.)
MATCH@E:(For these purposes the standard tools of project management like structuring techniques, bar plans, netplan techniques like the critical path method, and other decision and planning techniques are used.===>U ove svrhe koriste se standardni instrumenti projektnog menadžmenta kao što su tehnike struktuiranja, bar planovi, tehnike netplanova kao što je metod kritičnog puta i druge tehnike odlučivanja i planiranja.)
MATCH@M:(As long as a CEPG-project is a “potential project” or a pioneer project methodological expertise may be purchased in the market.===>Sve dok je CEPG projekat „potencijalni projekat“ ili pionirski projekat, metodološka ekspertiza može da se kupi na tržištu.)
MATCH@E:(As long as a CEPG-project is a potential project or a pioneer project methodological expertise may be purchased in the market.===>Sve dok je CEPG projekat potencijalni projekat ili pionirski projekat, metodološka ekspertiza može da se kupi na tržištu.)
MATCH@M:(When a project is set to take place repeatedly and it thus gets the character of an acceptance project (or even a standard project) the time has come to develop this type of expertise within the administration in order to reduce the dependency from external knowledge.===>Kad projekat treba da se ponavlja pa dobije karakter opšteprihvatljivog (acceptance) projekta (ili cak standardnog projekta), onda je vec vreme da se razvije ovakva ekspertiza u okviru organa uprave da bi se smanjila zavisnost od znanja koje se mora dobavljati spolja.)
MATCH@E:(When a project is set to take place repeatedly and it thus gets the character of an acceptance project (or even a standard project) the time has come to develop this type of expertise within the administration in order to reduce the dependency from external knowledge.===>Kad projekat treba da se ponavlja pa dobije karakter opšteprihvatljivog (acceptance) projekta (ili čak standardnog projekta), onda je već vreme da se razvije ovakva ekspertiza u okviru organa uprave da bi se smanjila zavisnost od znanja koje se mora dobavljati spolja.)
MATCH@M:(Third, there is a relational or social level of project management.===>Treci nivo je relacioni ili društveni nivo projektnog menadžmenta.)
MATCH@E:(Third, there is a relational or social level of project management.===>Treći nivo je relacioni ili društveni nivo projektnog menadžmenta.)
MATCH@M:(The “informal aspects of project planning and management, which focus on problem solving and conflict management”, are important determinants of the success of projects in the public sector.===>„Neformalni aspekti projektnog planiranja i upravljanja koji se fokusiraju na rešavanje problema i upravljanje konfliktima“ predstavljaju znacajne odrednice uspešnosti projekata u javnom sektoru.)
MATCH@E:(The informal aspects of project planning and management, which focus on problem solving and conflict management, are important determinants of the success of projects in the public sector (Joyce Š1Ë, p. 85).===>Neformalni aspekti projektnog planiranja i upravljanja koji se fokusiraju na rešavanje problema i upravljanje konfliktima predstavljaju značajne odrednice uspešnosti projekata u javnom sektoru (Joyce Š1Ë, str.85).)
MATCH@M:(It is relevant how the persons involved in the project communicate and deal with each other in a team, how they can develop creativity, how they present their ideas and results, how opposition and contradictions are dealt with in the project.===>Veoma je znacajno kako osobe obuhvacene projektom komuniciraju i kako se ponašaju jedni prema drugima u timu, kako mogu da razvijaju kreativnost, kako predstavljaju svoje ideje i rezultate, kako se u projektu odnosimo prema suprotnim mišljenjima i otporima.)
MATCH@E:(It is relevant how the persons involved in the project communicate and deal with each other in a team, how they can develop creativity, how they present their ideas and results, how opposition and contradictions are dealt with in the project.===>Veoma je značajno kako osobe obuhvaćene projektom komuniciraju i kako se ponašaju jedni prema drugima u timu, kako mogu da razvijaju kreativnost, kako predstavljaju svoje ideje i rezultate, kako se u projektu odnosimo prema suprotnim mišljenjima i otporima.)
MATCH@M:(Motivation and co-ordination of agents which are involved in a CEPG-project are the key challenges at the relational level of project management.===>Motivacija i koordinacija ucesnika u CEPG projektu predstavljaju kljucne izazove na relacionom nivou projektnog menadžmen-ta.)
MATCH@E:(Motivation and co-ordination of agents which are involved in a CEPG-project are the key challenges at the relational level of project management.===>Motivacija i koordinacija učesnika u CEPG projektu predstavljaju ključne izazove na relacionom nivou projektnog menadžmenta.)
MATCH@M:(Public administrations are well advised to build up and develop skills in this area internally and not to completely rely on external support.===>Zato bi bilo poželjno da regionalne vlasti interno unaprede i razviju sposobnosti u ovoj oblasti, tako da ne moraju u potpunosti da zavise od podrške spolja.)
MATCH@E:(Public administrations are well advised to build up and develop skills in this area internally and not to completely rely on external support.===>Zato bi bilo poželjno da regionalne vlasti interno unaprede i razviju sposobnosti u ovoj oblasti, tako da ne moraju u potpunosti da zavise od podrške spolja.)
MATCH@M:(For public administrations which are in charge of economic policy contacts with stakeholders or potential “clients” like interest organisations of entrepreneurs, top managers and owners of key firms in the regional economy are essential for the success of economic policies both operationally and strategically.===>Za javnu upravu koja je odgovorna za ekonomsku politiku, kontakti sa stejkholderima ili potencijalnim „klijentima“ kao što su interesne organizacije predu-zetnika, top menadžera i vlasnika kljucnih firmi u regionalnoj ekonomiji su od suštinskog znacaja kad je rec o uspešnosti mera ekonomske politike kako na operativnom, tako i na strateškom nivou.)
MATCH@E:(For public administrations which are in charge of economic policy contacts with stakeholders or potential clients like interest organisations of entrepreneurs, top managers and owners of key firms in the regional economy are essential for the success of economic policies both operationally and strategically.===>Za javnu upravu koja je odgovorna za ekonomsku politiku, kontakti sa stejkholderima ili potencijalnim klijentima kao što su interesne organizacije preduzetnika, top menadžera i vlasnika ključnih firmi u regionalnoj ekonomiji su od suštinskog značaja kad je reč o uspešnosti mera ekonomske politike kako na operativnom, tako i na strateškom nivou.)
MATCH@M:(Project managers therefore should have a sound knowledge concerning the relational or social level of project management.===>Stoga projektni menadžeri treba da dobro da poznaju relacioni i društveni nivo projektnog menadžmenta.)
MATCH@E:(Project managers therefore should have a sound knowledge concerning the relational or social level of project management.===>Stoga projektni menadžeri treba da dobro da poznaju relacioni i društveni nivo projektnog menadžmenta.)
MATCH@M:(It is supportive if people from the administrative department which is in charge of economic policy affairs are well integrated both in formal and informal networks of relevant agents of economic policy in the region.===>Velika je podrška ako su ljudi iz organa uprave zaduženog za pitanja ekonomske politike dobro integrisani u formalne i neformalne mreže znacajnih cinilaca ekonomske politike u datom regionu.)
MATCH@E:(It is supportive if people from the administrative department which is in charge of economic policy affairs are well integrated both in formal and informal networks of relevant agents of economic policy in the region. ~~~ 3.===>Velika je podrška ako su ljudi iz organa uprave zaduženog za pitanja ekonomske politike dobro integrisani u formalne i neformalne mreže značajnih činilaca ekonomske politike u datom regionu. 3.)
MATCH@M:(Designing guidelines for regional economic policy is a genuinely political process and therefore it is - according to Niskanen - a “process of achieving consent on governmental actions. ... Consent should be considered superior to any of the other criteria by which social actions are also evaluated”.===>Projektovanje smernica za regionalnu ekonomsku politiku je apsolutno politicki proces i stoga je - kako navodi Niskanen - „proces postizanja sa-glasnosti oko vladinih postupaka ... Ova saglasnost smatra se superiornom u odnosu na bilo koji drugi kriterijum kojim se takode vrednuju društvene aktivnosti“.)
MATCH@E:(4. ~~~ Focusing the projects scope and large numbers of stakeholders Designing guidelines for regional economic policy is a genuinely political process and therefore it is according to Niskanen (Š4Ë, p.321) a process of achieving consent on governmental actions. … Consent should be considered superior to any of the other criteria by which social actions are also evaluated.===>Obim projekta i veliki broj stejkholdera Projektovanje smernica za regionalnu ekonomsku politiku je apsolutno politički proces i stoga je kako navodi Niskanen (Š4Ë, str.321) proces postizanja saglasnosti oko vladinih postupaka ... ~~~ Ova saglasnost smatra se superiornom u odnosu na bilo koji drugi kriterijum kojim se takođe vrednuju društvene aktivnosti.)
MATCH@M:(In CEPG-proj-ects defining the project’s scope - what is included in the project and what is not - is a particularly delicate issue because of the broad range of stakeholders with diverging expectations of the project’s scope.===>Kada je rec o CEPG projektima, definisanje obima projekta - šta je obuhvaceno projektom, a šta nije - predstavlja posebno osetljiv problem zato što postoji veliki broj stejkholdera cija se ocekivanja u vezi sa obimom projekta veoma razlikuju.)
MATCH@E:(In CEPG-projects defining the projects scope what is included in the project and what is not is a particularly delicate issue because of the broad range of stakeholders with diverging expectations of scope.===>Kada je reč o CEPG projektima, definisanje obima projekta šta je obuhvaćeno projektom, a šta nije predstavlja posebno osetljiv problem zato što postoji veliki broj stejkholdera čija se očekivanja u vezi sa obimom projekta veoma razlikuju.)
MATCH@M:(Stakeholders need to be integrated in the process of defining project scope which makes achieving a consensus - which is crucial for the project’s success! - difficult.===>Stejkhol-dere treba ukljuciti u proces defunisanja obima projekta, što opet otežava postizanje konsenzusa koji je od suštinskog znacaja za uspešnost projekta.)
MATCH@E:(Stakeholders need to be integrated in the process of defining project scope which makes achieving a consensus which is crucial for the projects success! difficult.===>Stejkholdere treba uključiti u proces defunisanja obima projekta, što opet otežava postizanje konsenzusa koji je od suštinskog značaja za uspešnost projekta.)
MATCH@M:(External stakeholders from outside the public administration and often even internal stakeholders from other departments of the same administration which are affected by the CEPG-project cannot be controlled by the project manager.===>Projektni menadžer ne može da upravlja eksternim stejkhol-derima koji nisu deo javne uprave, a cesto ni internim stejkholderima iz drugih sektora te iste uprave, a na koje ce CEPG projekat imati uticaja.)
MATCH@E:(External stakeholders from outside the public administration and often even internal stakeholders from other departments of the same administration which are affected by the CEPG-project cannot be controlled by the project manager.===>Projektni menadžer ne može da upravlja eksternim stejkholderima koji nisu deo javne uprave, a često ni internim stejkholderima iz drugih sektora te iste uprave, a na koje će CEPG projekat imati uticaja.)
MATCH@M:(Like in other public sector projects, even though the project manager may be ultimately accountable, governance of a CEPG-project and credit for successes must be shared.===>Kako i u slucaju drugih projekata u oblasti javnog sektora, bez obzira koliko se projektni menadžer može smatrati glavnim odgovornim, upravljanje CEPG projektom i zadovoljstvo zbog uspeha mora da bude zajednicko.)
MATCH@E:(Like in other public sector projects, even though the project manager may be ultimately accountable, governance of a CEPG-project and credit for successes must be shared (Wirick Š8Ë). the projects Diagram 2: Acceptance vs. focusing of guidelines.===>Kako i u slučaju drugih projekata u oblasti javnog sektora, bez obzira koliko se projektni menadžer može smatrati glavnim odgovornim, upravljanje CEPG projektom i zadovoljstvo zbog uspeha mora da bude zajedničko (Wirick Š8Ë). ~~~ Dijagram 2:)
MATCH@M:(In a CEPG-project the number of people included in the process of creating guidelines will be large because this is beneficial for the guidelines’ legitimation and acceptance in the public.===>Broj ljudi obuhvacenih procesom stvaranja smernica u CEPG projektu bice veliki zato što je to važno za legitimitet projekta i njegovo prihvatanje u javnosti.)
MATCH@E:(In a CEPG-project the number of people included in the process of creating guidelines will be large because this is beneficial for the guidelines legitimation and acceptance in the public.===>Prihvatanje smernica i fokusiranje smernica Broj ljudi obuhvaćenih procesom stvaranja smernica u CEPG projektu biće veliki zato što je to važno za legitimitet projekta i njegovo prihvatanje u javnosti.)
MATCH@M:(Economic policy actions and decisions of regional policy makers can be legitimated by medium term guidelines.===>Postupcima i odlukama kreatora regionalne politike u oblasti ekonomije može se dati legitimitet putem srednjorocnih smernica.)
MATCH@E:(Economic policy actions and decisions of regional policy makers can be legitimated by medium term guidelines.===>Postupcima i odlukama kreatora regionalne politike u oblasti ekonomije može se dati legitimitet putem srednjoročnih smernica.)
MATCH@M:(The acceptance of economic policy actions will increase if actions can be explained easier to the public by referring to a coherent set of guidelines thus demonstrating that policy actions are not the result of ad-hoc decisions but are based on a strategic plan.===>Nivo prihvatanja postupaka u oblasti ekonomske politike bice veci ako se te aktivnosti mogu lakše objasniti javnosti tako što cemo se pozvati na cvrst skup smernica i time pokazati da ove mere nisu rezultat ad-hoc odluka vec da se zasnivaju na strateškom planu.)
MATCH@E:(The acceptance of economic policy actions will increase if actions can be explained easier to the public by referring to a coherent set of guidelines thus demonstrating that policy actions are not the result of ad-hoc decisions but are based on a strategic plan.===>Nivo prihvatanja postupaka u oblasti ekonomske politike biće veći ako se te aktivnosti mogu lakše objasniti javnosti tako što ćemo se pozvati na čvrst skup smernica i time pokazati da ove mere nisu rezultat ad-hoc odluka već da se zasnivaju na strateškom planu.)
MATCH@M:(But stakeholders in the project might want to pursue individual interests in the project even under the assumption that there exists a basic consensus on a common regional interest.===>Ipak, stejkholderi u projektu možda ce insistirati na svojim pojedinacnim interesima, cak i pod pretpostavkom da postoji osnovni konsenzus o zajednickom regionalnom interesu.)
MATCH@E:(But stakeholders in the project might want to pursue individual interests in the project even under the assumption that there exists a basic consensus on a common regional interest.===>Ipak, stejkholderi u projektu možda će insistirati na svojim pojedinačnim interesima, čak i pod pretpostavkom da postoji osnovni konsenzus o zajedničkom regionalnom interesu.)
MATCH@M:(The participation of a large number of stakeholders in the project makes the search for compromise as a precondition for consensus difficult because the variety of issues to be dealt with in the economic policy guidelines is high and thus the expected degree of focusing of guidelines is low.===>Ucešce velikog broja stejkholdera otežava traganje za kompromisom koji je preduslov za konsenzus zato što je broj pitanja koja se moraju uzeti u obzir u smernica-ma ekonomske politike veoma veliki, te je stoga veoma nizak stepen u kom se smernice mogu fokusirati.)
MATCH@E:(The participation of a large number of stakeholders in the project makes the search for compromise as a precondition for consensus difficult because the variety of issues to be dealt with in the economic policy guidelines is high and thus the expected degree of focusing of guidelines is low.===>Učešće velikog broja stejkholdera otežava traganje za kompromisom koji je preduslov za konsenzus zato što je broj pitanja koja se moraju uzeti u obzir u smernicama ekonomske politike veoma veliki, te je stoga veoma nizak stepen u kom se smernice mogu fokusirati.)
MATCH@M:(But attaching priority to well defined topics and strategies is necessary for budget reasons because it will be both difficult and most likely ineffective to finance a “something-for-everyone” bundle of strategies and measures to be derived from the guidelines.===>Ali, davanje prioriteta dobro definisanim temama i strategijama znacajno je i zbog budžeta zato što ce biti i teško i verovatno beskorisno finansirati gomilu strategija i mera u stilu „ponešto za svakog“, a koje treba razraditi iz smernica.)
MATCH@E:(But attaching priority to well defined topics and strategies is necessary for budget reasons because it will be both difficult and most likely ineffective to finance a something-for-everyone bundle of strategies and measures to be derived from the guidelines.===>Ali, davanje prioriteta dobro definisanim temama i strategijama značajno je i zbog budžeta zato što će biti i teško i verovatno beskorisno finansirati gomilu strategija i mera u stilu ponešto za svakog, a koje treba razraditi iz smernica.)
MATCH@M:(It is also questionable whether such guidelines are helpful for economic policy or even if the guidelines can be taken serious at all because (nearly) any policy action and even contradictory policy actions can be justified with reference to such guidelines.===>Takode se postavlja pitanje da li ovakve smernice mogu da budu korisne za ekonomsku politiku i cak da li se uopšte mogu uzeti za ozbiljno zato što se (skoro) sve politicke aktivnosti, cak i one kontradiktorne, mogu opravdati pozivanjem na te smernice.)
MATCH@E:(It is also questionable whether such guidelines are helpful for economic policy or even if the guidelines can be taken serious at all because (nearly) any policy action and even contradictory policy actions can be justified with reference to such guidelines.===>Takođe se postavlja pitanje da li ovakve smernice mogu da budu korisne za ekonomsku politiku i čak da li se uopšte mogu uzeti za ozbiljno zato što se (skoro) sve političke aktivnosti, čak i one kontradiktorne, mogu opravdati pozivanjem na te smernice.)
MATCH@M:(As both the acceptance of guidelines and the degree of guidelines’ focusing are a function of the number and diversity of stakeholders involved in the project a trade-off between these two goals emerges.===>Pošto i prihvatanje i stepen fokusira-nosti smernica predstavljaju funkciju broja i razlicitosti stejkholdera, ucesnika u projektu, dolazi do sukoba izmedu ova dva cilja.)
MATCH@E:(As both the acceptance of guidelines and the degree of guidelines focusing are a function of the number and diversity of stakeholders involved in the project a trade-off between these two goals emerges (see diagram 2).===>Pošto i prihvatanje i stepen fokusiranosti smernica predstavljaju funkciju broja i različitosti stejkholdera, učesnika u projektu, dolazi do sukoba između ova dva cilja (videti dijagram 2).)
MATCH@M:(The trade-off between acceptance and focusing of guidelines therefore has to be addressed when those policy fields are defined which ought to be covered by the guidelines.===>Sukobu izmedu prihvatanja smernica i fokusiranja smernica se stoga mora prici tek kada se ove oblasti politike definišu i to treba da se obuhvati smernicama.)
MATCH@E:(The trade-off between acceptance and focusing of guidelines therefore has to be addressed when those policy fields are defined which ought to be covered by the guidelines.===>Sukobu između prihvatanja smernica i fokusiranja smernica se stoga mora prići tek kada se ove oblasti politike definišu i to treba da se obuhvati smernicama.)
MATCH@M:(It is an important task of project management at the methodological level to apply methods which allow increasing both acceptance and the degree of focusing of guidelines.===>Na metodološkom planu, primena metoda koji ce omoguciti da se povecaju stepen prihvatanja i stepen fokusiranja smernica predstavlja važan zadatak za projektni menadžment.)
MATCH@E:(It is an important task of project management at the methodological level to apply methods which allow increasing both acceptance and the degree of focusing of guidelines.===>Na metodološkom planu, primena metoda koji će omogućiti da se povećaju stepen prihvatanja i stepen fokusiranja smernica predstavlja važan zadatak za projektni menadžment.)
MATCH@M:(In the diagram this would mean a shift of the trade-off curve outward from the origin.===>Na dijagramu, to bi znacilo pomeranje krivulje sukoba prema spolja u odnosu na pocetak.)
MATCH@E:(In the diagram this would mean a shift of the trade-off curve outward from the origin.===>Na dijagramu, to bi značilo pomeranje krivulje sukoba prema spolja u odnosu na početak.)
MATCH@M:(A simple method to achieve this based on a careful structuring of stakeholder participation in work groups and agenda setting for the workgroups by the project management has been presented in Scherrer.===>Jednostavan metod da se ovo postigne, zasnovan na pažljivom struktuisanju ucešca stejkholde-ra u radnim grupama i sastavljanja plana rada za te radne grupe od strane projektnog menadžmenta predstavio je Scherrer.)
MATCH@E:(A simple method to achieve this based on a careful structuring of stakeholder participation in work groups and agenda setting for the workgroups by the project management has been presented in Scherrer Š7Ë. 3.5.===>Jednostavan metod da se ovo postigne, zasnovan na pažljivom struktuisanju učešća stejkholdera u radnim grupama i sastavljanja plana rada za te radne grupe od strane projektnog menadžmenta predstavio je Scherrer Š7Ë. 3.)
MATCH@M:(The process of creating such guidelines has all the characteristics which constitute a “project”.===>Proces kreiranja ovih smernica ima sve karakteristike koje cine „projekat“.)
MATCH@E:(The process of creating such guidelines has all the characteristics which constitute a project.===>Proces kreiranja ovih smernica ima sve karakteristike koje čine projekat.)
MATCH@M:(The project’s purpose and major deliverable is to develop a coherent concept for focusing regional economic policy strategies in a medium term perspective.===>Svrha i glavni proizvod projekta jeste da se razvije jedan koherentan koncept za fokusiranje strategija regionalnog ekonomskog razvoja u srednjorocnoj perspektivi.)
MATCH@E:(The projects purpose and major deliverable is to develop a coherent concept for focusing regional economic policy strategies in a medium term perspective.===>Svrha i glavni proizvod projekta jeste da se razvije jedan koherentan koncept za fokusiranje strategija regionalnog ekonomskog razvoja u srednjoročnoj perspektivi.)
MATCH@M:(CEPG-projects might start in a pre-project phase as a potential project but they soon will change to a pioneer project and finally to an acceptance project as it runs through several project cycles.===>U pretpro-jektnoj fazi, CEPG projekti mogu da pocnu kao potencijalni projekti, ali se ubrzo pretvaraju u pionirske projekte i konacno u prihvatljive projekte, pošto produ kroz nekoliko projektnih ciklusa.)
MATCH@E:(CEPG-projects might start in a pre-project phase as a potential project but they soon will change to a pioneer project and finally to an acceptance project as it runs through several project cy cles.===>U pretprojektnoj fazi, CEPG projekti mogu da počnu kao potencijalni projekti, ali se ubrzo pretvaraju u pionirske projekte i konačno u prihvatljive projekte, pošto prođu kroz nekoliko projektnih ciklusa.)
MATCH@M:(A major task of project management is to strike a balance between project scope, time and cost constraints by applying project management at the functional, methodological, and social levels.===>Glavni zadatak projektnog menadžmenta jeste da uspostavi ravnotežu izmedu obima projekta, vremenskih i troškovnih ogranicenja primenom projektnog menadžmenta na funkcionalnom, metodološkom i društvenom nivou.)
MATCH@E:(A major task of project management is to strike a balance between project scope, time and cost constraints by applying project management at the functional, methodological, and social levels.===>Glavni zadatak projektnog menadžmenta jeste da uspostavi ravnotežu između obima projekta, vremenskih i troškovnih ograničenja primenom projektnog menadžmenta na funkcionalnom, metodološkom i društvenom nivou.)
MATCH@M:(Key skill requirements of the project manager of a CEPG-project are both at the functional level and most of all at the social level, while at the methodological level it is less problematic for a public administration to outsource specific tasks to external agents.===>Kljucni zahtevi koji se ticu umeca/kvalifikovanosti projektnog menadžera u CEPG projektu obuhvaceni su i funkcionalnim nivoom, a u najvecoj meri društvenim nivoom, dok je na metodološkom nivou javnoj upravi lakše da za specificne zadatke angažuje strucnjake spolja.)
MATCH@E:(Key skill requirements of the project manager of a CEPG-project are both at the functional level and most of all at the social level, while at the methodological level it is less problematic for a public administration to outsource specific tasks to external agents.===>Ključni zahtevi koji se tiču umeća/kvalifikovanosti projektnog menadžera u CEPG projektu obuhvaćeni su i funkcionalnim nivoom, a u najvećoj meri društvenim nivoom, dok je na metodološkom nivou javnoj upravi lakše da za specifične zadatke angažuje stručnjake spolja.)
MATCH@M:(The acceptance of guidelines by stakeholders and by the wider public and a high degree of guidelines’ focusing are important project goals.===>Znacajni projektni ciljevi su prihvatanje smernica od strane stejkholdera i šire javnosti i visok nivo fokusiranosti smernica.)
MATCH@E:(The acceptance of guidelines by stakeholders and by the wider public and a high degree of guidelines focusing are important project goals.===>Značajni projektni ciljevi su prihvatanje smernica od strane stejkholdera i šire javnosti i visok nivo fokusiranosti smernica.)
MATCH@M:(As both goals are a function of the number and diversity of stakeholders involved in the project a trade-off between these two goals emerges.===>Kako su oba ova cilja funkcije broja i razlicitosti stejkholdera koji ucestvuju u projektu, izmedu ovih ciljeva dolazi do sukoba.)
MATCH@E:(As both goals are a function of the number and diversity of stakeholders involved in the project a trade-off between these two goals emerges.===>Kako su oba ova cilja funkcije broja i različitosti stejkholdera koji učestvuju u projektu, između ovih ciljeva dolazi do sukoba.)
MATCH@M:(Dealing with this trade-off is one of the major tasks of project management in a CEPG-project.===>Re-šavanje ovog sukoba jeste jedan od glavnih zadataka projektnog menadžmenta u CEPG projektu.)
MATCH@E:(Dealing with this trade-off is one of the major tasks of project management in a CEPG-project.===>Rešavanje ovog sukoba jeste jedan od glavnih zadataka projektnog menadžmenta u CEPG projektu.)
MATCH@M:(Foreign banks entering the domestic market of banking products have caused the competition in the banking sector to increase, which fostered the information to become a resource of primary importance for the formulation of the bank’s strategy in various business segments.===>Ulaskom stranih banaka domace tržište bankarskih proizvoda, povecana je konkurencija na bankarskom tržištu, te informacije postaju resurs od primodijarnog znacaja za formulisanje strategije banke u razlicitim poslovnim segmentima.)
MATCH@E:(Foreign banks entering the domestic market of banking products have caused the competition in the banking sector to increase, which fostered the information to become a resource of primary importance for the formulation of the banks strategy in various business segments.===>Ulaskom stranih banaka domaće tržište bankarskih proizvoda, povećana je konkurencija na bankarskom tržištu, te informacije postaju resurs od primodijarnog značaja za formulisanje strategije banke u različitim poslovnim segmentima. 1.)
MATCH@M:(As each decision can be good to the extent to which its information basis is reliable, information can be said to have become a strategic resource of management.===>Kako svaka odluka može biti dobra u tolikoj meri koliko je dobra i njena informaciona podloga, može se reci da su informacije postale strategijski resurs menadžmen-ta.)
MATCH@E:(As each decision can be good to the extent to which its information basis is reliable, information can be said to have become a strategic resource of management.===>Kako svaka odluka može biti dobra u tolikoj meri koliko je dobra i njena informaciona podloga, može se reći da su informacije postale strategijski resurs menadžmenta.)
MATCH@M:(Certain authors maintain that the information is as important as the strategic technique implemented.===>Pojedini autori naglašavaju da je znacaj informacija jednako bitan kao i korišcena strategijska tehnika.)
MATCH@E:(Certain authors maintain that the information is as important as the strategic technique implemented Š2Ë.===>Pojedini autori naglašavaju da je značaj informacija jednako bitan kao i korišćena strategijska tehnika Š2Ë.)
MATCH@M:(Regardless of the fact that the earliest reports on strategic management accounting appeared only a couple of years ago, the research conducted in this work has shown that a large number of banks in the developed market world introduced some of its segments years ago.===>Nezavisno od toga što su se prvi radovi o strategijskom upravljackom racunovodstvu pojavili pre samo nekoliko godina, istraživanja u radu su potvrdila da su mnoge banke u razvijenom tržišnom svetu vec dosta ranije krenule da primenjuju neke od njegovih segmenata.)
MATCH@E:(Regardless of the fact that the earliest reports on strategic management accounting appeared only a couple of years ago, the research conducted in this work has shown that a large number of banks in the developed market world introduced some of its segments years ago.===>Nezavisno od toga što su se prvi radovi o strategijskom upravljačkom računovodstvu pojavili pre samo nekoliko godina, istraživanja u radu su potvrdila da su mnoge banke u razvijenom tržišnom svetu već dosta ranije krenule da primenjuju neke od njegovih segmenata.)
MATCH@M:(For example, a large number of banks facing a rather fierce competition characteristic of financial market conducted a host of analyses in which they compared themselves to the competition, especially in the domain of cost management, using a considerable information potential of the management accounting.===>Primera radi, mnoge banke koje su bile suocene sa konkurencijom, koja je veoma izražena na finansij-skom tržištu, primenjivale su veliki broj analiza za po-redenje sa konkurencijom, posebno u domenu upravljanja troškovima, koristeci pritom bogat informaci-oni potencijal upravljackog racunovodstva.)
MATCH@E:(For example, a large number of banks facing a rather fierce competition characteristic of financial market conducted a host of analyses in which they compared themselves to the competition, especially in the domain of cost management, using a considerable information potential of the management accounting. ~~~ 2.===>Primera radi, mnoge banke koje su bile suočene sa konkurencijom, koja je veoma izražena na finansijskom tržištu, primenjivale su veliki broj analiza za poređenje sa konkurencijom, posebno u domenu upravljanja troškovima, koristeći pritom bogat informacioni potencijal upravljačkog računovodstva. 2.)
MATCH@M:(An increasing need of the bank management for the methods and models relevant in decision making in the conditions when the incremental changes in the environment are replaced by radical and content changes, demanded that the academics and practitioners should focus upon external, rather than internal elements in the analysis of the banking operations.===>Rastuca potreba me-nadžmenta banaka za metodama i modelima relevantnim za donošenje odluka u uslovima kada su inkre-mentalne promene u okruženju zamenjene radikalnim i sadržajnim promenama, uslovila je potrebu da se fokus akademika i prakticara pomeri sa internih na eksterne elemente u analizi bankarskog poslovanja.)
MATCH@E:(An increasing need of the bank management for the methods and models relevant in decision making in the conditions when the incremental changes in the environment are replaced by radical and content changes, demanded that the academics and practitioners should focus upon external, rather than internal elements in the analysis of the banking operations.===>Rastuća potreba menadžmenta banaka za metodama i modelima relevantnim za donošenje odluka u uslovima kada su inkrementalne promene u okruženju zamenjene radikalnim i sadržajnim promenama, uslovila je potrebu da se fokus akademika i praktičara pomeri sa internih na eksterne elemente u analizi bankarskog poslovanja.)
MATCH@M:(The strategic decisions characterised by a mobilization of all the bank resources become crucial in business operations, therefore the introduction of new management accounting techniques has become a logical answer to new requirements.===>Strategijske odluke koje karakteriše mobilizacija ukupnih bankarskih resursa dobijaju krucijalni znacaj za poslovanje, te je uvodenje novih tehnika upravljackog racunovodstva postalo logican odgovor na nove zahteve.)
MATCH@E:(The strategic decisions characterised by a mobi lization of all the bank resources become crucial in business operations, therefore the introduction of new management accounting techniques has become a logical answer to new requirements.===>Strategijske odluke koje karakteriše mobilizacija ukupnih bankarskih resursa dobijaju krucijalni značaj za poslovanje, te je uvođenje novih tehnika upravljačkog računovodstva postalo logičan odgovor na nove zahteve.)
MATCH@M:(Our aim in this work is to present essential potentials and a real reach of modern strategic management accounting techniques, as well as their approprieteness for business decision making in the banks.===>U ovom radu ce biti predstavljeni suštinski potencijali i realni dometi savremenih tehnika strategijskog upravljackog racunovodstva, kao i njihova svrsishodnost za poslovno odlucivanje banaka.)
MATCH@E:(Our aim in this work is to present essential potentials and a real reach of modern strategic management accounting techniques, as well as their approprieteness for business decision making in the banks.===>U ovom radu će biti predstavljeni suštinski potencijali i realni dometi savremenih tehnika strategijskog upravljačkog računovodstva, kao i njihova svrsishodnost za poslovno odlučivanje banaka.)
MATCH@M:(The top managers in the bank concentrate on longterm strategic decisions.===>Top menadžeri banke se koncentrišu na dugorocne strateške odluke.)
MATCH@E:(The top managers in the bank concentrate on longterm strategic decisions.===>Top menadžeri banke se koncentrišu na dugoročne strateške odluke.)
MATCH@M:(Hence they need information that can help them make decisions on integration and acquisition, as well as on planning new bank products.===>Njima su, stoga, potrebne informacije koje ce im omoguciti da donesu odluke o integraciji i akviziciji ili o planiranju novih bankarskih proizvoda.)
MATCH@E:(Hence they need information that can help them make decisions on integration and acquisition, as well as on planning new bank products.===>Njima su, stoga, potrebne informacije koje će im omogućiti da donesu odluke o integraciji i akviziciji ili o planiranju novih bankarskih proizvoda.)
MATCH@M:(The empiric studies so far have expressly stated that the role of the strategic managemnt accounting in creating an adequate information portfolio is significant, however, the conclusions are somewhat ambiguous as regards the strategy itself on the basis of the information generated by the strategic management accounting.===>Nedvosmisleni je zakljucak dosadašnjih empirijskih studija o znacajnoj kontribuciji strategijskog upravljackog racunovodstva u kreiranju adekvatnog informacionog portfolija, ali zakljucci nisu toliko jasni kada je u pitanju odabir same strategije na osnovu ge-nerisanih informacija strategijskog upravljackog racunovodstva.)
MATCH@E:(The empiric studies so far have expressly stated that the role of the strategic managemnt accounting in creating an adequate information portfolio is significant, however, the conclusions are somewhat ambiguous as regards the strategy itself on the basis of the information generated by the strategic management accounting Š3Ë Š4Ë.===>Nedvosmisleni je zaključak dosadašnjih empirijskih studija o značajnoj kontribuciji strategijskog upravljačkog računovodstva u kreiranju adekvatnog informacionog portfolija, ali zaključci nisu toliko jasni kada je u pitanju odabir same strategije na osnovu generisanih informacija strategijskog upravljačkog računovodstva Š3Ë Š4Ë.)
MATCH@M:(The middle level bank managers tend to focus upon the medium-term decisions, such as the events that may affect the banking institution’s operations in the following year.===>Bankarski menadžeri srednjeg nivoa teže da se u velikoj meri usredsrede na odluke srednjeg dometa, kao na primer na dogadaje koji bi mogli da uticu na rad bankarske institucije u narednih godinu dana.)
MATCH@E:(The middle level bank managers tend to focus upon the medium-term decisions, such as the events that may affect the banking institutions operations in the following year.===>Bankarski menadžeri srednjeg nivoa teže da se u velikoj meri usredsrede na odluke srednjeg dometa, kao na primer na događaje koji bi mogli da utiču na rad bankarske institucije u narednih godinu dana.)
MATCH@M:(Hence they need information necessary for the budget analysis, for a short-term forecasting, and for the analysis of deviations from the planned performances.===>Oni stoga traže informacije potrebne pri analizi budžeta, kratkorocnom predvidanju i analizi odstupanja ostvarenih u odnosu na planirane performanse.)
MATCH@E:(Hence they need information necessary for the budget analysis, for a short-term forecasting, and for the analysis of deviations from the planned performances.===>Oni stoga traže informacije potrebne pri analizi budžeta, kratkoročnom predviđanju i analizi odstupanja ostvarenih u odnosu na planirane performanse.)
MATCH@M:(Strategic management accounting can be defined as a form of management accounting that uses a set of information concerned with external business and non-financial factors alonside the traditional, internally generated accounting information, as the information input.===>Strategijsko upravljacko racunovodstvo se može defi-nisati kao oblik upravljackog racunovodstva koji kao informacioni input pored tradicionalnih, interno ge-nerisanih racunovodstvenih informacija, koristi i set informacija koje se odnose na eksterne poslovne i nefinansijske faktore.)
MATCH@E:(Strategic management accounting can be defined as a form of management accounting that uses a set of information concerned with external business and non-financial factors alonside the traditional, internally generated accounting information, as the information input.===>Strategijsko upravljačko računovodstvo se može definisati kao oblik upravljačkog računovodstva koji kao informacioni input pored tradicionalnih, interno generisanih računovodstvenih informacija, koristi i set informacija koje se odnose na eksterne poslovne i nefinansijske faktore.)
MATCH@M:(The basic importance of such an analysis is reflected in a better communication of the business decision making and strategy.===>Elementarni znacaj ovakve analize se odnosi na bolju komunikaciju procesa poslovnog odlucivanja i strategije.)
MATCH@E:(The basic importance of such an analysis is reflected in a better communication of the business decision making and strategy.===>Elementarni značaj ovakve analize se odnosi na bolju komunikaciju procesa poslovnog odlučivanja i strategije.)
MATCH@M:(The logic of such a categorization and the scope of this definition have, however, resulted into a divergent interpretation of the strategic management accounting elements.===>Medutim, logika ovakve kategorizacije i širina dometa definicije doveli su do divergentnog tumacenja elemenata strategijskog upravljackog racunovodstva.)
MATCH@E:(The logic of such a categorization and the scope of this definition have, however, resulted into a divergent interpretation of the strategic management accounting elements.===>Međutim, logika ovakve kategorizacije i širina dometa definicije doveli su do divergentnog tumačenja elemenata strategijskog upravljačkog računovodstva.)
MATCH@M:(Different definitions of the components of strategic management accounting can be seen from the survey of the literature so far published in this field.===>Razlicite definicije komponenti strategijskog upravljackog racunovodstva mogu se sagledati pregledom dosadašnje literature iz ove oblasti.)
MATCH@E:(Different definitions of the components of strategic management accounting can be seen from the survey of the literature so far published in this field.===>Različite definicije komponenti strategijskog upravljačkog računovodstva mogu se sagledati pregledom dosadašnje literature iz ove oblasti.)
MATCH@M:(Thus, for example, one of the pioneering works in this field developed a conceptual framework that supports the importance of competitive information on the market share, the scope of production, costs, prices, money flows and other elements required to conduct a corporate strategy developmet analysis.===>Tako je, primera radi, u jednom od pionirskih radova iz ove oblasti razvio konceptulni okvir koji podržava znacaj konkurentskih informacija o tržišnom udelu, obimu proizvodnje, troškovima, cenama, novcanim tokovima i drugim elementima potrebnim za analizu razvoja korporativne strategije.)
MATCH@E:(Thus, for ex ample, one of the pioneering works in this field developed a conceptual framework that supports the importance of competitive information on the market share, the scope of production, costs, prices, money flows and other elements required to conduct a corporate strategy developmet analysis Š5Ë.===>Tako je, primera radi, u jednom od pionirskih radova iz ove oblasti razvio konceptulni okvir koji podržava značaj konkurentskih informacija o tržišnom udelu, obimu proizvodnje, troškovima, cenama, novčanim tokovima i drugim elementima potrebnim za analizu razvoja korporativne strategije Š5Ë.)
MATCH@M:(Other authors have additionally contributed to the development of strategic management accounting based on this so-called “competitive“ strategic analysis.===>Drugi autori su dodatno profundirali razvoj strategijskog upravljackog racunovodstva baziranog na ovoj, takozvanoj „konkurentskoj“ strategijskoj analizi.)
MATCH@E:(Other authors have additionally contributed to the development of strategic management accounting based on this so-called competitive strategic analysis Š6Ë.===>Drugi autori su dodatno profundirali razvoj strategijskog upravljačkog računovodstva baziranog na ovoj, takozvanoj konkurentskoj strategijskoj analizi Š6Ë.)
MATCH@M:(They highlight the importance of the strategy analysis of costs and a consequent requirement that costs should become an integral part of strategy.===>Posebno se istice znacaj strategijske analize troškova i konsekventni zahtev da troškovi postanu integralni deo strategije.)
MATCH@E:(They highlight the importance of the strategy analysis of costs and a consequent requirement that costs should become an integral part of strategy.===>Posebno se ističe značaj strategijske analize troškova i konsekventni zahtev da troškovi postanu integralni deo strategije.)
MATCH@M:(On the other hand, an analysis is developed focused upon market indicators, primarily related to meeting the consumers’ needs with continuously taking attributive costs into account.===>Sa druge strane, razvija se analiza usmerena na tržišne pokazatelje, prevashodno vezane za zadovoljenje potreba potrošaca uz kontinuirano uvažavanje atributivnih troškova.)
MATCH@E:(On the other hand, an analysis is developed focused upon market indicators, primarily related to meeting the consumers needs with continuously taking attributive costs into account.===>Sa druge strane, razvija se analiza usmerena na tržišne pokazatelje, prevashodno vezane za zadovoljenje potreba potrošača uz kontinuirano uvažavanje atributivnih troškova.)
MATCH@M:(It is important to stress the accountants’ willingness in management accounting to valuate the brand, contrary to the rigid standards of financial reporting.===>Znacajno je istaci da postoji volja racunovoda da u upravljackom racunovodstvu vrednuju brend, za razliku od rigidnih standarda finansijskog izveštavanja.)
MATCH@E:(It is important to stress the accountants willingness in management accounting to valuate the brand, contrary to the rigid standards of financial reporting Š7Ë.===>Značajno je istaći da postoji volja računovođa da u upravljačkom računovodstvu vrednuju brend, za razliku od rigidnih standarda finansijskog izveštavanja Š7Ë.)
MATCH@M:(The third aspect of strategic management accounting refers to the analysis of value creation in the relations with suppliers and customers.===>Treci aspekt strategijskog upravljackog racunovodstva se odnosi na analizu stvaranja vrednosti u odnosima sa dobavljacima i kupcima.)
MATCH@E:(The third aspect of strategic management accounting refers to the analysis of value creation in the relations with suppliers and customers.===>Treći aspekt strategijskog upravljačkog računovodstva se odnosi na analizu stvaranja vrednosti u odnosima sa dobavljačima i kupcima.)
MATCH@M:(Numerous specific techniques developed within the mentioned global categories, the derivates of theoretical study, do not, however, show a high level of correlation with the level of practical usability of these same techniques.===>Brojne specificne tehnike razvijene u okviru pomenutih globalnih kategorija koje su derivat teorijskog sagledavanja, medutim, ne pokazuju visok stepen korelacije sa ste-penom prakticne upotrebljivosti istih tehnika.)
MATCH@E:(Numerous specific techniques developed within the mentioned global categories, the derivates of theoretical study, do not, however, show a high level of correlation with the level of practical usability of these same techniques.===>Brojne specifične tehnike razvijene u okviru pomenutih globalnih kategorija koje su derivat teorijskog sagledavanja, međutim, ne pokazuju visok stepen korelacije sa stepenom praktične upotrebljivosti istih tehnika.)
MATCH@M:(In the conditions when the real sector is consolidated, on one hand, and when the business banks are active in their credit support to the economy, on the other, the importance of the implementation of strategically oriented management accounting by the bank management will be greater.===>U uslovima kada se izvrši konsolidacija realnog sektora, s jedne strane, i kada poslovne banke budu aktivne u kreditnoj podršci privredi, s druge strane, pora-šce i znacaj primene modela strategijski orijentisanog upravljackog racunovodstva od strane bankarskog menadžmenta.)
MATCH@E:(In the conditions when the real sector is consolidated, on one hand, and when the business banks are active in their credit support to the economy, on the other, the importance of the implementation of strategically oriented management accounting by the bank management will be greater.===>U uslovima kada se izvrši konsolidacija realnog sektora, s jedne strane, i kada poslovne banke budu aktivne u kreditnoj podršci privredi, s druge strane, porašće i značaj primene modela strategijski orijentisanog upravljačkog računovodstva od strane bankarskog menadžmenta.)
MATCH@M:(In case of long-term credit sources in general, and especially in case of the financial support to the economy, it is necessary that the bank should have long-term and high-quality capital sources.===>Za dugorocne izvore kreditiranja uopšte, a posebno u funkciji finansijske podrške privredi, neophodno je da banka poseduje dugorocne i kvalitetne izvore sredstava.)
MATCH@E:(In case of long-term credit sources in general, and especially in case of the financial support to the economy, it is necessary that the bank should have long-term and high-quality capital sources.===>Za dugoročne izvore kreditiranja uopšte, a posebno u funkciji finansijske podrške privredi, neophodno je da banka poseduje dugoročne i kvalitetne izvore sredstava.)
MATCH@M:(The implementation of the strategic management accounting model in banking enable the banks to profit from their comparative advantages, especially in the further process of developing financial market, and on the basis of the information obtained on the environment.===>Primena modela strategijskog upravljackog racunovodstva za banke omogucava bankama da iskoriste svoje komparativne prednosti, posebno u daljem procesu razvijanja finansijskog tržišta, na osnovu informacija o okruženju.)
MATCH@E:(The implementation of the strategic management accounting model in banking enable the banks to profit from their comparative advantages, especially in the further process of developing financial market, and on the basis of the information obtained on the environment. of the bank.===>Primena modela strategijskog upravljačkog računovodstva za banke omogućava bankama da iskoriste svoje komparativne prednosti, posebno u daljem procesu razvijanja finansijskog tržišta, na osnovu informacija o okruženju.)
MATCH@M:(It is dynamically dimensioned as it ensures business information in a changing environment.===>Ono je dinamicki dimenzionisano jer obezbedu-je poslovne informacije u promenljivom okruženju.)
MATCH@E:(It is dynamically dimensioned as it ensures business information in a changing environment.===>Ono je dinamički dimenzionisano jer obezbeđuje poslovne informacije u promenljivom okruženju.)
MATCH@M:(Strategic decisions require that the management provide information for the future action.===>Strateške odluke zahtevaju od menadžmenta banke informacije za buducu akciju.)
MATCH@E:(Strategic decisions require that the management provide information for the future action.===>Strateške odluke zahtevaju od menadžmenta banke informacije za buduću akciju.)
MATCH@M:(The awareness of the competitive conditions itself makes the key difference between the strategic and the traditional management accounting.===>Samo postojanje svesti o konkurentskim uslovima je kljuc razlike strategijskog u odnosu na tradicionalno upravljacko racunovodstvo.)
MATCH@E:(The awareness of the competitive conditions itself makes the key difference between the strategic and the traditional management accounting Š11Ë.===>Samo postojanje svesti o konkurentskim uslovima je ključ razlike strategijskog u odnosu na tradicionalno upravljačko računovodstvo Š11Ë.)
MATCH@M:(The information potentials of the strategically dimensioned management accounting for the needs of the bank management evolve along with the changes in the information technology.===>Informacioni potencijali strategijski dimenzioniranog upravljackog racunovodstva za potrebe menadžmenta banke, evoluiraju sa promenama u informacionoj tehnologiji.)
MATCH@E:(The information potentials of the strategically dimensioned management accounting for the needs of the bank management evolve along with the changes in the information technology.===>Informacioni potencijali strategijski dimenzioniranog upravljačkog računovodstva za potrebe menadžmenta banke, evoluiraju sa promenama u informacionoj tehnologiji.)
MATCH@M:(The studies in the field of information support of management accounting to business organizations conducted so far have predominantly focused upon the identification of dimensions and upon performance measures, however, there is a lack of studies focused upon a specific impact of the strategic management accounting information on the bank performance.===>Dosadašnje studije iz oblasti informacione podrške upravljackog racunovodstva poslovnim organizacijama su najcešce bile fokusirane na identifikaciju dimenzija i merama performansi, ali je pri-metan nedostatak studija koje se odnose na specifican uticaj informacija strategijskog upravljackog racunovodstva na performansse banaka.)
MATCH@E:(The studies in the field of information support of management accounting to business organizations conducted so far have predominantly focused upon the identification of dimensions and upon performance measures Š12Ë Š13Ë, however, there is a lack of studies focused upon a specific impact of the strategic management accounting information on the bank performance.===>Dosadašnje studije iz oblasti informacione podrške upravljačkog računovodstva poslovnim organizacijama su najčešće bile fokusirane na identifikaciju dimenzija i merama performansi Š12Ë Š13Ë, ali je primetan nedostatak studija koje se odnose na specifičan uticaj informacija strategijskog upravljačkog računovodstva na performansse banaka.)
MATCH@M:(There is no universal concept nor model of information of strategic character that can be applied in efficient bank management in a longer term and for the purpose of finding adequate solutions to all management problems.===>Ne postoji ni jedan univerzalni koncept ili model informisanja strategijskog karaktera za potrebe efikasnog upravljanja bankom koji bi se mogao upotrebljavati na duži rok za adekvatno rešavanje svih upravljackih problema.)
MATCH@E:(There is no universal concept nor model of information of strategic character that can be applied in efficient bank management in a longer term and for the purpose of finding adequate solutions to all management problems.===>Ne postoji ni jedan univerzalni koncept ili model informisanja strategijskog karaktera za potrebe efikasnog upravljanja bankom koji bi se mogao upotrebljavati na duži rok za adekvatno rešavanje svih upravljačkih problema.)
MATCH@M:(The domestic banks prefer to use the information products of financial and accounting type within a global accounting system, rather that management accounting type.===>U domacim bankama se više koriste informacioni produkti finansijsko-racunovodstvenog dela u okviru globalnog racunovodstvenog sistema, a mnogo manje upra-vljacko-racunovodstvenog dela.)
MATCH@E:(The domestic banks prefer to use the information products of financial and accounting type within a global accounting system, rather that management accounting type Š14Ë.===>U domaćim bankama se više koriste informacioni produkti finansijsko-računovodstvenog dela u okviru globalnog računovodstvenog sistema, a mnogo manje upravljačko-računovodstvenog dela Š14Ë.)
MATCH@M:(This will be inevitable in the conditions of an increasing competition among banks, as well as in relation to non-banking financial institutions (especially in unfavourable current events on the banking market, where it is necessary that strategic information potentials and efforts be focused), how to “grab a client or a bank customer before the others?“.===>To ce biti neminovnost u uslovima sve vece konkurentske borbe medu bankama a i u odnosu na nebankarske finansijske institucije (posebno u nepovoljnim aktu-elnim dešavanjima na bankarskom tržištu za šta je neophodno fokusirati strateške informacione potencijale i napore), kako „šcepati klijenta ili komitenta banke pre drugih?“.)
MATCH@E:(This will be inevitable in the conditions of an increasing compe tition among banks, as well as in relation to non-banking financial institutions (especially in unfavourable current events on the banking market, where it is necessary that strategic information potentials and efforts be focused), how to grab a client or a bank customer before the others?.===>To će biti neminovnost u uslovima sve veće konkurentske borbe među bankama a i u odnosu na nebankarske finansijske institucije (posebno u nepovoljnim aktuelnim dešavanjima na bankarskom tržištu za šta je neophodno fokusirati strateške informacione potencijale i napore), kako ščepati klijenta ili komitenta banke pre drugih?.)
MATCH@M:(Besides, the introduction of a longterm crediting of a company as a bank client will contribute to the importance of strategically oriented management accounting for the bank management team decision making as to the method and conditions of the long-term placement of the bank’s assets.===>Pored toga, uvodenjem dugorocnog kreditiranja preduzeca kao komitenata banke, porašce i znacaj strategijski orijentisanog upravljackog racunovodstva za odlucivanje menadžment tima banke o nacinu i uslovima plasiranja njenih sredstava na duži rok.)
MATCH@E:(Besides, the introduction of a longterm crediting of a company as a bank client will contribute to the importance of strategically oriented management accounting for the bank management team decision making as to the method and conditions of the long-term placement of the banks assets.===>Pored toga, uvođenjem dugoročnog kreditiranja preduzeća kao komitenata banke, porašće i značaj strategijski orijentisanog upravljačkog računovodstva za odlučivanje menadžment tima banke o načinu i uslovima plasiranja njenih sredstava na duži rok.)
MATCH@M:(In the prospective balance analysis segment where a dynamic aspect or forecast information is relevant in making good business and financial decisions, strategically oriented management accounting can be highly beneficial.===>U segmentu prospektivne analize bilansa, gde je relevantan dinamicki aspekt odnosno prognosticke informacije za potrebe donošenja kvalitetnih poslov-no-finansijskih odluka, strategijski orijentisano upravljacko racunovodstvo takode može dati veliki doprinos.)
MATCH@E:(In the prospective balance analysis segment where a dynamic aspect or forecast information is relevant in making good business and financial decisions, strategically oriented management accounting can be highly beneficial.===>U segmentu prospektivne analize bilansa, gde je relevantan dinamički aspekt odnosno prognostičke informacije za potrebe donošenja kvalitetnih poslovno-finansijskih odluka, strategijski orijentisano upravljačko računovodstvo takođe može dati veliki doprinos.)
MATCH@M:(The very strategic orientation of management accounting must not have any implications upon the practical usabulity of the techniques and the analysis procedures themselves, and this has been the issue of a lively debate in the past decade.===>Sama strategijska orijentacija upravljackog racunovodstva ne sme imati implikacije na prakticnu upotrebljivost samih tehnika i postupaka analize, što je goruca debata u poslednjoj deceniji.)
MATCH@E:(The very strategic orientation of management accounting must not have any implications upon the practical usabulity of the techniques and the analysis procedures themselves, and this has been the issue of a lively debate in the past decade Š15Ë Š16Ë.===>Sama strategijska orijentacija upravljačkog računovodstva ne sme imati implikacije na praktičnu upotrebljivost samih tehnika i postupaka analize, što je goruća debata u poslednjoj deceniji Š15Ë Š16Ë.)
MATCH@M:(Both the traditional and the strategic management accounting must have a pragmatic dimension.===>I tradicionalno i strategijsko upravljacko racunovodstvo moraju imati pragmaticnu dimenziju.)
MATCH@E:(Both the traditional and the strategic management accounting must have a pragmatic dimension Š17Ë Š18Ë. 3.===>I tradicionalno i strategijsko upravljačko računovodstvo moraju imati pragmatičnu dimenziju Š17Ë Š18Ë. 3.)
MATCH@M:(With the market globalization and an increasingly fierce competition in both the national and international fields the importance of an adequate bank’s risk management is especially actualized.===>Sa globalizacijom finansijskih tržišta te sve oštrijom konkurencijom u nacionalnim i internacionalnim okvirima, važnost adekvatnog upravljanja rizicima banke, posebno je aktuelizovana.)
MATCH@E:(Actualization of importance of information for banks With the market globalization and an increasingly fierce competition in both the national and international fields the importance of an adequate banks risk management is especially actualized.===>Aktueliziranje značaja informacija za banke Sa globalizacijom finansijskih tržišta te sve oštrijom konkurencijom u nacionalnim i internacionalnim okvirima, važnost adekvatnog upravljanja rizicima banke, posebno je aktuelizovana.)
MATCH@M:(In such circumstances the bank’s strategic management needs the reports on the risk profiles as well as on the bank’s need for capital for the purpose of capital budgeting and an adequate management of risks immanent to banking operations, all in order that a long-term financial stability of the banking institution be established.===>U takvim okolnostima, strateškom menadžmentu banke neophodni su iz-veštaji o profilima rizika kao i potrebama banke za kapitalom, za potrebe budžetiranja kapitala i adekvatno upravljanje rizicima imanentnim poslovanju banaka, kako bi se obezbedila dugorocna finansijska stabilnost bankarske institucije.)
MATCH@E:(In such circumstances the banks strategic management needs the reports on the risk profiles as well as on the banks need for capital for the purpose of capital budgeting and an adequate management of risks immanent to banking operations, all in order that a long-term financial stability of the banking institution be established.===>U takvim okolnostima, strateškom menadžmentu banke neophodni su izveštaji o profilima rizika kao i potrebama banke za kapitalom, za potrebe budžetiranja kapitala i adekvatno upravljanje rizicima imanentnim poslovanju banaka, kako bi se obezbedila dugoročna finansijska stabilnost bankarske institucije.)
MATCH@M:(As a logistic support to strategic management the banking controlling fosters the development of a longterm oriented management accounting, in the implementation of an optimum strategy to achieve the set goals of the bank, especially the optimum cost strategies, as well as an adequate management of the bank productivity.===>Bankarski kontroling kao logisticka podrška strateškom menadžmentu, podstice razvoj upravljackog racunovodstva dugorocne orijentacije, u funkciji pri-mene optimalne strategije radi ostvarivanja definisa-nih ciljeva banke, posebno optimalne troškovne strategije, te adekvatno upravljanje produktivnošcu banke.)
MATCH@E:(As a logistic support to strategic management the banking controlling fosters the development of a longterm oriented management accounting, in the implementation of an optimum strategy to achieve the set goals of the bank, especially the optimum cost strategies Š19Ë, as well as an adequate management of the bank productivity.===>)
BAD_LINE_=============================================================
BAD_LINE_M:As a logistic support to strategic management the banking controlling fosters the development of a longterm oriented management accounting, in the implementation of an optimum strategy to achieve the set goals of the bank, especially the optimum cost strategies, as well as an adequate management of the bank productivity.
BAD_LINE_M:Bankarski kontroling kao logisticka podrška strateškom menadžmentu, podstice razvoj upravljackog racunovodstva dugorocne orijentacije, u funkciji pri-mene optimalne strategije radi ostvarivanja definisa-nih ciljeva banke, posebno optimalne troškovne strategije, te adekvatno upravljanje produktivnošcu banke.
BAD_LINE_E:As a logistic support to strategic management the banking controlling fosters the development of a longterm oriented management accounting, in the implementation of an optimum strategy to achieve the set goals of the bank, especially the optimum cost strategies Š19Ë, as well as an adequate management of the bank productivity.
BAD_LINE_E:
MATCH@M:(Reducing the price of the bank products to a lower level ensures the bank a more favourable position in comparison with its competitors.===>Svodenje cene koštanja bankarskih proizvoda na niži nivo omogucava banci u jednom delu bolji položaj u odnosu na konkurente.)
MATCH@E:(Reducing the price of the bank products to a lower level ensures the bank a more favourable position in comparison with its competitors.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Reducing the price of the bank products to a lower level ensures the bank a more favourable position in comparison with its competitors.
BAD_LINE_M:Svodenje cene koštanja bankarskih proizvoda na niži nivo omogucava banci u jednom delu bolji položaj u odnosu na konkurente.
BAD_LINE_E:Reducing the price of the bank products to a lower level ensures the bank a more favourable position in comparison with its competitors.
BAD_LINE_E:
MATCH@M:(A strategically dimensioned management accounting is also highly important in the strategic control process, i.e., in the comparison of achievements with the budgeted values in order to identify discrepancies and define appropriate corrective steps to be taken.===>I u procesu strateške kontrole, strategijski dimenzionirano upravljacko racunovodstvo ima veliki znacaj za proces strateške kontrole, odnosno poredenje ostvarenja sa budžetiranimvelicinama, da bi se identifikovala odstupanja, te preduzele odgovarajuce korektivne akcije.)
MATCH@E:(A strategically dimensioned management accounting is also highly important in the strategic control process, i.e., in the comparison of achievements with the budgeted values in order to identify discrepancies and define appropriate corrective steps to be taken.===>I u procesu strateške kontrole, strategijski dimenzionirano upravljačko računovodstvo ima veliki značaj za proces strateške kontrole, odnosno poređenje ostvarenja sa budžetiranimveličinama, da bi se identifikovala odstupanja, te preduzele odgovarajuće korektivne akcije.)
MATCH@M:(In the current - turbulent conditions of operations on the financial market, the critical competency of the bank’s strategic management achievement becomes a competence to generate the value for both the bank owners and the consumers of the bank product.===>U aktuelnim - turbulentnim uslovima poslovanja na finansijskom tržištu, kriticna kompetentnost uspeha strategijskog menadžmenta banke postaje sposobnost generisanja vrednosti za vlasnike banke i korisnike bankarskog proizvoda.)
MATCH@E:(In the current turbulent conditions of operations on the financial market, the critical competency of the banks strategic management achievement becomes a competence to generate the value for both the bank owners and the consumers of the bank product.===>U aktuelnim turbulentnim uslovima poslovanja na finansijskom tržištu, kritična kompetentnost uspeha strategijskog menadžmenta banke postaje sposobnost generisanja vrednosti za vlasnike banke i korisnike bankarskog proizvoda.)
MATCH@M:(The bank top management is particularly interested in the market and competitive environment changes, hence the management accountants are expected to provide not only internal information (flows within the bank) but rather external one - information about financial market as well as about competition, namely, the information on the environment.===>Top menadžment tim banke je posebno zainteresovan za promene u tržišnom te konkurentskom okruženju, tako da se od upravljackih racunovoda ocekuju ne samo informacije internog karaktera (tokovi u banci) vec sve više eksternog karaktera - informacije sa finansijskog tržišta i o konkurentima, odnosno informacije iz okruženja.)
MATCH@E:(The bank top management is particularly interested in the market and competitive environment changes, hence the management accountants are expected to provide not only internal information (flows within the bank) but rather external one information about financial market as well as about competition, namely, the information on the environment.===>Top menadžment tim banke je posebno zainteresovan za promene u tržišnom te konkurentskom okruženju, tako da se od upravljačkih računovođa očekuju ne samo informacije internog karaktera (tokovi u banci) već sve više eksternog karaktera informacije sa finansijskog tržišta i o konkurentima, odnosno informacije iz okruženja.)
MATCH@M:(The strategic performance of the bank is oriented towards the segments of profitability, efficiency, effectiveness, competitiveness and flexibility.===>Strategijske performanse banke su usmerene na segment profitabilnosti, efikasnosti, efektivnosti, konkurentnosti i fleksibilnosti.)
MATCH@E:(The strategic performance of the bank is oriented towards the segments of profitability, efficiency, effectiveness, competitiveness and flexibility.===>Strategijske performanse banke su usmerene na segment profitabilnosti, efikasnosti, efektivnosti, konkurentnosti i fleksibilnosti.)
MATCH@M:(Of paramount importance in this sense is a high quality the management-accounting information for an qdequate management of bank information, as well as for measuring the performance of the bank management.===>U tom smislu, veoma su znacajne upravljacko-racunovodstvene informacije visokog kvaliteta za adekvatno upravljanje informacijama banke, te merenje uspeha menadžmenta banke.)
MATCH@E:(Of paramount importance in this sense is a high quality the management-accounting information for an qdequate management of bank information, as well as for measuring the performance of the bank management.===>U tom smislu, veoma su značajne upravljačko-računovodstvene informacije visokog kvaliteta za adekvatno upravljanje informacijama banke, te merenje uspeha menadžmenta banke.)
MATCH@M:(In assessing the business efficiency, banks prioritize the methods of cost control, as well as the productivity of the bank personnel in managing its assets.===>U oceni efikasnosti poslovanja banke prioritet daju nacinima kontrole troškova, kao i produktivnosti personala banke u upravljanju njenom imovinom.)
MATCH@E:(In assessing the business efficiency, banks prioritize the methods of cost control, as well as the productivity of the bank personnel in managing its assets.===>U oceni efikasnosti poslovanja banke prioritet daju načinima kontrole troškova, kao i produktivnosti personala banke u upravljanju njenom imovinom.)
MATCH@M:(For the banking operations to be efficient the bank requires an adequate portfolio of financial resources.===>Za efikasno obavljanje bankarskih poslova neophodan je adekvatan portfelj finansijskih resursa.)
MATCH@E:(For the banking operations to be efficient the bank requires an adequate portfolio of financial resources.===>Za efikasno obavljanje bankarskih poslova neophodan je adekvatan portfelj finansijskih resursa.)
MATCH@M:(The bank’s financial health depends primarily on the bank management.===>Finan-sijsko zdravlje banke prevashodno zavisi od menadžmenta banke.)
MATCH@E:(The banks financial health depends primarily on the bank management.===>Finansijsko zdravlje banke prevashodno zavisi od menadžmenta banke.)
MATCH@M:(An adequate management of financial resources requires valid and timely information.===>Za adekvatno upravljanje finansijskim resursima neophodne su validne informacije u pravo vreme.)
MATCH@E:(An adequate management of financial resources requires valid and timely information.===>Za adekvatno upravljanje finansijskim resursima neophodne su validne informacije u pravo vreme.)
MATCH@M:(Particularly important are the reports on the client and customer receivables management as regards their negotiability, maturity and a policy to correct them.===>Posebno su važni izveštaji o upravljanju potraživanjima klijenata i komitenata u smislu njihove na-plativosti, starosti, kao i politike ispravki istih.)
MATCH@E:(Particularly important are the reports on the client and customer receivables management as regards their negotiability, maturity and a policy to correct them.===>Posebno su važni izveštaji o upravljanju potraživanjima klijenata i komitenata u smislu njihove naplativosti, starosti, kao i politike ispravki istih.)
MATCH@M:(The current changes in international banking have made the bank management process more complex.===>Aktuelne promene u medunarodnom bankarstvu ucinile su proces upravljanja bankom mnogo komplek-snijim.)
MATCH@E:(The current changes in international banking have made the bank management process more complex.===>Aktuelne promene u međunarodnom bankarstvu učinile su proces upravljanja bankom mnogo kompleksnijim.)
MATCH@M:(The primary responsibility of the management is to ensure that the bank has efficient risk control and risk management systems.===>Osnovna odgovornost menadžmenta je da osigura da banka ima odgovarajuce sisteme koji efikasno kontrolišu i upravljaju rizicima.)
MATCH@E:(The primary responsibility of the management is to ensure that the bank has efficient risk control and risk management systems.===>Osnovna odgovornost menadžmenta je da osigura da banka ima odgovarajuće sisteme koji efikasno kontrolišu i upravljaju rizicima.)
MATCH@M:(On the global level, banks are becoming increasingly engaged in the development of new instruments, products, services, and techniques.===>Banke na globalnom nivou sve više postaju ukljucene u razvoj novih instrumenata, proizvoda, usluga i tehnika.)
MATCH@E:(On the global level, banks are becoming increasingly engaged in the development of new instruments, products, services, and techniques.===>Banke na globalnom nivou sve više postaju uključene u razvoj novih instrumenata, proizvoda, usluga i tehnika.)
MATCH@M:(Not so strict legal regulations and technological process in this field allowed for a fiercer competition to take place between banks and non-banking institutions.===>Slabija zakonska regulativa i tehnološki proces otvorili su novi prostor za oštriju konkurenciju izmedu banaka i nebankarskih institucija.)
MATCH@E:(Not so strict legal regulations and technological process in this field allowed for a fiercer competition to take place between banks and non-banking institutions.===>Slabija zakonska regulativa i tehnološki proces otvorili su novi prostor za oštriju konkurenciju između banaka i nebankarskih institucija.)
MATCH@M:(In such circumstances, the resource of crucial importance for change management is (sufficient in scope and satisfactory in quality) business information.===>U takvim okolnostima, resursi od presudnog znacaja za upravljanje promenama jesu (dovoljne po obimu i zadovoljavajuci po kvalitetu) poslovne informacije.)
MATCH@E:(In such circumstances, the resource of crucial importance for change management is (sufficient in scope and satisfactory in quality) business information.===>U takvim okolnostima, resursi od presudnog značaja za upravljanje promenama jesu (dovoljne po obimu i zadovoljavajući po kvalitetu) poslovne informacije.)
MATCH@M:(In order to survive on the dynamic market today, the bank has to change faster than its competition.===>Da bi ostala na današnjem dinamicnom tržištu, banka mora da se menja mnogo brže od konkurenata.)
MATCH@E:(In order to survive on the dynamic market today, the bank has to change faster than its competition.===>Da bi ostala na današnjem dinamičnom tržištu, banka mora da se menja mnogo brže od konkurenata.)
MATCH@M:(A strategically focused management accounting is an efficient instrument developed for the purpose of strategic management of the bank.===>Strategijski fokusirano upravljacko racunovodstvo je efikasan instrument razvijen za strateško upravljanje bankom.)
MATCH@E:(A strategically focused management accounting is an efficient instrument developed for the purpose of strategic management of the bank.===>Strategijski fokusirano upravljačko računovodstvo je efikasan instrument razvijen za strateško upravljanje bankom.)
MATCH@M:(It disposes of information required for tracking, analysis and cost control and the bank product price calculation, as well as for the assessment of market potentials and the client and customer profitability, capital management and financial performance, the dynamics of business assets for the information needs of trading on the financial market, etc.===>Raspolaže informacijama vezanim za pracenje, analizu i kontrolu troškova i kalkulaciju cena bankarskih proizvoda, za procenu potencijala tržišta i profitabilnosti komitenata i klijenata, upravljanje kapitalom i finansijskim performansama, dinamiku poslovne aktive za informacione potrebe trgovanja na fi-nansijskom tržištu i dr.)
MATCH@E:(It disposes of information required for tracking, analysis and cost control and the bank product price calculation, as well as for the assessment of market potentials and the client and customer profitability, capital management and financial performance, the dynamics of business assets for the information needs of trading on the financial market, etc. ~~~ The role of an adequately designed strategic management accounting is crucial in a long-term management of the human resource and moneraty activities of the bank.===>Raspolaže informacijama vezanim za praćenje, analizu i kontrolu troškova i kalkulaciju cena bankarskih proizvoda, za procenu potencijala tržišta i profitabilnosti komitenata i klijenata, upravljanje kapitalom i finansijskim performansama, dinamiku poslovne aktive za informacione potrebe trgovanja na finansijskom tržištu i dr. Na adekvatan način koncipirano strategijsko upravljačko računovodstvo ima krucijalnu ulogu u vođenju ljudske i monetarne aktivnosti banke na dugi rok.)
MATCH@M:(The implementation of the strategically oriented management accounting always means the implementation of new techniques in the analysis, such as the activity based cost calculation, the balanced scorecard and various techniques of strategic capital budgeting such as strategic cost management in the value chain, the technological path tracing, the application of fuzzy sets in quantitative analysis, the real option valuation etc.===>Primena strategijski orijentisanog upravljackog racunovodstav ne podrazumeva uvek primenu novih tehnika u analizi kao što su obracun troškova zasnovan na aktivnostima, izbalansirana karta merila, i razlicite tehnike strategijskog kapitalnog budžetiranja poput strategijskog upravljanja troškovima u lancu vrednosti, tehnološkog trasiranja puta, upotrebe rasplinutih skupova u kvantitativnoj analizi, vrednovanja realnih opcija i slicno.)
MATCH@E:(The implementation of the strategically oriented management accounting always means the implementation of new techniques in the analysis, such as the activity based cost calculation, the balanced scorecard and various techniques of strategic capital budgeting such as strategic cost management in the value chain, the technological path tracing, the application of fuzzy sets in quantitative analysis, the real option valuation etc.===>Primena strategijski orijentisanog upravljačkog računovodstav ne podrazumeva uvek primenu novih tehnika u analizi kao što su obračun troškova zasnovan na aktivnostima, izbalansirana karta merila, i različite tehnike strategijskog kapitalnog budžetiranja poput strategijskog upravljanja troškovima u lancu vrednosti, tehnološkog trasiranja puta, upotrebe rasplinutih skupova u kvantitativnoj analizi, vrednovanja realnih opcija i slično.)
MATCH@M:(The information potential of a strategically oriented management accounting has to be continually reshaped to be able to accomplish the tasks of the information recipient -strategic management primarily, but also other management levels, which means that the quantitative selection of information is continually under way so as to avoid the situation of excess information.===>Informacioni potencijal strategijski orijentisanog upravljackog racunovodstva mora biti neposredno oblikovan za ispunjenje zadataka primaoca informacija - prevashodno strateškog menadžmenta, ali i drugih nivoa menadžmenta, što znaci da se kontinuirano obavlja kvantitativna selekcija informacija, kako ne bi došlo do preinformisanosti.)
MATCH@E:(The information potential of a strategically oriented management accounting has to be continually reshaped to be able to accomplish the tasks of the information recipient strategic management primarily, but also other management levels, which means that the quantitative selection of information is continually under way so as to avoid the situation of excess information.===>Informacioni potencijal strategijski orijentisanog upravljačkog računovodstva mora biti neposredno oblikovan za ispunjenje zadataka primaoca informacija prevashodno strateškog menadžmenta, ali i drugih nivoa menadžmenta, što znači da se kontinuirano obavlja kvantitativna selekcija informacija, kako ne bi došlo do preinformisanosti.)
MATCH@M:(Besides, the information potential of the bank strategic management accounting is expected to produce highly actualized information, full, timely and as accurate as possible.===>Pored toga, informacioni potencijal strategijskog upravljackog racunovodstva za banke treba da produkuje visoko aktuelizovane informacije, potpune za menadžment, dostupne na vreme i informacije što je moguce veceg stepena tacnosti.)
MATCH@E:(Besides, the information potential of the bank strategic management accounting is expected to produce highly actualized information, full, timely and as accurate as possible.===>Pored toga, informacioni potencijal strategijskog upravljačkog računovodstva za banke treba da produkuje visoko aktuelizovane informacije, potpune za menadžment, dostupne na vreme i informacije što je moguće većeg stepena tačnosti.)
MATCH@M:(Given the dynamic changes on the financial market, this type of accounting should be in a process of continuous evolution.===>S obzirom na dinamicne promene na finansijskom tržištu, ovaj tip racunovodstva treba da bude u procesu kontinuirane evolucije.)
MATCH@E:(Given the dynamic changes on the financial market, this type of accounting should be in a process of continuous evolution.===>S obzirom na dinamične promene na finansijskom tržištu, ovaj tip računovodstva treba da bude u procesu kontinuirane evolucije.)
MATCH@M:(Besides a more intensive competition between different types of banks, the threat that non-financial institutions will expand into the banking product sector is an additional incentive to banks to implement the strategic management accounting concept which is market-oriented.===>Osim intenzivnije konkurencije izmedu razlicitih vrsta banaka, pretnja da ce se ne-finansijske institucije proširiti i u sektor bankarskih proizvoda, predstavlja dodatni podsticaj bankama da primenjuju koncept strategijskog upravljackog racunovodstva, koji je tržišne orijentacije.)
MATCH@E:(Besides a more intensive competition between different types of banks, the threat that non-financial institutions will expand into the banking product sector is an additional incentive to banks to implement the strategic management accounting concept Š20Ë which is market-oriented.===>Osim intenzivnije konkurencije između različitih vrsta banaka, pretnja da će se ne finansijske institucije proširiti i u sektor bankarskih proizvoda, predstavlja dodatni podsticaj bankama da primenjuju koncept strategijskog upravljačkog računovodstva Š20Ë, koji je tržišne orijentacije.)
MATCH@M:(The strategic management accounting concept requires to be further developed in order that it should prove its full role and advantages in defining concrete situations.===>Koncept strategijskog upravljackog racunovodstva zahteva dalji razvoj kako bi pokazali svoju punu ulogu u njegovim prednostima u definisanju konkurentskih strategija.)
MATCH@E:(The strategic management accounting concept requires to be further developed in order that it should prove its full role and advantages in defining concrete situations.===>Koncept strategijskog upravljačkog računovodstva zahteva dalji razvoj kako bi pokazali svoju punu ulogu u njegovim prednostima u definisanju konkurentskih strategija.)
MATCH@M:(It is necessary that the usability of the strategic management accounting be researched into, especially in the field of the competition analysis in the conditions when the competition operates in a different economic, political and cultural environment.===>Neophodno je da se istraži primenlji-vost strategijskog upravljackog racunovodstva posebno u analizi konkurencije u uslovima kada se konkurencija nalazi u razlicitom ekonomskom, politickom i kulturološkom okruženju.)
MATCH@E:(It is necessary that the usability of the strategic management accounting be researched into, especially in the field of the competition analysis in the conditions when the competition operates in a different economic, political and cultural environment.===>Neophodno je da se istraži primenljivost strategijskog upravljačkog računovodstva posebno u analizi konkurencije u uslovima kada se konkurencija nalazi u različitom ekonomskom, političkom i kulturološkom okruženju.)
MATCH@M:(In order that domestic banks should estimate the losses in accordance with the relevant standards, it is necessary that they anticipate events related to credits, and this is where the macroeconomic statistics information is of special importance, though it is not transparent and satisfactory in scope yet.===>Da bi domace banke izvršile procenu gubitaka u skladu sa relevantnim standardima, neophodno je da anticipiraju dogadaje u vezi sa kreditima a za to su posebno važne informacije makroekonomske statistike koje još uvek nisu transparentne i dovoljne po obimu.)
MATCH@E:(In order that domestic banks should estimate the losses in accordance with the relevant standards, it is necessary that they anticipate events related to credits, and this is where the macroeconomic statistics information is of special importance, though it is not transparent and satisfactory in scope yet.===>Da bi domaće banke izvršile procenu gubitaka u skladu sa relevantnim standardima, neophodno je da anticipiraju događaje u vezi sa kreditima a za to su posebno važne informacije makroekonomske statistike koje još uvek nisu transparentne i dovoljne po obimu.)
MATCH@M:(Such information would help make use of information advantages of strategic management accounting in the process of making high-quality decisions for the needs of an efficient placement of the bank’s assets.===>Takve informacije bi pomogle da se još više iskoriste informacione prednosti strategijskog upravljackog racunovodstva u procesu donošenja kvalitetnih odluka za potrebe efikasnog plasiranja sredstava banke.)
MATCH@E:(Such information would help make use of information advantages of strategic management accounting in the process of making high-quality decisions for the needs of an efficient placement of the banks assets.===>Takve informacije bi pomogle da se još više iskoriste informacione prednosti strategijskog upravljačkog računovodstva u procesu donošenja kvalitetnih odluka za potrebe efikasnog plasiranja sredstava banke.)
MATCH@M:(The rise in the bank capital means a better chance for the bank to acquire big and significant clients.===>Povecanje kapitala banke znaci i vecu šansu banke da dobije velike klijente.)
MATCH@E:(The rise in the bank capital means a better chance for the bank to acquire big and significant clients.===>Povećanje kapitala banke znači i veću šansu banke da dobije velike klijente.)
MATCH@M:(There is an intention that banks that already achieved a stable financial position redirect a portion of their placements from retail business to economy, that is, to grant more loans to economy which would in turn increase the importance of the strategic management accounting.===>Intencija je da banke koje vec imaju stabilnu finansijsku poziciju trebalo bi da deo svojih plasmana preusmere sa stanovništva na privredu odnosno da više kreditiraju privredu, cime bi porastao znacaj strategijskog upravljackog racunovodstva.)
MATCH@E:(There is an intention that banks that already achieved a stable financial position redirect a portion of their placements from retail business to economy, that is, to grant more loans to economy which would in turn increase the importance of the strategic management accounting.===>Intencija je da banke koje već imaju stabilnu finansijsku poziciju trebalo bi da deo svojih plasmana preusmere sa stanovništva na privredu odnosno da više kreditiraju privredu, čime bi porastao značaj strategijskog upravljačkog računovodstva.)
MATCH@M:(In addition, due to a substantial growth of capital of the banks in this country, i.e., due to intensive recapitalization, the role of an adequate longterm bank capital management becomes increasingly important.===>Pored toga, s obzirom na velik rast kapitala banaka u našoj zemlji odnosno intenzivne dokapitalizacije, povecava se uloga adekvatnog upravljanja kapitalom banke na duži rok.)
MATCH@E:(In addition, due to a substantial growth of capital of the banks in this country, i.e., due to intensive recapitalization, the role of an adequate longterm bank capital management becomes increasingly important.===>Pored toga, s obzirom na velik rast kapitala banaka u našoj zemlji odnosno intenzivne dokapitalizacije, povećava se uloga adekvatnog upravljanja kapitalom banke na duži rok.)
MATCH@M:(For example, many banks did not earn adequate return rates on the capital invested.===>Primera radi, mnoge banke nisu imale adekvatnu stopu prinosa u odnosu na uložen kapital.)
MATCH@E:(For example, many banks did not earn adequate return rates on the capital invested.===>Primera radi, mnoge banke nisu imale adekvatnu stopu prinosa u odnosu na uložen kapital.)
MATCH@M:(It is necessary that domestic banks implement the instruments of the strategically oriented management accounting to a larger extent in order that they should maximize the value.===>Potrebno je da domace banke više primenjuju instrumente strategijski orijentisanog upravljackog racunovodstva koji im stoje na raspolaganju, kako bi maksi-mirale vrednost.)
MATCH@E:(It is necessary that domestic banks implement the instruments of the strategically oriented management accounting to a larger extent in order that they should maximize the value.===>Potrebno je da domaće banke više primenjuju instrumente strategijski orijentisanog upravljačkog računovodstva koji im stoje na raspolaganju, kako bi maksimirale vrednost.)
MATCH@M:(Management accounting is a relevant information instrument in the strategic management process.===>Upravljacko racunovodstvo predstavlja relevantni in-formacioni instrument u strategijskom upravljackom procesu.)
MATCH@E:(Management accounting is a relevant information instrument in the strategic management process.===>Upravljačko računovodstvo predstavlja relevantni informacioni instrument u strategijskom upravljačkom procesu.)
MATCH@M:(The collaboration of accounting and strategy is thoroughly analysed in numerous academic and empirical studies.===>Saradnja racunovodstva i strategije je iscrpno analizirana u brojnim teorijskim i empirijskim studijama.)
MATCH@E:(The collaboration of accounting and strategy is thoroughly analysed in numerous academic and empirical studies Š21Ë Š22Ë Š2Ë.===>Saradnja računovodstva i strategije je iscrpno analizirana u brojnim teorijskim i empirijskim studijama Š21Ë Š22Ë Š2Ë.)
MATCH@M:(Finally, it is important to point out that there is no universal accounting model developed for the needs of strategic management; it is necessary that every bank should create a model that will be compatible with possible changes on the financial market (to the extent to which it is possible to predict) as well as with adjusted characteristics of a particular bank.===>Konacno bitno je naglasiti da ne postoji univerzalan racunovodstveni model za potrebe strategijskog me-nadžmenta banke, vec je neophodno da svaka banka kreira takav model koji ce biti kompatibilan sa mogucim promenama na finansijskom tržištu (u meri u kojoj je to moguce predvideti) kao i prilagodenim karakteristikama konkretne banke.)
MATCH@E:(Finally, it is important to point out that there is no universal accounting model developed for the needs of strategic management; it is necessary that every bank should create a model that will be compatible with possible changes on the financial market (to the extent to which it is possible to predict) as well as with adjusted characteristics of a particular bank.===>Konačno bitno je naglasiti da ne postoji univerzalan računovodstveni model za potrebe strategijskog menadžmenta banke, već je neophodno da svaka banka kreira takav model koji će biti kompatibilan sa mogućim promenama na finansijskom tržištu (u meri u kojoj je to moguće predvideti) kao i prilagođenim karakteristikama konkretne banke.)
MATCH@M:(The strategic management of the bank performance can be described as an activity of management a bank financial standing for the purpose of defining the optimum relationships on two levels: returns maximization and satisfying the requirements of regulatory institutions.===>Strategijsko upravljanje performansama banke može biti predstavljeno kao aktivnost upravljanja bonitetom banke radi definisanja optimalnih odnosa i to na dva nivoa: maksimiziranja prinosa i zadovoljenja zah-teva regulatornih institucija.)
MATCH@E:(The strategic management of the bank performance can be described as an activity of management a bank financial standing for the purpose of defining the opti mum relationships on two levels: returns maximization and satisfying the requirements of regulatory institutions Š23Ë.===>Strategijsko upravljanje performansama banke može biti predstavljeno kao aktivnost upravljanja bonitetom banke radi definisanja optimalnih odnosa i to na dva nivoa: maksimiziranja prinosa i zadovoljenja zahteva regulatornih institucija Š23Ë.)
MATCH@M:(The strategy consists of a series of concrete activities that the banking institution undertakes in order to accomplish its mission.===>Strategija se sastoji od serije konkretnih akcija koje bankarska institucija preuzima da bi se ostvarila misija.)
MATCH@E:(The strategy consists of a series of concrete activities that the banking institution undertakes in order to accomplish its mission.===>Strategija se sastoji od serije konkretnih akcija koje bankarska institucija preuzima da bi se ostvarila misija.)
MATCH@M:(Each concrete activity is autonomous.===>Svaka konkretna akcija je samostalna.)
MATCH@E:(Each concrete activity is autonomous.===>Svaka konkretna akcija je samostalna.)
MATCH@M:(The activity has to support the bank’s mission, however, it also has to observe the principles of successful business doing.===>Akcija mora da podržava misiju banke, ali takode mora da sledi principe uspešnog poslovanja.)
MATCH@E:(The activity has to support the banks mission, however, it also has to observe the principles of successful business doing.===>Akcija mora da podržava misiju banke, ali takođe mora da sledi principe uspešnog poslovanja.)
MATCH@M:(Hence it is necessary that the bank has a developed management accounting to implement project strategies in the segments of budgeting, tracking and reporting on costs, profitability, and other important bank performance.===>U tu svrhu neophodno je imati razvijeno upravljacko racunovodstvo za realizaciju projektnih strategija u segmentu budžetiranja, pracenja i izveštavanja o troškovima, profitabilnosti i drugim znacajnim performansama banaka.)
MATCH@E:(Hence it is necessary that the bank has a developed management accounting to implement project strategies in the segments of budgeting, tracking and reporting on costs, profitability, and other important bank performance. ~~~ 4.===>U tu svrhu neophodno je imati razvijeno upravljačko računovodstvo za realizaciju projektnih strategija u segmentu budžetiranja, praćenja i izveštavanja o troškovima, profitabilnosti i drugim značajnim performansama banaka. 4.)
MATCH@M:(The strategic management accounting is based upon the research into information in accordance with the needs to make certain business decisions, rather than with the current trend or information availability.===>Strategijsko upravljacko racunovodstvo se temelji na istraživanju informacija shodno potrebama donošenju odredenih poslovnih odluka, mnogo više nego samom trenutnim trendom ili dostupnošcu informacija.)
MATCH@E:(Factors that impact the sma implementation into the bank information system The strategic management accounting is based upon the research into information in accordance with the needs to make certain business decisions, rather than with the current trend or information availability.===>Faktori koji utiču na primenu sma u informacioni sistem banke Strategijsko upravljačko računovodstvo se temelji na istraživanju informacija shodno potrebama donošenju određenih poslovnih odluka, mnogo više nego samom trenutnim trendom ili dostupnošću informacija.)
MATCH@M:(The strategic orientation of management accounting requires that the necassary information meant to be the basic input in the analysis be externally oriented.===>Strategijska orijentisanost upravljackog racunovodstva uslovljava eksternu orijentisanost zahtevanih informacija koje ce biti osnovni input u analizi.)
MATCH@E:(The strategic orientation of management accounting requires that the necassary information meant to be the basic input in the analysis be externally oriented.===>Strategijska orijentisanost upravljačkog računovodstva uslovljava eksternu orijentisanost zahtevanih informacija koje će biti osnovni input u analizi.)
MATCH@M:(Consequently, the need for defining the bank environment and the basic ways of communication between the bank and the relevant environment arises.===>Posledicno tome, javlja se potreba definisanja okruženja banke, te osnovnih poluga komunikacije banke i relevantnog okruženja.)
MATCH@E:(Consequently, the need for defining the bank environment and the basic ways of communication between the bank and the relevant environment arises.===>Posledično tome, javlja se potreba definisanja okruženja banke, te osnovnih poluga komunikacije banke i relevantnog okruženja.)
MATCH@M:(The environment itself can be viewed via a value chain and the relationship of the bank with the clients, with the investors, and with the creditors.===>Samo okruženje može biti posmatrano kroz lanac vrednosti i odnos banke sa klijentima, kreditorima i investitorima.)
MATCH@E:(The environment itself can be viewed via a value chain and the relationship of the bank with the clients, with the investors, and with the creditors.===>Samo okruženje može biti posmatrano kroz lanac vrednosti i odnos banke sa klijentima, kreditorima i investitorima.)
MATCH@M:(A far greater adequacy and importance, however, should be assigned to the competitive environment of the bank.===>Medutim, daleko vecu adekvatnost i znacaj treba pridati konkurentskom okruženju banke.)
MATCH@E:(A far greater adequacy and importance, however, should be assigned to the competitive environment of the bank.===>Međutim, daleko veću adekvatnost i značaj treba pridati konkurentskom okruženju banke.)
MATCH@M:(The bank competitive position itself is viewed from the point of view of the current, as well as an anticipated competitive environment.===>Sama konkurentska pozicija banke posmatra se sa aspekta postojeceg, ali i anticipiranog konkurentkog okruženja.)
MATCH@E:(The bank competitive position itself is viewed from the point of view of the current, as well as an anticipated competitive environment.===>Sama konkurentska pozicija banke posmatra se sa aspekta postojećeg, ali i anticipiranog konkurentkog okruženja.)
MATCH@M:(The competitive position is monitored by the implementation of the competition cost assessment technique, by defining costs per unit of service, by the analysis of competition technology, by defining the economy of scope, by the calculation of market share per different market niches of the banking sector, as well as by defining the scope of services delivered and the returns on services.===>Konkurentska pozicija se prati primenom tehnika procene troškova konkurenata, odredivanja troškova po jedinici usluge, analize konkurentske tehnologije, definisanja uticaja ekonomije obima, kalkulacije tržišnog udela po razlicitim tržišnim nišama bankarskog sektora, te odredivanju obima pruženih usluga i prinosa od usluživanja.)
MATCH@E:(The competitive position is monitored by the implementation of the competition cost assessment technique, by defining costs per unit of service, by the analysis of competition technology, by defining the economy of scope, by the calculation of market share per different market niches of the banking sector, as well as by defining the scope of services delivered and the returns on services.===>Konkurentska pozicija se prati primenom tehnika procene troškova konkurenata, određivanja troškova po jedinici usluge, analize konkurentske tehnologije, definisanja uticaja ekonomije obima, kalkulacije tržišnog udela po različitim tržišnim nišama bankarskog sektora, te određivanju obima pruženih usluga i prinosa od usluživanja.)
MATCH@M:(The analysis itself is strategically conceived and planned to be of a long-term character.===>Sama analiza je strategijski koncipirana i treba da bude dugorocnog karaktera.)
MATCH@E:(The analysis itself is strategically conceived and planned to be of a long-term character.===>Sama analiza je strategijski koncipirana i treba da bude dugoročnog karaktera.)
MATCH@M:(Hence it is not the current values that should be analysed, but rather the future ones.===>Doslovno tome, ne treba analizirati trenutne, vec buduce velicine.)
MATCH@E:(Hence it is not the current values that should be analysed, but rather the future ones.===>Doslovno tome, ne treba analizirati trenutne, već buduće veličine.)
MATCH@M:(The orientation towards long-term elements in the analysis means the implementation of a target oriented cost allocation and the cost analysis throughout the life cycle of particular financial services, but also of the life cycle of the bank as an entity of analysis.===>Orijentacija na dugorocne elemente u analizi pod-razumeva primenu ciljnog odredivanja troškova i analizu troškova tokom životnog ciklusa kako pojedinih finansijskih usluga, tako i životnog ciklusa banke kao entiteta analize.)
MATCH@E:(The orientation towards long-term elements in the analysis means the implementation of a target oriented cost allocation and the cost analysis throughout the life cycle of particular financial services, but also of the life cycle of the bank as an entity of analysis.===>Orijentacija na dugoročne elemente u analizi podrazumeva primenu ciljnog određivanja troškova i analizu troškova tokom životnog ciklusa kako pojedinih finansijskih usluga, tako i životnog ciklusa banke kao entiteta analize.)
MATCH@M:(To be specific, a bank in a domestic economic environment has to conduct a comparative analysis of its market position and the earning capacities of all existing banks, as well as of other financial institurions that to a larger or to a smaller extent form a competition to a current or planned mix of the given bank’s services.===>Konkretno, u domacem privrednom ambijentu, odredena banka mora da uporedno analizira tržišnu poziciju kao i prinosnu snagu svih postojecih banaka, ali i drugih finansijskih institucija koje u manjoj ili vecoj meri konkurišu trenutnom ili planiranom miksu usluga posmatrane banke.)
MATCH@E:(To be specific, a bank in a domestic economic environment has to conduct a comparative analysis of its market position and the earning capacities of all exist ing banks, as well as of other financial institurions that to a larger or to a smaller extent form a competition to a current or planned mix of the given banks services.===>Konkretno, u domaćem privrednom ambijentu, određena banka mora da uporedno analizira tržišnu poziciju kao i prinosnu snagu svih postojećih banaka, ali i drugih finansijskih institucija koje u manjoj ili većoj meri konkurišu trenutnom ili planiranom miksu usluga posmatrane banke.)
MATCH@M:(In addition, the aspirations of foreign banking institutions to penetrate the domestic banking market also have to be taken into account.===>Pored toga, moraju se uzeti u obzir aspiracije inostranih bankarskih institucija da penetriraju na domace bankarsko tržište.)
MATCH@E:(In addition, the aspirations of foreign banking institutions to penetrate the domestic banking market also have to be taken into account.===>Pored toga, moraju se uzeti u obzir aspiracije inostranih bankarskih institucija da penetriraju na domaće bankarsko tržište.)
MATCH@M:(Consequently, a relevant competitive environment does not mean only the present, but also the anticipated competitors, as the analysis is of a long-term character.===>Shodno tome, relevantno konkurentsko okruženje u sektoru bankarskih usluga ne cine samo postojeci, vec i ocekivani konkurenti, jer analiza ima atribut dugorocnosti.)
MATCH@E:(Consequently, a relevant competitive environment does not mean only the present, but also the anticipated competitors, as the analysis is of a long-term character.===>Shodno tome, relevantno konkurentsko okruženje u sektoru bankarskih usluga ne čine samo postojeći, već i očekivani konkurenti, jer analiza ima atribut dugoročnosti.)
MATCH@M:(The environment defined, it is necassary that an analysis be conducted of the information that the bank has to generate for the purpose of an appropriate strategic management-accounting analysis.===>Nakon definisanja okruženja, potrebno je izvršiti analizu potrebnih informacija koje banka mora da gene-riše u cilju pravilne strategijske upravljacko-racuno-vodstvene analize.)
MATCH@E:(The environment defined, it is necassary that an analysis be conducted of the information that the bank has to generate for the purpose of an appropriate strategic management-accounting analysis.===>Nakon definisanja okruženja, potrebno je izvršiti analizu potrebnih informacija koje banka mora da generiše u cilju pravilne strategijske upravljačko-računovodstvene analize.)
MATCH@M:(The strategic management accounting and the techniques based on it use the existing set of information, however, reveal entirely new information requirements.===>Strategijsko upravljacko racunovodstvo i tehnike bazirane na njemu koristi postojeci set informacija, ali ima i potpuno nove informacione zahteve.)
MATCH@E:(The strategic management accounting and the techniques based on it use the existing set of information, however, reveal entirely new information requirements.===>Strategijsko upravljačko računovodstvo i tehnike bazirane na njemu koristi postojeći set informacija, ali ima i potpuno nove informacione zahteve.)
MATCH@M:(For example, an increasing leaning on the marketing concepts preconditions the change in cost allocations in accordance to the customers’ tastes, as well as measuring the quality costs and valuating the brand of the service itself and of the bank as an entity.===>Primera radi, povecana oslonjenost na marketinške koncepte uslovljava promenu odredivanja troškova saglasno ukusima potrošaca, merenja troškova kvaliteta, kao i vrednovanja brenda same usluge i banke kao celine.)
MATCH@E:(For example, an increasing leaning on the marketing concepts preconditions the change in cost allocations in accordance to the customers tastes, as well as measuring the quality costs and valuating the brand of the service itself and of the bank as an entity.===>Primera radi, povećana oslonjenost na marketinške koncepte uslovljava promenu određivanja troškova saglasno ukusima potrošača, merenja troškova kvaliteta, kao i vrednovanja brenda same usluge i banke kao celine.)
MATCH@M:(The bank that insists on the strategy of differentiation of its products will not focus upon the unit price of the service, but rather upon the development of new services and upon marketing costs.===>Banka koja insistira na strategiji diferencijacije svojih proizvoda nece biti fokusirana na jedinicnu cenu usluge, vec ce pažnju posvetiti razvoju novih usluga i troškovima marketinga.)
MATCH@E:(The bank that insists on the strategy of differentiation of its products will not focus upon the unit price of the service, but rather upon the development of new services and upon marketing costs.===>Banka koja insistira na strategiji diferencijacije svojih proizvoda neće biti fokusirana na jediničnu cenu usluge, već će pažnju posvetiti razvoju novih usluga i troškovima marketinga.)
MATCH@M:(The interdependance and interrelation of required information and the bank development strategy is by far more complex than the previous illustration, however, this elaboration is beyond the domain of this work.===>Meduzavisnost i uslovljenost potrebnih informacija i strategije razvoja banke je daleko kompleksnija od prethodne ilustracije, ali ovakva elaboracija izlazi iz domena samog rada.)
MATCH@E:(The interdependance and interrelation of required information and the bank development strategy is by far more complex than the previous illustration, however, this elaboration is beyond the domain of this work.===>Međuzavisnost i uslovljenost potrebnih informacija i strategije razvoja banke je daleko kompleksnija od prethodne ilustracije, ali ovakva elaboracija izlazi iz domena samog rada.)
MATCH@M:(Here the attention is focused upon the creation of the model that will support the required information portfolio of strategically oriented management accounting for banks.===>Naglasak u radu je na kreiranju modela koji ce podržati potrebni informacioni portfolio strategijski orijentisanog upravljackog racunovodstva za banke.)
MATCH@E:(Here the attention is focused upon the creation of the model that will support the required information portfolio of strategically oriented management accounting for banks.===>Naglasak u radu je na kreiranju modela koji će podržati potrebni informacioni portfolio strategijski orijentisanog upravljačkog računovodstva za banke.)
MATCH@M:(The empirical research corroborates the relative arrangement, formality, and structure of the relationship between the strategy and the other functions in the business organizations.===>Empirijska istraživanja potvrduju relativnu uredenost, formalnost i strukturiranost odnosa strategije i ostalih funkcija u poslovnim organizacijama.)
MATCH@E:(The empirical research corroborates the relative arrangement, formality, and structure of the relationship between the strategy and the other functions in the business organizations Š24Ë.===>Empirijska istraživanja potvrđuju relativnu uređenost, formalnost i strukturiranost odnosa strategije i ostalih funkcija u poslovnim organizacijama Š24Ë.)
MATCH@M:(The classification itself is not ultimate in character; in accordance with the needs of a particular bank it is possible to define others, leave out some of the above quoted or redesign the existing sub-systems of the strategic management accounting.===>Sama podela nije ultimativnog karaktera, te je saglasno samim potrebama konkretne banke moguce defi-nisati i druge, izostaviti neke navedene ili redizajnira-ti postojece podsisteme strategijskog upravljackog racunovodstva.)
MATCH@E:(The classification itself is not ultimate in character; in accordance with the needs of a particular bank it is possible to define others, leave out some of the above quoted or redesign the existing sub-systems of the strategic management accounting. ~~~ 5.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The classification itself is not ultimate in character; in accordance with the needs of a particular bank it is possible to define others, leave out some of the above quoted or redesign the existing sub-systems of the strategic management accounting.
BAD_LINE_M:Sama podela nije ultimativnog karaktera, te je saglasno samim potrebama konkretne banke moguce defi-nisati i druge, izostaviti neke navedene ili redizajnira-ti postojece podsisteme strategijskog upravljackog racunovodstva.
BAD_LINE_E:The classification itself is not ultimate in character; in accordance with the needs of a particular bank it is possible to define others, leave out some of the above quoted or redesign the existing sub-systems of the strategic management accounting. ~~~ 5.
BAD_LINE_E:
MATCH@M:(The objective of financial management, as well as of the bank capital management is to maximize the bank’s value within the profitability and the risk exposure levels.===>Cilj finansijskog upravljanja, kao i upravljanja kapitalom banke, jeste maksimiziranje vrednosti banke u okviru profitabilnosti i nivoa izloženosti riziku.)
MATCH@E:(Conclusion The objective of financial management, as well as of the bank capital management is to maximize the banks value within the profitability and the risk exposure levels.===>Zaključak Cilj finansijskog upravljanja, kao i upravljanja kapitalom banke, jeste maksimiziranje vrednosti banke u okviru profitabilnosti i nivoa izloženosti riziku.)
MATCH@M:(Since risk is immanent to banks, the task of the financial management is to manage various types of risks in such a manner that will allow for the achievement of the desired profitability, reasonable risks included.===>S obzirom na to da je rizik imanentan bankama, zadatak finansijskog upravljanja jeste upravljanje razlicitim vrstama rizika na takav nacin koji ce uz prihvatljive rizike omoguciti realizaciju željene profitabilnosti.)
MATCH@E:(Since risk is immanent to banks, the task of the financial management is to manage various types of risks in such a manner that will allow for the achievement of the desired profitability, reasonable risks included.===>S obzirom na to da je rizik imanentan bankama, zadatak finansijskog upravljanja jeste upravljanje različitim vrstama rizika na takav način koji će uz prihvatljive rizike omogućiti realizaciju željene profitabilnosti.)
MATCH@M:(In order that the abovementioned tasks should be efficiently accomplished, it is necessary that the bank develop adequate business, and especially financial policies, as well as implement information logistics.===>Da bi se navedeni zadaci efikasno realizovali zahteva se postojanje adekvatne poslovne, a posebno finansij-ske politike banke, kao i primerena informaticka podrška.)
MATCH@E:(In order that the abovementioned tasks should be efficiently accomplished, it is necessary that the bank develop adequate business, and especially financial policies, as well as implement information logistics.===>Da bi se navedeni zadaci efikasno realizovali zahteva se postojanje adekvatne poslovne, a posebno finansijske politike banke, kao i primerena informatička podrška.)
MATCH@M:(Besides, the bank management should be informed on the risk profiles and the bank capital needs, in order that they should timely undertake appropriate steps on the strategic plan, which is the domain of the strategically oriented management accounting.===>Pored toga, menadžment banke bi trebalo da dobije izveštaje o profilima rizika i potrebama banke za kapitalom, kako bi mogao na vreme da preduzme odgovarajuce aktivnosti na strateškom planu, a to je u domenu upravljackog racunovodstva strategijske orijentacije.)
MATCH@E:(Besides, the bank management should be informed on the risk profiles and the bank capital needs, in order that they should timely undertake appropriate steps on the strategic plan, which is the domain of the strategically oriented management accounting.===>Pored toga, menadžment banke bi trebalo da dobije izveštaje o profilima rizika i potrebama banke za kapitalom, kako bi mogao na vreme da preduzme odgovarajuće aktivnosti na strateškom planu, a to je u domenu upravljačkog računovodstva strategijske orijentacije.)
MATCH@M:(The latest trends on the financial market, conditioned by the competition growth and the increase in the direct capital transfer highlight the necessity of implementation the strategically oriented management accounting for the banking purposes.===>Noviji trendovi na finansijskom tržištu uslovljeni rastom konkurencije i porastom neposrednog transfera kapitala pokazuju neminovnost uvodenja koncepta strategijski orijentisanog upravljackog racunovodstva za potrebe banke,)
MATCH@E:(The latest trends on the financial market, conditioned by the competition growth and the increase in the direct capital transfer highlight the necessity of implementation the strategically oriented management accounting for the banking purposes.===>Noviji trendovi na finansijskom tržištu uslovljeni rastom konkurencije i porastom neposrednog transfera kapitala pokazuju neminovnost uvođenja koncepta strategijski orijentisanog upravljačkog računovodstva za potrebe banke, koji bi trebalo da predstavlja jednu vrstu rano-spoznajnog informacionog sistema koji signalizira moguće šanse i opasnosti.)
BAD_LINE_=============================================================
BAD_LINE_M:The latest trends on the financial market, conditioned by the competition growth and the increase in the direct capital transfer highlight the necessity of implementation the strategically oriented management accounting for the banking purposes.
BAD_LINE_M:Noviji trendovi na finansijskom tržištu uslovljeni rastom konkurencije i porastom neposrednog transfera kapitala pokazuju neminovnost uvodenja koncepta strategijski orijentisanog upravljackog racunovodstva za potrebe banke,
BAD_LINE_E:The latest trends on the financial market, conditioned by the competition growth and the increase in the direct capital transfer highlight the necessity of implementation the strategically oriented management accounting for the banking purposes.
BAD_LINE_E:Noviji trendovi na finansijskom tržištu uslovljeni rastom konkurencije i porastom neposrednog transfera kapitala pokazuju neminovnost uvođenja koncepta strategijski orijentisanog upravljačkog računovodstva za potrebe banke, koji bi trebalo da predstavlja jednu vrstu rano-spoznajnog informacionog sistema koji signalizira moguće šanse i opasnosti.
MATCH@M:(Article is addressing one of most up to day topics of social sciences today - economic crisis and its impact.===>U ovom clanku razmatramo jednu od najznacajnijih tema kojima se društvene nauke bave danas - akonomsku krizu i njen uticaj.)
MATCH@E:(12 june 2010. ~~~ Zlatibor, Serbia Article is addressing one of most up to day topics of social sciences today economic crisis and its impact.===>336.14:352(497.4)2008 ; 338.124.4(497.4) Uroš Pinterič Visoka škola društvenih studija, Nova Gorica uros.pinteric¿fuds.si XII Internacionalni simpozijum SymOrg 2010, 09.12, jun 2010, Zlatibor, Srbija U ovom članku razmatramo jednu od najznačajnijih tema kojima se društvene nauke bave danas akonomsku krizu i njen uticaj.)
BAD_LINE_=============================================================
BAD_LINE_M:Article is addressing one of most up to day topics of social sciences today - economic crisis and its impact.
BAD_LINE_M:U ovom clanku razmatramo jednu od najznacajnijih tema kojima se društvene nauke bave danas - akonomsku krizu i njen uticaj.
BAD_LINE_E:12 june 2010. ~~~ Zlatibor, Serbia Article is addressing one of most up to day topics of social sciences today economic crisis and its impact.
BAD_LINE_E:336.14:352(497.4)2008 ; 338.124.4(497.4) Uroš Pinterič Visoka škola društvenih studija, Nova Gorica uros.pinteric¿fuds.si XII Internacionalni simpozijum SymOrg 2010, 09.12, jun 2010, Zlatibor, Srbija U ovom članku razmatramo jednu od najznačajnijih tema kojima se društvene nauke bave danas akonomsku krizu i njen uticaj.
MATCH@M:(Author is trying to find elements of local budgets that could indicate financial instability at the local level in Slovenia.===>Autor pokušava da izdvoji one elemente u lokalnim budžetima koji bi mogli da ukazu na fi-nansijsku neravnotežu na lokalnom nivou u Sloveniji.)
MATCH@E:(Author is trying to find elements of local budgets that could indicate financial instability at the local level in Slovenia.===>Autor pokušava da izdvoji one elemente u lokalnim budžetima koji bi mogli da ukažu na finansijsku neravnotežu na lokalnom nivou u Sloveniji.)
MATCH@M:(On representative pattern of municipal budgets he is trying to find changes that could be caused by the economic crisis.===>Promene koje bi mogle da budu posledica ekonomske krize autor pokušava da utvrdi na jednom reprezentativnom uzorku opštinskih budžeta.)
MATCH@E:(On representative pattern of municipal budgets he is trying to find changes that could be caused by the economic crisis.===>Promene koje bi mogle da budu posledica ekonomske krize autor pokušava da utvrdi na jednom reprezentativnom uzorku opštinskih budžeta.)
MATCH@M:(However, until 2008 when last budgetary data are available today, he is not able to indicate any serious change that could be systematically connected to the economic situation.===>Ipak, sve do 2008. godin, kada su objavljeni poslednji dostupni podaci o budžetu, autoru nije pošlo za rukom da izdvoji bilo kakve ozbiljne promene koje bi bile sistemski povezane sa ekonomskom situacijom u zemlji.)
MATCH@E:(However, until 2008 when last budgetary data are available today, he is not able to indicate any serious change that could be systematically connected to the economic situation. ~~~ 1.===>Ipak, sve do 2008. godin, kada su objavljeni poslednji dostupni podaci o budžetu, autoru nije pošlo za rukom da izdvoji bilo kakve ozbiljne promene koje bi bile sistemski povezane sa ekonomskom situacijom u zemlji. 1.)
MATCH@M:(So called economic crisis that started in the middle of 2008 caused different consequences and reactions at all levels of social system in individual countries as well as on supranational levels.===>Takozvana ekonomska kriza koja je pocela sredinom 2008. godine imala je razlicite posledice i izazvala razlicite reakcije na svim nivoima društvenog sistema, kako u pojedinacnim zemljama, tako i na medunarodnom nivou.)
MATCH@E:(Introduction So called economic crisis that started in the middle of 2008 caused different consequences and reactions at all levels of social system in individual countries as well as on supranational levels.===>Uvod Takozvana ekonomska kriza koja je počela sredinom 2008. godine imala je različite posledice i izazvala različite reakcije na svim nivoima društvenog sistema, kako u pojedinačnim zemljama, tako i na međunarodnom nivou.)
MATCH@M:(Despite one can strongly doubt about solely economic nature of present crisis, it is truth that main effects were connected to the national as well as international economy.===>Iako postoje ozbiljne sumnje da su uzroci krize cisto ekonomske prirode, cinjenica je da se njeni efekti osecaju i u nacionalnim ekonomijama i u medunarodnoj ekonomiji.)
MATCH@E:(Despite one can strongly doubt about solely economic nature of present crisis, it is truth that main effects were connected to the national as well as international economy.===>Iako postoje ozbiljne sumnje da su uzroci krize čisto ekonomske prirode, činjenica je da se njeni efekti osećaju i u nacionalnim ekonomijama i u međunarodnoj ekonomiji.)
MATCH@M:(However, all different cases showed so far that economic circle is strongly connected also to the politics, policies and public finances on different levels.===>Do sada je u svakom pojedinacnom slucaju bilo indicija da ekonomska kriza ima itekako veze i sa politikom, privrednim politikama i javnim finansijama na razlicitim nivoima.)
MATCH@E:(However, all different cases showed so far that economic circle is strongly connected also to the politics, policies and public finances on different levels.===>Do sada je u svakom pojedinačnom slučaju bilo indicija da ekonomska kriza ima itekako veze i sa politikom, privrednim politikama i javnim finansijama na različitim nivoima.)
MATCH@M:(One can remember the French support for car industry that was strongly criticized by EU despite effects of French governmental subsidies to the car industry had strong and positive spill over effect in other EU countries such as Slovenia.===>Dobro se secamo podrške francuske vlade njihovoj industriji automobila; ova podrška naišla je na ozbiljne kritike EU, bez obzira na to što su podsticaji koje je vlada dala ovoj industriji imali pozitivne efekte i prelili se i na druge zemlje EU, medu kojima i na Sloveniju.)
MATCH@E:(One can remember the French support for car industry that was strongly criticized by EU despite effects of French governmental subsidies to the car industry had strong and positive spill over effect in other EU countries such as Slovenia.===>Dobro se sećamo podrške francuske vlade njihovoj industriji automobila; ova podrška naišla je na ozbiljne kritike EU, bez obzira na to što su podsticaji koje je vlada dala ovoj industriji imali pozitivne efekte i prelili se i na druge zemlje EU, među kojima i na Sloveniju.)
MATCH@M:(Main criticism about protectionism of national economies can be at least doubtful.===>Glavne kritike upucene protekcionizmu u nacionalnim ekonomijama u najmanju ruku su sumnjive prirode.)
MATCH@E:(Main criticism about protectionism of national economies can be at least doubtful.===>Glavne kritike upućene protekcionizmu u nacionalnim ekonomijama u najmanju ruku su sumnjive prirode.)
MATCH@M:(On the other hand, economic crisis connected to the British money saved in stable Icelandic banks showed how combination of economic crisis, increasing external debt and lack of appropriate policy reaction can lead to the bankruptcy of the stare and political crisis, leading to overthrow of government.===>S druge strane, ekonomska kriza u slucaju britanskog novca položenog u islandske banke pokazala je kako kombinacija ekonomske krize, povecanje spoljnog duga i izostanak odgovarajuce politike mogu da dovedu do bankrota države i do politicke krize, što je dovelo i do pada vlade.)
MATCH@E:(On the other hand, economic crisis connected to the British money saved in stable Icelandic banks showed how combination of economic crisis, increasing external debt and lack of appropriate policy reaction can lead to the bankruptcy of the stare and political crisis, leading to overthrow of government.===>S druge strane, ekonomska kriza u slučaju britanskog novca položenog u islandske banke pokazala je kako kombinacija ekonomske krize, povećanje spoljnog duga i izostanak odgovarajuće politike mogu da dovedu do bankrota države i do političke krize, što je do velo i do pada vlade.)
MATCH@M:(State cases of different reactions can be translated also to sub national, local level.===>Ovakvi slucajevi mogu da postoje i na sub-nacionalnom, pa i na lokalnom nivou.)
MATCH@E:(State cases of different reactions can be translated also to sub national, local level.===>Ovakvi slučajevi mogu da postoje i na sub-nacionalnom, pa i na lokalnom nivou.)
MATCH@M:(We argue that on the local level financial crisis can be even more intense.===>Naš stav jeste da finansijska kriza može da bude još ozbiljnija na lokalnom nivou.)
MATCH@E:(We argue that on the local level financial crisis can be even more intense.===>Naš stav jeste da finansijska kriza može da bude još ozbiljnija na lokalnom nivou.)
MATCH@M:(We expect that municipalities with dominantly rural background will be less affected by financial crisis than those with predominantly industrial or post industrial economy.===>Ocekujemo da ce opšti-ne sa dominantno seoskom privredom biti u manjoj meri pogodene finansijskom krizom nego one u kojima preovladuje industrijska ili postindustrijska privreda.)
MATCH@E:(We expect that municipalities with dominantly rural background will be less affected by financial crisis than those with predominantly industrial or post industrial economy.===>Očekujemo da će opštine sa dominantno seoskom privredom biti u manjoj meri pogođene finansijskom krizom nego one u kojima preovlađuje industrijska ili postindustrijska privreda.)
MATCH@M:(We expect as well that, later municipalities will realize lower tax revenues and they will change structure of expenditures in a way to keep at least existing bureaucratic expenditures.===>Takode ocekujemo da ce opštine kasnije reali-zovati niže prihode od poreza i da ce promeniti strukturu svojih troškova tako da tekuce administrativne troškove svedu na najmanju meru.)
MATCH@E:(We expect as well that, later municipalities will realize lower tax revenues and they will change structure of expenditures in a way to keep at least existing bureaucratic expenditures.===>Takođe očekujemo da će opštine kasnije realizovati niže prihode od poreza i da će promeniti strukturu svojih troškova tako da tekuće administrativne troškove svedu na najmanju meru.)
MATCH@M:(On the other hand municipalities will try to shrink investment and maintenance expenditures while they will have to increase so called social transfers especially those connected to the maintaining certain level of social security.===>S druge strane, op-štine ce pokušati da smanje troškove investicija i održavanja, a da povecaju takozvane transfere, posebno one koji se odnose na održavanje odredenog nivoa socijalne sigurnosti.)
MATCH@E:(On the other hand municipalities will try to shrink investment and maintenance expenditures while they will have to increase so called social transfers especially those connected to the maintaining certain level of social security.===>S druge strane, opštine će pokušati da smanje troškove investicija i održavanja, a da povećaju takozvane transfere, posebno one koji se odnose na održavanje određenog nivoa socijalne sigurnosti.)
MATCH@M:(Thesis above will be verified on the case of 24 out of 210 Slovenian municipalities in the timeframe 2005-2009.===>Gorenavedenu tezu pokušacemo da dokažemo na uzorku od 24 slovenacke opštine, od ukupno 210, koliko ih ima u zemlji, a u periodu od 2005 - 2009. godine.)
MATCH@E:(Thesis above will be verified on the case of 24 out of 210 Slovenian municipalities in the timeframe 2005-2009.===>Gorenavedenu tezu pokušaćemo da dokažemo na uzorku od 24 slovenačke opštine, od ukupno 210, koliko ih ima u zemlji, a u periodu od 2005 2009. godine.)
MATCH@M:(and we will take one rural and one industrial municipality for each region and we will avoid municipalities with special status when possible.===>U svakom re-gionu posmatracemo jednu seosku i jednu industrijsku opštinu, a kad god je to moguce, izostavicemo op-štine sa specijalnim statusom.)
MATCH@E:(Slovenia has 12 statistical regions and we will take one rural and one industrial municipality for each region and we will avoid municipalities with special status when possible.===>Slovenija ima 12 statističkih regiona. ~~~ U svakom regionu posmatraćemo jednu seosku i jednu industrijsku opštinu, a kad god je to moguće, izostavićemo opštine sa specijalnim statusom.)
MATCH@M:(Concrete municipalities were selected randomly on the basis of relative share of employees in agriculture.===>Opštine koje cemo po-smatrati birali smo metodom slucajnog uzorka, na osnovu relativnog udela koji zaposleni imaju u poljoprivredi.)
MATCH@E:(Concrete municipalities were selected randomly on the basis of relative share of employees in agriculture.===>Opštine koje ćemo posmatrati birali smo metodom slučajnog uzorka, na osnovu relativnog udela koji zaposleni imaju u poljoprivredi.)
MATCH@M:(In Zasavska and Posavska region, difference between selected municipalities is relatively low.===>U Zasavskom i Posavskom regionu razlika izmedu odabranih opština relativno je mala.)
MATCH@E:(In Zasavska and Posavska region, difference between selected municipalities is relatively low.===>U Zasavskom i Posavskom regionu razlika između odabranih opština relativno je mala. 2.)
MATCH@M:(Brake down of world economy started in mid-2008 officially.===>Zvanicno, slom ekonomije u svetu poceo je 2008. godine.)
MATCH@E:(Brake down of world economy started in mid-2008 officially.===>Zvanično, slom ekonomije u svetu počeo je 2008. godine.)
MATCH@M:(However, in August 2007, newly appointed Governor of Bank of Slovenia at meeting of European Central Bank make comment on economic situation that was strongly criticised in European and Slovenian national monetary space.===>Mada je, na sastanku evropske Centralne banke avgusta 2007., no-vo-imenovani guverner Banke Slovenije komentari -sao ekonomsku situaciju što je u monetarnoj sferi i Slovenije i Evrope naišlo na oštre kritike.)
MATCH@E:(However, in August 2007, newly appointed Governor of Bank of Slovenia at meeting of European Central Bank make comment on economic situation that was strongly criticised in European and Slovenian national monetary space.===>Mada je, na sastanku evropske Centralne banke avgusta 2007., novo-imenovani guverner Banke Slovenije komentarisao ekonomsku situaciju što je u monetarnoj sferi i Slovenije i Evrope naišlo na oštre kritike.)
MATCH@M:(He said that »if there will be stronger turbulence they can cause negatively on demand of households«.===>Rekao je da „eventualni snažniji potresi mogu veoma negativno da se odraze na domacinstva“.)
MATCH@E:(He said that »if there will be stronger turbulence they can cause negatively on demand of households«.===>Rekao je da eventualni snažniji potresi mogu veoma negativno da se odraze na domaćinstva.)
MATCH@M:(The statement was in the context of American mortgage crisis and its effect in EU economic space.===>Ova izjava data je u kontekstu americke hipotekarne krize i posledica koje ima na ekonomski prostor EU.)
MATCH@E:(The statement was in the context of American mortgage crisis and its effect in EU economic space.===>Ova izjava data je u kontekstu američke hipotekarne krize i posledica koje ima na ekonomski prostor EU.)
MATCH@M:(His comment was diplomatically marked as inappropriate (as also some others further on), but it was academic warning from political person that should not happen.===>Njegov govor je u diplomatskim krugovima ocenjen kao neprimeren (kao i neki drugi kasnije), teorijsko upozorenje politicara o tome šta ne bi trebalo da se dogodi.)
MATCH@E:(His comment was diplomatically marked as inappropriate (as also some others further on), but it was academic warning from political person that should not happen.===>Njegov govor je u diplomatskim krugovima ocenjen kao neprimeren (kao i neki drugi kasnije), teorijsko upozorenje političara o tome šta ne bi trebalo da se dogodi.)
MATCH@M:(However, he just warned that what is going on can have global consequences for economy.===>Ipak, on je jednostavno upozorio da ono što se dešava može da ima globalne posledice po ekonomiju.)
MATCH@E:(However, he just warned that what is going on can have global consequences for economy.===>Ipak, on je jednostavno upozorio da ono što se dešava može da ima globalne posledice po ekonomiju.)
MATCH@M:(However he just warned from one thing that was best presented by late US stand up comedian George Carlin who well defined the main problem of economic crisis that emerged.===>Nadovezao se na nešto što je rekao pokojni slavni americki komicar George Carlin koji je dobro definisao glavni problem ekonomske krize koja je nastajala.)
MATCH@E:(However he just warned from one thing that was best presented by late US stand up comedian George Carlin who well defined the main problem of economic crisis that emerged.===>Nadovezao se na nešto što je rekao pokojni slavni američki komičar George Carlin koji je dobro definisao glavni problem ekonomske krize koja je nastajala.)
MATCH@M:(People are spending »Money they don’t have on things that they don’t need«.===>Ljudi troše „novac koji nemaju na stvari koje im ne trebaju“.)
MATCH@E:(People are spending »Money they dont have on things that they dont need«.===>Ljudi troše novac koji nemaju na stvari koje im ne trebaju.)
MATCH@M:(He only forgot to add that they will probably not be able to pay for a life-time.===>Samo je zaboravio da doda da ti ljudi verovatno nece moci da isplate svoja dugovanja za života.)
MATCH@E:(He only forgot to add that they will probably not be able to pay for a life-time.===>Samo je zaboravio da doda da ti ljudi verovatno neće moći da isplate svoja dugovanja za života.)
MATCH@M:(Any economic situation can be explained generally in two different ways.===>Svaka ekonomska situacija može se objasniti na dva nacina.)
MATCH@E:(Any economic situation can be explained generally in two different ways.===>Svaka ekonomska situacija može se objasniti na dva načina.)
MATCH@M:(First there is Smiths’ invisible hand of market balancing the market to achieve moments of optimal ratio between supply and demand.===>Na prvom mestu je Smitova (Smith) nevidljiva ruka tržišta koja urav-notežava tržište da bi se dobili momenti optimalnog odnosa izmedu ponude i potražnje.)
MATCH@E:(First there is Smiths invisible hand of market balancing the market to achieve moments of optimal ratio between supply and demand.===>Na prvom mestu je Smitova (Smith) nevidljiva ruka tržišta koja uravnotežava tržište da bi se dobili momenti optimalnog odnosa između ponude i potražnje.)
MATCH@M:(However, politics/government is strongly connected to the economy or private »players« who hold important positions and can provide economic support to the different political »players«.===>Ipak, politika/vlada je usko povezana sa privredom ili sa privatnim „igracima“ koji zauzimaju znacajne pozicije i mogu da pruže ekonomsku podršku razlicitim politickim „igracima“.)
MATCH@E:(However, politics/government is strongly connected to the economy or private »players« who hold important positions and can provide economic support to the different political »players«.===>Ipak, politika/vlada je usko povezana sa privredom ili sa privatnim igračima koji zauzimaju značajne pozicije i mogu da pruže ekonomsku podršku različitim političkim igračima.)
MATCH@M:(Over the time this led to strong bonds between economy and politics, causing lobbying, corruption and clientelism.===>Vremenom je ovakva situacija prerasla u cvrstu spregu izmedu politike i privrede, što je za posledicu imalo lobiranje, korupciju i spregu politike i kapitala u stili „usluga za uslugu“.)
MATCH@E:(Over the time this led to strong bonds between economy and politics, causing lobbying, corruption and clientelism.===>Vremenom je ovakva situacija prerasla u čvrstu spregu između politike i privrede, što je za posledicu imalo lobiranje, korupciju i spregu po litike i kapitala u stili usluga za uslugu.)
MATCH@M:(In this condition natural monopoles are generally outsourced to private sector after initial investment.===>U ovakvim okolnostima se, nakon pocetnih investicija, prirodni monopoli uglavnom prepuštaju privatnom sektoru.)
MATCH@E:(In this condition natural monopoles are generally outsourced to private sector after initial investment.===>U ovakvim okolnostima se, nakon početnih investicija, prirodni monopoli uglavnom prepuštaju privatnom sektoru.)
MATCH@M:(In this sense state finances private monopoly or oligopoly by outsourcing service to one or few private companies who can realise high or medium high profits with more or less no entrance costs and all additional cost are generally paid by final consumer.===>Tako država finansira privatni monopol ili ologopol time što prepušta odredeni sektor nekolicini privatnih kompanija koje zaraduju visoke ili srednje visoke profite a da skoro nemaju nikakve troškove za ulazak na tržište, a sve dodatne troškove placa krajnji korisnik.)
MATCH@E:(In this sense state finances private monopoly or oligopoly by out sourcing service to one or few private companies who can realise high or medium high profits with more or less no entrance costs and all additional cost are generally paid by final consumer.===>Tako država finansira privatni monopol ili ologopol time što prepušta određeni sektor nekolicini privatnih kompanija koje zarađuju visoke ili srednje visoke profite a da skoro nemaju nikakve troškove za ulazak na tržište, a sve dodatne troškove plaća krajnji korisnik.)
MATCH@M:(Under such circumstances it is hard to believe that market economy as well as state driven economy can work separately or together without serious failures.===>U takvim okolnostima teško je poverovati da tržišna privreda i privreda koju kontroliše država mogu da funkcionišu bilo nezavisno jedna od druge, bilo paralelno, a da ne dode do ozbiljnih lomova.)
MATCH@E:(Under such circumstances it is hard to believe that market economy as well as state driven economy can work separately or together without serious failures.===>U takvim okolnostima teško je poverovati da tržišna privreda i privreda koju kontroliše država mogu da funkcionišu bilo nezavisno jedna od druge, bilo paralelno, a da ne dođe do ozbiljnih lomova.)
MATCH@M:(As we said previously we expect that economic crisis will have certain effects on revenue as well as on expenditure side of local budgets.===>Kao što smo vec napomenuli, ocekujemo da ce ekonomska kriza imati odredene posledice na lokalni budžet, kako na prinose tako i na troškove.)
MATCH@E:(As we said previously we expect that economic crisis will have certain effects on revenue as well as on expenditure side of local budgets.===>Kao što smo već napomenuli, očekujemo da će ekonomska kriza imati određene posledice na lokalni budžet, kako na prinose tako i na troškove.)
MATCH@M:(We could simply take just different types of revenues, maybe create two general categories of tax and non-tax revenues and try to explain potential differences.===>Potencijalne razlike možemo da objasnimo i tako što cemo jednostavno uzeti razlicite tipove prinosa i možda napraviti dve opšte kategorije poreskih i neporeskih prihoda.)
MATCH@E:(We could simply take just different types of revenues, maybe create two general categories of tax and non-tax revenues and try to explain potential differences.===>Potencijalne razlike možemo da objasnimo i tako što ćemo jednostavno uzeti različite tipove prinosa i možda napraviti dve opšte kategorije poreskih i neporeskih prihoda.)
MATCH@M:(However, we believe that economic crisis is not day to day phenomena but has longer development procedure.===>Ipak, verujemo da ekonomska kriza nije pojava koja se javlja svakodnevno, vec da je to proces koji traje duže.)
MATCH@E:(However, we believe that economic crisis is not day to day phenomena but has longer development procedure.===>Ipak, verujemo da ekonomska kriza nije pojava koja se javlja svakodnevno, već da je to proces koji traje duže.)
MATCH@M:(Due to above mentioned history of current economic crisis we believe that in the case of local government following pattern took place.===>Na osnovu gorepomenutog toka sadašnje ekonomske krize, verujemo da ce u slucaju lokalne vlasti dogadaji imati sledeci tok.)
MATCH@E:(Due to above mentioned history of current economic crisis we believe that in the case of local government following pattern took place.===>Na osnovu gorepomenutog toka sadašnje ekonomske krize, verujemo da će u slučaju lokalne vlasti događaji imati sledeći tok.)
MATCH@M:(Government subsidies form national budgets allow municipalities with lack of their own resources to cover at least so called level of appropriate consumption that is calculated each year for next fiscal year and should be adequate for maintaining developmental status quo in certain municipality.===>Vladine dotacije iz nacionalnog budžeta omogucice op-štinama koje nemaju sopstvena sredstva da pokriju bar nivo takozvane neophodne potrošnje koja se svake godine izracunava za narednu fiskalnu godinu i treba da obezbedi održavanje statusa quo u razvoju u odredenoj opštini.)
MATCH@E:(Government subsidies form national budgets allow municipalities with lack of their own resources to cover at least so called level of appropriate consumption that is calculated each year for next fiscal year and should be adequate for maintaining developmental status quo in certain municipality.===>Vladine dotacije iz nacionalnog budžeta omogućiće opštinama koje nemaju sopstvena sredstva da pokriju bar nivo takozvane neophodne potrošnje koja se svake godine izračunava za narednu fiskalnu godinu i treba da obezbedi održavanje statusa quo u razvoju u određenoj opštini.)
MATCH@M:(One can assume that state subsidy will not change significantly due to same uncertain economic situation at national level.===>Može se pretpostaviti da se državne dotacije nece znacajno promeniti upravo zahvaljujuci toj istoj neizvesnoj ekonomskoj situaciji na nacionalnom nivou.)
MATCH@E:(One can assume that state subsidy will not change significantly due to same uncertain economic situation at national level.===>Može se pretpostaviti da se državne dotacije neće značajno promeniti upravo zahvaljujući toj istoj neizvesnoj ekonomskoj situaciji na nacionalnom nivou.)
MATCH@M:(Salaries in municipalities on the expenditure level are one of most stable budgetary elements.===>Medu najstabilnijim budžetskim elementima na nivou troškova su plate u opštinama.)
MATCH@E:(Salaries in municipalities on the expenditure level are one of most stable budgetary elements.===>Među najstabilnijim budžetskim elementima na nivou troškova su plate u opštinama.)
MATCH@M:(Regular transfers will slowly increase in 2008 while different investments will be lowered.===>Regularni transferi ce polako rasti tokom 2008. godine, dok ce razlicite investicije da se smanjuju.)
MATCH@E:(Regular transfers will slowly increase in 2008 while different investments will be lowered.===>Regularni transferi će polako rasti tokom 2008. godine, dok će različite investicije da se smanjuju.)
MATCH@M:(We can expect that level of transfers will increase slower than level of investments will fall due to the fact that the difference will cover current expenses for public administration.===>Ocekujemo da ce nivo transfera da raste sporije u odnosu na pad investicija zato što razlika treba da pokrije tekuce troškove za javnu upravu.)
MATCH@E:(We can expect that level of transfers will increase slower than level of investments will fall due to the fact that the difference will cover current expenses for public administration.===>Očekujemo da će nivo transfera da raste sporije u odnosu na pad investicija zato što razlika treba da pokrije tekuće troškove za javnu upravu.)
MATCH@M:(All categories of expenses will be compared to total expanses.===>Sve kategorije troškova po-redice se sa sumom ukupnih troškova.)
MATCH@E:(All categories of expenses will be compared to total expanses.===>Sve kategorije troškova porediće se sa sumom ukupnih troškova. 3.)
MATCH@M:(Gathering empirical data, we were not able to get data on budgets of municipalities for 2009 yet.===>Podatke za budžete opština za 2009. godinu nismo uspeli da prikupimo.)
MATCH@E:(Empirical results Gathering empirical data, we were not able to get data on budgets of municipalities for 2009 yet.===>Empirijski zaključci Podatke za budžete opština za 2009. godinu nismo uspeli da prikupimo.)
MATCH@M:(At the same time it is important to stress that in 2006 there were local elections and in 2007 there was change of municipal finances legislation increasing the share of personal income tax belonging to municipalities to 54%.===>Takode, znacajno je da napome-nemo da su 2006. godine održani lokalni izbori, a da je 2007. godine došlo do izmena opštinskih zakona o fi-nansijama kojima je udeo poreza na dohodak koji odlazi opštinama povecan na 54%.)
MATCH@E:(At the same time it is important to stress that in 2006 there were local elections and in 2007 there was change of municipal finances legislation increasing the share of personal income tax belonging to municipalities to 54%.===>Takođe, značajno je da napomenemo da su 2006. godine održani lokalni izbori, a da je 2007. godine došlo do izmena opštinskih zakona o finansijama kojima je udeo poreza na dohodak koji odlazi opštinama povećan na 54%.)
MATCH@M:(Due to lack of data for 2009, we are not able to say if small drop of personal income tax at national average is already consequence of crisis or it is within normal fluctuation.===>Pošto nedostaju podaci za 2009. godinu, nismo mogli da zakljucimo da li je mali pad poreza na licni dohodak na nacionalnom proseku vec posledica krize ili se on još uvek kerece u okviru normalnih fluktuacija.)
MATCH@E:(Due to lack of data for 2009, we are not able to say if small drop of personal income tax at national average is already consequence of crisis or it is within normal fluctuation.===>Pošto nedostaju podaci za 2009. godinu, nismo mogli da zaključimo da li je mali pad poreza na lični dohodak na nacionalnom proseku već posledica krize ili se on još uvek kereće u okviru normalnih fluktuacija.)
MATCH@M:(However, we can argue that in all municipalities where change of personal income tax is higher than 5% it is consequence of migration of population, and we believe if net flow is negative as in Trbovlje, Lendava, Moravske Toplice it is also first sign of change in economic situation===>Ipak, izvesno je da u svim opštinama u kojima je promena tog poreza veca of 5%, to posledica migracije stanovništva, a veruje-mo da, ako je neto priliv negativan kao u Trbovlju, Lendavi, Moravskim Toplicama, to je istovremeno i prvi znak promene ekonomske situacije.)
MATCH@E:(However, we can argue that in all municipalities where change of personal income tax is higher than 5% it is consequence of migration of pop ulation, and we believe if net flow is negative as in Trbovlje, Lendava, Moravske Toplice it is also first sign of change in economic situation Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k.===>Ipak, izvesno je da u svim opštinama u kojima je promena tog poreza veća of 5%, to posledica migracije stanovništva, a verujemo da, ako je neto priliv negativan kao u Trbovlju, Lendavi, Moravskim Toplicama, to je istovremeno i prvi znak promene ekonomske situacije. ~~~ Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k.)
MATCH@M:(Table shows very good the interest for certain municipalities.===>Tabela pruža dobar prikaz kamate za odredene op-štine.)
MATCH@E:(Table shows very good the interest for certain municipalities.===>Tabela pruža dobar prikaz kamate za određene opštine.)
MATCH@M:(In this sense it is obvious that after the break of real estate market prime location like Piran (tourist location at the seaside) or Menge[ (suburb of capital) become much more interesting.===>U ovom smislu ocigledno je da su posle sloma tržišta nekretnina najbolje lokacije kao što su Piran (turisticka lokacija na primorju) ili Mengeš (predgrade prestonice) postale daleko interesantnije.)
MATCH@E:(In this sense it is obvious that after the break of real estate market prime location like Piran (tourist location at the seaside) or Mengeš (suburb of capital) be come much more interesting.===>U ovom smislu očigledno je da su posle sloma tržišta nekretnina najbolje lokacije kao što su Piran (turistička lokacija na primorju) ili Mengeš (predgrađe prestonice) postale daleko interesantnije.)
MATCH@M:(At the same time it is obvious, that in 2008 overall real estate taxation indicates that slightly lower number of real estate transactions was made.===>Istovremeno je ocigledno da tokom 2008. godine ukupno oprezivanje nekretnina pokazuje da je broj transakcija sa nekretninama u ovom periodu bio nešto manji.)
MATCH@E:(At the same time it is obvious, that in 2008 overall real estate taxation indicates that slightly lower number of real estate transactions was made.===>Istovremeno je očigledno da tokom 2008. godine ukupno oprezivanje nekretnina pokazuje da je broj transakcija sa nekretninama u ovom periodu bio nešto manji.)
MATCH@M:(However, it is more than evident that certain municipalities such as Solcava, Moravske toplice or Mezica are facing certain difficulties and are getting new injection of subsidies after one year of relatively low state budgetary participation.===>Ipak, više je nego ocigledno da neke opštine kao što su Solcava, Moravske toplice ili Mežica imaju odredene probleme i da dobijaju nove injekcije dotacija posle godinu dana relativno niskog ucešca države u njihovim budžetima.)
MATCH@E:(However, it is more than evident that certain municipalities such as Solčava, Moravske toplice or Mežica are facing certain difficulties and are getting new injection of subsidies after one year of relatively low state budgetary participation.===>Ipak, više je nego očigledno da neke opštine kao što su Solčava, Moravske toplice ili Mežica imaju određene probleme i da dobijaju nove injekcije dotacija posle godinu dana relativno niskog učešća države u njihovim budžetima.)
MATCH@M:(On the other hand it is not possible to assure that governmental participation is strictly connected to the economic situation.===>S druge strane, nije moguce sa sigurnošcu tvrditi da je ucešce države striktno ograniceno na ekonomske prilike.)
MATCH@E:(On the other hand it is not possible to assure that governmental participation is strictly connected to the economic situation.===>S druge strane, nije moguće sa sigurnošću tvrditi da je učešće države striktno ograničeno na ekonomske prilike.)
MATCH@M:(Other current expenses and social security subsidies are not included.===>Ostali tekuci troškovi i dotacije za socijalno osiguranje nisu uracunati.)
MATCH@E:(Other current expenses and social security subsidies are not included.===>Ostali tekući troškovi i dotacije za socijalno osiguranje nisu uračunati.)
MATCH@M:(Despite it seems that salaries are more or less constant with slow ratio of becoming less significant part of municipal budgets, one can argue, that they are not systematically connected to the economic situation.===>Uprkos tome što se cini da su plate na manje ili više istom nivou i da svi pokazatelju navode da one postepeno postaju sve manje znacajan deo opštin-skih budžeta, može se tvrditi da one nisu sistemski vezane za situaciju u privredi.)
MATCH@E:(Despite it seems that salaries are more or less constant with slow ratio of becoming less significant part of mu nicipal budgets, one can argue, that they are not systematically connected to the economic situation.===>Uprkos tome što se čini da su plate na manje ili više istom nivou i da svi pokazatelju navode da one postepeno postaju sve manje značajan deo opštinskih budžeta, može se tvrditi da one nisu sistemski vezane za situaciju u privredi.)
MATCH@M:(Due to governmental measures taken in 2009 only in this year it will be possible to indicate first signs of changes in the field of salaries.===>Zahvaljujuci merama vlade iz 2009. godine, samo u ovoj godini moci ce da se vide prvi znaci promena u oblasti plata.)
MATCH@E:(Due to governmental measures taken in 2009 only in this year it will be possible to indicate first signs of changes in the field of salaries.===>Zahvaljujući merama vlade iz 2009. godine, samo u ovoj godini moći će da se vide prvi znaci promena u oblasti plata. 6.)
MATCH@M:(On the other hand, we can see that certain municipalities have issues from time to time that are not connected directly to general economic situation but can be more result of local situations.===>S druge strane, možemo da vidimo da pojedine opštine s vremena na vreme imaju probleme koji nisu neposredno vezani za opštu ekonomsku situaciju vec su više posledica lokalne situacije.)
MATCH@E:(On the other hand, we can see that certain municipalities have issues from time to time that are not connected directly to general economic situation but can be more result of local situations.===>S druge strane, možemo da vidimo da pojedine opštine s vremena na vreme imaju probleme koji nisu neposredno vezani za opštu ekonomsku situaciju već su više posledica lokalne situacije.)
MATCH@M:(On one hand we can explain this with improving ability to use European funds and we can argue that also calls from national government that public sector shall spend more in times of crisis in order to keep economy going were relatively successful.===>S jedne strane, ovo se može objasniti sve vecom sposobnošcu korišce-nja evropskih fondova, a možemo da tvrdimo i da supozivi državne vlasti da privatni sektor uloži više u vreme krize da bi privreda opstala urodili plodom.)
MATCH@E:(On one hand we can explain this with improving ability to use European funds and we can argue that also calls from national govern ment that public sector shall spend more in times of crisis in order to keep economy going were relatively successful.===>S jedne strane, ovo se može objasniti sve većom sposobnošću korišćenja evropskih fondova, a možemo da tvrdimo i da su pozivi državne vlasti da privatni sektor uloži više u vreme krize da bi privreda opstala urodili plodom.)
MATCH@M:(New investments after 2007 are also connected to the greater share of personal income tax allocated from national budget.===>Nove investicije posle 2007. gGodine takode su u vezi sa vecim udelom poreza na licne prihode usmerenih iz nacionalnog budžeta.)
MATCH@E:(New investments after 2007 are also connected to the greater share of personal income tax allocated from national budget.===>Nove investicije posle 2007. gGodine takođe su u vezi sa većim udelom poreza na lične prihode usmerenih iz nacionalnog budžeta.)
MATCH@M:(In order to get clearer picture we will certainly need budgetary data of realized budgets for 2009 and 2010 before being able to state anything ultimate about influence of the economic crisis at the local level.===>Da bismo dobili jasniju sliku, pre nego što donesemo bilo kakve zakljucke u vezi sa uticajima ekonomske krize na lokalnom nivou, svakako ce nam biti potrebni podaci iz budžeta realizovanih u 2009. i 2010. godini.)
MATCH@E:(Slovenian municipalities in times of economic crisis In order to get clearer picture we will certainly need budgetary data of realized budgets for 2009 and 2010 before being able to state anything ultimate about influence of the economic crisis at the local level.===>Slovenačke opštine u vreme ekonomske krize Da bismo dobili jasniju sliku, pre nego što donesemo bilo kakve zaključke u vezi sa uticajima ekonomske krize na lokalnom nivou, svakako će nam biti potrebni podaci iz budžeta realizovanih u 2009. i 2010. godini.)
MATCH@M:(However, data above are indicating so far that local government is not significantly influenced by global instability.===>Ipak, podaci koje smo dosada naveli ukazuju da globalna nestabilnost nije bitno uticala na lokalne vlasti.)
MATCH@E:(However, data above are indicating so far that local government is not significantly influenced by global instability.===>Ipak, podaci koje smo dosada naveli ukazuju da globalna nestabilnost nije bitno uticala na lokalne vlasti.)
MATCH@M:(This can be explained by fact that Slovenian municipalities have relatively low policy competences, as well as they are not very active in economy.===>Ovo se može objasniti cinjenicom da lokalne vlasti u Sloveniji imaju relativno niske kompetencije, kao i time da nisu posebno aktivne u privredi.)
MATCH@E:(This can be explained by fact that Slovenian municipalities have relatively low policy competences, as well as they are not very active in economy.===>Ovo se može objasniti činjenicom da lokalne vlasti u Sloveniji imaju relativno niske kompetencije, kao i time da nisu posebno aktivne u privredi.)
MATCH@M:(Due to the fact that corporate profit tax is state tax as well as value added tax, municipalities can be influenced significantly only by lose of personal income tax that was in 2008 not so evident (people were still employed and receiving salaries).===>Zahvaljujuci tome što je porez na korporativni profit državni porez, a isto je i sa porezom na dodatu vrednost, na opštine može znacajno da utice samo smanjenje poreza na licni dohodak koje 2008. godine nije bilo toliko znacajno (ljudi su još uvek bili zaposleni i primali plate).)
MATCH@E:(Due to the fact that corporate profit tax is state tax as well as value added tax, municipalities can be influenced significantly only by lose of personal income tax that was in 2008 not so evident (people were still employed and receiving salaries).===>Zahvaljujući tome što je porez na korporativni profit državni porez, a isto je i sa porezom na dodatu vrednost, na opštine može značajno da utiče samo smanjenje poreza na lični dohodak koje 2008. godine nije bilo toliko značajno (ljudi su još uvek bili zaposleni i primali plate).)
MATCH@M:(We expect that main problems will occur in 2009 and especially in 2010 with increasing number of unemployed workers not contributing to personal income tax mass.===>Ocekujemo da ce glavni problemi nastati 2009. godine, sa porastom broja nezaposlenih koji više ne doprinose masi priliva iz ove vrste poreza.)
MATCH@E:(We expect that main problems will occur in 2009 and especially in 2010 with increasing number of unemployed workers not contributing to personal income tax mass.===>Očekujemo da će glavni problemi nastati 2009. godine, sa porastom broja nezaposlenih koji više ne doprinose masi priliva iz ove vrste poreza.)
MATCH@M:(We can argue that hypothetical changes in municipalities, as represented in introduction can still occur but with slight delay of 2-3 years.===>Možemo da raspravljamo o tome da li do hipotetickih promena u opštinama, kako su predstavljene u uvodnom delu rada, može ipak da dode, ali u malom zakašnjenju od 2-3 godine.)
MATCH@E:(We can argue that hypothetical changes in municipalities, as represented in introduction can still occur but with slight delay of 2-3 years.===>Možemo da raspravljamo o tome da li do hipotetičkih promena u opštinama, kako su predstavljene u uvodnom delu rada, može ipak da dođe, ali u malom zakašnjenju od 2-3 godine.)
MATCH@M:(For the analyzed period we can hardly talk about any serious budgetary changes that can be directly connected to the economic crisis.===>Kad govorimo o periodu koji smo analizirali, teško da može biti reci o bilo kakvim ozbiljnim budžetskim promenama koje bi bile neposredno povezane sa ekonomskom krizom.)
MATCH@E:(For the analyzed period we can hardly talk about any serious budgetary changes that can be directly connected to the economic crisis.===>Kad govorimo o periodu koji smo analizirali, teško da može biti reči o bilo kakvim ozbiljnim budžetskim promenama koje bi bile neposredno povezane sa ekonomskom krizom.)
MATCH@M:(It seems that other processes, such as ongoing reduction of expenses in administration and increasing level of investment into development of local infrastructure and elements providing higher quality of life are much more present.===>Izgleda da su mnogo prisutniji neki drugi procesi, kao što je tekuce smanjenje troškova u administraciji i povecanje nivoa investicija u razvoj lokalne infrastrukture i elemente koji ce poboljšati kvalitet života.)
MATCH@E:(It seems that other processes, such as ongoing reduction of expenses in administration and increasing level of investment into development of local infrastructure and elements providing higher quality of life are much more present.===>Izgleda da su mnogo prisutniji neki drugi procesi, kao što je tekuće smanjenje troškova u administraciji i povećanje nivoa investicija u razvoj lokalne infrastrukture i elemente koji će poboljšati kvalitet života.)
MATCH@M:(The generation of waste has been one of the most prevalent and least thought about byproduct of human activity in history.===>Stvaranje otpada predstavlja jedan od sporednih proizvoda koje ljudi tokom cele svoje istorije ostavljaju za sobom, a da o tome malo ili nimalo ne razmišljaju.)
MATCH@E:(In addition, the generation of waste has been one of the most prevalent byproducts of human activity in history.===>Istorijski gledano, generisanje otpada je bilo jedno od preovlađujućih nusprodukata ljudskih aktivnosti,a i danas se taj trend nastavlja.)
BAD_LINE_=============================================================
BAD_LINE_M:The generation of waste has been one of the most prevalent and least thought about byproduct of human activity in history.
BAD_LINE_M:Stvaranje otpada predstavlja jedan od sporednih proizvoda koje ljudi tokom cele svoje istorije ostavljaju za sobom, a da o tome malo ili nimalo ne razmišljaju.
BAD_LINE_E:In addition, the generation of waste has been one of the most prevalent byproducts of human activity in history.
BAD_LINE_E:Istorijski gledano, generisanje otpada je bilo jedno od preovlađujućih nusprodukata ljudskih aktivnosti,a i danas se taj trend nastavlja.
MATCH@M:(The burying or bumping management approaches of the past, however, are no longer acceptable: environmentally, economically, or socially.===>Zakopavanje ili odlaganje otpada na gomilu kao pristup upravljanja otpadom nisu više prihvatljivi, ni ekonomski ni društceno.)
MATCH@E:(The burying or bumping management approaches of the past, however, are no longer acceptable: environmentally, economically, or socially.===>Zakopavanje ili odlaganje otpada na gomilu kao pristup upravljanja otpadom nisu više prihvatljivi, ni ekonomski ni društceno.)
MATCH@M:(In addition, predicted levels of population, production, and consumption growth in next century will increase the quantity and complexity of waste materials.===>Pored toga, predvideni broj stanovnika na zemlji, proizvodnja, i porast potrošnje u narednom veku samo ce povecati i kolicinu i sastav otpadnog materijala.)
MATCH@E:(In addition, predicted levels of population, production, and consumption growth in next century will increase the quantity and complexity of waste materials.===>Pored toga, predviđeni broj stanovnika na zemlji, proizvodnja, i porast potrošnje u narednom veku samo će povećati i količinu i sastav otpadnog materijala.)
MATCH@M:(If global problems such as climate change and waste remain unresolved, society must choose to continue attempting to incrementally reduce wastes and lessen impacts.===>Ako se za globalne probleme kao što su klimatske promene i otpadne materije u najskorije vreme ne nadu rešenja, društvo ce morati da nastavi da traži nacine da smanji kako kolicine otpada, tako i uticaj koji otpad vrši na nas.)
MATCH@E:(If global problems such as climate change and waste remain unresolved, society must choose to continue attempting to incrementally reduce wastes and lessen impacts.===>Ako se za globalne probleme kao što su klimatske promene i otpadne materije u najskorije vreme ne nađu rešenja, društvo će morati da nastavi da traži načine da smanji kako količine otpada, tako i uticaj koji otpad vrši na nas.)
MATCH@M:(Logically, there is a need for Zero Waste, which seeks to eliminate waste wherever possible by encouraging a systems approach that avoids the creation of waste in the first place.===>Logicno, javlja se potreba za konceptom kakav je koncept Nultog otpada kojim se nastoji da se otpad potpuno eliminiše gde god je to moguce, tako što ce se primeniti sistemski pristup kojim se u prvom redu izbegava stvaranje otpada. 1.	Uvod)
MATCH@E:(Logically, there is a need for Zero Waste, which seeks to eliminate waste wherever possible by encouraging a systems approach that avoids the creation of waste in the first place. ~~~ 1.===>Logično, javlja se potreba za konceptom kakav je koncept Nultog otpada kojim se nastoji da se otpad potpuno eliminiše gde god je to moguće, tako što će se primeniti sistemski pristup kojim se u prvom redu izbegava stvaranje otpada. 1.)
MATCH@M:(1.	Introduction The world we have created today as a result of our thinking thus far has problems which cannot be solved by thinking the way we thought when we created them.===>Svet u kakvom danas živimo, a koji smo stvorili onako kako smo tada razmišljali suocava se sa problemima koji se ne mogu rešiti na nacin na koji smo razmišljali kada smo ga stvarali.)
MATCH@E:(Introduction The world we have created today as a result of our thinking thus far has problems which cannot be solved by thinking the way we thought when we created them.===>Uvod Svet u kakvom danas živimo, a koji smo stvorili onako kako smo tada razmišljali suočava se sa problemima koji se ne mogu rešiti na način na koji smo razmišljali kada smo ga stvarali.)
MATCH@M:(Humanity seems to assume that the world has an infinite assimilative capacity for the mountains of waste that it generates.===>Ljudi izgleda misle da ovaj svet raspolaže neogranicenim prostorom u koji mogu da stanu brda otpada koji oni stvaraju.)
MATCH@E:(Albert Einstein Humanity seems to assume that the world has an infinite assimilative capacity for the mountains of waste that it generates.===>Albert Ajnštajn Ljudi izgleda misle da ovaj svet raspolaže neograničenim prostorom u koji mogu da stanu brda otpada koji oni stvaraju.)
MATCH@M:(The problem did not start with the current generation or even with the industrial revolution; rather waste has been a problem since the appearance of humanity.===>Ovaj problem nije nastao krivicom ove generacije, niti sa industrijskom revolucijom; otpad predstavlja problem još od nastanka covecanstva.)
MATCH@E:(The problem did not start with the current generation or even with the industrial revolution; rather waste has been a problem since the appearance of humanity.===>Ovaj problem nije nastao krivicom ove generacije, niti sa industrijskom revolucijom; otpad predstavlja problem još od nastanka čovečanstva.)
MATCH@M:(Many solid waste management (SWM) experts refer to waste as a necessary by-product of activity.===>Veliki broj strucnjaka za upravljanje cvrstim otpadom (SWM - solid waste management) otpad smatraju neophodnim sporednim proizvodom koji nastaje u svakoj aktivnosti.)
MATCH@E:(Many solid waste management (SWM) experts refer to waste as a necessary by-product of activity.===>Veliki broj stručnjaka za upravljanje čvrstim otpadom (SWM solid waste management) otpad smatraju neophodnim sporednim proizvodom koji nastaje u svakoj aktivnosti. [ta više, ekonomski rast i životni standard kojim se diče mnoge nacije kao da podrazumevaju gomilanje otpada.)
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BAD_LINE_M:Many solid waste management (SWM) experts refer to waste as a necessary by-product of activity.
BAD_LINE_M:Veliki broj strucnjaka za upravljanje cvrstim otpadom (SWM - solid waste management) otpad smatraju neophodnim sporednim proizvodom koji nastaje u svakoj aktivnosti.
BAD_LINE_E:Many solid waste management (SWM) experts refer to waste as a necessary by-product of activity.
BAD_LINE_E:Veliki broj stručnjaka za upravljanje čvrstim otpadom (SWM solid waste management) otpad smatraju neophodnim sporednim proizvodom koji nastaje u svakoj aktivnosti. [ta više, ekonomski rast i životni standard kojim se diče mnoge nacije kao da podrazumevaju gomilanje otpada.
MATCH@M:(Furthermore, the economic growth and standard of living enjoyed by many nations today appears to justify the accumulation of waste.===>Sta više, ekonomski rast i životni standard kojim se dice mnoge nacije kao da podrazu-mevaju gomilanje otpada.)
MATCH@E:(Furthermore, the economic growth and standard of living enjoyed by many nations today appears the accumulation of waste.===>Nažalost, tendencije očekivanog rasta i razvoja ukazuju na to da će zahvaljujući obimu i sastavu otpada, upravljanje otpadom u budućnosti biti još složeniji posao.)
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BAD_LINE_M:Furthermore, the economic growth and standard of living enjoyed by many nations today appears to justify the accumulation of waste.
BAD_LINE_M:Sta više, ekonomski rast i životni standard kojim se dice mnoge nacije kao da podrazu-mevaju gomilanje otpada.
BAD_LINE_E:Furthermore, the economic growth and standard of living enjoyed by many nations today appears the accumulation of waste.
BAD_LINE_E:Nažalost, tendencije očekivanog rasta i razvoja ukazuju na to da će zahvaljujući obimu i sastavu otpada, upravljanje otpadom u budućnosti biti još složeniji posao.
MATCH@M:(Unfortunately, expected growth and development trends indicate that the volume and composition of waste will make management more complex in the future.===>Nažalost, tendencije ocekivanog rasta i razvoja ukazuju na to da ce zahvaljujuci obimu i sastavu otpada, upravljanje otpadom u buducnosti biti još složeniji posao.)
MATCH@E:(Unfortunately, expected growth and development trends indicate that the volume and composition of waste will make management more complex in the future.===>Da bismo našli rešenje za probleme otpada, prvo moramo da definišemo način na koji posmatramo taj otpad.)
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BAD_LINE_M:Unfortunately, expected growth and development trends indicate that the volume and composition of waste will make management more complex in the future.
BAD_LINE_M:Nažalost, tendencije ocekivanog rasta i razvoja ukazuju na to da ce zahvaljujuci obimu i sastavu otpada, upravljanje otpadom u buducnosti biti još složeniji posao.
BAD_LINE_E:Unfortunately, expected growth and development trends indicate that the volume and composition of waste will make management more complex in the future.
BAD_LINE_E:Da bismo našli rešenje za probleme otpada, prvo moramo da definišemo način na koji posmatramo taj otpad.
MATCH@M:(However, this approach is being challenged.===>Ipak, ovakav stav se može dovesti u pitanje.)
MATCH@E:(However, this approach is being challenged.===>Ipak, ovakav stav se može dovesti u pitanje.)
MATCH@M:(Industrial ecologists note that waste represents an inefficient use of raw materials and rising raw material and disposal costs may ultimately impair a business’ competitiveness.===>Ekolozi koji se bave problemima industrije tvrde da otpad u stvari predstavlja nee-fiksanu primenu sirovina, a sve viši troškovi sirovina i skladištenja otpada na kraju mogu da ugroze konkurentnost firme.)
MATCH@E:(Industrial ecologists note that waste represents an inefficient use of raw materials and rising raw material and disposal costs may ultimately impair a business competitiveness.===>Ekolozi koji se bave problemima industrije tvrde da otpad u stvari predstavlja neefiksanu primenu sirovina, a sve viši troškovi sirovina i skladištenja otpada na kraju mogu da ugroze konkurentnost firme.)
MATCH@M:(Management of waste, and indeed all pollutants, must be examined in the context of long term sustainability.===>Upravljanje otpadom, u stvari, svim zagadivacima, mora se analizirati u kontekstu dugorocne održivosti.)
MATCH@E:(Management of waste, and indeed al1 pollutants, must be examined in the context of long term sustainability.===>Upravljanje otpadom, u stvari, svim zagađivačima, mora se analizirati u kontekstu dugoročne održivosti.)
MATCH@M:(So, the current linear material flow from extraction to disposal is witness to resource depletion based economy and cannot be sustained.===>Stoga ovaj linearni tok od izdvajanja do odlaganja otpada, karakteristican za današnje doba, vodi ekonomiji osiromašenja resursa i nije održiv.)
MATCH@E:(So, the cur rent linear material flow from extraction to disposal is witness to resource depletion based economy and cannot be sustained.===>Stoga ovaj linearni tok od izdvajanja do odlaganja otpada, karakterističan za današnje doba, vodi ekonomiji osiromašenja resursa i nije održiv.)
MATCH@M:(In response, many countries have adopted and promoted the concept of a waste management hierarchy based on the 4 R’s: reduce, reuse, recycle, and recover.===>Kao odgovor na ovaj problem, mnoge kompanije su usvojile i primenjuju koncept hijerarhije upravljanja otpadom koji se zasniva na 4 koraka (4 R’s reduce, reuse, rečcle and recover): smanji, ponovo koristi, recikliraj, obnovi/povrati.)
MATCH@E:(In response, many countries have adopted and promoted the concept of a waste management hierarchy based on the 4 Rs: reduce, reuse, recycle, and recover.===>Kao odgovor na ovaj problem, mnoge kompanije su usvojile i primenjuju koncept hijerarhije upravljanja otpadom koji se zasniva na 4 koraka (4 Rs reduce, reuse, recycle and recover): smanji, ponovo koristi, recikliraj, obnovi/povrati.)
MATCH@M:(The objective of this hierarchy is to illustrate the relative preference given to the various waste management options and to encourage diversion and ultimately reduction based programs.===>Cilj ove hijerarhije jeste da ilustruje relativne prioritete koji se daju razlicitim opcijama upravljanja otpadom i da podstakne programe zasnovane na razvrstavanju i konacno smanjivanju otpada.)
MATCH@E:(The objective of this hierarchy is to illustrate the relative preference given to the various waste management options and to encourage diversion and ultimately reduction based programs.===>Cilj ove hijerarhije jeste da ilustruje relativne prioritete koji se daju različitim opcijama upravljanja otpadom i da podstakne programe zasnovane na razvrstavanju i konačno smanjivanju otpada.)
MATCH@M:(Solid waste management has been the focus of increasing attention by all levels of government, environmentalists as well as the public in general.===>Upravljanje cvrstim otpadom privlaci sve vecu pažnju svih nivoa vlasti, strucnjaka za zaštitu životne sredine i javnosti uopšte.)
MATCH@E:(Solid waste management has been the focus of increasing attention by all levels of government, environmentalists as well as the public in general.===>Upravljanje čvrstim otpadom privlači sve veću pažnju svih nivoa vlasti, stručnjaka za zaštitu životne sredine i javnosti uopšte.)
MATCH@M:(As a result, a plethora of information and literature exists on the subject.===>Stoga i nailazimo na obilje literature o ovoj temi.)
MATCH@E:(As a result, a plethora of information and literature exists on the subject.===>Stoga i nailazimo na obilje literature o ovoj temi.)
MATCH@M:(In fact, each of the components of the 4 R’s has spawned numerous research studies, academic publications, professional journals, as well as conferences.===>U stvari, svaka komponenta formule 4 koraka (4R) postala je predmet brojnih istraživanja, akademskih radova, strucnih casopisa i, naravno, konferencija.)
MATCH@E:(In fact, each of the components of the 4 Rs has spawned numerous research studies, academic publications, professional journals, as well as conferences.===>U stvari, svaka komponenta formule 4 koraka (4R) postala je predmet brojnih istraživanja, akademskih radova, stručnih časopisa i, naravno, konferencija.)
MATCH@M:(The management of solid waste has traditionally been the jurisdiction of municipal governments, which have concentrated on the establishment and operation of collection and disposal systems.===>Upravljanje cvrstim otpadom tradicionalno je u nadležnosti opštinskih vlasti koje su odgovorne za uspostavljanje i poslovanje sistema sabiranja i odlaganja otpada.)
MATCH@E:(The management of solid waste has traditionally been the jurisdiction of municipal governments, which have concentrated on the establishment and operation of collection and disposal systems.===>Upravljanje čvrstim otpadom tradicionalno je u nadležnosti opštinskih vlasti koje su odgovorne za uspostavljanje i poslovanje sistema sabiranja i odlaganja otpada.)
MATCH@M:(Perhaps this localized management explains the presence of the varied terminology and definitions for waste.===>Možda se ovako lokali-zovanim upravljanjem i može objasniti velika raznolikost u terminologiji i definicijama otpada.)
MATCH@E:(Perhaps this localized management explains the presence of the varied terminology and definitions for waste.===>Možda se ovako lokalizovanim upravljanjem i može objasniti velika raznolikost u terminologiji i definicijama otpada.)
MATCH@M:(The literature lists many types of waste including agricultural waste, radioactive waste, liquid waste, hazardous waste, industrial waste, and residential waste.===>U literaturi se pominje veliki broj vrsta otpada, medu kojima i poljoprivredni otpad, radioaktivni otpad, tecni otpad, opasni otpad, industrijski otpad i otpad iz domacinstva.)
MATCH@E:(The literature lists many types of waste including agricultural waste, radioactive waste, liquid waste, hazardous waste, industrial waste, and residential waste.===>U literaturi se pominje veliki broj vrsta otpada, među kojima i poljoprivredni otpad, radioaktivni otpad, tečni otpad, opasni otpad, industrijski otpad i otpad iz domaćinstva.)
MATCH@M:(The primary sources of waste are industrial production and human consumption and the lines between these categories are often unclear.===>Osnovni izvor otpada se industrijska proizvodnja i ljudska potrošnja, a linija izmedu ove dve kategorije nije uvek jasno povucena.)
MATCH@E:(The primary sources of waste are industrial production and human consumption and the lines between these categories are often unclear.===>Osnovni izvor otpada se industrijska proizvodnja i ljudska potrošnja, a linija između ove dve kategorije nije uvek jasno povučena.)
MATCH@M:(While waste is woven tightly into our lifestyles, recent attempts to manage its disposal and/or treatment have brought attention to its very definition.===>Otpad je cvrsto utkan u naš stil života, ali pokušaji da se upravlja odlaganjem ili obradom tog otpada koji se javljaju u poslednje vreme ponovo dovode u centar pažnje problem preciznog definisanja otpada.)
MATCH@E:(While waste is woven tightly into our lifestyles, recent attempts to manage its disposal and/or treatment have brought attention to its very definition.===>Koncept održivog razvoja koji je široko prihvaćen posle Izveštaja Svetske komisije o okruženju i razvoju od 1987. godine, pod nazivom Naša zajednička buduć Otpad je čvrsto utkan u naš stil života, ali pokušaji da se upravlja odlaganjem ili obradom tog otpada koji se javljaju u poslednje vreme ponovo dovode u centar pažnje problem preciznog definisanja otpada.)
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BAD_LINE_M:While waste is woven tightly into our lifestyles, recent attempts to manage its disposal and/or treatment have brought attention to its very definition.
BAD_LINE_M:Otpad je cvrsto utkan u naš stil života, ali pokušaji da se upravlja odlaganjem ili obradom tog otpada koji se javljaju u poslednje vreme ponovo dovode u centar pažnje problem preciznog definisanja otpada.
BAD_LINE_E:While waste is woven tightly into our lifestyles, recent attempts to manage its disposal and/or treatment have brought attention to its very definition.
BAD_LINE_E:Koncept održivog razvoja koji je široko prihvaćen posle Izveštaja Svetske komisije o okruženju i razvoju od 1987. godine, pod nazivom Naša zajednička buduć Otpad je čvrsto utkan u naš stil života, ali pokušaji da se upravlja odlaganjem ili obradom tog otpada koji se javljaju u poslednje vreme ponovo dovode u centar pažnje problem preciznog definisanja otpada.
MATCH@M:(In the absence of common physical characteristics, many definitions focus on waste as products or materials that have presumably been used and then discarded.===>Pošto za razne vrste otpada ne postoje zajednicke fizicke karakteristike, mnoge definicije bave se otpadom kao proizvodima ili materijalima koji su se verovatno koristili a onda odbacili.)
MATCH@E:(In the absence of common physical characteristics, many definitions focus on waste as products or materials that have presumably been used and then discarded.===>Pošto za razne vrste otpada ne postoje zajedničke fizičke karakteristike, mnoge definicije bave se otpadom kao proizvodima ili materijalima koji su se verovatno koristili a onda odbacili.)
MATCH@M:(The assumption is that materials and products have a single purpose and once fulfilled are useless.===>Smatra se da su sirovine i proizvodi namenjeni za jednokratnu upotrebu, i kada se iskoriste, postaju nepotrebni.)
MATCH@E:(The assumption is that materials and products have a single purpose and once fulfilled are useless.===>Smatra se da su sirovine i proizvodi namenjeni za jednokratnu upotrebu, i kada se iskoriste, postaju nepotrebni.)
MATCH@M:(Waste could be defined as “unusable material leftover from a process of manufacture, the use of consumer goods, etc.; the useless byproducts of a process”, or “any substance (solid or hazardous) for which the owner generator has no further use and which he/she discards”.===>Otpad se može definisati kao “neupotrebljivi materijal preostao u procesu proizvodnje, korišcenja potrošnih dobara, itd.; „beskorisni sporedni proizvodi nastali u nekom procesu“, ili “svaka supstanca (cvrsta ili opasna) koja za vlasnika koji ju je proizveo više nema upotrebnu vrednost i koju on odbacuje“.)
MATCH@E:(Waste could be defined as unusable material leftover from a process of manufacture, the use of consumer goods, etc.; the useless by products of a process, or any substance (solid or hazardous) for which the owner generator has no further use and which he/she discards, Š4Ë.===>Otpad se može definisati kao neupotrebljivi materijal preostao u procesu proizvodnje, korišćenja potrošnih dobara, itd.; beskorisni sporedni proizvodi nastali u nekom procesu, ili svaka supstanca (čvrsta ili opasna) koja za vlasnika koji ju je proizveo više nema upotrebnu vrednost i koju on odbacuje Š4Ë.)
MATCH@M:(The very subjectivity of this traditional view of waste is problematic because it includes all materials that are discarded, including potential secondary materials.===>I sama subjektivnost ovog tradicionalnog shvatanja otpada je problematicna zato što obuhvata sve materijale koji se bacaju, ukljucujuci i potencijalne sekundarne sirovine.)
MATCH@E:(The very subjectivity of this traditional view of waste is problematic because it includes all materials that are discarded, including potential secondary materials. ~~~ 2.===>I sama subjektivnost ovog tradicionalnog shvatanja otpada je problematična zato što obuhvata sve materijale koji se bacaju, uključujući i potencijalne sekundarne sirovine. 2.)
MATCH@M:(The Zero Waste International Alliance broadly defines Zero Waste as: “A philosophy and visionary goal that emulates natural cycles, where all outputs are simply an input for another process.===>Medunarodno udruženje za nulti otpad (Zero Waste International Alliance) uopšteno definiše nulti otpad kao „filosofki i vizionarski cilj koji se postiže ugleda-njem na prirodne cikluse, u kojima svaki autput predstavlja input za neki novi proces.)
MATCH@E:(Definition of zero waste The Zero Waste International Alliance broadly defines Zero Waste as: A philosophy and visionary goal that emulates natural cycles, where all outputs are simply an input for another process.===>Definicija nultog otpada Međunarodno udruženje za nulti otpad (Zero Waste International Alliance) uopšteno definiše nulti otpad kao filosofki i vizionarski cilj koji se postiže ugledanjem na prirodne cikluse, u kojima svaki autput predstavlja input za neki novi proces.)
MATCH@M:(It means designing and managing materials and products to conserve and recover all resources and not destroy or bury them, and eliminate discharges to land, water or air that do not contribute productively to natural systems or the economy”.===>To znaci da treba stvarati materijale i proizvode i upravljati njima tako da sacuvamo i obnovimo sve resurse umesto da ih uništimo ili zakopavamo, da eliminišemo oticanje bilo kakvih materija u zemlju, u vodu ili u vazduh ukoliko to ne koristi prirodnim sistemima ili privredi“.)
MATCH@E:(It means designing and managing materials and products to conserve and recover all resources and not destroy or bury them, and eliminate discharges to land, water or air that do not contribute productively to natural systems or the economy, Š8Ë.===>To znači da treba stvarati materijale i proizvode i upravljati njima tako da sačuvamo i obnovimo sve resurse umesto da ih uništimo ili zakopavamo, da eliminišemo oticanje bilo kakvih materija u zemlju, u vodu ili u vazduh ukoliko to ne koristi prirodnim sistemima ili privredi Š8Ë.)
MATCH@M:(Unlike our current system of managing waste, Zero Waste seeks to eliminate waste wherever possible by encouraging a systems approach that avoids the creation of waste in the first place.===>Za razliku od sistema upravljanja otpadom koji se danas primenjuje, sistem nultog otpada nastoji da elimi-niše otpad gde god je to moguce, podsticuci sistemski pristup kojim se u prvom redu izbegava stvaranje otpada.)
MATCH@E:(Unlike our current system of managing waste, Zero Waste seeks to eliminate waste wherever possible by encouraging a systems approach that avoids the creation of waste in the first place.===>Za razliku od sistema upravljanja otpadom koji se danas primenjuje, sistem nultog otpada nastoji da eliminiše otpad gde god je to moguće, podstičući sistemski pristup kojim se u prvom redu izbegava stvaranje otpada.)
MATCH@M:(A Zero Waste systems approach turns material outputs from one process into resources for other processes.===>Sistemskim pristupom „nulti otpad“ autputi jednog procesa pretvaraju se u resurse za druge procese.)
MATCH@E:(A Zero Waste systems approach turns material outputs from one process into resources for other processes.===>Sistemskim pristupom nulti otpad autputi jednog procesa pretvaraju se u resurse za druge procese.)
MATCH@M:(Although there have been great strides in expanding recycling over the last decade, recycling more materials is not enough to achieve a truly sustainable economy.===>Iako su tokom protekle decenije ucinjeni veliki pomaci u recikliranju, samo povecenje recikliranja nije dovoljno da se postigne potpuno održiva privreda.)
MATCH@E:(Although there have been great strides in expanding recycling over the last decade, recycling more materials is not enough to achieve a truly sustainable economy.===>Iako su tokom protekle decenije učinjeni veliki pomaci u recikliranju, samo povećenje recikliranja nije dovoljno da se postigne potpuno održiva privreda.)
MATCH@M:(If materials are buried in a landfill or burned in an incinerator, industry must extract and process new virgin materials to make new products.===>Ako se neka materija zakopa na deponiji ili se spale u peci, industrija mora da izdvoji i obradi nove sirovine da bi se proizveli novi proizvodi.)
MATCH@E:(If materials are buried in a landfill or burned in an incinerator, industry must extract and process new virgin materials to make new products.===>Ako se neka materija zakopa na deponiji ili se spale u peći, industrija mora da izdvoji i obradi nove sirovine da bi se proizveli novi proizvodi.)
MATCH@M:(It’s as if there is a long shadow of depleted resources and wastes left over for every product and package used that is much larger than the product or package itself.===>Izgleda kao da je pri izradi svakog proizvoda ili ambalaže ostalo mnogo više osiromašenih resursa i otpada nego što je upotreblje-no da bi se taj proizvod ili ambalaža proizveli.)
MATCH@E:(Its as if there is a long shadow of depleted resources and wastes left over for every product and package used that is much larger than the product or package itself.===>Izgleda kao da je pri izradi svakog proizvoda ili ambalaže ostalo mnogo više osiromašenih resursa i otpada nego što je upotrebljeno da bi se taj proizvod ili ambalaža proizveli.)
MATCH@M:(That is why Zero Waste emphasizes the reduction and reuse of materials first, then recycling and composting, so that resources are not unnecessarily wasted in the first place.===>Upravo zato princip nultog otpada u prvi plan stavlja smanjenje potrošnje resursa i upotrebu recikliranih materijala, a zatim recikliranje i kompo-stovanje, tako da se spreci nepotrebno uništavanje materijala.)
MATCH@E:(That is why Zero Waste emphasizes the reduction and reuse of materials first, then recycling and composting, so that resources are not unnecessarily wasted in the first place.===>Upravo zato princip nultog otpada u prvi plan stavlja smanjenje potrošnje resursa i upotrebu recikliranih materijala, a zatim recikliranje i kompostovanje, tako da se spreči nepotrebno uništavanje materijala.)
MATCH@M:(So, we can conclude that Zero Waste: redesigns the current, one-way industrial system into a circular system modeled on Nature’s successful strategies; challenges badly designed business systems that “use too many resources to make too few people more productive”; addresses, through job creation and civil participation, increasing wastage of human resources and erosion of democracy; helps communities achieve a local economy that operates efficiently, sustains good jobs, and provides a measure of self-sufficiency; aims to eliminate rather than manage waste.===>Stoga možemo da zakljucimo da princip nultog otpada: pretvara sadašnji, jednosmerni sistem u kružni sistem po ugledu na uspešne strategije same prirode; dovodi u pitanje loše organizovane poslovne sisteme koji „koriste previše resursa da bi nekolicina ljudi bila produktivnija“; problematizuje, putem otvaranja novih poslova i ucešca civilnog sektora, sve ozbiljniji gubitak ljudskih resursa i eroziju demokrati-je; pomaže zajednicama da razviju efikasnu lokalnu privredu, sa dobrim, a održivim radnim mestima i odgovarajucim stepenom samodovoljnosti; ima za cilj pre da eliminiše nego da upravlja otpadom.)
MATCH@E:(So, we can conclude that Zero Waste: redesigns the current, one-way industrial system into a circular system modeled on Natures successful strategies; challenges badly designed business systems that use too many resources to make too few people more productive; addresses, through job creation and civil participation, increasing wastage of human resources and erosion of democracy; helps communities achieve a local economy that operates efficiently, sustains good jobs, and provides a measure of self-sufficiency; aims to eliminate rather than manage waste.===>Stoga možemo da zaključimo da princip nultog otpada: pretvara sadašnji, jednosmerni sistem u kružni sistem po ugledu na uspešne strategije same prirode; dovodi u pitanje loše organizovane poslovne sisteme koji koriste previše resursa da bi nekolicina ljudi bila produktivnija; problematizuje, putem otvaranja novih poslova i učešća civilnog sektora, sve ozbiljniji gubitak ljudskih resursa i eroziju demokratije; pomaže zajednicama da razviju efikasnu lokalnu privredu, sa dobrim, a održivim radnim mestima i odgovarajućim stepenom samodovoljnosti; ima za cilj pre da eliminiše nego da upravlja otpadom. ~~~ Princip nultog otpada se zalaže za:)
MATCH@M:(Zero Waste focuses first on reducing the volume and toxicity of waste by eliminating them in the first place.===>Princip nultog otpada se u prvom redu fokusira na smanjenje zapremine i toksicnosti otpada tako što ih eliminiše.)
MATCH@E:(The hierarchy of zero waste Zero Waste focuses first on reducing the volume and toxicity of waste by eliminating them in the first place.===>Hijerarhija principa nultog otpada Princip nultog otpada se u prvom redu fokusira na smanjenje zapremine i toksičnosti otpada tako što ih eliminiše.)
MATCH@M:(Zero Waste then focuses on reusing materials and products for their original intended uses, and then for alternative uses, before recycling.===>Zatim se usredsreduje na ponovnu upotrebu sirovina i proizvoda, prvo za ono za šta je planirano da se koriste, a onda za alternativne primene, pre nego što se reciklira.)
MATCH@E:(Zero Waste then focuses on reusing materials and products for their original intended uses, and then for alternative uses, before recycling.===>Zatim se usredsređuje na ponovnu upotrebu sirovina i proizvoda, prvo za ono za šta je planirano da se koriste, a onda za alternativne primene, pre nego što se reciklira.)
MATCH@M:(Once materials have been reduced and reused as much as possible, then Zero Waste focuses on recycling and composting all remaining materials for their highest and best use.===>Kad se kolicina sirovina smanji i kad se ponovo upotrebe do stepena u kom je to moguce, onda Princip nultog otpada predlaže da se sav perostali materijal reciklira i kompostuje na nacin na koji ce doneti najviše koristi.)
MATCH@E:(Once materials have been reduced and reused as much as possible, then Zero Waste focuses on recycling and composting all remaining materials for their highest and best use.===>Kad se količina sirovina smanji i kad se ponovo upotrebe do stepena u kom je to moguće, onda Princip nultog otpada predlaže da se sav perostali materijal reciklira i kompostuje na način na koji će doneti najviše koristi.)
MATCH@M:(Waste management strategies should aim at maximizing energy and material recovery while minimizing the final amount of waste delivered to landfill and the pollution related to all treatment and collection steps.===>Strategije upravljanja otpadom trebalo bi da teže maksimijaciji energije i obnavljanju (oporavku) sirovina, a da smanje na minimum konacnu kolicinu otpada koji ce se naci na deponijama i zagadenje koje nastaje u svim fazama rukovanja i prikupljanja otpada.)
MATCH@E:(Waste management strategies should aim at maximizing energy and material recovery while minimizing the final amount of waste delivered to landfill and the pollution related to all treatment and collection steps.===>Strategije upravljanja otpadom trebalo bi da teže maksimijaciji energije i obnavljanju (oporavku) sirovina, a da smanje na minimum konačnu količinu otpada koji će se naći na deponijama i zagađenje koje nastaje u svim fazama rukovanja i prikupljanja otpada.)
MATCH@M:(Environmental problems must be solved step by step, using appropriate technological, economic and social constraints, achieving Reuse and approaching the ideal target of zero emissions may require that we have to pass through the lower levels of the pyramid of Figure 1, in order to acquire experience, knowledge, understanding and organization.===>Problemi životne sredine moraju se rešavati korak po korak, primenom odgovarajucih tehnoloških, ekonomskih i društvenih ogranicanja. Da bismo postigli fazu kada se materijal može ponovo upotrebiti i da bismo se približili idealnom cilju nulte emisije možda cemo morati da prodemo kroz niže nivoe piramide prikazane na slici 1, da bismo stekli iskustvo, znanje, razumevanje i naucili organizaciju.)
MATCH@E:(Environmental problems must be solved step by step, using appropriate technological, economic and social constraints, achieving Reuse and approaching the ideal target of zero emissions may require that we have to pass through the lower levels of the pyramid of Figure 1, in order to acquire experience, knowledge, understanding and organization.===>Problemi životne sredine moraju se rešavati korak po korak, primenom odgovarajućih tehnoloških, ekonomskih i društvenih ograničanja. ~~~ Da bismo postigli fazu kada se materijal može ponovo upotrebiti i da bi smo se približili idealnom cilju nulte emisije možda ćemo morati da prođemo kroz niže nivoe piramide prikazane na slici 1, da bismo stekli iskustvo, znanje, razumevanje i naučili organizaciju.)
MATCH@M:(The products from one component or compartment are always a useful resource for another component or compartment.===>Proizvodi od jedne komponente ili jedne celine uvek mogu da budu koristan resurs za stvaranje neke druge komponente ili celine.)
MATCH@E:(The products from one component or compartment are always a useful resource for another component or compartment.===>Proizvodi od jedne komponente ili jedne celine uvek mogu da budu koristan resurs za stvaranje neke druge komponente ili celine.)
MATCH@M:(Ecosystems self-organize in such a way that all available resources are utilized to the maximum possible extent and no unused resources are left.===>Ekosistemi se samoorganizuju tako da se svi raspoloživi resursi koriste do najveceg moguceg ste-pena i ništa ne ostaje neiskorišceno.)
MATCH@E:(Ecosystems self-organize in such a way that all available resources are utilized to the maximum possible extent and no unused resources are left.===>Ekosistemi se samoorganizuju tako da se svi raspoloživi resursi koriste do najvećeg mogućeg stepena i ništa ne ostaje neiskorišćeno.)
MATCH@M:(Zero Waste encourages local and regional public-private partnerships to develop Resource Recovery Parks to provide the infrastructure and services needed to accomplish all of these functions.===>Princip nultog otpada podstice lokalna i regionalna javno-privatna partnerska društva da grade postrojenja za obnovu resursa, da obezbede infrastrukturu i neophodne usluge kako bi se sve ove funkcije odvijale.)
MATCH@E:(Zero Waste encourages local and regional public-private partnerships to develop Resource Recovery Parks to provide the infrastructure and services needed to accomplish all of these functions.===>Princip nultog otpada podstiče lokalna i regionalna javno-privatna partnerska društva da grade postrojenja za obnovu resursa, da obezbede infrastrukturu i neophodne usluge kako bi se sve ove funkcije odvijale.)
MATCH@M:(In a Zero Waste system, any materials that cannot be easily and conveniently reduced, reused, recycled or composted are either returned to the manufacturer direct or through retail channels, or no longer used.===>U sistemu nultog otpada, svaki materijal cija se kolicina ne može smanjiti na zadovoljavajuci nacin ili koji se ne može ponovo koristiti, reciklirati ili kompostovati vraca se proizvodacu, ili direktno ili putem maloprodajnih kanala, ili se više ne koristi.)
MATCH@E:(In a Zero Waste system, any materials that cannot be easily and conveniently reduced, reused, recycled or composted are either returned to the manufacturer direct or through retail channels, or no longer used. ~~~ Nature, for itself, has life cycles function without producing waste.===>U sistemu nultog otpada, svaki materijal čija se količina ne može smanjiti na zadovoljavajući način ili koji se ne može ponovo koristiti, reciklirati ili kompostovati vraća se proizvođaču, ili direktno ili putem maloprodajnih kanala, ili se više ne koristi. @ivotni ciklusi u prirodi su takvi da ne proizvode nikakav otpad.)
MATCH@M:(Goods and materials, at present industrial system, are extracted from the earth’s crust, transported to manufacturing sites, used to produce products (all materials not part of end product are discarded as waste), then products are transported to users and finally, at the end-of-life, discarded as waste.===>Robe i sirovine u današnjem sistemu industrije izdavjaju se iz zemljine kore, prevoze do pogona za proizvodnju (svi materijali koji nisu deo finalnog proizvoda odbacuju se kao otpad), onda se proizvodi prevoze do korisnika i konacno, na kraju svog životnog veka, bacaju se.)
MATCH@E:(Goods and materials, at present industrial system, are extracted from the earths crust, transported to manufacturing sites, used to produce products (all materials not part of end product are discarded as waste), then products are transported to users and finally, at the end-of-life, discarded as waste.===>Robe i sirovine u današnjem sistemu industrije izdavjaju se iz zemljine kore, prevoze do pogona za proizvodnju (svi materijali koji nisu deo finalnog proizvoda odbacuju se kao otpad), onda se proizvodi prevoze do korisnika i konačno, na kraju svog životnog veka, bacaju se.)
MATCH@M:(The cyclical system apply the equation “waste = resource ” and eliminates wastes from the environment.===>Ciklicni sistem primenjuje jednacinu „otpad = resurs“ i elimini-še otpadne materije iz životne sredine.)
MATCH@E:(The cyclical system apply the equation waste = resource and eliminates wastes from the environment as indicated in Fig.2.===>Ciklični sistem primenjuje jednačinu otpad = resurs i eliminiše otpadne materije iz životne sredine na način prikazan na slici 2.)
MATCH@M:(The following objectives and strategies have to been identified in order to provide a framework to guide in the planning and decision making process towards achieving Zero Waste.===>U kreiranju smernica u procesu planiranja i odlucivanja u cilju postizanja nultog otpada kao cilja identifi-kovali smo sledece ciljeve i strategije.)
MATCH@E:(Zero waste objectives and strategies The following objectives and strategies have to been identified in order to provide a framework to guide in the planning and decision making process towards achieving Zero Waste.===>Nulti otpad ciljevi i strategije U kreiranju smernica u procesu planiranja i odlučivanja u cilju postizanja nultog otpada kao cilja identifikovali smo sledeće ciljeve i strategije.)
MATCH@M:(The Zero Waste goal will only be possible to accomplish if sufficient funding, staffing and authority are provided and recommended policies are adopted.===>Nulti otpad je cilj koji cemo moci da postignemo samo ukoliko imamo na raspolaganju dovoljna sredstva, osoblje i ovla-šcenja i ako usvojimo odgovarajuce postupke.)
MATCH@E:(The Zero Waste goal will only be possible to accomplish if sufficient funding, staffing and authority are provided and recommended policies are adopted.===>Nulti otpad je cilj koji ćemo moći da postignemo samo ukoliko imamo na raspolaganju dovoljna sredstva, osoblje i ovlašćenja i ako usvojimo odgovarajuće postupke.)
MATCH@M:(1.	Encourage residents and businesses to eliminate wastes as a priority, on a voluntary basis.===>1.	Podsticati stanovništvo i firme da im na prvom me-stu bude da dobrovoljno eliminišu otpad.)
MATCH@E:(Encourage residents and businesses to eliminate wastes as a priority, on a voluntary basis. ~~~ 2.===>Podsticati stanovništvo i firme da im na prvom me stu bude da dobrovoljno eliminišu otpad. 2.)
MATCH@M:(2.	Provide technical assistance to local businesses to adopt sustainable best business practices to minimize waste and avoid landfill and incineration (e.g., more waste audits, how-to guides, and periodic advice on how to implement recommendations of waste audits).===>2.	Obezbediti tehnicku pomoc lokalnim firmama da usvoje najuspešnije održive postupke kojima se otpad svodi na najmanju meru, a izbegavaju se deponije i peci za spaljivanje (na primer, veci broj pregleda otpada, uputstava o rukovanju otpadom i periodicno davati savete kako da se primene preporuke iz ovih pregleda).)
MATCH@E:(Provide technical assistance to local businesses to adopt sustainable best business practices to minimize waste and avoid landfill and incineration (e.g., more waste audits, how-to guides, and periodic advice on how to implement recommendations of waste audits).===>Obezbediti tehničku pomoć lokalnim firmama da usvoje najuspešnije održive postupke kojima se otpad svodi na najmanju meru, a izbegavaju se deponije i peći za spaljivanje (na primer, veći broj pre gleda otpada, uputstava o rukovanju otpadom i periodično davati savete kako da se primene preporuke iz ovih pregleda).)
MATCH@M:(3.	Promote and incentivize businesses to create and market products and services that utilize processes and means that reduce the volume and toxicity of waste and materials.===>3.	Podsticati i promovisati firme da proizvode i reklamiraju proizvode i usluge zasnovane na procesima i sredstvima kojima se smanjuje kolicina i toksicnost otpada i sirovina.)
MATCH@E:(Promote and incentivize businesses to create and market products and services that utilize processes and means that reduce the volume and toxicity of waste and materials.===>Podsticati i promovisati firme da proizvode i reklamiraju proizvode i usluge zasnovane na procesima i sredstvima kojima se smanjuje količina i toksičnost otpada i sirovina.)
MATCH@M:(Strategy 2 Promote Voluntary Take backs===>Strategija 2 Insistirati na dobrovoljnom povlacenju iz upotrebe)
MATCH@E:(Strategy 2 Promote Voluntary Take backs 1.===>Strategija 2 Insistirati na dobrovoljnom povlačenju iz upotrebe 1.)
MATCH@M:(1.	Encourage retailers and their suppliers to take-back products and packaging that are currently difficult to reuse, recycle or compost.===>1.	Podsticati trgovce na malo i njihove dobavljace da povuku iz upotrebe proizvode i ambalažu koje je teško ponovo upotrebiti, reciklirati ili kompostovati.)
MATCH@E:(Encourage retailers and their suppliers to take-back products and packaging that are currently difficult to reuse, recycle or compost.===>Podsticati trgovce na malo i njihove dobavljače da povuku iz upotrebe proizvode i ambalažu koje je teško ponovo upotrebiti, reciklirati ili kompostovati. 2.)
MATCH@M:(2.	Promote take-back programs.===>2.	Podsticati programe povlacenja iz upotrebe.)
MATCH@E:(2. ~~~ Promote take-back programs.===>Podsticati programe povlačenja iz upotrebe.)
MATCH@M:(1.	Develop and present to citizens and businesses a list of the highest priority materials to be reused, such as used building materials, used plastic toys, textiles and leather, and arrange for each of these materials to be accepted in at least one drop-off location each.===>1.	Sastaviti i predstaviti gradanima i firmama spisak materijala najvišeg prioriteta koje treba ponovo iskoristiti, kao što je gradevinski materijal, vec kori-šcene plasticne igracke, tekstil i koža i postarati se da za svaki od ovih materijala postoji bar jedno me-sto za odlaganje.)
MATCH@E:(Develop and present to citizens and businesses a list of the highest priority materials to be reused, such as used building materials, used plastic toys, textiles and leather, and arrange for each of these materials to be accepted in at least one drop-off location each.===>Sastaviti i predstaviti građanima i firmama spisak materijala najvišeg prioriteta koje treba ponovo iskoristiti, kao što je građevinski materijal, već korišćene plastične igračke, tekstil i koža i postarati se da za svaki od ovih materijala postoji bar jedno mesto za odlaganje. 2.)
MATCH@M:(2.	Work with local reuse nonprofits and businesses to expand convenient drop off locations.===>2.	Raditi sa lokalnim neprofitnim organizacijama i firmama na otvaranju veceg broja tih prihvatnih lokacija.)
MATCH@E:(2. ~~~ Work with local reuse nonprofits and businesses to expand convenient drop off locations.===>Raditi sa lokalnim neprofitnim organizacijama i firmama na otvaranju većeg broja tih prihvatnih lokacija.)
MATCH@M:(Strategy 2 Work to preserve residential buildings that are still functional===>Strategija 2 Raditi na tome da se ocuvaju stambene zgrade koje su još uvek funkcionalne)
MATCH@E:(Strategy 2 Work to preserve residential buildings that are still functional 1.===>Strategija 2 Raditi na tome da se očuvaju stambene zgrade koje su još uvek funkcionalne 1.)
MATCH@M:(1.	Encourage adaptive reuse as a priority in building standards for residential construction.===>1.	Podsticati adaptiranje za ponovnu upotrebu kao prioritet u gradevinskim standardima za stambenu izgradnju.)
MATCH@E:(Encourage adaptive reuse as a priority in building standards for residential construction.===>Podsticati adaptiranje za ponovnu upotrebu kao prioritet u građevinskim standardima za stambenu izgradnju.)
MATCH@M:(1.	Develop and communicate to the public a list of the highest priority materials for recovery of those currently disposed to be added to local recycling programs (e.g., film plastics).===>1.	Saciniti spisak materijala koje najpre treba obnovi-ti/sacuvati od svih koji se danas bacaju i uneti te materijale u lokalne programe reciklaže (na primer, filmska traka) i dati ga na uvid javnosti.)
MATCH@E:(Develop and communicate to the public a list of the highest priority materials for recovery of those currently disposed to be added to local recycling programs (e.g., film plastics).===>Sačiniti spisak materijala koje najpre treba obnoviti/sačuvati od svih koji se danas bacaju i uneti te materijale u lokalne programe reciklaže (na primer, filmska traka) i dati ga na uvid javnosti.)
MATCH@M:(Include materials on this list in at least one drop-off location each.===>Za materijale sa ovog spiska odrediti bar jednu lokaciju za odlaganje.)
MATCH@E:(Include materials on this list in at least one drop-off location each. ~~~ 2.===>Za materijale sa ovog spiska odrediti bar jednu lokaciju za odlaganje. 2.)
MATCH@M:(2.	Maintain one or more recycling drop-off centers.===>2.	Organizovati jedan ili više centara za reciklažu ovako odloženog materijala.)
MATCH@E:(Maintain one or more recycling drop-off centers. ~~~ 3.===>Organizovati jedan ili više centara za reciklažu ova ko odloženog materijala. 4.)
MATCH@M:(3.	Support other regional recycling centers and businesses to help them expand and provide additional services needed.===>3.	Pružiti podršku drugim regionalnim centrima za reciklažu i firmama kako bi oni razvili i obezbedili neophodne dodatne usluge.)
MATCH@E:(Support other regional recycling centers and businesses to help them expand and provide additional services needed.===>)
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BAD_LINE_M:3.	Support other regional recycling centers and businesses to help them expand and provide additional services needed.
BAD_LINE_M:3.	Pružiti podršku drugim regionalnim centrima za reciklažu i firmama kako bi oni razvili i obezbedili neophodne dodatne usluge.
BAD_LINE_E:Support other regional recycling centers and businesses to help them expand and provide additional services needed.
BAD_LINE_E:
MATCH@M:(4.	Work with independent recyclers to help the community recycle their waste.===>4.	Saradivati sa nezavisnim organizacijama za reciklažu da se zajednici pomogne da reciklira svoj otpad.)
MATCH@E:(4. ~~~ Work with independent recyclers to help the commu nity recycle their waste.===>Sarađivati sa nezavisnim organizacijama za reciklažu da se zajednici pomogne da reciklira svoj otpad.)
MATCH@M:(Strategy 2 Expand Composting Services===>Strategija 2 Razvijati usluge kompostovanja)
MATCH@E:(Strategy 2 Expand Composting Services 1.===>Strategija 2 Razvijati usluge kompostovanja 1.)
MATCH@M:(1.	Develop composting collection program for discarded food and food-contaminated paper as the second highest priority for new services for both the residential and commercial sectors.===>1.	Razvijati program kompostovanja za bacenu hranu i papir u kome je hrana pakovana kao drugi po važnosti prioritet za nove usluge, kako za stanovništvo, tako i za komercijalni sektor.)
MATCH@E:(Develop composting collection program for discarded food and food-contaminated paper as the second highest priority for new services for both the residential and commercial sectors.===>Razvijati program kompostovanja za bačenu hranu i papir u kome je hrana pakovana kao drugi po važnosti prioritet za nove usluge, kako za stanovništvo, tako i za komercijalni sektor.)
MATCH@M:(Include composting programs on the list of highest priority materials for recovery and provide at least one drop-off location for these materials.===>Ukljuciti programe kompostovanja na listu metarijala najviših prioriteta za obnavljanje i obezbediti bar jednu lokaciju za odlaganje ovih materijala.)
MATCH@E:(Include composting programs on the list of highest priority materials for recovery and provide at least one drop-off location for these materials. ~~~ 2.===>Uključiti programe kompostovanja na listu metarijala najviših prioriteta za obnavljanje i obezbediti bar jednu lokaciju za odlaganje ovih materijala. 2.)
MATCH@M:(2.	Help interested businesses to start food waste composting pilot program.===>2.	Pomoci zainteresovanim firmama da zapocnu pilot program kompostovanja prehrambenog otpada.)
MATCH@E:(Help interested businesses to start food waste com posting pilot program.===>Pomoći zainteresovanim firmama da započnu pilot program kompostovanja prehrambenog otpada.)
MATCH@M:(1.	Seek ways to incentivize businesses to adopt Zero Waste goals and to develop Zero Waste plans.===>1.	Tražiti nacine za podsticanje firmi da prihvate ciljeve nultog otpada i da razvijaju planove po sistemu nultog otpada.)
MATCH@E:(Seek ways to incentivize businesses to adopt Zero Waste goals and to develop Zero Waste plans. ~~~ 2.===>Tražiti načine za podsticanje firmi da prihvate ciljeve nultog otpada i da razvijaju planove po sistemu nultog otpada. 2.)
MATCH@M:(Provide progress report both at mid-year and at year end.===>Izveštaj o toku ove aktivnosti pripremiti i na polugodišnjem i na godišnjem nivou.)
MATCH@E:(Provide progress report both at mid-year and at year end.===>Izveštaj o toku ove aktivnosti pripremiti i na polugodišnjem i na godišnjem nivou.)
MATCH@M:(3.	Develop and communicate to residents and businesses a list of the highest priority materials for recovery of those currently disposed, to eliminate from the waste stream in addition to materials already being reduced or recovered.===>3.	Sastaviti spisak materijala koji se sada bacaju a koje je najvažnije ocuvati, kako bi se oni izdvojili iz glavnine otpada, pored materijala ciji je otpad vec smanjen i koji su sacuvani.)
MATCH@E:(Develop and communicate to residents and businesses a list of the highest priority materials for recovery of those currently disposed, to eliminate from the waste stream in addition to materials already being reduced or recovered.===>Sastaviti spisak materijala koji se sada bacaju a koje je najvažnije očuvati, kako bi se oni izdvojili iz glavnine otpada, pored materijala čiji je otpad već smanjen i koji su sačuvani. ~~~ Spisak dostaviti građanima i firmama.)
MATCH@M:(Suggest viable alternatives to those materials and products and where to get them.===>Predložiti odgovarajuce alternativne proizvode i materijale za te materijale i proizvode i navesti gde se oni mogu naci.)
MATCH@E:(Suggest viable alternatives to those materials and products and where to get them.===>Predložiti odgovarajuće alternativne proizvode i materijale za te materijale i proizvode i navesti gde se oni mogu naći.)
MATCH@M:(Provide information and assistance as needed for implementation.===>Obezbediti informacije i pomoc prilikom primene.)
MATCH@E:(Provide information and assistance as needed for implementation.===>Obezbediti informacije i pomoć prilikom primene.)
MATCH@M:(Strategy 2 Adopt Business Investment Policies to Expand Services===>Strategija 2 Usvojiti politiku poslovnih investicija za razvoj ovih usluga)
MATCH@E:(Strategy 2 Adopt Business Investment Policies to Expand Services 1.===>Strategija 2 Usvojiti politiku poslovnih investicija za razvoj ovih usluga 1.)
MATCH@M:(1.	Encourage the cost effective development and expansion of services to reduce, reuse, then recycle and compost for all materials.===>1.	Podsticati kost-efektivan razvoj i širenje usluga u vezi sa smanjivanjem, ponovnom upotrebom, reci-klažom i kompostovanjem svih materijala.)
MATCH@E:(Encourage the cost effective development and expansion of services to reduce, reuse, then recycle and compost for all materials.===>Podsticati kost-efektivan razvoj i širenje usluga u vezi sa smanjivanjem, ponovnom upotrebom, reciklažom i kompostovanjem svih materijala.)
MATCH@M:(Establish minimum qualifications for service vendors to provide such services as appropriate to ensure public health and safety.===>Utvrditi koju minimalnu kvalifikaciju davaoci takvih usluga treba da imaju da bi se obezbedilo javno zdravlje i bezbednost.)
MATCH@E:(Establish minimum qualifications for service vendors to provide such services as appropriate to ensure public health and safety.===>Utvrditi koju minimalnu kvalifikaciju davaoci takvih usluga treba da imaju da bi se obezbedilo javno zdravlje i bezbednost.)
MATCH@M:(Establish mandatory service vendor reporting requirements to accurately capture quantities and weights of diverted materials.===>Utvrditi obavezu davaoca ovih usluga da redovno izveštava o svom radu da bi se tacno znala kolicina i težina obradenog materijala.)
MATCH@E:(Establish mandatory service vendor reporting requirements to accurately capture quantities and weights of diverted materials. ~~~ 2.===>Utvrditi obavezu davaoca ovih usluga da redovno izveštava o svom radu da bi se tačno znala količina i težina obrađenog materijala. 2.)
MATCH@M:(2.	Implement policies that penalize the discharge of toxic materials into the environment.===>2.	Primeniti politiku kažnjavanja onih koji ispuštaju toksicne materijale u životnu sredinu.)
MATCH@E:(Implement policies that penalize the discharge of toxic materials into the environment. ~~~ 3.===>Primeniti politiku kažnjavanja onih koji ispuštaju toksične materijale u životnu sredinu. 3.)
MATCH@M:(3.	Increase public and private collection and processing services on an open, competitive basis, and help develop new businesses that add value to materials recovered and minimize residues that require disposal.===>3.	Pospešivati prikupljanje i obradu otpada na dobrovoljnoj bazi i medu javnim i medu privatnim firmama, na takmicarskoj osnovi i pomoci da se razviju nove firme koje ce dodati vrednost obnovljenim materijalima i svesti ostatke materijala koje treba odlagati na najmanju meru.)
MATCH@E:(Increase public and private collection and processing services on an open, competitive basis, and help develop new businesses that add value to materials recovered and minimize residues that require disposal. ~~~ 4.===>Pospešivati prikupljanje i obradu otpada na dobrovoljnoj bazi i među javnim i među privatnim firmama, na takmičarskoj osnovi i pomoći da se razviju nove firme koje će dodati vrednost obnovljenim materijalima i svesti ostatke materijala koje treba odlagati na najmanju meru. 4.)
MATCH@M:(4.	Stimulate innovative services to be added by the private sector and nonprofit groups.===>4.	Stimulisati inovativne usluge koje nude privatni sektor i neprofitne grupe.)
MATCH@E:(Stimulate innovative services to be added by the private sector and nonprofit groups.===>Stimulisati inovativne usluge koje nude privatni sektor i neprofitne grupe.)
MATCH@M:(Encourage different types of services to be provided for different types of businesses.===>Podsticati razvoj razlicitih vrsta usluga za razlicite vrste firmi.)
MATCH@E:(Encourage different types of services to be provided for different types of businesses.===>Podsticati razvoj različitih vrsta usluga za različite vrste firmi. 5.)
MATCH@M:(5.	Develop new requirements for owners and managers of multi-family dwellings and multi-tenant commercial buildings that ensure that all tenants have reasonable access to services and premises-based facilities comparable to single-family dwellings and small businesses.===>5.	Postaviti nove zahteve pred vlasnike i upravnike zgrada sa vecim brojem stanova i poslovnih prostora sa vecim brojem korisnika kao bi se obezbedilo da svi korisnici imaju normalan pristup uslugama i zajednickim prostorijama kao da žive u zasebnoj kuci ili kao da je u pitanju jedna mala firma.)
MATCH@E:(5. ~~~ Develop new requirements for owners and managers of multi-family dwellings and multi-tenant commercial buildings that ensure that all tenants have reasonable access to services and premises-based facilities comparable to single-family dwellings and small businesses. ~~~ 6.===>Postaviti nove zahteve pred vlasnike i upravnike zgrada sa većim brojem stanova i poslovnih prostora sa većim brojem korisnika kao bi se obezbedilo da svi korisnici imaju normalan pristup uslugama i zajedničkim prostorijama kao da žive u zasebnoj kući ili kao da je u pitanju jedna mala firma. 6.)
MATCH@M:(6.	Utilize economic resources staff to promote expansion of services related to reduce, reuse, recycle, and compost.===>6.	Iskoristiti kadrove iz oblasti ekonomskih resursa za unapredenje usluga vezanih za smanjenje, ponovnu upotrebu, reciklažu i kompostovanje.)
MATCH@E:(Utilize economic resources staff to promote expansion of services related to reduce, reuse, recycle, and compost. ~~~ 7.===>Iskoristiti kadrove iz oblasti ekonomskih resursa za unapređenje usluga vezanih za smanjenje, ponovnu upotrebu, reciklažu i kompostovanje. 7.)
MATCH@M:(1.	Continue to develop and implement a public education and communications program concurrent with the design of new waste diversion programs.===>1.	Nastaviti razvoj i primenu programa edukovanja lavnosti i komunikacije u skladu sa razvijanjem novih programa diversifikacije otpada.)
MATCH@E:(Continue to develop and implement a public education and communications program concurrent with the design of new waste diversion programs.===>Nastaviti razvoj i primenu programa edukovanja lavnosti i komunikacije u skladu sa razvijanjem novih programa diversifikacije otpada.)
MATCH@M:(Develop new Zero Waste promotional materials.===>Napraviti novi promotivni materijal za nulti otpad.)
MATCH@E:(Develop new Zero Waste promotional materials.===>Napraviti novi promotivni materijal za nulti otpad.)
MATCH@M:(Promote positive Zero Waste buying power and behavior with promotional materials and website.===>Promovisati kupovinu u skladu sa pozitivnim postupcima u oblasti nultog otpada i to podržati promotivnim materijalima i veb-stranicama.)
MATCH@E:(Promote positive Zero Waste buying power and behavior with promotional materials and website. ~~~ 2.===>Promovisati kupovinu u skladu sa pozitivnim postupcima u oblasti nultog otpada i to podržati promotivnim materijalima i veb-stranicama. 2.)
MATCH@M:(2.	Continue to implement new education and outreach in advance of the implementation of any new programs to obtain the maximum support for new initiatives that will help in achieving Zero Waste goal.===>2.	Nastaviti sa primenom novih obrazovnih sadržaja i postupaka pre primene bilo kog novog programa da bi se dobila puna podrška za nove inicijative pomocu kojih ce se lakše postici ciljevi nultog otpada.)
MATCH@E:(Continue to implement new education and outreach in advance of the implementation of any new programs to obtain the maximum support for new initiatives that will help in achieving Zero Waste goal. ~~~ 3.===>Nastaviti sa primenom novih obrazovnih sadržaja i postupaka pre primene bilo kog novog programa da bi se dobila puna podrška za nove inicijative pomoću kojih će se lakše postići ciljevi nultog otpada. 3.)
MATCH@M:(3.	Coordinate outreach programs for sustainability and pollution prevention with Zero Waste, waste prevention and recycling programs.===>3.	Koordinisati globalne programe za održivost i sprecavanje zagadenja sa programom nultog otpada, sprecavanja stvaranja otpada i programom recikliranja.)
MATCH@E:(Coordinate outreach programs for sustainability and pollution prevention with Zero Waste, waste prevention and recycling programs. ~~~ 4.===>Koordinisati globalne programe za održivost i sprečavanje zagađenja sa programom nultog otpada, sprečavanja stvaranja otpada i programom recikliranja. 4.)
MATCH@M:(4.	Implement community-based social marketing programs to more actively engage residents and businesses.===>4.	Primeniti komunalne programe socijalnog marketinga u cilju veceg angažovanja stanovništva i firmi.)
MATCH@E:(Implement community-based social marketing programs to more actively engage residents and businesses. ~~~ 5.===>Primeniti komunalne programe socijalnog marketinga u cilju većeg angažovanja stanovništva i firmi. 5.)
MATCH@M:(5.	Work with industry groups to promote Sustainable Business and Green Business programs.===>5.	Raditi sa predstavnicima odgovarajucih industrijskih delatnosti u cilju promovisanja programa odr-živog poslovanja i „zelenog“ (ekološki cistog) poslovanja.)
MATCH@E:(Work with industry groups to promote Sustainable Business and Green Business programs. ~~~ 6.===>Raditi sa predstavnicima odgovarajućih industrijskih delatnosti u cilju promovisanja programa održivog poslovanja i zelenog (ekološki čistog) poslovanja. 6.)
MATCH@M:(6.	Recognize business and residential Zero Waste leaders.===>6.	Odati priznanje liderima u borbi za nulti otpad medu gradanima i medu firmama.)
MATCH@E:(Recognize business and residential Zero Waste lead ers.===>Odati priznanje liderima u borbi za nulti otpad me đu građanima i među firmama.)
MATCH@M:(Strategy 4 Develop Resource Recovery Park===>Strategija 4 Graditi centre za obnavljenje resursa)
MATCH@E:(Strategy 4 Develop Resource Recovery Park 1.===>Strategija 4 Graditi centre za obnavljenje resursa 1.)
MATCH@M:(1.===>1.)
MATCH@E:(1.===>1.)
MATCH@M:(Develop or help developing a Resource Recovery Park to provide location(s) for expansion of reuse, recycling and composting businesses.===>Graditi ili pomoci da se izgradi centar za obnavljanje resursa u cilju obezbedivanja lokacije (lokacija) za širenje poslovanja firmi koje posluju po formuli ponovnog korišcenja, recikliranja i kompostovanja.)
MATCH@E:(Develop or help developing a Resource Recovery Park to provide location(s) for expansion of reuse, recycling and composting businesses.===>Graditi ili pomoći da se izgradi centar za obnavljanje resursa u cilju obezbeđivanja lokacije (lokacija) za širenje poslovanja firmi koje posluju po formuli ponovnog korišćenja, recikliranja i kompostovanja.)
MATCH@M:(1.===>1.)
MATCH@E:(1.===>1.)
MATCH@M:(Continue a Zero Waste Task Force or other advisory body at discretion of Council, made up of community representatives to serve for limited duration to review the staff prepared Zero Waste Operations Plan and advice the Council on its implementation of and changes to associated City Zero Waste policies.===>Podržati rad organizacije za nulti otpad ili nekog drugog savetodavnog organa formiranog na osnovu diskrecionog prava Saveta, a u cijem sastavu ce biti predstavnici zajednice i koje ce imati ogranicen rok rada tokom kojeg ce napraviti pregled Operativnog plana za nulti otpad i dati nalog Savetu za sprovode-nje tog plana i obaveštavati ga o promenama odgovarajucih gradskih postupaka u aktivnostima za postizanje nultog otpada.)
MATCH@E:(Continue a Zero Waste Task Force or other advisory body at discretion of Council, made up of community representatives to serve for limited duration to review the staff prepared Zero Waste Operations Plan and advice the Council on its implementation of and changes to associated City Zero Waste policies.===>Podržati rad organizacije za nulti otpad ili nekog drugog savetodavnog organa formiranog na osnovu diskrecionog prava Saveta, a u čijem sastavu će biti predstavnici zajednice i koje će imati ograničen rok rada tokom kojeg će napraviti pregled Operativnog plana za nulti otpad i dati nalog Savetu za sprovođenje tog plana i obaveštavati ga o promenama odgovarajućih gradskih postupaka u aktivnostima za postizanje nultog otpada.)
MATCH@M:(Strategy 2 Maintain Active State and Regional Profile on Zero Waste Public Policy===>Strategija 2 Održati aktivnosti i regionalni profil javne politike nultog otpada)
MATCH@E:(Strategy 2 Maintain Active State and Regional Profile on Zero Waste Public Policy 1.===>Strategija 2 Održati aktivnosti i regionalni profil javne politike nultog otpada 1.)
MATCH@M:(1.	Work with State and Federal legislators and support other communities in the region to adopt similar Zero Waste goals and plans.===>1.	Raditi sa državnim i saveznim zakonodavnim telima i podržavati druge zajednice u odgovarajucoj oblasti da usvoje ciljeve i planove nultog otpada.)
MATCH@E:(Work with State and Federal legislators and support other communities in the region to adopt similar Zero Waste goals and plans.===>Raditi sa državnim i saveznim zakonodavnim telima i podržavati druge zajednice u odgovarajućoj oblasti da usvoje ciljeve i planove nultog otpada.)
MATCH@M:(Work with them where appropriate to remove and resolve mutual obstacles.===>Raditi sa njima gde god je to moguce i razreševati zajednicke probleme.)
MATCH@E:(Work with them where appropriate to remove and resolve mutual obstacles. ~~~ 2.===>Raditi sa njima gde god je to moguće i razreševati zajedničke probleme. 2.)
MATCH@M:(Strategy 3 Minimize long-term landfill liabilities===>Strategija 3 Smanjiti dugorocne obaveze deponija na najmanju meru)
MATCH@E:(Strategy 3 Minimize long-term landfill liabilities 1.===>Strategija 3 Smanjiti dugoročne obaveze deponija na najmanju meru 1.)
MATCH@M:(1.	Ensure that the full capital and operating, closure, post-closure and post-post-closure costs are factored into current rates and financial assurances, particularly for private landfills.===>1.	Obezbediti da ukupni kapital i troškovi poslovanja, zatvaranja, perioda posle zatvaranja i svih kasnijih obaveza koje proizilaze posle zatvaranja budu fak-turisani u okviru tekucih stopa i finansijskih garancija, posebno kad se radi o privatnim deponijama.)
MATCH@E:(Ensure that the full capital and operating, closure, post-closure and post-post-closure costs are factored into current rates and financial assurances, particularly for private landfills. ~~~ 2.===>Obezbediti da ukupni kapital i troškovi poslovanja, zatvaranja, perioda posle zatvaranja i svih kasnijih obaveza koje proizilaze posle zatvaranja budu fakturisani u okviru tekućih stopa i finansijskih garancija, posebno kad se radi o privatnim deponijama. 2.)
MATCH@M:(2.	Establish a target to reflect the benefits of avoiding these future liabilities as an avoided disposal cost.===>2.	Zacrtati cilj kojim ce se objasniti koristi od oslobadanja od ovih obaveza u buducnosti tako što ce se ove obaveze smatrati izbegnutim troškovima rukovanja otpadom;)
MATCH@E:(Establish a target to reflect the benefits of avoiding these future liabilities as an avoided disposal cost. ~~~ 3.===>Zacrtati cilj kojim će se objasniti koristi od oslobađanja od ovih obaveza u budućnosti tako što će se ove obaveze smatrati izbegnutim troškovima rukovanja otpadom; 3.)
MATCH@M:(3.	Work actively with landfill contractor and regulators to increase mechanisms for financial assurance for landfill liabilities.===>3.	Aktivno saradivati sa izvodacem radova na deponiji i sa onima koji donose propise u cilju poboljšanja mehanizama finansijskog obezbedenja obaveza deponija.)
MATCH@E:(Work actively with landfill contractor and regulators to increase mechanisms for financial assurance for landfill liabilities.===>Aktivno sarađivati sa izvođačem radova na deponiji i sa onima koji donose propise u cilju poboljšanja mehanizama finansijskog obezbeđenja obaveza deponija.)
MATCH@M:(Strategy 4 Provide Funding to Implement Zero Waste Plan===>Strategija 4 Obezbediti finansiranje primene plana nultog otpada)
MATCH@E:(Strategy 4 Provide Funding to Implement Zero Waste Plan 1.===>Strategija 4 Obezbediti finansiranje primene plana nultog otpada 1.)
MATCH@M:(1.	Create a Zero Waste fund to encourage local innovation and participation.===>1.	Oformiti fond za nulti otpad da bi se podstakle inovacije i ucešce na lokalnom nivou.)
MATCH@E:(Create a Zero Waste fund to encourage local innovation and participation.===>Oformiti fond za nulti otpad da bi se podstakle inovacije i učešće na lokalnom nivou.)
MATCH@M:(Fund community Zero Waste initiatives with fees levied on the transport, transfer and disposal of wastes where feasible.===>Finansirati inicijative za nulti otpad na nivou zajednice, sa posebnim osvrtom an transport, transfer i rukovanje otpadom gde je to moguce.)
MATCH@E:(Fund community Zero Waste initiatives with fees levied on the transport, transfer and disposal of wastes where feasible. ~~~ 2.===>Finansirati inicijative za nulti otpad na nivou zajednice, sa posebnim osvrtom an transport, transfer i rukovanje otpadom gde je to moguće. 2.)
MATCH@M:(3.	Identify and support proposals for state, federal and foundation grants and loans for businesses and service providers.===>3.	Identifikovati i podržati predloge za državnu i saveznu pomoc i pomoc od fondacija kao i za zajmove za firme i za pružaoce usluga ove vrste.)
MATCH@E:(3. ~~~ Identify and support proposals for state, federal and foundation grants and loans for businesses and service providers.===>Identifikovati i podržati predloge za državnu i saveznu pomoć i pomoć od fondacija kao i za zajmove za firme i za pružaoce usluga ove vrste.)
MATCH@M:(Objective 6 - Update Waste Data and Develop Zero Waste Operations Plan===>Cilj 6 - Ažurirati podatke o otpadu i razvijati operativni plan za nulti otpad)
MATCH@E:(Objective 6 - Update Waste Data and Develop Zero Waste Operations Plan Strategy 1 Update Waste Data 1.===>Cilj 6 Ažurirati podatke o otpadu i razvijati operativni plan za nulti otpad Strategija 1 Ažurirati podatke o otpadu 1.)
BAD_LINE_=============================================================
BAD_LINE_M:Objective 6 - Update Waste Data and Develop Zero Waste Operations Plan
BAD_LINE_M:Cilj 6 - Ažurirati podatke o otpadu i razvijati operativni plan za nulti otpad
BAD_LINE_E:Objective 6 - Update Waste Data and Develop Zero Waste Operations Plan Strategy 1 Update Waste Data 1.
BAD_LINE_E:Cilj 6 Ažurirati podatke o otpadu i razvijati operativni plan za nulti otpad Strategija 1 Ažurirati podatke o otpadu 1.
MATCH@M:(1.	Proceed promptly with a Waste Composition Study to report updated data in categories and subcategories designed for programs targeted to reduce or recover those materials.===>1.	Odmah zapoceti Studiju o sastavu otpada i objaviti nove podatke po kategorijama i potkategorijama predvidenim za programe ciji je cilj smanjenje ili obnavljenje ovih materijala.)
MATCH@E:(Proceed promptly with a Waste Composition Study to report updated data in categories and subcategories designed for programs targeted to reduce or recover those materials.===>Odmah započeti Studiju o sastavu otpada i objaviti nove podatke po kategorijama i potkategorijama predviđenim za programe čiji je cilj smanjenje ili obnavljenje ovih materijala.)
MATCH@M:(Include analyses of different segments of the commercial and industrial sectors, and institutions (including restaurants, medical services, retail, offices, multi-family dwellings and gov-ernment/schools).===>Obuhvatiti analize razlicitih segmenata komercijalnog i industrijskog sektora i institucija (ukljucujucu restorane, medicinske službe, maloprodaju, kancelarije, stambene zgrade za veci broj porodica i vladu/škole).)
MATCH@E:(Include analyses of different segments of the commercial and industrial sectors, and institutions (including restaurants, medical services, retail, offices, multi-family dwellings and government/schools).===>Obuhvatiti analize različitih segmenata komercijalnog i industrijskog sektora i institucija (uključujuću restorane, medicinske službe, maloprodaju, kancelarije, stambene zgrade za veći broj porodica i vladu/škole).)
MATCH@M:(2.	The Waste Composition Study should clearly identify reusable materials and materials in the waste stream that are likely to be significant targets for programs to reduce or reuse such materials.===>2.	Studija o sastavu otpada treba jasno da navede materijale koji se mogu ponovo upotrebiti i na materijale u ukupnom otpadu koji verovatno mogu da budu znacajni za programe kojima se smanjuje kolicina takvih materijala ili se oni koriste ponovo.)
MATCH@E:(The Waste Composition Study should clearly identify reusable materials and materials in the waste stream that are likely to be significant targets for programs to reduce or reuse such materials. ~~~ 3.===>Studija o sastavu otpada treba jasno da navede materijale koji se mogu ponovo upotrebiti i na materijale u ukupnom otpadu koji verovatno mogu da budu značajni za programe kojima se smanjuje količina takvih materijala ili se oni koriste ponovo. 3.)
MATCH@M:(3.	After the Waste Composition Study is completed, monitor measure and keep the community informed of progress and results.===>3.	Pošto Studija o sastavu otpada bude završena, pratiti mere i obaveštavati zajednicu o napretku i rezultatima.)
MATCH@E:(After the Waste Composition Study is completed, monitor measure and keep the community informed of progress and results.===>Pošto Studija o sastavu otpada bude završena, pratiti mere i obaveštavati zajednicu o napretku i rezultatima.)
MATCH@M:(Provide annual reports on progress of all waste reduction initiatives.===>Obezbediti godišnje izveštaje o napretku postignutom u svim inicijativama za smanjenje kolicine otpada.)
MATCH@E:(Provide annual reports on progress of all waste reduction initiatives.===>Obezbediti godišnje izveštaje o napretku postignutom u svim inicijativama za smanjenje količine otpada.)
MATCH@M:(Highlight results of recent policy and program changes.===>Naglasiti rezultate sprovedenih postupaka i programskih promena.)
MATCH@E:(Highlight results of recent policy and program changes.===>Naglasiti rezultate sprovedenih postupaka i programskih promena.)
MATCH@M:(Strategy 2 Develop Zero Waste Operations Plan (ZWOP)===>Strategija 2 Razvijati operacioni plan za nulti otpad (ZWOP))
MATCH@E:(Strategy 2 Develop Zero Waste Operations Plan (ZWOP) 1.===>Strategija 2 Razvijati operacioni plan za nulti otpad (ZWOP) 1.)
MATCH@M:(1.	Identify what type of facilities need to be developed by and for to meet the service needs identified in this Strategic Plan.===>1.	Utvrditi koje vrste objekata treba obezbediti da bi se zadovoljile potrebe za uslugama navedenim u ovom Strateškom planu.)
MATCH@E:(Identify what type of facilities need to be developed by and for to meet the service needs identified in this Strategic Plan. ~~~ 2.===>Utvrditi koje vrste objekata treba obezbediti da bi se zadovoljile potrebe za uslugama navedenim u ovom Strateškom planu. 2.)
MATCH@M:(2.	Evaluate whether facilities exist or will be built to meet needs by the private sector, or recommend what facilities the public sector will be required to build.===>2.	Proceniti da li ti objekti vec postoje ili treba da budu izgradeni da bi se zadovoljile potrebe privatnog sektora, ili preporuciti koje objekte privatni sektor treba da gradi.)
MATCH@E:(Evaluate whether facilities exist or will be built to meet needs by the private sector, or recommend what facilities the public sector will be required to build.===>Proceniti da li ti objekti već postoje ili treba da budu izgrađeni da bi se zadovoljile potrebe privatnog sektora, ili preporučiti koje objekte privatni sektor treba da gradi.)
MATCH@M:(Compare costs of capital-intensive approaches that could be built on more expensive land vs. more land-intensive lower cost approaches that exist or could be built on the outskirts (e.g., for composting facilities).===>Uporediti troškove kapitalno-inten-zivnih pristupa koji se mogu primeniti (izgraditi) na skupljoj zemlji sa zemljišno-intenzivnijim, jeftinijim pristupima koji vec postoje ili bi se mogli sagraditi na obodu naselja (npr. za potrebe kompostovanja).)
MATCH@E:(Compare costs of capital-intensive approaches that could be built on more expensive land vs. more land-intensive lower cost approaches that exist or could be built on the outskirts (e.g., for composting facilities).===>Uporediti troškove kapitalno-intenzivnih pristupa koji se mogu primeniti (izgraditi) na skupljoj zemlji sa zemljišno-intenzivnijim, jeftinijim pristupima koji već postoje ili bi se mogli sagraditi na obodu naselja (npr. za potrebe kompostovanja).)
MATCH@M:(3.	Evaluate the market value of reusable materials, recyclables and compostable material still being land filled.===>3.	Proceniti tržišnu vrednost materijala koji se mogu ponovo koristiti, reciklirasti i materijala koji se ostavljaju na deponiji a mogli bi da se kompostuju.)
MATCH@E:(Evaluate the market value of reusable materials, recyclables and compostable material still being land filled. ~~~ 4.===>Proceniti tržišnu vrednost materijala koji se mogu ponovo koristiti, reciklirasti i materijala koji se ostavljaju na deponiji a mogli bi da se kompostuju. 4.)
MATCH@M:(4.	Identify public or private programs necessary to reduce, reuse, recycle or compost the materials identified from the Waste Generation Study.===>4.	Odrediti javne i privatne programe kojima se regu-liše smanjenje, ponovna upotreba, reciklaža ili kompostovanje materijala navedenog u Studiji o stvaranju otpada.)
MATCH@E:(Identify public or private programs necessary to reduce, reuse, recycle or compost the materials identified from the Waste Generation Study. ~~~ 5.===>Odrediti javne i privatne programe kojima se reguliše smanjenje, ponovna upotreba, reciklaža ili kompostovanje materijala navedenog u Studiji o stvaranju otpada. 5.)
MATCH@M:(5.	Design different programs for different sectors, including multi-tenant buildings (residential and commercial), downtown businesses, strip malls, restaurants and hospitality industry, and major industrial areas.===>5.	Razviti razlicite programe za razlicite sektore, ukljucujuci zgrade koje koristi veliki broj ljudi (i rezidencijalne i komercijalne), tržne centre, restorane i ugostiteljstvo i glavne oblasti industrije.)
MATCH@E:(Design different programs for different sectors, including multi-tenant buildings (residential and commercial), downtown businesses, strip malls, restaurants and hospitality industry, and major industrial areas.===>Razviti različite programe za različite sektore, uključujući zgrade koje koristi veliki broj ljudi (i rezidencijalne i komercijalne), tržne centre, restorane i ugostiteljstvo i glavne oblasti industrije.)
MATCH@M:(Provide universal access to opportunities to reduce, reuse, then recycle and compost.===>Obezbediti svima mogucnost da smanje, ponovo upotrebe, recikliraju i kompostuju materijale.)
MATCH@E:(Provide universal access to opportunities to reduce, reuse, then recycle and compost. ~~~ 6.===>Obezbediti svima mogućnost da smanje, ponovo upotrebe, recikliraju i kompostuju materijale. 6.)
MATCH@M:(6.	Evaluate long-range reliance on single-stream recycling services versus expanded source separated collection.===>6.	Oceniti dugorocno oslanjanje na usluge recikliranja jedne vrste otpada u odnosu na nacin prikupljanja otpada više vrsta, koji se razvrstava.)
MATCH@E:(Evaluate long-range reliance on single-stream recycling services versus expanded source separated collection. ~~~ 7.===>Oceniti dugoročno oslanjanje na usluge recikliranja jedne vrste otpada u odnosu na način prikupljanja otpada više vrsta, koji se razvrstava. 7.)
MATCH@M:(7.	Identify candidate locations for other new public and private facilities that might be required, with a conceptual basis for how to pursue the development of those facilities.===>7.	Odrediti potencijalne lokacije za druge, nove javne i privatne deponije koje ce možda biti potrebne, kao i osnovni koncept njihovog razvoja.)
MATCH@E:(Identify candidate locations for other new public and private facilities that might be required, with a conceptual basis for how to pursue the development of those facilities.===>Odrediti potencijalne lokacije za druge, nove javne i privatne deponije koje će možda biti potrebne, kao i osnovni koncept njihovog razvoja. 8.)
MATCH@M:(8.	Reduce potential releases from degrading landfill sites that has a growing stake in.===>8.	Smanjiti potencijalna izlivanja iz deponija koje više nisu bezbedne, koje su pocele da popuštaju.)
MATCH@E:(8. ~~~ Reduce potential releases from degrading landfill sites that has a growing stake in. 9.===>Smanjiti potencijalna izlivanja iz deponija koje vi še nisu bezbedne, koje su počele da popuštaju. 9.)
MATCH@M:(9.	Recommend policies and incentives consistent with this Strategic Plan.===>9.	Preporuciti postupke i inicijative u skladu sa ovim Strateškim planom.)
MATCH@E:(Recommend policies and incentives consistent with this Strategic Plan. ~~~ 10.===>Preporučiti postupke i inicijative u skladu sa ovim Strateškim planom. 10.)
MATCH@M:(10.	Estimate jobs expected to be created and financial benefits from implementing the Zero Waste Operations Plan.===>10.	Proceniti koliko radnih mesta se ovde može otvoriti i finansijsku dobit of primene Operativnog plana za nulti otpad.)
MATCH@E:(Estimate jobs expected to be created and financial benefits from implementing the Zero Waste Operations Plan.===>Proceniti koliko radnih mesta se ovde može otvoriti i finansijsku dobit of primene Operativnog plana za nulti otpad. 11.)
MATCH@M:(11.	Identify which financing tools might be most helpful to local businesses to expand services needed to achieve Zero Waste.===>11.	Odrediti koji finansijski instrumenti mogu da budu najkorisniji lokalnim firmama kako bi one proširile poslove potrebne da bi se postigao kriterijum nultog otpada.)
MATCH@E:(11. ~~~ Identify which financing tools might be most helpful to local businesses to expand services needed to achieve Zero Waste.===>Odrediti koji finansijski instrumenti mogu da budu najkorisniji lokalnim firmama kako bi one proširile poslove potrebne da bi se postigao kriterijum nultog otpada. 14.)
MATCH@M:(14.	Determine what funding, staffing and authority will be needed for staff to implement a Zero Waste goal.===>14.	Odrediti koja sredstva, koji kadrovi i koja ovlašce-nja ce biti potrebni da bi se primenio Princip nultog otpada)
MATCH@E:(14. ~~~ Determine what funding, staffing and authority will be needed for staff to implement a Zero Waste goal. ~~~ 15.===>Odrediti koja sredstva, koji kadrovi i koja ovlašćenja će biti potrebni da bi se primenio Princip nultog otpada 15.)
MATCH@M:(15.	Establish targets and goals for the Operational Plan.===>15.	Utvrditi neposredne i posredne ciljeve Operativnog plana.)
MATCH@E:(Establish targets and goals for the Operational Plan. ~~~ 16.===>Utvrditi neposredne i posredne ciljeve Operativ nog plana. 16.)
MATCH@M:(16.	Establish criteria for implementing bans and mandates where voluntary efforts have not been effective in meeting Zero Waste.===>16.	Utvrditi kriterijume za primenu zabrana i propisivanje kazni tamo gde dobrovoljna aktivnost nije bila dovoljna da se postigne nulti otpad kao cilj.)
MATCH@E:(Establish criteria for implementing bans and mandates where voluntary efforts have not been effective in meeting Zero Waste. ~~~ 5.===>Utvrditi kriterijume za primenu zabrana i propisivanje kazni tamo gde dobrovoljna aktivnost nije bila dovoljna da se postigne nulti otpad kao cilj. 5.)
MATCH@M:(Sustainable development represents a commitment to advancing human well-being, with the added constraint that this development needs to take place within the ecological limits of the biosphere.===>Održivi razvoj znaci posvecenost unapredivanju dobrobiti za covecanstvo, a dodatno ogranicenje je to što ovaj razvoj treba da se odvija u okviru ekoloških uslo-va biosfere.)
MATCH@E:(Conclusion Sustainable development represents a commitment to advancing human well-being, with the added constraint that this development needs to take place within the ecological limits of the biosphere.===>Zaključak Održivi razvoj znači posvećenost unapređivanju dobrobiti za čovečanstvo, a dodatno ograničenje je to što ovaj razvoj treba da se odvija u okviru ekoloških uslova biosfere.)
MATCH@M:(Human economy depends on the planet’s natural capital that provides all ecological services and natural resources.===>Ljudska ekonomija zavisi od prirodnog kapitala planete koji obezbeduje sve ekološke usluge i sve prirodne resurse.)
MATCH@E:(Human economy depends on the planets natural capital that provides all ecological services and natural resources.===>Ljudska ekonomija zavisi od prirodnog kapitala planete koji obezbeđuje sve ekološke usluge i sve prirodne resurse.)
MATCH@M:(As a result of population increase and economic development, humans have exerted a considerable impact on the earth and are facing a series of incompatibilities among the natural resources, environment, and economy, such as the dichotomy of population growth and depression of resources and environment deterioration.===>Usled porasta broja stanovnika i kao posledica privrednog razvoja, ljudi su izvršili znacajan uticaj na zemlju, a rezultat je niz neravno-mernosti i neuskladenosti izmedu prirodnih resursa, životne sredine i privrede, kao što je dihotomija izmedu porasta broja stanovnika i sve siromašnijih resursa i propadanja životne sredine.)
MATCH@E:(As a result of population increase and economic development, humans have exerted a considerable impact on the earth and are facing a series of incompatibilities among the natural resources, environment, and economy, such as the dichotomy of population growth and depression of resources and environment deterioration.===>Usled porasta broja stanovnika i kao posledica privrednog razvoja, ljudi su izvršili značajan uticaj na zemlju, a rezultat je niz neravnomernosti i neusklađenosti između prirodnih resursa, životne sredine i privrede, kao što je dihotomija između porasta broja stanovnika i sve siromašnijih resursa i propadanja životne sredine.)
MATCH@M:(By understanding why human race need to reduce the amount of waste that all of us produce and dispose of, we can make a big difference to the scale of residual waste that needs to be treated.===>Ako shvatimo zašto covecanstvo treba da smanje kolicinu otpada koji svi mi proizvodimo i izbacujemo, znacajno cemo izmeniti kolicinu otpada kao problem koji moramo da rešavamo.)
MATCH@E:(By understanding why human race need to reduce the amount of waste that all of us produce and dispose of, we can make a big difference to the scale of residual waste that needs to be treated.===>Ako shvatimo zašto čovečanstvo treba da smanje količinu otpada koji svi mi proizvodimo i izbacujemo, značajno ćemo izmeniti količinu otpada kao problem koji moramo da rešavamo.)
MATCH@M:(We (people) all need to make a concerted effort to think about the types of products we are buying, and consider whether they can be reused or recycled.===>Mi (ljudi) svi moramo da se udružimo i da razmislimo o vrstama proizvoda koje kupujemo, da vidimo da li se oni mogu koristiti više puta ili reciklirati.)
MATCH@E:(We (people) all need to make a concerted effort to think about the types of products we are buying, and consider whether they can be reused or recycled.===>Mi (ljudi) svi moramo da se udružimo i da razmislimo o vrstama proizvoda koje kupujemo, da vidimo da li se oni mogu koristiti više puta ili reciklirati.)
MATCH@M:(Human interaction with the regenerative capacity must thus be managed carefully.===>Ovim poslom sa regenerisanjem kapaciteta mora se stoga pažljivo upravljati.)
MATCH@E:(Human interaction with the regenerative capacity must thus be managed carefully.===>Ovim poslom sa regenerisanjem kapaciteta mora se stoga pažljivo upravljati.)
MATCH@M:(Just as it is in our self-interest to track our financial assets carefully, it is equally important to track our ecological assets, which provide the ecological services that sustain human life and economic activity.===>Kao što je u našem interesu da pažljivo pratimo finansijska sredstva kojima raspolažemo, jednako je važno da pratimo ekološka sredstva koja nam pružaju ekološke usluge kojima se održava ljudski život i privredna aktivnost.)
MATCH@E:(Just as it is in our self-interest to track our financial assets carefully, it is equally important to track our ecological assets, which provide the ecological services that sustain human life and economic activity.===>Kao što je u našem interesu da pažljivo pratimo finansijska sredstva kojima raspolažemo, jednako je važno da pratimo ekološka sredstva koja nam pružaju ekološke usluge kojima se održava ljudski život i privredna aktivnost.)
MATCH@M:(On the other hand, Zero Waste has to be a design principle for the 21st Century that seeks to redesign the way resources and materials flow through society.===>S druge strane, nulti otpad treba da bude vladajuci princip u 21. veku u kome treba da preuredimo tokove resursa i materijala.)
MATCH@E:(On the other hand, Zero Waste has to be a design principle for the 21st Century that seeks to redesign the way resources and materials flow through society.===>S druge strane, nulti otpad treba da bude vladajući princip u 21. veku u kome treba da preuredimo tokove resursa i materijala.)
MATCH@M:(Zero Waste requires eliminating subsidies for raw material responsible for their products and packaging ‘from cradle to cradle’.===>Princip nultog otpada zahteva da se ukinu subvencije za dobijanje sirovina i za rukovanje otpadom i za to da proizvodaci budu odgovorni za svoje proizvode i ambalažu „od kolevke do kolev-ke“.)
MATCH@E:(Zero Waste requires eliminating subsidies for raw material extraction and waste disposal, and holding producers responsible for their products and packaging from cradle to cradle.===>Princip nultog otpada zahteva da se ukinu subvencije za dobijanje sirovina i za rukovanje otpadom i za to da proizvođači budu odgovorni za svoje proizvode i ambalažu od kolevke do kolevke.)
MATCH@M:(The goal is to promote clean production, prevent pollution, and create communities in which all products are designed to be cycled safely back into the economy or environment.===>Cilj je da se unapredi cista proizvodnja, da se spreci zagadenje i da se izgrade zajednice u kojima ce proizvodi biti napravljeni tako da mogu da se recikliraju i bezbedno vrate u privredu ili u okruženje.)
MATCH@E:(The goal is to promote clean production, prevent pollution, and create communities in which all products are designed to be cycled safely back into the economy or environment.===>Cilj je da se unapredi čista proizvodnja, da se spreči zagađenje i da se izgrade zajednice u kojima će proizvodi biti napravljeni tako da mogu da se recikliraju i bezbedno vrate u privredu ili u okruženje.)
MATCH@M:(Since 2005, the World Economic Forum (WEF) has based its research on competitiveness in the Global Competitiveness Index (GCI), a comprehensive index that measures the microeconomic and macroeconomic foundations of national competitiveness.===>Od 2005 godine World Economic Forum, (Svjetski ekonomski forum) je bazirao svoje istraživanje konkurentnosti na Indeksu globalne konkurentnosti (GCI), sveobuhvatnom indeksu koji mjeri mikroekonomske i makroekonomske temelje nacionalne konkurentnosti.)
MATCH@E:(Nikola Milović Faculty of Economics, Podgorica Since 2005, the World Economic Forum (WEF) has based its research on competitiveness in the Global Competitiveness Index (GCI), a comprehensive index that measures the microeconomic and macroeconomic foundations of national competitiveness.===>338:339.137.2(497.16)2007đ2010 ; 330.341.1(497.16) mr. Nikola Milović Ekonomski fakultet Podgorica Od 2005 godine World Economic Forum, (Svjetski ekonomski forum) je bazirao svoje istraživanje konkurentnosti na Indeksu globalne konkurentnosti (GCI), sveobuhvatnom indeksu koji mjeri mikroekonomske i makroekonomske temelje nacionalne konkurentnosti.)
MATCH@M:(According to the WEF, competitiveness is defined as a set of institutions, policies and factors that determine the level of productivity of a country.===>Prema WEF konkurentnost se definise kao skup institucija, politika i faktora koji odreduju nivo produktivnosti jedne zemlje.)
MATCH@E:(According to the WEF, competitiveness is defined as a set of institutions, policies and factors that determine the level of productivity of a country Š1Ë.===>Prema WEF konkurentnost se definiše kao skup institucija, politika i faktora koji određuju nivo produktivnosti jedne zemlje Š1Ë.)
MATCH@M:(The level of productivity, in contrast, establishes a sustainable level of prosperity that can be created by the economy.===>Nivo produktivnosti, nasuprot tome, postavlja održiv nivo prosperiteta koji može biti stvoren od strane privrede.)
MATCH@E:(The level of productivity, in contrast, establishes a sustainable level of prosperity that can be created by the economy.===>Nivo produktivnosti, nasuprot tome, postavlja održiv nivo prosperiteta koji može biti stvoren od strane privrede.)
MATCH@M:(In other words, more competitive economies tend to be able to produce higher levels of income for their citizens.===>Drugim rijecima, vise konkurentna privreda ima tendenciju da može da proizvede visi nivo prihoda za svoje gradane.)
MATCH@E:(In other words, more competitive economies tend to be able to produce higher levels of income for their citizens.===>Drugim riječima, više konkurentna privreda ima tendenciju da može da proizvede viši nivo prihoda za svoje građane.)
MATCH@M:(The level of productivity also determines the rate of return on investments into the economy.===>Nivo produktivnosti takode odreduje i stope prinosa na investicije u samu privredu.)
MATCH@E:(The level of productivity also determines the rate of return on investments into the economy.===>Nivo produktivnosti takođe određuje i stope prinosa na investicije u samu privredu.)
MATCH@M:(The rates of return on investments and the return on investments themselves are very complementary to achieving economic growth in the economy; more competitive economies are those whose growth is faster in the medium term compared to the long term.===>Stope prinosa na investicije, kao i povrat samih investicija su komplementarne ostvarivanju stopa privrednog rasta same ekonomije, vise konkurentne ekonomije su one koje brže rastu na srednji u odnosu na dugi rok.)
MATCH@E:(The rates of return on investments and the return on investments themselves are very complementary to achieving economic growth in the economy; more competitive economies are those whose growth is faster in the medium term compared to the long term.===>Stope prinosa na investicije, kao i povrat samih investicija su komplementarne ostvarivanju stopa privrednog rasta same ekonomije, više konkurentne ekonomije su one koje brže rastu na srednji u odnosu na dugi rok.)
MATCH@M:(The concept of competitiveness thus involves both static and dynamic components.===>Koncept konkurentnosti na taj nacin podrazumjeva staticke i dinamicke komponente.)
MATCH@E:(The concept of competitiveness thus involves both static and dynamic components.===>Koncept konkurentnosti na taj način podrazumjeva statičke i dinamičke komponente.)
MATCH@M:(Although the productivity of the country clearly determines its ability to maintain its income levels, it is also one of the central determinants of returns on investments, which is one of the key factors when explaining the growth potential of the economy.===>Iako produktivnost zemlje jasno odreduje njenu sposobnost da održi svoj nivo prihoda, ona je takode jedno od centralnih determinanti povrata na investicije, koji je jedan od kljucnih faktora kada ob-jasnjavamo potencijal rasta privrede.)
MATCH@E:(Although the productivity of the country clearly determines its ability to maintain its income levels, it is also one of the central determinants of returns on investments, which is one of the key factors when explaining the growth potential of the economy.===>Iako produktivnost zemlje jasno određuje njenu sposobnost da održi svoj nivo prihoda, ona je takođe jedno od centralnih determinanti povrata na investicije, koji je jedan od ključnih faktora kada objašnjavamo potencijal rasta privrede.)
MATCH@M:(The following paper presents a methodology of measuring competitiveness by the GCI index, statistical data related to the world economy, European Union countries, the countries that are in the process of accession to the EU, global advantages and disadvantages of the position of Montenegro and the countries of the region.===>U narednom radu predstavljena je metodologija mjerenja konkurentnosti putem GCI indeksa, statisticki podaci vezani za svjetsku ekonomiju, zemlje Evropske unije, zemlje koje se pridružuju EU, globalne prednosti i nedostaci pozicije Crne Gore i zemalja regiona.)
MATCH@E:(The following paper presents a methodology of measuring competitiveness by the GCI index, statistical data related to the world economy, European Union countries, the countries that are in the process of accession to the EU, global advantages and disadvantages of the position of Montenegro and the countries of the region. ~~~ 1.===>U narednom radu predstavljena je metodologija mjerenja konkurentnosti putem GCI indeksa, statistički podaci vezani za svjetsku ekonomiju, zemlje Evropske unije, zemlje koje se pridružuju EU, globalne prednosti i nedostaci pozicije Crne Gore i zemalja regiona. 1.)
MATCH@M:(The position of individual countries as regards certain competitiveness aspects is an issue dealt with by numerous international organizations.===>Pozicija pojedinih zemalja prema odredenim aspektima konkurentnosti predmet je analize razlicitih medunarodnih institucija.)
MATCH@E:(Introduction The position of individual countries as regards certain competitiveness aspects is an issue dealt with by numerous international organizations.===>Uvod Pozicija pojedinih zemalja prema određenim aspektima konkurentnosti predmet je analize različitih međunarodnih institucija.)
MATCH@M:(Some of them, such as the WEF (World Econimic Forum), the GCI (Global Competitiveness Index) use the notion of competitiveness already in their name; other methodologies use terms such as economic freedom, progress in transition, or conditions of business doing.===>Neka se od tih istraživanja u nazivu se jasno koriste pojmom konkurentnosti, kao što su WEF (World Economic Forum) GCI indeks (Global Competitiveness Index), a druge se metodologije koriste pojmovima poput ekonomskih sloboda, napretka u tranziciji ili uslovima poslovanja.)
MATCH@E:(Some of them, such as the WEF (World Econimic Forum), the GCI (Global Competitiveness Index) use the notion of competitiveness already in their name; other methodologies use terms such as economic freedom, progress in transition, or conditions of business doing.===>Neka se od tih istraživanja u nazivu se jasno koriste pojmom konkurentnosti, kao što su WEF (World Economic Forum) GCI indeks (Global Competitiveness Index), a druge se metodologije koriste pojmovima poput ekonomskih sloboda, napretka u tranziciji ili uslovima poslovanja.)
MATCH@M:(Our aim in this paper is not only to merely state the rankings of countries, but to offer these countries an opportunity to identify their weaknesses, overcome them, and consequently improve their competitiveness.===>Cilj ovih istraživanja nije samo puko utvrdivanje redoslijeda zemalja, vec i pružanje mogucnosti zemljama da uoce vlastite nedostatke i da njihovim otklanjanjem poboljšaju svoju konkurentnost.)
MATCH@E:(Our aim in this paper is not only to merely state the rankings of countries, but to offer these countries an opportunity to identify their weaknesses, overcome them, and consequently improve their competitiveness.===>Cilj ovih istraživanja nije samo puko utvrđivanje redoslijeda zemalja, već i pružanje mogućnosti zemljama da uoče vlastite nedostatke i da njihovim otklanjanjem poboljšaju svoju konkurentnost.)
MATCH@M:(Generally, the research conducted by international institutions can be classed into two categories.===>Generalno istraživanja medunarodnih institucija o nivou konkurentnosti mogu se podijeliti u dvije grupe.)
MATCH@E:(Generally, the research conducted by international institutions can be classed into two categories.===>Generalno istraživanja međunarodnih institucija o nivou konkurentnosti mogu se podijeliti u dvije grupe.)
MATCH@M:(One includes the research done by the WEF and the IMD.===>Prva grupa u koju ulaze istraživanja WEF i IMD-a.)
MATCH@E:(One includes the research done by the WEF and the IMD.===>Prva grupa u koju ulaze istraživanja WEF i IMD-a.)
MATCH@M:(In these analyses, the competitiveness level of an individual country is ranked in accordance with its economic system (social and international relations), the role of the state and the institutional environment.===>U ovim analizama se nivo konkurentnosti pojedine zemlje rangira prema ekonomskom sistemu (društveni i medunarodni odnosi), prema ulozi države i prema institucionalnom okviru.)
MATCH@E:(In these analyses, the competitiveness level of an individual country is ranked in accordance with its economic system (social and international relations), the role of the state and the institutional environment.===>U ovim analizama se nivo konkurentnosti pojedine zemlje rangira prema ekonomskom sistemu (društveni i međunarodni odnosi), prema ulozi države i prema institucionalnom okviru.)
MATCH@M:(The other group of research (the World Bank and Heritage) are related to an important determinant of development -regulations concerning business operations.===>Druga grupa istraživanja (Worldbank i Heritage) vezana su za znacajnu odrednicu razvoja - regulativu vezanu uz poslovne aktivnosti.)
MATCH@E:(The other group of research (the World Bank and Heritage) are related to an important determinant of development regulations concerning business operations.===>Druga grupa istraživanja (Worldbank i Heritage) vezana su za značajnu odrednicu razvoja regulativu vezanu uz poslovne aktivnosti.)
MATCH@M:(The group of transition countries can also use the EBRD transition progress index.===>Za grupu tranzicionih zemalja raspoloživ je i EBRD-ov indeks napretka u tranziciji.)
MATCH@E:(The group of transition countries can also use the EBRD transition progress index.===>Za grupu tranzicionih zemalja raspoloživ je i EBRD-ov indeks napretka u tranziciji.)
MATCH@M:(Common to all the quoted research is that in defining the position of a certain country, specially designed polls (the so-called soft data) are used in addition to the “hard“ statistical indicators (hard data).===>Ono što je zajednicko svim navedenim istraživanjima jest to što se u odredivanju pozicije pojedine zemlje, osim “tvrdih” statistickih pokazatelja (engl. hard data), koristi i posebno dizajniranim anketama (tzv. soft data).)
MATCH@E:(Common to all the quoted research is that in defining the position of a certain country, specially designed polls (the so-called soft data) are used in addition to the hard statistical indicators (hard data).===>Ono što je zajedničko svim navedenim istraživanjima jest to što se u određivanju pozicije pojedine zemlje, osim tvrdih statističkih pokazatelja (engl. hard data), koristi i posebno dizajniranim anketama (tzv. soft data).)
MATCH@M:(The purpose of such polls is to measure those competitiveness factors that are not available from standard statistical data, primarilly concerning the performance and independence of judicature, the preference for innovation, the quality of firm management, corruption, and the extent of the state impact upon business doing in the particular country.===>Cilj takvih anketa je izmjeriti one faktore konkurentnosti koji nisu raspoloživi iz standardnih statistickih podataka, a prije svega je rijec o ucinku i nezavisnosti pravosuda, o sklonosti inovacijama, o kvalitetu upravljanja preduzecima, o korupciji i o uticaju države na poslovanje u pojedinoj zemlji.)
MATCH@E:(The purpose of such polls is to measure those competitiveness factors that are not available from standard statistical data, primarilly concerning the performance and in dependence of judicature, the preference for innovation, the quality of firm management, corruption, and the extent of the state impact upon business doing in the particular country.===>Cilj takvih anketa je izmjeriti one faktore konkurentnosti koji nisu raspoloživi iz standardnih statističkih podataka, a prije svega je riječ o učinku i nezavisnosti pravosuđa, o sklonosti inovacijama, o kvalitetu upravlja nja preduzećima, o korupciji i o uticaju države na poslovanje u pojedinoj zemlji.)
MATCH@M:(These indicators are evidently, at least in the part concerned with poll surveys, the result of the perceptions the respondents have on the current conditions prevailing in the economy (soft data).===>Ocito je da su ti pokazatelji, u dijelu koji se odnosi na anketna istraživanja, rezultat percepcije anketiranih subjekata o zatecenom stanju u privredi (eng. soft data).)
MATCH@E:(These indicators are evidently, at least in the part concerned with poll surveys, the result of the perceptions the respondents have on the current conditions prevailing in the economy (soft data) Š2Ë. 2.===>Očito je da su ti pokazatelji, u dijelu koji se odnosi na anketna istraživanja, rezultat percepcije anketiranih subjekata o zatečenom stanju u privredi (eng. soft data)Š2Ë. 2.)
MATCH@M:(The GCI offers a weighted average of different components each of which reflects one aspect of a complex concept called competitiveness.===>GCI pruža ponderisani prosjek razlicitih komponenti od kojih svaka odražava jedan aspekt složenog koncepta koji nazivamo konkurentnost.)
MATCH@E:(Measuring competitiveness using gci methodology The GCI offers a weighted average of different components each of which reflects one aspect of a complex concept called competitiveness.===>Metodologija mjerenja konkurentnosti putem GCI GCI pruža ponderisani prosjek različitih komponenti od kojih svaka odražava jedan aspekt složenog koncepta koji nazivamo konkurentnost.)
MATCH@M:(All these components are grouped into 12 pillars which individually measure the competitiveness levels.===>Sve ove komponente su grupisane u 12 stubova koji pojedinacno mjere nivoe konkurentnosti.)
MATCH@E:(All these components are grouped into 12 pillars which individually measure the competitiveness levels.===>Sve ove komponente su grupisane u 12 stubova koji pojedinačno mjere nivoe konkurentnosti.)
MATCH@M:(The GCI is composed of 12 individual pillars (subindices) that can be classed into three categories: basic requirements, efficiency, and innovation.===>GCI je sastavljen od 12 pojedinacnih stubova (podin-deksa) koje možemo grupisati u tri cjeline: osnovni uslovi, efikasnost i inovacije.)
MATCH@E:(The GCI is composed of 12 individual pillars (subindices) that can be classed into three categories: basic requirements, efficiency, and innovation.===>GCI je sastavljen od 12 pojedinačnih stubova (podindeksa) koje možemo grupisati u tri cjeline: osnovni uslovi, efikasnost i inovacije.)
MATCH@M:(Each individual pillar explains one aspect of a complex concept known as competitiveness.===>Svaki od pojedninacnih stubova govori o jednom aspektu složenog koncepta koji nazivamo konkurentnost.)
MATCH@E:(Each individual pillar explains one aspect of a complex concept known as competitiveness.===>Svaki od pojedninačnih stubova govori o jednom aspektu složenog koncepta koji nazivamo konkurentnost.)
MATCH@M:(The economy fonded on basic factors includes four pillars measuring individual indices: institutions, infrastructure, macroeconomic stability, health and primary education.===>U okviru ekonomije temeljene na osnovnim faktorima imamo cetiri stuba koji mjere pojedinacne podin-dekse i to: institucije, infrastruktura, makroekonom-ska stabilnost, zdravstvo i osnovno obrazovanje.)
MATCH@E:(The economy fonded on basic factors includes four pillars measuring individual indices: institutions, infrastructure, macroeconomic stability, health and primary education.===>U okviru ekonomije temeljene na osnovnim faktorima imamo četiri stuba koji mjere pojedinačne podindekse i to: institucije, infrastruktura, makroekonomska stabilnost, zdravstvo i osnovno obrazovanje.)
MATCH@M:(In the economy founded on efficiency factors we observe 6 pillars or subindices: higher education and training, goods market efficiency, labour market efficiency, financial market efficiency, technological readiness and market size.===>U okviru ekonomije temeljene na faktorima efikasnosti posmatramo 6 stubova ili podindeksa i to : više obrazovanje i trening, efikasnost tržišta roba, efikasnost tržišta rada, efikasnost finansijskog tržišta, tehnološka spremnost i velicina tržišta.)
MATCH@E:(In the economy founded on efficiency factors we observe 6 pillars or subindices: higher education and training, goods market efficiency, labour market efficiency, financial market efficiency, technological readiness and market size.===>U okviru ekonomije temeljene na faktorima efikasnosti posmatramo 6 stubova ili podindeksa i to : više obrazovanje i trening, efikasnost tržišta roba, efikasnost tržišta rada, efikasnost finansijskog tržišta, tehnološka spremnost i veličina tržišta.)
MATCH@M:(The third category, the economy founded on innovation factors includes the last two pillars of global competitiveness: business sophistication and innovation.===>Treca cjelina, ekonomija temeljena na inovacijskim faktorima, sadrži poslednja dva stuba globalne konkurentnosti: poslovna sofisticiranost i inovativnost.)
MATCH@E:(The third category, the economy founded on innovation factors includes the last two pillars of global competitiveness: business sophistication and innovation.===>Treća cjelina, ekonomija temeljena na inovacijskim faktorima, sadrži poslednja dva stuba globalne konku rentnosti:)
MATCH@M:(According to the GCI, in the first phase of its development, economy is founded on the basic factors and the production is conducted on the basis of the factors such as insufficiently skilled labour force and natural resources.===>Prema GCI u prvoj fazi razvoja ekonomija se temelji na osnovnim faktorima i proizvodnja se odvija na osnovu faktora kao što su ne dovoljno kvalifikovana radna snaga i prirodni resursi.)
MATCH@E:(Phases of development and weighted index According to the GCI, in the first phase of its development, economy is founded on the basic factors and the production is conducted on the basis of the factors such as insufficiently skilled labour force and natural resources.===>Faze razvoja i ponderisani indeks Prema GCI u prvoj fazi razvoja ekonomija se temelji na osnovnim faktorima i proizvodnja se odvija na osnovu faktora kao što su ne dovoljno kvalifikovana radna snaga i prirodni resursi.)
MATCH@M:(The companies compete on the basis of low prices which are a consequence of the primary product and goods manufacturing, with decreased productivity and low wages.===>Preduzeca se takmice na osnovu niskih cijena koje su posledica proizvodnje primarnih proizvoda i robe, sa smanjenom produktivnosti i niskim platama.)
MATCH@E:(The companies compete on the basis of low prices which are a consequence of the primary product and goods manufacturing, with decreased productivity and low wages.===>Preduzeća se takmiče na osnovu niskih cijena koje su posledica proizvodnje primarnih proizvoda i robe, sa smanjenom produktivnosti i niskim platama.)
MATCH@M:(Maintaining competitiveness in this development phase of economy depends on a good work of public and private institutions (1st pillar), well developed infrastructure (2nd pillar), stable macroeconomic environment (3rd pillar), and healthy and educated labour force (4th pillar).===>Održavanje konkurentnosti u ovoj fazi razvoja privrede zavisi od dobrog funkcionisanja državnih i privatnih institucija(1 stub), dobro razvijene infrastrukture^ stub), stabilnog makroekonomskog okvi-ra(3 stub) i zdrave i obrazovane radne snage(4 stub).)
MATCH@E:(Maintaining competitiveness in this development phase of economy depends on a good work of public and private institutions (1st pillar), well developed infrastructure (2nd pillar), stable macroeconomic environment (3rd pillar), and healthy and educated labour force (4th pillar).===>Održavanje konkurentnosti u ovoj fazi razvoja privrede zavisi od dobrog funkcionisanja državnih i privatnih institucija(1 stub), dobro razvijene infrastrukture(2 stub), stabilnog makroekonomskog okvira(3 stub) i zdrave i obrazovane radne snage(4 stub).)
MATCH@M:(As wages rise together with the development of economy, the country moves to efficiency factors and the development phase based on them, and companies start manufacturing on higher productivity levels, the results being new and higher quality products.===>Kako se plate povecavaju sa razvojem privrede, zemlja se pomjera ka faktorima efikasnosti i fazi razvoja koja se temelji na njima, tada preduzeca pocinju da proizvode na vecim nivoima produktivnosti i kao rezultat dobijaju se noviji kvalitetniji proizvodi.)
MATCH@E:(As wages rise together with the development of economy, the country moves to efficiency factors and the development phase based on them, and companies start manufacturing on higher productivity levels, the results being new and higher quality products.===>)
BAD_LINE_=============================================================
BAD_LINE_M:As wages rise together with the development of economy, the country moves to efficiency factors and the development phase based on them, and companies start manufacturing on higher productivity levels, the results being new and higher quality products.
BAD_LINE_M:Kako se plate povecavaju sa razvojem privrede, zemlja se pomjera ka faktorima efikasnosti i fazi razvoja koja se temelji na njima, tada preduzeca pocinju da proizvode na vecim nivoima produktivnosti i kao rezultat dobijaju se noviji kvalitetniji proizvodi.
BAD_LINE_E:As wages rise together with the development of economy, the country moves to efficiency factors and the development phase based on them, and companies start manufacturing on higher productivity levels, the results being new and higher quality products.
BAD_LINE_E:
MATCH@M:(In this phase of development the competition lies in higher education and training (5 th pillar), efficient goods market (6th pillar), efficiency of the labour market (7th pillar), efficient capital market (8th pillar), as well as the competence to implement current technologies (9th pillar).===>U ovoj fazi razvoja konkurencija se temelji na visokom obrazovanju i obuci(5 stub), efikasnom tržištu roba(6 stub), dobrom funkcionisanju tržišta rada(7 stub), efikasnom tržištu kapitala(8 stub), velikom domacem ili stranom tržištu(10 stub), kao i sposobnosti da se iskoriste postojece tehnologije(9 stub).)
MATCH@E:(In this phase of development the competition lies in higher education and training (5th pillar), efficient goods market (6th pillar), efficiency of the labour market (7th pillar), efficient capital market (8th pillar), as well as the competence to implement current technologies (9th pillar).===>)
BAD_LINE_=============================================================
BAD_LINE_M:In this phase of development the competition lies in higher education and training (5 th pillar), efficient goods market (6th pillar), efficiency of the labour market (7th pillar), efficient capital market (8th pillar), as well as the competence to implement current technologies (9th pillar).
BAD_LINE_M:U ovoj fazi razvoja konkurencija se temelji na visokom obrazovanju i obuci(5 stub), efikasnom tržištu roba(6 stub), dobrom funkcionisanju tržišta rada(7 stub), efikasnom tržištu kapitala(8 stub), velikom domacem ili stranom tržištu(10 stub), kao i sposobnosti da se iskoriste postojece tehnologije(9 stub).
BAD_LINE_E:In this phase of development the competition lies in higher education and training (5th pillar), efficient goods market (6th pillar), efficiency of the labour market (7th pillar), efficient capital market (8th pillar), as well as the competence to implement current technologies (9th pillar).
BAD_LINE_E:
MATCH@M:(Finally, as economies move towards the phase characterised by innovation inclined factors, higher wages and standard of living are only possible on condition business doing is oriented towards manufacturing new and unique products.===>Konacno, kako se privrede krecu ka fazi koju oznacavaju faktori na strani inovativnosti, vece zarade i životni standard su jedino moguce ukoliko je poslovanje vezano za proizvodnju novih i jedinstvenih proizvoda.)
MATCH@E:(Finally, as economies move towards the phase characterised by innovation inclined factors, higher wages and standard of living are only possible on condition business doing is oriented towards manufacturing new and unique products.===>Konačno, kako se privrede kreću ka fazi koju označavaju faktori na strani inovativnosti, veće zarade i životni standard su jedino moguće ukoliko je poslovanje vezano za proizvodnju novih i jedinstvenih proizvoda.)
MATCH@M:(The competitiveness of firms in this phase is based on innovation (12th pillar), product manufacturing and development implementing the most up-to-date production processes (11th pillar).===>U ovoj fazi preduzeca temelje konkurentnost na inovaci-jama(12 stub), proizvodnji i razvoju proizvoda uz pomoc najsavremenijih proizvodnih procesa(11 stub).)
MATCH@E:(The competitiveness of firms in this phase is based on innovation (12th pillar), product manufacturing and development implementing the most up-to-date production processes (11th pillar).===>U ovoj fazi preduzeća temelje konkurentnost na inovacijama(12 stub), proizvodnji i razvoju proizvoda uz pomoć najsavremenijih proizvodnih procesa(11 stub).)
MATCH@M:(The concept of the phases in the development is integrated into the Index, with most attention paid to those pillars relevant for the country and its current level od development.===>Koncept faza u razvoju je integrisan u Index, dajuci veci naglasak onim stubovima koji su relevantni za zemlju i njen trenutni nivo razvoja.)
MATCH@E:(The concept of the phases in the development is integrated into the Index, with most attention paid to those pillars relevant for the country and its current level od development.===>Koncept faza u razvoju je integrisan u Index, dajući veći naglasak onim stubovima koji su relevantni za zemlju i njen trenutni nivo razvoja.)
MATCH@M:(Similarly, although there are 12 pillars for each individual country, the importance of individual pillars depends on the phase the country is in.===>Takode, iako imamo svih 12 stubova pojedinacno za svaki zemlju, znacaj pojedinih zavisi od faze u kojoj se zemlja nalazi.)
MATCH@E:(Similarly, although there are 12 pillars for each individual country, the importance of individual pillars depends on the phase the country is in.===>Takođe, iako imamo svih 12 stubova pojedinačno za svaki zemlju, značaj pojedinih zavisi od faze u kojoj se zemlja nalazi.)
MATCH@M:(Finally, all the pillars are structured into three subindices, each of special importance for a particular phase of development.===>Na kraju svi subovi su strukturirani u tri podindeksa, svaki od posebnog znacaja za odredenu fazu razvoja.)
MATCH@E:(Finally, all the pillars are structured into three subindices, each of special importance for a particular phase of development.===>Na kraju svi subovi su strukturirani u tri podindeksa, svaki od posebnog značaja za određenu fazu razvoja.)
MATCH@M:(The subindex of the basic development factors groups those pillars that are most critical for the country in the phase of the basic factors founded development.===>Podindeks osnovnih faktora razvoja grupiše one stu-bove koji su najkriticniji za zemlju koja se nalazi u fazi osnovnih faktora razvoja.)
MATCH@E:(The subindex of the basic development factors groups those pillars that are most critical for the country in the phase of the basic factors founded development.===>Podindeks osnovnih faktora razvoja grupiše one stubove koji su najkritičniji za zemlju koja se nalazi u fazi osnovnih faktora razvoja.)
MATCH@M:(The efficiency subindex includes those pillars that are necessary for the country in the development phase characterised by the efficiency factors.===>Podindeks efikasnosti ukljucuje one stubove koji su neophodni za zemlju u fazi razvoja koju karakterišu faktori efikasnosti.)
MATCH@E:(The efficiency subindex includes those pillars that are necessary for the country in the development phase characterised by the efficiency factors.===>Podindeks efikasnosti uključuje one stubove koji su neophodni za zemlju u fazi razvoja koju karakterišu faktori efikasnosti.)
MATCH@M:(The innovation and business sophistication subindex includes the pillars observed in the final phase of development based on innovation factors.===>Po-dindeks inovacija i sofisticiranosti poslovanja grupiše one stubove koji se posmatraju u poslednjoh fazi razvoja temeljenoj na faktorima inovativnosti.)
MATCH@E:(The innovation and business sophistication subindex includes the pillars observed in the final phase of development based on innovation factors.===>Podindeks inovacija i sofisticiranosti poslovanja grupiše one stubove koji se posmatraju u poslednjoh fazi razvoja temeljenoj na faktorima inovativnosti.)
MATCH@M:(The specific nature of weighting and of importance assigned to each of the subindices within different development phases is presented in Table 1.===>Specificnost ponderisanja i važnosti koja je data svakom od podindeksa u okviru razlicitih faza razvoja prikazana je narednom tabelom 1.)
MATCH@E:(The specific nature of weighting and of importance assigned to each of the subindices within different development phases is presented in Table 1.===>Specifičnost ponderisanja i važnosti koja je data svakom od podindeksa u okviru različitih faza razvoja prikazana je narednom tabelom 1.)
MATCH@M:(One, the per capita GDP indicator is used as a widely available fact, given that the income level is not available for all the countries covered by the research.===>Prvi, nivo GDP po glavi stanovnika, ovaj pokazatelj se koristi kao {iroko dostupan podatak, obzirom da nivo zarada nije dostupan za sve zemlje koje su pokrivene istra`ivanjem.)
MATCH@E:(One, the per capita GDP indicator is used as a widely available fact, given that the income level is not available for all the countries covered by the research.===>Prvi, nivo GDP po glavi stanovnika, ovaj pokazatelj se koristi kao široko dostupan podatak, obzirom da nivo zarada nije dostupan za sve zemlje koje su pokrivene istraživanjem.)
MATCH@M:(The other, the indicator of the level of economy established on the basic factors, is measured by the share of the exports of primary products in the total exports and assumes the countries which export more that 70% of primary products in the total amount of exports (measured by a five-year average) to be basic factor driven economies to a large degree.===>Drugi, mjeri nivo ekonomije temeljene na osnovnim faktorima, mjeri se pomo}u udjela izvoza primarnih proizvoda u ukupnom izvozu i predpostavlja da zemlje koje izvoze vi[e od 70% primarnih proizvoda u ukupnom izvozu(mjerene petogodi[njim prosjekom) su u velikoj mjeri ekonomije temeljene na osnovnim faktorima.)
MATCH@E:(The other, the indicator of the level of economy established on the basic factors, is measured by the share of the exports of primary products in the total exports and assumes the countries which export more that 70% of primary products in the total amount of exports (measured by a five-year average) to be basic factor driven economies to a large degree.===>Drugi, mjeri nivo ekonomije temeljene na osnovnim faktorima, mjeri se pomoću udjela izvoza primarnih proizvoda u ukupnom izvozu i predpostavlja da zemlje koje izvoze više od 70% primarnih proizvoda u ukupnom izvozu(mjerene petogodišnjim prosjekom) su u velikoj mjeri ekonomije temeljene na osnovnim faktorima.)
MATCH@M:(Their development process is characterised by a slow trensition from one phase to another.===>Za njih je karakteristicno da se sporo krecu iz jedne u drugu fazu u procesu sopstvenog razvoja.)
MATCH@E:(Their development process is characterised by a slow trensition from one phase to another.===>WEF Za zemlje koje se nalaze između navedenih faza razvoja smatra se da se nalaze u procesu tranzicije.)
BAD_LINE_=============================================================
BAD_LINE_M:Their development process is characterised by a slow trensition from one phase to another.
BAD_LINE_M:Za njih je karakteristicno da se sporo krecu iz jedne u drugu fazu u procesu sopstvenog razvoja.
BAD_LINE_E:Their development process is characterised by a slow trensition from one phase to another.
BAD_LINE_E:WEF Za zemlje koje se nalaze između navedenih faza razvoja smatra se da se nalaze u procesu tranzicije.
MATCH@M:(The knowledge of the development phase a particular country is in and the comparison of the countries, emphasises the development factors of crucial importance for the transition to a higher level of development.===>Upoznavanjem sa fazom razvoja pojedinih od zemalja i njihovim poredenjem daje se naglasak na faktorima razvoja koji su od znacaja za prelaz na viši nivo razvoja.)
MATCH@E:(The knowledge of the development phase a particular country is in and the comparison of the countries, emphasises the development factors of crucial importance for the transition to a higher level of development.===>Za njih je karakteristično da se sporo kreću iz jedne u drugu fazu u procesu sopstvenog razvoja. ~~~ Upoznavanjem sa fazom razvoja pojedinih od zemalja i njihovim poređenjem daje se naglasak na faktorima razvoja koji su od značaja za prelaz na viši nivo razvoja.)
BAD_LINE_=============================================================
BAD_LINE_M:The knowledge of the development phase a particular country is in and the comparison of the countries, emphasises the development factors of crucial importance for the transition to a higher level of development.
BAD_LINE_M:Upoznavanjem sa fazom razvoja pojedinih od zemalja i njihovim poredenjem daje se naglasak na faktorima razvoja koji su od znacaja za prelaz na viši nivo razvoja.
BAD_LINE_E:The knowledge of the development phase a particular country is in and the comparison of the countries, emphasises the development factors of crucial importance for the transition to a higher level of development.
BAD_LINE_E:Za njih je karakteristično da se sporo kreću iz jedne u drugu fazu u procesu sopstvenog razvoja. ~~~ Upoznavanjem sa fazom razvoja pojedinih od zemalja i njihovim poređenjem daje se naglasak na faktorima razvoja koji su od značaja za prelaz na viši nivo razvoja.
MATCH@M:(Each of the countries included in the study is ranked as related to other countries on a 1-7 scale, where 7 is a maximum score or rank that places the country among developed countries by a particular subindex or pillar.===>Svaka zemlje obuhvacena istraživanjem rangira se u odnosu na druge zemlje i to: u rasponu 1-7 gdje je 7 maksimalni iznos ili rang koji zemlju svrstava u razvijene po pojedinom podindeksu ili stubu.)
MATCH@E:(Each of the countries included in the study is ranked as related to other countries on a 1-7 scale, where 7 is a maximum score or rank that places the country among developed countries by a particular subindex or pillar. the world.===>Svaka zemlje obuhvaćena istraživanjem rangira se u odnosu na druge zemlje i to: u rasponu 1-7 gdje je 7 maksimalni iznos ili rang koji zemlju svrstava u razvijene po pojedinom podindeksu ili stubu. 4.)
MATCH@M:(According to the World Economic Forum statistics for the year 2007 and the global competitiveness index computed, this is the first time Montenegro entered the the official ranking list together with 131 countries in the world.===>Prema statistikama Svjetskog ekonomskog foruma za 2007. godinu i izracunavanja indeksa globalne konkurentnosti Crna Gora se po prvi put našla na zvanicnoj rang listi sa još 131 zemljom u svijetu.)
MATCH@E:(Global competitiveness report the position of Montenegro According to the World Economic Forum statistics for the year 2007 and the global competitiveness index computed, this is the first time Montenegro entered the the official ranking list together with 131 countries in the world.===>WEF Za 2009. godinu [vajcarska je preuzela prvu poziciju od SAD. ~~~ Zbog posledica globalne krize Danska koja je u 2007. godini bila na 3 poziciji u 2009. je na 5. mjestu. [vedska, Finska, Njemačka i Holandija zauzimaju 4., 6., 7., 10. mjesto od 134 zemlje.)
BAD_LINE_=============================================================
BAD_LINE_M:According to the World Economic Forum statistics for the year 2007 and the global competitiveness index computed, this is the first time Montenegro entered the the official ranking list together with 131 countries in the world.
BAD_LINE_M:Prema statistikama Svjetskog ekonomskog foruma za 2007. godinu i izracunavanja indeksa globalne konkurentnosti Crna Gora se po prvi put našla na zvanicnoj rang listi sa još 131 zemljom u svijetu.
BAD_LINE_E:Global competitiveness report the position of Montenegro According to the World Economic Forum statistics for the year 2007 and the global competitiveness index computed, this is the first time Montenegro entered the the official ranking list together with 131 countries in the world.
BAD_LINE_E:WEF Za 2009. godinu [vajcarska je preuzela prvu poziciju od SAD. ~~~ Zbog posledica globalne krize Danska koja je u 2007. godini bila na 3 poziciji u 2009. je na 5. mjestu. [vedska, Finska, Njemačka i Holandija zauzimaju 4., 6., 7., 10. mjesto od 134 zemlje.
MATCH@M:(Table 3 presents competitiveness worldwide from the aspect of global competitiveness for 10 best countries.===>U sledecoj tabeli 3. se prikazuje konkurentnost u svijetu sa aspekta globalne konkurentnosti za 10 najboljih zemalja.)
MATCH@E:(Table 3 presents competitiveness worldwide from the aspect of global competitiveness for 10 best countries.===>Velika Britanija je van grupe top 10 i u 2008. i 2009. godini.)
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BAD_LINE_M:Table 3 presents competitiveness worldwide from the aspect of global competitiveness for 10 best countries.
BAD_LINE_M:U sledecoj tabeli 3. se prikazuje konkurentnost u svijetu sa aspekta globalne konkurentnosti za 10 najboljih zemalja.
BAD_LINE_E:Table 3 presents competitiveness worldwide from the aspect of global competitiveness for 10 best countries.
BAD_LINE_E:Velika Britanija je van grupe top 10 i u 2008. i 2009. godini.
MATCH@M:(In 2009, Switzerland overtook the U.S.A. and climbed to the first position.===>Za 2009. godinu Švajcarska je preuzela prvu poziciju od SAD.)
MATCH@E:(In 2009, Switzerland overtook the U.S.A. and climbed to the first position.===>Prema predhodnoj tabeli možemo vidjeti da se pojedine zemlje EU nalaze u samom vrhu najkonkurentnijih zemalja svijeta.)
BAD_LINE_=============================================================
BAD_LINE_M:In 2009, Switzerland overtook the U.S.A. and climbed to the first position.
BAD_LINE_M:Za 2009. godinu Švajcarska je preuzela prvu poziciju od SAD.
BAD_LINE_E:In 2009, Switzerland overtook the U.S.A. and climbed to the first position.
BAD_LINE_E:Prema predhodnoj tabeli možemo vidjeti da se pojedine zemlje EU nalaze u samom vrhu najkonkurentnijih zemalja svijeta.
MATCH@M:(Due to the consequences of the global crisis, Denmark, positioned 3rd in 2007, fell to position 5 in 2009.===>Zbog posledica globalne krize Danska koja je u 2007. godini bila na 3 poziciji u 2009. je na 5. mjestu.)
MATCH@E:(Due to the consequences of the global crisis, Denmark, positioned 3rd in 2007, fell to position 5 in 2009.===>Čak 5 od 10 zemalja čine zemlje EU. ~~~ Uspjeh zemalja i njihova pozicija na ljestvici konkurentnosti temelji se na: a) većem otvaranju tržišta, b) makroekonomskoj stabilnosti, c) uklanjanju unutrašnjih prepreka konkurenciji, d) poboljšanju poslovnog okruženja.)
BAD_LINE_=============================================================
BAD_LINE_M:Due to the consequences of the global crisis, Denmark, positioned 3rd in 2007, fell to position 5 in 2009.
BAD_LINE_M:Zbog posledica globalne krize Danska koja je u 2007. godini bila na 3 poziciji u 2009. je na 5. mjestu.
BAD_LINE_E:Due to the consequences of the global crisis, Denmark, positioned 3rd in 2007, fell to position 5 in 2009.
BAD_LINE_E:Čak 5 od 10 zemalja čine zemlje EU. ~~~ Uspjeh zemalja i njihova pozicija na ljestvici konkurentnosti temelji se na: a) većem otvaranju tržišta, b) makroekonomskoj stabilnosti, c) uklanjanju unutrašnjih prepreka konkurenciji, d) poboljšanju poslovnog okruženja.
MATCH@M:(Out of 131 countries on the list, Sweden, Finland, Germany and the Netherlands occupy positions number 4, 6, 7, and 10, respectively.===>Švedska, Finska, Njemacka i Holandija zauzimaju 4., 6., 7., 10. mjesto od 134 zemlje.)
MATCH@E:(Out of 131 countries on the list, Sweden, Finland, Germany and the Netherlands occupy positions number 4, 6, 7, and 10, respectively.===>Pozicija Crne Gore i pregled za predhodne tri godine govori o stalnom poboljšanju nivoa konkurentnosti i pozicije na ljestvici.)
BAD_LINE_=============================================================
BAD_LINE_M:Out of 131 countries on the list, Sweden, Finland, Germany and the Netherlands occupy positions number 4, 6, 7, and 10, respectively.
BAD_LINE_M:Švedska, Finska, Njemacka i Holandija zauzimaju 4., 6., 7., 10. mjesto od 134 zemlje.
BAD_LINE_E:Out of 131 countries on the list, Sweden, Finland, Germany and the Netherlands occupy positions number 4, 6, 7, and 10, respectively.
BAD_LINE_E:Pozicija Crne Gore i pregled za predhodne tri godine govori o stalnom poboljšanju nivoa konkurentnosti i pozicije na ljestvici.
MATCH@M:(Great Britain was not in the top 10 group in 2008 and 2009.===>Velika Britanija je van grupe top 10 i u 2008. i 2009. godini.)
MATCH@E:(Great Britain was not in the top 10 group in 2008 and 2009.===>U tabeli 4. prikazane su vrijednosti ranga pojedinacno za svaki stub i poziciju Crne Gore.)
BAD_LINE_=============================================================
BAD_LINE_M:Great Britain was not in the top 10 group in 2008 and 2009.
BAD_LINE_M:Velika Britanija je van grupe top 10 i u 2008. i 2009. godini.
BAD_LINE_E:Great Britain was not in the top 10 group in 2008 and 2009.
BAD_LINE_E:U tabeli 4. prikazane su vrijednosti ranga pojedinacno za svaki stub i poziciju Crne Gore.
MATCH@M:(As many as 5 countries out of the top 10 countries are the EU member countries.===>Cak 5 od 10 zemalja cine zemlje EU.)
MATCH@E:(As many as 5 countries out of the top 10 countries are the EU member countries.===>)
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BAD_LINE_M:As many as 5 countries out of the top 10 countries are the EU member countries.
BAD_LINE_M:Cak 5 od 10 zemalja cine zemlje EU.
BAD_LINE_E:As many as 5 countries out of the top 10 countries are the EU member countries.
BAD_LINE_E:
MATCH@M:(Table 4 presents the values in the ranking for each pillar and the position of Montenegro.===>U tabeli 4. prikazane su vrijednosti ranga pojedinacno za svaki stub i poziciju Crne Gore.)
MATCH@E:(Table 4 presents the values in the ranking for each pillar and the position of Montenegro.===>U sledećoj tabeli 3. se prikazuje konkurentnost u svijetu sa aspekta globalne konkurentnosti za 10 najboljih zemalja.)
BAD_LINE_=============================================================
BAD_LINE_M:Table 4 presents the values in the ranking for each pillar and the position of Montenegro.
BAD_LINE_M:U tabeli 4. prikazane su vrijednosti ranga pojedinacno za svaki stub i poziciju Crne Gore.
BAD_LINE_E:Table 4 presents the values in the ranking for each pillar and the position of Montenegro.
BAD_LINE_E:U sledećoj tabeli 3. se prikazuje konkurentnost u svijetu sa aspekta globalne konkurentnosti za 10 najboljih zemalja.
MATCH@M:(Compared to 2007, when it was first ranked, Montenegro improved its position by 20 positions.===>U odnosu na 2007. kada je i prvi put rangirana Crna Gora je poboljšala svoju poziciju za 20 mjesta.)
MATCH@E:(Compared to 2007, when it was first ranked, Montenegro improved its position by 20 positions.===>U odnosu na 2007. kada je i prvi put rangirana Crna Gora je poboljšala svoju poziciju za 20 mjesta.)
MATCH@M:(The analysis, as do others too, proves that Montenegro achieved best scores in the “financial market efficiency“ where it is positioned 17th.===>Ono što, slicno drugima, potvrduje i ova analiza je, da je Crna Gora najbolje ocijenjena kada je u pitanju „efikasnost finasijskog tržišta” i po tom osnovu se nalazi na 17 mjestu.)
MATCH@E:(The analysis, as do others too, proves that Montenegro achieved best scores in the financial market efficiency where it is positioned 17th.===>Ono što, slično drugima, potvrđuje i ova analiza je, da je Crna Gora najbolje ocijenjena kada je u pitanju efikasnost finasijskog tržišta i po tom osnovu se nalazi na 17 mjestu.)
MATCH@M:(Also, in view of macroeconomic stability, Montenegro occupied the 33rd and 35th positions in 2007 and 2008, respectively.===>Takode, u okviru makroekonomske stabilnosti Crna Gora je 2007. bila na 33 odnosno 35 poziciji za 2008. godinu.)
MATCH@E:(Also, in view of macroeconomic stability, Montenegro occupied the 33rd and 35th positions in 2007 and 2008, respectively.===>Takođe, u okviru makroekonomske stabilnosti Crna Gora je 2007. bila na 33 odnosno 35 poziciji za 2008. godinu.)
MATCH@M:(The global crisis consequences affected its 2009 score; it is considerably lower, i.e., Montenegro is ranked 70th out of 134 countries.===>Posledice globalne krize uticale su na rezultat za 2009. godinu. i on je dosta loš-ji sa 70. pozicijom od 134 zemlje.)
MATCH@E:(The global crisis consequences affected its 2009 score; it is considerably lower, i.e., Montenegro is ranked 70th out of 134 countries.===>Posledice globalne krize uticale su na rezultat za 2009. godinu. i on je dosta lošji sa 70. pozicijom od 134 zemlje.)
MATCH@M:(The lowest rates were obtained for the “market size“ (124th position), “infrastructure“ (93rd position), and “business sophisti-cation“ (80th position) criteria.===>Najlošije ocjene ima kada su u pitanju „velicina tržišta” - 124 mjesto, zatim „infrastruktura” - 93, „poslovna sofisticiranost” - 80. pozcija.)
MATCH@E:(The lowest rates were obtained for the market size (124th position), infrastructure (93rd position), and business sophistication (80th position) criteria.===>Najlošije ocjene ima kada su u pitanju veličina tržišta - 124 mjesto, zatim infrastruktura - 93, poslovna sofisticiranost 80. pozcija.)
MATCH@M:(The data in Table 4 show that Montenegro is well-ranked according to a majority of subindices.===>Podaci iz tabele 4. potvrduju da je Crna Gora relativno dobro rangirana prema vecini podindeksa.)
MATCH@E:(The data in Table 4 show that Montenegro is wellranked according to a majority of subindices.===>Podaci iz tabele 4. potvrđuju da je Crna Gora relativno dobro rangirana prema većini podindeksa.)
MATCH@M:(The biggest move within the structure of individual pillars of competitiveness was a result of improvements in all three individual subindices.===>Najveci pomak u okviru strukture pojedinacnih stu-bova konkurentnosti posledica je poboljšanja sva tri pojedinacna podindeksa.)
MATCH@E:(The biggest move within the structure of individual pillars of competitiveness was a result of improvements in all three individual subindices.===>Najveći pomak u okviru strukture pojedinačnih stubova konkurentnosti posledica je poboljšanja sva tri pojedinačna podindeksa.)
MATCH@M:(Similarly, the high position is mirrored in the aspects concerned with institutions, where Montenegro is ranked high, 52nd, an improvement compared to 2007 when it occupied the 78th position.===>Takode, visoka pozicija ogleda se u onim aspektima ocjene koji se ticu Institucija, gdje je Crna Gora rangirana na visokom 52 mjestu, napredak u odnosu na 2007. godinu kada je bila na 78 poziciji.)
MATCH@E:(Similarly, the high position is mirrored in the aspects concerned with institutions, where Montenegro is ranked high, 52nd, an improvement compared to 2007 when it occupied the 78th position.===>Takođe, visoka pozicija ogleda se u onim aspektima ocjene koji se tiču Institucija, gdje je Crna Gora rangirana na visokom 52 mjestu, napredak u odnosu na 2007. godinu kada je bila na 78 poziciji.)
MATCH@M:(The goods market efficiency and better rates of this pillar of competitiveness also resulted in an improvement of its position, from position 91 to position 58 in 2009.===>Takode, efikasnost tržišta dobara i bolje ocjene ovog stuba konkuretnosti su uticale na poboljšanje pozicije sa 91. na 58. mjesto. za 2009. godinu.)
MATCH@E:(The goods market efficiency and better rates of this pillar of competitiveness also resulted in an improvement of its position, from position 91 to position 58 in 2009.===>Takođe, efikasnost tržišta dobara i bolje ocjene ovog stuba konkuretnosti su uticale na poboljšanje pozicije sa 91. na 58. mjesto. za 2009. godinu.)
MATCH@M:(Measuring competitiveness using the GCI and the scope of economy of Montenegro on the WEF list suggests further guidelines in managing economy.===>Mjerenje konkurentnosti putem GCI i obuhvat privrede Crne Gore na listi WEF jasno naglašava i daje smjernice vodenju i upravljanju ekonomijom.)
MATCH@E:(Measuring competitiveness using the GCI and the scope of economy of Montenegro on the WEF list suggests further guidelines in managing economy.===>Mjerenje konkurentnosti putem GCI i obuhvat privrede Crne Gore na listi WEF jasno naglašava i daje smjernice vođenju i upravljanju ekonomijom.)
MATCH@M:(The creators of macroeconomic deveop-ment policy will find the subindices within the competitiveness pillars to be a valuable indicator of the achieved development level.===>Kreatorima makroekonomske razvojne politike podindeksi u okviru stubova konkurentnosti predstavljaju kvalitetan indikator dostignutog razvoja.)
MATCH@E:(The creators of macroeconomic deveopment policy will find the subindices within the competitiveness pillars to be a valuable indicator of the achieved development level Š3Ë. Table 4.===>Kreatorima makroekonomske razvojne politike podindeksi u okviru stubova konkurentnosti predstavljaju kvalitetan indikator dostignutog razvoja. ~~~ Š3Ë. ~~~ Tabela 4.)
MATCH@M:(The 2009 amount of GDP and the range of per capita $3,000-$9,000 proves that Montenegro is in phase 2, marked as an efficiency factor based development level of the country.===>Iznos GDP za 2009. godinu i raspon 3.000-9.000 dolara po glavi stanovnika pokazuje da se Crna Gora nalazi u Fazi 2 koja je oznacena kao nivo razvoja jedne zemlje koji se temelji na faktorima efikasnosti.)
MATCH@E:(The 2009 amount of GDP and the range of per capita $3,000-$9,000 proves that Montenegro is in phase 2, marked as an efficiency factor based development level of the country.===>Iznos GDP za 2009. godinu i raspon 3.000-9.000 dolara po glavi stanovnika pokazuje da se Crna Gora nalazi u Fazi 2 koja je označena kao nivo razvoja jedne zemlje koji se temelji na faktorima efikasnosti.)
MATCH@M:(All the Balkan countries save Croatia are in this phase of development.===>Sve zemlje Zapadnog Balkana osim Hrvatske nalaze se u ovoj fazi razvoja.)
MATCH@E:(All the Balkan countries save Croatia are in this phase of development. ~~~ 5.===>Sve zemlje Zapadnog Balkana osim Hrvatske nalaze se u ovoj fazi razvoja. 5.)
MATCH@M:(The Lisbom process has been a ten-year attempt of the European Union to achieve the goals set in 2000.===>Lisabonski proces predstavlja desetogodišnji napor Evropske unije u dostizanju ciljeva postavljenih 2000. godine.)
MATCH@E:(Wef lisbon review The Lisbom process has been a ten-year attempt of the European Union to achieve the goals set in 2000.===>WEF lisabonski pregled Lisabonski proces predstavlja desetogodišnji napor Evropske unije u dostizanju ciljeva postavljenih 2000. godine.)
MATCH@M:(The European leaders met in Lisbon in March, 2000 and adopted the Lisbon Strategy stating that by 2010 the European Union is to become the most competitive, most dynamic, knowledge-based economy in the world, capable of sustainable growth with a larger number of quality jobs and a higher level of cohesion.===>Evropski celnici su se u martu 2000. godine sastali u Lisabonu i usvojili Lisabonsku strategiju kojom su postavili cilj da Evropska unija do 2010. godine postane najkonkurentnija, najdinamicnija, na znanju utemeljena ekonomija u svijetu, sposobna za održivi rast sa više kvalitetnijih radnih mjesta i vecom socijalnom kohezijom.)
MATCH@E:(The European leaders met in Lisbon in March, 2000 and adopted the Lisbon Strategy stating that by 2010 the European Union is to become the most competitive, most dynamic, knowledge-based economy in the world, capable of sustainable growth with a larger number of quality jobs and a higher level of cohesion.===>Evropski čelnici su se u martu 2000. godine sastali u Lisabonu i usvojili Lisabonsku strategiju kojom su postavili cilj da Evropska unija do 2010. godine postane najkonkurentnija, najdinamičnija, na znanju utemeljena ekonomija u svijetu, sposobna za održivi rast sa više kvalitetnijih radnih mjesta i većom socijalnom kohezijom.)
MATCH@M:(The current economic crisis has clearly stressed the importance of competition-supported economy, sound and able to provide a solution to the market shocks and reduce the im-pect of negative effects of economic trends.===>Postojeca ekonomska kriza je jasno istakla znacaj konkurentski podržane privrede i zdrave ekonomije koja treba da ponudi odgovor postojecim šokovima na tržištu i smanji uticaj negativnih efe-kata privrednih kretanja.)
MATCH@E:(The current economic crisis has clearly stressed the importance of competition-supported economy, sound and able to provide a solution to the market shocks and reduce the impect of negative effects of economic trends.===>Postojeća ekonomska kriza je jasno istakla značaj konkurentski podržane privrede i zdrave ekonomije koja treba da ponudi odgovor postojećim šokovima na tržištu i smanji uticaj negativnih efekata privrednih kretanja.)
MATCH@M:(The objective of the Lisbon Strategy is to increase the productivity and competitiveness of the European economy that will be supported by the economic policies and previously established goals.===>Cilj Lisabonske strategije je povecati produktivnost i konkurentnost evropske privrede koja ce biti podržana ekonomskim politikama i ranije postavljenim ciljevima.)
MATCH@E:(The objective of the Lisbon Strategy is to increase the productivity and competitiveness of the European economy that will be supported by the economic policies and previously established goals.===>Cilj Lisabonske strategije je povećati produktivnost i konkurentnost evropske privrede koja će biti podržana ekonomskim politikama i ranije postavljenim ciljevima.)
MATCH@M:(This means building an information based society, establishment of a European field of research and development, development of a quality business environment, completion of a single market, establishment and integration of financial markets, building a knowledge-based society, a larger number of quality jobs, social cohesion, as well as a sustainable growth.===>Ovo podrazumjeva izgradnju informacionog društva, osnivanje evropskog prostora istraživanja i razvoja, razvoj kvalitetnog biznis okruženja, kompletiranje jedinstvenog tržišta, osnivanje i integrisanje finasijskog tržišta, izgradnja društva zasnovanog na znanju, više kvalitetnijih poslova, socijalna kohezija kao i održivi razvoj.)
MATCH@E:(This means building an information based society, establishment of a European field of research and development, development of a quality business environment, completion of a single market, establishment and integration of financial markets, building a knowledge-based society, a larger number of quality jobs, social cohesion, as well as a sustainable growth.===>Ovo podrazumjeva izgradnju informacionog društva, osnivanje evropskog prostora istraživanja i razvoja, razvoj kvalitetnog biznis okruženja, kompletiranje jedinstvenog tržišta, osnivanje i integrisanje finasijskog tržišta, izgradnja društva zasnovanog na znanju, više kvalitetnijih poslova, socijalna kohezija kao i održivi razvoj.)
MATCH@M:(The study published in 2010 includes three types of comparisons.===>Studija objavljena 2010. godine, vrši tri vrste porede-nja.)
MATCH@E:(The study published in 2010 includes three types of comparisons.===>Studija objavljena 2010. godine, vrši tri vrste poređenja.)
MATCH@M:(In addition to assessing the achievement of 27 EU member-countries, the study measures the competitiveness of the EU countries as compared to the most competitive countries in the world and Asia, as well as the competitiveness of the candidate countries for accession to the European Union.===>Uz ocjenjivanje rezultata 27 postojecih clanica EU, studija mjeri konkurentnost EU zemalja u pore-denju sa najkonkurentnijim zemljama svijeta i Azije, kao i konkurentnost kandidata i potencijalnih kandidata za ulazak u Evropsku uniju.)
MATCH@E:(In addition to assessing the achievement of 27 EU member-countries, the study measures the competitiveness of the EU countries as compared to the most competitive countries in the world and Asia, as well as the competitiveness of the candidate countries for accession to the European Union.===>Uz ocjenjivanje rezultata 27 postojećih članica EU, studija mjeri konkurentnost EU zemalja u poređenju sa najkonkurentnijim zemljama svijeta i Azije, kao i konkurentnost kandidata i potencijalnih kandidata za ulazak u Evropsku uniju.)
MATCH@M:(The last decade was rather turbulent for the European Union; the number of member-countries has almost been doubled, from 15 to 27, followed by a failure in adopting the European Constitution in 2005.===>Posednja decenija je bila veoma burna za Evropsku uniju, broj zemalja clanica je skoro udvostrucen, sa 15 na 27, uz neuspjeh u donošenju evropskog Ustava 2005,)
MATCH@E:(The last decade was rather turbulent for the European Union; the number of member-countries has almost been doubled, from 15 to 27, followed by a failure in adopting the European Constitution in 2005.===>Posednja decenija je bila veoma burna za Evropsku uniju, broj zemalja članica je skoro udvostručen, sa 15 na 27, uz neuspjeh u donošenju evropskog Ustava 2005, konačno je završen proces evropskog političkog ujedinjenja izglasavanjem i stupanjem na snagu Lisaboskog Ugovora decembra 2009. godine.)
BAD_LINE_=============================================================
BAD_LINE_M:The last decade was rather turbulent for the European Union; the number of member-countries has almost been doubled, from 15 to 27, followed by a failure in adopting the European Constitution in 2005.
BAD_LINE_M:Posednja decenija je bila veoma burna za Evropsku uniju, broj zemalja clanica je skoro udvostrucen, sa 15 na 27, uz neuspjeh u donošenju evropskog Ustava 2005,
BAD_LINE_E:The last decade was rather turbulent for the European Union; the number of member-countries has almost been doubled, from 15 to 27, followed by a failure in adopting the European Constitution in 2005.
BAD_LINE_E:Posednja decenija je bila veoma burna za Evropsku uniju, broj zemalja članica je skoro udvostručen, sa 15 na 27, uz neuspjeh u donošenju evropskog Ustava 2005, konačno je završen proces evropskog političkog ujedinjenja izglasavanjem i stupanjem na snagu Lisaboskog Ugovora decembra 2009. godine.
MATCH@M:(The process of European political uniting was finally completed by adopting and enforcing the Lisbon Treaty in December 2009.===>konacno je završen proces evropskog politickog ujedinjenja izglasavanjem i stupanjem na snagu Lisa-boskog Ugovora decembra 2009. godine.)
MATCH@E:(The process of European political uniting was finally completed by adopting and enforcing the Lisbon Treaty in December 2009.===>Zbog navedenih okolnosti Evropa nije uspjela da postine sve od navedenih ciljeva, pa je prošilila sopstvenu strategiju i u martu 2010. godine prezentovala:)
BAD_LINE_=============================================================
BAD_LINE_M:The process of European political uniting was finally completed by adopting and enforcing the Lisbon Treaty in December 2009.
BAD_LINE_M:konacno je završen proces evropskog politickog ujedinjenja izglasavanjem i stupanjem na snagu Lisa-boskog Ugovora decembra 2009. godine.
BAD_LINE_E:The process of European political uniting was finally completed by adopting and enforcing the Lisbon Treaty in December 2009.
BAD_LINE_E:Zbog navedenih okolnosti Evropa nije uspjela da postine sve od navedenih ciljeva, pa je prošilila sopstvenu strategiju i u martu 2010. godine prezentovala:
MATCH@M:(Due to these circumstances, Europe failed to achieve all the stated goals, therefore it extended its own strategy and in March 2010 it presented the Europe 2020 - a Strategy for smart, sustainable and inclusive growth [4].===>Zbog navedenih okolnosti Evropa nije uspjela da postine sve od navedenih ciljeva, pa je prošilila sopstvenu strategiju i u martu 2010. godine prezentovala: Evropa 2020- Strategiju brzog, održivog i sveobuhvatnog razvoja..)
MATCH@E:(Due to these circumstances, Europe failed to achieve all the stated goals, therefore it extended its own strategy and in March 2010 it presented the Europe 2020 a Strategy for smart, sustainable and inclusive growth Š4Ë. 6.===>Evropa 2020- Strategiju brzog, održivog i sveobuhvatnog razvoja. ~~~ Š4Ë. 6.)
BAD_LINE_=============================================================
BAD_LINE_M:Due to these circumstances, Europe failed to achieve all the stated goals, therefore it extended its own strategy and in March 2010 it presented the Europe 2020 - a Strategy for smart, sustainable and inclusive growth [4].
BAD_LINE_M:Zbog navedenih okolnosti Evropa nije uspjela da postine sve od navedenih ciljeva, pa je prošilila sopstvenu strategiju i u martu 2010. godine prezentovala: Evropa 2020- Strategiju brzog, održivog i sveobuhvatnog razvoja..
BAD_LINE_E:Due to these circumstances, Europe failed to achieve all the stated goals, therefore it extended its own strategy and in March 2010 it presented the Europe 2020 a Strategy for smart, sustainable and inclusive growth Š4Ë. 6.
BAD_LINE_E:Evropa 2020- Strategiju brzog, održivog i sveobuhvatnog razvoja. ~~~ Š4Ë. 6.
MATCH@M:(The Lisbon Report explained further in this report assumes several dimensions of tracking the progress towards achieving the goals set in 2000.===>Lisabonski pregled koji prikazujemo u nastavku rada podrazumjeva više dimenzija posmatranja napretka ka postizanju ciljeva zacrtanih 2000. godine.)
MATCH@E:(Areas of lisbon strategy analysis The Lisbon Report Š5Ë explained further in this report assumes several dimensions of tracking the progress towards achieving the goals set in 2000.===>Oblasti posmatranja lisabonske strategije Lisabonski pregled Š5Ë koji prikazujemo u nastavku rada podrazumjeva više dimenzija posmatranja napretka ka postizanju ciljeva zacrtanih 2000. godine.)
MATCH@M:(The division of the Lisbon Strategy into eight different areas rasulted from the European officials’ understanding of the ways to build Europe into the world’s most competitive economy.===>Podjela Lisabonske strategije u osam razlicitih oblasti djelovanja posledica je shvatanja evropskih zvanicnika kako ostvariti cilj da EU bude najkonkurentnija privreda u svijetu.)
MATCH@E:(The division of the Lisbon Strategy into eight different areas rasulted from the European officials understanding of the ways to build Europe into the worlds most competitive economy.===>Podjela Lisabonske strategije u osam različitih oblasti djelovanja posledica je shvatanja evropskih zvaničnika kako ostvariti cilj da EU bude najkonkurentnija privreda u svijetu.)
MATCH@M:(The eight areas that are presented are as follows:===>Osam oblasti koje se pojedinacno prikazuju su:)
MATCH@E:(The eight areas that are presented are as follows: 1.===>Osam oblasti koje se pojedinačno prikazuju su: ~~~ 1.)
MATCH@M:(1.	Building an information society for everyone.===>1.	Izgradnja informacionog društva za sve.)
MATCH@E:(Building an information society for everyone.===>Izgradnja informacionog društva za sve.)
MATCH@M:(This area measures the impact of information technologies upon the knowledge dissemination and industry productivity improvement.===>Ova oblast mjeri uticaj informacionih tehnologija na širenje znanja i povecanja produktivnosti industrija.)
MATCH@E:(This area measures the impact of information technologies upon the knowledge dissemination and industry pro ductivity improvement.===>Ova oblast mjeri uticaj informacionih tehnologija na širenje znanja i povećanja produktivnosti industrija.)
MATCH@M:(The information-based society is a precondition for the development of all the sectors and all the areas in the society.===>Informaciono društvo predstavlja preduslov za razvoj svih sektora i oblasti u društvu.)
MATCH@E:(The information-based society is a precondition for the development of all the sectors and all the areas in the society.===>Informacio no društvo predstavlja preduslov za razvoj svih sektora i oblasti u društvu.)
MATCH@M:(The countries that implement developed information technologies and keep up with the latest achievements in the field witness the improvement in the productivity of all their industry sectors.===>Razvijene informacione tehnologije povecavaju, kod onih zemalja koje ih primjenjuju i teže da budu u toku sa njihovim razvojem, produktivnost svih sektora privredne aktivnosti.)
MATCH@E:(The countries that implement developed information technologies and keep up with the latest achievements in the field witness the improvement in the productivity of all their industry sectors.===>Razvijene informacione tehnologije povećavaju, kod onih zemalja koje ih primjenjuju i teže da budu u toku sa njihovim razvojem, produktivnost svih sektora privredne aktivnosti.)
MATCH@M:(Such an importance of these technologies for the development of economy requires that all the economic entities, the government, the companies and individual citizens be included into their implementation and valuation.===>Zbog ovakvog znacaja za razvoj privrede u inplementaciji i valorizaciji ove oblasti ukljuceni su svi privredni subjekti vlada, predu-zeca kao i svaki gradanin pojedinacno.)
MATCH@E:(Such an importance of these technologies for the development of economy requires that all the economic entities, the government, the companies and individual citizens be included into their implementation and valuation.===>Zbog ovakvog značaja za razvoj privrede u inplementaciji i valorizaciji ove oblasti uključeni su svi privredni subjekti vlada, preduzeća kao i svaki građanin pojedinačno.)
MATCH@M:(The 2000 Lisbon Strategy pointed out that both economic entities and citizens should be granted access to inexpensive information infrastructure of world class that offers a wide range of services.===>Lisabonska strategija 2000. godine je naglasila da : poslovni subjekti i gradani moraju imati pristup jeftinim informacionim infrastrukturama svjetske klase, koje nude širok spektar usluga.)
MATCH@E:(The 2000 Lisbon Strategy pointed out that both economic entities and citizens should be granted access to inexpensive information infrastructure of world class that offers a wide range of services.===>Lisabonska strategija 2000. godine je naglasila da : poslovni subjekti i građani moraju imati pristup jeftinim informacionim infrastrukturama svjetske klase, koje nude širok spektar usluga.)
MATCH@M:(The index under consideration in this area includes the following variables: the ICT priority granted by the government, the ICT penetration (the Internet, mobile phones), the use of the Internet by the businesses, the availability of the Internet in schools.===>U indeksu koji je uzet u razmatranje u ovoj oblasti istraživanja ukljucene su sledece varijable: prioritet IKT koji je dat od strane vlade, penetracija IKT(internet, mobilni telefoni), korišcenje interneta od strane biznisa, dostupnost interenta u školama.)
MATCH@E:(The index under consideration in this area includes the following variables: the ICT priority granted by the government, the ICT penetration (the Internet, mobile phones), the use of the Internet by the businesses, the availability of the Internet in schools. ~~~ 2.===>U indeksu koji je uzet u razmatranje u ovoj oblasti istraživanja uključene su sledeće varijable: prioritet IKT koji je dat od strane vlade, penetracija IKT(internet, mobilni telefoni), korišćenje interneta od strane biznisa, dostupnost interenta u školama. 2.)
MATCH@M:(2.	Development of a European area of innovation, re-sarch and development.===>2.	Razvoj evropske oblasti inovacija, istraživanja i razvoja.)
MATCH@E:(Development of a European area of innovation, resarch and development.===>Razvoj evropske oblasti inovacija, istraživanja i razvoja.)
MATCH@M:(Innovation is important for economic development. In order that they ensure that innovation be effective, they must develop an institutional environment that supports the innovation development. the Lisbon Strategy defines and stresses the importance of this area.===>Inovacije su znacajne za privredni razvoj Tako-de, za one zemlje koje su tehnološki naprednije, postavljaju se još veci zahtjevi u ovoj oblasti. Kako bi osigurale da inovacije budu efektivne mora postojati institucionalni okvir koji podržava njihov razvoj.)
MATCH@E:(In order that they ensure that innovation be effective, they must develop an institutional environment that supports the innovation development. the Lisbon Strategy defines and stresses the importance of this area.===>Kako bi osigurale da inovacije budu efektivne mora postojati institucionalni okvir koji podržava njihov razvoj. ~~~ Lisabonska strategija je definisala i naglasila značaj ove oblasti.)
BAD_LINE_=============================================================
BAD_LINE_M:Innovation is important for economic development. In order that they ensure that innovation be effective, they must develop an institutional environment that supports the innovation development. the Lisbon Strategy defines and stresses the importance of this area.
BAD_LINE_M:Inovacije su znacajne za privredni razvoj Tako-de, za one zemlje koje su tehnološki naprednije, postavljaju se još veci zahtjevi u ovoj oblasti. Kako bi osigurale da inovacije budu efektivne mora postojati institucionalni okvir koji podržava njihov razvoj.
BAD_LINE_E:In order that they ensure that innovation be effective, they must develop an institutional environment that supports the innovation development. the Lisbon Strategy defines and stresses the importance of this area.
BAD_LINE_E:Kako bi osigurale da inovacije budu efektivne mora postojati institucionalni okvir koji podržava njihov razvoj. ~~~ Lisabonska strategija je definisala i naglasila značaj ove oblasti.
MATCH@M:(It is a common attitude that private investments into research should be increased, that research and development centres should be established and that improved communication and cooperation between the state and the private investors in this area be ensured.===>Uspostavljeno je zajednicko mišljenje da treba poboljšati privatne investicije u istraživanje, formirati istraživacke i razvojne centre, i omoguciti vecu povezanost i kooperaciju izmedu države i privatnih investitora u ovoj oblasti.)
MATCH@E:(It is a common attitude that private investments into research should be increased, that research and development centres should be established and that improved communication and cooperation between the state and the private investors in this area be ensured.===>Uspostavljeno je zajedničko mišljenje da treba poboljšati privatne investicije u istraživanje, formirati istraživačke i razvojne centre, i omogućiti veću povezanost i kooperaciju između države i privatnih investitora u ovoj oblasti.)
MATCH@M:(A rather demanding goal set in 2000 and amended in the strategy for 2020 is the expenditure and allocation of 3% og the GDP to research and development.===>Veoma zahtjevan cilj koji je postavljen 2000. godine i dopunjen za strategiju do 2020. godine jeste trošenje i ucešce od 3% GDP za istraživanja i razvoj.)
MATCH@E:(A rather demanding goal set in 2000 and amended in the strategy for 2020 is the expenditure and allocation of 3% og the GDP to research and development.===>Veoma zahtjevan cilj koji je postavljen 2000. godine i dopunjen za strategiju do 2020. godine jeste trošenje i učešće od 3% GDP za istraživanja i razvoj.)
MATCH@M:(Similarly, the quality of research institutions, the level of relationships between universities and industry, the number of per capita registered patents, as well as the intellectual property right protection and innovation stimulation through state grants are all the focus of attention of this area.===>Takode, kvalitet naucno istraživackih institucija, nivo povezanosti medu univerzitetima i industrijom, broj patenata po glavi stanovnika, kao i zaštita prava intelektualne svojine i stimulacija inovacija kroz državna ulaganja su predmet pažnje ove oblasti.)
MATCH@E:(Similarly, the quality of research institutions, the level of relationships between universities and industry, the number of per capita registered patents, as well as the intellectual property right protection and innovation stimulation through state grants are all the focus of attention of this area. ~~~ 3.===>Takođe, kvalitet naučno istraživačkih institucija, nivo povezanosti među univerzitetima i industrijom, broj patenata po glavi stanovnika, kao i zaštita prava intelektualne svojine i stimulacija inovacija kroz državna ulaganja su predmet pažnje ove oblasti. 3.)
MATCH@M:(The protection of the free flow of goods, services, capital and labour within the EU common market is of paramount importance for the further work on economic uniting of the European continent.===>Zaštita slobode kretanja roba, usluga, kapitala i radnika unutar zajednickog tržišta EU je od velikog znacaja za dalji nastavak ekonomskog ujedinjenja evropskog kontinenta.)
MATCH@E:(The protection of the free flow of goods, services, capital and labour within the EU common market is of paramount importance for the further work on economic uniting of the European continent.===>Zaštita slobode kretanja roba, usluga, kapitala i radnika unutar zajedničkog tržišta EU je od velikog značaja za dalji nastavak ekonomskog ujedinjenja evropskog kontinenta.)
MATCH@M:(This area is viewed via the free flow of goods and services which is essential for the competitiveness of the European industry.===>Ova oblast se posmatra kroz slobodan protok roba i usluga koji je kljucan za konkurentnost evropske industrije.)
MATCH@E:(This area is viewed via the free flow of goods and services which is essential for the competitiveness of the European industry.===>Ova oblast se posmatra kroz slobodan protok roba i usluga koji je ključan za konkurentnost evropske industrije.)
MATCH@M:(A certain progress in the common market building has been achieved, however, some sections of the market of goods and especially services as well as of certain industries are still controlled by the state.===>Iako je postignut napredak u kompletiranju zajednickog tržišta, pojedini dijelovi tržišta roba a posebno usluga kao i pojedinih industrija su i dalje pod državnim uticajem.)
MATCH@E:(A certain progress in the common market building has been achieved, however, some sections of the market of goods and especially services as well as of certain industries are still controlled by the state.===>Iako je postignut napredak u kompletiranju zajedničkog tržišta, pojedini dijelovi tržišta roba a posebno usluga kao i pojedinih industrija su i dalje pod državnim uticajem.)
MATCH@M:(Lowering the barriers in service delivery is followed by the setting a clause of national treatment for certain services.===>Smanjenje prepreka u pružanju usluga praceno je postizanjem klauzule nacionalnog tretmana za pojedine usluge.)
MATCH@E:(Lowering the barriers in service delivery is followed by the setting a clause of national treatment for certain services.===>Smanjenje prepreka u pružanju usluga praćeno je postizanjem klauzule nacionalnog tretmana za pojedine usluge.)
MATCH@M:(The introduction of the Services Directive in December 2006 and setting its time line for implementation to 2009 has not been completed yet.===>Uvodenjem Direktive o uslugama u decembru 2006. godine i stavljanje njenog vremenskog okvira za inplementaciju do 2009. godine nije još izvršeno do kraja.)
MATCH@E:(The introduction of the Services Directive in December 2006 and setting its time line for implementation to 2009 has not been completed yet.===>Uvođenjem Direktive o uslugama u decembru 2006. godine i stavljanje njenog vremenskog okvira za inplementaciju do 2009. godine nije još izvršeno do kraja.)
MATCH@M:(Securing equal conditions for domestic and foreign investors and enforcing an appropriate competition policy are the key elements of the market liberalization.===>Obezbjedivanje jednakih uslova za domace i strane investitore i sprovo-denje odgovarajuce politike konkurencije su kljucni elementi liberalizacije tržišta.)
MATCH@E:(Securing equal conditions for domestic and foreign investors and enforcing an appropriate competition policy are the key elements of the market liberalization.===>Obezbjeđivanje jed nakih uslova za domaće i strane investitore i sprovođenje odgovarajuće politike konkurencije su ključni elementi liberalizacije tržišta.)
MATCH@M:(Hence the Council recognized the importance of the reduction of the state aid for the domestic industries and emphasized common interests such as employment, regional development, collaboration in environment protection and the like.===>U odnosu na ovo, Savjet je prepoznao znacaj smanjenja državne pomoci za domace industrije i naglasio zajednicke interese kao što su zaposlenost, regionalni razvoj, saradnja u oblasti zaštite životne sredine itd.)
MATCH@E:(Hence the Council recognized the importance of the reduction of the state aid for the domestic industries and emphasized common interests such as employment, regional development, collaboration in environment protection and the like.===>U odnosu na ovo, Savjet je prepoznao značaj smanjenja državne pomoći za domaće industrije i naglasio zajedničke interese kao što su zaposlenost, regionalni razvoj, saradnja u oblasti zaštite životne sredine itd.)
MATCH@M:(The home market is marked as a crown jewel of the European policy and its further improvement is a firm basis for achieving the best competitive position in the world.===>Unutrašnje tržište je osna-ceno kao dragulj na kruni evropske politike, i njegovo dalje unaprijedenje predstavlja sigurnu osnovu za postizanje najbolje konkurentske pozicije u svijetu.)
MATCH@E:(The home market is marked as a crown jewel of the European policy and its further improvement is a firm basis for achieving the best competitive position in the world. ~~~ 4.===>Unutrašnje tržište je osnačeno kao dragulj na kruni evropske politike, i njegovo dalje unaprijeđenje predstavlja sigurnu osnovu za postizanje najbolje konkurentske pozicije u svijetu. 4.)
MATCH@M:(4.	Building industry network: Telecommunications, Services and Transport.===>4.	Izgradnja industrijske mreže: Telekomunikacije, Usluge i Transport.)
MATCH@E:(Building industry network: Telecommunications, Services and Transport.===>Izgradnja industrijske mreže: ~~~ Telekomunikacije, Usluge i Transport.)
MATCH@M:(The Lisbon Strategy measures oriented towards a better functioning of the market are concerned with the liberalization and building of industry network.===>Mjere Lisabonske stragije usmjerene na bolje funkcionisanje tržišta su vezane za liberalizaciju i izgradnju industrijske mreže.)
MATCH@E:(The Lisbon Strategy measures oriented towards a better functioning of the market are concerned with the liberalization and building of industry network.===>Mjere Lisabonske stragije usmjerene na bolje funkcionisanje tržišta su vezane za liberalizaciju i izgradnju industrijske mreže.)
MATCH@M:(These industries, as part of services, are not fully spread over the common market yet.===>Ove industrije, kao dio usluga su i dalje podjeljene na zajednickom tržištu.)
MATCH@E:(These industries, as part of services, are not fully spread over the common market yet.===>Ove industrije, kao dio usluga su i dalje podjeljene na zajedničkom tržištu.)
MATCH@M:(Telecommunications and airline markets are almost entirely liberalized.===>Telekomunikacije i avio tržište su liberalizovani skoro u potpunosti.)
MATCH@E:(Telecommunications and airline markets are almost entirely liberalized.===>Telekomunikacije i avio tržište su liberalizovani skoro u potpunosti.)
MATCH@M:(After a 15-year long process of opening the postal service market, the third Postal Directive adopted in February 2008 ruled that the member states shall abandon monopoly on postal services by the year 2010, or by 2012, for some countries.===>Nakon 15-godišnjeg procesa otvaranja tržišta poštanskih usluga, treca poštanska Direktiva usvojena u februaru 2008. godine je predvidjela postavljanje roka za države clanice da ukinu monopole na poštanske usluge do 2010. godine a za pojedine zemlje do 2012. godine.)
MATCH@E:(After a 15-year long process of opening the postal service market, the third Postal Directive adopted in February 2008 ruled that the member states shall abandon monopoly on postal services by the year 2010, or by 2012, for some countries.===>Nakon 15-godišnjeg procesa otvaranja tržišta poštanskih usluga, treća poštanska Direktiva usvojena u februaru 2008. godine je predvidjela postavljanje roka za države članice da ukinu monopole na poštanske usluge do 2010. godine a za pojedine zemlje do 2012. godine.)
MATCH@M:(A successful implementation of the Directive is essential for the efficiency achievement in this sector.===>Uspješna inplementacija ove Direktive je kljucna za postizanje efikasnosti u ovom sektoru.)
MATCH@E:(A successful implementation of the Directive is essential for the efficiency achievement in this sector.===>Uspješna inplementacija ove Direktive je ključna za postizanje efikasnosti u ovom sektoru.)
MATCH@M:(The single electrical energy market, improved through the Directive adopted in 2004 and 2007 is meant to ensure a quality, steady and efficient energy supply for the EU consumers.===>Jedinstveno tržiste elektricne energije, poboljšano kroz Direktive usvojene 2004. i 2007. godine treba da omoguci kvalitetno, neprekidno i efikasno snadbije-vanje elektricnom energijom potrošaca u EU.)
MATCH@E:(The single electrical energy market, improved through the Directive adopted in 2004 and 2007 is meant to ensure a quality, steady and efficient energy supply for the EU consumers.===>Jedinstveno tržiste električne energije, poboljšano kroz Direktive usvojene 2004. i 2007. godine treba da omogući kvalitetno, neprekidno i efikasno snadbijevanje električnom energijom potrošača u EU.)
MATCH@M:(The free choice of an electric power supplier will allow for higher quality services as well as for an increase in the overall competitiveness of the whole system.===>Slobodno biranje sopstvenog snadbjevaca elekricnom energijom omogucice mnogo kvlitetnije usluge kao i povecanje ukupne konkurentnosti cijelog sistema.)
MATCH@E:(The free choice of an electric power supplier will allow for higher quality services as well as for an increase in the overall competitiveness of the whole system.===>Slobodno biranje sopstvenog snadbjevača elekričnom energijom omogućiće mnogo kvlitetnije usluge kao i povećanje ukupne konkurentnosti cijelog sistema.)
MATCH@M:(The observations of this area are focused upon two dimensions of industry infrastructure: telecommunications and transportation.===>Posmatra-nje ove oblasti je vezano za dvije dimenzije industrijske infrastrukture telekomunikacije i polje transporta.)
MATCH@E:(The observations of this area are focused upon two dimensions of industry infrastructure: telecommunications and transportation.===>Posmatranje ove oblasti je vezano za dvije dimenzije industrijske infrastrukture telekomunikacije i polje transporta.)
MATCH@M:(The infrastructure in the transport sector is crucial for the reduction of costs and the improvement of production efficiency.===>Infrastruktura u polju transporta je presudna za smanjenje troškova i povecanje efikasnosti proizvodnje.)
MATCH@E:(The infrastructure in the transport sector is crucial for the reduction of costs and the improvement of production efficiency.===>Infrastruktura u polju transporta je presudna za smanjenje troškova i povećanje efikasnosti proizvodnje. 5.)
MATCH@M:(5.	Building efficient and integrated financial market.===>5.	Izgradnja efikasnog i integrisanog finasijskog tržišta.)
MATCH@E:(5. ~~~ Building efficient and integrated financial market.===>Izgradnja efikasnog i integrisanog finasijskog tržišta.)
MATCH@M:(The recent events on the financial market that eventually caused a financial crisis have resulted into considerable attention being paid to this sector.===>Nedavna previranja na finasijskim tržištima koja su prouzrokovala i finasijsku krizu usmjerila su veliku pažnu ka ovom sektoru.)
MATCH@E:(The recent events on the financial market that eventually caused a financial crisis have resulted into considerable attention being paid to this sector.===>Nedavna previranja na finasijskim tržištima koja su prouzrokovala i finasijsku krizu usmjerila su veliku pažnu ka ovom sektoru.)
MATCH@M:(The financial sector has a large impact upon the dynamics of the economy itself.===>Finasijski sektor ima veliki uticaj na formiranje dinamike same privrede.)
MATCH@E:(The financial sector has a large impact upon the dynamics of the economy itself.===>Finasijski sektor ima veliki uticaj na formiranje dinamike same privrede.)
MATCH@M:(An efficient financial sector affects the flow of capital and investments from banks, to the securities market, to all other types of securities markets.===>Efikasan finasijski sektor utice na kretanje kapitala i investicija od banaka, preko tržišta hartija od vrijednosti do svih drugih tržišta vrijednosnih papira.)
MATCH@E:(An efficient financial sector affects the flow of capital and investments from banks, to the securities market, to all other types of securities markets.===>Efikasan finasijski sektor utiče na kretanje kapitala i investicija od banaka, preko tržišta hartija od vrijednosti do svih drugih tržišta vrijednosnih papira.)
MATCH@M:(An integrated and legally regulated capital market will allow for a more appropriate resource allocation on the EU level, as well for easier investing and lower operational costs.===>Integrisano i zakonski regulisano tržište kapitala omogucice na nivou EU bolju alokaciju resursa, lakše investiranje i niže troškove poslovanja.)
MATCH@E:(An integrated and legally regulated capital market will allow for a more appropriate resource allocation on the EU level, as well for easier investing and lower operational costs.===>Integrisano i zakonski regulisano tržište kapitala omogućiće na nivou EU bolju alokaciju resursa, lakše investiranje i niže troškove poslovanja.)
MATCH@M:(A stress on a common currency, Euro, and a monetary union on the EU level ensures the stability and improvement of the financial sector operations.===>Naglasak na zajednickoj valuti euru i monetarnoj uniji na nivou EU, utice na stabilnost i poboljšanje funkcionisanja finasijskog sektora.)
MATCH@E:(A stress on a common currency, Euro, and a monetary union on the EU level ensures the stability and improvement of the financial sector operations.===>Naglasak na zajedničkoj valuti euru i monetarnoj uniji na nivou EU, utiče na stabilnost i poboljšanje funkcionisanja finasijskog sektora.)
MATCH@M:(The strength and stability of this union will be of crucial importance for the further development of all the markets on the European Union level.===>Snaga i stabilnost ove unije bice od presudnog znacaja za dalji razvoj svih tržišta na nivou Evropske unije.)
MATCH@E:(The strength and stability of this union will be of crucial importance for the further development of all the markets on the European Union level. ~~~ 6.===>Snaga i stabilnost ove unije biće od presudnog značaja za dalji razvoj svih tržišta na nivou Evropske unije. 6.)
MATCH@M:(6.	Building business environment: Settung up a busi-ness/legal framework.===>6.	Izgradnja biznis okruženja: Zapocinjanje bizni-sa/pravni okvir.)
MATCH@E:(Building business environment: Settung up a business/legal framework.===>Izgradnja biznis okruženja: ~~~ Započinjanje biznisa/pravni okvir.)
MATCH@M:(The improvement of the growth and employment prospects on the EU level means the building of a quality and efficient business environment.===>Poboljšanje perspektive rasta i zapošljavanja na nivou EU podrazumjeva i izgradnju kvalitetnog i efikasnog biznis okruženja.)
MATCH@E:(The improvement of the growth and employment prospects on the EU level means the building of a quality and efficient business environment.===>Poboljšanje perspektive rasta i zapo šljavanja na nivou EU podrazumjeva i izgradnju kvalitetnog i efikasnog biznis okruženja.)
MATCH@M:(In order that this goal be achieved on the Lisbon strategy level, it is necessary that adequate legal regulations should be adopted, ones that allow for the development of business and an increase in the overall economic activity.===>Da bi se postigao ovaj cilj na nivou Lisabonske strategije potrebno je izgraditi kvalitetnu zakonsku regulativu, koja omogucava razvoj biznisa i povecanje ukupne privredne aktivnosti.)
MATCH@E:(In order that this goal be achieved on the Lisbon strategy level, it is necessary that adequate legal regulations should be adopted, ones that allow for the development of business and an increase in the overall economic activity.===>Da bi se postigao ovaj cilj na nivou Lisabonske strategije potrebno je izgraditi kvalitetnu zakonsku regulativu, koja omogućava razvoj biznisa i povećanje ukupne privredne aktivnosti.)
MATCH@M:(This strategy defines the entrepreneurship incentives, removing the barriers to setting up businesses as well as tax reduction in this field.===>Kroz ovu strategiju je odredeno stimulisanje preduzetništva, smanjenje barijera za otpocinjanje biznisa kao i smanjenje poreza u ovoj oblasti.)
MATCH@E:(This strategy defines the entrepreneurship incentives, removing the barriers to setting up businesses as well as tax reduction in this field.===>Kroz ovu strategiju je određeno stimulisanje preduzetništva, smanjenje barijera za otpočinjanje biznisa kao i smanjenje poreza u ovoj oblasti.)
MATCH@M:(A less expensive and easier start up of a business is the ultimate goal of the legal regulations, ensuring a higher utility within the economy.===>Jeftinije i lakše otpocinjanje biznisa je krajnji cilj zakonske regulative koji omogucava vecu korisnost u okviru privrede.)
MATCH@E:(A less expensive and easier start up of a business is the ultimate goal of the legal regulations, ensuring a higher utility within the economy.===>Jeftinije i lakše otpočinjanje biznisa je krajnji cilj zakonske regulative koji omogućava veću korisnost u okviru privrede.)
MATCH@M:(The EU has started building a business environment that allows for the start-up of businesses to be completed within a week time and at one single counter, in a majority of countries.===>EU je zapocela izgradnju biznis okruženja koje omogucava u vecini zemalja clanica otpocinjenje biznisa za nedelju dana i to na jednom mjestu.)
MATCH@E:(The EU has started building a business environment that allows for the start-up of businesses to be completed within a week time and at one single counter, in a majority of countries.===>EU je započela izgradnju biznis okruženja koje omogućava u većini zemalja članica otpočinjenje biznisa za nedelju dana i to na jednom mjestu.)
MATCH@M:(The reduction of all kinds of costs and time saving are very important in achieving a more favourable competitive position of some countries and of the EU in general.===>Smanjenje svih vrsta troškova i uštede u vremenu imaju veliku ulogu u postizanju bolje konkurentske pozicije pojedinih zemalja i EU u globalu.)
MATCH@E:(The reduction of all kinds of costs and time saving are very important in achieving a more favourable competitive position of some countries and of the EU in general.===>Smanjenje svih vrsta troškova i uštede u vremenu imaju veliku ulogu u postizanju bolje konkurentske pozicije pojedinih zemalja i EU u globalu. 7.)
MATCH@M:(7.	Improving social inclusion.===>7.	Povecanje socijalne ukljucenosti.)
MATCH@E:(7. ~~~ Improving social inclusion.===>Povećanje socijalne uključenosti.)
MATCH@M:(Creating new jobs and higher employment rate make one of the Lisbon Strategy goals.===>Kreiranje novih radnih mjesta i povecanje zaposlenosti je jedan od ciljeva Lisabonske strategije.)
MATCH@E:(Creating new jobs and higher employment rate make one of the Lisbon Strategy goals.===>Kreiranje novih radnih mjesta i povećanje zaposlenosti je jedan od ciljeva Lisabonske strategije.)
MATCH@M:(The increase in employment rate to a level of 70% by 2010, as well as a demanding goal that this rate be raised to 75% by 2020 is another.===>Povecanje zaposlenosti na nivo od 70% do 2010. godine kao i zahtjevan cilj da se 2020. godine ova stopa poveca na 75%.)
MATCH@E:(The increase in employment rate to a level of 70% by 2010, as well as a demanding goal that this rate be raised to 75% by 2020 is another.===>Povećanje zaposlenosti na nivo od 70% do 2010. godine kao i zahtjevan cilj da se 2020. godine ova stopa poveća na 75%.)
MATCH@M:(According to the official Eurostat, the average employment rate on the EU level towards the end of 2008 amounted to 65.9%.===>Prema zva-nicnoj statistici Eurostatu prosjecna zaposlenost na nivou EU krajem 2008. godine je bila 65.9%.)
MATCH@E:(According to the official Eurostat, the average employment rate on the EU level towards the end of 2008 amounted to 65.9%.===>Prema zvaničnoj statistici Eurostatu prosječna zaposlenost na nivou EU krajem 2008. godine je bila 65.9%.)
MATCH@M:(The EU will have to increase its employment rate in order that it should obtain sustainability in inflows for pension plan expenditures.===>EU mora povecati svoju zaposlenost kako bi imala održivost u prilivu za penziona davanja.)
MATCH@E:(The EU will have to increase its employment rate in order that it should obtain sustainability in inflows for pension plan expenditures.===>EU mora povećati svoju zaposlenost kako bi imala održivost u prilivu za penziona davanja.)
MATCH@M:(In order that employment be increased, attention should be paid to highly qualified labour force willing to re-qualify in an increasingly demanding business environment.===>Da bi se povecala zaposlenost, mora se voditi racuna o dobro obucenoj radnoj snazi koja je spremna da se mjenja u sve više zahtjevnom biznis okruženju.)
MATCH@E:(In order that employment be increased, attention should be paid to highly qualified labour force willing to re-qualify in an increasingly demanding business environment.===>Da bi se povećala zaposlenost, mora se voditi računa o dobro obučenoj radnoj snazi koja je spremna da se mjenja u sve više zahtjevnom biznis okruženju.)
MATCH@M:(Currently, attention is focused on the achievement of the Danish model meant to increase the flexibility of labour market by payments for the unemployed and investments into re-qualifications.===>Sadašnja pažnja je posvecena postizanju Danskog modela koji pokušava da poveca fleksibilnost tržišta rada uz placanja za nezaposlene i ulaganja u prekvalifikacije.)
MATCH@E:(Currently, attention is focused on the achievement of the Danish model meant to increase the flexibility of labour market by payments for the unemployed and investments into re-qualifications.===>Sadašnja pažnja je posvećena postizanju Danskog modela koji pokušava da poveća fleksibilnost tržišta rada uz plaćanja za nezaposlene i ulaganja u prekvalifikacije.)
MATCH@M:(Of vital importance here are facilitating the access of women and the elderly to new employment and training services.===>Olakšavanje pristupa žena i starijih osoba ponovnom zaposlenju kao i pružanje usluga u dijelu obuke i treniniga su od vitalnog znacaja.)
MATCH@E:(Of vital importance here are facilitating the access of women and the elderly to new employment and training services.===>Olakšavanje pristupa žena i starijih osoba ponovnom zaposlenju kao i pružanje usluga u dijelu obuke i treniniga su od vital nog značaja.)
MATCH@M:(Finally, modernization of welfare programmes, poverty reduction and the reduction of the exclusion of certain groups of society are a path to an incresed social inclusion and cohesion.===>Na kraju, modernizovanje socijalne zaštite, smanjenje siromaštva i iskljucenosti pojedinih slojeva društva su put ka povecanju socijalne ukljucenosti i kohezije.)
MATCH@E:(Finally, modernization of welfare programmes, poverty reduction and the reduction of the exclusion of certain groups of society are a path to an incresed social inclusion and cohesion. ~~~ 8.===>Na kraju, modernizovanje socijalne zaštite, smanjenje siromaštva i isključenosti pojedinih slojeva društva su put ka povećanju socijalne uključenosti i kohezije. 8.)
MATCH@M:(8.	Improving sustainable development.===>8.	Unapredenje održivog razvoja.)
MATCH@E:(Improving sustainable development.===>Unapređenje održivog razvoja.)
MATCH@M:(Ensuring sustainable growth and development is a long-term Lisbon objective, added to the Lisbon Strategy in Stockholm in March 2001, and becoming highly important in the new 2020 European Strategy.===>Osiguranje održivog rasta i razvoja je dugorocan Lisabonski cilj, koji je dodat Lisabonskoj strategiji u Stokholmu marta 2001. godine, i postao veoma važan u novoj evropskoj 2020. strategiji.)
MATCH@E:(Ensuring sustainable growth and development is a long-term Lisbon objective, added to the Lisbon Strategy in Stockholm in March 2001, and becoming highly important in the new 2020 European Strategy.===>Osiguranje održivog rasta i razvoja je dugoročan Lisabonski cilj, koji je dodat Lisabonskoj strategiji u [tokholmu marta 2001. godine, i postao veoma važan u novoj evropskoj 2020. strategiji.)
MATCH@M:(Attention is focused upon the achieved living standard by which a country has a favourable impact upon future generations.===>Pažnja je posvecena dostignutom nivou životnog standarda kojim jedna zemlja utice pozitivno na buduce generacije.)
MATCH@E:(Attention is focused upon the achieved living standard by which a country has a favourable impact upon future generations.===>Pažnja je posvećena dostignutom nivou životnog standarda kojim jedna zemlja utiče pozitivno na buduće generacije.)
MATCH@M:(Similarly, it is an opportunity that future generations should enjoy the same or higher level of development in comparison to the generations today.===>Takode, predstavlja stvaranje mogucnosti da buduce generacije uživaju isti ili viši nivo razvoja u odnosu na današnje.)
MATCH@E:(Similarly, it is an opportunity that future generations should enjoy the same or higher level of development in comparison to the generations today.===>Takođe, predstavlja stvaranje mogućnosti da buduće generacije uživaju isti ili viši nivo razvoja u odnosu na današnje.)
MATCH@M:(Special emphasis is put on: climate changes, traffic, public health and natural resources.===>Poseban naglasak je stavljen na: klimatskim promjenama, saobracaju, javnom zdravlju i prirodnim resursima.)
MATCH@E:(Special emphasis is put on: climate changes, traffic, public health and natural resources.===>Poseban naglasak je stavljen na: klimatskim promjenama, saobraćaju, javnom zdravlju i prirodnim resursima.)
MATCH@M:(Such a development means friendly technologies, ones that do not pollute the environment to a large extent, in the energy and in the transportation sectors.===>Takav razvoj podrazumjeva prijateljski nastrojene tehnologije, one koje malo zagaduju životnu sredinu, u energetskom i transportnom sektoru.)
MATCH@E:(Such a development means friendly technologies, ones that do not pollute the environment to a large extent, in the energy and in the transportation sectors.===>Takav razvoj podrazumjeva prijateljski nastrojene tehnologije, one koje malo zagađuju životnu sredinu, u energetskom i transportnom sektoru.)
MATCH@M:(Efforts made to achieve sustainable development are linked to both the local and the European levels [6].===>Napori na postizanju održivog razvoja vezani su kako za lokalni tako i evropski nivo.)
MATCH@E:(Efforts made to achieve sustainable development are linked to both the local and the European levels Š6Ë.===>Napori na postizanju održivog razvoja vezani su kako za lokalni tako i evropski nivo. ~~~ Š6Ë.)
MATCH@M:(The index calculating this area is related to the design and implementation of environmental protection laws, the ratification of world contracts in this area, as well as the real quality of environment.===>Indeks koji izracunava ovu obalst vezan je za izradu i primjenu zakona u oblasti zaštite životne sredine, ratifikaciji svjetskih ugovora u ovoj oblasti kao i stvarnom kvalitetu životne sredine.)
MATCH@E:(The index calculating this area is related to the design and implementation of environmental protection laws, the ratification of world contracts in this area, as well as the real quality of environment.===>Indeks koji izračunava ovu obalst vezan je za izradu i primjenu zakona u oblasti zaštite životne sredine, ratifikaciji svjetskih ugovora u ovoj oblasti kao i stvarnom kvalitetu životne sredine. 7.)
MATCH@M:(According to the 2010 Lisbon Review, Montenegro is better than Croatia, and being positioned at the top, has become the “top reformer“ among the countries non-members of the EU.===>Crna Gora je, kako je navedeno u izvještaju Lisabonski pregled 2010, bolja od Hrvatske i zauzevši prvo mjesto postala »top reformator« medu zemljama koje nijesu clanice EU.)
MATCH@E:(According to the 2010 Lisbon Review, Montenegro is better than Croatia, and being positioned at the top, has become the top reformer among the countries non-members of the EU.===>Š7Ë Crna Gora je, kako je navedeno u izvještaju Lisabonski pregled 2010, bolja od Hrvatske i zauzevši prvo mjesto postala »top reformator« među zemljama koje nijesu članice EU.)
MATCH@M:(Also, Montenegro has overtaken the five lowest ranked member-countries of the EU - Greece, Poland, Italy, Romania, and Bulgaria.===>Crna Gora je nadmašila i pet najniže rangiranih zemalja clanica EU - Grcku, Poljsku, Italiju, Rumuniju i Bugarsku.)
MATCH@E:(Also, Montenegro has overtaken the five lowest ranked member-countries of the EU Greece, Poland, Italy, Romania, and Bulgaria.===>Crna Gora je nadmašila i pet najniže rangiranih zemalja članica EU - Grčku, Poljsku, Italiju, Rumuniju i Bugarsku.)
MATCH@M:(Croatia is positioned second on the list, with a mark of 4.18 and is ranked equal to Greece; Azerbaian overtook Romania and Bulgaria, while Turkey and Macedonia are positioned higher than Bulgaria.===>Hrvatska je drugorangirana sa ocjenom 4,18 i u rangu je sa Grckom, a ispred cetiri niže rangirane zemlje EU, dok je Azerbejdžan nadmašio Rumuniju i Bugarsku, a Turska i Makedonija, Bugarsku.)
MATCH@E:(Croatia is positioned second on the list, with a mark of 4.18 and is ranked equal to Greece; Azerbaian overtook Romania and Bulgaria, while Turkey and Macedonia are positioned higher than Bulgaria.===>Hrvatska je drugorangirana sa ocjenom 4,18 i u rangu je sa Grčkom, a ispred četiri niže rangirane zemlje EU, dok je Azerbejdžan nadmašio Rumuniju i Bugarsku, a Turska i Makedonija, Bugarsku.)
MATCH@M:(The most successful nonmembers and prospective candidates have achieved higher marks compared to the total number of present member-countries.===>Najuspješnije neclanice i potencijalni kandidati dobi-jaju bolje ocjene od ukupnog broja sadašnjih clanica.)
MATCH@E:(The most successful nonmembers and prospective candidates have achieved higher marks compared to the total number of present member-countries.===>Najuspješnije nečlanice i potencijalni kandidati dobijaju bolje ocjene od ukupnog broja sadašnjih članica.)
MATCH@M:(Montenegro is best in the area of financial services and social inclusion, with marks higher than the average marks of the 12 new members of the EU.===>Crna Gora je najbolja u oblastima finansijskih usluga i socijalne ukljucenosti, gdje ima ocjene iznad prosjeka 12 novih clanica EU.)
MATCH@E:(Montenegro is best in the area of financial services and social inclusion, with marks higher than the average marks of the 12 new members of the EU.===>Crna Gora je najbolja u oblastima finansijskih usluga i socijalne uključenosti, gdje ima ocjene iznad prosjeka 12 novih članica EU.)
MATCH@M:(In these areas its marks amount to 4.74 and 4.28, respectively.===>Iz tih oblasti Crna Gora je dobila ocjene 4,74 i 4,28.)
MATCH@E:(In these areas its marks amount to 4.74 and 4.28, respectively.===>Iz tih oblasti Crna Gora je dobila ocjene 4,74 i 4,28.)
MATCH@M:(The country is also ranked high in the areas of sustainable growth, 3.9 (second position, below Croatia), in network industry, 4.6.===>Dobre ocjene Crna Gora je dobila i za održivi razvoj, 3,9, gdje je na drugoj poziciji, iza Hrvatske, za mrežnu industriju sa 4,6.)
MATCH@E:(The country is also ranked high in the areas of sustainable growth, 3.9 (second position, below Croatia), in network industry, 4.6.===>Dobre ocjene Crna Gora je dobila i za održivi razvoj, 3,9, gdje je na drugoj poziciji, iza Hrvatske, za mrežnu industriju sa 4,6.)
MATCH@M:(In the area of liberalization, Montenegro is on the second position, with a mark of 4.34, and in business environment area it occupies the sixth position, with the mark of 4.32.===>Prema liberalizaciji, Crna Gora je na drugom mjestu saocjenom 4,34, a prema poslovnom okruženju na šestom, sa ocjenom 4,32.)
MATCH@E:(In the area of liberalization, Montenegro is on the second position, with a mark of 4.34, and in business environment area it occupies the sixth position, with the mark of 4.32.===>Prema liberalizaciji, Crna Gora je na drugom mjestu saocjenom 4,34, a prema poslovnom okruženju na šestom, sa ocjenom 4,32.)
MATCH@M:(The two bottom positions on the list of 11 East-European countries belong to Albania and Bosnia and Herzegovina, with marks 3.47 and 3.07, respectively.===>Na listi 11 istocno-evropskih zemalja poslednja dva mjesta zauzimaju Albanija i Bosna i Hercegovina sa ukupnom ocjenom 3.47 i 3.07.)
MATCH@E:(The two bottom positions on the list of 11 East-European countries belong to Albania and Bosnia and Herzegovina, with marks 3.47 and 3.07, respectively.===>Na listi 11 istočno-evropskih zemalja poslednja dva mjesta zauzimaju Albanija i Bosna i Hercegovina sa ukupnom ocjenom 3.47 i 3.07. 8.)
MATCH@M:(the World Economic Forum based its research into the competitiveness on the Global Competitiveness Index (GCI), a comprehensive index used to measure microeconomic and macroeconomic foundations of a national competitiveness.===>Svjetski ekonomski forum je bazirao svoje istraživanje konkurentnosti na Indeksu globalne konkurentno-sti(GCI), sveobuhvatnom indeksu koji mjeri mikroe-konomske i makroekonomske temelje nacionalne konkurentnosti.)
MATCH@E:(Conclusion On the basis of the facts presented a following conclusion can be drawn: the World Economic Forum based its research into the competitiveness on the Global Competitiveness Index (GCI), a comprehensive index used to measure microeconomic and macroeconomic foundations of a national competitiveness.===>Svjetski ekonomski forum je bazirao svoje istraživanje konkurentnosti na Indeksu globalne konkurentnosti(GCI), sveobuhvatnom indeksu koji mjeri mikroekonomske i makroekonomske temelje nacionalne konkurentnosti.)
MATCH@M:(According to the WEF, competitiveness is defined as a set of institutions, policies and factors that determine the productivity level of a country.===>Prema WEF konkurentnost se defini-še kao skup institucija, politika i faktora koji odreduju nivo produktivnosti jedne zemlje.)
MATCH@E:(According to the WEF, competitiveness is defined as a set of institutions, policies and factors that determine the productivity level of a country.===>Prema WEF konkurentnost se definiše kao skup institucija, politika i faktora koji određuju nivo produktivnosti jedne zemlje.)
MATCH@M:(The GCI is composed of 12 individual pillars (subindices) that can be classed into three categories: basic requirements, efficiency, and innovation.===>GCI je sastavljen od 12 pojedinacnih stubova (podindeksa) koje možemo grupisati u tri cjeline: osnovni uslovi, efikasnost i inovacije.)
MATCH@E:(The GCI is composed of 12 individual pillars (subindices) that can be classed into three categories: basic requirements, efficiency, and innovation.===>GCI je sastavljen od 12 pojedinačnih stubova (podindeksa) koje možemo grupisati u tri cjeline: osnovni uslovi, efikasnost i inovacije.)
MATCH@M:(Each individual pillar describes one aspect of a complex concept called competitiveness.===>Svaki od pojedninacnih stubova govori o jednom aspektu složenog koncepta koji nazivamo konkurentnost.)
MATCH@E:(Each individual pillar describes one aspect of a complex concept called competitiveness.===>Svaki od pojedninačnih stubova govori o jednom aspektu složenog koncepta koji nazivamo konkurentnost.)
MATCH@M:(The developmentphase concept is integrated into the Index, emphasizing the pillars relevant for the country and its current level of development.===>Koncept Faza u razvoju je integrisan u Indeks, dajuci veci naglasak onim stubovima koji su relevantni za zemlju i njen trenutni nivo razvoja.)
MATCH@E:(The developmentphase concept is integrated into the Index, emphasizing the pillars relevant for the country and its current level of development.===>Koncept Faza u razvoju je integrisan u Indeks, dajući veći naglasak onim stubovima koji su relevantni za zemlju i njen trenutni nivo razvoja.)
MATCH@M:(Similarly, although we have all the 12 pillars for each country individually, the importance of some of them depends on the phase the country is in.===>Ta-kode, iako imamo svih 12 stubova pojedinacno za svaki zemlju, znacaj pojedinih zavisi od faze u kojoj se zemlja nalazi.)
MATCH@E:(Similarly, although we have all the 12 pillars for each country individually, the importance of some of them depends on the phase the country is in.===>Takođe, iako imamo svih 12 stubova pojedinačno za svaki zemlju, značaj pojedinih zavisi od faze u kojoj se zemlja nalazi.)
MATCH@M:(Each country covered by the research is ranked in relation to other countries: on a 1-7 scale, where 7 is the maximum score, i.e., the rank that places the respective country among the developed countries by the individual subindex or pillar.===>Svaka zemlje obuhvacena istraživanjem rangira se u odnosu na druge zemlje i to: u rasponu 17 gdje je 7 maksimalni iznos ili rang koji zemlju svrstava u razvijene po pojedinom podindeksu ili stubu.)
MATCH@E:(Each country covered by the research is ranked in relation to other countries: on a 1-7 scale, where 7 is the maximum score, i.e., the rank that places the respective country among the developed countries by the individual subindex or pillar.===>Svaka zemlje obuhvaćena istraživanjem rangira se u odnosu na druge zemlje i to: u rasponu 17 gdje je 7 maksimalni iznos ili rang koji zemlju svrstava u razvijene po pojedinom podindeksu ili stubu.)
MATCH@M:(According to the 2009 WEF Report, Montenegro ranks 62nd out of 134 countries, measured by the Global Competitiveness index, with a total score of 4.2 on the 1-7 scale.===>Prema izvještaju WEF za 2009. godinu Crna Gora se kada je u pitanju Globalni indeks konkurentnosti na 62 mjestu od 134 zemlje, a ukupan rezultat je 4,2 od ukupno 7.)
MATCH@E:(According to the 2009 WEF Report, Montenegro ranks 62nd out of 134 countries, measured by the Global Competitiveness index, with a total score of 4.2 on the 1-7 scale.===>Prema izvještaju WEF za 2009. godinu Crna Gora se kada je u pitanju Globalni indeks konkurentnosti na 62 mjestu od 134 zemlje, a ukupan rezultat je 4,2 od ukupno 7.)
MATCH@M:(The score is improved by 20 positions, compared to year 2007.===>Rezultat je popravljen u odnosu na 2007 godinu za 20 pozicija.)
MATCH@E:(The score is improved by 20 positions, compared to year 2007.===>Rezultat je popravljen u odnosu na 2007 godinu za 20 pozicija.)
MATCH@M:(Montenegro scored highest marks in the area of “financial market efficiency“, where it is ranked the 17th country in the world.===>Crna Gora je najbolje ocijenjena kada je u pitanju „efikasnost finasijskog tržišta” i po tom osnovu se nalazi na visokom 17 mjestu u svijetu.)
MATCH@E:(Montenegro scored highest marks in the area of financial market efficiency, where it is ranked the 17th country in the world.===>Crna Gora je najbolje ocijenjena kada je u pitanju efikasnost finasijskog tržišta i po tom osnovu se nalazi na visokom 17 mjestu u svijetu.)
MATCH@M:(In view of the Institutions pillar, Montenegro is ranked 52nd, a progress compared to year 2007, when it occupied the 78th position.===>Prema Institucijama, Crna Gora je rangirana na 52 mjestu, napredak u odnosu na 2007 godinu kada je bila na 78 poziciji.)
MATCH@E:(In view of the Institutions pillar, Montenegro is ranked 52nd, a progress compared to year 2007, when it occupied the 78th position.===>Prema Institucijama, Crna Gora je rangirana na 52 mjestu, napredak u odnosu na 2007 godinu kada je bila na 78 poziciji.)
MATCH@M:(Similarly, the goods market efficiency and higher marks of the third pillar of competitiveness raised the country from position 91 to position 58 in 2009.===>Takode, efikasnost tržišta dobara i bolje ocjene ovog stuba konkuretnosti su uticale na poboljšanje pozicije sa 91. na 58. mjesto. za 2009 godinu.)
MATCH@E:(Similarly, the goods market efficiency and higher marks of the third pillar of competitiveness raised the country from position 91 to position 58 in 2009.===>Takođe, efikasnost tržišta dobara i bolje ocjene ovog stuba konkuretnosti su uticale na poboljšanje pozicije sa 91. na 58. mjesto. za 2009 godinu.)
MATCH@M:(The consequences of the global crisis affected the results in the Macroeconomic stability pillar in 2009, placing the country on position 70 out of 134 countries.===>Posledice globalne krize uticale su na rezultat u okviru stuba Makroekonomska stabilnost za 2009 godinu i on je dosta lošji sa 70. pozicijom od 134.)
MATCH@E:(The consequences of the global crisis affected the Macroeconomic stability pillar in 2009, placing the country on position 70 out of 134 countries.===>Posledice globalne krize uticale su na rezultat u okviru stuba Makroekonomska stabilnost za 2009 godinu i on je dosta lošji sa 70. pozicijom od 134.)
MATCH@M:(The GCI and the World Economic Forum Lisbon Review are methodologically and practically good research works with an impact upon the quality of management as well as upon the economic progress of certain countries.===>[8]GCI indeks i Lisabonski pregled Svjetskog ekonomskom foruma su metodološki i prakticno dobra istraživanja koja uticu na kvalitet upravljanja kao i ekonomsko napredovanja odredenih zemalja.)
MATCH@E:(Š8Ë The GCI and the World Economic Forum Lisbon Review are methodologically and practically good research works with an impact upon the quality of management as well as upon the economic progress of certain countries.===>Š8ËGCI indeks i Lisabonski pregled Svjetskog ekonomskom foruma su metodološki i praktično dobra istraživanja koja utiču na kvalitet upravljanja kao i ekonomsko napredovanja određenih zemalja.)
MATCH@M:(The main objective of this paper is to highlight the challenge that is before the management, which is that it necessarily has to create such a working environment that encourages each employee to make their best, and be committed to and fully engaged.===>Osnovni cilj ovog rada je da istakne izazov koji je pred menad'mentom, a to je da on nužno mora stvoriti takav radni ambijent koji svakog zaposlenog podstice da daje najbolji deo sebe, odnosno da bude posvecen i potpuno anga'ovan.)
MATCH@E:(The main objective of this paper is to highlight the challenge that is before the management, which is that it necessarily has to create such a working environment that encourages each employee to make their best, and be committed to and fully engaged.===>Osnovni cilj ovog rada je da istakne izazov koji je pred menadžmentom, a to je da on nužno mora stvoriti takav radni ambijent koji svakog zaposlenog podstiče da daje najbolji deo sebe, odnosno da bude posvećen i potpuno angažovan.)
MATCH@M:(The paper analyzes the necessity of innovation management system, the current state of engagement of employees, commitment of employees as a route to continuous innovation and guidelines for management towards employee commitment.===>U radu se analizira nužnost inovacije menadžment sistema, trenutno stanje anga'ovanosti zaposlenih, posvecenost zaposlenih kao put ka kontinuiranoj inovativnosti i smer-nice za upravljanje ka posvecenosti zaposlenih. 1.	Uvod)
MATCH@E:(The paper analyzes the necessity of innovation management system, the current state of engagement of employees, commitment of employees as a route to continuous innovation and guidelines for management towards employee commitment. ~~~ 1.===>U radu se analizira nužnost inovacije menadžment sistema, trenutno stanje angažovanosti zaposlenih, posvećenost zaposlenih kao put ka kontinuiranoj inovativnosti i smernice za upravljanje ka posvećenosti zaposlenih. 1.)
MATCH@M:(1.	Introduction The environment in which companies do business in the 21st century is characterised by a host of challenges and uncertainty.===>Okruženje u kojem deluju kompanije u 21. veku je puno izazova i neizvesnosti.)
MATCH@E:(Introduction The environment in which companies do business in the 21st century is characterised by a host of challenges and uncertainty.===>Uvod Okruženje u kojem deluju kompanije u 21. veku je puno izazova i neizvesnosti.)
MATCH@M:(The new era triggered a large number of issues and a necessity that paradigms be changed in the process of company management.===>Novo vreme je pokrenulo veliki broj pitanja i nužnosti izmene paradigmi u procesu upravljanja kompanijama.)
MATCH@E:(The new era triggered a large number of issues and a necessity that paradigms be changed in the process of company management.===>Novo vreme je pokrenulo veliki broj pitanja i nužnosti izmene paradigmi u procesu upravljanja kompanijama.)
MATCH@M:(From the traditional approach to performing an obligation towards the community, the corporate responsibility embraces a new approach of delivery as a strategy.===>Korporativna odgovornost sa tradicionalnog pristupa ispunjavanja obaveza prema zajednici prelazi na novi pristup davanja kao strategije.)
MATCH@E:(From the traditional approach to performing an obligation towards the community, the corporate responsibility embraces a new approach of delivery as a strategy.===>Korporativna odgovornost sa tradicionalnog pristupa ispunjavanja obaveza prema zajednici prelazi na novi pristup davanja kao strategije.)
MATCH@M:(The world of digitalization is increasingly characterised by the need that information and ideas be free, hence the firms creating and selling intellectual work encounter certain problems.===>Svet digitalizacije sve više odlikuje potreba da informacije i ideje budu slobodne, te se javaljaju veliki problemi kod preduze-ca koje stvaraju i prodaju intelektualni rad.)
MATCH@E:(The world of digitalization is increasingly characterised by the need that information and ideas be free, hence the firms creating and selling intellectual work encounter certain problems.===>Svet digitalizacije sve više odlikuje potreba da informacije i ideje budu slobodne, te se javaljaju veliki problemi kod preduzeća koje stvaraju i prodaju intelektualni rad.)
MATCH@M:(The Internet allowed for the consumers to control the situation more than ever before.===>Interent je omogucio da danas, potrošaci kontrolišu situaciju više nego ikada pre.)
MATCH@E:(The Internet allowed for the consumers to control the situation more than ever before2.===>Interent je omogućio da danas, potrošači kontrolišu situaciju više nego ikada pre2.)
MATCH@M:(They obtain perfect information, therefore there is less and less space for average quality products and services.===>Oni dobijaju savršene informacije te je sve manje mesta za prosecne proizvode i usluge.)
MATCH@E:(They obtain perfect information, therefore there is less and less space for average quality products and services.===>Oni dobijaju savršene informacije te je sve manje mesta za prosečne proizvode i usluge.)
MATCH@M:(A new truth in the economic environment is also reflected in the fact that a new company is possible to improve in a much shorter time as life cycles of strategies become shorter and technological advantage is of a short date.===>Nova istina u privrednom okruženju ogleda se i u tome da je novo preduzece moguce ojacati mnogo brže jer se životni ciklusi strategija skracuju, a tehnološka prednost je kratkog veka.)
MATCH@E:(A new truth in the economic environment is also reflected in the fact that a new company is possible to improve in a much shorter time as life cycles of strategies become shorter and technological advantage is of a short date.===>Nova istina u privrednom okruženju ogleda se i u tome da je novo preduzeće moguće ojačati mnogo brže jer se životni ciklusi strategija skraćuju, a tehnološka prednost je kratkog veka.)
MATCH@M:(The power of outsourcing and that of a global approach to the Internet are greater and greater, and extremely low prices of communications and the globalization open the doors to a large number of new competitors who offer remarkably low prices.===>Moc autsorcinga i globalnom pristupu interneta, je sve izraženija, a izuzetno niske cene komunikacija i globalizacija otvaraju prostor velikom broju novih konkurenata koji nude veoma niske cene.)
MATCH@E:(The power of outsourcing and that of a global approach to the Internet are greater and greater, and extremely low prices of communications and the globalization open the doors to a large number of new competitors who offer remarkably low prices.===>Moć autsorcinga i globalnom pristupu interneta, je sve izraženija, a izuzetno niske cene komunikacija i globalizacija otvaraju prostor velikom broju novih konkurenata koji nude veoma niske cene.)
MATCH@M:(Such new environment requires new organizational and managerial competences.===>Takvo novo okruženje zahteva nove organizacione i menadžerske sposobnosti.)
MATCH@E:(Such new environment requires new organizational and managerial competences.===>Takvo novo okruženje zahteva nove organizacione i menadžerske sposobnosti.)
MATCH@M:(In order to survive, the companies have to become strategically adaptive and operationally more efficient than ever before.===>Da bi opstale, kompanije moraju postati i strateški prilagodljive i operativno efikasnije više nego ikada pre.)
MATCH@E:(In order to survive, the companies have to become strategically adaptive and operationally more efficient than ever before.===>Da bi opstale, kompanije moraju postati i strateški prilagodljive i operativno efikasnije više nego ikada pre.)
MATCH@M:(The man-agemnt has to: encourage innovation, build new tools for an efficient capital allocation, cherish and improve the intangible assets in a completely new way, encourage, use and reward the creativity and innovativeness of the employees.===>Menadžment mora: podsticati inovacije, graditi nove alate za efikasno alo-ciranje kapitala, negovati i unapredivati neopipljivu imovinu na potpuno novi nacin, podstaknuti, iskoristiti i nagraditi kreativnost i inovativnost zaposlenih.)
MATCH@E:(The managemnt has to: encourage innovation, build new tools for an efficient capital allocation, cherish and improve the intangible assets in a completely new way, encourage, use and reward the creativity and innovativeness of the employees.===>Menadžment mora: podsticati inovacije, graditi nove alate za efikasno alociranje kapitala, negovati i unapređivati neopipljivu imovinu na potpuno novi način, podstaknuti, iskoristiti i nagraditi kreativnost i inovativnost zaposlenih.)
MATCH@M:(All the above quoted point to the importance and power of the people who work, from the top management to the basic line of the employees.===>Sve navedeno ukazuje na znacaj i moc ljudi koji rade, od vrha menadžmenta do prve linije zaposlenih.)
MATCH@E:(All the above quoted point to the importance and power of the people who work, from the top management to the basic line of the employees.===>Sve navedeno ukazuje na značaj i moć ljudi koji rade, od vrha menadžmenta do prve linije zaposlenih.)
MATCH@M:(We notice a great power of resources that is increasingly underlined today, and this is an engaged, committed, labour force.===>Uocava se snažna moc resursa koja se danas sve više istice, a to je angažovana, posevecena radna snaga.)
MATCH@E:(We notice a great power of resources that is increasingly underlined today, and this is an engaged, committed, labour force.===>Uočava se snažna moć resursa koja se danas sve više ističe, a to je angažovana, posevećena radna snaga.)
MATCH@M:(The management, therefore, has to change the paradigm of relationships towards the resource that is called the employee.===>Dakle, menadžment mora promeniti paradigmu odnosa prema resursu koji se zove zaposleni.)
MATCH@E:(The management, therefore, has to change the paradigm of relationships towards the resource that is called the employee.===>Dakle, menadžment mora promeniti paradigmu odnosa prema resursu koji se zove zaposleni.)
MATCH@M:(From the intellectual feudalism paradigm: “why is it that whenever I want to employ a pair of hands, I get a brain alongside“ it changes to “I want to encourage the spirit of enterprise, creativity, and innovativeness in every man“.===>Sa paradigme intelektualnog feudalizma: “zašto uvek kada tražim par ruku dobijem uz njih i mozak, “ na “ želim da podstak-nem preduzimljivost, kreativnost, inovativnost svih”.)
MATCH@E:(From the intellectual feudalism paradigm: why is it that whenever I want to employ a pair of hands, I get a brain alongside3 it changes to I want to encourage the spirit of enterprise, creativity, and innovativeness in every man.===>Sa paradigme intelektualnog feudalizma: zašto uvek kada tražim par ruku dobijem uz njih i mozak, 3 na želim da podstaknem preduzimljivost, kreativnost, inovativnost svih.)
MATCH@M:(The advantages of the new paradigm of relations to the employees are embraced by many successful companies as their sustainable competitive advantage that is hard to copy.===>Prednosti nove paradigme odnosa prema zaposlenima mnoge uspešne kompanije koriste kao svoju održivu konkurenstku prednost koju je teško kopirati.)
MATCH@E:(The advantages of the new paradigm of relations to the employees are embraced by many successful companies as their sustainable competitive advantage that is hard to copy.===>Prednosti nove paradigme odnosa prema zaposlenima mnoge uspešne kompanije koriste kao svoju održivu konkurenstku prednost koju je teško kopirati. 2.)
MATCH@M:(On the basis of observation of significant changes that have taken place on the technology, life style and geopolitical fields in the last fifty years a conclusion can be drawn that management technology develops at a “snail’s pace“.===>Posmatranjem znacajnih promena koje su u posled-njih pedesetak godina nastupile na podrucju tehnologije, životnog stila i geopolitike u odnosu na menadžment tehnologiju može se zakljuciti da se ona razvija “puževim korakom”.)
MATCH@E:(2. ~~~ Management innovation as necessity On the basis of observation of significant changes that have taken place on the technology, life style and geopolitical fields in the last fifty years a conclusion can be drawn that management technology develops at a snails pace Š1, p.34Ë.===>Nužnost inovacije menadžmenta Posmatranjem značajnih promena koje su u poslednjih pedesetak godina nastupile na području tehnologije, životnog stila i geopolitike u odnosu na menadžment tehnologiju može se zaključiti da se ona razvija puževim korakom Š1, str.34Ë.)
MATCH@M:(The hierarchy and bureucracy are still the dominant pillars.===>Hijerarhija i birokratija su i dalje dominantni stubovi.)
MATCH@E:(The hierarchy and bureucracy are still the dominant pillars.===>)
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BAD_LINE_M:The hierarchy and bureucracy are still the dominant pillars.
BAD_LINE_M:Hijerarhija i birokratija su i dalje dominantni stubovi.
BAD_LINE_E:The hierarchy and bureucracy are still the dominant pillars.
BAD_LINE_E:
MATCH@M:(The top managers, as most intelligent and most qualified, are expected to act in accordance with the directors’ decisions.===>Od menadžera na višim nivoima kao najpametnijim i najkvalifikovanijim i dalje se ocekuje da poslušno deluju u skladu sa odlukama direktora.)
MATCH@E:(The top managers, as most intelligent and most qualified, are expected to act in accordance with the directors decisions.===>Niže menadžere i dalje postavljaju viši meandžeri.)
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BAD_LINE_M:The top managers, as most intelligent and most qualified, are expected to act in accordance with the directors’ decisions.
BAD_LINE_M:Od menadžera na višim nivoima kao najpametnijim i najkvalifikovanijim i dalje se ocekuje da poslušno deluju u skladu sa odlukama direktora.
BAD_LINE_E:The top managers, as most intelligent and most qualified, are expected to act in accordance with the directors decisions.
BAD_LINE_E:Niže menadžere i dalje postavljaju viši meandžeri.
MATCH@M:(The lower-level managers are still appointed by the higher-level managers.===>Niže menadžere i dalje postavljaju viši meandžeri.)
MATCH@E:(The lower-level managers are still appointed by the higher-level managers.===>)
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BAD_LINE_M:The lower-level managers are still appointed by the higher-level managers.
BAD_LINE_M:Niže menadžere i dalje postavljaju viši meandžeri.
BAD_LINE_E:The lower-level managers are still appointed by the higher-level managers.
BAD_LINE_E:
MATCH@M:(The strategy is still defined by the most important people in the company.===>Srategiju i dalje odreduju celni ljudi.)
MATCH@E:(The strategy is still defined by the most important people in the company.===>Srategiju i dalje određuju čelni ljudi.)
MATCH@M:(Everything is still besed on the Taylor’s scientific principles of modern management at the beginning of the last century.===>Sve je i dalje zasnovano na Taylorovim naucnim principima modernog menadžmetna.s pocetka prošlog veka.)
MATCH@E:(Everything is still besed on the Taylors scientific principles of modern management at the beginning of the last century.===>Sve je i dalje zasnovano na Taylorovim naučnim principima modernog menadžmetna.s početka prošlog veka.)
MATCH@M:(The above quoted opens the issue of the necessity of innovating the management paradigm.===>Navedeno namece problematiku nužnosti inoviranja paradigme menadžmenta.)
MATCH@E:(The above quoted opens the issue of the necessity of innovating the management paradigm.===>Navedeno nameće problematiku nužnosti inoviranja paradigme menadžmenta.)
MATCH@M:(Because, if the Taylor’s management principles were revolutionary then, and if Henry Fayol defined management as an activity of planning, organization, conducting, motivating, and control, which the 21st century managemnt could hardly extend, then today’s business environment urges that, one hundred years later, some real innovations have to be introduced.===>Jer, ako su Teylorovi principi menadžmenta tada napravili revoluciju, a Hanry Fayol definisao posao menadžmenta na planiranje, orgnizovanje, vodenje, motivisanje i kon-trolisanje na koju bi menadžment 21. veka malo šta mogao dodati, onda današnje poslovno okruženje nužno namece potrebu da se posle sto godina zaista mora nešto drasticno, inovirati.)
MATCH@E:(Because, if the Taylors management principles were revolutionary then, and if Henry Fayol defined management as an activity of planning, organization, conducting, motivating, and control, which the 21st century managemnt could hardly extend, then todays business environment urges that, one hundred years later, some real innovations have to be introduced.===>Jer, ako su Teylorovi principi menadžmenta tada napravili revoluciju, a Hanry Fayol definisao posao menadžmenta na planiranje, orgnizovanje, vođenje, motivisanje i kontrolisanje na koju bi menadžment 21. veka malo šta mogao dodati, onda današnje poslovno okruženje nužno nameće potrebu da se posle sto godina zaista mora nešto drastično, inovirati.)
MATCH@M:(Anything they could significantly change the todgay’s managemnt practice for the purpose of business efficiency and effectiveness and competitive advantage sustainability can be defined as innovation.===>Sve što bi znacajno promeni-lo današnju praksu menadžmenta, a u funkciji efikasnosti i efektivnosti poslovanja i odražanja konkurentske prednosti moglo bi se nazvati inovacijom.)
MATCH@E:(Anything they could significantly change the todgays managemnt practice for the purpose of business efficiency and effectiveness and competitive advantage sustainability can be defined as innovation.===>Sve što bi značajno promenilo današnju praksu menadžmenta, a u funkciji efikasnosti i efektivnosti poslovanja i odražanja konkurentske prednosti moglo bi se nazvati inovacijom.)
MATCH@M:(“The management innovation includes the change in the organizational structures and roles that create values.===>“Inovacija menadžmenta obuhvata promene organizacionih struktura i uloga koje stvaraju vrednosti.)
MATCH@E:(The management innovation includes the change in the organizational structures and roles that create values.===>Inovacija menadžmenta obuhvata promene organizacionih struktura i uloga koje stvaraju vrednosti.)
MATCH@M:(The companies consist of business units, departments, work groups, relations with suppliers, partners and major customers.===>Kompanije se sastoje od poslovnih jednica, odeljenja, radnih grupa, veza sa dobavljacima, partnerima i najvažnijim potrošacima.)
MATCH@E:(The companies consist of business units, departments, work groups, relations with suppliers, partners and major customers.===>Kompanije se sastoje od poslovnih jednica, odeljenja, radnih grupa, veza sa dobavljačima, partnerima i najvažnijim potrošačima.)
MATCH@M:(The advantages of systemic innovation are reflected in the network of individual innovations that permeate numerous management processes, which is rather hard to immitate.===>Prednosti sistemskih inovacija se ogledaju u mreži pojednacnih inovacija, koje se protežu kroz više menadžerskih procesa, što je teže kopirati.)
MATCH@E:(The advantages of systemic innovation are reflected in the network of individual innovations that permeate numerous management processes, which is rather hard to immitate.===>Prednosti sistemskih inovacija se ogledaju u mreži pojednačnih inovacija, koje se protežu kroz više menadžerskih procesa, što je teže kopirati.)
MATCH@M:(Namely, even a superficial insight into a competition management practice has a limited value if anybody tries to copy it.===>Jer, nekoliko porvšnih uvida u menadžersku praksu konkurenata ima ogranicenu vrednost kada neko pokušava da to kopira.)
MATCH@E:(Namely, even a superficial insight into a competition management practice has a limited value if anybody tries to copy it4.===>Jer, nekoliko porvšnih uvida u menadžersku praksu konkurenata ima ograničenu vrednost kada neko pokušava da to kopira4.)
MATCH@M:(Innovation, therefore, is a new competitive advantage, however, it has to stem from a managerial innovation system.===>Dakle, inovacije su nova konkurentska prednost ali ona mora da potice od menadžerskog sistema inovacija.)
MATCH@E:(Innovation, therefore, is a new competitive advantage, however, it has to stem from a managerial innovation system.===>Dakle, inovacije su nova konkurentska prednost ali ona mora da potiče od menadžerskog sistema inovacija.)
MATCH@M:(Its importance is greatest in the hierarchy of all the effective innovations since it results into a decisive and long-term advantage.===>Ona ima najveci znacaj u hijerarhiji svih delotovornih inovacija jer vodi do odlucujuce i dugorocne prednosti.)
MATCH@E:(Its importance is greatest in the hierarchy of all the effective innovations since it results into a decisive and long-term advantage.===>Ona ima najveći značaj u hijerarhiji svih delotovornih inovacija jer vodi do odlučujuće i dugoročne prednosti. ~~~ Na primer: inovacije operacija:)
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BAD_LINE_M:Its importance is greatest in the hierarchy of all the effective innovations since it results into a decisive and long-term advantage.
BAD_LINE_M:Ona ima najveci znacaj u hijerarhiji svih delotovornih inovacija jer vodi do odlucujuce i dugorocne prednosti.
BAD_LINE_E:Its importance is greatest in the hierarchy of all the effective innovations since it results into a decisive and long-term advantage.
BAD_LINE_E:Ona ima najveći značaj u hijerarhiji svih delotovornih inovacija jer vodi do odlučujuće i dugoročne prednosti. ~~~ Na primer: inovacije operacija:
MATCH@M:(“The management information has a unique capacity that is difficult to imitate, because it is as if you should change your religion.===>“Inovacija menadžmenta ima jednistvenu sposobnost koju je teško kopirati jer to je kao kada treba da pro-menite versku opredeljenost.)
MATCH@E:(The management information has a unique capacity that is difficult to imitate, because it is as if you should change your religion.===>Inovacija menadžmenta ima jednistvenu sposobnost koju je teško kopirati jer to je kao kada treba da promenite versku opredeljenost.)
MATCH@M:(Thus the balance between the promising situations and the threats for any organization depend on its ability to adjust.===>Tako da, ravnoteža izmedu obecavajucih situacija i opasnosti za svaku organizaciju zavisi od njene sposobno-ti prilagodavanja.)
MATCH@E:(Thus the balance between the promising situations and the threats for any organization depend on its ability to adjust.===>Tako da, ravnoteža između obećavajućih situacija i opasnosti za svaku organizaciju zavisi od njene sposobnoti prilagođavanja.)
MATCH@M:(This normally raises a question of: if the environment changes fast and without control, which speed do the organizations change at?===>Odnosno, nužno se namece pitanje, da, ako se okruženje nekontrolisano ubrzano menja, kojom brzinom se organizacije menjaju?)
MATCH@E:(This normally raises a question of: if the environment changes fast and without control, which speed do the organizations change at?===>Odnosno, nužno se nameće pitanje, da, ako se okruženje nekontrolisano ubrzano menja, kojom brzinom se organizacije menjaju?)
MATCH@M:(The answer is, of cource, well known and negative.===>Odgovor je naravno, poznat i negativan.)
MATCH@E:(The answer is, of cource, well known and negative.===>Odgovor je naravno, poznat i negativan.)
MATCH@M:(Therefore it is necessary that organizations be created that are capable of permanent renewal, that do not bring any shocks, since any late adjustment costs dearly, sometimes too dearly.===>Zato je nužan cilj, stvoriti organizacije koje su sposobne za neprestano obna-valjanje, koje sa sobom ne nose nikakve šokove jer svako zakasnelo prilagodavanje košta drasticno mnogo, a neke i pogubno mnogo.)
MATCH@E:(Therefore it is necessary that organizations be created that are capable of permanent renewal, that do not bring any shocks, since any late adjustment costs dearly, sometimes too dearly6.===>Zato je nužan cilj, stvoriti organizacije koje su sposobne za neprestano obnavaljanje, koje sa sobom ne nose nikakve šokove jer svako zakasnelo prilagođavanje košta drastično mnogo, a neke i pogubno mnogo6.)
MATCH@M:(Excessive investment into what is settled, known in relation to what could become if change is implemented is the reason that many a company risks its future.===>Prekomerno ulaganje u ono što je ustaljeno, poznato u odnosu na ono što bi promenom moglo biti je razlog zbog kojeg mnoga preduzeca redovno dovode u pitanje svoju buducnost.)
MATCH@E:(Excessive investment into what is settled, known in relation to what could become if change is implemented is the reason that many a company risks its future7.===>Prekomerno ulaganje u ono što je ustaljeno, poznato u odnosu na ono što bi promenom moglo biti je razlog zbog kojeg mnoga preduzeća redovno dovode u pitanje svoju budućnost7.)
MATCH@M:(Investment into “what could be“ has become the only path that leads to survival and prosperity in a world of ruthless competition.===>Ulaganje u “ono što bi moglo biti” je postao jedni put koji vodi opstanku i prosperitetu u svetu neumoljive konkurencije.)
MATCH@E:(Investment into what could be has become the only path that leads to survival and prosperity in a world of ruthless competition.===>Ulaganje u ono što bi moglo biti je postao jedni put koji vodi opstanku i prosperitetu u svetu neumoljive konkurencije.)
MATCH@M:(Many companies that introduced innovation, implemented the “blue ocean strategy“ and made a turnround in their business operations did so in that they took the advantage of the first move in one of the three dimensions: they have the concept, they have the customer and/or they have specific skills“.===>Mnoge kompanije koje su ostvarile inovacije, primenile strategiju plavog okeana” i donele preokret u sopstvenoj delatnosti ucinile su to tako što su iskoristile prednost prvog poteza u jednoj od tri dimenzije: poseduju koncept, poseduju potrošaca i/ili poseduju specificne spo-sobnosti”.)
MATCH@E:(Many companies that introduced innovation, implemented the blue ocean strategy Š3, p.17Ë and made a turnround in their business operations did so in that they took the advantage of the first move in one of the three dimensions: they have the concept, they have the customer and/or they have specific skills Š2, p.229Ë The strategic renewal, however, usually starts with an attempt to improve that initial advantage.===>Mnoge kompanije koje su ostvarile inovacije, primenile strategiju plavog okeana Š3, str.17Ë i donele preokret u sopstvenoj delatnosti učinile su to tako što su iskoristile prednost prvog poteza u jednoj od tri dimenzije: poseduju koncept, poseduju potrošača i/ili poseduju specifične sposobnosti. ~~~ Š2, str.229Ë. ~~~ Međutim, strateška obnova obično počinje nastojanjem da se ta početna prednost usavrši.)
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BAD_LINE_M:Many companies that introduced innovation, implemented the “blue ocean strategy“ and made a turnround in their business operations did so in that they took the advantage of the first move in one of the three dimensions: they have the concept, they have the customer and/or they have specific skills“.
BAD_LINE_M:Mnoge kompanije koje su ostvarile inovacije, primenile strategiju plavog okeana” i donele preokret u sopstvenoj delatnosti ucinile su to tako što su iskoristile prednost prvog poteza u jednoj od tri dimenzije: poseduju koncept, poseduju potrošaca i/ili poseduju specificne spo-sobnosti”.
BAD_LINE_E:Many companies that introduced innovation, implemented the blue ocean strategy Š3, p.17Ë and made a turnround in their business operations did so in that they took the advantage of the first move in one of the three dimensions: they have the concept, they have the customer and/or they have specific skills Š2, p.229Ë The strategic renewal, however, usually starts with an attempt to improve that initial advantage.
BAD_LINE_E:Mnoge kompanije koje su ostvarile inovacije, primenile strategiju plavog okeana Š3, str.17Ë i donele preokret u sopstvenoj delatnosti učinile su to tako što su iskoristile prednost prvog poteza u jednoj od tri dimenzije: poseduju koncept, poseduju potrošača i/ili poseduju specifične sposobnosti. ~~~ Š2, str.229Ë. ~~~ Međutim, strateška obnova obično počinje nastojanjem da se ta početna prednost usavrši.
MATCH@M:(In the long run, the continual success becomes a matter of entering a completely new cycle of advantages.===>U krajnjem ishodu, kontinuirani uspeh postaje pitanje ulaska u potpuno nov ciklus prednosti.)
MATCH@E:(In the long run, the continual success becomes a matter of entering a completely new cycle of advantages.===>U krajnjem ishodu, kontinuirani uspeh postaje pitanje ulaska u potpuno nov ciklus prednosti.)
MATCH@M:(“Successful companies have to create strategic spirals in which the end of one cycle of advantages marks the beginning of another, new one“.===>“Uspe-šne kompanije moraju da stvore strateške spirale u kojima kraj jednog ciklusa prednosti oznacava pocetak novog “.)
MATCH@E:(Successful companies have to create strategic spirals in which the end of one cycle of advantages marks the beginning of another, new one Š2, p.229Ë.===>Uspešne kompanije moraju da stvore strateške spirale u kojima kraj jednog ciklusa prednosti označava početak novog Š2, str.229Ë.)
MATCH@M:(All the above quoted suggests that three major challenges the company managers encounter in this new century are as follows: 1. a dramatic acceleration of strategic renewal in both large and small organizations; 2. achieving a situation in which innovation is a daily job of all people; and 3. creating an especially favourable work milieu that motivates every employee to do their best.===>Iz svega navedenog, tri najveca izazova sa kojima se susrecu menadžeri kompanija u novom veku sve više se odnose na: 1. dramaticno ubrzavanje ritma strateške obnove u velikim i malim organizacijama; 2. postizanje situacije u kojoj je inovacija svakodnevni posao svih ljudi i 3. stvaranje posebno dobrog radnog ambijenta koji svakog zaposlenog podstice da daje najbolje od sebe.)
MATCH@E:(All the above quoted suggests that three major challenges the company managers encounter in this new century Š1, p. 41Ë are as follows: 1. a dramatic acceleration of strategic renewal in both large and small organizations; 2. achieving a situation in which innovation is a daily job of all people; and 3. creating an especially favourable work milieu that motivates every employee to do their best.===>Iz svega navedenog, tri najveća izazova sa kojima se susreću menadžeri kompanija u novom veku sve više se odnose na Š1, str.41Ë: ~~~ 1. dramatično ubrzavanje ritma strateške obnove u velikim i malim organizacijama; 2. postizanje situacije u kojoj je inovacija svakodnevni posao svih ljudi i 3. stvaranje posebno dobrog radnog ambijenta koji svakog zaposlenog podstiče da daje najbolje od sebe.)
MATCH@M:(Special ettention in this article is paid to the challenge of creating a highly favourable work milieu that motivates every employee to do their best, that is, to be defined as a committed and engaged worker.===>U ovom radu posebna pažnja posvecena je izazovu stvaranja izuzetno dobrog radnog ambijenta koji svakog zaposlenog podstice da daje najbolje od sebe, onosno da se može definisati kao posvecen-angažovan radnik.)
MATCH@E:(Special ettention in this article is paid to the challenge of creating a highly favourable work milieu that motivates every employee to do their best, that is, to be defined as a committed and engaged worker. ~~~ 3.===>7 Menadžment ?esto razmišlja na način da je skloniji riziku da bi izbegao gubitke, a ne da bi ostvario dobit. poslenog podstiče da daje najbolje od sebe, onosno da se može definisati kao posvećen-angažovan radnik. 3.)
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BAD_LINE_M:Special ettention in this article is paid to the challenge of creating a highly favourable work milieu that motivates every employee to do their best, that is, to be defined as a committed and engaged worker.
BAD_LINE_M:U ovom radu posebna pažnja posvecena je izazovu stvaranja izuzetno dobrog radnog ambijenta koji svakog zaposlenog podstice da daje najbolje od sebe, onosno da se može definisati kao posvecen-angažovan radnik.
BAD_LINE_E:Special ettention in this article is paid to the challenge of creating a highly favourable work milieu that motivates every employee to do their best, that is, to be defined as a committed and engaged worker. ~~~ 3.
BAD_LINE_E:7 Menadžment ?esto razmišlja na način da je skloniji riziku da bi izbegao gubitke, a ne da bi ostvario dobit. poslenog podstiče da daje najbolje od sebe, onosno da se može definisati kao posvećen-angažovan radnik. 3.
MATCH@M:(“In the times of the domination of the markets that feed on information and grow thanks to the information, organizations necessarily feed on ideas.===>“U doba dominacije tržišta koja se munjevito hrane informacijama i zahvaljujuci njima rastu, organizacije se nužno hrane idejama.)
MATCH@E:(Employee committment is a path to innovation In the times of the domination of the markets that feed on information and grow thanks to the information, organizations necessarily feed on ideas.===>Posvećenost zaposlenih je put ka inovatinosti U doba dominacije tržišta koja se munjevito hrane informacijama i zahvaljujući njima rastu, organizacije se nužno hrane idejama.)
MATCH@M:(Innovation is not created by markets, it is created by proactive companies that consider succes a maximum creation of value by satisfying real customers’ needs in an innovative manner“.===>Tržišta ne stvaraju inovacije, vec proaktivne kompanije kojima je uspeh maksimalno stvaranje vrednosti zadovoljavnjem realnih potrošackih potreba na inovativan nacin “.)
MATCH@E:(Innovation is not created by markets, it is created by proactive companies that consider succes a maximum creation of value by satisfying real customers needs in an innovative manner Š2, p. 221Ë.===>Tržišta ne stvaraju inovacije, već proaktivne kompanije kojima je uspeh maksimalno stvaranje vrednosti zadovoljavnjem realnih potrošačkih potreba na inovativan način Š2, str.221Ë.)
MATCH@M:(Such companies have created a work milieu that motivates an increasing number of employees to earn a status of the committed, and consequently innovative workers.===>Takve kompanije imaju radni ambijent koji podstice sve veci broj zaposlenih da imaju status posvecenih, a onda i inovativnih.)
MATCH@E:(Such companies have created a work milieu that motivates an increasing number of employees to earn a status of the committed, and consequently innovative workers.===>Takve kompanije imaju radni ambijent koji podstiče sve veći broj zaposlenih da imaju status posvećenih, a onda i inovativnih.)
MATCH@M:(Such a paradigm of relations to the employees is an innovation of a systemic character that leads towards modern competitiveness and the adaptation capability.===>Ovakva paradigma odnosa prema zaposlenima predstavlja inovaciju sistemskog karaktera koja vodi ka savremenoj kompetetivnosti i sposobnosti prilagodavanja.)
MATCH@E:(Such a paradigm of relations to the employees is an innovation of a systemic character that leads towards modern competitiveness and the adaptation capability.===>Ovakva paradigma odnosa prema zaposlenima predstavlja inovaciju sistemskog karaktera koja vodi ka savremenoj kompetetivnosti i sposobnosti prilagođavanja.)
MATCH@M:(We therefore deal with two aspects of perception of the process achieving innovativeness that is a precondition of modern operations on the market.===>Dakle imamo dva aspekta posmatranja procesa dostizanja inovativnosti koja predstavlja uslov savremenog funkcionisanja na tržištu.)
MATCH@E:(We therefore deal with two aspects of perception of the process achieving innovativeness that is a precondition of modern operations on the market.===>Dakle imamo dva aspekta posmatranja procesa dostizanja inovativnosti koja predstavlja uslov savremenog funkcionisanja na tržištu.)
MATCH@M:(One aspect are the employees and their competences, skills, qualifications and the value system, whereas the other refers to employers and their readiness to change the pattern of valuating the employees as an important resource of innovation resulting from committment.===>Prvi aspekt su zaposleni i njihove sposobnosti, veštine, kvalifikacije i sistem vred-nost. dok se drugi odnosi na poslodavce i njihove spremnosti promene obrasca vrednovanja zaposlenih kao znacajnog resursa inovativnost koje potice od posvecenosti.)
MATCH@E:(One aspect are the employees and their competences, skills, qualifications and the value system, whereas the other refers to employers and their readiness to change the pattern of valuating the employees as an important resource of innovation resulting from committment.===>Prvi aspekt su zaposleni i njihove sposobnosti, veštine, kvalifikacije i sistem vrednost. ~~~ dok se drugi odnosi na poslodavce i njihove spremnosti promene obrasca vrednovanja zaposlenih kao značajnog resursa inovativnost koje potiče od posvećenosti. 3.)
MATCH@M:(3.1.===>3.1.)
MATCH@E:(3.1.===>Direktno ispitivanje Jedno od pitanja koje marketari najšečće postavljaju prilikom ispitivanja tržišta je Koliko ste spremni da platite za..?)
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BAD_LINE_M:3.1.
BAD_LINE_M:3.1.
BAD_LINE_E:3.1.
BAD_LINE_E:Direktno ispitivanje Jedno od pitanja koje marketari najšečće postavljaju prilikom ispitivanja tržišta je Koliko ste spremni da platite za..?
MATCH@M:(The average employers’ perception today can be described as follows: they seek for the methods and opportunities to ensure growth or at least survival, and consider the payroll to be an enormous expenditure, perhaps the largest of all.===>Prosecno stanje percepcije poslodavaca danas se može opisati: oni traže nacine i mogucnosti koji im mogu obezbediti rast ili jednostavno opstanak, a platni spisak predstavlja ogroman trošak ili cak najveci.)
MATCH@E:(3.1. ~~~ The perception of employee committment The average employers perception today can be described as follows: they seek for the methods and opportunities to ensure growth or at least survival, and consider the payroll to be an enormous expenditure, perhaps the largest of all.===>Percepcija posvećenosti zaposlenih Prosečno stanje percepcije poslodavaca danas se može opisati: oni traže načine i mogućnosti koji im mogu obezbediti rast ili jednostavno opstanak, a platni spi sak predstavlja ogroman trošak ili čak najveći.)
MATCH@M:(There is, however, a significant potential that failed to be rightly articulated for the purpose of minimizing the negative and maximizing the positive effects.===>Medutim, tu postoji znacajan potencijal koji nije na prvi nacin artikulisan u funkciji minimiziranja negativnih i maksimiziranja pozitivnih efekata.)
MATCH@E:(There is, however, a significant potential that failed to be rightly articulated for the purpose of minimizing the negative and maximizing the positive effects.===>Međutim, tu postoji značajan potencijal koji nije na prvi način artikulisan u funkciji minimiziranja negativnih i maksimiziranja pozitivnih efekata.)
MATCH@M:(These are the aspects of perception of the engaged employees as the source of improving the business performance, who in the long run achieve larger incomes and larger profits, and besides, they provide innovation support, a competitive advantage and a strategic sustainability.===>Rec je o aspektima percepcije angažovanih radnika kao izvora za povecanje performansi poslovanja koji u konacnom ishodu daju vece prihode i vecu dobit i ne samo to, oni daju inovativnu podršku, konkurentsku prednost i stratešku održivost.)
MATCH@E:(These are the aspects of perception of the engaged employees as the source of improving the business performance, who in the long run achieve larger incomes and larger profits, and besides, they provide innovation support, a competitive advantage and a strategic sustainability.===>Reč je o aspektima percepcije angažovanih radnika kao izvora za povećanje performansi poslovanja koji u konačnom ishodu daju veće prihode i veću dobit i ne samo to, oni daju inovativnu podršku, konkurentsku prednost i stratešku održivost.)
MATCH@M:(Where does the importance of this perception of the employees who are the resource for improving business performancelie?===>U cemu je znacaj ove percepcije zaposlenih kao resursa za povecanje performansi poslovanja?)
MATCH@E:(Where does the importance of this perception of the employees who are the resource for improving business performancelie?===>U čemu je značaj ove percepcije zaposlenih kao resursa za povećanje performansi poslovanja?)
MATCH@M:(The importance lies, A. Schveyer mainatins, “in the very identification of a vast potential of the committed and engaged employee, as opposed to a disengaged or a non-engaged employee“.===>Znacaj je, navodi A. Schveyer, “upravo u identifiko-vanju ogromnog potencijala u posvecenom - angažo-vanom zaposlenom, nasuprot dezangažovanom i ne-angažovanom zaposlenom.)
MATCH@E:(The importance lies, A. Schveyer Š4, p.2Ë mainatins, in the very identification of a vast potential of the committed and engaged employee, as opposed to a disengaged or a non-engaged employee.===>Značaj je, navodi A. Schveyer Š4, str.2Ë, upravo u identifikovanju ogromnog potencijala u posvećenom - angažovanom zaposlenom, nasuprot dezangažovanom i neangažovanom zaposlenom.)
MATCH@M:(The traits of the above mentioned employees are described in Table 1.===>Odlike navedenih zaposlenih date su u Tabeli 1.)
MATCH@E:(The traits of the above mentioned employees are described in Table 1.===>Odlike navedenih zaposlenih date su u Tabeli 1.)
MATCH@M:(Every manager would appreciate it if engaged employees were dominant in the structure of the employees, and if others are as small a minority as possible (or non-existant at all).===>Svaki menadžer bi želeo da u strukturi svojih zaposlenih dominiraju angažovani zaposleni, a da ostalih ima u što manjem procentu (ili ih uopšte nema).)
MATCH@E:(Every manager would appreciate it if engaged employees were dominant in the structure of the employees, and if others are as small a minority as possible (or non-existant at all).===>Svaki menadžer bi želeo da u strukturi svojih zaposlenih dominiraju angažovani zaposleni, a da ostalih ima u što manjem procentu (ili ih uopšte nema).)
MATCH@M:(The principles and processes of the present, modern management are characterised by certain constraints reflected in a sort of disregard for fostering the competences, originality, courage and enthusiasm in the employees.===>Nacela i procesi postojeceg, savremenog menadž-menta imaju odredena ogranicenja koja se ogledaju u nedovoljnom respektovanju podsticaja sposobnosti, originalnosti, odvažnosti i entuzijazmu koje nose zaposleni.)
MATCH@E:(The principles and processes of the present, modern management are characterised by certain constraints reflected in a sort of disregard for fostering the competences, originality, courage and enthusiasm in the employees.===>Načela i procesi postojećeg, savremenog menadžmenta imaju određena ograničenja koja se ogledaju u nedovoljnom respektovanju podsticaja sposobnosti, originalnosti, odvažnosti i entuzijazmu koje nose zaposleni.)
MATCH@M:(On the contrary, much importance is attached to discipline, punctuality, economising, common sense and order, i.e., to formal excellence.===>Dok, veliki znacaj zauzima disciplina, tac-nost, ekonomicnost, razumnost i red, odnosno sve se svodi na formalnu izvrsnost.)
MATCH@E:(On the contrary, much importance is attached to discipline, punctuality, economising, common sense and order, i.e., to formal excellence.===>Dok, veliki značaj zauzima disciplina, tačnost, ekonomičnost, razumnost i red, odnosno sve se svodi na formalnu izvrsnost.)
MATCH@M:(Similarly, the management has to measure their nonengaged employees’ level and implement a new concept to transfer as many as possible of them into the level of committed and engaged employees.===>Takode, menadžment mora da utvrdi nivo svojih ne-angažovanih zaposlenih i da ih novim konceptom prevede u što vecem procentu u nivo posvecenih, anga-žovanih zaposlenih.)
MATCH@E:(Employee types and characteristics according to engagement level Similarly, the management has to measure their nonengaged employees level and implement a new concept to transfer as many as possible of them into the level of committed and engaged employees.===>Tabela 1 Vrste i karakteristike zaposlenih prema nivou angažovanosti Takođe, menadžment mora da utvrdi nivo svojih neangažovanih zaposlenih i da ih novim konceptom prevede u što većem procentu u nivo posvećenih, angažovanih zaposlenih.)
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BAD_LINE_M:Similarly, the management has to measure their nonengaged employees’ level and implement a new concept to transfer as many as possible of them into the level of committed and engaged employees.
BAD_LINE_M:Takode, menadžment mora da utvrdi nivo svojih ne-angažovanih zaposlenih i da ih novim konceptom prevede u što vecem procentu u nivo posvecenih, anga-žovanih zaposlenih.
BAD_LINE_E:Employee types and characteristics according to engagement level Similarly, the management has to measure their nonengaged employees level and implement a new concept to transfer as many as possible of them into the level of committed and engaged employees.
BAD_LINE_E:Tabela 1 Vrste i karakteristike zaposlenih prema nivou angažovanosti Takođe, menadžment mora da utvrdi nivo svojih neangažovanih zaposlenih i da ih novim konceptom prevede u što većem procentu u nivo posvećenih, angažovanih zaposlenih.
MATCH@M:(According to the 2008 research conducted by Towers Perrin, described in Table 2, the level of non-engaged is a serious threat to the survival and development of any organization.===>Prema istaraživanju Towers Perrin, iz 2008. koji su dati u Tabeli 2, nivo neangažova-nih je velika pretnja za opstanak i razvoj svake kompanije.)
MATCH@E:(According to the 2008 research conducted by Towers Perrin, described in Table 2, the level of non-engaged is a serious threat to the survival and development of any organization.===>Prema istaraživanju Towers Perrin, iz 2008. koji su dati u Tabeli 2, nivo neangažovanih je velika pretnja za opstanak i razvoj svake kompanije.)
MATCH@M:(According to one study, the costs of demotivated labour force in the USA economy amounts to billions.===>Prema jednom istraživanju, troškovi de-motivisane radne snage u ekonomiji SAD mere se milijardama.)
MATCH@E:(According to one study Š8Ë, the costs of demotivated labour force in the USA economy amounts to billions.===>Prema jednom istraživanju Š8Ë, troškovi demotivisane radne snage u ekonomiji SAD mere se milijardama.)
MATCH@M:(On the other hand, Schveyer A. stresses, motivated, engaged employees work in a smarter way, they try to find the ways to improve performance.===>S druge strane, istice Schveyer A., motivisani, posveceni, angažovani radnici rade pametnije, ne teže, oni traže nacine da poboljšaju per-formasne.)
MATCH@E:(On the other hand, Schveyer A. Š4Ë stresses, motivated, engaged employees work in a smarter way, they try to find the ways to improve performance.===>S druge strane, ističe Schveyer A. Š4Ë, motivisani, posvećeni, angažovani radnici rade pametnije, ne teže, oni traže načine da poboljšaju performasne.)
MATCH@M:(The effects of such committment are a higher level of sales, cost reduction, a higher quality and innovativeness of the products or services.===>Efekti takve posvecenosti su viši nivo prodaje, smanjenje troškova, bolji kvalitet i inovativnost proizvoda ili usluga.)
MATCH@E:(The effects of such committment are a higher level of sales, cost reduction, a higher quality and innovativeness of the products or services.===>Efekti takve posvećenosti su viši nivo prodaje, smanjenje troškova, bolji kvalitet i inovativnost proizvoda ili usluga.)
MATCH@M:(They communicate, share information with their colleagues, they transfer ideas, suggestions and advice.===>Oni komuniciraju, dele informacije sa kolegama, oni prenose ideje, sugestije i savete.)
MATCH@E:(They communicate, share information with their colleagues, they transfer ideas, suggestions and advice.===>Oni komuniciraju, dele informacije sa kolegama, oni prenose ideje, sugestije i savete.)
MATCH@M:(All this results into better performance, satisfied and hence loyal customers and higher profits.===>Sve ovo dovodi do boljih performansi, zadovoljnih i lojalnih kupaca i vecih profita.)
MATCH@E:(All this results into better performance, satisfied and hence loyal customers and higher profits.===>Sve ovo dovodi do boljih performansi, zadovoljnih i lojalnih kupaca i većih profita.)
MATCH@M:(The management’s competence is reflected in the structure of the employees, from fully engaged to nonengaged workers.===>Sposobnost menadžmenta ogleda se u strukturi zaposlenih od potpuno angažovanog do neangažovanog radnika.)
MATCH@E:(The managements competence is reflected in the structure of the employees, from fully engaged to nonengaged workers.===>Sposobnost menadžmenta ogleda se u strukturi zaposlenih od potpuno angažovanog do neangažovanog radnika.)
MATCH@M:(Sadly, many managers still ignore this fact about non-engaged workers, i.e., about unemployed potential and protect themselves with obsolete paradigms of leading their employees.===>Mnogi menadžeri na nesrecu i dalje ignorišu ovaj podatak o neangažovanim radnicima, odnosno o neiskorišcenom potencijalu i pokrivaju se zastarelim paradigmama vodenja svojih zaposlenih.)
MATCH@E:(Sadly, many managers still ignore this fact about non-engaged workers, i.e., about unemployed potential and protect themselves with obsolete paradigms of leading their employees.===>Mnogi menadžeri na nesreću i dalje ignorišu ovaj podatak o neangažovanim radnicima, odnosno o neiskorišćenom potencijalu i pokrivaju se zastarelim paradigmama vođenja svojih zaposlenih.)
MATCH@M:(On the other hand, there are other managers that build their competitive advantage on the very respect of this potential.===>Dok drugi menadžeri upravo u respektovanju ovog potencijala grade svoju konkurenstku prednost.)
MATCH@E:(On the other hand, there are other managers that build their competitive advantage on the very respect of this potential.===>Dok drugi menadžeri upravo u respektovanju ovog potencijala grade svoju konkurenstku prednost.)
MATCH@M:(Managers could have ignored this in the past, however, today, in the environment that primarily calls for adaptability and innovativeness, it is a serious risk for survival.===>U prošlosti je možda i moglo biti ignorisanja ali danas u ambijentu koji prevashodno zahteva prilagodljivost i inovatin-vost to je veliki rizik opstanka.)
MATCH@E:(Managers could have ignored this in the past, however, today, in the environment that primarily calls for adaptability and innovativeness, it is a serious risk for survival.===>U prošlosti je možda i moglo biti ignorisanja ali danas u ambijentu koji prevashodno zahteva prilagodljivost i inovatinvost to je veliki rizik opstanka.)
MATCH@M:(“The concept of adequate human potentials refers to individuals within an organization that contribute significantly to achieving the goals of the management system, whereas the concept of inadequate human potential refers to those members of the organization who do not contribute to achieving the goals of the management system.===>“Pojam odgovarajucih ljudskih potencijala odnosi se na pojednince u oraganizaciji koji znacajno doprinose ostvarivanju ciljeva sistema upravljanja, a pojam neodgovarajuci ljudski potencijal odnosi se na clanove organizacije koji ne doprinose postizanju ciljeva sisetema upravljanja.)
MATCH@E:(The concept of adequate human potentials refers to individuals within an organization that contribute significantly to achieving the goals of the management system, whereas the concept of inadequate human potential refers to those members of the organization who do not contribute to achieving the goals of the management system.===>Pojam odgovarajućih ljudskih potencijala odnosi se na pojednince u oraganizaciji koji značajno doprinose ostvarivanju ciljeva sistema upravljanja, a pojam neodgovarajući ljudski potencijal odnosi se na članove organizacije koji ne doprinose postizanju ciljeva sisetema upravljanja.)
MATCH@M:(For one reason or another, these individuals are not productive in their jobs“.===>Iz ovog ili onog razloga, ovi pojedinci su neproduktivni u svojim poslovima”.)
MATCH@E:(For one reason or another, these individuals are not productive in their jobs Š5, p. 276Ë.===>Iz ovog ili onog razloga, ovi pojedinci su neproduktivni u svojim poslovimaŠ5, str.276Ë.)
MATCH@M:(In the companies where there is a human resource service or sector there is a whole procedure in the management process to find efficient ways to raise the employee motivation level that will in turn result in committment.===>U kompanijama u kojima postoji služba ili sektor ljudskih rasursa postoji citava procedura u procesu upravljanja koja sve više pokušava da pronade efikasne nacine za povecanje nivoa motivisanosti zaposlenih koja vodi ka posvecenosti.)
MATCH@E:(In the companies where there is a human resource service or sector there is a whole procedure in the management process to find efficient ways to raise the employee motivation level that will in turn result in committment.===>U kompanijama u kojima postoji služba ili sektor ljudskih rasursa postoji čitava procedura u procesu upravljanja koja sve više pokušava da pronađe efikasne načine za povećanje nivoa motivisanosti zaposlenih koja vodi ka posvećenosti.)
MATCH@M:(This, however, may not be enough in some cases, as the paradigms of employee management remained the same.===>Medutim, to ponekad nije dovoljno jer su paradigme upravljanja zaposlenima ostale iste.)
MATCH@E:(This, however, may not be enough in some cases, as the paradigms of employee management remained the same.===>Međutim, to ponekad nije dovoljno jer su paradigme upravljanja zaposlenima ostale iste. 3.)
MATCH@M:(Modern business environment has differentiated among highly important intangible values of the company that cannot be copied.===>Savremeno poslovno okruženje je izdiferenciralo veliki znacaj neopipljive, nematerijalne vrednosti kompanije jer se one ne mogu kopirati.)
MATCH@E:(3.2. ~~~ Management towards committment Modern business environment has differentiated among highly important intangible values of the company that cannot be copied.===>Upravljanje ka posvećenosti Savremeno poslovno okruženje je izdiferenciralo veliki značaj neopipljive, nematerijalne vrednosti kompanije jer se one ne mogu kopirati.)
MATCH@M:(Employees increasingly become a “key“ that is called competitive advantage and development.===>Zaposleni sve više postaju “kljuc za bravu” koja se zove kompetetivna prednost i razvoj.)
MATCH@E:(Employees increasingly become a key that is called competitive advantage and development.===>Zaposleni sve više postaju ključ za bravu koja se zove kompetetivna prednost i razvoj.)
MATCH@M:(Human skills that contribute to the quality and success of competitiveness have their hier-archal succession.===>Ljudske sposobonosti koje doprinose kvalitetu i uspehu kompetetivnosti imaju svoj hijerarhiski niz.)
MATCH@E:(Human skills that contribute to the quality and success of competitiveness have their hierarchal succession and this is presented in Table 3.===>Ljudske sposobonosti koje doprinose kvalitetu i uspehu kompetetivnosti imaju svoj hijerarhiski niz koji je dat u Tabeli 3.)
MATCH@M:(This hierarchy of potentials is important from the point of view of competitive advantage they create.===>Ova hijerarhija sposobnosti je znacajna sa aspekta konkurenske prednosti koju oni stvaraju.)
MATCH@E:(This hierarchy of potentials is important from the point of view of competitive advantage they create.===>Ova hijerarhija sposobnosti je značajna sa aspekta konkurenske prednosti koju oni stvaraju.)
MATCH@M:(It is easy today to find hard-working, expert and dutiful employees, however, they cannot create competitive advantage.===>Danas nije teško naci marljive, strucne i poslušne zaposlene ali oni ne mogu stvoriti konkurentsku predenost.)
MATCH@E:(It is easy today to find hard-working, expert and dutiful employees, however, they cannot create competitive advantage.===>Danas nije teško naći marljive, stručne i poslušne zaposlene ali oni ne mogu stvoriti konkurentsku predenost.)
MATCH@M:(It is the committed: passionate, creative, innovative, enterprising employees who create that value.===>Poseve-ceni: strastveni, kreativni, inovativni, preduzimljivi zaposleni su potencijal koji stvara tu vrednost.)
MATCH@E:(It is the committed: passionate, creative, innovative, enterprising employees who create that value.===>Posevećeni: strastveni, kreativni, inovativni, preduzimljivi zaposleni su potencijal koji stvara tu vrednost.)
MATCH@M:(In addition to these potentials, there are some types of skills that employers find important for success at the workplace.===>Pored ovih sposobnosti poslodavci smatraju da su i pojedini tipovi veština znacajni za uspeh na radnom mestu.)
MATCH@E:(In addition to these potentials, there are some types of skills that employers find important for success at the workplace.===>Pored ovih sposobnosti poslodavci smatraju da su i pojedini tipovi veština značajni za uspeh na radnom mestu.)
MATCH@M:(According to R. A. Noe, the employees born between 1965 and 1975 find unexpected rewards for achievements, opportunities to learn new things, praise, awards and time spent with the manager to be significant, while the employees born between 1925 and 1945, the so-called “traditionalists“ attach importance to income and job security.===>Prema R.A. Noe, zaposleni rodeni izmedu 1965. i 1975. godine ocenjuju kao znacajno neocekivane nagrade za postignuca, mogucosti za ucenje novih stvari, pohvale, priznanja, i vreme provedeno s menadžerom, dok zaposleni rodeni izmedu 1925. i 1945. tzv. “tradicionalisti” znacaj pridaju prihodima i sigurnosti zaposlenja.)
MATCH@E:(According to R. A. Noe Š7, p.22Ë, the employees born between 1965 and 1975 find unexpected rewards for achievements, opportunities to learn new things, praise, awards and time spent with the manager to be significant, while the employees born between 1925 and 1945, the so-called traditionalists attach importance to income and job security.===>Prema R.A. Noe Š7, str.22Ë., zaposleni rođeni između 1965. i 1975. godine ocenjuju kao značajno neočekivane nagrade za postignuća, mogućosti za učenje novih stvari, pohvale, priznanja, i vreme provedeno s menadžerom, dok zaposleni rođeni između 1925. i 1945. tzv. tradicionalisti značaj pridaju prihodima i sigurnosti zaposlenja.)
MATCH@M:(All employees, however, value a number of key aspects, for example: they view their job as a means of self-realization, i.e., a way to employ their skills and potentials as best possible and satisfy their interests, as well as a means to live in a desired life-style.===>Medutim, svi zaposleni vrednuju nekoliko bitnih aspekata kao što su: gledaju na posao kao sredstvo samoispunjenja odnosno sredstvo da što bolje iskoriste svoje veštine i sposobnosti i zadovolje svoje interese i kao sredstvo koje ce im omoguciti življenje u željenom životnom stilu.)
MATCH@E:(All employees, however, value a number of key aspects, for example: they view their job as a means of self-realization, i.e., a way to employ their skills and potentials as best possible and satisfy their interests, as well as a means to live in a desired life-style.===>Međutim, svi zaposleni vrednuju nekoliko bitnih aspekata kao što su: gledaju na posao kao sredstvo samoispunjenja odnosno sredstvo da što bolje iskoriste svoje veštine i sposobnosti i zadovolje svoje interese i kao sredstvo koje će im omogućiti življenje u željenom životnom stilu.)
MATCH@M:(“One report revealed that committment to a company is higher in those employees who are given opportunity to fully employ and develop their skills, take more responsibility at work, believe that the promotion system is fair and have a reliable manager who works to their best interests“.===>“Jedan izveštaj je pokazao da su u svom preduzecu privrženiji zaposleni kojima je pružena prilika da u potpunosti koriste i razvijaju svoje veštine, preuzimaju sve vecu odgovornost na poslu, veruju da je sistem unapredenja pošten i imaju menadžera od poverenja koji se zauzima za njihove najbolje interese. “)
MATCH@E:(One report revealed that committment to a company is higher in those employees who are given opportunity to fully employ and develop their skills, take more responsibility at work, believe that the promotion system is fair and have a reliable manager who works to their best interests Š7, p.22Ë.===>Jedan izveštaj je pokazao da su u svom preduzeću privrženiji zaposleni kojima je pružena prilika da u potpunosti koriste i razvijaju svoje veštine, preuzimaju sve veću odgovornost na poslu, veruju da je sistem unapređenja pošten i imaju menadžera od poverenja koji se zauzima za njihove najbolje interese.)
MATCH@M:(From the management point of view, therefore, the above-quoted potentials and skills are highly important, and so is the knowledge of the value system of the employees that motivates them towards committment.===>Dakle, sa aspekta menadžmenta veliki znacaj imaju navedene sposobnosti i veštine, kao i poznavanje sistema vrednosti svojih radnika koji ih podstice na posvecenost.)
MATCH@E:(From the management point of view, therefore, the above-quoted potentials and skills are highly important, and so is the knowledge of the value system of the employees that motivates them towards committment.===>Š7, str.22Ë. ~~~ Dakle, sa aspekta menadžmenta veliki značaj imaju navedene sposobnosti i veštine, kao i poznavanje sistema vrednosti svojih radnika koji ih podstiče na posvećenost.)
MATCH@M:(In order that the potentials and skills should be implemented, engaged and in accord with a new value system of the employed, it is necessary that the management itself pass from the traditional pattern of the management system to one leading to a maximum activation of potentials, from the non-engaged to the engaged, committed, innovative.===>Da bi se sposbnosti i veštine podigle, anga-žovale, i bile u skladu sa novim sistemom vrednosti zaposlenih, neophodno je i da sam menažment iz tradicionalnog obrasca sistema menadžmenta, ude u onaj koji vodi do maksimalnog aktiviranja potencijala., od neangažovanog ka angažovanom, posvecenom, inovativnom.)
MATCH@E:(In order that the potentials and skills should be implemented, engaged and in accord with a new value system of the employed, it is necessary that the management itself pass from the traditional pattern of the management system to one leading to a maximum activation of potentials, from the non-engaged to the engaged, committed, innovative.===>Da bi se sposbnosti i veštine podigle, angažovale, i bile u skladu sa novim sistemom vrednosti zaposlenih, neophodno je i da sam menažment iz tradicionalnog obrasca sistema menadžmenta, uđe u onaj koji vodi do maksimalnog aktiviranja potencijala., od neangažovanog ka angažovanom, posvećenom, inovativnom. ~~~ Ovo je uslov bez koga se ne može graditi konkurentska prednost i održivi razvoj.)
MATCH@M:(Given that the working milieu is equpped with all necessary tools, that the strategies are clear and the goals are innovated, as well as that there is a favourable intellectual and qualification structure, it is necessary that a positive and incentive, innovative atmosphere be created.===>Pod pretpostavkom da je radni ambijent snabdeven svim neophodnim alatima, da su strategije jasne i ciljevi inovirani i da postoji povoljna intelektualna i kvalifikaciona struktura, nužno je ostvariti pozitivnu i podsticajnu, inovativnu atmosferu.)
MATCH@E:(Given that the working milieu is equpped with all necessary tools, that the strategies are clear and the goals are innovated, as well as that there is a favourable intellectual and qualification structure, it is necessary that a positive and incentive, innovative atmosphere be created.===>Pod pretpostavkom da je radni ambijent snabdeven svim neophodnim alatima, da su strategije jasne i ciljevi inovirani i da postoji povoljna intelektualna i kvalifikaciona struktura, nužno je ostvariti pozitivnu i podsticajnu, inovativnu atmosferu.)
MATCH@M:(This means that the management has an entirelly new pattern of relations with the employees, i.e., that it is capable of motivating and encouraging them towards creativity, enterprise and innovation.===>Ovo znaci da me-nadžment ima potpuno novi obrazac odnosa prema zaposlenima, odnosno da je u stanju da motivše i pod-stice ka kreativnosti, preduzimljivosti i inovativnosti.)
MATCH@E:(This means that the management has an entirelly new pattern of relations with the employees, i.e., that it is capable of motivating and encouraging them towards creativity, enterprise and innovation.===>Ovo znači da menadžment ima potpuno novi obrazac odnosa prema zaposlenima, odnosno da je u stanju da motivše i podstiče ka kreativnosti, preduzimljivosti i inovativnosti.)
MATCH@M:(As an inward state due to which an individual acts in such a way as to achieve a goal, motivation is a continuous process.===>Motivacija kao unutrašnje stanje zbog kojeg se pojedinac ponaša tako da ostvari neki cilj je kontinuirani proces.)
MATCH@E:(As an inward state due to which an individual acts in such a way as to achieve a goal, motivation is a continuous process.===>Motivacija kao unutrašnje stanje zbog kojeg se pojedinac ponaša tako da ostvari neki cilj je kontinuirani proces.)
MATCH@M:(It explains why people behave in a way they do behave.===>Ona objašnjava zašto se ljudi ponašaju tako kako se ponašaju.)
MATCH@E:(It explains why people behave in a way they do behave.===>Ona objašnjava zašto se ljudi ponašaju tako kako se ponašaju.)
MATCH@M:(The process of activating, directing and maintaining the employees’ activity towards achieving organizational goals therefore is a motivational process, based on a need, movement, reward and praise.===>Dakle, proces pokretanja, usmeravanja i održavanja aktivnosti zaposlenih ka ostvarivanju organizacionih ciljeva predstavlja motivacioni proces, koji se bazira na potrebi, pokretu i nagradi, priznanju .)
MATCH@E:(The process of activating, directing and maintaining the employees activity towards achieving organizational goals therefore is a motivational process, based on a need, movement, reward and praise.===>Dakle, proces pokretanja, usmeravanja i održavanja aktivnosti zaposlenih ka ostvarivanju organizacionih ciljeva predstavlja motivacioni proces, koji se bazira na potrebi, pokretu i nagradi, priznanju .)
MATCH@M:(Motivation is primarily perceived as internal and external.===>Primarno, motivaciju posmatramo kao unutrašnju i spolja-šnju.)
MATCH@E:(Motivation is primarily perceived as internal and external.===>Primarno, motivaciju posmatramo kao unutrašnju i spoljašnju.)
MATCH@M:(Hence it is the responsibility of managers to create such an environment and incentives that will activate the employees towards a desired manner of behaviour, in accordance with the inward needs of an individual.===>Zato, mendžeri imaju odgovornost da stvore takvu vrstu okruženja i podsticaja koja bi zaposlene pokrenula ka željenom pravcu ponašanja, a koje je u skladu sa unutrašnjim potrebama pojedinca.)
MATCH@E:(Hence it is the responsibility of managers to create such an environment and incentives that will activate the employees towards a desired manner of behaviour, in accordance with the inward needs of an individual.===>Zato, mendžeri imaju odgovornost da stvore takvu vrstu okruženja i podsticaja koja bi zaposlene pokrenula ka željenom pravcu ponašanja, a koje je u skladu sa unutrašnjim potrebama pojedinca.)
MATCH@M:(A large number of companies spend a lot of time and enormous capital on research into their prospective customers, disregarding the need to study the motivation and behaviour of their employees.===>Mnoge kompanije troše mnogo vremena i ogromna novcana sredstva za istraživanje svojih potencijalnih kupaca, zanemarujuci potrebu da istraže motivisanost i ponašanje svojih zaposlenih.)
MATCH@E:(A large number of companies spend a lot of time and enormous capital on research into their prospective customers, disregarding the need to study the motivation and behaviour of their employees.===>Mnoge kompanije troše mnogo vremena i ogromna novčana sredstva za istraživanje svojih potencijalnih kupaca, zanemarujući potrebu da istraže motivisanost i ponašanje svojih zaposlenih.)
MATCH@M:(The management can make use of the traditional methods, such as wages, bonuses, trainings, professional improvements, promotion opportunities to motivate their employees, however, there are also incentive (stimulation) programmes which in addition to remuneration in merchandise or in money, in business meetings, or in conventions, include prize travels.===>Za motivisanje zaposlenih, menadžmentu stoje na raspolaganju tradicionalna sredstva kao što su zarada, bonusi, obuke, usavršavanja, mogucnost unapredenja ali i podsticajni (stimulativni) programi koji pored robnih i novcanih nagrada, poslovnih susreta, konvencija sve više obuhvataju i nagradana putovanja.)
MATCH@E:(The management can make use of the traditional methods, such as wages, bonuses, trainings, professional improvements, promotion opportunities to motivate their employees, however, there are also incentive (stimulation) programmes which in addition to remuneration in merchandise or in money, in business meetings, or in conventions, include prize travels Š9, p. 438Ë.===>Za motivisanje zaposlenih, menadžmentu stoje na raspolaganju tradicionalna sredstva kao što su zarada, bonusi, obuke, usavršavanja, mogućnost unapređenja ali i podsticajni (stimulativni) programi koji pored robnih i novčanih nagrada, poslovnih susreta, konvencija sve više obuhvataju i nagradana putovanja Š9, str.438Ë.)
MATCH@M:(A typical ratio in a majority of companies is 70% in basic salary, plus 30% of various incentives.===>Tipican odnos kod vecine kompanija je 70% osnovna plata, a 30% razliciti podsticaji.)
MATCH@E:(A typical ratio in a majority of companies is 70% in basic salary, plus 30% of various incentives Š10, p. 228Ë.===>Tipičan odnos kod većine kompanija je 70% osnovna plata, a 30% različiti podsticaji Š10, str.228Ë.)
MATCH@M:(The incentives in building new relationships with the employee, reflected in incentive schemes or programmes, include carefully planned and still more carefully conducted programmes that are in accordance with the system of values the employees cherish.===>Podsticaji kroz podsticajne šeme ili programe u gradenju novih odnosa prema zaposelnom obuhvataju pažljivo planirane i još pažljivije realizovane programe koji su u skladu sa sistemom vrednosti zaposlenih.)
MATCH@E:(The incentives in building new relationships with the employee, reflected in incentive schemes or programmes, include carefully planned and still more carefully conducted programmes that are in accordance with the system of values the employees cherish.===>Podsticaji kroz podsticajne šeme ili programe u građenju novih odnosa prema zaposelnom obuhvataju pažljivo planirane i još pažljivije realizovane programe koji su u skladu sa sistemom vrednosti zaposlenih.)
MATCH@M:(These incentives are considered valuable only on condition they can really reflect the management feeling of value, trust and care for the committment engaged.===>Oni imaju vrednost samo ako zaista mogu da izazovu ose-caj vrednosti, poverenja i brige menadžmenta u odnosu na posvecenost koja se angažuje.)
MATCH@E:(These incentives are considered valuable only on condition they can really reflect the management feeling of value, trust and care for the committment engaged.===>Oni imaju vrednost samo ako zaista mogu da izazovu osećaj vrednosti, poverenja i brige menadžmenta u odnosu na posvećenost koja se angažuje.)
MATCH@M:(According to the managements that implement them, the abovequoted incentive programmes really achieve such ef-fects.===>Navedeni podsticajni programi prema oceni menadžmenta koji ih sprovode u delo, zaista i dovode do navedenih efekata.)
MATCH@E:(According to the managements that implement them, the abovequoted incentive programmes really achieve such effects8.===>Navedeni podsticajni programi prema oceni menadžmenta koji ih sprovode u delo, zaista i dovode do navedenih efekata8.)
MATCH@M:(This means that perception and logic should not be a privilege of only a number of top managers or directors.===>To znaci da opažanje i logika ne treba da budu privilegija nekoliko menadžera ili direktora na vrhu.)
MATCH@E:(This means that perception and logic should not be a privilege of only a number of top managers or directors.===>To znači da opažanje i logika ne treba da budu privilegija nekoliko menadžera ili direktora na vrhu.)
MATCH@M:(As a leader, the manager has to trust people, otherwise, he cannot expect to get new ideas, creativity, and results.===>Menadžer kao lider mora imati poverenja u ljude u suprotnom ne može ocekivati nove ideje, kreativnost i rezultate.)
MATCH@E:(As a leader, the manager has to trust people, otherwise, he cannot expect to get new ideas, creativity, and results.===>Menadžer kao lider mora imati poverenja u ljude u suprotnom ne može očekivati nove ideje, kreativnost i rezultate.)
MATCH@M:(Trust is also built through the system authority and responsibility delegation.===>Pove-renje se gradi i kroz sistem ovlašcenja i odgovornosti koja se delegira.)
MATCH@E:(Trust is also built through the system authority and responsibility delegation.===>Poverenje se gradi i kroz sistem ovlašćenja i odgovornosti koja se delegira.)
MATCH@M:(A task is usually delegated, while authority and responsibilities are not clearly defined, hence the path is lost that leads to committment in accomplishing goals and tasks.===>Obicno se delegira zadatak dok ovlašcenja i ogovornosti nisu jasno definisani te se gubi nit koja vodi ka posvecenosti u ostvarenju ciljeva i zadataka.)
MATCH@E:(A task is usually delegated, while authority and responsibilities are not clearly defined, hence the path is lost that leads to committment in accomplishing goals and tasks.===>Obično se delegira zadatak dok ovlašćenja i ogovornosti nisu jasno definisani te se gubi nit koja vodi ka posvećenosti u ostvarenju ciljeva i zadataka. 3.)
MATCH@M:(The experience of some companies, presented by Gary Hamel, whose management system is based on new paradigms and principles, is a revolutionary innovation in the management system.===>Iskustva nekih kompanija, koja je dao Gary Hamel, ciji je menadžment sistem zasnovan na novim paradigmama i principima, predstavljaju revolucionarne inovacije u sistemu menadžmenta.)
MATCH@E:(3.3. ~~~ Experience: from committment to innovation and competitive advantage The experience of some companies, presented by Gary Hamel Š1Ë, whose management system is based on new paradigms and principles, is a revolutionary innovation in the management system.===>Iskustva: od posvećenosti do inovativnosti i konkurentske prednosti Iskustva nekih kompanija, koja je dao Gary Hamel Š1Ë, čiji je menadžment sistem zasnovan na novim paradigmama i principima, predstavljaju revolucionarne inovacije u sistemu menadžmenta.)
MATCH@M:(This innovation is primarily reflected in incentives of committment that results into creativity, enterprising, innovativeness as paths to sustainable competitiveness.===>Ove inovacije odražavaju se pre svega na podsticanje posvecenosti koja svara kreativnost, preduzimljivost, inovativnosti kao put do održive konkurentnosti.)
MATCH@E:(This innovation is primarily reflected in incentives of committment that results into creativity, enterprising, innovativeness as paths to sustainable competitiveness.===>Ove inovacije odražavaju se pre svega na podsticanje posvećenosti koja svara kreativnost, preduzimljivost, inovativnosti kao put do održive konkurentnosti.)
MATCH@M:(Among these companies are the Whole Foods and Google.===>Neke od njih su i kompanije Whole Foods i Google.)
MATCH@E:(Among these companies are the Whole Foods and Google12.===>Neke od njih su i kompanije Whole Foods i Google12.)
MATCH@M:(Goals: l.offer the customer an alternative in the form of total service and organic food via a new type of supermarkets that satisfy customers’ needs in new ways; 2. shopping should be less of an obligation, more a cullinary adventure.===>Ciljevi: 1.ponuditi kupcima alternativu u obliku potpune usluge i prirodne hrane kroz novu vrstu supermarketa koji na nove nacine zadovoljavaju potrebe potrošaca; 2. da kupovina bude što manje obaveza, a više jedna kulinarska pustolovina.)
MATCH@E:(Goals: 1.offer the customer an alternative in the form of total service and organic food via a new type of supermarkets that satisfy customers needs in new ways; 2. shopping should be less of an obligation, more a cullinary adventure.===>Ciljevi: ~~~ 1.ponuditi kupcima alternativu u obliku potpune usluge i prirodne hrane kroz novu vrstu supermarketa koji na nove načine zadovoljavaju potrebe potrošača; 2. da kupovina bude što manje obaveza, a više jedna kulinarska pustolovina.)
MATCH@M:(Incomes: earns approhimately $ 6 billion annually; the most profitable American retail food industry chain according to the profits rate.===>Prihodi: godišnje ostvaruje skoro 6 milijardi americkih dolara, prema stopi dobiti je najprofitabilniji americki maloprodajni prehrambeni lanac.)
MATCH@E:(Incomes: earns approhimately $ 6 billion annually; the most profitable American retail food industry chain according to the profits rate.===>Prihodi: godišnje ostvaruje skoro 6 milijardi američkih dolara, prema stopi dobiti je najprofitabilniji američki maloprodajni prehrambeni lanac.)
MATCH@M:(Average annual sales growth rate: 11% , almost three times as the average of the industry itself.===>Prosecan godišnji rast prodaje: 11% , skoro tri puta više od proseka same industrije.)
MATCH@E:(Average annual sales growth rate: 11% , almost three times as the average of the industry itself.===>Prosečan godišnji rast prodaje: ~~~ 11% , skoro tri puta više od proseka same industrije.)
MATCH@M:(Management system characteristics:===>Karakteristike sistema menadžmeta:)
MATCH@E:(Management system characteristics: 1.===>Karakteristike sistema menadžmeta: ~~~ 1.)
MATCH@M:(1.	Radical decentralisation.===>1.	Radikalna decentralizacija.)
MATCH@E:(Radical decentralisation.===>Radikalna decentralizacija.)
MATCH@M:(Organizational hierarchy form : teams, team leaders, shop managers.===>Oblik organizacione hijerarhije: timovi, vode timova, menadžeri prodavnice.)
MATCH@E:(Organizational hierarchy form : teams, team leaders, shop managers.===>Oblik organizacione hijerarhije: timovi, vođe timova, menadžeri prodavnice.)
MATCH@M:(The basic organizational unit is the team, not the shop.===>Osnovna organizaciona jedinica je tim, a ne prodavnica.)
MATCH@E:(The basic organizational unit is the team, not the shop.===>Osnovna organizaciona jedinica je tim, a ne prodavnica.)
MATCH@M:(Team members command high authority, however, graet responsibilities.===>Clanovi tima imaju velika ovlašcenja ali i velike odgovornosti.)
MATCH@E:(Team members command high authority, however, graet responsibilities.===>Članovi tima imaju velika ovlašćenja ali i velike odgovornosti.)
MATCH@M:(Each shop has about eight teams.===>Svaka prodavnica sadrži oko osam timova.)
MATCH@E:(Each shop has about eight teams.===>Svaka prodavnica sadrži oko osam timova.)
MATCH@M:(The team is in charge of all key operational decisions: pricing, orders, employment and promotion.===>Tim je odgovoran za sve kljucne operativne odluke: odredivanje cena, narucivanje, zapošljavanje i pomociju.)
MATCH@E:(The team is in charge of all key operational decisions: pricing, orders, employment and promotion.===>Tim je odgovoran za sve ključne operativne odluke: određivanje cena, naručivanje, zapošljavanje i pomociju.)
MATCH@M:(There is one condition: comply with strictly set standards.===>Postoji jedan uslov: pridržavati se strogo propisanih standarda.)
MATCH@E:(There is one condition: comply with strictly set standards.===>Postoji jedan uslov: pridržavati se strogo propisanih standarda.)
MATCH@M:(The team acts as a profit centre based on the employee productivity.===>Tim deluje kao profitni centar koji se zasniva na produktivnosti zaposlenih.)
MATCH@E:(The team acts as a profit centre based on the employee productivity.===>Tim deluje kao profitni centar koji se zasniva na produktivnosti zaposlenih.)
MATCH@M:(Incentives defined in the form of rewards and bonuses.===>Definisani podsticaji u vidu nagrada i bonusa.)
MATCH@E:(Incentives defined in the form of rewards and bonuses.===>Definisani podsticaji u vidu nagrada i bonusa.)
MATCH@M:(Rather a community than a hierarchy.===>Više je zajednica nego hijerarhija.)
MATCH@E:(Rather a community than a hierarchy. ~~~ 2.===>Više je zajednica nego hijerarhija. 2.)
MATCH@M:(2.	“No secrets“ managerial philosophy.===>2.	Menadžerska filozofija "nema tajni".)
MATCH@E:(No secrets managerial philosophy.===>Menadžerska filozofija nema tajni.)
MATCH@M:(Information transparency.===>Transparentnost informacija.)
MATCH@E:(Information transparency.===>Transparentnost informacija.)
MATCH@M:(Everybody has access to information on the progress of other teams and other shops.===>Svi imaju dostupne informacije o napredovanju drugih timova i drugih prodavnica.)
MATCH@E:(Everybody has access to information on the progress of other teams and other shops.===>Svi imaju dostupne informacije o napredovanju drugih timova i drugih prodavnica.)
MATCH@M:(Information available includes: daily sales in shops, team sales, product-related costs, profit of each shop, earnings and remunerations of all employees.===>Dostupne inforamcije su: dnevna prodaja prodavnica, timska prodaja, troškovi vezani za proizvode, dobit svake prodavnice, zarade i naknade svih .)
MATCH@E:(Information available includes: daily sales in shops, team sales, product-related costs, profit of each shop, earnings and remunerations of all employees.===>Dostupne inforamcije su: dnevna prodaja prodavnica, timska prodaja, troškovi vezani za proizvode, dobit svake prodavnice, zarade i naknade svih . 3.)
MATCH@M:(3.	Minimum bureaucratic elements.===>3.	Birokratski elementi na minimumu.)
MATCH@E:(3. ~~~ Minimum bureaucratic elements.===>Birokratski elementi na minimumu.)
MATCH@M:(Close realtionship between autonomy and responsibility reduces the need for bureaucratic control that inhibits motivation.===>Uska veza izmedu samostalnosti i odgovornosti smanjuje potrebu za birokratskom kontrolom koja umanjuje motivaciju.)
MATCH@E:(Close realtionship between autonomy and responsibility reduces the need for bureaucratic control that inhibits motivation.===>Uska veza između samostalnosti i odgovornosti smanjuje potrebu za birokratskom kontrolom koja umanjuje motivaciju. 4.)
MATCH@M:(4.	Mutual mission.===>4.	Zajednicka misija.)
MATCH@E:(4. ~~~ Mutual mission.===>Zajednička misija.)
MATCH@M:(Supports the feeling of mutual fate and faith in mutual mission.===>Neguje osecaj zajednicke sudbine i vere u zajednicku misiju.)
MATCH@E:(Supports the feeling of mutual fate and faith in mutual mission.===>Neguje osećaj zajedničke sudbine i vere u zajedničku misiju.)
MATCH@M:(This is manifested in incentive rewards on the team level, in the financial data transparency, as well as in the limitations of the rewards to the top management.===>Ovo se manifestuje u podsticajnim nagradama na nivu tima, transparentnosti finansijskih podataka i u ogranicenju naknada vrhovnom menadžmentu.)
MATCH@E:(This is manifested in incentive rewards on the team level, in the financial data transparency, as well as in the limitations of the rewards to the top management.===>Ovo se manifestuje u podsticajnim nagradama na nivu tima, transparentnosti finansijskih podataka i u ograničenju naknada vrhovnom menadžmentu.)
MATCH@M:(The succes is directly translated into rewards, bonuses, promotions.===>Uspeh se direkno pretvara u priznanja, bonuse, napredovanja.)
MATCH@E:(The succes is directly translated into rewards, bonuses, promotions.===>Uspeh se direkno pretvara u priznanja, bonuse, napredovanja.)
MATCH@M:(Profits are a result, not a game.===>Dobit je rezultat a ne igra.)
MATCH@E:(Profits are a result, not a game.===>Dobit je rezultat a ne igra.)
MATCH@M:(Innovativeness of all employees in sustaining a competitive position.===>Inovativnost svih u održanju konkurenstke pozicija.)
MATCH@E:(Innovativeness of all employees in sustaining a competitive position.===>Inovativnost svih u održanju konkurenstke pozicija.)
MATCH@M:(Management principles: love, community, autonomy, equality, transparency, and mission.===>Nacela menadžmenta: ljubav, zajednica, samostalnost, jednakost, transparentnost i misija.)
MATCH@E:(Management principles: love, community, autonomy, equality, transparency, and mission.===>Načela menadžmenta: ljubav, zajednica, samostalnost, jednakost, transparentnost i misija.)
MATCH@M:(A similar situation is found in the Google company with a specific type of operations.===>Slicno je i u kompaniji Google sa odredenim specificnostima delatnosti.)
MATCH@E:(A similar situation is found in the Google company with a specific type of operations.===>Slično je i u kompaniji Google sa određenim specifičnostima delatnosti.)
MATCH@M:(A managemenent model is implemented that is characterised by: negligible hierarchy, a thick network of lateral communication, the policy of awarding special rewards to people and teams that create extraordinary ideas, the approach by focusing of the whole team upon the product development and the company trust that encourages the employee to put the consumer first.===>Primenjuje se model menadžmenta koji se odlikuje: neznatnom hijerarhijom, gustom mrežom bocne komunikacije, politikom davanja izuzetnih nagrada ljudima i timovima koji smisle izuzetne ideje, pristup usredsredenosti celog tima na razvoj proizvoda i kompanijsko verovanje koje podstice zaposlenog da na prvo mesto stavi korisnika.)
MATCH@E:(A managemenent model is implemented that is characterised by: negligible hierarchy, a thick network of lateral communication, the policy of awarding special rewards to people and teams that create extraordinary ideas, the approach by focusing of the whole team upon the product development and the company trust that encourages the employee to put the consumer first.===>Primenjuje se model menadžmenta koji se odlikuje: neznatnom hijerarhijom, gustom mrežom bočne komunikacije, politikom davanja izuzetnih nagrada ljudima i timovima koji smisle izuzetne ideje, pristup usredsređenosti celog tima na razvoj proizvoda i kompanijsko verovanje koje podstiče zaposlenog da na prvo mesto stavi korisnika.)
MATCH@M:(This management model is also based on small work units, numerous experiments, a constructive feedback information from colleagues and on the mission of improving the world.===>Takode, ovaj model menadžmenta temelji se na malim radnim jedinicama, mnoštvu eksperimentisanja, konstruktivnoj povratnoj informaciji od kolega i misiji poboljšanja sveta.)
MATCH@E:(This management model is also based on small work units, numerous experiments, a constructive feedback information from colleagues and on the mission of improving the world.===>Takođe, ovaj model menadžmenta temelji se na malim radnim jedinicama, mnoštvu eksperimentisanja, konstruktivnoj povratnoj informaciji od kolega i misiji poboljšanja sveta.)
MATCH@M:(Everybody in Google is considered to be of special importance, from the first line of employees to the top management, as they are all committed to innovation.===>U Go-ogle-u svi su izuzetno znacajni od prve linije zaposlenih do vrha menadžmenta jer su svi posveceni inovacijama.)
MATCH@E:(Everybody in Google is considered to be of special importance, from the first line of employees to the top management, as they are all committed to innovation. ~~~ 4.===>U Google-u svi su izuzetno značajni od prve linije zaposlenih do vrha menadžmenta jer su svi posvećeni inovacijama. 4.)
MATCH@M:(The new circumstances of the 21st century in which the companies operate demand that the management system be innovated.===>Nove okolnosti 21. veka u kojima posluju kompanije nužno namecu potrebu za inoviranjem sistema menadžmenta.)
MATCH@E:(Conclusion The new circumstances of the 21st century in which the companies operate demand that the management system be innovated.===>Zaključak Nove okolnosti 21. veka u kojima posluju kompanije nužno nameću potrebu za inoviranjem sistema menadžmenta.)
MATCH@M:(New environment requires permanent innovation to ensure stability, growth, and sustain competitive advantage.===>Novo okruženje namece potrebu za stalnim inoviranjem koje obezbeduje stabilnost, rast i održanje konkurenstke prednosti.)
MATCH@E:(New environment requires perma nent innovation to ensure stability, growth, and sustain competitive advantage.===>Novo okruženje nameće potrebu za stalnim inoviranjem koje obezbeđuje stabilnost, rast i održanje konkurenstke prednosti.)
MATCH@M:(On the other hand, however, the today prevailing management system, based on orthodox principles displays its inefficiency.===>Medutim, s druge strane, postojeci sistem menadžmenta zasnovan na ortodoksnim principima pokazuje svoju neefikasnost.)
MATCH@E:(On the other hand, however, the today prevailing management system, based on orthodox principles displays its inefficiency.===>Međutim, s druge strane, postojeći sistem menadžmenta zasnovan na ortodoksnim principima pokazuje svoju neefikasnost.)
MATCH@M:(Still a high level of hierarchy and bureaucratic elements of management are reflected in an unfavourable structure of employees from the aspects of motivation and committment.===>I dalje visok nivo hijerarhije i biroktratski elementi upravljanja se odražavaju na nepovoljnu strukturu zaposlenih sa aspekta motivisanosti i posvecenosti.)
MATCH@E:(Still a high level of hierarchy and bureaucratic elements of management are reflected in an unfavourable structure of employees from the aspects of motivation and committment.===>I dalje visok nivo hijerarhije i biroktratski elementi upravljanja se odražavaju na nepovoljnu strukturu zaposlenih sa aspekta motivisanosti i posvećenosti.)
MATCH@M:(The research and analyses clearly show that a large number of people are demotivated and non-engaged and thus represent a significant potential that is not employed.===>Ista-raživanja i analize jasno ukazuju da je veliki broj onih koji su potpuno demotivisani ili neangažovani i predstavljaju znacajan neiskorišceni potencijal.)
MATCH@E:(The research and analyses clearly show that a large number of people are demotivated and non-engaged and thus represent a significant potential that is not employed.===>Istaraživanja i analize jasno ukazuju da je veliki broj onih koji su potpuno demotivisani ili neangažovani i predstavljaju značajan neiskorišćeni potencijal.)
MATCH@M:(It is not only the unexploited potential; in the long term, and increasingly in the short term, too, this potential will lead to large losses and problems.===>Ne samo da je to neiskorišcen potencijal, on dugorocno, a sve više i kratkorocno posmatrano, predstavlja put ka velikim gubicima i nevoljama.)
MATCH@E:(It is not only the unexploited potential; in the long term, and increasingly in the short term, too, this potential will lead to large losses and problems.===>Ne samo da je to neiskorišćen potencijal, on dugoročno, a sve više i kratkoročno posmatrano, predstavlja put ka velikim gubicima i nevoljama.)
MATCH@M:(The management has to pay due respect to this and implement an innovative approach to use it as its competitive and strategic advantage.===>Menadžement mora ovo izuzetno da respektuje i da ga svojim inoviranim pristupom iskoristi kao konkurenstku i stratešku prednost.)
MATCH@E:(The management has to pay due respect to this and implement an innovative approach to use it as its competitive and strategic advantage.===>Menadžement mora ovo izuzetno da respektuje i da ga svojim inoviranim pristupom iskoristi kao konkurenstku i stratešku prednost.)
MATCH@M:(The article offers one approach of a new paradigm of management towards committment.===>U radu je dat pristup nove paradigme upravljanja ka posvecenosti.)
MATCH@E:(The article offers one approach of a new paradigm of management towards committment.===>U radu je dat pristup nove paradigme upravljanja ka posvećenosti.)
MATCH@M:(In addition to the work milieu with all the necessary modern tools and a favourable qualification and intellectual structure of employees, the new paradigm is based on: 1. a positive and incentive atmosphere; 2. innovated incentive rewards programmes in accordance with the employee system of value; 3. exceptional transparency of a continuous information flow; 4. reduced the hierarchy levels; 5. substitution of bureaucratic precision and formality by freedom of expressing enterprising spirit and creativity through a higher level of authority and responsibility.===>Pored radnog ambijenta sa svim neophodnim savremenim alatima i povoljnom kvalifi-kacionom i intelektualnom strukturom zaposlenih, nova paradigma se zasniva na: 1. pozitivnoj i podsti-cajnoj inovativnoj atmosferi, 2. inoviranim podsticaj-nim nagradnim programima u skladu sa sistemom vrednosti zaposlenih, 3. izuzetnoj transparentnosti kontinuiranog protoka informacija, 4. snižavanje hijerarhijskih nivoa, 5. supstituisanju birokratske preciznosti i formalnosti slobodom ispoljvanja preduzimlji-vosti i kreatvinosti kroz veci nivo ovlašcenja i i odgovornosti.)
MATCH@E:(In addition to the work milieu with all the necessary modern tools and a favourable qualification and intellectual structure of employees, the new paradigm is based on: 1. a positive and incentive atmos phere; 2. innovated incentive rewards programmes in accordance with the employee system of value; 3. exceptional transparency of a continuous information flow; 4. reduced the hierarchy levels; 5. substitution of bureaucratic precision and formality by freedom of expressing enterprising spirit and creativity through a higher level of authority and responsibility.===>Pored radnog ambijenta sa svim neophodnim savremenim alatima i povoljnom kvalifikacionom i intelektualnom strukturom zaposlenih, nova paradigma se zasniva na: ~~~ 1. pozitivnoj i podsticajnoj inovativnoj atmosferi, 2. inoviranim podsticajnim nagradnim programima u skladu sa sistemom vrednosti zaposlenih, 3. izuzetnoj transparentnosti kontinuiranog protoka informacija, 4. snižavanje hijerarhijskih nivoa, 5. supstituisanju birokratske preciznosti i formalnosti slobodom ispoljvanja preduzimljivosti i kreatvinosti kroz veći nivo ovlašćenja i i odgovornosti.)
MATCH@M:(Introduction The problems of competitiveness are a multidimensional phenomenon, highlighting the importance of mechanism of application of a product on global market and, at the same time, the necessity of improvement of offer side of economics.===>Problemi konkurentnosti predstavljaju višedimenzio-nalnu pojavu i naglašavaju znacaj mehanizma promocije proizvoda na globalnom tržištu, a u isto vreme isticu i neophodnost unapredenja sfere ponude u ekonomiji.)
MATCH@E:(Introduction The problems of competitiveness are a multidimensional phenomenon, highlighting the importance of mechanism of application of a product on global market and, at the same time, the necessity of improvement of offer side of economics Š4Ë.===>Uvod Problemi konkurentnosti predstavljaju višedimenzionalnu pojavu i naglašavaju značaj mehanizma promocije proizvoda na globalnom tržištu, a u isto vreme ističu i neophodnost unapređenja sfere ponude u ekonomiji Š4Ë.)
MATCH@M:(If we define the competitiveness as the ability of economics to export goods and services with the aim to ensure external economic balance at concurrent ensuring of continuous growth of per capita income, sufficient rate of utilization of production factors while respecting social and environmental aims, or the ability of the country (or undertakings operating within) to produce relatively more wealth than competitors on world markets, always the same conclusion will result from these definitions.===>Ako konkurentnost definišemo kao sposobnost ekonomije da izveze robe i usluge s ciljem da postigne pozitivan izvozni saldo i istovremeno održi stalni rast dohotka po stanovniku, zadovoljavajucu stopu iskori-šcenosti proizvodnih faktora uz istovremeno uvažavanje društvenih ciljeva i ciljeva zaštite životne sredine, ili sposobnost zemlje (ili firmi koje u njoj posluju) da proizvede relativno više bogatstva nego njeni konkurenti na svetskom tržištu, onda ce iz ove definicije uvek proisteci isti zakljucak.)
MATCH@E:(If we define the competitiveness as the ability of economics to export goods and services with the aim to ensure external economic balance at concurrent ensuring of continuous growth of per capita income, sufficient rate of utilization of production factors while respecting social and environmental aims, or the ability of the country (or undertakings operating within) to produce relatively more wealth than competitors on world markets, always the same conclusion will result from these definitions Š7Ë.===>Ako konkurentnost definišemo kao sposobnost ekonomije da izveze robe i usluge s ciljem da postigne pozitivan izvozni saldo i istovremeno održi stalni rast dohotka po stanovniku, zadovoljavajuću stopu iskorišćenosti proizvodnih faktora uz istovremeno uvažavanje društvenih ciljeva i ciljeva zaštite životne sredine, ili sposobnost zemlje (ili firmi koje u njoj posluju) da proizvede relativno više bogatstva nego njeni konkurenti na svetskom tržištu, onda će iz ove definicije uvek proisteći isti zaključak Š7Ë.)
MATCH@M:(There is a need to assign a decisive task not only to business undertaking level in generation of competitive advantage Ê2], but also to active macro policy in creation of macro-environment stimulating an increase of effectiveness of relevant real sources of competitiveness.===>Konkretne zadatke treba postaviti ne samo pred firme koje treba stvore konkurentnu prednost, vec i pred aktivnu makro politiku koja kreira makro okruženje i time utice na rast efektivnosti relevantnih stvarnih izvora konkurentnosti.)
MATCH@E:(There is a need to assign a decisive task not only to business undertaking level in generation of competitive advantage Š2Ë, but also to active macro policy in creation of macro-environment stimulating an increase of effectiveness of relevant real sources of competitiveness.===>Konkretne zadatke treba postaviti ne samo pred firme koje treba stvore konkurentnu prednost Š2Ë, već i pred aktivnu makro politiku koja kreira makro okruženje i time utiče na rast efektivnosti relevantnih stvarnih izvora konkurentnosti.)
MATCH@M:(The economic policy in economically advanced economics focuses predominantly to stabilization of macroeconomic development as one from necessary conditions of growth of competitiveness of economics.===>Ekonomska politika u naprednim privredama prvenstveno se bavi stabilizacijom makroekonomskog razvoja koji je jedan od neophodnih uslova rasta konkurentnosti ekonomije.)
MATCH@E:(The economic policy in economically advanced economics focuses predominantly to stabilization of macroeconomic development as one from necessary conditions of growth of competitiveness of economics Š8Ë.===>Ekonomska politika u naprednim privredama prvenstveno se bavi stabilizacijom makroekonomskog razvoja koji je jedan od neophodnih uslova rasta konkurentnosti ekonomije Š8Ë.)
MATCH@M:(The other sphere of its influence is common liberalization, which determines especially relative reduction of costs as one of the preferences of competitiveness under the conditions of standard acting market mechanism.===>Druga sfera njenog uticaja obuhvata opštu liberalizaciju kojom je posebno odredeno relativno smanjenje troškova kao jedne od pre-ferenci konkurentnosti u uslovima važenja standardnog tržišnog mehanizma.)
MATCH@E:(The other sphere of its influence is common liberalization, which determines especially relative reduction of costs as one of the preferences of competitiveness under the conditions of standard acting market mechanism.===>Druga sfera njenog uticaja obuhvata opštu liberalizaciju kojom je posebno određeno relativno smanjenje troškova kao jedne od preferenci konkurentnosti u uslovima važenja standardnog tržišnog mehanizma.)
MATCH@M:(The concept of policy of competitiveness in these economics accents the increasing of efficiency of offer side of economics under new conditions of globalization and usefulness of meaningful visions about efficient utilization of nationally oriented source.===>Koncept politike konkurentnosti u ovakvim ekonomijama naglašava potrebu sve vece efikasnosti ponude u novm uslovima globalizaci-je i korisnost smislenih vizija o efikasnom korišce-nju nacionalno orijentisanih izvora.)
MATCH@E:(The concept of policy of competitiveness in these economics accents the increasing of efficiency of offer side of economics under new conditions of globalization Š9Ë and usefulness of meaningful visions about efficient utilization of nationally oriented sources Š5Ë.===>Koncept politike konkurentnosti u ovakvim ekonomijama naglašava potrebu sve veće efikasnosti ponude u novm uslovima globalizacije Š9Ë i korisnost smislenih vizija o efikasnom korišćenju nacionalno orijentisanih izvora Š5Ë.)
MATCH@M:(The aim of the paper is to justify the legitimacy of creation and application of policy of competitiveness with emphasis on theoretical definition of factors of competitiveness, preferences and instrument provision of policy of competitiveness and based on the given knowledge to define the conceptual basis of policy of competitiveness for conditions in the Slovak economics.===>Naš cilj u ovom radu jeste da potvrdimo legitimnost kreiranja i primene politike konkurentnosti sa naglaskom na teorijskoj definiciji faktora konkurentnosti, preferenci i stvaranja instrumenata politike konkurentnosti, a takode, na osnovu datog znanja, da defini-šemo koncepcijsku osnovu politike konkurentnosti u uslovima slovacke privrede.)
MATCH@E:(The aim of the paper is to justify the legitimacy of creation and application of policy of competitiveness with emphasis on theoretical definition of factors of competitiveness, preferences and instrument provision of policy of competitiveness and based on the given knowledge to define the conceptual basis of policy of competitiveness for conditions in the Slovak economics.===>Naš cilj u ovom radu jeste da potvrdimo legitimnost kreiranja i primene politike konkurentnosti sa naglaskom na teorijskoj definiciji faktora konkurentnosti, preferenci i stvaranja instrumenata politike konkurentnosti, a takođe, na osnovu datog znanja, da definišemo koncepcijsku osnovu politike konkurentnosti u uslovima slovačke privrede.)
MATCH@M:(This paper is processed within the framework of project VEGA No. 1/0667/08 „Funding and support of innovation development of small- and medium-sized companies in SR and in selected countries of the EU“.===>Ovaj rad je raden u okviru VEGA projekta br. 1/0667/08 “Finansiranje i podrška razvoju inovacija u malim i srednjim preduzecima u SR i u odabranim zemljama EU“.)
MATCH@E:(This paper is processed within the framework of project VEGA No. 1/0667/08 Funding and support of innovation development of small- and medium-sized companies in SR and in selected countries of the EU.===>Ovaj rad je rađen u okvi ru VEGA projekta br. 1/0667/08 Finansiranje i podrška razvoju inovacija u malim i srednjim preduzećima u SR i u odabranim zemljama EU. 1.)
MATCH@M:(Transforming economics of Central and East Europe have worked out a concept of industrial policy in the effort to overcome low competitiveness in comparison with advanced countries.===>Privrede u tranziciji u Centralnoj i Istocnoj Evropi razvile su koncept industrijske politike sa ciljem da re-še problem svoje niske konkurentnosti u odnosu na razvijene zemlje.)
MATCH@E:(1. ~~~ Legitimacy of policy of competitiveness Transforming economics of Central and East Europe have worked out a concept of industrial policy in the effort to overcome low competitiveness in comparison with advanced countries Š7Ë.===>Legitimnost politike konkurentnosti Privrede u tranziciji u Centralnoj i Istočnoj Evropi razvile su koncept industrijske politike sa ciljem da reše problem svoje niske konkurentnosti u odnosu na razvijene zemlje Š7Ë.)
MATCH@M:(The concept of industrial policy elaborated in the period of time of decline of conversion of many industrial branches, was not only new concept of policy of competitiveness, but it was significantly specified policy type.===>Koncept industrijske politike razvijen u vreme slabljenja tokova u velikom broju grana industije nije bio samo novi koncept politike konkurentnosti, vec i znacajno specifikovan tip politike.)
MATCH@E:(The concept of industrial policy elaborated in the period of time of decline of conversion of many industrial branches, was not only new concept of policy of competitiveness, but it was significantly specified policy type.===>Koncept industrijske politike razvijen u vreme slabljenja tokova u velikom broju grana industije nije bio samo novi koncept politike konkurentnosti, već i značajno specifikovan tip politike.)
MATCH@M:(The industrial policy in transforming economics was drawn on branch or business undertaking principle of determination of structural modifications on one hand, but on the other hand, as a separated part of economic policy it was insufficiently connected with currency and financial policy.===>Industrijska politika u vreme ekonomske reforme odnosila se na principe uslovljenosti strukturnih modifikacija odredene delatnosti ili preduzetnicke firme, s jedne strane; s druge strane, kao poseban deo ekonomske politike, ona nije bila u dovoljnoj meri povezana sa finansijskom i monetarnom politikom.)
MATCH@E:(The industrial policy in transforming economics was drawn on branch or business undertaking principle of determination of structural modifications on one hand, but on the other hand, as a separated part of economic policy it was insufficiently connected with currency and financial policy.===>Industrijska politika u vreme ekonomske reforme odnosila se na principe uslovljenosti strukturnih modifikacija određene delatnosti ili preduzetničke firme, s jedne strane; s druge strane, kao poseban deo ekonomske politike, ona nije bila u dovoljnoj meri povezana sa finansijskom i monetarnom politikom.)
MATCH@M:(If the functions of economic policy are taken by various special interest group representing usually short-term partial aims of representatives of the major industrial groups, the industrial policy could not even be the real component part of economic policy.===>Ako funkcije ekonomske politike preuzmu razlicite interesne grupe koje obicno predstavljaju kratkorocne parcijalne ciljeve predstavnika glavnih industrijskih grupa, industrijska politika cak i ne bi mogla da bude sastavni deo ekonomske politike.)
MATCH@E:(If the functions of economic policy are taken by various special interest group representing usually short-term partial aims of representatives of the major industrial groups, the industrial policy could not even be the real component part of economic policy.===>Ako funkcije ekonomske politike preuzmu različite interesne grupe koje obično predstavljaju kratkoročne parcijalne ciljeve predstavnika glavnih industrijskih grupa, industrijska politika čak i ne bi mogla da bude sastavni deo ekonomske politike.)
MATCH@M:(The industrial policy interpreted in this way, elaborated as a branch type of specific policies may interfere with the principles of market system acting along with broadly operating policies and thus result in non-optimal allocation of sources from the long-term point of view.===>Ovako shvacena industrijska politika, kao jedna vrsta specificne politike za odredenu industrijsku delatnost, može da dode u sukob sa principima tržišnog sistema koji funkcioniše u skladu sa politikama širokog opsega i da tako dovede do neoptimalne alokacije resursa sa dugorocne tacke gledišta.)
MATCH@E:(The industrial policy interpreted in this way, elaborated as a branch type of specific policies may interfere with the principles of market system acting along with broadly operating policies and thus result in non-optimal allocation of sources from the long-term point of view Š8Ë.===>Ovako shvaćena industrijska politika, kao jedna vrsta specifične politike za određenu industrijsku delatnost, može da dođe u sukob sa principima tržišnog sistema koji funkcioniše u skladu sa politikama širokog opsega i da tako dovede do neoptimalne alokacije resursa sa dugoročne tačke gledišta Š8Ë.)
MATCH@M:(On the other hand, an unbalance of economic policy in connection with increase of competitiveness of economics is shown in its orientation only to creation of stable macroeconomic development as one of the conditions of competitiveness of economics without more broadly applied ambition to stimulate qualitative parameters of economic development and improvement of competitiveness.===>S druge strane, neuravnoteženost ekonomske politike u vezi sa porastom konkurentnosti privrede pokazuje po svojoj orijentaciji da samo teži obezbedivanju stabilnog makroekonomskog razvoja kao jednog od preduslova konkurentnosti ekonomije, a da pri tom nema vece ambicije da stimuliše kvalitativne parametre ekonomskog razvoja i vecu konkurentnost.)
MATCH@E:(On the other hand, an unbalance of economic policy in connection with increase of competitiveness of economics is shown in its orientation only to creation of stable macroeconomic development as one of the conditions of competitiveness of economics without more broadly applied ambition to stimulate qualitative parameters of economic development and improvement of competitiveness.===>S druge strane, neuravnoteženost ekonomske politike u vezi sa porastom konkurentnosti privrede pokazuje po svojoj orijentaciji da samo teži obezbeđivanju stabilnog makroekonomskog razvoja kao jednog od preduslova konkurentnosti ekonomije, a da pri tom nema veće ambicije da stimuliše kvalitativne parametre ekonomskog razvoja i veću konkurentnost.)
MATCH@M:(It results from abovementioned that the concept of policy of competitiveness (diagram 1) is more adequate at ensuring of the increase of competitiveness of economics in comparison with the concept of industrial policy.===>Iz svega gorenavedenog sledi da je koncept politike konkurentnosti (dijagram 1) adekvat-niji kad se radi o povecanju konkurentnosti privrede u poredenju sa konceptom industrijske politike.)
MATCH@E:(It results from abovementioned that the concept of policy of competitiveness (diagram 1) is more adequate at ensuring of the increase of competitiveness of economics in comparison with the concept of industrial policy.===>Iz svega gorenavedenog sledi da je koncept politike konkurentnosti (dijagram 1) adekvatniji kad se radi o povećanju konkurentnosti privrede u poređenju sa konceptom industrijske politike.)
MATCH@M:(Total draft of policy of competitiveness has to identify, analyze and indicate possible or required development of key factors and main indicators of competitiveness in the economy as a whole and at the same time it has to define a setting of relevant sources of policy of competitiveness in mutual interconnection.===>Celovita šema politike konkurentnosti mora da iden-tifikuje, analizira i ukaže na moguci ili potrebni razvoj kljucnih faktora i glavnih pokazatelja u privredi kao celini, a da istovremeno definiše skup relevantnih izvora politike konkurentnosti u njihovoj medusobnoj povezanosti.)
MATCH@E:(A draft of policy of competitiveness Source: Own diagram Total draft of policy of competitiveness has to identify, analyze and indicate possible or required development of key factors and main indicators of competitiveness in the economy as a whole and at the same time it has to define a setting of relevant sources of policy of competitiveness in mutual interconnection. ~~~ 2.===>Autorov sopstveni dijagram Celovita šema politike konkurentnosti mora da identifikuje, analizira i ukaže na mogući ili potrebni razvoj ključnih faktora i glavnih pokazatelja u privredi kao celini, a da istovremeno definiše skup relevantnih izvora politike konkurentnosti u njihovoj međusobnoj povezanosti. 2.)
MATCH@M:(Improvement of economical and political approach for support of competitiveness of the Slovak economics requires broader understanding of the problem of support of competitiveness improvement.===>Usavršavanje ekonomskog i politickog pristupa za podršku konkurentnosti slovacke ekonomije zahteva šire razumevanje problema podrške poboljšanju konkurentnosti.)
MATCH@E:(Policy of competitiveness under the conditions of the Slovak economics Improvement of economical and political approach for support of competitiveness of the Slovak economics requires broader understanding of the problem of support of competitiveness improvement.===>Politika konkurentnosti u uslovima slovačke ekonomije Usavršavanje ekonomskog i političkog pristupa za podršku konkurentnosti slovačke ekonomije zahteva šire razumevanje problema podrške poboljšanju konkurentnosti.)
MATCH@M:(It is needed to understand the problems of central government support of competitiveness as a support of total increase of economics and based on this, it is necessary to interconnect particular policies within macroeconomic policies, as well as within cross-sectional (specific) policies from the position of preferences of competitiveness improvement.===>Neophodno je razumeti problematiku podrške centralnih vlasti sveukopnom rastu ekonomije i na osnovu toga dalje izgraditi medusobne veze razlicitih politika u okviru makroekonomske politike kao i kros-sekcione politike sa pozicija preferencijala unapredenja konkurentnosti.)
MATCH@E:(It is needed to understand the problems of central government support of competitiveness as a support of total increase of economics Š1Ë and based on this, it is necessary to interconnect particular policies within macroeconomic policies, as well as within cross-sectional (specific) policies from the position of preferences of competitiveness improvement.===>Neophodno je razumeti problematiku podrške centralnih vlasti sveukopnom rastu ekonomije Š1Ë i na osnovu toga dalje izgraditi međusobne veze različitih politika u okviru makroekonomske politike kao i kros-sekcione politike sa pozicija preferencijala unapređenja konkurentnosti.)
MATCH@M:(Anyway, an accomplishment through branch approach does not enable needed interaction of aggregate and relevant cross-sectional and structural views on improvement of competitiveness of economics and its improvement as a whole, especially in the case when the result of interaction is limited to the balance of state budget on the level of relevant chapters.===>U svakom slucaju, postignuca putem granskog pristupa ne omogucava postizanje interakcije agregatnih i unakrsnih/medugran-skih i strukturnih aspekata unapredenja konkurentnosti privrede i njenog rasta u celini, posebno u slucaju kada je rezultat ovakve interakcije ogranicen bilan-som državnog budžeta na nivou odredenih stavki.)
MATCH@E:(Anyway, an accomplishment through branch approach does not enable needed interaction of aggregate and relevant cross-sectional and structural views on improvement of competitiveness of economics and its improvement as a whole, especially in the case when the result of interaction is limited to the balance of state budget on the level of relevant chapters.===>U svakom slučaju, postignuća putem granskog pristupa ne omogućava postizanje interakcije agregatnih i unakrsnih/međugranskih i strukturnih aspekata unapređenja konkurentnosti privrede i njenog rasta u celini, posebno u slučaju kada je rezultat ovakve interakcije ograničen bilansom državnog budžeta na nivou određenih stavki.)
MATCH@M:(The problems of competitiveness of economics has alleconomics nature, while an unsubstitutable place of macro policies included within results from the fact that it is possible to express the comparable level of competitiveness of the given economics in an aggregate by the difference of price levels or by Exchange Rate Deviation Index (ERDI).===>Problemi konkurentnosti ekonomije su u celosti ekonomske prirode, dok je nezamenljivo mesto makro politike rezultat cinjenice da je moguce izraziti upo-redni nivo konkurentnosti date ekonomije agregatno, razlikom u nivou cena ili Indeksom odstupanja od kursa (ERDI).)
MATCH@E:(The problems of competitiveness of economics has alleconomics nature, while an unsubstitutable place of macro policies included within results from the fact that it is possible to express the comparable level of competitiveness of the given economics in an aggregate by the difference of price levels or by Exchange Rate Deviation Index (ERDI).===>Godine. ~~~ Problemi konkurentnosti ekonomije su u celosti ekonomske prirode, dok je nezamenljivo mesto makro politike rezultat činjenice da je moguće izraziti uporedni nivo konkurentnosti date ekonomije agregatno, razlikom u nivou cena ili Indeksom odstupanja od kursa (ERDI).)
MATCH@M:(It applies in general that the increase of price level and the reduction of its difference against advanced economics causes the improvement of economic level of the country what results in ERDI decrease and economics competitiveness improvement at the same time.===>Uopšteno, to znaci da porast nivoa ce-na i smanjenje razlika u odnosu na razvijene zemlje dovodi do poboljšanja ekonomskog nivoa zemlje, što dalje dovodi do smanjenja ERDI i istovremeno povecanja konkurentnosti.)
MATCH@E:(It applies in general that the increase of price level and the reduction of its difference against advanced economics causes the improvement of economic level of the country what results in ERDI decrease and economics competitiveness improvement at the same time.===>Uopšteno, to znači da porast nivoa cena i smanjenje razlika u odnosu na razvijene zemlje dovodi do poboljšanja ekonomskog nivoa zemlje, što dalje dovodi do smanjenja ERDI i istovremeno povećanja konkurentnosti.)
MATCH@M:(The increase of price level for the interest of its approaching to the price level of advanced countries is usually connected with inflation increase the control of which is the domain of currency policy.===>Povecanje nivoa cena da bi se približili nivou cena u razvijenim zemljama obicno se vezuje za porast inflacije, što je u domenu tekuce politike.)
MATCH@E:(The increase of price level for the interest of its approaching to the price level of advanced countries is usually connected with inflation increase the control of which is the domain of currency policy.===>Povećanje nivoa cena da bi se približili nivou cena u razvijenim zemljama obično se vezuje za porast inflacije, što je u domenu tekuće politike.)
MATCH@M:(The approaching of price levels is usually carried out by real appreciation of currency, i.e. faster increase of inflation than devaluation rate.===>Približavanje nivoa cena obicno se postiže stvarnom apresijacijom valute, t.j., bržim rastom inflacije nego što je stopa devalvacije.)
MATCH@E:(The approaching of price levels is usually carried out by real appreciation of currency, i.e. faster increase of inflation than devaluation rate.===>Približavanje nivoa cena obično se postiže stvarnom apresijacijom valute, t.j., bržim rastom inflacije nego što je stopa devalvacije.)
MATCH@M:(However, the problem consists in the fact that really appreciation of currency may not correspond in general with really improved economics performance.===>Ipak, problem je u cinjenici da stvarna apresijacija novca nekada nije u skladu sa stvarnim rastom privrede.)
MATCH@E:(However, the problem consists in the fact that really appreciation of currency may not correspond in general with really improved economics performance.===>Ipak, problem je u činjenici da stvarna apresijacija novca nekada nije u skladu sa stvarnim rastom privrede.)
MATCH@M:(The currency may be overestimated due to various non-economic and speculative factors, what will cause that real effective currency exchange rate are not reliable indicator for currency policy.===>Valuta može biti precenjena usled razlicitih ne-ekonomskih i spekulativnih faktora, što može da dovede do toga da stvarni kurs nije pouzdani pokazatelj monetarne politike.)
MATCH@E:(The currency may be overestimated due to various non-economic and speculative factors, what will cause that real effective currency exchange rate are not reliable indicator for currency policy.===>Valuta može biti precenjena usled različitih ne-ekonomskih i spekulativnih faktora, što može da dovede do toga da stvarni kurs nije pouzdani pokazatelj monetarne politike.)
MATCH@M:(It results from the abovementioned that it is needed to monitor continuously the development of real effective exchange rate and confront it with real increase of labour productivity, reported based on indicators characterizing the level of technologies, product differentiation, development of exchange relations, and so on.===>Iz gore-navedenog proizilazi da je potrebno stalno pratiti razvoj stvarnog efektivnog kursa i sve vreme ga po-rediti sa stvarnim porastom produktivnosti rada, na osnovu pokazatelja nivoa tehnologije, diferencijacije proizvoda, razvoja razmene, itd.)
MATCH@E:(It results from the abovementioned that it is needed to monitor continuously the development of real effective exchange rate and confront it with real increase of labour productivity, reported based on indicators characterizing the level of technologies, product differentiation, development of exchange relations, and so on.===>Iz gore-navedenog proizilazi da je potrebno stalno pratiti razvoj stvarnog efektivnog kursa i sve vreme ga porediti sa stvarnim porastom produktivnosti rada, na osnovu pokazatelja nivoa tehnologije, diferencijacije proizvoda, razvoja razmene, itd.)
MATCH@M:(The currency should be retained in a tendency of real appreciation in the case if this appreciation corresponds with real growth of labour productivity.===>Valutu bi trebalo održavati u tokovima stvarne apresi-jacije ukoliko je takva apresijacija u skladu sa stvarnim rastom produktivnosti rada.)
MATCH@E:(The currency should be retained in a tendency of real appreciation in the case if this appreciation corresponds with real growth of labour productivity.===>Valutu bi trebalo održavati u tokovima stvarne apresijacije ukoliko je takva apresijacija u skladu sa stvarnim rastom produktivnosti rada.)
MATCH@M:(Devaluation of currency does not stimulate entrepreneurial sphere to a growth of quality competitiveness due to expectation of occurrence of a trade gap, rather on the contrary, it causes to slowing-down of reforms, innovation processes and maintaining on policy of low wages.===>Devalvacija novca nije stimulativna za preduzetništvo, stoga ne vodi konkurentnosti u kvalitetu zbog ocekivanja da ce doci do prekida u trgovini; baš naprotiv, ona usporava reforme, procese inovacija i održavanje politike niskih plata.)
MATCH@E:(Devaluation of currency does not stimulate entrepreneurial sphere to a growth of quality competitiveness due to expectation of occurrence of a trade gap, rather on the contrary, it causes to slowing-down of reforms, innovation processes and maintaining on policy of low wages.===>Devalvacija novca nije stimulativna za preduzetništvo, stoga ne vodi konkurentnosti u kvalitetu zbog očekivanja da će doći do prekida u trgovini; baš naprotiv, ona usporava reforme, procese inovacija i održavanje politike niskih plata.)
MATCH@M:(From the point of view of improvement of competitiveness of economics, the expenditures of state budget and tax burden of entrepreneurial subjects would be gradually decreasing within the framework of fiscal policy.===>Sa tacke gledišta povecanja konkurentnosti ekonomije, troškovi državnog budžeta i poresko opterecenje preduzetnika polako ce opadati u okviru fiskalne politike.)
MATCH@E:(From the point of view of improvement of competitiveness of economics, the expenditures of state budget and tax burden of entrepreneurial subjects would be gradually decreasing within the framework of fiscal policy.===>Sa tačke gledišta povećanja konkurentnosti ekonomije, troškovi državnog budžeta i poresko opterećenje preduzetnika polako će opadati u okviru fiskalne politike.)
MATCH@M:(The maintaining of a deficit of the state budget on relatively low level is of the same importance, what subsequently results in lower level of interest rates and expanding space for provision of loans to entrepreneurial sector for loan portfolios of commercial banks.===>Održavanje deficita državnog budžeta na relativno niskom nivou jednako je znacajno, što za posledicu ima niži nivo kamatnih stopa a banke dobiaju širi prostor za odobravanje zajmova preduzetnickom sektoru.)
MATCH@E:(The maintaining of a deficit of the state budget on relatively low level is of the same importance, what subsequently results in lower level of interest rates and expanding space for provision of loans to entrepreneurial sector for loan portfolios of commercial banks.===>Održavanje deficita državnog budžeta na relativno niskom nivou jednako je značajno, što za posledicu ima niži nivo kamatnih stopa a banke dobiaju širi prostor za odobravanje zajmova preduzetničkom sektoru.)
MATCH@M:(An application of specific instruments at support of improvement of competitiveness must have cross-sectional nature, but only in accordance with market conformity it is needed the selection criteria of support of certain segments of economics to have also a horizontal nature.===>Primena specificnih instrumenata za podršku unapredenju konkurentnosti mora da bude unakrsno/medu-granski orijentisana, ali da bi bila u skladu sa tržištem, potrebno je da zadovolji odredene kriterijume koji zahtevaju da neki segmenti ekonomije budu i horizontalni po svojoj suštini.)
MATCH@E:(An application of specific instruments at support of improvement of competitiveness must have cross-sectional nature, but only in accordance with market conformity it is needed the selection criteria of support of certain segments of economics to have also a horizontal nature.===>Primena specifičnih instrumenata za podršku unapređenju konkurentnosti mora da bude unakrsno/međugranski orijentisana, ali da bi bila u skladu sa tržištem, potrebno je da zadovolji određene kriterijume koji zahtevaju da neki segmenti ekonomije budu i horizontalni po svojoj suštini.)
MATCH@M:(Proceeding from the production priority contributing to quality aspects of economic growth, and after all to total gain of economics, it would be appropriate to concentrate to such segments of economics, which have relatively high dynamics of trading on world markets (more than 5% annually), which are characteristic by high level of processing (higher rate of value added, relatively higher price per kilogram and export prices) and which would contribute significantly to improvement of the balance of trade by replacement of import and increase of export.===>Kada prioritet proizvodnje postane kvalitet kao jedan od aspekata ekonomskog rasta, a u krajnjem slucaju i ukupnog uspona ekonomije, bilo bi primereno koncentrisati se na one segmente ekonomije koji se odlikuju relativno visokim stepe-nom dinamike trgovanja na svetskim tržištima (više od 5% godišnje), visokim nivoom obrade (viša stopa dodate vrednosti, relativno viša cena po kilogramu i eksportne cene) i koji ce znacajno doprineti uspostavljanju bolje ravnoteže u trgovini tako što ce proizvesti zamenu za uvoznu robu domacom i povecati izvoz.)
MATCH@E:(Proceeding from the production priority contributing to quality aspects of economic growth, and after all to total gain of economics, it would be appropriate to concentrate to such segments of economics, which have relatively high dynamics of trading on world markets (more than 5% annually), which are characteristic by high level of processing (higher rate of value added, relatively higher price per kilogram and export prices) and which would contribute significantly to improvement of the balance of trade by replacement of import and increase of export.===>Kada prioritet proizvodnje postane kvalitet kao jedan od aspekata ekonomskog rasta, a u krajnjem slučaju i ukupnog uspona ekonomije, bilo bi primereno koncentrisati se na one segmente ekonomije koji se odlikuju relativno visokim stepenom dinamike trgovanja na svetskim tržištima (više od 5% godišnje), visokim nivoom obrade (viša stopa dodate vrednosti, relativno viša cena po kilogramu i eksportne cene) i koji će značajno doprineti uspostavljanju bolje ravnoteže u trgovini tako što će proizvesti zamenu za uvoznu robu domaćom i povećati izvoz.)
MATCH@M:(The key place within specific policies of support of competitiveness improvement would be taken by policy of support of creation, diffusion and subsequent implementation of technologies and innovations, so called technological and innovation policy.===>Kljucno mesto u okviru specificnih politika podrške poboljšanju konkurentnosti imace politika podrške kreativnosti, difuziji i konacno primeni tehnologija i inovacija, takozvana tehnološko-inovaciona politika.)
MATCH@E:(The key place within specific policies of support of competitiveness improvement would be taken by policy of support of creation, diffusion and subsequent implementation of technologies and innovations, so called technological and innovation policy Š3Ë.===>Ključno mesto u okviru specifičnih politika podrške poboljšanju konkurentnosti imaće politika podrške kreativnosti, difuziji i konačno primeni tehnologija i inovacija, takozvana tehnološko-inovaciona politika Š3Ë.)
MATCH@M:(In contrast to industrial policy, the technological and innovation policy does not concentrate on support of economically more favourable structure of branches, or departments, but on quality and products and services competitiveness by innovations.===>Nasuprot industrijskoj politici, tehnološko-inova-ciona politika se ne koncentriše na podršku ekonomski povoljnijim granama ili sektorima delatnosti, vec na umu ima kvalitet i konkurentnost proizvoda i usluga postignutu inovacijama.)
MATCH@E:(In contrast to industrial policy, the technological and innovation poli cy does not concentrate on support of economically more favourable structure of branches, or departments, but on quality and products and services competitiveness by innovations.===>Nasuprot industrijskoj politici, tehnološko-inovaciona politika se ne koncentriše na podršku ekonomski povoljnijim granama ili sektorima delatnosti, već na umu ima kvalitet i konkurentnost proizvoda i usluga postignutu inovacijama.)
MATCH@M:(Under the influence of innovation, especially radical ones, a whole series of new branches (information technologies, biotechnologies, nanotechnologies and so on) is establishing.===>Pod uticajem inovacija, posebno onih radikalnih, uspostavlja se citav niz novih grana delatnosti (informacione tehnologije, biotehno-logije, nanotehnologije, itd.).)
MATCH@E:(Under the influence of innovation, especially radical ones, a whole series of new branches (information technologies, biotechnologies, nanotechnologies and so on) is establishing.===>Pod uticajem inovacija, posebno onih radikalnih, uspostavlja se čitav niz novih grana delatnosti (informacione tehnologije, biotehnologije, nanotehnologije, itd.).)
MATCH@M:(The branches which will go beyond traditional branches in their competitiveness are taking the growth potential and become the significant factors of structural changes and modernization of economics.===>Te grane delatnosti koje po konkurentnosti prevazilaze one tradicionalne raspolažu sve vecim potencijalom rasta i postaju znacajan faktor strukturnih promena i modernizacije ekonomije.)
MATCH@E:(The branches which will go beyond traditional branches in their competitiveness are taking the growth potential and become the significant factors of structural changes and modernization of economics.===>Te grane delatnosti koje po konkurentnosti prevazilaze one tradicionalne raspolažu sve većim potencijalom rasta i postaju značajan faktor strukturnih promena i modernizacije ekonomije.)
MATCH@M:(The existence of technological and innovation policy is more pressing as the competition presses on international market become more intense, a period of time of innovation cycles becomes shorter and demands on timeliness of innovations become higher.===>Ova tehnološko-inovaciona politika je utoliko neophodnija kako je konkurencija na medunarodnom tržištu sve oštrija, a životni ciklus inovacija sve kraci i potrebe za inovacijama postaju sve vece i hitnije.)
MATCH@E:(The existence of technological and innovation policy is more pressing as the competition presses on international market become more intense, a period of time of innovation cycles becomes shorter and demands on timeliness of innovations become higher.===>Ova tehnološko-inovaciona politika je utoliko neophodnija kako je konkurencija na međunarodnom tržištu sve oštrija, a životni ciklus inovacija sve kraći i potrebe za inovacijama postaju sve veće i hitnije.)
MATCH@M:(Technological and innovation policy represents now the comprehensive system taking long-term of society and impacts on its future development into account, as well as the systematic analysis and development assessment.===>Tehnolo[ko-inovacionapolitika predstavlja sada jedan sveobuhvatni sistem koji ce imati dugorocni uticaj na društvo i na njegov buduci razvoj, kao i sistemska analiza i ocenjivanje razvoja.)
MATCH@E:(Technological and innovation policy represents now the comprehensive system taking long-term of society and impacts on its future development into account, as well as the systematic analysis and development assess ment.===>Tehnološko-inovaciona politika predstavlja sada jedan sveobuhvatni sistem koji će imati dugoročni uticaj na društvo i na njegov budući razvoj, kao i sistemska analiza i ocenjivanje razvoja.)
MATCH@M:(It includes the measures supporting the offer side, i.e. penetration of innovation into market, as well as development of pro-innovation business environment.===>Ona obuhvata mere za podršku sferi ponude, t.j., prodiranju inovacija na tržište, kao i razvoju pro-inovativnogposlovnog okruženja.)
MATCH@E:(It includes the measures supporting the offer side, i.e. penetration of innovation into market, as well as development of pro-innovation business environment.===>Ona obuhvata mere za podršku sferi ponude, t.j., prodiranju inovacija na tržište, kao i razvoju pro-inovativnog poslovnog okruženja.)
MATCH@M:(Efficiency of technological and innovation policy as a mean of improvement of economics competitiveness depends on sources, representing knowledge and research potential, including the channels of transfer and diffusion of technological progress on one hand, and on instruments stimulating the willingness of business sphere to undergo increased risk connected with innovation activities, on the other hand.===>Efikasnost tehnološke i inovacione politike kao sredstva za poboljšanje konkurentnosti ekonomije zavisi od izvora, a to su znanje i istraživacki potencijal, ukljucujuci kanale za transfer i difuziju tehnološkog progresa s jedne strane, i od instrumenata kojima se stimuliše spremnost i volja poslovne sfere da preuzme povecani rizik koji je povezan sa inovativnom aktivnošcu, s druge strane.)
MATCH@E:(Efficiency of technological and innovation policy as a mean of improvement of economics competitiveness depends on sources, representing knowledge and research potential, including the channels of transfer and diffusion of technological progress on one hand, and on instruments stimulating the willingness of business sphere to undergo increased risk connected with innovation activities, on the other hand.===>Efikasnost tehnološke i inovacione politike kao sredstva za poboljšanje konkurentnosti ekonomije zavisi od izvora, a to su znanje i istraživački potencijal, uključujući kanale za transfer i difuziju tehnološkog progresa s jedne strane, i od instrumenata kojima se stimuliše spremnost i volja poslovne sfere da preuzme povećani rizik koji je povezan sa inovativnom aktivnošću, s druge strane.)
MATCH@M:(Also balance in orientation of innovations to product- and process ones is of the same importance, what determines the way of achievement of competitive advantage (by qualitatively new utility parameters of products or by rationalization by lower production costs influencing the price of products).===>Od jednakog znacaja je i da inovacije budu jednako usmerene i prema proizvodima i prema procesima, što odreduje i nacin na koji ce se postici konkurentna prednost (kvalitativno novim parametrima korisnosti proizvoda ili racionalizacijom putem nižih troškova proizvodnje koji ce uticati na ce-nu proizvoda).)
MATCH@E:(Also balance in orientation of innovations to product- and process ones is of the same importance, what determines the way of achievement of competitive advantage (by qualitatively new utility parameters of products or by rationalization by lower production costs influencing the price of products).===>Od jednakog značaja je i da inovacije budu jednako usmerene i prema proizvodima i prema procesima, što određuje i način na koji će se postići konkurentna prednost (kvalitativno novim parametrima korisnosti proizvoda ili racionalizacijom putem nižih troškova proizvodnje koji će uticati na cenu proizvoda).)
MATCH@M:(Under the conditions of the Slovak economics, similarly as for other transforming economics, technological and innovation policy is not accomplished thoroughly by then.===>U ekonomskim uslovima Republike Slovacke, slicno drugim privredama u tranziciji, tehnološko-inovaciona politika nije u potpunosti primenjena.)
MATCH@E:(Structure of technological and innovation policy Source: Š6, p. 175Ë Under the conditions of the Slovak economics, similarly as for other transforming economics, technological and innovation policy is not accomplished thoroughly by then.===>Š6, str. 175Ë U ekonomskim uslovima Republike Slovačke, slično drugim privredama u tranziciji, tehnološko-inovaciona politika nije u potpunosti primenjena.)
MATCH@M:(It is necessary to identify directions of industrial research and development by a program, which could be used in the process of product differentiation, within a common tendency of support of creation, diffusion and implementation of technologies and innovations (enforcing in economically advanced economics).===>Neophodno je identi-fikovati pravce istraživanja i razvoja u industriji u odgovarajucem programu koji se onda može upotrebiti u diferencijaciji proizvoda i procesa, a u okviru zajednicke tendencije podrške stvaranju, difuziji i primeni tehnologija i inovacija (kako se to i namece u ekonomski naprednim privredama).)
MATCH@E:(It is necessary to identify directions of industrial research and development by a program, which could be used in the process of product differentiation, within a common tendency of support of creation, diffusion and implementation of technologies and innovations (enforcing in economically advanced economics).===>Neophodno je identifikovati pravce istraživanja i razvoja u industriji u odgovarajućem programu koji se onda može upotrebiti u diferencijaciji proizvoda i procesa, a u okviru zajedničke tendencije podrške stvaranju, difuziji i primeni tehnologija i inovacija (kako se to i nameće u ekonomski naprednim privredama).)
MATCH@M:(The aim of the given group of industrial research and development will be to ensure an increase of competitiveness of domestic production within opened internal market of the European Union.===>Cilj ove grupe istraživanja i razvoja u industriji bice da obezbedi vecu konkurentnost domace proizvodnje u okviru otvorenog slobodnog tržišta Evropske unije.)
MATCH@E:(2) Research and development ensuring standard innovation development The aim of the given group of industrial research and development will be to ensure an increase of competitiveness of domestic production within opened internal market of the European Union.===>godine. 2) Istraživanje i razvoj kojim se obezbeđuje razvoj inovacija u standardu Cilj ove grupe istraživanja i razvoja u industriji biće da obezbedi veću konkurentnost domaće proizvodnje u okviru otvorenog slobodnog tržišta Evropske unije.)
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BAD_LINE_M:The aim of the given group of industrial research and development will be to ensure an increase of competitiveness of domestic production within opened internal market of the European Union.
BAD_LINE_M:Cilj ove grupe istraživanja i razvoja u industriji bice da obezbedi vecu konkurentnost domace proizvodnje u okviru otvorenog slobodnog tržišta Evropske unije.
BAD_LINE_E:2) Research and development ensuring standard innovation development The aim of the given group of industrial research and development will be to ensure an increase of competitiveness of domestic production within opened internal market of the European Union.
BAD_LINE_E:godine. 2) Istraživanje i razvoj kojim se obezbeđuje razvoj inovacija u standardu Cilj ove grupe istraživanja i razvoja u industriji biće da obezbedi veću konkurentnost domaće proizvodnje u okviru otvorenog slobodnog tržišta Evropske unije.
MATCH@M:(In the long-term horizon, it would be reflected by an increase of coverage of domestic consumption by domestic production, especially in the furniture industry, paper industry, pharmaceutical industry, footwear industry and textile industry by 15-20%, what means that the level of domestic coverage in light industry (including pharmacy) would attain 60-65%.===>Na dugorocnom planu, ono ce se ogledati u sve vecoj pokri-venosti domace potrošnje domacom proizvodnjom, posebno u industriji nameštaja, proizvodnji papira, farmaceutskoj industriji, proizvodnji obuce i tekstilnoj industriji za 15-20%, što znaci da bi nivo pokrivenosti proizvodima domace lake industrije (ukljucujuci i farmaceutsku industriju) dostigao 60-65%.)
MATCH@E:(In the long-term horizon, it would be reflected by an increase of coverage of domestic consumption by domestic production, especially in the furniture industry, paper industry, pharmaceutical industry, footwear industry and textile industry by 15-20%, what means that the level of domestic coverage in light industry (including pharmacy) would attain 60-65%.===>Na dugoročnom planu, ono će se ogledati u sve većoj pokrivenosti domaće potrošnje domaćom proizvodnjom, posebno u industriji nameštaja, proizvodnji papira, farmaceutskoj industriji, proizvodnji obuće i tekstilnoj industriji za 15-20%, što znači da bi nivo pokrivenosti proizvodima domaće lake industrije (uključujući i farmaceutsku industriju) dostigao 60-65%.)
MATCH@M:(At the same time, it is desirable to increase competitiveness of standard commodities of processing industry by innovation process, especially of machinery industry, electrotechnical industry and chemical industry so that this increase of value could be shown in long-term horizon up to the adjustment of foreign-trade balance of Slovakia.===>Istovremeno, poželjno je da se poveca konkurentnost standardnih proizvoda preradivacke industrije primenom inovativnih procesa. To se posebno odnosi na industriju mašina, elektrotehniku i hemijsku industriju, tako da bi se ovaj porast video na dugorocnom planu, sve do potpunog uspostavljanja ravnoteže u spoljnoj trgovini Slovacke.)
MATCH@E:(At the same time, it is desirable to increase competitiveness of standard commodities of processing industry by innovation process, especially of machinery industry, electrotechnical industry and chemical industry so that this increase of value could be shown in long-term horizon up to the adjustment of foreign-trade balance of Slovakia.===>Istovremeno, poželjno je da se poveća konkurentnost standardnih proizvoda prerađivačke industrije primenom inovativnih procesa. ~~~ To se posebno odnosi na industriju mašina, elektrotehniku i hemijsku industriju, tako da bi se ovaj porast video na dugoročnom planu, sve do potpunog uspostavljanja ravnoteže u spoljnoj trgovini Slovačke.)
MATCH@M:(The aim of this given group of industrial research and development shall be to join to handling of global problems, especially in the sphere of protection of living environment, health of population and ensuring of fulfillment of indicators of sustainable development.===>Cilj ove grupe istraživanja i razvoja u industriji bice da se ukljuci u rešavanje globalnih problema, posebno u sferi zaštite životne sredine, zdravlja stanovništva i da obezbedi održivi razvoj.)
MATCH@E:(3) Research and development supporting global problems handling The aim of this given group of industrial research and development shall be to join to handling of global problems, especially in the sphere of protection of living en vironment, health of population and ensuring of fulfillment of indicators of sustainable development.===>3) Istraživanje i razvoj kao podrška rešavanju globalnih problema Cilj ove grupe istraživanja i razvoja u industriji biće da se uključi u rešavanje globalnih problema, posebno u sferi zaštite životne sredine, zdravlja stanovništva i da obezbedi održivi razvoj.)
MATCH@M:(In the long-term horizon, it means to increase total expenditures to research and development gradually, so that we could attain the level of economically comparable countries of the EU.===>Na dugorocnom planu, ovo znaci da ce se postepeno povecavati ukupni troškovi za istraživanje i razvoj, tako da bismo dostigli nivo zemalja cija je ekonomija slicna našoj.)
MATCH@E:(In the long-term horizon, it means to increase total expenditures to research and development gradually, so that we could attain the level of economically comparable countries of the EU.===>Na dugoročnom planu, ovo znači da će se postepeno povećavati ukupni troškovi za istraživanje i razvoj, tako da bismo dostigli nivo zemalja čija je ekonomija slična našoj.)
MATCH@M:(It is expected that the indicator of total expenditures for research and development could be on the level of 1,5% GDP by 2020.===>Ocekuje se da ce do 2020. godine pokazatelj ukupnih troškova za istraživanjje i razvoj dostici 1,5% BDP.)
MATCH@E:(It is expected that the indicator of total expenditures for research and development could be on the level of 1,5% GDP by 2020.===>Očekuje se da će do 2020. godine pokazatelj ukupnih troškova za istraživanjje i razvoj dostići 1,5% BDP.)
MATCH@M:(However, it requires to increase dynamically the portion of expenditures for research and development especially from the part of entrepreneurial sphere.===>Ipak, ovo zahteva da dinamika kojom se povecavaju izdvajanja za istraživanje i razvoj bude veca, posebno kad se radi o preduzetnickoj sferi.)
MATCH@E:(However, it requires to increase dynamically the portion of expenditures for research and development especially from the part of entrepreneurial sphere.===>Ipak, ovo zahteva da dinamika kojom se povećavaju izdvajanja za istraživanje i razvoj bude veća, posebno kad se radi o preduzetničkoj sferi.)
MATCH@M:(The indivisible part of technological and innovation policy is a stimulation of development of entrepreneurial environment.===>Neodvojivi deo tehnološko-inovacione politike jeste sti-mulisanje razvoja preduzetnickog okruženja.)
MATCH@E:(The indivisible part of technological and innovation policy is a stimulation of development of entrepreneurial environment.===>Neodvojivi deo tehnološko-inovacione politike jeste stimulisanje razvoja preduzetničkog okruženja.)
MATCH@M:(The entrepreneurial environment creating the framework of financial, tax, legal and other control instruments influences the side of offer as well as the side of demand.===>Preduzet-nicko okruženje koje stvara okvire za finansijske, pore-ske, zakonske i druge instrumente kontroleutice na sferu ponude kao i na sferu potražnje.)
MATCH@E:(The entrepreneurial environment creating the framework of financial, tax, legal and other control instruments influences the side of offer as well as the side of demand.===>Preduzetničko okruženje koje stvara okvire za finansijske, poreske, zakonske i druge instrumente kontroleutiče na sferu ponude kao i na sferu potražnje.)
MATCH@M:(It principally influences the behaviour of entrepreneurs, their willingness to undergo needed risk and thus at the same time determines the space of occasions for utilization of benefits of innovation activities.===>Ono prvenstveno utice na ponašanje preduzetnika, njihovu spremnost da podnesu potreban rizik, i na taj nacin istovremeno odreduje prostor za primenu koristi od inovacionih delatnosti.)
MATCH@E:(It principally influences the behaviour of entrepreneurs, their willingness to undergo needed risk and thus at the same time determines the space of occasions for utilization of benefits of innovation activities.===>Ono prvenstveno utiče na ponašanje preduzetnika, njihovu spremnost da podnesu potreban rizik, i na taj način istovremeno određuje prostor za primenu koristi od inovacionih delatnosti.)
MATCH@M:(Main instruments of creation of favourable entrepreneurial environment include tax measures, patent protection, and legal regulations facilitating the execution of all the transactions connected with entrepreneurial activity.===>Glavni instrumenti stvaranja povoljnog preduzetnickog okruženja obuhvataju poreske mere, zaštitu patenata i zakonske odredbe koje bi olakšale vršenje svih transakcija vezanih za preduzetnicko delovanje.)
MATCH@E:(Main instruments of creation of favourable entrepreneurial environment include tax measures, patent protection, and legal regulations facilitating the execution of all the transactions connected with entrepreneurial activity.===>Glavni instrumenti stvaranja povoljnog preduzetničkog okruženja obuhvataju poreske mere, zaštitu patenata i zakonske odredbe koje bi olakšale vršenje svih transakcija vezanih za preduzetničko delovanje.)
MATCH@M:(Innovation business making is, based on experiences, limited mostly by inappropriate regulations, directives and insufficient flexibility of legislation.===>Poslovanje uz primenu inovacija je, govoreci na osnovu iskustava, u najvecoj meri ograniceno neodgovarajucim odredbama, direktivama i nedovoljnom fleksibil-nošcu zakonskih akata.)
MATCH@E:(Innovation business making is, based on experiences, limited mostly by inappropriate regulations, directives and insufficient flexibility of legislation.===>Poslovanje uz primenu inovacija je, govoreći na osnovu iskustava, u najvećoj meri ograničeno neodgovarajućim odredbama, direktivama i nedovoljnom fleksibilnošću zakonskih akata.)
MATCH@M:(It prevents to use new possibilities of scientific and technical progress, especially in the first phases of development of innovation, when the uncertainty of penetration into market is the highest.===>To sprecava da se iskoriste nove mogucnosti naucnog i tehnickog progresa, posebno u prvim fazama razvoja inovacija, kada je neizvesnost prodora na tržišta najveca.)
MATCH@E:(It prevents to use new possibilities of scientific and technical progress, especially in the first phases of development of innovation, when the uncertainty of penetration into market is the highest.===>To sprečava da se iskoriste nove mogućnosti naučnog i tehničkog progresa, posebno u prvim fazama razvoja inovacija, kada je neizvesnost prodora na tržišta najveća.)
MATCH@M:(Creation of appropriate business environment requires the application of governmental coordination function.===>Stvaranje odgovarajuceg poslovnog okruženja zahte-va i da vlada primeni svoju funkciju koordinacije.)
MATCH@E:(Creation of appropriate business environment requires the application of governmental coordination function.===>Stvaranje odgovarajućeg poslovnog okruženja zahteva i da vlada primeni svoju funkciju koordinacije.)
MATCH@M:(It results from abovementioned that technological and innovation policy and support of scientfic and technical progress is effective only if it is based on consensus of government, commercial sphere, research and educational institutions, independent experts and representatives of employees organizations.===>Iz gore-navedenog možemo da zakljucimo da su tehno-loško-inovaciona politika i podrška naucnom i tehnickom progresu efektivne samo ako se zasnivaju na konsenzusu vlade, komercijalne sfere, istraživackih i obrazovnih institucija, nezavisnih strucnjaka i predstavnika organizacija koje zastupaju zaposlene.)
MATCH@E:(It results from abovementioned that technological and innovation policy and support of scientfic and technical progress is effective only if it is based on consensus of government, commercial sphere, research and educational institutions, independent experts and representatives of employees organizations.===>Iz gore-navedenog možemo da zaključimo da su tehnološko-inovaciona politika i podrška naučnom i tehničkom progresu efektivne samo ako se zasnivaju na konsenzusu vlade, komercijalne sfere, istraživačkih i obrazovnih institucija, nezavisnih stručnjaka i predstavnika organizacija koje zastupaju zaposlene.)
MATCH@M:(In our opinion, developing of technological ability is needed to understand as an institutional process of learning, which must be undergone by entrepreneurial subjects in order to have an overview about the offer of technologies, be able to assess it, evaluate, select, use, adjust, improve and develop it independently.===>Po našem mišljenju, razvijanje tehnološkoh veština treba shvatiti kao institucionalni proces ucenja kroz koji moraju da produ preduzetnici da bi stekli uvid u ponudu koju tehnologija pruža, da bi bili u stanju da je procene, vrednuju, izvrše izbor, primene, prilagode, usavrše i razvijaju nezavisno.)
MATCH@E:(In our opinion, developing of technological ability is needed to understand as an institutional process of learning, which must be undergone by entrepreneurial subjects in order to have an overview about the offer of technologies, be able to assess it, evaluate, select, use, adjust, improve and develop it independently.===>Po našem mišljenju, razvijanje tehnološkoh veština treba shvatiti kao institucionalni proces učenja kroz koji moraju da prođu preduzetnici da bi stekli uvid u ponudu koju tehnologija pruža, da bi bili u stanju da je procene, vrednuju, izvrše izbor, primene, prilagode, usavrše i razvijaju nezavisno.)
MATCH@M:(This process would lead gradually to creation of national innovation system, what represents, in principle, longterm goal of strategy of technological catching up.===>Ovaj proces ce postepeno voditi kreiranju nacionalnog sistema inovacija, što je u principu dugorocni cilj strategije tehnološkog prikljucka.)
MATCH@E:(This process would lead gradually to creation of national innovation system, what represents, in principle, longterm goal of strategy of technological catching up.===>Ovaj proces će postepeno voditi kreiranju nacionalnog sistema inovacija, što je u principu dugoročni cilj strategije tehnološkog priključka.)
MATCH@M:(The support of this process requires, of course, a whole complex of measures the frame characteristic of which is included in the draft strategy of technological catching up.===>Podrška ovom procesu zahteva, naravno, citav splet mera cija je karakteristika obuhvacena u nacrtu strategije tehnološkog prikljucka.)
MATCH@E:(The support of this process requires, of course, a whole complex of measures the frame characteristic of which is included in the draft strategy of technological catching up.===>Podrška ovom procesu zahteva, naravno, čitav splet mera čija je karakteristika obuhvaćena u nacrtu strategije tehnološkog priključka.)
MATCH@M:(The key importance belongs especially to development of education, research and development as well as knowledge diffusion.===>Kljucni znacaj posebno ima razvoj obrazovanja, istraživanja i razvoja kao i difuzija znanja.)
MATCH@E:(The key importance belongs especially to development of education, research and development as well as knowledge diffusion.===>Ključni značaj posebno ima razvoj obrazovanja, istraživanja i razvoja kao i difuzija znanja.)
MATCH@M:(In our opinion, it is possible to implement the program of support of implementation of strategy, technological catching up by the following specific measures given in Table 1.===>Smatramo da je moguce primeniti program podrške primeni strategije i tehnološkog prikljucka pomocu sledecih specificnih mera.)
MATCH@E:(In our opinion, it is possible to implement the program of support of implementation of strategy, technological catching up by the following specific measures given in Table 1.===>Smatramo da je moguće primeniti program podrške primeni strategije i tehnološkog priključka pomoću sledećih specifičnih mera koje su date u tabeli 1.)
MATCH@M:(In this relation, it is necessary to reassess the role of state based on really applied proposals in the most successful economics in the European Union with a special attention paid to pro-innovation adaptation of state functions under the conditions of technological manner of production, exchange and information communication.===>U tom smislu neophodno je prevrednovati ulogu države na osnovu zaista primenjenih predloga u najuspešnijim ekonomijama Evropske unije s tim što ce se posebna pažnja posvetiti pro-inovativnoj adaptaciji funkcija države u uslovima nove tehnologije proizvodnje, razmene i prenošenja informacija.)
MATCH@E:(In this relation, it is necessary to reassess the role of state based on really applied proposals in the most successful economics in the European Union with a special attention paid to pro-innovation adaptation of state functions under the conditions of technological manner of production, exchange and information communication. ~~~ 2.===>U tom smislu neophodno je prevrednovati ulogu države na osnovu zaista primenjenih predloga u najuspešnijim ekonomijama Evropske unije s tim što će se posebna pažnja posvetiti pro-inovativnoj adaptaciji funkcija države u uslovima nove tehnologije proizvodnje, razmene i prenošenja informacija.)
MATCH@M:(The conceptual basis of competitiveness policy is oriented firstly to harmonization of competitive background of the Slovak economics with conditions for support of compatibility on the European market.===>Koncepcijska osnova politike konkurentnosti orijenti-sana je prvenstveno prema harmonizaciji konkurentne osnove slovacke ekonomije sa podrškom kompatibilnosti na evropskom tržištu.)
MATCH@E:(Conclusion The conceptual basis of competitiveness policy is oriented firstly to harmonization of competitive background of the Slovak economics with conditions for support of compatibility on the European market.===>Zaključak Koncepcijska osnova politike konkurentnosti orijentisana je prvenstveno prema harmonizaciji konkurentne osnove slovačke ekonomije sa podrškom kompatibilnosti na evropskom tržištu.)
MATCH@M:(Long-term absence of effective policy of competitiveness combined with broader transformation problems has caused considerable and increasingly dangerous gap in structural and innovation adaptation of the Slovak economics and thus a lagging of its competitiveness.===>Dugogodišnji izostanak efektivne politike konkurentnosti i veliki problemi u transformaciji privrede doveli su do znacajnog i sve opasnijeg zastoja kako u struk-tuiranju slovacke privrede, tako i u njenom prilagoda-vanju inovacijama.)
MATCH@E:(Long-term absence of effective policy of competitiveness combined with broader transformation problems has caused considerable and increasingly dangerous gap in structural and innovation adaptation of the Slovak economics and thus a lagging of its competitiveness.===>Dugogodišnji izostanak efektivne politike konkurentnosti i veliki problemi u transformaciji privrede doveli su do značajnog i sve opasnijeg zastoja kako u struktuiranju slovačke privrede, tako i u njenom prilagođavanju inovacijama.)
MATCH@M:(This trend can be reversible only under the assumption that determining factors of modern development such as science and research, learning and creative productivity of human factor, as well as effective infrastructure for diffusion of inventions and innovations will move from a periphery into the center of attention and become a centre of policy of competitiveness.===>Ovaj trend se može zaustaviti i usmeriti u suprotnom pravcu samo pod pretpostavkom da odlucujuci cinioci modernog razvoja, kao što su nauka i istraživanje, ucenje i kreativnost ljudskog faktora, i naravno dobra infrastruktura za difuziju pronalazaka i inovacija postanu centar naše pažnje i središnja tacka politike konkurentnosti, umesto da kao dosad ostanu po strani.)
MATCH@E:(This trend can be reversible only under the assumption that determining factors of modern development such as science and research, learning and creative productivity of human factor, as well as effective infrastructure for diffusion of inventions and innovations will move from a periphery into the center of attention and become a centre of policy of competitiveness.===>Ovaj trend se može zaustaviti i usmeriti u suprotnom pravcu samo pod pretpostavkom da odlučujući činioci modernog razvoja, kao što su nauka i istraživanje, učenje i kreativnost ljudskog faktora, i naravno dobra infrastruktura za difuziju pronalazaka i inovacija postanu centar naše pažnje i središnja tačka politike konkurentnosti, umesto da kao dosad ostanu po strani.)
MATCH@M:(Its specific aims, content and instrumentary have, at the same time, be responsive sensitively and soberly to real power, strategy and specific activities of determining subjects in the process of globalization, especially of transnational corporations.===>Specificni ciljevi, sadržaj i instrumentarij um ove politike treba istovremeno da svesno i zrelo prepoznaju i angažuju stvarnu snagu, strategiju i specificne delatnosti odlucujucih cinilaca u procesu globalizacije, posebno transnacionalnih korporacija.)
MATCH@E:(Its specific aims, content and instrumentary have, at the same time, be responsive sensitively and soberly to real power, strategy and specific activities of determining subjects in the process of globalization, especially of transnational corporations.===>Specifični ciljevi, sadržaj i instrumentarijum ove politike treba istovremeno da svesno i zrelo prepoznaju i angažuju stvarnu snagu, strategiju i specifične delatnosti odlučujućih činilaca u procesu globalizacije, posebno transnacionalnih korporacija.)
MATCH@M:(In other words, globalization and integration dimensions are to be incorporated into conceptual basis of policy of competitiveness of SR, appropriate to conditions of the 21st century.===>Drugim recima, karakteristike globalizacije i integracije moraju da postanu deo koncepcijske osnove politike konkurentnosti SR, u skladu sa uslovima 21. veka.)
MATCH@E:(In other words, globalization and integration dimensions are to be incorporated into conceptual basis of policy of competitiveness of SR, appropriate to conditions of the 21st century.===>Drugim rečima, karakteristike globalizacije i integracije moraju da postanu deo koncepcijske osnove politike konkurentnosti SR, u skladu sa uslovima 21. veka.)
MATCH@M:(Data Envelopment Analysis (DEA) is a relatively new nonparametric approach for evaluating the performance of complex entities called Decision Making Units (DMUs) which convert multiple inputs into multiple outputs.===>Analiza omedenih podataka (DEA-Data Envelopment Analysis) predstavlja relativno nov neparametarski pristup u vrednovanju ucinka složenih celina koje se zovu jedinice odlucivanja (DMUs - Decision Making Units) koje pretvaraju višestruke inpute u višestruke autpute.)
MATCH@E:(1. ~~~ Introduction Data Envelopment Analysis (DEA) is a relatively new data oriented mathematical approach for evaluating the performance of a set of peer entities called Decision Making Units (DMUs) which convert multiple inputs into multiple outputs.===>Uvod Analiza omeđenih podataka (DEA) predstavlja relativno nov matematički pristup orijentisan na podatke koji se primenjuje u vrednovanju učinka nekog skupa ravnopravnih tela koja se zovu jedinice odlučivanja (DMU), a koje pretvaraju višestruke inpute u višestruke autpute.)
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BAD_LINE_M:Data Envelopment Analysis (DEA) is a relatively new nonparametric approach for evaluating the performance of complex entities called Decision Making Units (DMUs) which convert multiple inputs into multiple outputs.
BAD_LINE_M:Analiza omedenih podataka (DEA-Data Envelopment Analysis) predstavlja relativno nov neparametarski pristup u vrednovanju ucinka složenih celina koje se zovu jedinice odlucivanja (DMUs - Decision Making Units) koje pretvaraju višestruke inpute u višestruke autpute.
BAD_LINE_E:1. ~~~ Introduction Data Envelopment Analysis (DEA) is a relatively new data oriented mathematical approach for evaluating the performance of a set of peer entities called Decision Making Units (DMUs) which convert multiple inputs into multiple outputs.
BAD_LINE_E:Uvod Analiza omeđenih podataka (DEA) predstavlja relativno nov matematički pristup orijentisan na podatke koji se primenjuje u vrednovanju učinka nekog skupa ravnopravnih tela koja se zovu jedinice odlučivanja (DMU), a koje pretvaraju višestruke inpute u višestruke autpute.
MATCH@M:(In a relatively short period of time Data Envelopment Analysis (DEA) has grown into a powerful, quantitative, analytical tool for measuring efficiency of decision making units.===>Za relativno kratko vreme, DEA je prerasla u mocan kvantitativni, analiticki instrument za merenje efikasnosti jedinica za odlucivanje.)
MATCH@E:(In a relatively short period of time Data Envelopment Analysis (DEA) has grown into a powerful, quantitative, analytical tool for measuring efficiency of decision making units.===>Za relativno kratko vreme, DEA je prerasla u moćan kvantitativni, analitički instrument za merenje efikasnosti jedinica za odlučivanje.)
MATCH@M:(DEA has been successfully applied in many different fields in worldwide.===>DEA se uspešno primenjuje u mnogim oblastima širom sveta.)
MATCH@E:(DEA has been successfully applied in many different fields in worldwide.===>DEA se uspešno primenjuje u mnogim oblastima širom sveta.)
MATCH@M:(This paper provides introduction to DEA and describes the application of Data Envelopment Analysis in education.===>U ovom radu predstavljamo DEA i opisujemo primenu ove analize u obrazovanju. 1.	Uvod)
MATCH@E:(This paper provides introduction to DEA and describes the application of Data Envelopment Analysis in education.===>U ovom radu predstavljamo DEA i opisujemo primenu ove analize u obrazovanju. 1.)
MATCH@M:(Since DEA was first introduced in 1978, researches in a number of fields have in a short period of time recognized that DEA is an excellent and easily used methodology for modeling operational processes for performance evaluations.===>Za kratko vreme otkad je ova analiza prvi put primenjena 1978. godine, istraživaci u velikom broju oblasti su zakljucili da DEA predstavlja izvanrednu i lako primenljivu metodologiju za modelovanje ope-racionih procesa za vrednovanje ucinka.)
MATCH@E:(Since DEA was first introduced in 1978, researches in a number of fields have in a short period of time recognized that DEA is an excellent and easily used methodology for modeling operational processes for performance evaluations.===>Za kratko vreme otkad je ova analiza prvi put primenjena 1978. godine, istraživači u velikom broju oblasti su zaključili da DEA predstavlja izvanrednu i lako primenljivu metodologiju za modelovanje operacionih procesa za vrednovanje učinka.)
MATCH@M:(In [31] is given survey and analysis of the 30 years of scholarly literature in DEA up to the year 2007.===>U [31] predstavljeni su pregled i analiza naucne literature o DEA tokom trideset godina, sve do 2007. godine.)
MATCH@E:(In Š31Ë is given survey and analysis of the 30 years of scholarly literature in DEA up to the year 2007.===>U Š31Ë predstavljeni su pregled i analiza naučne literature o DEA tokom trideset godina, sve do 2007. godine.)
MATCH@M:(This paper is in 8 parts of which this is the first.===>Ovaj rad sastoji se od 8 delova, a ovo je prvi.)
MATCH@E:(This paper is in 8 parts of which this is the first.===>Ovaj rad sastoji se od 8 delova, a ovo je prvi.)
MATCH@M:(Data Envelopment Analysis (DEA) as a tool for determining the relative efficiency is presented in Section 2.===>Analiza omedenih podataka (DEA) je kao instrument za odredivanje relativne efikasnosti predstavljena u poglavlju 2.)
MATCH@E:(Data Envelopment Analysis (DEA) as a tool for determining the relative efficiency is presented in Section 2.===>Analiza omeđenih podataka (DEA) je kao instrument za određivanje relativne efikasnosti predstavljena u poglavlju 2.)
MATCH@M:(The history of DEA has been mentioned briefly in Section 3.===>Poglavlje 3 sadrži kratak pregled istorije DEA.)
MATCH@E:(The history of DEA has been mentioned briefly in Section 3.===>Poglavlje 3 sadrži kratak pregled istorije DEA.)
MATCH@M:(DEA methodology is described in Section 4.===>Metodologija DEA opisana je u poglavlju 4.)
MATCH@E:(DEA methodology is described in Section 4.===>Metodologija DEA opisana je u poglavlju 4.)
MATCH@M:(Strenghts and limitations of DEA are presented in Section 5.===>Prednosti i ogranicenja DEA opisani su u poglavlju 5.)
MATCH@E:(Strenghts and limitations of DEA are presented in Section 5.===>Prednosti i ograničenja DEA opisani su u poglavlju 5.)
MATCH@M:(Literature search for application of DEA in education is overviewed in Section 6, while conclusions are given in Section 6.===>Pregled literature o primeni DEA u obrazovanju prikazan je u 6. poglavlju, a 7. poglavlje donosi zakljucke.)
MATCH@E:(Literature search for application of DEA in education is overviewed in Section 6, while conclusions are given in Section 6.===>Pregled literature o primeni DEA u obrazovanju prikazan je u 6. poglavlju, a 7. poglavlje donosi zaključke.)
MATCH@M:(Bbibliography citations are presented in the final section.===>U poslednjem poglavlju navedena je literatura.)
MATCH@E:(Bbibliography citations are presented in the final section.===>U poslednjem poglavlju navedena je literatura. 2.)
MATCH@M:(First of all, they are success indicators, performance measures, by which production units are evaluated.===>Prvo, to su pokazatelji uspešnosti, mere ucinka kojima se ocenjuju proizvodne jedinice.)
MATCH@E:(First of all, they are success indicators, performance measures, by which production units are evaluated.===>Prvo, to su pokazatelji uspešnosti, mere učinka kojima se ocenjuju proizvodne jedinice.)
MATCH@M:(Second, only by measuring efficiency and productivity, and separating their effects from the effects of the production environment can we explore hypotheses concerning the sources of efficiency or productivity differentials.===>Drugo, hipotezu o izvorima efikasnosti ili diferencijalima produktivnosti moguce je proveriti samo merenjem efikasnosti i produktivnosti i odvajanjem njihovih efe-kata of efekata proizvodnog okruženja.)
MATCH@E:(Second, only by measuring efficiency and productivity, and separating their effects from the effects of the production environment can we explore hypotheses concerning the sources of efficiency or productivity differentials.===>Drugo, hipotezu o izvorima efikasnosti ili diferencijalima produktivnosti moguće je proveriti samo merenjem efikasnosti i produktivnosti i odvajanjem njihovih efekata of efekata proizvodnog okruženja.)
MATCH@M:(Identification of sources is essential to the institution of public and private policies designed to improve performance.===>Identifikova-nje izvora znacajno je za uspostavljanje mera javne i privatne politike u svrhu poboljšanja ucinka.)
MATCH@E:(Identification of sources is essential to the institution of public and private policies designed to improve performance.===>Identifikovanje izvora značajno je za uspostavljanje mera javne i privatne politike u svrhu poboljšanja učinka.)
MATCH@M:(Productivity efficiency has two components.===>Efikasnost produktivnosti ima dve komponente.)
MATCH@E:(Productivity efficiency has two components.===>Efikasnost produktivnosti ima dve komponente.)
MATCH@M:(The purely technical, or physical, component refers to the ability to avoid waste by producing as much output as input usage allows, or by using as little input as output production allows.===>Cisto tehnicka, ili fizicka, komponenta odnosi se na sposobnost da se izbegne stvaranje otpada tako što cemo ostvariti onoliko autputa koliko dozvoljavaju upotre-bljeni inputi, ili korišcenjem što manje kolicine inputa da dobijemo zadovoljavajuci autput.)
MATCH@E:(The purely technical, or physical, component refers to the ability to avoid waste by producing as much output as input usage allows, or by using as little input as output production allows.===>Čisto tehnička, ili fizička, komponenta odnosi se na sposobnost da se izbegne stvaranje otpada tako što ćemo ostvariti onoliko autputa koliko dozvoljavaju upotrebljeni inputi, ili korišćenjem što manje količine inputa da dobijemo zadovoljavajući autput.)
MATCH@M:(Thus the analysis of technical efficiency can have an output augmenting orientation or an input-conserving orientation.===>Stoga analiza tehnicke efikasnosti može biti orijentisana na povecanje autputa ili na uštedu inputa.)
MATCH@E:(Thus the analysis of technical efficiency can have an output augmenting orientation or an inputconserving orientation.===>Stoga analiza tehničke efikasnosti može biti orijentisana na povećanje autputa ili na uštedu inputa.)
MATCH@M:(The allocative, or price component refers to the ability to combine inputs and outputs in optimal proportions in light of prevailling prices.===>Komponenta usmera-vanja sredstava, t.j., cene odnosi se na sposobnost kombinovanja inputa i autputa u optimalnim proporcijama, a u svetlu važecih cena.)
MATCH@E:(The allocative, or price component refers to the ability to combine inputs and outputs in optimal proportions in light of prevailling prices.===>Komponenta usmeravanja sredstava, t.j., cene odnosi se na sposobnost kombinovanja inputa i autputa u optimalnim proporcijama, a u svetlu važećih cena.)
MATCH@M:(Koopmans provided a formal definition of technical efficiency: a producer is technically efficient if an increase in any output requires a reduction in at least one other output or an increase in at least one input, and if reduction in any input requires an increase in at least one other input or a reductionin at least one output.===>Koopmans je ponudio formalnu definiciju tehnicke efikasnosti: proizvodac je tehnicki efikasan ukoliko porast bilo kog autputa zahteva smanjenje bar jednog drugog autputa ili povecanje bar jednog inputa, i ukoliko smanjenje bilo kog inputa zahte-va povecanje bar jednog drugog inputa ili smanjenje bar jednog autputa.)
MATCH@E:(Koopmans in Š48, p.60Ë provided a formal definition of technical efficiency: a producer is technically efficient if an increase in any output requires a reduction in at least one other output or an increase in at least one input, and if reduction in any input requires an increase in at least one other input or a reductionin at least one output.===>Koopmans je u Š48, str.60Ë ponudio formalnu definiciju tehničke efikasnosti: proizvođač je tehnički efikasan ukoliko porast bilo kog autputa zahteva smanjenje bar jednog drugog autputa ili povećanje bar jednog inputa, i ukoliko smanjenje bilo kog inputa zahteva povećanje bar jednog drugog inputa ili smanjenje bar jednog autputa.)
MATCH@M:(Thus a technically inefficient producer could produce the same outputs with less of at least one input, or could use the same inputs to produce more of at least one output.===>Prema ovoj definiciji, tehnicki neefikasan proizvodac može da proizvede iste autpute uz bar jedan input manje, ili može da upotrebi iste inpute da proizvede više of jednog autputa.)
MATCH@E:(Thus a technically inefficient producer could produce the same outputs with less of at least one input, or could use the same inputs to produce more of at least one output.===>Prema ovoj definiciji, tehnički neefikasan proizvođač može da proizvede iste autpute uz bar jedan input manje, ili može da upotrebi iste inpute da proizvede više of jednog autputa.)
MATCH@M:(Debreu and Farrell introduced a measure of technical efficienncy.===>Debreu i Farrell uvode meru tehnicke efikasnosti.)
MATCH@E:(Debreu in Š29Ë and Farrell in Š33Ë introduced a measure of technical efficienncy.===>Debreu u Š29Ë i Farrell u Š33Ë uvode meru tehničke efikasnosti.)
MATCH@M:(Their measure is defined as one minus the maximum equiproportionate reduction in all inputs that still allows continued production of given outputs.===>Oni meru definišu kao jedan minus maksimalno jednakoproporcionalno smanjenje svih inputa koje još uvek omogucava da se proizvodnja datih aut-puta nastavi.)
MATCH@E:(Their measure is defined as one minus the maximum equiproportionate reduction in all inputs that still allows continued production of given outputs.===>Oni meru definišu kao jedan minus maksimalno jednakoproporcionalno smanjenje svih inputa koje još uvek omogućava da se proizvodnja datih autputa nastavi.)
MATCH@M:(A score of unity indicates technical efficiency because no equiproportionate input reduction is feasible, and a score less than unity indicates the severity of technical inefficiency.===>Ako rezultat pokazuje usaglašenost, onda tehnicka efikasnost postoji zato što nikakvo smanjenje jednakoproporcionalnog inputa nije moguce, a ako rezultat pokazuje manje od usaglašenosti, onda je tehnicka neefikasnost veoma ozbiljna.)
MATCH@E:(A score of unity indicates technical efficiency because no equiproportionate input reduction is feasible, and a score less than unity indicates the severity of technical inefficiency.===>Ako rezultat pokazuje usaglašenost, onda tehnička efikasnost postoji zato što nikakvo smanjenje jednakoproporcionalnog inputa nije moguće, a ako rezultat pokazuje manje od usaglašenosti, onda je tehnička neefikasnost veoma ozbiljna.)
MATCH@M:(Following work by Dantzig and Farrell, Charnes, Cooper, and Rhodes developed mathematical programming technique, Data Envelopment Analysis (DEA).===>Na osnovu radova koje su ponudili Dantzig i Farrell, Charnes, Cooper i Rhodes su razvili tehniku matematickog programiranja, analizu omedenih podataka (DEA).)
MATCH@E:(Following work by Dantzig Š27Ë and Farrell Š33Ë, Charnes, Cooper, and Rhodes Š16Ë developed mathematical programming technique, Data Envelopment Analysis (DEA).===>Na osnovu radova koje su ponudili Dantzig Š27Ë i Farrell Š33Ë, Charnes, Cooper i Rhodes Š16Ë su razvili tehniku matematičkog programiranja, analizu omeđenih podataka (DEA).)
MATCH@M:(DEA is a non-parametric linear programming technique that computes a comparative ratio of outputs to inputs for each unit, which is reported as the relative efficiency score.===>DEA predstavlja neparametarsku linearnu tehniku programiranja kojom se izracunava komparativni odnos autputa prema inputima za svaku jedinicu (celinu), koja se izražava kao rezultat relativne efikasnosti.)
MATCH@E:(DEA is a non-parametric linear programming technique that computes a comparative ratio of outputs to inputs for each unit, which is reported as the relative efficiency score.===>DEA predstavlja neparametarsku linearnu tehniku programiranja kojom se izračunava komparativni odnos autputa prema inputima za svaku jedinicu (celinu), koja se izražava kao rezultat relativne efikasnosti.)
MATCH@M:(The efficiency score is usually expressed as either a number between 0-1 or 0-100%.===>Rezultat efikasnosti obicno se izražava ili brojem od 0-1 ili od 0-100%.)
MATCH@E:(The efficiency score is usually expressed as either a number between 0-1 or 0-100%.===>Rezultat efikasnosti obično se izražava ili brojem od 0-1 ili od 0-100%.)
MATCH@M:(A decision-making unit (DMU) with a score less than 100% is deemed inefficient relative to other units.===>Jedinica odlucivanja (DMU) ciji je rezultat manji od 100% smatra se neefikasnom u odnosu na druge jedinice.)
MATCH@E:(A decision-making unit (DMU) with a score less than 100% is deemed inefficient relative to other units.===>Jedinica odlučivanja (DMU) čiji je rezultat manji od 100% smatra se neefikasnom u odnosu na druge jedinice.)
MATCH@M:(The term ‘Decision Making Unit’ (DMU) was used for the first time in the CCR model proposed in Charnes, Cooper and Rhodes.===>Termin „jedinica odlucivanja“ (DMU) prvi put je upo-trebljen u CCR modelu koji su predložili Charnes, Cooper i Rhodes.)
MATCH@E:(Data envelopment analysis History The term Decision Making Unit (DMU) was used for the first time in the CCR model proposed in Charnes, Cooper and Rhodes Š16Ë.===>Analiza omeđenih podataka Istorijski razvoj Termin jedinica odlučivanja (DMU) prvi put je upotrebljen u CCR modelu koji su predložili Charnes, Cooper i Rhodes Š16Ë.)
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BAD_LINE_M:The term ‘Decision Making Unit’ (DMU) was used for the first time in the CCR model proposed in Charnes, Cooper and Rhodes.
BAD_LINE_M:Termin „jedinica odlucivanja“ (DMU) prvi put je upo-trebljen u CCR modelu koji su predložili Charnes, Cooper i Rhodes.
BAD_LINE_E:Data envelopment analysis History The term Decision Making Unit (DMU) was used for the first time in the CCR model proposed in Charnes, Cooper and Rhodes Š16Ë.
BAD_LINE_E:Analiza omeđenih podataka Istorijski razvoj Termin jedinica odlučivanja (DMU) prvi put je upotrebljen u CCR modelu koji su predložili Charnes, Cooper i Rhodes Š16Ë.
MATCH@M:(The term DEA (Data Envelopment Analysis) was introduced in their report, Rhodes and appeared in Charnes, Cooper and Rhodes‘ subsequent paper.===>Termin DEA (analiza omedenih podataka) uveden je u njihovom radu, zatim ga navodi Rhodes, a pojavljuje se i u narednom radu koji su objavili Charnes, Cooper i Rhodes.)
MATCH@E:(The term DEA (Data Envelopment Analysis) was introduced in their report Š18Ë, Rhodes Š58Ë and appeared in Charnes, Cooper and Rhodes subsequent paper Š19Ë.===>Termin DEA (analiza omeđenih podataka) uveden je u njihovom radu Š18Ë, zatim ga navodi Rhodes Š58Ë, a pojavljuje se i u narednom radu koji su objavili Charnes, Cooper i Rhodes Š19Ë.)
MATCH@M:(In their originating study, Charnes, Cooper and Rhodes described DEA as a ‘mathematical programming model applied to observational data [that] provides a new way of obtaining empirical estimates of relations -such as the production functions and/or efficient production possibility surfaces - that are cornerstones of modern economics.’===>U svojoj pocetnoj studiji Charnes, Cooper i Rhodes opisali su DEA kao „matematicki model programiranja primenjen na podatke dobij ene posmatra-njem, koji predstavlja novi nacin prikupljanja empirijskih procena odnosa - kao što su funkcije proizvodnje i/ili mogucnosti efikasne proizvodnje - koji predstavljaju temelj moderne ekonomije“.)
MATCH@E:(In their originating study, Charnes, Cooper and Rhodes Š16Ë described DEA as a mathematical programming model applied to observational data ŠthatË provides a new way of obtaining empirical estimates of relations such as the production functions and/or efficient production possibility surfaces that are cornerstones of modern economics.===>U svojoj početnoj studiji Charnes, Cooper i Rhodes Š16Ë opisali su DEA kao matematički model programiranja primenjen na podatke dobijene posmatranjem, koji predstavlja novi način prikupljanja empirijskih procena odnosa kao što su funkcije proizvodnje i/ili mogućnosti efikasne proizvodnje koji predstavljaju temelj moderne ekonomije.)
MATCH@M:(DEA originated from efforts to evaluate results from an early 1970’ project called “Program Follow Through” - a huge attempt by the U.S. Office (now Department) of Education to apply principles from the statistical design to experiments to a set of matched schools in a nationwide study.===>DEA je nastala iz pokušaja da se vrednuju rezultati jednog projekta sa pocetka 1970ih godina pod nazivom „Program Follow Through“ (celoviti program) - veoma obiman pokušaj americke Službe (sada Ministarstva) za obrazovanje da primeni principe statistickog projekto-vanja na eksperimente u jednom broju slicnih škola u studiji koja je obuhvatila celu naciju.)
MATCH@E:(DEA originated from efforts to evaluate results from an early 1970 project called Program Follow Through a huge attempt by the U.S. Office (now Department) of Education to apply principles from the statistical design to experiments to a set of matched schools in a nationwide study.===>DEA je nastala iz pokušaja da se vrednuju rezultati jednog projekta sa početka 1970ih godina pod nazivom Program Follow Through (celoviti program) veoma obiman pokušaj američke Službe (sada Ministarstva) za obrazovanje da primeni principe statističkog projektovanja na eksperimente u jednom broju sličnih škola u studiji koja je obuhvatila celu naciju.)
MATCH@M:(The purpose of the study was to evaluate educational programs designed to aid disadvantaged students in U.S. public schools.===>Cilj studije je bio da se vrednuju obrazovni programi osmišljeni da pomognu ucenicima sa slabijim uspehom u americkim državnim školama.)
MATCH@E:(The purpose of the study was to evaluate educational programs designed to aid disadvantaged students in U.S. public schools.===>Ipak, iz svih primenjenih statističkih i ekonometrijskih pristupa dobijeni su nezadovoljavajući i čak apsurdni podaci.)
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BAD_LINE_M:The purpose of the study was to evaluate educational programs designed to aid disadvantaged students in U.S. public schools.
BAD_LINE_M:Cilj studije je bio da se vrednuju obrazovni programi osmišljeni da pomognu ucenicima sa slabijim uspehom u americkim državnim školama.
BAD_LINE_E:The purpose of the study was to evaluate educational programs designed to aid disadvantaged students in U.S. public schools.
BAD_LINE_E:Ipak, iz svih primenjenih statističkih i ekonometrijskih pristupa dobijeni su nezadovoljavajući i čak apsurdni podaci.
MATCH@M:(Nevertheless, unsatisfactory and even absurd results were secured from all of the statistical-econometric approaches that were tried.===>Ipak, iz svih primenje-nih statistickih i ekonome trijskih pristupa dobij eni su nezadovoljavajuci i cak apsurdni podaci.)
MATCH@E:(Nevertheless, unsatisfactory and even absurd results were secured from all of the statistical-econometric approaches that were tried.===>)
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BAD_LINE_M:Nevertheless, unsatisfactory and even absurd results were secured from all of the statistical-econometric approaches that were tried.
BAD_LINE_M:Ipak, iz svih primenje-nih statistickih i ekonome trijskih pristupa dobij eni su nezadovoljavajuci i cak apsurdni podaci.
BAD_LINE_E:Nevertheless, unsatisfactory and even absurd results were secured from all of the statistical-econometric approaches that were tried.
BAD_LINE_E:
MATCH@M:(Data Envelopment Analysis estimates a piece-wise linear production function relative to which the efficiency of each firm or decision-making unit (DMU) can be measured.===>Analiza omedenih podataka procenjuje višeclanu (piece-wise) funkciju proizvodnje u odnosu na koju se može meriti efikasnost bilo koje firme ili jedinice odlucivanja (DMU).)
MATCH@E:(DEA methodology Data Envelopment Analysis estimates a piece-wise linear production function relative to which the efficiency of each firm or decision-making unit (DMU) can be measured.===>Metodologija DEA Analiza omeđenih podataka procenjuje višečlanu (piece-wise) funkciju proizvodnje u odnosu na koju se može meriti efikasnost bilo koje firme ili jedinice odlučivanja (DMU).)
MATCH@M:(The simplest variant of DEA is a constant returns to scale model in which n decision making units produce s distinct output types using m distinct inputs.===>Najjednostavnija varijanta DEA je stalno vracanje na skalarni model u kome n jedinica odlucivanja proizvodi s tipova jasno odredenih autputa primenom m jasno odredenih inputa.)
MATCH@E:(The simplest variant of DEA is a constant returns to scale model in which n decision making units produce s distinct output types using m distinct inputs.===>Najjednostavnija varijanta DEA je stalno vraćanje na skalarni model u kome n jedinica odlučivanja proizvodi s tipova jasno određenih autputa primenom m jasno određenih inputa.)
MATCH@M:(The quantities of outputs and inputs which the kth decision-making unit produces and consumes respectively are denoted by Yrk, r=1,...,s and Xk i= 1,..,m.===>Kolicine autputa i inputa koje proizvodi odnosno koristi k-ta jedinica odlucivanja izražene su Yrk, r=1,...,s i Xk i= 1,....,m.)
MATCH@E:(The quantities of outputs and inputs which the kth decision-making unit produces and consumes respectively are denoted by Yrk, r=1,…,s and Xik, i= 1,….,m.===>Količine autputa i inputa koje proizvodi odnosno koristi k-ta jedinica odlučivanja izražene su Yrk, r=1,…,s i Xik, i= 1,….,m.)
MATCH@M:(The kth decision making unit then chooses its vector of input weights, vk i=1,...,m, and output weights, urk r=1,...,s, with the aim of maximizing its weighted sum of outputs subject to a number of constraints.===>Onda k-ta jedinica odlucivanja odreduje svoj vektor inputnih vrednosti v^ i=1,...,m, i vrednosti autputa urk r=1,...,s, sa ciljem da maksimizuje vrednost svog zbira autputa koji zavisi od nekoliko ogranicenja.)
MATCH@E:(The kth decision making unit then chooses its vector of input weights, vik, i=1,…,m, and output weights, urk, r=1,…,s, with the aim of maximizing its weighted sum of outputs subject to a number of constraints.===>Onda k-ta jedinica odlučivanja određuje svoj vektor inputnih vrednosti vik, i=1,…,m, i vrednosti autputa urk, r=1,…,s, sa ciljem da maksimizuje vrednost svog zbira autputa koji zavisi od nekoliko ograničenja.)
MATCH@M:(These are that: (i) the chosen weights are such that, when applied to the output and input vectors of any decision-making unit, the ratio of weighted output to weighted input should not exceed unity, (ii), the weighted sum of inputs should be non-negative, and (iv) the weight attached to each input should be non-negative.===>Ova ogranicenja su sledeca: (i) izabrane vrednosti su takve da, kada se primene na vektore inputa i autputa bilo koje jedinice odlucivanja, (ii) odnos vrednosti autputa prema vrednosti inputa ne treba da prede jedinicnu vrednost; (iii) vrednosna suma inputa treba da bude ne-negativna; i (iv) vrednost pripisana svakom posebnom inputu treba da bude ne-negativna.)
MATCH@E:(These are that: (i) the chosen weights are such that, when applied to the output and input vectors of any decision-making unit, the ratio of weighted output to weighted input should not exceed unity, (ii), the weighted sum of inputs should be non-negative, and (iv) the weight attached to each input should be non-negative.===>Ova ograničenja su sledeća: (i) izabrane vrednosti su takve da, kada se primene na vektore inputa i autputa bilo koje jedinice odlučivanja, (ii) odnos vrednosti autputa prema vrednosti inputa ne treba da pređe jediničnu vrednost; (iii) vrednosna suma inputa treba da bude ne-negativna; i (iv) vrednost pripisana svakom posebnom inputu treba da bude ne-negativna.)
MATCH@M:(Now this is a fairly simple linear programming problem.===>Sada imamo relativno jednostavan zadatak linearnog programiranja.)
MATCH@E:(Now this is a fairly simple linear programming problem.===>Sada imamo relativno jednostavan zadatak linearnog programiranja.)
MATCH@M:(The complete specification of a DEA involves the simultaneous solution of n such programmes - one for each decision - making unit.===>Potpuna specifikacija DEA obuhvata istovremeno rešenje za n takvih programa - po jedno za svaku odluku - koji cine tu jedinicu (celinu).)
MATCH@E:(The complete specification of a DEA involves the simultaneous solution of n such programmes one for each decision making unit.===>Potpuna specifikacija DEA obuhvata istovremeno rešenje za n takvih programa po jedno za svaku odluku koji čine tu jedinicu (celinu).)
MATCH@M:(The above arguments may be represented by a suite of linear programming problems.===>Gorenavedeni stavovi mogu se predstaviti nizom zadataka linearnog programiranja.)
MATCH@E:(The above arguments may be represented by a suite of linear programming problems.===>Gorenavedeni stavovi mogu se predstaviti nizom zadataka linearnog programiranja.)
MATCH@M:(It must lie between zero and one; if hk=1, then k i tecnically efficient and lies on the efficiency frontier.===>Ona mora da iznosi izmedu nule i jedan; ako hk = 1, onda je k tehnicki efikasna i nalazi se na granici efikasnosti.)
MATCH@E:(It must lie between zero and one; if hk=1, then k i tecnically efficient and lies on the efficiency frontier.===>Ona mora da iznosi između nule i jedan; ako hk = 1, onda je k tehnički efikasna i nalazi se na granici efikasnosti.)
MATCH@M:(As specified above, the DEA problem is one of output maximisation.===>Kako je gore vec navedeno, zadatak DEA jeste da maksimizuje autput.)
MATCH@E:(As specified above, the DEA problem is one of output maximisation.===>Kako je gore već navedeno, zadatak DEA jeste da maksimizuje autput.)
MATCH@M:(The corresponding input minimisation problem can be constructed by analogous means.===>Odgovarajuci zadatak minimiziranja može se postaviti analognim nacinom.)
MATCH@E:(The corresponding input minimisation problem can be constructed by analogous means.===>Odgovarajući zadatak minimiziranja može se postaviti analognim načinom. hoplovstvo SAD, sektori za procenu i banke.)
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BAD_LINE_M:The corresponding input minimisation problem can be constructed by analogous means.
BAD_LINE_M:Odgovarajuci zadatak minimiziranja može se postaviti analognim nacinom.
BAD_LINE_E:The corresponding input minimisation problem can be constructed by analogous means.
BAD_LINE_E:Odgovarajući zadatak minimiziranja može se postaviti analognim načinom. hoplovstvo SAD, sektori za procenu i banke.
MATCH@M:(DEA has been successfully applied in such diverse settings as schools, hospitals, courts, the US Air Force, rate departments and banks.===>DEA se uspešno primenjuje citavom spektru medusobno razlicitih oblasti kao što su škole, bolnice, sudovi, vazdu-hoplovstvo SAD, sektori za procenu i banke.)
MATCH@E:(DEA has been successfully applied in such diverse settings as schools, hospitals, courts, the US Air Force, rate departments and banks.===>Osnovni modeli DEA i razrade DEA modela mogu se naći kod Š15Ë, Š22Ë, Š25Ë, Š26Ë.)
BAD_LINE_=============================================================
BAD_LINE_M:DEA has been successfully applied in such diverse settings as schools, hospitals, courts, the US Air Force, rate departments and banks.
BAD_LINE_M:DEA se uspešno primenjuje citavom spektru medusobno razlicitih oblasti kao što su škole, bolnice, sudovi, vazdu-hoplovstvo SAD, sektori za procenu i banke.
BAD_LINE_E:DEA has been successfully applied in such diverse settings as schools, hospitals, courts, the US Air Force, rate departments and banks.
BAD_LINE_E:Osnovni modeli DEA i razrade DEA modela mogu se naći kod Š15Ë, Š22Ë, Š25Ë, Š26Ë.
MATCH@M:(Charnes et al. have compiled an extensive discussion of efficiency models across a variety of industries.===>Charnes i dr. vodili su veoma široku raspravu o modelima efikasnosti u razlicitim granama delatnosti.)
MATCH@E:(Charnes et al. Š15Ë have compiled an extensive discussion of efficiency models across a variety of industries. ~~~ 5.===>U početku je DEA služila za ispitivanje relativne efikasnosti neprofitnih organizacija, ali se njena primena vrlo brzo proširila i na profitne organizacije.)
BAD_LINE_=============================================================
BAD_LINE_M:Charnes et al. have compiled an extensive discussion of efficiency models across a variety of industries.
BAD_LINE_M:Charnes i dr. vodili su veoma široku raspravu o modelima efikasnosti u razlicitim granama delatnosti.
BAD_LINE_E:Charnes et al. Š15Ë have compiled an extensive discussion of efficiency models across a variety of industries. ~~~ 5.
BAD_LINE_E:U početku je DEA služila za ispitivanje relativne efikasnosti neprofitnih organizacija, ali se njena primena vrlo brzo proširila i na profitne organizacije.
MATCH@M:(For example X1 could be in units of lives saved and X2 could be in units of dollars without requiring an a priori trade off between the two.===>Na primer, X1 može da se nalazi u jedinicama broja spasenih života, a X2 može da bude deo jedinice dolara, a da medu njima ne postoji neki a priori sukob.)
MATCH@E:(For example X1 could be in units of lives saved and X2 could be in units of dollars without requiring an a priori trade off between the two.===>Na primer, X1 može da se nalazi u jedinicama broja spasenih života, a X2 može da bude deo jedinice dolara, a da među njima ne postoji neki a priori sukob.)
MATCH@M:(The same characteristics that make DEA a powerful tool can also create problems.===>Iste one karakteristike koje DEA cine mocnim instrumentom mogu i da izazovu probleme.)
MATCH@E:(The same characteristics that make DEA a powerful tool can also create problems.===>Iste one karakteristike koje DEA čine moćnim instrumentom mogu i da izazovu probleme.)
MATCH@M:(Economists typically view educational outcomes as a function of a variety of school inputs, including school expenditures, pupil/teacher ratios, teacher experience, the prior attainment of pupils, peer group pressures and family background.===>Ekonomisti obicno posmatraju rezultate obrazovanja kao mnoštvo školskih inputa, u koje ubrajaju troškove škole, odnos broja ucenika i nastavnika, iskustvo nastavnika, prethodno znanje ucenika, pritiske vr-šnjackih grupa i porodicnu situaciju.)
MATCH@E:(6. ~~~ Applications of DEA in education literature search Economists typically view educational outcomes as a function of a variety of school inputs, including school expenditures, pupil/teacher ratios, teacher experience, the prior attainment of pupils, peer group pressures and family background, see Hanushek Š38, 39Ë.===>Primena DEA u obrazovanju pregled literature Ekonomisti obično posmatraju rezultate obrazovanja kao mnoštvo školskih inputa, u koje ubrajaju troškove škole, odnos broja učenika i nastavnika, iskustvo nastavnika, prethodno znanje učenika, pritiske vršnjačkih grupa i porodičnu situaciju, videti Hanushek Š38, 39Ë.)
MATCH@M:(There has been limited success in finding a causal link between school inputs and educational outcomes.===>Istraživanje uzrocno-posledicnih veza izmedu školskih inputa i obrazovnih autputa nije donelo znacajne rezultate.)
MATCH@E:(There has been limited success in finding a causal link between school inputs and educational outcomes.===>Istraživanje uzročno-posledičnih veza između školskih inputa i obrazovnih autputa nije donelo značajne rezultate.)
MATCH@M:(Early work on the education production function concluded that ‘teachers and schools differ dramatically in their effectiveness’ but that there is ‘no strong or systematic relationship between school expenditures and student performance’, see Hanushek.===>U ranim radovima na temu funkcije proizvodnje u oblasti obrazovanja došlo se do zakljucka da „postoje drasticne razlike izmedu nastavnika i škola kad je rec o efektivnosti“, ali da „ne postoji snažan niti sistematican odnos izmedu troškova škole i uspešnosti studenata“, videti Hanushek.)
MATCH@E:(Early work on the education production function concluded that teachers and schools differ dramatically in their effectiveness but that there is no strong or systematic relationship between school expenditures and student performance, see Hanushek Š39Ë.===>U ranim radovima na temu funkcije proizvodnje u oblasti obrazovanja došlo se do zaključka da postoje drastične razlike između nastavnika i škola kad je reč o efektivnosti, ali da ne postoji snažan niti sistematičan odnos između troškova škole i uspešnosti studenata, videti Hanushek Š39Ë.)
MATCH@M:(They estimate models to examine the determinants of efficiency in a particular year, and the determinants of the change in efficiency over the period.===>Oni su procenji-vali modele za ispitivanje determinanti efikasnosti u jednoj posebnoj godini i determinante promene efikasnosti tokom celog posmatranog perioda.)
MATCH@E:(They estimate models to examine the determinants of efficiency in a particular year, and the determinants of the change in efficiency over the period.===>Oni su procenjivali modele za ispitivanje determinanti efikasnosti u jednoj posebnoj godini i determinante promene efikasnosti tokom celog posmatranog perioda.)
MATCH@M:(Their results suggest that the greater the degree of competition between schools the more efficient they are.===>Rezultati do kojih su došli pokazali su da što je veca konkurencija izmedu škola, utoliko su one efikasnije.)
MATCH@E:(Their results suggest that the greater the degree of competition between schools the more efficient they are.===>Rezultati do kojih su došli pokazali su da što je veća konkurencija između škola, utoliko su one efikasnije.)
MATCH@M:(The strength of the effect has also increased over time which is consistent with the evolution of the quasi-market in secondary education.===>Kvalitet efeka-ta je takode porastao tokom ovog perioda, što je u skladu sa razvojem kvazi-tržišta u srednjem obrazovanju.)
MATCH@E:(The strength of the effect has also increased over time which is consistent with the evolution of the quasi-market in secondary education.===>Kvalitet efekata je takođe porastao tokom ovog perioda, što je u skladu sa razvojem kvazi-tržišta u srednjem obrazovanju.)
MATCH@M:(Competition is also found to be an important determinant of the change in efficiency over time.===>Takode su zakljucili da konkurencija predstavlja veoma znacajnu determinantu promena tokom vremena.)
MATCH@E:(Competition is also found to be an important determinant of the change in efficiency over time.===>Takođe su zaključili da konkurencija predstavlja veoma značajnu determinantu promena tokom vremena.)
MATCH@M:(Nurhan Davutyan, Mert Demir and Sezgin Polat used Data Envelopment Analysis and econometric methods to evaluate the system’s efficiency.===>Nurhan Davutyan, Mert Demir i Sezgin Polat su za evaluaciju efikasnosti sistema koristili DEA i ekonome trijske metode.)
MATCH@E:(Nurhan Davutyan, Mert Demir and Sezgin Polat in Š28Ë used Data Envelopment Analysis and econometric methods to evaluate the systems efficiency.===>Nurhan Davutyan, Mert Demir i Sezgin Polat su u Š28Ë za evaluaciju efikasnosti sistema koristili DEA i ekonometrijske metode.)
MATCH@M:(They identify scale diseconomies and relate them to underlying structural characteristics of the system.===>Oni identifikuju disekonomije obima i dovode ih u vezu sa strukturnim karakteristikama koje se nalaze u osnovi sistema.)
MATCH@E:(They identify scale diseconomies and relate them to underlying structural characteristics of the system.===>Oni identifikuju disekonomije obima i dovode ih u vezu sa strukturnim karakteristikama koje se nalaze u osnovi sistema.)
MATCH@M:(Heterogeneity is modeled as an undesirable measure.===>Heterogenost shvataju kao neželjenu dimenziju.)
MATCH@E:(Heterogeneity is modeled as an undesirable measure.===>Heterogenost shvataju kao neželjenu dimenziju.)
MATCH@M:(The linkage between indicators of centralization and scale diseconomies was found to be statistically significant.===>Zakljucuju da je veza izmedu pokazatelja centralizacije i disekono-mija obima statisticki znacajna.)
MATCH@E:(The linkage between indicators of centralization and scale diseconomies was found to be statistically significant.===>Zaključuju da je veza između pokazatelja centralizacije i disekonomija obima statistički značajna.)
MATCH@M:(The authors believe this to be the first study that investigates the impact of systemic characteristics such as heterogeneity and centralized structure on educational outcomes for Turkey.===>Autori veruju da je ovo prva studija u kojoj se istražuje uticaj sistemskih karakteristika kao što je heterogenost i centralizovana struktura na ishode obrazovanja u Turskoj.)
MATCH@E:(The authors believe this to be the first study that investigates the impact of systemic characteristics such as heterogeneity and centralized structure on educational outcomes for Turkey.===>Autori veruju da je ovo prva studija u kojoj se istražuje uticaj sistemskih karakteristika kao što je heterogenost i centralizovana struktura na ishode obrazovanja u Turskoj.)
MATCH@M:(The higher education has characteristics which make it difficult to measure efficiency: it is non-profit making; there is an absence of output and input prices; and higher education institutions (HEIs) produce multiple outputs from multiple inputs.===>Visoko obrazovanje ima karakteristike koje merenje efikasnosti cine prakticno nemogucim: ono je neprofitnog karaktera i u njemu nema cena autputa i inputa; a institucije visokog obrazovanja (HEI - higher education institutions) stvaraju višestruke autpute od višestrukih inputa.)
MATCH@E:(The higher education has characteristics which make it difficult to measure efficiency: it is non-profit making; there is an absence of output and input prices; and higher education institutions (HEIs) produce multiple outputs from multiple inputs.===>Visoko obrazovanje ima karakteristike koje merenje efikasnosti čine praktično nemogućim: ono je neprofitnog karaktera i u njemu nema cena autputa i inputa; a institucije visokog obrazovanja (HEI higher education institutions) stvaraju višestruke autpute od višestrukih inputa.)
MATCH@M:(Ahn and Seiford used DEA to determine the relative efficiency of 153 doctoral-degree granting institutions of higher learning (IHLs).===>Ahn i Seiford su koristili DEA da odrede relativnu efikasnost 153 institucije visokog obrazovanja (IHL - institution of higher learning) koje su omogucavale sticanje doktorske titule.)
MATCH@E:(Ahn and Seiford in Š1Ë used DEA to determine the relative efficiency of 153 doctoral-degree granting institutions of higher learning (IHLs).===>Ahn i Seiford su u Š1Ë koristili DEA da odrede relativnu efikasnost 153 institucije visokog obrazovanja (IHL institution of higher learning) koje su omogućavale sticanje doktorske titule.)
MATCH@M:(Of these, 104 were public and 49 were private.===>Od ovog broja, 104 su bile javne, a 49 privatne institucije.)
MATCH@E:(Of these, 104 were public and 49 were private.===>Od ovog broja, 104 su bile javne, a 49 privatne institucije.)
MATCH@M:(The purpose of the study was to determine the effect of different sets of output variables on the relative efficiencies of public and private institutions.===>Naš cilj u ovom radu bio je da se odredi efekat razlicitih skupova varijabli autputa na relativnu efikasnost javnih i privatnih institucija.)
MATCH@E:(The purpose of the study was to determine the effect of different sets of output variables on the relative efficiencies of public and private institutions.===>Naš cilj u ovom radu bio je da se odredi efekat različitih skupova varijabli autputa na relativnu efikasnost javnih i privatnih institucija.)
MATCH@M:(Public IHLs are often funded based on an enrollment-related output measure.===>Javne IHL cesto se fi-nansiraju na osnovu broja upisanih studenata i autputa koji se postiže.)
MATCH@E:(Public IHLs are often funded based on an enrollment-related output measure.===>Javne IHL često se finansiraju na osnovu broja upisanih studenata i autputa koji se postiže.)
MATCH@M:(For this reason, Ahn and Seiford predicted that public IHLs would be more efficient when enrollment-related outputs were considered and private IHLs would be more efficient when less closely monitored outputs were considered.===>Stoga su Ahn i Seiford predvideli da ce javne IHL biti uspešnije po kriterijumu upisanih studenata, a da ce privatne IHL biti efikasnije kada se razmatraju autputi koji se ne prate tako pomno.)
MATCH@E:(For this reason, Ahn and Seiford predicted that public IHLs would be more efficient when enrollment-related outputs were considered and private IHLs would be more efficient when less closely monitored outputs were considered.===>Stoga su Ahn i Seiford predvideli da će javne IHL biti uspešnije po kriterijumu upisanih studenata, a da će privatne IHL biti efikasnije kada se razmatraju autputi koji se ne prate tako pomno.)
MATCH@M:(This hypothesis was tested using multiple variable sets.===>Ova hipoteza je testirana primenom skupova višestrukih varijabli.)
MATCH@E:(This hypothesis was tested using multiple variable sets.===>Ova hipoteza je testirana primenom skupova višestrukih varijabli.)
MATCH@M:(In one trial, faculty salaries, physical investment, and overhead expenses were used as input variables.===>Na jednoj proveri kao input varijable korišcene su plate na fakultetu, fizicka investicija i režijski troškovi.)
MATCH@E:(In one trial, faculty salaries, physical investment, and overhead expenses were used as input variables.===>Na jednoj proveri kao input varijable korišćene su plate na fakultetu, fizička investicija i režijski troškovi.)
MATCH@M:(Undergraduate full-time equivalent students (FTEs) and graduate FTEs were used as output variables.===>Kao varijable autputa uzeti su nesvršeni redovni studenti (FTE - full-time equivalent) i svršeni FTE.)
MATCH@E:(Undergraduate full-time equivalent students (FTEs) and graduate FTEs were used as output variables.===>Kao varijable autputa uzeti su nesvršeni redovni studenti (FTE full-time equivalent) i svršeni FTE.)
MATCH@M:(Using these enrollment-related output variables, public IHLs were found to be more efficient than private IHLs.===>Kad su uzete u obzir ove varijable koje se odnose na broj upisanih, zakljuceno je da su javne IHL efikasnije od privatnih IHL.)
MATCH@E:(Using these enrollment-related output variables, public IHLs were found to be more efficient than private IHLs.===>Kad su uzete u obzir ove varijable koje se odnose na broj upisanih, zaključeno je da su javne IHL efikasnije od privatnih IHL.)
MATCH@M:(A second trial used faculty salaries, physical investment, overhead expenses, undergraduate FTEs and graduate FTEs as inputs.===>U sledecem pokušaju kao inputi su uzeti plate na fakultetu, fizicke investicije, režijski troškovi, nesvršeni FTE i svršeni FTE.)
MATCH@E:(A second trial used faculty salaries, physical investment, overhead expenses, undergraduate FTEs and graduate FTEs as inputs.===>U sledećem pokušaju kao inputi su uzeti plate na fakultetu, fizičke investicije, režijski troškovi, nesvršeni FTE i svršeni FTE.)
MATCH@M:(Undergraduate degrees, graduate degrees, and grants were used as output variables.===>Kao autput varijable su kori-šceni stepen na kome je nesvršeni student, stepen na kome je svršeni studenta i stipendije.)
MATCH@E:(Undergraduate degrees, graduate degrees, and grants were used as output variables.===>Kao autput varijable su korišćeni stepen na kome je nesvršeni student, stepen na kome je svršeni studenta i stipendije.)
MATCH@M:(Using these less closely monitored output variables, private universities were found to be more efficient.===>Kad se posmatraju ove varijable koje se inace ne kontrolišu tako pomno, zakljucuje se da su privatni univerziteti efikasniji.)
MATCH@E:(Using these less closely monitored output variables, private universities were found to be more efficient.===>Kad se posmatraju ove varijable koje se inače ne kontrolišu tako pomno, zaključuje se da su privatni univerziteti efikasniji.)
MATCH@M:(The purpose of the paper is to examine the possibility of measuring efficiency in the context of higher education.===>Cilj u radu bio je da se ispita mogucnost merenja efikasnosti u kontekstu visokog obrazovanja.)
MATCH@E:(The purpose of the paper Š44Ë is to examine the possibility of measuring efficiency in the context of higher education.===>Cilj u radu Š44Ë bio je da se ispita mogućnost merenja efikasnosti u kontekstu visokog obrazovanja.)
MATCH@M:(The paper begins by exploring the advantages and drawbacks of the various methods for measuring efficiency in the higher education context.===>Rad pocinje ispitivanjem prednosti i mana razlicitih metoda za mere-nje efikasnosti u kontekstu visokog obrazovanja.)
MATCH@E:(The paper begins by exploring the advantages and drawbacks of the various methods for measuring efficiency in the higher education context.===>Rad počinje ispitivanjem prednosti i mana različitih metoda za merenje efikasnosti u kontekstu visokog obrazovanja.)
MATCH@M:(The ease with which data envelopment analysis (DEA) can handle multiple inputs and multiple outputs makes it an attractive choice of technique for measuring the efficiency of higher education institutions (HEIs), yet its drawbacks cannot be ignored.===>Lakoca sa kojom se DEA nosi sa višestrukim inputima i višestrukim autputima dokazuje da je to veoma poželjna tehnika za merenje efikasnosti institucija visokog obrazovanja (HEI), mada se ni njene slabosti ne smeju gubiti iz vida.)
MATCH@E:(The ease with which data envelopment analysis (DEA) can handle multiple inputs and multiple outputs makes it an attractive choice of technique for measuring the efficiency of higher education institutions (HEIs), yet its drawbacks cannot be ignored.===>Lakoća sa kojom se DEA nosi sa višestrukim inputima i višestrukim autputima dokazuje da je to veoma poželjna tehnika za merenje efikasnosti institucija visokog obrazovanja (HEI), mada se ni njene slabosti ne smeju gubiti iz vida.)
MATCH@M:(Thus, a number of extensions to the methodology, designed to overcome some of the disadvantages, are presented.===>Stoga se navode i neki elementi nadgradnje ove metodologije razradeni da bi se prevazišle neke slabosti.)
MATCH@E:(Thus, a number of extensions to the methodology, designed to overcome some of the disadvantages, are presented.===>Stoga se navode i neki elementi nadgradnje ove metodologije razrađeni da bi se prevazišle neke slabosti.)
MATCH@M:(The paper ends with an application of DEA to a data set of more than 100 HEIs in England using data for the year 2000/01.===>Rad se završava primenom DEA na skup podataka od preko 100 HEI u Engleskoj za godinu 2000/2001.)
MATCH@E:(The paper ends with an application of DEA to a data set of more than 100 HEIs in England using data for the year 2000/01.===>Rad se završava primenom DEA na skup podataka od preko 100 HEI u Engleskoj za godinu 2000/2001.)
MATCH@M:(Technical and scale efficiency in the English higher education sector appear to be high on average.===>Tehnicka efikasnost i efikasnost obima u sektoru visokog obrazovanja u Engleskoj je izgleda visoka u proseku.)
MATCH@E:(Technical and scale efficiency in the English higher education sector appear to be high on average.===>Tehnička efikasnost i efikasnost obima u sektoru visokog obrazovanja u Engleskoj je izgleda visoka u proseku.)
MATCH@M:(The Pastor, Ruiz, and Sirvent test for comparing nested DEA models is useful in reducing the full model to a smaller ‘significant’ set of inputs and outputs.===>Test za poredenje ugnježdenih DEA modela koji su razvili Pastor, Ruiz i Sirvent koristan je utoliko što pomaže da se celoviti model smanji na mani „znacajni“ skup inputa i autputa.)
MATCH@E:(The Pastor, Ruiz, and Sirvent Š56Ë test for comparing nested DEA models is useful in reducing the full model to a smaller significant set of inputs and outputs.===>Test za poređenje ugnježdenih DEA modela koji su razvili Pastor, Ruiz i Sirvent Š56Ë koristan je utoliko što pomaže da se celoviti model smanji na mani značajni skup inputa i autputa.)
MATCH@M:(Thus, the quantity and quality of undergraduates, the quantity of postgraduates, expenditure on administration, and the value of interest payments and depreciation are significant inputs to, and the quantity and quality of undergraduate degrees, the quantity of postgraduate degrees and research are significant outputs in the English higher education production process.===>Tako broj i kvalitet nesvršenih studenata, broj postdiplomaca, troškovi administracije i vred-nost isplate kamata i amortizacije predstavljaju znacajne inpute, a broj i kvalitet diploma kod nesvršenih studenata, broj i kvalitet postdiplomskih zvanja i istraživanja predstavljaju znacajne autpute u procesu proizvodnje visokog obrazovanja u Engleskoj.)
MATCH@E:(Thus, the quantity and quality of undergraduates, the quantity of postgraduates, expenditure on administration, and the value of interest payments and depreciation are significant inputs to, and the quantity and quality of undergraduate degrees, the quantity of postgraduate degrees and research are significant outputs in the English higher education production process.===>Tako broj i kvalitet nesvršenih studenata, broj postdiplomaca, troškovi administracije i vrednost isplate kamata i amortizacije predstavljaju značajne inpute, a broj i kvalitet diploma kod nesvršenih studenata, broj i kvalitet postdiplomskih zvanja i istraživanja predstavljaju značajne autpute u procesu proizvodnje visokog obrazovanja u Engleskoj.)
MATCH@M:(The possibility of differences in the production frontier (and hence the distribution of efficiencies) of three distinct groups of HEIs is explored using a test proposed by Charnes, Cooper, and Rhodes but no significant differences are found.===>Mogucnost razlike u okviru granice proizvodnje (a stoga i distribucija efikasnosti) u tri jasno izražene grupe HEI istraživana je primenom testa koji su ponudili Charnes, Cooper i Rhodes, ali nije nadena ni jedna znacajna razlika.)
MATCH@E:(The possibility of differences in the production frontier (and hence the distribution of efficiencies) of three distinct groups of HEIs is explored using a test proposed by Charnes, Cooper, and Rhodes Š17Ë but no significant differences are found.===>Mogućnost razlike u okviru granice proizvodnje (a stoga i distribucija efikasnosti) u tri jasno izražene grupe HEI istraživana je primenom testa koji su ponudili Charnes, Cooper i Rhodes Š17Ë, ali nije nađena ni jedna značajna razlika.)
MATCH@M:(Bootstrapping procedures, however, suggest that differences between the most and least efficient English HEIs are significant.===>Ipak, postupci primenom metoda uzengije (bootstrap procedures) ukazuju na to da su razlike izmedu najefikasnijih i najmanje efikasnih HEI u Engleskoj znacajne.)
MATCH@E:(Bootstrapping procedures, however, suggest that differences between the most and least efficient English HEIs are significant.===>Ipak, postupci primenom metoda uzengije (bootstrap procedures) ukazuju na to da su razlike između najefikasnijih i najmanje efikasnih HEI u Engleskoj značajne.)
MATCH@M:(Little work has been done on measuring the efficiency in producing any of the outputs of higher education institutions in China.===>U Kini se nije mnogo radilo na merenju efikasnosti u postizanju bilo kog autputa u institucijama visokog obrazovanja.)
MATCH@E:(Little work has been done on measuring the efficiency in producing any of the outputs of higher education institutions in China.===>U Kini se nije mnogo radilo na merenju efikasnosti u postizanju bilo kog autputa u institucijama visokog obrazovanja.)
MATCH@M:(Ng and Li in used DEA in an attempt to examine the effectiveness of the education reforms of the mid-1980s in China by focusing on the research performance of 84 key Chinese HEIs from 1993 to 1995.===>Ng i Li su primenili DEA da ispitaju efektivnost reformi obrazovanja sprovedenih tokom 1980ih u Kini, gde su se fokusirali na ucinak 84 kljucna kineska HEI u istraživanjima, od 1993 do 1995. godine.)
MATCH@E:(Ng and Li in Š54Ë used DEA in an attempt to examine the effectiveness of the education reforms of the mid1980s in China by focusing on the research performance of 84 key Chinese HEIs from 1993 to 1995.===>Ng i Li Š54Ë su primenili DEA da ispitaju efektivnost reformi obrazovanja sprovedenih tokom 1980ih u Kini, gde su se fokusirali na učinak 84 ključna kineska HEI u istraživanjima, od 1993 do 1995. godine.)
MATCH@M:(Using research staff and funding as inputs, and publications data as outputs, the authors find mean research efficiency in the Chinese higher education sector to be around 76-80% over the three year period.===>Kao inpute su uzeli istraživace i finansiranje, a podatke o objavljenim radovima kao autpute i zakljucili da srednja vrednost efikasnosti u istraživackom radu u sektoru visokog obrazovanja u Kini tokom perioda od tri godine iznosi oko 76-80%.)
MATCH@E:(Using research staff and funding as inputs, and publications data as outputs, the authors find mean research efficiency in the Chinese higher education sector to be around 7680% over the three year period.===>Kao inpute su uzeli istraživače i finansiranje, a podatke o objavljenim radovima kao autpute i zaključili da srednja vrednost efikasnosti u istraživačkom radu u sektoru visokog obrazovanja u Kini tokom perioda od tri godine iznosi oko 76-80%.)
MATCH@M:(Variations in efficiency levels between the three geographical regions of China (coastal, central and western) are also found, but these results are mixed: the HEIs in the central zone perform best, on average, in 1993 and 1995, but it is the western zone which has the highest mean efficiency in 1994.===>Zapažene su i varijacije u nivou efikasnosti izmedu tri geografske regije u Kini (primorska, centralna i zapadna), ali su ovi rezultati pomešani: HEI u centralnoj oblasti su najefikasniji u proseku tokom 1993. i 1995. godine, ali najvecu srednju verdnost efikasnosti pokazala je zapadna oblast 1994. godine.)
MATCH@E:(Variations in efficiency levels between the three geographical regions of China (coastal, central and western) are also found, but these results are mixed: the HEIs in the central zone perform best, on average, in 1993 and 1995, but it is the western zone which has the highest mean efficiency in 1994.===>Zapažene su i varijacije u nivou efikasnosti između tri geografske regije u Kini (primorska, centralna i zapadna), ali su ovi rezultati pomešani: ~~~ HEI u centralnoj oblasti su najefikasniji u proseku tokom 1993. i 1995. godine, ali najveću srednju verdnost efikasnosti pokazala je zapadna oblast 1994. godine. ~~~ U ovom malom broju empirijskih studija primenjena su dva pristupa:)
MATCH@M:(The validity of these approaches seems particularly questionable on the grounds that the DMUs in each case are clearly not a homogenous set of producing units.===>Validnost ovih pristupa posebno se može dovesti u pitanje kad se ima na umu da DMU u svakom pojedinacnom slucaju svakako ne predstavljaju homogeni skup proizvodnih jedinica.)
MATCH@E:(The validity of these approaches seems particularly questionable on the grounds that the DMUs in each case are clearly not a homogenous set of producing units.===>Validnost ovih pristupa posebno se može dovesti u pitanje kad se ima na umu da DMU u svakom pojedinačnom slučaju svakako ne predstavljaju homogeni skup proizvodnih jedinica.)
MATCH@M:(Sinuany-Stern et al. used DEA to determine the relative efficiency of 21 departments at Ben-Gurion University.===>Sinuany-Stern i dr. su koristili DEA da odrede relativnu efikasnost 21 odseka na Univerzitetu Ben Gurion.)
MATCH@E:(Sinuany-Stern et al. in Š60Ë used DEA to determine the relative efficiency of 21 departments at Ben-Gurion University.===>Sinuany-Stern i dr. su u Š60Ë koristili DEA da odrede relativnu efikasnost 21 odseka na Univerzitetu Ben Gurion.)
MATCH@M:(Operational expenditures and faculty salaries were used as inputs.===>Operativni troškovi i plate na fakultetima uzeti su za inpute.)
MATCH@E:(Operational expenditures and faculty salaries were used as inputs.===>Operativni troškovi i plate na fakultetima uzeti su za inpute.)
MATCH@M:(Grant money, number of publications, number of graduate students and number of credit hours offered were used as outputs.===>Novac od dotacija, broj publikacija, broj svršenih studenata i broj ponudenih kredit-sa-ti poslužili su kao autputi.)
MATCH@E:(Grant money, number of publications, number of graduate students and number of credit hours offered were used as outputs.===>Novac od dotacija, broj publikacija, broj svršenih studenata i broj ponuđenih kredit-sati poslužili su kao autputi.)
MATCH@M:(Fourteen of the departments were found to be inefficient.===>Zakljuceno je da je 14 od-seka neefikasno.)
MATCH@E:(Fourteen of the departments were found to be inefficient.===>Zaključeno je da je 14 odseka neefikasno.)
MATCH@M:(Sinuany-Stern et al. in this paper also tested the effects of variations in inputs and outputs on efficiency scores.===>U svom radu Sinuany-Stern i dr. su takode ispitivali efekat varijacija inputa i autputa na visinu efikasnosti.)
MATCH@E:(Sinuany-Stern et al. in this paper also tested the effects of variations in inputs and outputs on efficiency scores.===>U svom radu Sinuany-Stern i dr. su takođe ispitivali efekat varijacija inputa i autputa na visinu efikasnosti.)
MATCH@M:(In one trial, one output was deleted from the original model.===>U jednom pokušaju, jedan autput je izbrisan iz prvobitnog modela.)
MATCH@E:(In one trial, one output was deleted from the original model.===>U jednom pokušaju, jedan autput je izbrisan iz prvobitnog modela.)
MATCH@M:(The output was chosen for deletion because no departments were relatively inefficient in that output.===>Ovaj autput je brisan zato što u njemu ni jedan odsek nije bio relativno neefikasan.)
MATCH@E:(The output was chosen for deletion because no departments were relatively inefficient in that output.===>Ovaj autput je brisan zato što u njemu ni jedan odsek nije bio relativno neefikasan.)
MATCH@M:(In this trial, two additional departments became inefficient.===>Ovoga puta su se još dva odseka pokazala neefikasnim.)
MATCH@E:(In this trial, two additional departments became inefficient.===>Ovoga puta su se još dva odseka pokazala neefikasnim.)
MATCH@M:(The DEA model was run again with the two inputs combined.===>Model DEA primenjen je ponovo, pri cemu su dva inputa kombinovana.)
MATCH@E:(The DEA model was run again with the two inputs combined.===>Model DEA primenjen je ponovo, pri čemu su dva inputa kombinovana.)
MATCH@M:(Again, two additional departments became inefficient.===>Ponovo su još dva odseka postala neefikasna.)
MATCH@E:(Again, two additional departments became inefficient.===>Ponovo su još dva odseka postala neefikasna.)
MATCH@M:(Technical efficiency scores in the department level analyses tend to be lower, on average, than those computed in HEI level studies.===>Rezultati tehnicke efikasnosti u analizi na nivou odseka obicno su u proseku slabiji od onih dobijenih u studijama o HEI nivou.)
MATCH@E:(Technical efficiency scores in the department level analyses tend to be lower, on average, than those computed in HEI level studies.===>Rezultati tehničke efikasnosti u analizi na nivou odseka obično su u proseku slabiji od onih dobijenih u studijama o HEI nivou.)
MATCH@M:(The single cross country study suggests, not surprisingly given the disparate nature of the DMUs, that mean technical efficiency is low (23% or 37% depending on whether CRS or VRS are assumed).===>Jedna jedina kros kantri studija navodi, što ne iznenaduje kad se uzme u obzir disparitetnu prirodu DMU, da je srednja vrednost tehnicke efikasnosti niska (23% ili 37% u zavisnosti da li se uzima u obzir CRS ili VRS).)
MATCH@E:(The single cross country study suggests, not surprisingly given the disparate nature of the DMUs, that mean technical efficiency is low (23% or 37% depending on whether CRS or VRS are assumed).===>Jedna jedina kros kantri studija navodi, što ne iznenađuje kad se uzme u obzir disparitetnu prirodu DMU, da je srednja vrednost tehničke efikasnosti niska (23% ili 37% u zavisnosti da li se uzima u obzir CRS ili VRS).)
MATCH@M:(University research and its transfer to industry has been a topic of interest in the management of technology literature over decades.===>Univerzitetska istraživanja i njihov transfer u industriju predmet su interesovanja u literaturi o upravljanju tehnologijom vec decenijama.)
MATCH@E:(University research and its transfer to industry has been a topic of interest in the management of technology literature over decades.===>Univerzitetska istraživanja i njihov transfer u industriju predmet su interesovanja u literaturi o upravljanju tehnologijom već decenijama.)
MATCH@M:(Universities provide education as well as innovations resulting from their research.===>Univerziteti uce znanjima i inovacijama do kojih dolaze istraživanjima.)
MATCH@E:(Universities provide education as well as innovations resulting from their research.===>Univerziteti uče znanjima i inovacijama do kojih dolaze istraživanjima.)
MATCH@M:(A data envelopment analysis approach is used as a productivity evaluation tool applied to university technology transfer.===>Pristup putem DEA primenjen je kao instrument za ocenjivanje produktivnosti primenjen na transfer tehnologije na univerzitetu.)
MATCH@E:(A data envelopment analysis approach in Š3Ë is used as a productivity evaluation tool applied to university technology transfer.===>Pristup putem DEA u Š3Ë primenjen je kao instrument za ocenjivanje produktivnosti primenjen na transfer tehnologije na univerzitetu.)
MATCH@M:(The methodology included weight restrictions providing a more comprehensive metric.===>Ova metodologija sadržala je neka ogranicenja vrednosti i tako obezbedila sve-obuhvatnija merila.)
MATCH@E:(The methodology included weight restrictions providing a more comprehensive metric.===>Ova metodologija sadržala je neka ograničenja vrednosti i tako obezbedila sveobuhvatnija merila.)
MATCH@M:(The results include an examination of efficiency targets for specific universities as well as peer count of inefficient universities.===>Rezultati obuhvataju istraživanje ciljeva efikasnosti za odredene univerzitete kao i za neefikasne univerzitete jednake po rangu.)
MATCH@E:(The results include an examination of efficiency targets for specific universities as well as peer count of inefficient universities.===>Rezultati obuhvataju istraživanje ciljeva efikasnosti za određene univerzitete kao i za neefikasne univerzitete jednake po rangu.)
MATCH@M:(Evidence of significant efficiency in university technology transfer is found in many leading universities.===>Kod velikog broja vodecih univerziteta potvrdeno je da postoji znacajna efikasnost u transferu tehnologije na univerzitetu.)
MATCH@E:(Evidence of significant efficiency in university technology transfer is found in many leading universities.===>Kod velikog broja vodećih univerziteta potvrđeno je da postoji značajna efikasnost u transferu tehnologije na univerzitetu.)
MATCH@M:(An examination of differences between public versus private universities and those with medical schools and those without indicated that universities with medical schools are less efficient than those without.===>Istraživanje razlika izmedu privatnih i javnih univerziteta, kao i onih koji obuhvataju medicinske studije i onih koji te studije nemaju pokazalo je da su univerziteti na kojima postoje studije medicine manje efikasni nego oni koji ih nemaju.)
MATCH@E:(An examination of differences between public versus private universities and those with medical schools and those without indicated that universities with medical schools are less efficient than those without.===>Istraživanje razlika između privatnih i javnih univerziteta, kao i onih koji obuhvataju medicinske studije i onih koji te studije nemaju pokazalo je da su univerziteti na kojima postoje studije medicine manje efikasni nego oni koji ih nemaju.)
MATCH@M:(This paper introduces Data Envelopment Analysis and presents literature survey of DEA in the context of education.===>U ovom radu predstavili smo analizu omedenih podataka i pregled literature o DEA u kontekstu obrazovanja.)
MATCH@E:(Conclusion This paper introduces Data Envelopment Analysis and presents literature survey of DEA in the context of education.===>Zaključak U ovom radu predstavili smo analizu omeđenih podataka i pregled literature o DEA u kontekstu obrazovanja.)
MATCH@M:(It is hoped that these findings will asiist researches in better understanding the status of this methodology in education, and in continuing to move the field forward in the future.===>Nadamo se da ce zakljucci do kojih smo došli biti od pomoci istraživacima da steknu bolji uvid u status ove metodologije u obrazovanju i da nastave da unapreduju ovu oblast u buducnosti.)
MATCH@E:(It is hoped that these findings will asiist researches in better understanding the status of this methodology in education, and in continuing to move the field forward in the future.===>Nadamo se da će zaključci do kojih smo došli biti od pomoći istraživačima da steknu bolji uvid u status ove metodologije u obrazovanju i da nastave da unapređuju ovu oblast u budućnosti.)
MATCH@M:(In such circumstances, innovation is considered to be the very centre of the corporate growth and development and is perceived as the basic form of both vitality and competitive advantage.===>U tim uslovima, inovacije su smeštene u sam centar aktivnosti korporativnog rasta i razvoja i posmatraju se kao osnovni izvor vitalnosti i konkurentske prednosti.)
MATCH@E:(In such circumstances, innovation is considered to be the very centre of the corporate growth and development and is perceived as the basic form of both vitality and competitive advantage.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In such circumstances, innovation is considered to be the very centre of the corporate growth and development and is perceived as the basic form of both vitality and competitive advantage.
BAD_LINE_M:U tim uslovima, inovacije su smeštene u sam centar aktivnosti korporativnog rasta i razvoja i posmatraju se kao osnovni izvor vitalnosti i konkurentske prednosti.
BAD_LINE_E:In such circumstances, innovation is considered to be the very centre of the corporate growth and development and is perceived as the basic form of both vitality and competitive advantage.
BAD_LINE_E:
MATCH@M:(This voluminous, over five hundred page book begins with the elaborate description of the concepts of innovation and creativity, and proceedes with the chapters dealing with strategies, particularly technology development strategies and a broader context of strategic technology management.===>Na preko pet stotina stranica ove obimne knjige prvo su predstavljeni iscrpno koncepti inovacija i kreativnosti, a potom slede poglavlja koja se bave strategijama, posebno strategijama razvoja tehnologije i širim kontekstom strateškog tehnološkog me-nadžmenta.)
MATCH@E:(This voluminous, over five hundred page book begins with the elaborate description of the concepts of innovation and creativity, and proceedes with the chapters dealing with strategies, particularly technology development strategies and a broader context of strategic technology management.===>)
BAD_LINE_=============================================================
BAD_LINE_M:This voluminous, over five hundred page book begins with the elaborate description of the concepts of innovation and creativity, and proceedes with the chapters dealing with strategies, particularly technology development strategies and a broader context of strategic technology management.
BAD_LINE_M:Na preko pet stotina stranica ove obimne knjige prvo su predstavljeni iscrpno koncepti inovacija i kreativnosti, a potom slede poglavlja koja se bave strategijama, posebno strategijama razvoja tehnologije i širim kontekstom strateškog tehnološkog me-nadžmenta.
BAD_LINE_E:This voluminous, over five hundred page book begins with the elaborate description of the concepts of innovation and creativity, and proceedes with the chapters dealing with strategies, particularly technology development strategies and a broader context of strategic technology management.
BAD_LINE_E:
MATCH@M:(The portfolio management, the innovation process and product management are analysed in detail.===>Menadžment portfolia, menadžment inovacija procesa i proizvoda se detaljno analiziraju.)
MATCH@E:(The portfolio management, the innovation process and product management are analysed in detail.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The portfolio management, the innovation process and product management are analysed in detail.
BAD_LINE_M:Menadžment portfolia, menadžment inovacija procesa i proizvoda se detaljno analiziraju.
BAD_LINE_E:The portfolio management, the innovation process and product management are analysed in detail.
BAD_LINE_E:
MATCH@M:(The development of innovative organizational culture and leadership are viewed as a key factor of an organizational innovative strategy, and the issues of innovation in the global context are presented through a large number of examples of modern networks of research and development, their different configurations and structures.===>Razvoj inovativne organizacione kulture i liderstva smatraju se ključnim faktorom inovativne strategije organizacije, a pitanja inovacija u globalnom kontekstu predstavljena su kroz brojne primere savremenih mreža istraživanja i razvoja, njihove različite konfiguracije i strukture.)
MATCH@E:(The development of innovative organizational culture and leadership are viewed as a key factor of an organizational innovative strategy, and the issues of innovation in the global context are presented through a large number of examples of modern networks of research and development, their different configurations and structures.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The development of innovative organizational culture and leadership are viewed as a key factor of an organizational innovative strategy, and the issues of innovation in the global context are presented through a large number of examples of modern networks of research and development, their different configurations and structures.
BAD_LINE_M:Razvoj inovativne organizacione kulture i liderstva smatraju se ključnim faktorom inovativne strategije organizacije, a pitanja inovacija u globalnom kontekstu predstavljena su kroz brojne primere savremenih mreža istraživanja i razvoja, njihove različite konfiguracije i strukture.
BAD_LINE_E:The development of innovative organizational culture and leadership are viewed as a key factor of an organizational innovative strategy, and the issues of innovation in the global context are presented through a large number of examples of modern networks of research and development, their different configurations and structures.
BAD_LINE_E:
MATCH@M:(The knowledge and learning management are particularly important since their “essential goal is to develop key competences to support strategic goals”.===>Menadžment znanja i učenja su od posebnog značaja jer »im je suštinski cilj u tome da se razviju ključne kompetentnosti koje će podržati strateške ciljeve».)
MATCH@E:(The knowledge and learning management are particularly important since their essential goal is to develop key competences to support strategic goals.===>Menadžment znanja i učenja su od posebnog značaja jer »im je suštinski cilj u tome da se razviju ključne kompetentnosti koje će podržati strateške ciljeve».)
MATCH@M:(Five basic processes are paid special attention to: finding /identifying the existing knowledge, new knowledge creation, ensuring - acquisition of knowledge, storage and access to knowledge, implementation and usage of knowledge.===>Izdvaja se pet osnovnih procesa: pronalaženje postojećih znanja, kreiranje novih znanja, obezbeđenje - sticanje novog znanja, čuvanje i pristupanje znanju, primena i korišće-nje znanja.)
MATCH@E:(Five basic processes are paid special attention to: finding /identifying the existing knowledge, new knowledge creation, ensuring acquisition of knowledge, storage and access to knowledge, implementation and usage of knowledge.===>Izdvaja se pet osnovnih procesa: pronalaženje postojećih znanja, kreiranje novih znanja, obezbeđenje - sticanje novog znanja, čuvanje i pristupanje znanju, primena i korišćenje znanja.)
MATCH@M:(Conceptually, innovation is rather broadly interpreted and is related to most varied meanings.===>U konceptualnom smislu inovacije se veoma široko tumače i vezuju se za brojna značenja.)
MATCH@E:(Conceptually, innovation is rather broadly interpreted and is related to most varied meanings.===>U konceptualnom smislu inovacije se veoma široko tumače i vezuju se za brojna značenja.)
MATCH@M:(The authors quote some interpretations of innovation as creation or invention, innovation as diffusion and learning, discrete event, trajectory, incremental or radical change, the process on the level of the firm or the process in the regional or national contexts.===>Navode se tumačenja inovacija kao kreacije ili invencije, zatim inovacije kao difuzije i učenja, diskretnog događaja, trajektorije, inkrementalne ili radikalne promene, procesa na nivou firme ili procesa u kontekstu regiona, nacije.)
MATCH@E:(The authors quote some interpretations of innovation as creation or invention, innovation as diffusion and learning, discrete event, trajectory, incremental or radical change, the process on the level of the firm or the process in the regional or national contexts.===>Navode se tumačenja inovacija kao kreacije ili invencije, zatim inovacije kao difuzije i učenja, diskretnog događaja, trajektorije, inkrementalne ili radikalne promene, procesa na nivou firme ili procesa u kontekstu regiona, nacije.)
MATCH@M:(Innovation adds value to the product or to the process.===>Inovacijom se dodaje vrednost proizvodu ili procesu.)
MATCH@E:(Innovation adds value to the product or to the process.===>Inovacijom se dodaje vrednost proizvodu ili procesu.)
MATCH@M:(New products and services are only part of the overall efforts made by the companies to make a difference and achieve competitive advantage.===>Novi proizvodi i usluge su samo deo ukupnih napora kompanija da se razlikuju i steknu konkurentsku prednost.)
MATCH@E:(New products and services are only part of the overall efforts made by the companies to make a difference and achieve competitive advantage.===>Novi proizvodi i usluge su samo deo ukupnih napora kompanija da se razlikuju i steknu konkurentsku prednost.)
MATCH@M:(In addition to the primary focus upon the firm, attention is also paid to the issues of national competitiveness, especially in terms of the firm’s activities towards achieving competitive advantage and the competitiveness on the national, macro level.===>Pored primarnog fokusa na firmu, određena pažnja je posvećena i pitanjima nacionalne konkurentnosti posebno kada je reč o uticaju aktivnosti firme na ostvarenje konkurentske prednosti i konkurentnosti na nacionalnom, makro nivou.)
MATCH@E:(In addition to the primary focus upon the firm, attention is also paid to the issues of national competitiveness, especially in terms of the firms activities towards achieving competitive advantage and the competitiveness on the national, macro level.===>Pored primarnog fokusa na firmu, određena pažnja je posvećena i pitanjima nacionalne konkurentnosti posebno kada je reč o uticaju aktivnosti firme na ostvarenje konkurentske prednosti i konkurentnosti na nacionalnom, makro nivou.)
MATCH@M:(On the firm level, the term competitiveness means the firm’s opportunity to improve profitability, market share and size.===>Na nivou firme termin konkurentnost ima značenje mogućnosti firme da unapredi profita-bilnost, tržišno učešće i veličinu.)
MATCH@E:(On the firm level, the term competitiveness means the firms opportunity to improve profitability, market share and size.===>Na nivou firme termin konkurentnost ima značenje mogućnosti firme da unapredi profitabilnost, tržišno učešće i veličinu.)
MATCH@M:(The traditional economics theory points to the typical competitiveness measures based upon the comparative costs of production.===>Tradicionalna ekonomska teorija ukazuje na tipične mere konkurentnosti zasnovane na komparativnim troškovima proizvodnje.)
MATCH@E:(The traditional economics theory points to the typical competitiveness measures based upon the comparative costs of production.===>Tradicionalna ekonomska teorija ukazuje na tipične mere konkurentnosti zasnovane na komparativnim troškovima proizvodnje.)
MATCH@M:(Competitiveness is achieved in that a certain output is produced at lower costs.===>Konkurentnost se postiže tako što se određeni autput proizvodi uz niže troškove.)
MATCH@E:(Competitiveness is achieved in that a certain output is produced at lower costs.===>Konkurentnost se postiže tako što se određeni autput proizvodi uz niže troškove.)
MATCH@M:(This is achieved either by reducing the costs of the production factors or by increasing the factor productivity.===>Ovo se postiže ili smanjivanjem troškova proizvodnih faktora ili povećanjem fak-torske produktivnosti.)
MATCH@E:(This is achieved either by reducing the costs of the production factors or by increasing the factor productivity.===>Ovo se postiže ili smanjivanjem troškova proizvodnih faktora ili povećanjem faktorske produktivnosti.)
MATCH@M:(On the micro level, the competitive advantage is claimed to equal competitiveness.===>Ističe se da na mikro nivou, konkurentska prednost znači isto što i konkurentnost.)
MATCH@E:(On the micro level, the competitive advantage is claimed to equal competitiveness.===>Ističe se da na mikro nivou, konkurentska prednost znači isto što i konkurentnost.)
MATCH@M:(The authors, however, point out that it is not the case on the macro, national level, as the usual competetiveness indicators here are expressed through the conditions of international trade.===>Međutim, autori naglašavaju da na makro, nacionalnom, nivou to nije slučaj, jer se uobičajeni indikatori konkurentnosti tu iskazuju kroz uslove međunarodne trgovine.)
MATCH@E:(The authors, however, point out that it is not the case on the macro, national level, as the usual competetiveness indicators here are expressed through the conditions of international trade.===>Međutim, autori naglašavaju da na makro, nacionalnom, nivou to nije slučaj, jer se uobičajeni indikatori konkurentnosti tu iskazuju kroz uslove međunarodne trgovine.)
MATCH@M:(In this context, competitiveness is understood as the extent to which a nation can, in free and fair market conditions, produce goods and services that passed tha controls of international markets and simultaneously sustain and incraese the real income of its citizens.===>U tom smislu, konkurentnost se odnosi na stepen u kome nacija može, u slobodnim i fer tržišnim uslovima, da proizvede robu i usluge koje su prošle proveru međunarodnih tržišta, a da se time istovremeno održava i povećava realni dohodak stanovništva.)
MATCH@E:(In this context, competitiveness is understood as the extent to which a nation can, in free and fair market conditions, produce goods and services that passed tha controls of international markets and simultaneously sustain and incraese the real income of its citizens.===>U tom smislu, konkurentnost se odnosi na stepen u kome nacija može, u slobodnim i fer tržišnim uslovima, da proizvede robu i usluge koje su prošle proveru međunarodnih tržišta, a da se time istovremeno održava i povećava realni dohodak stanovništva.)
MATCH@M:(Thus the competitiveness of the national economy becomes a concept that develops and changes contunually and in recent times it is simply explained as a method to improve the standard of living.===>Konkurentnost nacionalne privrede tako postaje koncept koji se stalno razvija i menja i u skorije vreme se jednostavno tumači kao način da se poveća životni standard.)
MATCH@E:(Thus the competitiveness of the national economy becomes a concept that develops and changes contunually and in recent times it is simply explained as a method to improve the standard of living.===>Konkurentnost nacionalne privrede tako postaje koncept koji se stalno razvija i menja i u skorije vreme se jednostavno tumači kao način da se poveća životni standard. (OECD, 1996).)
MATCH@M:(The regional innovative clusters are viewed as areas in which innovation “swarm” and are therefore called innovation bee-hives or innovation sunspots, which is presented on the example of the Silicon Valley, California.===>Regionalni inovacioni klasteri se posmatraju kao područja u kojima se «roje» inovacije i oni se još nazivaju i ino-vacionim košnicama ili inovacionim sunčanim pegama što je predstavljeno na primeru Silikonske doline u Kali-forniji.)
MATCH@E:((OECD, 1996). ~~~ The regional innovative clusters are viewed as areas in which innovation swarm and are therefore called innovation bee-hives or innovation sunspots, which is presented on the example of the Silicon Valley, California.===>Regionalni inovacioni klasteri se posmatraju kao područja u kojima se «roje» inovacije i oni se još nazivaju i inovacionim košnicama ili inovacionim sunčanim pegama što je predstavljeno na primeru Silikonske doline u Kaliforniji.)
MATCH@M:(The reasons for cluster formation are analysed through specific impacts and conditions characteristic of certain geographical areas, through transaction costs, the knowledge economy, competitiveness and trade.===>Razlozi za nastajanje klastera analiziraju se kroz posebne uticaje i uslove karakteristične za određena geografska područja, zatim vezano za transakcione troškove, za ekonomiju znanja, konkurentnost i trgovinu.)
MATCH@E:(The reasons for cluster formation are analysed through specific impacts and conditions characteristic of certain geographical areas, through transaction costs, the knowledge economy, competitiveness and trade.===>Razlozi za nastajanje klastera analiziraju se kroz posebne uticaje i uslove karakteristične za određena geografska područja, zatim vezano za transakcione troškove, za ekonomiju znanja, konkurentnost i trgovinu.)
MATCH@M:(The opportunities offered in certain regions as the reason for cluster forming represent a traditional explanation related to the arguments proposed by Schumpeter and presented as early as 1943, that innovation offers opportunities for entrepreneurs and that companies and individuals who decide to take the opportunity or innovation are attracted by the location, the site they lie at.===>Prilike koje se nude u određenim regionima kao razlog za formiranje klastera predstavljaju tradicionalno objašnjenje koje se vezuje za argumente Sumpetera izložene još 1943. godine da inovacije otvaraju prilike za predu-zetnike i da kompanije ili pojedinci koji nastoje da iskoriste priliku ili inovaciju su privučeni lokalitetom, me-stom gde se one nalaze.)
MATCH@E:(The opportunities offered in certain regions as the reason for cluster forming represent a traditional explanation related to the arguments proposed by Schumpeter and presented as early as 1943, that innovation offers opportunities for entrepreneurs and that companies and individuals who decide to take the opportunity or innovation are attracted by the location, the site they lie at.===>Prilike koje se nude u određenim regionima kao razlog za formiranje klastera predstavljaju tradicionalno objašnjenje koje se vezuje za argumente [umpetera izložene još 1943. godine da inovacije otvaraju prilike za preduzetnike i da kompanije ili pojedinci koji nastoje da iskoriste priliku ili inovaciju su privučeni lokalitetom, mestom gde se one nalaze.)
MATCH@M:(The attractiveness of a certain business policy has a multiplying effect as that region begins to be recognized by innovation as well as by new opportunities.===>Privlačnost određene poslovne prilike ima mjultiplikatorski efekat jer taj region počinje da se prepoznaje po inovacijama i novim prilikama.)
MATCH@E:(The attractiveness of a certain business policy has a multiplying effect as that region begins to be recognized by innovation as well as by new opportunities.===>Privlačnost određene poslovne prilike ima mjultiplikatorski efekat jer taj region počinje da se prepoznaje po inovacijama i novim prilikama.)
MATCH@M:(The arguments related to transaction costs generally lean on the works of Coase (1937) and Williamson (1975) who maintained that local networks emerge and grow further in order that transaction costs should be reduced.===>Argumenti vezani za transakcione troškove uglavnom se oslanjaju na radove Coase-a iz 1937. i Williamsona iz 1975. godine koji su isticali da lokalne mreže nastaju i dalje rastu i jačaju da bi se smanjili transakcioni troškovi.)
MATCH@E:(The arguments related to transaction costs generally lean on the works of Coase (1937) and Williamson (1975) who maintained that local networks emerge and grow further in order that transaction costs should be reduced.===>Argumenti vezani za transakcione troškove uglavnom se oslanjaju na radove Coase-a iz 1937. i Williamsona iz 1975. godine koji su isticali da lokalne mreže nastaju i dalje rastu i jačaju da bi se smanjili transakcioni troškovi.)
MATCH@M:(Innovation and knowledge accumulation are interrelated and intertwined resulting into innovation chains or trajectories.===>Inovacije i akumuliranje znanja su međsobno povezani i isprepleteni i javljaju se lanci ili trajektorije inovacija.)
MATCH@E:(Innovation and knowledge accumulation are interrelated and intertwined resulting into innovation chains or trajectories.===>Inovacije i akumuliranje znanja su međsobno povezani i isprepleteni i javljaju se lanci ili trajektorije inovacija.)
MATCH@M:(According to Porter, the reasons for innovations to be created lie primarily in the domain of competitiveness.===>Razlozi za nastanak klastera, prema Porteru, nalaze se pre svega u domenu konkurentnosti.)
MATCH@E:(According to Porter, the reasons for innovations to be created lie primarily in the domain of competitiveness.===>Razlozi za nastanak klastera, prema Porteru, nalaze se pre svega u domenu konkurentnosti.)
MATCH@M:(Porter claims that specific combinations of conditions are found within states, and they have a powerful impact upon the competitive strengths of the firms that are seated here.===>Porter ističe da su u okviru država zastupljene posebne kombinacije uslova koji imaju ogromni uticaj na konkurentske snage firmi koje su tu locirane.)
MATCH@E:(Porter claims that specific combinations of conditions are found within states, and they have a powerful impact upon the competitive strengths of the firms that are seated here.===>Porter ističe da su u okviru država zastupljene posebne kombinacije uslova koji imaju ogromni uticaj na konkurentske snage firmi koje su tu locirane.)
MATCH@M:(Explanations from the trade domain are related to Krugman who set a hypothesis (1991) that the comparative advantage of the highest-developed world economies is today lost to the economies of low wages and that today developed countries have to create absolute advantage based on innovative capacities and competences.===>Objašnjenja u domenu trgovine vezuju se za Krugmana koji je 1991. izneo hipitezu o tome da je komparativna prednost najrazvijenijih svetskiih ekonomija danas izgubljena u korist ekonomija sa niskim nadnicama i da razvijene zemlje sada treba da grade apsolutne prednosti zasnovane na inovativnim kapacitetima i sposobnostima.)
MATCH@E:(Explanations from the trade domain are related to Krugman who set a hypothesis (1991) that the comparative advantage of the highest-developed world economies is today lost to the economies of low wages and that today developed countries have to create absolute advantage based on innovative capacities and competences.===>Objašnjenja u domenu trgovine vezuju se za Krugmana koji je 1991. izneo hipitezu o tome da je komparativna prednost najrazvijenijih svetskiih ekonomija danas izgubljena u korist ekonomija sa niskim nadnicama i da razvijene zemlje sada treba da grade apsolutne prednosti zasnovane na inovativnim kapacitetima i sposobnostima.)
MATCH@M:(The product and service innovation is focused upon meeting the needs of international consumers.===>Inovacije proizvoda i usluga su fokusirane na zadovoljenje potreba međunarodnih potrošača.)
MATCH@E:(The product and service innovation is focused upon meeting the needs of international consumers.===>Inovacije proizvoda i usluga su fokusirane na zadovoljenje potreba međunarodnih potrošača.)
MATCH@M:(Krugman claims that innovation is a key lever that ensures absolute advantage in trade, but innovation can be created only in the regions characterised by a high level of knowledge.===>Krugman ističe da su inovacije ključna poluga koja osigurava apsolutne prednosti u trgovini, a one se mogu graditi jedino u regionima sa visokim nivoom znanja.)
MATCH@E:(Krugman claims that innovation is a key lever that ensures absolute advantage in trade, but innovation can be created only in the regions characterised by a high level of knowledge.===>Krugman ističe da su inovacije ključna poluga koja osigurava apsolutne prednosti u trgovini, a one se mogu graditi jedino u regionima sa visokim nivoom znanja.)
MATCH@M:(Contrary to Porter, Krugman highlights the importance of international trade in defining the success or the failure of certain regions.===>Za razliku od Portera, Krugman naglašava znacaj međunarodne trgovine u definisanju uspeha ili propasti određenih regiona.)
MATCH@E:(Contrary to Porter, Krugman highlights the importance of international trade in defining the success or the failure of certain regions.===>Za razliku od Portera, Krugman naglašava znacaj međunarodne trgovine u definisanju uspeha ili propasti određenih regiona.)
MATCH@M:(Krugman’s contribution is considerable when we talk of the demand-induced innovation.===>Krugmanov doprinos je poseban kada je reč o inovacijama koje su izazvane tražnjom.)
MATCH@E:(Krugmans contribution is considerable when we talk of the demand-induced innovation.===>Krugmanov doprinos je poseban kada je reč o inovacijama koje su izazvane tražnjom.)
MATCH@M:(The core of innovation is creativity and this is interpreted from different points of view.===>Kreativnost je u osnovi inovacije i tumači se sa različitih stanovišta.)
MATCH@E:(The core of innovation is creativity and this is interpreted from different points of view.===>Kreativnost je u osnovi inovacije i tumači se sa različi tih stanovišta.)
MATCH@M:(From the organizational point of view, creativity is defined as a capacity to consistently achieve different and valuable results.===>Sa organizacionog stanovišta, kreativnost se definiše kao sposobnost da se konzistentno proizvode različiti i vredni rezultati.)
MATCH@E:(From the organizational point of view, creativity is defined as a capacity to consistently achieve different and valuable results.===>Sa organizacionog stanovišta, kreativnost se definiše kao sposobnost da se konzistentno proizvode različiti i vredni rezultati.)
MATCH@M:(Related to craetivity are the myths and wrong opinions that should be changed; they are often mirrored in the following sayings encountered in practice: “all we need is good ideas”, “a good idea will appear by itself’, “I will recognize a good idea when I see it”, “we have just implemented an excellent idea and now we can take it easy and rest”.===>U vezi sa kreativnošću navode se mitovi i pogrešna shvatanja koja treba menja-ti, a često se prepoznaju kroz sledeće iskaze na koje se nailazi u praksi: „sve što nam treba su dobre ideje“, „dobra ideja će sama da se pojavi“, „prepoznaću dobru ideju čim je ugledam“, „upravo smo primenili sjajnu ideju i sada možemo da odahnemo i odmorimo se“.)
MATCH@E:(Related to craetivity are the myths and wrong opinions that should be changed; they are often mirrored in the following sayings encountered in practice: all we need is good ideas, a good idea will appear by itself, I will recognize a good idea when I see it, we have just implemented an excellent idea and now we can take it easy and rest.===>U vezi sa kreativnošću navode se mitovi i pogrešna shvatanja koja treba menjati, a često se prepoznaju kroz sledeće iskaze na koje se nailazi u praksi: sve što nam treba su dobre ideje, dobra ideja će sama da se pojavi, prepoznaću dobru ideju čim je ugledam, upravo smo primenili sjajnu ideju i sada možemo da odahnemo i odmorimo se.)
MATCH@M:(Creativity is perceived as a five-key-step process: preparation, innovation opportunity, divergence, incubation, convergence.===>Kreativnost se posmatra i kao proces sa pet ključnih koraka: priprema, prilika za inovaciju, divergiranje, inkubacija, konvergiranje.)
MATCH@E:(Creativity is perceived as a five-key-step process: preparation, innovation opportunity, divergence, incubation, convergence.===>Kreativnost se posmatra i kao proces sa pet ključnih koraka: priprema, prilika za inovaciju, divergiranje, inkubacija, konvergiranje.)
MATCH@M:(In their analysis of generic innovative strategies the authors list three basic types: product/market-oriented strategies, opportunity/risk-oriented strategies, and time (or activity)-based strategies.===>Razmatrajući generičke inovativne strategije, autori navode tri osnovna tipa: strategije orijentisane na proiz-vod/tržište, strategije orijentisane na prilike/rizik i strategije bazirane na vremenu (ili delatnosti).)
MATCH@E:(In their analysis of generic innovative strategies the authors list three basic types: product/market-oriented strategies, opportunity/risk-oriented strategies, and time (or activity)-based strategies.===>Razmatrajući generičke inovativne strategije, autori navode tri osnovna tipa: strategije orijentisane na proizvod/tržište, strategije orijentisane na prilike/rizik i strategije bazirane na vremenu (ili delatnosti).)
MATCH@M:(They are closely connected with technological development where innovation is introduced on each of the firm’s levels and domains: in the product/service domain, in the process domain, in the domain of administration, or in strategic domains.===>Blisko se vezuju za tehnološki razvoj kojim se inovacije uvode na svim nivoima i domenima firme: u domenu proizvo-da/usluga, procesa, administriranj a ili u strateškim do-menima.)
MATCH@E:(They are closely connected with technological development where innovation is introduced on each of the firms levels and domains: in the product/service domain, in the process domain, in the domain of administration, or in strategic domains.===>Blisko se vezuju za tehnološki razvoj kojim se inovacije uvode na svim nivoima i domenima firme: u domenu proizvoda/usluga, procesa, administriranja ili u strateškim domenima.)
MATCH@M:(Special chapters are devoted to the technology management and the technology strategies.===>Menadžmentu tehnologija i tehnološkim strategijama posvećena su posebna poglavlja.)
MATCH@E:(Special chapters are devoted to the technology management and the technology strategies.===>Menadžmentu tehnologija i tehnološkim strategijama posvećena su posebna poglavlja.)
MATCH@M:(The best product, service or process technology is one that survives on the market, and the strategic management of technology determines the technology portfolio predicting and estimating future trends in development.===>Najbolja je ona tehnologija proizvoda, usluga i procesa koja preživljava na tržištu a strateški menadžment tehnologije određuje tehnološki portfolio uz predviđanje i ocenu budućih trendova razvoja.)
MATCH@E:(The best product, service or process technology is one that survives on the market, and the strategic management of technology determines the technology portfolio predicting and estimating future trends in development.===>Najbolja je ona tehnologija proizvoda, usluga i procesa koja preživljava na tržištu a strateški menadžment tehnologije određuje tehnološki portfolio uz predviđanje i ocenu budućih trendova razvoja.)
MATCH@M:(15 Ecological footprint as indicator of students environmentalawareness level at Faculties of organizational sciences, University of Belgrade of Maribor===>15 Ekološki otisak kao indikator nivoa ekološke svesti studenata Fakulteta organizacionih nauka Univerziteta u Beogradu i Mariboru)
MATCH@E:(Ecological Footprint as indicator of students environmental awareness level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor.===>Ecological Footprint as indicator of students environmental awareness level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor.)
BAD_LINE_=============================================================
BAD_LINE_M:15 Ecological footprint as indicator of students environmentalawareness level at Faculties of organizational sciences, University of Belgrade of Maribor
BAD_LINE_M:15 Ekološki otisak kao indikator nivoa ekološke svesti studenata Fakulteta organizacionih nauka Univerziteta u Beogradu i Mariboru
BAD_LINE_E:Ecological Footprint as indicator of students environmental awareness level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor.
BAD_LINE_E:Ecological Footprint as indicator of students environmental awareness level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor.
MATCH@M:(It analyses the characteristics of digital economy and the changes it brings about from the point of view of the strategic management.===>Preispituju se karakteristike digitalne ekonomije i promene koje ona donosi sa aspekta strategijskog menadž-menta.)
MATCH@E:(It analyses the characteristics of digital economy and the changes it brings about from the point of view of the strategic management.===>Preispituju se karakteristike digitalne ekonomije i promene koje ona donosi sa aspekta strategijskog menadžmenta.)
MATCH@M:(Special attention is paid to the analysis of the specific features of the business environment, network infrastructure and the nature of competition.===>Posebno su analizirane specificnosti poslovnog okruženja, mrežne infrastrukture i prirode konkurencije.)
MATCH@E:(Special attention is paid to the analysis of the specific features of the business environment, network infrastructure and the nature of competition.===>Posebno su analizirane specifičnosti poslovnog okruženja, mrežne infrastrukture i prirode konkurencije.)
MATCH@M:(The focus of our attention are te knowledge, information and ideas as resources.===>U fokusu su znanje, informacije i ideje kao resursi.)
MATCH@E:(The focus of our attention are te knowledge, information and ideas as resources.===>U fokusu su znanje, informacije i ideje kao resursi.)
MATCH@M:(The study presents some current approaches to facors of competition, creation, and achievement of competitive advantages and also some concrete examples of a successful Internet business, with the prospects of its further develoment.===>Predstavljeni su aktuelni pristupi faktorima konkurentnosti, kreiranju i ostvarenju konkurentskih prednosti i dati konkretni primeri uspešnog Internet biznisa, uz perspektive njegovog daljeg razvoja.)
MATCH@E:(The study presents some current approaches to facors of competition, creation, and achievement of competitive advantages and also some concrete examples of a successful Internet business, with the prospects of its further develoment. ~~~ 1.===>Predstavljeni su aktuelni pristupi faktorima konkurentnosti, kreiranju i ostvarenju konkurentskih prednosti i dati konkretni primeri uspešnog Internet biznisa, uz perspektive njegovog daljeg razvoja. 1.)
MATCH@M:(The development of digital economy brings about the challenges related both to exploring and anticipating the opportunities in the external environment and to novel approaches to business doing.===>Razvoj digitalne ekonomija donosi izazove vezane za istraživanje i predvidanje šansi u eksternom okruženju preduzeca i za originalne pristupe poslovanju.)
MATCH@E:(Introduction The development of digital economy brings about the challenges related both to exploring and anticipating the opportunities in the external environment and to novel approaches to business doing.===>Uvod Razvoj digitalne ekonomija donosi izazove vezane za istraživanje i predviđanje šansi u eksternom okruženju preduzeća i za originalne pristupe poslovanju.)
MATCH@M:(The implications of the changes in strategic thinking deal with the redefining of the industrial structure, that is, the boundaries of certain activities, primarily from the input point of view.===>Implikacije promena u strategijskom razmišljanju su vezane za redefinisanje industrijske strukture, odnosno granica pojedinih delatnosti, pre svega sa aspekta in-puta.)
MATCH@E:(The implications of the changes in strategic thinking deal with the redefining of the industrial structure, that is, the boundaries of certain activities, primarily from the input point of view.===>Implikacije promena u strategijskom razmišljanju su vezane za redefinisanje industrijske strukture, odnosno granica pojedinih delatnosti, pre svega sa aspekta inputa.)
MATCH@M:(The exchange of information via the Internet, extranet and intranet can be viewed as a source of value creation.===>Razmena informacija preko Interneta, ekstrane-ta i intraneta se može posmatrati kao izvor kreiranja vrednosti.)
MATCH@E:(The exchange of information via the Internet, extranet and intranet can be viewed as a source of value creation.===>Razmena informacija preko Interneta, ekstraneta i intraneta se može posmatrati kao izvor kreiranja vrednosti.)
MATCH@M:(The modern, largely Web-based environment characterised by a growth orientation of the firm, its customers, suppliers and competitors towards electronic business means changes in both the strategic and operational management, and especially in the method the firms compete.===>Savremeno, u velikoj meri Web bazirano okruženje koje karakteriše rastuca orijentacija preduzeca, njegovih kupaca, snabdevaca i konkurenata na elektronsko poslovanje, podrazumeva promene u strategijskom i operativnom menadžmentu i posebno u nacinu kako preduzeca konkurišu.)
MATCH@E:(The modern, largely Web-based environment characterised by a growth orientation of the firm, its customers, suppliers and competitors towards electronic business means changes in both the strategic and operational management, and especially in the method the firms compete.===>Savremeno, u velikoj meri Web bazirano okruženje koje karakteriše rastuća orijentacija preduzeća, njegovih kupaca, snabdevača i konkurenata na elektronsko poslovanje, podrazumeva promene u strategijskom i operativnom menadžmentu i posebno u načinu kako preduzeća konkurišu.)
MATCH@M:(The Internet use has broken through the space and time barriers, making the importance of physical location negligible.===>Zahvaljujuci Internetu došlo je do rušenja barijera prostora i vremena, pri cemu se smanjuje znacaj fizicke lokacije biznisa.)
MATCH@E:(The Internet use has broken through the space and time barriers, making the importance of physical location negligible.===>Zahvaljujući Internetu došlo je do rušenja barijera prostora i vremena, pri čemu se smanjuje značaj fizičke lokacije biznisa.)
MATCH@M:(The predominant resources in the digital economy are knowledge, information and ideas.===>U digitalnoj ekonomiji dominantni resursi su znanje, informacije i ideje.)
MATCH@E:(The predominant resources in the digital economy are knowledge, information and ideas.===>U digitalnoj ekonomiji dominantni resursi su znanje, informacije i ideje.)
MATCH@M:(Important in this context is a novel approach of Webonomics which is concerned with the study of production, distribution and consumption of products, services, and ideas via the Web.===>U ovom kontekstu bitan je originalni pristup vezan za Webonomiju koja se bavi izucavanjem proizvodnje, distribucije i potrošnje proizvoda, usluga i ideja preko Web-a.)
MATCH@E:(Important in this context is a novel approach of Webonomics which is concerned with the study of production, distribution and consumption of products, services, and ideas via the Web Š1Ë.===>U ovom kontekstu bitan je originalni pristup vezan za Webonomiju koja se bavi izučavanjem proizvodnje, distribucije i potrošnje proizvoda, usluga i ideja preko Web-a Š1Ë.)
MATCH@M:(The interactive relationship between the firm and its external stakeholders is very important here.===>Dolazi do izražaja interaktivan odnos preduzeca i eksternih stejkoldera.)
MATCH@E:(The interactive relationship between the firm and its external stakeholders is very important here.===>Dolazi do izražaja interaktivan odnos preduzeća i eksternih stejkoldera.)
MATCH@M:(It means an increasingly intensive networking.===>On podrazumeva sve intenzivnije umrežavanje.)
MATCH@E:(It means an increasingly intensive networking.===>On podrazumeva sve intenzivnije umrežavanje.)
MATCH@M:(The managers make business decisions in an environment characterised by a network infrastructure, both the hardware and the software used in the communication.===>Menadžeri donose poslovne odluke u okruženju koga karakteriše mrežna infrastruktura koja se odnosi na hardver i softver koji se koriste u komunikaciji.)
MATCH@E:(The managers make business decisions in an environment characterised by a network infrastructure, both the hardware and the software used in the communication.===>Menadžeri donose poslovne odluke u okruženju koga karakteriše mrežna infrastruktura koja se odnosi na hardver i softver koji se koriste u komunikaciji.)
MATCH@M:(Cellular communication means new opportunities offered by media convergence.===>Mobilno poslovanje podrazumeva i nove šanse koje pruža konvergencija medija.)
MATCH@E:(Cellular communication means new opportunities offered by media convergence.===>Mobilno poslovanje podrazumeva i nove šanse koje pruža konvergencija medija.)
MATCH@M:(A growing portion of economic value in the digital economy is the result of electronic devices.===>Rastuci deo ekonomske vrednosti u digitalnoj ekonomiji je proizvod elektronskih sredstava.)
MATCH@E:(A growing portion of economic value in the digital economy is the result of electronic devices.===>Rastući deo ekonomske vrednosti u digitalnoj ekonomiji je proizvod elektronskih sredstava.)
MATCH@M:(New “rules of the game“ demand speed, flexibility and innovativeness.===>Nova “pravila igre” zahtevaju brzinu, fleksibilnost i inovativnost.)
MATCH@E:(New rules of the game demand speed, flexibility and innovative ness.===>Nova pravila igre zahtevaju brzinu, fleksibilnost i inovativnost.)
MATCH@M:(Traditional firms have to change their strategic orientation and business operations in order that they should remain competitive in the changed conditions and with new electronic infrastructure.===>Tradicionalna preduzeca moraju da promene svoju strategijsku orijentaciju i poslovne operacije da bi ostala konkurentna u izmenjenim uslovima uz novu elektronsku infrastrukturu.)
MATCH@E:(Traditional firms have to change their strategic orientation and business operations in order that they should remain competitive in the changed conditions and with new electronic infrastructure.===>Tradicionalna preduzeća moraju da promene svoju strategijsku orijentaciju i poslovne operacije da bi ostala konkurentna u izmenjenim uslovima uz novu elektronsku infrastrukturu.)
MATCH@M:(The origins and development of the digital economy are based on the expansion of the knowledge industries and the implementation of information and communication technologies (ICT).===>Za nastanak i razvoj digitalne ekonomije bitna je ekspanzija industrija znanja i primena informacionih i komunikacionih tehnologija (IKT).)
MATCH@E:(The origins and development of the digital economy are based on the expansion of the knowledge industries and the implementation of information and communication technologies (ICT).===>Za nastanak i razvoj digitalne ekonomije bitna je ekspanzija industrija znanja i primena informacionih i komunikacionih tehnologija (IKT).)
MATCH@M:(The information-based firms known as “soft“ companies increase their share in value creation in a large number of economies.===>Preduzeca bazirana na informacijama, poznata kao “meke“ (soft) kompanije povecavaju svoj udeo u kreiranju vrednosti u mnogim privredama.)
MATCH@E:(The informationbased firms known as soft companies increase their share in value creation in a large number of economies.===>Preduzeća bazirana na informacijama, poznata kao meke (soft) kompanije povećavaju svoj udeo u kreiranju vrednosti u mnogim privredama.)
MATCH@M:(This predominantly applies to the firms engaged in the production of software, telecommunications, financial services, advertising, and media.===>Ovo se pre svega odnosi na firme iz proizvodnje softvera, telekomunikacija, finan-sijskih usluga, oglašavanja i medija.)
MATCH@E:(This predominantly applies to the firms engaged in the production of software, telecommunications, financial services, advertising, and media.===>Ovo se pre svega odnosi na firme iz proizvodnje softvera, telekomunikacija, finansijskih usluga, oglašavanja i medija. 2.)
MATCH@M:(From the point of view of increasing competitiveness, the concept of strategy refers to the guidance of the firm in the conditions of competition in order that the firm should achieve competitive advantages, not only as regards the customers or users of services, but also as regards anything that can ensure advantages on the home or export markets.===>Sa aspekta povecanja konkurentnosti pojam strategije se odnosi na usmeravanje preduzeca u odnosu na konkurentske uslove kako bi se stekla preimucstva, pri cemu se podrazumeva usmeravanje ne samo u odnosu na kupce ili korisnike usluga, vec i u odnosu na sve ono što osigurava prednost na domacem ili inostranom tržištu.)
MATCH@E:(2. ~~~ Dynamic approach to competitive strategy creation and implementation From the point of view of increasing competitiveness, the concept of strategy refers to the guidance of the firm in the conditions of competition in order that the firm should achieve competitive advantages, not only as regards the customers or users of services, but also as regards anything that can ensure advantages on the home or export markets.===>Dinamički pristup kreiranju i realizovanju konkurentske strategije Sa aspekta povećanja konkurentnosti pojam strategije se odnosi na usmeravanje preduzeća u odnosu na konkurentske uslove kako bi se stekla preimućstva, pri čemu se podrazumeva usmeravanje ne samo u odnosu na kupce ili korisnike usluga, već i u odnosu na sve ono što osigurava prednost na domaćem ili inostranom tržištu.)
MATCH@M:(In case of the entrance on the electronic market, the firm’s prospects are better if managers develop a competitive strategy bearing in mind the complexity of change brought about by the digital economy.===>Kada je u pitanju nastup na elektronskom tržištu izgledi na uspeh su veci ukoliko menadžeri razvijaju konkurentsku strategiju uzimajuci u obzir kompleksnost promena koje donosi digitalna ekonomija..)
MATCH@E:(In case of the entrance on the electronic market, the firms prospects are better if managers develop a competitive strategy bearing in mind the complexity of change brought about by the digital economy.===>Kada je u pitanju nastup na elektronskom tržištu izgledi na uspeh su veći ukoliko menadžeri razvijaju konkurentsku strategiju uzimajući u obzir kompleksnost promena koje donosi digitalna ekonomija..)
MATCH@M:(The leading companies in the world today implement different strategies.===>Danas u svetu najuspešnija preduzeca imaju strategije koje se medusobno razlikuju.)
MATCH@E:(The leading companies in the world today implement different strategies.===>Danas u svetu najuspešnija preduzeća imaju strategije koje se međusobno razlikuju.)
MATCH@M:(Generally, however, the companies achieve competitive advantages vie innovations in a broad sense, ones that can be manifested as a new product / service, new technology or a new marketing approach, where innovation is mostly derived gradually.===>Medutim, generalno posmatrano preduzeca sticu konkurentske prednosti kroz inovacije šire shvacene, koje se mogu manifesto-vati kao nov proizvod/usluga, nova tehnologija ili nov marketinški prilaz, pri cemu su mnoge inovacije postepene.)
MATCH@E:(Generally, however, the companies achieve competitive advantages vie innovations in a broad sense, ones that can be manifested as a new product / service, new technology or a new marketing approach, where innovation is mostly derived gradually.===>Međutim, generalno posmatrano preduzeća stiču konkurentske prednosti kroz inovacije šire shvaćene, koje se mogu manifestovati kao nov proizvod/usluga, nova tehnologija ili nov marketinški prilaz, pri čemu su mnoge inovacije postepene.)
MATCH@M:(In the international market conditions, the innovations that result into competitive advantages are often anticipated by the needs that arise both at home and abroad.===>Na medunarodnom tržištu inovacije koje donose konkurentske prednosti cesto anticipiraju domace i inostrane potrebe.)
MATCH@E:(In the international market conditions, the innovations that result into competitive advantages are often anticipated by the needs that arise both at home and abroad.===>Na međunarodnom tržištu inovacije koje donose konkurentske prednosti često anticipiraju domaće i inostrane potrebe.)
MATCH@M:(Here the role of information in the innovation and renewal processes is essential, especially the information that is not available to the competition or that competition does not seek.===>Pri tome informacije imaju posebno znacajnu ulogu u procesu inoviranja i usavršavanja, i to informacije koje nisu dostupne konkurentima ili koje oni ne traže.)
MATCH@E:(Here the role of information in the innovation and renewal processes is essential, especially the information that is not available to the competition or that competition does not seek.===>Pri tome informacije imaju posebno značajnu ulogu u procesu inoviranja i usavršavanja, i to informacije koje nisu dostupne konkurentima ili koje oni ne traže.)
MATCH@M:(Besides, when the firm achieves a competitive advantage via innovation, it can remain competitive only through permanent improvement, since it is a well known fact that any innovation can be imitated.===>Osim toga, kada preduzece dostigne konkurentsku prednost kroz inovaciju, ono je može održati samo kroz stalno usavršavanje, pošto se mora imati u vidu da je moguce imitirati svaku inovaciju.)
MATCH@E:(Besides, when the firm achieves a competitive advantage via innovation, it can remain competitive only through permanent improvement, since it is a well known fact that any innovation can be imitated.===>Osim toga, kada preduzeće dostigne konkurentsku prednost kroz inovaciju, ono je može održati samo kroz stalno usavršavanje, pošto se mora imati u vidu da je moguće imitirati svaku inovaciju.)
MATCH@M:(It is in this way that the firm remains competitive on the foreign market as well.===>Na ovaj nacin, ukoliko je unapreduje, preduze-ce održava konkurentsku prednost na inostranom tržištu.)
MATCH@E:(It is in this way that the firm remains competitive on the foreign market as well.===>Na ovaj način, ukoliko je unapređuje, preduzeće održava konkurentsku prednost na inostranom trži štu.)
MATCH@M:(Hence creating permantent advantage often means that the firm has to make all its existing advantages obsolete, otherwise, the competition will do it.===>Stoga kreiranje trajnijih prednosti cesto znaci da preduzece mora da ucini svoje postojece prednosti za-starelim, jer ce u protivnom to uraditi konkurenti.)
MATCH@E:(Hence creating permantent advantage often means that the firm has to make all its existing advantages obsolete, otherwise, the competition will do it.===>Stoga kreiranje trajnijih prednosti često znači da preduzeće mora da učini svoje postojeće prednosti zastarelim, jer će u protivnom to uraditi konkurenti.)
MATCH@M:(Thus innovation and change are connected.===>Na ovaj nacin su povezane inovacija i promena.)
MATCH@E:(Thus innovation and change are connected.===>Na ovaj način su povezane inovacija i promena. da će neko tržište biti neprofitabilno u budućem periodu, firma će tražiti šansu na nekom novom širem domaćem ili inostranom tržištu ili na užem tržišnom segmentu.)
BAD_LINE_=============================================================
BAD_LINE_M:Thus innovation and change are connected.
BAD_LINE_M:Na ovaj nacin su povezane inovacija i promena.
BAD_LINE_E:Thus innovation and change are connected.
BAD_LINE_E:Na ovaj način su povezane inovacija i promena. da će neko tržište biti neprofitabilno u budućem periodu, firma će tražiti šansu na nekom novom širem domaćem ili inostranom tržištu ili na užem tržišnom segmentu.
MATCH@M:(The issue that merits special attention here is that of the production factors whose available quantity in a defined time is less important than the rate and the efficiency with which these factors are created and improved in certain industries.===>Posebno je bitno pitanje faktora proizvodnje, cija je raspoloživa kolicina u odredenom vremenu manje znacajna od stope i efikasnosti kojom se kreiraju i usavršavaju ovi faktori u odredenim industrijama.)
MATCH@E:(The issue that merits special attention here is that of the production factors whose available quantity in a defined time is less important than the rate and the efficiency with which these factors are created and improved in certain industries.===>Posebno je bitno pitanje faktora proizvodnje, čija je raspoloživa količina u određenom vremenu manje značajna od stope i efikasnosti kojom se kreiraju i usavršavaju ovi faktori u određenim industrijama.)
MATCH@M:(This primarily includes highly significant factors today, such as scientific base or skilled human resources.===>Ovo se prvenstveno odnosi na danas veoma znacajne faktore kao što su naucna baza ili kvalifikovani ljudski resursi.)
MATCH@E:(This primarily includes highly significant factors today, such as scientific base or skilled human resources.===>Ovo se prvenstveno odnosi na danas veoma značajne faktore kao što su naučna baza ili kvalifikovani ljudski resursi.)
MATCH@M:(Importantly, the absence of advantage in the static competition model may become an advantage in the dynamic one.===>Karakteristicno je da nedostatak preimucstava u sta-tickom modelu konkurencije može postati prednost u dinamickom.)
MATCH@E:(Importantly, the absence of advantage in the static competition model may become an advantage in the dynamic one.===>Karakteristično je da nedostatak preimućstava u statičkom modelu konkurencije može postati prednost u dinamičkom.)
MATCH@M:(When, for example, the firm encounters some difficulties, such as high prices or lack of a certain resource, it often has to introduce innovation and to improve its operations in order that it should be competitive again.===>Kada se, na primer, preduzece suoci sa odredenom nepovoljnošcu kao što je visoka cena ili nedostatak odredenog resursa, ono je cesto u situaciji da mora da inovira i da se usavršava da bi bilo konkurentno.)
MATCH@E:(When, for example, the firm encounters some difficulties, such as high prices or lack of a certain resource, it often has to introduce innovation and to improve its operations in order that it should be competitive again.===>Kada se, na primer, preduzeće suoči sa određenom nepovoljnošću kao što je visoka cena ili nedostatak određenog resursa, ono je često u situaciji da mora da inovira i da se usavršava da bi bilo konkurentno.)
MATCH@M:(Creativity also has an important role in achieving competitive advantage.===>Poseban znacaj sa stanovišta ostvarenja konkurentskih prednosti ima kreativnost.)
MATCH@E:(Creativity also has an important role in achieving competitive advantage.===>Poseban značaj sa stanovišta ostvarenja konkurentskih prednosti ima kreativnost.)
MATCH@M:(Three components: expertise, creative thinking skills and motivation “overlap“ to result into creativity that generates the key success factors of a certain business.===>Tri komponente: strucnost, veštine kreativnog razmišljanja i motivacija u svom “preklapanju” rezultiraju u kreativnost koja cesto generiše kljucne faktore uspeha odredenog biznisa.)
MATCH@E:(Three components: expertise, creative thinking skills and motivation overlap to result into creativity that generates the key success factors of a certain business Š2Ë.===>Tri komponente: stručnost, veštine kreativnog razmišljanja i motivacija u svom preklapanju rezultiraju u kreativnost koja često generiše ključne faktore uspeha određenog biznisa Š2Ë.)
MATCH@M:(The dynamic approach assumes that formulating and implementation of a competitive strategy is a continually evolving process of prompt adjustment to a changing environment, since the condition in the external environment often change before a selected strategy has been fully implemented.===>Dinamicki pristup podrazumeva da je formulisanje i sprovodenje konkurentske strategije stalno evoluirajuci proces brzog adaptiranja promenljivim okolnostima, pošto se uslovi u eksternom okruženju cesto me-njaju pre nego što izabrana strategija može u potpunosti da se sprovede.)
MATCH@E:(The dynamic approach assumes that formulating and implementation of a competitive strategy is a continually evolving process of prompt adjustment to a changing environment, since the condition in the external environment often change before a selected strategy has been fully implemented.===>Dinamički pristup podrazumeva da je formulisanje i sprovođenje konkurentske strategije stalno evoluirajući proces brzog adaptiranja promenljivim okolnostima, pošto se uslovi u eksternom okruženju često menjaju pre nego što izabrana strategija može u potpunosti da se sprovede.)
MATCH@M:(Such a dynamic process involves three independent and simultaneous cycles related to the analysis of competitive environment, development, the analysis of alternative strategic options, and the analysis of the very translation of the strategy into practice.===>Ovakav dinamicki proces obuhvata tri nezavisna i istovremena ciklusa koji su vezani za analizu konkurentskog okruženja, razvoj i preispitivanje alternativnih strategijskih opcija i za razmatranje samog sprovodenja strategije u praksu.)
MATCH@E:(Such a dynamic process involves three independent and simultaneous cycles related to the analysis of competitive environment, development, the analysis of alternative strategic options, and the analysis of the very translation of the strategy into practice.===>Ovakav dinamički proces obuhvata tri nezavisna i istovremena ciklusa koji su vezani za analizu konkurentskog okruženja, razvoj i preispitivanje alternativnih strategijskih opcija i za razmatranje samog sprovođenja strategije u praksu.)
MATCH@M:(The solution is found in formulating new strategic approaches, continually, throughout the process of the firm’s adjustment to a dynamic competitive environment, as well as in changing the strategies in the course of their implementation.===>Na ovaj nacin rešenje je u formulisanju novih strategijskih varijanti kontinuelno tokom procesa adaptacije preduzeca di-namickom konkurentskom okruženju, kao i u menja-nju strategija tokom njihove realizacije.)
MATCH@E:(The solution is found in formulating new strategic approaches, continually, throughout the process of the firms adjustment to a dynamic competitive environment, as well as in changing the strategies in the course of their implementation.===>Na ovaj način rešenje je u formulisanju novih strategijskih varijanti kontinuelno tokom procesa adaptacije preduzeća dinamičkom konkurentskom okruženju, kao i u menjanju strategija tokom njihove realizacije.)
MATCH@M:(Most relevant in this process are an efficient strategic guidance, especially strategic vision, pragmatism and communication networks.===>Pri tome su relevantni efektivno strategijsko vodenje, posebno strategijska vizija, pragmatizam i komunikacione mreže.)
MATCH@E:(Most relevant in this process are an efficient strategic guidance, especially strategic vision, pragmatism and communication networks.===>Pri tome su relevantni efektivno strategijsko vođenje, posebno strategijska vizija, pragmatizam i komunikacione mreže.)
MATCH@M:(These result into a new strategic challenge from the managerial aspect.===>Ovo rezultira u novom strategijskom izazovu sa aspekta menadžmenta.)
MATCH@E:(These result into a new strategic challenge from the managerial aspect.===>Ovo rezultira u novom strategijskom izazovu sa aspekta menadžmenta.)
MATCH@M:(The change in the business processes themselves in the concrete conditions of a turbulent environment is complex.===>Promena samih poslovnih procesa u konkretnim uslovima turbulentnog okruženja je kompleksna.)
MATCH@E:(The change in the business processes themselves in the concrete conditions of a turbulent environment is complex.===>Promena samih poslovnih procesa u konkretnim uslovima turbulentnog okruženja je kompleksna.)
MATCH@M:(It is in this context that the concept of a learning organization must be taken into account.===>U ovom kontekstu se mora uzeti u obzir koncept organizacije koja uci (learning organization).)
MATCH@E:(It is in this context that the concept of a learning organization must be taken into account.===>U ovom kontekstu se mora uzeti u obzir koncept organizacije koja uči (learning organization).)
MATCH@M:(It is important that the competitive environment should continually be studied in order that the signs of demand saturation, technology substitution, changes in the consumption structure and social discontinuities should be timely identified.===>Relevantno je stalno peispitivanje konkurentskog okruženja da bi se na vreme uocili znaci saturacije tra-žnje, supstitucije tehnologije, promena u strukturi potrošnje, socijalnih diskontinuiteta.)
MATCH@E:(It is important that the competitive environment should continually be studied in order that the signs of demand saturation, technology substitution, changes in the consumption structure and social discontinuities should be timely identified.===>Relevantno je stalno peispitivanje konkurentskog okruženja da bi se na vreme uočili znaci saturacije tražnje, supstitucije tehnologije, promena u strukturi potrošnje, socijalnih diskontinuiteta.)
MATCH@M:(If there are any signs that a market will cease to be profitable in a future period, the firm will seek an opportunity on another, broader, home or exports markets or in a market niche.===>Ukoliko se nazire da ce neko tržište biti neprofitabilno u buducem periodu, firma ce tražiti šansu na nekom novom širem domacem ili inostranom tržištu ili na užem tržišnom segmentu.)
MATCH@E:(If there are any signs that a market will cease to be profitable in a future period, the firm will seek an opportunity on another, broader, home or exports markets or in a market niche.===>)
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BAD_LINE_M:If there are any signs that a market will cease to be profitable in a future period, the firm will seek an opportunity on another, broader, home or exports markets or in a market niche.
BAD_LINE_M:Ukoliko se nazire da ce neko tržište biti neprofitabilno u buducem periodu, firma ce tražiti šansu na nekom novom širem domacem ili inostranom tržištu ili na užem tržišnom segmentu.
BAD_LINE_E:If there are any signs that a market will cease to be profitable in a future period, the firm will seek an opportunity on another, broader, home or exports markets or in a market niche.
BAD_LINE_E:
MATCH@M:(The insight into the dynamic nature of a competitive environment means focusing upon its essential aspects that are changing, as well as analysing whether these changes are strategically relevant.===>Uvid u dinamicku prirodu konkurentskog okruženja podrazumeva fokusiranje na njegove posebno znacaj-ne aspekte koji se menjaju, kao i razmatranje da li su ove promene strategijski relevantne.)
MATCH@E:(The insight into the dynamic nature of a competitive environment means focusing upon its essential aspects that are changing, as well as analysing whether these changes are strategically relevant.===>Ukoliko se nazire Uvid u dinamičku prirodu konkurentskog okruženja podrazumeva fokusiranje na njegove posebno značajne aspekte koji se menjaju, kao i razmatranje da li su ove promene strategijski relevantne.)
MATCH@M:(The following step is to survey individual impacts and a structural analysis to identify the key forces in the external competitive environment.===>Zatim se ekspli-citno preispituju pojedinacni uticaji i vrši strukturna analiza kojom se identifikuju kljucne sile iz spoljneg konkurentskog okruženja.)
MATCH@E:(The following step is to survey individual impacts and a structural analysis to identify the key forces in the external competitive environment.===>Zatim se eksplicitno preispituju pojedinačni uticaji i vrši strukturna analiza kojom se identifikuju ključne sile iz spoljneg konkurentskog okruženja.)
MATCH@M:(Thus we can identify and analyse the competitive position of the firm as related to other organizations that compete for certain resources, or offer their products/services to the same customers.===>Na ovaj nacin se dolazi do odredivanja i analize konkurentske pozicije preduze-ca u odnosu na druge organizacije koje konkurišu za odredene resurse, odnosno koje plasiraju svoje proiz-vode/usluge istim kupcima.)
MATCH@E:(Thus we can identify and analyse the competitive position of the firm as related to other organizations that compete for certain resources, or offer their products/services to the same customers.===>Na ovaj način se dolazi do određivanja i analize konkurentske pozicije preduzeća u odnosu na druge organizacije koje konkurišu za određene resurse, odnosno koje plasiraju svoje proizvode/usluge istim kupcima.)
MATCH@M:(Here the competitive analysis of a strategic group is implemented in terms of similarities or differences between the competitiors, as well as in terms of the market share analysis.===>Pri tome se koristi analiza strategijske grupacije konkurenata u smislu slicnosti i razlika strategija koje oni realizuju, kao i odgovarajuca analiza tržišnog ucešca.)
MATCH@E:(Here the competitive analysis of a strategic group is implemented in terms of similarities or differences between the competitiors, as well as in terms of the market share analysis.===>Pri tome se koristi analiza strategijske grupacije konkurenata u smislu sličnosti i razlika strategija koje oni realizuju, kao i odgovarajuća analiza tržišnog učešća.)
MATCH@M:(The final step is the analysis of whether any opportunities or threats are identified from the aspect of the future business of the firm, namely, whether the strategy and structure are adjusted to the development in the external environment.===>Finalni korak je preispitivanje da li su identifikovane pojave šanse ili pretnje sa stanovišta buduceg poslovanja firme, odnosno sagledavanje saglasnosti strategije i strukture sa razvojem u eksternom okruženju.)
MATCH@E:(The final step is the analysis of whether any opportunities or threats are identified from the aspect of the future business of the firm, namely, whether the strategy and structure are adjusted to the development in the external environment.===>Finalni korak je preispitivanje da li su identifikovane pojave šanse ili pretnje sa stanovišta budućeg poslovanja firme, odnosno sagledavanje saglasnosti strategije i strukture sa razvojem u eksternom okruženju.)
MATCH@M:(It is in this way that we get an insight into the environmental impacts which is important in the strategy analysis, as strategic decisions in the digital economy are predominantly made in the conditions of uncertainty.===>Na ovaj nacin nastaje slika uticaja iz okruženja koja je važna prilikom procene strategije s obzirom da se strategijske odluke, po svojoj suštinskoj prirodi, donose u digitalnoj ekonomiji u situaciji neizvesnosti.)
MATCH@E:(It is in this way that we get an insight into the environmental impacts which is important in the strategy analysis, as strategic decisions in the digital economy are predominantly made in the conditions of uncertainty.===>Na ovaj način nastaje slika uticaja iz okruženja koja je važna prilikom procene strategije s obzirom da se strategijske odluke, po svojoj suštinskoj prirodi, donose u digitalnoj ekonomiji u situaciji neizvesnosti.)
MATCH@M:(The aim of the change of strategy is to identify the strategic gap that defines the disparity between the current strategic position of the organization and the positions defined by each individual strategic options, as well as to set the timing of implementation of the selected form.===>Cilj procesa promene strategije je da se identifikuje strategijski jaz (strategic gap) kojim se odreduje raskorak izmedu sadašnje strategijske pozicije organizacije i pozicije odredene svakom pojedinom strategijskom opcijom, kao i da se izvrši terminiranje sprovodenja izabrane varijante.)
MATCH@E:(The aim of the change of strategy is to identify the strategic gap that defines the disparity between the current strategic position of the organization and the positions defined by each individual strategic options, as well as to set the timing of implementation of the selected form.===>Cilj procesa promene strategije je da se identifikuje strategijski jaz (strategic gap) kojim se određuje raskorak između sadašnje strategijske pozicije organizacije i pozicije određene svakom pojedinom strategijskom opcijom, kao i da se izvrši terminiranje sprovođenja izabrane varijante.)
MATCH@M:(Generally, the process of changing the competitive strategy is important because it shows a particular strategic option that may result into a most favourable position for the firm, as well as whether this strategy can be translated into practice within the given period of time.===>U celini posmatrano, proces promene konkurentske strategije je znacajan pošto is-tice na bazi koje od strategijskih opcija proizilazi najpovoljnija pozicija za preduzece i da li se ona može sprovesti u praksu u okviru datog vremenskog perioda.)
MATCH@E:(Generally, the process of changing the competitive strategy is important because it shows a particular strategic option that may result into a most favourable position for the firm, as well as whether this strategy can be translated into practice within the given period of time.===>U celini posmatrano, proces promene konkurentske strategije je značajan pošto ističe na bazi koje od strategijskih opcija proizilazi najpovoljnija pozicija za preduzeće i da li se ona može sprovesti u praksu u okviru datog vremenskog perioda.)
MATCH@M:(The advantage of a dynamic strategy formulation is in a constant review of vari-eties/types and identifying the strategic gap, thus eliminating potential threats in taking new opportunities.===>Prednost dinamickog formulisanja strategije je u stalnom preispitivanju varijanti i u utvrdivanju strategijskog jaza cime se eliminišu potencijalne pretnje u situaciji iskorišcavanja novih šansi.)
MATCH@E:(The advantage of a dynamic strategy formulation is in a constant review of varieties/types and identifying the strategic gap, thus eliminating potential threats in taking new opportunities.===>Prednost dinamičkog formulisanja strategije je u stalnom preispitivanju varijanti i u utvrđivanju strategijskog jaza čime se eliminišu potencijalne pretnje u situaciji iskorišćavanja novih šansi.)
MATCH@M:(All these require that, in case of the dynamic development of a strategy, the mental models reflect the complexity of the real world which results into a continual adjustment process.===>Sve ovo zahteva da mentalni modeli odražavaju složenost realnog sveta prilikom dinamickog razvoja strategije, što vodi u proces kontinuiranog prilagodavanja.)
MATCH@E:(All these require that, in case of the dynamic development of a strategy, the mental models reflect the com plexity of the real world which results into a continual adjustment process.===>Sve ovo zahteva da mentalni modeli odražavaju složenost realnog sveta prilikom dinamičkog razvoja strategije, što vodi u proces kontinuiranog prilagođavanja.)
MATCH@M:(Here the “soft“ data are as important as the “hard“ data, since they tell us about the firm’s values, principles, identity and challenges.===>Pored “tvrdih” podataka, znacajni su i “meki” podaci koji se odnose na vrednosti, principe, identitet predu-zeca, izazove.)
MATCH@E:(Here the soft data are as important as the hard data, since they tell us about the firms values, principles, identity and challenges.===>Pored tvrdih podataka, značajni su i meki podaci koji se odnose na vrednosti, principe, identitet preduzeća, izazove.)
MATCH@M:(It is important to note that managers also use heuristic methods, due to the type of uncertainty inherent to strategic problems.===>Bitno je naglasiti da menadžeri koriste i heuristicke metode zbog tipa neizvesnosti koji je inherentan strategijskim problemima.)
MATCH@E:(It is important to note that managers also use heuristic methods, due to the type of uncertainty inherent to strategic problems.===>Bitno je naglasiti da menadžeri koriste i heurističke metode zbog tipa neizvesnosti koji je inherentan strategijskim problemima.)
MATCH@M:(In order to be successful, the organization has to create value for its customers/service users and other stakeholders is a distinctive manner, through competitive positioning and integrated service it offers.===>Da bi bila uspešna organizacija mora da kreira vred-nost za svoje kupce/korisnike usluga i ostale stejkhol-dere na neki distinktivan nacin kroz konkurentsko po-zicioniranje i integralnu uslugu koju nudi.)
MATCH@E:(In order to be successful, the organization has to create value for its customers/service users and other stakeholders is a distinctive manner, through competitive positioning and integrated service it offers.===>Da bi bila uspešna organizacija mora da kreira vrednost za svoje kupce/korisnike usluga i ostale stejkhol dere na neki distinktivan način kroz konkurentsko pozicioniranje i integralnu uslugu koju nudi.)
MATCH@M:(In this context, the competitive strategy can be defined as a value creation “skill“ that ultimately allows for the managers to identify the opportunities to create value for their customers and earn profits.===>U ovom kontekstu konkurentska strategija se može odrediti i kao „veština“ kreiranja vrednosti koja u krajnjoj instanci omogucava menadžerima da identifikuju šanse za pružanje vrednosti kupcima uz prisvajanje profita od strane preduzeca.)
MATCH@E:(In this context, the competitive strategy can be defined as a value creation skill that ultimately allows for the managers to identify the opportunities to create value for their customers and earn profits.===>U ovom kontekstu konkurentska strategija se može odrediti i kao veština kreiranja vrednosti koja u krajnjoj instanci omogućava menadžerima da identifikuju šanse za pružanje vrednosti kupcima uz prisvajanje profita od strane preduzeća.)
MATCH@M:(Various factors work within the business networks frame and jointly create value in new forms, which implies an entirely new value logic in the digital economy conditions.===>U okviru poslovnih mreža razni akteri deluju tako da zajednicki stvaraju vrednost u novim formama, što implicira potpuno novu logiku vrednosti u uslovima digitalne ekonomije.)
MATCH@E:(Various factors work within the business networks frame and jointly create value in new forms, which implies an entirely new value logic in the digital economy conditions.===>U okviru poslovnih mreža razni akteri deluju tako da zajednički stvaraju vrednost u novim formama, što implicira potpuno novu logiku vrednosti u uslovima digitalne ekonomije.)
MATCH@M:(Here the importance lies with the firm’s competencies, primarily the technology, the implementation of information and comunication technology, specific expert knowledge and new business processes accumulated over time and incorporated into the offer “package“ of the firm.===>Pri tome su važne kompetencije preduzeca koje se odnose prvenstveno na tehnologiju, posebno na primenu informaci-onih i konunikacionih tehnologija, na specificna eks-pertska znanja i nove poslovne procese koji su aku-muliralani tokom vremena i koji su inkorporirani u “paket” ponude odredenoe firme.)
MATCH@E:(Here the importance lies with the firms competencies, primarily the technology, the implementation of information and comunication technology, specific expert knowledge and new business processes accumulated over time and incorporated into the offer package of the firm.===>Pri tome su važne kompetencije preduzeća koje se odnose prvenstveno na tehnologiju, posebno na primenu informacionih i konunikacionih tehnologija, na specifična ekspertska znanja i nove poslovne procese koji su akumuliralani tokom vremena i koji su inkorporirani u paket ponude određenoe firme.)
MATCH@M:(In the conditions of fierce competition, it is important that the customer is willing to buy the firm’s products, but also to pay for them, which includes the possiblity of electronic payment.===>U uslovima intenzivne konkurencije znacajno je postojanje volja kupaca da kupi kupi proizvode preduzeca, ali i da za njih plati, što podrazumeva i mogucnost elektronskog placanja.)
MATCH@E:(In the conditions of fierce competition, it is important that the customer is willing to buy the firms products, but also to pay for them, which includes the possiblity of electronic payment.===>U uslovima intenzivne konkurencije značajno je postojanje volja kupaca da kupi kupi proizvode preduzeća, ali i da za njih plati, što podrazumeva i mogućnost elektronskog plaćanja.)
MATCH@M:(Hence an important advantage of any firm is its established customer database.===>Stoga je bitno preimucstvo svakog preduzeca uspostavljena baza kupaca.)
MATCH@E:(Hence an important advantage of any firm is its established customer database.===>Stoga je bitno preimućstvo svakog preduzeća uspostavljena baza kupaca.)
MATCH@M:(To measure the competitive strategy efficiency the indicator related to profitybility per customer is also used.===>Efektivnost konkurentske strategije se u novijem periodu meri i preko indikatora koji se odnosi na profi-tabilnost po kupcima.)
MATCH@E:(To measure the competitive strategy efficiency the indicator related to profitybility per customer is also used. ~~~ 3.===>Efektivnost konkurentske strategije se u novijem periodu meri i preko indikatora koji se odnosi na profitabilnost po kupcima. 3.)
MATCH@M:(Knowledge management is of utmost importance when it comes to achieving competitive advantage.===>Za ostvarenje konkurentske prednosti je od izutzetne važnosti menadžment znanja.)
MATCH@E:(Relevance of knowledge as resource Knowledge management is of utmost importance when it comes to achieving competitive advantage.===>Relevantnost znanja kao resursa Za ostvarenje konkurentske prednosti je od izutzetne važnosti menadžment znanja.)
MATCH@M:(Knowledge exchange and implementation have in the last years been identified as key sources of sustainable competitive advantage.===>Poslednjih godina su delenje i primena znanja identifikovani kao kljucni izvori održive konkurentske prednosti.)
MATCH@E:(Knowledge exchange and implementation have in the last years been identified as key sources of sustainable competitive advantage.===>Poslednjih godina su delenje i primena znanja identifikovani kao ključni izvori održive konkurentske prednosti.)
MATCH@M:(Improvement and strategic choice mean learning something new, especially in teh conditions of a fast changing business environment characterised by a modern, knowledge-based economy.===>Usavršavanje i strategijski izbor podrazumevaju ucenje neceg novog, narocito u uslovima brzo promenljivog poslovnog okruženja koje karakteriše savremena ekonomija bazirana na znanju.)
MATCH@E:(Improvement and strategic choice mean learning something new, especially in teh conditions of a fast changing business environment characterised by a modern, knowledge-based economy.===>Usavršavanje i strategijski izbor podrazumevaju učenje nečeg novog, naročito u uslovima brzo promenljivog poslovnog okruženja koje karakteriše savremena ekonomija bazirana na znanju.)
MATCH@M:(In this paper we especially focus on the Balanced Scorecard (BSC) as an important new method to measure the firm performance.===>U ovom kontekstu je bitno istaci znacaj karte izbalansiranih merila performansi (Balanced Scorecard - BSC) kao jednog od novijih modela merenja performansi preduzeca.)
MATCH@E:(In this paper we especially focus on the Balanced Scorecard (BSC) as an important new method to measure the firm performance Š4Ë.===>U ovom kontekstu je bitno istaći značaj karte izbalansiranih merila performansi (Balanced Scorecard - BSC) kao jednog od novijih modela merenja performansi preduzeća Š4Ë.)
MATCH@M:(The implementation of the BSC is especially interesting from the point of view of an increasingly important role of knowledge as an intangible resource that often results into important innovation and here the BSC allows for a comprehensive insight into the business results from the innovation and learning aspects.===>Primena BSC je posebno aktuelna sa aspekta povecanja uloge znanja kao neopipljivog resursa koji cesto dovodi do znacajnih inovacija i u tom smislu BSC omogucava uspešno sagledavanje rezultata poslovanja iz perspektive inovativnosti i ucenja.)
MATCH@E:(The implementation of the BSC is especially interesting from the point of view of an increasingly important role of knowledge as an intangible resource that often results into impor tant innovation and here the BSC allows for a comprehensive insight into the business results from the innovation and learning aspects Š5Ë.===>Primena BSC je posebno aktuelna sa aspekta povećanja uloge znanja kao neopipljivog resursa koji često dovodi do značajnih inovacija i u tom smislu BSC omogućava uspešno sagledavanje rezultata poslovanja iz perspektive inovativnosti i učenja Š5Ë.)
MATCH@M:(In order to increase competitiveness in the conditions of permanent changes characterised by the development of digital economy the firms should open their boundaries wide in the learning process, stimulate the exchange of ideas via project teams and meetings with customers and suppliers, which all help the firm identify competitive opportunities better.===>Neophodno je da se u cilju povecanja konkurentnosti, u uslovima stalnih promena koje podrazumeva razvoj digitalne ekonomije, u procesu ucenja maksimalno otvore granice preduzeca, da se stimuliše raz-mena ideja preko projektnih timova i susreta sa kupcima i snabdevacima, što povecava mogucnost uspe-šnog sagledavanja konkurentskih perspektiva.)
MATCH@E:(In order to increase competitiveness in the conditions of permanent changes characterised by the development of digital economy the firms should open their boundaries wide in the learning process, stimulate the exchange of ideas via project teams and meetings with customers and suppliers, which all help the firm identify competitive opportunities better.===>Neophodno je da se u cilju povećanja konkurentnosti, u uslovima stalnih promena koje podrazumeva razvoj digitalne ekonomije, u procesu učenja maksimalno otvore granice preduzeća, da se stimuliše raz mena ideja preko projektnih timova i susreta sa kupcima i snabdevačima, što povećava mogućnost uspešnog sagledavanja konkurentskih perspektiva.)
MATCH@M:(In the conditions of such supportive, open environment, we find a positive practice of developing learning forums such as strategic study of a changeable competitive environment; the product/service portfolio; technological change and the firm’s market position; interfunctional processes and delivery systems analysis; the study of competitive strategies of the most successful companies for the purpose of better understanding of their distinctive competencies, changes in the marketing mix tools, the resulting increase in the market share and capturing of new markets.===>U uslo-vima ovakvog podržavajuceg, otvorenog okruženja, uspešno se mogu razvijati forumi za ucenje kao što su strategijska ispitivanja promenljivog konkurentskog okruženja, portfolia proizvoda/usluga, tehnoloških promena i tržišne pozicije preduzeca; analiza medu-funkcionalnih procesa i sistema isporuke; proucavanje konkurentskih strategija najuspešnijih kompanija da bi se bolje razumele njihove distinktivne kompetencije, promene u instrumentima marketing-miksa, rezul-tirajuci porast tržišnog udela i osvajanje novih tržišta.)
MATCH@E:(In the conditions of such supportive, open environment, we find a positive practice of developing learning forums such as strategic study of a changeable competitive environment; the product/service portfolio; technological change and the firms market position; interfunctional processes and delivery systems analysis; the study of competitive strategies of the most successful companies for the purpose of better understanding of their distinctive competencies, changes in the marketing mix tools, the resulting increase in the market share and capturing of new markets.===>U uslovima ovakvog podržavajućeg, otvorenog okruženja, uspešno se mogu razvijati forumi za učenje kao što su strategijska ispitivanja promenljivog konkurentskog okruženja, portfolia proizvoda/usluga, tehnoloških promena i tržišne pozicije preduzeća; analiza međufunkcionalnih procesa i sistema isporuke; proučavanje konkurentskih strategija najuspešnijih kompanija da bi se bolje razumele njihove distinktivne kompetencije, promene u instrumentima marketing-miksa, rezultirajući porast tržišnog udela i osvajanje novih tržišta.)
MATCH@M:(From the point of view of creating competitive advantage it is important that the employees should be encouraged to be creative and innovative in mastering new and more successful methods of production or service delivery to customers.===>Sa stanovišta kreiranja konkurentske prednosti znacajno je da zaposleni budu podstaknuti na kreativnost i inovativnost u smislu novih i boljih nacina proizvodnje, odnosno pružanja usluga kupcima.)
MATCH@E:(From the point of view of creating competitive advantage it is important that the employees should be encouraged to be creative and innovative in mastering new and more successful methods of production or service delivery to customers.===>Sa stanovišta kreiranja konkurentske prednosti značajno je da zaposleni budu podstaknuti na kreativnost i inovativnost u smislu novih i boljih načina proizvodnje, odnosno pružanja usluga kupcima.)
MATCH@M:(Innovation may result in lower costs, differentiation and faster response to oppotrunities and threats from the external environment, which stresses the core organizational competencies and capabilities.===>Inovacije mogu rezultirati i u nižim troškovima, diferencijaciji ili bržem odgovoru na šanse i pretnje iz eksternog okruženja, pri cemu mora doci do izražaja jezgro kompetentnosti i sposobnosti organizacije.)
MATCH@E:(Innovation may result in lower costs, differentiation and faster response to oppotrunities and threats from the external environment, which stresses the core organizational competencies and capabilities.===>Inovacije mogu rezultirati i u nižim troškovima, diferencijaciji ili bržem odgovoru na šanse i pretnje iz eksternog okruženja, pri čemu mora doći do izražaja jezgro kompetentnosti i sposobnosti organizacije.)
MATCH@M:(The realization of competitive advantage is facilitated by good internal and external communications without which the organization cannot learn the best practical solutions.===>Realizovanje konkurentske prednosti je olakšano dobrim internim i eksternim komunikacijama bez cega organizacija ne može da nauci najbolja prakticna rešenja.)
MATCH@E:(The realization of competitive advantage is facilitated by good internal and external communications without which the organization cannot learn the best practical solutions.===>Realizovanje konkurentske prednosti je olakšano dobrim internim i eksternim komunikacijama bez čega organizacija ne može da nauči najbolja praktična rešenja.)
MATCH@M:(The organization learns about the need to change on the basis of observation and interpretation of the events in the environment where the external stakeholders are - the state with its economic policies, the financial institutions, suppliers, customers, competition.===>Organizacija uci o potrebi da se menja na bazi opservacije i interpretacije dogadaja u okruženju u kome se nalaze eksterni stejkholderi - država sa merama ekonomske politike, finansijske institucije, snabdevaci, kupci, konkurenti.)
MATCH@E:(The organization learns about the need to change on the basis of observation and interpretation of the events in the environment where the external stakeholders are the state with its economic policies, the financial institutions, suppliers, customers, competition.===>Organizacija uči o potrebi da se menja na bazi opservacije i interpretacije događaja u okruženju u kome se nalaze eksterni stejkholderi - država sa merama ekonomske politike, finansijske institucije, snabdevači, kupci, konkurenti.)
MATCH@M:(It is on this basis that managers make decisions on the activities they should undertake, followed by the execution of necessary changes.===>Na osnovu ovoga rezultiraju odluke menadžera o akcijama koje bi trebalo da preduzmu iz cega sledi sprovodenje potrebnih promena.)
MATCH@E:(It is on this basis that managers make decisions on the activities they should undertake, followed by the execution of necessary changes.===>Na osnovu ovoga rezultiraju odluke menadžera o akcijama koje bi trebalo da preduzmu iz čega sledi sprovođenje potrebnih promena.)
MATCH@M:(These changes in turn affect other organizations (competition, suppliers, customers) in a situation some authors call the environment of “competitive chaos“.===>Ove promene, sa svoje strane, uticu na ostale organizacije (konkurente, snabdevace, kupce) u situaciji koju neki nazivaju “okruženje konkurentskog haosa”.)
MATCH@E:(These changes in turn affect other organizations (competition, suppliers, customers) in a situation some authors call the environment of competitive chaos.===>Ove promene, sa svoje strane, utiču na ostale organizacije (konkurente, snabdevače, kupce) u situaciji koju neki nazivaju okruženje konkurentskog haosa.)
MATCH@M:(They interreact in a feedback and the firm learns again of the impact and output of its decisions.===>U povratnoj sprezi oni reaguju, a preduzece ponovo uci o uticaju i ishodu svojih odluka.)
MATCH@E:(They interreact in a feedback and the firm learns again of the impact and output of its decisions.===>U povratnoj sprezi oni reaguju, a preduzeće ponovo uči o uticaju i ishodu svojih odluka.)
MATCH@M:(Hence it is clear that learning is essentially important in the competitive strategy formulation and implementation.===>Na ovaj nacin je pokazano da ucenje ima bitan znacaj u formulisanju i realizaciji konkurentske strategije.)
MATCH@E:(Hence it is clear that learning is essentially important in the competitive strategy formulation and implementation.===>Na ovaj način je pokazano da učenje ima bitan značaj u formulisanju i realizaciji konkurentske strategije.)
MATCH@M:(From this point of view, it is necessary that the role of management consulting be awarded due importance.===>Sa ovog aspekta je potrebno ukazati na znacajnu ulogu menadžment konsaltinga.)
MATCH@E:(From this point of view, it is necessary that the role of management consulting be awarded due importance Š6Ë.===>Sa ovog aspekta je potrebno ukazati na značajnu ulogu menadžment konsaltinga Š6Ë.)
MATCH@M:(Generally taken, what goes on outside the firm has a larger impact upon the firm’s competitiveness than ever before.===>U celini posmatrano, ono što se dešava izvan preduze-ca ima veci uticaj na ostvarenje konkurentnosti nego ikada ranije.)
MATCH@E:(Generally taken, what goes on outside the firm has a larger impact upon the firms competitiveness than ever before.===>U celini posmatrano, ono što se dešava izvan preduzeća ima veći uticaj na ostvarenje konkurentnosti nego ikada ranije.)
MATCH@M:(This external world full of challenge increasingly involves products and other substitutes, changes in economy and good market, the results of the operations indirectly related to the firm and new ways of people’s behaviour, including new ways of communication via the Internet.===>Ovaj eksterni svet pun izazova u sve vecoj meri ukljucuje proizvode i usluge supstitute, promene u privredi i konjunkturi, rezultate delatnosti koje su indirektno povezane sa preduzecem i nove nacine ponašanja ljudi, ukljucujuci i nove nacine komuniciranja putem Interneta.)
MATCH@E:(This external world full of challenge increasingly involves products and other substitutes, changes in economy and good market, the results of the operations indirectly related to the firm and new ways of peoples behaviour, including new ways of communication via the Internet.===>Ovaj eksterni svet pun izazova u sve većoj meri uključuje proizvode i usluge supstitute, promene u privredi i konjunkturi, rezultate delatnosti koje su indirektno povezane sa preduzećem i nove načine ponašanja ljudi, uključujući i nove načine komuniciranja putem Interneta.)
MATCH@M:(Information and communication technologies evidently affect all the above mentioned.===>Evidentno je da informacio-ne i komunikacione tehnologije imaju uticaj na sve navedeno.)
MATCH@E:(Information and communication technologies evidently affect all the above mentioned.===>Evidentno je da informacione i komunikacione tehnologije imaju uticaj na sve navedeno.)
MATCH@M:(In the conditions of digital economy the customers enjoy access to a larger number of information, there is a strong feedback, and they become more demanding.===>Kupci u uslovima digitalne ekonomije imaju pristup vecem broju informacija, izražena je povratna sprega i oni su cesto više zahtevni.)
MATCH@E:(In the conditions of digital economy the customers enjoy access to a larger number of information, there is a strong feedback, and they become more demanding.===>Kupci u uslovima digitalne ekonomije imaju pristup većem broju informacija, izražena je povratna sprega i oni su često više zahtevni.)
MATCH@M:(These changes surely can inspire opportunities for the achievement of future competitive advantage.===>Svakako da ove promene mogu doneti šanse za ostvarenje buducih konkurentskih prednosti.)
MATCH@E:(These changes surely can inspire opportunities for the achievement of future competitive advantage.===>Svakako da ove promene mogu doneti šanse za ostvarenje budućih konkurentskih prednosti.)
MATCH@M:(As a specific managerial tool, the competitive intelligence (CI) is of special importance for in the manager’s proactive operations as regards the competition.===>Konkurentska inteligencija (competitive intelligence - CI), kao svojevrsni menadžerski alat je posebno znacajna za proaktivno de-lovanje menadžera u odnosu na konkurente.)
MATCH@E:(As a specific managerial tool, the competitive intelligence (CI) is of special importance for in the managers proactive operations as regards the competition Š7Ë.===>Konkurentska inteligencija (competitive intelligence CI), kao svojevrsni menadžerski alat je posebno značajna za proaktivno delovanje menadžera u odnosu na konkurente Š7Ë.)
MATCH@M:(It provides him with a timely insight into the changes in the external reality.===>Ona omogucava pravovremeno sagledavanje promena u eksternoj realnosti.)
MATCH@E:(It provides him with a timely insight into the changes in the external reality.===>Ona omogućava pravovremeno sagledavanje promena u eksternoj realnosti.)
MATCH@M:(The competitive intelligence actually means the knowledge of the overall environment and provides activity-oriented answers to the managers who make strategic decisions concerning competitive positioning in the future , where it is necessary that they should be prepared for a variety of aspects of business doing different from what they are used to, and in strategic management this may mean new ways of thinking based on the “look at the outside“.===>Konkurentska inteligencija se fakticki odnosi na znanje o celokupnom okruženju i daje akciono orijentisane odgovore menadžerima koji donose strategijske odluke koje se ticu konkurentskog pozicioniranja u buducnosti, pri cemu je neophodno da se oni pripreme za mnoge aspekte drugacijeg poslovanja, što u strategijskom menadžmentu može da podrazumeva i nove nacine razmišljanja koji u svojoj osnovi imaju „pogled ka spolja“.)
MATCH@E:(The competitive intelligence actually means the knowledge of the overall environment and provides activity-oriented answers to the managers who make strategic decisions concerning competitive positioning in the future , where it is necessary that they should be prepared for a variety of aspects of business doing different from what they are used to, and in strategic management this may mean new ways of thinking based on the look at the outside.===>Konkurentska inteligencija se faktički odnosi na znanje o celokupnom okruženju i daje akciono orijentisane odgovore menadžerima koji do nose strategijske odluke koje se tiču konkurentskog pozicioniranja u budućnosti, pri čemu je neophodno da se oni pripreme za mnoge aspekte drugačijeg poslovanja, što u strategijskom menadžmentu može da podrazumeva i nove načine razmišljanja koji u svojoj osnovi imaju pogled ka spolja.)
MATCH@M:(This may result in activity, that is, in the firm’s business operations that competition either does not expect or does not recognize clearly enough.===>Ovo može rezultirati u delovanju, odnosno u poslovnim aktivnostima pred-uzeca koje konkurenti ne ocekuju ili dovoljno ne prepoznaju.)
MATCH@E:(This may result in activity, that is, in the firms business operations that competition either does not expect or does not recognize clearly enough.===>Ovo može rezultirati u delovanju, odnosno u poslovnim aktivnostima preduzeća koje konkurenti ne očekuju ili dovoljno ne prepoznaju. 4.)
MATCH@M:(A fast ICT development resulted in the change in the way the goods are produced and the services are delivered, the nature of products and services themselves as well as in the distribution channels.===>Brz razvoj IKT je rezultirao u promenama nacina proizvodnje dobara i pružanja usluga , u prirodi samih proizvoda i usluga, kao i u kanalima distribucije.)
MATCH@E:(4. ~~~ Competitive advantages in the conditions of digital economy A fast ICT development resulted in the change in the way the goods are produced and the services are delivered, the nature of products and services themselves as well as in the distribution channels.===>Konkurentske prednosti u uslovima digitalne ekonomije Brz razvoj IKT je rezultirao u promenama načina proizvodnje dobara i pružanja usluga , u prirodi samih proizvoda i usluga, kao i u kanalima distribucije.)
MATCH@M:(In the last decade, the digital economy has been an important driver of structural changes and economic development in industrial countries and in certain regions.===>Tokom poslednje decenije digitalna ekonomija je bila bitan pokretac strukturnih promena i privrednog razvoja industrijskih zemalja i pojedinih regiona.)
MATCH@E:(In the last decade, the digital economy has been an important driver of structural changes and economic development in industrial countries and in certain regions Š8Ë.===>Tokom poslednje decenije digitalna ekonomija je bila bitan pokretač strukturnih promena i privrednog razvoja industrijskih zemalja i pojedinih regiona Š8Ë.)
MATCH@M:(Numerous sectors of economy are being transformed through a fast development, adoption and implementation of innovation from the information and communication technology sphere.===>Mnogi privredni sektori se transformišu brzim razvojem, prihvatanjem i primenom inovacije iz sfere informacionih i komunikacionih tehnologija.)
MATCH@E:(Numerous sectors of economy are being transformed through a fast development, adoption and implementation of innovation from the information and communication technology sphere.===>Mnogi privredni sektori se transformišu brzim razvojem, prihvatanjem i primenom inovacije iz sfere informacionih i komunikacionih tehnologija.)
MATCH@M:(Especially striking are the changes in the field of the expanding service provision.===>Posebno su upecatljive promene u domenu ekspandiraj ucih uslužnih delatnosti.)
MATCH@E:(Especially striking are the changes in the field of the expanding service provision.===>Posebno su upečatljive promene u domenu ekspandirajućih uslužnih delatnosti.)
MATCH@M:(From the point of view of the firm and the economy in general, the impact of ICT is primarily felt in reducing transaction costs.===>Sa stanovišta preduzeca i privrede u celini u prvi plan dolazi uti-caj IKT na sniženenje transakcionih troškova.)
MATCH@E:(From the point of view of the firm and the economy in general, the impact of ICT is primarily felt in reducing transaction costs.===>Sa stanovišta preduzeća i privrede u celini u prvi plan dolazi uticaj IKT na sniženenje transakcionih troškova.)
MATCH@M:(In case the ICT clusters are formed, the firm’s location is also becoming important.===>Znacajna postaje lokacija preduzeca u slucaju stvaranja IKT klastera.)
MATCH@E:(In case the ICT clusters are formed, the firms location is also becoming important.===>Značajna postaje lokacija preduzeća u slučaju stvaranja IKT klastera.)
MATCH@M:(In creating an appropriate competitive strategy in the conditions of the digital economy the managers should analyse the firm’s position as regards the competition in the sphere of electronic business.===>Prilikom kreiranja odgovarajuce strategije konkurentnosti u uslovima digitalne ekonomije menadžeri bi trebalo da preispitaju poziciju preduzeca u odnosu na konkurente u sferi elektronskog poslovanja.)
MATCH@E:(In creating an appropriate competitive strategy in the conditions of the digital economy the managers should analyse the firms position as regards the competition in the sphere of electronic business.===>Prilikom kreiranja odgovarajuće strategije konkurentnosti u uslovima digitalne ekonomije menadžeri bi trebalo da preispitaju poziciju preduzeća u odnosu na konkurente u sferi elektronskog poslovanja.)
MATCH@M:(Also important is the decision on what should be an adequate role of electronic business in traditional companies.===>Bitna je i odluka o odgovarajucoj ulozi elektronskog poslovanja u tradicionalnim preduzecima.)
MATCH@E:(Also important is the decision on what should be an adequate role of electronic business in traditional companies.===>Bitna je i odluka o odgovarajućoj ulozi elektronskog poslovanja u tradicionalnim preduzećima.)
MATCH@M:(The firm’s competencies in the field of information and communication technologies, as well as the needs for financial resources have to be analysed thoroughly.===>Moraju se objektivno sagledati sposobnosti firme u domenu informacionih i komunikacionih tehnologija, kao i potrebe za finansijskim resursima.)
MATCH@E:(The firms competencies in the field of information and communication technologies, as well as the needs for financial resources have to be analysed thoroughly.===>Moraju se objektivno sagledati sposobnosti firme u domenu informacionih i komunikacionih tehnologija, kao i potrebe za finansijskim resursima.)
MATCH@M:(The developments in the field of cellular telephony are expected to be spectacular in the future.===>Ocekuje se da ce u buducem periodu sve više dolaziti do izražaja razvoj u podrucju mobilnih komunikacija.)
MATCH@E:(The developments in the field of cellular telephony are expected to be spectacular in the future.===>Očekuje se da će u budućem periodu sve više dolaziti do izražaja razvoj u području mobilnih komunikacija.)
MATCH@M:(From the competitive strategies perspectives, the classification of business in the new economy, based on the “physical/digital“ characteristics is also important.===>Sa aspekta konkurentskih strategija je bitna i klasifikacija biznisa u novoj ekonomiji polazeci od karakteristika “fizicko/digitalno”.)
MATCH@E:(From the competitive strategies perspectives, the classification of business in the new economy, based on the physical/digital characteristics is also important Š9Ë.===>Sa aspekta konkurentskih strategija je bitna i klasifikacija biznisa u novoj ekonomiji polazeći od karakteristika fizičko/digitalno Š9Ë.)
MATCH@M:(The product may be physical or digital, the process, too, may be physical or digital, and so may be the case with the mediator.===>Proizvod može biti fizicki ili digitalan, proces takodje može biti fizicki ili digitalan, što je slucaj i sa posrednikom.)
MATCH@E:(The product may be physical or digital, the process, too, may be physical or digital, and so may be the case with the mediator.===>Proizvod može biti fizički ili digitalan, proces takodje može biti fizički ili digitalan, što je slučaj i sa posrednikom.)
MATCH@M:(This results into nine different types of business, from those purely “physical“, to fully digital business types where the product itself, the process, the delivery and the payment are digital.===>Ovo rezultita u devet razlicitih tipova biznisa, od onih koji su cisto “fizickog karaktera “ do u potpunosti digitalnih biznisa kod kojih su sam proizvod, kao i proces, isporuka i placanje digitalni.)
MATCH@E:(This results into nine different types of business, from those purely physical, to fully digital business types where the product itself, the process, the delivery and the payment are digital.===>Ovo rezultita u devet različitih tipova biznisa, od onih koji su čisto fizičkog karaktera do u potpunosti digitalnih biznisa kod kojih su sam proizvod, kao i proces, isporuka i plaćanje digitalni.)
MATCH@M:(The use of the Internet in the digital economy has led to a change in the configuration of certain jobs, as well as to a balance between producers, mediators, and customers.===>U digitalnoj ekonomiji Internet je doveo i do promene konfigurcije pojedinih delatnosti, kao i balan-sa moci izmedju proizvodjaca, posrednika i potrošaca.)
MATCH@E:(The use of the Internet in the digital economy has led to a change in the configuration of certain jobs, as well as to a balance between producers, mediators, and customers.===>U digitalnoj ekonomiji Internet je doveo i do promene konfigurcije pojedinih delatnosti, kao i balansa moći izmedju proizvodjača, posrednika i potrošača.)
MATCH@M:(Thanks to the Internet, he is very well informed on the offers of a variety of manufacturers, or service providers, at relatively low costs of searching, which enables him to make fast comparisons and choose the most appropriate product of a quality, design, and price that he finds appropriate, even in global conditions.===>On je zahvaljujuci Internetu veoma dobro informisan o ponudama raznih proizvo-djaca, odnosno davalaca usluga, uz relativno niske troškove pretraživanja, što mu omogucava da brzo vrši kompariranje i da izabere proizvod onog kvaliteta, dizajna i cene koji njemu odgovara, cak i u globalnim okvirima.)
MATCH@E:(Characteristically, the customer becomes the king of new economy Š10Ë. Thanks to the Internet, he is very well informed on the offers of a variety of manufacturers, or service providers, at relatively low costs of searching, which enables him to make fast comparisons and choose the most appropriate product of a quality, design, and price that he finds appropriate, even in global conditions.===>Karakteristično je da kupac postaje kralj nove ekonomije Š10Ë. ~~~ On je zahvaljujući Internetu veoma dobro informisan o ponudama raznih proizvodjača, odnosno davalaca usluga, uz relativno niske troškove pretraživanja, što mu omogućava da brzo vrši kompariranje i da izabere proizvod onog kvaliteta, dizajna i cene koji njemu odgovara, čak i u globalnim okvirima.)
MATCH@M:(Doing business on the Internet includes not only buying and selling, but also delivering services to customers and cooperation with business partners.===>Obavljanje poslovanja na Internetu ukljucuje ne samo kupovinu i prodaju, vec i pružanje usluga kupcima i saradivanje sa poslovnim partnerima.)
MATCH@E:(Doing business on the Internet includes not only buying and selling, but also delivering services to customers and cooperation with business partners.===>Obavljanje poslovanja na Internetu uključuje ne samo kupovinu i prodaju, već i pružanje usluga kupcima i sarađivanje sa poslovnim partnerima.)
MATCH@M:(It is differentiated in comparison with the traditional way of business doing also in that it eliminates the problem of time difference and geographical distance between the business partners in terms of goods ordering and payments; in case of certain products it applies to the delivery as well.===>Ono se diferencira u odnosu na tradicionalno poslovanje i po tome što eliminiše problem vremenske razlike i geografske udaljenosti izmedu poslovnih partnera vezan za narucivanje i placanje robe, a u slucaju odredenih proizvoda to se odnosi i na isporuku.)
MATCH@E:(It is differentiated in comparison with the traditional way of business doing also in that it eliminates the problem of time difference and geographical distance between the business partners in terms of goods ordering and payments; in case of certain products it applies to the delivery as well.===>Ono se diferencira u odnosu na tradicionalno poslovanje i po tome što eliminiše problem vremenske razlike i geografske udaljenosti između poslovnih partnera vezan za naručivanje i plaćanje robe, a u slučaju određenih proizvoda to se odnosi i na isporuku.)
MATCH@M:(It is in this way that the boundaries of business are expanded to electronic products.===>Na ovaj nacin granice poslovanja se proširuju na elektronske produkte.)
MATCH@E:(It is in this way that the boundaries of business are expanded to electronic products.===>Na ovaj način granice poslovanja se proširuju na elektronske produkte.)
MATCH@M:(From the economic aspect, however, it is important that the return on investments in electronic commerce be higher.===>Medutim, sa ekonomskog aspekta, bitno je da se poveca prinos na investicije u elektronsku trgovinu.)
MATCH@E:(From the economic aspect, however, it is important that the return on investments in electronic commerce be higher.===>Međutim, sa ekonomskog aspekta, bitno je da se poveća prinos na investicije u elektronsku trgovinu.)
MATCH@M:(The customers should be offered higher quality products adjusted to their needs, at lower prices and with higher qualty services.===>Potrošaci bi trebalo da dobiju kvalitetnije proizvode prilagodene njihovim potrebama, po nižim cenama i uz bolje usluge.)
MATCH@E:(The customers should be offered higher quality products adjusted to their needs, at lower prices and with higher qualty services.===>Potrošači bi trebalo da dobiju kvalitetnije proizvode prilagođene njihovim potrebama, po nižim cenama i uz bolje usluge.)
MATCH@M:(Here we need an appropriate software that helps maximise the effectiveness via a new method of business doing.===>Pri tome je neophodan odgovarajuci softver koji dovodi do maksimiziranja efektivnosti kroz novi nacin poslovanja.)
MATCH@E:(Here we need an appropriate software that helps maximise the effectiveness via a new method of business doing.===>Pri tome je neophodan odgovarajući softver koji dovodi do maksimiziranja efektivnosti kroz novi način poslovanja.)
MATCH@M:(Its advantages are in the improvement of quality, activity, the additional services, on one hand, and in the reduction of costs and sales prices, shortening the time cycle, or transaction, on the other, which is especially important in the conditions of the global economic crisis and recovery.===>Njegove prednosti su vezane za povecanje kvaliteta, agilnosti, za dodatne usluge sa jedne strane, i za sniženje troškova i prodajnih cena, smanjenje vremena izlaska na tržište, odnosno realizovanja transakcija sa druge strane, što je posebno važno u uslovima svetske ekonomske krize i oporavka.)
MATCH@E:(Its advantages are in the improvement of quality, activity, the additional services, on one hand, and in the reduction of costs and sales prices, shortening the time cycle, or transaction, on the other, which is especially important in the conditions of the global economic crisis and recovery.===>Njegove prednosti su vezane za povećanje kvaliteta, agilnosti, za dodatne usluge sa jedne strane, i za sniženje troškova i prodajnih cena, smanjenje vremena izlaska na tržište, odnosno realizovanja transakcija sa druge strane, što je posebno važno u uslovima svetske ekonomske krize i oporavka.)
MATCH@M:(A typical example is a well-known American retail company, Wal-Mart Stores.===>Tipican primer je poznata americka maloprodajna kompanija Wal-Mart Stores.)
MATCH@E:(A typical example is a well-known American retail company, Wal-Mart Stores Š12Ë.===>Tipičan primer je poznata američka maloprodajna kompanija Wal-Mart Stores Š12Ë.)
MATCH@M:(The networking equipment market is characterised by a fierce competition globally.===>Na tržištu opreme za umrežavanjeje je prisutna intenzivna konkurencija u globalnim okvirima.)
MATCH@E:(The networking equipment market is characterised by a fierce competition globally.===>Na tržištu opreme za umrežavanjeje je prisutna intenzivna konkurencija u globalnim okvirima.)
MATCH@M:(The example of Alcatel-Lucent is illustrative: among the sources of competitive advantages the company gives priority to technological improvements, product and service quality, a reliable and timely delivery, competitive production costs, flexible production capacities, local attendance and long-term relations with customers.===>Ilustrativan je primer Alcatel-Lucent-a, gde je kod izvora konkurentskih prednosti akcenat na tehnološkim unapredenjima, kvalitetu proizvoda i usluga, pozdanoj i blagovremenoj isporuci, konkurentnim proizvodnim troškovima, fleksibilnim proizvodnim kapacitetima, lokalnom prisustvu i dugorocnim odnosima sa kupcima.)
MATCH@E:(The example of AlcatelLucent is illustrative: among the sources of competitive advantages the company gives priority to technological improvements, product and service quality, a reliable and timely delivery, competitive production costs, flexible production capacities, local attendance and long-term relations with customers Š13Ë.===>Ilustrativan je primer Alcatel-Lucent-a, gde je kod izvora konkurentskih prednosti akcenat na tehnološkim unapređenjima, kvalitetu proizvoda i usluga, pozdanoj i blagovremenoj isporuci, konkurentnim proizvodnim troškovima, fleksibilnim proizvodnim kapacitetima, lokalnom prisustvu i dugoročnim odnosima sa kupcima Š13Ë.)
MATCH@M:(An important factor of differentiation as regards the competition in the conditions of recession may be a desire and competence to offer certain forms of financing.===>Važan faktor diferenciranja u odnosu na konkurente u recesionim uslovima može biti želja i sposobnost da se ponude odredene forme finansirasnja.)
MATCH@E:(An important factor of differentiation as regards the competition in the conditions of recession may be a desire and competence to offer certain forms of financing.===>Važan faktor diferenciranja u odnosu na konkurente u recesionim uslovima može biti želja i sposobnost da se ponude određene forme finansirasnja.)
MATCH@M:(Within its strategic orientation the Samsung company advocates a Smarter Life Concept, especially in Europe.===>U okviru svojih strategijskih opredeljenja kompanija Samsung posebno u Evropi afirmiše koncept “pametnijeg života“ (Smarter Life Concept).)
MATCH@E:(Within its strategic orientation the Samsung company advocates a Smarter Life Concept, especially in Europe.===>U okviru svojih strategijskih opredeljenja kompanija Samsung posebno u Evropi afirmiše koncept pametnijeg života (Smarter Life Concept).)
MATCH@M:(The concept is based on smart design that improves the functionality of the products for the customers, on smart experiences and smart connections that will ensure that the Samsung products can interconnect automatically, share the contents and improve customer experience.===>On se bazira na pametnom dizajnu (smart design) koji povecava funkcionalnost proizvoda za potrošace, pametnim iskustvima (smart experiences) i pametnim povezanostima (smart connections) koje ce omoguciti da se Samsung uredaji medusobno automatski po-vežu, dele sadržaje i unaprede korisnicko iskustvo.)
MATCH@E:(The concept is based on smart design that improves the functionality of the products for the customers, on smart experiences and smart connections that will ensure that the Samsung products can interconnect automatically, share the contents and improve customer experience Š14Ë.===>On se bazira na pametnom dizajnu (smart design) koji povećava funkcionalnost proizvoda za potrošače, pametnim iskustvima (smart experiences) i pametnim povezanostima (smart connections) koje će omogućiti da se Samsung uređaji međusobno automatski povežu, dele sadržaje i unaprede korisničko iskustvo Š14Ë.)
MATCH@M:(It is important to note that, contrary to the previous failures of a large number of dot.com firms following the initial “boom“, the pure dot.com strategy proved successful in many cases nowadays.===>Bitno je naglasiti da se, uprkos ranijem neuspehu mnogih dot.com firmi do koga je došlo nakon pocetnog “buma”, cista dot-.com strategija pokazala u najnovijem periodu u mnogim slucajevima uspe-šnom.)
MATCH@E:(It is important to note that, contrary to the previous failures of a large number of dot.com firms following the initial boom, the pure dot.com strategy proved successful in many cases nowadays.===>Bitno je naglasiti da se, uprkos ranijem neuspehu mnogih dot.com firmi do koga je došlo nakon početnog buma, čista dot-.com strategija pokazala u najnovijem periodu u mnogim slučajevima uspešnom.)
MATCH@M:(This is also characteristic of many an on-line auction.===>Ovo je karakteristicno i za mnoge on-line aukcije.)
MATCH@E:(This is also characteristic of many an on-line auction.===>Ovo je karakteristično i za mnoge on-line aukcije.)
MATCH@M:(New business strategies on the Internet focus on the importance of information.===>Nove poslovne strategije na Internetu fokusiraju znacaj informacija.)
MATCH@E:(New business strategies on the Internet focus on the importance of information.===>Nove poslovne strategije na Internetu fokusiraju značaj informacija.)
MATCH@M:(Economic information is fundamentally different from the economic “thing“.===>Ekonomika informacija se fundamentalno razlikuje od ekonomike “stvari”.)
MATCH@E:(Economic information is fundamentally different from the economic thing.===>Ekonomika informacija se fundamentalno razlikuje od ekonomike stvari.)
MATCH@M:(When a physical product is sold, it is not owned any longer, whereas information retains ownership after the sale and can be sold again.===>Kada se proda fizicki proizvod, on se više ne poseduje, dok se nakon prodaje informacija zadržava vlasništvo i one se mogu dalje prodavati.)
MATCH@E:(When a physical product is sold, it is not owned any longer, whereas information retains ownership after the sale and can be sold again.===>Kada se proda fizički proizvod, on se više ne poseduje, dok se nakon prodaje informacija zadržava vlasništvo i one se mogu dalje prodavati.)
MATCH@M:(A physical thing can be replicated, however, this costs as much as manufacturing the “original“.===>Fizicka stvar se može kopirati, ali to košta skoro isto kao proizvodnja „originala”.)
MATCH@E:(A physical thing can be replicated, however, this costs as much as manufacturing the original.===>Fizička stvar se može kopirati, ali to košta skoro isto kao proizvodnja originala.)
MATCH@M:(On the other hand, the costs of multiplying information are really low, even taking into account the initial costs of research, development, experimenting, and testing.===>Sa druge strane, troškovi multipliko-vanja informacija su veoma niski, uz uvažavanje inicijalnih troškova istraživanja, razvoja, eksperimen-tisanja, testiranja.)
MATCH@E:(On the other hand, the costs of multiplying information are really low, even taking into account the initial costs of research, development, experimenting, and testing.===>Sa druge strane, troškovi multiplikovanja informacija su veoma niski, uz uvažavanje inicijalnih troškova istraživanja, razvoja, eksperimentisanja, testiranja.)
MATCH@M:(While things wear off or are spent in time, information may become obsolete, however it may gain in value through use.===>Dok se stvari vremenom troše ili habaju, informacije mogu da zastare, ali mogu upotrebom i da postanu vrednije.)
MATCH@E:(While things wear off or are spent in time, information may become obsolete, however it may gain in value through use.===>Dok se stvari vremenom troše ili habaju, informacije mogu da zastare, ali mogu upotrebom i da postanu vrednije.)
MATCH@M:(It is evident that tangible products exist in time and space, and that they can be counted or kept in stocks, while information can be found “anywhere and at any time“.===>Evidentno je da opipljivi proizvodi postoje u vremenu i prostoru, pa se mogu brojati ili držati na zalihama, dok se informacije mogu naci “bilo gde i u bilo koje vreme”.)
MATCH@E:(It is evident that tangible products exist in time and space, and that they can be counted or kept in stocks, while information can be found anywhere and at any time Š15Ë.===>Evidentno je da opipljivi proizvodi postoje u vremenu i prostoru, pa se mogu brojati ili držati na zalihama, dok se informacije mogu naći bilo gde i u bilo koje vreme Š15Ë.)
MATCH@M:(The synergy effects in the cooperation between firms were recognized at the first European B2B Internet market for commodity industries in 2000.===>Sinergijski efekti kroz saradnju preduzeca dolaze do izražaja na prvom evropskom B2B Internet tržištu za industrije potrošnih dobara od 2000. godine.)
MATCH@E:(The synergy effects in the cooperation between firms were recognized at the first European B2B Internet market for commodity industries in 2000.===>Sinergijski efekti kroz saradnju preduzeća dolaze do izražaja na prvom evropskom B2B Internet tržištu za industrije potrošnih dobara od 2000. godine.)
MATCH@M:(It was initiated by the Nestle and Danone group companies as leaders in the food industry, and was further established by Henkel and SAP Markets on mySAP.com e-busness platform.===>Inicijativa je potekla od kompanija Nestlé i Danone Group kao lidera u prehrambenoj industriji, a uspostavili su ga, pored ove dve kompanije i Henkel i SAP Markets na mySAP.com e-business platformi.)
MATCH@E:(It was initiated by the Nestlé and Danone group companies as leaders in the food industry, and was further established by Henkel and SAP Markets on mySAP.com ebusness platform Š16Ë.===>Inicijativa je potekla od kompanija Nestlé i Danone Group kao lidera u prehrambenoj industriji, a uspostavili su ga, pored ove dve kompanije i Henkel i SAP Markets na mySAP.com e-business platformi Š16Ë.)
MATCH@M:(A growing portion of economic value in the digital economy is the product of electronic devices.===>Rastuci deo ekonomske vrednosti u digitalnoj ekonomiji je proizvod elektronskih sredstava.)
MATCH@E:(A growing portion of economic value in the digital economy is the product of electronic devices.===>Rastući deo ekonomske vrednosti u digitalnoj ekonomiji je proizvod elektronskih sredstava.)
MATCH@M:(In the new economy which is dynamic, global and networked, the most important competitiveness factors are innovations, product and service quality, time and low costs.===>U novoj ekonomiji, koja je dinamicka, globalna i umrežena, najznacajniji faktori konkurentnosti su inovacije, kvalitet proizvoda i usluga, vreme i niski troškovi.)
MATCH@E:(In the new economy which is dynamic, global and networked, the most important competitiveness factors are innovations, product and service quality, time and low costs.===>U novoj ekonomiji, koja je dinamička, globalna i umrežena, najznačajniji faktori konkurentnosti su inovacije, kvalitet proizvoda i usluga, vreme i niski troškovi.)
MATCH@M:(From the economic aspect, it is important that marginal production and distribution costs for digital products are very low.===>Sa ekonomskog aspekta je znacajno da su za digitalne proizvode marginalni troškovi proizvodnje i distribucije veoma niski.)
MATCH@E:(From the economic aspect, it is important that marginal production and distribution costs for digital products are very low.===>Sa ekonomskog aspekta je značajno da su za digitalne proizvode marginalni troškovi proizvodnje i distribucije veoma niski.)
MATCH@M:(This refers to software, music, electronic books and magazines, films.===>To se odnosi na softver, muziku, elektronske knjige i casopise, filmove.)
MATCH@E:(This refers to software, music, electronic books and magazines, films.===>To se odnosi na softver, muziku, elektronske knjige i časopise, filmove.)
MATCH@M:(The importance of connectivity enabling innovation and technologies increases, since communications are the basis of on-line business.===>Povecava se znacaj inovacija i tehnologija koje omogucavaju povezanosti, pošto su u osnovi on-line poslovanja komunikacije.)
MATCH@E:(The importance of connectivity enabling innovation and technologies increases, since communications are the basis of on-line business.===>Povećava se značaj inovacija i tehnologija koje omogućavaju povezanosti, pošto su u osnovi on-line poslovanja komunikacije.)
MATCH@M:(Certain authors use the term click-here economy, linking it to a broader choice of customers due to the Internet use.===>Neki autori koriste izraz “klikni ovde” ekonomija (click here economy) vezujuci ga za veci izbor potrošaca zahvaljujuci korišce-nju Interneta.)
MATCH@E:(Certain authors use the term click-here economy, linking it to a broader choice of customers due to the Internet use.===>Neki autori koriste izraz klikni ovde ekonomija (click here economy) vezujući ga za veći izbor potrošača zahvaljujući korišćenju Interneta.)
MATCH@M:(The same logic can be applied to the business related to the transactions between two organizations - B2B (business-to-business), where electronic catalogues and direct electronic connections change the supply practices of the firm.===>Ista logika važi u slucaju poslovanja koje se odnosi na transakcije izmedu dve organiza-cije-B2B (business-to-business), gde elektronski katalozi i direktne elektronske veze uticu na promenu nabavne prakse preduzeca.)
MATCH@E:(The same logic can be applied to the business related to the transactions between two organizations B2B (business-tobusiness), where electronic catalogues and direct electronic connections change the supply practices of the firm.===>Ista logika važi u slučaju poslovanja koje se odnosi na transakcije između dve organizacije-B2B (business-to-business), gde elektronski katalozi i direktne elektronske veze utiču na promenu nabavne prakse preduzeća.)
MATCH@M:(All the above analysed show that understanding that the Internet customer is an entirelly new entity for whom on-line behaviour is typical makes the crucial first step in creating a competitive strategy.===>Iz svega do sada analiziranog prozilazi da je presudan prvi korak u kreiranju konkurentske strategije u elektronskoj ekonomiji razumevanje da Internet potrošac predstavlja potpuno novi entitet za koga je tipicno on-line ponašanje.)
MATCH@E:(All the above analysed show that understanding that the Internet customer is an entirelly new entity for whom on-line behaviour is typical makes the crucial first step in creating a competitive strategy.===>Iz svega do sada analiziranog prozilazi da je presudan prvi korak u kreiranju konkurentske strategije u elektronskoj ekono miji razumevanje da Internet potrošač predstavlja potpuno novi entitet za koga je tipično on-line ponašanje.)
MATCH@M:(In the case of “new“ customers the subject of their purchase (tangible and electronic products), the reason and the manner in which they make their purchases change.===>U slucaju “novih” potrošaca menja se predmet njihove kupovine (opipljivi i elektronski proizvodi), razlog kupovine i nacin kupovine.)
MATCH@E:(In the case of new customers the subject of their purchase (tangible and electronic products), the reason and the manner in which they make their purchases change.===>U slučaju novih potrošača menja se predmet njihove kupovine (opipljivi i elektronski proizvodi), razlog kupovine i način kupovine.)
MATCH@M:(In an interactive communication with the company on the Internet they express different expectations.===>Oni imaju drugacija ocekivanja kada su u interaktivnoj komunikaciji sa preduzecem na Internetu.)
MATCH@E:(In an interactive communication with the company on the Internet they express different expectations.===>Oni imaju drugačija očekivanja kada su u interaktivnoj komunikaciji sa preduzećem na Internetu.)
MATCH@M:(Here the expression “Market is conversation“ gets its full meaning.===>Tu dolazi do izražaja shvatanje “Tržište je konverzacija”.)
MATCH@E:(Here the expression Market is conversation gets its full meaning.===>Tu dolazi do izražaja shvatanje Tržište je konverzacija.)
MATCH@M:(The customers expect a product or a service especially adapted to them in the custom-ation process.===>Kupci ocekuju proizvod ili uslugu koji su u procesu kastomizacije njima specijalno prilagodeni.)
MATCH@E:(The customers expect a product or a service especially adapted to them in the customation process.===>Kupci očekuju proizvod ili uslugu koji su u procesu kastomizacije njima specijalno prilagođeni.)
MATCH@M:(Besides, they can buy comfortably seated in their rooms or offices, 24 hours a day, 7 days in a week, which is in the “digital world“ known as “24x7“.===>Pri svemu tome oni mogu udobno obaviti kupovinu iz svoje sobe ili kancelarije 24 sata dnevno, 7 dana u nedelji, što je u okviru “digitalnog pejzaža” poznato kao “24x7”.)
MATCH@E:(Besides, they can buy comfortably seated in their rooms or offices, 24 hours a day, 7 days in a week, which is in the digital world known as 24x7.===>Pri svemu tome oni mogu udobno obaviti kupovinu iz svoje sobe ili kancelarije 24 sata dnevno, 7 dana u nedelji, što je u okviru digitalnog pejzaža poznato kao 24x7.)
MATCH@M:(In case of alternative competitive electronic business strategies, practice has shown that managers often create strategies that, starting from the model of generic competitive strategies proposed by M. Porter, simultaneously follow the orientation towards low costs, differentiation, and focusing.===>Kada su u pitanju alternativne konkurentske strategije elektronskog poslovanja, praksa je pokazala da se od strane menadžera cesto kreiraju strategije koje, polazeci od modela generickih konkurentskih strategija M Porter-a, simultano slede orijentaciju ka niskim troškovima, diferencijaciji i fokusiranju.)
MATCH@E:(In case of alternative competitive electronic business strategies, practice has shown that managers often create strategies that, starting from the model of generic competitive strategies proposed by M. Porter, simultaneously follow the orientation towards low costs, differentiation, and focusing Š17Ë.===>Kada su u pitanju alternativne konkurentske strategije elektronskog poslovanja, praksa je pokazala da se od strane menadžera često kreiraju strategije koje, polazeći od modela generičkih konkurentskih strategija M Porter-a, simultano slede orijentaciju ka niskim troškovima, diferencijaciji i fokusiranju Š17Ë.)
MATCH@M:(In their relevant and quite unique approach, A. Hax and D. Wilde propose a new framework for generic strategies in the conditions of modern, knowledge-based, global economy - the Delta model in the form of triangle whose three tenets represent three types of new strategies: the best product, solutions for customers, and connections.===>Relevantan je i originalni pristup A.Haxa i D.Wilde-a koji su predložili nov okvir za genericke strategije u uslovima savremene, na znanju bazirane, globalne ekonomije - Delta model u obliku tro-ugla cija tri temena predstavljaju tri tipa novih strategija: najbolji proizvod, rešenja za kupce i povezanosti.)
MATCH@E:(In their relevant and quite unique approach, A. Hax and D. Wilde propose a new framework for generic strategies in the conditions of modern, knowledgebased, global economy the Delta model in the form of triangle whose three tenets represent three types of new strategies: the best product, solutions for customers, and connections Š18Ë.===>Relevantan je i originalni pristup A.Haxa i D.Wilde-a koji su predložili nov okvir za generičke strategije u uslovima savremene, na znanju bazirane, globalne ekonomije Delta model u obliku trougla čija tri temena predstavljaju tri tipa novih strategija: najbolji proizvod, rešenja za kupce i povezanosti Š18Ë.)
MATCH@M:(The strategic option of developing the best product is related to the traditional sources of competitive advantages on the basis of lower costs in comparison to competition and differentiation.===>Strategijska opcija razvijanja najboljeg proizvoda je vezana za tradicionalne izvore konku-remtskih prednosti na bazi nižih troškova u odnosu na konkurente i diferencijaciju.)
MATCH@E:(The strategic option of developing the best product is related to the traditional sources of competitive advantages on the basis of lower costs in comparison to competition and differentiation.===>Strategijska opcija razvijanja najboljeg proizvoda je vezana za tradicionalne izvore konkuremtskih prednosti na bazi nižih troškova u odnosu na konkurente i diferencijaciju.)
MATCH@M:(The second strategic alternative is developed in case of a broader concept of offer of a product or a service that meets the majority of or even all customers’ needs.===>Druga strategijska alternativa se razvija u slucaju šireg koncepta ponude proizvoda i usluga koji zadovoljavaju vecinu ili cak sve potrebe kupaca.)
MATCH@E:(The second strategic alternative is developed in case of a broader concept of offer of a product or a service that meets the majority of or even all customers needs.===>Druga strategijska alternativa se razvija u slučaju šireg koncepta ponude proizvoda i usluga koji zadovoljavaju većinu ili čak sve potrebe kupaca.)
MATCH@M:(The focus here is upon the customer, rather than a product.===>Ovde je fokus na kupcu, a ne na proizvodu.)
MATCH@E:(The focus here is upon the customer, rather than a product.===>Ovde je fokus na kupcu, a ne na proizvodu.)
MATCH@M:(This is largely viable due to the possibility of direct communication with customers via the internet.===>Ovo je u velikoj meri izvodljivo zahvaljujuci mogucnostima direktnog komuniciranja sa kupcima putem Interneta.)
MATCH@E:(This is largely viable due to the possibility of direct communication with customers via the internet.===>Ovo je u velikoj meri izvodljivo zahvaljujući mogućnostima direktnog komuniciranja sa kupcima putem Interneta.)
MATCH@M:(From the aspect of a successful design and implementation of this strategy the relationship marketing is very important.===>Sa aspekta uspe-šnog kreiranja i realizacije ove strategije od posebnog znacaja je relacioni marketing.)
MATCH@E:(From the aspect of a successful design and implementation of this strategy the relationship marketing is very important.===>Sa aspekta uspešnog kreiranja i realizacije ove strategije od posebnog značaja je relacioni marketing.)
MATCH@M:(The firm tends to provide a related group of products and services aiming to increase the customers’ ability to create their own econimic value.===>Preduzece teži da obezbedi povezanu grupu proizvoda i usluga sa ciljem da poveca sposobnost kupaca da kreiraju sopstvenu ekonomsku vrednost.)
MATCH@E:(The firm tends to provide a related group of products and services aiming to increase the customers ability to create their own econimic value.===>Preduzeće teži da obezbedi povezanu grupu proizvoda i usluga sa ciljem da poveća sposobnost kupaca da kreiraju sopstvenu ekonomsku vrednost.)
MATCH@M:(The innovation process is oriented towards a joint approach (with customers) in the development of distinctive products and building and main-tenence of a long-term relationship with them.===>Inovativni proces je usmeren na zajednicki razvoj distinktivnih proizvoda sa kupcima u sklopu izgradnje i održavanja dugorocnih odnosa sa njima.)
MATCH@E:(The innovation process is oriented towards a joint approach (with customers) in the development of distinctive products and building and maintenence of a long-term relationship with them.===>Inovativni proces je usmeren na zajednički razvoj distinktivnih proizvoda sa kupcima u sklopu izgradnje i održavanja dugoročnih odnosa sa njima.)
MATCH@M:(The broadest range is the one belonging to the third strategic option which starts from the systems approach to business, taking into account all those who contribute to the economic value creation.===>Najširi opseg ima treca strategijska opcija koja polazi od sistemskog pristupa biznisu, pri cemu se uzimaju u obzir svi koji doprinose stvaranju ekonomske vrednosti.)
MATCH@E:(The broadest range is the one belonging to the third strategic option which starts from the systems approach to business, taking into account all those who contribute to the economic value creation.===>Najširi opseg ima treća strategijska opcija koja polazi od sistemskog pristupa biznisu, pri čemu se uzimaju u obzir svi koji doprinose stvaranju ekonomske vrednosti.)
MATCH@M:(The resource-based strategic concept primarily deals with with the problem of how the firm can provide the factors necessary in creating core competencies that make the basis for establishing sustainable competitive advantages in the complex process of strategy implementation.===>Koncept strategije baziran na resursima se pre svega odnosi na problematiku kako da preduzece obez-bedi faktore potrebne za kreiranje jezgra kompetencija koje cini bazu za uspostavljanje postojanih konkurentskih prednosti u složenom procesu implementacije strategije.)
MATCH@E:(The resource-based strategic concept primarily deals with with the problem of how the firm can provide the factors necessary in creating core competencies that make the basis for establishing sustainable competitive advantages in the complex process of strategy implementation.===>Koncept strategije baziran na resursima se pre svega odnosi na problematiku kako da preduzeće obezbedi faktore potrebne za kreiranje jezgra kompetencija koje čini bazu za uspostavljanje postojanih konkurentskih prednosti u složenom procesu implementacije strategije.)
MATCH@M:(Strategy is also understood as a function of quality and quantity of the firm’s competencies without which it is basically “powerless“.===>Strategija se shvata i kao funkcija kvaliteta i kvantiteta sposobnosti preduzeca bez kojih ona u osnovi „nema snagu“.)
MATCH@E:(Strategy is also understood as a function of quality and quantity of the firms competencies without which it is basically powerless.===>Strategija se shvata i kao funkcija kvaliteta i kvantiteta sposobnosti preduzeća bez kojih ona u osnovi nema snagu.)
MATCH@M:(The newly established relationship between firms of various sizes, their cooperation and networking resulted into the generation of a new mental space as well as into the implementation of genuine business models on a global basis.===>Novouspostavlje-ni odnosi izmedu preduzeca razlicitih velicina, njihova saradnja i ulaženje u poslovne mreže su uticali na stvaranje novog mentalnog prostora i na prime-nu originalnih poslovnih modela u globalnim okvirima.)
MATCH@E:(The newly established relationship between firms of various sizes, their cooperation and networking resulted into the generation of a new mental space as well as into the implementation of genuine business models on a global basis.===>Novouspostavljeni odnosi između preduzeća različitih veličina, njihova saradnja i ulaženje u poslovne mreže su uticali na stvaranje novog mentalnog prostora i na primenu originalnih poslovnih modela u globalnim okvirima.)
MATCH@M:(The development of business connections leads to innovation outsourcing practice too.===>Razvoj poslovnih povezanosti dovodi i do prakse autsorsinga inovacija.)
MATCH@E:(The development of business connections leads to innovation outsourcing practice too.===>Razvoj poslovnih povezanosti dovodi i do prakse autsorsinga inovacija.)
MATCH@M:(Besides, innovative processes require flexible and customized responses and answers, a continual experimenting and testing.===>Pored toga, inovativni procesi zahtevaju fleksibilne i kastomozirane reakcije i odgovore, kontinuirano eksperimentisanje i testiranje.)
MATCH@E:(Besides, innovative processes require flexible and customized responses and answers, a continual experimenting and testing.===>Pored toga, inovativni procesi zahtevaju fleksibilne i kastomozirane reakcije i odgovore, kontinuirano eksperimentisanje i testiranje.)
MATCH@M:(One of the key words of the new strategic approach is the strategic framework whose typical features are non-linearity, changeable boundaries of the firm, holistic understanding of the business, involvement into industrial clusters, open-ended innovation and a continual review of business models.===>Jedna od kljucnih reci novog strategijskog pristupa je strategijski okvir u kome su tipicni nelinerarnost, promenljive granice preduzeca, holisticko poimanje poslovanja, ukljucenost u industriijske klastere, otvorene inovacije i kontinuirano preispitivanje poslovnih modela.)
MATCH@E:(In the conditions of digitalization the products are increasingly made to order, and information is highly personalized Š19Ë. One of the key words of the new strategic approach is the strategic framework whose typical features are non-linearity, changeable boundaries of the firm, holistic understanding of the business, involvement into industrial clusters, openended innovation and a continual review of business models.===>U uslovima digitalizacije sve više se proizvodi izrađuju po porudžbini, a informacije su krajnje personalizovane Š19Ë. ~~~ Jedna od ključnih reči novog strategijskog pristupa je strategijski okvir u kome su tipični nelinerarnost, promenljive granice preduzeća, holističko poimanje poslovanja, uključenost u industriijske klastere, otvorene inovacije i kontinuirano preispitivanje poslovnih modela.)
BAD_LINE_=============================================================
BAD_LINE_M:One of the key words of the new strategic approach is the strategic framework whose typical features are non-linearity, changeable boundaries of the firm, holistic understanding of the business, involvement into industrial clusters, open-ended innovation and a continual review of business models.
BAD_LINE_M:Jedna od kljucnih reci novog strategijskog pristupa je strategijski okvir u kome su tipicni nelinerarnost, promenljive granice preduzeca, holisticko poimanje poslovanja, ukljucenost u industriijske klastere, otvorene inovacije i kontinuirano preispitivanje poslovnih modela.
BAD_LINE_E:In the conditions of digitalization the products are increasingly made to order, and information is highly personalized Š19Ë. One of the key words of the new strategic approach is the strategic framework whose typical features are non-linearity, changeable boundaries of the firm, holistic understanding of the business, involvement into industrial clusters, openended innovation and a continual review of business models.
BAD_LINE_E:U uslovima digitalizacije sve više se proizvodi izrađuju po porudžbini, a informacije su krajnje personalizovane Š19Ë. ~~~ Jedna od ključnih reči novog strategijskog pristupa je strategijski okvir u kome su tipični nelinerarnost, promenljive granice preduzeća, holističko poimanje poslovanja, uključenost u industriijske klastere, otvorene inovacije i kontinuirano preispitivanje poslovnih modela.
MATCH@M:(The analogy with biology via understanding the business ecosystem, as well as the analogy with physics via energy related categories are inspiring.===>Inspirativna je analogija sa biologijom preko shvatanja ekosistema biznisa, kao i anlogiija sa fizikom kroz kategorije vezane za energiju.)
MATCH@E:(The analogy with biology via understanding the business ecosystem, as well as the analogy with physics via energy related categories are inspiring.===>Inspirativna je analogija sa biologijom preko shvatanja ekosistema biznisa, kao i anlogiija sa fizikom kroz kategorije vezane za energiju.)
MATCH@M:(Also relevant is a recent poised strategy approach and the adequate method of performance measuring.===>Relevantan je noviji pristup „uravnotežene strategije“ (poised strategy) i njoj odgovarajuceg nacina merenja performansi.)
MATCH@E:(Also relevant is a recent poised strategy approach and the adequate method of performance measuring Š20Ë.===>Relevantan je noviji pristup uravnotežene strategije (poised strategy) i njoj odgovarajućeg načina merenja performansi Š20Ë.)
MATCH@M:(The poised strategy is connected to the firm’s dynamic competence the basis of which is a specific way of thinking, the managerial skills of balancing, as well as the organizational competence to energize, revitalize and change itself.===>Uravnotežena strategija je povezana sa dinamickom sposobnošcu organizacije u cijoj su osnovi specifican nacin razmišljanja, menadžerske veštine balansiranja, kao i sposobnosti da se organizacija sama energizira, revitalizuje i promeni.)
MATCH@E:(The poised strategy is connected to the firms dynamic competence the basis of which is a specific way of thinking, the managerial skills of balancing, as well as the organizational competence to energize, revitalize and change itself.===>Uravnotežena strategija je povezana sa dinamičkom sposobnošću organizacije u čijoj su osnovi specifičan način razmišljanja, menadžerske veštine balansiranja, kao i sposobnosti da se organizacija sama energizira, revitalizuje i promeni.)
MATCH@M:(Such an organization is characterised by a creative energy and dynamics through “movement“ in different or newly created conditions.===>Ovakvu organizaciju karakteriše kreativna energija i dinamika kroz „kretanja“ u drugacjim ili novonastalim prilikama.)
MATCH@E:(Such an organization is characterised by a creative energy and dynamics through movement in different or newly created conditions.===>Ovakvu organizaciju karakteriše kreativna energija i dinamika kroz kretanja u drugačjim ili novonastalim prilikama.)
MATCH@M:(In practice, the poised strategy means a larger number of business models in order to realize the innovation of values for the product buyers or service users that the firm offers.===>U praksi uravnotežena strategija podrazumeva veci broj poslovnih modela u smislu portfolia tradicionalnih i novih poslovnih modela da bi se ostvarile inovacije vrednosti za kupce proizvoda, odnosno korisnike usluga koje im preduzece nudi.)
MATCH@E:(In practice, the poised strategy means a larger number of business models in order to realize the innovation of values for the product buyers or service users that the firm offers.===>U praksi uravnotežena strategija podrazumeva veći broj poslovnih modela u smislu portfolia tradicionalnih i novih poslovnih modela da bi se ostvarile inovacije vrednosti za kupce proizvoda, odnosno korisnike usluga koje im preduzeće nudi.)
MATCH@M:(The incremental and penetrating innovation competencies in business networks understood as eco-systems are also important.===>Bitne su i inkrementalne, i prodorne inovacioni sposobnosti u poslovnim mrežama koje se oznacavaju i kao poslovni ekosistemi.)
MATCH@E:(The incremental and penetrating innovation competencies in business networks understood as eco-systems are also important.===>Bitne su i inkrementalne, i prodorne inovacioni sposobnosti u poslovnim mrežama koje se označavaju i kao poslovni ekosistemi.)
MATCH@M:(The capacity space, as a specific type of mental space, includes the attitude towards resources, competences and dynamics of innovation, and is especially important when a manger focuses upon improving competitiveness.===>Prostor sposobnosti (capability space), kao poseban vid mentalnog prostora, obuhvata stav prema resursima, kompetencijama i dinamici inovacija i narocito dolazi do izražaja kada je u fokusu menadžera povecanje konkurentnosti.)
MATCH@E:(The capacity space, as a specific type of mental space, includes the attitude towards resources, competences and dynamics of innovation, and is especially important when a manger focuses upon improving competitiveness.===>Prostor sposobnosti (capability space), kao poseban vid mentalnog prostora, obuhvata stav prema resursima, kompetencijama i dinamici inovacija i naročito dolazi do izražaja kada je u fokusu menadžera povećanje konkurentnosti.)
MATCH@M:(The intangivle intellectual assets have become crucially important as a competitiveness factor at the beginning of the 21st century.===>Neopipljiva intelektualna imovina postaje od presudne važnosti kao faktor konkurentnosti na pocetku 21.veka.)
MATCH@E:(The intangivle intellectual assets have be come crucially important as a competitiveness factor at the beginning of the 21st century.===>Neopipljiva intelektualna imovina postaje od presudne važnosti kao faktor konkurentnosti na početku 21.veka.)
MATCH@M:(The committment to study, to knowledge acquisition and sharing is immanent to innovative firms.===>Posvecenost ucenju, sticanju i delenju znanja je imanentna inovativnim preduzecima.)
MATCH@E:(The committment to study, to knowledge acquisition and sharing is immanent to innovative firms.===>Posvećenost učenju, sticanju i delenju znanja je imanentna inovativnim preduzećima.)
MATCH@M:(The networking of knowledge is a process running both inside and outside the company, with open-ended innovation processes.===>Umrežavanje znanja se odvija i unutar, i izvan preduzeca, uz otvorenost inova-cionih procesa.)
MATCH@E:(The networking of knowledge is a process running both inside and outside the company, with open-ended innovation processes.===>Umrežavanje znanja se odvija i unutar, i izvan preduzeća, uz otvorenost inovacionih procesa.)
MATCH@M:(The poised strategy focuses upon a specific rejuvenation of the firm, via a challenging dynamic re-energizing based on manifold business models in varied business eco-systems connected to a large number of business competencies, suitable for multidisciplinary and multidimensional knowledge, with adopting appropriate impacts, which basically is a vitalistic approach to business and its organic connections.===>Uravnotežena strategija se fokusira na svojevrsno podmladivanje preduzeca kroz izazovno dinamicko re-energiziranje zasnovano na mnogostrukim poslovnim modelima u razlicitim poslovnim ekosistemima koji su vezani za više privrednih delatnosti, pogodni za multidisciplinarna i multi-dimenziona znanja uz prihvatanje odgovarajucih uticaja, što u osnovi predstavlja vitalisticki pristup biznisu i njegovim organskim povezanostima.)
MATCH@E:(The poised strategy focuses upon a specific rejuvenation of the firm, via a challenging dynamic re-energizing based on manifold business models in varied business eco-systems connected to a large number of business competencies, suitable for multidisciplinary and multidimensional knowledge, with adopting appropriate impacts, which basically is a vitalistic approach to business and its organic connections.===>Uravnotežena strategija se fokusira na svojevrsno podmlađivanje preduzeća kroz iza zovno dinamičko re-energiziranje zasnovano na mnogostrukim poslovnim modelima u različitim poslovnim ekosistemima koji su vezani za više privrednih delatnosti, pogodni za multidisciplinarna i multidimenziona znanja uz prihvatanje odgovarajućih uticaja, što u osnovi predstavlja vitalistički pristup biznisu i njegovim organskim povezanostima.)
MATCH@M:(Especially challenging for the companies oriented towards innovation-based competitive advantages creation are issues related to human resources - recruiting and development of innovators who will create an important invention as a turnpoint in the developmental sense, since talent is a rare resource.===>Za preduzeca koja su orijentisane na kreiranje konkurentskih prednosti na bazi inovacije narocit izazov je vezan za ljudske resurse - za pronalaženje i razvoj inovatora koji ce kreirati važno otkrice kao prekretnicu u razvojnom smislu, pošto je talenat redak resurs.)
MATCH@E:(Especially challenging for the companies oriented towards innovation-based competitive advantages creation are issues related to human resources recruiting and development of innovators who will create an important invention as a turnpoint in the developmental sense, since talent is a rare resource.===>Za preduzeća koja su orijentisane na kreiranje konkurentskih prednosti na bazi inovacije naročit izazov je vezan za ljudske resurse za pronalaženje i razvoj inovatora koji će kreirati važno otkriće kao prekretnicu u razvojnom smislu, pošto je talenat redak resurs.)
MATCH@M:(The estimates are that only 5-10% managers with high potentials in modern corporations command the skills and capabilities to become innovators in any given period of time.===>Procena je da u savremenim korporacijama 5-10% menadžera sa visokim potencijalom u bilo kom datom vremenskom periodu imaju veštine i osobine da postanu inovatori.)
MATCH@E:(The estimates are that only 5-10% managers with high potentials in modern corporations command the skills and capabilities to become innovators in any given period of time Š21Ë.===>Procena je da u savremenim korporacijama 5-10% menadžera sa visokim potencijalom u bilo kom datom vremenskom periodu imaju veštine i osobine da postanu inovatori Š21Ë.)
MATCH@M:(In a large number of manufacturing and service industries, the creation of a powerful base of talents in the company and the building of intellectual capital are considered to be crucial for a satisfactory implementation of a competitive strategy and achieving planned goals.===>U velikom broju proizvodnih i uslužnih delatnosti stvaranje jake baze talenata preduzeca i izgradnja intelektualnog kapitala se smatraju presudnim za zadovoljavajuce sprovodenje konkurentske strategije i za ostvarenje planiranih ciljeva.)
MATCH@E:(In a large number of manufacturing and service industries, the creation of a powerful base of talents in the company and the building of intellectual capital are considered to be crucial for a satisfactory implementation of a competitive strategy and achieving planned goals.===>U velikom broju proizvodnih i uslužnih delatnosti stvaranje jake baze talenata preduzeća i izgradnja intelektualnog kapitala se smatraju presudnim za zadovoljavajuće sprovođenje konkurentske strategije i za ostvarenje planiranih ciljeva.)
MATCH@M:(Many successful companies conduct intensive processes of talent management.===>Mnoge uspešne kompanije imaju intenzivne procese upravljanja talentima.)
MATCH@E:(Many successful companies conduct intensive processes of talent management.===>Mnoge uspešne kompanije imaju intenzivne procese upravljanja talentima.)
MATCH@M:(These initi-etives may result into the creation of a specific innovation node from whose perspective the innovators will have a better insight into how the existing products, services, ideas, human resources or the entire business may be recombined in new, value adding ways.===>Ove inicijative mogu rezultirati u stvaranju svojevrsnog ino-vacionog cvorišta iz cije perspektive inovatori mogu bolje da sagledaju kako postojeci proizvodi, usluge, ideje, ljudski resursi ili celokupan biznis mogu biti rekombinovani na nove nacine koji dodaju vred-nost.)
MATCH@E:(These initietives may result into the creation of a specific innovation node from whose perspective the innovators will have a better insight into how the existing products, services, ideas, human resources or the entire business may be recombined in new, value adding ways.===>Ove inicijative mogu rezultirati u stvaranju svojevrsnog inovacionog čvorišta iz čije perspektive inovatori mogu bolje da sagledaju kako postojeći proizvodi, usluge, ideje, ljudski resursi ili celokupan biznis mogu biti rekombinovani na nove načine koji dodaju vrednost.)
MATCH@M:(The analysis of the Bloomberg Businessweek list of the most innovative companies in the world in 2010 has shown that the “top 12“ were the following: Apple, Google, Microsoft, IBM, Toyota Motor, Amazon.com, LG Electronics, BYD, General Electric, Sony, Samsung Electronics, Intel.===>Analiza Bloomberg Businessweek liste najinovativ-nijih kompanija u svetu u 2010. godini pokazuje da su „top 12“ najinovativnijih bile sledece kompanije: Apple, Google, Microsoft, IBM, Toyota Motor, Amazon.com, LG Electronics, BYD, General Electric, Sony, Samsung Electronics, Intel.)
MATCH@E:(IBM, The analysis of the Bloomberg Businessweek list of the most innovative companies in the world in 2010 has shown that the top 12 were the following: Apple, Google, Microsoft, Toyota Motor, Amazon.com, LG Electronics, BYD, General Electric, Š22Ë. Importantly Sony, Samsung Electronics, Intel enough, the list contains a large number of Asian companies, innovative in global aspects.===>Analiza Bloomberg Businessweek liste najinovativnijih kompanija u svetu u 2010. godini pokazuje da su top 12 najinovativnijih bile sledeće kompanije: ~~~ Apple, Google, Microsoft, IBM, Toyota Motor, Amazon.com, LG Electronics, BYD, General Electric, Sony, Samsung Electronics, Intel Š22Ë. ~~~ Karakteristično je da su na ovoj listi i mnoge azijske kompanije koje su inovativne u globalnim okvirima.)
MATCH@M:(The majority of the companies listed rank among the most competitive companies in terms of their offer on the global market and as concerns the demands of digital economy.===>Vecina navedenih kompanija spada u najkonkurentnije kompanije kada je rec o ponudi na globalnom tržištu sa aspekta zahteva digitalne ekonomije.)
MATCH@E:(The majority of the companies listed rank among the most competitive companies in terms of their offer on the global market and as concerns the demands of digital economy.===>Većina navedenih kompanija spada u najkonkurentnije kompanije kada je reč o ponudi na globalnom tržištu sa aspekta zahteva digitalne ekonomije.)
MATCH@M:(It is important to stress that the sixth best dot.com company is the Amazon.com company which has successfully implemented both the diversification strategy and the competitiveness improvement strategy on the basis of certain categories of cost reduction.===>Bitno je naglasiti da je na šestom mestu dot.com kompanija Amazon.com koja je uspešno primenila strategiju diverzifikacije i strategiju povecanja konkurentnosti na bazi sniženja odredenih kategorija troškova.)
MATCH@E:(It is important to stress that the sixth best dot.com company is the Amazon.com company which has successfully implemented both the diversification strategy and the competitiveness improvement strategy on the basis of certain categories of cost reduction.===>Bitno je naglasiti da je na šestom mestu dot.com kompanija Amazon.com koja je uspešno primenila strategiju diverzifikacije i strategiju povećanja konkurentnosti na bazi sniženja određenih kategorija troškova.)
MATCH@M:(The highest income growth rates among the “top 12“ in the 2006 - 2009 period were achieved by BYD (42%), Google (31%), Apple (30%), and Amazon.com (29%).===>Najvece stope rasta prihoda medu „top 12“ u periodu od 2006. do 2009. godine (u%) su imale kompanije BYD (42%), Google (31%), Apple (30%) i Amazon.com (29%).)
MATCH@E:(The highest income growth rates among the top 12 in the 2006 2009 period were achieved by BYD (42%), Google (31%), Apple (30%), and Amazon.com (29%).===>Najveće stope rasta prihoda među top 12 u periodu od 2006. do 2009. godine (u%) su imale kompanije BYD (42%), Google (31%), Apple (30%) i Amazon.com (29%).)
MATCH@M:(The strategic orientation of the Apple company includes its committment to the best consumer experience of their customers through innovative hardware, software, computer peripherals, services and the internet offer.===>Strategijska orijentacija kompanije Apple ukljucuje posvecenost najboljem korisnickom iskustvu njenih kupaca kroz inovativni hardver, softver, racunarske periferije, usluge i Internet ponudu.)
MATCH@E:(The strategic orientation of the Apple company includes its committment to the best consumer experience of their customers through innovative hardware, software, computer peripherals, services and the internet offer.===>Strategijska orijentacija kompanije Apple uključuje posvećenost najboljem korisničkom iskustvu njenih kupaca kroz inovativni hardver, softver, računarske periferije, usluge i Internet ponudu.)
MATCH@M:(The focus is upon the company’s competence to design and develop its own operating systems, hardware, application software and services in order to deliver new products and solutions with a superior user-friendliness, compatibility of the new software versions and an innovative industrial design.===>U fokusu je sposobnost kompanije da projektuje i razvije sop-stvene operativne sisteme, hardver, aplikativni softver i usluge, da bi obezbedila kupcima nove proizvode i rešenja sa superiornom lakocom korišcenja, kompatibilnošcu novih verzija softvera i inovativnim industrijskim dizajnom.)
MATCH@E:(The focus is upon the companys competence to design and develop its own operating systems, hardware, application software and services in order to deliver new products and solutions with a superior userfriendliness, compatibility of the new software versions and an innovative industrial design Š23Ë.===>U fokusu je sposobnost kompanije da projektuje i razvije sopstvene operativne sisteme, hardver, aplikativni softver i usluge, da bi obezbedila kupcima nove proizvode i rešenja sa superiornom lakoćom korišćenja, kompatibilnošću novih verzija softvera i inovativnim industrijskim dizajnom Š23Ë.)
MATCH@M:(It is in this way that from the competitive point of view new concepts are implemented, ones that have been presented in this paper and are relevant in the conditions of the digital economy.===>Na ovaj nacin su sa aspekta konkurentnosti implementirani novi koncepti koji su ranije prezentirani u ovom radu, a relevantni su u uslovima digitalne ekonomije.)
MATCH@E:(It is in this way that from the competitive point of view new concepts are implemented, ones that have been presented in this paper and are relevant in the conditions of the digital economy.===>Na ovaj način su sa aspekta konkurentnosti implementirani novi koncepti koji su ranije prezentirani u ovom radu, a relevantni su u uslovima digitalne ekonomije.)
MATCH@M:(Especially important is the fact that the Apple company is successfully positioned in comparison with the competition, that it offers superior and well integrated solutions related to what in the recent period is understood as a digital lifestyle, and, which is especially important, to efficiency improvement.===>Posebno se istice da je kompanija Apple uspešno pozi-cionirana u odnosu na konkurente, da nudi superiorna i dobro integrisana rešenja vezana za ono što u novijem periodu predstavlja digitalni životni stil (digital lifestyle) i, što je posebno znacajno, za povecanje efikasnosti.)
MATCH@E:(Especially important is the fact that the Apple company is successfully positioned in comparison with the competition, that it offers superior and well integrated solutions related to what in the recent period is understood as a digital lifestyle, and, which is especially important, to efficiency improvement.===>Posebno se ističe da je kompanija Apple uspešno pozicionirana u odnosu na konkurente, da nudi superiorna i dobro integrisana rešenja vezana za ono što u novijem periodu predstavlja digitalni životni stil (digital lifestyle) i, što je posebno značajno, za povećanje efikasnosti.)
MATCH@M:(Building competitiveness largely depends on the ability to ensure a continual process of introducing innovative products and technologies on the market.===>Ostvarenje konkurentnosti u velikoj meri zavisi od sposobnosti da se osigura kontinuirano uvodenje inovativnih proizvoda i tehnologija na tržište.)
MATCH@E:(Building competitiveness largely depends on the ability to ensure a continual process of introducing innovative products and technologies on the market.===>Ostvarenje konkurentnosti u velikoj meri zavisi od sposobnosti da se osigura kontinuirano uvođenje inovativnih proizvoda i tehnologija na tržište.)
MATCH@M:(The Apple company is known for its design and development of almost complete solutions for their products, including hardware, operating system, numerous software applications and integrated services.===>Kompanija Apple je prepoznatljiva po projektovanju i razvijanju skoro celovitog rešenja za svoje proizvode, ukljucujuci hardver, operativni sistem, brojne softverske aplikacije i povezane usluge.)
MATCH@E:(The Apple company is known for its design and development of almost complete solutions for their products, including hardware, operating system, numerous software applications and integrated services.===>Kompanija Apple je prepoznatljiva po projektovanju i razvijanju skoro celovitog rešenja za svoje proizvode, uključujući hardver, operativni sistem, brojne softverske aplikacije i povezane usluge.)
MATCH@M:(Such a strategic orientation implies substantial investments into research and development, amounting to $ 1.1 billion in 2008; $ 1.3 billion in 2009; reaching $1.8 billion in 2010 [23].===>Ovakva strategijska orijentacija implicira znacajna ulaganja u istraživanje i razvoj, koja su iznosila 1,1 milijardu $ u 2008. godini; 1,3 milijarde $ u 2009. godini, dok su porasla na 1,8 milijardu dolara u 2010.godini [23].)
MATCH@E:(Such a strategic orientation implies substantial investments into research and development, amounting to $ 1.1 billion in 2008; $ 1.3 billion in 2009; reaching $1.8 billion in 2010 Š23Ë.===>Ovakva strategijska orijentacija implicira značajna ulaganja u istraživanje i razvoj, koja su iznosila 1,1 milijardu $ u 2008. godini; 1,3 milijarde $ u 2009. godini, dok su porasla na 1,8 milijardu dolara u 2010.godini Š23Ë.)
MATCH@M:(Besides, the company is oriented towards achieving competitive advantages in the area of cellular communication and media devices, including iPhone and iPad.===>Pored toga, kompanija je ori-jentisana na sticanje konkurentskih predmosti u oblasti uredaja za mobilne komunikacije i medije, ukljucujuci iPhone i iPad.)
MATCH@E:(Besides, the company is oriented towards achieving competitive advantages in the area of cellular communication and media devices, including iPhone and iPad.===>Pored toga, kompanija je orijentisana na sticanje konkurentskih predmosti u oblasti uređaja za mobilne komunikacije i medije, uključujući iPhone i iPad.)
MATCH@M:(This is a highly competitive industry where a number of large, experienced and recognized companies work and the competition is expected to grow fiercer still.===>Ovo je izuzetno kompeti-tivna delatnost u kojoj uspešno posluje nekoliko velikih, iskusnih i afirmisanih preduzeca. i ocekuje se dallje zaoštravanje konkurencije.)
MATCH@E:(This is a highly competitive industry where a number of large, experienced and recognized companies work and the competition is expected to grow fiercer still.===>Ovo je izuzetno kompetitivna delatnost u kojoj uspešno posluje nekoliko velikih, iskusnih i afirmisanih preduzeća. i očekuje se dallje zaoštravanje konkurencije.)
MATCH@M:(Achieving competitiveness largely depends on the ability to place new products with high profit margins and in a longer term.===>Ostvarenje konkurentnosti u velikoj meri zavisi od sposobnosti da se na duži rok plasiraju novi proizvodi sa visokom marginom profita.)
MATCH@E:(Achieving competitiveness largely depends on the ability to place new products with high profit margins and in a longer term. ~~~ 5.===>Ostvarenje konkurentnosti u velikoj meri zavisi od sposobnosti da se na duži rok plasiraju novi proizvodi sa visokom marginom profita. 5.)
MATCH@M:(The digital economy with developed knowledge networks bears manifold implications on managerial strategic thinking that results into new approaches and manners of formulating a competitive strategy, as well as into the strategy implementation processes.===>Digitalna ekonomija sa razvijenim mrežama znanja ima višestruke implikacije na strategijsko razmišljanje menadžera koje rezultira u novim pristupima i nacinima formulisanja konkurentske strategije, ali i na procese implementacije strategije.)
MATCH@E:(Conclusion The digital economy with developed knowledge networks bears manifold implications on managerial strategic thinking that results into new approaches and manners of formulating a competitive strategy, as well as into the strategy implementation processes.===>Zaključak Digitalna ekonomija sa razvijenim mrežama znanja ima višestruke implikacije na strategijsko razmišljanje menadžera koje rezultira u novim pristupima i načinima formulisanja konkurentske strategije, ali i na procese implementacije strategije.)
MATCH@M:(Especially important is that this should provide results in the firm’s business practice, as well as help respond to the challenges and take opportunities of further development using the advantages of new electronic infrastructure.===>Posebno je znacajno da ovo dovede do rezultata u praksi poslovanja preduzeca, kao i da doprinese odgovoru na izazove i iskorišcenju mogucnosti daljeg razvoja uz prednosti nove elektronske infrastrukture.)
MATCH@E:(Especially important is that this should provide results in the firms business practice, as well as help respond to the challenges and take opportunities of further development using the advantages of new electronic infrastructure.===>Posebno je značajno da ovo dovede do rezultata u praksi poslovanja preduzeća, kao i da doprinese odgovoru na izazove i iskorišćenju mogućnosti daljeg razvoja uz prednosti nove elektronske infrastrukture.)
MATCH@M:(Markets are in many cases characterised by a frequent introduction of new products and services, as well as by fast technology improvements.===>Tržišta u mnogim slucajevima karakterišu cesto uvodenje novih prizvoda i usluga, kao i brza tehnološka unapredenja.)
MATCH@E:(Markets are in many cases characterised by a frequent introduction of new products and services, as well as by fast technology improvements.===>Tržišta u mnogim slučajevima karakterišu često uvođenje novih prizvoda i usluga, kao i brza tehnološka unapređenja.)
MATCH@M:(Low costs and sales prices, especially in the conditions of the economic crisis and recovery remain important competitive factors, however, the product characteristics such as quality and reliability, innovations related to design, marketing competencies, service and post-sales support, the brand name and the company reputation are important too.===>Niski troškovi i prodajne cene, posebno u uslovima svetske ekonomske krize i oporavka, ostaju znacajni faktori konkurentnosti, ali su bitne i karakteristike proizvoda, posebno kvalitet i pouzdanost, inovacije vezane za dizajn, marketinške sposobnosti, servis i podrška posle prodaje, brend i reputacija preduzeca.)
MATCH@E:(Low costs and sales prices, especially in the conditions of the economic crisis and recovery remain important competitive factors, however, the product characteristics such as quality and reliability, innovations related to design, marketing competencies, service and post-sales support, the brand name and the company reputation are important too.===>Niski troškovi i prodajne cene, posebno u uslovima svetske ekonomske krize i oporavka, ostaju značajni faktori konkurentnosti, ali su bitne i karakteristike proizvoda, posebno kvalitet i pouzdanost, inovacije vezane za dizajn, marketin ške sposobnosti, servis i podrška posle prodaje, brend i reputacija preduzeća.)
MATCH@M:(Fierce competition is characteristic of a large number of business domains in the conditions of digital economy.===>Irazito jaka konkurencija je prisutna u mnogim podrucjima poslovanja u uslovima digitalne ekonomije.)
MATCH@E:(Fierce competition is characteristic of a large number of business domains in the conditions of digital economy.===>Irazito jaka konkurencija je prisutna u mnogim područjima poslovanja u uslovima digitalne ekonomije.)
MATCH@M:(Highly competitive markets are marked by a fast technology improvement, changing approaches to designing, new solutions in the industrial design area, short life cycles of both physical and electronic products, but also by the individual and business customers and service users’ sensitivity to the price levels.===>Izuzetno konkurentna tržišta su karakteristicna po brzom tehnološkom napretku, promenljivim pristupima projektovanju, novim rešenjima u oblasti industrijskog dizajna, kratkim životnim ciklusima i fizickih, i elektronskih proizvoda, ali i po osetljivo-sti na nivo cena od strane individualnih i poslovnih kupaca i korisnika usluga.)
MATCH@E:(Highly competitive markets are marked by a fast technology improvement, changing approaches to designing, new solutions in the industrial design area, short life cycles of both physical and electronic products, but also by the individual and business customers and service users sensitivity to the price levels.===>Izuzetno konkurentna tržišta su karakteristična po brzom tehnološkom napretku, promenljivim pristupima projektovanju, novim rešenjima u oblasti industrijskog dizajna, kratkim životnim ciklusima i fizičkih, i elektronskih proizvoda, ali i po osetljivosti na nivo cena od strane individualnih i poslovnih kupaca i korisnika usluga.)
MATCH@M:(More fierce competition is anticipated in the development of cloud computing which is important from the point of view of an evolving digital economy.===>Ocekuje se zaoštravanje konkurencije vezano za razvoj racunarstva u oblacima (cloud computing) koje je bitno sa aspekta evoluirajuce digitalne ekonomije.)
MATCH@E:(More fierce competition is anticipated in the development of cloud computing which is important from the point of view of an evolving digital economy.===>Očekuje se zaoštravanje konkurencije vezano za razvoj računarstva u oblacima (cloud computing) koje je bitno sa aspekta evoluirajuće digitalne ekonomije.)
MATCH@M:(Innovation will remain one of strategic priorities of many companies, especially in the IT sector, in the future period.===>Inoviranje ce ostati jedan od strategijskiih prioriteta mnogih kompanija, posebno iz IT sektora, i u buducem periodu.)
MATCH@E:(Innovation will remain one of strategic priorities of many companies, especially in the IT sector, in the future period.===>Inoviranje će ostati jedan od strategijskiih prioriteta mnogih kompanija, posebno iz IT sektora, i u budućem periodu.)
MATCH@M:(Ecological Footprint as Indicator of Students Environmental Awareness Level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor===>Ekološki otisak kao indikator nivoa ekološke svesti studenata fakulteta organizacionih nauka univerziteta u Beogradu i Mariboru)
MATCH@E:(Ecological Footprint as Sustainability Students Environmental Awareness Level at Faculty of Organizational Sciences, University of Maribor.===>Ecological Footprint as Sustainability Indicator of Students Environmental Awareness Level at Faculty of Organizational Sciences, University of Maribor.)
BAD_LINE_=============================================================
BAD_LINE_M:Ecological Footprint as Indicator of Students Environmental Awareness Level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor
BAD_LINE_M:Ekološki otisak kao indikator nivoa ekološke svesti studenata fakulteta organizacionih nauka univerziteta u Beogradu i Mariboru
BAD_LINE_E:Ecological Footprint as Sustainability Students Environmental Awareness Level at Faculty of Organizational Sciences, University of Maribor.
BAD_LINE_E:Ecological Footprint as Sustainability Indicator of Students Environmental Awareness Level at Faculty of Organizational Sciences, University of Maribor.
MATCH@M:(Ecological Footprint translates consumption and waste flow data into a measurement of the biologically productive area required to sustain that flow.===>Ekološki otisak prevodi podatke o potrošnji i tokovima otpada u merenje biološki produktivnih oblasti potrebnih za zadržavanje ovih tokova.)
MATCH@E:(Ecological Footprint translates consumption and waste flow data into a measurement of the biologically productive area required to sustain that flow.===>Ekološki otisak prevodi podatke o potrošnji i tokovima otpada u merenje biološki produktivnih oblasti potrebnih za zadržavanje ovih tokova.)
MATCH@M:(We used Ecological Footprint as input feature that provides an effective heuristic and pedagogic tool for capturing current human resource use.===>U radu je ko-rišcen ekološki otisak kao ulazna jedinica, koja predstavlja efektivan heuristicki i pedagoški alat za merenje trenutne potrošnje resursa od strane ljudi.)
MATCH@E:(We used Ecological Footprint as input feature that provides an effective heuristic and pedagogic tool for capturing current human resource use.===>U radu je korišćen ekološki otisak kao ulazna jedinica, koja predstavlja efektivan heuristički i pedagoški alat za merenje trenutne potrošnje resursa od strane ljudi.)
MATCH@M:(The key aspect of this paper will be focused on the measuring of environmental awareness level among the students of the Faculty of Organizational Science, University of Belgrade and University of Maribor.===>Kljucni aspekt istraživanja ce biti usmeren na merenje nivoa ekološke svesti studenata Fakulteta organizacionih nauka, Univerziteta u Beogradu i Univerziteta u Mariboru.)
MATCH@E:(The key aspect of this paper will be focused on the measuring of environmental awareness level among the students of the Faculty of Organizational Science, University of Belgrade and University of Maribor.===>Ključni aspekt istraživanja će biti usmeren na merenje nivoa ekološke svesti studenata Fakulteta organizacionih nauka, Univerziteta u Beogradu i Univerziteta u Mariboru.)
MATCH@M:(For the determining student’s environmental awareness level and their Ecological Footprint, we used a closed form questionnaire with 15 questions.===>Za odredivanje nivoa ekološke svesti studenata i njihovog ekološkog otiska, korišcen je upitnik zatvorenog oblika koji je sadržao 15 pitanja.)
MATCH@E:(For the determining students environmental awareness level and their Ecological Footprint, we used a closed form questionnaire with 15 questions.===>Za određivanje nivoa ekološke svesti studenata i njihovog ekološkog otiska, korišćen je upitnik zatvorenog oblika koji je sadržao 15 pitanja.)
MATCH@M:(Statistical analysis has been performed in SPSS software package.===>Statisticka analiza je obavljena u SPSS softverskom paketu.)
MATCH@E:(Statistical analysis has been performed in SPSS software package.===>Statistička analiza je obavljena u SPSS softverskom paketu. 1.)
MATCH@M:(Human economy depends on the planet’s natural capital that provides all ecological services and natural resources.===>Ljudska ekonomija se zasniva na prirodnom kapitalu planete, koji omogucava sve ekološke servise i prirodne izvore.)
MATCH@E:(1. ~~~ Introduction Human economy depends on the planets natural capital that provides all ecological services and natural resources.===>Uvod Ljudska ekonomija se zasniva na prirodnom kapitalu planete, koji omogućava sve ekološke servise i prirodne izvore.)
MATCH@M:(As a result of population increase and economic development, humans have exerted a considerable impact on the earth and are facing a series of incompatibilities among the natural resources, environment, and economy, such as the dichotomy of population growth and depression of resources and environment deterioration.===>Kao rezultat rasta populacije i ekonomskog razvoja, javlja se znacajan uticaj ljudi na Zemlju, te suocavanje sa posledicnim nizom neusaglašenosti izmedu prirodnih izvora, životne sredine i ekonomije, kao što je dihotomija rasta populacije, depresija izvora i pogoršanje životne sredine.)
MATCH@E:(As a result of population increase and economic development, humans have exerted a considerable impact on the earth and are facing a series of incompatibilities among the natural resources, environment, and economy, such as the dichotomy of population growth and depression of resources and environment deterioration.===>Kao rezultat rasta populacije i ekonomskog razvoja, javlja se značajan uticaj ljudi na Zemlju, te suočavanje sa posledičnim nizom neusaglašenosti između prirodnih izvora, životne sredine i ekonomije, kao što je dihotomija rasta populacije, depresija izvora i pogoršanje životne sredine.)
MATCH@M:(It is required a new concept of development - one which is sustainable and which takes into account the satisfaction of the needs and wants of every citizen of the earth, of the pluralism of societies and of the balance and harmony between humanity and the environment.===>Zato se zahteva novi koncept razvoja - onaj koji je održiv i koji uzima u obzir zadovoljenje potreba i želja svakog žitelja Zemlje, pluralizam društava, te balans i harmoniju izmedu covecanstva i životne sredine.)
MATCH@E:(It is required a new concept of development one which is sustainable and which takes into account the satisfaction of the needs and wants of every citizen of the earth, of the pluralism of societies and of the balance and harmony between humanity and the environment.===>Zato se zahteva novi koncept razvoja onaj koji je održiv i koji uzima u obzir zadovoljenje potreba i želja svakog žitelja Zemlje, pluralizam društava, te balans i harmoniju između čovečanstva i životne sredine.)
MATCH@M:(The implication of this ecological situation is obvious: to be sustainable, human beings must live within nature’s carrying capacity; and they must measure where they are now and how much further they can go.===>Implikacije ovakve ekološke situacije su ocigledne: da bi dostigla održi-vost, ljudska bica moraju da žive u okviru kapaciteta prirode i moraju da mere gde su sada i koliko dalje mogu da idu.)
MATCH@E:(The implication of this ecological situation is obvious: to be sustainable, human beings must live within natures carrying capacity; and they must measure where they are now and how much further they can go, Š32Ë.===>Implikacije ovakve ekološke situacije su očigledne: da bi dostigla održivost, ljudska bića moraju da žive u okviru kapaciteta prirode i moraju da mere gde su sada i koliko dalje mogu da idu, Š32Ë.)
MATCH@M:(Significant changes must occur in the entire world to assure the kind of rational development - changes which will be directed towards an equitable distribution of the world’s resources and more fairly satisfy the needs of all peoples.===>U celome svetu, moraju da se dese znacajne promene da bi se obezbedio vid racionalnog razvoja - promena koje ce biti direktno usmerene na pravednu raspode-lu svetskih izvora i zadovoljavanje potreba svih ljudi.)
MATCH@E:(Significant changes must occur in the entire world to assure the kind of rational development changes which will be directed towards an equitable distribution of the worlds resources and more fairly satisfy the needs of all peoples.===>U celome svetu, moraju da se dese značajne promene da bi se obezbedio vid racionalnog razvoja promena koje će biti direktno usmerene na pravednu raspodelu svetskih izvora i zadovoljavanje potreba svih ljudi.)
MATCH@M:(This kind of development will also require the maximum reduction in harmful effects on the environment, the utilization of waste materials for productive purposes, and the design of technologies which will enable such objectives to be achieved.===>Ovakav razvoj takode zahteva maksimalno smanjenje štetnih uticaja na životnu sredinu, upotrebu otpadnih materijala u proizvodne svrhe i dizajn tehnologija koje omogucavaju dostizanje ovih ciljeva.)
MATCH@E:(This kind of development will also require the maximum reduction in harmful effects on the environment, the utilization of waste materials for productive purposes, and the design of technologies which will enable such objectives to be achieved, Š25Ë.===>Ovakav razvoj takođe zahteva maksimalno smanjenje štetnih uticaja na životnu sredinu, upotrebu otpadnih materijala u proizvodne svrhe i dizajn tehnologija koje omogućavaju dostizanje ovih ciljeva, Š25Ë.)
MATCH@M:(The reform of educational processes and systems is central to the building of this new development ethic and world economic order.===>Reforma obrazovnog procesa i sistema je kljucna za izgradnju ove nove etike razvoja i svetskog ekonomskog poretka.)
MATCH@E:(The reform of educational processes and systems is central to the building of this new development ethic and world economic order.===>Reforma obrazovnog procesa i sistema je ključna za izgradnju ove nove etike razvoja i svetskog ekonomskog poretka.)
MATCH@M:(Recommendation 96 of the Stockholm conference on the Human Environment called for the development of environmental education as one of the most critical elements of an all-out attack on the world’s environmental crisis.===>Preporuka 96 [tokholmske konferencije o ljudskoj životnoj sredini poziva na razvoj ekološkog obrazovanja kao jednog od najkriticnijih elemenata u borbi protiv svetske ekološke krize.)
MATCH@E:(Recommendation 96 of the Stockholm conference on the Human Environment called for the development of environmental education as one of the most critical elements of an all-out attack on the worlds environmental crisis, Š33Ë.===>Preporuka 96 Štokholmske konferencije o ljudskoj životnoj sredini poziva na razvoj ekološkog obrazovanja kao jednog od najkritičnijih elemenata u borbi protiv svetske ekološke krize, Š33Ë.)
MATCH@M:(The goal of environmental education is to develop a world population that is aware of, and concerned about, the environment and its associated problems, and which has the knowledge, skills, attitudes, motivations and commitment to work individually and collectively toward solutions of current problems and the prevention of new ones.===>Cilj ekološkog obrazovanja je da se razvije svetska populacija koja je svesna životne sredine, i zabrinuta za životnu sredinu i njene probleme, i koja poseduje znanje, veštine, stavove, motivaciju i predanost da radi pojedinacno i u grupi na pronalaženju rešenja trenutnih, kao i na prevenciji buducih problema.)
MATCH@E:(The goal of environmental education is to develop a world population that is aware of, and concerned about, the environment and its associated problems, and which has the knowledge, skills, attitudes, motivations and commitment to work individually and collectively toward solutions of current problems and the prevention of new ones.===>Cilj ekološkog obrazovanja je da se razvije svetska populacija koja je svesna životne sredine, i zabrinuta za životnu sredinu i njene probleme, i koja poseduje znanje, veštine, stavove, motivaciju i predanost da radi pojedinačno i u grupi na pronalaženju rešenja trenutnih, kao i na prevenciji budućih problema.)
MATCH@M:(Environmental education means a brand-new style of life, new ethical and cultural values and responsible persons.===>Ekološko obrazovanje predstavlja sasvim novi stil života, nove eticke i kulturološke vrednosti i licne odgovornosti.)
MATCH@E:(Environmental education means a brand-new style of life, new ethical and cultural values and responsible persons.===>Ekološko obrazovanje predstavlja sasvim novi stil života, nove etičke i kulturološke vrednosti i lične odgovornosti.)
MATCH@M:(Environmental education can be defined as “learning to protect and improve environment in a systematic, planned and knowledge-based way during the whole human lifecycle in order to spread awareness about basic characteristics of environment, its structures and relationships that tends to make a human protect and improve environment in a way that will ensure humans’ existences now as well as in the future”.===>Ekološko obrazovanje se može definisati kao „ucenje radi zaštite i poboljšanja životne sredine na nacin koji je sistematican, planiran i zasnovan na saznanjima za vreme celokupnog ciklusa života ljudi radi širenja svesti o osnovnim karakteristikama životne sredine, njenih struktura i odnosa koji pretenduju da usmere ljude ka zaštiti i poboljšanju životne sredine na nacin koji ce obezbediti ljudsko postojanje, kako sada, tako i u buducnosti.)
MATCH@E:(Environmental education can be defined as learning to protect and improve environment in a systematic, planned and knowledge-based way during the whole human lifecycle in order to spread awareness about basic characteristics of environment, its structures and relationships that tends to make a human protect and improve environment in a way that will ensure humans existences now as well as in the future, Š16, 17. ~~~ 18, 24Ë.===>Ekološko obrazovanje se može definisati kao učenje radi zaštite i poboljšanja životne sredine na način koji je sistematičan, planiran i zasnovan na saznanjima za vreme celokupnog ciklusa života ljudi radi širenja svesti o osnovnim karakteristikama životne sredine, njenih struktura i odnosa koji pretenduju da usmere ljude ka zaštiti i poboljšanju životne sredine na način koji će obezbediti ljudsko postojanje, kako sada, tako i u budućnosti, Š16, 17. 18, 24Ë.)
MATCH@M:(The one of key characteristic of environmental education is action because environmental education has to promote civic responsibility, encouraging learners to use their knowledge, personal skills, and assessments of environmental problems and issues as a basis for environmental problem solving and action.===>Jedna od kljucnih karakteristika ekološkog obrazovanja je akcija, jer ovakvo obrazovanje mora da promo-više gradansku odgovornost, mora da ohrabruje one koji se ekološki obrazuju da koriste svoja znanja, licne veštine i procene ekoloških problema, kao osnove za rešavanje ekoloških problema i odgovarajuce akcije.)
MATCH@E:(The one of key characteristic of environmental education is action because environmental education has to promote civic responsibility, encouraging learners to use their knowledge, personal skills, and assessments of environmental problems and issues as a basis for environmental problem solving and action.===>Jedna od ključnih karakteristika ekološkog obrazovanja je akcija, jer ovakvo obrazovanje mora da promoviše građansku odgovornost, mora da ohrabruje one koji se ekološki obrazuju da koriste svoja znanja, lične veštine i procene ekoloških problema, kao osnove za rešavanje ekoloških problema i odgovarajuće akcije.)
MATCH@M:(Because of these, occurs a need for an adequate measurement of these environmentally sounded actions, and as a good tool for this measurement it can be taken environmental indicator - Ecological Footprint.===>Zbog svega ovoga, javlja se potreba za odgovarajucim merenjem akcija, koje su ekološki usmerene, a kao dobar alat za ovo merenje može se koristiti ekološki indikator - ekološki otisak.)
MATCH@E:(Because of these, occurs a need for an adequate measurement of these environmentally sounded actions, and as a good tool for this measurement it can be taken environmental indicator Ecological Footprint.===>Zbog svega ovoga, javlja se potreba za odgovarajućim merenjem akcija, koje su ekološki usmerene, a kao dobar alat za ovo merenje može se koristiti ekološki indikator ekološki otisak.)
MATCH@M:(The Belgrade Charter was adopted by a United Nations conference in 1976 and provides a widely accepted goal statement for environmental education: “The goal of environmental education is to develop a world population that is aware of, and concerned about, the environment and its associated problems, and which has the knowledge, skills, attitudes, motivations, and commitment to work individually and collectively toward the solutions of current problems and the prevention of new ones.”===>Beogradska povelja (usvojena na konferenciji Ujedinjenih nacija 1976.) pruža široko prihvacenu izjavu o cilju ekološkog obrazovanja: „Cilj ekološkog obrazovanja je da razvije svetsku populaciju koja je svesna i zabrinuta za životnu sredinu i njene probleme, a koja ima znanje, veštine, stavove, motivaciju i predanost da radi pojedinacno i u grupi na rešavanju tekucih i prevenciji buducih ekoloških problema.“)
MATCH@E:(Importance of environmental education The Belgrade Charter was adopted by a United Nations conference in 1976 and provides a widely accepted goal statement for environmental education: The goal of environmental education is to develop a world population that is aware of, and concerned about, the environment and its associated problems, and which has the knowledge, skills, attitudes, motivations, and commitment to work individually and collectively toward the solutions of current problems and the prevention of new ones.Š25Ë.===>Značaj ekološkog obrazovanja Beogradska povelja (usvojena na konferenciji Ujedinjenih nacija 1976.) pruža široko prihvaćenu izjavu o cilju ekološkog obrazovanja: ~~~ Cilj ekološkog obrazovanja je da razvije svetsku populaciju koja je svesna i zabrinuta za životnu sredinu i njene probleme, a koja ima znanje, veštine, stavove, motivaciju i predanost da radi pojedinačno i u grupi na rešavanju tekućih i prevenciji budućih ekoloških problema.)
MATCH@M:(A few years later, the world’s first intergovernmental conference on environmental education adopted the Tbilisi Declaration.===>Nekoliko godina kasnije, prva svetska meduvladina konferencija je usvojila Tbilisi deklaraciju.)
MATCH@E:(A few years later, the worlds first intergovernmental conference on environmental education adopted the Tbilisi Declaration.===>Š25Ë Nekoliko godina kasnije, prva svetska međuvladina konferencija je usvojila Tbilisi deklaraciju.)
MATCH@M:(This declaration is built on the Belgrade Charter and established three broad objectives for environmental education.===>Ova deklaracija zasnovana je na Beogradskoj povelji i uspostavlja tri op-šta cilja ekološkog obrazovanja.)
MATCH@E:(This declaration is built on the Belgrade Charter and established three broad objectives for environmental education.===>Ova deklaracija zasnovana je na Beogradskoj povelji i uspostavlja tri opšta cilja ekološkog obrazovanja.)
MATCH@M:(That’s the reason why environmental education uses content from the environment, economy and society to organize learning processes that help understanding the evolution of human interaction with the environment through development, to analyze present realities, and to plan and participate in coherent processes of change toward a more sustainable future.===>To je razlog zbog kojeg ekološko obrazovanje koristi i ekološke i ekonomske i društvene sadržaje radi organizovanja procesa ucenja, koji pomaže u razumevanju evolucije ljudskih interakcija sa životnom sredinom kroz razvoj, a radi analize trenutne stvarnosti, planiranja i ucestvovanja u koherentnim procesima promena radi održivi-je buducnosti.)
MATCH@E:(Thats the reason why environmental education uses content from the environment, economy and society to organize learning processes that help understanding the evolution of human interaction with the environment through development, to analyze present realities, and to plan and participate in coherent processes of change toward a more sustainable future.===>To je razlog zbog kojeg ekološko obrazovanje koristi i ekološke i ekonomske i društvene sadržaje radi organizovanja procesa učenja, koji pomaže u razumevanju evolucije ljudskih interakcija sa životnom sredinom kroz razvoj, a radi analize trenutne stvarnosti, planiranja i učestvovanja u koherentnim procesima promena radi održivije budućnosti.)
MATCH@M:(This set of knowledge, skills and values, endorsed by representatives of all sectors of every society, is the framework for education for sustainability and the basis for much of the new curriculum planning taking place across the world.===>Ovaj set znanja, veština i vrednosti, podržanih od predstavnika svih sektora svakog drušva, predstavlja okvir za obrazovanje za održivost i osnovu za nove kurikulume širom sveta.)
MATCH@E:(This set of knowledge, skills and values, endorsed by representatives of all sectors of every society, is the framework for education for sustainability and the basis for much of the new curriculum planning taking place across the world.===>Ovaj set znanja, veština i vrednosti, podržanih od predstavnika svih sektora svakog drušva, predstavlja okvir za obrazovanje za održivost i osnovu za nove kurikulume širom sveta.)
MATCH@M:(This kind of education (for sustainable development) is learner-centered, providing learners with opportunities to construct their own understandings through hands-on, minds on investigations.===>Ovakvo obrazovanje (za održivi razvoj) je koncentrisano na onoga koji uci, omogucavajuci mu da razvije sopstvena razumevanja kroz licna istraživanja i iskustva koristeci pri tome svoje sposobnosti razmišljanja.)
MATCH@E:(Methodology of higher environmental education Higher environmental education is learner-centered, providing learners with opportunities to construct their own understandings through hands-on, minds on investigations.===>Metodologija ekološkog obrazovanja u visokoškolskim ustanovama Visokoškolsko ekološko obrazovanje u centar postavlja studente i daje im priliku da razviju svoje sopstveno shvatanje neposrednim putem, istraživanjem.)
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BAD_LINE_M:This kind of education (for sustainable development) is learner-centered, providing learners with opportunities to construct their own understandings through hands-on, minds on investigations.
BAD_LINE_M:Ovakvo obrazovanje (za održivi razvoj) je koncentrisano na onoga koji uci, omogucavajuci mu da razvije sopstvena razumevanja kroz licna istraživanja i iskustva koristeci pri tome svoje sposobnosti razmišljanja.
BAD_LINE_E:Methodology of higher environmental education Higher environmental education is learner-centered, providing learners with opportunities to construct their own understandings through hands-on, minds on investigations.
BAD_LINE_E:Metodologija ekološkog obrazovanja u visokoškolskim ustanovama Visokoškolsko ekološko obrazovanje u centar postavlja studente i daje im priliku da razviju svoje sopstveno shvatanje neposrednim putem, istraživanjem.
MATCH@M:(Education for sustainable development supports the development of an active learning community where learners share ideas and expertise, and prompt continued inquiry.===>Obrazovanje za održivi razvoj podržava razvoj zajednice aktivnog ucenja, gde studenti dele ideje i strucnost, i podržavaju konstantno ispitivanje cinjenica.)
MATCH@E:(Education for sustainable development supports the development of an active learning community where learners share ideas and expertise, and prompt continued inquiry.===>Obrazovanje za održivi razvoj podržava razvoj aktivne zajednice koja uči, gde učesnici razmenjuju ideje i stručnost i opredeljeni su za neprekidno istraživanje.)
BAD_LINE_=============================================================
BAD_LINE_M:Education for sustainable development supports the development of an active learning community where learners share ideas and expertise, and prompt continued inquiry.
BAD_LINE_M:Obrazovanje za održivi razvoj podržava razvoj zajednice aktivnog ucenja, gde studenti dele ideje i strucnost, i podržavaju konstantno ispitivanje cinjenica.
BAD_LINE_E:Education for sustainable development supports the development of an active learning community where learners share ideas and expertise, and prompt continued inquiry.
BAD_LINE_E:Obrazovanje za održivi razvoj podržava razvoj aktivne zajednice koja uči, gde učesnici razmenjuju ideje i stručnost i opredeljeni su za neprekidno istraživanje.
MATCH@M:(Also, this education provides real-world contexts and issues from which concepts and skills can be learned.===>Takode ovo obrazovanje obezbeduje realne kontekste i pitanja na osnovu kojih se mogu nauciti koncepti i veštine.)
MATCH@E:(Also, this education provides real-world contexts and issues from which concepts and skills can be learned.===>Takođe ovo obrazovanje obezbeđuje realne kontekste i pitanja na osnovu kojih se mogu naučiti koncepti i veštine.)
MATCH@M:(It recognizes the importance of viewing the environment within the context of human influences, incorporating an examination of economics, culture, political structure, and social equity as well as natural processes and systems.===>Ono prepoznaje važnost posmatranja životne sredine u kontekstu ljudskih uticaja, ukljucujuci ispitivanje ekonomija, kulture, politicke strukture i društvene jednakosti baš kao i prirodnih procesa i sistema.)
MATCH@E:(It recognizes the importance of viewing the environment within the context of human influences, incorporating an examination of economics, culture, political structure, and social equity as well as natural processes and systems.===>Ono prepoznaje važnost posmatranja životne sredine u kontekstu ljud skih uticaja, uključujući ispitivanje ekonomija, kulture, političke strukture i društvene jednakosti baš kao i prirodnih procesa i sistema.)
MATCH@M:(Through comprehensive, cohesive programs, learners explore how feelings, experiences, attitudes, and perceptions influence environmental issues.===>Kroz sveobuhvatne, kohezivne programe studenti istražuju kako osecanja, stavovi i percepcije uticu na problem životne sredine.)
MATCH@E:(Through comprehensive, cohesive programs, learners explore how feelings, experiences, attitudes, and perceptions influence environmental issues.===>Kroz sveobuhvatne, kohezivne programe studenti istražuju kako osećanja, stavovi i percepcije utiču na problem životne sredine.)
MATCH@M:(They become knowledgeable about natural processes and systems and gain an understanding of human processes and systems.===>Oni postaju obrazovaniji u smislu poznavanja prirodnih procesa i sistema, kao i razumevanja ljudskih procesa i sistema.)
MATCH@E:(They become knowledgeable about natural processes and systems and gain an understanding of human processes and systems.===>Oni postaju obrazovaniji u smislu poznavanja prirodnih procesa i sistema, kao i razumevanja ljudskih procesa i sistema.)
MATCH@M:(They develop a sense of their rights and responsibilities as citizens, are able to understand the ideals, principles, and practices of citizenship in democratic societies, and they gain the skills necessary for citizenship.===>Oni razvijaju osecaj za svoja prava i odgovornosti kao gradana, i umeju da razumeju ideale, principe i prakse gradanstva u demokratskim društvima i sticu veštine potrebne za to.)
MATCH@E:(They develop a sense of their rights and responsibilities as citizens, are able to understand the ideals, principles, and practices of citizenship in democratic societies, and they gain the skills necessary for citizenship, Š17Ë.===>Oni razvijaju osećaj za svoja prava i odgovornosti kao građana, i umeju da razumeju ideale, principe i prakse građanstva u demokratskim društvima i stiču veštine potrebne za to, Š17Ë.)
MATCH@M:(The awareness, knowledge, and skills needed for these local connections, and understandings provide a basis for moving out into larger systems, broader issues, and a more sophisticated comprehension of causes, connections, and consequences.===>Svest, znanje i veštine potrebni za ove lokalne veze i razumevanja, daju osnovu za napredovanje ka vecim sistemima, širim ciljevima i sofisticira-nijem razumevanju uzroka, veza i posledica.)
MATCH@E:(The awareness, knowledge, and skills needed for these local connections, and understandings provide a basis for moving out into larger systems, broader issues, and a more sophisticated comprehension of causes, connections, and consequences.===>Svest, znanje i veštine potrebni za ove lokalne veze i razumevanja, daju osnovu za napredovanje ka većim sistemima, širim ciljevima i sofisticiranijem razumevanju uzroka, veza i posledica.)
MATCH@M:(Education for sustainable development fosters skills and habits that people can use throughout their lives to understand and act on environmental issues.===>Obrazovanje za održivi razvoj “gaji” veštine i navike koje ljudi mogu da koriste tokom njihovog života da bi razu-meli i delovali u skladu sa ciljevima životne sredine.)
MATCH@E:(Education for sustainable development fosters skills and habits that people can use throughout their lives to understand and act on environmental issues.===>Obrazovanje za održivi razvoj gaji veštine i navike koje ljudi mogu da koriste tokom njihovog života da bi razumeli i delovali u skladu sa ciljevima životne sredine.)
MATCH@M:(It emphasizes critical and creative thinking skills along with other higher level thinking processes that are key to identifying, investigating, and analyzing issues, and formulating and evaluating alternative solutions.===>Ono naglašava kriticko i kreativno razmišljanje, kao i druge procese kljucne za identifikovanje, istraživanje i analiziranje problema, a potom formulisanje i evalu-iranje alternativnih rešenja.)
MATCH@E:(It emphasizes critical and creative thinking skills along with other higher level thinking processes that are key to identifying, investigating, and analyzing issues, and formulating and evaluating alternative solutions.===>Ono naglašava kritičko i kreativno razmišljanje, kao i druge procese ključne za identifikovanje, istraživanje i analiziranje problema, a potom formulisanje i evaluiranje alternativnih rešenja.)
MATCH@M:(The aim of good higher environmental education is to enable students to work in or lead interdisciplinary teams to find solutions, using environmental sciences and management methods, so that they’ll be skilled to devise integrative environmental knowledge and management solutions for complex environmental issues on a regional, national and international level, for the private as well as for the public sector.===>Cilj visokog ekološkog obrazovanje je da omoguci studentima da rade ili vode interdisciplinarne timove, koji pronalaze rešenja, koristeci ekološku nauku i menadžment metode, tako da budu vešti u rešavanju ekoloških problema na regionalnom, nacionalnom i medunarodnom nivou, u privatnom i javnom sektoru, a na osnovu svojih integrativnih ekoloških i menadžment znanja.)
MATCH@E:(The aim of good higher environmental education is to enable students to work in or lead interdisciplinary teams to find solutions, using environmental sciences and management methods, so that theyll be skilled to devise integrative environmental knowledge and management solutions for complex environmental issues on a regional, national and international level, for the private as well as for the public sector.===>Cilj visokog ekološkog obrazovanje je da omogući studentima da rade ili vode interdisciplinarne timove, koji pronalaze rešenja, koristeći ekološku nauku i menadžment metode, tako da budu vešti u rešavanju ekoloških problema na regionalnom, nacionalnom i međunarodnom nivou, u privatnom i javnom sektoru, a na osnovu svojih integrativnih ekoloških i menadžment znanja.)
MATCH@M:(What has to be offered in the program of good higher environmental education is interconnected with the wide range of requirements in professional life; therefore the program of higher environmental education is designed to meet these new sustainability challenges, by integrating inputs from the social and human sciences into the study of environmental planning and engineering, [17, 18].===>Ono što program dobrog visokoškolskog obrazovanja mora da ponudi je povezanost sa širokim spektrom zahteva profesionalnog života; stoga program visokoškolskog ekološkog obrazovanja je dizajniran tako da odgovori na nove izazove održivosti, integrišuci inpute iz društvenih i prirodnih nauka u izucavanje ekološkog planiranja i inženjerstva, [17, 18].)
MATCH@E:(What has to be offered in the program of good higher environmental education is interconnected with the wide range of requirements in professional life; therefore the program of higher environmental education is designed to meet these new sustainability challenges, by integrating inputs from the social and human sciences into the study of environmental planning and engineering.===>Ono što treba ponuditi u programu dobrog ekološkog obrazovanja povezano je sa nizom zahteva u profesionalnom životu. ~~~ Stoga je program visokoškolskog ekološkog obrazovanja dizajniran tako da odgovori na ove nove izazove održivosti, integrišući inpute iz društvenih i prirodnih nauka u izučavanju ekološkog planiranja i inženjeringa.)
MATCH@M:(The focus is on how firms, governments, and other organisations can support sustainable development in an economically efficient and socially acceptable manner.===>Fokus je na tome kako firme, vlade i druge organizacije mogu da pomognu održivom razvoju na ekonomski efikasan i socijalno prihvatljiv nacin.)
MATCH@E:(The focus is on how firms, governments, and other organisations can support sustainable development in an economically efficient and socially acceptable manner.===>Fokus je na tome kako firme, vlade i druge organizacije mogu da pomognu održivom razvoju na ekonomski efikasan i socijalno prihvatljiv način.)
MATCH@M:(Logical, the mode of teaching modes varies throughout the higher environmental education program and includes formal lectures as well as project-based individual and team studies, during witch students are asked to get actively involved in organisational and contents related aspects of the teaching program, giving feedback for a continuous advanced evolution of higher education for sustainable development and future.===>Logicno, nacin ucenja varira u programima visokoškolskog ekološkog obrazovanja, i ukljucuje formalna predavanja, kao i projekte zasnovane na pojedinacnim i timskim studijama, za vreme kojih su studenti zamoljeni da se aktivno ukljuce u organizaciju i sadržaj nastavnog programa, dajuci feedback za kontinuranu evaluaciju visokoškolskog obrazovanja za održivi razvoj i buducnost.)
MATCH@E:(Logical, the mode of teaching modes varies throughout the higher environmental education program and includes formal lectures as well as project-based individual and team studies, during witch students are asked to get actively involved in organisational and contents related aspects of the teaching program, giving feedback for a continuous advanced evolution of higher education for sustainable development and future, Š15Ë. 3.===>Logično, način učenja varira u programima visokoškolskog ekološkog obrazovanja, i uključuje formalna predavanja, kao i projekte zasnovane na pojedinačnim i timskim studijama, za vreme kojih su studenti zamoljeni da se aktivno uključe u organizaciju i sadržaj nastavnog programa, dajući feedback za kontinuranu evaluaciju visokoškolskog obrazovanja za održivi razvoj i budućnost, Š15Ë. 3.)
MATCH@M:(From this point of view, struggle for ecological services and goods will play a most important function in the 21st century.===>Iz današnjeg ugla posmatranja, u XXI veku glavna “borba” ce se voditi oko ekoloških dobara i usluga.)
MATCH@E:(Ecological footprint From this point of view, struggle for ecological services and goods will play a most important function in the 21st century.===>Ekološki otisak Iz današnjeg ugla posmatranja, u XXI veku glavna borba će se voditi oko ekoloških dobara i usluga.)
MATCH@M:(All human activities require the use same property of earth - primarily biologically productive land, but also includes land used for buildings and roads, food production, the production of energy and material resources and land required for waste-disposal and the absorption of emissions.===>Sve ljudske aktivnosti zahtevaju korišcenje kapaciteta planete Zemlje - primarno biološki produktivnih podrucja, ali i podrucja za uzganjanje životnih namirnica, podrucja na kojima se vrši izgradnja stambenog prostora i pratece infrastrukture (puteva, fabrika), ali i podrucja koja, nažalost, služe za deponovanje produkata ljudskih aktivnosti.)
MATCH@E:(All human activities require the use same property of earth - primarily biologically productive land, but also includes land used for buildings and roads, food production, the production of energy and material resources and land required for waste-disposal and the absorption of emissions.===>Sve ljudske aktivnosti zahtevaju korišćenje kapaciteta planete Zemlje - primarno biološki produktivnih pod ručja, ali i područja za uzganjanje životnih namirnica, područja na kojima se vrši izgradnja stambenog prostora i prateće infrastrukture (puteva, fabrika), ali i područja koja, nažalost, služe za deponovanje produkata ljudskih aktivnosti.)
MATCH@M:(In the early 1990’s the Ecological Footprint concept was created by Mathis Wackernagel and William Rees at the University of British Columbia, and nowadays Ecological Footprint become established as important environmental indicator.===>Pocetkom devedesetih godina prošlog veka, definisan je koncept ekolo[kog otiska (Ecological Footprint) na Univerzitetu British Columbia od strane naucnika Mathis Wackernagel-a i William Rees-a, te je zahvaljujuci njihovim istraživanjima i rezultatima ekološki otisak danas znacajan ekološki indikator.)
MATCH@E:(In the early 1990s the Ecological Footprint concept was created by Mathis Wackernagel and William Rees at the University of British Columbia Š20, 28, 29Ë, and nowadays Ecological Footprint become established as important environmental indicator.===>Početkom devedesetih godina prošlog veka, definisan je koncept ekološkog otiska (Ecological Footprint) na Univerzitetu British Columbia od strane naučnika Mathis Wackernagel-a i William Rees-a Š20, 28, 29Ë, te je zahvaljujući njihovim istraživanjima i rezultatima ekološki otisak danas značajan ekološki indikator.)
MATCH@M:(The Ecological Footprint tracks the area of biologically productive land and water required to provide the renewable resources people use, and includes the space needed for infrastructure and vegetation to absorb waste carbon dioxide (CO2).===>Ekološki otisak je procenjena velicina biološki produktivnog zemljišta i vodnih površina koja treba da se regenerišu (ukoliko je to moguce) od strane planete Zemlje u periodu od godinu dana, u odnosu na resurse, koje koriste ljudi i resurse, koji su potrebni za apsorpciju štetnih materija, gasova (CO2) i otpada.)
MATCH@E:(The Ecological Footprint tracks the area of biologically productive land and water required to provide the renewable resources people use, and includes the space needed for infrastructure and vegetation to absorb waste carbon dioxide (CO2).===>Ekološki otisak je procenjena veličina biološki produktivnog zemljišta i vodnih površina koja treba da se regenerišu (ukoliko je to moguće) od strane planete Zemlje u periodu od godinu dana, u odnosu na resurse, koje koriste ljudi i resurse, koji su potrebni za apsorpciju štetnih materija, gasova (CO2) i otpada.)
MATCH@M:(The Ecological Footprint is an accounting framework that tracks humanity’s competing demands on the biosphere by comparing human demand against the regenerative capacity of the planet.===>Eko-otiskom pokušavamo da izmerimo uticaj coveka na prirodu, tj. pomocu njega se uporeduje upotreba prirodnih dobara od strane ljudi sa ekološkim raspoloživim kapacitetima planete Zemlje, i onim dobrima koje Zemlja može da regeneriše.)
MATCH@E:(The Ecological Footprint is an accounting framework that tracks humanitys competing demands on the biosphere by comparing human demand against the regenerative capacity of the planet.===>Ekootiskom pokušavamo da izmerimo uticaj čoveka na prirodu, tj. pomoću njega se upoređuje upotreba prirodnih dobara od strane ljudi sa ekološkim raspoloživim kapacitetima planete Zemlje, i onim dobrima koje Zemlja može da regeneriše.)
MATCH@M:(In order to determine whether human demand for renewable resources and CO2 uptake can be maintained, the Ecological Footprint is compared to the regenerative capacity (or ‘biocapacity’) of the planet.===>U cilju definisanja i utvrdivanja koliko je ljudskoj populaciji potrebno od obnovljivih izvora i kolika je celokupna emisija CO2, ekološki otisak se poredi sa regenerativnom kapacitetom Zemlje, koji se naziva “biokapacitet“.)
MATCH@E:(In order to determine whether human demand for renewable resources and CO2 uptake can be maintained, the Ecological Footprint is compared to the regenerative capacity (or biocapacity) of the planet.===>U cilju definisanja i utvrđivanja koliko je ljudskoj populaciji potrebno od obnovljivih izvora i kolika je celokupna emisija CO2, ekološki otisak se poredi sa regenerativnom kapacitetom Zemlje, koji se naziva biokapacitet.)
MATCH@M:(Biocapacity is the total regenerative capacity available to serve the demand represented by the Footprint.===>Biokapaci-tet je sveobuhvatni pokazatelj postojecih raspoloživih resursa planete, koji se može koristiti od strane njenih stanovnika.)
MATCH@E:(Biocapacity is the total regenerative capacity available to serve the demand represented by the Footprint.===>Biokapacitet je sveobuhvatni pokazatelj postojećih raspoloživih resursa planete, koji se može koristiti od strane njenih stanovnika.)
MATCH@M:(Both the Ecological Footprint (which represents demand for resources) and biocapacity (which represents the availability of resources) are expressed in units called global hectares (gha), with 1gha representing the productive capacity of 1ha of land at world average productivity.===>Ekološki otisak (koji predstavlja zahtev, potrebu za resursima) i biokapacitet (koji predstavlja moguce raspoložive resurse) se mogu izraziti preko jedinstvene merne jedinice - globalni hektar (gha), gde 1gha predstavlja produktivni kapacitet 1 hektara zemljišta u odnosu na svetski prosek svih produktivnih zemljišnih i vodnih površina u datoj godini.)
MATCH@E:(Both the Ecological Footprint (which represents demand for resources) and biocapacity (which represents the availability of resources) are expressed in units called global hectares (gha), with 1gha representing the productive capacity of 1ha of land at world average productivity.===>Ekološki otisak (koji predstavlja zahtev, potrebu za resursima) i biokapacitet (koji predstavlja moguće raspoložive resurse) se mogu izraziti preko jedinstvene merne jedinice globalni hektar (gha), gde 1gha predstavlja produktivni kapacitet 1 hektara zemljišta u odnosu na svetski prosek svih produktivnih zemljišnih i vodnih površina u datoj godini.)
MATCH@M:(The collective impact of this land consumption determines the limits for our local functions.===>Ukupni uticaj na korišcenje zemljišta, pored svetskog proseka i kapaciteta, ogranicen je i lokalnim mogucnostima, što geografskim, što demografskim.)
MATCH@E:(The collective impact of this land consumption determines the limits for our local functions.===>Ukupni uticaj na korišćenje zemljišta, pored svetskog proseka i kapaciteta, ograničen je i lokalnim mogućnostima, što geografskim, što demografskim.)
MATCH@M:(The Ecological Footprint analysis attempts to measure human demand on nature.===>Ekološkim otiskom se analizira potreba i nacin korišce-nja prirodnih kapaciteta od strane ljudske populacije.)
MATCH@E:(The Ecological Footprint analysis attempts to measure human demand on nature.===>Danas se, širom sveta, ekološki otisak primenjuje kao jedan od pokazatelja održivosti životne sredine.)
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BAD_LINE_M:The Ecological Footprint analysis attempts to measure human demand on nature.
BAD_LINE_M:Ekološkim otiskom se analizira potreba i nacin korišce-nja prirodnih kapaciteta od strane ljudske populacije.
BAD_LINE_E:The Ecological Footprint analysis attempts to measure human demand on nature.
BAD_LINE_E:Danas se, širom sveta, ekološki otisak primenjuje kao jedan od pokazatelja održivosti životne sredine.
MATCH@M:(In future, the Ecological Footprint can be used in process of identifying and planning strategies, which can help us to succeed in a world of limited resources, and ensure their rational use.===>Ekološki otisak se može koristi i za identifikovanje i planiranje strategija održivog razvoja, kako bi ljudskoj populaciji omogucio optimalno korišcenje reu-sursa.)
MATCH@E:(In future, the Ecological Footprint can be used in process of identifying and planning strategies, which can help us to succeed in a world of limited resources, and ensure their rational use.===>Ekološki otisak se može koristi i za identifikovanje i planiranje strategija održivog razvoja, kako bi ljudskoj populaciji omogućio optimalno korišćenje reusursa.)
MATCH@M:(The world average of Ecological Footprint last year was 2.7 global hectares per person, while the Ecological Footprint of Europe was 4.7 hectares.===>Svetski prosek ekološkog otiska je u 2010. godini bio 2.7 globalnih hektara po osobi (ghp), dok je ekološki otisak Evrope iznosio 4.7ghp.)
MATCH@E:(The world average of Ecological Footprint last year was 2.7 global hectares per person, while the Ecological Footprint of Europe was 4.7 hectares.===>Svetski prosek ekološkog otiska je u 2010. godini bio 2.7 globalnih hektara po osobi (ghp), dok je ekološki otisak Evrope iznosio 4.7ghp.)
MATCH@M:(The situation in Balkan is a little bit better, the lowest footprint is in Serbia (2.4 ghp), than it comes Bosnia and Herzegovina (2.7 ghp) and Croatia (3.7 ghp), and with highest Ecological Footprint in region has Slovenia with 5.3 global hectares per person.===>Ekološka situacija na Balkanu je malo bolja, najniži ekološki otisak ima Srbija (2.4 ghp), zatim slede Bosna i Hercegovina (2.7 ghp) i Hrvatska (3.7 ghp), a država sa najveci ekološkim otiskom u regionu je Slovenija sa 5.3 globalnih hektara po osobi.)
MATCH@E:(The situation in Balkan is a little bit better, the lowest footprint is in Serbia (2.4 ghp), than it comes Bosnia and Herzegovina (2.7 ghp) and Croatia (3.7 ghp), and with highest Ecological Footprint in region has Slovenia with 5.3 global hectares per person, Š9Ë. 4.===>Ekološka situacija na Balkanu je malo bolja, najniži ekološki otisak ima Srbija (2.4 ghp), zatim slede Bosna i Hercegovina (2.7 ghp) i Hrvatska (3.7 ghp), a država sa najveći ekološkim otiskom u regionu je Slovenija sa 5.3 globalnih hektara po osobi, Š9Ë. 4.)
MATCH@M:(4.	Results of statistical analysis===>4.	Rezultati statisticke analize)
MATCH@E:(Results of statistical analysis 4.1.===>Rezultati statističke analize 4.1.)
MATCH@M:(Survey was conducted on 44 students (more than 40% of total number of students which is by all means a characteristic of a representative sample).===>Istraživanje je sprovedeno na uzorku od 44 studenta (što predstavlja više od 40% od ukupnog broja studenata, te je takav uzorak reprezentativan po svim karakteristikama).)
MATCH@E:(Survey was conducted on 44 students (more than 40% of total number of students which is by all means a characteristic of a representative sample).===>Istraživanje je sprovedeno na uzorku od 44 studenta (što predstavlja više od 40% od ukupnog broja studenata, te je takav uzorak reprezentativan po svim karakteristikama).)
MATCH@M:(Students answered on 15 closed-type questions and according to their responses, the EF value was calculated for each of them.===>Studenti su u anketi odgovarali na petnaest pitanja zatvorenog tipa i na osnovu njihovih odgovora, za svakog pojedinacnog studenta je izracunata vrednost ekološkog otiska.)
MATCH@E:(Students answered on 15 closed-type questions and according to their responses, the EF value was calculated for each of them.===>Studenti su u anketi odgovarali na petnaest pitanja zatvorenog tipa i na osnovu njihovih odgovora, za svakog pojedinačnog studenta je izračunata vrednost ekološkog otiska.)
MATCH@M:(Creation and evaluation of survey was based on the Global Footprint Network standard.===>Kreiranje ankete i evalua-cija rezultata je zasnovana na standardu Svetske asocijacije za utvrdivanje ekološkog otiska (Global Footprint Network).)
MATCH@E:(Creation and evaluation of survey was based on the Global Footprint Network standard.===>Kreiranje ankete i evaluacija rezultata je zasnovana na standardu Svetske asocijacije za utvrđivanje ekološkog otiska (Global Footprint Network).)
MATCH@M:(After attending course of Environmental Management, students filled the survey papers once again.===>Nakon završenog kursa Ekološki me-nadžment, studenti su ponovo popunjavali anketu.)
MATCH@E:(After attending course of Environmental Management, students filled the survey papers once again.===>Nakon završenog kursa Ekološki menadžment, studenti su ponovo popunjavali anketu.)
MATCH@M:(Our aim in this research was to determine whether there are or not significant improvements of achievement levels in action-oriented higher environmental education occurred.===>Cilj istraživanja je bio da se utvrdi da li je došlo do znacajnog poboljšanja u ishodima visokoškolske ekološke edukacije, koja je usmerena na akciju, te aktivnu primenu stecenih znanja.)
MATCH@E:(Our aim in this research was to determine whether there are or not significant improvements of achievement levels in action-oriented higher environmental education occurred.===>Cilj istraživanja je bio da se utvrdi da li je došlo do značajnog poboljšanja u ishodima visokoškolske ekološke edukacije, koja je usmerena na akciju, te aktivnu primenu stečenih znanja.)
MATCH@M:(In the sample of 44 students, 24 of them were female students and 20 were male students.===>U uzorku od 44 studenta, ženskog pola je bilo 24, a 20 muškog pola.)
MATCH@E:(In the sample of 44 students, 24 of them were female students and 20 were male students.===>Za obradu rezultata istraživanja korišćen je statistički program SPSS 17. U uzorku od 44 studenta, ženskog pola je bilo 24, a 20 muškog pola.)
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BAD_LINE_M:In the sample of 44 students, 24 of them were female students and 20 were male students.
BAD_LINE_M:U uzorku od 44 studenta, ženskog pola je bilo 24, a 20 muškog pola.
BAD_LINE_E:In the sample of 44 students, 24 of them were female students and 20 were male students.
BAD_LINE_E:Za obradu rezultata istraživanja korišćen je statistički program SPSS 17. U uzorku od 44 studenta, ženskog pola je bilo 24, a 20 muškog pola.
MATCH@M:(We first wanted to examine if female students are more ecologically aware then male students.===>Prvo od istraživackih pitanja koje je proveravano se odnosilo da li su studentkinje ekološki svesnije od svojih kolega muškog pola.)
MATCH@E:(We first wanted to examine if female students are more ecologically aware then male students.===>Prvo od istraživačkih pitanja koje je proveravano se odnosilo da li su studentkinje ekološki svesnije od svojih kolega muškog pola.)
MATCH@M:(Thus, we focused on the variable EcoFootPrintBefore.===>Stoga se fokusiralo na varijablu EkoOtisak.)
MATCH@E:(Thus, we the variable EcoFootPrintBefore.===>Stoga se fokusiralo na varijablu EkoOtisak.)
MATCH@M:(Using Kolmogorov-Smirnov test, we determined that variable is normally distributed (Z = 0.790, p&gt;0.05).===>Koristeci Kolmogorov-Smirnov test, prvo je provere-no da li je varijabla Normalno raspodeljena (Z = 0.790, p&gt;0.05).)
MATCH@E:(Using Kolmogorov-Smirnov test, we determined that variable is normally distributed (Z = 0.790, p>0.05).===>Koristeći Kolmogorov-Smirnov test, prvo je provereno da li je varijabla Normalno raspodeljena (Z = 0.790, p>0.05).)
MATCH@M:(In respect to these results, we used parametric t-test for independent samples.===>Na osnovu ovih podataka zakljuceno je da varijabla EkoOtisak ima Normalnu raspodelu, te je u nastavku korišcen parametarski t-test za nezavisne uzorke.)
MATCH@E:(In respect to these results, we used parametric t-test for independent samples.===>Na osnovu ovih podataka zaključeno je da varijabla EkoOtisak ima Normalnu raspodelu, te je u nastavku korišćen parametarski t-test za nezavisne uzorke.)
MATCH@M:(Mean value for female students was 1.216 ± 0.128, while mean value for male students was 1.21 ± 0.148.===>Srednja vrednost ekološkog otiska, koja je predstavljenja preko varijable EkoOtiska, za stu-dentkinje je bila 1.216 ± 0.128, dok je srednja vrednost za studente bila 1.21 ± 0.148.)
MATCH@E:(Mean value for female students was 1.216 ± 0.128, while mean value for male students was 1.21 ± 0.148.===>Srednja vrednost ekološkog otiska, koja je predstavljenja preko varijable EkoOtiska, za studentkinje je bila 1.216 ± 0.128, dok je srednja vrednost za studente bila 1.21 ± 0.148.)
MATCH@M:(Results showed no significant difference between genders, t(42) =-0.160, p&gt;0.05.===>Rezultati su pokazali da nema statisticki znacajne razlike izmedu polova, t(42) = -0.160, p&gt;0.05.)
MATCH@E:(Results showed no significant difference between genders, t(42) =-0.160, p>0.05.===>Rezultati su pokazali da nema statistički značajne razlike između polova, t(42) = -0.160, p>0.05.)
MATCH@M:(Very important issue that we wanted to raise is possible difference between genders in answering on each of the 15 questions.===>Znacajni podatak koji je želeo da se utvrdi ovim istraživanjem zasnivao se na mogucoj razlici izmedu polova u odgovorima na svako od 15 pitanja.)
MATCH@E:(Very important issue that we wanted to raise is possible difference between genders in answering on each of the 15 questions.===>Značajni podatak koji je želeo da se utvrdi ovim istraživanjem zasnivao se na mogućoj razlici između polova u odgovorima na svako od 15 pitanja.)
MATCH@M:(Chi-square test of categorized data was performed and results showed that there is no statistically significant difference between male students and female students.===>Hi-kvadrat test kategorizovanih podataka je izvršen i rezultati su pokazali da ne postoji znacajna statisticka zavisnost izmedu polova i odgovora, koji su studenti davali.)
MATCH@E:(Chi-square test of categorized data was performed and results showed that there is no statistically significant difference between male students and female students.===>Hi-kvadrat test kategorizovanih podataka je izvršen i rezultati su pokazali da ne postoji značajna statistička zavisnost između polova i odgovora, koji su studenti davali.)
MATCH@M:(This result is at least unexpected, so we will emphasize couple of interesting observations.===>Ovakav rezultat je u najmanju ruku neocekivan, te se može navesti nekoliko vrlo interesantnih opservacija.)
MATCH@E:(This result is at least unexpected, so we will emphasize couple of interesting observations.===>Ovakav rezultat je u najmanju ruku neočekivan, te se može navesti nekoliko vrlo interesantnih opservacija.)
MATCH@M:(We used Chi-square statistics in order to examine whether male students and female students differ in the number of new clothing items they buy.===>Hi-kvadrat statistika je korišcena sa ciljem ispitivanja da li se studenti muškog i ženskog pola znacajno razlikuju u odnosu na to koliko komada nove odece kupuju godišnje.)
MATCH@E:(We used Chi-square statistics in order to examine whether male students and female students differ in the number of new clothing items they buy.===>Hi-kvadrat statistika je korišćena sa ciljem ispitivanja da li se studenti muškog i ženskog pola značajno razlikuju u odnosu na to koliko komada nove odeće kupuju godišnje.)
MATCH@M:(Results showed no statistically significant difference between male students and female students, (%=1.381, df=3, N=44, p&gt;0.05).===>Rezultati su pokazali da nema statisticki znacajne razlike izmedu studenata i studentkinja (?=1.381, df =3, N=44, p&gt;0.05).)
MATCH@E:(Results showed no statistically significant difference between male students and female students, (χ2=1.381, df=3, N=44, p>0.05).===>Rezultati su pokazali da nema statistički značajne razlike između studenata i studentkinja (? ~~~ df=3, N=44, p>0.05).)
MATCH@M:(Same conclusion was made comparing variables “What is the percent of food you throw away and what percentage of food you buy is locally grown or seasonal”.===>Do istih zakljucaka se došlo i kada je analizirano da li pol utice na to koliko vec pripremljene hrane se baca, odnosno koliko hrane koje kupuje ispitanik je nepreradeno, lokalno uzgojeno ili sezonsko.)
MATCH@E:(Same conclusion was made comparing variables What is the percent of food you throw away and what percentage of food you buy is locally grown or seasonal.===>Do istih zaključaka se došlo i kada je analizirano da li pol utiče na to koliko već pripremljene hrane se baca, odnosno koliko hrane koje kupuje ispitanik je neprerađeno, lokalno uzgojeno ili sezonsko.)
MATCH@M:(Results implied no statistically significant difference between genders (%=2.151, df=2, N=44, p&gt;0.05; respectively, %=2.631, df=3, N=44, p&gt;0.05).===>Rezultati su pokazali da nema statisticki znacajne razlike izmedu studenata muškog i ženskog pola (?=2.151, df=2, N=44, p&gt;0.05; odnosno, ?=2.631, df=3, N=44,p&gt;0.05).)
MATCH@E:(Results implied no statistically significant difference between genders (χ2=2.151, df=2, N=44, p>0.05; respectively, χ2=2.631, df=3, N=44, p>0.05).===>Rezultati su pokazali da nema statistički značajne razlike između studenata muškog i ženskog pola (? ~~~ df=2, N=44, p>0.05; odnosno, ? ~~~ df=3, N=44, p>0.05).)
MATCH@M:(Observing, how much meat and meat products students buy, we conclude that there are no significant differences between males and females.===>Izucavajuci koliko mesa i mesnih proizvoda studenti kupuju i koriste u dnevnoj ishrani, došlo se do zakljucka da ne postoji znacajna razlika izmedu studenata i studentkinja.)
MATCH@E:(Observing, how much meat and meat products students buy, we conclude that there are no significant differences between males and females.===>Izučavajući koliko mesa i mesnih proizvoda studenti kupuju i koriste u dnevnoj ishrani, došlo se do zaključka da ne postoji značajna razlika između studenata i studentkinja.)
MATCH@M:(Unfortunately, both male and female students are not dedicated to the trend of healthy and organically grown food, which is in Serbia still not widespread, but it is expensive.===>Nažalost, studenti i muškog i ženskog pola nisu posveceni trendu zdrave ishrane i kupovini lokalno uzgojene hrane (voca i povrca), koja u Srbiji još uvek nije dovoljno rasprostranjena, ali i zahteva vece novcane izdatke.)
MATCH@E:(Unfortunately, both male and female students are not dedicated to the trend of healthy and organically grown food, which is in Serbia still not widespread, but it is expensive.===>Nažalost, studenti i muškog i ženskog pola nisu posvećeni trendu zdrave ishrane i kupovini lokalno uzgojene hrane (voća i povrća), koja u Srbiji još uvek nije dovoljno rasprostranjena, ali i zahteva veće novčane izdatke.)
MATCH@M:(Their diet is mostly based on meat products, and the result show that 72% of students in their daily diet consume meat products, and that implies low level of ecological perception in food consumption of students and their families.===>Ishrana studenata se uglavnom zasniva na mesnim proizvodima, a rezultati istraživanja ukazuju da 72% studenata u svakodnevnoj ishrani koristi proizvode životinjskog porekla, što podrazumeva nizak nivo ekološke percepcije u pogledu ishrane studenata i njihovih porodica.)
MATCH@E:(Their diet is mostly based on meat products, and the result show that 72% of students in their daily diet consume meat products, and that implies low level of ecological perception in food consumption of students and their families.===>Ishrana studenata se uglavnom zasniva na mesnim proizvodima, a rezultati istraživanja ukazuju da 72% studenata u svakodnevnoj ishrani koristi proizvode životinjskog porekla, što podrazumeva nizak nivo ekološke percepcije u pogledu ishrane studenata i njihovih porodica.)
MATCH@M:(As a next step, we wanted to examine possible correlation between GPA (Grade Point Average) and the EF value of students.===>Kao sledeci korak želelo se da se utvrdi da li postoji korelacija izmedu prosecne ocene studenata postignute tokom studiranja i nivoa njihove ekološke svesti.)
MATCH@E:(As a next step, we wanted to examine possible correlation between GPA (Grade Point Average) and the EF value of students.===>Kao sledeći korak želelo se da se utvrdi da li postoji korelacija između prosečne ocene studenata postignute tokom studiranja i nivoa njihove ekološke svesti.)
MATCH@M:(Knowing the fact that both of the variables are normally distributed, Pearson correlation was used.===>S obzirom na to da obe varijable imaju Normalnu ras-podelu, korišcena je Pirsonova korelacija.)
MATCH@E:(Knowing the fact that both of the variables are normally distributed, Pearson correlation was used.===>S obzirom na to da obe varijable imaju Normalnu raspodelu, korišćena je Pirsonova korelacija.)
MATCH@M:(Result indicated that there is no significant correlation between these two variables, r=0.264,p&gt;0.05.===>Rezultati su pokazali da ne postoji znacajna korelacija izmedu prosecne ocene i vrednosti EkoOtiska, r=0.264, p&gt;0.05.)
MATCH@E:(Result indicated that there is no significant correlation between these two variables, r=0.264, p>0.05.===>Rezultati su pokazali da ne postoji značajna korelacija između prosečne ocene i vrednosti EkoOtiska, r=0.264, p>0.05.)
MATCH@M:(This result implies that environmental education (with consequential environmental actions) does not depend on formal educational system in Serbia, because (based on educational curriculum and programs), it is evident lack of formal and permanent environmental education at all levels of formal education in Serbia.===>Ovakav rezultat ukazuje da ekološka edukacija (sa adekvatnim posledicnim ekološkim akcijama) ne zavisi od formalnog sistema obrazovanja u Srbiji, zato što (na osnovu pregleda nastavnog plana i programa sistema edukacije u Srbiji) je evidentan nedostatak formalnog i permanentnog ekološkog obrazovanja na svim nivoima obrazovanja i edukacije.)
MATCH@E:(This result implies that environmental education (with consequential environmental actions) does not depend on formal educational system in Serbia, because (based on educational curriculum and programs), it is evident lack of formal and permanent environmental education at all levels of formal education in Serbia, Š21Ë.===>Ovakav rezultat ukazuje da ekološka edukacija (sa adekvatnim posledičnim ekološkim akcijama) ne zavisi od formalnog sistema obrazovanja u Srbiji, zato što (na osnovu pregleda nastavnog plana i programa sistema edukacije u Srbiji) je evidentan nedostatak formalnog i permanentnog ekološkog obrazovanja na svim nivoima obrazovanja i edukacije, Š21Ë.)
MATCH@M:(Further on, we wanted to explore potential association between number of rooms (space of apartment) and number of rooms that are being heated during winter and cooled during summer months.===>Pored prethodnih analiza, pokušalo se da se utvrdi da li postoji statisticki znacajna veza izmedu velicine stambenog prostora (broja soba) i broja soba koje se greju tokom zime, odnosno hlade preko leta.)
MATCH@E:(Further on, we wanted to explore potential association between number of rooms (space of apartment) and number of rooms that are being heated during winter and cooled during summer months.===>Pored prethodnih analiza, pokušalo se da se utvrdi da li postoji statistički značajna veza između veličine stambenog prostora (broja soba) i broja soba koje se greju tokom zime, odnosno hlade preko leta.)
MATCH@M:(Knowing that we are examining nominal types of variables, Spearman’s rho correlation coefficient was calculated, rs=0.486, p less than 0.05.===>S obzirom da su u pitanju varijable nominalnog tipa, racuna-ta je Spirmanova rho statistika, rs=0.486, p manje od 0.05.)
MATCH@E:(Knowing that we are examining nominal types of variables, Spearmans rho correlation coefficient was calculated, rs=0.486, p<0.05.===>S obzirom da su u pitanju varijable nominalnog tipa, računata je Spirmanova rho statistika, rs=0.486, p<0.05.)
MATCH@M:(Positive direction of correlation indicates that bigger apartments (flat) imply higher number of heated rooms.===>Pošto je smer korelacije pozitivan, zakljucak je da sa rastom velicine stambenog prostora (broja soba), raste i broj soba koji se greju tokom zimskih meseci.)
MATCH@E:(Positive direction of correlation indicates that bigger apartments (flat) imply higher number of heated rooms.===>Pošto je smer korelacije pozitivan, zaključak je da sa rastom veličine stambenog prostora (broja soba), raste i broj soba koji se greju tokom zimskih meseci.)
MATCH@M:(On the other hand, there is no statistically significant correlation between space of apartments and number of cooled rooms, rs=-0.031, p&gt;0.05.===>S druge strane, ne postoji statisticki znacajna korelacija izmedu velicine stambenog prostora i broja soba koje se hlade tokom leta, rs=-0.031, p&gt;0.05.)
MATCH@E:(On the other hand, there is no statistically significant correlation between space of apartments and number of cooled rooms, rs=-0.031, p>0.05. ~~~ 4.2.===>S druge strane, ne postoji statistički značajna korelacija između veličine stambenog prostora i broja soba koje se hlade tokom leta, rs=-0.031, p>0.05. 4.2.)
MATCH@M:(4.2.===>4.2.)
MATCH@E:(4.2.===>4.2.)
MATCH@M:(In the sample of 43 students, 28 of them were male students and 15 were female students.===>U uzorku od 43 studenta, njih 28 je bilo muškog pola i 15 ženskog pola.)
MATCH@E:(In the sample of 43 students, 28 of them were male students and 15 were female students.===>U uzorku od 43 studenta, njih 28 je bilo muškog pola i 15 ženskog pola.)
MATCH@M:(We first wanted to examine if female students are more ecologically aware then male students.===>Prva analiza je sprovedena sa ciljem da se utvrdi da li su studentkinje ekološki odgovornije od svojih kolega.)
MATCH@E:(We first wanted to examine if female students are more ecologically aware then male students.===>Prva analiza je sprovedena sa ciljem da se utvrdi da li su studentkinje ekološki odgovornije od svojih kolega.)
MATCH@M:(Using Kolmogorov-Smirnov test, we determined that variable is normally distributed (p &gt; 0.05).===>Korišcen je Kolmogorov-Smirnov test, i utvrdeno je da varijabla EkoOtisak ima Normalnu ras-podelu (p&gt;0.05).)
MATCH@E:(Using Kolmogorov-Smirnov test, we determined that variable is normally distributed (p > 0.05).===>Korišćen je Kolmogorov-Smirnov test, i utvrđeno je da varijabla EkoOtisak ima Normalnu raspodelu (p>0.05).)
MATCH@M:(In respect to these results, we used parametric t-test for independent samples.===>Na osnovu tog rezultata, za dalje analizu, korišcen je parametarski t-test za nezavisne uzorke.)
MATCH@E:(In respect to these results, we used parametric t-test for independent samples.===>Na osnovu tog rezultata, za dalje analizu, korišćen je parametarski t-test za nezavisne uzorke.)
MATCH@M:(Mean value for female students was 1.777 ± 0.257, while mean value for male students was 1.919 ± 0.226.===>Srednja vrednost ekološkog otiska za studentkinje je bila 1.777 ± 0.257, dok je srednja vrednost ekološkog otiska za student iznosila 1.919 ± 0.226.)
MATCH@E:(Mean value for female students was 1.777 ± 0.257, while mean value for male students was 1.919 ± 0.226.===>Srednja vrednost ekološkog otiska za studentkinje je bila 1.777 ± 0.257, dok je srednja vrednost ekološkog otiska za student iznosila 1.919 ± 0.226.)
MATCH@M:(Results showed no significant difference between genders, p&gt;0.05.===>Rezultati su pokazali da ne postoji znacajna statisticka razlika iz-medju studenata muškog i ženskog pola, p&gt;0.05.)
MATCH@E:(Results showed no significant difference between genders, p>0.05.===>Rezultati su pokazali da ne postoji značajna statistička razlika izmedju studenata muškog i ženskog pola, p>0.05.)
MATCH@M:(The issue that we wanted to search is potential difference between genders in answering on each of the 15 questions.===>U cilju utvrdivanja da li postoje dalje razlike izmedu studenata muškog i ženskog pola, izvršena je upored-na analiza njihovih odgovora na svih 15 pitanja.)
MATCH@E:(The issue that we wanted to search is potential difference between genders in answering on each of the 15 questions.===>U cilju utvrđivanja da li postoje dalje razlike između studenata muškog i ženskog pola, izvršena je uporedna analiza njihovih odgovora na svih 15 pitanja.)
MATCH@M:(Chi-square test of categorized data was performed and results showed that there is statistically significant difference between male students and female students on couple of questions.===>Hi-kvadrat test kategorizovanih podataka je izvršen i rezultati su pokazali da postoji znacajna statisticka zavisnost odgovora, koji su studenti davali u odnosu na njihov pol.)
MATCH@E:(Chi-square test of categorized data was performed and results showed that there is statistically significant difference between male students and female students on couple of questions.===>Hikvadrat test kategorizovanih podataka je izvršen i rezultati su pokazali da postoji značajna statistička zavisnost odgovora, koji su studenti davali u odnosu na njihov pol.)
MATCH@M:(For instance, males and females significantly differ on frequency of car using (LI = 6.286, df = 2, p less than .05).===>Na primer, studenti i studentkinje se znacajno razlikuju po ucestalosti korišcenja automobila (LI = 6.286, df = 2, p manje od 0.05).)
MATCH@E:(For instance, males and females significantly differ on frequency of car using (LI = 6.286, df = 2, p<.05).===>Na primer, studenti i studentkinje se značajno razlikuju po učestalosti korišćenja automobila (LI = 6.286, df = 2, p<0.05).)
MATCH@M:(Same finding applies for question “What is the fuel consumption of the car you travel in most often”, statistically significant difference was noted (LI = 12.440, df = 3, p less than .01).===>Slican zakljucak se može izvesti i kod pitanja “Koliko goriva koristi Vaš automobil na 100km gradske vožnje?”, gde je zabeležena znacajna statisticka zavisnost (LI = 12.440, df = 3, p manje od 0.01).)
MATCH@E:(Same finding applies for question What is the fuel consumption of the car you travel in most often, statistically significant difference was noted (LI = 12.440, df = 3, p<.01).===>Sličan zaključak se može izvesti i kod pitanja Koliko goriva koristi Vaš automobil na 100km gradske vožnje?, gde je zabeležena značajna statistička zavisnost (LI = 12.440, df = 3, p<0.01).)
MATCH@M:(Our results implied that male students use car far more frequently then female students.===>Rezultati ukazuju da studenti muškog pola cešce koriste automobile u odnosu na svoje koleginice,)
MATCH@E:(As the matter of fact, results implied that male students use car far more frequently then female student.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Our results implied that male students use car far more frequently then female students.
BAD_LINE_M:Rezultati ukazuju da studenti muškog pola cešce koriste automobile u odnosu na svoje koleginice,
BAD_LINE_E:As the matter of fact, results implied that male students use car far more frequently then female student.
BAD_LINE_E:
MATCH@M:(Further on, we used chi-square statistics in order to examine whether males and females differ on how much pieces of new clothes are bought by students.===>Tokom dalje analize, korišcena je Hi-kvadrat statistika sa ciljem da se ispita da li postoji razlika izmedu polova u pogledu broja kupljenih odevnih predmeta na godišnjem nivou.)
MATCH@E:(Further on, we used chi-square statistics in order to examine whether males and females differ on how much pieces of new clothes are bought by students.===>Tokom dalje analize, korišćena je Hi-kvadrat statistika sa ciljem da se ispita da li postoji razlika između polova u pogledu broja kupljenih odevnih predmeta na godišnjem nivou.)
MATCH@M:(Results showed no statistically significant difference between male students and female students, (%2 = 5.807, df=3, p&gt;0.05).===>Rezultati analize su pokazali da ne postoji znacajna statisticka razlika izmedu studenata muškog i ženskog pola (%2 = 5.807, df=3, p&gt;0.05).)
MATCH@E:(Results showed no statistically significant difference between male students and female students, (χ2 = 5.807, df=3, p>0.05).===>Rezultati analize su pokazali da ne postoji značajna statistička razlika između studenata muškog i ženskog pola (χ2 = 5.807, df=3, p>0.05).)
MATCH@M:(Afterwards, we wanted to examine is students environmental awareness influenced by their parents educational level.===>Nakon ispitivanja zavisnosti izmedu polova želelo se da se utvrdi da li na ekološku svest studenata utice ste-pen strucne spreme, odnosno nivoa obrazovanosti njihovih roditelja.)
MATCH@E:(Afterwards, we wanted to examine is students environmental awareness influenced by their parents educational level.===>Nakon ispitivanja zavisnosti između polova želelo se da se utvrdi da li na ekološku svest studenata utiče stepen stručne spreme, odnosno nivoa obrazovanosti njihovih roditelja.)
MATCH@M:(Nonetheless, results implied that there is no significant difference between students [F (2, 39) = 0.506, p&gt;0.05].===>Rezultati su ukazali da ne postoji znacajna statisticka razlika izmedu studenata [F (2, 39) = 0.506,p&gt;0.05\.)
MATCH@E:(Nonetheless, results implied that there is no significant difference between students ŠF (2, 39) = 0.506, p>0.05Ë.===>Rezultati su ukazali da ne postoji značajna statistička razlika između studenata ŠF (2, 39) = 0.506, p>0.05Ë.)
MATCH@M:(In addition, we wanted to examine if students coming from smaller towns are more ecologically aware than their colleagues from Ljubljana, capital of Slovenia.===>Pored toga, izvršena je i analiza u cilju utvrdivanja da li su student koji dolaze iz manjih gradova ekološki svesniji od svojih kolega iz Ljubljane, glavnog grada Slovenije.)
MATCH@E:(In addition, we wanted to examine if students coming from smaller towns are more ecologically aware than their colleagues from Ljubljana, capital of Slovenia.===>Pored toga, izvršena je i analiza u cilju utvrđivanja da li su student koji dolaze iz manjih gradova ekološki svesniji od svojih kolega iz Ljubljane, glavnog grada Slovenije.)
MATCH@M:(In our sample, 18 of them were from Ljubljana and 24 were from other cities (one student didn’t answer the question).===>U ispitivanom uzorku, 18 studenata je bilo iz Ljubljane a 24 studenta je bilo iz ostalih gradova (jedan student nije odgovorio na pitanje).)
MATCH@E:(In our sample, 18 of them were from Ljubljana and 24 were from other cities (one student didnt answer the question).===>U ispitivanom uzorku, 18 studenata je bilo iz Ljubljane a 24 studenta je bilo iz ostalih gradova (jedan student nije odgovorio na pitanje).)
MATCH@M:(Using Kolmogorov-Smirnov test, we determined that variable is normally distributed (p&gt;0.05).===>Koristeci Kolmogorov-Smirnov test, utvrdeno je da varijabla ima normalnu raspodelu (p&gt;0.05).)
MATCH@E:(Using Kolmogorov-Smirnov test, we determined that variable is normally distributed (p>0.05).===>Koristeći Kolmogorov-Smirnov test, utvrđeno je da varijabla ima normalnu raspodelu (p>0.05).)
MATCH@M:(In respect to these results, we used parametric t-test for independent samples.===>Na osnovu toga, u daljoj analizi, korišcen je parametarski t-test za nezavisne uzorke.)
MATCH@E:(In respect to these results, we used parametric t-test for independent samples.===>Na osnovu toga, u daljoj analizi, korišćen je parametarski t-test za nezavisne uzorke.)
MATCH@M:(Mean value for Ljubljana students was 1.954 ± 0.249, while mean value for students coming from smaller towns was 1.825 ± 0.215.===>Srednja vrednost ekološkog otiska za studente iz Ljubljane je bila 1.954 ± 0.249, dok je srednja vrednost ekološkog otiska za studente, koji su poreklom iz manjih gradova je iznosila 1.825 ± 0.215.)
MATCH@E:(Mean value for Ljubljana students was 1.954 ± 0.249, while mean value for students coming from smaller towns was 1.825 ± 0.215.===>Srednja vrednost ekološkog otiska za studente iz Ljubljane je bila 1.954 ± 0.249, dok je srednja vrednost ekološkog otiska za studente, koji su poreklom iz manjih gradova je iznosila 1.825 ± 0.215.)
MATCH@M:(Results showed no statistically significant difference between students of different hometown, p&gt;0.05.===>Iako postoji razlika izmedu vrednosti ekološkog otiska, nije utvrdena znacajna statisticka razlika izmedu studenata iz razlicitih mesta porekla stanovanja, p&gt;0.05.)
MATCH@E:(Results showed no statistically significant difference between students of different hometown, p>0.05.===>Iako postoji razlika između vrednosti ekološkog otiska, nije utvrđena značajna statistička razlika između studenata iz različitih mesta porekla stanovanja, p>0.05.)
MATCH@M:(Only difference between students coming from Ljubljana and other cities was in the question “How far do you travel by car each week”, (LI = 17.093, df = 4, p less than .01).===>Jedina razlika, koja je utvrdena, postojala je kod pitanja “Koliko kilometara nedeljno prelazite Vašim automobilom?”, što je i sasvim logicno (LI = 17.093, df = 4, p manje od 0.01).)
MATCH@E:(Only difference between students coming from Ljubljana and other cities was in the question How far do you travel by car each week, (LI = 17.093, df = 4, p<.01).===>Jedina razlika, koja je utvrđena, postojala je kod pitanja Koliko kilometara nedeljno prelazite Vašim automobilom?, što je i sasvim logično (LI = 17.093, df = 4, p<0.01).)
MATCH@M:(Comparing the Serbia (2.3ghp) and EU (4.7ghp) results, value of students EF is 1.21 ghp, which represents an impressive achievement pointing to a high level of environmental awareness amongst Serbian students at Faculty of Organizational Sciences - University of Belgrade.===>Sagledavajuci ekološki otisak u Srbiji (2.3ghp) i Evropi (4.7ghp), vrednost ekološkog otiska studenata od 1.21 globalnih hektara po studentu, predstavlja impresivan rezultat, koji je postignut kroz proces viskoškol-ske edukacije na Fakultetu organizacionih nauka -Univerzitet u Beogradu.)
MATCH@E:(Conclusion Comparing the Serbia (2.3ghp) and EU (4.7ghp) results, value of students EF is 1.21 ghp, which represents an impressive achievement pointing to a high level of environmental awareness amongst Serbian students at Faculty of Organizational Sciences - University of Belgrade.===>Zaključak Sagledavajući ekološki otisak u Srbiji (2.3ghp) i Evropi (4.7ghp), vrednost ekološkog otiska studenata od 1.21 globalnih hektara po studentu, predstavlja impresivan rezultat, koji je postignut kroz proces viskoškolske edukacije na Fakultetu organizacionih nauka Univerzitet u Beogradu.)
MATCH@M:(Although results didn’t reach a significant statistical difference between genders, it is obvious that male students are more dedicated to environmental issues and protection.===>Iako tokom analize rezultata nije utvrdena znacajna statisticka razlika izmedu studenata muškog i ženskog pola, evidentna je situacija da su studenti muškog pola više posveceni zaštiti životne sredine i rešavanju ekoloških problema.)
MATCH@E:(Although results didnt reach a significant statistical difference between genders, it is obvious that male students are more dedicated to environmental issues and protection.===>Iako tokom analize rezultata nije utvrđena značajna statistička razlika između studenata muškog i ženskog pola, evidentna je situacija da su studenti muškog pola više posvećeni zaštiti životne sredine i rešavanju ekoloških problema.)
MATCH@M:(High level of environmental awareness amongst students does not depended on formal educational system in Serbia (it lays in adequate good higher environmental education, and knowledge absorbed from Environmental Management course), because it is evident lack of formal and permanent environmental education at all levels of formal education in Serbia.===>Visok nivo ekološke svesti studenata nije direktno zavisan od formalnog obrazovanja u Srbiji (vec se zasniva na dobroj i adekvatnoj ekološkoj edukaciji i znanjima usvojenim na predmetu Ekološki menadžment), jer je evidentan nedostatak formalnog i permanentnog ekološkog obrazovanja na svim nivoima edukacije (od predškolskog do visokoškolskog obrazovanja) u Srbiji.)
MATCH@E:(High level of environmental awareness amongst students does not depended on formal educational system in Serbia (it lays in adequate good higher environmental education, and knowledge absorbed from Environmental Management course), because it is evident lack of formal and permanent environmental education at all levels of formal education in Serbia.===>Visok nivo ekološke svesti studenata nije direktno zavisan od formalnog obrazovanja u Srbiji (već se zasniva na dobroj i adekvatnoj ekološkoj edukaciji i znanjima usvojenim na predmetu Ekološki menadžment), jer je evidentan nedostatak formalnog i permanentnog ekološkog obrazovanja na svim nivoima edukacije (od predškolskog do visokoškolskog obrazovanja) u Srbiji.)
MATCH@M:(We can conclude that environmental subjects must be included as a basic one at all level of Serbian formal education.===>Na osnovu postignutih rezultata, dolazi se do zakljucka da se formalna ekološka edukacija mora uvesti u celokupan sistem obrazovanja u Srbiji.)
MATCH@E:(We can conclude that environmental subjects must be in cluded as a basic one at all level of Serbian formal education.===>Na osnovu postignutih rezultata, dolazi se do zaključka da se formalna ekološka edukacija mora uvesti u celokupan sistem obrazovanja u Srbiji.)
MATCH@M:(Further on, must be emphasized that both male students and female students are not dedicated to the trend of healthy and organically grown food, which is in Serbia still not widespread, but it is expensive.===>Takode, potrebno je istaci da i studenti i studentkinje, uglavnom zbog materijalnih uslova, nisu posveceni trendu zdrave i organske ishrane,)
MATCH@E:(Further on, must be emphasized that both male students and female students are not dedicated to the trend of healthy and organically grown food, which is in Serbia still not widespread, but it is expensive.===>Takođe, potrebno je istaći da i studenti i studentkinje, uglavnom zbog materijalnih uslova, nisu posvećeni trendu zdrave i organske ishrane, te da produkti životinjskog porekla čine većinski deo njihove ishrane.)
BAD_LINE_=============================================================
BAD_LINE_M:Further on, must be emphasized that both male students and female students are not dedicated to the trend of healthy and organically grown food, which is in Serbia still not widespread, but it is expensive.
BAD_LINE_M:Takode, potrebno je istaci da i studenti i studentkinje, uglavnom zbog materijalnih uslova, nisu posveceni trendu zdrave i organske ishrane,
BAD_LINE_E:Further on, must be emphasized that both male students and female students are not dedicated to the trend of healthy and organically grown food, which is in Serbia still not widespread, but it is expensive.
BAD_LINE_E:Takođe, potrebno je istaći da i studenti i studentkinje, uglavnom zbog materijalnih uslova, nisu posvećeni trendu zdrave i organske ishrane, te da produkti životinjskog porekla čine većinski deo njihove ishrane.
MATCH@M:(Their diet is mostly based on meat products, and that implies low level of ecological perception in food consumption of students and their families.===>te da produkti životinjskog porekla cine vecinski deo njihove ishrane.)
MATCH@E:(Their diet is mostly based on meat products, and that implies low level of ecological perception in food consumption of students and their families.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Their diet is mostly based on meat products, and that implies low level of ecological perception in food consumption of students and their families.
BAD_LINE_M:te da produkti životinjskog porekla cine vecinski deo njihove ishrane.
BAD_LINE_E:Their diet is mostly based on meat products, and that implies low level of ecological perception in food consumption of students and their families.
BAD_LINE_E:
MATCH@M:(Course of Technological Systems and Principles of Ecology, taught at the first year of undergraduate studies at Faculty of Organizational Sciences - University of Maribor, enrolls a little bit more than 100 students.===>Na predmet Tehnološki sistemi i principi ekologije, koji je nastavnim planom i programom, definisan za studente prve godine osnovnih akademskih studija na Fakultetu organizacionih nauka - Univerizitet u Mariboru, upisano je oko sto studenata.)
MATCH@E:(Course of Technological Systems and Principles of Ecology, taught at the first year of undergraduate studies at Faculty of Organizational Sciences - University of Maribor, enrolls a little bit more than 100 students.===>Na predmet Tehnološki sistemi i principi ekologije, koji je nastavnim planom i programom, definisan za studente prve godine osnovnih akademskih studija na Fakultetu organizacionih nauka Univerizitet u Mariboru, upisano je oko sto studenata.)
MATCH@M:(Our research is based on the sample of 43 students, which is by all means a characteristic of a representative sample.===>Istraživanjem je bio obuhvacen uzorak od 43 studenta, što po statistickim normama je više nego reprezentativan uzorak.)
MATCH@E:(Our research is based on the sample of 43 students, which is by all means a characteristic of a representative sample.===>Istraživanjem je bio obuhvaćen uzorak od 43 studenta, što po statističkim normama je više nego reprezentativan uzorak.)
MATCH@M:(Average value for the EF of students is 1.869 ghp. Comparing to Slovenian (5.3ghp) and EU (4.7ghp) results, this represents remarkable achievement which proves high level of environmental awareness amongst Slovenian students.===>Njihova srednja vrednost ekološkog otiska je 1.869 ghp, što je u poredenju sa vrednošcu ekološkog otiska za Sloveniju (5.3ghp) i Evropu (4.7ghp) predstavlja izvanredan rezultat i ukazuje na visok nivo ekološke svesti medu studentima.)
MATCH@E:(Average value for the EF of students is 1.869 ghp. ~~~ Comparing to Slovenian (5.3ghp) and EU (4.7ghp) results, this represents remarkable achievement which proves high level of environmental awareness amongst Slovenian students.===>Njihova srednja vrednost ekološkog otiska je 1.869 ghp, što je u poređenju sa vrednošću ekološkog otiska za Sloveniju (5.3ghp) i Evropu (4.7ghp) predstavlja izvanredan rezultat i ukazuje na visok nivo ekološke svesti među studentima.)
MATCH@M:(In the core of these impressive results, lays adequate and permanent environmental education, and knowledge absorbed from above mentioned course.===>Osnova ovih impresivnih rezultata se nalazi u adekvatnom i kontinuiranom ekološkom obrazovanju, kako na pomenutom faultetskom predmetu, tako i na predhodnim nivoima obrazovanja.)
MATCH@E:(In the core of these impressive results, lays adequate and permanent environmental education, and knowledge absorbed from above mentioned course.===>Osnova ovih impresivnih rezultata se nalazi u adekvatnom i kontinuiranom ekološkom obrazovanju, kako na pomenutom faultetskom predmetu, tako i na predhodnim nivoima obrazovanja.)
MATCH@M:(The results of both studies and analysis emphasize the importance of environmental education.===>Rezultati i analize studija sprovedenih na Univerzitetu u Beogradu i Univerzitetu u Mariboru ukazuju na znacaj ekološke edukacije.)
MATCH@E:(The results of both studies and analysis emphasize the importance of environmental education.===>Rezultati i analize studija sprovedenih na Univerzitetu u Beogradu i Univerzitetu u Mariboru ukazuju na značaj ekološke edukacije.)
MATCH@M:(It uses an in-depth analysis of the contemporary pro et contra arguments and presents the research findings concerning IT outsourcing and insourcing in the Slovenian public sector.===>Clanak se naime fokusira na produbljenu analizu modernih pro et contra argumenata i predstavlja istraživacke nalaze unutar koncepata autsorsinga i insorsin-ga IT usluga u javnom sektoru u Sloveniji.)
MATCH@E:(It uses an in-depth analysis of the contemporary pro et contra arguments and presents the research findings concerning IT outsourcing and insourcing in the Slovenian public sector.===>Članak se naime fokusira na produbljenu analizu modernih pro et contra argumenata i predstavlja istraživačke nalaze unutar koncepata autsorsinga i insorsinga IT usluga u javnom sektoru u Sloveniji.)
MATCH@M:(Regardless of the fact that state governments have always been purchasing some goods and services on the external market, the last two decades have shown an exponential growth of competitive tendering and outsourcing as a powerful tool of public management.===>Iako su države kroz istoriju uvek kupovale neke proizvode i usluge na inostranom tržištu, u zadnjih je dvadesetak godina došlo do velikog razmaha na podrucju javnih tendera i sklapanja ugovora za autsorsing IT usluga, koje su postale važan instrument javnog menad'menta.)
MATCH@E:(Regardless of the fact that state governments have always been purchasing some goods and services on the external market, the last two decades have shown an exponential growth of competitive tendering and outsourcing as a powerful tool of public management.===>Iako su države kroz istoriju uvek kupovale neke proizvode i usluge na inostranom tržištu, u zadnjih je dvadesetak godina došlo do velikog razmaha na području javnih tendera i sklapanja ugovora za autsorsing IT usluga, koje su postale važan instrument javnog menadžmenta.)
MATCH@M:(The research outlines some methodological, contextual, procedural and other aspects and considerations and eventually presents Saaty’s multiple criteria decision model for planning IT outsourcing and provides guidelines on critical assessing IT outsourcing projects in the future development of the public sector and its services in Slovenia.===>Rad analizira metodološke, materijalne, formalne i druge važne aspekte i faktore koji uticu na uspešnost i efikasnost projekata autsorsinga IT usluga u javnom sektoru, te nudi Satijev (Thomas Saaty) analiticko - hijerarhicki model za višekriteri-jumsko odlucivanje kao podršku kod planiranja autsorsinga IT usluga i smernice za kriticku evaluaciju projekata autsorsinga IT usluga u buducnosti javnog sektora i javnih usluga u Sloveniji.)
MATCH@E:(The research outlines some methodological, contextual, procedural and other aspects and considerations and eventually presents Saatys multiple criteria decision model for planning IT outsourcing and provides guidelines on critical assessing IT outsourcing projects in the future development of the public sector and its services in Slovenia.===>Rad analizira metodološke, materijalne, formalne i druge važne aspekte i faktore koji utiču na uspešnost i efikasnost projekata autsorsinga IT usluga u javnom sektoru, te nudi Satijev (Thomas Saaty) analitičko hijerarhički model za višekriterijumsko odlučivanje kao podršku kod planiranja autsorsinga IT usluga i smernice za kritičku evaluaciju projekata autsorsinga IT usluga u budućnosti javnog sektora i javnih usluga u Sloveniji.)
MATCH@M:(The global social changes in the last three decades have initiated the need for reforms in both the private and the public sectors.===>Globalne društvene promene u poslednje tri decenije inicirale su potrebu za reformama kako u privatnom, tako i u javnom sektoru.)
MATCH@E:(Introduction The global social changes in the last three decades have initiated the need for reforms in both the private and the public sectors.===>Uvod Globalne društvene promene u poslednje tri decenije inicirale su potrebu za reformama kako u privatnom, tako i u javnom sektoru.)
MATCH@M:(The social, economic and technological development pressured the public finances and raised numerous issues on an efficient, transparent and earmarked spending of assets.===>Socijalni, ekonomski i tehnološki razvoj je sa svojim pritiskom na javne finansije otvorijo brojna pitanja o efikasnom, transparentnom i namenskom trošenju proracunskih sredstava.)
MATCH@E:(The social, economic and technological development pressured the public finances and raised numerous issues on an efficient, transparent and earmarked spending of assets.===>Socijalni, ekonomski i tehnološki razvoj je sa svojim pritiskom na javne finansije otvorijo brojna pitanja o efikasnom, transparentnom i namenskom trošenju proračunskih sredstava.)
MATCH@M:(The public sector is facing difficulties especially in three fields of its operation: global developmental trends and their growing pressure upon accounting expenditures, growing expectations of citizens as regards the offer of public services, despite fiscal restrictions, and an alarming demographic situation in which an already numerous population of retired persons grows by far faster in comparison with the creation of new jobs for the unemployed and the active population entering the labour market.===>Javni sektor se suocava sa poteškocama prevashodno na tri podrucja svog delovanja: globalni razvojni trendovi i njihov rastuci pritisak na proracunske rashode, rastuca ocekivanja gradana u pogledu nudenja javnih usluga, uprkos fiskalnim restrikcijama i zabrinjavajuca demografska slika, gde sve brojnija populacija penzionera raste mnogo brže od stvaranja novih radnih mesta za nezaposlene i nadolazecu aktivnu populaciju, koja stupa na tržište rada.)
MATCH@E:(The public sector is facing difficulties especially in three fields of its operation: global developmental trends and their growing pressure upon accounting expenditures, growing expectations of citizens as regards the offer of public services, despite fiscal restrictions, and an alarming demographic situation in which an already numerous population of retired persons grows by far faster in comparison with the creation of new jobs for the unemployed and the active population entering the labour market.===>Javni sektor se suočava sa poteškoćama prevashodno na tri područja svog delovanja: globalni razvojni trendovi i njihov rastući pritisak na proračunske rashode, rastuća očekivanja građana u pogledu nudenja javnih usluga, uprkos fiskalnim restrikcijama i zabrinjavajuća demografska slika, gde sve brojnija populacija penzionera raste mnogo brže od stvaranja novih radnih mesta za nezaposlene i nadolazeću aktivnu populaciju, koja stupa na tržište rada.)
MATCH@M:(All these result in a large financial burden when it comes to payments of pensions, offer of health care services and other public services.===>Sve to stvara velika finansijska opterecenja kod isplacivanja penzija, nudenja zdravstvene nege i drugih javnih usluga.)
MATCH@E:(All these result in a large financial burden when it comes to payments of pensions, offer of health care services and other public services.===>Sve to stvara velika finansijska opterećenja kod isplaćivanja penzija, nudenja zdravstvene nege i drugih javnih usluga.)
MATCH@M:(The above-mentioned events initiated some speculations on the type and scope of rights and services that should be offered by the public sector in a situation characterised by so restrained resources of public finances.===>Navedeni dogadaji doveli su do spekulacija o vrsti i obimu prava i usluga, koje bi uopšte još trebalo da nudi javni sektor u situaciji sa toliko ogranicenim resursima javnih finansija.)
MATCH@E:(The above-mentioned events initiated some speculations on the type and scope of rights and services that should be offered by the public sector in a situation characterised by so restrained resources of public finances.===>Navedeni događaji doveli su do spekulacija o vrsti i obimu prava i usluga, koje bi uopšte još trebalo da nudi javni sektor u situaciji sa toliko ograničenim resursima javnih finansija.)
MATCH@M:(It is but for these financial problems in 1980s that a convergent development of technology and administrative and economic sciences led to the forming and implementation of new business strategies in the public sector.===>Konvergentni razvoj tehnologije i upravnih i ekonomskih nauka je baš zbog navedenih finansijskih problema u osamdesetim godinama dvadestog veka doveo do oblikovanja i implementacije novih poslovnih strategija u javnom sektoru.)
MATCH@E:(It is but for these financial problems in 1980s that a convergent development of technology and administrative and economic sciences led to the forming and implementation of new business strategies in the public sector.===>Konvergentni razvoj tehnologije i upravnih i ekonomskih nauka je baš zbog navedenih finansijskih proble ma u osamdesetim godinama dvadestog veka doveo do oblikovanja i implementacije novih poslovnih strategija u javnom sektoru.)
MATCH@M:(The public sector started using certain managerial instruments to reduce operations costs and improve efficiency in the first place, although the use of these instruments in the past was exclusively the characteristic of the private sector.===>Javni sektor je poceo upotrebljavati neke menadžerske instrumente, koji bi pre-vashodno trebalo da snize troškove poslovanja i povecaju efikasnost, iako je upotreba tih instrumenata u prošlosti bila rezervisana iskljucivo za privatni sektor.)
MATCH@E:(The public sector started using certain managerial instruments to reduce operations costs and improve efficiency in the first place, although the use of these instruments in the past was exclusively the characteristic of the private sector.===>Javni sektor je počeo upotrebljavati neke menadžerske instrumente, koji bi prevashodno trebalo da snize troškove poslovanja i povećaju efikasnost, iako je upotreba tih instrumenata u prošlosti bila rezervisana isključivo za privatni sektor.)
MATCH@M:(The situation described above resulted in performing some jobs from outside, i.e., outsourcing (English: outside source using) which means: by concluding a contract by which a specialized contractor outside the organization is assigned to perform some services and business processes which were primarily the liability of the public sector.===>Opisana situacija je dovela do izvodenja radova spo-lja, odnosno autsorsinga(iz engleskog izraza: outside source using), što znaci: sklapanjem ugovora prepustiti specializovanom izvodacu izvan organizacije (spolj-nom izvodacu) izvodenje nekih usluga i poslovnih procesa, za cije izvodenje je u prvom planu bio zadužen javni sektor.)
MATCH@E:(The situation described above resulted in performing some jobs from outside, i.e., outsourcing1 (English: outside source using) which means: by concluding a contract by which a specialized contractor outside the organization is assigned to perform some services and business processes which were primarily the liability of the public sector.===>Opisana situacija je dovela do izvođenja radova spolja, odnosno autsorsinga1 (iz engleskog izraza: outside source using), što znači: sklapanjem ugovora prepustiti specializovanom izvođaču izvan organizacije (spoljnom izvođaču) izvođenje nekih usluga i poslovnih procesa, za čije izvođenje je u prvom planu bio zadužen javni sektor.)
MATCH@M:(It is in this way that outsourcing has become a major feature of the strategic development of the public sector.===>Autsorsing je na takav nacin postao jedna od važnijih odrednica strateškog razvoja javnog sektora.)
MATCH@E:(It is in this way that outsourcing has become a major feature of the strategic development of the public sector.===>Autsorsing je na takav način postao jedna od važnijih odrednica strateškog razvoja javnog sektora.)
MATCH@M:(As well as the private sector, the public sector too started to transfer jobs to outside providers who provided public services in most diverse areas of social life based on the contract concluded with the public sector organizations: municipal utility works, social and health care, education, infrastructure maintenance, to even prisons and military issues.===>Javni sektor je poceo, po uzoru na privatna preduzeca, sa sve intenzivnijim prenosom poslova na spoljnje izvodace, koji su na temelju potpisanog ugovora sa organizacijama iz javnog sektora izvodili javne usluge na najrazlicitijim podrucjima društvenog života: od komunalnih radova, socijalne i zdravstvene nege, školstva, održavanja infrastrukture, pa cak do zatvora i vojnih pitanja.)
MATCH@E:(As well as the private sector, the public sector too started to transfer jobs to outside providers who provided public services in most diverse areas of social life based on the contract concluded with the public sector organizations: municipal utility works, social and health care, education, infrastructure maintenance, to even prisons and military issues.===>Javni sektor je počeo, po uzoru na privatna preduzeća, sa sve intenzivnijim prenosom poslova na spoljnje izvođače, koji su na temelju potpisanog ugovora sa organizacijama iz javnog sektora izvodili javne usluge na najrazličitijim područjima društvenog života: od komunalnih radova, socijalne i zdravstvene nege, školstva, održavanja infrastrukture, pa čak do zatvora i vojnih pitanja.)
MATCH@M:(Already in the 1990s, according to the research of numerous experts, more than 75% organizations were dissatisfied with the inefficiency of outsourcing and poor results, and more than 50% organizations that practiced outsourcing tried to recover the provision of services and business processess, once outsourced, to their own organization.===>Vec krajem devedesetih godina prošlog veka, po istraživanjima brojnih strucnjaka, više od 75 % organizacija izražavalo je žaljenje zbog neefikasnosti autsorsinga i slabim rezultatima, i nadalje više od 50 % organizacija, koje su se u prošlim godinama odlucile za autsorsing, pokušavalo je da povrati izvodenje usluga i poslovnih procesa, koji su bili predati u spolj-njo izvodenje, nazad u pojedinacnu organizaciju.)
MATCH@E:(Already in the 1990s, according to the research of numerous experts, more than 75% organizations were dissatisfied with the inefficiency of outsourcing and poor results, and more than 50% organizations that practiced outsourcing tried to recover the provision of services and business processess, once outsourced, to their own organization Š1Ë. Organizations were unanimous in compalining about an unpredictable rise in costs and an ever poorer quality of services provided by outsourcing.===>Već krajem devedesetih godina prošlog veka, po istraživanjima brojnih stručnjaka, više od 75 % organizacija izražavalo je žaljenje zbog neefikasnosti autsorsinga i slabim rezultatima, i nadalje više od 50 % organizacija, koje su se u prošlim godinama odlučile za autsorsing, pokušavalo je da povrati izvođenje usluga i poslovnih procesa, koji su bili predati u spoljnjo izvođenje, nazad u pojedinačnu organizaciju Š1Ë. ~~~ Organizacije su se skoro jednoglasno žalile na nepredvidljivi rast troškova i na slabljenje kvaliteta usluga spoljnjih izvođača.)
MATCH@M:(The lack of an adequately critical and analytical approach in identifying the real needs for outsourcing has often left organizations in rather difficult positions, sometimes even to the brim of survival and worse.===>Odsutnost dovoljno kritickog i analitickog pristupa pri opredeljivanju realnih potreba za autsorsingom dovela je organizacije više puta u jako teške situacije, a ponekad cak do samog ruba opstanka, pa i preko njega.)
MATCH@E:(The lack of an adequately critical and analytical approach in identifying the real needs for outsourcing has often left organizations in rather difficult positions, sometimes even to the brim of survival and worse.===>Odsutnost dovoljno kritičkog i analitičkog pristupa pri opredeljivanju realnih potreba za autsorsingom dovela je organizacije više puta u jako teške situacije, a ponekad čak do samog ruba opstanka, pa i preko njega.)
MATCH@M:(Trying to achieve short-term benefits, organizations endangered their long-term survival and made further development, as well as accomplishment of their visions and strategies, impossible.===>Organizacije su zbog kratkorocnih koristi ugrozile svoj dugorocni opstanak i onemogucile buduci razvoj, a isto tako ispunjenje svojih vizija i strategija.)
MATCH@E:(Trying to achieve short-term benefits, organizations endangered their long-term survival and made further development, as well as accomplishment of their visions and strategies, impossible.===>Organizacije su zbog kratkoročnih koristi ugrozile svoj dugoročni opstanak i onemogućile budući razvoj, a isto tako ispunjenje svojih vizija i strategija.)
MATCH@M:(The negative experiences that accumulated for thirty years in the outsourcing area have in the last years reached a critical point and caused a turn back, or a return to insourcing certain business processes and services.===>Negativna iskustva, koja su se trideset godina sakupljala na podrucju autsorsinga, u poslednjim su godinama prevazišla kriticku masu i dovela do obrata odnosno povratka ka unutrašnjem izvodenju (srpski: in-sorsing, engleski: insourcing) odredenih poslovnih procesa i usluga.)
MATCH@E:(The negative experiences that accumulated for thirty years in the outsourcing area have in the last years reached a critical point and caused a turn back, or a return to insourcing certain business processes and services.===>Negativna iskustva, koja su se trideset godina sakupljala na području autsorsinga, u poslednjim su godinama prevazišla kritičku masu i dovela do obrata odnosno povratka ka unutrašnjem izvođenju (srpski: insorsing, engleski: insourcing) određenih poslovnih procesa i usluga.)
MATCH@M:(In addition to the analysis of outsourcing and insourcing strategies, the paper focuses primarily on the study of outsourcing and insourcing of information-technological services (hereinafter: IT services) in the public sector and the criteria such decisions are based on.===>Rad se pored analize strategija autsorsinga i insorsin-ga fokusira pre svega na proucavanje autsorsinga i in-sorsinga informacijsko tehnoloških usluga (u nastavku rada: IT usluga) u javnom sektoru i kriterijumima na kojima se temelje takve odluke.)
MATCH@E:(In addition to the analysis of outsourcing and insourcing strategies, the paper focuses primarily on the study of outsourcing and insourcing of information-technological services (hereinafter: IT services) in the public sector and the criteria such decisions are based on.===>Rad se pored analize strategija autsorsinga i insorsinga fokusira pre svega na proučavanje autsorsinga i insorsinga informacijsko tehnoloških usluga (u nastavku rada: ~~~ IT usluga) u javnom sektoru i kriterijumima na kojima se temelje takve odluke.)
MATCH@M:(The prevailing scientific paradigms in this field by no means approve of the outsourcing of key business processes, especially in the public sector and argue that focusing upon the fundamental activities of the organization and upon key tasks is becoming a strategic feature of the modern organizational development.===>Aktuelne naucne paradigme sa ovog podrucja nipošto ne podržavaju aut-sorsing kljucnih poslovnih procesa, još posebno to važi za javni sektor i argumentuju da fokusiranje na temeljne aktivnosti organizacije i kljucne zadatke postaje strateška odrednica razvoja moderne organizacije.)
MATCH@E:(The prevailing scientific paradigms in this field by no means approve of the outsourcing of key business processes, especially in the public sector and argue that focusing upon the fundamental activities of the organization and upon key tasks is becoming a strategic feature of the modern organizational development.===>Aktuelne naučne paradigme sa ovog područja nipošto ne podržavaju autsorsing ključnih poslovnih procesa, još posebno to važi za javni sektor i argumentuju da fokusiranje na temeljne aktivnosti organizacije i ključne zadatke postaje strateška odrednica razvoja moderne organizacije.)
MATCH@M:(Finally, in the context of the abovementioned, it is necessary to take into consideration the insourcing of certain business processes and IT services that have so far been left to outside providers and that proved to be an instability and dysfunction factor in the long-term, since outsourcing of certain business processes led to the so-called “hollowing out effect“ on the organizations which means that transferred jobs had a decisive impact upon losing some crucial competences and potentials of the organization and hence upon an inefficient performance of the key organizational tasks.===>I kona~no, u kontekstu svega napisanog, potrebno je razmisliti jo[ o insorsingu odre|enih poslovnih proces i IT usluga, koje su dosad bile prepu[tene spoljnjim izvo|a~ima i koje su se dugoro~no pokazale kao faktor nestabilnosti i disfunkcionalnosti, jer je spoljnjo izvo|enje nekih poslovnih procesa dovelo do takozvanog »holouing aut efekta« odnosno »i[upljivanja« organizacija, [to zna~i, da su preneseni poslovni procesi odlu~uju]e uticali na gubitak nekih su[tinskih kompetencija i potencijala organizacije i stoga na neefikasno sprovodenje kljucnih zadataka organizacije.)
MATCH@E:(Finally, in the context of the abovementioned, it is necessary to take into consideration the insourcing of certain business processes and IT services that have so far been left to outside providers and that proved to be an instability and dysfunction factor in the long-term, since outsourcing of certain business processes led to the so-called hollowing out effect2 on the organizations which means that transferred jobs had a decisive impact upon losing some crucial competences and potentials of the organization and hence upon an inefficient performance of the key organizational tasks.===>I konačno, u kontekstu svega napisanog, potrebno je razmisliti još o insorsingu određenih poslovnih procesa i IT usluga, koje su dosad bile prepuštene spoljnjim izvođačima i koje su se dugoročno pokazale kao faktor nestabilnosti i disfunkcionalnosti, jer je spoljnjo izvođenje nekih poslovnih procesa dovelo do takozvanog »holouing aut efekta«2 odnosno »išupljivanja« organizacija, što znači, da su preneseni poslovni procesi odlučujuće uticali na gubitak nekih suštinskih kompetencija i potencijala organizacije i stoga na neefikasno sprovođenje ključnih zadataka organizacije.)
MATCH@M:(Our topic of interest in this study is the interdisciplinary area of IT services outsourcing and insourcing in the public sector, that is, its cross-section between economic, administrative and other scientific paradigms.===>Predmet proucavanja u ovom radu je interdisciplinarno podrucje autsorsinga i insorsinga IT usluga u javnom sektoru odnosno njegov presek izmedu ekonomskih, upravnih i drugih naucnih paradigmi.)
MATCH@E:(Our topic of interest in this study is the interdisciplinary area of IT services outsourcing and insourcing in the public sector, that is, its cross-section between economic, administrative and other scientific paradigms.===>Predmet proučavanja u ovom radu je interdisciplinarno područje autsorsinga i insorsinga IT usluga u javnom sektoru odnosno njegov presek između ekonomskih, upravnih i drugih naučnih paradigmi.)
MATCH@M:(The very breadth of the topic of study clearly shows that partial approaches based exclusively upon analytical economic theories and normative articles, do not offer a conceptual and multple criteria satisfactory model for a selection and development of an adequate strategy of the public sector operations.===>Sama širina predmeta proucavanja jasno pokazuje da parcijalni pristupi, koji se temelje iskljucivo na analitickim ekonomskim teorijama i normativnim stavkama ne nude konceptualno i višekriterijumsko zadovoljavajuci model za izbor i oblikovanje odgovarajuce strategije poslovanja javnog sektora.)
MATCH@E:(The very breadth of the topic of study clearly shows that partial approaches based exclusively upon analytical economic theories and normative articles, do not offer a conceptual and multple criteria satisfactory model for a selection and development of an adequate strategy of the public sector operations.===>Sama širina predmeta proučavanja jasno pokazuje da parcijalni pristupi, koji se temelje isključivo na analitičkim ekonomskim teorijama i normativnim stavkama ne nude konceptualno i višekriterijumsko zadovoljavajući model za izbor i oblikovanje odgovarajuće strategije poslovanja javnog sektora.)
MATCH@M:(What we need is an indepth and systems analysis of the IT outsourcing and insourcing strategies impact upon the operations of the public sector and their implications upon the entire social environment.===>Potrebna je produbljena i sistematska analiza uticaja strategije autsorsinga i insorsinga IT usluga na delovanje javnog sektora i njihove implikacije na celokupnu društvenu okolinu.)
MATCH@E:(What we need is an indepth and systems analysis of the IT outsourcing and insourcing strategies impact upon the operations of the public sector and their implications upon the entire social environment.===>Potrebna je produbljena i sistematska analiza uticaja strategije autsorsinga i insorsinga IT usluga na delovanje javnog sektora i njihove implikacije na celokupnu društvenu okolinu.)
MATCH@M:(From this aspect, the study is based on a combination of the scientific theory (methodological level), economic science theory (institutional level) and on the theories on economic entities behaviour (antropological level).===>S tog aspekta je proucavanje utemeljeno na kombinaciji teorije nauke (metodološki nivo), teorije ekonomskih sistema (institucionalni nivo) i na teorijama ponašanja ekonomskih subjekata (antropološki nivo).)
MATCH@E:(From this aspect, the study is based on a combination of the scientific theory (methodological level), economic science theory (institutional level) and on the theories on economic entities behaviour (antropological level).===>S tog aspekta je proučavanje utemeljeno na kombinaciji teorije nauke (metodološki nivo), teorije ekonomskih sistema (institucionalni nivo) i na teorijama ponašanja ekonomskih subjekata (antropološki nivo).)
MATCH@M:(Our aim in this study is to shape and structure a conceptually balanced approach to forming an integrated IT services outsourcing or insourcing in the public sector, on the basis of varied theoretical platforms.===>Cilj rada je, na temelju razlicitih teoretskih platformi, oblikovanje i strukturisanje konceptualno uravnoteženog pristupa za oblikovanje integrisane strategije autsorsinga odnosno insorsinga IT usluga u javnom sektoru.)
MATCH@E:(Our aim in this study is to shape and structure a conceptually balanced approach to forming an integrated IT services outsourcing or insourcing in the public sector, on the basis of varied theoretical platforms.===>Cilj rada je, na temelju različitih teoretskih platformi, oblikovanje i strukturisanje konceptualno uravnoteženog pristupa za oblikovanje integrisane strategije autsorsinga odnosno insorsinga IT usluga u javnom sektoru.)
MATCH@M:(Making use of the results and conclusions of empirical studies of various autors, we attempted to present an analytical hierarchy multiple criteria decision-making model for appropriate decision making in selecting a certain strategy for provision of IT services and other business processes in the public sector.===>Rad želi, na temelju rezultata i zakljucaka empirijkog proucavanja razlicitih autora, da predstavi analiticko hijerarhijski višekriterijumski model odlucivanja za donošenje odgovarajucih odluka kod izbora odredene strategije izvodenja IT usluga i drugih poslovnih procesa u javnom sektoru.)
MATCH@E:(Making use of the results and conclusions of empirical studies of various autors, we attempted to present an analytical hierarchy multiple criteria decision-making model for appropriate decision making in selecting a certain strategy for provision of IT services and other business processes in the public sector.===>Rad želi, na temelju rezultata i zaključaka empirijkog proučavanja različitih autora, da predstavi analitičko hijerarhijski višekriterijumski model odlučivanja za donošenje odgovarajućih odluka kod izbora određene strategije izvođenja IT usluga i drugih poslovnih procesa u javnom sektoru.)
MATCH@M:(In addition to basic economic methods that primarily throw light upon the financial background of the problem and offer exclusively quantitative estimates on the adequacy and legitimacy of the selection of one of the mentioned strategies, in the analysis and in making important strategic decisions, such as deciding in favour of IT services outsourcing or insourcing, it is necessary that a method should be employed that will include a multiple criteria structured and multidisciplinary approach to an insight into the entire problem matter.===>Kod analize i donošenja tako važnih strateških odluka, kao što je opredeljivanje za autsorsing odnosno in-sorsing IT usluga, potrebno je pored bazicnih ekonomskih metoda, koji osvetljavaju pre svega finansij-sku pozadinu celokupne problematike i daju iskljucivo kvantitativne ocene o primerenosti i opravdanosti izbora jedne od spomenutih strategija, upotrebiti i metod, koji ce ukljucivati višekriterijumsko strukturi-san i multidisciplinaran pristup za sagledavanje celo-kupne problematike.)
MATCH@E:(In addition to basic economic methods that primarily throw light upon the financial background of the problem and offer exclusively quantitative estimates on the adequacy and legitimacy of the selection of one of the mentioned strategies, in the analysis and in making important strategic decisions, such as deciding in favour of IT services outsourcing or insourcing, it is necessary that a method should be employed that will include a multiple criteria structured and multidisciplinary approach to an insight into the entire problem matter.===>Kod analize i donošenja tako važnih strateških odluka, kao što je opredeljivanje za autsorsing odnosno insorsing IT usluga, potrebno je pored bazičnih ekonomskih metoda, koji osvetljavaju pre svega finansijsku pozadinu celokupne problematike i daju isključivo kvantitativne ocene o primerenosti i opravdanosti izbora jedne od spomenutih strategija, upotrebiti i metod, koji će uključivati višekriterijumsko strukturisan i multidisciplinaran pristup za sagledavanje celokupne problematike.)
MATCH@M:(The Cost-benefit analysis and the Balanced Scorecard will, in addition to the economic criteria, employ their method of quantification of key strategic organizational factors to help select the most efficient business strategy, and strengthen this decision from the financial, organizational, personnel as well as the social aspects.===>Analiza troškova i koristi i sistem uravnoteženih pokazatelja ce, pored ekonomskih kriterijuma, sa svojim metodima kvantifikovanja važnih strateških faktora organizacije, pomoci kod izbora najefikasnije strategije poslovanja, te odluku utemeljiti sa finansij-skog, organizacijskog, kadrovskog kao i socijalnog aspekta.)
MATCH@E:(The Cost-benefit analysis and the Balanced Scorecard will, in addition to the economic criteria, employ their method of quantification of key strategic organizational factors to help select the most efficient business strategy, and strengthen this decision from the financial, organizational, personnel as well as the social aspects.===>Analiza troškova i koristi i sistem uravnoteženih pokazatelja će, pored ekonomskih kriterijuma, sa svojim metodima kvantifikovanja važnih strateških faktora organizacije, pomoći kod izbora najefikasnije strategije poslovanja, te odluku utemeljiti sa finansijskog, organizacijskog, kadrovskog kao i socijalnog aspekta.)
MATCH@M:(In the final section of this paper the Analytical hierarchy process method (AHP method) will be presented, one of the best-known and most popular methods of multiparametre decision-making that could help find more rational and more efficient manner of spending of assets, where the quality of decisions really depends on a host of factors.===>Na kraju rada bice predstavljen Analiticko hijerarhicki procesni metod (AHP metod), koji je jedan od najpoznatijih i najpopularnijih metoda višepa-rametarskog odlucivanja i koji bi mogao kod slicnih pitanja, gde kvalitet odluka stvarno zavisi od velikog broja faktora, pripomoci racionalnijem i efikasnijem trošenju proracunskih sredstava.)
MATCH@E:(In the final section of this paper the Analytical hierarchy process method (AHP method) will be presented, one of the best-known and most popular methods of multiparametre decision-making that could help find more rational and more efficient manner of spending of assets, where the quality of decisions really depends on a host of factors. ~~~ 2.===>Na kraju rada biće predstavljen Analitičko hijerarhički procesni metod (AHP metod), koji je jedan od najpoznatijih i najpopularnijih metoda višeparametarskog odlučivanja i koji bi mogao kod sličnih pitanja, gde kvalitet odluka stvarno zavisi od velikog broja faktora, pripomoći racionalnijem i efikasnijem trošenju proračunskih sredstava. 2.)
MATCH@M:(This is seen in a broad range of definitions of this concept, from most concise to superficial and partial definitions of the phenomenon in consideration.===>Tome svedoci jako širok dijapazon razlicitih definicija ovog koncepta, koje se krecu od nadasve konciznih pa sve do površnih i parcijalnih opredeljenja proucavanog fenomena.)
MATCH@E:(This is seen in a broad range of definitions of this concept, from most concise to superficial and partial definitions of the phenomenon in consideration.===>Tome svedoči jako širok dijapazon različitih definicija ovog koncepta, koje se kreću od nadasve konciznih pa sve do površnih i parcijalnih opredeljenja proučavanog fenomena.)
MATCH@M:(Greaver defines outsourcing as a transfer of certain repetitive activities and decision-making authority to outside providers, under the conditions previously defined in the contract on cooperation.===>Greaver definiše autsorsing kao prenos odredenih aktivnosti koje se ponavljaju i prava odlucivanja na spoljnje izvodace, pod uslovima koji su bili ranije de-finisani u ugovoru o saradnji.)
MATCH@E:(Greaver defines outsourcing as a transfer of certain repetitive activities and decision-making authority to outside providers, under the conditions previously defined in the contract on cooperation Š4Ë.===>Greaver definiše autsorsing kao prenos određenih aktivnosti koje se ponavljaju i prava odlučivanja na spoljnje izvođače, pod uslovima koji su bili ranije definisani u ugovoru o saradnji Š4Ë.)
MATCH@M:(As these are repetitive activities, defined in the contract, outsourcing can be said to go beyond the use of external consultants.===>Pošto se radi o aktivnostima koje se ponavljaju, koje su bile definisane u ugovoru, može se reci, da autsorsing prevazilazi upotrebu spoljnjih savetnika.)
MATCH@E:(As these are repetitive activities, defined in the contract, outsourcing can be said to go beyond the use of external consultants.===>Pošto se radi o aktivnostima koje se ponavljaju, koje su bile definisane u ugovoru, može se reći, da autsorsing prevazilazi upotrebu spoljnjih savetnika.)
MATCH@M:(In a majority of outsourcing examples, actually, it is not only the activities and business processes that are transferred, but also the instruments of labour and the decision-making authority.===>Zapravo u vecini primera autsorsinga dolazi, ne samo do prenosa aktivnosti i poslovnih procesa, nego i do prenosa radnih sredstava i prava odlucivanja.)
MATCH@E:(In a majority of outsourcing examples, actually, it is not only the activities and business processes that are transferred, but also the instruments of labour and the decision-making authority.===>Zapravo u većini primera autsorsinga dolazi, ne samo do prenosa aktivnosti i poslovnih procesa, nego i do prenosa radnih sredstava i prava odlučivanja.)
MATCH@M:(Ellram and Maltz define outsourcing as a contracted transfer of liabilities to perform some operations within an organization to a third party.===>Ellram i Maltz definišu autsorsing kao ugovoreni prenos odgovornosti za izvodenje de-latnosti, koja se javlja u sklopu organizacije, na trece lice.)
MATCH@E:(Ellram and Maltz define outsourcing as a contracted transfer of liabilities to perform some operations within an organization to a third party Š5Ë.===>Ellram i Maltz definišu autsorsing kao ugovoreni prenos odgovornosti za izvođenje delatnosti, koja se javlja u sklopu organizacije, na treće lice Š5Ë.)
MATCH@M:(The head office of the provider and the site where the operations are performed may be geographically the same or distant from each other.===>Sedište izvodaca i kraj izvodenja mogu biti isti ili razliciti.)
MATCH@E:(The head office of the provider and the site where the operations are performed may be geographically the same or distant from each other.===>Sedište izvođača i kraj izvođenja mogu biti isti ili različiti.)
MATCH@M:(This primarily depends on the type of operation transferred to the outside provider and its logical needs.===>To zavisi pre svega od vrste delatnosti, koja se prenosi na spoljnjog izvodaca i njenih logickih potreba.)
MATCH@E:(This primarily depends on the type of operation transferred to the outside provider and its logical needs.===>To zavisi pre svega od vrste delatnosti, koja se prenosi na spoljnjog izvođača i njenih logičkih potreba.)
MATCH@M:(The concept of outsourcing is therefore possible to interpret as a business strategy by which an organization, due to certain reasons (most times these reasons are of the cost type), transfers the performance of certain business processes or services to entities outside the organization, with the intention to focus on its key tasks and core activities.===>Pojam autsorsing je dakle moguce protumaciti kao strategiju poslovanja, pomocu koje organizacija, zbog odredenih razloga (najviše puta su ti razlozi troškovne prirode), prenese izvodenje odredenih poslovnih procesa odnosno usluga na subjekte izvan organizacije, sa namerom fokusiranja na svoje kljucne zadatke i temeljnu delatnost.)
MATCH@E:(The concept of outsourcing is therefore possible to interpret as a business strategy by which an organization, due to certain reasons (most times these reasons are of the cost type), transfers the performance of certain business processes or services to entities outside the organization, with the intention to focus on its key tasks and core activities.===>Pojam autsorsing je dakle moguće protumačiti kao strategiju poslovanja, pomoću koje organizacija, zbog određenih razloga (najviše puta su ti razlozi troškovne prirode), prenese izvođenje određenih poslovnih procesa odnosno usluga na subjekte izvan organizacije, sa namerom fokusiranja na svoje ključne zadatke i temeljnu delatnost.)
MATCH@M:(The abovementioned definitions of outsourcing highlight some disagreements among the definitions of the concept, ranging from minor semantic differences to fundamental differences in the conception, understanding and defining outsourcing.===>Navedena opredeljenja autsorsinga pokazuju razmi-moilaženja medu definicijama ovoga koncepta, koja se krecu od sitnih semantickih razlika, pa sve do fundamentalnih razlika u koncepciji, shvatanju i definisa-nju autsorsinga.)
MATCH@E:(The abovementioned definitions of outsourcing highlight some disagreements among the definitions of the concept, ranging from minor semantic differences to fun damental differences in the conception, understanding and defining outsourcing.===>Navedena opredeljenja autsorsinga pokazuju razmimoilaženja među definicijama ovoga koncepta, koja se kreću od sitnih semantičkih razlika, pa sve do fundamentalnih razlika u koncepciji, shvatanju i definisanju autsorsinga.)
MATCH@M:(Partial approaches, inconsistency and disagreement in defining the outsourcing concept itself set additional difficulties in its evaluation as well as in the analysis of its appropriteness, efficiency and performance.===>Parcijalni pristupi, nekonsistentnost i nesložnost pri opredeljivanju samog koncepta autsorsinga predstavljaju još dodatne poteškoce kod njegovog vrednovanja i analizovanja njegove primerenosti, efikasnosti i uspešnosti.)
MATCH@E:(Partial approaches, inconsistency and disagreement in defining the outsourcing concept itself set additional difficulties in its evaluation as well as in the analysis of its appropriteness, efficiency and performance.===>Parcijalni pristupi, nekonsistentnost i nesložnost pri opredeljivanju samog koncepta autsorsinga predstavljaju još dodatne poteškoće kod njegovog vrednovanja i analizovanja njegove primerenosti, efikasnosti i uspešnosti.)
MATCH@M:(The accuracy in defining the strategic concepts of organizational business activities is much more important than it apperas at first sight, the more in the public sector because each error is paid by public money.===>Preciznost pri opredeljivanju strateških koncepata poslovanja organizacija je mnogo važnija nego što izgleda na prvi pogled, u javnom sektoru još utoliko više, pošto se svaka greška placa javnim sredstvima.)
MATCH@E:(The accuracy in defining the strategic concepts of organizational business activities is much more important than it apperas at first sight, the more in the public sector because each error is paid by public money.===>Preciznost pri opredeljivanju strateških koncepata poslovanja organizacija je mnogo važnija nego što izgleda na prvi pogled, u javnom sektoru još utoliko više, pošto se svaka greška plaća javnim sredstvima.)
MATCH@M:(Namely, it is only with clearly defined future business strategies that we will be able to conduct a sound analysis of the current situation in the organization and evaluate the effects and results of the selected strategy.===>Naime, samo sa jasno opredelje-nim buducim strategijama poslovanja, moguce je dobro analizovati trenutno stanje u organizaciji i vrednovati efekte i posledice strategije koju biramo.)
MATCH@E:(Namely, it is only with clearly defined future business strategies that we will be able to conduct a sound analysis of the current situation in the organization and evaluate the effects and results of the selected strategy.===>Naime, samo sa jasno opredeljenim budućim strategijama poslovanja, moguće je dobro analizovati trenutno stanje u organizaciji i vrednovati efekte i posledice strategije koju biramo.)
MATCH@M:(In case we fail to define the strategy correctly and we do not know its economic, normative, contractual, developmental and organizational frames and traps, our decision making is reduced to the level of intuition.===>Ako strategija nije dobro definisana i ne poznajemo njene ekonomske, normativne, ugovorne, razvojne i organizacione okvire i zamke, onda je zapravo naše odlucivanje svedeno na intuitivni nivo.)
MATCH@E:(In case we fail to define the strategy correctly and we do not know its economic, normative, contractual, developmental and organizational frames and traps, our decision making is reduced to the level of intuition.===>Ako strategija nije dobro definisana i ne poznajemo njene ekonomske, normativne, ugovorne, razvojne i organizacione okvire i zamke, onda je zapravo naše odlučivanje svedeno na intuitivni nivo. 3.)
MATCH@M:(Due to the scope of the problem that goes far beyond the boundaries and ambitions of this study, the organizational reasons that result into the project of IT services outsourcing, or its terminantion, will be only shortly described.===>Zbog obima tematike, koja prevazilazi okvire i ambicije ovog rada, organizacioni razlozi, koji dovode do projekata autsorsinga IT usluga, odnosno njihove ter-minacije, bice predstavljeni samo nakratko.)
MATCH@E:(3. ~~~ Reasons for introducing outsourcing 3.1 Advantages and benefits of outsourcing Due to the scope of the problem that goes far beyond the boundaries and ambitions of this study, the organizational reasons that result into the project of IT services outsourcing, or its terminantion, will be only shortly described.===>Razlozi za uvođenje autsorsinga 3.1 Prednosti i koristi autsorsinga Zbog obima tematike, koja prevazilazi okvire i ambicije ovog rada, organizacioni razlozi, koji dovode do projekata autsorsinga IT usluga, odnosno njihove terminacije, biće predstavljeni samo nakratko.)
MATCH@M:(The reasons, according to various authors, differ, however, they all meet in the following Greaver’s classification:===>Razlozi se po mišljenju razlicitih autora razlikuju, ali svi imaju dodirne tacke u sledecoj Greaverevoj klasifikaciji:)
MATCH@E:(The reasons, according to various authors, differ, however, they all meet in the following Greavers classification Š7Ë: 1.===>Razlozi se po mišljenju različitih autora razlikuju, ali svi imaju dodirne tačke u sledećoj Greaverevoj klasifikaciji Š7Ë: ~~~ 1. ~~~ Organizacijski razlozi (cid: ~~~ Transformacija organizacije, (cid:)
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BAD_LINE_M:The reasons, according to various authors, differ, however, they all meet in the following Greaver’s classification:
BAD_LINE_M:Razlozi se po mišljenju razlicitih autora razlikuju, ali svi imaju dodirne tacke u sledecoj Greaverevoj klasifikaciji:
BAD_LINE_E:The reasons, according to various authors, differ, however, they all meet in the following Greavers classification Š7Ë: 1.
BAD_LINE_E:Razlozi se po mišljenju različitih autora razlikuju, ali svi imaju dodirne tačke u sledećoj Greaverevoj klasifikaciji Š7Ë: ~~~ 1. ~~~ Organizacijski razlozi (cid: ~~~ Transformacija organizacije, (cid:
MATCH@M:(Obviously, within each of the listed categories there are still more concretely and accurately stated reasons for outsourcing, however, for the needs of this paper, the above classification is quite satisfactory, since it describes the general trends in decision making in favour of outsourcing rather well.===>Naravno, unutar svake od nabrojanih kategorija postoje još konkretnije i preciznije navedeni razlozi za autsorsing, ali za potrebe ovog rada, gornja klasifikacija je sasvim dovoljna, jer prilicno dobro obuhvata generalne trendove pri donošenju odluka za autsorsing.)
MATCH@E:(Obviously, within each of the listed categories there are still more concretely and accurately stated reasons for outsourcing, however, for the needs of this paper, the above classification is quite satisfactory, since it describes the general trends in decision making in favour of outsourcing rather well.===>Naravno, unutar svake od nabrojanih kategorija postoje još konkretnije i preciznije navedeni razlozi za autsorsing, ali za potrebe ovog rada, gornja klasifikacija je sasvim dovoljna, jer prilično dobro obuhvata generalne trendove pri donošenju odluka za autsorsing.)
MATCH@M:(Numerous research, conducted primarily in the USA, corroborate the above classification of the most important reasons in favour of IT services outsourcing.===>Brojna istraživanja, sprovedena pre svega u SAD, potvrduju navedenu klasifikaciju najvažnijih razloga za autsorsing IT usluga.)
MATCH@E:(Numerous research, conducted primarily in the USA, corroborate the above classification of the most important reasons in favour of IT services outsourcing Š8Ë.===>Brojna istraživanja, sprovedena pre svega u SAD, potvrđuju navedenu klasifikaciju najvažnijih razloga za autsorsing IT usluga Š8Ë.)
MATCH@M:(The most important reason in favour of outsourcing is undoubtedly the cost reduction; as many as 48% organizations included in the research listed costs as the most important factor; then follows that the organizations reported a 40% higher focus upon the core competences; the third position is the lack of internal resources in the organization (35%).===>Ocekivano je najvažniji razlog za autsorsing smanjenje troškova, cak 48 % organizacija, koje su ucestvovale u istraživanju je ispostavilo troškove kao najvažniji faktor, na drugom mestu su organizacije pokazale 40 % vecu fokusiranost na kljucne delatnosti organizacije (core competencies), trece mesto je zauzeo odgovor; nedostatak unutrašnjih resursa u organizaciji sa 35 %.)
MATCH@E:(The most important reason in favour of outsourcing is undoubtedly the cost reduction; as many as 48% organizations included in the research listed costs as the most important factor; then follows that the organizations reported a 40% higher focus upon the core competences; the third position is the lack of internal resources in the organization (35%).===>Očekivano je najvažniji razlog za autsorsing smanjenje troškova, čak 48 % organizacija, koje su učestvovale u istraživanju je ispostavilo troškove kao najvažniji faktor, na drugom mestu su organizacije pokazale 40 % veću fokusiranost na ključne delatnosti organizacije (core competencies), treće mesto je zauzeo odgovor; nedostatak unutrašnjih resursa u organizaciji sa 35 %.)
MATCH@M:(The reasons that follow refer mainly to the quality of the services and products and are more focused upon the customer satisfaction.===>Sledeci razlozi se odnose pre svega na kvalitet usluga i proizvoda i više se fokusiraju na zadovoljstvo korisnika.)
MATCH@E:(The reasons that follow refer mainly to the quality of the services and products and are more focused upon the customer satisfaction.===>Sledeći razlozi se odnose pre svega na kvalitet usluga i proizvoda i više se fokusiraju na zadovoljstvo korisnika.)
MATCH@M:(Below are listed the access to the outside providers’ ultimate technical competencies and knowledge, risk reduction, better opportunities for investments into strategic projects, etc.===>Slede još dostupnost do vrhunskih tehnickih sposobnosti i znanja spoljnjih izvodaca, smanjivanje rizika, veca mogucnost investicijskih ulaganja u strateške projekte itd.)
MATCH@E:(Below are listed the access to the outside providers ultimate technical competencies and knowledge, risk reduction, better opportunities for investments into strategic projects, etc.===>Slede još dostupnost do vrhunskih tehničkih sposobnosti i znanja spoljnjih izvođača, smanjivanje rizika, veća mogućnost investicijskih ulaganja u strateške projekte itd. 3.)
MATCH@M:(As well as the above mentioned advantages and benefits of outsourcing, it must be noted that outsourcing projects bear numerous potential weaknesses and risks that have to be assessed and analysed before the decision on implementing an outsourcing project is made.===>Kao i gore navedene prednosti i koristi autsorsinga, potrebno je imati na umu, da projekti autsorsinga nose u sebi i brojne potencijalne slabosti i rizike, koje je obavezno potrebno vrednovati i analizovati pre donošenja odluke za uspostavljanje odredenog projekta outsorsinga.)
MATCH@E:(3.2 Weaknesses and risks of outsourcing As well as the above mentioned advantages and benefits of outsourcing, it must be noted that outsourcing projects bear numerous potential weaknesses and risks that have to be assessed and analysed before the decision on implementing an outsourcing project is made.===>Slabosti i rizici autsorsinga Kao i gore navedene prednosti i koristi autsorsinga, potrebno je imati na umu, da projekti autsorsinga nose u sebi i brojne potencijalne slabosti i rizike, koje je obavezno potrebno vrednovati i analizovati pre donošenja odluke za uspostavljanje određenog projekta outsorsinga.)
MATCH@M:(The biggest problem in the outsourcing projects is the fact that problems emerge later in time, when the organization is already deeply involved in the outsourcing project.===>Najproblematicnije kod projekata aut-sorsinga je cinjenica, da problemi pocinju da se pojavljuju sa vremenskim zakašnjenjem, kad je organizacija vec duboko upletena u projekat autsorsinga.)
MATCH@E:(The biggest problem in the outsourcing projects is the fact that problems emerge later in time, when the organization is already deeply involved in the outsourcing project.===>Najproblematičnije kod projekata autsorsinga je činjenica, da problemi počinju da se pojavljuju sa vremenskim zakašnjenjem, kad je organizacija već duboko upletena u projekat autsorsinga.)
MATCH@M:(Causes of such a situation are many, in both business entities involved.===>Za nastalu situaciju moguce je naci mnogo razlicitih uzroka kod oba ukljucena poslovna subjekta.)
MATCH@E:(Causes of such a situation are many, in both business entities involved.===>Za nastalu situaciju moguće je naći mnogo različitih uzroka kod oba uključena poslovna subjekta.)
MATCH@M:(Numerous experts argue that the private sector companies are most endangered due to the selection of the wrong outside provider, whereas the public sector organization are most seriously exposed because of outsourcing inadequate operations, unpredicted costs and the “hollowing-out effect“.===>Brojni strucnjaci naglašavaju, da su preduzeca u privatnom sektoru najugroženija zbog izbora pogrešnog spoljnjeg izvodaca, dok su organizacije u javnom sektoru najugroženije zbog autsorsinga neprimerenih delatnosti, nepredvidenih troškova i »efekta išupljivanja«.)
MATCH@E:(Numerous experts argue that the private sector companies are most endangered due to the selection of the wrong outside provider, whereas the public sector organization are most seriously exposed because of outsourcing inadequate operations, unpredicted costs and the hollowing-out effect.===>Brojni stručnjaci naglašavaju, da su preduzeća u privatnom sektoru najugroženija zbog izbora pogrešnog spoljnjeg izvođača, dok su organizacije u javnom sektoru najugroženije zbog autsorsinga neprimerenih delatnosti, nepredviđenih troškova i »efekta išupljivanja«.)
MATCH@M:(Bongard classed the potential weaknesses and risks in outsourcing projects into six categories:===>Bongard je potencijalne slabosti i rizike kod projekata autsorsinga razdelio na šest kategorija:)
MATCH@E:(Bongard classed the potential weaknesses and risks in outsourcing projects into six categories Š9Ë: 1.===>Bongard je potencijalne slabosti i rizike kod projekata autsorsinga razdelio na šest kategorija Š9Ë: ~~~ 1.)
MATCH@M:(The description of potential weaknesses and risks of outsourcing also includes the fact that each listed category includes a host of additional and concrete impact factors, which may affect the project as instability factors or even discontinue the outsourcing project; however, for the purposes of this study the above presented description of factors is illustrative enough.===>I za opis potencijalnih slabosti i rizika kod autsorsinga važi da je pri svakoj pojedinacnoj kategoriji moguce nabrojati još mnogo dodatnih i konkretnijih cinilaca, koji mogu uticati kao faktor nestabilnosti ili cak prekinuti projekat autsorsinga, ali za potrebe rada je gornji opis faktora dovoljno ilustrativan.)
MATCH@E:(The description of potential weaknesses and risks of outsourcing also includes the fact that each listed category includes a host of additional and concrete impact factors, which may affect the project as instability factors or even discontinue the outsourcing project; however, for the purposes of this study the above presented description of factors is illustrative enough. ~~~ 4.===>I za opis potencijalnih slabosti i rizika kod autsorsinga važi da je pri svakoj pojedinačnoj kategoriji moguće nabrojati još mnogo dodatnih i konkretnijih činilaca, koji mogu uticati kao faktor nestabilnosti ili čak prekinuti projekat autsorsinga, ali za potrebe rada je gornji opis faktora dovoljno ilustrativan. 4.)
MATCH@M:(Due to its applicability, IT is a rather specific field of study within all the subsystems and on all organizational levels, as well as in the relations with entities outside the organization.===>IT je zbog svoje aplikativnosti unutar svih podsistema i na svim nivoima organizacije, kao i u odnosima sa subjektima izvan organizacije, jako specificna za proucavanje.)
MATCH@E:(Outsourcing and IT Due to its applicability, IT is a rather specific field of study within all the subsystems and on all organizational levels, as well as in the relations with entities outside the organization.===>Autsorsing i IT IT je zbog svoje aplikativnosti unutar svih podsistema i na svim nivoima organizacije, kao i u odnosima sa subjektima izvan organizacije, jako specifična za proučavanje.)
MATCH@M:(The abstract nature of the raw materials that enter the information system or information process makes IT outsourcing difficult to plan and construct as it is often hard to define the evaluation of the selected business strategy itself and its effects and longterm benefits it brings to the organization.===>Autsorsing IT usluga je zbog apstraktnosti sirovina koje ulaze u informacijski sistem odnosno in-formacioni proces, isto tako teško isplanirati i iskon-struisati, jer je i samo vrednovanje izabrane strategije poslovanja te njenih efekata i dugorocnih koristi, koje donosi organizaciji, kao i spoljnjim korisnicima, cesto jako teško opredeliti.)
MATCH@E:(The abstract nature of the raw materials that enter the information system or information process makes IT outsourcing difficult to plan and construct as it is often hard to define the evaluation of the selected business strategy itself and its effects and longterm benefits it brings to the organization.===>Autsorsing IT usluga je zbog apstraktnosti sirovina koje ulaze u informacijski sistem odnosno informacioni proces, isto tako teško isplanirati i iskonstruisati, jer je i samo vrednovanje izabrane strategije poslovanja te njenih efekata i dugoročnih koristi, koje donosi organizaciji, kao i spoljnjim korisnicima, često jako teško opredeliti.)
MATCH@M:(Economic analyses and classic methods of assessing IT services outsourcing projects are often inappropriate for an objective evaluation of similar projects, because of the dispersion of both vertical and horizontal effects these projects bring to all the organizational segments and entities in its environment.===>Ekonomske analize i klasicni nacini vrednovanja projekata autsorsinga IT usluga, zbog disperzije vertikalnih kao i horizontalnih efekata, koje ti projekti donose medu sve segmente organizacije i subjekte iz njene okoline, najcešce nisu primereni za objektivnu evalu-aciju slicnih projekata.)
MATCH@E:(Economic analyses and classic methods of assessing IT services outsourcing projects are often inappropriate for an objective evaluation of similar projects, because of the dispersion of both vertical and horizontal effects these projects bring to all the organizational segments and entities in its environment.===>Ekonomske analize i klasični načini vrednovanja projekata autsorsinga IT usluga, zbog disperzije vertikal nih kao i horizontalnih efekata, koje ti projekti donose među sve segmente organizacije i subjekte iz njene okoline, najčešće nisu primereni za objektivnu evaluaciju sličnih projekata.)
MATCH@M:(It is for this reason that assessing IT services outsourcing projects in the public sector, their achievement and efficiency and the very use of IT and the related services, calls for ultimate caution, as citizens are at the same time the majority owners and consumers of their services.===>S tog aspekta vrednovanje projekata autsorsinga IT usluga u javnom sektoru, te njihove uspešnosti i efikasnosti, pa i same upotrebe IT i sa njom povezanih usluga, zahteva poseban oprez, jer su gradani istovremeno »vecinski vlasnici« kao i korisnici njihovih usluga.)
MATCH@E:(It is for this reason that assessing IT services outsourcing projects in the public sector, their achievement and efficiency and the very use of IT and the related services, calls for ultimate caution, as citizens are at the same time the majority owners and consumers of their services.===>S tog aspekta vrednovanje projekata autsorsinga IT usluga u javnom sektoru, te njihove uspešnosti i efikasnosti, pa i same upotrebe IT i sa njom povezanih usluga, zahteva poseban oprez, jer su građani istovremeno »većinski vlasnici« kao i korisnici njihovih usluga.)
MATCH@M:(Our aim in theis paper, as we have already stated in the Introduction, is to introduce a qualitatively structured multiple criteria decision-making model for making decisions connected to IT services outsourcing or insourcing in the public sector organizations.===>Kao što je vec bilo receno u uvodu, cilj ovog rada je da predstavi kvalitetno strukturisan višekriterijumski model za odlucivanje odnosno donošenje odluka za autsorsing ili insorsing IT usluga u organizacijama javnog sektora.)
MATCH@E:(Our aim in theis paper, as we have already stated in the Introduction, is to introduce a qualitatively structured multiple criteria decision-making model for making decisions connected to IT services outsourcing or insourcing in the public sector organizations.===>Kao što je već bilo rečeno u uvodu, cilj ovog rada je da predstavi kvalitetno strukturisan višekriterijumski model za odlučivanje odnosno donošenje odluka za autsorsing ili insorsing IT usluga u organizacijama javnog sektora.)
MATCH@M:(The nature of the outsorcing strategy itself requires that a dual approach should be used in forming such models founded on several criteria.===>Priroda same strategije autsorsinga zah-teva pri oblikovanju takvih višekriterijumski utemeljenih modela za odlucivanje primenu dualnog pristupa.)
MATCH@E:(The nature of the outsorcing strategy itself requires that a dual approach should be used in forming such models founded on several criteria.===>Priroda same strategije autsorsinga zahteva pri oblikovanju takvih višekriterijumski utemeljenih modela za odlučivanje primenu dualnog pristupa.)
MATCH@M:(A good decision making for the IT services outsourcing projects, based on objective criteria, has to include two aspects, the material and the formal ones, i.e., the content and the process aspects.===>Kvalitetno donošenje odluka za projekte autsor-singa IT usluga, koje temelji na objektivnim kriteriju-mima, mora da obuhvati dva aspekta, naime materijalni i formalni, odnosno sadržajni i procesni aspekt.)
MATCH@E:(A good decision making for the IT services outsourcing projects, based on objective criteria, has to include two aspects, the material and the formal ones, i.e., the content and the process aspects.===>Kvalitetno donošenje odluka za projekte autsorsinga IT usluga, koje temelji na objektivnim kriterijumima, mora da obuhvati dva aspekta, naime materijalni i formalni, odnosno sadržajni i procesni aspekt.)
MATCH@M:(The material aspect focuses upon the contents of IT services that a public sector organization plans to transfer to outside partners to perform, as well as to the expected benefits that the organization should achieve through a selection of such a business strategy.===>Materijalni aspekt se fokusira na sadržaj IT usluga, koje organizacija iz javnog sektora namerava da preda u spoljnjo izvodenje i na ocekivane koristi, koje bi organizacija trebalo izborom takve poslovne strategije ostvariti.)
MATCH@E:(The material aspect focuses upon the contents of IT services that a public sector organization plans to transfer to outside partners to perform, as well as to the expected benefits that the organization should achieve through a selection of such a business strategy.===>Materijalni aspekt se fokusira na sadržaj IT usluga, koje organizacija iz javnog sektora namerava da preda u spoljnjo izvođenje i na očekivane koristi, koje bi organizacija trebalo izborom takve poslovne strategije ostvariti.)
MATCH@M:(There is almost no business activity that has not been outsourced, either partially or fully.===>Danas skoro i ne postoji više delatnost, koja još nije bila predata u spoljnjo izvodenje, bar de-limicno, ako ne i u celini.)
MATCH@E:(There is almost no business activity that has not been outsourced, either partially or fully.===>Danas skoro i ne postoji više delatnost, koja još nije bila predata u spoljnjo izvođenje, bar delimično, ako ne i u celini.)
MATCH@M:(This previous sentence raises some questions as to whether all services and operations are really adequate to be transferred to the outside provider, having in mind that public services are by a rule financed according to plans and that they are meant for a broader public benefit that should be provided by the public sector; and also, why do we need such a transfer of services and operations at all, if we take into account the number of highly trained experts that work within the public sector system itself.===>Poslednja recenica otvara pitanja, da li su stvarno sve usluge i delatnosti primere-ne za prenos spoljnom izvodacu, imajuci u vidu da su javne usluge po pravilu proracunski finansirane i da su namenjene široj javnoj koristi, koju bi trebalo da obezbeduje javni sektor i zašto je taj prenos usluga i delatnosti uopšte potreban, ako se uzme u obzir broj vrhunski obrazovanih strucnih kadrova, koji deluju unutar samog sistema javnog sektora.)
MATCH@E:(This previous sentence raises some questions as to whether all services and operations are really adequate to be transferred to the outside provider, having in mind that public services are by a rule financed according to plans and that they are meant for a broader public benefit that should be provided by the public sector; and also, why do we need such a transfer of services and operations at all, if we take into account the number of highly trained experts that work within the public sector system itself.===>Poslednja rečenica otvara pitanja, da li su stvarno sve usluge i delatnosti primerene za prenos spoljnom izvođaču, imajući u vidu da su javne usluge po pravilu proračunski finansirane i da su namenjene široj javnoj koristi, koju bi trebalo da obezbeđuje javni sektor i zašto je taj prenos usluga i delatnosti uopšte potreban, ako se uzme u obzir broj vrhunski obrazovanih stručnih kadrova, koji deluju unutar samog sistema javnog sektora.)
MATCH@M:(An important issue, too, is whether the public sector organizations have formed the criteria (financial and other), namely, the strategic frameworks in which they decide which segment of operations of the organization or information system (IT services) is appropriate to be outsourced over a long-term period and why.===>Važno pitanje je takode, da li organizacije unutar javnog sektora uopšte imaju oblikovane kriterij ume (finansijske i druge) odnosno strateške okvire pomocu kojih odreduju koji segment poslovanja organizacije ili informa-cionog sistema (IT usluge) je dugorocno racionalno predati u spoljno izvodenje i zašto.)
MATCH@E:(An important issue, too, is whether the public sector organizations have formed the criteria (financial and other), namely, the strategic frameworks in which they decide which segment of operations of the organization or information system (IT services) is appropriate to be outsourced over a long-term period and why.===>Važno pitanje je takođe, da li organizacije unutar javnog sektora uopšte imaju oblikovane kriterijume (finansijske i druge) odnosno strateške okvire pomoću kojih određuju koji segment poslovanja organizacije ili informacionog sistema (IT usluge) je dugoročno racionalno predati u spoljno izvođenje i zašto.)
MATCH@M:(The formal aspect focuses upon the entire process of IT services transfer to the outside provider and all the side effects.===>Formalni aspekt se fokusira na celokupan postupak prenosa IT usluga spoljnjom izvodacu i sve pratece pojave.)
MATCH@E:(The formal aspect focuses upon the entire process of IT services transfer to the outside provider and all the side effects.===>Formalni aspekt se fokusira na celokupan postupak prenosa IT usluga spoljnjom izvođaču i sve prateće pojave.)
MATCH@M:(This aspect deals with the entire process, from the outsourcing idea, to a public tender and the selection of the outside provider, to concluding the contract with the outside provider and the evaluation of the business relations following each completed business cycle.===>Ovaj aspekt obuhvata celokupan proces, od ideje za autsorsing, preko javnog tendera i izbora spoljnjeg izvodaca, pa sve do sklapanja ugovora sa spoljnjim izvodacem i evaluacije poslovnog odnosa, koja sledi svakom zakljucenom poslovnom ciklusu.)
MATCH@E:(This aspect deals with the entire process, from the outsourcing idea, to a public tender and the selection of the outside provider, to concluding the contract with the outside provider and the evaluation of the business relations following each completed business cycle.===>Ovaj aspekt obuhvata celokupan proces, od ideje za autsorsing, preko javnog tendera i izbora spoljnjeg izvođača, pa sve do sklapanja ugovora sa spoljnjim izvođačem i evaluacije poslovnog odnosa, koja sledi svakom zaključenom poslovnom ciklusu.)
MATCH@M:(It often happens that organizations do not follow the planned phases of the process, but rather make shortcuts towards the goal, which in a long term may prove to be a critical error.===>Organizacije se cesto ne pridržavaju predvidenih faza postupka i biraju precice do cilja, što može dugorocno da znaci presudnu grešku.)
MATCH@E:(It often happens that organizations do not follow the planned phases of the process, but rather make shortcuts towards the goal, which in a long term may prove to be a critical error.===>Organizacije se često ne pridržavaju predviđenih faza postupka i biraju prečice do cilja, što može dugoročno da znači presudnu grešku.)
MATCH@M:(Such a thing is highly dangerous in the public sector, since the costs of wrong decisions made by the organization are paid by the entire social community, not only by the owners or liable individuals, as is the case in the private sector.===>Ta pojava je izuzetno opasan u javnom sektoru, jer troškove za pogrešne odluke organizacije pokriva celokupna zajednica a ne samo vlasnici odnosno odgovorni pojedinci, kao što je to slucaj u privatnom sektoru.)
MATCH@E:(Such a thing is highly dangerous in the public sector, since the costs of wrong decisions made by the organization are paid by the entire social community, not only by the owners or liable individuals, as is the case in the private sector.===>Ta pojava je izuzetno opa san u javnom sektoru, jer troškove za pogrešne odluke organizacije pokriva celokupna zajednica a ne samo vlasnici odnosno odgovorni pojedinci, kao što je to slučaj u privatnom sektoru.)
MATCH@M:(All the phases in the process of the IT services transfer to the outside provider are of paramount importance and succeed each other in a regular order.===>Sve faze postupka predaje IT usluga spoljnjem izvodacu su izuzetno važne i slede jedna drugu u pravilnom redosledu.)
MATCH@E:(All the phases in the process of the IT services transfer to the outside provider are of paramount importance and succeed each other in a regular order.===>Sve faze postupka predaje IT usluga spoljnjem izvođaču su izuzetno važne i slede jedna drugu u pravilnom redosledu.)
MATCH@M:(A proper implementation of the outsourcing project requires a consistent and accurate implementation of all the phases of the process.===>Za kvalitetnu implementaciju projekata autsorsinga je potrebna dosledno i precizno sprovodenje svih faza postupka.)
MATCH@E:(A proper implementation of the outsourcing project requires a consistent and accurate implementation of all the phases of the process.===>Za kvalitetnu implementaciju projekata autsorsinga je potrebna dosledno i precizno sprovođenje svih faza postupka.)
MATCH@M:(A rational and multiple criteria founded outsourcing decision requires that both aspects, material and formal, should be joined together and that a structured, multiple criteria decision-making model should be created.===>Za racionalnu i višekriterijumsko utemeljenu odluku za autsorsing je naravno potrebno udružiti oba aspekta, kako materijalni tako i formalni, i oblikovati struk-turisani višekriterijumski model za odlucivanje.)
MATCH@E:(A rational and multiple criteria founded outsourcing decision requires that both aspects, material and formal, should be joined together and that a structured, multiple criteria decision-making model should be created.===>Za racionalnu i višekriterijumsko utemeljenu odluku za autsorsing je naravno potrebno udružiti oba aspekta, kako materijalni tako i formalni, i oblikovati strukturisani višekriterijumski model za odlučivanje.)
MATCH@M:(Only on the basis of such a decision-making model can we decide about the steps we will take and of the beginning of the outsourcing project procedure, as this model actually clearly and directly shows whether the IT services operations or the overall operations in general are appropriate to be outsourced.===>Tek na osnovu takvog modela za odlucivanje, koji nam zapravo jasno i nedvosmisleno pokazuje da li je aktivnost IT usluga ili celokupna delatnost uopšte primere-na za spoljnje izvodenje, možemo doneti odluku za sledece korake i pocetak postupka za autsorsing pro-jekat.)
MATCH@E:(Only on the basis of such a decision-making model can we decide about the steps we will take and of the beginning of the outsourcing project procedure, as this model actually clearly and directly shows whether the IT services operations or the overall operations in general are appropriate to be outsourced.===>Tek na osnovu takvog modela za odlučivanje, koji nam zapravo jasno i nedvosmisleno pokazuje da li je aktivnost IT usluga ili celokupna delatnost uopšte primerena za spoljnje izvođenje, možemo doneti odluku za sledeće korake i početak postupka za autsorsing projekat. 5.)
MATCH@M:(The development of a multiple criteria model for making decisions as regards the IT services outsourcing in the public sector inevitably requires, especially in the nowadays social and economic circumstances, that a balance be established among numerous different factors, such as: economic, social, political, normative, and technological.===>Razvoj kvalitetnog višekriterijumskog modela za odlucivanje o projektima autsorsinga IT usluga u javnom sektoru neizbežno zahteva, još posebno u aktuel-nim društveno - ekonomskim okolnostima, uravnoteženje brojnih razlicitih cinilaca, kao što su: ekonomski, socijalni, politicki, normativni i tehnološki.)
MATCH@E:(5. ~~~ Approaches to the development of a multiple criteria decision-making model The development of a multiple criteria model for making decisions as regards the IT services outsourcing in the public sector inevitably requires, especially in the nowadays social and economic circumstances, that a balance be established among numerous different factors, such as: economic, social, political, normative, and technological.===>Pristupi razvoju višekriterijumskog modela za odlučivanje Razvoj kvalitetnog višekriterijumskog modela za odlučivanje o projektima autsorsinga IT usluga u javnom sektoru neizbežno zahteva, još posebno u aktuelnim društveno ekonomskim okolnostima, uravnoteženje brojnih različitih činilaca, kao što su: ekonomski, socijalni, politički, normativni i tehnološki.)
MATCH@M:(All these require that numerous stakeholders be involved, each with their own priorities and goals, into all the phases of the development process and consequently the decision-making process.===>Sve ovo zahteva ukljucenje mnogih interesnih grupa, sa razlicitim prioritetima i ciljevima, u sve faze razvojnog procesa i posledicno procesa odlucivanja.)
MATCH@E:(All these require that numerous stakeholders be involved, each with their own priorities and goals, into all the phases of the development process and consequently the decision-making process.===>Sve ovo zahteva uključenje mnogih interesnih grupa, sa različitim prioritetima i ciljevima, u sve faze razvojnog procesa i posledično procesa odlučivanja.)
MATCH@M:(Taking into account the abovementioned assumptions, the stiudy continues to focus upon forming and development of a multiple criteria decision-making model (MCDM) which will help managers set priorities and make adequate decisions in the field of IT services outsourcing in the public sector.===>Uzimajuci u obzir gore navedene tvrdnje, rad se u nastavku foku-sira na oblikovanje i razvoj višekriterijumskog modela odlucivanja (višekriterijumski model odlucivanja, engleski: Multiple Criteria Decision Making -MCDM), koji ce pomoci odgovornim licima pri postavljanju prioriteta i donošenja kvalitetnijih odluka na podrucju autsorsinga IT usluga u javnom sektoru.)
MATCH@E:(Taking into account the abovementioned assumptions, the stiudy continues to focus upon forming and development of a multiple criteria decision-making model (MCDM) which will help managers set priorities and make adequate decisions in the field of IT services outsourcing in the public sector.===>Uzimajući u obzir gore navedene tvrdnje, rad se u nastavku fokusira na oblikovanje i razvoj višekriterijumskog modela odlučivanja (višekriterijumski model odlučivanja, engleski: ~~~ Multiple Criteria Decision Making MCDM), koji će pomoći odgovornim licima pri postavljanju prioriteta i donošenja kvalitetnijih odluka na području autsorsinga IT usluga u javnom sektoru.)
MATCH@M:(The multiple criteria decision making (MCDM) is one of the best known trends in the decision-making theory.===>Višekriterijumsko odlucivanje (MCDM) je jedan od najpoznatijih smerova na podrucju teorije odluciva-nj a.)
MATCH@E:(The multiple criteria decision making (MCDM) is one of the best known trends in the decision-making theory.===>Višekriterijumsko odlučivanje (MCDM) je jedan od najpoznatijih smerova na području teorije odlučivanja.)
MATCH@M:(MCDM includes a number of different methods, each of which has such qualities due to which its implementation is confined to defined, usually narrow, fields of complex decision-making.===>MCDM obuhvata mnogo razlicitih metoda, od kojih svaki ima odredene karakteristike zbog kojih je njegova upotreba ogranicena na odredena, obicno uža, podrucja kompleksnog odlucivanja.)
MATCH@E:(MCDM includes a number of different methods, each of which has such qualities due to which its implementation is confined to defined, usually narrow, fields of complex decision-making.===>MCDM obuhvata mnogo različitih metoda, od kojih svaki ima određene karakteristike zbog kojih je njegova upotreba ograničena na određena, obično uža, područja kompleksnog odlučivanja.)
MATCH@M:(Following the analysis of these qualities and an estimate of their adequacy, the most appropriate method will be selected for the design of a multiple criteria decision making model in the area of IT outsourcing in the public sector.===>Posle analize spomenutih karakeristika i procene primerenosti bice izabran i najprimereniji metod za konstrukciju više-kriterijumskog modela za odlucivanje na podrucju autsorsinga IT usluga u javnom sektoru.)
MATCH@E:(Following the analysis of these qualities and an estimate of their adequacy, the most appropriate method will be selected for the design of a multiple criteria decision making model in the area of IT outsourcing in the public sector.===>Posle analize spomenutih karakeristika i procene primerenosti biće izabran i najprimereniji metod za konstrukciju višekriterijumskog modela za odlučivanje na području autsorsinga IT usluga u javnom sektoru.)
MATCH@M:(Thus, according to experts, the methods are classed according to the types of data used in the decision-making process; hence we know: deterministic, stohastic, and fuzzy models.===>Metodi se tako po mišljenju strucnjaka klasifikuju uzimajuci u obzir vrstu podataka, koji su upotrebljeni u procesu odlucivanja, znaci razlikujemo: deterministicke, sto-hasticke i fuzzy metode.)
MATCH@E:(Thus, according to experts, the methods are classed according to the types of data used in the decision-making process; hence we know Š10Ë: deterministic, stohastic, and fuzzy models.===>Metodi se tako po mišljenju stručnjaka klasifikuju uzimajući u obzir vrstu podataka, koji su upotrebljeni u procesu odlučivanja, znači razlikujemo Š10Ë: determinističke, stohastičke i fuzzy metode.)
MATCH@M:(The methods are further classed in accordance with the number of individuals involved in the decisionmaking process; here we talk of the methods involving only one individual making decisions, or of the methods involving a number of individuals, namely, a group.===>Nadalje se metodi dele na temelju broja lica, koja su ukljucena u proces odlucivanja, znaci govorimo o metodima koji ukljucuju samo jedno lice, koje donosi odluke ili o metodima koji ukljucuju više lica odnosno grupu.)
MATCH@E:(The methods are further classed in accordance with the number of individuals involved in the decisionmaking process; here we talk of the methods involving only one individual making decisions, or of the methods involving a number of individuals, namely, a group.===>Nadalje se metodi dele na temelju broja lica, koja su uključena u proces odlučiva nja, znači govorimo o metodima koji uključuju samo jedno lice, koje donosi odluke ili o metodima koji uključuju više lica odnosno grupu.)
MATCH@M:(In designing a multiple criterion decision making model for IT services outsourcing, due to the nature of the research area, we will implement a deterministic method with one individual making decisions, which will improve the reliability and accuracy of the model.===>Pri oblikovanju vi-šekriterijumskog modela za odlucivanje o autsorsingu IT usluga u javnom sektoru bice, zbog karakteristika samog podrucja istraživanja, upotrebljen deterministicki metod sa jednim licem koje odlucuje, što ce pri-pomoci vecoj pouzdanosti i preciznosti modela, a potrebno je naglasiti,)
MATCH@E:(In designing a multiple criterion decision making model for IT services outsourcing, due to the nature of the research area, we will implement a deterministic method with one individual making decisions, which will improve the reliability and accuracy of the model. ~~~ It will also facilitate the implementation of the designed model.===>Pri oblikovanju višekriterijumskog modela za odlučivanje o autsorsingu IT usluga u javnom sektoru biće, zbog karakteristika samog područja istraživanja, upotrebljen deterministički metod sa jednim licem koje odlučuje, što će pripomoći većoj pouzdanosti i preciznosti modela, a potrebno je naglasiti, da će to olakšati i upotrebu iskonstruisanog modela.)
MATCH@M:(In addition to the above mentioned, it must be noted that the classification used is only one among many, since these methods, however different, have a lot in common (alternatives, attributes, objectives, decision criteria, ...), therefore two or more complementary methods can sometimes be used, in accordance with the nature of the decision-making process itself.===>Uz gore navedene tvrdnje, treba imati na umu, da je upotrebljena klasifikacija samo jedna od mnogih, pošto ovi metodi, uprkos svojoj raznolikosti, imaju mnogo dodirnih tacaka (alternative, atributi, ciljevi, kriterijumi odlucivanja,...), tako kod nabrojanih metoda nekad dolazi i do kombinovane upotrebe dva ili više komplementarna metoda, imaju-ci u vidu prirodu samog procesa odlucivanja.)
MATCH@E:(In addition to the above mentioned, it must be noted that the classification used is only one among many, since these methods, however different, have a lot in common (alternatives, attributes, objectives, decision criteria, ...), therefore two or more complementary methods can sometimes be used, in accordance with the nature of the decision-making process itself.===>Uz gore navedene tvrdnje, treba imati na umu, da je upotrebljena klasifikacija samo jedna od mnogih, pošto ovi metodi, uprkos svojoj raznolikosti, imaju mnogo dodirnih tačaka (alternative, atributi, ciljevi, kriterijumi odlučivanja,…), tako kod nabrojanih metoda nekad dolazi i do kombinovane upotrebe dva ili više komplementarna metoda, imajući u vidu prirodu samog procesa odlučivanja.)
MATCH@M:(If the characteristics of IT services outsourcing are taken into account on the basis of the above said, then planning, development and designing a multiple criteria model has to satisfy three important criteria:===>Racunajuci karakteristike autsorsinga IT usluga i na temelju gore napisanih tvrdnji, moramo pri planiranju, razvijanju i oblikovanju višekriterijumskog modela paziti, da zadovoljimo tri neophodna uslova:)
MATCH@E:(If the characteristics of IT services outsourcing are taken into account on the basis of the above said, then planning, development and designing a multiple criteria model has to satisfy three important criteria: 1.===>Računajući karakteristike autsorsinga IT usluga i na temelju gore napisanih tvrdnji, moramo pri planiranju, razvijanju i oblikovanju višekriterijumskog modela paziti, da zadovoljimo tri neophodna uslova:)
MATCH@M:(The review of the methodological framework used in the development of the multiple criteria decision making model is shown in Figure 1.===>Pregled metodološkog okvira, koji je bio upotrebljen kod razvoja višekriterijumskog modela za odlucivanje prikazan je na slici 1.)
MATCH@E:(The review of the methodological framework used in the development of the multiple criteria decision making model is shown in Figure 1.===>Pregled metodološkog okvira, koji je bio upotrebljen kod razvoja višekriterijumskog modela za odlučivanje prikazan je na slici 1.)
MATCH@M:(In the first step, the methodology focuses upon defining priorities and then upon the analysis of the complex structure of the problem and the inclusion of all the tangible and intangible factors, i.e., all the measurable qualitative and quantitative factors within the complex problem structure.===>Metodologija se u prvom koraku fokusirala na opredeljivanje prioriteta a zatim na analizu kompleksne strukture problema i ukljucivanje svih opipljivih i neopipljivih faktora odnosno svih merljivih kvantitativnih i kvalitativnih faktora unutar kompleksne problemske strukture.)
MATCH@E:(In the first step, the methodology focuses upon defining priorities and then upon the analysis of the complex structure of the problem and the inclusion of all the tangible and intangible factors, i.e., all the measurable qualitative and quantitative factors within the complex problem structure.===>Metodologija se u prvom koraku fokusirala na opredeljivanje prioriteta a zatim na analizu kompleksne strukture problema i uključivanje svih opipljivih i neopipljivih faktora odnosno svih merljivih kvantitativnih i kvalitativnih faktora unutar kompleksne problemske strukture.)
MATCH@M:(In the second step, the methodology goes one level higher, including into the decision-making process some more complex interactions among factors, such as the interrelation among the factors and their hierarchal structure.===>U drugom koraku se metodologija penje za jedan nivo više i u proces odlucivanja ukljucuje kompleksnije interakcije medu ciniocima, kao što je medusobna zavisnost medu faktorima i njihova hijerarhijka struktura.)
MATCH@E:(In the second step, the methodology goes one level higher, including into the decision-making process some more complex interactions among factors, such as the interrelation among the factors and their hierarchal structure.===>U drugom koraku se metodologija penje za jedan nivo više i u proces odlučivanja uključuje kompleksnije interakcije među činiocima, kao što je međusobna zavisnost među faktorima i njihova hijerarhijka struktura.)
MATCH@M:(This is the phase in which the final choice and assessment of the relevant criteria and subcriteria are made.===>U toj fazi dolazi do konacnog izbora i potvrde relevantnih kriterijuma i potkriterijuma.)
MATCH@E:(This is the phase in which the final choice and assessment of the relevant criteria and subcriteria are made.===>U toj fazi dolazi do konačnog izbora i potvrde relevantnih kriterijuma i potkriterijuma.)
MATCH@M:(In the third step, the entire range of chosen criteria is further weighted in a more adequate manner, taking into account their importance, time limit and other organizational preferences; namely, each decision-making process is burdened with some objective restraints that cannot be avoided and that are necessary to include if we want to achieve long-term strategic goals.===>Na trecem koraku je potrebno celo-kupan izbor kriterijuma još primerenjije ponderisati, uzimaj uci u obzir njihovu važnost, vremenski rok i druge preferencije organizacije; naime, svaki proces odlucivanja ima neka objektivna ogranicenja, koja je nemoguce izbeci i koja je potrebno uracunati ako želimo postici dugorocne strateške ciljeve.)
MATCH@E:(In the third step, the entire range of chosen criteria is further weighted in a more adequate manner, taking into account their importance, time limit and other organizational preferences; namely, each decision-making process is burdened with some objective restraints that cannot be avoided and that are necessary to include if we want to achieve long-term strategic goals.===>Na trećem koraku je potrebno celo kupan izbor kriterijuma još primerenjije ponderisati, uzimajući u obzir njihovu važnost, vremenski rok i druge preferencije organizacije; naime, svaki proces odlučivanja ima neka objektivna ograničenja, koja je nemoguće izbeći i koja je potrebno uračunati ako želimo postići dugoročne strateške ciljeve.)
MATCH@M:(It is also necessary that the subjectivity of the decision-making person be also assessed and, if needed, the criteria weighting should be assigned to other individuals, and only then a compromise should be reached, a solution that would enhance the objectivity of the model itself as well as facilitate its implementation and use in the future.===>U toj fazi je potrebno objektivno vrednovati i subjektivnost lica koje odlucuje i prema potrebi prepustiti ponderisanje kriterijuma i drugim pojedincima, te onda u nastavku eventualno izabrati kompromisno rešenje, koje ce pri-pomoci vecoj objektivnosti samog modela, kao i lakšoj implementaciji i upotrebi u buducnosti.)
MATCH@E:(It is also necessary that the subjectivity of the decision-making person be also assessed and, if needed, the criteria weighting should be assigned to other individuals, and only then a compromise should be reached, a solution that would enhance the objectivity of the model itself as well as facilitate its implementation and use in the future.===>U toj fazi je potrebno objektivno vrednovati i subjektivnost lica koje odlučuje i prema potrebi prepustiti ponderisanje kriterijuma i drugim pojedincima, te onda u nastavku eventualno izabrati kompromisno rešenje, koje će pripomoći većoj objektivnosti samog modela, kao i lakšoj implementaciji i upotrebi u budućnosti.)
MATCH@M:(The AHP model will be further elaborated in the following chapters.===>O AHP modelu bice više reci u nastavku rada.)
MATCH@E:(The AHP model will be further elaborated in the following chapters.===>O AHP modelu biće više reči u nastavku rada. 6.)
MATCH@M:(The author of the Analytical Hierarchy Process meant as a support to decision making in various areas is Thomas L. Saaty.===>Autor Analiticko Hijerarhickog Procesa, koji je bio ostvaren kao potpora odlucivanju na razlicitim podrucjima je Tomas L. Sati (Thomas L. Saaty).)
MATCH@E:(6. ~~~ Analytical hierchy process The author of the Analytical Hierarchy Process meant as a support to decision making in various areas is Thomas L. Saaty Š11Ë.===>Analitičko hijerarhijski proces Autor Analitičko Hijerarhičkog Procesa, koji je bio ostvaren kao potpora odlučivanju na različitim područjima je Tomas L. Sati (Thomas L. Saaty) Š11Ë.)
MATCH@M:(The multiple criteria decision making model in the IT services outsourcing or insourcing used in this study is called the Saaty application (Saaty©).===>Vi-šekriterijumski model za odlucivanje kod projekata autsorsinga odnosno insorsinga IT usluga, koji je upotrebljen u ovom radu, nosi naziv aplikacija Sati (Saaty©).)
MATCH@E:(The multiple criteria decision making model in the IT services outsourcing or insourcing used in this study is called the Saaty application (Saaty©).===>Višekriterijumski model za odlučivanje kod projekata autsorsinga odnosno insorsinga IT usluga, koji je upotrebljen u ovom radu, nosi naziv aplikacija Sati (Saaty©).)
MATCH@M:(The original Saaty© programme was established by Andrej Mrvar.===>Prvobitni program Saaty© je zasnovao Andrej Mrvar.)
MATCH@E:(The original Saaty© programme was established by Andrej Mrvar3.===>Prvobitni program Saaty© je zasnovao Andrej Mrvar3.)
MATCH@M:(The application was devised on the platform of the analytical hierarchy process.===>Celokupna aplikacija je nastala na platformi analiticko - hijerarhijskog procesa.)
MATCH@E:(The application was devised on the platform of the analytical hierarchy process.===>Celokupna aplikacija je nastala na platformi analitičko hijerarhijskog procesa.)
MATCH@M:(Hence the application’s name.===>Odatle je upotrebljena aplikacija dobila i ime.)
MATCH@E:(Hence the applications name.===>Odatle je upotrebljena aplikacija dobila i ime.)
MATCH@M:(The AHP model is one segment of a well known decision-making model and the Expert Choice, the expert programme system.===>AHP model je jedan od segmenata vrlo poznatog modela za odlucivanje i ekspertskog programskog sistema Expert Choice.)
MATCH@E:(The AHP model is one segment of a well known decision-making model and the Expert Choice, the expert programme system.===>AHP model je jedan od segmenata vrlo poznatog modela za odluči vanje i ekspertskog programskog sistema Expert Choice.)
MATCH@M:(Regardless of the fact that the model is more than ten years old, it is still used as one of the best decision-making support systems, and its use has even highly increased lately.===>Uprkos cinjenici da je ovaj model stariji od dvadeset godina, još uvek se upotrebljava kao jedan od najboljih sistema za potporu odlucivanju, a njegova upotreba, u zadnje vreme, cak je u velikom porastu.)
MATCH@E:(Regardless of the fact that the model is more than ten years old, it is still used as one of the best decision-making support systems, and its use has even highly increased lately.===>Uprkos činjenici da je ovaj model stariji od dvadeset godina, još uvek se upotrebljava kao jedan od najboljih sistema za potporu odlučivanju, a njegova upotreba, u zadnje vreme, čak je u velikom porastu.)
MATCH@M:(The entire AHP model is based on the structured or hierarchical order of the elements of an entity or a process.===>Celokupan AHP model temelji se na strukturisanoj odnosno hijerarhijskoj uredenosti elemenata neke celine odnosno procesa.)
MATCH@E:(The entire AHP model is based on the structured or hierarchical order of the elements of an entity or a process.===>Celokupan AHP model temelji se na strukturisanoj odnosno hijerarhijskoj uređenosti elemenata neke celine odnosno procesa.)
MATCH@M:(Generally, hierarchy means the structural order of the parts of an entity according to their importance or characteristics; organizationally, hierarcy is a system of control established in an environment for the purpose of an effective conduct and efficient achievement of goals.===>Generalno, hijerarhija znaci strukturisanost delova neke celine uzevši u obzir njihovu važnost odnosno karakteristike, a u organizacijskom smislu hijerarhija predstavlja sistem kontrole, koji je bio uspostavljen u nekom okruženju, sa ciljem uspešnog vodenja i efikasne realizacije ciljeva.)
MATCH@E:(Generally, hierarchy means the structural order of the parts of an entity according to their importance or characteristics; organizationally, hierarcy is a system of control established in an environment for the purpose of an effective conduct and efficient achievement of goals.===>Generalno, hijerarhija znači strukturisanost delova neke celine uzevši u obzir njihovu važnost odnosno karakteristike, a u organizacijskom smislu hijerarhija predstavlja sistem kontrole, koji je bio uspostavljen u nekom okruženju, sa ciljem uspešnog vodenja i efikasne realizacije ciljeva.)
MATCH@M:(As regards the achievement of goals, each business entity has to, in accordance with its specific features, choose among a variety of decision-making processes and select the most optimal one when it comes to making decisions on important strategic and even tactical issues.===>Kada govorimo o realizaciji ciljeva, svaki poslovni subjekat mora, uzevši u obzir svoju specificnost, birati medu mnogim razlicitim postupcima odlucivanja i izabrati najoptimalniji postupak odlucivanja o važnim strateškim, pa i taktickim pitanjima.)
MATCH@E:(As regards the achievement of goals, each business entity has to, in accordance with its specific features, choose among a variety of decision-making processes and select the most optimal one when it comes to making decisions on important strategic and even tactical issues.===>Kada govorimo o realizaciji ciljeva, svaki poslovni subjekat mora, uzevši u obzir svoju specifičnost, birati među mnogim različitim postupcima odlučivanja i izabrati najoptimalniji postupak odlučivanja o važnim strateškim, pa i taktičkim pitanjima.)
MATCH@M:(Nevertheless, this model of outsourcing and insourcing is rather difficult to find in literature, especially in the IT services area, although the AHP has numerous advantages over similar models, as it allows for the study of both rational and intuitional factors, which considerably facilitates the selection of the best solution.===>Uprkos tome, treba reci, da je ovakav nacin odlucivanja za autsor-sing odnosno insorsing, još posebno na podrucju IT usluga, jako teško naci u literaturi, iako AHP ima brojne prednosti u odnosu na slicne metode, jer omogucava proucavanje, kako racionalnih, tako i intuitivnih cinilaca, što znacajno olakšava izbor najboljeg rešenja.)
MATCH@E:(Nevertheless, this model of outsourcing and insourcing is rather difficult to find in literature, especially in the IT services area, although the AHP has numerous advantages over similar models, as it allows for the study of both rational and intuitional factors, which considerably facilitates the selection of the best solution.===>Hijerarhija odlučivanja za spoljnjo izvođenje Reja, 2002, p. 14 Gornja struktura omogućava klasifikaciju elemenata uzevši u obzir njihovu važnost, i razvrstava ih na odgovarajući nivo, računajući njihov odnos prema nadređenim i podređenim elementima procesa odlučivanja.)
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BAD_LINE_M:Nevertheless, this model of outsourcing and insourcing is rather difficult to find in literature, especially in the IT services area, although the AHP has numerous advantages over similar models, as it allows for the study of both rational and intuitional factors, which considerably facilitates the selection of the best solution.
BAD_LINE_M:Uprkos tome, treba reci, da je ovakav nacin odlucivanja za autsor-sing odnosno insorsing, još posebno na podrucju IT usluga, jako teško naci u literaturi, iako AHP ima brojne prednosti u odnosu na slicne metode, jer omogucava proucavanje, kako racionalnih, tako i intuitivnih cinilaca, što znacajno olakšava izbor najboljeg rešenja.
BAD_LINE_E:Nevertheless, this model of outsourcing and insourcing is rather difficult to find in literature, especially in the IT services area, although the AHP has numerous advantages over similar models, as it allows for the study of both rational and intuitional factors, which considerably facilitates the selection of the best solution.
BAD_LINE_E:Hijerarhija odlučivanja za spoljnjo izvođenje Reja, 2002, p. 14 Gornja struktura omogućava klasifikaciju elemenata uzevši u obzir njihovu važnost, i razvrstava ih na odgovarajući nivo, računajući njihov odnos prema nadređenim i podređenim elementima procesa odlučivanja.
MATCH@M:(This assumption is, naturally, possible if we take into account certain adequate and appropriately weighted criteria, which will be dealt with further below.===>Naravno, ova pretpostavka je moguca samo ako uzmemo u obzir odredene, odgovarajuce i primereno ponderisane kriterijume, o kojima ce biti više receno u nastavku rada.)
MATCH@E:(This assumption is, naturally, possible if we take into account certain adequate and appropriately weighted criteria, which will be dealt with further below.===>Upravo klasifikacija elemenata odnosno izbor optimalnih kriterijuma najčešće predstavlja najveći problem s kojim se suočavaju korisnici višekriterijumskih modela za odlučivanje.)
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BAD_LINE_M:This assumption is, naturally, possible if we take into account certain adequate and appropriately weighted criteria, which will be dealt with further below.
BAD_LINE_M:Naravno, ova pretpostavka je moguca samo ako uzmemo u obzir odredene, odgovarajuce i primereno ponderisane kriterijume, o kojima ce biti više receno u nastavku rada.
BAD_LINE_E:This assumption is, naturally, possible if we take into account certain adequate and appropriately weighted criteria, which will be dealt with further below.
BAD_LINE_E:Upravo klasifikacija elemenata odnosno izbor optimalnih kriterijuma najčešće predstavlja najveći problem s kojim se suočavaju korisnici višekriterijumskih modela za odlučivanje.
MATCH@M:(In this decision-making phase, the Saaty© application serves to make the comparison via the comparison matrix of all the pairs of criteria.===>U toj fazi odlucivanja sa aplikacijom Saaty© komparacija se izvršava sa komparativnom matricom svih parova kriterijuma.)
MATCH@E:(In this decision-making phase, the Saaty© application serves to make the comparison via the comparison matrix of all the pairs of criteria.===>U toj fazi odlučivanja sa aplikacijom Saaty© komparacija se izvršava sa komparativnom matricom svih parova kriterijuma.)
MATCH@M:(On the basis of all the pairs of criteria the most optimal solutions are selected.===>Na osnovu svih parova kriterijuma se u nastavku postupka odlucivanja biraju najoptimalnija rešenja.)
MATCH@E:(On the basis of all the pairs of criteria the most optimal solutions are selected.===>Na osnovu svih parova kriterijuma se u nastavku postupka odlučivanja biraju najoptimalnija rešenja.)
MATCH@M:(The identical procedure is repeated among potential subcriteria, too, if during the procedure we come to a conclusion that a further decomposition of criteria into subcriteria could ensure a more objective and a more argumented decision making.===>Identican postupak se ponavlja i sa potencijalnim potkriterijumi-ma medusobno, ako tokom postupka odlucivanja zakljucimo, da bi dodatno cepanje kriterijuma na pot-kriterijume doprinelo objektivnijem i argumentovani-jem odlucivanju.)
MATCH@E:(The identical procedure is repeated among potential subcriteria, too, if during the procedure we come to a conclusion that a further decomposition of criteria into subcriteria could ensure a more objective and a more argumented decision making.===>Nova verzija aplikacije Saaty© omogućava kako studentsku, tako i profesionalnu upotrebu Š13Ë. ključimo, da bi dodatno cepanje kriterijuma na potkriterijume doprinelo objektivnijem i argumentovanijem odlučivanju.)
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BAD_LINE_M:The identical procedure is repeated among potential subcriteria, too, if during the procedure we come to a conclusion that a further decomposition of criteria into subcriteria could ensure a more objective and a more argumented decision making.
BAD_LINE_M:Identican postupak se ponavlja i sa potencijalnim potkriterijumi-ma medusobno, ako tokom postupka odlucivanja zakljucimo, da bi dodatno cepanje kriterijuma na pot-kriterijume doprinelo objektivnijem i argumentovani-jem odlucivanju.
BAD_LINE_E:The identical procedure is repeated among potential subcriteria, too, if during the procedure we come to a conclusion that a further decomposition of criteria into subcriteria could ensure a more objective and a more argumented decision making.
BAD_LINE_E:Nova verzija aplikacije Saaty© omogućava kako studentsku, tako i profesionalnu upotrebu Š13Ë. ključimo, da bi dodatno cepanje kriterijuma na potkriterijume doprinelo objektivnijem i argumentovanijem odlučivanju.
MATCH@M:(Together with its instruments the AHP includes and allows for the involvement of a large number of relevant factors which guarantees an appropriate and objective, i.e., consistent approach to making final decisions.===>AHP sa svojim instrumentima obuhvata i omogucava uracunavanje velikog broja relevantnih faktora, što garantuje kvalitetan i objektivan odnosno celovit pristup donošenju konacnih odluka.)
MATCH@E:(Together with its instruments the AHP includes and allows for the involvement of a large number of relevant factors which guarantees an appropriate and objective, i.e., consistent approach to making final decisions.===>AHP sa svojim instrumentima obuhvata i omogućava uračunavanje velikog broja relevantnih faktora, što garantuje kvalitetan i objektivan odnosno celovit pristup donošenju konačnih odluka.)
MATCH@M:(The implementation of the AHP may help set realistic goals and priorities.===>Upotreba AHP može pripomoci i pri postavljanju realnih ciljeva te dode-ljivanju prioriteta.)
MATCH@E:(The implementation of the AHP may help set realistic goals and priorities.===>Upotreba AHP može pripomoći i pri postavljanju realnih ciljeva te dodeljivanju prioriteta.)
MATCH@M:(Here it is important to take into account both qualitative and quantitative aspects of decision making.===>Ovde je potrebno uzeti u obzir kako kvalitativne tako i kvantitativne aspekte odlucivanja.)
MATCH@E:(Here it is important to take into account both qualitative and quantitative aspects of decision making.===>Ovde je potrebno uzeti u obzir kako kvalitativne tako i kvantitativne aspekte odlučivanja.)
MATCH@M:(The essence of the AHP model is “breaking“ the decision into a number of smaller decisions.===>Suština AHP modela je »razbijanje« odluke na više manjih odluka.)
MATCH@E:(The essence of the AHP model is breaking the decision into a number of smaller decisions.===>Suština AHP modela je »razbijanje« odluke na više manjih odluka.)
MATCH@M:(In the first place, we mean breaking into “one-to-one“ comparisons, which consequently allows for a more realistic assessment of the given problem.===>Pre svega, ovde se misli na razbijanje na »one-to-one« poredenja, što posledicno omogucava realniju ocenu datog problema.)
MATCH@E:(In the first place, we mean breaking into one-to-one comparisons, which consequently allows for a more realistic assessment of the given problem Š14Ë.===>Pre svega, ovde se misli na razbijanje na »one-to-one« poređenja, što posledično omogućava realniju ocenu datog problema Š14Ë.)
MATCH@M:(In structuring the overall decision-making process we should keep only to the relevant factors that show implications as to the decision-making subject and be careful not to stray into an excessive dissection of the problem, which may disguise major aspects and result into low-quality decisions.===>Kod strukturisanja celokupnog procesa odlucivanja, treba se ograniciti samo na relevantne faktore, koji pokazuju implikacije na predmet odlucivanja i paziti, da u postupku ne skrenemo u preveliku disekciju problema, koja može zamagliti važnije aspekte i dovesti do nekvalitetnih odluka.)
MATCH@E:(In structuring the overall decision-making process we should keep only to the relevant factors that show implications as to the decision-making subject and be careful not to stray into an excessive dissection of the problem, which may disguise major aspects and result into low-quality decisions.===>Kod strukturisanja celokupnog procesa odlučivanja, treba se ograničiti samo na relevantne faktore, koji pokazuju implikacije na predmet odlučivanja i paziti, da u postupku ne skrenemo u preveliku disekciju problema, koja može zamagliti važnije aspekte i dovesti do nekvalitetnih odluka.)
MATCH@M:(Model design requires a good knowledge of the problems and a balanced application of data for an objective assessment of criteria.===>Konstrukcija modela traži dobro poznavanje problema i uravnoteženu aplikaciju podataka za objektivnu ocenu kriterijuma.)
MATCH@E:(Model design requires a good knowledge of the problems and a balanced application of data for an objective assessment of criteria.===>Konstrukcija modela traži dobro poznavanje problema i uravnoteženu aplikaciju podataka za objektivnu ocenu kriterijuma.)
MATCH@M:(Too large a number of criteria may devaluate the hierarchy relations and the relations among the criteria themselves, whereas too small a number of criteria does not allow for calculating all the important aspects of the problem and offers an unbalanced and partial solution to the problem in the decision-making process, as it does not include all the relations among the elements and their correlations.===>Preveliki broj kriterijuma može dovesti do devalvacije hijerarhijskih relacija i odnosa medu samim kriterijumima, dok premali broj kriterijuma, onemogucava izracunavanje svih važnih aspekata problema i u samom postupku odlucivanja nudi neuravnoteženo i parcijalno rešenje problema, pošto ne ukljucuje sve relacije medu elementima i njihove medusobne korelacije.)
MATCH@E:(Too large a number of criteria may devaluate the hierarchy relations and the relations among the criteria themselves, whereas too small a number of criteria does not allow for calculating all the important aspects of the problem and offers an unbalanced and partial solution to the problem in the decision-making process, as it does not include all the relations among the elements and their correlations.===>Preveliki broj kriterijuma može dovesti do devalvacije hijerarhijskih relacija i odnosa među samim kriterijumima, dok premali broj kriterijuma, onemogućava izračunavanje svih važnih aspekata problema i u samom postupku odlučivanja nudi neuravnoteženo i parcijalno rešenje problema, pošto ne uključuje sve relacije među elementima i njihove međusobne korelacije.)
MATCH@M:(Hence accuracy, consistence, and good knowledge of the nature of the problem is of great importance in setting the criteria.===>Kod odredivanja kriterijuma je dakle jako važna preciznost, doslednost i dobro poznavanje prirode problema.)
MATCH@E:(Hence accuracy, consistence, and good knowledge of the nature of the problem is of great importance in setting the criteria.===>Kod određivanja kriterijuma je dakle jako važna preciznost, doslednost i dobro poznavanje prirode problema.)
MATCH@M:(The leading experts in the study of outsourcing and its broad socio-economic implications stress a multi layer nature of this phenomenon, mirrored in an extremely complex and aggravated evaluation of all the effects of outsourcing, that are often well hidden due to the long time cycle of the project and emerge only after a long time period.===>Najveci strucnjaci sa podrucja proucavanja autsorsin-ga i njegovih širih društveno - ekonomskih implikacija naglašuju višestruku slojevitost ovog fenomena, koja se pokazuje u izuzetno kompleksnom i otežanom vrednovanju svih efekata autsorsinga, koji su cesto zbog dužine trajanja projekta dobro pikriveni i pokazuju se tek posle dužeg vremenskog perioda.)
MATCH@E:(The leading experts in the study of outsourcing and its broad socio-economic implications stress a multi layer nature of this phenomenon Š15Ë, mirrored in an extremely complex and aggravated evaluation of all the effects of outsourcing, that are often well hidden due to the long time cycle of the project and emerge only after a long time period.===>Najveći stručnjaci sa područja proučavanja autsorsinga i njegovih širih društveno ekonomskih implikacija naglašuju višestruku slojevitost ovog fenomena Š15Ë, koja se pokazuje u izuzetno kompleksnom i otežanom vrednovanju svih efekata autsorsinga, koji su često zbog dužine trajanja projekta dobro pikriveni i pokazuju se tek posle dužeg vremenskog perioda.)
MATCH@M:(On the basis of the studies of the leading experts, and the complexity of the overall outsourcing area, we have chosen the following criteria for the design and practical illustration of the effects and use of the Saaty model in a multiple criteria decision making: 1.	Costs===>Uzevši u obzir istraživanja najpoznatijih strucnjaka, kao i kompleksnost celokupnog podrucja autsorsinga, za konstrukciju i prakticnu ilustraciju delovanja i upotrebe Saatyevog modela za višekriterijumsko odlucivanje, izabrali smo sledece kriterijume:)
MATCH@E:(On the basis of the studies of the leading experts, and the complexity of the overall outsourcing area, we have chosen the following criteria for the design and practical illustration of the effects and use of the Saaty model in a multiple criteria decision making: 1.===>Uzevši u obzir istraživanja najpoznatijih stručnjaka, kao i kompleksnost celokupnog područja autsorsinga, za konstrukciju i praktičnu ilustraciju delovanja i upotrebe Saatyevog modela za višekriterijumsko odlučivanje, izabrali smo sledeće kriterijume: ~~~ 1.)
MATCH@M:(4.	Customer satisfaction 5.	Risk===>3.	Kvalitet)
MATCH@E:(Customer satisfaction 5.===>Zadovoljstvo korisnika 5.)
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BAD_LINE_M:4.	Customer satisfaction 5.	Risk
BAD_LINE_M:3.	Kvalitet
BAD_LINE_E:Customer satisfaction 5.
BAD_LINE_E:Zadovoljstvo korisnika 5.
MATCH@M:(For the purposes of this work a simulation of a hypothetical problem situation was made using the Saaty model, where the public sector organization selects one out of two offered solutions, or IT services outsourcing and insourcing.===>Za potrebe rada bila je, pomocu Saatyvog modela, izvedena simulacija hipoteticke problemske situacije u kojoj organizacija iz javnog sektora bira jedno od dva ponudena rešenja odnosno autsorsing ili insorsing IT usluga.)
MATCH@E:(Innovation For the purposes of this work a simulation of a hypothetical problem situation was made using the Saaty model, where the public sector organization selects one out of two offered solutions, or IT services outsourcing and insourcing.===>Inovacije Za potrebe rada bila je, pomoću Saatyvog modela, izvedena simulacija hipotetičke problemske situacije u kojoj organizacija iz javnog sektora bira jedno od dva ponuđena rešenja odnosno autsorsing ili insorsing IT usluga.)
MATCH@M:(The final decision must be based on the above quoted criteria, the hypothetical starting points of the project are € 500,000 for the outsourcing project and € 350,000 for the insourcing project.===>Konacna odluka mora da se temelji na gore navedenim kriterijumima, hipoteticke polazne tacke vrednosti projekata su 500.000 za projekat autsorsinga i 350.000 za projekat insorsinga.)
MATCH@E:(The final decision must be based on the above quoted criteria, the hypothetical starting points of the project are ¡ 500,000 for the outsourcing project and ¡ 350,000 for the insourcing project.===>Konačna odluka mora da se temelji na gore navedenim kriterijumima, hipotetičke polazne tačke vrednosti projekata su 500.000 za projekat autsorsinga i 350.000 za projekat insorsinga.)
MATCH@M:(The absolute and relative estimate of the criteria and their decomposition into subcriteria was performed on the basis of subjective preferences and serves to better illustrate the overall procedure of the multiple criteria decision making.===>Apsolutno i relativno vrednovanje kriterijuma i njihova dekompozicija na potkriterijume bila je izvedena na temelju subjektivnih preferencija i služi boljoj ilustraciji celokupnog postupka višekriterijumskog odlucivanja.)
MATCH@E:(The absolute and relative estimate of the criteria and their decomposition into subcriteria was performed on the basis of subjective preferences and serves to better illustrate the overall procedure of the multiple criteria decision making.===>Apsolutno i relativno vrednovanje kriterijuma i njihova dekompozicija na potkriterijume bila je izvedena na temelju subjektivnih preferencija i služi boljoj ilustraciji celokupnog postupka višekriterijumskog odlučivanja.)
MATCH@M:(We will proceede to present and more accurately analyse the entire Saaty procedure as well as its application and the selection of the most appropriate solution (alternative) in the concrete problem situation, which will be based on the above quoted data.===>U nastavku ce biti predstavljen i preciznije analizovan celokupan Saatyev postupak kao i njegova upotreba i izbor najprimerenijeg rešenja (alternative) u konkretnoj problemskoj situaciji, koja ce se temeljiti na gore navedenim podacima.)
MATCH@E:(We will proceede to present and more accurately analyse the entire Saaty procedure as well as its application and the selection of the most appropriate solution (alternative) in the concrete problem situation, which will be based on the above quoted data. ~~~ 1.===>U nastavku će biti predstavljen i preciznije analizovan celokupan Saatyev postupak kao i njegova upotreba i izbor najprimerenijeg rešenja (alternative) u konkretnoj problemskoj situaciji, koja će se temeljiti na gore navedenim podacima.)
MATCH@M:(The comparison of pairs in the analytical hierarchy model means comparing between homogenous elements.===>Poredenje parova u analiticko hijerarhickom modelu, znaci medusobno poredenje homogenih elemenata.)
MATCH@E:(The comparison of pairs in the analytical hierarchy model means comparing between homogenous elements.===>Poređenje parova u analitičko hijerarhičkom modelu, znači međusobno poređenje homogenih elemenata.)
MATCH@M:(Weighting and comparison of the pairs of criteria in our example, the so-called reciprocal matrix for devising the decision-making model for IT service outsourcing is presented in Figure 3 and shows only one of numerous possibilities of weighting nad assessment of the criteria within a given framework of the Saaty procedure.===>Ponderisa-nje i poredenje parova kriterijuma u našem konkretnom primeru, odnosno takozvana pozitivna reciprocna matrica za oblikovanje modela za odlucivanje o autsorsingu IT usluge prikazana je na slici 3 i predstavlja samo jednu od brojnih mogucnosti ponderisanja i vrednovanja kriterijuma unutar datog okvira Saatyevog postupka.)
MATCH@E:(Weighting and comparison of the pairs of criteria in our example, the so-called reciprocal matrix for devising the decision-making model for IT service outsourcing is presented in Figure 3 and shows only one of numerous possibilities of weighting nad assessment of the criteria within a given framework of the Saaty procedure.===>Ponderisanje i poređenje parova kriterijuma u našem konkretnom primeru, odnosno takozvana pozitivna recipročna matrica za oblikovanje modela za odlučivanje o autsorsingu IT usluge prikazana je na slici 3 i predstavlja samo jednu od brojnih mogućnosti ponderisanja i vrednovanja kriterijuma unutar datog okvira Saatyevog postupka.)
MATCH@M:(Naturally, each individual has his/her own point of view and goal, so they decide upon and weight criteria according to their individual preferences.===>Naravno, razlicitim licima sa drugacijim pogledima na problem i ciljevima, prepušteno je odlucivanje i ponderisanje kriterijuma po pojedinacnim preferencijama.)
MATCH@E:(Naturally, each individual has his/her own point of view and goal, so they decide upon and weight criteria according to their individual preferences.===>Naravno, različitim licima sa drugačijim pogledima na problem i ciljevima, prepušteno je odlučivanje i ponderisanje kriterijuma po pojedinačnim preferencijama.)
MATCH@M:(The reverse value means that the criterion j is superior to criterion i, e.g. ajj = 1/7 means that j is significantly more important than i.===>Obrnuta vrednost znaci, da je kriterijum j važniji od i, npr. apj = 1/7 znaci, da je j znacajno važniji od i.)
MATCH@E:(The reverse value means that the criterion j is superior to criterion i, e.g. aij = 1/7 means that j is significantly more important than i.===>Obrnuta vrednost znači, da je kriterijum j važniji od i, npr. aij = 1/7 znači, da je j značajno važniji od i.)
MATCH@M:(In applying the multiple criteria models we often come across the situations where we deal with two very similar, however, not identical criteria.===>Pri upotrebi višekriterijumskih modela cesto dolazi do situacija, gde imamo dva jako slicna, ali ne i jednaka kriterijuma.)
MATCH@E:(In applying the multiple criteria models we often come across the situations where we deal with two very similar, however, not identical criteria.===>Pri upotrebi višekriterijumskih modela često dolazi do situacija, gde imamo dva jako slična, ali ne i jednaka kriterijuma.)
MATCH@M:(In such cases it is difficult to provide an objective rating of the characteristics of both criteria.===>U takvim situacijama je teško objektivno vrednovati karakteristike oba kriterijuma.)
MATCH@E:(In such cases it is difficult to provide an objective rating of the characteristics of both criteria.===>U takvim situacijama je teško objektivno vrednovati karakteristike oba kriterijuma.)
MATCH@M:(When such a situation emerges in the process of structuring the decision-making model, the best solution is to make the comparison on the basis of the comparison between smaller segments of subcriteria instead on the basis of larger entities.===>Kad u postupku strukturisanja modela za odlucivanje dode do slicne situacije, poredenje je nabolje izvesti na osnovu medusobnog poredenja manjih delova potkriteriju-ma, umesto na osnovu vecih celina.)
MATCH@E:(When such a situation emerges in the process of structuring the decision-making model, the best solution is to make the comparison on the basis of the comparison between smaller segments of subcriteria instead on the basis of larger entities Š16Ë.===>Kad u postupku strukturisanja modela za odlučivanje dođe do slične situacije, poređenje je nabolje izvesti na osnovu međusobnog poređenja manjih delova potkriterijuma, umesto na osnovu većih celina Š16Ë.)
MATCH@M:(It is necessary that the values of certain elements should be analysed accurately and compared between each other by segments, for which a 9-grade scale suffices.===>Vrednosti odredenih elemenata je potrebno precizno analizovati i medusobno uporediti po delovima, za šta je sasvim dovoljna 9 - stepena skala.)
MATCH@E:(It is necessary that the values of certain elements should be analysed accurately and compared between each other by segments, for which a 9-grade scale suffices.===>Vrednosti određenih elemenata je potrebno precizno analizovati i međusobno uporediti po delovima, za šta je sasvim dovoljna 9 - stepena skala.)
MATCH@M:(For the purpose of a more accurate analysis, therefore, segments of a certain element should be compared between each other.===>Za potrebe preciznije analize, potrebno je znaci, medusobno uporediti segmente odredenog elementa.)
MATCH@E:(For the purpose of a more accurate analysis, therefore, segments of a certain element should be compared between each other.===>Za potrebe preciznije analize, potrebno je znači, međusobno uporediti segmente određenog elementa.)
MATCH@M:(In the decision making process on a complex problem we usually have to deal with a large number of criteria, which make them difficult to control and rate consistently.===>U procesu odlucivanja o nekom kompleksnom problemu, obicno se srecemo sa velikim brojem kriteriju-ma, zbog cega ih je teško kontrolisati i dosledno vrednovati.)
MATCH@E:(In the decision making process on a complex problem we usually have to deal with a large number of criteria, which make them difficult to control and rate consistently.===>U procesu odlučivanja o nekom kompleksnom problemu, obično se srećemo sa velikim brojem kriterijuma, zbog čega ih je teško kontrolisati i dosledno vrednovati.)
MATCH@M:(The AHP allows for joining the criteria into joint criteria which are further linked to other joint criteria into a tree structure.===>AHP omogucava udruživanje kriterijuma u sastavljene kriterijume, koje kasnije povezujemo sa drugim takode sastavljenim kriterijumima u strukturu stabla.)
MATCH@E:(The AHP allows for joining the criteria into joint criteria which are further linked to other joint criteria into a tree structure.===>AHP omogućava udruživanje kriterijuma u sa stavljene kriterijume, koje kasnije povezujemo sa drugim takođe sastavljenim kriterijumima u strukturu stabla.)
MATCH@M:(The hierarchy principle of arranging elements allows us here to control complex systems.===>Ovde nam hijerarhijski princip uredenja elemenata omogucava kontrolu kompleksnih sistema.)
MATCH@E:(The hierarchy principle of arranging elements allows us here to control complex systems.===>Ovde nam hijerarhijski princip uređenja elemenata omogućava kontrolu kompleksnih sistema.)
MATCH@M:(It offers us a global insight into the major higher level factors as well as a detailed insight into the structure and functions on the lower levels.===>Nudi nam globalni pregled glavnih cinilaca na višim nivoima i detaljan pregled strukture i funkcija na nižim nivoima.)
MATCH@E:(It offers us a global insight into the major higher level factors as well as a detailed insight into the structure and functions on the lower levels.===>Nudi nam globalni pregled glavnih činilaca na višim nivoima i detaljan pregled strukture i funkcija na nižim nivoima.)
MATCH@M:(The hierarchy also helps reduce the number of comparisons of the criteria we have to enter into the decision-making pro-cesure.===>Pomocu hijerarhije smanjuje se broj poredenja kriterijuma koja moramo uneti u postupak odlucivanja.)
MATCH@E:(The hierarchy also helps reduce the number of comparisons of the criteria we have to enter into the decision-making procesure.===>Pomoću hijerarhije smanjuje se broj poređenja kriterijuma koja moramo uneti u postupak odlučivanja.)
MATCH@M:(It is for this reason that matrices are more reconciled.===>Zato su matrice uskladenije.)
MATCH@E:(It is for this reason that matrices are more reconciled Š17Ë.===>Zato su matrice usklađenije Š17Ë.)
MATCH@M:(The AHP within the Saaty procedure allows for a transition from lower ranked (on lower levels) to joint (on higher levels) value criteria.===>AHP unutar Saatyevog postupka omogucava prelaz preko niže rangiranih (na nižim nivoima) do udruženih (na višim nivoima) vrednosnih kriterijuma.)
MATCH@E:(The AHP within the Saaty procedure allows for a transition from lower ranked (on lower levels) to joint (on higher levels) value criteria.===>AHP unutar Saatyevog postupka omogućava prelaz preko niže rangiranih (na nižim nivoima) do udruženih (na višim nivoima) vrednosnih kriterijuma.)
MATCH@M:(The analytical hierarchy process uses both relative and absolute comparisons.===>U analiticko hijerarhickom procesu se upotrebljava kako relativno, tako i apsolutno pore-denje.)
MATCH@E:(The analytical hierarchy process uses both relative and absolute comparisons.===>U analitičko hijerarhičkom procesu se upotrebljava kako relativno, tako i apsolutno poređenje.)
MATCH@M:(Relative comparison: In this measurement we compare all the criteria by pairs.===>Relativno poredenje: Pri tom merenju upo-redujemo medusobno sve kriterijume po parovima.)
MATCH@E:(Relative comparison (Figure 5): In this measurement we compare all the criteria by pairs.===>Relativno poređenje (slika 5): ~~~ Pri tom merenju upoređujemo međusobno sve kriterijume po parovima.)
MATCH@M:(In the example of the n criterion, this means n(n-1)/2 comparisons.===>U primeru n kriterijuma, to znaci n(n-1)/2 poredenja.)
MATCH@E:(In the example of the n criterion, this means n(n-1)/2 comparisons.===>U primeru n kriterijuma, to znači n(n-1)/2 poređenja.)
MATCH@M:(In Saaty model, the relative comparison of criteria uses a 9 - grade scale.===>U Saatyevom modelu je za relativno poredenje kriterijuma predvidena 9 - stupanjska skala.)
MATCH@E:(In Saaty model, the relative comparison of criteria uses a 9 grade scale, as shown in Figure 5.===>U Saatyevom modelu je za relativno poređenje kriterijuma predviđena 9 - stupanjska skala, kao što vidimo na slici 5.)
MATCH@M:(The rating may be absolutely arbitrary, e.g., 1-excellent, 3-medium, 5-poor.===>Ocena može biti potpuno proizvoljna, npr.: 1-odlicno, 3-sred-nje, 5-slabo.)
MATCH@E:(The rating may be absolutely arbitrary, e.g., 1-excellent, 3-medium, 5-poor.===>Ocena može biti potpuno proizvoljna, npr.: ~~~ 1-odlično, 3-srednje, 5-slabo.)
MATCH@M:(In this phase, it is necessary to define which grade is better (lower or higher).===>U ovoj fazi je potrebno još definisati koja je ocena bolja (niža ili viša).)
MATCH@E:(In this phase, it is necessary to define which grade is better (lower or higher).===>U ovoj fazi je potrebno još definisati koja je ocena bolja (niža ili viša).)
MATCH@M:(The subcriteria grades therefore affect the value of the joint criterion.===>Ocene potkriterijuma dakle uticu na vrednost sastavljenog kriterijuma.)
MATCH@E:(The subcriteria grades therefore affect the value of the joint criterion.===>Ocene potkriterijuma dakle utiču na vrednost sastavljenog kriterijuma.)
MATCH@M:(In our concrete example, the financial rating of a certain solution (alternative), i.e., the cost of an IT service outsourcing project was set, which, according to our approximation amounts to € 500,000, while the cost of an IT service insourcing project, was estimated to be cca. €350,000.===>U našem konkretnom primeru je bila postavljena finan-sijska ocena odredenog rešenja (alternative), odnosno trošak za projekat autsorsinga IT usluga, koji prema našoj aproksimaciji iznosi cca. 500.000 € i trošak za projekat insorsinga istih IT usluga, koji je bio ocenjen na cca. 350.000 €.)
MATCH@E:(In our concrete example, the financial rating of a certain solution (alternative), i.e., the cost of an IT service out sourcing project was set, which, according to our approximation amounts to ¡ 500,000, while the cost of an IT service insourcing project, was estimated to be cca. ¡350,000.===>U našem konkretnom primeru je bila postavljena finansijska ocena određenog rešenja (alternative), odno sno trošak za projekat autsorsinga IT usluga, koji prema našoj aproksimaciji iznosi cca. 500. ~~~ ¡ i trošak za projekat insorsinga istih IT usluga, koji je bio ocenjen na cca. 350.)
MATCH@M:(The Saaty procedure requires that an absolute criterion should be additionally defined and that the decision on which grade is better should be entered; in the case described it is obviously the grade “ less is better“.===>U Saatyevom postupku je potrebno još dodatno definisati apsolutni kriterijum i uneti koja ocena je bolja, u opisanom primeru je to naravno ocena »Manje je bolje«.)
MATCH@E:(The Saaty procedure requires that an absolute criterion should be additionally defined and that the decision on which grade is better should be entered; in the case described it is obviously the grade less is better (Figure 7).===>¡. ~~~ U Saatyevom postupku je potrebno još dodatno definisati apsolutni kriterijum i uneti koja ocena je bolja, u opisanom primeru je to naravno ocena »Manje je bolje« (slika 7).)
MATCH@M:(The square matrix A = a.jj (i = ...m; j = 1...m) represents all the pair comparisons of the m criterion.===>Kvadratna matrica A = ajj (i = 1. . . m; j = 1. . . m) predstavlja sva parna poredenja m kriterijuma.)
MATCH@E:(The square matrix A = aij (i = ...m; j = 1...m)4 represents all the pair comparisons of the m criterion.===>Kvadratna matrica A = aij (i = 1. . . m; j = 1. . . m)4 predstavlja sva parna poređenja m kriterijuma. 6.)
MATCH@M:(This matrix gives us the utility vector with the solution of the problem of single values of the matrix A.===>Iz ove matrice dobij amo vektor korisnosti sa reše-njem problema pojedinacnih vrednost matrice A.)
MATCH@E:(6.3.4 Comparison matrix A and utility ωω This matrix gives us the utility vector with the solution of the problem of single values of the matrix A.===>Matrica poređenja A i korisnost ωω Iz ove matrice dobijamo vektor korisnosti sa rešenjem problema pojedinačnih vrednost matrice A. Izračunavanje pojedinačne vrednosti matrice Š20Ë:)
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BAD_LINE_M:This matrix gives us the utility vector with the solution of the problem of single values of the matrix A.
BAD_LINE_M:Iz ove matrice dobij amo vektor korisnosti sa reše-njem problema pojedinacnih vrednost matrice A.
BAD_LINE_E:6.3.4 Comparison matrix A and utility ωω This matrix gives us the utility vector with the solution of the problem of single values of the matrix A.
BAD_LINE_E:Matrica poređenja A i korisnost ωω Iz ove matrice dobijamo vektor korisnosti sa rešenjem problema pojedinačnih vrednost matrice A. Izračunavanje pojedinačne vrednosti matrice Š20Ë:
MATCH@M:(Such a matrix is called a positive reciprocal matrix.===>Takvu matricu nazivamo pozitivna reciprocna matrica.)
MATCH@E:(Such a matrix is called a positive reciprocal matrix.===>Takvu matricu nazivamo pozitivna recipročna matrica.)
MATCH@M:(2.	Approximate method - matrix is normalized, so that the sum by columns is 1, and then we calculate the average value of an element in a row.===>2.	Približan metod - matricu normalizujemo, tako da je suma po kolonama 1, te izracunamo pro-secnu vrednost elementa u redu.)
MATCH@E:(Approximate method6 - matrix is normalized, so that the sum by columns is 1, and then we calculate the average value of an element in a row.===>Približan metod6 - matricu normalizujemo, tako da je suma po kolonama 1, te izračunamo prosečnu vrednost elementa u redu.)
MATCH@M:(Thus we obtain the vector , i = 1..m.===>Tako dobijemo vektor W, i = 1..m.)
MATCH@E:(Thus we obtain the vector , i = 1..m.===>Tako dobijemo vektor ω, i = 1..m.)
MATCH@M:(Here, in the example of total reconciliation, the highest single value is equal to the A matrix dimension X = m  absolute reconciliation.===>Ovde važi, da je u primeru potpune uskladenosti najveca pojedinacna vrednost jednaka dimenziji matrice A X= m potpuna uskladenost.)
MATCH@E:(Here, in the example of total reconciliation, the highest single value is equal to the A matrix dimension λ = m ⇔ absolute reconciliation.===>Najveća pojedinačna vrednost je naime veća od m ( > m).)
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BAD_LINE_M:Here, in the example of total reconciliation, the highest single value is equal to the A matrix dimension X = m  absolute reconciliation.
BAD_LINE_M:Ovde važi, da je u primeru potpune uskladenosti najveca pojedinacna vrednost jednaka dimenziji matrice A X= m potpuna uskladenost.
BAD_LINE_E:Here, in the example of total reconciliation, the highest single value is equal to the A matrix dimension λ = m ⇔ absolute reconciliation.
BAD_LINE_E:Najveća pojedinačna vrednost je naime veća od m ( > m).
MATCH@M:(The highest single value is actually higher than m (X&gt;m).===>Najveca pojedinacna vrednost je naime veca od m (X &gt; m).)
MATCH@E:(The highest single value is actually higher than m (λ>m).===>Na osnovu tog odstupanja izgrađen je indeks usklađenosti I: gde je najveća pojedinačna vrednost matrice , a pripadajući pojedinačni vektor5.)
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BAD_LINE_M:The highest single value is actually higher than m (X&gt;m).
BAD_LINE_M:Najveca pojedinacna vrednost je naime veca od m (X &gt; m).
BAD_LINE_E:The highest single value is actually higher than m (λ>m).
BAD_LINE_E:Na osnovu tog odstupanja izgrađen je indeks usklađenosti I: gde je najveća pojedinačna vrednost matrice , a pripadajući pojedinačni vektor5.
MATCH@M:(If — less than 0,1. then the matrix is consistent enough, if not, then the matrix should be adjusted because it is otherwise useless.===>Ako je j- manje od 0,1., onda je matrica dovoljno uskladena, ako nije, onda treba matricu popraviti, jer je neupotrebljiva.)
MATCH@E:(If then the matrix is consistent enough, if not, then the matrix should be adjusted because it is otherwise useless.===>Ako je onda je matrica dovoljno usklađena, ako nije, onda treba matricu popraviti, jer je neupotrebljiva.)
MATCH@M:(The results will be incorrect due to inconsistent comparison.===>Rezultati ce biti pogrešni zbog nekonsistentnog poredenja.)
MATCH@E:(The results will be incorrect due to inconsistent comparison.===>Rezultati će biti pogrešni zbog nekonsistentnog poređenja.)
MATCH@M:(In our example CR less than 0.1 which means that the matrix is consistent enough.===>U našem primeru je CR manje od 0,1 što znaci da je matrica dovoljno uskladena.)
MATCH@E:(In our example CR<0.1 which means that the matrix is consistent enough.===>U našem primeru je CR<0,1 što znači da je matrica dovoljno usklađena.)
MATCH@M:(Throughout the calcultion process in the Saaty application the most important coefficients are visible; so it is in our concrete example of decision making on the IT services outsourcing or insourcing in the public sector.===>U aplikaciji Saaty tokom celog procesa racunanja vidljivi su najvažniji koeficijenti, a tako je i u konkretnom primeru odlucivanja za autsorsing ili insorsing IT usluga u javnom sektoru.)
MATCH@E:(Throughout the calcultion process in the Saaty application the most important coefficients are visible; so it is in our concrete example of decision making on the IT services outsourcing or insourcing in the public sector.===>U aplikaciji Saaty tokom celog procesa računanja vidljivi su najvažniji koeficijenti, a tako je i u konkretnom primeru odlučivanja za autsorsing ili insorsing IT usluga u javnom sektoru.)
MATCH@M:(On the left we observe: the name of the model, the size of the model (8x8 matrix), the highest single value of lambda (X), CI, CR, MaxD (maximum deviation from consistency) and the position of the largest deviation in the matrix.===>Sa leve strane su vidljivi: ime modela, velicina modela (matrica 8x8), najveca pojedinacna vrednost lambda (), CI, CR, MaxD (najvece odstupanje od uskladenosti) i pozicija najveceg odstupanja u matrici.)
MATCH@E:(On the left we observe: the name of the model, the size of the model (8x8 matrix), the highest single value of lambda (λ), CI, CR, MaxD (maximum deviation from consistency) and the position of the largest deviation in the matrix.===>Sa leve strane su vidljivi: ime modela, veličina modela (matrica 8x8), najveća pojedinačna vrednost lambda (), CI, CR, MaxD (najveće odstupanje od usklađenosti) i pozicija najvećeg odstupanja u matrici.)
MATCH@M:(In the example that CR less than 0.1, the entire text in the status row is written in the Bold or Italic form,s which means that the matrix is not consistent enough, i.e., that the whole procedure should be repeated.===>U primeru, da je CR manje od 0,1, celokupni tekst u statusnom redu ispisuje se u Bold i Italic obliku, što znaci da matrica nije dovoljno uskladena, odnosno da je celokupni postupak potrebno ponoviti.)
MATCH@E:(In the example that CR<0.1, the entire text in the status row is written in the Bold or Italic form,s which means that the matrix is not consistent enough, i.e., that the whole procedure should be repeated.===>U primeru, da je CR>0,1, celokupni tekst u statusnom redu ispisuje se u Bold i Italic obliku, što znači da matrica nije dovoljno usklađena, odnosno da je celokupni postupak potrebno ponoviti.)
MATCH@M:(5	The explanation of the vectors and functions can be found in the following paragraphs in chapter 6.3.5.===>5	Obrazloženje funkcija i parametara nalazi se u sledecim pasusima i poglavlju 6.3.5.)
MATCH@E:(5 The explanation of the vectors and functions can be found in the following paragraphs in chapter 6.3.5.===>Slučajni indeks 4 Takva matrica se zove pozitivna recipročna matrica - simetrične vrednosti na obe strane glavne dijagonale su recipročni brojevi. 5 Obrazloženje funkcija i parametara nalazi se u sledećim pasusima i poglavlju 6.3.5. 6 Aplikacija Saaty© omogućava upotrebu približnog ili preciznog metoda.)
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BAD_LINE_M:5	The explanation of the vectors and functions can be found in the following paragraphs in chapter 6.3.5.
BAD_LINE_M:5	Obrazloženje funkcija i parametara nalazi se u sledecim pasusima i poglavlju 6.3.5.
BAD_LINE_E:5 The explanation of the vectors and functions can be found in the following paragraphs in chapter 6.3.5.
BAD_LINE_E:Slučajni indeks 4 Takva matrica se zove pozitivna recipročna matrica - simetrične vrednosti na obe strane glavne dijagonale su recipročni brojevi. 5 Obrazloženje funkcija i parametara nalazi se u sledećim pasusima i poglavlju 6.3.5. 6 Aplikacija Saaty© omogućava upotrebu približnog ili preciznog metoda.
MATCH@M:(This index has still to be compared to the index we obtain from randomly generated positive reciprocal matrices of equal dimensions on the 1 - 9 scale.===>Taj indeks moramo još uporediti sa indeksom koji do-bijamo iz slucajno generisanih pozitivnih reciprocnih matrica jednakih dimenzija na skali od 1 do 9.)
MATCH@E:(This index has still to be compared to the index we obtain from randomly generated positive reciprocal matrices of equal dimensions on the 1 9 scale.===>Taj indeks moramo još uporediti sa indeksom koji dobijamo iz slučajno generisanih pozitivnih recipročnih matrica jednakih dimenzija na skali od 1 do 9.)
MATCH@M:(The above presented phases of the AHP or the Saaty multiple criteria decision making procedure follow each other sequentionally, which the application performs by itself.===>Gore predstavljene faze AHP odnosno Saatyevog vi-šekriterijumskog postupka odlucivanja slede jedna drugoj u sekvencionalnom redosledu, koji izvodi aplikacija sama.)
MATCH@E:(6 Saaty© application allows for the use of either approximate or accurate method The above presented phases of the AHP or the Saaty multiple criteria decision making procedure follow each other sequentionally, which the application performs by itself.===>Gore predstavljene faze AHP odnosno Saatyevog višekriterijumskog postupka odlučivanja slede jedna drugoj u sekvencionalnom redosledu, koji izvodi aplikacija sama.)
MATCH@M:(The user then has only to define and select the criteria and determine their relative and absolute values in the comparisons.===>Korisniku je na taj nacin prepušteno samo definisanje i biranje kriterijuma i odredivanje njihovih relativnih i apsolutnih vrednosti u medusobnim poredenjima.)
MATCH@E:(The user then has only to define and select the criteria and determine their relative and absolute values in the comparisons.===>Korisniku je na taj način prepušteno samo definisanje i biranje kriterijuma i određivanje njihovih relativnih i apsolutnih vrednosti u međusobnim poređenjima.)
MATCH@M:(In addition, in weighting the criteria it is necessary that the consistency ratio should be controlled, and this must be CR less than 0.1.===>Pored spomenutog, potrebno je paziti još na odnos uskladenosti CR (consistenč ratio) pri ponderisanju kriterijuma, koji mora biti CR manje od 0,1.)
MATCH@E:(In addition, in weighting the criteria it is necessary that the consistency ratio should be controlled, and this must be CR<0.1.===>Pored spomenutog, potrebno je paziti još na odnos usklađenosti CR (consistency ratio) pri ponderisanju kriterijuma, koji mora biti CR<0,1.)
MATCH@M:(Otherwise the matrix is, as we have already stated, inapplicable due to the inconsistency of ratios.===>U suprotnom primeru je matrica, kao što smo vec rekli, neupotrebljiva zbog nekonsistentnosti odnosa.)
MATCH@E:(Otherwise the matrix is, as we have already stated, inapplicable due to the inconsistency of ratios.===>U suprotnom primeru je matrica, kao što smo već rekli, neupotrebljiva zbog nekonsistentnosti odnosa. 6.)
MATCH@M:(6.3.5	Formal sequence of the Saaty procedure in the IT services outsourcing example===>6.3.5	Formalni oblik Saatyevog postupka u primeru autsorsinga IT usluga)
MATCH@E:(6.3.5 Formal sequence of the Saaty procedure in the IT services outsourcing example 1.===>Formalni oblik Saatyevog postupka u primeru autsorsinga IT usluga 1.)
MATCH@M:(3.	We achieve the vector as a single vector of the matrix of pair comparisons of all m criteria.===>3.	Vektor dobijemo kao pojedinacni vektor matrice parnih poredenja svih m kriterijuma)
MATCH@E:(We achieve the vector as a single vector of the matrix of pair comparisons of all m criteria. ~~~ 4.===>Vektor dobijemo kao pojedinačni vektor matrice parnih poređenja svih m kriterijuma 4.)
MATCH@M:(4.	For each criterion Rj (j = 1..m) we compare by pairs all the solutions between each other.===>4.	Za svaki kriterijum Rj (j = 1..m) uporedujemo po parovima sva rešenja medusobno.)
MATCH@E:(For each criterion Rj (j = 1..m) we compare by pairs all the solutions between each other.===>Za svaki kriterijum Rj (j = 1..m) upoređujemo po parovima sva rešenja međusobno.)
MATCH@M:(R: X/X , vector qj presents the advantages of all the solutions in relation to the criterion Rj, and we put it as a column by the criterion Rj into the matrix Q.===>R: X/X ? qj, vektor qj predstavlja prednosti svih rešenja u odnosu na kriterijum Rj, postavljamo ga kao kolonu kod kriterijuma Rj u matricu Q.)
MATCH@E:(R: X/X qij, vector qj presents the advantages of all the solutions in relation to the criterion Rj, and we put it as a column by the criterion Rj into the matrix Q. 5.===>R: X/X ? qj, vektor qj predstavlja prednosti svih rešenja u odnosu na kriterijum Rj, postavljamo ga kao kolonu kod kriterijuma Rj u matricu Q. 5.)
MATCH@M:(5.	We calculate the joint advantages as related to all the criteria.===>5.	Izracunavamo udružene prednosti u odnosu na sve kriterijume.)
MATCH@E:(We calculate the joint advantages as related to all the criteria.===>Izračunavamo udružene prednosti u odnosu na sve kriterijume.)
MATCH@M:(Pi for the solution Insourcing reached the value 0.5131.===>Pi za rešenje Insorsing je dostiglo vrednost 0,5131.)
MATCH@E:(Pi for the solution Insourcing reached the value 0.5131.===>Pi za rešenje Insorsing je dostiglo vrednost 0,5131.)
MATCH@M:(The value reached by the solution Outsourcing, in our example, is slightly lower and amounts to 0.4869.===>Vrednost, koju je dostiglo rešenje Autsorsing, u našem konkretnom primeru, je malo niža i iznosi 0,4869.)
MATCH@E:(The value reached by the solution Outsourcing, in our example, is slightly lower and amounts to 0.4869.===>Vrednost, koju je dostiglo rešenje Autsorsing, u na šem konkretnom primeru, je malo niža i iznosi 0,4869.)
MATCH@M:(As regards our choice of criteria, their weighting and their both absolute and relative comparisons, the solution Insourcing was rated higher, which is clearly shown in our above calculations.===>U odnosu na naš izbor kriterijuma, njihovo ponderisa-nje i njihova kako apsolutna, tako i relativna porede-nja, višu je ocenu dobilo rešenje Insorsing, što je u gornjem izracunavanju dobro vidljivo.)
MATCH@E:(As regards our choice of criteria, their weighting and their both absolute and relative comparisons, the solution Insourcing was rated higher, which is clearly shown in our above calculations.===>U odnosu na naš izbor kriterijuma, njihovo ponderisanje i njihova kako apsolutna, tako i relativna poređenja, višu je ocenu dobilo rešenje Insorsing, što je u gornjem izračunavanju dobro vidljivo.)
MATCH@M:(As we can see, we have chosen 8 criteria in our example, those that are deemed to be most relevant by the majority of literature dealing with this problem.===>Kao što vidimo, u našem smo primeru izabrali 8 krite-rijuma, koji se u vecini literature, koja se bavi slicnom problematikom, smatraju kao najrelevantniji.)
MATCH@E:(As we can see, we have chosen 8 criteria in our example, those that are deemed to be most relevant by the majority of literature dealing with this problem.===>Kao što vidimo, u našem smo primeru izabrali 8 kriterijuma, koji se u većini literature, koja se bavi sličnom problematikom, smatraju kao najrelevantniji.)
MATCH@M:(A large number of criteria supports the multilayer nature and the complexity of outsourcing and its implications upon numerous spheres of organizational operations.===>Veliki broj kriterijuma potvrduje slojevitost i kompleksnost autsorsinga i njegove implikacije na brojne sfere organizacione delatnosti.)
MATCH@E:(A large number of criteria supports the multilayer nature and the complexity of outsourcing and its implications upon numerous spheres of organizational operations.===>Veliki broj kriterijuma potvrđuje slojevitost i kompleksnost autsorsinga i njegove implikacije na brojne sfere organizacione delatnosti.)
MATCH@M:(Due to all the listed reasons, a serious scientific study of this problem requires a broader and deeper insight into the background and contents of the overall phenomenon of outsourcing.===>Zbog svih nabrojanih razloga, ozbiljno naucno proucavanje ove problematike zahte-va širi i dublji uvid u pozadinu i sadržaj celokupnog fenomena spoljnjeg izvodenja.)
MATCH@E:(Due to all the listed reasons, a serious scientific study of this problem requires a broader and deeper insight into the background and contents of the overall phenomenon of outsourcing. 7.===>Zbog svih nabrojanih razloga, ozbiljno naučno proučavanje ove problematike zahteva širi i dublji uvid u pozadinu i sadržaj celokupnog fenomena spoljnjeg izvođenja. 7.)
MATCH@M:(Regardless of various attempts to reform, reengineer or reconceptualize it, the public sector has in the last thirty or so years remained in an unfavourable position.===>Javni sektor je uprkos razlicitim pokušajima reformi, reinžinjeringa i rekonceptualizacija u zadnjih tridesetak godina u nezavidnom položaju.)
MATCH@E:(Conclusion Regardless of various attempts to reform, reengineer or reconceptualize it, the public sector has in the last thirty or so years remained in an unfavourable position.===>Zaključak Javni sektor je uprkos različitim pokušajima reformi, reinžinjeringa i rekonceptualizacija u zadnjih tridesetak godina u nezavidnom položaju.)
MATCH@M:(The dilemma of the public sector between the wishes and needs of the citizens, on one hand, and planned restrictions and savings on the other, is best illustrated by the legend on Buridan’s ass which, as we know, ends sadly.===>Razdvojenost javnog sektora izmedu želja i potreba gradana na jednoj strani i proracunskim restrikcijama i štednjom na drugoj strani, najbolje ilustruje anegdota o Buridanovom magarcu, koja se, kao što znamo, tužno završava.)
MATCH@E:(The dilemma of the public sector between the wishes and needs of the citizens, on one hand, and planned restrictions and savings on the other, is best illustrated by the legend on Buridans ass which, as we know, ends sadly.===>Razdvojenost javnog sektora između želja i potreba građana na jednoj strani i proračunskim restrikcijama i štednjom na drugoj strani, najbolje ilustruje anegdota o Buridanovom magarcu, koja se, kao što znamo, tužno završava.)
MATCH@M:(It is necessary that steps should be taken towards understanding and study of strategic factors of operations in organizations that are, due to the nature of the public sector, engaged mainly in service provision, where the importance of choice between outsourcing and insourcing is even greater.===>Potrebno je napraviti korak napred prema razumeva-nju i proucavanju strateških cinilaca poslovanja u organizacijama, koje se po prirodi stvari u javnom sektoru, bave pretežno uslužnim delatnostima, gde izbor spoljnjog ili unutrašnjog izvodenja ima utoliko veci znacaj.)
MATCH@E:(It is necessary that steps should be taken towards understanding and study of strategic factors of operations in organizations that are, due to the nature of the public sector, engaged mainly in service provision, where the importance of choice between outsourcing and insourcing is even greater.===>Potrebno je napraviti korak napred prema razumevanju i proučavanju strateških činilaca poslovanja u organizacijama, koje se po prirodi stvari u javnom sektoru, bave pretežno uslužnim delatnostima, gde izbor spoljnjog ili unutrašnjog izvođenja ima utoliko veći značaj.)
MATCH@M:(A thorough analysis of the above mentioned issues may significantly help experts in their future research of this problem, either as a whole or as only one segment.===>Kvalitetna analiza spomenute problematike može znacajno pomoci struci u buducim istraživanjima ovog problema kao celine ili samo jednog od njegovih segmenata.)
MATCH@E:(A thorough analysis of the above mentioned issues may significantly help experts in their future research of this problem, either as a whole or as only one segment.===>Kvalitetna analiza spomenute problematike može značajno pomoći struci u budućim istraživanjima ovog problema kao celine ili samo jednog od njegovih segmenata.)
MATCH@M:(Large investments into IT and the modernization of business processes are often ineffective if organizations neglect a planned and systematic design of the respective business strategies which due to their importance rank among the most important factors of an efficient and successful public sector.===>Velika ulaganja u IT i modernizacija poslovnih procesa su cesto uzaludna, ako organizacije zanemare plansko i sistematsko oblikovanje odgovarajucih strategija poslovanja, koje se po svojoj važnosti ubrajaju medu najvažnije faktore efikasnog i uspešnog javnog sektora.)
MATCH@E:(Large investments into IT and the modernization of business processes are often ineffective if organizations neglect a planned and systematic design of the respective business strategies which due to their importance rank among the most important factors of an efficient and successful public sector.===>Velika ulaganja u IT i modernizacija poslovnih procesa su često uzaludna, ako organizacije zanemare plansko i sistematsko oblikovanje odgovarajućih strategija poslovanja, koje se po svojoj važnosti ubrajaju među najvažnije faktore efikasnog i uspešnog javnog sektora.)
MATCH@M:(The selection of a suitable business strategy (outsourcing or insourcing) is a factor that may act as a catalyser in creating a more efficient and a more rational public sector.===>Izbor odgovarajuce strategije poslovanja (autsorsing ili insorsing) je onaj faktor, koji može delovati kao katalizator u stvaranju efikasnijeg i racionalnijeg javnog sektora.)
MATCH@E:(The selection of a suitable business strategy (outsourcing or insourcing) is a factor that may act as a catalyser in creating a more efficient and a more rational public sector.===>Izbor odgovarajuće strategije poslovanja (autsorsing ili insorsing) je onaj faktor, koji može delovati kao katalizator u stvaranju efikasnijeg i racionalnijeg javnog sektora.)
MATCH@M:(It is clear from the study of the public sector and its specific features that a deeper insight is needed into the existing concepts of its work as well as an identification of both the elements, i.e., the business processes and services that need to be sustained and developed further, and the elements that should be changed or redesigned.===>Iz istraživanja javnog sektora i njegovih specificnosti dobro je vidljivo da je potreban dublji uvid u postojece koncepte njegovog delovanja i identifikacija elemenata odnosno poslovnih procesa i usluga, koje je potrebno sacuvati i razvijati dalje, te elemenata, koje je potrebno što pre promeniti ili oblikovati nanovo.)
MATCH@E:(It is clear from the study of the public sector and its specific features that a deeper insight is needed into the existing concepts of its work as well as an identification of both the elements, i.e., the business processes and services that need to be sustained and developed further, and the elements that should be changed or redesigned.===>Iz istraživanja javnog sektora i njegovih specifičnosti dobro je vidljivo da je potreban dublji uvid u postojeće koncepte njegovog delovanja i identifikacija elemenata odnosno poslovnih procesa i usluga, koje je potrebno sačuvati i razvijati dalje, te elemenata, koje je potrebno što pre promeniti ili oblikovati nanovo.)
MATCH@M:(Such activities could significantly contribute to setting the foundations for a potential study of deeper and hidden levels of the IT services outsourcing or insourcing strategies in the entire public sector, which can be a long-term process, spanning over several years.===>Ovakvi radovi bi mogli znacajno doprineti pri postavljanju temelja za potencijalno istraživanje dubljih i skrivenih nivoa strategije autsorsinga ili insor-singa IT usluga u celokupnom javnom sektoru, što može biti dugotrajan, možda cak višegodišnji proces.)
MATCH@E:(Such activities could significantly contribute to setting the foundations for a potential study of deeper and hidden levels of the IT services outsourcing or insourcing strategies in the entire public sector, which can be a long-term process, spanning over several years.===>Ovakvi radovi bi mogli značajno doprineti pri postavljanju temelja za potencijalno istraživanje dubljih i skrivenih nivoa strategije autsorsinga ili insor singa IT usluga u celokupnom javnom sektoru, što može biti dugotrajan, možda čak višegodišnji proces.)
MATCH@M:(The results of such research that highlight different aspects of outsourcing or insourcing implementation are of great importance for the organizational strategy planning itself, which is especially important for the proper work of the public sector.===>Rezultati ovakvih istraživanja koji osvetljavaju razlicite aspekte primene autsorsinga ili insorsinga imaju velik znacaj za samo strateško planiranje organizacija, što je još posebno važno za delovanje javnog sektora.)
MATCH@E:(The results of such research that highlight different aspects of outsourcing or insourcing implementation are of great importance for the organizational strategy planning itself, which is especially important for the proper work of the public sector.===>Rezultati ovakvih istraživanja koji osvetljavaju različite aspekte primene autsorsinga ili insorsinga imaju velik značaj za samo strateško planiranje organizacija, što je još posebno važno za delovanje javnog sektora.)
MATCH@M:(The business performance of the organization is actually a proof of the consistency of systems and strategies within the organization itself, as well as their reconciliation with a broad systemic organizational environment.===>Sama poslovna uspešnost organizacije je naime tek dokaz o uskladenosti sistema i strategija unutar organizacije same, kao i njihove uskladenosti sa širim sistemskim okruženjem organizacije.)
MATCH@E:(The business performance of the organization is actually a proof of the consistency of systems and strategies within the organization itself, as well as their reconciliation with a broad systemic organizational environment.===>Sama poslovna uspešnost organizacije je naime tek dokaz o usklađenosti sistema i strategija unutar organizacije same, kao i njihove usklađenosti sa širim sistemskim okruženjem organizacije.)
MATCH@M:(Finally, it is important to note that this paper is only one illustrated example of the possible implementation of a scientific model in planning and designing the organizational business strategy which only proves that in an attempt to manage and do business efficiently in the public sector, it is necessary that, in the phase of the selection of a long-term business strategy, some content and process criteria should be satisfied.===>Na kraju je potrebno naglasiti, da je ovaj rad samo jedan ilustrativan primer moguce upotrebe naucnog modela za osmišljavanje i planiranje strategije poslovanja organizacije, koji samo potvrduje, da je u želji za efikasnim upravljanjem i poslovanjem u javnom sektoru potrebno u fazi izbora dugorocne strategije poslovanja zadovoljiti temeljne sadržajne i procesne kriterijume.)
MATCH@E:(Finally, it is important to note that this paper is only one illustrated example of the possible implementation of a scientific model in planning and designing the organizational business strategy which only proves that in an attempt to manage and do business efficiently in the public sector, it is necessary that, in the phase of the selection of a long-term business strategy, some content and process criteria should be satisfied.===>Na kraju je potrebno naglasiti, da je ovaj rad samo jedan ilustrativan primer moguće upotrebe naučnog modela za osmišljavanje i planiranje strategije poslovanja organizacije, koji samo potvrđuje, da je u želji za efikasnim upravljanjem i poslovanjem u javnom sektoru potrebno u fazi izbora dugoročne strategije poslovanja zadovoljiti temeljne sadržajne i procesne kriterijume.)
MATCH@M:(The decisions of the public sector organizations on IT services outsourcing have to be based on multiple criteria and must not be founded on short-term cost efficiency exclusively.===>Odluke organizacija u javnom sektoru za autsorcing IT usluga moraju biti višekriterijumski utemeljene i ne smeju se temeljiti iskljucivo na kratkorocnoj troškovnoj efikasnosti.)
MATCH@E:(The decisions of the public sector organizations on IT services outsourcing have to be based on multiple criteria and must not be founded on short-term cost efficiency exclusively.===>Odluke organizacija u javnom sektoru za autsorcing IT usluga moraju biti višekriterijumski utemeljene i ne smeju se temeljiti isključivo na kratkoročnoj troškovnoj efikasnosti.)
MATCH@M:(In addition, the public sector organizations must develop an awareness of long-term strategic implications of their decisions in favour of outsourcing and thus avoid possible negative impacts.===>Pored svega nabrojanog organizacije u javnom sektoru moraju da razviju svest o dugorocnim strateškim implikacijama odluka za autsorsing i na taj nacin izbegnu moguce negativne posledice.)
MATCH@E:(In addition, the public sector organizations must develop an awareness of long-term strategic implications of their decisions in favour of outsourcing and thus avoid possible negative impacts.===>Pored svega nabrojanog organizacije u javnom sektoru moraju da razviju svest o dugoročnim strateškim implikacijama odluka za autsorsing i na taj način izbegnu moguće negativne posledice.)
MATCH@M:(And finally, it is necessary that we think about insourcing in certain areas of the public sector activities that can, in adequate circumstances and aided by a quality project management, achieve much better results in the long run, in comparison with outsourcing.===>I konacno, potrebno je razmisliti i o insor-singu na nekim podrucjima delovanja javnog sektora, koji može u odgovarajucim uslovima i pomocu kvalitetnog projektnog menadžmenta dugorocno postici mnogo bolje rezultate nego autsorsing.)
MATCH@E:(And finally, it is necessary that we think about insourcing in certain areas of the public sector activities that can, in adequate circumstances and aided by a quality project management, achieve much better results in the long run, in comparison with outsourcing.===>I konačno, potrebno je razmisliti i o insorsingu na nekim područjima delovanja javnog sektora, koji može u odgovarajućim uslovima i pomoću kvalitetnog projektnog menadžmenta dugoročno postići mnogo bolje rezultate nego autsorsing.)
MATCH@M:(From the rudimentary partnership which is characterized by a high level of informality, a public-private partnerships have turned into a contractual relationship institutionalized by public and private sectors and now include a wide range of organizational models.===>Od rudimentarnog partnerstva koga je karakterisao visok nivo neformalnosti, javno-privatna partnerstva su se pretvorila u ugovornu i institucionalizovanu relaciju javnog i privatnog sektora, i ukljucuju široku lepezu organizacionih modela.)
MATCH@E:(From the rudimentary partnership which is characterized by a high level of informality, a public-private partnerships have turned into a contractual relationship institutionalized by public and private sectors and now include a wide range of organizational models.===>Od rudimentarnog partnerstva koga je karakterisao visok nivo neformalnosti, javno-privatna partnerstva su se pretvorila u ugovornu i institucionalizovanu relaciju javnog i privatnog sektora, i uključuju široku lepezu organizacionih modela.)
MATCH@M:(Some of them can be said to include significant public and private responsibilities related to planning, financing and implementation.===>Za neke od njih se može reci da ukljucuju znacajne državne i privatne odgovornosti vezane za planiranje, finansiranje i realizaciju.)
MATCH@E:(Some of them can be said to include significant public and private responsibilities related to planning, financing and implementation.===>Za neke od njih se može reći da uključuju značajne državne i privatne odgovornosti vezane za planiranje, finansiranje i realizaciju.)
MATCH@M:(So far a great variety of new models of public-private partnershiphave been developed to address the various challenges, that are set before the public-private partnerships in specific situations and sectors.===>Do sada su razvijeni brojni varijeteti novih modela javno-privatnog partnerstva, kako bi se odgovorilo razlicitim izazovima postavljenim pred javno-privatno partnerstvo u specificnim situacijama i sektorima.)
MATCH@E:(So far a great variety of new models of public-private partnershiphave been developed to address the various challenges, that are set before the public-private partnerships in specific situations and sectors.===>Do sada su razvijeni brojni varijeteti novih modela javno-privatnog partnerstva, kako bi se odgovorilo različitim izazovima postavljenim pred javno-privatno partnerstvo u specifičnim situacijama i sektorima.)
MATCH@M:(Consequently, the synergy created within the partnership can be extended to specific niches of infrastructural development.===>Posledicno, sinergija kreirana unutar partnerstva može biti proširena na specificne niše infrastrukturnog razvoja.)
MATCH@E:(Consequently, the synergy created within the partnership can be extended to specific niches of infrastructural development.===>Posledično, sinergija kreirana unutar partnerstva može biti proširena na specifične niše infrastrukturnog razvoja.)
MATCH@M:(Models of public-private partnerships differ depending upon the participation of private capital in the project realisation and those related to infrastructural projects will be the subject of this paper.===>Modeli javno-privatnog partnerstva se razlikuju u zavisnosti od ucešca privatnog kapitala u projektnoj odgovornosti, te ce se na specificnosti nekolicine infrastrukturnih radom biti skrenuta pažnja.)
MATCH@E:(Models of public-private partnerships differ depending upon the participation of private capital in the project realisation and those related to infrastructural projects will be the subject of this paper. ~~~ 1.===>Modeli javno-privatnog partnerstva se razlikuju u zavisnosti od učešća privatnog kapitala u projektnoj odgovornosti, te će se na specifičnosti nekolicine infrastrukturnih radom biti skrenuta pažnja. 1.)
MATCH@M:(Applying project financing as a modality of financing has in the past decades become an attractive method of financing, construction and maintenance of the public sector infrastructure, as well as of building industrial facilities.===>Korišcenje projektnog finasiranja kao modaliteta fi-nansiranja je poslednjih decenija postalo atraktivan nacin finansiranja, izgradnje i održavanja infrastrukture javnog sektora, kao i izgradnje industrijskih kapaciteta.)
MATCH@E:(Introduction Applying project financing as a modality of financing has in the past decades become an attractive method of financing, construction and maintenance of the public sector infrastructure, as well as of building industrial facilities.===>Uvod Korišćenje projektnog finasiranja kao modaliteta finansiranja je poslednjih decenija postalo atraktivan način finansiranja, izgradnje i održavanja infrastrukture javnog sektora, kao i izgradnje industrijskih kapaciteta.)
MATCH@M:(A Long-term business association between the private sector and public institutions aims to make use of the available private sector managerial and financial resources that often are a significant constraint from the point of view of the Government or local autonomies.===>Dugorocni poslovni savez privatnog sektora i javnih institucija, ima za cilj iskorišcenje rasposloživih upravljackih i finansijskih resursa privatnog sektora, koji predstavljaju znacajno ogranicenje sa aspekta Vlade ili lokale samouprave.)
MATCH@E:(A Long-term business association between the private sector and public institutions aims to make use of the available private sector managerial and financial resources that often are a significant constraint from the point of view of the Government or local autonomies.===>Dugoročni poslovni savez privatnog sektora i javnih institucija, ima za cilj iskorišćenje rasposloživih upravljačkih i finansijskih resursa privatnog sektora, koji predstavljaju značajno ograničenje sa aspekta Vlade ili lokale samouprave.)
MATCH@M:(The organizational structure of such a partnership is a formal system of obligations defining individual positions of entities and their reciprocal liabilities.===>Organizaciona struktura takvog partnerstva predstavlja formalni sistem odgovornosti kojim su definisane pojedinacne pozicije subjekata, i njihove uzajamne obaveze.)
MATCH@E:(The organizational structure of such a partnership is a formal system of obligations defining individual positions of entities and their reciprocal liabilities.===>Organizaciona struktura takvog partnerstva predstavlja formalni sistem odgovornosti kojim su definisane pojedinačne pozicije subjekata, i njihove uzajamne obaveze.)
MATCH@M:(This results into a distribution of responsibilities related to supplying the necessary resources, risk allocation among entities and, finally, the execution of the project for the purpose of meeting the needs of the public sector.===>Time dolazi do distribucije odgovornosti vezanih za obezbedenje potrebnih resursa, alokacije rizika medu subjektima, i konacno, realizacije projekta namenjenog zadovoljenju potreba javnog sektora.)
MATCH@E:(This results into a distribution of responsibilities related to supplying the necessary resources, risk allocation among entities and, finally, the execution of the project for the purpose of meeting the needs of the public sector.===>Time dolazi do distribucije odgovornosti vezanih za obezbeđenje potrebnih resursa, alokacije rizika među subjektima, i konačno, realizacije projekta namenjenog zadovoljenju potreba javnog sektora.)
MATCH@M:(Synonyms for the notion defined by the contract bond between the public and the private sectors differ from one part of the world to another.===>U svetu postoje razliciti sinonimi za pojam definisan ugovorom spregom izmedu javnog i privatnog sektora. Svi poticu iz engleskog jezika.)
MATCH@E:(Synonyms for the notion defined by the contract bond between the public and the private sectors differ from one part of the world to another.===>U svetu postoje različiti sinonimi za pojam definisan ugovorom spregom između javnog i privatnog sektora.)
MATCH@M:(Originally it was related to mutual public-private funds meant for the development of education, extended to cover the financing of public utilities in the 1950s as well.===>Prvobitno je bio vezan za zajednicke javno-pri-vatne fondove namenjene razvoju obrazovanja, da bi se zatim od 50-tih odnosio i na finansiranje javnih komunalnih usluga.)
MATCH@E:(Originally it was related to mutual public-private funds meant for the development of education, extended to cover the financing of public utilities in the 1950s as well.===>Prvobitno je bio vezan za zajedničke javno-privatne fondove namenjene razvoju obrazovanja, da bi se zatim od 50-tih odnosio i na finansiranje javnih komunalnih usluga.)
MATCH@M:(Since 1960s it has been broadly used and is now also used to denote public-private partnerships in the reconstruction and improving of urban areas.===>Od sredine 60-tih godina prošlog veka, ušao je u širu upotrebu, te poceo da se koristi i za zajednicka javno-privatna partnerstva u obnavljanju i unapredivanju urbanih sredina.)
MATCH@E:(Since 1960s it has been broadly used and is now also used to denote public-private partnerships in the reconstruction and improving of urban areas.===>Od sredine 60-tih godina prošlog veka, ušao je u širu upotrebu, te počeo da se koristi i za zajednička javno-privatna partnerstva u obnavljanju i unapređivanju urbanih sredina.)
MATCH@M:(Public-private partnership can be defined in both broad and strict senses.===>Javno-privatno partnerstvo je moguce definisati u užem i širem smislu.)
MATCH@E:(Public-private partnership can be defined in both broad and strict senses.===>Javno-privatno partnerstvo je moguće definisati u užem i širem smislu.)
MATCH@M:(Strictly speaking, the central idea of partnership is in cooperation, where the partners retain independent identities, but cooperate in achieving mutual business goals and results.===>Uže posmatrano, centralna ideja partnerstva sadržana je u saradnji, pri cemu partneri zadržavaju nezavisne identitete, ali ucestvuju na realizaciji zajednickih ciljeva i rezultata poslovanja.)
MATCH@E:(Strictly speaking, the central idea of partnership is in cooperation, where the partners retain independent identities, but cooperate in achieving mutual business goals and results.===>Uže posmatrano, centralna ideja partnerstva sadržana je u saradnji, pri čemu partneri zadržavaju nezavisne identitete, ali učestvuju na realizaciji zajedničkih ciljeva i rezultata poslovanja.)
MATCH@M:(The term is so popular that it is often used incorrectly and denotes even those types of relationship that are far from being col-laborational.===>Usled popularnosti samog pojma, cesto se ne upotrebljava pravilno, te oznacava i one vidove odnosa koji su daleko od kolaboracionih.)
MATCH@E:(Š7Ë The term is so popular that it is often used incorrectly and denotes even those types of relationship that are far from being collaborational.===>Š7Ë Usled popularnosti samog pojma, često se ne upotrebljava pravilno, te označava i one vidove odnosa koji su daleko od kolaboracionih.)
MATCH@M:(Commercial relationships between public agencies and private contractors, for example, can hardly be termed partnership.===>Komercijalni odnosi javnih agencija sa privatnim ugovaracima, na primer, se retko mogu smatrati partnerskim.)
MATCH@E:(Commercial relationships between public agencies and private contractors, for example, can hardly be termed partnership.===>Komercijalni odnosi javnih agencija sa privatnim ugovaračima, na primer, se retko mogu smatrati partnerskim.)
MATCH@M:(Hence the strict definition of partnership means that infrastructure projects of the public-private partnership type need not by nature be partnerships.===>Shodno tome uska definicija partnerstva podrazumeva da infrastrukturni projekti tipa javno-privatnog partnerstva, ne moraju po svojoj prirodi biti partnerski.)
MATCH@E:(Š7Ë Hence the strict definition of partnership means that infrastructure projects of the public-private partnership type need not by nature be partnerships.===>Š7Ë Shodno tome uska definicija partnerstva podrazumeva da infrastrukturni projekti tipa javno-privatnog partnerstva, ne moraju po svojoj prirodi biti partnerski.)
MATCH@M:(The broader definition, at the same time, includes not only mutual, but also complementary goals of interest parties in the project or programme, thus profiling the partnership relations.===>U isto vreme šira definicija, podrazumeva ne samo zajednicke, vec i komplementarne ciljeve interesnih strana u projektu ili programu, profilišuci partnerski odnos.)
MATCH@E:(The broader definition, at the same time, includes not only mutual, but also complementary goals of interest parties in the project or programme, thus profiling the partnership relations.===>U isto vreme šira definicija, podrazumeva ne samo zajedničke, već i komplementarne ciljeve interesnih strana u projektu ili programu, profilišući partnerski odnos.)
MATCH@M:(Thus a concession for the highway construction and management has different goals and meaning for the private sector in comparison with that of the public one.===>Tako koncesija za izgradnju i upravljanje auto-putem ima drugacije ciljeve i znacenje za privatni, a drugacije za javni sektor.)
MATCH@E:(Thus a concession for the highway construction and management has different goals and meaning for the private sector in comparison with that of the public one.===>Tako koncesija za izgradnju i upravljanje autoputem ima drugačije ciljeve i značenje za privatni, a drugačije za javni sektor.)
MATCH@M:(While the Government or a local autonomy are concerned with an acceleration of economic growth, the quality of services delivered and as low a road toll as possible, the private investors are exclusively interested in financial goals, i.e., the profitability of the project.===>Dok Vladu ili lokalnu samoupravu zanima ubrzavanje ekonomskog razvoja, kvalitet pruženih usluga i što niža cena putarina, dotle su privatni investitori iskljucivo zainteresovani za finan-sijske ciljeve, odnosno profitabilnost projekta.)
MATCH@E:(While the Government or a local autonomy are concerned with an acceleration of economic growth, the quality of services delivered and as low a road toll as possible, the private investors are exclusively interested in financial goals, i.e., the profitability of the project.===>Dok Vladu ili lokalnu samoupravu zanima ubrzavanje ekonomskog razvoja, kva litet pruženih usluga i što niža cena putarina, dotle su privatni investitori isključivo zainteresovani za finansijske ciljeve, odnosno profitabilnost projekta.)
MATCH@M:(Not only do these goals fail to be mutual, but they are even adverse to some extent.===>To ne samo što nisu zajednicki, vec su do odredenog nivoa i medusobno suprotstavljeni ciljevi.)
MATCH@E:(Not only do these goals fail to be mutual, but they are even adverse to some extent.===>To ne samo što nisu zajednički, već su do određenog nivoa i međusobno suprotstavljeni ciljevi.)
MATCH@M:(Nevertheless, if the public sector is not capable of ensuring the capital to finance the highway construction, it is possible, from the aspect of the social community, to find a certain complementarity of interest for such a partnership and denote this relationship as partnership.===>Medutim, ukoliko javni sektor ne može samostalno da obezbedi finansij-ska sredstva za izgradnju autoputa, sa aspekta društvene zajednice, bilo bi moguce za ovakvo partnerstvo pronaci odredenu komplementarnost interesa, te i samom odnosu dodeliti epitet partnerskog.)
MATCH@E:(Nevertheless, if the public sector is not capable of ensuring the capital to finance the highway construction, it is possible, from the aspect of the social community, to find a certain complementarity of interest for such a partnership and denote this relationship as partnership.===>Međutim, ukoliko javni sektor ne može samostalno da obezbedi finansijska sredstva za izgradnju autoputa, sa aspekta društvene zajednice, bilo bi moguće za ovakvo partnerstvo pronaći određenu komplementarnost interesa, te i samom odnosu dodeliti epitet partnerskog.)
MATCH@M:(All definitions of public-private partnership share some mutual features such as: (1) public-private partnership is always related to the cooperation of two or more entities (of which at least one is a public entity); (2) each entity is a principal; (3) the relationship is of a longterm character, stable and based on mutual or complementary interests; (4) the entities transfer tangible and intangible resources to the partnership; and (5) risk and liability are distributed to all the participants in the partnership.===>Sve definicije javno-privatnog partnerstva imaju odredene zajednicke karakteristike, kao što su: (1) jav-no-privatno partnerstvo se uvek odnosi na kooperaciju dva ili više subjekata (od kojih je najmanje jedan subjekat javnog karaktera), (2) svaki subjekat je principal, (3) odnos je dugorocan, stabilan i zasnovan na obostranim ili komplementarnim koristima, (4) subjekti prenose materijalne ili nematerijalne resurse na partnerstvo i (5) rizik i odgovornost se distribuiraju na sve ucesnike u partnerstvu.)
MATCH@E:(All definitions of public-private partnership share some mutual features such as: (1) public-private partnership is always related to the cooperation of two or more entities (of which at least one is a public entity); (2) each entity is a principal; (3) the relationship is of a longterm character, stable and based on mutual or complementary interests; (4) the entities transfer tangible and intangible resources to the partnership; and (5) risk and liability are distributed to all the participants in the partnership.===>Sve definicije javno-privatnog partnerstva imaju određene zajedničke karakteristike, kao što su: (1) javno-privatno partnerstvo se uvek odnosi na kooperaciju dva ili više subjekata (od kojih je najmanje jedan subjekat javnog karaktera), (2) svaki subjekat je principal, (3) odnos je dugoročan, stabilan i zasnovan na obostranim ili komplementarnim koristima, (4) subjekti prenose materijalne ili nematerijalne resurse na partnerstvo i (5) rizik i odgovornost se distribuiraju na sve učesnike u partnerstvu.)
MATCH@M:(The idea that private companies should be included into the realization of traditionally public infrastructure projects resulted in the emergence of public-private partnership.===>Ideja da se privatna preduzeca ukljuce u realizaciju tradicionalno javnih projekata infrastrukture uslovila je pojavu javno-privatnog partnerstva.)
MATCH@E:(Public-private partnership structure and implementation The idea that private companies should be included into the realization of traditionally public infrastructure projects resulted in the emergence of public-private partnership.===>Struktura i implementacija javno-privatnog finansiranja Ideja da se privatna preduzeća uključe u realizaciju tradicionalno javnih projekata infrastrukture uslovila je pojavu javno-privatnog partnerstva.)
MATCH@M:(As a model of financing, public-private partnership is most frequently applied in financing capital projects of common concern such as: highways and motorway facilities (bridges, tunnels) where it is possible to charge the toll for exploitation, railways, ports, airports, gaspipes, refineries, electric power plants, social infrastructure (hospitals, schools, prisons, various-purpose social facilities for certain categories of population), communal infrastructure (water supply network, waste water disposal, waste disposal) and facilities used by government institutions and other specialized service sectors.===>Javno-privat-no partnerstvo kao model finansiranja se najcešce pri-menjuje pri finanisiranju kapitalnih projekta od javnog znacaja kao što su: auto-putevi i putni objekati (mostovi, tuneli) sa mogucom naplatom korišcenja, zatim železnicke pruge, luke, aerodromi, gasovodi, rafinerije, postrojenja za proizvodnju elektricne energije, društvena infrastruktura (bolnice, škole, zatvori, društveni objekti sa razlicitim namenama za odredene kategorije stanovništva), komunalna infrastruktura (vodovodna mreža, tretman otpadnih voda, odlaganje otpada) i objekti korišceni od strane vladinih institucija i drugih specijalizovanih uslužnih sektora.)
MATCH@E:(As a model of financing, public-private partnership is most frequently applied in financing capital projects of common concern such as: highways and motorway facilities (bridges, tunnels) where it is possible to charge the toll for exploitation, railways, ports, airports, gaspipes, refineries, electric power plants, social infrastructure (hospitals, schools, prisons, variouspurpose social facilities for certain categories of population), communal infrastructure (water supply network, waste water disposal, waste disposal) and facilities used by government institutions and other specialized service sectors.===>Javno-privatno partnerstvo kao model finansiranja se najčešće primenjuje pri finanisiranju kapitalnih projekta od javnog značaja kao što su: auto-putevi i putni objekati (mostovi, tuneli) sa mogućom naplatom korišćenja, zatim železničke pruge, luke, aerodromi, gasovodi, rafinerije, postrojenja za proizvodnju električne energije, društvena infrastruktura (bolnice, škole, zatvori, društveni objekti sa različitim namenama za određene kategorije stanovništva), komunalna infrastruktura (vodovodna mreža, tretman otpadnih voda, odlaganje otpada) i objekti korišćeni od strane vladinih institucija i drugih specijalizovanih uslužnih sektora.)
MATCH@M:(Since the major motive of private entiries to participate in the infrastructure projects realization is an adequate financial return rate, proportional to what can be earned by investing into alternative projects of similar risk, the structure of the partnership between the public and the private capitals is formed in such a manner that it ensures and adequate return rate.===>Kako je motiv ucešca privatnih subjekata u realizaciji infrastrukturnih projekata odgovarajuca finansijska stopa povracaj a, koja treba da je proporcionalna onom što je moguce zaraditi ulaganjem u alternativne projekte slicnog rizika, struktura partnerstva privatnog i javnog kapitala se formira tako da obezbeduje adekvatnu stopu povracaja.)
MATCH@E:(Š11Ë Since the major motive of private entiries to participate in the infrastructure projects realization is an adequate financial return rate, proportional to what can be earned by investing into alternative projects of similar risk, the structure of the partnership between the public and the private capitals is formed in such a manner that it ensures and adequate return rate.===>Š11Ë Kako je motiv učešća privatnih subjekata u realizaciji infrastrukturnih projekata odgovarajuća finansijska stopa povraćaja, koja treba da je proporcionalna onom što je moguće zaraditi ulaganjem u alternativne projekte sličnog rizika, struktura partnerstva privatnog i javnog kapitala se formira tako da obezbeđuje adekvatnu stopu povraćaja.)
MATCH@M:(Consequently, the partnerships between the state and the private capital can be described as joint ventures in which entrepreneurs and the state cooperate, jointly contributing to a faster and more efficient infrastructure project realization.===>Shodno tome, može se reci da partnerstva državnog i privatnog kapitala predstavljaju zajednicka ulaganja u kojima preduzetnici i država saraduju, doprinoseci zajednickim snagama da realizacija infrastrukturnih projekata bude brža i efikasnija.)
MATCH@E:(Consequently, the partnerships between the state and the private capital can be described as joint ventures in which entrepreneurs and the state cooperate, jointly contributing to a faster and more efficient infrastructure project realization.===>Shodno tome, može se reći da partnerstva državnog i privatnog kapitala predstavljaju zajednička ulaganja u kojima preduzetnici i država sarađuju, doprinoseći zajedničkim snagama da realizacija infrastrukturnih projekata bude brža i efikasnija.)
MATCH@M:(According to Miller and Lesard, the private share in the total investment into infrastructure towards the end of the last millenium varied from 9 and 13 per cent in Germany and France, to 47 and 71 per cent in the USA and Great Britain, respectively.===>Prema Mileru i Lesardu privatni udeo u ukupnim investicijama u infrastrukturu krajem prošlog milenijuma je varirao od 9 i 13% u Ne-mackoj i Francuskoj, do 47 i 71% u Sjedinjenim Americkim Državama i Velikoj Britaniji, respektivno.)
MATCH@E:(Š2Ë According to Miller and Lesard (2003), the private share in the total investment into infrastructure towards the end of the last millenium varied from 9 and 13 per cent in Germany and France, to 47 and 71 per cent in the USA and Great Britain, respectively.===>Š2Ë Prema Mileru i Lesardu (2003), privatni udeo u ukupnim investicijama u infrastrukturu krajem prošlog milenijuma je varirao od 9 i 13% u Ne mačkoj i Francuskoj, do 47 i 71% u Sjedinjenim Američkim Državama i Velikoj Britaniji, respektivno.)
MATCH@M:(The partnership between the public and private sectors is an agreement between a state and a private subject(s) where the private partner is entitled to perform certain operations in the project realization (design and planning, construction works, financing, managing and maintenance, collecting receivables).===>Partnerstvo javnog i privatnog sektora predstavlja sporazum izmedu državnog i privatnog subjekta u kojem je privatnom partneru povereno obavljanje pojednih funkcija u realizaciji projekta (projektovanje i planiranje, izgradnja, finasiranje, upravljanje i održavanje, naplata prihoda).)
MATCH@E:(Š9Ë The partnership between the public and private sectors is an agreement between a state and a private subject(s) where the private partner is entitled to perform certain operations in the project realization (design and planning, construction works, financing, managing and maintenance, collecting receivables).===>Š9Ë Partnerstvo javnog i privatnog sektora predstavlja sporazum između državnog i privatnog subjekta u kojem je privatnom partneru povereno obavljanje pojednih funkcija u realizaciji projekta (projektovanje i planiranje, izgradnja, finasiranje, upravljanje i održavanje, naplata prihoda).)
MATCH@M:(Such a type of contract is meant to earn the benefits such as the opportunity for the private sector to ensure more favourable options of long-term financing and the insurance of such financing in a much faster and more flexible manner.===>Ulaskom u ovakav vid ugovora ostvaruju se koristi poput mogucnosti privatnog sektora da obezbedi pogodnije opcije dugorocnog finansiranja te osiguranja takvog finansiranja na mnogo brži i fleksibilniji nacin.)
MATCH@E:(Such a type of contract is meant to earn the benefits such as the opportunity for the private sector to ensure more favourable options of long-term financing and the insurance of such financing in a much faster and more flexible manner.===>Ulaskom u ovakav vid ugovora ostvaruju se koristi poput mogućnosti privatnog sektora da obezbedi pogodnije opcije dugoročnog finansiranja te osiguranja takvog finansiranja na mnogo brži i fleksibilniji način.)
MATCH@M:(The public-private partnership contracts are concluded on a long-term basis, for a space of time of 25 to 30 years.===>Ugovori javno-privatnog partnerstva se sacinjavaju na dugorocnoj osnovi, 25 do 30 godina.)
MATCH@E:(The public-private partnership contracts are concluded on a long-term basis, for a space of time of 25 to 30 years.===>Ugovori javno-privatnog partnerstva se sačinjavaju na dugoročnoj osnovi, 25 do 30 godina.)
MATCH@M:(Thus it will generate sufficient cash to cover the operational costs of the project as well as service the debts it incurred during the construction.===>Time ce se generisati dovoljno gotovinskih sredstava koja ce pokriti sve operativne troškove projekta, kao i zahteve servisiranja preuzetih dugova izgradnje.)
MATCH@E:(Thus it will generate sufficient cash to cover the operational costs of the project as well as service the debts it incurred during the construction.===>Time će se generisati dovoljno gotovinskih sredstava koja će pokriti sve operativne troškove projekta, kao i zahteve servisiranja preuzetih dugova izgradnje.)
MATCH@M:(Defining an adequate structure of public-private finance is a complex task, since it is necessary to bring into accord and adjust the goals of a large number of participants simultaneously.===>Odredivanje adekvatne strukture javno-privatnog finansiranja je kompleksan zadatak, buduci da postoji potreba da se istovremeno pomire i usklade ciljevi velikog broja ucesnika.)
MATCH@E:(Defining an adequate structure of public-private finance is a complex task, since it is necessary to bring into accord and adjust the goals of a large number of participants simultaneously.===>Određivanje adekvatne strukture javno-privatnog finansiranja je kompleksan zadatak, budući da postoji potreba da se istovremeno pomire i usklade ciljevi velikog broja učesnika.)
MATCH@M:(Among the private sector ones these are usually investors, lenders, companies involved in the construction of the facility or provision of a certain operation service.===>Na strani privatnog sektora su to obicno investitori, zajmodavci, preduzeca ukljucena u izgradnju objekata ili pružanje operativne usluge.)
MATCH@E:(Among the private sector ones these are usually investors, lenders, companies involved in the construction of the facility or provision of a certain operation service.===>Na strani privatnog sektora su to obično investitori, zajmodavci, preduzeća uključena u izgradnju objekata ili pružanje operativne usluge.)
MATCH@M:(On the part of the public sector there are usually the government institutions that create and implement various policies of public-private partnership.===>Na strani javnog sektora obicno se nalaze institucije vlasti koje kreiraju i primenjuju razlicite politike javno-privatnog partnerstva.)
MATCH@E:(On the part of the public sector there are usually the government institutions that create and implement various policies of publicprivate partnership.===>Na strani javnog sektora obično se nalaze institucije vlasti koje kreiraju i primenjuju različite politike javno-privatnog partnerstva.)
MATCH@M:(Finally, there is the public, that is, the future consumers of the facilities built through the public-private partnership.===>Konacno tu je i javnost, odnosno buduci korisnici objekata izgradenih javno-privatnim partnerstvom.)
MATCH@E:(Finally, there is the public, that is, the future consumers of the facilities built through the public-private partnership.===>Konačno tu je i javnost, odnosno budući korisnici objekata izgrađenih javno-privatnim partnerstvom.)
MATCH@M:(The public sector is assumed in many countries to be in charge of delivering the basic types of services.===>U mnogim zemljama važi pretpostavka da je javni sektor zadužen za isporuku osnovnih vrsta usluga.)
MATCH@E:(The public sector is assumed in many countries to be in charge of delivering the basic types of services.===>U mnogim zemljama važi pretpostavka da je javni sektor zadužen za isporuku osnovnih vrsta usluga.)
MATCH@M:(The manner of creating and delivering services, however, changes.===>Ipak, dolazi do promene u nacinu kreiranja i obavljanja usluga.)
MATCH@E:(The manner of creating and delivering services, however, changes.===>Ipak, dolazi do promene u načinu kreiranja i obavljanja usluga.)
MATCH@M:(The needs and desires of the public sector to cooperate and make use of the advantages of the private sector are increasingly evident, hence an ever greater number of contracts on joint operations of the public and private entities for the purpose of mobilza-tion of the capacities and the financial means of the private sector.===>Sve više su uocljivije potrebe i želje javnog sektora da saraduje i iskoristi prednosti privatnog sektora, te se povecava broj ugovora o zajednickom delo-vanju javnih i privatnih subjekata u cilju mobilizacije kapaciteta i finansijskih sredstava privatnog sektora.)
MATCH@E:(The needs and desires of the public sector to cooperate and make use of the advantages of the pri vate sector are increasingly evident, hence an ever greater number of contracts on joint operations of the public and private entities for the purpose of mobilzation of the capacities and the financial means of the private sector.===>Sve više su uočljivije potrebe i želje javnog sektora da sarađuje i iskoristi prednosti privatnog sektora, te se povećava broj ugovora o zajedničkom delovanju javnih i privatnih subjekata u cilju mobilizacije kapaciteta i finansijskih sredstava privatnog sektora.)
MATCH@M:(The forms of these partnerships differ, however, new structures emerge continually to meet the conditions of the environment in which the project is being developed in the best possible manner.===>Razlicite su forme ovih partnerstava, ali se kontinuirano javljaju i nove strukture kako bi se najbolje odgovorilo uslovima sredine u kojoj se projekat razvija.)
MATCH@E:(The forms of these partnerships differ, however, new structures emerge continually to meet the conditions of the environment in which the project is being developed in the best possible manner.===>Različite su forme ovih partnerstava, ali se kontinuirano javljaju i nove strukture kako bi se najbolje odgovorilo uslovima sredine u kojoj se projekat razvija.)
MATCH@M:(This means that partnership is a dynamic form which does not recognize the ?best model?, nor can the approach of the most adequate structure selection be standardized.===>To znaci da je partnerstvo dinamicna forma, za koju ne postoji „najbolji model“, niti se može standardizovati pristup odabira najadekvatnije strukture.)
MATCH@E:(This means that partnership is a dynamic form which does not recognize the best model, nor can the approach of the most adequate structure selection be standardized.===>To znači da je partnerstvo dinamična forma, za koju ne postoji najbolji model, niti se može standardizovati pristup odabira najadekvatnije strukture.)
MATCH@M:(Numerous public-private partnership modalities have been developed so far to respond to different challenges set before the public-private partnership in specific situations and sectors.===>Do sada su razvijeni brojni modaliteti javno-privatnog partnerstva, kako bi se odgovorilo razlicitim izazovima postavljenim pred javno-privatno partnerstvo u specificnim situacijama i sektorima.)
MATCH@E:(Numerous public-private partnership modalities have been developed so far to respond to different challenges set before the public-private partnership in specific situ ations and sectors.===>Do sada su razvijeni brojni modaliteti javnoprivatnog partnerstva, kako bi se odgovorilo različitim izazovima postavljenim pred javno-privatno part nerstvo u specifičnim situacijama i sektorima.)
MATCH@M:(Hence this model of financing is especially applicable to the developing countries with a clear need for building or improving their infrastructure, which encouraged a vigorous involvement of the private sector capital into the infrastructure projects renewal, development, and realization.===>Shodno tome ovaj model finansiranja je posebno pogodan za zemlje u razvoju, koje imaju izraženu potrebu za izgranjom ili unapredenjem infrastrukture, što je podstaklo galopirajuce ukljucivanje kapitala privatnog sektora u obnovu, razvoj i realizaciju infrastrukturnih projekata.)
MATCH@E:(Š3Ë Hence this model of financing is especially applicable to the developing countries with a clear need for building or improving their infrastructure, Š8Ë which encouraged a vigorous involvement of the private sector capital into the infrastructure projects renewal, development, and realization.===>Š3Ë Shodno tome ovaj model finansiranja je posebno pogodan za zemlje u razvoju, koje imaju izraženu potrebu za izgranjom ili unapređenjem infrastrukture, Š8Ë što je podstaklo galopirajuće uključivanje kapitala privatnog sektora u obnovu, razvoj i realizaciju infrastrukturnih projekata.)
MATCH@M:(Some of the most important issues that have a major role the selection of the preferred organizational form public-private partnership in the traffic projects realization result from the size and the scope of the project, possibility of charging the consumers for the service of using the traffic network and the expected level of project risk.===>Neka od najvažnijih pitanja koja imaju uticaj na izbor željene organizacione forme javno-privatnog partnerstva pri realizaciji saobracajnih projekata proizilaze iz velicine i obima projekta, mogucnosti naplate korisnicima usluge korišcenja saobracajne mreže i ocekivanog stepena rizika projekta.)
MATCH@E:(Implementation of public-private partnership models in traffic projects Some of the most important issues that have a major role the selection of the preferred organizational form public-private partnership in the traffic projects realization result from the size and the scope of the project, possibility of charging the consumers for the service of using the traffic network and the expected level of project risk.===>Primena modela javno- privatnog partnerstva pri realizaciji saobraćajnih projekata Neka od najvažnijih pitanja koja imaju uticaj na izbor željene organizacione forme javno-privatnog partnerstva pri realizaciji saobraćajnih projekata proizilaze iz veličine i obima projekta, mogućnosti naplate korisnicima usluge korišćenja saobraćajne mreže i očekivanog stepena rizika projekta.)
MATCH@M:(The traffic systems meant for mass usage are adequate to the traditional project development and financing scheme, to a larger or smaller extents.===>Saobracajni sistemi namenjeni masovnom korišcenju, u manjem ili vecem obimu pogoduju tradicionalnoj šemi razvoja i finansiranja projekta.)
MATCH@E:(The traffic systems meant for mass usage are adequate to the traditional project development and financing scheme, to a larger or smaller extents.===>Saobraćajni sistemi namenjeni masovnom korišćenju, u manjem ili većem obimu pogoduju tradicionalnoj šemi razvoja i finansiranja projekta.)
MATCH@M:(Operational costs of one such scheme are relatively low in comparison with the costs of the capital required for the construction of such a traffic system.===>Operativni troškovi jedne takve šeme su relativno niski u poredenju sa troškom kapitala za izgradnju takvog saobracajnog sistema.)
MATCH@E:(Operational costs of one such scheme are relatively low in comparison with the costs of the capital required for the construction of such a traffic system.===>Operativni troškovi jedne takve šeme su relativno niski u poređenju sa troškom kapitala za izgradnju takvog saobraćajnog sistema.)
MATCH@M:(The traditional contracts on construction are the extention of the now ruling conventional approach and an attempt to transfer the planning and construction risks to the private sector by the fixed-price contracts.===>Tradicionalni ugovori izgradnje predstavljaju proširenje postojeceg konvencionalnog pristupa, nastojeci da prenesu rizik planiranja i izgradnje na privatni sektor putem ugovora sa fiksnom cenom.)
MATCH@E:(The traditional contracts on construction are the extention of the now ruling conventional approach and an attempt to transfer the planning and construction risks to the private sector by the fixed-price contracts.===>Tradicionalni ugovori izgradnje predstavljaju proširenje postojećeg konvencionalnog pristupa, nastojeći da prenesu rizik planiranja i izgradnje na privatni sektor putem ugovora sa fiksnom cenom.)
MATCH@M:(Even in such cases the liability for the infrastructure maintenance rests with the public sector.===>Cak i u takvim slucajevima, odgovornost održavanja infrastrukture zadržava se na javnom sektoru.)
MATCH@E:(Even in such cases the liability for the infrastructure maintenance rests with the public sector.===>Čak i u takvim slučajevima, odgovornost održavanja infrastrukture zadržava se na javnom sektoru.)
MATCH@M:(In some cases the construction of especially large road networks can be partly or entirely funded by user charges.===>U nekim slucajevima, izgradnja narocito velikih putnih mreža može se delimicno, ili u celosti finansirati naplatom korisnicima.)
MATCH@E:(In some cases the construction of especially large road networks can be partly or entirely funded by user charges.===>U nekim slučajevima, izgradnja naročito velikih putnih mreža može se delimično, ili u celosti finansirati naplatom korisnicima.)
MATCH@M:(The chance to choose the road communication using bridges and tunnels is a visible benefit for the user which is related to the possibility to charge the use of the route selected.===>Biranje putne komunikacije preko mostova i tunela za korisnika predstavlja vidljivu prednost, što se odražava na mogucnost naplate korišcene rute.)
MATCH@E:(The chance to choose the road communication using bridges and tunnels is a visible benefit for the user which is related to the possibility to charge the use of the route selected.===>Biranje putne komunikacije preko mostova i tunela za korisnika predstavlja vidljivu prednost, što se odražava na mogućnost naplate korišćene rute.)
MATCH@M:(In such circumstances the public sector has to make a decision as regards the transfer of project financing liabilities, but also the road toll charges, to the private sector partner.===>U takvim okolnostima, javni sektor mora doneti odluku vezanu za prenos odgovornosti za finansiranje projekta, ali i naplatu putarine, na ugovornog partnera iz privatnog sektora.)
MATCH@E:(In such circumstances the public sector has to make a decision as regards the transfer of project financing liabilities, but also the road toll charges, to the private sector partner.===>U takvim okolnostima, javni sektor mora doneti odluku vezanu za prenos odgovornosti za finansiranje projekta, ali i naplatu putarine, na ugovornog partnera iz privatnog sektora.)
MATCH@M:(Varied types of contracts are already in use in Europe.===>U Evropi se vec koriste razliciti tipovi ugovora.)
MATCH@E:(Varied types of contracts are already in use in Europe.===>U Evropi se već koriste različiti tipovi ugovora.)
MATCH@M:(The concession contracts for toll highways are appropriate where the private sector will finance a large road network system, collect the toll and bear the risk of the possible charge of such a service.===>Kon-cesioni ugovori za autoputeve sa naplatom su pogodni tamo gde ce privatni sektor finansirati izgradnju velikog sistema putne mreže, prikupljati naplatu i snositi rizik moguce naplate takve usluge.)
MATCH@E:(The concession contracts for toll highways are appropriate where the private sector will finance a large road network system, collect the toll and bear the risk of the possible charge of such a service.===>Koncesioni ugovori za autoputeve sa naplatom su pogodni tamo gde će privatni sektor finansirati izgradnju velikog sistema putne mreže, prikupljati naplatu i snositi rizik moguće naplate takve usluge.)
MATCH@M:(The BOT (Build-Operate-Transfer) contracts are most appropriate where the public sector charges for the services provided, which serves as basis for paying the private-sector investor.===>BOT (Bu-ild-Operate-Transfer) ugovori su najpogodniji tamo gde javni sektor vrši naplatu za korišecnje usluge, što je osnov za isplatu investitora iz privatnog sektora.)
MATCH@E:(The BOT (BuildOperate-Transfer) contracts are most appropriate where the public sector charges for the services provided, which serves as basis for paying the private-sector investor.===>BOT (Build-Operate-Transfer) ugovori su najpogodniji tamo gde javni sektor vrši naplatu za korišećnje usluge, što je osnov za isplatu investitora iz privatnog sektora.)
MATCH@M:(The DBFO (Design-Build-Finance-Operate) contracts, or organizational models, are such models where the Government provides incentives for the private entities to build traffic infrastructure, in order to pay the entity off later, by imposing additional obligations to drivers through higher price of fuel or the car registration.===>DBFO (Design-Build-Finance-Operate) ugovori, odnosno organizacioni modeli su modeli kod kojih Vlada stimuliše privatne subjekte na izgradnju saobracajne infrastrukture, da bi kasnije obavezu prema subjektu iz privatnog sektora izmirila tako što vozacima namece dodatne obaveze kroz višu cenu goriva ili registraciju automobila.)
MATCH@E:(The DBFO (Design-Build-Finance-Operate) contracts, or organizational models, are such models where the Government provides incentives for the private entities to build traffic infrastructure, in order to pay the entity off later, by imposing additional obligations to drivers through higher price of fuel or the car registration.===>DBFO (Design-Build-Finance-Operate) ugovori, odnosno organizacioni modeli su modeli kod kojih Vlada stimuliše privatne subjekte na izgradnju saobraćajne infrastrukture, da bi kasnije obavezu prema subjektu iz privatnog sektora izmirila tako što vozačima nameće dodatne obaveze kroz višu cenu goriva ili registraciju automobila.)
MATCH@M:(The private sector partner takes over part of the risk of collecting the receivables.===>Partner iz privatnog sektora preuzima deo rizika naplate potraživanja.)
MATCH@E:(The private sector partner takes over part of the risk of collecting the receivables.===>Partner iz privatnog sektora preuzima deo rizika naplate potraživanja.)
MATCH@M:(The users of the road are not charged to pay for the use of the road.===>Korisnici puta se ne terete kroz placanja korišcenja puta.)
MATCH@E:(The users of the road are not charged to pay for the use of the road.===>Korisnici puta se ne terete kroz plaćanja korišćenja puta.)
MATCH@M:(This type of model was implemented to build a certain number of major routes in England, Finland, Scotland, Spain and Portugal.===>Odredeni broj glavnih putnih pravaca primenom ovog modela izgraden je u Engleskoj, Finskoj, [kot-skoj, [paniji i Portugalu.)
MATCH@E:(This type of model was implemented to build a certain number of major routes in England, Finland, Scotland, Spain and Portugal.===>Određeni broj glavnih putnih pravaca primenom ovog modela izgrađen je u Engleskoj, Finskoj, Škotskoj, Španiji i Portugalu.)
MATCH@M:(This model, however, has a number of weaknesses.===>Medutim, ovaj model ka-rakteriše i znacajan broj nedostataka.)
MATCH@E:(This model, however, has a number of weaknesses.===>Međutim, ovaj model karakteriše i značajan broj nedostataka.)
MATCH@M:(They stem from the fact that the public sector still bears a higher risk in charging the dues, as well as that the drivers do not pay the economic price of the built infrastructure.===>Oni proizilaze iz cinjenice da je viši nivo rizika naplate potraživanja i dalje na javnom sektoru, kao i cinjenica da vozaci ne placaju ekonomsku cenu izgradene infrastrukture.)
MATCH@E:(They stem from the fact that the public sector still bears a higher risk in charging the dues, as well as that the drivers do not pay the economic price of the built infrastructure.===>Oni proizilaze iz činjenice da je viši nivo rizika naplate potraživanja i dalje na javnom sektoru, kao i činjenica da vozači ne plaćaju ekonomsku cenu izgrađene infrastruktu re.)
MATCH@M:(It is in this sense that the implementation of this model may result into a nonrational investment allocation in the infrastructure project realization.===>U tom smislu, primena ovog modela može imati za posledicu neracionalnu alokaciju investicije pri realizaciji infrastrukturnog projekta.)
MATCH@E:(It is in this sense that the implementation of this model may result into a nonrational investment allocation in the infrastructure project realization.===>U tom smislu, primena ovog modela može imati za posledicu neracionalnu alokaciju investicije pri realizaciji infrastrukturnog projekta. 4.)
MATCH@M:(Thus the first concession for the development and water-power and waste water treatment plants management was granted to the private sector entity in France 40 years ago.===>Tako je prva koncesija za razvoj i vodenje poslovanja vodovoda, i pogona za preradu otpadnih voda, data subjektu iz privatnog sektora u Francuskoj pre 40 godina,)
MATCH@E:(Thus the first concession for the development and water-power and waste water treatment plants management was granted to the private sector entity in France 40 years ago. ~~~ This led to the rise of large and diversified private utility companies.===>Tako je prva koncesija za razvoj i vođenje poslovanja vodovoda, i pogona za preradu otpadnih voda, data subjektu iz privatnog sektora u Francuskoj pre 40 godina, što je dovelo do rasta velikih i diverzifikovanih privatnih komunalnih kompanija.)
BAD_LINE_=============================================================
BAD_LINE_M:Thus the first concession for the development and water-power and waste water treatment plants management was granted to the private sector entity in France 40 years ago.
BAD_LINE_M:Tako je prva koncesija za razvoj i vodenje poslovanja vodovoda, i pogona za preradu otpadnih voda, data subjektu iz privatnog sektora u Francuskoj pre 40 godina,
BAD_LINE_E:Thus the first concession for the development and water-power and waste water treatment plants management was granted to the private sector entity in France 40 years ago. ~~~ This led to the rise of large and diversified private utility companies.
BAD_LINE_E:Tako je prva koncesija za razvoj i vođenje poslovanja vodovoda, i pogona za preradu otpadnih voda, data subjektu iz privatnog sektora u Francuskoj pre 40 godina, što je dovelo do rasta velikih i diverzifikovanih privatnih komunalnih kompanija.
MATCH@M:(The EU Drinking water directive and the Urban areas waste water directive had a significant impact upon the changes in terms of the public sector liability concerning these issues.===>Direktiva EU za pitku vodu i Direktiva za otpadne vode urbanih zona, znacajno su uticale na promene koje se ticu odgovornosti javnog sektora po ovom pitanju.)
MATCH@E:(The EU Drinking water directive and the Urban areas waste water directive had a significant impact upon the changes in terms of the public sector liability concerning these issues.===>Direktiva EU za pitku vodu i Direktiva za otpadne vode urbanih zona, značajno su uticale na promene koje se tiču odgovornosti javnog sektora po ovom pitanju.)
MATCH@M:(Meeting the requirements of the Directives means investing considerable capital into new facilities of the water-supply network and the waste water treatment capacities, in a large number of countries.===>Ispunjenje zahteva Direktiva, podrazumeva investiranje znacajnih finansijskih sredstava u nove objekte vodovodne mreže i kapacitete za preradu otpadnih voda, u velikom broju zemalja.)
MATCH@E:(Meeting the requirements of the Directives means investing considerable capital into new facilities of the water-supply network and the waste water treatment capacities, in a large number of countries.===>Ispunjenje zahteva Direktiva, podrazumeva investiranje značajnih finansijskih sredstava u nove objekte vodovodne mreže i kapacitete za preradu otpadnih voda, u velikom broju zemalja.)
MATCH@M:(Hence the countries that have not so far included the private sector into the water supply and waste water treatment operations now analyse the private sector potentials and its financing capacity in order to meet the requirements of the Directives.===>Usled toga, zemlje koje još nisu ukljucile privatni sektor u aktivnosti vo-dosnabdevanja ili prerade otpadnih voda, sada razmatraju potencijal na strani privatnog sektora i njihovog kapaciteta finansiranja u cilju ispunjenja zahteva pomenutih Direktiva.)
MATCH@E:(Hence the countries that have not so far included the private sector into the water supply and waste water treatment operations now analyse the private sector potentials and its financing capacity in order to meet the requirements of the Directives.===>Usled toga, zemlje koje još nisu uključile privatni sektor u aktivnosti vodosnabdevanja ili prerade otpadnih voda, sada razmatraju potencijal na strani privatnog sektora i njihovog kapaciteta finansiranja u cilju ispunjenja zahteva pomenutih Direktiva.)
MATCH@M:(Considerations on the selection of a preferred form of public-private partnership in the water supply project sector are similar to those characteristic of the traffic sector, hence they also take into consideration the size and the scope of the project (including operational contents), possibilities of collecting the dues from the consumers and the expected level of risk transfer.===>Razmatranja koja se ticu odabira željene forme jav-no-privatnog partnerstva projekata u vodoprivred-nom sektoru slicna su onima koja su svojstvena sektoru trasporta, te ukljucuju u razmatranje velicinu i obim projekta (ukljucujuci operativni sadržaj), mogucnosti naplate od korisnika i ocekivani nivo preno-sa rizika.)
MATCH@E:(Considerations on the selection of a preferred form of public-private partnership in the water supply project sector are similar to those characteristic of the traffic sector, hence they also take into consideration the size and the scope of the project (including operational contents), possibilities of collecting the dues from the consumers and the expected level of risk transfer.===>Razmatranja koja se tiču odabira željene forme javno-privatnog partnerstva projekata u vodoprivrednom sektoru slična su onima koja su svojstvena sektoru trasporta, te uključuju u razmatranje veličinu i obim projekta (uključujući operativni sadržaj), mogućnosti naplate od korisnika i očekivani nivo prenosa rizika.)
MATCH@M:(The construction of a water-supply network or a waste water treatment plant using the public-private partnership model is usually related to the level of availability of information on the structure and operation of the existing networks.===>Izgradnja vodovodne mreže ili pogona za preradu otpadnih voda korišcenjem modela javno-privatnog partnerstva, obicno je povezana sa nivoom dostupnosti informacija o strukturi i aktivnosti postojecih mreža.)
MATCH@E:(The construction of a water-supply network or a waste water treatment plant using the public-private partnership model is usually related to the level of availability of information on the structure and operation of the existing networks.===>Izgradnja vodovodne mreže ili pogona za preradu otpadnih voda korišćenjem modela javnoprivatnog partnerstva, obično je povezana sa nivoom dostupnosti informacija o strukturi i aktivnosti postojećih mreža.)
MATCH@M:(If the available information is not sufficient, then the traditional agreements on financing and construction of such facilities may prove to be more adequate.===>Ako raspoložive informacije nisu dovoljne, onda su možda adekvatniji tradicionalni sporazumi za finansiranje i izgradnju takvih kapaciteta.)
MATCH@E:(If the available information is not sufficient, then the traditional agreements on financing and construction of such facilities may prove to be more adequate.===>Ako raspoložive informacije nisu dovoljne, onda su možda adekvatniji tradicionalni sporazumi za finansiranje i izgradnju takvih kapaciteta.)
MATCH@M:(On the other hand, contracts on water supply and building the waste water treatment plants are most often adequate for the BOT (Build-Operate-Transfer) and DBFO (Design-Build-Finance-Operate) models.===>Sa druge strane, ugovori vezani za vodosnabdevanje i izgradnju objekata prerade otpadnih voda najcešce pogoduju BOT (Build-Operate-Transfer) i DBFO (De-sign-Build-Finance-Operate) modelima.)
MATCH@E:(On the other hand, contracts on water supply and building the waste water treatment plants are most often adequate for the BOT (Build-Operate-Transfer) and DBFO (Design-Build-Finance-Operate) models.===>Sa druge strane, ugovori vezani za vodosnabdevanje i izgradnju objekata prerade otpadnih voda najčešće pogoduju BOT (Build-Operate-Transfer) i DBFO (Design-Build-Finance-Operate) modelima.)
MATCH@M:(Besides, concession contracts too are characterised by a specific form of execution, that is, where it is possible to introduce the user charge.===>Pored toga, i koncesioni ugovori imaju specificnu formu primene, odnosno tamo gde postoji mogucnost uvodenja naplate korisnicima.)
MATCH@E:(Besides, concession contracts too are characterised by a specific form of execution, that is, where it is possible to introduce the user charge.===>Pored toga, i koncesioni ugovori imaju specifičnu formu primene, odnosno tamo gde postoji mogućnost uvođenja naplate korisnicima.)
MATCH@M:(The water supply network facilities and the waste water treatment plants are not suitable for the traditional ways of project realization.===>Objekti vodovodne mreže i prerade otpadne vode, se ne smatraju pogodnim za tradicionalne nacine realizacije projekta.)
MATCH@E:(The water supply network facilities and the waste water treatment plants are not suitable for the traditional ways of project realization.===>Objekti vodovodne mreže i prerade otpadne vode, se ne smatraju pogodnim za tradicionalne načine realizacije projekta.)
MATCH@M:(The risk of the increase in the complaxity of the treatment process rests with the public sector and is not included into the design flow of these processes.===>Rizik povezan sa povecanjem kompleksnosti procesa prerade ostaje na javnom sektoru, i nije ukljucen u tokove projektova-nja tih procesa.)
MATCH@E:(The risk of the increase in the complaxity of the treatment process rests with the public sector and is not included into the design flow of these processes.===>Rizik povezan sa povećanjem kompleksnosti procesa prerade ostaje na javnom sektoru, i nije uključen u tokove projektovanja tih procesa. 5.)
MATCH@M:(This is especially evident in the urban waste disposal projects.===>Ovo je narocito izraženo kod projekata odlaganja gradskog smeca.)
MATCH@E:(This is especially evident in the urban waste disposal projects.===>Ovo je naročito izraženo kod projekata odlaganja gradskog smeća.)
MATCH@M:(Due to economic and ecological reasons, public agencies tend to abandon solving this problem by building landfils, which used to be a traditional way od waste disposal problem solving.===>Zbog ekonomskih i ekoloških razloga, javni organi sve više napuštaju rešavanje ovog pitanja formiranjem deponija, što je bio tradicionalni nacin rešavanja problema za odlaganje smeca.)
MATCH@E:(Due to economic and ecological reasons, public agencies tend to abandon solving this problem by building landfils, which used to be a traditional way od waste disposal problem solving.===>Zbog ekonomskih i ekoloških razloga, javni organi sve više napuštaju rešavanje ovog pitanja formiranjem deponija, što je bio tradicionalni način rešavanja problema za odlaganje smeća.)
MATCH@M:(New methods of waste treatment, such as conversion of waste into useful energy or recycling, require substantial investments and specialzed technical skills, i.e., know-how.===>Novi metodi rukovanja otpadom, kao što su pretvaranje otpada u korisnu energiju ili njegovo recikliranje, zahtevaju znacajne investicije i specijalisticka tehnicka znanja, odnosno know-how.)
MATCH@E:(New methods of waste treatment, such as conversion of waste into useful energy or recycling, require substantial investments and specialzed technical skills, i.e., know-how.===>Novi metodi rukovanja otpadom, kao što su pretvaranje otpada u korisnu energiju ili njegovo recikliranje, zahtevaju značajne investicije i specijalistička tehnička znanja, odnosno know-how.)
MATCH@M:(Considerations on the selection of the preferred public-private partnership form in the landfil building projects sector are similar to those in the traffic and water-suply sectors.===>Razmatranja vezana za odabir željene forme javno-privatnog partnerstva kod projekata u sektoru izgradnje deponija slicna su razmatranjima u sektoru saobracaja i vodoprivrede.)
MATCH@E:(Considerations on the selection of the preferred publicprivate partnership form in the landfil building projects sector are similar to those in the traffic and water-suply sectors.===>Razmatranja vezana za odabir željene forme javnoprivatnog partnerstva kod projekata u sektoru izgradnje deponija slična su razmatranjima u sektoru saobraćaja i vodoprivrede.)
MATCH@M:(They include the size and the scope of the project (including operational contents), the possibility of user charge and the required level of risk transfer.===>Ukljucuju velicinu i obim projekta (ukljucujuci operativni sadržaj), mogucnost pri-mene naplate potraživanja od korisnika i zehtevani nivo prenosa rizika.)
MATCH@E:(They include the size and the scope of the project (including operational contents), the possibility of user charge and the required level of risk transfer.===>Uključuju veličinu i obim projekta (uključujući operativni sadržaj), mogućnost primene naplate potraživanja od korisnika i zehtevani nivo prenosa rizika.)
MATCH@M:(The projects in the waste treatment sector are more adequate for higher-developed forms of public-private partnership in which it is possible to transfer a significant level of operational risk.===>Projekti u sektoru prerade otpada su adekvatniji za razvijenije forme javno-privatnog partnerstva u kojima je moguce preneti znacajan nivo operativnog rizika.)
MATCH@E:(The projects in the waste treatment sector are more adequate for higher-developed forms of public-private partnership in which it is possible to transfer a significant level of operational risk.===>Projekti u sektoru prerade otpada su adekvatniji za razvijenije forme javno-privatnog partnerstva u kojima je moguće preneti značajan nivo operativnog rizika.)
MATCH@M:(The implementation of a concession allows for the financing of the project on the ?polluter pays? principle; hence the process of risk assignment related to the scope of waste materials.===>Primena koncesije omogucava fi-nansiranje projekta po principu „ko zagaduje-placa“, te se shodno tome pojednostavljuje proces dodeljiva-nja rizika vezanog za obim otpadnih materijla.)
MATCH@E:(The implementation of a concession allows for the financing of the project on the polluter pays principle; hence the process of risk assignment related to the scope of waste materials.===>Primena koncesije omogućava finansiranje projekta po principu ko zagađuje-plaća, te se shodno tome pojednostavljuje proces dodeljivanja rizika vezanog za obim otpadnih materijla.)
MATCH@M:(This type of project financing is predominant in Great Britain.===>Ovaj vid projektnog finansiranja najrasprostranjeniji je u Velikoj Britaniji.)
MATCH@E:(This type of project financing is predominant in Great Britain.===>Ovaj vid projektnog finansiranja najrasprostranjeniji je u Velikoj Britaniji.)
MATCH@M:(A successfully selected public-private partnership model is one in which the liability, obligations and risk distribution are assigned to the entity that can manage them best.===>Uspešno odabran model javno-privatnog partnerstva je onaj kod koga je izvršena distribucija obaveza, odgovornosti i rizika prema onom subjektu koji njime može najefikasnije upravljati.)
MATCH@E:(Conclusion A successfully selected public-private partnership model is one in which the liability, obligations and risk distribution are assigned to the entity that can manage them best.===>Zaključak Uspešno odabran model javno-privatnog partnerstva je onaj kod koga je izvršena distribucija obaveza, odgovornosti i rizika prema onom subjektu koji njime može najefikasnije upravljati.)
MATCH@M:(Hence it is important that the contract should be carefully planned and defined and an adequate monitoring and regulation of liabilities agreed to in the contract be ensured.===>Zbog toga je potrebno brižljivo osmisliti i definisati ugovor te obezbediti adekvatan nadzor i regulaciju obaveza preuzetih ugovorom.)
MATCH@E:(Hence it is important that the contract should be carefully planned and defined and an adequate monitoring and regulation of liabilities agreed to in the contract be ensured.===>Zbog toga je potrebno brižljivo osmisliti i definisati ugovor te obezbediti adekvatan nadzor i regulaciju obaveza preuzetih ugovorom.)
MATCH@M:(The Government sector that analyses the opportunities to start a public-private partnership should first take into consideration the technical, the financial, the economic, and the legal feasibility of the project and adjust the goals of the Government to the interests of the private investor.===>Vladin sektor koji razmatra mogucnosti za pokretanje javno-privatnog partnerstva treba da razmotri tehnicku, finansijsku, ekonomsku i pravnu izvodivost projekta uz usaglašavanje ciljeva Vlade sa interesima privatnog investitora.)
MATCH@E:(The Government sector that analyses the opportunities to start a public-private partnership should first take into consideration the technical, the financial, the economic, and the legal feasibility of the project and adjust the goals of the Government to the interests of the private investor.===>Vladin sektor koji razmatra mogućnosti za pokretanje javno-privatnog partnerstva treba da razmotri tehničku, finansijsku, ekonomsku i pravnu izvodivost projekta uz usaglašavanje ciljeva Vlade sa interesima privatnog investitora.)
MATCH@M:(The best public-private partnership option can be selected only via a comprehensive feasibility analysis, and this analysis will in turn start the remainder of the process.===>Najbolja opcija javno-privatnog partnerstva može se odabrati samo kroz potpunu analizu izvodljivosti, a ova analiza ce pokrenuti ostatak procesa.)
MATCH@E:(The best publicprivate partnership option can be selected only via a comprehensive feasibility analysis, and this analysis will in turn start the remainder of the process.===>Najbolja opcija javno-privatnog partnerstva može se odabrati samo kroz potpunu analizu izvodljivosti, a ova analiza će pokrenuti ostatak procesa.)
MATCH@M:(Well con-cieved and defined project structures of public-private financing allow for the creating of an appropraite monitoring and performance measuring mechanism via the set key performance benchmarks.===>Dobro osmišljene i definisane projektne strukture javno-privatnog finansiranja omogucuju postavljanje odgovarajuceg mehanizma za nadzor i merenje performansi preko postavljenih kljucnih repera performansi.)
MATCH@E:(Well concieved and defined project structures of public-private financing allow for the creating of an appropraite monitoring and performance measuring mechanism via the set key performance benchmarks. cy employing the resources in private sector ownership.===>Dobro osmišljene i definisane projektne strukture javno-privatnog finansiranja omogućuju postavljanje odgovarajućeg mehanizma za nadzor i merenje performansi preko postavljenih ključnih repera performansi. angažovanjem resursa koji su u vlasništvu privatnog sektora.)
MATCH@M:(Here we primarily mean capital and a specific knowhow based on the experience in one business field.===>Tu se prvenstveno misli na kapital i specifican know-how zasnovan na iskustvu u odredenoj poslovnoj oblasti.)
MATCH@E:(Here we primarily mean capital and a specific knowhow based on the experience in one business field.===>Tu se prvenstveno misli na kapital i specifičan know-how zasnovan na iskustvu u određenoj poslovnoj oblasti.)
MATCH@M:(The private sector is considered to be more successful in doing business and copes better with the burden of risk management (such as construction risk or standard quality maintenance risk), whereas a regulatory risk is better managed by the public sector.===>Smatra se da je privatni sektor bolji u vodenju poslova, te se lakše nosi sa težinom upravljanja rizikom, kao što su rizik izgradnje ili rizik održavanja standarda kvaliteta, dok je regulatorni rizik pogodniji za upravljanje od strane javnog sektora.)
MATCH@E:(The private sector is considered to be more successful in doing business and copes better with the burden of risk management (such as construction risk or standard quality maintenance risk), whereas a regulatory risk is better managed by the public sector.===>Smatra se da je privatni sektor bolji u vođenju poslova, te se lakše nosi sa težinom upravljanja rizikom, kao što su rizik izgradnje ili rizik održavanja standarda kvaliteta, dok je regulatorni rizik pogodniji za upravljanje od strane javnog sektora.)
MATCH@M:(A correct estimate of the strenghts of each of the involved parties and their managerial skills directly impacts the selection of the public-private partnership model as well as the success of of the entire project.===>Ispravna pro-cena mogucnosti svake od ukljucenih strana i menadžerskih sposobnosti, ima direktan uticaj na izbor modela javno-privatnog partnerstva, kao i na uspeh celo-kupnog projekta.)
MATCH@E:(A correct estimate of the strenghts of each of the involved parties and their managerial skills directly impacts the selection of the public-private partnership model as well as the success of of the entire project.===>Ispravna procena mogućnosti svake od uključenih strana i menadžerskih sposobnosti, ima direktan uticaj na izbor modela javno-privatnog partnerstva, kao i na uspeh celokupnog projekta.)
MATCH@M:(Under these circumstances it is no wonder that organizations are considering Knowledge Management (KM) as one of the possible solutions.===>U ovim okolnostima sasvim je razumljivo što organizacije smatraju da Upravljanje znanjem (KM) može da predstavlja moguce rešenje.)
MATCH@E:(Under these circumstances it is no wonder that organizations are considering Knowledge Management (KM) as one of the possible solutions.===>U ovim okolnostima sasvim je razumljivo što organizacije smatraju da Upravljanje znanjem (KM) može da predstavlja moguće rešenje.)
MATCH@M:(The success stories and benefits reaped by some organizations through effective Knowledge management luring others to impalement one or the other KM systems.===>Price o uspehu i koristima koje su postigle neke organizacije putem efikasnog upravljanja znanjem navode i druge organizacije da primene neki od sistema KM.)
MATCH@E:(The success stories and benefits reaped by some organizations through effective Knowledge management luring others to impalement one or the other KM systems.===>Priče o uspehu i koristima koje su postigle neke organizacije putem efikasnog upravljanja znanjem navode i druge organizacije da primene neki od sistema KM.)
MATCH@M:(It is difficult to determine if a particular KM project is successful or not, as many of the benefits are cumbersome to quantify and subjective in its nature.===>Nije lako odrediti da li je neki KM projekat uspešan ili nije, pošto se mnoge koristi teško mogu kvantifikovati, a i subjektivne su po svojoj prirodi.)
MATCH@E:(It is difficult to determine if a particular KM project is successful or not, as many of the benefits are cumbersome to quantify and subjective in its nature.===>Nije lako odrediti da li je neki KM projekat uspešan ili nije, pošto se mnoge koristi teško mogu kvantifikovati, a i subjektivne su po svojoj prirodi.)
MATCH@M:(Also, some organizations leave the projects midway as they fail to see financial benefits of the implementation.===>Dešava se i da neke organizacije napuste projekat na pola puta pošto nisu shvatile finansijske koristi od njegove primene.)
MATCH@E:(Also, some organizations leave the projects midway as they fail to see financial benefits of the implementation.===>Dešava se i da neke organizacije napuste projekat na pola puta pošto nisu shvatile finansijske koristi od njegove primene.)
MATCH@M:(In this paper we discuss various methods and metrics to monitor KM project implementation and to develop a methodology to determine impact of KM project on financial results.===>U ovom radu raspravljamo o razlicitim metodima i metrikama pomocu kojih možemo da pratimo primenu KM i da razvijamo metodologiju kojom cemo odrediti uticaj projekta KM na finansijske rezultate.)
MATCH@E:(In this paper we discuss various methods and metrics to monitor KM project implementation and to develop a methodology to determine impact of KM project on financial results.===>U ovom radu raspravljamo o različitim metodima i metrikama pomoću kojih možemo da pratimo primenu KM i da razvijamo metodologiju kojom ćemo odrediti uticaj projekta KM na finansijske rezultate.)
MATCH@M:(We categorized these metrics into Three groups; first group of metrics focuses on measuring Knowledge acquisition (the amount of information), second group on measuring effectiveness of KM systems (easy to access, system response time) and third group of metrics focuses on measuring success of overall project.===>Ove metrike smo klasifikovali u tri grupe: prvom grupom merila meri se sticanje znanja (kolicinu informacija), drugom merimo efikasnost KM sistema (lak pristup, vreme odziva), a treca služi za merenje uspešnosti celokupnog projekta.)
MATCH@E:(We categorized these metrics into Three groups; first group of metrics focuses on measuring Knowledge acquisition (the amount of information), second group on measuring effectiveness of KM systems (easy to access, system response time) and third group of metrics focuses on measuring success of overall project.===>Ove metrike smo klasifikovali u tri grupe: prvom grupom merila meri se sticanje znanja (količinu informacija), drugom merimo efikasnost KM sistema (lak pristup, vreme odziva), a treća služi za merenje uspešnosti celokupnog projekta.)
MATCH@M:(In the process of developing methodology to identify impact of KM on financial results, we proposed a methodology similar to Event Study methodology used to measure abnormal stock returns caused by firm specific as well as economy wide events.===>U procesu razrade metodologije za merenje uticaja KM na finansijske rezultate, predlažemo metodologiju slicnu metodologiji Event Studž (studija dogadaja) kojom su mereni neuobicajeni prinosi po akcijama koji su posledi-ca specificnosti frme, ali i dogadajima u privredi. 1.	Uvod)
MATCH@E:(In the process of developing methodology to identify impact of KM on financial results, we proposed a methodology similar to Event Study methodology used to measure abnormal stock returns caused by firm specific as well as economy wide events. ~~~ 1.===>U procesu razrade metodologije za merenje uticaja KM na finansijske rezultate, predlažemo metodologiju sličnu metodologiji Event Study (studija događaja) kojom su mereni neuobičajeni prinosi po akcijama koji su posledica specifičnosti frme, ali i događajima u privredi. 1.)
MATCH@M:(Before tackling questions on KM we must give definition on Intellectual Capital (IC).===>Pre nego što se latimo problematike KM, moramo i da definišemo intelektualni kapital (IC).)
MATCH@E:(Before tackling questions on KM we must give definition on Intellectual Capital (IC).===>Pre nego što se latimo problematike KM, moramo i da definišemo intelektualni kapital (IC).)
MATCH@M:(In recent years many scientist are challenged to give standardized definition of IC as it became necessity of modern business.===>Poslednjih godina mnogi naucnici su pokušali da daju neku standardi-zovanu definiciju IC pošto je on postao neophodan u savremenom poslovanju.)
MATCH@E:(In recent years many scientist are challenged to give standardized definition of IC as it became necessity of modern business.===>Poslednjih godina mnogi naučnici su pokušali da daju neku standardizovanu definiciju IC pošto je on postao neophodan u savremenom poslovanju.)
MATCH@M:(According to the definition given by Steven M.H. Wallman, SEC commissioner, IC are “assets currently valued at zero on the balance sheet”and represents not only human brain power, brand name or trademarks but also assets bought long ago, booked at historic price but during time transformed into prime real estate.===>Steven M.H. Wallman, komesar SEC, IC predstavlja „imovinu koja se trenutno vrednuje kao nula u bilansima stanja“ i predstavlja ne samo ljudsku pamet, robnu marku ili marke, vec i sredstva (imovinu) kupljena odavno, evidentirana u knjigama po tadašnjoj ceni, ali koja su se tokom vremena pretvorila u „prvorazrednu imovinu“.)
MATCH@E:(According to the definition given by Steven M.H. Wallman, SEC commissioner, IC are assets currently valued at zero on the balance sheet and represents not only human brain power, brand name or trademarks but also assets bought long ago, booked at historic price but during time transformed into prime real estate.===>Steven M.H. Wallman, komesar SEC, IC predstavlja imovinu koja se trenutno vrednuje kao nula u bilansima stanja i predstavlja ne samo ljudsku pamet, robnu marku ili marke, već i sredstva (imovinu) kupljena odavno, evidentirana u knjigama po tadašnjoj ceni, ali koja su se tokom vremena pretvorila u prvorazrednu imovinu.)
MATCH@M:(Another definition of intellectual capital is given by Brooking.===>Drugu definiciju intelektualnog kapitala dao je Brooking.)
MATCH@E:(Another definition of intellectual capital is given by Brooking (1996).===>Drugu definiciju intelektualnog kapitala dao je Brooking (1996):)
MATCH@M:(“Intellectual capital is the term given to the combined intangible assets which enable the company to function.”===>„Intelektualni kapital je naziv za udruženi nematerijalni kapital koji omogucava kompaniji da funkcioniše“.)
MATCH@E:(Intellectual capital is the term given to the combined intangible assets which enable the company to function.===>)
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BAD_LINE_M:“Intellectual capital is the term given to the combined intangible assets which enable the company to function.”
BAD_LINE_M:„Intelektualni kapital je naziv za udruženi nematerijalni kapital koji omogucava kompaniji da funkcioniše“.
BAD_LINE_E:Intellectual capital is the term given to the combined intangible assets which enable the company to function.
BAD_LINE_E:
MATCH@M:(In today’s ever changing global economy many companies rely on intellectual assets in order to generate revenue, like software companies where products are developed and delivered electronically.===>U današnjoj globalnoj ekonomiji koja se neprestano menja kompanije se oslanjaju na intelektualni kapital kako bi stvorile prinose, kao što to, na primer, rade proizvodaci softvera ciji se proizvodi razvijaju i isporucuju elektronskim putem.)
MATCH@E:(In todays ever changing global economy many companies rely on intellectual assets in order to generate revenue, like software companies where products are developed and delivered electronically.===>Intelektualni kapital je naziv za udruženi nematerijalni kapital koji omogućava kompaniji da funkcioniše. proizvođači softvera čiji se proizvodi razvijaju i isporučuju elektronskim putem.)
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BAD_LINE_M:In today’s ever changing global economy many companies rely on intellectual assets in order to generate revenue, like software companies where products are developed and delivered electronically.
BAD_LINE_M:U današnjoj globalnoj ekonomiji koja se neprestano menja kompanije se oslanjaju na intelektualni kapital kako bi stvorile prinose, kao što to, na primer, rade proizvodaci softvera ciji se proizvodi razvijaju i isporucuju elektronskim putem.
BAD_LINE_E:In todays ever changing global economy many companies rely on intellectual assets in order to generate revenue, like software companies where products are developed and delivered electronically.
BAD_LINE_E:Intelektualni kapital je naziv za udruženi nematerijalni kapital koji omogućava kompaniji da funkcioniše. proizvođači softvera čiji se proizvodi razvijaju i isporučuju elektronskim putem.
MATCH@M:(Therefore, now days it became obvious that company’s balance sheet shows only part of company’s value.===>Stoga je danas postalo jasno da bilans stanja jedne kompanije predstavlja samo deo njene vrednosti.)
MATCH@E:(Therefore, now days it became obvious that companys balance sheet shows only part of companys value.===>Stoga je danas postalo jasno da bilans stanja jedne kompanije predstavlja samo deo njene vrednosti.)
MATCH@M:(Having said this, it is clear that tangible assets are loosing their dominance in front of intangible assets and importance of proper measurement of their value is raising many accounting questions, especially in the field of brand names, production process, distribution channels, trade secrets etc.===>Kad ovo kažemo, jasno je da materijalni kapital (sredstva) gube svoj dominantni položaj u korist nematerijalnog kapitala, a znacaj pravilnog me-renja njihove vrednosti otvara mnoga racunovodstvena pitanja, posebno u oblasti robne marke, proizvodnih procesa, kanala distribucije, poslovnih tajni, itd.)
MATCH@E:(Having said this, it is clear that tangible assets are loosing their dominance in front of intangible assets and importance of proper measurement of their value is raising many accounting questions, especially in the field of brand names, production process, distribution channels, trade secrets etc.===>Kad ovo kažemo, jasno je da materijalni kapital (sredstva) gube svoj dominantni položaj u korist nematerijalnog kapitala, a značaj pravilnog merenja njihove vrednosti otvara mnoga računovodstvena pitanja, posebno u oblasti robne marke, proizvodnih procesa, kanala distribucije, poslovnih tajni, itd.)
MATCH@M:(Business writer William Davidov (The Virtual Corporation) says: “There’s a need to move to a new level in accounting, one that measures company’s momentum in terms of market position, customer loyalty, quality,etc.===>Autor William Davidov (Virtuelna korporacija) kaže: „Potrebno je da predemo na novi nivo u racunovodstvu, na nivo kojim se meri momentum kompanije u smislu njene pozicije na tržištu, lojalnosti njenih potrošaca, kvaliteta, itd.)
MATCH@E:(Business writer William Davidov (The Virtual Corporation) says: Theres a need to move to a new level in accounting, one that measures companys momentum in terms of market position, customer loyalty, quality,etc.===>Autor William Davidov (Virtuelna korporacija) kaže: ~~~ Potrebno je da pređemo na novi nivo u računovodstvu, na nivo kojim se meri momentum kompanije u smislu njene pozicije na tržištu, lojalnosti njenih potrošača, kvaliteta, itd.)
MATCH@M:(By not valuing these dynamic perspectives, we are misstating the value of a company as badly as we were making mistakes in addition.”===>Ako ne merimo ove dinamicke perspektive, pogrešno cemo predstaviti vrednost kompanije i još cemo grešiti i u daljim procenama.“)
MATCH@E:(By not valuing these dynamic perspectives, we are misstating the value of a company as badly as we were making mistakes in addition. ~~~ 2.===>Ako ne merimo ove dinamičke perspektive, pogrešno ćemo predstaviti vrednost kompanije i još ćemo grešiti i u daljim procenama. 2.)
MATCH@M:(Process of measuring intangible assets (IC) is connected with KM initiatives, as it is assumed the outcome of KM initiative has impact on IC.===>Proces merenja nematerijalnih sredstava (IC) povezan je sa inicijativama KM, pošto se smatra da rezultati KM inicijativa uticu na IC.)
MATCH@E:(KM metrics Process of measuring intangible assets (IC) is connected with KM initiatives, as it is assumed the outcome of KM initiative has impact on IC.===>Metrika KM Proces merenja nematerijalnih sredstava (IC) povezan je sa inicijativama KM, pošto se smatra da rezultati KM inicijativa utiču na IC.)
MATCH@M:(Impact of KM initiative can be decribed by different approaches, such as:===>Uticaj definisanju KM inicijative može se pristupiti na nekoliko nacina, na primer:)
MATCH@E:(Impact of KM initiative can be decribed by different approaches, such as: 1.===>Uticaj definisanju KM inicijative može se pristupiti na nekoliko načina, na primer: ~~~ 1.)
MATCH@M:(2.	Benchmarking approach (American Productivity Center (APQC))===>2.	Benchmarking ( American Productivity Center (APQC)))
MATCH@E:(Benchmarking approach (American Productivity Center (APQC)) 3.===>Benchmarking ( American Productivity Center (APQC)) U današnjoj globalnoj ekonomiji koja se neprestano menja kompanije se oslanjaju na intelektualni kapital kako bi stvorile prinose, kao što to, na primer, rade 3.)
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BAD_LINE_M:2.	Benchmarking approach (American Productivity Center (APQC))
BAD_LINE_M:2.	Benchmarking ( American Productivity Center (APQC))
BAD_LINE_E:Benchmarking approach (American Productivity Center (APQC)) 3.
BAD_LINE_E:Benchmarking ( American Productivity Center (APQC)) U današnjoj globalnoj ekonomiji koja se neprestano menja kompanije se oslanjaju na intelektualni kapital kako bi stvorile prinose, kao što to, na primer, rade 3.
MATCH@M:(House of Quality is presented in a form of matrix with a shape of a house, where roof of house represent relationships while walls characterize processes.===>House of Quality (kuca kvaliteta) predstavljena je u obliku matrice u obliku kuce, gde krov kuce predstavlja odnose, a zidovi oznacavaju procese.)
MATCH@E:(House of Quality is presented in a form of matrix with a shape of a house, where roof of house represent relationships while walls characterize processes.===>House of Quality (kuća kvaliteta) predstavljena je u obliku matrice u obliku kuće, gde krov kuće predstavlja odnose, a zidovi označavaju procese.)
MATCH@M:(Left wall of the house, which are outcomes of KM initiative, represents goals and objectives whereas right walls of house stand for weights of the outcomes.===>Levi zid kuce, koji predstavlja rezultate KM inicijative predstavlja ciljeve, dok desni zidovi kuce predstavljaju pondere tih rezultata.)
MATCH@E:(Left wall of the house, which are outcomes of KM initiative, represents goals and objectives whereas right walls of house stand for weights of the outcomes.===>Levi zid kuće, koji predstavlja rezultate KM inicijative predstavlja ciljeve, dok desni zidovi kuće predstavljaju pondere tih rezultata.)
MATCH@M:(Center of the house stands for correlations between the metrics and the performance outcomes.===>Centar kuce predstavlja korelacije izmedu metrike i rezultata ucinka.)
MATCH@E:(Center of the house stands for correlations between the metrics and the performance outcomes.===>Centar kuće predstavlja korelacije između metrike i rezultata učinka.)
MATCH@M:(By analyzing those correlations management can decide on which areas of KM to focus in order to achieve highest results and influence overall performance of the company.===>Analizom ovih korelacija menadžment može da odluci kojim oblastima KM treba posvetiti posebnu pažnju da bi se postigli najbolji rezultati i uticalo na ukupnu uspešnost kompanije.)
MATCH@E:(By analyzing those correlations management can decide on which areas of KM to focus in order to achieve highest results and influence overall performance of the company.===>Analizom ovih korelacija menadžment može da odluči kojim oblastima KM treba posvetiti posebnu pažnju da bi se postigli najbolji rezultati i uticalo na ukupnu uspešnost kompanije.)
MATCH@M:(This matrix actually measure how customer’s desires are linked to company’s capabilities.===>Ovom matricom se u stvari meri u kakvoj su vezi su želje potrošaca i sposobnosti kompanije.)
MATCH@E:(This matrix actually measure how customers desires are linked to companys capabilities.===>Ovom matricom se u stvari meri u kakvoj su vezi su želje potrošača i sposobnosti kompanije.)
MATCH@M:(This method is also recognized as Quality Function Deployment (QFD) since it is using matrix to correlate customer needs with capabilities of company to satisfy those needs.===>Ovaj metod se naziva i Uspostavljanje funkcije kvaliteta (Quality Function Deployment - QFD) pošto koristi matricu da izvrši korelaciju izmedu želja potrošaca i mogucnosti kompanije da zadovolji te želje.)
MATCH@E:(This method is also recognized as Quality Function Deployment (QFD) since it is using matrix to correlate customer needs with capabilities of company to satisfy those needs.===>Ovaj metod se naziva i Uspostavljanje (Quality Function Deployment QFD) pošto koristi matricu da izvrši korelaciju između želja potrošača i mogućnosti kompanije da zadovolji te želje.)
MATCH@M:(Benchmarking originates from Xerox Business Systems in the late 1970s when Japanese companies where able to produce similar products with lower price and better quality, then those produced in USA.===>Benchmarking (poredenje) vodi poreklo od Xerox Business Systems s kraja 1970ih godina kada su japanske kompanije uspele da proizvedu slicne proizvode jeftinije, ali kvalitetnije nego što su proizvodi proizvedeni u SAD.)
MATCH@E:(Benchmarking originates from Xerox Business Systems in the late 1970s when Japanese companies where able to produce similar products with lower price and better quality, then those produced in USA.===>Benchmarking (poređenje) vodi poreklo od Xerox Business Systems s kraja 1970ih godina kada su japanske kompanije uspele da proizvedu slične proizvode jeftinije, ali kvalitetnije nego što su proizvodi proizvedeni u SAD.)
MATCH@M:(Therefore, Xerox wanted to explore if it is possible to imitate work done by competition.===>Stoga su u Xerox-u želeli da ispitaju da li je moguce imitirati ono što radi konkurencija.)
MATCH@E:(Therefore, Xerox wanted to explore if it is possible to imitate work done by competition.===>Stoga su u Xerox-u želeli da ispitaju da li je moguće imitirati ono što radi konkurencija.)
MATCH@M:(Two general types of benchmarking exists, one is internal and the other external.===>Postoje dva opšta tipa bencmarkinga, interni i eksterni.)
MATCH@E:(Two general types of benchmarking exists, one is internal and the other external.===>Postoje dva opšta tipa benčmarkinga, interni i eksterni.)
MATCH@M:(An internal benchmarking deal with comparison of departments within same organisation while external compares different companies.===>Interni bencmarking bavi se poredenjem sektora unutar jedne iste kompanije, dok eksterni služi za poredenje izmedu kompanija.)
MATCH@E:(An internal benchmarking deal with comparison of departments within same organisation while external compares different companies.===>Interni benčmarking bavi se poređenjem sektora unutar jedne iste kompanije, dok eksterni služi za poređenje između kompanija.)
MATCH@M:(Essentially, benchmarking is comparison tool identifying best practices within comparable sectors and emulates them in order to achieve the highest results.===>U suštini, bencmarking je alatka za poredenje kojom se prepoznaju najbolje prakse u okviru sektora koji se porede i onda se one imitiraju u cilju da se prevazidu i da se time postignu najbolji rezultati.)
MATCH@E:(Essentially, benchmarking is comparison tool identifying best practices within comparable sectors and emulates them in order to achieve the highest results.===>U suštini, benčmarking je alatka za poređenje kojom se prepoznaju najbolje prakse u okviru sektora koji se porede i onda se one imitiraju u cilju da se prevaziđu i da se time postignu najbolji rezultati.)
MATCH@M:(American Productivity and Quality Center (APQC) benchmarking methodology was developed in 1993 and it is known as one of leading methods for successful benchmarking.===>Metodologija bencmarkinga koju je razvio Americki centar za produktivnost i kvalitet (American Productivity and Quality Center - APQC) nastala je 1993. godine i postala je jedan od vodecih metoda za uspešni bencmarking.)
MATCH@E:(American Productivity and Quality Center (APQC) benchmarking methodology was developed in 1993 and it is known as one of leading methods for successful benchmarking.===>Metodologija benčmarkinga koju je razvio Američki centar za produktivnost i kvalitet (American Productivity and Quality Center APQC) nastala je 1993. godine i postala je jedan od vodećih metoda za uspešni benčmarking.)
MATCH@M:(The KMAT was developed by APQC and Arthur Andersen in 1995 as a tool for selfassessment.===>KMAT su razvili APQC i Arthur Andersen 1995. godine kao alatku za samo-oceni-vanje.)
MATCH@E:(The KMAT was developed by APQC and Arthur Andersen in 1995 as a tool for selfassessment.===>KMAT su razvili APQC i Arthur Andersen 1995. godine kao alatku za samo-ocenivanje.)
MATCH@M:(The Balance scorecard method (BSC) was developed by Kaplan and Norton in 1996 with an aim to help organisations in achieving equilibrium between their vision and real life targets, presented by performance indicators.===>Balance Scorecard method (izbalansirana tabela podataka - BSC) su razvili Kaplan i Norton 1996. godine s ciljem da pomognu organizacijama da uspostave ravnotežu izmedu svoje vizije i ciljeva u realnom životu, pomocu pokazatelja ucinka.)
MATCH@E:(Main idea behind this method is to classify companies to be compared with, identify strategic The Balance scorecard method (BSC) was developed by Kaplan and Norton in 1996 with an aim to help organisations in achieving equilibrium between their vision and real life targets, presented by performance indicators.===>Glavna ideja kod ovog metoda jeste da se klasifikuju kompanije s kjima ćemo se porediti, da se identifikuju strategijski ciljevi i da se odredi koje najbolje prakse se mogu uspešno primeniti. ~~~ Balance Scorecard method (izbalansirana tabela podataka BSC) su razvili Kaplan i Norton 1996. godine s ciljem da pomognu organizacijama da uspostave ravnotežu između svoje vizije i ciljeva u realnom životu, pomoću pokazatelja učinka.)
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BAD_LINE_M:The Balance scorecard method (BSC) was developed by Kaplan and Norton in 1996 with an aim to help organisations in achieving equilibrium between their vision and real life targets, presented by performance indicators.
BAD_LINE_M:Balance Scorecard method (izbalansirana tabela podataka - BSC) su razvili Kaplan i Norton 1996. godine s ciljem da pomognu organizacijama da uspostave ravnotežu izmedu svoje vizije i ciljeva u realnom životu, pomocu pokazatelja ucinka.
BAD_LINE_E:Main idea behind this method is to classify companies to be compared with, identify strategic The Balance scorecard method (BSC) was developed by Kaplan and Norton in 1996 with an aim to help organisations in achieving equilibrium between their vision and real life targets, presented by performance indicators.
BAD_LINE_E:Glavna ideja kod ovog metoda jeste da se klasifikuju kompanije s kjima ćemo se porediti, da se identifikuju strategijski ciljevi i da se odredi koje najbolje prakse se mogu uspešno primeniti. ~~~ Balance Scorecard method (izbalansirana tabela podataka BSC) su razvili Kaplan i Norton 1996. godine s ciljem da pomognu organizacijama da uspostave ravnotežu između svoje vizije i ciljeva u realnom životu, pomoću pokazatelja učinka.
MATCH@M:(These indicators are spread between following dimensions: Customer, Financial, Internal Business Processes and Learning and Growth.===>Pokazatelji su rasporedeni izmedu sledecih dimenzija: potrošac, finansijski, unutrašnji poslovni procesi i ucenje i rast.)
MATCH@E:(These indicators are spread between following dimensions: Customer, Financial, Internal Business Processes and Learning and Growth.===>Pokazatelji su raspoređeni između sledećih dimenzija: potrošač, finansijski, unutrašnji poslovni procesi i učenje i rast.)
MATCH@M:(Within each dimension, further development in the area of the goals, metrics, targets and initiatives is possible.===>U okviru svake dimenzije moguce je dalje razvijati oblast ciljeva, metriku, neposrednih ciljeva i inicijative.)
MATCH@E:(Within each dimension, further development in the area of the goals, metrics, targets and initiatives is possible.===>U okviru svake dimenzije moguće je dalje razvijati oblast ciljeva, metriku, neposrednih ciljeva i inicijative.)
MATCH@M:(For example, if we observe financial dimension, goal can be profitability growth as a major goal to be achieved; metrics can be monitored in some specific area like change in net margin; target is particular result to be achieved e.g. growth in profit margin in amount of 3%; initiatives are projects or actions which helps achieving desired goals.===>Na primer, ako posmatra-mo finansijsku dimenziju, naš glavni cilj može da bude rast profitabilnosti; metrika se može pratiti u nekoj specificnoj oblasti kao što je promena neto marže; neposredni cilj je jedan odredeni rezultat koji treba ostvariti, na primer, rast profita od 3%; inicijative su projekti ili aktivnosti pomocu kojih cemo postici željene ciljeve.)
MATCH@E:(For example, if we observe financial dimension, goal can be profitability growth as a major goal to be achieved; metrics can be monitored in some specific area like change in net margin; target is particular result to be achieved e.g. growth in profit margin in amount of 3%; initiatives are projects or actions which helps achieving desired goals.===>Na primer, ako posmatramo finansijsku dimenziju, naš glavni cilj može da bude rast profitabilnosti; metrika se može pratiti u nekoj specifičnoj oblasti kao što je promena neto marže; neposredni cilj je jedan određeni rezultat koji treba ostvariti, na primer, rast profita od 3%; inicijative su projekti ili aktivnosti pomoću kojih ćemo postići željene ciljeve.)
MATCH@M:(Even though this method was imagined as performance improvement metrics, it can also serve as strategic management system, since each organisation can adapt it to its own needs.===>Iako je ovaj metod zamišljen kao metrika za poboljšanje ucinka, može da se koristi i kao sistem strategijskog menadžmenta, pošto svaka organizacija može da ga prilagodi svojim sopstvenim potrebama.)
MATCH@E:(Even though this method was imagined as performance improvement metrics, it can also serve as strategic management system, since each organisation can adapt it to its own needs.===>Iako je ovaj metod zamišljen kao metrika za poboljšanje učinka, može da se koristi i kao sistem strategijskog menadžmenta, pošto svaka organizacija može da ga prilagodi svojim sopstvenim potrebama.)
MATCH@M:(Therefore, each BSC method should be “custom made” for each and every organisation.===>Stoga svaki BSC metod treba da bude „raden po meri“ svake organizacije ponaosob.)
MATCH@E:(Therefore, each BSC method should be custom made for each and every organisation.===>Stoga svaki BSC metod treba da bude rađen po meri svake organizacije ponaosob.)
MATCH@M:(Now days some tools and templates are available to help organisations implement BSC initiative.===>Danas neke alatke i strukture (templates) koriste se kao pomoc organizacijama u primeni inicijative BSC.)
MATCH@E:(Now days some tools and templates are available to help organisations implement BSC initiative. at his prof.===>Danas neke alatke i strukture (templates) koriste se kao pomoć organizacijama u primeni inicijative BSC.)
MATCH@M:(It is interesting to mention similar method called Intangible Asset Monitor (IAM) developed by Karl-Erik Sveiby in 1986-87 in Sweden, since both concepts are developed independently of each other.===>Treba pomenuti jedan slican model koji se naziva Intangible Asset Monitor (monitor nematerijalnog kapitala - IAM) koji je razvio Karl-Erik Sveiby 1986-87. godine u Švedskoj, pošto su ovi koncepti razvijeni nezavisno jedan od drugog.)
MATCH@E:(Sveiby It is interesting to mention similar method called Intangible Asset Monitor (IAM) developed by KarlErik Sveiby in 1986-87 in Sweden, since both concepts are developed independently of each other.===>Treba pomenuti jedan sličan model koji se naziva Intangible Asset Monitor (monitor nematerijalnog kapitala IAM) koji je razvio Karl-Erik Sveiby 1986-87. godine u [vedskoj, pošto su ovi koncepti razvijeni nezavisno jedan od drugog.)
MATCH@M:(In this article we will just mention that both methods categorize intangible dimensions into four, both agree on idea that strategy must be the driver of the metrics designed, change should be measured and both approaches should improve learning and growth.===>U ovom radu mi cemo samo pomenuti da oba modela razvrstavaju nematerijalne dimenzije u cetiri kategorije, oba se slažu u tome da strategija treba da bude pokretac metrike koju su razvili, promenu treba meri-ti, i oba pristupa treba da posluže da se poboljša ucenje i rast.)
MATCH@E:(In this article we will just mention that both methods categorize intangible dimensions into four, both agree on idea that strategy must be the driver of the metrics designed, change should be measured and both approaches should improve learning and growth.===>U ovom radu mi ćemo samo pomenuti da oba modela razvrstavaju nematerijalne dimenzije u četiri kategorije, oba se slažu u tome da strategija treba da bude pokretač metrike koju su razvili, promenu treba meriti, i oba pristupa treba da posluže da se poboljša učenje i rast.)
MATCH@M:(On the other hand Svieby says: “the origins and the foundations of the concepts beneath the surface are very different.===>S druge strane, Sveiby kažefporeklo i osnove koncepata veoma se razlikuju kad se pogleda ispod površine.)
MATCH@E:(On the other hand Svieby says: the origins and the foundations of the concepts beneath the surface are very different.===>S druge strane, Sveiby kaže:poreklo i osnove koncepata veoma se razlikuju kad se pogleda ispod površine.)
MATCH@M:(I would like to think of the IAM as more of a “Knowledge Era” measuring instrument, whereas I regard the BSC as more “Industrial Era”.===>Voleo bih da razmišljam o IAM više kao o mernom instrumentu za „eru znanjadok BSC više s hvat am kao instrument „industrijske ere“.)
MATCH@E:(I would like to think of the IAM as more of a Knowledge Era measuring instrument, whereas I regard the BSC as more Industrial Era.===>Voleo bih da razmišljam o IAM više kao o mernom instrumentu za eru znanja, dok BSC više shvatam kao instrument industrijske ere.)
MATCH@M:(This broadened form of accounting resulted Scandia’s ability to transform intellectual capital into financial capital.===>Prošireni oblik obracunavanja omogucio je Skandiji da intelektualni kapital pretoci u finansijski kapital.)
MATCH@E:(This broadened form of accounting resulted Scandias ability to transform in tellectual capital into financial capital.===>Prošireni oblik obračunavanja omogućio je Skandiji da intelektualni kapital pretoči u finansijski kapital.)
MATCH@M:(At Skandia the intellectual capital ratios are grouped into major focus areas: the Customer focus, the Process focus, the Human focus and the Renewal and Development focus.===>Raciji intelektualnog kapitala grupisani su u Skandiji u glavne fokusne oblasti: fokus potro[a~a, fokus procesa, ljudski fokus i fokus obnavljanja i razvoja, kako je predstavljeno na slici 1.)
MATCH@E:(At Skandia the intellectual capital ratios are grouped into major focus areas: the Customer focus, the Process focus, the Human focus and the Renewal & Development focus, presented in the Picture 1.===>Raciji intelektualnog kapitala grupisani su u Skandiji u glavne foku sne oblasti: fokus potrošača, fokus procesa, ljudski fokus i fokus obnavljanja i razvoja, kako je predstavljeno na slici 1.)
MATCH@M:(Reason for giving the name “Navigator” is twofold: firstly, it should guide an organization how to manage intellectual assets and secondly, it should guide people through set of measures that represent the true resources, capabilities, and future potential of an organization.===>Razlog [to je je ovaj pristup dobio naziv Navigator je dvostruk: prvo, on treba da poka`e organizaciji kako da upravlja intelektualnim kapitalom, a drugo, on treba da sprovede ljude kroz skup mera koje predstavljaju stvarne resurse, sposobnosti i budu]i potencijal organizacije.)
MATCH@E:(Reason for giving the name Navigator is twofold: firstly, it should guide an organization how to manage intellectual assets and secondly, it should guide people through set of measures that represent the true resources, capabilities, and future potential of an organization.===>Razlog što je je ovaj pristup dobio naziv Navigator je dvostruk: prvo, on treba da pokaže organizaciji kako da upravlja intelektualnim kapitalom, a drugo, on treba da sprovede ljude kroz skup mera koje predstavljaju stvarne resurse, sposobnosti i budući potencijal organizacije. (Izvor:)
MATCH@M:(These models quantify 3 types of benefits.===>Pomocu ovih modela kvantifikuju se 3 tipa koristi.)
MATCH@E:(These models quantify 3 types of benefits.===>Pomoću ovih modela kvantifikuju se 3 tipa koristi.)
MATCH@M:(Traditionally the problem is solved via meeting.===>Na tradicionalan nacin, problem se rešava na sastancima.)
MATCH@E:(Traditionally the problem is solved via meeting.===>Na tradicionalan način, problem se rešava na sastancima.)
MATCH@M:(Where as in KMS, the problem is posted in a Community Of Practice (COP) and all members of COP participate in discussion to solve problem.===>Kod KMS problem se postavlja pred Zajednicu u praksi (Community of Practice - COP) i svi clanovi COP ucestvuju u raspravi kako bi rešili problem.)
MATCH@E:(Where as in KMS, the problem is posted in a Community Of Practice (COP) and all members of COP participate in discussion to solve problem.===>Kod KMS problem se postavlja pred Zajednicu u praksi (Community of Practice COP) i svi članovi COP učestvuju u raspravi kako bi rešili problem.)
MATCH@M:(Thus man hour benefit is derived from avoidance of meetings.===>Tako se korist od uštede u satima rada izvodi iz napostojanja potrebe za sastancima.)
MATCH@E:(Thus man hour benefit is derived from avoidance of meetings.===>Tako se korist od uštede u satima rada izvodi iz napostojanja potrebe za sastancima.)
MATCH@M:(In 2003, BEI consulting developed Cost / Benefit model to evaluate Return On Investment of (ROI) of KM initiatives.===>Godine 2003. BEI consulting razvio je kost-benefit model za ocenjivanje prinosa na investicije (ROI) za inicijative KM.)
MATCH@E:(Estimation of ROI of KM projects In 2003, BEI consulting developed Cost / Benefit model to evaluate Return On Investment of (ROI) of KM initiatives.===>Procena ROI za projekte KM Godine 2003. BEI consulting razvio je kost-benefit model za ocenjivanje prinosa na investicije (ROI) za inicijative KM.)
MATCH@M:(Cost / benefit method divides benefits into two main categories, those are:===>Kost-benefit model razvrstava koristi (benefite) na dve glavne kategorije, a to su:)
MATCH@E:(Cost / benefit method divides benefits into two main categories, those are: 1.===>Kost-benefit model razvrstava koristi (benefite) na dve glavne kategorije, a to su:)
MATCH@M:(1.	Tangible benefits like increased quantity of work, cost savings, faster product cycle time etc.===>1.	Materijalne koristi, kao što je povecani kvalitet rada, uštede u troškovima, krace vreme proizvodnog ciklusa, itd.)
MATCH@E:(Tangible benefits like increased quantity of work, cost savings, faster product cycle time etc.===>)
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BAD_LINE_M:1.	Tangible benefits like increased quantity of work, cost savings, faster product cycle time etc.
BAD_LINE_M:1.	Materijalne koristi, kao što je povecani kvalitet rada, uštede u troškovima, krace vreme proizvodnog ciklusa, itd.
BAD_LINE_E:Tangible benefits like increased quantity of work, cost savings, faster product cycle time etc.
BAD_LINE_E:
MATCH@M:(Further these costs are subdivided into:===>Ove troškove dalje možemo podeliti na:)
MATCH@E:(Further these costs are subdivided into: 1.===>Ove troškove dalje možemo podeliti na: ~~~ 1.)
MATCH@M:(1.	Sunk Costs (Costs expended to date on the status quo alternative that are not recoverable) the paper suggests that Sunk costs should not be included in the actual ROI calculation===>1.	Prošli troškovi (troškovi ucinjeni do sada pri status quo alternativi, i oni se ne mogu povratiti) - u radu se predlaže da ove troškove ne treba obuhvatiti proracunom stvarnog ROI.)
MATCH@E:(Sunk Costs (Costs expended to date on the status quo alternative that are not recoverable) the paper suggests that Sunk costs should not be included in the actual ROI calculation 2.===>Prošli troškovi (troškovi učinjeni do sada pri status quo alternativi, i oni se ne mogu povratiti) u radu se predlaže da ove troškove ne treba obuhvatiti proračunom stvarnog ROI. 2.)
MATCH@M:(2.	Recurring and non recurring costs===>2.	Troškovi koji se ponavljaju i oni koji se ne ponavljaju.)
MATCH@E:(Recurring and non recurring costs 3.===>Troškovi koji se ponavljaju i oni koji se ne pona vljaju. 2.)
MATCH@M:(Also these methods consider Knowledge Management projects as stand alone.===>Ovi metodi takode posmatraju projekte upravljanja znanjem kao izolovane.)
MATCH@E:(Also these methods consider Knowledge Management projects as stand alone.===>Ovi metodi takođe posmatraju projekte upravljanja znanjem kao izolovane.)
MATCH@M:(As research suggest KM projects are more effective when KM project implementation objectives are aligned with overall business objectives of the firm.===>Kako pokazuje istraživanje, projekti KM su efikasniji kada se ciljevi pri-mene KM projekata usklade sa ukupnim ciljevima firme.)
MATCH@E:(As research suggest KM projects are more effective when KM project implementation objectives are aligned with overall business objectives of the firm.===>Kako pokazuje istraživanje, projekti KM su efikasniji kada se ciljevi primene KM projekata usklade sa ukupnim ciljevima firme.)
MATCH@M:(Keeping this concept in mind we propose a methodology to confirm impact of KM projects on financial results.===>Imajuci ovaj koncept u vidu, predlažemo metodologiju kojom ce se potvrditi uticaj projekata KM na finansijske rezultate.)
MATCH@E:(Keeping this concept in mind we propose a methodology to confirm impact of KM projects on financial results.===>Imajući ovaj koncept u vidu, predlažemo metodologiju kojom će se potvrditi uticaj projekata KM na finansijske rezultate.)
MATCH@M:(Return on Capital Employed (ROCE): It is a ratio that indicates the efficiency and profitability of a company’s capital investments.===>Prinos po uposlenom kapitalu (Return on Capital Employed - ROCE): to je odnos koji pokazuje efikasnost i profitabilnost kapitalnih investicija kompanije.)
MATCH@E:(Some of the terms used in the methodology are Return on Capital Employed (ROCE): It is a ratio that indicates the efficiency and profitability of a companys capital investments.===>Neki termini koji se koriste u ovoj metodologiji su sledeći: ~~~ Prinos po uposlenom kapitalu (Return on Capital Employed ROCE): to je odnos koji pokazuje efikasnost i profitabilnost kapitalnih investicija kompanije.)
MATCH@M:(ROCE should always be higher than the rate at which the company borrows, otherwise any increase in borrowing will reduce shareholders’ earnings.===>ROCE uvek treba da bude viši nego stopa po kojoj kompanija pozajmljuje, inace ce svako povecanje pozajmice umanjiti zaradu akcionara.)
MATCH@E:(ROCE should always be higher than the rate at which the company borrows, otherwise any increase in borrowing will reduce shareholders earnings.===>ROCE uvek treba da bude viši nego stopa po kojoj kompanija pozajmljuje, inače će svako povećanje pozajmice umanjiti zaradu akcionara.)
MATCH@M:(It measures volatility of individual stock with respect to the market.===>Njome se meri volatilnost pojedinacne akcije u odnosu na tržište.)
MATCH@E:(It measures volatility of individual stock with respect to the market.===>Njome se meri volatilnost pojedinačne akcije u odnosu na tržište.)
MATCH@M:(Beta is calculated from historical stock prices through regression analysis.===>Beta se izracunava iz prvobitne cene akcija putem regresivne analize.)
MATCH@E:(Beta is calculated from historical stock prices through regression analysis.===>Beta se izračunava iz prvobitne cene akcija putem regresivne analize.)
MATCH@M:(By definition, the market has a beta of 1.0.===>Po definiciji, tržište ima betu od 1,0.)
MATCH@E:(By definition, the market has a beta of 1.0.===>Po definiciji, tržište ima betu od 1,0.)
MATCH@M:(A stock that swings more than the market over time has a beta above 1.0.===>Akcija koja osciluje više nego tržište ima betu vecu od 1,0.)
MATCH@E:(A stock that swings more than the market over time has a beta above 1.0.===>Akcija koja osciluje više nego tržište ima betu veću od 1,0.)
MATCH@M:(If a stock moves less than the market, the stock’s beta is less than 1.0===>Ako akcija osciluje manje nego tržište, njena beta ima vrednost nižu od 1,0.)
MATCH@E:(If a stock moves less than the market, the stocks beta is less than 1.0 Assumptions 1.===>Ako akcija osciluje manje nego tržište, njena beta ima vrednost nižu od 1,0. ~~~ Pretpostavke 1.)
MATCH@M:(1.	Knowledge management has impact on many areas of firm operation thus effects over all profitability of companies===>1.	Upravljanje znanjem utice na veliki broj oblasti rada jedne firme i time utice na ukupnu profita-bilnost kompanija.)
MATCH@E:(Knowledge management has impact on many areas of firm operation thus effects over all profitability of companies 2.===>Upravljanje znanjem utiče na veliki broj oblasti rada jedne firme i time utiče na ukupnu profitabilnost kompanija. 2.)
MATCH@M:(2.	Only firm wide implementation is considered as starting point for study===>2.	Pocetna tacka studija podrazumeva samo prime-nu širom firme.)
MATCH@E:(Only firm wide implementation is considered as starting point for study 3.===>Početna tačka studija podrazumeva samo prime nu širom firme. 3.)
MATCH@M:(3.	Benefits of Knowledge management can not be realized in shorter duration, thus a period of approximately 2 years to be studied===>3.	Koristi od upravljanja znanjem ne mogu se ostvariti na kratak rok, tako da period proucavanja mora da bude oko 2 godine)
MATCH@E:(Benefits of Knowledge management can not be realized in shorter duration, thus a period of approximately 2 years to be studied 4.===>Koristi od upravljanja znanjem ne mogu se ostvariti na kratak rok, tako da period proučavanja mora da bude oko 2 godine 4.)
MATCH@M:(Each event widow consists of financial quarters.===>Svaki aspekt sastoji se od finansijskih cetvrtina.)
MATCH@E:(Each event widow consists of financial quarters.===>Svaki aspekt sastoji se od finansijskih četvrtina.)
MATCH@M:(We selected quarter as measurement because most of the firms publish quarterly financial results.===>Izabrali smo cetvrtinu kao meru zati što vecina firmi objavljuje svoje finansijske rezultate kvartalno.)
MATCH@E:(We selected quarter as measurement because most of the firms publish quarterly financial results.===>Izabrali smo četvrtinu kao meru zati što većina firmi objavljuje svoje finansijske rezultate kvartalno.)
MATCH@M:(By using this legal data we can calculate ROCE.===>Primenom pravih podataka možemo da izracunamo ROCE.)
MATCH@E:(By using this legal data we can calculate ROCE.===>Primenom pravih podataka možemo da izračunamo ROCE.)
MATCH@M:(The quarter in which firm wide KM project implementation started is considered as quarter “Zero”.===>Cetvrtina u kojoj je pocela opšta primena upravljanja znanjem smatra se „nultom“ cetvrtinom.)
MATCH@E:(The quarter in which firm wide KM project implementation started is considered as quarter Zero.===>Četvrtina u kojoj je počela opšta primena upravljanja znanjem smatra se nultom četvrtinom.)
MATCH@M:(In order to calculate normal ROCE we can use industrial average ROCE.===>Za izracunavanje normalnog ROCE koristicemo industrijski prosecni ROCE)
MATCH@E:(In order to calculate normal ROCE we can use industrial average ROCE.===>Procena normalnog prinosa Normalnim prinosom se smatra očekivani ROCE ukoliko se KM ne primeni.)
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BAD_LINE_M:In order to calculate normal ROCE we can use industrial average ROCE.
BAD_LINE_M:Za izracunavanje normalnog ROCE koristicemo industrijski prosecni ROCE
BAD_LINE_E:In order to calculate normal ROCE we can use industrial average ROCE.
BAD_LINE_E:Procena normalnog prinosa Normalnim prinosom se smatra očekivani ROCE ukoliko se KM ne primeni.
MATCH@M:(This is difference in estimated / normal ROCE and actual ROCE.===>On predstavlja razliku izmedu pro-cenjenog / normalnog ROCE i stvarnog ROCE)
MATCH@E:(This is difference in estimated / normal ROCE and actual ROCE.===>Izračunavanje abnormalnih prinosa Abnormalni prinosi su prinosi od kapitala uposlenog zbog primene KM.)
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BAD_LINE_M:This is difference in estimated / normal ROCE and actual ROCE.
BAD_LINE_M:On predstavlja razliku izmedu pro-cenjenog / normalnog ROCE i stvarnog ROCE
BAD_LINE_E:This is difference in estimated / normal ROCE and actual ROCE.
BAD_LINE_E:Izračunavanje abnormalnih prinosa Abnormalni prinosi su prinosi od kapitala uposlenog zbog primene KM.
MATCH@M:(A positive CAR indicates successful KM project implementation while negative CAR shows unsuccessful KM project implementation.===>Pozitivna vrednost CAR pokazuje da je primena KM bila uspešna, dok negativna vrednost znaci da je primena projekta bila neuspešna.)
MATCH@E:(Conclusion A positive CAR indicates successful KM project implementation while negative CAR shows unsuccessful KM project implementation.===>Zaključak Pozitivna vrednost CAR pokazuje da je primena KM bila uspešna, dok negativna vrednost znači da je primena projekta bila neuspešna.)
MATCH@M:(It is crucial to note that negative CAR does not mean that Knowledge management is leading to losses.===>Od suštinskog znacaja je cinjenica da negativna vrednost CAR ne znaci da KM dovodi do gubitaka.)
MATCH@E:(It is crucial to note that negative CAR does not mean that Knowledge management is leading to losses.===>Od suštinskog značaja je činjenica da negativna vrednost CAR ne znači da KM dovodi do gubitaka.)
MATCH@M:(Instead companies should focus on other means and ways to stay competitive.===>Umesto toga, kompanije treba da se fokusiraju na druga sredstva i nacine da sacuvaju konkurentnost.)
MATCH@E:(Instead companies should focus on other means and ways to stay competitive.===>Umesto toga, kompanije treba da se fokusiraju na druga sredstva i načine da sačuvaju konkurentnost.)
MATCH@M:(This paper gives an overview of some methods known so far in theory and practice, at the same time proposing method which needs to be tested and validated by studying results of companies that implemented KM projects.===>U ovom radu predstavili smo pregled nekih do sada poznatih metoda u teoriji i praksi i istovremeno predložili metod koji treba proveriti i vrednovati proucavanjem rezultata koje su postigle kompanije koje su primenile KM projekte.)
MATCH@E:(This paper gives an overview of some methods known so far in theory and practice, at the same time proposing method which needs to be tested and validated by studying results of companies that implemented KM projects.===>U ovom radu predstavili smo pregled nekih do sada poznatih metoda u teoriji i praksi i istovremeno predložili metod koji treba proveriti i vrednovati proučavanjem rezultata koje su postigle kompanije koje su primenile KM projekte. [ta više, primenu tržišne bete za izračunavanje normalnog prinosa (ROCE) takođe treba testirati. ~~~ LITERATURA Š1Ë A. Kankanhalli, B.C.Y. Tan, Knowledge management metrics:)
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BAD_LINE_M:This paper gives an overview of some methods known so far in theory and practice, at the same time proposing method which needs to be tested and validated by studying results of companies that implemented KM projects.
BAD_LINE_M:U ovom radu predstavili smo pregled nekih do sada poznatih metoda u teoriji i praksi i istovremeno predložili metod koji treba proveriti i vrednovati proucavanjem rezultata koje su postigle kompanije koje su primenile KM projekte.
BAD_LINE_E:This paper gives an overview of some methods known so far in theory and practice, at the same time proposing method which needs to be tested and validated by studying results of companies that implemented KM projects.
BAD_LINE_E:U ovom radu predstavili smo pregled nekih do sada poznatih metoda u teoriji i praksi i istovremeno predložili metod koji treba proveriti i vrednovati proučavanjem rezultata koje su postigle kompanije koje su primenile KM projekte. [ta više, primenu tržišne bete za izračunavanje normalnog prinosa (ROCE) takođe treba testirati. ~~~ LITERATURA Š1Ë A. Kankanhalli, B.C.Y. Tan, Knowledge management metrics:
MATCH@M:(Furthermore, the use of market “Beta” to calculate normal return (ROCE) also needs to be validated.===>Sta više, primenu tržišne „bete“ za izracunavanje normalnog prinosa (ROCE) ta-kode treba testirati.)
MATCH@E:(Furthermore, the use of market Beta to calculate normal return (ROCE) also needs to be validated.===>A review and directions for future research (2005) Š2Ë Chris Collison, Geoff Parcell, Learning to Fly:)
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BAD_LINE_M:Furthermore, the use of market “Beta” to calculate normal return (ROCE) also needs to be validated.
BAD_LINE_M:Sta više, primenu tržišne „bete“ za izracunavanje normalnog prinosa (ROCE) ta-kode treba testirati.
BAD_LINE_E:Furthermore, the use of market Beta to calculate normal return (ROCE) also needs to be validated.
BAD_LINE_E:A review and directions for future research (2005) Š2Ë Chris Collison, Geoff Parcell, Learning to Fly:
MATCH@M:(Adequate collection of receivables is generally, after profitability, the second most important measure of success of business.===>Adekvatna naplata potraživanja je generalno, posle profitabilnosti, druga najznacajnija mera uspešnosti poslovanja preduzeca.)
MATCH@E:(Adequate collection of receivables is generally, after profitability, the second most important measure of success of business.===>Adekvatna naplata potraživanja je generalno, posle profitabilnosti, druga najznačajnija mera uspešnosti poslovanja preduzeća.)
MATCH@M:(Therefore, companies are obliged to carefully take account of their balance of trade and to manage them properly, so that the company’s liquidity would not be called into question.===>Stoga su, preduzeca u obavezi da veoma pažljivo vode racuna o svom saldu potraživanja od kupaca i da njima adekvatno upravljaju, kako likvidnost preduzeca ne bi bila dovedena u pitanje.)
MATCH@E:(Therefore, companies are obliged to carefully take account of their balance of trade and to manage them properly, so that the companys liquidity would not be called into question. ~~~ 1.===>Stoga su, preduzeća u obavezi da veoma pažljivo vode računa o svom saldu potraživanja od kupaca i da njima adekvatno upravljaju, kako likvidnost preduzeća ne bi bila dovedena u pitanje. 1.)
MATCH@M:(The subject of this paper includes the key aspects of the management of receivables collecting from the customers, since thay are one of the most important liquid assets of a company.===>Predmet istraživanja ovog rada cine kljucni aspekti upravljanja naplatom potraživanja od kupaca, koja predstavljaju jedno od najznacajnijih likvidnih sredstava preduzeca.)
MATCH@E:(Introduction The subject of this paper includes the key aspects of the management of receivables collecting from the customers, since thay are one of the most important liquid assets of a company.===>Uvod Predmet istraživanja ovog rada čine ključni aspekti upravljanja naplatom potraživanja od kupaca, koja predstavljaju jedno od najznačajnijih likvidnih sredstava preduzeća.)
MATCH@M:(An adequate collecting of receivables from customers requires a high quality accounting system.===>Za adekvatno upravljanje potraživanjima od kupaca neophodan je kvalitetan racunovodstveni sistem.)
MATCH@E:(An adequate collecting of receivables from customers requires a high quality accounting system.===>Za adekvatno upravljanje potraživanjima od kupaca neophodan je kvalitetan računovodstveni sistem.)
MATCH@M:(The receivables from customers are a very important component of investments into circulating assets which needs to be converted into another form -cash assets through receivables collecting, and in as short a time as possible.===>Potraživanja od kupaca predstavljaju veoma važnu komponentu ulaganja u obrtnu imovinu, za koju je najbitnije da se u što kracem roku konver-tuje u drugi oblik - novcana sredstva kroz naplatu potraživanja.)
MATCH@E:(The receivables from customers are a very important component of investments into circulating assets which needs to be converted into another form cash assets through receivables collecting, and in as short a time as possible.===>Potraživanja od kupaca predstavljaju veoma važnu komponentu ulaganja u obrtnu imovinu, za koju je najbitnije da se u što kraćem roku konvertuje u drugi oblik novčana sredstva kroz naplatu potraživanja.)
MATCH@M:(At any moment of the company’s operations the profits earned may be „trapped“ in stock supplies or in debtors, thus becoming unavailable to the company.===>U bilo kom trenutku poslovanja preduzeca, ostvareni profit može biti „zarobljen“ u zalihama ili dužnicima, cime postaje nedostupan preduzecu.)
MATCH@E:(At any moment of the companys operations the profits earned may be trapped in stock supplies or in debtors, thus becoming unavailable to the company.===>U bilo kom trenutku poslovanja preduzeća, ostvareni profit može biti zarobljen u zalihama ili dužnicima, čime postaje nedostupan preduzeću.)
MATCH@M:(As a balance component, the receivables (from the aspect of the company as a supplier) represent the inflows that will in future come as a compensation for the products, goods and services sold, however, with the risks emerging as possible non-negotiable receivables.===>Potraživanja kao bilansna pozicija (sa aspekta predu-zeca u ulozi dobavljaca) predstavljaju prilive koji ce u buducnosti uslediti kao nadoknada za prodate proizvode, robu i usluge, ali uz rizike koji se javljaju kao moguca nenaplativa potraživanja.)
MATCH@E:(As a balance component, the receivables (from the aspect of the company as a supplier) represent the inflows that will in future come as a compensation for the products, goods and services sold, however, with the risks emerging as possible non-negotiable receivables.===>Potraživanja kao bilansna pozicija (sa aspekta preduzeća u ulozi dobavljača) predstavljaju prilive koji će u budućnosti uslediti kao nadoknada za prodate proizvode, robu i usluge, ali uz rizike koji se javljaju kao moguća nenaplativa potraživanja.)
MATCH@M:(An adequate collection of receivables is a significant precondition for an efficient business doing of any company.===>Adekvatna naplata potraživanja predstavlja znacajan preduslov za efikasno poslovanje svakog preduzeca.)
MATCH@E:(An adequate collection of receivables is a significant precondition for an efficient business doing of any company.===>Adekvatna naplata potraživanja predstavlja značajan preduslov za efikasno poslovanje svakog preduzeća.)
MATCH@M:(Planning cash flows, a timely adjusting of cash inflows and outflows, is impossible without an adequate planning of collecting receivables from customers, on a daily basis.===>Planiranje novcanih tokova gotovine, te uskladivanje priliva i odliva gotovine, vremenski sinhronizovano, nemoguce je bez adekvatnog planiranja naplate potraživanja od kupaca i to na dnevnom nivou.)
MATCH@E:(Planning cash flows, a timely adjusting of cash inflows and outflows, is impossible without an adequate planning of collecting receivables from customers, on a daily basis.===>Planiranje novčanih tokova gotovine, te usklađivanje priliva i odliva gotovine, vremenski sinhronizovano, nemoguće je bez adekvatnog planiranja naplate potraživanja od kupaca i to na dnevnom nivou.)
MATCH@M:(The above mentioned is even more important in the conditions of the economic crisis and the problems with the company solvency.===>Navedeno dobija još više na znacaju u uslovima ekonomske krize, te problema sa likvidnošcu preduzeca.)
MATCH@E:(The above mentioned is even more important in the conditions of the economic crisis and the problems with the company solvency.===>Navedeno dobija još više na značaju u uslovima ekonomske krize, te problema sa likvidnošću preduzeća.)
MATCH@M:(Cash is indispensable when business is to expand or short-term financial problems are to be overcome.===>Gotovina je neophodna za proširenje obima poslovanja ili za prevazilaženje kratkorocnih finansijskih poteškoca.)
MATCH@E:(Cash is indispensable when business is to expand or short-term financial problems are to be overcome.===>Gotovina je neophodna za proširenje obima poslovanja ili za prevazilaženje kratkoročnih finansijskih poteškoća.)
MATCH@M:(The recognition of the income from the transactions of the sales of goods, service delivery and the usage of the entity assets by the others are treated by the International Accounting Standard (IAS) 18 - Incomes.===>Priznavanje prihoda za transakcije prodaje robe, pružanje usluga i korišcenje sredstava entiteta od strane drugih tretira Medunarodni racunovodstveni standard (MRS) 18 - Prihodi.)
MATCH@E:(The recognition of the income from the transactions of the sales of goods, service delivery and the usage of the entity assets by the others are treated by the International Accounting Standard (IAS) 18 Incomes.===>Priznavanje prihoda za transakcije prodaje robe, pružanje usluga i korišćenje sredstava entiteta od strane drugih tretira Međunarodni računo vodstveni standard (MRS) 18 Prihodi.)
MATCH@M:(Under this standard, income is recognized when the inflow of the future economic benefits into the entity is probable, and when these benefits can be realiably/positively measured.===>U skladu sa ovim standardom, prihod se priznaje kada je priliv buducih ekonomskih koristi u entitet verovatan, a te koristi se mogu pouzdano izmeriti.)
MATCH@E:(Under this standard, income is recognized when the inflow of the future economic benefits into the entity is probable, and when these benefits can be realiably/positively measured.===>)
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BAD_LINE_M:Under this standard, income is recognized when the inflow of the future economic benefits into the entity is probable, and when these benefits can be realiably/positively measured.
BAD_LINE_M:U skladu sa ovim standardom, prihod se priznaje kada je priliv buducih ekonomskih koristi u entitet verovatan, a te koristi se mogu pouzdano izmeriti.
BAD_LINE_E:Under this standard, income is recognized when the inflow of the future economic benefits into the entity is probable, and when these benefits can be realiably/positively measured.
BAD_LINE_E:
MATCH@M:(Making it possible for the customers to make deferred payment has an important role in income generation, however, the consequence may be the rise of costs and a delay in receiving money.===>Omogucavanje placanja kupcima na odložen rok ima znacajnu ulogu u generisanju prihoda, ali to ima za posledicu porast troškova i odlaganja primanja novca kao posledicu.)
MATCH@E:(See more in Š1Ë). ~~~ Making it possible for the customers to make deferred payment has an important role in income generation, however, the consequence may be the rise of costs and a delay in receiving money.===>U skladu sa ovim standardom, prihod se priznaje kada je priliv budućih ekonomskih koristi u entitet verovatan, a te koristi se mogu pouzdano izmeriti. [ire videti u Š1Ë.) Omogućavanje plaćanja kupcima na odložen rok ima značajnu ulogu u generisanju prihoda, ali to ima za posledicu porast troškova i odlaganja primanja novca kao posledicu.)
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BAD_LINE_M:Making it possible for the customers to make deferred payment has an important role in income generation, however, the consequence may be the rise of costs and a delay in receiving money.
BAD_LINE_M:Omogucavanje placanja kupcima na odložen rok ima znacajnu ulogu u generisanju prihoda, ali to ima za posledicu porast troškova i odlaganja primanja novca kao posledicu.
BAD_LINE_E:See more in Š1Ë). ~~~ Making it possible for the customers to make deferred payment has an important role in income generation, however, the consequence may be the rise of costs and a delay in receiving money.
BAD_LINE_E:U skladu sa ovim standardom, prihod se priznaje kada je priliv budućih ekonomskih koristi u entitet verovatan, a te koristi se mogu pouzdano izmeriti. [ire videti u Š1Ë.) Omogućavanje plaćanja kupcima na odložen rok ima značajnu ulogu u generisanju prihoda, ali to ima za posledicu porast troškova i odlaganja primanja novca kao posledicu.
MATCH@M:(Customers are becoming an ever more important factor in the growth of the business in the conditions of globalization.===>Kupci postaju sve važniji faktor za rast biznisa u uslovima globaliza-cije.)
MATCH@E:(Customers are becoming an ever more important factor in the growth of the business in the conditions of globalization.===>Kupci postaju sve važniji faktor za rast biznisa u uslovima globalizacije.)
MATCH@M:(A relative importance of receivables from customers as a percentage of their total assets depends on a number of factors, such as: company business (competence), season, whether the company supports long-term financing, the defined credit policy, etc.===>Relativni znacaj potraživanja od kupaca preduzeca kao procenat ukupne aktive zavisi od veceg broja faktora kao što su: delatnost preduzeca, doba godine, od toga da li preduzece podržava dugorocno finansiranje, od koncipirane kreditne politike i drugo.)
MATCH@E:(Š2Ë A relative importance of receivables from customers as a percentage of their total assets depends on a number of factors, such as: company business (competence), season, whether the company supports long-term financing, the defined credit policy, etc.===>Š2Ë Relativni značaj potraživanja od kupaca preduzeća kao procenat ukupne aktive zavisi od većeg broja faktora kao što su: delatnost preduzeća, doba godine, od toga da li preduzeće podržava dugoročno finansiranje, od koncipirane kreditne politike i drugo.)
MATCH@M:(The practice of deferred payment is considered to be one aspect of crediting.===>Praksa dogovorenog odloženog placanja smatra se jednim vidom kreditiranja.)
MATCH@E:(The practice of deferred payment is considered to be one aspect of crediting.===>Praksa dogovorenog odloženog plaćanja smatra se jednim vidom kreditiranja.)
MATCH@M:(The receivables from customers, dependant and associated legal persons and other buyers in the country and abroad and on the basis of the sales of products, goods and services belong to the short-term receivables category.===>Potraživanja od kupaca zavisnih i povezanih pravnih lica i ostalih kupaca u zemlji i inostranstvu po osnovu prodaje proizvoda, robe i usluga spadaju u kategoriju kratkorocnih potraživanja.)
MATCH@E:(The receivables from customers, dependant and associated legal persons and other buyers in the country and abroad and on the basis of the sales of products, goods and services belong to the short-term receivables category. ~~~ 2.===>Potraživanja od kupaca zavisnih i povezanih pravnih lica i ostalih kupaca u zemlji i inostranstvu po osnovu prodaje proizvoda, robe i usluga spadaju u kategoriju kratkoročnih potraživanja. 2.)
MATCH@M:(Each of the assets is characterised by a different level of solvency.===>Svaki od imovinskih oblika ima razlicit stepen likvidnosti.)
MATCH@E:(Each of the assets is characterised by a different level of solvency.===>Svaki od imovinskih oblika ima različit stepen likvidnosti.)
MATCH@M:(Receivables from customers should be viewed through several segments.===>Potraživanja od kupaca treba posmatrati kroz nekoliko segmenata.)
MATCH@E:(Receivables from customers should be viewed through several segments (Figure 1).===>Potraživanja od kupaca treba posmatrati kroz nekoliko segmenata (ilustracija 1.).)
MATCH@M:(In order that the important differences between the types of receivables from customers, they are classed into three groups: 1) unrecovered debts (usual date of maturity); 2) bills of exchange received; and 3) other receivables from customers.===>Da bi se uvidele znacajne razlike izmedu potraživanja od kupaca ona se klasifikuju na tri grupe: 1) nenaplacena potraživanja (uobicajeni rok naplate), 2) menic-na potraživanja i 3) ostala potraživanja od kupaca.)
MATCH@E:(In order that the important differences between the types of receivables from customers, they are classed into three groups: 1) unrecovered debts (usual date of maturity); 2) bills of exchange received; and 3) other receivables from customers.===>Da bi se uvidele značajne razlike između potraživanja od kupaca ona se klasifikuju na tri grupe: ~~~ 1) nenaplaćena potraživanja (uobičajeni rok naplate), 2) menična potraživanja i 3) ostala potraživanja od kupaca.)
MATCH@M:(Unrecovered debts are a result of the sales of products, goods or services, and the companies usually expect to collect these receivables within 30 to 60 days.===>Nenaplacena potraživanja nastaju kao rezultat prodaje proizvoda, robe ili usluga a preduzeca uobicajeno ocekuju da naplate ova potraživanja u roku od 30 do 60 dana.)
MATCH@E:(Unrecovered debts are a result of the sales of products, goods or services, and the companies usually expect to collect these receivables within 30 to 60 days.===>Nenaplaćena potraživanja nastaju kao rezultat prodaje proizvoda, robe ili usluga a preduzeća uobičajeno očekuju da naplate ova potraživanja u roku od 30 do 60 dana.)
MATCH@M:(Naturally, the time of payment can, under the contract signed or according to the usual business practice between the customer and the seller, be shorter or longer.===>Naravno, rok naplate shodno ugovornom odnosu ili uobicajenoj poslovnoj praksi izmedu kupca i prodavca može biti i kraci ili duži.)
MATCH@E:(Naturally, the time of payment can, under the contract signed or according to the usual business practice between the customer and the seller, be shorter or longer.===>Naravno, rok naplate shodno ugovornom odnosu ili uobičajenoj poslovnoj praksi između kupca i prodavca može biti i kraći ili duži.)
MATCH@M:(The bill of exchenge as an instrument and a security of payment has a twofold function: (1) instrument of payment and (2) instrument of security of collecting receivables.===>Menica kao instrument placanja i obezbedenja placanja, u upotrebi ima dve funkcije: (1) instrument placanja i (2) instrument obezbedenja naplate potraživanja.)
MATCH@E:(The bill of exchenge as an instrument and a security of payment has a twofold function: (1) instrument of payment and (2) instrument of security of collecting receivables.===>Menica kao instrument plaćanja i obezbeđenja plaćanja, u upotrebi ima dve funkcije: (1) instrument plaćanja i (2) instrument obezbeđenja naplate potraživanja.)
MATCH@M:(The bill is issued as an evidence of liability.===>Menica se emituje kao dokaz da postoje obaveze.)
MATCH@E:(The bill is issued as an evidence of liability.===>Menica se emituje kao dokaz da postoje obaveze.)
MATCH@M:(It is issued for a period of 60 to 90 days or longer.===>Odnosi se na period od 60 do 90 dana ili duže.)
MATCH@E:(It is issued for a period of 60 to 90 days or longer.===>Odnosi se na period od 60 do 90 dana ili duže.)
MATCH@M:(Other receivables from customers refer to the activities that are not the result of business operations, e.g., debiting the customers for overdraft interest.===>Ostala potraživanja od kupaca se odnose na aktivnosti koje nisu rezultat operativnog poslovanja kao npr. zaduženje kupaca za zateznu kamatu.)
MATCH@E:(Receivables from customers per segments of observation Other receivables from customers refer to the activities that are not the result of business operations, e.g., debiting the customers for overdraft interest.===>Potraživanja od kupaca po segmentima posmatranja Ostala potraživanja od kupaca se odnose na aktivnosti koje nisu rezultat operativnog poslovanja kao npr. zaduženje kupaca za zateznu kamatu.)
MATCH@M:(Two accounting problems related to unrecovered receivables (debts) are:===>Dva racunovodstvena problema koja se odnose na nenaplacena potraživanja od kupaca jesu:)
MATCH@E:(Two accounting problems related to unrecovered receivables (debts) are: 1.===>Dva računovodstvena problema koja se odnose na nenaplaćena potraživanja od kupaca jesu:)
MATCH@M:(The initial recording of unrecovered receivables is the moment when the realization is invoiced.===>Inicijalno evidentiranje nenaplacenih potraživanja nastaje momentom fakturisane realizacije.)
MATCH@E:(The initial recording of unrecovered receivables is the moment when the realization is invoiced.===>Inicijalno evidentiranje nenaplaćenih potraživanja nastaje momentom fakturisane realizacije.)
MATCH@M:(The sales discounts reduce receivables from customers.===>Prodajni popusti smanjuju potraživanja od kupaca.)
MATCH@E:(The sales discounts reduce receivables from customers.===>Prodajni popusti smanjuju potraživanja od kupaca.)
MATCH@M:(The seller may offer conditions, such as discounts, to motivate the buyer to make earlier payments.===>Prodavac može da ponudi uslove koji podsticu ranije placanje tako što ce odobriti popust.)
MATCH@E:(The seller may offer conditions, such as discounts, to motivate the buyer to make earlier payments.===>Prodavac može da ponudi uslove koji podstiču ranije plaćanje tako što će odobriti popust.)
MATCH@M:(For example, the 2/10 conditions mean that the customer qualifies for a 2% discount if he pays in a period not later than 10 days.===>Primera radi, uslovi 2/10, podrazumevaju da kupac dobija 2% popusta ukoliko plati u roku od 10 dana.)
MATCH@E:(For example, the 2/10 conditions mean that the customer qualifies for a 2% discount if he pays in a period not later than 10 days.===>Primera radi, uslovi 2/10, podrazumevaju da kupac dobija 2% popusta ukoliko plati u roku od 10 dana.)
MATCH@M:(The recovery of goods from the customer also reduces the unrecovered receivables.===>Povrat robe od kupca takode smanjuje nenaplacena potraživanja.)
MATCH@E:(The recovery of goods from the customer also reduces the unrecovered receivables.===>Povrat robe od kupca takođe smanjuje nenaplaćena potraživanja.)
MATCH@M:(The issue seems to be even more complax if we have in mind that financial statements present a financial standing and financial results of the entity (IAS-1), which are the issue of interest of a number of stakeholders (internal and external) - for the purpose of economic decision making.===>Pitanje se cini još složenijim ako se ima u vidu da finansijski izveštaji predstavljaju finansijsku poziciju i finansij-ske rezultate entiteta (IAS-1), za šta je zainteresovano više interesnih grupa (internih i eksternih) - u svrhu donošenja ekonomskih odluka.)
MATCH@E:(The issue seems to be even more complax if we have in mind that financial statements present a financial standing and financial results of the entity (IAS-1), which are the issue of interest of a number of stakeholders (internal and external) for the purpose of economic decision making.===>Pitanje se čini još složenijim ako se ima u vidu da finansijski izveštaji predstavljaju finansijsku poziciju i finansijske rezultate entiteta (IAS-1), za šta je zainteresovano više interesnih grupa (internih i eksternih) u svrhu donošenja ekonomskih odluka.)
MATCH@M:(Although each buyer is obliged to fulfill the credit conditions set by the seller, it inevitably happens that he may not be in a position to do so, as the buyer has experienced a fall in sales due to the aggravation of economic conditions on the market.===>Iako je svaki kupac u obavezi da ispuni kreditne uslo-ve prodavca, neminovno se dešava da kupac možda nece moci da ispuni svoju ugovornu obavezu jer je do-živeo pad obima prodaje zbog pogoršanja ekonomskih uslova na tržištu.)
MATCH@E:(Although each buyer is obliged to fulfill the credit conditions set by the seller, it inevitably happens that he may not be in a position to do so, as the buyer has experienced a fall in sales due to the aggravation of economic conditions on the market.===>Iako je svaki kupac u obavezi da ispuni kreditne uslove prodavca, neminovno se dešava da kupac možda neće moći da ispuni svoju ugovornu obavezu jer je doživeo pad obima prodaje zbog pogoršanja ekonomskih uslova na tržištu.)
MATCH@M:(The accounting practice uses two methods to define uncollected receivables:===>Racunovodstvena praksa koristi dve metode za odredivanje nenaplativog potraživanja:)
MATCH@E:(The accounting practice uses two methods to define uncollected receivables: 1.===>Računovodstvena praksa koristi dve metode za određivanje nenaplativog potraživanja:)
MATCH@M:(1.	Estimate of the management (In estimating uncollected receivables the management needs the information support of the financial-accounting and legal sectors in the company); and===>1.	Procena rukovodstva (Za podršku rukovodstvu u proceni nenaplativih potraživanja neophodna je informaciona podrška Finansijsko-racunovod-stvene i pravne službe u preduzecu); i)
MATCH@E:(Estimate of the management (In estimating uncollected receivables the management needs the information support of the financial-accounting and legal sectors in the company); and 2.===>1. ~~~ Procena rukovodstva (Za podršku rukovodstvu u proceni nenaplativih potraživanja neophodna je informaciona podrška Finansijsko-računovodstvene i pravne službe u preduzeću); i 2.)
MATCH@M:(Unlike the former method, this method allows for a better reconciliation of incomes and expenditures in the income statement.===>Time se, za razliku od prve metode, omogucava bolje usaglašavanje rashoda i prihoda u bilansu uspeha.)
MATCH@E:(Unlike the former method, this method allows for a better reconciliation of incomes and expenditures in the income statement.===>Time se, za razliku od prve metode, omogućava bolje usaglašavanje rashoda i prihoda u bilansu uspeha.)
MATCH@M:(It is important to note that in identifying the risks for the receivables from customers balance sheet position the auditors especially focus upon the following moments in the testing phase: a) the company (partnership) failed to adequately defer incomes from sales, hence the incomes from sales and receivables from customers are overrated; b) the company failed to apply correctly or did not apply at all the correct exchange rate to exports receivables (receivables from customers in foreign exchange); and c) the company (partnership) failed to test the negotiability of the receivables, that is, failed to calculate the correction of the value in accordance with the ruling accounting policies.===>Bitno je naglasiti i to da su za revizore u toku identifikovanja rizika za bilansnu poziciju potraživanja od kupaca bitni sledeci momenti u fazi testiranja: a) preduzece (društvo) nije adekvatno razgranicilo prihode od prodaje, te su time precenjeni prihodi od prodaje i potraživanja od kupaca; b) nije uopšte ili ispravno uradeno kursiranje ino-potraživa-nja (potraživanja od kupaca u stranoj valuti) i c) pred-uzece (društvo) nije testiralo naplativost potraživanja, odnosno nije obracunalo ispravku vrednosti saglasno važecim racunovodstvenim politikama.)
MATCH@E:(The percentage of due receivables, i.e., more than 60 or 180 days, i.e., in accordance with the accounting policy. tors especially focus upon the following moments in the testing phase: a) the company (partnership) failed to adequately defer incomes from sales, hence the incomes from sales and receivables from customers are overrated; b) the company failed to apply correctly or did not apply at all the correct exchange rate to exports receivables (receivables from customers in foreign exchange); and c) the company (partnership) failed to test the negotiability of the receivables, that is, failed to calculate the correction of the value in accordance with the ruling accounting policies.===>Kao procenat dospelih potraživanja, tj. više od 60 dana ili 180 dana, tj. u skladu sa računovodstvenom politikom.)
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BAD_LINE_M:It is important to note that in identifying the risks for the receivables from customers balance sheet position the auditors especially focus upon the following moments in the testing phase: a) the company (partnership) failed to adequately defer incomes from sales, hence the incomes from sales and receivables from customers are overrated; b) the company failed to apply correctly or did not apply at all the correct exchange rate to exports receivables (receivables from customers in foreign exchange); and c) the company (partnership) failed to test the negotiability of the receivables, that is, failed to calculate the correction of the value in accordance with the ruling accounting policies.
BAD_LINE_M:Bitno je naglasiti i to da su za revizore u toku identifikovanja rizika za bilansnu poziciju potraživanja od kupaca bitni sledeci momenti u fazi testiranja: a) preduzece (društvo) nije adekvatno razgranicilo prihode od prodaje, te su time precenjeni prihodi od prodaje i potraživanja od kupaca; b) nije uopšte ili ispravno uradeno kursiranje ino-potraživa-nja (potraživanja od kupaca u stranoj valuti) i c) pred-uzece (društvo) nije testiralo naplativost potraživanja, odnosno nije obracunalo ispravku vrednosti saglasno važecim racunovodstvenim politikama.
BAD_LINE_E:The percentage of due receivables, i.e., more than 60 or 180 days, i.e., in accordance with the accounting policy. tors especially focus upon the following moments in the testing phase: a) the company (partnership) failed to adequately defer incomes from sales, hence the incomes from sales and receivables from customers are overrated; b) the company failed to apply correctly or did not apply at all the correct exchange rate to exports receivables (receivables from customers in foreign exchange); and c) the company (partnership) failed to test the negotiability of the receivables, that is, failed to calculate the correction of the value in accordance with the ruling accounting policies.
BAD_LINE_E:Kao procenat dospelih potraživanja, tj. više od 60 dana ili 180 dana, tj. u skladu sa računovodstvenom politikom.
MATCH@M:(It is of special importance that the managers in the company, supported by the financial accounting function, identify their economic liability and the social importance of auditing and submit valid data to the persons conducting external auditing.)===>Od posebne važnosti je da menadžeri u preduzecu uz podršku ra-cunovodstveno-finansijske funkcije prepoznaju svoju ekonomsku obavezu i društveni znacaj revizije, te u tom smislu pružaju validne podatke licima koja obavljaju poslove eksterne revizije.))
MATCH@E:(It is of special importance that the managers in the company, supported by the financial accounting function, identify their economic liability and the social importance of auditing and submit valid data to the persons conducting external auditing.)===>Za otpis nenaplativog potraživanja mogu se koristiti dve metode: (1) metoda direktnog otpisivanja i (2) metoda usaglašavanja. prihodi od prodaje i potraživanja od kupaca; b) nije uopšte ili ispravno urađeno kursiranje ino-potraživanja (potraživanja od kupaca u stranoj valuti) i c) preduzeće (društvo) nije testiralo naplativost potraživanja, odnosno nije obračunalo ispravku vrednosti saglasno važećim računovodstvenim politikama.)
BAD_LINE_=============================================================
BAD_LINE_M:It is of special importance that the managers in the company, supported by the financial accounting function, identify their economic liability and the social importance of auditing and submit valid data to the persons conducting external auditing.)
BAD_LINE_M:Od posebne važnosti je da menadžeri u preduzecu uz podršku ra-cunovodstveno-finansijske funkcije prepoznaju svoju ekonomsku obavezu i društveni znacaj revizije, te u tom smislu pružaju validne podatke licima koja obavljaju poslove eksterne revizije.)
BAD_LINE_E:It is of special importance that the managers in the company, supported by the financial accounting function, identify their economic liability and the social importance of auditing and submit valid data to the persons conducting external auditing.)
BAD_LINE_E:Za otpis nenaplativog potraživanja mogu se koristiti dve metode: (1) metoda direktnog otpisivanja i (2) metoda usaglašavanja. prihodi od prodaje i potraživanja od kupaca; b) nije uopšte ili ispravno urađeno kursiranje ino-potraživanja (potraživanja od kupaca u stranoj valuti) i c) preduzeće (društvo) nije testiralo naplativost potraživanja, odnosno nije obračunalo ispravku vrednosti saglasno važećim računovodstvenim politikama.
MATCH@M:(The result is that the estimated percentage of uncollected receivables rises in accordance with the number of days by the currency.===>Kao rezultat ovoga, procenjeni procenat nenaplacenih potraživanja se povecava u skladu sa brojem dana preko valute.)
MATCH@E:(The result is that the estimated percentage of uncollected receivables rises in accordance with the number of days by the currency.===>Kao rezultat ovoga, procenjeni procenat nenaplaćenih potraživanja se povećava u skladu sa brojem dana preko valute.)
MATCH@M:(Under the International Financial Reporting Standards - IFRS 8 - the business segments within the information on the segments to be disclosed include the information on the key customers, since they are the source of a significant risk concentration.===>Prema Medunarodnom standardu finansijskog izve-štavanja - IFRS 8 - segmenti poslovanja, u okviru informacija o segmentima koje treba obelodaniti, nalaze se informacije o glavnim kupcima, jer oni predstavljaju znacajnu koncentraciju rizika.)
MATCH@E:(Under the International Financial Reporting Standards IFRS 8 the business segments within the information on the segments to be disclosed include the information on the key customers, since they are the source of a significant risk concentration.===>Prema Međunarodnom standardu finansijskog izveštavanja IFRS 8 segmenti poslovanja, u okviru informacija o segmentima koje treba obelodaniti, nalaze se informacije o glavnim kupcima, jer oni predstavljaju značajnu koncentraciju rizika. 3.)
MATCH@M:(A critical point in the process is making a decision as to who qualifies to be granted a credit and who does not.===>U tom smislu, kriticnu tacku u tom procesu predstavlja odluka o tome, kome treba odobriti kredit, a kome ne.)
MATCH@E:(A critical point in the process is making a decision as to who qualifies to be granted a credit and who does not.===>U tom smislu, kritičnu tačku u tom procesu predstavlja odluka o tome, kome treba odobriti kredit, a kome ne.)
MATCH@M:(If the credit policy is too strict, it may result in the fall of sales; however, if it is too “loose“, the company may grant a credit to a customer who will pay it off either very late or never.===>Ukoliko je kreditna politika suviše oštra, može dovesti do pada obima prodaje, a ukoliko je suviše „labava“, može dovesti preduzece u situaciju da odobri kredit nekom kupcu koji ce platiti ili veoma kasno ili nikada.)
MATCH@E:(If the credit policy is too strict, it may result in the fall of sales; however, if it is too loose, the company may grant a credit to a customer who will pay it off either very late or never.===>Ukoliko je kreditna politika suviše oštra, može dovesti do pada obima prodaje, a ukoliko je suviše la bava, može dovesti preduzeće u situaciju da odobri kredit nekom kupcu koji će platiti ili veoma kasno ili nikada.)
MATCH@M:(The basics of the credit policy are the following:===>Osnovni elementi kreditne politike jesu:)
MATCH@E:(The basics of the credit policy are the following: 1.===>Osnovni elementi kreditne politike jesu: ~~~ 1.)
MATCH@M:(1.	Conditions of sale;===>1.	Uslovi prodaje;)
MATCH@E:(Conditions of sale; 2.===>Uslovi prodaje; 2.)
MATCH@M:(2.	Credit standards and their analysis; and===>2.	Kreditni standardi i njihova analiza; i)
MATCH@E:(Credit standards and their analysis; and 3.===>Kreditni standardi i njihova analiza; i 3.)
MATCH@M:(3.	Receivables collection policy.===>3.	Politika naplate potraživanja.)
MATCH@E:(Receivables collection policy.===>Politika naplate potraživanja.)
MATCH@M:(The conditions of sale mean that the following ahve to be defined: 1) the credit period, 2) the discount period, 3) discount for cash, and 4) credit instruments.===>Pod uslovima prodaje podrazumeva se odredivanje: 1) kreditnog perioda, 2) diskontnog perioda, 3) kasa-skonta, i 4) kreditnih instrumenata.)
MATCH@E:(The conditions of sale mean that the following ahve to be defined: 1) the credit period, 2) the discount period, 3) discount for cash, and 4) credit instruments.===>Pod uslovima prodaje podrazumeva se određivanje: ~~~ 1) kreditnog perioda, 2) diskontnog perioda, 3) kasaskonta, i 4) kreditnih instrumenata.)
MATCH@M:(Usual in the business practice are deferred payments in a defined term whose time span is conditioned by a usual business practice, by the stability of economic conditions, by the business stability of a company, etc.===>U poslovnoj praksi uobicajena su odložena placanja u odredenom roku cija je dužina uslovljena uobicajenom poslovnom praksom, stabilnosti ekonomskih prilika, poslovne stabilnosti jednog preduzeca i drugo.)
MATCH@E:(Usual in the business practice are deferred payments in a defined term whose time span is conditioned by a usual business practice, by the stability of economic conditions, by the business stability of a company, etc.===>U poslovnoj praksi uobičajena su odložena plaćanja u određenom roku čija je dužina uslovljena uobičajenom poslovnom praksom, stabilnosti ekonomskih prilika, poslovne stabilnosti jednog preduzeća i drugo.)
MATCH@M:(The length of the credit period is affected by various factors such as: demand, profitability and standardization, credit risk, competition, sales volume, customer type, etc.===>Na dužinu kreditnog perioda uticu razni faktori kao što su: tražnja, profitabilnost i standardizovanost, kreditni rizik, konkurencija, volumen prodaje, tip kupaca i drugo.)
MATCH@E:(The length of the credit period is affected by various factors such as: demand, profitability and standardization, credit risk, competition, sales volume, customer type, etc.===>Na dužinu kreditnog perioda utiču razni faktori kao što su: tražnja, profitabilnost i standardizovanost, kreditni rizik, konkurencija, volumen prodaje, tip kupaca i drugo.)
MATCH@M:(The discount period is a period during which the customers qualify for a discount for cash that is a discount on the sales price of the product, goods and services granted to the customer who observes the terms of payment and pays timely.===>Diskontni period predstavlja period u okviru koga kupci mogu da koriste kasa-skonto koji predstavlja popust na prodajnu cenu proizvoda, robe i usluge, koji se odobrava kupcu ukoliko plati u tom roku.)
MATCH@E:(The discount period is a period during which the customers qualify for a discount for cash that is a discount on the sales price of the product, goods and services granted to the customer who observes the terms of payment and pays timely.===>Diskontni period predstavlja period u okviru koga kupci mogu da koriste kasa-skonto koji predstavlja popust na prodajnu cenu proizvoda, robe i usluge, koji se odobrava kupcu ukoliko plati u tom roku.)
MATCH@M:(The credit instruments are the records on indebtedness.===>Kreditni instrumenti predstavljaju evidenciju o zaduženosti.)
MATCH@E:(The credit instruments are the records on indebtedness.===>Kreditni instrumenti predstavljaju evidenciju o zaduženosti.)
MATCH@M:(The most frequently encountered credit instrument is the invoice with the delivery note sent to the customer together with the products and signed by the customer as the evidence that he has received the goods or products.===>Najcešce je formalni instrument kredita faktura (racun - invoice) sa otpremnicom koja se šalje zajedno sa proizvodima i robom kupcima, i koju kupac potpisuje kao dokaz da je preuzeo robu ili proizvode.)
MATCH@E:(The most frequently encountered credit instrument is the invoice with the delivery note sent to the customer together with the products and signed by the customer as the evidence that he has received the goods or products.===>Najčešće je formalni instrument kredita faktura (račun invoice) sa otpremnicom koja se šalje zajedno sa proizvodima i robom kupcima, i koju kupac potpisuje kao dokaz da je preuzeo robu ili proizvode.)
MATCH@M:(The credit policy is linked with the company’s marketing strategy.===>Kreditna politika je veoma povezana sa marketing strategijom konkretnog preduzeca.)
MATCH@E:(The credit policy is linked with the companys marketing strategy.===>Kreditna politika je veoma povezana sa marketing strategijom konkretnog preduzeća.)
MATCH@M:(The best way to increase the income is to attract a larger number of customers or increase the volume of sale.===>Najbolji nacin za povecanje prihoda jeste pridobijanje veceg broja kupaca ili povecanje obima prodaje.)
MATCH@E:(The best way to increase the income is to attract a larger number of customers or increase the volume of sale.===>Najbolji način za povećanje prihoda jeste pridobijanje većeg broja kupaca ili povećanje obima prodaje.)
MATCH@M:(For that purpose, it is necessary that the company should implement a consistent marketing strategy that finds an adequate customer profile for the product or a service provided by the company.===>U tu svrhu, neophodno je primenjivati doslednu marketing strategiju koja pronalazi odgovarajuci profil kupca za proizvod ili uslugu preduzeca.)
MATCH@E:(For that purpose, it is necessary that the company should implement a consistent marketing strategy that finds an adequate customer profile for the product or a service provided by the company.===>U tu svrhu, neophodno je primenjivati doslednu marketing strategiju koja pronalazi odgovarajući profil kupca za proizvod ili uslugu preduzeća.)
MATCH@M:(In creating the sales policy it is necessary that selected marketing strategies for increasing the number of customers should be observed, for example: 1) attracting new customers in order to increase the market share; 2) in-craesing the market demand by drawing a larger number of customers to the market, and 3) capturing new markets in order to increase the number of customers.===>Prilikom kreiranja prodajne politike, neophodno je da se uvaže odabrane marketing strategije za povecanje broja kupaca kao na primer: 1) privlacenje novih kupaca radi povecanja ucešca na tržištu, 2) povecanje zahteva tržišta dovodenjem veceg broja kupaca na tržište i 3) osvajanje novih tržišta kako bi se povecao broj novih kupaca.)
MATCH@E:(In creating the sales policy it is necessary that selected marketing strategies for increasing the number of customers should be observed, for example: 1) attracting new customers in order to increase the market share; 2) incraesing the market demand by drawing a larger number of customers to the market, and 3) capturing new markets in order to increase the number of customers.===>Prilikom kreiranja prodajne politike, neophodno je da se uvaže odabrane marketing strategije za povećanje broja kupaca kao na primer: ~~~ 1) privlačenje novih kupaca radi povećanja učešća na tržištu, 2) povećanje zahteva tržišta dovođenjem većeg broja kupaca na tržište i 3) osvajanje novih tržišta kako bi se povećao broj novih kupaca.)
MATCH@M:(If companies wish to reduce losses in sales, they may reduce the standard conditions for granting credit.===>Ukoliko preduzeca žele da smanje gubitke u prodaji mogu da redukuju standardne uslove za odobravanje kredita.)
MATCH@E:(If companies wish to reduce losses in sales, they may reduce the standard conditions for granting credit.===>Ukoliko preduzeća žele da smanje gubitke u prodaji mogu da redukuju standardne uslove za odobravanje kredita.)
MATCH@M:(They even may demand from certain customers to provide letters of credit (in this country, letters of credit are generally used in external transactions) or bank guarantees.===>Ona mogu cak i da zahtevaju od pojedinih kupaca da obezbede akreditive (u našoj zemlji, akreditivi se uglavnom koriste u odnosima sa inostran-stvom) ili bankarske garancije.)
MATCH@E:(They even may demand from certain customers to provide letters of credit (in this country, letters of credit are generally used in external transactions) or bank guarantees.===>Ona mogu čak i da zahtevaju od pojedinih kupaca da obezbede akreditive (u našoj zemlji, akreditivi se uglavnom koriste u odnosima sa inostranstvom) ili bankarske garancije.)
MATCH@M:(A letter of credit is such an instrument of payment by which the issuing bank, i.e., the originating bank is bound to effect the payment or authorise another bank (correspondent bank) to pay to the third party - the beneficiary of the letter of credit, upon the advice of the instructing party, on commission - on its own behalf and for the benefit of the client-customer, or for its own benefit (on its own behalf and benefit), on the basis of signed documents and according to contracted conditions (or without documents).===>Akreditiv predstavlja instrument placanja kojim se banka izdavalac tj. akre-ditivna banka obavezuje da po nalogu nalogodavca, komisiono - u svoje ime, a za racun komitenta-klijen-ta, ili za sopstveni racun (u svoje ime i za svoj racun) na osnovu dogovorenih dokumenata prema ugovorenim uslovima (ili bez dokumenata) obavi placanje ili da ovlašcenje drugoj banci (korespodentna banka) da izvrši placanje trecem licu - korisniku akreditiva.)
MATCH@E:(A letter of credit is such an instrument of payment by which the issuing bank, i.e., the originating bank is bound to effect the payment or authorise another bank (correspondent bank) to pay to the third party the beneficiary of the letter of credit, upon the advice of the instructing party, on commission on its own behalf and for the benefit of the client-customer, or for its own benefit (on its own behalf and benefit), on the basis of signed documents and according to contracted conditions (or without documents).===>Akreditiv predstavlja instrument plaćanja kojim se banka izdavalac tj. akreditivna banka obavezuje da po nalogu nalogodavca, komisiono u svoje ime, a za račun komitenta-klijenta, ili za sopstveni račun (u svoje ime i za svoj račun) na osnovu dogovorenih dokumenata prema ugovorenim uslovima (ili bez dokumenata) obavi plaćanje ili dâ ovlašćenje drugoj banci (korespodentna banka) da izvrši plaćanje trećem licu korisniku akreditiva.)
MATCH@M:(Under the Obligation law, the bank guarantee is a written statement by which the bank is obliged to pay the due sum to the guarantee beneficiary in case the third party does not fulfill its obligation on maturity, and on condition the conditions stated in the guarantee are satisfied.===>Bankarska garancija prema Zakonu o obligacionim odnosima predstavlja pismenu izjavu kojom se banka obavezuje prema primaocu garancije korisniku da ce mu u slucaju da mu trece lice ne ispuni obavezu o dospe-losti, izmiriti obavezu ako budu ispunjeni uslovi navedeni u garanciji.)
MATCH@E:(Under the Obligation law, the bank guarantee is a written statement by which the bank is obliged to pay the due sum to the guarantee beneficiary in case the third party does not fulfill its obligation on maturity, and on condition the conditions stated in the guarantee are satisfied.===>Bankarska garancija prema Zakonu o obligacionim odnosima predstavlja pismenu izjavu kojom se banka obavezuje prema primaocu garancije korisniku da će mu u slučaju da mu treće lice ne ispuni obavezu o dospelosti, izmiriti obavezu ako budu ispunjeni uslovi navedeni u garanciji.)
MATCH@M:(High risk bearing customers may be required to pay a larger portion of the sum in cash prior to the delivery of goods or products or prior to the service delivery.===>Od izuzetno rizicnih kupaca, može se zahtevati da veci deo plate u gotovini pre momenta isporuke robe i proizvoda ili realizacije usluge.)
MATCH@E:(High risk bearing customers may be required to pay a larger portion of the sum in cash prior to the delivery of goods or products or prior to the service delivery.===>Od izuzetno rizičnih kupaca, može se zahtevati da veći deo plate u gotovini pre momenta isporuke robe i proizvoda ili realizacije usluge.)
MATCH@M:(Besides, the companies may demand that banks and suppliers issue references on the basis of which they can rate the customers’ financial solvency.===>Pored toga, preduzeca mogu da zahtevaju reference od banaka i dobavljaca, kako bi odredila njihovu platežnu sposobnost.)
MATCH@E:(Besides, the companies may demand that banks and suppliers issue references on the basis of which they can rate the customers financial solvency.===>Pored toga, preduzeća mogu da zahtevaju reference od banaka i dobavljača, kako bi odredila njihovu platežnu sposobnost.)
MATCH@M:(In case of new customers, it is important that their references are closely examined, whereas for the existing customers it is important that their financial solvency is checked periodically.===>Za nove kupce je posebno važno detaljno ispitati njihove reference a za postojece kupce je bitno periodicno proveravati finansijske mogucnosti (statuse) postojecih kupaca.)
MATCH@E:(In case of new customers, it is important that their references are closely examined, whereas for the existing customers it is important that their financial solvency is checked periodically.===>Za nove kupce je posebno važno detaljno ispitati njihove reference a za postojeće kupce je bitno periodično proveravati finansijske mogućnosti (statuse) postojećih kupaca.)
MATCH@M:(The companies may grant a hire-purchase sale in exchange for the formal credit instruments already mentioned as a form of accounts receivables - known as bills of exchange.===>Preduzeca mogu da odobre prodaju na kredit u zame-nu za formalne kreditne instrumente vec pomenute kao oblik potraživanja od kupaca - poznate kao menice.)
MATCH@E:(Š3Ë The companies may grant a hire-purchase sale in exchange for the formal credit instruments already mentioned as a form of accounts receivables known as bills of exchange.===>Š3Ë Preduzeća mogu da odobre prodaju na kredit u zamenu za formalne kreditne instrumente već pomenute kao oblik potraživanja od kupaca poznate kao menice.)
MATCH@M:(A bill of exchange is a written promise that a defined amount of money will be paid on request or in a defined time.===>Menica predstavlja pisano obecanje da ce odredeni iznos novca biti placen po zahtevu ili u odredeno vreme.)
MATCH@E:(A bill of exchange is a written promise that a defined amount of money will be paid on request or in a defined time.===>Menica predstavlja pisano obećanje da će određeni iznos novca biti plaćen po zahtevu ili u određeno vreme.)
MATCH@M:(Bills of exchange are used in cases where the value of the business transaction exceeds the usual limits as well as in clearing the uncollected receivables.===>Menice se koriste u slucajevima kada vrednost poslovne transakcije prevazilazi uobicajene limite i prilikom saldiranja nenaplacenih potraživanja.)
MATCH@E:(Bills of exchange are used in cases where the value of the business transaction exceeds the usual limits as well as in clearing the uncollected receivables.===>Menice se koriste u slučajevima kada vrednost poslovne transakcije prevazilazi uobičajene limite i prilikom saldiranja nenaplaćenih potraživanja.)
MATCH@M:(The bill of exchange states a nominal amount that incorporates the sum due and the interest receivable.===>Meni-ca glasi na nominalni iznos koji inkorporira iznos potraživanja i obracunatu kamatu.)
MATCH@E:(The bill of exchange states a nominal amount that incorporates the sum due and the interest receivable.===>Menica glasi na nominalni iznos koji inkorporira iznos potraživanja i obračunatu kamatu.)
MATCH@M:(Bills of exchange can be stored until their maturity date and then the value of the bill - receivables from the customer with accrued interest is due to be collected.===>Menice se mogu cuvati do njihovog datuma dospeca, i tada vrednost menice - potraživanje od kupaca uvecano za kamatu prispeva na naplatu.)
MATCH@E:(Bills of exchange can be stored until their maturity date and then the value of the bill receivables from the customer with accrued interest is due to be collected.===>Menice se mogu čuvati do njihovog datuma dospeća, i tada vrednost menice potraživanje od kupaca uvećano za kamatu prispeva na naplatu.)
MATCH@M:(If the drawee fails to answer his obligations, the drawer (person to be paid) has to take appropriate steps.===>Ukoliko se desi da trasat menice (platac) ne izvrši svoje obaveze, transant (lice kome treba da bude placeno) mora da pri-meni odgovarajuce mere.)
MATCH@E:(If the drawee fails to answer his obligations, the drawer (person to be paid) has to take appropriate steps.===>Ukoliko se desi da trasat menice (platac) ne izvrši svoje obaveze, transant (lice kome treba da bude plaćeno) mora da primeni odgovarajuće mere.)
MATCH@M:(The bill of exchange is paid when the drawee pays the total sum on the date if its maturity.===>Menica je isplacena kada je trasat isplati u celosti na dan njenog dospeca.)
MATCH@E:(The bill of exchange is paid when the drawee pays the total sum on the date if its maturity.===>Menica je isplaćena kada je trasat isplati u celosti na dan njenog dospeća.)
MATCH@M:(It is the obligation of companies to state their accounts receivable in their financial statements correctly.===>Preduzeca bi trebalo da u finansijskim izveštajima pravilno iskazuju potraživanja od kupaca.)
MATCH@E:(It is the obligation of companies to state their accounts receivable in their financial statements correctly.===>Preduzeća bi trebalo da u finansijskim izveštajima pravilno iskazuju potraživanja od kupaca.)
MATCH@M:(It is especially important that quality and risky and contested receivables be stated separately so that the financial statement at the end of the period, or balance sheet, should show a realistic state of the assets.===>Posebno je važno da se odvojeno prikazuju kvalitetna a posebno ugrožena - sumnjiva i sporna potraživanja, kako bi iz-veštaj o finansijskoj poziciji na kraju perioda tj. bilans stanja prikazivao realnu sliku imovine.)
MATCH@E:(It is especially important that quality and risky and contested receivables be stated separately so that the financial statement at the end of the period, or balance sheet, should show a realistic state of the assets.===>Posebno je važno da se odvojeno prikazuju kvalitetna a posebno ugrožena sumnjiva i sporna potraživanja, kako bi izveštaj o finansijskoj poziciji na kraju perioda tj. bilans stanja prikazivao realnu sliku imovine.)
MATCH@M:(The credit standards are the minimum conditions the customer has to fulfill in order that he should be granted to buy on credit.===>Kreditni standardi predstavljaju minimalne uslove koje kupac mora da ispuni da bi mu se odobrila prodaja na kredit.)
MATCH@E:(The credit standards are the minimum conditions the customer has to fulfill in order that he should be granted to buy on credit.===>Kreditni standardi predstavljaju minimalne uslove koje kupac mora da ispuni da bi mu se odobrila prodaja na kredit.)
MATCH@M:(Here it is important to analyse the customer’s character on the basis of how he answered his financial obligations to the suppliers in the previous period, as well as whether suppliers have any disputes in court with him and if so, how they were resolved.===>U tom smislu, posebno je važno analizirati karakter kupca na osnovu toga kako je izvršavao fi-nansijske obaveze prema dobavljacima u prethodnom periodu, kao i to da li dobavljaci protiv njega vode sudske sporove i u ciju korist su oni rešeni.)
MATCH@E:(Here it is important to analyse the customers character on the basis of how he answered his financial obligations to the suppliers in the previous period, as well as whether suppliers have any disputes in court with him and if so, how they were resolved.===>U tom smislu, posebno je važno analizirati karakter kupca na osnovu toga kako je izvršavao finansijske obaveze prema dobavljačima u prethodnom periodu, kao i to da li dobavljači protiv njega vode sudske sporove i u čiju korist su oni rešeni. žno sposobnih potrošača.)
MATCH@M:(The credit analysis is about collecting credit information on the customer, followed by an analysis.===>Kreditna analiza obuhvata prikupljanje kreditnih informacija o kupcu, a potom i njihovu analizu.)
MATCH@E:(The credit analysis is about collecting credit information on the customer, followed by an analysis.===>Kreditna analiza obuhvata prikupljanje kreditnih informacija o kupcu, a potom i njihovu analizu.)
MATCH@M:(The credit granting companies should define the payment period and present it to their customers, with special attention paid to the terms of payment offered by the competition.===>Preduzeca koja odobravaju kredite treba da definišu period otplate i da ga prezentuju svojim kupcima, pri cemu posebno moraju da vode racuna o rokovima pla-danja koje daju konkurenti.)
MATCH@E:(The credit granting companies should define the payment period and present it to their customers, with special attention paid to the terms of payment offered by the competition.===>Preduzeća koja odobravaju kredite treba da definišu period otplate i da ga prezentuju svojim kupcima, pri čemu posebno moraju da vode računa o rokovima plaćanja koje daju konkurenti.)
MATCH@M:(For example, they may grant the same terms as the competition and simultaneously offer a substantial discount to the customers who effected their payments in a period shorter than the credit period granted.===>Primera radi, može se dati isti rok kao kod konkurenata, ali istovremeno i ponuditi znacajan popust za one kupce koji bi obavezu izmirili u kradem roku od kreditiranog.)
MATCH@E:(For example, they may grant the same terms as the competition and simultaneously offer a substantial discount to the customers who effected their payments in a period shorter than the credit period granted.===>Primera radi, može se dati isti rok kao kod konkurenata, ali istovremeno i ponuditi značajan popust za one kupce koji bi obavezu izmirili u kraćem roku od kreditiranog.)
MATCH@M:(The commercial credit is an important instrument of financing a company and has so far been thoroughly studied in the relevant literature; however, the focus was upon financial subtleties.===>Trgovinski kredit je važan instrument finansiranja preduzeda i do sada je u relevantnoj strucnoj literaturi detaljno istraživan ali je fokus bio na finansijskim supstitutima.)
MATCH@E:(The commercial credit is an important instrument of financing a company and has so far been thoroughly studied in the relevant literature; however, the focus was upon financial subtleties.===>Trgovinski kredit je važan instrument finansiranja preduzeća i do sada je u relevantnoj stručnoj literaturi detaljno istraživan ali je fokus bio na finansijskim supstitutima.)
MATCH@M:(For an adequate receivables management, it is of special importance that a model should be created to identify the response to obligations to suppliers as well as receivables from the customers in case of the changes in the costs of stock, profitability, risk and solvency, respecting all the specific features of the concrete company along the way.===>Za adekvatno upravljanje potraživanjima, od posebne važnosti je da se kreira model koji treba da identifikuje odgovor na obaveze prema dobavljacima i potraživanja od kupaca, prema promenama u troškovima zaliha, profitabilnosti, riziku i likvidnosti, respektujuci pritom, sve specificnosti konkretnog preduzeda.)
MATCH@E:(For an adequate receivables management, it is of special importance that a model should be created to identify the response to obligations to suppliers as well as receivables from the customers in case of the changes in the costs of stock, profitability, risk and solvency, respecting all the specific features of the concrete company along the way. turnover and 2) the average receivables collection period.===>Za adekvatno upravljanje potraživanjima, od posebne važnosti je da se kreira model koji treba da identifikuje odgovor na obaveze prema dobavljačima i potraživanja od kupaca, prema promenama u troškovima zaliha, profitabilnosti, riziku i likvidnosti, respektujući pritom, sve specifičnosti konkretnog preduzeća.)
MATCH@M:(When problem customers are identified, the company takes steps to notify them by phone, in writing, and finally by taking them to court.===>Kada se uoce problematicni kupci, preduzece preduzi-ma mere da ih opomene putem telefonskih poziva, dopisa a u poslednjoj iteraciji i sudskim tužbama.)
MATCH@E:(When problem customers are identified, the company takes steps to notify them by phone, in writing, and finally by taking them to court.===>Za procenu likvidnosti potraživanja od kupaca, odnosno procenu podataka o naplati koriste se dva finansijska racija i to:)
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BAD_LINE_M:When problem customers are identified, the company takes steps to notify them by phone, in writing, and finally by taking them to court.
BAD_LINE_M:Kada se uoce problematicni kupci, preduzece preduzi-ma mere da ih opomene putem telefonskih poziva, dopisa a u poslednjoj iteraciji i sudskim tužbama.
BAD_LINE_E:When problem customers are identified, the company takes steps to notify them by phone, in writing, and finally by taking them to court.
BAD_LINE_E:Za procenu likvidnosti potraživanja od kupaca, odnosno procenu podataka o naplati koriste se dva finansijska racija i to:
MATCH@M:(The company will, for example, decide on offering a trade discount after it has defined the opportunity cost of using the discounts offered.===>Da li ce recimo preduzece odobriti rabat, odlucice na osnovu utvrdivanja oportunitetnog troška iskorišcavanja ponudenih rabata.)
MATCH@E:(The company will, for example, decide on offering a trade discount after it has defined the opportunity cost of using the discounts offered.===>Ukoliko je ovaj koeficijent viši, znači da se brže, odnosno efikasnije prikuplja gotovina.)
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BAD_LINE_M:The company will, for example, decide on offering a trade discount after it has defined the opportunity cost of using the discounts offered.
BAD_LINE_M:Da li ce recimo preduzece odobriti rabat, odlucice na osnovu utvrdivanja oportunitetnog troška iskorišcavanja ponudenih rabata.
BAD_LINE_E:The company will, for example, decide on offering a trade discount after it has defined the opportunity cost of using the discounts offered.
BAD_LINE_E:Ukoliko je ovaj koeficijent viši, znači da se brže, odnosno efikasnije prikuplja gotovina.
MATCH@M:(Namely, if the benefits from using such a discount are larger that the benefits the company would have if it engaged these assets in another alternative, the company will decide in favour of the discount.===>Naime, ukoliko je korist iskorišca-vanja ponudenog rabata veca od koristi koju bi pred-uzece ostvarilo ako bi ta sredstva angažovalo za neku drugu alternativu, preduzece ce odluciti da iskoristi taj rabat.)
MATCH@E:(Namely, if the benefits from using such a discount are larger that the benefits the company would have if it engaged these assets in another alternative, the company will decide in favour of the discount.===>Međutim, previsok obrt naplativih potraživanja može ukazivati i na to da je preoštra kreditna politika, odnosno da je rok kreditiranja kupaca prekratak, što može uzrokovati gubitak u prodaji dobrim potrošačima.)
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BAD_LINE_M:Namely, if the benefits from using such a discount are larger that the benefits the company would have if it engaged these assets in another alternative, the company will decide in favour of the discount.
BAD_LINE_M:Naime, ukoliko je korist iskorišca-vanja ponudenog rabata veca od koristi koju bi pred-uzece ostvarilo ako bi ta sredstva angažovalo za neku drugu alternativu, preduzece ce odluciti da iskoristi taj rabat.
BAD_LINE_E:Namely, if the benefits from using such a discount are larger that the benefits the company would have if it engaged these assets in another alternative, the company will decide in favour of the discount.
BAD_LINE_E:Međutim, previsok obrt naplativih potraživanja može ukazivati i na to da je preoštra kreditna politika, odnosno da je rok kreditiranja kupaca prekratak, što može uzrokovati gubitak u prodaji dobrim potrošačima.
MATCH@M:(One manner in which the companies retain the loyalty of their customers is to provide incentievs for purchasing goods or services in that the seller companies offer coupons - the so-called points the client can exchange for dicounted goods or services.===>Jedan od nacina preduzeca za održavanje lojalnosti klijenata je obezbedivanje podsticaja za kupovinu robe ili usluga, tako što preduzece - prodavac daje nagradne kupone - tzv. poene koje klijent može da za-meni za diskontovanu robu ili usluge.)
MATCH@E:(One manner in which the companies retain the loyalty of their customers is to provide incentievs for purchasing goods or services in that the seller companies offer coupons the so-called points the client can exchange for dicounted goods or services.===>Izračunavanje ovog pokazatelja vrši se pomoću sledećeg obrasca: ~~~ PPNP = BDG KOPK gde je: (2) PPNP Prosečan period naplate potraživanja od kupaca; BDG Broj dana u godini (365); KOPK Koeficijent obrta potraživanja od kupaca.)
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BAD_LINE_M:One manner in which the companies retain the loyalty of their customers is to provide incentievs for purchasing goods or services in that the seller companies offer coupons - the so-called points the client can exchange for dicounted goods or services.
BAD_LINE_M:Jedan od nacina preduzeca za održavanje lojalnosti klijenata je obezbedivanje podsticaja za kupovinu robe ili usluga, tako što preduzece - prodavac daje nagradne kupone - tzv. poene koje klijent može da za-meni za diskontovanu robu ili usluge.
BAD_LINE_E:One manner in which the companies retain the loyalty of their customers is to provide incentievs for purchasing goods or services in that the seller companies offer coupons the so-called points the client can exchange for dicounted goods or services.
BAD_LINE_E:Izračunavanje ovog pokazatelja vrši se pomoću sledećeg obrasca: ~~~ PPNP = BDG KOPK gde je: (2) PPNP Prosečan period naplate potraživanja od kupaca; BDG Broj dana u godini (365); KOPK Koeficijent obrta potraživanja od kupaca.
MATCH@M:(The coefficient of accounts receivables turnover serves to test the ability to raise cash from the financially solvent customers.===>Koeficijent obrta potraživanja od kupaca služi za testiranje sposobnosti da se prikupi gotovina od platežno sposobnih potrošaca.)
MATCH@E:(Š4Ë The coefficient of accounts receivables turnover serves to test the ability to raise cash from the financially solvent customers.===>Kada se uoče problematični kupci, preduzeće preduzima mere da ih opomene putem telefonskih poziva, dopisa a u poslednjoj iteraciji i sudskim tužbama.)
BAD_LINE_=============================================================
BAD_LINE_M:The coefficient of accounts receivables turnover serves to test the ability to raise cash from the financially solvent customers.
BAD_LINE_M:Koeficijent obrta potraživanja od kupaca služi za testiranje sposobnosti da se prikupi gotovina od platežno sposobnih potrošaca.
BAD_LINE_E:Š4Ë The coefficient of accounts receivables turnover serves to test the ability to raise cash from the financially solvent customers.
BAD_LINE_E:Kada se uoče problematični kupci, preduzeće preduzima mere da ih opomene putem telefonskih poziva, dopisa a u poslednjoj iteraciji i sudskim tužbama.
MATCH@M:(In other words, it shows the average of times per year the receivables are collected.===>Drugim recima, on pokazuje koliko se puta prosecno tokom godine naplate potraživanja.)
MATCH@E:(In other words, it shows the average of times per year the receivables are collected.===>Preduzeće u cilju poboljšanja uslova prodaje nudi širok spektar komercijalnih i finansijskih popusta.)
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BAD_LINE_M:In other words, it shows the average of times per year the receivables are collected.
BAD_LINE_M:Drugim recima, on pokazuje koliko se puta prosecno tokom godine naplate potraživanja.
BAD_LINE_E:In other words, it shows the average of times per year the receivables are collected.
BAD_LINE_E:Preduzeće u cilju poboljšanja uslova prodaje nudi širok spektar komercijalnih i finansijskih popusta.
MATCH@M:(A higher coefficient means that cash is collected faster or more efficiently.===>Ukoliko je ovaj koeficijent viši, znaci da se brže, odnosno efikasnije prikuplja gotovina.)
MATCH@E:(A higher coefficient means that cash is collected faster or more efficiently.===>Naime, ukoliko je korist iskorišćavanja ponuđenog rabata veća od koristi koju bi preduzeće ostvarilo ako bi ta sredstva angažovalo za neku drugu alternativu, preduzeće će odlučiti da iskoristi taj rabat.)
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BAD_LINE_M:A higher coefficient means that cash is collected faster or more efficiently.
BAD_LINE_M:Ukoliko je ovaj koeficijent viši, znaci da se brže, odnosno efikasnije prikuplja gotovina.
BAD_LINE_E:A higher coefficient means that cash is collected faster or more efficiently.
BAD_LINE_E:Naime, ukoliko je korist iskorišćavanja ponuđenog rabata veća od koristi koju bi preduzeće ostvarilo ako bi ta sredstva angažovalo za neku drugu alternativu, preduzeće će odlučiti da iskoristi taj rabat.
MATCH@M:(A too high turnover of negotiable receivables, however, may show that the credit policy is too strict, or that the credit period is too short, which may cause a loss in sales to good customers.===>Medutim, previsok obrt naplativih potraživanja može ukazivati i na to da je preoštra kreditna politika, odnosno da je rok kreditiranja kupaca prekratak, što može uzrokovati gubitak u prodaji dobrim potrošacima.)
MATCH@E:(A too high turnover of negotiable receivables, however, may show that the credit policy is too strict, or that the credit period is too short, which may cause a loss in sales to good customers.===>Jedan od načina preduzeća za održavanje lojalnosti klijenata je obezbeđivanje podsticaja za kupovinu robe ili usluga, tako što preduzeće prodavac daje nagradne kupone tzv. poene koje klijent može da zameni za diskontovanu robu ili usluge.)
BAD_LINE_=============================================================
BAD_LINE_M:A too high turnover of negotiable receivables, however, may show that the credit policy is too strict, or that the credit period is too short, which may cause a loss in sales to good customers.
BAD_LINE_M:Medutim, previsok obrt naplativih potraživanja može ukazivati i na to da je preoštra kreditna politika, odnosno da je rok kreditiranja kupaca prekratak, što može uzrokovati gubitak u prodaji dobrim potrošacima.
BAD_LINE_E:A too high turnover of negotiable receivables, however, may show that the credit policy is too strict, or that the credit period is too short, which may cause a loss in sales to good customers.
BAD_LINE_E:Jedan od načina preduzeća za održavanje lojalnosti klijenata je obezbeđivanje podsticaja za kupovinu robe ili usluga, tako što preduzeće prodavac daje nagradne kupone tzv. poene koje klijent može da zameni za diskontovanu robu ili usluge.
MATCH@M:(The average collection period serves to track the average time the debtors need to pay their dues.===>Prosecan period naplate potraživanja od kupaca služi za pracenje prosecnog vremena koje je neophodno dužnicima da izmire svoje obaveze.)
MATCH@E:(The average collection period serves to track the average time the debtors need to pay their dues.===>1) koeficijent obrta potraživanja od kupaca i 2) prosečan period naplate potraživanja.)
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BAD_LINE_M:The average collection period serves to track the average time the debtors need to pay their dues.
BAD_LINE_M:Prosecan period naplate potraživanja od kupaca služi za pracenje prosecnog vremena koje je neophodno dužnicima da izmire svoje obaveze.
BAD_LINE_E:The average collection period serves to track the average time the debtors need to pay their dues.
BAD_LINE_E:1) koeficijent obrta potraživanja od kupaca i 2) prosečan period naplate potraživanja.
MATCH@M:(The calculation of an average period of collection is an important part of the company’s cash management system.===>Izracunavanje prosecnog perioda naplate predstavlja važan deo ukupnog sistema upravljanja gotovinom preduzeca.)
MATCH@E:(The calculation of an average period of collection is an important part of the companys cash management system.===>Izračunavanje prosečnog perioda naplate predstavlja važan deo ukupnog sistema upravljanja gotovinom preduzeća.)
MATCH@M:(Naturally, we also have to bear in mind that the sales cycle may be shorter than a year, which depends on the type of business.===>Naravno, treba imati u vidu i to da ciklus prodaje može biti i kraci od jedne godine što zavisi od vrste delatnosti.)
MATCH@E:(Naturally, we also have to bear in mind that the sales cycle may be shorter than a year, which depends on the type of business.===>Naravno, treba imati u vidu i to da ciklus prodaje može biti i kraći od jedne godine što zavisi od vrste delatnosti.)
MATCH@M:(In order that the collection period be shortened, customers should be offered different modalities of discounts and those that delay overdue payments should be pressured to pay.===>Da bi se skratilo vreme naplate, treba ponuditi razlicite modalitete popusta kupcima i izvršiti pritisak na kupce koji kasne sa prekovremenim placanjem.)
MATCH@E:(In order that the collection period be shortened, customers should be offered different modalities of discounts and those that delay overdue payments should be pressured to pay.===>Da bi se skratilo vreme naplate, treba ponuditi različite modalitete popusta kupcima i izvršiti pritisak na kupce koji kasne sa prekovremenim plaćanjem.)
MATCH@M:(It is, however, important to note that the company should be cautious and selective in its attempts to collect receivables, in order that the customers should not turn to other suppliers, due to excessive “pressure“.===>Medutim, bitno je naglasiti i to da preduzece naplati potraživanja treba da pristupi oprezno i selektivno, kako se kupci usled preteranog „pritiska“ ne bi preorijentisali na druge dobavljace.)
MATCH@E:(It is, however, important to note that the company should be cautious and selective in its attempts to collect receivables, in order that the customers should not turn to other suppliers, due to excessive pressure.===>Međutim, bitno je naglasiti i to da preduzeće naplati potraživanja treba da pristupi oprezno i selektivno, kako se kupci usled preteranog pritiska ne bi preorijentisali na druge dobavljače.)
MATCH@M:(Receivables collection can be accelerated implementing a broader range of measures such as: 1) setting stricter credit standards, 2) shortening the credit period, 3) lengthening the discount period, 4) raising the percentage of discount for cash, 5) using factoring, and 6) using forfaiting.===>Ubrzanje naplate potraživanja od kupaca može se postici primenom šireg spektra razlicitih mera kao što su: 1) pooštravanje kreditnih standarda, 2) skracenje kreditnog perioda, 3) povecanje diskontnog perioda, 4) povecanjem procenta odobrenog kasa-skonta, 5) kori-šcenjem faktoringa i 6) korišcenjem forfetinga.)
MATCH@E:(Receivables collection can be accelerated implementing a broader range of measures such as: 1) setting stricter credit standards, 2) shortening the credit period, 3) lengthening the discount period, 4) raising the percentage of discount for cash, 5) using factoring, and 6) using forfaiting.===>Ubrzanje naplate potraživanja od kupaca može se postići primenom šireg spektra različitih mera kao što su: ~~~ 1) pooštravanje kreditnih standarda, 2) skraćenje kreditnog perioda, 3) povećanje diskontnog perioda, 4) povećanjem procenta odobrenog kasa-skonta, 5) korišćenjem faktoringa i 6) korišćenjem forfetinga.)
MATCH@M:(Factoring is a financial instrument by which the factor (the factoring institution) finances the company on the basis of the future, undue receivables, incurred from the sales of goods or services on the home or export markets.===>Faktoring predstavlja finansijski instrument kojim faktor (institucija koja se bavi faktoringom) finansira preduzece na osnovu buducih, nedospelih potraživanja, proisteklih iz prodaje roba ili usluga na domacem ili inostranom tržištu.)
MATCH@E:(Factoring is a financial instrument by which the factor (the factoring institution) finances the company on the basis of the future, undue receivables, incurred from the sales of goods or services on the home or export markets.===>Faktoring predstavlja finansijski instrument kojim faktor (institucija koja se bavi faktoringom) finansira preduzeće na osnovu budućih, nedospelih potraživanja, proisteklih iz prodaje roba ili usluga na domaćem ili inostranom tržištu.)
MATCH@M:(Factoring is really useful in the circumstances when the collection cycle is long.===>Faktoring je od velike pomoci u okolnostima kada je ciklus naplate dugacak.)
MATCH@E:(Factoring is really useful in the circumstances when the collection cycle is long.===>Faktoring je od velike pomoći u okolnostima kada je ciklus naplate dugačak.)
MATCH@M:(The commission for the factoring companies usually ranges from 1% to 4%.===>Provizija za kompanije koje se bave faktoringom uobicajeno se krece u rasponu od 1% do 4%.)
MATCH@E:(The commission for the factoring companies usually ranges from 1% to 4%.===>Provizija za kompanije koje se bave faktoringom uobičajeno se kreće u rasponu od 1% do 4%.)
MATCH@M:(Mian and Smith and Smith and Schnucker argue that factors can manage risk in a considerably more efficient manner, i.e., reduce the risk.===>Mian i Smith i Smith i Schnucker mišljenja su da faktori mogu da mnogo efikasnije upravljaju kreditnim rizikom, odnosno da smanje isti.)
MATCH@E:(Mian and Smith (1992) and Smith and Schnucker (1994) argue that factors can manage risk in a considerably more efficient manner, i.e., reduce the risk.===>Mian i Smith (1992) i Smith i Schnucker (1994) mišljenja su da faktori mogu da mnogo efikasnije upravljaju kreditnim rizikom, odnosno da smanje isti.)
MATCH@M:(Forfaiting actually means buying out others’ debts.===>Forfeting zapravo predstavlja otkup tudih dugova.)
MATCH@E:(Forfaiting actually means buying out others debts.===>Forfeting zapravo predstavlja otkup tuđih dugova.)
MATCH@M:(This activities can be performed by banks, insurance companies, and certain other specialized companies.===>Ovu aktivnost mogu da obavljaju banke, osiguravajuce kompanije, kao i neke druge specijalizovane kompanije.)
MATCH@E:(This activities can be performed by banks, insurance companies, and certain other specialized companies.===>Ovu aktivnost mogu da obavljaju banke, osiguravajuće kompanije, kao i neke druge specijalizovane kompanije.)
MATCH@M:(Companies can sell their receivables at a discount to specialized institutions engaged in these operations, which is characteristic of the developed market economies.===>Preduzeca mogu da svoja potraživanja od kupaca prodaju uz diskont i specijalizovanim institucijama koje se bave ovim poslovima, što je karakteristicno za razvijene tržišne privrede.)
MATCH@E:(Companies can sell their receivables at a discount to specialized institutions engaged in these operations, which is characteristic of the developed market economies.===>Preduzeća mogu da svoja potraživanja od kupaca prodaju uz diskont i specijalizovanim institucijama koje se bave ovim poslovima, što je karakteristično za razvijene tržišne privrede.)
MATCH@M:(Forfaiting is rather similar to factoring, the difference being in that receivables are sold abroad instead of at home.===>Forfeting je veoma slican faktoringu, a razlika je u tome što se umesto prodaje potraživanja u zemlji radi o prodaji potraživanja u inostranstvu.)
MATCH@E:(Forfaiting is rather similar to factoring, the difference being in that receivables are sold abroad instead of at home.===>Forfeting je veoma sličan faktoringu, a razlika je u tome što se umesto prodaje potraživanja u zemlji radi o prodaji potraživanja u inostranstvu.)
MATCH@M:(The company - exporter of goods sells its receivables abroad to a financial institution engaged in for-feaiting, most often a certain business bank registered for this type of business.===>Preduzece - izvoznik robe prodaje svoja potraživanja od kupaca u inostranstvu finansijskoj instituciji koja se bavi forfetin-gom, a to je najcešce neka poslovna banka koja je re-gistrovana za ovu vrstu posla.)
MATCH@E:(The company exporter of goods sells its receivables abroad to a financial institution engaged in forfeaiting, most often a certain business bank registered for this type of business.===>Preduzeće izvoznik robe prodaje svoja potraživanja od kupaca u inostranstvu finansijskoj instituciji koja se bavi forfetingom, a to je najčešće neka poslovna banka koja je registrovana za ovu vrstu posla.)
MATCH@M:(Factoring usually has a broader range in comparison with forfaiting.===>Delatnost faktoringa uobicajeno je šira od delatnosti forfetinga.)
MATCH@E:(Factoring usually has a broader range in comparison with forfaiting. ~~~ 4.===>Delatnost faktoringa uobičajeno je šira od delatnosti forfetinga. 4.)
MATCH@M:(In order that the modalities of the customers’ liability towards the company management on the national level should be explained in a comprehensive way, it is important that the following instruments be explained: 1) compensation, 2) cession, 3) assignment.===>Za sveobuhvatno objašnjenje modaliteta upravljanja obavezom kupca prema preduzecu na nacionalnom nivou, bitno je objasniti sledece instrumente: 1) kompenzacija, 2) cesija, 3) asignacija.)
MATCH@E:(Other important issues In order that the modalities of the customers liability towards the company management on the national level should be explained in a comprehensive way, it is important that the following instruments be explained: 1) compensation, 2) cession, 3) assignment.===>Ostala aktuelna pitanja Za sveobuhvatno objašnjenje modaliteta upravljanja obavezom kupca prema preduzeću na nacionalnom nivou, bitno je objasniti sledeće instrumente: ~~~ 1) kompenzacija, 2) cesija, 3) asignacija.)
MATCH@M:(In addition, it is important to note that there is a possibility that receivables become obsolete, that they are collected by debt enforcement or a receivables write-off .===>Pored toga, znacajno je izložiti i mogucnost zastarevanja potraživanja od kupaca, prinudnu naplatu i otpis potraživanja.)
MATCH@E:(In addition, it is important to note that there is a possibility that re ceivables become obsolete, that they are collected by debt enforcement or a receivables write-off .===>Pored toga, značajno je izložiti i mogućnost zastarevanja potraživanja od kupaca, prinudnu naplatu i otpis potraživanja.)
MATCH@M:(The customer liabilities to the company can cease by compensation.===>Obaveze kupca prema preduzecu mogu prestati kompenzacijom.)
MATCH@E:(The customer liabilities to the company can cease by compensation.===>Obaveze kupca prema preduzeću mogu prestati kompenzacijom.)
MATCH@M:(Compensation is a way to relieve a client from the obligation by claim offsetting between the debtor and the creditor.===>Kompenzacija, odnosno prebijanje predstavlja nacin gašenja obligacija prebijanjem pre-stacija (predmeta obaveze) izmedu poverioca i dužnika.)
MATCH@E:(Compensation is a way to relieve a client from the obligation by claim offsetting between the debtor and the creditor.===>Kompenzacija, odnosno prebijanje predstavlja način gašenja obligacija prebijanjem prestacija (predmeta obaveze) između poverioca i dužnika.)
MATCH@M:(If more than two persons participate in the compensation business, we are talking about a multilateral compensation.===>Ukoliko u kompenzacionom poslu ucestvuje više od dva lica, rec je o multilateralnoj kompenzaciji.)
MATCH@E:(If more than two persons participate in the compensation business, we are talking about a multilateral compensation.===>Ukoliko u kompenzacionom poslu učestvuje više od dva lica, reč je o multilateralnoj kompenzaciji.)
MATCH@M:(In many cases, bilateral compensations are replacing the multilateral ones in the conditions of aggravated collection of receivables.===>Bilateralne kompenzacije u mnogim slucajevima pocinju da za-menjuju multilateralne kompenzacije u okolnostima otežane naplate potraživanja.)
MATCH@E:(In many cases, bilateral compensations are replacing the multilateral ones in the conditions of aggravated collection of receivables.===>Bilateralne kompenzacije u mnogim slučajevima počinju da zamenjuju multilateralne kompenzacije u okolnostima otežane naplate potraživanja.)
MATCH@M:(Compensation may be voluntary (contractual) and compulsory.===>Kompenzacija može biti dobrovoljna (ugovorna) i obavezna.)
MATCH@E:(Compensation may be voluntary (contractual) and compulsory.===>Kompenzacija može biti dobrovoljna (ugovorna) i obavezna.)
MATCH@M:(Viewed from another aspect, compensations may be financial (mutual claim offsetting) and commodity ones.===>Posmatrajuci sa drugog aspekta, kompenzacije mogu biti finansijske (medusobno prebijanje potraživanja i obaveza) i robne.)
MATCH@E:(Viewed from another aspect, compensations may be financial (mutual claim offsetting) and commodity ones.===>Posmatrajući sa drugog aspekta, kompenzacije mogu biti finansijske (međusobno prebijanje potraživanja i obaveza) i robne.)
MATCH@M:(In practice, the creditor may be changed as a result of the receivables being assigned by a contract, and this is called cession.===>U praksi može doci i do promene poverilaca ustupanjem potraživanja ugovorom, koje se naziva cesija.)
MATCH@E:(In practice, the creditor may be changed as a result of the receivables being assigned by a contract, and this is called cession.===>U praksi može doći i do promene poverilaca ustupanjem potraživanja ugovorom, koje se naziva cesija.)
MATCH@M:(This is a legal process in which three persons participate, two of which are related to the creditor, and one is on the side of the debtor. These are:===>U ovom pravnom odnosu ucestvuju tri lica od kojih su dva vezana za stranu poverioca a jedan za stranu dužnika, i to su:)
MATCH@E:(This is a legal process in which three persons participate, two of which are related to the creditor, and one is on the side of the debtor.===>U ovom pravnom odnosu učestvuju tri lica od kojih su dva vezana za stranu poverioca a jedan za stranu dužnika, i to su:)
MATCH@M:(Cession is characteristic in that it is a two-fold legal and economic business, the contract in which three parties participate - the cedent (assigner), on one side, and the receiver (cessionary), by which the cedent passes the receivables due to him from the debtor (cessus) to the cessionary.===>Cesija je karakteristicna po tome što predstavlja dvostrano pravno-ekonomski posao, odnosno ugovor u kome ucestvuju, s jedne strane, ustupilac (cedent) i, s druge strane, prijemnik (cesionar), kojim cedent prenosi na cesionara svoje potraživanje koje ima prema dužniku (cesusu).)
MATCH@E:(Cession is characteristic in that it is a two-fold legal and economic business, the contract in which three parties participate the cedent (assigner), on one side, and the receiver (cessionary), by which the cedent passes the receivables due to him from the debtor (cessus) to the cessionary.===>Cesija je karakteristična po tome što predstavlja dvostrano pravno-ekonomski posao, odnosno ugovor u kome učestvuju, s jedne strane, ustupilac (cedent) i, s druge strane, prijemnik (cesionar), kojim cedent prenosi na cesionara svoje potraživanje koje ima prema dužniku (cesusu).)
MATCH@M:(One instrument implemented in clearing the creditor position of the person with an obligation of performance towards the debtor (however he does not perform this obligation personally, but through the third party) is called an assignment - transfer.===>Jedno od sredstava koje služi da se ugasi poverilacki položaj lica koje ima obavezu cinidbe prema dužniku, ali cinidbu ne vrši licno, vec preko treceg lica, predstavlja asignaciju - upucivanje.)
MATCH@E:(One instrument implemented in clearing the creditor position of the person with an obligation of performance towards the debtor (however he does not perform this obligation personally, but through the third party) is called an assignment transfer.===>Jedno od sredstava koje služi da se ugasi poverilački položaj lica koje ima obavezu činidbe prema dužniku, ali činidbu ne vrši lično, već preko trećeg lica, predstavlja asignaciju upućivanje.)
MATCH@M:(The assignment is a contract by which the assignor authorises the assignee to act on the assignor’s behalf for the purpose of performing a certain act to a receiver of transfer - assignator, and simultaneously authorises the assignator to receive this act, on his own behalf and for the benefit of the assignor.===>Asignacija (upucivanje) predstavlja ugovor kojim uputilac (asignant) ovlašcuje upucenika (asignata) da za njegov racun izvrši odredenu cinidbu primaocu uputa (asignataru), a istovremeno ovlašcuje asignata-ra da cinidbu primi, i to u svoje ime i za racun asignan-ta.)
MATCH@E:(The assignment is a contract by which the assignor authorises the assignee to act on the assignors behalf for the purpose of performing a certain act to a receiver of transfer assignator, and simultaneously authorises the assignator to receive this act, on his own behalf and for the benefit of the assignor.===>Asignacija (upućivanje) predstavlja ugovor kojim uputilac (asignant) ovlašćuje upućenika (asignata) da za njegov račun izvrši određenu činidbu primaocu uputa (asignataru), a istovremeno ovlašćuje asignatara da činidbu primi, i to u svoje ime i za račun asignanta.)
MATCH@M:(The performance as the subject of assignment refers, by a rule, to monetary transactions, however, it may include other exchangeables too.===>Cinidba kao predmet asignacije odnosi se po pravilu na novcane transakcije, ali se može odnositi i na druge zamenljive stvari.)
MATCH@E:(The performance as the subject of assignment refers, by a rule, to monetary transactions, however, it may include other exchangeables too.===>Činidba kao predmet asignacije odnosi se po pravilu na novčane transakcije, ali se može odnositi i na druge zamenljive stvari.)
MATCH@M:(It is important to note that assignment as a form does not mean the fulfillment of an obligation; it is necessary that the fulfillment - for example, payment of a certain amount of money, really takes place.===>Bitno je napomenuti i to da asignacija nije kao forma ispunjenje obaveze, vec je potrebno da do ispunjenja, primera radi - isplate odredenog iznosa novca, zaista i dode.)
MATCH@E:(It is important to note that assignment as a form does not mean the fulfillment of an obligation; it is necessary that the fulfillment for example, payment of a certain amount of money, really takes place.===>Bitno je napomenuti i to da asignacija nije kao forma ispunjenje obaveze, već je potrebno da do ispunjenja, primera radi - isplate određenog iznosa novca, zaista i dođe.)
MATCH@M:(The Accounting and Audit Act in this country defines that legal persons and entrepreneurs are obliged to cooperate in order to settle certain financial placements, receivables and liabilities at least once a year.===>U našoj zemlji je Zakonom o racunovodstvu i reviziji definisano da su pravna lica i preduzetnici dužni da medusobno usaglašavaju finansijske plasmane, potraživanja i obaveze najmanje jednom godišnje.)
MATCH@E:(The Accounting and Audit Act in this country defines that legal persons and entrepreneurs are obliged to cooperate in order to settle certain financial placements, receivables and liabilities at least once a year.===>U našoj zemlji je Zakonom o računovodstvu i reviziji definisano da su pravna lica i preduzetnici dužni da međusobno usaglašavaju finansijske plasmane, potraživanja i obaveze najmanje jednom godišnje.)
MATCH@M:(Besides, legal persons are obliged to report unreconciled receivables and liabilities in the additional notes to their financial statements.===>Pored toga, pravna lica su dužna da u napomenama uz finansijske izveštaje objave neusaglašena potraživanja i obaveze.)
MATCH@E:(Besides, legal persons are obliged to report unreconciled receivables and liabilities in the additional notes to their financial statements.===>Pored toga, pravna lica su dužna da u napomenama uz finansijske izveštaje objave neusaglašena potraživanja i obaveze.)
MATCH@M:(The creditor has to initiate the reconciliation of his receivables with his debtors, whereas the debtor has to check his liability and inform the creditor about it, in a report named the statement of open accounts.===>Poverilac je taj koji je u obavezi da inicira usaglašavanje svojih potraživanja sa dužnicima, dok dužnik mora da proveri svoju obavezu, te o tome oba-vesti poverioca o cemu sacinjava izveštaj pod nazivom izvod otvorenih stavki.)
MATCH@E:(The creditor has to initiate the reconciliation of his receivables with his debtors, whereas the debtor has to check his liability and inform the creditor about it, in a report named the statement of open accounts.===>Poverilac je taj koji je u obavezi da inicira usaglašavanje svojih potraživanja sa dužnicima, dok dužnik mora da proveri svoju obavezu, te o tome obavesti poverioca o čemu sačinjava izveštaj pod nazivom izvod otvorenih stavki.)
MATCH@M:(If the debtor does not accept his liabilities, he has to make a written statement for each individual amount.===>Ukoliko nije saglasan sa svojom obavezom, dužnik treba da se za svaki pojedinacni iznos pisanim putem izjasni.)
MATCH@E:(If the debtor does not accept his liabilities, he has to make a written statement for each individual amount.===>Ukoliko nije saglasan sa svojom obavezom, dužnik treba da se za svaki pojedinačni iznos pisanim putem izjasni.)
MATCH@M:(If the receivables and liabilities cannot be reconciled, the only solution left to the creditor is to sue the debtor to collect his receivables.===>Ukoliko se potraživanja i obaveze ne mogu usaglasiti, poveriocu jedino preostaje da pokrene tužbu za naplatu svojih potraživanja.)
MATCH@E:(If the receivables and liabilities cannot be reconciled, the only solution left to the creditor is to sue the debtor to collect his receivables.===>Ukoliko se potraživanja i obaveze ne mogu usaglasiti, poveriocu jedino preostaje da pokrene tužbu za naplatu svojih potraživanja.)
MATCH@M:(Expiry of debts and liabilities is defined by the Obligation law.===>Zastarelost potraživanja i obaveza definisana je Zakonom o obligacionim odnosima.)
MATCH@E:(Expiry of debts and liabilities is defined by the Obligation law.===>Zastarelost potraživanja i obaveza definisana je Zakonom o obligacionim odnosima.)
MATCH@M:(In this country, the receivables the legal persons claim form one another under the goods and services transaction contracts expire upon a three year period, as do the remuneration claims.===>U našoj zemlji medusobna potraživanja pravnih lica iz ugovora o prometu roba i usluga, kao i potraživanja za naknade prema važecoj regulativi, zastarevaju za tri godine.)
MATCH@E:(In this country, the receivables the legal persons claim form one another under the goods and services transaction contracts expire upon a three year period, as do the remuneration claims Š5Ë.===>U našoj zemlji međusobna potraživanja pravnih lica iz ugovora o prometu roba i usluga, kao i potraživanja za naknade prema važećoj regulativi Š5Ë, zastarevaju za tri godine.)
MATCH@M:(For all the expences under such contracts the expiry period is three years.===>Za izdatke ucinjene u vezi sa tim ugovorima, zastarevaju za tri godine.)
MATCH@E:(For all the expences under such contracts the expiry period is three years.===>Za izdatke učinjene u vezi sa tim ugovorima, zastarevaju za tri godine.)
MATCH@M:(Expiry period is estimated for each individual delivery of goods or the deed or service performed.===>Zastarevanje tece odvojeno za svaku isporuku robe, izvršeni rad ili uslugu.)
MATCH@E:(Expiry period is estimated for each individual delivery of goods or the deed or service performed.===>Zastarevanje teče odvojeno za svaku isporuku robe, izvršeni rad ili uslugu.)
MATCH@M:(Enforcement of claims is the obligation and competence of the Central bank to draw the assets from any accounts the debtor may dispose of, without his consent, and effect the payment upon the execution orders, according to the priority order, and within the same order of priorities, and observing the time of acceptance.===>Prinudna naplata potraživanja predstavlja obavezu i ovlašcenje Centralne banke da sa svih racuna klijenata kod banaka dužnika na kojima klijent ima sredstva, bez njegove saglasnosti, izvrši isplatu obaveza po izvršnim rešenjima i nalozima po propisanom redosledu prioriteta, a u okviru istog reda prioriteta i to prema vremenu prijema.)
MATCH@E:(Enforcement of claims is the obligation and competence of the Central bank to draw the assets from any accounts the debtor may dispose of, without his con sent, and effect the payment upon the execution orders, according to the priority order, and within the same order of priorities, and observing the time of acceptance.===>Prinudna naplata potraživanja predstavlja obavezu i ovlašćenje Centralne banke da sa svih računa klijenata kod banaka dužnika na kojima klijent ima sredstva, bez njegove saglasnosti, izvrši isplatu obaveza po izvršnim rešenjima i nalozima po propisanom redosledu prioriteta, a u okviru istog reda prioriteta i to prema vremenu prijema.)
MATCH@M:(The execution orders are issued by the court, tax, customs or other authorities, and the orders themselves may be in the form of securities, bills of exchange or proxies.===>Izvršna rešenja izdaju sudski, pore-ski, carinski ili drugi organi, a nalozi mogu biti po osnovu hartija od vrednosti, menica i ovlašcenja.)
MATCH@E:(The execution orders are issued by the court, tax, customs or other authorities, and the orders themselves may be in the form of securities, bills of exchange or proxies.===>Izvršna rešenja izdaju sudski, pore ski, carinski ili drugi organi, a nalozi mogu biti po osnovu hartija od vrednosti, menica i ovlašćenja.)
MATCH@M:(Enforcement of claims is regulated by a large number of legal acts, the most notable among which are the following: the Law on business companies, the Payment operations act, the Act on execution procedure, the Liquidation law, the Bill of exchange act, the Tax operation and tax administration act and various sublegal deeds - decrees, resolutions, and instructions from the National Bank governor.===>Postoji veci broj zakonskih propisa u našoj zemlji koji se odnosi na prinudnu naplatu, medu kojima isticemo sledece: Zakon o privrednim društvima, Zakon o platnom prometu, Zakon o izvršnom postupku, Zakon o stecajnom postupku, Zakon o menici, Zakon o pore-skom postupku i poreskoj administraciji i razna pod-zakonska akta - odluke, instrukcije i uputstva guvernera Narodne banke Srbije.)
MATCH@E:(Enforcement of claims is regulated by a large number of legal acts, the most notable among which are the following: the Law on business companies, the Payment operations act, the Act on execution procedure, the Liquidation law, the Bill of exchange act, the Tax operation and tax administration act and various sublegal deeds decrees, resolutions, and instructions from the National Bank governor.===>Postoji veći broj zakonskih propisa u našoj zemlji koji se odnosi na prinudnu naplatu, među kojima ističemo sledeće: ~~~ Zakon o privrednim društvima, Zakon o platnom prometu, Zakon o izvršnom postupku, Zakon o stečajnom postupku, Zakon o menici, Zakon o poreskom postupku i poreskoj administraciji i razna podzakonska akta odluke, instrukcije i uputstva guvernera Narodne banke Srbije.)
MATCH@M:(Subject to enforcement of claims are two types of debtors: 1) legal persons with their accounts with the banks, and 2) physical persons that perform a certain business and have their accounts with the banks.===>Prinudna naplata se sprovodi nad dve grupe dužnika i to: 1) pravna lica koja imaju racune kod banaka, i 2) fizicka lica koja obavljaju delatnost i imaju racune kod banaka.)
MATCH@E:(Subject to enforcement of claims are two types of debtors: 1) legal persons with their accounts with the banks, and 2) physical persons that perform a certain business and have their accounts with the banks.===>Prinudna naplata se sprovodi nad dve grupe dužnika i to: ~~~ 1) pravna lica koja imaju račune kod banaka, i 2) fizička lica koja obavljaju delatnost i imaju račune kod banaka.)
MATCH@M:(Enforcement of debts is performed by drawing the money from all the debtor’s accounts, in domestic as well as in foreign currency.===>Prinudna naplata se vrši sa svih racuna dužnika kako u domacoj, tako i u stranoj valuti.)
MATCH@E:(Enforcement of debts is performed by drawing the money from all the debtors accounts, in domestic as well as in foreign currency.===>Prinudna naplata se vrši sa svih računa dužnika kako u domaćoj, tako i u stranoj valuti.)
MATCH@M:(Enforcement of debts is effected in three phases: 1) receipt and filing the decision and order, 2) the verification of the validity of decisions and orders, and 3) decision entry.===>Sprovodenje prinudne naplate odvija se u tri faze i to: 1) prijem i evidentiranje rešenja i naloga, 2) kontrola ispravnosti osnova - rešenja i naloga i 3) unos rešenja.)
MATCH@E:(Enforcement of debts is effected in three phases: 1) receipt and filing the decision and order, 2) the verification of the validity of decisions and orders, and 3) decision entry.===>)
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BAD_LINE_M:Enforcement of debts is effected in three phases: 1) receipt and filing the decision and order, 2) the verification of the validity of decisions and orders, and 3) decision entry.
BAD_LINE_M:Sprovodenje prinudne naplate odvija se u tri faze i to: 1) prijem i evidentiranje rešenja i naloga, 2) kontrola ispravnosti osnova - rešenja i naloga i 3) unos rešenja.
BAD_LINE_E:Enforcement of debts is effected in three phases: 1) receipt and filing the decision and order, 2) the verification of the validity of decisions and orders, and 3) decision entry.
BAD_LINE_E:
MATCH@M:(The problems with the solvency of the companies in this country are rather serious, since the accounts of one out three firms are frozen.===>U našoj zemlji postoje veliki problemi sa likvidnošcu preduzeca, jer skoro svaka treca firma ima blokiran racun.)
MATCH@E:(The problems with the solvency of the companies in this country are rather serious, since the accounts of one out three firms are frozen.===>Sprovođenje prinudne naplate odvija se u tri faze i to:)
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BAD_LINE_M:The problems with the solvency of the companies in this country are rather serious, since the accounts of one out three firms are frozen.
BAD_LINE_M:U našoj zemlji postoje veliki problemi sa likvidnošcu preduzeca, jer skoro svaka treca firma ima blokiran racun.
BAD_LINE_E:The problems with the solvency of the companies in this country are rather serious, since the accounts of one out three firms are frozen.
BAD_LINE_E:Sprovođenje prinudne naplate odvija se u tri faze i to:
MATCH@M:((It often happens in domestic practice that not even blocking of accounts can produce any effects in case of the financial discipline control, since the debtor can easily continue his business through a related party.)===>(Cesto, u domacoj praksi, kada je rec o kontroli finansijske discipline, ni blokada racuna ne pomaže, jer je moguce veoma jednostavno obavljati poslovne aktivnosti preko povezanih lica.))
MATCH@E:((It often happens in domestic practice that not even blocking of accounts can produce any effects in case of the financial discipline control, since the debtor can easily continue his business through a related party.)===>1) prijem i evidentiranje rešenja i naloga, 2) kontrola ispravnosti osnova rešenja i naloga i 3) unos rešenja.)
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BAD_LINE_M:(It often happens in domestic practice that not even blocking of accounts can produce any effects in case of the financial discipline control, since the debtor can easily continue his business through a related party.)
BAD_LINE_M:(Cesto, u domacoj praksi, kada je rec o kontroli finansijske discipline, ni blokada racuna ne pomaže, jer je moguce veoma jednostavno obavljati poslovne aktivnosti preko povezanih lica.)
BAD_LINE_E:(It often happens in domestic practice that not even blocking of accounts can produce any effects in case of the financial discipline control, since the debtor can easily continue his business through a related party.)
BAD_LINE_E:1) prijem i evidentiranje rešenja i naloga, 2) kontrola ispravnosti osnova rešenja i naloga i 3) unos rešenja.
MATCH@M:(One of the key reasons is the lack of coordination of the inflows from the sales of goods, products, and services with the payment liabilities towards the suppliers.===>Jedan od kljucnih razloga predstavlja neuskladenost priliva od prodaje robe, proizvoda ili usluga i obaveza placanja prema dobavljacima.)
MATCH@E:(One of the key reasons is the lack of coordination of the inflows from the sales of goods, products, and services with the payment liabilities towards the suppliers.===>U našoj zemlji postoje veliki problemi sa likvidnošću preduzeća, jer skoro svaka treća firma ima blokiran račun. (Često, u domaćoj praksi, kada je reč o kontroli finansijske discipline, ni blokada računa ne pomaže, jer je moguće veoma jednostavno obavljati poslovne aktivnosti preko povezanih lica.) Jedan od ključnih razloga predstavlja neusklađenost priliva od prodaje robe, proizvoda ili usluga i obaveza plaćanja prema dobavljačima.)
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BAD_LINE_M:One of the key reasons is the lack of coordination of the inflows from the sales of goods, products, and services with the payment liabilities towards the suppliers.
BAD_LINE_M:Jedan od kljucnih razloga predstavlja neuskladenost priliva od prodaje robe, proizvoda ili usluga i obaveza placanja prema dobavljacima.
BAD_LINE_E:One of the key reasons is the lack of coordination of the inflows from the sales of goods, products, and services with the payment liabilities towards the suppliers.
BAD_LINE_E:U našoj zemlji postoje veliki problemi sa likvidnošću preduzeća, jer skoro svaka treća firma ima blokiran račun. (Često, u domaćoj praksi, kada je reč o kontroli finansijske discipline, ni blokada računa ne pomaže, jer je moguće veoma jednostavno obavljati poslovne aktivnosti preko povezanih lica.) Jedan od ključnih razloga predstavlja neusklađenost priliva od prodaje robe, proizvoda ili usluga i obaveza plaćanja prema dobavljačima.
MATCH@M:(In practice, these problems require that multilateral compensations be performed directly or via a mediator - the agencies that are paid an agency remuneration in the form of commission to conduct the activities related to the abovementioned compensations.===>U praksi se zbog navedenih problema cesto pristupa multilateralnim kompenzacijama direktno, ili preko posrednika - agencija koje za obavljanje aktivnosti u vezi sa navedenim kompenzacijama naplacuju agencijsku naknadu u vidu provizije.)
MATCH@E:(In practice, these problems require that multilateral compensations be performed directly or via a mediator the agencies that are paid an agency remuneration in the form of commission to conduct the activities related to the abovementioned compensations.===>U praksi se zbog navedenih problema često pristupa multilateralnim kompenzacijama direktno, ili preko posrednika agencija koje za obavljanje aktivnosti u vezi sa navedenim kompenzacijama naplaćuju agencijsku naknadu u vidu provizije.)
MATCH@M:(Insolvency is especially a problem with small firms and entrepreneurs who do not have an easy access to financial sources; delay in payments for them may mean their going out of business.===>Nelikvidnost najteže podnose mala preduzeca i preduzetnici koji nemaju lak pristup kreditnim i razvijenim izvorima finansiranja, te za njih kašnjenje u naplati, u pojedinim situacijama može da znaci kraj poslovne aktivnosti.)
MATCH@E:(Insolvency is especially a problem with small firms and entrepreneurs who do not have an easy access to financial sources; delay in payments for them may mean their going out of business.===>Nelikvidnost najteže podnose mala preduzeća i preduzetnici koji nemaju lak pristup kreditnim i razvijenim izvorima finansiranja, te za njih kašnjenje u naplati, u pojedinim situacijama može da znači kraj poslovne aktivnosti.)
MATCH@M:(Receivables write-off is effected in cases there is a high probability that the firm will not be in a position to collect all dues from its debtors under the contracted conditions.===>Otpis potraživanja vrši se u situaciji kada postoji visoka verovatnoca da preduzece nece moci da naplati sve dospele iznose potraživanja od kupaca, pod ugovorenim uslovima.)
MATCH@E:(Receivables write-off is effected in cases there is a high probability that the firm will not be in a position to collect all dues from its debtors under the contracted conditions.===>Otpis potraživanja vrši se u situaciji kada postoji visoka verovatnoća da preduzeće neće moći da naplati sve dospele iznose potraživanja od kupaca, pod ugovorenim uslovima.)
MATCH@M:(In such circumstances, it is necessary that the book value of receivables is brought to an estimated negotiable level, directly or indirectly - applying the “provision for impairment“ account.===>U takvim okolnostima neophodno je svesti knjigovodstvenu vrednost potraživanja na pro-cenjeni nadoknadivi iznos i to direktnim putem, ili indirektnim putem - primenom racuna „ispravka vrednosti“.)
MATCH@E:(In such circumstances, it is necessary that the book value of receivables is brought to an estimated ne gotiable level, directly or indirectly applying the provision for impairment account.===>U takvim okolnostima neophodno je svesti knjigovodstvenu vrednost potraživanja na procenjeni nadoknadivi iznos i to direktnim putem, ili indirektnim putem primenom računa ispravka vrednosti.)
MATCH@M:(The definition of the “probablity of receivables collection“ is the competence of the management of each firm individually.===>Pojam „verovatna naplativost potraživanja“ je stvar procene menadžmenta svakog preduzeca.)
MATCH@E:(The definition of the probablity of receivables collection is the competence of the management of each firm individually.===>Pojam verovatna naplativost potraživanja je stvar procene menadžmenta svakog preduzeća.)
MATCH@M:(A direct write-off of receivables should be a solution only in case it is certain and documented that the debts are not negotiable.===>Direktan otpis potraživanja treba vršiti samo u okolnostima kada je nemogucnost naplate izvesna i doku-mentovana, te kada postoje verodostojne isprave o tome.)
MATCH@E:(A direct write-off of receivables should be a solution only in case it is certain and documented that the debts are not negotiable.===>)
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BAD_LINE_M:A direct write-off of receivables should be a solution only in case it is certain and documented that the debts are not negotiable.
BAD_LINE_M:Direktan otpis potraživanja treba vršiti samo u okolnostima kada je nemogucnost naplate izvesna i doku-mentovana, te kada postoje verodostojne isprave o tome.
BAD_LINE_E:A direct write-off of receivables should be a solution only in case it is certain and documented that the debts are not negotiable.
BAD_LINE_E:
MATCH@M:(In order to prevent the receivables write-off and consequently reduce the companies’ assets in this country (the customer’s account actually shows the assets of the seller company that are in the possession of the buyer; some steps should be taken in advance.===>Da bi se sprecila pojava da se otpisuju (obezvreduju) potraživanja, cime se umanjuje u našoj zemlji imovina preduzeca (racun kupca zapravo pokazuje sredstva preduzeca - prodavca koja se nalaze kod kupaca; treba reagovati preventivno.)
MATCH@E:(In order to prevent the receivables write-off and consequently reduce the companies assets in this country (the customers account actually shows the assets of the seller company that are in the possession of the buyer; see Š6Ë, some steps should be taken in advance.===>Da bi se sprečila pojava da se otpisuju (obezvređuju) potraživanja, čime se umanjuje u našoj zemlji imovina preduzeća (račun kupca zapravo pokazuje sredstva preduzeća prodavca koja se nalaze kod kupaca; videti Š6Ë), treba reagovati preventivno.)
MATCH@M:(Namely, in case of large transactions with new buyers, it is necessary that a sales contract should be concluded with the buyer, that the contract be secured by a bill of exchange, and that the transactions be done through the current (business) account, and supported by the Serbian Business Register Agency decision on company formation, not older than three months.===>Naime, kada je rec o velikim poslovima sa novim kupcima, neophodno je da se sa kupcem sklopi kupoprodajni ugovor, izvrši obezbedenje menicom i zahteva dostavljanje prometa po tekucem (poslovnom) racunu i rešenje iz Agencije za privredne registre o osnivanju, ne starije od tri me-seca.)
MATCH@E:(Namely, in case of large transactions with new buyers, it is necessary that a sales contract should be concluded with the buyer, that the contract be secured by a bill of exchange, and that the transactions be done through the current (business) account, and supported by the Serbian Business Register Agency decision on company formation, not older than three months.===>Naime, kada je reč o velikim poslovima sa novim kupcima, neophodno je da se sa kupcem sklopi kupoprodajni ugovor, izvrši obezbeđenje menicom i zahteva dostavljanje prometa po tekućem (poslovnom) računu i rešenje iz Agencije za privredne registre o osnivanju, ne starije od tri meseca. 5.)
MATCH@M:(An effective receivables management improves the cash flow and increases the assets available for the company’s growth.===>Efikasno upravljanje potraživanjima poboljšava novcani tok i dovodi do povecanja sredstava raspoloživih za rast preduzeca.)
MATCH@E:(5.Conclusion An effective receivables management improves the cash flow and increases the assets available for the companys growth.===>Zaključak Efikasno upravljanje potraživanjima poboljšava novčani tok i dovodi do povećanja sredstava raspoloživih za rast preduzeća.)
MATCH@M:(Receivables collection is the final stage in the sales process, performed after the distribution and delivery.===>Naplata potraživanja predstavlja završni korak u procesu prodaje, koji nastaje nakon distribucije i isporuke.)
MATCH@E:(Receivables collection is the final stage in the sales process, performed after the distribution and delivery.===>Naplata potraživanja predstavlja završni korak u procesu prodaje, koji nastaje nakon distribucije i isporuke.)
MATCH@M:(Real terms of payment are defined by crediting conditions the company offers to the buyers in case of sales.===>Kreditnim uslovima se definišu stvarni uslovi placanja koje preduzece zahteva od kupaca u slucaju prodaje.)
MATCH@E:(Real terms of payment are defined by crediting conditions the company offers to the buyers in case of sales.===>Kreditnim uslovima se definišu stvarni uslovi plaćanja koje preduzeće zahteva od kupaca u slučaju prodaje.)
MATCH@M:(The changes in the length of the credit period affect the company’s profitability.===>Promene u dužini kreditnog perioda uticu na profita-bilnost preduzeca.)
MATCH@E:(The changes in the length of the credit period affect the companys profitability.===>Promene u dužini kreditnog perioda utiču na profitabilnost preduzeća.)
MATCH@M:(The task of the financial analysis in sales is to focus the sales function as regards the customer segment to which it offers its products or services in the first place.===>Finansijska analiza u prodaji ima zadatak da prodajnu funkciju fokusira u pogledu segmenata potrošaca kojima u prvom redu treba da plasira svoje proizvode ili usluge.)
MATCH@E:(The task of the financial analysis in sales is to focus the sales function as regards the customer segment to which it offers its products or services in the first place.===>Finansijska analiza u prodaji ima zadatak da prodajnu funkciju fokusira u pogledu segmenata potrošača kojima u prvom redu treba da plasira svoje proizvode ili usluge.)
MATCH@M:(Good customer relations are important, however, trade is important too.===>Potrebno je ostvariti dobre odnose sa potrošacima, ali je takode potrebno ostvariti i promet sa njima.)
MATCH@E:(Good customer relations are important, however, trade is important too.===>Potrebno je ostvariti dobre odnose sa potrošačima, ali je takođe potrebno ostvariti i promet sa njima.)
MATCH@M:(Building customers’ loyalty requires that the value of the buyer companies be identified.===>Za kreiranje odanosti kupaca neophodno je iden-tifikovati vrednost kupaca preduzeca.)
MATCH@E:(Building customers loyalty requires that the value of the buyer companies be identified.===>Za kreiranje odanosti kupaca neophodno je identifikovati vrednost kupaca preduzeća.)
MATCH@M:(The reviews on receivables due and uncollected according to age structure help managers estimate the future cash inflows, which is, of course, important for their timing with the cash outflows.===>Izveštaji (pregledi) o nenaplacenim potraživanjima po starosnoj strukturi pomažu menadžerima da procene buduce prilive novca, što je naravno znacajno za vremensku sinhronizaciju sa odlivima novca.)
MATCH@E:(The reviews on receivables due and uncollected according to age structure help managers estimate the future cash inflows, which is, of course, important for their timing with the cash outflows.===>Izveštaji (pregledi) o nenaplaćenim potraživanjima po starosnoj strukturi pomažu menadžerima da procene buduće prilive novca, što je naravno značajno za vremensku sinhronizaciju sa odlivima novca.)
MATCH@M:(Besides, the reviews of customers receivables by currency allow for the managers to identify doubtful customers and their accounts.===>Pored toga, pregledi potraživanja kupaca po valutama omogucavaju menadžerima da identifikuju problematicne kupce i njihove racune.)
MATCH@E:(Besides, the reviews of customers receivables by currency allow for the managers to identify doubtful customers and their accounts.===>Pored toga, pregledi potraživanja kupaca po valutama omogućavaju menadžerima da identifikuju problematične kupce i njihove račune.)
MATCH@M:(It is necessary that the management should bear in mind that the rise in the risk of credit collecting is a threat of non-payment from the part of one buyer or a group of buyers, which will have a negative impact on the stability of the company itself.===>Neophodno je da menadžment preduzeca ima u vidu da povecanje rizika naplate kredita predstavlja pret-nju neplacanja od strane jednog kupca ili grupe kupaca, što može negativno uticati na stabilnost samog preduzeca.)
MATCH@E:(It is necessary that the management should bear in mind that the rise in the risk of credit collecting is a threat of non-payment from the part of one buyer or a group of buyers, which will have a negative impact on the stability of the company itself.===>Neophodno je da menadžment preduzeća ima u vidu da povećanje rizika naplate kredita predstavlja pretnju neplaćanja od strane jednog kupca ili grupe kupaca, što može negativno uticati na stabilnost samog preduzeća.)
MATCH@M:(Receivables collecting is a crucial phase in the business process, hence its impact upon the company’s cash flows and its solvency is of paramount importance.===>Naplata potraživanja predstavlja fazu od krucijalnog znacaja u poslovnom procesu, te i kao takva „najsnažnije“ utice na novcane tokove preduzeca, te njegovu likvidnost.)
MATCH@E:(Receivables collecting is a crucial phase in the business process, hence its impact upon the companys cash flows and its solvency is of paramount importance.===>Naplata potraživanja predstavlja fazu od krucijalnog značaja u poslovnom procesu, te i kao takva najsnažnije utiče na novčane tokove preduzeća, te njegovu likvidnost.)
MATCH@M:(In order to accelerate the cash inflow, the companies may sell their receivables to mediators (most often the banks), to raise cash for a new operations cycle.===>Preduzeca u nameri da ubrzaju priliv gotovine od potraživanja, pribegavaju prodaji svojih potraživanja posrednicima (najcešce bankama) kako bi došla do gotovine za novi operativni ciklus.)
MATCH@E:(In order to accelerate the cash inflow, the companies may sell their receivables to mediators (most often the banks), to raise cash for a new operations cycle.===>Preduzeća u nameri da ubrzaju priliv gotovine od potraživanja, pribegavaju prodaji svojih potraživanja posrednicima (najčešće bankama) kako bi došla do gotovine za novi operativni ciklus.)
MATCH@M:(One reason the companies sell their receivables is that these may be the only acceptable source of cash; when the credits on the financial market are expensive, this seems a more adequate solution.===>Jedan od razloga što preduzeca prodaju potraživanja jeste taj što ona mogu biti jedini prihvatljiv izvor gotovine, u smislu da kada su krediti na finansijskom tržištu skupi, ovo je adekvatnije rešenje.)
MATCH@E:(One reason the companies sell their receivables is that these may be the only acceptable source of cash; when the credits on the financial market are expensive, this seems a more adequate solution.===>Jedan od razloga što preduzeća prodaju potraživanja jeste taj što ona mogu biti jedini prihvatljiv izvor gotovine, u smislu da kada su krediti na finansijskom tržištu skupi, ovo je adekvatnije rešenje.)
MATCH@M:(In concluding the mediation contracts the banks charge commission in accordance with the percentage of the receivables sold.===>Za ugovore o posredovanju, banke naplacuju proviziju prema procentu prodatih potraživanja.)
MATCH@E:(In concluding the mediation contracts the banks charge commission in accordance with the percentage of the receivables sold.===>Za ugovore o posredovanju, banke naplaćuju proviziju prema procentu prodatih potraživanja.)
MATCH@M:(Factoring is also an important form of crediting and maintaining the receivables collecting from their debtors - buyers.===>Faktoring predstavlja znacajnu formu kredita i održavanja naplate potraživanja od dužnika - kupaca.)
MATCH@E:(Factoring is also an important form of crediting and maintaining the receivables collecting from their debtors buyers.===>Faktoring predstavlja značajnu formu kredita i održavanja naplate potraživanja od dužnika kupaca.)
MATCH@M:(Factoring is usually good for the seller, since it improves his solvency in that the seller gets cash before the maturity date, and avoids various financial risks that might emerge in time.===>Fak-toring je najcešce isplativ za prodavca, jer povecava njegovu likvidnost time što on dolazi do gotovine pre roka dospeca, a pored toga ga oslobada i raznih finan-sijskih rizika koji bi se protokom vremena pojavili.)
MATCH@E:(Factoring is usually good for the seller, since it improves his solvency in that the seller gets cash before the maturity date, and avoids various financial risks that might emerge in time.===>Faktoring je najčešće isplativ za prodavca, jer povećava njegovu likvidnost time što on dolazi do gotovine pre roka dospeća, a pored toga ga oslobađa i raznih finansijskih rizika koji bi se protokom vremena pojavili.)
MATCH@M:(Forfaiting improves the cash circulation within the company.===>Forfeting poboljšava cirkulaciju gotovine u preduze-cu.)
MATCH@E:(Forfaiting improves the cash circulation within the company.===>Forfeting poboljšava cirkulaciju gotovine u preduzeću.)
MATCH@M:(Assignment is often used in the conditions of general insolvency, i.e., when the company’s current account is frozen.===>Asignacija se cesto koristi u uslovima opšte nelikvidnosti, odnosno kada je preduzecu blokiran tekuci racun.)
MATCH@E:(Assignment is often used in the conditions of general insolvency, i.e., when the companys current account is frozen.===>Asignacija se često koristi u uslovima opšte nelikvidnosti, odnosno kada je preduzeću blokiran tekući račun.)
MATCH@M:(This country should undertake to develop an adequately organized “security“ mechanism for receivables collecting in terms of ensuring that financial discipline.===>U našoj zemlji bi trebalo da se formira adekvatno or-ganizovan mehanizam „osiguranja“ naplate potraživanja u smislu obezbedenja finansijske discipline.)
MATCH@E:(This country should undertake to develop an adequately organized security mechanism for receivables collecting in terms of ensuring that financial discipline.===>U našoj zemlji bi trebalo da se formira adekvatno organizovan mehanizam osiguranja naplate potraživanja u smislu obezbeđenja finansijske discipline.)
MATCH@M:(For the time being, the financial discipline is a matter of ethics, or a fair relationship between the buyer and the seller.===>Za sada, finansijska disciplina predstavlja stvar poštenog odnosno fer odnosa izmedu kupca i prodavca.)
MATCH@E:(For the time being, the financial discipline is a matter of ethics, or a fair relationship between the buyer and the seller.===>Za sada, finansijska disciplina predstavlja stvar poštenog odnosno fer odnosa između kupca i prodavca.)
MATCH@M:(A good decision making as regards the credit policy requires that we know the company’s business, the environmental factors, as well as the economic factors that affect the survival of such business and of accounting concepts on which the company’s financial statements are based.===>Donošenje dobre poslovne odluke koja se odnosi na definisanje kreditne politike zahteva poznavanje poslovanja preduzeca, sredinskih faktora, kao i ekonomskih faktora koja uticu na opstanak tog poslovanja i racunovodstvenog koncepta na kojima su zasnovani finansijski izveštaji preduzeca.)
MATCH@E:(A good decision making as regards the credit policy requires that we know the companys business, the environmental factors, as well as the economic factors that affect the survival of such business and of accounting concepts on which the companys financial statements are based. ~~~ REFERENCE Š1Ë Praktična primena MSFI, grupa autora, Savez računovođa i revizora Srbije, Beograd, 2008, str.===>Donošenje dobre poslovne odluke koja se odnosi na definisanje kreditne politike zahteva poznavanje poslovanja preduzeća, sredinskih faktora, kao i ekonomskih faktora koja utiču na opstanak tog poslovanja i računovodstvenog koncepta na kojima su zasnovani finansijski izveštaji preduzeća.)
MATCH@M:(Therefore, this concept is in the focus of professionals’ and scholars’ attention.===>Otuda je ovaj koncept vise od nekoliko decenija u fokusu strucne i naucne javnosti.)
MATCH@E:(Therefore, this concept is in the focus of professionals and scholars attention.===>Otuda je ovaj koncept više od nekoliko decenija u fokusu stručne i naučne javnosti.)
MATCH@M:(The evolution of public-private partnership is not yet final, and the different institutional arrangements develop in both the geographical as well as the aspect of time.===>Evolucija javno-privatnog partnerstva jos uvek nije konacna, pa se razlicita institucionalna resenja razvijaju kako sa geografskog, tako i sa vremenskog aspekta.)
MATCH@E:(The evolution of public-private partnership is not yet final, and the different institutional arrangements develop in both the geographical as well as the aspect of time.===>Evolucija javno-privatnog partnerstva još uvek nije konačna, pa se različita institucionalna rešenja razvijaju kako sa geografskog, tako i sa vremenskog aspekta.)
MATCH@M:(This paper presents a basic generic model of the relationship between public and private partners in the implementation of infrastructure projects, as well as the possibility of the development of hybrid models.===>U ovom radu je predstavljan osnovni genericki model relacije izmedu javnog i privatnog partnera u realizaciji infrastrukturnih projekata, kao i mogucnosti razvoja hibridnih modela modela.)
MATCH@E:(This paper presents a basic generic model of the relationship between public and private partners in the implementation of infrastructure projects, as well as the possibility of the development of hybrid models.===>U ovom radu je predstavljan osnovni generički model relacije između javnog i privatnog partnera u realizaciji infrastrukturnih projekata, kao i mogućnosti razvoja hibridnih modela modela. 1.)
MATCH@M:(Public-private partnership is a concept that describes the business relations between the public, the private partners and the third parties in creating public, chiefly infrastructure facilities and services.===>Javno-privatno partnerstvo predstavlja koncept koji opisuje poslovne relacije privatnog, javnog partnera i trecih lica u kreiranju javnih, najcešce infrastrukturnih, objakata i usluga.)
MATCH@E:(1. ~~~ Introduction Public-private partnership is a concept that describes the business relations between the public, the private partners and the third parties in creating public, chiefly infrastructure facilities and services.===>Uvod Javno-privatno partnerstvo predstavlja koncept koji opisuje poslovne relacije privatnog, javnog partnera i trećih lica u kreiranju javnih, najčešće infrastrukturnih, objakata i usluga.)
MATCH@M:(Its modern history dates back to several decades, however, the concept evolves continually, therefore is the focus of attention of both academics and practitioners in this field.===>Njegov savremeni istorijat je dug više decenija, ali koncept sve vreme evoluira, tako da je i dalje u centru pažnje akademika i prakticara iz ove oblasti.)
MATCH@E:(Its modern history dates back to several decades, however, the concept evolves continually, therefore is the focus of attention of both academics and practitioners in this field.===>Njegov savremeni istorijat je dug više decenija, ali koncept sve vreme evoluira, tako da je i dalje u centru pažnje akademika i praktičara iz ove oblasti.)
MATCH@M:(The basis for this interest is in the fact that the demand for infrastructure increases significantly worldwide.===>Osnova za ovakvo interesovanje sastoji se u cinjenici da su potrebe za infrastrukturom u svetu znacajno narasle.)
MATCH@E:(The basis for this interest is in the fact that the demand for infrastructure increases significantly worldwide.===>Osnova za ovakvo interesovanje sastoji se u činjenici da su potrebe za infrastrukturom u svetu značajno narasle.)
MATCH@M:(In the developed countries IT results from the obsolence of the basic infrastructure and hence the need to replace the depreciated property and equipment in the near future, whereas in the developing countries the needs for new infrastructure are still not saturated, the consequence of a poor historical backgrounds.===>U razvijenim zemljama ona su posledica starenja bazicne infrastrukture i posledicne potrebe da se amortizovana sredstva zamene u što skorijoj buducnosti, dok su u nerazvijenim zemljama potrebe za novom infrastrukturom potpuno nezasicene, kao posledica loše istorijske baze.)
MATCH@E:(In the developed countries IT results from the obsolence of the basic infrastructure and hence the need to replace the depreciated property and equipment in the near future, whereas in the developing countries the needs for new infrastructure are still not saturated, the consequence of a poor historical backgrounds.===>U razvijenim zemljama ona su posledica starenja bazične infrastrukture i posledične potrebe da se amortizovana sredstva zamene u što skorijoj budućnosti, dok su u nerazvijenim zemljama potrebe za novom infrastrukturom potpuno nezasićene, kao posledica loše istorijske baze.)
MATCH@M:(The infrastructure projects realization using the public-private partnership model is essentially funded on the shortcomings of purely public and purely private scheme of construction, financing and managing infrastructure objects and provision of infrastructure services.===>Realizacija infrastrukturnih projekata korišcenjem modela javno-privatnog partnerstva je suštinski fundirana na nedostacima potpuno javne i potpuno privatne sheme izgradnje, finansiranja i upravljanja infrastrukturnim objektima i obezbedivanju infrastrukturnih usluga.)
MATCH@E:(The infrastructure projects realization using the public-private partnership model is essentially funded on the shortcomings of purely public and purely private scheme of construction, financing and managing infrastructure objects and provision of infrastructure services.===>Realizacija infrastrukturnih projekata korišćenjem modela javno-privatnog partnerstva je suštinski fundirana na nedostacima potpuno javne i potpuno privatne sheme izgradnje, finansiranja i upravljanja infrastrukturnim objektima i obezbeđivanju infrastrukturnih usluga.)
MATCH@M:(For example, Miller claims that neither fully public nor fully private financing, executing ot managing infrastructure projects are sustainable in the long term.===>Primera radi, Miller navodi da ni cisto javno, ni cisto privatno finansiranje, izvodenje i upravljanje infrastrukturnim projektima nije na dugi rok održivo.)
MATCH@E:(For example, Miller Š1Ë claims that neither fully public nor fully private financing, executing ot managing infrastructure projects are sustainable in the long term.===>Primera radi, Miller Š1Ë navodi da ni čisto javno, ni čisto privatno finansiranje, izvođenje i upravljanje infrastrukturnim projektima nije na dugi rok održivo.)
MATCH@M:(Milosavljevic and Benkovic structured the potential weaknesses of purely public and purely private investments into infrastructure into two broad groups.===>Milosavljevic i Benkovic su izvršili strukturiranje potencijalnih nedostataka cisto javnih i cisto privatnih investicija u infrastrukturu u dve opšte grupe.)
MATCH@E:(Milosavljević and Benković Š2Ë structured the potential weaknesses of purely public and purely private investments into infrastructure into two broad groups.===>Milosavljević i Benković Š2Ë su izvršili strukturiranje potencijalnih nedostataka čisto javnih i čisto privatnih investicija u infrastrukturu u dve opšte grupe.)
MATCH@M:(One group consists of the weaknesses and potential threats conditioned by the role of the state in creating and managing infrastructure projects.===>Prvu grupu cine nedostaci i potencijalne pretnje uslovljene ulogom države u kreiranju i upravljanju infrastrukturnim projektima.)
MATCH@E:(One group consists of the weaknesses and potential threats conditioned by the role of the state in creating and managing infrastructure projects.===>Prvu grupu čine nedostaci i potencijalne pretnje uslovljene ulogom države u kreiranju i upravljanju infrastrukturnim projektima.)
MATCH@M:(These weaknesses refer to numerous inefficiences such as slow and inefficient decision making, inefficient organizational and institutional frame, as well as lack of competition, and hence market efficiency.===>Ovi nedostaci se odnose na brojne neefikasnosti poput sporog i neefikasnog donošenja odluka, neefikasnog organizacionog i institucionalnog okvira, kao i nedostatka konkurencije, a time i tržišne efikasnosti.)
MATCH@E:(These weaknesses refer to numerous inefficiences such as slow and inefficient decision making, inefficient organizational and institutional frame, as well as lack of competition, and hence market efficiency Š3Ë.===>Ovi nedostaci se odnose na brojne neefikasnosti poput sporog i neefikasnog donošenja odluka, neefikasnog organizacionog i institucionalnog okvira, kao i nedostatka konkurencije, a time i tržišne efikasnosti Š3Ë.)
MATCH@M:(On the other hand, the imperfections of private initiative in the execution of infrastructure projects is reflected in the potential assymetry in the service provision and hence the need for stricter control by the state agencies.===>Sa druge strane, imperfektnosti privatne inicijative u izvodenju infrastrukturnih projekata ogledaju se u potencijalnoj asimetriji u pružanju usluga i posledic-noj potrebi za pojacanom kontrolom od strane nadležnih državnih organa.)
MATCH@E:(On the other hand, the imperfections of private initiative in the execution of infrastructure projects is reflected in the potential assymetry in the service provision and hence the need for stricter control by the state agencies.===>Sa druge strane, imperfektnosti privatne inicijative u izvođenju infrastrukturnih projekata ogledaju se u potencijalnoj asimetriji u pružanju usluga i posledičnoj potrebi za pojačanom kontrolom od strane nadležnih državnih organa.)
MATCH@M:(Furthermore, certain authors advocate the approach of total/large-scale privatization as an ultimate approach to public goods supply.===>Dalje, odredeni autori zagovaraju pristup potpune privatizacije kao ultimativnog pristupa za snabdevanje javnim dobrima.)
MATCH@E:(Furthermore, certain authors advocate the approach of total/large-scale privatization as an ultimate approach to public goods supply.===>Dalje, određeni autori zagovaraju pristup potpune privatizacije kao ultimativnog pristupa za snabdevanje javnim dobrima.)
MATCH@M:(Although fully private schemes are still used, at least in theory, Martimoor and Pouyet maintain that a non-conformity in reliance upon privatization is affected by the weaknesses of the public provision of infrastructure goods, rather than by the real adequacy of the private sector.===>Iako se i dalje, barem u teoriji, koriste potpuno privatne sheme, Martimoor i Pouyet smatraju da je nejednoobra-zno oslanjanje na privatizaciju pod uticajem nedostataka javne provizije infrastrukturnih dobara, a ne realne adekvatnosti privatnog sektora.)
MATCH@E:(Although fully private schemes are still used, at least in theory, Martimoor and Pouyet Š4Ë maintain that a non-conformity in reliance upon privatization is affected by the weaknesses of the public provision of infrastructure goods, rather than by the real adequacy of the private sector.===>Iako se i dalje, barem u teoriji, koriste potpuno privatne sheme, Martimoor i Pouyet Š4Ë smatraju da je nejednoobrazno oslanjanje na privatizaciju pod uticajem nedostataka javne provizije infrastrukturnih dobara, a ne realne adekvatnosti privatnog sektora.)
MATCH@M:(Although the public-private partnership is to some extent similar to privatization, many authors deem that these terms cannot be equalled, such as Minow, for example, tried.===>Premda javno-privatno partnerstvo ima odredene slicnosti sa privatizacijom, smatra se da se ovi termini ne mogu poisto-vetiti, što je pokušao, primera radi, Minow.)
MATCH@E:(Although the public-private partnership is to some extent similar to privatization, many authors deem that these terms cannot be equalled, such as Minow, for example, tried Š5Ë.===>Premda javnoprivatno partnerstvo ima određene sličnosti sa privatizacijom, smatra se da se ovi termini ne mogu poistovetiti, što je pokušao, primera radi, Minow Š5Ë.)
MATCH@M:(In the privatization process, according to Grimsey and Lewis, the state loses control over the subject of privatization entirely, whereas in public-private partnership the control and ownership are shared between the public and the private partners on an equal basis.===>Prema Grimsey i Lewis u privatizaciji, naime, država u potpunosti gubi kontrolu nad subjektom privatizacije, dok u javno-privatnom partnerstvu odgovornost i kontrola bivaju ravnomerno distribuirani izmedu javnog i privatnog partnera.)
MATCH@E:(In the privatization process, according to Grimsey and Lewis Š6Ë, the state loses control over the subject of privatization entirely, whereas in public-private partnership the control and ownership are shared between the public and the private partners on an equal basis.===>Prema Grimsey i Lewis Š6Ë u privatizaciji, naime, država u potpunosti gubi kontrolu nad subjektom privatizacije, dok u javno-privatnom partnerstvu odgovornost i kontrola bivaju ravnomerno distribuirani između javnog i privatnog partnera.)
MATCH@M:(In accordance with the above mentioned, to overcome the present problems it is important that a formula for an adequate role and relationship between the public and the private agents be found in infrastructure financing, execution and management.===>Doslovno prethodno recenom, za prevazilaženje datih problema treba pronaci formulu za pravilan odnos i ulogu javnog i privatnog aktera u finansiranju, izvodenju i upravljanju infrastrukturom.)
MATCH@E:(In accordance with the above mentioned, to overcome the present problems it is important that a formula for an adequate role and relationship between the public and the private agents be found in infrastructure financing, execution and management.===>Doslovno prethodno rečenom, za prevazilaženje datih problema treba pronaći formulu za pravilan odnos i ulogu javnog i privatnog aktera u finansiranju, izvođenju i upravljanju infrastrukturom.)
MATCH@M:(Hodge and Greve claim that almost all definitions start from the assumption that the public-private partnership model is good, as it draws on the benefits of both the private and public sectors.===>Hodge i Greve navode da gotovo sve definicije polaze od pretpostavke da je model javno-privatnog partnerstva dobar, jer koristi benefite i privatnog i javnog sektora.)
MATCH@E:(Hodge and Greve Š7Ë claim that almost all definitions start from the assumption that the public-private partnership model is good, as it draws on the benefits of both the private and public sectors.===>Hodge i Greve Š7Ë navode da gotovo sve definicije polaze od pretpostavke da je model javno-privatnog partnerstva dobar, jer koristi benefite i privatnog i javnog sektora.)
MATCH@M:(Besides, a successful implementation of public-private partnership requires an effective partnership between the public and the private sectors, which, according to HM Treasury  means ensuring a sufficient capacity of the public sector to act as an effective client, an adequate capacity of the private sector to meet the consumers’ needs, as well as a mutual trust of both parties to build the partnership on a sustainable basis.===>Pri tome, uspešno sprovodenje javno-privatnog partnerstva zahteva efektivno partnerstvo izmedu javnog i privatnog sektora, koje prema HM Treasury podrazume-va obezbedivanje dovoljnog kapaciteta javnog sektora da se ponaša kao efektivan klijent i odgovarajuci kapacitet privatnog sektora da ispuni zahteve korisnika, kao i u medusobno poverenje obe strane da se partnerstvo gradi na održivoj osnovi.)
MATCH@E:(Besides, a successful implementation of public-private partnership requires an effective partnership between the public and the private sectors, which, according to HM Treasury Š8Ë means ensuring a sufficient capacity of the public sector to act as an effective client, an adequate capacity of the private sector to meet the consumers needs, as well as a mutual trust of both parties to build the partnership on a sustainable basis.===>Pri tome, uspešno sprovođenje javno-privatnog partnerstva zahteva efektivno partnerstvo između javnog i privatnog sektora, koje prema HM Treasury Š8Ë podrazumeva obezbeđivanje dovoljnog kapaciteta javnog sektora da se ponaša kao efektivan klijent i odgovarajući kapacitet privatnog sektora da ispuni zahteve korisnika, kao i u međusobno poverenje obe strane da se partnerstvo gradi na održivoj osnovi.)
MATCH@M:(A positive attitude towards public-private partnerships stems from the numerous characteristis of the partnership itself.===>Pozitivan stav prema javno-privatnim partnerstvima posledica je brojnih karakteristika samog partnerstva.)
MATCH@E:(A positive attitude towards public-private partnerships stems from the numerous characteristis of the partnership itself.===>Pozitivan stav prema javno-privatnim partnerstvima posledica je brojnih karakteristika samog partnerstva.)
MATCH@M:(The primary among them is, doubtlessly, a higher value created in comparison with other methods of infrastructure project realization.===>Prvi i osnovni element je, svakako, veca vrednost koja se kreira u predenju sa ostalim metodama realizacije infrastruktunih projekata.)
MATCH@E:(The primary among them is, doubtlessly, a higher value created in comparison with other methods of infrastructure project realization.===>Prvi i osnovni element je, svakako, veća vrednost ko ja se kreira u pređenju sa ostalim metodama realizacije infrastruktunih projekata.)
MATCH@M:(This testing is much better known as the “value for money test“.===>Ovo testiranje je mnogo poznatije pod nazivom „value for money test”.)
MATCH@E:(This testing is much better known as the value for money test.===>Ovo testiranje je mnogo poznatije pod nazivom value for money test.)
MATCH@M:(This actually means that under the same conditions, the private player would provide infrastructure services or build infrastructure facilities at lower costs compared to the public sector in this job.===>To zapravo znaci, da bi pod istim uslovima privatni akter obezbedio infrastrukturne usluge ili izgradio infrastrukturne objekte po troškovima nižim od javne strane u poslu.)
MATCH@E:(This actually means that under the same conditions, the private player would provide infrastructure services or build infrastructure facilities at lower costs compared to the public sector in this job.===>To zapravo znači, da bi pod istim uslovima privatni akter obezbedio infrastrukturne usluge ili izgradio infrastrukturne objekte po troškovima nižim od javne strane u poslu.)
MATCH@M:(Another elementary feature refers to the potentials of risk transfer, where the control activities related to expenditures, works dynamics, etc. can be transferred to the private partner.===>Druga elementarna karakteristika se odnosi na potencijale transfera rizika, pri cemu se na privatnog partnera u poslu mogu preneti kontrolne aktivnosti vezane za trošenje sredstava, dinamiku radova i sl.)
MATCH@E:(Another elementary feature refers to the potentials of risk transfer, where the control activities related to expenditures, works dynamics, etc. can be transferred to the private partner.===>Druga elementarna karakteristika se odnosi na potencijale transfera rizika, pri čemu se na privatnog partnera u poslu mogu preneti kontrolne aktivnosti vezane za trošenje sredstava, dinamiku radova i sl.)
MATCH@M:(This calls for a lot of caution, since risk transfer should follow the principle that the risk should be allocated to the party best suited to manage it.===>Ovde treba biti posebno pažljiv, jer transfer rizika treba da bude voden principom da strana koja najbolje može da upravlja rizikom, treba da bude i opterecena istim.)
MATCH@E:(This calls for a lot of caution, since risk transfer should follow the principle that the risk should be allocated to the party best suited to manage it.===>Ovde treba biti posebno pažljiv, jer transfer rizika treba da bude vođen principom da strana koja najbolje može da upravlja rizikom, treba da bude i opterećena istim.)
MATCH@M:(In order that these multiple interrelated conditions be fulfilled it is necessary that the relations of all the interest and interested parties in the public-private partnership should be founded.===>Da bi se ovi višestruko meduzavisni uslovi ispunili, neophodno je na adekvatan nacin fundirati relacije svih interesnih i zainteresovanih strana u javno-privat-nom partnerstvu.)
MATCH@E:(In order that these multiple interrelated conditions be fulfilled it is necessary that the relations of all the interest and interested parties in the public-private partnership should be founded.===>Da bi se ovi višestruko međuzavisni uslovi ispunili, neophodno je na adekvatan način fundirati relacije svih interesnih i zainteresovanih strana u javno-privatnom partnerstvu.)
MATCH@M:(The relationship between public institutions and organizations and the project company is especially important and it is the central theme of this work.===>Posebno je znacajna relacija izmedu javnih institucija i organizacija i projektne kompanije, koja ce i biti centralna tema ovog rada.)
MATCH@E:(The relationship between public institutions and organizations and the project company is especially important and it is the central theme of this work.===>Posebno je značajna relacija između javnih institucija i organizacija i projektne kompanije, koja će i biti centralna tema ovog rada.)
MATCH@M:(Our aim in the paper is to explain the public-private partnership concept itself.===>U radu ce biti objašnjen sam koncept javno-privatnog partnerstva.)
MATCH@E:(Our aim in the paper is to explain the public-private partnership concept itself.===>U radu će biti objašnjen sam koncept javno-privatnog partnerstva.)
MATCH@M:(We will then proceed to define the general system of relations in the generic model.===>Zatim ce biti definisan opšti sistem relacija u generickom modelu.)
MATCH@E:(We will then proceed to define the general system of relations in the generic model.===>Zatim će biti definisan opšti sistem relacija u generičkom modelu.)
MATCH@M:(Finally, possible hybrid models will be presented, however the list, due to their continual development, is not final.===>Na kraju ce biti predstavljeni moguci hibridni modeli, ciji spisak, usled kontinuelnog razvoja, nije konacan.)
MATCH@E:(Finally, possible hybrid models will be presented, however the list, due to their continual development, is not final.===>Na kraju će biti predstavljeni mogući hibridni modeli, čiji spisak, usled kontinuelnog razvoja, nije konačan. 2.)
MATCH@M:(Numerous varieties of new public-private partnership models have been developed so far in order that the public-private partnership model should be adapted to specific situations and sectors.===>Do sada su razvijeni brojni varijeteti novih modela javno-privatnog partnerstva kako bi se on prilagodio specificnim situacijama i sektorima.)
MATCH@E:(2. ~~~ Concept and essential features of public-private partnership Numerous varieties of new public-private partnership models have been developed so far in order that the public-private partnership model should be adapted to specific situations and sectors.===>Koncept i suštinska obeležja javno-privatnog partnerstva Do sada su razvijeni brojni varijeteti novih modela javno-privatnog partnerstva kako bi se on prilagodio specifičnim situacijama i sektorima.)
MATCH@M:(Thus the synergy created within the partnership can spread to numerous specific niches of infrastructure development.===>Na osnovu toga se sinergija kreirana unutar partnerstva može proširiti na brojne specificne niše infrastrukturnog razvoja.)
MATCH@E:(Thus the synergy created within the partnership can spread to numerous specific niches of infrastructure development.===>Na osnovu toga se sinergija kreirana unutar partnerstva može proširiti na brojne specifične niše infrastrukturnog razvoja.)
MATCH@M:(In the most highly developed countries the public-private partnerships are used to some extent in the realization of infrastructure projects.===>U najrazvijenijim zemljama javno-privatna partnerstva se koriste do izvesne mere u realizaciji infrastrukturnih projektata.)
MATCH@E:(In the most highly developed countries the public-private partnerships are used to some extent in the realization of infrastructure projects.===>U najrazvijenijim zemljama javno-privatna partnerstva se koriste do izvesne mere u realizaciji infrastrukturnih projektata.)
MATCH@M:(In the western European countries, Great Britain has a leading position in the private financing initiative realization (the British equivalent for the public and private sector partnership projects), although other countries too experiment with a wide range of public-private partnerships.===>U zemljama Zapadne Evrope, Velika Britanija je preuzela vodecu poziciju u realizaciji inicijative za privatnim finansiranjem (što je britanski ekvivalent za projekte partnerstva javnog i privatnog sektora) iako i druge zemlje eksperimentišu ša širokim spektrom javno-privatnih partnerstava.)
MATCH@E:(In the western European countries, Great Britain has a leading position in the private financing initiative realization (the British equivalent for the public and private sector partnership projects), although other countries too experiment with a wide range of public-private partnerships.===>U zemljama Zapadne Evrope, Velika Britanija je preuzela vodeću poziciju u realizaciji inicijative za privatnim finansiranjem (što je britanski ekvivalent za projekte partnerstva javnog i privatnog sektora) iako i druge zemlje eksperimentišu ša širokim spektrom javno-privatnih partnerstava.)
MATCH@M:(In the developing countries, according to Akintoye et al. study, there is a high regional concentration of such contracts, primary in Latin America, followed by such contracts in Southeastern Asia.===>U zemljama u razvoju, prema studiji Akintoye et al., postoji velika regionalna koncentracija ovih ugovora prvenstveno u Latinskoj Americi, a prate ih ugovori iz Jugoistocne Azije.)
MATCH@E:(In the developing countries, according to Akintoye et al. Š9Ë study, there is a high regional concentration of such contracts, primary in Latin America, followed by such contracts in Southeastern Asia.===>U zemljama u razvoju, prema studiji Akintoye et al. ~~~ Š9Ë, postoji velika regionalna koncentracija ovih ugovora prvenstveno u Latinskoj Americi, a prate ih ugovori iz Jugoistočne Azije.)
MATCH@M:(Types of contracts vary greatly and differ from country to country in accordance with the sensibility of national economies.===>Vrste ugovora su vrlo razlicite i variraju od zemlje do zemlje u zavisnosti od senzibiliteta nacionalnih ekonomija.)
MATCH@E:(Types of contracts vary greatly and differ from country to country in accordance with the sensibility of national economies.===>Vrste ugovora su vrlo različite i variraju od zemlje do zemlje u zavisnosti od senzibiliteta nacionalnih ekonomija.)
MATCH@M:(Regardless of the range, it is difficult to find a unique definition of the partnership between the public and the private sectors.===>I pored [iroke rasprostranjenosti, te[ko je na]i jedinstvenu definiciju za partnerstvo javnog i privatnog sektora.)
MATCH@E:(Regardless of the range, it is difficult to find a unique definition of the partnership between the public and the private sectors.===>I pored široke rasprostranjenosti, teško je naći jedinstvenu definiciju za partnerstvo javnog i privatnog sektora.)
MATCH@M:(Broad academic definitions describe public-private partnership as a contract by which the private sector builds infrastructure facilities and provides infrastructure services which has traditionally been the role of the state.===>Êire akademske definicije vide javno-privatno partnerstvo kao ugovor u kom privatni sektor vrši izgradnju infrastrukturnih objekata i pružanje infrastrukturnih usluga koje je tradicionalno obezbedivala država.)
MATCH@E:(Broad academic definitions describe publicprivate partnership as a contract by which the private sector builds infrastructure facilities and provides infrastructure services which has traditionally been the role of the state Š10Ë.===>Šire akademske definicije vide javno-privatno partnerstvo kao ugovor u kom privatni sektor vrši izgradnju infrastrukturnih objekata i pružanje infrastrukturnih usluga koje je tradicionalno obezbeđivala država Š10Ë.)
MATCH@M:(More specific definitions include essential features and define public-private partnership as partnership between the public and the private sectors which cooperate for the purpose of achieving mutual or compatible goals (such as provision of infrastructure services) together with the risk and liability distribution and allocation to the public and the private sectors.===>Nešto specificnije definicije ukljucuju esencijalne karakteristike i definišu javno-privatno partnerstvo kao partnerstvo izmedu javnog i privatnog sektora koji kooperativno rade na ostvarenju zajednickih ili kompatibilnih ciljeva (kao što su obezbe-denje infrastrukturnih usluga), zajedno sa distribucijom rizika i odgovornosti i njihovom alokacijom na javni i privatni sektor .)
MATCH@E:(More specific definitions include essential features and define public-private partnership as partnership between the public and the private sectors which cooperate for the purpose of achieving mutual or compatible goals (such as provision of infrastructure services) together with the risk and liability distribution and allocation to the public and the private sectors Š3Ë.===>Nešto specifičnije definicije uključuju esencijalne karakteristike i definišu javno-privatno partnerstvo kao partnerstvo između javnog i privatnog sektora koji kooperativno rade na ostvarenju zajedničkih ili kompatibilnih ciljeva (kao što su obezbeđenje infrastrukturnih usluga), zajedno sa distribucijom rizika i odgovornosti i njihovom alokacijom na javni i privatni sektor Š3Ë.)
MATCH@M:(The lack of a uniform definition of international institutions and organizations makes the problem complex, such as is the one between academics and practitioners in the field of project financing.===>Nedostatak jednoobrazne definicije medunarodnih institucija i organizacija jednako je kompleksna poput one izmedu akademika i istraživaca iz oblasti projektnog finansiranja.)
MATCH@E:(The lack of a uniform definition of international institutions and organizations makes the problem complex, such as is the one between academics and practitioners in the field of project financing.===>Nedostatak jednoobrazne definicije međunarodnih institucija i organizacija jednako je kompleksna poput one između akademika i istraživača iz oblasti projektnog finansiranja.)
MATCH@M:(For example, the World Bank has no uniform definition and treats the public-private partnership concept as rather a broad one.===>Primera radi, Svetska Banka nema jedinstvenu definiciju i pojmu javno-privatnog partnerstva pridaje dosta široko znacenje.)
MATCH@E:(For example, the World Bank has no uniform definition and treats the publicprivate partnership concept as rather a broad one.===>Primera radi, Svetska Banka nema jedinstvenu definiciju i pojmu javno-privatnog partnerstva pridaje dosta široko značenje.)
MATCH@M:(They stress the concept of partnership style in the provision of infrastructure services as an antipode to the “arm’s length“ style which means the action or behaviour of the parties in the job as independent from each other, both financially and otherwise.===>Naglašava se pojam partnerskog stila u obezbedivanju infrastrukturnih usluga kao antipod stilu „arm’s lenght“ koji podrazumeva delovanje ili ponašanje strana u poslu kao da su potpuno finansijski i na druge nacine nepovezani.)
MATCH@E:(They stress the concept of partnership style in the provision of infrastructure services as an antipode to the arms length style which means the action or behaviour of the parties in the job as independent from each other, both financially and otherwise.===>Naglašava se pojam partnerskog stila u obezbeđivanju infrastrukturnih usluga kao antipod stilu arms lenght koji podrazumeva delovanje ili ponašanje strana u poslu kao da su potpuno finansijski i na druge načine nepovezani.)
MATCH@M:(Liability is understood in a rather broad sense and ranges from individual responsibility for each assigned job segment to shared responsibility for individual job elements, or the entire job.===>Prihvatanje odgovornosti je širokog spektra i krece se od pojedinacne odgovornosti za svaki pove-reni segment posla, do zajednicke odgovornosti za pojedinacne elemente posla, odnosno celokupan posao.)
MATCH@E:(Liability is understood in a rather broad sense and ranges from individual responsibility for each assigned job segment to shared responsibility for individual job elements, or the entire job.===>Prihvatanje odgovornosti je širokog spektra i kreće se od pojedinačne odgovornosti za svaki povereni segment posla, do zajedničke odgovornosti za pojedinačne elemente posla, odnosno celokupan posao.)
MATCH@M:(In addition to these elements, risk taking, rewards for the job done and others are defined.===>Pored ovih elemenata, definišu se i preuzimanje rizika, nagrade za obavljanje poslova i ostalo.)
MATCH@E:(In addition to these elements, risk taking, rewards for the job done and others are defined Š11Ë.===>Pored ovih elemenata, definišu se i preuzimanje rizika, nagrade za obavljanje poslova i ostalo Š11Ë.)
MATCH@M:(On the other hand, according to the European Commission, the public-private partnership can be defined as “the contract between two or more parties that agree to cooperate for the purpose of achieving separate or/and compatible goals, with delegation of authority and liability, joint investment into resources, shared debts and risk taking and ideal mutual benefit.“===>Na drugoj strani, prema stavu Evropske Komisije, javno-privatno partnerstvo predstavlja „ugovor izmedu dve ili više strana koje su se dogovorile da kooperativnim radom postignu podeljene i/ili kompatibilne ciljeve i u kojima postoji podela nadležnosti i odgovornosti; zajednicko ulaganje resursa; podela dugova ili preuzimanja rizika; i idealna zajednicka korist.“)
MATCH@E:(On the other hand, according to the European Commission Š12Ë, the public-private partnership can be defined as the contract between two or more parties that agree to cooperate for the purpose of achieving separate or/and compatible goals, with delegation of authority and liability, joint investment into resources, shared debts and risk taking and ideal mutual benefit.===>Na drugoj strani, prema stavu Evropske Komisije Š12Ë, javno-privatno partnerstvo predstavlja ugovor između dve ili više strana koje su se dogovorile da kooperativnim radom postignu podeljene i/ili kompatibilne ciljeve i u kojima postoji podela nadležnosti i odgovornosti; zajedničko ulaganje resursa; podela dugova ili preuzimanja rizika; i idealna zajednička korist.)
MATCH@M:(In addition to the Guidelines for successful public partnerships that follow this definition, the European Commission has previously adopted numerous directives related to the field of collaboration of the public and private sectors which are regarded as the so-called classic guidelines (such as:	Supplies Directive 93/36/EEC, Services Directive 92/50/EEC, Utilities Directive 93/38/EEC).===>Pored Smernica za uspešna javna partnerstva koje sadrže ovu definiciju, Evropska Komisija je prethodno donela i brojne direktive koje se odnose na oblast sa-radnje javnog i privatnog sektora koje se smatraju tzv. klasicnim smernicama (poput: Supplies Directive 93/36/EEC, Services Directive 92/50/EEC, Utilities Directive 93/38/EEC).)
MATCH@E:(In addition to the Guidelines for successful public partnerships that follow this definition, the European Commission has previously adopted numerous directives related to the field of collaboration of the public and private sectors which are regarded as the so-called classic guidelines (such as: Supplies Directive 93/36/EEC, Services Directive 92/50/EEC, Utilities Directive 93/38/EEC).===>Pored Smernica za uspešna javna partnerstva koje sadrže ovu definiciju, Evropska Komisija je prethodno donela i brojne direktive koje se odnose na oblast saradnje javnog i privatnog sektora koje se smatraju tzv. klasičnim smernicama (poput: ~~~ Supplies Directive 93/36/EEC, Services Directive 92/50/EEC, Utilities Directive 93/38/EEC).)
MATCH@M:(The final analysis of the public-private partnership sector was issued in 2004, in the Green book on the public-private partnership and local legislature on public contracts and concessions, thereby clearly classifying this type of partnership.===>Finalna analiza javno privatnog partnerstva data je 2004. godine u Zelenoj knjizi o javno-privatnom partnerstvu i lokalnom zakonodav-tsvu o javnim ugovorima i koncesijama, cime je decid-no odredena klasifikacija ovog oblika partnerstva.)
MATCH@E:(The final analysis of the publicprivate partnership sector was issued in 2004, in the Green book on the public-private partnership and local legislature on public contracts and concessions, thereby clearly classifying this type of partnership.===>Finalna analiza javno privatnog partnerstva data je 2004. godine u Zelenoj knjizi o javno-privatnom partnerstvu i lokalnom zakonodavtsvu o javnim ugovorima i koncesijama, čime je decidno određena klasifikacija ovog oblika partnerstva.)
MATCH@M:(Thus the partnerships are classed into the public-private partnerships which are exclusively contractual in type and the institutional public-private partnerships.===>Njime je izvršena klasifikacija na javno privatna partnerstva koja su iskljucivo ugovornog oblika i na institucionalna javno-privatna partnerstva.)
MATCH@E:(Thus the partnerships are classed into the public-private partnerships which are exclusively contractual in type and the institutional public-private partnerships.===>Njime je izvršena klasifikacija na javno privatna partnerstva koja su isključivo ugovornog oblika i na institucionalna javno-privatna partnerstva.)
MATCH@M:(The guidelines provided by the European Union are not binding in character.===>Smernice koje je dala Evropska Unija nisu obavezu-juce.)
MATCH@E:(The guidelines provided by the European Union are not binding in character.===>Smernice koje je dala Evropska Unija nisu obavezujuće.)
MATCH@M:(They are based on a dual goal: the public-private partnership should be unified to such an extent that all the member-countries should be in a position to benefit from this model; on the other hand, no economic entity can be privileged in comparison with the others.===>One su bazirane na dualnom cilju: javno-privatna partnerstva je potrebno do odredene mere unificirati kako bi sve zemlje clanice mogle da koriste benefite ovog modela; sa druge strane, nijedan privredni subjekat ne sme biti stavljen u povlašcen položaj u odnosu na ostale.)
MATCH@E:(They are based on a dual goal: the public-private partnership should be unified to such an extent that all the member-countries should be in a position to benefit from this model; on the other hand, no economic entity can be privileged in comparison with the others.===>One su bazirane na dualnom cilju: javno-privat na partnerstva je potrebno do određene mere unificirati kako bi sve zemlje članice mogle da koriste benefite ovog modela; sa druge strane, nijedan privredni subjekat ne sme biti stavljen u povlašćen položaj u odnosu na ostale.)
MATCH@M:(In the domestic legislative and economic environment, public-private partnerships are exclusively under the home country jurisdiction, hence the European Union guidelines are not of critical importance yet.===>U domacem legislativnom i privrednom ambijentu, javno-privatna partnerstva potpadaju iskljucivo pod nadležnost domace zakonodavne jurisdikcije, te smer-nice Evropske Unije još uvek nemaju kriticni znacaj.)
MATCH@E:(In the domestic legislative and economic environment, public-private partnerships are exclusively under the home country jurisdiction, hence the European Union guidelines are not of critical importance yet.===>U domaćem legislativnom i privrednom ambijentu, javno-privatna partnerstva potpadaju isključivo pod nadležnost domaće zakonodavne jurisdikcije, te smernice Evropske Unije još uvek nemaju kritični značaj.)
MATCH@M:(In addition to the general legal norms, public-private partnerships are specially linked to the Concession Law, the Law on Public Acquisitions, as well as other legal and sublegal acts of the Republic of Serbia.===>Pored opštih pravnih normi, javno-privatna partnerstva posebno tangiraju Zakon o koncesijama, Zakon o javnim nabavkama, posebna podzakonska pravila o javnim nabavkama, kao i brojni drugi zakonski i pod-zakonski akti Republike Srbije.)
MATCH@E:(In addition to the general legal norms, public-private partnerships are specially linked to the Concession Law, the Law on Public Acquisitions, as well as other legal and sublegal acts of the Republic of Serbia.===>Pored opštih pravnih normi, javno-privatna partnerstva posebno tangiraju Zakon o koncesijama, Zakon o javnim nabavkama, posebna podzakonska pravila o javnim nabavkama, kao i brojni drugi zakonski i podzakonski akti Republike Srbije.)
MATCH@M:(Our aim in this paper, however, is not to highlight the legal aspects of public-private partnership.===>Naglasak ovog rada, medutim, nije na pravnim aspektima javno-privatnog partnerstva.)
MATCH@E:(Our aim in this paper, however, is not to highlight the legal aspects of public-private partnership.===>Naglasak ovog rada, međutim, nije na pravnim aspektima javno-privatnog partnerstva.)
MATCH@M:(The relations taken into consideration here are not legal and technical categories in the sense of parties in a business arrangement, although they appear to be such.===>Relacije koje su po-smatrane nisu pravno-tehnicke kategorije u smislu ugovora izmedu strana u poslu, iako se najcešce tako pojavno manifestuju.)
MATCH@E:(The relations taken into consideration here are not legal and technical categories in the sense of parties in a business arrangement, although they appear to be such.===>Relacije koje su posmatrane nisu pravno-tehničke kategorije u smislu ugovora između strana u poslu, iako se najčešće tako pojavno manifestuju.)
MATCH@M:(The focus is rather on the research into the business relations in a managerial sense, and formulating a leeway the players in public-private partnership should have.===>Fokus je na istraživanju poslovnih relacija u menadžerskom smislu, te formulisanju manevarskog prostora koje akter u javno-privatnom partnerstvu imaju pred sobom.)
MATCH@E:(The focus is rather on the research into the business relations in a managerial sense, and formulating a leeway the players in public-private partnership should have. ~~~ 3.===>Fokus je na istraživanju poslovnih relacija u menadžerskom smislu, te formulisanju manevarskog prostora koje akter u javno-privatnom partnerstvu imaju pred sobom. 3.)
MATCH@M:(In public-private partnership, contracts are indispensable in regulating the rights and liabilities of all the contracting parties during all the phases of infrastructure projects realization.===>Ugovori u javno-privatnom partnerstvu su neophodni za regulisanje prava i obaveza svih ugovornih strana tokom svih faza realizacije infrastrukturnih projekata.)
MATCH@E:(Business relations and contract relationships in public-private partnership In public-private partnership, contracts are indispensable in regulating the rights and liabilities of all the contracting parties during all the phases of infrastructure projects realization.===>Poslovne relacije i ugovorni odnosi u javno - privatnom partnerstvu Ugovori u javno-privatnom partnerstvu su neophodni za regulisanje prava i obaveza svih ugovornih strana tokom svih faza realizacije infrastrukturnih projekata.)
MATCH@M:(In accordance with the specific features of each partnership, the contracts themselves are concluded for each public-private partnership project individually.===>Shodno specificnostima svakog partnerstva, sami ugovori se sastavljaju posebno za svaki projekat javno-privatnog partnerstva.)
MATCH@E:(In accordance with the specific features of each partnership, the contracts themselves are concluded for each public-private partnership project individually.===>Shodno specifičnostima svakog partnerstva, sami ugovori se sastavljaju posebno za svaki projekat javnoprivatnog partnerstva.)
MATCH@M:(Contracts in the public-private partnership model serve to specify all the conditions under which the private party undertakes the liability to build, maintain, provide services of stipulated quantity and quality, transfer the infrastructure facilities upon the expiry of the exploitation period and other important elements.===>Ugovorima se u modelu javno-privatnog partnerstva vrši specifikacija svih uslova pod kojima privatni akter na sebe preuzima obaveze izgradnje, održavanja, isporuke usluga datog kvaliteta i kvantiteta, transfera infrastrukturnih objekata nakon isteka perioda ekslo-atacije i ostalih bitnih elemenata.)
MATCH@E:(Contracts in the public-private partnership model serve to specify all the conditions under which the private party undertakes the liability to build, maintain, provide services of stipulated quantity and quality, transfer the infrastructure facilities upon the expiry of the exploitation period and other important elements.===>Ugovorima se u modelu javno-privatnog partnerstva vrši specifikacija svih uslova pod kojima privatni akter na sebe preuzima obaveze izgradnje, održavanja, isporuke usluga datog kvaliteta i kvantiteta, transfera infrastrukturnih objekata nakon isteka perioda eksloatacije i ostalih bitnih elemenata.)
MATCH@M:(Special clauses are introduced to improve the functionality of the public-private partnership project and consequently manage the project in a more adequate manner.===>Posebne klauzule se koriste kako bi se povecala funkcionalnost projekta javno-privatnog partnerstva i posledicno adekvatnije upravljalo istim.)
MATCH@E:(Special clauses are introduced to improve the functionality of the public-private partnership project and consequently manage the project in a more adequate manner.===>Posebne klauzule se koriste kako bi se povećala funkcionalnost projekta javno-privatnog partnerstva i posledično adekvatnije upravljalo istim.)
MATCH@M:(In drafting a contract attention should be paid to the preconditions, the characteristics of the public-private partnership model itself, as well as to the principles according to which the contracts are granted.===>Pri sastavljanju ugovora, treba voditi racuna o predu-slovima, karakteristikama samog modela javno-pri-vatnog partnerstva, kao i o principima po kojima se ugovori dodeljuju.)
MATCH@E:(In drafting a contract attention should be paid to the preconditions, the characteristics of the public-private partnership model itself, as well as to the principles according to which the contracts are granted.===>Pri sastavljanju ugovora, treba voditi računa o preduslovima, karakteristikama samog modela javno-privatnog partnerstva, kao i o principima po kojima se ugovori dodeljuju.)
MATCH@M:(The contract itself has to specify the minimum standards in order that the project should be implemented, but also in order that the risk should be adequately allocated among the business partners.===>Sam ugovor mora imati specifikaciju minimalnih standarda kako bi projekat bio primenjen, ali i kako bi se na adekvatan nacin alocirao rizik medu partnerima u poslu.)
MATCH@E:(The contract itself has to specify the minimum standards in order that the project should be implemented, but also in order that the risk should be adequately allocated among the business partners.===>Sam ugovor mora imati specifikaciju minimalnih standarda kako bi projekat bio primenjen, ali i kako bi se na adekvatan način alocirao rizik među partnerima u poslu.)
MATCH@M:(Such contract is quite similar to the contracts on public acquisitions, however, it should be noted that here we deal with different contracts, primarily due to their degree of complexity.===>Iako je njegova pojavna manifestacija vrlo slicna ugovorima o javnoj nabavci, treba naglasiti da se radi o razlicitim ugovorima, prevashodno zbog njihovog ste-pena kompleksnosti.)
MATCH@E:(Such contract is quite similar to the contracts on public acquisitions, however, it should be noted that here we deal with different contracts, primarily due to their degree of complexity.===>Iako je njegova pojavna manifestacija vrlo slična ugovorima o javnoj nabavci, treba naglasiti da se radi o različitim ugovorima, prevashodno zbog njihovog stepena kompleksnosti.)
MATCH@M:(The contracts on public acquisitions are based on the selection of the best offer on the basis of the set of a priori defined criteria and most often the search for the best offer is confined to simply collecting offers.===>Ugovori o javnoj nabavci se zasnivaju na selekciji najbolje ponude na bazi seta unapred odredenih kriteri-juma i najcešce se traganje za najboljom ponudom sastoji semo od prikuljanja ponuda.)
MATCH@E:(The contracts on public acquisitions are based on the selection of the best offer on the basis of the set of a priori defined criteria and most often the search for the best offer is confined to simply collecting offers.===>Ugovori o javnoj nabavci se zasnivaju na selekciji najbolje ponude na bazi seta unapred određenih kriterijuma i najčešće se traganje za najboljom ponudom sastoji semo od prikuljanja ponuda.)
MATCH@M:(The situation t is different with the contracts on the partnership between the public and the private sectors in that the negotiaations should result into the best long-term offer.===>Kod ugovaranja o partnerstvu javnog i privatnog sektora stanje je drugacije, jer pregovaranje treba za ishod da ima najbolju dugorocnu ponudu.)
MATCH@E:(The situation t is different with the contracts on the partnership between the public and the private sectors in that the negotiaations should result into the best long-term offer.===>Kod ugovaranja o partnerstvu javnog i privatnog sektora stanje je drugačije, jer pregovaranje treba za ishod da ima najbolju dugoročnu ponudu.)
MATCH@M:(This means that the private partner must command the required expertise and the real capacity to manage the project effectively.===>To znaci da privatni partner mora da poseduje potrebnu ekpertizu i fakticki kapacitet da efektivno upravlja projektom.)
MATCH@E:(This means that the private partner must command the required expertise and the real capacity to manage the project effectively.===>To znači da privatni partner mora da poseduje potrebnu ekpertizu i faktički kapacitet da efektivno upravlja projektom.)
MATCH@M:(The private partner has to provide a comprehensive estimate of the investment programme which is in most cases carried out in the time span of several years.===>Privatni partner mora dati sveobuhvatnu procenu investicionog programa koji se najcešce realizuje tokom više godina.)
MATCH@E:(The private partner has to provide a comprehensive estimate of the investment programme which is in most cases carried out in the time span of several years.===>Privatni partner mora dati sveobuhvatnu procenu investicionog programa koji se najčešće realizuje tokom više godina.)
MATCH@M:(Then the transfer of liabilities is effected per contract from the public to the private partner, whereby special attention is paid to the risk allocation in accordance with the characteristics of the infrastructure goods itself.===>Nakon toga se ugovorom vrši transfer obaveza sa javnog na privatnog partnera, pri cemu se vodi racuna o alokaciji rizika shodno karakteristikama samog infratruktur-nog dobra.)
MATCH@E:(Then the transfer of liabilities is effected per contract from the public to the private partner, whereby special attention is paid to the risk allocation in accordance with the characteristics of the infrastructure goods itself.===>Nakon toga se ugovorom vrši transfer obaveza sa javnog na privatnog partnera, pri čemu se vodi računa o alokaciji rizika shodno karakteristikama samog infratrukturnog dobra.)
MATCH@M:(All the project benefits are directly correlated with the the project performances themselves, therebye avoiding the situation in which the private partner should generate any financial or tangible or legal benefits he does not merit.===>Svi benefiti projekta moraju biti u direktnoj korelaciji sa samim performansama projekta, cime se izbega-va mogucnost da privatni partner generiše finansijske i druge materijalno-pravne koristi za koje nije zaslužan.)
MATCH@E:(All the project benefits are directly correlated with the the project performances themselves, therebye avoiding the situation in which the private partner should generate any financial or tangible or legal benefits he does not merit.===>Svi benefiti projekta moraju biti u direktnoj korelaciji sa samim performansama projekta, čime se izbegava mogućnost da privatni partner generiše finansijske i druge materijalno-pravne koristi za koje nije zaslužan.)
MATCH@M:(As a secondary effect, the project exploitation period has to be stipulated, namely the moment the infrastructure facility will be transferred to the public sector.===>Kao sekundarni efekat, mora se ustanoviti i period ekploatacije projekta, odnosno trenutak kada ce infrastrukturni objekat biti prenet na javni sektor.)
MATCH@E:(As a secondary effect, the project exploitation period has to be stipulated, namely the moment the infrastructure facility will be transferred to the public sector.===>Kao sekundarni efekat, mora se ustanoviti i period ekploatacije projekta, odnosno trenutak kada će infrastrukturni objekat biti prenet na javni sektor.)
MATCH@M:(At the moment of transfer, the infrastructure facility has to be in the condition specified at the beginning of the contract, which is by no means easy if we know that the exploitation period may sometimes span to even 30 years.===>U trenutku transfera, infrastrukturno sredstvo mora biti u stanju u kom je naznaceno na pocetku ugovora, što nije nimalo jednostavno uzimajuci u obzir da je period ekploatacije ponekad i do 30 godina.)
MATCH@E:(At the moment of transfer, the infrastructure facility has to be in the condition specified at the beginning of the contract, which is by no means easy if we know that the exploitation period may sometimes span to even 30 years.===>U trenutku transfera, infrastrukturno sredstvo mora biti u stanju u kom je naznačeno na početku ugovora, što nije nimalo jednostavno uzimajući u obzir da je period ekploatacije ponekad i do 30 godina.)
MATCH@M:(Upon defining the basic business relations, the project company defines other contractual relations with third parties: contractors, suppliers of various raw materials and power resources, infrastructure services or products purchasers, economic entities engaged in infrastructure facilities maintenance, and various sponsors, investors and creditors.===>Nakon definisanja osnovne poslovne relacije, projektna kompanija definiše ostale ugovorne opnose sa trecim stranama: izvodacima radova, dobavljacima razlicitih sirovina i energenata, kupcima infrastrukturnih usluga ili proizvoda, privrednim subjektima koji se bave održavanjem infrastrukturnih objekata, te razlicitim sponzorima, investitorima i kreditorima.)
MATCH@E:(Upon defining the basic business relations, the project company defines other contractual relations with third parties: contractors, suppliers of various raw materials and power resources, infrastructure services or products purchasers, economic entities engaged in infrastructure facilities maintenance, and various sponsors, investors and creditors.===>Nakon definisanja osnovne poslovne relacije, projektna kompanija definiše ostale ugovorne opnose sa trećim stranama: izvođačima radova, dobavljačima različitih sirovina i energenata, kupcima infrastrukturnih usluga ili proizvoda, privrednim subjektima koji se bave održavanjem infrastrukturnih objekata, te različitim sponzorima, investitorima i kreditorima.)
MATCH@M:(The list of interest and interested parties is not exhausted here, however, in a generic sense, these relations can be represented by the model in Figure 1.===>Lista interesnih i zainteresovanih strana ovime nije konacno obuhvacena, ali se u generickom obliku ove relacije mogu predstaviti modelom prikazanim na sledecoj strani (slika 1).)
MATCH@E:(The list of interest and interested parties is not exhausted here, however, in a generic sense, these relations can be represented by the model in Figure 1.===>Lista interesnih i zainteresovanih strana ovime nije konačno obuhvaćena, ali se u generičkom obliku ove relacije mogu predstaviti modelom prikazanim na sledećoj strani (slika 1).)
MATCH@M:(There is no uniform nor universally acceptable decision-making model on which type of public-private partnership model will serve the project best.===>Ne postoji jedinstven i univerzalno prihvatljiv model za odlucivanje koja vrsta modela javno-privatnog partnerstva ce najbolje služiti projektu.)
MATCH@E:(Hybrid business relations varieties in public-private partnership There is no uniform nor universally acceptable decision-making model on which type of public-private partnership model will serve the project best.===>Mogućnosti hibridnih poslovnih relacija u javno-privatnom partnerstvu Ne postoji jedinstven i univerzalno prihvatljiv model za odlučivanje koja vrsta modela javno-privatnog partnerstva će najbolje služiti projektu.)
BAD_LINE_=============================================================
BAD_LINE_M:There is no uniform nor universally acceptable decision-making model on which type of public-private partnership model will serve the project best.
BAD_LINE_M:Ne postoji jedinstven i univerzalno prihvatljiv model za odlucivanje koja vrsta modela javno-privatnog partnerstva ce najbolje služiti projektu.
BAD_LINE_E:Hybrid business relations varieties in public-private partnership There is no uniform nor universally acceptable decision-making model on which type of public-private partnership model will serve the project best.
BAD_LINE_E:Mogućnosti hibridnih poslovnih relacija u javno-privatnom partnerstvu Ne postoji jedinstven i univerzalno prihvatljiv model za odlučivanje koja vrsta modela javno-privatnog partnerstva će najbolje služiti projektu.
MATCH@M:(The above-mentioned depends on the features of the project itself, as well as on the perception of the population of the need for partnership.===>Prethodno receno zavisi od osobenosti samog projekta i percepcije populacije o potrebi za partnerstvom.)
MATCH@E:(The abovementioned depends on the features of the project itself, as well as on the perception of the population of the need for partnership.===>Prethodno rečeno zavisi od osobenosti samog projekta i percepcije populacije o potrebi za partnerstvom.)
MATCH@M:(The traditional public-private partnership models are sometimes characterised by rigid assumptions, postponement in negotiations and consequentially increased costs due to the impacts of numerous environmental factors.===>Tradicionalne modele j avno-privatnog partnerstva ponekad karak-terišu rigidne pretpostavke, odlaganja u pregovorima i posledicni uvecani troškovi usled dejstva brojnih faktora okruženja.)
MATCH@E:(The traditional public-private partnership models are sometimes characterised by rigid assumptions, postponement in negotiations and consequentially increased costs due to the impacts of numerous environmental factors.===>Tradicionalne modele javno-privatnog partnerstva ponekad karakterišu rigidne pretpostavke, odlaganja u pregovorima i posledični uvećani troškovi usled dejstva brojnih faktora okruženja.)
MATCH@M:(Any delay in negotiations, the cost progression and the rigidity of the conditions in standardized public-private partnership contracts result into a suboptimal resource allocation.===>Svako odugovlacenje u pregovorima, progresija troškovi i rigidnost uslova standardizovanih ugovora j avno-privatnog partnerstva dovode do su-boptimalne alokacije resursa.)
MATCH@E:(Any delay in negotiations, the cost progression and the rigidity of the conditions in standardized public-private partnership contracts result into a suboptimal resource allocation.===>Svako odugovlačenje u pregovorima, progresija troškovi i rigidnost uslova standardizovanih ugovora javno-privatnog partnerstva dovode do suboptimalne alokacije resursa.)
MATCH@M:(The hybrid public-private partnership models are developed for the purpose of using numerous opportunities and strengths, as well as overcoming various threats and weaknesses the public-private partnership may be faced with.===>U cilju korišcenja brojnih šansi i snaga, kao i prevazi-laženja razlicitih pretnji i slabosti sa kojima se javno-privatno partnerstvo može suociti, razvijeni su hibridni modeli javno-privatnog partnerstva.)
MATCH@E:(The hybrid public-private partnership models are developed for the purpose of using numerous opportunities and strengths, as well as overcoming various threats and weaknesses the public-private partnership may be faced with.===>U cilju korišćenja brojnih šansi i snaga, kao i prevazilaženja različitih pretnji i slabosti sa kojima se javnoprivatno partnerstvo može suočiti, razvijeni su hibridni modeli javno-privatnog partnerstva.)
MATCH@M:(These models are applicable in specific situations and sectors where a higher quality of product can be achieved.===>Ovi modeli su primenljivi u specificnim situacijama i sektorima gde je moguce postici viši kvalitet izvodenja projekta.)
MATCH@E:(These models are applicable in specific situations and sectors where a higher quality of product can be achieved.===>Ovi modeli su primenljivi u specifičnim situacijama i sektorima gde je moguće postići viši kvalitet izvođenja projekta.)
MATCH@M:(Specific situational or sector characteristics are the result of risk and uncertainty.===>Specificne karakteristike situacija i sektora proizvod su delovanja rizika i neizvesnosti.)
MATCH@E:(Specific situational or sector characteristics are the result of risk and uncertainty.===>Specifične karakteristike situacija i sektora proizvod su delovanja rizika i neizvesnosti.)
MATCH@M:(They in turn may result from defects (flows in the infrastructure projects execution that could not be predicted in the initial phases), policy changes (adopting changes in required services), demand risk (the result of, e.g., introducing a customers choice), changes in demand for public goods, as well as from rapid changes in technologies.===>Oni mogu biti rezultat latentnih defekata (tokova kod realizacije infra-struktirnih projekata koje nisu bile predvidive u pocetnim fazama), promenama politika (prihvatanje promena u zahtevanim uslugama), riziku tražnje (koji su rezultat, na primer, uvodenja izbora korisnika), promene u potrebama za javnim dobrima, kao i rapid-ne promene u tehnologijama.)
MATCH@E:(They in turn may result from defects (flows in the infrastructure projects execution that could not be predicted in the initial phases), policy changes (adopting changes in required services), demand risk (the result of, e.g., introducing a customers choice), changes in demand for public goods, as well as from rapid changes in technologies.===>Oni mogu biti rezultat latentnih defekata (tokova kod realizacije infrastruktirnih projekata koje nisu bile predvidive u početnim fazama), promenama politika (prihvatanje promena u zahtevanim uslugama), riziku tražnje (koji su rezultat, na primer, uvođenja izbora korisnika), promene u potrebama za javnim dobrima, kao i rapidne promene u tehnologijama.)
MATCH@M:(The models capable of improving the flexibility and shortening the contractual period have the capacity to increase the probability of achieving the goals of the public sector policy in infrastructure development, for the projects that are highly exposed to the above mentioned risks and uncertainties.===>Modeli koji mogu da povecaju fleksibilnosti i skrate ugovorni period imaju potencijal da povecaju verovatnocu postizanja ciljeva politike javnog sektora za infrastrukturni razvoj, za projekte koji su posebno izloženi prethodno navedenim rizicima i neizvesnostima.)
MATCH@E:(The models capable of improving the flexibility and shortening the contractual period have the capacity to increase the probability of achieving the goals of the public sector policy in infrastructure development, for the projects that are highly exposed to the above mentioned risks and uncertainties Š15Ë. Hybrid models differ by the level of complexity of the very relations between the public and the private partners.===>Modeli koji mogu da povećaju fleksibilnosti i skrate ugovorni period imaju potencijal da povećaju verovatnoću postizanja ciljeva politike javnog sektora za infrastrukturni razvoj, za projekte koji su posebno izloženi prethodno navedenim rizicima i neizvesnostima Š15Ë. ~~~ Hibridni modeli se razlikuju po stepenu kompleksnosti samih relacija između javnog i privatnog partnera.)
MATCH@M:(The most complex forms are incorporations and joint ventures.===>Najkompleksnije forme su udruživanje i zajednicko ulaganje.)
MATCH@E:(The most complex forms are incorporations and joint ventures.===>Najkompleksnije forme su udruživanje i zajedničko ulaganje.)
MATCH@M:(Incorporation means that not all but only certain project operations are transferred to the private partner.===>Pod udruživanjem se podrazumeva da ne sve, vec samo odredene projektne operacije se prenose na privatnog partnera.)
MATCH@E:(Incorporation means that not all but only certain project operations are transferred to the private partner.===>Pod udruživanjem se podrazumeva da ne sve, već samo određene projektne operacije se prenose na privatnog partnera.)
MATCH@M:(Most frequently mentioned elements here are project design, development and financing.===>Najcešce navodeni elementi su dizajn projekta, razvoj i finansiranje.)
MATCH@E:(Most frequently mentioned elements here are project design, development and financing.===>Najčešće navođeni elementi su dizajn projekta, razvoj i finansiranje.)
MATCH@M:(This collaboration may be extended to other business operations throughout the project life cycle.===>Ova kolaboracija može biti proširena na ostale poslovne operacije tokom životnog ciklusa projekta.)
MATCH@E:(This collaboration may be extended to other business operations throughout the project life cycle.===>Ova kolaboracija može biti proširena na ostale poslovne operacije tokom životnog ciklusa projekta.)
MATCH@M:(Joint venture is a contract binding the public and the private sectors to join their assets, finance and expertise, under shared management, to carry out a programme or a project, sharing both profits and risks.===>Zajednicko ulaganje je ugovor kojim se javni i privatni partner u poslu obavezuju da udruženim sredstvima, finansijama i ekspertizom, a pod objedinjenom upravom, realizuju program ili projekat, deleci pri tome profit i rizik.)
MATCH@E:(Joint venture is a contract binding the public and the private sectors to join their assets, finance and expertise, under shared management, to carry out a programme or a project, sharing both profits and risks.===>Zajedničko ulaganje je ugovor kojim se javni i privatni partner u poslu obavezuju da udruženim sredstvima, finansijama i ekspertizom, a pod objedinjenom upravom, realizuju program ili projekat, deleći pri tome profit i rizik.)
MATCH@M:(In this type of partnership the private partner retains control.===>U ovoj vrsti partnerstva privatni partner zadržava kontrolu.)
MATCH@E:(In this type of partnership the private partner retains control.===>U ovoj vrsti partnerstva privatni partner zadržava kontrolu.)
MATCH@M:(According to Merna and Njiru, such a type of projects requires the so-called “value for money“ test and has to meet the following criteria: (a) the private partner is selected through competitive bidding, (b) the control over joint investment is the liability of the private agent, (c) state contributions and constraints in the project are clearly defined, and (d) there is a clear agreement on the allocation of risks and the distribution of rewards.===>Prema Merna i Njiru, ovakva vrsta projekta zahteva tzv. „value for money” test i mora se prilagoditi sledecim kriterijumima: (a) privatni partner se bira kroz nadmetanje, (b) kontrolu zajednickog ulaganja zadržava privatni akter, (c) postoji jasna definisa-nost državnih kontribucija i ogranicenja u projektu i (d) postoji jasan dogovor o alokaciji rizika i distribuciji nagrada.)
MATCH@E:(According to Merna and Njiru Š16Ë, such a type of projects requires the socalled value for money test and has to meet the following criteria: (a) the private partner is selected through competitive bidding, (b) the control over joint investment is the liability of the private agent, (c) state contributions and constraints in the project are clearly defined, and (d) there is a clear agreement on the allocation of risks and the distribution of rewards.===>Prema Merna i Njiru Š16Ë , ovakva vrsta projekta zahteva tzv. value for money test i mora se prilagoditi sledećim kriterijumima: (a) privatni partner se bira kroz nadmetanje, (b) kontrolu zajedničkog ulaganja zadržava privatni akter, (c) postoji jasna definisanost državnih kontribucija i ograničenja u projektu i (d) postoji jasan dogovor o alokaciji rizika i distribuciji nagrada.)
MATCH@M:(When many projects that are smaller in scope are integrated and entrusted to one partner so that the costs be reduced and the time of the project realization be shortened, we talk of integrating or consolidating smaller jobs.===>Kada se više po obimu manjih projekata objedini i poveri jednom partneru kako bi se smanjili troškovi i trajanje realizacije projekata, radi se o povezivanju ili objedinjavanju manjih poslova.)
MATCH@E:(When many projects that are smaller in scope are integrated and entrusted to one partner so that the costs be reduced and the time of the project realization be short ened, we talk of integrating or consolidating smaller jobs.===>Kada se više po obimu manjih projekata objedini i poveri jednom partneru kako bi se smanjili troškovi i trajanje realizacije projekata, radi se o povezivanju ili objedinjavanju manjih poslova.)
MATCH@M:(Basically, this helps achieve the synergy in the realization of infrastructure projects.===>Time se, nacelno, postiže sinergija u realizaciji infrastrukturnih projekata.)
MATCH@E:(Basically, this helps achieve the synergy in the realization of infrastructure projects.===>Time se, načelno, postiže sinergija u realizaciji infrastrukturnih projekata.)
MATCH@M:(Incorporation includes the entrusting of the functions of design, construction, financing, realization and maintenance of facilities to the private partner, most frequently via forming a SPV or a virtual corporation created for a specific project.===>Objedinjavanje se odnosi na poveravanje funkcija dizajna, izgradnje, finansiranja, realizacije i održavanja objekata privatnom partneru, najcešce kroz formiranje SPV-a ili virtuelne korporacije kreirane za specifican projekat.)
MATCH@E:(Incorporation includes the entrusting of the functions of design, construction, financing, realization and maintenance of facilities to the private partner, most frequently via forming a SPV or a virtual corporation created for a specific project Š17Ë.===>Objedinjavanje se odnosi na poveravanje funkcija dizajna, izgradnje, finansiranja, realizacije i održavanja objekata privatnom partneru, najčešće kroz formiranje SPV-a ili virtuelne korporacije kreirane za specifičan projekat Š17Ë.)
MATCH@M:(With such a model of infrastructure building, the public sector retains its minimalistic requirements: it only needs to form a consortium out of the private sector that will be in charge of the design of qualitative infrastructure attributes, construction of these facilities and, finally, of managing them in the best possible manner.===>Sa ovakvim modelom izgradnje infrastrukture, javni sektor zadržava minimalisticke zahteve: treba samo izabrati konzorcijum iz privatnog sektora koji ce biti zadužen za dizajn kvalitativnih atributa infrastrukture, izgradnju ovih sredstava i, konacno, upravljanje na najefikasniji moguci nacin.)
MATCH@E:(With such a model of infrastructure building, the public sector retains its minimalistic requirements: it only needs to form a consortium out of the private sector that will be in charge of the design of qualitative infrastructure attributes, construction of these facilities and, finally, of managing them in the best possible manner Š4Ë.===>Sa ovakvim modelom izgradnje infrastrukture, javni sektor zadržava minimalističke zahteve: treba samo izabrati konzorcijum iz privatnog sektora koji će biti zadužen za dizajn kvalitativnih atributa infrastrukture, izgradnju ovih sredstava i, konačno, upravljanje na najefikasniji mogući način Š4Ë.)
MATCH@M:(The aim of incorporation is to avoid the rivalries and acrymony that sometimes characterise the conventional models of project realization and allow for all the parties to cooperate and collaborate for the good of the project.===>Cilj objedinjavanja je izbegavanje suparnickih odnosa i akrimonije koja ponekada karakteriše konvencionalne modele za realizaciju projekata i umesto toga omogucavaju da sve strane rade zajedno i kola-borativno za dobro projekta.)
MATCH@E:(The aim of incorporation is to avoid the rivalries and acrymony that sometimes characterise the conventional models of project realization and allow for all the parties to cooperate and collaborate for the good of the project.===>Cilj objedinjavanja je izbegavanje suparničkih odnosa i akrimonije koja ponekada karakteriše konvencionalne modele za realizaciju projekata i umesto toga omogućavaju da sve strane rade zajedno i kolaborativno za dobro projekta.)
MATCH@M:(According to the Deloitte study, this model is especially applicable in the defence sector, where projects are large and inseparable from one another and where well defined outputs are often not allowed to be publicised.===>Prema Diloitovoj studiji ovaj model je posebno uotrebljiv u sektoru odbrane, gde su projekti veliki i nerazdvojivi i gde dobro definisani autputi cesto ne smeju biti objavljeni.)
MATCH@E:(According to the Deloitte study Š15Ë, this model is especially applicable in the defence sector, where projects are large and inseparable from one another and where well defined outputs are often not allowed to be publicised.===>Prema Diloitovoj studiji Š15Ë ovaj model je posebno uotrebljiv u sektoru odbrane, gde su projekti veliki i nerazdvojivi i gde dobro definisani autputi često ne smeju biti objavljeni.)
MATCH@M:(There are some restraints, though.===>Ipak odredena ogranicenja postoje.)
MATCH@E:(There are some restraints, though.===>Ipak određena ograničenja postoje.)
MATCH@M:(For example, Iimi [18] states that in case of water supply it is not profitable to create competition for the annual deliveries of less than 400 million m3.===>Primera radi, Ii-mi [18] navodi da u snabdevanju vodom nije isplativo stvarati konkurenciju za godišnje isporuke manje od 400 miliona m.)
MATCH@E:(For example, Iimi Š18Ë states that in case of water supply it is not profitable to create competition for the annual deliveries of less than 400 million m3.===>Primera radi, Iimi Š18Ë navodi da u snabdevanju vodom nije isplativo stvarati konkurenciju za godišnje isporuke manje od 400 miliona m³.)
MATCH@M:(Public-private partnership can be achieved via the integrator function.===>Javno privatno partnerstvo je moguce realizovati putem funkcije integratora.)
MATCH@E:(Public-private partnership can be achieved via the integrator function.===>Javno privatno partnerstvo je moguće realizovati putem funkcije integratora.)
MATCH@M:(The competent public entity appoints the partner from the private sector, the integrator, to manage the project throughout its life cycle.===>Nadležni javni organ odreduje partnera iz privatnog sektora, integratora, koji ce upravljati projektom tokom životne faze.)
MATCH@E:(The competent public entity appoints the partner from the private sector, the integrator, to manage the project throughout its life cycle.===>Nadležni javni organ određuje partnera iz privatnog sektora, integratora, koji će upravljati projektom tokom životne faze.)
MATCH@M:(The integrator has a role of a mediator since it regulates the necessary functions and is paid a defined commission for the job.===>Integrator dobij a ulogu posrednika, jer ureduje neophodne funkcije, a kao nagradu dobija izvesnu proviziju.)
MATCH@E:(The integrator has a role of a mediator since it regulates the necessary functions and is paid a defined commission for the job.===>Integrator dobija ulogu posrednika, jer uređuje neophodne funkcije, a kao nagradu dobija izvesnu proviziju.)
MATCH@M:(In case of possible delays in constructions, of excessive costs, poor quality, etc., the state does not sanction the contractors, but the integrator.===>Država ne sankcioniše direktno izvodace, vec integrato-ra za eventualna kašnjenja u izvodenju radova, prete-rana trošenja, loš kvalitet i slicno.)
MATCH@E:(In case of possible delays in constructions, of excessive costs, poor quality, etc., the state does not sanction the contractors, but the integrator.===>Država ne sankcioniše direktno izvođače, već integratora za eventualna kašnjenja u izvođenju radova, preterana trošenja, loš kvalitet i slično.)
MATCH@M:(The integrator is most often not allowed to perform certain business operations in the infrastructure project execution directly, in order to prevent a possible conflict of interests, or is allowed to participate only in the initial phases (e.g., construction works); later the integrator is assigned a new mediation role.===>Najcešce se ne dozvoljava da integrator direktno obavlja poslovne aktivnosti realizacije infrastrukturnog projekta, kako bi se sprecio moguci sukob interesa, ili se dozvoljava njegovo ucešce samo u pocetnim fazama (npr. izgradnji), a kasnije dobija novu posrednicku ulogu.)
MATCH@E:(The integrator is most often not allowed to perform certain business operations in the infrastructure project execution directly, in order to prevent a possible conflict of interests, or is allowed to participate only in the initial phases (e.g., construction works); later the integrator is assigned a new mediation role.===>Najčešće se ne dozvoljava da integrator direktno obavlja poslovne aktivnosti realizacije infrastrukturnog projekta, kako bi se sprečio mogući sukob interesa, ili se dozvoljava njegovo učešće samo u početnim fazama (npr. izgradnji), a kasnije dobija novu posredničku ulogu.)
MATCH@M:(The market forces are believed to give value for money through competitive biddings for a concession contract or a contract on public procurements.===>Veruje se da su tržišne sile te koje obezbeduju vred-nost za novac kroz postupak nadmetanja za ugovor o koncesiji ili javnoj nabavci.)
MATCH@E:(The market forces are believed to give value for money through competitive biddings for a concession contract or a contract on public procurements.===>Veruje se da su tržišne sile te koje obezbeđuju vrednost za novac kroz postupak nadmetanja za ugovor o koncesiji ili javnoj nabavci.)
MATCH@M:(In such a case the competent regulatory agency may select a number of private partners to compete for new resources.===>U tom slucaju, nadležna regulatorna agencija može izabrati više privatnih partnera koji ce se boriti za nove resurse.)
MATCH@E:(In such a case the competent regulatory agency may select a number of private partners to compete for new resources.===>U tom slučaju, nadležna regulatorna agencija može izabrati više privatnih partnera koji će se boriti za nove resurse.)
MATCH@M:(The partner for any subsequent project segment will simultaneously be selected, in that the contract will be signed with the party that performed the previous tasks in the best manner.===>Simultano ce se birati partner za svaki naredni projektni segment i to tako što ce ugovor dobiti stranka koja je na najbolji nacin obavila prethodne zadatke.)
MATCH@E:(The partner for any subsequent project segment will si multaneously be selected, in that the contract will be signed with the party that performed the previous tasks in the best manner.===>Simultano će se birati partner za svaki naredni projektni segment i to tako što će ugovor dobiti stranka koja je na najbolji način obavila prethodne zadatke.)
MATCH@M:(On the other hand, incremental partnership means that certain project business elements can be cancelled or completely stopped if they are estimated as non-productive.===>Sa druge strane, inkrementalno partnerstvo podrazumeva da odredeni projektni poslovni elementi mogu biti otkazani ili poptuno obustavljeni ukoliko se proceni da su neproduktivni.)
MATCH@E:(On the other hand, incremental partnership means that certain project business elements can be cancelled or completely stopped if they are estimated as non-productive.===>Sa druge strane, inkrementalno partnerstvo podrazumeva da određeni projektni poslovni elementi mogu biti otkazani ili poptuno obustavljeni ukoliko se proceni da su neproduktivni.)
MATCH@M:(The public sector may issue the permits for the project to be continued incrementally and retain the right to form partnerships with other entities if the previously selected alternative proves inadequate.===>Javni sektor može davati dozvole za nastavak projekta inkrementalno i zadržati pravo uspostavljanja partnestva sa drugim subjektima ukoliko se prethodno izabrana alternativa pokaže neodgovarajucom.)
MATCH@E:(The public sector may issue the permits for the project to be continued incrementally and retain the right to form partnerships with other entities if the previously selected alternative proves inadequate.===>Javni sektor može davati dozvole za nastavak projekta inkrementalno i zadržati pravo uspostavljanja partnestva sa drugim subjektima ukoliko se prethodno izabrana alternativa pokaže neodgovarajućom.)
MATCH@M:(Thus the public partner takes less risk, as it ensures a continual adjustment and the so-called “all-inclusive“ liability is eliminated.===>Na ovaj nacin se smanjuje rizik za javnog partnera, jer se omogucuje kontinuelno prilagodava-nje i eliminiše se sveobuhvatno, tzv. „all-inclusive” obavezivanje.)
MATCH@E:(Thus the public partner takes less risk, as it ensures a continual adjustment and the socalled all-inclusive liability is eliminated.===>Na ovaj način se smanjuje rizik za javnog partnera, jer se omogućuje kontinuelno prilagođavanje i eliminiše se sveobuhvatno, tzv. all-inclusive obavezivanje.)
MATCH@M:(The risks and uncertainties that profile the infrastructure development are numerous.===>Razlog tome je postojanje brojnih rizika i neizvesnosti koje profilišu razvoj infrastrukture.)
MATCH@E:(The risks and uncertainties that profile the infrastructure development are numerous.===>Razlog tome je postojanje brojnih rizika i neizvesnosti koje profilišu razvoj infrastrukture.)
MATCH@M:(Each infrastructure facility and service is characterised by a new set of risks, therefore, the more detailed the list, the larger number of hybrid models will emerge.===>Svaki infrastrukturni objekat i usluga karakteriše poseban set rizika i kako ova lista bude detaljnija, tako ce i broj hibridnih modela narastati.)
MATCH@E:(Each infrastructure facility and service is characterised by a new set of risks, therefore, the more detailed the list, the larger number of hybrid models will emerge.===>Svaki infrastrukturni objekat i usluga karakteriše poseban set rizika i kako ova lista bude detaljnija, tako će i broj hibridnih modela narastati. 5.)
MATCH@M:(The development of infrastructure is one of the key activities of any national economy.===>Razvoj infrastrukture predstavlja jednu od kljucnih aktivnosti svake nacionalne ekonomije.)
MATCH@E:(5. ~~~ Conclusive discussions The development of infrastructure is one of the key activities of any national economy.===>Zaključna razmatranja Razvoj infrastrukture predstavlja jednu od ključnih aktivnosti svake nacionalne ekonomije.)
MATCH@M:(The traditional approaches to financing based on direct project financing become inadequate; hence it is necessary that in the provision of infrastructure services a model of public-private partnership be implemented.===>Tradicionalni pristupi finansiranju koji se zasnivaju na direktnom fi-nansiranju projekata postaju neadekvatni, te je potrebno primeniti model javno-privatnog partnerstva za proviziju infrastrukturnih usluga.)
MATCH@E:(The traditional approaches to financing based on direct project financing become inadequate; hence it is necessary that in the provision of infrastructure services a model of public-private partnership be implemented.===>Tradicionalni pristupi finansiranju koji se zasnivaju na direktnom finansiranju projekata postaju neadekvatni, te je potrebno primeniti model javno-privatnog partnerstva za proviziju infrastrukturnih usluga.)
MATCH@M:(The forms of public-private partnership arrangements are numerous.===>Aranžmani javno-privatnog partnerstva se javljaju u brojnim formama.)
MATCH@E:(The forms of public-private partnership arrangements are numerous.===>Aranžmani javno-privatnog partnerstva se javljaju u brojnim formama.)
MATCH@M:(A potentially useful concept of infrastructure development, public-private partnership can be adjusted to individual needs and characteristics of every single project and/or project partner.===>Kao potencijalno koristan koncept za razvoj infrastrukture, javno-privatno partnerstvo se prilagodava individualnim potrebama i karakteristikama svakog projekta i projektnog partnera.)
MATCH@E:(A potentially useful concept of infrastructure development, public-private partnership can be adjusted to individual needs and characteristics of every single project and/or project partner.===>Kao potencijalno koristan koncept za razvoj infrastrukture, javno-privatno partnerstvo se prilagođava individualnim potrebama i karakteristikama svakog projekta i projektnog partnera.)
MATCH@M:(Here, it is important to note that the basic principles, approaches and techniques implemented in public-private partnership may be enriched by the introduction of specific clauses in contracts.===>U ovom smislu, važno je istaci da osnovna nacela, pristupi i tehnike oje se primenjuju u javno prvatnom partnerstvu mogu biti obogacenje ukljucivanjem posebnih klauzula u ugovorima.)
MATCH@E:(Here, it is important to note that the basic principles, approaches and techniques implemented in public-private partnership may be enriched by the introduction of specific clauses in contracts.===>U ovom smislu, važno je istaći da osnovna načela, pristupi i tehnike oje se primenjuju u javno prvatnom partnerstvu mogu biti obogaćenje uključivanjem posebnih klauzula u ugovorima.)
MATCH@M:(Thus a basic model can take in new contents to grow into an entirely new hybrid public-private partnership model.===>Time se od osnovnog modela može dobiti potpuno sadržinski nov hibridni model javno-privatnog partnerstva.)
MATCH@E:(Thus a basic model can take in new contents to grow into an entirely new hybrid public-private partnership model.===>Time se od osnovnog modela može dobiti potpuno sadržinski nov hibridni model javno-privatnog partnerstva.)
MATCH@M:(The extent to which the concept itself of public-private partnership should be moderated depends on the set of specific circumstances in which a given infrastructure project is executed.===>Do koje mere treba imoderirati sam koncpet javno-privatnog partnerstva zavisi od seta specificnih okolnosti u kojima se realizuje odredeni infrastrukturni projekat.)
MATCH@E:(The extent to which the concept itself of public-private partnership should be moderated depends on the set of specific circumstances in which a given infrastructure project is executed.===>Do koje mere treba imoderirati sam koncpet javnoprivatnog partnerstva zavisi od seta specifičnih okolnosti u kojima se realizuje određeni infrastrukturni projekat.)
MATCH@M:(It is important to note that the situational approach is the only valid approach in the selection of an adequate public-private partnership model.===>Treba posebno istaci da je situacioni pristup jedini validan prilikom selekcije adekvatnog modela javno-privatnog partnerstva.)
MATCH@E:(It is important to note that the situational approach is the only valid approach in the selection of an adequate public-private partnership model.===>Treba posebno istaći da je situacioni pristup jedini validan prilikom selekcije adekvatnog modela javno-privatnog partnerstva.)
MATCH@M:(The situational approach means a selection of an optimal solution on an ad hoc basis.===>Situacioni pristup podra-zumeva izboru optimalng rešenja na ad hoc osnovi.)
MATCH@E:(The situational approach means a selection of an optimal solution on an ad hoc basis.===>Situacioni pristup podrazumeva izboru optimalng rešenja na ad hoc osnovi.)
MATCH@M:(The key criteria characterising the moderation of the concept are numerous.===>Kljucni kriterijumi koji karakterišu moderaciju koncepta su brojni.)
MATCH@E:(The key criteria characterising the moderation of the concept are numerous.===>Ključni kriterijumi koji karakterišu moderaciju koncepta su brojni.)
MATCH@M:(It is especially important to note that a long-term cooperation, a real risk allocation and the liability transfer for certain operations segments should result into a higher quality of infrastructure facilities construction and infrastructure services provision, to the benefit of all the participants.===>Posebno treba naglasiti da dugorocna kooperacija, realna alokacija rizika i transfer odgovornosti za odredene segmente operacija treba da rezultira vecim kvalitetom izgradnje infrastrukturnih objekata i pružanja infrastrukturnih usluga u korist svih aktera.)
MATCH@E:(It is especially important to note that a long-term cooperation, a real risk allocation and the liability transfer for certain operations segments should result into a higher quality of infrastructure facilities construction and infrastructure services provision, to the benefit of all the participants.===>Posebno treba naglasiti da dugoročna kooperacija, realna alokacija rizika i transfer odgovornosti za određene segmente operacija treba da rezultira većim kvalitetom izgradnje infrastrukturnih objekata i pružanja infrastrukturnih usluga u korist svih aktera.)
MATCH@M:(We will also classify the business using regression line in order to find the possible fraud-like investment founds.===>Takode cemo izvršiti klasifikaciju firmi primenom regresije da bismo proverili da li postoje moguci lažni investicioni fondovi.)
MATCH@E:(We will also classify the business using regression line in order to find the possible fraud-like investment founds.===>Takođe ćemo izvršiti klasifikaciju firmi primenom regresije da bismo proverili da li postoje mogući lažni investicioni fondovi.)
MATCH@M:(In these regression lines we compute analytical the mark of a place in function of some other elements of the Petri net, and next we express this value in function of the same elements using regression.===>U ovoj regresiji analiticki cemo izracunati markere (stanja, nišane, prim.prev.) pozicija na kojima se sticu neki drugi elementi Petrijeve mreže, a onda cemo izraziti ovu vrednost u funkciji ovih istih elemenata primenom regresije.)
MATCH@E:(In these regression lines we compute analytical the mark of a place in function of some other elements of the Petri net, and next we express this value in function of the same elements using regression.===>U ovoj regresiji analitički ćemo izračunati markere (stanja, nišane, prim.prev.) pozicija na kojima se stiču neki drugi elementi Petrijeve mreže, a onda ćemo izraziti ovu vrednost u funkciji ovih istih elemenata primenom regresije.)
MATCH@M:(From the identity of the coefficients we find a ratio between two weights of arcs.===>Na oCn+vu istovetnosti koeficijenata naci cemo odnos izmedu dve težine (pondera) strelica.)
MATCH@E:(From the identity of the coefficients we find a ratio between two weights of arcs.===>Na osnovu istovetnosti koeficijenata naći ćemo odnos između dve težine (pondera) strelica.)
MATCH@M:(We make also a C + + program where the marks and transitions are implemented as classes for Petri nets, and, using the heritage mechanism we extend the Petri net to Petri net with priorities.===>Takode razvijamo program gde su pozicije i tranzicije upotrebljene kao klase za Petrijeve mreže i iskoristicemo mehanizam nasleda da proširimo Petrijeve mreže na Petrijeve mreže prioriteta.)
MATCH@E:(We make also a program where the marks and transitions are implemented as classes for Petri nets, and, using the heritage mechanism we extend the Petri net to Petri net with priorities. ++C ( )FT,S, 1.===>Takođe razvijamo program gde su pozicije i tranzicije upotrebljene kao klase za Petrijeve mreže i iskoristićemo mehanizam nasleđa da proširimo Petrijeve mreže na Petrijeve mreže prioriteta. ++C 1.)
MATCH@M:(It is called place-transition Petri net the quintuple (S,T,F,K,W), where:===>Zove se petoclana Petrijeva mreža pozicija i tranzicija (S,T,F,K,W), gde:)
MATCH@E:(It is called place-transition Petri net the quintuple (S,T,F,K,W), where: 1) (S,T,F) is a Petri net.===>Zove se petočlana Petrijeva mreža pozicija i tranzicija (S,T,F,K,W), gde:)
MATCH@M:(The capacities different of are written between parentheses after the places labels, and the weights different of ^ are written on the corresponding lines.===>Kapaciteti koji se razlikuju od pišu se izmedu zagrada posle odrednica pozicija, a pon-deri cija je vrednost razlicita od ^ beleže se na odgovarajucim strelicama.)
MATCH@E:(The capacities different of are written between parentheses after the places labels, and the weights different of ∝ are written on the corresponding lines.===>Kapaciteti koji se razlikuju od pišu se između zagrada posle odrednica pozicija, a ponderi čija je vrednost različita od ∝ beleže se na odgovarajućim strelicama.)
MATCH@M:(The marks are represented by points in the places where they are positive.===>Markeri su predstavljeni tacka-ma na pozicijama na kojima imaju pozitivnu vrednost.)
MATCH@E:(The marks are represented by points in the places where they are positive.===>Markeri su predstavljeni tačkama na pozicijama na kojima imaju pozitivnu vrednost.)
MATCH@M:(If a mark is large we represent only a point and its value.===>Ako je marker veliki, predstavljamo samo tacku i njenu vrednost.)
MATCH@E:(If a mark is large we represent only a point and its value.===>Ako je marker veliki, predstavljamo samo tačku i njenu vrednost.)
MATCH@M:(It is called marked place-transition Petri net or place-transition Petri system the pair Y = (X, Mo ) where X is a place-transition Petri net and M0 an initial mark of X.===>Naziva se markirana Petrijeva mreža pozicija i tranzicija ili Petrijev sistem pozicija i tranzicija par y = (Z , M 0 ) gde Z predstavlja Petrijevu mrežu pozicija i tranzicija a Mo pocetni marker Z.)
MATCH@E:(It is called marked place-transition Petri net or place-transition Petri system the pair )0M,Σ=γ M0 an initial mark of Σ. where Σ is a place-transition Petri net and ( Definition 8(Š6Ë).===>Naziva se markirana Petrijeva mreža pozicija i tranzicija ili Petrijev sistem pozicija i tranzicija par gde Σ predstavlja Petrijevu mrežu pozicija i tranzicija a M0 početni marker Σ. )0M,Σ=γ ( Definicija 8(Š6Ë).)
MATCH@M:(If the transitions are produced sequentially we have a sequential evolution of the place-transition Petri net.===>Ako tranzicije nastaju u nizu, imamo sekvencijalnu evoluciju Petrijeve mreže pozicija i tranzicija.)
MATCH@E:(If the transitions are produced sequentially we have a sequential evolution of the place-transition Petri net.===>Ako tranzicije nastaju u nizu, imamo sekvencijalnu evoluciju Petrijeve mreže pozicija i tranzicija.)
MATCH@M:(If some transitions are produced in the same time we have a parallel evolution of the net.===>Ako neke tranzicije nastaju istovremeno, evolucija tranzicije je paralelna..)
MATCH@E:(If some transitions are produced in the same time we have a parallel evolution of the net.===>Ako neke tranzicije nastaju istovremeno, evolucija tranzicije je paralelna.. .)
MATCH@M:(Let X be a place-transition Petri net and two marks of it, Mi and M2 represented as m - vectors.===>Uzmimo da je Z Petrijeva mreža pozicija i tranzicija i njene dve markere, Mi i M2 predstavljene kao m - vektori.)
MATCH@E:(Let Σ be a place-transition Petri net and two marks of it, M1 and M2 represented as m vectors.===>Uzmimo da je Σ Petrijeva mreža pozicija i tranzicija i njene dve markere, M1 i M2 predstavljene kao m vektori.)
MATCH@M:(In this case the mark M can be reproduced after a finite number of transitions (we apply theorem 1).===>U ovom slucaju marker M može se reprodukovati posle konacnog broja tranzicija (primenjujemo teoremu 1).)
MATCH@E:(In this case the mark M can be reproduced after a finite number of transitions (we apply theorem 1).===>U ovom slučaju marker M može se reprodukovati posle konačnog broja tranzicija (primenjujemo teoremu 1).)
MATCH@M:(The minimality of a T - invariant means that the mark is reproduced after a minimum number of appearances of the involved transitions.===>Minimalna vrednost ne-promenljive znaci da se marker reprodukuje posle minimalnog broja pojavljivanja obuhvacenih tranzicija.)
MATCH@E:(The minimality of a T invariant means that the mark is reproduced after a minimum number of appearances of the involved transitions.===>Minimalna vrednost nepromenljive znači da se marker reprodukuje posle minimalnog broja pojavljivanja obuhvaćenih tranzicija.)
MATCH@M:(The set of T - invariants is also a Z - module.===>Skup T - nepromenljivih takode predstavlja Z - modul.)
MATCH@E:(The set of T invariants is also a Z module.===>Skup T nepromenljivih takođe predstavlja Z modul.)
MATCH@M:(Example 1.===>Primer 1.)
MATCH@E:(Example 2.===>Primer 2.)
MATCH@M:(We notice that after the fire of t1 t2 is enabled to fire only after we reduce the mark of s3 (the buffer) by firing t3 (receiving from buffer).===>Zapa'amo da posle okidanja t1 t2 je osposobljeno da okine samo ako smanjimo marker s3 (odbojnik) okidanjem t3 (prijem sa odbojnika).)
MATCH@E:(We notice that after the fire of t1 t2 is enabled to fire only after we reduce the mark of s3 (the buffer) by firing t3 (receiving from buffer).===>Zapažamo da posle okidanja t1 t2 je osposobljeno da okine samo ako smanjimo marker s3 (odbojnik) okidanjem t3 (prijem sa odbojnika).)
MATCH@M:(Therefore the producer can not produce as many items he wants while the consumer does not empty the buffer by consumption.===>Stoga proizvodac ne može da proizvede onoliki broj primeraka koliko želi dok potrošac svojom potrošnjom ne isprazni odbojnik.)
MATCH@E:(Therefore the producer can not produce as many items he wants while the consumer does not empty the buffer by consumption.===>Stoga proizvođač ne može da proizvede onoliki broj primeraka koliko želi dok potrošač svojom potrošnjom ne isprazni odbojnik.)
MATCH@M:(Analogously we can add to the Petri net any number of such sequences containing two places and two transitions.===>Analogno tome, Petrijevoj mreži možemo da dodamo bilo koji broj ovakvih nizovakoji se sastoje od dve pozicije i dve tranzicije..)
MATCH@E:(Analogously we can add to the Petri net any number of such sequences containing two places and two transitions.===>Analogno tome, Petrijevoj mreži možemo da dodamo bilo koji broj ovakvih nizovakoji se sastoje od dve pozicije i dve tranzicije..)
MATCH@M:(The above place-transition Petri net is nonempty, finite, pure and simple, and it has no isolated elements.===>Gore prikazana Petrijeva mreža pozicija i tranzicija je neprazna, konacna, cista i jednostavna, i ne sadrži izolovane elemente.)
MATCH@E:(The above place-transition Petri net is nonempty, finite, pure and simple, and it has no isolated elements.===>Gore prikazana Petrijeva mreža pozicija i tranzicija je neprazna, konačna, čista i jednostavna, i ne sadrži izolovane elemente.)
MATCH@M:(Class ’’tranz’’ has the transitions as objects, and the integer properties ’’nrloc’’ (number of places of the Petri net), ’’indice’’ (the index of the transition), ’’pred’’ (the integer vector of weights from its precedents) and ’’succ’’ (the integer vector of weights to its successors).===>Kategorija ’’tranz’’ kao sadržaj ima tranzicije, i odlike celih brojeva ’’nrloc’’ (broj pozicija na Petrijevoj mreži), ’’indice’’ (indeks tranzicije), ’’pred’’ (vektor celih brojeva pondera prethodnika) i ’’succ’’ (vektor celog broja pondera sledbenika).)
MATCH@E:(Class tranz has the transitions as objects, and the integer properties nrloc (number of places of the Petri net), indice (the index of the transition), pred (the integer vector of weights from its precedents) and succ (the integer vector of weights to its successors).===>Kategorija tranz kao sadržaj ima tranzicije, i odlike celih brojeva nrloc (broj pozicija na Petrijevoj mreži), indice (indeks tranzicije), pred (vektor celih brojeva pondera prethodnika) i succ (vektor celog broja pondera sledbenika).)
MATCH@M:(The methods are the constructor of the class and ’’citire’’.===>Metodi su konstrukor kategorije i ’’citire’’.)
MATCH@E:(The methods are the constructor of the class and citire.===>Metodi su konstrukor kategorije i citire.)
MATCH@M:(In the constructor all the weights are initialized with , and ’’citire’’ is a void method with two integer arguments (the number of places and the index of the transition) that reads the real weights.===>U konstruktoru svi ponderi pocinju sa 0, a ’’citire’’ predstavlja prazni metod sa dve celine argumenata (broj pozicija i indeks tranzicije) koji cita stvarne pondere.)
MATCH@E:(In the constructor all the weights are initialized with , and citire is a void method with two integer arguments (the number of places and the index of the transition) that reads the real weights.===>U konstruktoru svi ponderi počinju sa 0, a citire predstavlja prazni metod sa dve celine argumenata (broj pozicija i indeks tranzicije) koji čita stvarne pondere.)
MATCH@M:(We have defined also two operators with an argument transition and returning the pointer *this.===>Takode smo definisali dva operatora sa argument tranzicijom i poenterom koji se vraca *.)
MATCH@E:(We have defined also two operators with an argument transition and returning the pointer *this.===>Takođe smo definisali dva operatora sa argument tranzicijom i poenterom koji se vraća *.)
MATCH@M:(First is the operator ’’*=’’ which tests if the transition is enabled to fire at the current mark and, if it is, it increase ’’nrtrp’’ by , adds the transition index to ’’ltrp’’ and writes that the transition is enabled to fire on screen.===>Prvi je operator ’’*=’’ kojim se proverava da li je tranzicija osposobljena da okine na merkeru na kome se trenutno nalazi; ako jeste, povecace ’’nrtrp’’ za 1, dodace indeks tranzicije ’’ltrp’’ i obavestice da je tranzicija osposobljena da okine.)
MATCH@E:(First is the operator *= which tests if the transition is enabled to fire at the current mark and, if it is, it increase nrtrp by , adds the transition index to ltrp and writes that the transition is enabled to fire on screen.===>Prvi je operator *= kojim se proverava da li je tranzicija osposobljena da okine na merkeru na kome se trenutno nalazi; ako jeste, povećaće nrtrp za 1, dodaće indeks tranzicije ltrp i obavestiće da je tranzicija osposobljena da okine.)
MATCH@M:(The second operator is ’’+=’’, it has the argument a transition enabled to fire, replaces the current mark with the produced mark and it writes on the screen the new mark.===>Drugi operator je ’’+=’’, sadrži argument da je tranzicija osposobljena da okine, zamenju-je tekuci marker proizvedenim markerom (stanjem) i na ekranu ispisuje novo stanje.)
MATCH@E:(The second operator is +=, it has the argument a transition enabled to fire, replaces the current mark with the produced mark and it writes on the screen the new mark.===>Drugi operator je +=, sadrži argument da je tranzicija osposobljena da okine, zamenjuje tekući marker proizvedenim markerom (stanjem) i na ekranu ispisuje novo stanje.)
MATCH@M:(Because in the main program we apply the operator ’’*=’’ using the transition index from 1 to the number of transitions and then it is fired the transition with the minimum index the Petri net of our model is in fact a Petri net with priorities: the order relation p is a total relation decreasing on the transition index.===>Pošto u glavnom programu primenjujemo operator ’’*=’’ i koristimo indeks tranzicije od 1 do broja tranzicija i onda okida tranzicija sa najmanjim indeksom, Petrijeva mreža u našem modelu je u stvari Petrijeva mreža sa prioritetima: relacija reda p predstavlja ukupni odnos koji opada na indeksu tranzicije.)
MATCH@E:(Because in the main program we apply the operator *= using the transition index from 1 to the number of transitions and then it is fired the transition with the minimum index the Petri net of our model is in fact a Petri net with priorities: the order relation ρ is a total relation decreasing on the transition index.===>Pošto u glavnom programu primenjujemo operator *= i koristimo indeks tranzicije od 1 do broja tranzicija i onda okida tranzicija sa najmanjim indeksom, Petrijeva mreža u našem modelu je u stvari Petrijeva mreža sa prioritetima: relacija reda ρ predstavlja ukupni odnos koji opada na indeksu tranzicije.)
MATCH@M:(This order relation is not essential because whenever there exist two transitions enabled to fire the final mark does not depend on the order of these transitions.===>Ovaj odnos reda nije suštinski znacajan zato što, kad god postoje dve tranzicije osposobljene da okinu, konacni marker ne zavisi od redosleda ovih tranzicija.)
MATCH@E:(This order relation is not essential because whenever there exist two transitions enabled to fire the final mark does not depend on the order of these transitions.===>Ovaj odnos reda nije suštinski značajan zato što, kad god postoje dve tranzicije osposobljene da okinu, konačni marker ne zavisi od redosleda ovih tranzicija.)
MATCH@M:(We can extend using this relation the Petri net with priorities by transitions and arcs from s1, s2 and s3 to empty these places.===>Primenom ovog odnosa Petrijevu mrežu sa prioritetima možemo da proširimo tranzicijama i lukovima (spojevima) od s1, s2 i s3 tako da ispraznimo ove pozicije.)
MATCH@E:(We can extend using this relation the Petri net with priorities by transitions and arcs from s1, s2 and s3 to empty these places.===>Primenom ovog odnosa Petrijevu mrežu sa prioritetima možemo da proširimo tranzicijama i lukovima (spojevima) od s1, s2 i s3 tako da ispraznimo ove pozicije.)
MATCH@M:(Of course, these transitions have lower priorities then the transitions from t1 to t5 and their priorities decrease from the transition of s1 to the transition of s3.===>Naravno, ove tranzicije imaju niže prioritete nego tranzicije t1 to t5 i njihovi prioriteti opadaju od tranzicije s1 do tranzicije s3.)
MATCH@E:(Of course, these transitions have lower priorities then the transitions from t1 to t5 and their priorities decrease from the transition of s1 to the transition of s3.===>Naravno, ove tranzicije imaju niže prioritete nego tranzicije t1 to t5 i njihovi prioriteti opadaju od tranzicije s1 do tranzicije s3.)
MATCH@M:(Because the locations s2 and s3 have the marks and respectively 1 we can consider only one transition to empty them with the weights equal to the marks.===>Pošto lokacije s2 i s3 imaju markere i potom, možemo da posmatramo samo jednu tranziciju da bismo ih ispraznili pomocu pondera koji su jednaki markerima.)
MATCH@E:(Because the locations s2 and s3 have the marks and respectively 1 we can consider only one transition to empty them with the weights equal to the marks.===>Pošto lokacije s2 i s3 imaju markere i potom, možemo da posmatramo samo jednu tranziciju da bismo ih ispraznili pomoću pondera koji su jednaki markerima.)
MATCH@M:(We define also the class derived from ’’marc’’, namely ’’priormarc’’ using the same heritage mechanism.===>Takode definišemo kategoriju proizvedenu iz ’’marc’’, naime ’’priormarc’’ primenom istog mehanizma nasleda.)
MATCH@E:(We define also the class derived from ++C marc, namely priormarc using the same heritage mechanism.===>Takođe definišemo kategoriju proizvedenu iz marc, naime priormarc ++C primenom istog mehanizma nasleđa.)
MATCH@M:(The operator ’’*=’’ for the derived classes checks first if the transition is enabled to fire using the parent operator, and if it is checks if the given transition has no other transition enabled to fire with higher priority.===>Operator ’’*=’’ za izvedene kategorije prvo koristi operatora-roditelja da proveri da li je tranzicija osposobljena da okine, a ako jeste, provera-va da li ova tranzicija nema neku drugu tranzicju spremnu da okine, a koja je višeg prioriteta.)
MATCH@E:(The operator *= for the derived classes checks first if the transition is enabled to fire using the parent operator, and if it is checks if the given transition has no other transition enabled to fire with higher priority.===>Operator *= za izvedene kategorije prvo koristi operatora-roditelja da proveri da li je tranzicija osposobljena da okine, a ako jeste, proverava da li ova tranzicija nema neku drugu tranzicju spremnu da okine, a koja je višeg prioriteta.)
MATCH@M:(Tacking into account the way we have built the list of transitions enabled to fire using the operator ’’*=’’ we can also consider that the Petri net is a Petri net controlled by queues in the regime c2: the first queue consists in sx and at any time the queue contains all the transitions enabled to fire and only them.===>Kad govorimo o tome kako smo formirali listu tranzicija osposobljenih da okinu primenom operatora ’’*=’’ možemo takode da kažemo da ova Petrijeva mreža predstavlja Petrijevu mrežu kontrolisanu redovima u režimu c2 : prvi red je s! i u svakom trenutku red sadrži sve tranzicije osposobljene da okinu, i to samo te tranzicije.)
MATCH@E:(Tacking into account the way we have built the list of transitions enabled to fire using the operator *= we can also consider that the Petri net is a Petri net controlled by queues in the regime c2: the first queue consists in s1 and at any time the queue contains all the transitions enabled to fire and only them.===>Kad govorimo o tome kako smo formirali listu tranzicija osposobljenih da okinu primenom operatora *= možemo takođe da kažemo da ova Petrijeva mreža predstavlja Petrijevu mrežu kontrolisanu redovima u režimu c2 : prvi red je s1 i u svakom trenutku red sadrži sve tranzicije osposobljene da okinu, i to samo te tranzicije.)
MATCH@M:(In recession time, because of the acute lack of goods, there appear many organizers of such fraud-like investment founds.===>Za vreme krize, usled akutnog nedostatka roba, nastaju mnoge organizacije kao ovi lažni investicioni fondovi.)
MATCH@E:(Conclusions In recession time, because of the acute lack of goods, there appear many organizers of such fraud-like investment founds.===>Zaključci Za vreme krize, usled akutnog nedostatka roba, nastaju mnoge organizacije kao ovi lažni investicioni fondovi.)
MATCH@M:(They promise gains that are not sustainable even in a period of economic boom.===>One obecavaju zarade koje nisu održive cak ni u periodima ekonomskog buma.)
MATCH@E:(They promise gains that are not sustainable even in a period of economic boom.===>One obećavaju zarade koje nisu održive čak ni u periodima ekonomskog buma.)
MATCH@M:(A simple Petri net model of this investment founds was presented in this paper.===>U ovom radu predstavili smo jednostavni model Petrijeve mreže ovakvog investicionog fonda.)
MATCH@E:(A simple Petri net model of this investment founds was presented in this paper.===>U ovom radu predstavili smo jednostavni model Petrijeve mreže ovakvog investicionog fonda.)
MATCH@M:(The model can be extended by a transition that models the payment of the taxes to the state’s budget and the place of it, to maintain the appearance of the honesty of the found.===>Ovaj model je moguce proširiti tranzicijom koja modeluje placanje poreza državnom budžetu i poziciju za to, pa da izgleda da fond pošteno radi.)
MATCH@E:(The model can be extended by a transition that models the payment of the taxes to the states budget and the place of it, to maintain the appearance of the honesty of the found.===>Ovaj model je moguće proširiti tranzicijom koja modeluje plaćanje poreza državnom budžetu i poziciju za to, pa da izgleda da fond pošteno radi.)
MATCH@M:(Of course, the possible Petri net model of a honest investment found must be stochastic to model the risk of the found: we can not have sure gains.===>Naravno, moguci model Petrijeve mreže za pošten investicioni fond mora da bude stoha-stican da bi se napravio model rizika fonda: ne može se racunati na siguran dobitak.)
MATCH@E:(Of course, the possible Petri net model of a honest investment found must be stochastic (see Š11,14Ë) to model the risk of the found: we can not have sure gains.===>Naravno, mogući model Petrijeve mreže za pošten investicioni fond mora da bude stohastičan (videti Š11,14Ë) da bi se napravio model rizika fonda: ne može se računati na siguran dobitak.)
MATCH@M:(Models using classical place-transition Petri nets and extensions of them are used for the inventory of the products of a factory for selling them to customers by a given number of retailers or raw materials for a printing house, for modeling and performance evaluation of hardware/software partitioning, or in manufacturing modeling: modeling and evaluation of manufacturing systems, modeling and evaluation of its software or deadlock control of flexible manufacturing systems.===>Modeli koji koriste klasicne Petrijeve mreže pozicija-tranzicija i njihove proširene oblike koriste se u popisivanju proizvoda u fabrici za prodaju preko odredenog broja maloprodajnih objekata ili sirovina za štampariju, za modelovanje i pro-cenu performansi podele hardvera/softvera, ili u modelima proizvodnje: modelovanje i proce-na proizvodnih sistema, modelovanje i procena njihovih softvera ili u kontroli zakocenih fleksibilnih proizvodnih sistema.)
MATCH@E:(Models using classical place-transition Petri nets and extensions of them are used for the inventory of the products of a factory for selling them to customers by a given number of retailers (see Š11Ë) or raw materials for a printing house (see Š3Ë), for modeling and performance evaluation of hardware/software partitioning (see Š8Ë), or in manufacturing modeling: modeling and evaluation of manufacturing systems (see Š14Ë), modeling and evaluation of its software (see Š5Ë) or deadlock control of flexible manufacturing systems (see Š13Ë).===>Modeli koji koriste klasične Petrijeve mreže pozicijatranzicija i njihove proširene oblike koriste se u popisivanju proizvoda u fabrici za prodaju preko određenog broja maloprodajnih objekata (videti Š11Ë) ili sirovina za štampariju (videti Š3Ë), za modelovanje i procenu performansi podele hardvera/softvera (videti Š8Ë), ili u modelima proizvodnje: modelovanje i procena proizvodnih sistema (videti Š14Ë), modelovanje i procena njihovih softvera (videti Š5Ë) ili u kontroli zakočenih fleksibilnih proizvodnih sistema (videti Š13Ë).)
MATCH@M:(An economic plan for production, supply, quality control and selling in a drugs factory is modeled by a colored, stochastic, timed and hierarchical Petri net.===>Ekonomski plan za proizvodnju, nabavku, kontrolu kvaliteta i prodaju u fabrici lekova modelovan je obojenom, stohastickom, pravovremenom i hijerarhijskom Petrijevom mrežom.)
MATCH@E:(An economic plan for production, supply, quality control and selling in a drugs factory is modeled in Š9Ë by a colored, stochastic, timed and hierarchical Petri net.===>Ekonomski plan za proizvodnju, nabavku, kontrolu kvaliteta i prodaju u fabrici lekova modelovan je u Š9Ë obojenom, stohastičkom, pravovremenom i hijerarhijskom Petrijevom mrežom.)
MATCH@M:(In this paper was presented also an economic model: the tokens from the places of the Petri net represent sums of money.===>U ovom radu takode predstavljamo ekonomski model: markeri na pozicijama Petrijeve mreže predstavljaju sume novca.)
MATCH@E:(In this paper was presented also an economic model: the tokens from the places of the Petri net represent sums of money.===>U ovom radu takođe predstavljamo ekonomski model: markeri na pozicijama Petrijeve mreže predstavljaju sume novca.)
MATCH@M:(Two regressions using the Petri net elements as explanatory and resulting variables (nonlinear ones, not linear as in this paper) were used to optimize the performances of the modeled system.===>U ovom radu koristili smo dve regresije koje koriste elemente Petrijeve mreže kao rezultujuce varijable i varijable za tumacenje (nelinearne, a ne linearne kao u ovom radu) da bismo optimizovali performanse sistema koji smo modelovali.)
MATCH@E:(Two regressions using the Petri net elements as explanatory and resulting variables (nonlinear ones, not linear as in this paper) were used in Š11Ë to optimize the performances of the modeled system.===>U ovom radu koristili smo dve regresije koje koriste elemente Petrijeve mreže kao rezultujuće varijable i varijable za tumačenje (nelinearne, a ne linearne kao u ovom radu) u Š11Ë da bismo optimizovali performanse sistema koji smo modelovali.)
MATCH@M:(Using a stochastic Petri net there is defined first a probability distribution for firing three transitions in conflict (which share the same resources): p1 for the first, p2 for the second and 1 - p1 - p2 for the last one.===>Primenom Petrijeve mreže prvo se definiše distribucija verovatnoce za oki-danje tri tranzicije u sukobu (koriste iste resurse): p1 za prvu, p2 za drugu 1 - p1 - p2 za poslednju.)
MATCH@E:(Using a stochastic Petri net there is defined first a probability distribution for firing three transitions in conflict (which share the same resources): p1 for the first, p2 for the second and 1 p1 p2 for the last one.===>Primenom Petrijeve mreže prvo se definiše distribucija verovatnoće za okidanje tri tranzicije u sukobu (koriste iste resurse): p1 za prvu, p2 za drugu 1 p1 p2 za poslednju.)
MATCH@M:(All the properties and methods from the classes ’’tranz’’ and ’’marc’’ are public to have full access to them (including the main program, in which we read some properties as ’’nrloc’’ for marks and transitions and we write some other ones as ’’indice’’ for the transitions enabled to fire).===>Sve odlike i metodi iz kategorija ’’tranz’’ i ’’marc’’ su javni i može im se slobodno pristupiti (ukljucujuci i glavni program u kome ocitavamo neke odlike kao što je ’’nrloc’’ za markere i tranzicije i pišemo neke druge kao što je ’’indice’’ za tranzicije osposobljene da oki-nu.)
MATCH@E:(All the properties and methods from the classes tranz and marc are public to have full access to them (including the main program, in which we read some properties as nrloc for marks and transitions and we write some other ones as indice for the transitions enabled to fire).===>Sve odlike i metodi iz kategorija tranz i marc su javni i može im se slobodno pristupiti (uključujući i glavni program u kome očitavamo neke odlike kao što je nrloc za markere i tranzicije i pišemo neke druge kao što je indice za tranzicije osposobljene da okinu.)
MATCH@M:(An open problem is to check which of the properties and methods must remain public and which can become private, or at least protected.===>Otvoreni problem ostaje kako proveriti koja odlika i koji metod mora da ostane javni, a koji može da bude privatni ili makar zašticen.)
MATCH@E:(An open problem is to check which of the properties and methods must remain public and which can become private, or at least protected.===>Otvoreni problem ostaje kako proveriti koja odli ka i koji metod mora da ostane javni, a koji može da bude privatni ili makar zaštićen.)
MATCH@M:(An open problem is to use Petri nets or their extensions for other economic models.===>Ostaje otvoreni problem primene Petrijevih mreža ili njihovih proširenja u drugim ekonomskim modelima.)
MATCH@E:(An open problem is to use Petri nets or their extensions for other economic models.===>Ostaje otvoreni problem primene Petrijevih mreža ili njihovih proširenja u drugim ekonomskim modelima.)
MATCH@M:(For instance we can check if it is a connection between the S - invariants and equilibrium equations.===>Na primer, možemo da proverimo da li je veza izmedu S - nepromenljivih i ekvilibrijuma jednacina.)
MATCH@E:(For instance we can check if it is a connection between the S invariants and equilibrium equations.===>Na primer, možemo da proverimo da li je veza između S nepromenljivih i ekvilibrijuma jednačina.)
MATCH@M:(Another open problem connected to this paper is to use some other extensions of Petri nets for modeling the fraud-like investment founds or other frauds, like pyramid games for instance.===>Drugi problem koji ostaje otvoren u ovom radu jeste pri-mena nekih drugih proširenja Petrijevih mreža za mo-delovanja lažnih investicionih fondova ili drugih pre-vara, na primer piramidalnih igara.)
MATCH@E:(Another open problem connected to this paper is to use some other extensions of Petri nets for modeling the fraud-like investment founds or other frauds, like pyramid games for instance.===>Drugi problem koji ostaje otvoren u ovom radu jeste primena nekih drugih proširenja Petrijevih mreža za modelovanja lažnih investicionih fondova ili drugih prevara, na primer piramidalnih igara.)
MATCH@M:(Firstly we can try to use stochastic Petri nets (with simulation of random elements) to model the random elements of the system and hierarchical Petri nets to model the structure of the system.===>Prvo možemo da primenimo stohasticne Petrijeve mreže (sa simulaci-jom slucajnih elemenata) da modelujemo slucajne elemente sistema, a hijerarhijske Petrijeve mreže da modelujemo strukturu sistema.)
MATCH@E:(Firstly we can try to use stochastic Petri nets (with simulation of random elements) to model the random elements of the system and hierarchical Petri nets to model the structure of the system.===>Prvo možemo da primenimo stohastične Petrijeve mreže (sa simulacijom slučajnih elemenata) da modelujemo slučajne elemente sistema, a hijerarhijske Petrijeve mreže da modelujemo strukturu sistema.)
MATCH@M:(Using timed Petri nets we can also take into the model the time intervals of the operations in the modeled system.===>Primenom pravovremenih Petrijevih mreža možemo ovaj model da uvedemo u vremenske intervale operacija u modelova-nom sistemu.)
MATCH@E:(Using timed Petri nets we can also take into the model the time intervals of the operations in the modeled system.===>Primenom pravovremenih Petrijevih mreža možemo ovaj model da uvedemo u vremenske intervale operacija u modelovanom sistemu.)
MATCH@M:(For the colored Petri nets the first step is to build the AS - IS model, the next step is to evaluate its performances, to try some changes scenarios to improve the performances of the system and finally to build the TO - BE model.===>U slucaju obojenih Petrijevih mreža prvi korak jeste da se izgradi model AS - IS, naredni je da se procene njegove performase, da se pokuša sa nekim izmenjenim scenarijima da bi se poboljšale performanse sistema i da se konacno izgradi model TO - BE.)
MATCH@E:(For the colored Petri nets (see Š3,9,14Ë) the first step is to build the AS IS model, the next step is to evaluate its performances, to try some changes scenarios (see Š9Ë) to improve the performances of the system and finally to build the TO BE model.===>U slučaju obojenih Petrijevih mreža (videti Š3,9,14Ë) prvi korak jeste da se izgradi model AS IS, naredni je da se procene njegove performase, da se pokuša sa nekim izmenjenim scenarijima (videti Š9Ë) da bi se poboljšale performanse sistema i da se konačno izgradi model TO BE .)
MATCH@M:(An interesting question is if we can go in reverse order: from the TO - BE model to the AS - IS model.===>Interesantno pitanje je da li možemo da idemo unazad: od modela TO - BE do modela AS - IS.)
MATCH@E:(An interesting question is if we can go in reverse order: from the TO BE model to the AS IS model.===>Interesantno pitanje je da li možemo da idemo unazad: od modela TO BE do modela AS IS.)
MATCH@M:(If it is possible we can use colored Petri nets for other models of frauds and even of informal economy: the TO - BE model will be the false model and the TO - BE model will be the real model.===>Moguce je da možemo da koristimo obojene Petrijeve mreže za druge modele prevara i cak za neformalnu ekonomiju: model TO - BE bice lažni model a model AS - IS ce biti pravi model.)
MATCH@E:(If it is possible we can use colored Petri nets for other models of frauds and even of informal economy (see Š2Ë): the TO BE model will be the false model and the TO BE model will be the real model.===>Moguće je da možemo da koristimo obojene Petrijeve mreže za druge modele prevara i čak za neformalnu ekonomiju (videti Š2Ë): model TO BE biće lažni model a model AS IS će biti pravi model.)
MATCH@M:(How the university leaders see the reality in the university; to establish the university leader capability to establish the solution for university development; how the university leader could energize, mobilize people (staff) to fight with the reality, to implement his solution.===>Kako lideri na univerzitetu vide realnost na univerzitetu; postici da lider na univerzitetu ima sposobnosti da nade rešenja za razvoj univerziteta; kako da lider na univerzitetu osnaži i mobiliše ljude (osoblje) da se izbore s realnošcu i da primene rešanja do kojih je došao.)
MATCH@E:(How the university leaders see the reality in the university; to establish the university leader capability to establish the solution for university development; how the university leader could energize, mobilize people (staff) to fight with the reality, to implement his solution.===>Kako lideri na univerzitetu vide realnost na univerzitetu; postići da lider na univerzitetu ima sposobnosti da nađe rešenja za razvoj univerziteta; kako da lider na univerzitetu osnaži i mobiliše ljude (osoblje) da se izbore s realnošću i da primene rešanja do kojih je došao.)
MATCH@M:(Prior work.===>Prethodni rad.)
MATCH@E:(Prior work.===>Prethodni rad.)
MATCH@M:(The concepts of leader and leadership are used in other organizations in Romania and in the world; for increasing the competitiveness of the universities from Romania, the concepts of leader and leadership should be transferred and implemented in universities from Romania; the managers of universities from Romania to make performance / quality, to turn into leaders should be another policy of recruitment, selection and training them.===>Koncepti lidera i liderstva primenjeni su i u drugim organizacijama u Rumuniji i svuda u svetu; u cilju povecanja konkurentnosti rumunskih univerziteta, na ove univerzitete treba preneti i primeniti koncepte lidera i liderstva; menadžeri univerziteta u Rumuniji treba da ostvare ucinak / kvalitet; pretvaranje menadžera u lidere treba da bude još jedna politika (mera) njihovog regrutovanja, izbora i obuke.)
MATCH@E:(The concepts of leader and leadership are used in other organizations in Romania and in the world; for increasing the competitiveness of the universities from Romania, the concepts of leader and leadership should be transferred and implemented in universities from Romania; the managers of universities from Romania to make performance / quality, to turn into leaders should be another policy of recruitment, selection and training them.===>Koncepti lidera i liderstva primenjeni su i u drugim organizacijama u Rumuniji i svuda u svetu; u cilju povećanja konkurentnosti rumunskih univerziteta, na ove univerzitete treba preneti i primeniti koncepte lidera i liderstva; menadžeri univerziteta u Rumuniji treba da ostvare učinak / kvalitet; pretvaranje menadžera u lidere treba da bude još jedna politika (mera) njihovog regrutovanja, izbora i obuke.)
MATCH@M:(Approach.===>Pristup.)
MATCH@E:(Approach.===>Pristup.)
MATCH@M:(The main methods employeed used: questionnaires, structured interview, literature research, own experience.===>Glavni metodi primenjeni u radu: upitnici, struktuisani intervju, pregled literature, sopstveno iskustvo.)
MATCH@E:(The main methods employeed used: questionnaires, structured interview, literature research, own experience.===>Glavni metodi primenjeni u radu: upitnici, struktuisani intervju, pregled literature, sopstveno iskustvo.)
MATCH@M:(Results.===>Rezultati.)
MATCH@E:(Results.===>Rezultati.)
MATCH@M:(The result of research show us: the ability of management to recognize the problems facing nowadays; the solutions they discern for raising quality in higher education; the possibilities of mobilization / training by the university management staff of universities to implement the proposed solutions.===>Rezultati istraživanja nam pokazuju sledece: sposobnost menadžmenta da prepozna probleme s kojima se danas srecemo; izbore koje oni prave u cilju podizanja kvaliteta u visokom obrazovanju; mogucnosti da menad'ment mobilizuje /obuci osoblje univerziteta da primenjuje predložena rešenja.)
MATCH@E:(The result of research show us: the ability of management to recognize the problems facing nowadays; the solutions they discern for raising quality in higher education; the possibilities of mobilization / training by the university management staff of universities to implement the proposed solutions.===>Rezultati istraživanja nam pokazuju sledeće: sposobnost menadžmenta da prepozna probleme s kojima se danas srećemo; izbore koje oni prave u cilju podizanja kvaliteta u visokom obrazovanju; mogućnosti da menadžment mobilizuje /obuči osoblje univerziteta da primenjuje predložena rešenja.)
MATCH@M:(Implication.===>Implikacije.)
MATCH@E:(Implication.===>Implikacije.)
MATCH@M:(The paper will help university staff and the politician: to change their attitude related to the leadership in the Romanian university; to offer some principales, methods procedures, technique to be use for a better management in the Romanian University development, to choose the right leaders for Romanian University.===>Ovaj rad ce pomoci osoblju na univerzitetu i politicarima: da promene svoje stavove u vezi sa lider-stvom na rumunskim univerzitetima; da ponude neke principe, metodološke postupke i tehnike koje bi se prime-nile u cilju boljeg upravljanja razvojem univerziteta u Rumuniji i da izaberu prave lidere za rumunske univerzitete.)
MATCH@E:(The paper will help university staff and the politician: to change their attitude related to the leadership in the Romanian university; to offer some principales, methods procedures, technique to be use for a better management in the Romanian University development, to choose the right leaders for Romanian University.===>Ovaj rad će pomoći osoblju na univerzitetu i političarima: da promene svoje stavove u vezi sa liderstvom na rumunskim univerzitetima; da ponude neke principe, metodološke postupke i tehnike koje bi se primenile u cilju boljeg upravljanja razvojem univerziteta u Rumuniji i da izaberu prave lidere za rumunske univerzitete.)
MATCH@M:(Value.===>Vrednost.)
MATCH@E:(Value.===>Vrednost.)
MATCH@M:(The leader need to be able to see the reality As a designer see the reality and each leaders see different the reality.===>Lider treba da bude sposoban da sagleda realnost kao sto projektant sagledava realnost, a svaki lider sagledava realnost na drugaciji nacin.)
MATCH@E:(Introduction The leader need to be able to see the reality As a designer see the reality and each leaders see different the reality.===>Uvod Lider treba da bude sposoban da sagleda realnost kao što projektant sagledava realnost, a svaki lider sagledava realnost na drugačiji način.)
MATCH@M:(Because the reality organizational culture.===>Zbog organizacione kulture.)
MATCH@E:(Because the reality organizational culture.===>Zbog organizacione kulture.)
MATCH@M:(The solution is INTEGRATION.===>Rešenje je INTEGRACIJA)
MATCH@E:(The solution is INTEGRATION.===>Koje rešenje se predlaže?)
BAD_LINE_=============================================================
BAD_LINE_M:The solution is INTEGRATION.
BAD_LINE_M:Rešenje je INTEGRACIJA
BAD_LINE_E:The solution is INTEGRATION.
BAD_LINE_E:Koje rešenje se predlaže?
MATCH@M:(The problem is not out of university, it is within us.===>Ovaj problem nije svojstven samo univerzitetu, on se nalazi i u nama.)
MATCH@E:(The problem is not out of university, it is within us.===>Rešenje je INTEGRACIJA Ovaj problem nije svojstven samo univerzitetu, on se nalazi i u nama.)
MATCH@M:(When university are healty and used to change, change is invigorating.===>Kada su univerziteti zdravi i naviknuti na promene, ta promena ce da ih osnaži.)
MATCH@E:(When university are healty and used to change, change is invigorating.===>Kada su univerziteti zdravi i naviknuti na promene, ta promena će da ih osnaži.)
MATCH@M:(But if university immune system is weak, a change will get university possible into a trouble.===>Ali ako je imuni sistem univerziteta slab, promena može univerzitetu da donese nevolje.)
MATCH@E:(But if university immune system is weak, a change will get university possible into a trouble.===>Ali ako je imuni sistem univerziteta slab, promena može univerzitetu da donese nevolje.)
MATCH@M:(Not every university has problems in time of change.===>Nema svaki univerzitet problema kada se menja.)
MATCH@E:(Not every university has problems in time of change.===>Nema svaki univerzitet problema kada se menja.)
MATCH@M:(It depend on how healty the system is.===>To zavisi od toga kojiko je sistem zdrav.)
MATCH@E:(It depend on how healty the system is.===>To zavisi od toga kojiko je sistem zdrav.)
MATCH@M:(There are teachers who only attend the changes and teach always the past courses.===>Ima nastavnika koji samo saslušaju sve o promena-ma, ali stalno predaju isto kao i ranije.)
MATCH@E:(There are teachers who only attend the changes and teach always the past courses.===>Ima nastavnika koji samo saslušaju sve o promenama, ali stalno predaju isto kao i ranije.)
MATCH@M:(HE diagnosis need to solve: dilemma of grow, dilemma of power, dilemma of profit, selfinteres and community, materials versus quality.===>Dijagnoza HE mora da reši: dilemu rasta, dilemu moci, dilemu profita, sopstvenog interesa i interesa zajednice, materijala u odnosu na kvalitet.)
MATCH@E:(HE diagnosis need to solve: dilemma of grow, dilemma of power, dilemma of profit, selfinteres and community, materials versus quality.===>Dijagnoza HE mora da reši: dilemu rasta, dilemu moći, dilemu profita, sopstvenog interesa i interesa zajednice, materijala u odnosu na kvalitet.)
MATCH@M:(The leaders needs to be able to do comparative analysis.===>Lideri moraju da znaju kako da vrše komparativnu analizu.)
MATCH@E:(The leaders needs to be able to do comparative analysis.===>Lideri moraju da znaju kako da vrše komparativnu analizu.)
MATCH@M:(External forces for change in the HE are: deregulation, technology, analysis the reality, swot analysis, discover the crisis.===>Spoljnje snage promena u HE (VS) su: deregulacija, tehnologija, analiza realnog stanja, swot analiza, otkrivanje krize.)
MATCH@E:(External forces for change in the HE are: deregulation, technology, analysis the reality, swot analysis, discover the crisis.===>Spoljnje snage promena u HE (V[) su: deregulacija, tehnologija, analiza realnog stanja, swot analiza, otkrivanje krize.)
MATCH@M:(The leader need to be able to ground the solution.===>Lider treba da zna kako da postavi svoje rešenje.)
MATCH@E:(The leader need to be able to ground the solution.===>Lider treba da zna kako da postavi svoje rešenje.)
MATCH@M:(The most important DRIVER of performances in the universities is Leadership.===>Najznacajniji POKRETAC postignuca na univerzitetima jeste liderstvo.)
MATCH@E:(The most important DRIVER of performances in the universities is Leadership.===>Najznačajniji POKRETAČ postignuća na univerzitetima jeste liderstvo.)
MATCH@M:(We are all the time in a change management business.===>Mi se sve vreme bavimo poslovima upravljanja promenama.)
MATCH@E:(We are all the time in a change management business.===>Mi se sve vreme bavimo poslovima upravljanja promenama.)
MATCH@M:(The biggest challenge, today, in HE: to develop, mature and spread leadership through un University.===>Najveci izazov danas u visokom obrazovanju je: razvijati, usavršiti i širiti liderstvo na univerzitetu.)
MATCH@E:(The biggest challenge, today, in HE: to develop, mature and spread leadership through un University.===>Najveći izazov danas u visokom obrazovanju je: razvijati, usavršiti i širiti liderstvo na univerzitetu.)
MATCH@M:(It work with all different to create a leader knows how to help people disagree without being desagreable.===>On se bavi razlicitostima i postaje lider koji pomaže ljudima da izraze neslaganje sa necim, a da pritom ne budu sami nesložni.)
MATCH@E:(It work with all different to create a leader knows how to help people disagree without being desagreable.===>On se bavi različitostima i postaje lider koji pomaže ljudima da izraze neslaganje sa nečim, a da pritom ne budu sami nesložni.)
MATCH@M:(A leader is able to build and enrich a culture of mutual trust and respect - a culture in wich people are not afraid to speak their minds.===>Lider može da izgraduje i obogacuje kulturu medusobnog poverenja i poštovanja -kulturu u kojoj se ljudi ne boje da kažu šta misle.)
MATCH@E:(A leader is able to build and enrich a culture of mutual trust and respect a culture in wich people are not afraid to speak their minds.===>Lider može da izgrađuje i obogaćuje kulturu međusobnog poverenja i poštovanja kulturu u kojoj se ljudi ne boje da kažu šta misle.)
MATCH@M:(Without a thumb, you will not have a hand.===>Bez palca nemate ruku.)
MATCH@E:(Without a thumb, you will not have a hand.===>Bez palca nemate ruku.)
MATCH@M:(Without a leader there is not teamwork, and without a teamwork, the cast will be stuck in the mind.===>Bez lidera nema timskog rada, a kad nema timskog rada, sve ideje ostaju blokirane u glavi.)
MATCH@E:(Without a leader there is not teamwork, and without a teamwork, the cast will be stuck in the mind.===>Bez lidera nema timskog rada, a kad nema timskog rada, sve ideje ostaju blokirane u glavi.)
MATCH@M:(The main methods used for this research was - the questionary, structured interview, literature research and own experience.===>Glavni metodi koje smo koristili u ovom istraživanju su upitnik, struktuisani intervju, pregled literature i sopstveno iskustvo.)
MATCH@E:(2. ~~~ Research methodology The main methods used for this research was the questionary, structured interview, literature research and own experience.===>Metodologija istraživanja Glavni metodi koje smo koristili u ovom istraživanju su upitnik, struktuisani intervju, pregled literature i sopstveno iskustvo.)
MATCH@M:(The questionnaire was applied to 186 educators from state and private universities from Romania.===>Upitnik smo pripremili za 186 ispitanika iz redova nastavnog osoblja na državnim i privatnim univerzitetima u Rumuniji.)
MATCH@E:(The questionnaire was applied to 186 educators from state and private universities from Romania.===>Upitnik smo pripremili za 186 ispitanika iz redova nastavnog osoblja na državnim i privatnim univerzitetima u Rumuniji.)
MATCH@M:(The employees can tell to te managers what is going on in the university better that anybody else.===>Zaposleni mogu bolje od bilo koga da kažu menadžerima šta se dešava na univerzitetu.)
MATCH@E:(The employees can tell to te managers what is going on in the university better that anybody else.===>Zaposleni mogu bolje od bilo koga da kažu menadžerima šta se dešava na univerzitetu.)
MATCH@M:(There are open-door policies, but how many assistents have you seen walk through the open-door of the university rector, president office to talk to him/her.===>Postoje politike otvorenih vrata, ali koliko ste asistenata vide-li da produ kroz ta otvorena vrata rektora univerziteta ili predsednika da bi sa njim porazgovarali?)
MATCH@E:(There are open-door policies, but how many assistents have you seen walk through the open-door of the university rector, president office to talk to him/her.===>Postoje politike otvorenih vrata, ali koliko ste asistenata videli da prođu kroz ta otvorena vrata rektora univerziteta ili predsednika da bi sa njim porazgovarali?)
MATCH@M:(Generally speeking, it is a elitist managers in the university system, who are not listen to the people they manage.===>Uopšteno govoreci, upravo elitisticki menadžeri u univerzitetskom sistemu ne slušaju ljude kojima upravljaju.)
MATCH@E:(Generally speeking, it is a elitist managers in the university system, who are not listen to the people they manage.===>Uopšteno govoreći, upravo elitistički menadžeri u univerzitetskom sistemu ne slušaju ljude kojima upra vljaju.)
MATCH@M:(Energy flow from top to bottom based by reports.===>Energija tece s vrha na dole, a na osnovu podredenosti.)
MATCH@E:(Energy flow from top to bottom based by reports.===>Energija teče s vrha na dole, a na osnovu podređenosti.)
MATCH@M:(To achive change, wich is essential for a successful university, we need a university that can change easily.===>Da bi se postigla promena koja je neophodna da bi univerzitet bio uspešan, potreban nam je univerzitet koji može brzo da se menja.)
MATCH@E:(To achive change, wich is essential for a successful university, we need a university that can change easily.===>Da bi se postigla promena koja je neophodna da bi univerzitet bio uspešan, potreban nam je univerzitet koji može brzo da se menja.)
MATCH@M:(University needs teamwork, cooperation and mutual trust and respect.===>Univerzitetu je potreban timski rad, saradnja i uzajamno poverenje i poštovanje.)
MATCH@E:(University needs teamwork, cooperation and mutual trust and respect.===>Univerzitetu je potreban timski rad, saradnja i uzajamno poverenje i poštovanje.)
MATCH@M:(Managers need to talk more, share - more, be open with each other more, and respect each sities regarding	other more.===>Menadžeri treba više da razgovaraju, razmenjuju znanja, budu otvoreniji prema drugima i da više poštuju jedni druge.)
MATCH@E:(Managers need to talk more, share more, be open with each other more, and respect each other more.===>Menadžeri treba više da razgovaraju, razmenjuju znanja, budu otvoreniji prema drugima i da više poštuju jedni druge.)
MATCH@M:(Teach managers how a leader behaves; teach managers to resolve a conflict.===>Naucite menadžere kako se jedan lider ponaša. Naucite menadžere kako da rešavaju sukobe.)
MATCH@E:(Teach managers how a leader behaves; teach managers to resolve a conflict.===>Naučite menadžere kako se jedan lider ponaša. ~~~ Naučite menadžere kako da rešavaju sukobe.)
MATCH@M:(University are like a fish tank.===>Univerzitet je kao ribnjak.)
MATCH@E:(University are like a fish tank.===>Univerzitet je kao ribnjak.)
MATCH@M:(Unless we supply them with oxygen from top to bottom - management of the university, the fish, organization will die.===>Ako se ne snabdeva kiseo-nikom odozgo pa sve do dna, riba, ili organizacija, ce umreti.)
MATCH@E:(Unless we supply them with oxygen from top to bottom management of the university, the fish, organization will die.===>Ako se ne snabdeva kiseonikom odozgo pa sve do dna, riba, ili organizacija, će umreti.)
MATCH@M:(We have in the university to change what and how we teach.===>Na univerzitetu moramo da promenimo šta i kako ucimo studente.)
MATCH@E:(We have in the university to change what and how we teach.===>Na univerzitetu moramo da promenimo šta i kako učimo studente.)
MATCH@M:(Teach future leadership to listen to university personnel and to each other, to manage more by pride of teamwork and less by workhiping numbers.===>Naucite buduce lidere da saslušaju osoblje univerziteta i jedni druge, da više upravljaju pomocu timskog rada, a manje preko brojeva.)
MATCH@E:(Teach future leadership to listen to university personnel and to each other, to manage more by pride of teamwork and less by workhiping numbers.===>Naučite buduće lidere da saslušaju osoblje univerziteta i jedni druge, da više upravljaju pomoću timskog rada, a manje preko brojeva.)
MATCH@M:(We have to be “together”.===>Moramo da budemo “zajedno“.)
MATCH@E:(We have to be together.===>Moramo da budemo zajedno.)
MATCH@M:(Integration is the secret of healty organization, and that is how we will turn a crisis into an opportunity and succeed in the future, and leave behind those that are fighting among themselves to catch the cold.===>Tajna zdrave organizacije je u integraciji, i samo tako možemo da pretvorimo krizu u nove mogucnosti i da budemo uspešni u buducnosti i ostavimo za sobom one koji se medusobno glože.)
MATCH@E:(Integration is the secret of healty organization, and that is how we will turn a crisis into an opportunity and succeed in the future, and leave behind those that are fighting among themselves to catch the cold.===>Tajna zdrave organizacije je u integraciji, i samo tako možemo da pretvorimo krizu u nove mogućnosti i da budemo uspešni u budućnosti i ostavimo za sobom one koji se međusobno glože.)
MATCH@M:(Even one respondent told us that because he was raised and trained in that university he can only grant votes to the maximum limit.===>Jedan ispitanik nam je cak rekao da je on vas-pitavan i obrazovan na tom i tom univerzitetu i da samo njemu može da da maksimalan broj poena.)
MATCH@E:(Even one respondent told us that because he was raised and trained in that university he can only grant votes to the maximum limit.===>Jedan ispitanik nam je čak rekao da je on vaspitavan i obrazovan na tom i tom univerzitetu i da samo njemu može da da maksimalan broj poena.)
MATCH@M:(Some respondents considered that some terms are not unambiguously defined, there are situations in which respondents could understand a concept in different ways.===>Neki ispitanici su smatrali da odredeni pojmovi nisu jasno definisani, postojale su situacije u kojima su ispitanici mogli da shvate neki koncept na razlicite nacine.)
MATCH@E:(Some respondents considered that some terms are not unambiguously defined, there are situations in which respondents could understand a concept in different ways.===>Neki ispitanici su smatrali da određeni pojmovi nisu jasno definisani, postojale su situacije u kojima su ispitanici mogli da shvate neki koncept na različite načine.)
MATCH@M:(The purpose of the questionnaire was to raise awareness, alert forces within the university that some colleagues have the courage to see reality from within the system, they see reality, but not to recognize it.===>Svrha upitnika bila je da podigne nivo svesti, da pokrene snage unutar univerziteta, da neki koledži imaju hrabrosti da sagledaju realnost iz pozicije unutar sistema, ali da je ne prepoznaju na pravi nacin.)
MATCH@E:(The purpose of the questionnaire was to raise awareness, alert forces within the university that some colleagues have the courage to see reality from within the system, they see reality, but not to recognize it.===>Svrha upitnika bila je da podigne nivo svesti, da pokrene snage unutar univerziteta, da neki koledži imaju hrabrosti da sagledaju realnost iz pozicije unutar sistema, ali da je ne prepoznaju na pravi način.)
MATCH@M:(The questionnaire we wanted to emphasize the questions some of the big problems, important to romanian education that university leaders should tackle.===>U pitanjima u upitniku želeli smo da naglasimo neke velike probleme, znacajne za obrazovanje u Rumuniji, a koje lideri na univerzitetima treba da rešavaju.)
MATCH@E:(The questionnaire we wanted to emphasize the questions some of the big problems, important to romanian education that university leaders should tackle.===>U pitanjima u upitniku želeli smo da naglasimo neke velike probleme, značajne za obrazovanje u Rumuniji, a koje lideri na univerzitetima treba da rešavaju.)
MATCH@M:(I also received many thanks for the content of this questionnaire.===>Takode, dobio sam i mnogo pohvala za ovaj upitnik.)
MATCH@E:(I also received many thanks for the content of this questionnaire.===>Takođe, dobio sam i mnogo pohvala za ovaj upitnik.)
MATCH@M:(I am convinced that reforming the higher education system and other systems that can come only from within the system, but from “outside forces”.===>Uveren sam da reforma sistema visokog obrazovanja i drugih sistema ne dolazi samo iznutra, vec je iniciraju i „snage spolja“.)
MATCH@E:(I am convinced that reforming the higher education system and other systems that can come only from within the system, but from outside forces.===>Uveren sam da reforma sistema visokog obrazovanja i drugih sistema ne dolazi samo iznutra, već je iniciraju i snage spolja.)
MATCH@M:(Until now in Romania it have been proposed 6-7 reforms which partially overlapped and who have more disrupt than helped.===>Do sada je u Rumuniji predloženo 6 - 7 reformi koje su se delimicno preklapale i koje su donele više lomova nego što su pomogle.)
MATCH@E:(Until now in Romania it have been proposed 6-7 reforms which partially overlapped and who have more disrupt than helped.===>Do sada je u Rumuniji predloženo 6 7 reformi koje su se delimično preklapale i koje su donele više lomova nego što su pomogle.)
MATCH@M:(“Outside forces”, in our case, is constituted from the members of the academic community from Romania who have received our questionnaires (over 600) and who are present here, in Tulcea.===>„Snage spolja“, u našem slucaju, cine clanovi akademske zajednice Rumunije koji su primili naš upitnik i koji su sada ovde, u Tulci.)
MATCH@E:(Outside forces, in our case, is constituted from the members of the academic community from Romania who have received our questionnaires (over 600) and who are present here, in Tulcea.===>Snage spo lja, u našem slučaju, čine članovi akademske zajednice Rumunije koji su primili naš upitnik i koji su sada ovde, u Tulči.)
MATCH@M:(One consequence of the exceptional multidisciplinar-ity of the bookis that many results and scientific contributions in this area are omnipresent and related to the contributions to economy and the humanities, then technical, natural, organizational and management sciences and disciplines.===>Izuzetna multidisciplinarnost koja je zastupljena uticala je na to da se mnogi rezultati i naučni doprinosi u ovoj oblasti nalaze razuđeni i vezuju se za doprinose ekonomiji i društvenim naukama, tehničkim, prirodnim, organizacionim i menadžment naukama i disciplinama.)
MATCH@E:(One consequence of the exceptional multidisciplinarity of the bookis that many results and scientific contributions in this area are omnipresent and related to the contributions to economy and the humanities, then technical, natural, organizational and management sciences and disciplines.===>Izuzetna multidisciplinarnost koja je zastupljena uticala je na to da se mnogi rezultati i naučni doprinosi u ovoj oblasti nalaze razuđeni i vezuju se za doprinose ekonomiji i društvenim naukama, tehničkim, prirodnim, organizacionim i menadžment naukama i disciplinama.)
MATCH@M:(The subjects dealing with the technologies and innovation management are taught at a large number of universities and schools worldwide: business and management, organization, engineering and natural sciences, medicine, pharmacy.===>Predmeti koji se bave menadžmentom tehnologije i inovacija izučavaju se na brojnim univerzitetima i školama u svetu: za biznis i menadžment, organizaciju, inženjerske i prirodne nauke, medicinu, farmaciju.)
MATCH@E:(The subjects dealing with the technologies and innovation management are taught at a large number of universities and schools worldwide: business and management, organization, engineering and natural sciences, medicine, pharmacy.===>Predmeti koji se bave menadžmentom tehnologije i inovacija izučavaju se na brojnim univerzitetima i školama u svetu: za biznis i menadžment, organizaciju, inženjerske i prirodne nauke, medicinu, farmaciju.)
MATCH@M:(The encyclopaedia knowledge in this field is a contribution to the concentration and focus of all efforts to present the field of technology and innovation in a coherent manner, with relevant theme units and to clearly apprehend its specific nature and its authenticity.===>Enciklopedijsko izdanje u ovoj oblasti predstavlja doprinos koncentraciji i fokusiranju napora da se oblast menadžment tehnologije i inovacija predstavi na koherentan način, uz relevantne tematske celine i da se jasno sagleda njena posebnost i autentičnost.)
MATCH@E:(The encyclopaedia knowledge in this field is a contribution to the concentration and focus of all efforts to present the field of technology and innovation in a coherent manner, with relevant theme units and to clearly apprehend its specific nature and its authenticity.===>En ciklopedijsko izdanje u ovoj oblasti predstavlja doprinos koncentraciji i fokusiranju napora da se oblast menadžment tehnologije i inovacija predstavi na koherentan način, uz relevantne tematske celine i da se jasno sagleda njena posebnost i autentičnost.)
MATCH@M:(Over eighty authors from the universities from the USA, China, Japan, Great Britain, Spain, France, Denmark, Ireland, Sweden, Australia, India, Singapoore, and other countries participated in writing this paper.===>U pisanju ovog značajnog dela učestvovalo je preko osamdeset autora sa univerziteta iz SAD, Kine, Japana, Velike Britanije, Španije, Francuske, Danske, Irske, Švedske, Australije, Indije, Singapura i drugih zemalja.)
MATCH@E:(Over eighty authors from the universities from the USA, China, Japan, Great Britain, Spain, France, Denmark, India, Singapoore, and other countries participated in writing this paper.===>U pisanju ovog značajnog dela učestvovalo je preko osamdeset autora sa univerziteta iz SAD, Kine, Japana, Velike Britanije, [panije, Francuske, Danske, Irske, [vedske, Australije, Indije, Singapura i drugih zemalja.)
MATCH@M:(As regards the contents and the definition of technology, this is still an open question and a challenge to both academics and practitioners.===>Na temu sadržaja i definicije tehnologije navodi se da je ovo i dalje otvoreno pitanje koje intrigira teoretičare i praktičare.)
MATCH@E:(As regards the contents and the definition of technology, this is still an open question and a challenge to both academics and practitioners.===>Na temu sadržaja i definicije tehnologije navodi se da je ovo i dalje otvoreno pitanje koje intrigira teoretičare i praktičare.)
MATCH@M:(A multitude of approaches were devised in an effort to understand the essence of technology as a universal concept, principle, and model.===>Mnoštvo je pristupa i definicija nasta-lih kao rezultat napora da se otkrije suština tehnologije kao univezalnog pojma, principa, modela.)
MATCH@E:(A multitude of approaches were devised in an effort to un Ireland, Sweden, Australia, derstand the essence of technology as a universal concept, principle, and model.===>Mnoštvo je pristupa i definicija nasta lih kao rezultat napora da se otkrije suština tehnologije kao univezalnog pojma, principa, modela.)
MATCH@M:(Since this is a dynamic phenomenon, permeating all the spheres of human life and work in both the social and natural environments, derived from the science and present in practice, the efforts to understand its essence and ensure that technologies are managed is a continual challenge.===>Budući da se radi o dinamičnoj pojavi koja se neprekidno me-nja i koja zadire u sve oblasti života i rada ljudi u društvenom i prirodnom okruženju, izvedenoj iz nauke i prisutnoj u praksi, nastojanja da se otkrije njena suština i omogući upravljanje tehnologijama je neprekidni izazov.)
MATCH@E:(Since this is a dynamic phenomenon, permeating all the spheres of human life and work in both the social and natural environments, derived from the science and present in practice, the efforts to understand its essence and ensure that technologies are managed is a continual challenge.===>Budući da se radi o dinamičnoj pojavi koja se neprekidno menja i koja zadire u sve oblasti života i rada ljudi u društvenom i prirodnom okruženju, izvedenoj iz nauke i prisutnoj u praksi, nastojanja da se otkrije njena suština i omogući upravljanje tehnologijama je neprekidni izazov.)
MATCH@M:(The evolution of technologies is tracked throughout the human history.===>Evolucija tehnologija prati se kroz ceo period istorije ljudskog društva.)
MATCH@E:(The evolution of technologies is tracked throughout the human history.===>Evolucija tehnologija prati se kroz ceo period istori je ljudskog društva.)
MATCH@M:(The technological creativity on which the sustainable economic growth of the modern era is established stems from two complementary processes the author Joseph Schumpeter termed invention and innovation.===>Tehnološka kreativnost na kojoj je zasnovan održivi ekonomski rast modernog doba izveden je na osnovu dva komplementarna procesa koje je autor Jozef Sumpeter nazvao invencijom i inovacijom.)
MATCH@E:(The technological creativity on which the sustainable economic growth of the modern era is established stems from two complementary processes the author Joseph Schumpeter termed invention and innovation.===>Tehnološka kreativnost na kojoj je zasnovan održivi ekonomski rast modernog doba izveden je na osnovu dva komplementarna procesa koje je autor Jozef [umpeter nazvao invencijom i inovacijom.)
MATCH@M:(The time the innovation is created and the life cycle of the innovation in the periods of growth and development of economy and the society led authors to recognize long cycles in the development that last around 50-60 years each and are characterised by certain unmistakable mechanisms and related to a certain basic technological paradigm.===>Vremenastanka inovacije i njeno trajanje u periodima rasta i razvoja ekonomije i društva naveli su autore da prepoznaju duge cikluse u razvoju koji traju oko 50-60 godina i imaju određene prepoznatljive zakonitosti a vezuju se za određenu osnovnu tehnološku paradigmu.)
MATCH@E:(The time the innovation is created and the life cycle of the innovation in the periods of growth and development of economy and the society led authors to recognize long cycles in the development that last around 50-60 years each and are characterised by certain unmistakable mechanisms and related to a certain basic technological paradigm.===>Vremenastanka inovacije i njeno trajanje u periodima rasta i razvoja ekonomije i društva naveli su autore da prepoznaju duge cikluse u razvoju koji traju oko 50-60 godina i imaju određene prepoznatljive zakonitosti a vezuju se za određenu osnovnu tehnološku paradigmu.)
MATCH@M:(The emergence of spatial innovative clusters and varied uneven technological growth and development in certain geographical regions have set the grounds for some substantial advantages acquired by the technology transfer from the developed to the less developed countries and regions.===>Pojava prostornih inovacionih klastera i različiti neujednačeni tehnološki rast i razvoj u određenim geografskim regionima stvorili su uslove za izuzetne prednosti koje se dobijaju transferom tehnologije iz razvijenih u manje razvijene zemlje i regione.)
MATCH@E:(T he emergence of spatial innovative clusters and varied uneven technological growth and development in certain geographical regions have set the grounds for some substantial advantages acquired by the technology transfer from the developed to the less developed countries and regions.===>Pojava prostornih inovacionih klastera i različiti neujednačeni tehnološki rast i razvoj u određenim geografskim regionima stvorili su uslove za izuzetne prednosti koje se dobijaju transferom tehnologije iz razvijenih u manje razvijene zemlje i regione.)
MATCH@M:(Technology intelligence proves to be important on all the levels of society and economy.===>Na svim nivoima u društvu i ekonomiji značajana je tehnološka inteligencija.)
MATCH@E:(Technology intelligence proves to be important on all the levels of society and economy.===>Na svim nivoima u društvu i ekonomiji značajana je tehnološka inteligencija.)
MATCH@M:(This is a broad concept that includes collecting and bringing together technical information, the development of technological forecasting, monitoring the scientific achievements and opportunities for further technological growth.===>Ovo je širok pojam koji uključuje prikupljanje i povezivanje tehničkih informacija, razvoj tehnološkog predviđanja, praćenje dostignuća nauke i njenih mogućnosti za dalji tehonloški razvoj.)
MATCH@E:(This is a broad concept that includes collecting and bringing together technical information, the development of technological forecasting, monitoring the scientific achievements and opportunities for further technological growth.===>Ovo je širok pojam koji uključuje prikupljanje i povezivanje tehničkih informacija, razvoj tehnološkog predviđanja, praćenje dostignuća nauke i njenih mogućnosti za dalji tehonloški razvoj.)
MATCH@M:(The technological intelligence is then observed in the following segments: ratings and validation of technological options, achieving technological competitiveness, using the databases about the patents and other forms of intellectual property, the analysis of technological markets on which the technology transfer between organizations is conducted.===>Tehnološka inteligencija se dalje sagledava u sledećim segmentima: ocena i vrednovanje tehnoloških opcija, ostvarenje tehnološke konkurentnosti, korišćenje baza podataka o patentima i drugim oblicima intelektualne svojine, analiza tehnoloških tržišta putem kojih se odvija transfer tehnologija između organizacija.)
MATCH@E:(The technological intelligence is then observed in the following segments: ratings and validation of technological options, achieving technological competitiveness, using the databases about the patents and other forms of intellectual property, the analysis of technological markets on which the technology transfer between organizations is conducted.===>Tehnološka inteligencija se dalje sagledava u sledećim segmentima: ocena i vrednovanje tehnoloških opcija, ostvarenje tehnološke konkurentnosti, korišćenje baza podataka o patentima i drugim oblicima intelektualne svojine, analiza tehnoloških tržišta putem kojih se odvija transfer tehnologija između organizacija.)
MATCH@M:(Technological forecasting, incremental and radical technological changes, as well as the forms of intellectual property are elaborated in the essays and a specific list of relevant references for these specific theme areas is provided.===>Tehnološko predviđanje, inkrementalne i radikalne tehnološke promene, kao i oblici intelektualne svojine razrađeni su kroz eseje i poseban spisak relevantnih referenci za ove posebne tematske celine.)
MATCH@E:(Technological forecasting, incremental and radical technological changes, as well as the forms of intellectual property are elaborated in the essays and a specific list of relevant references for these specific theme areas is provided.===>Tehnološko predviđanje, inkrementalne i radikalne tehnološke promene, kao i oblici intelektualne svojine razrađeni su kroz eseje i poseban spisak relevantnih referenci za ove posebne tematske celine.)
MATCH@M:(On the branch level and on the levels of certain industries technologies are analysed through a model of the life cycle of the branch, the branch competitiveness dynamics, special attention being paid to the branches and industries in the area of high technologies.===>Na nivou grane i pojedinih delatnosti tehnologije se razmatraju pomoću modela životnog ciklusa grane, dinamike konkurentnosti grana, a posebna pažnja je posvećena granama i delatnostima u oblasti visokih tehnologija.)
MATCH@E:(On the branch level and on the levels of certain industries technologies are analysed through a model of the life cycle of the branch, the branch competitiveness dynamics, special attention being paid to the branches and industries in the area of high technologies.===>Na nivou grane i pojedinih delatnosti tehnologije se razmatraju pomoću modela životnog ciklusa grane, dinamike konkurentnosti grana, a posebna pažnja je posvećena granama i delatnostima u oblasti visokih tehnologija.)
MATCH@M:(A special chapter of the book is devoted to innovation and highlights the demand and the offer as the key sources of innovation.===>Posebno poglavlje usmereno je ka predstavljanju osnovnih koncepata menadžmenta tehnologije i inovacije na nivou organizacije.)
MATCH@E:(A special chapter of the book is devoted to innovation and highlights the demand and the offer as the key sources of innovation.===>Inovacijama se bavi poseban deo knjige i ističu se strane tražnje i ponude kao ključni izvori inovacija.)
BAD_LINE_=============================================================
BAD_LINE_M:A special chapter of the book is devoted to innovation and highlights the demand and the offer as the key sources of innovation.
BAD_LINE_M:Posebno poglavlje usmereno je ka predstavljanju osnovnih koncepata menadžmenta tehnologije i inovacije na nivou organizacije.
BAD_LINE_E:A special chapter of the book is devoted to innovation and highlights the demand and the offer as the key sources of innovation.
BAD_LINE_E:Inovacijama se bavi poseban deo knjige i ističu se strane tražnje i ponude kao ključni izvori inovacija.
MATCH@M:(Specially analysed are the Rogers’, Moore’s and Bass’ models of diffusion of information.===>Posebno se razmatraju Rodžerov, Murov i Basov model difuzije inovacija.)
MATCH@E:(Specially analysed are the Rogers, Moores and Bass models of diffusion of information.===>Posebno se razmatraju Rodžerov, Murov i Basov model difuzije inovacija.)
MATCH@M:(Open innovation and technological strategy stress the importance of external and internal sources of new technologies, as well as the need to use the technology strategy for the purpose of defining the adequate measure of this relationship as a basis of technological improvement.===>Otvorene inovacije i tehnološka strategija naglašavaju značaj eksternih i internih izvora novih tehnologija kao i potrebu da se tehnološkom strategijom posebno definiše prava mera ovog odnosa kao osnove tehnološkog napretka.)
MATCH@E:(Open innovation and technological strategy stress the importance of external and internal sources of new technologies, as well as the need to use the technology strategy for the purpose of defining the adequate measure of this relationship as a basis of technological improvement.===>Otvorene inovacije i tehnološka strategija naglašavaju značaj eksternih i internih izvora novih tehnologija kao i potrebu da se tehnološkom strategijom posebno definiše prava mera ovog odnosa kao osnove tehnološkog napretka.)
MATCH@M:(Four generations of the research and developement models are presented in the light of the need to manage this phenomenon in order to achieve competitiveness and business success.===>Četiri generacije modela istraživanja i razvoja predstavljeni su u vezi sa potrebom da se ovom pojavom upravlja kako bi se ostvarila konkurentnost i poslovni uspeh.)
MATCH@E:(Four generations of the research and developement models are presented in the light of the need to manage this phenomenon in order to achieve competitiveness and business success.===>Četiri generacije modela istraživanja i razvoja predstavljeni su u vezi sa potrebom da se ovom pojavom upravlja kako bi se ostvarila konkurentnost i poslovni uspeh.)
MATCH@M:(The development of a new product and the innovations in services, as well as the process innovations are presented via the key specific features and models.===>Razvoj novog proizvoda i inovacije u uslugama kao i inovacije procesa predstavljene su kroz ključne specifičnosti i modele.)
MATCH@E:(The development of a new product and the innovations in services, as well as the process innovations are presented via the key specific features and models.===>Razvoj novog proizvoda i inovacije u uslugama kao i inovacije procesa predstavljene su kroz ključne specifičnosti i modele.)
MATCH@M:(National innovation models are theoretically elaborated, and then the national innovation systems of certain countries, namely, China, Taiwan, Singapoore, Japan, Denmark, the USA and others, are described.===>Nacionalni inovacioni sistemi su teorijski razrađeni, a zatim su predstavljeni nacionalni inovacioni sistemi pojedinih zemalja: Kine, Tajvana, Singapura, Japana, Indije, Danske, SAD i drugih.)
MATCH@E:(National innovation models are theoretically elaborated, and then the national innovation systems of certain countries, namely, China, Taiwan, Singapoore, Japan, Denmark, the USA and others, are described.===>Nacionalni inovacioni sistemi su teorijski razrađeni, a zatim su predstavljeni nacionalni inovacioni sistemi pojedinih zemalja: ~~~ Kine, Tajvana, Singapura, Japana, Indije, Danske, SAD i drugih.)
MATCH@M:(One chapter is devoted to emerging technologies, and the prevailing technologies in the 21st century, such as biotechnologies, nanotechnologies and networking technologies are analysed.===>Posebno poglavlje govori o nastajućim tehnologijama, a kao tehnologije koje domoniraju dvadesetprvim ve-kom analiziraju se biotehnologije, nanotehnologije i mrežne tehnologije.)
MATCH@E:(One chapter is devoted to emerging technologies, and the prevailing technologies in the 21st century, such as biotechnologies, nanotechnologies and networking technologies are analysed.===>Posebno poglavlje govori o nastajućim tehnologijama, a kao tehnologije koje domoniraju dvadesetprvim vekom analiziraju se biotehnologije, nanotehnologije i mrežne tehnologije.)
MATCH@M:(35 Climate Changes and Green Information Technologies===>35 Klimatske promene i zelene informacione tehnologije)
MATCH@E:(Climate changes and green information technologies.===>Climate changes and green information technologies.)
BAD_LINE_=============================================================
BAD_LINE_M:35 Climate Changes and Green Information Technologies
BAD_LINE_M:35 Klimatske promene i zelene informacione tehnologije
BAD_LINE_E:Climate changes and green information technologies.
BAD_LINE_E:Climate changes and green information technologies.
MATCH@M:(65 Cloud Computing in Science and Higher Education===>65 Cloud Computing u nauci i visokom obrazovanju)
MATCH@E:(Š18Ë Vujin, V., Cloud Computing in Science and Higher Education.===>Hyperion, 2009. Š18Ë Vujin, V., Cloud Computing in Science and Higher Education.)
BAD_LINE_=============================================================
BAD_LINE_M:65 Cloud Computing in Science and Higher Education
BAD_LINE_M:65 Cloud Computing u nauci i visokom obrazovanju
BAD_LINE_E:Š18Ë Vujin, V., Cloud Computing in Science and Higher Education.
BAD_LINE_E:Hyperion, 2009. Š18Ë Vujin, V., Cloud Computing in Science and Higher Education.
MATCH@M:(In the complex economic circumstances, strategicaly oriented management accounting becomes a very important factor for successful long-term bank operations.===>U složenim uslovima privredivanja, strategijski orijentisano upravljacko racunovodstvo postaje veoma znacajan faktor za uspešno poslovanje banaka na dugi rok.)
MATCH@E:(In the complex economic circumstances, strategicaly oriented management accounting becomes a very important factor for successful long-term bank operations.===>U složenim uslovima privređivanja, strategijski orijentisano upravljačko računovodstvo postaje veoma značajan faktor za uspešno poslovanje banaka na dugi rok.)
MATCH@M:(Strategic management accounting focuses upon the analysis of the management accounting data of the company and its competition to identify and monitor business strategies.===>Strategijsko upravljacko racunovodstvo fokusirano je na analizu podataka upravljackog racunovodstva o preduzecu i njegovoj konkurenciji radi identifikovanja i pracenja poslovne strategije.)
MATCH@E:(Strategic management accounting focuses upon the analysis of the management accounting data of the company and its competition to identify and monitor business strategies.===>Strategijsko upravljačko računovodstvo fokusirano je na analizu podataka upravljačkog računovodstva o preduzeću i njegovoj konkurenciji radi identifikovanja i praćenja poslovne strategije.)
MATCH@M:(In the current conditions of business doing the critical competence of the bank’s strategic management is the ability to generate value for the bank owners and for the users of bank products.===>U aktuelnim uslovima poslovanja, kriticna kompetentnost uspeha strategijskog menadžmenta banke postaje sposobnost generisanja vrednosti za vlasnike banke i korisnike bankarskog proizvoda.)
MATCH@E:(Introduction In the current conditions of business doing the critical competence of the banks strategic management is the ability to generate value for the bank owners and for the users of bank products.===>Uvod U aktuelnim uslovima poslovanja, kritična kompetentnost uspeha strategijskog menadžmenta banke postaje sposobnost generisanja vrednosti za vlasnike banke i korisnike bankarskog proizvoda.)
MATCH@M:(In order to survive in today’s turbulent market, the bank has to change at a faster pace compared to its competition.===>Da bi opstala na današnjem turbulentnom tržištu, banka mora da se menja brže nego što to cine konkurenti.)
MATCH@E:(In order to survive in todays turbulent market, the bank has to change at a faster pace compared to its competition.===>Da bi opstala na današnjem turbulentnom tržištu, banka mora da se menja brže nego što to čine konkurenti.)
MATCH@M:(A long-term prospect requires that the bank activities should be focused upon external factors, one of the most important among them being achieving competitive advantage.===>Dugorocna perspektiva zahteva fokusiranje aktivnosti banke na eksterne faktore, a jedan od najznacajnijih je sticanje konkurentske prednosti.)
MATCH@E:(A long-term prospect requires that the bank activities should be focused upon external factors, one of the most important among them being achieving competitive advantage.===>Dugoročna perspektiva zahteva fokusiranje aktivnosti banke na eksterne faktore, a jedan od najznačajnijih je sticanje konkurentske prednosti.)
MATCH@M:(The modern information system of the bank becomes a key factor in enhancing strategic decision making and increasing control for the purpose of improving business efficiency.===>Savremeni informacioni sistem banke postaje kljucni faktor za povecanje strateškog odlucivanja i kontrole u funkciji povecanja efikasnosti poslovanja.)
MATCH@E:(The modern information system of the bank becomes a key factor in enhancing strategic decision making and increasing control for the purpose of improving business efficiency.===>Savremeni informacioni sistem banke postaje ključni faktor za povećanje strateškog odlučivanja i kontrole u funkciji povećanja efikasnosti poslovanja.)
MATCH@M:(Competition becomes an increasingly important challenge to the bank.===>Konkurenti postaju sve veci izazov za banku.)
MATCH@E:(Competition becomes an increasingly important challenge to the bank.===>Konkurenti postaju sve veći izazov za banku.)
MATCH@M:(The managers are expected to make the best and safest decisions for the bank’s strategic position.===>Od menadžera se ocekuje da donesu najbolje i najsigurnije odluke za strategijsku poziciju banke.)
MATCH@E:(The managers are expected to make the best and safest decisions for the banks strategic position.===>Od menadžera se očekuje da donesu najbolje i najsigurnije odluke za strategijsku poziciju banke.)
MATCH@M:(The management of the bank is responsible for the development and policy enforcement, and the procedures oriented towards the managing board goals.===>Menadžment banke odgovoran je za razvoj i sprovodenje politike, procedura koje upucuju na ciljeve upravnog odbora.)
MATCH@E:(The management of the bank is responsible for the development and policy enforcement, and the procedures oriented towards the managing board goals.===>Menadžment banke odgovoran je za razvoj i sprovođenje politike, procedura koje upućuju na ciljeve upravnog odbora.)
MATCH@M:(The changes on the market and in the competitive environment require that the existing system be redesigned to a significant extent to suit the needs of strategic management of the bank, special attention being paid to building a flexibly dimensioned management accounting.===>Promene u tržišnom, te konkurentskom okruženju u znacajnoj meri zahtevaju redizajniranje postojeceg sistema za potrebe strategijskog upravljanja bankom, pri cemu se poseban akcenat stavlja na izgradnju fleksibilno dimenzioniranog upravljackog racunovodstva.)
MATCH@E:(The changes on the market and in the competitive environment require that the existing system be redesigned to a significant extent to suit the needs of strategic management of the bank, special attention being paid to building a flexibly dimensioned management accounting.===>Promene u tržišnom, te konkurentskom okruženju u značajnoj meri zahtevaju redizajniranje postojećeg sistema za potrebe strategijskog upravljanja bankom, pri čemu se poseban akcenat stavlja na izgradnju fleksibilno dimenzioniranog upravljačkog računovodstva.)
MATCH@M:(There is a high level of correlation between accounting reports and an efficient bank management.===>Izmedu racunovodstvenog izveštavanja i efikasnog upravljanja bankama postoji visoka korelacija.)
MATCH@E:(There is a high level of correlation between accounting reports and an efficient bank management.===>Između računovodstvenog izveštavanja i efikasnog upravljanja bankama postoji visoka korelacija.)
MATCH@M:(Management (or: managerial) accounting has to be continually tested in view of its contribution to a successful performance of managerial functions in banks, that is, successful achievements of strategic goals, especially from the point of view of their contribution to the vision of the future business flows in the bank, as regards provision of adequate information to define various managerial models.===>Upravljacko racunovodstvo treba kontinuirano testirati u pogledu njegovog doprinosa uspešnom obavljanju menadžerskih funkcija u bankama, odnosno uspe-šne realizacije strategijskih ciljeva, a posebno sa aspekta doprinosa viziji buducih poslovnih tokova u banci, u smislu obezbedenja adekvatnih informacija za formiranje raznih upravljackih modela.)
MATCH@E:(Management (or: managerial) accounting has to be continually tested in view of its contribution to a successful performance of managerial functions in banks, that is, successful achievements of strategic goals, especially from the point of view of their contribution to the vision of the future business flows in the bank, as regards provision of adequate information to define various managerial models.===>Upravljačko računovodstvo treba kontinuirano testirati u pogledu njegovog doprinosa uspešnom obavljanju menadžerskih funkcija u bankama, odnosno uspešne realizacije strategijskih ciljeva, a posebno sa aspekta doprinosa viziji budućih poslovnih tokova u banci, u smislu obezbeđenja adekvatnih informacija za formiranje raznih upravljačkih modela.)
MATCH@M:(Our aim in this paper is to present the possibilities of strategic management accounting implementation in the bank.===>U radu ce biti prezentovane mogucnosti primene koncepta strategijskog upravljackog racunovodstva u banci.)
MATCH@E:(Our aim in this paper is to present the possibilities of strategic management accounting implementation in the bank.===>U radu će biti prezentovane mogućnosti primene koncepta strategijskog upravljačkog računovodstva u banci.)
MATCH@M:(Also, we will discuss information potentials of management accounting in view of achieving competitive advantage, the strategic importance of bank controlling, as well as highlight important aspects of organizing profit centres in banks.===>Takode, bice razmatrani informacioni potencijali upravljackog racunovodstva sa ciljem sticanja sticanja konkurentske prednosti, strategijski znacaj bankarskog kontrolinga, a ukazace se i na važne aspekta organizovanja profitnih centara u bankama.)
MATCH@E:(Also, we will discuss information potentials of management accounting in view of achieving competitive advantage, the strategic importance of bank controlling, as well as highlight important aspects of organizing profit centres in banks. ~~~ 1.===>Takođe, biće razmatrani informacioni potenci jali upravljačkog računovodstva sa ciljem sticanja sticanja konkurentske prednosti, strategijski značaj bankarskog kontrolinga, a ukazaće se i na važne aspekta organizovanja profitnih centara u bankama. 1.)
MATCH@M:(Achieving goals requires that information be analysed in the decision making processes.===>Ostvarenje ciljeva zahteva analizu informacija u procesima donošenja odluka.)
MATCH@E:(Achieving goals requires that information be analysed in the decision making processes.===>Ostvarenje ciljeva zahteva analizu informacija u procesima donošenja odluka.)
MATCH@M:(If the strategic decision is a structured and planned enterprise, it will draw due attention.===>Ako je strategijska odluka strukturisan i planiran poduhvat, privuci ce svrsishodnu pažnju.)
MATCH@E:(If the strategic decision is a structured and planned enterprise, it will draw due attention.===>Ako je strategijska odluka strukturisan i planiran poduhvat, privući će svrsishodnu pažnju.)
MATCH@M:(It is necessary that the management should proactively identify internal and external strategic strengths and threats, without ruling out the chances for strategic innovations.===>Neophodno je da menadžment proaktivno identifikuje interne i eksterne strateške mogucnosti i pretnje, bez negiranja mogucnosti strateških inovacija.)
MATCH@E:(It is necessary that the management should proactively identify internal and external strategic strengths and threats, without ruling out the chances for strategic innovations.===>Neophodno je da menadžment proaktivno identifikuje interne i eksterne strateške mogućnosti i pretnje, bez negiranja mogućnosti strateških inovacija.)
MATCH@M:(Managers are assumed to formally analyse competitive advantages and a meaningful assessment of resources allocation and use them as part of the development strategy.===>Pretpostavlja se da menadžeri formalno analiziraju konkurentske prednosti i svrsishodnu procenu raspodele i korišcenja resursa, u sklopu strategije razvoja.)
MATCH@E:(Managers are assumed to formally analyse competitive advantages and a meaningful assessment of resources allocation and use them as part of the development strategy.===>Pretpostavlja se da menadžeri formalno analiziraju konkurentske prednosti i svrsishodnu procenu raspodele i korišćenja resursa, u sklopu strategije razvoja.)
MATCH@M:(Such an analysis will be provided by formal information systems.===>Takvu analizu omogucice formalni informacioni sistemi .)
MATCH@E:(Such an analysis will be provided by formal information systems.===>Takvu analizu omogućiće formalni informacioni sistemi .)
MATCH@M:(The strategic management accounting is a useful tool managers can apply in making quality business decisions.===>Strategijsko upravljacko racunovodstvo je dobro orude menadžera za donošenje kvalitetnih poslovnih odluka.)
MATCH@E:(The strategic management accounting is a useful tool managers can apply in making quality business decisions.===>Strategijsko upravljačko računovodstvo je dobro oruđe menadžera za donošenje kvalitetnih poslovnih odluka.)
MATCH@M:(Strategically oriented management accounting is expected to ensure a powerful information support that would allow for implementing prevention measures in order to eliminate ineffective outcomes in the bank’s business operations.===>Od upravljackog racunovodstva strategijske orijentacije se ocekuje snažna informaciona podrška koja ce omoguciti realizaciju preventivnih mera sa ciljem eli-minisanja neefektivnih rezultata u poslovanju banke.)
MATCH@E:(Strategically oriented management accounting is expected to ensure a powerful information support that would allow for implementing prevention measures in order to eliminate ineffective outcomes in the banks business operations.===>Od upravljačkog računovodstva strategijske orijentacije se očekuje snažna informaciona podrška koja će omogućiti realizaciju preventivnih mera sa ciljem eliminisanja neefektivnih rezultata u poslovanju banke.)
MATCH@M:(It is necessary that the bank should be capable of successfully managing unexpected, unplanned changes in the financial sources, which require accounting calculations, which all lead to a conclusion that the bank responds to market changes in an adequate manner.===>Neophodno je da banka poseduje sposobnost da uspešno upravlja neplaniranim promenama u izvorima fi-nansiranja sredstava, za šta su neophodni racunovodstveni proracuni, što upucuje na zakljucak da banka adekvatno reaguje na tržišne promene.)
MATCH@E:(It is necessary that the bank should be capable of successfully managing unexpected, unplanned changes in the financial sources, which require accounting calculations, which all lead to a conclusion that the bank responds to market changes in an adequate manner.===>Neophodno je da banka poseduje sposobnost da uspešno upravlja neplaniranim promenama u izvorima finansiranja sredstava, za šta su neophodni računovodstveni proračuni, što upućuje na zaključak da banka adekvatno reaguje na tržišne promene.)
MATCH@M:(A major cause of necessary change are the dynamic changes in the external environment, and this demands that the collaboration between strategic managers and management accountants be close, especially in the sector of cost tracking and analysis, as well as in cost projection.===>Dinamicne promene u eksternom okruženju osnovni su razlog za neophodne promene, sto zahteva tešnju sa-radnju izmedu strateških menadžera i upravljackih racunovoda, posebno u segmentu pracenja i analize troškova, kao i njihovog projektovanja.)
MATCH@E:(A major cause of necessary change are the dynamic changes in the external environment, and this demands that the collaboration between strategic managers and management accountants be close, especially in the sector of cost tracking and analysis, as well as in cost projection.===>Dinamične promene u eksternom okruženju osnovni su razlog za neophodne promene, sto zahteva tešnju saradnju između strateških menadžera i upravljačkih računovođa, posebno u segmentu praćenja i analize troškova, kao i njihovog projektovanja.)
MATCH@M:(Besides, a strong information support in the field of mesauring the profitability of individual bank products and changes in the bank’s key clients is of great importance.===>Pored toga, veoma je važna i snažna informaciona podrška u segmentu merenja profitabilnosti pojedinacnih bankarskih proizvoda i promena kod kljucnih klijenata banke.)
MATCH@E:(Besides, a strong information support in the field of mesauring the profitability of individual bank products and changes in the banks key clients is of great importance.===>Pored toga, veoma je važna i snažna informaciona podrška u segmentu merenja profitabilnosti pojedinačnih bankarskih proizvoda i promena kod ključnih klijenata banke.)
MATCH@M:(Strategically oriented management accounting is a multi-purpose information source oriented towards the management and towards the future, focused upon strategic business units.===>Strategijski orijentisano upravljacko racunovodstvo predstavlja višenamenski informacioni izvor okrenut ka menadžmentu, i ka buducnosti, fokusiranom na strategijske poslovne jedinice.)
MATCH@E:(Strategically oriented management accounting is a multi-purpose information source oriented towards the management and towards the future, focused upon strategic business units.===>Strategijski orijentisano upravljačko računovodstvo predstavlja višenamenski informacioni izvor okrenut ka menadžmentu, i ka budućnosti, fokusiranom na strategijske poslovne jedinice.)
MATCH@M:(Simmonds defined and described strategic management accounting oriented to the company benchmarking in view of its competition.===>Simmonds je definisao i opisao strategijsko upravljacko racunovodstvo usmereno na poredenje preduzeca sa svojim konkurentima.)
MATCH@E:(Simmonds defined and described strategic management accounting oriented to the company benchmarking in view of its competition Š10Ë.===>Simmonds je definisao i opisao strategijsko upravljačko računovodstvo usmereno na poređenje preduzeća sa svojim konkurentima Š10Ë.)
MATCH@M:(He promoted collecting information required to define the market share, the competition price, costs and scope.===>Zalagao se za prikupljanje informacija neophodnih da bi se odredio udeo na tržištu, cena konkurenata, troškovi i obim.)
MATCH@E:(He promoted collecting information required to define the market share, the competition price, costs and scope.===>Zalagao se za prikupljanje informacija neophodnih da bi se odredio udeo na tržištu, cena konkurenata, troškovi i obim.)
MATCH@M:(The bank that monitors market share can measure to what extent it may achieve or lose competitive position.===>Banka koja prati tržišno ucešce može da meri do kog nivoa se dobija ili gubi konkurentska pozicija.)
MATCH@E:(The bank that monitors market share can measure to what extent it may achieve or lose competitive position.===>Banka koja prati tržišno učešće može da meri do kog nivoa se dobija ili gubi konkurentska pozicija.)
MATCH@M:(As regards the fact that the strategic development of the bank is directly connected with the bank’s development plans, it is necessary to stress that strategic planning is directly dependant on the management accounting information.===>S obzirom na cinjenicu da je strateški razvoj banke direktno povezan sa planovima razvoja banke, neophodno je istaci da je strateško planiranje direktno zavisno od informacija upravljackog racunovodstva.)
MATCH@E:(As regards the fact that the strategic development of the bank is directly connected with the banks develop ment plans, it is necessary to stress that strategic planning is directly dependant on the management accounting information.===>S obzirom na činjenicu da je strateški razvoj banke direktno povezan sa planovima razvoja banke, neophod no je istaći da je strateško planiranje direktno zavisno od informacija upravljačkog računovodstva.)
MATCH@M:(In other words, it is necessary that a high level of coordination should be achieved between the planning and the reporting activities.===>Drugim recima, neophodno je da postoji visok stepen koordinacije izmedu aktivnosti planiranja i izveštavanja.)
MATCH@E:(In other words, it is necessary that a high level of coordination should be achieved between the planning and the reporting activities.===>Drugim rečima, neophodno je da postoji visok stepen koordinacije između aktivnosti planiranja i izveštavanja.)
MATCH@M:(Given that the market environment is becoming increasingly dynamic and competitive, banks are forced to continually improve their activities in terms of anticipating their future business operations as accurately as possible, if they want to do business successfully.===>Imajuci u vidu da je tržišno okruženje postalo sve dinamicnije i konkurentnije, banke su prinudene da ukoliko žele da posluju uspešno, konstatno unapreduju svoje aktivnosti u smislu što tacnijeg predvidanja buduceg poslovanja.)
MATCH@E:(Given that the market environment is becoming increasingly dynamic and competitive, banks are forced to continually improve their activities in terms of anticipating their future business operations as accurately as possible, if they want to do business successfully.===>Imajući u vidu da je tržišno okruženje postalo sve dinamičnije i konkurentnije, banke su prinuđene da ukoliko žele da posluju uspešno, konstatno unapređuju svoje aktivnosti u smislu što tačnijeg predviđanja budućeg poslovanja.)
MATCH@M:(Namely, banks can no longer afford any incongruence between anticipated incomes and expenses.===>Naima, banke više ne mogu da dozvole da imaju bilo kakvu inkogruenciju izmedu anticipiranih prihoda i rashoda.)
MATCH@E:(Namely, banks can no longer afford any incongruence between anticipated incomes and expenses.===>Naima, banke više ne mogu da dozvole da imaju bilo kakvu inkogruenciju između anticipiranih prihoda i rashoda.)
MATCH@M:(A growing importance of the budgeting processes in the banks makes the need for a detailed reporting system an increasing necessity.===>Sa rastom znacaja procesa budžetiranja u bankama, raste i potreba za detaljnijim sistemom izveštavanja.)
MATCH@E:(A growing importance of the budgeting processes in the banks makes the need for a detailed reporting system an increasing necessity.===>Sa rastom značaja procesa budžetiranja u bankama, raste i potreba za detaljnijim sistemom izveštavanja.)
MATCH@M:(The information model of strategically oriented management accounting in banks presented above is meant to support identifying, analysis and interpretation of all relevant information that the management use as the basis to define strategic management goals, which in turn are written in strategic plans, in view of the accounting aspect in the bank’s budget.===>Predloženi informacioni model strategijski orijentisa-nog upravljackog racunovodstva za banke treba da omoguci identifikovanje, analizu i tumacenje svih relevantnih informacija koje služe kao osnova menadž-mentu banke da definiše strateške upravljacke ciljeve, koji svoj izraz nalaze u strateškim planovima, ako se posmatra racunovodstveni aspekt u budžetu banke.)
MATCH@E:(Strategic management accounting dimensioning model in banks The information model of strategically oriented management accounting in banks presented above is meant to support identifying, analysis and interpretation of all relevant information that the management use as the basis to define strategic management goals, which in turn are written in strategic plans, in view of the accounting aspect in the banks budget.===>Model za dimenzioniranje strategijskog upravljačkog računovodstva u bankama Predloženi informacioni model strategijski orijentisanog upravljačkog računovodstva za banke treba da omogući identifikovanje, analizu i tumačenje svih relevantnih informacija koje služe kao osnova menadžmentu banke da definiše strateške upravljačke ciljeve, koji svoj izraz nalaze u strateškim planovima, ako se posmatra računovodstveni aspekt u budžetu banke.)
MATCH@M:(Furthermore, quality and transparent information are meant to allow for the control, as well as for corrective actions in case any deviations occur as regards the planned values.===>Pored toga, kvalitetne i transparetne informacije treba da obezbede uslove za kontrolu, kao i za korektiv-ne akcije ukoliko se pojave odstupanja ostvarenih u odnosu na planske vrednosti.)
MATCH@E:(Furthermore, quality and transparent information are meant to allow for the control, as well as for corrective actions in case any deviations occur as regards the planned values.===>Pored toga, kvalitetne i transparetne informacije treba da obezbede uslove za kontrolu, kao i za korektivne akcije ukoliko se pojave odstupanja ostvarenih u odnosu na planske vrednosti.)
MATCH@M:(The proposed model should support change in the market environment the bank does business in, especially for the purpose of achieving competitive advantage.===>Predloženi model treba da podržava promene u tržišnom okruženju u kome banka posluje, posebno u funkciji sticanja konkurentske prednosti.)
MATCH@E:(The proposed model should support change in the market environment the bank does business in, especially for the purpose of achieving competitive advantage.===>Predloženi model treba da podržava promene u tržišnom okruženju u kome banka posluje, posebno u funkciji sticanja konkurentske prednosti.)
MATCH@M:(Strategic planning is a process of defining the development strategy of the bank, as well as the process of decision making in order that the adopted strategy should be implemented.===>Strategijsko planiranje predstavlja proces definisanja strategije razvoja banke, kao i proces donošenja odluka kako bi se omogucila realizacija odobrene strategije.)
MATCH@E:(Strategic planning is a process of defining the development strategy of the bank, as well as the process of decision making in order that the adopted strategy should be implemented.===>Strategijsko planiranje predstavlja proces definisanja strategije razvoja banke, kao i proces donošenja odluka kako bi se omogućila realizacija odobrene strategije.)
MATCH@M:(It is of crucial importance for any bank to define the direction it should follow.===>Suštinski važno pitanje svake banke jeste da defi-niše smer u kojem treba da ide.)
MATCH@E:(It is of crucial importance for any bank to define the direction it should follow.===>Suštinski važno pitanje svake banke jeste da definiše smer u kojem treba da ide.)
MATCH@M:(The strategic plan is the basis for designing the operations plan which is generally devised for a period of one year.===>Na osnovu strateškog plana izvodi se operativni plan koji je najcešce usme-ren na vremenski period od jedne godine.)
MATCH@E:(The strategic plan is the basis for designing the operations plan which is generally devised for a period of one year.===>Na osnovu strateškog plana izvodi se operativni plan koji je najčešće usmeren na vremenski period od jedne godine.)
MATCH@M:(Organizational activities are undertaken to shape varied interests, including the bank, the specific strengths, as well as institutional pressures.===>Preduzima-ju se organizacione aktivnosti da bi se oblikovali razliciti interesi, ukljucujuci banku, specificne snage, kao i institucionalne pritiske.)
MATCH@E:(Organizational activities are undertaken to shape varied interests, including the bank, the specific strengths, as well as institutional pressures.===>Preduzimaju se organizacione aktivnosti da bi se oblikovali različiti interesi, uključujući banku, specifične snage, kao i institucionalne pritiske.)
MATCH@M:(The strategic plan of the bank consists of two sections: qualitative and quantitative.===>Strateški plan banke cine dva dela: kvalitativni i kvantitativni.)
MATCH@E:(The strategic plan of the bank consists of two sections: qualitative and quantitative.===>Strateški plan banke čine dva dela: kvalitativni i kvantitativni.)
MATCH@M:(The qualitative results section includes the analyses of the macroeconomic scenario, the SWOT analysis, the company’s mission, the strategic guidelines and the action plan that serves to achieve the plans defined.===>Kvalitativni deo ukljucuje analize makroeko-nomskog scenarija, SWOT analizu, misiju kompanije, strateške smernice i akcioni plan koji treba da omoguci ostvarenje definisanih planova.)
MATCH@E:(The qualitative results section includes the analyses of the macroeconomic scenario, the SWOT analysis, the companys mission, the strategic guidelines and the action plan that serves to achieve the plans defined.===>Kvalitativni deo uključuje analize makroekonomskog scenarija, SWOT analizu, misiju kompanije, strateške smernice i akcioni plan koji treba da omogući ostvarenje definisanih planova.)
MATCH@M:(The quantitative results section comprises the implementation of financial methods and models in the strategic management of the bank’s finances.===>Kvantitativni deo obuhvata primenu finansijskih metoda i modela u strateškom upravljanju finansijama banke.)
MATCH@E:(The quantitative results section comprises the implementation of financial methods and models in the strategic management of the banks finances.===>Kvantitativni deo obuhvata primenu finansijskih metoda i modela u strateškom upravljanju finansijama banke.)
MATCH@M:(The strategy the bank has selected has to be translated into a succession of goals.===>Izabrana strategija banke treba da bude prevedena u niz ciljeva.)
MATCH@E:(The strategy the bank has selected has to be translated into a succession of goals.===>Izabrana strategija banke treba da bude prevedena u niz ciljeva. preduzimanje korektivnih mera za eliminisanje negativnih odstupanja.)
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BAD_LINE_M:The strategy the bank has selected has to be translated into a succession of goals.
BAD_LINE_M:Izabrana strategija banke treba da bude prevedena u niz ciljeva.
BAD_LINE_E:The strategy the bank has selected has to be translated into a succession of goals.
BAD_LINE_E:Izabrana strategija banke treba da bude prevedena u niz ciljeva. preduzimanje korektivnih mera za eliminisanje negativnih odstupanja.
MATCH@M:(Tn order that the strategy should be implemented, three issues have to be resolved:===>Za realizaciju strategije neophodno je rešiti tri genericka pitanja:)
MATCH@E:(In order that the strategy should be implemented, three issues have to be resolved: 1.===>Stopa prinosa na ukupnu aktivu (ROA Return on Assets); Za realizaciju strategije neophodno je rešiti tri generička pitanja:)
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BAD_LINE_M:Tn order that the strategy should be implemented, three issues have to be resolved:
BAD_LINE_M:Za realizaciju strategije neophodno je rešiti tri genericka pitanja:
BAD_LINE_E:In order that the strategy should be implemented, three issues have to be resolved: 1.
BAD_LINE_E:Stopa prinosa na ukupnu aktivu (ROA Return on Assets); Za realizaciju strategije neophodno je rešiti tri generička pitanja:
MATCH@M:(1.	Which performance dimensions the banking institution tends to develop?===>1.	Koje dimenzije performansi bankarska institucija teži da razvije?)
MATCH@E:(Which performance dimensions the banking insti tution tends to develop?===>Koje dimenzije performansi bankarska instituci b) Pokazatelji kamatne marže: ja teži da razvije?)
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BAD_LINE_M:1.	Which performance dimensions the banking institution tends to develop?
BAD_LINE_M:1.	Koje dimenzije performansi bankarska institucija teži da razvije?
BAD_LINE_E:Which performance dimensions the banking insti tution tends to develop?
BAD_LINE_E:Koje dimenzije performansi bankarska instituci b) Pokazatelji kamatne marže: ja teži da razvije?
MATCH@M:(2.	How the goals will be set in an adequate manner?===>2.	Kako ce se na adekvatan nacin ciljevi postaviti?)
MATCH@E:(How the goals will be set in an adequate manner?===>Kako će se na adekvatan način ciljevi postaviti?)
MATCH@M:(Strategic bank performance management can be described as an activity of managing the bank solvency in order to define the optimal ratios, on two levels: maximizing the returns and meeting the requirements of regulatory institutions focused upon the preservation of the banking system stability, at minimum risk in business operations.===>Strategijsko upravljanje performansama banke može se predstaviti kao aktivnost upravljanja bonitetom banke radi definisanja optimalnih odnosa i to na dva nivoa: maksimiziranje prinosa i zadovoljenja zahteva regulatornih institucija koje su fokusirane na ocuvanje stabilnosti bankarskog sistema, uz minimiziranje rizika u poslovanju.)
MATCH@E:(Strategic bank performance management can be described as an activity of managing the bank solvency in order to define the optimal ratios, on two levels: maximizing the returns and meeting the requirements of regulatory institutions focused upon the preservation of the banking system stability, at minimum risk in business operations.===>Stopa rasta ukupne aktive; Stopa rasta kamatonosne aktive; Stopa rasta kredita; Stopa rasta depozita; Stopa rasta prihoda; Stopa rasta profita; e) Pokazatelji likvidnosti: ~~~ Ukupni krediti / depoziti; Ukupni krediti / depoziti+kapital. f) Za procenu sposobnosti sticanja zarade banke i kvaliteta prihoda koriste se pored stope prinosa na kapital banke i sledeći pokazatelji:)
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BAD_LINE_M:Strategic bank performance management can be described as an activity of managing the bank solvency in order to define the optimal ratios, on two levels: maximizing the returns and meeting the requirements of regulatory institutions focused upon the preservation of the banking system stability, at minimum risk in business operations.
BAD_LINE_M:Strategijsko upravljanje performansama banke može se predstaviti kao aktivnost upravljanja bonitetom banke radi definisanja optimalnih odnosa i to na dva nivoa: maksimiziranje prinosa i zadovoljenja zahteva regulatornih institucija koje su fokusirane na ocuvanje stabilnosti bankarskog sistema, uz minimiziranje rizika u poslovanju.
BAD_LINE_E:Strategic bank performance management can be described as an activity of managing the bank solvency in order to define the optimal ratios, on two levels: maximizing the returns and meeting the requirements of regulatory institutions focused upon the preservation of the banking system stability, at minimum risk in business operations.
BAD_LINE_E:Stopa rasta ukupne aktive; Stopa rasta kamatonosne aktive; Stopa rasta kredita; Stopa rasta depozita; Stopa rasta prihoda; Stopa rasta profita; e) Pokazatelji likvidnosti: ~~~ Ukupni krediti / depoziti; Ukupni krediti / depoziti+kapital. f) Za procenu sposobnosti sticanja zarade banke i kvaliteta prihoda koriste se pored stope prinosa na kapital banke i sledeći pokazatelji:
MATCH@M:(Orienting the bank’s business operations towards the realization of the strategic performances of the bank is a rather complex process, due to the opposing goals of the bank’s shareholders and bank’s depositaries.===>Usmeravanje poslovnih aktivnosti banke ka realizaciji strategijskih performansi banke, predstavlja veoma kompleksan proces, zbog protivurecnosti ciljeva akci-onara i depozitara banke.)
MATCH@E:(Orienting the banks business operations towards the realization of the strategic performances of the bank is a rather complex process, due to the opposing goals of the banks shareholders and banks depositaries.===>Strategijsko upravljanje performansama banke može se predstaviti kao aktivnost upravljanja bonitetom banke radi definisanja optimalnih odnosa i to na dva nivoa: maksimiziranje prinosa i zadovoljenja zahteva regulatornih institucija koje su fokusirane na očuvanje stabilnosti bankarskog sistema, uz minimiziranje rizika u poslovanju.)
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BAD_LINE_M:Orienting the bank’s business operations towards the realization of the strategic performances of the bank is a rather complex process, due to the opposing goals of the bank’s shareholders and bank’s depositaries.
BAD_LINE_M:Usmeravanje poslovnih aktivnosti banke ka realizaciji strategijskih performansi banke, predstavlja veoma kompleksan proces, zbog protivurecnosti ciljeva akci-onara i depozitara banke.
BAD_LINE_E:Orienting the banks business operations towards the realization of the strategic performances of the bank is a rather complex process, due to the opposing goals of the banks shareholders and banks depositaries.
BAD_LINE_E:Strategijsko upravljanje performansama banke može se predstaviti kao aktivnost upravljanja bonitetom banke radi definisanja optimalnih odnosa i to na dva nivoa: maksimiziranje prinosa i zadovoljenja zahteva regulatornih institucija koje su fokusirane na očuvanje stabilnosti bankarskog sistema, uz minimiziranje rizika u poslovanju.
MATCH@M:(The role of performance measures in the organization is a critical one, both in testing how efficient the banking institution is in achieving short-term goals, and in identifying necessary improvements.===>Mere performansi imaju kriticnu ulogu u organizaciji, kako u proveri koliko efikasno bankarska institucija ostvaruje svoje kratkorocne ciljeve, tako i u identifikaciji neophodnih poboljšanja.)
MATCH@E:(The role of performance measures in the organization is a critical one, both in testing how efficient the banking institution is in achieving short-term goals, and in identifying necessary improvements.===>Informacioni horizont upravljačkog računovodstva u funkciji realizacije proširuje se na sledeće strateške ciljeve banke:)
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BAD_LINE_M:The role of performance measures in the organization is a critical one, both in testing how efficient the banking institution is in achieving short-term goals, and in identifying necessary improvements.
BAD_LINE_M:Mere performansi imaju kriticnu ulogu u organizaciji, kako u proveri koliko efikasno bankarska institucija ostvaruje svoje kratkorocne ciljeve, tako i u identifikaciji neophodnih poboljšanja.
BAD_LINE_E:The role of performance measures in the organization is a critical one, both in testing how efficient the banking institution is in achieving short-term goals, and in identifying necessary improvements.
BAD_LINE_E:Informacioni horizont upravljačkog računovodstva u funkciji realizacije proširuje se na sledeće strateške ciljeve banke:
MATCH@M:(Strategically important is the analysis of the bank’s market share in individual segments (e.g., short-term dinar deposits and foreign currency trading).===>Strateški je znacajna analiza tržišnog udela banke u pojedinacnim segmentima (npr. kratkorocni dinarski depoziti i trgovanje devizama).)
MATCH@E:(Strategically important is the analysis of the banks market share in individual segments (e.g., short-term dinar deposits and foreign currency trading).===>Strateški je značajna analiza tržišnog udela banke u pojedinačnim segmentima (npr. kratkoročni dinarski depoziti i trgovanje devizama).)
MATCH@M:(Also important is the analysis of the bank’s strategic plan, both from the aspect of the amount of investment into information system and from that of expanding branches, in order that proper estimates should be made on the future growth and strengthening the bank’s market position.===>Pored toga, važna je analiza strateškog poslovnog plana banke kako sa aspekta visine ulaganja u informacioni sistem, tako i sa aspekta širenja širenja poslovnica, da bi bilo moguce doneti realnu ocenu o buducem rastu i jacanju tržišne pozicije banke.)
MATCH@E:(Also important is the analysis of the banks strategic plan, both from the aspect of the amount of investment into information system and from that of expanding branches, in order that proper estimates should be made on the future growth and strengthening the banks market position.===>Pored toga, važna je analiza strateškog poslovnog plana banke kako sa aspekta visine ulaganja u informacioni sistem, tako i sa aspekta širenja širenja poslovnica, da bi bilo moguće doneti realnu ocenu o budućem rastu i jačanju tržišne pozicije banke.)
MATCH@M:(Strategic management accounting is expected to provide a large number of indicators as regards the position of the competition, with special attention paid to market leaders, close and slow competitors.===>Od strategijskog upravljackog racunovodstva se ocekuje niz pokazatelja koji se odnose na konkurentsku poziciju, sa posebnim osvtom na tržišne lidere, bliske i spore konkurente.)
MATCH@E:(Strategic management accounting is expected to provide a large number of indicators as regards the position of the competition, with special attention paid to market leaders, close and slow competitors.===>Od strategijskog upravljačkog računovodstva se očekuje niz pokazatelja koji se odnose na konkurentsku poziciju, sa posebnim osvtom na tržišne lidere, bliske i spore konkurente.)
MATCH@M:(The reduced market share indicates the loss of the bank’s competitive position, with the implications of the future fall in profits, whereas the increase in the market share indicates the improvement of the competitive position with prospects of increasing profitability in the future.===>Smanjenje udela na tržištu pokazuje gubitak konkurentske pozicije banke, sa implikacijama na buduce smanjenje profita, dok povecanje udela na tržištu ukazuje na poboljšanje konkurentske pozicije sa izgledima za povecanje profitabilnosti u buducnosti.)
MATCH@E:(The reduced market share indicates the loss of the banks competitive position, with the implications of the future fall in profits, whereas the increase in the market share indicates the improvement of the competitive position with prospects of increasing profitability in the future.===>Smanjenje udela na tržištu pokazuje gubitak konkurentske pozicije banke, sa implikacijama na buduće smanjenje profita, dok povećanje udela na tržištu ukazuje na poboljšanje konkurentske pozicije sa izgledima za povećanje profitabilnosti u budućnosti.)
MATCH@M:(Namely, the point is that the manager should lead the bank towards achieving strategic goals.===>Naime, suština je u tome da menadžment povede banku u pravcu dostizanja strategijskih ciljeva.)
MATCH@E:(Namely, the point is that the manager should lead the bank towards achieving strategic goals Š3Ë.===>Naime, suština je u tome da menadžment povede banku u pravcu dostizanja strategijskih ciljeva Š3Ë.)
MATCH@M:(Fourth - Prospects for learning and professional development of managers: knowledge and development of managers, team work, policy of incentives and rewards.===>Cetvrti - Perspektiva za ucenje i profesionalni razvoj menadžera: znanje i razvoj menadžera, timski rad, politika stimulisanja i nagradivanja.)
MATCH@E:(Fourth Prospects for learning and professional development of managers: knowledge and development of managers, team work, policy of incentives and rewards.===>Četvrti Perspektiva za učenje i profesionalni razvoj menadžera: znanje i razvoj menadžera, timski rad, politika stimulisanja i nagrađivanja.)
MATCH@M:(It is also important to mention the role of bank controlling that is used for an adequate information communication in the bank, so that the variance between the set strategic and operations goals and the achieved results should be as small as possible.===>Važno je napomenuti i ulogu bankarskog kontrolinga koji služi za adekvatno informaciono komuniciranje u banci, kako bi varijansa izmedu postavljenih strateških i operativnih ciljeva i ostvarenih rezultata bila što manja.)
MATCH@E:(It is also important to mention the role of bank controlling that is used for an adequate information communication in the bank, so that the variance between the set strategic and operations goals and the achieved results should be as small as possible.===>Važno je napomenuti i ulogu bankarskog kontrolinga koji služi za adekvatno informaciono komuniciranje u banci, kako bi varijansa između postavljenih strateških i operativnih ciljeva i ostvarenih rezultata bila što manja.)
MATCH@M:(An adequate cost management requires an assessment of alternative strategies or plans that display all costs.===>Za adekvatno upravljanje troškovima neophodna je procena alternativnih strategija ili planova sa prikazanim svim troškovima.)
MATCH@E:(An adequate cost management requires an assessment of alternative strategies or plans that display all costs.===>Za adekvatno upravljanje troškovima neophodna je procena alternativnih strategija ili planova sa prikazanim svim troškovima.)
MATCH@M:(The design of an adequate information model of the strategic management accounting requires the engagement of a variety of experts: management accountants, experts in planning and analysis of business operations, financial and other bank managers, information technology experts, etc.===>Za dizajniranje adekvatnog in-formacionog modela strategijskog upravljackog racunovodstva za banke neophodno je angažovati razne profile straucnjaka: upravljacke racunovode, strucnjake za plan i analizu poslovanja, finansijske i druge menadžere banke, strucnjake za informacione tehnologije i drugo.)
MATCH@E:(The design of an adequate information model of the strategic management accounting requires the engagement of a variety of experts: management accountants, experts in planning and analysis of business operations, financial and other bank managers, information technology experts, etc.===>Za dizajniranje adekvatnog informacionog modela strategijskog upravljačkog računovodstva za banke neophodno je angažovati razne profile straučnjaka: upravljačke računovođe, stručnjake za plan i analizu poslovanja, finansijske i druge menadžere banke, stručnjake za informacione tehnologije i drugo.)
MATCH@M:(Monitoring the activities of the competition, especially in the domain of achieved performance, can help the management team position the bank in the future in relation to its competition.===>Pracenjem aktivnosti konkurenata, posebno u domenu ostvarenih performansi, menadžment tim banke može da izvrši pozicioniranje banke u buducnosti u odnosu na konkurente.)
MATCH@E:(Monitoring the activities of the competition, especially in the domain of achieved performance, can help the management team position the bank in the future in relation to its competition.===>Praćenjem aktivnosti konkurenata, posebno u domenu ostvarenih performansi, menadžment tim banke može da izvrši pozicioniranje banke u budućnosti u odnosu na konkurente.)
MATCH@M:(A significant support to the improvement of the business performance of strategic business units is expected from the bank’s marketing manager.===>Znacajna podrška unapredenju uspešnosti poslovanja strategijskih poslovnih jedinica ocekuje se od marketing menadžera banke.)
MATCH@E:(A significant support to the improvement of the business performance of strategic business units is expected from the banks marketing manager.===>Značajna podrška unapređenju uspešnosti poslovanja strategijskih poslovnih jedinica očekuje se od marketing menadžera banke.)
MATCH@M:(Marketing research allows for the estimates of the future outcomes and results that make it easier to take decisions on various opportunities of costs assessed in accordance with the corporate goals.===>Marketing istraživanja omogucavaju procene buducih ishoda i rezultata koji koji olakšavaju donošenje odluka o razlicitim mogucnostima troškova procenjenih u skladu sa korporativnim ciljevima.)
MATCH@E:(Marketing research allows for the estimates of the future outcomes and results that make it easier to take decisions on various opportunities of costs assessed in accordance with the corporate goals.===>Marketing istraživanja omogućavaju procene budućih ishoda i rezultata koji koji olakšavaju donošenje odluka o različitim mogućnostima troškova procenjenih u skladu sa korporativnim ciljevima.)
MATCH@M:(The managers engaged in management accounting attempt to identify the competition cost structure and then price the bank products, taking care to neutralize inflation effects upon the variables they take into consideration.===>Menadžeri koji se bave upravljackim racunovodstvom pokušavaju da identifikuju strukturu troškova konkurencije i da na osnovu toga odrede cene bankarskih proizvoda vodeci pritom racuna da neutrališu inflatorne efekte na varijable koje posmatraju.)
MATCH@E:(The managers engaged in management accounting attempt to identify the competition cost structure and then price the bank products, taking care to neutralize inflation effects upon the variables they take into consideration Š13Ë.===>Menadžeri koji se bave upravljačkim računovodstvom pokušavaju da identifikuju strukturu troškova konkurencije i da na osnovu toga odrede cene bankarskih proizvoda vodeći pritom računa da neutrališu inflatorne efekte na varijable koje posmatraju Š13Ë.)
MATCH@M:(An adequate assessment of prices set by the competition begins with the cost analysis and continues to analyse the impact of possible changes in prices upon other competitors on the financial market, which needs an accounting analysis.===>Adekvatna procena cena konkurencije pocinje analizom troškova, a nastavlja se analizom uticaja mogucih promena cena na ostale konkurente na finansijskom tržištu, za šta je neophodna racunovodstvena analiza.)
MATCH@E:(An adequate assessment of prices set by the competition begins with the cost analysis and continues to analyse the impact of possible changes in prices upon other competitors on the financial market, which needs an accounting analysis.===>Adekvatna procena cena konkurencije počinje analizom troškova, a nastavlja se analizom uticaja mogućih promena cena na ostale konkurente na finansijskom tržištu, za šta je neophodna računovodstvena analiza.)
MATCH@M:(This is followed by an analysis of the scope of the market share.===>Nakon toga, sledi sagledavanje obima tržišnog uicaja.)
MATCH@E:(This is followed by an analysis of the scope of the market share.===>Nakon toga, sledi sagledavanje obima tržišnog uicaja.)
MATCH@M:(Naturally, the competitive advantage cannot be expressed only by one variable, but rather by a group of indicators that reflect the competitive picture the strategic management will use to control whether the bank goes in the right direction.===>Naravno, konkurentsku prednost nije moguce izraziti samo jednom varijablom, vec grupom indikatora koji pokazuju konkurentsku sliku koja ce poslužiti strateškim menadžerima da prate da li se banka, krece u dobrom pravcu.)
MATCH@E:(Naturally, the competitive advantage cannot be expressed only by one variable, but rather by a group of indicators that reflect the competitive picture the strategic management will use to control whether the bank goes in the right direction.===>Naravno, konkurentsku prednost nije moguće izraziti samo jednom varijablom, već grupom indikatora koji pokazuju konkurentsku sliku koja će poslužiti strateškim menadžerima da prate da li se banka, kreće u dobrom pravcu.)
MATCH@M:(Information on the costs of the competition enables the bank to identify when the competitor tries to change a relative competitive position, e.g., to manipulate prices.===>Posedovanje informacija o troškovima konkurenata omogucava banci da prepozna kada konkurent pokušava da promeni relativnu konkurentsku poziciju, npr. da manipuliše cenama.)
MATCH@E:(Information on the costs of the competition enables the bank to identify when the competitor tries to change a relative competitive position, e.g., to manipulate prices.===>Treći Perspektiva internog poslovnog procesa: krei Posedovanje informacija o troškovima konkurenata omogućava banci da prepozna kada konkurent pokušava da promeni relativnu konkurentsku poziciju, npr. da manipuliše cenama.)
MATCH@M:(The strategically oriented management accountant is expected to anticipate business events from a financial aspect, that is, to create the business vision of the bank using management accounting information.===>Od strategijski orijentisanog upravljackog racunovode se ocekuje da sa finansij-skog aspekta anticipira poslovne dogadaje, odnosno da kreira poslovnu viziju banke koristeci upravljacko-racunovodstvene informacije.)
MATCH@E:(The strategically oriented management accountant is expected to anticipate business events from a financial aspect, that is, to create the business vision of the bank using management accounting information.===>Od strategijski orijentisanog upravljačkog računovođe se očekuje da sa finansij skog aspekta anticipira poslovne događaje, odnosno da kreira poslovnu viziju banke koristeći upravljačkoračunovodstvene informacije.)
MATCH@M:(In many fields concerned with environmental protection there is an increasing interest in transparent calculations and analyses that frequently include not only economic, but also financial calculations.===>U mnogim oblastima koje se ticu zaštite životne sredine dolazi do povecanog interesovanja za transparentne proracune i analize koje cesto ukljucuju pored ekonomskih i finansijske proracune.)
MATCH@E:(In many fields concerned with environmental protection there is an increasing interest in transparent calculations and analyses that frequently include not only economic, but also financial calculations.===>U mnogim oblastima koje se tiču zaštite životne sredine dolazi do povećanog interesovanja za transparentne proračune i analize koje često uključuju pored ekonomskih i finansijske proračune.)
MATCH@M:(On the business system level, the so-called Environmental (protection) accounting is recognized as a segment of financial accounting, however, also as a segment of management accounting of a strategic orientation.===>Na nivou poslovnog sistema, tzv. Racunovodstvo zaštite životne sredine, prepoznaje se kao segment finansijskog racunovodstva, ali i kao segment upravljackog racunovodstva strategijske orijentacije.)
MATCH@E:(On the business system level, the so-called Environmental (protection) accounting is recognized as a segment of financial accounting, however, also as a segment of management accounting of a strategic orientation.===>Na nivou poslovnog sistema, tzv. Računovodstvo zaštite životne sredine, prepoznaje se kao segment finansijskog računovodstva, ali i kao segment upravljačkog računovodstva strategijske orijentacije.)
MATCH@M:(Especially important for the bank reputation is the social responsibility in terms of financing environmentally sustainable projects, financing project that improve energy efficiency etc.===>Za reputaciju banke je posebno važna društvena odgovornost u smislu intenziviranja finansiranja ekološki održivih projekata, finansira-nja projekata koji povecavaju energetsku efikasnost i drugo.)
MATCH@E:(Especially important for the bank reputation is the social responsibility in terms of financing environmentally sustainable projects, financing project that improve energy efficiency etc.===>Za reputaciju banke je posebno važna društvena odgovornost u smislu intenziviranja finansiranja ekološki održivih projekata, finansiranja projekata koji povećavaju energetsku efikasnost i drugo.)
MATCH@M:(Hence it needs information as basis for forecasting, both financial and non-financial in character.===>U tu svrhu su neophodne prognosticke informacije, finansijskog i nefinansijskog karaktera.)
MATCH@E:(Hence it needs information as basis for forecasting, both financial and non-financial in character.===>U tu svrhu su neophodne prognostičke informacije, finansijskog i nefinansijskog karaktera.)
MATCH@M:(The fact is that the bank competitive advantages are achieved primarily by improving the logistic service, which means a more adequate availability of the bank product, which is in turn preconditioned by reducing the costs to as low a level as possible, without affecting its value.===>Cinjenica je da konkurentske prednosti banke ostvaruju prvenstveno putem poboljšanja logistickog servisa., što pod-razumeva adekvatniju dostupnost bankarskog proizvoda, što je opet uslovljeno svodenjem troškova na najniži moguci nivo, ali bez njegovog narušavanja.)
MATCH@E:(The fact is that the bank competitive advantages are achieved primarily by improving the logistic service, which means a more adequate availability of the bank product, which is in turn preconditioned by reducing the costs to as low a level as possible, without affecting its value.===>Činjenica je da konkurentske prednosti banke ostvaruju prvenstveno putem poboljšanja logističkog servisa., što podrazumeva adekvatniju dostupnost bankarskog proizvoda, što je opet uslovljeno svođenjem troškova na najniži mogući nivo, ali bez njegovog narušavanja.)
MATCH@M:(Changes such as new cost allocation methodologies, new approaches to the money value assessment and a larger share in the budgeting process have initiated a more intensive communication between managers and accountants.===>Promene kao što su nove metodologije alokacije troškova, novi pristupi proceni vrednosti novca i vece ucešce u procesu budžetiranja, inicirale su intenzivniju komunikaciju izmedu menadžera i racunovoda.)
MATCH@E:(Changes such as new cost allocation methodologies, new approaches to the money value assessment and a larger share in the budgeting process have initiated a more intensive communication between managers and accountants.===>Promene kao što su nove metodologije alokacije troškova, novi pristupi proceni vrednosti novca i veće učešće u procesu budžetiranja, inicirale su intenzivniju komunikaciju između menadžera i računovođa.)
MATCH@M:(Banks today focus upon a more productive budget, oriented towards profit from product and reduced costs.===>U fokusu banaka danas se nalazi produktivniji budžet orijentisan na profit proizvoda i smanjene troškove.)
MATCH@E:(Banks today focus upon a more productive budget, oriented towards profit from product and reduced costs.===>U fokusu banaka danas se nalazi produktivniji budžet orijentisan na profit proizvoda i smanjene troškove.)
MATCH@M:(Various information systems are implemented to different organizational levels.===>Razliciti informacioni sistemi se upotrebljavaju za razne organizacione nivoe.)
MATCH@E:(Various information systems are implemented to different organizational levels.===>Različiti informacioni sistemi se upotrebljavaju za razne organizacione nivoe.)
MATCH@M:(For example, in case of a five-year budget, profit planning and a five-year sales trend forecast, executives use the support systems - Executive Information Systems, whereas in case of the management-control level of the system for designing an annual budget and the analysis of capital investment and sales management, the management information system is implemented.===>Primera radi, za petogodišnji budžet, planiranje profita i petogodišnju prognozu prodajnog trenda koriste se sistemi podrške izvršnim rukovodiocima (Executive Information Systems), dok se pak, za upravljacko-kontrolni nivo sistema za potrebe izrade godišnjeg budžeta, analize ulaganja kapitala i za potrebe upravljanja prodajom koristi me-nadžment informacioni sistem,)
MATCH@E:(For example, in case of a five-year budget, profit planning and a five-year sales trend forecast, executives use the support systems Executive Information Systems, whereas in case of the management-control level of the system for designing an annual budget and the analysis of capital investment and sales management, the management information system is implemented. ~~~ On the same organizational level, in the analysis of profitability, expenditures and sales by regions, the Decision Support Systems are used.===>Primera radi, za petogodišnji budžet, planiranje profita i petogodišnju prognozu prodajnog trenda koriste se sistemi podrške izvršnim rukovodiocima (Executive Information Systems), dok se pak, za upravljačko-kontrolni nivo sistema za potrebe izrade godišnjeg budžeta, analize ulaganja kapi tala i za potrebe upravljanja prodajom koristi menadžment informacioni sistem, dok se na istom organizacijskom nivou u analizi profitabilnosti, troškova i prodaje po regionima koriste sistemi podrške odlučivanju (Decision Support Systems).)
MATCH@M:(The accounting information system is part of the Management Information System and has the characteristics of a business information system that supplies various information to be used in achieving different goals.===>Racunovodstveni informacioni sistem deo je menadžment informacio-nog sistema (Management Information Systems) i ima obeležja poslovnog informacionog sistema, koji pro-dukuje raznovrsne informacije za razlicite ciljeve.)
MATCH@E:(The accounting information system is part of the Management Information System and has the characteristics of a business information system that supplies various information to be used in achieving different goals.===>Računovodstveni informacioni sistem deo je menadžment informacionog sistema (Management Information Systems) i ima obeležja poslovnog informacionog sistema, koji produkuje raznovrsne informacije za različite ciljeve.)
MATCH@M:(Effective reports supported by adequate banking software on operations risk for the bank supply managers with detailed information necessary in strategic decision making.===>Efektivni izveštaji podržani adekvatnim bankarskim softverom o operacionom riziku za banku pružaju menadžerima detaljne informacije za strateško odlucivanje.)
MATCH@E:(Effective reports supported by adequate banking software on operations risk for the bank supply managers with detailed information necessary in strategic decision making.===>Efektivni izveštaji podržani adekvatnim bankarskim softverom o operacionom riziku za banku pružaju menadžerima detaljne informacije za strateško odlučivanje.)
MATCH@M:(Such reports are also useful to the board of directors, the executive board, the operational risk managers and the executive risk managers and are of an early-warning character.===>Takvi izveštaji korisni su i za bord direktora, izvršni odbor, operacione risk menadžere i izvršne risk menadžere i imaju rano-upozoravajuci karakter.)
MATCH@E:(Such reports are also useful to the board of directors, the executive board, the operational risk managers and the executive risk managers and are of an early-warning character.===>Takvi izveštaji korisni su i za bord direktora, izvršni odbor, operacione risk menadžere i izvršne risk menadžere i imaju rano-upozoravajući karakter. 2.)
MATCH@M:(The controlling in the bank is a type of information centre that synthetises and disposes of information important for the bank management, in order that the activities of organizational business units be synchronised and their goals be conformed to the general objectives of the bank.===>Kontroling (Controlling) banke predstavlja vrstu informatickog centra koja sintetizuje i poseduje informacije znacajne za menadžment banke, kako bi se efikasno sinhronizovale aktivnosti organizacionih poslovnih jedinica i njegovi ciljevi usaglašavali sa opštim ciljevima banke.)
MATCH@E:(2. ~~~ Bank controlling and bank strategy The controlling in the bank is a type of information centre that synthetises and disposes of information important for the bank management, in order that the activities of organizational business units be synchronised and their goals be conformed to the general objectives of the bank.===>Bankarski kontroling i strategija banke Kontroling (Controlling) banke predstavlja vrstu informatičkog centra koja sintetizuje i poseduje informacije značajne za menadžment banke, kako bi se efikasno sinhronizovale aktivnosti organizacionih poslovnih jedinica i njegovi ciljevi usaglašavali sa opštim ciljevima banke.)
MATCH@M:(One of the earliest tasks of the controlling is the establishment of an adequate reporting system that is meant to provide information on the overall business operations of the bank.===>Jedan od najstarijih zadataka kon-trolinga predstavlja formiranje adekvatnog sistema iz-veštavanja koji treba da omoguci informisanje o celi-ni poslovanja banke.)
MATCH@E:(One of the earliest tasks of the controlling is the establishment of an adequate reporting system that is meant to provide information on the overall business operations of the bank.===>Jedan od najstarijih zadataka kontrolinga predstavlja formiranje adekvatnog sistema izveštavanja koji treba da omogući informisanje o celini poslovanja banke.)
MATCH@M:(The basic responsibility of the bank controlling is to create the infrastructure adequate to controlling attitude on all the levels of bank management, aware of the specific features of a particular bank, as well as ensure the implementation of controlling.===>Osnovni zadatak bankarskog kontrolinga je da uz uvažavanje specificnosti konkretne banke, kreira infrastrukturu adekvatnu kontroling mišljenju na svim nivoima upravljanja bankom, kao i da se obezbedi sprovodenje kontrolinga.)
MATCH@E:(The basic responsibility of the bank controlling is to create the infrastructure adequate to controlling attitude on all the levels of bank management, aware of the specific features of a particular bank, as well as ensure the implementation of controlling.===>Osnovni zadatak bankarskog kontrolinga je da uz uvažavanje specifičnosti konkretne banke, kreira infrastrukturu adekvatnu kontroling mišljenju na svim nivoima upravljanja bankom, kao i da se obezbedi sprovođenje kontrolinga.)
MATCH@M:(In accomplishing this task, we recognize four significant segments of the bank infrastructure employed in the real bank controlling.===>Sa ciljem ostvarenja tog zadatka, mogu se istaci cetiri znacajna segmenta infrastrukture banke u funkciji realnog bankarskog kon-trolinga.)
MATCH@E:(In accomplishing this task, we recognize four significant segments of the bank infrastructure employed in the real bank controlling, as presented in Figure 2 Š4Ë. Figure 2.===>Sa ciljem ostvarenja tog zadatka, mogu se istaći četiri značajna segmenta infrastrukture banke u funkciji realnog bankarskog kontrolinga kao što je prikazano na slici 2. Š4Ë.)
MATCH@M:(A profit orientation in the business philosophy, as basis of the controlling system, can be equalled to the bank management concept that puts profits into the focus of consideration in the business policy creating process.===>Profitabilna orijentacija u poslovnoj filozofiji, kao baza kontroling sistema, može se poistovetiti sa konceptom menadžmenta banke, koji profit stavlja u središte razmišljanja u procesu kreiranja poslovne politike.)
MATCH@E:(A profit orientation in the business philosophy, as basis of the controlling system, can be equalled to the bank management concept that puts profits into the focus of consideration in the business policy creating process.===>Profitabilna orijentacija u poslovnoj filozofiji, kao baza kontroling sistema, može se poistovetiti sa konceptom menadžmenta banke, koji profit stavlja u središte razmišljanja u procesu kreiranja poslovne politike.)
MATCH@M:(Only in this case can the controlling systems act efficiently.===>Samo u tom slucaju, kontroling sistemi mogu efikasno da deluju.)
MATCH@E:(Only in this case can the controlling systems act efficiently.===>Samo u tom slučaju, kontroling sistemi mogu efikasno da deluju.)
MATCH@M:(Strategic business units are partly autonomous units responsible for their own budgeting, and the business strategy implementation that should be adjusted to the broader corporate strategies.===>Strategijske poslovne jedinice predstavljaju delom autonomne jedinice koje su odgovorne za sopstveno budžetiranje, realizaciju poslovne strategije koja treba da bude u skladu sa širim korporativnim strategijama.)
MATCH@E:(Strategic business units are partly autonomous units responsible for their own budgeting, and the business strategy implementation that should be adjusted to the broader corporate strategies.===>Strategijske poslovne jedinice predstavljaju delom autonomne jedinice koje su odgovorne za sopstveno budžetiranje, realizaciju poslovne strategije koja treba da bude u skladu sa širim korporativnim strategijama.)
MATCH@M:(All the bank profitability components as well as the risk and growth parametres that affect them are the referent points in the strategic controlling process, viewed in a long-term period.===>Sve komponente profitabilnosti banke, kao i parametri rizika i rasta koji na njih uticu, dugorocno posmatrano, predstavljaju referentne tacke u strategijskom kon-troling procesu.)
MATCH@E:(All the bank profitability components as well as the risk and growth parametres that affect them are the referent points in the strategic controlling process, viewed in a long-term period.===>Sve komponente profitabilnosti banke, kao i parametri rizika i rasta koji na njih utiču, dugoročno posmatrano, predstavljaju referentne tačke u strategijskom kontroling procesu.)
MATCH@M:(Hence it is important that risks are adequately identified so that the manner in which they will be measured (e.g., quantitative/qualitative), as well as the risk measuring method should be defined.===>Stoga je bitna adekvatna identifikacija rizika da bi se odredio nacin njegovog merenja (npr. kvantitatitativni/kvalitativni), kao i izbor metode merenja rizika.)
MATCH@E:(Hence it is important that risks are adequately identified so that the manner in which they will be measured (e.g., quantitative/qualitative), as well as the risk measuring method should be defined.===>Stoga je bitna adekvatna identifikacija rizika da bi se odredio način njegovog merenja (npr. kvantitatitativni/kvalitativni), kao i izbor metode merenja rizika. 3.)
MATCH@M:(An important corner-stone of an adequately controlled infrastructute is the organizational structure of a bank since, in addition to pursuing a definite idea, there must be a concrete organizational framework within which the profit-oriented business philosophy on the market can be transformed.===>Važan kamen temeljac adekvatno kontrolisane infrastrukture jeste organizaciona struktura jedne banke, usled toga što pored realizovanog jednog odredenog idejnog osnovnog stava mora da egzistira i konkretni organizacioni okvir, u kome poslovna filozofija na tržištu orijentisana ka profitabilnosti može da se tran-sformiše.)
MATCH@E:(3. ~~~ Profit centres as strategic business units in the bank An important corner-stone of an adequately controlled infrastructute is the organizational structure of a bank since, in addition to pursuing a definite idea, there must be a concrete organizational framework within which the profit-oriented business philosophy on the market can be transformed.===>Profitni centri kao strategijske poslovne jedinice u banci Važan kamen temeljac adekvatno kontrolisane infrastrukture jeste organizaciona struktura jedne banke, usled toga što pored realizovanog jednog određenog idejnog osnovnog stava mora da egzistira i konkretni organizacioni okvir, u kome poslovna filozofija na tržištu orijentisana ka profitabilnosti može da se transformiše.)
MATCH@M:(Here, decisions are primarily made as to the organizational principles by which individual sectors of a company are divided, and later coordinated again in their activities and also to what extent the decision authority should be delegated to lower management levels.===>Ovde se pre svega donose odluke o tome po kojim organizacionim principima se pojedini de-lovi preduzeca najpre razgranicavaju, a kasnije u svom delovanju opet koordiniraju, i u kojoj meri pravo odlucivanje treba da se delegira ka nižim nivoima upravljanja.)
MATCH@E:(Here, decisions are primarily made as to the organizational principles by which individual sectors of a company are divided, and later coordinated again in their activities and also to what extent the decision authority should be delegated to lower management levels.===>Ovde se pre svega donose odluke o tome po kojim organizacionim principima se pojedini delovi preduzeća najpre razgraničavaju, a kasnije u svom delovanju opet koordiniraju, i u kojoj meri pravo odlučivanje treba da se delegira ka nižim nivoima upravljanja.)
MATCH@M:(Within one controlled Controlling system for credit providing institutions a client-oriented organization of profit centres is proposed, with a large-scale decentralisation of decision making, since it is generally compatible with requirements directed towards the organizational transformation of the concept focused upon profitability in bank management.===>U okviru jednog kontrolisanog Controlling - sistema za kreditne institucije se pritom predlaže pre svega organizacija profitnih centara orijentisana ka klijentima sa obimnom decentralizacijom odlucivanja, pošto je ona najcešce kompatibilna sa zahtevima, koji su usmereni ka organizacionom transformisanju koncepta fokusiranog na profi-tabilnost u upravljanju bankom.)
MATCH@E:(Within one controlled Controlling system for credit providing institutions a client-oriented organization of profit centres is proposed, with a large-scale decentralisation of decision making, since it is generally compatible with requirements directed towards the Figure 3. ~~~ Institutionalized bank controlling cycle organizational transformation of the concept focused upon profitability in bank management.===>U okviru jednog kontrolisanog Controlling sistema za kreditne institucije se pritom predlaže pre svega organizacija profitnih centara orijentisana ka klijentima sa obimnom decentralizacijom odlučivanja, pošto je ona najčešće kompatibilna sa zahtevima, koji su usmereni ka organizacionom transformisanju koncepta fokusiranog na profitabilnost u upravljanju bankom.)
MATCH@M:(Strategic business units can also be viewed as organizational units with an access to competitive strategies.===>Strategijske poslovne jedinice mogu da se posmatraju i kao organizacione celine za koje su dostupne konkurentske strategije.)
MATCH@E:(Strategic business units can also be viewed as organizational units with an access to competitive strategies.===>Strategijske poslovne jedinice mogu da se posmatraju i kao organizacione celine za koje su dostupne konkurentske strategije.)
MATCH@M:(The key precondition for the compatibility of objectives between the managers of strategic business units and the goals of the banking institution as a whole is the definition of an adequate policy of financial incentives for the achieved business performance.===>Kljucni preduslov za podudarnost ciljeva izmedju menadžera strategijskih poslovnih jedinica i ciljeva bankarskog preduzeca kao celine jeste definisanje adekvatne politike finansijskih podsticaja za ostvarene poslovne rezultate.)
MATCH@E:(The key precondition for the compatibility of objectives between the managers of strategic business units and the goals of the banking institution as a whole is the definition of an adequate policy of financial incentives for the achieved business performance.===>Ključni preduslov za podudarnost ciljeva izmedju menadžera strategijskih poslovnih jedinica i ciljeva bankarskog preduzeća kao celine jeste definisanje adekvatne politike finansijskih podsticaja za ostvarene poslovne rezultate.)
MATCH@M:(The manner in which a strategic business unit will ensure a competitive advantage, achieving the goals of the bank at the same time, is defined by the strategic business unit plan.===>Nacin na koji ce strategijska poslovna jedinica osigurati konkurentsku prednost, a da pri tome ostvari ciljeve banke, definiše se planom strategijske poslovne jedinice.)
MATCH@E:(The manner in which a strategic business unit will ensure a competitive advantage, achieving the goals of the bank at the same time, is defined by the strategic business unit plan.===>Način na koji će strategijska poslovna jedinica osigurati konkurentsku prednost, a da pri tome ostvari ciljeve banke, definiše se planom strategijske poslovne jedinice.)
MATCH@M:(Strategic business units may be organized as profit centres that are the operational generators of the bank profits.===>Strategijske poslovne jedinice mogu biti organizovane kao profitni centri koji predstavljaju operativne generatore profita banke.)
MATCH@E:(Strategic business units may be organized as profit centres that are the operational generators of the bank profits.===>Strategijske poslovne jedinice mogu biti organizovane kao profitni centri koji predstavljaju operativne generatore profita banke.)
MATCH@M:(A branch operates as a profit centre within the bank and has a responsibility to observe the principles of solvency, liquidity and profitability in its work.===>Filijala posluje kao profitni centar u okviru banke i ima obavezu da u svom poslovanju poštuje principe održavanja solventnosti, likvidnosti i profita-bilnosti.)
MATCH@E:(A branch operates as a profit centre within the bank and has a responsibility to observe the principles of solvency, liquidity and profitability in its work.===>Filijala posluje kao profitni centar u okviru banke i ima obavezu da u svom poslovanju poštuje principe održavanja solventnosti, likvidnosti i profitabilnosti.)
MATCH@M:(For example, one national bank has the following profit centres: (1) Profit centre - solvency assets, (2) Profit centre - loans and investments, (3) Prrofit centre - retail operations, (4) Profit centre - external economic relations and (5) Profit centre - marketing.===>Na primer, u jednoj domacoj banci postoje sledeci profitni centri: (1) Profitni centar - sredstva za likvidnost, (2) Profitni centar - krediti i investicije, (3) Profitni centar - poslovi sa stanovni[tvom , (4) Profitni centar - ekonomski odnosi sa inostranstvom i , (5) Profitni centar - marketing .)
MATCH@E:(For example, one national bank has the following profit centres: (1) Profit centre solvency assets, (2) Profit centre loans and investments, (3) Prrofit centre retail operations, (4) Profit centre external economic relations and (5) Profit centre marketing.===>Na primer, u jednoj domaćoj banci postoje sledeći profitni centri: (1) Profitni centar sredstva za likvidnost, (2) Profitni centar krediti i investicije, (3) Profitni centar poslovi sa stanovništvom , (4) Profitni centar ekonomski odnosi sa inostranstvom i , (5) Profitni centar - marketing .)
MATCH@M:(The client oriented organization of profit centres provides the organizational structure for a market field	that raises the orientation towards clients to a ruling organizational principle.===>Organizacija profitnih centara orijentisana ka klijentima omogucava za tržišnu oblast jednu organizacionu strukturu, koja orijentaciju ka klijentima podiže na merodavni organizacioni princip.)
MATCH@E:(The client oriented organization of profit centres provides the organizational structure for a market field that raises the orientation towards clients to a ruling organizational principle.===>Organizacija profitnih centara orijentisana ka klijentima omogućava za tržišnu oblast jednu organizacionu strukturu, koja orijentaciju ka klijentima podiže na merodavni organizacioni princip.)
MATCH@M:(Here the market fields are arranged according to the client characteristics (not according to income) since it is only in this way that a congruence is reached between the performance hierarchy and the company hierarchy, which means that individual performances of the bank institution sectors can be summed up to an aggreagate that in their own sum conclusively present the total bank performance, without disturbing the responsibility for a complex market performance.===>Tržišne oblasti se pri tome rasporeduju prema karakteristikama klijenata (a ne prema prihodima), jer se samo tako postiže kongruencija izmedu hijerarhije rezultata i hijerarhije preduzeca, što znaci da se pojedinacni rezulta ti delova bankarskog preduzeca na svakom hijerarhijskom nivou mogu sumirati do agregata, koji sami u svojoj sumi završno pokazuju ukupni uspeh banke, a da se istovremeno ne remeti odgovornost za kompleksni tržišni uspeh.)
MATCH@E:(Here the market fields are arranged according to the client characteristics (not according to income) since it is only in this way that a congruence is reached between the performance hierarchy and the company hierarchy, which means that individual performances of the bank institution sectors can be summed up to an aggreagate that in their own sum conclusively present the total bank performance, without disturbing the responsibility for a complex market performance.===>Tržišne oblasti se pri tome raspoređuju prema karakteristikama klijenata (a ne prema prihodima), jer se samo tako postiže kongruencija između hijerarhije rezultata i hijerarhije preduzeća, što znači da se pojedinačni rezultati delova bankarskog preduzeća na svakom hijerarhij skom nivou mogu sumirati do agregata, koji sami u svojoj sumi završno pokazuju ukupni uspeh banke, a da se istovremeno ne remeti odgovornost za kompleksni tržišni uspeh.)
MATCH@M:(The client orientation especially means that the client himself is viewed as a ruling source of choice.===>Orijentacijom ka klijentima se specijalno smatra, da se klijent sam po sebi posmatra kao merodavni izvor uspeha.)
MATCH@E:(The client orientation especially means that the client himself is viewed as a ruling source of choice.===>Orijentacijom ka klijentima se specijalno smatra, da se klijent sam po sebi posmatra kao merodavni izvor uspeha.)
MATCH@M:(If the organizational structure should follow the path of the bank success, it becomes oriented towards clients as well, i.e., towards their needs.===>Ako dakle organizaciona struktura treba da sledi nastavak uspeha banke, onda se ova orijentiše i na klijente, odnosno na njihove potrebe.)
MATCH@E:(If the organizational structure should follow the path of the bank success, it becomes oriented towards clients as well, i.e., towards their needs.===>Ako dakle organizaciona struktura treba da sledi nastavak uspeha banke, onda se ova orijentiše i na klijente, odnosno na njihove potrebe.)
MATCH@M:(Thus the organizational framework has to be “built around the clients“.===>Organizacioni okvir mora dakle da bude gotovo „izgraden oko klijenata“.)
MATCH@E:(Thus the organizational framework has to be built around the clients.===>Organizacioni okvir mora dakle da bude gotovo izgrađen oko klijenata.)
MATCH@M:(Namely, it is important to “entice the client before the others (competition).===>Naime, važno je „pridobiti klijenta pre drugih (konkurenata)“.)
MATCH@E:(Namely, it is important to entice the client before the others (competition).===>Naime, važno je pridobiti klijenta pre drugih (konkurenata). .)
MATCH@M:(The clients of the bank are regarded as client-firms (standardized performance, individual performance and specific target groups).===>Klijenti banke se posmatraju kao komitenti - firme (standar-dizovani ucinci, individualni ucinci i specificne ciljne grupe), i kao privatni komitenti odnosno klijenti (standardizovani ciljni ucinci i specificne ciljne grupe).)
MATCH@E:(The clients of the bank are regarded as client-firms (standardized performance, individual performance and specific target groups).===>Klijenti banke se posmatraju kao komitenti - firme (standardizovani učinci, individualni učinci i specifične ciljne grupe), i kao privatni komitenti odnosno klijenti (standardizovani ciljni učinci i specifične ciljne grupe).)
MATCH@M:(The reports today require a more intensified role of the financial control that should play a proactive role in the communication with all the managers in order that it should explain the reports per centralized fields of responsibility as well as per performance for selected groups of clients and offer answers to a large number of questions.===>Današnji izveštaji zahtevaju intenzivniju ulogu finansijske kontrole koja treba da preuzme proaktiv-nu ulogu u komunikaciji sa svim menadžerima kako bi objasnila izveštaje po decentralizovanim podrucjima odgovornosti, kao i po ostvarenim ucincima za odabrane grupe klijenata i dala odgovorila na mnogobrojna pitanja.)
MATCH@E:(The reports today require a more intensified role of the financial control that should play a proactive role in the communication with all the managers in order that it should explain the reports per centralized fields of responsibility as well as per performance for selected groups of clients and offer answers to a large number of ques tions.===>Današnji izveštaji zahtevaju intenzivniju ulogu finansijske kontrole koja treba da preuzme proaktivnu ulogu u komunikaciji sa svim menadžerima kako bi objasnila izveštaje po decentralizovanim područjima odgovornosti, kao i po ostvarenim učincima za odabrane grupe klijenata i dala odgovorila na mnogobrojna pitanja.)
MATCH@M:(Control is a complex process the purpose of which is that the bank management should see whether the decentralized units achieve the defined goals.===>Kontrola predstavlja kompleksan proces cija je svrha provera menadžmenta banke da li decentralizovane jedinice dostižu definisane ciljeve.)
MATCH@E:(Control is a complex process the purpose of which is that the bank management should see whether the decentralized units achieve the defined goals.===>Kontrola predstavlja kompleksan proces čija je svrha provera menadžmenta banke da li decentralizovane jedinice dostižu definisane ciljeve.)
MATCH@M:(A new, dynamic role of the bank in a complex environment requires that the management develop a system of strategically oriented management accounting as a support to the strategic planning of the bank growth and development, i.e., to the strategic decision-making.===>Nova, dinamicna uloga banke u kompleksnom okruženju, zahteva od menadžmenta banke da ima razvijen sistem strategijski orijentisanog upravljackog racunovodstva kao podršku strateškom planiranju rasta i razvoja banke, odnosno strateškom odlucivanju.)
MATCH@E:(Conclusion A new, dynamic role of the bank in a complex environment requires that the management develop a system of strategically oriented management accounting as a support to the strategic planning of the bank growth and development, i.e., to the strategic decision-making.===>Zaključak Nova, dinamična uloga banke u kompleksnom okruženju, zahteva od menadžmenta banke da ima razvijen sistem strategijski orijentisanog upravljačkog računovodstva kao podršku strateškom planiranju rasta i razvoja banke, odnosno strateškom odlučivanju.)
MATCH@M:(The management accounting system in a competitive environment has to support the bank strategy which is not possible to accomplish if the elements of strategically oriented management accounting are not part of it.===>Racunovodstveni sistem za upravljanje u konkurentnom okruženju mora da podržava strategiju banke, što nije moguce ukoliko ne sadrži elemente upravljackog racunovodstva strategijske orijentacije.)
MATCH@E:(The management accounting system in a competitive environment has to support the bank strategy which is not possible to accomplish if the elements of strategically oriented management accounting are not part of it.===>Računovodstveni sistem za upravljanje u konkurentnom okruženju mora da podržava strategiju banke, što nije moguće ukoliko ne sadrži elemente upravljačkog računovodstva strategijske orijentacije.)
MATCH@M:(The focus is upon a strong connection between the management accounting and the bank strategy.===>Težiste je na dobroj vezi izmedju upravljackog racunovodstva i strategije banke.)
MATCH@E:(The focus is upon a strong connection between the management accounting and the bank strategy.===>Težiste je na dobroj vezi izmedju upravljačkog računovodstva i strategije banke.)
MATCH@M:(Marketing is to diagnose external market situations and communicate them to the strategically oriented management accounting.===>Od marketinga se ocekuje da dijagnostifikuje eksterne tržišne situacije, te o tome komunicira sa upravljackim racunovodstvom strategijske orijentacije.)
MATCH@E:(Marketing is to diagnose external market situations and communicate them to the strategically oriented management accounting.===>Od marketinga se očekuje da dijagnostifikuje eksterne tržišne situacije, te o tome komunicira sa upravljačkim računovodstvom strategijske orijentacije.)
MATCH@M:(Everything is subject to change, the flow of events takes different courses.===>Sve je podložno promeni, tok dogadaja se stalno menja.)
MATCH@E:(Everything is subject to change, the flow of events takes different courses.===>Sve je podložno promeni, tok događaja se stalno menja.)
MATCH@M:(The reports today require that the role of financial control be intensified so that it should take a proactive role in the communication with all managers to interpret the reports and give answers to different questions.===>Današnji izveštaji zahtevaju intenzivniju ulogu finansijske kontrole koja bi trebalo mendžerima kako bi objasnila izveštaje i dala odgovore na razna pitanja.)
MATCH@E:(The reports today require that the role of financial control be intensified so that it should take a proactive role in the communication with all managers to interpret the reports and give answers to different questions.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The reports today require that the role of financial control be intensified so that it should take a proactive role in the communication with all managers to interpret the reports and give answers to different questions.
BAD_LINE_M:Današnji izveštaji zahtevaju intenzivniju ulogu finansijske kontrole koja bi trebalo mendžerima kako bi objasnila izveštaje i dala odgovore na razna pitanja.
BAD_LINE_E:The reports today require that the role of financial control be intensified so that it should take a proactive role in the communication with all managers to interpret the reports and give answers to different questions.
BAD_LINE_E:
MATCH@M:(It is rather a long-lasting systemic process that is continually adjusting and modifying to suit the changes in the bank, and especially in the environment in which the bank operates, and also to meet the information needs of the strategic management.===>To je više jedan neprekidan sistemski proces, koji se stalno prilagodava i modifikuje prema promenama u banci, a posebno u okruženju u kome banka posluje, radi zadovoljenja informacionih potreba strateškog odlucivanja.)
MATCH@E:(It is rather a long-lasting systemic process that is continually adjusting and modifying to suit the changes in the bank, and especially in the environment in which the bank operates, and also to meet the information needs of the strategic management.===>To je više jedan neprekidan sistemski proces, koji se stalno prilagođava i modifikuje prema promenama u banci, a posebno u okruženju u kome banka posluje, radi zadovoljenja informacionih potreba strateškog odlučivanja.)
MATCH@M:(There is no universal information concept or model of a strategic character for the needs of the management that could be used to provide valid solutions to all management problems in a long-term.===>Ne postoji nikakav univerzalni koncept ili model informisa-nja strategijskog karaktera za potrebe upravljanja koji bi mogao dugorocno da se koristi za valjano rešenje svih upravljackih problema.)
MATCH@E:(There is no universal information concept or model of a strategic character for the needs of the management that could be used to provide valid solutions to all management problems in a long-term.===>Ne postoji nikakav univerzalni koncept ili model informisanja strategijskog karaktera za potrebe upravljanja koji bi mogao dugoročno da se koristi za valjano rešenje svih upravljačkih problema.)
MATCH@M:(Namely, it is difficult to anticipate the behaviour of financial institutions in a turbulent environment.===>Naime, teško je predvide-ti kako ce se finansijske institucije ponašati u okviru turbulentnog okruženja.)
MATCH@E:(Namely, it is difficult to anticipate the behaviour of financial institutions in a turbulent environment.===>Naime, teško je predvideti kako će se finansijske institucije ponašati u okviru turbulentnog okruženja.)
MATCH@M:(An increased competition and the innovation level of bank products can be viewed as generators of bank development.===>Povecana konkurencija i nivo inovacija bankarskih proizvoda mogu da se po-smatraju kao generatori razvoja banke.)
MATCH@E:(An increased competition and the innovation level of bank products can be viewed as generators of bank development.===>Povećana konkurencija i nivo inovacija bankarskih proizvoda mogu da se posmatraju kao generatori razvoja banke.)
MATCH@M:(The knowledge of a relative market share and the cost structure allows for assessment and decision making in the light of the possible reactions of the competition.===>Poznavanje relativnog tržinog udela i strukture troškova omogucava da se proceni i donese odluka u svetlu mogucih reakcija konkurenata.)
MATCH@E:(The knowledge of a relative market share and the cost structure allows for assessment and decision making in the light of the possible reactions of the competition.===>Poznavanje relativnog tržinog udela i strukture troškova omogućava da se proceni i donese odluka u svetlu mogućih reakcija konkurenata.)
MATCH@M:(Not only should the bank be compared to its competition, but the advantages of its products should be assessed from the point of view of both its clients or users and the bank itself.===>Ne treba samo poredi-ti banku sa konkurentima, vec i oceniti prednosti njenih proizvoda sa gledišta kupca ili korisnika, i sa gledišta banke.)
MATCH@E:(Not only should the bank be compared to its competitiors, but the advantages of its products should be assessed from the point of view of both its clients or users and the bank itself.===>Ne treba samo porediti banku sa konkurentima, već i oceniti prednosti nje nih proizvoda sa gledišta kupca ili korisnika, i sa gledišta banke.)
MATCH@M:(Information used to make strategic decisions will have to be future oriented, not based on the past costs and the ability of adjusting to the changes on the financial market.===>Informacije koje se koriste za strateške odluke moraju da budu okrenute ka buducnosti, da se ne zasnivaju na troškovima iz prošlosti i sposobnosti pri-lagodavanja promenama na finansijskom tržištu.)
MATCH@E:(Information used to make strategic decisions will have to be future oriented, not based on the past costs and the ability of adjusting to the changes on the financial market.===>Informacije koje se koriste za strateške odluke moraju da budu okrenute ka budućnosti, da se ne zasnivaju na troškovima iz prošlosti i sposobnosti prilagođavanja promenama na finansijskom tržištu.)
MATCH@M:(Banks can organize themselves into strategic business units on the basis of critical activities, accumulate accounting data for each of the activities, where they have to create reports for each of the strategic business units.===>Banke mogu da se organizuju u strateške poslovne jedinice prema kriticnim aktivnostima, da akumuliraju racunovodstvene podatake za svaku aktivnost, pri cemu treba da kreiraju izvestaje za svaku strategijsku poslovnu jedinicu.)
MATCH@E:(Banks can organize themselves into strategic business units on the basis of critical activities, accumulate accounting data for each of the activities, where they have to create reports for each of the strategic business units.===>Banke mogu da se organizuju u strateške poslovne jedinice prema kritičnim aktivnostima, da akumuliraju računovodstvene podatake za svaku aktivnost, pri čemu treba da kreiraju izvestaje za svaku strategijsku poslovnu jedinicu.)
MATCH@M:(In the dynamic business conditions, in the conditions of economic crisis and in the conditions of general competition, the strategic information becomes the major driver of the bank’s growth and development.===>U dinamicnim uslovima poslovanja, uslovima ekonomske krize i uslovima oštre konkurencije, strateška informacija postaje glavni pokretac za rast i razvoj banke.)
MATCH@E:(In the dynamic business conditions, in the conditions of economic crisis and in the conditions of general competition, the strategic information becomes the major driver of the banks growth and development.===>U dinamičnim uslovima poslovanja, uslovima ekonomske krize i uslovima oštre konkurencije, strateška informacija postaje glavni pokretač za rast i razvoj banke.)
MATCH@M:(Especially important indicators used to measure the bank’s business performance are the following: returns on equity, returns on property (capital), net interest margin and earnings through commision.===>Za merenje poslovnih perfomansi banke posebno su znacajni sledeci pokazatelji: prinos na kapital , prinos na imovinu (kapital), neto kamatna marža i zarada po osnovu provizije.)
MATCH@E:(Especially important indicators used to measure the banks business performance are the following: returns on equity, returns on property (capital), net interest margin and earnings through commision.===>Za merenje poslovnih perfomansi banke posebno su značajni sledeći pokazatelji: prinos na kapital , prinos na imovinu (kapital), neto kamatna marža i zarada po osnovu provizije.)
MATCH@M:(The bank controlling concept emerged as a need to empower the management system oriented towards an integral profitability and risk management, and ensure the stability of the bank as a financial institution.===>Koncept bankarskog kontrolinga je nastao kao potreba za jacanjem menadžment sistema, usmerenog ka integralnom upravljanju profitabilnošcu i rizikom, uz obezbedenje stabilnosti banke kao finansijske institucije.)
MATCH@E:(The bank controlling concept emerged as a need to empower the management system oriented towards an integral profitability and risk management, and ensure the stability of the bank as a financial institution.===>Koncept bankarskog kontrolinga je nastao kao potreba za jačanjem menadžment sistema, usmerenog ka integralnom upravljanju profitabilnošću i rizikom, uz obezbeđenje stabilnosti banke kao finansijske institucije.)
MATCH@M:(Financial institutions are subject to permanent pressure to retain their clients, to manage risk in an adequate manner and to implement modern technologies as source of their competitive advantage.===>Finansijske organizacije su pod permanentnim pritiskom da zadrže korisnike svojih usluga, adekvatno upravljaju rizikom i koriste savremene tehnologije kao izvor svoje konkurentske prednosti.)
MATCH@E:(Financial institutions are subject to permanent pressure to retain their clients, to manage risk in an adequate manner and to implement modern technologies as source of their competitive advantage.===>Finansijske organizacije su pod permanentnim pritiskom da zadrže korisnike svojih usluga, adekvatno upravljaju rizikom i koriste savremene tehnologije kao izvor svoje konkurentske prednosti.)
MATCH@M:(The market objectivity of the bank initiates change towards the innovation growth in the banking business, as well as towards the development of information systems to enhance the bank management.===>Tržišna objektivnost banke inicira promene u pravcu rasta inovacija u bankarstvu, kao i u pravcu razvoja informacionih sistema za potrebe efikasnog upravljanja bankom.)
MATCH@E:(The market objectivity of the bank initiates change towards the innovation growth in the banking business, as well as towards the development of information systems to enhance the bank management.===>Tržišna objektivnost banke inicira promene u pravcu rasta inovacija u bankarstvu, kao i u pravcu razvoja informacionih sistema za potrebe efikasnog upravljanja bankom.)
MATCH@M:(Strategic controlling is a type of logistic support to the bank top management, as it aids the bank to fulfill its mission and goals.===>Strategijski kontroling predstavlja vrstu logisticke podrške top menadžmentu banke, jer pomaže u ostvarivanju misije i ciljeva banke.)
MATCH@E:(Strategic controlling is a type of logistic support to the bank top management, as it aids the bank to fulfill its mission and goals.===>Strategijski kontroling predstavlja vrstu logističke podrške top menadžmentu banke, jer pomaže u ostvarivanju misije i ciljeva banke.)
MATCH@M:(It enhances the development of an integral information system and its basic segment - strategically oriented management accounting.===>On podstice razvoj integralnog informacionog sistema i njegovog bazicnog segmenta -upravljackog racunovodstva strategijske orijentacije.)
MATCH@E:(It enhances the development of an integral information system and its basic segment strategically oriented management accounting.===>On podstiče razvoj integralnog informacionog sistema i njegovog bazičnog segmenta upravljačkog računovodstva strategijske orijentacije.)
MATCH@M:(An important issue of a further bank growth and development in this country is creating an efficient and rational system of information circulation, so that they should be timely processed and implemented in the business decision-making process.===>Jedan od znacajnih problema daljeg rasta i razvoja banaka u našoj zemlji jeste kreiranje efikasnog i racionalnog sistema cirkulacije informacija, kako bi one bile blagovremeno obradene i korišcenje u procesu poslovnog odlucivanja.)
MATCH@E:(An important issue of a further bank growth and development in this country is creating an efficient and rational system of information circulation, so that they should be timely processed and implemented in the business decision-making process.===>Jedan od značajnih problema daljeg rasta i razvoja banaka u našoj zemlji jeste kreiranje efikasnog i racionalnog sistema cirkulacije informacija, kako bi one bile blagovremeno obrađene i korišćenje u procesu poslovnog odlučivanja.)
MATCH@M:(Current practice has shown that so far, these problems have not been paid due attention in our banks; consequently, the quality of much information, especially the strategically significant information, permanently lagged behind the real needs of the bank management for an efficient and effective real-time decision making.===>Aktuelna praksa je pokazala da se tim problemima nije posvecivala dovoljna pažnja u našim bankama, zbog cega je kvalitet mnogih informacija, a posebno strateški znacajno, permanentno zaostajao u odnosu na stvarne potrebe menadž-menta banke za efikasnim i efektivnim odlucivanjem u realnom vremenu.)
MATCH@E:(Current practice has shown that so far, these problems have not been paid due attention in our banks; consequently, the quality of much information, especially the strategically significant information, permanently lagged behind the real needs of the bank management for an efficient and effective real-time decision making.===>Aktuelna praksa je pokazala da se tim problemima nije posvećivala dovoljna pažnja u našim bankama, zbog čega je kvalitet mnogih informacija, a posebno strateški značajno, permanentno zaostajao u odnosu na stvarne potrebe menadžmenta banke za efikasnim i efektivnim odlučivanjem u realnom vremenu.)
MATCH@M:(In view of the current situation in our banks, it is necessary that conditions should be first created for an adequate integration of the management accounting system into the bank’s information system, and then allocated a strategic dimension.===>S obzirom na aktuelnu situaciju u našim bankama, neophodno je prvo stvoriti uslove za adekvatno inte-grisanje sistema upravljackog racunovodstva u infor-macioni sistem banke, a potom mu dodeliti strategijsku dimenziju.)
MATCH@E:(In view of the current situation in our banks, it is necessary that conditions should be first created for an adequate integration of the management accounting sys tem into the banks information system, and then allocated a strategic dimension.===>S obzirom na aktuelnu situaciju u našim bankama, neophodno je prvo stvoriti uslove za adekvatno integrisanje sistema upravljačkog računovodstva u informacioni sistem banke, a potom mu dodeliti strategijsku dimenziju.)
MATCH@M:(Banking institutions should measure exact outputs, as well as any other outputs that may have an impact upon the bank.===>Bankarske institucije bi trebalo da mere output-e koji su egzaktni, kao i sve ostale output-e koji imaju uticaj na banku.)
MATCH@E:(Banking institutions should measure exact outputs, as well as any other outputs that may have an impact upon the bank.===>Bankarske institucije bi trebalo da mere output-e koji su egzaktni, kao i sve ostale output-e koji imaju uticaj na banku.)
MATCH@M:(In a socially responsible business practice, the most significant areas of decision making are: the selection of initiatives that will support social goals and the selection of programme plans for their implementation.===>U društveno odgovornom poslovanju, najznacajnije oblasti odlucivanja su: izbor inicijativa kojima treba podržati društvene ciljeve i izbor programskih planova za njihovu realizaciju.)
MATCH@E:(In a socially responsible business practice, the most significant areas of decision making are: the selection of initiatives that will support social goals and the selection of programme plans for their implementation.===>)
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BAD_LINE_M:In a socially responsible business practice, the most significant areas of decision making are: the selection of initiatives that will support social goals and the selection of programme plans for their implementation.
BAD_LINE_M:U društveno odgovornom poslovanju, najznacajnije oblasti odlucivanja su: izbor inicijativa kojima treba podržati društvene ciljeve i izbor programskih planova za njihovu realizaciju.
BAD_LINE_E:In a socially responsible business practice, the most significant areas of decision making are: the selection of initiatives that will support social goals and the selection of programme plans for their implementation.
BAD_LINE_E:
MATCH@M:(In this paper, the methodology of planning a specific campaign witha multiple special event of socially responsible business practice of the Insurance Company “Dunav Osiguranje” is presented.===>U ovom radu, bice predstavljena metodologija planiranja konkretne akcije društveno odgovornog poslovanja kompanije „Dunav Osiguranje“,)
MATCH@E:(In this paper, the methodology of planning a specific campaign witha multiple special event of socially responsible business practice of the Insurance Company Dunav Osiguranje is presented.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In this paper, the methodology of planning a specific campaign witha multiple special event of socially responsible business practice of the Insurance Company “Dunav Osiguranje” is presented.
BAD_LINE_M:U ovom radu, bice predstavljena metodologija planiranja konkretne akcije društveno odgovornog poslovanja kompanije „Dunav Osiguranje“,
BAD_LINE_E:In this paper, the methodology of planning a specific campaign witha multiple special event of socially responsible business practice of the Insurance Company Dunav Osiguranje is presented.
BAD_LINE_E:
MATCH@M:(The Goal Programming model of the decision making process regarding the selection of the optimal campaign implementation method will be presented.===>u okviru koje ce se prikazati matematicki model ciljnog programiranja procesa odlucivanja o izboru optimalnog nacina za realizovanje akcije sa višestrukim specijalnim dogadajem.)
MATCH@E:(The Goal Programming model of the decision making process regarding the selection of the optimal campaign implementation method will be presented. ~~~ 1.===>)
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BAD_LINE_M:The Goal Programming model of the decision making process regarding the selection of the optimal campaign implementation method will be presented.
BAD_LINE_M:u okviru koje ce se prikazati matematicki model ciljnog programiranja procesa odlucivanja o izboru optimalnog nacina za realizovanje akcije sa višestrukim specijalnim dogadajem.
BAD_LINE_E:The Goal Programming model of the decision making process regarding the selection of the optimal campaign implementation method will be presented. ~~~ 1.
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MATCH@M:(Building connections with the social community is of paramount importance in the corporate and the public relation strategies.===>Izgradivanje veza sa društvenom zajednicom je veoma važna stavka u korporativnoj i strategiji odnosa s javnošcu.)
MATCH@E:(Introduction Building connections with the social community is of paramount importance in the corporate and the public relation strategies.===>)
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BAD_LINE_M:Building connections with the social community is of paramount importance in the corporate and the public relation strategies.
BAD_LINE_M:Izgradivanje veza sa društvenom zajednicom je veoma važna stavka u korporativnoj i strategiji odnosa s javnošcu.
BAD_LINE_E:Introduction Building connections with the social community is of paramount importance in the corporate and the public relation strategies.
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MATCH@M:(In the last two decades we have witnessed the emergence of an increasing number of organizational initiatives in the field of social responsibility, adopting the ”do a good deed” concept as a corporate social norm and an evident transition from giving as an obligation to give to giving as a corporate strategy.===>Tokom prethodne decenije uocen je trend sve veceg broja inicijativa organizacija u domenu društvene odgovornosti, usvajanja koncepta „cinjenja dobrih dela“, kao korporativne društvene norme i ociglednog prelaska sa davanja, kao obaveze na davanje, kao konkurentnu strategiju.)
MATCH@E:(In the last two decades we have witnessed the emergence of an increasing number of organizational initiatives in the field of social responsibility, adopting the do a good deed concept as a corporate social norm and an evident transition from giving as an obligation to give to giving as a corporate strategy.===>)
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BAD_LINE_M:In the last two decades we have witnessed the emergence of an increasing number of organizational initiatives in the field of social responsibility, adopting the ”do a good deed” concept as a corporate social norm and an evident transition from giving as an obligation to give to giving as a corporate strategy.
BAD_LINE_M:Tokom prethodne decenije uocen je trend sve veceg broja inicijativa organizacija u domenu društvene odgovornosti, usvajanja koncepta „cinjenja dobrih dela“, kao korporativne društvene norme i ociglednog prelaska sa davanja, kao obaveze na davanje, kao konkurentnu strategiju.
BAD_LINE_E:In the last two decades we have witnessed the emergence of an increasing number of organizational initiatives in the field of social responsibility, adopting the do a good deed concept as a corporate social norm and an evident transition from giving as an obligation to give to giving as a corporate strategy.
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MATCH@M:(Until the 1990s, the decisions on the selection of activities to promote the organization and earn a positive publicity were based on the need to ”do something good in order to make a good impression”.===>Do devedesetih godina prošlog veka, odluke u vezi sa izborom aktivnosti kojima bi se promovisala organizacija i obezbedio pozitivni publicitet, zasnivale su se na potrebi da se “uradi nešto dobro kako bi se ostavio dobar utisak.”)
MATCH@E:(Until the 1990s, the decisions on the selection of activities to promote the organization and earn a positive publicity were based on the need to do something good in order to make a good impression.===>)
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BAD_LINE_M:Until the 1990s, the decisions on the selection of activities to promote the organization and earn a positive publicity were based on the need to ”do something good in order to make a good impression”.
BAD_LINE_M:Do devedesetih godina prošlog veka, odluke u vezi sa izborom aktivnosti kojima bi se promovisala organizacija i obezbedio pozitivni publicitet, zasnivale su se na potrebi da se “uradi nešto dobro kako bi se ostavio dobar utisak.”
BAD_LINE_E:Until the 1990s, the decisions on the selection of activities to promote the organization and earn a positive publicity were based on the need to do something good in order to make a good impression.
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MATCH@M:(In the 1990s, a large number of organizations turned to essentially differently motivated activities in building corporate identity, image and reputation, in accordance with a new model of corporate behaviour: ”do what is best for the good of the society - act towards the society in a responsible manner”.===>U devedesetim godinama, mnoge organizacije su se preori-jentisale na suštinski drugacije motivisane aktivnosti izgradnje korporativnog identiteta, imidža i reputacije u skladu sa novim modelom korporativnog ponašanja: „uradi ono što je najbolje za dobrobit društva - ponašaj se odgovorno prema društvu’’.)
MATCH@E:(In the 1990s, a large number of organizations turned to essentially differently motivated activities in building corporate identity, image and reputation, in accordance with a new model of corporate behaviour: do what is best for the good of the society act towards the society in a responsible manner Š1Ë .===>)
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BAD_LINE_M:In the 1990s, a large number of organizations turned to essentially differently motivated activities in building corporate identity, image and reputation, in accordance with a new model of corporate behaviour: ”do what is best for the good of the society - act towards the society in a responsible manner”.
BAD_LINE_M:U devedesetim godinama, mnoge organizacije su se preori-jentisale na suštinski drugacije motivisane aktivnosti izgradnje korporativnog identiteta, imidža i reputacije u skladu sa novim modelom korporativnog ponašanja: „uradi ono što je najbolje za dobrobit društva - ponašaj se odgovorno prema društvu’’.
BAD_LINE_E:In the 1990s, a large number of organizations turned to essentially differently motivated activities in building corporate identity, image and reputation, in accordance with a new model of corporate behaviour: do what is best for the good of the society act towards the society in a responsible manner Š1Ë .
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MATCH@M:(Adopting a new system of doing business has imposed the need to develop and introduce specialized methodologies for planning and conducting concrete campaigns.===>Usvajanje novog sistema poslovanja nametnulo je i potrebu za razvijanjem i uvodenjem specijalizovanih metodologija za planiranje i sprovodenje konkretnih akcija.)
MATCH@E:(Adopting a new system of doing business has imposed the need to develop and introduce specialized methodologies for planning and conducting concrete campaigns.===>)
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BAD_LINE_M:Adopting a new system of doing business has imposed the need to develop and introduce specialized methodologies for planning and conducting concrete campaigns.
BAD_LINE_M:Usvajanje novog sistema poslovanja nametnulo je i potrebu za razvijanjem i uvodenjem specijalizovanih metodologija za planiranje i sprovodenje konkretnih akcija.
BAD_LINE_E:Adopting a new system of doing business has imposed the need to develop and introduce specialized methodologies for planning and conducting concrete campaigns.
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MATCH@M:(The methodology devised by the authors of this paper deals with the planning of a concrete activity of socially responsible business with the need for a continuous repetition of the same special event on different geographical locations, and in a given time period.===>Metodologija koju su autori ovog rada razvili, odnosi se na planiranje konkretne akcije društveno odgovornog poslovanja sa potrebom kontinuiranog ponavljanja istovetnog specijalnog dogadaja, na razlicitim geografskom lokacijama, u odredenom vremenskom periodu.)
MATCH@E:(The methodology devised by the authors of this paper deals with the planning of a concrete activity of socially responsible business with the need for a continuous repetition of the same special event on different geographical locations, and in a given time period.===>)
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BAD_LINE_M:The methodology devised by the authors of this paper deals with the planning of a concrete activity of socially responsible business with the need for a continuous repetition of the same special event on different geographical locations, and in a given time period.
BAD_LINE_M:Metodologija koju su autori ovog rada razvili, odnosi se na planiranje konkretne akcije društveno odgovornog poslovanja sa potrebom kontinuiranog ponavljanja istovetnog specijalnog dogadaja, na razlicitim geografskom lokacijama, u odredenom vremenskom periodu.
BAD_LINE_E:The methodology devised by the authors of this paper deals with the planning of a concrete activity of socially responsible business with the need for a continuous repetition of the same special event on different geographical locations, and in a given time period.
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MATCH@M:(It is to a considerable extent based on the fact that the decision-making process in a socially responsible business is performed on different hierarchal levels in different phases: strategic, executive and operational levels, as well as on the principles of the special event organization.===>U znacajnoj meri, ona je bazirana na cinjenici da se proces donošenja odluka u društveno odgovornom poslovanju, u razlicitim fazama, odvija na razlicitim hijerarhijskim nivoima: strateškom, izvršnom i operativnom, kao i na principima organizova-nja specijalnih dogadaja.)
MATCH@E:(It is to a considerable extent based on the fact that the decision-making process in a socially responsible business is performed on different hierarchal levels in different phases: strategic, executive and operational levels, as well as on the principles of the special event organization.===>)
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BAD_LINE_M:It is to a considerable extent based on the fact that the decision-making process in a socially responsible business is performed on different hierarchal levels in different phases: strategic, executive and operational levels, as well as on the principles of the special event organization.
BAD_LINE_M:U znacajnoj meri, ona je bazirana na cinjenici da se proces donošenja odluka u društveno odgovornom poslovanju, u razlicitim fazama, odvija na razlicitim hijerarhijskim nivoima: strateškom, izvršnom i operativnom, kao i na principima organizova-nja specijalnih dogadaja.
BAD_LINE_E:It is to a considerable extent based on the fact that the decision-making process in a socially responsible business is performed on different hierarchal levels in different phases: strategic, executive and operational levels, as well as on the principles of the special event organization.
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MATCH@M:(In cases the event realization is conditioned with the time period longer than one day, there emerges a problem of scheduling the event over a certain period of time.===>U slucejevima kada je realizacija dogadaja vezana za vremenski period duži od jednog dana, javlja se problem vremenskog rasporedivanja dogadaja.)
MATCH@E:(In cases the event realization is conditioned with the time period longer than one day, there emerges a problem of scheduling the event over a certain period of time.===>)
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BAD_LINE_M:In cases the event realization is conditioned with the time period longer than one day, there emerges a problem of scheduling the event over a certain period of time.
BAD_LINE_M:U slucejevima kada je realizacija dogadaja vezana za vremenski period duži od jednog dana, javlja se problem vremenskog rasporedivanja dogadaja.
BAD_LINE_E:In cases the event realization is conditioned with the time period longer than one day, there emerges a problem of scheduling the event over a certain period of time.
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MATCH@M:(In order to solve the problem of the time schedule of a socially beneficial campaign a unique mathematical model of goal programming was devised, and will be described in this paper.===>Za rešavanje problema vremenskog rasporeda spro-vodenja društveno korisne akcije, formulisan je originalni matematicki model ciljnog programiranja koji ce biti predstavljen u ovom radu.)
MATCH@E:(In order to solve the problem of the time schedule of a socially beneficial campaign a unique mathematical model of goal programming was devised Š2Ë, and will be described in this paper.===>)
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BAD_LINE_M:In order to solve the problem of the time schedule of a socially beneficial campaign a unique mathematical model of goal programming was devised, and will be described in this paper.
BAD_LINE_M:Za rešavanje problema vremenskog rasporeda spro-vodenja društveno korisne akcije, formulisan je originalni matematicki model ciljnog programiranja koji ce biti predstavljen u ovom radu.
BAD_LINE_E:In order to solve the problem of the time schedule of a socially beneficial campaign a unique mathematical model of goal programming was devised Š2Ë, and will be described in this paper.
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MATCH@M:(The time scheduling problem has already been solved using the goal programming (GP).===>Problem vremenskog rasporedivanja je i ranije rešavan pomocu ciljnog programiranja (CP).)
MATCH@E:(The time scheduling problem has already been solved using the goal programming (GP).===>)
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BAD_LINE_M:The time scheduling problem has already been solved using the goal programming (GP).
BAD_LINE_M:Problem vremenskog rasporedivanja je i ranije rešavan pomocu ciljnog programiranja (CP).
BAD_LINE_E:The time scheduling problem has already been solved using the goal programming (GP).
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MATCH@M:(Due to the specific nature of the time scheduling problem in case of socially beneficial campaign events dealt with in this work, the time scheduling problem is defined as a system of distinct representatives (SDR).===>Zbog specificnosti problema vremenskog rasporedivanja dogadaja društveno korisne akcije, koji se razmatra u ovom radu, problem vremenskog rasporedivanja je formulisan kao sistem razlicitih predstavnika (system of distinct representative -SDR).)
MATCH@E:(Due to the specific nature of the time scheduling problem in case of socially beneficial campaign events dealt with in this work, the time scheduling problem is defined as a system of distinct representatives (SDR) Š10Ë, Š11Ë and Š12Ë. ~~~ This paper is organized in six chapters.===>)
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BAD_LINE_M:Due to the specific nature of the time scheduling problem in case of socially beneficial campaign events dealt with in this work, the time scheduling problem is defined as a system of distinct representatives (SDR).
BAD_LINE_M:Zbog specificnosti problema vremenskog rasporedivanja dogadaja društveno korisne akcije, koji se razmatra u ovom radu, problem vremenskog rasporedivanja je formulisan kao sistem razlicitih predstavnika (system of distinct representative -SDR).
BAD_LINE_E:Due to the specific nature of the time scheduling problem in case of socially beneficial campaign events dealt with in this work, the time scheduling problem is defined as a system of distinct representatives (SDR) Š10Ë, Š11Ë and Š12Ë. ~~~ This paper is organized in six chapters.
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MATCH@M:(This paper is organized in six chapters.===>Ovaj rad je organizovan u šest poglavlja.)
MATCH@E:(This paper is organized in six chapters.===>Ovaj rad je organizovan u šest poglavlja.)
MATCH@M:(Following the introductory part, the second chapter will highlight the importance of socially responsible business behaviour and the third chapter will describe a socially responsible campaign titled SVITAC (firefly).===>Nakon uvodnog dela, u drugom poglavlju ce biti opisan znacaj društveno odgovornog poslovanja, a u trecem poglavlju, konkretna durštveno odgovorna akcija SVITAC.)
MATCH@E:(Following the introductory part, the second chapter will highlight the importance of socially responsible business behaviour and the third chapter will describe a socially responsible campaign titled SVITAC (firefly).===>)
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BAD_LINE_M:Following the introductory part, the second chapter will highlight the importance of socially responsible business behaviour and the third chapter will describe a socially responsible campaign titled SVITAC (firefly).
BAD_LINE_M:Nakon uvodnog dela, u drugom poglavlju ce biti opisan znacaj društveno odgovornog poslovanja, a u trecem poglavlju, konkretna durštveno odgovorna akcija SVITAC.
BAD_LINE_E:Following the introductory part, the second chapter will highlight the importance of socially responsible business behaviour and the third chapter will describe a socially responsible campaign titled SVITAC (firefly).
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MATCH@M:(The fourth and the fifth chapters deal with the campaign objectives formulation and the goal programming model.===>U cetvrtom i petom poglavlju ce biti prikazana formulacija ciljeva akcije i model ciljnog programiranja.)
MATCH@E:(The fourth and the fifth chapters deal with the campaign objectives formulation and the goal programming model.===>)
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BAD_LINE_M:The fourth and the fifth chapters deal with the campaign objectives formulation and the goal programming model.
BAD_LINE_M:U cetvrtom i petom poglavlju ce biti prikazana formulacija ciljeva akcije i model ciljnog programiranja.
BAD_LINE_E:The fourth and the fifth chapters deal with the campaign objectives formulation and the goal programming model.
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MATCH@M:(The paper ends with the conclusive remarks and the description of the future research.===>Rad se završava zakljucnim razmatranjima i opisom buducih istraživanja.)
MATCH@E:(The paper ends with the conclusive remarks and the description of the future research.===>Rad se završava zaključnim razmatranjima i opisom budućih istraživanja. 2.)
MATCH@M:(The business entities in Serbia increasingly adopt the principle that being a socially responsible company does not mean just meeting the obligations one is legally bound to meet, but going beyond the imposed obligations to meet the needs of the community, investing into a healthy, thriving and modern society, into human resources, environment and developing good relationships with various social entities.===>Kod poslovnih subjekata na prostoru Srbije, u sve vecoj meri usvaja se princip da biti društveno odgovorna kompanija, ne znaci samo ispunjavati svoje zakonske obaveze vec upravo ici preko propisanih obaveza, u susret potrebama zajednice, investirati u brigu za zdravo, napredno i moderno društvo, ljudski kapital, prirodnu okolinu i razvijanje odnosa sa razlicitim društvenim subjektima.)
MATCH@E:(2. ~~~ Importance of socially responsible business behaviour The business entities in Serbia increasingly adopt the principle that being a socially responsible company does not mean just meeting the obligations one is legally bound to meet, but going beyond the imposed obligations to meet the needs of the community, investing into a healthy, thriving and modern society, into human resources, environment and developing good relationships with various social entities.===>Značaj društveno odgovornog poslovanja Kod poslovnih subjekata na prostoru Srbije, u sve većoj meri usvaja se princip da biti društveno odgovorna kompanija, ne znači samo ispunjavati svoje zakonske obaveze već upravo ići preko propisanih obaveza, u susret potrebama zajednice, investirati u brigu za zdravo, napredno i moderno društvo, ljudski kapital, prirodnu okolinu i razvijanje odnosa sa različitim društvenim subjektima.)
MATCH@M:(Socially responsible business is a concept according to which the economic entities that adopt it consciously and willingly go beyond their primary function of profits earning and distribution and try to have a positive impact upon their work, and the social and natural environment.===>Društveno odgovorno poslovanje je koncept po kome privredni subjekti koji ga usvajaju svesno i dobrovoljno nadilaze svoju primarnu funkciju sticanja i raspodele profita i nastoje da pozitivno uticu na svoje radno, društveno i prirodno okruženje.)
MATCH@E:(Socially responsible business is a concept according to which the economic entities that adopt it consciously and willingly go beyond their primary function of profits earning and distribution and try to have a positive impact upon their work, and the social and natural environment.===>Društveno odgovorno poslovanje je koncept po kome privredni subjekti koji ga usvajaju svesno i dobrovoljno nadilaze svoju primarnu funkciju sticanja i raspodele profita i nastoje da pozitivno utiču na svoje radno, društveno i prirodno okruženje.)
MATCH@M:(Socially responsible business is essentially the awareness of a new position and importance companies have in a global society and the responsibilites these impose.===>Društveno odgovorno poslovanje, u suštini, predstavlja svest o novom položaju i znacaju koje kompanije imaju u globalnom društvu i odgovornosti koje iz njih proizlaze.)
MATCH@E:(Socially responsible business is essentially the awareness of a new position and importance companies have in a global society and the responsibilites these impose.===>Društveno odgovorno poslovanje, u suštini, predstavlja svest o novom položaju i značaju koje kompanije imaju u globalnom društvu i odgovornosti koje iz njih proizlaze.)
MATCH@M:(As a modern approach to business, socially responsible business behaviour has an important impact upon the choice of values the company supports, as well as upon the manner in which the business programmes are defined, executed and assessed.===>Društveno odgovorno poslovanje, kao savremeni strategijski pristup poslovanju, znacajno utice na izbor vrednosti za koje se organizacija zalaže, kao i na nacin na koji se poslovni programi utvrduju, sprovode i pro-cenjuju.)
MATCH@E:(As a modern approach to business, socially responsible business behaviour has an important impact upon the choice of values the company supports, as well as upon the manner in which the business programmes are defined, executed and assessed.===>Društveno odgovorno poslovanje, kao savremeni strategijski pristup poslovanju, značajno utiče na izbor vrednosti za koje se organizacija zalaže, kao i na način na koji se poslovni programi utvrđuju, sprovode i procenjuju.)
MATCH@M:(Organizations increasingly choose to focus upon a smaller number of strategic values that suit their own values.===>Organizacije se, u sve vecoj meri, fokusiraju na manji broj strateških oblasti koje odgovaraju njihovim vrednostima.)
MATCH@E:(Organizations increasingly choose to focus upon a smaller number of strategic values that suit their own values.===>Organizacije se, u sve većoj meri, fokusiraju na manji broj strateških oblasti koje odgovaraju njihovim vrednostima.)
MATCH@M:(They decide in favour of socially justified initiatives that support their business goals and consequently develop strategies to increase their market share or create a desired image and reputation.===>Biraju društveno opravdane inicijative koje podržavaju njihove poslovne ciljeve i u skladu sa tim razvijaju strategije za povecanje ucešca na tržištu ili stvaranje željenog imidža i reputacije.)
MATCH@E:(They decide in favour of socially justified initiatives that support their business goals and consequently develop strategies to increase their market share or create a desired image and reputation.===>Biraju društveno opravdane inicijative koje podržavaju njihove poslovne ciljeve i u skladu sa tim razvijaju strategije za povećanje učešća na tržištu ili stvaranje željenog imidža i reputacije.)
MATCH@M:(They assess tasks on the basis of their potential favourable impact in a period critical for the organization or their real positive impact upon creating adequate living conditions.===>Proce-njuju zadatke na osnovu njihovog potencijalnog pozitivnog uticaja u kriznom periodu za organizaciju ili realnog pozitivnog uticaja na obezbedivanje odgovarajucih uslova života.)
MATCH@E:(They assess tasks on the basis of their potential favourable impact in a period critical for the organization or their real positive impact upon creating adequate living conditions Š13Ë.===>Procenjuju zadatke na osnovu njihovog potencijalnog pozitivnog uticaja u kriznom periodu za organizaciju ili realnog pozitivnog uticaja na obezbeđivanje odgovarajućih uslova života Š13Ë.)
MATCH@M:(Similarly, the organizations that desire to achieve good business performance are aware of the impact the environment has upon their realization.===>Isto tako, organizacije koje imaju za cilj uspešne poslovne rezultate, svesne su uticaja okruženja na njihovu realizaciju.)
MATCH@E:(Similarly, the organizations that desire to achieve good business performance are aware of the impact the environment has upon their realization.===>Isto tako, organizacije koje imaju za cilj uspešne poslovne rezultate, svesne su uticaja okruženja na njihovu realizaciju.)
MATCH@M:(Therefore they employ all their resources in the process of selection of adequate direction of business operations that will earn them a wide support in the implementation of corporate programmes and take on the responsibility to solve the issues that are deemed most important for the users, the employees and the community in general.===>U skladu sa tim, svim svojim resursima ukljucuju se u proces izbora odgovarajucih pravaca poslovanja, kojim bi obezbedile široku podršku sprovodenju korporativnih programa i preuzimaju na sebe rešavanje pitanja koja su najvažnija za korisnike, zaposlene i širu društvenu zajednicu.)
MATCH@E:(Therefore they employ all their resources in the process of selection of adequate direction of business operations that will earn them a wide support in the implementation of corporate programmes and take on the responsibility to solve the issues that are deemed most important for the users, the employees and the community in general.===>U skladu sa tim, svim svojim resursima uključuju se u proces izbora odgovarajućih pravaca poslovanja, kojim bi obezbedile široku podršku sprovođenju korporativnih programa i preuzimaju na sebe rešavanje pitanja koja su najvažnija za korisnike, zaposlene i širu društvenu zajednicu.)
MATCH@M:(Socially responsible business behaviour has a favourable impact upon the company’s image and reputation.===>Društveno odgovorno poslovanje pozitivno utice na imidž i reputaciju kompanije.)
MATCH@E:(Socially responsible business behaviour has a favourable impact upon the companys image and reputation.===>Društveno odgovorno poslovanje pozitivno utiče na imidž i reputaciju kompanije.)
MATCH@M:(When an organization adopts the concept of socially responsible business behaviour, it is necessary that an adequate perception of such organizational behaviour be recognized by the target public.===>Kada organizacija usvoji koncept društveno odgovornog poslovanja, potrebno je obezbediti i odgovarajucu percepciju takvog ponašanja organizacije od strane ciljne javnosti.)
MATCH@E:(When an organization adopts the concept of socially responsible business behaviour, it is necessary that an adequate perception of such organizational behaviour be recognized by the target public.===>Kada organizacija usvoji koncept društveno odgovornog poslovanja, potrebno je obezbediti i odgovarajuću percepciju takvog ponašanja organizacije od strane ciljne javnosti.)
MATCH@M:(It is in this respect that the public relations programmes must be conceived, in orger to ensure that internal and external public should be informed on the socially responsible business behaviour of the particular organization.===>U tom smislu, treba osmisliti programe odnosa s javnošcu, kojim ce se obezbediti informisanost interne i eksterne javnosti o društveno odgovornom nacinu poslova-nj a konkretne organizacije.)
MATCH@E:(It is in this respect that the public relations programmes must be conceived, in orger to ensure that internal and external public should be informed on the socially responsible business behaviour of the particular organization.===>U tom smislu, treba osmisliti programe odnosa s javnošću, kojim će se obezbediti informisanost interne i eksterne javnosti o društveno odgovornom načinu poslovanja konkretne organizacije.)
MATCH@M:(The employees in the public relations sector should encourage the socially responsible bahaviour within the organization, but also outside it, as well as present to the public the plain facts that prove that their organization tries to be a good member of the community.===>Zaposleni u odnosima s javnošcu treba da podsticu konstruktivno i socijalno odgovorno ponašanje unutar organizacije, ali i van nje, kao i da javnosti izlože jasne argumente o tome da njihova organizacija nastoji da bude dobar clan društvene zajednice.)
MATCH@E:(The employees in the public relations sector should encourage the socially responsible bahaviour within the organization, but also outside it, as well as present to the public the plain facts that prove that their organization tries to be a good member of the community.===>Zaposleni u odnosima s javnošću treba da podstiču konstruktivno i socijalno odgovorno ponašanje unutar organizacije, ali i van nje, kao i da javnosti izlože jasne argumente o tome da njihova organizacija nastoji da bude dobar član društvene zajednice.)
MATCH@M:(Prior to conducting any activity or campaign in order to send a message to the target population, the employees in the public relations sector of the organization have to anticipate the reaction of the public.===>Pre nego što organizacija sprovede odredenu aktivnost ili kampanju kojom se nastoji poslati odredena poruka ciljnoj javnosti, zaposleni u odnosima s javnošcu moraju da predvide reakciju javnosti.)
MATCH@E:(Prior to conducting any activity or campaign in order to send a message to the target population, the employees in the public relations sector of the organization have to anticipate the reaction of the public.===>Pre nego što organizacija sprovede određenu aktivnost ili kampanju kojom se nastoji poslati određena poruka ciljnoj javnosti, zaposleni u odnosima s javnošću moraju da predvide reakciju javnosti.)
MATCH@M:(The public relations experts often act as representatives of their organizations in communication with the environment and as such they have to be acquainted with all the events going on around them and inform the management on the current problems that may be of impact upon the target public’s attitudes, either directly or indirectly.===>Strucnjaci iz odnosa s javnošcu cesto su predstavnici svojih organizacija u komunikaciji sa okruženjem i kao takvi oni moraju da prate aktuelna zbivanja i obaveštavaju menadžment o aktuelnim problemima koji mogu direktno ili indirektno da uticu na stavove i uverenja ciljne javnosti.)
MATCH@E:(The public relations experts often act as representatives of their organizations in communication with the environment and as such they have to be acquainted with all the events going on around them and inform the management on the current problems that may be of impact upon the target publics attitudes, either directly or indirectly Š14Ë. Socially responsible behaviour is most easily recognized in the public relations activities.===>Stručnjaci iz odnosa s javnošću često su predstavnici svojih organizacija u komunikaciji sa okruženjem i kao takvi oni moraju da prate aktuelna zbivanja i obaveštavaju menadžment o aktuelnim problemima koji mogu direktno ili indirektno da utiču na stavove i uverenja ciljne javnosti Š14Ë. ~~~ Društveno odgovorno ponašanje se najpre prepoznaje zahvaljujući aktivnostima odnosa s javnošću.)
MATCH@M:(The major goal in this regard is improving the quality of business practices based on observing the rights of the employees, the customers and the community and thus enlisting the support of the public and building long-term relations based on trust and loyalty.===>Osnovni cilj, u to smislu, je poboljšanje kvaliteta poslovanja, baziranog na uvažavanju prava zaposlenih, kupaca i društvene zajednice i time pridobijanje javnosti i stvaranje dugorocnih odnosa, baziranih na po-verenju i lojalnosti.)
MATCH@E:(The major goal in this regard is improving the quality of business practices based on observing the rights of the employees, the customers and the community and thus enlisting the support of the public and building long-term relations based on trust and loyalty.===>Osnovni cilj, u to smislu, je poboljšanje kvaliteta poslovanja, baziranog na uvažavanju prava zaposlenih, kupaca i društvene zajednice i time pridobijanje javnosti i stvaranje dugoročnih odnosa, baziranih na poverenju i lojalnosti.)
MATCH@M:(The quality of business practices we mentioned above may be ensured by launching long-term investment programmes oriented towards school and university students and for the purpose of a better education and quality improvement of the future job applicants.===>Navedeni kvalitet poslovanja, izmedu ostalog, može se obezbediti pokretanjem programa dugorocnog investiranja, usmerenih na ucenike i studente, u cilju boljeg obrazovanja i unapredenja kvaliteta onih koji ce se u buducnosti prijavljivati za posao.)
MATCH@E:(The quality of business practices we mentioned above may be ensured by launching long-term investment programmes oriented towards school and university students and for the purpose of a better education and quality improvement of the future job applicants.===>Navedeni kvalitet poslovanja, između ostalog, može se obezbediti pokretanjem programa dugoročnog investiranja, usmerenih na učenike i studente, u cilju boljeg obrazovanja i unapređenja kvaliteta onih koji će se u budućnosti prijavljivati za posao.)
MATCH@M:(Hence the connection between social responsibility and public relations as regards a given area.===>Time se zatvara i krug povezanosti društvene odgovornosti i odnosa s javnošcu, vezano za konkretno podrucje.)
MATCH@E:(Hence the connection between social responsibility and public relations as regards a given area.===>Time se zatvara i krug povezanosti društvene odgovornosti i odnosa s javnošću, vezano za konkretno područje.)
MATCH@M:(Strategic engagement of public relations experts in the socially responsible business can be effected through the following phases:===>Strateško ukljucivanje strucnjaka za odnose s javnošcu u odgovorno društveno poslovanje, može se izvršiti po sledecim fazama:)
MATCH@E:(Strategic engagement of public relations experts in the socially responsible business can be effected through the following phases Š15Ë: 1.===>Strateško uključivanje stručnjaka za odnose s javnošću u odgovorno društveno poslovanje, može se izvršiti po sledećim fazama Š15Ë : ~~~ 1.)
MATCH@M:(1.	Selection of social goals to be supported;===>1.	Izbor društvenih ciljeva koji ce se podržati,)
MATCH@E:(Selection of social goals to be supported; 2.===>Izbor društvenih ciljeva koji će se podržati, 2.)
MATCH@M:(2.	Selection of initiatives to support social goals;===>2.	Izbor inicijativa koje ce podržati društvene ciljeve,)
MATCH@E:(Selection of initiatives to support social goals; 3.===>Izbor inicijativa koje će podržati društvene ciljeve, 3.)
MATCH@M:(3.	Design and implementation of programme plans and===>3.	Izrada i sprovodenje programskih planova i)
MATCH@E:(Design and implementation of programme plans and 4.===>Izrada i sprovođenje programskih planova i 4.)
MATCH@M:(4.	Event assessment.===>4.	Ocenjivanje aktivnosti.)
MATCH@E:(Event assessment.===>Ocenjivanje aktivnosti.)
MATCH@M:(Selection of social goals to be supported.===>Izbor društvenih ciljeva koji ce se podržati.)
MATCH@E:(Selection of social goals to be supported.===>Izbor društvenih ciljeva koji će se podržati.)
MATCH@M:(Social goals should be not more than a few and they should refer to solving the problems of the members of the community the company operates in.===>Izabranih ciljeva treba da je samo nekoliko i oni treba da se odnose na rešavanje problema pripadnika društvene zajednice u kojoj kompanija posluje.)
MATCH@E:(Social goals should be not more than a few and they should refer to solving the problems of the members of the community the company operates in.===>Izabranih ciljeva treba da je samo nekoliko i oni treba da se odnose na rešavanje problema pripadnika društvene zajednice u kojoj kompanija posluje.)
MATCH@M:(The organization’s mission, values, products and services, as well as business goals should be adjusted to them; the completion of these goals should be the interest of all the stakeholders and they should enjoy a long-term suppor by the target public.===>U odnosu na njih treba uskladiti misiju, vrednosti, proizvode i usluge organizacije i poslovne ciljeve; za njihovo ostvarenje treba da budu zainteresovane i interesne grupe i treba da budu dugorocno podržani od strane ciljne javnosti.)
MATCH@E:(The organizations mission, values, products and services, as well as business goals should be adjusted to them; the completion of these goals should be the interest of all the stakeholders and they should enjoy a long-term suppor by the target public.===>U odnosu na njih treba uskladiti misiju, vrednosti, proizvode i usluge organizacije i poslovne ciljeve; za njihovo ostvarenje treba da budu zainteresovane i interesne grupe i treba da budu dugoročno podržani od strane ciljne javnosti.)
MATCH@M:(Selection of initiatives to support social goals.===>Izbor inicijativa kojima ce se podržati društveni ciljevi.)
MATCH@E:(Selection of initiatives to support social goals.===>Izbor inicijativa kojima će se podržati društveni ciljevi.)
MATCH@M:(The selected initiatives should be best geared to the business goals and tasks; it is necessary that they meet the priority tasks of the social goal, that more than one initiatives be selected for one social goal, adding those that are not yet included in the currently organized events. The selection of initiatives should be such that it offers the greatest possible potential for building partnership relations in the community; these should be the initiatives that are based on a certainamount of experience and that will make good use of the existing resources.===>Izabrane inicijative treba da najviše odgovaraju poslovnim ciljevima i zadacima; potrebno je da odgovaraju i prioritetnim potrebama društvenog cilja, da se izabere više inicijativa za jedan društveni cilj, dodajuci one koje još nisu ukljucene u sadašnje aktivnosti; izbor inicijativa treba da bude takav da pruža najveci potencijal za uspostavljanje partnerskih odnosa u zajednici, da su to inicijative za koje se vezuje odredeno iskustvo i koje ce iskoristiti postojece resurse.)
MATCH@E:(The selected initiatives should be best geared to the business goals and tasks; it is necessary that they meet the priority tasks of the social goal, that more than one initiatives be selected for one social goal, adding those that are not yet included in the currently organized events. ~~~ The selection of initiatives should be such that it offers the greatest possible potential for building partnership relations in the community; these should be the initiatives that are based on a certainamount of experience and that will make good use of the existing resources.===>Izabrane inicijative treba da najviše odgovaraju poslovnim ciljevima i zadacima; potrebno je da odgovaraju i prioritetnim potrebama društvenog cilja, da se izabere više inicijativa za jedan društveni cilj, dodajući one koje još nisu uključene u sadašnje aktivnosti; izbor inicijativa treba da bude takav da pruža najveći potencijal za uspostavljanje partnerskih odnosa u zajednici, da su to inicijative za koje se vezuje određeno iskustvo i koje će iskoristiti postojeće resurse.)
MATCH@M:(Design and implementation of programme plans.===>Izrada i sprovođenje programskih planova.)
MATCH@E:(Design and implementation of programme plans.===>Izrada i sprovođenje programskih planova.)
MATCH@M:(Also, the community representatives from the external environment of the organization should be incorporated.===>U izradu planova trebalo bi ukljuciti i predstavnike društvene zajednice iz eksternog okruženja organizacije.)
MATCH@E:(Also, the community representatives from the external environment of the organization should be incorporated.===>U izradu planova trebalo bi uključiti i predstavnike društvene zajednice iz eksternog okruženja organizacije.)
MATCH@M:(It is important that tasks and measurable goals (outputs) are clearly set, both for the organization and for the society.===>Znacajno je uspostavljanje jasnih zadataka i merljivih ciljeva (rezultata) i za organizaciju i za društvo.)
MATCH@E:(It is important that tasks and measurable goals (outputs) are clearly set, both for the organization and for the society.===>Značajno je uspostavljanje jasnih zadataka i merljivih ciljeva (rezultata) i za organizaciju i za društvo.)
MATCH@M:(The communication plan should be devised, and additionally required strategic elements should be agreed upon and planned.===>Potrebno je da se pripremi plan komunikacija, kao i da se utvrde i isplaniraju dodatno potrebni strateški elementi.)
MATCH@E:(The communication plan should be devised, and additionally required strategic elements should be agreed upon and planned.===>Potrebno je da se pripremi plan komunikacija, kao i da se utvrde i isplaniraju dodatno potrebni strateški elementi.)
MATCH@M:(The planning techniques are to ensure an efficient completion of a single event, as well as improvement of the outcomes of those events that are repeated.===>Tehnike planiranja treba da obezbede efikasnu realizaciju jednokratnih akcija, kao i poboljšanje rezultata akcija koje se ponavljaju.)
MATCH@E:(The planning techniques are to ensure an efficient completion of a single event, as well as improvement of the outcomes of those events that are repeated.===>Tehnike planiranja treba da obezbede efikasnu realizaciju jednokratnih akcija, kao i poboljšanje rezultata akcija koje se ponavljaju.)
MATCH@M:(Event assessment.===>Ocenjivanje aktivnosti.)
MATCH@E:(Event assessment.===>Ocenjivanje aktivnosti.)
MATCH@M:(In order that the outcomes of the organized events be efficiently evaluated, we should first define the purpose of such evaluation, supply adequate resources for assessing and reporting, measure what is achieved on the basis of the resources invested and report on that; it is further necessary that outcomes be measured for both the organization and the society, on the basis of the set goals and tasks and the report be prepared.===>Za efikasno ocenjivanje uspe-šnosti sprovedenih aktivnosti, treba prethodno utvrditi svrhu ocenjivanja, obezbediti odgovarajuce resurse za ocenjivanje i izveštavanje, izmeriti postignuto zahvaljujuci uloženim sredstvima i saciniti izveštaj o tome; potrebno je izmeriti rezultate i za organizaciju i za društvo, na osnovu ciljeva i zadataka i pripremiti izve-štaj.)
MATCH@E:(In order that the outcomes of the organized events be efficiently evaluated, we should first define the purpose of such evaluation, supply adequate resources for assessing and reporting, measure what is achieved on the basis of the resources invested and report on that; it is further necessary that outcomes be measured for both the organization and the society, on the basis of the set goals and tasks and the report be prepared.===>Za efikasno ocenjivanje uspešnosti sprovedenih aktivnosti, treba prethodno utvrditi svrhu ocenjivanja, obezbediti odgovarajuće resurse za ocenjivanje i izveštavanje, izmeriti postignuto zahvaljujući uloženim sredstvima i sačiniti izveštaj o tome; potrebno je izmeriti rezultate i za organizaciju i za društvo, na osnovu ciljeva i zadataka i pripremiti izveštaj.)
MATCH@M:(It is also important that the status of social goals promoted by the organizational initiatives be further supported.===>Važno je i dalje pracenje statusa društvenih ciljeva koji se podržavaju inicijativama organizacije.)
MATCH@E:(It is also important that the status of social goals promoted by the organizational initiatives be further supported.===>Važno je i dalje praćenje statusa društvenih ciljeva koji se podržavaju inicijativama organizacije. 3.)
MATCH@M:(The Serbian company Dunav Insurance (Dunav osiguranje) is a large, powerful and modern insurance company with a long and fruitful business tradition.===>Srpska kompanija Dunav osiguranje predstavlja veliku, snažnu i modernu osiguravajucu kucu, koja iza sebe ima veoma dugu tradiciji postojanja i uspešnog poslovanje.)
MATCH@E:(3. ~~~ Description of the socially responsible event titled firefly The Serbian company Dunav Insurance (Dunav osiguranje) is a large, powerful and modern insurance company with a long and fruitful business tradition.===>Opis društveno odgovorne akcije svitac Srpska kompanija Dunav osiguranje predstavlja veliku, snažnu i modernu osiguravajuću kuću, koja iza sebe ima veoma dugu tradiciji postojanja i uspešnog poslovanje.)
MATCH@M:(A state-owned company, this insurance company is an important economic entity, however, also an important national brand in the field of insurance.===>Kao državna kompanija, ova osiguravajuca kuca predstavlja i važan privredni subjekat, ali i znacajan domaci brend u oblasti osiguranja.)
MATCH@E:(A state-owned company, this insurance company is an important economic entity, however, also an important national brand in the field of insurance.===>Kao državna kompanija, ova osiguravajuća kuća predstavlja i važan privredni subjekat, ali i značajan domaći brend u oblasti osiguranja.)
MATCH@M:(Hence the Dunav Insurance Company is continually engaged in improving the environment, that is, the community in which it operates, conducting numerous activities in the field of socially responsible business.===>Kao takva, kompanija Dunav osiguranje konstano radi i na una-predenju sredine, odnosno zajednice u kojoj posluje, sprovedeci brojne aktivnostu u oblasti društveno odgovornog poslovanja.)
MATCH@E:(Hence the Dunav Insurance Company is continually engaged in improving the environment, that is, the community in which it operates, conducting numerous activities in the field of socially responsible business.===>Kao takva, kompanija Dunav osiguranje konstano radi i na unapređenju sredine, odnosno zajednice u kojoj posluje, sprovedeći brojne aktivnostu u oblasti društveno odgovornog poslovanja.)
MATCH@M:(The socially responsible behaviour in the Dunav Insurance Company is adopted as a modern strategic approach to the business practice and, as such, it has a significant impact upon the selection of values it stands for, as well as upon the manner in which its business programmes are defined, conducted and evaluated.===>U kompaniji Dunav osiguranje, društveno odgovorno poslovanje je usvojeno kao sa-vremeni strategijski pristup poslovanju i kao takvo, znacajno utice na izbor vrednosti za koje se ona zalaže, kao i na nacin na koji se njeni poslovni programi utvrduju, sprovode i procenjuju.)
MATCH@E:(The socially responsible behaviour in the Dunav Insurance Company is adopted as a modern strategic approach to the business practice and, as such, it has a significant impact upon the selection of values it stands for, as well as upon the manner in which its business programmes are defined, conducted and evaluated.===>U kompaniji Dunav osiguranje, društveno odgovorno poslovanje je usvojeno kao savremeni strategijski pristup poslovanju i kao takvo, značajno utiče na izbor vrednosti za koje se ona zalaže, kao i na način na koji se njeni poslovni programi utvrđuju, sprovode i procenjuju.)
MATCH@M:(The business policy of the company is increasingly based on focusing upon a smaller number of strategic fields of socially responsible business behaviour.===>Poslovna politika kompanije se, u sve vecoj meri, zasniva na fokusiraju na manji broj strateških oblasti društveno odgovornog poslovanja.)
MATCH@E:(The business policy of the company is increasingly based on focusing upon a smaller number of strategic fields of socially responsible business behaviour.===>Poslovna politika kompanije se, u sve većoj meri, zasniva na fokusiraju na manji broj strateških oblasti društveno odgovornog poslovanja.)
MATCH@M:(Given that the company has developed a corporate awareness on the environmental impact upon the realization of business operations and hence on achieving the set business goals, much attention is paid to the decision-making process optimization.===>S obzirom na to da je u kompaniji razvijena korporativna svest o uticaju okruženja na realizaciju poslovnih aktivnosti i time dostizanje postavljenih poslovnih ciljeva, velika pažnja poklanja se optimiza-ciji procesa odlucivanja.)
MATCH@E:(Given that the company has developed a corporate awareness on the environmental impact upon the realization of business operations and hence on achieving the set business goals, much attention is paid to the decision-making process optimization.===>S obzirom na to da je u kompaniji razvijena korporativna svest o uticaju okruženja na realizaciju poslovnih aktivnosti i time dostizanje postavljenih poslovnih ciljeva, velika pažnja poklanja se optimizaciji procesa odlučivanja.)
MATCH@M:(The company uses all its resources in the process of selecting the appropriate business orientation in order to ensure the support to implementing the social responsibility programme.===>Kompanija se svim svojim resursima ukljucuje u proces izbora odgovarajucih pravaca poslovanja, kojim bi obezbedila podršku sprovo-denju programa društveno odgovornog poslovanja.)
MATCH@E:(The company uses all its resources in the process of selecting the appropriate business orientation in order to ensure the support to implementing the social responsibility programme.===>Kompanija se svim svojim resursima uključuje u proces izbora odgovarajućih pravaca poslovanja, kojim bi obezbedila podršku sprovođenju programa društveno odgovornog poslovanja.)
MATCH@M:(Thus one field of decision making is the selection of socially justifiable initiatives that support the company’s business goals to a largest extent.===>U tom smislu, jedna od oblasti odlucivanja je izbor društveno opravdanih inicijativa, koje u najvecoj meri podržavaju poslovne ciljeve kompanije.)
MATCH@E:(Thus one field of decision making is the selection of socially justifiable initiatives that support the companys business goals to a largest extent.===>U tom smislu, jedna od oblasti odlučivanja je izbor društveno opravdanih inicijativa, koje u najvećoj meri podržavaju poslovne ciljeve kompanije.)
MATCH@M:(Another decision-making field refers to the selection of the strategy of creating a desired image and reputation based on the socially responsible business practices, and consequently, increasing the company’s market share.===>Još jedna oblast odlucivanja odnosi se na izbor strategije za stvaranje željenog imidža i reputacije, zasnovane na aktivnostima društveno odgovornog poslovanja, a samim tim i povecanje ucešca na tržištu.)
MATCH@E:(Another decision-making field refers to the selection of the strategy of creating a desired image and reputation based on the socially responsible business practices, and consequently, increasing the companys market share.===>Još jedna oblast odlučivanja odnosi se na izbor strategije za stvaranje željenog imidža i reputacije, zasnovane na aktivnostima društveno odgovornog poslovanja, a samim tim i povećanje učešća na tržištu.)
MATCH@M:(It is in such a decision-making process that an assessment and selection of concrete tasks are made, on the basis of their potentially favourable impact upon the company’s image and reputation or its real positive impact upon ensuring adequate living conditions for the target public (community).===>U takvom procesu odlucivanja, vrši se procena i izbor konkretnih zadataka, na osnovu njihovog potencijalnog pozitivnog uticaja na imidž i reputaciju kompanije ili realnog pozitivnog uticaja na obezbedivanje odgovarajucih životnih uslova ciljne javnosti (društvene zajednice).)
MATCH@E:(It is in such a decision-making process that an assessment and selection of concrete tasks are made, on the basis of their potentially favourable impact upon the companys image and reputation or its real positive impact upon ensuring adequate living conditions for the target public (community).===>U takvom procesu odlučivanja, vrši se procena i izbor konkretnih zadataka, na osnovu njihovog potencijalnog pozitivnog uticaja na imidž i reputaciju kompanije ili realnog pozitivnog uticaja na obezbeđivanje odgovarajućih životnih uslova ciljne javnosti (društvene zajednice).)
MATCH@M:(As mentioned above, when the organization has adopted the socially responsible business concept, it is necessary that an adequate perception of such behaviour should be granted from the part of the target public.===>Kao što je vec receno, kada organizacija usvoji koncept društveno odgovornog poslovanja, potrebno je obezbediti i odgovarajucu percepciju takvog ponašanja organizacije od strane ciljne javnosti.)
MATCH@E:(As mentioned above, when the organization has adopted the socially responsible business concept, it is necessary that an adequate perception of such behaviour should be granted from the part of the target public.===>Kao što je već rečeno, kada organizacija usvoji koncept društveno odgovornog poslovanja, potrebno je obezbediti i odgovarajuću percepciju takvog ponašanja organizacije od strane ciljne javnosti.)
MATCH@M:(Here, the process of making a decision on the selection of the communication strategy and the media as its most important segment is of highest importance.===>U tom kontekstu, znacajan je proces donošenja odluke o izboru strategije komunikacije i izbora medija, kao njenog najznacajnijeg segmenta.)
MATCH@E:(Here, the process of making a decision on the selection of the communication strategy and the media as its most important segment is of highest importance.===>U tom kontekstu, značajan je proces donošenja odluke o izboru strategije komunikacije i izbora medija, kao njenog najznačajnijeg segmenta.)
MATCH@M:(In accordance with its policy of socially responsible business behaviour, the Dunav Insurance Company has decided to organize a campaign titled SVITAC (“FIREFLY”), meant for the youngest schoolchildren, the first-form elementary school pupils.===>U skladu sa svojom politikom društveno odgovornog poslovanja, Kompanija Dunav osiguranje je odlucila da sprovede akciju, pod nazivom SVITAC, namenje-nu najmladim školarcima, odnosno dacima prvacima.)
MATCH@E:(In accordance with its policy of socially responsible business behaviour, the Dunav Insurance Company has decided to organize a campaign titled SVITAC (FIREFLY), meant for the youngest schoolchildren, the first-form elementary school pupils.===>U skladu sa svojom politikom društveno odgovornog poslovanja, Kompanija Dunav osiguranje je odlučila da sprovede akciju, pod nazivom SVITAC, namenjenu najmlađim školarcima, odnosno đacima prvacima.)
MATCH@M:(The problem of children’s traffic safety, especially of the youngest ones, has often been the issue of debates, however, has never been completely resolved.===>Problem bezbednosti dece u saobracaju, a posebno najmladih školaraca, je cesto pominjan, ali još uvek nije sasvim rešen.)
MATCH@E:(The problem of childrens traffic safety, especially of the youngest ones, has often been the issue of debates, however, has never been completely resolved.===>Problem bezbednosti dece u saobraćaju, a posebno najmlađih školaraca, je često pominjan, ali još uvek nije sasvim rešen.)
MATCH@M:(In order to contribute to the solving of this ever present problem and reducing the number of accidents, the Dunav Insurance Company decided to organize a large-scope FIREFLY campaign and donate to the elementary schools in Serbia 80,000 “fireflies” - the glowing gadgets meant to ensure a better visibility of the youngest schoolchildren on the Serbian roads.===>Kako bi doprineli rešavanju ovog uvek aktuelnog problema i smanjili broj nesrecnih slucajeva, Kompanija Dunav osiguranje, odlucila je da kroz veliku i obimnu akciju SVITAC osnovnim školama u Srbiji uruci više od 80.000 svitaca - svetlecih uredaja za obezbedivanje bolje vidljivosti na putevima za sve dake prvake na teritoriji Srbije.)
MATCH@E:(In order to contribute to the solving of this ever present problem and reducing the number of accidents, the Dunav Insurance Company decided to organize a large-scope FIREFLY campaign and donate to the elementary schools in Serbia 80,000 fireflies the glowing gadgets meant to ensure a better visibility of the youngest schoolchildren on the Serbian roads.===>Kako bi doprineli rešavanju ovog uvek aktuelnog problema i smanjili broj nesrećnih slučajeva, Kompanija Dunav osiguranje, odlučila je da kroz veliku i obimnu akciju SVITAC osnovnim školama u Srbiji uruči više od 80.000 svitaca svetlećih uređaja za obezbeđivanje bolje vidljivosti na putevima za sve đake prvake na teritoriji Srbije.)
MATCH@M:(This donation of the Dunav Insurance Company is meant to contribute to the traffic safety of the youngest and most threatened traffic participants.===>Kompanija Dunav osiguranje je odlucila da ovom donacijom doprinese bezbednosti najmladih, a ujedno i najugroženijih ucesnika u saobracaju.)
MATCH@E:(This donation of the Dunav Insurance Company is meant to contribute to the traffic safety of the youngest and most threatened traffic participants.===>Kompanija Dunav osiguranje je odlučila da ovom donacijom doprinese bezbednosti najmlađih, a ujedno i najugroženijih učesnika u saobraćaju.)
MATCH@M:(The first-form pupils have proven to be the most critical group since it is their first time to participate in the traffic by themselves.===>Prvaci su, pokazalo se, najkriticnija grupa, s obzirom da po prvi put, tek polaskom u školu postaju samostalni ucesnici u saobracaju.)
MATCH@E:(The first-form pupils have proven to be the most critical group since it is their first time to participate in the traffic by themselves.===>Prvaci su, pokazalo se, najkritičnija grupa, s obzirom da po prvi put, tek polaskom u školu postaju samostalni učesnici u saobraćaju.)
MATCH@M:(In this way the Company wishes to call on all the other traffic participants to observe the traffic regulations for the purpose of their own safety.===>Na ovaj nacin, Kompanija želi da apeluje i na sve ostale ucesnike u saobracaju, da povedu više racuna o poštovanju saobracajnih propisa radi njihove licne sigurnosti.)
MATCH@E:(In this way the Company wishes to call on all the other traffic participants to observe the traffic regula tions for the purpose of their own safety.===>Na ovaj način, Kompanija želi da apeluje i na sve ostale učesnike u saobraćaju, da povedu više računa o poštovanju saobraćajnih propisa radi njihove lične sigurnosti.)
MATCH@M:(Indirectly, the campaign is addressing all the other pupils in the elementary schools where this event is organized.===>Posredno, akcija je usmerena i na sve ucenike osnovnih škola u kojima se organizuje ovaj dogadaj.)
MATCH@E:(Indirectly, the campaign is addressing all the other pupils in the elementary schools where this event is organized.===>Posredno, akcija je usmerena i na sve učenike osnovnih škola u kojima se organizuje ovaj događaj.)
MATCH@M:(A conclusion can be drawn that the attention in this project is focused upon: elementary school pupils, their parents and the community in general.===>Može se zakljuciti da je pažnja ovog projekta usmerena na: ucenike osnovnih škola, njihove roditelje i širu društvenu zajednicu.)
MATCH@E:(A conclusion can be drawn that the attention in this project is focused upon: elementary school pupils, their parents and the community in general.===>Može se zaključiti da je pažnja ovog projekta usmerena na: učenike osnovnih škola, njihove roditelje i širu društvenu zajednicu.)
MATCH@M:(There are two major characteristics of the FIREFLY campaign.===>Dve su osnovne karakteristike društveno odgovorne akcije SVITAC.)
MATCH@E:(There are two major characteristics of the FIREFLY campaign.===>Dve su osnovne karakteristike društveno odgovorne akcije SVITAC.)
MATCH@M:(One is the need to plan the so-called multiple special event, that is, define a precise time schedule of special events that are equal in goals, contents and expected effects but differ by the venues they are organized in.===>Jedna od njh je potreba planiranja tzv. višestrukog specijalnog dogadaja, odnosno utvrdivanje preciznog vremenskog rasporeda specijalnih dogadaja koji su jednaki po ciljevima, sadržaju i ocekivanim efektima, a razliciti po mestima održavanja.)
MATCH@E:(One is the need to plan the so-called multiple special event, that is, define a precise time schedule of special events that are equal in goals, contents and expected effects but differ by the venues they are organized in.===>Jedna od njh je potreba planiranja tzv. višestrukog specijalnog događaja, odnosno utvrđivanje preciznog vremenskog rasporeda specijalnih događaja koji su jednaki po ciljevima, sadržaju i očekivanim efektima, a različiti po mestima održavanja.)
MATCH@M:(The other characteristic , actually the basis of the process modelling, is a large number of participants in the process that took place in over 20 cities in Serbia.===>Druga karakteristika ovog dogadaja, koja predstavlja osnovu modeliranja procesa, je veliki broj ucesnika u procesu koji se odvijao u više od 20 gradova Srbije.)
MATCH@E:(The other characteristic , actually the basis of the process modelling, is a large number of participants in the process that took place in over 20 cities in Serbia.===>Druga karakteristika ovog događaja, koja predstavlja osnovu modeliranja procesa, je veliki broj učesnika u procesu koji se odvijao u više od 20 gradova Srbije.)
MATCH@M:(On the national level, the campaign included, in addition to the Dunav Insurance Company as the initiator, the following: the representatives of the Ministry of Education of the Republic of Serbia and the Ministry of Interior of the Republic of Serbia, the Minister of Education, the Managing Director of the Dunav Insurance Company and the Chief of the Directorate of the Traffic Police.===>Na nacionalnom nivou, pored kompanije Dunav osiguranje, kao inicijatora i pokretaca akcije, ucesnici su: predstavnici Ministarstva prosvete Republike Srbije i Ministarstva unutrašnjih poslova Republike Srbije, Ministar prosvete, Generalna direktorka kompanije Dunav osiguranje i Nacelnik Uprave saobracajne policije.)
MATCH@E:(On the national level, the campaign included, in addition to the Dunav Insurance Company as the initiator, the following: the representatives of the Ministry of Education of the Republic of Serbia and the Ministry of Interior of the Republic of Serbia, the Minister of Education, the Managing Director of the Dunav Insurance Company and the Chief of the Directorate of the Traffic Police.===>Na nacionalnom nivou, pored kompanije Dunav osiguranje, kao inicijatora i pokretača akcije, učesnici su: predstavnici Ministarstva prosvete Republike Srbije i Ministarstva unutrašnjih poslova Republike Srbije, Ministar prosvete, Generalna direktorka kompanije Dunav osiguranje i Načelnik Uprave saobraćajne policije.)
MATCH@M:(On the local level, the participants were as follows: the directors of host schools, the directors of district schools, the heads of school directorates, directors of the Dunav Insurance Company branches, the representatives of the traffic police/heads of departments and the first-form pupils of the host schools.===>Na lokalnom nivou, ucestvovali su: direktori škole domacina, direktori okružnih škola, predstavni-ci/nacelnici školskih uprava, direktori filijala kompanije Dunav osiguranj“, predstavnici saobracajne poli-cije/nacelnici i daci prvaci škola domacina.)
MATCH@E:(On the local level, the participants were as follows: the directors of host schools, the directors of district schools, the heads of school directorates, directors of the Dunav Insurance Company branches, the representatives of the traffic police/heads of departments and the first-form pupils of the host schools.===>Na lokalnom nivou, učestvovali su: direktori škole domaćina, direktori okružnih škola, predstavnici/načelnici školskih uprava, direktori filijala kompanije Dunav osiguranj, predstavnici saobraćajne policije/načelnici i đaci prvaci škola domaćina.)
MATCH@M:(The campaign was promoted in the media, too.===>Akcija je promovisana i putem sredstava javnog infor-misanja.)
MATCH@E:(The campaign was promoted in the media, too.===>Akcija je promovisana i putem sredstava javnog informisanja.)
MATCH@M:(Both national and local media covered the campaign extensively in all the cities in which it was organized.===>Nacionalni i lokalni mediji su kontanstno pratili akciju u svim gradovima u kojima je sprovedena.)
MATCH@E:(Both national and local media covered the campaign extensively in all the cities in which it was organized.===>Nacionalni i lokalni mediji su kontanstno pratili akciju u svim gradovima u kojima je sprovedena.)
MATCH@M:(The first event was organized among the Belgrade elementary schools, followed by the similar events throughout the republic.===>Najpre je izvršena podela svitaca prvacima beogradskih osnovnih škola, a nakon toga, akcija se nastavila na teritoriji cele Srbije.)
MATCH@E:(The first event was organized among the Belgrade elementary schools, followed by the similar events throughout the republic.===>Najpre je izvršena podela svitaca prvacima beogradskih osnovnih škola, a nakon toga, akcija se nastavila na teritoriji cele Srbije.)
MATCH@M:(The gadgets were delivered in the presence of the Minister of Education of Serbia, the Head of the Republic directorate of traffic police, the managing director of the Company and the directors of all schools in Novi Beograd.===>Urucenje svitaca je obavljeno u prisustvu: ministra prosvete Srbije, nacelnika Republicke uprave saobracajne policije, generalne direktorke Kompanije i generalnih direktora svih novobeogradskih osnovnih škola.)
MATCH@E:(The gadgets were delivered in the presence of the Minister of Education of Serbia, the Head of the Republic directorate of traffic police, the managing director of the Company and the directors of all schools in Novi Beograd.===>Uručenje svitaca je obavljeno u prisustvu: ministra prosvete Srbije, načelnika Republičke uprave saobraćajne policije, generalne direktorke Kompanije i ge neralnih direktora svih novobeogradskih osnovnih škola.)
MATCH@M:(150 first-form pupils of the ’Borislav Pekic” elementary school participated, as well as a large number of representatives of all the relevant media - national and specialised.===>Ucestvovalo je i 150 prvaka osnovne škole „Bo-rislav Pekic“, kao i brojni predstavnici svih relevantnih medija - nacionalnih i specijalizovanih.)
MATCH@E:(150 first-form pupils of the Borislav Pekić elementary school participated, as well as a large number of representatives of all the relevant media national and specialised.===>Učestvovalo je i 150 prvaka osnovne škole Borislav Pekić, kao i brojni predstavnici svih relevantnih medija - nacionalnih i specijalizovanih.)
MATCH@M:(On Wednesday, 3rd February, 2009, the quota of 2,733 glowing gadgets was delivered at 10:00 to the first-form pupils of the elementary schools in Vranje and the Vranje district.===>U sredu, 3. februara 2009. godine, u 10:00 sati, isporucen je kontigent od 2.733 svitaca za prvake osnovnih škola u Vranju i vranjskom okrugu.)
MATCH@E:(On Wednesday, 3rd February, 2009, the quota of 2,733 glowing gadgets was delivered at 10:00 to the first-form pupils of the elementary schools in Vranje and the Vranje district.===>U sredu, 3. februara 2009. godine, u 10:00 sati, isporučen je kontigent od 2.733 svitaca za prvake osnovnih škola u Vranju i vranjskom okrugu.)
MATCH@M:(The delivery was organized in the ”Vuk Karadzic” elementary school at Vranje, in the presence of the director of the main Dunav Insurance Company branch in Vranje, the educational advisor for the district, the representatives of the traffic police, the director of the ”Vuk Karadzic” elementary school and its first-form pupils, directors of the district elementary schools and the local media representatives.===>Podela svitaca obavljena je u Osnovnoj školi „Vuk Karadžic“ u Vra-nju, u prisustvu direktora glavne filijale kompanije Dunav osiguranje u Vranju, prosvetnog savetnika ?a ovaj okrug, predstavnika saobracajne policije, direktora osnovne škole „Vuk Karadžic“ i njenih daka prvaka, direktora okružnih osnovnih škola i predstavnika lokalnih medija.)
MATCH@E:(The delivery was organized in the Vuk Karadžić elementary school at Vranje, in the presence of the director of the main Dunav Insurance Company branch in Vranje, the educational advisor for the district, the representatives of the traffic police, the director of the Vuk Karadžić elementary school and its first-form pupils, directors of the district elementary schools and the local media representatives.===>Podela svitaca obavljena je u Osnovnoj školi Vuk Karadžić u Vranju, u prisustvu direktora glavne filijale kompanije Dunav osiguranje u Vranju, prosvetnog savetnika ?a ovaj okrug, predstavnika saobraćajne policije, direktora osnovne škole Vuk Karadžić i njenih đaka prvaka, direktora okružnih osnovnih škola i predstavnika lokalnih medija. ~~~ Nakon podele svitaca u Vranju, akcija se nastavila u sledećim gradovima Srbije:)
MATCH@M:(Following the Vranje event, the special events were organized in: Leskovac, Kraljevo, Kragujevac, Uzice, Kosovska Mitrovica, Novi Pazar, Kikinda, Ranilug, Zrenjanin, Pancevo, Valjevo, [abac, Loznica, Jagodina, Krusevac, Cacak, Sombor, Pozarevac, Zajecar, Nis, Novi Sad.===>Nakon podele svitaca u Vranju, akcija se nastavila u sledecim gradovima Srbije: Leskovac, Kraljevo, Kragujevac Užice, Kosovska Mitrovica, Novi Pazar, Kikinda, Ranilug, Zrenjanin, Pancevo, Va-ljevo, [abac, Loznica, Jagodina, Kruševac, Cacak, Sombor, Požarevac, Zajecar, Niš, Novi Sad.)
MATCH@E:(Following the Vranje event, the special events were organized in: Leskovac, Kraljevo, Kragujevac, Užice, Kosovska Mitrovica, Novi Pazar, Kikinda, Ranilug, Zrenjanin, Pančevo, Valjevo, Šabac, Loznica, Jagodina, Kruševac, Čačak, Sombor, Požarevac, Zaječar, Niš, Novi Sad.===>Leskovac, Kraljevo, Kragujevac Užice, Kosovska Mitrovica, Novi Pazar, Kikinda, Ranilug, Zrenjanin, Pančevo, Valjevo, Šabac, Loznica, Jagodina, Kruševac, Čačak, Sombor, Požarevac, Zaječar, Niš, Novi Sad.)
MATCH@M:(By the end of the month, the gadgets had been distributed to all the first-form pupils in Serbia.===>Do kraja meseca svice su dobili svi prvaci u Srbiji.)
MATCH@E:(By the end of the month, the gadgets had been distributed to all the first-form pupils in Serbia.===>Do kraja meseca svice su dobili svi prvaci u Srbiji.)
MATCH@M:(Analysing the process of timetabling the distribution on the entire territory of the Republic of Serbia the authors of the paper have come to a conclusion that there is a need, and also an opportunity to improve the FIREFLY campaign by the optimization of the time schedule of the events.===>Analizom procesa utvrdivanja datuma dodele svitaca na teritoriji cele Srbije, autori ovog rada su došli do zakljucka da postoji potreba, ali i mogucnost da se akcija SVITAC unapredi optimizacijom vremenskog rasporeda odigravanja dogadaja.)
MATCH@E:(Firefly campaign planning methodology Analysing the process of timetabling the distribution on the entire territory of the Republic of Serbia the authors of the paper have come to a conclusion that there is a need, and also an opportunity to improve the FIREFLY campaign by the optimization of the time schedule of the events.===>Metodologija planiranja akcije svitac Analizom procesa utvrđivanja datuma dodele svitaca na teritoriji cele Srbije, autori ovog rada su došli do zaključka da postoji potreba, ali i mogućnost da se akcija SVITAC unapredi optimizacijom vremenskog rasporeda odigravanja događaja.)
MATCH@M:(It is for that purpose that the planning methodology to carry out this socially responsible campaign was developed and it consists of three phases:===>U tu svrhu je razvijena metodologija planiranja sprovodenja te društveno korisne akcije koja se sastoji iz tri faze:)
MATCH@E:(It is for that purpose that the planning methodology to carry out this socially responsible campaign was developed and it consists of three phases: 1.===>U tu svrhu je razvijena metodologija planiranja sprovođenja te društveno korisne akcije koja se sastoji iz tri faze: ~~~ 1.)
MATCH@M:(1.	Defining the scope of the campaign;===>1.	Odredivanje opsega akcije.)
MATCH@E:(Defining the scope of the campaign; 2.===>Određivanje opsega akcije. 2.)
MATCH@M:(2.	Coordinating the participants in the campaign;===>2.	Koordinacija ucesnika akcije.)
MATCH@E:(Coordinating the participants in the campaign; 3.===>Koordinacija učesnika akcije. 3.)
MATCH@M:(3.	Time schedule of the campaign.===>3.	Vremenski raspored sprovodenja akcije.)
MATCH@E:(Time schedule of the campaign.===>Vremenski raspored sprovođenja akcije.)
MATCH@M:(Each of the methodology phases is characterised by a different nature of the problem that is being solved within it and the people engaged in solving the problem or can affect its resolution.===>Svaku od faza metodologije karakteriše razlicita priroda problema koji se u okviru nje rešava i subjekti koji rešavaju problem ili imaju uticaj na njegovo re-šenje.)
MATCH@E:(Each of the methodology phases is characterised by a different nature of the problem that is being solved within it and the people engaged in solving the problem or can affect its resolution. ~~~ 4.1.===>Svaku od faza metodologije karakteriše različita priroda problema koji se u okviru nje rešava i subjekti koji rešavaju problem ili imaju uticaj na njegovo rešenje. 4.)
MATCH@M:(A strategic decision is made in the first phase on the time period and the cities covered by the campaign.===>U prvoj fazi se donosi strateška odluka o vremenskom periodu i gradovima u kojima se sprovodi akcija.)
MATCH@E:(Defining the scope of the campaign A strategic decision is made in the first phase on the time period and the cities covered by the campaign.===>Određivanje opsega akcije U prvoj fazi se donosi strateška odluka o vremenskom periodu i gradovima u kojima se sprovodi akcija.)
MATCH@M:(This decision depends on the corporate goals that are to be achieved by the campaign, therefore the major role in this phase belongs to the top management of the company.===>Ova odluka zavisi od postavljenih korporativnih ciljeva koji se žele postici akcijom i zbog toga u ovoj fazi najvecu ulogu i uticaj ima vrhovni menadžment kompanije.)
MATCH@E:(This decision depends on the corporate goals that are to be achieved by the campaign, therefore the major role in this phase belongs to the top management of the company.===>Ova odluka zavisi od postavljenih korporativnih ciljeva koji se žele postići akcijom i zbog toga u ovoj fazi najveću ulogu i uticaj ima vrhovni menadžment kompanije.)
MATCH@M:(When making a decision on the time period in which the gadgets are to be distributed, we must bear in mind that the period has to be short enough so that all the firstform pupils should get the gadgets at approximately the same time, however, long enough so that the duration of the campaign is ensured and the desired effect is achieved.===>Prilikom donošenja odluke o vremenskom periodu u kome bi trebalo izvršiti dodelu svitaca, treba uzeti u obzir da taj period treba da bude dovoljno kratak da bi svi daci dobili svice u približno isto vreme, ali i dovoljno dugacak da bi se obezbedilo trajanje i postigao pravi efekat akcije.)
MATCH@E:(When making a decision on the time period in which the gadgets are to be distributed, we must bear in mind that the period has to be short enough so that all the firstform pupils should get the gadgets at approximately the same time, however, long enough so that the duration of the campaign is ensured and the desired effect is achieved.===>Prilikom donošenja odluke o vremenskom periodu u kome bi trebalo izvršiti dodelu svitaca, treba uzeti u obzir da taj period treba da bude dovoljno kratak da bi svi đaci dobili svice u približno isto vreme, ali i dovoljno dugačak da bi se obezbedilo trajanje i postigao pravi efekat akcije.)
MATCH@M:(The ruling criterion in both cases is the communication effect of the campaign that is a requirement set already at the strategic level of decision making in the company.===>U oba slucaja kriterijum je komunikacijski efekat akcije, koji se kao zahtev postavlja na strateškom nivou odlucivanja u Kompaniji.)
MATCH@E:(The ruling criterion in both cases is the communication effect of the campaign that is a requirement set already at the strategic level of decision making in the company.===>U oba slučaja kriterijum je komunikacijski efekat akcije, koji se kao zahtev postavlja na strateškom nivou odlučivanja u Kompaniji.)
MATCH@M:(The duration may be set to a week (e.g., the week of the “firefly”) or some other time period.===>Trajanje akcije može da bude jedna sedmica (npr. “sedmica dodele svitaca”) ili neki drugi vremenski period.)
MATCH@E:(The duration may be set to a week (e.g., the week of the firefly) or some other time period.===>Trajanje akcije može da bude jedna sedmica (npr. sedmica dodele svitaca) ili neki drugi vremenski period.)
MATCH@M:(Since the campaign can be carried out only on work days, a set D can be defined on the basis of the period determined and it will represent the set of work days in the time period of the campaign, i.e., the set of terms in which the campaign can be carried out.===>S obzirom na to da se akcija može sprovoditi samo radnim danima, na osnovu utvrdenog perioda se može definisati skup D koji predstavlja skup radnih dana u periodu akcije, odnosno skup termina u kojima se akcija može sprovoditi.)
MATCH@E:(Since the campaign can be carried out only on work days, a set D can be defined on the basis of the period determined and it will represent the set of work days in the time period of the campaign, i.e., the set of terms in which the campaign can be carried out. fine the terms (days) in which they are all available.===>S obzirom na to da se akcija može sprovoditi samo radnim danima, na osnovu utvrđenog perioda se može definisati skup D koji predstavlja skup radnih dana u periodu akcije, odnosno skup termina u kojima se akcija može sprovoditi. ~~~ Broj gradova u kojima se sprovodi akcija zavisi od finansijskih i organizacionih mogućnosti Kompanije.)
BAD_LINE_=============================================================
BAD_LINE_M:Since the campaign can be carried out only on work days, a set D can be defined on the basis of the period determined and it will represent the set of work days in the time period of the campaign, i.e., the set of terms in which the campaign can be carried out.
BAD_LINE_M:S obzirom na to da se akcija može sprovoditi samo radnim danima, na osnovu utvrdenog perioda se može definisati skup D koji predstavlja skup radnih dana u periodu akcije, odnosno skup termina u kojima se akcija može sprovoditi.
BAD_LINE_E:Since the campaign can be carried out only on work days, a set D can be defined on the basis of the period determined and it will represent the set of work days in the time period of the campaign, i.e., the set of terms in which the campaign can be carried out. fine the terms (days) in which they are all available.
BAD_LINE_E:S obzirom na to da se akcija može sprovoditi samo radnim danima, na osnovu utvrđenog perioda se može definisati skup D koji predstavlja skup radnih dana u periodu akcije, odnosno skup termina u kojima se akcija može sprovoditi. ~~~ Broj gradova u kojima se sprovodi akcija zavisi od finansijskih i organizacionih mogućnosti Kompanije.
MATCH@M:(This phase is part of operations planning and the major impact upon the solution is made by the participants in the campaign in a given city themselves.===>Ova faza je u domenu operativnog planiranja, a najveci uticaj na rešenje imaju sami ucesnici akcije u konkretnom gradu.)
MATCH@E:(This phase is part of operations planning and the major impact upon the solution is made by the participants in the campaign in a given city themselves.===>Ova faza je u domenu operativnog planiranja, a najveći uticaj na rešenje imaju sami učesnici akcije u konkretnom gradu.)
MATCH@M:(Formally speaking, coordinating can be described in the following way.===>Formalno se koordiniranje može opisati na nacin koji sledi.)
MATCH@E:(D Formally speaking, coordinating can be described in the following way.===>Formalno se koordiniranje može opisati na način koji sledi.)
MATCH@M:(The campaign is carried out in k cities (/=1,...,k) and there are mi participants in each of them.===>Akcija se sprovodi u k gradova (i=1,...,k) i u svakom od njih ucestvuje mi ucesnika.)
MATCH@E:(The campaign is carried out in k cities (i=1,...,k) and there are mi participants in each of them.===>Akcija se sprovodi u k gradova (i=1,...,k) i u svakom od njih učestvuje mi učesnika.)
MATCH@M:(Each of these participants is assigned a set D which represents the set of terms in which the participant is available.===>Svakom od ovih ucesnika dodeljen je skup D koji predstavlja skup termina u kome je dostupan.)
MATCH@E:(Each of these participants is assigned a set Dil, ⊂ilD (i=1,...,n, l=1,...,mi) which represents the set of terms in which the participant is available.===>Svakom od ovih učesnika dodeljen je skup Dil, (i=1,...,n, l=1,...,mi) koji predstavlja skup termina u kome je dostupan.)
MATCH@M:(In order that the campaign should be organized in the i-city, it is necessary that all the mi participants are coordinated, that is, it is necessary to find the set of terms in which they are all available.===>Da bi se u i-tom gradu sprovela akcija dodelji-vanja svitaca, potrebno je uskladiti svih mi ucesnika akcije, odnosno potrebno je naci skup termina u kojima su svi dostupni.)
MATCH@E:(In order that the campaign should be organized in the i-city, it is necessary that all the mi participants are coordinated, that is, it is necessary to find the set of terms in which they are all available.===>Da bi se u i-tom gradu sprovela akcija dodeljivanja svitaca, potrebno je uskladiti svih mi učesnika akcije, odnosno potrebno je naći skup termina u kojima su svi dostupni.)
MATCH@M:(The result of the second phase is the set D which defines a set of terms in which the “firefly” distribution can be organized in the i-city (i=1,...,k).===>Rezultat druge faze je skup D koji predstavlja skup termina u kojima se u i-tom gradu (i=1,...,k) može izvršiti dodeljivanje svitaca.)
MATCH@E:(D il = im I 1= l The result of the second phase is the set Di, i=1,...,k, which defines a set of terms in which the firefly distribution can be organized in the i-city (i=1,...,k). ~~~ 4.3.===>D i ⊂ilD D il D = im I 1= l Rezultat druge faze je skup Di, i=1,...,k, koji predstavlja skup termina u kojima se u i-tom gradu (i=1,...,k) može izvršiti dodeljivanje svitaca. 4.)
MATCH@M:(In the third phase it is necessary that a concrete time schedule be created in which two goals should be achieved: continuity and uniformity in the conduct of the campaign.===>U trecoj fazi je potrebno kreirati konkretan vremenski raspored koji treba da obezbedi dva cilja: kontinuitet i ravnomernost u sprovodenju akcije.)
MATCH@E:(Time schedule of the campaign In the third phase it is necessary that a concrete time schedule be created in which two goals should be achieved: continuity and uniformity in the conduct of the campaign.===>Vremenski raspored sprovođenja akcije U trećoj fazi je potrebno kreirati konkretan vremenski raspored koji treba da obezbedi dva cilja: kontinuitet i ravnomernost u sprovođenju akcije.)
MATCH@M:(We will procede to describe the formal definition of the set goals.===>U nastavku ce biti opisano formalno definisanje postavljenih ciljeva.)
MATCH@E:(We will procede to describe the formal definition of the set goals. ~~~ 4.3.1.===>U nastavku će biti opisano formalno definisanje postavljenih ciljeva. 4.)
MATCH@M:(The continual character of the campaign is reflected in the fact that the “firefly” are distributed in the cities in a relatively equal time intervals in order that the company be permanently present in the media, i.e., that it is reported on continually.===>Kontinuitet akcije se odražava dodelama svitaca u gradovima u približno jednakim vremenskim razmacima, kako bi se obezbedila stalna zastupljenost u medijima, odnosno kontinuirano izveštavanje.)
MATCH@E:(Continuity of the campaign The continual character of the campaign is reflected in the fact that the firefly are distributed in the cities in a relatively equal time intervals in order that the company be permanently present in the media, i.e., that it is reported on continually.===>Kontinuitet sprovođenja akcije Kontinuitet akcije se odražava dodelama svitaca u gradovima u približno jednakim vremenskim razma cima, kako bi se obezbedila stalna zastupljenost u medijima, odnosno kontinuirano izveštavanje.)
MATCH@M:(Let n be a number of elements of the set D, that is, the number of work days in which the campaign can be conducted, and let r be the parametre that represents the desired time interval between two distributions.===>Neka je n broj elemenata skupa D, odnosno broj radnih dana u kojima se može sprovoditi akcija, a r parametar koji predstavlja željeni vremenski razmak izmedu dve dodele.)
MATCH@E:(Let n be a number of elements of the set D, that is, the number of work days in which the campaign can be conducted, and let r be the parametre that represents the desired time interval between two distributions.===>Neka je n broj elemenata skupa D, odnosno broj radnih dana u kojima se može sprovoditi akcija, a r parametar koji predstavlja željeni vremenski razmak između dve dodele.)
MATCH@M:(This problem, known as the system of distinct representatives - SDR, is defined in different ways.===>Ovaj problem, poznat kao sistem razlicitih predstavnika (system of distinct représentatives - SDR) i, definisan je na razlicite nacine.)
MATCH@E:(This problem, known as the system of distinct representatives SDR, Š16Ë and Š17Ë is defined in different ways.===>Ovaj problem, poznat kao sistem različitih predstavnika (system of distinct representatives SDR) Š16Ë i Š17Ë, definisan je na različite načine.)
MATCH@M:(Here it will be defined in accordance with the concrete problem of defining the time schedule for the campaign.===>Ovde ce biti defi-nisan u skladu sa konkretnim problemom odredivanja vremenskog rasporeda sprovodenja akcije.)
MATCH@E:(Here it will be defined in accordance with the concrete problem of defining the time schedule for the campaign.===>Ovde će biti definisan u skladu sa konkretnim problemom određivanja vremenskog rasporeda sprovođenja akcije.)
MATCH@M:(The SDR problem is modified by the requirement that, if possible, the difference between the representatives, or the time interval between two distributions be not more than r.===>SDR problem je modifikovan zahtevom da, ukoliko je moguce, razlika izmedu predstavnika, odnosno vremenski razmak izmedu dve dodele bude najviše .)
MATCH@E:(The SDR problem is modified by the requirement that, if possible, the difference between the representatives, or the time interval between two distributions be not more than r.===>SDR problem je modifikovan zahtevom da, ukoliko je moguće, razlika između predstavnika, odnosno vremenski razmak između dve dodele bude najviše .)
MATCH@M:(This problem is analysed where it got its name, the system of distinct representatives.===>Ovakav problem je razmatran gde je nazvan system of distinct representatives.)
MATCH@E:(This problem is analysed in Š18Ë, where it got its name, the system of distinct representatives.===>Ovakav problem je razmatran u Š18Ë, gde je nazvan system of distinct representatives.)
MATCH@M:(The uniformity is seen in approximately equal number of distributions per term (day) if the initial parametres are such that a number of distributions can (have to) be organized in one day.===>Ravnomernost je izražena približno jednakim brojem dodela u jednom terminu (danu), ukoliko su pocetni parametri takvi da u jednom danu može (mora) da se odigra veci broj dodela svitaca.)
MATCH@E:(4.3.2. ~~~ Uniformity of the campaign The uniformity is seen in approximately equal number of distributions per term (day) if the initial parametres are such that a number of distributions can (have to) be organized in one day.===>Ravnomernost sprovođenja akcije Ravnomernost je izražena približno jednakim brojem dodela u jednom terminu (danu), ukoliko su početni parametri takvi da u jednom danu može (mora) da se odigra veći broj dodela svitaca.)
MATCH@M:(This goal is set because of the condition of a uniform arrangement of organizational capacities.===>Ovaj cilj je postavljen zbog uslova ravnomernog rasporedivanja organizacionih kapaciteta.)
MATCH@E:(This goal is set because of the condition of a uniform arrangement of organizational capacities.===>Ovaj cilj je postavljen zbog uslova ravnomernog raspoređivanja organizacionih kapaciteta.)
MATCH@M:(Let n be the number of elements of the set D, and let p be the parametre that represents the desired number of distributions in one day.===>Neka je n broj elemenata skupa D ap parametar koji predstavlja željeni broj dodela u jednom danu.)
MATCH@E:(Let n be the number of elements of the set D, and let p be the parametre that represents the desired number of distributions in one day.===>Neka je n broj elemenata skupa D a p parametar koji predstavlja željeni broj dodela u jednom danu.)
MATCH@M:(On the basis of a conclusion can be drawn that the largest number of “firefly” distributions in a city in one day can be scheduled in case the number of days n scheduled for the campaign is larger than the number of cities k, that is, in the largest number of p cities when the number of days n for the campaign is smaller than the number of cities k.===>Na osnovu izraza može se zakljuciti da ce se u jednom danu vršiti najviše dodela svitaca u jednom gradu u slucaju kada je broj dana za sprovodenje akcije n veci od broja gradova k, odnosno u najviše p gradova kada je broj dana za sprovodenje akcije n manji od broja gradova k.)
MATCH@E:(On the basis of (5) a conclusion can be drawn that the largest number of firefly distributions in a city in one day can be scheduled in case the number of days n scheduled for the campaign is larger than the number of cities k, that is, in the largest number of p cities when the number of days n for the campaign is smaller than the number of cities k.===>Na osnovu izraza (5) može se zaključiti da će se u jednom danu vršiti najviše dodela svitaca u jednom gradu u slučaju kada je broj dana za sprovođenje akcije n veći od broja gradova k, odnosno u najviše p gradova kada je broj dana za sprovođenje akcije n manji od broja gradova k.)
MATCH@M:(The term plan of the FIREFLY campaign is meant to achieve two goals, as mentioned above.===>Termin planom sprovodenja akcije SVITAC žele se, kako je prethodno opisano, postici dva cilja: kontinuitet i ravnomernost.)
MATCH@E:(Timetabling model formulation The term plan of the FIREFLY campaign is meant to achieve two goals, as mentioned above.===>Formulacija modela određivanja vremenskog rasporeda Termin planom sprovođenja akcije SVITAC žele se, kako je prethodno opisano, postići dva cilja: kontinuitet i ravnomernost.)
BAD_LINE_=============================================================
BAD_LINE_M:The term plan of the FIREFLY campaign is meant to achieve two goals, as mentioned above.
BAD_LINE_M:Termin planom sprovodenja akcije SVITAC žele se, kako je prethodno opisano, postici dva cilja: kontinuitet i ravnomernost.
BAD_LINE_E:Timetabling model formulation The term plan of the FIREFLY campaign is meant to achieve two goals, as mentioned above.
BAD_LINE_E:Formulacija modela određivanja vremenskog rasporeda Termin planom sprovođenja akcije SVITAC žele se, kako je prethodno opisano, postići dva cilja: kontinuitet i ravnomernost.
MATCH@M:(The success in achieving these goals depends on the ratio between the number of days n scheduled for the campaign and the number of cities k, as well as on the available terms in the cities.===>Ispunjenje ovih ciljeva zavisi od odnosa broj dana za sprovodenje akcije i broja gradova , kao i od raspoloživih termina u gradovima.)
MATCH@E:(The success in achieving these goals depends on the ratio between the number of days n scheduled for the campaign and the number of cities k, as well as on the available terms in the cities (Di, i=1,...,k).===>Ispunjenje ovih ciljeva zavisi od odnosa broj dana za sprovođenje akcije i broja gradova , kao i od raspoloživih termina u gradovima (Di, i=1,...,k).)
MATCH@M:(The FIREFLY campaign, however, will be carried out even if it is not possible to achieve the goals entirely, and even if the conditions cannot be satisfied.===>Medutim, akcija SVITAC ce se sprovesti i ako nije moguce u potpunosti ispuniti ciljeve, odnosno i ukoliko nije moguce zadovoljiti uslove.)
MATCH@E:(The FIREFLY campaign, how ever, will be carried out even if it is not possible to achieve the goals entirely, and even if the conditions (3), (4) and (7) cannot be satisfied.===>Međutim, akcija SVITAC će se sprovesti i ako nije moguće u potpunosti ispuniti ciljeve, odnosno i ukoliko nije moguće zadovoljiti uslove (3), (4) i (7).)
MATCH@M:(Hence the problem of timetabling will be modelled by the mathematical model of weighted goal programming (WGP).===>Zbog svega navedenog, problem odredivanja vremenskog rasporeda bice modeliran matematickim modelom težinskog ciljnog programiranja (weighted goal programming) (WGP).)
MATCH@E:(Hence the problem of timetabling will be modelled by the mathematical model of weighted goal programming (WGP) Š20Ë.===>Zbog svega navedenog, problem određivanja vremenskog rasporeda biće modeliran matematičkim modelom težinskog ciljnog programiranja (weighted goal programming) (WGP) Š20Ë.)
MATCH@M:(On the basis of the available data on the cities and the scope of the campaign, the plan was devised for the FIREFLY campaign to be carried out in ten cities in Serbia in 2010.===>Na osnovu raspoloživih podataka o gradovima i opsegu kampanje, napravljen je plan sprovodenja akcije SVITAC u deset gradova Srbije, za 2010. godinu.)
MATCH@E:(Optimization results On the basis of the available data on the cities and the scope of the campaign, the plan was devised for the FIREFLY campaign to be carried out in ten cities in Serbia in 2010.===>Rezultati optimizacije Na osnovu raspoloživih podataka o gradovima i opsegu kampanje, napravljen je plan sprovođenja akcije SVITAC u deset gradova Srbije, za 2010. godinu.)
MATCH@M:(September was the time period for the campaign and three possible scenarios were analysed:===>Za sprovodenje akcije izabran je mesec septembar i razmatrana su tri moguca scenarija:)
MATCH@E:(September was the time period for the campaign and three possible scenarios were analysed: 1.===>Za sprovođenje akcije izabran je mesec septembar i razmatrana su tri moguća scenarija:)
MATCH@M:(We contacted all the participants in the campaign and found out that all of them, with the exception of heads of school directorates, are always available.===>Konataktiranjem svih ucesnika akcije, utvrdeno je da su svi ucesnici, osim nacelnika školskih uprava, uvek raspoloživi.)
MATCH@E:(We contacted all the participants in the campaign and found out that all of them, with the exception of heads of school directorates, are always available.===>Konataktiranjem svih učesnika akcije, utvrđeno je da su svi učesnici, osim načelnika školskih uprava, uvek raspoloživi.)
MATCH@M:(Given that the limiting factor is that of the heads of school directorates availability in the cities in which the FIREFLY campaign will be organized, the data were collected and systematized.===>S obzirom na to da je ogranicavajuci faktor raspoloživost nacelnika školskih uprava u gradovima u kojima ce se akcija Svitac odvijati, izvršeno je prikupljanje i sistematizovanje tih podataka.)
MATCH@E:(Given that the limiting factor is that of the heads of school directorates availability in the cities in which the FIREFLY campaign will be organized, the data were collected and systematized.===>S obzirom na to da je ograničavajući faktor raspoloživost načelnika školskih uprava u gradovima u kojima će se akcija Svitac odvijati, izvršeno je prikupljanje i sistematizovanje tih podataka.)
MATCH@M:(The values in the Table do not present the dates in September, but the ordinal number of the work day in September.===>Vrednosti u tabeli ne predstavljaju datume u septembru, vec redni broj radnog dana u toku septebra.)
MATCH@E:(The values in the Table do not present the dates in September, but the ordinal number of the work day in September.===>Vrednosti u tabeli ne predstavljaju datume u septembru, već redni broj radnog dana u toku septebra.)
MATCH@M:(Both goals are achieved by any of the thre scenarios: the continuity and the uniformity of the campaign.===>U sva tri scenarija zadovoljeni su oba cilja: kontinuitet i ravnomernost sprovodenja akcije.)
MATCH@E:(Solutions to 2nd and 3rd scenarios Both goals are achieved by any of the thre scenarios: the continuity and the uniformity of the campaign.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Both goals are achieved by any of the thre scenarios: the continuity and the uniformity of the campaign.
BAD_LINE_M:U sva tri scenarija zadovoljeni su oba cilja: kontinuitet i ravnomernost sprovodenja akcije.
BAD_LINE_E:Solutions to 2nd and 3rd scenarios Both goals are achieved by any of the thre scenarios: the continuity and the uniformity of the campaign.
BAD_LINE_E:
MATCH@M:(The selection of the scenario to be implemented depends on the communication strategy, or on the identified primary target group of the public, the availability of the media and the coverage of a concrete event.===>Izbor scenarija koji ce biti primenjen zavisi od strategije komunikacije, odnosno: identifikovane primarne ciljne grupe javnosti, raspoloživosti medijskog prostora i planirane medijske pokrivenosti konkretnog dogadaja.)
MATCH@E:(The selection of the scenario to be implemented depends on the communication strategy, or on the identified primary target group of the public, the availability of the media and the coverage of a concrete event.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The selection of the scenario to be implemented depends on the communication strategy, or on the identified primary target group of the public, the availability of the media and the coverage of a concrete event.
BAD_LINE_M:Izbor scenarija koji ce biti primenjen zavisi od strategije komunikacije, odnosno: identifikovane primarne ciljne grupe javnosti, raspoloživosti medijskog prostora i planirane medijske pokrivenosti konkretnog dogadaja.
BAD_LINE_E:The selection of the scenario to be implemented depends on the communication strategy, or on the identified primary target group of the public, the availability of the media and the coverage of a concrete event.
BAD_LINE_E:
MATCH@M:(The paper described the methodology of planning the execution of a socially responsible campaign FIREFLY, with a multiple special event.===>U ovom radu opisana je metodologija planiranja sprovodenja društveno korisne akcije SVITAC, sa višestrukim specijalnim dogadajem.)
MATCH@E:(6. ~~~ Conclusion The paper described the methodology of planning the execution of a socially responsible campaign FIREFLY, with a multiple special event.===>Rešenja 2. i 3. scenarija U ovom radu opisana je metodologija planiranja sprovođenja društveno korisne akcije SVITAC, sa višestrukim specijalnim događajem.)
MATCH@M:(The scope of the campaign is planned to be defined on a strategic level; the executive level is responsible for the coordination of the participants in the campaign, and the operational level is in charge of creating the timetable of the campaign.===>Predvideno je da se na strateškom nivou odreduje opseg akcije, na izvršnom nivou vrši koordinacija ucesnika akcije i na operativnom nivou kreira vremenski raspored sprovode-nja akcije.)
MATCH@E:(The scope of the campaign is planned to be defined on a strategic level; the executive level is responsible for the coordination of the participants in the campaign, and the operational level is in charge of creating the timetable of the campaign.===>Predviđeno je da se na strateškom nivou određuje opseg akcije, na izvršnom nivou vrši koordinacija učesnika akcije i na operativnom nivou kreira vremenski raspored sprovođenja akcije.)
MATCH@M:(The problem of timetabling is modelled by the mathematical model of goal programming which minimizes the deviation from the goal: the continuity and the uniformity of the camaign set for this particular campaign.===>Problem odredivanja vremenskog rasporeda modeliran je matematickim modelom ciljnog programiranja kojim se minimizira odstupanje od ciljeva: kontinuitet i ravnomernost sprovodenja akcije koji su postavljeni za konkretnu akciju.)
MATCH@E:(The problem of timetabling is modelled by the mathematical model of goal programming which minimizes the deviation from the goal: the continuity and the uniformity of the camaign set for this particular campaign.===>Problem određivanja vremenskog rasporeda modeliran je matematičkim modelom ciljnog programiranja kojim se minimizira odstupanje od ciljeva: kontinuitet i ravnomernost sprovođenja akcije koji su postavljeni za konkretnu akciju.)
MATCH@M:(On the basis of the devised WGP model it is possible to simulate different scenarios for the execution of the FIREFLY campaign, and these refer to the scope of the campaign (the number of cities and the time period of the whole campaign).===>Na osnovu formiranog WGP modela, moguce je simulirati razlicite scenarije sprovodenja akcije SVITAC, koji se odnose na: opseg akcije (broj gradova i vremenski period citave akcije).)
MATCH@E:(On the basis of the devised WGP model it is possible to simulate different scenarios for the execution of the FIREFLY campaign, and these refer to the scope of the campaign (the number of cities and the time period of the whole campaign).===>Na osnovu formiranog WGP modela, moguće je simulirati različite scenarije sprovođenja akcije SVITAC, koji se odnose na: opseg akcije (broj gradova i vremenski period čitave akcije).)
MATCH@M:(The possibility of the model implementation is illustrated by the plans of distribution defined for 2010.===>Mogucnost primene modela ilustrovana je planovima do-dele koji su odredeni za 2010. godinu.)
MATCH@E:(The possibility of the model implementation is illustrated by the plans of distribution defined for 2010.===>Mogućnost primene modela ilustrovana je planovima dodele koji su određeni za 2010. godinu.)
MATCH@M:(The model defines the optimum time schedule for the given input data, however, the precondition for the success of the campaign is that the goals are qualitatively set in advance, which is not possible to include in the model itself.===>Model odreduje optimalan vremenski raspored za date ulazne podatke, ali je preduslov uspeha akcije i prethodno kvalitativno postavljanje ciljeva, koje nije moguce ukljuciti u sam model.)
MATCH@E:(The model defines the optimum time schedule for the given input data, however, the precondition for the success of the campaign is that the goals are qualitatively set in advance, which is not possible to include in the model itself.===>Model određuje optimalan vremenski raspored za date ulazne podatke, ali je preduslov uspeha akcije i prethodno kvalitativno postavljanje ciljeva, koje nije moguće uključiti u sam model.)
MATCH@M:(That would ensure not only the efficiency, but also the effectiveness of the campaign.===>Time bi se, osim efikasnosti, obezbedila i efektivnost sprovedene akcije.)
MATCH@E:(That would ensure not only the efficiency, but also the effectiveness of the campaign.===>Time bi se, osim efikasnosti, obezbedila i efektivnost sprovedene akcije.)
MATCH@M:(The concrete effects are reflected in the timing of the campaign, that is, linking the beginning of the campaign with the concrete social situation, the need to specify communication goals for a particular city or region, etc.===>Konkretni efekti se mogu ogledati u: pravovremenosti akcije, odnosno vezivanju pocetka akcije za konkretnu društvenu okolnost., zatim potrebi da se komunikacijski ciljevi specificiraju za konkretan grad ili region i sl.)
MATCH@E:(The concrete effects are reflected in the timing of the campaign, that is, linking the beginning of the campaign with the concrete social situation, the need to specify communication goals for a particular city or region, etc.===>Konkretni efekti se mogu ogledati u: pravovremenosti akcije, odnosno vezivanju početka akcije za konkretnu društvenu okolnost., zatim potrebi da se komunikacijski ciljevi specificiraju za konkretan grad ili region i sl.)
MATCH@M:(In their future work the authors will experiment with different methods and methodologies in solving a given model and explore the possibility of the model implementation in a broader field of integrated marketing communication and management event.===>U daljem radu, autori ce eksperimentisati sa razlicitim metodama i metodologijama za rešavanje postavljenog modela i istraživati mogucnost primene modela na šire oblasti integrisane marketinške komunikacije i menadžment dogadaja.)
MATCH@E:(In their future work the authors will experiment with different methods and methodologies in solving a given model and explore the possibility of the model implementation in a broader field of integrated marketing communication and management event.===>U daljem radu, autori će eksperimentisati sa različitim metodama i metodologijama za rešavanje postavljenog modela i istraživati mogućnost primene modela na šire oblasti integrisane marketinške komunikacije i menadžment događaja.)
MATCH@M:(In addition, the study measures the relationship between the banking service quality and client’s satisfaction.===>Pored toga, u studiji merimo odnos izmedu kvaliteta bankarskih usluga i zadovoljstva klijenata.)
MATCH@E:(In addition, the study measures the relationship between the banking service quality and clients satisfaction.===>Pored toga, u studiji merimo odnos između kvaliteta bankarskih usluga i zadovoljstva klijenata.)
MATCH@M:(The sample of the study includes 325 questionnaires.===>Uzorak na kojem je studija sprovedena obuhvata 325 upitnika.)
MATCH@E:(The sample of the study includes (325) questionnaires.===>Uzorak na kojem je studija sprovedena obuhvata 325 upitnika.)
MATCH@M:(In addition, the findings also show a significant relationship between the client’s satisfaction and the service quality provided.===>Studija je takode pokazala da je odnos izmedu zadovoljstva klijenta i kvaliteta usluge koja mu se pruža veoma znacajan.)
MATCH@E:(In addition, the findings also show a significant relationship between the clients satisfaction and the service quality provided.===>Studija je takođe pokazala da je odnos između zadovoljstva klijenta i kvaliteta usluge koja mu se pruža veoma značajan.)
MATCH@M:(Furthermore, the client’s continuous dealing with banks and their loyalty depends mainly on the understanding of the provided service quality.===>Trajanje saradnje i lojalnost koju klijenti pokazuju banci uglavnom zavisi od shvatanja kvaliteta pružene usluge.)
MATCH@E:(Furthermore, the clients continuous dealing with banks and their loyalty depends mainly on the understanding of the provided service quality.===>Trajanje saradnje i lojalnost koju klijenti pokazuju banci uglavnom zavisi od shvatanja kvaliteta pružene usluge.)
MATCH@M:(In this paper we use the SERVQUAL model in order to measure the service quality that contributes to customer satisfaction and to his loyalty to a bank.===>Za merenje kvaliteta usluge od koga zavisi zadovoljstvo klijenta i njegova lojalnost banci u ovom radu smo koristili SERVQUAL model.)
MATCH@E:(In this paper we use the SERVQUAL model in order to measure the service quality that contributes to customer satisfaction and to his loyalty to a bank.===>Za merenje kvaliteta usluge od koga zavisi zadovoljstvo klijenta i njegova lojalnost banci u ovom radu smo koristili SERVQUAL model.)
MATCH@M:(Since there has been no studies dealin with this topic so far, this one will be very interesting and useful for the banking sector in Libya.===>Pošto do sada nije uradena ni jedna studija u ovoj oblasti, smatramo da ce ovaj rad biti vrlo interesantan i koristan za bankarski sektor u Libiji.)
MATCH@E:(Since there has been no studies dealin with this topic so far, this one will be very interesting and useful for the banking sector in Libya.===>Pošto do sada nije urađena ni jedna studija u ovoj oblasti, smatramo da će ovaj rad biti vrlo interesantan i koristan za bankarski sektor u Libiji.)
MATCH@M:(The topic of this paper is a theoretical and practical analysis of measuring the service quality in the banking sector in Libya.===>Tema ovog rada je teorijska i prakticna analiza merenja kvaliteta usluga u bankarskom sektoru u Libiji.)
MATCH@E:(The topic of this paper is a theoretical and practical analysis of measuring the service quality in the banking sector in Libya.===>Tema ovog rada je teorijska i praktična analiza merenja kvaliteta usluga u bankarskom sektoru u Libiji.)
MATCH@M:(Measuring the quality of banking services is one of the basic indicators of the bank’s quality and it can contribute to the improvement of banking services.===>Merenje kvaliteta bankarskih usluga predstavlja jedan od osnovnih pokazatelja kvaliteta banke i doprinosi poboljšanju bankarskih usluga.)
MATCH@E:(Measuring the quality of banking services is one of the basic indicators of the banks quality and it can contribute to the improvement of banking services.===>Merenje kvaliteta bankarskih usluga predstavlja jedan od osnovnih pokazatelja kvaliteta banke i doprinosi poboljšanju bankarskih usluga.)
MATCH@M:(By using the various tools, advanced tools and modern technology in operations and marketing activities with regard to communications, marketing and information technology, service delivery and completion of marketing operations across multiple devices come to the forefront position of marketing banking services to the various parties through these means.===>Primenom razlicitih instrumenata, naprednih alata i moderne tehnologije u poslovnim i marketinškim aktivnostima, a u sprezi sa komunikacijama, marketinškom i informacionom tehnologijom, pružanje usluga i marketing na razlicite i višestruke nacine izbija u prvi plan aktivnosti kada se radi o marketingu bankarskih usluga razlicitim zainteresovanim stranama.)
MATCH@E:(By using the various tools, advanced tools and modern technology in operations and marketing activities with regard to communications, marketing and information technology, service delivery and completion of marketing operations across multiple devices come to the forefront position of marketing banking services to the various parties through these means.===>Primenom različitih instrumenata, naprednih alata i moderne tehnologije u poslovnim i marketinškim aktivnostima, a u sprezi sa komunikacijama, marketinškom i informacionom tehnologijom, pružanje usluga i marketing na različite i višestruke načine izbija u prvi plan aktivnosti kada se radi o marketingu bankarskih usluga različitim zainteresovanim stranama.)
MATCH@M:(During the past decade, the online service industry has witnessed tremendous growth, much of it spurred by the Internet revolution.===>Delatnost u oblasti pružanja usluga on-line se tokom poslednje decenije razvila u neslucenim razmerama, što je uglavnom posledica revolucije u oblasti interneta.)
MATCH@E:(Introduction During the past decade, the online service industry has witnessed tremendous growth, much of it spurred by the Internet revolution.===>Uvod Delatnost u oblasti pružanja usluga on-line se tokom poslednje decenije razvila u neslućenim razmerama, što je uglavnom posledica revolucije u oblasti interneta.)
MATCH@M:(Especially, the potential of the Web as a commercial medium is widely recognized and the growth in online service industries such as online banking has increased rapidly.===>Potencijali Mreže kao komercijalnog medijuma se sve više prepoznaju i uvažavaju širom sveta što za po-sledicu ima i sve brži rast on-line delatnosti kao što je on-line bankarstvo.)
MATCH@E:(Especially, the potential of the Web as a commercial medium is widely recognized and the growth in online service industries such as online banking has increased rapidly.===>Potencijali Mreže kao komercijalnog medijuma se sve više prepoznaju i uvažavaju širom sveta što za posledicu ima i sve brži rast on-line delatnosti kao što je on-line bankarstvo.)
MATCH@M:(In addition to the Internet companies, traditional organizations are investing huge amounts of money and effort into information systems to provide online services through the Web.===>Pored internet firmi, i tradicionalne kompanije investiraju velike kolicine novca i truda u informacione sisteme kako bi obezbedile on-line usluge preko Mreže.)
MATCH@E:(In addition to the Internet companies, traditional organizations are investing huge amounts of money and effort into information systems to provide online services through the Web.===>Pored internet firmi, i tradicionalne kompanije investiraju velike količine novca i truda u informacione sisteme kako bi obezbedile on-line usluge preko Mreže.)
MATCH@M:(There are many researchers in the world who have been interested in the topic of measuring the service quality.===>U svetu se veliki broj istraživaca bavi merenjem kvaliteta usluga.)
MATCH@E:(There are many researchers in the world who have been interested in the topic of measuring the service quality.===>U svetu se veliki broj istraživača bavi merenjem kvaliteta usluga.)
MATCH@M:(They have approached the topic from different angles bearing in mind the methods for measuring the quality of service, as well as the various relations between the bank employees and customers.===>Oni ovoj temi pristupaju sa razlicitih aspekata imajuci u vidu metode za merenje kvaliteta usluge, razlicite odnose izmedu zaposlenih u banci i klijenata.)
MATCH@E:(They have approached the topic from different angles bearing in mind the methods for measuring the quality of service, as well as the various relations between the bank employees and customers.===>Oni ovoj temi pristupaju sa različitih aspekata imajući u vidu metode za merenje kvaliteta usluge, različite odnose između zaposlenih u banci i klijenata.)
MATCH@M:(All these contribute to the improvement of the service quality level which is meant to meet the customers’ demands.===>Sve ovo doprinosi poboljšanju nivoa kvaliteta usluge u cilju postizanja zahteva klijenata.)
MATCH@E:(All these contribute to the improvement of the service quality level which is meant to meet the customers demands.===>Sve ovo doprinosi poboljšanju nivoa kvaliteta usluge u cilju postizanja zahteva klijenata.)
MATCH@M:(The objective of this paper is to observe whether the service quality of banks in Libya is satisfactory or whether they need to improve it.===>Naš cilj u ovom radu jeste da utvrdimo da li kvalitet usluge u libijskim bankama zadovoljava ili je potrebno da se bankarski sistem dalje usavršava.)
MATCH@E:(The objective of this paper is to observe whether the service quality of banks in Libya is satisfactory or whether they need to improve it.===>Naš cilj u ovom radu jeste da utvrdimo da li kvalitet usluge u libijskim bankama zadovoljava ili je potrebno da se bankarski sistem dalje usavršava.)
MATCH@M:(This paper will be interesting for Libyan banks because it explains how to measure the service quality in the banking system.===>Rezultati ce svakako biti interesantni za libijske banke zato što ce im pokazati kako da izmere kvalitet usluga u bankarskom sistemu.)
MATCH@E:(This paper will be interesting for Libyan banks because it explains how to measure the service quality in the banking system.===>Rezultati će svakako biti interesantni za libijske banke zato što će im pokazati kako da izmere kvalitet usluga u bankarskom sistemu.)
MATCH@M:(The measuring will improve their operations and attract more customers to their services.===>Ova merenja ce im pomoci da poboljšaju uslugu i privuku veci broj korisnika.)
MATCH@E:(The measuring will improve their operations and attract more customers to their services.===>Ova merenja će im pomoći da poboljšaju uslugu i privuku veći broj korisnika.)
MATCH@M:(In this paper we use the SERVQUAL model and its five elements to show how the service quality can be measured.===>Za merenje kvaliteta usluge u radu koristimo SERVQUAL model i njegovih pet elemenata.)
MATCH@E:(In this paper we use the SERVQUAL model and its five elements to show how the service quality can be measured.===>Za merenje kvaliteta usluge u radu koristimo SERVQUAL model i njegovih pet elemenata.)
MATCH@M:(The measuring of service quality is contemporary in the world and in our analysis we will follow the various activities in the contemporary trends in line with the current era and its variables.===>Merenje kvaliteta usluge predstavlja savremen pristup u svetu i tokom naše analize praticemo razlicite aktivnosti u modernim trendovima danas i u svim varijetetima.)
MATCH@E:(The measuring of service quality is contemporary in the world and in our analysis we will follow the various activities in the contemporary trends in line with the current era and its variables.===>Merenje kvaliteta usluge predstavlja savremen pristup u svetu i tokom naše analize pratićemo različite aktivnosti u modernim trendovima danas i u svim varijetetima.)
MATCH@M:(Intensifying competition and rapid deregulation have led many service and retail businesses to seek profitable ways to differentiate themselves.===>Sve veca konkurencija i ubrzana deregulacija navele su mnoge uslužne firme i firme koje rade sa stanovništvom da traže profitabilne nacine da se istaknu u odnosu na konkurente.)
MATCH@E:(Intensifying competition and rapid deregulation have led many service and retail businesses to seek profitable ways to differentiate themselves.===>Sve veća kon kurencija i ubrzana deregulacija navele su mnoge uslužne firme i firme koje rade sa stanovništvom da traže profitabilne načine da se istaknu u odnosu na konkurente.)
MATCH@M:(One strategy that has been related to success in these businesses is the delivery of high service quality and its measurement.===>Jedna od strategija koja ovim firmama pomaže da postignu uspeh jeste pružanje visokokvalitetne usluge i merenje te usluge.)
MATCH@E:(One strategy that has been related to success in these businesses is the delivery of high service quality and its measurement.===>Jedna od strategija koja ovim firmama pomaže da postignu uspeh jeste pružanje visokokvalitetne usluge i merenje te usluge.)
MATCH@M:(This will be of great importance for the Libyan banking sector.===>Za bankarski sektor u Libiji ovo ce biti od velike važnosti.)
MATCH@E:(This will be of great importance for the Libyan banking sector.===>Za bankarski sektor u Libiji ovo će biti od velike važnosti.)
MATCH@M:(SERVQUAL model is used here as the optimum one for measuring the quality of services.===>SERVQUAL model je primenjen kao optimalni model za merenje kvaliteta usluge.)
MATCH@E:(SERVQUAL model is used here as the optimum one for measuring the quality of services.===>SERVQUAL model je primenjen kao optimalni model za merenje kvaliteta usluge.)
MATCH@M:(The starting hypothesis was that SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels.===>Polazna hipoteza bila je da se SERVQUAL model može prilagoditi tako da meri kvalitet usluge u bankarskom sektoru, primenom i konvencionalnih i elektronskih kanala.)
MATCH@E:(The starting hypothesis was that SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels.===>Polazna hipoteza bila je da se SERVQUAL model može prilagoditi tako da meri kvalitet usluge u bankarskom sektoru, primenom i konvencionalnih i elektronskih kanala.)
MATCH@M:(Also, the paper analyzes the hypotheses that the quality of services in the banking sector will affect the processes of providing services, consumer experience and the results of services provided, as well as that there is a difference in the level of banking services quality as perceived by consumers, depending on the age of the consumers and the number of years of bank’s operations.===>U radu tako-de analiziramo hipotezu da ce kvalitet usluga u bankarskom sektoru uticati na procese pružanja usluga, na iskustvo klijenata i na rezultate pruženih usluga; isto tako, i da postoji razlika u nivou bankarskih usluga kako ih vide klijenti, a u zavisnosti od starosnog doba klijenata i od broja godina koliko banka posluje.)
MATCH@E:(Also, the paper analyzes the hypotheses that the quality of services in the banking sector will affect the processes of providing services, consumer experience and the results of services provided, as well as that there is a difference in the level of banking services quality as perceived by consumers, depending on the age of the consumers and the number of years of banks operations.===>U radu takođe analiziramo hipotezu da će kvalitet usluga u bankarskom sektoru uticati na procese pružanja usluga, na iskustvo klijenata i na rezultate pruženih usluga; isto tako, i da postoji razlika u nivou bankarskih usluga kako ih vide klijenti, a u zavisnosti od starosnog doba klijenata i od broja godina koliko banka posluje.)
MATCH@M:(It is highlighted in the paper that SERVQUAL method describes the service quality as the discrepancy between consumers’ expectations for a service offered and the consumers’ perceptions of the service received, requiring respondents to answer questions about both their expectations and their perceptions.===>U radu naglašavamo da SERVQUAL model opisuje kvalitet usluge kao razliku izmedu toga kako klijent ocekuje da dobije uslugu i njegovog videnja o tome kako mi je usluga pružena, i ispitanike smo zamolili da odgovore na pitanja koje su obuhvatila kako njihova ocekivanja, tako i njihova videnja.)
MATCH@E:(It is highlighted in the paper that SERVQUAL method describes the service quality as the discrepancy between consumers expectations for a service offered and the consumers perceptions of the service received, requiring respondents to answer questions about both their expectations and their perceptions.===>U radu naglašavamo da SERVQUAL model opisuje kvalitet usluge kao razliku između toga kako klijent očekuje da dobije uslugu i njegovog viđenja o tome kako mi je usluga pružena, i ispitanike smo zamolili da odgovore na pitanja koje su obuhvatila kako njihova očekivanja, tako i njihova viđenja.)
MATCH@M:(For the purposes of the research, SERVQUAL model was used to assess the quality of banking services.===>Za potrebe ovog rada, za ocenu kvaliteta bankarskih usluga koristili smo model SERVQUAL.)
MATCH@E:(For the purposes of the research, SERVQUAL model was used to assess the quality of banking services.===>Za potrebe ovog rada, za ocenu kvaliteta bankarskih usluga koristili smo model SERVQUAL.)
MATCH@M:(The scale decomposes the notion of service quality into five constructs, as follows: tangibles - physical facilities, equipment, staff appearance, reliability - ability to perform service dependably and accurately, responsiveness - willingness to help and respond to customers’ needs, assurance - ability of staff to inspire confidence and trust, empathy - the extent to which a caring individualized service is given.===>Skala razlaže pojam kvaliteta usluge na pet konstrukata, i to: materijalni - fizicke objekte, opremu, izgled osoblja; pouzdanost - sposobnost da se usluga obezbedi na odgovoran nacin i precizno; predusretljivost - spremnost da pomognu i zadovolje zahteve klijenata; sigurnost - sposobnost osoblja da izazove poverenje i empatija - nivo do kog se pojedincu posvecuje pažnja prilikom pružanja usluge.)
MATCH@E:(The scale decomposes the notion of service quality into five constructs, as follows: tangibles - physical facilities, equipment, staff appearance, reliability - ability to perform service dependably and accurately, responsiveness - willingness to help and respond to customers needs, assurance - ability of staff to inspire confidence and trust, empathy - the extent to which a caring individualized service is given.===>Skala razlaže pojam kvali teta usluge na pet konstrukata, i to: materijalni fizičke objekte, opremu, izgled osoblja; pouzdanost sposobnost da se usluga obezbedi na odgovoran način i precizno; predusretljivost spremnost da pomognu i zadovolje zahteve klijenata; sigurnost sposobnost osoblja da izazove poverenje i empatija nivo do kog se pojedincu posvećuje pažnja prilikom pružanja usluge.)
MATCH@M:(Firstly, in writing this study we used the literature written in Arabic.===>Na prvom mestu cemo naglasiti da smo prilikom izrade ove studije koristili literaturu na arapskom jeziku.)
MATCH@E:(Literature review Firstly, in writing this study we used the literature written in Arabic.===>Pregled literature Na prvom mestu ćemo naglasiti da smo prilikom izrade ove studije koristili literaturu na arapskom jeziku.)
MATCH@M:(The first author that was quoted was Abu Moammar Fares who analysed the role of banking in investments in Palestine.===>Prvi autor koga navodimo je Abu Moammar Fares koji je analizirao ulogu bankarstva u investiranju u Palestini.)
MATCH@E:(The first author that was quoted was Abu Moammar Fares who analysed the role of banking in investments in Palestine (2002).===>Prvi autor koga navodimo je Abu Moammar Fares koji je analizirao ulogu bankarstva u investiranju u Palestini (2002).)
MATCH@M:(The next researcher was Al Jamal Ganam who researched into the consumers’ perception of the quality of banking services in Jordan.===>Naredni istraživac je Al Jamal Ga-nam koji je proucavao kako klijenti percipiraju kvali-tet bankarskih usluga u Jordanu.)
MATCH@E:(The next researcher was Al Jamal Ganam who researched into the consumers perception of the quality of banking services in Jordan (1992).===>Naredni istraživač je Al Jamal Ganam koji je proučavao kako klijenti percipiraju kvalitet bankarskih usluga u Jordanu (1992).)
MATCH@M:(The group of authors did research about the impact of client motivation to stay loyal to commercial banks in Jordan.===>Grupa autora proucavala je uticaj motivisanosti klijenata da ostanu loja-ni komercijalnim bankama u Jordanu.)
MATCH@E:(The group of authors (Haddad, Shafiq, Mahfouz, Joda) did research about the impact of client motivation to stay loyal to commercial banks in Jordan (2003).===>Grupa autora (Haddad, Shafiq, Mahfouz, Joda) proučavala je uticaj motivisanosti klijenata da ostanu lojani komercijalnim bankama u Jordanu (2003).)
MATCH@M:(Alhosun Mohamed Farid also examined the perceived quality of banking services - a field study to test the determinants and models used in the measurement.===>Alhosun Mohamed Farid je takode ispitivao videnje kvaliteta bankarske usluge - uradio je studiju neposredno na terenu i tako testirao determinante i modele prime-njene u merenju.)
MATCH@E:(Alhosun Mohamed Farid also examined the perceived quality of banking services - a field study to test the determinants and models used in the measurement (1994).===>Alhosun Mohamed Farid je takođe ispitivao viđenje kvaliteta bankarske usluge uradio je studiju neposredno na terenu i tako testirao determinante i modele primenjene u merenju (1994).)
MATCH@M:(A survey of bank customers about the services offered by banks operating on the territory of the Palestinian National Authority was studied by Nabil Kocaeli and this is also used in this study.===>Nabil Kocaeli je napravio pregled videnja klijenata banaka koje rade na teritoriji koju pokriva Nacionalna vlast Palestine, a u vezi sa ponudenim uslugama i prikazao ga u svojoj studiji.)
MATCH@E:(A survey of bank customers about the services offered by banks operating on the territory of the Palestinian National Authority was studied by Nabil Kocaeli and this is also used in this study (1998).===>Nabil Kocaeli je napravio pregled viđenja klijenata banaka koje rade na teritoriji koju pokriva Nacionalna vlast Palestine, a u vezi sa ponuđenim uslugama i prikazao ga u svojoj studiji (1998).)
MATCH@M:(Also used in this paper is the study of Fallit Holud which deals with the impact of banking facilities on various sectors of economy - a study applied to banks operating in Palestine.===>U radu se navodi i studija o uticaju bankarskih usluga na razlicite sektore privrede - studija o bankama koje posluju u Palestini, a ciji je autor Fallit Holud.)
MATCH@E:(Also used in this paper is the study of Fallit Holud which deals with the impact of banking facilities on various sectors of economy - a study applied to banks operating in Palestine (2004).===>U radu se navodi i studija o uticaju bankarskih usluga na različite sektore privrede studija o bankama koje posluju u Palestini, a čiji je autor Fallit Holud (2004).)
MATCH@M:(This literature was mostly applied to Jordan and Palestine, but because the conditions of banking sector are very similar to the Libyan banking sector, the authors have found them relevant for this topic.===>Sva ova literatura uglavnom se odnosi na Jordan i Palestinu, ali, pošto su uslo-vi u bankarskom sektoru ovih zemalja veoma slicni bankarskom sektoru u Libiji, smatrali smo ih relevantnim za ovu temu.)
MATCH@E:(This literature was mostly applied to Jordan and Palestine, but because the conditions of banking sector are very similar to the Libyan banking sector, the authors have found them relevant for this topic.===>Sva ova literatura uglavnom se odnosi na Jordan i Palestinu, ali, pošto su uslovi u bankarskom sektoru ovih zemalja veoma slični bankarskom sektoru u Libiji, smatrali smo ih relevantnim za ovu temu.)
MATCH@M:(The literature that was also used in this study was the literature written by European and American authors.===>U ovoj studiji smo koristili i literaturu koju su pisali autori iz Evrope i SAD.)
MATCH@E:(The literature that was also used in this study was the literature written by European and American authors.===>U ovoj studiji smo koristili i literaturu koju su pisali autori iz Evrope i SAD.)
MATCH@M:(A reexamination and extension of measuring service quality was tested by J.J. Cronin and Taylor and therefore the authors found it very useful.===>Ponovljeno ispitivanje i proširenje merenja kvaliteta usluge sproveli su J.J. Cronin i Taylor, tako da smo i ovaj rad smatrali vrlo korisnim.)
MATCH@E:(A reexamination and extension of measuring service quality was tested by J.J. Cronin and Taylor (1992) and therefore the authors found it very useful.===>Ponovljeno ispitivanje i proširenje merenja kvaliteta usluge sproveli su J.J. Cronin i Taylor (1992), tako da smo i ovaj rad smatrali vrlo korisnim.)
MATCH@M:(An evaluation of SERVQUAL scale in a retailing setting was done in the USA by Finn and Lamb.===>Evaluaciju SERVQUAL skale u poslovanju sa stanovništvom u SAD sproveli su Finn i Lamb.)
MATCH@E:(An evaluation of SERVQUAL scale in a retailing setting was done in the USA by Finn and Lamb (1991).===>Evaluaciju SERVQUAL skale u poslovanju sa stanovništvom u SAD sproveli su Finn i Lamb (1991).)
MATCH@M:(Another study about a service quality model and its marketing implications was done by C. Gronroos in 1984.===>Jednu studiju o modelu kvaliteta usluge uradio je C. Gronroos 1984. godine.)
MATCH@E:(Another study about a service quality model and its marketing implications was done by C. Grönroos in 1984.===>Jednu studiju o modelu kvaliteta usluge uradio je C. Grönroos 1984. godine.)
MATCH@M:(The study about the measuring of perceived service quality at the UAE commercial banks done by N. Jabnoun and H. Al-Tamimi was consulted when doing this research.===>U radu smo konsul-tovali i studiju o merenju percepcije kvaliteta usluge u komercijalnim bankama UAE ciji su autori N. Jab-noun i H. Al-Tamimi.)
MATCH@E:(The study about the measuring of perceived service quality at the UAE commercial banks done by N. Jabnoun and H. Al-Tamimi (2002) was consulted when doing this research.===>U radu smo konsultovali i studiju o merenju percepcije kvaliteta usluge u komercijalnim bankama UAE čiji su autori N. Jabnoun i H. Al-Tamimi (2002).)
MATCH@M:(It described the impact of technology on service delivery.===>U njemu se opisuje uticaj tehnologije na pružanje usluge.)
MATCH@E:(It described the impact of technology on service delivery.===>U njemu se opisuje uticaj tehnologije na pružanje usluge.)
MATCH@M:(A comparison of customer expectations and perceptions was made by Kangis, P. and Voukelatos,V. and this can be directly applied to the banking sector in Libya.Some researchers from Singapore examined the measuring service quality in Singapore’s retail banking.===>Ocekivanja klijenata i njihovo videnje dobijene usluge proucavali su Kangis, P. i Voukelatos, V. i ovaj rad se može direktno primeniti na bankarski sektor u Libiji. Neki naucnici iz Singapura ta-kode su proucavali i merili kvalitet usluge u poslovanju banaka sa stanovništvom.)
MATCH@E:(A comparison of customer expectations and perceptions was made by Kangis, P. and Voukelatos,V. (1997) and this can be directly applied to the banking sector in Libya.Some researchers from Singapore examined the measuring service quality in Singapores retail banking.===>Očekivanja klijenata i njihovo viđenje dobijene usluge proučavali su Kangis, P. i Voukelatos, V. (1997) i ovaj rad se može direktno primeniti na bankarski sektor u Libiji. ~~~ Neki naučnici iz Singapura takođe su proučavali i merili kvalitet usluge u poslovanju banaka sa stanovništvom.)
MATCH@M:(These researchers are Kwan and Lee.===>To su Kwan i Lee.)
MATCH@E:(These researchers are Kwan and Lee (1994).===>To su Kwan i Lee (1994).)
MATCH@M:(Service quality perspectives and satisfaction in private banking was examined by Lassar, Manolis and Winsor.===>Perspektive kvaliteta usluge i zadovoljstvo klijenata u privatnom bankarstvu istraživali su Lassar, Manolis i Winsor.)
MATCH@E:(Service quality perspectives and satisfaction in private banking was examined by Lassar, Manolis and Winsor in 2000.===>Perspektive kvaliteta usluge i zadovoljstvo klijenata u privatnom bankarstvu istraživali su Lassar, Manolis i Winsor 2000. godine.)
MATCH@M:(Customer’ perceptions of service quality in financial institutions in the paper are noted as quite relevant, according to a research by Leblanc and Nguyen.===>U istraživanju koje su sproveli Leblanc i Nguyen, percepcija klijenata u vezi sa kvalitetom usluge u finansijskim institucijama ocenjena je kao veoma znacajna.)
MATCH@E:(Customer perceptions of service quality in financial institutions in the paper are noted as quite relevant, according to a research by Leblanc and Nguyen (1988).===>U istraživanju koje su sproveli Leblanc i Nguyen (1988), percepcija klijenata u vezi sa kvalitetom usluge u finansijskim institucijama ocenjena je kao veoma značajna.)
MATCH@M:(A serious research done by Lewis, R.C. and Booms, B.H. dealt with the market aspects of service quality.===>Znacajno istraživanje koje su sproveli Lewis, R.C. i Booms, B.H. bavilo se tržišnim aspektima kvaliteta usluge.)
MATCH@E:(A serious research done by Lewis, R.C. and Booms, B.H. (1983) dealt with the market aspects of service quality.===>Značajno istraživanje koje su sproveli Lewis, R.C. i Booms, B.H. (1983) bavilo se tržišnim aspektima kvaliteta usluge.)
MATCH@M:(In order to deal with the service quality we need to understand it and to always keep improving it.===>Da bismo se bavili kvalitetom usluge, potrebno je da ga dobro shvatimo i da ga stalno usavršavamo.)
MATCH@E:(In order to deal with the service quality we need to understand it and to always keep improving it.===>Da bismo se bavili kvalitetom usluge, potrebno je da ga dobro shvatimo i da ga stalno usavršavamo.)
MATCH@M:(This was pointed out by Parasuraman, A. and V. Zeithaml.===>To naglašavaju Parasuraman, A. i V. Zeithaml.)
MATCH@E:(This was pointed out by Parasuraman, A. and V. Zeithaml (2006).===>To naglašavaju Parasuraman, A. i V. Zeithaml (2006).)
MATCH@M:(The same authors dealt with a conceptual model of service quality and its implications for future research.===>Isti autori bavili su se konceptualnim modelom kvaliteta usluge i njegovim implikacijama na buduca istraživanja.)
MATCH@E:(The same authors dealt with a conceptual model of service quality and its implications for future research (1985).===>Isti autori bavili su se konceptualnim modelom kvaliteta usluge i njegovim implikacijama na buduća istraživanja (1985).)
MATCH@M:(Finally, quality attributes and choice behavior were analyzed by Richard M. D. and A. W. Allaway.===>Konacno, atribute kvaliteta i obrasce ponašanja analizirali su Richard, M.D. i A.W. Allaway.)
MATCH@E:(Finally, quality attributes and choice behavior were analyzed by Richard M. D. and A. W. Allaway (1993).===>Konačno, atribute kvaliteta i obrasce ponašanja analizirali su Richard, M.D. i A.W. Allaway (1993).)
MATCH@M:(Jednak S. and Kragulj D. in paper “Economy based on knowledge - base for economic growth and development”, published in tha Management journal, highlighted that economy development is a complex social process.===>Jednak, S. i Kragulj, D. u svom radu „Ekonomija zasnovana na znanju - osnova ekonomskog rasta i razvoja“, objavljenom u casopisu Management, naglašavaju da privredni razvoj predstavlja složen društveni proces.)
MATCH@E:(Jednak S. and Kragulj D. (2010), in paper Economy based on knowledge base for economic growth and development, published in tha Management journal, highlighted that economy development is a complex social process.===>Jednak, S. i Kragulj, D. (2010) u svom radu Ekonomija zasnovana na znanju osnova ekonomskog rasta i razvoja, objavljenom u časopisu Management, naglašavaju da privredni razvoj predstavlja složen društveni proces.)
MATCH@M:(By determining tha impact factors on economy development and growth in different countries, they maintained that knowledge and experience can improve economy in other countries in the development process.===>Odredili su faktore uticaja na razvoj i rast privrede u razlicitim zemljama i pokazali da znanjem i iskustvom mogu da se unaprede i privrede drugih zemalja u razvoju.)
MATCH@E:(By determining tha impact factors on economy development and growth in different countries, they maintained that knowledge and experience can improve economy in other countries in the development process.===>Odredili su faktore uticaja na razvoj i rast privrede u različitim zemljama i pokazali da znanjem i iskustvom mogu da se unaprede i privrede drugih zemalja u razvoju.)
MATCH@M:(Traditional determinants are work, capital and technology.===>Tradicionalne odrednice su rad, kapital i tehnologija.)
MATCH@E:(Traditional determinants are work, capital and technology.===>Tradicionalne odrednice su rad, kapital i tehnologija.)
MATCH@M:(Today, knowledge is pointed as an important factor of economy growth and development.===>Danas se znanje istice kao znacajan faktor privrednog rasta i razvoja.)
MATCH@E:(Today, knowledge is pointed as an important factor of economy growth and development.===>Danas se znanje ističe kao značajan faktor privrednog rasta i razvoja.)
MATCH@M:(The goal of the European Union countries is the development of new economy, based on knowledge, as well as of new technologies.===>Cilj zemalja Evropske unije jeste razvoj nove ekonomije, zasnovane na znanju, i razvoj novih tehnologija.)
MATCH@E:(The goal of the European Union countries is the development of new economy, based on knowledge, as well as of new technologies.===>Cilj zemalja Evropske unije jeste razvoj nove ekonomije, zasnovane na znanju, i razvoj novih tehnologija.)
MATCH@M:(Malesevic V. also pubished in Management journal, points out that the 21st century environment requires management teams to respond to the challenge in the management processes, the strategic management planning and the human resources management.===>Malesevic, V. takode u casopisu Management, naglašava da okruženje u 21. veku zahteva od menadžerskih timova da odgovore na izazove u procesima upravljanja, u planiranju u strategijskom menadž-mentu i u upravljanju ljudskim resursima.)
MATCH@E:(Malesevic V. (2010), also pubished in Management journal, points out that the 21st century environment requires management teams to respond to the challenge in the management processes, the strategic management planning and the human resources management.===>Malesević, V. (2010), takođe u časopisu Management, naglašava da okruženje u 21. veku zahteva od menadžerskih timova da odgovore na izazove u procesima upravljanja, u planiranju u strategijskom menadžmentu i u upravljanju ljudskim resursima.)
MATCH@M:(Modic D., Grivec M. analyzed e-trade, as a necessity.===>Modic, D., Grivec, M. analiziraju e-trgovinu kao neophodnost današnjice.)
MATCH@E:(Modic D., Grivec M. (2009) analyzed e-trade, as a necessity.===>Modic, D., Grivec, M. (2009) analiziraju e-trgovinu kao neophodnost današnjice.)
MATCH@M:(In this paper, published in tha Management journal they claim that e-trade, as well as e- banking and e-marketing have to be a social responsibility.===>U ovom radu objavljenom u casopisu Management, naglašava se da e-trgo-vina, kao i e-bankarstvo i e-marketing treba da predstavljaju društvenu odgovornost.)
MATCH@E:(In this paper, published in tha Management journal they claim that e-trade, as well as e- banking and e-marketing have to be a social responsibility.===>U ovom radu objavljenom u časopisu Management, naglašava se da e-trgovina, kao i e-bankarstvo i e-marketing treba da predstavljaju društvenu odgovornost.)
MATCH@M:(SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels.===>SERVQUAL model se može prilagoditi tako da meri kvalitet usluge u bankarskom sektoru primenom konvencionalnih i elektronskih kanala.)
MATCH@E:(Research Hypothesis 1) SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels.===>Hipoteze u istraživanju SERVQUAL model se može prilagoditi tako da meri kvalitet usluge u bankarskom sektoru primenom konvencionalnih i elektronskih kanala.)
MATCH@M:(The quality of service in the banking sector will affect the processes of providing services, customer experience and the results of services provided.===>Kvalitet usluge u bankarskom sektoru imace uticaj na procese pružanja usluga, iskustvo klijenata i rezultate pruženih usluga.)
MATCH@E:(2) The quality of service in the banking sector will affect the processes of providing services, customer experience and the results of services provided.===>Kvalitet usluge u bankarskom sektoru imaće uticaj na procese pružanja usluga, iskustvo klijenata i rezultate pruženih usluga.)
MATCH@M:(There is a difference in the level of quality banking services as perceived by consumers, depending on the age and years of experience of the bank.===>Postoji razlika u poimanju nivoa kvaliteta bankarskih usluga medu klijentima u zavisnosti od njihovog starosnog doba i godina poslovanja banke.)
MATCH@E:(3) There is a difference in the level of quality banking services as perceived by consumers, depending on the age and years of experience of the bank.===>Postoji razlika u poimanju nivoa kvaliteta bankarskih usluga među klijentima u zavisnosti od njihovog starosnog doba i godina poslovanja banke.)
MATCH@M:(The research sample consists of eighteen selected banks chosen on the basis of their status as community banks in Tripoli, Libya.===>Uzorak u ovom istraživanju obuhvata osamnaest banaka izabranih na osnovu njihovog statusa kao komunalnih banka u Tripoliju u Libiji.)
MATCH@E:(Methodology of research The research sample consists of eighteen selected banks chosen on the basis of their status as community banks in Tripoli, Libya.===>Metodologija istraživanja Uzorak u ovom istraživanju obuhvata osamnaest banaka izabranih na osnovu njihovog statusa kao komunalnih banka u Tripoliju u Libiji.)
MATCH@M:(The questionnaire was distributed in January 2011 through banks operating in the region of Tripoli, where data were collected and then discharged and analyzed.===>Upitnik smo podeli-li ispitanicima u januaru 2011. godine posredstvom banaka koje posluju u oblasti Tripolija, gde su podaci i prikupljeni, a onda obradeni i analizirani.)
MATCH@E:(The questionnaire was distributed in January 2011 through banks operating in the region of Tripoli, where data were collected and then discharged and analyzed.===>Upitnik smo podelili ispitanicima u januaru 2011. godine posredstvom banaka koje posluju u oblasti Tripolija, gde su podaci i prikupljeni, a onda obrađeni i analizirani.)
MATCH@M:(The study population consists of customers of commercial banks operating in Libya’s (18) commercial banks, and included customers of commercial banks located in the Tripoli area only and did not include customers of commercial banks in the rest of the country.===>Studija je obuhvatila populaciju klijenata koji posluju sa komercijalnim bankama u Libiji (18), i to klijenata komercijalnih banaka iskljucivo u oblasti Tripolija, ne i drugih komercijalnih banaka u drugim oblastima.)
MATCH@E:(The study population consists of customers of commercial banks operating in Libyas (18) commercial banks, and included customers of commercial banks located in the Tripoli area only and did not include customers of commercial banks in the rest of the country.===>Studija je obuhvatila populaciju klijenata koji posluju sa komercijalnim bankama u Libiji (18), i to klijenata komercijalnih banaka isključivo u oblasti Tripolija, ne i drugih komercijalnih banaka u drugim oblastima.)
MATCH@M:(Each of the eighteen banks was asked to complete the banker’s questionnaire, and return it directly to the researcher.===>Svaku od ovih osamnaest banaka zamolili smo da popuni bankarski upitnik i da ga vrati direktno osobama koje sprovode istraživanje.)
MATCH@E:(Each of the eighteen banks was asked to complete the bankers questionnaire, and return it directly to the researcher.===>Svaku od ovih osamnaest banaka zamolili smo da popuni bankarski upitnik i da ga vrati direktno osobama koje sprovode istraživanje.)
MATCH@M:(Subsequently, the bank was asked to distribute those questionnaires to their customer.===>Zatim smo svaku banku zamolili da podeli ove upitnike svojim klijentima.)
MATCH@E:(Subsequently, the bank was asked to distribute those questionnaires to their customer.===>Zatim smo svaku banku zamolili da podeli ove upitnike svojim klijentima.)
MATCH@M:(Normally, more important to the research is the number of customers and that eventually amounted to 325.===>Za ovo istraživanje ipak je mnogo važniji broj klijenata, a njih je na kraju bilo 325.)
MATCH@E:(Normally, more important to the research is the number of customers and that eventually amounted to 325.===>Za ovo istraživanje ipak je mnogo važniji broj klijenata, a njih je na kraju bilo 325.)
MATCH@M:(The banks were not randomly selected, they were chosen because they had a number of customers of different backgrounds.===>Banke nismo birali slucajnim uzorkom, vec zato što imaju klijente razlicitog porekla i statusa.)
MATCH@E:(The banks were not randomly selected, they were chosen because they had a number of customers of different backgrounds.===>Banke nismo birali slučajnim uzorkom, već zato što imaju klijente različitog porekla i statusa.)
MATCH@M:(The questionnaires were distributed to banks personally.===>Upitnike smo bankama dostavili licno.)
MATCH@E:(The questionnaires were distributed to banks personally.===>Upitnike smo bankama dostavili lično.)
MATCH@M:(Then, after the executives agreed to distribute them to their customers, they were shared among them.===>Ispitanicima su podelje-ni sa odobrenjem direkrora.)
MATCH@E:(Then, after the executives agreed to distribute them to their customers, they were shared among them.===>Ispitanicima su podeljeni sa odobrenjem direkrora.)
MATCH@M:(The executives saw the perspective of this research so they were willing to help.===>Direktori su prepoznali znacaj ovog istraživanja za buduce poslovanje i bili su spremni da pomognu.)
MATCH@E:(The executives saw the perspective of this research so they were willing to help.===>Direktori su prepoznali značaj ovog istraživanja za buduće poslovanje i bili su spremni da pomognu.)
MATCH@M:(After some time we got the feedback from the banks.===>Nakon nekog vremena banke su nam poslale povratnu informaciju.)
MATCH@E:(After some time we got the feedback from the banks.===>Nakon nekog vremena banke su nam poslale povratnu informaciju.)
MATCH@M:(This feedback included the first filled questionnaires and after a certain period of time all 325 questionnaires were delivered to me.===>Poceli su da stižu prvi popunjeni upitnici i posle nekog vremena dobio sam svih 325 upitnika.)
MATCH@E:(This feedback included the first filled questionnaires and after a certain period of time all 325 questionnaires were delivered to me.===>Počeli su da stižu prvi popunjeni upitnici i posle nekog vremena dobio sam svih 325 upitnika.)
MATCH@M:(These questionnaires were used for the purpose of this research.===>Svi su obuhvaceni ovim istraživanjem.)
MATCH@E:(These questionnaires were used for the purpose of this research.===>Svi su obuhvaćeni ovim istraživanjem.)
MATCH@M:(The population of 325 customers was used, of different origin and status in the Libyan society.===>Znaci, obuhvacena je populacija od 325 klijenata, razlicitog porekla i statusa u libijskom društvu.)
MATCH@E:(The population of 325 customers was used, of different origin and status in the Libyan society.===>Znači, obuhvaćena je populacija od 325 klijenata, različitog porekla i statusa u libijskom društvu.)
MATCH@M:(We believe that this contributes to the realistic impression that we can get from this research and that can be used to obtain the high quality of service in Libyan banks.===>Verujemo da ovo samo doprinosi realisticnosti slike koju dobijamo ovim istraživanjem, a ona se može iskoristiti za postizanje višeg kvaliteta usluga u libijskim bankama.)
MATCH@E:(We believe that this contributes to the realistic impression that we can get from this research and that can be used to obtain the high quality of service in Libyan banks.===>Verujemo da ovo samo doprinosi realističnosti slike koju dobijamo ovim istraživanjem, a ona se može iskoristiti za postizanje višeg kvaliteta usluga u libijskim bankama.)
MATCH@M:(The study is based on a set of assumptions which are aimed primarily to determine the impact of e-marketing on the quality of banking services in the commercial banks in Libya, as seen by members of the sample.===>Ova studija se naslanja na skup pretpostavki ciji je prvenstveni cilj da odrede uticaj e-marketinga na kvali-tet bankarskih usluga u komercijalnim bankama u Libiji, sa aspekta ucesnika u ovom uzorku.)
MATCH@E:(Result and Discussion. ~~~ The study is based on a set of assumptions which are aimed primarily to determine the impact of e-marketing on the quality of banking services in the commercial banks in Libya, as seen by members of the sample.===>Rezultati i diskusija Ova studija se naslanja na skup pretpostavki čiji je prvenstveni cilj da odrede uticaj e-marketinga na kvalitet bankarskih usluga u komercijalnim bankama u Libiji, sa aspekta učesnika u ovom uzorku.)
MATCH@M:(The research that we have conducted dealt with the quality of service in the banking sector in Libya.===>Istraživanje koje smo sproveli bavilo se kvalitetom usluga u bankarskom sektoru u Libiji.)
MATCH@E:(The research that we have conducted dealt with the quality of service in the banking sector in Libya.===>Istraživanje koje smo sproveli bavilo se kvalitetom usluga u bankarskom sektoru u Libiji.)
MATCH@M:(The questionnaires were given to 325 customers and they answered different questions that proved the validity of the hypotheses that are put further on in the text.===>Upitnike je dobilo 325 klijenata i od njih se ocekivalo da odgovore na razlicita pitanja kojima je trebalo dokazati validnost hipoteza datih dalje u tekstu.)
MATCH@E:(The questionnaires were given to 325 customers and they answered different questions that proved the validity of the hypotheses that are put further on in the text.===>Upitnike je dobilo 325 klijenata i od njih se očekivalo da odgovore na različita pitanja kojima je trebalo dokazati validnost hipoteza datih dalje u tekstu.)
MATCH@M:(Various aspects of service quality in banks were taken into consideration and therefore this research will serve to help the improvement of SERVQUAL model in Libya.===>Uzeli smo u obzir razlicite aspekte kvaliteta usluga u bankama i stoga ce ovo istraživanje biti od koristi za poboljšanje SERVQUAL modela u Libiji.)
MATCH@E:(Various aspects of service quality in banks were taken into consideration and therefore this research will serve to help the improvement of SERVQUAL model in Libya.===>Uzeli smo u obzir različite aspekte kvaliteta usluga u bankama i stoga će ovo istraživanje biti od koristi za poboljšanje SERVQUAL modela u Libiji.)
MATCH@M:(We measured the service quality by using 22 questions that showed the customer expectations and perceptions of service provided in banks.===>Kvalitet usluga smo merili pomocu 22 pitanja koja su se odnosila na ocekivanja klijenata i na njihovo videnje usluga koje dobijaju u bankama.)
MATCH@E:(We measured the service quality by using 22 questions that showed the customer expectations and perceptions of service provided in banks.===>Kvalitet usluga smo merili pomoću 22 pitanja koja su se odnosila na očekivanja klijenata i na njihovo viđenje usluga koje dobijaju u bankama. ~~~ H1:)
MATCH@M:(H1: SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels.===>H1: SERVQUAL model se može prilagoditi tako da meri kvalitet usluge u bankarskom sektoru primenom konvencionalnih i elektronskih kanala.)
MATCH@E:(H1: SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels.===>SERVQUAL model se može prilagoditi tako da meri kvalitet usluge u bankarskom sektoru primenom konvencionalnih i elektronskih kanala.)
MATCH@M:(To verify the stability of the measurements coefficient alpha was used to indicate the degree of internal consistency between the contents of the scale in each of its dimensions.===>Da bismo proverili stabilnost merenja koristili smo koeficijent alfa da bismo pokazali stepen unutrašnje konzistentnosti izmedu sadržaja skale u svakoj od dimenzija.)
MATCH@E:(To verify the stability of the measurements coefficient alpha was used to indicate the degree of internal consistency between the contents of the scale in each of its dimensions.===>Da bismo proverili stabilnost merenja koristili smo koeficijent alfa da bismo pokazali stepen unutrašnje konzistentnosti između sadržaja skale u svakoj od dimenzija.)
MATCH@M:(It was also used for specific expectations and the actual quality.===>Takode je korišcen i za specificna ocekivanja i za stvarni kvalitet.)
MATCH@E:(It was also used for specific expectations and the actual quality.===>Takođe je korišćen i za specifična očekivanja i za stvarni kvalitet.)
MATCH@M:(The service table shows the results of the correlation of coefficient alpha in the dimension of the expectations and the perceptions.===>Tabela usluga pokazuje korelaciju koeficijenta alfa u dimenziji ocekivanja i videnja (percepcije).)
MATCH@E:(The service table shows the results of the correlation of coefficient alpha in the dimension of the expectations and the perceptions.===>Tabela usluga pokazuje korelaciju koeficijenta alfa u dimenziji očekivanja i viđenja (percepcije).)
MATCH@M:(Table 1 shows that the degree of internal consistency of the contents of the first part of the list.===>Tabela 1 prikazuje stepen unutrašnje konzistentnosti sadržaja u prvom delu liste.)
MATCH@E:(Table 1 shows that the degree of internal consistency of the contents of the first part of the list.===>Tabela 1 prikazuje stepen unutrašnje konzistentnosti sadržaja u prvom delu liste.)
MATCH@M:(The expectations of the clients are located in the acceptable range with the coefficient alpha of 0.71, while the degree of internal consistency of the actual performance is 0.74 .===>Ocekivanja klijenta nalaze se u prihvatljivom rasponu sa vred-nošcu koeficijenta alfa od 0,71, dok stepen unutrašnje konzistentnosti stvarnog ucinka iznosi 0,74.)
MATCH@E:(The expectations of the clients are located in the acceptable range with the coefficient alpha of 0.71, while the degree of internal consistency of the actual performance is 0.74 .===>Očekivanja klijenta nalaze se u prihvatljivom rasponu sa vrednošću koeficijenta alfa od 0,71, dok stepen unutrašnje konzistentnosti stvarnog učinka iznosi 0,74.)
MATCH@M:(This is applicable when measuring the quality of banking services in the Libyan banking sector which will improve its business.===>Ovo se može primeniti kada se meri kvalitet bankarskih usluga u bankarskom sektoru u Libiji i time ce se poboljšati njihovo poslovanje.)
MATCH@E:(This is applicable when measuring the quality of banking services in the Libyan banking sector which will improve its business.===>Ovo se može primeniti kada se meri kvalitet bankarskih usluga u bankarskom sektoru u Libiji i time će se poboljšati njihovo poslovanje.)
MATCH@M:(This hypothesis will serve to obtain a better quality of banking service in Libya which will immensely contribute to this sector.===>Ova hipoteza ce imati uticaja na poboljšanje kvaliteta bankarskih usluga u Libiji, što ce u ogromnoj meri doprineti uspešnosti ovog sektora.)
MATCH@E:(This hypothesis will serve to obtain a better quality of banking service in Libya which will immensely contribute to this sector.===>Ova hipoteza će imati uticaja na poboljšanje kvaliteta bankarskih usluga u Libiji, što će u ogromnoj meri doprineti uspešnosti ovog sektora.)
MATCH@M:(H2: The quality of service in the banking sector will affect the processes of providing services, customer experience and the results of services provided.===>H2: Kvalitet usluge u bankarskom sektoru imace uti-caj na procese pružanja usluga, iskustvo klijenata i rezultate pruženih usluga.)
MATCH@E:(Also, the second hypothesis has been confirmed, the quality of service in the banking sector will affect the processes of providing services, customer experience and the results of services provided.===>Potvrđena je i druga hipoteza kvalitet usluge u bankarskom sektoru ima uticaj na procese pružanja usluga, iskustvo klijenata i rezultate pruženih usluga.)
MATCH@M:(The first part of this hypothesis has been rejected by the researcher because the opposite results have been proved.===>Istraživac je odbacio prvi deo ove hipoteze zato što su dokazani suprotni rezultati.)
MATCH@E:(The first part of this hypothesis has been rejected by the researcher because the opposite results have been proved.===>Istraživač je odbacio prvi deo ove hipoteze zato što su dokazani suprotni rezultati.)
MATCH@M:(The research has shown that customers have the same treatment in banks and that it does not differ depending on age.===>Istraživanje je pokazalo da klijenti uživaju jednak tretman u bankama i da on ne zavisi od njihovog starosnog doba.)
MATCH@E:(The research has shown that customers have the same treatment in banks and that it does not differ depending on age.===>Istraživanje je pokazalo da klijenti uživaju jednak tretman u bankama i da on ne zavisi od njihovog starosnog doba.)
MATCH@M:(The second part of the third hypothesis takes into consideration the age and experience of the bank.===>U drugom delu trece hipoteze posmatra se starost i iskustvo banke.)
MATCH@E:(The second part of the third hypothesis takes into consideration the age and experience of the bank.===>Drugi deo treće hipoteze odnosi se na starost i iskustvo banke.)
BAD_LINE_=============================================================
BAD_LINE_M:The second part of the third hypothesis takes into consideration the age and experience of the bank.
BAD_LINE_M:U drugom delu trece hipoteze posmatra se starost i iskustvo banke.
BAD_LINE_E:The second part of the third hypothesis takes into consideration the age and experience of the bank.
BAD_LINE_E:Drugi deo treće hipoteze odnosi se na starost i iskustvo banke.
MATCH@M:(Some customers prefer more experienced banks because they find them more reliable and confident.===>Neki klijenti se radije opredeljuju za iskusnije banke zato što ih smatraju pouzdanijim i po-verljivijim.)
MATCH@E:(Some customers prefer more experienced banks because they find them more reliable and confident.===>Neki klijenti se radije opredeljuju za iskusnije banke zato što ih smatraju pouzdanijim i poverljivijim.)
MATCH@M:(As it can be seen from the above table all the values of Ca 2 were statistically significant at the level of significance 0.000, which indicates the existence of differences between banks that have more years of experience especially when it comes to working on the level of service quality.===>Kako se vidi iz gornje tabele, sve vrednosti Ca 2 statisticki su znacajne na nivou znacajnosti 0.	000. što pokazuje da postoji razlika izmedu banaka koje imaju više godina iskustva, posebno kada je rec o nivou kvaliteta usluge.)
MATCH@E:(As it can be seen from the above table all the values of Ca 2 were statistically significant at the level of significance 0.000, which indicates the existence of differences between banks that have more years of experience especially when it comes to working on the level of service quality.===>Kako se vidi iz gornje tabele, sve vrednosti Ca 2 statistički su značajne na nivou značajnosti 0,000, što pokazuje da postoji razlika između banaka koje imaju više godina iskustva, posebno kada je reč o nivou kvaliteta usluge.)
MATCH@M:(The researcher agrees with the second part of the Hypothesis 3.===>Istraživac prihvata drugi deo hipoteze 3.)
MATCH@E:(The researcher agrees with the second part of the Hypothesis 3.===>Istraživač prihvata drugi deo hipoteze 3.)
MATCH@M:(There is a need to focus on the strengthening of trust between the bank and its clients.===>Potrebno je posvetiti više pažnje jacanju poverenja izmedu banke i njenih klijenata.)
MATCH@E:(Recommendations There is a need to focus on the strengthening of trust between the bank and its clients. ~~~ 1.===>Preporuke Potrebno je posvetiti više pažnje jačanju poverenja između banke i njenih klijenata. 1.)
MATCH@M:(1.	Listen to customers and receive their complaints and suggestions and speed resolution.===>1.	Saslušajte svoje klijente i prihvatite njihove žalbe i sugestije i ubrzajte odluke.)
MATCH@E:(Listen to customers and receive their complaints and suggestions and speed resolution.===>Saslušajte svoje klijente i prihvatite njihove žalbe i sugestije i ubrzajte odluke. 2.)
MATCH@M:(2.	Pay attention to marketing, banking and explain the policies of the banks to customers.===>2.	Posvetite pažnju marketingu, bankarskom poslovanju i objasnite klijentima politiku banke.)
MATCH@E:(2. ~~~ Pay attention to marketing, banking and explain the policies of the banks to customers. ~~~ 3.===>Posvetite pažnju marketingu, bankarskom poslovanju i objasnite klijentima politiku banke. 3.)
MATCH@M:(3.	Provide information on services offered by banks as well as customer training on the use of them.===>3.	Obezbedite informacije o uslugama koje banka nudi i ponudite klijentima da ih obucite kako da ih koriste.)
MATCH@E:(Provide information on services offered by banks as well as customer training on the use of them. ~~~ 4.===>Obezbedite informacije o uslugama koje banka nudi i ponudite klijentima da ih obučite kako da ih koriste. 4.)
MATCH@M:(4.	Speed up the response to the wishes of customers and their expectations.===>4.	Trudite se da što brže odgovorite na želje i ocekivanja klijenata.)
MATCH@E:(Speed up the response to the wishes of customers and their expectations. ~~~ 5.===>Trudite se da što brže odgovorite na želje i očekivanja klijenata. 5.)
MATCH@M:(5.	There is a need to do practical studies to identify the scale of understanding of customers about banking services.===>5.	Potrebno je sprovesti prakticna istraživanja da bi se saznalo do koje mere klijenti razumeju bankarske usluge.)
MATCH@E:(There is a need to do practical studies to identify the scale of understanding of customers about banking services. ~~~ 6.===>Potrebno je sprovesti praktična istraživanja da bi se saznalo do koje mere klijenti razumeju bankarske usluge. 6.)
MATCH@M:(6.	There is a need to focus on speed and accuracy in providing the service as well as to comply with the promise of being by the client as well as to ensure the absence of records relating to customer errors.===>6.	Potrebno je posvetiti posebnu pažnju brzini i tacno-sti prilikom pružanja usluge i držati se obecanja da ce banka uvek biti uz svog klijenta, kao i ponekad zanemariti podatke koji se odnose na greške klijenta.)
MATCH@E:(There is a need to focus on speed and accuracy in providing the service as well as to comply with the promise of being by the client as well as to ensure the absence of records relating to customer errors. ~~~ 7.===>Potrebno je posvetiti posebnu pažnju brzini i tačnosti prilikom pružanja usluge i držati se obećanja da će banka uvek biti uz svog klijenta, kao i ponekad zanemariti podatke koji se odnose na greške klijenta. 7.)
MATCH@M:(7.	The banks need to focus on achieving the complete satisfaction of customers through the achievement of total customer satisfaction and also focus on the quality of banking service delivery and how to conform with or even exceed customer expectations.===>7.	Treba posebno obratiti pažnju da se postigne potpuno zadovoljstvo klijenata i to putem fokusa na kvalitet pružanja bankarskih usluga i na to kako odgovoriti na pravi nacin ili cak prevazici ocekivanja klijenata.)
MATCH@E:(The banks need to focus on achieving the complete satisfaction of customers through the achievement of total customer satisfaction and also focus on the quality of banking service delivery and how to conform with or even exceed customer expectations. ~~~ 8.===>Treba posebno obratiti pažnju da se postigne potpuno zadovoljstvo klijenata i to putem fokusa na kvalitet pružanja bankarskih usluga i na to kako odgovoriti na pravi način ili čak prevazići očekivanja klijenata. 8.)
MATCH@M:(8.	Banks need to focus on staff training related directly to customers to ensure attention to both aspects of service performance or the final moments of truth during the interaction between the service provider bank and the client.===>8.	Banke treba da se posebno pozabave obukom osoblja koje je u neposrednom kontaktu sa klijentima da bi obezbedile sve aspekte pružanja usluge i konacne „momente istine“ u saradnji izmedu banke kao pruža-oca usluga i klijenta.)
MATCH@E:(Banks need to focus on staff training related directly to customers to ensure attention to both aspects of service performance or the final moments of truth during the interaction between the service provider bank and the client. ~~~ 9.===>Banke treba da se posebno pozabave obukom osoblja koje je u neposrednom kontaktu sa klijentima da bi obezbedile sve aspekte pružanja usluge i konačne momente istine u saradnji između banke kao pružaoca usluga i klijenta. 9.)
MATCH@M:(9.	The government has to use this model in order to improve banking in Libya.===>9.	Vlada treba da primeni ovaj model da bi poboljšala bankarstvo u Libiji.)
MATCH@E:(The government has to use this model in order to improve banking in Libya.===>Vlada treba da primeni ovaj model da bi poboljšala bankarstvo u Libiji.)
MATCH@M:(This will contribute to better service in banks around the country.===>Ovo ce doprineti poboljšanju bankarskih usluga širom zemlje.)
MATCH@E:(This will contribute to better service in banks around the country.===>Ovo će doprineti poboljšanju bankarskih usluga širom zemlje. 10.)
MATCH@M:(10.	As service quality influences the banking service in general, more efforts should be made to improve SERVQUAL.===>10.	Pošto kvalitet usluga utice na bankarsko poslovanje uopšte, treba uciniti više napora na usavršavanju SERVQUAL modela.)
MATCH@E:(10. ~~~ As service quality influences the banking service in general, more efforts should be made to improve SERVQUAL. ~~~ 11.===>Pošto kvalitet usluga utiče na bankarsko poslovanje uopšte, treba učiniti više napora na usavršavanju SERVQUAL modela. 11.)
MATCH@M:(11.	The paper suggests that the Libyan government have to take and apply the banking service from abroad as this will reflect positively onto the Libyan banking sector.===>11.	U ovom radu predlažemo da libijska vlada prihvati i primeni strani model bankarskog poslovanja pošto ce se on pozitivno odraziti na bankarski sektor u Libiji. Zakljucak)
MATCH@E:(The paper suggests that the Libyan government have to take and apply the banking service from abroad as this will reflect positively onto the Libyan banking sector.===>U ovom radu predlažemo da libijska vlada prihvati i primeni strani model bankarskog poslovanja pošto će se on pozitivno odraziti na bankarski sektor u Libiji.)
MATCH@M:(Conclusion This paper gives a theoritical and a practical approaches to improving the quality of banking services, as a base for developing e-banking practice, in accordance with new trends on the financial markets.===>Ovaj rad se bavi teorijskim i prakticnim pristupom poboljšanju kvaliteta bankarskih usluga kao osnove za razvijanje prakse e-bankarstva, a u skladu sa novim tendencijama na finansijskom tržištu.)
MATCH@E:(Conclusion This paper gives a theoritical and a practical approaches to improving the quality of banking services, as a base for developing e-banking practice, in accordance with new trends on the financial markets.===>Zaključak Ovaj rad se bavi teorijskim i praktičnim pristupom poboljšanju kvaliteta bankarskih usluga kao osnove za razvijanje prakse e-bankarstva, a u skladu sa novim tendencijama na finansijskom tržištu.)
MATCH@M:(The aim of this paper was to analyse the banking services quality evaluation for the purpose of the development of e-banking in Libya.===>Cilj ovog rada jeste da analizira ocenu kvaliteta bankarskih usluga u svrhu razvijanja e-bankarstva u Libiji.)
MATCH@E:(The aim of this paper was to analyse the banking services quality evaluation for the purpose of the development of ebanking in Libya.===>Cilj ovog rada jeste da analizira ocenu kvaliteta bankarskih usluga u svrhu razvijanja e-bankarstva u Libiji.)
MATCH@M:(In Libya, e-marketing and e-banking are new approaches which banks need to accept, according to banking changes in world markets.===>E-marketing i e-bankarstvo u Libiji predstavljaju nove pristupe koje banke treba da prihvate, a u skladu sa promenama u bankarskom poslovanju na svetskom tržištu.)
MATCH@E:(In Libya, e-marketing and e-banking are new approaches which banks need to accept, according to banking changes in world markets.===>E-marketing i e-bankarstvo u Libiji predstavljaju nove pristupe koje banke treba da prihvate, a u skladu sa promenama u bankarskom poslovanju na svetskom tržištu.)
MATCH@M:(This paper presents a contribution to the development of these approaches in the banking sector in Libya.===>Ovaj rad treba da doprinese razvoju ovih pristupa u bankarskom sektoru u Libiji.)
MATCH@E:(This paper presents a contribution to the development of these approaches in the banking sector in Libya.===>Ovaj rad treba da doprinese razvoju ovih pristupa u bankarskom sektoru u Libiji.)
MATCH@M:(This approach should increase the efficiency of Libya’s economy to make the quality of their products and services higher and their consumers more satisfied.===>Ovim pristupom efikasnost libijske privrede treba da se poboljša tako da proizvodi i usluge ove zemlje imaju viši kvalitet, a da potrošaci budu zadovoljniji.)
MATCH@E:(This approach should increase the efficiency of Libyas economy to make the quality of their products and services higher and their consumers more satisfied.===>Ovim pristupom efikasnost libijske privrede treba da se poboljša tako da proizvodi i usluge ove zemlje imaju viši kvalitet, a da potrošači budu zadovoljniji.)
MATCH@M:(SERVQUAL model was used as the optimum for measuring the quality of services.===>SERVQUAL model se koristi kao optimalni model za merenje kvaliteta usluga.)
MATCH@E:(SERVQUAL model was used as the optimum for measuring the quality of services.===>SERVQUAL model se koristi kao optimalni model za merenje kvaliteta usluga.)
MATCH@M:(The starting hypothesis was that SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels.===>Polazna hipoteza bila je da SERVQUAL model može da se prilagodi tako da me-ri kvalitet usluge u bankarskom sektoru primenom konvencionalnih i elektronskih kanala.)
MATCH@E:(The starting hypothesis was that SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels.===>Polazna hipoteza bila je da SERVQUAL model može da se prilagodi tako da meri kvalitet usluge u bankarskom sektoru primenom konvencionalnih i elektronskih kanala.)
MATCH@M:(Also, the paper analyzed the hypotheses that the quality of services in the banking sector will affect the processes of providing services, consumer experience and the results of services provided, as well as, that there is a difference in the level of the quality of banking services as perceived by consumers, depending on the age of consumers and the years of bank’s practice.===>Takode, u radu analiziramo i hipoteze da kvalitet usluge u bankarskom sektoru ima uticaj na procese pružanja usluga, iskustvo klijenata i rezultate pruženih usluga, kao i da postoji razlika u poimanju nivoa kvaliteta bankarskih usluga medu klijentima u zavisnosti od njihovog starosnog doba i godina poslovanja banke.)
MATCH@E:(It is known that e-banking is one of the basic concepts of modern banking services and this approach improves the quality of banking. in the banking sector will affect the processes of providing services, consumer experience and the results of services provided, as well as, that there is a difference in the level of the quality of banking services as perceived by consumers, depending on the age of consumers and the years of banks practice.===>Poznato je da e-bankarstvo predstavlja osnovni koncept modernih bankarskih usluga, a ovim pristupom se kvalitet bankarskog poslovanja poboljšava.)
BAD_LINE_=============================================================
BAD_LINE_M:Also, the paper analyzed the hypotheses that the quality of services in the banking sector will affect the processes of providing services, consumer experience and the results of services provided, as well as, that there is a difference in the level of the quality of banking services as perceived by consumers, depending on the age of consumers and the years of bank’s practice.
BAD_LINE_M:Takode, u radu analiziramo i hipoteze da kvalitet usluge u bankarskom sektoru ima uticaj na procese pružanja usluga, iskustvo klijenata i rezultate pruženih usluga, kao i da postoji razlika u poimanju nivoa kvaliteta bankarskih usluga medu klijentima u zavisnosti od njihovog starosnog doba i godina poslovanja banke.
BAD_LINE_E:It is known that e-banking is one of the basic concepts of modern banking services and this approach improves the quality of banking. in the banking sector will affect the processes of providing services, consumer experience and the results of services provided, as well as, that there is a difference in the level of the quality of banking services as perceived by consumers, depending on the age of consumers and the years of banks practice.
BAD_LINE_E:Poznato je da e-bankarstvo predstavlja osnovni koncept modernih bankarskih usluga, a ovim pristupom se kvalitet bankarskog poslovanja poboljšava.
MATCH@M:(It is highlighted in the paper that SERVQUAL method represents a service quality as the discrepancy between consumers’ expectations for a service offered and the consumers’ perceptions of the service received, requiring respondents to answer questions about both their expectations and their perceptions.===>U ovom radu naglašavamo da SERVQUAL model opisuje kvalitet usluge kao razliku izmedu ocekivanja klijenata u vezi sa pružanjem usluga i njihovim videnjem (percepcijom) pružene usluge, što smo postigli tako što smo zamolili ispitanike da odgovore na pitanja o svojim ocekivanjima i o svojim videnjima.)
MATCH@E:(Also, the paper analyzed the hypotheses that the quality of services It is highlighted in the paper that SERVQUAL method represents a service quality as the discrepancy between consumers expectations for a service offered and the consumers perceptions of the service received, requiring respondents to answer questions about both their expectations and their perceptions.===>U ovom radu naglašavamo da SERVQUAL model opisuje kvalitet usluge kao razliku između očekivanja klijenata u vezi sa pružanjem usluga i njihovim viđe njem (percepcijom) pružene usluge, što smo postigli tako što smo zamolili ispitanike da odgovore na pitanja o svojim očekivanjima i o svojim viđenjima.)
MATCH@M:(For the purposes of the research, model SERVQUAL was used to assess the quality of banking services.===>Za potrebe ovog istraživanja, u proceni kvaliteta bankarskih usluga koristili smo SERVQUAL model.)
MATCH@E:(For the purposes of the research, model SERVQUAL was used to assess the quality of banking services.===>Za potrebe ovog istraživanja, u proceni kvaliteta bankarskih usluga koristili smo SERVQUAL model.)
MATCH@M:(The scale decomposes the notion of service quality into five constructs as follows: tangibles - physical facilities, equipment, staff appearance, reliability - ability to perform service dependably and accurately, responsiveness - willingness to help and respond to customer need, assurance - ability of staff to inspire confidence and trust, empathy - the extent to which a caring individualized service is given.===>Skala razlaže pojam kvaliteta usluge na pet konstrukata, i to: materijalni - fizicke objekte, opremu, izgled osoblja; pouzdanost - sposobnost da se usluga obezbedi na odgovoran nacin i precizno; predusretljivost -spremnost da pomognu i zadovolje zahteve klijenata; sigurnost - sposobnost osoblja da izazove poverenje i empatija - nivo do kog se pojedincu posvecuje pažnja prilikom pružanja usluge.)
MATCH@E:(The scale decomposes the notion of service quality into five constructs as follows: tangibles - physical facilities, equipment, staff appearance, reliability - ability to perform service dependably and accurately, responsiveness - willingness to help and respond to customer need, assurance - ability of staff to inspire confidence and trust, empathy - the extent to which a caring individualized service is given.===>Skala razlaže pojam kvaliteta usluge na pet konstrukata, i to: materijalni fizičke objekte, opremu, izgled osoblja; pouzdanost sposobnost da se usluga obezbedi na odgovoran način i precizno; predusretljivost spremnost da pomognu i zadovolje zahteve klijenata; sigurnost sposobnost osoblja da izazove poverenje i empatija nivo do kog se pojedincu posvećuje pažnja prilikom pružanja usluge.)
MATCH@M:(The research done in this paper confirmed the first hypothesis, SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels.===>Istraživanje koje smo sproveli u ovom radu potvrduje prvu hipotezu; SERVQUAL model može da se prilagodi tako da meri kvalitet usluge u bankarskom sektoru primenom konvencionalnih i elektronskih kanala.)
MATCH@E:(The research done in this paper confirmed the first hypothesis, SERVQUAL model can be adapted to measure the quality of service in the banking sector, using conventional and electronic channels.===>Istraživanje koje smo sproveli u ovom radu potvrđuje prvu hipotezu; SERVQUAL model može da se prilagodi tako da meri kvalitet usluge u bankarskom sektoru primenom konvencionalnih i elektronskih kanala.)
MATCH@M:(The third hypothesis was: there is a difference in the level of quality banking services as perceived by consumers, depending on the age of consumers and the years of bank’s practice.===>Treca hipoteza glasila je da postoji razlika u poimanju nivoa kvaliteta bankarskih usluga medu klijentima u zavisnosti od njihovog starosnog doba i godina poslovanja banke.)
MATCH@E:(The third hypothesis was: there is a difference in the level of quality banking services as perceived by consumers, depending on the age of consumers and the years of banks practice.===>Treća hipoteza glasila je da postoji razlika u poimanju ni voa kvaliteta bankarskih usluga među klijentima u zavisnosti od njihovog starosnog doba i godina poslovanja banke.)
MATCH@M:(The first part of this hypothesis has been rejected by the research, because the opposite results have been proved.===>Istraživanje je odbacilo prvi deo ove hipoteze, zato što su dokazani suprotni rezultati.)
MATCH@E:(The first part of this hypothesis has been rejected by the research, because the opposite results have been proved.===>Istraživanje je odbacilo prvi deo ove hipoteze, zato što su dokazani suprotni rezultati.)
MATCH@M:(The research shows that consumers have the same treatment in banks and that it does not differ depending on age.===>Istraživanje je pokazalo da klijenti imaju jednak tretman u bankama i da se on ne razlikuje u odnosu na starosno doba.)
MATCH@E:(The research shows that consumers have the same treatment in banks and that it does not differ depending on age.===>Istraživanje je pokazalo da klijenti imaju jednak tretman u bankama i da se on ne razlikuje u odnosu na starosno doba.)
MATCH@M:(Some consumers prefer banks with more experience, because they find them more reliable and confident.===>Neki klijenti opredeljuju se za banke sa vecim iskustvom zato što ih smatraju pouzdanijim i poverljivijim.)
MATCH@E:(Some consumers prefer banks with more experience, because they find them more reliable and confident.===>Neki klijenti opredeljuju se za banke sa većim iskustvom zato što ih smatraju pouzdanijim i poverljivijim.)
MATCH@M:(The second part of the third hypothesis has been confirmed.===>Drugi deo trece hipoteze je potvrden.)
MATCH@E:(The second part of the third hypothesis has been confirmed.===>Drugi deo treće hipoteze je potvrđen.)
MATCH@M:(According to the above results, it could be concluded that banks in Libya need to improve the quality of their services by focusingupon improving the quality of banking services, as base for developing e-banking.===>Prema gore navedenim rezultatima može se zakljuciti da banke u Libiji moraju da poboljšaju kvalitet svojih usluga tako što ce posvetiti punu pažnju poboljšanju kvaliteta bankarskog poslovanja, kao baze za razvijanje e-bankarstva.)
MATCH@E:(According to the above results, it could be concluded that banks in Libya need to improve the quality of their services by focusingupon improving the quality of banking services, as base for developing e-banking.===>Prema gore navedenim rezultatima može se zaključiti da banke u Libiji moraju da poboljšaju kvalitet svojih usluga tako što će posvetiti punu pažnju poboljšanju kvaliteta bankarskog poslovanja, kao baze za razvijanje e-bankarstva.)
MATCH@M:(According to world experience on financial markets, it is proved that consumers of banking services expect from banks a highly increased use of information an Internet technologies, and therefore e-banking will impact the improvement of the quality of services in the banking sector in Libya.===>U skladu sa svetskim iskustvima na finansijskim tržištima, pokazano je klijenti od banaka ocekuju da više koriste informacione i internet tehnologije, a tako ce i e-bankarstvo imati uticaj na poboljšanje kvaliteta usluga u bankarskom sektoru u Libiji.)
MATCH@E:(According to world experience on financial markets, it is proved that consumers of banking services expect from banks a highly increased use of information an Internet technologies, and therefore e-banking will impact the improvement of the quality of services in the banking sector in Libya.===>U skladu sa svetskim iskustvima na finansijskim tržištima, pokazano je klijenti od banaka očekuju da više koriste informacione i internet tehnologije, a tako će i e-bankarstvo imati uticaj na poboljšanje kvaliteta usluga u bankarskom sektoru u Libiji.)
MATCH@M:(Climate Changes and Green Information Technologies===>Klimatske promene i zelene informacione tehnologije)
MATCH@E:(Climate changes and green information technologies.===>Climate changes and green information technologies.)
BAD_LINE_=============================================================
BAD_LINE_M:Climate Changes and Green Information Technologies
BAD_LINE_M:Klimatske promene i zelene informacione tehnologije
BAD_LINE_E:Climate changes and green information technologies.
BAD_LINE_E:Climate changes and green information technologies.
MATCH@M:(All economy sectors need to contribute as much as possible, and clearly the information technologies (ITs) have a key role.===>U ovoj oblasti svi sektori privrede moraju da ucine sve što mogu, a uloga informacionih tehnologija (IT) je svakako od suštinskog znacaja.)
MATCH@E:(All economy sectors need to contribute as much as possible, and clearly the information technologies (ITs) have a key role.===>U ovoj oblasti svi sektori privrede moraju da učine sve što mogu, a uloga informacionih tehnologija (IT) je svakako od suštinskog značaja.)
MATCH@M:(ITs are recognized as important enablers of the low-carbon transition.===>IT se smatraju pokretacima prelaska na emisije smanjenih kolicina ugljenika.)
MATCH@E:(ITs are recognized as important enablers of the low-carbon transition.===>IT se smatraju pokretačima prelaska na emisije smanjenih količina ugljenika.)
MATCH@M:(They offer mostly untapped significant potential to mitigate our emissions, empower energy users and create completely new business opportunities.===>One poseduju uglavnom još neiskorišcene a znacajne mogucnosti za ublažavanje emisije gasova, daju vecu moc korisnicima energije i stvaraju sasvim nove poslovne prilike.)
MATCH@E:(They offer mostly untapped significant potential to mitigate our emissions, empower energy users and create completely new business opportunities.===>One poseduju uglavnom još neiskorišćene a značajne mogućnosti za ublažavanje emisije gasova, daju veću moć korisnicima energije i stvaraju sasvim nove poslovne prilike.)
MATCH@M:(However, I/s have also a carbon footprint.===>Ipak, ni IT nisu u potpunosti nezavisne od ugljenika.)
MATCH@E:(However, I/s have also a carbon footprint.===>Ipak, ni IT nisu u potpunosti nezavisne od ugljenika.)
MATCH@M:(Due to significance they could have and hazardous effects that they can cause, IT are subject to international and national regulations.===>Zbog znacaja koje imaju i opasnosti koju mogu da izazovu, IT su i oblast koju regulišu kako medunarodni, tako i nacionalni propisi.)
MATCH@E:(Due to significance they could have and hazardous effects that they can cause, IT are subject to international and national regulations.===>Zbog značaja koje imaju i opasnosti koju mogu da izazovu, IT su i oblast koju regulišu kako međunarodni, tako i nacionalni propisi.)
MATCH@M:(An increasing number of laws define the principles, establish standards, stipulate jurisdictions and prescribe penalties for those who violate the law.===>Sve je veci broj zakona kojima se definišu principi, uspostavljaju standardi, odreduje oblast nadležnosti i propisuju kazne za one koji prekrše zakon.)
MATCH@E:(An increasing number of laws define the principles, establish standards, stipulate jurisdictions and prescribe penalties for those who violate the law.===>Sve je veći broj zakona kojima se definišu principi, uspostavljaju standardi, određuje oblast nadležnosti i propisuju kazne za one koji prekrše zakon.)
MATCH@M:(The entire network of regulations is being established in order to minimize environmental problems.===>Da bi se umanjili problemi životne sredine uspostavlja se citava mreža propisa i odredaba.)
MATCH@E:(The entire network of regulations is being established in order to minimize environmental problems.===>Da bi se umanjili problemi životne sredine uspostavlja se čitava mreža propisa i odredaba. [ta više, Republika Srbija ne zaostaje za drugim zemljama i danas se sve više uključuje u ovu mrežu. 1.)
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BAD_LINE_M:The entire network of regulations is being established in order to minimize environmental problems.
BAD_LINE_M:Da bi se umanjili problemi životne sredine uspostavlja se citava mreža propisa i odredaba.
BAD_LINE_E:The entire network of regulations is being established in order to minimize environmental problems.
BAD_LINE_E:Da bi se umanjili problemi životne sredine uspostavlja se čitava mreža propisa i odredaba. [ta više, Republika Srbija ne zaostaje za drugim zemljama i danas se sve više uključuje u ovu mrežu. 1.
MATCH@M:(Moreover, the Republic of Serbia is not that much behind and nowadays is increasingly included in the network.===>Sta više, Republika Srbija ne zaostaje za drugim zemljama i danas se sve više ukljucuje u ovu mrežu.)
MATCH@E:(Moreover, the Republic of Serbia is not that much behind and nowadays is increasingly included in the network. ~~~ 1.===>Uvod Privreda ljudske rase zavisi od prirodnog kapitala naše planete od koga dobija sve ekološke usluge i prirodne resurse.)
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BAD_LINE_M:Moreover, the Republic of Serbia is not that much behind and nowadays is increasingly included in the network.
BAD_LINE_M:Sta više, Republika Srbija ne zaostaje za drugim zemljama i danas se sve više ukljucuje u ovu mrežu.
BAD_LINE_E:Moreover, the Republic of Serbia is not that much behind and nowadays is increasingly included in the network. ~~~ 1.
BAD_LINE_E:Uvod Privreda ljudske rase zavisi od prirodnog kapitala naše planete od koga dobija sve ekološke usluge i prirodne resurse.
MATCH@M:(Human economy depends on the Planet’s natural capital that provides all ecological services and natural resources.===>Privreda ljudske rase zavisi od prirodnog kapitala naše planete od koga dobija sve ekološke usluge i prirodne resurse.)
MATCH@E:(Introduction Human economy depends on the Planets natural capital that provides all ecological services and natural resources.===>Kako se broj stanovnika na zemlji povećava, a privreda se razvija, uticaj ljudi na planetu je sve veći i oni se sve više suočavaju sa nesrazmerom između prirodnih resursa, okruženja i ekonomije.)
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BAD_LINE_M:Human economy depends on the Planet’s natural capital that provides all ecological services and natural resources.
BAD_LINE_M:Privreda ljudske rase zavisi od prirodnog kapitala naše planete od koga dobija sve ekološke usluge i prirodne resurse.
BAD_LINE_E:Introduction Human economy depends on the Planets natural capital that provides all ecological services and natural resources.
BAD_LINE_E:Kako se broj stanovnika na zemlji povećava, a privreda se razvija, uticaj ljudi na planetu je sve veći i oni se sve više suočavaju sa nesrazmerom između prirodnih resursa, okruženja i ekonomije.
MATCH@M:(As a result of population increase and economic development, humans have exerted a considerable impact on the earth and are facing a series of incompatibilities among the natural resources, environment, and economy,===>Kako se broj stanovnika na zemlji povecava, a privreda se razvija, uticaj ljudi na planetu je sve veci i oni se sve više suocavaju sa nesrazmerom izmedu prirodnih resursa, okruženja i ekonomije.)
MATCH@E:(As a result of population growth and economic development, humans have exerted a considerable impact on the Earth and have become seriously incompatible with natural resources, environment and economy.===>Rast broja stanovnika na zemlji i privredni razvoj imao je za posledicu da su ljudi izvršili veoma snažan uticaj na planetu i došli u ozbiljan raskorak sa prirodnim izvorima, okruženjem i privredom.)
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BAD_LINE_M:As a result of population increase and economic development, humans have exerted a considerable impact on the earth and are facing a series of incompatibilities among the natural resources, environment, and economy,
BAD_LINE_M:Kako se broj stanovnika na zemlji povecava, a privreda se razvija, uticaj ljudi na planetu je sve veci i oni se sve više suocavaju sa nesrazmerom izmedu prirodnih resursa, okruženja i ekonomije.
BAD_LINE_E:As a result of population growth and economic development, humans have exerted a considerable impact on the Earth and have become seriously incompatible with natural resources, environment and economy.
BAD_LINE_E:Rast broja stanovnika na zemlji i privredni razvoj imao je za posledicu da su ljudi izvršili veoma snažan uticaj na planetu i došli u ozbiljan raskorak sa prirodnim izvorima, okruženjem i privredom.
MATCH@M:(A growing awareness of the necessity to reverse the process of environmental degradation and move toward sustainable business practices currently appears.===>U svetu danas narasta svest o neophodnosti da se zaustavi proces uništavanja životne sredine i da se cove-canstvo okrene održivim poslovnim procesima.)
MATCH@E:(A growing awareness of the necessity to reverse the process of environmental degradation and move toward sustainable business practices currently appears Š8Ë.===>U svetu danas narasta svest o neophodnosti da se zaustavi proces uništavanja životne sredine i da se čovečanstvo okrene održivim poslovnim procesima Š8Ë.)
MATCH@M:(In spite of a burgeoning list of ecological problems, a lot of people, including the leaders of the most influential organizations, think that environmental problems are not detached from their everyday business lives and behavior patterns.===>Spisak ekoloških problema raste, ali veliki broj ljudi, medu njima i vode najuticajnijih organizacija, shvata-ju da problemi životne sredine nisu izolovani od njihovog svakodnevnog poslovanja i obrazaca ponašanja.)
MATCH@E:(In spite of a burgeoning list of ecological problems, a lot of people, including the leaders of the most influential organizations, think that environmental problems are not detached from their everyday business lives and behavior patterns.===>Spisak ekoloških problema raste, ali veliki broj ljudi, među njima i vođe najuticajnijih organizacija, shvataju da problemi životne sredine nisu izolovani od njihovog svakodnevnog poslovanja i obrazaca ponašanja. 2.)
MATCH@M:(Further, the fact is that traditional firms have to change their strategic orientation and business operations in order that they should remain competitive in the changed conditions and with new electronic infrastructure (e.g. the managers make business decisions in an environment characterized by a network infrastructure, both the hardware and the software used in communication).===>Pored toga, cinjenica je da tradicionalne firme moraju da promene svoju strategijsku orijentaciju i poslovanje da bi ostale konkurentne u izmenjenim uslovi-ma i sa novom elektronskom infrastrukturom (na primer, menadžeri donose poslovne odluke u okruženju koje karakteriše mrežna infrastruktura, u komunikaciji se koriste i hardver i softver).)
MATCH@E:(Further, the fact is that traditional firms have to change their strategic orientation and business operations in order that they should remain competitive in the changed conditions and with new electronic infrastructure (e.g. the managers make business decisions in an environment characterized by a network infrastructure, both the hardware and the software used in communication) Š13Ë.===>Pored toga, činjenica je da tradicionalne firme moraju da promene svoju strategijsku orijentaciju i poslovanje da bi ostale konkurentne u izmenjenim uslovima i sa novom elektronskom infrastrukturom (na primer, menadžeri donose poslovne odluke u okruženju koje karakteriše mrežna infrastruktura, u komunikaciji se koriste i hardver i softver) Š13Ë.)
MATCH@M:(For instance, as organizations leverage their productivity with an ever increasing rate of information technology and system (IT/S) use, they often become part of the larger problem of environmental sustainability.===>Na primer, kako organizacije sve više koriste informacione tehnologije i sisteme da povecaju produktivnost, one sve više postaju deo jednog veceg problema održivosti životne sredine.)
MATCH@E:(For instance, as organizations leverage their productivity with an ever increasing rate of information technology and system (IT/S) use, they often become part of the larger problem of environmental sustainability Š13Ë.===>Na primer, kako organizacije sve više koriste informacione tehnologije i sisteme da povećaju produktivnost, one sve više postaju deo jednog većeg problema održivosti životne sredine Š13Ë.)
MATCH@M:(The use of IT/S is exploding, growing two times faster than the Gross World Product and consuming larger fractions of business’ energy costs.===>Primena IT je u naglom porastu, raste dvostruko brže nego svetski bruto proizvod i na nju odlazi sve veci deo troškova za energiju koja se koristi u poslovanju.)
MATCH@E:(The use of IT/S is exploding, growing two times faster than the Gross World Product Š21Ë, and consuming larger fractions of business energy costs.===>Primena IT je u naglom porastu, raste dvostruko brže nego svetski bruto proizvod Š21Ë i na nju odlazi sve veći deo troškova za energiju koja se koristi u poslovanju.)
MATCH@M:(In most cases, more than half of this energy is wasted by inefficient technologies, poorly designed systems, or uninformed behaviors.===>U najvecem broju slucajeva više od polovine ove energije rasipa se zahvaljujuci neefikasnim tehnologijama, loše projektovanim sistemima ili neadekvatnom ponašanju koje je posledica nein-formisanosti.)
MATCH@E:(In most cases, more than half of this energy is wasted by inefficient technologies, poorly designed systems, or uninformed behaviors.===>U najvećem broju slučajeva više od polovine ove energije rasipa se zahvaljujući neefikasnim tehnologijama, loše projektovanim sistemima ili neadekvatnom ponašanju koje je posledica neinformisanosti.)
MATCH@M:(IT/S might have a detrimental influence on the environmental organizations’ footprint: IT/S have short product life spans (e.g., laptops 3-4 years; networks 5-7 years); their manufacture and disposal have resulted in toxic hotspots; and a large portion of organizations’ electricity costs (and concomitant greenhouse gas emissions) due to IT energy use (e.g., office buildings 26%; data centers 95%).===>IT možda imaju poguban uticaj na organizacije koje se bave zaštitom životne sredine: životni ciklus IT je kratak (n.pr., laptopovi traju 3-4 godine; mreže 57 godina), njihova proizvodnja i odlaganje dovele su do nastanka toksicnih crnih tacaka, a veliki deo troškova za elektricnu energiju u organizacijama (i uz to emisija gasova sa efektom staklene bašte) izazvan je kori-šcenjem IT (n.pr., kancelarijske zgrade troše oko 26%, centri baza podataka 95%).)
MATCH@E:(IT/S might have a detrimental influence on the environmental organizations footprint Š16, 18, 21Ë: IT/S have short product life spans (e.g., laptops 34 years; networks 57 years); their manufacture and disposal have resulted in toxic hotspots; and a large portion of organizations electricity costs (and concomitant greenhouse gas emissions) due to IT energy use (e.g., office buildings 26%; data centers 95%) Š13Ë. ~~~ Thus, IT energy spending has important implication for the environment. ~~~ 2.===>)
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BAD_LINE_M:IT/S might have a detrimental influence on the environmental organizations’ footprint: IT/S have short product life spans (e.g., laptops 3-4 years; networks 5-7 years); their manufacture and disposal have resulted in toxic hotspots; and a large portion of organizations’ electricity costs (and concomitant greenhouse gas emissions) due to IT energy use (e.g., office buildings 26%; data centers 95%).
BAD_LINE_M:IT možda imaju poguban uticaj na organizacije koje se bave zaštitom životne sredine: životni ciklus IT je kratak (n.pr., laptopovi traju 3-4 godine; mreže 57 godina), njihova proizvodnja i odlaganje dovele su do nastanka toksicnih crnih tacaka, a veliki deo troškova za elektricnu energiju u organizacijama (i uz to emisija gasova sa efektom staklene bašte) izazvan je kori-šcenjem IT (n.pr., kancelarijske zgrade troše oko 26%, centri baza podataka 95%).
BAD_LINE_E:IT/S might have a detrimental influence on the environmental organizations footprint Š16, 18, 21Ë: IT/S have short product life spans (e.g., laptops 34 years; networks 57 years); their manufacture and disposal have resulted in toxic hotspots; and a large portion of organizations electricity costs (and concomitant greenhouse gas emissions) due to IT energy use (e.g., office buildings 26%; data centers 95%) Š13Ë. ~~~ Thus, IT energy spending has important implication for the environment. ~~~ 2.
BAD_LINE_E:
MATCH@M:(Environmental sustainability is defined as “development that meets the needs and aspirations of the present without compromising the ability of future generations to meet their own needs” and therefore, is linked to ongoing economic growth and development.===>Održivost životne sredine definiše se kao „razvoj koji zadovoljava potrebe i aspiracije sadašnjeg trenutka pri cemu ne dovodi u pitanje mogucnost buducih generacija da i one zadovolje svoje potrebe“ i stoga je povezana sa tekucim privrednim rastom i razvojem.)
MATCH@E:(Environmental impact Environmental sustainability is defined as development that meets the needs and aspirations of the present without compromising the ability of future generations to meet their own needs Š26Ë, and therefore, is linked to ongoing economic growth and development.===>)
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BAD_LINE_M:Environmental sustainability is defined as “development that meets the needs and aspirations of the present without compromising the ability of future generations to meet their own needs” and therefore, is linked to ongoing economic growth and development.
BAD_LINE_M:Održivost životne sredine definiše se kao „razvoj koji zadovoljava potrebe i aspiracije sadašnjeg trenutka pri cemu ne dovodi u pitanje mogucnost buducih generacija da i one zadovolje svoje potrebe“ i stoga je povezana sa tekucim privrednim rastom i razvojem.
BAD_LINE_E:Environmental impact Environmental sustainability is defined as development that meets the needs and aspirations of the present without compromising the ability of future generations to meet their own needs Š26Ë, and therefore, is linked to ongoing economic growth and development.
BAD_LINE_E:
MATCH@M:(Although, several papers already discussed organizations’ environmental impacts, the precise meanings of this construct often remains unclear and badly-defined.===>Iako se u nekoliko radova vec raspravljalo o uticaju organizacija na životnu sredinu, precizno znacenje ove frazee još uvek nije ni jasno ni dobro definisano.)
MATCH@E:(Although, several papers already discussed organizations environmental impacts, the precise meanings of this construct often remains unclear and badly-defined Š8Ë.===>Iako se u nekoliko radova već raspravljalo o uticaju organizacija na životnu sredinu, precizno značenje ove frazee još uvek nije ni jasno ni dobro definisano Š8Ë.)
MATCH@M:(Possible reason for this ambiguity is that perceptions of environmental impact “differ depending on one’s view of the environment and the components of the environment that one values”.===>Ova nejasnoca može da bude posledica shvatanja da se uticaju na životnu sredinu „razlikuju u zavisnosti od toga kako se životna sredina poima i koje elemente životne sredine smatramo vrednim“.)
MATCH@E:(Possible reason for this ambiguity is that perceptions of environmental impact differ depending on ones view of the environment and the components of the environment that one values Š19Ë.===>Ova nejasnoća može da bude posledica shvatanja da se uticaju na životnu sredinu razlikuju u zavisnosti od toga kako se životna sredina poima i koje elemente životne sredine smatramo vrednim Š19Ë.)
MATCH@M:(In this paper, a definition of environmental impact that focuses solely on issues related to the natural environment, rather than the triple-bottom line that also includes financial and social impacts is adopted.===>U ovom radu usvojili smo definiciju uticaja na životnu sredinu koja se iskljucivo odnosi na pitanja prirodnog okruženja, ne na „tri stuba“, što obuhvata i finansijske i društvene uticaje.)
MATCH@E:(In this paper, a definition of environmental impact that focuses solely on issues related to the natural environment, rather than the triple-bottom line that also includes financial and social impacts is adopted.===>U ovom radu usvojili smo definiciju uticaja na životnu sredinu koja se isključivo odnosi na pitanja prirodnog okruženja, ne na tri stuba, što obuhvata i finansijske i društvene uticaje.)
MATCH@M:(Further, environmental impact is defined as the degree to which an organization’s business processes, activities and operations positively or negatively affect the natural environment.===>Pored toga, uticaj na životnu sredinu definiše se i kao stepen do koga poslovni procesi, aktivnosti i operacije jedne organizacije pozitivno ili negativno uticu na prirodnu okolinu.)
MATCH@E:(Further, environmental impact is defined as the degree to which an organizations business processes, activities and operations positively or negatively affect the natural environment.===>Pored toga, uticaj na životnu sredinu definiše se i kao stepen do koga poslovni procesi, aktivnosti i operacije jedne organizacije pozitivno ili negativno utiču na prirodnu okolinu.)
MATCH@M:(Environmental impact is the consequence of the organization’s actions in relation to the quality and cleanliness of air, water and soil and, more generally, to the short-term and long-term health of Planet Earth’s global ecosystem.===>Uticaj na životnu sredinu je posledica aktivnosti organizacije i odražava se na kvalitet i cistocu vazduha, vode i zemljišta i, uop-šteno govoreci, na kratkorocno i dugorocno zdravlje globalnog ekosistema planete Zemlje.)
MATCH@E:(Environmental impact is the consequence of the organizations actions in relation to the quality and cleanliness of air, water and soil and, more generally, to the short-term and long-term health of Planet Earths global ecosystem.===>Uticaj na životnu sredinu je posledica aktivnosti organizacije i odražava se na kvalitet i čistoću vazduha, vode i zemljišta i, uopšteno govoreći, na kratkoročno i dugoročno zdravlje globalnog ekosistema planete Zemlje.)
MATCH@M:(Over the last several decades, evidence of human influences on climate change has become increasingly clear and compelling.===>U poslednjih nekoliko decenija postalo je sve ociglednije da ljudi uticu na klimatske promene.)
MATCH@E:(Climate changes Over the last several decades, evidence of human influences on climate change has become increasingly clear and compelling.===>Klimatske promene U poslednjih nekoliko decenija postalo je sve očiglednije da ljudi utiču na klimatske promene.)
MATCH@M:(There is indisputable evidence that human activities such as electricity production and transportation are adding to the concentrations of greenhouse gases that are already naturally present in the atmosphere.===>Neupitni su dokazi da aktivnosti ljudi kao što je proizvodnja elektricne energije i transport povecavaju koncentraciju gasova sa efektima staklene bašte koju i inace postoje u atmosferi kao njen prirodni sastojak.)
MATCH@E:(There is indisputable evidence that human activities such as electricity production and transportation are adding to the concentrations of greenhouse gases that are already naturally present in the atmosphere.===>Neupitni su dokazi da aktivnosti ljudi kao što je proizvodnja električne energije i transport povećavaju koncentraciju gasova sa efektima staklene bašte koju i inače postoje u atmosferi kao njen prirodni sastojak.)
MATCH@M:(These heat-trapping gases are now at record-high levels in the atmosphere compared to the recent and distant past.===>Koncentracija ovih gasova koji zadržavaju toplotu sada je dostigla rekordno visok nivo u atmosferi u poredenju sa situacijom u nedavnoj ili dalekoj prošlosti.)
MATCH@E:(These heat-trapping gases are now at record-high levels in the atmosphere compared to the recent and distant past.===>Koncentracija ovih gasova koji zadržavaju toplotu sada je dostigla rekordno visok nivo u atmosferi u poređenju sa situacijom u nedavnoj ili dalekoj prošlosti.)
MATCH@M:(Warming of the climate system is well documented, evident from increases in global average air and ocean temperatures, widespread melting of snow and ice, and rising global average sea level.===>Zagrevanje klimatskog sistema dobro je dokumento-vano, vidi se po porastu srednje temperature vazduha i okeana širom sveta, po otapanju snega i leda i podizanju srednje vrednosti nivoa mora.)
MATCH@E:(Warming of the climate system is well documented, evident from increases in global average air and ocean temperatures, widespread melting of snow and ice, and rising global average sea level.===>Zagrevanje klimatskog sistema dobro je dokumentovano, vidi se po porastu srednje temperature vazduha i okeana širom sveta, po otapanju snega i leda i podizanju srednje vrednosti nivoa mora.)
MATCH@M:(The buildup of greenhouse gases in the atmosphere is very likely the cause of most of the recent observed increase in average temperatures, and contributes to other climate changes.===>Porast koncentracije gasova sa efektima staklene bašte u atmosferi naj-verovatnije je i uzrok porasta srednje temperature koji se opaža u poslednje vreme i doprinosi ostalim klimatskim promenama.)
MATCH@E:(The buildup of greenhouse gases in the atmosphere is very likely the cause of most of the recent observed increase in average temperatures, and contributes to other climate changes.===>Porast koncentracije gasova sa efektima staklene bašte u atmosferi najverovatnije je i uzrok porasta srednje temperature koji se opaža u poslednje vreme i doprinosi ostalim klimatskim promenama.)
MATCH@M:(The majority of scientists today believe that climate change is caused by human-induced emission of greenhouse gases to the atmosphere.===>Vecina naucnika danas veruje da klimatske promene izazivaju emisije gasova sa efektom staklene bašte u atmosferu, gasova koji su proizvod aktivnosti ljudi.)
MATCH@E:(The majority of scientists today believe that climate change is caused by human-induced emission of greenhouse gases to the atmosphere.===>Većina naučnika danas veruje da klimatske promene izazivaju emisije gasova sa efektom staklene bašte u atmosferu, gasova koji su proizvod aktivnosti ljudi.)
MATCH@M:(Greenhouse gases in the atmosphere absorb and reemit some of the outgoing energy radiated from the Earth’s surface, causing that heat to be retained in the lower atmosphere.===>Gasovi sa efektima staklene bašte u atmosferi apsor-buju i re-emituju jedan deo energije koju ispušta površina Zemlje, tako da se toplota zadržava u nižim slojevima atmosfere.)
MATCH@E:(Greenhouse gases in the atmosphere absorb and reemit some of the outgoing energy radiated from the Earths surface, causing that heat to be retained in the lower atmosphere.===>Gasovi sa efektima staklene bašte u atmosferi apsorbuju i re-emituju jedan deo energije koju ispušta površina Zemlje, tako da se toplota zadržava u nižim slojevima atmosfere.)
MATCH@M:(Some greenhouse gases remain in the atmosphere for decades or even centuries, and therefore can affect the Earth’s energy balance over a long time period.===>Neki ovakvi gasovi zadržavaju se u atmosferi decenijama ili cak vekovima i stoga mogu dugorocno da uticu na energetsku ravnotežu na Zemlji.)
MATCH@E:(Some greenhouse gases remain in the atmosphere for decades or even centuries, and therefore can affect the Earths energy balance over a long time period.===>Neki ovakvi gasovi zadržavaju se u atmosferi decenijama ili čak vekovima i stoga mogu dugoročno da utiču na energetsku ravnotežu na Zemlji.)
MATCH@M:(Factors that influence Earth’s energy balance can be quantified in terms of radioactive climate forcing.===>Faktori koji uticu na energetsku ravnotežu Zemlje mogu se kvantifikovati u smislu radioaktivnog uticaja na klimu.)
MATCH@E:(Factors that influence Earths energy balance can be quantified in terms of radioactive climate forcing.===>Faktori koji utiču na energetsku ravnotežu Zemlje mogu se kvantifikovati u smislu radioaktivnog uticaja na klimu.)
MATCH@M:(Positive radioactive forcing indicates warming (for example, by increasing incoming energy or decreasing the amount of energy that escapes to space), while negative forcing is associated with cooling.===>Pozitivni radioaktivni uticaj ukazuje na zagrevanje (na primer, povecavanjem ulazne energije ili smanjivanjem kolicine energije koja izlazi u svemir), dok se negativni uticaj vezuje za hladenje.)
MATCH@E:(Positive radioactive forcing indicates warming (for example, by increasing incoming energy or decreasing the amount of energy that escapes to space), while negative forcing is associated with cooling.===>Pozitivni radioaktivni uticaj ukazuje na zagrevanje (na primer, povećavanjem ulazne energije ili smanjivanjem količine energije koja izlazi u svemir), dok se negativni uticaj vezuje za hlađenje.)
MATCH@M:(The most common greenhouse gas is carbon dioxide (CO2) which is emitted as a result of consumption of fossil fuels in the energy sector.===>Najprisutniji gas sa efektima staklene bašte jeste ugljen-dioksid (CO2) koji se emituje kao posledica potrošnje fosilnih goriva u energetskom sektoru.)
MATCH@E:(The most common greenhouse gas is carbon dioxide (CO2) which is emitted as a result of consumption of fossil fuels in the energy sector.===>Najprisutniji gas sa efektima staklene bašte jeste ugljen-dioksid (CO2) koji se emituje kao posledica potrošnje fosilnih goriva u energetskom sektoru.)
MATCH@M:(All sectors of society require energy to perform their function - thus contributing to climate changes.===>Da bi obavljali svoju funkciju, svi sektori u društvu moraju da koriste energiju, a time doprinose klimatskim promenama.)
MATCH@E:(All sectors of society require energy to perform their function - thus contributing to climate changes.===>Da bi obavljali svoju funkciju, svi sektori u društvu moraju da koriste energiju, a time doprinose klimatskim promenama.)
MATCH@M:(The effect of climate changes is global warming that causes melting glaciers, rising sea-levels, floods and droughts, more extreme weather events and so on.===>Posledica klimatskih promena je globalno zagrevanje koje je uzrok topljenja glecera, podizanja nivoa mora, poplava i suša, ekstremnijih meteoroloških promena itd.)
MATCH@E:(The effect of climate changes is global warming that causes melting glaciers, rising sea-levels, floods and droughts, more extreme weather events and so on.===>Posledica klimatskih promena je globalno zagrevanje koje je uzrok topljenja glečera, podizanja nivoa mora, poplava i suša, ekstremnijih meteoroloških promena itd.)
MATCH@M:(Climate changes refer to any significant changes in measures of climate (such as temperature, precipitation, or wind) lasting for an extended period (decades or longer).===>Klimatska promena je svaka znacajnija promena vrdnosti parametara klime (temperature, padavina, ili vetra) koja traje duži vremenski period (decenijama ili duže).)
MATCH@E:(Climate changes refer to any significant changes in measures of climate (such as temperature, precipitation, or wind) lasting for an extended period (decades or longer).===>Klimatska promena je svaka značajnija promena vrdnosti parametara klime (temperature, padavina, ili vetra) koja traje duži vremenski period (decenijama ili duže).)
MATCH@M:(The term “climate change” is often used interchangeably with the term global warming.===>Termin „klimatska promena“ cesto se zamenjuje terminom globalno zagrevanje.)
MATCH@E:(The term climate change is often used interchangeably with the term global warming.===>Termin klimatska promena često se zamenjuje terminom globalno zagrevanje.)
MATCH@M:(Global warming refers to an average increase in the temperature of the atmosphere near the Earth’s surface, which can contribute to changes in global climate patterns.===>Globalno zagrevanje znaci porast prosecne temperature atmosfere u blizini Zemljine površine koje može da utice na promene normalnih parametara globalne klime.)
MATCH@E:(Global warming refers to an average increase in the temperature of the atmosphere near the Earths surface, which can contribute to changes in global climate patterns.===>Globalno zagrevanje znači porast prosečne temperature atmosfere u blizini Zemljine površine koje može da utiče na promene normalnih parametara globalne klime.)
MATCH@M:(However, rising temperatures are just one aspect of climate changes.===>Porast temperature ipak je samo jedan aspekt klimatskih promena.)
MATCH@E:(However, rising temperatures are just one aspect of climate changes.===>Porast temperature ipak je samo jedan aspekt klimatskih promena.)
MATCH@M:(As greenhouse gases trap more energy in the Earth’s atmosphere, average temperatures at the Earth’s surface are expected to rise.===>Pošto gasovi sa efektima staklene bašte zadržavaju više energije u atmosferi Zemlje, ocekuje se da prosec-ne temperature na površini Zemlje rastu.)
MATCH@E:(As greenhouse gases trap more energy in the Earths atmosphere, average temperatures at the Earths surface are expected to rise.===>Pošto gasovi sa efektima staklene bašte zadržavaju više energije u atmosferi Zemlje, očekuje se da prosečne temperature na površini Zemlje rastu.)
MATCH@M:(However, because climate changes (both natural and human-driven) can shift the wind patterns and ocean currents that drive the world’s climate system, some areas might experience more warming than others, and some might experience cooling.===>Ipak, kako klimatske promene (izazvane kako prirodnim uzrocima tako i ljudskim aktivnostima) mogu da uticu na pravce vetrova i okeanskih struja koje opet uticu na klimatski sistem u citavom svetu, u nekim oblastima zagrevanje može da bude vece nego u drugim, dok u nekim oblastima temperature opadaju.)
MATCH@E:(However, because climate changes (both natural and human-driven) can shift the wind patterns and ocean currents that drive the worlds climate system, some areas might experience more warming than others, and some might experience cooling.===>Ipak, kako klimatske promene (izazvane kako prirodnim uzrocima tako i ljudskim aktivnostima) mogu da utiču na pravce vetrova i okeanskih struja koje opet utiču na klimatski sistem u čitavom svetu, u nekim oblastima zagrevanje može da bude veće nego u drugim, dok u nekim oblastima temperature opadaju.)
MATCH@M:(Changes in air temperature can, in turn, cause changes in sea surface temperature, precipitation patterns, and other aspects of climate.===>Promene temperature vazduha, sa svoje strane, mogu da izazovu promene temperature površine mora, strukturu pada-vina i druge aspekte klime.)
MATCH@E:(Changes in air temperature can, in turn, cause changes in sea surface temperature, precipitation patterns, and other aspects of climate.===>Promene temperature vazduha, sa svoje strane, mogu da izazovu promene temperature površine mora, strukturu padavina i druge aspekte klime.)
MATCH@M:(At the current rate, the Earth’s global average temperature is projected to rise from 1.6 to 2.7°C by 2100, and it will get even warmer after that.===>Ako stopa zagrevanja ostane ista kao što je danas, predvida se da ce do 2100. godine globalna srednja temperatura na Zemlji porasti od 1,6 do 2,7%, a da ce potom biti još toplije.)
MATCH@E:(At the current rate, the Earths global average temperature is projected to rise from 1.6 to 2.7°C by 2100, and it will get even warmer after that.===>Ako stopa zagrevanja ostane ista kao što je danas, predviđa se da će do 2100. godine globalna srednja temperatura na Zemlji porasti od 1,6 do 2,7%, a da će potom biti još toplije.)
MATCH@M:(As the climate continues to warm, more changes are expected to occur, and many effects will become more pronounced over time.===>Kako ce klima biti sve toplija, ocekuju se još neke promene, a mnogi efekti ce vremenom biti sve izraženiji.)
MATCH@E:(As the climate continues to warm, more changes are expected to occur, and many effects will become more pronounced over time.===>Kako će klima biti sve toplija, očekuju se još neke promene, a mnogi efekti će vremenom biti sve izraženiji.)
MATCH@M:(Climate changes will affect different regions, ecosystems, and sectors of the economy in many ways, depending not only on the sensitivity of those systems to climate change, but also on their ability to adapt to risks and changing conditions.===>Klimatske promene ce višestruko da uticu na razlicita podrucja, ekosisteme i sektore privrede, a to ce zavisiti ne samo od osetljivosti ovih sistema na klimatske promene, vec i od njihove sposobnosti da se prilagode rizicima i promenljivim uslovima.)
MATCH@E:(Climate changes will affect different regions, ecosystems, and sectors of the economy in many ways, depending not only on the sensitivity of those systems to climate change, but also on their ability to adapt to risks and changing conditions.===>Klimatske promene će višestruko da utiču na različita područja, ekosisteme i sektore privrede, a to će zavisiti ne samo od osetljivosti ovih sistema na klimatske promene, već i od njihove sposobnosti da se prilagode rizicima i promenljivim uslovima.)
MATCH@M:(Throughout history, societies and ecosystems alike have shown remarkable capacity to respond to risks and adapt to different climates and environmental changes.===>Tokom istorije, i ljudsko društvo i ekosistemi pokazali su zavidnu sposobnost da odgovore na rizike i da se prilagode razlicitim klimatskim promena-ma i promenama u okruženju.)
MATCH@E:(Throughout history, societies and ecosystems alike have shown remarkable capacity to respond to risks and adapt to different climates and environmental changes.===>Tokom istorije, i ljudsko društvo i ekosistemi pokazali su zavidnu sposobnost da odgovore na rizike i da se prilagode različitim klimatskim promenama i promenama u okruženju.)
MATCH@M:(Today, effects of climate change have already been observed, and the rate of warming has increased in recent decades.===>Danas se vec jasno pri-mecuju efekti klimatskih promena, a poslednjih decenija stopa zagrevanja je porasla.)
MATCH@E:(Today, effects of climate change have already been observed, and the rate of warming has increased in recent decades.===>Danas se već jasno primećuju efekti klimatskih promena, a poslednjih decenija stopa zagrevanja je porasla.)
MATCH@M:(For this reason, human-caused climate changes represent a serious challenge - one that could require new approaches and ways of thinking to ensure the continued health, welfare, and productivity of society and the natural environment.===>To je i razlog što klimatske promene izazvane aktivnostima ljudske rase predstavljaju veliku opasnost -opasnost koja zahteva nove pristupe i nacine razmišljanja da bi se obezbedilo trajno zdravlje, dobrobit i produktivnost društva i prirodne sredine.)
MATCH@E:(For this reason, human-caused climate changes represent a serious challenge - one that could require new approaches and ways of thinking to ensure the continued health, welfare, and productivity of society and the natural environment.===>To je i razlog što klimatske promene izazvane aktivnostima ljudske rase predstavljaju veliku opasnost opasnost koja zahteva nove pristupe i načine razmišljanja da bi se obezbedilo trajno zdravlje, dobrobit i produktivnost društva i prirodne sredine.)
MATCH@M:(Climate changes and global warming are the effects of unsustainable consumption patterns in an industrialized world.===>Klimatske promene i globalno zagrevanje posledica su neodržive strukture potrošnje u industrijalizovanom društvu.)
MATCH@E:(Climate changes and global warming are the effects of unsustainable consumption patterns in an industrialized world.===>Klimatske promene i globalno zagrevanje posledica su neodržive strukture potrošnje u industrijalizova nom društvu.)
MATCH@M:(And most people are by now convinced that we need to solve the problem, to avoid severe consequences on the environment and on our livelihoods.===>A vecina ljudi je do sada shvatila da problem moramo da rešimo da bismo izbegli ozbiljne po-sledice po životnu sredinu i po sopstvene živote.)
MATCH@E:(And most people are by now convinced that we need to solve the problem, to avoid severe consequences on the environment and on our livelihoods.===>A većina ljudi je do sada shvatila da problem moramo da rešimo da bismo izbegli ozbiljne posledice po životnu sredinu i po sopstvene živote.)
MATCH@M:(Stabilizing greenhouse gas emissions requires the transformation of patterns and practices of society into a low-carbon society.===>Da bismo stabilizovali emisije gasova sa efektima staklene bašte potrebno je da promenimo strukturu i nacin ponašanja društva i stvorimo društvo sa niskou-gljenicnim tehnologijama.)
MATCH@E:(Stabilizing greenhouse gas emissions requires the transformation of patterns and practices of society into a low-carbon society.===>Da bismo stabilizovali emisije gasova sa efektima staklene bašte potrebno je da promenimo strukturu i način ponašanja društva i stvorimo društvo sa niskougljeničnim tehnologijama.)
MATCH@M:(It is the solution that allows societies to develop and thrive based on sustainable and resource efficient principles, without negatively impacting the environment or causing further climate changes.===>To je rešenje koje omogucava da se društva razvijaju i napreduju na održivim i resursno efikasnim principima, da ne uticu negativno na životnu sredinu i da ne izazivaju dalje klimatske promene.)
MATCH@E:(It is the solution that allows societies to develop and thrive based on sustainable and resource efficient principles, without negatively impacting the environment or causing further climate changes. mate processes and feedbacks, even if greenhouse gas concentrations are stabilized.===>To je rešenje koje omogućava da se društva razvijaju i napreduju na održivim i resursno efikasnim principima, da ne utiču negativno na životnu sredinu i da ne izazivaju dalje klimatske promene. 4.)
MATCH@M:(The observed climate changes across the world force us to initiate responses in order to avoid nature disasters.===>Prisutne klimatske promene u celom svetu primoravaju nas da tražimo nacine da izbegnemo prirodne katastrofe.)
MATCH@E:(4. ~~~ Responses to climate changes The observed climate changes across the world force us to initiate responses in order to avoid nature disasters.===>Odgovor na klimatske promene Prisutne klimatske promene u celom svetu primoravaju nas da tražimo načine da izbegnemo prirodne katastrofe.)
MATCH@M:(People react at two levels - to mitigate the problem by reducing emissions of greenhouse gases, and by adapting to the problem, by making communities more resilient to the occurring changes.===>Ljudi reaguju na dva nivoa - ublažavaju problem tako što smanjuju emisije gasova sa efektima staklene bašte i što se prilagodavaju problemu tako što stvaraju zajednice koje se lakše prilagodavaju na promene koje se javljaju.)
MATCH@E:(People react at two levels - to mitigate the problem by reducing emissions of greenhouse gases, and by adapting to the problem, by making communities more resilient to the occurring changes.===>Ljudi reaguju na dva nivoa ublažavaju problem tako što smanjuju emisije gasova sa efektima staklene bašte i što se prilagođavaju problemu tako što stvaraju zajednice koje se lakše prilagođavaju na promene koje se javljaju.)
MATCH@M:(Mitigation and adaptation are both crucial.===>Ublažavanje i prilagodava-nje su od suštinske važnosti.)
MATCH@E:(Mitigation and adaptation are both crucial.===>Ublažavanje i prilagođavanje su od suštinske važnosti.)
MATCH@M:(Neither adaptation nor mitigation alone can avoid all climate change impacts; however, they might complement each other and together significantly reduce the risks of climate changes.===>Uticaju klimatskih promena ne mogu se izbeci ni samo prilagodavanjem ni samo ublažavanjem, ali se ova dva pristupa mogu dopunjavati i u tom slucaju zajednickim delovanjem mogu znacajno da smanje rizike klimatskih promena.)
MATCH@E:(Neither adaptation nor mitigation alone can avoid all climate change impacts; however, they might complement each other and together significantly reduce the risks of climate changes. ~~~ 4.1.===>Uticaju klimatskih promena ne mogu se izbeći ni samo prilagođavanjem ni samo ublažavanjem, ali se ova dva pristupa mogu dopunjavati i u tom slučaju zajedničkim delovanjem mogu značajno da smanje rizike klimatskih promena. 4.)
MATCH@M:(Adapting to climate modulations is necessary for all society sectors in order to respond to changes that have already happened and also to prepare for the changes that will occur in the future.===>Prilagodavanje klimatskim modulacijama neophodno je u svim sektorima društva da bi društvo odgovorilo na promene koje su se vec dogodile i pripremilo na promene koje ce se dogoditi u buducnosti.)
MATCH@E:(Adaptation Adapting to climate modulations is necessary for all society sectors in order to respond to changes that have already happened and also to prepare for the changes that will occur in the future.===>Adaptacija (prilagođavanje uticajima) Prilagođavanje klimatskim modulacijama neophodno je u svim sektorima društva da bi društvo odgovorilo na promene koje su se već dogodile i pripremilo na promene koje će se dogoditi u budućnosti.)
MATCH@M:(different geographical areas could be hit by climate changes - developing countries generally are in the centre of the worst changes.===>Negde ce situacija biti veoma ozbiljna - zemlje u razvoju uglavnom su podložne najtežim oblicima promena.)
MATCH@E:(As already stated, there will be a great variety in how hard different geographical areas could be hit by climate changes - developing countries generally are in the centre of the worst changes.===>Kako je već navedeno, neće sve geografske oblasti biti pogođene klimatskim promenama jednako. ~~~ Negde će situacija biti veoma ozbiljna zemlje u razvoju uglavnom su podložne najtežim oblicima promena.)
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BAD_LINE_M:different geographical areas could be hit by climate changes - developing countries generally are in the centre of the worst changes.
BAD_LINE_M:Negde ce situacija biti veoma ozbiljna - zemlje u razvoju uglavnom su podložne najtežim oblicima promena.
BAD_LINE_E:As already stated, there will be a great variety in how hard different geographical areas could be hit by climate changes - developing countries generally are in the centre of the worst changes.
BAD_LINE_E:Kako je već navedeno, neće sve geografske oblasti biti pogođene klimatskim promenama jednako. ~~~ Negde će situacija biti veoma ozbiljna zemlje u razvoju uglavnom su podložne najtežim oblicima promena.
MATCH@M:(A number of actions need to be taken, to prepare societies and sectors for following events.===>Potrebno je preduzeti niz akcija da bi se društva pr-premila za dogadaje koji slede.)
MATCH@E:(A number of actions need to be taken, to prepare societies and sectors for following events.===>Potrebno je preduzeti niz akcija da bi se društva prpremila za događaje koji slede.)
MATCH@M:(New structures, such as new infrastructure and early-warning systems -supported by new technologies and knowhow need to be established.===>Potrebno je uspostaviti nove strukture, kao što su nova infrastruktura i sistemi za rano upozoravanje, podržane novim tehnologijama i know-how.)
MATCH@E:(New structures, such as new infrastructure and early-warning systems supported by new technologies and knowhow need to be established.===>Potrebno je uspostaviti nove strukture, kao što su nova infrastruktura i sistemi za rano upozoravanje, podržane novim tehnologijama i know-how.)
MATCH@M:(Both technology transfer and knowledge dispersal, including education and capacity building, are required in otder that indigenous people should be empowered to help themselves and their livelihoods.===>Transfer tehnologije i širenje znanja, obrazovanje i bolje sposobnosti mogu da pomognu ljudima u datim sredinama da pomognu kako sami sebi, tako i svojoj okolini.)
MATCH@E:(Both technology transfer and knowledge dispersal, including education and capacity building, are required in otder that indigenous people should be empowered to help themselves and their livelihoods.===>Transfer tehnologije i širenje znanja, obrazovanje i bolje sposobnosti mogu da pomognu ljudima u datim sredinama da pomognu kako sami sebi, tako i svojoj okolini. 4.)
MATCH@M:(The evidence suggests that with the current climate changes mitigation policies and related sustainable development practices, global greenhouse gas emissions will continue to grow in the next few decades.===>Postoje dokazi koji ukazuju na to da ce uz mere politike za ublažavanje klimatskih promena i održivi razvoj koje su danas na snazi emisija gasova sa efektima staklene bašte u narednih neekoliko decenija i dalje da raste.)
MATCH@E:(4.2. ~~~ Mitigation The evidence suggests that with the current climate changes mitigation policies and related sustainable development practices, global greenhouse gas emissions will continue to grow in the next few decades.===>Mitigacija (ublažavanje uticaja) Postoje dokazi koji ukazuju na to da će uz mere politike za ublažavanje klimatskih promena i održivi razvoj koje su danas na snazi emisija gasova sa efektima staklene bašte u narednih neekoliko decenija i dalje da raste.)
MATCH@M:(Continued greenhouse gas emissions at/above current levels will cause further warming and induce many more changes in the global climate during the 21st century that will possible be a lot worse than the ones observed during the 20* century.===>Nastavak ovih emisija na nivou ili iznad nivoa koji se danas beleži izazvace dalje zagrevanje i još veci broj promena klime na globalnom nivou tokom 21. veka koje ce biti daleko ozbiljnije nego one koje smo opažali u 20. veku.)
MATCH@E:(Continued greenhouse gas emissions at/above current levels will cause further warming and induce many more changes in the global climate during the 21st century that will possible be a lot worse than the ones observed during the 20th century.===>Nastavak ovih emisija na nivou ili iznad nivoa koji se danas beleži izazvaće dalje zagrevanje i još veći broj promena klime na globalnom nivou tokom 21. veka koje će biti daleko ozbiljnije nego one koje smo opažali u 20. veku.)
MATCH@M:(The urgent need to mitigate emissions of greenhouse gases is intensified by the fact that greenhouse gases stay in the atmosphere for hundreds of years.===>Potreba da se ublaže emisije gasova sa efektima staklene bašte je utoliko hitnija ukoliko se zna da se ovi gasovi zadržavaju u atmosferi stotinama godina.)
MATCH@E:(The urgent need to mitigate emissions of greenhouse gases is intensified by the fact that greenhouse gases stay in the atmosphere for hundreds of years.===>Potreba da se ublaže emisije gasova sa efektima staklene bašte je utoliko hitnija ukoliko se zna da se ovi gasovi zadržavaju u atmosferi stotinama godina.)
MATCH@M:(In order to stabilize the greenhouse gases concentration in the atmosphere, emissions need to peak and thereafter decline.===>Da bi se koncentracija ovih gasova u atmosferi stabilizovala, emisije bi trebalo da dostignu vršnu vrednost i da onda opadaju.)
MATCH@E:(In order to stabilize the greenhouse gases concentration in the atmosphere, emissions need to peak and thereafter decline.===>)
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BAD_LINE_M:In order to stabilize the greenhouse gases concentration in the atmosphere, emissions need to peak and thereafter decline.
BAD_LINE_M:Da bi se koncentracija ovih gasova u atmosferi stabilizovala, emisije bi trebalo da dostignu vršnu vrednost i da onda opadaju.
BAD_LINE_E:In order to stabilize the greenhouse gases concentration in the atmosphere, emissions need to peak and thereafter decline.
BAD_LINE_E:
MATCH@M:(The lower the stabilization level is, the quicker this peak and decline would need to occur.===>Što je niži nivo stabilizacije, brže bi trebalo da se dostigne vršna vrednost i da opadanje pocne.)
MATCH@E:(The lower the stabilization level is, the quicker this peak and decline would need to occur.===>)
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BAD_LINE_M:The lower the stabilization level is, the quicker this peak and decline would need to occur.
BAD_LINE_M:Što je niži nivo stabilizacije, brže bi trebalo da se dostigne vršna vrednost i da opadanje pocne.
BAD_LINE_E:The lower the stabilization level is, the quicker this peak and decline would need to occur.
BAD_LINE_E:
MATCH@M:(However, mitigation efforts and investments initiated over the next two to three decades will determine the speed of global warming, in order to achieve lower stabilization levels.===>Ipak, napori koji se ulažu u mitigaciju i investicije koje ce se ostvariti u naredne dve ili tri decenije odredice brzinu globalnog zagrevanja da bi se dostigli niži nivoi stabilizacije.)
MATCH@E:(However, mitigation efforts and investments initiated over the next two to three decades will determine the speed of global warming, in order to achieve lower stabilization levels.===>Ipak, napori koji se ulažu u mitigaciju i investicije koje će se ostvariti u naredne dve ili tri decenije odrediće brzinu globalnog zagrevanja da bi se dostigli niži nivoi stabilizacije.)
MATCH@M:(Delayed emission reductions significantly increase the risk of more severe climate change impacts.===>Ako se kasni sa smanjenjem emisija, znacajno ce se povecati rizik oštrijih uti-caja klimatskih promena.)
MATCH@E:(Delayed emission reductions significantly increase the risk of more severe climate change impacts.===>Ako se kasni sa smanjenjem emisija, značajno će se povećati rizik oštrijih uticaja klimatskih promena.)
MATCH@M:(Technology will take us far in mitigation efforts, and will surely support stabilization of emissions towards 2020.===>Tehnologija nam u tome može mnogo pomoci, i svakako ce biti podrška stabi-lizovanju emisija do 2020.)
MATCH@E:(Technology will take us far in mitigation efforts, and will surely support stabilization of emissions towards 2020.===>Tehnologija nam u tome može mnogo pomoći, i svakako će biti podrška stabilizovanju emisija do 2020.)
MATCH@M:(Stabilization can be achieved by deployment of technologies portfolio that are either currently available or expected to be commercialized in coming decades, assuming that appropriate and effective incentives are in place for their development, acquisition, deployment and diffusion, as well as addressing related barriers.===>Stabilizacija se može postici primenom portfolija tehnologija koje su ili vec danas dostupne ili se njihova komercijalizacija ocekuje u narednim decenijama, pod pretpostavkom da postoje odgovarajuce i efektivne inicijative za njihov razvoj, kupovinu, stavljanje u upotrebu i širenje, kao i za uklanjanje prepreka.)
MATCH@E:(Stabilization can be achieved by deployment of technologies portfolio that are either currently available or expected to be commercialized in coming decades, assuming that appropriate and effective incentives are in place for their development, acquisition, deployment and diffusion, as well as addressing related barriers.===>Stabilizacija se može postići primenom portfolija tehnologija koje su ili već danas dostupne ili se njihova komercijalizacija očekuje u narednim decenijama, pod pretpostavkom da postoje odgovarajuće i efektivne inicijative za njihov razvoj, kupovinu, stavljanje u upotrebu i širenje, kao i za uklanjanje prepreka.)
MATCH@M:(Yet, no single technology can provide all of the mitigation potential in any economy sector.===>Ni jedna tehnologija ipak na može da obezbedi sav potencijal za ublažavanje u jednom sektoru.)
MATCH@E:(Yet, no single technology can provide all of the mitigation potential in any economy sector.===>Ni jedna tehnologija ipak na može da obezbedi sav potencijal za ublažavanje u jednom sektoru.)
MATCH@M:(The potential economic mitigation can only be achieved when adequate policies are in place and barriers removed.===>Ublažavanje u privredi je moguce postici samo kada se pri-mene odgovarajuce mere i kada se uklone prepreke.)
MATCH@E:(The potential economic mitigation can only be achieved when adequate policies are in place and barriers removed.===>Ublažavanje u privredi je moguće postići samo kada se primene odgovarajuće mere i kada se uklone prepreke.)
MATCH@M:(A wide variety of policies and instruments are available to governments due to create the incentives for mitigation action.===>Vladama, cija je dužnost da obezbede ove inicijative, na raspolaganju je veliki broj mera ove politike i instrumenata za ublažavanje efekata klimatskih promena.)
MATCH@E:(A wide variety of policies and instruments are available to governments due to create the incentives for mitigation action.===>Vladama, čija je dužnost da obezbede ove inicijative, na raspolaganju je veliki broj mera ove politike i instrumenata za ublažavanje efekata klimatskih promena.)
MATCH@M:(But their applicability depends entirely on national circumstances and sector context.===>Ali njihova primena zavisice u celosti od okolnosti u kojima se nacija nalazi i od konteksta u kome se odgovarajuci sektor nalazi.)
MATCH@E:(But their applicability depends entirely on national circumstances and sector context. ~~~ 5.===>Ali njihova primena zavisiće u celosti od okolnosti u kojima se nacija nalazi i od konteksta u kome se odgovarajući sektor nalazi. 5.)
MATCH@M:(In the low-carbon society, industrial processes have been optimized; energy production has been turned green (based on renewable energy) and consumption in general has been transformed to a more sustainable path.===>Društvo sa niskom emisijom ugljenika optimizovalo je industrijske procese; proizvodnja energije je „zelena“ (zasniva se na obnovljivim izvorima energije) a potrošnja je postala održivija.)
MATCH@E:(The low carbon society and information technologies In the low-carbon society, industrial processes have been optimized; energy production has been turned green (based on renewable energy) and consumption in general has been transformed to a more sustainable path.===>Društvo sa niskim emisijama ugljenika i informacione tehnologije Društvo sa niskom emisijom ugljenika optimizovalo je industrijske procese; proizvodnja energije je zelena (zasniva se na obnovljivim izvorima energije) a potrošnja je postala održivija.)
MATCH@M:(The low-carbon society is characterized by low consumption of fossil fuels - thus keeping greenhouse gas emissions from sectors at a low level.===>Ovo društvo karakteri-še niska potrošnja fosilnih goriva cime se emisija gasova sa efektima staklene bašte održava na niskom nivou.)
MATCH@E:(The low-carbon society is characterized by low consumption of fossil fuels - thus keeping greenhouse gas emissions from sectors at a low level.===>Ovo društvo karakteriše niska potrošnja fosilnih goriva čime se emisija gasova sa efektima staklene bašte održava na niskom nivou.)
MATCH@M:(The low-carbon society is the first step to the zero-carbon society -where production and consumption are entirely based on renewable energy sources.===>Društvo sa niskom emisijom ugljenika predstavlja prvi korak ka društvu bez emisije ugljenika - društvo u kome su proizvodnja i potrošnja iskljucivo zasnovane na obnovljivim izvorima energije.)
MATCH@E:(The low-carbon society is the first step to the zero-carbon society where production and consumption are entirely based on renewable energy sources.===>Društvo sa niskom emisijom ugljenika predstavlja prvi korak ka društvu bez emisije ugljenika društvo u kome su proizvodnja i potrošnja isključivo za snovane na obnovljivim izvorima energije.)
MATCH@M:(Reaching the low-carbon society is a matter of changing production and consumption of energy to a more sustainable path.===>Postizanje nivoa društva sa niskom emisijom ugljenika znaci promenu nacina proizvodnje i potrošnje u smislu vece održivosti.)
MATCH@E:(Reaching the low-carbon society is a matter of changing production and consumption of energy to a more sustainable path.===>Postizanje nivoa društva sa niskom emisijom ugljenika znači promenu načina proizvodnje i potrošnje u smislu veće održivosti.)
MATCH@M:(It is about changing the energy system away from fossil fuels to renewable energy sources as well as a matter of making energy use more efficient and saving energy in general.===>To onda znaci da se energetski sistem više ne vezuje za fosilna goriva, vec da prelazi na obnovljive izvore energije, kao i da je primena te energije efikasnija i da se energija štedi.)
MATCH@E:(It is about changing the energy system away from fossil fuels to renewable energy sources as well as a matter of making energy use more efficient and saving energy in general.===>To onda znači da se energetski sistem više ne vezuje za fosilna goriva, već da prelazi na obnovljive izvore energije, kao i da je primena te energije efikasnija i da se energija štedi.)
MATCH@M:(Changing the energy sector is vital to support green growth, cleaner development and creating new consumption patterns, as changing the energy production system will enable feed-back to all other sectors of the economy that consumes energy - by feeding them with sustainable energy.===>Promena u energetskom sektoru je od suštinskog znacaja da bi se podržao ekološki cist (zeleni) rast, razvoj pomocu cistijih tehnologija i stvaranje novih navika u potrošnji, pošto ce promene u sistemu proizvodnje energije imati odjeka u svim ostalim sektorima privrede koja koristi energiju - sada ce koristiti održivu energiju.)
MATCH@E:(Changing the energy sector is vital to support green growth, cleaner development and creating new consumption patterns, as changing the energy production system will enable feed-back to all other sectors of the economy that consumes energy - by feeding them with sustainable energy.===>Promena u energetskom sektoru je od suštinskog značaja da bi se podržao ekološki čist (zeleni) rast, razvoj pomoću čistijih tehnologija i stvaranje novih navika u potrošnji, pošto će promene u sistemu proizvodnje energije imati odjeka u svim ostalim sektorima privrede koja koristi energiju sada će koristiti održivu energiju.)
MATCH@M:(The low-carbon society is about integrating all aspects of the economy, from its manufacturing, agriculture, transportation and power generation etc. around technologies that produce energy and materials with little greenhouse gas emission - thereby forcing change in populations, buildings, machines and devices, which use those energies and materials.===>Društvo sa niskom emisijom ugljenika znaci okupljanje svih aspekata ekonomije, od proizvodnje, polopri-vrede, transporta i proizvodnje pogonske energije itd. oko tehnologija kojima se proizvodi energija i sirovine uz nisku emisiju gasova sa efektima staklene bašte, što ce usloviti promene u stanovništvu, zgradama, mašinama i aparatima koji koriste ovu energiju i sirovine.)
MATCH@E:(The low-carbon society is about integrating all aspects of the economy, from its manufacturing, agriculture, transportation and power generation etc. around technologies that produce energy and materials with little greenhouse gas emission - thereby forcing change in populations, buildings, machines and devices, which use those energies and materials.===>Društvo sa niskom emisijom ugljenika znači okupljanje svih aspekata ekonomije, od proizvodnje, poloprivrede, transporta i proizvodnje pogonske energije itd. oko tehnologija kojima se proizvodi energija i sirovine uz nisku emisiju gasova sa efektima staklene bašte, što će usloviti promene u stanovništvu, zgradama, mašinama i aparatima koji koriste ovu energiju i sirovine.)
MATCH@M:(Low-carbon societies are not emission free, as there will still be a minimum of emissions for instance from livestock and food production that is based on nature and living animals - and therefore can never be completely free of emissions.===>Društva sa niskom emisijom ugljenika nisu društva bez emisije ugljenika, pošto ce i dalje biti prisutan minimum emisije; na primer, tu emisiju ce proizvoditi domace životinje i proizvodnja hrane zasnovana na prirodi i živim životinjama, tako da ce neka emisija uvek biti prisutna.)
MATCH@E:(Low-carbon societies are not emission free, as there will still be a minimum of emissions for instance from livestock and food production that is based on nature and living animals - and therefore can never be completely free of emissions.===>Društva sa niskom emisijom ugljenika nisu društva bez emisije ugljenika, pošto će i dalje biti prisutan minimum emisije; na primer, tu emisiju će proizvoditi domaće životinje i proizvodnja hrane zasnovana na prirodi i živim životinjama, tako da će neka emisija uvek biti prisutna.)
MATCH@M:(The change to a low-carbon and resource efficient economy is not going to be easy.===>Promena u smeru emisije niskih kolicina ugljenika i resursno efikasne privrede nece biti laka.)
MATCH@E:(The change to a low-carbon and resource efficient economy is not going to be easy.===>Promena u smeru emisije niskih količina ugljenika i resursno efikasne privrede neće biti laka.)
MATCH@M:(There are no readily available one-step solutions or obvious choices that will take us there.===>Ne postoje gotova jednostavna rešenja niti ocigledni izbori kojima cemo to postici.)
MATCH@E:(There are no readily available one-step solutions or obvious choices that will take us there.===>Ne postoje gotova jednostavna rešenja niti očigledni izbori kojima ćemo to postići.)
MATCH@M:(Yet, IT plays an important role in the transformation stages due to its potential to further optimize processes and routines.===>Ipak, IT imaju znacajnu ulogu u fazama transformacije zahvaljujuci svojoj sposobnosti da dalje optimizuju procese i rutinske radnje.)
MATCH@E:(Yet, IT plays an important role in the transformation stages due to its potential to further optimize processes and routines.===>Ipak, IT imaju značajnu ulogu u fazama transformacije zahvaljujući svojoj sposobnosti da dalje optimizuju procese i rutinske radnje.)
MATCH@M:(Also, the IT sector will play a major role both in wider dispersal and use of renewable sources and in energy efficiency - and for this reason greening IT will be a solid base for the low-carbon society.===>Isto tako, IT sektor ce imati glavnu ulogu kako u daljem širenju i primeni obnovljivih izvora tako i u energetskoj efikasnosti, a time ce predstavljati i cvrstu osnovu za društvo sa niskom emisijom ugljenika.)
MATCH@E:(Also, the IT sector will play a major role both in wider dispersal and use of renewable sources and in energy efficiency - and for this reason greening IT will be a solid base for the low-carbon society. ~~~ 6.===>Isto tako, IT sektor će imati glavnu ulogu kako u daljem širenju i primeni obnovljivih izvora tako i u energetskoj efikasnosti, a time će predstavljati i čvrstu osnovu za društvo sa niskom emisijom ugljenika. 6.)
MATCH@M:(Information Technology refers to computer-based information and communication systems, particularly software applications and computer hardware.===>Infor-maciona tehnologija se odnosi na kompjuterski zasnovane sisteme informisanja i komunikacije, posebno softverske aplikacije i kompjuterski hardver.)
MATCH@E:(Information Technology refers to computer-based information and communication systems, particularly software applications and computer hardware.===>Informaciona tehnologija se odnosi na kompjuterski zasnovane sisteme informisanja i komunikacije, posebno softverske aplikacije i kompjuterski hardver.)
MATCH@M:(In our context “green” is in relation to the environmental problems due to climate changes and greenhouse effects.===>U našem kontekstu „zeleno“ se odnosi na probleme životne sredine u vezi sa klimatskim promenama i sa efektima staklene bašte.)
MATCH@E:(In our context green is in relation to the environmental problems due to climate changes and greenhouse effects.===>U našem kontekstu zeleno se odnosi na probleme životne sredine u vezi sa klimatskim promenama i sa efektima staklene bašte.)
MATCH@M:(The “green” in Green IT refers to the environmentally sustainable application of Information Technologies.===>„Zeleno“ u zelenim IT odnosi se na ekološki održivu primenu informacionih tehnologija.)
MATCH@E:(The green in Green IT refers to the environmentally sustainable application of Information Technologies.===>Zeleno u zelenim IT odnosi se na ekološki održivu primenu informacionih tehnologija.)
MATCH@M:(Therefore, Green IT describes a situation where Information Technologies support reductions of greenhouse outcomes.===>Stoga pojam zelene IT opisuje situaciju u kojoj infor-macione tehnologije podržavaju smanjenje svega što za posledicu ima efekat staklene bašte.)
MATCH@E:(Therefore, Green IT describes a situation where Information Technologies support reductions of greenhouse outcomes.===>Stoga pojam zelene IT opisuje situaciju u kojoj informacione tehnologije podržavaju smanjenje svega što za posledicu ima efekat staklene bašte.)
MATCH@M:(Traditionally, Green IT discussions have been focusing on how to make the technology itself greener, e.g. reducing energy consumption.===>Rasprave o zelenim IT tradicionalno su se fokusirale na to kako da se sama tehnologija ucini zelenijom, t.j., kako smanjiti potrošnju energije.)
MATCH@E:(Traditionally, Green IT discussions have been focusing on how to make the technology itself greener, e.g. reducing energy consumption.===>Rasprave o zelenim IT tradicionalno su se fokusirale na to kako da se sama tehnologija učini zelenijom, t.j., kako smanjiti potrošnju energije.)
MATCH@M:(However, this paper mainly deals with the process of Greening IT, which is about using technology to green the society.===>U ovom radu, ipak, uglavnom se bavimo procesom IT u „ozelenjavanju“, što znaci, kako primeniti IT da društvo bude zelenije.)
MATCH@E:(However, this paper mainly deals with the process of Greening IT, which is about using technology to green the society.===>U ovom radu, ipak, uglavnom se bavimo procesom IT u ozelenjavanju, što znači, kako primeniti IT da društvo bude zelenije.)
MATCH@M:(Greening IT is based on the application of Green IT, but Greening IT is not only associated with the application of the technology, it is a much progressive process that educates and transforms our entire society.===>IT za ozelenjavanje zasnivaju se na primeni zelenih IT, ali se ne vezuju samo za primenu tehnologije; to je mnogo napredniji proces koji edukuje i menja citavo naše društvo.)
MATCH@E:(Greening IT is based on the application of Green IT, but Greening IT is not only associated with the application of the technology, it is a much progressive process that educates and transforms our entire society.===>IT za ozelenjavanje zasnivaju se na primeni zelenih IT, ali se ne vezuju samo za primenu tehnologije; to je mnogo napredniji proces koji edukuje i menja čitavo naše društvo.)
MATCH@M:(The definition of Green IT is thus rather wide - firstly, it can be applied to situations where IT enables greenhouse gas emission reductions (Green IT) and secondly, to situations where IT enables structural modulations that lead to changes in broader societal patterns, which takes us closer to the low-carbon society and leads to further emission reductions (Greening IT).===>Definicija zelenih IT je stoga prilicno široka - u prvom redu, ona se može primeniti na situacije u kojima se uz pomoc IT emisije gasova sa efektima staklene bašte smanjuju (Green IT), a drugo, na situacije u kojima IT omogucavaju strukturne modulacije koje vode promenama u širim društvenim okvirima, što nas približava društvu sa sa niskom emisijom ugljenika i vodi daljem snižavanju emisije (Greening IT).)
MATCH@E:(The definition of Green IT is thus rather wide - firstly, it can be applied to situations where IT enables greenhouse gas emission reductions (Green IT) and second ly, to situations where IT enables structural modulations that lead to changes in broader societal patterns, which takes us closer to the low-carbon society and leads to further emission reductions (Greening IT).===>Definicija zelenih IT je stoga prilično široka u prvom redu, ona se može primeniti na situacije u kojima se uz pomoć IT emisije gasova sa efektima staklene bašte smanjuju (Green IT), a drugo, na situacije u kojima IT omogućavaju strukturne modulacije koje vode promenama u širim društvenim okvirima, što nas približava društvu sa sa niskom emisijom ugljenika i vodi daljem snižavanju emisije (Greening IT).)
MATCH@M:(In this sense, Greening IT is used to explain the process of “Greening society with IT”.===>U ovom smislu, termin IT za ozelenjavanje koristi se da se objasni proces „ozelenjavanja društva pomocu IT“.)
MATCH@E:(In this sense, Greening IT is used to explain the process of Greening society with IT.===>U ovom smislu, termin IT za ozelenjavanje koristi se da se objasni proces ozelenjavanja društva pomoću IT.)
MATCH@M:(The effects of Green IT, which have the potential to be substantial, can be either direct -	by reducing negative IT impacts on the environment -	or indirect - using IT to support other business initiatives in reducing their negative environmental significance.===>Efekti zelenih IT koje su održive mogu da budu ili neposredni - smanjenje negativnih uticaja IT na životnu sredinu, ili posredni - prime-na IT kao podrške drugim poslovnim inicijativama u smanjivanju negativnog uticaja na sredinu.)
MATCH@E:(The effects of Green IT, which have the potential to be substantial, can be either direct by reducing negative IT impacts on the environment or indirect using IT to support other business initiatives in reducing their negative environmental significance.===>Efekti zelenih IT koje su održive mogu da budu ili neposredni smanjenje negativnih uticaja IT na životnu sredinu, ili posredni primena IT kao podrške drugim poslovnim inicijativama u smanjivanju negativnog uticaja na sredinu.)
MATCH@M:(The IT components of Green IT have been distinguished based on their focus and impact on the environment.===>IT komponenta zelenih IT je posebno znacajna pošto se one usredsreduju i uticu na životnu sredinu.)
MATCH@E:(The IT components of Green IT have been distinguished based on their focus and impact on the environment.===>IT komponenta zelenih IT je posebno značajna pošto se one usredsređuju i utiču na životnu sredinu.)
MATCH@M:(Green IT, addressing energy consumption and waste associated with the use of hardware and software tends to have a direct and favourable impact.===>Zelene tehnologije koje se bave rešavanjem problema potrošnje energije i otpada koji je rezultat korišcenja hardvera i softvera obicno imaju neposredan uticaj.)
MATCH@E:(Green IT, addressing energy consumption and waste associated with the use of hardware and software tends to have a direct and favourable impact.===>Zelene tehnologije koje se bave rešavanjem problema potrošnje energije i otpada koji je rezultat korišćenja hardvera i softvera obično imaju neposredan uticaj.)
MATCH@M:(Examples include improving the energy efficiency of hardware and data centers, consolidating servers using virtualization software, and reducing waste associated with obsolete equipment.===>Primeri za to su poboljšanje energetske efikasnosti hardvera i centara baza podataka, konsolidovanje servera prime -nom softvera za virtualizaciju i smanjenje otpada na-stalog kao posledica zastarele opreme.)
MATCH@E:(Examples include improving the energy efficiency of hardware and data centers, consolidating servers using virtualization software, and reducing waste associated with obsolete equipment Š23, 1Ë.===>Primeri za to su poboljšanje energetske efikasnosti hardvera i centara baza podataka, konsolidovanje servera primenom softvera za virtualizaciju i smanjenje otpada nastalog kao posledica zastarele opreme Š23, 1Ë.)
MATCH@M:(The IT industry has recognized the issues and identified a variety of consulting opportunities, such as IBM’s Green Sigma consulting practice.===>Industrija IT je prepoznala ove probleme i identifiko-vala veliki broj razlicitih mogucnosti za konsalting, kao što je IBM Green Sigma konsalting.)
MATCH@E:(The IT industry has recognized the issues and identified a variety of consulting opportunities Š6, 9, 11, 12, 14, 21Ë, such as IBMs Green Sigma consulting practice Š10Ë.===>Industrija IT je prepoznala ove probleme i identifikovala veliki broj različitih mogućnosti za konsalting Š6, 9, 11, 12, 14, 21Ë, kao što je IBM Green Sigma konsalting Š10Ë.)
MATCH@M:(Nevertheless, the gaps in actual practice still remain.===>Ipak, još uvek postojie rupe u stvarnoj praksi.)
MATCH@E:(Nevertheless, the gaps in actual practice still remain.===>Ipak, još uvek postojie rupe u stvarnoj praksi.)
MATCH@M:(In addition, very little data exists and that is a reason why Green IT is suitable for further research.===>Pored toga, postoji veoma malo podataka i to je razlog što ce zelene IT biti zahvalna tema za buduca istraživanja.)
MATCH@E:(In addition, very little data exists Š1, 3, 16Ë and that is a reason why Green IT is suitable for further research. ~~~ 7.===>Pored toga, postoji veoma malo podataka Š1, 3, 16Ë i to je razlog što će zelene IT biti zahvalna tema za buduća istraživanja. 7.)
MATCH@M:(The environment abuse has led to accelerated activities of numerous international organizations such as the United Nations, OECD, EU, Council of Europe, the International Labor Organization, World Trade Organization, World Health Organization and many others.===>Zloupotreba životne sredine ucinila je da brojne medunarodne organizacije, medu kojima Ujedinjene nacije, OECD, EU, Savet Evrope, Medunarodna organizacija radnika, Svetska trgovinska organizacija, Svet-ska zdravstvena organizacija i mnoge druge, pojacaju svoje aktivnosti.)
MATCH@E:(International regulation The environment abuse has led to accelerated activities of numerous international organizations such as the United Nations, OECD, EU, Council of Europe, the International Labor Organization, World Trade Organization, World Health Organization and many others.===>Međunarodni propisi Zloupotreba životne sredine učinila je da brojne međunarodne organizacije, među kojima Ujedinjene nacije, OECD, EU, Savet Evrope, Međunarodna organizacija radnika, Svetska trgovinska organizacija, Svetska zdravstvena organizacija i mnoge druge, pojačaju svoje aktivnosti.)
MATCH@M:(They form separate, specialized bodies and agencies, aimed to investigate monitor, analyze, warn and prepare the appropriate legislation governing environmental problems, defining rights, duties and responsibilities or sanction certain behaviors that degrade the environment.===>One osnivaju posebna, specijalizova-na tela i agencije ciji je cilj da ispitaju, prate, analiziraju, upozoravaju u pripremaju odgovarajuce zakone kojima ce se regulisati problemi zaštite životne sredine, definisati prava, obaveze i odgovornosti ili sankcio-nisati odredena ponašanja kojima se degradira životna sredina.)
MATCH@E:(They form separate, specialized bodies and agencies, aimed to investigate monitor, analyze, warn and prepare the appropriate legislation governing environmental problems, defining rights, duties and responsibilities or sanction certain behaviors that degrade the environment.===>One osnivaju posebna, specijalizovana tela i agencije čiji je cilj da ispitaju, prate, analiziraju, upozoravaju u pripremaju odgovarajuće zakone kojima će se regulisati problemi zaštite životne sredine, definisati prava, obaveze i odgovornosti ili sankcionisati određena ponašanja kojima se degradira životna sredina.)
MATCH@M:(Thus, to date, for example, only the UN have over 15 different expert programs, working groups, bodies, agencies, specialized organizations, such as: the Global Programme on Globalization, Liberalization and Sustainable Human Development, United Nations Environment Programme and International Centre for Genetic Engineering and Biotechnology; Geographic Information Working Group; as well as The Working Group on Environmental Monitoring and Assessment within the United Nations Economic Commission for Europe that was organized in Belgrade in 2007, as the Sixth Ministerial Conference “Environment in Europe” or the Division for Sustainable Development, Commission on Sustainable Development and the Environment Management Group.===>Tako su do sada, na primer, samo UN sastavile preko 15 razlicitih strucnih programa, radnih grupa, tela, agencija, specijalizovanih organizacija, kao što su: Globalni program za globalizaciju, liberalizacija i održivi razvoj ljudskog društva, program za životnu sredinu UN i Medunarodni centar za geneticki inženjering i biotehnologiju; Radna grupa za informisanje o geografskim problemima, kao i Radna grupa za pracenje i procenu životne sredine u okviru Ekonomske komisije UN za Evropu koja je organizovana 2007. godine u Beogradu, kao [esta ministarska konferencija „Životna sredina u Evropi“ ili Odeljenje za održivi razvoj, Komisija za održivi razvoj i Grupa za upravljanje životnom sredinom.)
MATCH@E:(Thus, to date, for example, only the UN have over 15 different expert programs, working groups, bodies, agencies, specialized organizations Š2Ë, such as: the Global Programme on Globalization, Liberalization and Sustainable Human Development, United Nations Environment Programme and International Centre for Genetic Engineering and Biotechnology; Geographic Information Working Group; as well as The Working Group on for Environmental Monitoring and Assessment within the United Nations Economic Commission for Europe that was organized in Belgrade in 2007, as the Sixth Ministerial Conference Environment in Europe or the Division Sustainable Development, Commission on Sustainable Development and the Environment Management Group.===>Tako su do sada, na primer, samo UN sastavile preko 15 različitih stručnih programa, radnih grupa, tela, agencija, specijalizovanih organizacija Š2Ë, kao što su: ~~~ Globalni program za globalizaciju, liberalizacija i održivi razvoj ljudskog društva, program za životnu sredinu UN i Međunarodni centar za genetički inženjering i biotehnologiju; Radna grupa za informisanje o geografskim problemima, kao i Radna grupa za praćenje i procenu životne sredine u okviru Ekonomske komisije UN za Evropu koja je organizovana 2007. godine u Beogradu, kao Šesta ministarska konferencija @ivotna sredina u Evropi ili Odeljenje za održivi razvoj, Komisija za održivi razvoj i Grupa za upravljanje životnom sredinom.)
MATCH@M:(All these bodies are preparing a new United Nations Conference on Sustainable Development in 2012.===>Sva ova tela ucestvuju u pripremi nove Konferencije UN za održivi razvoj 2012. godine.)
MATCH@E:(All these bodies are preparing a new United Nations Conference on Sustainable Development (Rio +20) in 2012.===>Sva ova tela učestvuju u pripremi nove Konferencije UN za održivi razvoj (Rio + 20) 2012. godine.)
MATCH@M:(Recently, dozens of international acts (resolutions, recommendations, declarations), organized independently or in cooperation with other international organizations, world summits that have discussed the issues related to the endangerment and protection of the environment (e.g., together with OECD held is 2009. “Climate Conference”) are adopted.===>U poslednje vreme, usvojeno je na desetine zakonskih akata (odluka, preporuka, deklaracija) organizovanih nezavisno ili u saradnji sa drugim medunarodnim organizacijama, sastanaka državnika na vrhu na kojima se raspravljalo o pitanjima vezanim za opasnosti i zaštitu životne sredine (na primer, 2009. godine je u saradnji sa OECD održana „Konferencija 0	klimi“).)
MATCH@E:(Recently, dozens of international acts (resolutions, recommendations, declarations), organized independently or in cooperation with other international organizations, world summits that have discussed the issues related to the endangerment and protection of the environment (e.g., together with OECD held Climate Conference) are adopted.===>U poslednje vreme, usvojeno je na desetine zakonskih akata (odluka, preporuka, deklaracija) organizovanih nezavisno ili u saradnji sa drugim međunarodnim organizacijama, sastanaka državnika na vrhu na kojima se raspravljalo o pitanjima vezanim za opasnosti i zaštitu životne sredine (na primer, 2009. godine je u saradnji sa OECD održana Konferencija o klimi).)
MATCH@M:(OECD is an international organization that has for long meticulously studied environmental issues and climate changes and their impact on the global, local and individual levels.===>OECD je medunarodna organizacija koja vec dugo detaljno proucava probleme životne sredine 1	klimatskih promena i njihovog uticaja na globalnom, lokalnom i individualnom nivou.)
MATCH@E:(OECD is an international organization that has for long meticulously studied environmental issues and climate changes and their impact on the global, local and individual levels.===>OECD je međunarodna organizacija koja već dugo detaljno proučava probleme životne sredine i klimatskih promena i njihovog uticaja na globalnom, lokalnom i individualnom nivou.)
MATCH@M:(It adopted over 350 different documents regulating various questions and solve many problems.===>Usvojila je više od 350 razlicitih dokumenata kojima se regulišu razlicita pitanja i rešavaju mnogi problemi.)
MATCH@E:(It adopted over 350 different documents regulating various questions and solve many problems.===>Usvojila je više od 350 različitih dokumenata kojima se regulišu različita pitanja i rešavaju mnogi problemi.)
MATCH@M:(Thus, in its organization in 2010, “Innovation, Jobs and Clean Growth” forum was held.===>Tako je u njihovoj organizaciji 2010. godine održan forum „Inovacije, radna mesta i ekološki cist razvoj“.)
MATCH@E:(Thus, in its organization in 2010, Innovation, Jobs & Clean Growth forum was held.===>Tako je u njihovoj organizaciji 2010. godine održan forum Inovacije, radna mesta i ekološki čist razvoj.)
MATCH@M:(During the Forum a special Green Growth Strategy is defined, preceded by a Declaration on Green Growth (adopted at the Meeting of the Council at Ministerial Level on 25 June 2009), as an effort to provide direction to overcome the world economic crisis through investment in Protection and restoration of green innovation (Eco - innovation) and implementation of green technologies.===>Tokom ovog Foruma definisana je posebna Strategija za ekološki cist (zeleni) rast, kojoj je prethodila Deklaracija o ekološki cistom rastu (usvojena na Sastanku Saveta na ministarskom nivou 25. juna 2009. godine), kao napor da se daju smernice za prevazilaženje svetske ekonomske krize investiranjem u Zaštitu i restauraciju ekološki cistih inovacija (Eko-inovacije) i primenom zelenih, ekološki cistih tehnologija.)
MATCH@E:(During the Forum a special Green Growth Strategy is defined, preceded by a Declaration on Green Growth (adopted at the Meeting of the Council at Ministerial Level on 25 June 2009), as an effort to provide direction to overcome the world economic crisis through investment in Protection and restoration of green innovation (Eco - innovation) and implementation of green technologies.===>Tokom ovog Foruma definisana je posebna Strategija za ekološki čist (zeleni) rast, kojoj je prethodila Deklaracija o ekološki čistom rastu (usvojena na Sastanku Saveta na ministarskom nivou 25. juna 2009. godine), kao napor da se daju smernice za prevazilaženje svetske ekonomske krize investiranjem u Zaštitu i restauraciju ekološki čistih inovacija (Eko-inovacije) i primenom zelenih, ekološki čistih tehnologija.)
MATCH@M:(Till the major incident in the Italian town of Seveso that caused a different approach to the environment and the excesses of its violation, this struggle was not equal or efficient.===>Sve do znacajnog incidenta u italijanskom gradu Sevezu koji je izazvao drugaciji pristup životnoj sredini i preteranom ugrožavanju sredine ova borba nije bila ni ravnopravna ni efikasna.)
MATCH@E:(Till the major incident in the Italian town of Seveso that caused a different approach to the environment and the excesses of its violation, this struggle was not equal or efficient.===>Sve do značajnog incidenta u italijanskom gradu Sevezu koji je izazvao drugačiji pristup životnoj sredini i preteranom ugrožavanju sredine ova borba nije bila ni ravnopravna ni efikasna.)
MATCH@M:(In fact, since 1960, EU pays special attention to “series of new policy initiatives to address further negative environmental and human health impacts of hazardous substances,” including the waste electrical and electronic equipment.===>U stvari, od 1960. godine, EU posebnu pažnju posvecuje „nizu novih politickih inicijativa za borbu protiv negativnih efekata opasnih materija na životnu sredinu i zdravlje ljudi“, ukljucujuci elektronski i elektricni otpad.)
MATCH@E:(In fact, since 1960, EU pays special attention to series of new policy initiatives to address further negative environmental and human health impacts of hazardous substances, including the waste electrical and electronic equipment Š19Ë.===>U stvari, od 1960. godine, EU posebnu pažnju posvećuje nizu novih političkih inicijativa za borbu protiv negativnih efekata opasnih materija na životnu sredinu i zdravlje ljudi, uključujući elektronski i električni otpad Š19Ë.)
MATCH@M:(In 2002 it brings: EU WEEE and RoHS Directive (Directive 2002/96/EC on waste electrical and electronic equipment - WEEE, Directive 2002/95/EC on the restriction of the use of certain hazardous substances in electrical and electronic equipment - RoHS), and Waste Framework and the REACH directive [5].===>Godine 2002., do-nela je EU WEEE i RoHS Direktivu (Direktiva 2002/96/EC o otpadu od elektricne i elektronske opreme - WEEE, Direktiva 2002/95/EC o zabrani koro-šcenja nekih opasnih supstanci u elektricnoj i elektronskoj opremi - RoHS) i Okvirnu odluku o otpadu i REACH direktivu [5].)
MATCH@E:(In 2002 it brings: EU WEEE and RoHS Directive (Directive 2002/96/EC on waste electrical and electronic equipment - WEEE, Directive 2002/95/EC on the restriction of the use of certain hazardous substances in electrical and electronic equipment - RoHS), and Waste Framework and the REACH directive Š5Ë.===>Godine 2002., donela je EU WEEE i RoHS Direktivu (Direktiva 2002/96/EC o otpadu od električne i elektronske opreme - WEEE, Direktiva 2002/95/EC o zabrani korošćenja nekih opasnih supstanci u električnoj i elektronskoj opremi RoHS) i Okvirnu odluku o otpadu i REACH direktivu Š5Ë.)
MATCH@M:(The following amendments in 2003 and 2008, as regard implementing power conferred the Commission, Proposal and Directive for waste electrical and electronic equipment.===>Amandmani koji su usledili 2003. i 2008. godine u vezi sa primenom energije ticali su se Komisije, Predloga i Direktive o elektricnom i elektronskom otpadu (opreme).)
MATCH@E:(The following amendments in 2003 and 2008, as regard implementing power conferred the Commission, Proposal and Directive for waste electrical and electronic equipment.===>Amandmani koji su usledili 2003. i 2008. godine u vezi sa primenom energije ticali su se Komisije, Predloga i Direktive o električnom i elektronskom otpadu (opreme).)
MATCH@M:(In March 2011. Council of the European Union adopts Revised rules on recycling of electronic devices.===>Marta 2011. godine, Savet Evropske unije usvojio je Revidirana pravila o reciklaži elektronskih aparata.)
MATCH@E:(In March 2011. ~~~ Council of the European Union adopts Revised rules on recycling of electronic devices.===>Marta 2011. godine, Savet Evropske unije usvojio je Revidirana pravila o reciklaži elektronskih aparata.)
MATCH@M:(In addition to these key documents Commission adopted a series of decisions in which they act, such as: decision 2004/249/EC of 11 June 2004 concerning a questionnaire for Member States reports on the implementation of Directive 2002/96/EC of the European Parliament and of the Council on waste electrical and electronic equipment; Decision 2005/369/EC of 3 May 2005 laying down rules for monitoring compliance of Member States and Establishing data formats for the purposes of Directive 2002/96/EC of the European Parliament and of the Council on waste electrical and electronic equipment (notified under document number C (2005) 1355); Decision 2004/312/EC and Council Decision 2004/486/EC, as well as acts related to the accession of new Member States, provide for some derogations, limited in time, as concerns the targets set by Directive 2002/96/EC (WEEE), Regulation (EC) No. 282/2008 on recycled plastic materials and articles intended to come into contact with foods and amending (Regulation (EC) No. 2023/2006).===>Pored ovih kljucnih dokumenata, Komisija je usvojila i niz odluka po kojima postupa, kao što su: Odluka 2004/249/EC od 11. juna 2004. godine u vezi sa upitnikom za zemlje clanice koja izveštava o primeni Direktive 2002/96/EC Evropskog parlamenta i Saveta o elektricnom i elektronskom otpadu; Odluku 2005/369/EC od 3. maja 2005. godine kojom se postavljaju pravila za pracenje uskladenosti zemalja clanica i uspostavljanju formata podataka za potrebe Direktive 2002/96/EC Evropskog parlamenta i Saveta za elektricni i elektronski otpad (obeležen pod brojem C (2005) 1355); Odluku 2004/312/EC i Odluku Saveta 2004/486/EC, kao i akte koji se odnose na pristup novih zemalja clanica, daje neke derogative, ogranicene vremenski, a u vezi sa ciljevima postavljenim u Direktivi 2002/96/EC (WEEE), Propisu (EC) br. 282/2008 u vezi sa recikliranim plasticnim materijalima i predmetima koji se mogu naci u dodiru sa hranom i stavila je amandmane na Propis (EC) br. 2023/2006.)
MATCH@E:(In addition to these key documents Commission adopted a series of decisions in which they act, such as: decision 2004/249/EC of 11 June 2004 concerning a questionnaire for Member States reports on the implementation of Directive 2002/96/EC of the European Parliament and of the Council on waste electrical and electronic equipment; Decision 2005/369/EC of 3 May 2005 laying down rules for monitoring compliance of Member States and Establishing data formats for the purposes of Directive 2002/96/EC of the European Parliament and of the Council on waste electrical and electronic equipment (notified under document number C (2005) 1355); Decision 2004/312/EC and Council Decision 2004/486/EC, as well as acts related to the accession of new Member States, provide for some derogations, limited in time, as concerns the targets set by Directive 2002/96/EC (WEEE), Regulation (EC) No. 282/2008 on recycled plastic materials and articles intended to come into contact with foods and amending (Regulation (EC) No. 2023/2006).===>Pored ovih ključnih dokumenata, Komisija je usvojila i niz odluka po kojima postupa, kao što su: ~~~ Odluka 2004/249/EC od 11. juna 2004. godine u vezi sa upitnikom za zemlje članice koja izveštava o primeni Direktive 2002/96/EC Evropskog parlamenta i Saveta o električnom i elektronskom otpadu; Odluku 2005/369/EC od 3. maja 2005. godine kojom se postavljaju pravila za praćenje usklađenosti zemalja članica i uspostavljanju formata podataka za potrebe Direktive 2002/96/EC Evropskog parlamenta i Saveta za električni i elektronski otpad (obeležen pod brojem C (2005) 1355); Odluku 2004/312/EC i Odluku Saveta 2004/486/EC, kao i akte koji se odnose na pristup novih zemalja članica, daje neke derogative, ograničene vremenski, a u vezi sa ciljevima postavljenim u Direktivi 2002/96/EC (WEEE), Propisu (EC) br. 282/2008 u vezi sa recikliranim plastičnim materijalima i predmetima koji se mogu naći u dodiru sa hranom i stavila je amandmane na Propis (EC) br. 2023/2006.)
MATCH@M:(They are followed by studies, research, comparisons of situations in the Member States, such as: study for the simplification for RoHS/WEEE, whose aim is “... identifying proposals to revise the Directive with a view to improving its cost effectiveness while maintaining the same level of environmental protection.===>Usledile su studije, istraživanja, uporedivanja situacije u zemljama clanicama, na primer: studija u vezi sa po-jednostavljemnjem RoHS/WEEE, ciji je cilj „... identi-fikovanje predloga za reviziju Direktive u smislu poboljšanja isplativosti uz održavanje istog nivoa ekološke zaštite.)
MATCH@E:(They are followed by studies, research, comparisons of situations in the Member States, such as: study for the simplification for RoHS/WEEE, whose aim is ... identifying proposals to revise the Directive with a view to improving its cost effectiveness while maintaining the same level of environmental protection.===>Usledile su studije, istraživanja, upoređivanja situacije u zemljama članicama, na primer: studija u vezi sa pojednostavljemnjem RoHS/WEEE, čiji je cilj ... identifikovanje predloga za reviziju Direktive u smislu poboljšanja isplativosti uz održavanje istog nivoa ekološke zaštite.)
MATCH@M:(The proposals need to make the legislation less burdensome, easier to apply and therefore more effective in achieving its goals and aspirations to accept the proposed solutions and extend to non-member countries (China, Japan, USA), that have a different approach to these problems.===>Ovi predlozi usmereni su na to da se zakoni pojednostave, da se olakša njihova primena tako da postanu efiksaniji u postizanju ciljeva i i želja tako što bi predložena rešenja i rokove prihvatile i zemlje koje nisu clanice (Kina, Japan, SAD) ciji se pristup ovim problemima inace razlikuje.)
MATCH@E:(The proposals need to make the legislation less burdensome, easier to apply and therefore more effective in achieving its goals and aspirations to accept the proposed solutions and extend to non-member countries (China, Japan, USA), that have a different approach to these problems.===>Ovi predlozi usmereni su na to da se zakoni pojednostave, da se olakša njihova primena tako da postanu efiksaniji u postizanju ciljeva i i želja tako što bi predložena rešenja i rokove prihvatile i zemlje koje nisu članice (Kina, Japan, SAD) čiji se pristup ovim problemima inače razlikuje.)
MATCH@M:(Actually, all measures are grouped into four groups and related to: Scope and Standards (clarify scope and careful monitoring); IPR (Ensure producer responsibility and common approach); harmonization (eup - eco-design, opening registers, the EU Centralized registration system, reporting, labeling and information, disassembly and recycling); competition (increased market surveillance, collective compliance schemes, waste trade) in order to minimize the adverse environmental impact of hazardous products and properly manage their waste”.===>U stvari, sve clanice su razvrstane u cetiri grupe u odnosu na: obim i standarde (jasan obuhvat i pažljivo pracenje); IPR (odgovornost proizvodaca i uobicajeni pristup); harmonizacija (eup-eko dizajn, otvaranje registara, centralizovani sistem registrovanja za EU, objavljivanje podataka, oznacavanje i informisanje, rastavljanje i recikliranje); konkurencija (pojacan nadzor na tržištu, planovi za kolektivno uskladivanje, trgovina otpadom) a sve sa ciljem da se štetan uticaj opasnih proizvoda na životnu sredinu svede na minimum i da se obezbedi odgovarajuci nacin upravljanja njihovim otpadom“.)
MATCH@E:(Actually, all measures are grouped into four groups and related to: Scope and Standards (clarify scope and careful monitoring); IPR (Ensure producer responsibility and common approach); harmonization (eup - eco-design, opening registers, the EU Centralized registration system, reporting, labeling and information, disassembly and recycling); competition (increased market surveillance, collective compliance schemes, waste trade) in order to minimize the adverse environmental impact of hazardous products and properly manage their waste Š22Ë.===>U stvari, sve članice su razvrstane u četiri grupe u odnosu na: obim i standarde (jasan obuhvat i pažljivo praćenje); IPR (odgovornost proizvođača i uobičajeni pristup); harmonizacija (eup-eko dizajn, otvaranje registara, centralizovani sistem registrovanja za EU, objavljivanje podataka, označavanje i informisanje, rastavljanje i recikliranje); konkurencija (pojačan nadzor na tržištu, planovi za kolektivno usklađivanje, trgovina otpadom) a sve sa ciljem da se štetan uticaj opasnih proizvoda na životnu sredinu svede na minimum i da se obezbedi odgovarajući način upravljanja njihovim otpadom Š22Ë.)
MATCH@M:(Therefore, in the last decade, many international organizations initiated the generation of network norms, formulated principles, established standards to define concrete solutions to the growing problems and thus, enabled forming a basis for the international environmental law.===>Stoga je tokom prošle decenije veliki broj medunarodnih organizacija pokrenuo inicijativu za izradu normi umrežavanja, formulisani su principi, utvrdeni standardi za definisanje konkretnih rešenja za rastuce probleme i time obezbedio da se formira osnova za donošenje medunarodnog zakona o zaštiti životne sredine.)
MATCH@E:(Therefore, in the last decade, many international organizations initiated the generation of network norms, formulated principles, established standards to define concrete solutions to the growing problems and thus, enabled forming a basis for the international environmental law.===>Stoga je tokom prošle decenije veliki broj međunarodnih organizacija pokrenuo inicijativu za izradu normi umrežavanja, formulisani su principi, utvrđeni standardi za definisanje konkretnih rešenja za rastuće probleme i time obezbedio da se formira osnova za donošenje međunarodnog zakona o zaštiti životne sredine.)
MATCH@M:(It was the expected result of growing global environmental problems and their impacts.===>To je i ocekivani odgovor na sve vece ekološke probleme i njihov uticaj.)
MATCH@E:(It was the expected result of growing global environmental problems and their impacts.===>To je i očekivani odgovor na sve veće ekološke probleme i njihov uticaj.)
MATCH@M:(However, the development of international environmental law shows a tendency of parallel growth in the global and regional levels, so policies and the environmental protection are not just limited to pollution control at the local level, but have an overall global impact, that is very difficult to control.===>Ipak, donošenje medunarodnog ekološkog zakona pokazuje tendenciju paralelnih aktivnosti kako na globalnom tako i na lokalnom nivou, tako da politike i ekološka zaštita nisu ogranicene samo na kontrolu zagadenja na lokalnom nivou, vec imaju globalni uticaj koji je veoma teško kontrolisati.)
MATCH@E:(However, the development of international environmental law shows a tendency of parallel growth in the global and regional levels, so policies and the environmental protection are not just limited to pollution control at the local level, but have an overall global impact, that is very difficult to control.===>Ipak, donošenje međunarodnog ekološkog zakona pokazuje tendenciju paralelnih aktivnosti kako na globalnom tako i na lokalnom nivou, tako da politike i ekološka zaštita nisu ograničene samo na kontrolu zagađenja na lokalnom nivou, već imaju globalni uticaj koji je veoma teško kontrolisati.)
MATCH@M:(The global ecological balance every day becomes more and more prominent, requiring the application of appropriate instruments.===>Globalna ekološka ravnoteža postaje sve znacajnije pitanje iz dana u dan, a da bi se uspostavila i održala, potrebno je primeniti odgovarajuce alate.)
MATCH@E:(The global ecological balance every day becomes more and more prominent, requiring the application of appropriate instruments.===>Globalna ekološka ravnoteža postaje sve značajnije pitanje iz dana u dan, a da bi se uspostavila i održala, potrebno je primeniti odgovarajuće alate.)
MATCH@M:(Although the global pollution problem has worldwide scale, the primary responsibility to solve it is the duty of the developed countries.===>Iako je globalni problem zagadenja veliki u celom svetu, osnovna odgovornost za njegovo rešavanje pripada razvijenim zemljama.)
MATCH@E:(Although the global pollution problem has worldwide scale, the primary responsibility to solve it is the duty of the developed countries Š2Ë.===>Iako je globalni problem zagađenja veliki u celom svetu, osnovna odgovornost za njegovo rešavanje pripada razvijenim zemljama Š2Ë.)
MATCH@M:(In addition, many no-government organizations (NGOs) participate in the battle for a healthy environment and green development.===>Pored toga, veliki broj nevladinih organizacija (NVO) ucestvuje u bici za zdravo okruženje i zeleni razvoj.)
MATCH@E:(In addition, many no-government organizations (NGOs) participate in the battle for a healthy environment and green development.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In addition, many no-government organizations (NGOs) participate in the battle for a healthy environment and green development.
BAD_LINE_M:Pored toga, veliki broj nevladinih organizacija (NVO) ucestvuje u bici za zdravo okruženje i zeleni razvoj.
BAD_LINE_E:In addition, many no-government organizations (NGOs) participate in the battle for a healthy environment and green development.
BAD_LINE_E:
MATCH@M:(Some of them just point to problems, while others are active in making decisions and solving the problems.===>Neke samo ukazuju na problem, dok se druge angažu-ju u odlucivanju i rešavanju problema.)
MATCH@E:(Some of them just point to problems, while others are active in making decisions and solving the problems.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Some of them just point to problems, while others are active in making decisions and solving the problems.
BAD_LINE_M:Neke samo ukazuju na problem, dok se druge angažu-ju u odlucivanju i rešavanju problema.
BAD_LINE_E:Some of them just point to problems, while others are active in making decisions and solving the problems.
BAD_LINE_E:
MATCH@M:(Either active or passive their role is even more important if the forms of threats are more diverse and far-reaching.===>Bez obzira da li su aktivne ili pasivne, njihova uloga je utoliko važni-)
MATCH@E:(Either active or passive their role is even more important if the forms of threats are more diverse and far-reaching.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Either active or passive their role is even more important if the forms of threats are more diverse and far-reaching.
BAD_LINE_M:Bez obzira da li su aktivne ili pasivne, njihova uloga je utoliko važni-
BAD_LINE_E:Either active or passive their role is even more important if the forms of threats are more diverse and far-reaching.
BAD_LINE_E:
MATCH@M:(National laws increasingly respond to environmental problems by making specific laws and regulations or by the adoption and ratification of international acts.===>Nacionalna zakonodavstva se sve više bave problemima zaštite životne sredine tako što donose specijalne zakone i propise ili usvajaju i ratifikuju medunarodne akte.)
MATCH@E:(National laws increasingly respond to environmental problems by making specific laws and regulations or by the adoption and ratification of international acts.===>Nacionalna zakonodavstva se sve više bave problemima zaštite životne sredine tako što donose specijalne zakone i propise ili usvajaju i ratifikuju međunarodne akte.)
MATCH@M:(Common is that the problems of electronic waste and the impact of IT on climate and other changes in the environment have complex, multidisciplinary access and aspects: Technologies and Market Developments, Environmental Impacts, Economic Impacts (Administrative Burden, Quality Costs); Social Impacts etc.===>Uobicajeno je da problemi elektronskog otpada i uti-caj IT na klimatske promene u okruženju imaju složene, multidisciplinarne pristupe i aspekte: tehnologije i razvoj tržišta, uticaj na životnu sredinu, ekonomski uticaji (administrativna opterecenja, troškovi za kvali-tet), društveni uticaji i dr.)
MATCH@E:(Common is that the problems of electronic waste and the impact of IT on climate and other changes in the environment have complex, multidisciplinary access and aspects: Technologies and Market Developments, Environmental Impacts (Administrative Burden, Quality Costs); Social Impacts etc. ~~~ Impacts, Economic 8.===>Uobičajeno je da problemi elektronskog otpada i uticaj IT na klimatske promene u okruženju imaju složene, multidisciplinarne pristupe i aspekte: tehnologije i razvoj tržišta, uticaj na životnu sredinu, ekonomski uticaji (administrativna opterećenja, troškovi za kvalitet), društveni uticaji i dr. 8.)
MATCH@M:(In Republic of Serbia the importance of environmental protection has been confirmed in the Constitution and defined in the fundamental human rights, the article 74: “everyone has the right to a healthy environment.”===>Znacaj zaštite životne sredine je u Republici Srbiji potvrden u Ustavu i definisan u osnovnim ljudskim pravima, u clanu 74: „svi imaju pravo na zdravu životnu sredinu“.)
MATCH@E:(The republic of Serbia possible solutions In Republic of Serbia the importance of environmental protection has been confirmed in the Constitution and defined in the fundamental human rights, the article 74: everyone has the right to a healthy environment.===>Republika Srbija moguća rešenja Značaj zaštite životne sredine je u Republici Srbiji potvrđen u Ustavu i definisan u osnovnim ljudskim pravima, u članu 74: svi imaju pravo na zdravu životnu sredinu.)
MATCH@M:(In addition, the Constitution guarantees to citizens full data about the state of the environment.===>Pored toga, Ustav garantuje gradanima pravo da saznaju sve podatke o stanju životne sredine.)
MATCH@E:(In addition, the Constitution guarantees to citizens full data about the state of the environment.===>Pored toga, Ustav garantuje građanima pravo da saznaju sve podatke o stanju životne sredine.)
MATCH@M:(On the other hand, it is determined that everyone, especially the Republic of Serbia and autonomous regions, are responsible for environmental protection.===>S druge strane, definisano je da svi, a posebno Republika Srbija i njene autonomne pokrajine, imaju dužnost da štite životnu sredinu.)
MATCH@E:(On the other hand, it is determined that everyone, especially the Republic of Serbia and autonomous regions, are responsible for environmental protection.===>S druge strane, definisano je da svi, a posebno Republika Srbija i njene autonomne pokrajine, imaju dužnost da štite životnu sredinu.)
MATCH@M:(Finally, the Constitution establishes the obligation of all citizens to preserve and enhance the environment.===>Na kraju, Ustav utvrduje obavezu svih gradana da cuvaju i unapreduju okruženje.)
MATCH@E:(Finally, the Constitution establishes the obligation of all citizens to preserve and enhance the environment.===>Na kraju, Ustav utvrđuje obavezu svih građana da čuvaju i unapređuju okruženje.)
MATCH@M:(Furthermore, legal framework of environmental protection in the Republic of Serbia is mostly based on the laws (e.g. Environmental Protection Law, Environmental Law, Law on Strategic Environmental Impact Assessment, Law on Integrated Prevention and Control of Environmental Pollution).===>Dalje, zakonski okviri za zaštitu prirodne sredine u Republici Srbiji uglavnom se zasnivaju na zakonima (na primer, Zakon o zaštiti životne sredine, Zakon o okruženju, Zakon o proceni strateškog uticaja na životnu sredinu, Zakon o zajednickoj zaštiti i kontroli zagadenja životne sredine).)
MATCH@E:(Furthermore, legal framework of environmental protection in the Republic of Serbia is mostly based on the laws (e.g. Environmental Protection Law, Environmental Law, Law on Strategic Environmental Impact Assessment, Law on Integrated Prevention and Control of Environmental Pollution).===>Dalje, zakonski okviri za zaštitu prirodne sredine u Republici Srbiji uglavnom se zasnivaju na zakonima (na primer, Zakon o zaštiti životne sredine, Zakon o okruženju, Zakon o proceni strateškog uticaja na životnu sredinu, Zakon o zajedničkoj zaštiti i kontroli zagađenja životne sredine).)
MATCH@M:(With these legislations, the current frame become sub-laws and other regulations that are enacted to enforce these laws.===>Sa ovakvim zakonodavstvom, zakonski okvir danas obuhvata i pod-zakone i druge propise koji se donose u cilju podržavanja ovih zakona.)
MATCH@E:(With these legislations, the current frame become sub-laws and other regulations that are enacted to enforce these laws.===>Sa ovakvim zakonodavstvom, zakonski okvir danas obuhvata i pod-zakone i druge propise koji se donose u cilju podržavanja ovih zakona.)
MATCH@M:(In order to join the European Union, Serbia has for several years managed the process of harmonization of the national law with the European law, and among the important areas are environment and its protection.===>U naporima da se pridruži Evropskoj uniji Srbija vec nekoliko godina rukovodi procesom usaglašavanja nacionalnih zakona sa evropskim, a medu znacajnijima su i zakoni koji se odnose na životnu sredinu i njenu zaštitu.)
MATCH@E:(In order to join the European Union, Serbia has for several years managed the process of harmonization of the national law with the European law, and among the important areas are environment and its protection.===>U naporima da se pridruži Evropskoj uniji Srbija već nekoliko godina rukovodi procesom usaglašavanja nacionalnih zakona sa evropskim, a među značajnijima su i zakoni koji se odnose na životnu sredinu i njenu zaštitu.)
MATCH@M:(The table of compliance, compiled by the Office of European Integration of Serbia, in accordance with Article 111 of the Stabilization and Association Agreement, expresses the country’s committment to cooperation with other countries in the field of the environment in effort to stop its degradation.===>Tabela uskladenosti koju je sastavila Kancelarija za evropske integracije Srbije u skladu sa clanom 111 Sporazuma o asocijaciji i integraciji, izradena je sa ciljem da se saraduje sa drugim zemljama u oblasti koja se tice životne sredine u cilju zaustavljanja njenog propadanja.)
MATCH@E:(The table of compliance, compiled by the Office of European Integration of Serbia, in accordance with Article 111 of the Stabilization and Association Agreement, expresses the countrys committment to cooperation with other countries in the field of the environment in effort to stop its degradation.===>Tabela usklađenosti koju je sastavila Kancelarija za evropske integracije Srbije u skladu sa članom 111 Sporazuma o asocijaciji i integraciji, izrađena je sa ciljem da se sarađuje sa drugim zemljama u oblasti koja se tiče životne sredine u cilju zaustavljanja njenog propadanja.)
MATCH@M:(National Program for EU integration and sustainable development strategy is defined to be one of national priorities “to protect and promote the rational use of natural resources.”===>Nacionalni Program za EU integracije i strategiju održivog razvoja nalazi se medu nacionalnim prioritetima „za zaštitu i propagiranje racionalne primene prirodnih resursa“.)
MATCH@E:(National Program for EU integration and sustainable development strategy is defined to be one of national priorities to protect and promote the rational use of natural resources.===>Nacionalni Program za EU integracije i strategiju održivog razvoja nalazi se među nacionalnim prioritetima za zaštitu i propagiranje racionalne primene prirodnih resursa.)
MATCH@M:(The problem of waste management, as well as hazardous electrical and electronic, is regulated by special law and the small number of under-laws.===>Problem upravljanja otpadom, kao i opasnim elektricnim i elektronskim materijalom, regulisan je posebnim zakonom i nekolicinom podzakonskih akata.)
MATCH@E:(The problem of waste management, as well as hazardous electrical and electronic, is regulated by special law and the small number of under-laws.===>Problem upravljanja otpadom, kao i opasnim električnim i elektronskim materijalom, regulisan je posebnim zakonom i nekolicinom podzakonskih akata.)
MATCH@M:(Adopting the Waste Management Law in 2009 and changes in the 2010 provided the integrated, efficient and systematic waste management in accordance with European principles.===>Usvajanje Zakona o upravljanju otpadom 2009. godine i iz-mene 2010., imali su za posledicu integrisano, efikasnija ukoliko su pretnje raznovrsnije i dalekosežnije. i sistematsko upravljanje otpadom u skladu sa evropskim principima.)
MATCH@E:(Adopting the Waste Management Law in 2009 and changes in the 2010 provided the integrated, efficient and systematic waste management in accordance with European principles.===>Usvajanje Zakona o upravljanju otpadom 2009. godine i izmene 2010., imali su za posledicu integrisano, efikasno i sistematsko upravljanje otpadom u skladu sa evrop skim principima.)
MATCH@M:(In Article 1 of the Act are defined: “the types and classifications of waste, waste management planning, waste management entities, the responsibilities and obligations in waste management, waste management organization, management of specific waste streams, and conditions permitting, cross-border movement of waste reporting Waste and databases; financing of waste management, supervision, and other issues of importance for waste management”.===>U elanu 1 ovog Zakona definisani su „tipovi i klasifikacija otpada, planiranje u upravljanju otpadom, tela koja upravljaju otpadom, odgovornost i obaveze u upravljanju otpadom, organizacija za upravljanje otpadom, upravljanje specijalnim tokovima otpada i, ako uslovi dozvole, prekogranicni promet u iz-veštavanju o otpadu i baze podataka; finansiranje upravljanja otpadom, nadzor, i druga pitanja od znacaja za upravljanje otpadom“.)
MATCH@E:(In Article 1 of the Act are defined: the types and classifications of waste, waste management planning, waste management entities, the responsibilities and obligations in waste management, waste manage ment organization, management of specific waste streams, and conditions permitting, cross-border movement of waste reporting Waste and databases; financing of waste management, supervision, and other issues of importance for waste management.===>U članu 1 ovog Zakona definisani su tipovi i klasifikacija otpada, planiranje u upravljanju otpadom, tela koja upravljaju otpadom, odgovornost i obaveze u upravljanju otpadom, organizacija za upravljanje otpadom, upravljanje specijalnim tokovima otpada i, ako uslovi dozvole, prekogranični promet u izveštavanju o otpadu i baze podataka; finansiranje upravljanja otpadom, nadzor, i druga pitanja od značaja za upravljanje otpadom.)
MATCH@M:(All are identified as an activity of general interest.===>Sve ovo se smatra aktivnošcu od opšteg interesa.)
MATCH@E:(All are identified as an activity of general interest.===>Sve ovo se smatra aktivnošću od opšteg interesa.)
MATCH@M:(The management practice of special types of waste and liabilities of entities with their handlers are next.===>Potom dolaze postupci u upravljanju specificnim vrstama otpada i obaveze odgovarajucih tela sa organima koji se time bave.)
MATCH@E:(The management practice of special types of waste and liabilities of entities with their handlers are next.===>Potom dolaze postupci u upravljanju specifičnim vrstama otpada i obaveze odgovarajućih tela sa organima koji se time bave.)
MATCH@M:(Further regulation is anticipated with detailed by-laws.===>Predvida se da ce se dalja regulacija sprovoditi putem detaljnih podzakonskih akata.)
MATCH@E:(Further regulation is anticipated with detailed by-laws.===>Predviđa se da će se dalja regulacija sprovoditi putem detaljnih podzakonskih akata.)
MATCH@M:(Still missing is special treatment of electrical and electronic waste, as well as strategy for the development of Green IT.===>Još uvek nedostaje onaj o posebnom tretmanu elektricnog i elektronskog otpada, kao i strategija razvoja zelenih tehnologija.)
MATCH@E:(Still missing is special treatment of electrical and electronic waste, as well as strategy for the development of Green IT.===>Još uvek nedostaje onaj o posebnom tretmanu električnog i elektronskog otpada, kao i strategija razvoja zelenih tehnologija.)
MATCH@M:(The Strategy of Information Society in the Republic of Serbia, adopted in 2005, in key strategic issues have not defined the further development of these technologies and established a low-carbon society.===>Strategija o informacionom društvu u Republici Srbiji, usvojena 2005. godine, nije u kljucna strateška pitanja ubrojila i dalje usavršavanje ovih tehnologija niti je uspostavila društvo sa niskom emisijom ugljeni-ka.)
MATCH@E:(The Strategy of Information Society in the Republic of Serbia, adopted in 2005, in key strategic issues have not defined the further development of these technologies and established a low-carbon society.===>Strategija o informacionom društvu u Republici Srbiji, usvojena 2005. godine, nije u ključna strateška pitanja ubrojila i dalje usavršavanje ovih tehnologija niti je uspostavila društvo sa niskom emisijom ugljenika.)
MATCH@M:(This failure has a significantly negative effect on other regulations and their implementation.===>Ovaj propust ima znacajan negativni uticaj na druge odredbe i njihovu primenu.)
MATCH@E:(This failure has a significantly negative effect on other regulations and their implementation.===>Ovaj propust ima značajan negativni uticaj na druge odredbe i njihovu primenu.)
MATCH@M:(However, the biggest problem is not legislation, but organizational and other measures to implement it in the regulation of the current situation and prevention of future risks, as well as defining the responsibilities of the division, building capacity, ensuring financial and other resources and tools.===>Najveci problem ipak nije zakonodavstvo, vec organizacione i druge mere koje treba primeniti u regulisa-nju trenutne situacije i sprecavanju buducih rizika, kao i u definisanju odgovornosti svakog sektora, u stvaranju kapaciteta, obezbedivanju finansijske podrške i drugih resursa i alata.)
MATCH@E:(However, the biggest problem is not legislation, but organizational and other measures to implement it in the regulation of the current situation and prevention of future risks, as well as defining the responsibilities of the division, building capacity, ensuring financial and other resources and tools Š2Ë. LITERATURA Š1Ë Chen A. J., M. C. Boudreau, R. T. Watson.===>Najveći problem ipak nije zakonodavstvo, već organizacione i druge mere koje treba primeniti u regulisanju trenutne situacije i sprečavanju budućih rizika, kao i u definisanju odgovornosti svakog sektora, u stvaranju kapaciteta, obezbeđivanju finansijske podrške i drugih resursa i alata Š2Ë. ~~~ LITERATURA Š1Ë Chen A. J., M. C. Boudreau, R. T. Watson.)
MATCH@M:(An increasing number of companies finds that a significant portion of their business operations is conducted implementing the project approach, hence the importance of engaging professionals competent in this field.===>U poslovanju sve veceg broja kompanija danas, znacajan deo poslovnih aktivnosti izvodi se preko projektnog pristupa, za potrebe cega je postalo važno an-gažovanje pojedinaca kompetentnih u toj oblasti.)
MATCH@E:(Introduction An increasing number of companies finds that a significant portion of their business operations is conducted implementing the project approach, hence the importance of engaging professionals competent in this field.===>Uvod U poslovanju sve većeg broja kompanija danas, značajan deo poslovnih aktivnosti izvodi se preko projektnog pristupa, za potrebe čega je postalo važno angažovanje pojedinaca kompetentnih u toj oblasti.)
MATCH@M:(A specific discipline that comprises management of varied aspects of a project, regardless of whether it is implemented in economic or non-economic industry, is project management.===>Posebna disciplina koja obuhvata upravljanje razlicitim aspektima sadržanim u jednom projektu, bez obzira da li se on implementira u privrednoj ili neprivrednoj delatnosti, naziva se projektni menadžment.)
MATCH@E:(A specific discipline that comprises management of varied aspects of a project, regardless of whether it is implemented in economic or non-economic industry, is project management.===>Posebna disciplina koja obuhvata upravljanje različitim aspektima sadržanim u jednom projektu, bez obzira da li se on implementira u privrednoj ili neprivrednoj delatnosti, naziva se projektni menadžment.)
MATCH@M:(The project management approach in business has been present for several years so far and according to [6] it is no longer considered to be merely an approach in planning and monitoring the execution of a project, but also a means to achieve strategic goals of a company in a business environment.===>Projektni pristup u poslovanju aktuelan je dugi niz godina i prema [6] ovakav pristup se više ne razmatra samo kao pristup za planiranje i pracenje realizacije jednog projekta, vec kao nacin za dostizanje strateških ciljeva preduzeca u poslovnom okruženju.)
MATCH@E:(The project management approach in business has been present for several years so far and according to Š6Ë it is no longer considered to be merely an approach in planning and monitoring the execution of a project, but also a means to achieve strategic goals of a company in a business environment.===>Projektni pristup u poslovanju aktuelan je dugi niz godina i prema Š6Ë ovakav pristup se više ne razmatra samo kao pristup za planiranje i praćenje realizacije jednog projekta, već kao način za dostizanje strateških ciljeva preduzeća u poslovnom okruženju.)
MATCH@M:(Its importance is further highlighted by the fact that the first organizations in the world were established as early as the 1970s, to gather together the professionals from the field of project management and to contribute to the development of the field on both the national and the global levels, via numerous initiatives, meetings, knowledge and experience exchange.===>O njegovom znacaju govori cinjenica da su 70-ih godina prošlog veka osnovane prve organizacije u svetu, ciji je cilj bio okupljanje profesionalaca iz oblasti projektnog menadž-menta, te doprinos razvoju oblasti na nacionalnom i globalnom nivou, kroz brojne inicijative, skupove, programe, kao nacine za usavršavanje, razmenu, prenošenje znanja i iskustava.)
MATCH@E:(Its importance is further highlighted by the fact that the first organizations in the world were established as early as the 1970s, to gather together the professionals from the field of project management and to contribute to the development of the field on both the national and the global levels, via numerous initiatives, meetings, knowledge and experience exchange.===>O njegovom značaju govori činjenica da su 70-ih godina prošlog veka osnovane prve organizacije u svetu, čiji je cilj bio okupljanje profesionalaca iz oblasti projektnog menadžmenta, te doprinos razvoju oblasti na nacionalnom i globalnom nivou, kroz brojne inicijative, skupove, programe, kao načine za usavršavanje, razmenu, prenošenje znanja i iskustava. ~~~ Neke od svetski poznatih organizacija koje su svojim radom učinile mnogo na polju razvoja oblasti projektnog menadžmenta su:)
MATCH@M:(Some world renowned organizations that did a lot in the field of project management development are the following: IPMA - International Project Management Association, PMI - Project Management Institute, APM - Association for Project Management.===>Neke od svetski poznatih organizacija koje su svojim radom ucinile mnogo na polju razvoja oblasti projektnog menadžmenta su: IPMA - International Project Management Association, PMI - Project Management Institute, APM - Association for Project Management.)
MATCH@E:(Some world renowned organizations that did a lot in the field of project management development are the following: IPMA International Project Management Association, PMI Project Management Institute, APM Association for Project Management.===>IPMA International Project Management Association, PMI Project Management Institute, APM Association for Project Management.)
BAD_LINE_=============================================================
BAD_LINE_M:Some world renowned organizations that did a lot in the field of project management development are the following: IPMA - International Project Management Association, PMI - Project Management Institute, APM - Association for Project Management.
BAD_LINE_M:Neke od svetski poznatih organizacija koje su svojim radom ucinile mnogo na polju razvoja oblasti projektnog menadžmenta su: IPMA - International Project Management Association, PMI - Project Management Institute, APM - Association for Project Management.
BAD_LINE_E:Some world renowned organizations that did a lot in the field of project management development are the following: IPMA International Project Management Association, PMI Project Management Institute, APM Association for Project Management.
BAD_LINE_E:IPMA International Project Management Association, PMI Project Management Institute, APM Association for Project Management.
MATCH@M:(They went a step further by developing the sertification programs for project managers, intending to offer the individual managers an opportunity to verify their existing and newly acquired knowledge, affirm their competence as project managers and become engaged on the on-going and the future projects worldwide.===>Korak dalje su ucinile kada su razvile programe sertifikacije projektnih menadžera, sa namerom da se pojedincima pruži mogucnost da verifikuju svoja postojeca i novostecena znanja, potvrde svoju kompetentnost kao projektni menadžeri i budu angažovani na sadašnjim i buducim projektima širom sveta.)
MATCH@E:(They went a step further by developing the sertification programs for project managers, intending to offer the individual managers an opportunity to verify their existing and newly acquired knowledge, affirm their competence as project managers and become engaged on the on-going and the future projects worldwide. casions the participants will share and exchange their knowledge and experience.===>Korak dalje su učinile kada su razvile programe sertifikacije projektnih menadžera, sa namerom da se pojedincima pruži mogućnost da verifikuju svoja postojeća i novostečena znanja, potvrde svoju kompetentnost kao projektni menadžeri i budu angažovani na sadašnjim i budućim projektima širom sveta.)
MATCH@M:(In the project managers certification programs, in which these organizations are also involved, individuals get an opportunity to affirm their competence in a certain segment of project management.===>Kroz programe sertifikacije projektnih menadžera, koji su takode deo aktivnosti ovih organizacija, pojedinci imaju priliku da potvrde svoju kompetentnost u odredenom segmentu oblasti projektnog menadž-menta.)
MATCH@E:(In the project managers certification programs, in which these organizations are also involved, individuals get an opportunity to affirm their competence in a certain segment of project management.===>Kroz programe sertifikacije projektnih menadžera, koji su takođe deo aktivnosti ovih organizacija, pojedinci imaju priliku da potvrde svoju kompetentnost u određenom segmentu oblasti projektnog menadžmenta.)
MATCH@M:(Given that projects today are actually large enterprises that are not executed on only one location, under the direct supervision of the project manager but are rather conducted from a distance, both temporal and geographical; that is, virtually, it will be an advantage if the project manager or a member of the team have a formal sertification of their competence.===>S obzirom da su projekti danas sve cešce poduhvati koji se ne realizuju iskljucivo na jednoj lokaciji, pod neposrednim nadzorom projektnog menadžera, nego se realizacijom projekta upravlja sa distance, vremenske i prostorne, tj. virtualno, prednost je ako projektni menadžer ili clan tima ima i formalnu potvrdu svoje kompetentnosti.)
MATCH@E:(Given that projects today are actually large enterprises that are not executed on only one location, under the direct supervision of the project manager but are rather conducted from a distance, both temporal and geographical; that is, virtually, it will be an advantage if the project manager or a member of the team have a formal sertification of their competence.===>S obzirom da su projekti danas sve češće poduhvati koji se ne realizuju isključivo na jednoj lokaciji, pod neposrednim nadzorom projektnog menadžera, nego se realizacijom projekta upravlja sa distance, vremenske i prostorne, tj. virtualno, prednost je ako projektni menadžer ili član tima ima i formalnu potvrdu svoje kompetentnosti.)
MATCH@M:(In case of this type of organizations these are primarily the ISO 9001:2008, Quality Management Systems - Requirements and ISO 17024:2003, Conformity Assessment - General requirements for bodies operating certification of staff.===>Za ovaj tip organizacija to su, pre svega, ISO 9001:2008 Sistemi menadžmenta kvalitetom - Zahtevi i ISO 17024:2003 Ocena usaglašenosti - Opšti zahtevi za sertifikaciona tela za osoblje.)
MATCH@E:(In case of this type of organizations these are primarily the ISO 9001:2008, Quality Management Systems Requirements and ISO 17024:2003, Conformity Assessment General requirements for bodies operating certification of staff.===>Za ovaj tip organizacija to su, pre svega, ISO 9001:2008 Sistemi menadžmenta kvalitetom Zahtevi i ISO 17024:2003 Ocena usaglašenosti Opšti zahtevi za sertifikaciona tela za osoblje. 2.)
MATCH@M:(All these factors have to be planned and controlled in order that the project should be completed efficiently.===>Sve ove faktore treba isplanirati i kontrolisati u cilju efikasnog završetka projekta.)
MATCH@E:(All these factors have to be planned and controlled in order that the project should be completed efficiently.===>Sve ove faktore treba isplanirati i kontrolisati u cilju efikasnog završetka projekta.)
MATCH@M:(Managers are daily faced with various problems and obstacles; in order that they should do their job more efficiently and complete the projects within the planned time, with plannes costs and quality, the organizations are established to aid them.===>Menadžeri se svakodnevno susrecu sa razlicitim problemima i preprekama i da bi efikasnije obavljali svoj posao i završavali projekte u planiranom vremenu, sa planiranim troškovima i kvalitetom, osnovane su organizacije koje im svojim delovanjem pomažu u tome.)
MATCH@E:(Managers are daily faced with various problems and obstacles; in order that they should do their job more efficiently and complete the projects within the planned time, with plannes costs and quality, the organizations are established to aid them.===>Menadžeri se svakodnevno susreću sa različitim problemima i preprekama i da bi efikasnije obavljali svoj posao i završavali projekte u planiranom vremenu, sa planiranim troškovima i kvalitetom, osnovane su organizacije koje im svojim delovanjem pomažu u tome.)
MATCH@M:(Some of the organizations and areas that need to implement the project approach and engage project managers are as follows: construction firms, engineering and project organizations, ministries (project management units), marketing agencies, consulting firms, research organizations, etc.===>Neke od organizacija i oblasti koje iskazuju potrebu za primenom projektnog pristupa i angažovanjem projektnih menadžera su: gradevinske organizacije, inženjering i projektantske organizacije, ministarstva (jedinice za upravljanje projektima), marketing agencije, konsultantske organizacije, naucno-istraživacke organizacije, itd.)
MATCH@E:(Some of the organizations and areas that need to implement the project approach and engage project managers are as follows: construction firms, engineering and project organizations, ministries (project management units), marketing agencies, consulting firms, research organizations, etc.===>Neke od organizacija i oblasti koje iskazuju potrebu za primenom projektnog pristupa i angažovanjem projektnih menadžera su: građevinske organizacije, inženjering i projektantske organizacije, ministarstva (jedinice za upravljanje projektima), marketing agencije, konsultantske organizacije, naučno-istraživačke organizacije, itd.)
MATCH@M:(In case either of the aspects fails to be accomplished, it can affect the product of the project and its quality, the satisfaction of the project results users and of other stakeholders, as well as the project organization itself.===>Ukoliko se ne ispuni bilo koji od ova dva aspekta, to može imati uticaja na proizvod projekta i njegov kvalitet, zadovoljstvo korisnika rezultata projekta i drugih interesnih strana, kao i na projektnu organizaciju.)
MATCH@E:(In case either of the aspects fails to be accomplished, it can affect the product of the project and its quality, the satisfaction of the project results users and of other stakeholders, as well as the project organization itself.===>Ukoliko se ne ispuni bilo koji od ova dva aspekta, to može imati uticaja na proizvod projekta i njegov kvalitet, zadovoljstvo korisnika rezultata projekta i drugih interesnih strana, kao i na projektnu organizaciju.)
MATCH@M:(Achieving quality goals is the responsibility of the management, and demands committment to achieving the goals concerning quality that are set on each of the levels within the organizations involved in the project.===>Dostizanje ciljeva kvaliteta je odgovornost rukovodstva, zahtevajuci opredeljenost za ostvarenje ciljeva kvaliteta koji su istaknuti na svim nivoima unutar organizacija ukljucenih u projekat.)
MATCH@E:(According to Š9Ë, achieving quality goals is the responsibility of the management, and demands committment to achieving the goals concerning quality that are set on each of the levels within the organizations involved in the project.===>Prema Š9Ë dostizanje ciljeva kvaliteta je odgovornost rukovodstva, zahtevajući opredeljenost za ostvarenje ciljeva kvaliteta koji su istaknuti na svim nivoima unutar organizacija uključenih u projekat.)
MATCH@M:(The project manager combines his knowledge, skills, personal traits and attitudes to focus upon the project goals accomplishment.===>Projektni menadžer ujedinjuje svoje znanje, veštine, licne osobine i stavove kada se fokusira na realizaciju projektnih ciljeva.)
MATCH@E:(The project manager combines his knowledge, skills, personal traits and attitudes to focus upon the project goals accomplishment.===>Projektni menadžer ujedinjuje svoje znanje, veštine, lične osobine i stavove kada se fokusira na realizaciju projektnih ciljeva.)
MATCH@M:(His competence in this context is viewed as the ability to conduct the activities in the project that will lead to a desired result based on the standards adopted.===>Njegova kompetentnost se u tom kontekstu iskazuje kao sposobnost izvršavanja aktivnosti u projektu koje ce dovesti do željenog rezultata zasnovanog na usvojenim standardima.)
MATCH@E:(According to Š1Ë, his competence in this context is viewed as the ability to conduct the activities in the project that will lead to a desired result based on the standards adopted.===>Prema Š1Ë njegova kompetentnost se u tom kontekstu iskazuje kao sposobnost izvršavanja aktivnosti u projektu koje će dovesti do željenog rezultata zasnovanog na usvojenim standardima.)
MATCH@M:(As a discipline, project management is developing steadily and fast, it connects with other management disciplines producing new trends.===>Projektni menadžment se, kao disciplina, nalazi u stalnom i brzom razvoju, povezuje se sa drugim menadžment disciplinama i javljaju se novi pravci.)
MATCH@E:(As a discipline, project management is developing steadily and fast, it connects with other management disciplines producing new trends.===>Projektni menadžment se, kao disciplina, nalazi u stalnom i brzom razvoju, povezuje se sa drugim menadžment disciplinama i javljaju se novi pravci.)
MATCH@M:(The project management concept whose potentials of implementation are high and whose advantages are many, is a virtual project management.===>Koncept projektnog menadžmenta cije su mogucnosti primene velike, a prednosti brojne, jeste virtuelni projektni menadžment.)
MATCH@E:(The project management concept whose potentials of implementation are high and whose advantages are many, is a virtual project management.===>Koncept projektnog menadžmenta čije su mogućnosti primene velike, a prednosti brojne, jeste virtuelni projektni menadžment.)
MATCH@M:(Projects are managed from a distance, either geographical or temporal, or both, the memebers are geographically dispersed and communicate via modern information and communication devices.===>Projektima se upravlja sa distance, vremenske i prostorne, clanovi su medusobno udaljeni i komuniciraju savremenim informaciono-komunikaci-onim sredstvima.)
MATCH@E:(Projects are managed from a distance, either geographical or temporal, or both, the memebers are geographically dispersed and communicate via modern information and communication devices.===>Projektima se upravlja sa distance, vremenske i prostorne, članovi su međusobno udaljeni i komuniciraju savremenim informaciono-komunikacionim sredstvima.)
MATCH@M:(The advantages of the virtual project management are the following: faster communications, hence a more efficient work of project teams, cost reduction in using space, travel, etc., and higher productivity at work.===>Prednosti virtuelnog projektnog me-nadžmenta su: brže komuniciranje, a time i efikasniji rad projektnih timova, smanjenje troškova korišcenja prostora, putovanja, i dr, te veca produktivnost u radu.)
MATCH@E:(The advantages of the virtual project management are the following: faster communications, hence a more efficient work of project teams, cost reduction in using space, travel, etc., and higher productivity at work.===>Prednosti virtuelnog projektnog menadžmenta su: brže komuniciranje, a time i efikasniji rad projektnih timova, smanjenje troškova korišćenja prostora, putovanja, i dr, te veća produktivnost u radu.)
MATCH@M:(In forming such a team it is important that the selection of members be good; a further advantage is that the project manager or a team member has obtained a formal certification of his/her competence in the form of a valid, internationally recognized certificate.===>Buduci da je prilikom formiranja jednog takvog tima, važno napraviti dobar izbor clanova, prednost je ako projektni menadžer ili clan tima ima i formalnu potvrdu svoje kompetentnosti u formi validnog, medunarodno priznatog sertifikata.)
MATCH@E:(In forming such a team it is important that the selection of members be good; a further advantage is that the project manager or a team member has obtained a formal certification of his/her competence in the form of a valid, internationally recognized certificate.===>Budući da je prilikom formiranja jednog takvog tima, važno napraviti dobar izbor članova, prednost je ako projektni menadžer ili član tima ima i formalnu potvrdu svoje kompetentnosti u formi validnog, međunarodno priznatog sertifikata. 3.)
MATCH@M:(In order that the organizations such as IPMA or PMI, or their accreditation bodies as national associations, should conduct their programs of project manager certification in an efficient manner, they undergo a process of adjusting their organization, the manner in which they work and the requirements themselves to the requirements of the relevant international standards on the basis of which the organizations can later be certified or can accredit their certification bodies.===>Da bi organizacije poput IPMA ili PMI, kao i nacionalne asocijacije, odnosno njihova akreditaciona tela, uspešno izvodile programe sertifikacije projektnih menadžera, prolaze kroz proces usaglašavanja nacina svoje organizacije, rada i samih programa sa zahtevi-ma relevantnih medunarodnih standarda, prema kojima se kasnije organizacije mogu sertifikovati, odnosno akreditovati sertifikaciona tela.)
MATCH@E:(3. ~~~ Certification of project managers In order that the organizations such as IPMA or PMI, or their accreditation bodies as national associations, should conduct their programs of project manager certification in an efficient manner, they undergo a process of adjusting their organization, the manner in which they work and the requirements themselves to the requirements of the relevant international standards on the basis of which the organizations can later be certified or can accredit their certification bodies.===>Sertifikacija projektnih menadžera Da bi organizacije poput IPMA ili PMI, kao i nacionalne asocijacije, odnosno njihova akreditaciona tela, uspešno izvodile programe sertifikacije projektnih menadžera, prolaze kroz proces usaglašavanja načina svoje organizacije, rada i samih programa sa zahtevima relevantnih međunarodnih standarda, prema kojima se kasnije organizacije mogu sertifikovati, odnosno akreditovati sertifikaciona tela.)
MATCH@M:(Simultaneously, the quality of the program is affirmed and a higher credibility is awarded to the holders of the certificates, together with a greater trust the organizations that employ them feel about the importance of the certificate.===>Time se ujedno afirmiše i kvalitet programa i daje veci kredibilitet vlasnicima sertifikata, kao i vece poverenje organizacija koje ih zapošljavaju u znacaj sertifikata.)
MATCH@E:(Simultaneously, the quality of the program is affirmed and a higher credibility is awarded to the holders of the certificates, together with a greater trust the organizations that employ them feel about the importance of the certificate.===>Time se ujedno afirmiše i kvalitet programa i daje veći kredibilitet vlasnicima sertifikata, kao i veće poverenje organizacija koje ih zapošljavaju u značaj sertifikata.)
MATCH@M:(The organizations of this type certify the implemented system of quality management in the organization on the basis of ISO 9001:2008 Quality Management Systems - Requirements, whereas a certification body is accredited according to ISO 17024:2003 Conformity Assessment - General Requirements for certification bodies operating certification of staff.===>Organizacije ovog tipa sertifikuju implementirani sistem menadžmenta kvaliteta u organizaciji prema ISO 9001:2008 Sistemi menadžmenta kvalitetom - Zahtevi, dok se sertifikaciono telo akredituje prema ISO 17024:2003 Ocena usaglašenosti - Opšti zahtevi za sertifikaciona tela za osoblje.)
MATCH@E:(According to Š4Ë, the organizations of this type certify the implemented system of quality management in the organization on the basis of ISO 9001:2008 Quality Management Systems Requirements, whereas a certification body is accredited according to ISO 17024:2003 Conformity Assessment General Requirements for certification bodies operating certification of staff.===>Prema Š4Ë organizacije ovog tipa sertifikuju implementirani sistem menadžmenta kvaliteta u organizaciji prema ISO 9001:2008 Sistemi menadžmenta kvalitetom Zahtevi, dok se sertifikaciono telo akredituje prema ISO 17024:2003 Ocena usaglašenosti Opšti zahtevi za sertifikaciona tela za osoblje.)
MATCH@M:(According to the classification of standards in the field of CASCO - on individual standards for conformity assessment, ISO 17024:2003 refers to bodies operating certification concerning staff.===>Prema podeli standarda u oblasti CASCO - ISO Committee on Conformity Assessment, na pojedine standarde za ocenjivanje usaglašenosti, ISO 17024:2003 se odnosi na sertifikaciona tela za osoblje.)
MATCH@E:(According to the classification of standards in the field of CASCO on individual standards for conformity assessment, ISO 17024:2003 refers to bodies operating certification concerning staff.===>Prema podeli standarda u oblasti CASCO - ISO Committee on Conformity Assessment, na pojedine standarde za ocenjivanje usaglašenosti, ISO 17024:2003 se odnosi na sertifikaciona tela za osoblje.)
MATCH@M:(ISO 9001:2008 and ISO 17024:2003 are compatible standards, where the implementation of their requirements enhances the quality of the certification program elements.===>ISO 9001:2008 i ISO 17024:2003 su kompatibilni standardi, gde implementacija njihovih zahteva doprinosi kvalitetu elemenata programa sertifikacije.)
MATCH@E:(As quoted in Š4Ë, ISO 9001:2008 and ISO 17024:2003 are compatible standards, where the implementation of their requirements enhances the quality of the certification program elements.===>Kako se navodi u Š4Ë ISO 9001:2008 i ISO 17024:2003 su kompatibilni standardi, gde implementacija njihovih zahteva doprinosi kvalitetu elemenata programa sertifikacije.)
MATCH@M:(The certificate serves to confirm that the candidate has achieved a certain level of knowledge, experience and skill to perform his job, in accordance with the requirements of respective standards and the ethics of a given profession.===>Sertifikatom se potvrduje da je kandidat stekao odredeni nivo znanja, iskustva i veštine za bavljenje profesijom, u skladu sa zahtevima odgovarajucih standarda i etikom date profesije.)
MATCH@E:(The certificate serves to confirm that the candidate has achieved a certain level of knowledge, experience and skill to perform his job, in accordance with the requirements of respective standards and the ethics of a given profession.===>Sertifikatom se potvrđuje da je kandidat stekao određeni nivo znanja, iskustva i veštine za bavljenje profesijom, u skladu sa zahtevima odgovarajućih standarda i etikom date profesije.)
MATCH@M:(Depending on the certification program, certificates are valid for a certain period of time (e.g., five years).===>U zavisnosti od programa sertifi-kacije, sertifikati su validni odredeni vremenski period (npr. 5 godina).)
MATCH@E:(Depending on the certification program, certificates are valid for a certain period of time (e.g., five years).===>U zavisnosti od programa sertifikacije, sertifikati su validni određeni vremenski period (npr. 5 godina).)
MATCH@M:(Upon the expiry of this period, the program offers the project managers the opportunity to undergo a recertification procedure to extend the validity of their certificates, where they are expected to submit the documents proving that in the previous period they have implemented the acquired knowledge, improved their knowledge, managed projects and that they desire to work and improve further in their respective fields.===>Po isteku tog perioda, projektnim menadžerima je programom data mogucnost da postupkom resertifikacije produže validnost svojih sertifikata, pri cemu treba da prilože dokumentaciju koja dokazuje da su prethodnih godina primenjivali stecena znanja, usavršavali ih, rukovodili projektima i pri tom i dalje imaju želju za radom i usavršavanjem u ovoj oblasti.)
MATCH@E:(Upon the expiry of this period, the program offers the project managers the opportunity to undergo a recertification procedure to extend the validity of their certificates, where they are expected to submit the documents proving that in the previous period they have implemented the acquired knowl edge, improved their knowledge, managed projects and that they desire to work and improve further in their respective fields.===>Po isteku tog perioda, projektnim menadžerima je programom data mogućnost da postupkom resertifikacije produže validnost svojih sertifikata, pri čemu treba da prilože dokumentaciju koja dokazuje da su prethodnih godina primenjivali stečena znanja, usavršavali ih, rukovodili projektima i pri tom i dalje imaju želju za radom i usavršavanjem u ovoj oblasti.)
MATCH@M:(The certification process proves to all parties that the candidate has achieved and that he/she further develops an acceptable level of professional knowledge, skills and competencies, where the certification body is the party that verifies the candidate’s knowledge and achievement.===>Prolazak kroz proces sertifikacije osigurava svim stranama da je kandidat postigao i dalje razvija prihvatljiv nivo profesionalnog znanja, veština i sposobnosti, pri cemu sertifikaciono telo predstavlja stranu koja veri-fikuje znanja i dostignuca kandidata.)
MATCH@E:(The certification process proves to all parties that the candidate has achieved and that he/she further develops an acceptable level of professional knowledge, skills and competencies, where the certification body is the party that verifies the candidates knowledge and achievement.===>Prolazak kroz proces sertifikacije osigurava svim stranama da je kandidat postigao i dalje razvija prihvatljiv nivo profesionalnog znanja, veština i sposobnosti, pri čemu sertifikaciono telo predstavlja stranu koja veri fikuje znanja i dostignuća kandidata.)
MATCH@M:(The benefit of certification is assumed to be manifold.===>Za koristi od sertifikacije bi moglo da se kaže da su višestruke.)
MATCH@E:(The benefit of certification is assumed to be manifold.===>Za koristi od sertifikacije bi moglo da se kaže da su višestruke.)
MATCH@M:(For the project personnel, it is an internationally recognized certificate of qualification and competence in project management; for the organizations providing the project management services it is the proof that their employees are professionally competent, whereas for the clients it is a higher confidence that they will get a quality service.===>Za projektno osoblje to je medunarodno priznat sertifi-kat o kvalifikovanosti i kompetentnosti u projektnom menadžmentu, za organizacije koje pružaju usluge projektnog menadžmenta to je dokaz postojanja profesionalnih kompetencija njihovih zaposlenih, a za klijente veca sigurnost da ce dobiti kvalitetnu uslugu.)
MATCH@E:(For the project personnel, it is an internationally recognized certificate of qualification and competence in project management; for the organizations providing the project management services it is the proof that their employees are professionally competent, whereas for the clients it is a higher confidence that they will get a quality service.===>Za projektno osoblje to je međunarodno priznat sertifikat o kvalifikovanosti i kompetentnosti u projektnom menadžmentu, za organizacije koje pružaju usluge projektnog menadžmenta to je dokaz postojanja profesionalnih kompetencija njihovih zaposlenih, a za klijente veća sigurnost da će dobiti kvalitetnu uslugu.)
MATCH@M:(Competence can also be viewed as an evident ability to implement knowledge and skills while the project manager’s competence has three dimensions: knowledge, personality and performance.===>Kompetentnost se može posmatrati i kao iskazana sposobnost da se primene znanja i veštine, dok kompetentnost projektnog menadžera cine tri dimenzije: znanje, licnost i performanse.)
MATCH@E:(Competence can also be viewed as an evident ability to implement knowledge and skills, while according to Š2Ë, the project managers competence has three dimensions: knowledge, personality and performance.===>Kompetentnost se može posmatrati i kao iskazana sposobnost da se primene znanja i veštine, dok prema Š2Ë kompetentnost projektnog menadžera čine tri dimenzije: znanje, ličnost i performanse. 4.)
MATCH@M:(International Project Management Association - IPMA is an international project management association seated in Zürich, established in 1965.===>International Project Management Association - IPMA je medunarodna asocijacija za upravljanje projektima, sa sedištem u Cirihu, osnovana 1965. godine.)
MATCH@E:(4. ~~~ IPMA association International Project Management Association IPMA is an international project management association seated in Zürich, established in 1965.===>O IPMA asocijaciji International Project Management Association IPMA je međunarodna asocijacija za upravljanje projektima, sa sedištem u Cirihu, osnovana 1965. godine.)
MATCH@M:(IPMA includes more than 50 national project management associations worldwide, whose objectives are development, training, cooperation and promotion in the field of project management.===>IPMA okuplja više od 50 nacionalnih asocijacija za upravljanje projektima širom sveta, ciji je cilj razvoj, osposobljavanje, saradnja i promovisanje u oblasti projektnog menadžmenta.)
MATCH@E:(IPMA includes more than 50 national project management associations worldwide, whose objectives are development, training, cooperation and promotion in the field of project management.===>IPMA okuplja više od 50 nacionalnih asocijacija za upravljanje projektima širom sveta, čiji je cilj razvoj, osposobljavanje, saradnja i promovisanje u oblasti projektnog menadžmenta.)
MATCH@M:(One of its full members is YUP-MA - Project Management Association of Serbia, which includes the certification body YUPMA Cert whose purpose is to establish, conduct, improve and maintain the project manager certification program in this country, on the basis of the IPMA model.===>Jedna od njenih punopravnih clanica je i YUPMA - Udruženje za upravljanje projektima Srbije, u okviru koga deluje sertifikaciono telo YUPMA Cert, koje upravo po IPMA modelu uspostavlja, sprovodi, unapreduje i održava program sertifikacije projektnih menadžera kod nas.)
MATCH@E:(One of its full members is YUPMA Project Management Association of Serbia, which includes the certification body YUPMA Cert whose purpose is to establish, conduct, improve and maintain the project manager certification program in this country, on the basis of the IPMA model. ~~~ 4.1.===>Jedna od njenih punopravnih članica je i YUPMA Udruženje za upravljanje projektima Srbije, u okviru koga deluje sertifikaciono telo YUPMA Cert, koje upravo po IPMA modelu uspostavlja, sprovodi, unapređuje i održava program sertifikacije projektnih menadžera kod nas. 4.)
MATCH@M:(Over the years, IPMA has developed a leading world certification program and had an important role in improving and development of the project management field.===>Tokom godina, IPMA je razvila vodeci svetski sertifi-kacioni program i odigrala znacajnu ulogu u unapredenju i razvoju oblasti projektnog menadžmenta.)
MATCH@E:(Certification system and basic documents Over the years, IPMA has developed a leading world certification program and had an important role in improving and development of the project management field.===>Sistem sertifikacije i bazična dokumenta Tokom godina, IPMA je razvila vodeći svetski sertifikacioni program i odigrala značajnu ulogu u unapređenju i razvoju oblasti projektnog menadžmenta.)
MATCH@M:(The IPMA Council confirmed in Ljubljana, 14th June, 1998 that a four level IPMA certification system was established, previously approved of on 28th February the same year, on Bled.===>Savet IPMA je 14. juna 1998. godine u Ljubljani potvrdio da je uspostavljen IPMA sistem sertifikacije na cetiri nivoa, prethodno odobren 28. februara iste godine na Bledu.)
MATCH@E:(As quoted in Š5Ë, the IPMA Council confirmed in Ljubljana, 14th June, 1998 that a four level IPMA certification system was established, previously approved of on 28th February the same year, on Bled.===>Kako se u Š5Ë navodi Savet IPMA je 14. juna 1998. godine u Ljubljani potvrdio da je uspostavljen IPMA sistem sertifikacije na četiri nivoa, prethodno odobren 28. februara iste godine na Bledu.)
MATCH@M:(It is then that the certification bodies of the associations-members of IPMA commenced their certification programs.===>Od tada su sa izvodenjem programa sertifikacije zapocela sertifikaciona tela asocijacija clanica IPMA.)
MATCH@E:(It is then that the certification bodies of the associations-members of IPMA commenced their certification programs.===>Od tada su sa izvođenjem programa sertifikacije započela sertifikaciona tela asocijacija članica IPMA.)
MATCH@M:(IPMA certifies project and program managers, awards successful project teams and individual and issues numerous publications in the fields of project management.===>IPMA sertifikuje projektne i program menadžere, nagraduje uspešne projektne timove i pojedince i izdaje mnoštvo publikacija iz oblasti projektnog menadžmenta.)
MATCH@E:(IPMA certifies project and program managers, awards successful project teams and individual and issues numerous publications in the fields of project management.===>IPMA sertifikuje projektne i program menadžere, nagrađuje uspešne projektne timove i pojedince i izdaje mnoštvo publikacija iz oblasti projektnog menadžmenta.)
MATCH@M:(IPMA has developed a certification program where, in order to acquire the IPMA certificate, the candidates are expected to show a required level of knowledge, understanding and practical experience in the field of project management.===>IPMA je razvila sertifikacioni program, gde za stica-nje IPMA sertifikata kandidati moraju da pokažu odgovarajuci nivo znanja, razumevanja i prakticno iskustvo u oblasti projektnog menadžmenta.)
MATCH@E:(IPMA has developed a certification program where, in order to acquire the IPMA certificate, the candidates are expected to show a required level of knowledge, un derstanding and practical experience in the field of project management.===>IPMA je razvila sertifikacioni program, gde za sticanje IPMA sertifikata kandidati moraju da pokažu odgovarajući nivo znanja, razumevanja i praktično iskustvo u oblasti projektnog menadžmenta.)
MATCH@M:(The certification system according to the IPMA model is based on competence assessment (technical, behavioural and contextual), making use of two documents as a basis: one is the IPMA Certification Regulations and Guidelines - ICRG, and the other is the IPMA Competence Baseline - ICB.===>Sistem serti-fikacije prema IPMA modelu zasniva se na oceni kompetentnosti (tehnicke, bihejvioralne i kontekstualne) i koristi kao osnovu dva dokumenta, prvi je IPMA Certification Regulations and Guidelines - ICRG, a drugi IPMA Competence Baseline - ICB.)
MATCH@E:(The certification system according to the IPMA model is based on competence assessment (technical, behavioural and contextual), making use of two documents as a basis: one is the IPMA Certification Regulations and Guidelines ICRG, and the other is the IPMA Competence Baseline ICB.===>Sistem sertifikacije prema IPMA modelu zasniva se na oceni kompetentnosti (tehničke, bihejvioralne i kontekstualne) i koristi kao osnovu dva dokumenta, prvi je IPMA Certification Regulations and Guidelines ICRG, a drugi IPMA Competence Baseline ICB.)
MATCH@M:(These documents are used by authorised national member associations of IPMA (Member Association -MAs) and certification bodies (Certification Bodies -CBs), engaged in establishing and managing the certification program on four levels.===>Ove dokumente koriste ovlašcene nacionalne asocijacije clanice IPMA (Member Association - MAs) i ser-tifikaciona tela (Certification Bodies - CBs), koji se bave uspostavljanjem i upravljanjem programom sertifikacije na cetiri nivoa.)
MATCH@E:(These documents are used by authorised national member associations of IPMA (Member Association MAs) and certification bodies (Certification Bodies CBs), engaged in establishing and managing the certification program on four levels.===>Ove dokumente koriste ovlašćene nacionalne asocijacije članice IPMA (Member Association MAs) i ser tifikaciona tela (Certification Bodies CBs), koji se bave uspostavljanjem i upravljanjem programom sertifikacije na četiri nivoa.)
MATCH@M:(The purpose of the ICRG document is to define the policy, the structure, the procedures and the practical execution of certification on four levels, giving not only the guidelines for the certification of individuals, but also for forming and validation of certification bodies.===>Svrha dokumenta ICRG je definisanje politike, strukture, procedura i prakticnog sprovodenja sertifikacije na cetiri nivoa, pri cemu se tu daju, ne samo smernice za sertifikaciju pojedinaca, nego i za formiranje i validaciju sertifikacionih tela.)
MATCH@E:(The purpose of the ICRG document is to define the policy, the structure, the procedures and the practical execution of certification on four levels, giving not only the guidelines for the certification of individuals, but also for forming and validation of certification bodies.===>Svrha dokumenta ICRG je definisanje politike, strukture, procedura i praktičnog sprovođenja sertifikacije na četiri nivoa, pri čemu se tu daju, ne samo smernice za sertifikaciju pojedinaca, nego i za formiranje i validaciju sertifikacionih tela.)
MATCH@M:(The ICB document presents a set of knowledge and experiences expected from project, program and portfolio managers.===>U dokumentu ICB predstavlja se set znanja i iskustava koji se ocekuju od menadžera projekata, programa i portfolia.)
MATCH@E:(The ICB document presents a set of knowledge and experiences expected from project, program and portfolio managers.===>U dokumentu ICB predstavlja se set znanja i iskustava koji se očekuju od menadžera projekata, programa i portfolia.)
MATCH@M:(It contains basic terms, the presentation of management skills, functions and processes that are part of good practice of project management, but also the knowledge and experiences of experts that can be implemented in a variety of situations.===>Sadrži osnovne termine, prikaz veština, funkcija i procesa menadžmenta koji su deo dobre prakse projektnog menadžmenta, ali i znanja i iskustva strucnjaka koja se koriste u razlicitim situacijama.)
MATCH@E:(It contains basic terms, the presentation of management skills, functions and processes that are part of good practice of project management, but also the knowledge and experiences of experts that can be implemented in a variety of situations.===>Sadrži osnovne termine, prikaz veština, funkcija i procesa menadžmenta koji su deo dobre prakse projektnog menadžmenta, ali i znanja i iskustva stručnjaka koja se koriste u različitim situacijama.)
MATCH@M:(The candidates also use this material in preparing for the examinations.===>Taj materijal, pored ostalog, koriste kandidati za pripremu ispita.)
MATCH@E:(The candidates also use this material in preparing for the examinations.===>Taj materijal, pored ostalog, koriste kandidati za pripremu ispita.)
MATCH@M:(National associations and their certification bodies are authorised by IPMA to translate and use these documents titled National Certification Regulations and Guidelines - NCRG and National Competence Baseline - NCB, for the purpose of forming the bodies and the design, implementation and maintenance of the programs of project manager certification in their respective countries.===>Nacionalne asocijacije i njihova sertifikaciona tela imaju ovlašcenje od strane IPMA da prevode i koriste ove dokumente pod nazivom National Certification Regulations and Guidelines - NCRG i National Competence Baseline - NCB, za potrebe formiranja tela i uspostavljanja, primene i održavanja programa sertifikacije projektnih menadžera u svojim zemljama.)
MATCH@E:(National associations and their certification bodies are authorised by IPMA to translate and use these documents titled National Certification Regulations and Guidelines NCRG and National Competence Baseline NCB, for the purpose of forming the bodies and the design, implementation and maintenance of the programs of project manager certification in their respective countries.===>Nacionalne asocijacije i njihova sertifikaciona tela imaju ovlašćenje od strane IPMA da prevode i koriste ove dokumente pod nazivom National Certification Regulations and Guidelines - NCRG i National Competence Baseline - NCB, za potrebe formiranja tela i uspostavljanja, primene i održavanja programa sertifikacije projektnih menadžera u svojim zemljama.)
MATCH@M:(The implementation of the program of project manager certification by the certification bodies and within the national associations - members of IPMA has to conform to the IPMA policy, procedures, practice and requirements of the internationally recognized ISO 17024:2003 standard.===>Implementacija programa sertifikacije projektnih menadžera od strane sertifikacionih tela u okviru nacionalnih asocijacija clanica IPMA organizacije, mora se uskladiti sa IPMA politikom, procedurama, praksom i zahtevima medunarodno priznatog standarda ISO 17024:2003.)
MATCH@E:(The implementation of the program of project manager certification by the certification bodies and within the national associations members of IPMA has to conform to the IPMA policy, procedures, practice and requirements of the internationally recognized ISO 17024:2003 standard.===>Implementacija programa sertifikacije projektnih menadžera od strane sertifikacionih tela u okviru nacionalnih asocijacija članica IPMA organizacije, mora se uskladiti sa IPMA politikom, procedurama, praksom i zahtevima međunarodno priznatog standarda ISO 17024:2003.)
MATCH@M:(These standards are accepted as adequate, the standards that can improve the quality of the process.===>Ovi standardi su prihvaceni kao odgovarajuci koji mogu da unaprede kvalitet procesa.)
MATCH@E:(These standards are accepted as adequate, the standards that can improve the quality of the process.===>Ovi standardi su prihvaćeni kao odgovarajući koji mogu da unaprede kvalitet procesa.)
MATCH@M:(The quality management system treats the certification body as a system whose elements: organizational structure, rules, processes, documents, are process-oriented and interrelated, so that all the certification activities can be conducted and controlled at any moment.===>Sistem menadžmenta kvaliteta tretira sertifikaciono telo kao sistem ciji elementi: organizaciona struktura, pravila, procesi, dokumenta, su procesno orijentisani i medusobno povezani, tako da sve sertifikacione aktivnosti mogu biti vodene i pracene u svakom trenutku.)
MATCH@E:(The quality management system treats the certification body as a system whose elements: organizational structure, rules, processes, documents, are process-oriented and interrelated, so that all the certification activities can be conducted and controlled at any moment.===>Sistem menadžmenta kvaliteta tretira sertifikaciono telo kao sistem čiji elementi: organizaciona struktura, pravila, procesi, dokumenta, su procesno orijentisani i međusobno povezani, tako da sve sertifikacione aktivnosti mogu biti vođene i praćene u svakom trenutku.)
MATCH@M:(The activities have to be internally and externally comprehensible and conducted to the purpose of maintaining a certain quality level and continual improvement.===>Aktivnosti treba da budu interno i eksterno razumljive i vodene u svrhu održavanja odredenog nivoa kvaliteta i kontinuiranog poboljšanja.)
MATCH@E:(The activities have to be internally and externally comprehensible and conducted to the purpose of maintaining a certain quality level and continual improvement.===>Aktivnosti treba da budu interno i eksterno razumljive i vođene u svrhu održavanja određenog nivoa kvaliteta i kontinuiranog poboljšanja.)
MATCH@M:(The quality management system in the certification body is documented within the Quality Management Manual.===>Sistem menadžmenta kvalitetom u sertifika-cionom telu dokumentuje se u okviru Poslovnika o kvalitetu (Quality Management Manual).)
MATCH@E:(According to Š4Ë, the quality management system in the certification body is documented within the Quality Management Manual.===>Prema Š4Ë sistem menadžmenta kvalitetom u sertifikacionom telu dokumentuje se u okviru Poslovnika o kvalitetu (Quality Management Manual).)
MATCH@M:(The documents of the certification body describe the organization, procedures and forms, all in accordance with the ISO/IEC 17024:2003 standard.===>U dokumentaciji sertifikacionog tela mora biti opisana organizacija, procedure i forme, sve u skladu sa zahtevima standarda ISO/IEC 17024:2003.)
MATCH@E:(The documents of the certification body describe the organization, procedures and forms, all in accordance with the ISO/IEC 17024:2003 standard.===>U dokumentaciji sertifikacionog tela mora biti opisana organizacija, procedure i forme, sve u skladu sa zahtevima standarda ISO/IEC 17024:2003.)
MATCH@M:(As stated in the ICRG document, the certification and recertification processes are to conform to the principles of this standard.===>Kako se u dokumentu ICRG zahteva, procesi sertifikacije i resertifikacije moraju biti usaglašeni sa principima ovog standarda.)
MATCH@E:(As stated in the ICRG document, the certification and recertification processes are to conform to the principles of this standard.===>Kako se u dokumentu ICRG zahteva, procesi sertifikacije i resertifikacije moraju biti usaglašeni sa principima ovog standarda.)
MATCH@M:(As stated in [5], it is IPMA’s recommendation that each certification body has a management system accredited by a national institute that should be a member of the European Accreditation and the International Accreditation Forum.===>Kako se u [5] navodi, preporuka IPMA je da svako sertifikaciono telo ima akreditovan sistem menadž-menta od strane nacionalnog instituta, koji bi trebao biti clan European Accreditation i International Accreditation Forum.)
MATCH@E:(As stated in Š5Ë, it is IPMAs recommendation that each certification body has a management system accredited by a national institute that should be a member of the European Accreditation and the International Accreditation Forum.===>Kako se u Š5Ë navodi, preporuka IPMA je da svako sertifikaciono telo ima akreditovan sistem menadžmenta od strane nacionalnog instituta, koji bi trebao biti član European Accreditation i International Accreditation Forum .)
MATCH@M:(The implementation of ISO/IEC 17024:2003 standard requirements may be a solid basis for the establishment of certification bodies and project manager certification schemes.===>Primena zahteva standarda ISO/IEC 17024:2003 može da bude dobra osnova za formiranje sertifikacionih tela i šema sertifikacije projektnih menadžera.)
MATCH@E:(The implementation of ISO/IEC 17024:2003 standard requirements may be a solid basis for the establishment of certification bodies and project manager certification schemes.===>Primena zahteva standarda ISO/IEC 17024:2003 može da bude dobra osnova za formiranje sertifikacionih tela i šema sertifikacije projektnih menadžera.)
MATCH@M:(The standard specifies the requirements for the body operating in certification of persons, including the development and maintenance of the schemes for certification of persons, setting specific requirements that ensure that the certification bodies perform the certification work in a consistent, comparable and reliable manner.===>Standard specificira zahteve za telo koje sertifikuje osobe, obu-hvatajuci i razvoj i održavanje šeme sertifikacije osoba, dajuci specificne zahteve koji osiguravaju da serti-fikaciona tela koja izvode sertifikaciju rade na konzi-stentan, uporediv i pouzdan nacin.)
MATCH@E:(The standard specifies the requirements for the body operating in certification of persons, including the development and maintenance of the schemes for certification of persons, setting specific requirements that ensure that the certification bodies perform the certification work in a consistent, comparable and reliable manner.===>Standard specificira zahteve za telo koje sertifikuje osobe, obuhvatajući i razvoj i održavanje šeme sertifikacije osoba, dajući specifične zahteve koji osiguravaju da sertifikaciona tela koja izvode sertifikaciju rade na konzistentan, uporediv i pouzdan način.)
MATCH@M:(The requirements in this international standard should be deemed as general requirements for the bodies operating the certification of persons.===>Zahteve u ovom medunarodnom standardu treba smatrati opštim zah-tevima za tela koja vrše sertifikaciju osoba.)
MATCH@E:(The requirements in this international standard should be deemed as general requirements for the bodies operating the certification of persons.===>Zahteve u ovom međunarodnom standardu treba smatrati opštim zahtevima za tela koja vrše sertifikaciju osoba.)
MATCH@M:(In order that the certification process should commence in a certain country, it is necessary that a certification body be established, that First Assessors should be appointed and that adjustment of ICRG and ICB to NCRG and NCB be effected.===>Da bi se u pojedinim zemljama zapoceo proces serti-fikacije mora se formirati sertifikaciono telo, imenovati prvi ispitivaci (First Assessors) i izvršiti prilagoda-vanje ICRG i ICB u NCRG i NCB.)
MATCH@E:(In order that the certification process should commence in a certain country, it is necessary that a certification body be established, that First Assessors should be appointed and that adjustment of ICRG and ICB to NCRG and NCB be effected.===>Da bi se u pojedinim zemljama započeo proces sertifikacije mora se formirati sertifikaciono telo, imenovati prvi ispitivači (First Assessors) i izvršiti prilagođavanje ICRG i ICB u NCRG i NCB.)
MATCH@M:(The national first assessors have a mentor, an experienced assessor from the already existing certification body.===>Nacionalni prvi ispitivaci imaju kao mentora iskusnog ispitivaca iz postojeceg sertifikacionog tela.)
MATCH@E:(As quoted in Š4Ë, the national first assessors have a mentor, an experienced assessor from the already existing certification body.===>Kako se u Š4Ë navodi, nacionalni prvi ispitivači imaju kao mentora iskusnog ispitivača iz postojećeg sertifikacionog tela.)
MATCH@M:(2)	Item 4.2.3. is defined as follows: „The certification body is formed by the Council on Certification, liable for the development and maintenance of the certification scheme for any type of certification.===>2.	Tacka 4.2.3. je definisana na sledeci nacin: “Sertifikaciono telo mora da formira Savet za razvoj sertifikacije, koji treba da bude odgovoran za razvoj i održavanje šeme sertifikacije za svaku vrstu sertifikacije.)
MATCH@E:(Š4Ë Š8Ë 2) According to Š8Ë, item 4.2.3. is defined as follows: The certification body is formed by the Council on Certification, liable for the development and maintenance of the certification scheme for any type of certification.===>Prema Š8Ë tačka 4.2.3. je definisana na sledeći način: ~~~ Sertifikaciono telo mora da formira Savet za razvoj sertifikacije, koji treba da bude odgovoran za razvoj i održavanje šeme sertifikacije za svaku vrstu sertifikacije.)
MATCH@M:(It is the obligation of the Council on Certification to represent the interests of all the parties involved in the certification scheme, justly and on equal basis, without giving preference to special interests of any party.===>Savet za razvoj sertifi-kacije mora pravedno i ravnopravno da predstavlja interese svih strana povezanih sa šemom sertifikacije, bez preovladavanja bilo cijeg posebnog interesa.)
MATCH@E:(It is the obligation of the Council on Certification to represent the interests of all the parties involved in the certification scheme, justly and on equal basis, without giving preference to special interests of any party.===>Savet za razvoj sertifikacije mora pravedno i ravnopravno da predstavlja interese svih strana povezanih sa šemom sertifikacije, bez preovladavanja bilo čijeg posebnog interesa.)
MATCH@M:(Where the certification scheme is developed by other organizations, other than the certification body, each of such development agents is obliged to comply to the same principles“.===>Tamo gde šemu sertifikacije razvijaju druge organizacije, a ne sertifikaciono telo, svaki od takvih nosilaca razvoja mora da poštuje iste principe.”.)
MATCH@E:(Where the certification scheme is developed by other organizations, other than the certification body, each of such development agents is obliged to comply to the same principles.===>Tamo gde šemu sertifikacije razvijaju druge organizacije, a ne sertifikaciono telo, svaki od takvih nosilaca razvoja mora da poštuje iste principe..)
MATCH@M:(The modification of this item is in that the Council on Certification offers recommendations, rather than takes responsibility for the development and maintemance of the certification scheme.===>Modifikacija ove tacke sastoji se u tome što Savet za razvoj sertifikacije pre daje preporuke, nego što preuzima odgovornost za razvoj i održavanje šeme sertifikacije.)
MATCH@E:(The modification of this item, according to Š4Ë, is in that the Council on Certification offers recommendations, rather than takes responsibility for the development and maintemance of the certification scheme.===>Modifikacija ove tačke prema Š4Ë sastoji se u tome što Savet za razvoj sertifikacije pre daje preporuke, nego što preuzima odgovornost za razvoj i održavanje šeme sertifikacije. 3.)
MATCH@M:(3)	Item 4.2.5. is defined in such a manner that: “the Certification body is not allowed to offer nor conduct any training, nor aid others in preparation of such services, unless it proves that such a training is independent of assessment and certification of persons, in order that it should not violate the confidentiality and impartiality of its certifica-tion“.===>3.	Tacka 4.2.5. definisana tako da: „Sertifika-ciono telo ne sme da nudi niti obavlja obuku ili pomaže drugima u pripremi takvih usluga, ako ne dokaže kako je takva obuka nezavisna od vrednovanja i sertifikacije osoba, da ne bi narušilo poverljivost i nepristrasnost svoje sertifikaci-je“.)
MATCH@E:(3) In Š8Ë, item 4.2.5. is defined in such a manner that: the Certification body is not allowed to offer nor conduct any training, nor aid others in preparation of such services, unless it proves that such a training is independent of assessment and certification of persons, in order that it should not violate the confidentiality and impartiality of its certification.===>U Š8Ë je tačka 4.2.5. definisana tako da: ~~~ Sertifikaciono telo ne sme da nudi niti obavlja obuku ili pomaže drugima u pripremi takvih usluga, ako ne dokaže kako je takva obuka nezavisna od vrednovanja i sertifikacije osoba, da ne bi narušilo poverljivost i nepristrasnost svoje sertifikacije.)
MATCH@M:(According to the modification of this item the certification body should not be in a position to offer nor provide training, nor aid others in the preparation of such services.===>Prema modifikaciji ove tacke serti-fikaciono telo ne bi trebalo da nudi ili obezbedu-je trening ili pomaže drugima u pripremi takvih usluga.)
MATCH@E:(According to the modification of this item given in Š4Ë, the certification body should not be in a position to offer nor provide training, nor aid others in the preparation of such services.===>Prema modifikaciji ove tačke date u Š4Ë sertifikaciono telo ne bi trebalo da nudi ili obezbeđuje trening ili pomaže drugima u pripremi takvih usluga. 4.)
MATCH@M:(4)	Item 4.3.5. is defined as follows: “Excessive financial or other constraining conditions, such as membership in the association or a group, shall not be a barrier to certification.===>4.	Tacka 4.3.5. je definisana na sledeci nacin: “Preterani finansijski ili drugi ogranicavajuci uslovi, kao što su clanstvo u udruženju ili grupi, ne smeju da ogranice sertifikaciju.)
MATCH@E:(4) Item 4.3.5. is, according to Š8Ë, defined as follows: Excessive financial or other constraining conditions, such as membership in the association or a group, shall not be a barrier to certification.===>Tačka 4.3.5. je prema Š8Ë definisana na sledeći način: ~~~ Preterani finansijski ili drugi ograničavajući uslovi, kao što su članstvo u udruženju ili grupi, ne smeju da ograniče sertifikaciju.)
MATCH@M:(A successful completion of the training course may be a requirement of a certification scheme, however, the recognition/approval of training courses by the certification body shall not endanger the impartiality nor reduce the need for assessment of requirements for certification“.===>Uspe-šan završetak odobrenog kursa obuke može da bude zahtev šeme sertifikacije, ali priznava-nje/odobravanje kurseva obuke od strane sertifi-kacionog tela ne sme da ugrozi nepristrasnost ili da smanji potrebu za vrednovanjem ili zahtevima sertifikacije.”)
MATCH@E:(A successful completion of the training course may be a requirement of a certification scheme, however, the recognition/approval of training courses by the certification body shall not endanger the impartiality nor reduce the need for assessment of requirements for certification.===>Uspešan završetak odobrenog kursa obuke može da bude zahtev šeme sertifikacije, ali priznavanje/odobravanje kurseva obuke od strane sertifikacionog tela ne sme da ugrozi nepristrasnost ili da smanji potrebu za vrednovanjem ili zahtevima sertifikacije.)
MATCH@M:(The modification of this item is that the certification body should not insist on a successful completion of any training as a condition for the certification of the candidate.===>Modifikacija ove tacke sastoji se u tome da sertifikaciono telo ne treba da zahteva uspešno okoncanje bilo kakvog treninga kao uslova za sertifikaciju kandidata.)
MATCH@E:(The modification of this item within Š4Ë is that the certification body should not insist on a successful completion of any training as a condition for the certification of the candidate.===>Modifikacija ove tačke u okviru Š4Ë sastoji se u tome da sertifikaciono telo ne treba da zahteva uspešno okončanje bilo kakvog treninga kao uslova za sertifikaciju kandidata. 5.)
MATCH@M:(5)	In item 4.5. regarding the possibility of subcontracting, i.e., hiring an external body or individual for certain segments of work in the certification process (e.g., examination) the modification stated is about the requirement that certification bodies retain full control over all the core activities concerning certification.===>5.	Kod tacke 4.5. koja se tice mogucnosti podugova-ranja, odnosno pronalaženja eksternog tela ili pojedinca za neke segmente rada u vezi sa serti-fikacijom (na primer ispit) modifikacija se sastoji u tome što se zahteva da sertifikaciona tela zadrže punu kontrolu nad svim osnovnim aktivnostima koje se ticu sertifikacije.)
MATCH@E:(5) In item 4.5. regarding the possibility of subcontracting, i.e., hiring an external body or individual for certain segments of work in the certification process (e.g., examination), stated in Š8Ë, the modification stated in Š4Ë is about the requirement that certification bodies retain full control over all the core activities concerning certification.===>Kod tačke 4.5. koja se tiče mogućnosti podugovaranja, odnosno pronalaženja eksternog tela ili pojedinca za neke segmente rada u vezi sa sertifikacijom (na primer ispit), date u Š8Ë, modifikacija predstavljena u Š4Ë se sastoji u tome što se zahteva da sertifikaciona tela zadrže punu kontrolu nad svim osnovnim aktivnostima koje se tiču sertifikacije. 1.)
MATCH@M:(There are some further adjustments made by IPMA regarding the implementation of the ISO 17024:2003 standard requirements, and given in the ICRG document.===>Još neka od prilagodavanja ucinjenih od strane IP-MA kada je u pitanju primena zahteva standarda ISO 17024:2003 data u okviru dokumenta ICRG)
MATCH@E:(There are some further adjustments made by IPMA regarding the implementation of the ISO 17024:2003 standard requirements, and given in the ICRG document.===>Š4Ë Š8Ë Još neka od prilagođavanja učinjenih od strane IPMA kada je u pitanju primena zahteva standarda ISO 17024:2003 data u okviru dokumenta ICRG su sledeća: IPMA nivo C® Sertifikovani projektni menadžer (Certified Project Manager) je osposobljen da upravlja projektima sa ograničenom kompleksnošću.)
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BAD_LINE_M:There are some further adjustments made by IPMA regarding the implementation of the ISO 17024:2003 standard requirements, and given in the ICRG document.
BAD_LINE_M:Još neka od prilagodavanja ucinjenih od strane IP-MA kada je u pitanju primena zahteva standarda ISO 17024:2003 data u okviru dokumenta ICRG
BAD_LINE_E:There are some further adjustments made by IPMA regarding the implementation of the ISO 17024:2003 standard requirements, and given in the ICRG document.
BAD_LINE_E:Š4Ë Š8Ë Još neka od prilagođavanja učinjenih od strane IPMA kada je u pitanju primena zahteva standarda ISO 17024:2003 data u okviru dokumenta ICRG su sledeća: IPMA nivo C® Sertifikovani projektni menadžer (Certified Project Manager) je osposobljen da upravlja projektima sa ograničenom kompleksnošću.
MATCH@M:(The validation process is divided into: the first (initial) validation, the periodical tests and the revalidation.===>Proces validacije se deli na: prvu (inicijalnu) validaciju, periodicne provere i revalidaciju.)
MATCH@E:(According to Š4Ë, the validation process is divided into: the first (initial) validation, the periodical tests and the revalidation.===>Prema Š4Ë proces validacije se deli na: prvu (inicijalnu) validaciju, periodične provere i revalidaciju.)
MATCH@M:(In case the certification body is accredited in accordance to the ISO 17024:2003 standard, the periodical tests are not necessary.===>Ukoliko je sertifikaciono telo akreditovano prema ISO 17024:2003, onda periodicne provere nisu neophodne.)
MATCH@E:(In case the certification body is accredited in accordance to the ISO 17024:2003 standard, the periodical tests are not necessary.===>Ukoliko je sertifikaciono telo akreditovano prema ISO 17024:2003, onda periodične provere nisu neophodne. 4.)
MATCH@M:(The IPMA certification proframme has four levels (a four-level-certification - 4-L-C) and is devised as a continuous process of project manager competence development.===>IPMA program sertifikacije obuhvata cetiri nivoa (four-level-certification - 4-L-C) i osmišljen je kao kontinuirani proces razvoja kompetencija projektnih menadžera.)
MATCH@E:(4.2. ~~~ Certification levels of the IPMA program The IPMA certification proframme has four levels (a four-level-certification 4-L-C) and is devised as a continuous process of project manager competence development.===>Nivoi sertifikacije IPMA programa IPMA program sertifikacije obuhvata četiri nivoa (four-level-certification - 4-L-C) i osmišljen je kao kontinuirani proces razvoja kompetencija projektnih menadžera.)
MATCH@M:(The validity period of the certificate for each of the four levels is limitted to 5 years, upon which time it is necessary that the validity of the certificate be renewed through a recertification process.===>Period validnosti sertifikata sva cetiri nivoa vremenski je ogranicen na 5 godina, posle cega je potrebno obnoviti validnost sertifikata kroz proces resertifikacije.)
MATCH@E:(The validity period of the certificate for each of the four levels is limitted to 5 years, upon which time it is necessary that the validity of the certificate be renewed through a recertification process.===>)
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BAD_LINE_M:The validity period of the certificate for each of the four levels is limitted to 5 years, upon which time it is necessary that the validity of the certificate be renewed through a recertification process.
BAD_LINE_M:Period validnosti sertifikata sva cetiri nivoa vremenski je ogranicen na 5 godina, posle cega je potrebno obnoviti validnost sertifikata kroz proces resertifikacije.
BAD_LINE_E:The validity period of the certificate for each of the four levels is limitted to 5 years, upon which time it is necessary that the validity of the certificate be renewed through a recertification process.
BAD_LINE_E:
MATCH@M:(The certification and the recertification processes are conducted in the English language, as well as in the mother tongue of national associations, members of IPMA which operate the certification and the recertification processes in collaboration with the IPMA association.===>Procesi sertifikacije i resertifikacije izvode se na engleskom jeziku, kao i na maternjem jeziku nacionalnih asocijacija, clanica IPMA, koje obavljaju procese sertifikacije i resertifikacije u saradnji sa IPMA asocijacijom.)
MATCH@E:(The certification and the recertification processes are conducted in the English language, as well as in the mother tongue of national associations, members of IPMA which operate the certification and the recertification processes in collaboration with the IPMA association.===>IPMA nivo B® Sertifikovani stariji projektni menadžer (Certified Senior Project Manager) je osposobljen da upravlja kompleksnim projektima.)
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BAD_LINE_M:The certification and the recertification processes are conducted in the English language, as well as in the mother tongue of national associations, members of IPMA which operate the certification and the recertification processes in collaboration with the IPMA association.
BAD_LINE_M:Procesi sertifikacije i resertifikacije izvode se na engleskom jeziku, kao i na maternjem jeziku nacionalnih asocijacija, clanica IPMA, koje obavljaju procese sertifikacije i resertifikacije u saradnji sa IPMA asocijacijom.
BAD_LINE_E:The certification and the recertification processes are conducted in the English language, as well as in the mother tongue of national associations, members of IPMA which operate the certification and the recertification processes in collaboration with the IPMA association.
BAD_LINE_E:IPMA nivo B® Sertifikovani stariji projektni menadžer (Certified Senior Project Manager) je osposobljen da upravlja kompleksnim projektima.
MATCH@M:(As quoted above, the certification body YUPMA Cert operates within the Serbian Project Managemant Association - YUPMA and conducts the program of international certification of project managers on the original program and under the contract with IPMA.===>Kao što je prethodno navedeno, u okviru Udruženja za upravljanje projektima Srbije - YUPMA, deluje sertifikaciono telo YUPMA Cert, koje izvodi program medunarodne sertifikacije projektnih menadžera po originalnom programu i ugovoru sa IPMA.)
MATCH@E:(Number of IPMA certificates planned by the end of 2010, per levels Š16Ë As quoted above, the certification body YUPMA Cert operates within the Serbian Project Managemant Association YUPMA and conducts the program of international certification of project managers on the original program and under the contract with IPMA.===>Broj planiranih IPMA sertifikata po nivoima do kraja 2010. Š16Ë Kao što je prethodno navedeno, u okviru Udruženja za upravljanje projektima Srbije YUPMA, deluje sertifikaciono telo YUPMA Cert, koje izvodi program međunarodne sertifikacije projektnih menadžera po originalnom programu i ugovoru sa IPMA.)
MATCH@M:(This body is the only authorised body to issue official project management certificates on the IPMA model in this country.===>Ono je jedino ovlašceno kod nas da izdaje zvanicne sertifikate iz oblasti upravljanja projektima po modelu IPMA.)
MATCH@E:(This body is the only authorised body to issue official project management certificates on the IPMA model in this country.===>Ono je jedino ovlašćeno kod nas da izdaje zvanične sertifikate iz oblasti upravljanja projektima po modelu IPMA.)
MATCH@M:(The certificate the candidate is issued upon a successful completion of the program is fully valid and fully correspondent in all the countries members of IPMA, and is recognized and accepted in those countries that are not direct signatories of this agreement.===>Sertifikat koji kandidat dobije nakon uspešno završenog programa je punovažan i potpuno koresponden-tan u svim zemljama clanicama IPMA, a priznaje se i prihvata i u ostalim zemljama koje nisu direktni potpisnici ovog sporazuma.)
MATCH@E:(The certificate the candidate is issued upon a successful completion of the program is fully valid and fully correspondent in all the countries members of IPMA, and is recognized and accepted in those countries that are not direct signatories of this agreement.===>Sertifikat koji kandidat dobije nakon uspešno završenog programa je punovažan i potpuno korespondentan u svim zemljama članicama IPMA, a priznaje se i prihvata i u ostalim zemljama koje nisu direktni potpisnici ovog sporazuma. 5.)
MATCH@M:(The Project Management institute - PMI is an organization established in the U.S.A. in 1969 with the aim to proactively develop the practice and the profession of project management, working towards ensuring that organizations adopt and implement the project management concept and succeed in achieving their goals.===>Project Management Institute - PMI je organizacija osnovana 1969. godine u SAD, sa ciljem da proaktivno razvija praksu i profesiju projektnog menadžmen-ta, cineci da organizacije prihvate i primene koncept projektnog menadžmenta i ostvare uspeh u realizaciji svojih ciljeva.)
MATCH@E:(5. ~~~ PMI organization The Project Management institute PMI is an organization established in the U.S.A. in 1969 with the aim to proactively develop the practice and the profession of project management, working towards ensuring that organizations adopt and implement the project management concept and succeed in achieving their goals.===>O PMI organizaciji Project Management Institute PMI je organizacija osnovana 1969. godine u SAD, sa ciljem da proaktivno razvija praksu i profesiju projektnog menadžmenta, čineći da organizacije prihvate i primene koncept projektnog menadžmenta i ostvare uspeh u realizaciji svojih ciljeva.)
MATCH@M:(At the moment, PMI has around 420,000 members and certified individuals.===>PMI trenutno okuplja oko 420.000 clanova i sertifikovanih pojedinaca.)
MATCH@E:(At the moment, PMI has around 420,000 members and certified individuals.===>PMI trenutno okuplja oko 420.000 članova i sertifikovanih pojedinaca.)
MATCH@M:(Since 1984, the PMI organization has been engaged in the development and implementation of the project manager certification program, for the purpose of improving the project manager profession and recognizing the achievements of the professionals in this area.===>Od 1984. godine u PMI organizaciji se radi na razvoju i implementaciji programa sertifikacije projektnih menadžera, kako bi se unapredila profesija projektnog menadžmenta i priznala dostignuca profesionalaca u ovoj oblasti.)
MATCH@E:(Since 1984, the PMI organization has been engaged in the development and implementation of the project manager certification program, for the purpose of improving the project manager profession and recognizing the achievements of the professionals in this area.===>Od 1984. godine u PMI organizaciji se radi na razvoju i implementaciji programa sertifikacije projektnih menadžera, kako bi se unapredila profesija projektnog menadžmenta i priznala dostignuća profesionalaca u ovoj oblasti.)
MATCH@M:(The first certification program commenced in 1984 was for a PMP® - Project Management Professional; today, approximately 370,000 professionals in this field are the holders of this certificate.===>Prvi program sertifikacije koji je pokrenut 1984. godine bio je za PMP® - Project Management Professional, a danas oko 370.000 profesionalaca u oblasti poseduje ovaj sertifikat.)
MATCH@E:(The first certification program commenced in 1984 was for a PMP® Project Management Professional; today, approximately 370,000 professionals in this field are the holders of this certificate.===>Prvi program sertifikacije koji je pokrenut 1984. godine bio je za PMP® Project Management Professional, a danas oko 370.000 profesionalaca u oblasti poseduje ovaj sertifikat.)
MATCH@M:(Certificate holders need not be PMI members.===>Vlasnici sertifi-kata ne moraju biti clanovi PMI.)
MATCH@E:(Certificate holders need not be PMI members. ~~~ 5.1.===>Vlasnici sertifikata ne moraju biti članovi PMI. 5.)
MATCH@M:(In order that the candidate be issued a certificate, he/she is expected to meet certain educational and experience-related requirements set by PMI, so that he/she can implement the knowledge in the field of project management to answer the examination questions and offer adequate response to certain situations and scenarios.===>Da bi kandidat dobio uverenje treba da ispuni odredene obrazovne i iskustvene zahteve propisane od strane PMI, da primenom znanja iz projektnog menadžmenta može da odgovori na ispitna pitanja i pruži odgovore na odredene situacije i scenarija.)
MATCH@E:(In order that the candidate be issued a certificate, he/she is expected to meet certain educational and experience-related requirements set by PMI, so that he/she can implement the knowledge in the field of project management to answer the examination questions and offer adequate response to certain situations and scenarios.===>Da bi kandidat dobio uverenje treba da ispuni određene obrazovne i iskustvene zahteve propisane od strane PMI, da primenom znanja iz projektnog menadžmenta može da odgovori na ispitna pitanja i pruži odgovore na određene situacije i scenarija.)
MATCH@M:(To revalidate the CAPM® certificate, the candidate is expected to pass the exam to extend the certificate validity upon its expiry after a five-year period, whereas to revalidate the other PMI certificates the candidate is expected to constantly express his/her professional committment to the project management field by satisfying the Continuing Certification Requirements - CCR program.===>Za obnovu CAPM® uverenja, kandidat treba da po isteku petogodišnjeg perioda položi ispit za produženje validno-sti uverenja, dok za obnovu drugih PMI uverenja kandidat mora konstantno da iskazuje svoju profesionalnu posvecenost oblasti projektnog menadžmenta ispunjavanjem “Neprekidnih sertifikacionih zahteva” (Continuing Certification Requirements - CCR) programa.)
MATCH@E:(To revalidate the CAPM® certificate, the candidate is expected to pass the exam to extend the certificate validity upon its expiry after a five-year period, whereas to revalidate the other PMI certificates the candidate is expected to constantly express his/her professional committment to the project management field by satisfying the Continuing Certification Requirements CCR program.===>Za obnovu CAPM® uverenja, kandidat treba da po isteku petogodišnjeg perioda položi ispit za produženje validnosti uverenja, dok za obnovu drugih PMI uverenja kandidat mora konstantno da iskazuje svoju profesionalnu posvećenost oblasti projektnog menadžmenta ispunjavanjem Neprekidnih sertifikacionih zahteva (Continuing Certification Requirements CCR) programa.)
MATCH@M:(PMI also took into consideration the need to adjust the manner of work to the requirements of international standards, therefore the PMI certification program for PMP® - Project Management Professional was accredited in 2006, following the ANSI/ISO/IEC 17024:2003 standard requirements.===>U okviru PMI se vodilo racuna i o potrebi uskladivanja nacina rada sa zahtevima medunarodnih standarda, tako da je u decembru 2006. godine PMI program sertifikacije za PMP® - Project Management Professional, akreditovan prema zahtevima standarda AN-SI/ISO/IEC 17024:2003.)
MATCH@E:(PMI also took into consideration the need to adjust the manner of work to the requirements of international standards, therefore the PMI certification program for PMP® Project Management Professional was accredited in 2006, following the ANSI/ISO/IEC 17024:2003 standard requirements.===>U okviru PMI se vodilo računa i o potrebi usklađivanja načina rada sa zahtevima međunarodnih standarda, tako da je u decembru 2006. godine PMI program sertifikacije za PMP® Project Management Professional, akreditovan prema zahtevima standarda ANSI/ISO/IEC 17024:2003.)
MATCH@M:(Thus PMI became the world’s first project management organization whose one program is accredited in conformity to the requirements of this standard.===>Time je PMI postao prva organizacija za projektni menadžment u svetu ciji je jedan od programa akreditovan u skladu sa zahtevima ovog standarda.)
MATCH@E:(Thus PMI became the worlds first project management organization whose one program is accredited in conformity to the requirements of this standard.===>Time je PMI postao prva organizacija za projektni menadžment u svetu čiji je jedan od programa akreditovan u skladu sa zahtevima ovog standarda.)
MATCH@M:(As maintained the accreditation was performed by the American National Standard Institute - ANSI, whereas the PMI’s Certification Program Department had already certified their own quality management system implemented in conformity with the requirements of the ISO 9001:2000 standard.===>Kako se istice, akreditaciju je izvršio Americki nacionalni institut za standarde (American National Standards Institute - ANSI), dok je PMI Odeljenje za programe sertifikacije (PMI’s Certification Program Department) prethodno vec sertifikovalo svoj sistem menadžmenta kvalitetom implementiran prema zahtevima standarda ISO 9001:2000.)
MATCH@E:(As maintained in Š15Ë, the accreditation was performed by the American National Standard Institute ANSI, whereas the PMIs Certification Program Department had already certified their own quality management system implemented in conformity with the requirements of the ISO 9001:2000 standard.===>Kako se u Š15Ë ističe, akreditaciju je izvršio Američki nacionalni institut za standarde (American National Standards Institute - ANSI), dok je PMI Odeljenje za programe sertifikacije (PMIs Certification Program Department) prethodno već sertifikovalo svoj sistem menadžmenta kvalitetom implementiran prema zahtevima standarda ISO 9001:2000.)
MATCH@M:(This fact is further corroborated by the statement of Roy Swift, the Program Director for Personnel Certifier Accreditation of the American National Standards Institute, quoted: “It has become evident on an international level that is is necessary that certification programs of persons should be accredited since it is services, rather than products, that contribute to the global economy“.===>U prilog znacaja te cinjenice ide i izjava Roja Svifta, direktora Programa za akreditaciju programa sertifi-kacije pojedinaca u ANSI, data: „Na medunarodnom nivou je postalo ocigledno da je neophodno akreditovati programe za sertifikaciju pojedinaca, pošto usluge više doprinose globalnoj ekonomiji nego proizvodi.”)
MATCH@E:(This fact is further corroborated by the statement of Roy Swift, the Program Director for Personnel Certifier Accreditation of the American National Standards Institute, quoted in Š15Ë: It has become evident on an international level that is is necessary that certification programs of persons should be accredited since it is services, rather than products, that contribute to the global economy.===>U prilog značaja te činjenice ide i izjava Roja Svifta, direktora Programa za akreditaciju programa sertifikacije pojedinaca u ANSI, data u Š15Ë: ~~~ Na međunarodnom nivou je postalo očigledno da je neophodno akreditovati programe za sertifikaciju pojedinaca, pošto usluge više doprinose globalnoj ekonomiji nego proizvodi.)
MATCH@M:(According to [13], ANSI is an official representative of the U.S.A. in the ISO and also a member of the International Accreditation Forum - IAF.===>Prema [13] ANSI je zvanicni predstavnik SAD u ISO i takode clan Medunarodnog akreditacio-nog foruma (International Accreditation Forum -IAF).)
MATCH@E:(According to Š13Ë, ANSI is an official representative of the U.S.A. in the ISO and also a member of the International Accreditation Forum IAF.===>Prema Š13Ë ANSI je zvanični predstavnik SAD u ISO i takođe član Međunarodnog akreditacionog foruma (International Accreditation Forum IAF).)
MATCH@M:(The certification programs accredited in conformity to the requirements of these standards contribute to the affirmation of quality in the PMP programs development and management and, naturally, boost the credibility of the holders of these certificates and the confidence of the organizations that hire them as regards the importance of the PMP certificate.===>Postojanje programa sertifikacije akreditovanih u skladu sa zahtevima ovih standarda doprinosi afirmaciji postojanja kvaliteta u razvoju i upravljanju PMP programa i naravno više kredibiliteta vlasnicima ovih sertifikata i poverenja organizacija koje ih zapošljavaju u znacenje PMP sertifikat.)
MATCH@E:(The certification programs accredited in conformity to the requirements of these standards contribute to the affirmation of quality in the PMP programs development and management and, naturally, boost the credibility of the holders of these certificates and the confidence of the organizations that hire them as regards the importance of the PMP certificate.===>Postojanje programa sertifikacije akreditovanih u skladu sa zahtevima ovih standarda doprinosi afirmaciji postojanja kvaliteta u razvoju i upravljanju PMP programa i naravno više kredibiliteta vlasnicima ovih sertifikata i poverenja organizacija koje ih zapošljavaju u značenje PMP sertifikat.)
MATCH@M:(Moreover, they verify the fact that a certain policy is implemented to ensure that all candidates will be treated as equal, that the examination is consistent and fair and that quality improvement is especially taken care of.===>Time se, izmedu ostalog, verifikuje da je primenjena odgovarajuca politika koja ce osigurati da svi kandidati budu jednako tretirani, da je ispitivanje konzistentno i fer i da se vodi racuna 0	stalnom unapredenju kvaliteta.)
MATCH@E:(Moreover, they verify the fact that a certain policy is implemented to ensure that all candidates will be treated as equal, that the examination is consistent and fair and that quality improvement is especially taken care of.===>Time se, između ostalog, verifikuje da je primenjena odgovarajuća politika koja će osigurati da svi kandidati budu jednako tretirani, da je ispitivanje konzistentno i fer i da se vodi računa o stalnom unapređenju kvaliteta.)
MATCH@M:(The PMP® program was introduced in 1984 with the aim to identify the persons that are capable of implementing the knowledge of project management in practice, of leading and directing the project team and accomplish the project task with constraints in the schedule, in the budget and in the resources.===>PMP® program je uveden 1984. godine sa ciljem da se prepoznaju pojedinci koji imaju sposobnost da prime-ne znanja iz oblasti projektnog menadžmenta u praksi, da vode i usmeravaju projektni tim i realizuju projektni zadatak sa ogranicenjima u rasporedu, budžetu resursima.)
MATCH@E:(The PMP® program was introduced in 1984 with the aim to identify the persons that are capable of implementing the knowledge of project management in practice, of leading and directing the project team and accomplish the project task with constraints in the schedule, in the budget and in the resources.===>PMP® program je uveden 1984. godine sa ciljem da se prepoznaju pojedinci koji imaju sposobnost da primene znanja iz oblasti projektnog menadžmenta u praksi, da vode i usmeravaju projektni tim i realizuju projektni zadatak sa ograničenjima u rasporedu, budžetu i resursima.)
MATCH@M:(The interest in acquiring the PMP certificate is increasing worldwide in the last years, and this is further proved by the facts on the number of PMP holder.===>Interesovanje za sticanje PMP® uverenja širom sveta raste iz godine u godinu, o cemu svedoce podaci o broju vlasnika PMP® uverenja po godinama.)
MATCH@E:(Š14Ë The interest in acquiring the PMP® certificate is increasing worldwide in the last years, and this is further proved by the facts on the number of PMP ® holder presented in Figure 3.===>Š14Ë Interesovanje za sticanje PMP® uverenja širom sveta raste iz godine u godinu, o čemu svedoče podaci o broju vlasnika PMP® uverenja po godinama prikazani na slici 3.)
MATCH@M:(According to the PMI research in 2007 concerning the income of project managers, PMP holders, in the U.S.A. and the differences in earnings as regards being or not being a PMP holder, Figure 4 shows that the difference is a significant one.===>Prema istraživanju PMI iz 2007. godine na temu zarada projektnih menadžera iz SAD koji poseduju PMP® uverenje i postojanja razlike u visini primanja s obzirom na posedovanje PMP® uverenja ili ne, slika 4. prikazuje znacajnu razliku.)
MATCH@E:(Figure 3. ~~~ The trend of interest in PMP ® certificates Š7Ë According to the PMI research in 2007 concerning the income of project managers, PMP ® holders, in the U.S.A. and the differences in earnings as regards being or not being a PMP ® holder, Figure 4 shows that the difference is a significant one.===>Pošto se svakih 5 godina vrši reakreditacija, to obavezuje na održavanje kvaliteta programa sertifikacije, da bi se očuvao kredibilitet profesionalnih uverenja.)
BAD_LINE_=============================================================
BAD_LINE_M:According to the PMI research in 2007 concerning the income of project managers, PMP holders, in the U.S.A. and the differences in earnings as regards being or not being a PMP holder, Figure 4 shows that the difference is a significant one.
BAD_LINE_M:Prema istraživanju PMI iz 2007. godine na temu zarada projektnih menadžera iz SAD koji poseduju PMP® uverenje i postojanja razlike u visini primanja s obzirom na posedovanje PMP® uverenja ili ne, slika 4. prikazuje znacajnu razliku.
BAD_LINE_E:Figure 3. ~~~ The trend of interest in PMP ® certificates Š7Ë According to the PMI research in 2007 concerning the income of project managers, PMP ® holders, in the U.S.A. and the differences in earnings as regards being or not being a PMP ® holder, Figure 4 shows that the difference is a significant one.
BAD_LINE_E:Pošto se svakih 5 godina vrši reakreditacija, to obavezuje na održavanje kvaliteta programa sertifikacije, da bi se očuvao kredibilitet profesionalnih uverenja.
MATCH@M:(Two more PMI programs will be included into the accreditation process following the ISO 17024:2003 in the next cycle: Certified Associate in Project Management - CAPM® and Program Management Professional - PgMP®.===>U proces akreditacije prema ISO 17024:2003 se u sledecem ciklusu reakreditacije ukljucuju još dva PMI programa: Certified Associate in Project Management - CAPM® i Program Management Professional - PgMP®.)
MATCH@E:(According to Š15Ë, two more PMI programs will be included into the accreditation process following the ISO 17024:2003 in the next cycle: Certified Associate in Project Management CAPM® and Program Management Professional PgMP®.===>Certified Associate in Project Management - CAPM® i Program Management Professional - PgMP®.)
BAD_LINE_=============================================================
BAD_LINE_M:Two more PMI programs will be included into the accreditation process following the ISO 17024:2003 in the next cycle: Certified Associate in Project Management - CAPM® and Program Management Professional - PgMP®.
BAD_LINE_M:U proces akreditacije prema ISO 17024:2003 se u sledecem ciklusu reakreditacije ukljucuju još dva PMI programa: Certified Associate in Project Management - CAPM® i Program Management Professional - PgMP®.
BAD_LINE_E:According to Š15Ë, two more PMI programs will be included into the accreditation process following the ISO 17024:2003 in the next cycle: Certified Associate in Project Management CAPM® and Program Management Professional PgMP®.
BAD_LINE_E:Certified Associate in Project Management - CAPM® i Program Management Professional - PgMP®.
MATCH@M:(The conduct of the project manager certification programs by authorised associations worldwide helps persons verify their existing and newly acquired knowledge, affirm their competence as project managers and contribute to the development of the profession.===>Izvodenjem programa sertifikacije projektnih menadžera od strane ovlašcenih asocijacija širom sveta, pojedinci verifikuju svoja postojeca i novostecena znanja, potvrduju svoju kompetentnost kao projektni menadžeri, daju doprinos razvoju profesije.)
MATCH@E:(Conclusion The conduct of the project manager certification programs by authorised associations worldwide helps persons verify their existing and newly acquired knowledge, affirm their competence as project managers and contribute to the development of the profession.===>Zaključak Izvođenjem programa sertifikacije projektnih menadžera od strane ovlašćenih asocijacija širom sveta, pojedinci verifikuju svoja postojeća i novostečena znanja, potvrđuju svoju kompetentnost kao projektni menadžeri, daju doprinos razvoju profesije.)
MATCH@M:(The project today is increasingly an enterprise that is not executed on only one location, under the direct supervision of the project manager and the team, but is rather managed from a temporal and geographical distance, i.e., virtually.===>Projekat je danas sve cešce poduhvat koji se ne realizuje iskljucivo na jednoj lokaciji, pod neposrednim nadzorom projektnog menadžera i tima, nego se realizacijom projekta upravlja sa vremenske i prostorne distance, tj. virtualno.)
MATCH@E:(The project today is increasingly an enterprise that is not executed on only one location, under the direct supervision of the project manager and the team, but is rather managed from a temporal and geographical distance, i.e., virtually.===>Projekat je danas sve češće poduhvat koji se ne realizuje isključivo na jednoj lokaciji, pod neposrednim nadzorom projektnog menadžera i tima, nego se realizacijom projekta upravlja sa vremenske i prostorne distance, tj. virtualno.)
MATCH@M:(Managing such projects requires that virtual teams should be formed, those that will plan, coordinate, supervise the execution from a distance, therefore it is an advantage if a project manager or a team member has a formal certificate of his/her competence, since it contributes to its recognition.===>Za upravljanje realizacijom takvih projekata formiraju se virtualni timovi koji planiraju, koordiniraju, nadgledaju realizaciju sa distance, pa je prednost ako projektni menadžer ili clan tima poseduje i formalnu potvrdu svoje kompetentnosti, jer to doprinosi prepoznavanju iste.)
MATCH@E:(Managing such projects requires that virtual teams should be formed, those that will plan, coordinate, supervise the execution from a distance, therefore it is an advantage if a project manager or a team member has a formal certificate of his/her competence, since it contributes to its recognition.===>Za upravljanje realizacijom takvih projekata formiraju se virtualni timovi koji planiraju, koordiniraju, nadgledaju realizaciju sa distance, pa je prednost ako projektni menadžer ili član tima poseduje i formalnu potvrdu svoje kompetentnosti, jer to doprinosi prepoznavanju iste. ~~~ Slika 3.)
MATCH@M:(A noteworthy contribution in the development of the project management field and the project manager profession in the last decades has been the work of the international organizations IPMA and PMI.===>Znacajan doprinos na polju razvoja oblasti projektnog menadžmenta i profesije projektnog menadžera u poslednjim decenij ama posebno su dale medunarodne organizacije IP-MA i PMI.)
MATCH@E:(A noteworthy contribution in the development of the project management field and the project manager profession in the last decades has been the work of the international organizations IPMA and PMI.===>Značajan doprinos na polju razvoja oblasti projektnog menadžmenta i profesije projektnog menadžera u poslednjim decenijama posebno su dale međunarodne organizacije IPMA i PMI.)
MATCH@M:(Not only do they initiate things, organize meetings, programs and other forms of improvement, exchange of knowledge and experience, but they have also launched the project manager certification programs, to be followed by the associations members and their certification bodies worldwide.===>Ne samo da pokrecu inicijative, održavaju skupove, programe i druge vidove usavršavanja, razmene, prenošenja znanja i iskustava, nego su pokrenule i programe sertifikacije projektnih menadžera, cemu su se prikljucile i asocijacije clanice širom sveta i njihova sertifikaciona tela.)
MATCH@E:(Not only do they initiate things, organize meetings, programs and other forms of improvement, exchange of knowledge and experience, but they have also launched the project manager certification programs, to be followed by the associations members and their certification bodies worldwide.===>Ne samo da pokreću inicijative, održavaju skupove, programe i druge vidove usavršavanja, razmene, prenošenja znanja i iskustava, nego su pokrenule i programe sertifikacije projektnih menadžera, čemu su se priključile i asocijacije članice širom sveta i njihova sertifikaciona tela.)
MATCH@M:(In order that the certification program be performed and that the candidates get a valid certificate, these international project management organizations recommend that the associations and their certification bodies, as well as the certification programs should be organized in conformity with the requirements and principles of the relevant international standards.===>Da bi se program sertifikacije sproveo i kandidati dobili va-lidan sertifikat, preporuka ovih medunarodnih organizacija za projektni menadžment je organizacija asocijacija i njihovih sertifikacionih tela i programa sertifikacije u skladu sa zahtevi-ma i principima relevantnih medunarodnih standarda.)
MATCH@E:(In order that the certification program be performed and that the candidates get a valid certificate, these international project management organizations recommend that the associations and their certification bodies, as well as the certification programs should be organized in conformity with the requirements and principles of the relevant international standards.===>Da bi se program sertifikacije sproveo i kandidati dobili validan sertifikat, preporuka ovih međunarodnih organizacija za projektni menadžment je organizacija asocijacija i njihovih sertifikacionih tela i programa sertifikacije u skladu sa zahtevima i principima relevantnih međunarodnih standarda.)
MATCH@M:(In case of associations and their certification bodies that perform the project manager certification programs, the quality management system certification is performed in accordance with the requirements of the ISO 9001:2008 standard - Quality Management Systems - Requirements, whereas the accreditation of the certification bodies is based on the ISO 17024:2003 - Conformity Assessment - General Requirements for Certification bodies operating the certification of personnel.===>Kada su u pitanju asocijacije i njihova sertifikaciona tela koja izvode programe ser-tifikacije projektnih menadžera, sertifikacija sistema menadžmenta kvalitetom asocijacija obavlja se u skladu sa zahtevima standarda ISO 9001:2008 - Sistemi menadžmenta kvalitetom -Zahtevi, a akreditacija sertifikacionih tela prema ISO 17024:2003 - Ocena usaglašenosti -Opšti zahtevi za sertifikaciona tela za osoblje.)
MATCH@E:(In case of associations and their certification bodies that perform the project manager certification programs, the quality management system certification is performed in accordance with the requirements of the ISO 9001:2008 standard Quality Management Systems Requirements, whereas the accreditation of the certification bodies is based on the ISO 17024:2003 Conformity Assessment General Requirements for Certification bodies operating the certification of personnel.===>Kada su u pitanju asocijacije i njihova sertifikaciona tela koja izvode programe sertifikacije projektnih menadžera, sertifikacija sistema menadžmenta kvalitetom asocijacija obavlja se u skladu sa zahtevima standarda ISO 9001:2008 - Sistemi menadžmenta kvalitetom Zahtevi, a akreditacija sertifikacionih tela prema ISO 17024:2003 Ocena usaglašenosti Opšti zahtevi za sertifikaciona tela za osoblje. ~~~ Slika 4.)
MATCH@M:(The paper presents the elements of the project manager certification programs on the basis of IPMA and PMI models, especially highlighting the segments where the requirements of the ISO 17024:2003 standard are implemented, as this standard defines the work of the organizations operating the certification of persons.===>U radu su prikazani elementi programa sertifikacije projektnih menadžera po IPMA i PMI modelu, sa posebnim navodenjem segmenata gde su primenjeni zahtevi standarda ISO 17024:2003, buduci da on specificno ureduje rad organizacija koje vrše sertifikaciju osoba.)
MATCH@E:(The paper presents the elements of the project manager certification programs on the basis of IPMA and PMI models, especially highlighting the segments where the requirements of the ISO 17024:2003 standard are implemented, as this standard defines the work of the organizations operating the certification of persons.===>Razlika u zaradama projektnih menadžera sa i bez PMP® uverenja u SAD, istraživanje PMI iz 2007. Š7Ë U radu su prikazani elementi programa sertifikacije projektnih menadžera po IPMA i PMI modelu, sa posebnim navođenjem segmenata gde su primenjeni zahtevi standarda ISO 17024:2003, budući da on specifično uređuje rad organizacija koje vrše sertifikaciju osoba.)
MATCH@M:(The fact is that both IPMA and PMI organizations recognized the importance of the implementation of requirements of this standard and incorporated them into their certification models; it is obvious that they thus confirm the quality of the program and earn a higher credibility to the certificate holders, as well as higher trust into the certificate by the organizations that hire them.===>Cinjenica je da su obe medunarodne organizacije, IPMA i PMI, prepoznale znacaj implementacije zahteva ovog standarda u svoje modele sertifikacije, jer je ocigledno da se time afirmiše kvalitet programa i daje veci kredibilitet vlasnicima sertifikata i vece po-verenje organizacija koje ih zapošljavaju u znacaj ser-tifikata.)
MATCH@E:(The fact is that both IPMA and PMI organizations recognized the importance of the implementation of requirements of this standard and incorporated them into their certification models; it is obvious that they thus confirm the quality of the program and earn a higher credibility to the certificate holders, as well as higher trust into the certificate by the organizations that hire them.===>Činjenica je da su obe međunarodne organizacije, IPMA i PMI, prepoznale značaj implementacije zahteva ovog standarda u svoje modele sertifikacije, jer je očigledno da se time afirmiše kvalitet programa i daje veći kredibilitet vlasnicima sertifikata i veće poverenje organizacija koje ih zapošljavaju u značaj sertifikata.)
MATCH@M:(It is in this context that IPMA defined the IPMA Certification Regulations and Guidelines - ICRG document for establishing certification bodies, launching and conducting the project manager certification programs on the basis of the ISO 17024:2003 standard.===>U tom kontekstu je IPMA definisala dokument IPMA Certification Regulations and Guidelines - ICRG, za formiranje sertifikacionih tela, uspostavljanje i izvodenje programa sertifikacije projektnih menadžera upravo na zahtevima ISO 17024:2003.)
MATCH@E:(It is in this context that IPMA defined the IPMA Certification Regulations and Guidelines ICRG document for establishing certification bodies, launching and conducting the project manager certification programs on the basis of the ISO 17024:2003 standard.===>U tom kontekstu je IPMA definisala dokument IPMA Certification Regulations and Guidelines ICRG, za formiranje sertifikacionih tela, uspostavljanje i izvođenje programa sertifikacije projektnih menadžera upravo na zahtevima ISO 17024:2003.)
MATCH@M:(This document is translated and applied by national associations - members of IPMA under the title: National Certification Regulations and Guidelines -NCRG, for the purpose of establishing their own certification bodies and developing certification programs, since in this way they can later commence the accreditation process.===>Ovaj dokument prevode i koriste nacionalne asocijacije clanice IPMA pod nazivom National Certification Regulations and Guidelines - NCRG, za potrebe formiranja svojih ser-tifikacionih tela i razvoja programa sertifikacije, jer kasnije mogu da pristupe procesu akreditacije.)
MATCH@E:(This document is translated and applied by national associations members of IPMA under the title: National Certification Regulations and Guidelines NCRG, for the purpose of establishing their own certification bodies and developing certification programs, since in this way they can later commence the accreditation process.===>Ovaj dokument prevode i koriste nacionalne asocijacije članice IPMA pod nazivom National Certification Regulations and Guidelines NCRG, za potrebe formiranja svojih sertifikacionih tela i razvoja programa sertifikacije, jer kasnije mogu da pristupe procesu akreditacije.)
MATCH@M:(In establishing the YUPMA Cert certification body and creating the project manager certification programs in Serbia, the Serbian Project Management Association - YUPMA, as a full member of IPMA, has applied the guidelines given in this document.===>Udruženje za upravljanje projektima Srbije - YUP-MA, kao punopravni clan IPMA, primenilo je smer-nice date u ovom dokumentu prilikom formiranja sertifikacionog tela YUPMA Cert i uspostavljanja programa sertifikacije projektnih menadžera u Srbiji.)
MATCH@E:(In establishing the YUPMA Cert certification body and creating the project manager certification programs in Serbia, the Serbian Project Management Association YUPMA, as a full member of IPMA, has applied the guidelines given in this document.===>Udruženje za upravljanje projektima Srbije YUPMA, kao punopravni član IPMA, primenilo je smernice date u ovom dokumentu prilikom formiranja sertifikacionog tela YUPMA Cert i uspostavljanja programa sertifikacije projektnih menadžera u Srbiji.)
MATCH@M:(At present, the Association is engaged in preparing the documents required to commence the accreditation process of the certification body and the project manager certification programs on the basis of the requirements of the the SRPS ISO/IEC 17024:2003 standard by the Accreditation Body of Serbia, the only body authorised in the Republic of Serbia, under the Accreditation Act (article 5), to accredit a certification body operating accreditation for persons.===>U Udruženju je u toku priprema dokumentacije za ulazak u proces akreditacije sertifikacionog tela i programa sertifikacije projektnih menadžera prema zahtevima standarda SRPS ISO/IEC 17024:2005, od strane Akreditacionog tela Srbije, koje je prema Zakonu o akreditaciji (clan 5.) jedino ovlašceno u Republici Srbiji da akredituje sertifikaciono telo za osoblje.)
MATCH@E:(At present, the Association is engaged in preparing the documents required to commence the accreditation process of the certification body and the project manager certification programs on the basis of the requirements of the the SRPS ISO/IEC 17024:2003 standard by the Accreditation Body of Serbia, the only body authorised in the Republic of Serbia, under the Accreditation Act (article 5), to accredit a certification body operating accreditation for persons.===>U Udruženju je u toku priprema dokumentacije za ulazak u proces akreditacije sertifikacionog tela i programa sertifikacije projektnih menadžera prema zahtevima standarda SRPS ISO/IEC 17024:2005, od strane Akreditacionog tela Srbije, koje je prema Zakonu o akreditaciji (član 5.) jedino ovlašćeno u Republici Srbiji da akredituje sertifikaciono telo za osoblje.)
MATCH@M:(The difference in the approach and the implementation of the requirements of the standard is evident in that IPMA incorporated the requirements of the ISO 17024:2003 standard into the above mentioned document which serves as basis for establishing certification bodies and developing certification programs; it is in this manner that all four levels of certification are included, whereas in PMI attention is paid only to certain programs.===>Razlika u pristupu i primeni zahteva standarda evidentna je u tome što je IPMA ukljucila zahteve standarda ISO 17024:2003 u prethodno pomenuti dokument koji je bazican za formiranje sertifikacionih tela i razvoj programa sertifikacije, pa su na taj nacin obuhvacena sva cetiri nivoa sertifikacije, dok je u okviru PMI pažnja posvecena pojedinim programima.)
MATCH@E:(Š12Ë The difference in the approach and the implementation of the requirements of the standard is evident in that IPMA incorporated the requirements of the ISO 17024:2003 standard into the above mentioned document which serves as basis for establishing certification bodies and developing certification programs; it is in this manner that all four levels of certification are included, whereas in PMI attention is paid only to certain programs.===>Š12Ë Razlika u pristupu i primeni zahteva standarda evidentna je u tome što je IPMA uključila zahteve standarda ISO 17024:2003 u prethodno pomenuti dokument koji je bazičan za formiranje sertifikacionih tela i razvoj programa sertifikacije, pa su na taj način obuhvaćena sva četiri nivoa sertifikacije, dok je u okviru PMI pažnja posvećena pojedinim programima.)
MATCH@M:(Namely, PMI also had to conform their way of operation and programs to the requirements of the standard, however, one PMI certification program out of five was accredited on the basis of the ISO/IEC 17024:2003, for PMP® - Project Management Professional.===>Naime, i u okviru PMI je postojala potreba uskladivanja nacina rada i programa sa zahtevima standarda, ali je od pet programa PMI sertifikacije prema ISO/IEC 17024:2003 akreditovan jedan, za PMP® _ Project Management Professional.)
MATCH@E:(Namely, PMI also had to conform their way of operation and programs to the requirements of the standard, however, one PMI certification program out of five was accredited on the basis of the ISO/IEC 17024:2003, for PMP® Project Management Professional.===>Naime, i u okviru PMI je postojala potreba usklađivanja načina rada i programa sa zahtevima standarda, ali je od pet programa PMI sertifikacije prema ISO/IEC 17024:2003 akreditovan jedan, za PMP® Project Management Professional.)
MATCH@M:(One reason may be that it is this program that project managers worldwide are interested in, since a sertified project management professional is the person responsible for each of the aspects of the project during its life-cycle, able to lead a project team and complete the project task burdened with constraints in time, budget and resources.===>Jedan od razloga može biti što je upravo za taj program i najvece interesovanje projektnih menadžera širom sveta, jer sertifikovani strucnjak za upravljanje projektima jeste osoba odgovorna za sve aspekte projekta u njegovom životnom ciklusu, sposobna da vodi projektni tim i realizuje projektni zadatak sa ogranicenjima u vremenu, budžetu i resursima.)
MATCH@E:(One reason may be that it is this program that project managers worldwide are interested in, since a sertified project management professional is the person responsible for each of the aspects of the project during its life-cycle, able to lead a project team and complete the project task burdened with constraints in time, budget and resources.===>Jedan od razloga može biti što je upravo za taj program i najveće interesovanje projektnih menadžera širom sveta, jer sertifikovani stručnjak za upravljanje projektima jeste osoba odgovorna za sve aspekte projekta u njegovom životnom ciklusu, sposobna da vodi projektni tim i realizuje projektni zadatak sa ograničenjima u vremenu, budžetu i resursima.)
MATCH@M:(Other PMI certification programs cover sertain aspects, such as planning or risk management and they attract less interest, which cannot be said for the PgMP® - Program Management Professional and CAPM® - Certified Associate in Project Management; hence these two programs will be included into the accreditation process on the basis of the ISO 17024:2003 in the next reaccreditation cycle.===>Ostali PMI programi sertifikacije pokrivaju pojedine aspekte, poput planiranja ili upravljanja rizikom i za njih je interesovanje nešto manje, što se ne bi moglo reci za programe PgMP® - Program Management Professional i CAPM® - Certified Associate in Project Management, pa ce se zato ova dva programa ukljuciti u proces akreditacije prema ISO 17024:2003 u slede-cem ciklusu reakreditacije.)
MATCH@E:(Other PMI certification programs cover sertain aspects, such as planning or risk management and they attract less interest, which cannot be said for the PgMP® Program Management Professional and CAPM® Certified Associate in Project Management; hence these two programs will be included into the accreditation process on the basis of the ISO 17024:2003 in the next reaccreditation cycle.===>Ostali PMI programi sertifikacije pokrivaju pojedine aspekte, poput planiranja ili upravljanja rizikom i za njih je interesovanje nešto manje, što se ne bi moglo reći za programe PgMP® - Program Management Professional i CAPM® - Certified Associate in Project Management, pa će se zato ova dva programa uključiti u proces akreditacije prema ISO 17024:2003 u sledećem ciklusu reakreditacije.)
MATCH@M:(A special subclass, the ventilator associated pneumonia (VAP), is affecting up to one fifth of the patients at Intensive Care Units (ICU).===>Od ventilatorne pneumonije (VAP), posebnog oblika ove bolesti, oboljeva otprilike jedna petina pacijenata u odeljenjima intenzivne nege (ICU).)
MATCH@E:(A special subclass, the ventilator associated pneumonia (VAP), is affecting up to one fifth of the patients at Intensive Care Units (ICU).===>Od ventilatorne pneumonije (VAP), posebnog oblika ove bolesti, oboljeva otprilike jedna petina pacijenata u odeljenjima intenzivne nege (ICU).)
MATCH@M:(We utilized the functionality of Hidden Markov Models and the stacking paradigm to categorize and forecast given time series of a patient.===>U ovom sistemu fokusiramo se na period pre pocetka bolesti pacijenta koristili smo Skriveni Markov Model (HMM) i paradigmu slaganja.)
MATCH@E:(We utilized the functionality of Hidden Markov Models and the stacking paradigm to categorize and forecast given time series of a patient.===>Prilikom kategorisanja i predviđanja datih vremenskih serija kod pacijenta koristili smo Skriveni Markov Model (HMM) i paradigmu slaganja.)
BAD_LINE_=============================================================
BAD_LINE_M:We utilized the functionality of Hidden Markov Models and the stacking paradigm to categorize and forecast given time series of a patient.
BAD_LINE_M:U ovom sistemu fokusiramo se na period pre pocetka bolesti pacijenta koristili smo Skriveni Markov Model (HMM) i paradigmu slaganja.
BAD_LINE_E:We utilized the functionality of Hidden Markov Models and the stacking paradigm to categorize and forecast given time series of a patient.
BAD_LINE_E:Prilikom kategorisanja i predviđanja datih vremenskih serija kod pacijenta koristili smo Skriveni Markov Model (HMM) i paradigmu slaganja.
MATCH@M:(Finally we demonstrate the benefits of our approach with a set of real patient data.===>Na kraju smo prikazali primer sa skupom podataka za stvarnog pacijenta i na taj nacin pokazali kakva je korist od našeg pristupa.)
MATCH@E:(Finally we demonstrate the benefits of our approach with a set of real patient data. ~~~ 1.===>Na kraju smo prikazali primer sa skupom podataka za stvarnog pacijenta i na taj način pokazali kakva je korist od našeg pristupa. 1.)
MATCH@M:(The increasing use of information technology in hospitals and medical facilities of any kind led to an ongoing demand of exploiting the stored data to gain more knowledge about diseases, course of diseases, possible treatments methods etc.===>Sve veca primena informacionih tehnologija u bolnicama i drugim medicinskim ustanovama imala je za po-sledicu potrebu da se vec uskladišteni podaci istraže kako bi se više saznalo o oboljenjima, toku bolesti, mogucim metodama lecenja, itd.)
MATCH@E:(Introduction The increasing use of information technology in hospitals and medical facilities of any kind led to an ongoing demand of exploiting the stored data to gain more knowledge about diseases, course of diseases, possible treatments methods etc.===>Uvod Sve veća primena informacionih tehnologija u bolnicama i drugim medicinskim ustanovama imala je za posledicu potrebu da se već uskladišteni podaci istraže kako bi se više saznalo o oboljenjima, toku bolesti, mogućim metodama lečenja, itd.)
MATCH@M:(Especially critical environments like ICUs have a high sensibility for this issue.===>Posebno kriticne sredine kao što su odeljenja intenzivne nege veoma su zainte-resovane za ovu temu.)
MATCH@E:(Especially critical environments like ICUs have a high sensibility for this issue.===>Posebno kritične sredine kao što su odeljenja intenzivne nege veoma su zainteresovane za ovu temu.)
MATCH@M:(Here, 8 to 20% of the patients develop a VAP (N.N., 2005) what leads to mortality rates ranging from 20 to 50% or even 70%.===>U ovim odeljenjima 8-20% pacijenata oboli od VAP (N.N., 2005) i to vodi stopi smrtnosti od 20-50% ili cak 70%.)
MATCH@E:(Here, 8 to 20% of the patients develop a VAP (N.N., 2005) what leads to mortality rates ranging from 20 to 50% or even 70% (N.N., 2005) (Heyland et al, 1999) (Tejerina et al, 2006).===>U ovim odeljenjima 8-20% pacijenata oboli od VAP (N.N., 2005) i to vodi stopi smrtnosti od 20-50% ili čak 70% (N.N., 2005) (Heyland i dr., 1999) (Tejerina i dr., 2006).)
BAD_LINE_=============================================================
BAD_LINE_M:Here, 8 to 20% of the patients develop a VAP (N.N., 2005) what leads to mortality rates ranging from 20 to 50% or even 70%.
BAD_LINE_M:U ovim odeljenjima 8-20% pacijenata oboli od VAP (N.N., 2005) i to vodi stopi smrtnosti od 20-50% ili cak 70%.
BAD_LINE_E:Here, 8 to 20% of the patients develop a VAP (N.N., 2005) what leads to mortality rates ranging from 20 to 50% or even 70% (N.N., 2005) (Heyland et al, 1999) (Tejerina et al, 2006).
BAD_LINE_E:U ovim odeljenjima 8-20% pacijenata oboli od VAP (N.N., 2005) i to vodi stopi smrtnosti od 20-50% ili čak 70% (N.N., 2005) (Heyland i dr., 1999) (Tejerina i dr., 2006).
MATCH@M:(It is clear that an early and accurate diagnosis of VAP has a high relevance.===>Stoga je veoma znacajno da se postavi rana i precizna dijagnoza VAP.)
MATCH@E:(It is clear that an early and accurate diagnosis of VAP has a high relevance.===>Stoga je veoma značajno da se postavi rana i precizna dijagnoza VAP.)
MATCH@M:(An accurate diagnosis - and hence a faster recovery - shortens the patient’s stay at the ICU and reduces both unnecessary stress for the patient and avoidable costs for the hospital.===>Precizna dijagnoza - a samim tim i brže ozdra-vljanje - skracuje boravak pacijenta u ICU i smanjuje kako nepotreban stres pacijentu tako i troškove bolnice koji bi se mogli izbeci.)
MATCH@E:(An accurate diagnosis - and hence a faster recovery - shortens the patients stay at the ICU and reduces both unnecessary stress for the patient and avoidable costs for the hospital (Oroszi, 2008).===>Precizna dijagnoza a samim tim i brže ozdravljanje skraćuje boravak pacijenta u ICU i smanjuje kako nepotreban stres pacijentu tako i troškove bolnice koji bi se mogli izbeći (Oroszci, 2008).)
MATCH@M:(Besides this, physicians are overwhelmed by the massive amount of data recorded every day.===>Pored toga, lekari su pretrpani ogromnim brojem podataka koje moraju da zapisuju svakodnevno.)
MATCH@E:(Besides this, physicians are overwhelmed by the massive amount of data recorded every day.===>Pored toga, lekari su pretrpani ogromnim brojem podataka koje moraju da zapisuju svakodnevno.)
MATCH@M:(Therefore new methods of utilization are needed.===>Stoga su potrebni novi metodi rada.)
MATCH@E:(Therefore new methods of utilization are needed.===>Stoga su potrebni novi metodi rada.)
MATCH@M:(Data mining methods offer possibilities to transform pure and raw data into knowledge and can lead to a progress in treating methods.===>Metod izdvajanja podataka nudi mogucnost da se cisti i sirovi podaci pretvore u znanje što bi doprinelo vecoj uspešnosti metoda lecenja.)
MATCH@E:(Data mining methods offer possibilities to transform pure and raw data into knowledge and can lead to a progress in treating methods.===>Metod izdvajanja podataka nudi mogućnost da se čisti i sirovi podaci pretvore u znanje što bi doprinelo većoj uspešnosti metoda lečenja.)
MATCH@M:(This work is part of an interdisciplinary project between researchers from the department of information systems of Friedrich-Schiller University (FSU), Jena, an intensive care unit (ICU) and the hospital pharmacy of the same institution.===>Ovaj rad je deo interdisciplinarnog projekta u kome ucestvuju istraživaci sa odseka informacionih sistema Univerziteta Friedrich-Schiller (FSU) u Jeni, odelje-nje za intenzivnu negu (ICU) i bolnicka apoteka iste ove institucije.)
MATCH@E:(This work is part of an interdisciplinary project between researchers from the department of information systems of Friedrich-Schiller University (FSU), Jena, an intensive care unit (ICU) and the hospital pharmacy of the same institution (Oroszi, 2008).===>Ovaj rad je deo interdisciplinarnog projekta u kome učestvuju istraživači sa odseka informacionih sistema Univerziteta Friedrich-Schiller (FSU) u Jeni, odeljenje za intenzivnu negu (ICU) i bolnička apoteka iste ove institucije (Oroszci, 2008).)
MATCH@M:(The project, which followed the standard process model for data mining (CRISP-DM) has the aim to apply data mining techniques to the ICU database.===>Ovaj projekat u kom je primenjen standardni proces obrade u tehnici izdvajanja podataka (CRISP-DM) ima za cilj da primeni tehnike izdvajanja podataka na datoteku ICU.)
MATCH@E:(The project, which followed the standard process model for data mining (CRISP-DM)(Chapman et al, 2000) has the aim to apply data mining techniques to the ICU database.===>Ovaj projekat u kom je primenjen standardni proces obrade u tehnici izdvajanja podataka (CRISP-DM) (Chapman i dr., 2000) ima za cilj da primeni tehnike izdvajanja podataka na datoteku ICU.)
MATCH@M:(In this paper, we will concentrate on time series processing, which is one important research scope of the overall project.===>U ovom radu posebno cemo se baviti obradom vremenskih serija podataka, što je znacajan istraživacki obuhvat za ceo projekat.)
MATCH@E:(In this paper, we will concentrate on time series processing, which is one important research scope of the overall project.===>U ovom radu posebno ćemo se baviti obradom vremenskih serija podataka, što je značajan istraživački obuhvat za ceo projekat.)
MATCH@M:(The data we analyze are time series of an aggregated score value which have been generated during an early phase of the project.===>Podaci koje analiziramo su vremenske serije podataka agregatne vred-nosti koje su nastale tokom rane faze projekta.)
MATCH@E:(The data we analyze are time series of an aggregated score value which have been generated during an early phase of the project (Oroszi, 2008).===>Podaci koje analiziramo su vremenske serije podataka agregatne vred nosti koje su nastale tokom rane faze projekta (Oroszci, 2008).)
MATCH@M:(The particular goal of this work and other investigations within the project is to identify promising appendages for pneumonia prediction for further research.===>Poseban cilj ovog rada i drugih istraživanja u okviru ovog projekta bio je da se identifiku-ju pogodni dodaci za predvidanje pneumonije koji ce se koristiti u daljim istraživanjima.)
MATCH@E:(The particular goal of this work and other investigations within the project is to identify promising appendages for pneumonia prediction for further research.===>Poseban cilj ovog rada i drugih istraživanja u okviru ovog projekta bio je da se identifikuju pogodni dodaci za predviđanje pneumonije koji će se koristiti u daljim istraživanjima.)
MATCH@M:(A crucial question regarding the project is: Are there differences between the pre-onset course of disease of patients with and without pneumonia?===>Suštinsko pitanje koje se postavlja u vezi sa ovim projektom glasi: Da li postoje razlike u pred-fazi bolesti izmedu pacijenata koji boluju od pneumonije i onih koji ne boluju od ove bolesti?)
MATCH@E:(A crucial question regarding the project is: Are there differences between the pre-onset course of disease of patients with and without pneumonia?===>Suštinsko pitanje koje se postavlja u vezi sa ovim projektom glasi: ~~~ Da li postoje razlike u pred-fazi bolesti između pacijenata koji boluju od pneumonije i onih koji ne boluju od ove bolesti?)
MATCH@M:(Furthermore the question arises, that if there are differences, are they trivial like ”If the measured value reaches a certain point, the next day a pneumonia disease will be manifested” or if the course of disease contains more complex patterns to disclose?===>Sledece pitanje koje se postavlja jeste da, ako razlike postoje, da li su one trivijalne, na primer „ako merena vrednost dostigne odredenu tacku, pneumonija ce se manifestovati narednog dana“ ili da li tok bolesti sadrži i složenije obrasce koje treba otkriti?)
MATCH@E:(Furthermore the question arises, that if there are differences, are they trivial like If the measured value reaches a certain point, the next day a pneumonia disease will be manifested or if the course of disease contains more complex patterns to disclose?===>Sledeće pitanje koje se postavlja jeste da, ako razlike postoje, da li su one trivijalne, na primer ako merena vrednost dostigne određenu tačku, pneumonija će se manifestovati narednog dana ili da li tok bolesti sadrži i složenije obrasce koje treba otkriti?)
MATCH@M:(So if these patterns exist, data mining methods may be able to utilize them for an early warning system.===>Stoga, ako ovi obrasci postoje, metode izdvajanja podataka ce možda moci da ih iskoriste za formiranje jednog sistema za rano upozoravanje.)
MATCH@E:(So if these patterns exist, data mining methods may be able to utilize them for an early warning system.===>Stoga, ako ovi obrasci postoje, metode izdvajanja podataka će možda moći da ih iskoriste za formiranje jednog sistema za rano upozoravanje.)
MATCH@M:(A treating physician faces various types of data and information input to develop his diagnosis.===>Kad uspostavlja dijagnozu, ordinirajuci lekar suocava se sa razlicitim vrstama podataka i inputima informacija.)
MATCH@E:(A treating physician faces various types of data and information input to develop his diagnosis.===>Kad uspostavlja dijagnozu, ordinirajući lekar suočava se sa različitim vrstama podataka i inputima informacija.)
MATCH@M:(With the increasing availability of computer generated and digitally stored data, treating physicians need tools to process this input in an effective and efficient way.===>Kad su mu sve dostupniji kompjuterski obradeni i digitalno sacuvani podaci, potrebni su mu i alati kojima ce efektivno i efikasno da obradi ovaj input.)
MATCH@E:(With the increasing availability of computer generated and digitally stored data, treating physicians need tools to process this input in an effective and efficient way.===>Kad su mu sve dostupniji kompjuterski obrađeni i digitalno sačuvani podaci, potrebni su mu i alati kojima će efektivno i efikasno da obradi ovaj input.)
MATCH@M:(An early warning system has to deliver reliable and intelligible information to support physicians in their daily work to ensure the best possible diagnosis through a diagnosis support system.===>Sistem za rano upo-zoravanje mora da ponudi pouzdane i razumljive informacije koji ce biti od pomoci lekarima u svakodnevnom poslu, da bi postavili najbolju dijagnozu primenom sistema dijagnosticke podrške.)
MATCH@E:(An early warning system has to deliver reliable and intelligible information to support physicians in their daily work to ensure the best possible diagnosis through a diagnosis support system.===>Sistem za rano upozoravanje mora da ponudi pouzdane i razumljive informacije koji će biti od pomoći lekarima u svakodnevnom poslu, da bi postavili najbolju dijagnozu primenom sistema dijagnostičke podrške.)
MATCH@M:(In Section 3 the theory and functionality of Hidden Markov Models is briefly illustrated.===>U poglavlju 3 ukratko ilustrujemo teoriju i funkcionalnost Skrivenin Markov Modela.)
MATCH@E:(In Section 3 the theory and functionality of Hidden Markov Models is briefly illustrated.===>U poglavlju 3 ukratko ilustrujemo teoriju i funkcionalnost Skrivenin Markov Modela.)
MATCH@M:(A simulation in Section 4 demonstrates the ability of the system to mirror a patient’s stay at the ICU.===>Si-mulacijom u poglavlju 4 predstavljamo sposobnost sistema da prikaže boravak pacijenta u ICU.)
MATCH@E:(A simulation in Section 4 demonstrates the ability of the system to mirror a patients stay at the ICU.===>Simulacijom u poglavlju 4 predstavljamo sposobnost sistema da prikaže boravak pacijenta u ICU.)
MATCH@M:(Afterwards Section 5 illuminates our test arrangement to show how the components interact with each other.===>Sledi poglavlje 5 u kome predstavljamo probnu varijantu kojom pokazujemo kako komponente medusobno delu-ju.)
MATCH@E:(Afterwards Section 5 illuminates our test arrangement to show how the components interact with each other.===>Sledi poglavlje 5 u kome predstavljamo probnu varijantu kojom pokazujemo kako komponente međusobno delu ju.)
MATCH@M:(To complete the work we present the results of our investigations and highlight some perspectives for future research.===>Na kraju rada predstavljamo rezultate naših istraživanja i naglašavamo neke mogucnosti daljih istraživanja.)
MATCH@E:(To complete the work we present the results of our investigations and highlight some perspectives for future research.===>Na kraju rada predstavljamo rezultate naših istraživanja i naglašavamo neke mogućnosti daljih istraživanja. 2.)
MATCH@M:(All data was collected during an early phase of the project in the years 2004 and 2005 and was already preprocessed.===>Svi podaci prikupljeni su u pocetnoj fazi projekta godine 2004. i 2005. i vec su prošli kroz preliminarnu obradu.)
MATCH@E:(2. ~~~ Data All data was collected during an early phase of the project in the years 2004 and 2005 and was already preprocessed.===>Podaci Svi podaci prikupljeni su u početnoj fazi projekta godine 2004. i 2005. i već su prošli kroz preliminarnu obradu.)
MATCH@M:(The whole dataset exceeded more than 4,000 variables.===>Ceo skup podataka obuhvatio je više od 4000 varijabli.)
MATCH@E:(The whole dataset exceeded more than 4,000 variables.===>Ceo skup podataka obuhvatio je više od 4000 varijabli.)
MATCH@M:(Unfortunately there exists no single clinical manifestation to diagnose VAP, but several methods with diverging performance.===>Nažalost, ne postoji ni jedna jedinstvena klinicka manifestacija na osnovu koje bi se dijadnostifi-kovao VAP, ali smo primenili nekoliko metoda ciji su se rezultati razlikovali.)
MATCH@E:(Unfortunately there exists no single clinical manifestation to diagnose VAP, but several methods with diverging performance (Rea-Neto et al, 2008).===>Nažalost, ne postoji ni jedna jedinstvena klinička manifestacija na osnovu koje bi se dijadnostifi kovao VAP, ali smo primenili nekoliko metoda čiji su se rezultati razlikovali (Rea-Neto i dr., 2008).)
MATCH@M:(We concentrated on time series of the clinical pulmonary infection score (CPIS) which have been calculated for every patient during the years 2004 and 2005.===>Koncen-trisali smo se na zbir klinickih pulmonarnih infekcija (CPIS) koji je izracunat za svakog pacijenta tokom 2004. i 2005. godine.)
MATCH@E:(We concentrated on time series of the clinical pulmonary infection score (CPIS) which have been calculated for every patient during the years 2004 and 2005.===>Koncentrisali smo se na zbir kliničkih pulmonarnih infekcija (CPIS) koji je izračunat za svakog pacijenta tokom 2004. i 2005. godine.)
MATCH@M:(CPIS is a score value which was developed to ease the diagnosis of pneumonia and was first proposed by Pugin et al. in 1991.===>CPIS je zbirna vrednost koja je formirana da bi se olakšalo dijagnostifikovanje pneu-monije, a prvi ju je predložio Pugin i dr., 1991. godne.)
MATCH@E:(CPIS is a score value which was developed to ease the diagnosis of pneumonia and was first proposed by Pugin et al. in 1991.===>CPIS je zbirna vrednost koja je formirana da bi se olakšalo dijagnostifikovanje pneumonije, a prvi ju je predložio Pugin i dr., 1991. godne.)
MATCH@M:(Although CPIS has some limitations regarding its moderate performance, it is a helpful tool in diagnosing VAP .===>Iako CPIS ima odredena ogranicenja koja se vezuju za njegovu umerenu uspešnost, on predstavlja dobar alat za dijagnostifikovanje VAP.)
MATCH@E:(Although CPIS has some limitations regarding its moderate performance, it is a helpful tool in diagnosing VAP (Rea-Neto et al, 2008).===>Iako CPIS ima određena ograničenja koja se vezuju za njegovu umerenu uspešnost, on predstavlja dobar alat za dijagnostifikovanje VAP (Rea-Neto i dr., 2008).)
MATCH@M:(Every component adds an integer value between 0 and 2.===>Svaka komponenta dodaje vrednost celog broja izmedu 0 i 2.)
MATCH@E:(Every component adds an integer value between 0 and 2.===>Svaka komponenta dodaje vrednost celog broja između 0 i 2.)
MATCH@M:(Hence the CPIS has a maximum value of 12 - if all features add the value 2 - and a minimum of 0.===>Stoga CPIS ima maksimalnu vrednost 12 -ako sve odlike imaju vrednost 2 - a minimalnu vred-nost 0.)
MATCH@E:(Hence the CPIS has a maximum value of 12 - if all features add the value 2 - and a minimum of 0.===>Stoga CPIS ima maksimalnu vrednost 12 ako sve odlike imaju vrednost 2 a minimalnu vrednost 0.)
MATCH@M:(According to international practice we consider pneumonia diagnosed, if the CPIS reaches the value &gt; 6.===>Prema medunarodnoj praksi, smatramo da je dijagnoza pneumonije konstatovana ako CPIS dostigne vrednost &gt; 6.)
MATCH@E:(According to international practice we consider pneumonia diagnosed, if the CPIS reaches the value ≥ 6 (Rea-Neto et al, 2008).===>Prema međunarodnoj praksi, smatramo da je dijagnoza pneumonije konstatovana ako CPIS dostigne vrednost ≥ 6 (Rea-Neto i dr., 2008).)
MATCH@M:(The first day of pneumonia is in the following named “reaction day”.===>Prvi dan pneumonije naziva se „dan reakcije“.)
MATCH@E:(The first day of pneumonia is in the following named reaction day.===>Prvi dan pneumonije naziva se dan reakcije.)
MATCH@M:(Based on that convention, two groups of cases could be identified, cases with and without pneumonia.===>Na osnovu ove konvencije mogu se identifikovati dve grupe slucajeva, slucajevi sa pneumonijom i slucajevi koji nemaju pne-umoniju.)
MATCH@E:(Based on that convention, two groups of cases could be identified, cases with and without pneumonia.===>Na osnovu ove konvencije mogu se identifikovati dve grupe slučajeva, slučajevi sa pneumonijom i slučajevi koji nemaju pneumoniju.)
MATCH@M:(We will use this information later to evaluate our model.===>Ovu informaciju iskoristicemo kasnije, kad budemo vrednovali naš model.)
MATCH@E:(We will use this information later to evaluate our model.===>Ovu informaciju iskoristićemo kasnije, kad budemo vrednovali naš model.)
MATCH@M:(A first data overview showed a disadvantageous distribution especially in the group of cases with pneumonia.===>Prvi pregled podataka pokazao je nepovoljnu distribuciju, posebno u grupi koja boluje od pneumonije.)
MATCH@E:(A first data overview showed a disadvantageous distribution especially in the group of cases with pneumonia.===>Prvi pregled podataka pokazao je nepovoljnu distribuciju, posebno u grupi koja boluje od pneumonije.)
MATCH@M:(In this group we could extract 325 CPIS time series for the years 2004 and 2005.===>U ovoj grupi mogli smo da izdvojimo 325 vremenskih serija CPIS za godine 2004. i 2005.)
MATCH@E:(In this group we could extract 325 CPIS time series for the years 2004 and 2005.===>U ovoj grupi mogli smo da izdvojimo 325 vremenskih serija CPIS za godine 2004. i 2005.)
MATCH@M:(Due to the fact that the majority of the measured values occurred within a period after the reaction day was reached, only 79 time series with altogether 425 single CPIS values could be considered for processing in this group.===>Zahvaljujuci cinjenici da se vecina me-renih vrednosti pojavila u okviru perioda pošto je dan reakcije vec dostignut, u ovoj grupi mogli smo da uzmemo u obzir za obradu samo 79 vremenskih serija sa ukupno 425 vrednosti CPIS.)
MATCH@E:(Due to the fact that the majority of the measured values occurred within a period after the reaction day was reached, only 79 time series with altogether 425 single CPIS values could be considered for processing in this group.===>Zahvaljujući činjenici da se većina merenih vrednosti pojavila u okviru perioda pošto je dan reakcije već dostignut, u ovoj grupi mogli smo da uzmemo u obzir za obradu samo 79 vremenskih serija sa ukupno 425 vrednosti CPIS.)
MATCH@M:(According to our goal to analyze the pre-onset phase of pneumonia, data within this early period of the disease’s course is essential.===>Naš cilj je bio da analiziramo fazu pre nastanka pneumonije; podaci za ovaj rani period toka bolesti su od suštinske važnosti.)
MATCH@E:(According to our goal to analyze the pre-onset phase of pneumonia, data within this early period of the diseases course is essential.===>Naš cilj je bio da analiziramo fazu pre nastanka pneumonije; podaci za ovaj rani period toka bolesti su od suštinske važnosti.)
MATCH@M:(In the group of cases without pneumonia sufficient data was available.===>U grupi koja nije imala pneumoniju imali smo dovoljno podataka.)
MATCH@E:(In the group of cases without pneumonia sufficient data was available.===>U grupi koja nije imala pneumoniju imali smo dovoljno podataka.)
MATCH@M:(For instance, 147 cases with altogether 995 single CPIS values for the year 2004 and 138 cases with altogether 827 single CPIS values for the year 2005 could be extracted.===>Na primer, izdvojili smo 147 slucajeva sa ukupno 995 pojedinacnih vrednosti CPIS za 2004. godinu i 138 slucajeva sa ukupno 827 pojedinacnih vred-nosti CPIS za godinu 2005.)
MATCH@E:(For instance, 147 cases with altogether 995 single CPIS values for the year 2004 and 138 cases with altogether 827 single CPIS values for the year 2005 could be extracted.===>Na primer, izdvojili smo 147 slučajeva sa ukupno 995 pojedinačnih vrednosti CPIS za 2004. godinu i 138 slučajeva sa ukupno 827 pojedinačnih vrednosti CPIS za godinu 2005.)
MATCH@M:(On top of that, the duration before a reaction day is reached was concentrated in the range of very short lengths in the group of pneumonic cases.===>Povrh svega, period koji je prošao pre nego što se stiglo do dana reakcije bio je veoma kratak u vecini slucajeva sa pneumonijom.)
MATCH@E:(On top of that, the duration before a reaction day is reached was concentrated in the range of very short lengths in the group of pneumonic cases.===>Povrh svega, period koji je prošao pre nego što se stiglo do dana reakcije bio je veoma kratak u većini slučajeva sa pneumonijom.)
MATCH@M:(Due to these limitations, there are methods required which can process this kind of data.===>Zbog ovih ogranicenja bili su nam potrebni metodi kojima se može obraditi i ova vrsta podataka.)
MATCH@E:(Due to these limitations, there are methods required which can process this kind of data. ~~~ 3.===>Zbog ovih ograničenja bili su nam potrebni metodi kojima se može obraditi i ova vrsta podataka. 3.)
MATCH@M:(The approach to investigate a possible forecast of pneumonia - based on CPIS time series - uses largely the functionality of the Hidden Markov Model (HMM).===>Pristup u istraživanju mogucnosti za predvidanje pneumonije na osnovu vremenskih serija CPIS uglavnom koristi Skriveni Markov model (HMM).)
MATCH@E:(Hidden Markov models The approach to investigate a possible forecast of pneumonia - based on CPIS time series - uses largely the functionality of the Hidden Markov Model (HMM).===>Skriveni Markov modeli Pristup u istraživanju mogućnosti za predviđanje pneumonije na osnovu vremenskih serija CPIS uglavnom koristi Skriveni Markov model (HMM).)
MATCH@M:(As many other methods have difficulties in processing time series of arbitrary and different length, HMM offer possibilities to process time series with a challenging characteristic.===>Veliki broj drugih metoda teško mogu da obrade vremenske serije arbitrarne i razlicite dužine, ali HMM nudi mogucnost obrade vremenskih serija cije karakteristike zaista predstavljaju izazov.)
MATCH@E:(As many other methods have difficulties in processing time series of arbitrary and different length, HMM offer possibilities to process time series with a challenging characteristic.===>Veliki broj drugih metoda teško mogu da obrade vremenske serije arbitrarne i različite dužine, ali HMM nudi mogućnost obrade vremenskih serija čije karakteristike zaista predstavljaju izazov.)
MATCH@M:(The mathematical description of HMM will largely follow Rabiner and Juang, 1986.===>Matematicki opis HMM uglavnom se drži formulacije koju su dali Rabiner i Ju-ang, 1986.)
MATCH@E:(The mathematical description of HMM will largely follow Rabiner and Juang, 1986.===>Matematički opis HMM uglavnom se drži formulacije koju su dali Rabiner i Juang, 1986.)
MATCH@M:(The stochastic model of HMM is characterized by the combination of two random processes.===>Stohasticki model HMM karakteriše kombinacija dva nasumicna, slucajna procesa.)
MATCH@E:(The stochastic model of HMM is characterized by the combination of two random processes.===>Stohastički model HMM karakteriše kombinacija dva nasumična, slučajna procesa.)
MATCH@M:(An origin process with N different states X = [X1, XN] is non-visible (”hid-den”).===>Pocetni proces sa N razlicitih stanja X = [X1,.., XNj nije vidljiv („skriven je“).)
MATCH@E:(An origin process with N different states X = ÌX1, .., XNÍ is non-visible (hidden).===>Početni proces sa N različitih stanja X = ÌX1, .., XNÍ nije vidljiv (skriven je).)
MATCH@M:(This process can’t be measured, but there exist M observable emissions Y = [y1,.., yMj which offer information about the origin process.===>Ovaj proces se ne može meriti, ali postoji M emisija Y = [y1,.., yMj koje se mogu posmatrati i koje daju informaciju o prvobitnom (originalnom) procesu.)
MATCH@E:(This process cant be measured, but there exist M observable emissions Y = Ìy1, .., yMÍ which offer in formation about the origin process.===>Ovaj proces se ne može meriti, ali postoji M emisija Y = Ìy1, .., yMÍ koje se mogu posmatrati i koje daju informaciju o prvobitnom (originalnom) procesu.)
MATCH@M:(A patient’s health state can be clearly understood as a random process.===>Zdravstveno stanje pacijenta može se smatrati nasu-micnim, slucajnim procesom.)
MATCH@E:(A patients health state can be clearly understood as a random process.===>Zdravstveno stanje pacijenta može se smatrati nasumičnim, slučajnim procesom.)
MATCH@M:(Within this process the patient’s health state changes from time to time.===>U okviru ovog procesa zdravstveno stanje pacijenta se s vremena na vreme menja.)
MATCH@E:(Within this process the patients health state changes from time to time.===>U okviru ovog procesa zdravstveno stanje pacijenta se s vremena na vreme menja.)
MATCH@M:(Usually the health state is verbally described as ’’good”, ”bad” or ’’stable” etc.===>Obicno se njegovo zdravstveno stanje može opisati kao „dobro“, „loše“, „stabilno“, isl.)
MATCH@E:(Usually the health state is verbally described as good, bad or stable etc.===>Obično se njegovo zdravstveno stanje može opisati kao dobro, loše, stabilno, isl.)
MATCH@M:(So obviously this process is hard to operationalize and hard to measure directly.===>Ocigledno je stoga da je ovaj proces teško operacionalizovati i neposredno meriti.)
MATCH@E:(So obviously this process is hard to operationalize and hard to measure directly.===>Očigledno je stoga da je ovaj proces teško operacionalizovati i neposredno meriti.)
MATCH@M:(Every treating physician uses symptoms and other available information to make a diagnosis about the patient’s physical constitution.===>Svaki lekar koristi simptome i druge informacije do kojih može da dode da bi postavio dijagnozu o fizickom stanju pacijenta.)
MATCH@E:(Every treating physician uses symptoms and other available information to make a diagnosis about the patients physical constitution.===>Svaki lekar koristi simptome i druge informacije do kojih može da dođe da bi postavio dijagnozu o fizičkom stanju pacijenta.)
MATCH@M:(Now we make the assumption that the state of health can be represented by the hidden state of a HMM.===>Naša pretpostavka sada jeste da se zdravstveno stanje može predstaviti kao nevidljivo (skriveno) stanje HMM.)
MATCH@E:(Now we make the assumption that the state of health can be represented by the hidden state of a HMM.===>Naša pretpostavka sada jeste da se zdravstveno stanje može predstaviti kao nevidljivo (skriveno) stanje HMM.)
MATCH@M:(In a typical environment HMMs are used to classify temporal signals like continuous speech or gene sequences.===>U tipicnom okruženju HMM se koriste za klasifikova-nje vremenskih signala kao što je neprekidni, vezani govor ili genetski niz.)
MATCH@E:(In a typical environment HMMs are used to classify temporal signals like continuous speech or gene sequences.===>U tipičnom okruženju HMM se koriste za klasifikovanje vremenskih signala kao što je neprekidni, vezani govor ili genetski niz.)
MATCH@M:(Normally a signal is divided into blocks (frames) in a preprocessing step.===>Uobicajeno se signal deli na blokove (okvire) u fazi pred-obrade.)
MATCH@E:(Normally a signal is divided into blocks (frames) in a preprocessing step.===>Uobičajeno se signal deli na blokove (okvire) u fazi pred-obrade.)
MATCH@M:(In our case, one CPIS value represents one block.===>U našem slucaju, jedna vrednost CPIS predstavlja jedan blok.)
MATCH@E:(In our case, one CPIS value represents one block.===>U našem slučaju, jedna vrednost CPIS predstavlja jedan blok.)
MATCH@M:(Due to the limitation that a CPIS measurement is only possible once a day, the frame rate is one day. Hence a whole CPIS time series can be interpreted as emission symbols and represent the measurable symptoms.===>Zbog ogranicenja što je merenje CPIS moguce samo jednom dnevno, okvirna stopa je jedan dan1. Stoga celu vremensku seriju CPIS možemo da tumacimo kao emisi-one simbole koji predstavljaju merljive simptome.)
MATCH@E:(Due to the limitation that a CPIS measurement is only possible once a day, the frame rate is one day.1 Hence a whole CPIS time series can be interpreted as emission symbols and represent the measurable symptoms.===>Zbog ograničenja što je merenje CPIS moguće samo jednom dnevno, okvirna stopa je jedan dan1. ~~~ Stoga celu vremensku seriju CPIS možemo da tumačimo kao emisione simbole koji predstavljaju merljive simptome.)
MATCH@M:(These time series allow estimations about the - hidden - origin process and furthermore the state of health.===>Ove vremenske serije omogucavaju nam da vršimo procene u vezi sa - skrivenim - prvobitnim procesom i, pored toga, o zdravstvenom stanju.)
MATCH@E:(These time series allow estimations about the - hidden - origin process and furthermore the state of health.===>Ove vremenske serije omogućavaju nam da vršimo procene u vezi sa skrivenim prvobitnim procesom i, pored toga, o zdravstvenom stanju.)
MATCH@M:(Picture 1 shows the structure of the HMM used to represent the course of disease.===>Na slici 1 prikazana je struktura HMM koja predstavlja tok bolesti.)
MATCH@E:(Picture 1 shows the structure of the HMM used to represent the course of disease.===>Na slici 1 prikazana je struktura HMM koja predstavlja tok bolesti.)
MATCH@M:(In this test arrangement, we assumed four origin states named: ’’green (X1)” for a stable state of health, ’’yellow (X2)” for an unstable state of health, ’orange (X3)” for a dangerous condition of the patient and ’’red (X4)” for manifested.===>U postavci ove provere pretpostavili smo da postoje cetiri originalna stanja koja smo nazvali: „zeleno (X1)“ -zdravstveno stanje je stabilno, „žuto (X2) - zdravstveno stanje nije stabilno, „narandžasto (X3) - zdravstveno stanje pacijenta je ozbiljno ugroženo i „crveno“ (X4) za stanje oboljenja koje se vec manifestuje.)
MATCH@E:(In this test arrangement, we assumed four origin states named: green (X1) for a stable state of health, yellow (X2) for an unstable state of health, orange (X3) for a dangerous condition of the patient and red (X4) for manifested.===>U postavci ove provere pretpostavili smo da postoje četiri originalna stanja koja smo nazvali: zeleno (X1) zdravstveno stanje je stabilno, žuto (X2) zdravstveno stanje nije stabilno, narandžasto (X3) zdravstveno stanje pacijenta je ozbiljno ugroženo i crveno (X4) za stanje oboljenja koje se već manifestuje.)
MATCH@M:(Three states (excluding ”red”) were considered the minimum necessary to model a disease development.===>Da bi model razvoja bolesti mogao da se napravi, potrebna su nam tri stanja (nije potrebno „crveno“).)
MATCH@E:(Three states (excluding red) were considered the minimum necessary to model a disease development.===>Da bi model razvoja bolesti mogao da se napravi, potrebna su nam tri stanja (nije potrebno crveno).)
MATCH@M:(The transition distributions of every state build the N x N transition matrix aij which is unknown until the model has been trained.===>Tranzicione distribucije za svako stanje grade N x N tranzicionu matricu aij koja ostaje nepoznata sve dok se model ne „razradi“.)
MATCH@E:(The transition distributions of every state build the N × N transition matrix aij which is unknown until the model has been trained.===>Tranzicione distribucije za svako stanje grade N × N 1 Ovo proizilazi it ograničenja temporalnih merenja nekih komponenata CPIS. tranzicionu matricu aij koja ostaje nepoznata sve dok se model ne razradi.)
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BAD_LINE_M:The transition distributions of every state build the N x N transition matrix aij which is unknown until the model has been trained.
BAD_LINE_M:Tranzicione distribucije za svako stanje grade N x N tranzicionu matricu aij koja ostaje nepoznata sve dok se model ne „razradi“.
BAD_LINE_E:The transition distributions of every state build the N × N transition matrix aij which is unknown until the model has been trained.
BAD_LINE_E:Tranzicione distribucije za svako stanje grade N × N 1 Ovo proizilazi it ograničenja temporalnih merenja nekih komponenata CPIS. tranzicionu matricu aij koja ostaje nepoznata sve dok se model ne razradi.
MATCH@M:(Every state has a probability distribution over the possible emissions y1 to y6.===>Za svako stanje karakteristicna je verovatnoca distribucije na mogucim emisijama y1 do y6.)
MATCH@E:(Every state has a probability distribution over the possible emissions y1 to y6.===>Za svako stanje karakteristična je verovatnoća distribucije na mogućim emisijama y1 do y6.)
MATCH@M:(The output probabilities - represented by the dotted lines in Picture 1 - build the N x M emission matrix , which defines the probability of every output token according to the actual hidden state of the model.===>Verovatnoce rezultante -predstavljene tackastim linijama na slici 1 - grade N x M emisionu matricu, kojom se definiše verovatnoca svakog rezultata u skladu sa skrivenim stanjem u modelu.)
MATCH@E:(The output probabilities - represented by the dotted lines in Picture 1 - build the N × M emission matrix , which defines the probability of every output token according to the actual hidden state of the model.===>Verovatnoće rezultante predstavljene tačkastim linijama na slici 1 grade N × M emisionu matricu, kojom se definiše verovatnoća svakog rezultata u skladu sa skrivenim stanjem u modelu.)
MATCH@M:(So b(k) is the probability of observing the token yk when the process is in state i. Furthermore a N-di-mensional vector ne [nl,.., nN j with initial probabilities for every state is given.===>Tako b(k) predstavlja verovatnocu opažanja znaka yk kada se proces nalazi u stanju i. Sta više, dat je N-dimenzionalni vektor n e [n1, .., nN j s pocetnim vrednostima verovatnoce za svako stanje.)
MATCH@E:(So bi(k) is the probability of observing the token yk when the process is in state i. ~~~ Furthermore a N-dimensional vector π∈ Ìπ1, .., πN Í with initial probabilities for every state is given.===>Tako bi(k) predstavlja verovatnoću opažanja znaka yk kada se proces nalazi u stanju i. [ta više, dat je N-dimenzionalni vektor π ∈Ìπ1, .., πN Í s početnim vrednostima verovatnoće za svako stanje.)
MATCH@M:(Hence a HMM can be referred by X , where X = (X, Y, a, b, n).===>Stoga se HMM može prikazati kao X, gde X = (X, Y, a, b, n).)
MATCH@E:(Hence a HMM can be referred by λ , where λ = (X, Y, a, b, π).===>Stoga se HMM može prikazati kao λ, gde λ= (X, Y, a, b, π).)
MATCH@M:(Furthermore we allowed no transitions from state ”green” to state ”red” and set all transition probabilities of state ”red” to 0, except the transition to itself.===>Pored toga, nismo dozvolili nikakav prelaz (tranziciju) iz stanja „zeleno“ u stanje „crveno“ i podesili smo sve vred-nosti verovatnoce stanja „crveno“ na 0, osim tranzicije ovog stanja u samo sebe.)
MATCH@E:(Furthermore we allowed no transitions from state green to state red and set all transition probabilities of state red to 0, except the transition to itself.===>Pored toga, nismo dozvolili nikakav prelaz (tranziciju) iz stanja zeleno u stanje crveno i podesili smo sve vrednosti verovatnoće stanja crveno na 0, osim tranzicije ovog stanja u samo sebe.)
MATCH@M:(The initial probability for state ”red” was set to 0.===>Pocetna verovatnoca za stanje „crveno“ podešena je na 0.)
MATCH@E:(The initial probability for state red was set to 0.===>Početna verovatnoća za stanje crveno podešena je na 0.)
MATCH@M:(Other assumptions or restrictions have not been made.===>Nismo postavljali nikakve druge pretpostavke niti ogranicenja.)
MATCH@E:(Other assumptions or restrictions have not been made.===>Nismo postavljali nikakve druge pretpostavke niti ograničenja.)
MATCH@M:(According our research interest, four problems/issues regarding HMM arise:===>U skladu sa potrebama istraživanja, u vezi sa HMM javljaju se cetiri problema/pitanja:)
MATCH@E:(According our research interest, four problems/issues regarding HMM arise: 1.===>U skladu sa potrebama istraživanja, u vezi sa HMM javljaju se četiri problema/pitanja:)
MATCH@M:(1.	Given a set of CPIS observations O with sequences op.., op and a HMM X, how to adjust the model parameters a, b and n to maximize P(O\X) (We will from now on call this issue training).===>1.	Kad se uzme u obzir skup posmatranih CPIS, O sa nizovima o1,.., oL i HMM X, kako cemo prilagoditi parametre modela a, b i n da bismo maksi-mizovali P(OjX) (Od sada cemo ovaj problem nazivati razrada).)
MATCH@E:(Given a set of CPIS observations O with sequences o1,.., oL and a HMM λ, how to adjust the model parameters a, b and π to maximize P(Ođλ) (We will from now on call this issue training).===>1. ~~~ Kad se uzme u obzir skup posmatranih CPIS, O sa nizovima o1,.., oL i HMM λ, kako ćemo prilagoditi parametre modela a, b i πda bismo maksimizovali P(Ođλ) (Od sada ćemo ovaj problem nazivati razrada).)
MATCH@M:(We will use the Baum-Welch algorithm (Baum et al, 1970) to solve this problem.===>Da bismo rešili ovaj problem pri-menicemo Baum-Welch algoritam.)
MATCH@E:(We will use the Baum-Welch algorithm (Baum et al, 1970) to solve this problem.===>Da bismo rešili ovaj problem primenićemo Baum-Welch algoritam (Baum i dr., 1970).)
MATCH@M:(2.	The most likely CPIS emission sequence, beginning at any point in time.===>2.	Najverovatniji niz emisija CPIS koji pocinje u bilo kom momentu u vremenu.)
MATCH@E:(The most likely CPIS emission sequence, beginning at any point in time.===>Najverovatniji niz emisija CPIS koji počinje u bilo kom momentu u vremenu.)
MATCH@M:(We will use the forwardbackward algorithm (Rabiner, 1989) to solve this problem and use this information to forecast the course of disease and predict the outbreak of pneumonia.===>Da bismo rešili ovaj problem, primenicemo terminski, povratni, algoritam (Rabiner, 1989) i iskoristicemo ovu informaciju za predvidanje toka bolesti i pocetka pne-umonije.)
MATCH@E:(We will use the forwardbackward algorithm (Rabiner, 1989) to solve this problem and use this information to forecast the course of disease and predict the outbreak of pneumonia. ~~~ 3.===>Da bismo rešili ovaj problem, primenićemo terminski, povratni, algoritam (Rabiner, 1989) i iskoristićemo ovu informaciju za predviđanje toka bolesti i početka pneumonije. 3.)
MATCH@M:(3.	The most likely hidden state at a certain point in time and therefore also for a future emission.===>3.	Najverovatnije skriveno stanje u odredenom momentu u vremenu, a time i buduca emisija.)
MATCH@E:(The most likely hidden state at a certain point in time and therefore also for a future emission.===>Najverovatnije skriveno stanje u određenom momentu u vremenu, a time i buduća emisija.)
MATCH@M:(A description of this set of well known algorithms is given in Rabiner, 1989.===>Opis ovog skupa veoma poznatih algoritama dao je Rabiner, 1989.)
MATCH@E:(A description of this set of well known algorithms is given in Rabiner, 1989.===>Opis ovog skupa veoma poznatih algoritama dao je Rabiner, 1989. 4.)
MATCH@M:(If proved that the stochastic properties of CPIS time series are represented correctly by the trained HMM, it would be possible to immediately start the forecast and count the correct predictions.===>Kad dokažemo da su stohasticke odlike CPIS vremenskih serija tacno predstavljene radnim HMM modelom, moci cemo odmah da zapocnemo proces predvidanja i da brojimo tacna predvidanja.)
MATCH@E:(4. ~~~ CPIS simulation If proved that the stochastic properties of CPIS time series are represented correctly by the trained HMM, it would be possible to immediately start the forecast and count the correct predictions.===>Simulacija CPIS Kad dokažemo da su stohastičke odlike CPIS vremenskih serija tačno predstavljene radnim HMM modelom, moći ćemo odmah da započnemo proces predviđanja i da brojimo tačna predviđanja.)
MATCH@M:(To get an idea how accurate HMMs can model the development of pneumonia we assume that only if the model is able to simulate a CPIS course, it can later predict that course properly.===>Da bismo shvatili koliko precizno HMM može da modeluje razvoj pneumonije, pretpostavicemo da ce model moci dobro da predvidi tok samo ako može da simulira tok CPIS.)
MATCH@E:(To get an idea how accurate HMMs can model the development of pneumonia we assume that only if the model is able to simulate a CPIS course, it can later predict that course properly.===>Da bismo shvatili koliko precizno HMM može da modeluje razvoj pneumonije, pretpostavićemo da će model moći dobro da predvidi tok samo ako može da simulira tok CPIS.)
MATCH@M:(Therefore we trained a HMM as introduced in Picture 1 with a training set of cases with pneumonia.===>Stoga smo razradili HMM onako kako je prikazano na slici 1, sa skupom slucajeva pneumonije.)
MATCH@E:(Therefore we trained a HMM as introduced in Picture 1 with a training set of cases with pneumonia.===>Stoga smo razradili HMM onako kako je prikazano na slici 1, sa skupom slučajeva pneumonije.)
MATCH@M:(Picture 2 shows the average course of pneumonic patients and the average course of multiple simulations.===>Na slici 2 prikazan je prosecni tok bolesti pacijenata obo-lelih od pneumonije i srednji tok višestrukih simulacija.)
MATCH@E:(Picture 2 shows the average course of pneumonic patients and the average course of multiple simulations.===>Na slici 2 prikazan je prosečni tok bolesti pacijenata obolelih od pneumonije i srednji tok višestrukih simulacija.)
MATCH@M:(Compared to the real time series the simulated sequences achieved a percentage deviation of 6.95% of average CPIS.===>U poredenju sa serijama u realnom vremenu, simulirani nizovi imaju devijaciju u procentu od 6,95% prosecnog CPIS.)
MATCH@E:(Compared to the real time series the simulated sequences achieved a percentage deviation of 6.95% of average CPIS.===>U poređenju sa serijama u realnom vremenu, simulirani nizovi imaju devijaciju u procentu od 6,95% prosečnog CPIS.)
MATCH@M:(This result makes clear, that the model is suited to adapt the stochastic properties of the given time series.===>Ovakav rezultat jasno pokazuje da je model prilagoden stohastickim odlikama datih vremenskih serija.)
MATCH@E:(This result makes clear, that the model is suited to adapt the stochastic properties of the given time series.===>Ovakav rezultat jasno pokazuje da je model prilagođen stohastičkim odlikama datih vremenskih serija. ~~~ Slika 2:)
MATCH@M:(The test arrangement shall adapt and simulate the course of pneumonia and deliver the likelihood of pneumonia in the future.===>Postavkom testa cemo prilagoditi i simulirati tok bolesti pneumonije i odrediti verovatnocu oboljevanja od pneumonije u buducnosti.)
MATCH@E:(Test arrangement The test arrangement shall adapt and simulate the course of pneumonia and deliver the likelihood of pneumonia in the future.===>Postavka testa Postavkom testa ćemo prilagoditi i simulirati tok bolesti pneumonije i odrediti verovatnoću oboljevanja od pneumonije u budućnosti.)
MATCH@M:(If this functionality is achieved, the system could be transformed into an early warning or "traffic light” system.===>Ako se postigne ovakva funkcionalnost, sistem se može pretvoriti u svojevrsno „svetlo upozorenja“.)
MATCH@E:(If this functionality is achieved, the system could be transformed into an early warning or traffic light system.===>Ako se postigne ovakva funkcionalnost, sistem se može pretvoriti u svojevrsno svetlo upozorenja.)
MATCH@M:(According to that, the model could offer a decision support system for the treating physician to strengthen his diagnosis.===>Prema tome, model može da posluži kao podrška za odlucivanje kad lekar treba da utvrdi dijagnozu.)
MATCH@E:(According to that, the model could offer a decision support system for the treating physician to strengthen his diagnosis.===>Prema tome, model može da posluži kao podrška za odlučivanje kad lekar treba da utvrdi dijagnozu.)
MATCH@M:(The test arrangement is supposed to forecast a manifested pneumonia - condition "red” - exactly one day before reaction day.===>Ovakav test bi trebalo da predvidi manifestovanu pneumoniju - „crveno“ stanje - upravo dan pre dana reakcije.)
MATCH@E:(The test arrangement is supposed to forecast a manifested pneumonia - condition red - exactly one day before reaction day.===>Ovakav test bi trebalo da predvidi manifestovanu pneumoniju crveno stanje upravo dan pre dana reakcije.)
MATCH@M:(For all other points in time the forecast shall be a state of ”green”, ”yellow” or ”orange”.===>Za sve ostale momente u vremenu predvidanje ce biti „zeleno“, „žuto“ ili „narandžasto“ stanje.)
MATCH@E:(For all other points in time the forecast shall be a state of green, yellow or orange.===>Za sve ostale momente u vremenu predviđanje će biti zeleno, žuto ili narandžasto stanje.)
MATCH@M:(The architecture of the model is guided by medical evidence that patients showing high pneumonia predisposition will contract and develop the disease much faster than average.===>Konstrukcija modela zavisi od medicinskih dokaza da ce se pacijenti koji pokazuju visok nivo podložnosti pneumoniji zaraziti i oboleti od ove bolesti mnogo brže nego što je to uobicajeno.)
MATCH@E:(The architecture of the model is guided by medical evidence that patients showing high pneumonia predisposition will contract and develop the disease much faster than average (Oroszi, 2008).===>Konstrukcija modela zavisi od medicinskih dokaza da će se pacijenti koji pokazuju visok nivo podložnosti pneumoniji zaraziti i oboleti od ove bolesti mnogo brže nego što je to uobičajeno (Oroszci, 2008).)
MATCH@M:(The model mirrors this concept by implementing the stacking paradigm.===>Model prikazuje ovaj koncept tako što primenjuje paradigmu slaganja kao što je prikazano.)
MATCH@E:(The model mirrors this concept by implementing the stacking paradigm as shown in Picture 3.===>Model prikazuje ovaj koncept tako što primenjuje paradigmu slaganja kao što je prikazano na slici 3.)
MATCH@M:(Two modules operate in series: one separating high- and low-risk patients (classification), the other doing the actual forecast for each of the two groups (prediction).===>Dva modula operišu u nizu: jedan razdvaja pacijente niskog i visokog rizika (klasifikacija), drugi pravi konkretnu prognozu i za jednu i za drugu grupu (predvidanje).)
MATCH@E:(Two modules operate in series: one separating high- and low-risk patients (classification), the other doing the actual forecast for each of the two groups (prediction).===>Dva modula operišu u nizu: jedan razdvaja pacijente niskog i visokog rizika (klasifikacija), drugi pravi konkretnu prognozu i za jednu i za drugu grupu (predviđanje).)
MATCH@M:(The theoretical foundations of stacking have been outlined in relevant literature.===>Teorijski osnovi slaganja opisani su u odgovarajucoj literaturi.)
MATCH@E:(The theoretical foundations of stacking have been outlined in relevant literature (Wolpert, 1992).===>Teorijski osnovi slaganja opisani su u odgovarajućoj literaturi (Wolpert, 1992).)
MATCH@M:(Stacking is a method of using multiple serial or parallel models to achieve greater predictive accuracy.===>Slaganje (engl: stacking) predstavlja metod primene višestrukih nizova ili paralelnih modela da bi se dobila veca preciznost u predvidanju.)
MATCH@E:(Stacking is a method of using multiple serial or parallel models to achieve greater predictive accuracy (Ting and Witten, 1997).===>Slaganje (engl: stacking) predstavlja metod primene višestrukih nizova ili paralelnih modela da bi se dobila veća preciznost u predviđanju (Ting i Witten, 1997).)
MATCH@M:(The design of the susceptibility prediction model was guided by the following requirements:===>Projektovanje modela predvidanja prijemcivosti vodi se sledecim zahtevima:)
MATCH@E:(The design of the susceptibility prediction model was guided by the following requirements: Supervised learning should be used.===>Projektovanje modela predviđanja prijemčivosti vodi se sledećim zahtevima: ~~~ Koristi se učenje pod nadzorom.)
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BAD_LINE_M:The design of the susceptibility prediction model was guided by the following requirements:
BAD_LINE_M:Projektovanje modela predvidanja prijemcivosti vodi se sledecim zahtevima:
BAD_LINE_E:The design of the susceptibility prediction model was guided by the following requirements: Supervised learning should be used.
BAD_LINE_E:Projektovanje modela predviđanja prijemčivosti vodi se sledećim zahtevima: ~~~ Koristi se učenje pod nadzorom.
MATCH@M:(This requires the concept of susceptibility to be broken down to observable quantities.===>Ovo zahteva da se koncept prijemcivosti razloži na velicine koje se mogu posmatrati.)
MATCH@E:(This requires the concept of susceptibility to be broken down to observable quantities.===>Ovo zahteva da se koncept prijemčivosti razloži na veličine koje se mogu posmatrati.)
MATCH@M:(As a first approximation, we used the ultimate outbreak of pneumonia according to the CPIS as a class variable.===>Kao prvu aproksimaciju koristili smo prvu pojavu pneumonije prema CRISP kao varijabli klase.)
MATCH@E:(As a first approximation, we used the ultimate outbreak of pneumonia according to the CPIS as a class variable.===>Kao prvu aproksimaciju koristili smo prvu pojavu pneumonije prema CRISP kao varijabli klase.)
MATCH@M:(As an extension one might use a hidden variable that arises from Structural Equation Modeling (SEM).===>Kao dodatak, može se primeniti skrivena varijabla koja proizilazi iz Modelovanja strukturne jednacine (SEM).)
MATCH@E:(As an extension one might use a hidden variable that arises from Structural Equation Modeling (SEM) (see for example Buncher et al, 1991).===>Kao dodatak, može se primeniti skrivena varijabla koja proizilazi iz Modelovanja strukturne jednačine (SEM) (videti, na primer, Buncher i dr., 1991).)
MATCH@M:(-	The model should make probabilistic predictions with parameters that allow for easy adjustment of its a and P errors.===>- Model treba da vrši predvidanja verovatnoce pomocu parametara koji omogucavaju da se njegove a i P greške lako prilagode.)
MATCH@E:(The model should make probabilistic predictions with parameters that allow for easy adjustment of its α and β errors.===>Model treba da vrši predviđanja verovatnoće pomoću parametara koji omogućavaju da se njegove α i β greške lako prilagode.)
MATCH@M:(It is the interaction in the different parts of the model that will eventually determine the system’s performance.===>Ucinak sistema ce na kraju da odredi interakcija razlicitih delova modela.)
MATCH@E:(It is the interaction in the different parts of the model that will eventually determine the systems performance.===>Učinak sistema će na kraju da odredi interakcija različitih delova modela.)
MATCH@M:(-   The model must handle highly unbalanced learning samples, as the high susceptibility group is much smaller than the group of low susceptibility patients.===>- Model mora da se bavi veoma neuravnoteženim uzorcima za ucenje, pošto je grupa visoke prijem-civosti na bolest daleko manja od grupe pacijenata malog rizika.)
MATCH@E:(The model must handle highly unbalanced learning samples, as the high susceptibility group is much smaller than the group of low susceptibility patients.===>Model mora da se bavi veoma neuravnoteženim uzorcima za učenje, pošto je grupa visoke prijemčivosti na bolest daleko manja od grupe pacijenata malog rizika.)
MATCH@M:(Classification The developed model is a combination of Hidden Markov Modeling and Bayesian reasoning.===>Klasifikacija Razvijeni model predstavlja kombinaciju HMM i Bayes-ovog sistema.)
MATCH@E:(Classification The developed model is a combination of Hidden Markov Modeling and Bayesian reasoning.===>Klasifikacija Razvijeni model predstavlja kombinaciju HMM i Bayesovog sistema.)
MATCH@M:(In the classification part two HMMs are derived, one for high risk patients (HR-patients -Thr) and one for the rest (LR-patients- Tlr).===>U delu klasifikacije izvedena su dva HMM, jedan za pacijente visokog rizika (HR pacijenti - 'kHR) i jedan za ostale (LR pacijenti - XLR).)
MATCH@E:(In the classification part, showed in Picture 3, two HMMs are derived, one for high risk patients (HR-patients λHR) and one for the rest (LR-patients- λLR).===>U delu klasifikacije koji je prikazan na slici 3, izvedena su dva HMM, jedan za pacijente visokog rizika (HR pacijenti - λHR) i jedan za ostale (LR pacijenti - λLR).)
MATCH@M:(In a Baum-Welch training each model adapted the characteristics of cases with pneumonia (Thr), respectively the cases without pneumonia (Tlr).===>Po Baum-Welch radnom modelu svaki model je prilagodio karakteristike slucajeva sa pneumonijom (kHR) i onih koji ovo oboljenje nemaju (kLR).)
MATCH@E:(In a BaumWelch training each model adapted the characteristics of cases with pneumonia (λHR), respectively the cases without pneumonia (λLR).===>Po Baum-Welch radnom modelu svaki model je prilagodio karakteristike slučajeva sa pneumonijom (λHR) i onih koji ovo oboljenje nemaju (λLR).)
MATCH@M:(Moreover the HMMs of the classification and the prediction model slightly differ in the number of states according to the fact that a condition ”red” does not exist in a pre-onset phase for the classification model.===>Sta više, modeli HMM za modele klasifikacije i predvidanja se neznatno razlikuju u broju stanjau skadu s cinjenicom da stanje „crveno“ ne postoji u fazi pre pocetka u modelu klasifikacije.)
MATCH@E:(In both cases, the time series used for calibration will exclude the reaction day. ~~~ Moreover the HMMs of the classification and the prediction model slightly differ in the number of states according to the fact that a condition red does not exist in a pre-onset phase for the classification model.===>U oba slučaja, vremenski nizovi koji se koriste za kalibraciju isključuju dan reakcije. [ta više, modeli HMM za modele klasifikacije i predviđanja se neznatno razlikuju u broju stanjau skadu s činjenicom da stanje crveno ne postoji u fazi pre početka u modelu klasifikacije.)
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BAD_LINE_M:Moreover the HMMs of the classification and the prediction model slightly differ in the number of states according to the fact that a condition ”red” does not exist in a pre-onset phase for the classification model.
BAD_LINE_M:Sta više, modeli HMM za modele klasifikacije i predvidanja se neznatno razlikuju u broju stanjau skadu s cinjenicom da stanje „crveno“ ne postoji u fazi pre pocetka u modelu klasifikacije.
BAD_LINE_E:In both cases, the time series used for calibration will exclude the reaction day. ~~~ Moreover the HMMs of the classification and the prediction model slightly differ in the number of states according to the fact that a condition red does not exist in a pre-onset phase for the classification model.
BAD_LINE_E:U oba slučaja, vremenski nizovi koji se koriste za kalibraciju isključuju dan reakcije. [ta više, modeli HMM za modele klasifikacije i predviđanja se neznatno razlikuju u broju stanjau skadu s činjenicom da stanje crveno ne postoji u fazi pre početka u modelu klasifikacije.
MATCH@M:(To classify a patient’s time series o, it will be fed into both calibrated HMMs, and the forward-backward algorithm will give the probability of this sequence occurring under the Thr and Tlr-Model.===>Da bi se klasifikovalo stanje pacijenta o, ono treba da se unese u oba kalibrirana HMM, a terminski algoritam ce pokazati verovatnocu da se ovaj niz pojavi po Modelu Thr i Tlr.)
MATCH@E:(To classify a patients time series o, it will be fed into both calibrated HMMs, and the forward-backward algorithm will give the probability of this sequence occurring under the λHR and λLRModel (P(ođλLR) and P(ođλHR) respectively).===>Da bi se klasifikovalo stanje pacijenta o, ono treba da se unese u oba kalibrirana HMM, a terminski algoritam će pokazati verovatnoću da se ovaj niz pojavi po Modelu λHR i λLR , odnosno (P(ođλLR) i P(ođλHR).)
MATCH@M:(To get a valid result, the structure (X, Y, N, M) of both HMMs KHR and KLR has to be equal.===>Da bi rezultat bio validan, strukture (X,Y,N,M) i jednog i drugog HMM, i hr i LR, moraju da budu jednake.)
MATCH@E:(To get a valid result, the structure (X, Y, N, M) of both HMMs λHR and λLR has to be equal.===>Da bi rezultat bio validan, strukture (X,Y,N,M) i jednog i drugog HMM, i λHR i λLR, moraju da budu jednake.)
MATCH@M:(Additionally a threshold level or Certainty Factor CF1 is introduced.===>Pored toga, uvodi se prag ili faktor sigurnosti CF1.)
MATCH@E:(Additionally a threshold level or Certainty Factor CF1 is introduced (see Picture 3).===>Pored toga, uvodi se prag ili faktor sigurnosti CF1 (videti sliku 3).)
MATCH@M:(A HR classification thus is accepted, if the likelihood reaches a certain level.===>Time se prihvata klasifikacija HR ukoliko vero-vatnoca dostigne odredeni nivo.)
MATCH@E:(A HR classification thus is accepted, if the likelihood of (P (ođλLR) reaches a certain level.===>Time se prihvata klasifikacija HR ukoliko verovatnoća (P (ođλLR) dostigne određeni nivo.)
MATCH@M:(This offers the ability to set a minimum lower bound for accepting a HR classification.===>Ovim dobi-jamo mogucnost da odredimo minimalnu donju granicu za prihvatanje klasifikacije HR.)
MATCH@E:(This offers the ability to set a minimum lower bound for accepting a HR classification.===>Ovim dobijamo mogućnost da odredimo minimalnu donju granicu za prihvatanje klasifikacije HR.)
MATCH@M:(Focusing on HR cases in this work, the decision rule (which in turn will influence the a and P errors of this stage) is to label a case HR, if its a posteriori probability P(HRIo) exceeds a threshold CF1.===>Kada se fokusiramo na HR slucajeve u ovom radu, važi pravilo odlucivanja (koje ce sa svoje strane uticati na a i P greške u ovoj fazi) da se slucaj oznacava kao HR ako njegova a posteriori verovatnoca P(HRjo) prede prag CF1.)
MATCH@E:(Focusing on HR cases in this work, the decision rule (which in turn will influence the α and β errors of this stage) is to label a case HR, if its a posteriori probability P(HRđo) exceeds a threshold CF1.===>Kada se fokusiramo na HR slučajeve u ovom radu, važi pravilo odlučivanja (koje će sa svoje strane uticati na α i β greške u ovoj fazi) da se slučaj označava kao HR ako njegova a posteriori verovatnoća P(HRđo) pređe prag CF1.)
MATCH@M:(Cases classified as HR will pass through the classifier.===>Slucajevi klasifi-kovani kao HR proci ce kroz klasifikator.)
MATCH@E:(Cases classified as HR will pass through the classifier.===>Slučajevi klasifikovani kao HR proći će kroz klasifikator.)
MATCH@M:(Strictly speaking, an analogue predictor/processor is needed for the LR cases as well.===>Precizno go-voreci, potreban je jedan analogni prediktor/procesor i za slucajeve LR.)
MATCH@E:(Strictly speaking, an analogue predictor/processor is needed for the LR cases as well.===>Precizno govoreći, potreban je jedan analogni prediktor/procesor i za slučajeve LR.)
MATCH@M:(Due to substantially lower risk of developing pneumonia in this branch, we have not developed this model yet.===>Pošto je rizik oboljenja od pneumoni-je u ovoj grani daleko manji, još nismo razradili model.)
MATCH@E:(Due to substantially lower risk of developing pneumonia in this branch, we have not developed this model yet.===>Pošto je rizik oboljenja od pneumonije u ovoj grani daleko manji, još nismo razradili model.)
MATCH@M:(At this point the benefits of the stacking paradigm become once more obvious, as every sequence classified correctly will directly decrease the number of P errors in the further steps.===>U ovom slucaju korist od paradigme slaganja još jednom se potvrduje, pošto ce svaki korektno klasifikovan niz smanjiti broj P grešaka u narednim koracima.)
MATCH@E:(At this point the benefits of the stacking paradigm become once more obvious, as every sequence classified correctly will directly decrease the number of β errors in the further steps.===>U ovom slučaju korist od paradigme slaganja još jednom se potvrđuje, pošto će svaki korektno klasifikovan niz smanjiti broj β grešaka u narednim koracima.)
MATCH@M:(We return to the issue of unbalanced training data.===>Vrati-cemo se problemu neuravnoteženih podataka u nizu.)
MATCH@E:(We return to the issue of unbalanced training data.===>Vratićemo se problemu neuravnoteženih podataka u nizu.)
MATCH@M:(Due to the fact that each HMM is trained independently, there is no restriction for equally balanced groups as long as sufficient training data exists.===>Pošto se svaki HMM posebno prati, ne postoje ogranicenja za podjednako uravnotežene grupe sve dok postoji dovoljan broj podataka za pracenje.)
MATCH@E:(Due to the fact that each HMM is trained independently, there is no restriction for equally balanced groups as long as sufficient training data exists.===>Pošto se svaki HMM posebno prati, ne postoje ograničenja za podjednako uravnotežene grupe sve dok postoji dovoljan broj podataka za praćenje.)
MATCH@M:(This illustrates once again the usability of HMM for classification.===>Ovo još jednom pokazuje koliko je HMM koristan u klasifikaciji.)
MATCH@E:(This illustrates once again the usability of HMM for classification.===>Ovo još jednom pokazuje koliko je HMM koristan u klasifikaciji.)
MATCH@M:(Prediction After a sequence o passed the classifier and was labeled ”HR”, a prediction model consisting of one HMM ^P generates a forecast based on the characteristic of o.===>Predvi|anje Pošto niz o prode kroz klasifikator i bude obeležen kao „HR“, model za predvidanje koji se sastoji od jednog HMM ^p pravi prognozu na osnovu karakteristika o.)
MATCH@E:(Picture 3: The test arrangement Prediction After a sequence o passed the classifier and was labeled HR, a prediction model consisting of one HMM λP generates a forecast based on the characteristic of o.===>Predviđanje Pošto niz o prođe kroz klasifikator i bude obeležen kao HR, model za predviđanje koji se sastoji od jednog HMM λP pravi prognozu na osnovu karakteristika o.)
MATCH@M:(Having the four issues of Section 3 solved, it is easy to give a first one-day forecast from day t to day t + 1.===>Pošto smo rešili cetiri problema iz poglavlja 3, lako cemo dati prvu jednodnevnu prognozu od dana t do dana t + 1.)
MATCH@E:(Having the four issues of Section 3 solved, it is easy to give a first one-day forecast from day t to day t + 1.===>Pošto smo rešili četiri problema iz poglavlja 3, lako ćemo dati prvu jednodnevnu prognozu od dana t do dana t + 1.)
MATCH@M:(From the time series of signals observed for each patient, the probability of the hidden state at t being i can be calculated.===>Na osnovu vremenske serije signala koje smo pratili kod svakog pacijenta može se izracunati verovatnoca da skriveno stanje u t bude i.)
MATCH@E:(From the time series of signals observed for each patient, the probability of the hidden state at t being i can be calculated.===>Na osnovu vremenske serije signala koje smo pratili kod svakog pacijenta može se izračunati verovatnoća da skriveno stanje u t bude i.)
MATCH@M:(Knowing the (hidden) transition probabilities ajj the probabilities for each hidden state at t + 1 can be calculated, which can be transformed into the probabilities for the observed emission at t + 1.===>Ako poznajemo (skrivene) verovatnoce prenosa aij, mogu se izracunati mogucnosti za svako skriveno stanje na t + 1, što se onda može pretvoriti u verovat-noce za posmatranu emisiju na t + 1.)
MATCH@E:(Knowing the (hidden) transition probabilities aij the probabilities for each hidden state at t + 1 can be calculated, which can be transformed in to the probabilities for the observed emission at t + 1.===>Ako poznajemo (skrivene) verovatnoće prenosa aij, mogu se izračunati mogućnosti za svako skriveno stanje na t + 1, što se onda može pretvoriti u verovatnoće za posmatranu emisiju na t + 1.)
MATCH@M:(The system could in principle be extended to give forecasts beyond t +1.===>Sistem se u principu može proširiti tako da prognoze pokrivaju i period duži od t + 1.)
MATCH@E:(The system could in principle be extended to give forecasts beyond t + 1.===>Sistem se u principu može proširiti tako da prognoze pokrivaju i period duži od t + 1.)
MATCH@M:(Given incubation times of two or three days for the case of pneumonia, this seems futile effort for the case of this disease, but is interesting from the general perspective.===>Ako se uzme u obzir period inkubacije pneumonije koji traje dva ili tri dana, ovo nije od koristi za slucaj ove bolesti , ali jeste interesantno iz opšte perspektive.)
MATCH@E:(Given incubation times of two or three days for the case of pneumonia, this seems futile effort for the case of this disease, but is interesting from the general perspective.===>Ako se uzme u obzir period inkubacije pneumonije koji traje dva ili tri dana, ovo nije od koristi za slučaj ove bolesti , ali jeste interesantno iz opšte perspektive.)
MATCH@M:(Summing up, we define a complex model k = k(^c , XN, XP, CF1, CF2) containing all sub models and parameters.===>Da zakljucimo, naš kompleksni model k = k (kC , XN, XP , CF1, CF2) po definiciji sadrži sve pod-modele i parametre.)
MATCH@E:(Summing up, we define a complex model κ = κ(λC , λN , λP , CF1, CF2) containing all sub models and parameters.===>Da zaključimo, naš kompleksni model κ= κ (λC , λN , λP , CF1, CF2) po definiciji sadrži sve pod-modele i parametre.)
MATCH@M:(To finally measure the projection quality we split the whole dataset into a training set and a test set.===>Da bismo konacno izmerili kvalitet projekcije, razla-žemo ceo skup podataka u skup za probu i skup za proveru.)
MATCH@E:(To finally measure the projection quality we split the whole dataset into a training set and a test set.===>Da bismo konačno izmerili kvalitet projekcije, razlažemo ceo skup podataka u skup za probu i skup za proveru.)
MATCH@M:(The training set was used to train the classification models and the prediction model using the Baum-Welch algorithm.===>Skup za probu koristili smo da isprobamo modele klasifikacije i model za predvidanja na osnovu Baum-Welch algoritma.)
MATCH@E:(The training set was used to train the classification models and the prediction model using the Baum-Welch algorithm.===>Skup za probu koristili smo da isprobamo modele klasifikacije i model za predviđanja na osnovu Baum-Welch algoritma.)
MATCH@M:(The system processed the test set and the prediction results could be compared with the real data not known by the system.===>Sistem je obradio skup za proveru i rezultati predvidanja mogli su da se uporede sa stvarnim podacima2 koje sistem ne poznaje.)
MATCH@E:(The system processed the test set and the prediction results could be compared with the real data2 not known by the system.===>Sistem je obradio skup za proveru i rezultati predviđanja mogli su da se uporede sa stvarnim podacima2 koje sistem ne poznaje.)
MATCH@M:(1.	First of all, the system trims a test sequence o with the length T, leaving the pre-onset phase (o* with length T*).===>1.	Prvo, sistem odreduje niz za testiranje o dužinom T, i ostavlja pred-fazu (o* sa dužinom T*).)
MATCH@E:(First of all, the system trims a test sequence o with the length T, leaving the pre-onset phase (o* with length T*).===>1. ~~~ Prvo, sistem određuje niz za testiranje o dužinom T, i ostavlja pred-fazu (o* sa dužinom T*).)
MATCH@M:(Time series with a pre-onset length less than 3 have been ignored due to a missing significance of short time series.===>Vremenske serije pretpocetne dužine manje od 3 ne uzimamo u obzir zato što kratke vremenske serije nisu od znacaja.)
MATCH@E:(Time series with a pre-onset length ≤ 3 have been ignored due to a missing significance of short time series. ~~~ 2.===>Vremenske serije pretpočetne dužine ≤ 3 ne uzimamo u obzir zato što kratke vremenske serije nisu od značaja. 2.)
MATCH@M:(2.	Clearly a decision support system shall not only predict the reaction day of pneumonia but also avoid false predictions before that day and in general for cases without pneumonia.===>2.	Naravno, sistem za podršku u odlucivanju nece samo predvideti dan reakcije u nastanku pneu-monije, vec ce i izbeci lažne pretpostavke koje prethode tom danu i uopšte u slucajevima gde pneumonije nema.)
MATCH@E:(Clearly a decision support system shall not only predict the reaction day of pneumonia but also avoid false predictions before that day and in general for cases without pneumonia.===>Naravno, sistem za podršku u odlučivanju neće samo predvideti dan reakcije u nastanku pneumonije, već će i izbeći lažne pretpostavke koje prethode tom danu i uopšte u slučajevima gde pneumonije nema.)
MATCH@M:(A single pneumonia time series thus also provides snippets (o*1, .., o*T*- 2) taken from times before the onset that should in turn be correctly identified as ”no reaction day” series (reloop o* to step 1).===>Jedinstvena vremenska serija pneumonije stoga takode daje odsecke (o*1, o*T* - 2) izdvojene iz momenata (vremena) pre pocetka bolesti koji se onda korektno iden-tifikuju kao serija „nema dana reakcije“ (povezati o* sa korakom 1).)
MATCH@E:(A single pneumonia time series thus also provides snippets (o*1, .., o*T* 2) taken from times before the onset that should in turn be correctly identified as no reaction day series (reloop o* to step 1).===>Jedinstvena vremenska seri Slika 3: ~~~ Postavka za proveru 2 [to znači sa stvarnim stanjem u kome se pacijent nalazi ja pneumonije stoga takođe daje odsečke (o*1, .., o*T* 2) izdvojene iz momenata (vremena) pre početka bolesti koji se onda korektno identifikuju kao serija nema dana reakcije (povezati o* sa korakom 1).)
BAD_LINE_=============================================================
BAD_LINE_M:A single pneumonia time series thus also provides snippets (o*1, .., o*T*- 2) taken from times before the onset that should in turn be correctly identified as ”no reaction day” series (reloop o* to step 1).
BAD_LINE_M:Jedinstvena vremenska serija pneumonije stoga takode daje odsecke (o*1, o*T* - 2) izdvojene iz momenata (vremena) pre pocetka bolesti koji se onda korektno iden-tifikuju kao serija „nema dana reakcije“ (povezati o* sa korakom 1).
BAD_LINE_E:A single pneumonia time series thus also provides snippets (o*1, .., o*T* 2) taken from times before the onset that should in turn be correctly identified as no reaction day series (reloop o* to step 1).
BAD_LINE_E:Jedinstvena vremenska seri Slika 3: ~~~ Postavka za proveru 2 [to znači sa stvarnim stanjem u kome se pacijent nalazi ja pneumonije stoga takođe daje odsečke (o*1, .., o*T* 2) izdvojene iz momenata (vremena) pre početka bolesti koji se onda korektno identifikuju kao serija nema dana reakcije (povezati o* sa korakom 1).
MATCH@M:(If sequence is tagged ”HR”, proceed with prediction.===>Ako se niz može oznaciti sa „HR“, predvidanje se nastavlja.)
MATCH@E:(If sequence is tagged HR, proceed with prediction.===>Ako se niz može označiti sa HR, predviđanje se nastavlja.)
MATCH@M:(At this point additional methods and models, as mentioned before, may be plugged in.===>U ovom trenutku mogu se ukljuciti i dodatni metodi i modeli, kako smo vec naveli.)
MATCH@E:(At this point additional methods and models, as mentioned before, may be plugged in. 4.===>U ovom trenutku mogu se uključiti i dodatni metodi i modeli, kako smo već naveli. 4.)
MATCH@M:(4.	Predict the next state according XP and CF2.===>4.	Predvideti narednu fazu prema Xp i CF2.)
MATCH@E:(Predict the next state according λP and CF2.===>Predvideti narednu fazu prema λP i CF2. 5.)
MATCH@M:(5.	Compare the predicted state with real state.===>5.	Uporediti predvideno stanje sa stvarnim stanjem.)
MATCH@E:(5. ~~~ Compare the predicted state with real state.===>Uporediti predviđeno stanje sa stvarnim sta njem.)
MATCH@M:(The model has to predict a pneumonia at the right time and avoid a false alarm before that point in time simultaneously, reflecting the a and P errors.===>Model mora pravovremeno da predvidi pneumoniju i da istovremeno izbegne lažnu uzbunu pre tog trenutka, pokazujuci greške a i p.)
MATCH@E:(The model has to predict a pneumonia at 2 Meaning the real condition the patient was in. the right time and avoid a false alarm before that point in time simultaneously, reflecting the α and β errors.===>Koji je pravi način za tretiranje grešaka da bi se dobio optimalan rezultat? ~~~ Model mora pravovremeno da predvidi pneumoniju i da istovremeno izbegne lažnu uzbunu pre tog trenutka, pokazujući greške α i β.)
BAD_LINE_=============================================================
BAD_LINE_M:The model has to predict a pneumonia at the right time and avoid a false alarm before that point in time simultaneously, reflecting the a and P errors.
BAD_LINE_M:Model mora pravovremeno da predvidi pneumoniju i da istovremeno izbegne lažnu uzbunu pre tog trenutka, pokazujuci greške a i p.
BAD_LINE_E:The model has to predict a pneumonia at 2 Meaning the real condition the patient was in. the right time and avoid a false alarm before that point in time simultaneously, reflecting the α and β errors.
BAD_LINE_E:Koji je pravi način za tretiranje grešaka da bi se dobio optimalan rezultat? ~~~ Model mora pravovremeno da predvidi pneumoniju i da istovremeno izbegne lažnu uzbunu pre tog trenutka, pokazujući greške α i β.
MATCH@M:(Parameters CF1 and CF2 are the fundamental design parameters that may be tuned for "optimal” performance.===>Parametri CF1 i CF2 su osnovni parametri projekcije koji se mogu podešavati da bi se dobio „optimalni“ rezultat.)
MATCH@E:(Parameters CF1 and CF2 are the fundamental design parameters that may be tuned for optimal performance.===>Parametri CF1 i CF2 su osnovni parametri projekcije koji se mogu podešavati da bi se dobio optimalni rezultat.)
MATCH@M:(In clinical terms, some class 3-errors might not even be regarded as ill-classified, as the distinction between pne-unomia and other forms of pulmonary diseases such as severe bronchitis is blurred and the boundary defined by CPIS &gt; 6 is in reality a fuzzy one.===>Klinickim jezikom receno, neke greške kategorije 3 mogu se smatrati lošom klasifikacijom, pošto se zamagljuje razlika izmedu pneumonije i drugih vrsta plucnih bolesti kao što je bronhitis, a granica definisana kao CPIS 6 u stvarnosti postaje fazi granica.)
MATCH@E:(In clinical terms, some class 3-errors might not even be regarded as ill-classified, as the distinction between pneunomia and other forms of pulmonary diseases such as severe bronchitis is blurred and the boundary defined by CPIS ≥ 6 is in reality a fuzzy one.===>6 u stvarnosti postaje fazi granica.)
BAD_LINE_=============================================================
BAD_LINE_M:In clinical terms, some class 3-errors might not even be regarded as ill-classified, as the distinction between pne-unomia and other forms of pulmonary diseases such as severe bronchitis is blurred and the boundary defined by CPIS &gt; 6 is in reality a fuzzy one.
BAD_LINE_M:Klinickim jezikom receno, neke greške kategorije 3 mogu se smatrati lošom klasifikacijom, pošto se zamagljuje razlika izmedu pneumonije i drugih vrsta plucnih bolesti kao što je bronhitis, a granica definisana kao CPIS 6 u stvarnosti postaje fazi granica.
BAD_LINE_E:In clinical terms, some class 3-errors might not even be regarded as ill-classified, as the distinction between pneunomia and other forms of pulmonary diseases such as severe bronchitis is blurred and the boundary defined by CPIS ≥ 6 is in reality a fuzzy one.
BAD_LINE_E:6 u stvarnosti postaje fazi granica.
MATCH@M:(In order to solve this problem we already introduced the two parameters (CF1) and (CF2).===>Da bismo rešili ovaj problem vec smo uveli naša dva parametra (CF1) i (CF2).)
MATCH@E:(In order to solve this problem we already introduced the two parameters (CF1) and (CF2).===>Da bismo rešili ovaj problem već smo uveli naša dva parametra (CF1) i (CF2).)
MATCH@M:(CF1 and CF2 can now be used to, for example, shift the arrangement to a more "false negative avoiding" behavior, paid with an increasing number of unnecessary treatments what is regarded less of a problem here.===>CF1 i CF2 sada se mogu primeniti tako da se postavka pomeri prema funkcionisanju koje „uspešnije izbegava lažne negativne“ prognoze, mada to obuhvata i veci broj nepotrebnih tretmana što se ovde ne smatra velikim problemom.)
MATCH@E:(CF1 and CF2 can now be used to, for example, shift the arrangement to a more false negative avoiding behavior, paid with an increasing number of unnecessary treatments what is regarded less of a problem here.===>CF1 i CF2 sada se mogu primeniti tako da se postavka pomeri prema funkcionisanju koje uspešnije izbegava lažne negativne prognoze, mada to obuhvata i veći broj nepotrebnih tretmana što se ovde ne smatra velikim problemom.)
MATCH@M:(The disadvantage of this method is that a black-box like defining of the parameters is very abstract and not intuitive as the consequences are not obvious immediately.===>Nedostatak ovog metoda jeste u tome da je definisanje prametara na nacin „crne kuti-je“ vrlo apstraktno i nije intuitivno pošto posledice nisu odmah vidljive.)
MATCH@E:(The disadvantage of this method is that a black-box like defining of the parameters is very abstract and not intuitive as the consequences are not obvious immediately.===>Nedostatak ovog metoda jeste u tome da je definisanje prametara na način crne kutije vrlo apstraktno i nije intuitivno pošto posledice nisu odmah vidljive.)
MATCH@M:(The other possibility is to optimize the parameters according to the given training data to get the best success-error relation.===>Druga mogucnost je da se parametri optimizuju u skladu sa datim radnim podacima i da se najbolji odnos u odnosu uspešno-greška.)
MATCH@E:(The other possibility is to optimize the parameters according to the given training data to get the best success-error relation.===>Druga mogućnost je da se parametri optimizuju u skladu sa datim radnim podacima i da se najbolji odnos u odnosu uspešno-greška.)
MATCH@M:(Therefore an optimal error-success relation has to be first operationalized.===>Stoga prvo treba operacionalizovati jedan optimalni odnos izmedu uspešnog i greške.)
MATCH@E:(Therefore an optimal error-success relation has to be first operationalized.===>Stoga prvo treba operacionalizovati jedan optimalni odnos između uspešnog i greške.)
MATCH@M:(Now F provides an easy way to operationalize the user’s needs in defining one’s requirements.===>Sada nam je uz pomoc F lakše da operacionalizujemo potrebe korisnika kad definišemo zahteve.)
MATCH@E:(Now F provides an easy way to operationalize the users needs in defining ones requirements.===>Sada nam je uz pomoć F lakše da operacionalizujemo potrebe korisnika kad definišemo zahteve.)
MATCH@M:(In a verbal expression a user may define: "The system has to identify at least 40% of all reaction days (P1) and the correct prediction of reaction days (QF1 and w1) is twice as important as the avoidance of false predictions for non-pneumonic patients (QF3 and w3)”.===>Recima, korisnik može da definiše sledece: „Sistem mora da identifikuje najmanje 40% svih dana reakcije (P1), korektno predvidanje dana reakcije (QF1 and w1) je dvostruko važnije nego izbegavanje pogrešnih prognoza kod pacijenata koji nisu oboleli od pneumonije (QF3 and w3).)
MATCH@E:(In a verbal expression a user may define: The system has to identify at least 40% of all reaction days (P1) and the correct prediction of reaction days (QF1 and w1) is twice as important as the avoidance of false predictions for non-pneumonic patients (QF3 and w3).===>Rečima, korisnik može da definiše sledeće: ~~~ Sistem mora da identifikuje najmanje 40% svih dana reakcije (P1), korektno predviđanje dana reakcije (QF1 and w1) je dvostruko važnije nego izbegavanje pogrešnih prog 3 Na primer, kao popravna mera kada se u rezultatu pojavi preveliki broj pogrešnih predviđanja. noza kod pacijenata koji nisu oboleli od pneumonije (QF3 and w3).)
MATCH@M:(In this case, for instance, it makes sense to weight the avoidance of error class 1 (w1 for QF1) higher in order to prevent a missed treatment.===>U ovom slucaju, na primer, ima smisla vrednovati izbegavanje greške kategorije 1 (w2 za QFj) koja je višeg reda, da bi se sprecio izostanak le-cenja.)
MATCH@E:(In this case, for instance, it makes sense to weight the avoidance of error class 1 (w1 for QF1) higher in order to prevent a missed treatment.===>U ovom slučaju, na primer, ima smisla vrednovati izbegavanje greške kategorije 1 (w1 za QF1) koja je višeg reda, da bi se sprečio izostanak lečenja.)
MATCH@M:(With the definition of the weights w1,.., w3 the target function F delivers a definite target value for every combination of CF1 and CF2.===>Definisanjem vrednosti wh.., w3, primenom ciljne funkcije F dobij amo odredenu ciljnu vredost za svaku kombinaciju CF2 i CF2.)
MATCH@E:(With the definition of the weights w1,.., w3 the target function F delivers a definite target value for every combination of CF1 and CF2.===>Definisanjem vrednosti w1,.., w3, primenom ciljne funkcije F dobijamo određenu ciljnu vredost za svaku kombinaciju CF1 i CF2.)
MATCH@M:(Thus, the system can produce scalar optimal combinations of CF1 and CF2 according to the definitions of the weights.===>Stoga sistem može da proizvede skalarne optimalne kombinacije CF2 i CF2 u skladu sa definicijama ovih vrednosti.)
MATCH@E:(Thus, the system can produce scalar optimal combinations of CF1 and CF2 according to the definitions of the weights.===>Stoga sistem može da proizvede skalarne optimalne kombinacije CF1 i CF2 u skladu sa definicijama ovih vrednosti.)
MATCH@M:(The definition of the weights for every parameter cannot be investigated in this paper as it is a complex medical decision.===>U ovom radu ne možemo da ispitujemo definicije vrednosti za svaki parametar pošto je to složen proces utvrdivanja u medicini.)
MATCH@E:(The definition of the weights for every parameter cannot be investigated in this paper as it is a complex medical decision.===>U ovom radu ne možemo da ispitujemo definicije vrednosti za svaki parametar pošto je to složen proces utvrđivanja u medicini.)
MATCH@M:(Instead of presenting one optimal solution we will demonstrate the error/success relation for any parameter setting and some exemplary results.===>Umesto da predstavimo jedno optimalno re-šenje, predstavicemo odnos greška-uspeh za svaku postavku parametara i neke rezultate kao primer.)
MATCH@E:(Instead of presenting one optimal solution we will demonstrate the error/success relation for any parameter setting and some exemplary results.===>Umesto da predstavimo jedno optimalno rešenje, predstavićemo odnos greška-uspeh za svaku postavku parametara i neke rezultate kao primer. 6.)
MATCH@M:(Picture 4 illuminates the effect of ? and ? error as it confronts the number of correct predicted reaction days and the number of falsely predicted reaction days (in the group of cases without pneumonia) depending on the value combination of CF1 and CF2.===>Na slici 4 predstavljamo efekte a i p greške u odnosu na broj tacno predvidenih dana reakcije i broj pogrešno predvidenih dana reakcije (u grupi slucajeva gde nema pneumonije) u zavisnosti od kombinacije vrednosti CF2 i CF2.)
MATCH@E:(6. ~~~ Experimental results Picture 4 illuminates the effect of ? and ? error as it confronts the number of correct predicted reaction days and the number of falsely predicted reaction days (in the group of cases without pneumonia) depending on the value combination of CF1 and CF2.===>Eksperimentalni rezultati Na slici 4 predstavljamo efekte α i β greške u odnosu na broj tačno predviđenih dana reakcije i broj pogrešno predviđenih dana reakcije (u grupi slučajeva gde nema pneumonije) u zavisnosti od kombinacije vrednosti CF1 i CF2.)
MATCH@M:(Obviously the shape shows a certain correlation which mirrors the a -P error trade off.===>Ocigledno, oblik pokazuje izvesnu korelaciju koja odslikava razmene a - p grešaka.)
MATCH@E:(Obviously the shape shows a certain correlation which mirrors the α β error trade off.===>Očigledno, oblik pokazuje izvesnu korelaciju koja odslikava razmene α β grešaka.)
MATCH@M:(With a decreasing number of correctly predicted reaction days, the number of false predicted reaction days decreases as well.===>Kako se broj tacno predvidenih dana reakcije smanjuje, smanjuje se i broj pogrešnih predvidanja.)
MATCH@E:(With a decreasing number of correctly predicted reaction days, the number of false predicted reaction days decreases as well.===>Kako se broj tačno predviđenih dana reakcije smanjuje, smanjuje se i broj pogrešnih predviđanja.)
MATCH@M:(Nonetheless, the shapes show differences which allow an adjustment of these two parameters.===>Bez obzira na to, oblici ukazuju na razlike koje omogucavaju da se izvrši prilagodavanje ova dva parametra.)
MATCH@E:(Nonetheless, the shapes show differences which allow an adjustment of these two parameters.===>Bez obzira na to, oblici ukazuju na razlike koje omogućavaju da se izvrši prilagođavanje ova dva parametra.)
MATCH@M:(In the first section we show how the system could decide whether a time-series belongs to a case with or without pneumonia based on different training methods.===>U prvom delu pokazujemo do koje mere sistem može da odredi da li vremenska serija pripada slucaju sa ili bez pneumonije, a na osnovu razlicitih radnih metoda.)
MATCH@E:(In the first section we show how the system could decide whether a time-series belongs to a case with or without pneumonia based on different training methods.===>U prvom delu pokazujemo do koje mere sistem može da odredi da li vremenska serija pripada slučaju sa ili bez pneumonije, a na osnovu različitih radnih metoda.)
MATCH@M:(With a true positive rate around 82-83% the system is able to mark time-series as pneumonic or non-pneumonic.===>Sa stvarnom pozitivnom stopom od oko 82-83% sistem jeste u stanju da odredi vremenske serije kao stanje pneumonije ili stanje bez pneumonije.)
MATCH@E:(With a true positive rate around 82-83% the system is able to mark time-series as pneumonic or non-pneumonic.===>Sa stvarnom pozitivnom stopom od oko 82-83% sistem jeste u stanju da odredi vremenske serije kao stanje pneumonije ili stanje bez pneumonije.)
MATCH@M:(In the second section we used a set of 3 different weight settings to point out the mode of operation of our model in the a-P error trade off.===>U drugom delu koristili smo skup od 3 razlicita rasporeda vrednosti da pokažemo nacin na koji naš model radi i razmeni a - p grešaka.)
MATCH@E:(In the second section we used a set of 3 different weight settings to point out the mode of operation of our model in the α-β error trade off.===>U drugom delu koristili smo skup od 3 različita rasporeda vrednosti da pokažemo način na koji naš model radi i razmeni α β grešaka.)
MATCH@M:(As weight setting 3 (from an actual physician) exemplifies an increase of reaction day forecast, accuracy may be sacrificed in favor of a reduction of type 3 errors.===>Kako raspored vrednosti 3 (dobijen od ordinirajuceg lekara) pokazuje porast broja prognoza dana reakcije, preciznost se može žrtvovati u korist smanjivanja broja grešaka tipa 3.)
MATCH@E:(As weight setting 3 (from an actual physician) exemplifies an increase of reaction day forecast, accuracy may be sacrificed in favor of a reduction of type 3 errors.===>Kako raspored vrednosti 3 (dobijen od ordinirajućeg lekara) pokazuje porast broja prognoza dana reakcije, preciznost se može žrtvovati u korist smanjivanja broja grešaka tipa 3.)
MATCH@M:(As a reference we used two naive forecast strategies to compare the results.===>Kao referentnu vrednost koristili smo dve laicke strategije predvidanja i poredili rezultate.)
MATCH@E:(As a reference we used two naive forecast strategies to compare the results.===>Kao referentnu vrednost koristili smo dve laičke strategije predviđanja i poredili rezultate.)
MATCH@M:(The first naive method predicts a reaction day in t + 1 if a CPIS value of ”5” is reached in t.===>Prvi laicki metod predvida dan reakcije u t + 1 ukoliko se vred-nost CPIS „5“ postigne u t.)
MATCH@E:(The first naive method predicts a reaction day in t + 1 if a CPIS value of 5 is reached in t.===>Prvi laički metod predviđa dan reakcije u t + 1 ukoliko se vrednost CPIS 5 postigne u t.)
MATCH@M:(The second naive method computes the slope of the time series based on the values of t and t - 1.===>Drugi izracunava krivu vremenskih serija na osnovu vrednosti t i t - 1.)
MATCH@E:(The second naive method computes the slope of the time series based on the values of t and t 1.===>Drugi izračunava krivu vremenskih serija na osnovu vrednosti t i t 1.)
MATCH@M:(Naive method 1 is in fact a rather powerful forecast that has strongly influenced the way the CPIS score is constructed.===>Laicki metod 1 predstavlja u stvari veoma puozdanu prognozu koja u velikoj meri utice na nacin na koji se stvara zbir CPIS.)
MATCH@E:(As seen in Table 2 naive method 1 is in fact a rather powerful forecast that has strongly influenced the way the CPIS score is constructed.===>Kao što se vidi na tabeli 2, laički metod 1 predstavlja u stvari veoma puozdanu prognozu koja u velikoj meri utiče na način na koji se stvara zbir CPIS.)
MATCH@M:(The concrete trade off between the two types of errors may thus be explored. Summary===>Stoga se može istraživati konkretna razmena izmedu ova dva tipa greške.)
MATCH@E:(The concrete trade off between the two types of errors may thus be explored.===>Stoga se može istraživati konkretna razmena između ova dva tipa greške.)
MATCH@M:(However, the present research is a fist attempt to analyze pneumonia using HMM and has some limitations.===>Ipak, ovo istraživanje predstavlja samo prvi pokušaj da se pneumonija analizira primenom HMM i on ima neka ogranicenja.)
MATCH@E:(However, the present research is a fist attempt to analyze pneumonia using HMM and has some limitations.===>Ipak, ovo istraživanje predstavlja samo prvi pokušaj da se pneumonija analizira primenom HMM i on ima neka ograničenja.)
MATCH@M:(The computations are based on a two years dataset with 79 (cases with pneumonia) and 285 (cases without pneumonia) time series only and should be tested with data from other years to evaluate the quality.===>Izracunavanja smo vršili na skupu podataka prikupljenih u periodu od dve godine, na samo 79 (slucajevi pneumonije) i 285 (slucajevi bez pneumonije) vremenskih serija tako da bi ih trebalo uporediti i sa podacima za druge godine da bi se pro-cenio kvalitet.)
MATCH@E:(The computations are based on a two years dataset with 79 (cases with pneumonia) and 285 (cases without pneumonia) time series only and should be tested with data from other years to evaluate the quality.===>Izračunavanja smo vršili na skupu podataka prikupljenih u periodu od dve godine, na samo 79 (slučajevi pneumonije) i 285 (slučajevi bez pneumonije) vremenskih serija tako da bi ih trebalo uporediti i sa podacima za druge godine da bi se procenio kvalitet.)
MATCH@M:(Furthermore the data belongs to one ICU and it is not clear if the results could suffer from local effects and if other ICUs may show different results.===>Pored toga, podaci su uzeti iz jednog ICU tako da nije jasno da li su rezultati posledica i nekog lokalnog uticaja i da li neka druga ICU možda imaju drugacije rezultate.)
MATCH@E:(Furthermore the data belongs to one ICU and it is not clear if the results could suffer from local effects and if other ICUs may show different results.===>Pored toga, podaci su uzeti iz jednog ICU tako da nije jasno da li su rezultati posledica i nekog lokalnog uticaja i da li neka druga ICU možda imaju drugačije rezultate.)
MATCH@M:(In order to predict a VAP we concentrated on processing time series of cases with pneumonia.===>Da bismo predvideli VAP koncentrisali smo se na obradu vremenskih serija slucajeva pneumonije.)
MATCH@E:(In order to predict a VAP we concentrated on processing time series of cases with pneumonia.===>Da bismo predvideli VAP koncentrisali smo se na obradu vremenskih serija slučajeva pneumonije.)
MATCH@M:(Reckoning the classification model, there is no subsequent processing for sequences marked with ”LR” at this point.===>Prema modelu klasifikacije, u ovom trenutku nismo išli dalje i obradivali nizove oznacene kao „LR“.)
MATCH@E:(Reckoning the classification model, there is no subsequent processing for sequences marked with LR at this point.===>Prema modelu klasifikacije, u ovom trenutku nismo išli dalje i obrađivali nizove označene kao LR.)
MATCH@M:(In order to deploy a holistic system, further work at this point is needed.===>Da bi se uspostavio holisticki sistem potrebno je dalje raditi u ovoj oblasti.)
MATCH@E:(In order to deploy a holistic system, further work at this point is needed.===>Da bi se uspostavio holistički sistem potrebno je dalje raditi u ovoj oblasti.)
MATCH@M:(Furthermore the implications that leaded to the structure of the HMM (Number of states etc.) may be questioned and examined closer.===>Pored toga, možda ce biti potrebno i da proverimo i istražimo implikacije koje su dovele do strukture HMM (broj stanja itd.).)
MATCH@E:(Furthermore the implications that leaded to the structure of the HMM (Number of states etc.) may be questioned and examined closer.===>Pored toga, možda će biti potrebno i da proverimo i istražimo implikacije koje su dovele do strukture HMM (broj stanja itd.).)
MATCH@M:(The target function used to deliver an optimal result may be extended in order to consider economic issues like concrete cost rates for medication.===>Ciljna funkcija koju smo primenili da bismo dobili optimalni rezultat može se proširiti kako bi obuhvatila i ekonomska pitanja kao što su konkretni troškovi lecenja.)
MATCH@E:(The target function used to deliver an optimal result may be extended in order to consider economic issues like concrete cost rates for medication.===>Ciljna funkcija koju smo primenili da bismo dobili optimalni rezultat može se proširiti kako bi obuhvatila i ekonomska pitanja kao što su konkretni troškovi lečenja.)
MATCH@M:(Another benefit of this investigation is to corroborate knowledge on pneumonia disease.===>Druga korist od ovog istraživanja jeste što je potvrdilo znanja koja smo imali o pneumo-niji.)
MATCH@E:(Another benefit of this investigation is to corroborate knowledge on pneumonia disease.===>Druga korist od ovog istraživanja jeste što je potvrdilo znanja koja smo imali o pneumoniji.)
MATCH@M:(According to our results, the assumption of a short incubation time of pneumonia could be confirmed.===>Prema našim rezultatima, potvrdena je pretpostavka da je za pneumoniju karakteristican kratak period inkubacije.)
MATCH@E:(According to our results, the assumption of a short incubation time of pneumonia could be confirmed.===>Prema našim rezultatima, potvrđena je pretpostavka da je za pneumoniju karakterističan kratak period inkubacije.)
MATCH@M:(On the other hand, the results reveal some limitations.===>S druge strane, ovi rezultati imaju neke slabe strane.)
MATCH@E:(On the other hand, the results reveal some limitations.===>S druge strane, ovi rezultati imaju neke slabe strane.)
MATCH@M:(Regarding the CPIS frame rate of one day, a prediction is strongly limited within this context.===>Ako posmatramo okvir CPIS od jednog dana, naša predvidanja ce biti usko ogranicena na ovaj kontekst.)
MATCH@E:(Regarding the CPIS frame rate of one day, a prediction is strongly limited within this context.===>Ako posmatramo okvir CPIS od jednog dana, naša predviđanja će biti usko ograničena na ovaj kontekst.)
MATCH@M:(A higher frame rate would be helpful.===>Dobro bi došlo da se posmatra širi vremenski okvir.)
MATCH@E:(A higher frame rate would be helpful.===>Dobro bi došlo da se posmatra širi vremenski okvir.)
MATCH@M:(Furthermore the system was based on an elaborate data preprocessing of two years data.===>Isto tako, sistem se zasniva na veoma razradenoj pred-obradi podataka iz dvogodišnjeg perioda.)
MATCH@E:(Furthermore the system was based on an elaborate data preprocessing of two years data.===>Isto tako, sistem se zasniva na veoma razrađenoj pred-obradi podataka iz dvogodišnjeg perioda.)
MATCH@M:(Unfortunately this data is still quite insufficient due to the problems mentioned in Section 2.===>Nažalost, ovi podaci su još uvek u velikoj meri nedovoljni zbog problema koje smo naveli u poglavlju 2.)
MATCH@E:(Unfortunately this data is still quite insufficient due to the problems mentioned in Section 2.===>Nažalost, ovi podaci su još uvek u velikoj meri nedovoljni zbog problema koje smo naveli u poglavlju 2.)
MATCH@M:(Hence, an integrated early warning system must be based upon a holistic a priori embedding in the hospital’s real time data infrastructure.===>Stoga jedan integrisani sistem za rano otkrivanje mora da se zasniva na holistickom, a priori uklapanju u infrastrukturu podataka kojima bolnica raspolaže u realnom vremenu.)
MATCH@E:(Hence, an integrated early warning system must be based upon a holistic a priori embedding in the hospitals real time data infrastructure.===>Stoga jedan integrisani sistem za rano otkrivanje mora da se zasniva na holističkom, a priori uklapanju u infrastrukturu podataka kojima bolnica raspolaže u realnom vremenu.)
MATCH@M:(If not already realized, the pre-use phase will demand a lot of resources.===>Ako vec nije realizovana, pred-upotrebna faza ce zahtevati mnogo resursa.)
MATCH@E:(If not already realized, the pre-use phase will demand a lot of resources.===>Ako već nije realizovana, predupotrebna faza će zahtevati mnogo resursa.)
MATCH@M:(The installation of such a system is both time consuming and costly but warranted by its multiple uses.===>Instaliranje ovakvog sistema i dugo traje i skupo je, ali se zato može koristiti na više nacina i u razlicitim situacijama.)
MATCH@E:(The installation of such a system is both time consuming and costly but warranted by its multiple uses.===>Instaliranje ovakvog sistema i dugo traje i skupo je, ali se zato može koristiti na više načina i u različitim situacijama.)
MATCH@M:(If such systems do exist, the pneumonia forecast itself drains very little resources in daily operations.===>Ukoliko takvi sistemi postoje, sama prognoza pneu-monije zahteva veoma malo resursa u svakodnevnom funkcionisanju.)
MATCH@E:(If such systems do exist, the pneumonia forecast itself drains very little resources in daily operations.===>Ukoliko takvi sistemi postoje, sama prognoza pneumonije zahteva veoma malo resursa u svakodnevnom funkcionisanju.)
MATCH@M:(It can and should be incorporated into a patient’s ”one paper” that gives an overview of the patient’s disease history which is a handy tool for treating physicians.===>Ona se može i treba da se ukljuci u pacijentov „karton“ u kome se nalazi pregled istorije bolesti pacijenta i koji predstavlja koristan instrument za ordinirajuce lekare.)
MATCH@E:(It can and should be incorporated into a patients one paper that gives an overview of the patients disease history which is a handy tool for treating physicians.===>Ona se može i treba da se uključi u pacijentov karton u kome se nalazi pregled istorije bolesti pacijenta i koji predstavlja koristan instrument za ordinirajuće lekare.)
MATCH@M:(Extensions in several points are evident.===>Ocigledno je da se sitem proširio na nekoliko mesta.)
MATCH@E:(Extensions in several points are evident.===>Očigledno je da se sitem proširio na nekoliko mesta.)
MATCH@M:(The system could be evaluated with other diseases with a higher incubation time.===>Sistem se može proceniti i na pri-meru drugih oboljenja koja imaju duži period inkubacije.)
MATCH@E:(The system could be evaluated with other diseases with a higher incubation time.===>Sistem se može proceniti i na primeru drugih oboljenja koja imaju duži period inkubacije.)
MATCH@M:(In the classification level other methods like Bayesian networks could be implemented.===>Na nivou klasifikacije mogu se primeniti i drugi metodi, na primer, Bayesove mreže.)
MATCH@E:(In the classification level other methods like Bayesian networks could be implemented.===>Na nivou klasifikacije mogu se primeniti i drugi metodi, na primer, Bayesove mreže.)
MATCH@M:(As other concepts of predisposition revealed high potential, further a priori methods should be explored, e.g. SEM.===>Pošto su se drugi koncepti predispozicije pokazali kao veoma mocni, trebalo bi ispitati i druge a priori metode, na primer, SEM.)
MATCH@E:(As other concepts of predisposition revealed high potential (Oroszi, 2008), further a priori methods should be explored, e.g. SEM.===>Pošto su se drugi koncepti predispozicije pokazali kao veoma moćni (Oroszci, 2008), trebalo bi ispitati i druge a priori metode, na primer, SEM.)
MATCH@M:(Within the framework of the stacked architecture of our system this can be easily achieved.===>U okviru strukture slaganja u našem sistemu ovo se može postici bez problema.)
MATCH@E:(Within the framework of the stacked architecture of our system this can be easily achieved.===>U okviru strukture slaganja u našem sistemu ovo se može postići bez problema.)
MATCH@M:(In conclusion, we have shown that data mining methods offer a high potential approach in disclosing a significant benefit in stored medical data.===>Da zakljucimo, pokazali smo da su metodi za izdvajanje podataka veoma uspešni i omogucavaju da se mnogo sazna iz uskladištenih medicinskih podataka.)
MATCH@E:(In conclusion, we have shown that data mining methods offer a high potential approach in disclosing a significant benefit in stored medical data.===>Da zaključimo, pokazali smo da su metodi za izdvajanje podataka veoma uspešni i omogućavaju da se mnogo sazna iz uskladištenih medicinskih podataka.)
MATCH@M:(Apparently a fully automated ”out-of-the-box” solution will not deliver.===>Svakako da se potpuno automatizovano rešenje „kao iz kutije“ ne može dobiti.)
MATCH@E:(Apparently a fully automated out-of-the-box solution will not deliver.===>Svakako da se potpuno automatizovano rešenje kao iz kutije ne može dobiti.)
MATCH@M:(Nonetheless, the system demonstrates how a stacked use of different methods enriches the disclosing of potentials, hidden in stored data.===>Ipak, sistem pokazuje kako primena slaganjem u razlicitim metodima može da po-speši otkrivanje potencijalnih oboljenja skrivenih u podacima u datotekama.)
MATCH@E:(Nonetheless, the system demonstrates how a stacked use of different methods enriches the disclosing of potentials, hidden in stored data.===>Ipak, sistem pokazuje kako primena slaganjem u različitim metodima može da pospeši otkrivanje potencijalnih oboljenja skrivenih u podacima u datotekama.)
MATCH@M:(Cloud computing is an area of computing where IT capacity provides scalable service delivery over the Internet.===>Cloud computing predstavlja oblast racunarstva u kojoj se skalabilni informaticki kapaciteti obezbeduju isporukom usluga putem Interneta.)
MATCH@E:(Cloud computing is an area of computing where IT capacity provides scalable service delivery over the Internet.===>Cloud computing predstavlja oblast računarstva u kojoj se skalabilni informatički kapaciteti obezbeđuju isporukom usluga putem Interneta.)
MATCH@M:(In the theoretical part a model of IT infrastructure which, in addition to the control and data security, fully scalable in relation to requirements changes in educational and scientific-research activities.===>U teorijskom delu predložen je model IT infrastrukture koji je, pored mogucnosti kontrole i bezbednosti podataka, potpuno skalabilan u odnosu na nove zahteve obrazovnih i naucno-istraživackih aktivnosti.)
MATCH@E:(In the theoretical part a model of IT infrastructure which, in addition to the control and data security, fully scalable in relation to requirements changes in educational and scientific-research activities.===>U teorijskom delu predložen je model IT infrastrukture koji je, pored mogućnosti kontrole i bezbednosti podataka, potpuno skalabilan u odnosu na nove zahteve obrazovnih i naučno-istraživačkih aktivnosti.)
MATCH@M:(The model fully supports the new standards in economics of data centers, Green IT, by optimizing the operating costs of users for electricity, air conditioning and space.===>Model u potpunosti podržava nove standarde u ekonomiji racunskih centara, “Green IT”, tako što optimizuje operativne troškove korisnika za elektricnu energiju, klimatizaciju i prostor.)
MATCH@E:(The model fully supports the new standards in economics of data centers, Green IT, by optimizing the operating costs of users for electricity, air conditioning and space.===>Model u potpunosti podržava nove standarde u ekonomiji računskih centara, Green IT, tako što optimizuje operativne troškove korisnika za električnu energiju, klimatizaciju i prostor.)
MATCH@M:(In the practical part of the work described is part of a system of e-learning on Faculty of Organizational Sciences, distance learning, which is an implemented virtualization technology.===>U prakticnom delu rada opisan je deo sistema za elektronsko obrazovanje Fakulteta organizacionih nauka, studiranje na daljinu, koji je implementiran primenom tehnologije virtuelizacije.)
MATCH@E:(In the practical part of the work described is part of a system of e-learning on Faculty of Organizational Sciences, distance learning, which is an implemented virtualization technology.===>U praktičnom delu rada opisan je deo sistema za elektronsko obrazovanje Fakulteta organizacionih nauka, studiranje na daljinu, koji je implementiran primenom tehnologije virtuelizacije.)
MATCH@M:(This solution is based on the proposed model of IT infrastructure systems for scientific research and electronic education.===>Ovo rešenje se zasniva na predloženom modelu IT infrastrukture sistema za naucno-istra'ivacki rad i elektronsko obrazovanje.)
MATCH@E:(This solution is based on the proposed model of IT infrastructure systems for scientific research and electronic education. ~~~ 1.===>Ovo rešenje se zasniva na predloženom modelu IT infrastrukture sistema za naučno-istraživački rad i elektronsko obrazovanje. 1.)
MATCH@M:(The research processes nowadays need a most advanced computing technique in order that we should accomplish the activities of processing a large number of data, as well as the activities of intensive calcual-tions and ensure a simple and fast communication among the researchers.===>Današnji procesi naucno-istraživackog rada zahtevaju najsavremeniju racunarsku opremu kako bi se uspe-šno obavile aktivnosti u kojima se vrši obrada velikog broja podataka i aktivnosti intenzivnih izracunavanja i ostvarila jednostavna i brza komunikacija izmedu istraživaca.)
MATCH@E:(Introduction The research processes nowadays need a most advanced computing technique in order that we should accomplish the activities of processing a large number of data, as well as the activities of intensive calcualtions and ensure a simple and fast communication among the researchers.===>Uvod Današnji procesi naučno-istraživačkog rada zahtevaju najsavremeniju računarsku opremu kako bi se uspešno obavile aktivnosti u kojima se vrši obrada velikog broja podataka i aktivnosti intenzivnih izračunavanja i ostvarila jednostavna i brza komunikacija između istraživača.)
MATCH@M:(Due to the lack of access to expensive computing infrastructure and software tools many a researcher remains far from the mainstream of international scientific events and activities.===>Nemogucnost pristupa skupoj racunarskoj infrastrukturi i softverskim alatima drži veliki broj istraživaca na margini medunarodnih naucnih aktivnosti.)
MATCH@E:(Due to the lack of access to expensive computing infrastructure and software tools many a researcher remains far from the mainstream of international scientific events and activities.===>Nemogućnost pristupa skupoj računarskoj infrastrukturi i softverskim alatima drži veliki broj istraživača na margini međunarodnih naučnih aktivnosti.)
MATCH@M:(The development of IT equipment and software tools only deepens this digital gap daily, however, it is perceived in many fields of science.===>Razvojem IT opreme i softverskih alata taj digitalni jaz se svakodnevno produbljuje i javlja se u mnogim oblastima nauke.)
MATCH@E:(The development of IT equipment and software tools only deepens this digital gap daily, however, it is perceived in many fields of science Š1Ë.===>Razvojem IT opreme i softverskih alata taj digitalni jaz se svakodnevno produbljuje i javlja se u mnogim oblastima nauke Š1Ë.)
MATCH@M:(With the rise in the number of users and their needs for new services and educational contents, the electronic education systems in the higher education institutions face problems of scalability, reliability and optimization of allocated resources, with the requirements for dynamic competitiveness, with an increasing need for data storages or repositories and the need to control the costs of such systems.===>Sistemi elektronskog obrazovanja visokoškolskih ustanova se sa porastom broja korisnika i njihovim potrebama za novim uslugama i obrazovnim sadržajima suocavaju sa problemima skalabilnosti, pouzdanosti i optimizacije izdvojenih resursa, zahtevima dinamicke konkurentnosti, brzim rastom potreba za resursima skladištenja i sa kontrolom troškova ovakvih sistema.)
MATCH@E:(With the rise in the number of users and their needs for new services and educational contents, the electronic education systems in the higher education institutions face problems of scalability, reliability and optimization of allocated resources, with the requirements for dynamic competitiveness, with an increasing need for data storages or repositories and the need to control the costs of such systems.===>Sistemi elektronskog obrazovanja visokoškolskih ustanova se sa porastom broja korisnika i njihovim potrebama za novim uslugama i obrazovnim sadržajima suočavaju sa problemima skalabilnosti, pouzdanosti i optimizacije izdvojenih resursa, zahtevima dinamičke konkurentnosti, brzim rastom potreba za resursima skladištenja i sa kontrolom troškova ovakvih sistema.)
MATCH@M:(All these results in the requirements for the electronic education system architecture designing and implementation becoming increasingly complex.===>Sve ovo dovodi do toga da su zahtevi za projek-tovanje i implementaciju arhitekture sistema za elektronsko obrazovanje sve kompleksniji.)
MATCH@E:(All these results in the requirements for the electronic education system architecture designing and implementation becoming increasingly complex Š2Ë Š3Ë.===>Sve ovo dovodi do toga da su zahtevi za projektovanje i implementaciju arhitekture sistema za elektronsko obrazovanje sve kompleksniji Š2ËŠ3Ë.)
MATCH@M:(In this paper we attempt to analyse a possible approach to ensure a realiable and scalable computer environment for scientific research and educational processes in higher education by introducing the concept of Cloud Computing (hereinafter: CC) as a technological platform.===>U ovom radu se razmatra moguci pristup za obezbedi-vanje pouzdanog i skalabilog racunarskog okruženja za naucno-istraživacke i obrazovne procese u visokom obrazovanju uvodenjem koncepta Cloud Computing-a (u daljem tekstu CC) kao tehnološke platforme.)
MATCH@E:(In this paper we attempt to analyse a possible approach to ensure a realiable and scalable computer environment for scientific research and educational processes in higher education by introducing the concept of Cloud Computing (hereinafter: CC) as a technological platform.===>U ovom radu se razmatra mogući pristup za obezbeđivanje pouzdanog i skalabilog računarskog okruženja za naučno-istraživačke i obrazovne procese u visokom obrazovanju uvođenjem koncepta Cloud Computinga (u daljem tekstu CC) kao tehnološke platforme.)
MATCH@M:(The major goal of this work is to devise an efficient and cost-effective solution using the resources that are already at disposal.===>Osnovni cilj rada je da se razvije efikasno i isplativo rešenje, korišcenjem postojecih resursa.)
MATCH@E:(The major goal of this work is to devise an efficient and cost-effective solution using the resources that are already at disposal.===>Osnovni cilj rada je da se razvije efikasno i isplativo rešenje, korišćenjem postojećih resursa. 2.)
MATCH@M:(The CC concept is an entirely new business model and technological platform, a result of evolution and convergence of many seemingly independent computing trends (Utility Computing, Commodatization, SaaS, PaaS, IaaS, XaaS, Distributed computing, Internet Delivery, Web 2.0, Virtualization, IT Outsourcing, Grid Computing SOA, Storage, Data Center Automation).===>Koncept CC je potpuno novi poslovni model i tehnološka platforma koja je nastala kao rezultat evolucije i konvergencije mnogih naizgled nezavisnih racunarskih  trendova (Utility Computing, Commodatization, SaaS, PaaS, IaaS, XaaS, Distributed computing, Internet Delivery, Web 2.0, Virtualization, IT Outsourcing, Grid Computing SOA, Storage, Data Center Automation).)
MATCH@E:(2. ~~~ Technological background The CC concept is an entirely new business model and technological platform, a result of evolution and convergence of many seemingly independent computing trends (Utility Computing, Commodatization, SaaS, PaaS, IaaS, XaaS, Distributed computing, Internet Delivery, Web 2.0, Virtualization, IT Outsourcing, Grid Computing SOA, Storage, Data Center Automation).===>Teorijske osnove Koncept CC je potpuno novi poslovni model i tehnološka platforma koja je nastala kao rezultat evolucije i konvergencije mnogih naizgled nezavisnih računarskih trendova (Utility Computing, Commodatization, SaaS, PaaS, IaaS, XaaS, Distributed computing, Internet Delivery, Web 2.0, Virtualization, IT Outsourcing, Grid Computing SOA, Storage, Data Center Automation).)
MATCH@M:(CC is defined as a model that allows for a network access, to configurable computer resources, at request (e.g., networks, servers, storage, applications) from available community resources that can be easily provided or destroyed with minimum management or interaction from the part of service providers.===>CC je definisan kao model koji omogucuje mrežni pristup, konfigurabilnim racunarskim resursima na zahtev (npr. mreže, servere, skladištenje, aplikacije) iz dostupnih deljenih resursa, koji se mogu brzo obezbe-diti i uništiti sa minimalnim upravljanjem ili interakcijom servis provajdera.)
MATCH@E:(CC is defined as a model that allows for a network access, to configurable computer resources, at request (e.g., networks, servers, storage, applications) from available community resources that can be easily provided or destroyed with minimum management or interaction from the part of service providers Š4Ë.===>CC je definisan kao model koji omogućuje mrežni pristup, konfigurabilnim računarskim resursima na zahtev (npr. mreže, servere, skladištenje, aplikacije) iz dostupnih deljenih resursa, koji se mogu brzo obezbediti i uništiti sa minimalnim upravljanjem ili interakcijom servis provajdera Š4Ë.)
MATCH@M:(Basically, the CC is a style in computer using in which dynamic and virtualized resources are offered via the Internet as a service.===>CC u suštini predstavlja stil korišcenja racunara u kojem se dinamicki, i virtuelizo-vani, resursi nude putem Interneta kao usluge.)
MATCH@E:(Basically, the CC is a style in computer using in which dynamic and virtualized resources are offered via the Internet as a service.===>CC u suštini predstavlja stil korišćenja računara u kojem se dinamički, i virtuelizovani, resursi nude putem Interneta kao usluge.)
MATCH@M:(The fact that the hardware capacities of a large number of servers are far from being used up to their optimum capacities makes the basis for the implementation of virtualization.===>Cinjenica da su hardverski kapaciteti velikog broja servera vrlo malo iskorišceni predstavlja osnovu za implementaciju virtuelizacije.)
MATCH@E:(The fact that the hardware capacities of a large number of servers are far from being used up to their optimum capacities makes the basis for the implementation of virtualization.===>Činjenica da su hardverski kapaciteti velikog broja servera vrlo malo iskorišćeni predstavlja osnovu za implementaciju virtuelizacije.)
MATCH@M:(The virtualization allows for a simultaneous launching of a large number of systems on one and the same server, which results into a higher amount of utilisation of the existing hardware and reduces the need for new physical servers.===>Virtualizacija omogucava istovremeno pokretanje više razlicitih operativnih sistema na istom serveru, što dovodi do povecanja iskorišcenosti postojeceg hardvera i smanjuje potrebu za novim fizickim serverima.)
MATCH@E:(The virtualization allows for a simultaneous launching of a large number of systems on one and the same server, which results into a higher amount of utilisation of the existing hardware and reduces the need for new physical servers.===>Virtualizacija omogućava istovremeno pokretanje više različitih operativnih sistema na istom serveru, što dovodi do povećanja iskorišćenosti postojećeg hardvera i smanjuje potrebu za novim fizičkim serverima.)
MATCH@M:(The implementation of virtualization reduces the costs - fewer physical servers require less space, lowers the expences for electric energy supply and air-conditioning of server rooms.===>Primena virtualiza-cije doprinosi smanjenju troškova - za manji broj fizickih servera potrebno je manje prostora, manji su troškovi elektricne energije i troškovi klimatizacije serverskih prostorija.)
MATCH@E:(The implementation of virtualization reduces the costs fewer physical servers require less space, lowers the expences for electric energy supply and air-conditioning of server rooms.===>Primena virtualizacije doprinosi smanjenju troškova za manji broj fizičkih servera potrebno je manje prostora, manji su troškovi električne energije i troškovi klimatizacije serverskih prostorija.)
MATCH@M:(Launching virtual servers on a smaller number of physical servers results into a surplus of servers that can then be disconnected and thus save directly.===>Pokretanje virtuelnih servera na manjem broju fizickih servera dovodi do pojave viška servera koji se mogu iskljuciti i na taj nacin ostvariti direktne uštede.)
MATCH@E:(Launching virtual servers on a smaller number of physical servers results into a surplus of servers that can then be discon nected and thus save directly.===>Pokretanje virtuelnih servera na manjem broju fizičkih servera dovodi do pojave viška servera koji se mogu isključiti i na taj način ostvariti direktne uštede.)
MATCH@M:(Thus disconnected physical servers can be used or connected to the system in the periods of higher demand for a service or when any available resource is needed to deliver a service to clients.===>Na ovaj nacin iskljuceni fizicki serve-ri mogu se upotrebiti i ukljucivati u sistem u periodi-oma kada postoji povecana potražnja za nekim servisom i kada je potreban svaki moguci resurs da bi taj servis bio isporucen klijentima.)
MATCH@E:(Thus disconnected physical servers can be used or connected to the system in the periods of higher demand for a service or when any available resource is needed to deliver a service to clients Š1Ë Š5Ë.===>Na ovaj način isključeni fizički serveri mogu se upotrebiti i uključivati u sistem u periodioma kada postoji povećana potražnja za nekim servisom i kada je potreban svaki mogući resurs da bi taj servis bio isporučen klijentima Š1ËŠ5Ë.)
MATCH@M:(CC is merely the latest step in the process of computing centres virtualization and server consolidation, the process of data storage and networking devices in order to, among other things, dispose of the surplus of the equipment and reduce the space it occupies.===>CC je samo poslednji korak u procesu virtuelizacije racunskih centara i konsolidacije servera, procesa skladištenja podataka i mrežnih uredaja kako bi se izmedu ostalog uklonio višak opreme i smanjio prostor koji ona zauzima.)
MATCH@E:(CC introduction and implementation models CC is merely the latest step in the process of computing centres virtualization and server consolidation, the process of data storage and networking devices in order to, among other things, dispose of the surplus of the equipment and reduce the space it occupies.===>Kategorije CC CC je samo poslednji korak u procesu virtuelizacije računskih centara i konsolidacije servera, procesa skladištenja podataka i mrežnih uređaja kako bi se između ostalog uklonio višak opreme i smanjio prostor koji ona zauzima.)
MATCH@M:(In literature, technologies related to the migration of the computing centre into the CC environment, in addition to the collaboration related technologies, are described as technologies that will ensure a continual improvement in the field of information technologies, regardless of economic conditions.===>U literaturi se tehnologije vezane za migraciju racunskog centara u CC okruženje, pored tehnologija vezanih za kolaboraciju, navode kao tehnologije koje ce omoguciti kontinuirani napredak na podrucju informacionih tehnologija, bez obzira na ekonomske okolnosti.)
MATCH@E:(In literature, technologies related to the migration of the computing centre into the CC environment, in addition to the collaboration related technologies, are described as technologies that will ensure a continual improvement in the field of information technologies, regardless of economic conditions Š11Ë.===>U literaturi se tehnologije vezane za migraciju računskog centara u CC okruženje, pored tehnologija vezanih za kolaboraciju, navode kao tehnologije koje će omogućiti kontinuirani napredak na području informacionih tehnologija, bez obzira na ekonomske okolnosti Š11Ë.)
MATCH@M:(The community members share the access to data and applications in the cloud.===>Clanovi zajednice dele pristup podacima i aplikacijama u cloud-u.)
MATCH@E:(The community members share the access to data and applications in the cloud.===>Članovi zajednice dele pristup podacima i aplikacijama u cloud-u.)
MATCH@M:(Electronic education is a complex system that includes distance learning, distance teachning, teachning materials in various electronic formats, individual and group learning processes, tutorial and interactive work.===>Elektronsko obrazovanje je kompleksan sistem koji ukljucuje ucenje na daljinu, predavanje na daljinu, nastavne materijale u raznim elektronskim formama, individualni i grupni proces ucenja, tutorski i interaktivni rad.)
MATCH@E:(Cloud computing in science and higher education Electronic education is a complex system that includes distance learning, distance teachning, teachning materials in various electronic formats, individual and group learning processes, tutorial and interactive work.===>Na taj 3. ~~~ Cloud computing u nauci i visokom obrazovanju Elektronsko obrazovanje je kompleksan sistem koji uključuje učenje na daljinu, predavanje na daljinu, nastavne materijale u raznim elektronskim formama, individualni i grupni proces učenja, tutorski i interaktivni rad.)
MATCH@M:(Nearly every higher education institution has its own computing centre designed and constructed for its particular use and whose capacities become inadequate over time to meet the requirements of scientific research and educational activities, and are at the same time expensive to maintain.===>Gotovo svaka visokoškolska ustanova poseduje svoj racunski centar koji je projektovan i izgraden posebno za sopstvenu upotrebu i ciji kapaciteti vremenom postaju neadekvatni da odgovore zahtevima naucno-istraživackih i obrazovnih aktivnosti, a u isto vreme su skupi za održavanje.)
MATCH@E:(Nearly every higher education institution has its own computing centre designed and constructed for its particular use and whose capacities become inadequate over time to meet the requirements of scientific research and educational activities, and are at the same time ex pensive to maintain.===>Gotovo svaka visokoškolska ustanova poseduje svoj računski centar koji je projektovan i izgrađen posebno za sopstvenu upotrebu i čiji kapaciteti vremenom postaju neadekvatni da odgovore zahtevima naučnoistraživačkih i obrazovnih aktivnosti, a u isto vreme su skupi za održavanje.)
MATCH@M:(In every term (semestre), laboratory practice and practical projects the students are engaged in require a hardware with specific software requirements and a large number of computers, mainly with a most advanced hardware.===>U svakom semestru, laboratorijske vežbe i prakticni projekti studenata zahtevaju hardver sa specificnim softverskih zahtevima i velikim brojem racunara, uglavnom sa najsavremenijim hardverom.)
MATCH@E:(In every term (semestre), laboratory practice and practical projects the students are engaged in require a hardware with specific software requirements and a large number of computers, mainly with a most advanced hardware.===>U svakom semestru, laboratorijske vežbe i praktični projekti studenata zahtevaju hardver sa specifičnim softverskih zahtevima i velikim brojem računara, uglavnom sa najsavremenijim hardverom.)
MATCH@M:(The key issue is how we can ensure the scalability and reliability of hardware and software applications of such information systems indispensable in lecturing and research and educational processes.===>Kljucno pitanje je kako obezbediti skalabilnost i pouzdanost hardvera i softverskih aplikacija ovakvih informacionih sistema neophodnih za nastav-no-istraživacke i obrazovne procese.)
MATCH@E:(The key issue is how we can ensure the scalability and reliability of hardware and software applications of such information systems indispensable in lecturing and research and educational processes.===>Ključno pitanje je kako obezbediti skalabil nost i pouzdanost hardvera i softverskih aplikacija ovakvih informacionih sistema neophodnih za nastavno-istraživačke i obrazovne procese.)
MATCH@M:(The CC concept and its characteristics can aid a higher education institution to improve its productivity and ease the management of various hardware and software resources necessary for a smooth flow of electronic education, scientific and research activities and students? projects.===>Koncept CC-a i njegove karakteristike mogu pomoci visokoškolskoj ustanovi da se poboljša produktivnost i olakša upravljanje razlicitim hardverskim i softverskim resursima, potrebnim za nesmetano odvijanje elekton-skog obrazovanja, naucno istraživackih aktivnosti i studentskih projekata.)
MATCH@E:(The CC concept and its characteristics can aid a higher education institution to improve its productivity and ease the management of various hardware and software resources necessary for a smooth flow of electronic education, scientific and research activities and students projects Š8Ë.===>Koncept CC-a i njegove karakteristike mogu pomoći visokoškolskoj ustanovi da se poboljša produktivnost i olakša upravljanje različitim hardverskim i softverskim resursima, potrebnim za nesmetano odvijanje elektonskog obrazovanja, naučno istraživačkih aktivnosti i studentskih projekata Š8Ë.)
MATCH@M:(Simultaneously, the introduction of distance studying and the way of higher education institutions financing will soon result into higher education institutions being positioned as market subjects.===>Istovremeno, uvodenje studiranja na daljinu i nacin fi-nansiranja visokoškolskih ustanova, dovešce u relativno kratkom roku do pozicioniranja visokoškolskih ustanova kao tržišnih subjekata.)
MATCH@E:(Simultaneously, the introduction of distance studying and the way of higher education institutions financing will soon result into higher education institutions being positioned as market subjects.===>Istovremeno, uvođenje studiranja na daljinu i način finansiranja visokoškolskih ustanova, dovešće u relativno kratkom roku do pozicioniranja visokoškolskih ustanova kao tržišnih subjekata.)
MATCH@M:(In such conditions, the establishment od the IT infrastructure model to ensure educational and scientific and reasearch activities using the advantages of CC will become an interesting orientation of any institution that wishes to achieve competitive advantage on the educational institutions market.===>U takvoj situaciji, us-postaljanje modela IT infrastrukture koji ce omoguciti obrazovne i naucno-istraživacke aktivnosti uz kori-šcenje prednosti CC-a ce postati interesantna orjenta-cija svake ustanove koja želi da ostvari konkurentsku prednost na tržištu obrazovnih ustanova.)
MATCH@E:(In such conditions, the establishment od the IT infrastructure model to ensure educational and scientific and reasearch activities using the advantages of CC will become an interesting orientation of any institution that wishes to achieve competitive advantage on the educational institutions market.===>U takvoj situaciji, uspostaljanje modela IT infrastrukture koji će omogućiti obrazovne i naučno-istraživačke aktivnosti uz korišćenje prednosti CC-a će postati interesantna orjentacija svake ustanove koja želi da ostvari konkurentsku prednost na tržištu obrazovnih ustanova.)
MATCH@M:(The implementation of CC, contrary to hosting and resource management on a local level, such as faculty or university computing networks, offers numerous advantages to educational institutions.===>Korišcenje CC-a, za razliku od hostinga i upravljanja resursima na lokalnom nivou, kao što su fakultetske ili univerzitske racunarske mreže, ima mnoge prednosti za obrazovne institucije.)
MATCH@E:(The implementation of CC, contrary to hosting and resource management on a local level, such as faculty or university computing networks, offers numerous advantages to educational institutions.===>Korišćenje CC-a, za razliku od hostinga i upravljanja resursima na lokalnom nivou, kao što su fakultetske ili univerzitske računarske mreže, ima mnoge prednosti za obrazovne institucije.)
MATCH@M:(In higher education, CC can ensure a direct access to a broad range of different educational resources, research applications and tools.===>CC u visokom obrazovanju može da obezbedi direktan pristup širokom spektru razlicitih obrazovnih resursa, istraživackim aplikacijama i alatima.)
MATCH@E:(In higher education, CC can ensure a direct access to a broad range of different educational resources, research applications and tools.===>CC u visokom obrazovanju može da obezbedi direktan pristup širokom spektru različitih obrazovnih resursa, istraživačkim aplikacija ma i alatima.)
MATCH@M:(In October 2007, IBM and Google joined forces to aid students master the skills necessary for the development of Cloud applications.===>U oktobru 2007 IBM i Google udružili su se da pomognu studentima da savladaju veštine potrebne za razvoj Cloud aplikacija.)
MATCH@E:(In October 2007, IBM and Google joined forces to aid students master the skills necessary for the development of Cloud applications.===>U oktobru 2007 IBM i Google udružili su se da pomognu studentima da savladaju veštine potrebne za razvoj Cloud aplikacija.)
MATCH@M:(In 2009, IBM launced the IBM Cloud Academy, a global forum for teachers, researchers and staff from the information technologies in educational institutions in order that they should continue the research and the development of the CC. IBM and Goolge provided a large cluster of several hundreds of servers for this program; this cluster is planned to expand to include several thousand servers over time.===>Godine 2009 IBM je pokrenuo IBM Cloud Academy, globalni forum za nastavnike, istraživace i osoblje iz informacionih tehnologija obrazovanih ustanova da nastave istraživacki rad i razvoj CC-a. IBM i Google su obezbedili veliki klaster od više stotina servera za ovaj program, a planirano je da tokom vremena klaster raste do nekoliko hiljada servera.)
MATCH@E:(In 2009, IBM launced the IBM Cloud Academy, a global forum for teachers, researchers and staff from the information technologies in educational institutions in order that they should continue the research and the development of the CC. IBM and Goolge provided a large cluster of several hundreds of servers for this program; this cluster is planned to expand to include several thousand servers over time.===>Godine 2009 IBM je pokrenuo IBM Cloud Academy, globalni forum za nastavnike, istraživače i osoblje iz informacionih tehnologija obrazovanih ustanova da nastave istraživački rad i razvoj CC-a. ~~~ IBM i Google su obezbedili veliki klaster od više stotina servera za ovaj program, a planirano je da tokom vremena klaster raste do nekoliko hiljada servera.)
MATCH@M:(The majority of higher education institutions face the problem of substantional costs, on an annual basis, to maintain and innovate the computing and software infrastructure.===>Vecina visokoškolskih ustanova suocava se sa problemom potrošnje znacajne kolicine sredstava, na godišnjem nivou, za održavanje i inoviranje racunarske i softverske infrastrukture.)
MATCH@E:(The majority of higher education institutions face the problem of substantional costs, on an annual basis, to maintain and innovate the computing and software infrastructure.===>Većina visokoškolskih ustanova suočava se sa problemom potrošnje značajne količine sredstava, na godišnjem nivou, za održavanje i inoviranje računarske i softverske infrastrukture.)
MATCH@M:(The CC implementation would reduce these costs to a minimum.===>Primenom koncepta CC-a ovi troškovi bili bi svedeni na minimum.)
MATCH@E:(The CC implementation would reduce these costs to a minimum.===>Primenom koncepta CC-a ovi troškovi bili bi svedeni na minimum.)
MATCH@M:(The development of the computing centre for a higher education institution implementing the internal CC concept would enable all students and lecturers in the institution to have their own data and applications in a manner that is considerably more economic, safer and simpler to manage compared to the classic approach in using computing resources.===>Realizacija racunskog centra visokoškolske ustanove primenom koncepta internog CC-a omogucila bi svim studentima i profesorima u visokoškolskoj ustanovi da imaju sopstvene podatke i aplikacije na nacin koji je znatno ekonomicniji, bezbedniji i jednostavniji za upravljanje u odnosu na klasican pristup u korišcenju racunarskih resursa.)
MATCH@E:(The development of the computing centre for a higher education institution implementing the internal CC concept would enable all students and lecturers in the institution to have their own data and applications in a manner that is considerably more economic, safer and simpler to manage compared to the classic approach in using computing resources.===>Realizacija računskog centra visokoškolske ustanove primenom koncepta internog CC-a omogućila bi svim studentima i profesorima u visokoškolskoj ustanovi da imaju sopstvene podatke i aplikacije na način koji je znatno ekonomičniji, bezbedniji i jednostavniji za upravljanje u odnosu na klasičan pristup u korišćenju računarskih resursa.)
MATCH@M:(The private CC offers the opportunity of data control and security, with the flexibility that requires continual changes in the present education, at low maintenance costs.===>Privatni CC nudi mogucnost kontrole i bezbednosti podataka, sa fleksibilnošcu koju zah-tevaju stalne izmene u današnjem obrazovanju, uz niske troškove održavanja.)
MATCH@E:(The private CC offers the opportunity of data control and security, with the flexibility that requires continual changes in the present education, at low maintenance costs.===>Privatni CC nudi mogućnost kontrole i bezbednosti podataka, sa fleksibilnošću koju zahtevaju stalne izmene u današnjem obrazovanju, uz niske troškove održavanja.)
MATCH@M:(Each user of the higher education institution would thus have his/her own virtual computer that is less expensive than the standard computer, and where the functionality and comfort of the virtual and the physical computers are identical.===>Za svakog korisnika visokoškolske ustanove ovim putem bi se obezbedio sop-stveni virtuelni racunar koji je jeftiniji od standardnog racunara, pri cemu je funkcionalnost i udobnost virtuelnog i fizickog racunara identicna.)
MATCH@E:(Each user of the higher education institution would thus have his/her own virtual computer that is less expensive than the standard computer, and where the functionality and comfort of the virtual and the physical computers are identical.===>Za svakog korisnika visokoškolske ustanove ovim putem bi se obezbedio sopstveni virtuelni računar koji je jeftiniji od standardnog računara, pri čemu je funkcionalnost i udobnost virtuelnog i fizičkog računara identična.)
MATCH@M:(The students will access their virtual computers both from their higher education institution and from their home, even using their mobile phones.===>Studenti ce svojim virtuelnim racunarima moci da pristupe i iz visokoškolske ustanove i od kuce, cak i putem mobilnih uredaja.)
MATCH@E:(The students will access their virtual computers both from their higher education institution and from their home, even using their mobile phones.===>Studenti će svojim virtuelnim računarima moći da pristupe i iz visokoškolske ustanove i od kuće, čak i putem mobilnih uređaja.)
MATCH@M:(The implementation of this system allows for constructing virtual classrooms with students sitting behind their computers or in their higher education institutions, enjoying the advantage of having the best lecturers and using the most advanced hardware and software.===>Korišcenjem ovog sistema moguce je napraviti virtu-elne ucionice sa studentima koji sede za racunarima ili u svojim visokoškolskim ustanovama ili kod kuce, a da pri tome imaju najkvalitetnije predavace i da koriste najsavremeniji hardver i softver.)
MATCH@E:(VCL logical architecture The implementation of this system allows for constructing virtual classrooms with students sitting behind their computers or in their higher education institutions, enjoying the advantage of having the best lecturers and using the most advanced hardware and software.===>Logička struktura VCL Korišćenjem ovog sistema moguće je napraviti virtuelne učionice sa studentima koji sede za računarima ili u svojim visokoškolskim ustanovama ili kod kuće, a da pri tome imaju najkvalitetnije predavače i da koriste najsavremeniji hardver i softver.)
MATCH@M:(Such an electronic education model will enable students to work on a variety of projects which their teachers will be able to manage in a simple way and assign tasks to all students from one source.===>Ovakav model sistema za elektonsko obrazovanje ce studentima omoguciti rad na najrazlicitijim projektima kojim ce njihovi nastavnici moci jednostavno da upravljaju i da svima postavljaju zadatke iz istog izvora.)
MATCH@E:(Such an electronic education model will enable students to work on a variety of projects which their teachers will be able to manage in a simple way and assign tasks to all students from one source.===>Ovakav model sistema za elektonsko obrazovanje će studentima omogućiti rad na najrazličitijim projektima kojim će njihovi nastavnici moći jednostavno da upravljaju i da svima postavljaju zadatke iz istog izvora.)
MATCH@M:(This would allow for collaboration between various higher education institutions throughout the country in the teachning, research and educational activities for the purpose of shaping a unique European higher education field and thus contribute to achieving the goals of the Bologna process.===>Time bi se dobila i mogucnost saradnje izmedu razlicitih visokoškolskih ustanova širom zemlje u nastavno-istraživac-kim i obrazovnim aktivnostima u cilju razmene znanja i informacija, cime bi se oblikovao jedinstveni evropski visokoškolski prostor i time doprinelo ostvarenju ciljeva bolonjske reforme.)
MATCH@E:(This would allow for collaboration between various higher education institutions throughout the country in the teachning, research and educational activities for the purpose of shaping a unique European higher education field and thus contribute to achieving the goals of the Bologna process Š9Ë Š15Ë 4.===>Time bi se dobila i mogućnost saradnje između različitih visokoškolskih ustanova širom zemlje u nastavno-istraživačkim i obrazovnim aktivnostima u cilju razmene znanja i informacija, čime bi se oblikovao jedinstveni evropski visokoškolski prostor i time doprinelo ostvarenju ciljeva bolonjske reforme.)
MATCH@M:(The teaching process at the Faculty of Organizational Sciences at undergraduate academic studies level in the distance education regime is organized with the implementation of the virtualization concept.===>Primenom koncepta virtuelizacije na FON se organi-zuje nastava na osnovnim akademskim studijama u režimu studije na daljinu.)
MATCH@E:(IT infrastructure model in higher education institution The teaching process at the Faculty of Organizational Sciences at undergraduate academic studies level in the distance education regime is organized with the implementation of the virtualization concept.===>Š2ËŠ15Ë 4. ~~~ Model IT infrastrukture visokoškolske ustanove Primenom koncepta virtuelizacije na FON se organizuje nastava na osnovnim akademskim studijama u režimu studije na daljinu.)
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BAD_LINE_M:The teaching process at the Faculty of Organizational Sciences at undergraduate academic studies level in the distance education regime is organized with the implementation of the virtualization concept.
BAD_LINE_M:Primenom koncepta virtuelizacije na FON se organi-zuje nastava na osnovnim akademskim studijama u režimu studije na daljinu.
BAD_LINE_E:IT infrastructure model in higher education institution The teaching process at the Faculty of Organizational Sciences at undergraduate academic studies level in the distance education regime is organized with the implementation of the virtualization concept.
BAD_LINE_E:Š2ËŠ15Ë 4. ~~~ Model IT infrastrukture visokoškolske ustanove Primenom koncepta virtuelizacije na FON se organizuje nastava na osnovnim akademskim studijama u režimu studije na daljinu.
MATCH@M:(The distance education system is conducted via the implementation of the Moodle LMS software solution.===>Sistem za studiranje na daljinu je realizovan primenom softverskog rešenja Mo-odle LMS.)
MATCH@E:(The distance education system is conducted via the implementation of the Moodle LMS software solution.===>Sistem za studiranje na daljinu je realizovan primenom softverskog rešenja Moodle LMS.)
MATCH@M:(The Moodle (Modular Object-Oriented Dynamic Learning Environment) is an open-source system of managing a learning process.===>Moodle (Modular Object-Oriented Džnamic Learning Environment) je open-source sistem za upravljanje procesom ucenja.)
MATCH@E:(The Moodle (Modular Object-Oriented Dynamic Learning Environment) is an open-source system of managing a learning process.===>Moodle (Modular Object-Oriented Dynamic Learning Environment) je open-source sistem za upravljanje procesom učenja.)
MATCH@M:(It is implemented by universities, schools and individual instructors, for the purpose of improving teaching.===>Koriste ga univerziteti, škole i individualni instruktori, radi unapredivanja nastave.)
MATCH@E:(It is implemented by universities, schools and individual instructors, for the purpose of improving teaching.===>Koriste ga univerziteti, škole i individualni instruktori, radi unapređivanja nastave.)
MATCH@M:(According to the research findings, Moodle is an LMS with the largest number of functionalities and services.===>Prema istraživanjima Moodle je jedan od LMS sa najviše funkcionalnosti i servisa.)
MATCH@E:(According to the research findings, Moodle is an LMS with the largest number of functionalities and services Š9Ë Š14Ë.===>Prema istraživanjima Moodle je jedan od LMS sa najviše funkcionalnosti i servisa.)
MATCH@M:(The server has: an adequatly powerful processor, a large memory and storade space.===>Server raspolaže: dovoljno snažnim procesorom, velikom kolicinom memorije i prostora za skladištenje.)
MATCH@E:(The server has: an adequatly powerful processor, a large memory and storade space.===>Pomoću KVM-a kreirana su tri virtelna servera: database server na kojem je instaliran PostgreSQL, web server na kojem je instaliran Apache sa PHP-om i Moodle LMS, servera za web konferencije na kojem je instali ran OpenMeetings Server raspolaže: dovoljno snažnim procesorom, velikom količinom memorije i prostora za skladištenje.)
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BAD_LINE_M:The server has: an adequatly powerful processor, a large memory and storade space.
BAD_LINE_M:Server raspolaže: dovoljno snažnim procesorom, velikom kolicinom memorije i prostora za skladištenje.
BAD_LINE_E:The server has: an adequatly powerful processor, a large memory and storade space.
BAD_LINE_E:Pomoću KVM-a kreirana su tri virtelna servera: database server na kojem je instaliran PostgreSQL, web server na kojem je instaliran Apache sa PHP-om i Moodle LMS, servera za web konferencije na kojem je instali ran OpenMeetings Server raspolaže: dovoljno snažnim procesorom, velikom količinom memorije i prostora za skladištenje.
MATCH@M:(The system also includes the network storage that serves to transfer digital materials for the lectures as well as to store the safety copies of the base and the Moodle code itself.===>U sistemu se nalazi i network storage koji služi za prebacivanje digitalnih materijala za predavanja kao i za cuvanje sigurnosnih kopija baze i samog Moodle koda.)
MATCH@E:(The system also includes the network storage that serves to transfer digital materials for the lectures as well as to store the safety copies of the base and the Moodle code itself.===>U sistemu se nalazi i network storage koji služi za prebacivanje digitalnih materijala za predavanja kao i za čuvanje sigurnosnih kopija baze i samog Moodle koda.)
MATCH@M:(The implemented electronic education model on the FOS we present is based on the server virtualization.===>Predstavljeni implementirani model elektronskog obrazovanja na FON-u zasnovano je na virtuelizaciji servera.)
MATCH@E:(The implemented electronic education model on the FOS we present is based on the server virtualization Š10Ë Š12Ë.===>Predstavljeni implementirani model elektronskog obrazovanja na FON-u zasnovano je na virtuelizaciji servera Š10ËŠ12Ë.)
MATCH@M:(In this way a server consolidation is achieved and the ?one application - one server? paradigm is avoided.===>Na taj nacin je izvršena konsolidacija servera i izbegnuta paradigma “jedna aplikacija jedan server”.)
MATCH@E:(In this way a server consolidation is achieved and the one application one server paradigm is avoided.===>Na taj način je izvršena konsolidacija servera i izbegnuta paradigma jedna aplikacija jedan server.)
MATCH@M:(Even with the organization of a database for storing all the options and information concerning a thus established system, the management and tuning of the virtual infrastructure remains a problem.===>Medutim i pored organizovanja baze podataka za skladištenje svih opcija i informacija u vezi ovako postavljenog sistema, upravljanje i fino podešavanje virtuelne infrastukture predstavlja problem.)
MATCH@E:(Even with the organization of a database for storing all the options and information concerning a thus established system, the management and tuning of the virtual infrastructure remains a problem.===>Međutim i pored organizovanja baze podataka za skladištenje svih opcija i informacija u vezi ovako postavljenog sistema, upravljanje i fino podešavanje virtuelne infrastukture predstavlja problem.)
MATCH@M:(Evidently, it is necessary that a virtual machine management layer be implemented into the system, as presented in Figure 5, all in order that scalability and reliability of the system should be achieved.===>Postalo je jasno da je neophodno u ovakav sistem implementirati sloj za upravljanje virtuelnim mašinama, kao što je prikazano na slici 5., kako bi se olakšalo postizanje skalabilnosti i pouzdanosti sistema.)
MATCH@E:(Evidently, it is necessary that a virtual machine management layer be implemented into the system, as presented in Figure 5, all in order that scalability and reliability of the system should be achieved Š5Ë. Figure 4.===>Postalo je jasno da je neophodno u ovakav sistem implementirati sloj za upravljanje virtuelnim mašinama, kao što je prikazano na slici 5., kako bi se olakšalo postizanje skalabilnosti i pouzdanosti sistema Š5Ë. ~~~ Slika 4.)
MATCH@M:(The model proposed, presented in Figure 6, consists of: front-end server and one or more node servers that can be in a cluster.===>Predloženi model, prikazan na slici 6., cini: frontend server i jedan ili više nod servera koji mogu biti u kla-steru.)
MATCH@E:(Virtual infrastructure management layer The model proposed, presented in Figure 6, consists of: front-end server and one or more node servers that can be in a cluster.===>Sloj upravljanja virtuelnom infrastrukturom Predloženi model, prikazan na slici 6., čini: frontend server i jedan ili više nod servera koji mogu biti u klasteru.)
MATCH@M:(The front-end server is used in managing the nodes, i.e., virtual machines.===>Front-end server služi za upravljanje nodovima tj. virtuelnim mašinama.)
MATCH@E:(The front-end server is used in managing the nodes, i.e., virtual machines.===>Front-end server služi za upravljanje nodovima tj. virtuelnim mašinama.)
MATCH@M:(The user accesses the front-end computer and his/her claim is automatically transferred to one of the nodes by the cloud controller.===>Korisnik pristupa front-end racunaru i njegov zahtev cloud controller automatski prosleduje jednom od nodova,)
MATCH@E:(The user accesses the front-end computer and his/her claim is automatically transferred to one of the nodes by the cloud controller. ~~~ The node then performs all the actions.===>Korisnik pristupa front-end računaru i njegov zahtev cloud controller automatski prosleđuje jednom od nodova, koji izvršava sve akcije.)
MATCH@M:(If, however, the claim to make changes in the database is sent, the change is effected by the storage controller on the front-end computer.===>Medutim, ukoliko dolazi do zahteva za promenom u bazi podataka promenu izvršava storage controller na front-end racunaru.)
MATCH@E:(If, however, the claim to make changes in the database is sent, the change is effected by the storage controller on the front-end computer.===>Međutim, ukoliko dolazi do zahteva za promenom u bazi podataka promenu izvršava storage controller na front-end računaru.)
MATCH@M:(The model is expected to provide support for the transfer of the virtual machine from one physical node to another without any failure in the work of the service or a downtime of the virtual machine, which would help solve a large number of the present problems in server environment management.===>Model treba da podrži transfer virtualne mašine sa jednog fizickog noda na drugi bez ikakvog prekida u radu servisa ili downtimea virtualne mašine, cime bi se rešio dobar deo dosadašnjih problema u upravljanju serverskim okruženjem.)
MATCH@E:(The model is expected to provide support for the transfer of the virtual machine from one physical node to another without any failure in the work of the service or a downtime of the virtual machine, which would help solve a large number of the present problems in server environment management.===>Model treba da podrži transfer virtualne mašine sa jednog fizičkog noda na drugi bez ikakvog prekida u radu servisa ili downtimea virtualne mašine, čime bi se rešio dobar deo dosadašnjih problema u upravljanju serverskim okruženjem.)
MATCH@M:(The proposed model would enhance the IT system agility, since it is possible to transfer the virtual machine to another physical node and thus gain on the performance and response of the operating system and applications, without any negative impact upon the users connected to that virtual machine at the moment.===>Predloženim modelom postigla bi se bolja agilnost IT sistema, buduci da je moguce premestiti virtualnu mašinu na neki drugi fizicki nod i tako dobiti na performansama i odzivu operativnog sistema i aplikacija, a sve to bez ikakvog negativnog uticaja na korisnike koji su u tom trenutku povezani na tu virtualnu mašinu.)
MATCH@E:(The proposed model would enhance the IT system agility, since it is possible to transfer the virtual machine to another physical node and thus gain on the performance and response of the operating system and applications, without any negative impact upon the users connected to that virtual machine at the moment Š13Ë. Figure 6.===>Predloženim modelom postigla bi se bolja agilnost IT sistema, budući da je moguće premestiti virtualnu mašinu na neki drugi fizički nod i tako dobiti na performansama i odzivu operativnog sistema i aplikacija, a sve to bez ikakvog negativnog uticaja na korisnike koji su u tom trenutku povezani na tu virtualnu mašinu Š13Ë. ~~~ Slika 6.)
MATCH@M:(The key advantage of the model described is that, due to the front-end server, i.e., virtual machine management layer, it allows for an efficient implementation and management of virtual infrastructure.===>Kljucna prednost opisanog modela je što zahvaljujuci frontend serveru tj. sloju za upravljanje virtuelnim mašinama omogucena efikasna upotreba i upravljanje virtualnom infrastrukturom.)
MATCH@E:(Proposed distance studies IT infrastructure model The key advantage of the model described is that, due to the front-end server, i.e., virtual machine management layer, it allows for an efficient implementation and management of virtual infrastructure.===>Predloženi model IT infrastrukture studija na daljinu Ključna prednost opisanog modela je što zahvaljujući frontend serveru tj. sloju za upravljanje virtuelnim mašinama omogućena efikasna upotreba i upravljanje virtualnom infrastrukturom.)
MATCH@M:(The presented model offers an opportunity for a comprehensive management of virtual machines in the cloud, having in mind that the virtual infrastructure as a whole have to be ensured.===>Prikazani model nudi sveobuhvatano upravljanje virtuelnim mašinama u clodu uzimajuci u obzir obezbedivanje virtuelne infrastrukture kao celine.)
MATCH@E:(The presented model offers an opportunity for a comprehensive management of virtual machines in the cloud, having in mind that the virtual infrastructure as a whole have to be ensured.===>Prikazani model nudi sveobuhvatano upravljanje virtuelnim mašinama u clodu uzimajući u obzir obezbeđivanje virtuelne infrastrukture kao celine. 4.)
MATCH@M:(This paper presents an analysis of new opportunities and solutions in the CC area related to scientific, research and educational activities in higher education institutions.===>U ovom radu razmatrane su nove mogucnosti i reše-nja u oblasti CC vezana za naucno-istraživacke i obrazovne aktivnosti u visokoškolskim ustanovama.)
MATCH@E:(5. ~~~ Conclusion This paper presents an analysis of new opportunities and solutions in the CC area related to scientific, research and educational activities in higher education institutions.===>Zaključak U ovom radu razmatrane su nove mogućnosti i rešenja u oblasti CC vezana za naučno-istraživačke i obrazovne aktivnosti u visokoškolskim ustanovama.)
MATCH@M:(CC is realized as distance studying infrastructure at the FOS, with the implementation of the existing infrastructure and without additional investments.===>Kori-šcenjem postojece infrastrukture na FON-u realizo-van je CC kao infrastruktura za studiranje na daljinu bez dodatnih ulaganja.)
MATCH@E:(CC is realized as distance studying infrastructure at the FOS, with the implementation of the existing infrastructure and without additional investments.===>Kori šćenjem postojeće infrastrukture na FON-u realizovan je CC kao infrastruktura za studiranje na daljinu bez dodatnih ulaganja.)
MATCH@M:(We presented an IT infrastructure model that is expected to become a dominant manner of linking resources of educational and scientific and research institutions in the future.===>Predstavljen je model IT infrastrukture za koji se ocekuje da u buducnosti postane dominantan vid povezivanja resursa obrazovnih i na-ucno-istraživackih institucija.)
MATCH@E:(We presented an IT infrastructure model that is expected to become a dominant manner of linking resources of educational and scientific and research institutions in the future.===>Predstavljen je model IT infrastrukture za koji se očekuje da u budućnosti postane dominantan vid povezivanja resursa obrazovnih i naučno-istraživačkih institucija.)
MATCH@M:(The aim of this work is to highlight the evident advantages CC offers, but also the threats emerging on the way.===>Namera rada je da ukaže na ocite prednosti koje CC nosi sa sobom ali i na zamke koje se na tom putu pojavljuju.)
MATCH@E:(The aim of this work is to highlight the evident advantages CC offers, but also the threats emerging on the way.===>Namera rada je da ukaže na očite prednosti koje CC nosi sa sobom ali i na zamke koje se na tom putu pojavljuju.)
MATCH@M:(Also presented are the steps made which are necessary for such a model to function, and this is the model that fully supports new standards in the economics of computing centres and helps achieve scalability and enhances the reliability of the IT system.===>Predstavljeni su i realizovani koraci koji su neophodni za funkcioni-sanje takvog modela koji u potpunosti podržava nove standarde u ekonomiji racunskih centara i kojim se postiže skalabilnost i povecava pouzdanost IT sistema.)
MATCH@E:(Also presented are the steps made which are necessary for such a model to function, and this is the model that fully supports new standards in the economics of computing centres and helps achieve scalability and enhances the reliability of the IT system.===>Predstavljeni su i realizovani koraci koji su neophodni za funkcionisanje takvog modela koji u potpunosti podržava nove standarde u ekonomiji računskih centara i kojim se postiže skalabilnost i povećava pouzdanost IT sistema.)
MATCH@M:(Further work will require that the implementation of the proposed model be effected and the mechanisms that secure the confidence into the CC architecture be devised.===>U daljem radu potrebno je izvršititi implementaciju predloženog modela i osigurati mehanizme koji ce osigurati poverenje u CC arhitekturu.)
MATCH@E:(Further work will require that the implementation of the proposed model be effected and the mechanisms that secure the confidence into the CC architecture be devised.===>U daljem radu potrebno je izvršititi implementaciju predloženog modela i osigurati mehanizme koji će osigurati poverenje u CC arhitekturu.)
MATCH@M:(The future trends of development mean launching interinstitutional initiative fo build a prototype of the CC infrastructure that can be divided and organized for educational and scientific and research purposes.===>Buduci pravci razvoja podrazumevaju pokretanje meduinstitucio-nalne inicijative za izgradnju prototipa infrastrukture CC koja se može deliti i organizovati u obrazovne i naucno-istraživacke svrhe.)
MATCH@E:(The future trends of development mean launching interinstitutional initiative fo build a prototype of the CC infrastructure that can be divided and organized for educational and scientific and research purposes.===>Budući pravci razvoja podrazumevaju pokretanje međuinstitucionalne inicijative za izgradnju prototipa infrastrukture CC koja se može deliti i organizovati u obrazovne i naučno-istraživačke svrhe.)
MATCH@M:(In accordance with it, the transformation of banking sector is absolute, and it touches our country.===>Shodno tome, transformacija je neminovnost i u bankarstvu, koja nije zaobišala ni našu zemlju.)
MATCH@E:(In accordance with it, the transformation of banking sector is absolute, and it touches our country.===>An overview, Journal of Theoretical and applied Information Technology, Vol. ~~~ 9. ~~~ No.)
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BAD_LINE_M:In accordance with it, the transformation of banking sector is absolute, and it touches our country.
BAD_LINE_M:Shodno tome, transformacija je neminovnost i u bankarstvu, koja nije zaobišala ni našu zemlju.
BAD_LINE_E:In accordance with it, the transformation of banking sector is absolute, and it touches our country.
BAD_LINE_E:An overview, Journal of Theoretical and applied Information Technology, Vol. ~~~ 9. ~~~ No.
MATCH@M:(The dynamics of transformation depend on the level of country development and happenings in the world economy and politics.===>Tempo transformacije zavisi od nivoa razvijenosti same zemlje i dešavanja u svetskoj ekonomiji i politici.)
MATCH@E:(The dynamics of transformation depend on the level of country development and happenings in the world economy and politics.===>November 2009. Š12Ë S.T.A. Pickett and M.L. Cadenasso, The Ecosystem as a Multidimensional Concept:)
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BAD_LINE_M:The dynamics of transformation depend on the level of country development and happenings in the world economy and politics.
BAD_LINE_M:Tempo transformacije zavisi od nivoa razvijenosti same zemlje i dešavanja u svetskoj ekonomiji i politici.
BAD_LINE_E:The dynamics of transformation depend on the level of country development and happenings in the world economy and politics.
BAD_LINE_E:November 2009. Š12Ë S.T.A. Pickett and M.L. Cadenasso, The Ecosystem as a Multidimensional Concept:
MATCH@M:(The happenings on the world financial market in the last decade, aimed at pure profit increase (without analysis and respecting present risks), resulted from the world economic crisis by the end of 2007.===>Dešavanja na svetskom finansijskom tržištu u protekloj deceniji, usmerena na uvecanje profita po svaku cenu (bez analize i uvažavanja prisutnih rizika), uzrokovali su svetsku ekonomsku krizu krajem 2007. godine.)
MATCH@E:(The happenings on the world financial market in the last decade, aimed at pure profit increase (without analysis and respecting present risks), resulted from the world economic crisis by the end of 2007.===>Shodno tome, transformacija je neminovnost i u bankarstvu, koja nije zaobišala ni našu zemlju. ~~~ Tempo transformacije zavisi od nivoa razvijenosti same zemlje i dešavanja u svetskoj ekonomiji i politici.)
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BAD_LINE_M:The happenings on the world financial market in the last decade, aimed at pure profit increase (without analysis and respecting present risks), resulted from the world economic crisis by the end of 2007.
BAD_LINE_M:Dešavanja na svetskom finansijskom tržištu u protekloj deceniji, usmerena na uvecanje profita po svaku cenu (bez analize i uvažavanja prisutnih rizika), uzrokovali su svetsku ekonomsku krizu krajem 2007. godine.
BAD_LINE_E:The happenings on the world financial market in the last decade, aimed at pure profit increase (without analysis and respecting present risks), resulted from the world economic crisis by the end of 2007.
BAD_LINE_E:Shodno tome, transformacija je neminovnost i u bankarstvu, koja nije zaobišala ni našu zemlju. ~~~ Tempo transformacije zavisi od nivoa razvijenosti same zemlje i dešavanja u svetskoj ekonomiji i politici.
MATCH@M:(It indirectly makes the process of transformation of the Serbian banking sector more difficult, due to the fact that it depends on creditworthiness and development strength of own customers and socio-political factors in the country.===>Sto implicitno otežava proces transformacije bankarskog sektora u Srbiji, obzirom da isti zavisi od kreditne i razvojne sposobnosti svojih klijenata i društveno-politickih prilika u zemlji.)
MATCH@E:(It indirectly makes the process of transformation of the Serbian banking sector more difficult, due to the fact that it depends on creditworthiness and development strength of own customers and socio-political factors in the country.===>Dešavanja na svetskom finansijskom tržištu u protekloj deceniji, usmerena na uvećanje profita po svaku cenu (bez analize i uvažavanja prisutnih rizika), uzrokovali su svetsku ekonomsku krizu krajem 2007. godine. [to implicitno otežava proces transformacije bankarskog sektora u Srbiji, obzirom da isti zavisi od kreditne i razvojne sposobnosti svojih klijenata i društveno-političkih prilika u zemlji.)
BAD_LINE_=============================================================
BAD_LINE_M:It indirectly makes the process of transformation of the Serbian banking sector more difficult, due to the fact that it depends on creditworthiness and development strength of own customers and socio-political factors in the country.
BAD_LINE_M:Sto implicitno otežava proces transformacije bankarskog sektora u Srbiji, obzirom da isti zavisi od kreditne i razvojne sposobnosti svojih klijenata i društveno-politickih prilika u zemlji.
BAD_LINE_E:It indirectly makes the process of transformation of the Serbian banking sector more difficult, due to the fact that it depends on creditworthiness and development strength of own customers and socio-political factors in the country.
BAD_LINE_E:Dešavanja na svetskom finansijskom tržištu u protekloj deceniji, usmerena na uvećanje profita po svaku cenu (bez analize i uvažavanja prisutnih rizika), uzrokovali su svetsku ekonomsku krizu krajem 2007. godine. [to implicitno otežava proces transformacije bankarskog sektora u Srbiji, obzirom da isti zavisi od kreditne i razvojne sposobnosti svojih klijenata i društveno-političkih prilika u zemlji.
MATCH@M:(Local banks are organized in a modern way, which is determined by the EU and Basel Committee Rules, and have modern electronic equipment and mainly professional staff.===>Domace banke su organizovane na savremen nacin, ureden po ugledu na EU i pravila Bazelskog sporazuma, i raspolažu elektronskom opremom i uglavnom profesionalnim kadrom.)
MATCH@E:(Local banks are organized in a modern way, which is determined by the EU and Basel Committee Rules, and have modern electronic equipment and mainly professional staff.===>Domaće banke su organizovane na savremen način, uređen po ugledu na EU i pravila Bazelskog sporazuma, i raspolažu elektronskom opremom i uglavnom profesionalnim kadrom.)
MATCH@M:(Stronger competition in the local market will make differences between banks more visible (such as high structural imbalance in terms of financial strength and business results, general level of business efficiency is at low level), which makes space for further mergers and acquisitions of the banks, as a way of faster capital strengthening of the banks, and have other advantages connected to the organization and technical support with direct impact on the efficiency and effective use of the funds.===>Jacanje konkurencije na domacem tržištu ce razlike izmedu banaka (kao što su: visoke strukturne neravnoteže u pogledu finansijske snage i rezultata poslovanja, opšti nivo efikasnosti poslovanja je na niskom nivou) uciniti još vidljivijim, što proširuje prostor za ukupnjavanje domacih banaka kroz proces spajanja, pripajanja i privatizacije, kao vidova bržeg kapitalnog jacanja, koji nose i druge prednosti organizacione i tehnicko-tehnološke prirode, a olakšavaju put do ekonomicnijeg poslovanja i efikasnije upotrebe sredstava.)
MATCH@E:(Stronger competition in the local market will make differences between banks more visible (such as high structural imbalance in terms of financial strength and business results, general level of business efficiency is at low level), which makes space for further mergers and acquisitions of the banks, as a way of faster capital strengthening of the banks, and have other advantages connected to the organization and technical support with direct impact on the efficiency and effective use of the funds. ~~~ 1.===>Jačanje konkurencije na domaćem tržištu će razlike između banaka (kao što su: visoke strukturne neravnoteže u pogledu finansijske snage i rezultata poslovanja, opšti nivo efikasnosti poslovanja je na niskom nivou) učiniti još vidljivijim, što proširuje prostor za ukupnjavanje domaćih banaka kroz proces spajanja, pripajanja i privatizacije, kao vidova bržeg kapitalnog jačanja, koji nose i druge prednosti organizacione i tehničko-tehnološke prirode, a olakšavaju put do ekonomičnijeg poslovanja i efikasnije upotrebe sredstava. 1.)
MATCH@M:(The last decade of last century and the first year of this century pass in the transformation of non-market economies of the world in terms of market economy.===>Poslednja decenija prošloga i prve godine ovog veka proticu u znaku transformacije netržišnih privreda sveta u tržišne uslove privredivanja.)
MATCH@E:(Introduction The last decade of last century and the first year of this century pass in the transformation of non-market economies of the world in terms of market economy.===>Uvod Poslednja decenija prošloga i prve godine ovog veka protiču u znaku transformacije netržišnih privreda sveta u tržišne uslove privređivanja.)
MATCH@M:(This process affected and is affecting the developed and less developed countries and all areas of economic and social life.===>Ovaj proces zahvatio je i zahvata i razvijene i manje razvijene zemlje i sve oblasti privrednog i društvenog života.)
MATCH@E:(This process affected and is affecting the developed and less developed countries and all areas of economic and social life.===>Ovaj proces zahvatio je i zahvata i razvijene i manje razvijene zemlje i sve oblasti privrednog i društvenog života.)
MATCH@M:(Accordingly, the transformation is inevitable in banking.===>Shodno tome, transformacija je neminovnost i u bankarstvu.)
MATCH@E:(Accordingly, the transformation is inevitable in banking.===>Shodno tome, transformacija je neminovnost i u bankarstvu.)
MATCH@M:(The process of transformation was no exception for our country.The transformation rate depends on the level of development of the country itself and the events in the world economy and politics.===>Proces transformacije nije zaobišao ni našu zemlju.Tempo transformacije zavisi od nivoa razvijenosti same zemlje i dešavanja u svetskoj ekonomiji i politici.)
MATCH@E:(The process of transformation was no exception for our country.The transformation rate depends on the level of development of the country itself and the events in the world economy and politics.===>Proces transformacije nije zaobišao ni našu zemlju. ~~~ Tempo transformacije zavisi od nivoa razvijenosti same zemlje i dešavanja u svetskoj ekonomiji i politici.)
MATCH@M:(Unreadiness of participants on world financial markets, to have the unexpected losses in the previous century, influenced to a much more systematic and serious approach to managing risk in the financial business.===>Nespremnost ucesnika, na svetskim finansijskim tržištima, na neocekivane gubitke u prethodnom veku, uticala da se mnogo sistematicnije i ozbiljnije pristupi upravljanju rizikom u finansijskom poslovanju.)
MATCH@E:(Unreadiness of participants on world financial markets, to have the unexpected losses in the previous century, influenced to a much more systematic and serious approach to managing risk in the financial business.===>Nespremnost učesnika, na svetskim finansijskim tržištima, na neočekivane gubitke u prethodnom veku, uticala da se mnogo sistematičnije i ozbiljnije pristupi upravljanju rizikom u finansijskom poslovanju.)
MATCH@M:(Institutionalized approached to solving the problems was made, and most was done in the development of risk management in banking, where the Basel Committee formulated the general standards and guidance of supervision, and proposes examples of best banking practices in anticipation that the legislative bodies in individual countries will take measures for their implementation so that they match the specific characteristics of domestic systems in the best possible way.===>Insti-tucionalizovano se prišlo rešavanju problema, i najviše se otišlo u razvoju upravljanja rizikom u bankarstvu, gde je Bazelski komitet formulisao opste standarde i smernice supervizije, i predlaže primere najbolje bankarske prakse u ocekivanju da ce zakonodavni organi u pojedinacnim zemljama preuzeti mere za njihovu implementaciju tako da najbolje odgovaraju specificnostima domicilnog sistema.)
MATCH@E:(Institutionalized approached to solving the problems was made, and most was done in the development of risk management in banking, where the Basel Committee formulated the general standards and guidance of supervision, and proposes examples of best banking practices in anticipation that the legislative bodies in individual countries will take measures for their implementation so that they match the specific characteristics of domestic systems in the best possible way.===>Institucionalizovano se prišlo rešavanju problema, i najviše se otišlo u razvoju upravljanja rizikom u bankarstvu, gde je Bazelski komitet formulisao opšte standarde i smernice supervizije, i predlaže primere najbolje bankarske prakse u očekivanju da će zakonodavni organi u pojedinačnim zemljama preuzeti mere za njihovu implementaciju tako da najbolje odgovaraju specifičnostima domicilnog sistema.)
MATCH@M:(In this way, the Committee encourages all member states to respect the general principles and standards of business with no direct attempt to harmonize the techniques used by supervisory authorities.===>Na ovaj nacin, Komitet podstice da sve zemlje clanice poštuju opšte principe i standarde poslovanja bez direktnog pokušaja harmonizacije tehnika koje koriste nadzorni organi.)
MATCH@E:(In this way, the Committee encourages all member states to respect the general principles and standards of business with no direct attempt to harmonize the techniques used by supervisory authorities.===>Na ovaj način, Komitet podstiče da sve zemlje članice poštuju opšte principe i standarde poslovanja bez direktnog pokušaja harmonizacije tehnika koje koriste nadzorni organi.)
MATCH@M:(Only after the adoption of national legislation, the Basel Committee recommendations become binding and legal for countries that have decided to implement them.===>Tek nakon usvajanja u nacionalnim zakonodavstvima, preporuke Bazelskog komiteta postaju obavezujuce i pravo-sna'ne za zemlje koje su odlucile da ih implementiraju.)
MATCH@E:(Only af ter the adoption of national legislation, the Basel Committee recommendations become binding and legal for countries that have decided to implement them.===>Tek nakon usvajanja u nacionalnim zakonodavstvima, preporuke Bazelskog komiteta postaju obavezujuće i pravosnažne za zemlje koje su odlučile da ih implementiraju.)
MATCH@M:(Decisions made by the Committee represent the commitment of many other countries outside the G-10 countries, given that there are also representatives of other countries.===>Odluke koje donosi Komitet predstavljaju obaveziva-nje i mnogih drugih država van okvira zemalja G-10, s obzirom da se u njemu nalaze i predstavnici drugih država.)
MATCH@E:(Decisions made by the Committee represent the commitment of many other countries outside the G-10 countries, given that there are also representatives of other countries.===>Odluke koje donosi Komitet predstavljaju obavezivanje i mnogih drugih država van okvira zemalja G-10, s obzirom da se u njemu nalaze i predstavnici drugih država.)
MATCH@M:(These decisions are related to various financial areas, but they are one of the most important areas related to the harmonization of differences in international supervision in order to make use of two basic principles: that no internationally active bank can not avoid the supervision and that the process of supervision should be adequate.===>Ove odluke se odnose na razlicite finansijske oblasti, s tim što se jedna od najvažnijih oblasti odnosi na usaglašavanje razlika koje postoje u medunarodnim okvirima supervizije s ciljem da se ostvari prime-na dva osnovna principa: da ni jedna medunarodno aktivna banka ne može da izbegne superviziju i da proces nadzora bude adekvatan.)
MATCH@E:(These decisions are related to various financial areas, but they are one of the most important areas related to the harmonization of differences in international supervision in order to make use of two basic principles: that no internationally active bank can not avoid the supervision and that the process of supervision should be adequate.===>Ove odluke se odnose na različite finansijske oblasti, s tim što se jedna od najvažnijih oblasti odnosi na usaglašavanje razlika koje postoje u međunarodnim okvirima supervizije s ciljem da se ostvari primena dva osnovna principa:)
BAD_LINE_=============================================================
BAD_LINE_M:These decisions are related to various financial areas, but they are one of the most important areas related to the harmonization of differences in international supervision in order to make use of two basic principles: that no internationally active bank can not avoid the supervision and that the process of supervision should be adequate.
BAD_LINE_M:Ove odluke se odnose na razlicite finansijske oblasti, s tim što se jedna od najvažnijih oblasti odnosi na usaglašavanje razlika koje postoje u medunarodnim okvirima supervizije s ciljem da se ostvari prime-na dva osnovna principa: da ni jedna medunarodno aktivna banka ne može da izbegne superviziju i da proces nadzora bude adekvatan.
BAD_LINE_E:These decisions are related to various financial areas, but they are one of the most important areas related to the harmonization of differences in international supervision in order to make use of two basic principles: that no internationally active bank can not avoid the supervision and that the process of supervision should be adequate.
BAD_LINE_E:Ove odluke se odnose na različite finansijske oblasti, s tim što se jedna od najvažnijih oblasti odnosi na usaglašavanje razlika koje postoje u međunarodnim okvirima supervizije s ciljem da se ostvari primena dva osnovna principa:
MATCH@M:(Revised agreement on the capital, widely accepted and known as Basel II, was officially adopted on 26th June 2004 by the members of the Committee.===>Revidiran sporazum o kapitalu, opšte prihvacen i poznat kao Bazel II, je zvanicno usvojen 26. juna 2004. godine od strane clanova Komiteta.)
MATCH@E:(Revised agreement on the capital, widely accepted and known as Basel II, was officially adopted on 26th June 2004 by the members of the Committee.===>Revidiran sporazum o kapitalu, opšte prihvaćen i poznat kao Bazel II, je zvanično usvojen 26. juna 2004. godine od strane članova Komiteta.)
MATCH@M:(The aim was to accept the Basel II in the national legislation by the end of 2006, by that time the parallel implementation of existing and new agreements on capital is expected.===>Cilj je bio da se Bazel II prihvati u nacionalnim zakonodavstvima do kraja 2006. godine, do kada se planira i paralelna primena postojeceg i novog sporazuma o kapitalu.)
MATCH@E:(The aim was to accept the Basel II in the national legislation by the end of 2006, by that time the parallel implementation of existing and new agreements on capital is expected.===>Cilj je bio da se Bazel II prihvati u nacionalnim zakonodavstvima do kraja 2006. godine, do kada se planira i paralelna primena postojećeg i novog sporazuma o kapitalu.)
MATCH@M:(Also, the plan was to from the end of 2007 to implement the most advanced approaches for measuring the required level of capital.===>Takode, je plan je bio da se od kraja 2007. godine implementiraju najnapredniji pristupi za merenje potrebnog nivoa kapitala.)
MATCH@E:(Also, the plan was to from the end of 2007 to implement the most advanced approaches for measuring the required level of capital.===>Takođe, je plan je bio da se od kraja 2007. godine implementiraju najnapredniji pristupi za merenje potrebnog nivoa kapitala.)
MATCH@M:(This paper presents a new set of standards for establishing minimum capital adequacy for banks.===>Ovaj dokument predstavlja novi set standarda za utvrdivanje minimalne kapitalne adekvatnosti za banke.)
MATCH@E:(This paper presents a new set of standards for establishing minimum capital adequacy for banks.===>Ovaj dokument predstavlja novi set standarda za utvrđivanje minimalne kapitalne adekvatnosti za banke.)
MATCH@M:(Maintaining an adequate level of capital to promotes the general safety in the banking system.===>Održavanje adekvatnog nivoa kapitala promoviše opštu sigurnost u bankarski sistem.)
MATCH@E:(Maintaining an adequate level of capital to promotes the general safety in the banking system.===>Održavanje adekvatnog nivoa kapitala promoviše opštu sigurnost u bankarski sistem.)
MATCH@M:(Basel II is an upgrade to the agreement from 1988 in that part that it takes the infrastructure needed to calculate the level of capital, but by increasing the sensitivity to the risks to which the bank is exposed.===>Bazel II predstavlja nadogradnju na sporazum iz 1988. godine u toliko što preuzima osnovu infrastrukturu za izracunavanje nivoa potrebnog kapitala, ali tako što povecava osetljivost na rizike kojima je banka izložena.)
MATCH@E:(Basel II is an upgrade to the agreement from 1988 in that part that it takes the infrastructure needed to calculate the level of capital, but by increasing the sensitivity to the risks to which the bank is exposed.===>Bazel II predstavlja nadogradnju na sporazum iz 1988. godine u toliko što preuzima osnovu infrastrukturu za izračunavanje nivoa potrebnog kapitala, ali tako što povećava osetljivost na rizike kojima je banka izložena.)
MATCH@M:(This is primarily achieved through closer harmonization of capital requirements with risk of losses on the individual placement and through the introduction of a new request for the appropriation of capital for the risk exposure that is caused by deficiencies in the daily operations of the bank (operational risk).===>Ovo se prvenstveno postiže kroz bliže usuglašavanje kapitalnih zahteva sa rizikom od gubitaka po pojedinacnom plasmanu i kroz uvodenje novog zahteva za izdvajanjem kapitala za izloženost riziku koji je prouzrokovan nedostacima u svakodnevnim operacijama banke (operativni rizik).)
MATCH@E:(This is primarily achieved through closer harmonization of capital requirements with risk of losses on the individual placement and through the introduction of a new request for the appropriation of capital for the risk exposure that is caused by deficiencies in the daily operations of the bank (operational risk).===>Ovo se prvenstveno postiže kroz bliže usaglašavanje kapitalnih zahteva sa rizikom od gubitaka po pojedinačnom plasmanu i kroz uvođenje novog zahteva za izdvajanjem kapitala za izloženost riziku koji je prouzrokovan nedostacima u svakodnevnim operacijama banke (operativni rizik).)
MATCH@M:(In addition, the main innovation of Basel II refers to the introduction of new activities that relate to the requirement for minimum level of capital and these are: the function of monitoring (supervision) and market discipline, which is roused by the risk management improvement .===>Pored ovoga, osnovna novina Bazela II odnosi se na uvodenje novih aktivnosti koje se nadovezuju na zahtev za minimalnim nivoom kapitala a to su: funkcija nadzora (supervizije) i tržišne discipline, kojima se podstice unapredenje upravljanja rizikom.)
MATCH@E:(In addition, the main innovation of Basel II refers to the introduction of new activities that relate to the requirement for minimum level of capital and these are: the function of monitoring (supervision) and market discipline, which is roused by the risk management improvement .===>Pored ovoga, osnovna novina Bazela II odnosi se na uvođenje novih aktivnosti koje se nadovezuju na zahtev za minimalnim nivoom kapitala a to su: funkcija nadzora (supervizije) i tržišne discipline, kojima se podstiče unapređenje upravljanja rizikom.)
MATCH@M:(We can conclude that the main reason for the introduction of a new agreement on capital is the need for greater flexibility and sensitivity to risk.===>Možemo zakljuciti da je osnovni razlog za uvodenje novog sporazuma o kapitalu u potrebi za vecom flek-sibilnošcu i osetljivošcu na rizik.)
MATCH@E:(We can conclude that the main reason for the introduction of a new agreement on capital is the need for greater flexibility and sensitivity to risk.===>Možemo zaključiti da je osnovni razlog za uvođenje novog sporazuma o kapitalu u potrebi za većom fleksibilnošću i osetljivošću na rizik.)
MATCH@M:(The new Basel Agreement includes three interrelated pillars, which together should contribute to increasing overall stability and security of the financial system.===>Novi Bazelski sporazum obuhvata tri medusobno povezana stuba, koji zajedno treba da doprinesu povecanju sveopšte stabilnosti i sigurnosti finansijskih sistema.)
MATCH@E:(The new Basel Agreement includes three interrelated pillars, which together should contribute to increasing overall stability and security of the financial system.===>Novi Bazelski sporazum obuhvata tri međusobno povezana stuba, koji zajedno treba da doprinesu povećanju sveopšte stabilnosti i sigurnosti finansijskih sistema.)
MATCH@M:(In this, the first pillar has the task to significantly improve the methodology for determining the minimum capital adequacy ratio, while the second and third pillar are the innovation of the supervision process of banks.===>Pri tome prvi stub ima zadatak da znacajno poboljša metodologiju za utvrdivanje minimalne adekvatnosti kapitala, dok drugi i treci stub predstavljaju inovacije u procesu supervizije rada banaka.)
MATCH@E:(In this, the first pillar has the task to significantly improve the methodology for determining the minimum capital adequacy ratio, while the second and third pillar are the innovation of the supervision process of banks.===>Pri tome prvi stub ima zadatak da značajno poboljša metodologiju za utvrđivanje minimalne adekvatnosti kapitala, dok drugi i treći stub predstavljaju inovacije u procesu supervizije rada banaka.)
MATCH@M:(The first pillar: Request for a minimum amount of capital, which includes credit, market and operational risk.===>Prvi stub: Zahtev za minimalnim iznosom kapitala, koji ukljucuje kreditni, tržišni i operativni rizik.)
MATCH@E:(The first pillar: Request for a minimum amount of capital, which includes credit, market and operational risk.===>Prvi stub: ~~~ Zahtev za minimalnim iznosom kapitala, koji uključuje kreditni, tržišni i operativni rizik.)
MATCH@M:(The first pillar of the new Basel agreement defines ways to determine the minimum capital in that way that it gives a possibility to each individual bank to adjust the amount to the actual level of risk from economic losses which the bank is exposed to.===>Prvi stub novog Bazelskog sporazuma definiše nacine za utvrdivanje minimalnog iznosa kapitala tako što svakoj pojedinacnoj banci daje mogucnost da taj iznos prilagodi stvarnom nivou rizika od ekonomskih gubitaka kojem je banka izložena.)
MATCH@E:(The first pillar of the new Basel agreement defines ways to determine the minimum capital in that way that it gives a possibility to each individual bank to adjust the amount to the actual level of risk from economic losses which the bank is exposed to.===>Prvi stub novog Bazelskog sporazuma definiše načine za utvrđivanje minimalnog iznosa kapitala tako što svakoj pojedinačnoj banci daje mogućnost da taj iznos prilagodi stvarnom nivou rizika od ekonomskih gubitaka kojem je banka izložena.)
MATCH@M:(The adequacy ratio of the capital can not be less than 8%.===>Koeficijent adekvatno-sti kapitala ne sme biti manji od 8%.)
MATCH@E:(The adequacy ratio of the capital can not be less than 8%.===>Koeficijent adekvatnosti kapitala ne sme biti manji od 8%.)
MATCH@M:(The second pillar: The supervision review process, which sets the framework for the supervisory function of the banking system.===>Drugi stub: Proces supervizijskog pregleda, koji postavlja okvire za nadzornu funkciju bankarskog sistema.)
MATCH@E:(The second pillar: The supervision review process, which sets the framework for the supervisory function of the banking system.===>Drugi stub: ~~~ Proces supervizijskog pregleda, koji postavlja okvire za nadzornu funkciju bankarskog sistema.)
MATCH@M:(According to the new Basel agreement the monitoring process or the supervision review, is based on a series of guidelines that indicate the need for banks to assess their capital adequacy in relation to the overall risks they are facing and the need for supervisory authorities to carry out an overview of the process and implement specific measures in response to the adequacy of methods of assessment.===>Prema novom Bazelskom sporazumu proces nadzora ili supervizij-skog pregleda zasniva se na seriji smernica koje ukazuju na neophodnost da banke procenjuju svoju ade-kvatnost kapitala u odnosu na sveukupne rizike kojima su izložene, kao i na potrebu da nadzorni organi vrše pregled tih procesa i sprovode odredene mere kao odgovor na adekvatnost metoda procene.)
MATCH@E:(According to the new Basel agreement the monitoring process or the supervision review, is based on a series of guidelines that indicate the need for banks to assess their capital adequacy in relation to the overall risks they are facing and the need for supervisory authorities to carry out an overview of the process and implement specific measures in response to the adequacy of methods of assessment.===>Prema novom Bazelskom sporazumu proces nadzora ili supervizijskog pregleda zasniva se na seriji smernica koje ukazuju na neophodnost da banke procenjuju svoju adekvatnost kapitala u odnosu na sveukupne rizike kojima su izložene, kao i na potrebu da nadzorni organi vrše pregled tih procesa i sprovode određene mere kao odgovor na adekvatnost metoda procene.)
MATCH@M:(This means that the supervisory process is not only focused on the provision of capital adequacy which ensures that risk-taking by a bank, but also to motivate banks to develop and perfect techniques used in the risk management of banks.===>To znaci da proces supervizijskog pregleda nije usmeren samo na obezbedivanje adekvatnosti kapitala kojom se osigurava preuzimanje rizika od strane banke, vec i na motivisanje banaka da razvijaju i koriste savršenije tehnike u procesu upravljanja rizikom banke.)
MATCH@E:(This means that the supervisory process is not only focused on the provision of capital adequacy which ensures that risk-taking by a bank, but also to motivate banks to develop and perfect techniques used in the risk management of banks.===>To znači da proces supervizijskog pregleda nije usmeren samo na obezbeđivanje adekvatnosti kapitala kojom se osigurava preuzimanje rizika od strane banke, već i na motivisanje banaka da razvijaju i koriste savršenije tehnike u procesu upravljanja rizikom banke. ~~~ Treći stub:)
MATCH@M:(The third pillar: market discipline, which is a framework for public publishing of the business data of the banks.===>Treci stub: Tržišna disciplina, koja predstavlja okvir za javno publikovanje poslovnih podataka banaka.)
MATCH@E:(The third pil lar: market discipline, which is a framework for public publishing of the business data of the banks.===>Tržišna disciplina, koja predstavlja okvir za javno publikovanje poslovnih podataka banaka. ment banke procenjuje i upravlja svojim rizikom.)
BAD_LINE_=============================================================
BAD_LINE_M:The third pillar: market discipline, which is a framework for public publishing of the business data of the banks.
BAD_LINE_M:Treci stub: Tržišna disciplina, koja predstavlja okvir za javno publikovanje poslovnih podataka banaka.
BAD_LINE_E:The third pil lar: market discipline, which is a framework for public publishing of the business data of the banks.
BAD_LINE_E:Tržišna disciplina, koja predstavlja okvir za javno publikovanje poslovnih podataka banaka. ment banke procenjuje i upravlja svojim rizikom.
MATCH@M:(In general, the data that the bank will publish should be consistent with the manner in which the bank management evaluates and manages its risk.===>U principu, podaci koje ce banka da obelodani trebalo bi da budu konzistentni sa nacinom na koji menadžment banke procenjuje i upravlja svojim rizikom.)
MATCH@E:(In general, the data that the bank will publish should be consistent with the manner in which the bank management evaluates and manages its risk.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In general, the data that the bank will publish should be consistent with the manner in which the bank management evaluates and manages its risk.
BAD_LINE_M:U principu, podaci koje ce banka da obelodani trebalo bi da budu konzistentni sa nacinom na koji menadžment banke procenjuje i upravlja svojim rizikom.
BAD_LINE_E:In general, the data that the bank will publish should be consistent with the manner in which the bank management evaluates and manages its risk.
BAD_LINE_E:
MATCH@M:(The publishing of certain sets of business data should provide more effective public information on the types and extent of risks to which the bank is exposed, and provide a consistent and clear basis for comparison, which will result in a more advanced system of risk management and greater security in the financial markets.===>Obelodanjivanje odredenog seta poslovnih podataka trebalo bi da obezbedi efikasnije informisanje javnosti o vrstama i obimu rizika kojima je banka izložena, i omoguci usaglašenu i jasnu osnovu za uporedivanje, koja ce rezultirati u naprednijem sistemu upravljanja rizikom i vecoj sigurnosti na finansijskom tržištu.)
MATCH@E:(The publishing of certain sets of business data should provide more effective public information on the types and extent of risks to which the bank is exposed, and provide a consistent and clear basis for comparison, which will result in a more advanced system of risk management and greater security in the financial markets.===>Obelodanjivanje određenog seta poslovnih podataka trebalo bi da obezbedi efikasnije informisanje javnosti o vrstama i obimu rizika kojima je banka izložena, i omogući usaglašenu i jasnu osnovu za upoređivanje, koja će rezultirati u naprednijem sistemu upravljanja rizikom i većoj sigurnosti na finansijskom tržištu.)
MATCH@M:(Parallel in the EU are the activities in the stronger implementation of Basel II and rounding of the single market of financial services (a key factor in the development and modernization of the entire financial system and economy the EU as a whole) mainly through the unification of legal rules.===>Paralelno u EU teku aktivnosti na cvršcoj implementaciji Bazela II i zaokruživanja jedinstvenog tržišta fi-nansijskih usluga (kljucni faktor u razvoju i modernizaciji celokupnog finansijskog sitema i privrede EU kao celine) prvenstveno putem unifikacije pravnih pravila.)
MATCH@E:(Parallel in the EU are the activities in the stronger implementation of Basel II and rounding of the single market of financial services (a key factor in the development and modernization of the entire financial system and economy the EU as a whole) mainly through the unification of legal rules.===>Paralelno u EU teku aktivnosti na čvršćoj implementaciji Bazela II i zaokruživanja jedinstvenog tržišta finansijskih usluga (ključni faktor u razvoju i modernizaciji celokupnog finansijskog sitema i privrede EU kao celine) prvenstveno putem unifikacije pravnih pravila.)
MATCH@M:(EU common market seeks the affirmation of the completion of the four great freedoms: freedom of movement of persons, goods, services and capital.===>Zajednicko tržište EU teži afirmisanju i dovršenju cetiri velike slobode: sloboda kretanja lica, roba, usluga i kapitala.)
MATCH@E:(EU common market seeks the affirmation of the completion of the four great freedoms: freedom of movement of persons, goods, services and capital.===>Zajedničko tržište EU teži afirmisanju i dovršenju četiri velike slobode: sloboda kretanja lica, roba, usluga i kapitala.)
MATCH@M:(The fourth freedom is circled at the least rate and for the last few years has been the focus of the European institutions.===>Cetvrta sloboda je u najmanjoj me-ri zaokružena te je poslednjih godina bila u fokusu evropskih institucija.)
MATCH@E:(The fourth freedom is circled at the least rate and for the last few years has been the focus of the European institutions.===>Četvrta sloboda je u najmanjoj meri zaokružena te je poslednjih godina bila u fokusu evropskih institucija.)
MATCH@M:(Integration of financial markets is a key factor in the development and modernization of the entire financial system and economy as a whole.===>Integracija finansijskih tržišta je kljucni faktor u razvoju i modernizaciji celokupnog fi-nansijskog sitema i privrede kao celine.)
MATCH@E:(Integration of financial markets is a key factor in the development and modernization of the entire financial system and economy as a whole.===>Integracija finansijskih tržišta je ključni faktor u razvoju i modernizaciji celokupnog finansijskog sitema i privrede kao celine.)
MATCH@M:(EU member states should by the end of November 2010 create a single payment area (Single Payment Area).===>Clanice EU bi trebalo da do kraja novembra 2010. godine stvore jedinstveno platno podrucje (Single Payment Area).)
MATCH@E:(EU member states should by the end of November 2010 create a single payment area (Single Payment Area).===>Članice EU bi trebalo da do kraja novembra 2010. godine stvore jedinstveno platno područje (Single Payment Area).)
MATCH@M:(EU members are currently working on the harmonization of regulations related to the movement of capital, appropriate financial structures, tax treatment, competition policy, consumer protection policy, and in the field of payment (clearing and settlement).===>Trenutno clanice EU rade na harmonizaciji propisa vezanih za kretanje kapitala, odgovarajuce finansijske strukture, poreski tretman, politiku konkurencije, politiku zaštite potrošaca, i u oblasti placanja (kliring i saldiranje).)
MATCH@E:(EU members are currently working on the harmonization of regulations related to the movement of capital, appropriate financial structures, tax treatment, competition policy, consumer protection policy, and in the field of payment (clearing and settlement).===>Trenutno članice EU rade na harmonizaciji propisa vezanih za kretanje kapitala, odgovarajuće finansijske strukture, poreski tretman, politiku konkurencije, politiku zaštite potrošača, i u oblasti plaćanja (kliring i saldiranje).)
MATCH@M:(EU countries have passed 42 legislative measures and a variety of different directives.===>Clanice EU su donele 42 zakonodavne mere i razlicite razlicite direktive.)
MATCH@E:(EU countries have passed 42 legislative measures and a variety of different directives.===>Članice EU su donele 42 zakonodavne mere i različite različite direktive.)
MATCH@M:(The most significant is the MiFID Directive (Markets in Financial Instrumenst Directive) amending the existing Investment Services Directive and allowing the companies that are registered in one member state to conduct business freely throughout the EU - the so-called single passport.===>Najzancajnija je MiFID direktiva (Markets in Financial Instrumenst Directive) kojom se menja postojeca Investment Services Directive i omogucava firmama koje su registrovane u jednoj državi clanici da nesmetano obavljaju delatnost u ce-loj EU - tzv. single passport.)
MATCH@E:(The most significant is the MiFID Directive (Markets in Financial Instrumenst Directive) amending the existing Investment Services Directive and allowing the companies that are registered in one member state to conduct business freely throughout the EU - the so-called single passport.===>Najzančajnija je MiFID direktiva (Markets in Financial Instrumenst Directive) kojom se menja postojeća Investment Services Directive i omogućava firmama koje su registrovane u jednoj državi članici da nesmetano obavljaju delatnost u celoj EU tzv. single passport.)
MATCH@M:(EU establishes a minimum framework around which there is consensus, and the member states are the ones to further regulate a given area with their rerulations.===>EU utvrduje samo minimalni okvir oko koga postoji konsenzus, a na državama clanicama je da svojim propisima podrobnije urede datu oblast.)
MATCH@E:(EU establishes a minimum framework around which there is consensus, and the member states are the ones to further regulate a given area with their rerulations.===>EU utvrđuje samo minimalni okvir oko koga postoji konsenzus, a na državama članicama je da svojim propisima podrobnije urede datu oblast. 2.)
MATCH@M:(Benefits of development of the banking market in Serbia in the past, is the dependence and conditionality on socio-political situation and economic changes in the country.===>Prepoznatljivost razvoja bankarskog tržišta u Srbiji u prethodnom periodu, jeste zavisnost i uslovljenost društveno-politickom situacijom i ekonomskim pro-menama u zemlji.)
MATCH@E:(2. ~~~ The banking market of the rRepublic of Serbia Benefits of development of the banking market in Serbia in the past, is the dependence and conditionality on socio-political situation and economic changes in the country.===>Bankarsko tržište Republike Srbije Prepoznatljivost razvoja bankarskog tržišta u Srbiji u prethodnom periodu, jeste zavisnost i uslovljenost društveno-političkom situacijom i ekonomskim promenama u zemlji.)
MATCH@M:(Also, a unique feature for the entire period of development of the banking market in the country, is that the banks and credit survive as an indispensable entity of the financial and economic system.===>Takode, jedinstvena karakteristika za celokupan period razvoja bankarskog tržišta u zemlji, jeste, da su banke i kredit opstale kao nezamen-ljiv subjekat finansijskog i privrednog sistema.)
MATCH@E:(Also, a unique feature for the entire period of development of the banking market in the country, is that the banks and credit survive as an indispensable entity of the financial and economic system.===>Takođe, jedinstvena karakteristika za celokupan period razvoja bankarskog tržišta u ze U principu, podaci koje će banka da obelodani trebalo bi da budu konzistentni sa načinom na koji menadž 1 Direktive, kao najažniji dokumenti EU, pri harmonizaciji zakonodavstava, su bazirane na Bazelu II. mlji, jeste, da su banke i kredit opstale kao nezamenljiv subjekat finansijskog i privrednog sistema.)
BAD_LINE_=============================================================
BAD_LINE_M:Also, a unique feature for the entire period of development of the banking market in the country, is that the banks and credit survive as an indispensable entity of the financial and economic system.
BAD_LINE_M:Takode, jedinstvena karakteristika za celokupan period razvoja bankarskog tržišta u zemlji, jeste, da su banke i kredit opstale kao nezamen-ljiv subjekat finansijskog i privrednog sistema.
BAD_LINE_E:Also, a unique feature for the entire period of development of the banking market in the country, is that the banks and credit survive as an indispensable entity of the financial and economic system.
BAD_LINE_E:Takođe, jedinstvena karakteristika za celokupan period razvoja bankarskog tržišta u ze U principu, podaci koje će banka da obelodani trebalo bi da budu konzistentni sa načinom na koji menadž 1 Direktive, kao najažniji dokumenti EU, pri harmonizaciji zakonodavstava, su bazirane na Bazelu II. mlji, jeste, da su banke i kredit opstale kao nezamenljiv subjekat finansijskog i privrednog sistema.
MATCH@M:(The period of transition in Serbia began in 1992, but the most significant changes take place after the political changes in 2000 when there are conditions for the arrival of foreign investors.===>Period tranzicije u Republici Srbiji pocinje 1992. godine, ali se najznacajnije promene dešavaju posle politickih promena 2000. godine, kada se stvaraju uslovi za dolazak stranih investitora.)
MATCH@E:(The period of transition in Serbia began in 1992, but the most significant changes take place after the political changes in 2000 when there are conditions for the arrival of foreign investors.===>Period tranzicije u Republici Srbiji počinje 1992. godine, ali se najznačajnije promene dešavaju posle političkih promena 2000. godine, kada se stvaraju uslovi za dolazak stranih investitora.)
MATCH@M:(A transition period in the development of the country begins, which includes a variety of turbulence.===>Pocinje tranzicioni period u razvoju države, koji podrazumeva razlicite turbulencije.)
MATCH@E:(A transition period in the development of the country begins, which includes a variety of turbulence.===>Počinje tranzicioni period u razvoju države, koji podrazumeva različite turbulencije.)
MATCH@M:(The fastest growth is in the banking sector.===>Najbrži rast doživljava bankarski sektor.)
MATCH@E:(The fastest growth is in the banking sector.===>Najbrži rast doživljava bankarski sektor.)
MATCH@M:(Legislation goes towards supporting the development of domestic banking and adaptation to modern trends.===>Zakonska regulativa ide u pravcu podrške razvoja domaceg bankarstva i prilagodavanja savremenim trendovima.)
MATCH@E:(Legislation goes towards supporting the development of domestic banking and adaptation to modern trends.===>Zakonska regulativa ide u pravcu podrške razvoja domaćeg bankarstva i prilagođavanja savremenim trendovima.)
MATCH@M:(The transformation of banks, includes changes in property relations, the organization, management, finance, human resources and monitoring of modern technology.===>Transformacija banaka, podrazumeva promene u svojinskim odnosima, nacinu organizovanja, upravljanja, finansijama, ljudskim resursima i pracenju savremenih tehnologija.)
MATCH@E:(The transformation of banks, includes changes in property relations, the organization, management, finance, human resources and monitoring of modern technology.===>Transformacija banaka, podrazumeva promene u svojinskim odnosima, načinu organizovanja, upravljanja, finansijama, ljudskim resursima i praćenju savremenih tehnologija.)
MATCH@M:(All these changes are aimed at more efficient operations, the creation of quality banking products, meeting the needs, demands and desires of contemporary users of bank services, raising the level of services / products, and thus achieving greater profits.===>Sve te promene imaju za cilj efikasnije poslovanje, stvaranje kvalitetnog bankarskog proizvoda, zadovoljavanje potreba, zahteva i želja savremenih korisnika bankarskih usluga, podizanje nivoa usluge/proizvoda, a samim tim i ostvarivanje veceg profita.)
MATCH@E:(All these changes are aimed at more efficient operations, the creation of quality banking products, meeting the needs, demands and desires of contemporary users of bank services, raising the level of services / products, and thus achieving greater profits.===>Sve te promene imaju za cilj efikasnije poslovanje, stvaranje kvalitetnog bankarskog proizvoda, zadovoljavanje potreba, zahteva i želja savremenih korisnika bankarskih usluga, podizanje nivoa usluge/proizvoda, a samim tim i ostvarivanje većeg profita.)
MATCH@M:(The transformation process is complete and it makes sense if all its parts are implemented, ie. ownership, management, organizational, technological, financial and human resource transformation.===>Proces transformacije je kompletan i ima smisla ako se sprovedu svi njeni delovi tj. vlasnicka, upravljacka, organizaciona, tehnološka, finansijska i kadrovska transformacija.)
MATCH@E:(The transformation process is complete and it makes sense if all its parts are implemented, ie. ownership, management, organizational, technological, financial and human resource transformation.===>Proces transformacije je kompletan i ima smisla ako se sprovedu svi njeni delovi tj. vlasnička, upravljačka, organizaciona, tehnološka, finansijska i kadrovska transformacija.)
MATCH@M:(Only transformation carried out in all its aspects, will contribute to more rapid development of market economy and increase the level of competition.===>Samo transformacija sprovedena u svim svojim segmentima, doprinece bržem razvoju tržišne privrede i povecati nivo konkurencije.)
MATCH@E:(Only transformation carried out in all its aspects, will contribute to more rapid development of market economy and increase the level of competition.===>Samo transformacija sprovedena u svim svojim segmentima, doprineće bržem razvoju tržišne privrede i povećati nivo konkurencije.)
MATCH@M:(When there is talk about transformation of the domestic banking system, it refers to its recovery, the entry of foreign capital and financial market development.===>Kada se govori o transformaciji domaceg bankarskog sistema podrazumeva se njegova sanacija, ulazak inostranog kapitala i razvoj finansijskih tržišta.)
MATCH@E:(When there is talk about transformation of the domestic banking system, it refers to its recovery, the entry of foreign capital and financial market development.===>Kada se govori o transformaciji domaćeg bankarskog sistema podrazumeva se njegova sanacija, ulazak inostranog kapitala i razvoj finansijskih tržišta.)
MATCH@M:(This means: the maintaining of restrictive monetary policy by central banks, increasing the degree of independence of central banks, the introduction of hard budget constraints in state spending, recovery of the banking system and privatization of banks, opening for entry of foreign banks and other financial institutions and the introduction of hard budget constraints in companies.===>To znaci: vodenje restriktivne monetarne politike od strane centralne banke, povecanje stepena samostalnosti centralne banke, uvodenje cvrstog budžetskog ogranicenja u trošenju države, sanacija bankarskog sistema i privatizacija banaka, otvaranje za ulazak inostranih banaka i drugih finansijskih institucija i uvodenje cvrstog budžetskog ogranicenja kod kompanija.)
MATCH@E:(This means: the maintaining of restrictive monetary policy by central banks, increasing the degree of independence of central banks, the introduction of hard budget constraints in state spending, recovery of the banking system and privatization of banks, opening for entry of foreign banks and other financial institutions and the introduction of hard budget constraints in companies.===>To znači: vođenje restriktivne monetarne politike od strane centralne banke, povećanje stepena samostalnosti centralne banke, uvođenje čvrstog budžetskog ograničenja u trošenju države, sanacija bankarskog sistema i privatizacija banaka, otvaranje za ulazak inostranih banaka i drugih finansijskih institucija i uvođenje čvrstog budžetskog ograničenja kod kompanija.)
MATCH@M:(Commitment to a market orientation involves improving management functions at the level of banks, which contributes to adequate credit and risk analysis, the introduction of internal quality control, proper management and monitoring of assets and liabilities of banks.===>Opredeljenost za tržišnu orijentisanost podrazumeva poboljšanje menadžment funkcije na nivou banaka, koja doprinosi adekvatnoj analizi kredita i rizika, uvodenju kvalitetne interne kontrole, adekvatnom vodenju i pracenju aktive i pasive banaka.)
MATCH@E:(Commitment to a market orientation involves improving management functions at the level of banks, which contributes to adequate credit and risk analysis, the introduction of internal quality control, proper management and monitoring of assets and liabilities of banks.===>Opredeljenost za tržišnu orijentisanost podrazumeva poboljšanje menadžment funkcije na nivou banaka, koja doprinosi adekvatnoj analizi kredita i rizika, uvođenju kvalitetne interne kontrole, adekvatnom vođenju i praćenju aktive i pasive banaka.)
MATCH@M:(Objective process runs in parallel with the process of financial market development in transition countries.===>Predmetni proces tece paralelno sa procesom razvoja finansijskih tržišta zemalja u tranziciji.)
MATCH@E:(Objective process runs in parallel with the process of financial market development in transition countries.===>Predmetni proces teče paralelno sa procesom razvoja finansijskih tržišta zemalja u tranziciji.)
MATCH@M:(Currently there are 34 banks operating in Serbia, 20 of which are foreign-owned banks that participate with 76% of the total balance amount i.e. 60% of the total equity of the banking sector3.===>Trenutno u Srbiji posluje 34 banke od cega je 20 banaka u stranom vlasništvu odnosno ucestvuju sa 76% u ukupnoj bilansnoj sumi odnosno sa 60% u ukupnom kapitalu bankarskog sektora.)
MATCH@E:(Currently there are 34 banks operating in Serbia, 20 of which are foreign-owned banks that participate with 76% of the total balance amount i.e. 60% of the total equity of the banking sector3. ~~~ On the domestic banking market there is an extremely high level of competition.===>Trenutno u Srbiji posluje 34 banke od čega je 20 banaka u stranom vlasništvu odnosno učestvuju sa 76% u ukupnoj bilansnoj sumi odnosno sa 60% u ukupnom kapitalu bankarskog sektora.3 Na domaćem bankarskom tržištu je prisutan izuzetno visok nivo konkurencije.)
MATCH@M:(The first five banks (in terms of total assets and invested credits) have 46% of the market share (e.g. in Croatia, the first two banks have that percentage of the participation), while the top twelve banks have 69% of the market share.===>Prvih pet banaka (u pogledu bilansne sume i plasiranih kredita) poseduje 46% tržišnog ucešca (npr. u Hrvatskoj prve dve banke posedu-ju toliki procenat ucešca), dok prvih dvanaest banaka poseduje 69% tržišnog ucešca.)
MATCH@E:(The first five banks (in terms of total assets and invested credits) have 46% of the market share (e.g. in Croatia, the first two banks have that percentage of the participation), while the top twelve banks have 69% of the market share.===>Prvih pet banaka (u pogledu bilansne sume i plasiranih kredita) poseduje 46% tržišnog učešća (npr. u Hrvatskoj prve dve banke poseduju toliki procenat učešća), dok prvih dvanaest banaka poseduje 69% tržišnog učešća.)
MATCH@M:(Two banks on the first place have more than 10% market share.===>Dve prvoplasirane banke poseduju preko 10% tržišnog ucešca.)
MATCH@E:(Two banks on the first place have more than 10% market share.===>Dve prvoplasirane banke poseduju preko 10% tržišnog učešća.)
MATCH@M:(In early 2000 in our country there were 108 operating banks, which indicates that the number of banks decreases, and that same trend will continue in the future.===>Pocetkom 2000. godine u našoj zemlji je poslovalo 108 banaka, što govori da se broj banaka smanjuje i da ce isti trend biti nastavljen u buducnosti.)
MATCH@E:(In early 2000 in our country there were 108 operating banks, which indicates that the number of banks decreases, and that same trend will continue in the future.===>Početkom 2000. godine u našoj zemlji je poslovalo 108 banaka, što govori da se broj banaka smanjuje i da će isti trend biti nastavljen u budućnosti.)
MATCH@M:(On the one hand, the state does the integration of banks that are state owned (with the aim to create a development bank), while on the other hand there is a takeover of banks in private hands, both at local and regional level.===>S jedne strane, država vrši integraciju banaka koje su u državnom vlasništvu (sa ciljem da stvori razvojnu banku), dok s druge strane dolazi do preuzimanja banaka, u privatnom vlasništvu, kako na lokalnom tako i na regionalnom nivou.)
MATCH@E:(On the one hand, the state does the integration of banks that are state owned (with the aim to create a development bank), while on the other hand there is a takeover of banks in private hands, both at local and regional level.===>S jedne strane, država vrši integraciju banaka koje su u državnom vlasništvu (sa ciljem da stvori razvojnu banku), dok s druge strane dolazi do preuzimanja banaka, u privatnom vlasništvu, kako na lokalnom tako i na regionalnom nivou.)
MATCH@M:(It is important to emphasize that the majority of foreign banks coming to Serbia pointed out that they want to win the minimum 10% of market share, which in the current framework for those who came later can only be achieved by buying other domestic banks, but not organic growth.===>Bitno je naglasiti da je vecina stranih banaka dolaskom u Srbiju nagovestila da želi da osvoji minimum 10% tržišnog ucešce, što se u trenutnim okvirima za one koji su malo kasnije došli može ostvariti samo kupovinom druge domace banke, ali ne i organskim rastom.)
MATCH@E:(It is important to emphasize that the majority of foreign banks coming to Serbia pointed out that they want to win the minimum 10% of market share, which in the current framework for those who came later can only be achieved by buying other domestic banks, but not organic growth.===>Bitno je naglasiti da je većina stranih banaka dolaskom u Srbiju nagovestila da želi da osvoji minimum 10% tržišnog učešće, što se u trenutnim okvirima za one koji su malo kasnije došli može ostvariti samo kupovinom druge domaće banke, ali ne i organskim rastom.)
MATCH@M:(The profit for the banking sector amounted to 34.9 billions of dinars (8 banks operated with a loss).===>Dobit bankarskog sektora je iznosila 34,9 milijardi dinara (8 banaka je poslovalo sa gubitkom).)
MATCH@E:(The profit for the banking sector amounted to 34.9 billions of dinars (8 banks operated with a loss).===>Dobit bankarskog sektora je iznosila 34,9 milijardi dinara (8 banaka je poslovalo sa gubitkom).)
MATCH@M:(Domestic banks are well capitalized, allowing the NBS to have the proactive measures ready for the first and second wave of global economic crisis.===>Domace banke su dobro kapitalizovane, što je omogucilo da se uz proaktivne mere NBS spremno docekaju prvi i drugi talas svetske ekonomske krize.)
MATCH@E:(Domestic banks are well capitalized, allowing the NBS to have the proactive measures ready for the first and second wave of global economic crisis.===>Domaće banke su dobro kapitalizovane, što je omogućilo da se uz proaktivne mere NBS spremno dočekaju prvi i drugi talas svetske ekonomske krize.)
MATCH@M:(Total capital of the banking sector on 31/12/2008 amounted to 4879 million.===>Ukupan kapital bankarskog sektora na dan 31.12.2008. je iznosio 4.879 miliona eura.)
MATCH@E:(Total capital of the banking sector on 31/12/2008 amounted to 4879 million.===>S druge strane problemi sa kojima se susreću banke u državno-planskoj privredi jeste efikasnost upotrebe finansijskih sredstava, problematika obezbeđenja izvora finansiranja, i nagomilani problemi gubici i dubioze. 3 Izvor: web site Udruženja banaka Srbije i Narodne banke Srbije. iznosio 4.879 miliona eura.)
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BAD_LINE_M:Total capital of the banking sector on 31/12/2008 amounted to 4879 million.
BAD_LINE_M:Ukupan kapital bankarskog sektora na dan 31.12.2008. je iznosio 4.879 miliona eura.
BAD_LINE_E:Total capital of the banking sector on 31/12/2008 amounted to 4879 million.
BAD_LINE_E:S druge strane problemi sa kojima se susreću banke u državno-planskoj privredi jeste efikasnost upotrebe finansijskih sredstava, problematika obezbeđenja izvora finansiranja, i nagomilani problemi gubici i dubioze. 3 Izvor: web site Udruženja banaka Srbije i Narodne banke Srbije. iznosio 4.879 miliona eura.
MATCH@M:(Capital adequacy is 23% on 31/12/2008.===>Koeficijent adekvatnosti kapitala je 23% na dan 31.12.2008.)
MATCH@E:(Capital adequacy is 23% on 31/12/2008.===>Koeficijent adekvatnosti kapitala je 23% na dan 31.12.2008.)
MATCH@M:(If there should an account be made of the ratio according to Basel II, it would amount to 19% (according to analysis of NBS), which is significantly higher than the EU countries (average of 8% -10%) and environment (15%).===>Ukoliko bi se izvršio prepracun koeficijenta u skladu sa Bazelom II, iznosio bi 19% (prema proracunu NBS), što je znatno više od zemalja EU (u proseku 8%-10%) i okruženja (oko 15%).)
MATCH@E:(If there should an account be made of the ratio according to Basel II, it would amount to 19% (according to analysis of NBS), which is significantly higher than the EU countries (average of 8% -10%) and environment (15%).===>Ukoliko bi se izvršio prepračun koeficijenta u skladu sa Bazelom II, iznosio bi 19% (prema proračunu NBS), što je znatno više od zemalja EU (u proseku 8%-10%) i okruženja (oko 15%).)
MATCH@M:(Also, in the previous year there was a high level of collection of loans invested.===>Takode, je u prethodnoj godini bio visok stepen naplate plasiranih kredita.)
MATCH@E:(Also, in the previous year there was a high level of collection of loans invested.===>Takođe, je u prethodnoj godini bio visok stepen naplate plasiranih kredita.)
MATCH@M:(In 2008 the degree of nonpayment claims in the area of population amounted to 1.5%, while the level of nonpayment claims in the area of the legal entities amounted to 6.3%.===>Tokom 2008. godine stepen nenaplate potraživanja u segmentu stanovništa je iznosio 1,5%, dok je stepen nenaplate potraživanja u segmentu pravnih lica iznosio 6,3%.)
MATCH@E:(In 2008 the degree of nonpayment claims in the area of population amounted to 1.5%, while the level of nonpayment claims in the area of the legal entities amounted to 6.3%.===>Tokom 2008. godine stepen nenaplate potraživanja u segmentu stanovništa je iznosio 1,5%, dok je stepen nenaplate potraživanja u segmentu pravnih lica iznosio 6,3%.)
MATCH@M:(It should be noted that in the previous period, business banks mostly played with the level of reservation in the sense that they released them, to show better business results (since 31/12/2006).===>Trebalo bi imati u vidu da su se u prethodnom periodu poslovne banke najviše igrale sa nivoom rezervacija u smislu da su ih otpuštale, kako bi prikazale što bolji poslovni rezultat (od 31.12.2006.).)
MATCH@E:(It should be noted that in the previous period, business banks mostly played with the level of reservation in the sense that they released them, to show better business results (since 31/12/2006).===>Trebalo bi imati u vidu da su se u prethodnom periodu poslovne banke najviše igrale sa nivoom rezervacija u smislu da su ih otpuštale, kako bi prikazale što bolji poslovni rezultat (od 31.12.2006.).)
MATCH@M:(Also, the level of reservation indicates that banks have not adequately classified their placement, or did not implement an appropriate percentage of reservation for a specific placement.===>Takode, nivo rezervacija nam ukazuje da banke ili nisu adekvatno klasifiko-vale svoje plasmane ili nisu primenile odgovarajuci procenat rezervacije po konkretnom plasmanu.)
MATCH@E:(Also, the level of reservation indicates that banks have not adequately classified their placement, or did not implement an appropriate percentage of reservation for a specific placement.===>Takođe, nivo rezervacija nam ukazuje da banke ili nisu adekvatno klasifikovale svoje plasmane ili nisu primenile odgovarajući procenat rezervacije po konkretnom plasmanu.)
MATCH@M:(Domestic banks earn very high salaries in the repo business (as much as 30% of placements of banks located in these matters), indicating their exclusive orientation toward the profit (given the fact that placements bring to customers less returns and carry greater risks) and selfishness.===>Domace banke ostvaruju izuzetno visoke zarade iz re-po-poslova (cak 30% plasmana banaka se nalazi u ovim poslovima), što ukazuje na njihovu iskljucivu or-jentaciju ka zaradi (s obzirom na to da plasmani klijentima nose manje prinose i vece rizike) i sebicnost.)
MATCH@E:(Domestic banks earn very high salaries in the repo business (as much as 30% of placements of banks located in these matters), indicating their exclusive orientation toward the profit (given the fact that placements bring to customers less returns and carry greater risks) and selfishness.===>Domaće banke ostvaruju izuzetno visoke zarade iz repo-poslova (čak 30% plasmana banaka se nalazi u ovim poslovima), što ukazuje na njihovu isključivu orjentaciju ka zaradi (s obzirom na to da plasmani klijentima nose manje prinose i veće rizike) i sebičnost.)
MATCH@M:(At the same time, there is a high level of cross-border credits granted directly to local legal entities through the head offices of domestic banks with foreign capital or specially established investment funds in particular countries with which Serbia has signed an agreement on avoidance of double taxation.===>Istovremeno, je visok nivo prekogranicnih (cross border) kredita odobren direktno domacim pravnim licima preko centrala domacih banaka sa stranim kapitalom ili posebno osnovanih investicionih fondova u zemljama sa kojim Srbija ima potpisan sporazum o izbe-gavanju dvostrukog oporezivanja.)
MATCH@E:(At the same time, there is a high level of cross-border credits granted directly to local legal entities through the head offices of domestic banks with foreign capital or specially established investment funds in particular countries with which Serbia has signed an agreement on avoidance of double taxation.===>Istovremeno, je visok nivo prekograničnih (cross border) kredita odobren direktno domaćim pravnim licima preko centrala domaćih banaka sa stranim kapitalom ili posebno osnovanih investicionih fondova u zemljama sa kojim Srbija ima potpisan sporazum o izbegavanju dvostrukog oporezivanja.)
MATCH@M:(As on 31/12/2008 the companies have accumulated amount of foreign debt of about 11.5 billion euros, an increase of 350% for a period of three years (40% placed cross-border loans went through two commercial banks).===>Na dan 31.12.2008. godine preduzeca su akumulirala iznos spoljnog duga od oko 11,5 milijardi eura, što predstavlja rast od 350% za period od tri godine (40% plasiranih cross border kredita je išlo preko dve poslovne banke).)
MATCH@E:(As on 31/12/2008 the companies have accumulated amount of foreign debt of about 11.5 billion euros, an increase of 350% for a period of three years (40% placed cross-border loans went through two commercial banks)4.===>Na dan 31.12.2008. godine preduzeća su akumulirala iznos spoljnog duga od oko 11,5 milijardi eura, što predstavlja rast od 350% za period od tri godine (40% plasiranih cross border kredita je išlo preko dve poslovne banke).)
MATCH@M:(It is important to note that the growth rate of the placed housing loans in ratio to the growth of national gross domestic product (2.9%) indicates that Serbia is in the early phase of transition of the financial sector (due to the fact that the indicator in the EU countries is on average 50%).===>Bitno je napomenuti da nivo rasta plasiranih stambenih kredita u odnosu na rast domaceg društvenog bruto proizvoda (2,9%) ukazuje da na to se Srbija nalazi u ranoj fazi tranzicije finansijskog sektora (s obzirom na to da ovaj pokazatelj u zemljama EU iznosi u pro-seku 50%).)
MATCH@E:(It is important to note that the growth rate of the placed housing loans in ratio to the growth of national gross domestic product (2.9%) indicates that Serbia is in the early phase of transition of the financial sector (due to the fact that the indicator in the EU countries is on average 50%)5.===>Bitno je napomenuti da nivo rasta plasiranih stambenih kredita u odnosu na rast domaćeg društvenog bruto proizvoda (2,9%) ukazuje da na to se Srbija nalazi u ranoj fazi tranzicije finansijskog sektora (s obzirom na to da ovaj pokazatelj u zemljama EU iznosi u proseku 50%).)
MATCH@M:(It is important that local banks are organized in a modern way, arranged by the example of the EU and the rules of the Basel Agreement, and have electronic equipment and generally professional staff.===>Važno je naglasiti da su domace banke organizovane na savremen nacin, ureden po ugledu na EU i pravila Bazelskog sporazuma, i raspolažu elektronskom opremom i uglavnom profesionalnim kadrom.)
MATCH@E:(It is important that local banks are organized in a modern way, arranged by the example of the EU and the rules of the Basel Agreement, and have electronic equipment and generally professional staff.===>Važno je naglasiti da su domaće banke organizovane na savremen način, uređen po ugledu na EU i pravila Bazelskog sporazuma, i raspolažu elektronskom opremom i uglavnom profesionalnim kadrom.)
MATCH@M:(The problems faced by domestic banks are inefficient management, quality management team and the leadership, knowledge of banking processes and technologies, required additional knowledge in management and the increase the degree of risk.===>Problemi sa kojima se susrecu domace banake su: neefikasno upravljanje, kvalitet menadžment tima i li-derstvo, poznavanje procesa i bankarske tehnologije, neophodna dodatna znanja iz menadžmenta i povecanje stepena rizika.)
MATCH@E:(The problems faced by domestic banks are inefficient management, quality management team and the leadership, knowledge of banking processes and technologies, required additional knowledge in management and the increase the degree of risk.===>Problemi sa kojima se susreću domaće banake su: neefikasno upravljanje, kvalitet menadžment tima i liderstvo, poznavanje procesa i bankarske tehnologije, neophodna dodatna znanja iz menadžmenta i povećanje stepena rizika.)
MATCH@M:(Key issues for effective management of domestic banks are: the ability to change management, strategic planning and strategic management approach, flexible organizational structure and a strong marketing orientation.===>Kljucni problemi za efikasno upravljanje domacim bankama su: sposobnost upravljanja promenama, strateško planiranje i strateški menadžment pristup, fleksibilna organizaciona struktura i snažna marketing orjentacija.)
MATCH@E:(Key issues for effective management of domestic banks are: the ability to change management, strategic planning and strategic management approach, flexible organizational structure and a strong marketing orientation.===>Ključni problemi za efikasno upravljanje domaćim bankama su: sposobnost upravljanja promenama, strateško planiranje i strateški menadžment pristup, fleksibilna organizaciona struktura i snažna marketing orjentacija.)
MATCH@M:(In 2009 level of credits in the use of is slowly growing, both in the segment of the population and economy, thanks to the stimulating and pro-active measures of the NBS to support credit activity of banks and to relax the borrowers who have come to the problem of loan repayment.===>U 2009. godini nivo kredita u korišcenju lagano raste, i u segmentu stanovništva i u segmentu privrede, zahvaljujuci stimulativnim i proaktivnim merama NBS da podrži kreditnu aktivnost banaka i relaksira korisnike kredita koji su došli u problem otplate kredita.)
MATCH@E:(In 2009 level of credits in the use of is slowly growing, both in the segment of the population and economy, thanks to the stimulating and pro-active measures of the NBS to support credit activity of banks and to relax the borrowers who have come to the problem of loan repayment.===>U 2009. godini nivo kredita u korišćenju lagano raste, i u segmentu stanovništva i u segmentu privrede, zahvaljujući stimulativnim i proaktivnim merama NBS da podrži kreditnu aktivnost banaka i relaksira korisnike kredita koji su došli u problem otplate kredita.)
MATCH@M:(1. reduced liquidity as a result of the way of funding in previous years (which will result in difficult servicing obligations to banks and business partners).===>1. smanjenom likvidnošcu, kao rezultat nacina finansi-ranja u prethodnim godinama (što ce rezultirati otežanim servisiranjem obaveza ka bankama i poslovnim partnerima).)
MATCH@E:(However, the economy and population are faced with: 1. reduced liquidity as a result of the way of funding in previous years (which will result in difficult servicing obligations to banks and business partners).===>Međutim, i privreda i stanovništvo se suočavaju sa: ~~~ 1. smanjenom likvidnošću, kao rezultat načina finansiranja u prethodnim godinama (što će rezultirati otežanim servisiranjem obaveza ka bankama i poslovnim partnerima).)
MATCH@M:(In terms of reduced liquidity of the real sector (as a result: reduced domestic and foreign demand, problems in the collection of outstanding claims, less availability of new sources of funding, and funding structures not adequate in previous years) servicing liability during 2009 will be subject to potential companies to renew their loans or willingness of foreign lenders to keep their exposure to Serbia, and the effects will depend on financial support to countries and international financial institutions (such as the Vienna initiative, the loan arrangement with the IMF, the support of the Government of Serbia to the economy providing subsidized credit lines to mitigate the effects of the global financial crisis in the amount of 122 billion dinars, etc.).===>U uslovima smanjenje likvidnosti realnog sektora (kao rezultat: smanjene domace i inostrane tražnje, problema u naplati potraživanja, manje dostupnosti novih izvora finansiranja, ali i neadekvan-te strukture finansiranja u prethodnim godinama) ser-visiranje obaveza tokom 2009. bice uslovljeno potencijalom preduzeca da zanovi svoje kredite odnosno spremnošcu stranih kreditora da zadrže svoju izloženost prema Srbiji, a zavisice i od efekata finansijske podrške države i medunarodnih finansijskih institucija (kao što su: Becka incijativa, kreditni aranžman sa MMF-om, podrška Vlade privredi Srbije obezbediva-njem subvencionisane kreditne linije za ublažavanje efekata svetske finansijske krize u iznosu od 122 milijarde dinara, itd.).)
MATCH@E:(In terms of reduced liquidity of the real sector (as a result: reduced domestic and foreign demand, problems in the collection of outstanding claims, less availability of new sources of funding, and funding structures not adequate in previous years) servicing liability during 2009 will be subject to potential companies to renew their loans or willingness of foreign lenders to keep their exposure to Serbia, and the effects will depend on financial support to countries and international financial institutions (such as the Vienna initiative, the loan arrangement with the IMF, the support of the Government of Serbia to the economy providing subsidized credit lines to mitigate the effects of the global financial crisis in the amount of 122 billion di 4 Source: web site of the National Bank of Serbia and the Banking, special edition No. 3 The Serbian banking 2008, The association of the banks of Serbia, Belgrade, 2009 5 Source: Wolf&McGill, Serbia Real Estate Market Projections, Belgrade, March 2008. nars, etc.).===>U uslovima smanjenje likvidnosti realnog sektora (kao rezultat: smanjene domaće i inostrane tražnje, problema u naplati potraživanja, manje dostupnosti novih izvora finansiranja, ali i neadekvante strukture finansiranja u prethodnim godinama) servisiranje obaveza tokom 2009. biće uslovljeno potencijalom preduzeća da zanovi svoje kredite odnosno spremnošću stranih kreditora da zadrže svoju izloženost prema Srbiji, a zavisiće i od efekata finansijske podrške države i međunarodnih finansijskih institucija (kao što su: ~~~ Bečka incijativa, kreditni aranžman sa MMF-om, podrška Vlade privredi Srbije obezbeđivanjem subvencionisane kreditne linije za ublažavanje efekata svetske finansijske krize u iznosu od 122 milijarde dinara, itd.).)
MATCH@M:(It should be noted that prior to the global economic crisis, banks were stable source of funding for companies.===>Trebalo bi imati u vidu da su pre svetske ekonomske krize, banke bile stabilan izvor finansiranja preduzeca.)
MATCH@E:(It should be noted that prior to the global economic crisis, banks were stable source of funding for companies6.===>Trebalo bi imati u vidu da su pre svetske ekonomske krize, banke bile stabilan izvor finansiranja preduzeća.6 4 Izvor: web site Narodne banke Srbije i Bankarstvo, specijalno izdanje br. 3.)
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BAD_LINE_M:It should be noted that prior to the global economic crisis, banks were stable source of funding for companies.
BAD_LINE_M:Trebalo bi imati u vidu da su pre svetske ekonomske krize, banke bile stabilan izvor finansiranja preduzeca.
BAD_LINE_E:It should be noted that prior to the global economic crisis, banks were stable source of funding for companies6.
BAD_LINE_E:Trebalo bi imati u vidu da su pre svetske ekonomske krize, banke bile stabilan izvor finansiranja preduzeća.6 4 Izvor: web site Narodne banke Srbije i Bankarstvo, specijalno izdanje br. 3.
MATCH@M:(2. increased currency (the basic element of market risk), interest rate and credit risk, which affect the difficulty in payment of obligations and deteriorating the quality of the portfolio.===>2. povecanim valutnim (osnovni element tržišnog rizika), kamatnim i kreditnim rizikom, što utice na otežano placanje obaveza i pogoršanje kvaliteta portfelja.)
MATCH@E:(2. increased currency (the basic element of market risk), interest rate and credit risk, which affect the difficulty in payment of obligations and deteriorating the quality of the portfolio7.===>Postavlja se pitanja iz kojih će to izvora Republika Srbija vratiti. 2. povećanim valutnim (osnovni element tržišnog rizika), kamatnim i kreditnim rizikom, što utiče na otežano plaćanje obaveza i pogoršanje kvaliteta portfelja. 7 one i tehničko-tehnološke prirode, a olakšavaju put do ekonomičnijeg poslovanja i efikasnije upotrebe sredstava.)
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BAD_LINE_M:2. increased currency (the basic element of market risk), interest rate and credit risk, which affect the difficulty in payment of obligations and deteriorating the quality of the portfolio.
BAD_LINE_M:2. povecanim valutnim (osnovni element tržišnog rizika), kamatnim i kreditnim rizikom, što utice na otežano placanje obaveza i pogoršanje kvaliteta portfelja.
BAD_LINE_E:2. increased currency (the basic element of market risk), interest rate and credit risk, which affect the difficulty in payment of obligations and deteriorating the quality of the portfolio7.
BAD_LINE_E:Postavlja se pitanja iz kojih će to izvora Republika Srbija vratiti. 2. povećanim valutnim (osnovni element tržišnog rizika), kamatnim i kreditnim rizikom, što utiče na otežano plaćanje obaveza i pogoršanje kvaliteta portfelja. 7 one i tehničko-tehnološke prirode, a olakšavaju put do ekonomičnijeg poslovanja i efikasnije upotrebe sredstava.
MATCH@M:(Accordingly, the expected asset quality experiences deterioration (some banks on 30/06/2009 increased the level of reservation four times ), and the currency induced credit risk remains the main risk to the stability of the banking and real sectors.===>Shodno tome, kvalitet aktive doživljava ocekivano pogoršanje (neke banke su na dan 30.06.2009. cak cetiri puta povecale nivo rezervacija), a valutni indukovani kreditni rizik je i dalje osnovni rizik po stabilnost i bankarskog i realnog sektora.)
MATCH@E:(Accordingly, the expected asset quality experiences deterioration (some banks on 30/06/2009 increased the level of reservation four times ), and the currency induced credit risk remains the main risk to the stability of the banking and real sectors.===>Shodno tome, kvalitet aktive doživljava očekivano pogoršanje (neke banke su na dan 30.06.2009. čak četiri puta povećale nivo rezervacija), a valutni indukovani kreditni rizik je i dalje osnovni rizik po stabilnost i bankarskog i realnog sektora.)
MATCH@M:(Also, there is the increase of importance of the national money market.===>Takode, se povecava znacaj domaceg tržišta novca.)
MATCH@E:(Also, there is the increase of importance of the national money market.===>Takođe, se povećava značaj domaćeg tržišta novca.)
MATCH@M:(In the first wave of the crisis, domestic commercial banks to preserve the liquidity advantage of available funds,used the free means placed in the repos in the National Bank of Serbia.===>U prvom talasu krize, domace poslovne banke su za ocuvanje likvidnosti, iskoristile slobodna sredstva plasirana u repo kod Narodne banke Srbije.)
MATCH@E:(In the first wave of the crisis, domestic commercial banks to preserve the liquidity advantage of available funds,used the free means placed in the repos in the National Bank of Serbia.===>U prvom talasu krize, domaće poslovne banke su za očuvanje likvidnosti, iskoristile slobodna sredstva plasirana u repo kod Narodne banke Srbije.)
MATCH@M:(Liquidity ratios indicate that the same one by the largest number of banks is between 1.5 and 2.5 which should confirm a satisfactory level of liquidity.===>Pokazatelji likvidnosti ukazuju da se isti kod najveceg broja banaka nalazi izmedu 1,5 i 2,5 što bi trebalo da potvrdi zadovoljavajuci nivo likvidnosti.)
MATCH@E:(Liquidity ratios indicate that the same one by the largest number of banks is between 1.5 and 2.5 which should confirm a satisfactory level of liquidity.===>Pokazatelji likvidnosti ukazuju da se isti kod najvećeg broja banaka nalazi između 1,5 i 2,5 što bi trebalo da potvrdi zadovoljavajući nivo likvidnosti.)
MATCH@M:(Active and passive creation of the interest rates from October 2008 was determined by the liquidity of banks.===>Kretanje aktivnih i pasivnih kamatnih stopa je od oktobra 2008. godine bilo odredeno i likvidnošcu banaka.)
MATCH@E:(Active and passive creation of the interest rates from October 2008 was determined by the liquidity of banks.===>Kretanje aktivnih i pasivnih kamatnih stopa je od oktobra 2008. godine bilo određeno i likvidnošću banaka.)
MATCH@M:(Problems with liquidity increased importance of the domestic money market.===>Problemi sa likvidnošcu su povecali važnost domaceg tržišta novca.)
MATCH@E:(Problems with liquidity increased importance of the domestic money market.===>Problemi sa likvidnošću su povećali važnost domaćeg tržišta novca.)
MATCH@M:(Banks? lending interest rates have increased due to increased risk premiums, while passive rates continue to rise.===>Aktivne kamatne stope banaka su povecane zbog povecanja premije rizika, dok su pasivne stope i dalje u porastu.)
MATCH@E:(Banks lending interest rates have increased due to increased risk premiums, while passive rates continue to rise.===>Aktivne kamatne stope banaka su povećane zbog povećanja premije rizika, dok su pasivne stope i dalje u porastu.)
MATCH@M:(Taking into account the developments in global and domestic financial market, banks should in future period focus on the collection of its outstanding claims (placed credits) and restructuring of the placement for which there is a problem of charging, as customers? delay at the start of the year increases (in the segment of legal entities is 9.7% and 3.9% in the segment of the population as of 30/11/2009).===>Uvažavajuci dešavanja na svetskom i domacem finan-sijskom tržištu, banke bi trebalo u narednom periodu da se fokusiraju na naplatu svojih potraživanja (plasiranih kredita) ili restruktuiranje plasmana kod kojih postoji problem naplate, obzirom da docnja klijenata od pocetka godine raste (u segmentu pravnih lica iznosi 9,7% odnosno 3,9% u segmentu stanovništva na dan 30.11.09).)
MATCH@E:(Taking into account the developments in global and domestic financial market, banks should in future period focus on the collection of its outstanding claims (placed credits) and restructuring of the placement for which there is a problem of charging, as customers delay at the start of the year increases (in the segment of legal entities is 9.7% and 3.9% in the segment of the population as of 30/11/2009)8. structural imbalance between banks in terms of financial strength and results of operations.===>Uvažavajući dešavanja na svetskom i domaćem finansijskom tržištu, banke bi trebalo u narednom periodu da se fokusiraju na naplatu svojih potraživanja (plasiranih kredita) ili restruktuiranje plasmana kod kojih postoji problem naplate, obzirom da docnja klijenata od početka godine raste (u segmentu pravnih lica iznosi 9,7% odnosno 3,9% u segmentu stanovništva na dan 30.11.09). ~~~ Bitno je napomenuti da su efikasnost i ekonomičnost upotebe ukupno angažovanih sredstava na nezadovoljavajućem nivou (0,05% i 0,15%), a samim tim su i niske stope prinosa na sopstveni kapital i na ukupno angažovana sredstva (8,3% i 1,97%).)
BAD_LINE_=============================================================
BAD_LINE_M:Taking into account the developments in global and domestic financial market, banks should in future period focus on the collection of its outstanding claims (placed credits) and restructuring of the placement for which there is a problem of charging, as customers? delay at the start of the year increases (in the segment of legal entities is 9.7% and 3.9% in the segment of the population as of 30/11/2009).
BAD_LINE_M:Uvažavajuci dešavanja na svetskom i domacem finan-sijskom tržištu, banke bi trebalo u narednom periodu da se fokusiraju na naplatu svojih potraživanja (plasiranih kredita) ili restruktuiranje plasmana kod kojih postoji problem naplate, obzirom da docnja klijenata od pocetka godine raste (u segmentu pravnih lica iznosi 9,7% odnosno 3,9% u segmentu stanovništva na dan 30.11.09).
BAD_LINE_E:Taking into account the developments in global and domestic financial market, banks should in future period focus on the collection of its outstanding claims (placed credits) and restructuring of the placement for which there is a problem of charging, as customers delay at the start of the year increases (in the segment of legal entities is 9.7% and 3.9% in the segment of the population as of 30/11/2009)8. structural imbalance between banks in terms of financial strength and results of operations.
BAD_LINE_E:Uvažavajući dešavanja na svetskom i domaćem finansijskom tržištu, banke bi trebalo u narednom periodu da se fokusiraju na naplatu svojih potraživanja (plasiranih kredita) ili restruktuiranje plasmana kod kojih postoji problem naplate, obzirom da docnja klijenata od početka godine raste (u segmentu pravnih lica iznosi 9,7% odnosno 3,9% u segmentu stanovništva na dan 30.11.09). ~~~ Bitno je napomenuti da su efikasnost i ekonomičnost upotebe ukupno angažovanih sredstava na nezadovoljavajućem nivou (0,05% i 0,15%), a samim tim su i niske stope prinosa na sopstveni kapital i na ukupno angažovana sredstva (8,3% i 1,97%).
MATCH@M:(It is important to note that the efficiency and effectiveness of the use of total assets are involved at the unsatisfactory level (0.05% and 0.15%), and therefore there are also low rates of profit of own capital and total assets engaged (8.3% and 1,97%).===>Bitno je napomenuti da su efikasnost i ekonomicnost upotebe ukupno angažovanih sredstava na nezadovoljavajucem nivou (0,05% i 0,15%), a samim tim su i niske stope prinosa na sopstveni kapital i na ukupno an-gažovana sredstva (8,3% i 1,97%).)
MATCH@E:(It is important to note that the efficiency and effectiveness of the use of total assets are involved at the unsatisfactory level (0.05% and 0.15%), and therefore there are also low rates of profit of own capital and total assets engaged (8.3% and 1,97%).===>)
BAD_LINE_=============================================================
BAD_LINE_M:It is important to note that the efficiency and effectiveness of the use of total assets are involved at the unsatisfactory level (0.05% and 0.15%), and therefore there are also low rates of profit of own capital and total assets engaged (8.3% and 1,97%).
BAD_LINE_M:Bitno je napomenuti da su efikasnost i ekonomicnost upotebe ukupno angažovanih sredstava na nezadovoljavajucem nivou (0,05% i 0,15%), a samim tim su i niske stope prinosa na sopstveni kapital i na ukupno an-gažovana sredstva (8,3% i 1,97%).
BAD_LINE_E:It is important to note that the efficiency and effectiveness of the use of total assets are involved at the unsatisfactory level (0.05% and 0.15%), and therefore there are also low rates of profit of own capital and total assets engaged (8.3% and 1,97%).
BAD_LINE_E:
MATCH@M:(Strengthening of the competition in the domestic market will make these differences more visible, which expands the space for summing up the domestic banks through the process of mergers, acquisitions and privatization, as ways of strengthening the capital, which carry other advantages of the organizational, technical and technological origin, and ease the way to economical operations and efficient use of resources.===>Jacanje konkurencije na domacem tržištu ce ove razlike uciniti još vidljivijim, što proširuje prostor za ukupnjavanje domacih banaka kroz proces spajanja, pripajanja i privatizacije, kao vidova bržeg kapitalnog jacanja, koji nose i druge prednosti organizacione i tehnicko-tehnološke prirode, a olakšavaju put do ekonomicnijeg poslovanja i efikasnije upotrebe sredstava.)
MATCH@E:(Strengthening of the competition in the domestic market will make these differences more visible, which expands the space for summing up the domestic banks through the process of mergers, acquisitions and privatization, as ways of strengthening the capital, which carry other advantages of the organizational, technical and technological origin, and ease the way to economical operations and efficient use of resources. ~~~ Experience shows that the state is helping the banks, not the economy.===>Opšti nivo efkisanosti poslovanja je na nižem nivou zbog postojanja visoke strukturne neravnoteže između banaka u pogledu finansijske snage i rezultata poslovanja. ~~~ Jačanje konkurencije na domaćem tržištu će ove razlike učiniti još vidljivijim, što proširuje prostor za ukupnjavanje domaćih banaka kroz proces spajanja, pripajanja i privatizacije, kao vidova bržeg kapitalnog jačanja, koji nose i druge prednosti organizaci Dosadašnje iskustvo pokazuje da je država više pomagala bankama, a ne privredi.)
BAD_LINE_=============================================================
BAD_LINE_M:Strengthening of the competition in the domestic market will make these differences more visible, which expands the space for summing up the domestic banks through the process of mergers, acquisitions and privatization, as ways of strengthening the capital, which carry other advantages of the organizational, technical and technological origin, and ease the way to economical operations and efficient use of resources.
BAD_LINE_M:Jacanje konkurencije na domacem tržištu ce ove razlike uciniti još vidljivijim, što proširuje prostor za ukupnjavanje domacih banaka kroz proces spajanja, pripajanja i privatizacije, kao vidova bržeg kapitalnog jacanja, koji nose i druge prednosti organizacione i tehnicko-tehnološke prirode, a olakšavaju put do ekonomicnijeg poslovanja i efikasnije upotrebe sredstava.
BAD_LINE_E:Strengthening of the competition in the domestic market will make these differences more visible, which expands the space for summing up the domestic banks through the process of mergers, acquisitions and privatization, as ways of strengthening the capital, which carry other advantages of the organizational, technical and technological origin, and ease the way to economical operations and efficient use of resources. ~~~ Experience shows that the state is helping the banks, not the economy.
BAD_LINE_E:Opšti nivo efkisanosti poslovanja je na nižem nivou zbog postojanja visoke strukturne neravnoteže između banaka u pogledu finansijske snage i rezultata poslovanja. ~~~ Jačanje konkurencije na domaćem tržištu će ove razlike učiniti još vidljivijim, što proširuje prostor za ukupnjavanje domaćih banaka kroz proces spajanja, pripajanja i privatizacije, kao vidova bržeg kapitalnog jačanja, koji nose i druge prednosti organizaci Dosadašnje iskustvo pokazuje da je država više pomagala bankama, a ne privredi.
MATCH@M:(Subsidized credit lines banks are taking advantage of refinancing their own loans to legal entities.===>Subvencionisane kreditne linije banke su iskoristile za refinansiranje sopstve-nih kredita pravnim licima.)
MATCH@E:(Subsidized credit lines banks are taking advantage of refinancing their own loans to legal entities.===>Subvencionisane kreditne linije banke su iskoristile za refinansiranje sopstvenih kredita pravnim licima.)
MATCH@M:(The banks have: ensured that the classification placement occurs in a lower category (and on that basis increase the reservation level), provided a better line of credit for themselves (part of the risk transferred to the state, lower credit costs - for the reserve and the margin that the state subsidizes ) and for the client (a new lower interest rate loans from the previously used), shut down the existing credit obligations on time and the issue of payment of claims prolonged to the next calendar year.===>Banke su: se obezbedile da ne izvrše klasifikaciju plasmana u nižu kategoriju (i po tom osnovu povecaju nivo rezervacija), obezbedile povoljniju kreditnu liniju i za sebe (deo rizika prebacile na državu, troškovi kredita niži - za obaveznu rezervu i za marginu koju subvencioniše država) i za klijenta (niža kamatna stopa novog kredita od prethodno korišcenog), zatvorile su postojecu kreditnu obavezu na vreme i problem naplate potraživanja prologni-rale na sledecu kalendarsku godinu.)
MATCH@E:(The banks have: ensured that the classification placement occurs in a lower category (and on that basis increase the reservation level), provided a better line of credit for themselves (part of the risk transferred to the state, lower credit costs - for the reserve and the margin that the state subsidizes ) and for the client (a new lower interest rate loans from the previously used), shut down the existing credit obligations on time and the issue of payment of claims prolonged to the next calendar year. ~~~ 3.===>Banke su: se obezbedile da ne izvrše klasifikaciju plasmana u nižu kategoriju (i po tom osnovu povećaju nivo rezervacija), obezbedile povoljniju kreditnu liniju i za sebe (deo rizika prebacile na državu, troškovi kredita niži za obaveznu rezervu i za marginu koju subvencioniše država) i za klijenta (niža kamatna stopa novog kredita od prethodno korišćenog), zatvorile su postojeću kreditnu obavezu na vreme i problem naplate potraživanja prolognirale na sledeću kalendarsku godinu. 3.)
MATCH@M:(National Bank of Serbia at the end of the first quarter of 2008 published the National Strategy in accordance with the Basel II agreement.===>Narodna banka Srbije je krajem prvog kvartala 2008. godine objavila Nacionalnu strategiju prema Bazel-skom sporazumu II.)
MATCH@E:(Conclusion National Bank of Serbia at the end of the first quarter of 2008 published the National Strategy in accordance with the Basel II agreement.===>Zaključak Narodna banka Srbije je krajem prvog kvartala 2008. godine objavila Nacionalnu strategiju prema Bazelskom sporazumu II.)
MATCH@M:(The main objectives of the introduction of Basel II standards in Serbia are to further strengthen the banking sector and financial system, improve the process of risk management in banks and the process of supervision based on risk, increase transparency and market discipline, align with business conditions in the international market, harmonize with EU regulations - EU Directives 48/2006 and 49/2006, and create stronger links between capital requirements and risks exposure at the level of the bank.===>Osnovni ciljevi uvodenja Bazel II standarda u Srbiji su: dalje jacanje bankarskog sektora i finansijskog sistema, unapredenje procesa upravljanja rizicima u banakama i procesa supervizije zasnovanog na rizicima, jacanje transparentnosti i tržišne discipline, uskladivanje sa uslovima poslovanja na medunarodnom tržištu, harmonizacija sa propisima EU - Direktivama EU 48/2006 i 49/2006, i stvaranje jace veze izmedu kapitalnih zahteva i izloženosti rizicima na nivou banke.)
MATCH@E:(The main objectives of the introduction of Basel II standards in Serbia are to further strengthen the banking sector and financial system, improve the process of risk management in banks and the process of supervision based on risk, increase transparency and market discipline, align with business conditions in the international market, harmonize with EU regulations - EU Directives 48/2006 and 49/2006, and create stronger links between capital requirements and risks exposure at the level of the bank.===>Osnovni ciljevi uvođenja Bazel II standarda u Srbiji su: dalje jačanje bankarskog sektora i finansijskog sistema, unapređenje procesa upravljanja rizicima u banakama i procesa supervizije zasnovanog na rizicima, jačanje transparentnosti i tržišne discipline, usklađivanje sa uslovima poslovanja na međunarodnom tržištu, harmonizacija sa propisima EU Direktivama EU 48/2006 i 49/2006, i stvaranje jače veze između kapitalnih zahteva i izloženosti rizicima na nivou banke.)
MATCH@M:(Also, in the last three years, at the request of the National Bank of Serbia, the bank began to meet certain quality standards of qualification, as a first step in preparation for the implementation of the Basel II agreement (eg, improving the internal management structure, clearly defining the strategies and policies for risk management, developing and promoting the culture of risk management including internal revision and com-plaince, the developing of an effective system of monitoring and internal reporting).===>Takode, u prethodne tri godine, na zahtev Narodne banke Srbije, banke su pocele da ispunjavaju odredene kvalitativne kvalifikacione standarde, kao prvi korak u pripremi za primenu Bazelskog sporazuma II (npr. poboljšanje interne upravljacke strukture, jasno definisane strategije i politike za upravljanje rizikom, razvoj i unapredenje kulture upravljanja rizikom ukljucujuci internu reviziju i complaince, razvoj efikasnog sistema monitoringa i internog izveštava-nja).)
MATCH@E:(Also, in the last three years, at the request of the National Bank of Serbia, the bank began to meet certain quality standards of qualification, as a first step in preparation for the implementation of the Basel II agreement (eg, improving the internal management structure, clearly defining the strategies and policies for risk management, developing and promoting the culture of risk management including internal revision and complaince, the developing of an effective system of monitoring and internal reporting).===>)
BAD_LINE_=============================================================
BAD_LINE_M:Also, in the last three years, at the request of the National Bank of Serbia, the bank began to meet certain quality standards of qualification, as a first step in preparation for the implementation of the Basel II agreement (eg, improving the internal management structure, clearly defining the strategies and policies for risk management, developing and promoting the culture of risk management including internal revision and com-plaince, the developing of an effective system of monitoring and internal reporting).
BAD_LINE_M:Takode, u prethodne tri godine, na zahtev Narodne banke Srbije, banke su pocele da ispunjavaju odredene kvalitativne kvalifikacione standarde, kao prvi korak u pripremi za primenu Bazelskog sporazuma II (npr. poboljšanje interne upravljacke strukture, jasno definisane strategije i politike za upravljanje rizikom, razvoj i unapredenje kulture upravljanja rizikom ukljucujuci internu reviziju i complaince, razvoj efikasnog sistema monitoringa i internog izveštava-nja).
BAD_LINE_E:Also, in the last three years, at the request of the National Bank of Serbia, the bank began to meet certain quality standards of qualification, as a first step in preparation for the implementation of the Basel II agreement (eg, improving the internal management structure, clearly defining the strategies and policies for risk management, developing and promoting the culture of risk management including internal revision and complaince, the developing of an effective system of monitoring and internal reporting).
BAD_LINE_E:
MATCH@M:(The success of the first step allows creating a framework for managing risk in the bank, and the selection and application of models for the calculation of economic capital, as the highest point in the process of risk management.===>Uspešna realizacija prvog koraka omogucava kreiranje okvira za upravljanje rizikom u banci, i izbor i primenu modela za kalkulaciju ekonomskog kapitala, kao najvišoj tacci u procesu upravljanja rizikom.)
MATCH@E:(The success of the first step allows creating a framework for managing risk in the bank, and the selection and application of models for the calculation of economic capital, as the highest point in the process of risk management.===>Uspešna realizacija prvog koraka omogućava kreiranje okvira za upravljanje rizikom u banci, i izbor i primenu modela za kalkulaciju ekonomskog kapitala, kao najvišoj tačci u procesu upravljanja rizikom.)
MATCH@M:(Operating defines two phases of implementation of Basel II:===>Operativnim su definisane dve faze implementacije Bazela II:)
MATCH@E:(Operating defines two phases of implementation of Basel II: 1.===>Operativnim su definisane dve faze implementacije Bazela II:)
MATCH@M:(1.	Complete harmonization of regulatory standards of the Basel II agreement by 2009===>1.	Potpuna harmonizacija regulative sa standardima iz Bazelskog sporazuma II do kraja 2009. godine,)
MATCH@E:(Complete harmonization of regulatory standards of the Basel II agreement by 2009 2.===>1. ~~~ Potpuna harmonizacija regulative sa standardima iz Bazelskog sporazuma II do kraja 2009. godine, 2.)
MATCH@M:(2.	Application of standards of the Basel II agreement in practice of the domestic banks from 01/01/2011.===>2.	Primena standarda iz Bazelskog sporazuma II u praksi doma]ih banaka od 01.01.2011. godine.)
MATCH@E:(Application of standards of the Basel II agree ment in practice of the domestic banks from 01/01/2011.===>Primena standarda iz Bazelskog sporazuma II u praksi domaćih banaka od 01.01.2011. godine.)
MATCH@M:(It also does not have the information whether the National Bank succeeded to hire adequate staff on topics relevant to testing of the suitable models for quantify of the risk in accordance with Basel II and the granting the rating to the credit agencies.===>Takode nema ni informacije da li je Narodna banka uspela da zaposli odgovarajuce kadrove na tematiku testiranja odgovarajucih modela za kvan-tifikaciju rizika u skladu sa Bazelom II i davanje rej-tinga kreditnim agencijama.)
MATCH@E:(It also does not have the information whether the National Bank succeeded to hire adequate staff on topics relevant to testing of the suitable models for quantify of the risk in accordance with Basel II and the granting the rating to the credit agencies.===>Takođe nema ni informacije da li je Narodna banka uspela da zaposli odgovarajuće kadrove na tematiku testiranja odgovarajućih modela za kvantifikaciju rizika u skladu sa Bazelom II i davanje rejtinga kreditnim agencijama.)
MATCH@M:(Therefore, the question is whether we will manage to implement the Basel II agreement in the domestic banking practice starting from 01/01/2011.===>Stoga se postavlja pitanje da li cemo uspeti da implementiramo standarde Bazelskog sporazuma II u domacu bankarsku praksu od 01.01.2011.)
MATCH@E:(Therefore, the question is whether we will manage to implement the Basel II agreement in the domestic banking practice starting from 01/01/2011.===>Stoga se postavlja pitanje da li ćemo uspeti da implementiramo standarde Bazelskog sporazuma II u domaću bankarsku praksu od 01.01.2011.)
MATCH@M:(In the coming period the steps necessary for Serbia to integrate into a single EU financial services market should be circled.===>U narednom periodu bi trebalo zaokružiti korake neophodne da se Srbija integriše u jedinstveno tržište finansijskih usluga EU.)
MATCH@E:(In the coming period the steps necessary for Serbia to integrate into a single EU financial services market should be circled.===>U narednom periodu bi trebalo zaokružiti korake neophodne da se Srbija integriše u jedinstveno tržište finansijskih usluga EU.)
MATCH@M:(It is very important to be consistent in implementing and applying if we want to be integrated into a single market.===>Vrlo je važno da budemo do-sledni u implementaciji i primeni ukoliko želimo da budemo integrisani u jedinstveno tržište.)
MATCH@E:(It is very important to be consistent in implementing and applying if we want to be integrated into a single market.===>Vrlo je važno da budemo dosledni u implementaciji i primeni ukoliko želimo da budemo integrisani u jedinstveno tržište.)
MATCH@M:(It should be noted that the integration of financial markets is a key to the development and modernization of the entire Serbian financial system and economy as a whole.===>Trebalo bi imati u vidu da je integracija finansijskih tržišta kljucni faktor u razvoju i modernizaciji celokupnog srpskog finansijskog sitema i privrede kao celine.)
MATCH@E:(It should be noted that the integration of financial markets is a key to the development and modernization of the entire Serbian financial system and economy as a whole.===>Trebalo bi imati u vidu da je integracija finansijskih tržišta ključni faktor u razvoju i modernizaciji celokupnog srpskog finansijskog sitema i privrede kao celine.)
MATCH@M:(It is realistic to expect that this project will be implemented in determined steps of phases and the dynamics for Serbia?s EU accession and EU Directives in the field of finance and banking (primarily the new rules for cross-border payments - revised rules version 256/2001).===>Realno je ocekivati da ce se ovaj projekat sprovoditi u fazama i po dinamici determinisananim koracima za prikljucenje Srbije EU ali i EU Direktivama u oblasti finan-sija i bankarstva (pre svega Novim pravilima za prekogranicna placanja - revidirana vezrija pravila 256/2001).)
MATCH@E:(It is realistic to expect that this project will be implemented in determined steps of phases and the dynamics for Serbias EU accession and EU Directives in the field of finance and banking (primarily the new rules for cross-border payments - revised rules version 256/2001).===>Realno je očekivati da će se ovaj projekat sprovoditi u fazama i po dinamici determinisananim koracima za priključenje Srbije EU ali i EU Direktivama u oblasti finansija i bankarstva (pre svega Novim pravilima za prekogranična plaćanja revidirana vezrija pravila 256/2001).)
MATCH@M:(There is no currently available information about the project on the web site of the National Bank of Serbia.===>Trenutno nisu raspoložive informacije o samom projektu na sajtu Narodne banke Srbije.)
MATCH@E:(There is no currently available information about the project on the web site of the National Bank of Serbia.===>Trenutno nisu raspoložive informacije o samom projektu na sajtu Narodne banke Srbije.)
MATCH@M:(Finally, it should be noted that the sectors have a high level of structural imbalance between banks in terms of financial strength and operating results, and the overall level of efficiency of business because of that is on the lower level.===>I na kraju, trebalo bi konstatovati da na nivou sektora postoje visoke strukturne neravnoteže izmedu banaka u pogledu finansijske snage i rezultata poslovanja, pa je opšti nivo efiksanosti poslovanja zbog toga na nižem nivou.)
MATCH@E:(Finally, it should be noted that the sectors have a high level of structural imbalance between banks in terms of financial strength and operating results, and the overall level of efficiency of business because of that is on the lower level.===>I na kraju, trebalo bi konstatovati da na nivou sektora postoje visoke strukturne neravnoteže između banaka u pogledu finansijske snage i rezultata poslovanja, pa je opšti nivo efiksanosti poslovanja zbog toga na nižem nivou.)
MATCH@M:(Strengthening competition in the domestic market will make these differences more visible, which expands the space for summing up the domestic banks through the process of mergers, acquisitions and privatization, as well as faster ways of strengthening the capital, carrying other advantages of the organizational, technical and technological, and economical way to facilitate operations and efficient use of resources.===>Jacanje konkurencije na domacem tržištu ce ove razlike uciniti još vidljivijim, što proširuje prostor za ukupnjavanje domacih banaka kroz proces spajanja, pripajanja i privatizacije, kao vidova bržeg kapitalnog jacanja, koji nose i druge prednosti organizacione i tehnicko-tehnološke prirode, a olakšavaju put do ekonomicnijeg poslovanja i efikasnije upotrebe sredstava.)
MATCH@E:(Strengthening competition in the domestic market will make these differences more visible, which expands the space for summing up the domestic banks through the process of mergers, acquisitions and privatization, as well as faster ways of strengthening the capital, carrying other advantages of the organizational, technical and technological, and economical way to facilitate operations and efficient use of resources.===>Jačanje konkurencije na domaćem tržištu će ove razlike učiniti još vidljivijim, što proširuje prostor za ukupnjavanje domaćih banaka kroz proces spajanja, pripajanja i privatizacije, kao vidova bržeg kapitalnog jačanja, koji nose i druge prednosti organizacione i tehničko-tehnološke prirode, a olakšavaju put do ekonomičnijeg poslovanja i efikasnije upotrebe sredstava.)
MATCH@M:(Therefore, in Serbia it is necessary to start the process of complete transformation of domestic banks.===>Stoga je u Srbiji neophodno završiti zapoceti proces transformacije domacih banaka.)
MATCH@E:(Therefore, in Serbia it is necessary to start the process of complete transformation of domestic banks.===>Stoga je u Srbiji neophodno završiti započeti proces transformacije domaćih banaka.)
MATCH@M:(Also, state should consider that banks will merge into one development bank (three or four banks), which will be sold to other domestic or foreign banks for a period of one year.===>Takode, bi trebalo država da razmotri koje banke da ce se spojiti u jednu razvojnu banku (tri ili cetiri banke), a koje ce se prodati drugim domacim ili stranim bankama u periodu od godinu dana.)
MATCH@E:(Also, state should consider that banks will merge into one development bank (three or four banks), which will be sold to other domestic or foreign banks for a period of one year.===>Takođe, bi trebalo država da razmotri koje banke da će se spojiti u jednu razvojnu banku (tri ili četiri banke), a koje će se prodati drugim domaćim ili stranim bankama u periodu od godinu dana.)
MATCH@M:(For an insight into the readiness of the Serbian population to adopt the electronic communication between doctors and patients, a research was conducted at the Center for testing hemostatic disorders, Blood Transfusion Institute of Serbia, in patients who were administered an oral anticoagulation therapy.===>Da bi se sagledala spremnost stanovništva Srbije na elektronsku komunikacije izmedu lekara i pacijenta, uradeno je istraživanje u Centru za ispitivanje poremecaja hemostaze, Instituta za transfuziju krvi Srbije, kod pacijenata kod kojih se primenjuje oralna antikoagulantna terapija.)
MATCH@E:(For an insight into the readiness of the Serbian population to adopt the electronic communication between doctors and patients, a research was conducted at the Center for testing hemostatic disorders, Blood Transfusion Institute of Serbia, in patients who were administered an oral anticoagulation therapy.===>Da bi se sagledala spremnost stanovništva Srbije na elektronsku komunikacije između lekara i pacijenta, urađeno je istraživanje u Centru za ispitivanje poremećaja hemostaze, Instituta za transfuziju krvi Srbije, kod pacijenata kod kojih se primenjuje oralna antikoagulantna terapija.)
MATCH@M:(The survey was conducted on the basis of data collected on patient health, using application solution that is made specifically for this study.===>Istraživanje je sprovedeno na osnovu prikupljenih podataka o zdravstvenom stanju pacijenta, primenom aplikativnog rešenja koje je izradeno specijalno za ovo istra'ivanje.)
MATCH@E:(The survey was conducted on the basis of data collected on patient health, using application solution that is made specifically for this study.===>Istraživanje je sprovedeno na osnovu prikupljenih podataka o zdravstvenom stanju pacijenta, primenom aplikativnog rešenja koje je izrađeno specijalno za ovo istraživanje.)
MATCH@M:(The collected data were analyzed and presented in statistical control charts.===>Prikupljeni podaci su analizirani i prikazani statistickim kontrolnim kartama.)
MATCH@E:(The collected data were analyzed and presented in statistical control charts.===>Prikupljeni podaci su analizirani i prikazani statističkim kontrolnim kartama.)
MATCH@M:(The introduction of electronic health systems is a long and arduous task, aimed at creating a functional and modern health care system that will contribute to „improving the health of the population“.===>Uvodenje elektronskog zdravstvenog sistema je dugorocan i naporan zadatak, s ciljem stvaranja funkcionalnog i savre-menog zdravstvenog sistema koji ce doprineti „poboljšanju zdravlja stanovništva“.)
MATCH@E:(The introduction of electronic health systems is a long and arduous task, aimed at creating a functional and modern health care system that will contribute to improving the health of the population. ~~~ 1.===>Uvođenje elektronskog zdravstvenog sistema je dugoročan i naporan zadatak, s ciljem stvaranja funkcionalnog i savremenog zdravstvenog sistema koji će doprineti poboljšanju zdravlja stanovništva. 1.)
MATCH@M:(The electronic health-care system comprises the implementation of information and communication technologies, especially the Internet, for the purpose of improving and ensuring health, on one hand, and the health-care system, on the other.===>Elektronski zdravstveni sistem podrazumeva korišce-nje informaciono-komunikacionih tehnologija, posebno Interneta, radi unapredenja i obezbedivanja zdravlja, s jedne, i sistema zdravstvene zaštite, s druge strane.)
MATCH@E:(Introduction The electronic health-care system comprises the implementation of information and communication technologies, especially the Internet, for the purpose of improving and ensuring health, on one hand, and the health-care system, on the other Š1Ë.===>Uvod Elektronski zdravstveni sistem podrazumeva korišćenje informaciono-komunikacionih tehnologija, posebno Interneta, radi unapređenja i obezbeđivanja zdravlja, s jedne, i sistema zdravstvene zaštite, s druge strane Š1Ë.)
MATCH@M:(Originally, they served as support to administrative activities (personnel, payroll, material and financial affairs, warehouse maintenance) and the activities in statistical reporting (health status assessment, work of health-care centres, data from the research of concern for the country, the region, and the like), however, the implementation of information technologies in the segment of support to its core activity significantly lags behind.===>Poceci njihove primene u zdravstvenom sistemu vezuju se za podršku administrativnim poslovima (kadrovi, licni dohoci, materijalno finansijski poslovi, magacinsko poslovanje) i poslovima statistickog izveštavanja (ocena zdravstvenog stanja, rad zdravstvenih ustanova, podaci istraživanja od interesa za zemlju, region i sl.), dok je primena in-formacionih tehnologija u segmentu podrške osnovnoj delatnosti u znacajnom kašnjenju.)
MATCH@E:(Originally, they served as support to administrative activities (personnel, payroll, material and financial affairs, warehouse maintenance) and the activities in statistical reporting (health status assessment, work of health-care centres, data from the research of concern for the country, the region, and the like), however, the implementation of information technologies in the segment of support to its core activity significantly lags behind.===>Počeci njihove primene u zdravstvenom sistemu vezuju se za podršku administrativnim poslovima (kadrovi, lični dohoci, materijalno finansijski poslovi, magacinsko poslovanje) i poslovima statističkog izveštavanja (ocena zdravstvenog stanja, rad zdravstvenih ustanova, podaci istraživanja od interesa za zemlju, region i sl.), dok je primena informacionih tehnologija u segmentu podrške osnovnoj delatnosti u značajnom kašnjenju.)
MATCH@M:(The potentials the information and communication technologies have in the health-care system can be employed to help citizens and health-care workers ensure a safer, higher-quality, more rational and better integrated health-care.===>Informaciono-komunikacione tehnologije u sistemu zdravstvene zaštite imaju potencijal koji može biti is-korišcen u cilju pomoci gradanima i zdravstvenim radnicima, zbog sigurnije, kvalitetnije, racionalnije i bolje integrisane zdravstvene zaštite.)
MATCH@E:(The potentials the information and communication technologies have in the health-care system can be employed to help citizens and health-care workers ensure a safer, higher-quality, more rational and better integrated health-care.===>Informaciono-komunikacione tehnologije u sistemu zdravstvene zaštite imaju potencijal koji može biti iskorišćen u cilju pomoći građanima i zdravstvenim radnicima, zbog sigurnije, kvalitetnije, racionalnije i bolje integrisane zdravstvene zaštite.)
MATCH@M:(In planning and implementation of information and communication technology solutions into health-care we have to bear in mind the intersts of: citizrns, healthcare workers and any other social concern.===>Prilikom planiranja i uvodenja rešenja informaciono-komunikacionih tehnologija u zdravstvo treba voditi racuna o interesima: gradana, zdravstvenih radnika, i šireg društvenog interesa.)
MATCH@E:(In planning and implementation of information and communication technology solutions into health-care we have to bear in mind the intersts of: citizrns, healthcare workers and any other social concern.===>Prilikom planiranja i uvođenja rešenja informacionokomunikacionih tehnologija u zdravstvo treba voditi računa o interesima: građana, zdravstvenih radnika, i šireg društvenog interesa.)
MATCH@M:(Due to its importance and its impact upon the health status of the population of each state, as well as due to its relevant economic influence, the state implements a large number of measures in health-care system planning and management in order to ensure steady financing and a rational and quality health-care system, with an intention to ensure the basic health protection to its citizens within the available resources.===>S obzirom na njegov znacaj i uticaj na zdravstveno stanje stanovništva svake države, kao i zbog velikog ekonomskog uticaja, država sprovodi niz mera u planiranju i upravljanju zdravstvenim sistemom kako bi obezbedila stabilno finansi-ranje i racionalan i kvalitetan sistem pružanja zdravstvene zaštite, a sve to u cilju da se u okviru raspoloživih sredstava, stanovništvu obezbedi osnovna zdravstvena zaštita.)
MATCH@E:(Due to its importance and its impact upon the health status of the population of each state, as well as due to its relevant economic influence, the state implements a large number of measures in health-care system planning and management in order to ensure steady financing and a rational and quality health-care system, with an intention to ensure the basic health protection to its citizens within the available resources Š7Ë. such as web applications and SMS services.===>S obzirom na njegov značaj i uticaj na zdravstveno stanje stanovništva svake države, kao i zbog velikog ekonomskog uticaja, država sprovodi niz mera u planiranju i upravljanju zdravstvenim sistemom kako bi obezbedila stabilno finansiranje i racionalan i kvalitetan sistem pružanja zdravstvene zaštite, a sve to u cilju da se u okviru raspoloživih sredstava, stanovništvu obezbedi osnovna zdravstvena zaštita Š7Ë. 3.)
MATCH@M:(The basic data can be found in paper documentation, however, they are not easily accessible, nor are they included into an integrated format so that a general insight into the treatment and care of the patient can be obtained.===>Osnovni podaci se nalaze u papirnoj dokumentaciji, koji nisu lako pristupacni niti su ukljuceni u inte-grisani oblik kako bi se dobila ukupna slika o lecenju i nezi pacijenta.)
MATCH@E:(The basic data can be found in paper documentation, however, they are not easily accessible, nor are they included into an integrated format so that a general insight into the treatment and care of the patient can be obtained.===>Osnovni podaci se nalaze u papirnoj dokumentaciji, koji nisu lako pristupačni niti su uključeni u integrisani oblik kako bi se dobila ukupna slika o lečenju i nezi pacijenta.)
MATCH@M:(This weakness concerning the accessibility of information is rather widespread.===>Ovaj nedostatak u pogledu dostupnosti informacija je vrlo raširen.)
MATCH@E:(This weakness concerning the accessibility of information is rather widespread.===>Ovaj nedostatak u pogledu dostupnosti informacija je vrlo raširen.)
MATCH@M:(It often happens that healthcare centres have to deliver a health service to an individual without knowing what has been previously done; thus the patient may receive the treatment that is not necessary, effective, or that may even endanger his/her health.===>Zdravstvene ustanove cesto moraju da pruže zaštitu pojedincima, a da pri tome ne znaju šta je prethodno uradeno, što dovodi do lecenja koje nije potrebno, koje nije delotvorno ili cak opasno.)
MATCH@E:(It often happens that healthcare centres have to deliver a health service to an individual without knowing what has been previously done; thus the patient may receive the treatment that is not necessary, effective, or that may even endanger his/her health.===>Zdravstvene ustanove često moraju da pruže zaštitu pojedincima, a da pri tome ne znaju šta je prethodno urađeno, što dovodi do lečenja koje nije potrebno, koje nije delotvorno ili čak opasno.)
MATCH@M:(It is for these reasons that a research has been conducted into the willingness of the Serbian population to adopt an electronic type of communication between the physician and the patient.===>Iz tih razloga, uradeno je istraživanje u vezi spremnosti populacije Srbije na elektronsku komunikaciju izmedu lekara i pacijenta.)
MATCH@E:(It is for these reasons that a research has been conducted into the willingness of the Serbian population to adopt an electronic type of communication between the physician and the patient.===>Iz tih razloga, urađeno je istraživanje u vezi spremnosti populacije Srbije na elektronsku komunikaciju između lekara i pacijenta.)
MATCH@M:(The research was based on an application solution of the health-care system segment meant for the patients receiving an anticoagulant therapy.===>Istraživanje se zasnivalo na aplikativnom rešenju segmenta elektronskog zdravstvenog sistema koji je namenjen pacijentima sa antikoagulantnom terapijom.)
MATCH@E:(The research was based on an application solution of the health-care system segment meant for the patients receiving an anticoagulant therapy.===>Istraživanje se zasnivalo na aplikativnom rešenju segmenta elektronskog zdravstvenog sistema koji je namenjen pacijentima sa antikoagulantnom terapijom.)
MATCH@M:(The anticoagulant therapy is a medicament therapy that is meant to prevent forming and/or activity of thrombin and thus block the coagulant cascade.===>Antikoagulantna terapija je terapija medikamentima, koja sprecava nastanak i/ili aktivnost trombina i time blokira kaskadu koagulacije.)
MATCH@E:(The anticoagulant therapy is a medicament therapy that is meant to prevent forming and/or activity of thrombin and thus block the coagulant cascade.===>Antikoagulantna terapija je terapija medikamentima, koja sprečava nastanak i/ili aktivnost trombina i time blokira kaskadu koagulacije.)
MATCH@M:(The treatment of such patients reaquires a timely measurement of INR (International Normalised Ratio) values in the blood, which is the ratio between the patient prothrombin period and the prothrombin control time.===>Lecenje ovih pacijenata podrazumeva pravovremeno merenje vrednosti INR (International Normalised Ratio) u krvi, koji predstavlja odnos protrombinskog vremena pacijenta i kontrolnog protrombinskog vremena.)
MATCH@E:(The treatment of such patients reaquires a timely measurement of INR (International Normalised Ratio) values in the blood, which is the ratio between the patient prothrombin period and the prothrombin control time.===>Lečenje ovih pacijenata podrazumeva pravovremeno merenje vrednosti INR (International Normalised Ratio) u krvi, koji predstavlja odnos protrombinskog vremena pacijenta i kontrolnog protrombinskog vremena.)
MATCH@M:(The application solution devised for this research was designed in accordance with the basic model of the health-care system.===>Aplikativno rešenje koje je uradeno za ovo istraživanje je projektovano u skladu sa osnovnim modelom zdravstvenog sistema.)
MATCH@E:(The application solution devised for this research was designed in accordance with the basic model of the health-care system.===>Aplikativno rešenje koje je urađeno za ovo istraživanje je projektovano u skladu sa osnovnim modelom zdravstvenog sistema.)
MATCH@M:(The solution is based on the establishment of electronic communication between the physician and the patient.===>Rešenje se zasniva na uspostavljanju elektronske komunikacije izmedu lekara i pacijenta.)
MATCH@E:(The solution is based on the establishment of electronic communication between the physician and the patient.===>Rešenje se zasniva na uspostavljanju elektronske komunikacije između lekara i pacijenta.)
MATCH@M:(The goal of the application solution implementation is to collect and analyse the data on the patients and on the extent to which they implement the application.===>Cilj implementacije aplikativnog rešenja je prikupljanje i analiza podataka o pacijentima i njihovom kori-šcenju aplikacije.)
MATCH@E:(The goal of the application solution implementation is to collect and analyse the data on the patients and on the extent to which they implement the application.===>Cilj implementacije aplikativnog rešenja je prikupljanje i analiza podataka o pacijentima i njihovom korišćenju aplikacije.)
MATCH@M:(The gathered data were submitted to analysis on the basis of the statistical process control.===>Dobijeni podaci su se analizirali na osnovu statisticke kontrole procesa.)
MATCH@E:(The gathered data were submitted to analysis on the basis of the statistical process control.===>Dobijeni podaci su se analizirali na osnovu statističke kontrole procesa.)
MATCH@M:(The idea was to use a relevant number of service users that implement the application and find the percentage of users that adopt the electronic health-care system as a novel method of health-care service delivery.===>Ideja je da se na osnovu dovoljnog broja korisnika usluga koji koriste aplikaciju, sagleda procenat korisnika koji prihvataju elektronski zdravstveni sistem kao nov nacina pružanja zdravstvenih usluga.)
MATCH@E:(The idea was to use a relevant number of service users that implement the application and find the percentage of users that adopt the electronic health-care system as a novel method of health-care service delivery.===>Ideja je da se na osnovu dovoljnog broja korisnika usluga koji koriste aplikaciju, sagleda procenat korisnika koji prihvataju elektronski zdravstveni sistem kao nov načina pružanja zdravstvenih usluga.)
MATCH@M:(The solution to the application can be implemented in all medical facilities whose core activity is medical care provision.===>Rešenje aplikacije je primenljivo u svim medicinskim ustanovama koje kao primarnu delatnost, imaju medicinsko zbrinjavanje pacijenata.)
MATCH@E:(The solution to the application can be implemented in all medical facilities whose core activity is medical care provision.===>Rešenje aplikacije je primenljivo u svim medicinskim ustanovama koje kao primarnu delatnost, imaju medicinsko zbrinjavanje pacijenata.)
MATCH@M:(The precondition for a fruitful physician-patient communication is the identification system.===>Preduslov uspešne komunikacije izmedu lekara i pacijenta je sistem identifikacije.)
MATCH@E:(The precondition for a fruitful physician-patient communication is the identification system.===>Preduslov uspešne komunikacije između lekara i pacijenta je sistem identifikacije.)
MATCH@M:(The unified patient identifier serves to link data, regardless of where they are stored, on which locations, i.e., on different media.===>Pomocu jedinstvenog identifikatora pacijenta, povezuju se podaci, bez obzira na to gde se oni nalaze, na kojim su lokacijama, tj. na razlicitim medijima.)
MATCH@E:(The unified patient identifier serves to link data, regardless of where they are stored, on which locations, i.e., on different media.===>Pomoću jedinstvenog identifikatora pacijenta, povezuju se podaci, bez obzira na to gde se oni nalaze, na kojim su lokacijama, tj. na različitim medijima.)
MATCH@M:(The unified physician identifier allows for a unified identification of medical workers in the health-care system as well as records of their treatment related to individual patient and his/her health problem.===>Jedinstveni identifikator lekara omogucuje jedinstvenu identifikaciju zdravstvenih radnika u sistemu zdravstvene zaštite i evidenciju njihovog rada vezanu za pojedinacnog pacijenta i njegov zdravstveni problem.)
MATCH@E:(The unified physician identifier allows for a unified identification of medical workers in the health-care system as well as records of their treatment related to individual patient and his/her health problem.===>Jedinstveni identifikator lekara omogućuje jedinstvenu identifikaciju zdravstvenih radnika u sistemu zdravstvene zaštite i evidenciju njihovog rada vezanu za pojedinačnog pacijenta i njegov zdravstveni problem.)
MATCH@M:(The unified health-care centre identifier serves to unambiguously identify the existing operating state and private health-care institutions.===>Jedinstveni identifikator zdravstvene ustanove služi za jednoznacnu identifikaciju postojecih državnih i privatnih zdravstvenih ustanova u kojima se odvija sistem zdravstvene zaštite.)
MATCH@E:(The unified health-care centre identifier serves to unambiguously identify the existing operating state and private health-care institutions. ~~~ 3.2.===>Jedinstveni identifikator zdravstvene ustanove služi za jednoznačnu identifikaciju postojećih državnih i privatnih zdravstvenih ustanova u kojima se odvija sistem zdravstvene zaštite. 3.)
MATCH@M:(The data flow organization architecture is built on the needs of the basic categories of system users (physicians and patients) and provides the exchange, processing, storage and use of the data.===>Struktura organizacije toka podataka bazirana je na potrebama osnovnih kategorija korisnika sistema (lekara i pacijenata) i obezbeduje razmenu, obradu, skladištenje i upotrebu podataka.)
MATCH@E:(The data flow organization architecture is built on the needs of the basic categories of system users (physicians and patients) and provides the exchange, processing, storage and use of the data.===>Struktura organizacije toka podataka bazirana je na potrebama osnovnih kategorija korisnika sistema (lekara i pacijenata) i obezbeđuje razmenu, obradu, skladištenje i upotrebu podataka.)
MATCH@M:(The patient first has to register with the system and then enter the data into the application.===>Pacijent na pocetku mora da se prijavi u sistem, a potom unosi podatke u aplikaciju.)
MATCH@E:(The patient first has to register with the system and then enter the data into the application.===>Pacijent na početku mora da se prijavi u sistem, a potom unosi podatke u aplikaciju.)
MATCH@M:(The system receives the data and enters the identified patient into the documentation.===>Sistem prima podatke i pristupa dokumentaciji identifikovanog pacijenta.)
MATCH@E:(The system receives the data and enters the identified patient into the documentation.===>Sistem prima podatke i pristupa dokumentaciji identifikovanog pacijenta.)
MATCH@M:(The data are then recorded into the electronic medical record as well as into the patient data base.===>Podaci se arhiviraju u elektronski zdravstveni karton i u bazu podataka pacijenta.)
MATCH@E:(The data are then recorded into the electronic medical record as well as into the patient data base.===>Podaci se arhiviraju u elektronski zdravstveni karton i u bazu podataka pacijenta.)
MATCH@M:(The physician also accesses the application.===>Lekar takode pristupa aplikaciji.)
MATCH@E:(The physician also accesses the application.===>Lekar takođe pristupa aplikaciji.)
MATCH@M:(He checks the entered data on the patient and makes sure that the medication dose is adequate.===>On proverava unesene podatke pacijenta i kontroliše da li je doza leka koju uzima adekvatna.)
MATCH@E:(He checks the entered data on the patient and makes sure that the medication dose is adequate.===>On proverava unesene podatke pacijenta i kontroliše da li je doza leka koju uzima adekvatna.)
MATCH@M:(In case of emergency, he has to contact the patient by phone.===>U hitnim slucajevima, on mora da kontaktira pacijenta pozivajuci ga telefonom.)
MATCH@E:(In case of emergency, he has to contact the patient by phone.===>U hitnim slučajevima, on mora da kontaktira pacijenta pozivajući ga telefonom.)
MATCH@M:(The communication in the model is two-way - the user and the system exchange the data in both directions.===>Komunikacija u modelu je dvosmerna - korisnik i sistem razmenjuju podatke u oba smera.)
MATCH@E:(The communication in the model is two-way the user and the system exchange the data in both directions.===>Slika 2. ~~~ Redosled aktivnosti u korišćenju aplikativnog rešenja Komunikacija u modelu je dvosmerna korisnik i sistem razmenjuju podatke u oba smera.)
BAD_LINE_=============================================================
BAD_LINE_M:The communication in the model is two-way - the user and the system exchange the data in both directions.
BAD_LINE_M:Komunikacija u modelu je dvosmerna - korisnik i sistem razmenjuju podatke u oba smera.
BAD_LINE_E:The communication in the model is two-way the user and the system exchange the data in both directions.
BAD_LINE_E:Slika 2. ~~~ Redosled aktivnosti u korišćenju aplikativnog rešenja Komunikacija u modelu je dvosmerna korisnik i sistem razmenjuju podatke u oba smera.
MATCH@M:(The data are transferred via the web service or via the mobile phone.===>Razmena podataka se realizuje preko veb-servisa ili mobilnog telefona.)
MATCH@E:(The data are transferred via the web service or via the mobile phone.===>Razmena podataka se realizuje preko veb-servisa ili mobilnog telefona.)
MATCH@M:(The information and the functions of the system are accessible only to authorised and authenti-cised individuals that function in the roles of the authorised physician and the patient.===>Informacije i funkcije sistema su pristupacne samo za ovlašcene autentifikovane pojedince, koji funkcionišu u ulogama autorizovanog lekara i pacijenta.)
MATCH@E:(The information and the functions of the system are accessible only to authorised and authenticised individuals that function in the roles of the authorised physician and the patient.===>Informacije i funkcije sistema su pristupačne samo za ovlašćene autentifikovane pojedince, koji funkcionišu u ulogama autorizovanog lekara i pacijenta. 4.)
MATCH@M:(The application solution allows for a statistical tracking of data that make an individual and group observation of patients, controlled by the observation period and the values of the parametre observed.===>Aplikativno rešenje omogucava statisticko pracenje podataka koji predstavljaju pojedinacnu i zbirnu opservaciju pacijenata, pracenu kroz vreme trajanja po-smatranja i vrednosti parametra koji se prati.)
MATCH@E:(The application solution allows for a statistical tracking of data that make an individual and group observation of patients, controlled by the observation period and the values of the parametre observed.===>Aplikativno rešenje omogućava statističko praćenje podataka koji predstavljaju pojedinačnu i zbirnu opservaciju pacijenata, praćenu kroz vreme trajanja posmatranja i vrednosti parametra koji se prati.)
MATCH@M:(The application solution is characterised by three stadia in the so-called diagnostic-therapy cycle: observation, diagnosis, therapy.===>Aplikativno rešenje ima tri stadijuma, u takozvanom dijagnosticko-terapijskom ciklusu: opservacija - po-smatranje, dijagnoza, terapija.)
MATCH@E:(The application solution is characterised by three stadia in the so-called diagnostic-therapy cycle: observation, diagnosis, therapy.===>Aplikativno rešenje ima tri stadijuma, u takozvanom dijagnostičko-terapijskom ciklusu: opservacija posmatranje, dijagnoza, terapija.)
MATCH@M:(The patient sends data, the data are entered into his database and the decision is made as to the further therapy for the patient.===>Pacijent šalje podatke, podaci se ubacuju u njegovu bazu podataka i donosi odluka u vezi sa daljom terapijom pacijenta.)
MATCH@E:(The patient sends data, the data are entered into his database and the decision is made as to the further therapy for the patient. ~~~ Figure 2.===>Pacijent šalje podatke, podaci se ubacuju u njegovu bazu podataka i donosi odluka u vezi sa daljom terapijom pacijenta.)
MATCH@M:(The research was conducted in accordance with the 1975 Declaration of Helsinki revised in 1983 with the approval of the Ethical Committee of the Blood Transfusion Institure of Serbia where the oral anticoagulant therapy is administered.===>Istraživanje je obavljeno u skladu sa Helsinškom deklaracijom iz 1975, revidiranom 1983 godine, uz odobrenje Etickog komiteta Instituta za transfuziju krvi Srbije i pismenu saglasnost svih bolesnika koji su bili ukljuceni u istraživanje.)
MATCH@E:(Research findings and analysis The research was conducted in accordance with the 1975 Declaration of Helsinki revised in 1983 with the approval of the Ethical Committee of the Blood Transfusion Institure of Serbia where the oral anticoagulant therapy is administered.===>U istraživanje je bilo uključeno ukupno 200 pacijenata koji se redovno kontrolišu u Centru za ispitivanje poremećaja hemostaze Instituta za transfuziju krvi Srbije, a kod kojih se primenjuje oralna antikoagulantna terapija.)
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BAD_LINE_M:The research was conducted in accordance with the 1975 Declaration of Helsinki revised in 1983 with the approval of the Ethical Committee of the Blood Transfusion Institure of Serbia where the oral anticoagulant therapy is administered.
BAD_LINE_M:Istraživanje je obavljeno u skladu sa Helsinškom deklaracijom iz 1975, revidiranom 1983 godine, uz odobrenje Etickog komiteta Instituta za transfuziju krvi Srbije i pismenu saglasnost svih bolesnika koji su bili ukljuceni u istraživanje.
BAD_LINE_E:Research findings and analysis The research was conducted in accordance with the 1975 Declaration of Helsinki revised in 1983 with the approval of the Ethical Committee of the Blood Transfusion Institure of Serbia where the oral anticoagulant therapy is administered.
BAD_LINE_E:U istraživanje je bilo uključeno ukupno 200 pacijenata koji se redovno kontrolišu u Centru za ispitivanje poremećaja hemostaze Instituta za transfuziju krvi Srbije, a kod kojih se primenjuje oralna antikoagulantna terapija.
MATCH@M:(The sample included 116 male patients and 84 females 20 to 82 years of age (the median was 61 years of age).===>U grupu ispitanika bilo je ukljuceno 116 muškaraca i 84 žene starosti od 20 do 82 godine (medijana 61 godina).)
MATCH@E:(The sample included 116 male patients and 84 females 20 to 82 years of age (the median was 61 years of age).===>U grupu ispitanika bilo je uključeno 116 muškaraca i 84 žene starosti od 20 do 82 godine (medijana 61 godina).)
MATCH@M:(The criterion observed in including the respondents into the research process was that the patient receives a permanent anticoagulant therapy, that is, in the INR therapy span of the last three months.===>Kriterijum za ukljucivanje u proces istraživanja bio je da su bolesnici na stabilnoj antikoagulantnoj terapiji, odnosno u terapijskom rasponu INR poslednja tri meseca.)
MATCH@E:(The criterion observed in including the respondents into the research process was that the patient receives a permanent anticoagulant therapy, that is, in the INR therapy span of the last three months.===>Kriterijum za uključivanje u proces istraživanja bio je da su bolesnici na stabilnoj antikoagulantnoj terapiji, odnosno u terapijskom rasponu INR poslednja tri meseca.)
MATCH@M:(Several points in time period were observed within the study analysis - after one month, after 4 months, after 6 months, after 10 months and after 12 months.===>U okviru studije analize, razmatrano je nekoliko vremenskih tacaka - posle mesec dana, 4 meseca, 6 meseci, 10 meseci i 12 meseci.)
MATCH@E:(Several points in time period were observed within the study analysis after one month, after 4 months, after 6 months, after 10 months and after 12 months.===>U okviru studije analize, razmatrano je nekoliko vremenskih tačaka posle mesec dana, 4 meseca, 6 meseci, 10 meseci i 12 meseci.)
MATCH@M:(The respondents accessed the application via the web or the mobile phone.===>Ispitanici su putem veba ili mobilnog telefona pristupali aplikaciji.)
MATCH@E:(The respondents accessed the application via the web or the mobile phone.===>Ispitanici su putem veba ili mobilnog telefona pristupali aplikaciji.)
MATCH@M:(They entered the measured values of INR in blood.===>Pacijenti unose u aplikaciju izmerene vrednosti INR-a u krvi.)
MATCH@E:(They entered the measured values of INR in blood.===>Pacijenti unose u aplikaciju izmerene vrednosti INR-a u krvi.)
MATCH@M:(On access to application, each patient was asked if they would agree to receive electronic mail, i.e., an SMS to remind them to timely measure the INR values in blood.===>Data je mogucnost pacijentu da se pri prijavi u aplikaciju saglasi da prima elektronsku poštu, tj. SMS koji podseca na pravovremeno merenje vredno-sti INR-a u krvi.)
MATCH@E:(On access to application, each patient was asked if they would agree to receive electronic mail, i.e., an SMS to remind them to timely measure the INR values in blood.===>Data je mogućnost pacijentu da se pri prijavi u aplikaciju saglasi da prima elektronsku poštu, tj. SMS koji podseća na pravovremeno merenje vrednosti INR-a u krvi.)
MATCH@M:(A too early or a delayed sample of blood may reduce the effects of the therapy and cause grave health problems.===>Preuranjeno ili zakasnelo uzimanje uzorka krvi može smanjiti rezultat terapije, i prouzrokovati ozbiljne zdravstvene tegobe.)
MATCH@E:(A too early or a delayed sample of blood may reduce the effects of the therapy and cause grave health problems.===>Preuranjeno ili zakasnelo uzimanje uzorka krvi može smanjiti rezultat terapije, i prouzrokovati ozbiljne zdravstvene tegobe.)
MATCH@M:(The mandatory frames on the screen format of the application are: patient identifier, the results of the laboratory analysis of blood, date and time.===>Na ekranskoj formi aplikacije obavezna polja su: identifikator pacijenta, rezultat laboratorijske analize krvi, datum i vreme)
MATCH@E:(The mandatory frames on the screen format of the application are: patient identifier, the results of the laboratory analysis of blood, date and time.===>Na ekranskoj formi aplikacije obavezna polja su: identifikator pacijenta, rezultat laboratorijske analize krvi, datum i vreme Slika 3.)
MATCH@M:(This type of organization serves to avoid that the patients often add the analysis results, and the records of doctor’s order and diagnoses reduced entering unidentified or doubbled analyses to a considerable extent.===>Ovakvom organizacijom se izbegava cesto dopisivanje analiza od strane samih pacijenata, a evidencijom uputa i uputnih dijagnoza znatno je smanjeno pisanje neindifikovanih i dupliranih analiza.)
MATCH@E:(Figure 3. ~~~ The application site for recording the measured INR values This type of organization serves to avoid that the patients often add the analysis results, and the records of doctors order and diagnoses reduced entering unidentified or doubbled analyses to a considerable extent.===>Izgled stranice aplikacije koja se odnosi na unos izmerenih vrednosti INR-a Ovakvom organizacijom se izbegava često dopisivanje analiza od strane samih pacijenata, a evidencijom uputa i uputnih dijagnoza znatno je smanjeno pisanje neindifikovanih i dupliranih analiza.)
MATCH@M:(If necessary, the laboratory findings can always be printed on a local printer.===>Ako je potrebno, laboratorijski nalaz se uvek može odštampati na lokalnom štampacu.)
MATCH@E:(If necessary, the laboratory findings can always be printed on a local printer.===>Ako je potrebno, laboratorijski nalaz se uvek može odštampati na lokalnom štampaču.)
MATCH@M:(The possible INR values are classified into 7 categories.===>Moguce vrednosti INR-a su podeljene u 7 kategorija.)
MATCH@E:(The possible INR values are classified into 7 categories.===>Moguće vrednosti INR-a su podeljene u 7 kategorija.)
MATCH@M:(Hence the recommendation to the patient as regards the therapy differs in accordance to the category.===>Zavisno od toga, razlicita je i preporuka sistema pacijentu u vezi sa uzimanjem terapije.)
MATCH@E:(Hence the recommendation to the patient as regards the therapy differs in accordance to the category.===>Zavisno od toga, različita je i preporuka sistema pacijentu u vezi sa uzimanjem terapije.)
MATCH@M:(In case the INR values do not correspond to the above described values, the system automatically notifies the physician of the emergency of the case.===>Ukoliko vrednosti INR-a ne odgovaraju opisanim vrednostima, sistem automatski obaveštava lekara o hitnosti slucaja.)
MATCH@E:(In case the INR values do not correspond to the above described values, the system automatically notifies the physician of the emergency of the case.===>Ukoliko vrednosti INR-a ne odgovaraju opisanim vrednostima, sistem automatski obaveštava lekara o hitnosti slučaja.)
MATCH@M:(On the basis of the enetered values a control card of numerical characteristics is obtained.===>Na osnovu unetih vrednosti, dobija se kontrolna karta numerickih karakteristika.)
MATCH@E:(On the basis of the enetered values a control card of numerical characteristics is obtained.===>Na osnovu unetih vrednosti, dobija se kontrolna karta numeričkih karakteristika.)
MATCH@M:(The green zone shows that the INR values are within normal values, the yellow zone is the action zone, whereas the red zone is the alarm zone.===>Zelena zona oznacava da su vrednosti INR-a u granicama normale, žuta zona je zona akcije, a crvena - zona upozorenja.)
MATCH@E:(The green zone shows that the INR values are within normal values, the yellow zone is the action zone, whereas the red zone is the alarm zone.===>Zelena zona označava da su vrednosti INR-a u granicama normale, žuta zona je zona akcije, a crvena - zona upozorenja.)
MATCH@M:(The system displays a control card for each patient, showing whether the values vary in predicted or in unpredicted ranges, and also when the deviation is high enough to call for a corrective action.===>Za svakog pacijenta sistem prikazuje kontrolnu kartu, na kojoj se vidi da li vrednosti variraju u ocekivanim ili neocekivanim granicama, kao i kada je odstupanje toliko da se mora preduzeti korektivna akcija.)
MATCH@E:(The system displays a control card for each patient, showing whether the values vary in predicted or in unpredicted ranges, and also when the deviation is high enough to call for a corrective action.===>Za svakog pacijenta sistem prikazuje kontrolnu kartu, na kojoj se vidi da li vrednosti variraju u očekivanim ili neočekivanim granicama, kao i kada je odstupanje toliko da se mora preduzeti korektivna akcija.)
MATCH@M:(The expert system compares the entered values and makes a decision as to the next step concerning the dosage of the medicine the patient is to be administered in order that his/her health should be stabilized.===>Ekspertni sistem uporeduje te unesene vrednosti, i donosi odluku o sledecem koraku koji se odnosi na dozu leka koju pacijent treba da uzme, da bi se njegovo zdravstveno stanje stabilizovalo.)
MATCH@E:(The chart of entered patients INR values The expert system compares the entered values and makes a decision as to the next step concerning the dosage of the medicine the patient is to be administered in order that his/her health should be stabilized.===>Grafički prikaz unetih vrednosti INR-a jed nog pacijenta Ekspertni sistem upoređuje te unesene vrednosti, i donosi odluku o sledećem koraku koji se odnosi na dozu leka koju pacijent treba da uzme, da bi se njegovo zdravstveno stanje stabilizovalo.)
MATCH@M:(The following example illustrates that the patient discontinued recording the data into the application.===>Na sledecem primeru može da se vidi da je pacijent posle šest mese-ci odustao od unosa podataka u aplikaciju.)
MATCH@E:(The following example illustrates that the patient discontinued recording the data into the application.===>Na sledećem primeru može da se vidi da je pacijent posle šest meseci odustao od unosa podataka u aplikaciju.)
MATCH@M:(Figure 5 indicates that the patient accessed the application 11 times and recorded the INR values.===>Slika 5 ukazuje da je pacijent ukupno 11 puta pristupao aplikaciji i unosio vrednosti INR-a.)
MATCH@E:(Figure 5 indicates that the patient accessed the application 11 times and recorded the INR values.===>Slika 5 ukazuje da je pacijent ukupno 11 puta pristupao aplikaciji i unosio vrednosti INR-a.)
MATCH@M:(In this case, the physician could see in the application that the patient does not access the system, therefore the physician contacted the patient in person.===>U ovom slucaju lekar je iz uvida u aplikaciju video da pacijent ne pristupa sistemu, pa ga je licno pozvao.)
MATCH@E:(In this case, the physician could see in the application that the patient does not access the system, therefore the physician contacted the patient in person.===>U ovom slučaju lekar je iz uvida u aplikaciju video da pacijent ne pristupa sistemu, pa ga je lično pozvao.)
MATCH@M:(The treatment and the control continued in a traditional way, namely, the patient went to the health-care centre to see his doctor.===>Proces lecenja i kontrola se nastavila na tradicionalan nacin, te je pacijent odlazio u zdravstvenu ustanovu kod lekara.)
MATCH@E:(The treatment and the control continued in a traditional way, namely, the patient went to the health-care centre to see his doctor.===>Proces lečenja i kontrola se nastavila na tradicionalan način, te je pacijent odlazio u zdravstvenu ustanovu kod lekara.)
MATCH@M:(Generally, after a year of entering the iNR values into the application, the following conclusions could be drawn.===>Generalno, posle godinu dana unosa vrednosti INR-a u aplikaciju, došlo se do sledecih zakljucaka.)
MATCH@E:(Generally, after a year of entering the iNR values into the application, the following conclusions could be drawn.===>Generalno, posle godinu dana unosa vrednosti INR-a u aplikaciju, došlo se do sledećih zaključaka.)
MATCH@M:(At the beginning of the research, the patients included in the study adopted the new way of control of their health status.===>Na pocetku istraživanja, prijavljeni pacijenti su prihvatili nov nacin kontrole svog zdravstvenog stanja.)
MATCH@E:(At the beginning of the research, the patients included in the study adopted the new way of control of their health status.===>Na početku istraživanja, prijavljeni pacijenti su prihvatili nov način kontrole svog zdravstvenog stanja.)
MATCH@M:(A number of patients, however, discontinued accessing the application over time.===>Medutim, jedan broj pacijenata je vremenom odustajao od pristupa aplikaciji.)
MATCH@E:(A number of patients, however, discontinued accessing the application over time (chart 1).===>Međutim, jedan broj pacijenata je vremenom odustajao od pristupa aplikaciji (grafikon 1).)
MATCH@M:(Upon the completion of the research, the conclusion is drawn that 118 patients have continually controlled their INR values and regularly entered them into the application, which makes up 59.26% of respondents.===>Nakon završenog istraživanja, došlo se do zakljucka da je 118 pacijenata sve vreme kontrolisalo svoje vrednosti INR-a i redovno ih unosilo u aplikaciju, što cini 59,26% prijavljenih pacijenata.)
MATCH@E:(Upon the completion of the research, the conclusion is drawn that 118 patients have continually controlled their INR values and regularly entered them into the application, which makes up 59.26% of respondents.===>)
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BAD_LINE_M:Upon the completion of the research, the conclusion is drawn that 118 patients have continually controlled their INR values and regularly entered them into the application, which makes up 59.26% of respondents.
BAD_LINE_M:Nakon završenog istraživanja, došlo se do zakljucka da je 118 pacijenata sve vreme kontrolisalo svoje vrednosti INR-a i redovno ih unosilo u aplikaciju, što cini 59,26% prijavljenih pacijenata.
BAD_LINE_E:Upon the completion of the research, the conclusion is drawn that 118 patients have continually controlled their INR values and regularly entered them into the application, which makes up 59.26% of respondents.
BAD_LINE_E:
MATCH@M:(The percentage is very high, from the aspect of the patients’ age, since the age median is 61 years of age.===>Taj je procenat izuzetno visok, ako se posmatra sa stanovišta starosti pacijenata, jer medijana starosti je 61 godina.)
MATCH@E:(The percentage is very high, from the aspect of the patients age, since the age median is 61 years of age.===>)
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BAD_LINE_M:The percentage is very high, from the aspect of the patients’ age, since the age median is 61 years of age.
BAD_LINE_M:Taj je procenat izuzetno visok, ako se posmatra sa stanovišta starosti pacijenata, jer medijana starosti je 61 godina.
BAD_LINE_E:The percentage is very high, from the aspect of the patients age, since the age median is 61 years of age.
BAD_LINE_E:
MATCH@M:(Given that the access to the application is possible from the computer or via the mobile phone, the research has shown that a majority of INR value entries was via the SMSs.===>S obzirom na to da je pristup aplikaciji moguc sa racu-nara ili mobilnog telefona, istraživanje je pokazalo da je vecina unosa vrednosti INR-a u aplikaciju bila putem SMS poruka.)
MATCH@E:(Given that the access to the application is possible from the computer or via the mobile phone, the research has shown that a majority of INR value entries was via the SMSs.===>)
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BAD_LINE_M:Given that the access to the application is possible from the computer or via the mobile phone, the research has shown that a majority of INR value entries was via the SMSs.
BAD_LINE_M:S obzirom na to da je pristup aplikaciji moguc sa racu-nara ili mobilnog telefona, istraživanje je pokazalo da je vecina unosa vrednosti INR-a u aplikaciju bila putem SMS poruka.
BAD_LINE_E:Given that the access to the application is possible from the computer or via the mobile phone, the research has shown that a majority of INR value entries was via the SMSs.
BAD_LINE_E:
MATCH@M:(This attitude results from the fact that the implementation of technology in everyday activities is increasing.===>Taj stav proizilazi iz cinjenice da se tehnologija sve više koristi u svakodnevnim aktivnostima.)
MATCH@E:(This attitude results from the fact that the implementation of technology in everyday activities is increasing.===>Taj stav proizilazi iz činjenice da se tehnologija sve više koristi u svakodnevnim aktivnostima.)
MATCH@M:(The findings of the research show that the majority of people are in favour of improving the quality of healthcare services on the local level, using the information and communication technologies.===>Rezultat istraživanja pokazuje da postoji vecinsko opredeljenje za poboljšanje kvaliteta zdravstvenih usluga na lokalnom nivou korišcenjem informaciono-komunikacionih tehnologija.)
MATCH@E:(The findings of the research show that the majority of people are in favour of improving the quality of healthcare services on the local level, using the information and communication technologies.===>Rezultat istraživanja pokazuje da postoji većinsko opredeljenje za poboljšanje kvaliteta zdravstvenih usluga na lokalnom nivou korišćenjem informacionokomunikacionih tehnologija.)
MATCH@M:(These results demonstrate that it is necessary that a decision should be made on the level of the Republic of Serbia that lectures should be delivered in which the citizens would learn about the basics and the possibilities to use the ICT in health-care services.===>Rukovodeni ovim rezultatom, potrebno je da se na nivou Republike Srbije donese odluka o organizovanju predavanja na kojima bi se populacija upoznala sa osnovama i mogucnostima korišcenja IKT-a u zdravstvu.)
MATCH@E:(These results demonstrate that it is necessary that a decision should be made on the level of the Republic of Serbia that lectures should be delivered in which the citizens would learn about the basics and the possibilities to use the ICT in health-care services.===>Rukovođeni ovim rezultatom, potrebno je da se na nivou Republike Srbije donese odluka o organizovanju predavanja na kojima bi se populacija upoznala sa osnovama i mogućnostima korišćenja IKT-a u zdravstvu.)
MATCH@M:(This would raise awareness about the need to improve the delivery of health-care services and create a positive general attitude on the establishment of an electronic health-care system.===>Time bi se uticalo na podizanje stanja svesti o poboljšanju dobijanja zdravstvenih usluga i stvaranju generalnog stava o formiranju elektronskog zdravstvenog sistema.)
MATCH@E:(This would raise awareness about the need to improve the delivery of health-care services and create a positive general attitude on the establishment of an electronic health-care system.===>Time bi se uticalo na podizanje stanja svesti o poboljšanju dobijanja zdravstvenih usluga i stvaranju generalnog stava o formiranju elektronskog zdravstvenog sistema.)
MATCH@M:(The pace in the development and expansion of the electronic health-care system worldwide shows that its implementation in this country is not the issue of necessity and profitability, but only a question of time.===>Iz prethodnog istraživanja može se zakljuciti da je stanovništvo Republike Srbije spremno na uvodenje elektronskog zdravstvenog sistema, koji doprinosi da proces lecenja ostane isti, ali nacin njegovog izvodenja lakši i efikasniji.)
MATCH@E:(The pace in the development and expansion of the electronic health-care system worldwide shows that its implementation in this country is not the issue of necessity and profitability, but only a question of time.===>Brzina razvoja i širenje elektronskog zdravstvenog sistema u svetu, ukazuju na to da implementacija kod nas ne predstavlja pitanje neophodnosti i isplativosti, već samo pitanje vremena.)
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BAD_LINE_M:The pace in the development and expansion of the electronic health-care system worldwide shows that its implementation in this country is not the issue of necessity and profitability, but only a question of time.
BAD_LINE_M:Iz prethodnog istraživanja može se zakljuciti da je stanovništvo Republike Srbije spremno na uvodenje elektronskog zdravstvenog sistema, koji doprinosi da proces lecenja ostane isti, ali nacin njegovog izvodenja lakši i efikasniji.
BAD_LINE_E:The pace in the development and expansion of the electronic health-care system worldwide shows that its implementation in this country is not the issue of necessity and profitability, but only a question of time.
BAD_LINE_E:Brzina razvoja i širenje elektronskog zdravstvenog sistema u svetu, ukazuju na to da implementacija kod nas ne predstavlja pitanje neophodnosti i isplativosti, već samo pitanje vremena.
MATCH@M:(The research gives basis to a conclusion that the citizens of the Republic of Serbia are willing to adopt the electronic health-care system which will ensure that the treatment process remains the same, however, the method of treatment will be easier and more efficient.===>Brzina razvoja i širenje elektronskog zdravstvenog sistema u svetu, ukazuju na to da implementacija kod nas ne predstavlja pitanje neophodnosti i isplativosti, vec samo pitanje vremena.)
MATCH@E:(The research gives basis to a conclusion that the citizens of the Republic of Serbia are willing to adopt the electronic health-care system which will ensure that the treatment process remains the same, however, the method of treatment will be easier and more efficient.===>Iz prethodnog istraživanja može se zaključiti da je stanovništvo Republike Srbije spremno na uvođenje elektronskog zdravstvenog sistema, koji doprinosi da proces lečenja ostane isti, ali način njegovog izvođenja lakši i efikasniji.)
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BAD_LINE_M:The research gives basis to a conclusion that the citizens of the Republic of Serbia are willing to adopt the electronic health-care system which will ensure that the treatment process remains the same, however, the method of treatment will be easier and more efficient.
BAD_LINE_M:Brzina razvoja i širenje elektronskog zdravstvenog sistema u svetu, ukazuju na to da implementacija kod nas ne predstavlja pitanje neophodnosti i isplativosti, vec samo pitanje vremena.
BAD_LINE_E:The research gives basis to a conclusion that the citizens of the Republic of Serbia are willing to adopt the electronic health-care system which will ensure that the treatment process remains the same, however, the method of treatment will be easier and more efficient.
BAD_LINE_E:Iz prethodnog istraživanja može se zaključiti da je stanovništvo Republike Srbije spremno na uvođenje elektronskog zdravstvenog sistema, koji doprinosi da proces lečenja ostane isti, ali način njegovog izvođenja lakši i efikasniji.
MATCH@M:(Considering the fact that many of the countries are going through a transitional period, the drivers of development should be small and medium enterprises.===>Veliki broj zemalja prolazi kroz period tranzicije i stoga MSP predstavljaju značajne zamajce razvoja.)
MATCH@E:(Introduction Considering the fact that many of the countries are going through transitional period the drivers of development should be small and medium enterprises.===>Uvod 1. MSP i ekonomski razvoj Veliki broj zemalja prolazi kroz period tranzicije, a pokretači razvoja trebalo bi da budu mala i srednja preduzeća.)
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BAD_LINE_M:Considering the fact that many of the countries are going through a transitional period, the drivers of development should be small and medium enterprises.
BAD_LINE_M:Veliki broj zemalja prolazi kroz period tranzicije i stoga MSP predstavljaju značajne zamajce razvoja.
BAD_LINE_E:Introduction Considering the fact that many of the countries are going through transitional period the drivers of development should be small and medium enterprises.
BAD_LINE_E:Uvod 1. MSP i ekonomski razvoj Veliki broj zemalja prolazi kroz period tranzicije, a pokretači razvoja trebalo bi da budu mala i srednja preduzeća.
MATCH@M:(In this paper an analysis of the meaning of SME’s will be performed in a way to show the huge contribution of SME’s for overcoming the causes of transition and recovering the competition, entrepreneurship and increasing the economy efficiency.===>U ovom radu predstavićemo analizu MSP s ciljem da prikažemo njihov doprinos u prevazilaženju posledica tranzicije, povećanju konkurencije, preduzetništvu i efikasnosti ekonomije.)
MATCH@E:(In this paper an analysis of the meaning of SMEs will be performed in a way to show the huge contribution of SMEs for overcoming the causes of transition and recovering the competition, entrepreneurship and increasing the economy efficiency.===>U ovom radu predstavićemo analizu MSP s ciljem da prikažemo njihov doprinos u prevazilaženju posledica tranzicije, povećanju konkurencije, preduzetništvu i efikasnosti ekonomije.)
MATCH@M:(The elaboration of perspectives and advantages of small and medium enterprises is given at the end.===>Na kraju ovog rada elaborirane su prednosti i nedostaci malih i srednjih preduzeca. Uvod)
MATCH@E:(The elaboration of perspectives and advantages of small and medium enterprises is given at the end.===>Na kraju ovog rada elaborirane su prednosti i nedostaci malih i srednjih preduzeća.)
MATCH@M:(The significant appearance in the period of the seventies of the 20th century was decreasing the rate of GDP, increasing the unemployment, decreasing the investment activities.===>Značajne karakteristike perioda sedamdesetih godina prošloga veka bile su pad BDP, porast nezaposlenosti i smanjenje investicija.)
MATCH@E:(The significant appearance in the period of the seventies of the 20th century was decreasing the rate of GDP, increasing the unemployment, decreasing the investment activities.===>Značajne karakteristike perioda sedamdesetih godina prošloga veka bile su pad BDP, porast nezaposlenosti i smanjenje investicija.)
MATCH@M:(The only way for enlarging the economic activities is bigger liberty on the market and decreasing the role of the state in the economy life.===>Jedini način da se poveća privredna aktivnost bio je da se omogući veća sloboda tržišta i smanji uloga države u privrednoj sferi.)
MATCH@E:(The only way for enlarging the economic activities is bigger liberty on the market and decreasing the role of the state in the economy life.===>Jedini način da se poveća privredna aktivnost bio je da se omogući veća sloboda tržišta i smanji uloga države u privrednoj sferi.)
MATCH@M:(This is important for stimulating the competition, entrepreneurship and economy efficiency in the national economy.===>To je važno zbog stimulisanja konkurencije, preduzetništva i privredne efikasnosti u nacionalnoj ekonomiji.)
MATCH@E:(This is important for stimulating the competition, entrepreneurship and economy efficiency in the national economy.===>To je važno zbog stimulisanja konkurencije, preduzetništva i privredne efikasnosti u nacionalnoj ekonomiji.)
MATCH@M:(It helps for entrepreneurship’s reconstitution, manifested by establishing the small and medium enterprises which lean on creativity, entrepreneurship spirit and individual innovation.===>Preduzetništvo se ponovo uspostavlja tako što se osnivaju mala i srednja preduzeća koja se oslanjaju na kreativnost, preduzetnički duh i inovacije koje uvode pojedinci.)
MATCH@E:(It helps for entrepreneurships reconstitution, manifested by establishing the small and medium enterprises which lean on creativity, entrepreneurship spirit and individual innovation.===>Preduzetništvo se ponovo uspostavlja tako što se osnivaju mala i srednja preduzeća koja se oslanjaju na kreativnost, preduzetnički duh i inovacije koje uvode pojedinci.)
MATCH@M:(On this way the economy structure has more flexibility and the probabilities for productivity -technically reconstructions.===>Ekonomska struktura tako postaje fleksibilnija i veći su izgledi za produktivnost i tehničku rekonstrukciju.)
MATCH@E:(On this way the economy structure has more flexibility and the probabilities for productivity technically reconstructions.===>Ekonomska struktura tako postaje fleksibilnija i veći su izgledi za produktivnost i tehničku rekonstrukciju.)
MATCH@M:(The number of SMEs is increasing permanently in developed countries but also in developing countries.===>U razvijenim zemljama broj malih i srednjih preduzeća je u stalnom porastu, a tako je i u zemljama u razvoju.)
MATCH@E:(The number of SMEs is increasing permanently in developed countries but also in developing countries.===>U razvijenim zemljama broj malih i srednjih preduzeća je u stalnom porastu, a tako je i u zemljama u razvoju.)
MATCH@M:(The growing of SMEs depends on character of the socio -economic development.===>Rast MSP zavisi od tipa društveno-ekonomskog razvoja.)
MATCH@E:(The growing of SMEs depends on character of the socio economic development.===>Rast MSP zavisi od tipa društveno-ekonomskog razvoja.)
MATCH@M:(SMEs are usually defined as independent firms which employ 250 people at the most.===>MSP se obično definišu kao nezavisne firme koje zapošljavaju najviše 250 ljudi.)
MATCH@E:(1. ~~~ SMEs and economy development SMEs are usually defined as independent firms which employ 250 people at the most.===>MSP se obično definišu kao nezavisne firme koje zapošljavaju najviše 250 ljudi.)
MATCH@M:(There are a lot of definitions and criteria for dividing the SME.===>Postoji veliki broj definicija i kriterij uma u klasifikaciji MSP.)
MATCH@E:(There are a lot of definitions and criteria for dividing the SME.===>Postoji veliki broj definicija i kriterijuma u klasifikaciji MSP.)
MATCH@M:(For example, in France, German and Italy the criterion is 50 employees, in Great Britain - 200, Holland - 100 employees and in Belgium and Denmark- 70 employees.===>Na primer, u Francuskoj, Nemačkoj i Italiji kriterijum je 50 zaposlenih, u Velikoj Britaniji kriterijum je 200, u Holan-diji iznosi 100 zaposlenih, a u Belgiji i Danskoj - 70 zaposlenih.)
MATCH@E:(For example, in France, German and Italy the criterion is 50 employees, in Great Britain 200, Holland 100 employees and in Belgium and Denmark- 70 employees.===>Na primer, u Francuskoj, Nemačkoj i Italiji kriterijum je 50 zaposlenih, u Velikoj Britaniji kriterijum je 200, u Holandiji iznosi 100 zaposlenih, a u Belgiji i Danskoj 70 zaposlenih.)
MATCH@M:(Beside this criteria other criteria are used with the same function such as volume of production, the assets of the company, the participation in capital property etc.===>Pored ovog, postoje i drugi kriterijumi koji služe istoj svrsi, na primer, obim proizvodnje, sredstva kojima kompanija raspolaže, učešće u imovinskom kapitalu, itd.)
MATCH@E:(Š1Ë Beside this criteria other criteria are used with the same function such as volume of production, the assets of the company, the participation in capital property etc.===>Š1Ë Pored ovog, postoje i drugi kriterijumi koji služe istoj svrsi, na primer, obim proizvodnje, sredstva kojima kompanija raspolaže, učešće u imovinskom kapitalu, itd.)
MATCH@M:(In the most economies, smaller enterprises are much greater in number than the big enterprises.===>U većini privreda, mala preduzeca su daleko brojnija od velikih kompanija.)
MATCH@E:(In the most economies, smaller enterprises are much greater in number than the big enterprises.===>U većini privreda, mala preduzeća su daleko brojnija od velikih kompanija.)
MATCH@M:(In Republic of Macedonia by the Trade Companies Law the enterprises are divided into small and medium enterprises by using three criteria: number of employees, annual turnover and value of assets.===>U Republici Makedoniji, po Zakonu o preduzećima, preduzeća se dele na mala i srednja primenom tri kriterijuma: broj zaposlenih, godišnji obrt i vrednost sredstava (aktive).)
MATCH@E:(In Republic of Macedonia by the Trade Companies Law the enterprises are divided into small and medium enterprises by using three criteria Š2Ë: number of employees, annual turnover and value of assets.===>U Republici Makedoniji, po Zakonu o preduzećima, preduzeća se dele na mala i srednja primenom tri kriterijuma Š2Ë: broj zaposlenih, godišnji obrt i vrednost sredstava (aktive).)
MATCH@M:(In most economies, SMEs are much greater in number than big enterprises.===>U većini ekonomija, MSP su mnogo brojnije od velikih preduzeća.)
MATCH@E:(In most economies, SMEs are much greater in number than big enterprises.===>U većini ekonomija, MSP su mnogo brojnije od velikih preduzeća.)
MATCH@M:(In the EU, SMEs comprise approximately 99% of all firms and employ about 65 million people.===>U EU, MSP čine skoro 99% svih firmi i zapošljavaju oko 65 miliona ljudi.)
MATCH@E:(In the EU, SMEs comprise approximately 99% of all firms and employ about 65 million people.===>U EU, MSP čine skoro 99% svih firmi i zapošljavaju oko 65 miliona ljudi.)
MATCH@M:(In many sectors, SMEs are also responsible for setting up innovation and competition.===>U velikom broju sektora MSP su pokretači inovacija i konkurentnosti.)
MATCH@E:(In many sectors, SMEs are also responsible for setting up innovation and competition.===>U velikom broju sektora MSP su pokretači inovacija i konkurentnosti.)
MATCH@M:(Globally SMEs account for 99% of business numbers and 40% to 50% of GDP.===>Globalno posmatrano, na MSP otpada 99% poslovanja i 40% do 50% BDP.)
MATCH@E:(Globally SMEs account for 99% of business numbers and 40% to 50% of GDP.===>Globalno posmatrano, na MSP otpada 99% poslovanja i 40% do 50% BDP.)
MATCH@M:(The most important condition for SMEs development is the business environment.===>Najznačajniji uslov za razvoj MSP jeste poslovno okruženje.)
MATCH@E:(The most important condition for SMEs development is the business environment.===>Najznačajniji uslov za razvoj MSP jeste poslovno okruženje.)
MATCH@M:(There are many terms used to describe the conditions in which SMEs operate.===>Za opisivanje uslova u kojima MSP posluju koristi se veliki broj termina.)
MATCH@E:(There are many terms used to describe the conditions in which SMEs operate.===>Za opisivanje uslova u kojima MSP posluju koristi se veliki broj termina.)
MATCH@M:(The term “investment climate” is the broadest and most commonly used.===>Termin „investiciona klima“ je najširi i najčešće je u upotrebi.)
MATCH@E:(The term investment climate is the broadest and most commonly used.===>Termin investiciona klima je najširi i najčešće je u upotrebi.)
MATCH@M:(It refers to the location - specific factors that shape the opportunities and incentives for firms to invest productively, create jobs and expand.===>Odnosi se na lokaciju - posebne faktore koji stvaraju mogućnosti i podsti-caje da firme produktivno investiraju, otvaraju radna mesta i šire poslovanje.)
MATCH@E:(It refers to the location specific factors that shape the opportunities and incentives for firms to invest productively, create jobs and expand.===>Odnosi se na lokaciju posebne faktore koji stvaraju mogućnosti i podsticaje da firme produktivno investiraju, otvaraju radna mesta i šire poslovanje.)
MATCH@M:(There are three key elements of the investment climate.===>Investiciona klima obuhvata tri elementa.)
MATCH@E:(There are three key elements of the investment climate.===>Investiciona klima obuhvata tri elementa.)
MATCH@M:(The first is costs, which are most commonly affected by the burden of regulation, taxes, corruption, infrastructure services and the cost of finance.===>Prvi element su troškovi, koji su uglavnom opterećeni propisima, porezima, korupcijom, infrastrukturom i troškovima finansiranja.)
MATCH@E:(The first is costs, which are most commonly affected by the burden of regulation, taxes, corruption, infrastructure services and the cost of finance.===>Prvi element su troškovi, koji su uglavnom opterećeni propisima, porezima, korupcijom, infrastrukturom i troškovima finansiranja.)
MATCH@M:(The second is risks, which refers to policy predictability, property rights and contract enforcement affecting investment risks.===>Drugi je rizik, a on se odnosi na predvidljivost politike, prava na imovinu i sprovođenja ugovora koji utiču na rizik finansiranja.)
MATCH@E:(The second is risks, which refers to policy predictability, property rights and contract enforcement affecting investment risks.===>Drugi je rizik, a on se odnosi na predvidljivost politike, prava na imovinu i sprovođenja ugovora koji utiču na rizik finansiranja.)
MATCH@M:(The third is barriers to competition, which is affected by the regulations controlling business start-up and bankruptcy, competition low, and entry to finance and infrastructure markets.===>Treći element su prepreke konkurenciji koje se postavljaju propisima kojima se kontroliše osnivanje firme i bankrot, zakonom o konkurenciji i pristupom finansijskim i infrastrukturnim tržištima.)
MATCH@E:(The third is barriers to competition, which is affected by the regulations controlling business start-up and bankruptcy, competition low, and entry to finance and infrastructure markets.===>Treći element su prepreke konkurenciji koje se postavljaju propisima kojima se kontroliše osnivanje firme i bankrot, zakonom o konkurenciji i pristupom finansijskim i infrastrukturnim tržištima.)
MATCH@M:(In 1990 7234 enterprises were established and in 2009 there were 70 710 active enterprises.===>Te godine osnovano je 7234 preduzeća, a 2009. godine bilo je aktivno 70710 preduzeća.)
MATCH@E:(In 1990 7234 enterprises were established and in 2009 there were 70 710 active enterprises.===>Te godine osnovano je 7234 preduzeća, a 2009. godine bilo je aktivno 70710 preduzeća.)
MATCH@M:(The sectors with the highest share in the structure of business entities were: wholesale and retail sale; repair of vehicles, motorcycles and personal and household goods with 29 270 entities or 41.4% and manufacturing with 8 225 entities or 11.6%, whereas the least represented were the sectors fishing with 57 entities or 0.1% and mining and quarrying with144 entities or 0.2%.===>Sektori koji najviše učestvuju u strukturi poslovnih subjekata bili su: veleprodaja i maloprodaja, popravka automobila, motorcikala, aparata za ličnu upotrebu i aparata za domaćinstvo, ukupno 29270 preduzeća, ili 41,4%, i proizvodnja, sa 8225 preduzeća, ili 11,6%, dok su najmanje zastupljeni bili sektori ribarstva sa 57 preduzeća ili 0,1% i rudarstva i vađenja kamena sa 144 preduzeća ili 0,2%.)
MATCH@E:(The sectors with the highest share in the structure of business entities were: wholesale and retail sale; repair of vehicles, motorcycles and personal and household goods with 29 270 entities or 41.4% and manufacturing with 8 225 entities or 11.6%, whereas the least represented were the sectors fishing with 57 entities or 0.1% and mining and quarrying with144 entities or 0.2%.===>Sektori koji najviše učestvuju u strukturi poslovnih subjekata bili su: veleprodaja i maloprodaja, popravka automobila, motorcikala, aparata za ličnu upotrebu i aparata za domaćinstvo, ukupno 29270 preduzeća, ili 41,4%, i proizvodnja, sa 8225 preduzeća, ili 11,6%, dok su najmanje zastupljeni bili sektori ribarstva sa 57 preduzeća ili 0,1% i rudarstva i vađenja kamena sa 144 preduzeća ili 0,2%.)
MATCH@M:(There were no registered business entities in 2009 in the sectors Private households employing domestic staff and undifferentiated production activities of households for own use and Extra-territorial organizations and bodies.===>Godine 2009. nije registrovana ni jedna firma u sektoru porodičnih firmi koje zapošljavaju članove porodice i imaju neizdiferencirane proizvodne aktivnosti za zadovoljenje ličnih potreba, niti ekstra-teritorijalne organizacije ili firme.)
MATCH@E:(There were no registered business entities in 2009 in the sectors Private households employing domestic staff and undifferentiated production activities of households for own use and Extra-territorial organizations and bodies.===>Godine 2009. nije registrovana ni jedna firma u sektoru porodičnih firmi koje zapošljavaju članove porodice i imaju neizdiferencirane proizvodne aktivnosti za zadovoljenje ličnih potreba, niti ekstra-teritorijalne organizacije ili firme.)
MATCH@M:(The data on the structure of active business entities according to the number of employed shows that the highest share of 84.0% belongs to business entities with 1-9 employed, followed by business entities without employed (or the entities did not provide information about employed) with 8.8%, and entities with 10-19 employed with 3.1%.===>Podaci o strukturi aktivnih poslovnih subjekata prema broju zaposlenih pokazuju da najveći udeo, 84,0%, pripada poslovnim subjektima koji zapošljavaju 1 - 9 ljudi, a slede poslovni subjekti koji nemaju zaposlene (ili nisu dali informacije o zaposlenima) sa 8,8%, i firme sa 10 - 19 zaposlenih, čiji je udeo 3,1%.)
MATCH@E:(The data on the structure of active business entities according to the number of employed shows that the highest share of 84.0% belongs to business entities with 1-9 employed, followed by business entities without employed (or the entities did not provide information about employed) with 8.8%, and entities with 10-19 employed with 3.1%.===>Podaci o strukturi aktivnih poslovnih subjekata prema broju zaposlenih pokazuju da najveći udeo, 84,0%, pripada poslovnim subjektima koji zapošljavaju 1 9 ljudi, a slede poslovni subjekti koji nemaju zaposlene (ili nisu dali informacije o zaposlenima) sa 8,8%, i firme sa 10 19 zaposlenih, čiji je udeo 3,1%.)
MATCH@M:(The share of entities with 20-49 employed was 2.1%, those with 50-249 employed participated with 1.6%, while entities with 250 or more employed had a share of only 0.3%.===>Udeo poslovnih subjekata sa 20 - 49 zaposlenih iznosio je 2,1%, onih sa 50 - 249 zaposlenih bilo je 1,6%, a poslovni subjekti koji zapošljavaju 250 i više zaposlenih imali su udeo od samo 0,3%.)
MATCH@E:(The share of entities with 20-49 employed was 2.1%, those with 50-249 employed participated with 1.6%, while entities with 250 or more employed had a share of only 0.3%.===>Udeo poslovnih subjekata sa 20 49 zaposlenih iznosio je 2,1%, onih sa 50 249 zaposlenih bilo je 1,6%, a poslovni subjekti koji zapošljavaju 250 i više zaposlenih imali su udeo od samo 0,3%.)
MATCH@M:(The financial situation is one of the key characteristics of every enterprise.===>Finansijska situacija jdna je od ključnih karakteristika svakog preduzeca.)
MATCH@E:(The financial situation is one of the key characteristics of every enterprise.===>Finansijska situacija jdna je od ključnih karakteristika svakog preduzeća.)
MATCH@M:(In 2005 the number of employed in small, medium and large enterprises was 267.251 and 54,4% of them were employed by small enterprises and 21.3% by mediumsized enterprises.===>Godine 2005, broj zaposlenih u malim, srednjim i velikim preduzećima iznosio je 267251, a 54,4% od tog broja bilo je zaposleno u malim preduzećima i 21,3% u srednjim preduzećima.)
MATCH@E:(In 2005 the number of employed in small, medium and large enterprises was 267.251 and 54,4% of them were employed by small enterprises and 21.3% by mediumsized enterprises.===>Godine 2005, broj zaposlenih u malim, srednjim i velikim preduzećima iznosio je 267251, a 54,4% od tog broja bilo je zaposleno u malim preduzećima i 21,3% u srednjim preduzećima.)
MATCH@M:(According to the Doing business report 2009 Republic of Macedonia has done a lot of improvements in business climate.===>Prema Izveštaju o poslovanju za 2009. godinu, Republika Makedonija je uvela veliki broj poboljšanja u poslovnu klimu.)
MATCH@E:(According to the Doing business report 2009 Republic of Macedonia has done a lot of improvements in business climate.===>Prema Izveštaju o poslovanju za 2009. godinu, Republika Makedonija je uvela veliki broj poboljšanja u poslovnu klimu.)
MATCH@M:(The most important condition for SMEs establishing is macroeconomic stability.===>Najznačajniji uslov za osnivanje MSP jeste makroe-konomska stabilnost.)
MATCH@E:(The most important condition for SMEs establishing is macroeconomic stability.===>Najznačajniji uslov za osnivanje MSP jeste makroekonomska stabilnost.)
MATCH@M:(The economics performance of the Macedonian economy is expressed through stable GDP growth of around 4%, a low rate inflation rate of 3% on average, fiscal discipline confirmed by the international financial institutions and a well- functioning coordination between fiscal and monetary policy.===>Privredni rezultati Republike Makedonije izraženi su u stabilnom rastu BDP od oko 4%, niskoj stopi inflacije koja u proseku iznosi 3%, fiskalnoj disciplini koju su potvrdile i međunarodne fi-nansijske institucije i uspešnoj koordinaciji između fiskalne i monetarne politike.)
MATCH@E:(The economics performance of the Macedonian economy is expressed through stable GDP growth of around 4%, a low rate inflation rate of 3% on average, fiscal discipline confirmed by the international financial institutions and a well- functioning coordination between fiscal and monetary policy.===>Privredni rezultati Republike Makedonije izraženi su u stabilnom rastu BDP od oko 4%, niskoj stopi inflacije koja u proseku iznosi 3%, fiskalnoj disciplini koju su potvrdile i međunarodne finansijske institucije i uspešnoj koordinaciji između fi skalne i monetarne politike.)
MATCH@M:(In 2006, the Macedonia economy grew by 4%, which was both services and industry-driven.===>Godine 2006., privreda Makedonije rasla je po stopi od 4%, za šta su zaslužne i usluge i industrija.)
MATCH@E:(In 2006, the Macedonia economy grew by 4%, which was both services and industrydriven.===>Godine 2006., privreda Makedonije rasla je po stopi od 4%, za šta su zaslužne i usluge i industrija.)
MATCH@M:(Inflation, as measured by the Consumer Price Index (CPI), was low and stable at 3.1%.===>Inflacija, merena Indeksom potrošačkih cena (CPI) bila je niska i stabilna, i iznosila je 3,1%.)
MATCH@E:(Inflation, as measured by the Consumer Price Index (CPI), was low and stable at 3.1%.===>Inflacija, merena Indeksom potrošačkih cena (CPI) bila je niska i stabilna, i iznosila je 3,1%.)
MATCH@M:(The central government budget deficit in 2006 was only 0.5% of GDP, with surpluses on foreign accounts and the current account deficit around 1% of GDP.===>Deficit državnog budžeta 2006. godine iznosio je samo 0,5% BDP, dok je višak na deviznim računima i deficit na tekućem računu iznosio oko 1% BDP.)
MATCH@E:(The central government budget deficit in 2006 was only 0.5% of GDP, with surpluses on foreign accounts and the current account deficit around 1% of GDP.===>Deficit državnog budžeta 2006. godine iznosio je samo 0,5% BDP, dok je višak na deviznim računima i deficit na tekućem računu iznosio oko 1% BDP.)
MATCH@M:(Furthermore, foreign exchange reserves increased to about 5 months of imports.===>Šta više, devizne rezerve narasle su na oko 5 me-seci izvoza.)
MATCH@E:(Furthermore, foreign exchange reserves increased to about 5 months of imports.===>Šta više, devizne rezerve narasle su na oko 5 meseci izvoza.)
MATCH@M:(These positive effects from a disciplined fiscal policy were reflected in monetary policy, causing a significant reduction in interest rates, which were 8% at the end of 2005 and 5.5% at the end of 2006.===>Ovi pozitivni rezultati disciplinovane fiskalne politike odrazili su se na monetarny politiku, što je imalo za posledicu značajno smanjenje kamatnih stopa koje su na kraju 2005. godine iznosile 8%, a na kraju 2006. godine 5,5%. Zaključak)
MATCH@E:(These positive effects from a disciplined fiscal policy were reflected in monetary policy, causing a significant reduction in interest rates, which were 8% at the end of 2005 and 5.5% at the end of 2006.===>Ovi pozitivni rezultati disciplinovane fiskalne politike odrazili su se na monetarny politiku, što je imalo za posledicu značajno smanjenje kamatnih stopa koje su na kraju 2005. godine iznosile 8%, a na kraju 2006. godine 5,5%.)
MATCH@M:(The basic advantage of SMEs is the adaptation and the probability for transfer in the other sectors which is very important for realizing gain nowaday in terms of quick changes.===>Osnovna prednost MSP jeste u tome što se lako prilagođavaju i mogu da pređu u druge sektore što je veoma značajno u današnje vreme, kada su za uspeh potrebne brze promene.)
MATCH@E:(The basic advantage of SMEs is the adaptation and the probability for transfer in the other sectors which is very important for realizing gain nowaday in terms of quick changes.===>Osnovna prednost MSP jeste u tome što se lako prilagođavaju i mogu da pređu u druge sektore što je veoma značajno u današnje vreme, kada su za uspeh potrebne brze promene.)
MATCH@M:(The other advantage of SMEs is that the needed funding capital is smaller than the funding capital for the other enterprises, so many people can afford starting new business.===>Druga prednost MSP je u tome što je osnivački kapital manji nego osnivački kapital potreban za druga preduzeća, tako da je veliki broj ljudi može da otvori novu firmu.)
MATCH@E:(The other advantage of SMEs is that the needed funding capital is smaller than the funding capital for the other enterprises, so many people can afford starting new business.===>Druga prednost MSP je u tome što je osnivački kapital manji nego osnivački kapital potreban za druga preduzeća, tako da je veliki broj ljudi može da otvori novu firmu.)
MATCH@M:(SMEs participate in creating the GDP, they have an influence at the rate of employment, actually they engine job creation and they help improving the living standard of the people, so they can have a better life in the national economy.===>MSP učestvuju u stvaranju BDP, utiču na stopu zaposlenosti; u stvari, one pokreću otvaranje novih radnih mesta i pomažu poboljšanju životnog standarda ljudi, tako da je život nacije bolji.)
MATCH@E:(SMEs participate in creating the GDP, they have an influence at the rate of employment, actually they engine job creation and they help improving the living standard of the people, so they can have a better life in the national economy.===>MSP učestvuju u stvaranju BDP, utiču na stopu zaposlenosti; u stvari, one pokreću otvaranje novih radnih mesta i pomažu poboljšanju životnog standarda ljudi, tako da je život nacije bolji.)
MATCH@M:(Considering in all these advantages of SMEs founding every national economy should take measures to improve the business climate for SMEs acting and to increase their number.===>Kad se imaju u vidu sve ove prednosti osnivanja MSP, svaka nacionalna ekonomija bi trebalo da preduzme mere da poboljša poslovnu klimu kako bi olakšala poslovanje MSP i kako bi se njihov broj povećao.)
MATCH@E:(Considering in all these advantages of SMEs founding every national economy should take measures to improve the business climate for SMEs acting and to increase their number.===>Kad se imaju u vidu sve ove prednosti osnivanja MSP, svaka nacionalna ekonomija bi trebalo da preduzme mere da poboljša poslovnu klimu kako bi olakšala poslovanje MSP i kako bi se njihov broj povećao.)
MATCH@M:(Since Internet connectedness and IT literacy are very often introduced as indicators of socio-economic development, ICT infrastructure is of huge research interest.===>S obzirom da se broj korisnika interneta i informaticka pismenost cesto koriste kao indikatori socio-ekonomske razvijenosti, istice se potreba za detaljnom analizom IKT infrastrukture država.)
MATCH@E:(Since Internet connectedness and IT literacy are very often introduced as indicators of socio-economic development, ICT infrastructure is of huge research interest.===>S obzirom da se broj korisnika interneta i informatička pismenost često koriste kao indikatori socio-ekonomske razvijenosti, ističe se potreba za detaljnom analizom IKT infrastrukture država.)
MATCH@M:(The World Bank’s ICT at glance database published annually presents essential data about every country’s ICT indicators.===>Godišnja publikacija Svetske Banke - ICT at glance - objavljuje podatke o kljucnim IKT indikatorima svih zemalja.)
MATCH@E:(The World Banks ICT at glance database published annually presents essential data about every countrys ICT indicators.===>Godišnja publikacija Svetske Banke ICT at glance objavljuje podatke o ključnim IKT indikatorima svih zemalja.)
MATCH@M:(However, no composite indicator of ICT infrastructure is presented.===>Medutim, ne postoji kompozitni indikator razvijenosti IKT-a odredene države.)
MATCH@E:(However, no composite indicator of ICT infrastructure is presented.===>Međutim, ne postoji kompozitni indikator razvijenosti IKT-a određene države.)
MATCH@M:(Aim of our paper is to present a composite indicator which synthesizes a number of indicators into one value.===>U ovom radu, predstavljen je kompozitni indikator koji sintetizuje veliki broj varijabli u jednu vrednost.)
MATCH@E:(Aim of our paper is to present a composite indicator which synthesizes a number of indicators into one value.===>U ovom radu, predstavljen je kompozitni indikator koji sintetizuje veliki broj varijabli u jednu vrednost.)
MATCH@M:(With this approach, countries can be ranked according to their ICT development.===>Na ovaj nacin, države se mogu rangirati po nivou razvijenosti IKT-a.)
MATCH@E:(With this approach, countries can be ranked according to their ICT development.===>Na ovaj način, države se mogu rangirati po nivou razvijenosti IKT-a.)
MATCH@M:(Moreover, useful insights will be provided for the developing countries and a path for enhancing their ranking will be elaborated.===>Pored toga, nacini za poboljšavanje trenutne pozicije zemalja u razvoju ce biti posebno istaknuti.)
MATCH@E:(Moreover, useful insights will be provided for the developing countries and a path for enhancing their ranking will be elaborated.===>Pored toga, načini za poboljšavanje trenutne pozicije zemalja u razvoju će biti posebno istaknuti. 1.)
MATCH@M:(The measure of a country’s welfare is one of the most critical and highly debated issues in economic research.===>Merenje blagostanja zemalja je istraživacko pitanje koje se vrlo cesto navodi u savremenoj ekonomskoj literaturi.)
MATCH@E:(Introduction The measure of a countrys welfare is one of the most critical and highly debated issues in economic research Š1Ë.===>Metoda i - odstojanje Merenje blagostanja zemalja je istraživačko pitanje koje se vrlo često navodi u savremenoj ekonomskoj literaturi Š1Ë.)
MATCH@M:(Certain researchers address the hypothesis that GNP (or GDP) per capita cannot be considered as being the only indicator of the performance of a country since it does not capture the overall well-being of its population.===>Odredeni istraživaci definišu hipotezu da se BNP (ili BDP) per capita ne mogu posmatra-ti kao jedini indikatori razvijenosti zemalja zato što ti pokazatelji ne pružaju potpunu sliku o blagostanju države.)
MATCH@E:(Certain researchers Š2Ë address the hypothesis that GNP (or GDP) per capita cannot be considered as being the only indicator of the performance of a country since it does not capture the overall well-being of its population.===>Određeni istraživači Š2Ë definišu hipotezu da se BNP (ili BDP) per capita ne mogu posmatrati kao jedini indikatori razvijenosti zemalja zato što ti pokazatelji ne pružaju potpunu sliku o blagostanju države.)
MATCH@M:(Nevertheless, it is very common to rank countries according to their GDP (or GNP) in the current literature on the subject.===>Pa ipak, vrlo cesto se zemlje rangiraju na osnovu njihovog BDP ili BNP.)
MATCH@E:(Nevertheless, it is very common to rank countries according to their GDP (or GNP) in the current literature on the subject.===>Pa ipak, vrlo često se zemlje rangiraju na osnovu njihovog BDP ili BNP.)
MATCH@M:(One potential improvement is the World Bank’s Human Development Index (HDI), which is based on a country’s per capita GDP, life expectancy at birth and adult literacy rate.===>Jedno potencijalno poboljšanje je HDI, koji se bazira na BDP per capita, ocekivanom trajanju života i stepenu pismenosti odraslih.)
MATCH@E:(One potential improvement is the World Banks Human Development Index (HDI), which is based on a countrys per capita GDP, life expectancy at birth and adult literacy rate Š3Ë.===>Jedno potencijalno poboljšanje je HDI, koji se bazira na BDP per capita, očekivanom trajanju života i stepenu pismenosti odraslih Š3Ë.)
MATCH@M:(However, this instrument has seen much disagreement; in particular, it is a simple weighting of each variable and the usual high correlation between GDP and certain background variables.===>Medutim, ovaj pristup ima odredeni broj nedostataka; kao što je jednostavno ponderisanje svake varijable i visoku korelaciju BDP sa ostalim varijablama.)
MATCH@E:(However, this instrument has seen much disagreement; in particular, it is a simple weighting of each variable and the usual high correlation between GDP and certain background variables Š3Ë.===>Međutim, ovaj pristup ima određeni broj nedostataka; kao što je jednostavno ponderisanje svake varijable i visoku korelaciju BDP sa ostalim varijablama Š3Ë.)
MATCH@M:(Besides the abovementioned issues, the real problem concerning the HDI is a small number of variables (just three) incorporated into the ranking process.===>Pored gore navedenih, poseban nedostatak je jako mali broj varijabli (samo tri) koje se koriste u procesu rangiranja.)
MATCH@E:(Besides the abovementioned issues, the real problem concerning the HDI is a small number of variables (just three) incorporated into the ranking process.===>Pored gore navedenih, poseban nedostatak je jako mali broj varijabli (samo tri) koje se koriste u procesu rangiranja.)
MATCH@M:(Moreover, the HDI does not take into account an essential component of modern economies - ICT.===>Takode, HDI ne uzima u obzir kljucnu komponentu savremene ekonomije -IKT.)
MATCH@E:(Moreover, the HDI does not take into account an essential component of modern economies ICT.===>Takođe, HDI ne uzima u obzir ključnu komponentu savremene ekonomije IKT.)
MATCH@M:(Several papers emphasize its importance by incorporating the Internet connectedness and IT literacy as key indicators of socio-economic development.===>Brojni su radovi koji naglašavaju znacaj IKT-a kroz ukljucivanje broja korisnika interneta i IT pismenost kao indikatore socio-ekonomske razvijenosti.)
MATCH@E:(Several papers emphasize its importance by incorporating the Internet connectedness and IT literacy as key indicators of socio-economic development.===>Brojni su radovi koji naglašavaju značaj IKT-a kroz uključivanje broja korisnika interneta i IT pismenost kao indikatore socio-ekonomske razvijenosti.)
MATCH@M:(There are several reasons for this approach.===>Brojni su razlozi za ovakav pristup.)
MATCH@E:(There are several reasons for this approach.===>Brojni su razlozi za ovakav pristup.)
MATCH@M:(Many previous research articles pointed out that people’s ability to handle information is crucial for their future success.===>Sposobnost ljudi da obraduju informacije je kljucna za njihov poslovni uspeh.)
MATCH@E:(Many previous research articles pointed out that peoples ability to handle information is crucial for their future success Š4Ë.===>Sposobnost ljudi da obrađuju informacije je ključna za njihov poslovni uspeh Š4Ë.)
MATCH@M:(These skills -known as IT literacy - can be considered a 21st-century form of literacy.===>Ove sposobnosti - poznate kao IT pismenost - mogu se smatrati kao forma pismenosti 21. veka.)
MATCH@E:(These skills known as IT literacy can be considered a 21st-century form of literacy Š5Ë.===>Ove sposobnosti poznate kao IT pismenost mogu se smatrati kao forma pismenosti 21. veka Š5Ë.)
MATCH@M:(In today’s globalized world, it is virtually impossible to imagine any business process without IT experts.===>U današnjem globalizovanom društvu, gotovo je nemoguce zamisliti bilo kakav poslovni proces bez IT eksperta.)
MATCH@E:(In todays globalized world, it is virtually impossible to imagine any business process without IT experts.===>U današnjem globalizovanom društvu, gotovo je nemoguće zamisliti bilo kakav poslovni proces bez IT eksperta.)
MATCH@M:(Further on, whole range of our daily activities (shopping, banking) is dependant upon the Internet.===>Takode, citava lepeza naših svakodnevnih aktivnosti (šoping, podizanje novca sa bankomata) zavisi od interneta.)
MATCH@E:(Further on, whole range of our daily activities (shopping, banking) is dependant upon the Internet.===>Takođe, čitava lepeza naših svakodnevnih aktivnosti (šoping, podizanje novca sa bankomata) zavisi od interneta.)
MATCH@M:(The supper fast broadband, numerous WiFi access points, all of them are characteristics of wealthy and powerful countries.===>Izuzetno brze veze i lak pristup sa brojnim tackama pristupa su karakteristicne za bogate i mocne zemlje.)
MATCH@E:(The supper fast broadband, numerous WiFi access points, all of them are characteristics of wealthy and powerful countries.===>Izuzetno brze veze i lak pristup sa brojnim tačkama pristupa su karakteristične za bogate i moćne zemlje.)
MATCH@M:(Consequently, it is essential to elaborate this indicator as hugely important in determining countries’ welfare.===>Upravo zbog toga je kljucno da se IKT uvede kao indikator od velikog znacaja za odredivanje nivoa socio-ekonomske razvijenosti zemalja.)
MATCH@E:(Consequently, it is essential to elaborate this indicator as hugely important in determining countries welfare.===>Upravo zbog toga je ključno da se IKT uvede kao indikator od velikog značaja za određivanje nivoa socio-ekonomske razvijenosti zemalja.)
MATCH@M:(In a line with this, the intention of this work is to examine the development level of the countries’ ICT infrastructure.===>U skladu sa tim, u ovom radu analizira se IKT infrastruktura zemalja.)
MATCH@E:(In a line with this, the intention of this work is to examine the develop ment level of the countries ICT infrastructure.===>U skladu sa tim, u ovom radu analizira se IKT infrastruktura zemalja.)
MATCH@M:(Therefore, the goal is to determine not only which countries are ICT leaders but also which indicators are crucial for rank determining.===>Na taj nacin, odreduje se koje zemlje su IKT lideri kao i koji IKT indikatori su kljucni za rangiranje.)
MATCH@E:(Therefore, the goal is to determine not only which countries are ICT leaders but also which indicators are crucial for rank determining.===>Na taj način, određuje se koje zemlje su IKT lideri kao i koji IKT indikatori su ključni za rangiranje.)
MATCH@M:(The ranking of specific issues is quite often carried out in a way that can seriously affect the process of taking exams, entering competitions, the UN participation, medicine selection and many other subjects.===>Vrlo cesto rangiranje nekih pojava može imate izuzetno veliki uticaj na procese polaganja ispita, sportska takmicenja, medicinska istraživanja i sl.)
MATCH@E:(2. ~~~ The i-distance method The ranking of specific issues is quite often carried out in a way that can seriously affect the process of taking exams, entering competitions, the UN participation, medicine selection and many other subjects Š6, 7, 8, 9Ë.===>Vrlo često rangiranje nekih pojava može imate izuzetno veliki uticaj na procese polaganja ispita, sportska takmičenja, medicinska istraživanja i sl. ~~~ Š6, 7, 8, 9Ë.)
MATCH@M:(A key argument for applying the I-distance method is that this approach is capable of synthesizing many variables into one numerical value.===>Kljucni argument za korišcenje metode I-odstojanja je njena sposobnost da sintetizuje veliki broj varijabli u jednu numericku vrednost.)
MATCH@E:(A key argument for applying the I-distance method is that this approach is capable of synthesizing many variables into one numerical value.===>Ključni argument za korišćenje metode I-odstojanja je njena sposobnost da sintetizuje veliki broj varijabli u jednu numeričku vrednost.)
MATCH@M:(The construction of the I-distance is iterative.===>Racunanje vrednosti I-odstojanja je iterativno,)
MATCH@E:(The construction of the I-distance is iterative.===>Računanje vrednosti I-odstojanja je iterativno, vrši se kroz nekoliko etapa:)
BAD_LINE_=============================================================
BAD_LINE_M:The construction of the I-distance is iterative.
BAD_LINE_M:Racunanje vrednosti I-odstojanja je iterativno,
BAD_LINE_E:The construction of the I-distance is iterative.
BAD_LINE_E:Računanje vrednosti I-odstojanja je iterativno, vrši se kroz nekoliko etapa:
MATCH@M:(It is essential to point out that the I-distance method requires a standardization of all data.===>Ovakav pristup se pokazao kao izuzetno uspe-šan prilikom prevazilaženja problema nastalih usled razlicitih mernih jedinica.)
MATCH@E:(It is essential to point out that the I-distance method requires a standardization of all data.===>Ključno je napomenuti da metoda I-odstojanja zahteva standardizaciju svih podataka.)
BAD_LINE_=============================================================
BAD_LINE_M:It is essential to point out that the I-distance method requires a standardization of all data.
BAD_LINE_M:Ovakav pristup se pokazao kao izuzetno uspe-šan prilikom prevazilaženja problema nastalih usled razlicitih mernih jedinica.
BAD_LINE_E:It is essential to point out that the I-distance method requires a standardization of all data.
BAD_LINE_E:Ključno je napomenuti da metoda I-odstojanja zahteva standardizaciju svih podataka.
MATCH@M:(Sometimes it is not possible to achieve the same sign mark for all variables in all sets, therefore a negative correlation coefficient and negative coefficient of a partial correlation may occur.===>Ponekad nije moguce uspostaviti isti predznak za sve varijable, te se stoga mogu pojaviti negativni koeficijent korelacije i negativni koeficijent parcijalne korelacije.)
MATCH@E:(Sometimes it is not possible to achieve the same sign mark for all variables in all sets, therefore a negative correlation coefficient and negative coefficient of a partial correlation may occur.===>Ponekad nije moguće uspostaviti isti predznak za sve varijable, te se stoga mogu pojaviti negativni koeficijent korelacije i negativni koeficijent parcijalne korelacije.)
MATCH@M:(The ranking of the entities in the set is based on the calculated distance from the referent entity.===>Rangiranje entiteta u skupu se bazira na izracunatom odstojanju od referentnog entiteta.)
MATCH@E:(The ranking of the entities in the set is based on the calculated distance from the referent entity.===>Rangiranje entiteta u skupu se bazira na izračunatom odstojanju od referentnog entiteta. 3.)
MATCH@M:(In this paper, attention is being focused on examining and measuring the ICT industry in the 26 members of the European Union (due to a lack of data, Malta has not been analyzed) and other 10 developed and developing countries (including Serbia).===>U ovom radu, posebna pažnja usmerena je na evalua-ciju i merenje IKT infrastructure 26 EU zemalja (Malta nije analizirana, pošto podaci nedostaju) i 10 razvijenih zemalja i zemalja u razvoju (ukljucujuci Srbiju).)
MATCH@E:(3. ~~~ Results In this paper, attention is being focused on examining and measuring the ICT industry in the 26 members of the European Union (due to a lack of data, Malta has not been analyzed) and other 10 developed and developing countries (including Serbia).===>Rezultati U ovom radu, posebna pažnja usmerena je na evaluaciju i merenje IKT infrastructure 26 EU zemalja (Malta nije analizirana, pošto podaci nedostaju) i 10 razvijenih zemalja i zemalja u razvoju (uključujući Srbiju).)
MATCH@M:(All of the input data were obtained from World Bank.===>Svi prikupljeni podaci su preuzeti sa zvanicnih baza Svetske Banke.)
MATCH@E:(All of the input data were obtained from World Bank Š14Ë.===>Svi prikupljeni podaci su preuzeti sa zvaničnih baza Svetske Banke Š14Ë.)
MATCH@M:(The Netherlands topped the list according to the I-distance method.===>Holandija se nalazi na vrhu ove liste.)
MATCH@E:(The Netherlands topped the list according to the I-distance method.===>Holandija se nalazi na vrhu ove liste.)
MATCH@M:(Tthe top of the list is occupied by the European countries.===>Takode, najviše pozicije su rezer-visane za evropske države.)
MATCH@E:(Tthe top of the list is occupied by the European countries.===>Takođe, najviše pozicije su rezervisane za evropske države.)
MATCH@M:(It is not surprising at all, since Europe has much more homogenous population and their constant commitment to ICT values is easily understood.===>Ovakav ishod uopšte ne iznenaduje, Evropa pokazuje izuzetnu posvecenost IKT vrednostima.)
MATCH@E:(It is not surprising at all, since Europe has much more homogenous population and their constant commitment to ICT values is easily understood.===>Ovakav ishod uopšte ne iznenađuje, Evropa pokazuje izuzetnu posvećenost IKT vrednostima.)
MATCH@M:(All of them have huge percentage of Internet users, computers and telephone lines are accessible to almost everyone, and even the number of secure Internet servers is increasing.===>Sve države imaju izuzetno visok proce-nat korisnika interneta, kompjuteri i telefonske linije su svima dostupne, cak se i broj sigurnih Web servera konstantno povecava.)
MATCH@E:(All of them have huge percentage of Internet users, computers and telephone lines are accessible to almost everyone, and even the number of secure Internet servers is increasing.===>Sve države imaju izuzetno visok procenat korisnika interneta, kompjuteri i telefonske linije su svima dostupne, čak se i broj sigurnih Web servera konstantno povećava.)
MATCH@M:(All of these factors result in top positions for European countries.===>Svi ovi faktori uticu na to da se EU zemlje nalaze na vrhu liste.)
MATCH@E:(All of these factors result in top positions for European countries.===>Svi ovi faktori utiču na to da se EU zemlje nalaze na vrhu liste.)
MATCH@M:(On the other hand, China and India are at the bottom of the list.===>S druge strane, Kina i Indija su pri dnu.)
MATCH@E:(On the other hand, China and India are at the bottom of the list.===>S druge strane, Kina i Indija su pri dnu.)
MATCH@M:(This is a very interesting finding.===>Ovo su izuzetno interesantne informacije.)
MATCH@E:(This is a very interesting finding.===>Ovo su izuzetno interesantne informacije.)
MATCH@M:(India has emerged as an ICT power in the last decade.===>U poslednjoj deceniji, Indija se istice kao IKT sila.)
MATCH@E:(India has emerged as an ICT power in the last decade.===>U poslednjoj deceniji, Indija se ističe kao IKT sila.)
MATCH@M:(However, ICT is a priv-iledge of a small number of citizens.===>Medutim, IKT su omogucene samo uskom krugu ljudi.)
MATCH@E:(However, ICT is a priviledge of a small number of citizens.===>Međutim, IKT su omogućene samo uskom krugu ljudi.)
MATCH@M:(A far greater percentage of population is not in a position to benefit from the constant development in the field of ICT.===>Mnogostruko je veci procenat onih koji nisu u stanju da koriste IKT.)
MATCH@E:(A far greater percentage of population is not in a position to benefit from the constant development in the field of ICT.===>Mnogostruko je veći procenat onih koji nisu u stanju da koriste IKT.)
MATCH@M:(With only 4.5 Internet users per 100 people (while the Netherlands has 87), it is obvious that only a small part of India is embracing the rapid development of ICT. For all the others, ICT is out of reach.===>Sa samo 4,5 internet korisnika na 100 ljudi (dok recimo Holandija ima 87), jasno je da je samo mali deo Indije upoznao sonicnu brzinu razvijanja IKT-a. Za vecinu, IKT je sve samo ne dostupan.)
MATCH@E:(With only 4.5 Internet users per 100 people (while the Netherlands has 87), it is obvious that only a small part of India is embracing the rapid development of ICT.===>Sa samo 4,5 internet korisnika na 100 ljudi (dok recimo Holandija ima 87), jasno je da je samo mali deo Indije upoznao soničnu brzinu razvijanja IKT-a.)
MATCH@M:(Very similar conclusions can be drawn in the example of China.===>Vrlo slican zakljucak se može primetiti i u slucaju Kine.)
MATCH@E:(Very similar conclusions can be drawn in the example of China.===>Vrlo sličan zaključak se može primetiti i u slučaju Kine.)
MATCH@M:(Also, Serbia is very low ranked.===>Takode, Srbija je izuzetno loše rangirana.)
MATCH@E:(Also, Serbia is very low ranked.===>Takođe, Srbija je izuzetno loše rangirana.)
MATCH@M:(It is quite obvious that Serbia is still far away from the EU development goals and has to improve all indicators of the country’s welfare.===>Jasno je da je Srbija daleko od ciljeva razvoja koje EU propagira, i da mora da znacajno poboljša sve indikatore socio-ekonomske razvijenosti.)
MATCH@E:(It is quite obvious that Serbia is still far away from the EU development goals and has to improve all indicators of the countrys welfare.===>Jasno je da je Srbija daleko od ciljeva razvoja koje EU propagira, i da mora da značajno poboljša sve indikatore socio-ekonomske razvijenosti.)
MATCH@M:(This is particularly the case with ICT variables, since 43.7% of the population have never used a computer (EU-27 average is 26%) and 54.1% have never used the Internet; EU-27 average is 30%.===>Ovo se posebno odnosi na indikatore razvijenosti IKT infrastrukture, pošto 43,7% populacije nikada nije koristilo racu-nar (EU-27 prosek je 26%) a 54,1% nikada nije koristilo internet; EU-27 prosek je 30%.)
MATCH@E:(This is particularly the case with ICT variables, since 43.7% of the population have never used a computer (EU-27 average is 26%) and 54.1% have never used the Internet; EU-27 average is 30% Š15, 16Ë.===>Ovo se posebno odnosi na indikatore razvijenosti IKT infrastrukture, pošto 43,7% populacije nikada nije koristilo računar (EU-27 prosek je 26%) a 54,1% nikada nije koristilo internet; EU-27 prosek je 30% Š15, 16Ë.)
MATCH@M:(These indicators are far from the EU standards and Serbia definitely has to focus its attention on ICT.===>Ovi indikatori pokazuju koliko je Srbija daleko od EU standarda, i naglašavaju neophodnost usmeravanja pažnje na IKT.)
MATCH@E:(These indicators are far from the EU standards and Serbia definitely has to focus its attention on ICT.===>Ovi indikatori pokazuju koliko je Srbija daleko od EU standarda, i naglašavaju neophodnost usmeravanja pažnje na IKT.)
MATCH@M:(It is clear that there are several regions in Serbia where the use of ICT is by far more widespread than in the other regions.===>Jasno je da odredeni regioni u Srbiji imaju znacajno veci procenat korišcenja IKT-a od drugih re-giona.)
MATCH@E:(It is clear that there are several regions in Serbia where the use of ICT is by far more widespread than in the other regions.===>Jasno je da određeni regioni u Srbiji imaju značajno veći procenat korišćenja IKT-a od drugih regiona.)
MATCH@M:(For instance, the capital, Belgrade, and the northern part of Serbia (Vojvodina region) are significantly more advanced than the south Serbia.===>Na primer, Beograd i Vojvodina prednjace u odnosu na jug Srbije.)
MATCH@E:(For instance, the capital, Belgrade, and the northern part of Serbia (Vojvodina region) are significantly more advanced than the south Serbia.===>Na primer, Beograd i Vojvodina prednjače u odnosu na jug Srbije.)
MATCH@M:(Moreover, “IT Park” is being developed in Indjija (Vojvodina region) and Government realizes the need for ICT investments as a crucial component of economic growth.===>Takode, trenutno se u Vojvodini (Indija) gradi IT park i Vlada Srbije shvata znacaj IKT industrije kao kljucnu komponentu ekonomskog napretka.)
MATCH@E:(Moreover, IT Park is being developed in Indjija (Vojvodina region) and Government realizes the need for ICT investments as a crucial component of economic growth.===>Takođe, trenutno se u Vojvodi ni (Inđija) gradi IT park i Vlada Srbije shvata značaj IKT industrije kao ključnu komponentu ekonomskog napretka.)
MATCH@M:(As it appears, the most significant variable for determining the ICT development is the Internet users (per 100 people), with r=.861, p less than .01.===>Kao što pokazuju rezultati, najvažnija varijabla za odredivanje nivoa razvijenosti IKT-a je broj korisnika interneta (na 100 ljudi), sa r=,861, p manje od .01.)
MATCH@E:(As it appears, the most significant variable for determining the ICT development is the Internet users (per 100 people), with r=.861, p<.01.===>Kao što pokazuju rezultati, najvažnija varijabla za određivanje nivoa razvijenosti IKT-a je broj korisnika interneta (na 100 ljudi), sa r=,861, p<.)
MATCH@M:(This conclusion is in a line with many previous papers which emphasize the Internet connectedness rate as quite significant for determining a country’s development level.===>Ovaj zakljucak je u skladu sa mnogim prethodnim radovima koji isticu procenat korisnika interneta kao izuzetno znacajan indikator za odredivanje nivoa razvijenosti država.)
MATCH@E:(This conclusion is in a line with many previous papers which emphasize the Internet connectedness rate as quite significant for determining a countrys development level.===>Ovaj zaključak je u skladu sa mnogim prethodnim radovima koji ističu procenat korisnika interneta kao izuzetno značajan indikator za određivanje nivoa razvijenosti država.)
MATCH@M:(In a line with this, it is essential that Serbia and other low-ranked countries should improve the most significant indicators.===>U skladu sa tim, kljucno je da Srbija i ostale loše rangirane države poboljšaju najbitnije IKT indikatore.)
MATCH@E:(In a line with this, it is essential that Serbia and other low-ranked countries should improve the most significant indicators.===>U skladu sa tim, ključno je da Srbija i ostale loše rangirane države poboljšaju najbitnije IKT indikatore.)
MATCH@M:(Knowledge economy is becoming the most important factor in the development of the society and regions.===>Ekonomija znanja postaje sve znacajniji faktor u procesu napretka regiona i zemalja.)
MATCH@E:(Conclusion Knowledge economy is becoming the most important factor in the development of the society and regions Š17Ë.===>Zaključak Ekonomija znanja postaje sve značajniji faktor u procesu napretka regiona i zemalja Š17Ë.)
MATCH@M:(As crucial components of knowledge, IT literacy and the Internet connectedness have long been in the focus of research.===>Kao kljucna komponenta znanja, IT pismenost i broj korisnika interneta su cesto u fokusu istraživaca.)
MATCH@E:(As crucial components of knowledge, IT literacy and the Internet connectedness have long been in the focus of research.===>Kao ključna komponenta znanja, IT pismenost i broj korisnika interneta su često u fokusu istraživača.)
MATCH@M:(Some papers have tried to examine the influence of of sociocultural factors on the level of the Internet connectedness.===>U odredenim radovima bilo je pokušaja da se opiše uticaj socio-kul-turnih faktora na nivo korisnika interneta.)
MATCH@E:(Some papers have tried to examine the influence of of sociocultural factors on the level of the Internet connectedness Š18Ë.===>U određenim radovima bilo je pokušaja da se opiše uticaj socio-kulturnih faktora na nivo korisnika interneta Š18Ë.)
MATCH@M:(On the other hand, the same author compared the PC Internet connectedness and mobile Internet connectedness.===>S druge strane, isti autor je uporedivao broj korisnika interneta koji se povezuju preko PC i mobilnih uredaja.)
MATCH@E:(On the other hand, the same author compared the PC Internet connectedness and mobile Internet connectedness Š19Ë.===>S druge strane, isti autor je upoređivao broj korisnika interneta koji se povezuju preko PC i mobilnih uređaja Š19Ë.)
MATCH@M:(Nonetheless, only a few researchers have tried to explore the interlinkage between the Internet connectivity and the economic development.===>Medutim, izuzetno je skroman obim radova koji su pokušali da uspostave vezu izmedu procenta korisnika interneta i ekonomskog razvoja.)
MATCH@E:(Nonetheless, only a few researchers have tried to explore the interlinkage between the Internet connectiv ity and the economic development Š20Ë.===>Međutim, izuzetno je skroman obim radova koji su pokušali da uspostave vezu između procenta korisnika interneta i ekonomskog razvoja Š20Ë.)
MATCH@M:(As a way to enhance the importance of this indicator, a novel approach has been proposed in this work in which future research on economic and social performance of countries can be based on.===>U ovom radu predstavljen je novi pristup u evaluaciji razvijenosti IKT-a.)
MATCH@E:(As a way to enhance the importance of this indicator, a novel approach has been proposed in this work in which future research on economic and social performance of countries can be based on.===>U ovom radu predstavljen je novi pristup u evaluaciji razvijenosti IKT-a.)
MATCH@M:(By using the I-distance method, a synthesized indicator that incorporates many social and economic indicators can be created.===>Korišcenjem metode rangiranja I-odsto-janje, može se kreirati sintetizovani indikator.)
MATCH@E:(By using the I-distance method, a synthesized indicator that incorporates many social and economic indicators can be created.===>Korišćenjem metode rangiranja I-odstojanje, može se kreirati sintetizovani indikator.)
MATCH@M:(Results presented in this study, clearly show that Serbia has a long way ahead of achieving the European Union development goals and becoming a full member of the EU.===>Rezultati studije jasno pokazuju da je Srbija još daleko od dostizanja EU razvojnih ciljeva i punopravnog clanstva u EU.)
MATCH@E:(Results presented in this study, clearly show that Serbia has a long way ahead of achieving the European Union development goals and becoming a full member of the EU.===>Rezultati studije jasno pokazuju da je Srbija još daleko od dostizanja EU razvojnih ciljeva i punopravnog članstva u EU.)
MATCH@M:(In particular, concepts of sustainable development and green IT must be implemented.===>Narocito se mora obratiti pažnja na koncept održivog razvoja i zelenih informacionih tehnologija.)
MATCH@E:(In particular, concepts of sustainable development and green IT must be implemented Š21, 22Ë.===>Naročito se mora obratiti pažnja na koncept održivog razvoja i zelenih informacionih tehnologija Š21, 22Ë.)
MATCH@M:(With only 25.8% of population that own a personal computer and 11.6% the Internet subscribers, it is crucial that Serbia should focus its attention on the ICT industry and consequently improve its country welfare.===>Sa samo 25,8% populacije koja poseduje racunar i 11,6% internet korisnika, kljucno je da se Srbija usmeri na IKT infrastrukturu i unapredi nivo socio-ekonomske razvijenosti.)
MATCH@E:(With only 25.8% of population that own a personal computer and 11.6% the Internet subscribers Š14Ë, it is crucial that Serbia should focus its attention on the ICT industry and consequently improve its country welfare.===>Sa samo 25,8% populacije koja poseduje računar i 11,6% internet korisnika Š14Ë, ključno je da se Srbija usmeri na IKT infrastrukturu i unapredi nivo socio-ekonomske razvijenosti.)
MATCH@M:(The environmental education fosters skills and habits that students can use throughout their lives to understand and act on sustainability topics.===>Ekološko obrazovanje podstice umeca i navike koje ce studenti moci da koriste citavog života u situacijama kad treba da shvate i da delaju u vezi sa problemima odr'ivosti.)
MATCH@E:(The environmental education fosters skills and habits that students can use throughout their lives to understand and act on sustainability topics.===>Ekološko obrazovanje podstiče umeća i navike koje će studenti moći da koriste čitavog života u situacijama kad treba da shvate i da delaju u vezi sa problemima održivosti.)
MATCH@M:(In the recent past, most of education institutions around the world have incorporated environmental issues in their curricula.===>Vecina obrazovnih institucija u svetu od nedavno je u svoje nastavne programe uvrstila i pitanja ocuvanja životne sredine.)
MATCH@E:(In the recent past, most of education institutions around the world have incorporated environmental issues in their curricula.===>Većina obrazovnih institucija u svetu od nedavno je u svoje nastavne programe uvrstila i pitanja očuvanja životne sredine.)
MATCH@M:(In order to satisfy the specific needs of sustainable development implementations, higher learning institutions need to use new technologies to facilitate environmental education.===>Da bi zadovoljile posebne potrebe primene održivog razvoja, visokoškolske ustanove koriste nove tehnologije u nastavi ekološkog obrazovanja.)
MATCH@E:(In order to satisfy the specific needs of sustainable development implementations, higher learning institutions need to use new technologies to facilitate environmental education.===>Da bi zadovoljile posebne potrebe primene održivog razvoja, visokoškolske ustanove koriste nove tehnologije u nastavi ekološkog obrazovanja.)
MATCH@M:(The flexible learning approach used at Faculty of Organizational Sciences, University of Belgrade is one of these valuable tools.===>Jedan od vrednih alata koji se koristi na Fakultetu organizacionih nauka Univerziteta u Baogradu jeste i fleksibilni pristup u ucenju.)
MATCH@E:(The flexible learning approach used at Faculty of Organizational Sciences, University of Belgrade is one of these valuable tools.===>Jedan od vrednih alata koji se koristi na Fakultetu organizacionih nauka Univerziteta u Baogradu jeste i fleksibilni pristup u učenju.)
MATCH@M:(This paper introduces some of the key concepts of learning and investigates how students can be effectively used in higher environmental education for sustainable development.===>U ovom radu predstavljeno je nekoliko kljucnih koncepata ucenja i istražuje se u kojoj meri se studenti mogu efektivno iskoristiti u oblasti ekološkog obrazovanja za održivi razvoj, u visokoškolskim institucijama.)
MATCH@E:(This paper introduces some of the key concepts of learning and investigates how students can be effectively used in higher environmental education for sustainable development. ~~~ 1.===>U ovom radu predstavljeno je nekoliko ključnih koncepata učenja i istražuje se u kojoj meri se studenti mogu efektivno iskoristiti u oblasti ekološkog obrazovanja za održivi razvoj, u visokoškolskim institucijama. 1.)
MATCH@M:(Environment can be defined as a group of all the factors that affect the physical, biological, socio-psychological, socioeconomic and cultural life of an individual or society, and all living beings on the Earth live in interaction in a certain environment.===>Okruženje ili životna sredina se može definisati kao grupa cinilaca ili svi cinioci koji uticu na fizicki, biološki, socio-psihološki, društveno-ekonomski i kulturni život pojedinca ili društva, a sva živa bica na Zemlji žive medusobno povezana u nekom okruženju.)
MATCH@E:(Introduction Environment can be defined as a group of all the factors that affect the physical, biological, socio-psychological, socioeconomic and cultural life of an individual or society, and all living beings on the Earth live in interaction in a certain environment.===>Uvod Okruženje ili životna sredina se može definisati kao grupa činilaca ili svi činioci koji utiču na fizički, biološki, socio-psihološki, društveno-ekonomski i kulturni život pojedinca ili društva, a sva živa bića na Zemlji žive međusobno povezana u nekom okruženju.)
MATCH@M:(On the other hand, human economy depends on the Planet’s natural capital that provides all ecological services and natural resources.===>S druge strane, privreda u društvu zavisi od prirodnog kapitala planete koji obezbeduje sve ekološke usluge i sve prirodne resurse.)
MATCH@E:(On the other hand, human economy depends on the Planets natural capital that provides all ecological services and natural resources.===>S druge strane, privreda u društvu zavisi od prirodnog kapitala planete koji obezbeđuje sve ekološke usluge i sve prirodne resurse.)
MATCH@M:(At the same time, as outcomes, environmental problems appear as one of the greatest problems of the 21st century.===>Istovremeno, ekološki problemi koji iz svega ovoga proisticu predstavljaju jedan od najvecih problema 21. veka.)
MATCH@E:(At the same time, as outcomes, environmental problems appear as one of the greatest problems of the 21st century.===>Istovremeno, ekološki problemi koji iz svega ovoga proističu predstavljaju jedan od najvećih problema 21. veka.)
MATCH@M:(The rapid technological advancements and industrialization have resulted in an increased level of negligence and insensitive behavior, leading to the destruction of environmental balance.===>Brz tehnološki napredak i industrijalizacija imali su za posledicu sve nemarnije i bezose-cajnije ponašanje koje je dovelo do poremecaja ekološke ravnoteže.)
MATCH@E:(The rapid technological advancements and industrialization have resulted in an increased level of negligence and insensitive behavior, leading to the destruction of environmental balance.===>Brz tehnološki napredak i industrijalizacija imali su za posledicu sve nemarnije i bezosećajnije ponašanje koje je dovelo do poremećaja ekološke ravnoteže.)
MATCH@M:(Population growth demands a new concept of development - one that is sustainable and that takes into account the satisfaction of the needs and desires of every citizen of the Earth, of the pluralism of societies, but also the balance and harmony between humanity and the environment.===>Rast broja stanovnika zahteva novi koncept razvoja - održivi koncept, kojim bi se zadovoljile potrebe i želje svakog gradanina Zemlje, pluralizma društava, ali i ravnoteža i sklad izmedu covecan-stva i životne sredine.)
MATCH@E:(Population growth demands a new concept of development one that is sustainable and that takes into account the satisfaction of the needs and desires of every citizen of the Earth, of the pluralism of societies, but also the balance and harmony between humanity and the environment Š2, 27, 32Ë.===>Rast broja stanovnika zahteva novi koncept razvoja održivi koncept, kojim bi se zadovoljile potrebe i želje svakog građanina Zemlje, pluralizma društava, ali i ravnoteža i sklad između čovečanstva i životne sredine Š2, 27, 32Ë.)
MATCH@M:(The implication of this ecological situation is obvious: to be sustainable, human beings must live within nature’s carrying capacity; and they must measure where they are now and how far they can go.===>Implikacije ovakve ekološke situacije su ocigledne: da bi se održali, ljudi moraju da žive u okviru kapaciteta koje je priroda sposobna da pruži i da razmisle o tome gde sa sada nalaze i koliko dugo još mogu ovako da nastave.)
MATCH@E:(The implication of this ecological situation is obvious: to be sustainable, human beings must live within natures carrying capacity; and they must measure where they are now and how far they can go Š34Ë.===>Implikacije ovakve ekološke situacije su očigledne: da bi se održali, ljudi moraju da žive u okviru kapaciteta koje je priroda sposobna da pruži i da razmisle o tome gde sa sada nalaze i koliko dugo još mogu ovako da nastave Š34Ë.)
MATCH@M:(The United Nations Decade of Education for Sustainable Development (DESD, 2005-2014), offers an opportunity to rethink the manner in which we approach global environmental and sustainable challenges.===>Decenija obrazovanja za održivi razvoj Ujedinjenih nacija (DESD, 2005-2014) nudi priliku da ponovo razmislimo o nacinu na koji pristupamo globalnim izazovima u oblasti ekologije i održivog razvoja.)
MATCH@E:(The United Nations Decade of Education for Sustainable Development (DESD, 2005-2014), offers an opportunity to rethink the manner in which we approach global environmental and sustainable challenges Š33Ë.===>Decenija obrazovanja za održivi razvoj Ujedinjenih nacija (DESD, 2005-2014) nudi priliku da ponovo razmislimo o načinu na koji pristupamo globalnim izazovima u oblasti ekologije i održivog razvoja Š33Ë.)
MATCH@M:(Apart from the regional and national launches, progress has been achieved in both institutional and programmatic areas at international, regional and national levels.===>Pored pokušaja na regionalnom i nacionalnom nivou, napredak je postignut i na medunarodnom, nacionalnom i regionalnom nivou, kako u institucionalnoj, tako i u programskoj oblasti.)
MATCH@E:(Apart from the regional and national launches, progress has been achieved in both institutional and programmatic areas at international, regional and national levels.===>Pored pokušaja na regionalnom i nacionalnom nivou, napredak je postignut i na međunarodnom, nacionalnom i regionalnom nivou, kako u institucionalnoj, tako i u programskoj oblasti.)
MATCH@M:(The Decade of Education for Sustainable cial, environmental and cultural realms of global society are faced with daunting challenges.===>Decenija obrazovanja za održivi razvoj dolazi u trenutku kada se ekonomske, društvene i kulturne oblasti globalnog društva nalaze pred veoma ozbiljnim izazovima.)
MATCH@E:(The Decade of Education for Sustainable Development comes at a time when the economic, so cial, environmental and cultural realms of global society are faced with daunting challenges.===>Decenija obrazovanja za održivi razvoj dolazi u trenutku kada se ekonomske, društvene i kulturne oblasti globalnog društva nalaze pred veoma ozbiljnim izazovima.)
MATCH@M:(Obligation of higher education is work in a way of mobilizing further political support in countries where Education for Sustainable Development is not yet a priority.===>Dužnost visokoškolskog obrazovanja jeste da doprinese vecoj politickoj podršci u zemljama u kojima obrazovanje za održivi razvoj još uvek ne predstavlja prioritetni zadatak.)
MATCH@E:(Obligation of higher education is work in a way of mobilizing further political support in countries where Education for Sustainable Development is not yet a priority.===>Dužnost visokoškolskog obrazo vanja jeste da doprinese većoj političkoj podršci u zemljama u kojima obrazovanje za održivi razvoj još uvek ne predstavlja prioritetni zadatak.)
MATCH@M:(Today, more than ever before, the need for a holistic approach to learning and teaching becomes both vital and urgent.===>Više nego ikada ranije, danas je holisticki pristup ucenju i nastavi ne samo neophodan, vec i hitan.)
MATCH@E:(Today, more than ever before, the need for a holistic approach to learning and teaching becomes both vital and urgent.===>Više nego ikada ranije, danas je holistički pristup učenju i nastavi ne samo neophodan, već i hitan.)
MATCH@M:(If its potential to contribute to the paradigm shift in thinking, learning and teaching for a sustainable world is to be realized, Education for Sustainable Development has to move to the political centre-stage.===>Ako mogucnosti obrazovanja za održivi razvoj imaju za cilj da doprinesu pro-meni paradigme razmišljanja, ucenja i nastave u cilju postizanja održivosti, onda ovo obrazovanje treba da postane centralna tema u politici.)
MATCH@E:(If its potential to contribute to the paradigm shift in thinking, learning and teaching for a sustainable world is to be realized, Education for Sustainable Development has to move to the political centre-stage.===>Ako mogućnosti obrazovanja za održivi razvoj imaju za cilj da doprinesu promeni paradigme razmišljanja, učenja i nastave u cilju postizanja održivosti, onda ovo obrazovanje treba da postane centralna tema u politici.)
MATCH@M:(Sustainable development needs to be added to an already overcrowded curriculum of foundation subjects that must teach the basics of reading, writing and arithmetic.===>Obrazovanje za odr-živost treba da se doda vec ionako pretrpanom nastavnom programu osnovnih predmeta koji nas uce citanju, pisanju i racunanju.)
MATCH@E:(Sustainable development needs to be added to an already overcrowded curriculum of foundation subjects that must teach the basics of reading, writing and arithmetic.===>Obrazovanje za održivost treba da se doda već ionako pretrpanom nastavnom programu osnovnih predmeta koji nas uče čitanju, pisanju i računanju.)
MATCH@M:(At the same time it can be seen as an integrative, cross-curricular theme that can bring together many of the single issues that schools are already expected to address.===>Istovremeno, ono se može posma-trati kao integrativna tema koja prožima sve oblasti nastavnog programa i koja može da objedini mnoga pojedinacna pitanja kojima škole u svakom slucaju moraju da se bave.)
MATCH@E:(At the same time it can be seen as an integrative, cross-curricular theme that can bring together many of the single issues that schools are already expected to address.===>Istovremeno, ono se može posmatrati kao integrativna tema koja prožima sve oblasti nastavnog programa i koja može da objedini mnoga pojedinačna pitanja kojima škole u svakom slučaju moraju da se bave.)
MATCH@M:(Education for Sustainable Development learning goals include: acting with respect for others, acting with responsibility locally and globally, critical thinking, understanding complexity, the capacity to imagine the future, understanding inter-disciplinary relations, responsible behavior and the ability to identify and clarify environmental values.===>Ciljevi obrazovanja za održivi razvoj obu-hvataju sledece: delovanje poštujuci druge, delovanje sa odgovornošcu i na lokalnoj i na globalnoj ravni, kriticko mišljenje, razumevanje složenosti, sposobnost da se zamisli buducnost, razumevanje interdisciplinarnih odnosa, odgovorno ponašanje i sposobnost da se iden-tifikuju i razjasne ekološke vrednosti.)
MATCH@E:(Education for Sustainable Development learning goals include: acting with respect for others, acting with responsibility locally and globally, critical thinking, understanding complexity, the capacity to imagine the future, understanding inter-disciplinary relations, responsible behavior and the ability to identify and clarify environmental values Š33Ë.===>Ciljevi obrazovanja za održivi razvoj obuhvataju sledeće: delovanje poštujući druge, delovanje sa odgovornošću i na lokalnoj i na globalnoj ravni, kritičko mišljenje, razumevanje složenosti, sposobnost da se zamisli budućnost, razumevanje interdisciplinarnih odnosa, odgovorno ponašanje i sposobnost da se identifikuju i razjasne ekološke vrednosti Š33Ë.)
MATCH@M:(The nature of Education for Sustainable Development demands new perspectives on matters like curriculum, teaching and learning.===>Priroda obrazovanja za održivi razvoj zahteva novi pogled na pitanja kao što su nastavni plan i program, nastava i ucenje.)
MATCH@E:(The nature of Education for Sustainable Development demands new perspectives on matters like curriculum, teaching and learning.===>Priroda obrazovanja za održivi razvoj zahteva novi pogled na pitanja kao što su nastavni plan i program, nastava i učenje.)
MATCH@M:(Education for Sustainable Development and Education Sustainable Development tend to focus on connections, feedback loops, relationships and interaction.===>Obrazovanje za održivi razvoj i održivi razvoj obrazovanja koncentrišu se na povezanost, povratnu spregu, odnose i interakciju.)
MATCH@E:(Education for Sustainable Development and Education Sustainable Development tend to focus on connections, feedback loops, relationships and interaction.===>Obrazovanje za održivi razvoj i održivi razvoj obrazovanja koncentrišu se na povezanost, povratnu spregu, odnose i interakciju.)
MATCH@M:(Yet the dominant educational structures are based on fragmentation rather than connections and synergy.===>Ipak, dominantne obrazovne strukture zasnivaju se na fragmentiranosti, a ne na vezama i sinergiji.)
MATCH@E:(Yet the dominant educational structures are based on fragmentation rather than connections and synergy.===>Ipak, dominantne obrazovne strukture zasnivaju se na fragmentiranosti, a ne na vezama i sinergiji.)
MATCH@M:(Another observation is that the search for a more sustainable world requires the full and democratic involvement of all members of society which should also have implications for teaching and learning.===>Pored toga, potraga za održivi-jim svetom zahteva da se svi clanovi društva ukljuce u potpunosti i na demokratski nacin, što ce takode biti znacajno za nastavu i ucenje.)
MATCH@E:(Another observation is that the search for a more sustainable world requires the full and democratic involvement of all members of society which should also have implications for teaching and learning.===>Pored toga, potraga za održivijim svetom zahteva da se svi članovi društva uključe u potpunosti i na demokratski način, što će takođe biti značajno za nastavu i učenje.)
MATCH@M:(Education for Sustainable Development calls for new kinds of learning that are not so much of a transmissive nature (i.e. learning as reproduction) but rather of a transformative nature (i.e. learning as change).===>Obrazovanje za održivi razvoj zahteva nove vrste ucenja koji su transformacij-ske prirode (na primer, ucenje ciji je cilj promena), a ne služe samo za prenošenje (na primer, ucenje da bi se  samo reprodukovalo nauceno).)
MATCH@E:(Education for Sustainable Development calls for new kinds of learning that are not so much of a transmissive nature (i.e. learning as reproduction) but rather of a transformative nature (i.e. learning as change) Š33Ë.===>Obrazovanje za održivi razvoj zahteva nove vrste učenja koji su transformacijske prirode (na primer, učenje čiji je cilj promena), a ne služe samo za prenošenje (na primer, učenje da bi se samo reprodukovalo naučeno) Š33Ë.)
MATCH@M:(Environmental education nowadays is more and more focused in a perspective of sustainability to promote, not only the fundamental environmental knowledge, but also the behaviors, the strategies and the actions that can really reconvert our development models and our lifestyles.===>Ekološko obrazovanje danas se sve više fokusira na održivost i promoviše ne samo osnovna znanja o životnoj sredini, vec i nacine ponašanja, strategije i aktivnosti koje zaista mogu da izmene modele našeg razvoja i naš životni stil.)
MATCH@E:(Many authors agree that good environmental education is crucial for achieving sustainable development Š1, 4, 7, 13, 14, 15Ë. Environmental education nowadays is more and more focused in a perspective of sustainability to promote, not only the fundamental environmental knowledge, but also the behaviors, the strategies and the actions that can really reconvert our development models and our lifestyles.===>Mnogi autori dele mišljenje da je kvalitetno ekološko obrazovanje od ključne važnosti za postizanje održivog razvoja Š1, 4, 7, 13, 14, 15Ë. ~~~ Ekološko obrazovanje danas se sve više fokusira na održivost i promoviše ne samo osnovna znanja o životnoj sredini, već i načine ponašanja, strategije i aktivnosti koje zaista mogu da izmene modele našeg razvoja i naš životni stil.)
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BAD_LINE_M:Environmental education nowadays is more and more focused in a perspective of sustainability to promote, not only the fundamental environmental knowledge, but also the behaviors, the strategies and the actions that can really reconvert our development models and our lifestyles.
BAD_LINE_M:Ekološko obrazovanje danas se sve više fokusira na održivost i promoviše ne samo osnovna znanja o životnoj sredini, vec i nacine ponašanja, strategije i aktivnosti koje zaista mogu da izmene modele našeg razvoja i naš životni stil.
BAD_LINE_E:Many authors agree that good environmental education is crucial for achieving sustainable development Š1, 4, 7, 13, 14, 15Ë. Environmental education nowadays is more and more focused in a perspective of sustainability to promote, not only the fundamental environmental knowledge, but also the behaviors, the strategies and the actions that can really reconvert our development models and our lifestyles.
BAD_LINE_E:Mnogi autori dele mišljenje da je kvalitetno ekološko obrazovanje od ključne važnosti za postizanje održivog razvoja Š1, 4, 7, 13, 14, 15Ë. ~~~ Ekološko obrazovanje danas se sve više fokusira na održivost i promoviše ne samo osnovna znanja o životnoj sredini, već i načine ponašanja, strategije i aktivnosti koje zaista mogu da izmene modele našeg razvoja i naš životni stil.
MATCH@M:(The goal of environmental education is to produce a population aware of the environment and concerned about problems relating to this concept.===>Cilj ekološkog obrazovanja jeste da iznedri populaciju koja je svesna svog okruženja i koju interesuju problemi u vezi sa ovim konceptom.)
MATCH@E:(The goal of environmental education is to produce a population aware of the environment and concerned about problems relating to this concept.===>Cilj ekološkog obrazovanja jeste da iznedri populaciju koja je svesna svog okruženja i koju interesuju problemi u vezi sa ovim konceptom.)
MATCH@M:(Environmental education is based on the knowledge, skills, attitudes, motivations and commitment of individuals and collectives willing to deal with the current environmental problems, finding solution to them as well as preventing the new ones.===>Ekološko obrazovanje zasniva se na znanju, veštinama, stavovima, motivaciji i posvecenosti pojedinaca i kolektiva spremnih da se bave problemima životne sredine, da ih rešavaju i da sprecavaju pojavu novih problema.)
MATCH@E:(Environmental education is based on the knowledge, skills, attitudes, motivations and commitment of individuals and collectives willing to deal with the current environmental problems, finding solution to them as well as preventing the new ones.===>Ekološko obrazovanje zasniva se na znanju, veštinama, stavovima, motivaciji i posvećenosti pojedinaca i kolektiva spremnih da se bave problemima životne sredine, da ih rešavaju i da sprečavaju pojavu novih problema.)
MATCH@M:(Environmental education implies a brand new style of life, new ethical and cultural values and responsible persons.===>Ekološko obrazovanje podrazumeva potpuno novi nacin života, nove eticke i kulturne vrednosti i odgovorne licnosti.)
MATCH@E:(Environmental education implies a brand new style of life, new ethical and cultural values and responsible persons.===>Ekološko obrazovanje podrazumeva potpuno novi način života, nove etičke i kulturne vrednosti i odgovorne ličnosti.)
MATCH@M:(Environmental education can be defined as “learning to protect and improve environment in a systematic, planned and knowledge-based way during the whole human lifecycle in order to spread awareness about basic characteristics of environment, its structures and relationships that tends to make a human who protects and improves the environment in a way that will ensure humans’ existences now as well as in the future”.===>Ekološko obrazovanje se može definisati kao „ucenje kako da zaštitimo i unapredimo životnu sredinu sistematicno, planski i zasnovano na znanju, i to tokom citavog (ljudskog) života, a u cilju širenja svesti o osnovnim karakteristikama životne sredine, njenog sastava i odnosa u njoj, obrazovanje ciji je cilj da odgaji ljude koji štite i unapreduju životnu sredinu na takav nacin da obezbede opstanak ljudske rase kako danas, tako i u buducnosti.)
MATCH@E:(At its core, environmental education strives to engage the global citizenry in new ways of thinking and acting in, with, and for the environment Š7, 18, 20Ë. Environmental education can be defined as learning to protect and improve environment in a systematic, planned and knowledgebased way during the whole human lifecycle in order to spread awareness about basic characteristics of environment, its structures and relationships that tends to make a human who protects and improves the environment in a way that will ensure humans existences now as well as in the future Š28, 29, 30Ë. 2.===>U svojoj suštini, ekološko obrazovanje teži da sve ljude u svetu navede na novi način razmišljanja i ponašanja u okruženju, sa okruženjem i za okruženje Š7, 18, 20Ë. ~~~ Ekološko obrazovanje se može definisati kao učenje kako da zaštitimo i unapredimo životnu sredinu sistematično, planski i zasnovano na znanju, i to tokom čitavog (ljudskog) života, a u cilju širenja svesti o osnovnim karakteristikama životne sredine, njenog sastava i odnosa u njoj, obrazovanje čiji je cilj da odgaji ljude koji štite i unapređuju životnu sredinu na takav način da obezbede opstanak ljudske rase kako danas, tako i u budućnosti Š28, 29, 30Ë. 2.)
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BAD_LINE_M:Environmental education can be defined as “learning to protect and improve environment in a systematic, planned and knowledge-based way during the whole human lifecycle in order to spread awareness about basic characteristics of environment, its structures and relationships that tends to make a human who protects and improves the environment in a way that will ensure humans’ existences now as well as in the future”.
BAD_LINE_M:Ekološko obrazovanje se može definisati kao „ucenje kako da zaštitimo i unapredimo životnu sredinu sistematicno, planski i zasnovano na znanju, i to tokom citavog (ljudskog) života, a u cilju širenja svesti o osnovnim karakteristikama životne sredine, njenog sastava i odnosa u njoj, obrazovanje ciji je cilj da odgaji ljude koji štite i unapreduju životnu sredinu na takav nacin da obezbede opstanak ljudske rase kako danas, tako i u buducnosti.
BAD_LINE_E:At its core, environmental education strives to engage the global citizenry in new ways of thinking and acting in, with, and for the environment Š7, 18, 20Ë. Environmental education can be defined as learning to protect and improve environment in a systematic, planned and knowledgebased way during the whole human lifecycle in order to spread awareness about basic characteristics of environment, its structures and relationships that tends to make a human who protects and improves the environment in a way that will ensure humans existences now as well as in the future Š28, 29, 30Ë. 2.
BAD_LINE_E:U svojoj suštini, ekološko obrazovanje teži da sve ljude u svetu navede na novi način razmišljanja i ponašanja u okruženju, sa okruženjem i za okruženje Š7, 18, 20Ë. ~~~ Ekološko obrazovanje se može definisati kao učenje kako da zaštitimo i unapredimo životnu sredinu sistematično, planski i zasnovano na znanju, i to tokom čitavog (ljudskog) života, a u cilju širenja svesti o osnovnim karakteristikama životne sredine, njenog sastava i odnosa u njoj, obrazovanje čiji je cilj da odgaji ljude koji štite i unapređuju životnu sredinu na takav način da obezbede opstanak ljudske rase kako danas, tako i u budućnosti Š28, 29, 30Ë. 2.
MATCH@M:(Learners are engaged in direct experiences and are challenged to use higher-order thinking skills.===>Studenti uce na osnovu sopstvenog iskustva i od njih se ocekuje da koriste složenije veštine razmišljanja.)
MATCH@E:(Learners are engaged in direct experiences and are challenged to use higher-order thinking skills.===>)
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BAD_LINE_M:Learners are engaged in direct experiences and are challenged to use higher-order thinking skills.
BAD_LINE_M:Studenti uce na osnovu sopstvenog iskustva i od njih se ocekuje da koriste složenije veštine razmišljanja.
BAD_LINE_E:Learners are engaged in direct experiences and are challenged to use higher-order thinking skills.
BAD_LINE_E:
MATCH@M:(What has to be offered in the program of good higher environmental education is interconnected with the wide range of requirements in professional life; therefore the program of higher environmental education is designed to meet these new sustainability challenges, by integrating inputs from the social and human sciences into the study of environmental planning and engineering, and by enabling students to visualize the engineers’ task from environmental perspectives.===>Ono što se nudi u programu dobrog ekološkog obrazovanja na visokoškolskom nivou medusobno je povezano sa nizom zahteva u profesionalnom životu; stoga je program visokoškolskog ekološkog obrazovanja razvijen tako da zadovoljava ove nove zahteve za održivošcu tako što uvodi inpute iz društvenih nauka u ucenje o ekološkom planiranju i inženjeringu i osposobljava studente da sagledaju zadatke inženjera iz perspektive ekologije.)
MATCH@E:(What has to be offered in the program of good higher environmental education is interconnected with the wide range of requirements in professional life; therefore the program of higher environmental education is designed to meet these new sustainability challenges, by integrating inputs from the social and human sciences into the study of environmental planning and engineering, Š17, 18Ë.===>Ono što program dobrog visokoškolskog obrazovanja mora da ponudi je povezanost sa širokim spektrom zahteva profesionalnog života; stoga program visokoškolskog ekološkog obrazovanja je dizajniran tako da odgovori na nove izazove održivosti, integrišući inpute iz društvenih i prirodnih nauka u izučavanje ekološkog planiranja i inženjerstva, Š17, 18Ë.)
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BAD_LINE_M:What has to be offered in the program of good higher environmental education is interconnected with the wide range of requirements in professional life; therefore the program of higher environmental education is designed to meet these new sustainability challenges, by integrating inputs from the social and human sciences into the study of environmental planning and engineering, and by enabling students to visualize the engineers’ task from environmental perspectives.
BAD_LINE_M:Ono što se nudi u programu dobrog ekološkog obrazovanja na visokoškolskom nivou medusobno je povezano sa nizom zahteva u profesionalnom životu; stoga je program visokoškolskog ekološkog obrazovanja razvijen tako da zadovoljava ove nove zahteve za održivošcu tako što uvodi inpute iz društvenih nauka u ucenje o ekološkom planiranju i inženjeringu i osposobljava studente da sagledaju zadatke inženjera iz perspektive ekologije.
BAD_LINE_E:What has to be offered in the program of good higher environmental education is interconnected with the wide range of requirements in professional life; therefore the program of higher environmental education is designed to meet these new sustainability challenges, by integrating inputs from the social and human sciences into the study of environmental planning and engineering, Š17, 18Ë.
BAD_LINE_E:Ono što program dobrog visokoškolskog obrazovanja mora da ponudi je povezanost sa širokim spektrom zahteva profesionalnog života; stoga program visokoškolskog ekološkog obrazovanja je dizajniran tako da odgovori na nove izazove održivosti, integrišući inpute iz društvenih i prirodnih nauka u izučavanje ekološkog planiranja i inženjerstva, Š17, 18Ë.
MATCH@M:(A number of courses of higher environmental education and a number of initiatives to integrate environmental issues into university curricula have been launched in the past decade worldwide.===>Poslednjih decenija širom sveta se uvode kursevi ekološkog obrazovanja u visokoškolskim ustanovama kao i nove inicijative za uvodenje ekoloških tema u nastavne programe na univerzitetu.)
MATCH@E:(A number of courses of higher environmental education and a number of initiatives to integrate environmental issues into university curricula have been launched in the past decade worldwide.===>Poslednjih decenija širom sveta se uvode kursevi ekološkog obrazovanja u visokoškolskim ustanovama kao i nove inicijative za uvođenje ekoloških tema u nastavne programe na univerzitetu.)
MATCH@M:(However, to satisfy the specific needs of this kind of education it is necessary to implement innovative methods of delivering such knowledge for sustainability.===>Ipak, da bi se zadovoljile posebne potrebe ove vrste obrazovanja, potrebno je primeniti inovativne metode prenošenja ovakvog zna-nj a za potrebe održivosti.)
MATCH@E:(However, to satisfy the specific needs of this kind of education it is necessary to implement innovative methods of delivering such knowledge for sustainability.===>Ipak, da bi se zadovoljile posebne potrebe ove vrste obrazovanja, potrebno je primeniti inovativne metode prenošenja ovakvog znanja za potrebe održivosti.)
MATCH@M:(Higher environmental education through the flexible learning approach used at Environmental Management course at Faculty of Organizational Sciences, University of Belgrade, Serbia is one such innovative method.===>Visokoškolsko ekološko obrazovanje putem fleksibilnog pristupa koji se prime-njuje na predmetu Ekološki menadžment na Fakultetu organizacionih nauka Univerziteta u Beogradu predstavlja jedan od ovakvih inovativnih metoda.)
MATCH@E:(Higher environmental education through the flexible learning approach used at Environmental Management course at Faculty of Organizational Sciences, University of Belgrade, Serbia is one such innovative method, Š8, 9, 11Ë.===>Visokoškolsko ekološko obrazovanje putem fleksibilnog pristupa koji se primenjuje na predmetu Ekološki menadžment na Fakultetu organizacionih nauka Univerziteta u Beogradu predstavlja jedan od ovakvih inovativnih metoda Š8, 9, 11Ë.)
MATCH@M:(Previous studies have shown that introductory university level environmental studies classes can improve students’ environmental literacy.===>Ranija istraživanja su pokazala da pocetni nivo ekoloških studija na fakultetu može da popravi ekološku pismenost studenata.)
MATCH@E:(Previous studies have shown that introductory university level environmental studies classes can improve students environmental literacy.===>Ranija istraživanja su pokazala da početni nivo ekoloških studija na fakultetu može da popravi ekološku pismenost studenata.)
MATCH@M:(Further on, successful learning requires a change in attitudes to education both in the teacher and in the learner.===>Pored toga, da bi ucenje bilo uspe-šno, i nastavnik i ucenik moraju da promene svoje stavove o obrazovanju.)
MATCH@E:(Further on, successful learning requires a change in attitudes to education both in the teacher and in the learner Š12Ë.===>Pored toga, da bi učenje bilo uspešno, i nastavnik i učenik moraju da promene svoje stavove o obrazovanju Š12Ë.)
MATCH@M:(The learning targets of education for sustainable development must be translated into learning targets and objectives to be pursued in educational interventions which deal with sustainability in terms of knowledge, in terms of attitudes, in terms of behavior - adopting sustainable behavior.===>Ciljevi ucenja u obrazovanju za održivi razvoj moraju da se prevedu u ciljeve ucenja i ciljeve kojima treba težiti pri intervencijama u oblasti obrazovanja koje se bave održivošcu u smislu znanja, u smislu stavova, u smislu ponašanja, a sve to usvajanjem održivog ponašanja.)
MATCH@E:(The learning targets of education for sustainable development must be translated into learning targets and objectives to be pursued in educational interventions which deal with sustainability in terms of knowledge, in terms of attitudes, in terms of behavior adopting sustainable behavior Š12Ë.===>Ciljevi učenja u obrazovanju za održivi razvoj moraju da se prevedu u ciljeve učenja i ciljeve kojima treba težiti pri intervencijama u oblasti obrazovanja koje se bave održivošću u smislu znanja, u smislu stavova, u smislu ponašanja, a sve to usvajanjem održivog ponašanja Š12Ë.)
MATCH@M:(These characteristics, when applied in conjunction with the below mentioned objectives and aims for higher environmental education have allowed environmental educators to develop programs that lead to the formation of positive beliefs, attitudes and values concerning the environment as a basis for assuming a wise stewardship role towards the Earth.===>Ove karakteristike, kada se primene u sprezi sa dole pomenutim opštim i neposrednim ciljevima visokoškolskog ekološkog obrazovanja, omogucavaju strucnjacima za ekološko obrazovanje da razvijaju programe koji vode formiranju pozitivnih verovanja, stavova i vrednosti u vezi sa životnom sredinom što cini osnovu za prihvatanje mudre odluke u korist služenja planeti Zemlji.)
MATCH@E:(These characteristics, when applied in conjunction with the below mentioned objectives and aims for higher environmental education have allowed environmental educators to develop programs that lead to the formation of positive beliefs, attitudes and values concerning the environment as a basis for assuming a wise stewardship role towards the Earth (see Table 1).===>Ove karakteristike, kada se primene u sprezi sa dole pomenutim opštim i neposrednim ciljevima visokoškolskog ekološkog obrazovanja, omogućavaju stručnjacima za ekološko obrazovanje da razvijaju programe koji vode formiranju pozitivnih verovanja, stavova i vrednosti u vezi sa životnom sredinom što čini osnovu za prihvatanje mudre odluke u korist služenja planeti Zemlji (videti Tabelu 1).)
MATCH@M:(In recent years, open and distance learning have gone through three generations.===>Otvoreno ucenje i ucenje na daljinu su poslednjih godina prošli kroz tri generacije u razvoju.)
MATCH@E:(Flexible approach in higher education In recent years, open and distance learning have gone through three generations.===>Fleksibilni pristup u viskoškolskom obrazovanju Otvoreno učenje i učenje na daljinu su poslednjih godina prošli kroz tri generacije u razvoju.)
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BAD_LINE_M:In recent years, open and distance learning have gone through three generations.
BAD_LINE_M:Otvoreno ucenje i ucenje na daljinu su poslednjih godina prošli kroz tri generacije u razvoju.
BAD_LINE_E:Flexible approach in higher education In recent years, open and distance learning have gone through three generations.
BAD_LINE_E:Fleksibilni pristup u viskoškolskom obrazovanju Otvoreno učenje i učenje na daljinu su poslednjih godina prošli kroz tri generacije u razvoju.
MATCH@M:(The first generation was correspondence teaching where a single medium, such as a text, is used in conjunction with the postal service as a means of delivery.===>Prvu generaciju cinila je dopisna nastava gde se koristio jedan jedini medijum, tekst, u sprezi sa poštanskom službom kao sredstvom dostave.)
MATCH@E:(The first generation was correspondence teaching where a single medium, such as a text, is used in conjunction with the postal service as a means of delivery.===>Prvu generaciju činila je dopisna nastava gde se koristio jedan jedini medijum, tekst, u sprezi sa poštanskom službom kao sredstvom dostave.)
MATCH@M:(The next generation involved multimedia distance learning, where text-based material is supplemented by interaction with the instructors either in face-to-face settings or via technologies such as electronic mail.===>Naredna generacija obuhvatila je multimedijalno ucenje na daljinu, pri kome je tekstualni materijal dopunjen interakcijom sa nastavnicima, bilo u neposrednim susretima bilo putem tehnologija kao što je elektronska pošta.)
MATCH@E:(The next generation involved multimedia distance learning, where text-based material is supplemented by interaction with the instructors either in face-to-face settings or via technologies such as electronic mail.===>Naredna generacija obuhvatila je multimedijalno učenje na daljinu, pri kome je tekstualni materijal dopunjen interakcijom sa nastavnicima, bilo u neposrednim susretima bilo putem tehnologija kao što je elektronska pošta.)
MATCH@M:(The third and most recent generation is interactive multimedia distance education, where heavy emphasis is placed on the use of information technology to facilitate the communication.===>Trecu i najmladu generaciju predstavlja interaktivno multimedijalno obrazovanje na daljinu u kojem se težište stavlja na primenu informacione tehnologije kao sredstva kojim se olakšava komunikacija.)
MATCH@E:(The third and most recent generation is interactive multimedia distance education, where heavy emphasis is placed on the use of information technology to facilitate the communication.===>Treću i najmlađu generaciju predstavlja interaktivno multimedijalno obrazovanje na daljinu u kojem se težište stavlja na primenu informacione tehnologije kao sredstva kojim se olakšava komunikacija.)
MATCH@M:(The last generation is the flexible learning generation.===>Poslednja generacija je generacija fleksibilnog ucenja.)
MATCH@E:(The last generation is the flexible learning generation.===>Poslednja generacija je generacija fleksibilnog učenja.)
MATCH@M:(Flexible learning represents a concept that prioritizes learner control over the requirements of institutional practices.===>Fleksibilno ucenje predstavlja koncept ciji je najveci znacaj u tome što ucenik (student) ima kontrolu nad zahtevima institucionalne prakse.)
MATCH@E:(Flexible learning represents a concept that prioritizes learner control over the requirements of institutional practices.===>Fleksibilno učenje predstavlja koncept čiji je najveći značaj u tome što učenik (student) ima kontrolu nad zahtevima institucionalne prakse.)
MATCH@M:(Flexible learning focuses on how the students will engage in learning activities in terms of the options available to them and also how such activities can be supported.===>Fleksibilno ucenje koncentriše se na to kako ce se studenti baviti aktivnostima ucenja u smislu opcija koje su im na raspolaganju, a isto tako, kakva ce se podrška obezbediti ovim aktivnostima.)
MATCH@E:(Flexible learning focuses on how the students will engage in learning activities in terms of the options available to them and also how such activities can be supported Š3, 25Ë.===>Fleksibilno učenje koncentriše se na to kako će se studenti baviti aktivnostima učenja u smislu opcija koje su im na raspolaganju, a isto tako, kakva će se podrška obezbediti ovim aktivnostima Š3, 25Ë.)
MATCH@M:(Any or all of the characteristics listed above would identify a system of flexible learning.===>Bilo koja ili sve gore navedene karakteristike prepoznatljive su u sistemu fleksibilnog ucenja.)
MATCH@E:(Any or all of the characteristics listed above would identify a system of flexible learning.===>Bilo koja ili sve gore navedene karakteristike prepoznatljive su u sistemu fleksibilnog učenja.)
MATCH@M:(Several teaching and learning methods have to be used in the course based on flexible learning, (Figure 1).===>Na kursu koji se zasniva na fleksibilnom ucenju koristi se nekoliko metoda nastave i ucenja (slika 1).)
MATCH@E:(Several teaching and learning methods have to be used in the course based on flexible learning, (Figure 1).===>Na kursu koji se zasniva na fleksibilnom učenju koristi se nekoliko metoda nastave i učenja (slika 1).)
MATCH@M:(The course relies upon directed study, reading, and activities using a print-based study guide and reader.===>Kurs se oslanja na vodeno proucavanje, citanje i aktivnosti koje se zasnivaju na štampanim materijalima za ucenje i udžbeniku.)
MATCH@E:(The course relies upon directed study, reading, and activities using a print-based study guide and reader.===>Kurs se oslanja na vođeno proučavanje, čitanje i aktivnosti koje se zasnivaju na štampanim materijalima za učenje i udžbeniku.)
MATCH@M:(It also includes face-to-face lectures or other on-campus sessions.===>Takode obuhvata konkretna predavanja ili druge vrste vežbi na fakultetu.)
MATCH@E:(It also includes face-to-face lectures or other on-campus sessions.===>Takođe obuhvata konkretna predavanja ili druge vrste vežbi na fakultetu.)
MATCH@M:(Third, it incorporates Web-based activities using the Internet and on-line communication.===>Trece, obuhvata i aktivnosti na Mreži uz upotrebu interneta i on-line komunikacije.)
MATCH@E:(Third, it incorporates Web-based activities using the Internet and on-line communication.===>Treće, obuhvata i aktivnosti na Mreži uz upotrebu interneta i on-line komunikacije.)
MATCH@M:(Web-based resources implemented on Moodle platform, facilitate students’ choice as to how, when and where they learn, and they provide multiple access points to information as well as access to multiple sources of information.===>Resursi zasnovani na korišcenju Mreže koji se prime-njuju na platformi Moodle olakšavaju studentima izbor u vezi s tim gde, kada i kako ce uciti i obezbeduju višestruku mogucnost pristupa informacijama kao i pristup velikom broju izvora informacija.)
MATCH@E:(Teaching and learning methods of flexible learning Web-based resources implemented on Moodle platform, facilitate students choice as to how, when and where they learn, and they provide multiple access points to information as well as access to multiple sources of information.===>Metodi nastave i učenja u fleksibilnom učenju Resursi zasnovani na korišćenju Mreže koji se primenjuju na platformi Moodle olakšavaju studentima izbor u vezi s tim gde, kada i kako će učiti i obezbeđuju višestruku mogućnost pristupa informacijama kao i pristup velikom broju izvora informacija.)
MATCH@M:(This can facilitate student choice as to the focus and sequence of their learning activities.===>Ovim se studentu olakšava izbor kada se radi o fokusu i redosledu aktivnosti u ucenju.)
MATCH@E:(This can facilitate student choice as to the focus and sequence of their learning activities.===>Ovim se studentu olakšava izbor kada se radi o fokusu i redosledu aktivnosti u učenju. 4.)
MATCH@M:(At the Faculty of Organizational Sciences, University of Belgrade, numerous courses (such as Environmental Management, Design for Environment, Eco-Marketing, and Environmental Law etc.) are focused on environmental issues.===>Veliki broj predmeta (kurseva) na Fakultetu organizacionih nauka Univerziteta u Beogradu (na primer, Ekološki menadžment, Projekti za životnu sredinu, Eko-marketing i Zakon o životnoj sredini, itd.) kon-centrišu se na probleme životne sredine.)
MATCH@E:(4. ~~~ Methodological improvement of environmental management course a flexible approach At the Faculty of Organizational Sciences, University of Belgrade, numerous courses (such as Environmental Management, Design for Environment, Eco-Marketing, and Environmental Law etc.) are focused on environmental issues.===>Metodološko usavršavanje predmeta ekološki menadžment fleksibilni pristup Veliki broj predmeta (kurseva) na Fakultetu organizacionih nauka Univerziteta u Beogradu (na primer, Ekološki menadžment, Projekti za životnu sredinu, Eko-marketing i Zakon o životnoj sredini, itd.) koncentrišu se na probleme životne sredine.)
MATCH@M:(Unlike on others, which are elective courses, in the Environmental Management course that is an obligatory course, a framework and a curriculum for good higher environmental education are developed and applied.===>Za razliku od drugih predmeta koji su izborni, na predmetu Ekološki menadžment koji je obavezni predmet, razvijeni su i primenjuju se okvir i nastavni program kvalitetnog visokoškolskog ekološkog obrazovanja.)
MATCH@E:(Unlike on others, which are elective courses, in the Environmental Management course that is an obligatory course, a framework and a curriculum for good higher environmental education are developed and applied.===>Za razliku od drugih predmeta koji su izborni, na predmetu Ekološki menadžment koji je obavezni predmet, razvijeni su i primenjuju se okvir i nastavni program kvalitetnog visokoškolskog ekološkog obrazovanja.)
MATCH@M:(In addition, we selected this course because it is based on a wide range of scientific and practical knowledge of environmental science and management as good benchmarks for the adequate improvement of students’ environmental awareness.===>Pored toga, ovaj kurs smo izabrali zato što se zasniva na širokom spektru naucnog i prakticnog znanja u oblesti ekologije i upravljanja koji su dobre referentne tacke za adekvatno poboljšanje svesti koju studenti sticu o životnoj sredini.)
MATCH@E:(In addition, we selected this course because it is based on a wide range of scientific and practical knowledge of environmental science and management as good benchmarks for the adequate improvement of students environmental awareness.===>Pored toga, ovaj kurs smo izabrali zato što se zasniva na širokom spektru naučnog i praktičnog znanja u oblesti ekologije i upravljanja koji su dobre referentne tačke za adekvatno poboljšanje svesti koju studenti stiču o životnoj sredini.)
MATCH@M:(Hence, on this course we have applied a learner-centred and action-oriented learning about ecology, management within the environmental field and sustainable development.===>Stoga je na ovom kursu primenjen tip ucenja ori-jentisan na studenta i aktivnosti u vezi sa ekologijom, upravljanjem u oblasti životne sredine i održivog razvoja.)
MATCH@E:(Hence, on this course we have applied a learner-centred and action-oriented learning about ecology, management within the environmental field and sustainable development.===>Stoga je na ovom kursu primenjen tip učenja orijentisan na studenta i aktivnosti u vezi sa ekologijom, upravljanjem u oblasti životne sredine i održivog razvoja.)
MATCH@M:(All of this with foundations of active learning - where educators are mentors and facilitators and students teach each other.===>Sve ovo zasnovano je na aktivnom ucenju gde su nastavnici mentori i facilitatori, a studenti poducavaju jedni druge.)
MATCH@E:(All of this with foundations of active learning - where educators are mentors and facilitators and students teach each other, Š17, 18Ë.===>Sve ovo zasnovano je na aktivnom učenju gde su nastavnici mentori i facilitatori, a studenti podučavaju jedni druge Š17, 18Ë.)
MATCH@M:(These experiences promoted higher order thinking and provided a cooperative context for learning and evaluation.===>Ovakva iskustva imala su za po-sledicu razmišljanja na višem nivou i obezbedila sarad-nicki kontekst za ucenje i ocenjivanje.)
MATCH@E:(These experiences promoted higher order thinking and provided a cooperative context for learning and evaluation.===>Ovakva iskustva imala su za posledicu razmišljanja na višem nivou i obezbedila saradnički kontekst za učenje i ocenjivanje.)
MATCH@M:(Also, the purpose of this course is to orientate the student to the basic discipline of environmental management and as a result this course places an emphasis on the basic skills, tools and techniques and environmental perspectives needed to facilitate successful and meaningful environmental management and to promote the concept of sustainability.===>Takode, svrha ovog kursa je da usmeri studenta prema osnovnoj disciplini ekološkog menadžmenta, a posledica je da ovaj kurs stavlja akcenat na osnovne veštine, alate i tehnike i perspektive neophodne da bi se omogucilo uspešno i smisleno ekološko upravljanje i promovisao koncept održivosti.)
MATCH@E:(Also, the purpose of this course is to orientate the student to the basic discipline of environmental management and as a result this course places an emphasis on the basic skills, tools and techniques and environmental perspectives needed to facilitate successful and meaningful environmental management and to promote the concept of sustainability.===>Takođe, svrha ovog kursa je da usmeri studenta prema osnovnoj disciplini ekološkog menadžmenta, a posledica je da ovaj kurs stavlja akcenat na osnovne veštine, alate i tehnike i perspektive neophodne da bi se omogućilo uspešno i smisleno ekološko upravljanje i promovisao koncept održivosti.)
MATCH@M:(To develop the student’s understanding and insight into the skilful application of a wide variety of environmental dimensions, fields and environmental skill, tools and techniques in order to facilitate informed decision making based on sound information and expert judgment spanning a wide variety of scientific disciplines were developed.===>Da bi student shvatio i stekao uvid u kvalifikovanu primenu razlicitih ekoloških dimenzija i oblasti i ekoloških veština, razvijeni su alati i tehnike potrebni da bi se obezbedilo odlucivanje zasnovano na pouzdanim informacijama i strucnim mišljenjima u okviru velikog broja naucnih disciplina.)
MATCH@E:(To develop the students understanding and insight into the skilful application of a wide variety of environmental dimensions, fields and environmental skill, tools and techniques in order to facilitate informed decision making based on sound information and expert judgment spanning a wide variety of scientific disciplines were developed.===>Da bi student shvatio i stekao uvid u kvalifikovanu primenu različitih ekoloških dimenzija i oblasti i ekoloških veština, razvijeni su alati i tehnike potrebni da bi se obezbedilo odlučivanje zasnovano na pouzdanim informacijama i stručnim mišljenjima u okviru velikog broja naučnih disciplina.)
MATCH@M:(The Environmental Management course at Faculty of Organizational Sciences in the conventional mode consists of 4 lecture hours per week over a 13-week session.===>Predmet Ekološki menadžment na Fakultetu organizacionih nauka po konvencionalnom modelu obuhvata cetiri casa predavanja nedeljno tokom 13 nedelja.)
MATCH@E:(The Environmental Management course at Faculty of Organizational Sciences in the conventional mode consists of 4 lecture hours per week over a 13-week session.===>Predmet Ekološki menadžment na Fakultetu organizacionih nauka po konvencionalnom modelu obuhvata četiri časa predavanja nedeljno tokom 13 nedelja.)
MATCH@M:(This is a compulsory part of the course and consists of lectures, tutorials, group projects, site visits, video presentations, and consultation with academic staff.===>To je obavezni deo kursa i obuhvata predavanja, vežbe, grupne projekte, posete na terenu, video prezentacije i konsultacije sa profesorima i asistentima.)
MATCH@E:(This is a compulsory part of the course and consists of lectures, tutorials, group projects, site visits, video presentations, and consultation with academic staff.===>To je obavezni deo kursa i obuhvata predavanja, vežbe, grupne projekte, posete na terenu, video prezentacije i konsultacije sa profesorima i asistentima.)
MATCH@M:(During these sessions, students receive an opportunity to listen to various government and industry experts in ecology, sustainable development, perform hands-on exercises on environmental protection, study national and international case studies, and visit industrial facilities.===>U ovom periodu studenti imaju mogucnost da slušaju razlicite strucnjake iz vlade i iz privrede koji govore na temu ekologije, održivog razvoja, da izvode konkretne postupke u oblasti zaštite životne sredine, da proucavaju studije slucaja na nacionalnom i medunarodnom nivou i da posecuju privredne objekte.)
MATCH@E:(During these sessions, students receive an opportunity to listen to various government and industry experts in ecology, sustainable development, perform hands-on exercises on environmental protection, study national and international case studies, and visit industrial facilities.===>U ovom periodu studenti imaju mogućnost da slušaju različite stručnjake iz vlade i iz privrede koji govore na temu ekologije, održivog razvoja, da izvode konkretne postupke u oblasti zaštite životne sredine, da proučavaju studije slučaja na nacionalnom i međunarodnom nivou i da posećuju privredne objekte.)
MATCH@M:(This approach also provides opportunities for the students, especially to form a network among themselves.===>Ovakav pristup takode daje studentima priliku da se medusobno umreže.)
MATCH@E:(This approach also provides opportunities for the students, especially to form a network among themselves.===>Ovakav pristup takođe daje studentima priliku da se međusobno umreže.)
MATCH@M:(Environmental Management course incorporates web-based resources which are best used for organization, communication to support self-directed learning, and as a means of providing multiple perspectives and alternative viewpoints.===>Ekološko upravljanje kao kurs obuhvata resurse zasnovane na mrežama, a koji su najkorisniji za organi-zovanje, saopštenja kao podršku samostalnom ucenju i kao nacin za obezbedivanje veceg broja perspektiva i alternativnih stanovišta.)
MATCH@E:(Environmental Management course incorporates webbased resources which are best used for organization, communication to support self-directed learning, and as a means of providing multiple perspectives and alternative viewpoints.===>Ekološko upravljanje kao kurs obuhvata resurse zasnovane na mrežama, a koji su najkorisniji za organizovanje, saopštenja kao podršku samostalnom učenju i kao način za obezbeđivanje većeg broja perspektiva i alternativnih stanovišta.)
MATCH@M:(Their use facilitates students’ choice as to how, when and where they learn, and they provide multiple access points to information as well as access to multiple sources of information.===>Na ovaj nacin studentima je olakšano odlucivanje u vezi s tim kako, kada i gde ce da uce i obezbeduju višestruku mogucnost pristupa informacijama kao i pristup velikom broju izvora informacija.)
MATCH@E:(Their use facilitates students choice as to how, when and where they learn, and they provide multiple access points to information as well as access to multiple sources of information.===>Na ovaj način studentima je olakšano odlučivanje u vezi s tim kako, kada i gde će da uče i obezbeđuju višestruku mogućnost pristupa informacijama kao i pristup velikom broju izvora informacija.)
MATCH@M:(The Web site developed for Environmental Management course includes “upfront” information (course information, study chart, assessment schedule, teaching team, resource lists) and features such as a site map, noticeboard, FAQ (Frequently Asked Questions) list, forum, real-time discussion (chat), glossary, and search facility.===>Veb stranica razvijena za predmet Ekološki menadž-ment obuhvata „uvodne“ informacije (informacije o kursu, plan studiranja, šemu ocenjivanja, tim predavaca, spisak resursa) i druge stvari kao što su mapa fakulteta, oglasna tabla, FAQ listu (listu uobicajenih pitanja), forum, diskusije u realnom vremenu (chat), glosar i pomoc u pretraživanju.)
MATCH@E:(This can facilitate student choice as to the focus and sequence of their learning activities. site developed The Web for Environmental Management course includes upfront information (course information, study chart, assessment schedule, teaching team, resource lists) and features such as a site map, noticeboard, FAQ (Frequently Asked Questions) list, forum, real-time discussion (chat), glossary, and search facility.===>Ovim se studentu olakšava izbor kada se radi o fokusu i redosledu aktivnosti u učenju. ~~~ Veb stranica razvijena za predmet Ekološki menadžment obuhvata uvodne informacije (informacije o kursu, plan studiranja, šemu ocenjivanja, tim predavača, spisak resursa) i druge stvari kao što su mapa fakulteta, oglasna tabla, FAQ listu (listu uobičajenih pitanja), forum, diskusije u realnom vremenu (chat), glosar i pomoć u pretraživanju.)
MATCH@M:(All these tools enhance the students’ learning experiences with stimulating exercises, real-world simulations, ready access to data in external Web sites, and communication with peers and mentors.===>Svi ovi alati pospešuju ucenje i nude vežbanja koja stimulišu studenta na rad, simulacije stvarnih situacija, pristup podacima na spoljnim veb stranicama i komunikaciju sa kolegama i mentorima.)
MATCH@E:(All these tools enhance the students learning experiences with stimulating exercises, realworld simulations, ready access to data in external Web sites, and communication with peers and mentors.===>Svi ovi alati pospešuju učenje i nude vežbanja koja stimulišu studenta na rad, simulacije stvarnih situacija, pristup podacima na spoljnim veb stranicama i komunikaciju sa kolegama i mentorima.)
MATCH@M:(One of the characteristics of flexible learning is to allow the students to determine their own learning goals.===>Jedna od karakteristika fleksibilnog ucenja jeste da se studentima omoguci da odrede sopstvene ciljeve u ucenju.)
MATCH@E:(One of the characteristics of flexible learning is to allow the students to determine their own learning goals.===>Jedna od karakteristika fleksibilnog učenja jeste da se studentima omogući da odrede sopstvene ciljeve u učenju.)
MATCH@M:(Students are strongly encouraged to focus on an area of their choice for paper, project.===>Studenti se podsticu da se koncentrišu na oblast koju su izabrali i u okviru koje rade rad ili projekat.)
MATCH@E:(Students are strongly encouraged to focus on an area of their choice for paper, project.===>Studenti se podstiču da se koncentrišu na oblast koju su izabrali i u okviru koje rade rad ili projekat.)
MATCH@M:(During Weeks 1 to 5, there is a weekly lecture to introduce the course and to cover the whole content of the course on a broad basis.===>Od 1.	do 5. nedelje kursa održava se jedno predavanje ne-deljno na kome se predstavlja kurs i u glavnim crtama se obuhvata citav sadržaj kursa.)
MATCH@E:(During Weeks 1 to 5, there is a weekly lecture to introduce the course and to cover the whole content of the course on a broad basis.===>Od 1. do 5. nedelje kursa održava se jedno predavanje nedeljno na kome se predstavlja kurs i u glavnim crtama se obuhvata čitav sadržaj kursa.)
MATCH@M:(It is expected that students will develop an interest in one of the areas covered in the modules to examine in the project.===>Ocekuje se da se studenti zainteresuju za jednu od oblasti zastupljenih u modulima, koju ce istraživati u svom projektu.)
MATCH@E:(It is expected that students will develop an interest in one of the areas covered in the modules to examine in the project.===>Očekuje se da se studenti zainteresuju za jednu od oblasti zastupljenih u modulima, koju će istraživati u svom projektu.)
MATCH@M:(The project title, which will be chosen by the student based on the course modules and with approval from the lecturer, must be finalized by the end of Week 4.===>Naslov projekta ce izabrati student na osnovu modula u okviru kursa, odobrice ga predavac i naslov mora da bude konacno formulisan do kraja 4. nedelje.)
MATCH@E:(The project title, which will be chosen by the student based on the course modules and with approval from the lecturer, must be finalized by the end of Week 4.===>Naslov projekta će izabrati student na osnovu modula u okviru kursa, odobriće ga predavač i naslov mora da bude konačno formulisan do kraja 4. nedelje.)
MATCH@M:(During Weeks 6 to 10 of the semester, weekly lectures are replaced by weekly communication between the student and the lecturer either in person or by email.===>Od 6. do 10. nedelje u semestru umesto predavanja jednom nedeljno održavaju se konsultacije izmedu studenta i predava-ca/profesora, licno ili putem e-mejla.)
MATCH@E:(During Weeks 6 to 10 of the semester, weekly lectures are replaced by weekly communication between the student and the lecturer either in person or by email.===>Od 6. do 10. nedelje u semestru umesto predavanja jednom nedeljno održavaju se konsultacije između studenta i predavača/profesora, lično ili putem e-mejla.)
MATCH@M:(Students continue to work on the project and should submit the project proposal by the end of Week 7.===>Student nastavlja da radi na projektu i treba da podnese predlog projekta do kraja 7. nedelje.)
MATCH@E:(Students continue to work on the project and should submit the project proposal by the end of Week 7.===>Student nastavlja da radi na projektu i treba da podnese predlog projekta do kraja 7. nedelje.)
MATCH@M:(Peer review of the project proposal takes place in Weeks 8 and 9.===>Tokom 8. i 9. nedelje projekat ocenjuju studentove kolege.)
MATCH@E:(Peer review of the project proposal takes place in Weeks 8 and 9.===>Tokom 8. i 9. nedelje projekat ocenjuju studentove kolege.)
MATCH@M:(In Weeks 11 to 12, the class reconvenes for student oral presentations on the first draft of the project report.===>Tokom 11. i 12. nedelje, grupa se ponovo okuplja da bi studenti održali usmeno izlaganje (prezentaciju) o prvom nacrtu projektnog iz-veštaja.)
MATCH@E:(In Weeks 11 to 12, the class reconvenes for student oral presentations on the first draft of the project report.===>Tokom 11. i 12. nedelje, grupa se ponovo okuplja da bi studenti održali usmeno izlaganje (prezentaciju) o prvom nacrtu projektnog izveštaja.)
MATCH@M:(Students receive further feedback from the lecturer and from peers to rework the project into a final project report.===>Student dobija dalju povratnu spregu od predavaca i od kolega tako da može da preradi projekat i napravi konacni izveštaj o projektu.)
MATCH@E:(Students receive further feedback from the lecturer and from peers to rework the project into a final project report.===>Student dobija dalju povratnu spregu od predavača i od kolega tako da može da preradi projekat i napravi konačni izveštaj o projektu.)
MATCH@M:(At the completion of this course, students should be able to: have knowledge and understanding of: the nature and function of ecosystems and how they are interrelated, the impact of people on environment, the role of the community, politics and market forces in environmental decision making, the principles of ecologically sustainable development, career opportunities associated with the environment; have skills for: applying technical expertise within an environmental context, identifying and assessing environmental problems, communicating about environmental problems to others, resolving environmental problems, adopting behaviors and practices that protect the environment, evaluating the success of their actions and the values of: a respect for life on Earth, an appreciation of their cultural heritage, a commitment to act for the environment by supporting long-term solutions to environmental problems.===>Kad završi ovaj kurs, studenti treba da su ovladali znanjem i da razumeju: prirodu i ekosisteme i kako su oni medusobno povezani, uticaj ljudi na životnu sredinu, ulogu zajednice, politickih mera i sila tržišta na odlucivanje u vezi sa životnom sredinom, principe ekološki održivog razvoja, prilike za razvijanje karijere u vezi sa životnom sredinom; treba da ovladaju veštinama primene tehnicke strucnosti u kontekstu okruženja, da identifikuju i procene probleme okruženja, da saopšte probleme drugima, reše ekološke probleme, usvoje ponašanje i postupke kojima se štiti životna sredina, procene uspešnost svojih aktivnosti i razviju poštovanje prema životu na Zemlji, prema njenom kulturnom nasledu, posvecenost radu u korist životne sredine tako što ce podržati dugorocna rešenja problema zaštite životne sredine.)
MATCH@E:(Three assignments on course At the completion of this course, students should be able to: have knowledge and understanding of: the nature and function of ecosystems and how they are interrelated, the impact of people on environment, the role of the community, politics and market forces in environmental decision making, the principles of ecologically sustainable development, career opportunities associated with the environment; have skills for: applying technical expertise within an environmental context, identifying and assessing environmental problems, communicating about environmental problems to others, resolving environmental problems, adopting behaviors and practices that protect the environment, evaluating the success of their actions and the values of: a respect for life on Earth, an appreciation of their cultural heritage, a commitment to act for the environment by supporting long-term solutions to environmental problems.===>Tri zadatka na kursu Kad završi ovaj kurs, studenti treba da su ovladali znanjem i da razumeju: prirodu i ekosisteme i kako su oni međusobno povezani, uticaj ljudi na životnu sredinu, ulogu zajednice, političkih mera i sila tržišta na odlučivanje u vezi sa životnom sredinom, principe ekološki održivog razvoja, prilike za razvijanje karijere u vezi sa životnom sredinom; treba da ovladaju veštinama primene tehničke stručnosti u kontekstu okruženja, da identifikuju i procene probleme okruženja, da saopšte probleme drugima, reše ekološke probleme, usvoje ponašanje i postupke kojima se štiti životna sredina, procene uspešnost svojih aktivnosti i razviju poštovanje prema životu na Zemlji, prema njenom kulturnom nasleđu, posvećenost radu u korist životne sredine tako što će podržati dugoročna rešenja problema zaštite životne sredine. 5.)
MATCH@M:(As stated over thirty years ago, . we are at that point in time when rhetoric and opinion must be substantiated by consolidating existing research efforts and focusing future efforts. we must now be about the business of validating the assumptions and utilizing a research base if environmental education is to continue to advance.”===>Kako je receno pre trideset godina, „ ... nalazimo se u onom trenutku u vremenu kada se retorika i stavovi moraju materij alizovati konsolidovanjem postojecih istraživanja i koncentrisanjem buducih napora ... sada se moramo pozabaviti vrednovanjem postavki i koristiti bazu istraživanja ukoliko želimo da ekološko obrazovanje napreduje.“)
MATCH@E:(5. ~~~ Conclusions As stated over thirty years ago, … we are at that point in time when rhetoric and opinion must be substantiated by consolidating existing research efforts and focusing future efforts… we must now be about the business of validating the assumptions and utilizing a research base if environmental education is to continue to advance.===>Zaključci Kako je rečeno pre trideset godina, ... nalazimo se u onom trenutku u vremenu kada se retorika i stavovi moraju materijalizovati konsolidovanjem postojećih istraživanja i koncentrisanjem budućih napora ... sada se moramo pozabaviti vrednovanjem postavki i koristiti bazu istraživanja ukoliko želimo da ekološko obrazovanje napreduje.)
MATCH@M:(Roth expressed the need for continued development and strengthening of environmental education programs through evaluation of such programs, because the need is recognized for an increased sophistication of methods and techniques used in empirical research involving environmental education.===>Roth navodi da postoji potreba za stalnim razvojem i jacanjem programa ekološkog obrazovanja putem ocenjivanja tih programa i zato metodi i tehnike koji se koriste u empirijskim istraživanjima koja obuhvataju i ekološko obrazovanje moraju stalno da se usavršavaju.)
MATCH@E:(Š35Ë. Roth Š24Ë expressed the need for continued development and strengthening of environmental education programs through evaluation of such programs, because the need is recognized for an increased sophistication of methods and techniques used in empirical research involving environmental education.===>Š35Ë. ~~~ Roth Š24Ë navodi da postoji potreba za stalnim razvojem i jačanjem programa ekološkog obrazovanja putem ocenjivanja tih programa i zato metodi i tehnike koji se koriste u empirijskim istraživanjima koja obuhvataju i ekološko obrazovanje moraju stalno da se usavršavaju.)
MATCH@M:(Further on, training and education in a field of environmental education, especially environmental management, environmental protection and sustainable development have become essential for most professions.===>Pored toga, obuka i obrazovanje u oblasti ekološkog obrazovanja, posebno ekološkog menadžmenta, zaštita prirodne sredine i održivi razvoj postali su suštinski važni za mnoge profesije.)
MATCH@E:(Further on, training and education in a field of environmental education, especially environmental management, environmental protection and sustainable development have become essential for most professions.===>Pored toga, obuka i obrazovanje u oblasti ekološkog obrazovanja, posebno ekološkog menadžmenta, zaštita prirodne sredine i održivi razvoj postali su suštinski važni za mnoge profesije. ~~~ Ocena iz predmeta zavisi od toga kako je student izvršio tri zadatka:)
MATCH@M:(The Environmental Management flexible-learning course has received extremely positive feedback from students.===>Studenti su ovaj kurs Ekološkog menadžmenta zasnovan na fleksibilnom ucenju ovenili veoma visokom ocenom.)
MATCH@E:(The Environmental Management flexible-learning course has received extremely positive feedback from students.===>Studenti su ovaj kurs Ekološkog menadžmenta zasnovan na fleksibilnom učenju ovenili veoma visokom ocenom.)
MATCH@M:(So, the flexible learning approach should be more widely explored by universities and other higher learning institutions to train students in environmental management.===>Stoga bi fleksibilni pristup ucenju trebalo da postane tema širih istraživanja na univerzitetima i drugim visokoškolskim ustanovama koje školuju studente u oblasti upravljanja životnom sredinom.)
MATCH@E:(So, the flexible learning approach should be more widely explored by universities and other higher learning institutions to train students in environmental management.===>Stoga bi fleksibilni pristup učenju trebalo da postane tema širih istraživanja na univerzitetima i drugim visokoškolskim ustanovama koje školuju studente u oblasti upravljanja životnom sredinom.)
MATCH@M:(In the future, we need to focus on finding the unifying dimensions in our thinking about ESD and work towards identifying ways to translate general themes into particular applications responsive to local needs.===>U buducnosti, trebalo bi da se usredsredimo na traženje zajednickih dimenzija u razmišljanjima o ESD i razradimo nacine da opšte teme prevedemo u posebne primene koje ce zadovoljiti lokalne potrebe.)
MATCH@E:(In the future, we need to focus on finding the unifying dimensions in our thinking about ESD and work towards identifying ways to translate general themes into particular applications responsive to local needs.===>U budućnosti, trebalo bi da se usredsredimo na traženje zajedničkih dimenzija u razmišljanjima o ESD i razradimo načine da opšte teme prevedemo u posebne primene koje će zadovoljiti lokalne potrebe.)
MATCH@M:(This paper has aimed to build a learning path in which environmental education and education for sustainable development contents are developed and proposed using flexible models, following teaching proposals which create a synergy between the features of the learning object and the potential of the teaching tool used, to offer learners rich, articulated and customizable educational paths.===>Cilj ovoga rada jeste da da razradi jedan pravac u ucenju u kom se sadržaji ekološkog obrazovanja i obrazovanja za održivi razvoj razvijaju i predlažu primenom fleksibilnih modela, na osnovu predloga nastave kojima se postiže sinergija izmedu obeležja objekata ucenja i potencijala alata u nastavi kojim se studentima nude sadržajno puni, artikulisani i standardizovani pravci ucenja.)
MATCH@E:(This paper has aimed to build a learning path in which environmental education and education for sustainable development contents are developed and proposed using flexible models, following teaching proposals which create a synergy between the features of the learning object and the potential of the teaching tool used, to offer learners rich, articulated and customizable educational paths.===>Cilj ovoga rada jeste da da razradi jedan pravac u učenju u kom se sadržaji ekološkog obrazovanja i obrazovanja za održivi razvoj razvijaju i predlažu primenom fleksibilnih modela, na osnovu predloga nastave kojima se postiže sinergija između obeležja objekata učenja i potencijala alata u nastavi kojim se studentima nude sadržajno puni, artikulisani i standardizovani pravci učenja.)
MATCH@M:(It is focused upon management and organization, rather than on the technical, ICT aspects of this concept.===>Fokusiran je pre svega na menadžment i organizaciju, a manje na tehnicke, IKT aspekte ovog koncepta.)
MATCH@E:(It is focused upon management and organization, rather than on the technical, ICT aspects of this concept.===>Fokusiran je pre svega na menadžment i organizaciju, a manje na tehničke, IKT aspekte ovog koncepta.)
MATCH@M:(The impacts of “cloud computing“ upon the organizational straucture are primarily seen in the new organizational networking platform, via new functionalities this concept offers to the organizational network broker.===>Uticaji koje „cloud computing“ostvaruje na organizacionu strukturu su prvenstveno nova platforma za uspostavljanje organizacione mreže, preko novih funkcionalnosti koje taj koncept otvara za brokera organizacionih mreža.)
MATCH@E:(The impacts of cloud computing upon the organizational straucture are primarily seen in the new organizational networking platform, via new functionalities this concept offers to the organizational network broker.===>Uticaji koje cloud computing ostvaruje na organizacionu strukturu su prvenstveno nova platforma za uspostavljanje organizacione mreže, preko novih funkcionalnosti koje taj koncept otvara za brokera organizacionih mreža.)
MATCH@M:(The implementation of the communication and coordination functions, and the control function in the “cloud“ have proven to facilitate the responsive instead of an ad-hoc network expansion.===>Pokazuje se da implementiran-je funkcija komunikacije i koordinacije, a po potrebi i kontrole u „cloud“-u olakšava responzivno umesto ad-hoc širenje mreže.)
MATCH@E:(The implementation of the communication and coordination functions, and the control function in the cloud have proven to facilitate the responsive instead of an ad-hoc network expansion.===>Pokazuje se da implementiranje funkcija komunikacije i koordinacije, a po potrebi i kontrole u cloud-u olakšava responzivno umesto ad-hoc širenje mreže.)
MATCH@M:(The impact upon organizational performacces is analysed within the scope of variable and fixed costs of the ICT infrastructure, as well as of transactional and opportunity costs of operations costs.===>Uticaj na organizacione performanse analiziran je u okviru varijabilnih i fiksnih troškova IKT infrastrukture, kao i transakcionih i oportunitetnih troškova poslovanja.)
MATCH@E:(The impact upon organizational performacces is analysed within the scope of variable and fixed costs of the ICT infrastructure, as well as of transactional and opportunity costs of operations costs.===>Uticaj na organizacione performanse analiziran je u okviru varijabilnih i fiksnih troškova IKT infrastrukture, kao i transakcionih i oportunitetnih troškova poslovanja.)
MATCH@M:(An example is presented of the manner in which “cloud computing“ reduces opportunity costs, increases profitability and reducess the losses of customers.===>Konkretno je pokazan nacin na koji „cloud computing“ umanjuje oportunitetne troškove, povecava profitabilnost i smanjuje gubitke klijenata/ku-paca.)
MATCH@E:(An example is presented of the manner in which cloud computing reduces opportunity costs, increases profitability and reducess the losses of customers.===>Konkretno je pokazan način na koji cloud computing umanjuje oportunitetne troškove, povećava profitabilnost i smanjuje gubitke klijenata/kupaca.)
MATCH@M:(The implementation of this approach is found to allow for a higher level of capital utilisation, a lower sensitivity to business riskss, lower transaction costs as well as a better focus upon directly profitable activities of producing measurable outcomes, rather than upon the activities of support and subsidiary activities.===>Zakljuceno je da korišcenje ovog pristupa omogucuje bolju iskorišcenost kapitala, manju osetljivost na rizik poslovanja, niže transakcione troškove kao i veci fokus na direktno profitabilne aktivnosti proizvodenja merljivih rezultata, umesto na aktivnosti podrške i pomocne aktivnosti.)
MATCH@E:(The implementation of this approach is found to allow for a higher level of capital utilisation, a lower sensitivity to business riskss, lower transaction costs as well as a better focus upon directly profitable activities of producing measurable outcomes, rather than upon the activities of support and subsidiary activities.===>Zaključeno je da korišćenje ovog pristupa omogućuje bolju iskorišćenost kapitala, manju osetljivost na rizik poslovanja, niže transakcione troškove kao i veći fokus na direktno profitabilne aktivnosti proizvođenja merljivih rezultata, umesto na aktivnosti podrške i pomoćne aktivnosti.)
MATCH@M:(Thus a theoretical frame was used to demonstrate a positive impact upon the development of organizational structure and organizational performances.===>Time je kroz postojeci teorijski okvir pokazan pozitivan uticaj na razvoj organizacione strukture i organizacione performanse.)
MATCH@E:(Thus a theoretical frame was used to demonstrate a positive impact upon the development of organizational structure and organizational performances.===>Time je kroz postojeći teorijski okvir pokazan pozitivan uticaj na razvoj organizacione strukture i organizacione performanse. 1.)
MATCH@M:(Information and communication technologies are increasingly becoming an issue of interest of the top management, and a source of competitive advantage of the business systems.===>Informacione i komunikacione tehnologije sve više postaju pitanje kojim se bavi top menadžment, i izvor strateških konkurentskih prednosti poslovnih sistema.)
MATCH@E:(1. ~~~ Introduction Information and communication technologies are increasingly becoming an issue of interest of the top management, Š1Ë and a source of competitive advantage of the business systems.===>Uvod Informacione i komunikacione tehnologije sve više postaju pitanje kojim se bavi top menadžment, Š1Ë i izvor strateških konkurentskih prednosti poslovnih sistema.)
MATCH@M:(The concept of ICT strategic implementation is based on the assumption that economic performances are directly associated with the management’s competence to create strategic feedback between the market position of the organization and the design of the adequate support (for achieving goals).===>Koncept strateške primene IKT-a je zasnovan na pretpostavci da su ekonomske performanse u direktnoj vezi sa sposobnošcu menadžmenta da kreira strateško slaganje (spregu) izmedu pozicije koju zauzima organizacija na tržištu i dizajna odgovarajuce podrške (za izvršenje ciljeva).)
MATCH@E:(The concept of ICT strategic implementation is based on the assumption that economic performances are directly associated with the managements competence to create strategic feedback between the market position of the organization and the design of the adequate support (for achieving goals).===>Koncept strateške primene IKT-a je zasnovan na pretpostavci da su ekonomske performanse u direktnoj vezi sa sposobnošću menadžmenta da kreira strateško slaganje (spregu) između pozicije koju zauzima organizacija na tržištu i dizajna odgovarajuće podrške (za izvršenje ciljeva).)
MATCH@M:(In this context, an instrument to achieve a dynamic competence is not a set of sophisticated technological functionalities, but organizational competencies to improve the technology and make it better in comparison with the competitors’.===>U ovom kontekstu, poluga za dostizanje dinamicke sposobnosti nije set sofisticiranih tehnoloških funkcionalnosti, vec organizacione sposobnosti da se tehnologija ucini boljom i razlicitom u odnosu na konkurente.)
MATCH@E:(In this context, an instrument to achieve a dynamic competence is not a set of sophisticated technological functionalities, but organizational competencies to improve the technology and make it better in comparison with the competitiors.===>U ovom kontekstu, poluga za dostizanje dinamičke sposobnosti nije set sofisticiranih tehnoloških funkcionalnosti, već organizacione sposobnosti da se tehnologija učini boljom i različitom u odnosu na konkurente.)
MATCH@M:(In other words, no ICT application, however sophisticated and advanced it is, can ensure competitive advantage nor does it by itself mean a strategic implementation of ICT in the organization.===>Drugim recima, nijedna IKT aplikacija, koliko god sofisticirana i napredna bila, ne može da obezbedi konkuretnu prednost, i sama za sebe ne znaci stratešku primenu IKT-a u organizaciji.)
MATCH@E:(Š3Ë In other words, no ICT application, however sophisticated and advanced it is, can ensure competitive advantage nor does it by itself mean a strategic implementation of ICT in the organization.===>Š3Ë Drugim rečima, nijedna IKT aplikacija, koliko god sofisticirana i napredna bila, ne može da obezbedi konkuretnu prednost, i sama za sebe ne znači stratešku primenu IKT-a u organizaciji.)
MATCH@M:(The real benefit from the implementation and the essence of the strategic implementation is achieved by the organization’s ability to make a long-term use of the ICT based functionalities.===>Prava korist od primene i suština strateške primene se stice sposobnošcu organizacije da dugorocno iskoristi funkcionalnosti zasnovane na IKT-u.)
MATCH@E:(The real benefit from the implementation and the essence of the strategic implementation is achieved by the organizations ability to make a long-term use of the ICT based functionalities.===>Prava korist od primene i suština strateške primene se stiče sposobnošću organizacije da dugoročno iskoristi funkcionalnosti zasnovane na IKT-u.)
MATCH@M:(Hence companies today largely draw on the ICT sector and it frequently happens that the failure of IT infrastructure means a complete breakdown of all the organizational functioning operations.===>Današnja pre-duzeca se stoga u velikoj meri oslanjaju na IT sektor, te je cest slucaj da se padom IT infrastrukture, prekida i celokupno funkcionisanje organizacija.)
MATCH@E:(Š4Ë Hence companies today largely draw on the ICT sector and it frequently happens that the failure of IT infrastructure means a complete breakdown of all the organizational functioning operations.===>Š4Ë Današnja preduzeća se stoga u velikoj meri oslanjaju na IT sektor, te je čest slučaj da se padom IT infrastrukture, prekida i celokupno funkcionisanje organizacija.)
MATCH@M:(It is for this reason that a very important item in the company’s budget is investing into the ICT, both for the acquisition and for the maintenance of the ICT, for maintaingin the functioning of applications and services, as well as for the development of their new functionalities.===>U tom svetlu, bitna stavka u budžetu svake kompanije je izdvajanje za IT, kako za kupovinu infrastrukture, tako i za njeno održavanje, održavanje funkcionisanja aplikacija i servisa, kao i za razvoj njihovih novih funkcionalnosti.)
MATCH@E:(It is for this reason that a very important item in the companys budget is investing into the ICT, both for the acquisition and for the maintenance of the ICT, for maintaingin the functioning of applications and services, as well as for the development of their new functionalities.===>U tom svetlu, bitna stavka u budžetu svake kompanije je izdvajanje za IT, kako za kupovinu infrastrukture, tako i za njeno održavanje, održavanje funkcionisanja aplikacija i servisa, kao i za razvoj njihovih novih funkcionalnosti.)
MATCH@M:(It is in such an environment that the development of new paradigms of ICT implementation in the organization is expected.===>U takvom okruženju, ocekuje se razvoj novih paradigmi primene IKT-a u organizaciji.)
MATCH@E:(It is in such an environment that the development of new paradigms of ICT implementation in the organization is expected.===>U takvom okruženju, očekuje se razvoj novih paradigmi primene IKT-a u organizaciji.)
MATCH@M:(Most attention is currently focused upon the “Cloud Computing“ concept, defined as the “Model that adequately ensures access to the shared set of computer resources (e.g., networks, servers, memory space, applications or data processing services) that can be conFigured, promptly protected and used with a minimum effort by the organizational management or interaction with the entity providing the services“.===>Trenutno najviše pažnje dobija „Cloud Computing“ koncept, koji se defi-niše kao „Model koji na prikladan nacin obezbeduje pristup deljenom skupu racunarskih resursa (na primer mreže, serveri, memorijski prostor, aplikacije ili usluge obrade podataka) koji se može konfigurisati, brzo obezbediti i koristiti uz minimalni napor menadžmenta organizacije ili interakcije sa entitetom koji obezbeduje usluge“.)
MATCH@E:(Most attention is currently focused upon the Cloud Computing concept, defined as the Model that adequately ensures access to the shared set of computer resources (e.g., networks, servers, memory space, applications or data processing services) that can be conFigured, promptly protected and used with a minimum effort by the organizational management or interaction with the entity providing the services.===>Trenutno najviše pažnje dobija Cloud Computing koncept, koji se definiše kao Model koji na prikladan način obezbeđuje pristup deljenom skupu računarskih resursa (na primer mreže, serveri, memorijski prostor, aplikacije ili usluge obrade podataka) koji se može konfigurisati, brzo obezbediti i koristiti uz minimalni napor menadžmenta organizacije ili interakcije sa entitetom koji obezbeđuje usluge.)
MATCH@M:(The model is characterised by five attributes: autonomous use of services at request, broad access to the network, joining resources, fast flexibility (of response to user claim) and measuring of service delivery; it can be used as private, public, hybrid and joined; three manners of service provision are described: software as service, platform as service and infrastructure as service.===>Model poseduje pet karakteristika: samostalno korišcenje usluga na zahtev, širok pristup mreži, udruživanje resursa, brza elasticnost (odgovora na korisnicki zahtev) i merenje pružanja usluge; može se pri-meniti kao privatni, javni, hibridni i udruženi; opisuju se tri nacina pružanja usluge: softver kao usluga, platforma kao usluga i infrastruktura kao usluga.)
MATCH@E:(The model is characterised by five attributes: autonomous use of services at request, broad access to the network, joining resources, fast flexibility (of response to user claim) and measuring of service delivery; it can be used as private, public, hybrid and joined; three manners of service provision are described: software as service, platform as service and infrastructure as service.===>Model poseduje pet karakteristika: samostalno korišćenje usluga na zahtev, širok pristup mreži, udruživanje resursa, brza elastičnost (odgovora na korisnički zahtev) i merenje pružanja usluge; može se primeniti kao privatni, javni, hibridni i udruženi; opisuju se tri načina pružanja usluge: softver kao usluga, platforma kao usluga i infrastruktura kao usluga.)
MATCH@M:(The world is now at an analogue turning-point: to adopt or not to adopt the “cloud computing“ concept and practically set a section of the entire information infrastructure out of the physical area of the company and hire someone other to maintain it, as once was the case with electrical energy.===>Svet se danas nalazi na analognoj prekretnici: da li prihvatiti “cloud computing“ koncept i prakticno izmestiti deo ili kompletnu informacionu infrastrukturu van fizickog okrilja kompanije, i prepustiti drugome da je održava, kao što je to nekad bio slucaj sa elektricnom energijom.)
MATCH@E:(Š5Ë The world is now at an analogue turningpoint: to adopt or not to adopt the cloud computing concept and practically set a section of the entire information infrastructure out of the physical area of the company and hire someone other to maintain it, as once was the case with electrical energy.===>Š5Ë Svet se danas nalazi na analognoj prekretnici: da li prihvatiti cloud computing koncept i praktično izmestiti deo ili kompletnu informacionu infrastrukturu van fizičkog okrilja kompanije, i prepustiti drugome da je održava, kao što je to nekad bio slučaj sa električnom energijom.)
MATCH@M:(A large number of provider companies, among them the largest informatics companies that offer the “cloud computing“ services show that this concept should be counted on in the very near future and that therefore companies have to make their best efforts to technically, but even more important - organizationally and operationally prepare for its implementation and getting the economic maximum from its advantages.===>Veliki broj provajderskih kompanija, medu kojima su najvece informaticke kompanije koje nude usluge „cloud computing“-a, pokazuje da na ovaj koncept treba racunati u vrlo bliskoj buducnosti i da stoga pre-duzeca moraju da ucine sve što mogu da se tehnicki, ali mnogo važnije - organizaciono i poslovno - pripreme za njegovo korišcenje i izvlacenje ekonomskog maksimuma iz njegovih prednosti.)
MATCH@E:(A large number of provider companies, among them the largest informatics companies that offer the cloud computing services show that this concept should be counted on in the very near future and that therefore companies have to make their best efforts to technically, but even more important organizationally and operationally prepare for its implementation and getting the economic maximum from its advantages.===>Veliki broj provajderskih kompanija, među kojima su najveće informatičke kompanije koje nude usluge cloud computing-a, pokazuje da na ovaj koncept treba računati u vrlo bliskoj budućnosti i da stoga preduzeća moraju da učine sve što mogu da se tehnički, ali mnogo važnije - organizaciono i poslovno pripreme za njegovo korišćenje i izvlačenje ekonomskog maksimuma iz njegovih prednosti.)
MATCH@M:(Organizational adjustments are much more necessary for the “cloud computing“ success and improvement than technological advances.===>Organizaciona prilagodavanja su mnogo neophodnija za uspeh i unapredenje „Cloud computing“-a od tehnološkog napretka.)
MATCH@E:(Organizational adjustments are much more necessary for the cloud computing success and improvement than technological advances.===>Organizaciona prilagođavanja su mnogo neophodnija za uspeh i unapređenje Cloud computing-a od tehnološkog napretka.)
MATCH@M:(All the technologies that support “cloud computing“ (visualisation of computer resources, online datafile storage, Web services, Web applications, connection to the Internet, etc.) are already present and are tested in the market to a larger or smaller degrees.===>Sve tehnologije koje omogucavaju “Cloud computing” (virtuelizacija kompjuterskih resursa, online cuvanje datoteka, Web servisi, Web aplikacije, veza ka Internetu itd.) vec postoje i manje-više su oprobane na tržištu.)
MATCH@E:(All the technologies that support cloud computing (visualisation of computer resources, online datafile storage, Web services, Web applications, connection to the Internet, etc.) are already present and are tested in the market to a larger or smaller degrees.===>Sve tehnologije koje omogućavaju Cloud computing (virtuelizacija kompjuterskih resursa, online čuvanje datoteka, Web servisi, Web aplikacije, veza ka Internetu itd.) već postoje i manjeviše su oprobane na tržištu.)
MATCH@M:(What is not entirelly incorporated on the market, however, is their implementation itself, so that it would be possible to use them and thus partly or entirely replace the information resources of the company.===>Ono što nije do kraja inkorporirano na tržištu je njihova primena kao takva da se uz pomoc njih, delom ili u potpunosti, zamene infor-macioni resursi preduzeca.)
MATCH@E:(What is not entirelly incorporated on the market, however, is their implementation itself, so that it would be possible to use them and thus partly or entirely replace the information resources of the company.===>Ono što nije do kraja inkorporirano na tržištu je njihova primena kao takva da se uz pomoć njih, delom ili u potpunosti, zamene informacioni resursi preduzeća.)
MATCH@M:(Hence this paper will analyse the changes that are to be introduced on the organizational and business levels in order that organizational efficiency and effectiveness be improved.===>Zbog toga ce se u ovom radu razmatrati promene treba da se izvrše na nivou organizacije i poslovanja preduzeca kako bi se un-apredila organizaciona efikasnost i efektivnost.)
MATCH@E:(Hence this paper will analyse the changes that are to be introduced on the organizational and business levels in order that organizational efficiency and effectiveness be improved.===>Zbog toga će se u ovom radu razmatrati promene treba da se izvrše na nivou organizacije i poslovanja preduzeća kako bi se unapredila organizaciona efikasnost i efektivnost. 2.)
MATCH@M:(The rise in the strategic importance of the ICT described in the introductory part requires that an increasing amount of organizational resources are allocated for the ICT needs, for the development of infrastructure that has to meet the needs of flexibility, scalability and organizational change.===>Rast strateške važnosti IKT-a opisan u uvodnom delu uslovljava da se sve više organizacionih resursa izdvaja za potrebe IKT-a, za razvoj infrastrukture koja mora da odgovori zahtevima fleksibilnosti, skalabilnosti i organizacionih promena.)
MATCH@E:(2. ~~~ Differences between the classical and cloud computing approach to information and communication technologies in the organization The rise in the strategic importance of the ICT described in the introductory part requires that an increasing amount of organizational resources are allocated for the ICT needs, for the development of infrastructure that has to meet the needs of flexibility, scalability and organizational change.===>Razlike klasičnog i cloud computing pristupa informacionim i komunikacionim tehnologijama u organizaciji ra da odgovori zahtevima fleksibilnosti, skalabilnosti i organizacionih promena.)
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BAD_LINE_M:The rise in the strategic importance of the ICT described in the introductory part requires that an increasing amount of organizational resources are allocated for the ICT needs, for the development of infrastructure that has to meet the needs of flexibility, scalability and organizational change.
BAD_LINE_M:Rast strateške važnosti IKT-a opisan u uvodnom delu uslovljava da se sve više organizacionih resursa izdvaja za potrebe IKT-a, za razvoj infrastrukture koja mora da odgovori zahtevima fleksibilnosti, skalabilnosti i organizacionih promena.
BAD_LINE_E:2. ~~~ Differences between the classical and cloud computing approach to information and communication technologies in the organization The rise in the strategic importance of the ICT described in the introductory part requires that an increasing amount of organizational resources are allocated for the ICT needs, for the development of infrastructure that has to meet the needs of flexibility, scalability and organizational change.
BAD_LINE_E:Razlike klasičnog i cloud computing pristupa informacionim i komunikacionim tehnologijama u organizaciji ra da odgovori zahtevima fleksibilnosti, skalabilnosti i organizacionih promena.
MATCH@M:(Outsourcing these jobs raises the efficiency of the organization itself, in two ways.===>Autsorsovanje ovih poslova dovodi do povecanja efikasnosti same organizacije, i to na dva nacina.)
MATCH@E:(Outsourcing these jobs raises the efficiency of the organization itself, in two ways.===>Autsorsovanje ovih poslova dovodi do povećanja efikasnosti same organizacije, i to na dva načina.)
MATCH@M:(Firstly, the costs are reduced, since the organization no longer has additional specific investments to perform information tasks it is not expert in, but uses specialised services of other organization that, due to the “economy of scope“, are able to perform these same jobs at significantly lower costs, thereby being in a position to offer such specialized services at reasonable prices.===>Prvo, smanjuju se troškovi, jer ta organizacija više ne mora da ima dodatna specificna ulaganja kako bi realizovala informaticke zadatke za koje nije strucna, vec za to koristi specijalizo-vane usluge drugih organizacija, koje zahvaljujuci „ekonomiji obima“ mogu iste poslove da realizuju uz znacajno niže troškove, što im daje mogucnost da nude takve specijalizovane usluge po pristupacnim ce-nama.)
MATCH@E:(Firstly, the costs are reduced, since the organization no longer has additional specific investments to perform information tasks it is not expert in, but uses specialised services of other organization that, due to the economy of scope, are able to perform these same jobs at significantly lower costs, thereby being in a position to offer such specialized services at reasonable prices.===>Prvo, smanjuju se troškovi, jer ta organizacija više ne mora da ima dodatna specifična ulaganja kako bi realizovala informatičke zadatke za koje nije stručna, već za to koristi specijalizovane usluge drugih organizacija, koje zahvaljujući ekonomiji obima mogu iste poslove da realizuju uz značajno niže troškove, što im daje mogućnost da nude takve specijalizovane usluge po pristupačnim cenama.)
MATCH@M:(Besides, the efficiency of the service user organization is increased in that it narrows the scope of its own activities, which allows it to focus upon what is of crucial importance for it and thus improve its own business performance.===>Osim toga, efikasnost organizacije korisnika usluga se povecava jer i ona sužava obim sopstvenih aktivnosti, a to joj omogucava da se fokusira na ono što je za nju od suštinske važnosti, cime može da poboljša sopstvene poslovne rezultate.)
MATCH@E:(Besides, the efficiency of the service user organization is increased in that it narrows the scope of its own activities, which allows it to focus upon what is of crucial importance for it and thus improve its own business performance.===>Osim toga, efikasnost organizacije korisnika usluga se povećava jer i ona sužava obim sopstvenih aktivnosti, a to joj omogućava da se fokusira na ono što je za nju od suštinske važnosti, čime može da poboljša sopstvene poslovne rezultate.)
MATCH@M:(The organizational structure of the companies that use the “cloud computing“ services are oriented towards networking instead towards classical hierarchal structures, since the networking structure allows for a considerably higher level of autonomy of these business units.===>Organizacione strukture preduzeca koja koriste „cloud computing“ usluge se usmeravaju na mrežne, umesto na klasicne hijerarhijske strukture, jer mrežna struktura daje mnogo veci stepen autonomije ovim poslovnim jedinicama.)
MATCH@E:(Impact of cloud computing on organizational structure The organizational structure of the companies that use the cloud computing services are oriented towards networking instead towards classical hierarchal structures, Š7Ë since the networking structure allows for a considerably higher level of autonomy of these business units.===>Uticaj cloud computing-a na organizacionu strukturu Organizacione strukture preduzeća koja koriste cloud computing usluge se usmeravaju na mrežne, umesto na klasične hijerarhijske strukture, Š7Ë jer mrežna struktura daje mnogo veći stepen autonomije ovim poslovnim jedinicama.)
MATCH@M:(Such companies support flexibility of structure in that they implement the shared service model.===>Ovakve kompanije podržavaju fleksibilnost strukture tako što koriste model deljenih servisa.)
MATCH@E:(Such companies support flexibility of structure in that they implement the shared service model.===>Ovakve kompanije podržavaju fleksibilnost strukture tako što koriste model deljenih servisa.)
MATCH@M:(The model has a core unit in charge of coordination, however, it also sets goals, the overall strategy, and supports other business units with its administration, financial, and systems support services.===>U ovom modelu postoji centralna jedinica zadužena za koordinaciju, koja takode postavlja ciljeve, sveukupnu strategiju, ali i podržava ostale poslovne jedinice administrativnim, finansijskim i sistemskim servisima podrške.)
MATCH@E:(The model has a core unit in charge of coordination, however, it also sets goals, the overall strategy, and supports other business units with its administration, financial, and systems support services.===>U ovom modelu postoji centralna jedinica zadužena za koordinaciju, koja takođe postavlja ciljeve, sveukupnu strategiju, ali i podržava ostale poslovne jedinice administrativnim, finansijskim i sistemskim servisima podrške.)
MATCH@M:(Such a manner of functioning relieves business units of these jobs, as well as of the time and costs incurred in their performance, so that they can fully concentrate upon the operations that earn profit to them and hence to the company as a whole.===>Ovakav nacin funkcionisanja oslobada poslovne jedinice ovih poslova, kao i vremena i troškova njihovog obavljanja, tako da one mogu da se maksimalno koncentrišu na one aktivnosti koje njima, a samim tim i kompaniji kao celini, donose dobit.)
MATCH@E:(Š8Ë Such a manner of functioning relieves business units of these jobs, as well as of the time and costs incurred in their performance, so that they can fully concentrate upon the operations that earn profit to them and hence to the company as a whole.===>Š8Ë Ovakav način funkcionisanja oslobađa poslovne jedinice ovih poslova, kao i vremena i troškova njihovog obavljanja, tako da one mogu da se maksimalno koncentrišu na one aktivnosti koje njima, a samim tim i kompaniji kao celini, donose dobit.)
MATCH@M:(The focus upon a small number of activities brings the advantages of the economy of scope, changing the business processes in the organization.===>Koncentracija na mali broj aktivnosti donosi prednosti ekonomije obima, menjajuci procese poslovanja u organizaciji.)
MATCH@E:(The focus upon a small number of activities brings the advantages of the economy of scope, changing the business processes in the organization.===>Koncentracija na mali broj aktivnosti donosi prednosti ekonomije obima, menjajući procese poslovanja u organizaciji.)
MATCH@M:(In addition to their impact upon business processes and organizational structures, information and communication technologies affect numerous other aspects of business operations, such as managerial style, management orientation, power distribution in the company, or the company size.===>Informacione i komunikacione tehnologije, sem poslovnih procesa i organizacione strukture, uticu na brojne druge aspekte poslovanja, kao što su stil menadžmenta, orijentacija menadžmenta, distribucija moci u preduzecu ili velicina preduzeca.)
MATCH@E:(In addition to their impact upon business processes and organizational structures, information and communication technologies affect numerous other aspects of business operations, such as managerial style Š9Ë, management orientation Š10Ë, power distribution in the company Š11Ë, or the company size Š11Ë.===>Informacione i komunikacione tehnologije, sem poslovnih procesa i organizacione strukture, utiču na brojne druge aspekte poslovanja, kao što su stil menadžmenta Š9Ë, orijentacija menadžmenta Š10Ë, distribucija moći u preduzeću Š11Ë ili veličina preduzeća Š12Ë.)
MATCH@M:(The impact upon the structure is achieved through growth as well, in that the organizations take care that their structures remain flexible.===>Uticaj na strukturu se ostvaruje i preko rasta, tako što organizacije vode racuna da njihove strukture ostanu fleksibilne.)
MATCH@E:(The impact upon the structure is achieved through growth as well, in that the organizations take care that their structures remain flexible.===>Uticaj na strukturu se ostvaruje i preko rasta, tako što organizacije vode računa da njihove strukture ostanu fleksibilne.)
MATCH@M:(This is achieved by forming new business units meant to meet new needs of the environment, and if the size of this section of organization grows to such an extent that it hinders an efficient and effective functioning, the core unit undertakes the role of coordinator of the particular business operations for the newly-created business units, as illustrated in the Figure below.===>To se obezbeduje formiranjem novih poslovnih jedinica koji odgovaraju na nove potrebe okruženja, a ukoliko velicina tog dela organizacije postane tolika da opterecuje efikasno i efektivno funkcionisanje, centralni deo preuzima ulogu koordinatora odnosnog poslovanja za novostvorene poslovne jedinice, što prikazuje sledeca slika.)
MATCH@E:(This is achieved by forming new business units meant to meet new needs of the environment, and if the size of this section of organization grows to such an extent that it hinders an efficient and effective functioning, the core unit undertakes the role of coordinator of the particu lar business operations for the newly-created business units, as illustrated in the Figure below.===>To se obezbeđuje formiranjem novih poslovnih jedinica koji odgovaraju na nove potrebe okruženja, a ukoliko veličina tog dela organizacije postane tolika da opterećuje efikasno i efektivno funkcionisanje, centralni deo preuzima ulogu koordinatora odnosnog poslovanja za novostvorene poslovne jedinice, što prikazuje sledeća slika.)
MATCH@M:(Special attention is paid to metasystem and coordination functions, since their efficiency makes a precondition for an effective implementation of this system.===>Posebna pažnja se posvecuje metasistemskim i koordinacionim funkcijama, jer njihova efikasnost predstavlja preduslov za uspešno korišcenje ovog sistema.)
MATCH@E:(Special attention is paid to metasystem and coordination functions, since their efficiency makes a precondition for an effective implementation of this system.===>Posebna pažnja se posvećuje metasistemskim i koordinacionim funkcijama, jer njihova efikasnost predstavlja preduslov za uspešno korišćenje ovog sistema.)
MATCH@M:(Setting these function into a “cloud“ makes it possible for the core to build a firm ICT platform, establish and maintain a dynamic network structure.===>Postavljanje ovih funkcija u „oblak“ omogucuje da jezgro mreže izgradi cvrstu IKT platformu, postavi i održi dinamicku mrežnu strukturu.)
MATCH@E:(Setting these function into a cloud makes it possible for the core to build a firm ICT platform, establish and maintain a dynamic network structure.===>Postavljanje ovih funkcija u oblak omogućuje da jezgro mreže izgradi čvrstu IKT platformu, postavi i održi dinamičku mrežnu strukturu.)
MATCH@M:(Varied intelligent and simulation systems allow for the relevant data to become easily accessible to the companies - network participants, whereby they are in a position to get an insight into the status of the operations that are under way at any moment, which, on the other hand, highlights the need for a high quality of coordination and communication.===>Zahvaljujuci postojanju razlicitih inteligentnih i simulacionih sistema, relevantni podaci postaju lako dostupni kompanijama ucesnicama mreže, cime one sticu mogucnost upoznavanja sa statusom operacija koje se u svakom momentu obavljaju, što, s druge strane, u prvi plan izbacuje neophodnost postojanja visokog kvaliteta koordinacije i komunikacije.)
MATCH@E:(Š8Ë Varied intelligent and simulation systems allow for the relevant data to become easily accessible to the companies network participants, whereby they are in a position to get an insight into the status of the operations that are under way at any moment, which, on the other hand, highlights the need for a high quality of coordination and communication.===>Š8Ë Zahvaljujući postojanju različitih inteligentnih i simulacionih sistema, relevantni podaci postaju lako dostupni kompanijama učesnicama mreže, čime one stiču mogućnost upoznavanja sa statusom operacija koje se u svakom momentu obavljaju, što, s druge strane, u prvi plan izbacuje neophodnost postojanja visokog kvaliteta koordinacije i komunikacije.)
MATCH@M:(BI and BPM offer the opportunity of tracking the status of every task or goal in the real time.===>BI i BPM pružaju mogucnost sagledavanja statusa svakog zadatka odnosno cilja u realnom vremenu.)
MATCH@E:(BI and BPM offer the opportunity of tracking the status of every task or goal in the real time.===>BI i BPM pružaju mogućnost sagledavanja statusa svakog zadatka odnosno cilja u realnom vremenu.)
MATCH@M:(To achieve a higher quality performance, analysis of the collected data companies also implement the Complex Event Processing systems (CEP) that select specially important and critical information.===>Da bi bolje analizirale prikupljene podatke, kompanije koriste i sisteme za kompleksnu obradu dogadaja (eng. Complex Event Processing, CEP), koji vrše selekciju posebno znacajnih i kriticnih informacija.)
MATCH@E:(To achieve a higher quality performance, analysis of the collected data companies also implement the Complex Event Processing systems (CEP) that select specially important and critical information.===>Da bi bolje analizirale prikupljene podatke, kompanije koriste i sisteme za kompleksnu obradu događaja (eng. Complex Event Processing, CEP), koji vrše selekciju posebno značajnih i kritičnih informacija.)
MATCH@M:(It should be noticed that cloud-based systems are characterised by well defined Application Program Interfaces (API) that allow for implementing a Service-Oriented Architecture (SOA) for the purpose of developing the network and implementing the best practices.===>Treba naglasiti i to da sistemi zasnovani na oblaku imaju dobro definisane in-terfejse aplikacionih programa (eng. Application Program Interfaces, API) koji omogucavaju korišcenje servisno orijentisane arhitekture (eng. Service-Oriented Architecture, SOA) u cilju razvoja mreže i primene najbolje prakse.)
MATCH@E:(It should be noticed that cloud-based systems are characterised by well defined Application Program Interfaces (API) that allow for implementing a Service-Oriented Architecture (SOA) for the purpose of developing the network and implementing the best practices.===>Treba naglasiti i to da sistemi zasnovani na oblaku imaju dobro definisane interfejse aplikacionih programa (eng. Application Program Interfaces, API) koji omogućavaju korišćenje servisno orijentisane arhitekture (eng. Service-Oriented Architecture, SOA) u cilju razvoja mreže i primene najbolje prakse.)
MATCH@M:(All these are reflected in creating efficient networks, and they in turn offer broad opportunities to the participant companies, since their implementation can result in considerable savings due to the realization of the economy of scope.===>Sve ovo dovodi do nastanka efikasnih mreža,a one pružaju široke mogucnosti kompanijama ucesnicama, jer njihovo korišcenje može da dovede do znacajnih ušteda usled ostvarivanja ekonomije obima ili ekonomije opsega.)
MATCH@E:(All these are reflected in creating efficient networks, and they in turn offer broad opportunities to the participant companies, since their implementation can result in considerable savings due to the realization of the economy of scope.===>Sve ovo dovodi do nastanka efikasnih mreža,a one pružaju široke mogućnosti kompanijama učesnicama, jer njihovo korišćenje može da dovede do značajnih ušteda usled ostvarivanja ekonomije obima ili ekonomije opsega.)
MATCH@M:(Outstanding among important impacts of the “cloud computing“ concept on the organization is the impact upon organizational performances through reduced operational costs.===>Medu znacajnijim uticajima „cloud computing“ koncepta na organizaciju izdvaja se uticaj na organizacione performanse kroz manje troškove poslovanja.)
MATCH@E:(Impact of cloud computing on organizational performance Outstanding among important impacts of the cloud computing concept on the organization is the impact upon organizational performances through reduced operational costs.===>Uticaj cloud computing-a na organizacione performanse Među značajnijim uticajima cloud computing koncepta na organizaciju izdvaja se uticaj na organizacione performanse kroz manje troškove poslovanja.)
MATCH@M:(Companies can strengthen their business operations in that they can satisfy three operations standards: low capital costs, variable operational costs, and scalable computer platform.===>Kompanije mogu da ojacaju svoje poslovanje ispunjavanjem tri operativna standarda: niski kapitalni troškovi, varijabilni troškovi operacija, i skalabilna racunarska platforma.)
MATCH@E:(Companies can strengthen their business operations in that they can satisfy three oper ations standards Š7Ë: low capital costs, variable operational costs, and scalable computer platform.===>Kompanije mogu da ojačaju svoje poslovanje ispunjavanjem tri operativna standarda Š7Ë: niski kapitalni troškovi, varijabilni troškovi operacija, i skalabilna računarska platforma.)
MATCH@M:(These impacts are important not only for the companies where ICT serves as back-up for the largest number of key activities, but also for those companies that implement the ICT primariliy in the supporting and subsidiary activities.===>Ovi uticaji su znacajni ne samo za kompanije kojima je IKT podloga najveceg broja kljucnih aktivnosti, vec i kompanijama koje IKT prvenstveno primenjuju u aktivnostima podrške i pomocnim aktivnostima.)
MATCH@E:(These impacts are important not only for the companies where ICT serves as back-up for the largest number of key activities, but also for those companies that implement the ICT primariliy in the supporting and subsidiary activities.===>Ovi uticaji su značajni ne samo za kompanije kojima je IKT podloga najvećeg broja ključnih aktivnosti, već i kompanijama koje IKT prvenstveno primenjuju u aktivnostima podrške i pomoćnim aktivnostima.)
MATCH@M:(Thus operations can be “outsourced“ for any organizations that may be in need for ICT resources with variable costs.===>Time se „outsourcing“ aktivnosti može obaviti za bilo koje organizacije koje imaju potrebu za IKT resursima uz varijabilne troškove.)
MATCH@E:(Thus operations can be outsourced for any organizations that may be in need for ICT resources Š14Ë with variable costs.===>Time se outsourcing aktivnosti može obaviti za bilo koje organizacije koje imaju potrebu za IKT resursima Š14Ë uz varijabilne troškove.)
MATCH@M:(The pressure of the financial crisis upon business since 2009 has diminished the prospects of large capital investments.===>Pritisak finansijske krize na poslovanje od 2009. godine smanjuje mogucnosti velikih kapitalnih ulaganja.)
MATCH@E:(The pressure of the financial crisis upon business since 2009 has diminished the prospects of large capital investments.===>Pritisak finansijske krize na poslovanje od 2009. godine smanjuje mogućnosti velikih kapitalnih ulaganja.)
MATCH@M:(The transition from investing into the company’s own infrastructure to new business competencies, i.e., outsourced resources is opportune for the company due to the fact that services are charged on the consumption-based pricing model, popularly titled “pay by the drink model“.===>Prelazak sa investiranja u sopstvenu infrastrukturu na nove poslovne sposobnosti u vidu iznajmljenih resursa je pogodan za preduzece zbog cinjenice da se usluge naplacuju po modelu potrošnje, koji se popularno naziva i „model placanja po popijenom picu“.)
MATCH@E:(The transition from investing into the companys own infrastructure to new business competencies, i.e., outsourced resources is opportune for the company due to the fact that services are charged on the consumption-based pricing model, popularly titled pay by the drink model.===>Prelazak sa investiranja u sopstvenu infrastrukturu na nove poslovne sposobnosti u vidu iznajmljenih resursa je pogodan za preduzeće zbog činjenice da se usluge naplaćuju po modelu potrošnje, koji se popularno naziva i model plaćanja po popijenom piću.)
MATCH@M:(In the traditional model of IT costs, the cost of IT capacities presented by a steplike dash-dot line is fixed, with significant deviation from real demand for IT resources presented by a full line.===>U tradicionalnom modelu IT troškova prikazanom, trošak IT kapaciteta predstavljen stepenastom crta-tacka linom je fiksan, ima znacajna odstupanja od realne tražnje za IT resursima, koja je predstavljena punom linijom.)
MATCH@E:(Š15Ë In the traditional model of IT costs presented in Figure 1, the cost of IT capacities presented by a steplike dash-dot line is fixed, with significant deviation from real demand for IT resources presented by a full line.===>Š15Ë U tradicionalnom modelu IT troškova prikazanom na slici 1, trošak IT kapaciteta predstavljen stepenastom crta-tačka linom je fiksan, ima značajna odstupanja od realne tražnje za IT resursima, koja je predstavlje na punom linijom.)
MATCH@M:(It sometimes happens that there is a surplus of resources as regards the demand (dot +), again, sometimes the available capacities are not sufficient to meet the current demands for IT resources.===>Ponekad se dešava višak resursa u odnosu na potrebe (tacka +) dok nekad raspoloživi kapaciteti nisu dovoljni da se zadovolje tekuce potrebe za IT resursima.)
MATCH@E:(It sometimes happens that there is a surplus of resources as regards the demand (dot +), again, sometimes the available capacities are not sufficient to meet the current demands for IT resources.===>Ponekad se dešava višak resursa u odnosu na potrebe (tačka +) dok nekad raspoloživi kapaciteti nisu dovoljni da se zadovolje tekuće potrebe za IT resursima.)
MATCH@M:(The total of the deviations of these lines shows either the loss due to idle capital investments or a potential problem in service provision that may cause even larger business losses.===>Ukupan zbir odstupanja ovih linija predstavlja bilo gubitak zbog neiskorišcenih kapitalnih ulaganja ili potencijalni problem u pružanju usluga koji može uzrokovati još ozbiljnije poslovne gubitke.)
MATCH@E:(The total of the deviations of these lines shows either the loss due to idle capital investments or a potential problem in service provision that may cause even larger business losses.===>Ukupan zbir odstupanja ovih linija predstavlja bilo gubitak zbog neiskorišćenih kapitalnih ulaganja ili potencijalni problem u pružanju usluga koji može uzrokovati još ozbiljnije poslovne gubitke.)
MATCH@M:(Additional costs that do not directly affect the ICT infrastructure functionality are marked as AC and are caused by an increased number of transactions or by their complexity, by migration costs or by system scaling and growth at the same ICT infrastructure capacity expanding values.===>Dodatni troškovi koji ne uticu direktno na funkcionalnost IKT infrastrukture predstavljeni su sa AC, i uzrokovani su povecanim brojem transakcija ili njihovom složenošcu, troškovima migracije ili skali-ranja sistema i rastu za iste vrednosti proširenja kapaciteta IKT infrastrukture.)
MATCH@E:(Additional costs that do not directly affect the ICT infrastructure functionality are marked as ∆C and are caused by an in creased number of transactions or by their complexity, by migration costs or by system scaling and growth at the same ICT infrastructure capacity expanding values.===>Dodatni troškovi koji ne utiču direktno na funkcionalnost IKT infrastrukture predstavljeni su sa ∆C, i uzrokovani su povećanim brojem transakcija ili njihovom složenošću, troškovima migracije ili skaliranja sistema i rastu za iste vrednosti proširenja kapaciteta IKT infrastrukture.)
MATCH@M:(The business supported by the “cloud computing“ concept instead by the classic ICT resources is characterised by the costs being adjusted to the offer in a much more flexible manner; some authors compare this to hiring a taxi instead of buying a car or “outsourcing“ a delivery service instead of buying a truck for the purposes of delivery in person.===>Poslovanje koje je podržano „cloud computing“ konceptom umesto klasicnim IKT resursima ima karakteristiku da se troškovi prilagodavaju ponudi na mnogo fleksibilniji nacin, za koji neki autori povlace paralelu sa iznajmljivanjem taksi usluga umesto kupovine automobila, ili korišcenjem „outsource“ dostavne službe umesto kupovine kamiona za potrebe sop-stvene isporuke.)
MATCH@E:(The business supported by the cloud computing concept instead by the classic ICT resources is characterised by the costs being adjusted to the offer in a much more flexible manner; some authors compare this to hiring a taxi instead of buying a car or outsourcing a delivery service instead of buying a truck for the purposes of delivery in person.===>Poslovanje koje je podržano cloud computing konceptom umesto klasičnim IKT resursima ima karakteristiku da se troškovi prilagođavaju ponudi na mnogo fleksibilniji način, za koji neki autori povlače paralelu sa iznajmljivanjem taksi usluga umesto kupovine automobila, ili korišćenjem outsource dostavne službe umesto kupovine kamiona za potrebe sopstvene isporuke.)
MATCH@M:(Given that in case of ICT service delivery the marginal costs of delivering one more service or a digital delivery of contents to one more user are extremely low, practically equal zero value, a model of free offer of contents is developed, financed by charging the consumers of advanced, premium service.===>Kako su u slucaju pružanja IKT usluga marginalni troškovi pružanja još jedne usluge ili digitalne isporuke sadržaja još jednom korisniku izuzetno niski, ili cak prakticno jednaki nuli, razvija se model besplatne ponude sadržaja koji se fi-nansira naplatom od korisnika napredne, premijum usluge.)
MATCH@E:(Given that in case of ICT service delivery the marginal costs of delivering one more service or a digital delivery of contents to one more user are extremely low, practically equal zero value Š16Ë, a model of free offer of contents is developed, financed by charging the consumers of advanced, premium service.===>Kako su u slučaju pružanja IKT usluga marginalni troškovi pružanja još jedne usluge ili digitalne isporuke sadržaja još jednom korisniku izuzetno niski, ili čak praktično jednaki nuli Š16Ë, razvija se model besplatne ponude sadržaja koji se finansira naplatom od korisnika napredne, premijum usluge.)
MATCH@M:(Among them are services such as Google documents, Google mail, Google calendar, etc.===>Primer za to su servisi google documents, google mail, google calendar i sl.)
MATCH@E:(Among them are services such as Google documents, Google mail, Google calendar, etc.===>Primer za to su servisi google documents, google mail, google calendar i sl.)
MATCH@M:(The user no longer needs to think about software for electronic mail, or data archives to select, when he has a service available at no cost, or if he can chose advanced services at the prices that are variable compared to their use or if they are in the form of subscription many times reduced compared to fixed investments.===>Korisnik više ne treba da postavlja pitanje odabira softvera za elektronsku poštu, ili arhiviranja podataka kada uslugu ima dostupnu besplatno, bilo da ima napredne zahteve za iznose koji su varijabilni u odnosu na korišcenje, bilo da predstavljaju pretplatu višestruko umanjenu u odnosu na fiksna ulaganja.)
MATCH@E:(The user no longer needs to think about software for electronic mail, or data archives to select, when he has a service available at no cost, or if he can chose advanced services at the prices that are variable compared to their use or if they are in the form of subscription many times reduced compared to fixed investments.===>Korisnik više ne treba da postavlja pitanje odabira softvera za elektronsku poštu, ili arhiviranja podataka kada uslugu ima dostupnu besplatno, bilo da ima napredne zahteve za iznose koji su varijabilni u odnosu na korišćenje, bilo da predstavljaju pretplatu višestruko umanjenu u odnosu na fiksna ulaganja.)
MATCH@M:(Thus the development of new business functions, e.g., distant learning programmes at a higher education institution is possible without employing fixed investments, which integrates organizational benefits and benefits in performances.===>Razvoj novih funkcija poslovanja, na primer distant learning programa na visokoškolskoj ustanovi na taj nacin je moguc bez fiksnih investicija, što objedinjuje organizacione koristi i koristi u performansama.)
MATCH@E:(Thus the development of new business functions, e.g., distant learning programmes at a higher education institution is possible without employing fixed investments Š18Ë, which integrates organizational benefits and benefits in performances.===>Razvoj novih funkcija poslovanja, na primer distant learning programa na visokoškolskoj ustanovi na taj način je moguć bez fiksnih investicija Š18Ë, što objedinjuje organizacione koristi i koristi u performansama.)
MATCH@M:(Small firms can use powerful, high class ICT services since they practically pay marginal costs of using resources increased for the commission paid to the provider.===>Male firme imaju mogucnosti korišcenja mocnih IKT servisa svetskog nivoa jer prakticno placaju marginalni trošak korišcenja resursa uvecan za proviziju provajdera usluga.)
MATCH@E:(Small firms can use powerful, high class ICT services since they practically pay marginal costs of using resources increased for the commission paid to the provider.===>Male firme imaju mogućnosti korišćenja moćnih IKT servisa svetskog nivoa jer praktično plaćaju marginalni trošak korišćenja resursa uvećan za proviziju provajdera usluga.)
MATCH@M:(On the other hand, service providers have the economy of scope and the economy of scale if they implement the same platform to provide a variety of diverse services.===>Sa druge strane, provajderi usluga imaju ekonomiju obima i ekonomiju opsega ukoliko koriste istu platformu da pruže više raznorodnih usluga.)
MATCH@E:(Š19Ë On the other hand, service providers have the economy of scope Š20Ë and the economy of scale if they implement the same platform to provide a variety of diverse services.===>Š19Ë Sa druge strane, provajderi usluga imaju ekonomiju obima Š20Ë i ekonomiju opsega ukoliko koriste istu platformu da pruže više raznorodnih usluga.)
MATCH@M:(In case the company decides in favour of “cloud computing“ approach to supply the required ICT resources, the infrastructure required for the ICT resources is much easier to adjust to real needs.===>U slucaju da se kompanija orijentiše na „cloud computing“ pristup za obezbedenje potrebnih IKT resursa, infrastruktura potrebna za IKT resurse i stvarne potrebe se mnogo bolje prilagodavaju.)
MATCH@E:(In case the company decides in favour of cloud computing approach to supply the required ICT resources, the infrastructure required for the ICT resources is much easier to adjust to real needs.===>U slučaju da se kompanija orijentiše na cloud computing pristup za obezbeđenje potrebnih IKT resursa, infrastruktura potrebna za IKT resurse i stvarne potrebe se mnogo bolje prilagođavaju.)
MATCH@M:(The variable costs model shown in the example of the Amazon cloud service is more appropriate for the changeable market conditions since it ensures that sufficient resources are available at any time to meet the current demand, while, on the other hand, the costs are higher if the demand is higher, and, consequently, smaller if the demand is lower, which is in perfect accordance with the positive business of the company.===>Model varijabilnih troškova koji pokazuje primer korišcenja Amazon cloud servisa se bolje uklapa u promenljive tržišne uslove, jer omogucava da u svakom trenutku bude dostupno onoliko resursa koliko je potrebno da se zadovolji tekuca tražnja, dok je, sa druge strane, trošak veci ukoliko je tražnja veca, a manji ako je tražnja manja, što odgovara u potpunosti pozitivnom poslovanju preduzeca.)
MATCH@E:(The variable costs model shown in the example of the Amazon cloud service is more appropriate for the changeable market conditions since it ensures that sufficient resources are available at any time to meet the current demand, while, on the other hand, the costs are higher if the demand is higher, and, consequently, smaller if the demand is lower, which is in perfect accordance with the positive business of the company.===>Model varijabilnih troškova koji pokazuje primer korišćenja Amazon cloud servisa se bolje uklapa u promenljive tržišne uslove, jer omogućava da u svakom trenutku bude dostupno onoliko resursa koliko je potrebno da se zadovolji tekuća tražnja, dok je, sa druge strane, trošak veći ukoliko je tražnja veća, a manji ako je tražnja manja, što odgovara u potpunosti pozitivnom poslovanju preduzeća.)
MATCH@M:(As can be seen in Figure 1, the difference between the capacity consumption and the real demand is considerably smaller, and the real demand does not exceed the capacities due to the flexible nature of the “cloud computing“ resource usage.===>Kao što se na slici može uociti, razlika izmedu utroška kapaciteta i realne tražnje je mnogo manja, i realna tražnja ne nadmašuje kapaci-titete zahvaljujuci fleksibilnoj prirodi korišcenja resursa „cloud computing“-a.)
MATCH@E:(As can be seen in Figure 1, the difference between the capacity consumption and the real demand is considerably smaller, and the real demand does not exceed the capacities due to the flexible nature of the cloud computing resource usage.===>Kao što se na slici može uočiti, razlika između utroška kapaciteta i realne tražnje je mnogo manja, i realna tražnja ne nadmašuje kapacititete zahvaljujući fleksibilnoj prirodi korišćenja resursa cloud computing-a.)
MATCH@M:(It is in this manner that the efficiency of business operations is improved, since there is no failure in satisfying the clients’ needs nor losses due to inadequate estimates, which further means that the necessity of long-term planning of ICT capacities is eliminated.===>Na ovaj nacin se povecava efikasnost poslovanja, jer ne dolazi do nezadovoljenja tražnje klijenata i gubitaka zbog loše procene, a to znaci i da se eliminiše neophodnost planiranja IKT kapaciteta na duže staze.)
MATCH@E:(It is in this manner that the efficiency of business operations is improved, since there is no failure in satisfying the clients needs nor losses due to in adequate estimates, which further means that the necessity of long-term planning of ICT capacities is eliminated.===>Na ovaj način se povećava efikasnost poslovanja, jer ne dolazi do nezadovoljenja tražnje klijenata i gubitaka zbog loše procene, a to znači i da se eliminiše neophodnost planiranja IKT kapaciteta na duže staze.)
MATCH@M:(Besides, the invested capital is employed in a considerably better way since the focus is upon customers themselves, meeting their needs and requirements while simultaneously minimizing the errors.===>Osim toga, uloženi kapital se mnogo bolje koristi, jer se podstice fokusiranje na same korisnike, cime se izlazi u susret njihovim zahtevima i potrebama, a propusti se svode na minimalnu meru.)
MATCH@E:(Besides, the invested capital is employed in a considerably better way since the focus is upon customers themselves, meeting their needs and requirements while simultaneously minimizing the errors.===>Osim toga, uloženi kapital se mnogo bolje koristi, jer se podstiče fokusiranje na same korisnike, čime se izlazi u susret njihovim zahtevima i potrebama, a propusti se svode na minimalnu meru.)
MATCH@M:(In addition to technological change, the “cloud computing“ concept causes organizational change too.===>„Cloud computing“ koncept pored tehnoloških, uslovl-java i organizacione promene.)
MATCH@E:(Conclusion In addition to technological change, the cloud computing concept causes organizational change too.===>Zaključak Cloud computing koncept pored tehnoloških, uslovljava i organizacione promene.)
MATCH@M:(As early as 1960s, the pioneering works of Woodward and the ASTON group have established the interdependence between technology and organizational structures, however, few are the papers that explore this interdependence in more detail.===>Još od 60-tih godina prošlog veka pionirski radovi Woodward-ove i ASTON grupe pokazali su zavisnost tehnologije i organizacionih struktura, ali manji broj radova detaljnije razraduje ovu meduzavisnost.)
MATCH@E:(As early as 1960s, the pioneering works of Woodward and the ASTON group have established the interdependence between technology and organizational structures, however, few are the papers that explore this interdependence in more detail.===>Još od 60-tih godina prošlog veka pionirski radovi Woodward-ove i ASTON grupe pokazali su zavisnost tehnologije i organizacionih struktura, ali manji broj radova detaljnije razrađuje ovu međuzavisnost.)
MATCH@M:(This paper gives a short theoretical framework of the “cloud computing“ approach and illustrates its difference as regards the classical approaces in the ICT infrastructure provision.===>U ovom radu ukratko je dat postojeci teorijski okvir „cloud computing“ pristupa i pokazane su njegove razlike u odnosu na klasicne pristupe obezbedenja IKT infrastrukture.)
MATCH@E:(This paper gives a short theoretical framework of the cloud computing approach and illustrates its difference as regards the classical approaces in the ICT infrastructure provision.===>U ovom radu ukratko je dat postojeći teorijski okvir cloud computing pristupa i pokazane su njegove razlike u odnosu na klasične pristupe obezbeđenja IKT infrastrukture.)
MATCH@M:(The paper procedes to describe the impacts the concept has on organizational structure, with the prevailing platform for organizational networking through new functionalities this concept opens to the organizational network broker.===>Potom su opisani uticaji koje taj koncept ostvaruje na organizacionu strukturu, gde dominira platforma za uspostavljanje organizacione mreže, preko novih funkcionalnosti koje taj koncept otvara za brokera organizacionih mreža.)
MATCH@E:(The paper procedes to describe the impacts the concept has on organizational structure, with the prevailing platform for organizational networking through new functionalities this concept opens to the organizational network broker.===>Potom su opisani uticaji koje taj koncept ostvaruje na organizacionu strukturu, gde dominira platforma za uspostavljanje organizacione mreže, preko novih funkcionalnosti koje taj koncept otvara za brokera organizacionih mreža.)
MATCH@M:(Implementing the communication and coordination, and also the control in the “cloud“ if necessary is found to facilitate a responsive rather than ad-hoc network expansion.===>Zakljuceno je da implementiran-je funkcija komunikacije i koordinacije, a po potrebi i kontrole u „cloud“-u olakšava responzivno umesto ad-hoc širenje mreže.)
MATCH@E:(Implementing the communication and coordination, and also the control in the cloud if necessary is found to facilitate a responsive rather than ad-hoc network expansion.===>Zaključeno je da implementiranje funkcija komunikacije i koordinacije, a po potrebi i kontrole u cloud-u olakšava responzivno umesto adhoc širenje mreže.)
MATCH@M:(Following this, the impact upon organizational performances is analysed using a theoretical framework of variable and fixed ICT infrastructure costs as well as opportunity costs of business.===>Nakon toga, analiziran je uticaj na organizacione performanse, uz korišcenje teorijskog okvira varijabilnih i fiksnih troškova IKT infrastrukture i oportunitetnih troškova poslovanja.)
MATCH@E:(Following this, the impact upon organizational performances is analysed using a theoretical framework of variable and fixed ICT infrastructure costs as well as opportunity costs of business.===>Nakon toga, analiziran je uticaj na organizacione performanse, uz korišćenje teorijskog okvira varijabilnih i fiksnih troškova IKT infrastruk ture i oportunitetnih troškova poslovanja.)
MATCH@M:(The implementation of this approach ensures a higher-level utilization of capital, lower exposure to business risk, and consequently lower transaction costs and a better focus upon the directly profitable activities of producing measurable outputs, rather than upon the activities of support and subsidiary activities, which improves organizational performances.===>Zakljuceno je da korišcenje ovog pristupa omogucava bolju isko-rišcenost kapitala, manju osetljivost na rizik poslovanja, pa samim tim i niže transakcione troškove kao i veci fokus na direktno profitabilne aktivnosti proizvodenja merljivih rezultata, umesto na aktivnosti podrške i pomocne aktivnosti, što poboljšava organizacione performanse.)
MATCH@E:(The implementation of this approach ensures a higher-level utilization of capital, lower exposure to business risk, and consequently lower transaction costs and a better focus upon the directly profitable activities of producing measurable outputs, rather than upon the activities of support and subsidiary activities, which improves organizational performances.===>Zaključeno je da korišćenje ovog pristupa omogućava bolju iskorišćenost kapitala, manju osetljivost na rizik poslovanja, pa samim tim i niže transakcione troškove kao i veći fokus na direktno profitabilne aktivnosti proizvođenja merljivih rezultata, umesto na aktivnosti podrške i pomoćne aktivnosti, što poboljšava organizacione performanse.)
MATCH@M:(The application is developed on the Android platform for mobile devices.===>Aplikacija je razvijena na Android platformi za mobilne uredaje.)
MATCH@E:(The application is developed on the Android platform for mobile devices.===>Aplikacija je razvijena na Android platformi za mobilne uređaje.)
MATCH@M:(Here are described the architecture and the basic components of the application.===>Opisana je arhitektura i osnovne komponente aplikacije.)
MATCH@E:(Here are described the architecture and the basic components of the application.===>Opisana je arhitektura i osnovne komponente aplikacije.)
MATCH@M:(The key FONJAPGO application’s features include: learning words and scripts in the Japanese language, audio recordings for supporting word pronunciation, achievement testing quizz, the idiogram drawing drill, knowledge competition among the application’s users, as well as a presentation of certain interesting facts about Japan.===>Kljucne funkcionalnosti FONJAPGO aplikacije obuhvataju: ucenje reci i pisama japanskog jezika, audio zapisi za podršku kod izgovora reci, kviz za ispitivanje stecenog znanja, vežbanje pisanja znakova, mogucnost takmicenja u znanju izmedu korisnika, kao i prezentacija interesantnih informacija o Japanu.)
MATCH@E:(The key FONJAPGO applications features include: learning words and scripts in the Japanese language, audio recordings for supporting word pronunciation, achievement testing quizz, the idiogram drawing drill, knowledge competition among the applications users, as well as a presentation of certain interesting facts about Japan.===>Ključne funkcionalnosti FONJAPGO aplikacije obuhvataju: učenje reči i pisama japanskog jezika, audio zapisi za podršku kod izgovora reči, kviz za ispitivanje stečenog znanja, vežbanje pisanja znakova, mogućnost takmičenja u znanju između korisnika, kao i prezentacija interesantnih informacija o Japanu.)
MATCH@M:(We present practical examples of using the FONJAPGO application in learning the Japanese language.===>Prikazani su primeri primene FONJAPGO aplikacije u ucenju japanskog jezika. 1.	Uvod)
MATCH@E:(We present practical examples of using the FONJAPGO application in learning the Japanese language.===>Prikazani su primeri primene FONJAPGO aplikacije u učenju japanskog jezika. 1.)
MATCH@M:(1.	Introduction Mobile learning allows for an access to information and learning materials at any moment, by using mobile devices.===>Mobilno ucenje omogucava pristup informacijama i materijalima za ucenje u svakom trenutku, korišce-njem mobilnih uredaja.)
MATCH@E:(1. ~~~ Introduction Mobile learning allows for an access to information and learning materials at any moment, by using mobile devices Š1Ë.===>Uvod Mobilno učenje omogućava pristup informacijama i materijalima za učenje u svakom trenutku, korišćenjem mobilnih uređaja Š1Ë.)
MATCH@M:(Thus students are in a position to control the learning pace and the location at which they study.===>Na taj nacin, studenti upravljaju tempom ucenja i lokacijom sa koje uce.)
MATCH@E:(Thus students are in a position to control the learning pace and the location at which they study.===>Na taj način, studenti upravljaju tempom učenja i lokacijom sa koje uče.)
MATCH@M:(Implementation of modern technologies in the field of foreign language learning makes it possible to access a multitude of available contents in the form of books, dictionaries, literature in foreign languages, as well as various multimedia resources, audio and video files.===>U oblasti ucenja stranih jezika, moderne tehnologije omogucavaju pristup mnoštvu dostupnih sadržaja u obliku knjiga, recnika, literature na stranim jezicima, kao i raznim multimedijalnim resursima, audio i video fajlovima.)
MATCH@E:(The increase in the flow allows for combining different media types (video, images, text and sound) Š1Ë Š2Ë Š7Ë. Implementation of modern technologies in the field of foreign language learning makes it possible to access a multitude of available contents in the form of books, dictionaries, literature in foreign languages, as well as various multimedia resources, audio and video files.===>Povećanje protoka dozvoljava kombinovanje različitih tipova medija (video, slike, tekst i zvuk)Š1ËŠ2ËŠ7Ë. ~~~ U oblasti učenja stranih jezika, moderne tehnologije omogućavaju pristup mnoštvu dostupnih sadržaja u obliku knjiga, rečnika, literature na stranim jezicima, kao i raznim multimedijalnim resursima, audio i video fajlovima.)
BAD_LINE_=============================================================
BAD_LINE_M:Implementation of modern technologies in the field of foreign language learning makes it possible to access a multitude of available contents in the form of books, dictionaries, literature in foreign languages, as well as various multimedia resources, audio and video files.
BAD_LINE_M:U oblasti ucenja stranih jezika, moderne tehnologije omogucavaju pristup mnoštvu dostupnih sadržaja u obliku knjiga, recnika, literature na stranim jezicima, kao i raznim multimedijalnim resursima, audio i video fajlovima.
BAD_LINE_E:The increase in the flow allows for combining different media types (video, images, text and sound) Š1Ë Š2Ë Š7Ë. Implementation of modern technologies in the field of foreign language learning makes it possible to access a multitude of available contents in the form of books, dictionaries, literature in foreign languages, as well as various multimedia resources, audio and video files.
BAD_LINE_E:Povećanje protoka dozvoljava kombinovanje različitih tipova medija (video, slike, tekst i zvuk)Š1ËŠ2ËŠ7Ë. ~~~ U oblasti učenja stranih jezika, moderne tehnologije omogućavaju pristup mnoštvu dostupnih sadržaja u obliku knjiga, rečnika, literature na stranim jezicima, kao i raznim multimedijalnim resursima, audio i video fajlovima.
MATCH@M:(Innovative methods of information presentation and imaginative forms of interaction with the user, the implementation of the learning concept based on games are interesting to even not so motivated users.===>Inovativni nacini prezentovanja informacija i maštoviti oblici interakcije sa korisnikom, prime-na koncepta ucenja kroz igru približavaju gradivo i slabije motivisanim korisnicima.)
MATCH@E:(Innovative methods of information presentation and imaginative forms of interaction with the user, the implementation of the learning concept based on games are interesting to even not so motivated users Š8Ë.===>Inovativni načini prezentovanja informacija i maštoviti oblici interakcije sa korisnikom, primena koncepta učenja kroz igru približavaju gradivo i slabije motivisanim korisnicima Š8Ë.)
MATCH@M:(A variety of learning activities and resources could be used to accommodate different learners’ characteristics.===>A variety of learning activities and resources could be used to accommodate different learners’ characteristics.)
MATCH@E:(A variety of learning activities and resources could be used to accommodate different learners characteristics Š9ËŠ10Ë.===>A variety of learning activities and resources could be used to accommodate different learners characteristics Š9ËŠ10Ë.)
MATCH@M:(The subject of this work is the development of an Android application to support the Japanese language learning an an innovative and interactive manner, through playing games, primarily learning while moving, anywhere and anytime.===>Predmet ovog rada je razvoj Android aplikacije koja bi obezbedila ucenje japanskog jezika na inovativan i interkativan nacin, kroz igru, a prvenstveno omogucavajuci ucenje jezika u pokretu, bilo gde, bilo kada.)
MATCH@E:(The subject of this work is the development of an Android application to support the Japanese language learning an an innovative and interactive manner, through playing games, primarily learning while moving, anywhere and anytime.===>Predmet ovog rada je razvoj Android aplikacije koja bi obezbedila učenje japanskog jezika na inovativan i interkativan način, kroz igru, a prvenstveno omogućavajući učenje jezika u pokretu, bilo gde, bilo kada.)
MATCH@M:(The purpose of the application is to facilitate the learning process by presenting smaller learning units that can be accessed at any moment.===>Aplikacija ima cilj da olakša proces ucenja prezento-vanjem manjih jedinica ucenja kojima se može pristupiti u bilo kom trenutku.)
MATCH@E:(The purpose of the application is to facilitate the learning process by presenting smaller learning units that can be accessed at any mo ment.===>Aplikacija ima cilj da olakša proces učenja prezentovanjem manjih jedinica učenja kojima se može pristupiti u bilo kom trenutku.)
MATCH@M:(Simultaneously, one goal is also to help the user adapt to the specific features of the Japanese language reflected in complex scripts and find ways to additionally motivate the user.===>Istovremeno, jedan od ciljeva je i uskladivanje sa specificnostima japanskog jezika koja se ogledaju u složenim pismima i nalaženje nacina za dodatnu motivaciju korisnika.)
MATCH@E:(Simultaneously, one goal is also to help the user adapt to the specific features of the Japanese language reflected in complex scripts and find ways to additionally motivate the user.===>Istovremeno, jedan od ciljeva je i usklađivanje sa specifičnostima japanskog jezi ka koja se ogledaju u složenim pismima i nalaženje načina za dodatnu motivaciju korisnika.)
MATCH@M:(Also evident is the problem in equivalent applications for language learning that are generally fixed to one language, therefore a further requirement was set that the application should be devised as multilingual.===>Primecen je i problem kod ekvivalentnih aplikacija za ucenje jezika koje su obicno bile fiksirane za odredeni jezik, pa je postavljen zahtev za omogucavanje višejezicnosti aplikacije.)
MATCH@E:(Also evident is the problem in equivalent applications for language learning that are generally fixed to one language, therefore a further requirement was set that the application should be devised as multilingual.===>Primećen je i problem kod ekvivalentnih aplikacija za učenje jezika koje su obično bile fiksirane za određeni jezik, pa je postavljen zahtev za omogućavanje višejezičnosti aplikacije.)
MATCH@M:(The development employed all hardware and software advantages and the capacities of modern mobile technologies and solutions.===>U razvoju su iskorišcene sve hardverske i softverske prednosti i mogucnosti savremenih mobilnih tehnologija i rešenja.)
MATCH@E:(The development employed all hardware and software advantages and the capacities of modern mobile technologies and solutions.===>U razvoju su iskorišćene sve hardverske i softverske prednosti i mogućnosti savremenih mobilnih tehnologija i rešenja. 2.)
MATCH@M:(Research have shown that well designed mobile applications exert a motivating effect on language learners and generally offer enough studying opportunities in order to create a positive impact upon the learning process.===>Istraživanja su pokazala da dobro projektovane mobilne aplikacije imaju motivišuci uticaj na ucenike jezika i da generalno nude dovoljno prilika za ucenje kako bi stvarale pozitivan uticaj na proces ucenja.)
MATCH@E:(2. ~~~ Mobile applications for foreign language learning Research have shown that well designed mobile applications exert a motivating effect on language learners and generally offer enough studying opportunities in order to create a positive impact upon the learning process.===>Mobilne aplikacije za učenje stranih jezika Istraživanja su pokazala da dobro projektovane mobilne aplikacije imaju motivišući uticaj na učenike jezika i da generalno nude dovoljno prilika za učenje kako bi stvarale pozitivan uticaj na proces učenja.)
MATCH@M:(Their value in enriching the formal language learning at school is beyond doubt.===>Dokazana je njihova vrednost u obogacivanju formalnog ucenja jezika u školi.)
MATCH@E:(Their value in enriching the formal language learning at school is beyond doubt.===>Dokazana je njihova vrednost u obogaćivanju formalnog učenja jezika u školi.)
MATCH@M:(Desktop solutions can be viewed in a small number of voluminous and high quality professional language applications designed by enthusiasts.===>Desktop rešenja se mogu posmatrati kroz manji broj obimnih i kvalitetnih profesionalnih jezickih aplikacija sa jedne strane i veliki broj manjih aplikacija osmišljenih od strane entuzijasta.)
MATCH@E:(Desktop solutions can be viewed in a small number of voluminous and high quality professional language applications designed by enthusiasts.===>Desktop rešenja se mogu posmatrati kroz manji broj obimnih i kvalitetnih profesionalnih jezičkih aplikacija sa jedne strane i veliki broj manjih aplikacija osmišljenih od strane entuzijasta.)
MATCH@M:(Characteristic of these voluminous solutions is that they require an absolute user’s commitment and a large amount of time to cover the language lessons.===>Ono što je karakteristicno kod obimnijih rešenja je to što zahtevaju potpunu posvecenost korisnika i dosta vremena za savladavanje jezickih lekcija.)
MATCH@E:(Characteristic of these voluminous solutions is that they require an absolute users commitment and a large amount of time to cover the language lessons.===>Ono što je karakteristično kod obimnijih rešenja je to što zahtevaju potpunu posvećenost korisnika i dosta vremena za savladavanje jezičkih lekcija.)
MATCH@M:(On-line solutions are devised on the networking and user-connecting principles.===>Online rešenja su izgradena na principima umrežavanja i povezivanja korisnika.)
MATCH@E:(On-line solutions are devised on the networking and user-connecting principles.===>Online rešenja su izgrađena na principima umrežavanja i povezivanja korisnika.)
MATCH@M:(One interesting approach is combining social networking sites with language learning where users are guided towards helping one another in the learning process.===>Jedan od interesantnih pristupa je kombinovanje sajto-va za društveno umrežavanje sa ucenjem jezika gde se korisnici usmeravaju da pomažu jedni drugima u procesu ucenja.)
MATCH@E:(One interesting approach is combining social networking sites with language learning where users are guided towards helping one another in the learning process.===>Jedan od interesantnih pristupa je kombinovanje sajtova za društveno umrežavanje sa učenjem jezika gde se korisnici usmeravaju da pomažu jedni drugima u procesu učenja.)
MATCH@M:(A general tendency is to make use of the products of the users themselves, i.e., to involve the users into the process of creating and then exchanging various language resources.===>Generalna tendencija je i da se iskoriste i proizvodi samih korisnika, tj. da se oni ukljuce u proces stvaranja i zatim razmene raznovrsnih jezickih resursa.)
MATCH@E:(A general tendency is to make use of the products of the users themselves, i.e., to involve the users into the process of creating and then exchanging various language resources.===>Generalna tendencija je i da se iskoriste i proizvodi samih korisnika, tj. da se oni uključe u proces stvaranja i zatim razmene raznovrsnih jezičkih resursa.)
MATCH@M:(The advantage of the mobile solutions is in the mobility itself, since at any moment they allow for easy learning or give support to serious study using some other tool (in a language school, using regular literature, using desktop aplications, etc.).===>Prednost mobilnih rešenja je upravo u mobilnosti jer u svakom trenutku omogucavaju lagano ucenje ili podršku ozbiljnijem ucenju koje se odvija korišcenjem nekog drugog alata (u jezickoj školi, korišce-njem regularne literature, korišcenjem desktop aplikacija i slicno).)
MATCH@E:(The advantage of the mobile solutions is in the mobility itself, since at any moment they allow for easy learning or give support to serious study using some other tool (in a language school, using regular literature, using desktop aplications, etc.).===>Prednost mobilnih rešenja je upravo u mobilnosti jer u svakom trenutku omogućavaju lagano učenje ili podršku ozbiljnijem učenju koje se odvija korišće njem nekog drugog alata (u jezičkoj školi, korišćenjem regularne literature, korišćenjem desktop aplikacija i slično).)
MATCH@M:(Today, there is a tendency towards a convergence of all the listed solutions.===>Danas, postoji trend konvergencije svih navedenih rešenja.)
MATCH@E:(Today, there is a tendency towards a convergence of all the listed solutions.===>Danas, postoji trend konvergencije svih navedenih rešenja.)
MATCH@M:(Desktop applications increasingly rely on the Internet to provide language resources and link their users; the on-line solutions, in accordance with the tendency to store the applications into a cloud, become capable of substituting the desktop applications, their advantage being that they are available at all the platforms; finally, mobile solutions are developed alongside the platforms they are intended for and become ever more complex, drawing on the Internet connectivity that becomes a standard for mobile devices.===>Desktop aplikacije se sve cešce oslanjaju i na internet za dobavljanje jezickih resursa i povezivanje njihovih korisnika; onlajn rešenja, shodno trendu smeštanja aplikacija u oblak, postaju sposobne da zamene desktop aplikacije i imaju prednost što su dostupne na svim platformama; na kraju, mobilna rešenja se razvijaju uporedo sa platformama za koje su namenjena i postaju sve složenija, pri tome se oslanjajuci na internet konektivnost koja postaje standard za mobilne uredaje.)
MATCH@E:(Desktop applications increasingly rely on the Internet to provide language resources and link their users; the on-line solutions, in accordance with the tendency to store the applications into a cloud, become capable of substituting the desktop applications, their advantage being that they are available at all the platforms; finally, mobile solutions are developed alongside the platforms they are intended for and become ever more complex, drawing on the Internet connectivity that becomes a standard for mobile devices.===>Desktop aplikacije se sve češće oslanjaju i na internet za dobavljanje jezičkih resursa i povezivanje njihovih korisnika; onlajn rešenja, shodno trendu smeštanja aplikacija u oblak, postaju sposobne da zamene desktop aplikacije i imaju prednost što su dostupne na svim platformama; na kraju, mobilna rešenja se razvijaju uporedo sa platformama za koje su namenjena i postaju sve složenija, pri tome se oslanjajući na internet konektivnost koja postaje standard za mobilne uređaje.)
MATCH@M:(Some examples of successful applications for language learning are the following: MEL-application - learning the English language through a succession of activities on a mobile device (lessons, video and audio materials, quizzes, memory games); Mobile Flash application FML4ESL - material divided into mini-lessons, application developed, resolution 240*320, does not conform to larger screens, lessons accompanied by audio recordings and flashes; PIMS (Personalized intelligent mobile learning system) - in combination with a personalized system for vocabulary building, application for study aid, used in combination with classic classes; PALLAS - the system of using mobile device systems made possible through client application, mobile browser or by SMSs; language activities include tests, exercises, dictionary that is browsed manually and the activities that trigger in dependence on the context parametres [14].===>Neki od primera uspešnih aplikacija za ucenje jezika su: MEL-application - ucenje Engleskog jezika kroz niz aktivnosti preko mobilnog uredaja (lekcije, video i audio materijali, kvizovi, igra pamcenja; Mobilna flash aplikacija FML4ESL - materijal podeljen u mini-lekcije, aplikacija razvijana, rezolucija 240*320, neprilagodena za vece ekrane, lekcije propracene audio zapisima i slikama; PIMS (Personalized intelligent mobile learning system) - u kombinaciji sa per-sonalizovanim sistemom za gradenje recnika, aplikacija za pomoc ucenju, korišcena u kombinaciji sa klasicnim casovima; PALLAS - sistem korišcenje sistema sa mobilnih uredaja moguce putem klijentske aplikacije, mobilnog brauzera ili putem SMS-a, jezicke aktivnosti obuhvataju testove, vežbe, recnik koji se pokrecu manuelno i aktivnosti koje se okidaju zavisno od kontekstnih parametara.)
MATCH@E:(Some examples of successful applications for language learning are the following: MEL-application learning the English language through a succession of activities on a mobile device (lessons, video and audio materials, quizzes, memory games) Š11Ë; Mobile Flash application FML4ESL material divided into mini-lessons, application developed, resolution 240*320, does not conform to larger screens, lessons accompanied by audio recordings and flashes Š12Ë; PIMS (Personalized intelligent mobile learning system) in combination with a personalized system for vocabulary building, application for study aid, used in combination with classic classes Š13Ë; PALLAS the system of using mobile device systems made possible through client application, mobile browser or by SMSs; language activities include tests, exercises, dictionary that is browsed manually and the activities that trigger in dependence on the context parametres Š14Ë. 2.1.===>Neki od primera uspešnih aplikacija za učenje jezika su: ~~~ MEL-application - učenje Engleskog jezika kroz niz aktivnosti preko mobilnog uređaja (lekcije, video i audio materijali, kvizovi, igra pamćenja) Š11Ë; Mobilna flash aplikacija FML4ESL - materijal podeljen u mini-lekcije, aplikacija razvijana, rezolucija 240*320, neprilagođena za veće ekrane, lekcije propraćene audio zapisima i slikama Š12Ë; PIMS (Personalized intelligent mobile learning system) - u kombinaciji sa personalizovanim sistemom za građenje rečnika, aplikacija za pomoć učenju, korišćena u kombinaciji sa klasičnim časovima Š13Ë; PALLAS - sistem korišćenje sistema sa mobilnih uređaja moguće putem klijentske aplikacije, mobilnog brauzera ili putem SMS-a, jezičke aktivnosti obuhvataju testove, vežbe, rečnik koji se pokreću manuelno i aktivnosti koje se okidaju zavisno od kontekstnih parametara Š14Ë. 2.)
MATCH@M:(The technologies implemented in developing mobile applications should be viewed from a number of perspectives: services, devices, platforms, languages in application development, method of wireless communication, types of images, types of multimedia contents.===>Tehnologije koje se primenjuju za razvoj mobilnih aplikacija treba posmatrati sa više aspekata: servisi, uredaji, platforme, jezici za razvoj aplikacija, nacin bežicne komunikacije, tipovi prikaza, tipovi multimedijalnih sadržaja.)
MATCH@E:(Technologies in mobile application development The technologies implemented in developing mobile applications should be viewed from a number of perspectives: services, devices, platforms, languages in application development, method of wireless communication, types of images, types of multimedia contents.===>Tehnologije za razvoj mobilnih aplikacija Tehnologije koje se primenjuju za razvoj mobilnih aplikacija treba posmatrati sa više aspekata: servisi, uređaji, platforme, jezici za razvoj aplikacija, način bežične komunikacije, tipovi prikaza, tipovi multimedijalnih sadržaja.)
MATCH@M:(The FONjapGO application, developed in the scope of this research, is designed on the Android operating system for mobile devices.===>FONJAPGO aplikacija, razvijena u okviru ovog istraživanja, razvijena je na Android operativnom sistemu za mobilne uredaje.)
MATCH@E:(The FONjapGO application, developed in the scope of this research, is designed on the Android operating system for mobile devices.===>FONJAPGO aplikacija, razvijena u okviru ovog istraživanja, razvijena je na Android operativnom sistemu za mobilne uređaje.)
MATCH@M:(Today, Android OS is an operating system with the largest number of users in the world.===>Danas, Android OS predstavlja operativni sistem sa najvecim brojem korisnika u svetu.)
MATCH@E:(Today, Android OS is an operating system with the largest number of users in the world.===>Danas, Android OS predstavlja operativni sistem sa najvećim brojem korisnika u svetu.)
MATCH@M:(A large number of research works deal with the development and implementation of Android applications in various spheres of human activities.===>Veci broj istraživanja se odnosi na razvoj i primenu Android aplikacija u razlicitim sferama ljudskog delovanja.)
MATCH@E:(A large number of research works deal with the development and implementation of Android applications in various spheres of human activities Š15Ë.===>Veći broj istraživanja se odnosi na razvoj i primenu Android aplikacija u različitim sferama ljudskog delovanja Š15Ë.)
MATCH@M:(The Android OS supports a host of different technologies and resources in a way similar to regular desktop operating systems, allows for an opportunity for the development of a high quality user interface via a ’’touch-screen” screen.===>Android OS obezbeduje mnoštvo razlicitih tehnologija i resursa nalik regularnim desktop operativnim sistemima, pruža mogucnost za razvoj kvalitetnog korisnickog interfejsa, uz pomoc „touch-screen“ ekrana.)
MATCH@E:(The Android OS supports a host of different technolo gies and resources in a way similar to regular desktop operating systems, allows for an opportunity for the development of a high quality user interface via a touch-screen screen.===>Android OS obezbeđuje mnoštvo različitih tehnologija i resursa nalik regularnim desktop operativnim sistemima, pruža mogućnost za razvoj kvalitetnog korisničkog interfejsa, uz pomoć touch-screen ekrana.)
MATCH@M:(The main advantages of the Android platform primarily refer to: the platform openness to programmers, components available for a simple interaction with the system, a wide spread of Android devices and the presence and development of other types of devices, besides mobile phones, that use the same platform, the ’touch-screen” and ”multi touch” technologies, connectivity, rich user inteface with a variety of elements, data storage in different formats, message exchange, multimedia resource support, multitasking.===>Osnovne prednosti Android platforme se pre svega odnose na: otvorenost platforme za programere, dostupne komponente za jednostavnu interakciju sa sistemom, široka rasprostranjenost Android uredaja kao i postojanje i razvoj drugih vrsta uredaja pored mobilnih telefona koji koriste istu platformu, „touchscreen“ i „multi touch“ tehnologija, konektivnost, bogat korisnicki interfejs sa raznovrsnim elementima, skladištenje podataka u razlicitim formatima, razmena poruka, podrška za multimedijalne resurse, multitasking.)
MATCH@E:(The main advantages of the Android platform primarily refer to: the platform openness to programmers, components available for a simple interaction with the system, a wide spread of Android devices and the presence and development of other types of devices, besides mobile phones, that use the same platform, the touch-screen and multi touch technologies, connectivity, rich user inteface with a variety of elements, data storage in different formats, message exchange, multimedia resource support, multitasking. business Faculty laboratory, 3.===>Osnovne prednosti Android platforme se pre svega odnose na: otvorenost platforme za programere, dostupne komponente za jednostavnu interakciju sa si stemom, široka rasprostranjenost Android uređaja kao i postojanje i razvoj drugih vrsta uređaja pored mobilnih telefona koji koriste istu platformu, touchscreen i multi touch tehnologija, konektivnost, bogat korisnički interfejs sa raznovrsnim elementima, skladištenje podataka u različitim formatima, razmena poruka, podrška za multimedijalne resurse, multitasking. 3.)
MATCH@M:(The basic role of the FONJAPGO application is to support the Japanese language learning in an interesting, interactive manner, via mobile devices, in order that the students be motivated to learn.===>Osnovna uloga FONjAPGO aplikacije je da omogucu ucenje japanskog jezika na zabavan, interaktivan nacin, putem moblinih uredaja, kako bi se studenti motivisali da uce.)
MATCH@E:(The basic role of the FONJAPGO application is to support the Japanese language learning in an interesting, interactive manner, via mobile devices, in order that the students be motivated to learn.===>Osnovna uloga FONjAPGO aplikacije je da omoguću učenje japanskog jezika na zabavan, interaktivan način, putem moblinih uređaja, kako bi se studenti motivisali da uče.)
MATCH@M:(The application is completely adapted to specific features of the Japanese language, it includes a Japanese word base and an appropriate base of translation equivalent words that can be in any of available languages.===>Aplikacija je u potpunosti prilagodena specificnostima japanskog jezika, sadrži bazu japanskih reci i odgovarajucu bazu reci-prevoda koje mogu biti na nekom od dostupnih jezika.)
MATCH@E:(The application is completely adapted to specific features of the Japanese language, it includes a Japanese word base and an appropriate base of translation equivalent words that can be in any of available languages.===>Aplikacija je u potpunosti prilagođena specifičnostima japanskog jezika, sadrži bazu japanskih reči i odgovarajuću bazu reči-prevoda koje mogu biti na nekom od dostupnih jezika.)
MATCH@M:(The basic learning process is conducted through the sessions where the student is assigned a task to learn a number of new words and then his/her achievement is tested through a quizz.===>Osnovni proces ucenja se odvija kroz sesije u kojima korisnik dobija zadatak da nauci neke nove reci a zatim se njegovo znanje ispituje putem kviza.)
MATCH@E:(The basic learning process is conducted through the sessions where the student is assigned a task to learn a number of new words and then his/her achievement is tested through a quizz.===>Osnovni proces učenja se odvija kroz sesije u kojima korisnik dobija zadatak da nauči neke nove reči a zatim se njegovo znanje ispituje putem kviza.)
MATCH@M:(Besides, the user can test his/her knowledge via lists of words categorised on the basis of a certain criterion, whereas to learn some of the scripts he/she has available all the id-iograms of hiragana/katakana scripts and a number of kanji, as well as their individual presentations.===>Pored ovoga, korisnik može da testira svoje znanje na listama reci kategorisanim po nekom kriterijumu, a za ucenje pisama obezbeden je prikaz svih znakova hi-ragana/katakana pisama i nekog broja kandija, te njihovi pojedinacni detaljniji prikazi.)
MATCH@E:(Besides, the user can test his/her knowledge via lists of words categorised on the basis of a certain criterion, whereas to learn some of the scripts he/she has available all the idiograms of hiragana/katakana scripts and a number of kanji, as well as their individual presentations.===>Pored ovoga, korisnik može da testira svoje znanje na listama reči kategorisanim po nekom kriterijumu, a za učenje pisama obezbeđen je prikaz svih znakova hiragana/katakana pisama i nekog broja kanđija, te njihovi pojedinačni detaljniji prikazi.)
MATCH@M:(To practice notation, quizzes for kana and kanji idiograms are supplied, as well as a possibility to write on the screen, using the ”touch-screen” option.===>Za vežbanje pisanja obezbedeni su kvizovi za kana i za kandi znakove, kao i mogucnost pisanja po ekranu korišcenjem „to-cuh-screen“ mogucnosti.)
MATCH@E:(To practice notation, quizzes for kana and kanji idiograms are supplied, as well as a possibility to write on the screen, using the touch-screen option.===>Za vežbanje pisanja obezbeđeni su kvizovi za kana i za kanđi znakove, kao i mogućnost pisanja po ekranu korišćenjem tocuh-screen mogućnosti.)
MATCH@M:(The FONJAPGO application consists of two sections: the application in a narrow sense (Android application) and the web application that serves to file the user statistics and to compare the user’s knowledge with other users’ achievements.===>FONjAPGO aplikacija se sastoji iz dva dela: aplikacija u užem smislu (Android aplikacija) i veb aplikacija koja služi za evidentiranje statistika korisnika i poredenje sa rezultatima drugih korisnika.)
MATCH@E:(Application architecture description The FONJAPGO application consists of two sections: the application in a narrow sense (Android application) and the web application that serves to file the user statistics and to compare the users knowledge with other users achievements.===>Opis arhitekture aplikacije FONjAPGO aplikacija se sastoji iz dva dela: aplikacija u užem smislu (Android aplikacija) i veb aplikacija koja služi za evidentiranje statistika korisnika i poređenje sa rezultatima drugih korisnika.)
MATCH@M:(The presentation layer is devised on the basic elements of user interface within the Android OS.===>Prezentacioni sloj se zasniva na osnovnim elementima korisnickog interfejsa u okviru Android OS.)
MATCH@E:(FONJAPGO application architecture The presentation layer is devised on the basic elements of user interface within the Android OS.===>Arhitektura FONJAPGO aplikacije Prezentacioni sloj se zasniva na osnovnim elementima korisničkog interfejsa u okviru Android OS.)
MATCH@M:(The dynamic interface provides for an easy use of all the functions within the application.===>Dinamicki interfejs omogucava jednostavno korišcenje svih funkcija u okviru aplikacije.)
MATCH@E:(The dynamic interface provides for an easy use of all the functions within the application.===>Dinamički interfejs omogućava jednostavno korišćenje svih funkcija u okviru aplikacije.)
MATCH@M:(As the process itself does not require any specific elaboration in the domain of business logic but is based on a quality presentation of language resources and interactivity, the majority of application logic is closely connected with the presentation.===>Buduci da sam proces ucenja ne zahteva nikakvu specificnu obradu u domenu poslovne logike vec se zasniva na kvalitetnoj prezentaciji jezickih resursa i interaktivnosti, vecina aplikacione logike je u tesnoj vezi sa prezentacijom.)
MATCH@E:(As the process itself does not require any specific elaboration in the domain of business logic but is based on a quality presentation of language resources and interactivity, the majority of application logic is closely connected with the presentation.===>Budući da sam proces učenja ne zahteva nikakvu specifičnu obradu u domenu poslovne logike već se zasniva na kvalitetnoj prezentaciji jezičkih resursa i interaktivnosti, većina aplikacione logike je u tesnoj vezi sa prezentacijom.)
MATCH@M:(The domain objacts used in the application present the Japanese/Serbian (or English) words, idiograms of the Japanese script and word lists; all these objects are persisted into the local data base.===>Domenski objekti koji se koriste u aplikaciji predstavljaju japanske/srpske (ili engleske) reci, znakove japanskih pisama i liste reci; svi ovi objekti se perzistiraju u lokalnoj bazi podataka.)
MATCH@E:(The domain objacts used in the application present the Japanese/Serbian (or English) words, idiograms of the Japanese script and word lists; all these objects are persisted into the local data base.===>Domenski objekti koji se koriste u aplikaciji predstavljaju japanske/srpske (ili engleske) reči, znakove japanskih pisama i liste reči; svi ovi objekti se perzistiraju u lokalnoj bazi podataka.)
MATCH@M:(The words are not stored as word/translation pairs; there are independent notations/objects for the words and for the translation equivalents, which allows for a word to be connected with a number of words in the other language (homonyms and synonyms) and eliminates redundancy in a word base.===>Reci se ne cuvaju kao parovi rec/prevod vec postoje nezavisni za-pisi/objekti za reci i za prevode, što omogucava povezivanje jedne reci sa njih više na drugom jeziku (ho-monimi i sinonimi) i eliminiše redudantnost u bazi reci.)
MATCH@E:(The words are not stored as word/translation pairs; there are independent notations/objects for the words and for the translation equivalents, which allows for a word to be connected with a number of words in the other language (homonyms and synonyms) and eliminates redundancy in a word base.===>Reči se ne čuvaju kao parovi reč/prevod već postoje nezavisni zapisi/objekti za reči i za prevode, što omogućava povezivanje jedne reči sa njih više na drugom jeziku (homonimi i sinonimi) i eliminiše redudantnost u bazi reči.)
MATCH@M:(The application core further draws on a succession of components that link it to the sources/storages of data that contain application data, language resources and user data.===>Jezgro aplikacije se dalje oslanja na niz komponenata koje ga povezuju sa izvorima/skladištima podataka koja sadrže aplikacione podatke, jezicke resurse i korisnicke podatke.)
MATCH@E:(The application core further draws on a succession of components that link it to the sources/storages of data that contain application data, language resources and user data.===>Jezgro aplikacije se dalje oslanja na niz komponenata koje ga povezuju sa izvorima/skladištima podataka koja sadrže aplikacione podatke, jezičke resurse i korisničke podatke.)
MATCH@M:(The first of the components is in charge of communication with the data base.===>Prva od ovih komponenata je zadužena za komunikaciju sa bazom podataka.)
MATCH@E:(The first of the components is in charge of communication with the data base.===>Prva od ovih komponenata je zadužena za komunikaciju sa bazom podataka.)
MATCH@M:(The broker of the database that represents the interface to the base is accessible from any section of the application and is responsible for reading the language resources (words/ idio-grams/lists) from the base and keeping records on them.===>Broker baze podataka koji predstavlj a interfej s ka bazi j e dostupan iz svih delova aplikacije i stara se o citanju jezickih resursa (reci/zna-kova/lista) iz baze i vodenju evidencije o istim.)
MATCH@E:(The broker of the database that represents the interface to the base is accessible from any section of the application and is responsible for reading the language resources (words/ idiograms/lists) from the base and keeping records on them.===>Broker baze podataka koji predstavlja interfejs ka bazi je dostupan iz svih delova aplikacije i stara se o čitanju jezičkih resursa (reči/znakova/lista) iz baze i vođenju evidencije o istim.)
MATCH@M:(The base is implemented using the SQL system accessible at the Android platform, however, when needed, it can be altered to be adjusted to another platform, with no changes in the core of the application itself necessary.===>Baza je implementirana korišcenjem SQLite sistema koji je dostupan na Android platformi, ali se po potrebi može izmeniti zarad prilagodavanja nekoj drugoj platformi, pri cemu izmene u samom jezgru aplikacije nece biti potrebne.)
MATCH@E:(The base is implemented using the SQL system accessible at the Android platform, however, when needed, it can be altered to be adjusted to another platform, with no changes in the core of the application itself necessary.===>Baza je implementirana korišćenjem SQLite sistema koji je dostupan na Android platformi, ali se po potrebi može izmeniti zarad prilagođavanja nekoj drugoj platformi, pri čemu izmene u samom jezgru aplikacije neće biti potrebne.)
MATCH@M:(This process is carried out in the background, independently from the current state of the application and without blocking the interaction with the user.===>Ovaj proces se obavlja u pozadini, nezavisno od trenutnog stanja aplikacije i bez blokiranja interakcije sa korisnikom.)
MATCH@E:(This process is carried out in the background, independently from the current state of the application and without blocking the interaction with the user.===>Veb aplikacija ima dvostruku ulogu: reči se određuje po algoritmu koji uzima u obzir korisnikov izbor težine (laka/srednja/teška), korisnikov raniji uspeh, proteklo vreme od poslednje sesije učenja i status prethodne sesije učenja.)
BAD_LINE_=============================================================
BAD_LINE_M:This process is carried out in the background, independently from the current state of the application and without blocking the interaction with the user.
BAD_LINE_M:Ovaj proces se obavlja u pozadini, nezavisno od trenutnog stanja aplikacije i bez blokiranja interakcije sa korisnikom.
BAD_LINE_E:This process is carried out in the background, independently from the current state of the application and without blocking the interaction with the user.
BAD_LINE_E:Veb aplikacija ima dvostruku ulogu: reči se određuje po algoritmu koji uzima u obzir korisnikov izbor težine (laka/srednja/teška), korisnikov raniji uspeh, proteklo vreme od poslednje sesije učenja i status prethodne sesije učenja.
MATCH@M:(When starting the application for the first time, an independent Japanese word base is installed, and the user is offered a choice of languages in which the appropriate or corresponding word base/translation will be.===>Pri prvom pokretanju aplikacije instalira se nezavisna baza japanskih reci te se korisniku nudi izbor jezika na kojem ce odgovarajuca baza reci/prevoda biti.)
MATCH@E:(Application functionality description When starting the application for the first time, an independent Japanese word base is installed, and the user is offered a choice of languages in which the appropriate or corresponding word base/translation will be.===>Opis funkcionalnosti aplikacije Pri prvom pokretanju aplikacije instalira se nezavisna baza japanskih reči te se korisniku nudi izbor jezika na kojem će odgovarajuća baza reči/prevoda biti.)
MATCH@M:(The list of available languages and the language files are downloaded from the Internet (accessing the web application) and can be changed or amended independently from the apllication itself.===>Lista dostupnih jezika i jezicki fajlovi se dobavljaju sa interneta (pristupanjem web aplikaciji) i mogu se me-njati i dopunjavati nezavisno od same aplikacije.)
MATCH@E:(The list of available languages and the language files are downloaded from the Internet (accessing the web application) and can be changed or amended independently from the apllication itself.===>Lista dostupnih jezika i jezički fajlovi se dobavljaju sa interneta (pristupanjem web aplikaciji) i mogu se menjati i dopunjavati nezavisno od same aplikacije.)
MATCH@M:(In the present version of the application the available languages are English and Serbian, that is, this application can be used for both English/Japanese and Serbian/Japanese learning.===>U trenutnoj verziji aplikacije dostupni jezici su engleski i srpski, odnosno ova aplikacija može da se koristi i za englesko-japansko i za srpsko-japansko ucenje.)
MATCH@E:(In the present version of the application the available languages are English and Serbian, that is, this application can be used for both English/Japanese and Serbian/Japanese learning.===>U trenutnoj verziji aplikacije dostupni jezici su engleski i srpski, odnosno ova aplikacija može da se koristi i za englesko-japansko i za srpsko-japansko učenje.)
MATCH@M:(The number of words is determined by the algotythm that takes into account the user’s choice of dificulty (easy/medium/hard), the user’s previous achievement, the time elapsed from the last learning session and the previous learning session status.===>Broj reci se odreduje po algoritmu koji uzima u obzir korisnikov izbor težine (laka/srednja/teška), korisnikov raniji uspeh, proteklo vreme od poslednje sesije ucenja i status prethodne sesije ucenja.)
MATCH@E:(The number of words is determined by the algotythm that takes into account the users choice of dificulty (easy/medium/hard), the users previous achievement, the time elapsed from the last learning session and the previous learning session status.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The number of words is determined by the algotythm that takes into account the user’s choice of dificulty (easy/medium/hard), the user’s previous achievement, the time elapsed from the last learning session and the previous learning session status.
BAD_LINE_M:Broj reci se odreduje po algoritmu koji uzima u obzir korisnikov izbor težine (laka/srednja/teška), korisnikov raniji uspeh, proteklo vreme od poslednje sesije ucenja i status prethodne sesije ucenja.
BAD_LINE_E:The number of words is determined by the algotythm that takes into account the users choice of dificulty (easy/medium/hard), the users previous achievement, the time elapsed from the last learning session and the previous learning session status.
BAD_LINE_E:
MATCH@M:(If the user wants it, he/she can review all the previously learned words.===>Ako želi, korisnik može i da pregleda sve ranije naucene reci.)
MATCH@E:(If the user wants it, he/she can review all the previously learned words.===>)
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BAD_LINE_M:If the user wants it, he/she can review all the previously learned words.
BAD_LINE_M:Ako želi, korisnik može i da pregleda sve ranije naucene reci.
BAD_LINE_E:If the user wants it, he/she can review all the previously learned words.
BAD_LINE_E:
MATCH@M:(On starting a new learning session, the user is shown new words for this session.===>Po startovanju nove sesije ucenja, korisniku se prikazuju nove reci za tu sesiju.)
MATCH@E:(On starting a new learning session, the user is shown new words for this session.===>)
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BAD_LINE_M:On starting a new learning session, the user is shown new words for this session.
BAD_LINE_M:Po startovanju nove sesije ucenja, korisniku se prikazuju nove reci za tu sesiju.
BAD_LINE_E:On starting a new learning session, the user is shown new words for this session.
BAD_LINE_E:
MATCH@M:(The presentation of new words consists of the word written in the Latin script, in the kana and kanji scripts and its translations (there may be more that one translation).===>Prikaz novih reci se sastoji iz reci ispisane latinicom, kana i kandi pismima i njenih prevoda (može ih biti vise).)
MATCH@E:(The presentation of new words consists of the word written in the Latin script, in the kana and kanji scripts and its translations (there may be more that one translation).===>Prikaz novih reči se sastoji iz reči ispisane latinicom, kana i kanđi pismima i njenih prevoda (može ih biti više).)
MATCH@M:(If the Internet use is allowed in the application adjustment and on condition there is the Internet connection available, the application downloads the respective clip in which the given word is pronounced.===>Ukoliko je korišcenje interneta dozvoljeno u podešavanjima aplikacije i ukoliko konekcija sa internetom postoji, aplikacija preuzima odgovarajuci klip u kojem se izgovara zadata rec.)
MATCH@E:(If the Internet use is allowed in the application adjustment and on condition there is the Internet connection available, the application downloads the respective clip in which the given word is pronounced.===>Ukoliko je korišćenje interneta dozvoljeno u podešavanjima aplikacije i ukoliko konekcija sa internetom postoji, aplikacija preuzima odgovarajući klip u kojem se izgovara zadata reč.)
MATCH@M:(If the audio clip for a word has been downloaded recently, it will remain saved in the private space of the application and used without being downloaded again.===>Ako je audio klip za neku rec vec preuzet skoro, ostace sacuvan u privatnom prostoru aplikacije i upotrebljen bez ponovnog skidanja.)
MATCH@E:(If the audio clip for a word has been downloaded recently, it will remain saved in the private space of the application and used without being downloaded again.===>Ako je audio klip za neku reč već preuzet skoro, ostaće sačuvan u privatnom prostoru aplikacije i upotrebljen bez ponovnog skidanja.)
MATCH@M:(The entire process is performed in the background and does not prevent the user from browsing through the words.===>Kompletan proces se obavlja u pozadini i ne ometa korisnika pri listanju reci.)
MATCH@E:(The entire process is performed in the background and does not prevent the user from browsing through the words.===>Kompletan proces se obavlja u pozadini i ne ometa korisnika pri listanju reči.)
MATCH@M:(With a click on the ’Done” kay the user passes to a new activity in the learning process.===>Pritiskom na dugme “Done”, korisnik prelazi u novu aktivnost u procesu ucenja.)
MATCH@E:(With a click on the Done kay the user passes to a new activity in the learning process.===>Pritiskom na dugme Done, korisnik prelazi u novu aktivnost u procesu učenja.)
MATCH@M:(A new quizz is presented that contains all the newly-learned words and a number of not-so-well learned words where the user failed to achieve favourable results.===>Prikazuje se novi kviz koji sadrži sve novonaucene reci i odreden broj ranije naucenih reci na kojima nije ostvario zadovoljavajuce rezultate.)
MATCH@E:(A new quizz is presented (Figure 5) that contains all the newly-learned words and a number of not-so-well learned words where the user failed to achieve favourable results.===>Prikazuje se novi kviz (Slika 5) koji sadrži sve novonaučene reči i određen broj ranije naučenih reči na kojima nije ostvario zadovoljavajuće rezultate.)
MATCH@M:(The quizz consists of words-questions and a number of words-an-swers.===>Kviz se sastoji iz reci-pita-nja i odredenog broja reci-odgovora.)
MATCH@E:(The quizz consists of words-questions and a number of words-answers.===>Kviz se sastoji iz reči-pitanja i određenog broja reči-odgovora.)
MATCH@M:(Records are kept for every word separately as to how many times it was presented to the user and which is the percentage of correctness, which the user can see in the course of the quizz.===>Za svaku rec se vodi posebna evidencija koliko puta je prikazana korisniku i koliki je procenat tacnosti, što je i prikazano tokom izvodenja kviza.)
MATCH@E:(Records are kept for every word separately as to how many times it was presented to the user and which is the percentage of correctness, which the user can see in the course of the quizz.===>Za svaku reč se vodi posebna evidencija koliko puta je prikazana korisniku i koliki je procenat tačnosti, što je i prikazano tokom izvođenja kviza.)
MATCH@M:(The difficulty level the user has chosen at the beginning will have an impact upon the number of offered answers as well as upon the variance of the question/task which can be written either in Japanese (in various scripts) or in a respective language.===>Težina koju je korisnik izabrao na pocetku ce uticati na broj ponudenih odgovora kao i na varijantu pitanja, koja mogu biti na japanskom (ispisana razlictim pisimima) ili na odgovarajucem jeziku.)
MATCH@E:(The difficulty level the user has chosen at the beginning will have an impact upon the number of offered answers as well as upon the variance of the question/task which can be written either in Japanese (in various scripts) or in a respective language.===>Težina koju je korisnik izabrao na početku će uticati na broj ponuđenih odgovora kao i na varijantu pitanja, koja mogu biti na japanskom (ispisana različtim pisimima) ili na odgovarajućem jeziku.)
MATCH@M:(On condition the user’s answer during the learning session is not correct, the application presents a dialogue with a correct answer.===>Ukoliko korisnik da pogrešan odgovor tokom sesije ucenja, aplikacija prikazuje dijalog sa tac-nim odgovorom.)
MATCH@E:(On condition the users answer during the learning session is not correct, the application presents a dialogue with a correct answer.===>Ukoliko korisnik da pogrešan odgovor tokom sesije učenja, aplikacija prikazuje dijalog sa tačnim odgovorom.)
MATCH@M:(At the end of the quizz, the total statistics is presented for the quizz, including the number of correct/incorrect answers and the average result achieved at all the prior attempts at the quizz.===>Na kraju kviza se prikazuje i ukupna statistika za izvedeni kviz, koja obuhvata broj tac-nih/netacnih odgovora i prosek rezultat ostvarenih na svim dotadašnjim pokušajima kviza.)
MATCH@E:(At the end of the quizz, the total statistics is presented for the quizz, including the number of correct/incorrect answers and the average result achieved at all the prior attempts at the quizz.===>Na kraju kviza se prikazuje i ukupna statistika za izvedeni kviz, koja obuhvata broj tačnih/netačnih odgovora i prosek rezultat ostvarenih na svim dotadašnjim pokušajima kviza.)
MATCH@M:(The test in the knowledge of Japanese words is conducted via the same quizz, only with detailed adjustments of the quizz itself and the words that are grouped into certain categories (colours, numerals, animals...).===>Omogucena je provera znanja reci japanskog pomocu istog kviza kao kod sesija ucenja, samo sa detaljnim podešavanjima samog kviza i sa recima koje su grupi-sane u odredene kategorije (boje, brojevi, životinje...).)
MATCH@E:(The test in the knowledge of Japanese words is conducted via the same quizz, only with detailed adjustments of the quizz itself and the words that are grouped into certain categories (colours, numerals, animals…).===>Omogućena je provera znanja reči japanskog pomoću istog kviza kao kod sesija učenja, samo sa detaljnim podešavanjima samog kviza i sa rečima koje su grupisane u određene kategorije (boje, brojevi, životinje...).)
MATCH@M:(The user can start a “quick session” by clicking on the “play” key with previous adjustments, or to make changes by clicking on the “more detail” key.===>Korisnik može da zapocne "brzu sesiju" pritiskom na dugme "play" sa prethodnim podešavanjima, ili da ih izmeni pritiskom na dugme "detaljnije".)
MATCH@E:(The user can start a quick session by clicking on the play key with previous adjustments, or to make changes by clicking on the more detail key.===>Korisnik može da započne brzu sesiju pritiskom na dugme play sa prethodnim podešavanjima, ili da ih izmeni pritiskom na dugme detaljnije.)
MATCH@M:(A more detailed adjustment allows for the user to decide upon the number of choices for each question (4/6/8), the choice of the question variance and the choice of the number of words/questions he is to be asked.===>Detaljnije podešvanje omogucava izbor broja izbora za svako pitanje (4/6/8), izbor varijante pitanja i izbor broja reci/pitanja koja ce biti postavljena korisniku.)
MATCH@E:(A more detailed adjustment allows for the user to decide upon the number of choices for each question (4/6/8), the choice of the question variance and the choice of the number of words/questions he is to be asked.===>Detaljnije podešvanje omogućava izbor broja izbora za svako pitanje (4/6/8), izbor varijante pitanja i izbor broja reči/pitanja koja će biti postavljena korisniku.)
MATCH@M:(Also presented are the user statistics achieved on the list he /she has chosen.===>Ovde su takode prikazane i statistike korisnika ostvarene na listi koju je izabrao.)
MATCH@E:(Also presented are the user statistics achieved on the list he /she has chosen.===>Ovde su takođe prikazane i statistike korisnika ostvarene na listi koju je izabrao.)
MATCH@M:(Due attention in the application is paid to the Japanese scripts, hiragana, katakana and kanji.===>Znacajna pažnja u aplikaciji je posvecena japanskim pismima, hiragani, katakani i kandiju.)
MATCH@E:(Due attention in the application is paid to the Japanese scripts, hiragana, katakana and kanji.===>)
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BAD_LINE_M:Due attention in the application is paid to the Japanese scripts, hiragana, katakana and kanji.
BAD_LINE_M:Znacajna pažnja u aplikaciji je posvecena japanskim pismima, hiragani, katakani i kandiju.
BAD_LINE_E:Due attention in the application is paid to the Japanese scripts, hiragana, katakana and kanji.
BAD_LINE_E:
MATCH@M:(Hiragana and Katakana are absolutely equivalent to each other and are often taken under the common name “kana”, and they are categorised as such in the application.===>Hiragana i Katakana su potpuno ekvivalentna jedno drugom pa se cesto uzimaju pod zajednickim imenom „kana”, i tako su kategorisana i u aplikaciji.)
MATCH@E:(Hiragana and Katakana are absolutely equivalent to each other and are often taken under the common name kana, and they are categorised as such in the application.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Hiragana and Katakana are absolutely equivalent to each other and are often taken under the common name “kana”, and they are categorised as such in the application.
BAD_LINE_M:Hiragana i Katakana su potpuno ekvivalentna jedno drugom pa se cesto uzimaju pod zajednickim imenom „kana”, i tako su kategorisana i u aplikaciji.
BAD_LINE_E:Hiragana and Katakana are absolutely equivalent to each other and are often taken under the common name kana, and they are categorised as such in the application.
BAD_LINE_E:
MATCH@M:(Figure 7 presents the “Learn Kana” unit where there is a posibility to browse through all the Kana idiograms (46 basic for hiragana and katakana, around 200 with combinations, and the so-called “ticks”).===>Na slici 7 je prikazan odeljak, „Learn Kana”, gde postoji mogucnost listanja svih kana znakova (po 46 osnovnih za hiraganu i katakanu, oko 200 sa kombinacijama i tzv „kvacicama”).)
MATCH@E:(Figure 7 presents the Learn Kana unit where there is a posibility to browse through all the Kana idiograms (46 basic for hiragana and katakana, around 200 with combinations, and the so-called ticks).===>Slika 4. ~~~ Prikaz Learn kartice Prvi odeljak, Learn (učenje) omogućava pokretanje sesije učenja novih reči.)
BAD_LINE_=============================================================
BAD_LINE_M:Figure 7 presents the “Learn Kana” unit where there is a posibility to browse through all the Kana idiograms (46 basic for hiragana and katakana, around 200 with combinations, and the so-called “ticks”).
BAD_LINE_M:Na slici 7 je prikazan odeljak, „Learn Kana”, gde postoji mogucnost listanja svih kana znakova (po 46 osnovnih za hiraganu i katakanu, oko 200 sa kombinacijama i tzv „kvacicama”).
BAD_LINE_E:Figure 7 presents the Learn Kana unit where there is a posibility to browse through all the Kana idiograms (46 basic for hiragana and katakana, around 200 with combinations, and the so-called ticks).
BAD_LINE_E:Slika 4. ~~~ Prikaz Learn kartice Prvi odeljak, Learn (učenje) omogućava pokretanje sesije učenja novih reči.
MATCH@M:(The idio-grams spread over several pages that can be changed and they are arranged in a tabular order.===>Znaci su rasporedeni preko nekoliko stranica koje se mogu menjati i uredeni su u tabelarnom obliku.)
MATCH@E:(The idiograms spread over several pages that can be changed and they are arranged in a tabular order.===>Korisniku se prikazuje koliko novih reči treba da nauči u okviru aktivne sesije.)
BAD_LINE_=============================================================
BAD_LINE_M:The idio-grams spread over several pages that can be changed and they are arranged in a tabular order.
BAD_LINE_M:Znaci su rasporedeni preko nekoliko stranica koje se mogu menjati i uredeni su u tabelarnom obliku.
BAD_LINE_E:The idiograms spread over several pages that can be changed and they are arranged in a tabular order.
BAD_LINE_E:Korisniku se prikazuje koliko novih reči treba da nauči u okviru aktivne sesije.
MATCH@M:(For the purpose of better visibility, the idiograms learned are highlighted.===>U cilju boljeg pregleda, nauceni znaci su osvetljeni.)
MATCH@E:(For the purpose of better visibility, the idiograms learned are highlighted.===>)
BAD_LINE_=============================================================
BAD_LINE_M:For the purpose of better visibility, the idiograms learned are highlighted.
BAD_LINE_M:U cilju boljeg pregleda, nauceni znaci su osvetljeni.
BAD_LINE_E:For the purpose of better visibility, the idiograms learned are highlighted.
BAD_LINE_E:
MATCH@M:(At a click at any of the idiograms a screen appears with its detailed presentation which includes: idiogram, pronunciation, the order in which lines are drawn, example from the word base.===>Klikom na bilo koji od znakova dobija se ekran sa njegovim detaljnim prikazom koji ukljucuje: znak, njegovo citanje, redosled povlacenja linija, primer iz baze reci.)
MATCH@E:(At a click at any of the idiograms a screen appears with its detailed presentation which includes: idiogram, pronunciation, the order in which lines are drawn, example from the word base.===>)
BAD_LINE_=============================================================
BAD_LINE_M:At a click at any of the idiograms a screen appears with its detailed presentation which includes: idiogram, pronunciation, the order in which lines are drawn, example from the word base.
BAD_LINE_M:Klikom na bilo koji od znakova dobija se ekran sa njegovim detaljnim prikazom koji ukljucuje: znak, njegovo citanje, redosled povlacenja linija, primer iz baze reci.
BAD_LINE_E:At a click at any of the idiograms a screen appears with its detailed presentation which includes: idiogram, pronunciation, the order in which lines are drawn, example from the word base.
BAD_LINE_E:
MATCH@M:(A detailed presentation of kanji is somewhat different from that for the kana idiograms, due to their nature.===>Detaljni prikaz kan-di se pomalo razlikuje od prikaza kana znakova zbog njihove prirode.)
MATCH@E:(A detailed presentation of kanji is somewhat different from that for the kana idiograms, due to their nature.===>Detaljni prikaz kanđi se pomalo razlikuje od prikaza kana znakova zbog njihove prirode.)
MATCH@M:(Presented are the following: the idiogram, the order in which the line is drawn, the meaning of te on (originally Chinese) and kun (domestic Japanese) pronunciations written in both Latin and hiragana script.===>Prikazani su: znak, redosled povlacenja linija, znacenje te on (izvorna kineska) i kun (domaca japanska) citanja ispisana i latinicom i hiraganom.)
MATCH@E:(Presented are the following: the idiogram, the order in which the line is drawn, the meaning of te on (originally Chinese) and kun (domestic Japanese) pronunciations written in both Latin and hiragana script.===>Prikazani su: znak, redosled povlačenja linija, značenje te on (izvorna kineska) i kun (domaća japanska) čitanja ispisana i latinicom i hiraganom.)
MATCH@M:(The following two options are used to test the achievement in learning kana and kanji idiogams and allow for the quizz to start in which the tasks /questions will be idiograms instead of Japanese words.===>Sledece dve opcije služe za utvrdivanje naucenih kana i kandi znakova i omogucavaju pokretanje kviza u kojem ce pitanja umesto reci japanskog biti znaci.)
MATCH@E:(The following two options are used to test the achievement in learning kana and kanji idiogams and allow for the quizz to start in which the tasks /questions will be idiograms instead of Japanese words.===>Sledeće dve opcije služe za utvrđivanje naučenih kana i kanđi znakova i omogućavaju pokretanje kviza u kojem će pitanja umesto reči japanskog biti znaci.)
MATCH@M:(Depending on wherther these are kana or kanji idiograms, the user is free to choose different adjustments related to the set of idiograms from which he/she will retrieve questions and the question varience he/she will get.===>Zavisno od toga da li se radi o kana znacima ili kandi znacima, korisnik može da izabere razlicita podešvanja u vezi sa setom znakova iz kojeg ce se uzimati pitanja i varijantom pitanja koju ce dobiti.)
MATCH@E:(Depending on wherther these are kana or kanji idiograms, the user is free to choose different adjustments related to the set of idiograms from which he/she will retrieve questions and the question varience he/she will get.===>Zavisno od toga da li se radi o kana znacima ili kanđi znacima, korisnik može da izabere različita podešvanja u vezi sa setom znakova iz kojeg će se uzimati pitanja i varijantom pitanja koju će dobiti.)
MATCH@M:(Due to the specific nature of the Japanese scripts and a large number of idiograms presenting them (around 200 kana idiograms and 2000+ kanji idiograms), one needs a lot of practice in writing them to be able to learn them.===>Zbog specificnosti japanskih pisama i brojnosti njihovih znakova (oko 200 kana znakova i 2000+ kandija), za njihovo ucenje je potrebna uvežbanost prilikom pisanja.)
MATCH@E:(Due to the specific nature of the Japanese scripts and a large number of idiograms presenting them (around 200 kana idiograms and 2000+ kanji idiograms), one needs a lot of practice in writing them to be able to learn them.===>Zbog specifičnosti japanskih pisama i brojnosti njihovih znakova (oko 200 kana znakova i 2000+ kanđija), za njihovo učenje je potrebna uvežbanost prilikom pisanja.)
MATCH@M:(Here the application makes use of the “touch-screen” option of the Android phones and has a section for noting the ideograms on the screen (Figure 8).===>U vezi sa tim, aplikacija koristi „touch-screen” mogucnost Android telefona i poseduje odeljak za pisanje znakova po ekranu (Slika 8.).)
MATCH@E:(Here the application makes use of the touch-screen option of the Android phones and has a section for noting the ideograms on the screen (Figure 8).===>U vezi sa tim, aplikacija koristi touch-screen mogućnost Android telefona i poseduje odeljak za pisanje znakova po ekranu (Slika 8.).)
MATCH@M:(In this application, the “touch-screen” functionality is entirely adjusted to the process of learning the Japanese idiograms in that a gradual fading of the drawn lines is made possible, at a speed the user can control by a slider.===>U ovoj aplikaciji „touch- screen” funkcionalnost je potpuno prilagodena procesu ucenja japanskih znakova tako što je omoguceno postepeno nestajanje povucenih linija brzinom koju korisnik odredi pomocu slajdera.)
MATCH@E:(In this application, the touch-screen functionality is entirely adjusted to the process of learning the Japanese idiograms in that a gradual fading of the drawn lines is made possible, at a speed the user can control by a slider.===>U ovoj aplikaciji touch- screen funkcionalnost je potpuno prilagođena procesu učenja japanskih znakova tako što je omogućeno postepeno nestajanje povučenih linija brzinom koju korisnik odredi pomoću slajdera.)
MATCH@M:(Thus the user is in a position to draw the idiograms (or one idiogram) much faster, successively, not stopping to wipe the screen clean.===>Na ovaj nacin korisnik može mnogo brže da ispisuje znakove (ili jedan isti znak) za redom, bez zastajanja da obriše ekran.)
MATCH@E:(Thus the user is in a position to draw the idiograms (or one idiogram) much faster, successively, not stopping to wipe the screen clean.===>Na ovaj način korisnik može mnogo brže da ispisuje znakove (ili jedan isti znak) za redom, bez zastajanja da obriše ekran.)
MATCH@M:(As the user is only beginning to learn how to note an id-iogram, he/she may introduce semi-transparent gude-lines that will present a desired Japanese idiogram.===>Pošto korisnik tek uci da piše neki znak, omoguceno mu je da ukljuci polutransparentne linije vodilje iznad prostora za crtanje koje ce prikazivati neki od japanskih znakova.)
MATCH@E:(As the user is only beginning to learn how to note an idiogram, he/she may introduce semi-transparent gudelines that will present a desired Japanese idiogram.===>Pošto korisnik tek uči da piše neki znak, omogućeno mu je da uključi polutransparentne linije vodilje iznad prostora za crtanje koje će prikazivati neki od japanskih znakova.)
MATCH@M:(These idiograms can then be browsed through by controls that appear when the guidelines are started.===>Ovi znakovi se onda mogu listati kontrolama koje se pojavljuju po ukljucenju vodilja.)
MATCH@E:(These idiograms can then be browsed through by controls that appear when the guidelines are started.===>Ovi znakovi se onda mogu listati kontrolama koje se pojavljuju po uključenju vodilja.)
MATCH@M:(Besides, a detailed instruction is provided for each id-iogram as to the manner in which it is gradually drawn, as well as an example of this idiogram used in words.===>Pored toga, za svaki znak postoji detaljno uputstvo za postupno crtanje, kao i primer korišcenja slova u recima.)
MATCH@E:(Besides, a detailed instruction is provided for each idiogram as to the manner in which it is gradually drawn, as well as an example of this idiogram used in words.===>Pored toga, za svaki znak postoji detaljno uputstvo za postupno crtanje, kao i primer korišćenja slova u rečima. ~~~ Slika 8.)
MATCH@M:(The part in which statistics are shown allows the user to see the results achieved in learning new words, on word lists and on the Japanese idio-grams quizzes.===>Deo za prikaz statistika omogucava korisniku prikaz ostvarenih rezultata prilikom ucenja novih reci, na listama reci i na kvizovima japanskih znakova.)
MATCH@E:(Presentation of the idiogram notation learning window The part in which statistics are shown (Figure 9) allows the user to see the results achieved in learning new words, on word lists and on the Japanese idiograms quizzes.===>)
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BAD_LINE_M:The part in which statistics are shown allows the user to see the results achieved in learning new words, on word lists and on the Japanese idio-grams quizzes.
BAD_LINE_M:Deo za prikaz statistika omogucava korisniku prikaz ostvarenih rezultata prilikom ucenja novih reci, na listama reci i na kvizovima japanskih znakova.
BAD_LINE_E:Presentation of the idiogram notation learning window The part in which statistics are shown (Figure 9) allows the user to see the results achieved in learning new words, on word lists and on the Japanese idiograms quizzes.
BAD_LINE_E:
MATCH@M:(In order that students be more motivated to learn, registered users are offered an option to see the results of other users.===>U cilju bolje motivacije studenata za ucenje, registro-vanim korisnicima je dostupna mogucnost pregleda rezultata drugih korisnika.)
MATCH@E:(In order that students be more motivated to learn, registered users are offered an option to see the results of other users.===>)
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BAD_LINE_M:In order that students be more motivated to learn, registered users are offered an option to see the results of other users.
BAD_LINE_M:U cilju bolje motivacije studenata za ucenje, registro-vanim korisnicima je dostupna mogucnost pregleda rezultata drugih korisnika.
BAD_LINE_E:In order that students be more motivated to learn, registered users are offered an option to see the results of other users.
BAD_LINE_E:
MATCH@M:(The use of the Internet and the presentation of the “help pop-ups” may not be allowed in adjustments, while the “help” part offers a review of all the information that may be useful in implementing the application.===>U podešavanjima se može zabraniti korišcenje interneta i prikazivanje ”help pop-upova”, dok ”help” deo nudi pregled svih informacija korisnih u korišcenju aplikacije.)
MATCH@E:(The use of the Internet and the presentation of the help pop-ups may not be allowed in adjustments, while the help part offers a review of all the information that may be useful in implementing the application.===>U podešavanjima se može zabraniti korišćenje interneta i prikazivanje help pop-upova, dok help deo nudi pregled svih informacija korisnih u korišćenju aplikacije.)
MATCH@M:(The implementation of mobile technologies in language learning has become a highly interesting field of research in the last several years.===>Primena mobilnih tehnologija u ucenju jezika je posebno interesantna oblast istraživanja u poslednjih nekoliko godina.)
MATCH@E:(Conclusion The implementation of mobile technologies in language learning has become a highly interesting field of research in the last several years Š1ËŠ2Ë.===>Zaključak Primena mobilnih tehnologija u učenju jezika je posebno interesantna oblast istraživanja u poslednjih nekoliko godina Š1ËŠ2Ë.)
MATCH@M:(A majority of available solutions offer an opportunity to the users to learn general information on the language and master a limited fund of words.===>Vecina dostupnih rešenja pruža mogucnost korisnicima da saznaju opšte informacije o jeziku i poseduje ogranicen fond reci.)
MATCH@E:(A majority of available solutions offer an opportunity to the users to learn general information on the language and master a limited fund of words.===>Većina dostupnih rešenja pruža mogućnost korisnicima da saznaju opšte informacije o jeziku i poseduje ograničen fond reči.)
MATCH@M:(The FONJAPGO application presented in this paper makes a full use of all the advantages of the Android platform, as well as hardware capacities of smart phones.===>FONJAPGO aplikacija prikazana u ovom radu u potpunosti koristi sve prednosti Android platforme, kao i hardverske mogucnosti pametnih telefona.)
MATCH@E:(The FONJAPGO application presented in this paper makes a full use of all the advantages of the Android platform, as well as hardware capacities of smart phones.===>FONJAPGO aplikacija prikazana u ovom radu u potpunosti koristi sve prednosti Android platforme, kao i hardverske mogućnosti pametnih telefona.)
MATCH@M:(The application architecture is described, as well as the key components of communication between the sections of the applications.===>Opisana je arhitektura aplikacije, kljucne komponente i komunikacija izmedu delo-va aplikacije.)
MATCH@E:(The application architecture is described, as well as the key components of communication between the sections of the applications.===>Opisana je arhitektura aplikacije, ključne komponente i komunikacija između delova aplikacije.)
MATCH@M:(The FONJAPGO application for the Japanese language learning has a large word base that is presented to the user following the application logic, incorporates all the Japanese kani scripts and a quizz to review the words learned.===>FONJAPGO aplikacija za ucenje japanskog poseduje veliku bazu reci koja se korisniku pre-zentuje prema logici aplikacije, obuhvata sva japanska kani pisama i kviz za ponavljanje naucenih pojmova.)
MATCH@E:(The FONJAPGO application for the Japanese language learning has a large word base that is presented to the user following the application logic, incorporates all the Japanese kani scripts and a quizz to review the words learned.===>FONJAPGO aplikacija za učenje japanskog poseduje veliku bazu reči koja se korisniku prezentuje prema logici aplikacije, obuhvata sva japanska kani pisama i kviz za ponavljanje naučenih pojmova.)
MATCH@M:(The “touch-screen” technology is applied in practicing idiogram notation, enriched by additional functionalities such as a gradual fading of the previously drawn lines to facilitate the repetition of the activity as well as drawing of the guide lines.===>„Touch-screen“ tehnologija je primenjena za vežbanje ispisivanja znakova, obogacena dodatnim funkcionalnostima kao što je postepeno nestajanje ranije povucenih linija radi olakšavanja ponavljanja i iscrtavanje linija vodilja.)
MATCH@E:(The touch-screen technology is applied in practicing idiogram notation, enriched by additional functionalities such as a gradual fading of the previously drawn lines to facilitate the repetition of the activity as well as drawing of the guide lines.===>Touch-screen tehnologija je primenjena za vežbanje ispisivanja znakova, obogaćena dodatnim funkcionalnostima kao što je postepeno nestajanje ranije povučenih linija radi olakšavanja ponavljanja i iscrtavanje linija vodilja.)
MATCH@M:(Since all language data files are downloaded from the Internet and since it uses the Android internationalization system, FONJAPGO can function at any language with no need for separate versions (e.g., Serbian-Japanese, English-Japanese).===>Zahvaljujuci tome što se jezicke datoteke skidaju sa interneta, i što koristi Androidov sistem za internacionalizaciju, FONJAPGO može da funkcioni-še na bilo kom jeziku bez potrebe za postojanjem odvojenih verzija (npr. srpsko-japanski, englesko-japanski).)
MATCH@E:(Since all language data files are downloaded from the Internet and since it uses the Android internationalization system, FONJAPGO can function at any language with no need for separate versions (e.g., Serbian-Japanese, English-Japanese).===>Zahvaljujući tome što se jezičke datoteke skidaju sa interneta, i što koristi Androidov sistem za internacionalizaciju, FONJAPGO može da funkcioniše na bilo kom jeziku bez potrebe za postojanjem odvojenih verzija (npr. srpsko-japanski, englesko-japanski).)
MATCH@M:(The future research are oriented towards improving the functionality of the application, integration of the FONJAPGO application into the existing electronic course system.===>Buduci pravci istraživanja su usmereni ka poboljšanju funkicionalnosti aplikacije, integraciji FONJAPGO aplikacije u postojeci sistem za elektronske kurseve.)
MATCH@E:(The future research are oriented towards improving the functionality of the application, integration of the FONJAPGO application into the existing electronic course system.===>Budući pravci istraživanja su usmereni ka poboljšanju funkicionalnosti aplikacije, integraciji FONJAPGO aplikacije u postojeći sistem za elektronske kurseve.)
MATCH@M:(The integration is meant to include the implementation of the FONJAPGO application in the realization of the courses and in testing the students’ achievement.===>Integracija bi trebalo da obuhvati primenu FONJAP-GO aplikacije u realizaciji kurseva i testiranju znanja studenata.)
MATCH@E:(The integration is meant to include the implementation of the FONJAPGO application in the realization of the courses and in testing the students achievement.===>Integracija bi trebalo da obuhvati primenu FONJAPGO aplikacije u realizaciji kurseva i testiranju znanja studenata.)
MATCH@M:(Further research will also involve the evaluation of the application and data gathering on the students’ interaction with the application.===>Dalja istraživanja podrazumevaju evalua-ciju aplikacije i prikupljanje podataka o interakciji studenata sa aplikacijom.)
MATCH@E:(Further research will also involve the evaluation of the application and data gathering on the students interaction with the application.===>Dalja istraživanja podrazumevaju evaluaciju aplikacije i prikupljanje podataka o interakciji studenata sa aplikacijom.)
MATCH@M:(The old approaches of waste management as eg. burying or dumping the waste, however, are no longer acceptable: environmentally, economically, or socially.===>Stari nacini menadžmenta otpadom kao npr. zakopavanje ili odstranjivanje na deponije, više nisu prihvatljiv ni ekološki ni ekonomski ni društveno.)
MATCH@E:(The old approaches of waste management as eg. burying or dumping the waste, however, are no longer acceptable: environmentally, economically, or socially.===>Stari načini menadžmenta otpadom kao npr. zakopavanje ili odstranjivanje na deponije, više nisu prihvatljiv ni ekološki ni ekonomski ni društveno.)
MATCH@M:(Moreover, the predicted levels of increase in population, production, and consumption in this century will raise the quantity and complexity of waste materials.===>Takode, predvideni nivo porasta populacije, proizvodnje i potrošnje u ovom veku dovešce do porasta kolicine i kompleksnosti otpadnih materijala.)
MATCH@E:(Moreover, the predicted levels of increase in population, production, and consumption in this century will raise the quantity and complexity of waste materials.===>Takođe, predviđeni nivo porasta populacije, proizvodnje i potrošnje u ovom veku dovešće do porasta količine i kompleksnosti otpadnih materijala.)
MATCH@M:(If global problems such as climate change and waste remain unresolved, societies will be forced to continue attempting to incrementally reduce waste and lessen environmental impacts.===>Ukoliko globalni problemi, kao što su klimatske promene i otpad ostanu nerešeni, društva ce morati da nastave svoj razvoj u pokušaju postepenog smanjenja otpada i manjeg uticaja na životnu sredinu.)
MATCH@E:(If global problems such as climate change and waste remain unresolved, societies will be forced to continue attempting to incrementally reduce waste and lessen environmental impacts.===>Ukoliko globalni problemi, kao što su klimatske promene i otpad ostanu nerešeni, društva će morati da nastave svoj razvoj u pokušaju postepenog smanjenja otpada i manjeg uticaja na životnu sredinu.)
MATCH@M:(Logically, there is a need for sustainable waste management, sustainable communal waste management in particular, whose goal is to eliminate waste wherever possible by encouraging a systems approach that avoids the creation of waste in the first place.===>Logicno, javlja se potreba za održivim menad'mentom otpadom, posebno održivim menad'mentom komunalnim otpadom, putem koga bi trebalo da se eliminiše otpad podsticanjem sistemskog pristupa, koji na prvom mestu izbegava stvaranje otpada.)
MATCH@E:(Logically, there is a need for sustainable waste management, sustainable communal waste management in particular, whose goal is to eliminate waste wherever possible by encouraging a systems approach that avoids the creation of waste in the first place.===>Logično, javlja se potreba za održivim menadžmentom otpadom, posebno održivim menadžmentom komunalnim otpadom, putem koga bi trebalo da se eliminiše otpad podsticanjem sistemskog pristupa, koji na prvom mestu izbegava stvaranje otpada.)
MATCH@M:(Furthemore, it should be noted that waste represents potential raw materials and is being increasingly rerouted from admittedly orderly, environmentally-friendly dumps to waste recycling industry using technology which produces useful raw materials, compost or fuel.===>Takode, treba znati da otpad predstavlja potencijalnu sirovinu i da je sve više preusmeren sa uredenih ekološki podobnih deponija na industriju recikla'e otpada koristeci tehnologiju koja proizvodi korisne sirovine, kompost ili gorivo.)
MATCH@E:(Furthemore, it should be noted that waste represents potential raw materials and is being increasingly rerouted from admittedly orderly, environmentally-friendly dumps to waste recycling industry using technology which produces useful raw materials, compost or fuel.===>Takođe, treba znati da otpad predstavlja potencijalnu sirovinu i da je sve više preusmeren sa uređenih ekološki podobnih deponija na industriju reciklaže otpada koristeći tehnologiju koja proizvodi korisne sirovine, kompost ili gorivo.)
MATCH@M:(In order to achieve their objectives of sustainable communal waste management, the European Union countries that have so far done most in this field, have applied innovative waste collection systems based upon identification technologies which encourage users to separate waste at the source of its creation.===>U cilju dostizanja odr'ivog upravljanja komunalnim otpadom, zemlje Evropske unije koje su najviše uradile na ovom polju, primenile su inovativne sisteme prikupljanja otpada zasnovane na identifika-cionim tehnologijama, koje ohrabruju korisnike da odvajaju otpad na izvoru njegovog nastanka.)
MATCH@E:(In order to achieve their objectives of sustainable communal waste management, the European Union countries that have so far done most in this field, have applied innovative waste collection systems based upon identification technologies which encourage users to separate waste at the source of its creation.===>U cilju dostizanja održivog upravljanja komunalnim otpadom, zemlje Evropske unije koje su najviše uradile na ovom polju, primenile su inovativne sisteme prikupljanja otpada zasnovane na identifikacionim tehnologijama, koje ohrabruju korisnike da odvajaju otpad na izvoru njegovog nastanka.)
MATCH@M:(This paper presents a real examle of Communal Waste Management in Slovenia.===>Zato je u ovom radu dat realan prikaz menadžmenta komunalnim otpadom u Sloveniji.)
MATCH@E:(This paper presents a real examle of Communal Waste Management in Slovenia.===>Zato je u ovom radu dat realan prikaz menadžmenta komunalnim otpadom u Sloveniji .)
MATCH@M:(Human activity is linked with the production and consumption of goods, and is based on using natural resources, on one hand, and on polluting the environment, on the other.===>Sve ljudske aktivnosti povezane su sa proizvodnjom i potrošnjom dobara, koje se zasnivaju na korišcenju prirodnih resursa, s jedne strane, i zagadenju životne sredine, s druge strane.)
MATCH@E:(Introduction Human activity is linked with the production and consumption of goods, and is based on using natural resources, on one hand, and on polluting the environment, on the other.===>Uvod Sve ljudske aktivnosti povezane su sa proizvodnjom i potrošnjom dobara, koje se zasnivaju na korišćenju prirodnih resursa, s jedne strane, i zagađenju životne sredine, s druge strane.)
MATCH@M:(The consequences of human consumption become ever more evident, on the local, as well as on the global levels, through the climate change, through forest degradation, through reduced biodiversity, water pollution and especially through creating enormous quantities of waste.===>Posledice ljudske potrošnje postaju sve ociglednije, kako na lokalnom nivou, tako i na globalnom, kroz promene klime, degradaciju šuma, smanjenje biodiverziteta, zagadenje voda i narocito stvaranje ogromne kolicine otpada.)
MATCH@E:(The consequences of human consumption become ever more evident, on the local, as well as on the global levels, through the climate change, through forest degradation, through reduced biodiversity, water pollution and especially through creating enormous quantities of waste.===>Posledice ljudske potrošnje postaju sve očiglednije, kako na lokalnom nivou, tako i na globalnom, kroz promene klime, degradaciju šuma, smanjenje biodiverziteta, zagađenje voda i naročito stvaranje ogromne količine otpada.)
MATCH@M:(Since an increasing quantity of waste is the result of the activities of modern humanity, one of the specific goals of environmental protection is waste management, that is, a sustainable waste management.===>Kako sve veca kolicina otpada nastaje kao rezultat savremenih ljudskih delatnosti jedan od posebnih ciljeva zaštite životne sredine je upravo upravljanje otpadom, odnosno održivi menadžment otpadom.)
MATCH@E:(Since an increasing quantity of waste is the result of the activities of modern humanity, one of the specific goals of environmental protection is waste management, that is, a sustainable waste management.===>Kako sve veća količina otpada nastaje kao rezultat savremenih ljudskih delatnosti jedan od posebnih ciljeva zaštite životne sredine je upravo upravljanje otpadom, odnosno održivi menadžment otpadom.)
MATCH@M:(If the waste problem fails to be resolved successfully, as part of an integral environmental management, it may grow into an enormous and severe burden for both the present and the future generations.===>Ukoliko se ne re-ši uspešno, kao deo integralnog upravljanja zaštitom životne sredine, problem otpada mogao bi da bude veliko opterecenje kako za sadašnje, tako i za buduce generacije.)
MATCH@E:(If the waste problem fails to be resolved successfully, as part of an integral environmental management, it may grow into an enormous and severe burden for both the present and the future generations.===>Ukoliko se ne reši uspešno, kao deo integralnog upravljanja zaštitom životne sredine, problem otpada mogao bi da bude veliko opterećenje kako za sadašnje, tako i za buduće generacije.)
MATCH@M:(The solutions to the problems generated by waste accumulation have, naturally, a lot to do with the manner in which waste is perceived, since in the course of the long history of the human civilization waste has been seen as an unavoidable byproduct of the activities of man.===>Svakako, rešenja problema koje stvara otpad, moraju prvo da se odnose na nacin percepcije otpada, s obzirom da je kroz dugu istoriju ljudske civilizacije posmatran kao nezaobilazan nusprodukt ljudskih aktivnosti.)
MATCH@E:(The solutions to the problems generated by waste accumulation have, naturally, a lot to do with the manner in which waste is perceived, since in the course of the long history of the human civilization waste has been seen as an unavoidable byproduct of the activities of man.===>Svakako, rešenja problema koje stvara otpad, moraju prvo da se odnose na način percepcije otpada, s obzirom da je kroz dugu istoriju ljudske civilizacije posmatran kao nezaobilazan nusprodukt ljudskih aktivnosti.)
MATCH@M:(Waste is directly related to the human development, from both the technological and the social aspects.===>Otpad je direktno vezan za ljudski razvoj sa tehnološkog i sa društvenog aspekta.)
MATCH@E:(Waste is directly related to the human development, from both the technological and the social aspects.===>Otpad je direktno vezan za ljudski razvoj sa tehnološkog i sa društvenog aspekta.)
MATCH@M:(Waste management may be viewed through the control of collecting, processing and disposal of various types of wastes.===>Menadžment otpadom se može sagledati kroz kontrolu prikupljanja, obrade i odlaganja razlicitih vrsta otpada.)
MATCH@E:(Waste management may be viewed through the control of collecting, processing and disposal of various types of wastes.===>Menadžment otpadom se može sagledati kroz kontrolu prikupljanja, obrade i odlaganja različitih vrsta otpada.)
MATCH@M:(An inadequate waste management is one of the most serious problems as regards environmental protection, and practice so far has shown that attention must not be paid to only correcting the bad effects, but must be focused upon adopting and employing the experiences of the developed countries, as rationally and as efficiently as possible.===>Neadekvatan menadžment otpadom predstavlja jedan od najvecih problema sa aspekta zaštite životne sredine, a dosadašnja praksa je pokazala da se ne može obracati pažnja samo na saniranje posledica, vec se mora što racionalnije i efikasnije primeniti iskustvo razvijenih zemalja.)
MATCH@E:(An inadequate waste management is one of the most serious problems as regards environmental protection, and practice so far has shown that attention must not be paid to only correcting the bad effects, but must be focused upon adopting and employing the experiences of the developed countries, as rationally and as efficiently as possible.===>Neadekvatan menadžment otpadom predstavlja jedan od najvećih problema sa aspekta zaštite životne sredine, a dosadašnja praksa je pokazala da se ne može obraćati pažnja samo na saniranje posledica, već se mora što racionalnije i efikasnije primeniti iskustvo razvijenih zemalja.)
MATCH@M:(Waste creation depends on the level of the industrial development, the standard of living, the way of living, the social environment, the consumption; therefore it can be perceived as a result of the total of the economic activity of every country and hence in direct correlation with the national economy.===>Nastajanje otpada zavisi od stepena industrijskog razvoja, životnog standarda, nacina života, socijalnog okruženja, potrošnje, i stoga se nastajanje otpada može posmatrati kao rezultat ukupne ekonomske aktivnosti svake države, i kao takvo u direktnoj je korelaciji sa nacionalnom ekonomijom.)
MATCH@E:(Waste creation depends on the level of the industrial development, the standard of living, the way of living, the social environment, the consumption; therefore it can be perceived as a result of the total of the economic activity of every country and hence in direct correlation with the national economy.===>Nastajanje otpada zavisi od stepena industrijskog razvoja, životnog standarda, načina života, socijalnog okruženja, potrošnje, i stoga se nastajanje otpada može posmatrati kao rezultat ukupne ekonomske aktivnosti svake države, i kao takvo u direktnoj je korelaciji sa nacionalnom ekonomijom.)
MATCH@M:(According to its origin, waste can be communal, commercial and non-hazardous industrial waste.===>Prema poreklu otpad se deli na komunalni, komercijalni i bezopasni industrijski otpad.)
MATCH@E:(According to its origin, waste can be communal, commercial and non-hazardous industrial waste Š8,12].===>Prema poreklu otpad se deli na komunalni, komercijalni i bezopasni industrijski otpad Š8,12Ë.)
MATCH@M:(The waste from urban environments and commercial waste are generally called communal waste.===>Uobicajeno je da se otpad urbanih sredina i komercijalni otpad jednim imenom naziva komunalni otpad.)
MATCH@E:(The waste from urban environments and commercial waste are generally called communal waste.===>Uobičajeno je da se otpad urbanih sredina i komercijalni otpad jednim imenom naziva komunalni otpad.)
MATCH@M:(Communal waste includes household waste as well as any other waste that is, due to its nature, similar to household waste: non-hazardous waste from industrial, commercial institutions, hospitals, administration institutions, trade shops, as well as different types of biodegradable waste.===>Komunalni otpad ukljucuje otpad iz domacinstva, kao i drugi otpad koji je zbog svoje prirode i sastava slican otpadu iz domacinstva: neopasni otpad iz industrijskih, komercijalnih ustanova, bolnica, administrativnih ustanova, zanatskih radnji i razlicite vrste biorazgradivog otpada.)
MATCH@E:(Communal waste includes household waste as well as any other waste that is, due to its nature, similar to household waste: non-hazardous waste from industrial, commercial institutions, hospitals, administration institutions, trade shops, as well as different types of biodegradable waste.===>Komunalni otpad uključuje otpad iz domaćinstva, kao i drugi otpad koji je zbog svoje prirode i sastava sličan otpadu iz domaćinstva: neopasni otpad iz industrijskih, komercijalnih ustanova, bolnica, administrativnih ustanova, zanatskih radnji i različite vrste biorazgradivog otpada.)
MATCH@M:(Communal waste management includes the functions of collecting, transport, recycling, reuse, treatment and disposal of communal waste -===>Upravljanje komunalnim otpadom obuhvata funkcije sakupljanja, transporta, reciklaže, ponovne upotrebe, tretmana i odlaganja komunalnog otpada .)
MATCH@E:(Communal waste management includes the functions of collecting, transport, recycling, reuse, treatment and disposal of communal waste Š9,10Ë.===>Upravljanje komunalnim otpadom obuhvata funkcije sakupljanja, transporta, reciklaže, ponovne upotrebe, tretmana i odlaganja komunalnog otpada Š9,10Ë.)
MATCH@M:(In the developed countries, the daily amount of waste is 1.5 kg of solid (communal) waste per citizen and a several times larger amount of industrial, agricultural and other types of waste.===>U razvijenim zemljama dnevna kolicina otpada je 1.5 kg cvrstih (komunalnih) otpadaka po stanovniku i mnogostruko veca kolicina industrijskih, poljoprivrednih i drugih otpadaka.)
MATCH@E:(In the developed countries, the daily amount of waste is 1.5 kg of solid (communal) waste per citizen and a several times larger amount of industrial, agricultural and other types of waste Š12Ë.===>U razvijenim zemljama dnevna količina otpada je 1.5 kg čvrstih (komunalnih) otpadaka po stanovniku i mnogostruko veća količina industrijskih, poljoprivrednih i drugih otpadaka Š12Ë.)
MATCH@M:(The cause of the increase in waste in urban regions is not only the increase in population, but also the increase of waste from the categories of packaging, the disposable packaging primarily.===>Uzrok povecanja koli-cine cvrstih otpadaka u urbanim sredinama nije samo povecanje broja stanovnika u gradovima, vec i povecanje kolicine otpada iz kategorije ambalaže, prvenstveno one za jednokratnu upotrebu.)
MATCH@E:(The cause of the increase in waste in urban regions is not only the increase in population, but also the increase of waste from the categories of packaging, the disposable packaging primarily. ~~~ 2.===>Uzrok povećanja kolićine čvrstih otpadaka u urbanim sredinama nije samo povećanje broja stanovnika u gradovima, već i povećanje količine otpada iz kategorije ambalaže, prvenstveno one za jednokratnu upotrebu. 2.)
MATCH@M:(2.	Communal waste management and sustainability===>2.	Menadžment komunalnog otpada i održivost)
MATCH@E:(Communal waste management and sustainability 2.1.===>Menadžment komunalnog otpada i održivost 2.1.)
MATCH@M:(An inadequate waste management has a broader social context, apart from the negative impacts upon the environment.===>Neadekvatno upravljanje otpadom, osim negativnih uticaja na životnu sredinu i zdravlje ljudi, ima i širi društveni kontekst.)
MATCH@E:(Communal waste concept An inadequate waste management has a broader social context, apart from the negative impacts upon the environment.===>Koncept komunalnog otpada Neadekvatno upravljanje otpadom, osim negativnih uticaja na životnu sredinu i zdravlje ljudi, ima i širi društveni kontekst.)
MATCH@M:(The communal service of waste disposal delivered to a large number of customers by the authorities may result in dissatisfaction and mistrust of citizens as regards the institutions in charge.===>Komunalna usluga zbrinjavanja otpada, koja se od strane lokalnih vlasti pruža velikom broju korisnika, može da dovede do nezadovoljstva i nepoverenja gradana u nadležne institucije.)
MATCH@E:(The communal service of waste disposal delivered to a large number of customers by the authorities may result in dissatisfaction and mistrust of citizens as regards the institutions in charge.===>Komunalna usluga zbrinjavanja otpada, koja se od strane lokalnih vlasti pruža velikom broju korisnika, može da dovede do nezadovoljstva i nepoverenja građana u nadležne institucije.)
MATCH@M:(Hence the establishment of an integral sustainable communal waste management should start with a participant process planning so that all the stakeholders in waste management participate in making decisions based on their proposals.===>Stoga uspostavljanje integralnog održivog sistema menadž-menta komunalnim otpadom treba poceti participa-tivnim planiranjem procesa, tako da sve zainteresova-ne strane u upravljanju otpadom imaju udela u donošenju odluka, koje proizilaze iz njihovih predloga.)
MATCH@E:(Hence the establishment of an integral sustainable communal waste management should start with a participant process planning so that all the stakeholders in waste management participate in making decisions based on their proposals Š7Ë.===>Stoga uspostavljanje integralnog održivog sistema menadžmenta komunalnim otpadom treba početi participativnim planiranjem procesa, tako da sve zainteresovane strane u upravljanju otpadom imaju udela u donošenju odluka, koje proizilaze iz njihovih predloga Š7Ë.)
MATCH@M:(It is for these reasons that a sustainable waste management requires a long-term committment, consistency in view of the strategic solutions proposed, the discipline of all the stakeholders, the permanent information system, continual education, as well as an efficient law enforcement.===>Ovo su razlozi zbog kojih održivi menadžment otpadom zahteva dugorocnu posvecenost, doslednost predloženim strateškim rešenjima, disciplinu svih za-interesovanih strana, sistem stalnog informisanja, stalne edukacije, kao i efikasno sprovodenje zakonodavstva.)
MATCH@E:(It is for these reasons that a sustainable waste management requires a long-term committment, consistency in view of the strategic solutions proposed, the discipline of all the stakeholders, the permanent information system, continual education, as well as an efficient law enforcement.===>Ovo su razlozi zbog kojih održivi menadžment otpadom zahteva dugoročnu posvećenost, doslednost predloženim strateškim rešenjima, disciplinu svih zainteresovanih strana, sistem stalnog informisanja, stalne edukacije, kao i efikasno sprovođenje zakonodavstva.)
MATCH@M:(The communal waste problem is present in all the cities on this planet, and the costs of its disposal amounts to hundreds billion dollars.===>Problem komunalnog otpada je izražen u svim gradovima naše planete, a cena njegovog rešavanja iznosi više stotina milijardi dolara.)
MATCH@E:(The communal waste problem is present in all the cities on this planet, and the costs of its disposal amounts to hundreds billion dollars Š3Ë.===>Problem komunalnog otpada je izražen u svim gradovima naše planete, a cena njegovog rešavanja iznosi više stotina milijardi dolara Š3Ë.)
MATCH@M:(Communal waste management is a complex task that needs adequate organizational capacities and a collaboration among numerous stakeholders in both private and public sectors, although the main responsibility is that of the local autonomy.===>Menadžment komunalnog otpada predstavlja kompleksan zadatak, koji zahteva odgovarajuce organizacione kapacitete i saradnju izmedu brojnih zaintereso-vanih strana u privatnom i javnom sektoru, iako glavnu odgovornost snosi lokalna uprava.)
MATCH@E:(Communal waste management is a complex task that needs adequate organizational capacities and a collaboration among numerous stakeholders in both private and public sectors, although the main responsibility is that of the local autonomy.===>Menadžment komunalnog otpada predstavlja kompleksan zadatak, koji zahteva odgovarajuće organizacione kapacitete i saradnju između brojnih zainteresovanih strana u privatnom i javnom sektoru, iako glavnu odgovornost snosi lokalna uprava.)
MATCH@M:(In devising the communal waste management plan, it is necessary that the public take part in all the phases of decision-making and in the process of adopting respective documents, in compliance with the Aarhus Convention.===>Prilikom izrade plana menadžmenta komunalnim otpadom potrebno je obezbediti aktivno ucešce javnosti u svim fazama donošenja odluka i u procesu usvajanja dokumenata, saglasno prinicipima Arhuske konvencije.)
MATCH@E:(In devising the communal waste management plan, it is necessary that the public take part in all the phases of decision-making and in the process of adopting respective documents, in compliance with the Aarhus Convention Š2,11Ë.===>Prilikom izrade plana menadžmenta komunalnim otpadom potrebno je obezbediti aktivno učešće javnosti u svim fazama donošenja odluka i u procesu usvajanja dokumenata, saglasno prinicipima Arhuske konvencije Š2, 11Ë.)
MATCH@M:(The Aarhus Convention, adopted on the Fourth Conference of Ministers, ?Environment for Europe?, sponsored by the United Nations European Economic Committee, deals with the access to information, public participation in decision-making and the access to justice as regards environmental matters.===>Ar-huska konvencija odnosi se na dostupnost informacija, ucešce javnosti u donošenju odluka i dostupnost pravosuda u vezi sa pitanjima koja se ticu životne sredine, a usvojena na Cetvrtoj ministarskoj konferenciji „Životna sredina za Evropu“, pod pokroviteljstvom Ekonomske komisije Ujedinjenih nacija za Evropu.)
MATCH@E:(The Aarhus Convention, adopted on the Fourth Conference of Ministers, Environment for Europe, sponsored by the United Nations European Economic Committee, deals with the access to information, public participation in decision-making and the access to justice as regards environmental matters.===>Ar huska konvencija odnosi se na dostupnost informacija, učešće javnosti u donošenju odluka i dostupnost pravosuđa u vezi sa pitanjima koja se tiču životne sredine, a usvojena na Četvrtoj ministarskoj konferenciji @ivotna sredina za Evropu, pod pokroviteljstvom Ekonomske komisije Ujedinjenih nacija za Evropu.)
MATCH@M:(The majority of European countries adopted or ratified the Aarhus Convention and implemented its procedures into their Local environmental agendas.===>Vecina zemalja u Evropi je potpisala ili ratifikovala Arhusku konvenciju, i implementirala njene postulate u Lokalne agende za zaštitu životne sredine.)
MATCH@E:(The majority of European countries adopted or ratified the Aarhus Convention and implemented its procedures into their Local environmental agendas Š2Ë. 2.2.===>Većina zemalja u Evropi je potpisala ili ratifikovala Arhusku konvenciju, i implementirala njene postulate u Lokalne agende za zaštitu životne sredine Š2Ë. 2.)
MATCH@M:(Modern principles of waste management require that the waste management system be entirely structured, from waste collection on the spot of creation, to the transport, to the treatment of waste, to the final disposal.===>Savremeni principi menadžmenta otpadom podrazu-mevaju da sistem upravljanja otpadom od sakupljanja otpada na mestu nastanka, preko transporta, tretmana, pa sve do konacnog odlaganja bude u potpunosti strukturiran.)
MATCH@E:(Communal waste management goals Modern principles of waste management require that the waste management system be entirely structured, from waste collection on the spot of creation, to the transport, to the treatment of waste, to the final disposal.===>Ciljevi menadžmenta komunalnim otpadom Savremeni principi menadžmenta otpadom podrazumevaju da sistem upravljanja otpadom od sakupljanja otpada na mestu nastanka, preko transporta, tretmana, pa sve do konačnog odlaganja bude u potpunosti strukturiran.)
MATCH@M:(Waste is expected to be disposed of at a landfill that meets the basic criteria for a safe and proper waste disposal, in spite of the fact that the existing landfills are not built as per regulations, which is a grave sanitary and ecological problem of every region.===>Otpad bi trebalo da se odlaže na deponiju koja zadovoljava osnovne kriterijume za bezbedno i pravilno deponovanje otpada, iako je cinjenica da su postojece deponije uglavnom nepropisno izgradene što predstavlja veliki sanitarno-ekološki problem za svaku sredinu.)
MATCH@E:(Waste is expected to be disposed of at a landfill that meets the basic criteria for a safe and proper waste disposal, in spite of the fact that the existing landfills are not built as per regulations, which is a grave sanitary and ecological problem of every region.===>Otpad bi trebalo da se odlaže na deponiju koja zadovoljava osnovne kriterijume za bezbedno i pravilno deponovanje otpada, iako je činjenica da su postojeće deponije uglavnom nepropisno izgrađene što predstavlja veliki sanitarno-ekološki problem za svaku sredinu.)
MATCH@M:(There are numerous chemical, physical and biological processes going on within the landfills, resulting into the waste degradation.===>Unutar deponija odvijaju se mnogobrojni hemijski, fizicki i biološki procesi koji rezultiraju razgradnjom otpada.)
MATCH@E:(There are numerous chemical, physical and biological processes going on within the landfills, resulting into the waste degradation.===>Unutar deponija odvijaju se mnogobrojni hemijski, fizički i biološki procesi koji rezultiraju razgradnjom otpada.)
MATCH@M:(A byproduct is also the landfill gas that goes directly into the atmosphere.===>Pored toga dolazi do produkcije deponijskih gasova koji odlaze direktno u vazduh.)
MATCH@E:(A byproduct is also the landfill gas that goes directly into the atmosphere.===>Pored toga dolazi do produkcije deponijskih gasova koji odlaze direktno u vazduh.)
MATCH@M:(The need to design, work out the investment and technical documentation and solve the waste problem is a priority in environmental protection.===>Potreba za projektovanjem, izradom investiciono-teh-nicke dokumentacije i rešavanjem problema otpada je prioritet u zaštiti životne sredine.)
MATCH@E:(The need to design, work out the investment and technical documentation and solve the waste problem is a priority in environmental protection.===>Potreba za projektovanjem, izradom investiciono-tehničke dokumentacije i rešavanjem problema otpada je prioritet u zaštiti životne sredine.)
MATCH@M:(A long-term goal of the communal waste management plan design is solving environmental problems and improving the population?s quality of life by ensuring the desired environmental conditions and protecting the nature based on the sustainable environmental management.===>Dugorocni cilj izrade plana menadžmenta komunalnog otpada predstavlja rešavanje problema u oblasti zaštite životne sredine i poboljšanje kvaliteta života stanovništva osiguravanjem željenih uslova životne sredine i ocuvanja prirode zasnovane na održivom upravljanju zaštitom životne sredine.)
MATCH@E:(A long-term goal of the communal waste management plan design is solving environmental problems and improving the populations quality of life by ensuring the desired environmental conditions and protecting the nature based on the sustainable environmental management.===>Dugoročni cilj izrade plana menadžmenta komunalnog otpada predstavlja rešavanje problema u oblasti zaštite životne sredine i poboljšanje kvaliteta života stanovništva osiguravanjem željenih uslova životne sredine i očuvanja prirode zasnovane na održivom upravljanju zaštitom životne sredine.)
MATCH@M:(Communal waste management goals can be seen in the following goal pyramid.===>Kroz piramidu ciljeva mogu se sagledati ciljevi menadžmenta komunalnim otpadom.)
MATCH@E:(Communal waste management goals can be seen in the following goal pyramid (Figure 1).===>Kroz piramidu ciljeva mogu se sagledati ciljevi menadžmenta komunalnim otpadom (Slika 1).)
MATCH@M:(One of the most effective solutions to environmental protection is the waste management hierarchy concept that stresses the fact that the reduction in waste creation is achieved at the very spot where it is created.===>Kao jedno od najefektivnije rešenje za zaštitu životne sredine predstavlja koncept hijerarhije menadžmenta otpadom koji ukazuje da je smanjenje nastajanja otpada na njegovom samom nastanku.)
MATCH@E:(Communal waste management concept One of the most effective solutions to environmental protection is the waste management hierarchy concept that stresses the fact that the reduction in waste creation is achieved at the very spot where it is created.===>Koncept menadžmenta komunalnim otpadom Kao jedno od najefektivnije rešenje za zaštitu životne sredine predstavlja koncept hijerarhije menadžmenta otpadom koji ukazuje da je smanjenje nastajanja otpada na njegovom samom nastanku.)
MATCH@M:(Where the reduction is not practically applicable, however, the products and the materials can be reused, for the same or for a similar purpose.===>Medutim, tamo gde dalje smanjenje nije prakticno primenljivo, proizvodi i materijali mogu biti iskorišceni ponovo, bilo za istu ili drugu namenu.)
MATCH@E:(Where the reduction is not practically applicable, however, the products and the materials can be reused, for the same or for a similar purpose.===>Međutim, tamo gde dalje smanjenje nije praktično primenljivo, proizvodi i materijali mogu biti iskorišćeni ponovo, bilo za istu ili drugu namenu.)
MATCH@M:(The waste reduction, as one of the major communal waste management goals, has to be thought out throughout the entire life cycle of the product, therefore every decision on re-cource usage needs careful thinking; besides, the reduction should be carefully planned through the phases of product designing, packaging, transport and placement on the market.===>Redukcija otpada, kao jedan od glavnih ciljeva menadžmenta komunalnim otpadom, mora biti osmišljena kroz celokupni životni ciklus proizvoda, te se mora razmišljati svaki put kada se donosi odluka o korišcenju resursa, te o redukciji treba razmišljati kroz faze projektovanja, preko izrade pakovanja, do transporta i plasmana proizvoda na tržište.)
MATCH@E:(The waste reduction, as one of the major communal waste management goals, has to be thought out throughout the entire life cycle of the product, therefore every decision on recource usage needs careful thinking; besides, the reduction should be carefully planned through the phases of product designing, packaging, transport and placement on the market Š15,17Ë.===>Redukcija otpada, kao jedan od glavnih ciljeva menadžmenta komunalnim otpadom, mora biti osmišljena kroz celokupni životni ciklus proizvoda, te se mora razmišljati svaki put kada se donosi odluka o korišćenju resursa, te o redukciji treba razmišljati kroz faze projektovanja, preko izrade pakovanja, do transporta i plasmana proizvoda na tržište Š15, 17Ë.)
MATCH@M:(The consumers should also be actively included in the waste reduction in that they should buy the products with less packaging.===>Potrošaci takode treba da aktivno ucestvuju u redukciji otpada kupovinom proizvoda sa manje ambalaže.)
MATCH@E:(The consumers should also be actively included in the waste reduction in that they should buy the products with less packaging.===>Potrošači takođe treba da aktivno učestvuju u redukciji otpada kupovinom proizvoda sa manje ambalaže.)
MATCH@M:(The introduction of the packaging regulations in the European Union is an incentive to the manufacturers to rethink the designing of multiple use packaging.===>Uvodenjem propisa o ambalaži u Evropskoj uniji postoji podsticaj proizvodacima da razmotre primenu ambalaže za višestruku upotrebu.)
MATCH@E:(The introduction of the packaging regulations in the European Union is an incentive to the manufacturers to rethink the designing of multiple use packaging.===>Uvođenjem propisa o ambalaži u Evropskoj uniji postoji podsticaj proizvođačima da razmotre primenu ambalaže za višestruku upotrebu.)
MATCH@M:(In other cases, products can be reworked for the same or similar use.===>U drugim slucajevima, proizvodi se mogu preraditi za iste ili slicne namene.)
MATCH@E:(In other cases, products can be reworked for the same or similar use.===>U drugim slučajevima, proizvodi se mogu preraditi za iste ili slične namene.)
MATCH@M:(After the fermentation of the organic waste separated at its source of origin, the rest of the fermentation is normally treated aerobically to the compost.===>Posle fermentacije organskog otpada izdvojenog na izvoru, ostatak fermentacije se normalno tretira aerobno do komposta.)
MATCH@E:(After the fermentation of the organic waste separated at its source of origin, the rest of the fermentation is normally treated aerobically to the compost.===>Posle fermentacije organskog otpada izdvojenog na izvoru, ostatak fermentacije se normalno tretira aerobno do komposta.)
MATCH@M:(Burning is used to reduce waste volume, and the energy produced in the waste burning process can be used to produce heat and/or electrical energy.===>Spaljivanje se primenjuje u cilju smanjivanja zapremine otpada, a energija koja se dobija iz procesa spaljivanja se može iskoristiti za dobijanje toplotne i/ili elektricne energije.)
MATCH@E:(Burning is used to reduce waste volume, and the energy produced in the waste burning process can be used to produce heat and/or electrical energy.===>Spaljivanje se primenjuje u cilju smanjivanja zapremine otpada, a energija koja se dobija iz procesa spaljivanja se može iskoristiti za dobijanje toplotne i/ili električne energije.)
MATCH@M:(The gas obtained in the gasification process can be burned or used in cogeneration plants.===>Gas dobijen putem gasifikacije se može spaljivati ili iskoristiti u postrojenjima za kogeneraciju.)
MATCH@E:(The gas obtained in the gasification process can be burned or used in cogeneration plants.===>Gas dobijen putem gasifikacije se može spaljivati ili iskoristiti u postrojenjima za kogeneraciju.)
MATCH@M:(In the gaseous phase organic molecules are intensivly decomposed thus almost entirely eliminating hazardous emissions, which is the major advantage of the plasma procedure.===>U gasovitoj fazi dolazi do intenzivnog razlaganja organskih molekula, što gotovo u potpunosti eliminiše štetne emisije, što predstavlja glavnu prednost plazma postupka.)
MATCH@E:(In the gaseous phase organic molecules are intensivly decomposed thus almost entirely eliminating hazardous emissions, which is the major advantage of the plasma procedure.===>U gasovitoj fazi dolazi do intenzivnog razlaganja organskih molekula, što gotovo u potpunosti eliminiše štetne emisije, što predstavlja glavnu prednost plazma postupka.)
MATCH@M:(The typical waste burnt in these processes include communal waste, automobile tyres, used solvents, waste from refineries, meat-bone flour.===>Tipicni otpad koji se spaljuje u ovim procesima ukljucuje komunalni otpad, gume, utrošene rastvarace, otpad iz rafinerija, mesno koštano brašno.)
MATCH@E:(The typical waste burnt in these processes include communal waste, automobile tyres, used solvents, waste from refineries, meat-bone flour.===>Tipični otpad koji se spaljuje u ovim procesima uključuje komunalni otpad, gume, utrošene rastvarače, otpad iz rafinerija, mesno koštano brašno.)
MATCH@M:(The goal of waste management through the zero waste is to improve clean production, to prevent pollution and to build communities in which products will be manufactured in a way that will allow for them to be recycled and safely brought back into the nature or into the environment.===>Cilj menadžmenta otpadom putem nultog otpada je da se unapredi cista proizvodnja, da se spreci zagadenje i da se izgrade zajednice u kojima ce proizvodi biti napravljeni tako da mogu da se recikliraju i bezbedno vrate u privredu ili u okruženje.)
MATCH@E:(The goal of waste management through the zero waste is to improve clean production, to prevent pollution and to build communities in which products will be manufactured in a way that will allow for them to be recycled and safely brought back into the nature or into the environment Š14Ë. 3.===>Cilj menadžmenta otpadom putem nultog otpada je da se unapredi čista proizvodnja, da se spreči zagađenje i da se izgrade zajednice u kojima će proizvodi biti napravljeni tako da mogu da se recikliraju i bezbedno vrate u privredu ili u okruženje Š14Ë. 3.)
MATCH@M:(Slovenian households create more than 800,000 tons of waste every year, while the waste created annually in the European Union countries amounts to approximately two billion tons.===>Svake godine, slovenacka domacinstva proizvedu vise od 800.000 tona otpada, dok je otpad koji se na godišnjem nivou proizvede u zemljama Evropske unije približno dve milijarde tona.)
MATCH@E:(Communal waste management in Slovenia Solvenian households create more than 800,000 tons of waste every year, while the waste created annually in the European Union countries amounts to approximately two billion tons.===>Menadžment komunalnog otpada u Sloveniji Svake godine, slovenačka domaćinstva proizvedu vise od 800.000 tona otpada, dok je otpad koji se na godišnjem nivou proizvede u zemljama Evropske unije približno dve milijarde tona.)
MATCH@M:(Despite the fact that the amount of waste increases, the attitude towards waste management changes in the direction of sustainability.===>Ipak, iako se kolicina otpada povecava, stav o menadžmentu otpadom se me-nja u smeru održivosti.)
MATCH@E:(Despite the fact that the amount of waste increases, the attitude towards waste management changes in the direction of sustainability.===>Ipak, iako se količina otpada povećava, stav o menadžmentu otpadom se menja u smeru održivosti.)
MATCH@M:(Waste is not perceived only as a surplus that belongs exclusively to landfills that become crammed with it.===>Otpad se ne prikazuje samo kao višak, koji pripada iskljucivo deponijama koje postaju pretrpane.)
MATCH@E:(Waste is not perceived only as a surplus that belongs exclusively to landfills that become crammed with it.===>Otpad se ne prikazuje samo kao višak, koji pripada isključivo deponijama koje postaju pretrpane.)
MATCH@M:(On the contrary, waste is viewed as prospective raw material that is increasingly redirected from orderly and ecologically-friendly landfills to the recycling industry that implements the technology that produces useful raw materials, compost or fuel.===>Naprotiv, otpad se predstavlja kao potencijalna sirovina, koja se u sve vecoj meri preu-smerava sa uredno organizovanih i ekološki podobnih sanitarnih deponija, na industriju recikliranja otpada, koja koristi nivo tehnologije koja proizvodi korisne sirovine, kompost ili gorivo.)
MATCH@E:(On the contrary, waste is viewed as prospective raw material that is increasingly redirected from orderly and ecologically-friendly landfills to the recycling industry that implements the technology that produces useful raw materials, compost or fuel.===>Naprotiv, otpad se predstavlja kao potencijalna sirovina, koja se u sve većoj meri preusmerava sa uredno organizovanih i ekološki podobnih sanitarnih deponija, na industriju recikliranja otpada, koja koristi nivo tehnologije koja proizvodi korisne sirovine, kompost ili gorivo.)
MATCH@M:(Slovenia set out to solve the environmental problems systematically and with commitment during the preparations for admission to the European Union, since it had to bring its laws into harmony with the laws of the EU.===>Slovenija je pocela sistematski i ozbiljno da rešava probleme vezane za životnu sredinu u vreme priprema za pristupanje Evropskoj uniji, jer je morala da uskladi svoje zakone sa zakonima Evropske unije.)
MATCH@E:(Slovenia set out to solve the environmental problems systematically and with commitment during the preparations for admission to the European Union, since it had to bring its laws into harmony with the laws of the EU.===>Slovenija je počela sistematski i ozbiljno da rešava probleme vezane za životnu sredinu u vreme priprema za pristupanje Evropskoj uniji, jer je morala da uskladi svoje zakone sa zakonima Evropske unije.)
MATCH@M:(Today, waste management is highly important since it relieves the burden on the environment and allows for the consumption of raw materials and energy in a useful manner.===>Danas, menadžment otpadom ima veliki znacaj jer umanjuje opterecenje životne sredine i omogucava korišcenje sirovina i energije na koristan nacin.)
MATCH@E:(Today, waste management is highly important since it relieves the burden on the environment and allows for the consumption of raw materials and energy in a useful manner.===>Danas, menadžment otpadom ima veliki značaj jer umanjuje opterećenje životne sredine i omogućava korišćenje sirovina i energije na koristan način.)
MATCH@M:(The European Union Directives provide that half the household waste has to be removed from the utility services flows and be recycled.===>Direktive Evropske unije propisuju da polovina otpada, koji proizvode domacinstva mora da se odstrani iz tokova komunalnih službi i usmeri na recikliranje.)
MATCH@E:(The European Union Directives provide that half the household waste has to be removed from the utility services flows and be recycled.===>Direktive Evropske unije propisuju da polovina otpada, koji proizvode domaćinstva mora da se odstrani iz tokova komunalnih službi i usmeri na recikliranje.)
MATCH@M:(Thus the recycling industry in the European union produces the sources from recycled materials for 50% paper, 43% glass and 40% non-ferrous metals.===>Tako reciklažna industrija u Evropskoj uniji omogucava izvore iz recikliranih sirovina za 50% papira, 43% stakla i 40% obojenih metala.)
MATCH@E:(Thus the recycling industry in the European union produces the sources from recycled materials for 50% paper, 43% glass and 40% non-ferrous metals Š5,18Ë.===>Tako reciklažna industrija u Evropskoj uniji omogućava izvore iz recikliranih sirovina za 50% papira, 43% stakla i 40% obojenih metala Š5, 18Ë.)
MATCH@M:(The sustainable waste management strategies aim to maximize the materiel and energy recycled from waste, minimizing at the same time the final amount of waste deposited to landfills, as well as pollution caused over all the phases of waste treatment and collection.===>Strategije održivog upravljanja otpadom imaju za cilj maksimiziranje obnavljanja materijala i energije iz otpada, uz minimiziranje konacne kolicine otpada koji se odlaže na deponije, kao i zagadenja prouzrokovanog svim fazama tretmana i sakupljanja otpada.)
MATCH@E:(The sustainable waste management strategies aim to maximize the materiel and energy recycled from waste, minimizing at the same time the final amount of waste deposited to landfills, as well as pollution caused over all the phases of waste treatment and collection.===>Strategije održivog upravljanja otpadom imaju za cilj maksimiziranje obnavljanja materijala i energije iz otpada, uz minimiziranje konačne količine otpada koji se odlaže na deponije, kao i zagađenja prouzrokovanog svim fazama tretmana i sakupljanja otpada.)
MATCH@M:(Environmental problems have to be resolved step by step, implementing appropriate technological, economic, and social components and constants, satisfying the 4R concept: reduce, reuse, recycle and recover.===>Ekološki problemi moraju da budu rešeni korak po korak uz korišcenje odgovarajucih tehnoloških, ekonomskih i socijalnih komponenti i konstanti, zadovoljavajuci koncept 4R (reduce, reuse, rečcle and recover): smanji, ponovo koristi, recikliraj, obnovi/povrati.)
MATCH@E:(Environmental problems have to be resolved step by step, implementing appropriate technological, economic, and social components and constants, satisfying the 4R concept: reduce, reuse, recycle and recover.===>Ekološki problemi moraju da budu rešeni korak po korak uz korišćenje odgovarajućih tehnoloških, ekonomskih i socijalnih komponenti i konstanti, zadovoljavajući koncept 4R (reduce, reuse, recycle and recover): smanji, ponovo koristi, recikliraj, obnovi/povrati.)
MATCH@M:(For the needs of communal waste management, Slovenia adopted respective acts complying to the European Union strategy.===>Za potrebe menadžmenta komunalnim otpadom Slovenija je definisala posebne akte koji su usaglašeni sa strategijom Evropske unije.)
MATCH@E:(For the needs of communal waste management, Slovenia adopted respective acts complying to the European Union strategy.===>Za potrebe menadžmenta komunalnim otpadom Slovenija je definisala posebne akte koji su usaglašeni sa strategijom Evropske unije.)
MATCH@M:(Implementing a set of instruments and indicators oriented towards an improved manner of waste management Slovenia establishes a unique method of solid communal collecting and de-positon (such as: solid packaging, automobile tyres, used motor vehicles, obsolete electronic and electrical equipment).===>Slovenija preko skupa instrumenata i indikatora, a koji su usmereni ka poboljšanom nacinu menadžmaneta otpadom, uspostavlja jedinstven nacin prikupljanja i odlaganja cvrstog komunalnog otpada (kao što su cvrsta ambalaža, automobilske gume, stara motorna vozila, zastarela elektronska i elektricna oprema).)
MATCH@E:(Implementing a set of instruments and indicators oriented towards an improved manner of waste management Slovenia establishes a unique method of solid communal collecting and de positon (such as: solid packaging, automobile tyres, used motor vehicles, obsolete electronic and electrical equipment).===>Slovenija preko skupa instrumenata i indikatora, a koji su usmereni ka poboljšanom načinu menadžmaneta otpadom, usposta vlja jedinstven način prikupljanja i odlaganja čvrstog komunalnog otpada (kao što su čvrsta ambalaža, automobilske gume, stara motorna vozila, zastarela elektronska i električna oprema).)
MATCH@M:(An active communal waste management helps collect approximately 800,000 t of communal waste in Slovenia annually, out of which 73% comes from households, 23% is the waste from manufacturing and service providing industries, and 4% is produced by public services.===>Aktivnim menadžmen-tom komunalnog otpada, u Sloveniji se na godišnjem nivou prikupi oko 800.000t komunalnog otpada, i to 73% iz domacinstava, 23% iz proizvodne i uslužne de-latnosti, 4% iz javnih službi.)
MATCH@E:(An active communal waste management helps collect approximately 800,000 t of communal waste in Slovenia annually, out of which 73% comes from households, 23% is the waste from manufacturing and service providing industries, and 4% is produced by public services Š4,7,18Ë.===>Aktivnim menadžmentom komunalnog otpada, u Sloveniji se na godišnjem nivou prikupi oko 800.000t komunalnog otpada, i to 73% iz domaćinstava, 23% iz proizvodne i uslužne delatnosti, 4% iz javnih službi Š4, 7, 18Ë.)
MATCH@M:(The municipal administration in Slovenia is granted authority to adjust the waste management system on the local level, defining the best method of waste reducing, collecting and deposition, in compliance with the legislative norms of the country.===>U Sloveniji je opštinskim vlastima i samoupravi omoguceno da poštujuci zakonodavne norme države, izvrši prilagodavanje sistema menadžmenta otpadom na lokalnom novou, definišuci najbolji nacin redukcije, prikupljanja i odlaganja otpada.)
MATCH@E:(The municipal administration in Slovenia is granted authority to adjust the waste management system on the local level, defining the best method of waste reducing, collecting and deposition, in compliance with the legislative norms of the country.===>U Sloveniji je opštinskim vlastima i samoupravi omogućeno da poštujući zakonodavne norme države, izvrši prilagođavanje sistema menadžmenta otpadom na lokalnom novou, definišući najbolji način redukcije, prikupljanja i odlaganja otpada.)
MATCH@M:(The communal waste management on the local level in Slovenia includes the safety and protection of certain sites, the developmental activities oriented towards promoting the system of waste collection, however, also the necessary education of the population on the need for waste management and their participation in the process.===>Menadžment komunalnog otpada na lokalnom niovu u Sloveniji ukljucuje i osiguravanje i zaštitu odredenih lokaliteta, razvojne aktivnosti na promociji sistema za prikupljanje otpada ali i neophodnu edukaciji stanovništva o potrebama upravljanja otpadom i njihovim ukljucivanjem u taj proces.)
MATCH@E:(The communal waste management on the local level in Slovenia includes the safety and protection of certain sites, the developmental activities oriented towards promoting the system of waste collection, however, also the necessary education of the population on the need for waste management and their participation in the process.===>Menadžment komunalnog otpada na lokalnom niovu u Sloveniji uključuje i osiguravanje i zaštitu određenih lokaliteta, razvojne aktivnosti na promociji sistema za prikupljanje otpada ali i neophodnu edukaciji stanovništva o potrebama upravljanja otpadom i njihovim uključivanjem u taj proces.)
MATCH@M:(The Slovenian legislature provides that every territory with over 8,000 citizens should be provided with at least one waste collecting centre, while the territories with over 25,000 inhabitants should have of at least one waste collecting centre at disposal per each 8,000 citizens.===>U okviru pravne regulative Slovenije propisano je da u svakom naseljenom mestu sa više od 8.000 stanovnika potrebno je da se obezbedi najmanje jedan centar za prikupljanje otpada, dok u naseljenom mestu sa preko 25.000 stanovnika je potrebno obezbediti barem po jedan centar za prikupljanje komunalnog otpada na svakih 8.000 stanovnika.)
MATCH@E:(The Slovenian legislature provides that every territory with over 8,000 citizens should be provided with at least one waste collecting centre, while the territories with over 25,000 inhabitants should have of at least one waste collecting centre at disposal per each 8,000 citizens Š3Ë.===>U okviru pravne regulative Slovenije propisano je da u svakom naseljenom mestu sa više od 8.000 stanovnika potrebno je da se obezbedi najmanje jedan centar za prikupljanje otpada, dok u naseljenom mestu sa preko 25.000 stanovnika je potrebno obezbediti barem po jedan centar za prikupljanje komunalnog otpada na svakih 8.000 stanovnika Š3Ë.)
MATCH@M:(The response to the growing needs for recycling was waste separation at the source of its creation.===>Kao odgovor na rastuce potrebe za re-ciklažom nastalo je rešenje za separaciju otpada na izvoru njegovog nastajanja.)
MATCH@E:(The response to the growing needs for recycling was waste separation at the source of its creation.===>Kao odgovor na rastuće potrebe za reciklažom nastalo je rešenje za separaciju otpada na izvoru njegovog nastajanja.)
MATCH@M:(Modern waste management systems that function in compliance with the ?polluter pays? principle are complex and require a large number of data.===>Savremeni sistemi za upravljanje otpadom koji deluju u skladu sa nacelom „zagadivac placa“ su kompleksni i zahtevaju veliki broj podataka.)
MATCH@E:(Modern waste management systems that function in compliance with the polluter pays principle are complex and require a large number of data.===>Savremeni sistemi za upravljanje otpadom koji deluju u skladu sa načelom zagađivač plaća su kompleksni i zahtevaju veliki broj podataka.)
MATCH@M:(Hence the implementation of new and adjustable information technologies is required that would allow for the whole communal waste management system to be simplified, easy-to-survey and easier to manage.===>Zato je potrebna pri-mena novih i prilagodljivih informacionih tehnologija koje bi omogucile da ceo sistem upravljanja komunalnim otpadom bude pojednostavljen, pregledniji i lakši za upravljanje.)
MATCH@E:(Hence the im plementation of new and adjustable information technologies is required that would allow for the whole communal waste management system to be simplified, easy-to-survey and easier to manage Š13Ë.===>Zato je potrebna primena novih i prilagodljivih informacionih tehnologija koje bi omogućile da ceo sistem upravljanja komunalnim otpadom bude pojednostavljen, pregledniji i lakši za upravljanje.)
MATCH@M:(The ?POTKO? project is an innovative approach implemented in the Snaga d.o.o. utility company.===>Projekat “POTKO” predstavlja inovativni pristup pri-menjen u javnom preduzecu Snaga d.o.o.)
MATCH@E:(The POTKO project is an innovative approach implemented in the Snaga d.o.o. utility company.===>Š13Ë Projekat POTKO predstavlja inovativni pristup primenjen u javnom preduzeću Snaga d.o.o.)
MATCH@M:(Snaga d.o.o. is a public owned company engaged in waste collecting and transport on the territory of the Ljubljana city municipality and six pertaining municipalities (Brezovica, Dobrova-Polhov Gradec, Dol pri Ljubljani, Horjul, Medvode, [kofijca) as well as 3 other municipalities (Vodice, Ig and Velike La?ce).===>Snaga d.o.o. je javno preduzece koje se bavi sabiranjem i prevozom otpada na podrucju Gradske opštine Ljubljana i šest pripadajucih opština (Brezovica, Dobrova-Polhov Gradec, Dol pri Ljubljani, Horjul, Medvode, [kofijca) kao i 3 druge opštine (Vodice, Ig i Velike Lašce).)
MATCH@E:(Snaga d.o.o. is a public owned company engaged in waste collecting and transport on the territory of the Ljubljana city municipality and six pertaining municipalities (Brezovica, Dobrova-Polhov Gradec, Dol pri Ljubljani, Horjul, Medvode, Škofijca) as well as 3 other municipalities (Vodice, Ig and Velike Lašče).===>Snaga d.o.o. je javno preduzeće koje se bavi sabiranjem i prevozom otpada na području Gradske opštine Ljubljana i šest pripadajućih opština (Brezovica, Dobrova-Polhov Gradec, Dol pri Ljubljani, Horjul, Medvode, Škofijca) kao i 3 druge opštine (Vodice, Ig i Velike Lašče).)
MATCH@M:(The ?POTKO? project is a system that implements identification technology to entirely manage the communal waste flow and encourage the users to separate the waste at its source.===>Projekat “POTKO” predstavlja sistem, koji uz pomoc identifikacione tehnologije omogucava potpuno upravljanje tokom komunalnog otpada i podstice korisnike na razdvajanje otpada na izvoru njegovog nastanka.)
MATCH@E:(System needed for POTKO establishment Š13Ë The POTKO project is a system that implements identification technology to entirely manage the communal waste flow and encourage the users to separate the waste at its source.===>Sistem potreban za uspostavljanje POTKO Š13Ë Projekat POTKO predstavlja sistem, koji uz pomoć identifikacione tehnologije omogućava potpuno upravljanje tokom komunalnog otpada i podstiče korisnike na razdvajanje otpada na izvoru njegovog nastanka.)
MATCH@M:(This refers to the communal waste which is possible to recycle: paper, glass, metal, PET bottles and other plastics, and biological waste.===>Ovo se odnosi na komunalni otpad koji je moguce reciklirati: papir, staklo, metal, PET boce i ostala plastika, te biološki otpad.)
MATCH@E:(This refers to the communal waste which is possible to recycle: paper, glass, metal, PET bottles and other plastics, and biological waste.===>Ovo se odnosi na komunalni otpad koji je moguće reciklirati: papir, staklo, metal, PET boce i ostala plastika, te biološki otpad.)
MATCH@M:(The introduction of the ?POTKO? system will aid the achievement of the goal set by the European legislature in the field of waste management, that provides that by 2020, all the European Union member-countries will have to recycle 50% of the waste they create.===>Uvodenje sistema “POTKO” ce istovremeno pomoci realizaciji cilja, koji na podrucju sakupljanja i upravljanja otpadom, propisuje Evropsko zakonodavstvo, a koje nalaže da sve clanice Evropske unije do 2020. moraju da recikliraju 50% svog proizvedenog otpada.)
MATCH@E:(The introduction of the POTKO system will aid the achievement of the goal set by the European legislature in the field of waste management, that provides that by 2020, all the European Union member-countries will have to recycle 50% of the waste they create.===>Š6Ë Uvođenje sistema POTKO će istovremeno pomoći realizaciji cilja, koji na području sakupljanja i upravljanja otpadom, propisuje Evropsko zakonodavstvo, a koje nalaže da sve članice Evropske unije do 2020. moraju da recikliraju 50% svog proizvedenog otpada.)
MATCH@M:(With the implementation of the RFID customer identification the computer application can identify the behaviour of an individual in the process of waste disposal as well as the necessary frequency of garbage containers emptying.===>Uvodenjem RFID identifikacije korisnika i delova otpada moguce je racunarskom aplikacijom odrediti ponašanje pojedinca pri procesu odlaganja otpada kao i potrebnu ucestalost pražnjenja kontejnera.)
MATCH@E:(With the implementation of the RFID customer identification the computer application can identify the behaviour of an individual in the process of waste disposal as well as the necessary frequency of garbage containers emptying.===>Uvođenjem RFID identifikacije korisnika i delova otpada moguće je računarskom aplikacijom odrediti ponašanje pojedinca pri procesu odlaganja otpada kao i potrebnu učestalost pražnjenja kontejnera.)
MATCH@M:(It is also possible to efficiently synchronise the activities of public companies that share new containers and introduce new system of waste collecting at the spot of its creation (underground containers, vacuum systems) whose basis is the RFID technology itself.===>Moguca je takode i delotvorna sinhronizacija rada javnih preduzeca koja dele nove kontejnere i uvode nove sisteme sabiranja otpada na izvoru (podzemni kontejneri, vakumski sistemi), cija je osnova upravo RFID tehnologija.)
MATCH@E:(It is also possible to efficiently synchronise the activities of public companies that share new containers and introduce new system of waste collecting at the spot of its creation (underground containers, vacuum systems) whose basis is the RFID technology itself.===>Moguća je takođe i delotvorna sinhronizacija rada javnih preduzeća koja dele nove kontejnere i uvode nove sisteme sabiranja otpada na izvoru (podzemni kontejneri, vakumski sistemi), čija je osnova upravo RFID tehnologija.)
MATCH@M:(The computer application is supported by the GPS 5/GPRS communication technology that allows for the transmission of data from the source to the central server of the application.===>Racunarska aplikacija je podržana GPS 5/GPRS komunikacionom tehnologijom, koja omogucava prenos podataka sa izvora u centralni server aplikacije.)
MATCH@E:(The computer application is supported by the GPS 5/GPRS communication technology that al lows for the transmission of data from the source to the central server of the application.===>Računarska aplikacija je podržana GPS 5/GPRS komunikacionom tehnologijom, koja omogućava prenos podataka sa izvora u centralni server aplikacije.)
MATCH@M:(This in turn allows for a constant insight into the real situation in the field as well as into the needs or activities required.===>Ovim je omogucen konstantan uvid u realno stanje na terenu i potrebe odnosno aktivnosti, koje iz toga proizilaze.)
MATCH@E:(This in turn allows for a constant insight into the real situation in the field as well as into the needs or activities required.===>Ovim je omogućen konstantan uvid u realno stanje na terenu i potrebe odnosno aktivnosti, koje iz toga proizilaze.)
MATCH@M:(As a consequence of the globalization of business, many markets, cooperation and languages combine.===>Globalizacija poslovanja ima za posledicu da se mnoga tržišta, saradnja i jezici mešaju.)
MATCH@E:(As a consequence of the globalization of business, many markets, cooperation and languages combine.===>Globalizacija poslovanja ima za posledicu da se mnoga tržišta, saradnja i jezici mešaju.)
MATCH@M:(When adopting a term, obscurity in the meaning of a term often occurred.===>Kada se usvaja neki termin, obicno dolazi do nejasnoca u znacenju tog termina.)
MATCH@E:(When adopting a term, obscurity in the meaning of a term often occurred.===>Kada se usvaja neki termin, obično dolazi do nejasnoća u značenju tog termina.)
MATCH@M:(This paper analyzes the terms management and organization, used in a corpus of defended master’s, specialist’s and doctoral theses the Faculty of Organizational Sciences, University of Belgrade, between the years 2000 and 2010.===>U ovom radu analizuju se termini menadzment i organizacija koje se koriste u korpusu odbranjenih master, specijalistickih i doktorskih teza na Fakultetu organizacionih nauka Univerziteta u Beogradu, u periodu izmedu 2000. i 2010. godine.)
MATCH@E:(This paper analyzes the terms management and organization, used in a corpus of defended masters, specialists and doctoral theses the Faculty of Organizational Sciences, University of Belgrade, between the years 2000 and 2010.===>U ovom radu analizuju se termini menadžment i organizacija koje se koriste u korpusu odbranjenih master, specijalističkih i doktorskih teza na Fakultetu organizacionih nauka Univerziteta u Beogradu, u periodu između 2000. i 2010. godine.)
MATCH@M:(The paper considers the origin and the definitions of the said terms, the way they entered the Serbian language and the way they are used by the authors of various papers.===>U radu se razmatraju poreklo i definicije recenih termina, nacin na koji su oni postali deo srpskog jezika i nacin na koji ih razni autori koriste u svojim radovima. 1.	Uvod)
MATCH@E:(The paper considers the origin and the definitions of the said terms, the way they entered the Serbian language and the way they are used by the authors of various papers.===>U radu se razmatraju poreklo i definicije rečenih termina, način na koji su oni postali deo srpskog jezika i način na koji ih razni autori koriste u svojim radovima. 1.)
MATCH@M:(1.	Introduction “The understanding, like the eye, whilst it makes us see and perceive all other things, takes no notice of itself; and it requires art and pains to set it at a distance, and make it its own object."===>„Razumevanje, kao i oko, mada nam omogucava da vidimo i opazimo sve drugo, ne uzima u obzir samo sebe; stoga je potrebno mnogo veštine i muka da se ono izmesti i da samo sebi postane predmet posmatranja.“)
MATCH@E:(1. ~~~ Introduction The understanding, like the eye, whilst it makes us see and perceive all other things, takes no notice of itself; and it requires art and pains to set it at a distance, and make it its own object.===>Uvod Razumevanje, kao i oko, mada nam omogućava da vidimo i opazimo sve drugo, ne uzima u obzir samo sebe; stoga je potrebno mnogo veštine i muka da se ono izmesti i da samo sebi postane predmet posmatranja. vlja oblast koja se razvija tempom koji je bar teorijski shvaćeno jednak veoma brzom razvoju tehnologije, društva i nauke.)
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BAD_LINE_M:1.	Introduction “The understanding, like the eye, whilst it makes us see and perceive all other things, takes no notice of itself; and it requires art and pains to set it at a distance, and make it its own object."
BAD_LINE_M:„Razumevanje, kao i oko, mada nam omogucava da vidimo i opazimo sve drugo, ne uzima u obzir samo sebe; stoga je potrebno mnogo veštine i muka da se ono izmesti i da samo sebi postane predmet posmatranja.“
BAD_LINE_E:1. ~~~ Introduction The understanding, like the eye, whilst it makes us see and perceive all other things, takes no notice of itself; and it requires art and pains to set it at a distance, and make it its own object.
BAD_LINE_E:Uvod Razumevanje, kao i oko, mada nam omogućava da vidimo i opazimo sve drugo, ne uzima u obzir samo sebe; stoga je potrebno mnogo veštine i muka da se ono izmesti i da samo sebi postane predmet posmatranja. vlja oblast koja se razvija tempom koji je bar teorijski shvaćeno jednak veoma brzom razvoju tehnologije, društva i nauke.
MATCH@M:(While knowledge is the appropriate collection of useful information, understanding is a cognitive and analytical process by which knowledge from the previously held knowledge is taken and synthesized.===>Dok znanje predstavlja odredeni skup korisnih informacija, razumevanje podrazumeva kognitivni i analiticki proces putem kojeg se znanje preuzima i sinteti-zuje iz prethodnog znanja kojim raspolažemo.)
MATCH@E:(Š1Ë While knowledge is the appropriate collection of useful information, understanding is a cognitive and analytical process by which knowledge from the previously held knowledge is taken and synthesized.===>Dok znanje predstavlja određeni skup korisnih informacija, razumevanje podrazumeva kognitivni i analitički proces putem kojeg se znanje preuzima i sintetizuje iz prethodnog znanja kojim raspolažemo.)
MATCH@M:(People who understand can undertake further actions because they synthesize new knowledge, from what is previously known and understood.===>Ljudi koji razumeju mogu da preduzimaju dalje aktivnosti zato što oni sintetizuju novo znanje iz onoga što se prethodno znalo i razumelo.)
MATCH@E:(People who understand can undertake further actions because they synthesize new knowledge, from what is previously known and understood. ~~~ 2.===>Ljudi koji razumeju mogu da preduzimaju dalje aktivnosti zato što oni sintetizuju novo znanje iz onoga što se prethodno znalo i razumelo. 2.)
MATCH@M:(Communication problems often arise due to a widespread lack of knowledge of terminology, and not because of general lack of language skills and understanding of a particular language.===>Problemi u komunikaciji cesto nastaju zbog opšteg nepoznavanja terminologije, pre nego zbog nedostatka jezickog umeca i razumevanja odredenog jezika.)
MATCH@E:(Terminology Communication problems often arise due to a widespread lack of knowledge of terminology, and not because of general lack of language skills and understanding of a particular language.===>Terminologija Problemi u komunikaciji često nastaju zbog opšteg nepoznavanja terminologije, pre nego zbog nedostatka jezičkog umeća i razumevanja određenog jezika.)
MATCH@M:(Improper use of terms does not produce negative effects in terms of performance, but can reduce effectiveness of technical documentation and increase inter-language transmission failure.===>Nepravilno korišcenje termina nema negativne posle-dice u smislu rada i ucinka, ali može da umanju efek-tivnost tehnicke dokumentacije i da dovede do neu-speha u prenošenju poruke sa jednog jezika u drugi.)
MATCH@E:(Improper use of terms does not produce negative effects in terms of performance, but can reduce effectiveness of technical documentation and increase inter-language transmission failure. at least equal to the fastest development in technology, society and science.===>Nepravilno korišćenje termina nema negativne posledice u smislu rada i učinka, ali može da umanju efektivnost tehničke dokumentacije i da dovede do neuspeha u prenošenju poruke sa jednog jezika u drugi. ~~~ Terminologija predstavlja sistem termina koji pripada određenoj nauci ili je karakterističan za određenu nauku, umetnost, ili nekoj specifičnoj temi; to je nauka o terminima Š2Ë.)
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BAD_LINE_M:Improper use of terms does not produce negative effects in terms of performance, but can reduce effectiveness of technical documentation and increase inter-language transmission failure.
BAD_LINE_M:Nepravilno korišcenje termina nema negativne posle-dice u smislu rada i ucinka, ali može da umanju efek-tivnost tehnicke dokumentacije i da dovede do neu-speha u prenošenju poruke sa jednog jezika u drugi.
BAD_LINE_E:Improper use of terms does not produce negative effects in terms of performance, but can reduce effectiveness of technical documentation and increase inter-language transmission failure. at least equal to the fastest development in technology, society and science.
BAD_LINE_E:Nepravilno korišćenje termina nema negativne posledice u smislu rada i učinka, ali može da umanju efektivnost tehničke dokumentacije i da dovede do neuspeha u prenošenju poruke sa jednog jezika u drugi. ~~~ Terminologija predstavlja sistem termina koji pripada određenoj nauci ili je karakterističan za određenu nauku, umetnost, ili nekoj specifičnoj temi; to je nauka o terminima Š2Ë.
MATCH@M:(Terminology is “the system of terms belonging or peculiar to a science, art, or specialized subject; or the science of terms”.===>Terminologija predstavlja „sistem termina koji pripada odredenoj nauci ili je karakteristican za odredenu nauku, umetnost, ili nekoj specificnoj temi; to je nauka o terminima“ [2].)
MATCH@E:(Terminology is the system of terms belonging or peculiar to a science, art, or specialized subject; or the science of terms Š2Ë.===>)
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BAD_LINE_M:Terminology is “the system of terms belonging or peculiar to a science, art, or specialized subject; or the science of terms”.
BAD_LINE_M:Terminologija predstavlja „sistem termina koji pripada odredenoj nauci ili je karakteristican za odredenu nauku, umetnost, ili nekoj specificnoj temi; to je nauka o terminima“ [2].
BAD_LINE_E:Terminology is the system of terms belonging or peculiar to a science, art, or specialized subject; or the science of terms Š2Ë.
BAD_LINE_E:
MATCH@M:(The term, therefore, is defined as “a word or group of words designating something, especially in a particular field”. “Term formation is the process of naming the concept required by a particular special language community for the development of cognitive processes and communication.”===>Stoga se termin odreduje kao „rec ili grupa reci koja nešto oznacava, narocito u nekoj posebnoj oblasti“. „Stvaranje termina jeste proces imenovanja jednog pojma koji je odredenoj jezickoj zajednici potreban da razvije kognitivne procese i ko-munikaciju“.)
MATCH@E:(The term, therefore, is defined as a word or group of words designating something, especially in a particular field Š2Ë. Term formation is the process of naming the concept required by a particular special language community for the development of cognitive processes and communication.===>Posebno, ovaj rad želi da skrene pažnju na teškoće u prevođenju specifičnih termina iz ove oblasti i da nađe odgovarajuće ekvivalente u srpskom jeziku. ~~~ Sledeće potrebe se izdvajaju kao neupitne:)
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BAD_LINE_M:The term, therefore, is defined as “a word or group of words designating something, especially in a particular field”. “Term formation is the process of naming the concept required by a particular special language community for the development of cognitive processes and communication.”
BAD_LINE_M:Stoga se termin odreduje kao „rec ili grupa reci koja nešto oznacava, narocito u nekoj posebnoj oblasti“. „Stvaranje termina jeste proces imenovanja jednog pojma koji je odredenoj jezickoj zajednici potreban da razvije kognitivne procese i ko-munikaciju“.
BAD_LINE_E:The term, therefore, is defined as a word or group of words designating something, especially in a particular field Š2Ë. Term formation is the process of naming the concept required by a particular special language community for the development of cognitive processes and communication.
BAD_LINE_E:Posebno, ovaj rad želi da skrene pažnju na teškoće u prevođenju specifičnih termina iz ove oblasti i da nađe odgovarajuće ekvivalente u srpskom jeziku. ~~~ Sledeće potrebe se izdvajaju kao neupitne:
MATCH@M:(It is very often impossible to track changes and development because of a large number of newly generated terms.===>Cesto nije moguce pratiti ove promene i razvoj zato što istovremeno nastaje ogroman broj novih termina.)
MATCH@E:(It is very often impossible to track changes and development because of a large number of newly generated terms.===>Stoga se termin određuje kao reč ili grupa reči koja nešto označava, naročito u nekoj posebnoj oblasti Š2Ë.)
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BAD_LINE_M:It is very often impossible to track changes and development because of a large number of newly generated terms.
BAD_LINE_M:Cesto nije moguce pratiti ove promene i razvoj zato što istovremeno nastaje ogroman broj novih termina.
BAD_LINE_E:It is very often impossible to track changes and development because of a large number of newly generated terms.
BAD_LINE_E:Stoga se termin određuje kao reč ili grupa reči koja nešto označava, naročito u nekoj posebnoj oblasti Š2Ë.
MATCH@M:(In many scientific and technological fields the work on the harmonization of Serbian terminology is still lagging behind.===>U mnogim oblastima nauke i tehnologije rad na usa-glašavanju terminologije u srpskom jeziku još uvek kasni.)
MATCH@E:(In many scientific and technological fields the work on the harmonization of Serbian terminology is still lagging behind.===>Terminologija određene naučne oblasti ponekad se smatra granom primenjene nauke; u stvari, pošto obuhvata daleko šire područje, predsta U mnogim oblastima nauke i tehnologije rad na usaglašavanju terminologije u srpskom jeziku još uvek kasni.)
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BAD_LINE_M:In many scientific and technological fields the work on the harmonization of Serbian terminology is still lagging behind.
BAD_LINE_M:U mnogim oblastima nauke i tehnologije rad na usa-glašavanju terminologije u srpskom jeziku još uvek kasni.
BAD_LINE_E:In many scientific and technological fields the work on the harmonization of Serbian terminology is still lagging behind.
BAD_LINE_E:Terminologija određene naučne oblasti ponekad se smatra granom primenjene nauke; u stvari, pošto obuhvata daleko šire područje, predsta U mnogim oblastima nauke i tehnologije rad na usaglašavanju terminologije u srpskom jeziku još uvek kasni.
MATCH@M:(This causes problems and results in inconsistent use of technical and other terms in some specialized fields, which tend to be even less well organized under such circumstances.===>Ovo stvara probleme, a posledica je nedosledna upotreba tehnickih i drugih termina u nekim specijali-zovanim oblastima koje u takvim uslovima postaju sve neorganizovanije.)
MATCH@E:(This causes problems and results in inconsistent use of technical and other terms in some specialized fields, which tend to be even less well organized under such circumstances.===>Ovo stvara probleme, a posledica je nedosledna upotreba tehničkih i drugih termina u nekim specijalizovanim oblastima koje u takvim uslovima postaju sve neorganizovanije.)
MATCH@M:(The term “terminology“ used in this paper is understood as a systematically arranged set of terms in tested scientific field - management.===>Pod terminom „terminologija“ u ovom radu se podrazumeva sistematicno ureden skup termina u naucnoj oblasti koja se istražuje - u me-nadžmentu.)
MATCH@E:(The term terminology used in this paper is understood as a systematically arranged set of terms in tested scientific field - management.===>Pod terminom terminologija u ovom radu se podrazumeva sistematično uređen skup termina u naučnoj oblasti koja se istražuje u menadžmentu.)
MATCH@M:(The term in this context is taken as a formal representation in terms of linguistic expressions, while the concept we take as a content of the term is considered on an extralinguistic plan.The main aim of the paper is to ensure consistency in use of terms that are crucial in management in organization, and thereby improve their quality of use.===>Ovaj termin je u ovom kontekstu upotre-bljen kao formalna predstava u smislu lingvistickog izraza, dok se koncept koji se uzima za sadržaj termina posmatra na ekstralingvistickom planu. Glavni cilj ovog rada jeste da obezbedi doslednost u upotrebi termina koji su od suštinskog znacaja u menadžmentu u organizaciji i da time poboljša kvalitet njihove upotrebe.)
MATCH@E:(The term in this context is taken as a formal representation in terms of linguistic expressions, while the concept we take as a content of the term is considered on an extralinguistic plan.The main aim of the paper is to ensure consistency in use of terms that are crucial in management in organization, and thereby improve their quality of use.===>Ovaj termin je u ovom kontekstu upotrebljen kao formalna predstava u smislu lingvističkog izraza, dok se koncept koji se uzima za sadržaj termina posmatra na ekstralingvističkom planu.)
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BAD_LINE_M:The term in this context is taken as a formal representation in terms of linguistic expressions, while the concept we take as a content of the term is considered on an extralinguistic plan.The main aim of the paper is to ensure consistency in use of terms that are crucial in management in organization, and thereby improve their quality of use.
BAD_LINE_M:Ovaj termin je u ovom kontekstu upotre-bljen kao formalna predstava u smislu lingvistickog izraza, dok se koncept koji se uzima za sadržaj termina posmatra na ekstralingvistickom planu. Glavni cilj ovog rada jeste da obezbedi doslednost u upotrebi termina koji su od suštinskog znacaja u menadžmentu u organizaciji i da time poboljša kvalitet njihove upotrebe.
BAD_LINE_E:The term in this context is taken as a formal representation in terms of linguistic expressions, while the concept we take as a content of the term is considered on an extralinguistic plan.The main aim of the paper is to ensure consistency in use of terms that are crucial in management in organization, and thereby improve their quality of use.
BAD_LINE_E:Ovaj termin je u ovom kontekstu upotrebljen kao formalna predstava u smislu lingvističkog izraza, dok se koncept koji se uzima za sadržaj termina posmatra na ekstralingvističkom planu.
MATCH@M:(In particular, this paper seeks to draw attention to the difficulties in translation of specific terms in this field and to find appropriate equivalents in the Serbian language.===>Posebno, ovaj rad želi da skrene pažnju na teškoce u prevodenju specificnih termina iz ove oblasti i da nade odgovarajuce ekvivalente u srpskom jeziku.)
MATCH@E:(In particular, this paper seeks to draw attention to the difficulties in translation of specific terms in this field and to find appropriate equivalents in the Serbian language.===>Glavni cilj ovog rada jeste da obezbedi doslednost u upotrebi termina koji su od suštinskog značaja u menadžmentu u organizaciji i da time poboljša kvalitet njihove upotrebe.)
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BAD_LINE_M:In particular, this paper seeks to draw attention to the difficulties in translation of specific terms in this field and to find appropriate equivalents in the Serbian language.
BAD_LINE_M:Posebno, ovaj rad želi da skrene pažnju na teškoce u prevodenju specificnih termina iz ove oblasti i da nade odgovarajuce ekvivalente u srpskom jeziku.
BAD_LINE_E:In particular, this paper seeks to draw attention to the difficulties in translation of specific terms in this field and to find appropriate equivalents in the Serbian language.
BAD_LINE_E:Glavni cilj ovog rada jeste da obezbedi doslednost u upotrebi termina koji su od suštinskog značaja u menadžmentu u organizaciji i da time poboljša kvalitet njihove upotrebe.
MATCH@M:(Management and organization have an at least threefold meaning.===>Menadžment i organizacija imaju bar po tri znacenja.)
MATCH@E:(Origin and definitions Management and organization have an at least threefold meaning.===>Poreklo i definicije Menadžment i organizacija imaju bar po tri značenja.)
MATCH@M:(In order to use the terms properly both in everyday life and in business, we need to be clear about their precise definition.===>Da bi se ovi termini pravilno koristili kako u svakodnevnom životu tako i u poslovanju, potrebno je da budu jasno definisani.)
MATCH@E:(In order to use the terms properly both in everyday life and in business, we need to be clear about their precise definition. ~~~ 3.1.===>Da bi se ovi termini pravilno koristili kako u svakodnevnom životu tako i u poslovanju, potrebno je da budu jasno definisani. 3.)
MATCH@M:(One of the pioneers of management, Henry Fayol, defines management as “a process of prediction, organization, command, coordination and control”.===>Jedan od pionira menad'menta, Henry Fayol, defi-niše menadžment kao „proces predvidanja, organizacije, naredivanja, koordinacije i kontrole“.)
MATCH@E:(Management One of the pioneers of management, Henry Fayol Š4Ë, defines management as a process of prediction, organization, command, coordination and control.===>Menadžment Jedan od pionira menadžmenta, Henry Fayol Š4Ë, definiše menadžment kao proces predviđanja, organizacije, naređivanja, koordinacije i kontrole.)
MATCH@M:(It is the most significant process or a function for any company or organization and comprises the activities of managing a company.===>To je najvažniji proces ili funkcija za kompaniju ili organizaciju i obuhvata aktivnosti u upravljanju kompanijom.)
MATCH@E:(It is the most significant process or a function for any company or organization and comprises the activities of managing a company.===>To je najvažniji proces ili funkcija za kompaniju ili organizaciju i obuhvata aktivnosti u upravljanju kompanijom.)
MATCH@M:(The term management is a very complex one, and its interpretation depends on the aspect it is viewed from.===>Termin menadžment je veoma složen, a njegovo tumacenje zavisi od aspekta sa koga se posmatra.)
MATCH@E:(The term management is a very complex one, and its interpretation depends on the aspect it is viewed from.===>Termin menadžment je veoma složen, a njegovo tumačenje zavisi od aspekta sa koga se posmatra.)
MATCH@M:(For the purpose of clarity, this paper shall observe the most common interpretations of the term.===>Zbog jasnoce, ovaj rad ce se baviti samo najuobicajenijim tumacenjima ove reci.)
MATCH@E:(For the purpose of clarity, this paper shall observe the most common interpretations of the term.===>Zbog jasnoće, ovaj rad će se baviti samo najuobičajenijim tumačenjima ove reči.)
MATCH@M:(The noun management is derived from the verb to manage, which originates from the Italian verb maneggiare (to handle, especially tools), which can then be traced back to the Latin noun manus (hand).===>Imenica management izvedena je od glagola to manage (upravljati), koji potice od italijanskog glagola ma-neggiare (rukovati, posebno alatkama), a koreni se mogu pratiti do latinske reci manus (šaka).)
MATCH@E:(The noun management is derived from the verb to manage, which originates from the Italian verb maneggiare (to handle, especially tools), which can then be traced back to the Latin noun manus (hand).===>Imenica management izvedena je od glagola to manage (upravljati), koji potiče od italijanskog glagola maneggiare (rukovati, posebno alatkama), a koreni se mogu pratiti do latinske reči manus (šaka).)
MATCH@M:(The word that directly influenced the English noun management is the French word mesnagement (later management).===>Rec koje je neposredno uticala na englesku imenicu management jeste francuska rec mesnagement (kasnije management).)
MATCH@E:(The word that directly influenced the English noun management is the French word mesnagement (later management).===>Reč koje je neposredno uticala na englesku imenicu management jeste francuska reč mesnagement (kasnije management).)
MATCH@M:(The word management has a transitive and an intransitive form.===>Rec menadžment ima i prelazni i neprelazni oblik.)
MATCH@E:(The word management has a transitive and an intransitive form.===>Upravljački tim ili pojedinci u kompaniji, u nekoj strukturi, itd.;)
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BAD_LINE_M:The word management has a transitive and an intransitive form.
BAD_LINE_M:Rec menadžment ima i prelazni i neprelazni oblik.
BAD_LINE_E:The word management has a transitive and an intransitive form.
BAD_LINE_E:Upravljački tim ili pojedinci u kompaniji, u nekoj strukturi, itd.;
MATCH@M:(As a transitive verb, to manage means to handle, direct or govern, whereas the intransitive form has the meaning of being able to achieve, accomplish something, to succeed, etc.===>Kao prelazni glagol, to manage znaci rukovati, upravljati ili vladati, dok u neprelaznom obliku ima znacenje sposobnosti da se nešto postigne, izvrši, uspe, itd.)
MATCH@E:(As a transitive verb, to manage means to handle, direct or govern, whereas the intransitive form has the meaning of being able to achieve, accomplish something, to succeed, etc.===>3.)
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BAD_LINE_M:As a transitive verb, to manage means to handle, direct or govern, whereas the intransitive form has the meaning of being able to achieve, accomplish something, to succeed, etc.
BAD_LINE_M:Kao prelazni glagol, to manage znaci rukovati, upravljati ili vladati, dok u neprelaznom obliku ima znacenje sposobnosti da se nešto postigne, izvrši, uspe, itd.
BAD_LINE_E:As a transitive verb, to manage means to handle, direct or govern, whereas the intransitive form has the meaning of being able to achieve, accomplish something, to succeed, etc.
BAD_LINE_E:3.
MATCH@M:(According to ISO standard, the term management refers to coordinated activities having a goal of leading===>Prema standardu ISO, termin menadžment odnosi se na koordinisane aktivnosti ciji je cilj vodenje i upravljanje organizacijom.)
MATCH@E:(According to the standard Š5Ë, the term management refers to coordinated activities having a goal of leading and managing an organization.===>Reč menadžment ima i prelazni i neprelazni oblik.)
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BAD_LINE_M:According to ISO standard, the term management refers to coordinated activities having a goal of leading
BAD_LINE_M:Prema standardu ISO, termin menadžment odnosi se na koordinisane aktivnosti ciji je cilj vodenje i upravljanje organizacijom.
BAD_LINE_E:According to the standard Š5Ë, the term management refers to coordinated activities having a goal of leading and managing an organization.
BAD_LINE_E:Reč menadžment ima i prelazni i neprelazni oblik.
MATCH@M:(According to the standard, the term management refers to coordinated activities having a goal of leading and managing an organization.===>Prema ovom standardu, termin menad`ment odnosi se na koordinisane aktivnosti ciji je cilj vodenje i upravljanje organizacijom.)
MATCH@E:(3.1.1 Management ISO definition According to ISO standard, the term management refers to coordinated activities having a goal of leading and managing an organization.===>Naučna oblast koja je multidisciplinarna i bavi se istraživanjem problema upravljanja određenim poduhvatima, poslovima, itd.)
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BAD_LINE_M:According to the standard, the term management refers to coordinated activities having a goal of leading and managing an organization.
BAD_LINE_M:Prema ovom standardu, termin menad`ment odnosi se na koordinisane aktivnosti ciji je cilj vodenje i upravljanje organizacijom.
BAD_LINE_E:3.1.1 Management ISO definition According to ISO standard, the term management refers to coordinated activities having a goal of leading and managing an organization.
BAD_LINE_E:Naučna oblast koja je multidisciplinarna i bavi se istraživanjem problema upravljanja određenim poduhvatima, poslovima, itd.
MATCH@M:(Serbian translation of the part of the original definition to direct is vožnje, which in fact is inappropriate and should be used utvrdivanje pravca instead.===>Srpski prevod dela izvorne definicije za to direct glasi vodenje, što u stvari ne odgovara i što treba zameniti sa utvrdivanje pravca.)
MATCH@E:(Serbian translation of the part of the original definition to direct is vođenje, which in fact is inappropriate and should be used utvrđivanje pravca instead.===>Kao prelazni glagol, to manage znači rukovati, upravljati ili vladati, dok u neprelaznom obliku ima značenje sposobnosti da se nešto postigne, izvrši, uspe, itd. 3.)
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BAD_LINE_M:Serbian translation of the part of the original definition to direct is vožnje, which in fact is inappropriate and should be used utvrdivanje pravca instead.
BAD_LINE_M:Srpski prevod dela izvorne definicije za to direct glasi vodenje, što u stvari ne odgovara i što treba zameniti sa utvrdivanje pravca.
BAD_LINE_E:Serbian translation of the part of the original definition to direct is vođenje, which in fact is inappropriate and should be used utvrđivanje pravca instead.
BAD_LINE_E:Kao prelazni glagol, to manage znači rukovati, upravljati ili vladati, dok u neprelaznom obliku ima značenje sposobnosti da se nešto postigne, izvrši, uspe, itd. 3.
MATCH@M:(The term organization is common both in everyday language and professional environment.===>Termin organizacija je uobicajen kako u govornom jeziku tako i u profesionalnom okruženju.)
MATCH@E:(Organization The term organization is common both in everyday language and professional environment.===>Organizacija Termin organizacija je uobičajen kako u govornom jeziku tako i u profesionalnom okruženju.)
MATCH@M:(It originates from the Greek organon (opyavov) - a tool, an instrument.===>Potice od grcke reci organon (opyotvov) - alatka, instrument.)
MATCH@E:(It originates from the Greek organon (οργα´νον) a tool, an instrument.===>Potiče od grčke reči organon (οργα´νον) alatka, instrument.)
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BAD_LINE_M:It originates from the Greek organon (opyavov) - a tool, an instrument.
BAD_LINE_M:Potice od grcke reci organon (opyotvov) - alatka, instrument.
BAD_LINE_E:It originates from the Greek organon (οργα´νον) a tool, an instrument.
BAD_LINE_E:Potiče od grčke reči organon (οργα´νον) alatka, instrument.
MATCH@M:(Its meaning in almost all languages that have it incorporated in their vocabulary is: arrange, coordinate, regulate, shape.===>Njegovo znacenje u svim jezicima koji su ga usvojili jeste: urediti, koordinisati, regulisati, oblikovati.)
MATCH@E:(Its meaning in almost all languages that have it incorporated in their vocabulary is: arrange, coordinate, regulate, shape.===>Njegovo značenje u svim jezicima koji su ga usvojili jeste: urediti, koordinisati, regulisati, oblikovati.)
MATCH@M:(Some of the examples are as follows: Latin organum; French organisier and organism; German organisieren and organization; and English organize and organization.===>Evo nekih primera: u latinskom je organum; u francuskom glasi organisier i organism; u nemackom je organisieren i organization; a u engleskom je organize i organization.)
MATCH@E:(Some of the examples are as follows: Latin organum; French organisier and organism; German organisieren and organization; and English organize and organization.===>Evo nekih primera: u latinskom je organum; u francuskom glasi organisier i organism; u nemačkom je organisieren i organization; a u engleskom je organize i organization.)
MATCH@M:(This was subsequently used to derive various terms and explain various concepts and ideas in different language fields.===>Od ovih reci kasnije su se izvodili razliciti termini kojima su se objašnjavali razliciti koncepti i ideje u razlicitim oblastima jezika.)
MATCH@E:(This was subsequently used to derive various terms and explain various concepts and ideas in different language fields.===>Od ovih reči kasnije su se izvodili različiti termini kojima su se objašnjavali različiti koncepti i ideje u različitim oblastima jezika.)
MATCH@M:(The difference in understanding the term organization is obvious even in the forms it takes.===>Razlika u shvatanju termina organizacija je ocigledna cak i u oblicima koje preuzima.)
MATCH@E:(The difference in understanding the term organization is obvious even in the forms it takes.===>Razlika u shvatanju termina organizacija je očigledna čak i u oblicima koje preuzima.)
MATCH@M:(It appears as a noun (system, company, and a scientific discipline), a verb (the process of organizing) and an adjective (the quality of a system of organization, the level of organization).===>Javlja se kao imenica (sistem, kompanija i naucna disciplina), kao glagol (proces organizovanja) i kao pridev (kvalitet sistema organizacije, nivo organizovanja).)
MATCH@E:(It appears as a noun (system, company, and a scientific discipline), a verb (the process of organizing) and an adjective (the quality of a system of organization, the level of organization).===>Javlja se kao imenica (sistem, kompanija i naučna disciplina), kao glagol (proces organizovanja) i kao pridev (kvalitet sistema organizacije, nivo organizovanja). ~~~ 3.2.1.)
MATCH@M:(According to ISO standard, the term organization is defined as a group of people, facilities and pertaining equipment, with predetermined responsibilities, authorities and relationship.===>Prema standardu ISO, termin organizacija definiše se kao grupa ljudi, prostorija i pripadajuce opreme, sa unapred odredenim odgovornostima, ovlašcenjima i odnosima.)
MATCH@E:(3.2.1 Organization ISO definition According to ISO standard Š5Ë, the term organization is defined as a group of people, facilities and pertaining equipment, with predetermined responsibilities, authorities and relationship.===>Organizacija definicija ISO Prema standardu ISO Š5Ë, termin organizacija definiše se kao grupa ljudi, prostorija i pripadajuće opreme, sa unapred određenim odgovornostima, ovlašćenjima i odnosima.)
MATCH@M:(Another definition would include a company, corporation, institution, humanitarian organization, trade organization, association and their parts, i.e. a combination of them.===>Po drugoj definiciji to je kompanija, korporacija, institucija, humanitarna organizacija, trgovinska organizacija, udruženje i njegovi delovi, t.j., kombinacija tih delova.)
MATCH@E:(Another definition would include a company, corporation, institution, humanitarian organization, trade organization, association and their parts, i.e. a combination of them. ~~~ 4.===>Prema ovom standardu Š5Ë, termin menadžment odno Po drugoj definiciji to je kompanija, korporacija, institucija, humanitarna organizacija, trgovinska organizacija, udruženje i njegovi delovi, t.j., kombinacija tih delova. 4.)
MATCH@M:(This paper analyses the corpus of the titles of doctoral and magister’s theses (In Serbia, by decision of the Serbian Parliament, the status of those graduated before the Bologna process is now equivalent with Masters Degree graduates in the EU - “Službeni glasnik Srbije”, No. 76/05 - A/N), and master’s and specialist’s dissertations defended at the University of Belgrade, Faculty of Organizational Sciences in two year period (2000 - 2010).===>U ovom radu analizira se korpus naslova doktorskih i magistarskih teza (u Srbiji, po odluci Skupštine Srbije, status osoba koje su diplomirale pre uvodenja Bolonj-skog procesa sada je ekvivalentan sa diplomcima na Masters stepenu u EU - „Službeni glasnik Srbije“, br. 76/05 - A/N) i master i specijalistickih disertacija od-branjenih na Beogradskom univeruitetu, na Fakultetu organizacionih nauka u periodu od 2000. do 2010. godine.)
MATCH@E:(Corpus analysis This paper analyses the corpus of the titles of doctoral and magisters theses (In Serbia, by decision of the Serbian Parliament, the status of those graduated before the Bologna process is now equivalent with Masters Degree graduates in the EU - Službeni glasnik Srbije, No. 76/05 - A/N), and masters and specialists dissertations defended at the University of Belgrade, Faculty of Organizational Sciences in two year period (2000 2010).===>Analiza korpusa U ovom radu analizira se korpus naslova doktorskih i magistarskih teza (u Srbiji, po odluci Skupštine Srbije, status osoba koje su diplomirale pre uvođenja Bolonjskog procesa sada je ekvivalentan sa diplomcima na Masters stepenu u EU Službeni glasnik Srbije, br. 76/05 A/N) i master i specijalističkih disertacija odbranjenih na Beogradskom univeruitetu, na Fakultetu organizacionih nauka u periodu od 2000. do 2010. godine.)
MATCH@M:(The total number of works analysed is: doctoral theses - 109, magister’s theses - 259, and master’s and specialist’s dissertations - 1451.===>Ukupno je analizirano: doktorskih teza - 109, magistarskih teza - 259, i master i specijalistickih disertacija - 1451.)
MATCH@E:(The total number of works analysed is: doctoral theses 109, magisters theses 259, and masters and specialists dissertations 1451.===>Ukupno je analizirano: doktorskih teza 109, magistarskih teza 259, i master i specijalističkih disertacija 1451.)
MATCH@M:(We looked for inconsistent uses of the two terms: management and organization.===>Cilj je bio da se uoci nedosledna upotreba ova dva termina: menadžment i organizacija.)
MATCH@E:(We looked for inconsistent uses of the two terms: management and organization.===>Cilj je bio da se uoči nedosledna upotreba ova dva termina: menadžment i organizacija.)
MATCH@M:(The conclusions reached were obtained solely from the titles of the papers; therefore the authors leave the possibility of differing to the in situ situation.===>Zakljucci do kojih se došlo izvedeni su samo na osnovu naslova radova; stoga je moguce da su se autori razlikovali u in situ situacijama.)
MATCH@E:(The conclusions reached were obtained solely from the titles of the papers; therefore the authors leave the possibility of differing to the in situ situation.===>Zaključci do kojih se došlo izvedeni su samo na osnovu naslova radova; stoga je moguće da su se autori razlikovali u in situ situacijama.)
MATCH@M:(The analysis consisted of the following stages:===>Analiza je imala sledece korake:)
MATCH@E:(The analysis consisted of the following stages: 1.===>Analiza je imala sledeće korake: ~~~ 1.)
MATCH@M:(1.	General Statistics - total number of works, the number and percentage of works the terms were used in ;===>1.	Opšta statistika - ukupan broj radova, broj i pro-cenat radova u kojima su ovi termini korišceni;)
MATCH@E:(General Statistics - total number of works, the number and percentage of works the terms were used in ; 2.===>Opšta statistika ukupan broj radova, broj i pro cenat radova u kojima su ovi termini korišćeni; 2.)
MATCH@M:(2.	The frequency rate - frequency tables for each term found in the corpus,===>2.	Stopa ucestalosti - tabele frekventnosti za svaki termin naden u korpusu;)
MATCH@E:(The frequency rate - frequency tables for each term found in the corpus, 3.===>Stopa učestalosti tabele frekventnosti za svaki termin nađen u korpusu; 3.)
MATCH@M:(3.	Terms and their translation equivalents;===>3.	Termini i njihovi prevodni ekvivalenti;)
MATCH@E:(Terms and their translation equivalents; 4.===>Termini i njihovi prevodni ekvivalenti; 4.)
MATCH@M:(4.	Frequent collocations;===>4.	Ceste kolokacije;)
MATCH@E:(Frequent collocations; 5.===>Česte kolokacije; 5.)
BAD_LINE_=============================================================
BAD_LINE_M:4.	Frequent collocations;
BAD_LINE_M:4.	Ceste kolokacije;
BAD_LINE_E:Frequent collocations; 5.
BAD_LINE_E:Česte kolokacije; 5.
MATCH@M:(5.	The relationship type between the terms.===>5.	Vrsta odnosa izmedu ovih termina.)
MATCH@E:(The relationship type between the terms.===>Vrsta odnosa između ovih termina. 4.)
MATCH@M:(As shown in the table, the largest number of work dealing with organization-related topics is the magister’s dissertations, followed by doctoral theses and master’s and specialist’s dissertations.===>Kako se vidi iz tabele, najveci broj radova koji se odnosi na teme vezane za organizaciju je u grupi magistarskih disertacija, a slede doktorske teze i master i specijalisticke disertacije.)
MATCH@E:(Organization As shown in the table, the largest number of work dealing with organization-related topics is the magisters dissertations, followed by doctoral theses and masters and specialists dissertations.===>Organizacija Kako se vidi iz tabele, najveći broj radova koji se odnosi na teme vezane za organizaciju je u grupi magistarskih disertacija, a slede doktorske teze i master i specijalističke disertacije.)
MATCH@M:(Referring to the aforesaid definitions of the term organization, the ones we considered in the corpus analysis are organization as a process, an institution and a structure; because this term showed to be more clear in its definition and translation equivalents.===>Kad se govori o prethodno pomenutim definicijama termina organizacija, u analizi korpusa posmatran je termin organizacija kao proces, kao institucija i kao struktura; pošto se pokazalo da je ovaj termin jasniji po svojoj definiciji i prevodnim ekvivalentima.)
MATCH@E:(Referring to the aforesaid definitions of the term organization, the ones we considered in the corpus analysis are organization as a process, an institution and a structure; because this term showed to be more clear in its definition and translation equivalents.===>Kad se govori o prethodno pomenutim definicijama termina organizacija, u analizi korpusa posmatran je termin organizacija kao proces, kao institucija i kao struktura; pošto se pokazalo da je ovaj termin jasniji po svojoj definiciji i prevodnim ekvivalentima.)
MATCH@M:(As shown in the table, the master’s and specialist’s dissertations deal with the problem of organization in the meaning of a process; magister’s theses lead when it comes to tackling the issue of organization as an institution, while doctoral theses lead in dealing with organization in the meaning of a structure.===>Kako se vidi iz tabele, u master i specijalistickim disertacijama termin organizacija se koristi u znacenju proces; kad je rec o terminu organizacija kao institucija, prednjace magistarske teze, dok je doktorskih teza najviše kad se termin organizacija koristi u znacenju strukture.)
MATCH@E:(Frequency rate 3 As shown in the table, the masters and specialists dissertations deal with the problem of organization in the meaning of a process; magisters theses lead when it comes to tackling the issue of organization as an institution, while doctoral theses lead in dealing with organization in the meaning of a structure.===>Stopa učestalosti 3 Kako se vidi iz tabele, u master i specijalističkim disertacijama termin organizacija se koristi u značenju proces; kad je reč o terminu organizacija kao institucija, prednjače magistarske teze, dok je doktorskih teza najviše kad se termin organizacija koristi u značenju strukture.)
MATCH@M:(When it comes to the term management as a process, the most common translation is the verbal noun upravljanje, followed by instrumental case, then the Serbian equivalent of the term -menadžment followed by the genitive case, and the least common form rukovodenje, occurring very seldomly.===>Kada se radi o terminu menadž-ment kao proces, najcešci prevod je glagolska imenica upravljanje, posle koje se koristi padež instrumental, a onda srpski ekvivalent ovog termina - menadžment posle koga ide genitiv, a najrede se koristi oblik rukovodenje, on se u stvari veoma retko pojavljuje.)
MATCH@E:(When it comes to the term management as a process, the most common translation is the verbal noun upravljanje, followed by instrumental case, then the Serbian equivalent of the term menadžment followed by the genitive case, and the least common form rukovođenje, occurring very seldomly.===>)
BAD_LINE_=============================================================
BAD_LINE_M:When it comes to the term management as a process, the most common translation is the verbal noun upravljanje, followed by instrumental case, then the Serbian equivalent of the term -menadžment followed by the genitive case, and the least common form rukovodenje, occurring very seldomly.
BAD_LINE_M:Kada se radi o terminu menadž-ment kao proces, najcešci prevod je glagolska imenica upravljanje, posle koje se koristi padež instrumental, a onda srpski ekvivalent ovog termina - menadžment posle koga ide genitiv, a najrede se koristi oblik rukovodenje, on se u stvari veoma retko pojavljuje.
BAD_LINE_E:When it comes to the term management as a process, the most common translation is the verbal noun upravljanje, followed by instrumental case, then the Serbian equivalent of the term menadžment followed by the genitive case, and the least common form rukovođenje, occurring very seldomly.
BAD_LINE_E:
MATCH@M:(The more often used term, mostly in earlier works, was directing (upravljanje).===>Cešce upotrebljavani termin, uglavnom u ranijim radovima, bio je directing (upravljanje).)
MATCH@E:(The more often used term, mostly in earlier works, was directing (upravljanje).===>Češće upotrebljavani termin, uglavnom u ranijim radovima, bio je directing (upravljanje).)
MATCH@M:(The most common collocations with the term in this sense are project management (upravljanje projektom, menadžment projektom), risk management (upravljanje rizikom), and human resources management (upravljanje ljudskim resursima, menadžment ljudskih resursa).===>Najcešce kolokacija sa ovim terminom u ovom smislu su projektni menadžment (upravljanje projektom, menadžment projektom), menadžment rizikom (upravljanje rizikom) i menadžment ljudskih resursa (upravljanje ljudskim resursima).)
MATCH@E:(The most common collocations with the term in this sense are project management (upravljanje projektom, menadžment projektom), risk management (upravljanje rizikom), and human resources management (upravljanje ljudskim resursima, menadžment ljudskih resursa).===>Najčešće kolokacija sa ovim terminom u ovom smislu su projektni menadžment (upravljanje projektom, menadžment projektom), menadžment rizikom (upravljanje rizikom) i menadžment ljudskih resursa (upravljanje ljudskim resursima). ~~~ Termin organizacija Broj korišćenja:)
MATCH@M:(The terms used to denote a team, a group of people or an individual managing a process or an institution are management and manager.===>Termini koji se koriste da odrede tim, grupu ljudi ili pojedinca koji upravlja procesom ili institucijom su menadžment i menadžer.)
MATCH@E:(The terms used to denote a team, a group of people or an individual managing a process or an institution are management and manager.===>Termini koji se koriste da odrede tim, grupu ljudi ili pojedinca koji upravlja procesom ili institucijom su menadžment i menadžer.)
MATCH@M:(The most common Serbian translation of the term manager, derived from management, is menadžer, and in very few instances -rukovodilac.===>Najuobicajeniji srpski prevod termina manager, izvedenog iz management, jeste menadžer, a u veoma malom broju slucajeva rukovodilac.)
MATCH@E:(The most common Serbian translation of the term manager, derived from management, is menadžer, and in very few instances rukovodilac.===>Najuobičajeniji srpski pre vod termina manager, izvedenog iz management, jeste menadžer, a u veoma malom broju slučajeva rukovodilac.)
MATCH@M:(If the term is followed by an object, it is in genitive case (menadžer ljudskih resursa).===>Ako se posle termina nalazi objekat, on je u genitivu (menadžer ljudskih resursa).)
MATCH@E:(If the term is followed by an object, it is in genitive case (menadžer ljudskih resursa).===>Ako se posle termina nalazi objekat, on je u genitivu (menadžer ljudskih resursa).)
MATCH@M:(It appears as a noun, adjective and adverb.===>Ovaj termin pojavljuje se kao imenica, pridev i prilog.)
MATCH@E:(Term organization It appears as a noun, adjective and adverb.===>Termin organizacija Ovaj termin pojavljuje se kao imenica, pridev i prilog.)
MATCH@M:(In most of the titles analyzed in a corpus it is usually used as a noun.===>U vecini naslova analiziranih u korpusu obicno je upo-trebljen u imenickom obliku.)
MATCH@E:(In most of the titles analyzed in a corpus it is usually used as a noun.===>U većini naslova analiziranih u korpusu obično je upotrebljen u imeničkom obliku.)
MATCH@M:(The starting point for the determination of certain techniques of our analysis we took from Newmark’s (1982), although most of the results we obtained are the result of our own views on the use of two key terms in management we analyzed in this paper.===>Pocetna tacka za utvrdivanje odredenih tehnika ove analize preuzeta je od Newmark’s (1982) iako je vecina dobijenih rezultata rezultat licnih posmatranja korišce-nja ova dva kljucna termina analiziranih u ovom radu.)
MATCH@E:(Conclusion The starting point for the determination of certain techniques of our analysis we took from Newmarks (1982), although most of the results we obtained are the result of our own views on the use of two key terms in management we analyzed in this paper.===>Zaključak Početna tačka za utvrđivanje određenih tehnika ove analize preuzeta je od Newmarks (1982) iako je većina dobijenih rezultata rezultat ličnih posmatranja korišćenja ova dva ključna termina analiziranih u ovom radu.)
MATCH@M:(The problems that arose during the preparation of this work were numerous.===>Tokom pripreme ovog rada javljali su se mnogobrojni problemi.)
MATCH@E:(The problems that arose during the preparation of this work were numerous.===>Tokom pripreme ovog rada javljali su se mnogobrojni problemi.)
MATCH@M:(This terminological field includes a very large number of terms, there are few theoretical papers on the use of management terminology in the world today, a small number of translated works on the same topic, a rare number of English-Serbian management dictionaries, and the government and other use in terms of non-standardized and inconsistent terminology in both languages.===>Ovo polje terminologije obuhvata veoma širok spektar termina, u svetu postoji mali broj teorijskih radova na temu korišcenja terminologije me-nadžmenta i mali broj prevedenih radova na ovu temu. Englesko-srpski recnici u oblasti menadžmenta skoro da ne postoje, a vlada i drugi ih koriste u smislu nestandardne i nedosledne terminologije u oba jezika.)
MATCH@E:(This terminological field includes a very large number of terms, there are few theoretical papers on the use of management terminology in the world today, a small number of translated works on the same topic, a rare number of English-Serbian management dictionaries, and the government and other use in terms of non-standardized and inconsistent terminology in both languages.===>Ovo polje terminologije obuhvata veoma širok spektar termina, u svetu postoji mali broj teorijskih radova na temu korišćenja terminologije menadžmenta i mali broj prevedenih radova na ovu temu. ~~~ Englesko-srpski rečnici u oblasti menadžmenta skoro da ne postoje, a vlada i drugi ih koriste u smislu nestandardne i nedosledne terminologije u oba jezika.)
MATCH@M:(This research has highlighted the necessity of regulation and standardization of management terminology in Serbian, facilitation of its translation from foreign languages, the need to enable monitoring of literature, writing publications, and in particular, the inclusion of our country in the world system of standardized information.===>U ovom radu istice se neophodnost regulisanja i standardizacije terminologije menadžmenta na srpskom jeziku, olakšavanja njenog prevodenja sa stranih jezika, potreba da se omoguci pracenje literature, pisanje publikacija, i posebno ukljucivanje naše zemlje u svet-ski sistem standardizovanih informacija.)
MATCH@E:(This research has highlighted the necessity of regulation and standardization of management terminology in Serbian, facilitation of its translation from foreign languages, the need to enable monitoring of literature, writing publications, and in particular, the inclusion of our country in the world system of standardized information.===>U ovom radu ističe se neophodnost regulisanja i standardizacije terminologije menadžmenta na srpskom jeziku, olakšavanja njenog prevođenja sa stranih jezika, potreba da se omogući praćenje literature, pisanje publikacija, i posebno uključivanje naše zemlje u svetski sistem standardizovanih informacija.)
MATCH@M:(Due to its multidisciplinary character it appeared to be a continual inspiration for research, however an equally complex subject.===>Njen multidisciplinarni karakter cinio je konstantno inspirativnom za proucavanje, ali podjednako i složenom.)
MATCH@E:(Due to its multidisciplinary character it appeared to be a continual inspiration for research, however an equally complex subject.===>Njen multidisciplinarni karakter činio je konstantno inspirativnom za proučavanje, ali podjednako i složenom.)
MATCH@M:(It is for this reason that numerous examples of virtual reality implementation are encountered in medicine, education, manufacture, design, sales, at fairs and in entertainment activities...===>Iz tog razloga, niz je primera primene virtuelne realnosti u medicini, edukaciji, proizvodnji, dizajnu, prodaji, na sajamovima i zabavi...)
MATCH@E:(It is for this reason that numerous examples of virtual reality implementation are encountered in medicine, education, manufacture, design, sales, at fairs and in entertainment activities...===>Iz tog razloga, niz je primera primene virtuelne realnosti u medicini, edukaciji, proizvodnji, dizajnu, prodaji, na sajamovima i zabavi...)
MATCH@M:(The research titled “Practical Implementation of Virtual Reality in Marketing Communications and Distance Education“ was conducted on the sample of students and employees engaged in information technologies and management.===>Istraživanje »Prakticna primena virtuelne realnosti u marketinškim komunikacijama i obrazovanju na daljinu« sprovedeno je na studentima i zaposlenima koji se bave informacionim tehnologijama i menad'mentom.)
MATCH@E:(The research titled Practical Implementation of Virtual Reality in Marketing Communications and Distance Education was conducted on the sample of students and employees engaged in information technologies and management.===>Istraživanje »Praktična primena virtuelne realnosti u marketinškim komunikacijama i obrazovanju na daljinu« sprovedeno je na studentima i zaposlenima koji se bave informacionim tehnologijama i menadžmentom.)
MATCH@M:(An example was presented that illustrates the implementation of virtual reality in distance education.===>Predstavljen je primer koji ilustruje upotrebu virtuelne realnosti u ucenju na daljinu.)
MATCH@E:(An example was presented that illustrates the implementation of virtual reality in distance education.===>Predstavljen je primer koji ilustruje upotrebu virtuelne realnosti u učenju na daljinu.)
MATCH@M:(The respondents were invited to express their attitudes via a number of items offered to them in a questionnaire.===>Svoje stavove ispitanici su izrazili putem niza ajtema koji su im dostavljeni upitnikom.)
MATCH@E:(The respondents were invited to express their attitudes via a number of items offered to them in a questionnaire.===>Svoje stavove ispitanici su izrazili putem niza ajtema koji su im dostavljeni upitnikom.)
MATCH@M:(The obtained results were interpreted in the context of well known theoretical frameworks of marketing and distance learning.===>Dobijeni rezultati tumaceni su u kontekstu poznatih teorijskih okvira marketinga i ucenja na daljinu.)
MATCH@E:(The obtained results were interpreted in the context of well known theoretical frameworks of marketing and distance learning.===>Dobijeni rezultati tumačeni su u kontekstu poznatih teorijskih okvira marketinga i učenja na daljinu. 1.)
MATCH@M:(The American Council of Education defines the distance education system as an integral combination of technologies designed to support learning and training among individuals that are not physically present on the same location.===>Americki savet za obrazovanje definiše sistem obrazovanja na daljinu kao integrisanu kombinaciju tehnologija projektovanih da podrže ucenje i obuku izmedu osoba koje nisu fizicki prisutne na istoj lokaciji.)
MATCH@E:(1. ~~~ Introduction Definition and the beginnings of distance education The American Council of Education defines the distance education system as an integral combination of technologies designed to support learning and training among individuals that are not physically present on the same location.===>Uvod Definicija i početak razvoja učenja na daljinu Američki savet za obrazovanje definiše sistem obrazovanja na daljinu kao integrisanu kombinaciju tehnologija projektovanih da podrže učenje i obuku između osoba koje nisu fizički prisutne na istoj lokaciji.)
MATCH@M:(Such systems generally insist on one technology, however, they draw on others too, in order to ensure the necessary flexibility.===>Takvi sistemi cesto naglašavaju jednu tehnologiju, ali se oslanjaju i na druge, kako bi obezbedili potrebnu fleksibilnost.)
MATCH@E:(Such systems generally insist on one technology, however, they draw on others too, in order to ensure the necessary flexibility.===>Takvi sistemi često naglašavaju jednu tehnologiju, ali se oslanjaju i na druge, kako bi obezbedili potrebnu fleksibilnost.)
MATCH@M:(The terms used in literature to describe distance learning range broadly: Distance Learning, Distance Training, Distance Education, eLearning, Electronic Classroom, Online Education, Virtual Instruction, Virtual Education, Virtual Classrooms, Blended Learning...===>Razliciti su termini kojima se opisuje ucenje na daljinu i koje možemo sresti u literaturi: Distance Learning, Distance Training, Distance Education, eLearning, Electronic Classroom, Online Education, Virtual Instruction, Virtual Education, Virtual Classrooms, Blended Learning...)
MATCH@E:(The terms used in literature to describe distance learning range broadly: Distance Learning, Distance Training, Distance Education, eLearning, Electronic Classroom, Online Education, Virtual Instruction, Virtual Education, Virtual Classrooms, Blended Learning...===>Različiti su termini kojima se opisuje učenje na daljinu i koje možemo sresti u literaturi: ~~~ Distance Learning, Distance Training, Distance Education, eLearning, Electronic Classroom, Online Education, Virtual Instruction, Virtual Education, Virtual Classrooms, Blended Learning...)
MATCH@M:(The beginnings of distance learning date back to the shorthand teacher, Isaac Pitman and the year 1840.===>Pocetak ucenja na daljinu vezuje se za ucitelja steno-grafije Isaac Pitman i godinu 1840.)
MATCH@E:(The beginnings of distance learning date back to the shorthand teacher, Isaac Pitman and the year 1840.===>Početak učenja na daljinu vezuje se za učitelja stenografije Isaac Pitman i godinu 1840.)
MATCH@M:(He communicated with his students via the post, gave them assignments and received these assignments later to correct them.===>On je sa studentima u Engleskoj komunicirao putem pošte, izdavao im je zadatke i dobijao ih nazad kasnije na pregled.)
MATCH@E:(He communicated with his students via the post, gave them assignments and received these assignments later to correct them.===>On je sa studentima u Engleskoj komunicirao putem pošte, izdavao im je zadatke i dobijao ih nazad kasnije na pregled.)
MATCH@M:(This method of work largely differed from the then prevailing traditional learning methods.===>Ovaj oblik rada bio je znacajno razlicit u odnosu na tadašnje tradicionalne metode ucenja.)
MATCH@E:(This method of work largely differed from the then prevailing traditional learning methods. ~~~ What does the term virtual mean?===>Ovaj oblik rada bio je značajno različit u odnosu na tadašnje tradicionalne metode učenja. [ta podrazumevamo pod terminom virtuelno?)
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BAD_LINE_M:This method of work largely differed from the then prevailing traditional learning methods.
BAD_LINE_M:Ovaj oblik rada bio je znacajno razlicit u odnosu na tadašnje tradicionalne metode ucenja.
BAD_LINE_E:This method of work largely differed from the then prevailing traditional learning methods. ~~~ What does the term virtual mean?
BAD_LINE_E:Ovaj oblik rada bio je značajno različit u odnosu na tadašnje tradicionalne metode učenja. [ta podrazumevamo pod terminom virtuelno?
MATCH@M:(Virtual - the adjective used to describe an object, a service, or an activity that is situated or is performed in a cyber space, that is, on the Internet.===>Virtuelno (Virtual) - pridev koji se koristi da opiše objekat, servis, uslugu ili akciju koja se nalazi ili obavlja u čber prostoru, dakle, na Internetu.)
MATCH@E:(Virtual the adjective used to describe an object, a service, or an activity that is situated or is performed in a cyber space, that is, on the Internet.===>Virtuelno (Virtual) - pridev koji se koristi da opiše objekat, servis, uslugu ili akciju koja se nalazi ili obavlja u cyber prostoru, dakle, na Internetu.)
MATCH@M:(The examples that include this adjective are numerous: Virtual Merchant, Virtual learning environment, Virtual School, Virtual university, Virtual Banking, Virtual Corporation, Virtual Fair, Virtual Press, Virtual Private Networks-VPN, Virtual Community, Virtual Societey, VRML - Virtual Reality Markup Language, Pure virtual, Virtual device, Virtual Memory Manager, Virtual function, Virtual path, Virtual word...===>Primeri koji sadrže ovaj pridev su mnogobrojni: Virtual Merchant, Virtual learning environment, Virtual School, Virtual university, Virtual Banking, Virtual Corporation, Virtual Fair, Virtual Press, Virtual Private Networks-VPN, Virtual Community, Virtual Societey, VRML - Virtual Reality Markup Language, Pure virtual, Virtual device, Virtual Memory Manager, Virtual function, Virtual path, Virtual word...)
MATCH@E:(The examples that include this adjective are numerous: Virtual Merchant, Virtual learning environment, Virtual School, Virtual university, Virtual Banking, Virtual Corporation, Virtual Fair, Virtual Press, Virtual Private Networks-VPN, Virtual Community, Virtual Societey, VRML - Virtual Reality Markup Language, Pure virtual, Virtual device, Virtual Memory Manager, Virtual function, Virtual path, Virtual word...===>Primeri koji sadrže ovaj pridev su mnogobrojni: ~~~ Virtual Merchant, Virtual learning environment, Virtual School, Virtual university, Virtual Banking, Virtual Corporation, Virtual Fair, Virtual Press, Virtual Private Networks-VPN, Virtual Community, Virtual Societey, VRML - Virtual Reality Markup Language, Pure virtual, Virtual device, Virtual Memory Manager, Virtual function, Virtual path, Virtual word...)
MATCH@M:(Virtual reality allows for the simulation of various activities in an artificial environment.===>Virtuelna realnost omogucava simulaciju razlicitih aktivnosti u veštackom okruženju.)
MATCH@E:(Virtual reality allows for the simulation of various activities in an artificial environment.===>Virtuelna realnost omogućava simulaciju različitih aktivnosti u veštačkom okruženju.)
MATCH@M:(A fascinating technology and its potentials attract the attention of scientists from different fields of study who want to implement a new methodology, technology in the context of their research, work, fields they are engaged in studying.===>Fascinantna tehnologija i njeni potencijali privlace pažnju naucnika iz razlicitih oblasti koji žele da jednu novu metodologiju, tehnologiju, primene u kontekstu svojih istraživanja, radova, oblasti kojima se bave.)
MATCH@E:(A fascinating technology and its potentials attract the attention of scientists from different fields of study who want to implement a new methodology, technology in the context of their research, work, fields they are engaged in studying.===>Fascinantna tehnologija i njeni potencijali privlače pažnju naučnika iz različitih oblasti koji žele da jednu novu metodologiju, tehnologiju, primene u kontekstu svojih istraživanja, radova, oblasti kojima se bave.)
MATCH@M:(On the other hand, restraints in presenting this method actually arise from the fact that it is impossible to know all the fields in which experiment have been conducted or this method has been implemented.===>Sa druge strane, ogranicenja u prikazivanju ove metode, upravo proisticu iz nemogucnosti poznavanja svih oblasti u kojima je vršen eksperiment ili upotrebljena ova metoda.)
MATCH@E:(On the other hand, restraints in presenting this method actually arise from the fact that it is impossible to know all the fields in which experiment have been conducted or this method has been implemented.===>Sa druge strane, ograničenja u prikazivanju ove metode, upravo proističu iz nemogućnosti poznavanja svih oblasti u kojima je vršen eksperiment ili upotrebljena ova metoda.)
MATCH@M:(Innovations in the technical/technological sense that are introduced into teaching require that their impact upon the change in the methodology of teaching be constantly analysed.===>Inovacije u tehnickom/tehnološkom smislu koje se uvode u nastavu, konstantno nas dovode u poziciju razmatranja njihovog uticaja na promenu u metodologiji izvodenja nastave.)
MATCH@E:(Innovations in the technical/technological sense that are introduced into teaching require that their impact upon the change in the methodology of teaching be constantly analysed.===>Inovacije u tehničkom/tehnološkom smislu koje se uvode u nastavu, konstantno nas dovode u poziciju razmatranja njihovog uticaja na promenu u metodologiji izvođenja nastave.)
MATCH@M:(New technologies are but a means to achieve the educational goal, not the achievement of the goal itself.===>Nove tehnologije su samo sredstvo postizanja obrazovnog cilja, ali ne i ostvarenje samog cilja.)
MATCH@E:(New technologies are but a means to achieve the educational goal, not the achievement of the goal itself.===>Nove tehnologije su samo sredstvo postizanja obrazovnog cilja, ali ne i ostvarenje samog cilja.)
MATCH@M:(Attractive presentation, animation, multimedia materials, using teaching materials presented via the interactive board are only some of the reasons that teaching material should be reorganized in order that it should be made more interesting to the users.===>Atraktivna prezentacija, animacija, multimedijalni materijali, korišcenje nastavnih materijala koji se predstavljaju putem interaktivne table, samo su neki od povoda da se nastavno gradivo reorganizuje, kako bi bilo zanimljivije korisnicima.)
MATCH@E:(Attractive presentation, animation, multimedia materials, using teaching materials presented via the interactive board are only some of the reasons that teaching material should be reorganized in order that it should be made more interesting to the users.===>Atraktivna prezentacija, animacija, multimedijalni materijali, korišćenje nastavnih materijala koji se predstavljaju putem interaktivne table, samo su neki od povoda da se nastavno gradivo reorganizuje, kako bi bilo zanimljivije korisnicima.)
MATCH@M:(Such change in methodology is achieved exclusively in the interaction with the subject contents, work objectives, the general concepts of work and the conditions of the schools, with the teacher and his/her role and finally with the student who has by all means to be viewed as a complete personality (in views of capabilities, character traits, motivation, interests, individual learning styles...).===>Takva vrsta promene u metodologiji ostvaruje se iskljucivo u interakciji sa sadržajem gradiva, ciljevima rada, opštim koncepcijama rada škole i njenim uslovi-ma, nastavnikom i njegovom ulogom i konacno ucenikom koji se svakako mora sagledavati kao celovita licnost (u smislu sposobnosti, osobina licnosti, motivacije, interesovanja, individualnih stilova ucenja...).)
MATCH@E:(Such change in methodology is achieved exclusively in the interaction with the subject contents, work objectives, the general concepts of work and the conditions of the schools, with the teacher and his/her role and finally with the student who has by all means to be viewed as a complete personality (in views of capabilities, character traits, motivation, interests, individual learning styles...).===>Težnja da se nastavni proces odvija u skladu sa metodama aktivnog učenja, upućuje nas na to da uvođenje novih tehnologija sagledavamo kao jednu od metoda koja bi uz učenje koje je u većoj meri praktično, smisaono, potkrepljeno većim brojem primera, stvaralačko i putem otkrića, dala bolji rezultat u pogledu obrazovnih ciljeva i razvoja učenika kao osobe.)
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BAD_LINE_M:Such change in methodology is achieved exclusively in the interaction with the subject contents, work objectives, the general concepts of work and the conditions of the schools, with the teacher and his/her role and finally with the student who has by all means to be viewed as a complete personality (in views of capabilities, character traits, motivation, interests, individual learning styles...).
BAD_LINE_M:Takva vrsta promene u metodologiji ostvaruje se iskljucivo u interakciji sa sadržajem gradiva, ciljevima rada, opštim koncepcijama rada škole i njenim uslovi-ma, nastavnikom i njegovom ulogom i konacno ucenikom koji se svakako mora sagledavati kao celovita licnost (u smislu sposobnosti, osobina licnosti, motivacije, interesovanja, individualnih stilova ucenja...).
BAD_LINE_E:Such change in methodology is achieved exclusively in the interaction with the subject contents, work objectives, the general concepts of work and the conditions of the schools, with the teacher and his/her role and finally with the student who has by all means to be viewed as a complete personality (in views of capabilities, character traits, motivation, interests, individual learning styles...).
BAD_LINE_E:Težnja da se nastavni proces odvija u skladu sa metodama aktivnog učenja, upućuje nas na to da uvođenje novih tehnologija sagledavamo kao jednu od metoda koja bi uz učenje koje je u većoj meri praktično, smisaono, potkrepljeno većim brojem primera, stvaralačko i putem otkrića, dala bolji rezultat u pogledu obrazovnih ciljeva i razvoja učenika kao osobe.
MATCH@M:(The desire to make the teaching process flow comply to the active learning methods suggests that introducing new technologies should be perceived as one of the methods that would, in addition to learning that is largely practical, meaningful, supported by a large number of examples, creative and investigative, allow for achieving better resluts as regards educational goals and the development of the student as a personality.===>Težnja da se nastavni proces odvija u skladu sa metodama aktivnog ucenja, upucuje nas na to da uvodenje novih tehnologija sagledavamo kao jednu od metoda koja bi uz ucenje koje je u vecoj meri prakticno, smi-saono, potkrepljeno vecim brojem primera, stvaralacko i putem otkrica, dala bolji rezultat u pogledu obrazovnih ciljeva i razvoja ucenika kao osobe.)
MATCH@E:(The desire to make the teaching process flow comply to the active learning methods suggests that introducing new technologies should be perceived as one of the methods that would, in addition to learning that is largely practical, meaningful, supported by a large number of examples, creative and investigative, allow for achieving better resluts as regards educational goals and the development of the student as a personality.===>Virtuelna realnost kao sredstvo u nastavnom procesu 1 Efraim Turban, Ephraim McLean, James Wetherbie, Informaciona tehnologija za menadžment, Transformisanje poslovanja u digitalnu ekonomijun , Zavod za udžbenike i nastavna sredstva, Beograd, 2003.)
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BAD_LINE_M:The desire to make the teaching process flow comply to the active learning methods suggests that introducing new technologies should be perceived as one of the methods that would, in addition to learning that is largely practical, meaningful, supported by a large number of examples, creative and investigative, allow for achieving better resluts as regards educational goals and the development of the student as a personality.
BAD_LINE_M:Težnja da se nastavni proces odvija u skladu sa metodama aktivnog ucenja, upucuje nas na to da uvodenje novih tehnologija sagledavamo kao jednu od metoda koja bi uz ucenje koje je u vecoj meri prakticno, smi-saono, potkrepljeno vecim brojem primera, stvaralacko i putem otkrica, dala bolji rezultat u pogledu obrazovnih ciljeva i razvoja ucenika kao osobe.
BAD_LINE_E:The desire to make the teaching process flow comply to the active learning methods suggests that introducing new technologies should be perceived as one of the methods that would, in addition to learning that is largely practical, meaningful, supported by a large number of examples, creative and investigative, allow for achieving better resluts as regards educational goals and the development of the student as a personality.
BAD_LINE_E:Virtuelna realnost kao sredstvo u nastavnom procesu 1 Efraim Turban, Ephraim McLean, James Wetherbie, Informaciona tehnologija za menadžment, Transformisanje poslovanja u digitalnu ekonomijun , Zavod za udžbenike i nastavna sredstva, Beograd, 2003.
MATCH@M:(Generations of techniques have changed in search for achieving the best possible communication with didactic material users.===>Postoji niz generacija tehnika koje su se menjale u potrazi za ostvarenjem najbolje komunikacije sa korisni cima didaktickog materijala.)
MATCH@E:(Virtual reality as means in the teaching process Generations of techniques have changed in search for achieving the best possible communication with didactic material users.===>Postoji niz generacija tehnika koje su se menjale u potrazi za ostvarenjem najbolje komunikacije sa korisnicima didaktičkog materijala.)
MATCH@M:(The correspondence model, the multimedial model, the telecommunication model, up to the virtual model, all are considered to be the key changes in the model.===>Cesto se u vezi sa kljucnim promenama modela navode razliciti modeli, od korespondentskog, multimedijalnog, teleledukacio-nog do virtuelnog modela.)
MATCH@E:(The correspondence model, the multimedial model, the telecommunication model, up to the virtual model, all are considered to be the key changes in the model.===>Često se u vezi sa ključ nim promenama modela navode različiti modeli, od korespondentskog, multimedijalnog, teleledukacionog do virtuelnog modela.)
MATCH@M:(On the other hand, too, some authors attempted to define the extent of “participation“, using computers in the learning process; it is in this aspect that Computer-Based Training (CBT), Computer Assisted Instruction (CAI), Video-Tele Training (VTT), Web-Based Training (WBT) and combined forms of education and training are discussed.===>Takode, sa druge strane neki autori su pokušali da odrede stepen «ucešca», korišcenja racunara u procesu ucenja pa se u tom smislu govori o obuci zasnovanoj na racunaru (CBT - Computer Based Training), ucenju uz pomoc racunara (CAI - Computer Assisted Instruction), Video-tele obuci (VTT Video-Tele Training), obuci zasnovanoj na Web-u (WBT-Web Based Training^ kombinovanim oblicima obrazovanja i obuke.)
MATCH@E:(On the other hand, too, some authors attempted to define the extent of participation, using computers in the learning process; it is in this aspect that ComputerBased Training (CBT), Computer Assisted Instruction (CAI), Video-Tele Training (VTT), Web-Based Training (WBT) and combined forms of education and training are discussed.===>Takođe, sa druge strane neki autori su pokušali da odrede stepen «učešća», korišćenja računara u procesu učenja pa se u tom smislu govori o obuci zasnovanoj na računaru (CBT Computer Based Training), učenju uz pomoć računara (CAI Computer Assisted Instruction), Video-tele obuci (VTT Video-Tele Training), obuci zasnovanoj na Web-u (WBT-Web Based Training)i kombinovanim oblicima obrazovanja i obuke.)
MATCH@M:(Comupter-based and Web-based learning are assumed to be hierarchally highest from the standpoint of using various teaching aids (from verbal lecturing without any teaching aids, to using only the board and the chalk, the course book, audio-visual illustrations and aids...).===>Ucenje uz pomoc racunara i Web-a smatramo i hijerarhijski najvišim sa aspekta korišcenja razlicitih sredstava, pomagala u nastavi (od verbalnih predavanja bez ikakvih pomagala, preko korišcenja samo table i krede, udžbenika, audiovizuelnih ilustracija i sredstava...).)
MATCH@E:(Comupter-based and Web-based learning are assumed to be hierarchally highest from the standpoint of using various teaching aids (from verbal lecturing without any teaching aids, to using only the board and the chalk, the course book, audio-visual illustrations and aids...).===>Učenje uz pomoć računara i Web-a smatramo i hijerarhijski najvišim sa aspekta korišćenja različitih sredstava, pomagala u nastavi (od verbalnih predavanja bez ikakvih pomagala, preko korišćenja samo table i krede, udžbenika, audiovizuelnih ilustracija i sredstava...).)
MATCH@M:(As a methodology/technology, virtual reality ia as-sumend to belong to the fourth generation of techniques, i.e., to the Virtual model used for the purpose of distance learning.===>Virtuelna realnost kao metodologija/tehnologija pripadala bi IV generaciji tehnika tj. virtuelnom modelu koji je korišcen u svrhu ucenja na daljinu.)
MATCH@E:(As a methodology/technology, virtual reality ia assumend to belong to the fourth generation of techniques, i.e., to the Virtual model used for the purpose of distance learning.===>Virtuelna realnost kao metodologija/tehnologija pripadala bi IV generaciji tehnika tj. virtuelnom modelu koji je korišćen u svrhu učenja na daljinu.)
MATCH@M:(In the context of learning mediation, virtaul reality could also be viewed as the fourth offered model, i.e., as a Web-Based Training model (WBT), which does not exclude a possible hybrid model that could be a logical supplement to the above mentioned model.===>Takode, u kontekstu oblika posredovanja ucenju, vir-tuelna realnost bi se mogla posmatrati kao cetvrti ponudeni model tj. kao obuka zasnovana na Web-u/WBT-Web Based Training/ što ne iskljucuje i eventualni hibridni model koji bi mogao predstavljati logicnu dopunu navedenog modela.)
MATCH@E:(In the context of learning mediation, virtaul reality could also be viewed as the fourth offered model, i.e., as a Web-Based Training model (WBT), which does not exclude a possible hybrid model that could be a logical supplement to the above mentioned model.===>Takođe, u kontekstu oblika posredovanja učenju, virtuelna realnost bi se mogla posmatrati kao četvrti ponuđeni model tj. kao obuka zasnovana na Webu/WBT-Web Based Training/ što ne isključuje i eventualni hibridni model koji bi mogao predstavljati logičnu dopunu navedenog modela.)
MATCH@M:(Learning is mainly achieved by imitating and is based on observational conditioning.===>Ono se uglavnom obavlja imitacijom i njegovu osnovu cini opservaciono uslovljava-nje.)
MATCH@E:(Learning is mainly achieved by imitating and is based on observational conditioning.===>Ono se uglavnom obavlja imitacijom i njegovu osnovu čini opservaciono uslovljavanje.)
MATCH@M:(Observational learning can take place even without special rewarding or punishment related to it.===>Može se odvijati i bez posebnog nagradivanja i kažnjavanja.)
MATCH@E:(Observational learning can take place even without special rewarding or punishment related to it.===>Može se odvijati i bez posebnog nagrađivanja i kažnjavanja.)
MATCH@M:(The material offered to the Internet users is something they are expected to assimilate, incorporate.===>Materijal koji se plasira korisnicima Interneta jeste nešto što bi oni trebalo da usvoje, inkorporiraju.)
MATCH@E:(The material offered to the Internet users is something they are expected to assimilate, incorporate.===>Materijal koji se plasira korisnicima Interneta jeste nešto što bi oni trebalo da usvoje, inkorporiraju.)
MATCH@M:(This process could not be realized completely if it did not lean on the learning by comprehension/cognition.===>Ovaj se proces ne bi mogao u potpunosti re-alizovati da se ne oslanja na ucenje uvidanjem.)
MATCH@E:(This process could not be realized completely if it did not lean on the learning by comprehension/cognition.===>Ovaj se proces ne bi mogao u potpunosti realizovati da se ne oslanja na učenje uviđanjem.)
MATCH@M:(The principle based, theoretically defined forms of learning, are the modes of learning based on cognition (as regards the examples the respondents were to observe).===>Kada je rec o principijelnim, teorijski definisanim oblicima ucenja radi se o ucenju koje je zasnovano na kogniciji (u pogledu primera koje su ispitanici posma-trali).)
MATCH@E:(The principle based, theoretically defined forms of learning, are the modes of learning based on cognition (as regards the examples the respondents were to observe).===>Kada je reč o principijelnim, teorijski definisanim oblicima učenja radi se o učenju koje je zasnovano na kogniciji (u pogledu primera koje su ispitanici posmatrali).)
MATCH@M:(correctly performed movements, correctly solved tests or problem situations on the Internet are reinforced by some sort of praize, applause, interesting music, sound, etc.===>Najcešce se ispravno uradeni pokreti, rešeni testovi ili neke problemske situacije na Internetu potkrepljuju pohvalom, aplauzom, zanimljivom muzikom, zvukom i sl.)
MATCH@E:(The Internet, however, often offers the principle of support or reinforcement: correctly performed movements, correctly solved tests or problem situations on the Internet are reinforced by some sort of praize, applause, interesting music, sound, etc.===>Ipak, na Internetu nije redak ni princip potkrepljenja. ~~~ Najčešće se ispravno urađeni pokreti, rešeni testovi ili neke problemske situacije na Internetu potkrepljuju pohvalom, aplauzom, zanimljivom muzikom, zvukom i sl.)
MATCH@M:(The subject matter taught (examples observed by the students) is learning motor skills.===>U pogledu materije koja se uci (u pogledu primera koje su ispitanici posmatrali) možemo uociti da se radi o ucenju motornih veština.)
MATCH@E:(The subject matter taught (examples observed by the students) is learning motor skills.===>U pogledu materije koja se uči (u pogledu primera koje su ispitanici posmatrali) možemo uočiti da se radi o učenju motornih veština.)
MATCH@M:(In terms of Bloom’s taxonomy of educational objectives, it is interesting to see to what extent the learning of content matter aided by virtual reality can be used and which are the expectations as regards learning outputs.===>Imajuci u vidu Blumovu taksonomiju obrazovnih ciljeva, zanimljivo je pitanje u kojoj meri se ucenje sadržaja uz pomoc vituelne realnosti može koristiti i kakva su ocekivanja u pogledu ishoda ucenja.)
MATCH@E:(In terms of Blooms taxonomy of educational objectives, it is interesting to see to what extent the learning of content matter aided by virtual reality can be used and which are the expectations as regards learning outputs.===>Imajući u vidu Blumovu taksonomiju obrazovnih ciljeva, zanimljivo je pitanje u kojoj meri se učenje sadržaja uz pomoć vituelne realnosti može koristiti i kakva su očekivanja u pogledu ishoda učenja.)
MATCH@M:(It is to be expected that virtual reality will be implemented and incorporated into the existing distance learning systems.===>Ocekivanja su da se virtuelna realnost koristi i inkorporira u postojece sisteme ucenja na daljinu.)
MATCH@E:(It is to be expected that virtual reality will be implemented and incorporated into the existing distance learning systems.===>Očekivanja su da se virtuelna realnost koristi i inkorporira u postojeće sisteme učenja na daljinu.)
MATCH@M:(It is for this reason that, in accordance with the characteristics of on-line education that means an easy access, a large number of experts, students, adaptability and personalization of curricula that this method is regarded as attractive for study both from the aspect of learning/distance learning and from the aspect of marketing services that inevitably accompany any type of communication on the Internet.===>U tom smislu, u skladu sa karakteristikama on-line obrazovanja koje upucuje na laku dostupnost, veliki broj eksperata, polaznika, adaptibilnost i personalizovanost nastavnih programa, ovu metodu smatramo atraktivnom za proucavanje kako sa aspekta ucenja/ucenja na daljinu, tako i sa aspekta marketing usluga koje neizostavno prate svaku vrstu komunikacije na internetu.)
MATCH@E:(It is for this reason that, in accordance with the characteristics of on-line education that means an easy access, a large number of experts, students, adaptability and personalization of curricula that this method is regarded as attractive for study both from the aspect of learning/distance learning and from the aspect of marketing services that inevitably accompany any type of communication on the Internet.===>U tom smislu, u skladu sa karakteristikama on-line obrazovanja koje upućuje na laku dostupnost, veliki broj eksperata, polaznika, adaptibilnost i personalizovanost nastavnih programa, ovu metodu smatramo atraktivnom za proučavanje kako sa aspekta učenja/učenja na daljinu, tako i sa aspekta marketing usluga koje neizostavno prate svaku vrstu komunikacije na internetu.)
MATCH@M:(On the other hand, the followers of the traditional methods of education criticise this learning method pointing out the lack of the necessary direct contact with the teacher, the need for pre-knowledge, the fact that the appeal of the technology may overwhelm the subject matter it deals with, etc.===>Sa druge strane treba imati u vidu i da pristalice tradicionalnog nacina obrazovanja zameraju ovom vidu ucenja nedostatak neophodnog direktnog kontakta sa profesorom, potrebu za predznanjima, cinjenicu da atraktivnost tehnologije može baciti u «senku» sadržaj kojim se ona bavi itd.)
MATCH@E:(On the other hand, the followers of the traditional methods of education criticise this learning method pointing out the lack of the necessary direct contact with the teacher, the need for pre-knowledge, the fact that the appeal of the technology may overwhelm the subject matter it deals with, etc.===>Sa druge strane treba imati u vidu i da pristalice tradicionalnog načina obrazovanja zameraju ovom vidu učenja nedostatak neophodnog direktnog kontakta sa profesorom, potrebu za predznanjima, činjenicu da atraktivnost tehnologije može baciti u «senku» sadržaj kojim se ona bavi itd.)
MATCH@M:(The dilemmas mentioned above and the pro- and counter- arguments are the reasons that the assessment of virtual reality as a method and its “use value“ as regards distance learning are addressed in a research manner.===>Izložene dileme i navedeni argumenti z? i protiv su razlozi da se istraživacki pristupi proceni virtuelne realnosti kao metode i njene “upotrebne vrednosti” u pogledu ucenja na daljinu.)
MATCH@E:(The dilemmas mentioned above and the pro- and counter- arguments are the reasons that the assessment of virtual reality as a method and its use value as regards distance learning are addressed in a research manner.===>Izložene dileme i navedeni argumenti z? i protiv su razlozi da se istraživački pristupi proceni virtuelne realnosti kao metode i njene upotrebne vrednosti u pogledu učenja na daljinu.)
MATCH@M:(As the sample for the research mainly consists of students, this is another reason that those in everyday contact with different learning types clearly explain their attitudes towards this method.===>Kako uzorak istraživanja najvecim delom cine studenti, to je razlog više da upravo oni koji su u svakodnevnom kontaktu sa razlicitim vidovima ucenja pruže potpunu sliku o svojim stavovima prema ovoj metodi.)
MATCH@E:(As the sample for the research mainly consists of students, this is another reason that those in everyday contact with different learning types clearly explain their attitudes towards this method.===>Kako uzorak istraživanja najvećim delom čine studenti, to je razlog više da upravo oni koji su u svakodnevnom kontaktu sa različitim vidovima učenja pruže potpunu sliku o svojim stavovima prema ovoj metodi. 2.)
MATCH@M:(The subject of this research is virtual reality as “envi-ronment/technology“ and its use value for learning and marketing communications.===>Predmet istraživanja je virtuelna realnost kao „okru-ženje/tehnologija“ i njena upotrebna vrednost u svrhu ucenja i marketing komunikacija.)
MATCH@E:(1. ~~~ Research subject The subject of this research is virtual reality as environment/technology and its use value for learning and marketing communications. ~~~ 2.===>Predmet istraživanja Predmet istraživanja je virtuelna realnost kao okruženje/tehnologija i njena upotrebna vrednost u svrhu učenja i marketing komunikacija. 3.)
MATCH@M:(A general goal is to explore the possibilities of virtual reality application for the purpose of education.===>Generalni cilj je istraživanje mogucnosti upotrebe virtuelne realnosti u obrazovne svrhe.)
MATCH@E:(Research goal A general goal is to explore the possibilities of virtual reality application for the purpose of education.===>Cilj istraživanja Generalni cilj je istraživanje mogućnosti upotrebe virtuelne realnosti u obrazovne svrhe.)
MATCH@M:(The first segment of the paper is the concrete research into the users’/students’ attitudes towards this method in order that the advantages/disadvantages of this method and its prospective future be established.===>Prvi segment rada predstavlja spro vodenje konkretnog istraživanja stavova korisnika/studenata prema ovoj metodi kako bi se utvrdile prednosti/nedostaci ove metode i njene eventualne perspektive.)
MATCH@E:(The first segment of the paper is the concrete research into the users/students attitudes towards this method in order that the advantages/disadvantages of this method and its prospective future be established.===>Prvi segment rada predstavlja sprovođenje konkretnog istraživanja stavova korisnika/studenata prema ovoj metodi kako bi se utvrdile prednosti/nedostaci ove metode i njene eventualne perspektive.)
MATCH@M:(The second segment of the paper refers to viewing virtual reality as a method in the distance learning systems.===>Drugi segment rada odnosi se na sagledavanje virtuel-ne realnosti kao metode u sistemima ucenja na daljinu.)
MATCH@E:(The second segment of the paper refers to viewing virtual reality as a method in the distance learning systems.===>Drugi segment rada odnosi se na sagledavanje virtuelne realnosti kao metode u sistemima učenja na daljinu. 4.)
MATCH@M:(The basic hypothesis asumes that in certain business segments virtual reality attracts a lot of attention by itself, since a majority of users wish to test it in different ways.===>Osnovna hipoteza jeste da virtuelna realnost u pojedinim poslovnim segmentima sama po sebi privlaci veliku pažnju, jer vecina korisnika želi da je testira na razlicite nacine.)
MATCH@E:(4. ~~~ Starting hypotheses of the research The basic hypothesis asumes that in certain business segments virtual reality attracts a lot of attention by itself, since a majority of users wish to test it in different ways.===>Polazne hipoteze istraživanja Osnovna hipoteza jeste da virtuelna realnost u pojedinim poslovnim segmentima sama po sebi privlači veliku pažnju, jer većina korisnika želi da je testira na različite načine.)
MATCH@M:(Hence it is expected to be adopted by students to a satisfactory extent.===>U tom smislu, ocekujemo da je studenti prihvate u znacajnoj meri.)
MATCH@E:(Hence it is expected to be adopted by students to a satisfactory extent.===>U tom smislu, očekujemo da je studenti prihvate u značajnoj meri.)
MATCH@M:(The research has a task to find the extent to which virtual reality as a new method is accepted among students, for the purpose of marketing communications and distance learning.===>Istraživanjem treba utvrditi stepen u kome studenti prihvataju virtuelnu realnost kao novu metodu, a u svrhu marketinških komunikacija i ucenja na daljinu.)
MATCH@E:(The research has a task to find the extent to which virtual reality as a new method is accepted among students, for the purpose of marketing communications and distance learning.===>Istraživanjem treba utvrditi stepen u kome studenti prihvataju virtuelnu realnost kao novu metodu, a u svrhu marketinških komunikacija i učenja na daljinu.)
MATCH@M:(As students are generally open to new challemges and experiments, on this occasion their interest in virtual reality as a method will be established as well as the individual assessment as to the field of work in which it could be implemented.===>Kako su studenti najcešce otvoreni za nove izazove i eksperimente, ovom prilikom bice utvrdeno njihovo interesovanje za virtuelnu realnost kao metodu i pojedinacna procena u smislu oblasti rada u kojoj bi se njena primena mogla realizovati.)
MATCH@E:(As students are generally open to new challemges and experiments, on this occasion their interest in virtual reality as a method will be established as well as the individual assessment as to the field of work in which it could be implemented. ~~~ 5.===>Kako su studenti najčešće otvoreni za nove izazove i eksperimente, ovom prilikom biće utvrđeno njihovo interesovanje za virtuelnu realnost kao metodu i pojedinačna procena u smislu oblasti rada u kojoj bi se njena primena mogla realizovati. 5.)
MATCH@M:(A field research was conducted at the Faculty of Organizational Sciences, the Electrical Engineering and Computer Science College, the Belgrade Student Campus, as well as in the “Karaburma“ Student Hall.===>Sprovedeno je terensko istraživanje na Fakultetu organizacionih nauka, Visokoj školi strukovnih studija elektrotehnike i racunarstva, Studentskom gradu Beograd, kao i u Studentksom domu «Karaburma».)
MATCH@E:(Methods implemented in the research A field research was conducted at the Faculty of Organizational Sciences, the Electrical Engineering and Computer Science College, the Belgrade Student Campus, as well as in the Karaburma Student Hall.===>Metode koje su korišćene prilikom izrade istraživanja Sprovedeno je terensko istraživanje na Fakultetu organizacionih nauka, Visokoj školi strukovnih studija elektrotehnike i računarstva, Studentskom gradu Beograd, kao i u Studentksom domu «Karaburma».)
MATCH@M:(Data processing was performed in the SPSS.===>Obrada podataka vršena je u SPSS-u.)
MATCH@E:(Data processing was performed in the SPSS.===>Obrada podataka vršena je u SPSS-u.)
MATCH@M:(Students were presented the material designed using virtual reality as a method/technology, as a good practice example.===>Studentima je prezentovan materijal koji je realizo-van uz korišcenje virtuelne realnosti kao metode/teh-nologije kao primer dobre prakse.)
MATCH@E:(Students were presented the material designed using virtual reality as a method/technology, as a good practice example.===>Studentima je prezentovan materijal koji je realizovan uz korišćenje virtuelne realnosti kao metode/tehnologije kao primer dobre prakse.)
MATCH@M:(The example is of universal type (as regards its contents), hence it was not geared to the actual future profession of the students.===>Primer je univerzalnog tipa (u smislu sadržaja), tako da nije bio usme-ren na konkretnu buducu struku studenata.)
MATCH@E:(The example is of universal type (as regards its contents), hence it was not geared to the actual future profession of the students.===>Primer je univerzalnog tipa (u smislu sadržaja), tako da nije bio usmeren na konkretnu buduću struku studenata.)
MATCH@M:(The Virtual Amusement Park (VPARK) Nice -Geneva is a material that was used in the work as basis for the presentation of the model of using VR in the distance learning context.===>Virtual Amusement Park (VPARK) Nice - Geneva je materijal koji je u radu korišcen kao osnova za pre-zentovanje modela korišcenja VR u kontekstu ucenja na daljinu.)
MATCH@E:(The Virtual Amusement Park (VPARK) Nice Geneva is a material that was used in the work as basis for the presentation of the model of using VR in the distance learning context.===>Virtual Amusement Park (VPARK) Nice - Geneva je materijal koji je u radu korišćen kao osnova za prezentovanje modela korišćenja VR u kontekstu učenja na daljinu.)
MATCH@M:(It was designed in the “Virtual Reality Laboratory“ (VRlab), the former Computer Graphics laboratory (LIG) of the Swiss Federal Institute of Technology (EPFL) from Luisiana, formed by Prof. Daniel Thalman in July 1988.===>Nastao je u “Virtual Reality laboratoriji (VRlab), bivšoj Computer Graphics laboratoriji LIG) iz švajcarskog Federalnog Instituta za tehnologiju (EPFL) iz Luizijane koju je formirao profesor Daniel Thalmann u julu 1988.)
MATCH@E:(It was designed in the Virtual Reality Laboratory (VRlab), the former Computer Graphics laboratory (LIG) of the Swiss Federal Institute of Technology (EPFL) from Luisiana, formed by Prof. Daniel Thalman in July 1988.===>Nastao je u Virtual Reality laboratoriji (VRlab), bivšoj Computer Graphics laboratoriji LIG) iz švajcarskog Federalnog Instituta za tehnologiju (EPFL) iz Luizijane koju je formirao profesor Daniel Thalmann u julu 1988.)
MATCH@M:(The laboratory is mainly engaged in modelling and three-dimensional animation within the Virtual world.===>Laboratorija je vecim delom zadužena za modelovanje i trodimenzionalnu animaciju u sklopu virtuelneog sveta.)
MATCH@E:(The laboratory is mainly engaged in modelling and three-dimensional animation within the Virtual world.===>Laboratorija je većim delom zadužena za modelovanje i trodimenzionalnu animaciju u sklopu virtuelneog sveta.)
MATCH@M:(VRLAB is a world leader laboratory in the real time.===>VRlab je svetska laboratorija lider u relanom vremenu.)
MATCH@E:(VRLAB is a world leader laboratory in the real time.===>VRlab je svetska laboratorija lider u relanom vremenu.)
MATCH@M:(The general framework of this project is to create key attraction and offer to the future users to incorporate their applications.===>Opšti okvir ovog projekta jeste kreiranje kljucne atrakcije i ponude buducim korisnicima da inkorporiraju svoje aplikacije.)
MATCH@E:(The general framework of this project is to create key attraction and offer to the future users to incorporate their applications. wishes to repeat.===>Opšti okvir ovog projekta jeste kreiranje ključne atrakcije i ponude budućim korisnicima da inkorporiraju svoje aplikacije.)
MATCH@M:(After a time the user himself starts practicing.===>Nakon izvesnog vremena, korisnik pocinje i sam da ve'ba.)
MATCH@E:(After a time the user himself starts practicing.===>Nakon izvesnog vremena, korisnik počinje i sam da vežba.)
MATCH@M:(During these exercises the user has the opportunity to compare the performance of his own movements with those of the person whose movements he wanted to learn.===>Korisnik tokom ve'bi ima mogucnosti da upore-di izvodenje svojih pokreta u odnosu na osobu cije je pokrete želeo da nauci.)
MATCH@E:(During these exercises the user has the opportunity to compare the performance of his own movements with those of the person whose movements he wanted to learn.===>Korisnik tokom vežbi ima mogućnosti da uporedi izvođenje svojih pokreta u odnosu na osobu čije je pokrete želeo da nauči.)
MATCH@M:(This is the opportunity for him to receive feedback information on his own achievement in learning.===>To je upravo prilika i da dobije povratnu informaciju o svojoj uspešnosti u ucenju. 6.	Uzorak)
MATCH@E:(This is the opportunity for him to receive feedback information on his own achievement in learning.2 6.===>To je upravo prilika i da dobije povratnu informaciju o svojoj uspešnosti u učenju. 6.)
MATCH@M:(6.	The sample The sample included a group of students from the Faculty of Organizational Sciences, the Electrical Engineering and Computer Science College and other students and employees in the IT and management domains who live and work in Belgrade.===>Uzorak ispitanika cini grupa studenata Fakulteta organizacionih nauka, Visoke škole strukovnih studija elektrotenike i racunarstva u Beogradu, i drugi studenti i zaposleni u domenu IT-a i menadžmenta koji žive i rade u Beogradu.)
MATCH@E:(The sample The sample included a group of students from the Faculty of Organizational Sciences, the Electrical Engineering and Computer Science College and other students and employees in the IT and management domains who live and work in Belgrade.===>Uzorak Uzorak ispitanika čini grupa studenata Fakulteta organizacionih nauka, Visoke škole strukovnih studija elektrotenike i računarstva u Beogradu, i drugi studenti i zaposleni u domenu IT-a i menadžmenta koji žive i rade u Beogradu.)
MATCH@M:(The FOS and EECSC are familiar with information technologies and hence they are logically assumed to be interested in the virtual reality field.===>Studenti FON-a i VSER su poznavaoci informacionih tehnologija i logicno je u tom smislu ocekivati interesovanje za oblast virtuelne realnosti.)
MATCH@E:(The FOS and EECSC are familiar with information technologies and hence they are logically assumed to be interested in the virtual reality field.===>Studenti FON-a i V[ER su poznavaoci informacionih tehnologija i logično je u tom smislu očekivati interesovanje za oblast virtuelne realnosti.)
MATCH@M:(The sample consisted of three groups: the group engaged in management studies, the group directly related to information technologies and the group of employees in the same fields of work.===>Uzorak su sacinjavale tri grupe: grupa koja je vezana za studije menadžmenta, grupa koja je direktno vezana za informacione tehnologije i zaposleni koji su vezani za iste oblasti rada.)
MATCH@E:(The sample consisted of three groups: the group engaged in management studies, the group directly related to information technologies and the group of employees in the same fields of work.===>Uzorak su sačinjavale tri grupe: grupa koja je vezana za studije menadžmenta, grupa koja je direktno vezana za informacione tehnologije i zaposleni koji su vezani za iste oblasti rada.)
MATCH@M:(The sample was largely uniform in terms of gender; the number of women respondents amounted to 51.3%.===>Uzorak je bio uglavnom ujednacen po polu, nešto malo više od polovine ispitanika je ženskog pola (51,3%).)
MATCH@E:(The sample was largely uniform in terms of gender; the number of women respondents amounted to 51.3%.===>Uzorak je bio uglavnom ujednačen po polu, nešto malo više od polovine ispitanika je ženskog pola (51,3%).)
MATCH@M:(Since the majority of the sample is made up of the students, it is logical that at the moment their education level was IV (67.2%), followed by the participants with the education level VII (25.90%), those with level VI (6%) and those whose level of education was V (0.9%).===>S obzirom da je najveci deo uzorka cine studenti, potpuno je razumljivo da su oni u ovom trenutku osobe sa IV stepenom strucne spreme (67,2%), slede oni sa VII stepenom (25,9%), VI stepenom (6%) i V stepe-nom strucne spreme (0,9%).)
MATCH@E:(Since the majority of the sample is made up of the students, it is logical that at the moment their education level was IV (67.2%), followed by the participants with the education level VII (25.90%), those with level VI (6%) and those whose level of education was V (0.9%).===>S obzirom da je najveći deo uzorka čine studenti, potpuno je razumljivo da su oni u ovom trenutku osobe sa IV stepenom stručne spreme (67,2%), slede oni sa Najvažniji cilj Vitual Amusement Park predstavlja proširenje postojeće VLNET virtuelne sredine, delje 2 http://vrlab.epfl.ch/Projects/projects_index.html http://vrlab.epfl.ch/Movies/Movies_index.html VII stepenom (25,9%), VI stepenom (6%) i V stepenom stručne spreme (0,9%).)
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BAD_LINE_M:Since the majority of the sample is made up of the students, it is logical that at the moment their education level was IV (67.2%), followed by the participants with the education level VII (25.90%), those with level VI (6%) and those whose level of education was V (0.9%).
BAD_LINE_M:S obzirom da je najveci deo uzorka cine studenti, potpuno je razumljivo da su oni u ovom trenutku osobe sa IV stepenom strucne spreme (67,2%), slede oni sa VII stepenom (25,9%), VI stepenom (6%) i V stepe-nom strucne spreme (0,9%).
BAD_LINE_E:Since the majority of the sample is made up of the students, it is logical that at the moment their education level was IV (67.2%), followed by the participants with the education level VII (25.90%), those with level VI (6%) and those whose level of education was V (0.9%).
BAD_LINE_E:S obzirom da je najveći deo uzorka čine studenti, potpuno je razumljivo da su oni u ovom trenutku osobe sa IV stepenom stručne spreme (67,2%), slede oni sa Najvažniji cilj Vitual Amusement Park predstavlja proširenje postojeće VLNET virtuelne sredine, delje 2 http://vrlab.epfl.ch/Projects/projects_index.html http://vrlab.epfl.ch/Movies/Movies_index.html VII stepenom (25,9%), VI stepenom (6%) i V stepenom stručne spreme (0,9%).
MATCH@M:(Of the respondents, 45.8% have work experience (formal or informal), while little more than a half (54.2%) still do not have any work experience.===>Radno iskustvo (formalno ili neformalno) ima 45,8% ispitanika, dok nešto više od polovine 54,2% još uvek nema to iskustvo.)
MATCH@E:(Of the respondents, 45.8% have work experience (formal or informal), while little more than a half (54.2%) still do not have any work experience.===>Radno iskustvo (formalno ili neformalno) ima 45,8% ispitanika, dok nešto više od polovine 54,2% još uvek nema to iskustvo.)
MATCH@M:(There is a significant number, however, of those who had used the computer for 9-11 years (10.1%) and 12 and more years (8.4%).===>Ipak, znacajan je broj i onih koji koriste racunar 9-11 godina (10,1%) i 12 i više godina (8,4%).)
MATCH@E:(There is a significant number, however, of those who had used the computer for 9-11 years (10.1%) and 12 and more years (8.4%).===>Ipak, značajan je broj i onih koji koriste računar 9-11 godina (10,1%) i 12 i više godina (8,4%).)
MATCH@M:(The instructions for answering the questionnaire were given to all the respondents that took part in the research N-120.===>Svi ispitanici koji su ucestvovali u istraživanju N=120 dobijali su u licnom kontaktu uputstvo za popunjavanje upitnika.)
MATCH@E:(The instructions for answering the questionnaire were given to all the respondents that took part in the research N-120. ~~~ 7.===>Svi ispitanici koji su učestvovali u istraživanju N=120 dobijali su u ličnom kontaktu uputstvo za popunjavanje upitnika. 7.)
MATCH@M:(The research was conducted in the November 2006 -May 2007 period at the Faculty of Organizational Sciences, the Electrical Engineering and Computer Science College in Belgrade, at the Belgrade “Student Campus“ and the “Karaburma“ Student Hall, as well as with the employees that deal with computers or management in a professional manner.===>Ispitivanje je sprovedeno u periodu novembar 2006 -maj 2007. na Fakultetu organizacionih nauka, Visokoj školi strukovnih studija elektrotenike i racunarstva u Beogradu u Studentskom domu “Studentski grad” i Studentskom domu “Karaburma” kao i u kontaktu sa zaposlenima koji se profesionalno bave racunarima ili menadžmentom.)
MATCH@E:(Result analysis The research was conducted in the November 2006 May 2007 period at the Faculty of Organizational Sciences, the Electrical Engineering and Computer Science College in Belgrade, at the Belgrade Student Campus and the Karaburma Student Hall, as well as with the employees that deal with computers or management in a professional manner.===>Analiza rezultata Ispitivanje je sprovedeno u periodu novembar 2006 maj 2007. na Fakultetu organizacionih nauka, Visokoj školi strukovnih studija elektrotenike i računarstva u Beogradu u Studentskom domu Studentski grad i Studentskom domu Karaburma kao i u kontaktu sa zaposlenima koji se profesionalno bave računarima ili menadžmentom.)
MATCH@M:(The research at the FOS and the EECSC was conducted in the conditions planned for the work with students.===>Ispitivanje na FON-u i VSER-u sprovedeno je u uslo-vima predvidenim za rad sa studentima.)
MATCH@E:(The research at the FOS and the EECSC was conducted in the conditions planned for the work with students.===>Ispitivanje na FON-u i V[ER-u sprovedeno je u uslovima predviđenim za rad sa studentima.)
MATCH@M:(The overhead projector was used to present experimental examples to the students.===>Ogledni pri-meri studentima su predstavljeni uz pomoc projektora.)
MATCH@E:(The overhead projector was used to present experimental examples to the students.===>Ogledni primeri studentima su predstavljeni uz pomoć projektora.)
MATCH@M:(The research in the Student Campus and the Student Hall at Karaburma was conducted in the area where the students get together during their breaks.===>Istraživanje u Studentskom gradu i Studentskom domu na Karaburmi sprovedeno je u prostoru u kome se okupljaju studenti u vreme odmora.)
MATCH@E:(The research in the Student Campus and the Student Hall at Karaburma was conducted in the area where the students get together during their breaks.===>Istraživanje u Studentskom gradu i Studentskom domu na Karaburmi sprovedeno je u prostoru u kome se okupljaju studenti u vreme odmora.)
MATCH@M:(The material containing the examples they were asked to comment were presented using the portable computer and could be viewed clearly, due to the fact that the research was conducted in small groups (3-6 respondents).===>Materijal sa primerima za koje je trebalo da izraze svoje stavove bili su predstavljeni uz pomoc prenosnog racunara i mogli su se korektno videti, s obzirom na cinjenicu da je ispitivanje sprovedeno u više malih grupa (3-6 ispitanika).)
MATCH@E:(The material containing the examples they were asked to comment were presented using the portable computer and could be viewed clearly, due to the fact that the research was conducted in small groups (3-6 respondents).===>Materijal sa primerima za koje je trebalo da izraze svoje stavove bili su predstavljeni uz pomoć prenosnog računara i mogli su se korektno videti, s obzirom na činjenicu da je ispitivanje sprovedeno u više malih grupa (3-6 ispitanika).)
MATCH@M:(Generally, 46.2% students assess the VR as a method of distance learning related subject matter presentation as effective; 10.1% rate it as very successful, and that===>Uopšteno, VR kao nacin prikazivanja sadržaja koji je vezan za ucenje na daljinu ispitanici procenjuju kao uspešan 46,2%, veoma uspešan 10,1%, dakle više od polovine ispitanika. Veliki je broj neodlucnih 33,6%, ali ima onih koji smatraju da je neuspešna 9,2% ili cak veoma neuspešna 0,8%.)
MATCH@E:(Generally, 46.2% students assess the VR as a method of distance learning related subject matter presentation as effective; 10.1% rate it as very successful, and that makes more than a half the number of respondents.===>Uopšteno, VR kao način prikazivanja sadržaja koji je vezan za učenje na daljinu ispitanici procenjuju kao uspešan 46,2%, veoma uspešan 10,1%, dakle više od polovine ispitanika.)
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BAD_LINE_M:Generally, 46.2% students assess the VR as a method of distance learning related subject matter presentation as effective; 10.1% rate it as very successful, and that
BAD_LINE_M:Uopšteno, VR kao nacin prikazivanja sadržaja koji je vezan za ucenje na daljinu ispitanici procenjuju kao uspešan 46,2%, veoma uspešan 10,1%, dakle više od polovine ispitanika. Veliki je broj neodlucnih 33,6%, ali ima onih koji smatraju da je neuspešna 9,2% ili cak veoma neuspešna 0,8%.
BAD_LINE_E:Generally, 46.2% students assess the VR as a method of distance learning related subject matter presentation as effective; 10.1% rate it as very successful, and that makes more than a half the number of respondents.
BAD_LINE_E:Uopšteno, VR kao način prikazivanja sadržaja koji je vezan za učenje na daljinu ispitanici procenjuju kao uspešan 46,2%, veoma uspešan 10,1%, dakle više od polovine ispitanika.
MATCH@M:(Given the fact that the materials of educational institutions are well prepared and in a majority of cases are geared to the user needs, it is obvious that the present (or prospective) student find most information in this manner.===>S obzirom na cinjenicu da su materijali obrazovnih institucija dobro pripremljeni i u vecini slucajeva odgovaraju zahte-vima korisnika, razumljivo je da ce sadašnji (ili potencijalni) student najveci broj informacija dobiti ovim putem.)
MATCH@E:(Given the fact that the materials of educational institutions are well prepared and in a majority of cases are geared to the user needs, it is obvious that the present (or prospective) student find most information in this manner.===>)
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BAD_LINE_M:Given the fact that the materials of educational institutions are well prepared and in a majority of cases are geared to the user needs, it is obvious that the present (or prospective) student find most information in this manner.
BAD_LINE_M:S obzirom na cinjenicu da su materijali obrazovnih institucija dobro pripremljeni i u vecini slucajeva odgovaraju zahte-vima korisnika, razumljivo je da ce sadašnji (ili potencijalni) student najveci broj informacija dobiti ovim putem.
BAD_LINE_E:Given the fact that the materials of educational institutions are well prepared and in a majority of cases are geared to the user needs, it is obvious that the present (or prospective) student find most information in this manner.
BAD_LINE_E:
MATCH@M:(The contingency coefficient C=0.17 indicates a low, but significant connection.===>Koeficijent kontigencije C=0.17 pokazuje nisku, ali znacajnu vezu.)
MATCH@E:(The contingency coefficient C=0.17 indicates a low, but significant connection.===>Koeficijent kontigencije C=0.17 pokazuje nisku, ali značajnu vezu.)
MATCH@M:(If the VR were implemented in terms of distance learning in the above presented manner, it would require that the learners have some knowledge of IT (67.5%) in the respondents’ opinion; two out of ten think knowledge is not necessary (20.8%), whereas a small number are of opinion that it is either highly necessary (8.3%) or absolutely unnecessary (3.3%).===>Kada bi se VR koristila u smislu ucenja na daljinu na prezenovani nacin, ispitanici procenjuju da je potrebno izvesno poznavanje IT-a (67,5%), petina njih smatra da nije potrebno (20,8%), dok je malo njih koji smatraju da je veoma potrebno (8,3%) ili potpuno nepotrebno (3,3%).)
MATCH@E:(If the VR were implemented in terms of distance learning in the above presented manner, it would require that the learners have some knowledge of IT (67.5%) in the respondents opinion; two out of ten think knowledge is not necessary (20.8%), whereas a small number are of opinion that it is either highly necessary (8.3%) or absolutely unnecessary (3.3%).===>Kada bi se VR koristila u smislu učenja na daljinu na prezenovani način, ispitanici procenjuju da je potrebno izvesno poznavanje IT-a (67,5%), petina njih smatra da nije potrebno (20,8%), dok je malo njih koji smatraju da je veoma potrebno (8,3%) ili potpuno nepotrebno (3,3%).)
MATCH@M:(In the majority of respondents’ opinions, this type of material presentation is innovative (71.7%), almost one quarter are indecisive (23.3%), while the smallest number think it is classical (5.0%).===>Ovaj vid prezentovanja materijala vecina ispitanika smatra inovativnim (71,7%), skoro cetvrtina njih je neodlucna (23,3%), dok je najmanje onih koji ga smatraju klasicnim (5,0%).)
MATCH@E:(In the majority of respondents opinions, this type of material presentation is innovative (71.7%), almost one quarter are indecisive (23.3%), while the smallest number think it is classical (5.0%).===>Ovaj vid prezentovanja materijala većina ispitanika smatra inovativnim (71,7%), skoro četvrtina njih je neodlučna (23,3%), dok je najmanje onih koji ga smatraju klasičnim (5,0%).)
MATCH@M:(The respondents generally assess the cost of the realization of this project as moderate (55.0%) or high (36.7%).===>Ispitanici uglavnom smatraju da je cena koštanja realizacije ovog projekta umerena (55,0%) ili visoka (36,7%).)
MATCH@E:(The respondents generally assess the cost of the realization of this project as moderate (55.0%) or high (36.7%).===>Ispitanici uglavnom smatraju da je cena koštanja realizacije ovog projekta umerena (55,0%) ili visoka (36,7%).)
MATCH@M:(The Virtual Amusement Park was assessed as good, fresh, active and fast, and largely strong and big.===>Virtual Amusement Park je procenjen kao dobar, svež, aktivan i brz, dobrim delom je i snažan i veliki.)
MATCH@E:(Figure 2 The Virtual Amusement Park was assessed as good, fresh, active and fast, and largely strong and big.===>Slika br. 2 Virtual Amusement Park je procenjen kao dobar, svež, aktivan i brz, dobrim delom je i snažan i veliki.)
MATCH@M:(The respondents were asked to rate the extent to which (on a 1 - 5 scale) this type of material presentation is useful in acquiring new knowledge and skills.===>Ispitanici su procenjivali u kojoj meri (na skali od 1 do 5) ova vrsta predstavljanja materijala odgovara stica-nju odredenih znanja i veština.)
MATCH@E:(The respondents were asked to rate the extent to which (on a 1 5 scale) this type of material presentation is useful in acquiring new knowledge and skills.===>Ispitanici su procenjivali u kojoj meri (na skali od 1 do 5) ova vrsta predstavljanja materijala odgovara sticanju određenih znanja i veština.)
MATCH@M:(The manner of presentation is adequate in teaching cognitive skills (mark 3.2) which include problem solving, planning and decision making, programming, report creating, data analysis, project planning, marketing strategy creation.===>Prezentovani nacin odgovarao bi kognitivnim veština-ma (ocena 3,2) koje podrazumevaju rešavanje problema, planiranje i odlucivanje, programiranje, pisanje iz-veštaja, analizu podataka, planiranje projekata, kreiranje marketing strategija.)
MATCH@E:(The manner of presentation is adequate in teaching cognitive skills (mark 3.2) which include problem solving, planning and decision making, programming, report creating, data analysis, project planning, marketing strategy creation.===>Prezentovani način odgovarao bi kognitivnim veštinama (ocena 3,2) koje podrazumevaju rešavanje problema, planiranje i odlučivanje, programiranje, pisanje izveštaja, analizu podataka, planiranje projekata, kreiranje marketing strategija.)
MATCH@M:(It could also be an appropriate way of teaching psychomotor skills that include practical skills in terms of the interaction with machines, tools, transport vehicles (mark 3.1).===>Takode, odgovarao bi i psiho-motornim veštnama koje podrazumevaju prakticne ve-štine koje ukljucuju interakciju sa mašinama, alatima, transportnim sredstvima. (ocena 3,1).)
MATCH@E:(It could also be an appropriate way of teaching psychomotor skills that include practical skills in terms of the interaction with machines, tools, transport vehicles (mark 3.1).===>Takođe, odgovarao bi i psihomotornim veštnama koje podrazumevaju praktične veštine koje uključuju interakciju sa mašinama, alatima, transportnim sredstvima. (ocena 3,1).)
MATCH@M:(The respondents estimate that such a type of presentation is least applicable, however still possible (mark 2.8) in behavioural skills that involve practical skills in interaction with people, suppliers, bosses, colleagues...===>Ispitanici proce-njuju da ovakav vid prezentacije najmanje odgovara, ali je moguc (ocena 2,8) kod veština u ophodenju koje podrazumevaju prakticne veštine koje ukljucuju interakciju sa ljudima, snabdevacima, šefovima, kolegama...)
MATCH@E:(The respondents estimate that such a type of presentation is least applicable, however still possible (mark 2.8) in behavioural skills that involve practical skills in interaction with people, suppliers, bosses, colleagues...===>Ispitanici procenjuju da ovakav vid prezentacije najmanje odgovara, ali je moguć (ocena 2,8) kod veština u ophođenju koje podrazumevaju praktične veštine koje uključuju interakciju sa ljudima, snabdevačima, šefovima, kolegama...)
MATCH@M:(More than half a number of respondents would propose this method of presentation (VR aided) to their prospective client (54.2%) for the purpose distance learning.===>Više od polovine ispitanika preporucilo bi ovaj vid prezentacije uz pomoc VR svom potencijalnom klijentu (54,2%) u svrhu ucenja na daljinu.)
MATCH@E:(More than half a number of respondents would propose this method of presentation (VR aided) to their prospective client (54.2%) for the purpose distance learning.===>Više od polovine ispitanika preporučilo bi ovaj vid prezentacije uz pomoć VR svom potencijalnom klijentu (54,2%) u svrhu učenja na daljinu.)
MATCH@M:(36.7% respondents are indecisive, while 9.2% respondents would not recommend this method.===>Neodlucno je u tom pogledu njih 36,7% dok ovaj vid preporuke ne bi dalo 9,2% ispitanika.)
MATCH@E:(36.7% respondents are indecisive, while 9.2% respondents would not recommend this method.===>Neodlučno je u tom pogledu njih 36,7% dok ovaj vid preporuke ne bi dalo 9,2% ispitanika. 8.)
MATCH@M:(Prior to being given the items by which they were expected to express their attitudes towards the topic of virtual reality, the respondents were asked to answer a number of general questions on their socio-demographic characteristics, but also about their habits in getting informed on education.===>Ispitanici su pre ajtema koji su izražavali stavove na temu virtuelne realnosti imali priliku da odgovore na nekoliko opštih pitanja koja su se pored socio-demo-grafskih karakteristika ispitanika odnosila i na neke navike u pogledu informisanja na temu obrazovanja.)
MATCH@E:(7. ~~~ Conclusion Prior to being given the items by which they were expected to express their attitudes towards the topic of virtual reality, the respondents were asked to answer a number of general questions on their socio-demographic characteristics, but also about their habits in getting informed on education.===>Zaključak Ispitanici su pre ajtema koji su izražavali stavove na temu virtuelne realnosti imali priliku da odgovore na nekoliko opštih pitanja koja su se pored socio-demografskih karakteristika ispitanika odnosila i na neke navike u pogledu informisanja na temu obrazovanja.)
MATCH@M:(As regards the VR-presented example, the IT students showed a higher degree of interest in this type of material, which was proved by correlation.===>U pogledu prezentovanog primera VR, studenti IT pokazuju veci stepen interesovanja za ovu vrstu materijala, što je potvrdeno korelacijom.)
MATCH@E:(As regards the VR-presented example, the IT students showed a higher degree of interest in this type of material, which was proved by correlation.===>U pogledu prezentovanog primera VR, studenti IT pokazuju veći stepen interesovanja za ovu vrstu materijala, što je potvrđeno korelacijom.)
MATCH@M:(This is understandable given that it is new technologies that always capture their attention.===>Ova cinjenica je razumljiva s obzirom da su nove tehnologije u fokusu njihove pažnje.)
MATCH@E:(This is understandable given that it is new technologies that always capture their attention.===>Ova činjenica je razumljiva s obzirom da su nove tehnologije u fokusu njihove pažnje.)
MATCH@M:(Simultaneously, this fact proves that a possible designing of a VR-type material should first address the population that is employed in or studies IT (at least in the initial phase) and then those engaged in other fields of work.===>U isto vreme ova cinjenica ukazuje da bi eventualno kreiranje materijala VR tipa trebalo da se prvenstveno obraca populaciji koja se bavi ili studira IT (makar u pocetnoj fazi), a kasnije i onima koji su vezani za druge oblasti rada.)
MATCH@E:(Simultaneously, this fact proves that a possible designing of a VR-type material should first address the population that is employed in or studies IT (at least in the initial phase) and then those engaged in other fields of work.===>U isto vreme ova činjenica ukazuje da bi eventualno kreiranje materijala VR tipa trebalo da se prvenstveno obraća populaciji koja se bavi ili studira IT (makar u početnoj fazi), a kasnije i onima koji su vezani za druge oblasti rada.)
MATCH@M:(As regards the cognitive components of the attitude towards virtual reality, the respondents involved in the research have generally been using the computer for 3 - 5 years or from 5 -8 years which is a precondition enough to believe that they have mastered enough knowledge or understanding of the subject matter of this research.===>U pogledu kognitivne komponente stava o virtuelnoj realnosti može se reci da ispitanici koji su ucestvovali u istraživanju uglavnom koriste racunar 3-5 godina ili 6-8 godina što je dovoljan preduslov da smatramo da imaju dovoljno znanja ili shvatanja o pojavi koja je predmet proucavanja.)
MATCH@E:(Result analysis from the aspect of the components of the attitude towards virtual reality As regards the cognitive components of the attitude towards virtual reality, the respondents involved in the research have generally been using the computer for 3 5 years or from 5 -8 years which is a precondition enough to believe that they have mastered enough knowledge or understanding of the subject matter of this research.===>Analiza rezultata sa aspekta komponenti stava o virtuelnoj realnosti U pogledu kognitivne komponente stava o virtuelnoj realnosti može se reći da ispitanici koji su učestvovali u istraživanju uglavnom koriste računar 3-5 godina ili 6-8 godina što je dovoljan preduslov da smatramo da imaju dovoljno znanja ili shvatanja o pojavi koja je predmet proučavanja.)
MATCH@M:(The presentation itself of the Virtual Amusement Park is assessed as effective, and this kind of distance-learning related material presentation method is assessed by respondents as appealing (57.5%).===>Sama prezentacija Virtual Amusement Park je proce-njena kao uspešna ili veoma uspešna, a ovaj vid metode prezentovanja materijala vezanog za ucenje na daljinu ispitanici procenjuju kao dopadljiv (57,5%).)
MATCH@E:(The presentation itself of the Virtual Amusement Park is assessed as effective, and this kind of distance-learning related material presentation method is assessed by respondents as appealing (57.5%).===>Sama prezentacija Virtual Amusement Park je procenjena kao uspešna ili veoma uspešna, a ovaj vid metode prezentovanja materijala vezanog za učenje na daljinu ispitanici procenjuju kao dopadljiv (57,5%).)
MATCH@M:(It is these facts on the appeal level of the material that support our attitude that there is an emotional component to the attitude.===>Upravo navedene cinjenice o stepenu dopadljivosti materijala potvrduju postojanje emocionalne komponente stava.)
MATCH@E:(It is these facts on the appeal level of the material that support our attitude that there is an emotional component to the attitude.===>Upravo navedene činjenice o stepenu dopadljivosti materijala potvrđuju postojanje emocionalne komponente stava.)
MATCH@M:(As regards the conative component of the attitude that would present the tendency to do something related to the object one has a defined attitude to, the fact that more than half the number of respondents (53.2%) would recommend to their prospective client the use of the VR only corroborates this attitude.===>U pogledu konativne komponente stava koja bi prikazivala tendenciju da se nešto ucini u odnosu na obje-kat prema kojem se ima odredeni stav, može se reci da ide u prilog i cinjenica da bi za potrebe ucenja na daljinu, više od polovine ispitanika (53,2%) preporucilo svom potencijalnom klijentu korišcenje VR.)
MATCH@E:(As regards the conative component of the attitude that would present the tendency to do something related to the object one has a defined attitude to, the fact that more than half the number of respondents (53.2%) would recommend to their prospective client the use of the VR only corroborates this attitude.===>U pogledu konativne komponente stava koja bi prikazivala tendenciju da se nešto učini u odnosu na objekat prema kojem se ima određeni stav, može se reći da ide u prilog i činjenica da bi za potrebe učenja na daljinu, više od polovine ispitanika (53,2%) preporučilo svom potencijalnom klijentu korišćenje VR.)
MATCH@M:(The cost - These are the projects executed by multidisciplinary teams and this is the reason that the issue of cost asked of the respondent to estimate was of importance for this reasearch.===>Cena - Radi se o projektima koje realizuju multidisci-plinarni timovi i to je razlog zbog kog je pitanje proce-ne cene koštanja od strane ispitanika bilo od znacaja za ovo istraživanje.)
MATCH@E:(The cost These are the projects executed by multidisciplinary teams and this is the reason that the issue of cost asked of the respondent to estimate was of importance for this reasearch.===>Cena Radi se o projektima koje realizuju multidisciplinarni timovi i to je razlog zbog kog je pitanje procene cene koštanja od strane ispitanika bilo od značaja za ovo istraživanje.)
MATCH@M:(The respondents maintain that such projects imply that the cost will be moderate or high.===>Ispitanici smatraju da ovi projekti podrazumevaju umerenu ili visoku cenu koštanja.)
MATCH@E:(The respondents maintain that such projects imply that the cost will be moderate or high.===>Ispitanici smatraju da ovi projekti podrazumevaju umerenu ili visoku cenu koštanja.)
MATCH@M:(Location - The respondents are of opinion that this manner of presentation is appropriate for a fair presentation, for the Web, and for the product sales outlet itself.===>Mesto - Ispitanici smatraju da je ovaj nacin predstavljanja pogodan za sajamski nastup, Web i za samo mesto prodaje proizvoda.)
MATCH@E:(Location The respondents are of opinion that this manner of presentation is appropriate for a fair presentation, for the Web, and for the product sales outlet itself.===>Mesto Ispitanici smatraju da je ovaj način predstavljanja pogodan za sajamski nastup, Web i za samo mesto prodaje proizvoda.)
MATCH@M:(Promotion - This type of promotion, according to the respondents, is useful in presenting certain distance learning materials.===>Promocija - Ovaj vid promocije ispitanici bi preporucili u svrhu predstavljanja izvesnog sadržaja ucenja na daljinu.)
MATCH@E:(Promotion This type of promotion, according to the respondents, is useful in presenting certain distance learning materials.===>Promocija Ovaj vid promocije ispitanici bi preporučili u svrhu predstavljanja izvesnog sadržaja učenja na daljinu.)
MATCH@M:(People - The users of services presented through the VR, the respondents maintain, will most often be people 18-39 years old, with a seratin level of IT knowledge (no professional level of knowledge is necessary).===>Ljudi - Korisnici usluga prezentovanih putem VR po proceni ispitanika bili bi najcešce ljudi od 18-39 godina koji poseduju izvestan stepen poznavanja IT (procenjuju da nije potreban profesionalni nivo poznavanja).)
MATCH@E:(People The users of services presented through the VR, the respondents maintain, will most often be people 18-39 years old, with a seratin level of IT knowledge (no professional level of knowledge is necessary).===>Ljudi Korisnici usluga prezentovanih putem VR po proceni ispitanika bili bi najčešće ljudi od 18-39 godina koji poseduju izvestan stepen poznavanja IT (procenjuju da nije potreban profesionalni nivo poznavanja).)
MATCH@M:(Service provision process - this means a lengthy preparation activities conducted by a multidisciplinary team.===>Proces pružanja usluga - podrazumeva dugotrajnu pripremu koju vodi multidisciplinarni tim.)
MATCH@E:(Service provision process this means a lengthy preparation activities conducted by a multidisciplinary team.===>Proces pružanja usluga podrazumeva dugotrajnu pripremu koju vodi multidisciplinarni tim.)
MATCH@M:(The virtual persons in this process demonstrate certain subject contents that the user learns or show advantages of using a given product.===>U tom procesu virtuelni likovi demonstriraju odredene sadržaje koje korisnik uci ili pokazuju prednosti korišcenja odredenog proizvoda.)
MATCH@E:(The virtual persons in this process demonstrate certain subject contents that the user learns or show advantages of using a given product.===>U tom procesu virtuelni likovi demonstriraju određene sadržaje koje korisnik uči ili pokazuju prednosti korišćenja određenog proizvoda.)
MATCH@M:(Physical environment in which the service is delivered -The virtual environment where the user interacts with the marketing material presented or with the distance learning contents.===>Fizicka sredina u kojoj se usluga pruža - virtualna sredina u kojoj je korisnik u interakciji sa prezentovanim materijalom marketinškog karaktera ili sa sadržajem ucenja na daljinu.)
MATCH@E:(Physical environment in which the service is delivered The virtual environment where the user interacts with the marketing material presented or with the distance learning contents.===>Fizička sredina u kojoj se usluga pruža virtualna sredina u kojoj je korisnik u interakciji sa prezentovanim materijalom marketinškog karaktera ili sa sadržajem učenja na daljinu.)
MATCH@M:(This means that the implementation of VR in the planning of the marketing mix instruments is a reality today, recognized by modern, future oriented companies.===>Ovo ukazuje da je primena VR u planiranju instrumenata marketing miksa sadašnjost, koju za sada prihva-taju savremene kompanije okrenute ka buducnosti.)
MATCH@E:(This means that the implementation of VR in the planning of the marketing mix instruments is a reality today, recognized by modern, future oriented companies.===>Ovo ukazuje da je primena VR u planiranju instrumenata marketing miksa sadašnjost, koju za sada prihvataju savremene kompanije okrenute ka budućnosti.)
MATCH@M:(Thus the Match and the Nivea companies surprised their customers last year by a promotional campaign that made use of virtual reality to create perceptual sensations in customers.===>Tako su kompanija Match i Nivea u prošloj godini iznenadili potrošace promotivnom kampanjom koja je primenom virtuelne realnosti stvarala perceptualne senzacije kod potrošaca.)
MATCH@E:(Thus the Match and the Nivea companies surprised their customers last year by a promotional campaign that made use of virtual reality to create perceptual sensations in customers.===>Tako su kompanija Match i Nivea u prošloj godini iznenadili potrošače promotivnom kampanjom koja je primenom virtuelne realnosti stvarala perceptualne senzacije kod potrošača.)
MATCH@M:(The characters from the campaign appeared at the computer desktops and simulated the use of the product.===>Tako su se likovi iz kampanje pojavljivali na desktopu racunara i simulirali upotrebu proizvoda.)
MATCH@E:(The characters from the campaign appeared at the computer desktops and simulated the use of the product.===>Tako su se likovi iz kampanje pojavljivali na desktopu računara i simulirali upotrebu proizvoda.)
MATCH@M:(Upon the result evaluation the Nivea company significantly increased its market share in the last year and new forms of promotion raised the consumers’ awareness of the Nivea company as modern and futuristic, keeping up with the time.===>Evaluacijom rezultata kompanija Nivea je znacajno uvecala svoje ucešce na tržištu tokom prošle godine, a novi oblici promocije uticali su da potrošaci percipiraju kompaniju Nivea kao modernu i futuristicu, koja ide u korak sa vremenom.)
MATCH@E:(Upon the result evaluation the Nivea company significantly increased its market share in the last year and new forms of promotion raised the consumers awareness of the Nivea company as modern and futuristic, keeping up with the time.===>Evaluacijom rezultata kompanija Nivea je značajno uvećala svoje učešće na tržištu tokom prošle godine, a novi oblici promocije uticali su da potrošači percipiraju kompaniju Nivea kao modernu i futurističu, koja ide u korak sa vremenom.)
MATCH@M:(In their paper “Knowldege-based Economy, basis for growth and development“, published in the Management journal, the authors Jednak S. and D. Kragulj insist that economic development is a complex sociological process.===>U radu „Ekonomija zasnovana na znanju, osnova za rast i razvoj“, autora Jednak S. i Kragulj D., objavljenom u casopisu Menadžment, istice se da je ekonomski razvoj kompleksan sociološki proces.)
MATCH@E:(In their paper Knowldege-based Economy, basis for growth and development, published in the Management journal, the authors Jednak S. and D. Kragulj insist that economic development is a complex sociological process.===>U radu Ekonomija zasnovana na znanju, osnova za rast i razvoj, autora Jednak S. i Kragulj D., objavljenom u časopisu Menadžment, ističe se da je ekonomski razvoj kompleksan sociološki proces.)
MATCH@M:(In this paper, they also maintain that the devel-opning countries can draw on the experiences of the developed knowledge-based economies.===>Takode, u ovom radu naglašava se da iskustva razvijenih ekonomija koje su zasnovane na znanju mogu da pomognu zemljama u razvoju.)
MATCH@E:(In this paper, they also maintain that the developning countries can draw on the experiences of the developed knowledge-based economies.===>Takođe, u ovom radu naglašava se da iskustva razvijenih ekonomija koje su zasnovane na znanju mogu da pomognu zemljama u razvoju.)
MATCH@M:(The traditional determinant of work are work, capital, and technology.===>Tradicionalne determinante razvoja su rad, kapital i tehnologija.)
MATCH@E:(The traditional determinant of work are work, capital, and technology.===>Tradicionalne determinante razvoja su rad, kapital i tehnologija.)
MATCH@M:(In the paper “The New Paradigm of management -from innovation to competitive advantage“, published in the Management journal, the author V. Malesevic maintains that the 21st century requires a new approach to management, facing up the challenge, and implementation of innovation in business that lead to competitive advantage.===>U radu „Nova paradigma menadžmenta-od inovacija do kompetetivne prednosti“, autora Maleševic V., objavljenom u casopisu Menadžment, istice se da 21. vek zahteva novi pristup menadžmentu, prihvatanje izazova i primenu inovacija u poslovanju, koje vode ka konkurentskim prednostima.)
MATCH@E:(The goal of the EU countries is to develop knowledge and modern technology -based economy.3 In the paper The New Paradigm of management from innovation to competitive advantage, published in the Management journal, the author V. Malešević maintains that the 21st century requires a new approach to management, facing up the challenge, and implementation of innovation in business that lead to competitive advantage.===>Cilj zemalja EU je da razvijaju ekonomiju zasnovanu na znanju i modernim tehnologijama. ~~~ U radu Nova paradigma menadžmenta-od inovacija do kompetetivne prednosti, autora Malešević V., objavljenom u časopisu Menadžment, ističe se da 21. vek zahteva novi pristup menadžmentu, prihvatanje izazova i primenu inovacija u poslovanju, koje vode ka konkurentskim prednostima.)
MATCH@M:(In this context, it is necessary to again highlight the fact that various cognitive processes are simulated via the computer -facilities maintenance, language understanding, problem solving.===>U tom kontekstu treba još jednom ukazati na cinjenice da su putem racu-nara simulirani razliciti kognitivni procesi - opažanje objekata, razumevanje jezika, rešavanje problema.)
MATCH@E:(In this context, it is necessary to again highlight the fact that various cognitive processes are simulated via the computer facilities maintenance, language understanding, problem solving.===>U tom kontekstu treba još jednom ukazati na činjenice da su putem računara simulirani različiti kognitivni procesi opažanje objekata, razumevanje jezika, rešavanje problema.)
MATCH@M:(“The success and the failure in simulation have shown that our intuitions on what is cognitively complex and what is cognitively simple are often wrong.===>„Uspesi i neuspesi u simulaciji pokazali su da su naše intuicije o tome šta je kognitivno kompleksno a šta kognitivno jednostavno cesto pogrešne.)
MATCH@E:(The success and the failure in simulation have shown that our intuitions on what is cognitively complex and what is cognitively simple are often wrong.===>Uspesi i neuspesi u simulaciji pokazali su da su naše intuicije o tome šta je kognitivno kompleksno a šta kognitivno jednostavno često pogrešne.)
MATCH@M:(Playing chess may require extremely complex cognitive operations, however, the game can be formalized, hence today the computer can defeat any chess champion in the world.===>Iako igranje šaha zahteva izuzetno kompleksne kognitivne operacije, igru je moguce formalizovati, tako da je racunar danas u stanju da pobedi svetskog prvaka u šahu.)
MATCH@E:(Playing chess may require extremely complex cognitive operations, however, the game can be formalized, hence today the computer can defeat any chess champion in the world.===>Iako igranje šaha zahteva izuzetno kompleksne kognitivne operacije, igru je moguće formalizovati, tako da je računar danas u stanju da pobedi svetskog prvaka u šahu.)
MATCH@M:(They also believe that psychomotor skills such as interaction with machines, tools, transport vehicles, can be mastered in this manner.===>Takode, smatraju da se psihomotorne veštine mogu usvojiti ovim putem kao što je interakcija sa mašinama, alatima, transportnim sredstvima.)
MATCH@E:(They also believe that psychomotor skills such as interaction with machines, tools, transport vehicles, can be mastered in this manner.===>Takođe, smatraju da se psihomotorne veštine mogu usvojiti ovim putem kao što je interakcija sa mašinama, alatima, transportnim sredstvima.)
MATCH@M:(At least, they believe that it is possible to master behavioral skills that include interaction with clients, suppliers, colleagues, and employees.===>U najmanjoj meri studenti smatraju da je moguce usvojiti veštine u ophodenju koje podrazumevaju interakciju sa klijentima, snabdevacima, šefovima, kolegama i zaposlenima.)
MATCH@E:(At least, they believe that it is possible to master behavioral skills that include interaction with clients, suppliers, colleagues, and employees.===>)
BAD_LINE_=============================================================
BAD_LINE_M:At least, they believe that it is possible to master behavioral skills that include interaction with clients, suppliers, colleagues, and employees.
BAD_LINE_M:U najmanjoj meri studenti smatraju da je moguce usvojiti veštine u ophodenju koje podrazumevaju interakciju sa klijentima, snabdevacima, šefovima, kolegama i zaposlenima.
BAD_LINE_E:At least, they believe that it is possible to master behavioral skills that include interaction with clients, suppliers, colleagues, and employees.
BAD_LINE_E:
MATCH@M:(They are, however, not so much convinced that this is the best way to simulate the processes that mean some aspect of direct communication.===>Može se reci da je manji stepen uverenosti da se ovim putem mogu simulirati procesi koji podrazumevaju neki vid direktne komunikacije.)
MATCH@E:(They are, however, not so much convinced that this is the best way to simulate the processes that mean some aspect of direct communication.===>Može se reći da je manji stepen uverenosti da se ovim putem mogu simulirati procesi koji podrazumevaju neki vid direktne komunikacije.)
MATCH@M:(Regardless of the fact that the respondents had some belief in the VR as a method to be implemented in distance learning, it is necessary that the next step should include its experimental verification, in addition to the respondents’ generally positive attitudes.===>Iako su ispitanici pokazali izvesno poverenje u mogucnost VR kao metode u pogledu ucenja na daljinu, neophodno je pored stavova ispitanika koji su generalno pozitivni, ukljuciti u sledecem koraku i njenu eksperimentalnu proveru.)
MATCH@E:(Regardless of the fact that the respondents had some belief in the VR as a method to be implemented in distance learning, it is necessary that the next step should include its experimental verification, in addition to the respondents generally positive attitudes.===>Iako su ispitanici pokazali izvesno poverenje u mogućnost VR kao metode u pogledu učenja na daljinu, neophodno je pored stavova ispitanika koji su generalno pozitivni, uključiti u sledećem koraku i njenu eksperimentalnu proveru.)
MATCH@M:(Biofuels were strongly favoured a couple of years ago not only because they present a highly evolutionary change and can gradually substitute conventional fossil derived fuels but they seemed also a highly environmentally friendly solution.===>Pre nekoliko godina biogoriva su okupirala znacajnu pažnju ne samo zato što predstavljaju revolucionarnu promenu i što mogu postepeno da zamene konvencionalna goriva fosilnog (organskog) porekla, vec i zato što predstavljaju rešenje koje u velikoj meri pogoduje ocuvanju životne sredine.)
MATCH@E:(Biofuels were strongly favoured a couple of years ago not only because they present a highly evolutionary change and can gradually substitute conventional fossil derived fuels but they seemed also a highly environmentally friendly solution.===>Pre nekoliko godina biogoriva su okupirala značajnu pažnju ne samo zato što predstavljaju revolucionarnu promenu i što mogu postepeno da zamene konvencionalna goriva fosilnog (organskog) porekla, već i zato što predstavljaju rešenje koje u velikoj meri pogoduje očuvanju životne sredine.)
MATCH@M:(However, it has become increasingly evident that an aggressive introduction of biofuels at any price can bring numerous negative environmental influences.===>Medutim, sve više postaje jasno da uvodenje biogoriva po svaku cenu može da izazove i veliki broj negativnih posledica po okolinu.)
MATCH@E:(However, it has become increasingly evident that an aggressive introduction of biofuels at any price can bring numerous negative environmental influences.===>Međutim, sve više postaje jasno da uvođenje biogoriva po svaku cenu može da izazove i veliki broj negativnih posledica po okolinu.)
MATCH@M:(The present paper presents a comparison between environmental impacts of biofuels, conventional fossil derived fuels as well as some other ways of alternative fuels or driving modes (hydrogen and battery electrical vehicles).===>U ovom radu porede se uticaji biogoriva, konvencionalnih goriva fosilnog porekla i nekih drugih alternativnih goriva i pogona (automobili na vodonik i elektricni automobili) na životnu sredinu.)
MATCH@E:(The present paper presents a comparison between environmental impacts of biofuels, conventional fossil derived fuels as well as some other ways of alternative fuels or driving modes (hydrogen and battery electrical vehicles).===>U ovom radu porede se uticaji biogoriva, konvencionalnih goriva fosilnog porekla i nekih drugih alternativnih goriva i pogona (automobili na vodonik i električni automobili) na životnu sredinu. 1.)
MATCH@M:(In the last decade, alternative modes of automotive powering have become very interesting.===>Alternativna pogonska sredstva za automobile postala su veoma interesantna tema tokom poslednje decenije.)
MATCH@E:(1. ~~~ Introduction In the last decade, alternative modes of automotive powering have become very interesting Š1Ë.===>Uvod Alternativna pogonska sredstva za automobile postala su veoma interesantna tema tokom poslednje decenije Š1Ë.)
MATCH@M:(Although some economical or strategic-political reasons cannot be neglected, the main motives to favour alternative driving modes are without doubt environmental problems, particularly greenhouse effect and the related threat of climate changes.===>Postoje za to i neki strateški i politicki razlozi, ali glavni motiv za prelazak na alternativne vrste goriva su svakako problemi ocuvanja životne sredine, posebno efekat staklene bašte i s tim u vezi pretnja od klimatskih promena.)
MATCH@E:(Although some economical or strategic-political reasons cannot be neglected, the main motives to favour alternative driving modes are without doubt environmental problems, particularly greenhouse effect and the related threat of climate changes Š2, 3Ë.===>Postoje za to i neki strateški i politički razlozi, ali glavni motiv za prelazak na alternativne vrste goriva su svakako problemi očuvanja životne sredine, posebno efekat staklene bašte i s tim u vezi pretnja od klimatskih promena Š2, 3Ë.)
MATCH@M:(As a wide majority of cars nowadays are powered by petrol or diesel fuel, any other kinds of fuel - sometimes even gas - are designated as alternative fuels.===>Kako velika vecina automobila danas kao pogonsko gorivo koristi benzin ili dizel gorivo, svaka druga vrsta goriva - ponekad i gas - smatraju se alternativnim gorivima.)
MATCH@E:(As a wide majority of cars nowadays are powered by petrol or diesel fuel, any other kinds of fuel - sometimes even gas - are designated as alternative fuels.===>Kako velika većina automobila danas kao pogonsko gorivo koristi benzin ili dizel gorivo, svaka druga vrsta goriva ponekad i gas smatraju se alternativnim gorivima.)
MATCH@M:(However, particularly interesting modes of alternative vehicle powering are those which do not use fossil fuels as this is the most efficient way to reduce greenhouse gases emissions.===>Posebno interesantan alternativni vid pogona je onaj koji ne koristi fosilna goriva, a to je i najefikasniji nacin da se spreci emisija gasova sa efektom staklene bašte.)
MATCH@E:(However, particularly interesting modes of alternative vehicle powering are those which do not use fossil fuels as this is the most efficient way to reduce greenhouse gases emissions.===>Posebno interesantan alternativni vid pogona je onaj koji ne koristi fosilna goriva, a to je i najefikasniji način da se spreči emisija gasova sa efektom staklene bašte.)
MATCH@M:(Climate change is increasingly recognized as a major challenge.===>Klimatske promene se sve više posmatraju kao ozbiljna pretnja.)
MATCH@E:(Climate change is increasingly recognized as a major challenge.===>Klimatske promene se sve više posmatraju kao ozbiljna pretnja.)
MATCH@M:(It is widely accepted that the greenhouse gas (GHG) emissions caused by humans produce a negative impact on the environment.===>Opšte je poznato da emisije gasova sa efektom staklene bašte (GHG) koje covecanstvo oslobada imaju negativan uticaj na životnu sredinu.)
MATCH@E:(It is widely accepted that the greenhouse gas (GHG) emissions caused by humans produce a negative impact on the environment.===>Opšte je poznato da emisije gasova sa efektom staklene bašte (GHG) koje čovečanstvo oslobađa imaju negativan uticaj na životnu sredinu.)
MATCH@M:(The most important greenhouse gas, a product of human activity, is carbon dioxide (CO2).===>Najznacajniji gas sa efektom staklene bašte, proizvod ljudske de-latnosti, jeste ugljen-dioksid (CO2).)
MATCH@E:(The most important greenhouse gas, a product of human activity, is carbon dioxide (CO2).===>Najznačajniji gas sa efektom staklene bašte, proizvod ljudske delatnosti, jeste ugljen-dioksid (CO2).)
MATCH@M:(Virtually all human activities cause the CO2 emissions that lead to climate change.===>U stvari, sve ljudske aktivnosti imaju za posledicu emisiju CO2, a ona dovodi da klimatskih promena.)
MATCH@E:(Virtually all human activities cause the CO2 emissions that lead to climate change.===>U stvari, sve ljudske aktivnosti imaju za posledicu emisiju CO2, a ona dovodi da klimatskih promena.)
MATCH@M:(By using electricity generated from fossil fuel power stations, burning gas for heating or driving a petrol or diesel car, every person is responsible for CO2 emissions.===>Kad god koristi elektricnu stuju proizvedenu u elektranama na fosilno gorivo, greje se na gas ili vozi automobil sa benzinskim ili dizel motorom, covek proizvodi emisije CO2.)
MATCH@E:(By using electricity generated from fossil fuel power stations, burning gas for heating or driving a petrol or diesel car, every person is responsible for CO2 emissions.===>Kad god koristi električnu stuju proizvedenu u elektranama na fosilno gorivo, greje se na gas ili vozi automobil sa benzinskim ili dizel motorom, čovek proizvodi emisije CO2.)
MATCH@M:(Furthermore, every product or service that humans consume indirectly creates CO2 emissions; energy is required for their production, transport and disposal.===>Šta više, svaki proizvod ili usluga koja se pruži korisniku posredno je izvor emisije CO2, pošto je za njihovu proizvodnju, transport i odlaganje potrebna energija.)
MATCH@E:(Furthermore, every product or service that humans consume indirectly creates CO2 emissions; energy is required for their production, transport and disposal.===>Šta više, svaki proizvod ili usluga koja se pruži korisniku posredno je izvor emisije CO2, pošto je za njihovu proizvodnju, transport i odlaganje potrebna energija.)
MATCH@M:(These products and services may also cause emissions of other greenhouse gases.===>Ovi proizvodi i usluge izazivaju i emisije drugih gasova sa efektom staklene bašte.)
MATCH@E:(These products and services may also cause emissions of other greenhouse gases.===>Ovi proizvodi i usluge izazivaju i emisije drugih gasova sa efektom staklene bašte.)
MATCH@M:(Understanding and addressing the full range of our impact is crucial for the effects of climate change to be minimized.===>Da bi se efekti klimatskih promena sveli na najmanju meru, neophodno je da shvatimo i da se pocne sa rešavanjem problema koje stvaraju uticaji coveka na životnu sredinu.)
MATCH@E:(Understanding and addressing the full range of our impact is crucial for the effects of climate change to be minimized.===>Da bi se efekti klimatskih promena sveli na najmanju meru, neophodno je da shvatimo i da se počne sa rešavanjem problema koje stvaraju uticaji čoveka na životnu sredinu.)
MATCH@M:(Carbon footprint is a ‘measure of the impact human activities leave on the environment in terms of the amount of green house gases produced, measured in units of carbon dioxide’.===>Ugljenikov trag predstavlja „meru uticaja koju ljudi svojim aktivnostima imaju na životnu sredinu u smislu kolicine proizvedenih gasova sa efektom staklene ba-šte, izraženu u jedinici ugljen dioksida".)
MATCH@E:(Carbon footprint is a measure of the impact human activities leave on the environment in terms of the amount of green house gases produced, measured in units of carbon dioxide Š4Ë.===>Ugljenikov trag predstavlja meru uticaja koju ljudi svojim aktivnostima imaju na životnu sredinu u smislu količine proizvedenih gasova sa efektom staklene bašte, izraženu u jedinici ugljen dioksidaŠ4Ë.)
MATCH@M:(It is meant to be useful for individuals and organizations to conceptualize their personal or organizational impact in contributing to global warming.===>Ova mera je uvedena kao pomoc pojedincima i organizacijama da odrede svoj licni ili organizacioni uticaj na globalno zagrevanje.)
MATCH@E:(It is meant to be useful for individuals and organizations to conceptualize their personal or organizational impact in contributing to global warming.===>Ova mera je uvedena kao pomoć pojedincima i organizacijama da odrede svoj lični ili organizacioni uticaj na globalno zagrevanje.)
MATCH@M:(Carbon footprint is the total amount of greenhouse gases produced to directly and indirectly support human activities, usually expressed in equivalent tons of carbon dioxide (CO2).===>Koncentracija ugljenika predstavlja ukupnu kolicinu gasova sa efektom staklene bašte koji nastaju u procesima kojima se neposredno ili posredno podržavaju ljudske aktivnosti, a obicno se izražava u tonama ugljen-dioksida (CO2).)
MATCH@E:(Carbon footprint is the total amount of greenhouse gases produced to directly and indirectly support human activities, usually expressed in equivalent tons of carbon dioxide (CO2), Š5, 6Ë.===>Koncentracija ugljenika predstavlja ukupnu količinu gasova sa efektom staklene bašte koji nastaju u procesima kojima se neposredno ili posredno podržavaju ljudske aktivnosti, a obično se izražava u tonama ugljen-dioksida (CO2), Š5, 6Ë.)
MATCH@M:(In other words: When one drives a car, the engine burns fuel which creates a certain amount of CO2, depending on its fuel consumption and the driving distance and when homes are heated using oil, gas or coal, then CO2 is also generated.===>Drugim recima, kad se koristi automobil, mašina sa-goreva gorivo koje stvara odredenu kolicinu CO2, u zavisnosti od nacina na koji troši gorivo i od razdaljine koju prelazi, a kada se nafta, gas ili ugalj koriste za zagrevanje kuca, takode se oslobada CO2.)
MATCH@E:(In other words: When one drives a car, the engine burns fuel which creates a certain amount of CO2, depending on its fuel consumption and the driving distance and when homes are heated using oil, gas or coal, then CO2 is also generated.===>Drugim rečima, kad se koristi automobil, mašina sagoreva gorivo koje stvara određenu količinu CO2, u zavisnosti od načina na koji troši gorivo i od razdaljine koju prelazi, a kada se nafta, gas ili ugalj koriste za zagrevanje kuća, takođe se oslobađa CO2.)
MATCH@M:(Even if the house is heated by electricity, the generation of the electrical power may also have emitted a certain amount of CO2 or when buyingy food and goods, this means that the production of the food and goods also emitted some quantities of CO2.===>Cak i kada se domovi zagrevaju pomocu elektricne struje, proizvodnja elektricne energije je svakako mogla da doprinese emisiji odredene kolicine CO2, a kad se kupuje hrana ili druga dobra, tokom proizvodnje tih dobara i hrane takode se oslobadaju neke kolicine CO2.)
MATCH@E:(Even if the house is heated by electricity, the generation of the electrical power may also have emitted a certain amount of CO2 or when buyingy food and goods, this means that the production of the food and goods also emitted some quantities of CO2.===>Čak i kada se domovi zagrevaju pomoću električne struje, proizvodnja električne energije je svakako mogla da doprinese emisiji određene količine CO2, a kad se kupuje hrana ili druga dobra, tokom proizvodnje tih dobara i hrane takođe se oslobađaju neke količine CO2.)
MATCH@M:(The carbon footprint is the sum of all emissions of CO2 (carbon dioxide), which was induced by human activities in a given time frame.===>Ugljenikov trag je stoga zbir svih emisija CO2 (ugljen-dioksida) izazvana delovanjem coveka u datom vremenskom periodu.)
MATCH@E:(The carbon footprint is the sum of all emissions of CO2 (carbon dioxide), which was induced by human activities in a given time frame.===>Ugljenikov trag je stoga zbir svih emisija CO2 (ugljen-dioksida) izazvana delovanjem čoveka u datom vremenskom periodu.)
MATCH@M:(Usually a carbon footprint is calculated for the time period of a year.===>Trag ugljenika se obicno i izracunava za odredeni period u godini.)
MATCH@E:(Usually a carbon footprint is calculated for the time period of a year.===>Trag ugljenika se obično i izračunava za određeni period u godini.)
MATCH@M:(Currently, carbon dioxide emissions represent the most significant human demand on the biosphere.===>U ovom trenutku, emisije ugljen-dioksida predstavljaju najznacajniji negativni uticaj koji covek vrši na biosferu.)
MATCH@E:(Currently, carbon dioxide emissions represent the most significant human demand on the biosphere.===>U ovom trenutku, emisije ugljen-dioksida predstavljaju najznačajniji negativni uticaj koji čovek vrši na biosferu.)
MATCH@M:(As the largest component of the Ecological Footprint, any methodological changes made in calculating the carbon footprint have the potential of significantly changing the total footprint.===>Pošto je CO2 najobimniji sastojak ekološke stope zagadenja, svaka promena metodologije u izracunavanju ugljenikovog traga može u znacajnoj meri da izmeni strukturu ukupnog traga.)
MATCH@E:(As the largest component of the Ecological Footprint, any methodological changes made in calculating the carbon footprint have the potential of significantly changing the total footprint, Figure 1.===>Pošto je CO2 najobimniji sastojak ekološke stope zagađenja, svaka promena metodologije u izračunavanju ugljenikovog traga može u značajnoj meri da izmeni strukturu ukupnog traga, slika 1. 1.750 litara benzina, Š10Ë.)
MATCH@M:(It is the largest portion of humanity’s current footprint - in some countries though, it is a minor contribution to their overall footprint.===>On predstavlja najveci deo ukupnog zagadenja u svetu danas - mada u nekim zemljama cini manji deo ukupnog zagadenja koje te zemlje proizvode.)
MATCH@E:(It is the largest portion of humanitys current footprint in some countries though, it is a minor contribution to their overall footprint.===>On predstavlja najveći deo ukupnog zagađenja u svetu danas mada u nekim zemljama čini manji deo ukupnog zagađenja koje te zemlje proizvode.)
MATCH@M:(The first step in calculating the carbon footprint is to sum the atmospheric emissions of CO2 from burning fossil fuels, land-use change (deforestation, for example), and emissions from the international transport of passengers and freight.===>Prvi korak u izracunavanju ugljenikovog traga obuhvata sabiranje svih emisija CO2 kao proizvoda sagorevenja fosilnih goriva, promene namene zemljišta (seca šuma, na primer) i emisije nastale u medunarodnom saobracaju ljudi i robe.)
MATCH@E:(The first step in calculating the carbon footprint is to sum the atmospheric emissions of CO2 from burning fossil fuels, land-use change (deforestation, for example), and emissions from the international transport of passengers and freight.===>Prvi korak u izračunavanju ugljenikovog traga obuhvata sabiranje svih emisija CO2 kao proizvoda sagorevenja fosilnih goriva, promene namene zemljišta (seča šuma, na primer) i emisije nastale u međunarodnom saobraćaju ljudi i robe.)
MATCH@M:(This total is the amount of anthropogenic emissions of CO2 into the global atmosphere in a given year.===>Ovaj ukupni zbir predstavlja kolicinu antropogenih emisija CO2 u globalnu atmosferu u datoj godini.)
MATCH@E:(This total is the amount of anthropogenic emissions of CO2 into the global atmosphere in a given year.===>Ovaj ukupni zbir predstavlja količinu antropogenih emisija CO2 u globalnu atmosferu u datoj godini.)
MATCH@M:(Second, after subtracting the amount of CO2 sequestered in the world’s oceans each year from the anthropogenic total, the remaining CO2 is translated into the amount of bio productive forest that would be needed to store it that year.===>Drugo, kada se od ovog antropogenog zbira oduzme kolicina CO2 koja se godišnje izdvaja iz svih oke-nana na planeti, preostali CO2 prevodi se u kolicinu bioproduktivne šume potrebne da ovaj gas zadrži u toj godini.)
MATCH@E:(Second, after subtracting the amount of CO2 sequestered in the worlds oceans each year from the anthropogenic total, the remaining CO2 is translated into the amount of bio productive forest that would be needed to store it that year, Š9Ë.===>Drugo, kada se od ovog antropogenog zbira oduzme količina CO2 koja se godišnje izdvaja iz svih okenana na planeti, preostali CO2 prevodi se u količinu bioproduktivne šume potrebne da ovaj gas zadrži u toj godini, Š9Ë.)
MATCH@M:(Since timber harvest leads to a release of the stocked carbon, using forest land for carbon sequestration and using it for timber or fuel-wood provision are considered to be mutually exclusive activities.===>Pošto se secom drvne grade oslobada ovaj ugljenik, korišcenje šuma za izdvajanje ugljenika potpuno je nespojivo sa korišcenjem tih istih šuma za proizvodnju drvne grade ili drva za ogrev.)
MATCH@E:(Since timber harvest leads to a release of the stocked carbon, using forest land for carbon sequestration and using it for timber or fuel-wood provision are considered to be mutually exclusive activities.===>Pošto se sečom drvne građe oslobađa ovaj ugljenik, korišćenje šuma za izdvajanje ugljenika potpuno je nespojivo sa korišćenjem tih istih šuma za proizvodnju drvne građe ili drva za ogrev.)
MATCH@M:(Observing carbon footprint at a global level, it can be concluded that the countries with the highest carbon footprint are the same countries that have the largest ecological footprint, such as the United States of America, China, India, while the lowest carbon footprint is characteristic of African countries.===>Kada se ugljenikov trag posmatra na globalnoj ravni, zapaža se da su zemlje koje imaju najviši nivo gljeni-kovog traga one iste zemlje koje imaju i najvišu ekološku stopu zagadenja - SAD, Kina, Indija, a da najniži ugljenikov trag imaju africke zemlje.)
MATCH@E:(Figure 2 Carbon footprint by country Š12Ë Observing carbon footprint at a global level, it can be concluded that the countries with the highest carbon footprint are the same countries that have the largest ecological footprint, such as the United States of America, China, India, while the lowest carbon footprint is characteristic of African countries, Figure 2, Š7Ë. hydrogen filling stations has not been organized yet and should be established.===>Slika 2. ~~~ Ugljenikov trag po pojedinačnim zemljama Š12Ë Kada se ugljenikov trag posmatra na globalnoj ravni, zapaža se da su zemlje koje imaju najviši nivo gljenikovog traga one iste zemlje koje imaju i najvišu ekološku stopu zagađenja SAD, Kina, Indija, a da najniži ugljenikov trag imaju afričke zemlje, slika 2, Š7Ë. ~~~ Ugljenikov trag se izračunava tako što se proračuna koliko je prirodnog izdvajanja (sekvestracije) potrebno u odsustvu izdvajanja pod uticajem ljudskih aktivnosti. ~~~ Godine 2009., 1 hektar je mogao da apsorbuje količinu CO2 koja se oslobađala sagorevanjem oko postavi.)
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BAD_LINE_M:Observing carbon footprint at a global level, it can be concluded that the countries with the highest carbon footprint are the same countries that have the largest ecological footprint, such as the United States of America, China, India, while the lowest carbon footprint is characteristic of African countries.
BAD_LINE_M:Kada se ugljenikov trag posmatra na globalnoj ravni, zapaža se da su zemlje koje imaju najviši nivo gljeni-kovog traga one iste zemlje koje imaju i najvišu ekološku stopu zagadenja - SAD, Kina, Indija, a da najniži ugljenikov trag imaju africke zemlje.
BAD_LINE_E:Figure 2 Carbon footprint by country Š12Ë Observing carbon footprint at a global level, it can be concluded that the countries with the highest carbon footprint are the same countries that have the largest ecological footprint, such as the United States of America, China, India, while the lowest carbon footprint is characteristic of African countries, Figure 2, Š7Ë. hydrogen filling stations has not been organized yet and should be established.
BAD_LINE_E:Slika 2. ~~~ Ugljenikov trag po pojedinačnim zemljama Š12Ë Kada se ugljenikov trag posmatra na globalnoj ravni, zapaža se da su zemlje koje imaju najviši nivo gljenikovog traga one iste zemlje koje imaju i najvišu ekološku stopu zagađenja SAD, Kina, Indija, a da najniži ugljenikov trag imaju afričke zemlje, slika 2, Š7Ë. ~~~ Ugljenikov trag se izračunava tako što se proračuna koliko je prirodnog izdvajanja (sekvestracije) potrebno u odsustvu izdvajanja pod uticajem ljudskih aktivnosti. ~~~ Godine 2009., 1 hektar je mogao da apsorbuje količinu CO2 koja se oslobađala sagorevanjem oko postavi.
MATCH@M:(The carbon footprint is calculated by estimating how much natural sequestration is necessary in the absence of sequestration by human means.===>Ugljenikov trag se izracunava tako što se proracuna koliko je prirodnog izdvajanja (sekvestracije) potrebno u odsustvu izdvajanja pod uticajem ljudskih aktivnosti.)
MATCH@E:(The carbon footprint is calculated by estimating how much natural sequestration is necessary in the absence of sequestration by human means.===>)
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BAD_LINE_M:The carbon footprint is calculated by estimating how much natural sequestration is necessary in the absence of sequestration by human means.
BAD_LINE_M:Ugljenikov trag se izracunava tako što se proracuna koliko je prirodnog izdvajanja (sekvestracije) potrebno u odsustvu izdvajanja pod uticajem ljudskih aktivnosti.
BAD_LINE_E:The carbon footprint is calculated by estimating how much natural sequestration is necessary in the absence of sequestration by human means.
BAD_LINE_E:
MATCH@M:(Rather the opposite: it shows that the biosphere has insufficient capacity to cope with current levels of CO2 emissions.===>Pre ce biti obrnuto: pokazuje da biosfera ne raspolaže dovoljnim kapacitetima da se izbori sa nivoom emisije CO2.)
MATCH@E:(Rather the opposite: it shows that the biosphere has insufficient capacity to cope with current levels of CO2 emissions.===>Pre će biti obrnuto: pokazuje da biosfera ne raspolaže dovoljnim kapacitetima da se izbori sa nivoom emisije CO2.)
MATCH@M:(As forests mature, their CO2 sequestration rate approaches zero.===>Kako šume postaju starije, izdvajanje CO2 se približava vrednosti nula.)
MATCH@E:(As forests mature, their CO2 sequestration rate approaches zero.===>Kako šume postaju starije, izdvajanje CO2 se približava vrednosti nula.)
MATCH@M:(If these forests are degraded or cleared, they become net emitters of CO2.===>Ako se ove šume uništavaju ili raskrce, postaju cisti emiteri CO2.)
MATCH@E:(If these forests are degraded or cleared, they become net emitters of CO2.===>Ako se ove šume uništavaju ili raskrče, postaju čisti emiteri CO2.)
MATCH@M:(Carbon emissions from sources other than fossil fuel combustion are now incorporated in the National Footprint Accounts.===>Emisije ugljenika iz drugih izvora, ne samo iz sagore-vanja fosilnih goriva sada su ubeležene u Izveštaje o nacionalnoj stopi emisije zagadenja.)
MATCH@E:(Carbon emissions from sources other than fossil fuel combustion are now incorporated in the National Footprint Accounts.===>Emisije ugljenika iz drugih izvora, ne samo iz sagorevanja fosilnih goriva sada su ubeležene u Izveštaje o nacionalnoj stopi emisije zagađenja.)
MATCH@M:(These include fugitive emissions from the flaring of gas in oil and natural gas production, carbon released by chemical reactions in cement production and emissions from tropical forest fires.===>Ovi izveštaji ob-uhvataju i emisije gasova koji izlaze i gore u procesu proizvodnje nafte i prirodnog gasa, ugljenik osloboden tokom hemijskih reakcija u proizvodnji cementa i emisije nastale u požarima u tropskim šumama.)
MATCH@E:(These include fugitive emissions from the flaring of gas in oil and natural gas production, carbon released by chemical reactions in cement production and emissions from tropical forest fires.===>Ovi izveštaji obuhvataju i emisije gasova koji izlaze i gore u procesu proizvodnje nafte i prirodnog gasa, ugljenik oslobođen tokom hemijskih reakcija u proizvodnji cementa i emisije nastale u požarima u tropskim šumama.)
MATCH@M:(A couple of years ago two kinds of alternative fuels attracted major attention: hydrogen and biofuels.===>Pre nekoliko godina veliku pažnju su privukle dve vrste alternativnih goriva: vodonik i biogorivo.)
MATCH@E:(Comparison of alternative driving modes A couple of years ago two kinds of alternative fuels attracted major attention: hydrogen and biofuels.===>Poređenje alternativnih načina vožnje Pre nekoliko godina veliku pažnju su privukle dve vrste alternativnih goriva: vodonik i biogorivo.)
MATCH@M:(The majority of automotive companies investigated particularly fuel cells.===>Vecina automobilskih kompanija posebno se okrenula istraživanju gorivnih celija.)
MATCH@E:(The majority of automotive companies investigated particularly fuel cells.===>Većina automobilskih kompanija posebno se okrenula istraživanju gorivnih ćelija.)
MATCH@M:(However, notwithstanding the mode in which hydrogen will be used in the engine, its introduction in the wide use would represent a revolutionary change and is connected with many logistic problems.===>Ipak, bez obzira na to kako ce se vodonik koristiti u motoru, njegova široka primena ce predstavljati revolucionarnu promenu i povezana je sa velikim brojem logistickih problema.)
MATCH@E:(However, notwithstanding the mode in which hydrogen will be used in the engine, its introduction in the wide use would represent a revolutionary change and is connected with many logistic problems.===>Ipak, bez obzira na to kako će se vodonik koristiti u motoru, njegova široka primena će predstavljati revolucionarnu promenu i povezana je sa velikim brojem logističkih problema.)
MATCH@M:(As hydrogen, at standard conditions, exhibits a very low energetic value per volume unit it should be used at very high pressure (350-700 bar) or at extremely low temperatures (-253 C o) which is connected with considerable technical difficulties as well as with certain safety problems.===>Pošto vodonik u standardnim uslovima ima veoma nisku energetsku vrednost po jedinici zapremi-ne, treba da se koristi pod veoma visokim pritiskom (350-700 bara) ili na veoma niskoj temperaturi (-253oC) što predstavlja prilicno veliki problem u tehnickom smislu, kao i odredene probleme za bezbed-nost.)
MATCH@E:(As hydrogen, at standard conditions, exhibits a very low energetic value per volume unit it should be used at very high pressure (350-700 bar) or at extremely low temperatures (-253 C o) which is connected with considerable technical difficulties as well as with certain safety problems.===>Pošto vodonik u standardnim uslovima ima veoma nisku energetsku vrednost po jedinici zapremine, treba da se koristi pod veoma visokim pritiskom (350-700 bara) ili na veoma niskoj temperaturi (-253oC) što predstavlja prilično veliki problem u tehničkom smislu, kao i određene probleme za bezbednost.)
MATCH@M:(Another problem is the fact that hydrogen on the Earth practically does not exist in elementary form and should be produced.===>Drugi problem jeste taj da na Zemlji vodonik prakticno ne postoji u elementarnom stanju i da ga tek treba proizvesti.)
MATCH@E:(Another problem is the fact that hydrogen on the Earth practically does not exist in elementary form and should be produced.===>Drugi problem jeste taj da na Zemlji vodonik praktično ne postoji u elementarnom stanju i da ga tek treba proizvesti.)
MATCH@M:(The electrolysis of water is assumed to be the most appropriate way of hydrogen production.===>Smatra se da je najbolji nacin za proizvodnju vodonika elektroliza.)
MATCH@E:(The electrolysis of water is assumed to be the most appropriate way of hydrogen production.===>Smatra se da je najbolji način za proizvodnju vodonika elektroliza.)
MATCH@M:(However, if the electricity used in this process would be derived from thermal power plants there will be no net reduction of greenhouse gases emissions.===>Ali, ako se elektricna energija koja se koristi u ovom procesu dobija iz termoelektrana, emisije gasova sa efektom staklene bašte u stvari se nece smanjiti.)
MATCH@E:(However, if the electricity used in this process would be derived from thermal power plants there will be no net reduction of greenhouse gases emissions.===>Ali, ako se električna energija koja se koristi u ovom procesu dobija iz termoelektrana, emisije gasova sa efektom staklene bašte u stvari se neće smanjiti.)
MATCH@M:(On the other hand, introduction of biofuels does by no means require so drastic changes and can be performed gradually.===>S druge strane, uvodenje biogoriva u upotrebu ne zah-teva toliko drasticne promene i može da se sprovodi postepeno.)
MATCH@E:(On the other hand, introduction of biofuels does by no means require so drastic changes and can be performed gradually.===>S druge strane, uvođenje biogoriva u upotrebu ne zahteva toliko drastične promene i može da se sprovodi postepeno.)
MATCH@M:(Biofuels can be used in pure form or can be mixed with fossil fuels in practically any ratios.===>Biogoriva se mogu koristiti u cistom obliku ili se mogu mešati sa fosilnim gorivima prakticno u svakom odnosu.)
MATCH@E:(Biofuels can be used in pure form or can be mixed with fossil fuels in practically any ratios.===>Biogoriva se mogu koristiti u čistom obliku ili se mogu mešati sa fosilnim gorivima praktično u svakom odnosu.)
MATCH@M:(Only modest technical alterations of engine are necessary and when the share of biofuel is less than 5 per cent any modifications of engine are not required at all.===>Za ovo su potrebne samo male izme-ne na motoru, a ako je udeo biogoriva manji od 5%, nisu potrebne nikakve izmene.)
MATCH@E:(Only modest technical alterations of engine are necessary and when the share of biofuel is less than 5 per cent any modifications of engine are not required at all.===>Za ovo su potrebne samo male izmene na motoru, a ako je udeo biogoriva manji od 5%, nisu potrebne nikakve izmene.)
MATCH@M:(Also, when considering the logistic aspects such as fuel delivery and the network of filling stations, the situation is much less complicated.===>Takode, kad se posma-traju logisticki aspekti kao što je doprema goriva i mreža pumpi, situacija je mnogo manje složena.)
MATCH@E:(Also, when considering the logistic aspects such as fuel delivery and the network of filling stations, the situation is much less complicated.===>Takođe, kad se posmatraju logistički aspekti kao što je doprema goriva i mreža pumpi, situacija je mnogo manje složena.)
MATCH@M:(The fact that biofuels are biodegradable may cause certain problems due to their limited stability.===>Cinjenica da je biogorivo biorazgradivo donekle može da predstavlja problem zato što je onda stabilnost ovih goriva slabija.)
MATCH@E:(The fact that biofuels are biodegradable may cause certain problems due to their limited stability.===>Činjenica da je biogorivo biorazgradivo donekle može da predstavlja problem zato što je onda stabilnost ovih goriva slabija.)
MATCH@M:(On the other hand, in the case of some accidents such as fuel spilling, this presents even an advantage and reduces environmental risk.===>S druge strane, u slucaju nesreca kao što je izlivanje goriva, ovo cak predstavlja prednost i smanjuje rizik po životnu sredinu.)
MATCH@E:(On the other hand, in the case of some accidents such as fuel spilling, this presents even an advantage and reduces environmental risk.===>S druge strane, u slučaju nesreća kao što je izlivanje goriva, ovo čak predstavlja prednost i smanjuje rizik po životnu sredinu.)
MATCH@M:(A few years ago there was much news about research in the field of hydrogen automotive powering as well as the research related to the systematic introduction of biofuels but relatively scarce were notices about battery electric vehicles (BEV).===>Pre nekoliko godina u centru pažnje su cesto bila istraživanja u vezi sa vodonikom kao pogonskim gorivom, kao i istraživanja u vezi sa sistemskim uvodenjem biogoriva, ali je bilo relativno malo vesti o tzv. vozilu na elektricni pogon (BEV).)
MATCH@E:(A few years ago there was much news about research in the field of hydrogen automotive powering as well as the research related to the systematic introduction of biofuels but relatively scarce were notices about battery electric vehicles (BEV).===>Pre nekoliko godina u centru pažnje su često bila istraživanja u vezi sa vodonikom kao pogonskim gorivom, kao i istraživanja u vezi sa sistemskim uvođenjem biogoriva, ali je bilo relativno malo vesti o tzv. vozilu na električni pogon (BEV).)
MATCH@M:(In the very last period the situation changed dramatically as BEV have become the main alternatives to conventional vehicles.===>U poslednje vreme situacija se dramaticno promenila pošto su BEV vozila postala glavna alternativa konvencionalnim tipovima vozila.)
MATCH@E:(In the very last period the situation changed dramatically as BEV have become the main alternatives to conventional vehicles.===>U poslednje vreme situacija se dramatično promenila pošto su BEV vozila postala glavna alternativa konvencionalnim tipovima vozila.)
MATCH@M:(It should be mentioned that electricl automobiles as well as the use of biofuels in the internal combustion engines (and contrary to the hydrogen vehicles) do not present any real novelty as both are known practically from the beginning of the automobile era.===>Treba napomenuti da elektricni automobili i primena biogoriva u motorima sa unutrašnjim sagorevanjem (nasuprot vozilima na vodonicni pogon) ne predstavljaju nikakvu stvarnu novost pošto se za obe ove vrste zna prakticno od pocetka automobilske ere.)
MATCH@E:(It should be mentioned that electricl automobiles as well as the use of biofuels in the internal combustion engines (and contrary to the hydrogen vehicles) do not present any real novelty as both are known practically from the beginning of the automobile era.===>Treba napomenuti da električni automobili i primena biogoriva u motorima sa unutrašnjim sagorevanjem (nasuprot vozilima na vodonični pogon) ne predstavljaju nikakvu stvarnu novost pošto se za obe ove vrste zna praktično od početka automobilske ere.)
MATCH@M:(However, because of relatively low price of oil the internal combustion engines powered by oil derivatives almost completely prevailed after 1920s until nowadays.===>Ipak, zbog relativno niske cene nafte koja se koristi u motorima sa unutrašnjim sagorevanjem koji troše derivate nafte, ovi derivati su skoro sasvim preovladali nakon 1920. godine i to traje sve do današnjih dana.)
MATCH@E:(However, because of relatively low price of oil the internal combustion engines powered by oil derivatives almost completely prevailed after 1920s until nowadays.===>Ipak, zbog relativno niske cene nafte koja se koristi u motorima sa unutrašnjim sagorevanjem koji troše derivate nafte, ovi derivati su skoro sasvim preovladali nakon 1920.)
MATCH@M:(The problem of oil derivatives is that their combustion results in considerable atmospheric pollution.===>Problem s naftnim derivatima jeste taj što njihovim sagorevanjem dolazi do velikog zagadenja atmosfere.)
MATCH@E:(3. ~~~ Emissions of oil derivatives The problem of oil derivatives is that their combustion results in considerable atmospheric pollution.===>Emisije iz naftnih derivata Problem s naftnim derivatima jeste taj što njihovim sagorevanjem dolazi do velikog zagađenja atmosfere.)
MATCH@M:(Classical pollutants such as carbon monoxide (CO), hydrocarbons (HC), nitrogen oxides (NOx) and particulates (PM) aggravate air quality and exhibit noxious influence on human health.===>Klasicni zagadivaci kao što su ugljen monoksid (CO), ugljovodonik (HC), azotni oksidi (NOx) i cesticni materijali (PM) ugrožavaju kvalitet vazduha i imaju poguban uticaj na ljudsko zdravlje.)
MATCH@E:(Classical pollutants such as carbon monoxide (CO), hydrocarbons (HC), nitrogen oxides (NOx) and particulates (PM) aggravate air quality and exhibit nox ious influence on human health.===>Klasični zagađivači kao što su ugljen monoksid (CO), ugljovodonik (HC), azotni oksidi (NOx) i čestični materijali (PM) ugrožavaju kvalitet vazduha i imaju poguban uticaj na ljudsko zdravlje.)
MATCH@M:(This fact has been known for decades.===>Za ovo se zna vec decenij ama.)
MATCH@E:(This fact has been known for decades.===>Za ovo se zna već decenijama.)
MATCH@M:(Over many years of systematic investigations emission control devices were developed which enable considerable reduction of emissions.===>Tokom decenija sistematskih istraživanja razvijeni su uredaji za kontrolu emisije cime se postiglo znacajno smanjenje emisija.)
MATCH@E:(Over many years of systematic investigations emission control devices were developed which enable considerable reduction of emissions.===>Tokom decenija sistematskih istraživanja razvijeni su uređaji za kontrolu emisije čime se postiglo značajno smanjenje emisija.)
MATCH@M:(A typical modern three-way catalytic converter therefore reduces tail-pipe emissions by 95-99 per cent.===>Tako tipicni tro-kraki konvertor smanjuje emisiju iz auspuha za 9599%.)
MATCH@E:(A typical modern three-way catalytic converter therefore reduces tail-pipe emissions by 95-99 per cent Š12Ë.===>Tako tipični trokraki konvertor smanjuje emisiju iz auspuha za 9599% Š12Ë.)
MATCH@M:(By compression ignition (diesel) engines particulates (PM) present a particular problem but their emissions can be lowered by adequate particulate filters.===>Kod komprimovanog paljenja (dizel), cestice iz motora (PM) predstavljaju poseban problem, ali njihova emisija se može smanjiti postavljenjem odgovarajucih filtera.)
MATCH@E:(By compression ignition (diesel) engines particulates (PM) present a particular problem but their emissions can be lowered by adequate particulate filters.===>Kod komprimovanog paljenja (dizel), čestice iz motora (PM) predstavljaju poseban problem, ali njihova emisija se može smanjiti postavljenjem odgovarajućih filtera.)
MATCH@M:(The impressive progress in the efficiency of emission control devices can be observed from the EURO standard series which permanently lower the permitted emission levels of particular pollutants.===>Znacajan napredak u razvoju uredaja za efikasnu kontrolu emisija vidi se i u seriji EURO standarda kojima se stalno smanjuje dozvoljeni nivo emisije odredenih zagadivaca.)
MATCH@E:(The impressive progress in the efficiency of emission control devices can be observed from the EURO standard series which permanently lower the permitted emission levels of particular pollutants.===>Značajan napredak u razvoju uređaja za efikasnu kontrolu emisija vidi se i u seriji EURO standarda kojima se stalno smanjuje dozvoljeni nivo emisije određenih zagađivača.)
MATCH@M:(However, in spite of all these facts, poor quality of air is still a great problem in the areas with heavy traffic.===>Ipak, uprkos svim ovim cinjenicama, slab kvalitet vazduha još uvek predstavlja veliki problem u oblastima u kojima je saobracaj narocito gust.)
MATCH@E:(However, in spite of all these facts, poor quality of air is still a great problem in the areas with heavy traffic.===>Ipak, uprkos svim ovim činjenicama, slab kvalitet vazduha još uvek predstavlja veliki problem u oblastima u kojima je saobraćaj naročito gust.)
MATCH@M:(The improved capacities of emission control systems are often lost because of increased traffic density.===>Poboljšani kvalitet sistema za kontrolu emisija obicno se ne vidi zbog sve vece gu-stine saobracaja.)
MATCH@E:(The improved capacities of emission control systems are often lost because of increased traffic density.===>Poboljšani kvalitet sistema za kontrolu emisija obično se ne vidi zbog sve veće gustine saobraćaja.)
MATCH@M:(Carbon dioxide, as the main contributor to the anthropogenic greenhouse effect, is a different problem.===>Drugaciji problem je ugljen-dioksid kao glavni element efekta staklene bašte antropogenog karaktera.)
MATCH@E:(Carbon dioxide, as the main contributor to the anthropogenic greenhouse effect, is a different problem.===>Drugačiji problem je ugljen-dioksid kao glavni element efekta staklene bašte antropogenog karaktera.)
MATCH@M:(Since carbon dioxide is not harmful for human organism its emissions did have not attracted any attention for many years.===>Pošto ugljen-dioksid nije štetan za ljudski organizam, emisije ovog gasa godinama upošte nisu privlacile ppažnju.)
MATCH@E:(Since carbon dioxide is not harmful for human organism its emissions did have not attracted any attention for many years.===>Pošto ugljen-dioksid nije štetan za ljudski organizam, emisije ovog gasa godinama upošte nisu privlačile ppažnju.)
MATCH@M:(Yet, when the consequences of greenhouse effect and undesired climatic changes were observed the situation has changed.===>Situacija se promenila kada su uocene prve posledice efekata staklene bašte i neželjene promene klime.)
MATCH@E:(Yet, when the consequences of greenhouse effect and undesired climatic changes were observed the situation has changed.===>Situacija se promenila kada su uočene prve posledice efekata staklene bašte i neželjene promene klime.)
MATCH@M:(However, carbon dioxide is the final product of the combustion of any fuel containing carbon.===>Ugljen-dioksid je finalni prozvod sagorevanja svakog goriva koje sadrži ugljenik.)
MATCH@E:(However, carbon dioxide is the final product of the combustion of any fuel containing carbon.===>Ugljen-dioksid je finalni prozvod sagorevanja svakog goriva koje sadrži ugljenik.)
MATCH@M:(Therefore, its emissions cannot be lowered by any catalytic converter or filtering system that have proved to be very efficient in the case of classical pollutants.===>Stoga se njegove emisije ne mogu smanjiti pomocu konvertora katalizatora ili sistema filtra što je bilo efikasno u slucaju klasicnih zagadivaca.)
MATCH@E:(Therefore, its emissions cannot be lowered by any catalytic converter or filtering system that have proved to be very efficient in the case of classical pollutants.===>Stoga se njegove emisije ne mogu smanjiti pomoću konvertora katalizatora ili sistema filtra što je bilo efikasno u slučaju klasičnih zagađivača.)
MATCH@M:(The only way to reduce carbon dioxide emissions is to lower fuel consumption or use alternative fuels.===>Jedini nacin da se smanje emisije ugljen-dioksida jeste da se smanji potrošnja goriva ili da se koriste alternativna goriva.)
MATCH@E:(The only way to reduce carbon dioxide emissions is to lower fuel consumption or use alternative fuels.===>Jedini način da se smanje emisije ugljen-dioksida jeste da se smanji potrošnja goriva ili da se koriste alternativna goriva.)
MATCH@M:(When searching new kinds of fuels from the environmental point of view it is important that the fuel produce as low degree of emissions as possible.===>Kada se traže nove vrste goriva, sa ekološke tacke gledišta je važno da odredeno gorivo proizvodi što je manje mogucu emisiju štetnih gasova.)
MATCH@E:(When searching new kinds of fuels from the environmental point of view it is important that the fuel produce as low degree of emissions as possible.===>Kada se traže nove vrste goriva, sa ekološke tačke gledišta je važno da određeno gorivo proizvodi što je manje moguću emisiju štetnih gasova.)
MATCH@M:(This holds for classical pollutants as well as for greenhouse gases.===>To se odnosi na klasicne zagadivace kao i na gasove sa efektom staklene bašte.)
MATCH@E:(This holds for classical pollutants as well as for greenhouse gases.===>To se odnosi na klasične zagađivače kao i na gasove sa efektom staklene bašte.)
MATCH@M:(To get a real picture of emissions the entire fuel life cycle has to be taken into consideration (fuel production, logistic activities) and not only tail pipe emissions.===>Da bi se stakla prava slika o emisiji, mora se uzeti u obzir citav životni ciklus goriva (proizvodnja goriva, poslovi logistike), ne samo izduvni gasovi iz vozila.)
MATCH@E:(To get a real picture of emissions the entire fuel life cycle has to be taken into consideration (fuel production, logistic activities) and not only tail pipe emissions.===>Da bi se stakla prava slika o emisiji, mora se uzeti u obzir čitav životni ciklus goriva (proizvodnja goriva, poslovi logistike), ne samo izduvni gasovi iz vozila. 4.)
MATCH@M:(Classical pollutants (carbon monoxide, hydrocarbons, and particulates) are present in the exhaust due to incomplete process of fuel combustion meanwhile nitrogen oxides are formed in the engine at high temperatures by oxygen and nitrogen from the air.===>Klasicni zagadivaci (ugljen-monoksid, ugljovodonici i cestice) prisutni su u izduvnim gasovima zato što proces sagorevanja goriva nije kompletan, dok azotne okside u motoru grade kiseonik i azot iz vazduha na visokoj temperaturi.)
MATCH@E:(4. ~~~ Emissions of biofuels Classical pollutants (carbon monoxide, hydrocarbons, and particulates) are present in the exhaust due to incomplete process of fuel combustion meanwhile nitrogen oxides are formed in the engine at high temperatures by oxygen and nitrogen from the air.===>Emisija iz biogoriva Klasični zagađivači (ugljen-monoksid, ugljovodonici i čestice) prisutni su u izduvnim gasovima zato što proces sagorevanja goriva nije kompletan, dok azotne okside u motoru grade kiseonik i azot iz vazduha na visokoj temperaturi.)
MATCH@M:(All these processes cannot be avoided in the case of biofuels, either.===>Ovi procesi se ne mogu izbeci ni kad je biogorivo u pitanju.)
MATCH@E:(All these processes cannot be avoided in the case of biofuels, either.===>Ovi procesi se ne mogu izbeći ni kad je biogorivo u pitanju.)
MATCH@M:(However, biofuels exhibit lower emissions of classical pollutants (except in the case of nitrogen oxide) as can be seen from the Figure 1 which represents the comparison of emissions for biodiesel and fossil derived diesel fuel.===>Ipak, kod biogoriva emisije klasicnih zagadivaca su niže (osim u slucaju azot-nog oksida) što se vidi iz slike 1 na kojoj je predstavljeno poredenje izmedu biodizela i dizel goriva fosilnog porekla.)
MATCH@E:(However, biofuels exhibit lower emissions of classical pollutants (except in the case of nitrogen oxide) as can be seen from the Figure 1 which represents the comparison of emissions for biodiesel and fossil derived diesel fuel. simplified The process shown in Figure 4.b, of course, presents only a very theoretical picture.===>Ipak, kod biogoriva emisije klasičnih zagađivača su niže (osim u slučaju azotnog oksida) što se vidi iz slike 1 na kojoj je predstavljeno poređenje između biodizela i dizel goriva fosilnog porekla. ~~~ Proces prikazan na slici 4b, naravno, predstavlja samo veoma pojednostavljenu teorijsku sliku.)
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BAD_LINE_M:However, biofuels exhibit lower emissions of classical pollutants (except in the case of nitrogen oxide) as can be seen from the Figure 1 which represents the comparison of emissions for biodiesel and fossil derived diesel fuel.
BAD_LINE_M:Ipak, kod biogoriva emisije klasicnih zagadivaca su niže (osim u slucaju azot-nog oksida) što se vidi iz slike 1 na kojoj je predstavljeno poredenje izmedu biodizela i dizel goriva fosilnog porekla.
BAD_LINE_E:However, biofuels exhibit lower emissions of classical pollutants (except in the case of nitrogen oxide) as can be seen from the Figure 1 which represents the comparison of emissions for biodiesel and fossil derived diesel fuel. simplified The process shown in Figure 4.b, of course, presents only a very theoretical picture.
BAD_LINE_E:Ipak, kod biogoriva emisije klasičnih zagađivača su niže (osim u slučaju azotnog oksida) što se vidi iz slike 1 na kojoj je predstavljeno poređenje između biodizela i dizel goriva fosilnog porekla. ~~~ Proces prikazan na slici 4b, naravno, predstavlja samo veoma pojednostavljenu teorijsku sliku.
MATCH@M:(Carbon dioxide which is emitted into atmosphere during fuel combustion (and in the case of bioethanol also in the fermentation process) is sequestered from the atmosphere in the course of photosynthetic process during the growth of the plants which are used for biofuel production.===>Ugljen-dioksid koji se emituje u atmosferu u procesu sagoreva-nja goriva (a u slucaju bioetanola u procesu fermentacije) izdvaja se iz atmosfere tokom procesa fotosinteze pomocu koje rastu biljke koje se koriste za proizvodnju biogoriva.)
MATCH@E:(Carbon dioxide which is emitted into atmosphere during fuel combustion (and in the case of bioethanol also in the fermentation process) is sequestered from the atmosphere in the course of photosynthetic process during the growth of the plants which are used for biofuel production.===>Ugljendioksid koji se emituje u atmosferu u procesu sagorevanja goriva (a u slučaju bioetanola u procesu fermentacije) izdvaja se iz atmosfere tokom procesa fotosinteze pomoću koje rastu biljke koje se koriste za proizvodnju biogoriva.)
MATCH@M:(Therefore, in case of biofuels, there is some kind of carbon dioxide recycling contrary to the use of fossil fuels which produce pure intake of carbon dioxide into the atmosphere.===>Stoga u slucaju biogoriva postoji i jedan proces recikliranja ugljen-dioksida za razliku od slucajeva korišcenja fosilnih goriva kada se u atmosferu oslobada cisti ugljen-dioksid.)
MATCH@E:(Therefore, in case of biofuels, there is some kind of carbon dioxide recycling contrary to the use of fossil fuels which produce pure intake of carbon dioxide into the atmosphere as shown in Figure 4.===>Stoga u slučaju biogoriva postoji i jedan proces recikliranja ugljen-dioksida za razliku od slučajeva korišćenja fosilnih goriva kada se u atmosferu oslobađa čisti ugljen-dioksid, kako je prikazano na slici 4.)
MATCH@M:(Unfortunately, in case of biofuels certain net emissions of carbon dioxide as well as other greenhouse gases (methane /CH4/ and nitrous oxide /N2O/) also appear.===>Nažalost, u slucaju biogoriva takode dolazi do odredenih neto emisija ugljen-dioksida kao i drugih gasova sa efektom staklene bašte (metana /CH4/ i azot-suboksida /N2O/).)
MATCH@E:(Unfortunately, in case of biofuels certain net emissions of carbon dioxide as well as other greenhouse gases (methane /CH4/ and nitrous oxide /N2O/) also appear.===>Nažalost, u slučaju biogoriva takođe dolazi do određenih neto emisija ugljen-dioksida kao i drugih gasova sa efektom staklene bašte (metana /CH4/ i azot-suboksida /N2O/).)
MATCH@M:(However, the degree of these emissions strongly depends on the source from which biofuel is produced as well as from the mode of production.===>Ipak, stepen ovih emisija u velikoj meri zavisi od izvora iz koga se biogorivo dobija kao i od nacina proizvodnje.)
MATCH@E:(However, the degree of these emissions strongly depends on the source from which biofuel is produced as well as from the mode of production.===>Ipak, stepen ovih emisija u velikoj meri zavisi od izvora iz koga se biogorivo dobija kao i od načina proizvodnje.)
MATCH@M:(Various activities necessary for biofuel production require certain energy intake.===>Razlicite aktivnosti neophodne u proizvodnji biogoriva zahtevaju odredeni utrošak energije.)
MATCH@E:(Various activities necessary for biofuel production require certain energy intake.===>Različite aktivnosti neophodne u proizvodnji biogoriva zahtevaju određeni utrošak energije.)
MATCH@M:(When this energy is derived from fossil fuels, certain emissions of carbon dioxide are produced.===>Kada se ta energija dobija iz fosilnih goriva, posledica su i odredene emisije ugljen-dioksida.)
MATCH@E:(When this energy is derived from fossil fuels, certain emissions of carbon dioxide are produced.===>Kada se ta energija dobija iz fosilnih goriva, posledica su i određene emisije ugljen-dioksida.)
MATCH@M:(As mentioned, from the environmental point of view, one of the most important goals of biofuels use are the reduced emissions of greenhouse gases (GHG emissions).===>Kako je vec pomenuto, sa ekološke tacke gledišta, jedan od najvažnijih ciljeva u primeni biogoriva jesu smanjene emisije gasova sa efektom staklene bašte (GHG emisije).)
MATCH@E:(As mentioned, from the environmental point of view, one of the most important goals of biofuels use are the reduced emissions of greenhouse gases (GHG emissions).===>Kako je već pomenuto, sa ekološke tačke gledišta, jedan od najvažnijih ciljeva u primeni biogoriva jesu smanjene emisije gasova sa efektom staklene bašte (GHG emisije).)
MATCH@M:(It is often not easy to estimate the real reduction extent of GHG emissions when fossil fuels (petrol or diesel fuel) are substituted with certain kinds of biofuel.===>Cesto nije lako proceniti koliko je stvarno smanjenje emisija GHG kada se fosilna goriva (benzin ili dizel gorivo) zamene odredenim vrstama biogoriva.)
MATCH@E:(It is often not easy to estimate the real reduction extent of GHG emissions when fossil fuels (petrol or diesel fuel) are substituted with certain kinds of biofuel.===>Često nije lako proceniti koliko je stvarno smanjenje emisija GHG kada se fosilna goriva (benzin ili dizel gorivo) zamene određenim vrstama biogoriva.)
MATCH@M:(For this purpose the entire fuel life cycle has to be studied carefully.===>Stoga treba pažljivo prouciti ceo životni ciklus goriva.)
MATCH@E:(For this purpose the entire fuel life cycle has to be studied carefully.===>Stoga treba pažljivo proučiti ceo životni ciklus goriva.)
MATCH@M:(A precise balance of GHG emissions should be done for every life cycle step.===>Za svaki korak u svakom životnom ciklusu treba odrediti preciznu ravnotežu GHG emisija.)
MATCH@E:(A precise balance of GHG emissions should be done for every life cycle step Š15-19Ë.===>Za svaki korak u svakom životnom ciklusu treba odrediti preciznu ravnotežu GHG emisija Š15-19Ë.)
MATCH@M:(The European Union strongly supported the use of biofuels setting a clear target for 2020 that 10 per cents of total fuel quantity used in transportation should come from renewable sources.===>Evropska unija je snažno podržala primenu biogoriva i postavila jasan cilj da do 2020, godine 10% ukupne kolicine goriva koje se koristi u saobracaju treba da se dobija iz obnovljivih izvora.)
MATCH@E:(The European Union strongly supported the use of biofuels setting a clear target for 2020 that 10 per cents of total fuel quantity used in transportation should come from renewable sources.===>Evropska unija je snažno podržala primenu biogoriva i postavila jasan cilj da do 2020, godine 10% ukupne količine goriva koje se koristi u saobraćaju treba da se dobija iz obnovljivih izvora.)
MATCH@M:(Besides the environmental aspects this should also have some other positive consequences such as reducing the dependence on imported oil and offering prosperity for natural agriculture.===>Pored ekoloških, ovo svakako treba da ima i neke druge pozitivne posledi-ce kao što je manja zavisnost od uvoznog goriva i napredak organske poljoprivrede.)
MATCH@E:(Besides the environmental aspects this should also have some other positive consequences such as reducing the dependence on imported oil and offering prosperity for natural agriculture.===>Pored ekoloških, ovo svakako treba da ima i neke druge pozitivne posledice kao što je manja zavisnost od uvoznog goriva i napredak organske poljoprivrede.)
MATCH@M:(However, it has become more and more evident that biofuels are not always beneficial for the environment.===>Ipak, sve je ociglednije da biogoriva nemaju uvek povoljan uticaj na životnu sredinu.)
MATCH@E:(However, it has become more and more evident that biofuels are not always beneficial for the environment.===>Ipak, sve je očiglednije da biogoriva nemaju uvek povoljan uticaj na životnu sredinu.)
MATCH@M:(Intensive agriculture with the use of large quantities of fertilizers and protecting agents demands considerable energetic input and produces high degree of pollution.===>Intenzivna poljoprivreda u kojoj se koriste velike kolicine dubriva i zaštitnih sredstava zahteva prilicno obimno ulaganje energije i proizvodi visok stepen zagadenja.)
MATCH@E:(Intensive agriculture with the use of large quantities of fertilizers and protecting agents demands considerable energetic input and produces high degree of pollution.===>Intenzivna poljoprivreda u kojoj se koriste velike količine đubriva i zaštitnih sredstava zahteva prilično obimno ulaganje energije i proizvodi visok stepen zagađenja.)
MATCH@M:(The actual reduction of greenhouse gases emissions is often modest or sometimes even doubtful.===>Stvarno smanjenje emisije gasova sa efektom staklene bašte cesto je skromno, a ponekad i sumnjivo.)
MATCH@E:(The actual reduction of greenhouse gases emissions is often modest or sometimes even doubtful.===>Stvarno smanjenje emisije gasova sa efektom staklene bašte često je skromno, a ponekad i sumnjivo.)
MATCH@M:(According to some estimations certain kinds of biofuels even produce higher degree of greenhouse gases emissions than fossil fuels.===>Po nekim procenama, neke vrste biogoriva cak proizvode vece emisije gasova sa efektom staklene bašte nego fosilna goriva.)
MATCH@E:(According to some estimations certain kinds of biofuels even produce higher degree of greenhouse gases emissions than fossil fuels.===>Po nekim procenama, neke vrste biogoriva čak proizvode veće emisije gasova sa efektom staklene bašte nego fosilna goriva.)
MATCH@M:(In addition, some other negative environmental as well as social and economical consequences appear such as soil and ground water pollution, diminished biodiversity, increasing food prices and aggravating of starvation problems in the third world countries.===>Pored toga, javljaju se i neke druge negativne ekološke, a i dru-štveno-ekonomske posledice, kao što je zagadenje zemljišta i podzemnih voda, smanjeni biodiverzitet, sve skuplja hrana i sve ozbiljniji problem gladi u zemljama treceg sveta.)
MATCH@E:(In addition, some other negative environmental as well as social and economical consequences appear such as soil and ground water pollution, diminished biodiversity, increasing food prices and aggravating of starvation problems in the third world countries.===>Pored toga, javljaju se i neke druge negativne ekološke, a i društveno-ekonomske posledice, kao što je zagađenje zemljišta i podzemnih voda, smanjeni biodiverzitet, sve skuplja hrana i sve ozbiljniji problem gladi u zemljama trećeg sveta.)
MATCH@M:(Therefore, the EU has made a certain revision of its policy in the field of biofuels.===>Stoga je EU unekoliko revidirala svoju politiku u oblasti biogoriva.)
MATCH@E:(Therefore, the EU has made a certain revision of its policy in the field of biofuels Š20Ë.===>Stoga je EU unekoliko revidirala svoju politiku u oblasti biogoriva Š20Ë.)
MATCH@M:(The target value for 2020 is still valid, however, the demand that biofuels must be produced in a sustainable way is strongly emphasized.===>Ciljna vrednost za 2020. godinu još uvek važi, ali se snažno naglašava zahtev da biogoriva treba proizvoditi na održivi nacin.)
MATCH@E:(The target value for 2020 is still valid, however, the demand that biofuels must be produced in a sustainable way is strongly emphasized.===>Ciljna vrednost za 2020. godinu još uvek važi, ali se snažno naglašava zahtev da biogoriva treba proizvoditi na održivi način.)
MATCH@M:(Biofuel should reduce actual greenhouse gases emissions reduction when compared to fossil fuels by at least 35 per cent.===>Biogorivo treba da smanji stvarne efekte emisija gasova sa efektom staklene bašte za 35% u poredenju sa fosilnim gorivima.)
MATCH@E:(Biofuel should reduce actual greenhouse gases emissions reduction when compared to fossil fuels by at least 35 per cent.===>Biogorivo treba da smanji stvarne efekte emisija gasova sa efektom staklene bašte za 35% u poređenju sa fosilnim gorivima.)
MATCH@M:(In the period after 2017, this will increase to 60 per cent.===>U periodu posle 2017. godine, ova vrednost ce porasti na 60%.)
MATCH@E:(In the period after 2017, this will increase to 60 per cent Š15-20Ë. Figure 3.===>U periodu posle 2017. godine, ova vrednost će porasti na 60%. ~~~ Slika 3.)
MATCH@M:(Biofuels are commercially produced from agricultural producce conventionally purposed for human food and/or animal feed - these are the so-called biofuels of the first generation.===>Biogoriva se proizvode u komercijalne svrhe od poljoprivrednih proizvoda cija je konvencionalna namena da budu hrana za ljude ili životinje - to su tzv. biogoriva prve generacije.)
MATCH@E:(Biofuels of first, second and third generations Biofuels are commercially produced from agricultural producce conventionally purposed for human food and/or animal feed these are the so-called biofuels of the first generation.===>Biogoriva prve, druge i treće generacije Biogoriva se proizvode u komercijalne svrhe od poljoprivrednih proizvoda čija je konvencionalna namena da budu hrana za ljude ili životinje to su tzv. biogoriva prve generacije.)
MATCH@M:(An increased demand for these products will thus cause rise of food prices or even provoke disturbances in the food provision chain.===>Povecana potražnja za ovim proizvodima stoga ce prouzrokovati porast cena hrane i cak poremecaje u lancu proizvodnje hrane.)
MATCH@E:(An increased demand for these products will thus cause rise of food prices or even provoke disturbances in the food provision chain.===>Povećana potražnja za ovim proizvodima stoga će prouzrokovati porast cena hrane i čak poremećaje u lancu proizvodnje hrane.)
MATCH@M:(Besides, an intensive agriculture requires considerable energy input and an intensive use of fertilizers and protection agents - typical example are corn, soybean and also oil turnip.===>Pored toga, intenzivna poljoprivreda zahteva da se u nju uloži znacajna kolicina energije i da se intenzivno koristi dubri-vo i sredstva za zaštitu - tipicni primeri su kukuruz, so-jino seme i uljana repica.)
MATCH@E:(Besides, an intensive agriculture requires considerable energy input and an intensive use of fertilizers and protection agents typical example are corn, soybean and also oil turnip.===>Pored toga, intenzivna poljoprivreda zahteva da se u nju uloži značajna količina energije i da se intenzivno koristi đubrivo i sredstva za zaštitu tipični primeri su kukuruz, sojino seme i uljana repica.)
MATCH@M:(The production of biofuels from these sources is often characterized by low net energy output and scarce or even doubtful reduction in greenhouse gases emissions.===>Proizvodnja biogoriva iz ovih izvora cesto se odlikuje niskim proizvodom neto energije i niskim ili cak diskutabilnim smanjenjem emisije gasova sa efektom staklene bašte.)
MATCH@E:(The production of biofuels from these sources is often characterized by low net energy output (as can be seen from Table 2) and scarce or even doubtful reduction in greenhouse gases emissions.===>Proizvodnja biogoriva iz ovih izvora često se odlikuje niskim proizvodom neto energije (kako se vidi na tabeli 2) i niskim ili čak diskutabilnim smanjenjem emisije gasova sa efektom staklene bašte.)
MATCH@M:(Bioethanol from sugar cane, on the other hand, is distinguished by excellent energy output thus enabling considerable GHG emissions reduction.===>Bioetanol iz šecerne trske, s druge strane, daje veliku kolicinu energije i u znacajnoj meri smanjuje GHG emisije.)
MATCH@E:(Bioethanol from sugar cane, on the other hand, is distinguished by excellent energy output thus enabling considerable GHG emissions reduction.===>Bioetanol iz šećerne trske, s druge strane, daje veliku količinu energije i u značajnoj meri smanjuje GHG emisije.)
MATCH@M:(This proved very successful for decades in Brazil as this country in this way avoided energetic dependence from the imported oil.===>Ovo se pokazalo veoma korisnim u Brazilu, jer ova zemlja decenij ama nije zavisila od uvoza energenata.)
MATCH@E:(This proved very successful for decades in Brazil as this country in this way avoided energetic dependence from the imported oil.===>Ovo se pokazalo veoma korisnim u Brazilu, jer ova zemlja decenijama nije zavisila od uvoza energenata.)
MATCH@M:(Biofuels of the second and third generations offer the possibilities to avoid competition between food and energy production.===>Biogoriva druge i trece generacije omogucavaju da se izbegne problem rivaliteta izmedu proizvodnje hrane i proizvodnje goriva.)
MATCH@E:(Biofuels of the second and third generations offer the possibilities to avoid competition between food and energy production.===>U proizvodnji goriva druge i treće generacije ne koriste se jestivi delovi biljaka, niti postoji borba sa industrijom hrane oko obradivog zemljišta.)
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BAD_LINE_M:Biofuels of the second and third generations offer the possibilities to avoid competition between food and energy production.
BAD_LINE_M:Biogoriva druge i trece generacije omogucavaju da se izbegne problem rivaliteta izmedu proizvodnje hrane i proizvodnje goriva.
BAD_LINE_E:Biofuels of the second and third generations offer the possibilities to avoid competition between food and energy production.
BAD_LINE_E:U proizvodnji goriva druge i treće generacije ne koriste se jestivi delovi biljaka, niti postoji borba sa industrijom hrane oko obradivog zemljišta.
MATCH@M:(The production of biofuels of the second and third generations does not use edible parts of plants nor competes with food production for arable land and===>U proizvodnji goriva druge i trece generacije ne koriste se jestivi delovi biljaka, niti postoji borba sa industrijom hrane oko obradivog zemljišta.)
MATCH@E:(The production of biofuels of the second and third generations does not use edible parts of plants nor competes with food production for arable land and thus presents a promising solution for future.===>Stoga ovo predstavlja dobro rešenje za budućnost.)
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BAD_LINE_M:The production of biofuels of the second and third generations does not use edible parts of plants nor competes with food production for arable land and
BAD_LINE_M:U proizvodnji goriva druge i trece generacije ne koriste se jestivi delovi biljaka, niti postoji borba sa industrijom hrane oko obradivog zemljišta.
BAD_LINE_E:The production of biofuels of the second and third generations does not use edible parts of plants nor competes with food production for arable land and thus presents a promising solution for future.
BAD_LINE_E:Stoga ovo predstavlja dobro rešenje za budućnost.
MATCH@M:(Unfortunately, these processes are currently developed on the laboratory scale and are not yet ready for the commercial level.===>Nažalost, ovi procesi se danas razvijaju samo na laboratorijskom nivou i još nisu spremni za komercijalnu upotrebu.)
MATCH@E:(Unfortunately, these processes are currently developed on the laboratory scale and are not yet ready for the commercial level.===>Nažalost, ovi procesi se danas razvijaju samo na laboratorijskom nivou i još nisu spremni za komercijalnu upotrebu.)
MATCH@M:(Bioethanol produced from lignocelluloses is designated as a second generation biofuel.===>Bioetanol proizveden iz drvne celuloze oznacan je kao biogorivo druge generacije.)
MATCH@E:(Bioethanol produced from lignocelluloses is designated as a second generation biofuel.===>Bioetanol proizveden iz drvne celuloze označan je kao biogorivo druge generacije.)
MATCH@M:(As celluloses is the most abundant organic compound in the nature this process enables bioethanol production from different kinds of plant raw materials.===>Pošto je celuloza u prirodi zastupljena više od bilo kog drugog izvora, u procesu proizvodnje bioetanola moguce je koristiti bilo koju sirovinu biljnog porekla.)
MATCH@E:(As celluloses is the most abundant organic compound in the nature this process enables bioethanol production from different kinds of Figure 3.===>Pošto je celuloza u prirodi zastupljena više od bilo kog drugog izvora, u proce Slika 5.)
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BAD_LINE_M:As celluloses is the most abundant organic compound in the nature this process enables bioethanol production from different kinds of plant raw materials.
BAD_LINE_M:Pošto je celuloza u prirodi zastupljena više od bilo kog drugog izvora, u procesu proizvodnje bioetanola moguce je koristiti bilo koju sirovinu biljnog porekla.
BAD_LINE_E:As celluloses is the most abundant organic compound in the nature this process enables bioethanol production from different kinds of Figure 3.
BAD_LINE_E:Pošto je celuloza u prirodi zastupljena više od bilo kog drugog izvora, u proce Slika 5.
MATCH@M:(The resources for fuel production can be any plant waste materials (as are by example corn stalks and leaves), waste from wood industry (woodchips, sawdust) or some perennial grasses (switch grass, miscanthus etc.) growing on poor quality soil not applicable for many other agricultural purposes.===>Kao izvori za proizvodnju goriva mogu da posluže otpadni delovi biljaka (na primer, stabljike i listovi kukuruza), otpadne materije u drvnoj industriji (iverje drveta, drvna prašina od testerisanja) ili neke višegodišnje biljke (kadulja, mi-skant, itd) koje uspevaju na zemljištu niskog kvaliteta koje nije pogodno za druge poljoprivredne procese.)
MATCH@E:(The resources for fuel production can be any plant waste materials (as are by example corn stalks and leaves), waste from wood industry (woodchips, sawdust) or some perennial grasses (switch grass, miscanthus etc.) growing on poor quality soil not applicable for many other agricultural purposes.===>Kao izvori za proizvodnju goriva mogu da posluže otpadni delovi biljaka (na primer, stabljike i listovi kukuruza), otpadne materije u drvnoj industriji (iverje drveta, drvna prašina od testerisanja) ili neke višegodišnje biljke (kadulja, miskant, itd) koje uspevaju na zemljištu niskog kvaliteta koje nije pogodno za druge poljoprivredne procese.)
MATCH@M:(The biodiesel produced from algae is often designated as a third generation biofuel.===>Biodizel dobijen iz algi obicno se naziva biogorivom trece generacije.)
MATCH@E:(The biodiesel produced from algae is often designated as a third generation biofuel.===>Biodizel dobijen iz algi obično se naziva biogorivom treće generacije.)
MATCH@M:(Algae grow very fast and do not require fertile soil but only sunlight and carbon dioxide.===>Alge rastu veoma velikom brzinom i ne zahtevaju plodno zemljište, vec samo sunce i ugljen-dioksid.)
MATCH@E:(Algae grow very fast and do not require fertile soil but only sunlight and carbon dioxide.===>Alge rastu veoma velikom brzinom i ne zahtevaju plodno zemljište, već samo sunce i ugljen-dioksid.)
MATCH@M:(It is possible to use carbon dioxide from power plants or heating stations.===>Za to se može koristiti ugljen-dioksid iz elektrana ili toplana.)
MATCH@E:(It is possible to use carbon dioxide from power plants or heating stations.===>Za to se može koristiti ugljen-dioksid iz elektrana ili toplana.)
MATCH@M:(As mentioned above, it is of crucial importance to make a precise life cycle analysis for a particular kind of biofuel.===>Od velike je važnosti da se izvrši precizna analiza životnog ciklusa za svako biogorivo posebno.)
MATCH@E:(Life cycle analysis As mentioned above, it is of crucial importance to make a precise life cycle analysis for a particular kind of biofuel.===>Analiza životnog ciklusa Od velike je važnosti da se izvrši precizna analiza životnog ciklusa za svako biogorivo posebno.)
MATCH@M:(Energy balance as well as balance of GHG emissions should be calculated.===>Treba izracunati energetsku ravnotežu kao i ravnotežu emisija GHG.)
MATCH@E:(Energy balance as well as balance of GHG emissions should be calculated.===>Treba izračunati energetsku ravnotežu kao i ravnotežu emisija GHG.)
MATCH@M:(All activities which appear in the process have to be taken into consideration to get a correct picture.===>Da bi se dobila tacna predstava, treba uzeti u obzir sve aktivnosti koje se javljaju procesu ciklusa bi-ogoriva.)
MATCH@E:(All activities which appear in the process have to be taken into consideration to get a correct picture.===>Da bi se dobila tačna predstava, treba uzeti u obzir sve aktivnosti koje se javljaju procesu ciklusa biogoriva.)
MATCH@M:(For example, for the cultivation of oil turnip neutral pH of the soil (7.0) is optimal.===>Na primer, za gajenje uljane repice optimalna pH vrednost zemljišta je neutralna vrednost (7,0).)
MATCH@E:(For example, for the cultivation of oil turnip neutral pH of the soil (7.0) is optimal.===>Na primer, za gajenje uljane repice optimalna pH vrednost zemljišta je neutralna vrednost (7,0).)
MATCH@M:(In the case of acidic soil lime is often added to increase the soil pH.===>Ako je zemljište kiselo, cesto se dodaje krec da bi se povecala pH vrednost.)
MATCH@E:(In the case of acidic soil lime is often added to increase the soil pH.===>Ako je zemljište kiselo, često se dodaje kreč da bi se povećala pH vrednost.)
MATCH@M:(However, according to Thamsiriroj and Murphy, if contribution of lime is not considered in calculating the balance, the estimation is not correct as lime production and transportation has some influence on the energy balance and considerable impact on GHG emissions balance.===>Ipak, kako naglašavaju Tham-siriroj i Murphy, ako se krec ne uracuna u tu ravnotežu, proracun nije tacan, pošto proizvodnja i transport kreca imaju odredeni uticaj na energetsku ravnotežu i znacajan uticaj na ravnotežu GHG emisije.)
MATCH@E:(However, according to Thamsiriroj and Murphy Š15Ë, if contribution of lime is not considered in calculating the balance, the estimation is not correct as lime production and transportation has some influence on the energy balance and considerable impact on GHG emissions balance.===>Ipak, kako naglašavaju Thamsiriroj i Murphy Š15Ë, ako se kreč ne uračuna u tu ravnotežu, proračun nije tačan, pošto proizvodnja i transport kreča imaju određeni uticaj na energetsku ravnotežu i značajan uticaj na ravnotežu GHG emisije.)
MATCH@M:(Therefore, it is not possible to determine the real value of emissions without a precise fuel life cycle analysis.===>Stoga nije moguce odrediti stvarnu vrednost ovih emisija ukoliko ne postoji precizna analiza životnog ciklusa goriva.)
MATCH@E:(Therefore, it is not possible to determine the real value of emissions without a precise fuel life cycle analysis.===>Stoga nije moguće odrediti stvarnu vrednost ovih emisija ukoliko ne postoji precizna analiza životnog ciklusa goriva.)
MATCH@M:(Emissions should be expressed in mass of CO2 per energy unit of fuel (g CO2 / MJ).===>Emisije treba izražavati kao masu CO2 po jedinici energije goriva (gCO2/MJ).)
MATCH@E:(Emissions should be expressed in mass of CO2 per energy unit of fuel (g CO2 / MJ).===>Emisije treba izražavati kao masu CO2 po jedinici energije goriva (gCO2/MJ).)
MATCH@M:(As regards a particular kind of biofuel different production procedures usually exist including many variants in terms of waste material manipulation and technological details.===>Kada se razmatraju razliciti postupci proizvodnje odredene vrste biogoriva, obicno postoje razlicite varijante u vezi sa manipulisanjem otpadnim materijalom i tehnološkim pojedinostima.)
MATCH@E:(As regards a particular kind of biofuel different production procedures usually exist including many variants in terms of waste material manipulation and technological details.===>Kada se razmatraju različiti postupci proizvodnje određene vrste biogoriva, obićno postoje različite varijante u vezi sa manipulisanjem otpadnim materijalom i tehnološkim pojedinostima.)
MATCH@M:(For every procedure both energetic and GHG emissions should be calculated and than comparison can be made to select the optimal procedure.===>Za svaki postupak treba izracunati i emisije GHG i emisije energije i onda uporediti vrednosti da bi se izabrao optimalni postupak.)
MATCH@E:(For every procedure both energetic and GHG emissions should be calculated and than comparison can be made to select the optimal procedure Š15-20Ë. 7.===>Za svaki postupak treba izračunati i emisije GHG i emisije energije i onda uporediti vrednosti da bi se izabrao optimalni postupak Š15-20Ë. 7.)
MATCH@M:(It is not easy to predict which of the alternative modes of automotive driving will prevail in the future.===>Nije lako predvideti koji ce od alternativnih nacina vožnje preovladivati u buducnosti.)
MATCH@E:(Conclusion It is not easy to predict which of the alternative modes of automotive driving will prevail in the future.===>Zaključak Nije lako predvideti koji će od alternativnih načina vožnje preovlađivati u budućnosti.)
MATCH@M:(Because the substitution of oil derivatives with biofuels can be performed in a relatively simple manner, biofules can be expected to play an important role.===>Pošto se zamena derivata nafte biogorivom može vršiti na relativno jednostavan nacin, može se pretpostaviti da ce uloga biogoriva biti znacajna.)
MATCH@E:(Because the substitution of oil derivatives with biofuels can be performed in a relatively simple manner, biofules can be expected to play an important role.===>Pošto se zamena derivata nafte biogorivom može vršiti na relativno jednostavan način, može se pretpostaviti da će uloga biogoriva biti značajna.)
MATCH@M:(However, it is necessary to take into consideration the fact that biofuels should by no means be introduced at any price.===>Ipak, neophodno je uzeti u obzir da biogorivo ne treba uvoditi po svaku cenu.)
MATCH@E:(However, it is necessary to take into consideration the fact that biofuels should by no means be introduced at any price.===>Ipak, neophodno je uzeti u obzir da biogorivo ne treba uvoditi po svaku cenu.)
MATCH@M:(Only those biofuels, which are produced in a sustainable way, can be an adequate substitution for fossil fuels and can significantly contribute to the reduction of GHG emissions and therefore the carbon footprint as well as other negative influences on the environment.===>Jedino biogoriva proizvedena na održiv nacin predstavljaju adekvatnu zamenu za fosilna goriva i ona mogu znacajno da doprinesu smanjenju GHG emisije i ugljenikovog traga, kao i druge negativne uticaje na životnu sredinu.)
MATCH@E:(Only those biofuels, which are produced in a sustainable way, can be an adequate substitution for fossil fuels and can significantly contribute to the reduction of GHG emissions and therefore the carbon footprint as well as other negative influences on the environment Š21, 22Ë.===>Je dino biogoriva proizvedena na održiv način predstavljaju adekvatnu zamenu za fosilna goriva i ona mogu značajno da doprinesu smanjenju GHG emisije i ugljenikovog traga, kao i druge negativne uticaje na životnu sredinu Š21, 22Ë.)
MATCH@M:(It is for this reason that it is crucial that a precise fuel life cycle analysis with adequate balances should be done and critically estimated for every kind of biofuel before it is introduced.===>Stoga je od velikog znacaja da se, pre nego što se neko biogorivo uvede u upotrebu, izvrši precizna analiza životnog ciklusa sa odgovarajucom i jednom i drugom ravnotežom i da se sve kriticki razmotri.)
MATCH@E:(It is for this reason that it is crucial that a precise fuel life cycle analysis with adequate balances should be done and critically estimated for every kind of biofuel before it is introduced.===>Stoga je od velikog značaja da se, pre nego što se neko biogorivo uvede u upotrebu, izvrši precizna analiza životnog ciklusa sa odgovarajućom i jednom i drugom ravnotežom i da se sve kritički razmotri.)
MATCH@M:(If this is not accomplished, the effect can be just opposite to the initial purpose - bringing more environmental damage than benefit.===>Ako se ovo ne uradi, efekat može da bude upravo suprotan prvobitnoj nameri i da donese više štete nego koristi za životnu sredinu.)
MATCH@E:(If this is not accomplished, the effect can be just opposite to the initial purpose bringing more environmental damage than benefit.===>Ako se ovo ne uradi, efekat može da bude upravo suprotan prvobitnoj nameri i da donese više štete nego koristi za životnu sredinu.)
MATCH@M:(Generally, there are two basic types of boards: one-tier and two-tier boards.===>Generalno, postoje dve osnovne vrste upravnih odbora: jednostepeni i dvostepeni upravni odbori.)
MATCH@E:(Generally, there are two basic types of boards: one-tier and two-tier boards.===>Generalno, postoje dve osnovne vrste upravnih odbora: jednostepeni i dvostepeni upravni odbori.)
MATCH@M:(In the conditions of separation of ownership and control, the owners’ interests differ from those of the managers, hence the owners do not have an adequate control over the managers operations.===>U uslovima razdvojenosti vlasništva i kontrole interesi vlasnika i menadžera su razliciti, a vlasnici nemaju dovoljnu kontrolu nad radom menadžera.)
MATCH@E:(Introduction In the conditions of separation of ownership and control, the owners interests differ from those of the managers, hence the owners do not have an adequate control over the managers operations.===>Uvod U uslovima razdvojenosti vlasništva i kontrole interesi vlasnika i menadžera su različiti, a vlasnici nemaju dovoljnu kontrolu nad radom menadžera.)
MATCH@M:(If both parties wish to maximize the benefit, it is assumed that the managers will not always act in line with the owners’ interests.===>Ukoliko obe strane žele da maksimizuju korist, pretpostavlja se da menadžeri nece uvek delovati u skladu sa interesima vlasnika.)
MATCH@E:(If both parties wish to maximize the benefit, it is assumed that the managers will not always act in line with the owners interests.===>Ukoliko obe strane žele da maksimizuju korist, pretpostavlja se da menadžeri neće uvek delovati u skladu sa interesima vlasnika.)
MATCH@M:(A potential conflict of interest between the owner and the manager becomes an important issue in the corporate governance domain.===>Potencijalni konflikt interesa izmedu vlasnika i menadžera postaje važno pitanje u oblasti korporativnog upravljanja.)
MATCH@E:(A potential conflict of interest between the owner and the manager becomes an important issue in the corporate governance domain Š9Ë.===>Potencijalni konflikt interesa između vlasnika i menadžera postaje važno pitanje u oblasti korporativnog upravljanja Š9Ë.)
MATCH@M:(A balance between the owners’ and the managers’ interests can be achieved by implementing various mechanisms of corporate governance.===>Uskladivanje interesa vlasnika i menadžera može se ostvariti primenom razlicitih mehanizama korporativnog upravljanja.)
MATCH@E:(A balance between the owners and the managers interests can be achieved by implementing various mechanisms of corporate governance.===>Usklađivanje interesa vlasnika i menadžera može se ostvariti primenom različitih mehanizama korporativnog upravljanja.)
MATCH@M:(Acting as internal corporate governance mechanisms, boards of directors form a link between those who have the capital, i.e., the owners and those who employ this capital to create value, i.e., the managers.===>Upravni odbori kao interni mehanizam korporativnog upravljanja predstavljaju vezu izmedu onih koji imaju kapital, odnosno vlasnika i onih koji taj kapital koriste kako bi stvorili vrednost, odnosno menadžera.)
MATCH@E:(Acting as internal corporate governance mechanisms, boards of directors form a link between those who have the capital, i.e., the owners and those who employ this capital to create value, i.e., the managers Š12Ë.===>Upravni odbori kao interni mehanizam korporativnog upravljanja predstavljaju vezu između onih koji imaju kapital, odnosno vlasnika i onih koji taj kapital koriste kako bi stvorili vrednost, odnosno menadžera Š12Ë.)
MATCH@M:(The basic role of the board of directors is to ensure that managers manage in the owners’ best interest, not in theirs.===>Osnovna uloga upravnog odbora je da obezbedi da menadžeri upravljaju u interesu vlasnika, a ne u sop-stvenom interesu.)
MATCH@E:(The basic role of the board of directors is to ensure that managers manage in the owners best interest, not in theirs.===>Osnovna uloga upravnog odbora je da obezbedi da menadžeri upravljaju u interesu vlasnika, a ne u sopstvenom interesu.)
MATCH@M:(The composition, the leadreship structure and the activities of boards of directors differ depending on the type of these boards.===>Kompozicija, liderska struktura i funkcionisanje upravnih odbora se razlikuju u zavisnosti od vrste upravnih odbora.)
MATCH@E:(The composition, the leadreship structure and the activities of boards of directors differ depending on the type of these boards.===>Kompozicija, liderska struktura i funkcionisanje upravnih odbora se razlikuju u zavisnosti od vrste upravnih odbora.)
MATCH@M:(The subject of this research is the analysis of the role and importance of boards of directors in the context of one-tier and two-tier board of directors implementation.===>Predmet istraživanja u radu je razmatranje uloge i znacaja upravnih odbora u kontekstu primene jedno-stepenih i dvostepenih upravnih odbora.)
MATCH@E:(The subject of this research is the analysis of the role and importance of boards of directors in the context of one-tier and two-tier board of directors implementation.===>Predmet istraživanja u radu je razmatranje uloge i značaja upravnih odbora u kontekstu primene jednostepenih i dvostepenih upravnih odbora.)
MATCH@M:(The goal of the research is to implement a comparative analysis of structural characteristics and the manner in which one-tier and two-tier boards of directors function, to point out to their basic advantages, weaknesses and potentail improvements.===>Cilj istraživanja je da se kroz komparativnu analizu strukturnih karakteristika i nacina funkcionisanja jednostepenih i dvostepenih upravnih odbora ukaže na njihove osnovne prednosti, nedostatke i moguca poboljšanja.)
MATCH@E:(The goal of the research is to implement a comparative analysis of structural characteristics and the manner in which one-tier and two-tier boards of directors function, to point out to their basic advantages, weaknesses and potentail improvements.===>Cilj istraživanja je da se kroz komparativnu analizu strukturnih karakteristika i načina funkcionisanja jednostepenih i dvostepenih upravnih odbora ukaže na njihove osnovne prednosti, nedostatke i moguća poboljšanja. 2.)
MATCH@M:(The World Bank defines corporate governance from two different perspectives.===>Svetska banka definiše korporativno upravljanje iz dve razlicite perspektive.)
MATCH@E:(The World Bank defines corporate governance from two different perspectives.===>Svetska banka definiše korporativno upravljanje iz dve različite perspektive.)
MATCH@M:(From the viewpoint of the social perspective, corporate governance is oriented towards company survival, growth and development simultaneously taking the responsibility for corporate control.===>Sa stanovišta društvene perspektive, korporativno upravljanje je usmereno ka opstanku, rastu i razvoju kompanija uz istovremenu odgovornost za kontrolu nad korporacijama.)
MATCH@E:(From the viewpoint of the social perspective, corporate governance is oriented towards company survival, growth and development simultaneously taking the responsibility for corporate control.===>Sa stanovišta društvene perspektive, korporativno upravljanje je usmereno ka opstanku, rastu i razvoju kompanija uz istovremenu odgovornost za kontrolu nad korporacijama.)
MATCH@M:(From the corporate perspective, however, what is important is the relations between the owner, the manager and other stakeholders (employees, customers, suppliers, competitors, investors and the society).===>Iz perspektive samih korporacija naglasak je na relacijama izmedu vlasnika, menadžera i ostalih stejkholdera (zaposlenih, potrošaca, dobavljaca, konkurenata, investitora i društva).)
MATCH@E:(From the corporate perspective, however, what is important is the relations between the owner, the manager and other stakeholders (employees, customers, suppliers, competitors, investors and the society).===>Iz perspektive samih korporacija naglasak je na relacijama između vlasnika, menadžera i ostalih stejkholdera (zaposlenih, potrošača, dobavljača, konkurenata, investitora i društva).)
MATCH@M:(The major concern is how to make managers manage in the interest of the owners and not exclusively in their own interest.===>Pitanje je kako postici da menadžeri upravljaju u interesu vlasnika, a ne iskljucivo u sopstvenom interesu?)
MATCH@E:(The major concern is how to make managers manage in the interest of the owners and not exclusively in their own interest.===>Pitanje je kako postići da menadžeri upravljaju u interesu vlasnika, a ne isključivo u sopstvenom interesu?)
MATCH@M:(To find the answer to this quaestion it is necessary that corporate governance mechanisms be analysed.===>U traženju odgovora na postavljeno pitanje potrebno je analizirati mehanizme korporativnog upravljanja.)
MATCH@E:(To find the answer to this quaestion it is necessary that corporate governance mechanisms be analysed.===>U traženju odgovora na postavljeno pitanje potrebno je analizirati mehanizme korporativnog upravljanja.)
MATCH@M:(The role of the corporate governance mechanisms is to balance the owners’ interests with those of the managers.===>Uloga mehanizama korporativnog upravljanja je u usaglašavanju interesa vlasnika i menadžera.)
MATCH@E:(The role of the corporate governance mechanisms is to balance the owners interests with those of the managers.===>Uloga mehanizama korporativnog upravljanja je u usaglašavanju interesa vlasnika i menadžera.)
MATCH@M:(Since managers are prone to maximizing their own interests that need not always coincide with the owners’ interests, it is necessary that the owners should be in a position to enquire into and control the managers’ activities.===>S obzirom da su menadžeri skloni da maksimizuju licne interese koji ne moraju uvek da se poklapaju sa interesima vlasnika, potrebno je da vlasnici imaju mogucnost provere i kontrole rada menadžera.)
MATCH@E:(Since managers are prone to maximizing their own interests that need not always coincide with the owners interests, it is necessary that the owners should be in a position to enquire into and control the managers activities.===>S obzirom da su menadžeri skloni da maksimizuju lične interese koji ne moraju uvek da se poklapaju sa interesima vlasnika, potrebno je da vlasnici imaju mogućnost provere i kontrole rada menadžera.)
MATCH@M:(The major purpose of the corporate governance mechanisms is to provide the balance and check the management behaviour.===>Osnovna svrha mehanizama korporativnog upravljanja jeste da obezbede balans i proveru ponašanja menadž-menta.)
MATCH@E:(Corporate governance mechanisms The major purpose of the corporate governance mechanisms is to provide the balance and check the management behaviour.===>Mehanizmi korporativnog upravljanja Osnovna svrha mehanizama korporativnog upravljanja jeste da obezbede balans i proveru ponašanja menadžmenta.)
MATCH@M:(Two types of mechanisms are found in literature: internal and external.===>U literaturi se mogu izdvojiti dve vrste mehanizama: interni i eksterni.)
MATCH@E:(Two types of mechanisms are found in literature: internal and external.===>U literaturi se mogu izdvojiti dve vrste mehanizama: interni i eksterni.)
MATCH@M:(If ownership is dispersed, the role of the corporate control market as an external factor becomes most important.===>Ako je vlasništvo disperzirano, tržište korporativne kontrole kao eksterni mehanizam ima najznacajniju ulogu.)
MATCH@E:(If ownership is dispersed, the role of the corporate control market as an external factor becomes most important.===>Ako je vlasništvo disperzirano, tržište korporativne kontrole kao eksterni mehanizam ima najznačajniju ulogu.)
MATCH@M:(In case the number of owners is smaller, manager control is the responsibility of the board of directors as an internal mechanism.===>Ukoliko postoji manji broj dominantnih vlasnika, kontrola menadžera se vrši pomocu upravnog odbora kao internog mehanizma.)
MATCH@E:(In case the number of owners is smaller, manager control is the responsibility of the board of directors as an internal mechanism Š2Ë.===>Ukoliko postoji manji broj dominantnih vlasnika, kontrola menadžera se vrši pomoću upravnog odbora kao internog mehanizma Š2Ë.)
MATCH@M:(The board of directors is a management body appointed by the shareholders’ assembly, formed by the owners, to manage the company.===>Upravni odbor je organ upravljanja na koji skupština akcionara, formirana od strane vlasnika, prenosi funkciju upravljanja.)
MATCH@E:(The board of directors is a management body appointed by the shareholders assembly, formed by the owners, to manage the company.===>Upravni odbor je organ upravljanja na koji skupština akcionara, formirana od strane vlasnika, prenosi funkciju upravljanja.)
MATCH@M:(Its role is to ensure a longterm development of the company, bringing different interests into balance.===>Upravni odbor ima ulogu da ostvari dugorocni razvoj kompanije uz balansiranje razlicitih interesa.)
MATCH@E:(Its role is to ensure a longterm development of the company, bringing different interests into balance Š9Ë.===>Upravni odbor ima ulogu da ostvari dugoročni razvoj kompanije uz balansiranje različitih interesa Š9Ë.)
MATCH@M:(The board of directors makes a link between those who own the capital, i.e., the owners, and those that employ that capital to create value, i.e., competent managers.===>Upravni odbori predstavljaju vezu izmedu onih koji imaju kapital, odnosno vlasnika, i onih koji taj kapital koriste kako bi stvorili vrednost, odnosno kompetentnih menadžera.)
MATCH@E:(As seen in Figure 2, the board of directors makes a link between those who own the capital, i.e., the owners, and those that employ that capital to create value, i.e., competent managers.===>Prema slici 2, upravni odbori predstavljaju vezu između onih koji imaju kapital, odnosno vlasnika, i onih koji taj kapital koriste kako bi stvorili vrednost, odnosno kompetentnih menadžera.)
MATCH@M:(This is actually a link between a small, powerful group that leads the company, and a large, varied group whose job is to assess whether the company is successful in business doing.===>To je zapravo veza izmedu male, mocne grupe koja vodi kompaniju i velike, raznovrsne grupe koja treba da oceni da li kompanija upešno posluje.)
MATCH@E:(This is actually a link between a small, powerful group that leads the company, and a large, varied group whose job is to assess whether the company is successful in business doing Š12Ë.===>To je zapravo veza između male, moćne grupe koja vodi kompaniju i velike, raznovrsne grupe koja treba da oceni da li kompanija upešno posluje Š12Ë.)
MATCH@M:(The importance of boards of directors is recognized in that they have to achieve two opposing, however, complementary goals: profitability and social responsibility of the company.===>Znacaj upravnih odbora je u ostvarenju dva suprotna, ali ipak komplementarna cilja: profitabilnosti i društvene odgovornosti kompanija.)
MATCH@E:(The importance of boards of directors is recognized in that they have to achieve two opposing, however, complementary goals: profitability and social responsibility of the company. ~~~ Figure 2.===>Značaj upravnih odbora je u ostvarenju dva suprotna, ali ipak komplementarna cilja: profitabilnosti i društvene odgovornosti kompanija. oniranja kompanije u konkurentskom okruženju.)
MATCH@M:(The role of support refers to company representation, building good reputation, establishing relations with stakeholders and councel provision for top managers.===>Uloga podrške se odnosi na predstavljanje kompanije, stvaranje dobre reputacije, sklapanje ugovora sa eksternim okruženjem, uspostavljanje veza sa stej-kholderima i savetovanje top menadžera.)
MATCH@E:(The role of support refers to company representation, building good reputation, establishing relations with stakeholders and councel provision for top managers.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The role of support refers to company representation, building good reputation, establishing relations with stakeholders and councel provision for top managers.
BAD_LINE_M:Uloga podrške se odnosi na predstavljanje kompanije, stvaranje dobre reputacije, sklapanje ugovora sa eksternim okruženjem, uspostavljanje veza sa stej-kholderima i savetovanje top menadžera.
BAD_LINE_E:The role of support refers to company representation, building good reputation, establishing relations with stakeholders and councel provision for top managers.
BAD_LINE_E:
MATCH@M:(The role of control means appointing, dismissal and assessing managers, i.e., supervision and control over the managers’ activities in order that the owner’s interests be duly protected.===>Uloga kontrole podrazumeva postavljanje, smenjivanje i ocenji-vanje menadžera, odnosno nadzor i kontrolu rada menadžera kako bi se zaštitili interesi vlasnika.)
MATCH@E:(The role of control means appointing, dismissal and assessing managers, i.e., supervision and control over the managers activities in order that the owners interests be duly protected.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The role of control means appointing, dismissal and assessing managers, i.e., supervision and control over the managers’ activities in order that the owner’s interests be duly protected.
BAD_LINE_M:Uloga kontrole podrazumeva postavljanje, smenjivanje i ocenji-vanje menadžera, odnosno nadzor i kontrolu rada menadžera kako bi se zaštitili interesi vlasnika.
BAD_LINE_E:The role of control means appointing, dismissal and assessing managers, i.e., supervision and control over the managers activities in order that the owners interests be duly protected.
BAD_LINE_E:
MATCH@M:(The strategic role refers to the problems of strategic positioning of the company in a competitive environment.===>Strategijska uloga se odnosi na probleme strategijskog pozicioniranja kompanije u konkurentskom okruženju.)
MATCH@E:(The strategic role refers to the problems of strategic positioning of the company in a competitive environment.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The strategic role refers to the problems of strategic positioning of the company in a competitive environment.
BAD_LINE_M:Strategijska uloga se odnosi na probleme strategijskog pozicioniranja kompanije u konkurentskom okruženju.
BAD_LINE_E:The strategic role refers to the problems of strategic positioning of the company in a competitive environment.
BAD_LINE_E:
MATCH@M:(Burns highlights an increasing importance of the strategic role of the board of directors, insisting that boards of directors should play an active role in the strategy defining and implementation processes.===>Burns ukazuje na sve veci znacaj strategijske uloge upravnog odbora, isticuci da upravni odbori treba imaju aktivnu ulogu u procesu definisanja i imple-mentiranja strategije.)
MATCH@E:(Burns (2009) highlights an increasing importance of the strategic role of the board of directors, insisting that boards of directors should play an active role in the strategy defining and implementation processes Š3Ë.===>Burns (2009) ukazuje na sve veći značaj strategijske uloge upravnog odbora, ističući da upravni odbori treba imaju aktivnu ulogu u procesu definisanja i implementiranja strategije Š3Ë.)
MATCH@M:(The role of boards of directors in the transition conditions, the condition this country currently is too, does not mean only the maximization of short-term results and an assessment of the managers’ work; it is primarily reflected in the strategic accountability of the boards of directors.===>Uloga upravnih odbora u uslovima tranzicije, u kojoj se nalazi i naša zemlja, ne podrazumeva samo maksi-mizaciju kratkorocnih rezultata i ocenu rada menadžera, vec se pre svega ogleda u strategijskoj odgovornosti upravnih odbora.)
MATCH@E:(The role of boards of directors in the transition conditions, the condition this country currently is too, does not mean only the maximization of short-term results and an assessment of the managers work; it is primarily reflected in the strategic accountability of the boards of directors.===>Uloga upravnih odbora u uslovima tranzicije, u kojoj se nalazi i naša zemlja, ne podrazumeva samo maksimizaciju kratkoročnih rezultata i ocenu rada menadžera, već se pre svega ogleda u strategijskoj odgovornosti upravnih odbora.)
MATCH@M:(The task of the board of directors is to make hands-on decisions, define a long-term strategy of the company, appoint, dismiss, control and evaluate the managers’ performance.===>Upravni odbor ima zadatak da donosi tekuce odluke, definiše dugorocnu strategiju kompanije, postavlja, smenjuje, kontroliše i ocenjuje rad menadžera.)
MATCH@E:(The task of the board of directors is to make hands-on decisions, define a long-term strategy of the company, appoint, dismiss, control and evaluate the managers performance.===>Upravni odbor ima zadatak da donosi tekuće odluke, definiše dugoročnu strategiju kompanije, postavlja, smenjuje, kontroliše i ocenjuje rad menadžera.)
MATCH@M:(The composition and functioning of boards of directors differ in dependence on the type of the board of directors.===>Struktura i funkcionisanje upravnih odbora se razlikuju u zavisnosti od vrste upravnih odbora.)
MATCH@E:(The composition and functioning of boards of directors differ in dependence on the type of the board of directors.===>Struktura i funkcionisanje upravnih odbora se razlikuju u zavisnosti od vrste upravnih odbora.)
MATCH@M:(Generally, there are two basic types of boards of directors: one-tier and two-tier boards of directors.===>Generalno, postoje dve osnovne vrste upravnih odbora: jednoste-peni i dvostepeni upravni odbori.)
MATCH@E:(Generally, there are two basic types of boards of directors: one-tier and two-tier boards of directors Š11Ë.===>Generalno, postoje dve osnovne vrste upravnih odbora: jednostepeni i dvostepeni upravni odbori Š11Ë.)
MATCH@M:(In order that the functioning and the performance of boards of directors be improved, it is necessary that a comparative analysis should be conducted of basic characteristics, differences and similarities, advantages and disadvantages of one-tier boards of directors, on one hand, and two-tier boards of directors, on the other.===>U cilju poboljšanja funkcionisanja i rezultata upravnih odbora, potrebno je izvršiti komparativnu analizu osnovnih karakteristika, razlika i slicnosti, prednosti i nedostataka jednostepenih i dvostepenih upravnih odbora.)
MATCH@E:(In order that the functioning and the performance of boards of directors be improved, it is necessary that a comparative analysis should be conducted of basic characteristics, differences and similarities, advantages and disadvantages of one-tier boards of directors, on one hand, and two-tier boards of directors, on the other. ~~~ 3.===>U cilju poboljšanja funkcionisanja i rezultata upravnih odbora, potrebno je izvršiti komparativnu analizu osnovnih karakteristika, razlika i sličnosti, prednosti i nedostataka jednostepenih i dvostepenih upravnih odbora. 3.)
MATCH@M:(The Anglo-Saxon countries, the U.S.A., Cnada, Great Britain, Australia, and New Zealand employ the model of one-tier board of directors.===>Anglosaksonske zemlje, US, Kanada, Velika Britanija, Australija i Novi Zeland primenjuju model jednostepenog upravnog odbora.)
MATCH@E:(One-tier board of directors model The Anglo-Saxon countries, the U.S.A., Cnada, Great Britain, Australia, and New Zealand employ the model of one-tier board of directors.===>Model jednostepenog upravnog odbora Anglosaksonske zemlje, US, Kanada, Velika Britanija, Australija i Novi Zeland primenjuju model jednostepenog upravnog odbora.)
MATCH@M:(A conclusion can be drawn on the basis of Figure 3 that the members of the board of directors are also members of the supervisory board, which means that the same individuals are responsible for both the management and the supervision.===>Na osnovu slike 3 može se zakljuciti da su clanovi upravnog odbora ujedno i clanovi nadzornog odbora, što znaci da su isti pojedinci zaduženi i za menadž-ment i za nadzor.)
MATCH@E:(One-tier board of directors model A conclusion can be drawn on the basis of Figure 3 that the members of the board of directors are also members of the supervisory board, which means that the same individuals are responsible for both the management and the supervision.===>Strategijska uloga se odnosi na probleme strategijskog pozici Slika 3. ~~~ Model jednostepenog upravnog odbora Na osnovu slike 3 može se zaključiti da su članovi upravnog odbora ujedno i članovi nadzornog odbora, što znači da su isti pojedinci zaduženi i za menadžment i za nadzor.)
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BAD_LINE_M:A conclusion can be drawn on the basis of Figure 3 that the members of the board of directors are also members of the supervisory board, which means that the same individuals are responsible for both the management and the supervision.
BAD_LINE_M:Na osnovu slike 3 može se zakljuciti da su clanovi upravnog odbora ujedno i clanovi nadzornog odbora, što znaci da su isti pojedinci zaduženi i za menadž-ment i za nadzor.
BAD_LINE_E:One-tier board of directors model A conclusion can be drawn on the basis of Figure 3 that the members of the board of directors are also members of the supervisory board, which means that the same individuals are responsible for both the management and the supervision.
BAD_LINE_E:Strategijska uloga se odnosi na probleme strategijskog pozici Slika 3. ~~~ Model jednostepenog upravnog odbora Na osnovu slike 3 može se zaključiti da su članovi upravnog odbora ujedno i članovi nadzornog odbora, što znači da su isti pojedinci zaduženi i za menadžment i za nadzor.
MATCH@M:(The basic flaw of the model of one-tier board of directors is an explicit risk of a high concentration of power in the hands of the CEO, as supervisory boards are exclusively administrative in character.===>Osnovni nedostatak modela jednostepenog upravnog odbora je izražen rizik od visoke koncentracije moci koju ima CEO, jer nadzorni odbori imaju iskljucivo administrativni karakter.)
MATCH@E:(The basic flaw of the model of one-tier board of directors is an explicit risk of a high concentration of power in the hands of the CEO, as supervisory boards are exclusively administrative in character.===>Osnovni nedostatak modela jednostepenog upravnog odbora je izražen rizik od visoke koncentracije moći koju ima CEO, jer nadzorni odbori imaju isključivo administrativni karakter.)
MATCH@M:(1.===>1.)
MATCH@E:(1.===>We suggest your papers to be pre pared in form of this template. 1.)
BAD_LINE_=============================================================
BAD_LINE_M:1.
BAD_LINE_M:1.
BAD_LINE_E:1.
BAD_LINE_E:We suggest your papers to be pre pared in form of this template. 1.
MATCH@M:(The composition of boards of directors, defined through the ratio of the numbers of internal and external members indicates the extent to which boards of directors are independent.===>Sastav upravnih odbora, definisan kroz odnos broja spoljašnjih i unutrašnjih clanova pokazuje u kom ste-penu su upravni odbori nezavisni.)
MATCH@E:(The composition of boards of directors, defined through the ratio of the numbers of internal and external members indicates the extent to which boards of directors are independent Š17Ë.===>Sastav upravnih odbora, definisan kroz odnos broja spoljašnjih i unutrašnjih članova pokazuje u kom stepenu su upravni odbori nezavisni Š17Ë.)
MATCH@M:(The inside members (inside directors) are the top management elected into the board of directors because they are an important source of information on the company’s daily operations.===>Unutrašnje clanove (inside directors) cini aktivni top menadžment koji se bira u upravni odbor zato što predstavlja znacajan izvor informacija o svakodnevnom poslovanju kompanije.)
MATCH@E:(The inside members (inside directors) are the top management elected into the board of directors because they are an important source of information on the companys daily operations.===>Unutrašnje članove (inside directors) čini aktivni top menadžment koji se bira u upravni odbor zato što predstavlja značajan izvor informacija o svakodnevnom poslovanju kompanije.)
MATCH@M:(The outside members (outside directors) have specific knowledge and competencies, offer useful advice to the company, however, they can be top managers in other companies at the same moment.===>Spoljašnji clanovi (outside directors) po-seduju specificna znanja i sposobnosti, pružaju korisne savete kompaniji, ali mogu istovremeno da budu i top menadžeri u drugim kompanijama.)
MATCH@E:(The outside members (outside directors) have specific knowledge and competencies, offer useful advice to the company, however, they can be top managers in other companies at the same moment.===>Spoljašnji članovi (outside directors) poseduju specifična znanja i sposobnosti, pružaju korisne savete kompaniji, ali mogu istovremeno da budu i top menadžeri u drugim kompanijama.)
MATCH@M:(A general classification into inside and outside members has to be brought into accord with different terminologies certain countries adopted: in Canada, such classification distinguishes between connected and non-connected members, in the U.S.A., Australia, New Zealand the members are classed as independent and dependent, while in Great Britain members are classed as executive or non-executive.===>Opštu klasifikaciju na unutrašnje i spoljašnje clanove, potrebno je uskladiti sa razlicitom terminologijom koju su pojedine zemlje usvojile: u Kanadi je izvršena klasifikacija na nepovezane i povezane clanove, u SAD, Australiji, Novom Zeland-u na nezavisne i zavisne, a u Velikoj Britaniji na izvršne i neizvršne clanove.)
MATCH@E:(A general classification into inside and outside members has to be brought into accord with different terminologies certain countries adopted: in Canada, such classification distinguishes between connected and non-connected members, in the U.S.A., Australia, New Zealand the members are classed as independent and dependent, while in Great Britain members are classed as executive or non-executive.===>Opštu klasifikaciju na unutrašnje i spoljašnje članove, potrebno je uskladiti sa različitom terminologijom koju su pojedine zemlje usvojile: u Kanadi je izvršena klasifikacija na nepovezane i povezane članove, u SAD, Australiji, Novom Zeland-u na nezavisne i zavisne, a u Velikoj Britaniji na izvršne i neizvršne članove.)
MATCH@M:(The board of directors should include a large number of outside, non-connected members independent of the management and with no other interests or relations that may affect their capability of acting in the company’s best interests.===>Upravni odbor treba da ima veci broj spoljašnjih, nepovezanih clanova, koji su nezavisni od menadžmenta i koji nemaju druge interese ili odnose koji bi mogli negativno da uticu na njihovu sposobnost da deluju u najboljem interesu kompanije.)
MATCH@E:(The board of directors should include a large number of outside, non-connected members independent of the management and with no other interests or relations that may affect their capability of acting in the companys best interests.===>Upravni odbor treba da ima veći broj spoljašnjih, nepovezanih članova, koji su nezavisni od menadžmenta i koji nemaju druge interese ili odnose koji bi mogli negativno da utiču na njihovu sposobnost da deluju u najboljem interesu kompanije.)
MATCH@M:(In case the structure of one-tier boards of directors is dominated by inside, executive members, this may result into a conflict of interests between the management and the shareholders.===>Ukoliko u strukturi jednoste-penih upravnih odbora dominiraju unutrašnji, izvršni clanovi, može doci do konflikta interesa izmedu menadžmenta i akcionara.)
MATCH@E:(In case the structure of one-tier boards of directors is dominated by inside, executive members, this may result into a conflict of interests between the management and the shareholders Š9Ë.===>Ukoliko u strukturi jednostepenih upravnih odbora dominiraju unutrašnji, izvršni članovi, može doći do konflikta interesa između menadžmenta i akcionara Š9Ë.)
MATCH@M:(The one-tier boards of directors with a higher percentage of executive members threaten the independence of the board of directors and the company performances too.===>Jednostepeni upravni odbori koji imaju veci procenat izvršnih clanova negativno uticu na nezavisnost upravnog odbora i na performanse korporacije.)
MATCH@E:(The one-tier boards of directors with a higher percentage of executive members threaten the independence of the board of directors and the company performances too.===>Jednostepeni upravni odbori koji imaju veći procenat izvršnih članova negativno utiču na nezavisnost upravnog odbora i na performanse korporacije.)
MATCH@M:(This means that a positive correlaton can be created between the composition of the board of directors with a large number of independent, outside members and the company’s financial performances.===>To znaci da se može uspostaviti pozitivna korelacija izmedu sastava upravnog odbora sa visokim ucešcem nezavisnih, spoljašnjih clanova i finansij-skih performansi korporacije.)
MATCH@E:(This means that a positive correlaton can be created between the composition of the board of directors with a large number of independent, outside members and the companys financial performances.===>To znači da se može uspostaviti pozitivna korelacija između sastava upravnog odbora sa visokim učešćem nezavisnih, spoljašnjih članova i finansijskih performansi korporacije.)
MATCH@M:(The empiric research results, however, are often contradictory and ambiguous, hence it is difficult to draw relevant conclusions on the impact of the board of directors composition upon the company’s financial performance.===>Medutim, rezultati empirijskih istraživanja su cesto kontradiktorni i dvosmisleni, zbog cega je teško izvuci relevantne zakljucke o uticaju strukture upravnog odbora na finansijske rezultate kompanije.)
MATCH@E:(The empiric research results, however, are often contradictory and ambiguous, hence it is difficult to draw relevant conclusions on the impact of the board of directors composition upon the companys financial performance.===>Međutim, rezultati empirijskih istraživanja su često kontradiktorni i dvosmisleni, zbog čega je teško izvući relevantne zaključke o uticaju strukture upravnog odbora na finansijske rezultate kompanije.)
MATCH@M:(A meta-study on boards of directors has not been able to reveal a precise relationship between the changes in the board of directors composition and the financial performance achieved.===>Na osnovu meta studije o upravnim odborima nije moguce uspostaviti precizan odnos izmedu promena u kompoziciji upravnih odbora i ostvarenih finansijskih rezultata.)
MATCH@E:(A meta-study on boards of directors has not been able to reveal a precise relationship between the changes in the board of directors composition and the financial performance achieved Š6Ë.===>Na osnovu meta studije o upravnim odborima nije moguće uspostaviti precizan odnos između promena u kompoziciji upravnih odbora i ostvarenih finansijskih rezultata Š6Ë.)
MATCH@M:(This means that there is no significant correlation between the independence of the board members and the company’s performance.===>To znaci da ne postoji znacajna korelacija izmedju nezavisnosti clanova upravnog odbora i rezultata kompanije.)
MATCH@E:(This means that there is no significant correlation between the independence of the board members and the companys performance.===>To znači da ne postoji značajna korelacija izmedju nezavisnosti članova upravnog odbora i rezultata kompanije.)
MATCH@M:(No general conclusions can be drawn in terms of defining their relationship.===>Zapravo, nije moguce generalizovati opšte zakljucke koji definišu njihov odnos.)
MATCH@E:(No general conclusions can be drawn in terms of defining their relationship. ~~~ 2.===>Zapravo, nije moguće generalizovati opšte zaključke koji definišu njihov odnos. 2.)
MATCH@M:(2.	The leadership structure of boards of directors, described as a relationship between the CEO and the president of the board of directors, has an impact upon the formal autonomy of boards of directors.===>2.	Liderska struktura upravnih odbora, definisana kao odnos CEO-a i predsednika upravnog odbora, utice na formalnu nezavisnost upravnih odbora.)
MATCH@E:(The leadership structure of boards of directors, described as a relationship between the CEO and the president of the board of directors, has an impact upon the formal autonomy of boards of directors.===>Liderska struktura upravnih odbora, definisana kao odnos CEO-a i predsednika upravnog odbora, utiče na formalnu nezavisnost upravnih odbora.)
MATCH@M:(One-tier board of directors can have separate positions of CEO and the president of the board of directors.===>Jednostepeni upravni odbori mogu da imaju odvojene pozicije CEO-a i predsednika upravnog odbora.)
MATCH@E:(One-tier board of directors can have separate positions of CEO and the president of the board of directors.===>Jednostepeni upravni odbori mogu da imaju odvojene pozicije CEO-a i predsednika upravnog odbora.)
MATCH@M:(Similarly, a duality of the CEO and the president of the board of directors is allowed.===>Takode, dozvoljen je i dualitet CEO-a i predsednika upravnog odbora.)
MATCH@E:(Similarly, a duality of the CEO and the president of the board of directors is allowed Š11Ë.===>Takođe, dozvoljen je i dualitet CEO-a i predsednika upravnog odbora Š11Ë.)
MATCH@M:(In 93% largest American companies the president of the board of directors is also a CEO, which means that he/she is in a position to assess his/her own business performance.===>U 93% najvecih americkih kompanija pred-sednik upravnog odbora je CEO, što znaci da se on nalazi u poziciji da ocenjuje sopstvene rezultate.)
MATCH@E:(In 93% largest American companies the president of the board of directors is also a CEO, which means that he/she is in a position to assess his/her own business performance Š12Ë.===>U 93% najvećih američkih kompanija predsednik upravnog odbora je CEO, što znači da se on nalazi u poziciji da ocenjuje sopstvene rezultate Š12Ë.)
MATCH@M:(The autonomy of the board of directors is questioned when the role of the CEO as the president of the board is dual.===>Nezavisnost upravnog odbora se dovodi u pitanje kada postoji dualna uloga CEO-a kao predsednika upravnog odbora.)
MATCH@E:(The autonomy of the board of directors is questioned when the role of the CEO as the president of the board is dual.===>Nezavisnost upravnog odbora se dovodi u pitanje kada postoji dualna uloga CEO-a kao predsednika upravnog odbora.)
MATCH@M:(The duality of positions results in a diffusion of the roles of the board of directors and a violation of the control role exerted by the non-executive members.===>Dualitet pozicija dovodi do difuzije uloga upravnog odbora i narušavanja uloge kontrole neizvršnih clanova.)
MATCH@E:(The duality of positions results in a diffusion of the roles of the board of directors and a violation of the control role exerted by the non-executive members.===>Dualitet pozicija dovodi do difuzije uloga upravnog odbora i narušavanja uloge kontrole neizvršnih članova.)
MATCH@M:(A general attitude the literature reveals is that the president of the board of directors should be independent and that this independence can help ensure the balance in the board.===>U literaturi o korporativnom upravljanju može se uociti stav da predsednik upravnog odbora treba da bude nezavisan i da ce njegova nezavisnost pomoci u obezbedivanju mere balansiranosti upravnog odbora.)
MATCH@E:(A general attitude the literature reveals is that the president of the board of directors should be independent and that this independence can help ensure the balance in the board.===>U literaturi o korporativnom upravljanju može se uočiti stav da predsednik upravnog odbora treba da bude nezavisan i da će njegova nezavisnost pomoći u obezbeđivanju mere balansiranosti upravnog odbora.)
MATCH@M:(The empiric research results further show that the bankrupt companies were mainly characterised by a dual leadership structure.===>Rezultati empirijskih istraživanja pokazuju da su kompanije koje su bankrotirale uglavnom primenjivale du-alnu lidersku strukturu.)
MATCH@E:(The empiric research results further show that the bankrupt companies were mainly characterised by a dual leadership structure Š18Ë.===>Rezultati empirijskih istraživanja pokazuju da su kompanije koje su bankrotirale uglavnom primenjivale dualnu lidersku strukturu Š18Ë.)
MATCH@M:(Actually, the separated responsibilities of the president and the CEO result in a positive market reaction as well as in high company performances.===>Zapravo, odvojena odgovornost predsednika i CEO-a pracena je pozitivnom reakcijom tržišta, kao i dobrim performansama korporacije.)
MATCH@E:(Actually, the separated responsibilities of the president and the CEO result in a positive market reaction as well as in high company performances.===>Zapravo, odvojena odgo vornost predsednika i CEO-a praćena je pozitivnom reakcijom tržišta, kao i dobrim performansama korporacije.)
MATCH@M:(The companies in which these two functions are separated achieve higher performance in comparison with the companies that implement the duality of the presidential and the CEO positions and appoint an independent member to hold the role of an informal vice-president.===>Kompanije koje razdvajaju ove dve funkcije imaju bolje performanse od kompanija koje primenjuju dua-litet pozicija CEO i predsednika i imenuju nezavisnog elana koji ima ulogu neformalnog potpredsednika.)
MATCH@E:(The companies in which these two functions are separated achieve higher performance in comparison with the companies that implement the duality of the presidential and the CEO positions and appoint an independent member to hold the role of an informal vice-president Š4Ë.===>Kompanije koje razdvajaju ove dve funkcije imaju bolje performanse od kompanija koje primenjuju dualitet pozicija CEO i predsednika i imenuju nezavisnog člana koji ima ulogu neformalnog potpredsednika Š4Ë.)
MATCH@M:(3.	The audit committees of one-tier boards of directors are corporate governance mechanisms that protect the shareholders’ interests and are responsible for the supervision of the management.===>3.	Komiteti za reviziju jednostepenih upravnih odbora predstavljaju mehanizam korporativnog upravljanja koji štiti interese akcionara i ima zadatak da nadgleda rad menadžmenta.)
MATCH@E:(The audit committees of one-tier boards of directors are corporate governance mechanisms that protect the shareholders interests and are responsible for the supervision of the management.===>Komiteti za reviziju jednostepenih upravnih odbora predstavljaju mehanizam korporativnog upravljanja koji štiti interese akcionara i ima zadatak da nadgleda rad menadžmenta.)
MATCH@M:(The members of the audit committee are the non-executive members in charge of auditing, internal control and financial reporting.===>Komitet za reviziju cine neizvršni clanovi koji su zaduženi za reviziju, internu kontrolu i finansijsko izveštavanje.)
MATCH@E:(The members of the audit committee are the non-executive members in charge of auditing, internal control and financial reporting.===>Komitet za reviziju čine neizvršni članovi koji su zaduženi za reviziju, internu kontrolu i finansijsko izveštavanje.)
MATCH@M:(The audit committees that consist entirely of non-executive members support the independence of boards of directors and improve the implementation of other mechanisms meant to protect shareholdres’ interests.===>Komiteti za reviziju u cijem sastavu se nalaze iskljucivo neizvršni clanovi doprinose nezavisnosti upravnih odbora i unapreduju primenu ostalih mehanizama kojima se štite interesi akcionara.)
MATCH@E:(The audit committees that consist entirely of non-exec utive members support the independence of boards of directors and improve the implementation of other mechanisms meant to protect shareholdres interests.===>Komiteti za reviziju u čijem sastavu se nalaze isključivo neizvršni članovi doprinose nezavisnosti upravnih odbora i unapređuju primenu ostalih mehanizama kojima se štite interesi akcionara. 4.)
MATCH@M:(The continental European countries (Germany, Finland, Poland, Slovenia and the Netherlands) prefer the model of a two-tier board of directors that consists of a supervisory board and a board of directors.===>Zemlje kontinentalne Evrope (Nemacka, Finska, Poljska, Slovenija i Holandija) primenjuju model dvostepenog upravnog odbora koji se sastoji od nadzornog i upravnog odbora.)
MATCH@E:(4. ~~~ Two-tier board of directors model The continental European countries (Germany, Finland, Poland, Slovenia and the Netherlands) prefer the model of a two-tier board of directors that consists of a supervisory board and a board of directors.===>Model dvostepenog upravnog odbora Zemlje kontinentalne Evrope (Nemačka, Finska, Poljska, Slovenija i Holandija) primenjuju model dvostepenog upravnog odbora koji se sastoji od nadzornog i upravnog odbora.)
MATCH@M:(The supervisory board consists exclusively of outside members who advocate the interests of the employees, the state, or the institutional investors.===>Nadzorni odbor je iskljucivo sastavljen od spoljašnjih clanova koji zastupaju interese zaposlenih, države ili institucionalnih investitora.)
MATCH@E:(Two-tier board of directors model The supervisory board consists exclusively of outside members who advocate the interests of the employees, the state, or the institutional investors.===>Model dvostepenog upravnog odbora Nadzorni odbor je isključivo sastavljen od spoljašnjih članova koji zastupaju interese zaposlenih, države ili institucionalnih investitora.)
MATCH@M:(The members of supervisory boards can also be financial institutions and they are the basic mechanism of control.===>Clanovi nadzornog odbora mogu da budu i finansijske institucije koje predstavljaju osnovni mehanizam kontrole.)
MATCH@E:(The members of supervisory boards can also be financial institutions and they are the basic mechanism of control.===>Članovi nadzornog odbora mogu da budu i finansijske institucije koje predstavljaju osnovni mehanizam kontrole.)
MATCH@M:(The task of the supervisory board is to monitor the work of the managers and make decisions on a long-term development of the company.===>Nadzorni odbor ima zadatak da prati rad menadžera i da vodi racuna o dugorocnom razvoju kompanije.)
MATCH@E:(The task of the supervisory board is to monitor the work of the managers and make decisions on a long-term development of the company.===>Nadzorni odbor ima zadatak da prati rad menadžera i da vodi računa o dugoročnom razvoju kompanije.)
MATCH@M:(The board of directors consists of executive members, that is, the management of the company with no authority to participate in the work of the supervisory board.===>Upravni odbor cine izvršni clanovi, odnosno menadžment kompanije koji nema pravo da se ukljuci u rad nadzornog odbora.)
MATCH@E:(The board of directors consists of executive members, that is, the management of the company with no authority to participate in the work of the supervisory board Š8Ë.===>Upravni odbor čine izvršni članovi, odnosno menadžment kompanije koji nema pravo da se uključi u rad nadzornog odbora Š8Ë.)
MATCH@M:(The members of the board of directors cannot simultaneously be members of supervisory board.===>Clanovi upravnog odbora ne mogu istovremeno da budu i clanovi nadzornog odbora.)
MATCH@E:(The members of the board of directors cannot simultaneously be members of supervisory board.===>Članovi upravnog odbora ne mogu istovremeno da budu i članovi nadzornog odbora.)
MATCH@M:(The board of directors and the supervisory board meet several times a year, exchange relevant information and find mutual solutions.===>Upravni i nadzorni odbor se sastaju više puta u toku godine, razmenjuju potrebne informacije i usaglašavaju stavove.)
MATCH@E:(The board of directors and the supervisory board meet several times a year, exchange relevant information and find mutual solutions.===>Upravni i nadzorni odbor se sastaju više puta u toku godine, razmenjuju potrebne informacije i usaglašavaju stavove.)
MATCH@M:(The basic advantage of two-tier boards of directors is the balance between the powers of the board of directors, on one hand, and the supervisory board, on the other, that is, between the management and the control processes.===>Osnovna prednost dvostepenih upravnih odbora je što postoji ravnoteža moci izmedu upravnog i nadzornog odbora, odnosno izmedu procesa upravljanja i procesa kontrole.)
MATCH@E:(The basic advantage of two-tier boards of directors is the balance between the powers of the board of directors, on one hand, and the supervisory board, on the other, that is, between the management and the control processes.===>Osnovna prednost dvostepenih upravnih odbora je što postoji ravnoteža moći između upravnog i nadzornog odbora, odnosno između procesa upravljanja i procesa kontrole.)
MATCH@M:(1.	The composition of two-tier boards of directors includes executive and non-executive members whose roles and responsibilities are different.===>1.	Sastav dvostepenih upravnih odbora cine izvršni i neizvršni clanovi koji imaju razlicite uloge i odgovornosti.)
MATCH@E:(The composition of two-tier boards of directors includes executive and non-executive members whose roles and responsibilities are different.===>Sastav dvostepenih upravnih odbora čine izvršni i neizvršni članovi koji imaju različite uloge i odgovornosti.)
MATCH@M:(The executive members exercise their roles in the board of directors, whereas the supervisory board is composed of non-executive members exclusively.===>Izvršni clanovi obavljaju svoju ulogu u upravnom odboru, dok je nadzorni odbor sastavljen iskljucivo od neizvršnih clanova.)
MATCH@E:(The executive members exercise their roles in the board of directors, whereas the supervisory board is composed of non-executive members exclusively Š8Ë.===>Izvršni članovi obavljaju svoju ulogu u upravnom odboru, dok je nadzorni odbor sastavljen isključivo od neizvršnih članova Š8Ë.)
MATCH@M:(In two-tier boards of directors, the rights and responsibilities of executive members differ from those of non-executive members.===>Kod dvostepenih upravnih odbora prava i odgovornosti izvršnih i neiz-vršnih clanova su razliciti.)
MATCH@E:(In two-tier boards of directors, the rights and responsibilities of executive members differ from those of non-executive members.===>Kod dvostepenih upravnih odbora prava i odgovornosti izvršnih i neizvršnih članova su različiti.)
MATCH@M:(The task of the board of directors is to initiate and implement strategic decisions, whereas the supervisory board controls the members of the board of directors.===>Upravni odbor ima zadatak da inicira i implementira strategijske odluke, a nezavisni nadzorni odbor kontroliše clanove upravnog odbora.)
MATCH@E:(The task of the board of directors is to initiate and implement strategic decisions, whereas the supervisory board controls the members of the board of directors.===>Upravni odbor ima zadatak da inicira i implementira strategijske odluke, a nezavisni nadzorni odbor kontroliše članove upravnog odbora.)
MATCH@M:(Supervisory boards are absolutely independent in conducting control of the work of the management as long as there is no overalpping of membership in the supervisory board and the board of directors.===>Nadzorni odbori mogu potpuno nezavisno da kon-trolišu rad menadžmenta, sve dok ne postoji preklapanje clanstva u nadzornom i upravnom odboru.)
MATCH@E:(Supervisory boards are absolutely independent in conducting control of the work of the management as long as there is no overalpping of membership in the supervisory board and the board of directors.===>Nadzorni odbori mogu potpuno nezavisno da kontrolišu rad menadžmenta, sve dok ne postoji preklapanje članstva u nadzornom i upravnom odboru.)
MATCH@M:(In the developed countries, the empirical research results reveal a strong impact of the composition and size of two-tier boards of directors upon the company performances in the conditions of financial crisis and unexpected changes on the markets.===>U razvijenim zemljama, rezultati empirijskih istraživanja pokazuju da sastav i velicina dvostepenih upravnih odbora imaju jak uticaj na performanse kompanija u uslovima finansijske krize i iznenadnih promena na tržištu.)
MATCH@E:(In the developed countries, the empirical research results reveal a strong impact of the composition and size of two-tier boards of directors upon the company performances in the conditions of financial crisis and unexpected changes on the markets Š15Ë. 2.===>U razvijenim zemljama, rezultati empirijskih istraživanja pokazuju da sastav i veličina dvostepenih upravnih odbora imaju jak uticaj na performanse kompanija u uslovima finansijske krize i iznenadnih promena na tržištu Š15Ë. 2.)
MATCH@M:(2.	The leadership structure of the two-tier boards of directors is specific, since the duality of the positions of the CEO and the chair of the board of directors is not possible.===>2.	Liderska struktura dvostepenih upravnih odbora je specificna, jer dualnost pozicija CEO-a i predsednika upravnog odbora nije moguca.)
MATCH@E:(The leadership structure of the two-tier boards of directors is specific, since the duality of the positions of the CEO and the chair of the board of directors is not possible.===>Liderska struktura dvostepenih upravnih odbora je specifična, jer dualnost pozicija CEO-a i predsednika upravnog odbora nije moguća.)
MATCH@M:(Executive members cannot chair the supervisory board, that is, the CEO cannot simultaneously be in a position of the president of the board of directors.===>Izvršni clanovi ne mogu da predsedavaju nadzornim odborom, odnosno CEO ne može istovremeno da bude i predsednik upravnog odbora.)
MATCH@E:(Executive members cannot chair the supervisory board, that is, the CEO cannot simultaneously be in a position of the president of the board of directors.===>Izvršni članovi ne mogu da predsedavaju nadzornim odborom, odnosno CEO ne može istovremeno da bude i predsednik upravnog odbora.)
MATCH@M:(Contrary to the dual leadership structure the implementation of which results in the concentration of power, the independent leadership structure of the two-tier board of directors has a favourable impact upon the agency problem reduction.===>Za razliku od dualne liderske strukture cija pri-mena dovodi do koncentracije moci, nezavisna liderska struktura dvostepenog upravnog odbora pozitivno utice na redukovanje agencijskog problema.)
MATCH@E:(Contrary to the dual leadership structure the implementation of which results in the concentration of power, the independent leadership structure of the two-tier board of directors has a favourable impact upon the agency problem reduction Š11Ë.===>Za razliku od dualne liderske strukture čija primena dovodi do koncentracije moći, nezavisna liderska struktura dvostepenog upravnog odbora pozitivno utiče na redukovanje agencijskog problema Š11Ë.)
MATCH@M:(The president of the board of directors’ leadership skills, knowledge and competencies are an important effectiveness factor of the board as well as of a successful company performance.===>Liderske veštine, znanja i sposobnosti predsednika upravnog odbora predstavljaju važan faktor efektiv-nosti upravnog odbora i uspešnog funkcionisanja kompanija.)
MATCH@E:(The president of the board of directors leadership skills, knowledge and competencies are an important effectiveness factor of the board as well as of a successful company performance Š10Ë. 3.===>Liderske veštine, znanja i sposobnosti predsednika upravnog odbora predstavljaju važan faktor efektivnosti upravnog odbora i uspešnog funkcionisanja kompanija Š10Ë. 3.)
MATCH@M:(3.	The committees of the two-tier boards of directors consist of executive and non-executive members, due to which the roles of the committees in the two-tier boards of directors can differ from those of the one-tier boards of directors.===>3.	Komiteti dvostepenih upravnih odbora su sastavljeni od izvršnih i neizvršnih clanova, zbog cega se uloge komiteta u dvostepenim upravnim odborima mogu razlikovati od jednostepenih upravnih odbora.)
MATCH@E:(The committees of the two-tier boards of directors consist of executive and non-executive members, due to which the roles of the committees in the two-tier boards of directors can differ from those of the one-tier boards of directors.===>Komiteti dvostepenih upravnih odbora su sastavljeni od izvršnih i neizvršnih članova, zbog čega se uloge komiteta u dvostepenim upravnim odborima mogu razlikovati od jednostepenih upravnih odbora.)
MATCH@M:(Such companies are believed to be characterised by a higher strategic, not only financial accountability of boards of directors, which menas the maximization of short-term results and the assessment of managers’ performance.===>Smatra se da takve kompanije imaju vecu strategijsku, a ne samo finansijsku odgovornost upravnih odbora, koja podrazumeva maksimizaciju kratkorocnih rezultata i ocenu rada menadžera.)
MATCH@E:(Such companies are believed to be characterised by a higher strategic, not only financial accountability of boards of directors, which menas the maximization of short-term results and the assessment of managers performance.===>Smatra se da takve kompanije imaju veću strategijsku, a ne samo finansijsku odgovornost upravnih odbora, koja podrazumeva maksimizaciju kratkoročnih rezultata i ocenu rada menadžera.)
MATCH@M:(Both models, however, can serve as basis for creating a sound corporate governance system, depending on the institutional framework in which the companies operate.===>Ipak, oba modela upravnih odbora mogu biti osnova za kreiranje dobrog sistema korporativnog upravljanja, u zavisnosti od institucionalnog okvira u kome se kompanije nalaze.)
MATCH@E:(Both models, however, can serve as basis for creating a sound corporate governance system, depending on the institutional framework in which the companies operate.===>Ipak, oba modela upravnih odbora mogu biti osnova za kreiranje dobrog sistema korporativnog upravljanja, u zavisnosti od institucionalnog okvira u kome se kompanije nalaze.)
MATCH@M:(In addition to the models of one-tier and two-tier board of directors, a specific board of directors model in Japan deserves to be paid attention to.===>Pored jednostepenog i dvostepenog modela upravnog odbora, treba posebno izdvojiti specifican model upravnog odbora u Japanu.)
MATCH@E:(Differences between the one-tier and two-tier board of directors models In addition to the models of one-tier and two-tier board of directors, a specific board of directors model in Japan deserves to be paid attention to.===>Razlike između modela jednostepenog i dvostepenog upravnog odbora Pored jednostepenog i dvostepenog modela upravnog odbora, treba posebno izdvojiti specifičan model upravnog odbora u Japanu.)
BAD_LINE_=============================================================
BAD_LINE_M:In addition to the models of one-tier and two-tier board of directors, a specific board of directors model in Japan deserves to be paid attention to.
BAD_LINE_M:Pored jednostepenog i dvostepenog modela upravnog odbora, treba posebno izdvojiti specifican model upravnog odbora u Japanu.
BAD_LINE_E:Differences between the one-tier and two-tier board of directors models In addition to the models of one-tier and two-tier board of directors, a specific board of directors model in Japan deserves to be paid attention to.
BAD_LINE_E:Razlike između modela jednostepenog i dvostepenog upravnog odbora Pored jednostepenog i dvostepenog modela upravnog odbora, treba posebno izdvojiti specifičan model upravnog odbora u Japanu.
MATCH@M:(Important members of boards of directors in Japan are the banks and they play an important role in financing and functioning of large corporations and offer useful financial advice.===>Važne clanice upravnih odbora u Japanu su banke koje imaju znacajnu ulogu u finansiranju i funkcionisanju velikih korporacija i pružaju korisne finansijske savete.)
MATCH@E:(Important members of boards of directors in Japan are the banks and they play an important role in financing and functioning of large corporations and offer useful financial advice.===>Važne članice upravnih odbora u Japanu su banke koje imaju značajnu ulogu u finansiranju i funkcionisanju velikih korporacija i pružaju korisne finansijske savete.)
MATCH@M:(A majority of Japanese companies are organized into business groups, the so-called keiretsu.===>Vecina japanskih kompanija su organizovane u poslovne grupacije, tzv. keiretsu.)
MATCH@E:(A majority of Japanese companies are organized into business groups, the so-called keiretsu.===>Većina japanskih kompanija su organizovane u poslovne grupacije, tzv. keiretsu.)
MATCH@M:(Business groups are the groups of companies operating in different markets under a unified control.===>Poslovne grupacije predstavljaju grupe kompanija koje obavljaju poslove na razlicitim tržištima pod jedinstvenom kontrolom.)
MATCH@E:(Business groups are the groups of companies operating in different markets under a unified control Š2Ë.===>Poslovne grupacije predstavljaju grupe kompanija koje obavljaju poslove na različitim tržištima pod jedinstvenom kontrolom Š2Ë.)
MATCH@M:(The members of the group are companies of various sizes , usually large corporations with a dominant role in the business group.===>Clanovi grupacije su kompanije razlicite velicine, ali najcešce velike kompanije imaju dominantnu ulogu u poslovnoj grupaciji.)
MATCH@E:(The members of the group are companies of various sizes , usually large corporations with a dominant role in the business group.===>Članovi grupacije su kompanije različite veličine, ali najčešće velike kompanije imaju dominantnu ulogu u poslovnoj grupaciji.)
MATCH@M:(In joining forces they tend to form and internal capital market within the group to finance their members in the conditions of crisis, or an internal labour market from which a selection of personnel could be made on the basis of their performance.===>Njihovo spajanje je motivisano težnjom da se unutar grupacije formira interno tržište kapitala, putem koga ce se finansirati pojedine clanice u uslovima krize, ili interno tržište radne snage koje bi omogucilo izbor kadrova u skladu sa ostvarenim rezultatima.)
MATCH@E:(In joining forces they tend to form and internal capital market within the group to finance their members in the conditions of crisis, or an internal labour market from which a selection of personnel could be made on the basis of their performance Š16Ë.===>Njihovo spajanje je motivisano težnjom da se unutar grupacije formira interno tržište kapitala, putem koga će se finansirati pojedine članice u uslovima krize, ili interno tržište radne snage koje bi omogućilo izbor kadrova u skladu sa ostvarenim rezultatima Š16Ë.)
MATCH@M:(A specific feature of boards of directors in Japan is that they have a larger number of members in comparison with one-tier and two-tier boards of directors and that they are composed largely from internal management.===>Specificno obeležje upravnih odbora u Japanu je da imaju veci broj clanova u odnosu na jednostepene i dvostepene upravne odbore i da su sastavljeni pretežno od internog menadžmenta.)
MATCH@E:(A specific feature of boards of directors in Japan is that they have a larger number of members in comparison with one-tier and two-tier boards of directors and that they are composed largely from internal management.===>Specifično obeležje upravnih odbora u Japanu je da imaju veći broj članova u odnosu na jednostepene i dvostepene upravne odbore i da su sastavljeni pretežno od internog menadžmenta.)
MATCH@M:(The basic control mechanism are actually the company or the relevant buisiness group members themselves.===>Osnovni mehanizam kontrole su zapravo sami clanovi kompanije, odnosno relevantne poslovne grupacije.)
MATCH@E:(The basic control mechanism are actually the company or the relevant buisiness group members themselves.===>Osnovni mehanizam kontrole su zapravo sami članovi kompanije, odnosno relevantne poslovne grupacije.)
MATCH@M:(The basic problem of corporate governance is how to have managers manage in favour of the owners’ interests, not exclusively in their own.===>Osnovni problem korporativnog upravljanja je kako postici da menadžeri upravljaju u interesu vlasnika, a ne iskljucivo u sopstvenom interesu.)
MATCH@E:(5. ~~~ Conclusion The basic problem of corporate governance is how to have managers manage in favour of the owners interests, not exclusively in their own.===>Zaključak Osnovni problem korporativnog upravljanja je kako postići da menadžeri upravljaju u interesu vlasnika, a ne isključivo u sopstvenom interesu.)
MATCH@M:(The key role in solving the conflict of interest between the owners and the managers belongs to boards of directors, whose task is to make current decisions, define the company strategy and control and assess the managers’ performance.===>Kljucnu ulogu u rešavanju sukoba interesa izmedu vlasnika i menadžera imaju upravni odbori, ciji je zadatak da donose tekuce odluke, definišu strategiju kompanije, kao i da kontrolišu i ocenjuju rad menadžera.)
MATCH@E:(The key role in solving the conflict of interest between the owners and the managers belongs to boards of directors, whose task is to make current decisions, define the company strategy and control and assess the managers performance.===>Ključnu ulogu u rešavanju sukoba interesa između vlasnika i menadžera imaju upravni odbori, čiji je zadatak da donose tekuće odluke, definišu strategiju kompanije, kao i da kontrolišu i ocenjuju rad menadžera.)
MATCH@M:(One-tier and two-tier board of directors differ in the manner in which they operate and the role they play.===>Nacin funkcionisanja upravnih odbora i uloga koju ima razlikuju se kod jednostepenih i dvostepenih upravnih odbora.)
MATCH@E:(One-tier and two-tier board of directors differ in the manner in which they operate and the role they play.===>Način funkcionisanja upravnih odbora i uloga koju ima razlikuju se kod jednostepenih i dvostepenih upravnih odbora.)
MATCH@M:(The one-tier board is characterised by a high concentration of power, since the same members can be both members of the board of directors and of the supervisory board.===>Kod jednostepenog upravnog odbora postoji izražena koncentracija moci, jer isti clanovi mogu da budu i u upravnom i u nadzornom odboru.)
MATCH@E:(The one-tier board is characterised by a high concentration of power, since the same members can be both members of the board of directors and of the supervisory board.===>Kod jednostepenog upravnog odbora postoji izražena koncentracija moći, jer isti članovi mogu da budu i u upravnom i u nadzornom odboru.)
MATCH@M:(In case of the two-tier board of directors, members of the board of directors cannot be members of the supervisory board at the same time; these boards are characterised by the balance of power and the management processes are separated.===>Kod dvostepenog upravnog odbora, clanovi upravnog odbora ne mogu da budu i clanovi nadzornog odbora, što znaci da postoji ravnoteža moci i da su procesi upravljanja i kontrole razdvojeni.)
MATCH@E:(In case of the two-tier board of directors, members of the board of directors cannot be members of the supervisory board at the same time; these boards are characterised by the balance of power and the management processes are separated.===>Kod dvostepenog upravnog odbora, članovi upravnog odbora ne mogu da budu i članovi nadzornog odbora, što znači da postoji ravnoteža moći i da su procesi upravljanja i kontrole razdvojeni.)
MATCH@M:(There are no firm arguments, however, in favour of either of the types.===>Ipak, ne postoje cvrsti argumenti u korist jednog ili drugog modela.)
MATCH@E:(There are no firm arguments, however, in favour of either of the types.===>Ipak, ne postoje čvrsti argumenti u korist jednog ili drugog modela.)
MATCH@M:(Both models have their advantages and disadvantages and can be implemented under certain circumstances.===>Oba modela imaju prednosti i nedostatke i mogu se primeniti pod odredenim uslovima.)
MATCH@E:(Both models have their advantages and disadvantages and can be implemented under certain circumstances.===>Oba modela imaju prednosti i nedostatke i mogu se primeniti pod određenim uslovima.)
MATCH@M:(The results of the research in the developed countries should be a useful framework for the companies in this country in their future development.===>Rezultati istraživanja u razvijenim zemljama treba da budu koristan okvir domacim kompanijama u njihovom buducem razvoju.)
MATCH@E:(The results of the research in the developed countries should be a useful framework for the companies in this country in their future development.===>Rezultati istraživanja u razvijenim zemljama treba da budu koristan okvir domaćim kompanijama u njihovom budućem razvoju.)
MATCH@M:(A question, however, can be raised as to whether, and to which extent, the principles of successful performance of boards of directors in developed countries can be implemented in the conditions at home.===>Ipak, može se postaviti pitanje da li, i u kojoj meri se principi uspešnog funkcionisa-nja upravnih odbora u razvijenim zemljama mogu primeniti u domacim uslovima.)
MATCH@E:(A question, however, can be raised as to whether, and to which extent, the principles of successful performance of boards of directors in developed countries can be implemented in the conditions at home.===>Ipak, može se postaviti pitanje da li, i u kojoj meri se principi uspešnog funkcionisanja upravnih odbora u razvijenim zemljama mogu primeniti u domaćim uslovima.)
MATCH@M:(This primarily depends on the overall economic environment, as well as on the extent to which the recommendations for the improvement of corporate governance can be adjusted to the specific historical, cultural and political milieux of this country.===>To pre svega zavisi od ukupnog privrednog ambijenta, kao i od stepena u kome se preporuke unapredenja korporativnog upravljanja mogu prilagoditi specificnom istorijskom, kulturnom i politickom miljeu naše zemlje.)
MATCH@E:(This primarily depends on the overall economic environment, as well as on the extent to which the recommendations for the improvement of corporate governance can be adjusted to the specific historical, cultural and political milieux of this country.===>To pre svega zavisi od ukupnog privrednog ambijenta, kao i od stepena u kome se preporuke unapređenja korporativnog upravljanja mogu prilagoditi specifičnom istorijskom, kulturnom i političkom miljeu naše zemlje.)
MATCH@M:(It is obvious that universal applicability across cultures of any motivational approach is dangerous.===>a pažnja se posvecuje ukazivanju da je univerzalna primenljivost motivacionih teorija veoma rizicna.)
MATCH@E:(It is obvious that universal applicability across cultures of any motivational approach is dangerous.===>Gujanica)2 1Univerzitet Metropolitan, Fakultet za menadžment u Beogradu 2 Univerzitet Metropolitan, Fakultet za menadžment u Beogradu U radu se ističe značaj motivacije a pažnja se posvećuje ukazivanju da je univerzalna primenljivost motivacionih teorija veoma rizična.)
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BAD_LINE_M:It is obvious that universal applicability across cultures of any motivational approach is dangerous.
BAD_LINE_M:a pažnja se posvecuje ukazivanju da je univerzalna primenljivost motivacionih teorija veoma rizicna.
BAD_LINE_E:It is obvious that universal applicability across cultures of any motivational approach is dangerous.
BAD_LINE_E:Gujanica)2 1Univerzitet Metropolitan, Fakultet za menadžment u Beogradu 2 Univerzitet Metropolitan, Fakultet za menadžment u Beogradu U radu se ističe značaj motivacije a pažnja se posvećuje ukazivanju da je univerzalna primenljivost motivacionih teorija veoma rizična.
MATCH@M:(Effective transnational managers must look beyond the theory, personal background, biases, values, and belief systems while introducing the work and cultural environments as employees perceive and interpret it.===>Efektivan transnacionalni menadžer mora da misli i postupa mimo teorije, licnog iskustva, vrednosti, sistema verovanja.)
MATCH@E:(Effective transnational managers must look beyond the theory, personal background, biases, values, and belief systems while introducing the work and cultural environments as employees perceive and interpret it.===>Efektivan transnacionalni menadžer mora da misli i postupa mimo teorije, ličnog iskustva, vrednosti, sistema verovanja.)
MATCH@M:(A close examination of culture, norms, and rituals in a society should be the first step taken by a transnational manager who wants to practice management with a global mind-set.===>Neophodno je da bliže upozna kulturu zemlje u kojoj posluje, njene norme, kao i društvene rituale, što predstavlja osnovu globalnog razmišljanja. 1.)
MATCH@E:(A close examination of culture, norms, and rituals in a society should be the first step taken by a transnational manager who wants to practice management with a global mind-set.===>Neophodno je da bliže upozna kulturu zemlje u kojoj posluje, njene norme, kao i društvene rituale, što predstavlja osnovu globalnog razmišljanja. 1.)
MATCH@M:(Introduction Motivation has for years been one of the key concepts for the management of any company since it is closely connected to the productivity of work, the creativity with which the employees do their job, the problem of absenteeism, the turnover of labour force, etc.===>Motivacija vec dugi niz godina predstavlja jedan od kljucnih koncepata za menadžment svakog preduzeca obzirom da je usko povezana sa produktivnošcu rada, kreativnošcu sa kojom radnici obavljaju posao, odsu-stvovanjem sa radnog mesta, fluktuacijom i dr.)
MATCH@E:(1. ~~~ Introduction Motivation has for years been one of the key concepts for the management of any company since it is closely connected to the productivity of work, the creativity with which the employees do their job, the problem of absenteeism, the turnover of labour force, etc. ~~~ The word motivation comes from the Latin word movere, meaning to move Š11Ë.===>Uvod Motivacija već dugi niz godina predstavlja jedan od ključnih koncepata za menadžment svakog preduzeća obzirom da je usko povezana sa produktivnošću rada, kreativnošću sa kojom radnici obavljaju posao, odsustvovanjem sa radnog mesta, fluktuacijom i dr. Sama reč, motivacija, potiče od latinske reči movere, što znači pokrenuti se Š11Ë.)
MATCH@M:(Practice has it that managers generally focus upon achieving business goals and meeting organizational needs.===>U praksi je ustanovljeno da se menadžeri uglavnom fokusiraju na postizanje poslovnih ciljeva i zadovoljavanje organizacionih potreba.)
MATCH@E:(Practice has it that managers generally focus upon achieving business goals and meeting organizational needs.===>U praksi je ustanovljeno da se menadžeri uglavnom fokusiraju na postizanje poslovnih ciljeva i zadovoljavanje organizacionih potreba.)
MATCH@M:(A precondition, however, for these goals to be met is an adequate employee motivation and satisfaction.===>Medutim, preduslov za njihovo ispunjenje jeste upravo adekvatna motivacija i zadovoljstvo zaposlenih.)
MATCH@E:(A precondition, however, for these goals to be met is an adequate employee motivation and satisfaction.===>Međutim, preduslov za njihovo ispunjenje jeste upravo adekvatna motivacija i zadovoljstvo zaposlenih.)
MATCH@M:(An effective motivation programme, therefore, should incite the individual to employ all his energy towads achieving organizational, and consequently individual goals.===>Stoga, efektivan motivacio-ni program treba da pokrene pojedinca da svu svoju energiju usmeri ka ostvarenju organizacionih, a preko njih i individualnih ciljeva.)
MATCH@E:(An effective motivation programme, therefore, should incite the individual to employ all his energy towads achieving organizational, and consequently individual goals.===>Stoga, efektivan motivacioni program treba da pokrene pojedinca da svu svoju energiju usmeri ka ostvarenju organizacionih, a preko njih i individualnih ciljeva.)
MATCH@M:(Modern technological innovations paved new paths in the field of motivation, too.===>Savremene tehnološke inovacije otvorile su nove perspektive i u oblasti motivacije.)
MATCH@E:(Modern technological innovations paved new paths in the field of motivation, too.===>Savremene tehnološke inovacije otvorile su nove perspektive i u oblasti motivacije.)
MATCH@M:(The employees are offered an opportunity to succeed both professionally and in a creative sense through accomplishing their everyday tasks.===>Radnicima se pruža mogucnost da se kroz obavljanje svakodnevnih zadataka u potpunosti ostvare kako u profesionalnom, tako i kreativnom smislu.)
MATCH@E:(The employees are offered an opportunity to succeed both professionally and in a creative sense through accomplishing their everyday tasks.===>Radnicima se pruža mogućnost da se kroz obavljanje svakodnevnih zadataka u potpunosti ostvare kako u profesionalnom, tako i kreativnom smislu.)
MATCH@M:(The pay has long ceased to be the only goal in work, which is proved by a large amount of empiric research.===>Plata odavno nije jedini cilj rada, što potvrduju i razlicita empirijska istraživanja.)
MATCH@E:(The pay has long ceased to be the only goal in work, which is proved by a large amount of empiric research.===>Plata odavno nije jedini cilj rada, što potvrđuju i različita empirijska istraživanja.)
MATCH@M:(The most important motivation factor for the employees in many a culture is the attributes of labour.===>U mnogim kulturama zaposleni kao najvažniji motivacioni faktor navode atribute rada.)
MATCH@E:(The most important motivation factor for the employees in many a culture is the attributes of labour.===>U mnogim kulturama zaposleni kao najvažniji motivacioni faktor navode atribute rada.)
MATCH@M:(The findings of the research conducted by Harpaz in a number of countries around the world (Great britain, Belgium, Germany, Israel, Japan, the USA) on a sample of 8,000 employees, reveal that the major motivation factor for a majority of employees is an interesting job.===>U istraživanju koje je autor Harpaz sproveo u nekoliko zemalja sveta (Velika Britanija, Belgija, Nemacka, Izrael, Japan, Amerika) medu uzorkom od 8000 zaposlenih, ustanovljeno je da vecina radnika kao glavni motivacioni faktor istice interesantan posao.)
MATCH@E:(The findings of the research conducted by Harpaz in a number of countries around the world (Great britain, Belgium, Germany, Israel, Japan, the USA) on a sample of 8,000 employees, reveal that the major motivation factor for a majority of employees is an interesting job.===>U istraživanju koje je autor Harpaz sproveo u nekoliko zemalja sveta (Velika Britanija, Belgija, Nemačka, Izrael, Japan, Amerika) među uzorkom od 8000 zaposlenih, ustanovljeno je da većina radnika kao glavni motivacioni faktor ističe interesantan posao.)
MATCH@M:(One of the major obstacles, however, to formulating effective motivation programmes in many multinational companies is a large number of universal assumptions imposed by the prevailing theories of motivation.===>Medutim, jedna od glavnih prepreka postavljanju efektivnih motivacionih programa u mnogim multinacionalnim kompanijama, jeste postojanje velikog broja univerzalnih pretpostavki koje namecu raspoložive teorije motivacije.)
MATCH@E:(The pay and good interpersonal re lations are ranked second and third, respectively Š12Ë. One of the major obstacles, however, to formulating effective motivation programmes in many multinational companies is a large number of universal assumptions imposed by the prevailing theories of motivation.===>Plata i dobri interpersonalni odnosi rangirani su na drugo i treće mesto Š12Ë. ~~~ Međutim, jedna od glavnih prepreka postavljanju efektivnih motivacionih programa u mnogim multinacionalnim kompanijama, jeste postojanje velikog broja univerzalnih pretpostavki koje nameću raspoložive teorije motivacije.)
MATCH@M:(They all start from a wrong hypothesis that human needs are entirely universal.===>Sve one polaze od pogrešne hipoteze da su ljudske potrebe potpuno univerzalne.)
MATCH@E:(They all start from a wrong hypothesis that human needs are entirely universal.===>Sve one polaze od pogrešne hipoteze da su ljudske potrebe potpuno univerzalne.)
MATCH@M:(On the other hand, the reality proves that there are differences among people that are culturally conditioned, which further is further reflected to both the needs themselves and the manners in which they are satisfied.===>Sa druge strane, realnost ukazuje da izmedu ljudi postoje kulturološki uslovljene razlicitosti, što se dalje reflek-tuje i na potrebe, kao i nacin njihovog zadovoljavanja.)
MATCH@E:(On the other hand, the reality proves that there are differences among people that are culturally conditioned, which further is further reflected to both the needs themselves and the manners in which they are satisfied.===>Sa druge strane, realnost ukazuje da između ljudi postoje kulturološki uslovljene različitosti, što se dalje reflektuje i na potrebe, kao i način njihovog zadovoljavanja.)
MATCH@M:(Regardless of this fact, a large number of studies on motivation implicitly or explicitly neglect the cultural impact upon motivation.===>Ali, bez obzira na pomenutu cinjenicu, mnoge studije motivacije implicitno ili eksplicitno zanemaruju uticaj i efekat kulture na motivaciju.)
MATCH@E:(Regardless of this fact, a large number of studies on motivation implicitly or explicitly neglect the cultural impact upon motivation.===>Ali, bez obzira na pomenutu činjenicu, mnoge studije motivacije implicitno ili eksplicitno zanemaruju uticaj i efekat kulture na motivaciju.)
MATCH@M:(The reason generally comes from ethnocentric tendencies or problems related to understanding a different culture.===>Razlog, uglavnom, potice od etnocentricnih tendencija ili problema vezanih za razumevanje druge kulture.)
MATCH@E:(The reason generally comes from ethnocentric tendencies or problems related to understanding a different culture.===>Razlog, uglavnom, potiče od etnocentričnih tendencija ili problema vezanih za razumevanje druge kulture.)
MATCH@M:(Ethnocentric and stereotype attitudes have caused much harm to many multinational companies.===>Etnocentricni i stereotipni stavovi, mnogim multinacionalnim kompanijama naneli su veliku štetu.)
MATCH@E:(Ethnocentric and stereotype attitudes have caused much harm to many multinational companies.===>Etnocentrični i stereotipni stavovi, mnogim multinacionalnim kompanijama naneli su veliku štetu.)
MATCH@M:(It is for this reason that in creating effective motivation programmes in international companies management usually decides in favour of additional education as well as training during which they acquire an “in-depth“ knowledge on the characteristics of certain cultures.===>Stoga, u cilju kreiranja efektivnih motivacionih programa u internacionalnim kompanijama, menadžment uglavnom pribegava dodatnoj edukaciji, kao i treninzima tokom kojih se “dublje“ upoznaje sa karakteristikama pojedinih kultura.)
MATCH@E:(It is for this reason that in creating effective motivation programmes in international companies management usually decides in favour of additional education as well as training during which they acquire an in-depth knowledge on the characteristics of certain cultures. ~~~ 2.===>Stoga, u cilju kreiranja efektivnih motivacionih programa u internacionalnim kompanijama, menadžment uglavnom pribegava dodatnoj edukaciji, kao i treninzima tokom kojih se dublje upoznaje sa karakteristikama pojedinih kultura. 2.)
MATCH@M:(2.===>2.)
MATCH@E:(2.===>2.)
MATCH@M:(Motivation is a result of interaction among people, as well as of their physical and social environment.===>Motivacija je proizvod interakcije izmedu ljudi, kao i njihovog fizickog i socijalnog okruženja.)
MATCH@E:(Cultural impact upon motivation Motivation is a result of interaction among people, as well as of their physical and social environment.===>Uticaj kulture na motivaciju Motivacija je proizvod interakcije između ljudi, kao i njihovog fizičkog i socijalnog okruženja.)
MATCH@M:(It is important to mention that a majority of motivation theories are psychologically oriented, but that they are also based on the models created and tested in America.===>Veoma je važno pomenuti da je vecina teorija motivacije psihološki orijentisana, ali isto tako i da se bazira na modelima koji su testirani i kreirani na podrucju Amerike.)
MATCH@E:(It is important to mention that a majority of motivation theories are psychologically oriented, but that they are also based on the models created and tested in America.===>Veoma je važno pomenuti da je većina teorija motivacije psihološki orijentisana, ali isto tako i da se bazira na modelima koji su testirani i kreirani na području Amerike.)
MATCH@M:(Hence the motivation models and theories are of great use to the managements of the American companies, however, the issue of their applicability in an international, cross-cultural environment is yet to be resolved.===>Stoga, modeli i teorije motivacije veoma su korisni menadžmentu americkih kompanija, ali, istovremeno treba postaviti i pitanje njihove aplikabilnosti u internacionalnom, kros-kulturnom okruženju.)
MATCH@E:(Hence the motivation models and theories are of great use to the managements of the American companies, however, the issue of their applicability in an international, cross-cultural environment is yet to be resolved.===>Stoga, modeli i teorije motivacije veoma su korisni menadžmentu američkih kompanija, ali, istovremeno treba postaviti i pitanje njihove aplikabilnosti u internacionalnom, kros-kulturnom okruženju.)
MATCH@M:(The American researchers started from a very simple standpoint, ignoring the impact of culture upon motivation.===>Americki istraživaci pošli su od vrlo pojednostavljenog stava, ig-norišuci uticaj kulture na motivaciju.)
MATCH@E:(The American researchers started from a very simple standpoint, ignoring the impact of culture upon motivation.===>Američki istraživači pošli su od vrlo pojednostavljenog stava, ignorišući uticaj kulture na motivaciju.)
MATCH@M:(Apart from the basic human biological and physiological needs, a large number of others, such as love, safety, self-actualization, are culturally conditioned.===>Izuzev bazicnih ljudskih potreba, koje su fiziološke i biološke prirode, mnoge druge, kao što su ljubav, sigurnost, samoaktuelizacija, kulturološki su uslovljene.)
MATCH@E:(Apart from the basic human biological and physiological needs, a large number of others, such as love, safety, self-actualization, are culturally conditioned.===>Izuzev bazičnih ljudskih potreba, koje su fiziološke i biološke prirode, mnoge druge, kao što su ljubav, sigurnost, samoaktuelizacija, kulturološki su uslovljene.)
MATCH@M:(Cultural norms, as well as the process of socialization with other members of a society, make people satisfy their needs in an acceptable, culturally adequate manner.===>Kulturološke norme, kao i proces socijalizacije sa ostalim clanovima društva, pojedince usmerava da potrebe zadovolje na prihvatljiv, kulturološki adekvatan nacin.)
MATCH@E:(Cultural norms, as well as the process of socialization with other members of a society, make people satisfy their needs in an acceptable, culturally adequate manner.===>Kulturološke norme, kao i proces socijalizacije sa ostalim članovima društva, pojedince usmerava da potrebe zadovolje na prihvatljiv, kulturološki adekvatan način.)
MATCH@M:(The importance of needs for an individual, i.e., the priority order they are assigned is also under the impact of the mother culture.===>Važnost potreba za pojedince, odnosno prioritet koji im se pridaje, takode je pod uticajem maticne kulture.)
MATCH@E:(The importance of needs for an individual, i.e., the priority order they are assigned is also under the impact of the mother culture.===>Važnost potreba za pojedince, odnosno prioritet koji im se pridaje, takođe je pod uticajem matične kulture.)
MATCH@M:(Americans, for example, tend to satisfy their individual needs, such as self-actualization and personal comfort, first.===>Npr. Amerikancima je najvažnije da ostvare individualne potrebe, kao što su samoaktuelizacija i licni komfor.)
MATCH@E:(Americans, for example, tend to satisfy their individual needs, such as self-actualization and personal comfort, first.===>Npr. ~~~ Amerikancima je najvažnije da ostvare individualne potrebe, kao što su samoaktuelizacija i lični komfor.)
MATCH@M:(On the contrary, the members of the Japanese culture are ready to sacrify these needs in favour of social belonging and acceptance.===>Za razliku od njih, pripadnici japanske kulture žr-tvovace pomenute potrebe zarad socijalne pripadnosti i prihvatljivosti.)
MATCH@E:(On the contrary, the members of the Japanese culture are ready to sacrify these needs in favour of social belonging and acceptance.===>Za razliku od njih, pripadnici japanske kulture žrtvovaće pomenute potrebe zarad socijalne pripadnosti i prihvatljivosti.)
MATCH@M:(As already mentioned above, culture affects the perceptions of time, space, but also a general attitude towards work and the authority in the organization.===>Kao što je vec pomenuto, kultura utice na percipiranje vremena, prostora, ali i opšteg stava prema radu i autoritetima u organizaciji.)
MATCH@E:(As already mentioned above, culture affects the perceptions of time, space, but also a general attitude towards work and the authority in the organization.===>Kao što je već pomenuto, kultura utiče na percipiranje vremena, prostora, ali i opšteg stava prema radu i autoritetima u organizaciji.)
MATCH@M:(All these exert a feedback effect on the employee motivation.===>Sve pomenute stavke povratno uticu na motivaciju zaposlenih.)
MATCH@E:(All these exert a feedback effect on the employee motivation.===>Sve pomenute stavke povratno utiču na motivaciju zaposlenih.)
MATCH@M:(The differences are evident even among the subcultures within one organization.===>Razlike su vidljive cak i medu podkulturama unutar organizacije.)
MATCH@E:(The differences are evident even among the subcultures within one organization.===>Razlike su vidljive čak i među podkulturama unutar organizacije.)
MATCH@M:(The members of Nordic cultures have identified that the greatest effect upon the behaviour of an individual at his workplace is exerted by age, origin (rural vs. urban milieux), ethnicity and gender.===>Pripadnici nordijskih kultura identifikovali su da godine, poreklo (ruralne vs urbane sredine), etnicka pripadnost i pol imaju najveci uticaj na ponašanje pojedinca na radnom mestu.)
MATCH@E:(The members of Nordic cultures have identified that the greatest effect upon the behaviour of an individual at his workplace is exerted by age, origin (rural vs. urban milieux), ethnicity and gender Š2Ë.===>Pripadnici nordijskih kultura identifikovali su da godine, poreklo (ruralne vs urbane sredine), etnička pripadnost i pol imaju najveći uticaj na ponašanje pojedinca na radnom mestu Š2Ë.)
MATCH@M:(The research conducted in the USA highlighted the fact that junior employees are to a much greated extent motivated by money in comparison to the senior employees who prefer security at work and good interpersonal relations.===>Istraživanja u Americi ukazala su na cinjenicu da su mladi zaposleni (juniori) mnogo više motivisani novcem od starijih (seniora), koji mnogo više cene sigurnost na poslu i dobre meduljudske odnose.)
MATCH@E:(The research conducted in the USA highlighted the fact that junior employees are to a much greated extent motivated by money in comparison to the senior employees who prefer security at work and good interpersonal relations.===>Istraživanja u Americi ukazala su na činjenicu da su mlađi zaposleni (juniori) mnogo više motivisani novcem od starijih (seniora), koji mnogo više cene sigurnost na poslu i dobre međuljudske odnose. 3.)
MATCH@M:(The basic criticism of motivation theories results from the fact that each of these theories reflect the values of the American culture in the fifties and the sixties of the last century.===>Osnovne kritike na racun teorija motivacije, baziraju se na cinjenici da svaka od njih reflektuje vrednosti americke kulture tokom pedesetih i šezdesetih godina prošloga veka.)
MATCH@E:(3. ~~~ Importance of work in cross-cultural environment The basic criticism of motivation theories results from the fact that each of these theories reflect the values of the American culture in the fifties and the sixties of the last century.===>Značaj rada u kros-kulturalnom okruženju Osnovne kritike na račun teorija motivacije, baziraju se na činjenici da svaka od njih reflektuje vrednosti američke kulture tokom pedesetih i šezdesetih godina prošloga veka.)
MATCH@M:(Thus it proved that some of them are less applicable in other cultures.===>Stoga se i u praksi pokazalo da ih je u drugim kulturama nekada cak i nemoguce primeniti.)
MATCH@E:(Thus it proved that some of them are less applicable in other cultures.===>Stoga se i u praksi pokazalo da ih je u drugim kulturama nekada čak i nemoguće primeniti.)
MATCH@M:(The MOW (The Meaning of Work) project explores the basic concepts related to motivation and the importance of work in general.===>MOW projekat (The Meaning of Work project - pro-jekat o znacaju rada) ispituje bazicne koncepte vezane za motivaciju i znacaj rada uopšte.)
MATCH@E:(The MOW (The Meaning of Work) project explores the basic concepts related to motivation and the importance of work in general.===>MOW projekat (The Meaning of Work project projekat o značaju rada) ispituje bazične koncepte vezane za motivaciju i značaj rada uopšte.)
MATCH@M:(The entire study was created and conducted in 1987 by an international team of experts in the field of behaviorism.===>Citava studija kreirana je i sprovedena 1987 godine, od strane internacionalnog tima strucnjaka iz oblasti biheviorizma.)
MATCH@E:(The entire study was created and conducted in 1987 by an international team of experts in the field of behaviorism.===>Čitava studija kreirana je i sprovedena 1987 godine, od strane internacionalnog tima stručnjaka iz oblasti biheviorizma.)
MATCH@M:(They chose eight countries as sample (Great Britain, Germany, Israel, the area of the former Yugoslavia, the Netherlands, Belgium, the USA, Japan) and 15,000 workers of different expertise.===>Kao uzorak odabrali su osam zemalja (Velika Britanija, Nemacka, Izrael, podrucje bivše Jugoslavije, Ho-landija, Belgija, SAD, Japan) i 15000 radnika koji se bave razlicitim zanimanjima.)
MATCH@E:(They chose eight countries as sample (Great Britain, Germany, Israel, the area of the former Yugoslavia, the Netherlands, Belgium, the USA, Japan) and 15,000 workers of different expertise.===>Kao uzorak odabrali su osam zemalja (Velika Britanija, Nemačka, Izrael, područje bivše Jugoslavije, Holandija, Belgija, SAD, Japan) i 15000 radnika koji se bave različitim zanimanjima.)
MATCH@M:(The findings of the research clearly show that the representatives of different cultures perceive the importance of work in entirely different ways.===>Rezultati istraživanja jasno su ukazali da pripadnici razlicitih kultura potpuno drugacije gledaju na znacaj rada.)
MATCH@E:(The findings of the research clearly show that the representatives of different cultures perceive the importance of work in entirely different ways.===>Rezultati istraživanja jasno su ukazali da pripadnici različitih kultura potpuno drugačije gledaju na značaj rada.)
MATCH@M:(England et al., defined and assessed the importance of work using three key concepts: 1) priority of work, that is, its general importance as well as value assigned to work in life in general; 2) social norms related to work, that is, the normative beliefs and expectations related to specific rights and obligations in work; 3) objectives of work, that is, the goals and values preferred and stressed by individuals as most important in their work careers.===>England i grupa saradnika, znacaj rada definisali su i procenili koristeci se sa tri kljucna koncepta, i to: 1) prioritetnost rada, tj., opšta važnost, kao i vrednosti koje su pripisane radu u životu uopšte, 2) socijalne norme o radu, tj., normativna verovanja i ocekivanja koja su vezana za specificna prava i obaveze u radu, 3) ciljevi rada, tj., ciljevi i vrednosti koje pojedinci preferiraju i isticu kao najvažnije tokom svoje radne karijere.)
MATCH@E:(England et al., Š8Ë defined and assessed the importance of work using three key concepts: 1) priority of work, that is, its general importance as well as value assigned to work in life in general; 2) social norms related to work, that is, the normative beliefs and expectations related to specific rights and obligations in work; 3) objectives of work, that is, the goals and values preferred and stressed by individuals as most important in their work careers Š8Ë.===>England Š8Ë i grupa saradnika, značaj rada definisali su i procenili koristeći se sa tri ključna koncepta, i to: ~~~ 1) prioritetnost rada, tj., opšta važnost, kao i vrednosti koje su pripisane ra du u životu uopšte, 2) socijalne norme o radu, tj., normativna verovanja i očekivanja koja su vezana za specifična prava i obaveze u radu, 3) ciljevi rada, tj., ciljevi i vrednosti koje pojedinci preferiraju i ističu kao najvažnije tokom svoje radne karijere Š8Ë.)
MATCH@M:(The issue of priority of work is realted to the importance the individual assigns to it in comparison with the other segments of life.===>Pitanje prioritetnosti rada vezano je za znacaj koji mu pojedinac pridaje u poredenju sa ostalim segmentima života.)
MATCH@E:(The issue of priority of work is realted to the importance the individual assigns to it in comparison with the other segments of life.===>Pitanje prioritetnosti rada vezano je za značaj koji mu pojedinac pridaje u poređenju sa ostalim segmentima života.)
MATCH@M:(The research results has revealed considerable variations in the value and priority the members of different cultures assign to work.===>Rezultati istraživanja ukazali su na relativno velike varijacije u vrednostima i prioritetu koje pripadnici razlicitih kultura pridaju radu.)
MATCH@E:(The research results has revealed considerable variations in the value and priority the members of different cultures assign to work.===>Rezultati istraživanja ukazali su na relativno velike varijacije u vrednostima i prioritetu koje pripadnici različitih kultura pridaju radu.)
MATCH@M:(It is most important with the Japanese, whereas the British rank it rather low.===>Japanci mu pridaju najveci znacaj, dok ga Britanci rangiraju veoma nisko.)
MATCH@E:(It is most important with the Japanese, whereas the British rank it rather low.===>Japanci mu pridaju najveći značaj, dok ga Britanci rangiraju veoma nisko.)
MATCH@M:(Out of the total number of respondents in the 8 countries, however, as many as 86.1% said they would continue work even when there would be no longer any financial reasons for that.===>Medutim, od svih ispitanika u navedenih 8 zemalja, cak 86,1% izjasnilo se da bi nastavilo da radi cak i kada za to više ne bi postojali finansijski razlozi.)
MATCH@E:(Out of the total number of respondents in the 8 countries, however, as many as 86.1% said they would continue work even when there would be no longer any financial reasons for that.===>Međutim, od svih ispitanika u navedenih 8 zemalja, čak 86,1% izjasnilo se da bi nastavilo da radi čak i kada za to više ne bi postojali finansijski razlozi.)
MATCH@M:(The study therefore shows that the members of these cultures deem work highly important and and essential part of their lives.===>Dakle, studija ukazuje da pripadnici pomenutih kultura radu pridaju veoma veliki znacaj i da on predstavlja bitan deo njihovih života.)
MATCH@E:(The study therefore shows that the members of these cultures deem work highly important and and essential part of their lives.===>Dakle, studija ukazuje da pripadnici pomenutih kultura radu pridaju veoma veliki značaj i da on predstavlja bitan deo njihovih života.)
MATCH@M:(A similar study was conducted in Saudi Arabia, where as many as 94% respondents stated that they would continue to work even in a situation of overall material comfort.===>Slicna studija uradena je i na podrucju Saudijske Arabije, gde se cak 94% ispitanika izjasnilo da bi sa poslom nastavilo cak i u situaciji potpune materijalne bezbednosti.)
MATCH@E:(A similar study was conducted in Saudi Arabia Š3Ë, where as many as 94% respondents stated that they would continue to work even in a situation of overall material comfort.===>Slična studija urađena je i na području Saudijske Arabije Š3Ë, gde se čak 94% ispitanika izjasnilo da bi sa poslom nastavilo čak i u situaciji potpune materijalne bezbednosti.)
MATCH@M:(Another field of research of the MOW team were the work-related social norms.===>Drugo podrucje istraživanja MOW tima bile su socijalne norme vezane za rad.)
MATCH@E:(Another field of research of the MOW team were the work-related social norms.===>Drugo područje istraživanja MOW tima bile su socijalne norme vezane za rad.)
MATCH@M:(The researchers defined two groups of norms and then measured the deviations in the respondents’ answers across the eight countries.===>Istraživaci su definisali dve grupe normi, i potom merili odstupanja u odgovorima respodenata iz osam zemalja.)
MATCH@E:(The researchers defined two groups of norms and then measured the deviations in the respondents answers across the eight countries.===>Istraživači su definisali dve grupe normi, i potom merili odstupanja u odgovorima respodenata iz osam zemalja.)
MATCH@M:(Legal norms “represent basic rights and responsibilities in the organization, however, on the other hand, the obligations the social community has towards them.===>Pravne norme “repre-zentuju bazicna prava i odgovornosti radnika u organizaciji, ali sa druge strane i obaveze koje društvena zajednica ima prema njima.)
MATCH@E:(Legal norms represent basic rights and responsibilities in the organization, however, on the other hand, the obligations the social community has towards them.===>Pravne norme reprezentuju bazična prava i odgovornosti radnika u organizaciji, ali sa druge strane i obaveze koje društvena zajednica ima prema njima.)
MATCH@M:(To work and to constantly contribute to the welfare of the organization and of the society is considered to be only natural.===>Raditi i konstantno doprinositi dobrobiti organizacije i društva, smatra se prirodnim sledom stvari.)
MATCH@E:(To work and to constantly contribute to the welfare of the organization and of the society is considered to be only natural.===>Raditi i konstantno doprinositi dobrobiti organizacije i društva, smatra se prirodnim sledom stvari.)
MATCH@M:(On the other hand, the countries in which legal norms are present in a higher degree, have the “boundaries“ of the traditional somewhat extended.===>Sa druge strane, u zemljama koje imaju vecu zastupljenost pravnih normi, dolazi do pomeranja “granica“ tradicionalnog.)
MATCH@E:(On the other hand, the countries in which legal norms are present in a higher degree, have the boundaries of the traditional somewhat extended.===>Sa druge strane, u zemljama koje imaju veću zastupljenost pravnih normi, dolazi do pomeranja granica tradicionalnog.)
MATCH@M:(According to the research findings, the deviation proved to be highest in the USA and the Netherlends.===>Prema rezultatima istraživanja, Amerika i Holandija pokazale su se kao zemlje sa najvecim odstupanjima.)
MATCH@E:(According to the research findings, the deviation proved to be highest in the USA and the Netherlends.===>Prema rezultatima istraživanja, Amerika i Holandija pokazale su se kao zemlje sa najvećim odstupanjima.)
MATCH@M:(The Netherlands has a rather high index of legal norms and almost the lowest level of obligation norms which suggests that the members of this culture insist on individual rights at work, rather than on the idea that every individual is obliged to work.===>Holandija ima veoma visok indeks pravnih normi i gotovo najniži indeks obligacionih, što dalje sugeriše da pripadnici ove kulture mnogo više potenciraju individualna prava u radu, stavljajuci u drugi plan ideju da je svaki pojedinac obavezan da radi.)
MATCH@E:(The Netherlands has a rather high index of legal norms and almost the lowest level of obligation norms which suggests that the members of this culture insist on individual rights at work, rather than on the idea that every individual is obliged to work.===>Holandija ima veoma visok indeks pravnih normi i gotovo najniži indeks obligacionih, što dalje sugeriše da pripadnici ove kulture mnogo više potenciraju indivi dualna prava u radu, stavljajući u drugi plan ideju da je svaki pojedinac obavezan da radi.)
MATCH@M:(The situation in the USA is opposite - this is the culture characterised by a very high index of obligation norms and an extremely low index of legal norms.===>U Americi je situacija opozitna - ova kultura ima veoma visok indeks obligacionih normi i izuzetno nizak indeks pravnih normi.)
MATCH@E:(The situation in the USA is opposite this is the culture characterised by a very high index of obligation norms and an extremely low index of legal norms.===>U Americi je situacija opozitna ova kultura ima veoma visok indeks obligacionih normi i izuzetno nizak indeks pravnih normi.)
MATCH@M:(Hence the traditional work ethics is valued most in these parts.===>Stoga se visoko vrednuje i ceni tradicionalna radna etika.)
MATCH@E:(Hence the traditional work ethics is valued most in these parts.===>Stoga se visoko vrednuje i ceni tradicionalna radna etika.)
MATCH@M:(The study has also pointed to the difference in the goals of work in the eight observed countries.===>Studija je takode ukazala i na razlicitost ciljeva rada u pomenutih osam zemalja.)
MATCH@E:(The study has also pointed to the difference in the goals of work in the eight observed countries.===>Studija je takođe ukazala i na različitost ciljeva rada u pomenutih osam zemalja.)
MATCH@M:(None of the countries ranks these rights in the same way.===>Ni jedna od njih ne rangira ih na isti nacin.)
MATCH@E:(None of the countries ranks these rights in the same way.===>Ni jedna od njih ne rangira ih na isti način.)
MATCH@M:(Certain goals of work, however, stand out as universally adopted.===>Medutim, neki ciljevi rada mogu se izdvojiti kao univerzalno prihvaceni.)
MATCH@E:(Certain goals of work, however, stand out as universally adopted.===>Međutim, neki ciljevi rada mogu se izdvojiti kao univerzalno prihvaćeni.)
MATCH@M:(The job being interesting is ranked by all the countries at the first, the second, or the third positions, that is, as a highly valued goal.===>U svim zemljama interesantan posao rangiran je na prvo, drugo ili trece mesto, dakle kao visoko vrednovan cilj.)
MATCH@E:(The job being interesting is ranked by all the countries at the first, the second, or the third positions, that is, as a highly valued goal.===>U svim zemljama interesantan posao rangiran je na prvo, drugo ili treće mesto, dakle kao visoko vrednovan cilj.)
MATCH@M:(Six of the countries prefer high salary as the top goal.===>Zatim, dobra plata se u šest, od navedenih osam zemalja, pokazala kao preferiran cilj.)
MATCH@E:(Six of the countries prefer high salary as the top goal.===>Zatim, dobra plata se u šest, od navedenih osam zemalja, pokazala kao preferiran cilj.)
MATCH@M:(On the other hand, good work conditions and the opportunity of promotion and futher improvement ranked rather low in all the countries.===>Sa druge strane, dobri uslovi rada, kao i mogucnost napredovanja i daljeg promovisanja rangirali su se u svim zemljama veoma nisko.)
MATCH@E:(On the other hand, good work conditions and the opportunity of promotion and futher improvement ranked rather low in all the countries.===>Sa druge strane, dobri uslovi rada, kao i mogućnost napredovanja i daljeg promovisanja rangirali su se u svim zemljama veoma nisko.)
MATCH@M:(More recent studies related to the meaning of work, conducted in the organizations in India, Malaysia and Thailand, suggested a somewhat different situation.===>Novija istraživanja vezana za znacaj ciljeva rada, sprovedena u organizacijama u Indiji, Maleziji i na Tajlandu ukazuju na nešto drugaciju situaciju.)
MATCH@E:(More recent studies related to the meaning of work, conducted in the organizations in India, Malaysia and Thailand, suggested a somewhat different situation Š6Ë.===>Novija istraživanja vezana za značaj ciljeva rada, sprovedena u organizacijama u Indiji, Maleziji i na Tajlandu ukazuju na nešto drugačiju situaciju Š6Ë.)
MATCH@M:(The managers from Indian and Thai organizations assigned the highest meaning to the goals of interesit-ng jobs, where they can learn new things, as well as of the job they love, whereas high salary proved to be one of the not so important goals.===>Menadžeri kako iz indijskih, tako i tajlandskih organizacija, ciljeve interesantnog posla, posla na kome mogu da nauce nove stvari, kao i posla koji vole, rangirali su kao najvažnije, dok se dobra plata pokazala kao jedan od manje važnih.)
MATCH@E:(The managers from Indian and Thai organizations assigned the highest meaning to the goals of interesitng jobs, where they can learn new things, as well as of the job they love, whereas high salary proved to be one of the not so important goals.===>Menadžeri kako iz indijskih, tako i tajlandskih organizacija, ciljeve interesantnog posla, posla na kome mogu da nauče nove stvari, kao i posla koji vole, rangirali su kao najvažnije, dok se dobra plata pokazala kao jedan od manje važnih.)
MATCH@M:(The situation was rather similar in the Malaysian organizations.===>U malezijskim organizacijama situacija je bila veoma slicna.)
MATCH@E:(The situation was rather similar in the Malaysian organizations.===>U malezijskim organizacijama situacija je bila veoma slična.)
MATCH@M:(Since the employees attach different meaning to work at a cross-cultural level, from medium to very high, it is very important that managers establish what the employees realy understand by meaningful, important work.===>Obzirom da na kros-kulturnom nivou zaposleni radu pridaju razlicit znacaj, pocev od srednjeg pa do veoma visokog, za menadžere je veoma važno da ustanove šta, uopšte, oni podrazumevaju pod znacajnim, smisa-onim radom.)
MATCH@E:(Since the employees attach different meaning to work at a cross-cultural level, from medium to very high, it is very important that managers establish what the employees realy understand by meaningful, important work.===>Obzirom da na kros-kulturnom nivou zaposleni radu pridaju različit značaj, počev od srednjeg pa do veoma visokog, za menadžere je veoma važno da ustanove šta, uopšte, oni podrazumevaju pod značajnim, smisaonim radom.)
MATCH@M:(A universal assumption for all the cultures is that the employees’ motivation will be considerably higher if they find that the job they do is meaningful and important.===>Univerzalna pretpostavka za sve kulture jeste da ce zaposleni biti i mnogo više motivisani ukoliko procene da je posao koji rade smisaon i znacajan.)
MATCH@E:(A universal assumption for all the cultures is that the employees motivation will be considerably higher if they find that the job they do is meaningful and important.===>Univerzalna pretpostavka za sve kulture jeste da će zaposleni biti i mnogo više motivisani ukoliko procene da je posao koji rade smisaon i značajan.)
MATCH@M:(Work satisfaction is the employees’ positive or a negative perception of the activities they are engaged in on daily basis in their organizations.===>Zadovoljstvo poslom predstavlja pozitivan ili negativan stav zaposlenog prema aktivnostima koje svakodnevno obavlja u organizaciji.)
MATCH@E:(Work satisfaction is the employees positive or a negative perception of the activities they are engaged in on daily basis in their organizations.===>Zadovoljstvo poslom predstavlja pozitivan ili negativan stav zaposlenog prema aktivnostima koje svakodnevno obavlja u organizaciji.)
MATCH@M:(The countries with most satisfied employees (“top 5 happiest workers“) are Denmark, India, Norway, the USA, and Ireland, while the least satisfied employees (“bottom 5 unhappiest workers“) are characteristic of Estonia, China, the Czech Republic, Ukraine and Hungary.===>Medu zemlje ciji su radnici najzadovoljniji (“top 5 happiest workers“) ubrajaju se Danska, Indija, Norveška, SAD i Irska, dok je najniže zadovoljstvo (“bottom 5 unhappiest workers“) zabeleženo u Estoniji, Kini, Ceškoj Republici, Ukrajini i Madarskoj.)
MATCH@E:(The countries with most satisfied employees (top 5 happiest workers) are Denmark, India, Norway, the USA, and Ireland, while the least satisfied employees (bottom 5 unhappiest workers) are characteristic of Estonia, China, the Czech Republic, Ukraine and Hungary Š16Ë.===>Među zemlje čiji su radnici najzadovoljniji (top 5 happiest workers) ubrajaju se Danska, Indija, Norveška, SAD i Irska, dok je najniže zadovoljstvo (bottom 5 unhappiest workers) zabeleženo u Estoniji, Kini, Češkoj Republici, Ukrajini i Mađarskoj Š16Ë.)
MATCH@M:(It is fairly obvious that the countries in transition from entirely closed economic systems to open, competitive systems display the least work satisfaction.===>Sasvim je ocigledno da zemlje koje se nalaze u fazi tranzicije od nekada potpuno zatvorenih ekonomskih sistema, ka otvorenim, konkurentnim, pokazuju najniži stepen zadovoljstva poslom.)
MATCH@E:(It is fairly obvious that the countries in transition from entirely closed economic systems to open, competitive systems display the least work satisfaction.===>Sasvim je očigledno da zemlje koje se nalaze u fazi tranzicije od nekada potpuno zatvorenih ekonomskih sistema, ka otvorenim, konkurentnim, pokazuju najniži stepen zadovoljstva poslom.)
MATCH@M:(The loss of job, the creation of new jobs, fiercer competition, certain government regulations and protection, etc. make the situation uncertain.===>Gubitak posla, kao i pojava novih radnih mesta, pojacana konkurencija, povlacenje nekih vladinih regulativa i protekcija i dr. situaciju cine neizvesnom.)
MATCH@E:(The loss of job, the creation of new jobs, fiercer competition, certain government regulations and protection, etc. make the situation uncertain.===>Gubitak posla, kao i pojava novih radnih mesta, pojačana konkurencija, po vlačenje nekih vladinih regulativa i protekcija i dr. situaciju čine neizvesnom.)
MATCH@M:(Generally, the study of the meaning of work at the cross-cultural level has proved to be rather useful.===>Generalno, izucavanje znacaja rada na kros-kultur-nom nivou pokazalo se veoma korisnim.)
MATCH@E:(Generally, the study of the meaning of work at the cross-cultural level has proved to be rather useful.===>Generalno, izučavanje značaja rada na kros-kulturnom nivou pokazalo se veoma korisnim.)
MATCH@M:(Managers find it easier to learn about the importance and relative impact of motivation factors in different cultures.===>Menadžeri mnogo lakše mogu da spoznaju znacaj i relativnu važnost motivacionih faktora u razlicitim kulturama.)
MATCH@E:(Managers find it easier to learn about the importance and relative impact of motivation factors in different cultures.===>Menadžeri mnogo lakše mogu da spoznaju značaj i relativnu važnost motivacionih faktora u različitim kulturama.)
MATCH@M:(For example, the comparison of the results obtained in Japan with those obtained in Germany will clearly prove that work itself is a motivation enough for every Japanese worker.===>Npr. ukoliko se uporede rezultati dobijeni u Japanu i Nemackoj, bice sasvim ocigledno da je rad sam po sebi vec dovoljan motivator za sve japanske radnike.)
MATCH@E:(For example, the comparison of the results obtained in Japan with those obtained in Germany will clearly prove that work itself is a motivation enough for every Japanese worker.===>Npr. ukoliko se uporede rezultati dobijeni u Japanu i Nemačkoj, biće sasvim očigledno da je rad sam po sebi već dovoljan motivator za sve japanske radnike.)
MATCH@M:(On the other hand, German workers do not attach so much meaning to work and spend less time at work.===>Sa druge strane nemacki radnici ne pridaju mu toliki znacaj i rade dosta krace.)
MATCH@E:(On the other hand, German workers do not attach so much meaning to work and spend less time at work.===>Sa druge strane nemački radnici ne pridaju mu toliki značaj i rade dosta kraće.)
MATCH@M:(In designing the policy and the system of remuneration attention should be paid to the different natures of the goals of work.===>U razradi politike i sistema nagradivanja, takode treba uzeti u obzir razlicitost ciljeva rada.)
MATCH@E:(In designing the policy and the system of remuneration attention should be paid to the different natures of the goals of work.===>U razradi politike i sistema nagrađivanja, takođe treba uzeti u obzir različitost ciljeva rada.)
MATCH@M:(In many an eastern culture pay has proved to be a less important goal in comparison to the ranking of pay in Germany or in Great Britain.===>U mnogim istocnim kulturama plata se pokazala kao manje znacajan cilj u odnosu na rangiranje iste u Nemackoj ili Velikoj Britaniji.)
MATCH@E:(In many an eastern culture pay has proved to be a less important goal in comparison to the ranking of pay in Germany or in Great Britain.===>U mnogim istočnim kulturama plata se pokazala kao manje značajan cilj u odnosu na rangiranje iste u Nemačkoj ili Velikoj Britaniji.)
MATCH@M:(All motivation theories analyse the effects of rewards upon the behaviour of the individual in the organization.===>Sve motivacione teorije razmatraju efekte nagrada na ponašanje pojedinca u organizaciji.)
MATCH@E:(Impact of culture upon employees attitude to rewards All motivation theories analyse the effects of rewards upon the behaviour of the individual in the organization.===>Uticaj kulture na vrednovanje nagrada od strane zaposlenih Sve motivacione teorije razmatraju efekte nagrada na ponašanje pojedinca u organizaciji.)
BAD_LINE_=============================================================
BAD_LINE_M:All motivation theories analyse the effects of rewards upon the behaviour of the individual in the organization.
BAD_LINE_M:Sve motivacione teorije razmatraju efekte nagrada na ponašanje pojedinca u organizaciji.
BAD_LINE_E:Impact of culture upon employees attitude to rewards All motivation theories analyse the effects of rewards upon the behaviour of the individual in the organization.
BAD_LINE_E:Uticaj kulture na vrednovanje nagrada od strane zaposlenih Sve motivacione teorije razmatraju efekte nagrada na ponašanje pojedinca u organizaciji.
MATCH@M:(Generally, the rewarding system includes everything the employees value and desire, and what they receive from their organization in “response“ to their efforts, time and high work performance.===>Generalno, sistem nagradivanja ukljucuje sve što zaposleni vrednuju i žele, a dobijaju od svoje organizacije kao “odgovor“ na uloženi napor, vreme i dobre radne performanse.)
MATCH@E:(Generally, the rewarding system includes everything the employees value and desire, and what they receive from their organization in response to their efforts, time and high work performance.===>Generalno, sistem nagrađivanja uključuje sve što zaposleni vrednuju i žele, a dobijaju od svoje organizacije kao odgovor na uloženi napor, vreme i dobre radne performanse.)
MATCH@M:(The system itself includes both financial and non-financial rewards.===>Sam sistem obuhvata finansijske i nefinansijske nagrade.)
MATCH@E:(The system itself includes both financial and non-financial rewards.===>Sam sistem obuhvata finansijske i nefinansijske nagrade.)
MATCH@M:(The rewards actually bring the employees’ expectations and the management goals “closer together“.===>Nagrade, zapravo, “približavaju“ ocekivanja radnika i ciljeve menadžmenta.)
MATCH@E:(The rewards actually bring the employees expectations and the management goals closer together.===>Nagrade, zapravo, približavaju očekivanja radnika i ciljeve menadžmenta.)
MATCH@M:(An efficient rewarding system guarantees the employees: 1) opportunities to satisfy their basic needs; 2) adequate treatment as regards the conditions in the labour market; 3) feeling that the effort and work are valued within the organization; 4) security and fair treatment, both as individuals and as members of a group.===>Efikasan sistem nagradivanja zaposlenima obezbeduje: 1) mogucnost da ispune bazicne, željene potrebe, 2) adekvatan tretman shodno uslovima na tržištu radne snage, 3) osecaj da se uloženi napor i trud vrednuju unutar organizacije, 4) zaposlenima se ukazuje da imaju sigurnost i fer tretman, bilo kao individue ili clanovi grupe.)
MATCH@E:(An efficient rewarding system guarantees the employees: 1) opportunities to satisfy their basic needs; 2) adequate treatment as regards the conditions in the labour market; 3) feeling that the effort and work are valued within the organization; 4) security and fair treatment, both as individuals and as members of a group.===>Efikasan sistem nagrađivanja zaposlenima obezbeđuje: ~~~ 1) mogućnost da ispune bazične, željene potrebe, 2) adekvatan tretman shodno uslovima na tržištu radne snage, 3) osećaj da se uloženi napor i trud vrednuju unutar organizacije, 4) zaposlenima se ukazuje da imaju sigurnost i fer tretman, bilo kao individue ili članovi grupe.)
MATCH@M:(The difference in preferential is conditioned by cultural factors, hence management employs different policies in rewarding the employees.===>Razlicitost u preferencijama uslovljena je kulturološkim faktorima, pa se shodno tome menadžment služi razlicitim politikama u nagradivanju zaposlenih.)
MATCH@E:(The difference in preferentials is conditioned by cultural factors, hence management employs different policies in rewarding the employees.===>Različitost u preferencijama uslovljena je kulturološkim faktorima, pa se shodno tome menadžment služi različitim politikama u nagrađivanju zaposlenih.)
MATCH@M:(The western motivation models are individualistic in nature, therefore inapplicable in collectivistic cultures.===>Zapadnjacki motivacioni modeli po svojoj prirodi su in-dividualisticki, pa samim tim i ne primenljivi u kolek-tivistickim kulturama.)
MATCH@E:(The western motivation models are individualistic in nature, therefore inapplicable in collectivistic cultures.===>Zapadnjački motivacioni modeli po svojoj prirodi su individualistički, pa samim tim i ne primenljivi u kolektivističkim kulturama.)
MATCH@M:(The amount of the rewards and the grant of the reward in the developed western countries vary depending on the individual’s position in the organization, the job type, the education and work experience.===>U razvijenim zapadnim zemljama, visina nagrade kao i njeno dodeljivanje, variraju u zavisnosti od pozicije u organizaciji, tipa posla, obrazovanja i poslovnog iskustva.)
MATCH@E:(The amount of the rewards and the grant of the reward in the developed western countries vary depending on the individuals position in the organization, the job type, the education and work experience.===>U razvijenim zapadnim zemljama, visina nagrade kao i njeno dodeljivanje, variraju u zavisnosti od pozicije u organizaciji, tipa posla, obrazovanja i poslovnog iskustva.)
MATCH@M:(Quite opposite, it is a custom in Japan that employees are not rewarded individually.===>Nasuprot tome, u japanskoj kulturi obicaj je da se zaposleni ne nagraduju na individualnoj osnovi.)
MATCH@E:(Quite opposite, it is a custom in Japan that employees are not rewarded individually.===>Nasuprot tome, u japanskoj kulturi običaj je da se za posleni ne nagrađuju na individualnoj osnovi.)
MATCH@M:(Such a gesture would only embarass and even ashame the individual, hence it is assumed to be demotivating.===>Ovakav gest bi samo zbunio, pa cak i postideo pojedinca, pa se stoga smatra demotivišucim.)
MATCH@E:(Such a gesture would only embarass and even ashame the individual, hence it is assumed to be demotivating.===>Ovakav gest bi samo zbunio, pa čak i postideo pojedinca, pa se stoga smatra demotivišućim.)
MATCH@M:(The individual is a member of the group and his performance is automatically assigned to the group he belongs to.===>Pojedinac je clan grupe i njegov ucinak se automatski pripisuje grupi kojoj pripada.)
MATCH@E:(The individual is a member of the group and his performance is automatically assigned to the group he belongs to.===>Pojedinac je član grupe i njegov učinak se automatski pripisuje grupi kojoj pripada.)
MATCH@M:(In certain collectivistic cultures the employees openly maintain that no worker should be rewarded disproportionally more compared to his colleagues.===>U nekim kolektivistickim kulturama, zaposleni cak vrlo otvoreno drže do stava da ni jedan radnik ne treba da dobija disproporcionalno više od svojih kolega.)
MATCH@E:(In certain collectivistic cultures the employees openly maintain that no worker should be rewarded disproportionally more compared to his colleagues.===>U nekim kolektivističkim kulturama, zaposleni čak vrlo otvoreno drže do stava da ni jedan radnik ne treba da dobija disproporcionalno više od svojih kolega.)
MATCH@M:(Rewarding individual behaviour that in any way contradicts to group norms will not have a favourable impact upon further motivation.===>Davanje nagrade za individualno ponašanje, koje u bilo kom smislu protivreci grupnim normama, nece se odraziti povoljno na dalju motivaciju.)
MATCH@E:(Rewarding individual behaviour that in any way contradicts to group norms will not have a favourable impact upon further motivation.===>U visoko-kontekstnim, kolektivističkim kulturama postoje očekivane norme ponašanja u određenim situacijama.)
BAD_LINE_=============================================================
BAD_LINE_M:Rewarding individual behaviour that in any way contradicts to group norms will not have a favourable impact upon further motivation.
BAD_LINE_M:Davanje nagrade za individualno ponašanje, koje u bilo kom smislu protivreci grupnim normama, nece se odraziti povoljno na dalju motivaciju.
BAD_LINE_E:Rewarding individual behaviour that in any way contradicts to group norms will not have a favourable impact upon further motivation.
BAD_LINE_E:U visoko-kontekstnim, kolektivističkim kulturama postoje očekivane norme ponašanja u određenim situacijama.
MATCH@M:(Hence group rewards are a much more efficient solution.===>Stoga, grupne nagrade predstavljaju mnogo efikasnije sredstvo.)
MATCH@E:(Hence group rewards are a much more efficient solution.===>Stoga, grupne nagrade predstavljaju mnogo efikasnije sredstvo.)
MATCH@M:(In the case of the Russian culture members, for example, this proved to be a powerful motivation factor.===>Npr. u slucaju pripadnika ruske kulture ovaj vid nagrada pokazao se kao jak motivacioni faktor.)
MATCH@E:(In the case of the Russian culture members, for example, this proved to be a powerful motivation factor.===>Npr. u slučaju pripadnika ruske kulture ovaj vid nagrada pokazao se kao jak motivacioni faktor.)
MATCH@M:(In their opinion, group recognition adds to the value of team work and focuses on the welfare of the whole group.===>Po njihovom mišljenju, grupno priznanje ojacava vred-nost timskog rada i fokusira dobrobit cele grupe.)
MATCH@E:(In their opinion, group recognition adds to the value of team work and focuses on the welfare of the whole group Š14Ë.===>Po njihovom mišljenju, grupno priznanje ojačava vrednost timskog rada i fokusira dobrobit cele grupe Š14Ë.)
MATCH@M:(The dimension of the masculine - feminine culture also suggests what the members of one culture prefer as a reward type.===>Dimenzija muško-ženske kulture takode sugeriše šta pripadnici preferiraju kao tip nagrade.)
MATCH@E:(The dimension of the masculine feminine culture also suggests what the members of one culture prefer as a reward type.===>Dimenzija muško-ženske kulture takođe sugeriše šta pripadnici preferiraju kao tip nagrade.)
MATCH@M:(In typically masculine cultures, the employees will assign a high value to a pay raise, a title or any type of material, status-oriented reward.===>U muškim kulturama, zaposleni ce visoko vrednovati dobijenu povišicu, titulu ili bilo koji vid materijalne, statusno-orije-tisane nagrade.)
MATCH@E:(In typically masculine cultures, the employees will assign a high value to a pay raise, a title or any type of material, status-oriented reward.===>U muškim kulturama, zaposleni će visoko vrednovati dobijenu povišicu, titulu ili bilo koji vid materijalne, statusno-orijetisane nagrade.)
MATCH@M:(In feminine cultures, rewards such as better work conditions, bonus in the form of free time, symbolic rewards, etc. are preferred.===>U ženskim kulturama preferiraju se nagrade kao što su bolji radni uslovi, bonus u vidu slobodnog vremena, simbolicne nagrade i sl.)
MATCH@E:(In feminine cultures, rewards such as better work conditions, bonus in the form of free time, symbolic rewards, etc. are preferred.===>U ženskim kulturama preferiraju se nagrade kao što su bolji radni uslovi, bonus u vidu slobodnog vremena, simbolične nagrade i sl.)
MATCH@M:(In certain countries, material things are perceived rather as a gift than a reward for a well done job.===>U nekim zemljama, materijalne stvari se pre percipiraju kao poklon, a ne nagrada za dobro obavljen posao.)
MATCH@E:(In certain countries, material things are perceived rather as a gift than a reward for a well done job.===>U nekim zemljama, materijalne stvari se pre percipiraju kao poklon, a ne nagrada za dobro obavljen posao.)
MATCH@M:(In China, for example, a large number of organizations distribute food to their employees for the holidays.===>Npr. u Kini, veliki broj organizacija za praznike svojim zaposlenima distribuira hranu.)
MATCH@E:(In China, for example, a large number of organizations distribute food to their employees for the holidays.===>Npr. u Kini, veliki broj organizacija za praznike svojim zaposlenima distribuira hranu.)
MATCH@M:(The employees at higher positions receive higher quality foods, however, none of them makes a connection between the business performance and the received gifts.===>Zaposleni na višim pozicijama dobijaju proizvode višeg kvaliteta, medutim niko od njih ne dovodi u vezu postignute poslovne performanse i dobijene poklone.)
MATCH@E:(The employees at higher positions receive higher quality foods, however, none of them makes a connection between the business performance and the received gifts.===>Zaposleni na višim pozicijama dobijaju proizvode višeg kvaliteta, međutim niko od njih ne dovodi u vezu postignute poslovne performanse i dobijene poklone.)
MATCH@M:(Even within one abd the same country there is a large number of factors that impact the employees’ preference of one or another type of reward.===>Cak i unutar pojedinih zemalja postoji veliki broj faktora koji uticu na preferenciju zaposlenih ka odredenom tipu nagrade.)
MATCH@E:(Even within one abd the same country there is a large number of factors that impact the employees prefer ence of one or another type of reward.===>Čak i unutar pojedinih zemalja postoji veliki broj faktora koji utiču na preferenciju zaposlenih ka određenom tipu nagrade.)
MATCH@M:(According to the research conducted in a hotel chain on the Bahamas, all the employees decided that the most powerful motivation factors were pay raise, good work conditions and an interesting job.===>Prema istraživanju koje je vršeno u hotelskom lancu na Bahamima, svi zaposleni su kao najjace motivatore naveli povišicu plate, dobre radne uslove, cenjenje i pohvale za postignute rezultate i in-teresantnost posla.)
MATCH@E:(According to the research conducted in a hotel chain on the Bahamas, all the employees decided that the most powerful motivation factors were pay raise, good work conditions and an interesting job Š4Ë.===>Prema istraživanju koje je vršeno u hotelskom lancu na Bahamima, svi zaposleni su kao najjače motivatore naveli povišicu plate, dobre radne uslove, cenjenje i pohvale za postignute rezultate i interesantnost posla Š4Ë.)
MATCH@M:(The impact of the factors such as age, gender, education and the position in the organization conditioned that the mentioned motivators be ranked differently.===>Medutim, uticaj faktora kao što su godine, pol, obrazovanje i položaj u organizaciji, uslovili su da navedeni motivatori budu razlicito rangirani.)
MATCH@E:(The impact of the factors such as age, gender, education and the position in the organization conditioned that the mentioned motivators be ranked differently.===>Međutim, uticaj faktora kao što su godine, pol, obrazovanje i položaj u organizaciji, uslovili su da navedeni motivatori budu različito rangirani.)
MATCH@M:(The male staff and the management personnel ranked pay first, opposite to the female staff and personnel that do not hold any managerial positions.===>Muško osoblje i menadžment personal rangirali su platu na prvo mesto, za razliku od ženskog osoblja i personala koje nema nikakvu menadžersku funkciju.)
MATCH@E:(The male staff and the management personnel ranked pay first, opposite to the female staff and personnel that do not hold any managerial positions. ~~~ 5.===>Muško osoblje i menadžment personal rangirali su platu na prvo mesto, za razliku od ženskog osoblja i personala koje nema nikakvu menadžersku funkciju. 5.)
MATCH@M:(On the other hand, the effort the employees will make in doing the job depends on the motivation level.===>Sa druge strane, napor koji ce zaposleni uložiti u obavljanje posla zavisi od stepena motivacije.)
MATCH@E:(On the other hand, the effort the employees will make in doing the job depends on the motivation level.===>Sa druge strane, napor koji će zaposleni uložiti u obavljanje posla zavisi od stepena motivacije.)
MATCH@M:(It is perfectly logical that a motivateD employee is much more productive.===>Sasvim je logicno da je motivisan radnik i znatno produktivniji.)
MATCH@E:(It is perfectly logical that a motivateD employee is much more productive.===>Sasvim je logično da je motivisan radnik i znatno produktivniji.)
MATCH@M:(Two central concepts of key importance for understanding motivation are the work concept and the personality concept.===>Dva centralna koncepta koja su od kljucne važnosti za razumevanje motivacije, jesu koncept rada i koncept licnosti.)
MATCH@E:(Two central concepts of key importance for understanding motivation are the work concept and the personality concept.===>Dva centralna koncepta koja su od ključne važnosti za razumevanje motivacije, jesu koncept rada i koncept ličnosti.)
MATCH@M:(These concepts do not by any means have a universal meaning in the motivation study on a cross-cultural level.===>U proucavanju motivacije na kros-kulturnom nivou, nikako se ne sme pretpostaviti da pomenuti koncepti imaju univerzalno znacenje.)
MATCH@E:(These concepts do not by any means have a universal meaning in the motivation study on a cross-cultural level.===>U proučavanju motivacije na kros-kulturnom nivou, nikako se ne sme pretpostaviti da pomenuti koncepti imaju univerzalno značenje.)
MATCH@M:(The members of different cultures largely differ in their perceptions of both work and personality, i.e., personal effort.===>Pripadnici razlicitih kultura potpuno drugacije percipiraju kako sam rad, tako i licnost, tj. licno zalaganje.)
MATCH@E:(The members of different cultures largely differ in their perceptions of both work and personality, i.e., personal effort.===>Pripadnici različitih kultura potpuno drugačije percipiraju kako sam rad, tako i ličnost, tj. lično zalaganje.)
MATCH@M:(Throughout the history of the western civilization work has been treated in different manners as an effort and an imminent evil, obligation, the manner of “salvation“.===>Kroz istoriju zapadne civilizacije rad je bio tretiran na razlicite nacine - kao napor i neminovno zlo, obaveza, nacin “spasa“.)
MATCH@E:(Throughout the history of the western civilization work has been treated in different manners as an effort and an imminent evil, obligation, the manner of salvation.===>Kroz istoriju zapadne civilizacije rad je bio tretiran na različite načine - kao napor i neminovno zlo, obaveza, način spasa.)
MATCH@M:(According to Max Weber, the factor that contributed to the development of modern capitalism is the very value and importance that the Protestant religion attached to work and wealth accumulation.===>Prema mišljenju autora Max Webera, faktor koji je doprineo razvoju modernog kapitalizma, jeste upravo vrednost i znacaj koji je Protestantska religija dala radu i akumulaciji bogatstva.)
MATCH@E:(According to Max Weber, the factor that contributed to the development of modern capitalism is the very value and importance that the Protestant religion attached to work and wealth accumulation.===>Prema mišljenju autora Max Webera, faktor koji je doprineo razvoju modernog kapitalizma, jeste upravo vrednost i značaj koji je Protestantska religija dala radu i akumulaciji bogatstva.)
MATCH@M:(According to Copeland, “it is because of the Puritan work ethics and beliefs into the cause-consequence relation that the members of the western culture do their jobs with dignity...===>Po reci-ma autora Copelanda “upravo zbog puritanske radne etike i verovanja u vezu uzrok-posledica, pripadnici zapadne kulture rade dostojanstveno...)
MATCH@E:(According to Copeland, it is because of the Puritan work ethics and beliefs into the cause-consequence relation that the members of the western culture do their jobs with dignity...===>Po rečima autora Copelanda upravo zbog puritanske radne etike i verovanja u vezu uzrok-posledica, pripadnici zapadne kulture rade dostojanstveno....)
MATCH@M:(The job gives them dignity, so they often define themselves by the everyday activity they are engaged in...“.===>Posao im daje identitet, pa cesto sebe definišu upravo kroz delatnost koju svakodnevno obavljaju....“.)
MATCH@E:(The job gives them dignity, so they often define themselves by the everyday activity they are engaged in...===>Posao im daje identitet, pa često sebe definišu upravo kroz delatnost koju svakodnevno obavljaju....)
MATCH@M:(Thus personal presentation of e.g. the member of the American culture differs from that of the member of the Japanese culture.===>Tako, licno predstavljanje razlikuje se izmedu pripadnika npr. americke i japanske kulture.)
MATCH@E:(Thus personal presentation of e.g. the member of the American culture differs from that of the member of the Japanese culture.===>Tako, lično predstavljanje razlikuje se između pripadnika npr. američke i japanske kulture.)
MATCH@M:(The former will always talk of his job and its contents, insisting exclusively on a personal, individual level.===>Prvi ce uvek pricati o svom poslu i njegovom sadržaju, zadržavajuci se iskljucivo na licnom, individualnom nivou.)
MATCH@E:(The former will always talk of his job and its contents, insisting exclusively on a personal, individual level.===>Prvi će uvek pričati o svom poslu i njegovom sadržaju, zadržavajući se isključivo na ličnom, individualnom nivou.)
MATCH@M:(The latter will identify himself with the firm he works with, i.e., the reference given to him by his employer.===>Pripadnici japanske kulture identifikovace se sa firmom u kojoj rade, tj. sa referencom koju im je dao poslodavac.)
MATCH@E:(The latter will identify himself with the firm he works with, i.e., the reference given to him by his employer.===>Pripadnici japanske kulture identifikovaće se sa firmom u kojoj rade, tj. sa referencom koju im je dao poslodavac.)
MATCH@M:(The members of the North-American culture expect the employee to do his best to complete the job most successfully, with a motto “we must be willing to get our hands dirty“.===>Pripadnici Severno-americke kulture ocekuju da ce zaposleni dati sve od sebe kako bi najuspešnije završili posao, uz moto “moramo biti voljni da isprljamo ru-ke“ (“we must be willing to get our hands dirty“).)
MATCH@E:(The members of the North-American culture expect the employee to do his best to complete the job most successfully, with a motto we must be willing to get our hands dirty.===>Pripadnici Severno-američke kulture očekuju da će zaposleni dati sve od sebe kako bi najuspešnije završili posao, uz moto moramo biti voljni da isprljamo ruke (we must be willing to get our hands dirty).)
MATCH@M:(No consideration is given to whether the job is physical or intellectual.===>U razmatranje se uopšte ne uzima da li je posao fizickog ili umnog karaktera.)
MATCH@E:(No consideration is given to whether the job is physical or intellectual.===>U razmatranje se uopšte ne uzima da li je posao fizičkog ili umnog karaktera.)
MATCH@M:(Such a positive attitude towards work is generally not culturally universal.===>Ovako pozitivan stav prema radu uglavnom nije kulturološki univerzalan.)
MATCH@E:(Such a positive attitude towards work is generally not culturally universal.===>Ovako pozitivan stav prema radu uglavnom nije kulturološki univerzalan.)
MATCH@M:(In some cultures, work is assigned many more negative connotations.===>U nekim kulturama radu se pripisuje mnogo više negativnih konotacija.)
MATCH@E:(In some cultures, work is assigned many more negative connotations.===>U nekim kulturama radu se pripisuje mnogo više negativnih konotacija.)
MATCH@M:(Thus in south America doing physical jobs is considered to be degrading.===>Tako, u južnoj Americi, obavljanje fizickih poslova smatra se degradirajucim.)
MATCH@E:(Thus in south America doing physical jobs is considered to be degrading.===>Tako, u južnoj Americi, obavljanje fizičkih poslova smatra se degradirajućim.)
MATCH@M:(Jobs are ranked according to status; educated employees with a university diploma will under no conditions do the “lower status“ jobs.===>Poslovi su rangirani po statusu; zaposleni koji su obrazovani i poseduju fakultetsku diplomu ni u jednoj situaciji nece obavljati poslove “nižeg statusa“ .)
MATCH@E:(Jobs are ranked according to status; educated employees with a university diploma will under no conditions do the lower status jobs Š10Ë. People work for different reasons.===>Poslovi su rangirani po statusu; zaposleni koji su obrazovani i poseduju fakultetsku diplomu ni u jednoj situaciji neće obavljati poslove nižeg statusa Š10Ë. ~~~ Ljudi rade iz različitih razloga.)
MATCH@M:(First, there is the instrumentality of work - the motive comes from the desire to live a comfortable life and acquire necessary and even luxurious goods.===>Na prvom mestu u obzir se uzima instrumentalnost rada - motiv potice od želje za udobnim životom i pribavljanjem neophodnih, ali i luksuznih dobara.)
MATCH@E:(First, there is the instrumentality of work the motive comes from the desire to live a comfortable life and acquire necessary and even luxurious goods.===>Na prvom mestu u obzir se uzima instrumentalnost rada - motiv potiče od želje za udobnim životom i pribavljanjem neophodnih, ali i luksuznih dobara.)
MATCH@M:(When only this factor is taken into consideration in creating motivation programmes, management usually resort to techniques such as pay raise, bonuses, special privileges, etc.===>Kada se pri kreiranju motivaci-onih programa u organizaciji uzme u obzir samo ovaj faktor, menadžment obicno pribegava tehnikama kao što su povišice plata, bonusi, posebne privilegije i sl.)
MATCH@E:(When only this factor is taken into consideration in creating motivation programmes, management usually resort to techniques such as pay raise, bonuses, special privileges, etc.===>Kada se pri kreiranju motivacionih programa u organizaciji uzme u obzir samo ovaj faktor, menadžment obično pribegava tehnikama kao što su povišice plata, bonusi, posebne privilegije i sl.)
MATCH@M:(Work, however, has other connotations, too.===>Ali, rad ima i druge konotacije.)
MATCH@E:(Work, however, has other connotations, too.===>Ali, rad ima i druge konotacije.)
MATCH@M:(In addition to its material aspect, it can be interesting and inspirative whereby the individual can achieve a high level of self-actualization.===>Pored toga što je neophodan zbog svog materijalnog aspekta, može biti zanimljiv i inspirativan što individuii obezbeduje da dostigne visok nivo samoaktuelizacije.)
MATCH@E:(In addition to its material aspect, it can be interesting and inspirative whereby the individual can achieve a high level of self-actualization.===>Pored toga što je neophodan zbog svog materijalnog aspekta, može biti zanimljiv i inspirativan što individuii obezbeđuje da dostigne visok nivo samoaktuelizacije.)
MATCH@M:(Through work the individuals also interact with other people and actualize themselves in a social context.===>Takode, radeci, pojedinci stupaju u interakciju sa drugim ljudima i ostvaruju se na socijalnom planu.)
MATCH@E:(Through work the individuals also interact with other people and actualize themselves in a social context.===>Takođe, radeći, pojedinci stupaju u interakciju sa drugim ljudima i ostvaruju se na socijalnom planu.)
MATCH@M:(A large number of employees continue work even after they have provided themselves with a maximum of material wealth necessary for further living.===>Mnogi zaposleni nastavljaju da rade cak i kada obezbede maksimum materijalnih sredstava za dalju egzistenciju.)
MATCH@E:(A large number of employees continue work even after they have provided themselves with a maximum of material wealth necessary for further living.===>Mnogi zaposleni nastavljaju da rade čak i kada obezbede maksimum materijalnih sredstava za dalju egzistenciju.)
MATCH@M:(In their lives, work has a central position.===>Rad u njihovim životima zauzima centralnu poziciju.)
MATCH@E:(In their lives, work has a central position.===>Rad u njihovim životima zauzima centralnu poziciju.)
MATCH@M:(The study conducted in these eight countries, however, shows that work is not attached equal importance and meaning in all these cultures.===>Medutim, studija koja je sprovedena u osam zemalja ukazuje da rad nema podjednaku važnost i znacenje u razlicitim kulturama.)
MATCH@E:(The study conducted in these eight countries, however, shows that work is not attached equal importance and meaning in all these cultures.===>Međutim, studija koja je sprovedena u osam zemalja ukazuje da rad nema podjednaku važnost i značenje u različitim kulturama.)
MATCH@M:(Generally, the cultures whose members give work a central position are Japan, the USA, Germany, and Belgium.===>Generalno, kulture ciji pripadnici radu daju centralnu poziciju su Japan, Amerika, Ne-macka i Belgija.)
MATCH@E:(Generally, the cultures whose members give work a central position are Japan, the USA, Germany, and Belgium Š18Ë.===>Generalno, kulture čiji pripadnici radu daju centralnu poziciju su Japan, Amerika, Nemačka i Belgija Š18Ë.)
MATCH@M:(The cultural differences in the meaning assigned to work hold a high practical importance for international managers.===>Kulturološke razlike u znacenju i važnosti koje se pridaju radu, imaju veliki prakticni znacaj za internacionalne menadžere.)
MATCH@E:(The cultural differences in the meaning assigned to work hold a high practical importance for international managers.===>Kulturološke razlike u značenju i važnosti koje se pridaju radu, imaju veliki praktični značaj za internacionalne menadžere.)
MATCH@M:(The set priorities are a perfect guideline to devise adequate motivation programmes.===>Ustanovljeni prioriteti predstavljaju odlican putokaz za pravljenje adekvatnih motivaci-onih programa.)
MATCH@E:(The set priorities are a perfect guideline to devise adequate motivation programmes.===>Ustanovljeni prioriteti predstavljaju odličan putokaz za pravljenje adekvatnih motivacionih programa.)
MATCH@M:(Regardless of cultural differences, however, some aspects of work are attached equal importance in almost all cultures - good pay and an interesting job.===>Medutim, bez obzira na kulturološke razlicitosti, postoje odredeni aspekti rada kojima se pridaje jednaka važnost u gotovo svim kulturama - dobra plata i interesantan posao.)
MATCH@E:(Regardless of cultural differences, however, some aspects of work are attached equal importance in almost all cultures good pay and an interesting job Š12Ë.===>Međutim, bez obzira na kulturološke različitosti, postoje određeni aspekti rada kojima se pridaje jednaka važnost u gotovo svim kulturama dobra plata i interesantan posao Š12Ë.)
MATCH@M:(The personality concept has its different aspects.===>Koncept licnosti ima svoje razlicite aspekte.)
MATCH@E:(The personality concept has its different aspects.===>Koncept ličnosti ima svoje različite aspekte.)
MATCH@M:(Western cultures understand personality as an entity that is absolutely independent and individually oriented.===>Zapadne kulture licnost doživljavaju kao entitet koji je u potpunosti samostalan i individualno orijentisan.)
MATCH@E:(Western cultures understand personality as an entity that is absolutely independent and individually oriented.===>Zapadne kulture ličnost doživljavaju kao entitet koji je u potpunosti samostalan i individualno orijentisan.)
MATCH@M:(Every individual has a unique configuration of traits (capabilities, motives and values) that form his/her basis in the society.===>Svaka individua ima jedinstvenu konfiguraciju osobina (sposobnosti, motivi i vrednosti) koje joj formiraju bazu ponašanja u društvu.)
MATCH@E:(Every individual has a unique configuration of traits (capabilities, motives and values) that form his/her basis in the society.===>Svaka individua ima jedinstvenu konfiguraciju osobina (sposobnosti, motivi i vrednosti) koje joj formiraju bazu ponašanja u društvu.)
MATCH@M:(The main personality aspects are psychological-ecological, intrapersonal and public.===>Glavni aspekti licnosti su psiho-loško-ekološki, intrapersonalni i javni.)
MATCH@E:(The main personality aspects are psychological-ecological Š19Ë, intrapersonal and public Š17Ë.===>Glavni aspekti ličnosti su psihološko-ekološki Š19Ë, intrapersonalni i javni Š17Ë.)
MATCH@M:(The first aspect refers to the fact that every individual understands and explains themselves as physically separated from other members of a society, thus also developing their own “self“.===>Prvi aspekt odnosi se na cinjenicu da svaka individua sebe tumaci i doživljava fizicki odvojeno od ostalih pripadnika društva, na taj nacin razvijajuci i svoje “ja“.)
MATCH@E:(The first aspect refers to the fact that every individual understands and explains themselves as physically separated from other members of a society, thus also developing their own self.===>Prvi aspekt odnosi se na činjenicu da svaka individua sebe tumači i doživljava fizički odvojeno od ostalih pripadnika društva, na taj način razvijajući i svoje ja.)
MATCH@M:(The intrapersonal aspect means that every individual has his/her own internal world (stream of thoughts, dreams, hopes) that is exclusively private and cannot be shared with others.===>Intra-personalni aspekt podrazumeva da svaka licnost ima svoj interni svet (tok misli, snove, nadanja) koji je potpuno privatan i ne deli se sa drugima.)
MATCH@E:(The intrapersonal aspect means that every individual has his/her own internal world (stream of thoughts, dreams, hopes) that is exclusively private and cannot be shared with others.===>Intrapersonalni aspekt podrazumeva da svaka ličnost ima svoj interni svet (tok misli, snove, nadanja) koji je potpuno privatan i ne deli se sa drugima.)
MATCH@M:(Certain intrapersonal aspects are universal; the majority is however culturally determined.===>Neki od in-trapersonalnih aspekata su univerzalni, dok je vecina ipak kulturološki determinisana.)
MATCH@E:(Certain intrapersonal aspects are universal; the majority is however culturally determined.===>Neki od intrapersonalnih aspekata su univerzalni, dok je većina ipak kulturološki determinisana.)
MATCH@M:(The public aspect of the personality is expressed and devloped through social contacts with other members of the society.===>Javni aspekt licnosti ispoljava se i razvija se putem socijalnih kontakata sa ostalim clanovima društva.)
MATCH@E:(The public aspect of the personality is expressed and devloped through social contacts with other members of the society.===>Javni aspekt ličnosti ispoljava se i razvija se putem socijalnih kontakata sa ostalim članovima društva.)
MATCH@M:(The members of different cultures understand the public aspect of the personality as separate and independent from other people, whereas others believe this aspect is inseparable from the social group and the society one lives in.===>Pripadnici razlicitih kultura javni aspekt licnosti doživljavaju kao separatan i nezavisan od drugih ljudi, dok drugi smatraju da je ovaj aspekt nerazdvojiv od socijalne grupe i društva u kome se živi.)
MATCH@E:(The members of different cultures understand the public aspect of the personality as separate and independent from other people, whereas others believe this aspect is inseparable from the social group and the society one lives in.===>Pripadnici različitih kultura javni aspekt ličnosti doživljavaju kao separatan i nezavisan od drugih ljudi, dok drugi smatraju da je ovaj aspekt nerazdvojiv od socijalne grupe i društva u kome se živi.)
MATCH@M:(Thus a large number of the western culture members believe in an absolute autonomy of a person.===>Tako, mnogi pripadnici zapadne kulture veruju u potpunu autonomiju licnosti.)
MATCH@E:(Thus a large number of the western culture members believe in an absolute autonomy of a person.===>Tako, mnogi pripadnici zapadne kulture veruju u potpunu autonomiju ličnosti.)
MATCH@M:(The norms demand that the individual become independent in time, revealing and expressing their unique qualities.===>Norme nalažu da individua vremenom postaje nezavisna, otkrivajuci i izražavajuci svoje jedinstvene osobine.)
MATCH@E:(The norms demand that the individual become independent in time, revealing and expressing their unique qualities.===>Norme nalažu da individua vremenom postaje nezavisna, otkrivajući i izražavajući svoje jedinstvene osobine.)
MATCH@M:(Self-actualization, self-respect, potential realization and “devotion to oneself“ reflect the key concept on which the autonomous personality is established.===>Samoaktuelizacija, samopoštovanje, realizo-vanje potencijala i “odanost sebi“ odražavaju kljucni koncept na kome se bazira nezavisna licnost.)
MATCH@E:(Self-actualization, self-respect, potential realization and devotion to oneself reflect the key concept on which the autonomous personality is established.===>Samoaktuelizacija, samopoštovanje, realizovanje potencijala i odanost sebi odražavaju ključni koncept na kome se bazira nezavisna ličnost.)
MATCH@M:(The members of the eastern culture believe that the individual depends on his/her social group and the environment in general.===>Pripadnici istocnjacke kulture smatraju da je licnost zavisna o svojoj socijalnoj grupi i okruženju uopšte.)
MATCH@E:(The members of the eastern culture believe that the individual depends on his/her social group and the environment in general.===>Pripadnici istočnjačke kulture smatraju da je ličnost zavisna o svojoj socijalnoj grupi i okruženju uopšte.)
MATCH@M:(As regards a fundamantal connectedness between people, every individual will create their behaviour, thoughts, feelings, attitudes, etc., under the influence of the existing social relations and connections.===>Obzirom na fundamentalnu povezanost ljudi, svaki pojedinac ce svoje ponašanje, misli, osecanja, stavove i dr., kreirati pod uticajem postojecih socijalnih odnosa i veza.)
MATCH@E:(As regards a fundamantal connectedness between people, every individual will create their behaviour, thoughts, feelings, attitudes, etc., under the influence of the existing social relations and connections Š2Ë.===>Obzirom na fundamentalnu povezanost ljudi, svaki pojedinac će svoje ponašanje, misli, osećanja, stavove i dr., kreirati pod uticajem postojećih socijalnih odnosa i veza Š2Ë.)
MATCH@M:(Hence in these cultures there is a permanent motivation to fit into the social context.===>Stoga, u ovim kulturama postoji stalna motivacija za uklapanjem u socijalni kontekst.)
MATCH@E:(Hence in these cultures there is a permanent motivation to fit into the social context.===>Stoga, u ovim kulturama postoji stalna motivacija za uklapanjem u socijalni kontekst.)
MATCH@M:(The key differences between a dependent and an independent personality have implications upon creating motivational programmes within the organization too.===>Kljucne razlike izmedu zavisne i nezavisne licnosti imaju implikacije i na kreiranje motivacionih programa unutar organizacije.)
MATCH@E:(The key differences between a dependent and an independent personality have implications upon creating motivational programmes within the organization too.===>Ključne razlike između zavisne i nezavisne ličnosti imaju implikacije i na kreiranje motivacionih programa unutar organizacije.)
MATCH@M:(The motives that drive these two categories of people largely differ.===>Motivi koji pokrecu ove dve kategorije ljudi u velikoj meri se razlikuju.)
MATCH@E:(The motives that drive these two categories of people largely differ.===>Motivi koji pokreću ove dve kategorije ljudi u velikoj meri se razlikuju.)
MATCH@M:(The concept of the independent personality is present in the individualistic cultures, whereas in collectivistic cultures the community concept is reflected upon the individual too.===>Koncept nezavisne licnosti prisutan je u individualistickim kulturama, dok se u kolektivistickim koncept zajedništva reflektuje i na individuu.)
MATCH@E:(The concept of the independent personality is present in the individualistic cultures, whereas in collectivistic cultures the community concept is reflected upon the individual too. ~~~ 6.===>Koncept nezavisne ličnosti prisutan je u individualističkim kulturama, dok se u kolektivističkim koncept zajedništva reflektuje i na individuu. 6.)
MATCH@M:(The management of a large number of organizations equal the reward to the employee motivation.===>Menadžment velikog broja organizacija, nagrade izjednacuje sa motivacijom zaposlenih.)
MATCH@E:(Organizational policy and rewarding practice The management of a large number of organizations equal the reward to the employee motivation.===>Organizaciona politika i praksa nagrađivanja Menadžment velikog broja organizacija, nagrade izjednačuje sa motivacijom zaposlenih.)
BAD_LINE_=============================================================
BAD_LINE_M:The management of a large number of organizations equal the reward to the employee motivation.
BAD_LINE_M:Menadžment velikog broja organizacija, nagrade izjednacuje sa motivacijom zaposlenih.
BAD_LINE_E:Organizational policy and rewarding practice The management of a large number of organizations equal the reward to the employee motivation.
BAD_LINE_E:Organizaciona politika i praksa nagrađivanja Menadžment velikog broja organizacija, nagrade izjednačuje sa motivacijom zaposlenih.
MATCH@M:(In grave economic conditions, when companies are forced to implement a downsizing programme and reduce costs, maintaining loyalty and motivation becomes a rather sensitive “field“.===>U teškim ekonomskim uslovima, kada su kompanije prinudene da sprovedu program down-sajzinga i smanje troškove, održavanje lojalnosti i motivacije postaje vrlo osetljiv “teren“.)
MATCH@E:(In grave economic conditions, when companies are forced to implement a downsizing programme and reduce costs, maintaining loyalty and motivation becomes a rather sensitive field.===>U teškim ekonomskim uslovima, kada su kompanije prinuđene da sprovedu program down-sajzinga i smanje troškove, održavanje lojalnosti i motivacije postaje vrlo osetljiv teren.)
MATCH@M:(It is in these situations that the management has to determine what employees perceive to be their most adequate reward.===>Upravo u takvim situacijama, menadžment mora determinisati šta zaposleni percipiraju kao naja-dekvatniju nagradu.)
MATCH@E:(It is in these situations that the management has to determine what employees perceive to be their most adequate reward.===>Upravo u takvim situacijama, menadžment mora determinisati šta zaposleni percipiraju kao najadekvatniju nagradu.)
MATCH@M:(During the crisis that swept through the Asian computer companies in the nineties, management believed that the best way of rewarding is distributing shares to the employees.===>Tokom krize koja je zahvatila azijske kompjuterske kompanije devedesetih godina, menadžment je smatrao da je najbolji vid nagrada davanje akcija zaposlenima.)
MATCH@E:(During the crisis that swept through the Asian computer companies in the nineties, management believed that the best way of rewarding is distributing shares to the employees.===>Tokom krize koja je zahvatila azijske kompjuterske kompanije devedesetih godina, menadžment je smatrao da je najbolji vid nagrada davanje akcija zaposlenima.)
MATCH@M:(As the value of the shares began to fall, however, they ceased to be a sufficiently motivating factor.===>Medutim, kako je njihova vrednost pocela da opada, nisu više bile dovoljno snažan motivacioni faktor.)
MATCH@E:(As the value of the shares began to fall, however, they ceased to be a sufficiently motivat ing factor.===>Međutim, kako je njihova vrednost počela da opada, nisu više bile dovoljno snažan motivacioni faktor.)
MATCH@M:(According to the Asia Computer Weekly’s report, the best accepted bonuses since 2002 proved to be the opportunity of further education, training and health care.===>Po izveštajima Asia Computer Weekly’s pregleda, od 2002 godine, kao najbolje prihvaceni bonusi pokazali su se omogucavanje daljeg obrazovanja, treninzi i zdravstveno osiguranje.)
MATCH@E:(According to the Asia Computer Weeklys report, the best accepted bonuses since 2002 proved to be the opportunity of further education, training and health care.===>Po izveštajima Asia Computer Weeklys pregleda, od 2002 godine, kao najbolje prihvaćeni bonusi pokazali su se omogućavanje daljeg obrazovanja, treninzi i zdravstveno osiguranje.)
MATCH@M:(The employees in this field still appreciated money bonuses most, however, the opening of fitness centres, cafeterias, opportunity to spend a holiday in the “holiday home“ etc., were also well received among the employees.===>Bez obzira što su zaposleni iz ove oblasti i dalje najviše cenili bonuse u novcanom obliku, otvaranje fitnes centara, kafeterije, omogucivanje odmora u “holiday home“ i sl., takode su naišli na veoma dobar odziv od strane zaposlenih.)
MATCH@E:(The employees in this field still appreciated money bonuses most, however, the opening of fitness centres, cafeterias, opportunity to spend a holiday in the holiday home etc., were also well received among the employees Š20Ë.===>Bez obzira što su zaposleni iz ove oblasti i dalje najviše cenili bonuse u novčanom obliku, otvaranje fitnes centara, kafeterije, omogućivanje odmora u holiday home i sl., takođe su naišli na veoma dobar odziv od strane zaposlenih Š20Ë.)
MATCH@M:(The policy of rewarding in Europe is more flexible -companies let their employees choose among a number of alteratives, i.e., what satisfies their needs best at a given moment.===>U Evropi je politika nagradivanja fleksibilnija - kompanije dozvoljavaju zaposlenima da biraju izmedu više alternativa, tj. šta u odredenom momentu najviše odgovara njihovim potrebama.)
MATCH@E:(The policy of rewarding in Europe is more flexible companies let their employees choose among a number of alteratives, i.e., what satisfies their needs best at a given moment.===>U Evropi je politika nagrađivanja fleksibilnija kompanije dozvoljavaju zaposlenima da biraju između više alternativa, tj. šta u određenom momentu najviše odgovara njihovim potrebama.)
MATCH@M:(For example, one choice can be a short holiday as a compensation to a higher pension plan.===>Npr. opredeljenje može biti kraci godišnji odmor kao kompenzacija višem penzijskom doprinosu.)
MATCH@E:(For example, one choice can be a short holiday as a compensation to a higher pension plan.===>Npr. opredeljenje može biti kraći godišnji odmor kao kompenzacija višem penzijskom doprinosu.)
MATCH@M:(In the Pricewaterhouse Coopers accounting firm, the rewards to those with an above-average performance make an important aspect of corporate culture.===>U racunovodstvenoj firmi Pricewaterhouse Coopers, priznanja zaposlenima koji imaju natprosecne rezultate predstavljaju važan aspekt korporativne kulture.)
MATCH@E:(In the Pricewaterhouse Coopers accounting firm, the rewards to those with an above-average performance make an important aspect of corporate culture.===>U računovodstvenoj firmi Pricewaterhouse Coopers, priznanja zaposlenima koji imaju natprosečne rezultate predstavljaju važan aspekt korporativne kulture.)
MATCH@M:(Those who contributed to the improvement of organizational performance are awarded the “ABCD“ (“Above and Beyond the Call of Duty“) award that includes the Eurostar train tickets and the visits to wellness centres.===>Pojedinci koji su doprineli povecanju organizacionih perfomansi dobij aj u “ABCD“ (“Above and Beyond the Call of Duty“ - “Iznad granica dužnosti“) nagradu koja ukljucuje Eurostar vozne karte i posetu wellness centrima.)
MATCH@E:(Those who contributed to the improvement of organizational performance are awarded the ABCD (Above and Beyond the Call of Duty) award that includes the Eurostar train tickets and the visits to wellness centres Š1Ë.===>Pojedinci koji su doprineli povećanju organizacionih perfomansi dobijaju ABCD (Above and Beyond the Call of Duty Iznad granica dužnosti) nagradu koja uključuje Eurostar vozne karte i posetu wellness centrima Š1Ë.)
MATCH@M:(The importance of rewards in north America attracted special attention due to a wide diversification of the labour force.===>U Severnoj Americi znacaju nagrada pridaje se posebna pažnja obzirom na široku diverzifikovanost radne snage.)
MATCH@E:(The importance of rewards in north America attracted special attention due to a wide diversification of the labour force.===>U Severnoj Americi značaju nagrada pridaje se posebna pažnja obzirom na široku diverzifikovanost radne snage.)
MATCH@M:(The FedEx company, for example, names a new plane after the name of an employee’s child, and the family travels free to the company’s headquarters in Memphis on the plaine’s maiden flight.===>Npr. avio-kompanija FedEx, novom avionu daje ime po ugledu na ime deteta nekog od zaposlenih, a prvim letom citava porodica besplatno putuje u predstavništvo u Memfisu.)
MATCH@E:(The FedEx company, for example, names a new plane after the name of an employees child, and the family travels free to the companys headquarters in Memphis on the plaines maiden flight.===>Npr. avio-kompanija FedEx, novom avionu daje ime po ugledu na ime deteta nekog od zaposlenih, a prvim letom čitava porodica besplatno putuje u predstavništvo u Memfisu.)
MATCH@M:(This ritual signifies the “plane’s baptism“.===>Ovaj ritual oznacava “krštenje“ aviona.)
MATCH@E:(This ritual signifies the planes baptism Š15Ë.===>Ovaj ritual označava krštenje aviona Š15Ë.)
MATCH@M:(In Russia, which by the way promptly transforms into a capitalist country, financial rewards and provision of consumer goods are considered as the rewards highly favoured among the employees.===>U Rusiji, koja se inace veoma brzo transformiše u kapitalisticku zemlju, novcane nagrade i snabdevanje potrošackim dobrima smatraju se nagradama koje zaposleni najviše cene.)
MATCH@E:(In Russia, which by the way promptly transforms into a capitalist country, financial rewards and provision of consumer goods are considered as the rewards highly favoured among the employees Š14Ë. 7.===>U Rusiji, koja se inače veoma brzo transformiše u kapitalističku zemlju, novčane nagrade i snabdevanje potrošačkim dobrima smatraju se nagradama koje zaposleni najviše cene Š14Ë. 7.)
MATCH@M:(Everyday rapid changes are one of the basic characteristics of the modern times.===>Svakodnevne rapidne promene predstavljaju jednu od osnovnih karakteristika savremenog doba.)
MATCH@E:(Conclusion Everyday rapid changes are one of the basic characteristics of the modern times.===>Zaključak Svakodnevne rapidne promene predstavljaju jednu od osnovnih karakteristika savremenog doba.)
MATCH@M:(A fast development of technology and communications, as well as numerous political changes and restructurings created new opportunities, but also potential problems.===>Brz razvoj tehnologije i komunikacija, kao i brojne politicke promene i restruktuiranja, kreirali su kako nove mogucnosti, tako i potencijalne probleme.)
MATCH@E:(A fast development of technology and communications, as well as numerous political changes and restructurings created new opportunities, but also potential problems.===>Brz razvoj tehnologije i komunikacija, kao i brojne političke promene i restruktuiranja, kreirali su kako nove mogućnosti, tako i potencijalne probleme.)
MATCH@M:(The turbulence and speed of the changes hinder any attempt of making predictions with certainty.===>Turbulentnost i brzina promena skoro i da onemogucavaju bilo kakav vid sigurnog predvidanja.)
MATCH@E:(The turbulence and speed of the changes hinder any attempt of making predictions with certainty.===>Turbulentnost i brzina promena skoro i da onemogućavaju bilo kakav vid sigurnog predviđanja.)
MATCH@M:(The human resource management and motivation experts highlight two trends as crucial when talking about creating motivation programmes on a cross-cultural level.===>Strucnjaci iz oblasti me-nadžmenta ljudskih resursa i motivacije, dva trenda izdvajaju kao posebno bitna kada se razmatra kreiranje motivacionih programa na kros-kulturnom nivou.)
MATCH@E:(The human resource management and motivation experts highlight two trends as crucial when talking about creating motivation programmes on a cross-cultural level.===>Stručnjaci iz oblasti menadžmenta ljudskih resursa i motivacije, dva trenda izdvajaju kao posebno bitna kada se razmatra kreiranje motivacionih programa na kros-kulturnom nivou.)
MATCH@M:(The issue that attracts most attention is whether the collapse of the Soviet system will result into the integration of socialist cultures and hence stress the issue of social needs in the western companies.===>Pitanje koje se posebno razmatra jeste da li ce kolaps sovjetskog sistema rezultirati u integraciji socijalistickih kultura u zapadne, pa samim tim i pojacati pitanje socijalnih potreba u zapadnim kompanijama.)
MATCH@E:(The issue that attracts most attention is whether the collapse of the Soviet system will result into the inte gration of socialist cultures and hence stress the issue of social needs in the western companies.===>Pitanje koje se posebno razmatra jeste da li će kolaps sovjetskog sistema rezultirati u integraciji socijalističkih kultura u zapadne, pa samim tim i pojačati pitanje socijalnih potreba u zapadnim kompanijama.)
MATCH@M:(Some experts in this field believe that the said trend will result in a higher insistance on good interpersonal relations in the organizations on the western market, whereas in the former socialist countries (the former Eastern block) more attention will be paid to the development and improvement of production and the process of work itself.===>Neki strucnjaci iz ove oblasti veruju da ce pomenuti trend dovesti do veceg potenciranja dobrih meduljudskih odnosa u organizacijama na zapadnom tržištu, dok ce u bivšim socijalistickim zemljama (bivši Istocni blok), mnogo više pažnje biti posveceno razvoju i usavršavanju proizvodnje i samog procesa rada.)
MATCH@E:(Some experts in this field believe that the said trend will result in a higher insistance on good interpersonal relations in the organizations on the western market, whereas in the former socialist countries (the former Eastern block) more attention will be paid to the development and improvement of production and the process of work itself.===>Neki stručnjaci iz ove oblasti veruju da će pomenuti trend dovesti do većeg potenciranja dobrih međuljudskih odnosa u organizacijama na zapadnom tržištu, dok će u bivšim socijalističkim zemljama (bivši Istočni blok), mnogo više pažnje biti posvećeno razvoju i usavršavanju proizvodnje i samog procesa rada.)
MATCH@M:(In practice, however, this thesis has not proved to be really valid.===>Medutim, u praksi se ova teza nije pokazala kao potpuno validna.)
MATCH@E:(In practice, however, this thesis has not proved to be really valid.===>Međutim, u praksi se ova teza nije pokazala kao potpuno validna.)
MATCH@M:(The American companies have long started the downsizing programmes and the strategy of creating the so-called “flat“ organizational pyramids.===>Americke kompanije odavno su pocele sa sprovode-njem programa down-sajzinga i strategije kreiranja tzv. “plitkih“organizacionih piramida.)
MATCH@E:(The American companies have long started the downsizing programmes and the strategy of creating the so-called flat organizational pyramids.===>Američke kompanije odavno su počele sa sprovođenjem programa down-sajzinga i strategije kreiranja tzv. plitkihorganizacionih piramida.)
MATCH@M:(Such a policy has left a large number of population jobless.===>Ova politika ostavila je veliki broj stanovništva bez posla.)
MATCH@E:(Such a policy has left a large number of population jobless.===>Ova politika ostavila je veliki broj stanovništva bez posla.)
MATCH@M:(On the other hand, in the former socialist countries, a large number of restrictions and government regulations have been abolished, which resulted into an evident rise and development of small and medium-sized enterprises, as well as into the privatization process in the field of industries that used to be under the strict thumb of the state.===>Sa druge strane, u bivšim socijalistickim zemljama, ukinut je veliki broj restrikcija i vladinih regulativa, što je dovelo do vidljivog rasta i razvoja malih i srednjih predu-zeca, kao i privatizacije u oblasti industrija koje su bile pod stogom kontrolom države.)
MATCH@E:(On the other hand, in the former socialist countries, a large number of restrictions and government regulations have been abolished, which resulted into an evident rise and development of small and medium-sized enterprises, as well as into the privatization process in the field of industries that used to be under the strict thumb of the state.===>Sa druge strane, u bivšim socijalističkim zemljama, ukinut je veliki broj restrikcija i vladinih regulativa, što je dove lo do vidljivog rasta i razvoja malih i srednjih preduzeća, kao i privatizacije u oblasti industrija koje su bile pod stogom kontrolom države.)
MATCH@M:(After long years, these countries witness the rise of a real entrepreneurship spirit.===>Dakle, posle dugog niza godina, u ovim zemljama došlo je do pojave pravog preduzetnickog duha.)
MATCH@E:(After long years, these countries witness the rise of a real entrepreneurship spirit.===>Dakle, posle dugog niza godina, u ovim zemljama došlo je do pojave pravog preduzetničkog duha.)
MATCH@M:(The transformation from the closed to the open market economies has also resulted into the rise of new problems that are yet to be resolved.===>Transformacija iz zatvorenih u otvorene tržišne ekonomije, takode je dovela do pojave novih problema koje tek treba rešavati.)
MATCH@E:(The transformation from the closed to the open market economies has also resulted into the rise of new problems that are yet to be resolved.===>Transformacija iz zatvorenih u otvorene tržišne ekonomije, takođe je dovela do pojave novih problema koje tek treba rešavati.)
MATCH@M:(The expansion of global business, as well as an exemp-tionally fast dvelopment of telecommunications have led numerous analysts to conclude that cultures worldwide tend to become uniform.===>Ekspanzija globalnog biznisa, kao i izuzetno brz razvoj telekomunkacija, mnoge analiticare navodi na zakljucak da se kulture širom sveta uniformišu.)
MATCH@E:(The expansion of global business, as well as an exemptionally fast dvelopment of telecommunications have led numerous analysts to conclude that cultures worldwide tend to become uniform.===>Ekspanzija globalnog biznisa, kao i izuzetno brz razvoj telekomunkacija, mnoge analitičare navodi na zaključak da se kulture širom sveta uniformišu.)
MATCH@M:(The popularity of the American culture, but also the desire of the members of this culture to learn more about the cultures of foreign countries only confirms the trend.===>Popularnost americke kulture, ali sa druge strane i želja pripadnika ove kulture da što više nauce o kulturama stranih zemalja, potvrduje pomenuti trend.)
MATCH@E:(The popularity of the American culture, but also the desire of the members of this culture to learn more about the cultures of foreign countries only confirms the trend.===>Popularnost američke kulture, ali sa druge strane i želja pripadnika ove kulture da što više nauče o kulturama stranih zemalja, potvrđuje pomenuti trend.)
MATCH@M:(Of course, there are always counterarguments to these.===>Ali, sigurno je da uvek postoje i kontraargumenti.)
MATCH@E:(Of course, there are always counterarguments to these.===>Ali, sigurno je da uvek postoje i kontraargumenti.)
MATCH@M:(The study conducted by Craig, Douglas and Grein on a sample of 18 developed industrial countries (as early as the 1960-1988 period) indicates that the cultural convergence is still a more realistic condition.===>Studija koju su sproveli autori Craig, Douglas i Grein, na uzorku od 18 razvijenih industrijskih zemalja (još u periodu izmedu 1960-1988 godine), ukazuje da je kulturološka konvergencija ipak realnije stanje.)
MATCH@E:(The study conducted by Craig, Douglas and Grein on a sample of 18 developed industrial countries (as early as the 1960-1988 period) indicates that the cultural convergence is still a more realistic condition.===>Studija koju su sproveli autori Craig, Douglas i Grein, na uzorku od 18 razvijenih industrijskih zemalja (još u periodu između 1960-1988 godine), ukazuje da je kulturološka konvergencija ipak realnije stanje.)
MATCH@M:(One of the well known practical examples is the experience of the Japanese company Bridgestone (producer of tyres) who bought the American company Akron for the purpose of strengthening their own position on the USA market.===>Jedan od poznatih primera iz prakse, jeste iskustvo japanske kompanije Bridgestone (proizvodac guma) koja je radi ucvršcivanja pozicije na tržištu SAD-a, kupila americku kompaniju Akron.)
MATCH@E:(One of the well known practical examples is the experience of the Japanese company Bridgestone (producer of tyres) who bought the American company Akron for the purpose of strengthening their own position on the USA market.===>Jedan od poznatih primera iz prakse, jeste iskustvo japanske kompanije Bridgestone (proizvođač guma) koja je radi učvršćivanja pozicije na tržištu SAD-a, kupila američku kompaniju Akron.)
MATCH@M:(The cultural differences soon rose to the surface.===>Kulturološke razlike vrlo brzo su pocele da dolaze do izražaja.)
MATCH@E:(The cultural differences soon rose to the surface.===>Kulturološke razlike vrlo brzo su počele da dolaze do izražaja.)
MATCH@M:(In addition to the language barriers, there arose a plethora of things that were an obstacle to a smooth business doing: “The Japanese, who are used to working until 9 in the evening, and even longer, were not able to persuade their American colleagues to remain at work as late.===>Pored jezickih barijera, još mnoštvo stvari predstavljalo je prepreku neometanom obavljanju poslovnih operacija - “Japanci koji su navikli da rade do 21h, pa cak i duže, nisu mogli da ubede americke kolege da ostanu tako dugo na poslu.)
MATCH@E:(In addition to the language barriers, there arose a plethora of things that were an obstacle to a smooth business doing: The Japanese, who are used to working until 9 in the evening, and even longer, were not able to persuade their American colleagues to remain at work as late.===>Pored jezičkih barijera, još mnoštvo stvari predstavljalo je prepreku neometanom obavljanju poslovnih operacija - Japanci koji su navikli da rade do 21h, pa čak i duže, nisu mogli da ubede američke kolege da ostanu tako dugo na poslu.)
MATCH@M:(The Americans just could not understand why they are expected to work in open offices, sitting at tables so close to one another...“.===>Amerikancima nikako nije bilo jasno zbog cega treba da rade u otvorenim kancelarijama, sedeci za stolovima tako blizu jedni drugima...“.)
MATCH@E:(The Americans just could not understand why they are expected to work in open offices, sitting at tables so close to one another...===>Amerikancima nikako nije bilo jasno zbog čega treba da rade u otvorenim kancelarijama, sedeći za stolovima tako blizu jedni drugima...)
MATCH@M:(An adequate approach to motivating the employees is often a serious problem to even the most experienced international managers.===>Adekvatan pristup motivisanju zaposlenih, cak i najiskusnijim internacionalnim menadžerima, cesto predstavlja veliki problem.)
MATCH@E:(An adequate approach to motivating the employees is often a serious problem to even the most experienced international managers.===>Adekvatan pristup motivisanju zaposlenih, čak i najiskusnijim internacionalnim menadžerima, često predstavlja veliki problem.)
MATCH@M:(According to certain practical experiences, the process theories proved applicable compared to the contents theories.===>Po nekim prakticnim iskustvima, teorije procesa pokazale su se primenljivijim u odnosu na teorije sadržaja.)
MATCH@E:(According to certain practical experiences, the process theories proved applicable compared to the contents theories.===>Po nekim praktičnim iskustvima, teorije procesa pokazale su se primenljivijim u odnosu na teorije sadržaja.)
MATCH@M:(What the managers have to identify first in the process of developing efficient motivation systems is whether the prevailing culture is collectivistic or individualistic.===>U procesu razvijanja efikasnih motivacionih sistema, menadžeri prvo moraju identifikovati da li kultura pripada kolektivistickoj ili individualistickoj.)
MATCH@E:(What the managers have to identify first in the process of developing efficient motivation systems is whether the prevailing culture is collectivistic or individualistic.===>U procesu razvijanja efikasnih motivacionih sistema, menadžeri prvo moraju identifikovati da li kultura pripada kolektivističkoj ili individualističkoj.)
MATCH@M:(The need to belong is a powerful motivator in the cultures where the value of social relations and group are insisted on.===>Potreba za pripadanjem je snažan motivator u kulturama gde se potencira vrednost socijalnih odnosa i grupe.)
MATCH@E:(The need to belong is a powerful motivator in the cultures where the value of social relations and group are insisted on.===>Potreba za pripadanjem je snažan motivator u kulturama gde se potencira vrednost socijalnih odnosa i grupe.)
MATCH@M:(The individualism concept in these cultures, as well as the related motives cannot by any means serve as basis for motivating workers.===>U ovim kulturama koncept individualizma, kao i za njega vezani motivi, nikako ne mogu biti baza za motivisanje radnika.)
MATCH@E:(The individualism concept in these cultures, as well as the related motives cannot by any means serve as basis for motivating workers.===>U ovim kulturama koncept individualizma, kao i za njega vezani motivi, nikako ne mogu biti baza za motivisanje rad nika.)
MATCH@M:(Besides, regardless of the fact that all the individuals follow a hierarchal sequence in satisfying their needs, they will do it differently, in a culturally determined manner.===>Zatim, bez obzira što svi pojedinci slede hijerarhijski redosled u zadovoljavanju potreba, oni ce to uraditi drugacije, kulturološki determinisano.)
MATCH@E:(Besides, regardless of the fact that all the individuals follow a hierarchal sequence in satisfying their needs, they will do it differently, in a culturally determined manner.===>Zatim, bez obzira što svi pojedinci slede hijerarhijski redosled u zadovoljavanju potreba, oni će to uraditi drugačije, kulturološki determinisano.)
MATCH@M:(It is absolutely clear that grouping countries into large clusters (e.g. developed and developing), without taking cultural attributes into consideration, does not appear to be a good solution to understanding the motivation process.===>Potpuno je jasno da grupisanje zemalja u velike klastere (npr. razvijene i nerazvijene), bez uzimanja u obzir kulturoloških atributa, ne predstavlja dobru soluciju za razu-mevanje procesa motivacije.)
MATCH@E:(It is absolutely clear that grouping countries into large clusters (e.g. developed and developing), without taking cultural attributes into consideration, does not appear to be a good solution to understanding the motivation process.===>Potpuno je jasno da grupisanje zemalja u velike klastere (npr. razvijene i nerazvijene), bez uzimanja u obzir kulturoloških atributa, ne predstavlja dobru soluciju za razumevanje procesa motivacije.)
MATCH@M:(The correct approach to be adopted is understanding besic needs, as well as the importance they are attributed in certain cultures.===>Kao pravi pristup treba usvojiti razumevanje osnovnih potreba, kao i znacaja koji im se pridaje u specificnim kulturama.)
MATCH@E:(The correct approach to be adopted is understanding besic needs, as well as the importance they are attributed in certain cultures.===>Kao pravi pristup treba usvojiti razumevanje osnovnih potreba, kao i značaja koji im se pridaje u specifičnim kulturama.)
MATCH@M:(Also, for the purpose of making motivation models cross-culturally applicable, they should be analysed not only from the traditionally psychological, but also from the anthropological points of view, which will allow for a still deeper insight into understanding human behaviour.===>Takode, u cilju kros-kulturne aplikabilnosti, motivacione modele treba razmatrati ne samo sa tradicionalno psihološkog, vec i sa antropološkog stanovišta, koje ce omoguciti još dublji uvid u razumevanje ljudskog ponašanja.)
MATCH@E:(Also, for the purpose of making motivation models cross-culturally applicable, they should be analysed not only from the traditionally psychological, but also from the anthropological points of view, which will allow for a still deeper insight into understanding human behaviour.===>Takođe, u cilju kros-kulturne aplikabilnosti, motivacione modele treba razmatrati ne samo sa tradicionalno psihološkog, već i sa antropološkog stanovišta, koje će omogućiti još dublji uvid u razumevanje ljudskog ponašanja.)
MATCH@M:(One very good approach in motivating employees on an international level is the correct job design (in accordance with the established cultural values, of course).===>Kao jedan od veoma dobrih pristupa motivisanju zaposlenih na internacionalnom nivou, pokazalo se pravilno dizajniranje posla (naravno, shodno ustanovljenim kulturološkim vrednostima).)
MATCH@E:(One very good approach in motivating employees on an international level is the correct job design (in accordance with the established cultural values, of course).===>Kao jedan od veoma dobrih pristupa motivisanju zaposlenih na internacionalnom nivou, pokazalo se pravilno dizajniranje posla (naravno, shodno ustanovljenim kulturološkim vrednostima).)
MATCH@M:(The management of any organization should continously address the issue of “ putting the right people to appropriate jobs“.===>Menadžment svake organizacije kontinuirano treba da se bavi pitanjem “postavljanja pravih ljudi na odgovarajuca radna me-sta“.)
MATCH@E:(The management of any organization should continously address the issue of putting the right people to appropriate jobs.===>Menadžment svake organizacije kontinuirano treba da se bavi pitanjem postavljanja pravih ljudi na odgovarajuća radna mesta.)
MATCH@M:(The programme means that the employees will be more motivated if they value and appreciate what they do.===>Program podrazu-meva da ce zaposleni biti više motivisani ukoliko vrednuju i cene ono što rade.)
MATCH@E:(The programme means that the employees will be more motivated if they value and appreciate what they do.===>Program podrazumeva da će zaposleni biti više motivisani ukoliko vrednuju i cene ono što rade.)
MATCH@M:(Although the differences as to the meaning of job complexity itself are culturally conditioned and omnipresent, a complex job, involving a range of activities, the responsibility for the performance achieved as well as participation in decision-making as regards the manner in which the job is to be done is found to be more encouraging for the employees compared to the less complex, simple and/or repetitive jobs.===>Iako su razlike po pitanju samog znacenja kompleksnosti posla kulturološki uslovljene i sveprisutne, ustanovljeno je da kompleksan posao, koji obuhvata spektar aktivnosti, odgovornost za postignute performanse, kao i ucešce u odlucivanju na koji nacin posao treba obaviti, mnogo više podstice zaposlene u odnosu na manje kompleksne, proste i/ili repetitivne poslove.)
MATCH@E:(Although the differences as to the meaning of job complexity itself are culturally conditioned and omnipresent, a complex job, involving a range of activities, the responsibility for the performance achieved as well as participation in decision-making as regards the manner in which the job is to be done is found to be more encouraging for the employees compared to the less complex, simple and/or repetitive jobs.===>Iako su razlike po pitanju samog značenja kompleksnosti posla kulturološki uslovljene i sveprisutne, ustanovljeno je da kompleksan posao, koji obuhvata spektar aktivnosti, odgovornost za postignute performanse, kao i učešće u odlučivanju na koji način posao treba obaviti, mnogo više podstiče zaposlene u odnosu na manje kompleksne, proste i/ili repetitivne poslove.)
MATCH@M:(Hence another task for the cross-cultural manager is to continually enrich the job in order that it be more intriguing and more elaborated.===>Dakle, još jedan od zadataka kros-kulturnog menadžera jeste i stalno obogacivanje posla u pravcu sve višeg ste-pena njegove interesantnosti i elaborativnosti.)
MATCH@E:(Hence another task for the cross-cultural manager is to continually enrich the job in order that it be more intriguing and more elaborated.===>Dakle, još jedan od zadataka kros-kulturnog menadžera jeste i stalno obogaćivanje posla u pravcu sve višeg stepena njegove interesantnosti i elaborativnosti.)
MATCH@M:(The basic skills the cross-cultural manager should master are the capability of understanding the situation realistically and objectively, sometimes leaving aside the theory, reasearch results, his own value system and thoughts, the misconceptions and prejudices present.===>Osnovne veštine koje bi kros-kulturni menadžer trebalo da poseduje jesu sposobnost da situaciju sagleda realno i objektivno, ponekada stavljajuci u drugi plan teoriju, rezultate istraživanja, sopstveni sistem vred-nosti i razmišljanja, postojece zablude i predrasude.)
MATCH@E:(The basic skills the cross-cultural manager should master are the capability of understanding the situation realistically and objectively, sometimes leaving aside the theory, reasearch results, his own value system and thoughts, the misconceptions and prejudices present.===>Osnovne veštine koje bi kros-kulturni menadžer trebalo da poseduje jesu sposobnost da situaciju sagleda realno i objektivno, ponekada stavljajući u drugi plan teoriju, rezultate istraživanja, sopstveni sistem vrednosti i razmišljanja, postojeće zablude i predrasude.)
MATCH@M:(The first step in studying the motivation process in other cultures should always be a detailed insight into the prevailing value system, norms and rituals.===>Prvi korak u izucavanju procesa motivacije u drugim kulturama, uvek treba da bude detaljan uvid u postojeci sistem vrednosti, norme i rituale.)
MATCH@E:(The first step in studying the motivation process in other cultures should always be a detailed insight into the prevailing value system, norms and rituals.===>Prvi korak u izučavanju procesa motivacije u drugim kulturama, uvek treba da bude detaljan uvid u postojeći sistem vrednosti, norme i rituale.)
MATCH@M:(Convergence and/or divergence, the global culture, has a powerful impact upon managing and creating cross-cultural motivation strategies and programmes.===>Konvergencija, i/ili divergencija, kultura na globalnom nivou ima veliki uticaj na upravljanje i kreiranje kros-kulturnih motivacionih strategija i programa.)
MATCH@E:(Convergence and/or divergence, the global culture, has a powerful impact upon managing and creating cross-cultural motivation strategies and programmes.===>Konvergencija, i/ili divergencija, kultura na globalnom nivou ima veliki uticaj na upravljanje i kreiranje kros-kulturnih motivacionih strategija i programa.)
MATCH@M:(Research has shown that both tendencies are present on the international market.===>Istraživanja pokazuju da su na internacionalnom tržištu prisutne obe tendencije.)
MATCH@E:(Research has shown that both tendencies are present on the international market.===>Istraživanja pokazuju da su na internacionalnom tržištu prisutne obe tendencije.)
MATCH@M:(The crucial factor among those that support the convergence process is a wide popularity and adoption of the American method of education in a large number of countries.===>Od faktora koji podržavaju proces konvergencije, kao najjaci može se navesti velika popularnost i usvoje-nost americkog nacina obrazovanja u velikom broju zemalja.)
MATCH@E:(The crucial factor among those that support the convergence process is a wide popularity and adoption of the American method of education in a large number of countries.===>Od faktora koji podržavaju proces konvergencije, kao najjači može se navesti velika popularnost i usvojenost američkog načina obrazovanja u velikom broju zemalja.)
MATCH@M:(Under this tendency international managers mainly base their knowledge of motivation process on the motivation theories of American origin.===>Ova tendencija utice da internacionalni menadžeri steceno znanje o motivacionom procesu, uglavnom baziraju na teorijama motivacije americkog porekla.)
MATCH@E:(Under this tendency international managers mainly base their knowledge of motivation process on the motivation theories of American origin Š2Ë.===>Ova tendencija utiče da internacionalni menadžeri stečeno znanje o motivacionom procesu, uglavnom baziraju na teorijama motivacije američkog porekla Š2Ë.)
MATCH@M:(Besides, global companies often develop consistent motivation policies and practices in their branches worldwide, as an attempt to ensure not only administrative efficiency, but an equal treatment of all the employees.===>Pored toga, globalne kompanije cesto razvijaju konzistentne motivacione politike i prakse u svojim filijalama širom sveta, pokušavajuci da na taj nacin obezbede kako administrativnu efikasnost, tako i ravnopravan tretman svih zaposlenih.)
MATCH@E:(Besides, global companies often develop consistent motivation policies and practices in their branches worldwide, as an attempt to ensure not only administrative efficiency, but an equal treatment of all the employees.===>Pored toga, globalne kompanije često razvijaju konzistentne motivacione politike i prakse u svojim filijalama širom sveta, pokušavajući da na taj način obezbede kako administrativnu efikasnost, tako i ravnopravan tretman svih zaposlenih.)
MATCH@M:(Hence the prevailing motivation practices again are of American origin.===>Stoga, aktuel-ne motivacione prakse opet imaju korene americkog porekla.)
MATCH@E:(Hence the prevailing motivation practices again are of American origin.===>Stoga, aktuelne motivacione prakse opet imaju korene američkog porekla.)
MATCH@M:(Since the abovementioned motivation theories are not applicable on a cross-cultural level, there is the need of managers, a divergence factor, to continually develop organizational systems whose flexibility supports the diversity of valuations of work and rewards provided by the employees in their branches worldwide.===>Ali, obzirom da pomenute motivacione teorije nisu aplikabilne na kros-kulturnom nivou, kao faktor divergencije javlja se potreba menadžera da stalno razvijaju organizacione sisteme, cija fleksibilnost podržava razlicitost vrednovanja rada i nagrada od strane zaposlenih u filijalama širom sveta.)
MATCH@E:(Since the abovementioned motivation theories are not applicable on a cross-cultural level, there is the need of managers, a divergence factor, to continually develop organizational systems whose flexibility supports the diversity of valuations of work and rewards provided by the employees in their branches worldwide.===>Ali, obzirom da pomenute motivacione teorije nisu aplikabilne na kros-kulturnom nivou, kao faktor divergencije javlja se potreba menadžera da stalno razvijaju organizacione sisteme, čija fleksibilnost podržava različitost vrednovanja rada i nagrada od strane zaposlenih u filijalama širom sveta.)
MATCH@M:(By adopting the adaptability approach to different markets the organization will be in a position to simultaneously maintain the consistency of its motivation programmes on all the locations, therefore all the employees will receive an adequate treatmant in accordance with their adopted (culturally determined) values related to work.===>Prihvatanjem adap-tibilnog pristupa razlicitim tržištima, organizacija ce biti u stanju da simultano održava konzistentnost mo-tivacionih programa na svim lokacijama, pa ce svi zaposleni biti adekvatno tretirani shodno usvojenim (kulturološki determinisanim) vrednostima vezanim za rad.)
MATCH@E:(By adopting the adaptability approach to different markets the organization will be in a position to simultaneously maintain the consistency of its motivation programmes on all the locations, therefore all the employees will receive an adequate treatmant in accordance with their adopted (culturally determined) values related to work.===>Prihvatanjem adaptibilnog pristupa različitim tržištima, organizacija će biti u stanju da simultano održava konzistentnost motivacionih programa na svim lokacijama, pa će svi zaposleni biti adekvatno tretirani shodno usvojenim (kulturološki determinisanim) vrednostima vezanim za rad.)
MATCH@M:(The complexity of this topic is illustrated by a large number of various theme areas specifically chosen as being relevant in the description of the phenomenon of connectedness in the modern world.===>Kompleksnost ove oblasti predstavljena je razuđenim sadržajem različitih tematskih oblasti koje su posebno odabrane kao relevantne za predstavljanje fenomena povezivanja u savremenom svetu.)
MATCH@E:(The complexity of this topic is illustrated by a large number of various theme areas specifically chosen as being relevant in the description of the phenomenon of connectedness in the modern world.===>Kompleksnost ove oblasti predstavljena je razuđenim sadržajem različitih tematskih oblasti koje su posebno odabrane kao relevantne za predstavljanje fenomena povezivanja u savremenom svetu.)
MATCH@M:(In the very introduction the authors stress that understanding the intertwined and complex ties among various participants has become a crucial issue, specific in that it gives a powerful new character to modern societies and economies.===>U samom uvodu autori ističu da je razumevanje isprepletenih i složenih međusobnih veza u koje stupaju različiti akteri postalo ključno pitanje koje se izdvaja po tome što daje snažan pečat savremenim društvima i ekonomijama.)
MATCH@E:(In the very introduction the authors stress that understanding the intertwined and complex ties among various participants has become a crucial issue, specific in that it gives a powerful new character to modern societies and economies.===>U samom uvodu autori ističu da je razumevanje isprepletenih i složenih međusobnih veza u koje stupaju različiti akteri postalo ključno pitanje koje se izdvaja po tome što daje snažan pečat savremenim društvima i ekonomijama.)
MATCH@M:(This connectedness is broadly analysed, in the fields of unprecedented and ever more rapid growth of the Internet, in the increasingly easier and quicker communication, as well as in an increasingly intensive braekthrough of news and information and epidemics and financial crises that spread around the world at surprising speed and intensity.===>Ova povezanost se veoma široko razmatra, na poljima naglog i ubrzanog razvoja Interneta, u sve lakšoj i bržoj komunikaciji i u sve intenzivnijem prodoru vesti i informacija, kao i epidemija i finansijskih kriza koje se šire iznenađujućom brzinom i intenzitetom.)
MATCH@E:(This connectedness is broadly analysed, in the fields of unprecedented and ever more rapid growth of the Internet, in the increasingly easier and quicker communication, as well as in an increasingly intensive braekthrough of news and information and epidemics and financial crises that spread around the world at surprising speed and intensity.===>Ova povezanost se veoma široko razmatra, na poljima naglog i ubrzanog razvoja Interneta, u sve lakšoj i bržoj komunikaciji i u sve intenzivnijem prodoru vesti i informacija, kao i epidemija i finansijskih kriza koje se šire iznenađujućom brzinom i intenzitetom.)
MATCH@M:(These phenomena are perceived from the aspect of networks, incentives and overall changes in the behaviour of individuals and groups, and are oriented towards exploring the links that connect us together and the manner in which the decisions we make affect others.===>Ovi fenomeni se posmatraju sa aspekta mreža, podsticaja i sveukupnih promena u ponašanju pojedinaca i grupa, a usmereni su ka tome da istraže veze koje postoje među nama i načine na koje odluke koje donosimo imaju uticaja na druge.)
MATCH@E:(These phenomena are perceived from the aspect of networks, incentives and overall changes in the behaviour of individuals and groups, and are oriented towards exploring the links that connect us together and the manner in which the decisions we make affect others.===>Ovi fenomeni se posmatraju sa aspekta mreža, podsticaja i sveukupnih promena u ponašanju pojedinaca i grupa, a usmereni su ka tome da istraže veze koje postoje među nama i načine na koje odluke koje donosimo imaju uticaja na druge.)
MATCH@M:(The book Networks, Crowds and Markets presents the ties between economic, social, and technological worlds.===>U knjizi Mreže, mase i tržišta predstavljena je povezanost ekonomskih, drštvenih i tehnoloških svetova.)
MATCH@E:(The book Networks, Crowds and Markets presents the ties between economic, social, and technological worlds.===>U knjizi Mreže, mase i tržišta predstavljena je povezanost ekonomskih, drštvenih i tehnoloških svetova.)
MATCH@M:(The authors, David Easley and Jon Kleinberg, professors at Cornell University, U.S.A., designed this book primarily for the students, as a course book at undergraduate studies.===>Autori Dejvid Isli i Jon Klajnberg su profesori na Cornell univerzitetu u SAD i prvenstveno su knjigu namenili studentima kao udžbenik za osnovne studije.)
MATCH@E:(The authors, David Easley and Jon Kleinberg, professors at Cornell University, U.S.A., designed this book primarily for the students, as a course book at undergraduate studies.===>Autori Dejvid Isli i Jon Klajnberg su profesori na Cornell univerzitetu u SAD i prvenstveno su knjigu namenili studentima kao udžbenik za osnovne studije.)
MATCH@M:(They used an interdisciplinary approach to connect the fields of economy, sociology, computing and information sciences, as well as applied mathematics to facilitate understanding of networks and behaviour within networks.===>Interdisciplinarnim pristupom se povezuju oblasti ekonomije, sociologije, računarstva i informacione nauke, kao i primenjene matematike da bi se razumele mreže i ponašanje u mrežama.)
MATCH@E:(They used an interdisciplinary approach to connect the fields of economy, sociology, computing and information sciences, as well as applied mathematics to facilitate understanding of networks and behaviour within networks.===>Interdisciplinarnim pristupom se povezuju oblasti ekonomije, sociologije, računarstva i informacione nauke, kao i primenjene matematike da bi se razumele mreže i ponašanje u mrežama.)
MATCH@M:(The central theme are the networks which, broadly perceived, are said to be the formulae and frameworks of interrelations among different sets of phenomena, and appear in a rather broad range of different themes and areas.===>Centralna tema su mreže za koje se ističe da, najšire posmatrano, predstavljaju obrasce i okvire međusobnih veza koje postoje između različitih skupova pojava, a pojavljuju se u veoma širokom skupu različitih tema i oblasti.)
MATCH@E:(The central theme are the networks which, broadly perceived, are said to be the formulae and frameworks of interrelations among different sets of phenomena, and appear in a rather broad range of different themes and areas.===>Centralna tema su mreže za koje se ističe da, najšire posmatrano, predstavljaju obrasce i okvire međusobnih veza koje postoje između različitih skupova pojava, a pojavljuju se u veoma širokom skupu različitih tema i oblasti.)
MATCH@M:(The first two chapters of the book deal with the graph theory and the game theory, two major theories that serve as basis for the study of networks and behaviour.===>U prva dva dela knjige predstavljene su teorija grafova i teorija igara, kao dve osnovne teorije na kojima počiva istraživanje mreža i ponašanja.)
MATCH@E:(The first two chapters of the book deal with the graph theory and the game theory, two major theories that serve as basis for the study of networks and behaviour.===>U prva dva dela knjige predstavljene su teorija grafova i teorija igara, kao dve osnovne teorije na kojima počiva istraživanje mreža i ponašanja.)
MATCH@M:(The graph theory is specially highlighted in the domain of the social network analysis.===>Teorija grafova je posebno predstavljena u svetlu analize društvenih mreža.)
MATCH@E:(The graph theory is specially highlighted in the domain of the social network analysis.===>Teorija grafova je posebno predstavljena u svetlu analize društvenih mreža.)
MATCH@M:(It is analysed and explained through numerous interesting examples.===>Razmatra se i objašnjava kroz brojne zanimljive primere.)
MATCH@E:(It is analysed and explained through numerous interesting examples.===>Razmatra se i objašnjava kroz brojne zanimljive primere.)
MATCH@M:(The graphs of interconnections can be established on the basis of different criteria.===>Pokazuje se da se grafovi međusobnih veza mogu uspostaviti na osnovu različitih kriterijuma.)
MATCH@E:(The graphs of interconnections can be established on the basis of different criteria.===>Pokazuje se da se grafovi međusobnih veza mogu uspostaviti na osnovu različitih kriterijuma.)
MATCH@M:(Thus one graph shows a social network of friendly relations in a 34-member carate club.===>Tako je grafom predstavljena društvena mreža prijateljskih veza u karate klubu koji obuhvata 34 osobe.)
MATCH@E:(Thus one graph shows a social network of friendly relations in a 34-member carate club.===>Tako je grafom predstavljena društvena mreža prijateljskih veza u karate klubu koji obuhvata 34 osobe.)
MATCH@M:(The interpretation of this network can indicate the basic causes of conflicts within the group.===>Pokazano je kako otkrivanje ove društvene mreže može da ukaže na osnovne izvore konflikata unutar grupe.)
MATCH@E:(The interpretation of this network can indicate the basic causes of conflicts within the group.===>Pokazano je kako otkrivanje ove društvene mreže može da ukaže na osnovne izvore konflikata unutar grupe.)
MATCH@M:(This example shows that there is a latent source of possible conflict in the carate club since two people are identified to be central figures and occupy a special central positions in this network of friendships, with a large number of links with other people.===>Na ovom primeru se zaključilo da postoji latentni izvor mogućeg konflikta u karate klubu jer je identifikovano da postoje dvoje ljudi koji predstavljaju centralne figure i zauzimaju posebno centralno me-sto u mreži prijateljskih odnosa, sa velikim brojem veza koje uspostavljaju sa drugim ljudima.)
MATCH@E:(This example shows that there is a latent source of possible conflict in the carate club since two people are identified to be central figures and occupy a special central positions in this network of friendships, with a large number of links with other people.===>Na ovom primeru se zaključilo da postoji latentni izvor mogućeg konflikta u karate klubu jer je identifikovano da postoje dvoje ljudi koji predstavljaju centralne figure i zauzimaju posebno centralno mesto u mreži prijateljskih odnosa, sa velikim brojem veza koje uspostavljaju sa drugim ljudima.)
MATCH@M:(It can also be concluded that these two are not friends with each other, however, a majority of people in the club are friends with one another or with one of these individuals.===>Utvrđeno je, takođe, da oni nisu međusobni prijatelji, a većina ljudi u klubu su ustvari prijatelji jedni sa drugima ili samo sa jednim od njih dvojice.)
MATCH@E:(It can also be concluded that these two are not friends with each other, however, a majority of people in the club are friends with one another or with one of these individuals.===>Utvrđeno je, takođe, da oni nisu međusobni prijatelji, a većina ljudi u klubu su ustvari prijatelji jedni sa drugima ili samo sa jednim od njih dvojice.)
MATCH@M:(These two central people were the instructor and the club founder, and the percieved pattern of two clusters that have no connections between them within the club becomes a rather clear symptom of conflict between them, which eventually resulted in the club being splintered into two rival clubs.===>Ovo dvoje centralnih ljudi su bili instruktor i osnivač kluba, a uočeni obrazac dva klastera koji nemaju međusobnih veza unutar kluba postaje veoma jasan simptom konflikta među njima, što je na kraju i dovelo do raspada na dva rival-na karate kluba.)
MATCH@E:(These two central people were the instructor and the club founder, and the percieved pattern of two clusters that have no connections between them within the club becomes a rather clear symptom of conflict between them, which eventually resulted in the club being splintered into two rival clubs.===>Ovo dvoje centralnih ljudi su bili instruktor i osnivač kluba, a uočeni obrazac dva klastera koji nemaju međusobnih veza unutar kluba postaje veoma jasan simptom konflikta među njima, što je na kraju i dovelo do raspada na dva rivalna karate kluba.)
MATCH@M:(The example of a social network based on the communication and interaction among 436 employees at Hewlett Packard research laboratory established on the analysis of communication by electronic mail among them, some of key principles of social networks are analysed, among them strong and weak ties, finding structural holes as the social networks phenomena in large organizations which mark the points of really poor communication between certain parts, which in turn can be a significant finding in the analysis and discovery of the causes of certain phenomena and behaviours in the organization.===>Na primeru društvene mreže zasnovane na komunikaciji i interakciji među 436 zaposlenih u Hewlett Packard-ovoj istraživačkoj laboratoriji koja je uspostavljena na osnovu analize komunikacije putem elektronske pošte među njima, analiziraju se neki od ključnih principa društvenih mreža kao što su jake ili slabe veze, otkrivanje strukturalnih rupa kao fenomena društvenih mreža u velikim organizacijama koje označavaju mesta veoma slabe komunikacije među pojedinim delovima, što može da bude značajan rezultat kod analize i otkrivanja uzroka određenih pojava i ponašanja u organizaciji.)
MATCH@E:(The example of a social network based on the communication and interaction among 436 employees at Hewlett Packard research laboratory established on the analysis of communication by electronic mail among them, some of key principles of social networks are analysed, among them strong and weak ties, finding structural holes as the social networks phenomena in large organizations which mark the points of really poor communication between certain parts, which in turn can be a significant finding in the analysis and discovery of the causes of certain phenomena and behaviours in the organization.===>Na primeru društvene mreže zasnovane na komunikaciji i interakciji među 436 zaposlenih u Hewlett Packard-ovoj istraživačkoj laboratoriji koja je uspostavljena na osnovu analize komunikacije putem elektronske pošte među njima, analiziraju se neki od ključnih principa društvenih mreža kao što su jake ili slabe veze, otkrivanje strukturalnih rupa kao fenomena društvenih mreža u velikim organizacijama koje označavaju mesta veoma slabe komunikacije među pojedinim delovima, što može da bude značajan rezultat kod analize i otkrivanja uzroka određenih pojava i ponašanja u organizaciji.)
MATCH@M:(The game theory is important in situations when a group of people simultaneously make decisions on the behaviour, knowing that the result or the output will depend on how the others decide to act.===>Teorija igara je važna u situacijama kada grupa ljudi istovremeno donosi odluke o ponašanju znajući da će ishod ili rezultat zavisiti od toga kako su svi ostali odlučili da deluju.)
MATCH@E:(T he game theory is important in situations when a group of people simultaneously make decisions on the behaviour, knowing that the result or the output will depend on how the others decide to act.===>T eorija igara je važna u situacijama kada grupa lju di istovremeno donosi odluke o ponašanju znajući da će ishod ili rezultat zavisiti od toga kako su svi ostali odlučili da deluju.)
MATCH@M:(In the general overview and the analysis of the game theory, the situations in which interdependent behaviours are recognized are translated into a common, general model that allows for predicting people’s behaviour in such situations.===>U opštem delu prikaza i analize teorije igara situacije u kojima se prepoznaje međusobno uslovljeno ponašanje prevode se u zajednički, opšti model koji omogućava da se predviđa kako će se ljudi popnašati u takvim situacijama.)
MATCH@E:(In the general overview and the analysis of the game theory, the situations in which interdependent behaviours are recognized are translated into a common, general model that allows for predicting peoples behaviour in such situations.===>U opštem delu prikaza i analize teorije igara situacije u kojima se prepoznaje međusobno uslovljeno ponašanje prevode se u zajednički, opšti model koji omogućava da se predviđa kako će se ljudi popnašati u takvim situacijama.)
MATCH@M:(The authors offer numerous examples to explain real situations, such as people’s behaviours in traffic when they have to decide on which route to choose to avoid the traffic congestion or when they take part in bidding at auctions, in which they illustrate the opportunities to implement the game theory.===>Na brojnim primerima objašnjavaju se realne situacije, kao što su ponašanja ljudi u saobraćaju kod donošenja odluke o tome koj put da odaberu da bi izbegli gužvu ili u kada učestvuju u nadmetanju na aukcijama, u kojima se predstavljaju mogućnosti primene teorije igara.)
MATCH@E:(The authors offer numerous examples to explain real situations, such as peoples behaviours in traffic when they have to decide on which route to choose to avoid the traffic congestion or when they take part in bidding at auctions, in which they illustrate the opportunities to implement the game theory.===>Na brojnim primerima objašnjavaju se realne situacije, kao što su ponašanja ljudi u saobraćaju kod donošenja odluke o tome koj put da odaberu da bi izbegli gužvu ili u kada učestvuju u nadmetanju na aukcijama, u kojima se predstavljaju mogućnosti primene teorije igara.)
MATCH@M:(Another chapter deals with the market network structure and the concept of power in such networks.===>Poseban deo se bavi analizom mrežne strukture tržišta i pojmom moći u takvim mrežama.)
MATCH@E:(Another chapter deals with the market network struc ture and the concept of power in such networks.===>Poseban deo se bavi analizom mrežne strukture trži šta i pojmom moći u takvim mrežama.)
MATCH@M:(Graph and game theories are applied in developing more complex models of behaviour in networks, and this is especially elaborated on the models of trading and other types of economic activity.===>Pomoću teorija grafova i igara razvijaju se složeniji modeli ponašanja u mrežama, a to se posebno razmatra na modelima trgovine i drugih oblika ekonomske aktivnosti.)
MATCH@E:(Graph and game theories are applied in developing more complex models of behaviour in networks, and this is especially elaborated on the models of trading and other types of economic activity.===>Pomoću teorija grafova i igara razvijaju se složeniji modeli ponašanja u mrežama, a to se posebno razmatra na modelima trgovine i drugih oblika ekonomske aktivnosti.)
MATCH@M:(Networks are created among sellers and buyers, or between the parties that participate in trade or banking transactions.===>Mreže se razvijaju među prodavcima i kupcima ili među odgovarajućim stranama koje učestvuju u trgovinskim ili bankarskim transakcijama.)
MATCH@E:(Networks are created among sellers and buyers, or between the parties that participate in trade or banking transactions.===>Mreže se razvijaju među prodavcima i kupcima ili među odgovarajućim stranama koje učestvuju u trgovinskim ili bankarskim transakcijama.)
MATCH@M:(A network of international trade among twenty eight countries is presented, the size of a country being measured by a total amount of trade it does, whereas the thickness of the link connecting two countries depends on the scope of trade between these two countries.===>Predstavljena je mreža međunarodne trgovine koja se odvija između dvadesetosam zemalja, a veličina zemlje se meri ukupnim obimom trgovinske razmene koju ostvaruje, dok debljina linije koja predstavlja vezu među zemljama zavisi od obima trgovine koji se ostvaruje između te dve zemlje.)
MATCH@E:(A network of international trade among twenty eight countries is presented, the size of a country being measured by a total amount of trade it does, whereas the thickness of the link connecting two countries depends on the scope of trade between these two countries.===>Predstavljena je mreža međunarodne trgovine koja se odvija između dvadesetosam zemalja, a veličina zemlje se meri ukupnim obimom trgovinske razmene koju ostvaruje, dok debljina linije koja predstavlja vezu među zemljama zavisi od obima trgovine koji se ostvaruje između te dve zemlje.)
MATCH@M:(On a concrete example in this situation, the network structure reveals much on the ways the trade is carried out, and the succes of different network participants is affected by their position in the network.===>Na konkretnom primeru u ovoj situaciji mrežna struktura otkriva mnogo o načinima obavljanja trgovine a uspešnost različitih učesnika mreže nalazi se pod uticajem njihove pozicije u mreži.)
MATCH@E:(On a concrete example in this situation, the network structure reveals much on the ways the trade is carried out, and the succes of different network participants is affected by their position in the network.===>Na konkretnom primeru u ovoj situaciji mrežna struktura otkriva mnogo o načinima obavljanja trgovine a uspešnost različitih učesnika mreže nalazi se pod uticajem njihove pozicije u mreži.)
MATCH@M:(A powerful position depends on the number of trade connections the countries establish, however, on the power their partners too.===>Moćna pozicija zavisi od brojnosti trgovinskih veza koje zemlje uspostavljaju, ali i od moći koju partneri imaju.)
MATCH@E:(A powerful position depends on the number of trade connections the countries establish, however, on the power their partners too.===>Moćna pozicija zavisi od brojnosti trgovinskih veza koje zemlje uspostavljaju, ali i od moći koju partneri imaju.)
MATCH@M:(The fouth chapter deals with another type of networking and presents the World Wide Web as an information network with an analysis of searching through this network and the development of the market that underlies the search industry.===>Četvrti deo se bavi drugom vrstom povezivanja i predstavlja World Wide Web kao informacionu mrežu uz analizu problema pretraživanja te mreže i razvoja tržišta koje se nalazi u pozadini industrije pretraživanja.)
MATCH@E:(The fouth chapter deals with another type of networking and presents the World Wide Web as an information network with an analysis of searching through this network and the development of the market that underlies the search industry.===>Četvrti deo se bavi drugom vrstom povezivanja i predstavlja World Wide Web kao informacionu mrežu uz analizu problema pretraživanja te mreže i razvoja tržišta koje se nalazi u pozadini industrije pretraživanja.)
MATCH@M:(The following two chapters of the book introduce the results in the domain of the dynamics of certain fundamental processes running within the networks and groups and influencing both people and the network structure.===>U naredna dva dela knjige predstavljeni su rezultati u domenu dinamike nekih fundamentalnih procesa koji se odvijaju u okviru mreža i grupa, a utiču na ljude i na strukturu mreža.)
MATCH@E:(The following two chapters of the book introduce the results in the domain of the dynamics of certain fundamental processes running within the networks and groups and influencing both people and the network structure.===>U naredna dva dela knjige predstavljeni su rezultati u domenu dinamike nekih fundamentalnih procesa koji se odvijaju u okviru mreža i grupa, a utiču na ljude i na strukturu mreža.)
MATCH@M:(The activities of spreading ideas or epidemics are the examples of dynamic processes in the networks.===>Aktivnosti širenja ideja ili zaraza, predstavljaju primere dinamičkih procesa koji se odvijaju u mrežama.)
MATCH@E:(The activities of spreading ideas or epidemics are the examples of dynamic processes in the networks.===>Aktivnosti širenja ideja ili zaraza, predstavljaju primere dinamičkih procesa koji se odvijaju u mrežama.)
MATCH@M:(The seventh chapter deals with an interpretation of basic social institutions such as markets, voting systems at elections and property rights, as mechanisms that complete the insight into the phenomena analysed in the previous chapters.===>Sedmi deo se bavi tumačenjem osnovnih društvenih institucija kao što su tržišta, sistemi glasanja na izborima i prava na svojinu, kao mehanizama koji zaokružuju fenomene koji su u prethodnim delovima knjige razmatrani.)
MATCH@E:(The seventh chapter deals with an interpretation of basic social institutions such as markets, voting systems at elections and property rights, as mechanisms that complete the insight into the phenomena analysed in the previous chapters.===>Sedmi deo se bavi tumačenjem osnovnih društvenih institucija kao što su tržišta, sistemi glasanja na izborima i prava na svojinu, kao mehanizama koji zaokružuju fenomene koji su u prethodnim delovima knjige razmatrani.)
MATCH@M:(Each of the chapters ends with a presentation of a certain material that is meant for a higher than undergraduate level of study, hence an interested reader is introduced into higher spheres of knowledge in each of the areas analysed.===>U svakom poglavlju se na kraju predstavlja i određeni materijal koji odgovara višem nivou učenja i studira-nj a od osnovnog, tako da zainteresovanog čitaoca u svakoj od oblasti koje se razmatraju uvodi u više sfere znanja.)
MATCH@E:(Each of the chapters ends with a presentation of a certain material that is meant for a higher than undergraduate level of study, hence an interested reader is introduced into higher spheres of knowledge in each of the areas analysed.===>U svakom poglavlju se na kraju predstavlja i određeni materijal koji odgovara višem nivou učenja i studiranja od osnovnog, tako da zainteresovanog čitaoca u svakoj od oblasti koje se razmatraju uvodi u više sfere znanja.)
MATCH@M:(This is a specific value of this book, as well as a well designed structure of interdisciplinary contents as a response to the challenge of new phenomena in the society, economy and technology of the twentyfirst century.===>Ovo predstavlja posebnu vrednost ove knjige kao i originalno osmišljena struktura interdisciplinarnih sadržaja kao odgovor na izazove novih fenomena u društvu, ekonomiji i tehnologiji dvadesetprvog veka.)
MATCH@E:(This is a specific value of this book, as well as a well designed structure of interdisciplinary contents as a response to the challenge of new phenomena in the society, economy and technology of the twentyfirst century.===>Ovo predstavlja posebnu vrednost ove knjige kao i originalno osmišljena struktura interdisciplinarnih sadržaja kao odgovor na izazove novih fenomena u društvu, ekonomiji i tehnologiji dvadesetprvog veka.)
MATCH@M:(Some authors find that one cause could be found in an inadequate corporate governance.===>Neki autori smatraju da se jedan deo uzroka nastanka krize može naci upravo u neadekvatnom korporativnom upravljanju.)
MATCH@E:(Some authors find that one cause could be found in an inadequate corporate governance.===>Neki autori smatraju da se jedan deo uzroka nastanka krize može naći upravo u neadekvatnom korporativnom upravljanju.)
MATCH@M:(According to this, robust analyses are performed in order to find whethes and where the errors were made in corporate governance of banks and other financial institutions.===>Sprovode se ozbiljne analize ovog pitanja kako bi se videlo da li su i gde su napravljeni propusti u domenu korporativnog upravljanja u bankama i drugim finansijskim institucijama.)
MATCH@E:(According to this, robust analyses are performed in order to find whethes and where the errors were made in corporate governance of banks and other financial institutions.===>Sprovode se ozbiljne analize ovog pitanja kako bi se videlo da li su i gde su napravljeni propusti u domenu korporativnog upravljanja u bankama i drugim finansijskim institucijama.)
MATCH@M:(The paper especially focuses upon the characteristics of the regulatory framework for the implementation of corporate governance in Serbian banks and point out the shortcomings and potential problems in that process.===>Rad se posebno bavi karakteristikama regulatornog okvira za primenu koroparativnog upravljanj u srpskim bankama i ukazuje na nedostatke i potencijalne probleme.)
MATCH@E:(The paper especially focuses upon the characteristics of the regulatory framework for the implementation of corporate governance in Serbian banks and point out the shortcomings and potential problems in that process. ~~~ 1.===>Rad se posebno bavi karakteristikama regulatornog okvira za primenu koroparativnog upravljanj u srpskim bankama i ukazuje na nedostatke i potencijalne probleme. 1.)
MATCH@M:(The banking industry has a specific function in maintaining the stability and integrity of the financial system on the world level.===>Bankarska industrija ima posebnu funkciju u održavanju stabilnosti i integriteta finansijskog sistema na svet-skom nivou.)
MATCH@E:(Introduction The banking industry has a specific function in maintaining the stability and integrity of the financial system on the world level.===>Uvod Bankarska industrija ima posebnu funkciju u održavanju stabilnosti i integriteta finansijskog sistema na svetskom nivou.)
MATCH@M:(These are complex institutions that do business beyond the borders of one country and offer services that are far beyond the traditional commercial banking.===>To su kompleksne institucije koje obavljaju poslove van granica jedne zemlja i nude usluge koje su mnogo više od tradicionalnog komercijalnog bankarstva.)
MATCH@E:(These are complex institutions that do business beyond the borders of one country and offer services that are far beyond the traditional commercial banking.===>To su kompleksne institucije koje obavljaju poslove van granica jedne zemlja i nude usluge koje su mnogo više od tradicionalnog komercijalnog bankarstva.)
MATCH@M:(Banks differ from non-financial institutions by the public funstion they perform and the position of institutions of trust they enjoy in the society.===>Banke se razlikuju od nefinansijskih korporacija zbog svoje javne svrhe koju imaju i pozicije institucije poverenja koju imaju u društvu.)
MATCH@E:(Banks differ from non-financial institutions by the public funstion they perform and the position of institutions of trust they enjoy in the society.===>Banke se razlikuju od nefinansijskih korporacija zbog svoje javne svrhe koju imaju i pozicije institucije poverenja koju imaju u društvu.)
MATCH@M:(The significance of corporate governance in financial institutions, and accordingly, in banking, has especially gained in importance upon the beginning of the financial crisis in 2007.===>Znacaj korporativnog upravljanja u finansijskim institucijama, a samim tim i u bankama, posebno je povecan nakon što je izbila finansijska kriza 2007. godine.)
MATCH@E:(The significance of corporate governance in financial institutions, and accordingly, in banking, has especially gained in importance upon the beginning of the financial crisis in 2007.===>Značaj korporativnog upravljanja u finansijskim institucijama, a samim tim i u bankama, posebno je povećan nakon što je izbila finansijska kriza 2007. godine.)
MATCH@M:(Furthermore, ceratin authors go as far as to maintain that the cause of the crisis is an inadequate corporate governance.===>Šta više, neki autori idu doliko daleko da smatraju da je loše korporativno upravljenje u bankama bitan uzrok nastanka ove krize.)
MATCH@E:(Furthermore, ceratin authors go as far as to maintain that the cause of the crisis is an inadequate corporate governance.===>Šta više, neki autori idu doliko daleko da smatraju da je loše korporativno upravljenje u bankama bitan uzrok nastanka ove krize.)
MATCH@M:(A large number of principles and regulations in the field of corporate governance has been adopted in recent years, nevertheless, their implementation could not make the corporate governance officials prevent the crisis.===>Iako je u poslednjih desetak godina donet veliki broj principa i pravila korporativnog upravljanja ipak njegova primena nije uspela da utice na nosioce korporativnog upravljanja u finansijskim insitucijama da se spreci kriza.)
MATCH@E:(A large number of principles and regulations in the field of corporate governance has been adopted in recent years, nevertheless, their implementation could not make the corporate governance officials prevent the crisis Š23Ë.===>Iako je u poslednjih desetak godina donet veliki broj principa i pravila korporativnog upravljanja ipak njegova primena nije uspela da utiče na nosioce korporativnog upravljanja u finansijskim insitucijama da se spreči kriza Š23Ë.)
MATCH@M:(When a number of banks and other financial institutions suffer problems or go out of business during the crisis, then the question of whether the corporate governance in these institutions was adequate is fully justified.===>Kada jedan broj banaka i drugih finansijskih institucija zapadne u probleme ili propadne u vreme krize jasno se postavlja pitanje da li je korporativno upravljanje u tim institucijama bilo adekvatno.)
MATCH@E:(When a number of banks and other financial institutions suffer problems or go out of business during the crisis, then the question of whether the corporate governance in these institutions was adequate is fully justified.===>Kada jedan broj banaka i drugih finansijskih institucija zapadne u probleme ili propadne u vreme krize jasno se postavlja pitanje da li je korporativno upravljanje u tim institucijama bilo adekvatno.)
MATCH@M:(Analysts and regulators are still conducting in-depth analyses of this issue to find out whether and where errors were made in the corporate governance domain in banks and other financial institutions.===>I analiticari i regulatori i dalje sprovode ozbiljne analize ovog pitanja kako bi se videlo da li su i gde tacno napravljeni propusti u domenu korporativnog upravljanja u bankama i drugim finansijskim institucijama.)
MATCH@E:(Analysts and regulators are still conducting in-depth analyses of this issue to find out whether and where errors were made in the corporate governance domain in banks and other financial institutions.===>I analitičari i regulatori i dalje sprovode ozbiljne analize ovog pitanja kako bi se videlo da li su i gde tačno napravljeni propusti u domenu korporativnog upravljanja u bankama i drugim finansijskim institucijama.)
MATCH@M:(It is very important to pursue the analysis into how the corporate governance problems can be solved in order that some future financial crises should be prevented or mitigated.===>Vrlo je bitno dalje razmatrati kako problemi korporativnog upravljanja mogu biti rešavani kako bi sprecili ili ublažili neke buduce finansijske krize.)
MATCH@E:(It is very important to pursue the analysis into how the corporate governance problems can be solved in order that some future financial crises should be prevented or mitigated.===>Vrlo je bitno dalje razmatrati kako problemi korporativnog upravljanja mogu biti rešavani kako bi sprečili ili ublažili neke buduće finansijske krize.)
MATCH@M:(Corporate governance in banks, according to the general principles of corporate governance means the manner in which banking business is governed and con-troled.===>Korporativno upravljanje u bankama se, shodno opštim principima korporativnog upravljanja, odnosi na nacin na koji se upravlja poslovanjem banke i vrši kontrola tog poslovanja.)
MATCH@E:(Corporate governance in banks, according to the general principles of corporate governance means the manner in which banking business is governed and controled.===>Korporativno upravljanje u bankama se, shodno opštim principima korporativnog upravljanja, odnosi na način na koji se upravlja poslovanjem banke i vrši kontrola tog poslovanja.)
MATCH@M:(It includes establishing a respective set of goals to be achieved, however, also the methods to achieve these goals and the methods of monitoring the extent to which they are achieved.===>To podrazumeva postavljanje odgovarajuceg skupa ciljeva koji se žele postici ali i nacina za ostvarivanje tih ciljeva i pracenje nivoa ostvarenja ciljeva.)
MATCH@E:(It includes establishing a respective set of goals to be achieved, however, also the methods to achieve these goals and the methods of monitoring the extent to which they are achieved.===>To podrazumeva postavljanje odgovarajućeg skupa ciljeva koji se žele postići ali i načina za ostvarivanje tih ciljeva i praćenje nivoa ostvarenja ciljeva.)
MATCH@M:(Accordingly, risk management, as an integral part of banking business and bank governance is an important component of corporate governance.===>U skladu sa tim, upravljanje rizicima, kao sastavni i neodvojiti deo bankarskog poslovanja i upravljanja bankom, cini znacaj element korporativnog upravljanja.)
MATCH@E:(Accordingly, risk management, as an integral part of banking business and bank governance is an important component of corporate governance.===>U skladu sa tim, upravljanje rizicima, kao sastavni i neodvojiti deo bankarskog poslovanja i upravljanja bankom, čini značaj element korporativnog upravljanja.)
MATCH@M:(Every important participant in corporate governance of the bank is responsible for a certain domain of risk management.===>Svaki bitan ucesnik u korporativnom upravljanju bankom je odgovoran za odredeno podrucje upravljanja rizicima.)
MATCH@E:(Every important participant in corporate governance of the bank is responsible for a certain domain of risk management.===>Svaki bitan učesnik u korporativnom upravljanju bankom je odgovoran za određeno područje upravljanja rizicima.)
MATCH@M:(The key participants of corporate governance in banks are shareholders, executive board, board of managing directors, internal and external audit, regulators, broad public, etc.===>Kljucni ucesnici korporativnog upravljanja u bankama jesu ak-cionari, izvršni odbor, upravni odbor, unutrašnja i spoljašnja revizija, regulatori, šira javnost itd.)
MATCH@E:(The key participants of corporate governance in banks are shareholders, executive board, board of managing directors, internal and external audit, regulators, broad public, etc.===>Ključni učesnici korporativnog upravljanja u bankama jesu akcionari, izvršni odbor, upravni odbor, unutrašnja i spoljašnja revizija, regulatori, šira javnost itd.)
MATCH@M:(Corporate governance in banks is especially important for developing countries such as Serbia.===>Za zemlje u razvoju kakva je Srbija, korporativno upravljenje u bankama je od posebnog znacaja.)
MATCH@E:(Š8Ë. Corporate governance in banks is especially important for developing countries such as Serbia.===>Š8Ë. ~~~ Za zemlje u razvoju kakva je Srbija, korporativno upravljenje u bankama je od posebnog značaja.)
MATCH@M:(It helps achieve the stability of the banking system and also restore and retain the trust of depositors and other stakeholders.===>Time se postiže stabilnost bankarskog sistema ali i vraca i održava poverenje deponenata i ostalih stejholdera.)
MATCH@E:(It helps achieve the stability of the banking system and also restore and retain the trust of depositors and other stakeholders.===>Time se postiže stabilnost bankarskog sistema ali i vraća i održava poverenje deponenata i ostalih stejholdera.)
MATCH@M:(In the following chapter, upon a survey of literature, specific features of corporate governance are highlighted both from the point of view of regulatory institutions and in the light of financial crisis and its effects on the problem.===>U narednom poglavlju rada, nakon pregleda literature, ukazuje se na specificnosti korporativnog upravljanja u bankama, sa aspekta regulatornih institucija ali i u svetlu finansijske krize i njenog uticaja na dato pitanje.)
MATCH@E:(In the following chapter, upon a survey of literature, specific features of corporate governance are highlighted both from the point of view of regulatory institutions and in the light of financial crisis and its effects on the problem.===>U narednom poglavlju rada, nakon pregleda literature, ukazuje se na specifičnosti korporativnog upravljanja u bankama, sa aspekta regulatornih institucija ali i u svetlu finansijske krize i njenog uticaja na dato pitanje.)
MATCH@M:(Then follows the analysis of corporate governance in the Serbian banks and the key elements and problems in the process are discussed.===>Nakon toga se pristupa analizi korporativnog upravljanja u srpskim bankama i isticu se kljucni elementi i problemi u tom procesu.)
MATCH@E:(Then follows the analysis of corporate governance in the Serbian banks and the key elements and problems in the process are discussed.===>Nakon toga se pristupa analizi korporativnog upravljanja u srpskim bankama i ističu se ključni elementi i problemi u tom procesu. 2.)
MATCH@M:(The quality of corporate governance on developing markets have been a topic of a research conducted by Ananchotikul and Eichengreen.===>Kada je rec o korporativnom upravljanju na tržištima u razvoju Ananchotikul i Eichengreen su istraživali kvalitet korporativnog upravljanja na tim tržištima.)
MATCH@E:(Literature survey The quality of corporate governance on developing markets have been a topic of a research conducted by Ananchotikul and Eichengreen (2009).===>Korporativno upravljanje obuhvata skup odnosa Kada je reč o korporativnom upravljanju na tržištima u razvoju Ananchotikul i Eichengreen (2009) su istraživali kvalitet korporativnog upravljanja na tim tržištima.)
MATCH@M:(The research has shown that there has been a significant progress in a large number of countries in the last decade or so.===>Istraživanje je pokazalo da postoji znacajno poboljšanje u velikom broju zemalja u poslednjih desetak godina.)
MATCH@E:(The research has shown that there has been a significant progress in a large number of countries in the last decade or so.===>Istraživanje je pokazalo da postoji značajno poboljšanje u velikom broju zemalja u poslednjih desetak godina.)
MATCH@M:(The improvements are most often recorded in the countries whose government is steady, followed by the countries in which foreign investors were ready to lobby in favour of reforms and where other countries in the region conducted similar reforms and influenced one another.===>Poboljšanja su se najcešce dogodila u zemljama sa stabilnom vladom, onda tamo gde su strani investitori bili spremni da lobiraju za reforme i gde su druge zemlje u regionu sprovodile slicne reforme i uticale jedna na drugu.)
MATCH@E:(The improvements are most often recorded in the countries whose government is steady, followed by the countries in which foreign investors were ready to lobby in favour of reforms and where other countries in the region conducted similar reforms and influenced one another.===>Poboljšanja su se najčešće dogodila u zemljama sa stabilnom vladom, onda tamo gde su strani investitori bili spremni da lobiraju za reforme i gde su druge zemlje u regionu sprovodile slične reforme i uticale jedna na drugu.)
MATCH@M:(The research has also shown that the development of corporate governance has brought considerable benefit in terms of the depth and solvency of the financial market.===>Istraživanje je pokazalo da je razvoj korporativnog upravljanja doneo znacajne koristi u pogledu dubine i likvidnosti finansi-jskog tržišta.)
MATCH@E:(The research has also shown that the development of corporate governance has brought considerable benefit in terms of the depth and solvency of the financial market.===>Istraživanje je pokazalo da je razvoj korporativnog upravljanja doneo značajne koristi u pogledu dubine i likvidnosti finansijskog tržišta.)
MATCH@M:(The problem of corporate governance is reflected in the agency problem, that is, the principle - agent problem between shareholders and managers.===>Problem korporativnog upravljanja se ogleda kroz agencijski problem, odnosno principl - agent problem izmedu akcionara i menadžera.)
MATCH@E:(The problem of corporate governance is reflected in the agency problem, that is, the principle agent problem between shareholders and managers.===>Problem korporativnog upravljanja se ogleda kroz agencijski problem, odnosno principl - agent problem između akcionara i menadžera.)
MATCH@M:(Levin believes that the agency problem is more evident in banks in comparison with the non-financial sector, due to information assymetry being higher in the banking sector.===>Levin smatra da je agencijski problem više izražen kod banaka nego u ne-finansijskom sektoru zbog toga što što je pojava informacione asimetrije veca u bankarskom sektoru.)
MATCH@E:(Levin (2003) believes that the agency problem is more evident in banks in comparison with the non-financial sector, due to information assymetry being higher in the banking sector.===>Levin (2003) smatra da je agencijski problem više izražen kod banaka nego u ne-finansijskom sektoru zbog toga što što je pojava informacione asimetrije veća u bankarskom sektoru.)
MATCH@M:(The agency problem itself differs in dependence of the ownership structure of the bank.===>Sam agencijski problem se razlikuje u zavisnosti od vlasnicke strukture banke.)
MATCH@E:(The agency problem itself differs in dependence of the ownership structure of the bank.===>Sam agencijski problem se razlikuje u zavisnosti od vlasničke strukture banke.)
MATCH@M:(In case of dispersive ownership, the agency problem arises between the management and the minority shareholders, whereas in case of concentrated ownership it is present between the majority and the minority shareholders.===>U slucaju disperzovanog vlasništva, agencijski problem se javlja izmedu menadžmenta i manjinskih akcionara, dok se u slucaju koncentrisanog vlasništva on javlja izmedu vecinskog i manjinskih akcionara.)
MATCH@E:(In case of dispersive ownership, the agency problem arises between the management and the minority shareholders, whereas in case of concentrated ownership it is present between the majority and the minority shareholders.===>U slučaju disperzovanog vlasništva, agencijski problem se javlja između menadžmenta i manjinskih akcionara, dok se u slučaju koncentrisanog vlasništva on javlja između većinskog i manjinskih akcionara.)
MATCH@M:(According to Kohler, such a situation implies that the regulations related to corporate governance should be adjusted to the specific ownership structure of the bank, rather than to the harmonization of national regulations.===>Prema Kohler takvo stanje implicira da bi regulacija vezana za korporativno upravljanje trebalo da bude prilagodena specificnoj vlasnickoj strukturi banka, a ne prema harmonizaciji nacionalnih regulativa.)
MATCH@E:(According to Köhler (2010), such a situation implies that the regulations related to corporate governance should be adjusted to the specific ownership structure of the bank, rather than to the harmonization of national regulations.===>Prema Köhler (2010) takvo stanje implicira da bi regulacija vezana za korporativno upravljanje trebalo da bude prilagođena specifičnoj vlasničkoj strukturi banka, a ne prema harmonizaciji nacionalnih regulativa.)
MATCH@M:(In their work, Sullivan and Spong analyse the extent to which risk taking in banking is dependant of the bank management and the ownership structure, as well as the manager’s and bank owner’s personal traits.===>Sullivan i Spong u svom radu analiziraju koliko je preuzimanje rizika u poslovanju banke zavisno od menadžmenta banke i vlasnicke strukture i od licnih fi-nansijskih karakteristika menadžera i vlasnika banke.)
MATCH@E:(In their work, Sullivan and Spong (2007) analyse the extent to which risk taking in banking is dependant of the bank management and the ownership structure, as well as the managers and bank owners personal traits.===>Sullivan i Spong (2007) u svom radu analiziraju koliko je preuzimanje rizika u poslovanju banke zavisno od menadžmenta banke i vlasničke strukture i od ličnih finansijskih karakteristika menadžera i vlasnika banke.)
MATCH@M:(They primarily explored the effect that the ownership interests of the manager, the control by the majority shareholders and the extent to which managers and majority owners have a concentrated ownership in the bank affect the extent of the bank’s risky behaviour.===>Pre svega je istraživan uticaj koji vlasnicki interesi menadžera, kontrola od strane vecinskih akcionara i ste-pen do koga menadžeri i vecinski vlasnici imaju koncen-trisano vlasništvo u banci imaju na stepen rizicnog ponašanja banke.)
MATCH@E:(They primarily explored the effect that the ownership interests of the manager, the control by the majority shareholders and the extent to which managers and majority owners have a concentrated ownership in the bank affect the extent of the banks risky behaviour.===>Pre svega je istraživan uticaj koji vlasnički interesi menadžera, kontrola od strane većinskih akcionara i stepen do koga menadžeri i većinski vlasnici imaju koncentrisano vlasništvo u banci imaju na stepen rizičnog ponašanja banke.)
MATCH@M:(The conclusion they have drawn is that when the effects of the manager or owner is highly concentrated in a certain bank, variations in returns are smaller.===>Zakljucak do koga su došli jeste da kada je imovina menadžera ili vlasnika znacajno kon-centrisana u toj banci, varijacije u prinosu su manje.)
MATCH@E:(The conclusion they have drawn is that when the effects of the manager or owner is highly concentrated in a certain bank, variations in returns are smaller.===>Zaključak do koga su došli jeste da kada je imovina menadžera ili vlasnika značajno koncentrisana u toj banci, varijacije u prinosu su manje.)
MATCH@M:(Especially, the banks in which the key players have a significant portion of their money under risk, do business in a safe and stable manner.===>Posebno, banke kod kojih kljucni igraci imaju znacajan deo svoje imovine pod rizikom najcešce posluju na siguran i stabilan nacin.)
MATCH@E:(Especially, the banks in which the key players have a significant portion of their money under risk, do business in a safe and stable manner.===>Posebno, banke kod kojih ključni igrači imaju značajan deo svoje imovine pod rizikom najčešće posluju na siguran i stabilan način.)
MATCH@M:(The ownership problem in terms of corporate governance in banks is interesting for a large number of researchers.===>Problem vlasništva u okviru korprativnog upravljanja u bankama je zanimljiv za mnoge istraživace.)
MATCH@E:(The ownership problem in terms of corporate governance in banks is interesting for a large number of researchers.===>Problem vlasništva u okviru korprativnog upravljanja u bankama je zanimljiv za mnoge istraživače.)
MATCH@M:(Much research has been conducted as to the manner in which the type of ownership affects corporate governance, risk management and bank’s performance and whether the ownership structure is an essential determinant of corporate governance.===>Sprovedena su istraživanja u pogledu toga kako tip vlasništva utice na korporativno upravljanje, upravljanje rizicima i performanse banke i da li je vlasnicka struktura kljucna determinanta korporativnog upravljanja.)
MATCH@E:(Much research has been conducted as to the manner in which the type of ownership affects corporate governance, risk management and banks performance and whether the ownership structure is an essential de terminant of corporate governance (Tandelilin et al., 2007).===>Sprovedena su istraživanja u pogledu toga kako tip vlasništva utiče na korporativno upravljanje, upravljanje rizicima i performanse banke i da li je vlasnička struktura ključna determinanta korporativnog upravljanja (Tandelilin i ostali, 2007).)
MATCH@M:(The analyses have revealed that the ownership structure is not essentially important for corporate governance.===>Njihove anlize su pokazale da vlanicka struktura nema suštinski znacaj za korporativno upravljanje.)
MATCH@E:(The analyses have revealed that the ownership structure is not essentially important for corporate governance.===>Njihove anlize su pokazale da vlanička struktura nema suštinski značaj za korporativno upravljanje.)
MATCH@M:(In order that they should implement the corporate governance principles adequately, bank managers should be cautious about the relationships between corporate governance, risk management and bank performance.===>Da bi adekvatno sproveli principe korporativnog upravljanja, menadžeri u bankama bi trebalo da budu obazrivi prema medusobnim odnosima izmedu korporativnog upravljanja, upravljanja rizicima i performansi banke.)
MATCH@E:(In order that they should implement the corporate governance principles adequately, bank managers should be cautious about the relationships between corporate governance, risk management and bank performance Š4Ë.===>Da bi adekvatno sproveli principe korporativnog upravljanja, menadžeri u bankama bi trebalo da budu obazrivi prema međusobnim odnosima između korpo rativnog upravljanja, upravljanja rizicima i performansi banke Š4Ë.)
MATCH@M:(The research conducted by the above mentioned authors has shown that the banks that pursue the practice of good corporate governance have a better opportunity to improve performance and reduce risk.===>Istraživanje pomenutih autora je pokazalo da banke koje imaju praksu dobrog korporativnog upravljanja imaju vecu mogucnost poboljšanja performansi i smanjenja rizika.)
MATCH@E:(The research conducted by the above mentioned authors has shown that the banks that pursue the practice of good corporate governance have a better opportunity to improve performance and reduce risk.===>Istraživanje pomenutih autora je pokazalo da banke koje imaju praksu dobrog korporativnog upravljanja imaju veću mogućnost poboljšanja performansi i smanjenja rizika.)
MATCH@M:(As regards the ownership structure in banks, Caprio et al. conducted a research into the ownership of 244 banks in 44 countries.===>Kada je rec o strukturi vlasništva u bankama, Caprio i ostali su istraživali vlasništvo 244 banke u 44 zemlje.)
MATCH@E:(As regards the ownership structure in banks, Caprio et al. (2007) conducted a research into the ownership of 244 banks in 44 countries.===>Kada je reč o strukturi vlasništva u bankama, Caprio i ostali (2007) su istraživali vlasništvo 244 banke u 44 zemlje.)
MATCH@M:(With the exception of a number of countries in which the laws on shareholder protection are extremely strict, banks generally do not have a wide spread ownership.===>Sem u nekoliko zemlja koje imaju veoma jake zakone o zaštiti akcionara, banke nemaju u principu široko rasprostranjeno vlasništvo.)
MATCH@E:(With the exception of a number of countries in which the laws on shareholder protection are extremely strict, banks generally do not have a wide spread ownership.===>Sem u nekoliko zemlja koje imaju veoma jake zakone o zaštiti akcionara, banke nemaju u principu široko rasprostranjeno vlasništvo.)
MATCH@M:(Out of 44 countries in the sample, 21 countries do not have a wide spread ownership in banks among ten largest banks.===>Od 44 zemlje u uzorku, 21 zemlja nema široko rasprostranjeno vlasništvo u bankama medu deset najvecih banaka.)
MATCH@E:(Out of 44 countries in the sample, 21 countries do not have a wide spread ownership in banks among ten largest banks.===>Od 44 zemlje u uzorku, 21 zemlja nema široko rasprostranjeno vlasništvo u bankama među deset najvećih banaka.)
MATCH@M:(Banks are most frequently family or state owned.===>Najcešce su banke u vlasništvu porodica ili države.)
MATCH@E:(Banks are most frequently family or state owned.===>Najčešće su banke u vlasništvu porodica ili države.)
MATCH@M:(The research conducted by these authors has shown that the ownership structure is an important mechanism in bank management.===>Istraživanja ovih autora su pokazala da je struktura vlasništva bitan mehanizam za upravljanje bankom.)
MATCH@E:(The research conducted by these authors has shown that the ownership structure is an important mechanism in bank management.===>Istraživanja ovih autora su pokazala da je struktura vlasništva bitan mehanizam za upravljanje bankom.)
MATCH@M:(In their work, Staikouras et al. explored the relationship between two vital factors of corporate governance: the size of the board of managing directors and the relations between the independent members of the board, on one hand, and the bank performance, on the other.===>Autori Staikouras i ostali u svom radu su istraživali odnos izmedu dva bitna faktora korporativnog upravljanja: velicine upravnog odbora i odnosa nezavisnih clanova tog odbora sa jedne strane i performansi banke sa druge strane.)
MATCH@E:(In their work, Staikouras et al. (2007) explored the relationship between two vital factors of corporate governance: the size of the board of managing directors and the relations between the independent members of the board, on one hand, and the bank performance, on the other.===>Autori Staikouras i ostali (2007) u svom radu su istraživali odnos između dva bitna faktora korporativnog upravljanja: veličine upravnog odbora i odnosa nezavisnih članova tog odbora sa jedne strane i performansi banke sa druge strane.)
MATCH@M:(The reesarch was conducted on a sample of 58 large European banks in the 2002 - 2004 period.===>Istraživanje je sprovedeno na uzorku od 58 velikih evropskih banaka u periodu 2002-2004 godine.)
MATCH@E:(The reesarch was conducted on a sample of 58 large European banks in the 2002 2004 period.===>Istraživanje je sprovedeno na uzorku od 58 velikih evropskih banaka u periodu 2002-2004 godine.)
MATCH@M:(The findings have proved that the profitability of the banks is negatively correlated with the size of the boards of directors of the banks, while the composition of the board is in a majority of cases of no importance for the bank profitbility.===>Njihovi rezultati su pokazali da je profitabilnost banaka negativno korelisana sa velicinom upravnog odbora banke, dok je sastav upravnog odbora u vecini slucajeva bez znacaja za profitabilnost banke.)
MATCH@E:(The findings have proved that the profitability of the banks is negatively correlated with the size of the boards of directors of the banks, while the composition of the board is in a majority of cases of no importance for the bank profitbility.===>Njihovi rezultati su pokazali da je profitabilnost banaka negativno korelisana sa veličinom upravnog odbora banke, dok je sastav upravnog odbora u većini slučajeva bez značaja za profitabilnost banke.)
MATCH@M:(Talking about boards of managing directors, there is a difference in the manner of work and in the role of the single-stage and the two-stage boards of directors, however, no significant advantage of either model has so far been identified.===>Kada je rec o upravnim odborima, postoji razlika u nacinu funkcionisanja i ulozi koju imaju jednostepeni i dvostepeni upravni odbori, mada do sada u praksi nije uocena znacajna prednost jednog ili drugog modela.)
MATCH@E:(Talking about boards of managing directors, there is a difference in the manner of work and in the role of the single-stage and the two-stage boards of directors, however, no significant advantage of either model has so far been identified (Nikolić and Erić, 2011).===>Kada je reč o upravnim odborima, postoji razlika u načinu funkcionisanja i ulozi koju imaju jednostepeni i dvostepeni upravni odbori, mada do sada u praksi nije uočena značajna prednost jednog ili drugog modela (Nikolić i Erić, 2011).)
MATCH@M:(The research carried out by Beltratti and Stultz analyses the effect on the bank performance as well as the reasons certain banks fared better in such conditions.===>U istraživanju koju su sproveli Beltratti i Stulz razmatran je uticaj na performanse banke u periodu fi-nansijske krize i zašto su neke banke bolje prošle u tim uslovima.)
MATCH@E:(The research carried out by Beltratti and Stultz (2009) analyses the effect on the bank performance as well as the reasons certain banks fared better in such conditions.===>U istraživanju koju su sproveli Beltratti i Stulz (2009) razmatran je uticaj na performanse banke u periodu finansijske krize i zašto su neke banke bolje prošle u tim uslovima.)
MATCH@M:(Although the bank performance in the July 2007 - December 2008 period was poorest since the times of the Great Depression, there were significant differences in the return on shares of large banks in that period.===>Iako su performanse banke u periodu jul 2007. - decembar 2008. godine bile najgore još od perioda Velike Depresije, postojale su znacajne razlike u prinosima na akcije velikih banaka u tom periodu.)
MATCH@E:(Although the bank performance in the July 2007 December 2008 period was poorest since the times of the Great Depression, there were significant differences in the return on shares of large banks in that period.===>Iako su performanse banke u periodu jul 2007. - decembar 2008. godine bile najgore još od perioda Velike Depresije, postojale su značajne razlike u prinosima na akcije velikih banaka u tom periodu.)
MATCH@M:(The analysis has shown that the banks whose board of directors had closer relations with shareholders had poor performance in the period of crisis.===>Analiza je pokazala da su banke koje su imale upravni odbor koji je bio blizak sa akcionarima imale loše performanse u periodu krize.)
MATCH@E:(The analysis has shown that the banks whose board of directors had closer relations with shareholders had poor performance in the period of crisis.===>Analiza je pokazala da su banke koje su imale upravni odbor koji je bio blizak sa akcionarima imale loše performanse u periodu krize.)
MATCH@M:(The banks that were doing business in the countries where requirements concerning capital were stricter and where the rgulator was more autonomous in his work had better performance.===>Banke koje su poslovale u zemljama koje su imale strožije zahteve za kapitalom i gde je regulator bio nezavisniji poslovale su bolje.)
MATCH@E:(The banks that were doing business in the countries where requirements concerning capital were stricter and where the rgulator was more autonomous in his work had better performance.===>Banke koje su poslovale u zemljama koje su imale strožije zahteve za kapitalom i gde je regulator bio nezavisniji poslovale su bolje.)
MATCH@M:(Besides, large banks with more equity capital and more largely financed out of the deposits in 2006, earned significantly higher returns during the crisis.===>Dalje, velike banke koje su imale više osnovnog kapitala i više se fi-nansirale iz depozita na kraju 2006. godine, imale su znacajno vece prinose u toku krize.)
MATCH@E:(Besides, large banks with more equity capital and more largely financed out of the deposits in 2006, earned significantly higher returns during the crisis. ~~~ 3.===>Dalje, velike banke koje su imale više osnovnog kapitala i više se finansirale iz depozita na kraju 2006. godine, imale su značajno veće prinose u toku krize. 3.)
MATCH@M:(The process of corporate governance in banks has a complex framework.===>Proces koporativnog upravljanja u bankama ima kompleksan okvir.)
MATCH@E:(Corporate governance in banking The process of corporate governance in banks has a complex framework.===>Korporativno upravljanje u bankarstvu Proces koporativnog upravljanja u bankama ima kompleksan okvir.)
BAD_LINE_=============================================================
BAD_LINE_M:The process of corporate governance in banks has a complex framework.
BAD_LINE_M:Proces koporativnog upravljanja u bankama ima kompleksan okvir.
BAD_LINE_E:Corporate governance in banking The process of corporate governance in banks has a complex framework.
BAD_LINE_E:Korporativno upravljanje u bankarstvu Proces koporativnog upravljanja u bankama ima kompleksan okvir.
MATCH@M:(Due to functional differences between banks and other corporations, banks are subject to a stricter prudential regulation of capital and risk.===>Zbog funkcionalnih razlika koje postoje izmedu banka i drugih korporacija, banke su podložne strožijoj prudencijalnoj regulaciji kapitala i rizika.)
MATCH@E:(Due to functional differences between banks and other corporations, banks are subject to a stricter prudential regulation of capital and risk.===>Zbog funkcionalnih razlika koje postoje između banka i drugih korporacija, banke su podložne strožijoj prudencijalnoj regulaciji kapitala i rizika.)
MATCH@M:(These differences are further reflected upon the corporate governance practice in banks.===>Dalje se te razlike odražavaju i na praksu korporativnog upravljanja koja postoji u bankama.)
MATCH@E:(These differences are further reflected upon the corporate governance practice in banks Š13Ë.===>Dalje se te razlike odražavaju i na praksu korporativnog upravljanja koja postoji u bankama Š13Ë.)
MATCH@M:(From the banking industry point of view, one part of corporate governance includes, among other things, the method in which the board of directors and the upper-level management manage the banking business.===>Sa aspekta bankarske industrije, deo korporativnog upravljanja u bankama, izmedu ostalog, obuhvata i nacin na koji upravni odbor i viši menadžment upravljaju poslovanjem banke.)
MATCH@E:(From the banking industry point of view, one part of corporate governance includes, among other things, the method in which the board of directors and the upperlevel management manage the banking business.===>Sa aspekta bankarske industrije, deo korporativnog upravljanja u bankama, između ostalog, obuhvata i način na koji upravni odbor i viši menadžment upravljaju poslovanjem banke.)
MATCH@M:(This refers to goal setting and strategy formulation for the banks to achieve these goals, defining the tolerance to risk for the bank, managing the bank on a daily basis, protection of depositors’ interests, meeting their obligations to shareholders, however, paying attention to the interests of other stakeholders in the banks, too.===>Pri tom se misli na postavljanje ciljeva i strategije banke za dostizanje tih ciljeva, odredivanje tolerancije prema rizku za banku, upravljanje bankom na dnevnom nivou, zaštitu interesa deponenata, ispunjavanje obaveza prema akcionari-ma, ali i vodenje racuna o interesima ostalih ste-jkholdera u bankama.)
MATCH@E:(This refers to goal setting and strategy formulation for the banks to achieve these goals, defining the tolerance to risk for the bank, managing the bank on a daily basis, protection of depositors interests, meeting their obligations to shareholders, however, paying attention to the interests of other stakeholders in the banks, too.===>Pri tom se misli na postavljanje ciljeva i strategije banke za dostizanje tih ciljeva, određivanje tolerancije prema rizku za banku, upravljanje bankom na dnevnom nivou, zaštitu interesa deponenata, ispunjavanje obaveza prema akcionarima, ali i vođenje računa o interesima ostalih stejkholdera u bankama.)
MATCH@M:(All corporate activities have to be in accord with a safe and steady manner in which the bank operates, which is in harmony with the prudential and regulatory framework.===>Sve korporativne aktivnosti moraju biti u skladu sa sigurnim i kvalitetnim nacinom poslovanja banke što je usaglašeno sa zakonskim i regulatornim okvirima.)
MATCH@E:(All corporate activities have to be in accord with a safe and steady manner in which the bank operates, which is in harmony with the prudential and regulatory framework.===>Sve korporativne aktivnosti moraju biti u skladu sa sigurnim i kvalitetnim načinom poslovanja banke što je usaglašeno sa zakonskim i regulatornim okvirima.)
MATCH@M:(Due to the importance corporate governance has in achieving the banking goals and risk management in banks, the Basel Committe on Banking Supervision, with the Bank for International Settlements, adopted in 1999 the Principles for Enhancing Corporate Governance in banking organizations.===>Zbog znacaja koji korporativno upravljanje ima za ostvarivanje bankarskh ciljeva i upravljanje rizicima u bankama, Bazelski komitet za superviziju banka, pri Medunarodnoj banci za poravnanja, je 1999. godine do-neo Vodic za unapredenje korporativnog upravljanja u bankarskim organizacijama.)
MATCH@E:(Due to the importance corporate governance has in achieving the banking goals and risk management in banks, the Basel Committe on Banking Supervision, with the Bank for International Settlements, adopted in 1999 the Principles for Enhancing Corporate Governance in banking organizations.===>Zbog značaja koji korporativno upravljanje ima za ostvarivanje bankarskh ciljeva i upravljanje rizicima u bankama, Bazelski komitet za superviziju banka, pri Međunarodnoj banci za poravnanja, je 1999. godine doneo Vodič za unapređenje korporativnog upravljanja u bankarskim organizacijama.)
MATCH@M:(The document was additionally modified in 2006, and also includes the principles of corporate governance adopted by the Organization for Economic Co-operation and Development in 2004.===>Taj dokument je dodatno modifikovan 2006. godine, a u sebi ukljucuje i principe korporativnog upravljanja koje je donela Organizacije za ekonomski razvoj i saradnju (OECD) 2004. godine.)
MATCH@E:(The document was additionally modified in 2006, and also includes the principles of corporate governance adopted by the Organization for Economic Co-operation and Development in 2004.===>Taj dokument je dodatno modifikovan 2006. godine, a u sebi uključuje i principe korporativnog upravljanja koje je donela Organizacije za ekonomski razvoj i saradnju (OECD) 2004. godine.)
MATCH@M:(Finally, under the impact of the crisis, these recommendations were modified once again in 2010, in order to promote a quality corporate governance in banks.===>Konacno, u 2010. godini, pod uticajem krize donete je još jedna izmena ovih preporuka, a sve u cilju promo-visanja dobrog korporativnog upravljanja u banakama.)
MATCH@E:(Finally, under the impact of the crisis, these recommendations were modified once again in 2010, in order to promote a quality corporate governance in banks.===>Konačno, u 2010. godini, pod uticajem krize donete je još jedna izmena ovih preporuka, a sve u cilju promovisanja dobrog korporativnog upravljanja u banakama.)
MATCH@M:(The document adopted by the Basel Committee, therefore, is void and does not pretend to be a regulatory framework, but presents guidelines and recommendations.===>Dakle, dokument Komiteta u Bazelu nema snagu i nema pretenziju regulatornog okvira vec predstavlja smer-nice i preporuke.)
MATCH@E:(The document adopted by the Basel Committee, therefore, is void and does not pretend to be a regulatory framework, but presents guidelines and recommendations.===>Dakle, dokument Komiteta u Bazelu nema snagu i nema pretenziju regulatornog okvira već predstavlja smernice i preporuke.)
MATCH@M:(The Basel Committee Recommendations highlight the importance of the role of the board of directors, especially the role of autonomous directors and the upper-level management in banks.===>Preporuke Bazelskog komiteta isticu znacaj uloge upravnog odbora, sa posebnim akcentom na ulozi nezavisnih direktora i višeg menadžementa u bankama.)
MATCH@E:(The Basel Committee Recommendations highlight the importance of the role of the board of directors, especially the role of autonomous directors and the upperlevel management in banks.===>Preporuke Bazelskog komiteta ističu značaj uloge upravnog odbora, sa posebnim akcentom na ulozi nezavisnih direktora i višeg menadžementa u bankama.)
MATCH@M:(In addition, special attention is paid to the role of internal and external audit, to the function of internal control, to transparency in management, to the role of the supervisor in promoting and assessment of the quality of corporate management.===>Dalje, obraca se posebna pažnja na ulogu unutrašnje i spoljašnje revizije, na funkciju unutrašnje kontrole, na transparentnost upravljanja, na ulogu supervizora u promovisanju i procenjivanju kvaliteta korporativnog upravljanja.)
MATCH@E:(In addition, special attention is paid to the role of internal and external audit, to the function of internal control, to transparency in management, to the role of the supervisor in promoting and assessment of the quality of corporate management Š2Ë.===>Dalje, obraća se posebna pažnja na ulogu unutrašnje i spoljašnje revizije, na funkciju unutrašnje kontrole, na transparentnost upravljanja, na ulogu supervizora u promovisanju i procenjivanju kvaliteta korporativnog upravljanja Š2Ë.)
MATCH@M:(In order that corporate strategy be well established in the today’s complex environment, the management is required to have a developed system of strategically oriented management accounting as support to strategic planning of bank growth and development, i.e., to strategic decision making.===>Da bi se dobro postavila korporativna strategija u današnjem kompleksnom okruženju od menadžmenta banke se zahteva da ima razvijen sistem strategijski ori-jentisanog upravljackog racunovodstva kao podršku strateškom planiranju rasta i razvoja banke, odnosno strateškom odlucivanju.)
MATCH@E:(In order that corporate strategy be well established in the todays complex environment, the management is required to have a developed system of strategically oriented management accounting as support to strategic planning of bank growth and development, i.e., to strategic decision making.===>Da bi se dobro postavila korporativna strategija u današnjem kompleksnom okruženju od menadžmenta banke se zahteva da ima razvijen sistem strategijski orijentisanog upravljačkog računovodstva kao podršku strateškom planiranju rasta i razvoja banke, odnosno strateškom odlučivanju.)
MATCH@M:(The management accounting system in a competitive environment has to support the bank strategy, which is not possible if it does not include the elements of strategically oriented management accounting.===>Racunovodstveni sistem za upravljanje u konkurentnom okruženju mora da podržava strategiju banke, što nije moguce ukoliko ne sadrži elemente upravljackog racunovodstva strategijske orijentacije.)
MATCH@E:(The management accounting system in a competitive environment has to support the bank strategy, which is not possible if it does not include the elements of strategically oriented management accounting.===>Računovodstveni sistem za upravljanje u konkurentnom okruženju mora da podržava strategiju banke, što nije moguće ukoliko ne sadrži elemente upravljačkog računovodstva strategijske orijentacije.)
MATCH@M:(The stress is on a good relationship between the management accounting and the bank strategy.===>Akcenat je na dobroj vezi izmedju upravljackog racunovodstva i strategije banke.)
MATCH@E:(The stress is on a good relationship between the management accounting and the bank strategy Š9Ë.===>Akcenat je na dobroj vezi izmedju upravljačkog računovodstva i strategije banke Š9Ë.)
MATCH@M:(The differences among banks as financial institutions and corporations certainly have a significant effect upon the differences in view of corporate governance among them.===>Razlike koje postoje izmedu banaka kao finansijskih institucija i preduzeca sigurno znacajno uticu i na razlike u pogledu korporativnog upravljanju medu njima.)
MATCH@E:(The differences among banks as financial institutions and corporations certainly have a significant effect upon the differences in view of corporate governance among them.===>Razlike koje postoje između banaka kao finansijskih institucija i preduzeća sigurno značajno utiču i na razlike u pogledu korporativnog upravljanju među njima.)
MATCH@M:(The essence of banking is that banks willingly accept the gap that exists in the time structure between their assets and liabilities.===>Sama suština bankarskog poslovanja jeste da banke dobrovoljno prihvataju neuskladenost koja postoji u rocnoj strukturi izmedu njihove aktive i pasive.)
MATCH@E:(The essence of banking is that banks willingly accept the gap that exists in the time structure between their assets and liabilities.===>Sama suština bankarskog poslovanja jeste da banke dobrovoljno prihvataju neusklađenost koja postoji u ročnoj strukturi između njihove aktive i pasive.)
MATCH@M:(As a consequence, the very existence of banks essentially depends on an immediate and constant access to assets, whether these are deposits, shortterm financing on inter-bank market, financing on the security market, or financing by the central bank as the ultimate source of finances.===>Kao posledica toga, samo postojanje banaka kljucno zavisi od neometanog konstantnog pristupa sredstvima, bilo da su u pitanju depoziti, kratkorocno finansiranje na medubankarskom tržištu, finansiranje na tržištu hartija od vrednosti ili finansiranje od strane cen-talne banke kao poslednjeg utocišta izvora sredstava.)
MATCH@E:(As a consequence, the very existence of banks essentially depends on an immediate and constant access to assets, whether these are deposits, shortterm financing on inter-bank market, financing on the security market, or financing by the central bank as the ultimate source of finances.===>Kao posledica toga, samo postojanje banaka ključno zavisi od neometanog konstantnog pristupa sredstvima, bilo da su u pitanju depoziti, kratkoročno finansiranje na međubankarskom tržištu, finansiranje na tržištu hartija od vrednosti ili finansiranje od strane centalne banke kao poslednjeg utočišta izvora sredstava.)
MATCH@M:(It is this urgent need of banks for solvency that was clearly visible in the period of financial crisis when all possible sources of finances dried up at the same time and for all banks, so Central banks had to intervene to prevent the collapse of the banking system in those countries.===>Upravo se ta izražena potreba banka za likvidnošcu jasno pokazala u vreme finansijske krize kada su svi moguci izvori sredstva presušili u isto vreme za sve banke, pa su Centralne banke morale da intervenišu da bi sprecile kolaps bankarskog sistema u tim zemljama.)
MATCH@E:(It is this urgent need of banks for solvency that was clearly visible in the period of financial crisis when all possible sources of finances dried up at the same time and for all banks, so Central banks had to intervene to prevent the collapse of the banking system in those countries.===>Upravo se ta izražena potreba banka za likvidnošću jasno pokazala u vreme finansijske krize kada su svi mogući izvori sredstva presušili u isto vreme za sve banke, pa su Centralne banke morale da intervenišu da bi sprečile kolaps bankarskog sistema u tim zemljama.)
MATCH@M:(Hence their direct rivals are simultaneously their important partners in business.===>Samim tim, njihovi direktni konkurentni su ujedno i važni partneri u poslu.)
MATCH@E:(Hence their direct rivals are simultaneously their important partners in business.===>Samim tim, njihovi direktni konkurentni su ujedno i važni partneri u poslu.)
MATCH@M:(The connections among banks are primarily seen in the interbank money market, over-the-counter market of derivatives and in the foreign exchange market.===>Povezanost banaka se ogleda pre svega na medubankarskom tržištu novca, vanberzanskom tržištu izvedenih hartija od vrednosti i na deviznom tržištu.)
MATCH@E:(The connections among banks are primarily seen in the interbank money market, over-the-counter market of derivatives and in the foreign exchange market.===>Povezanost banaka se ogleda pre svega na međubankarskom tržištu novca, vanberzanskom tržištu izvedenih hartija od vrednosti i na deviznom tržištu.)
MATCH@M:(In case large sums are withdrawn, the liquid assets of the bank can very fast be drained.===>U slucaju obimnijeg povlacenja sredstva likvidna sredstva banke vrlo brzo mogu biti iscrpena.)
MATCH@E:(In case large sums are withdrawn, the liquid assets of the bank can very fast be drained.===>U slučaju obimnijeg povlačenja sredstva likvidna sredstva banke vrlo brzo mogu biti iscrpena.)
MATCH@M:(Regulation primarily refers to the amount of risk banks can take, but also to the bank’s exposure to one entity or a group of related entities, etc.===>Regulacija se pre svega odnosi na velicinu rizika koje banke mogu da preuzmu, ali i izloženost banke prema jednom licu ili više povezanih lica itd.)
MATCH@E:(Regulation primarily refers to the amount of risk banks can take, but also to the banks exposure to one entity or a group of related entities, etc.===>Regulacija se pre svega odnosi na veličinu rizika koje banke mogu da preuzmu, ali i izloženost banke prema jednom licu ili više povezanih lica itd.)
MATCH@M:(The crisis underlined the importance of a strong corporate governance in banks.===>Kriza je istakla znacaj jakog korporativnog upravljanja u bankama.)
MATCH@E:(The crisis underlined the importance of a strong corporate governance in banks.===>Kriza je istakla značaj jakog korporativnog upravljanja u bankama.)
MATCH@M:(It is in this sense that the chairman of the Basel Committee and the president of the Netherlands bank Not Wellink commented: “A careful implementation of corporate governance by banks, together with a strict control and monitoring by the governor can ensure the safety and quality of banks as well as the stability of the financial system.“===>U tom smislu je i data izjava predsedava-juceg Komiteta u Bazelu i predsednika Netherlands banke Nout Wellink-a koji je rekao: “Pažljiva primena principa korporativnog upravljanja od strane banaka, zajedno sa strogom kontrolom i pracenjem od strane regulatora može osigurati sigunost i kvalitet banaka isto kao i stabilnost finansijskog sistema“.)
MATCH@E:(It is in this sense that the chairman of the Basel Committee and the president of the Netherlands bank Not Wellink commented: A careful implementation of corporate governance by banks, together with a strict control and monitoring by the governor can ensure the safety and quality of banks as well as the stability of the financial system.===>U tom smislu je i data izjava predsedavajućeg Komiteta u Bazelu i predsednika Netherlands banke Nout Wellink-a koji je rekao: ~~~ Pažljiva primena principa korporativnog upravljanja od strane banaka, zajedno sa strogom kontrolom i praćenjem od strane regulatora može osigurati sigunost i kvalitet banaka isto kao i stabilnost finansijskog sistema.)
MATCH@M:(The Basel Committee on Banking Supervision stated certain problems that arose in the period of the beginning of the financial crisis and adopted the principle for enhancing corporate governance in banks.===>Bazelski komitet za superviziju banaka je uvrdio odredene probleme koji su se pokazali u periodu izbijanja finansijske krize i doneo vodic za unapredenje pricipa korporativnog upravljanja u bankama.)
MATCH@E:(The Basel Committee on Banking Supervision stated certain problems that arose in the period of the beginning of the financial crisis and adopted the principle for enhancing corporate governance in banks.===>Bazelski komitet za superviziju banaka je uvrdio određene probleme koji su se pokazali u periodu izbijanja finansijske krize i doneo vodič za unapređenje pricipa korporativnog upravljanja u bankama.)
MATCH@M:(The principles of this new, improved corporate governance, fourteen in total, refer primarily to the role of the board of managing directors, the qualifications of the members and the composition of the board of directors, the importance of the independent members of the board, the importance of an adequate risk management, the compensation system in the bank, etc.===>Principi tog novog unapredenog korporativnog upravljanja, kojih inace ima cetrnaest, odnose se pre svega na ulogu upravnog odbora banke, kvalifikacije clanova i sastav upravnog odbora, znacaj nezavisnih clanova odbora, znacaj adekvatnog i nezavisnog upravljanja rizicima, sistem kompenzacija u banci.)
MATCH@E:(The principles of this new, improved corporate governance, fourteen in total, refer primarily to the role of the board of managing directors, the qualifications of the members and the composition of the board of directors, the importance of the independent members of the board, the importance of an adequate risk management, the compensation system in the bank, etc. ~~~ Š3Ë.===>Principi tog novog unapređenog korporativnog upravljanja, kojih inače ima četrnaest, odnose se pre svega na ulogu upravnog odbora banke, kvalifikacije članova i sastav upravnog odbora, značaj nezavisnih članova odbora, značaj adekvatnog i nezavisnog upravljanja rizicima, sistem kompenzacija u banci Š3Ë.)
MATCH@M:(The role of the board of directors is essential in view of the overall banking business, risk management, overall organization and bank management.===>Uloga upravnog odbora je kljucna u pogledu ukupnog poslovanja banke, upravljanja rizicima, opšteg organi-zovanja i upravljanja bankom.)
MATCH@E:(The role of the board of directors is essential in view of the overall banking business, risk management, overall organization and bank management.===>Uloga upravnog odbora je ključna u pogledu ukupnog poslovanja banke, upravljanja rizicima, opšteg organizovanja i upravljanja bankom.)
MATCH@M:(The board of directors adopts and monitors the risk management strategy taking into account the long-term interest and the safety of the bank.===>Upravi odbor odobrava i nadgleda primenu strategije upravljanja rizicima uzimaj uci u obzir dugorocni interes i sigurnost banke.)
MATCH@E:(The board of directors adopts and monitors the risk management strategy taking into account the long-term interest and the safety of the bank.===>Upravi odbor odobrava i nadgleda primenu strategije upravljanja rizicima uzimajući u obzir dugoročni interes i sigurnost banke.)
MATCH@M:(Furthermore, it is in charge of the implementation of the corporate governance principle in banks, as well as of corporate values and rules of behaviour in the institutions.===>Dalje, upravni odbor vodi racuna o primeni principa korporativnog upravljanja u bankama isto kao i korporativnim vrednostima i pravilima ponašanja u instituciji.)
MATCH@E:(Furthermore, it is in charge of the implementation of the corporate governance principle in banks, as well as of corporate values and rules of behaviour in the institutions.===>Dalje, upravni odbor vodi računa o primeni principa korporativnog upravljanja u bankama isto kao i korporativnim vrednostima i pravilima ponašanja u instituciji.)
MATCH@M:(In addition, the responsibility of the board of managing directors is to supervise the work of the upper-level management in the bank and coordinate their work with the general strategy of business doing.===>Pored toga, upravni odbor ima dužnost da nadgleda rad višeg menadžmenta u banci i usaglašenost njihovog rada sa opštom strategijom poslovanja.)
MATCH@E:(In addition, the responsibility of the board of managing directors is to supervise the work of the upperlevel management in the bank and coordinate their work with the general strategy of business doing.===>Pored toga, upravni odbor ima dužnost da nadgleda rad višeg menadžmenta u banci i usaglašenost njihovog ra da sa opštom strategijom poslovanja.)
MATCH@M:(In performing these duties, the board of managing direcors has to take care about the interests of shareholders, depositors and other important stakeholders in the bank.===>Prilikom izvršavanja svojih dužnosti upravni odbor mora voditi racuna o interesima akcionara, depozitora i drugih znacajnih stejkholdera u banci.)
MATCH@E:(In performing these duties, the board of managing direcors has to take care about the interests of shareholders, depositors and other important stakeholders in the bank.===>Prilikom izvršavanja svojih dužnosti upravni odbor mora voditi računa o interesima akcionara, depozitora i drugih značajnih stejkholdera u banci.)
MATCH@M:(As to the qualifications of the board of managing directors members, they must have an adequate knowledge and experience relevant for the bank’s business activities.===>Što se tice kvalifikacija upravnog odbora, on mora imati odgovarajuce znanje i iskustvo koje je relevantno za poslovne aktivnosti banke.)
MATCH@E:(As to the qualifications of the board of managing directors members, they must have an adequate knowledge and experience relevant for the banks business activities.===>Što se tiče kvalifikacija upravnog odbora, on mora imati odgovarajuće znanje i iskustvo koje je relevantno za poslovne aktivnosti banke.)
MATCH@M:(The board of managing directors has to clearly understand the role it plays in the corporate governance of the bank.===>Upravni odbor mora jasno razumeti ulogu koju ima u korporativnom upravljanju bankom.)
MATCH@E:(The board of managing directors has to clearly understand the role it plays in the corporate governance of the bank.===>Upravni odbor mora jasno razumeti ulogu koju ima u korporativnom upravljanju bankom.)
MATCH@M:(In addition, the members of the board must have certain competencies and personal qualities required for the office they hold.===>Pored toga, clanovi upravnog odbora moraju raspolagati odredenim kompetencijama i licnim kvalite-tima za poziciju koju zauzimaju.)
MATCH@E:(In addition, the members of the board must have certain competencies and personal qualities required for the office they hold.===>Pored toga, članovi upravnog odbora moraju raspolagati određenim kompetencijama i ličnim kvalitetima za poziciju koju zauzimaju.)
MATCH@M:(The board of managers also has to define the corporate governance practice for their own work and take care that these principles are observed, and, if necessary, improved.===>Upravni odbor takode mora da definiše praksu korporativnog upravljanja za svoj rad i da vodi racuna da se ti principi slede i povremeno, prema potrebi, unapreduju.)
MATCH@E:(The board of managers also has to define the corporate governance practice for their own work and take care that these principles are observed, and, if necessary, improved.===>Upravni odbor takođe mora da definiše praksu korporativnog upravljanja za svoj rad i da vodi računa da se ti principi slede i povremeno, prema potrebi, unapređuju.)
MATCH@M:(Furthermore, the practice of an adequate corporate governance means that the bord of managing directors also includes independent candidates that have a required knowledge, qualifications and reputation to perform the defined duties, but who will also devote their time and make efforts towards accomplishing their tasks.===>Dalje, praksa dobrog korporativnog upravljanja podrazumeva da se u upravnom odboru banke nadu i nezavisni kandidati koji imaju potrebno znanje, kvalifikaciju i reputaciju za obavljanje definisanih poslova, ali koji ce izdvojiti vreme i uložiti napor prema svojim zaduženjima.)
MATCH@E:(Furthermore, the practice of an adequate corporate governance means that the bord of managing directors also includes independent candidates that have a required knowledge, qualifications and reputation to perform the defined duties, but who will also devote their time and make efforts towards accomplishing their tasks.===>Dalje, praksa dobrog korporativnog upravljanja podrazumeva da se u upravnom odboru banke nađu i nezavisni kandidati koji imaju potrebno znanje, kvalifikaciju i reputaciju za obavljanje definisanih poslova, ali koji će izdvojiti vreme i uložiti napor prema svojim zaduženjima.)
MATCH@M:(The practice of an adequate corporate governance in banks means that the identification, control and risk management are performed permanently, both on the level of the bank and on the level of an individual business unit.===>Praksa dobrog korporativnog upravljanja u bankama podrazumeva da se identifikacija, kontrola i upravljanje rizicima vrši konstantno na nivou cele banke i na novou pojedinacne poslovne jedinice.)
MATCH@E:(The practice of an adequate corporate governance in banks means that the identification, control and risk management are performed permanently, both on the level of the bank and on the level of an individual business unit.===>Praksa dobrog korporativnog upravljanja u bankama podrazumeva da se identifikacija, kontrola i upravljanje rizicima vrši konstantno na nivou cele banke i na novou pojedinačne poslovne jedinice.)
MATCH@M:(The bank should have an independent risk management fuction (in the person of the Chief Risk Officer, etc. ) with enough authority, autonomy, resources and access to the board of managing directors.===>Banka bi trebalo da ima nezavisnu funkciju za upravljanje rizicima (u vidu izvršnog direktora za upravljanje rizicima (Chief Risk Officer) ili slicno) koja ce imati dovoljno autoriteta, nezavisnosti, resursa i pristupa upravnom odboru.)
MATCH@E:(The bank should have an independent risk management fuction (in the person of the Chief Risk Officer, etc. ) with enough authority, autonomy, resources and access to the board of managing directors.===>Banka bi trebalo da ima nezavisnu funkciju za upravljanje rizicima (u vidu izvršnog direktora za upravljanje rizicima (Chief Risk Officer) ili slično) koja će imati dovoljno autoriteta, nezavisnosti, resursa i pristupa upravnom odboru.)
MATCH@M:(The risk management unit and internal control have to be informed at all times about the change in the risk profile of the bank, but also with the novel developments in the field of external risk sources.===>Jedinica za upravljanje rizicima i unutrašnja kontrola moraju uvek biti u toku sa promenama rizicnog profila banke ali i sa novinama na polju eksternih izvora rizika.)
MATCH@E:(The risk management unit and internal control have to be informed at all times about the change in the risk profile of the bank, but also with the novel developments in the field of external risk sources.===>Jedinica za upravljanje rizicima i unutrašnja kontrola moraju uvek biti u toku sa promenama rizičnog profila banke ali i sa novinama na polju eksternih izvora rizika.)
MATCH@M:(An efficient risk management requires a powerful internal communication throughout the bank and through reporting to the board of directors and the upper-level management.===>Efikasno upravljanje rizicima zahteva snažnu internu komunikaciju u okviru cele banke i kroz izveštavanje upravnom odboru i višem menadžmentu.)
MATCH@E:(An efficient risk management requires a powerful internal communication throughout the bank and through reporting to the board of directors and the upper-level management.===>Efikasno upravljanje rizicima zahteva snažnu internu komunikaciju u okviru cele banke i kroz izveštavanje upravnom odboru i višem menadžmentu.)
MATCH@M:(The last, but not the laest item of corporate governance refers to the system and structure of compensations, and especially coordination of compensations to those working on the risks taken.===>Poslednja, ali ne manje bitna stavka korporativnog upravljanja se odnosi na sistem i strukturu kompenzacija, a posebno uskladivanje kompenzacija zaposlenih sa rizicima koji se preuzimaju.)
MATCH@E:(The last, but not the laest item of corporate governance refers to the system and structure of compensations, and especially coordination of compensations to those working on the risks taken.===>Poslednja, ali ne manje bitna stavka korporativnog upravljanja se odnosi na sistem i strukturu kompenzacija, a posebno usklađivanje kompenzacija zaposlenih sa rizicima koji se preuzimaju.)
MATCH@M:(The principles of corporate governance adopted by the Basel Committee refer to the document adopted by the Financial Stability Forum, “ Principles of good compensation practice“ as regards recommendations for defining an adequate compensation system in banks.===>Principi korporativnog upravljanja koje je doneo Bazelski komitet upucuju na dokument koji je sacinio Finansijski forum za stabilnost „Principi dobre prakse kompenzacije“ u pogledu preporuka za definisanje adekvatnog sistema kompenzacija u bankama.)
MATCH@E:(The principles of corporate governance adopted by the Basel Committee refer to the document adopted by the Financial Stability Forum, Principles of good compensation practice as regards recommendations for defining an adequate compensation system in banks Š7Ë.===>Principi korporativnog upravljanja koje je doneo Bazelski komitet upućuju na dokument koji je sačinio Finansijski forum za stabilnost Principi dobre prakse kompenzacije u pogledu preporuka za definisanje adekvatnog sistema kompenzacija u bankama Š7Ë.)
MATCH@M:(The basic idea included in these principles is to create a basis for an effective compensation management, and that these are harmonized with the risks taken, that an effective control is performed by the supervisor and that stakeholders themselves participate in compensation systems.===>Osnovna ideja sadržana u ovim principima jeste da se kreira osnova za efektivno upravljanje kompenzacijama, da se one usklade sa rizicima koji se preuzimaju, da se efektivno vrši kontrola od strane supervizora i da sami stejkholderi ucestvuju u sistemima kompenzacije.)
MATCH@E:(The basic idea included in these principles is to create a basis for an effective compensation management, and that these are harmonized with the risks taken, that an effective control is performed by the supervisor and that stakeholders themselves participate in compensation systems.===>Osnovna ideja sadržana u ovim principima jeste da se kreira osnova za efektivno upravljanje kompenzacijama, da se one usklade sa rizicima koji se preuzimaju, da se efektivno vrši kontrola od strane supervizora i da sami stejkholderi učestvuju u sistemima kompenzacije.)
MATCH@M:(The compensation practice in large financial organizations is believed to have significantly contributed to the 2007 crisis.===>Smatra se da je praksa kompenzacija u velikim finansijskim organizacijama umnogome do-prinela nastanku krize 2007. godine.)
MATCH@E:(The compensation practice in large financial organizations is believed to have significantly contributed to the 2007 crisis.===>Smatra se da je praksa kompenzacija u velikim finansijskim organizacijama umnogome doprinela nastanku krize 2007. godine.)
MATCH@M:(Namely, the high short-term profits resulted in ample bonuses to the employees, without any attention being paid to the longterm risks that emerged.===>Naime, visoki kratkorocni profiti su vodili do veoma velikih bonusa zaposlenima a da se nisu sagledali dugorocni rizici koji su nastali.)
MATCH@E:(Namely, the high short-term profits resulted in ample bonuses to the employees, without any attention being paid to the longterm risks that emerged.===>Naime, visoki kratkoročni profiti su vodili do veoma velikih bonusa zaposlenima a da se nisu sagledali dugoročni rizici koji su nastali.)
MATCH@M:(The ides of the adopted principles is to reduce incentives for taking high risks that may result from compensation schemes.===>Ideja donetih principa jeste da se smanje pod-sticiji za preuzimanje velikog rizika koji mogu proisti-cati iz kompenzacionih šema.)
MATCH@E:(The ides of the adopted principles is to reduce incentives for taking high risks that may result from compensation schemes.===>Ideja donetih principa jeste da se smanje podsticiji za preuzimanje velikog rizika koji mogu proisticati iz kompenzacionih šema.)
MATCH@M:(Insufficient attention paid in the past period to the risks taken used to result in exceptionally high bonuses in financial industry, and the boards of managing directors failed to identify the link between compensation schemes and risk management in financial institutions.===>Ranije je nedovoljna pažnja ka preuzetim rizicima dovodila do izuzetno velikih bonusa u finansijskoj industriji, a upravni odbori nisu videli vezu izmedu kompenzacionih šema i upravljanja rizikom u finansijskim institucijama.)
MATCH@E:(Insufficient attention paid in the past period to the risks taken used to result in exceptionally high bonuses in financial industry, and the boards of managing directors failed to identify the link between compensation schemes and risk management in financial institutions Š7Ë.===>Ranije je nedovoljna pažnja ka preuzetim rizicima dovodila do izuzetno velikih bonusa u finansijskoj industriji, a upravni odbori nisu videli vezu između kompenzacionih šema i upravljanja rizikom u finansijskim institucijama Š7Ë.)
MATCH@M:(The listed principles say that compensation has to be harmonized with all types of risk taken, that the board of managing directors has to actively monitor the creation and functioning of the compensation systems, to control and harmonize them.===>Navedeni principi kažu da kompenzacija mora biti uskladena sa svim vrstama rizika koji se preuzimaju, da upravni odbor mora aktivno da nadgleda kreiranje i funkcionisan-je sistema kompenzacija, kao i da vrši kontrolu i uskladivanje.)
MATCH@E:(The listed principles say that compensation has to be harmonized with all types of risk taken, that the board of managing directors has to actively monitor the creation and functioning of the compensation systems, to control and harmonize them.===>Navedeni principi kažu da kompenzacija mora biti usklađena sa svim vrstama rizika koji se preuzimaju, da upravni odbor mora aktivno da nadgleda kreiranje i funkcionisanje sistema kompenzacija, kao i da vrši kontrolu i usklađivanje.)
MATCH@M:(Compensation for each employee in the firm has to be in harmony with the risk this employee takes on behalf of the institution.===>Kompenzacija za svakog zaposlenog u firmi mora da bude uskladena sa rizikom koji taj zaposleni preuzima u ime institucije.)
MATCH@E:(Compensation for each employee in the firm has to be in harmony with the risk this employee takes on behalf of the institution.===>Kompenzacija za svakog zaposlenog u firmi mora da bude usklađena sa rizikom koji taj zaposleni preuzima u ime institucije. ništvu domaćih privatnih lica.)
MATCH@M:(National governors include the Basel principles of corporate governance into the legislation and other regulatory acts in order that banks have a powerful system of corporate governance that would ensure and maintain trust of clients in banking institutions.===>Bazelske principe korporativnog upravljanja nacionalni regulatori ukljucuju u zakonske i druge regulatorne propise trudeci se da banke imaju snažan sistem korporativnog upravljanja koji ce osigurati postizanje i održavanje poverenja u bankarski sistem.)
MATCH@E:(National governors include the Basel principles of corporate governance into the legislation and other regulatory acts in order that banks have a powerful system of corporate governance that would ensure and maintain trust of clients in banking institutions.===>Bazelske principe korporativnog upravljanja nacionalni regulatori uključuju u zakonske i druge regulatorne propise trudeći se da banke imaju snažan sistem korporativnog upravljanja koji će osigurati postizanje i održavanje poverenja u bankarski sistem.)
MATCH@M:(Corporate governance is important for the banking system operations itself, but also for the economy as a whole.===>Korporativno upravljanje je važno i za funkcionisanje samog bankarskog sistema ali i ekonomije kao celine.)
MATCH@E:(Corporate governance is important for the banking system operations itself, but also for the economy as a whole.===>Korporativno upravljanje je važno i za funkcionisanje samog bankarskog sistema ali i ekonomije kao celine.)
MATCH@M:(The regulators should evaluate corporate governance in the banks on a regular basis.===>Regulatori bi trebalo da redovno ocenjuju korporativno upravljanje u bankama.)
MATCH@E:(The regulators should evaluate corporate governance in the banks on a regular basis.===>Regulatori bi trebalo da redovno ocenjuju korporativno upravljanje u bankama.)
MATCH@M:(The financial crisis that began in 2007 also brought into light the problems in corporate governance in banks.===>U toku finansijske krize koja je zapocela 2007. godine isplivali su i problemi u korporativnom upravljanju u bankama.)
MATCH@E:(The financial crisis that began in 2007 also brought into light the problems in corporate governance in banks.===>U toku finansijske krize koja je započela 2007. godine isplivali su i problemi u korporativnom upravljanju u bankama.)
MATCH@M:(The new standard of capital adequacy, defined in the Basel III standards, requires considerably stricter rules of bank regulation, with an aim to improve the bank capability of resistance to the future financial crises.===>Novi standard adekvatnosti kapitala, olicen u vidu Bazel III standarda, zahteva mnogo strožija pravila regulisanja banaka, kojima je cilj da povecaju sposobnost banaka da se odupru buducim finansijskim krizama.)
MATCH@E:(The new standard of capital adequacy, defined in the Basel III standards, requires considerably stricter rules of bank regulation, with an aim to improve the bank capability of resistance to the future financial crises.===>Novi standard adekvatnosti kapitala, oličen u vidu Bazel III standarda, zahteva mnogo strožija pravila regulisanja banaka, kojima je cilj da povećaju sposobnost banaka da se odupru budućim finansijskim krizama.)
MATCH@M:(One of the objectives of the measures stipulated in the Basel III standards refers to the very improvement of corporate governance in banks.===>Izmedu ostalog jedan od ciljeva mera koje su sadržane u oviru Bazel III standarda odnosi se upravo na poboljšanje korporativnog upravljanja u bankama.)
MATCH@E:(One of the objectives of the measures stipulated in the Basel III standards refers to the very improvement of corporate governance in banks. ~~~ 4.===>Između ostalog jedan od ciljeva mera koje su sadržane u oviru Bazel III standarda odnosi se upravo na poboljšanje korporativnog upravljanja u bankama. 4.)
MATCH@M:(At the end of the second quarter of 2011, the banking sector in Serbia includes 33 banks, however, it is expected that the number will be reduced by one bank after the merging process of two banks has been completed.===>Na kraju drugog tromesecja 2011. godine, bankarski sektor Srbije cine 33 banke, ali se relativno brzo ocekuje smanjenje tog broja za jednu banku nakon što se proces spajanja dve banke privede kraju.)
MATCH@E:(Characteristics of the banking sector in Serbia At the end of the second quarter of 2011, the banking sector in Serbia includes 33 banks, however, it is expected that the number will be reduced by one bank after the merging process of two banks has been completed.===>Karakteristike bankarskog sektora Srbije Na kraju drugog tromesečja 2011. godine, bankarski sektor Srbije čine 33 banke, ali se relativno brzo očekuje smanjenje tog broja za jednu banku nakon što se proces spajanja dve banke privede kraju.)
MATCH@M:(Despite the tendency of reducing the number of employees in the banking sector of Serbia, this sector has the largest number of employees in the financial mediation industry, 30,000 people.===>Iako je u posled-nje dve godine prisutna tendencija smanjenja broja zaposlenih u bankarskom sektoru Srbije, ovaj sektor u okviru delatnosti finansijskog posredovanja ima najviše zaposlenih, skoro 30.000 ljudi.)
MATCH@E:(Despite the tendency of reducing the number of em ployees in the banking sector of Serbia, this sector has the largest number of employees in the financial mediation industry, 30,000 people.===>Iako je u poslednje dve godine prisutna tendencija smanjenja broja zaposlenih u bankarskom sektoru Srbije, ovaj sektor u okviru delatnosti finansijskog posredovanja ima najviše zaposlenih, skoro 30.000 ljudi.)
MATCH@M:(The ownership structure of the banks in Serbia is such that 21 benks are in the ownership of foreign entities, while 12 banks are owned by national entities.===>Vlasnicka struktura banaka u Srbiji je takva da je 21 banka u vlasništvu stranih lica, a 12 banaka je u vlasništvu domacih lica.)
MATCH@E:(The ownership structure of the banks in Serbia is such that 21 benks are in the ownership of foreign entities, while 12 banks are owned by national entities.===>Vlasnička struktura banaka u Srbiji je takva da je 21 banka u vlasništvu stranih lica, a 12 banaka je u vlasništvu domaćih lica.)
MATCH@M:(The foreign entities - owners of the banks come from 11 different countries (Austria, Greece, France, Italy, Slovenia, Belgium, Russia, the USA, Cyprus, Germany, and Hungary).===>Vlasnici banaka koji su strana lica dolaze iz 11 razlicitih zemalja (Austrija, Grcka, Francuska, Italija, Slovenija, Belgija, Rusija, SAD, Kipar, Nemacka i Madarska).)
MATCH@E:(The foreign entities owners of the banks come from 11 different countries (Austria, Greece, France, Italy, Slovenia, Belgium, Russia, the USA, Cyprus, Germany, and Hungary).===>Vlasnici banaka koji su strana lica dolaze iz 11 različitih zemalja (Austrija, Grčka, Francuska, Italija, Slovenija, Belgija, Rusija, SAD, Kipar, Nemačka i Mađarska).)
MATCH@M:(The net assets of the banks at the end of the second quarter of 2011 amounts to RSD 2,476 billion or around € 24 billion, while the total capital of the banking sector of Serbia for the same period is RSD 520 billion or slightly more than € 5 billion.===>Neto aktiva banaka na kraju drugog tromesecja 2011. godine iznosi 2.476 milijardi dinara ili oko 24 milijarde evra, dok je ukupan kapital bankarskog sektora Srbije za isti period 520 milijardi dinara ili nešto više od 5 milijardi eura.)
MATCH@E:(The net assets of the banks at the end of the second quarter of 2011 amounts to RSD 2,476 billion or around ¡ 24 billion, while the total capital of the banking sector of Serbia for the same period is RSD 520 billion or slightly more than ¡ 5 billion Š6Ë.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The net assets of the banks at the end of the second quarter of 2011 amounts to RSD 2,476 billion or around € 24 billion, while the total capital of the banking sector of Serbia for the same period is RSD 520 billion or slightly more than € 5 billion.
BAD_LINE_M:Neto aktiva banaka na kraju drugog tromesecja 2011. godine iznosi 2.476 milijardi dinara ili oko 24 milijarde evra, dok je ukupan kapital bankarskog sektora Srbije za isti period 520 milijardi dinara ili nešto više od 5 milijardi eura.
BAD_LINE_E:The net assets of the banks at the end of the second quarter of 2011 amounts to RSD 2,476 billion or around ¡ 24 billion, while the total capital of the banking sector of Serbia for the same period is RSD 520 billion or slightly more than ¡ 5 billion Š6Ë.
BAD_LINE_E:
MATCH@M:(A majority of the most important business categories such as deposits, credits, capital, total assets, earnings, etc. belong to a group of about ten largest banks, while the other, small banks have a modest share in the mentioned categories.===>Vecina najznacajnijih kategorija poslovanja kao što su depoziti, krediti, kapital, ukupna aktiva, prihod itd. pripada grupi od oko deset najvecih banaka dok su ostale male banke koje imaju skromno ucešce u pomenutim kategorijama.)
MATCH@E:(A majority of the most important business categories such as deposits, credits, capital, total assets, earnings, etc. belong to a group of about ten largest banks, while the other, small banks have a modest share in the mentioned categories.===>)
BAD_LINE_=============================================================
BAD_LINE_M:A majority of the most important business categories such as deposits, credits, capital, total assets, earnings, etc. belong to a group of about ten largest banks, while the other, small banks have a modest share in the mentioned categories.
BAD_LINE_M:Vecina najznacajnijih kategorija poslovanja kao što su depoziti, krediti, kapital, ukupna aktiva, prihod itd. pripada grupi od oko deset najvecih banaka dok su ostale male banke koje imaju skromno ucešce u pomenutim kategorijama.
BAD_LINE_E:A majority of the most important business categories such as deposits, credits, capital, total assets, earnings, etc. belong to a group of about ten largest banks, while the other, small banks have a modest share in the mentioned categories.
BAD_LINE_E:
MATCH@M:(The most important item in the structure of assets in the banks are granted loans on the level of 63.8% of total assets for the entire banking sector and amount to RSD 1,505 or approximately € 15 billion.===>Najznacajnija stavka u strukturi aktive banaka jesu odobreni krediti koji su na nivou od 63,8% od ukupne aktive za ceo bankarski sektor i iznose 1.505 milijardi dinara ili približno 15 milijardi eura.)
MATCH@E:(The most important item in the structure of assets in the banks are granted loans on the level of 63.8% of total assets for the entire banking sector and amount to RSD 1,505 or approximately ¡ 15 billion.===>Najznačajnija stavka u strukturi aktive banaka jesu odobreni krediti koji su na nivou od 63,8% od ukupne aktive za ceo bankarski sektor i iznose 1.505 milijardi dinara ili približno 15 milijardi eura.)
MATCH@M:(Out of the overall granted credits, 55% are loans granted to economic entities, whereas 33% are credits granted to citizens.===>Od ukupnog iznosa odobrenih kredita 55% cine krediti odobreni privredi, a 30% krediti odobreni stanovništvu.)
MATCH@E:(Out of the overall granted credits, 55% are loans granted to economic entities, whereas 33% are credits granted to citizens.===>Od ukupnog iznosa odobrenih kredita 55% čine krediti odobreni privredi, a 30% krediti odobreni stanovništvu.)
MATCH@M:(The share of placements in the securities on the level of the entire banking system is slightly less than 7% of total assets.===>Ucešce plasmana u hartije od vrednosti na nivou celog bankarskog sistema je nešto manje od 7% ukupne aktive.)
MATCH@E:(The share of placements in the securities on the level of the entire banking system is slightly less than 7% of total assets Š16Ë.===>Učešće plasmana u hartije od vrednosti na nivou celog bankarskog sistema je nešto manje od 7% ukupne aktive Š16Ë.)
MATCH@M:(As to the currency structure of assets, it is predominantly in foreign currency - 63%, of which 84% is in euros, 8% in Swiss francs, and 8% in other currency.===>Što se tice valutne strukture aktive ona je prvenstveno deviznog karaktera - 63%, od cega je 84% u eurima, 8% je u šva-jcarskim francima i 8% u ostalim valutama.)
MATCH@E:(As to the currency structure of assets, it is predominantly in foreign currency 63%, of which 84% is in euros, 8% in Swiss francs, and 8% in other currency.===>Što se tiče valutne strukture aktive ona je prvenstveno deviznog karaktera 63%, od čega je 84% u eurima, 8% je u švajcarskim francima i 8% u ostalim valutama.)
MATCH@M:(As regards the time structure of assets of the Serbian banking sector, it is mainly short-term, the prevailing being the demand deposits, 33% of the total assets.===>Kada je rec o rocnoj strukturi, aktiva bankarskog sektora Srbije je u najvecem delu kratkorocna, a preovladavaju sredstva po videnju u iznosu od 33% od ukupne aktive.)
MATCH@E:(As regards the time structure of assets of the Serbian banking sector, it is mainly short-term, the prevailing being the demand deposits, 33% of the total assets.===>Kada je reč o ročnoj strukturi, aktiva bankarskog sektora Srbije je u najvećem delu kratkoročna, a preovladavaju sredstva po viđenju u iznosu od 33% od ukupne aktive.)
MATCH@M:(The assets with the time of one year have a share of 21%, and the share of the assets with the time of over one year amounts to 45%.===>Aktiva cija je rocnost do godinu dana ucestvuje u iznosu od 21%, a preko godinu dana sa ucešcem od 45%.)
MATCH@E:(The assets with the time of one year have a share of 21%, and the share of the assets with the time of over one year amounts to 45%.===>Aktiva čija je ročnost do godinu dana učestvuje u iznosu od 21%, a preko godinu dana sa učešćem od 45%.)
MATCH@M:(Out of the total amount of loans granted, 55% are those granted to industrial companies, while retail credits amount to 30% of total credits.===>Od ukupnih kredita koji su odobreni 55% cine krediti koji su odobreni privrednim preduzecima, dok je stanovništvu odobreno 30% ukupnih kredita.)
MATCH@E:(Out of the total amount of loans grant ed, 55% are those granted to industrial companies, while retail credits amount to 30% of total credits.===>Od ukupnih kredita koji su odobreni 55% čine krediti koji su odobreni privrednim preduzećima, dok je stanovništvu odobreno 30% ukupnih kredita.)
MATCH@M:(The problem bearing credits for the second quarter of 2011 amount to 18.6% of the total credit sum and are slightly rising compared to previous periods.===>Problematicni krediti za drugo tromesecje 2011. godine iznose 18,6% ukupnih kredita i u blagom su porastu u odnosu na ranije periode.)
MATCH@E:(The problem bearing credits for the second quarter of 2011 amount to 18.6% of the total credit sum and are slightly rising compared to previous periods Š16Ë.===>Problematični krediti za drugo tromesečje 2011. godine iznose 18,6% ukupnih kredita i u blagom su porastu u odnosu na ranije periode Š16Ë.)
MATCH@M:(On the other hand, the total capital makes 21% of total assets.===>Sa druge strane ukupan kapital cini 21% ukupne pasive.)
MATCH@E:(On the other hand, the total capital makes 21% of total assets.===>Sa druge strane ukupan kapital čini 21% ukupne pasive.)
MATCH@M:(The indicator of adequacy of capital of the banking sector of Serbia at the end of the second quarter of 2011is 19.7%.===>Pokazatelj adekvatnosti kapitala bankarskog sektora Srbije na kraju drugog tromesecja 2011. godine iznosi 19,7%.)
MATCH@E:(The indicator of adequacy of capital of the banking sector of Serbia at the end of the second quarter of 2011is 19.7%.===>Pokazatelj adekvatnosti kapitala bankarskog sektora Srbije na kraju drugog tromesečja 2011. godine iznosi 19,7%.)
MATCH@M:(In Serbia, this indicator is set to a higher level by the governor, in comparison with the Basel 8% and amounts to minimum 12%.===>Ovaj pokazatelj je u Srbiji od strane regulatora postavljen na viši nivo od Bazelskih 8% i iznosi minimum 12%.)
MATCH@E:(In Serbia, this indicator is set to a higher level by the governor, in comparison with the Basel 8% and amounts to minimum 12%.===>Ovaj pokazatelj je u Srbiji od strane regulatora postavljen na viši nivo od Bazelskih 8% i iznosi minimum 12%.)
MATCH@M:(In the time structure of liabilities, the sources of assets with the maturity longer than one year make 39% of total liabilities.===>U rocnoj strukturi pasive izvori sredstava sa dospecem preko 1 godine cine 39% ukupne pasive.)
MATCH@E:(In the time structure of liabilities, the sources of assets with the maturity longer than one year make 39% of total liabilities.===>U ročnoj strukturi pasive izvori sredstava sa dospećem preko 1 godine čine 39% ukupne pasive.)
MATCH@M:(Liabilities are also predominantly in the foreign currency, 63%.===>I na strani pasive preovladava njen devizni karakter u iznosu od 63%.)
MATCH@E:(Liabilities are also predominantly in the foreign currency, 63%.===>I na strani pasive preovladava njen devizni karakter u iznosu od 63%.)
MATCH@M:(Out of total deposits, 56% come from retail sources, followed by the deposits of companies, 24%.===>Od ukupnih depozita 56% dolazi od strane stanovništva, a zatim slede depoziti preduzeca sa ucešcem od 24%.)
MATCH@E:(Out of total deposits, 56% come from retail sources, followed by the deposits of companies, 24% Š16Ë.===>Od ukupnih depozita 56% dolazi od strane stanovništva, a zatim slede depoziti preduzeća sa učešćem od 24% Š16Ë.)
MATCH@M:(In the first six months of 2011, the banking sector in Serbia was profitable, so the earnings before taxes amounted to RSD 17.8 billion or € 176 million.===>U prvih šest meseci 2011. godine, bankarski sektor Srbije je bio profitabilan pa je dobit pre oporezivanja iznosila 17,8 milijardi dinara ili 176 miliona eura.)
MATCH@E:(In the first six months of 2011, the banking sector in Serbia was profitable, so the earnings before taxes amounted to RSD 17.8 billion or ¡ 176 million.===>U prvih šest meseci 2011. godine, bankarski sektor Srbije je bio profitabilan pa je dobit pre oporezivanja iznosila 17,8 milijardi dinara ili 176 miliona eura.)
MATCH@M:(Over 70% of the Serbian banking sector recorded business profits, which means that 9 banks out of the total number in Serbia recorded losses.===>Preko 70% bankarskog sektora Srbije je poslovalo sa dobitkom, odnosno od ukupnog broja banaka u Srbiji njih 9 je u datom periodu poslovalo sa gubitkom.)
MATCH@E:(Over 70% of the Serbian banking sector recorded business profits, which means that 9 banks out of the total number in Serbia recorded losses.===>Preko 70% bankarskog sektora Srbije je poslovalo sa dobitkom, odnosno od ukupnog broja banaka u Srbiji njih 9 je u datom periodu poslovalo sa gubitkom.)
MATCH@M:(The returns on assets in 2010 for the entire banking sector of Serbia amounted to 1.1%, with returns on capital amounting to 5.4%.===>Za 2010. godinu prinos na aktivu za ceo bankarski sektor Srbije je iznosio 1,1%, dok je prinos na kapital 5,4%.)
MATCH@E:(The returns on assets in 2010 for the entire banking sector of Serbia amounted to 1.1%, with returns on capital amounting to 5.4%.===>Za 2010. godinu prinos na aktivu za ceo bankarski sektor Srbije je iznosio 1,1%, dok je prinos na kapital 5,4%.)
MATCH@M:(In the second quarter of 2011, the situation improved, so the returns on assets for the Serbian banking sector are 1.4%, while returns on capital amount to 7%.===>U drugom tromesecju 2011. godine situacije je poboljšana pa je prinos na aktivu za bankarski sektor Srbije 1,4%, dok je prinos na kapital 7%.)
MATCH@E:(In the second quarter of 2011, the situation improved, so the returns on assets for the Serbian banking sector are 1.4%, while returns on capital amount to 7% Š16Ë. 5.===>U drugom tromesečju 2011. godine situacije je poboljšana pa je prinos na aktivu za bankarski sektor Srbije 1,4%, dok je prinos na kapital 7% Š16Ë. 5.)
MATCH@M:(As regards strict regulations, both national and the recommendations and guidelines of the international institutions, it is to be expected that the corporate governance in banks in Serbia is on a higher level than corporate governance in Serbian companies.===>S obzirom na strogu regulativu, i domacu ali i preporuke i smernice madunarodnih institucija, za ocekivati je da je korporativno upravljanje u bankama u Srbiji na višem nivou nego što je to slucaj sa korporativnim upravljanjem u srpskim preduzecima.)
MATCH@E:(Corporate governance in banks in Serbia As regards strict regulations, both national and the recommendations and guidelines of the international institutions, it is to be expected that the corporate governance in banks in Serbia is on a higher level than corporate governance in Serbian companies.===>Korporativno upravljanje u bankama u Srbiji S obzirom na strogu regulativu, i domaću ali i preporuke i smernice mađunarodnih institucija, za očekivati je da je korporativno upravljanje u bankama u Srbiji na višem nivou nego što je to slučaj sa korporativnim upravljanjem u srpskim preduzećima.)
MATCH@M:(One reason may be in that the majority of the banking sector in Serbia, 63%, is in the ownership of foreign entities that predominantly come from developed West European countries.===>Jedan od razloga može biti u tome što je veci deo bankarskog sektora Srbije, tj. 63% u vlasništvu stranih lica koja prvenstveno dolaze iz razvijenih zapodnoevropskih zemalja.)
MATCH@E:(One reason may be in that the majority of the banking sector in Serbia, 63%, is in the ownership of foreign entities that predominantly come from developed West European countries.===>Jedan od razloga može biti u tome što je veći deo bankarskog sektora Srbije, tj. 63% u vlasništvu stranih lica koja prvenstveno dolaze iz razvijenih zapodnoevropskih zemalja.)
MATCH@M:(Corporate governance in these countries appears to be on a higher level in comparison with Serbia, hence the Serbian banking sector profitted in this part as foreign shareholders brought the principles of corporate governance with them.===>Moglo bi se reci da je u tim zemljama korporativno upravljanje na višem nivou nego u Srbiji, pa je u tom delu srpski bankarski sektor profitirao jer su strani akcionari doneli sa sobom i principe korporativnog upravljanja.)
MATCH@E:(Corporate governance in these countries appears to be on a higher level in comparison with Serbia, hence the Serbian banking sector profitted in this part as foreign shareholders brought the principles of corporate governance with them.===>Moglo bi se reći da je u tim zemljama korporativno upravljanje na višem nivou nego u Srbiji, pa je u tom delu srpski bankarski sektor profitirao jer su strani akcionari doneli sa sobom i principe korporativnog upravljanja.)
MATCH@M:(For a share in the capital of Serbian banks larger than 5%, the approval of the National Bank of Serbia is required.===>Za ucešce u kapitalu u srpskim bankama koje je vece od 5% potrebna je saglasnost Narodne banke Srbije.)
MATCH@E:(For a share in the capital of Serbian banks larger than 5%, the approval of the National Bank of Serbia is required.===>Za učešće u kapitalu u srpskim bankama koje je veće od 5% potrebna je saglasnost Narodne banke Srbije.)
MATCH@M:(In view of this criterion, with the exception of one bank, all the banks in Serbia have a maximum of three shareholders with the ownership share higher that 5% each.===>Gledano prema tom kriterijumu, sa izuzetkom jedne banke, sve ostale banke u Srbiji imaju maksimalno do tri akcionara koje imaju vlasnicko ucešce vece od 5%.)
MATCH@E:(In view of this criterion, with the exception of one bank, all the banks in Serbia have a maximum of three shareholders with the ownership share higher that 5% each.===>Gledano prema tom kriterijumu, sa izuzetkom jedne banke, sve ostale banke u Srbiji imaju maksimalno do tri akcionara koje imaju vlasničko učešće veće od 5%.)
MATCH@M:(Ten banks in Serbia, or 30%, are owned by one foreign owner, all the others have minority shareholders.===>Deset banaka u Srbiji, ili 30%, je u rukama jednog, i to stranog, vlasnika, sve ostale imaju manjinske ak-cionare.)
MATCH@E:(Ten banks in Serbia, or 30%, are owned by one foreign owner, all the others have minority shareholders.===>Deset banaka u Srbiji, ili 30%, je u rukama jednog, i to stranog, vlasnika, sve ostale imaju manjinske akcionare.)
MATCH@M:(Out of the total number of banks, 16, or 49%, have majority shareholders with over 50% share in the capital, six banks have shareholders with less than 50% of ownership share, while one bank has no shareholders with a share larger than 5%.===>Od ukupnog broja banaka njih 16 ili 49% ima vecinske akcionare sa preko 50% ucešca u kapitalu, šest banaka ima akcionare koji imaju manje od 50% vlasnickog ucešca, a jedna banka nema ni jednog ak-cionara koji ima ucešce vece od 5%.)
MATCH@E:(Out of the total number of banks, 16, or 49%, have majority shareholders with over 50% share in the capital, six banks have shareholders with less than 50% of ownership share, while one bank has no shareholders with a share larger than 5%.===>Od ukupnog broja banaka njih 16 ili 49% ima većinske akcionare sa preko 50% učešća u kapitalu, šest banaka ima akcionare koji imaju manje od 50% vlasničkog učešća, a jedna banka nema ni jednog akcionara koji ima učešće veće od 5%.)
MATCH@M:(Almost one half of the banks in Serbia have up to three shareholders in total.===>Skoro polovina banaka u Srbiji ima do tri akcionara ukupno.)
MATCH@E:(Almost one half of the banks in Serbia have up to three shareholders in total.===>Skoro polovina banaka u Srbiji ima do tri akcionara ukupno.)
MATCH@M:(In banks owned by national legal or physical entities the strudture is more indented compared to the banks in foreign ownership.===>U bankama koje su u vlasništvu domacih pravnih i fizickih lica vlasnicka struktura je razudenija u odnosu na banke koje su u vlasništvu stranih akcionara.)
MATCH@E:(In banks owned by national legal or physical entities the strudture is more indented compared to the banks in foreign ownership.===>U bankama koje su u vlasništvu domaćih pravnih i fizičkih lica vlasnička struktura je razuđenija u odnosu na banke koje su u vlasništvu stranih akcionara.)
MATCH@M:(The top ten largest banks on the basis of the amount of assets are owned by foreign shareholders, with the exception of one among them that is a bank with a national owner, concretely in a majority ownership of the state.===>U prvih deset najvecih banaka prema velicini ukupne aktive sve su banke u vlasništvu stranih akcionara, a samo je jedna medu njima banka sa domacim vlasnikom i to konkretno u vecinskom državnom vlasništvu.)
MATCH@E:(The top ten largest banks on the basis of the amount of assets are owned by foreign shareholders, with the exception of one among them that is a bank with a national owner, concretely in a majority ownership of the state.===>U prvih deset najvećih banaka prema veličini ukupne aktive sve su banke u vlasništvu stranih akcionara, a samo je jedna među njima banka sa domaćim vlasnikom i to konkretno u većinskom državnom vlasništvu.)
MATCH@M:(What is especially important when corporate governance in banking is taken into consideration is the regulation that often includes certain elements that contribute to an adequate corporate governance.===>Ono što je posebno znacajno kada se razmatra korporativno upravljanje u bankarstvu jesu regulatoma pravila koja vrlo cesto u sebi sadrže odredene elemente koje doprinose dobrom korporativnom upravljanju.)
MATCH@E:(What is especially important when corporate governance in banking is taken into consideration is the regulation that often includes certain elements that contribute to an adequate corporate governance.===>Ono što je posebno značajno kada se razmatra korporativno upravljanje u bankarstvu jesu regulatorna pravila koja vrlo često u sebi sadrže određene elemente koje doprinose dobrom korporativnom upravljanju.)
MATCH@M:(Since banks are private institutions with a public purpose, they are paid special attention as regards regulations.===>Kako su banke privatne institucije sa javnom svrhom, njima se posebno poklanja velika pažnja u pogledu regulacije.)
MATCH@E:(Since banks are private institutions with a public purpose, they are paid special attention as regards regulations.===>Kako su banke privatne institucije sa javnom svrhom, njima se posebno poklanja velika pažnja u pogledu regulacije.)
MATCH@M:(The regulatory framework for the banks in Serbia is the Law on Banks and Banking adopted in 2005 and amended in 2010.===>Regulatorni okvir za banke u Srbiji jeste Zakon o bankama koji je donešen 2005. godine, a dopunjen 2010. godine.)
MATCH@E:(The regulatory framework for the banks in Serbia is the Law on Banks and Banking adopted in 2005 and amended in 2010.===>Regulatorni okvir za banke u Srbiji jeste Zakon o bankama koji je donešen 2005. godine, a dopunjen 2010. godine.)
MATCH@M:(This Law is harmonized with the European Union regulations as well as with the Basel standards.===>Ovaj Zakon je uskladen sa propisima Evropske unije i usaglašen sa Bazel standardima.)
MATCH@E:(This Law is harmonized with the European Union regulations as well as with the Basel standards.===>Ovaj Zakon je usklađen sa propisima Evropske unije i usaglašen sa Bazel standardima.)
MATCH@M:(In addition to this basic law, the National Bank of Serbia, as a regualtor and supervisor of the banking sector in Serbia, adopted a number of regulations that set the basis for an adequate management of banks, as well as for an easier control by the supervisor.===>Pored tog osnovnog zakona Narodna banka Srbije, kao regulator i suprevizor bankarskog sektora Srbije donela je niz propisa koji postavljaju osnovu za adekvatno upravljanje bankama ali i za lakšu kontrolu od strane suprevizora.)
MATCH@E:(In addition to this basic law, the National Bank of Serbia, as a regualtor and supervisor of the banking sector in Serbia, adopted a number of regulations that set the basis for an adequate management of banks, as well as for an easier control by the supervisor.===>Pored tog osnovnog zakona Narodna banka Srbije, kao regulator i suprevizor bankarskog sektora Srbije donela je niz propisa koji postavljaju osnovu za adekvatno upravljanje bankama ali i za lakšu kontrolu od strane suprevizora.)
MATCH@M:(All the regulations concerning the banking sector in Serbia include the fundamentals of good corporate governance in banks, part of the Recommendations of the Basel Committee for enhancing governance and also of the Basel standards.===>Svi propisi koji se ticu bankarskog sektora Srbije sadrže u sebi osnovne elemente dobrog korporativnog upravljanja banaka koji su sadržani i u preporukama Bazelskog Komiteta za jacanje korporativnog upravljanja u bankama ali i u Bazel standardima.)
MATCH@E:(All the regulations concerning the banking sector in Serbia include the fundamentals of good corporate governance in banks, part of the Recommendations of the Basel Committee for enhancing governance and also of the Basel standards.===>Svi propisi koji se tiču bankarskog sektora Srbije sadrže u sebi osnovne elemente dobrog korporativnog upravljanja banaka koji su sadržani i u preporukama Bazelskog Komiteta za jačanje korporativnog upravljanja u bankama ali i u Bazel standardima.)
MATCH@M:(Some specific features of corporative govenance of banks in Serbia deserve to be paid more attention to.===>Medutim, trebalo bi ukazati na neke specificnosti korporativnog upravljanja u bankama u Srbiji.)
MATCH@E:(Some specific features of corporative govenance of banks in Serbia deserve to be paid more attention to.===>Međutim, trebalo bi ukazati na neke specifičnosti korporativnog upravljanja u bankama u Srbiji.)
MATCH@M:(According to the provisions of the Law, banks in Serbia are established as public liability companies by either national or foreign legal or physical entities.===>Prema zakonu banke u Srbiji se osnivaju kao akcionarska društva i mogu ih osnovati domaca i strana pravna i fizicka lica.)
MATCH@E:(According to the provisions of the Law, banks in Serbia are established as public liability companies by either national or foreign legal or physical entities.===>Prema zakonu banke u Srbiji se osnivaju kao akcionarska društva i mogu ih osnovati domaća i strana pravna i fizička lica.)
MATCH@M:(In the establishment process, the National Bank of Serbia has to be submitted the data on the founders of the bank, the amounts of their deposits in the bank and the number, type and nominal amount of shares acquired, and also on all the persons that will have their shares in the bank and on the basis for these shares, as well as the names of the proposed candidates for the board of managing directors and the executive board of the bank, data on their qualifications, experience and business reputation.===>Prilikom samog osnivanja banke Narodnoj banci se moraju dostaviti podaci o osnivacima banke, iznosu njihovih uloga i broju, vrsti i nominalnom iznosu akcija koje sticu, a moraju se dostaviti i podaci o svim licima koja ce imati ucešce u banci i o osnovu za to ucešce, kao i navesti imena predloženih clanova upravnog i izvršnog odbora banke i podatke o njihovoj kvalifikaciji, iskustvu i poslovnoj reputaciji.)
MATCH@E:(In the establishment process, the National Bank of Serbia has to be submitted the data on the founders of the bank, the amounts of their deposits in the bank and the number, type and nominal amount of shares acquired, and also on all the persons that will have their shares in the bank and on the basis for these shares, as well as the names of the proposed candidates for the board of managing directors and the executive board of the bank, data on their qualifications, experience and business reputation.===>Prilikom samog osnivanja banke Narodnoj banci se moraju dostaviti podaci o osnivačima banke, iznosu njihovih uloga i broju, vrsti i nominalnom iznosu akcija koje stiču, a moraju se dostaviti i podaci o svim licima koja će imati učešće u banci i o osnovu za to učešće, kao i navesti imena predloženih članova upravnog i izvršnog odbora banke i podatke o njihovoj kvalifikaciji, iskustvu i poslovnoj reputaciji.)
MATCH@M:(In case the qualifications or experience of a proposed member of the board of directors or the executive board is not satisfactory, or in case his reputation does not satisfy the requirements, or in case a person to acquire a share in the bank does not satisfy the conditions for that acquisition, the National Bank of Serbia may reject the claim for setting up the bank.===>Ukoliko predloženi clan upravnog ili izvršnog odbora banke nema odgovarajuce kvalifikacije ili iskustvo, odnosno dobru poslovnu reputaciju ili lice koje bi steklo ucešce u banci ne ispunjava uslove za to sticanje Narodna banka Srbije može da odbije osnivanje banke.)
MATCH@E:(In case the qualifications or experience of a proposed member of the board of directors or the executive board is not satisfactory, or in case his reputation does not satisfy the requirements, or in case a person to acquire a share in the bank does not satisfy the conditions for that acquisition, the National Bank of Serbia may reject the claim for set ting up the bank.===>Ukoliko predloženi član upravnog ili izvršnog odbora banke nema odgovarajuće kvalifikacije ili iskustvo, odnosno dobru poslovnu reputaciju ili lice koje bi steklo učešće u banci ne ispunjava uslove za to sticanje Narodna banka Srbije može da odbije osnivanje banke.)
MATCH@M:(Regulations, therefore, prevent the moral hazard and from the very beginning give opportunity to an adequate corporate governance in banks.===>Dakle, regulativa sprecava pojavu moralnog hazarda i u startu daje šansu dobrom korporativnom upravljanju u bankama.)
MATCH@E:(Regulations, therefore, prevent the moral hazard and from the very beginning give opportunity to an adequate corporate governance in banks.===>Dakle, regulativa sprečava pojavu moralnog hazarda i u startu daje šansu dobrom korporativnom upravljanju u bankama.)
MATCH@M:(Besides, the situation is the same in case the proposed programme of activities of the bank, the business policy plan, the risk management procedures and internal control procedures are inadequate.===>Osim toga, ista situacija važi i ukoliko predloženi program aktivnosti banke, plan poslovne politike i procedure za upravljanje rizicima i za unutrašnju kontrolu nisu odgovarajuci.)
MATCH@E:(Besides, the situation is the same in case the proposed programme of activities of the bank, the business policy plan, the risk management procedures and internal control procedures are inadequate Š25Ë.===>Osim toga, ista situacija važi i ukoliko predloženi program aktivnosti banke, plan poslovne politike i procedure za upravljanje rizicima i za unutrašnju kontrolu nisu odgovarajući Š25Ë.)
MATCH@M:(The Law on banks and banking clearly defines the bank organization as well as the method of its governance.===>Zakonom banke je precizno definisana organizacija banke kao i nacin upravljanja bankom.)
MATCH@E:(The Law on banks and banking clearly defines the bank organization as well as the method of its governance.===>Zakonom banke je precizno definisana organizacija banke kao i način upravljanja bankom.)
MATCH@M:(What can be a potential problem or a flaw of this law is that the law provides that shareholders with 1% or more voting shares, shall not be prevented from exercising their right to direct voting.===>Ono što može da bude potencijalni problem ili nedostak ovog zakona jeste to što zakon naglašava da se akcionarima koji imaju 1% ili više akcija s pravom glasa ne može onemoguciti neposredno vršenje prava glasa.)
MATCH@E:(What can be a potential problem or a flaw of this law is that the law provides that shareholders with 1% or more voting shares, shall not be prevented from exercising their right to direct voting.===>Ono što može da bude potencijalni problem ili nedostak ovog zakona jeste to što zakon naglašava da se akcionarima koji imaju 1% ili više akcija s pravom glasa ne može onemogućiti neposredno vršenje prava glasa.)
MATCH@M:(The question is what happens with shareholders whose share in the ownership is below one percent - wherther it means that they do not have equal rights, since the law provides that they can be prevented from exercising their right to vote.===>Postavlja se pitanja šta se dešava sa akcionarima koji imaju manje od jednog procenta vlasništva u banci - da li to znaci da oni imaju niža prava jer zakon implicira da im se može onemoguciti da iskoriste svoje pravo glasa?)
MATCH@E:(The question is what happens with shareholders whose share in the ownership is below one percent wherther it means that they do not have equal rights, since the law provides that they can be prevented from exercising their right to vote.===>Postavlja se pitanja šta se dešava sa akcionarima koji imaju manje od jednog procenta vlasništva u banci da li to znači da oni imaju niža prava jer zakon implicira da im se može onemogućiti da iskoriste svoje pravo glasa?)
MATCH@M:(The law stipulates that the management bodies in the bank are the board of managing directors and the executive board of the bank.===>Zakon precizira da su organi upravljanja bankom upravni i izvršni odbor banke.)
MATCH@E:(The law stipulates that the management bodies in the bank are the board of managing directors and the executive board of the bank.===>Zakon precizira da su organi upravljanja bankom upravni i izvršni odbor banke.)
MATCH@M:(It is their obligation to undertake any actions necessary to prevent illegal or inappropriate actions or influences that are either harmful or are not in the best interests of the bank and its shareholders and performed by persons whose share in the bank is considerable or is even a control share.===>Oni su dužni da preduzima-ju mere radi sprecavanja nezakonitih ili neprimerenih radnji i uticaja, koji su štetni ili nisu u najboljem interesu banke i njenih akcionara i koje vrše lica koja imaju znatno ili kontrolno ucešce u toj banci.)
MATCH@E:(It is their obligation to undertake any actions necessary to prevent illegal or inappropriate actions or influences that are either harmful or are not in the best interests of the bank and its shareholders and performed by persons whose share in the bank is considerable or is even a control share.===>Oni su dužni da preduzimaju mere radi sprečavanja nezakonitih ili neprimerenih radnji i uticaja, koji su štetni ili nisu u najboljem interesu banke i njenih akcionara i koje vrše lica koja imaju znatno ili kontrolno učešće u toj banci.)
MATCH@M:(The law further clearly defines the composition as well as the criteria of appointing and the scope of activities of both the board of managing directors and the executive board.===>Dalje je zakonom precizno definisan sastav kao i uslovi imenovanja i delokrug rada kako upravnog tako i nadzornog odbora.)
MATCH@E:(The law further clearly defines the composition as well as the criteria of appointing and the scope of activities of both the board of managing directors and the executive board.===>Dalje je zakonom precizno definisan sastav kao i uslovi imenovanja i delokrug rada kako upravnog tako i nadzornog odbora.)
MATCH@M:(According to the law, the Board of managing directors has no fewer than five members, including the president of the bank.===>Prema slovu zakona, Upravni odbor banke mora imati najmanje pet clanova, ukljucujuci i predsednika banke.)
MATCH@E:(According to the law, the Board of managing directors has no fewer than five members, including the president of the bank.===>Prema slovu zakona, Upravni odbor banke mora imati najmanje pet članova, uključujući i predsednika banke.)
MATCH@M:(The National Bank of Serbia provides the criteria/terms and the qualifications a person has to meet to be elected a member of the board.===>Narodna banka Srbije propisuje uslove i kvalifikacije koje mora posedovati lice da bi bilo izabrano za clana odbora.)
MATCH@E:(The National Bank of Serbia provides the criteria/terms and the qualifications a person has to meet to be elected a member of the board.===>Narodna banka Srbije propisuje uslove i kvalifikacije koje mora posedovati lice da bi bilo izabrano za člana odbora.)
MATCH@M:(In any case, at least three members of the board of managing directors are required to have an adequate experience in the financial area.===>U svakom slucaju, najmanje tri clana upravnog odbora banke moraju imati odgovarajuce iskustvo iz oblasti finansija.)
MATCH@E:(In any case, at least three members of the board of managing directors are required to have an adequate experience in the financial area.===>U svakom slučaju, najmanje tri člana upravnog odbora banke moraju imati odgovarajuće iskustvo iz oblasti finansija.)
MATCH@M:(The law stipulates that at least one third of the members of the board of managing directors of the bank have to be persons independent from the bank, namely, persons with neither direct nor indirect ownership in either the bank or the member of the banking group to which the respective bank belongs.===>Zakonom je propisano da najmanje jedna trecina clanova upravnog odbora banke moraju biti lica nezavisna od banke, dakle, koja nemaju direktno ili indirektno vlasništvo ni u banci ni u clanu bankarske grupe u kojoj je ta banka.)
MATCH@E:(The law stipulates that at least one third of the members of the board of managing directors of the bank have to be persons independent from the bank, namely, persons with neither direct nor indirect ownership in either the bank or the member of the banking group to which the respective bank belongs.===>Zakonom je propisano da najmanje jedna trećina članova upravnog odbora banke moraju biti lica nezavisna od banke, dakle, koja nemaju direktno ili indirektno vlasništvo ni u banci ni u članu bankarske grupe u kojoj je ta banka.)
MATCH@M:(As regards the executive board of the bank, this includes no fewer than two members, including the president who represents the bank.===>Što se tice izvršnog odbora banke njega cine najmanje dva clana, ukljucujuci i predsednika koji predstavlja i zastupa banku.)
MATCH@E:(As regards the executive board of the bank, this includes no fewer than two members, including the president who represents the bank.===>Što se tiče izvršnog odbora banke njega čine najmanje dva člana, uključujući i predsednika koji predstavlja i zastupa banku.)
MATCH@M:(The president is not autonomous in making business decisions; according to the law, he is required to ensure a signature of one member of the executive board.===>On ne može samostalno da donosi poslovne odluke, vec je po zakonu dužan da obezbedi potpis jednog clana izvršnog odbora.)
MATCH@E:(The president is not autonomous in making business decisions; according to the law, he is required to ensure a signature of one member of the executive board.===>On ne može samostalno da donosi poslovne odluke, već je po zakonu dužan da obezbedi potpis jednog člana izvršnog odbora.)
MATCH@M:(Similarly to the members of the board of managing directors, the members of the executive board of the bank are expected to have a good business reputation and qualifications required by the National Bank of Serbia.===>Kao i clanovi upravnog odbora tako i clanovi izvršnog odbora banke moraju imati dobru poslovnu reputaciju i odgovarajuce kvalifikacije, koje propisuje Narodna banka Srbije.)
MATCH@E:(Similarly to the members of the board of managing directors, the members of the executive board of the bank are expected to have a good business reputation and qualifications required by the National Bank of Serbia.===>Kao i članovi upravnog odbora tako i članovi izvršnog odbora banke moraju imati dobru poslovnu reputaciju i odgovarajuće kvalifikacije, koje propisuje Narodna banka Srbije.)
MATCH@M:(The contribution in the corporate governance in banks is reflected in the provision of the law that the bank’s obligation is to form a board for monitoring the business performance of the bank (the auditing board), the credit board and the board for asset and liability management.===>Doprinos korporativnom upravljanju u bankama ogleda se i zakonskoj odredbi da banka mora da obrazuje odbor za pracenje poslovanja banke (odbor za reviziju), kreditni odbor i odbor za upravljanje aktivom i pasivom.)
MATCH@E:(The contribution in the corporate governance in banks is reflected in the provision of the law that the banks obligation is to form a board for monitoring the business performance of the bank (the auditing board), the credit board and the board for asset and liability management.===>Doprinos korporativnom upravljanju u bankama ogleda se i zakonskoj odredbi da banka mora da obrazuje odbor za praćenje poslovanja banke (odbor za reviziju), kreditni odbor i odbor za upravljanje aktivom i pasivom.)
MATCH@M:(Also, it is the obligation of the members of the board of the bank to establish a system of internal controls, the function of control of the coordination in banking as well as the internal auditing function.===>Takode, clanovi odbora banke su dužni da obezbede sistem unutrašnjih kontrola, funkciju kontrole uskladenosti poslovanja banke i funkcija unutrašnje revizije.)
MATCH@E:(Also, it is the obligation of the members of the board of the bank to establish a system of internal controls, the function of control of the coordination in banking as well as the internal auditing function.===>Takođe, članovi odbora banke su dužni da obezbede sistem unutrašnjih kontrola, funkciju kontrole usklađenosti poslovanja banke funkcija unutrašnje revizije.)
MATCH@M:(The regulatory framework in Serbia provides that the supervisor, i.e., the National Bank of Serbia, will supervise the bank’s financial standing and the statutory operations of the bank in accordance with the law.===>Regulatorni okvir u Srbiji po-drazumeva da ce supervizor, to jest Narodna banka Srbije, vršiti kontrolu nad bonitetom i zakonitošcu poslovanja banaka.)
MATCH@E:(The regulatory framework in Serbia provides that the supervisor, i.e., the National Bank of Serbia, will supervise the banks financial standing and the statutory operations of the bank in accordance with the law.===>Regulatorni okvir u Srbiji podrazumeva da će supervizor, to jest Narodna banka Srbije, vršiti kontrolu nad bonitetom i zakonitošću poslovanja banaka.)
MATCH@M:(What, however, is not implemented, is a regular control of the corporate governance itself by the supervisor, otherwise recommended by the Basel Committee.===>Ono što medutim nije primenjeno to je redovna kontrola samog korporativnog upravljanja od strane supervizora, koju predvidaju preporuke Bazel Komiteta.)
MATCH@E:(What, however, is not implemented, is a regular control of the corporate governance itself by the supervisor, otherwise recommended by the Basel Committee.===>Ono što međutim nije primenjeno to je redovna kontrola samog korporativnog upravljanja od strane supervizora, koju predviđaju preporuke Bazel Komiteta.)
MATCH@M:(According to the Law on banks and banking, the policy of salaries and other compensations in the bank is also within the scope of responibilities of the board of managing directors.===>Prema Zakonu u bankama u okviru delokruga rada upravnog odbora banke je i usvajanje politike zarada i ostalih primanja zaposlenih u banci.)
MATCH@E:(According to the Law on banks and banking Š25Ë, the policy of salaries and other compensations in the bank is also within the scope of responibilities of the board of managing directors.===>Prema Zakonu u bankama Š25Ë u okviru delokruga rada upravnog odbora banke je i usvajanje politike zarada i ostalih primanja zaposlenih u banci.)
MATCH@M:(A significant portion of corporate governance in banks is taking care of the stakeholders’ interests.===>Znacajan deo korporativnog upravljanja u bankama jeste i vodenje racuna o interesima stejkholdera.)
MATCH@E:(A significant portion of corporate governance in banks is taking care of the stakeholders interests.===>Značajan deo korporativnog upravljanja u bankama jeste i vođenje računa o interesima stejkholdera.)
MATCH@M:(One section of the Law on banks in Serbia is devoted to depositors as significant stakeholders in the bank and to the protection of their interests.===>Jedan deo Zakona o bankama u Srbiji je posvecen deponenti-ma, kao znacajnim stejkholderima u banci, i zaštiti njihovih interesa.)
MATCH@E:(One section of the Law on banks in Serbia is devoted to depositors as significant stakeholders in the bank and to the protection of their interests.===>Jedan deo Zakona o bankama u Srbiji je posvećen deponentima, kao značajnim stejkholderima u banci, i zaštiti njihovih interesa.)
MATCH@M:(It is obvious, however, that it did not function adequately and that banks did not take due care of their stakeholders’ interest in the scope of their corporate governance.===>Ipak, ocigledno u praksi to nije funkcionisalo na pravi nacin i banke u okviru svog korporativnog upravljanja nisu vodile dovoljno racuna o interesima stejkholdera.)
MATCH@E:(It is obvious, however, that it did not function adequately and that banks did not take due care of their stakeholders interest in the scope of their corporate governance.===>Ipak, očigledno u praksi to nije funkcionisalo na pravi način i banke u okviru svog korporativnog upravljanja nisu vodile dovoljno računa o interesima stejkholdera.)
MATCH@M:(This issue is today better regulated by law, as the Law on the Consumer Protection was adopted in 2011, in which the relationship between the bank and the consumers of its services and stakeholders is defined in a more detailed and precise manner.===>To je zakonski sada bolje reg-ulisano jer je u 2011. godine donet Zakon o zaštiti korisnika finansijskih usluga, koji je mnogo detaljnije i preciznije definisao odnos izmedu banke i korisnika njenih usluiga kao stejholdera.)
MATCH@E:(This issue is today better regulated by law, as the Law on the Consumer Protection was adopted in 2011, in which the relationship between the bank and the consumers of its services and stakeholders is defined in a more detailed and precise manner.===>To je zakonski sada bolje regulisano jer je u 2011. godine donet Zakon o zaštiti korisnika finansijskih usluga, koji je mnogo detaljnije i preciznije definisao odnos između banke i korisnika njenih usluiga kao stejholdera.)
MATCH@M:(Special attention in the regulatory framework is paid to risk management in banks.===>Posebna pažnja regulatornog okvira se poklanja upravljanju rizicima u bankama.)
MATCH@E:(Special attention in the regulatory framework is paid to risk management in banks.===>Posebna pažnja regulatornog okvira se poklanja upravljanju rizicima u bankama.)
MATCH@M:(The Law provides the basic guidelines and obligations of the banks in view of an adequate risk management, however, the National Bank of Serbia adopted a number of regulations as regards a more detailed approach to managing certain risks.===>Pored toga što su u samom zakonu date osnovne smernice i obaveze koje banke imaju u cilju adekvatnog upravljanja rizicima, Narodna banka je donela i niz propisa koji se ticu detaljnijeg pristupa upravljanju pojedinim vrstama rizika.)
MATCH@E:(The Law provides the basic guidelines and obligations of the banks in view of an ad equate risk management, however, the National Bank of Serbia adopted a number of regulations as regards a more detailed approach to managing certain risks.===>Pored toga što su u samom zakonu date osnovne smernice i obaveze koje banke imaju u cilju adekvatnog upravljanja rizicima, Narodna banka je donela i niz propisa koji se tiču detaljnijeg pristupa upravljanju pojedinim vrstama rizika.)
MATCH@M:(As early as the moment a bank is established, it is necessary that it should submit to the National Bank of Serbia as detailed a risk management procedure as possible; if adequate, this procedure is accepted by the regulator.===>I kod samog osnivanja banke potrebno je Narodnoj banci Srbije dostaviti proceduru za upravljanje rizicima koja se, ukoliko je adekvatna, prihvata od strane regulatora.)
MATCH@E:(As early as the moment a bank is established, it is necessary that it should submit to the National Bank of Serbia as detailed a risk management procedure as possible; if adequate, this procedure is accepted by the regulator.===>I kod samog osnivanja banke potrebno je Narodnoj banci Srbije dostaviti proceduru za upravljanje rizicima koja se, ukoliko je adekvatna, prihvata od strane regulatora.)
MATCH@M:(All the regulations concerning risk management are consistent with the Basel principles and recommendations.===>Sva regulativa koja se tice upravljanja rizicima je u skladu sa Bazelskim principima i preporukama.)
MATCH@E:(All the regulations concerning risk management are consistent with the Basel principles and recommendations.===>Sva regulativa koja se tiče upravljanja rizicima je u skladu sa Bazelskim principima i preporukama.)
MATCH@M:(In accordance with that, the banks in Serbia are obliged to identify, measure, and assess risks they are exposed to in their operations and to manage those risks.===>U skladu sa tim, banke u Srbiji su dužne da identifikuju, mere i procen-juju rizike kojima su izložene u svom poslovanju i da upravljaju tim rizicima.)
MATCH@E:(In accordance with that, the banks in Serbia are obliged to identify, measure, and assess risks they are exposed to in their operations and to manage those risks.===>U skladu sa tim, banke u Srbiji su dužne da identifikuju, mere i procenjuju rizike kojima su izložene u svom poslovanju i da upravljaju tim rizicima.)
MATCH@M:(Such a law regulation is consistent with the Basel Committee Principles for enhancing corporate governance in banks.===>Takva zakonska odredba jeste u skladu sa vodicem Bazelskog komiteta za unapredenje korporativnog upravljanja u bankama.)
MATCH@E:(Such a law regulation is consistent with the Basel Committee Principles for enhancing corporate governance in banks.===>Takva zakonska odredba jeste u skladu sa vodičem Bazelskog komiteta za unapređenje korporativnog upravljanja u bankama.)
MATCH@M:(Risk management is adjusted to the bank’s size and its organizational structure, the scope of its activity and the types of business operations it is engaged in.===>Upravljanje rizicima uskladuje se s velicinom i organizacionom strukturom banke, obimom njene aktivnosti i vrstama poslova koje banka obavlja.)
MATCH@E:(Risk management is adjusted to the banks size and its organizational structure, the scope of its activity and the types of business operations it is engaged in.===>Upravljanje rizicima usklađuje se s veličinom i organizacionom strukturom banke, obimom njene aktivnosti i vrstama poslova koje banka obavlja.)
MATCH@M:(The implementation of the Basel II standards in Serbia commenced in 2007.===>U Srbiji je uvodenje Bazel II standarda zapoceto 2007. godine.)
MATCH@E:(The implementation of the Basel II standards in Serbia commenced in 2007.===>U Srbiji je uvođenje Bazel II standarda započeto 2007. godine.)
MATCH@M:(The full implementation was to begin in 2011, however, it did not, due to a number of banks not being ready to meet new requirements.===>Iako je puna primena trebalo da pocne 2011. godine do toga nije došlo jer jedan broj banaka nije bio spreman za nove zahteve.)
MATCH@E:(The full implementation was to begin in 2011, however, it did not, due to a number of banks not being ready to meet new requirements.===>Iako je puna primena trebalo da počne 2011. godine do toga nije došlo jer jedan broj banaka nije bio spreman za nove zahteve.)
MATCH@M:(The full implementation of the Basel II standards in Serbia was postponed until 31st December 2011 with a trial period in reporting in accordance with the new regulatory framework of September 2011.===>Puna primena Bazel II standarda u Srbiji je odložena za 31.12. 2011. godine uz probni period izveštavanja u skladu sa novim regula-tornim okvirom od septembra 2011. godine.)
MATCH@E:(The full implementation of the Basel II standards in Serbia was postponed until 31st December 2011 with a trial period in reporting in accordance with the new regulatory framework of September 2011.===>Puna primena Bazel II standarda u Srbiji je odložena za 31.12. 2011. godine uz probni period izveštavanja u skladu sa novim regulatornim okvirom od septembra 2011. godine.)
MATCH@M:(The Basel standards were introduced into the national practice in accordance with the characteristics of the national banking system.===>Bazel standardi su uvedeni u domacu praksu u skladu sa karakteristikama koje su svojstvene domacem bankarskom sistemu.)
MATCH@E:(The Basel standards were introduced into the national practice in accordance with the characteristics of the national banking system.===>Bazel standardi su uvedeni u domaću praksu u skladu sa karakteristikama koje su svojstvene domaćem bankarskom sis temu.)
MATCH@M:(The basic goals in implementing the Basel II standards in Serbia are still the strengthening the stability of the banking sector and the financial system; improving the risk management processes in banks as well as improving the risk-based supervision processes; improving the transparency and market discipline; harmonization with the business conditions on the internanional financial market; harmonization with the European Union regulations - the EU Directives 48/2006 and 49/2006; creating a stronger link between capital requirements and risk exposure on the bank level.===>Osnovni ciljevi uvodenja Bazel II standarda u Srbiji su dalje jacanje stabilnosti bankarskog sektora i finansijskog sistema; unapredenje procesa upravljanja rizicima u bankama i procesa supervizije zasnovanog na rizicima; jacanje transparentnosti i tržišne discipline; uskladivanje sa uslovima poslovanja na medunarodnom finansijskom tržištu; harmonizacija sa propisima Evropske unije - Direktivama EU 48/2006 i 49/2006; stvaranje jace veze izmedu kapitalnih zahteva i izloženosti rizicima na nivou banke.)
MATCH@E:(The basic goals in implementing the Basel II standards in Serbia are still the strengthening the stability of the banking sector and the financial system; improving the risk management processes in banks as well as improving the riskbased supervision processes; improving the transparency and market discipline; harmonization with the business conditions on the internanional financial market; harmonization with the European Union regulations the EU Directives 48/2006 and 49/2006; creating a stronger link between capital requirements and risk exposure on the bank level Š18Ë.===>Osnovni ciljevi uvođenja Bazel II standarda u Srbiji su dalje jačanje stabilnosti bankarskog sektora i finansijskog sistema; unapređenje procesa upravljanja rizicima u bankama i procesa supervizije zasnovanog na rizicima; jačanje transparentnosti i tržišne discipline; usklađivanje sa uslovima poslovanja na međunarodnom finansijskom tržištu; harmonizacija sa propisima Evropske unije - Direktivama EU 48/2006 i 49/2006; stvaranje jače veze između kapitalnih zahteva i izloženosti rizicima na nivou banke Š18Ë.)
MATCH@M:(It is important to stress that the National Bank of Serbia has conducted several stress tests to timely identify the possible weaknesses and needs for a preventive recapitalization in case of any extremely pessimistic macroeconomic scenarios.===>Bitno je naglasiti da je Narodna banka Srbije u nekoliko navrata sprovela stres testove koji bi blagovremeno ukazali na postojanje nekih slabosti i potrebe za preventivnim dokapitalizacijama pod pretpostavkom izuzetno pesimistickih makroekonomskih scenarija.)
MATCH@E:(It is important to stress that the National Bank of Serbia has conducted several stress tests to timely identify the possible weaknesses and needs for a preventive recapitalization in case of any extremely pessimistic macroeconomic scenarios.===>Bitno je naglasiti da je Narodna banka Srbije u nekoliko navrata sprovela stres testove koji bi blagovremeno ukazali na postojanje nekih slabosti i potrebe za preventivnim dokapitalizacijama pod pretpostavkom izuzetno pesimističkih makroekonomskih scenarija.)
MATCH@M:(The tests have shown that the banking sector in Serbia is “rather resistant to external “shocks“, due to primarily high preventive capitalization, and owing to prudential restrictive measures of the National Bank of Serbia in the credit expansion period in 2004-2008“.===>Testovi su pokazali da je bankarski sektor Srbije veoma „otporan na spoljne „šokove“ s obzirom na pre svega visoku preventivnu kapitalizovanost, zahvaljujuci prudencijalnim restriktivnim merama Narodne banke Srbije u periodu kreditne ekspanzije 2004-2008. godine“.)
MATCH@E:(The tests have shown that the banking sector in Serbia is rather resistant to external shocks, due to primarily high preventive capitalization, and owing to prudential restrictive measures of the National Bank of Serbia in the credit expansion period in 2004-2008 Š14Ë.===>Testovi su pokazali da je bankarski sektor Srbije veoma otporan na spoljne šokove s obzirom na pre svega visoku preventivnu kapitalizovanost, zahvaljujući prudencijalnim restriktivnim merama Narodne banke Srbije u periodu kreditne ekspanzije 20042008. godine Š14Ë.)
MATCH@M:(Indeed, due to perhaps excessive restrictive monetary policy of the National Bank of Serbia, the banking sector in Serbia was not really impaired by the attack of the 2008 economic crisis.===>Zaista, zahvaljujuci, možda i preteranoj restriktivnoj monetarnoj politici Narodne banke Srbije, bankarski sektor Srbije je, sa svoje strane, dosta dobro podneo nalet ekonomske krize iz 2008 godine.)
MATCH@E:(Indeed, due to perhaps excessive restrictive monetary policy of the National Bank of Serbia, the banking sector in Serbia was not really impaired by the attack of the 2008 economic crisis. ~~~ 6.===>Zaista, zahvaljujući, možda i preteranoj restriktivnoj monetarnoj politici Narodne banke Srbije, bankarski sektor Srbije je, sa svoje strane, dosta dobro podneo nalet ekonomske krize iz 2008 godine. 6.)
MATCH@M:(Banks are the major institutions that ensure an efficient raising and orientation/allocation of free money resources, that is, transfer savings into investments, in a large number of countries.===>U velikom broju zemalja banke su glavne finansijske institucije koje obezbeduju efikasno prikupljanje i usmer-avanje slobodnih novcanih sredstava, odnosno trans-ferišu štednju u investicije.)
MATCH@E:(Conclusion Banks are the major institutions that ensure an efficient raising and orientation/allocation of free money resources, that is, transfer savings into investments, in a large number of countries.===>Zaključak U velikom broju zemalja banke su glavne finansijske institucije koje obezbeđuju efikasno prikupljanje i usmeravanje slobodnih novčanih sredstava, odnosno transferišu štednju u investicije.)
MATCH@M:(Due to the importance they enjoy, banks are paid special attention to in the regulatory framework.===>Zbog znacaja koje imaju bankama se poklanja posebna pažnja i u regulatornom okviru.)
MATCH@E:(Due to the importance they enjoy, banks are paid special attention to in the regulatory framework.===>Zbog značaja koje imaju bankama se poklanja posebna pažnja i u regulatornom okviru.)
MATCH@M:(Banking is one of the most strictly regulated industries.===>Bankarstvo spada u jednu od najregulisanijih industrija.)
MATCH@E:(Banking is one of the most strictly regulated industries.===>Bankarstvo spada u jednu od najregulisanijih industrija.)
MATCH@M:(Due to the importance they have for the entire economy, additional attention is paid to the issue of adequate governance of banks.===>Zbog znacaja koje imaju za celokupnu ekonomiju, dodatna pažnja se posvecuje pitanju adekvatnog upravljanja u bankama.)
MATCH@E:(Due to the importance they have for the entire economy, additional attention is paid to the issue of adequate governance of banks.===>Zbog značaja koje imaju za celokupnu ekonomiju, dodatna pažnja se posvećuje pitanju adekvatnog upravljanja u bankama.)
MATCH@M:(A very important constituent of the overall bank management process is the implementation of the corporate governance principles.===>Vrlo bitan element celokupnog procesa upravljanja bankom jeste i prime-na principa korporativnog upravljanja.)
MATCH@E:(A very important constituent of the overall bank management process is the implementation of the corporate governance principles.===>Vrlo bitan element celokupnog procesa upravljanja bankom jeste i primena principa korporativnog upravljanja.)
MATCH@M:(Corporate governance in banks, consistent to the general principles of corporate governance, refers to the manner in which banking is governed and controlled.===>Korporativno upravljanje u bankama se, shodno opštim principima korporativnog upravljanja, odnosi na nacin na koji se upravlja poslovanjem banke i vrši kontrola tog poslovanja.)
MATCH@E:(Corporate governance in banks, consistent to the general principles of corporate governance, refers to the manner in which banking is governed and controlled.===>S obzirom da su banke privatne institucije sa javnom svrhom, sigurno je da ima specifičnosti u odnosu na korporativno upravljanje u preduzećima.)
BAD_LINE_=============================================================
BAD_LINE_M:Corporate governance in banks, consistent to the general principles of corporate governance, refers to the manner in which banking is governed and controlled.
BAD_LINE_M:Korporativno upravljanje u bankama se, shodno opštim principima korporativnog upravljanja, odnosi na nacin na koji se upravlja poslovanjem banke i vrši kontrola tog poslovanja.
BAD_LINE_E:Corporate governance in banks, consistent to the general principles of corporate governance, refers to the manner in which banking is governed and controlled.
BAD_LINE_E:S obzirom da su banke privatne institucije sa javnom svrhom, sigurno je da ima specifičnosti u odnosu na korporativno upravljanje u preduzećima.
MATCH@M:(This entails setting an appropriate group of goals to be achieved as well as methods to achive them and monitor the extent to which they are achieved.===>To podrazumeva postavljanje odgovarajuceh skupa ciljeva koji se žele postici ali i nacina za ostvarivanje tih ciljeva i pracenje nivoa ostvarenja ciljeva.)
MATCH@E:(This entails setting an appropriate group of goals to be achieved as well as methods to achive them and monitor the extent to which they are achieved.===>Korporativno upravljanje u bankama se, shodno opštim principima korporativnog upravljanja, odnosi na način na koji se upravlja poslovanjem banke i vrši kontrola tog poslovanja.)
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BAD_LINE_M:This entails setting an appropriate group of goals to be achieved as well as methods to achive them and monitor the extent to which they are achieved.
BAD_LINE_M:To podrazumeva postavljanje odgovarajuceh skupa ciljeva koji se žele postici ali i nacina za ostvarivanje tih ciljeva i pracenje nivoa ostvarenja ciljeva.
BAD_LINE_E:This entails setting an appropriate group of goals to be achieved as well as methods to achive them and monitor the extent to which they are achieved.
BAD_LINE_E:Korporativno upravljanje u bankama se, shodno opštim principima korporativnog upravljanja, odnosi na način na koji se upravlja poslovanjem banke i vrši kontrola tog poslovanja.
MATCH@M:(An inadequate corporate governance may result inro serious problems in the work of the bank.===>Neadekvano korporativno upravljanje može dovesti do ozbiljnih problema u radu banke.)
MATCH@E:(An inadequate corporate governance may result inro serious problems in the work of the bank.===>To podrazumeva postavljanje odgovarajućeh skupa ciljeva koji se žele postići ali i načina za ostvarivanje tih ciljeva i praćenje nivoa ostvarenja ciljeva. i korporativno upravljanje u bankama Neadekvano korporativno upravljanje može dovesti do ozbiljnih problema u radu banke.)
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BAD_LINE_M:An inadequate corporate governance may result inro serious problems in the work of the bank.
BAD_LINE_M:Neadekvano korporativno upravljanje može dovesti do ozbiljnih problema u radu banke.
BAD_LINE_E:An inadequate corporate governance may result inro serious problems in the work of the bank.
BAD_LINE_E:To podrazumeva postavljanje odgovarajućeh skupa ciljeva koji se žele postići ali i načina za ostvarivanje tih ciljeva i praćenje nivoa ostvarenja ciljeva. i korporativno upravljanje u bankama Neadekvano korporativno upravljanje može dovesti do ozbiljnih problema u radu banke.
MATCH@M:(As the banking market is rather a close-knit market, the domino effect can turn the loss of one bank into losses of other banks in the system, of the deposit insurance system, the system of payments, and consequently, into excessive costs for all the participants.===>Pošto je bankarsko tržište veoma povezano, domino efektom gubitak jedne banke bi mogao da utice na druge banke u sistemu, na sistem osiguranje depozita, na sistem placanja, a samim tim bi to dovelo i do velikih troškova za sve ucesnike.)
MATCH@E:(As the banking market is rather a close-knit market, the domino effect can turn the loss of one bank into losses of other banks in the system, of the deposit insurance system, the system of payments, and consequently, into excessive costs for all the participants.===>Pošto je bankarsko tržište veoma povezano, domino efektom gubitak jedne banke bi mogao da utiče na druge banke u sistemu, na sistem osiguranje depozita, na sistem plaćanja, a samim tim bi to dovelo i do velikih troškova za sve učesnike.)
MATCH@M:(The similar scenario was seen with the crisis that began in the middle of 2007.===>Slican scenario se i desio sa krizom koja je pocela sredinom 2007. godine.)
MATCH@E:(The similar scenario was seen with the crisis that began in the middle of 2007.===>Sličan scenario se i desio sa krizom koja je počela sredinom 2007. godine.)
MATCH@M:(All these affect the trust into the financial and banking systems, which should not be abandoned so light-heartedly.===>Sve to utice na poverenje u finansijski i bankarski sistem, a koje se ne bi smelo tako lako ispustiti.)
MATCH@E:(All these affect the trust into the financial and banking systems, which should not be abandoned so light-heartedly.===>Sve to utiče na poverenje u finansijski i bankarski sistem, a koje se ne bi smelo tako lako ispustiti.)
MATCH@M:(Adequate corporate governance in banks is paid a lot of attention to.===>Dobrom korporativnom upravljanju u bankama se poklanja velika pažnja.)
MATCH@E:(Adequate corporate governance in banks is paid a lot of attention to.===>Dobrom korporativnom upravljanju u bankama se poklanja velika pažnja.)
MATCH@M:(Several times, and the last time was in 2010, the Basel Committee on Banking Supervision issued the Principles for enhancing corporate governance in banks to serve as guideline for both banks and regulators as regrds the implementation of an adequate corporate governance practice.===>Bazel komitet za superviziju banka je nekoliko puta, poslednji put 2010, izdao vodic za Unapredenje korporativnog upravljanja u bankama koji predstavalja smernicu za banke i regulatore u pogledu primene prakse dobrog korporativnog upravljanja.)
MATCH@E:(Several times, and the last time was in 2010, the Basel Committee on Banking Supervision issued the Principles for enhancing corporate governance in banks to serve as guideline for both banks and regulators as regrds the implementation of an adequate corporate governance practice.===>Bazel komitet za superviziju banka je nekoliko puta, poslednji put 2010, izdao vodič za Unapređenje korporativnog upravljanja u bankama koji predstavalja smernicu za banke i regulatore u pogledu primene prakse dobrog korporativnog upravljanja.)
MATCH@M:(Through the regulatory framework and additional regulations adopted by the National Bank of Serbia, the recommendations of the Basel Committee on Banking Supervision for enhancing corporate governance in banks are included into the respective documents.===>Kroz zakonski okvir i dodatne propise od strane Narodne banke Srbije, preporuke Bazel Komiteta za unapredenje korporativnog upravljanja su ukljucene u odgovarajuca dokumenta.)
MATCH@E:(Through the regulatory framework and additional regulations adopted by the National Bank of Serbia, the recommendations of the Basel Committee on Banking Supervision for enhancing corporate governance in banks are included into the respective documents.===>Kroz zakonski okvir i dodatne propise od strane Narodne banke Srbije, preporuke Bazel Komiteta za unapređenje korporativnog upravljanja su uključene u odgovarajuća dokumenta.)
MATCH@M:(Thus a strong basis was created for the development of an adequate corporate governance in Serbian banks.===>Samim tim napravljena je dobra osnova za razvoj adekvatnog korporativnog upravljanja u bankama.)
MATCH@E:(Thus a strong basis was created for the development of an adequate corporate governance in Serbian banks.===>Samim tim napravljena je dobra osnova za razvoj adekvatnog korporativnog upravljanja u bankama.)
MATCH@M:(No comprehensive control of the implementation of corporate governance principle in the banking sector of Serbia has been conducted so far.===>Za sada ni jednom sveobuhvatno nije kontrolisana primena principa korporativnog upravljanja u bankarskom sektoru Srbije.)
MATCH@E:(No comprehensive control of the implementation of corporate governance principle in the banking sector of Serbia has been conducted so far.===>Za sada ni jednom sveobuhvatno nije kontrolisana primena principa korporativnog upravljanja u bankarskom sektoru Srbije.)
MATCH@M:(What should be additionally clarified in the corporate governance in Serbian banks concerns minority shareholders with less than one percent ownership in the bank.===>U okviru korporativnog upravljanja u srpskim bankama ono što bi trebalo dodatno pojasniti tice se manjinskih akcionara koji imaju manje od jednog procenta vlasništva u banci.)
MATCH@E:(What should be additionally clarified in the corporate governance in Serbian banks concerns minority shareholders with less than one percent ownership in the bank.===>U okviru korporativnog upravljanja u srpskim bankama ono što bi trebalo dodatno pojasniti tiče se manjinskih akcionara koji imaju manje od jednog procenta vlasništva u banci.)
MATCH@M:(The question is, are their rights inferior to the rights of other shareholders as the law implies that they may be prevented from exercising their right to vote?===>Postavlja se pitanje da li oni imaju niža prava od ostalih akcionara jer zakon implicira da im se može onemoguciti da iskoriste svoje pravo glasa.)
MATCH@E:(The question is, are their rights inferior to the rights of other shareholders as the law implies that they may be prevented from exercising their right to vote?===>Postavlja se pitanje da li oni imaju niža prava od ostalih akcionara jer zakon implicira da im se može onemogućiti da iskoriste svoje pravo glasa.)
MATCH@M:(It is very important for the entire process of corporate governance in banks that special attention is devoted to the system of compensations and pay to the boards of directors and that, in consistence with the newly-adopted decisions, the policy of pay and other compensations be adequately implemented in consistence with the corporate governance principles.===>Veoma je bitno za celokupan proces korporativnog upravljanja u bankama da se obrati osebna pažnje na sistem kompenzacija i naknada upravnim odborima i da u skladu sa novousvojenim odlukama politika zarada i drugih primanja bude adekvatno sprovodena u skladu sa principima korporativnog upravljanja.)
MATCH@E:(It is very important for the entire process of corporate governance in banks that special attention is devoted to the system of compensations and pay to the boards of directors and that, in consistence with the newly-adopted decisions, the policy of pay and other compensations be adequately implemented in consistence with the corporate governance principles.===>Veoma je bitno za celokupan proces korporativnog upravljanja u bankama da se obrati osebna pažnje na sistem kompenzacija i naknada upravnim odborima i da u skladu sa novousvojenim odlukama politika zarada i drugih primanja bude adekvatno sprovođena u skladu sa principima korporativnog upravljanja.)
MATCH@M:(This process is presently under way in a large number of higher developed markets.===>Taj proces se upravo sada dešava i na mnogo razvijenim tržištima,)
MATCH@E:(This process is presently under way in a large number of higher developed markets.===>Korporativno upravljanje je proces koji nije zatvoren već naprotiv stalno se nadograđuje i unapređuje.)
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BAD_LINE_M:This process is presently under way in a large number of higher developed markets.
BAD_LINE_M:Taj proces se upravo sada dešava i na mnogo razvijenim tržištima,
BAD_LINE_E:This process is presently under way in a large number of higher developed markets.
BAD_LINE_E:Korporativno upravljanje je proces koji nije zatvoren već naprotiv stalno se nadograđuje i unapređuje.
MATCH@M:(It is especially important that the process of corporate governance is permanently worked on in a developing country such as this country is.===>a posebno je bitno konstantno raditi na procesu korporativnog upravljanja u zemlji u razvoju kao što je naša.)
MATCH@E:(It is especially important that the process of corporate governance is permanently worked on in a developing country such as this country is.===>Taj proces se upravo sada dešava i na mnogo razvijenim tržištima, a posebno je bitno konstantno raditi na procesu korporativnog upravljanja u zemlji u razvoju kao što je naša.)
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BAD_LINE_M:It is especially important that the process of corporate governance is permanently worked on in a developing country such as this country is.
BAD_LINE_M:a posebno je bitno konstantno raditi na procesu korporativnog upravljanja u zemlji u razvoju kao što je naša.
BAD_LINE_E:It is especially important that the process of corporate governance is permanently worked on in a developing country such as this country is.
BAD_LINE_E:Taj proces se upravo sada dešava i na mnogo razvijenim tržištima, a posebno je bitno konstantno raditi na procesu korporativnog upravljanja u zemlji u razvoju kao što je naša.
MATCH@M:(The three main objectives of the EU’s regional policy are: convergence, regional competitiveness and employment, and the European territorial cooperation.===>Tri glavna cilja regionalne politike su: konvergencija, regionalna konkurentnost i zapošljavanje i evropska teritorijalna saradnja.)
MATCH@E:(The three main objectives of the EUs regional policy are: convergence, regional competitiveness and employment, and the European territorial cooperation.===>Tri glavna cilja regionalne politike su: konvergencija, regionalna konkurentnost i zapošljavanje i evropska teritorijalna saradnja.)
MATCH@M:(Regional policy is implemented through three funds.===>Regionalna politika se realizuje kroz tri fonda.)
MATCH@E:(Regional policy is implemented through three funds.===>Regionalna politika se realizuje kroz tri fonda.)
MATCH@M:(These are the European Regional Development Fund (ERDF), the European Social Fund (ESF) and the Cohesion Fund.===>To su: Evropski regionalni razvojni fond (ERDF), Evropski socijalni fond (ESF ) i Kohezioni fond. 1.	Uvod)
MATCH@E:(These are the European Regional Development Fund (ERDF), the European Social Fund (ESF) and the Cohesion Fund. 1.===>To su: ~~~ Evropski regionalni razvojni fond (ERDF), Evropski socijalni fond (ESF ) i Kohezioni fond. 1.)
MATCH@M:(1.	Introduction The Union makes constant advances in economic integrations, nevertheless, the problems related to regional disparities have not changed significantly.===>Iako Unija konstantno napreduje na planu ekonomske integracije, problemi vezani za postojanje regionalnih dispariteta nisu se bitno promenili.)
MATCH@E:(Introduction The Union makes constant advances in economic integrations, nevertheless, the problems related to regional disparities have not changed significantly.===>Uvod Iako Unija konstantno napreduje na planu ekonomske integracije, problemi vezani za postojanje regionalnih dispariteta nisu se bitno promenili.)
MATCH@M:(The richest country, Luxembourg, is about seven times as rich as the poorest countries in the European Union, Romania and Bulgaria.===>Najbogatija zemlja Luksemburg je oko sedam puta bogatija od najsiromašnijih zemalja EU, tj. od Rumunije i Bugarske.)
MATCH@E:(The richest country, Luxembourg, is about seven times as rich as the poorest countries in the European Union, Romania and Bulgaria.===>Najbogatija zemlja Luksemburg je oko sedam puta bogatija od najsiromašnijih zemalja EU, tj. od Rumunije i Bugarske.)
MATCH@M:(This is especially evident in the levels of the social product and uneployment in certan EU regions.===>Ovo je posebno uocljivo u nivou društvenog proizvoda i nezaposlenosti u pojedinim regionima EU.)
MATCH@E:(This is especially evident in the levels of the social product and uneployment in certan EU regions.===>Ovo je posebno uočljivo u nivou društvenog proizvoda i nezaposlenosti u pojedinim regionima EU.)
MATCH@M:(The differences among the member states on the level of macroeconomic indicators are certainly big, however, it can be asserted that the disparities in the economic development within certain member states are even bigger.===>Razlike na nivou makroekonomskih pokazatelja izmedu država clanica jesu velike, ali se može tvrditi da unutar pojedinih država clanica postoje još veci dispariteti u ekonomskoj razvijenosti pojedinih regiona.)
MATCH@E:(The differences among the member states on the level of macroeconomic indicators are certainly big, however, it can be asserted that the disparities in the economic development within certain member states are even bigger.===>Razlike na nivou makroekonomskih pokazatelja između država članica jesu velike, ali se može tvrditi da unutar pojedinih država članica postoje još veći dispariteti u ekonomskoj razvijenosti pojedinih regiona.)
MATCH@M:(This gap has even spread upon the enlargement of the EU so that these differences have become even more dramatic in the EU-27 in comparison with the EU-15.===>Posle proširenja EU ovaj jaz se povecao tako da su ove razlike znatno uvecane u EU-27 u odnosu na EU-15.)
MATCH@E:(This gap has even spread upon the enlargement of the EU so that these differences have become even more dramatic in the EU-27 in comparison with the EU-15.===>Posle proširenja EU ovaj jaz se povećao tako da su ove razlike znatno uvećane u EU-27 u odnosu na EU-15.)
MATCH@M:(The regional policy of the European Union is the most important tool used to achieve the so-called cohesion and it means adjustment to new trends and massive restructurings (the development of infrastructure, reduction of unemployment, incentives to industry and all forms of activities) in order to improve the competitiveness of a local economy and thus mitigate the inequalities in the development of the European Union regions.===>Regionalna politika Evropske unije je najvažniji instrument za postizanje tzv. kohezije i podrazumeva prilagodavanje novim kretanjima, kao i restrukturiranja velikih razmera (razvoj infrastrukture, smanjivanje nezaposlenosti, podsticanje industrije i svih oblika de-latnosti) kako bi se poboljšala konkurentnost lokalne privrede i time ublažile nejednakosti u razvoju regiona Evropske unije.)
MATCH@E:(The regional policy of the European Union is the most important tool used to achieve the so-called cohesion and it means adjustment to new trends and massive restructurings (the development of infrastructure, reduction of unemployment, incentives to industry and all forms of activities) in order to improve the competitiveness of a local economy and thus mitigate the inequalities in the development of the European Union regions.===>Regionalna politika Evropske unije je najvažniji instrument za postizanje tzv. kohezije i podrazumeva prilagođavanje novim kretanjima, kao i restrukturiranja velikih razmera (razvoj infrastrukture, smanjivanje nezaposlenosti, podsticanje industrije i svih oblika delatnosti) kako bi se poboljšala konkurentnost lokalne privrede i time ublažile nejednakosti u razvoju regiona Evropske unije.)
MATCH@M:(This policy is conducted by financial resources allocated from the European Union budget, through structural funds and the Cohesian fund and consumes one third of the Union budget.===>Ova politika se sprovodi novcanim sredstvima iz zajednickog budžeta Evropske unije kroz strukturne fondove i Kohezioni fond i na nju se troši trecina ukupnog budžeta Unije.)
MATCH@E:(This policy is conducted by financial resources allocated from the European Union budget, through structural funds and the Cohesian fund and consumes one third of the Union budget.===>Ova politika se sprovodi novčanim sredstvima iz zajedničkog budžeta Evropske unije kroz strukturne fondove i Kohezioni fond i na nju se troši trećina ukupnog budžeta Unije.)
MATCH@M:(The EU common regional policy is not meant to replace national regional policies of the member states since member states have to solve the problems of under-developement of their regions by developing infrastructure and attracting investments intended to increase employment in their underdeveloped regions.===>Zajednicka regionalna politika EU nema nameru da zameni nacionalnu regionalnu politiku država clanica jer države clanice moraju da reše probleme nerazvijenosti svojih regiona razvojem infrastrukture i privlacenjem investicija koje treba da povecaju zaposlenost u njihovim nerazvijenim regionima.)
MATCH@E:(The EU common regional policy is not meant to replace national regional policies of the member states since member states have to solve the problems of underdevelopement of their regions by developing infrastructure and attracting investments intended to increase employment in their underdeveloped regions.===>Zajednička regionalna politika EU nema nameru da zameni nacionalnu regionalnu politiku država članica jer države članice moraju da reše probleme nerazvijenosti svojih regiona razvojem infrastrukture i privlačenjem investicija koje treba da povećaju zaposlenost u njihovim nerazvijenim regionima.)
MATCH@M:(In conceiving their national regional policies, the member states of the EU are free to build the national regional policy model and select the instruments, institutions and measures.===>Prilikom koncipiranja nacionalne regionalne politike, države clanice EU slobodne su u izgradnji modela domace regionalne politike i izboru instrumenata, institucija i mera.)
MATCH@E:(In conceiving their national regional policies, the member states of the EU are free to build the national regional policy model and select the instruments, institutions and measures. ~~~ 2.===>Prilikom koncipiranja nacionalne regionalne politike, države članice EU slobodne su u izgradnji modela domaće regionalne politike i izboru instrumenata, institucija i mera. 2.)
MATCH@M:(Structural funds and the Cohesion fund are part of the European Union regional policy.===>Strukturni fondovi i Kohezioni fond cine deo regionalne politike Evropske unije.)
MATCH@E:(Structural funds and the cohesion fund Structural funds and the Cohesion fund are part of the European Union regional policy.===>)
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BAD_LINE_M:Structural funds and the Cohesion fund are part of the European Union regional policy.
BAD_LINE_M:Strukturni fondovi i Kohezioni fond cine deo regionalne politike Evropske unije.
BAD_LINE_E:Structural funds and the cohesion fund Structural funds and the Cohesion fund are part of the European Union regional policy.
BAD_LINE_E:
MATCH@M:(They are meant to reduce the gap in the development between the richer and the poorer EU member states and regions and to promote economic, social and territorial cohesion.===>Ovi fondovi imaju za cilj da smanje jaz u razvoju izmedu bogatijih i siromašnijih država clanica i regiona EU, te da promovišu ekonomsku, socijalnu i teritorijalnu koheziju.)
MATCH@E:(They are meant to reduce the gap in the development between the richer and the poorer EU member states and regions and to promote economic, social and territorial cohesion.===>Strukturni fondovi i kohezioni fond siromašnijih država članica i regiona EU, te da promovišu ekonomsku, socijalnu i teritorijalnu koheziju.)
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BAD_LINE_M:They are meant to reduce the gap in the development between the richer and the poorer EU member states and regions and to promote economic, social and territorial cohesion.
BAD_LINE_M:Ovi fondovi imaju za cilj da smanje jaz u razvoju izmedu bogatijih i siromašnijih država clanica i regiona EU, te da promovišu ekonomsku, socijalnu i teritorijalnu koheziju.
BAD_LINE_E:They are meant to reduce the gap in the development between the richer and the poorer EU member states and regions and to promote economic, social and territorial cohesion.
BAD_LINE_E:Strukturni fondovi i kohezioni fond siromašnijih država članica i regiona EU, te da promovišu ekonomsku, socijalnu i teritorijalnu koheziju.
MATCH@M:(In the financial perspective for the 2007-2013 period, the value of these resources amounts to 348 billion euros, which makes 35% of the total EU budget and is the second largest item in the budget.===>U finansijskoj perspektivi 2007 - 2013. godine, vrednost ovih fondova je 348 milijardi evra, što predstavlja 35% ukupnog budžeta EU i druga je budžetska stavka po velicini.)
MATCH@E:(In the financial perspective for the 2007-2013 period, the value of these resources amounts to 348 billion euros, which makes 35% of the total EU budget and is the second largest item in the budget.===>U finansijskoj perspektivi 2007 2013. godine, vrednost ovih fondova je 348 milijardi evra, što predstavlja 35% ukupnog budžeta EU i druga je budžetska stavka po veličini.)
MATCH@M:(The status of a structural fund in the 2007-2013 financial perspective was granted to the European Regional Development Fund -ERDF, and the European Social Fund - ESF.===>Status strukturnog fonda u finansijskoj perspektivi 2007 - 2013. godine imaju Evropski regionalni razvojni fond (European Regional Development Fund - ERDF) i Evropski socijalni fond (European Social Fund - ESF).)
MATCH@E:(The status of a structural fund in the 2007-2013 financial perspective was granted to the European Regional Development Fund ERDF, and the European Social Fund ESF.===>Status strukturnog fonda u finansijskoj perspektivi 2007 2013. godine imaju Evropski regionalni razvojni fond (European Regional Development Fund - ERDF) i Evropski socijalni fond (European Social Fund - ESF).)
MATCH@M:(Until 2007, this status was also enjoyed by the Financial Instrument for Fisheries Guidance - FIFG and the European Agricultural Guidance and Guarantee Fund - EAGGF.===>Do 2007. godine status strukturnog fonda imali su i Finansijski instrument za upravljanje ribarstvom (Financial Instrument for Fisheries Guidance - FIFG) i Evropski fond za rukovodenje i garancije u poljoprivredi (European Agricultural Guidance and Guarantee Fund -EAGGF).)
MATCH@E:(Until 2007, this status was also enjoyed by the Financial Instrument for Fisheries Guidance FIFG and the European Agricultural Guidance and Guarantee Fund EAGGF.===>Do 2007. godine status strukturnog fonda imali su i Finansijski instrument za upravljanje ribarstvom (Financial Instrument for Fisheries Guidance - FIFG) i Evropski fond za rukovođenje i garancije u poljoprivredi (European Agricultural Guidance and Guarantee Fund EAGGF).)
MATCH@M:(The ERDF was established in 1975, and was meant to aid strengthening the economic and social cohesion through diminishing the differences in the development levels among the regions within the European Union.===>ERDF je osnovan 1975. godine, a njegov cilj je jacanje ekonomske i socijalne kohezije kroz smanjivanje razlika u razvijenosti medu regionima unutar Evropske unije.)
MATCH@E:(The ERDF was established in 1975, and was meant to aid strengthening the economic and social cohesion through diminishing the differences in the development levels among the regions within the European Union.===>ERDF je osnovan 1975. godine, a njegov cilj je jačanje ekonomske i socijalne kohezije kroz smanjivanje razlika u razvijenosti među regionima unutar Evropske unije.)
MATCH@M:(The fund supports its users through investments into companies (especially small and medium-sized enterprises), investments into infrastructure (research and innovations, telecommunications, energy and transport), and through financial instruments (funds for local development) and the technical support measures.===>Fond pruža podršku korisnicima kroz ulaganja u kompanije (posebno mala i srednja preduzeca), ulaganja u infrastrukturu (istraživanje i inovacije, telekomunikacije, energija i transport), te kroz finansijske instrumente (fondovi za lokalni razvoj) i mere tehnicke podrške.)
MATCH@E:(The fund supports its users through investments into companies (especially small and medium-sized enterprises), investments into infrastructure (research and innovations, telecommunications, energy and transport), and through financial instruments (funds for local development) and the technical support measures.===>Fond pruža podršku korisnicima kroz ulaganja u kompanije (posebno mala i srednja preduzeća), ulaganja u infrastrukturu (istraživanje i inovacije, telekomunikacije, energija i transport), te kroz finansijske instrumente (fondovi za lokalni razvoj) i mere tehničke podrške.)
MATCH@M:(The ESP was founded in 1958, to finance measures to increase employment in the EU member states and regions, especially in less developed ones.===>ESF je uspostavljen 1958. godine, a njime se finansiraju mere za povecanje zaposlenosti u državama clanicama i regionima EU, narocito u onim manje razvijenim.)
MATCH@E:(The ESP was founded in 1958, to finance measures to increase employment in the EU member states and regions, especially in less developed ones.===>ESF je uspostavljen 1958. godine, a njime se finansiraju mere za povećanje zaposlenosti u državama članicama i regionima EU, naročito u onim manje razvijenim.)
MATCH@M:(The fund resources are allocated to employees and companies adjustments, planning and expanding innovative work organizations, facilitating access to employment and labour market, socail inclusion and non-discrimination in the labour market, stregthening of human capital and development of institutional capacities and improving efficiency of the public administration at the state, regional, as well as local levels.===>Sredstva fonda usmeravaju se u prilagodavanje radnika i kompanija, planiranje i širenje inovativnih organizacija rada, olakšavanje pristupa zapošljavanju i tržištu rada, socijalnu ukljucivost i nediskriminaciju na tržištu rada, jacanje ljudskog kapitala, te razvoju institucionalnih kapaciteta i povecanju efikasnosti javne uprave na državnom, regionalnom i lokalnom nivou.)
MATCH@E:(The fund resources are allocated to employees and companies adjustments, planning and expanding innovative work organizations, facilitating access to employment and labour market, socail inclusion and non-discrimination in the labour market, stregthening of human capital and development of institutional capacities and improving efficiency of the public administration at the state, regional, as well as local levels.===>Sredstva fonda usmeravaju se u prilagođavanje radnika i kompanija, planiranje i širenje inovativnih organizacija rada, olakšavanje pristupa zapošljavanju i tržištu rada, socijalnu uključivost i nediskriminaciju na tržištu rada, jačanje ljudskog kapitala, te razvoju institucionalnih kapaciteta i povećanju efikasnosti javne uprave na državnom, regionalnom i lokalnom nivou.)
MATCH@M:(The Cohesion fund, established in 1993, is meant to support the economy of solidarity in the EU.===>Kohezioni fond, uspostavljen 1993. godine, ima za cilj pomoc ekonomskoj solidarnosti u EU.)
MATCH@E:(The Cohesion fund, established in 1993, is meant to support the economy of solidarity in the EU.===>Strukturni fondovi i Kohezioni fond čine deo regionalne politike Evropske unije.)
BAD_LINE_=============================================================
BAD_LINE_M:The Cohesion fund, established in 1993, is meant to support the economy of solidarity in the EU.
BAD_LINE_M:Kohezioni fond, uspostavljen 1993. godine, ima za cilj pomoc ekonomskoj solidarnosti u EU.
BAD_LINE_E:The Cohesion fund, established in 1993, is meant to support the economy of solidarity in the EU.
BAD_LINE_E:Strukturni fondovi i Kohezioni fond čine deo regionalne politike Evropske unije.
MATCH@M:(The beneficiaries of this fund are the member states whose GDP is less than 90% of the EU average.===>Korisnice sredstava iz fonda su države clanice ciji GDP iznosi manje od 90% prošeka EU.)
MATCH@E:(The beneficiaries of this fund are the member states whose GDP is less than 90% of the EU average.===>Korisnice sredstava iz fonda su države članice čiji GDP iznosi manje od 90% proseka EU.)
MATCH@M:(The fund grants financial aid to projects in the fields such as environmental protection and the development of transportation infrastructure.===>Fond pruža finansijsku pomoc projektima u oblastima kao što su zaštita životne sredine i razvoj transportne infrastrukture.)
MATCH@E:(The fund grants financial aid to projects in the fields such as environmental protection and the development of transportation infrastructure.===>Fond pruža finansijsku pomoć projektima u oblastima kao što su zaštita životne sredine i razvoj transportne infrastrukture.)
MATCH@M:(Until the fifth round of enlargement, the beneficiaries of this fund were Greece, Ireland, Portugal and Spain.===>Do petog kruga proširenja EU, države korisnice fonda bile su: Grcka, Irska, Portugalija i Spanija.)
MATCH@E:(Until the fifth round of enlargement, the beneficiaries of this fund were Greece, Ireland, Portugal and Spain.===>Do petog kruga proširenja EU, države korisnice fonda bile su: ~~~ Grčka, Irska, Portugalija i [panija.)
MATCH@M:(After the sixth round of enlargement (years 2005/2007), the following states are the beneficiaries: Bulgaria, the Czech Republic, Estonia, Greece, Cyprus, Latvia, Lithuania, Hungary, Malta, Poland, Portugal, Slovakia, Slovenia, and Romania.===>Nakon šestog kruga proširenja (2005/2007.godine) korisnice fonda su: Bugarska, Ceška, Estonija, Grcka, Kipar, Letonija, Litvanija, Madarska, Malta, Poljska, Portugalija, Slovacka, Slovenija i Rumunija.)
MATCH@E:(After the sixth round of enlargement (years 2005/2007), the following states are the beneficiaries: Bulgaria, the Czech Republic, Estonia, Greece, Cyprus, Latvia, Lithuania, Hungary, Malta, Poland, Portugal, Slovakia, Slovenia, and Romania.===>Nakon šestog kruga proširenja (2005/2007.godine) korisnice fonda su: ~~~ Bugarska, Češka, Estonija, Grčka, Kipar, Letonija, Litvanija, Mađarska, Malta, Poljska, Portugalija, Slovačka, Slovenija i Rumunija.)
MATCH@M:(In the 2007-2013 financial perspective, financial means from the structural funds and the Cohesion funs are allocated in accordance with the three new goals of the regional policy: goal 1 -convergence/coming together (ERDF, ESF and the Cohesion Fund; goal 2 - regional competitiveness and employment (ERDF and ESF); and goal 3 - territorial cooperation (ERDF).===>U finansijskoj perspektivi 2007 - 2013. godine putem strukturnih i Kohezionog fonda sredstva se usmeravaju u skladu s tri nova cilja regionalne politike: cilj 1 - konvergenci-ja/približavanje (ERDF, ESF i Kohezioni Fond), cilj 2 - regionalna konkurentnost i zapošljavanje (ERDF i ESF) i cilj 3 - teritorijalna saradnja (ERDF).)
MATCH@E:(In the 2007-2013 financial perspective, financial means from the structural funds and the Cohesion funs are allocated in accordance with the three new goals of the regional policy: goal 1 convergence/coming together (ERDF, ESF and the Cohesion Fund; goal 2 regional competitiveness and employment (ERDF and ESF); and goal 3 territorial cooperation (ERDF).===>U finansijskoj perspektivi 2007 2013. godine putem strukturnih i Kohezionog fonda sredstva se usmeravaju u skladu s tri nova cilja regionalne politike: cilj 1 - konvergencija/približavanje (ERDF, ESF i Kohezioni Fond), cilj 2 regionalna konkurentnost i zapošljavanje (ERDF i ESF) i cilj 3 - teritorijalna saradnja (ERDF).)
MATCH@M:(Convergence means efforts in promoting the conditions for improving growth and factors leading to the real convergence of the poorest developed member states and reagions.===>Konvergencija oznacava nastojanje da se promovišu uslovi za povecanje rasta i faktori koji vode ka stvarnoj konvergenciji najslabije razvijenih zemalja clanica i regiona.)
MATCH@E:(Š1Ë Convergence means efforts in promoting the conditions for improving growth and factors leading to the real convergence of the poorest developed member states and reagions.===>Š1Ë Konvergencija označava nastojanje da se promovišu uslovi za povećanje rasta i faktori koji vode ka stvarnoj konvergenciji najslabije razvijenih zemalja članica i regiona.)
MATCH@M:(Among the 27 member countries, this goal is set for 84 regions in 18 member states.===>Medu 27 zemalja clanica Evropske unije ovaj cilj se odnosi na 84 regiona u 18 zemalja clanica.)
MATCH@E:(Among the 27 member countries, this goal is set for 84 regions in 18 member states.===>Među 27 zemalja članica Evropske unije ovaj cilj se odnosi na 84 regiona u 18 zemalja članica.)
MATCH@M:(The total number of population in these regions is 154 millions (31% of the EU27), and per capita GDP is lower than the 75% the average in the Union.===>Ukupan broj stanovnika u ovim regionima je 154 miliona (31% EU27), a GDP po glavi stanovnika je niži od 75% proseka Zajednice.)
MATCH@E:(The total number of population in these regions is 154 millions (31% of the EU27), and per capita GDP is lower than the 75% the average in the Union.===>Ukupan broj stanovnika u ovim regionima je 154 miliona (31% EU27), a GDP po glavi stanovnika je niži od 75% proseka Zajednice.)
MATCH@M:(This goal also includes, and this is in a gradual withdrowal phase, 16 more regions with the total population of 16.4 million and an GDP slightly higher than the defined treshhold, due to the statistical effect resulting from the enlargement of the European Union.===>Ovim ciljem je takode obuhvaceno, u fazi postepenog povlacenja, još 16 regiona sa ukupno 16,4 miliona stanovnika i sa GDP-om malo iznad definisanog praga, zbog statistickog efekta nastalog uvecanjem Evropske unije.)
MATCH@E:(This goal also includes, and this is in a gradual withdrowal phase, 16 more regions with the total population of 16.4 million and an GDP slightly higher than the defined treshhold, due to the statistical effect resulting from the enlargement of the European Union.===>Ovim ciljem je takođe obuhvaćeno, u fazi postepenog povlačenja, još 16 regiona sa ukupno 16,4 miliona stanovnika i sa GDP-om malo iznad definisanog praga, zbog statističkog efekta nastalog uvećanjem Evropske unije.)
MATCH@M:(The sum available to achieve the convergence goal amounts to 282.8 billion euros, which makes 81.5% of the total means to be allocated to regional policies.===>Suma koja je na raspolaganju za ostvarenje cilja konvergencije je 282,8 milijardi evra, što predstavlja 81,5% ukupnih sredstava namenjenih regionalnoj politici.)
MATCH@E:(The sum available to achieve the convergence goal amounts to 282.8 billion euros, which makes 81.5% of the total means to be allocated to regional policies.===>Suma koja je na raspolaganju za ostvarenje cilja konvergencije je 282,8 milijardi evra, što predstavlja 81,5% ukupnih sredstava namenjenih regionalnoj politici.)
MATCH@M:(Regional competitiveness and employment contribute to boosting competition, attractiveness and employment in two ways.===>Regionalna konkurentnost i zapošljavanje doprinose jacanju konkurentnosti, atraktivnosti i zapošljavanju na dva nacina.)
MATCH@E:(Regional competitiveness and employment contribute to boosting competition, attractiveness and employment in two ways.===>Regionalna konkurentnost i zapošljavanje doprinose jačanju konkurentnosti, atraktivnosti i zapošljavanju na dva načina.)
MATCH@M:(First, development programmes help regions predict and promote economic changes through innovations and promotion of the knowledge society, entrepreneurship and environmental protection as well as make them more readily available.===>Prvo, razvojni programi pomažu regionima da predvide i promovišu ekonomske promene kroz inovacije i promociju društva znanja, preduzetništva i zaštite životne sredine i poboljšanje njihove dostupnosti.)
MATCH@E:(First, development programmes help regions predict and promote economic changes through innovations and promotion of the knowledge society, entrepreneurship and environmental protection as well as make them more readily available.===>Prvo, razvojni programi pomažu regionima da predvide i promovišu ekonomske promene kroz inovacije i promociju društva znanja, preduzetništva i zaštite životne i poboljšanje njihove dostupnosti.)
MATCH@M:(Second, more quality jobs will be supported by adjusting the labour force and investing into human resources.===>Drugo, više kvalitetnijih poslova bice podržano prilagodavanjem radne snage i investiranjem u ljudske resurse.)
MATCH@E:(Second, more quality jobs will be supported by adjusting the labour force and investing into human resources.===>Drugo, više kvalitetnijih poslova biće podržano prilagođavanjem radne snage i investiranjem u ljudske resurse.)
MATCH@M:(The criteria for grants meant for the achievement of this goal are met by 168 regions with a total of 314 million inhabitants.===>Kriterij ume za dobij anje pomoci namenjene ostvarenju ovog cilja ispunjava 168 regiona, sa ukupno 314 miliona stanovnika.)
MATCH@E:(The criteria for grants meant for the achievement of this goal are met by 168 regions with a total of 314 million inhabitants.===>Kriterijume za dobijanje pomoći namenjene ostvarenju ovog cilja ispunjava 168 regiona, sa ukupno 314 miliona stanovnika.)
MATCH@M:(The European territorial collaboration is meant to strengthen the crossboundary collaboration through common local and regional initiatives, to strengthen the transnational cooperation oriented to an integrated territorial development, as well as to promote interregional collaboration and exchange of experiences.===>Evropska teritorijalna saradnja namenjena je jacanju prekogranicne saradnje kroz zajednicke lokalne i regionalne inicijative, zatim jacanju transnacionalne saradnje usmerene na integrisani teritorijalni razvoj, kao i jacanju interregionalne saradnje i razmeni iskustava.)
MATCH@E:(A total of ¡55 billion is allocated for the purposes of achieving the goal of regional competitiveness. ~~~ The European territorial collaboration is meant to strengthen the crossboundary collaboration through common local and regional initiatives, to strengthen the transnational cooperation oriented to an integrated ter ritorial development, as well as to promote interregional collaboration and exchange of experiences.===>Za ostvarenje cilja regionalna konkurentnost i zapošljavanje namenjeno je ukupno 55 milijardi evra. sredine Evropska teritorijalna saradnja namenjena je jačanju prekogranične saradnje kroz zajedničke lokalne i regionalne inicijative, zatim jačanju transnacionalne saradnje usmerene na integrisani teritorijalni razvoj, kao i jačanju interregionalne saradnje i razmeni iskustava.)
MATCH@M:(The population living in border regions amounts to 181.7 million (37.5% of the total EU population).===>Populacija koja živi u pogranicnim regionima broji 181,7 miliona stanovnika (37,5% ukupnog broja stanovnika EU).)
MATCH@E:(The population living in border regions amounts to 181.7 million (37.5% of the total EU population).===>Populacija koja živi u pograničnim regionima broji 181,7 miliona stanovnika (37,5% ukupnog broja stanovnika EU).)
MATCH@M:(The total of € 8.7 billion (2.44% of the total amount) meant for the purposes of achieving this goal are distributed in the following way: € 6.44 billion for cross-border programmes, € 1.83 billion for transnational programmes, and € 445 million for interregional collaboration.===>Ukupno 8,7 milijardi evra (2,44% ukupnog iznosa) koji su namenjeni ostvarenju ovog cilja rasporedeni su na sledeci nacin: 6,44 milijardi evra za prekogranicne programe, 1,83 milijardi evra za transnacionalne programe i 445 miliona evra za interregionalnu saradnju.)
MATCH@E:(The total of ¡ 8.7 billion (2.44% of the total amount) meant for the purposes of achieving this goal are distributed in the following way: ¡ 6.44 billion for cross-border programmes, ¡ 1.83 billion for transnational programmes, and ¡ 445 million for interregional collaboration.===>Ukupno 8,7 milijardi evra (2,44% ukupnog iznosa) koji su namenjeni ostvarenju ovog cilja raspoređeni su na sledeći način: ~~~ 6,44 milijardi evra za prekogranične programe, 1,83 milijardi evra za transnacionalne programe i 445 miliona evra za interregionalnu saradnju.)
MATCH@M:(The regional policy of the EU is implemented in achieving these three basic goals employing the financial resources from structural funds and the Cohesion Fund through projects and programmes.===>Ostvarivanjem ova tri osnovna cilja uz korišcenje sredstava iz strukturnih fondova i Kohezionog fonda, kroz projekte i programe, prime nj uje se regionalna politika EU.)
MATCH@E:(The regional policy of the EU is implemented in achieving these three basic goals employing the financial resources from structural funds and the Cohesion Fund through projects and programmes. ~~~ 3.===>Ostvarivanjem ova tri osnovna cilja uz korišćenje sredstava iz strukturnih fondova i Kohezionog fonda, kroz projekte i programe, primenjuje se regionalna politika EU. 3.)
MATCH@M:(The legislative authority is assigned to the Council of the EU and the European Parliament and they make decisions during a consent granting procedure.===>Zakonodavna nadležnost je poverena Savetu EU i Evropskom parlamentu koji donose odluke u postupku davanja saglasnosti.)
MATCH@E:(The legislative authority is assigned to the Council of the EU and the European Parliament and they make decisions during a consent granting procedure.===>Zakonodavna nadležnost je poverena Savetu EU i Evropskom parlamentu koji donose odluke u postupku davanja saglasnosti.)
MATCH@M:(The Regional Development Agency of the European Union has competence over any issues within this policy.===>U okviru Evropskog parlamenta Odbor za regionalni razvoj je nadležan za sva pitanja koja su u delokrugu ove politike.)
MATCH@E:(The Regional Development Agency of the European Union has competence over any issues within this policy.===>U okviru Evropskog parlamenta Odbor za regionalni razvoj je nadležan za sva pitanja koja su u delokrugu ove politike.)
MATCH@M:(The right to propose new laws in this area is an exclusive authority of the European Commission, where an important position is the position of the Director General for regional policy.===>Pravo predlaganja propisa u ovoj oblasti je u iskljucivoj nadležnosti Evropske komisije, u okviru koje znacajno mesto pripada Generalnom direktoratu za regionalnu politiku.)
MATCH@E:(The right to propose new laws in this area is an exclusive authority of the European Commission, where an important position is the position of the Director General for regional policy.===>Pravo predlaganja propisa u ovoj oblasti je u isključivoj nadležnosti Evropske komisije, u okviru koje značajno mesto pripada Generalnom direktoratu za regionalnu politiku.)
MATCH@M:(In preparing its proposition, the Commission consults the member states.===>Prilikom izrade predloga Komisija konsultuje države clanice.)
MATCH@E:(In preparing its proposition, the Commission consults the member states.===>Prilikom izrade predloga Komisija konsultuje države članice.)
MATCH@M:(Very important in decision making in this area is the Regional Comittee whom the Concil and the Commission consult in cases stipulated by this contarct and also in any other cases when one of the two bodies finds it necessary, and especially as regards the issues of cross border collaboration.===>U donošenju odluka u ovoj oblasti veliki znacaj ima ?omitet regiona koga Savet i Komisija konsultuju i to u slucajevima koje predvida ovaj ugovor i u svim drugim slucajevima kada jedan od ova dva organa to oceni potrebnim, a posebno u vezi sa pitanjima prekogranicne saradnje.)
MATCH@E:(Very important in decision making in this area is the Regional Comittee whom the Concil and the Commission consult in cases stipulated by this contarct and also in any other cases when one of the two bodies finds it necessary, and especially as regards the issues of cross border collaboration.===>U donošenju odluka u ovoj oblasti veliki značaj ima ?omitet regiona koga Savet i Komisija konsultuju i to u slučajevima koje predviđa ovaj ugovor i u svim drugim slučajevima kada jedan od ova dva organa to oceni potrebnim, a posebno u vezi sa pitanjima prekogranične saradnje.)
MATCH@M:(Each member state is obliged to devise its National Strategic Reference Framework -NSRF.===>Svaka država clanica je dužna da izradi Nacionalni strateški referentni okvir (National Strategie Reference Framework - NSRF).)
MATCH@E:(Each member state is obliged to devise its National Strategic Reference Framework NSRF.===>Svaka država članica je dužna da izradi Nacionalni strateški referentni okvir (National Strategic Reference Framework NSRF).)
MATCH@M:(In it, each of them define their national strategies in this field and propose all the operations programmes they desire to conduct on their territories.===>Njime svaka država clanica definiše nacionalnu strategiju u ovoj oblasti i predlaže sve operativne programe koje želi da sprovede na svojoj teritoriji.)
MATCH@E:(In it, each of them define their national strategies in this field and propose all the operations programmes they desire to conduct on their territories.===>Njime svaka država članica definiše nacionalnu strategiju u ovoj oblasti i predlaže sve operativne programe koje želi da sprovede na svojoj teritoriji.)
MATCH@M:(In order to facilitate this process, the European Commission has prepared the Strategic Guidelines on Cohesion, for the purpose of adjusting the project goals to the European Union priorities and of inciting the development of entrepreneurship and innovations, knowledge-based economy and creating as many as possible quality jobs.===>Kako bi znatno olakšala ovaj proces, Evropska komisija je pripremila Strateške smernice o koheziji, kako bi se ciljevi projekata uskladili sa prioritetima Evropske unije i dao podsticaj razvoju preduzetništva i inovacija, ekonomije zasnovane na znanju i kreiranju što veceg broja kvalitetnijih poslova.)
MATCH@E:(In order to facilitate this process, the European Commission has prepared the Strategic Guidelines on Cohesion, for the purpose of adjusting the project goals to the European Union priorities and of inciting the development of entrepreneurship and innovations, knowledge-based economy and creating as many as possible quality jobs.===>Kako bi znatno olakšala ovaj proces, Evropska komisija je pripremila Strateške smernice o koheziji, kako bi se ciljevi projekata uskladili sa prioritetima Evropske unije i dao podsticaj razvoju preduzetništva inovacija, ekonomije zasnovane na znanju i kreiranju što većeg broja kvalitetnijih poslova.)
MATCH@M:(The states and regions included in this convergence goals are obliged to allocate 60% expenditures to the priorities arising from the European Union growth and employment strategy.===>Za države i regione obuhvacene ciljem konvergencije postoji obaveza da 60% troškova mora da se alocira na prioritete koji proisticu iz strategije Evropske unije za rast i zapošljavanje.)
MATCH@E:(The states and regions included in this convergence goals are obliged to allocate 60% expenditures to the priorities arising from the European Union growth and employment strategy.===>Za države i regione obuhvaćene ciljem konvergencije postoji obaveza da 60% troškova mora da se alocira na prioritete koji proističu iz strategije Evropske unije za rast i zapošljavanje.)
MATCH@M:(In case of the states and regions included in the competitiveness and employment goals this percentage amounts to 75%.===>Za države i regione obuhvacene ciljem konkurentnosti i zapošljavanja taj procenat iznosi 75%.)
MATCH@E:(In case of the states and regions included in the competitiveness and employment goals this percentage amounts to 75%.===>Za države i regione obuhvaćene ciljem konkurentnosti i zapošljavanja taj procenat iznosi 75%.)
MATCH@M:(The European commission adopted about 450 operations programmes for the 20072013 period.===>Evropska komisija je usvojila oko 450 operativnih programa za period 2007-2013. godine.)
MATCH@E:(The European commission adopted about 450 operations programmes for the 20072013 period.===>Evropska komisija je usvojila oko 450 operativnih programa za period 20072013. godine.)
MATCH@M:(Both social and economic partners, as well as civil sector organizations participate in these operational programmes programming and management.===>U programiranju i upravljanju operativnim programima ucestvuju ekonomski i socijalni partneri, kao i organizacije civilnog sektora.)
MATCH@E:(Both social and economic partners, as well as civil sector organizations participate in these operational programmes programming and management.===>U programiranju i upravljanju operativnim programima učestvuju ekonomski i socijalni partneri, kao i organizacije civilnog sektora.)
MATCH@M:(On the level of the operations programme, the member states are obliged to define certain amounts of co-financing.===>Na nivou operativnog programa države clanice su u obavezi da definišu odredene iznose kofinansiranja.)
MATCH@E:(On the level of the operations programme, the member states are obliged to define certain amounts of co-financing.===>Na nivou operativnog programa države članice su u obavezi da definišu određene iznose i kofinansiranja.)
MATCH@M:(Then the Commission makes a decision which operations programmes they will approve of.===>Komisija potom donosi odluku kojom odobrava odredene operativne programe.)
MATCH@E:(Then the Commission makes a decision which operations programmes they will approve of.===>Komisija potom donosi odluku kojom odobrava određene operativne programe.)
MATCH@M:(In the course of the programme implementation its task is also to supervise the programme activities carried out.===>Ona je takode zadužena da u toku primene programa vrši nadzor nad sprovodenjem aktivnosti programa.)
MATCH@E:(In the course of the programme implementation its task is also to supervise the programme activities carried out.===>Ona je takođe zadužena da u toku primene programa vrši nadzor nad sprovođenjem aktivnosti programa.)
MATCH@M:(Upon the completion of the programme, the member states are obliged to submit reports to the Commission, and it is on the basis of these reports that the Commission reports to the European Parliament, the Council, the Committe for Economic and Social affairs and the Regional Committee on the progress achieved in gaining economic and social cohesion as well as on the manner in which the resources stipulated in this article contributed to it.===>Države clanice imaju obavezu da nakon završetka programa dostave izveštaje Komisiji koja na osnovu svih prikupljenih izveštaja podnosi, svake tri godine, izveštaj Evropskom parlamentu, Savetu, Komitetu za ekonomska i socijalna pitanja i Komitetu regiona o ostvarenom napretku u postizanju ekonomske i socijalne kohezije i o nacinu na koji su sredstva predvidena u ovom clanu tome doprinela.)
MATCH@E:(Upon the completion of the programme, the member states are obliged to submit reports to the Commission, and it is on the basis of these reports that the Commission reports to the European Parliament, the Council, the Committe for Economic and Social affairs and the Regional Committee on the progress achieved in gaining economic and social cohesion as well as on the manner in which the resources stipulated in this article contributed to it.===>Države članice imaju obavezu da nakon završetka programa dostave izveštaje Komisiji koja na osnovu svih prikupljenih izveštaja podnosi, svake tri godine, izveštaj Evropskom parlamentu, Savetu, Komitetu za ekonomska i socijalna pitanja i Komitetu regiona o ostvarenom napretku u postizanju ekonomske i socijalne kohezije i o načinu na koji su sredstva predviđena u ovom članu tome doprinela.)
MATCH@M:(If necessary, the report is accompanied by appropriate propositions Ê2Ë.===>Izveštaj, u slucaju potrebe, prate odgovarajuci predlozi.[2])
MATCH@E:(If necessary, the report is accompanied by appropriate propositions Š2Ë.===>Izveštaj, u slučaju potrebe, prate odgovarajući predlozi.)
MATCH@M:(Before it accesses the European Union, the candidate state is obliged to define appropriate statistical territorial units following the classification implemented by the European Union.===>Pre pristupanja Evropskoj uniji zemlja kandidat je u obavezi da utvrdi odgovarajuce statisticke prostorne jedinice prema klasifikaciji koju primenjuje Evropska unija.)
MATCH@E:(Before it accesses the European Union, the candidate state is obliged to define appropriate statistical territorial units following the classification implemented by the European Union.===>Š2Ë Pre pristupanja Evropskoj uniji zemlja kandidat je u obavezi da utvrdi odgovarajuće statističke prostorne jedinice prema klasifikaciji koju primenjuje Evropska unija.)
MATCH@M:(The present classification on the territory of each member state specifies three basic levels, NUTS I, NUTS II, and NUTS III.===>Sadašnja klasifikacija na teritoriji svake zemlje clanice utvrduje tri osnovna nivoa, NUTS I, NUTS II i NUTS III.)
MATCH@E:(The present classification on the territory of each member state specifies three basic levels, NUTS I, NUTS II, and NUTS III.===>Sadašnja klasifikacija na teritoriji svake zemlje članice utvrđuje tri osnovna nivoa, NUTS I, NUTS II i NUTS III.)
MATCH@M:(Each territorial unit in the NUTS classification has a specific code and title, hence the territorial units on the same level in one country cannot be assigned the same title.===>Svaka teritorijalna jedinica NUTS klasifikacije ima specificni kod i naziv, pa teritorijalne jedinice na istom nivou u jednoj državi ne mogu biti oznacene istim nazivom.)
MATCH@E:(Each territorial unit in the NUTS classification has a specific code and title, hence the territorial units on the same level in one country cannot be assigned the same title.===>Svaka teritorijalna jedinica NUTS klasifikacije ima specifični kod i naziv, pa teritorijalne jedinice na istom nivou u jednoj državi ne mogu biti označene istim nazivom.)
MATCH@M:(The starting criterion in establishing the NUTS classification are the existing administrative units.===>Prvi kriterij um od kog se polazi prilikom utvrdivanja NUTS klasifikacije jesu postojece administrativne jedinice.)
MATCH@E:(The starting criterion in establishing the NUTS classification are the existing administrative units.===>Prvi kriterijum od kog se polazi prilikom utvrđivanja NUTS klasifikacije jesu postojeće administrativne jedinice.)
MATCH@M:(In case there are no appropriate administrative units for a certain NUTS level, the NUTS level constitutes by joining a required number of smaller territorial units, also taking into account other relevant criteria such as geographical, socio-economical, historical and geopolitical circumstances, cultural and natural conditions.===>Ukoliko za odredeni NUTS nivo ne postoje odgovarajuce administrativne jedinice, tada se NUTS nivo konstituiše spajanjem potrebnog broja manjih teritorijalnih jedinica, pri cemu se uzimaju u obzir i drugi relevantni kriterij umi kao što su geografske, socijalno-ekonomske, istorijske i geopoliticke prilike, kulturne i prirodne okolnosti.)
MATCH@E:(In case there are no appropriate administrative units for a certain NUTS level, the NUTS level constitutes by joining a required number of smaller territorial units, also taking into account other relevant criteria such as geographical, socio-economical, historical and geopolitical circumstances, cultural and natural conditions.===>Ukoliko za određeni NUTS nivo ne postoje odgovarajuće administrativne jedinice, tada se NUTS nivo konstituiše spajanjem potrebnog broja manjih teritorijalnih jedinica, pri čemu se uzimaju u obzir i drugi relevantni kriterijumi kao što su geografske, i istorijske geopolitičke prilike, kulturne i prirodne okolnosti.)
MATCH@M:(NUTS regions are therefore the statistical-economic regions that make the basis for the European Union regional development policy planning and implementation and the NUTS classification absolutely supports the totality of a state.===>Dakle, NUTS regioni su statisticko-ekonomski regioni koji predstavljaju osnovu za planiranje i spro vodenje politike regionalnog razvoja Evropske unije i NUTS klasifikacija u potpunosti podržava celovitost jedne države.)
MATCH@E:(Š3Ë Table 1 NUTS classification of regions NUTS regions are therefore the statistical-economic regions that make the basis for the European Union regional development policy planning and implementation and the NUTS classification absolutely supports the totality of a state.===>Š3Ë socijalno-ekonomske, Tabela 1 - NUTS klasifikacija regiona Dakle, NUTS regioni su statističko-ekonomski regioni koji predstavljaju osnovu za planiranje i sprovođenje politike regionalnog razvoja Evropske unije i NUTS klasifikacija u potpunosti podržava celovitost jedne države.)
MATCH@M:(On the basis of the data collected on this level it is possible to satisfy the general and common needs of the population of one region, whether it is the construction of roads, the educational or health care institutions, cultural institutions and anything dealing with the progress of a region and the improvement in the quality of life of the citizens.===>Na osnovu podataka koji se prikupljaju na ovom nivou omogucava se zadovoljavanje opštih i zajednickih potreba stanovništva jednog regiona, bilo da se radi o izgradnji puteva, obrazovnih ili zdravstvenih ustanova, institucija kulture i svega onoga što se tice napretka regiona i poboljšanja kvaliteta života gradana.)
MATCH@E:(On the basis of the data collected on this level it is possible to satisfy the general and common needs of the population of one region, whether it is the construction of roads, the educational or health care institutions, cultural institutions and anything dealing with the progress of a region and the improvement in the quality of life of the citizens.===>Na osnovu podataka koji se prikupljaju na ovom nivou omogućava se zadovoljavanje opštih i zajedničkih potreba stanovništva jednog regiona, bilo da se radi o izgradnji puteva, obrazovnih ili zdravstvenih ustanova, institucija kulture i svega onoga što se tiče napretka regiona i poboljšanja kvaliteta života građana.)
MATCH@M:(It is in this manner that the region is in a position to satisfy its general needs, however, adjusted to the ovarall interests expressed on the state level.===>Na ovaj nacin se omogucava regionu da može zadovoljavati svoje opšte potrebe, ali uskladene sa opštim interesima iskazanim na državnom nivou.)
MATCH@E:(It is in this manner that the region is in a position to satisfy its general needs, however, adjusted to the ovarall interests expressed on the state level.===>Na ovaj način se omogućava regionu da može zadovoljavati svoje opšte potrebe, ali usklađene sa opštim interesima iskazanim na državnom nivou. 4.)
MATCH@M:(While the member states are responsible for the previous assessment, the task of the EU Commission is to analyse the quality of the mentioned assessment in order that it should accept to co-finance the proposed project and determine the co-financing rate.===>Dok su države clanice odgovorne za prethodnu pro-cenu, Komisija EU treba da razmotri kvalitet pomenute procene kako bi prihvatila da sufinansira predloženi projekat i kako bi odredila stopu sufinansiranja.)
MATCH@E:(4. ~~~ Cost-benefit analysis of the project While the member states are responsible for the previous assessment, the task of the EU Commission is to analyse the quality of the mentioned assessment in order that it should accept to co-finance the proposed project and determine the co-financing rate.===>Analiza troškova i koristi projekata Dok su države članice odgovorne za prethodnu procenu, Komisija EU treba da razmotri kvalitet pomenute procene kako bi prihvatila da sufinansira predloženi projekat i kako bi odredila stopu sufinansiranja.)
MATCH@M:(The regulations of the cohesive policy of the EU requres the cost-benefit analysis (CBA) to be conducted for all the major projects financed by the funds.===>Regulativa kohezione politike EU zahteva analizu troškova i koristi (Cost-Benefit Analysis - CBA) za sve glavne projekte koji se finansiraju iz fondova.)
MATCH@E:(The regulations of the cohesive policy of the EU requres the cost-benefit analysis (CBA) to be conducted for all the major projects financed by the funds.===>Regulativa kohezione politike EU zahteva analizu troškova i koristi (Cost-Benefit Analysis - CBA) za sve glavne projekte koji se finansiraju iz fondova.)
MATCH@M:(In order that a uniform quality of the project propositions be ensured, the European Commission has published specific guidelines for the cost-benefit analysis of investment projects financed by these funds.===>Da bi se obezbedio ujednacen kvalitet predloga projekata Evropska komisija je publikovala svojesvrstan vodic za analizu troškova i koristi investicionih projekata koji se finansiraju iz ovih fondova.)
MATCH@E:(In order that a uniform quality of the project propositions be ensured, the European Commission has published specific guidelines for the cost-benefit analysis of investment projects financed by these funds.===>Da bi se obezbedio ujednačen kvalitet predloga projekata Evropska komisija je publikovala svojesvrstan vodič za analizu troškova i koristi investicionih projekata koji se finansiraju iz ovih fondova.)
MATCH@M:(The document on the basis of which the project evaluation is carried out is structured into six parts: 1) Context and goal analysis; 2) Project identification; 3) Feasibility and option analysis; 4) Financial analysis; 5) Economic analysis; 6) Risk assessment.===>Dokument na osnovu koga se vrši ocena projekta strukturira se u šest delova: 1) Analiza konteksta i ciljeva; 2) Identifikacija projekta; 3) Izvodljivost i analiza opcija; 4) Finansijska analiza; 5) Ekonomska analiza; 6) Procena rizika.)
MATCH@E:(The document on the basis of which the project evaluation is carried out is structured into six parts: 1) Context and goal analysis; 2) Project identification; 3) Feasibility and option analysis; 4) Financial analysis; 5) Economic analysis; 6) Risk assessment.===>Dokument na osnovu koga se vrši ocena projekta strukturira se u šest delova: ~~~ 1) Analiza konteksta i ciljeva; 2) Identifikacija projekta; 3) Izvodljivost i analiza opcija; 4) Finansijska analiza; 5) Ekonomska analiza; 6) Procena rizika.)
MATCH@M:(The first logical step is a qualitative analysis of the socio-economic context and goals that are expected to be directly or indirectly achieved.===>Prvi logicni korak je kvalitativno razmatranje društveno-ekonomskog konteksta i ciljeva koji se ocekuju da budu direktno ili indirektno ostvareni.)
MATCH@E:(Figure 1 Cost-benefit analysis of investment projects The first logical step is a qualitative analysis of the socio-economic context and goals that are expected to be directly or indirectly achieved.===>Slika 1 Analiza troškova i koristi investicionih projekata logični korak Prvi je kvalitativno razmatranje društveno-ekonomskog konteksta i ciljeva koji se očekuju da budu direktno ili indirektno ostvareni.)
MATCH@M:(It is in this part that the connectedness of the project goals and the operations programme priorities and consistency with the EU funds are observed.===>U ovom delu se razmatra povezanost ciljeva projekta i proriteta operativnog programa i konzistentnost sa EU fondovima.)
MATCH@E:(It is in this part that the connectedness of the project goals and the operations programme priorities and consistency with the EU funds are observed.===>U ovom delu se razmatra povezanost ciljeva projekta i proriteta operativnog programa i konzistentnost sa EU fondovima.)
MATCH@M:(A clear and full definition of socioeconomic goals is necessary to define the project impact.===>Jasno i potpuno definisanje socijalno-ekonomskih ciljeva neophodno je kako bi se utvrdio uticaj projekta.)
MATCH@E:(A clear and full definition of socioeconomic goals is necessary to define the project impact.===>Jasno i potpuno definisanje socijalnoekonomskih ciljeva neophodno je kako bi se utvrdio uticaj projekta.)
MATCH@M:(It is, however, often difficult to predict all the effects of a given project.===>Medutim, cesto je teško predvideti sve uticaje datog projekta.)
MATCH@E:(It is, however, often difficult to predict all the effects of a given project.===>Međutim, često je teško predvideti sve uticaje datog projekta.)
MATCH@M:(The changes in the benefits also have a large number of constituent parts.===>Promene u dobrobiti takode imaju mnoštvo sastavnih delova.)
MATCH@E:(The changes in the benefits also have a large number of constituent parts.===>Promene u dobrobiti takođe imaju mnoštvo sastavnih delova.)
MATCH@M:(While the assessment of social benefits from each project depends on the goals of the economic policy of the partners -participants in the project, the basic means from the Commission’s perspective is the logical connectedness of the project with the major goals of the funds involved.===>Dok procena socijalnih koristi od svakog projekta zavisi od ciljeva ekonomske politike partnera koji u njemu ucestvuju, osnovno sredstvo iz perspektive Komisije jeste logicka povezanost projekta sa glavnim ciljevima fondova koji su u pitanju.)
MATCH@E:(While the assessment of social benefits from each project depends on the goals of the economic policy of the partners participants in the project, the basic means from the Commissions perspective is the logical connectedness of the project with the major goals of the funds involved.===>Dok procena socijalnih koristi od svakog projekta zavisi od ciljeva ekonomske politike partnera koji u njemu učestvuju, osnovno sredstvo iz perspektive Komisije jeste logička povezanost projekta sa glavnim ciljevima fondova koji su u pitanju.)
MATCH@M:(In addition to the major goals of individual funds, the project has to be consistent with the EU laws in the respective support sector, especially in case of transportation and environmental protection and in view of the regulations concerning competition.===>Pored glavnih ciljeva pojedinacnih fondova, projekat mora da bude u skladu sa zakonima EU u odredenom sektoru pomoci, narocito za transport i zaštitu životne sredine i po pitanju odredbi koje se odnose na konkurenciju.)
MATCH@E:(In addition to the major goals of individual funds, the project has to be consistent with the EU laws in the respective support sector, especially in case of transportation and environmental protection and in view of the regulations concerning competition.===>Pored glavnih ciljeva pojedinačnih fondova, projekat mora da bude u skladu sa zakonima EU u određenom sektoru pomoći, naročito za transport i zaštitu životne sredine i po pitanju odredbi koje se odnose na konkurenciju.)
MATCH@M:(Identifying means that the project is a self-sufficient unit of analysis, i.e., that no significant part of the project is out of the scope of the analysis; indirect and related effects are adequately covered (e.g., changes in the use of other transportation models) and their costs and benefits will be taken into account.===>Identifikovanje znaci da je projekat samodovoljna jedinica analize, odnosno da nijedan znacajni deo projeketa nije izvan obuhvata analize; indirektni i povezani efekti su adekvano obuhvaceni (npr. promene u korišcenju drugih transportnih modela) i njihovi troškovi i koristi ce se uzeti u obzir.)
MATCH@E:(Identifying means that the project is a self-sufficient unit of analysis, i.e., that no significant part of the project is out of the scope of the analysis; indirect and related effects are adequately covered (e.g., changes in the use of other transportation models) and their costs and benefits will be taken into account.===>Identifikovanje znači da je projekat samodovoljna jedinica analize, odnosno da nijedan značajni deo projeketa nije izvan obuhvata analize; indirektni i povezani efekti su adekvano obuhvaćeni (npr. promene u korišćenju drugih transportnih modela) i njihovi troškovi i koristi će se uzeti u obzir.)
MATCH@M:(As part of support, structural funds are obliged to finance the expenditures of larger projects, i.e.: a) those that include economically inseparable series of works that in turn have a certain technical function, as well as clearly identified goals and b) those whose total price is taken into consideration in defining the contribution of the funds exceeding € 50 million.===>Kao deo pomoci, strukturni fondovi moraju da finansiraju rashode velikih projekata, tj. onih: a) koji ukljucuju ekonomski nedeljive serije radova koji imaju odredenu tehnicku funkciju, kao i jasno identifikovane ciljeve i b) cija je ukupna cena uzeta u obzir prilikom odredivanja doprinosa fondova koji nadmašuju 50 miliona evra.)
MATCH@E:(As part of support, structural funds are obliged to finance the expenditures of larger projects, i.e.: a) those that include economically inseparable series of works that in turn have a certain technical function, as well as clearly identified goals and b) those whose total price is taken into consideration in defining the contribution of the funds exceeding ¡ 50 million.===>Kao deo pomoći, strukturni fondovi moraju da finansiraju rashode velikih projekata, tj. onih: a) koji uključuju ekonomski nedeljive serije radova koji imaju određenu tehničku funkciju, kao i jasno identifikovane ciljeve i b) čija je ukupna cena uzeta u obzir prilikom određivanja doprinosa fondova koji nadmašuju 50 miliona evra.)
MATCH@M:(In case of the Cohesion fund, the projects including the groups of similar projects too, have to be of big enough a proportion so that they may have a significant effect either in the field of environmental protection or in the infrastructure networks of the transeuropean transport.===>U slucaju Kohezionog fonda projekti, ukljucujuci i grupe srodnih projekata, moraju biti dovoljno velike srazmere kako bi imali znacajan uticaj na polju zaštite životne sredine ili u infrastrukturnim mrežama transevropskog transporta.)
MATCH@E:(In case of the Cohesion fund, the projects including the groups of similar projects too, have to be of big enough a proportion so that they may have a significant effect either in the field of environmental protection or in the infrastructure networks of the transeuropean transport.===>U slučaju Kohezionog fonda projekti, uključujući i grupe srodnih projekata, moraju biti dovoljno velike srazmere kako bi imali značajan uticaj na polju zaštite životne sredine infrastrukturnim mrežama transevropskog transporta.)
MATCH@M:(In any case, the total price of the project or a group of projects should, by a rule, not be lower than € 10 million.===>U svakom slucaju, ukupna cena projekta ili grupa projekta u principu ne bi smela da bude manja od 10 miliona evra.)
MATCH@E:(In any case, the total price of the project or a group of projects should, by a rule, not be lower than ¡ 10 million.===>U svakom slučaju, ukupna cena projekta ili grupa projekta u principu ne bi smela da bude manja od 10 miliona evra.)
MATCH@M:(The projects or groups of projects that cost less than this amount can still be approved of in justified cases.===>Projekti ili grupe projekata koje koštaju manje od ovog iznosa mogu ipak da dobiju odobrenje u opravdanim slucajevima.)
MATCH@E:(The projects or groups of projects that cost less than this amount can still be approved of in justified cases.===>Projekti ili grupe projekata koje koštaju manje od ovog iznosa mogu ipak da dobiju odobrenje u opravdanim slučajevima.)
MATCH@M:(The identification of projects that need a better assessment may in certain cases result in the member states being required to re-consider certain subprojects as one large project and provide additional information in this respect, such as the cost-benefit analysis.===>Identifikacija projekata koji zahtevaju bolju procenu može u izvesnim slucajevima da dovede do toga da se od država clanica zahteva da ponovo razmotre odredene podprojekte kao jedan veliki projekat i da obezbede naknadne informacije sa tim u vezi, poput analize troškova i koristi.)
MATCH@E:(The identification of projects that need a better assessment may in certain cases result in the member states being required to re-consider certain subprojects as one large project and provide additional information in this respect, such as the cost-benefit analysis.===>Identifikacija projekata koji zahtevaju bolju procenu može u izvesnim slučajevima da dovede do toga da se od država članica zahteva da ponovo razmotre određene podprojekte kao jedan veliki projekat i da obezbede naknadne informacije sa tim u vezi, poput analize troškova i koristi.)
MATCH@M:(Feasibility does not refer only to engineering aspects; in many cases it also includes the aspects of marketing, management, implementation analysis, etc.===>Izvodljivost se ne odnosi samo na inženjerske aspekte, vec u mnogo slucajeva ona takode podrazumeva i aspekte marketinga, menadžmenta, analize primene itd.)
MATCH@E:(Š5Ë Feasibility does not refer only to engineering aspects; in many cases it also includes the aspects of marketing, management, implementation analysis, etc.===>Š5Ë ili u Izvodljivost se ne odnosi samo na inženjerske aspekte, već u mnogo slučajeva ona takođe podrazumeva i aspekte marketinga, menadžmenta, analize primene itd.)
MATCH@M:(Different project options are often adopted so that a socio-economic objective is achieved.===>Cesto možemo da usvojimo razlicite projektne opcije kako bismo postigli socijalno-ekonomski cilj.)
MATCH@E:(Different project options are often adopted so that a socio-economic objective is achieved.===>Često možemo da usvojimo različite projektne opcije kako bismo postigli socijalno-ekonomski cilj.)
MATCH@M:(The proponent should provide evidence to prove that his/her choice of the project is the best of all the feasible options.===>Predlagac bi trebalo da obezbedi dokaze koji potvrduju da je njegov izbor projekta najbolja mogucnost od svih izvodljivih opcija.)
MATCH@E:(The proponent should provide evidence to prove that his/her choice of the project is the best of all the feasible options.===>Predlagač bi trebalo da obezbedi dokaze koji potvrđuju da je njegov izbor projekta najbolja mogućnost od svih izvodljivih opcija.)
MATCH@M:(In certain cases, the project may be considered feasible from the point of view of the cost-benefit analysis, however, less favourable compared to other alternative options.===>U odredenim slucajevima, projekat se može smatrati izvodljivim sa tacke gledišta analize troškova i koristi, ali i lošijim u odnosu na druge alternativne opcije.)
MATCH@E:(In certain cases, the project may be considered feasible from the point of view of the cost-benefit analysis, however, less favourable compared to other alternative options.===>U određenim slučajevima, projekat se može smatrati izvodljivim sa tačke gledišta analize troškova i koristi, ali i lošijim u odnosu na druge alternativne opcije.)
MATCH@M:(A typical feasibility analysis is to assert whether: a) local environment is adequate for the project (i.e., there are no physical, social, or institutional barriers); b) the demand for services will be adequate (long-term predictions); c) the appropriate technology is available; d) the degree of infrastructure exploitation is adequate, or the factories do not have any unemployed capacities; e) personal skills and management will be available; f) time horizons and realization; g) environmental protection aspects, etc.===>Tipicna anlaliza izvodljivosti treba da ustanovi da li je: a) lokalno okruženje povojno za projekat (tj. da nema fizickih, društvenih ili institucionalnih barijera), b) da ce tražnja za uslugama biti adekvatna (dugorocno predvidanje), c) da je odgovarujuca tehnologija raspoloživa, d) da je stepen korišcenja infrastrukture odgovarujuci ili da fabrike nemaju neiskorišcenih kapaciteta, e) da ce personalne veštine i menadžment biti raspoloživi, f) vremenske rokove i realizaciju, g) aspekte zaštite životne sredine i sl.)
MATCH@E:(A typical feasibility analysis is to assert whether: a) local environment is adequate for the project (i.e., there are no physical, social, or institutional barriers); b) the demand for services will be adequate (long-term predictions); c) the appropriate technology is available; d) the degree of infrastructure exploitation is adequate, or the factories do not have any unemployed capacities; e) personal skills and management will be available; f) time horizons and realization; g) environmental protection aspects, etc. ~~~ 5.===>Tipična anlaliza izvodljivosti treba da ustanovi da li je: a) lokalno okruženje povojno za projekat (tj. da nema ili institucionalnih barijera), b) da će tražnja za uslugama biti adekvatna (dugoročno predviđanje), c) da je odgovarujuća tehnologija raspoloživa, d) da je stepen korišćenja infrastrukture odgovarujući ili da fabrike nemaju neiskorišćenih kapaciteta, e) da će personalne veštine i menadžment biti raspoloživi, f) vremenske rokove i realizaciju, g) aspekte zaštite životne sredine i sl. fizičkih, društvenih 5.)
MATCH@M:(The primary goal of the financial analysis is to calculate the indicators of net returns on the basis of the predicted net cash flow of the project.===>Osnovni cilj finansijske analize je da se na osnovu predvidenog neto toka gotovine projekta izracunaju indikatori neto prinosa.)
MATCH@E:(Financial analysis The primary goal of the financial analysis is to calculate the indicators of net returns on the basis of the predicted net cash flow of the project.===>Finansijska analiza Osnovni cilj finansijske analize je da se na osnovu predviđenog neto toka gotovine projekta izračunaju indikatori neto prinosa.)
MATCH@M:(It consists of a series of interrelated calculations and is expected to include the following components: 1) time horizon of the project; 2) total costs and returns from the project; 3) adjustment to inflation; 4) the remaining value of the investment; 5) financial sustainability of the project; 6) defining the major performance indicators; and 7) defining the rate of co-financing.===>Sastoji se iz serije medusobno povezanih obracuna i trebalo bi da obuhvati sledece elemente: 1) vremenski okvir projekta, 2) ukupne troškove i prihode, koji proizlaze iz projekta, 3) prila-godavanje prema inflaciji, 4) preostalu vrednost investicije, 5) finansijsku održivost projekta, 6) utvrdivanje glavnih indikatora performansi i 7) utvrdivanje stope su-finansiranja.)
MATCH@E:(It consists of a series of interrelated calculations and is expected to include the following components: 1) time horizon of the project; 2) total costs and returns from the project; 3) adjustment to inflation; 4) the remaining value of the investment; 5) financial sustainability of the project; 6) defining the major performance indicators; and 7) defining the rate of co-financing.===>Sastoji se iz serije međusobno povezanih obračuna i trebalo bi da obuhvati sledeće elemente: ~~~ 1) vremenski okvir projekta, 2) ukupne troškove i prihode, koji proizlaze iz projekta, 3) prilagođavanje prema inflaciji, 4) preostalu vrednost investicije, 5) finansijsku održivost projekta, 6) utvrđivanje glavnih indikatora performansi i 7) utvrđivanje stope sufinansiranja.)
MATCH@M:(The time horizon can be defined as a maximum number of years for which it is possible to make predictions.===>Vremenski horizont se može definisati kao maksimalni broj godina za koje je moguce izvršiti predvidanja.)
MATCH@E:(Š6Ë The time horizon can be defined as a maximum number of years for which it is possible to make predictions.===>Š6Ë Vremenski horizont se može definisati kao maksimalni broj godina za koje je moguće izvršiti predviđanja.)
MATCH@M:(Predicting the future can be described as a period corresponding to the utility cycle of the product and is long enough to include all impacts in the medium term or a long term.===>Predvidanje buducnosti može se definisti kao period koji odgovara korisnom veku projekta i dovoljno je dug da ukljuci sve uticaje u srednjem, odnosno dugom roku.)
MATCH@E:(Predicting the future can be described as a period corresponding to the utility cycle of the product and is long enough to include all impacts in the medium term or a long term.===>Predviđanje budućnosti može se definisti kao period koji odgovara korisnom veku projekta i dovoljno je dug da uključi sve uticaje u srednjem, odnosno dugom roku.)
MATCH@M:(Although the project time horizon is often undefined, it is usually assumed that there is a moment in time when all the assets and liabilities are simultaneously liquidated.===>Iako je vremenski horizont projekta cesto neodreden, uobicajena pretpostavka je da postoji trenutak u vremenu u kome se sva sredstva i obaveze likvidiraju simultano.)
MATCH@E:(Although the project time horizon is often undefined, it is usually assumed that there is a moment in time when all the assets and liabilities are simultaneously liquidated.===>Iako je vremenski horizont projekta često neodređen, uobičajena pretpostavka je da postoji trenutak u vremenu u kome se sva sredstva i obaveze likvidiraju simultano.)
MATCH@M:(The choice of the time horizon length can have a significant impact upon the process evaluation results and the co-financing rate provided by the EU.===>Izbor dužine vremenskog horizonta može imati veliki uticaj na rezultate procesa evaulacije i stopu sufinansiranja od strane EU.)
MATCH@E:(The choice of the time horizon length can have a significant impact upon the process evaluation results and the co-financing rate provided by the EU.===>Izbor dužine vremenskog horizonta može imati veliki uticaj na rezultate procesa evaulacije i stopu sufinansiranja od strane EU.)
MATCH@M:(The time horizon for a majority of projects is 20 years, whereas for production investments it is up to 10 years.===>Za vecinu infrastrukturnih objekata vremenski horizont je 20 godina, dok je za proizvodne investicije to 10 godina.)
MATCH@E:(The time horizon for a majority of projects is 20 years, whereas for production investments it is up to 10 years.===>Za većinu infrastrukturnih objekata vremenski horizont je 20 godina, dok je za proizvodne investicije to 10 godina.)
MATCH@M:(Each project proposition has to justify a specific time horizon.===>Svaki predlog projekta mora da opravda specificni vremenski horizont.)
MATCH@E:(Each project proposition has to justify a specific time horizon.===>Svaki predlog projekta mora da opravda specifični vremenski horizont.)
MATCH@M:(The data on the price of the project are obtained by calculating the total investment costs (land, licences, patents, etc.) and the exploitation costs (labour force, raw materials, energy supply).===>Podaci o ceni projekta dobijaju se obracunavanjem ukupnih troškova investicije (zemljište, zgrade, licence, patenti i sl.) i troškova eksploatacije (radna snaga, sirovine, snabdevanje energijom).)
MATCH@E:(The data on the price of the project are obtained by calculating the total investment costs (land, licences, patents, etc.) and the exploitation costs (labour force, raw materials, energy supply).===>Podaci o ceni projekta dobijaju se obračunavanjem ukupnih troškova investicije (zemljište, zgrade, licence, patenti i sl.) i troškova eksploatacije (radna snaga, sirovine, snabdevanje energijom).)
MATCH@M:(The international methodology of the financial analysis of the projects based on the money flow proposes that the financial analysis and the investment profitability should be conducted using the total investment costs which are reported on submitting the application (in other words, no costs incurred after will determine either FRR or other indicators).===>Medunarodna metodologija finansijske analize projekata koja se zasniva na novcanom toku predlaže sprovodenje finansijske analize i obracunavanje rentabilnosti investicije pomocu ukupnih troškova investicije, do kojih se dolazi prilikom podnošenja prijave (drugim recima, nikakvi troškovi koji nastanu pre toga nece odredivati FRR kao ni ostale indikatore).)
MATCH@E:(The international methodology of the financial analysis of the projects based on the money flow proposes that the financial analysis and the investment profitability should be conducted using the total investment costs which are reported on submitting the application (in other words, no costs incurred after will determine either FRR or other indicators).Š7Ë Nevertheless, in certain cases the Commission may allow that certain costs incurred within the total costs prior to submitting the application, be also included.===>Međunarodna metodologija finansijske analize projekata koja se zasniva na novčanom toku predlaže sprovođenje finansijske analize i obračunavanje rentabilnosti investicije pomoću ukupnih troškova investicije, do kojih se dolazi prilikom podnošenja prijave (drugim rečima, nikakvi troškovi koji nastanu pre toga neće određivati FRR kao ni ostale indikatore). ~~~ Š7ËBez obzira na to, u određenim slučajevima, Komisija može da dozvoli da određeni troškovi, do kojih dođe u okviru ukupnih troškova pre podnošenja prijave, budu takođe uključeni.)
BAD_LINE_=============================================================
BAD_LINE_M:The international methodology of the financial analysis of the projects based on the money flow proposes that the financial analysis and the investment profitability should be conducted using the total investment costs which are reported on submitting the application (in other words, no costs incurred after will determine either FRR or other indicators).
BAD_LINE_M:Medunarodna metodologija finansijske analize projekata koja se zasniva na novcanom toku predlaže sprovodenje finansijske analize i obracunavanje rentabilnosti investicije pomocu ukupnih troškova investicije, do kojih se dolazi prilikom podnošenja prijave (drugim recima, nikakvi troškovi koji nastanu pre toga nece odredivati FRR kao ni ostale indikatore).
BAD_LINE_E:The international methodology of the financial analysis of the projects based on the money flow proposes that the financial analysis and the investment profitability should be conducted using the total investment costs which are reported on submitting the application (in other words, no costs incurred after will determine either FRR or other indicators).Š7Ë Nevertheless, in certain cases the Commission may allow that certain costs incurred within the total costs prior to submitting the application, be also included.
BAD_LINE_E:Međunarodna metodologija finansijske analize projekata koja se zasniva na novčanom toku predlaže sprovođenje finansijske analize i obračunavanje rentabilnosti investicije pomoću ukupnih troškova investicije, do kojih se dolazi prilikom podnošenja prijave (drugim rečima, nikakvi troškovi koji nastanu pre toga neće određivati FRR kao ni ostale indikatore). ~~~ Š7ËBez obzira na to, u određenim slučajevima, Komisija može da dozvoli da određeni troškovi, do kojih dođe u okviru ukupnih troškova pre podnošenja prijave, budu takođe uključeni.
MATCH@M:(Certain projects may earn their own income from the sales of products and services.===>Odredeni projekti mogu da proizvedu sopstveni prihod od prodaje robe i usluga.)
MATCH@E:(Certain projects may earn their own income from the sales of products and services.===>Određeni projekti mogu da proizvedu sopstveni prihod od prodaje robe i usluga.)
MATCH@M:(This income will be determined by predicting the quantities of provided services and by relative prices.===>Ovaj prihod ce se utvrdivati predvidanjem kolicina obezbedenih usluga i relativnim cenama.)
MATCH@E:(This income will be determined by predicting the quantities of provided services and by relative prices.===>Ovaj prihod će se utvrđivati predviđanjem količina obezbeđenih usluga i relativnim cenama.)
MATCH@M:(In certain cases (e.g., in case of railways or aqueducts) the investor need not simultaneously be the body that manages infrastructure, and in such a case the mentioned body will pay the tariff (or a similar compensation) to the investor.===>U nekim slucajevima (npr, kod pruga ili akvadukta) investitor ne mora ujedno da bude i organ koji rukovodi infrastrukturom, i u tom slucaju ce pomenuti organ placati tarifu (ili slicnu naknadu) investitoru.)
MATCH@E:(In certain cases (e.g., in case of railways or aqueducts) the investor need not simultaneously be the body that manages infrastructure, and in such a case the mentioned body will pay the tariff (or a similar compensation) to the investor.===>U nekim slučajevima (npr, kod pruga ili akvadukta) investitor ne mora ujedno da bude i organ koji rukovodi infrastrukturom, i u tom slučaju će pomenuti organ plaćati tarifu (ili sličnu naknadu) investitoru.)
MATCH@M:(This tariff need not include all costs, which in turn contributes to creating a gap in financing.===>U ovu tarifu ne moraju da ulaze svi troškovi, što doprinosi stvaranju praznine u finansiranju.)
MATCH@E:(This tariff need not include all costs, which in turn contributes to creating a gap in financing.===>U ovu tarifu ne moraju da ulaze svi troškovi, što doprinosi stvaranju praznine u finansiranju.)
MATCH@M:(The incomes that should be taken into consideration in the financial analysis are generally those going to the infrastructure owner.===>Prihodi koje treba razmotriti u finansijskoj analizi su obicno oni koje dobija vlasnik infrastrukture.)
MATCH@E:(The incomes that should be taken into consideration in the financial analysis are generally those going to the infrastructure owner.===>Prihodi koje treba razmotriti u finansijskoj analizi su obično oni koje dobija vlasnik infrastrukture.)
MATCH@M:(However, depending on the case, the Commission may require that the financial analysis is reconciled for both contracting parties.===>Medutim, zavisno od slucaja do slucaja, Komisija može da zahteva usaglašavanje finansijske analize za obe ugovorne strane.)
MATCH@E:(However, depending on the case, the Commission may require that the financial analysis is reconciled for both contracting parties.===>Međutim, zavisno od slučaja do slučaja, Komisija može da zahteva usaglašavanje finansijske analize za obe ugovorne strane.)
MATCH@M:(The project analyses generally use fixed prices i.e., the prices reconciled to inflation and fixed in the base year.===>U analizama projekta obicno se koriste stalne cene, odnosno, cene koje su prilagodene inflaciji i fiksirane u baznoj godini.)
MATCH@E:(The project analyses generally use fixed prices. ~~~ i.e., the prices reconciled to inflation and fixed in the base year.===>U analizama projekta obično se koriste stalne cene, odnosno, cene koje su prilagođene inflaciji i fiksirane u baznoj godini.)
MATCH@M:(If, however, the change in the relative relations of prices are expected - for example, when the regulatory body is expected to allow for the tariffs to rise in accordance with the inflation rate reduced for the productivity growth, and when the input (e.g., energy substances) prices are expected to rise by a higher rate, then the current prices are used in calculations.===>Ako se medutim, ocekuju promene relativnih odnosa cena - na primer kada se ocekuje da ce regulatorno telo dozvoliti da tarife rastu u skladu sa stopom inflacije umanjenom za rast produktivnosti, a da ce cene inputa (npr. energenata) rasti po višoj stopi, tada se u obracunu koriste tekuce cene.)
MATCH@E:(If, however, the change in the relative relations of prices are expected for example, when the regulatory body is expected to allow for the tariffs to rise in accordance with the inflation rate reduced for the productivity growth, and when the input (e.g., energy substances) prices are expected to rise by a higher rate, then the current prices are used in calculations.===>Ako se međutim, očekuju promene relativnih odnosa cena - na primer kada se očekuje da će regulatorno telo dozvoliti da tarife rastu u skladu sa stopom inflacije umanjenom za rast produktivnosti, a da će cene inputa (npr. energenata) rasti po višoj stopi, tada se u obračunu koriste tekuće cene.)
MATCH@M:(In case fixed prices are used in calculations, a real (r) discount rate is used; when current prices are used, the nominal discount rate is used (n).===>Ako se u obracunu koriste stalne cene tada se koristi realna (r) diskontna stopa, a kada se koriste tekuce cene koristi se nominalna diskontna stopa (n).)
MATCH@E:(In case fixed prices are used in calculations, a real (r) discount rate is used; when current prices are used, the nominal discount rate is used (n): where i is the inflation rate.===>Ako se u obračunu koriste stalne cene tada se koristi realna (r) diskontna stopa, a kada se koriste tekuće cene koristi se nominalna diskontna stopa (n): gde je i stopa inflacije.)
MATCH@M:(The remaining value is calculated in two ways: a) analysing the remaining market value of the fixed assets, in such a way as if they should be sold at the end of the time horizon under consideration and b) through the remaining value of the total assets and liabilities.===>Preostala vrednost se može izracunati na dva nacina: a) razmatranjem preostale tržišne vrednosti fiksnog kapitala, i to tako kao da ga treba prodati na kraju vremenskog okvira koji se razmatra i b) kroz preostalu vrednost ukupne aktive i pasive.)
MATCH@E:(The remaining value is calculated in two ways: a) analysing the remaining market value of the fixed assets, in such a way as if they should be sold at the end of the time horizon under consideration and b) through the remaining value of the total assets and liabilities.===>Preostala vrednost se može izračunati na dva načina: a) razmatranjem preostale tržišne vrednosti fiksnog kapitala, i to tako kao da ga treba prodati na kraju vremenskog okvira koji se razmatra i b) kroz preostalu vrednost ukupne aktive i pasive.)
MATCH@M:(The discount value of each future net income after the time horizon should be included into the remaining value.===>Diskontovana vrednost svakog buduceg neto prihoda nakon vremenskog okvira bi trebalo da bude ukljucena u preostalu vrednost.)
MATCH@E:(The discount value of each future net income after the time horizon should be included into the remaining value.===>Diskontovana vrednost svakog budućeg neto prihoda nakon vremenskog okvira bi trebalo da bude uključena u preostalu vrednost.)
MATCH@M:(In other words, the remaining value is the value that should be repaid.===>Drugim recima, preostala vrednost je vrednost koju treba otplatiti.)
MATCH@E:(In other words, the remaining value is the value that should be repaid.===>Drugim rečima, preostala vrednost je vrednost koju treba otplatiti.)
MATCH@M:(A project is financially sustainable when it is not exposed to risk of running out of money (cash) in the future.===>Projekat je finansijski održiv kada nije izložen riziku da ostane bez novca (gotovine) u buducnosti.)
MATCH@E:(A project is financially sustainable when it is not exposed to risk of running out of money (cash) in the future.===>Projekat je finansijski održiv kada nije izložen riziku da ostane bez novca (gotovine) u budućnosti.)
MATCH@M:(Cricially important for the financial sustainability of the project is the compatibility between the money inflows and outflows in different time periods.===>Od suštinskog znacaja za finansijsku održivost projekta je uskladenost novcanih priliva i odliva u razlicitim periodima vremena.)
MATCH@E:(Cricially important for the financial sustainability of the project is the compatibility between the money inflows and outflows in different time periods.===>Od suštinskog značaja za finansijsku održivost projekta je usklađenost novčanih priliva i odliva u različitim periodima vremena.)
MATCH@M:(Financial sustainabiity is achieved if a cumulative net cash flow is more than zero in each year of the project cycle.===>Finanasijka održivost se postiže ukoliko je kumulativni neto novcani tok veci od nule u svakoj godini trajanja projekta.)
MATCH@E:(Financial sustainabiity is achieved if a cumulative net cash flow is more than zero in each year of the project cycle.===>Finanasijka održivost se postiže ukoliko je kumulativni neto novčani tok veći od nule u svakoj godini trajanja projekta.)
MATCH@M:(The performance indicators used in the financial analysis are the financial net present value (FNPV) and the financial rentability rate (FRR).===>Indikatori performansi koji se upotrebljavaju za finansijsku analizu su finansijska interna stopa rentabilnosti (eng. FNPV) i finansijska neto sadašnja vrednost projekta (eng. FRR).)
MATCH@E:(The performance indicators used in the financial analy sis are the financial net present value (FNPV) and the financial rentability rate (FRR).===>Indikatori performansi koji se upotrebljavaju za finansijsku analizu su finansijska interna stopa rentabilnosti (eng. FNPV) i finansijska neto sadašnja vrednost projekta (eng. FRR).)
MATCH@M:(Both indicators are calculated for both the investments and the capital.===>Oba pokazatelja se izracunavaju i za investiciju i za kapital.)
MATCH@E:(Both indicators are calculated for both the investments and the capital.===>Oba pokazatelja se izračunavaju i za investiciju i za kapital.)
MATCH@M:(To discount the financial flows into present ones and to calculate the net present value it is necessary that an appropriate discount rate be calculated first.===>Kako bi se diskontovali finansijski tokovi na trenutne i kako bi se obracunata neto sadašnja vrednost mora se definisati odgovarajuca diskontna stopa.)
MATCH@E:(To discount the financial flows into present ones and to calculate the net present value it is necessary that an appropriate discount rate be calculated first.===>Kako bi se diskontovali finansijski tokovi na trenutne i kako bi se obračunala neto sadašnja vrednost mora se definisati odgovarajuća diskontna stopa.)
MATCH@M:(The key principle is the opportunity cost of capital.===>Kljucni princip je oportunitetni trošak kapitala.)
MATCH@E:(The key principle is the opportunity cost of capital.===>Ključni princip je oportunitetni trošak kapitala.)
MATCH@M:(To get the support from the European funds, the project and its FNPV has to be negative, and the FRR has to be lower than the discount rate applied.===>Da bi projekat dobio podršku evopskih fondova njegova FNPV treba da bude negativna, a FRR niža od primenjene diskontne stope.)
MATCH@E:(To get the support from the European funds, the project and its FNPV has to be negative, and the FRR has to be lower than the discount rate applied.===>Da bi projekat dobio podršku evopskih fondova njegova FNPV treba da bude negativna, a FRR niža od primenjene diskontne stope.)
MATCH@M:(Empirical resarch show that projects from the fields of industry, telecommunications, etc. are most frequently characterised by positive values of the indicator of financial return on investment, whereas the values of these indicators in the projects in the fields of environmental protection, water supply, transportation etc., are most frequently negative.===>Empirijska istraživanja pokazuju da projekti iz oblasti industrije, telekomunikacije i sl. najcešce imaju pozitivne vrednosti indikatora finansijskog prinosa na investicije, dok projekti iz oblasti zaštite životne sredine, vodosnabdevanja, transporta i sl. najcešce imaju negativne vrednosti ovih indikatora.)
MATCH@E:(Empirical resarch show that projects from the fields of industry, telecommunications, etc. are most frequently characterised by positive values of the indicator of financial return on investment, whereas the values of these indicators in the projects in the fields of environmental protection, water supply, transportation etc., are most frequently negative.===>Empirijska istraživanja pokazuju da projekti iz oblasti industrije, telekomunikacije i sl. najčešće imaju pozitivne vrednosti indikatora finansijskog prinosa na investicije, dok projekti iz oblasti zaštite životne sredine, vodosnabdevanja, transporta i sl. najčešće imaju negativne vrednosti ovih indikatora.)
MATCH@M:(When the financial analysis shows that an investment is not profitable from the financial point of view, it is necessary to determine the cofinancing rate that the EU is expected to cover from its funds or from other sources.===>Kada finansijska analiza pokaže da investicija nije rentabilna sa finansijske tacke gledišta, potrebno je odrediti stopu sufinansiranja koju bi trebala da pokrije EU iz svojih fondova ili pak iz drugih izvora.)
MATCH@E:(When the financial analysis shows that an investment is not profitable from the financial point of view, it is necessary to determine the cofinancing rate that the EU is expected to cover from its funds or from other sources.===>Kada finansijska analiza pokaže da investicija nije rentabilna sa finansijske tačke gledišta, potrebno je odrediti stopu sufinansiranja koju bi trebala da pokrije EU iz svojih fondova ili pak iz drugih izvora.)
MATCH@M:(Naturally, the project must first be subject to economic analysis and prove that it earns a benefit for the society.===>Naravno, pre toga, projekat mora da prode i ekonomsku analizu i da pokaže da društvo ima koristi od datog projekta.)
MATCH@E:(Naturally, the project must first be subject to economic analysis and prove that it earns a benefit for the society.===>Naravno, pre toga, projekat mora da prođe i ekonomsku analizu i da pokaže da društvo ima koristi od datog projekta.)
MATCH@M:(Structural funds cover a maximum of 75% of the total allowable, and, as a general rule, at least 50% of allowable public expenditures in case measures are applied in the regions included in the goal of achieving convergence.===>Strukturni fondovi pokrivaju maksimum od 75% ukupne prihvatljive cene i, kao opšte pravilo, najmanje 50% prihvatljivog javnog rashoda u slucaju mera koje se sprovode u regionima obuhvacenim ciljem postizanja konvergencije.)
MATCH@E:(Structural funds cover a maximum of 75% of the total allowable, and, as a general rule, at least 50% of allowable public expenditures in case measures are applied in the regions included in the goal of achieving convergence.===>Strukturni fondovi pokrivaju maksimum od 75% ukupne prihvatljive cene i, kao opšte pravilo, najmanje 50% prihvatljivog javnog rashoda u slučaju mera koje se sprovode u regionima obuhvaćenim ciljem postizanja konvergencije.)
MATCH@M:(In case the regions are part of the member state covered by the Cohesion fund, the EU contribution may grow, in specific and and legally justified cases, (a) to a maximum 80% of the total allowable costs and to a maximum of 85% of the total allowable costs for most distant regions; (b) to a maximum 50% of total allowable costs, and, as a general rule, at least 25% of allowable public expenditures in case the measures are applied in the regions included in the goals of regional competitiveness and territorial cooperation.===>Ukoliko su regioni smešteni u državi clanici koju pokriva Kohezioni fond, doprinos EU može da poraste, u izuzetnim i propisno opravdanim slucajevima, (a) najviše do 80% ukupne prihvatljive cene i najviše do 85% ukupne prihvatljive cene za najudaljenije regione; (b) najviše do 50% ukupne prihvatljive cene i, kao opšte pravilo, najmanje 25% prihvatljivog javnog rashoda u slucaju mera koje se sprovode u oblastima obuhvacenim ciljevima regionalne konkurentnosti i zapošljavanja i teritorijalne saradnje.)
MATCH@E:(In case the regions are part of the member state covered by the Cohesion fund, the EU contribution may grow, in specific and and legally justified cases, (a) to a maximum 80% of the total allowable costs and to a maximum of 85% of the total allowable costs for most distant regions; (b) to a maximum 50% of total allowable costs, and, as a general rule, at least 25% of allowable public expenditures in case the measures are applied in the regions included in the goals of regional competitiveness and territorial cooperation.===>Ukoliko su regioni smešteni u državi članici koju pokriva Kohezioni fond, doprinos EU može da poraste, u izuzetnim i propisno opravdanim slučajevima, (a) najviše do 80% ukupne prihvatljive cene i najviše do 85% ukupne prihvatljive cene za najudaljenije regione; (b) najviše do 50% ukupne prihvatljive cene i, kao opšte pravilo, najmanje 25% prihvatljivog javnog rashoda u slučaju mera koje se sprovode u oblastima obuhvaćenim ciljevima regionalne konkurentnosti i zapošljavanja i teritorijalne saradnje.)
MATCH@M:(The economic analysis of the project serves to assess its contribution to the economic progress of a region or a country.===>Ekonomskom analizom projekata procenjuje se njihov doprinos ekonomskom napretku regiona ili zemlje.)
MATCH@E:(Economic analysis of the project The economic analysis of the project serves to assess its contribution to the economic progress of a region or a country.===>Ekonomska analiza projekata Ekonomskom analizom projekata procenjuje se njihov doprinos ekonomskom napretku regiona ili zemlje.)
MATCH@M:(On the contrary, the financial analysis is applied to determine the project’s contribution to the welfare of the infrastructure owner.===>Suprotno tome, finansijskom analizom utvrduje se doprinos projekta blagostanju vlasnika infrastrukure.)
MATCH@E:(On the contrary, the financial analysis is applied to determine the projects contribution to the welfare of the infrastructure owner.===>Suprotno tome, finansijskom analizom utvrđuje se doprinos projekta blagostanju vlasnika infrastrukure.)
MATCH@M:(The key concept in the economic analysis are the accounting (shaddow) prices based on the social opportunity costs instead on current, market prices.===>Kljucni koncept u ekonomskoj analizi su obracunske cene u senci koje se zasnivaju na društvenim oportu-nitetnim troškovima, umesto na tekucim, tržišnim cenama.)
MATCH@E:(The key concept in the economic analysis are the accounting (shaddow) prices based on the social opportunity costs instead on current, market prices.===>Ključni koncept u ekonomskoj analizi su obračunske cene u senci koje se zasnivaju na društvenim oportunitetnim troškovima, umesto na tekućim, tržišnim cenama.)
MATCH@M:(The economic analysis should include the following elements: 1) fiscal corrections; 2) monetization of market effects and externalities; 3) conversion of market into accounting prices and 4) calculations of an economic performance indicator.===>Ekonomska analiza treba da sadrži sledece elemente:	1) fiskalne korekcije, 2) monetarizaciju netržišnih uticaja i ukljucivanje eksternalija, 3) konverziju tržišnih u obracunske cene i 4) izracunavanje indikatora ekonomskih performansi.)
MATCH@E:(The economic analysis should include the following elements: 1) fiscal corrections; 2) monetization of market effects and externalities; 3) conversion of market into accounting prices and 4) calculations of an economic performance indicator.===>Ekonomska analiza treba da sadrži sledeće elemente: ~~~ 1) fiskalne korekcije, 2) monetarizaciju netržišnih uticaja i uključivanje eksternalija, 3) konverziju tržišnih u obračunske cene i 4) izračunavanje indikatora ekonomskih performansi.)
MATCH@M:(Certain elements of the financial analysis are pure transfers with no economic importance, therefore it is necessary that corrections of fiscal effects be made.===>Pojedini elementi finansijske analize su cisti transferi koji nemaju ekonomski znacaj, pa je neophodno izvršiti korekcije fiskalnih efekata.)
MATCH@E:(Certain elements of the financial analysis are pure transfers with no economic importance, therefore it is necessary that corrections of fiscal effects be made.===>Pojedini elementi finansijske analize su čisti transferi koji nemaju ekonomski značaj, pa je neophodno izvršiti korekcije fiskalnih efekata.)
MATCH@M:(The financial support to the investor from the part of the govenment is a pure transfer which does not create any value but is a benefit to the investor only.===>Novcana pomoc investitoru od strane vlade je cist transfer, koji ne stvara vrednost, vec predstavlja iskljucivo korist samo za investitora.)
MATCH@E:(The financial support to the investor from the part of the govenment is a pure transfer which does not create any value but is a benefit to the investor only.===>Novčana pomoć investitoru od strane vlade je čist transfer, koji ne stvara vrednost, već predstavlja isključivo korist samo za investitora.)
MATCH@M:(Regardless of the general rules, the transfer payments and indirect taxes are in certain cases included into the calculations of project externalities.===>Uprkos opštim pravilima, u nekim slucajevima transferna placanja i indirektni porezi se ukljucuju u obracun efekata eksternalija.)
MATCH@E:(Regardless of the general rules, the transfer payments and indirect taxes are in certain cases included into the calculations of project externalities.===>Uprkos opštim pravilima, u nekim slučajevima transferna plaćanja i indirektni porezi se uključuju u obračun efekata eksternalija.)
MATCH@M:(Typical examples are taxes to energy prices that are meant to discourage environment-related externalities.===>Tipicni primeri su porezi na cene energije koji treba da odvrate eksternalije vezane za životnu sredinu.)
MATCH@E:(Typical examples are taxes to energy prices that are meant to discourage environment-related externalities.===>Tipični primeri su porezi na cene energije koji treba da odvrate eksternalije vezane za životnu sredinu.)
MATCH@M:(In this case, as well as in similar cases, including these taxes into the project costs may be justified, however, double counting should be avoided in evaluation (e.g., including both energy taxes and the assessment of external environmental costs into evaluation).===>U ovom slucaju, kao i u slicnim slucajevima, ukljucivanje ovih poreza u troškove projekta može biti opravdano, ali prilikom ocene treba izbegavati dvostruko racunanje (npr. ukljucivanje kako oporezivanja energije tako i procene spoljnih troškova životne sredine u procenu).)
MATCH@E:(In this case, as well as in similar cases, including these taxes into the project costs may be justified, however, double counting should be avoided in evaluation (e.g., including both energy taxes and the assessment of external environmental costs into evaluation).===>U ovom slučaju, kao i u sličnim slučajevima, uključivanje ovih poreza u troškove projekta može biti opravdano, ali prilikom ocene treba izbegavati dvostruko računanje (npr. uključivanje kako oporezivanja energije tako i procene spoljnih troškova životne sredine u procenu).)
MATCH@M:(The next step in the economic analysis is to include and calculate socially relevant effects for which no market value exists.===>Drugi korak u ekonomskoj analizi je da se ukljuce i izracunaju uticaji koji su društveno relevantni, ali za koje ne postoje tržišne vrednosti.)
MATCH@E:(The next step in the economic analysis is to include and calculate socially relevant effects for which no market value exists.===>Drugi korak u ekonomskoj analizi je da se uključe i izračunaju uticaji koji su društveno relevantni, ali za koje ne postoje tržišne vrednosti.)
MATCH@M:(It is necessary to check whether such effects are identified, quantified and whether they are assigned real money value.===>Potrebno je proveriti da li su takvi efekti identifikovani, kvantifikovani i da li im je odredena realna novcana vrednost.)
MATCH@E:(It is necessary to check whether such effects are identified, quantified and whether they are assigned real money value.===>Potrebno je proveriti da li su takvi efekti identifikovani, kvantifikovani i da li im je određena realna novčana vrednost.)
MATCH@M:(An appropriate conversion factor can, in addition to the financial, include non-market benefits the project creates.===>Odgovarajuci konverzioni faktor može, pored finansijskih, obuhvatiti i netržišne koristi koje stvara projekat.)
MATCH@E:(An appropriate conversion factor can, in addition to the financial, include non-market benefits the project creates.===>Odgovarajući konverzioni faktor može, pored finansijskih, obuhvatiti i netržišne koristi koje stvara projekat.)
MATCH@M:(In case a conversion factor is not defined or in case the project does not earn income, alternative approaches are used.===>Ako konverzioni faktor nije utvrden ili projekat nema prihode, koriste se alternativni pristupi.)
MATCH@E:(In case a conversion factor is not defined or in case the project does not earn income, alternative approaches are used.===>Ako konverzioni faktor nije utvrđen ili projekat nema prihode, koriste se alternativni pristupi.)
MATCH@M:(The most frequent method is willingness to pay.===>Najcešci metod je spremnost da se plati.)
MATCH@E:(The most frequent method is willingness to pay.===>Najčešći metod je spremnost da se plati.)
MATCH@M:(It can be estimated indirectly, by observing the customer in a similar market, or directly, by learning what his attitudes are.===>Može se proceniti indirektno, posmatranjem kupca na slicnom tržištu ili direktno ispitivanjem njegovih stavova.)
MATCH@E:(It can be estimated indirectly, by observing the customer in a similar market, or directly, by learning what his attitudes are.===>Može se proceniti indirektno, posmatranjem kupca na sličnom tržištu ili direktno ispitivanjem njegovih stavova.)
MATCH@M:(In case of certain outputs for which it is not possible to identify the customers’ willingness to pay for them, long-term marginal costs can be applied.===>Za neke outpute, kod kojih nije moguce utvrditi spremnost kupaca da ih plate, mogu se koristiti dugorocni marginalni troškovi.)
MATCH@E:(In case of certain outputs for which it is not possible to identify the customers willingness to pay for them, long-term marginal costs can be applied.===>Za neke outpute, kod kojih nije moguće utvrditi spremnost kupaca da ih plate, mogu se koristiti dugoročni marginalni troškovi.)
MATCH@M:(In empirical assessments, the willingness to pay is most frequently higher than long-term marginal costs.===>U empirijskim ocenama najcešce je spremnost da se plati veca od dugorocnih marginalnih troškova.)
MATCH@E:(In empirical assessments, the willingness to pay is most frequently higher than long-term marginal costs.===>U empirijskim ocenama najčešće je spremnost da se plati veća od dugoročnih marginalnih troškova.)
MATCH@M:(Externalities are not always possible to express adequately by the customers’ willingness to pay for the goods, by long-term marginal costs or a conversion factor based on prices on border.===>Eksternalije se ne mogu uvek dobro izraziti sa spremnošcu kupaca da plate dobra, dugorocnim marginalnim troškovima ili konverzionim faktorom zasnovanom na cenama na granici.)
MATCH@E:(Externalities are not always possible to express adequately by the customers willingness to pay for the goods, by long-term marginal costs or a conversion factor based on prices on border.===>Eksternalije se ne mogu uvek dobro izraziti sa spremnošću kupaca da plate dobra, dugoročnim marginalnim troškovima ili konverzionim faktorom zasnovanom na cenama na granici.)
MATCH@M:(Hence it is sometimes necessary that externalities be assessed separately.===>Zato se nekad eksternalije moraju proceniti posebno.)
MATCH@E:(Hence it is sometimes necessary that externalities be assessed separately.===>Zato se nekad eksternalije moraju proceniti posebno.)
MATCH@M:(The ruling prices arising from imperfect markets and the public sector policies in forming prices mos frequently do not reflect the opportunity cost of the input.===>Trenutne cene koje se javljaju iz nesavršenih tržišta i politika formiranja cena javnog sektora, najcešce ne oslikavaju oportunitetni trošak inputa.)
MATCH@E:(The ruling prices arising from imperfect markets and the public sector policies in forming prices mos frequently do not reflect the opportunity cost of the input.===>Trenutne cene koje se javljaju iz nesavršenih tržišta i politika formiranja cena javnog sektora, najčešće ne oslikavaju oportunitetni trošak inputa.)
MATCH@M:(In most cases this can be important in the project evaluation, hence financial data may offer a wrong picture of the project importance.===>U vecini slucajeva, to može biti važno za procenu projekata, pa tako finansijski podaci mogu da pruže pogrešnu sliku o znacaju projekta.)
MATCH@E:(In most cases this can be important in the project evaluation, hence financial data may offer a wrong picture of the project importance.===>U većini slučajeva, to može biti važno za procenu projekata, pa tako finansijski podaci mogu da pruže pogrešnu sliku o značaju projekta.)
MATCH@M:(The deviation of market prices from socially opportunity costs may be present in less developed countries, however, also in developed countries (e.g., free land, electric energy prices below long-term marginal costs, non-economic prices of water, etc.).===>Do odstupanja tržišnih cena od društvenih oportunitetnih troškova dolazi obicno u manje razvijenim zemljama, ali i u razvijenim zemljama (npr. besplatno zemljište, cene elektricne energije ispod dugorocnih marginalnih troškova, neekonomske cene vode i sl.).)
MATCH@E:(The deviation of market prices from socially opportunity costs may be present in less developed countries, however, also in developed countries (e.g., free land, electric energy prices below long-term marginal costs, non-economic prices of water, etc.).===>Do odstupanja tržišnih cena od društvenih oportunitetnih troškova dolazi obično u manje razvijenim zemljama, ali i u razvijenim zemljama (npr. besplatno zemljište, cene električne energije ispod dugoročnih marginalnih troškova, neekonomske cene vode i sl.).)
MATCH@M:(Whenever significant price deviations affect certain inputs, the proponer of the project should take this issue into consideration in the course of project evaluation and use accounting prices that can better illustrate the socially opportunity costs of resources.===>Kad god na neke inpute uticu velika cenovna iskrivljenja, predlagac projekta treba da razmotri to pitanje u proceni projekta i da koristi obracunske cene koje mogu bolje da oslikavaju društvene oportunitetne troškove resursa.)
MATCH@E:(Whenever significant price deviations affect certain inputs, the proponer of the project should take this issue into consideration in the course of project evaluation and use accounting prices that can better illustrate the socially opportunity costs of resources.===>Kad god na neke inpute troškove utiču velika cenovna iskrivljenja, predlagač projekta treba da razmotri to pitanje u proceni projekta i da koristi obračunske cene koje mogu bolje da oslikavaju društvene oportunitetne resursa.)
MATCH@M:(The critical input in infrastructure-related investment projects is labour force.===>U investicionim projektima vezanim za infrastukturu kriticni input je radna snaga.)
MATCH@E:(The critical input in infrastructure-related investment projects is labour force.===>U investicionim projektima vezanim za infrastukturu kritični input je radna snaga.)
MATCH@M:(Distorsions in earnings are frequent in practice due to an imperfect labour force market, other macroeconomic impabances, high unemployment rate etc.===>U praksi cesto dolazi do distorzije zarada zbog nasavršenosti tržišta radne snage, drugih makroekonomskih neravnoteža, visoke stope nezaposlenosti i sl.)
MATCH@E:(Distorsions in earnings are frequent in practice due to an imperfect labour force market, other macroeconomic impabances, high unemployment rate etc.===>U praksi često dolazi do distorzije zarada zbog nasavršenosti tržišta radne snage, drugih makroekonomskih neravnoteža, visoke stope nezaposlenosti i sl.)
MATCH@M:(In such cases, the project proponent should resort to correction of nominal pays and use accounting earnings (shadow sallaries).===>Predlagac projekta, u takvim slucajevima treba da pribegne korekciji nominalnih zarada i da koristi obracunske zarade (zarade u senci).)
MATCH@E:(In such cases, the project proponent should resort to correction of nominal pays and use accounting earnings (shadow sallaries).===>Predlagač projekta, u takvim slučajevima treba da pribegne korekciji nominalnih zarada i da koristi obračunske zarade (zarade u senci).)
MATCH@M:(Shadow sallaries are sensitive to regional differences, since labour is a less mobile factor in comparison to capital.===>Zarade u senci su osetljive na regionalne razlike, jer je rad manje mobilan faktor od kapitala.)
MATCH@E:(Shadow sallaries are sensitive to regional differences, since labour is a less mobile factor in comparison to capital.===>Zarade u senci su osetljive na regionalne razlike, jer je rad manje mobilan faktor od kapitala.)
MATCH@M:(In an economy characterised by high unemployment, the opportunity cost of labour force used in the project may be lower than the real sallary rates.===>U ekonomiji koju karakteriše visoka nezaposlenost, oportunitetni trošak radne snage koji se koristi u projektu može biti manji od stvarnih stopa plata.)
MATCH@E:(In an economy characterised by high unemployment, the opportunity cost of labour force used in the project may be lower than the real sallary rates.===>U ekonomiji koju karakteriše visoka nezaposlenost, oportunitetni trošak radne snage koji se koristi u projektu može biti manji od stvarnih stopa plata.)
MATCH@M:(Additional employment is primarily a social expenditure.===>Dodatno zaposlenje je, najpre socijalni trošak.)
MATCH@E:(Additional employment is primarily a social expenditure.===>Dodatno zaposlenje je, najpre socijalni trošak.)
MATCH@M:(This is the engagement of labour force resource by the project which thus becomes unavailable for alternative social purposes.===>To je korišcenje resursa radne snage od strane projekta koji tako postaju nedostupni za alternativne društvene svrhe.)
MATCH@E:(This is the engagement of labour force resource by the project which thus becomes unavailable for alternative social purposes.===>To je korišćenje resursa radne snage od strane projekta koji tako postaju nedostupni za alternativne društvene svrhe.)
MATCH@M:(A relevant benefit is an additional income earned by creating jobs and this is taken into account in evaluating the direct and indirect net outputs resulting from the project.===>Relevantna korist je dodatni prihod dobijen stvaranjem poslova i to se uzima u obzir u vrednovanju direktnog i indirektnog neto autputa koji rezultira iz projekta.)
MATCH@E:(A relevant benefit is an additional income earned by creating jobs and this is taken into account in evaluating the direct and indirect net outputs resulting from the project.===>Relevantna korist je dodatni prihod dobijen stvaranjem poslova i to se uzima u obzir u vrednovanju direktnog i indirektnog neto autputa koji rezultira iz projekta.)
MATCH@M:(This may be relevant for renovation or modernization of the existing factories.===>To može biti relevantno za renoviranje i modernizaciju postojecih fabrika.)
MATCH@E:(This may be relevant for renovation or modernization of the existing factories.===>To može biti relevantno za renoviranje i modernizaciju postojećih fabrika.)
MATCH@M:(Generally, it is best to use a Standard Conversion Factor (SCF) since it reflects the same distorsions as the conversion currency rate, and besides, it can be used together with other specific (for certain sectors) conversion factor(s).===>U opštem slucaju najbolje je koristiti standardni konverzioni faktor (eng. SCF) jer on odražava iste distorzije kao i obracunski devizni kurs, a pri tom se može koristiti sa drugim specificnim (za pojedine sektore) konverzionim faktorom.)
MATCH@E:(Generally, it is best to use a Standard Conversion Factor (SCF) since it reflects the same distorsions as the conversion currency rate, and besides, it can be used together with other specific (for certain sectors) conversion factor(s).===>U opštem slučaju najbolje je koristiti standardni konverzioni faktor (eng. SCF) jer on odražava iste distorzije kao i obračunski devizni kurs, a pri tom se može koristiti sa drugim specifičnim (za pojedine sektore) konverzionim faktorom.)
MATCH@M:(In defining conversion factors attention should be paid to how social expenditures are affected by the deviations of market prices from 1) marginal costs for internationally non-exchangeable goods, e.g. local transport services and 2) the price on border for internationally exchangeable goods, e.g., industrial products.===>Prilikom odredivanja konverzionih faktora mora se voditi racuna kako na društvene troškove uticu odstupanja tržišnih cena od 1) marginalnih troškova za medunarodno nerazmenjiva dobra, kao što su npr. lokalne transportne usluge i 2) cena na granici za medunarodno razmenjiva dobra, kao što su npr. industrijski proizvodi.)
MATCH@E:(In defining conversion factors attention should be paid to how social expenditures are affected by the deviations of market prices from 1) marginal costs for internationally non-exchangeable goods, e.g. local transport services and 2) the price on border for internationally exchangeable goods, e.g., industrial products.===>Prilikom određivanja konverzionih faktora mora se voditi računa kako na društvene troškove utiču odstupanja tržišnih cena od 1) marginalnih troškova za međunarodno nerazmenjiva dobra, kao što su npr. lokalne transportne usluge i 2) cena na granici za međunarodno razmenjiva dobra, kao što su npr. industrijski proizvodi.)
MATCH@M:(The key empirical factor for the decision whether the prices on border should be taken into account are the differences in prices in the country (per regions, per different customer categories, etc.).===>Kljucni empirijski faktor za odluku da li cene na granici treba uzeti u obzir jesu razlike u cena-ma u zemlji (po regionima, po razlicitim kategorijama kupaca i sl.).)
MATCH@E:(The key empirical factor for the decision whether the prices on border should be taken into account are the differences in prices in the country (per regions, per different customer categories, etc.).===>Ključni empirijski faktor za odluku da li cene na granici treba uzeti u obzir jesu razlike u cenama u zemlji (po regionima, po različitim kategorijama kupaca i sl.).)
MATCH@M:(In case of non-excahngeable goods, a standard conversion factor or a specific conversion factor are aplied, determined on the basis of long-term marginal costs or customer willingness to pay for the goods.===>Za nerazmenjiva dobra koristi se standardni konverzioni faktor ili specificni konverzioni faktor, utvrden na osnovu dugorocnih marginalnih troškova ili spemnosti kupaca da plate dobra.)
MATCH@E:(In case of non-excahngeable goods, a standard conversion factor or a specific conversion factor are aplied, determined on the basis of long-term marginal costs or customer willingness to pay for the goods.===>Za nerazmenjiva dobra koristi se standardni konverzioni faktor ili specifični konverzioni faktor, utvrđen na osnovu dugoročnih marginalnih troškova ili spemnosti kupaca da plate dobra.)
MATCH@M:(Upon the correction of price deviation it is possible to calculate the economic internal rentability rate (ERR), economic net present value (ENPV) and the cost-benefit coefficient.===>Nakon korekcije cenovnog iskrivljenja moguce je racunati ekonomsku internu stopu rentabilnosti (eng. ERR), ekonomsku neto sadašnju vrednost (eng. EN-PV) i koeficijent odnosa troškova i koristi.)
MATCH@E:(Š10Ë Upon the correction of price deviation it is possible to calculate the economic internal rentability rate (ERR), economic net present value (ENPV) and the cost-benefit coefficient.===>Š10Ë Nakon korekcije cenovnog iskrivljenja moguće je računati ekonomsku internu stopu rentabilnosti (eng. ERR), ekonomsku neto sadašnju vrednost (eng. ENPV) i koeficijent odnosa troškova i koristi.)
MATCH@M:(To obtain these indicators of economic performances of a project it is neccesary to determine the discount rate, and in the economic analysis it is the social discount rate.===>Da bi dobili ove indikatore ekonomskih perfomansi projekta neophodno je utvrditi diskontnu stopu, a u ekonomskoj analizi to je socijalna diskontna stopa.)
MATCH@E:(To obtain these indicators of economic performances of a project it is neccesary to determine the discount rate, and in the economic analysis it is the social discount rate.===>Da bi dobili ove indikatore ekonomskih perfomansi projekta neophodno je utvrditi diskontnu stopu, a u ekonomskoj analizi to je socijalna diskontna stopa.)
MATCH@M:(It reflects the social standing on how the future benefits and costs should be assessed as related to the present ones.===>Ona pokušava da oslika socijalno stanovište o tome kako buduce koristi i troškove treba vrednovati naspram sadašnjih.)
MATCH@E:(It reflects the social standing on how the future benefits and costs should be assessed as related to the present ones.===>Ona pokušava da oslika socijalno stanovište o tome kako buduće koristi i troškove treba vrednovati naspram sadašnjih.)
MATCH@M:(Literature and international practice offer a succession of different approaches to the interpretation and selection of the value of the social discount rate to be adopted.===>Literatura i medunarodna praksa daju veliki niz razlicitih pristupa za tumacenje i biranje vrednosti socijalne diskontne stope koja se treba usvojiti.)
MATCH@E:(Literature and international practice offer a succession of different approaches to the interpretation and selection of the value of the social discount rate to be adopted.===>Literatura i međunarodna praksa daju veliki niz različitih pristupa za tumačenje i biranje vrednosti socijalne diskontne stope koja se treba usvojiti.)
MATCH@M:(The European discount rate of 5%, however, can be justified in different ways and can be a standard landmark for the EU funded projects.===>Medutim, evropska diskontna stopa od 5% može da ima razlicita opravdanja i može da predstavlja standardni reper za projekte koje sufinansira EU.)
MATCH@E:(The European discount rate of 5%, however, can be justified in different ways and can be a standard landmark for the EU funded projects.===>Međutim, evropska diskontna stopa od 5% može da ima različita opravdanja i može da predstavlja standardni reper za projekte koje sufinansira EU.)
MATCH@M:(The difference between the ERR and FRR is in that the former applies accounting prices or the opportunity costs of goods and services instead of imperfect market prices and includes all the social and environmental externalities as broadly as possible.===>Razlika izmedu ERR i FRR je u tome što prva koristi obracunske cene ili oportunitetni trošak roba i usluga umesto nesavršenih tržišnih cena i obuhvata u što vecoj meri sve socijalne i ekološke eksternalije.)
MATCH@E:(The difference between the ERR and FRR is in that the former applies accounting prices or the opportunity costs of goods and services instead of imperfect market prices and includes all the social and environmental externalities as broadly as possible.===>Razlika između ERR i FRR je u tome što prva koristi obračunske cene ili oportunitetni trošak roba i usluga umesto nesavršenih tržišnih cena i obuhvata u što većoj meri sve socijalne i ekološke eksternalije.)
MATCH@M:(Due to the fact that now externalities and shadow prices are taken into account, a majority of projects with low or negative FRR will have a positive ERR.===>Zato što se sada eksternalije i cene u senci uzimaju u obzir, vecina projekata sa malim ili negativnim FRR ce imati pozitivan ERR.)
MATCH@E:(Due to the fact that now externalities and shadow prices are taken into account, a majority of projects with low or negative FRR will have a positive ERR.===>Zato što se sada eksternalije i cene u senci uzimaju u obzir, većina projekata sa malim ili negativnim FRR će imati pozitivan ERR.)
MATCH@M:(Upon an actualization with a 5% discount rate, every project with an ERR lower than 5% or with a negative ENPV should be carefully evaluated and even rejected.===>Svaki projekat sa ERR manjim od 5% ili negativnom ENPV nakon aktualizacije sa diskontnom stopom od 5% treba pažljivo proceniti pa cak i odbiti.)
MATCH@E:(Upon an actualization with a 5% discount rate, every project with an ERR lower than 5% or with a negative ENPV should be carefully evaluated and even rejected.===>Svaki projekat sa ERR manjim od 5% ili negativnom ENPV nakon aktualizacije sa diskontnom stopom od 5% treba pažljivo proceniti pa čak i odbiti.)
MATCH@M:(In certain exceptional cases, a negative ENPV can be accepted in case of important mon-monetized benefits, however, these should be presented in detail because such a project will make only a marginal contribution to the goals of the EU regional development policy.===>U nekim izuzetnim slucajevima negativna ENPV se može prihvatiti ako postoje važne nemonetizovane koristi, ali njih treba detaljno predstaviti jer ce takav projekat imati samo marginalni doprinos ciljevima politike regionalnog razvoja EU.)
MATCH@E:(The same applies to the cost-benefit coefficient lower than 1. ~~~ In certain exceptional cases, a negative ENPV can be accepted in case of important monmonetized benefits, however, these should be presented in detail because such a project will make only a margin al contribution to the goals of the EU regional development policy.===>Isto važi i za koeficijent odnosa troškova i koristi manji od 1. U nekim izuzetnim slučajevima negativna ENPV se može prihvatiti ako postoje važne nemonetizovane koristi, ali njih treba detaljno predstaviti jer će takav projekat imati samo marginalni doprinos ciljevima politike regionalnog razvoja EU.)
MATCH@M:(In any case, the report on assessment should confirm, conclusively and with structural argumentation supported by adequate data, that social benefits exceed social expenditures.===>U svakom slucaju, izveštaj o proceni treba da navodi na ubedljiv nacin, kroz strukturalnu argumentaciju potkrepljenu odgovarajucim podacima, da socijalne koristi prevazilaze socijalne troškove.)
MATCH@E:(In any case, the report on assessment should confirm, conclusively and with structural argumentation supported by adequate data, that social benefits exceed social expenditures.===>U svakom slučaju, izveštaj o proceni treba da navodi na ubedljiv način, kroz strukturalnu argumentaciju potkrepljenu odgovarajućim podacima, da socijalne koristi prevazilaze socijalne troškove.)
MATCH@M:(Risk assessment means defining the likelihood with which a project will achieve satisfactory results.===>Ocena rizika se sastoji u utvrdivanju verovatnoce sa kojom ce projekat ostvarivati zadovoljavajuce rezultate.)
MATCH@E:(Risk assessment Risk assessment means defining the likelihood with which a project will achieve satisfactory results.===>Procena rizika Ocena rizika se sastoji u utvrđivanju verovatnoće sa kojom će projekat ostvarivati zadovoljavajuće rezultate.)
MATCH@M:(The purpose of the sensitivity analysis is to select critical variables and model parametres, i.e., those whose variations, whether positive or negative, have a most significant effect upon the internal returns rate and the net present value of the project and cause the most important changes in these parametres, in comparison with the value used as the best estimate in the basic case.===>Svrha analize osetljivosti jeste odabir kriticnih promenljivih i parametara modela, odnosno onih cije varijacije, pozitivne ili negativne, u poredenju sa vred-nošcu korišcenom kao najbolja procena u baznom slucaju, imaju najveci uticaj na internu stopu prinosa i neto sadašnju vrednost projekta, odnosno uzrokuju najznacajnije promene u ovim parametrima.)
MATCH@E:(The purpose of the sensitivity analysis is to select critical variables and model parametres, i.e., those whose variations, whether positive or negative, have a most significant effect upon the internal returns rate and the net present value of the project and cause the most important changes in these parametres, in comparison with the value used as the best estimate in the basic case.===>Svrha analize osetljivosti jeste odabir kritičnih promenljivih i parametara modela, odnosno onih čije varijacije, pozitivne ili negativne, u poređenju sa vrednošću korišćenom kao najbolja procena u baznom slučaju, imaju najveći uticaj na internu stopu prinosa i neto sadašnju vrednost projekta, odnosno uzrokuju najznačajnije promene u ovim parametrima.)
MATCH@M:(The criteria that should be adopted in the selection of critical variables vary depending on the project, hence they have to be accurately assessed from one case to another.===>Kriterijumi koje bi trebalo usvojiti prilikom izbora kriticnih promenljivih variraju u zavisnosti od odredenog projekta, te moraju biti precizno procen-jene od slucaja do slucaja.)
MATCH@E:(The criteria that should be adopted in the selection of critical variables vary depending on the project, hence they have to be accurately assessed from one case to another.===>Kriterijumi koje bi trebalo usvojiti prilikom izbora kritičnih promenljivih variraju u zavisnosti od određenog projekta, te moraju biti precizno procenjene od slučaja do slučaja.)
MATCH@M:(A combined analysis of certain “optimistic“ and “pes-simistic“ values of a group of variables can be useful in presenting different scenarios within certain hypotheses.===>Kombinovano razmatranje pojedinih „optimistickih“ i „pesimistickih“ vrednosti grupe promenljivih može biti korisno pri prikazivanju razlicitih scenarija u okviru odredenih hipoteza.)
MATCH@E:(A combined analysis of certain optimistic and pessimistic values of a group of variables can be useful in presenting different scenarios within certain hypotheses.===>Kombinovano razmatranje pojedinih optimističkih i pesimističkih vrednosti grupe promenljivih može biti korisno pri prikazivanju različitih scenarija u okviru određenih hipoteza.)
MATCH@M:(To define optimistic and pessimistic scenarios, it is necessary that extreme values within the scope defined in the likelihood distribution should be selected for each critical variable.===>U cilju definisanja optimistickih i pesimistickih scenarija, neophodno je za svaku kriticnu promenljivu izabrati ekstremne vrednosti unutar opsega definisanog raspodelom verovatnoce.)
MATCH@E:(To define optimistic and pessimistic scenarios, it is necessary that extreme values within the scope defined in the likelihood distribution should be selected for each critical variable.===>U cilju definisanja optimističkih i pesimističkih scenarija, neophodno je za svaku kritičnu promenljivu izabrati ekstremne vrednosti unutar opsega definisanog raspodelom verovatnoće.)
MATCH@M:(Then the performance indicators are calculated for each hypothesis.===>Zatim se pokazatelji performansi projekta izracunavaju za svaku hipotezu.)
MATCH@E:(Then the performance indicators are calculated for each hypothesis.===>Zatim se pokazatelji performansi projekta izračunavaju za svaku hipotezu.)
MATCH@M:(When the critical variables are defined, and for the purpose of risk analysis, it is necessary that each of them be allocated a likelihood distribution defined by a precise scope of value around the best assessment used in the basic case and calculate the assessment index.===>Nakon što su kriticne promenljive odredene, a kako bi se sprovela analiza rizika, neophodno je svakoj od njih dodeliti raspodelu verovatnoce, koja je utvrdena preciznim opsegom vrednosti oko najbolje procene, korišcene u baznom slucaju, a u cilju izracunavanja indeksa procene.)
MATCH@E:(When the critical variables are defined, and for the purpose of risk analysis, it is necessary that each of them be allocated a likelihood distribution defined by a precise scope of value around the best assessment used in the basic case and calculate the assessment index.===>Nakon što su kritične promenljive određene, a kako bi se sprovela analiza rizika, neophodno je svakoj od njih dodeliti raspodelu verovatnoće, koja je utvrđena preciznim opsegom vrednosti oko najbolje procene, korišćene u baznom slučaju, a u cilju izračunavanja indeksa procene.)
MATCH@M:(With an increase in the complexity of the cost-benefit analysis, even for a few variables, the number of combinations will soon become too high for a direct procedure.===>Povecanjem složenosti modela analize troškova i koristi, cak i za nekolicinu promenljivih, broj kombinacija ce ubrzo postati previše visok za direktan postupak.)
MATCH@E:(With an increase in the complexity of the cost-benefit analysis, even for a few variables, the number of combinations will soon become too high for a direct procedure.===>Povećanjem složenosti modela analize troškova i koristi, čak i za nekolicinu promenljivih, broj kombinacija će ubrzo postati previše visok za direktan postupak.)
MATCH@M:(Having in mind the above stated, it is possible to use the Monte Carlo method for investment projects, implementing an appropriate software for calculations.===>Imajuci gore navedeno u vidu, moguce je za investicione projekte koristiti metod Monte Carlo, koji se može primeniti upotrebom odgovarajuceg softvera za racunanje.)
MATCH@E:(Having in mind the above stated, it is possible to use the Monte Carlo method for investment projects, implementing an appropriate software for calculations.===>Imajući gore navedeno u vidu, moguće je za investicione projekte koristiti metod Monte Carlo, koji se može primeniti upotrebom odgovarajućeg softvera za računanje.)
MATCH@M:(This method consists of repeating a random extraction of a set of values for critical variables, within respectively defined intervals and then calculating the performance index for a specific project.===>Ovaj metod se sastoji od ponavljanja nasu-micne ekstrakcije skupa vrednosti za kriticne promenljive, u okviru odgovarajuce definisanih intervala, i od izracunavanja indeksa performansi za specificni projekat.)
MATCH@E:(This method consists of repeating a random extraction of a set of values for critical variables, within respectively defined intervals and then calculating the performance index for a specific project.===>Ovaj metod se sastoji od ponavljanja nasumične ekstrakcije skupa vrednosti za kritične promenljive, u okviru odgovarajuće definisanih intervala, i od izračunavanja indeksa performansi za specifični projekat.)
MATCH@M:(Effects of the EU regional policy are, as a rule, diffcult to evaluate for the simple reason that reagional policy is not easy to separate from other sources of economic growth and, also, the level of development the economy would reach had there not been interventions through the regional policy instruments cannot be easily determined.===>Efekte regionalne politike Evropske unije je, po prirodi stvari, teško evaluirati iz prostog razloga što je regionalnu politiku veoma teško izolovati od drugih izvora privrednog rasta i odrediti koji nivo razvoja bi privreda dostigla da nije bilo intervencije kroz instrumente regionalne politike.)
MATCH@E:(Effects of the EU regional policy Effects of the EU regional policy are, as a rule, diffcult to evaluate for the simple reason that reagional policy is not easy to separate from other sources of economic growth and, also, the level of development the economy would reach had there not been interventions through the regional policy instruments cannot be easily determined.===>Efekti regionalne politike EU Efekte regionalne politike Evropske unije je, po prirodi stvari, teško evaluirati iz prostog razloga što je regionalnu politiku veoma teško izolovati od drugih izvora privrednog rasta i odrediti koji nivo razvoja bi privreda dostigla da nije bilo intervencije kroz instrumente regionalne politike.)
MATCH@M:(Since the period of the regional policy implementation in the 2007-2013 period has not yet been completed, the effects of regional policy can be viewed only for the previous period.===>Kako period sprovodenja regionalne politike u periodu 2007-2013. godine još nije završen, efekti regionalne politike se mogu posmatrati samo za prethodni period.)
MATCH@E:(Since the period of the regional policy implementation in the 2007-2013 period has not yet been completed, the effects of regional policy can be viewed only for the previous period.===>Kako period sprovođenja regionalne politike u periodu 2007-2013. godine još nije završen, efekti regionalne politike se mogu posmatrati samo za prethodni period.)
MATCH@M:(According to the EU research for the 2000-2006 budgetary period, an additional 0.9 euro of investments from other sources is allocated per each euro spent in the implementation of common cohesion policy in the regions using the funds from the convergency goal.===>Prema istraživanju Evropske komisije za budžetski period od 2000. do 2006. godine, na svaki evro utrošen kroz zajednicku kohezionu politiku u regionima koji koriste sredstva u okviru cilja konvergencija, dodatno se izdvaja u proseku još 0,9 evra investicija iz drugih izvora.)
MATCH@E:(According to the EU research for the 2000-2006 budgetary period, an additional 0.9 euro of investments from other sources is allocated per each euro spent in the implementation of common cohesion policy in the regions using the funds from the convergency goal.===>Prema istraživanju Evropske komisije za budžetski period od 2000. do 2006. godine, na svaki evro utrošen kroz zajedničku kohezionu politiku u regionima koji koriste sredstva u okviru cilja konvergencija, dodatno se izdvaja u proseku još 0,9 evra investicija iz drugih izvora.)
MATCH@M:(Also, in the regions using the funds allocated for the regional competitiveness and employment goals, additonal 3 euros of investments are allocated per each euro invested through the EU cohesive policy.===>Takode, u regionima koji koriste sredstva u okviru cilja konkurentnost regiona i zapošljavanje na svaki evro investiran kroz kohezionu politiku Evropske unije izdavaja se u proseku još dodatna 3 evra investicija.)
MATCH@E:(Also, in the regions using the funds allocated for the regional competitiveness and employment goals, additonal 3 euros of investments are allocated per each euro invested through the EU cohesive policy.===>Takođe, u regionima koji koriste sredstva u okviru cilja konkurentnost regiona i zapošljavanje na svaki evro investiran kroz kohezionu politiku Evropske unije izdavaja se u proseku još dodatna 3 evra investicija.)
MATCH@M:(The programmes within the regional competitiveness and employment were of paramount importance for the creation of new jobs.===>Programi u okviru konkurentnosti regona i zapošljavanja imali su izuzetan znacaj za stvaranje novih radnih mesta.)
MATCH@E:(The programmes within the regional competitiveness and employment were of paramount importance for the creation of new jobs.===>Programi u okviru konkurentnosti regona i zapošljavanja imali su izuzetan značaj za stvaranje novih radnih mesta.)
MATCH@M:(Estimates are that more that 450 000 new jobs have been created in the six countries in which the evaluation was conducted.===>Za šest država u kojima je sprovedena procena, ocenjuje se da je formirano više od 450 000 novih radnih mesta.)
MATCH@E:(Estimates are that more that 450 000 new jobs have been created in the six countries in which the evaluation was conducted.===>Za šest država u kojima je sprovedena procena, ocenjuje se da je formirano više od 450 000 novih radnih mesta.)
MATCH@M:(A large number of small and medium-sized enterprises have in this period received financial resources from the European Union funds.===>U ovom periodu veliki broj malih i srednjih preduzeca koristio je pomoc fondova Evropske unije.)
MATCH@E:(A large number of small and medium-sized enterprises have in this period received financial resources from the European Union funds.===>U ovom periodu veliki broj malih i srednjih preduzeća koristio je pomoć fondova Evropske unije.)
MATCH@M:(The Spanis programme of support to small and medium enterprises alone provided financial support, advice and training for 227 000 small and medium-sized enterprises (around 28% of the total number).===>Samo španski program podrške malim i srednjim preduzecima omogucio je finansijsku podršku, savete i obuku za 227 000 malih i srednjih preduzeca (oko 28% od ukupnog broja).)
MATCH@E:(The Spanis programme of support to small and medium enterprises alone provided financial support, advice and training for 227 000 small and medium-sized enterprises (around 28% of the total number).===>Samo španski program podrške malim i srednjim preduzećima omogućio je finansijsku podršku, savete i obuku za 227 000 malih i srednjih preduzeća (oko 28% od ukupnog broja).)
MATCH@M:(The evaluation of the Staiermatk programme in Austria proved that 75% of business development related projects were conducted by small and medium-sized enterprises, much more than expected.===>Evaluacijom [tajermark programa u Austriji utvrdeno je da su 75% projekata u vezi sa razvojem biznisa sprovela mala i srednja preduzeca, što je bilo znatno više nego što je ocekivano.)
MATCH@E:(The evaluation of the Staiermatk programme in Austria proved that 75% of business development related projects were conducted by small and medium-sized enterprises, much more than expected.===>Evaluacijom Štajermark programa u Austriji utvrđeno je da su 75% projekata u vezi sa razvojem biznisa sprovela mala i srednja preduzeća, što je bilo znatno više nego što je očekivano.)
MATCH@M:(This area is one of the key domains of the cohesion policy.===>Ova oblast je jedna od kljucnih sfera kohezione politike.)
MATCH@E:(This area is one of the key domains of the cohesion policy.===>Ova oblast je jedna od ključnih sfera kohezione politike.)
MATCH@M:(During the 2000-2006 period, significant funds were spent for road transport (47% of the total funds allocated for the development of transportation) and railway transport (31% of total funds).===>Tokom perioda od 2000. do 2006. godine znacajna sredstva su utrošena na putni saobracaj (47% ukupnih sredstava name njenih razvoju saobracaja), odnosno na železnicki saobracaj (31% ukupnih sredstava).)
MATCH@E:(During the 2000-2006 period, significant funds were spent for road transport (47% of the total funds allocated for the development of transportation) and railway transport (31% of total funds).===>Tokom perioda od 2000. do 2006. godine značajna sredstva su utrošena na putni saobraćaj (47% ukupnih sredstava namenjenih saobraćaja), odnosno na železnički saobraćaj (31% ukupnih sredstava).)
MATCH@M:(Investments into airports also helped reduce the problems to reach certain regions, especially the most distant ones.===>Investicije u aerodrome takode su doprinele da se smanje problemi sa pristupom nekim regionima, narocito onim najudaljenijim.)
MATCH@E:(Investments into airports also helped reduce the problems to reach certain regions, especially the most distant ones.===>Investicije u aerodrome takođe su doprinele da se smanje problemi sa pristupom nekim regionima, naročito onim najudaljenijim.)
MATCH@M:(The evaluation report on investments into transport infrastructure in the regions included into the convergence programme point that the built infrastructure improved the connections between the regions and other national centres and reduce the time for travelling by 20-50% on average.===>Evaluacioni izveštaj o ulaganjima u saobracajnu infrastrukturu u regionima obuhvacenim programom konvergencije ukazuju da je izgradena infrastruktura unapredila povezanost izmedu regiona i drugih nacionalnih centara i snizila vreme putovanja, u proseku, za 20 do 50%.)
MATCH@E:(The evaluation report on investments into transport infrastructure in the regions included into the convergence programme point that the built infrastructure improved the connections between the regions and other national centres and reduce the time for travelling by 20-50% on average.===>Evaluacioni izveštaj o ulaganjima u saobraćajnu infrastrukturu u regionima obuhvaćenim programom konvergencije ukazuju da je izgrađena infrastruktura unapredila povezanost između regiona i drugih nacionalnih centara i snizila vreme putovanja, u proseku, za 20 do 50%.)
MATCH@M:(Besides, a significant effect upon the employment level was recorded, due to conducting massive relief works.===>Pored toga, zabeležen je i znacajan efekat na nivo zaposlenosti usled sprovodenja javnih radova.)
MATCH@E:(Besides, a significant effect upon the employment level was recorded, due to conducting massive relief works.===>Pored toga, zabeležen je i značajan efekat na nivo zaposlenosti usled sprovođenja javnih radova.)
MATCH@M:(The direct effect of investments upon transportation is also observed in the rise of employment, primarily in the construction sector.===>Direktan uticaj investicija u saobracaj ogleda se i u vecoj zaposlenosti, pre svega, u sektoru gradevinarstva.)
MATCH@E:(Š13Ë The direct effect of investments upon transportation is also observed in the rise of employment, primarily in the construction sector.===>Š13Ë Direktan uticaj investicija u saobraćaj ogleda se i u većoj zaposlenosti, pre svega, u sektoru građevinarstva.)
MATCH@M:(Furthermore, the demand for building material and machinery increases.===>Pored toga, povecava se potražnja za gradevinskim materijalom i upotrebom mašina.)
MATCH@E:(Furthermore, the demand for building material and machinery increases.===>Pored toga, povećava se potražnja za građevinskim materijalom i upotrebom mašina.)
MATCH@M:(These effects are evidently short-term and last during the works.===>Nesumnjivo da su ovi efekti kratkorocnog karaktera i traju tokom izvodenja radova.)
MATCH@E:(These effects are evidently short-term and last during the works.===>Nesumnjivo da su ovi efekti kratkoročnog karaktera i traju tokom izvođenja radova.)
MATCH@M:(The long-term effects of an investment depend on the existing of additional investments into a certain region, on labour force characteristics, development level of entrepreneurship, etc.===>Dugorocni efekti odredene investicije zavise od postojecih ili dodatnih investicija u odredeni region, karakteristika radne snage, razvijenosti preduzetništva i sl.)
MATCH@E:(The long-term effects of an investment depend on the existing of additional investments into a certain region, on labour force characteristics, development level of entrepreneurship, etc.===>Dugoročni efekti određene investicije zavise od postojećih ili dodatnih investicija u određeni region, karakteristika radne snage, razvijenosti preduzetništva i sl.)
MATCH@M:(On the other hand, it must be recorded that the flaws are sometimes inappropriate maintainance of certain stretches of, primarily, railway and road transportstion, incompatibility of national priorities with the EU priorities (despite recommendations, only five large countries have a developed network of fast railways), insufficient employment of certain potentials, such as the Danube, as well as insufficient engagement of certain financing sources, such as the public-private partnership (only a small number of larger projects have been completed using this form).===>Sa druge strane, mora se zabeležiti da se u odredenoj meri može prigovoriti nedovoljnom održavanju odredenih deonica, pre svega, u železnickom i drumskom saobracaju, neuskladenosti nacionalnih prioriteta sa prioritetima na nivou EU (uprkos preporukama, samo pet velikih država ima razvijenu mrežu brzih železnica), neiskorišcenosti odredenih potencijala, kao što je Dunav i neiskorišcenosti potencijalnih izvora fi-nansiranja, u vidu javno-privatnog partnerstva (samo je nekoliko vecih projekata realizovano u ovom obliku).)
MATCH@E:(On the other hand, it must be recorded that the flaws are sometimes inappropriate maintainance of certain stretches of, primarily, railway and road transportstion, incompatibility of national priorities with the EU priorities (despite recommendations, only five large countries have a developed network of fast railways), insufficient employment of certain potentials, such as the Danube, as well as insufficient engagement of certain financing sources, such as the public-private partnership (only a small number of larger projects have been completed using this form).===>Sa druge strane, mora se zabeležiti da se u određenoj meri može prigovoriti nedovoljnom održavanju određenih deonica, pre svega, u železničkom i drumskom saobraćaju, neusklađenosti nacionalnih prioriteta sa prioritetima na nivou EU (uprkos preporukama, samo pet velikih država ima razvijenu mrežu brzih železnica), neiskorišćenosti određenih potencijala, kao što je Dunav i neiskorišćenosti potencijalnih izvora finansiranja, u vidu javno-privatnog partnerstva (samo je nekoliko većih projekata realizovano u ovom obliku).)
MATCH@M:(The cohesion policy has significantly contributed to environmental protection as a basic precondition of sustainable development and a better quality of living, as well as to enforcing the legislature in the field of environment.===>Koheziona politika znatno je doprinela zaštiti životne sredine kao osnovnom preduslovu za održivi razvoj i bolji kvalitet života, kao i sprovodenju zakonodavstva u oblasti životne sredine.)
MATCH@E:(The cohesion policy has significantly contributed to environmental protection as a basic precondition of sustainable development and a better quality of living, as well as to enforcing the legislature in the field of environment.===>Koheziona politika znatno je doprinela zaštiti životne sredine kao osnovnom preduslovu za održivi razvoj i bolji kvalitet života, kao i sprovođenju zakonodavstva u oblasti životne sredine.)
MATCH@M:(Around 13% of funds was spent on the water supply, water protection, waste recycling, sustainable energy sources, protection from noise and air pollution investment projects.===>Oko 13% sredstava utrošeno je na projekte ulaganja u snabdevanje vodom, zaštitu voda, preradu otpada, održive izvore energije, zaštitu od buke i zagadenosti vaduha.)
MATCH@E:(Around 13% of funds was spent on the water supply, water protection, waste recycling, sustainable energy sources, protection from noise and air pollution investment projects.===>Oko 13% sredstava utrošeno je na projekte ulaganja u snabdevanje vodom, zaštitu voda, preradu otpada, održive izvore energije, zaštitu od buke i zagađenosti vaduha.)
MATCH@M:(Best results have been achieved in the domain of water supply.===>Najviše rezultata postignuto je u oblasti snabdevanja vodom.)
MATCH@E:(Best results have been achieved in the domain of water supply.===>Najviše rezultata postignuto je u oblasti snabdevanja vodom.)
MATCH@M:(The European Union regional policy has not brought only investment projects; it ha salso brought a strategic approach to the development of transportation infrastructure and environmental protection.===>Regionalna politika Evropske unije nije donela samo investicione projekte, vec i strateški pristup razvoju saobracajne infrastrukture i zaštiti životne sredine.)
MATCH@E:(Š14Ë The European Union regional policy has not brought only investment projects; it ha salso brought a strategic approach to the development of transportation infrastructure and environmental protection.===>Š14Ë Regionalna politika Evropske unije nije donela samo investicione projekte, već i strateški pristup razvoju saobraćajne infrastrukture i zaštiti životne sredine.)
MATCH@M:(It helped harmonize environmental principles with the goals and measures of other sector policies.===>S tim u vezi, omoguceno je usaglašavanje principa životne sredine sa ciljevima i merama ostalih sektorskih politika.)
MATCH@E:(It helped harmonize environmental principles with the goals and measures of other sector policies.===>S tim u vezi, omogućeno je usaglašavanje principa životne sredine sa ciljevima i merama ostalih sektorskih politika.)
MATCH@M:(This harmonization has been achieved; however, full integration has not yet.===>Iako je realizovano usaglašavanje, puna integracija nije ostvarena.)
MATCH@E:(This harmonization has been achieved; however, full integration has not yet.===>Iako je realizovano usaglašavanje, puna integracija nije ostvarena.)
MATCH@M:(Similarly, strict environmental standards and rules ensured that the financed projects are environmentally-friendly, designed to work consistent to the ruling legal framework in the environmental domain and that their effects on environment are controlled in the course of their execution.===>Isto tako, strogim pravilima i standardima životne sredine omoguceno je da su projekti koji se finansiraju pogodni po životnu sredinu, projektovani tako da funkcionišu u saglasnosti sa važecim pravnim okvirom u oblasti životne sredine, i da se, tokom njihove realizacije, kontroliše uticaj na okruženje.)
MATCH@E:(Similarly, strict environmental standards and rules ensured that the financed projects are environmentally-friendly, designed to work consistent to the ruling legal framework in the environmental domain and that their effects on environment are controlled in the course of their execution. ~~~ 9.===>Isto tako, strogim pravilima i standardima životne sredine omogućeno je da su projekti koji se finansiraju pogodni po životnu sredinu, projektovani tako da funkcionišu u saglasnosti sa važećim pravnim okvirom u oblasti životne sredine, i da se, tokom njihove realizacije, kontroliše uticaj na okruženje. 9.)
MATCH@M:(The existence of common regional policy on a supranational level is justified by the fact that the differences in the development levels of the regions can be corrected efficiently only employing the mutual efforts of all the member states.===>Postojanje zajednicke regionalne politike na nadnacionalnom nivou opravdano je cinjenicom da se razlike u nivou razvoja regiona Evropske unije mogu efikasno ispraviti jedino zahvaljujuci zajednickim naporima država clanica.)
MATCH@E:(Conclusion The existence of common regional policy on a supranational level is justified by the fact that the differences in the development levels of the regions can be corrected efficiently only employing the mutual efforts of all the member states.===>Zaključak Postojanje zajedničke regionalne politike na nadnacionalnom nivou opravdano je činjenicom da se razlike u nivou razvoja regiona Evropske unije mogu efikasno ispraviti jedino zahvaljujući zajedničkim naporima država članica.)
MATCH@M:(Economic and social differences among the member states that are most often reflected in disproportions in the level of the social product and in unemployment, urged the policy creators to develop a common regional policy, along the existing national regional policies.===>Ekonomske i socijalne razlike medu državama clanicama, koje se najcešce ogledaju u disproporcijama u nivou društvenog proizvoda i nivou nezaposlenosti, podstakle su kreatore politika da razviju zajednicku regionalnu politiku pored postojecih nacionalnih regionalnih politika.)
MATCH@E:(Economic and social differences among the member states that are most often reflected in disproportions in the level of the social product and in unemployment, urged the policy creators to develop a common regional policy, along the existing national regional policies.===>Ekonomske i socijalne razlike među državama članicama, koje se najčešće ogledaju u disproporcijama u nivou društvenog proizvoda i nivou nezaposlenosti, podstakle su kreatore politika da razviju zajedničku regionalnu politiku pored postojećih nacionalnih regionalnih politika.)
MATCH@M:(The importance of the supranational regional policy is reflected in the fact that it is only on the European Union level that necessary and sufficient resources can be collected for the purpose of developing less developed regions and thus reducing the high price certain member states would otherwise be forced to pay.===>Znacaj nadnacionalne regionalne politike ogleda se u tome da se jedino na nivou Evropske unije mogu skupiti neophodna i dovoljna sredstva za razvoj manje razvijenih regiona i na taj nacin smanjiti visoka cena koju bi morale da plate pojedine države clanice.)
MATCH@E:(The importance of the supranational regional policy is reflected in the fact that it is only on the European Union level that necessary and sufficient re sources can be collected for the purpose of developing less developed regions and thus reducing the high price certain member states would otherwise be forced to pay.===>Značaj nadnacionalne regionalne politike ogleda se u tome da se jedino na nivou Evropske unije mogu skupiti neophodna i dovoljna sredstva za razvoj manje razvijenih regiona i na taj način smanjiti visoka cena koju bi morale da plate pojedine države članice.)
MATCH@M:(It is also important to stress the role of regional policy as an efficient coordination mechanism between the member states.===>Važno je istaknuti i ulogu regionalne politike kao efikasnog mehanizma koordinacije izmedu zemalja clanica.)
MATCH@E:(It is also important to stress the role of regional policy as an efficient coordination mechanism between the member states.===>Važno je istaknuti i ulogu regionalne politike kao efikasnog mehanizma koordinacije između zemalja članica.)
MATCH@M:(Namely, the lack of collaboration among the member states results in a negative competition and the undesired effects of certain measures that are unilaterallly enforced by certain member states.===>Naime, nedostatak saradnje izmedu država clanica dovodi do negativne konkurencije i neželjenih efeka-ta pojedinih mera koje se jednostrano sprovode od strane nekih država clanica.)
MATCH@E:(Namely, the lack of collaboration among the member states results in a negative competition and the undesired effects of certain measures that are unilaterallly enforced by certain member states.===>Naime, nedostatak saradnje između država članica dovodi do negativne konkurencije i neželjenih efekata pojedinih mera koje se jednostrano sprovode od strane nekih država članica.)
MATCH@M:(An uncoordinated enforcement of national policies may result in unloyal competition, thus reducing the positive effects for all the member states, and consequently the benefits of the European integration process.===>Nekoordinirano sprovodenje nacionalnih politika stvara mogucnost pojave nelojalne konkurencije, cime se smanjuju pozitivni efekti za sve clanice, a samim tim smanjuju se i koristi od procesa evropske integracije.)
MATCH@E:(An uncoordinated enforcement of national policies may result in unloyal competition, thus reducing the positive effects for all the member states, and consequently the benefits of the European integration process.===>Nekoordinirano sprovođenje nacionalnih politika stvara mogućnost pojave nelojalne konkurencije, čime se smanjuju poz itivni efekti za sve članice, a samim tim smanjuju se i koristi od procesa evropske integracije.)
MATCH@M:(The institutional framework of the state - project proponent must be such that it offers well established institutions that have at their disposal the professoonals on respective regional levels, that will assess the development needs and stress the priorities to be translated into feasible project propositions for the support to development as well as implement the development projects and programmes that can be financed by the structural and the Cohesion funds.===>Institucionalni okvir zemlje predlagaca projekta mora biti takav da pruža dovoljno dobro etablirane institucije koje raspolažu strucnim kadrovima na odgovarajucim prostornim nivoima, koje ce proceniti razvojne potrebe i istaci prioritete koje treba pretociti u izvodljive predloge projekata za podršku razvoju, kao i implementirati projekte i programe razvoja koji bi mogli biti finansirani iz sredstava strukturnih i Kohezionog fonda.)
MATCH@E:(The institutional framework of the state project proponent must be such that it offers well established institutions that have at their disposal the professoonals on respective regional levels, that will assess the development needs and stress the priorities to be translated into feasible project propositions for the support to development as well as implement the development projects and programmes that can be financed by the structural and the Cohesion funds.===>Institucionalni okvir zemlje predlagača projekta mora biti takav da pruža dovoljno dobro etablirane institucije koje raspolažu stručnim kadrovima na odgovarajućim prostornim nivoima, koje će proceniti razvojne potrebe i istaći prioritete koje treba pretočiti u izvodljive predloge projekata za podršku razvoju, kao i implementirati projekte i programe razvoja koji bi mogli biti finansirani iz sredstava strukturnih i Kohezionog fonda.)
MATCH@M:(Clearly defined procedures for employing the means from these funds ensure an easier implementation of the project and a better monitoring of project goals achievement.===>Jasno definisane procedure za korišcenje sredstava iz ovih fondova omogucavaju lakšu pripremu projekata i bolji monitoring nad ostvarenjem ciljeva projekta.)
MATCH@E:(Clearly defined procedures for employing the means from these funds ensure an easier implementation of the project and a better monitoring of project goals achievement.===>Jasno definisane procedure za korišćenje sredstava iz ovih fondova omogućavaju lakšu pripremu projekata i bolji monitoring nad ostvarenjem ciljeva projekta.)
MATCH@M:(The project proponents are expected to supplement their project proposition with a cost-benefit analysis of the project.===>Predlagaci projekta treba da uz predlog projekta dostave i analizu troškova i koristi od projekta.)
MATCH@E:(The project proponents are expected to supplement their project proposition with a cost-benefit analysis of the project.===>Predlagači projekta treba da uz predlog projekta dostave i analizu troškova i koristi od projekta.)
MATCH@M:(It is for these purposes that the European Commission published a Guide to CBA of investment projects.===>Evropska komisija je za ove potrebe objavila vodic za sprovodenje ove analize (Guide to CBA of investment projects).)
MATCH@E:(It is for these purposes that the European Commission published a Guide to CBA of investment projects.===>Evropska komisija je za ove potrebe objavila vodič za sprovođenje ove analize (Guide to CBA of investment projects).)
MATCH@M:(The cost-benefit analysis of investment projects encludes the following: 1) context and goal analysis; 2) project identification; 3) feasibility and option analysis; 4) financial analysis; 5) economic analysis; 6) risk assessment.===>Analiza troškova i koristi investicionih projekata obuhvata: 1) analizu konteksta i ciljeva; 2) identifikaciju projekta; 3) izvodljivost i analizu opcija; 4) finansijsku analizu; 5) ekonomsku analizu; 6) procenu rizika.)
MATCH@E:(The cost-benefit analysis of investment projects encludes the following: 1) context and goal analysis; 2) project identification; 3) feasibility and option analysis; 4) financial analysis; 5) economic analysis; 6) risk assessment.===>Analiza troškova i koristi investicionih projekata obuhvata: ~~~ 1) analizu konteksta i ciljeva; 2) identifikaciju projekta; 3) izvodljivost i analizu opcija; 4) finansijsku analizu; 5) ekonomsku analizu; 6) procenu rizika.)
MATCH@M:(Special attention is paid to the economic analysis of the project since it is to show whether the society is better off with this project or without it.===>Posebna pažnja se posvecuje ekonomskoj analizi projekta, jer ona treba da pokaže da li je društvu bolje sa ovim projektom ili bez njega.)
MATCH@E:(Special attention is paid to the economic analysis of the project since it is to show whether the society is better off with this project or without it.===>Posebna pažnja se posvećuje ekonomskoj analizi projekta, jer ona treba da pokaže da li je društvu bolje sa ovim projektom ili bez njega.)
MATCH@M:(The project proponent also has to be acquainted with the NUTS classification of regions and the National referent strategic framework in order that he should know which type of investment is appropriate for a given region.===>Predlagac projekta mora biti upoznat i sa NUTS klasifikacijom regiona i Nacionalnim referentnim strateškim okvirom, kako bi znao koja vrsta investicije odgovara datom regionu.)
MATCH@E:(The project proponent also has to be acquainted with the NUTS classification of regions and the National referent strategic framework in order that he should know which type of investment is appropriate for a given region.===>Predlagač projekta mora biti upoznat i sa NUTS klasifikacijom regiona i Nacionalnim referentnim strateškim okvirom, kako bi znao koja vrsta investicije odgovara datom regionu.)
MATCH@M:(The European Commission identified globalization, demographic changes, safe and renewable energy sources as major challenges for European regions in the period to come.===>Evropska komisija je globalizaciju, demografske promene, klimatske promene, sigurne i obnovljive izvore energije identifikovala kao glavne izazove za evropske regione u narednom periodu.)
MATCH@E:(The European Commission identified globalization, demographic changes, safe and renewable energy sources as major challenges for European regions in the period to come.===>Evropska komisija je globalizaciju, demografske promene, klimatske promene, sigurne i obnovljive izvore energije izazove za evropske regione u narednom periodu.)
MATCH@M:(Accordingly, there is already a debate on how these challenges can be incorporated into the regional policy for the following period, from 2014 till 2020.===>U skladu sa tim, vec se vodi debata o tome kako ukljuciti ove izazove u regionalnu politiku za naredni period od 2014. do 2020. godine.)
MATCH@E:(Accordingly, there is already a debate on how these challenges can be incorporated into the regional policy for the following period, from 2014 till 2020.===>U skladu sa tim, već se vodi debata o tome kako uključiti ove izazove u regionalnu politiku za naredni period od 2014. do 2020. godine.)
MATCH@M:(This is of special importance for Serbia too, because Serbia is expected to become a member of the European Union by 2020.===>Ovo je izuzetno važno i za Srbiju, jer se ocekuje da Srbija do 2020. godine postane clanica Evropske unije.)
MATCH@E:(This is of special importance for Serbia too, because Serbia is expected to become a member of the European Union by 2020.===>Ovo je izuzetno važno i za Srbiju, jer se očekuje da Srbija do 2020. godine postane članica Evropske unije.)
MATCH@M:(Consequently, the priorities and the rules to be defined for structural funds will apply to Serbia too.===>S tim u vezi, prioriteti i pravila korišcenja sredstava koja se sada definišu, važice i za Srbiju.)
MATCH@E:(Consequently, the priorities and the rules to be defined for structural funds will apply to Serbia too.===>S tim u vezi, prioriteti i pravila korišćenja sredstava koja se sada definišu, važiće i za Srbiju.)
MATCH@M:(Practically, the priorities and the rules defined for structural funds will be reflected in the IPA resources as well.===>Prakticno, prioriteti i pravila koja budu definisana za strukturne fondove u novom finansijskom ciklusu odrazice se i na IPA sredstva.)
MATCH@E:(Practically, the priorities and the rules defined for structural funds will be reflected in the IPA resources as well.===>Praktično, prioriteti i pravila koja budu definisana za strukturne fondove u novom finansijskom ciklusu odraziće se i na IPA sredstva.)
MATCH@M:(At the moment, the efforts of the Republic of Serbia have to be oriented towards establishing the structures for employing the IPA resources and the preparation of projects to ensure an easier use of the IPA resources and later the structural funds and the Cohesion fund.===>U ovom trenutku napori R. Srbije moraju biti usmereni na uspostavljanje struktura za korišcenje IPA sredstava i pripremu projekata koji ce omoguciti lakše korišcenje IPA sredstava i kasnije strukturnih fondova i Kohezionog fonda.)
MATCH@E:(At the moment, the efforts of the Republic of Serbia have to be oriented towards establishing the structures for employing the IPA resources and the preparation of projects to ensure an easier use of the IPA resources and later the structural funds and the Cohesion fund.===>)
BAD_LINE_=============================================================
BAD_LINE_M:At the moment, the efforts of the Republic of Serbia have to be oriented towards establishing the structures for employing the IPA resources and the preparation of projects to ensure an easier use of the IPA resources and later the structural funds and the Cohesion fund.
BAD_LINE_M:U ovom trenutku napori R. Srbije moraju biti usmereni na uspostavljanje struktura za korišcenje IPA sredstava i pripremu projekata koji ce omoguciti lakše korišcenje IPA sredstava i kasnije strukturnih fondova i Kohezionog fonda.
BAD_LINE_E:At the moment, the efforts of the Republic of Serbia have to be oriented towards establishing the structures for employing the IPA resources and the preparation of projects to ensure an easier use of the IPA resources and later the structural funds and the Cohesion fund.
BAD_LINE_E:
MATCH@M:(They are used by managers, financial analysts, appraisers, regulators, investors, creditors and others.===>Koriste je menadžeri, finansijski analiticari, procenitelji, regulatorna tela, investitori, poverioci i drugi.)
MATCH@E:(They are used by managers, financial analysts, appraisers, regulators, investors, creditors and others.===>Koriste je menadžeri, finansijski analitičari, procenitelji, regulatorna tela, investitori, poverioci i drugi.)
MATCH@M:(As a managerial technique, the ratio analysis has a very wide application, but also certain restraints, hence the results obtained should be interpreted carefully, in order that they should serve as a basis for evaluating financial performance and decision making.===>Racio analiza kao menadžerska tehnika ima veoma širokuprimenu, ali i ogranicenja, zbog kojih treba pažljivo tumaciti dobijene reuzultate, koji bi trebalo da posluže kao osnov za ocenjivanje finansijskih performansi i odlucivanje. 1.	Uvod)
MATCH@E:(As a managerial technique, the ratio analysis has a very wide application, but also certain restraints, hence the results obtained should be interpreted carefully, in order that they should serve as a basis for evaluating financial performance and decision making.===>Racio analiza kao menadžerska tehnika ima veoma široku primenu, ali i ograničenja, zbog kojih treba pažljivo tumačiti dobijene reuzultate, koji bi trebalo da posluže kao osnov za ocenjivanje finansijskih performansi i odlučivanje. 1.)
MATCH@M:(1.	Introduction A permanent challenge facing managers, consultants and financial analysts is how to harmonize the functional activity and discipline and at the same time, provide support to corporate strategy.===>Trajni izazov sa kojim se suocavaju menadžeri, kon-sultanti i finansijski analiticari je kako da se uskladi funkcionalna aktivnost i disciplina jedna sa drugom i istovremeno da podrška korporativnoj strategiji.)
MATCH@E:(1. ~~~ Introduction A permanent challenge facing managers, consultants and financial analysts is how to harmonize the functional activity and discipline and at the same time, provide support to corporate strategy.===>Uvod Trajni izazov sa kojim se suočavaju menadžeri, konsultanti i finansijski analitičari je kako da se uskladi funkcionalna aktivnost i disciplina jedna sa drugom i istovremeno daˆ podrška korporativnoj strategiji.)
MATCH@M:(Significant evolutionary changes towards creating a more modern company, in line with the changes caused by the market globalization, internationalization of business, the development of information technologies and especially a competitive economic environment characterise the present period.===>Danas su prisutne znacajne evolutivne promene koje idu u pravcu stvaranja savremenije kompanije uskladene sa promenama koje izaziva globalizacija tržišta, internacionalizacija biznisa, razvoj informa-cionih tehnologija i posebno konkurentan privredni ambijent.)
MATCH@E:(Significant evolutionary changes towards creating a more modern company, in line with the changes caused by the market globalization, internationalization of business, the development of information technologies and especially a competitive economic environment characterise the present period.===>Danas su prisutne značajne evolutivne promene koje idu u pravcu stvaranja savremenije kompanije usklađene sa promenama koje izaziva globalizacija tržišta, internacionalizacija biznisa, razvoj informacionih tehnologija i posebno konkurentan privredni ambijent.)
MATCH@M:(Continual interactions with the events both within and without the company are the major reason that an anlysis of the quality of financial reporting is necessary.===>Neprekidne interakcije sa zbivanjima kako spolja tako i unutar kompanije, razlog su neophodnosti analize kvaliteta finansijskog izveštavanja.)
MATCH@E:(Continual interactions with the events both within and without the company are the major reason that an anlysis of the quality of financial reporting is necessary.===>Neprekidne interakcije sa zbivanjima kako spolja tako i unutar kompanije, razlog su neophodnosti analize kvaliteta finansijskog izveštavanja.)
MATCH@M:(The management of the business entity is legally responsible for a valid and objective reporting of the financial position, the business results and the changes in the financial position of the business entity that is being reported about.===>Menadžment poslovnog entiteta je osnovni nosilac zakonske odgovornosti za istinito i objektivno prikazivanje finansijske pozicije, rezultata poslovanja i promena u finansijskoj poziciji poslovnog subjekta o kome se izveštava.)
MATCH@E:(The management of the business entity is legally responsible for a valid and objective reporting of the financial position, the business results and the changes in the financial position of the business entity that is being reported about. ~~~ 2.===>Menadžment poslovnog entiteta je osnovni nosilac zakonske odgovornosti za istinito i objektivno prikazivanje finansijske pozicije, rezultata poslovanja i promena u finansijskoj poziciji poslovnog subjekta o kome se izveštava. 2.)
MATCH@M:(The major goal of accounting is to provide information useful in decision making.===>Osnovni cilj racunovodstva predstavlja obezbedivanje informacija korisnih za donošenje odluka.)
MATCH@E:(The major goal of accounting is to provide information useful in decision making.===>Osnovni cilj računovodstva predstavlja obezbeđivanje informacija korisnih za donošenje odluka.)
MATCH@M:(The decision-making process generally consists of the following steps:===>Proces odlucivanja uopšteno cine sledeci koraci:)
MATCH@E:(The decision-making process generally consists of the following steps: 1.===>Proces odlučivanja uopšteno čine sledeći koraci: ~~~ 1.)
MATCH@M:(1.	Identifying different alternatives for given types of decisions;===>1.	Identifikovanje razlicitih alternativa za date tipove odluka;)
MATCH@E:(Identifying different alternatives for given types of decisions; 2.===>Identifikovanje različitih alternativa za date tipove odluka; 2.)
MATCH@M:(2.	Integrating necessary data for different alternatives;===>2.	Objedinjavanje neophodnih podataka za razlicite alternative;)
MATCH@E:(Integrating necessary data for different alterna tives; 3.===>Objedinjavanje neophodnih podataka za različite alternative; 3.)
MATCH@M:(3.	Analysis and anticipation of the consequences of each alternative,===>3.	Analiza i odredivanje posledica svake alterantive;)
MATCH@E:(Analysis and anticipation of the consequences of each alternative, 4.===>Analiza i određivanje posledica svake alterantive; 4.)
MATCH@M:(4.	Selection of the alternative that points to and helps achieve the desired goals;===>4.	Izbor alternative koja pokazuje i dovodi do ostvarenja željenih ciljeva;)
MATCH@E:(Selection of the alternative that points to and helps achieve the desired goals; 5.===>Izbor alternative koja pokazuje i dovodi do ost varenja željenih ciljeva; 5.)
MATCH@M:(6.	Evaluation of the results of the business decisions against standards or other desired results in regular intevals.===>6.	U odredeno vreme evuluacija rezultata poslovnih odluka u odnosu na standardne ili druge željene rezultate.)
MATCH@E:(Implementation of selected alternatives; 6. ~~~ Evaluation of the results of the business decisions against standards or other desired results in regular intevals.===>Implementacija odabranih alternativa; 6. U određeno vreme evuluacija rezultata poslovnih odluka u odnosu na standardne ili druge željene rezultate.)
MATCH@M:(The tools of managerial decision making are the following:===>Instrumenti menadžerskog odlucivanja jesu:)
MATCH@E:(The tools of managerial decision making are the following: 1.===>Instrumenti menadžerskog odlučivanja jesu: ~~~ 1.)
MATCH@M:(1.	Alternative business decision making;===>1.	Alternativno poslovno odlucivanje;)
MATCH@E:(Alternative business decision making; 2.===>Alternativno poslovno odlučivanje; 2.)
MATCH@M:(2.	Flexible budgeting and variant analysis;===>2.	Fleksibilno budžetiranje i analiza varijanse;)
MATCH@E:(Flexible budgeting and variant analysis; 3.===>Fleksibilno budžetiranje i analiza varijanse; 3.)
MATCH@M:(3.	Capital budgeting;===>3.	Budžetiranje kapitala;)
MATCH@E:(Capital budgeting; 4.===>Budžetiranje kapitala; 4.)
MATCH@M:(4.	Incremental analysis;===>4.	Inkrementalna analiza;)
MATCH@E:(Incremental analysis; 5.===>Inkrementalna analiza; 5.)
MATCH@M:(5.	Analysis of relations among costs, scope and profits;===>5.	Analiza odnosa izmedu troškova, obima i profita;)
MATCH@E:(Analysis of relations among costs, scope and prof its; 6.===>Analiza odnosa između troškova, obima i profita; 6.)
MATCH@M:(6.	Analysis of returns on investments, quantitative analysis;===>6.	Analiza prinosa na investicije, kvantitativna analiza;)
MATCH@E:(Analysis of returns on investments, quantitative analysis; 7.===>Analiza prinosa na investicije, kvantitativna analiza; 7.)
MATCH@M:(7.	Analysis of cost flows;===>7.	Analiza ponašanja (kretanja) troškova;)
MATCH@E:(Analysis of cost flows; 8.===>Analiza ponašanja (kretanja) troškova; 8.)
MATCH@M:(1.	Basic financial reports;===>1.	Osnovne finansijske izveštaje;)
MATCH@E:(Basic financial reports; 2.===>Osnovne finansijske izveštaje; 2.)
MATCH@M:(2.	Strategic and tactical decisions;===>2.	Strategijske i takticke odluke;)
MATCH@E:(Strategic and tactical decisions; 3.===>Strategijske i taktičke odluke; 3.)
MATCH@M:(3.	Management accounting techniques;===>3.	Tehnike upravljackog racunovodstva;)
MATCH@E:(Management accounting techniques; 4.===>Tehnike upravljačkog računovodstva; 4.)
MATCH@M:(4.	Information required in decision making.===>4.	Informacije za odlucivanje.)
MATCH@E:(Information required in decision making.===>Informacije za odlučivanje. 3.)
MATCH@M:(Financial reports present the picture of the financial standing and the financial results achieved by an economic entity.===>Finansijski izveštaji predstavljaju sliku finansijskog stanja i ostvarenih finansijskih rezultata jednog ekonomskog entiteta.)
MATCH@E:(3. ~~~ Financial reporting Financial reports present the picture of the financial standing and the financial results achieved by an economic entity.===>Finansijsko izveštavanje Finansijski izveštaji predstavljaju sliku finansijskog stanja i ostvarenih finansijskih rezultata jednog ekonomskog entiteta.)
MATCH@M:(A general structure of the report for the needs of financial analysis is presented as follows:===>Uobicajena struktura izve[taja za potrebe finansijske analize predstavljena je na sledeci nacin:)
MATCH@E:(A general structure of the report for the needs of financial analysis is presented as follows: 1.===>Uobičajena struktura izveštaja za potrebe finansijske analize predstavljena je na sledeći način:)
MATCH@M:(1.	Revenues from sales;===>1.	Prihodi od prodaje)
MATCH@E:(Revenues from sales; 2.===>1. ~~~ Prihodi od prodaje 2.)
MATCH@M:(2.	Correction (change) in the value of stocks;===>2.	Korekcija (promena) vrednosti zaliha)
MATCH@E:(Correction (change) in the value of stocks; 3.===>Korekcija (promena) vrednosti zaliha 3.)
MATCH@M:(3.	Other incomes;===>3.	Ostali prihodi)
MATCH@E:(Other incomes; 4.===>Ostali prihodi 4.)
MATCH@M:(4.	Expenditure of direct materials and goods;===>4.	Rashodi direktnog materijala i robe)
MATCH@E:(Expenditure of direct materials and goods; 5.===>Rashodi direktnog materijala i robe 5.)
MATCH@M:(6.	Other business expenditures;===>6.	Drugi poslovni rashodi)
MATCH@E:(Other business expenditures; 7.===>Drugi poslovni rashodi 7.)
MATCH@M:(7.	Earnings before interest, taxes, depreciation and amortization (EBITDA *Profits II) 5-6===>7.	Dobit pre kamate, poreza, depresijacije i amortizacije (EBITDA-Earnings before interest, taxes, depreciation, and amortization *Dobit II) 5-6)
MATCH@E:(Earnings before interest, taxes, depreciation and amortization (EBITDA *Profits II) 56 8.===>Dobit pre kamate, poreza, depresijacije i amortizacije (EBITDA-Earnings before interest, taxes, depreciation, and amortization *Dobit II) 5 6 8.)
MATCH@M:(8.	Depreciation and amortization;===>8.	Depresijacija i Amortizacija)
MATCH@E:(Depreciation and amortization; 9.===>Depresijacija i Amortizacija 9.)
MATCH@M:(9.	Earnings before interest and taxes (EBIT *Profits III) 7-8===>9.	Dobit pre kamate i poreza (EBIT-Earnings before interest and taxes *Dobit III) 7-8)
MATCH@E:(Earnings before interest and taxes (EBIT *Profits III) 78 10.===>Dobit pre kamate i poreza (EBIT-Earnings be fore interest and taxes *Dobit III) 7 8 10.)
MATCH@M:(10.	Financial revenues===>10.	Finansijski prihodi)
MATCH@E:(Financial revenues 11.===>Finansijski prihodi 11.)
MATCH@M:(11.	Financial expenditures===>11.	Finansijski rashodi)
MATCH@E:(Financial expenditures 12.===>Finansijski rashodi 12.)
MATCH@M:(12.	Non-operating/special revenues===>12.	Neposlovni/vanredni prihodi)
MATCH@E:(Non-operating/special revenues 13.===>Neposlovni/vanredni prihodi 13.)
MATCH@M:(13.	Non-operating/special expenses===>13.	Neposlovni/vanredni rashodi)
MATCH@E:(Non-operating/special expenses 14.===>Neposlovni/vanredni rashodi 14.)
MATCH@M:(14.	Non-operating and other results 9 + 10 - 11 + 12 - 13===>14.	Neposlovni i ostali rezultati 9 + 10 - 11 + 12 - 13)
MATCH@E:(Non-operating and other results 9 + 10 11 + 12 13 15.===>Neposlovni i ostali rezultati 9 + 10 11 + 12 13 15.)
MATCH@M:(15.	Earnings before tax (EBT) - 13 - 14===>15.	Dobitak pre oporezivanja (EBT-Earnings before tax) 13 - 14)
MATCH@E:(Earnings before tax (EBT) 13 14 16.===>Dobitak pre oporezivanja (EBT-Earnings before tax) 13 14 16.)
MATCH@M:(16.	Allignments of accounting profits against national tax regulations 15+16===>16.	Uskladivanja racunovodstvene dobiti prema nacionalnoj poreskoj regulativi 15 ±16)
MATCH@E:(Allignments of accounting profits against nation al tax regulations 15±16 17.===>Usklađivanja računovodstvene dobiti prema na cionalnoj poreskoj regulativi 15 ±16 17.)
MATCH@M:(17.	Taxes (10%) - 10% of the amount of position 16===>17.	Porez (10%) - 10% od iznosa pozicije 16)
MATCH@E:(Taxes (10%) 10% of the amount of position 16 18.===>Porez (10%) - 10% od iznosa pozicije 16 18.)
MATCH@M:(Earnings before tax are viewed as accounting profits from which income tax is paid, however, it is necessary that they be corrected in accordance with the Law on income taxes, after which they become a valid basis for income tax calculation.===>Dobitak pre oporezivanja se smatra racunovodstvenim dobitkom iz koga se placa porez na dobit, ali je neophodno da se on koriguje prema odredbama Zakona o porezu na dobit, nakon cega postaje validna osnova za obracun poreza na dobit.)
MATCH@E:(Earnings after tax (EAT) 16 17 Earnings before tax are viewed as accounting profits from which income tax is paid, however, it is necessary that they be corrected in accordance with the Law on income taxes, after which they become a valid basis for income tax calculation.===>Dobitak nakon oporezivanja (EAT- Earnings af ter tax) 16 17 Dobitak pre oporezivanja se smatra računovodstvenim dobitkom iz koga se plaća porez na dobit, ali je neophodno da se on koriguje prema odredbama Zakona o porezu na dobit, nakon čega postaje validna osnova za obračun poreza na dobit.)
MATCH@M:(To establish a taxable income, expenses are acknowledged in the amounts defined in the income statement, in accordance with the MRS and the regulations in the area of accounting, with the exception of expenses for which the law provides another method of regulation.===>Za utvrdivanje oporezive dobiti priznaju se rashodi u iznosima utvrdenim bilansom uspeha, u skladu sa MRS i propisima kojima se ureduje racunovodstvo, osim rashoda za koje je ovim zakonom propisan drugi nacin utvrdivanja.)
MATCH@E:(To establish a taxable income, expenses are acknowledged in the amounts defined in the income statement, in accordance with the MRS and the regulations in the area of accounting, with the exception of expenses for which the law provides another method of regulation Š5Ë. Dividends or earnings are paid out of the net profits, while one portion is retained in the company as retained earnings.===>Za utvrđivanje oporezive dobiti priznaju se rashodi u iznosima utvrđenim bilansom uspeha, u skladu sa MRS i propisima kojima se uređuje računovodstvo, osim rashoda za koje je ovim zakonom propisan drugi način utvrđivanja Š5Ë. ~~~ Iz neto dobiti isplaćuju se dividende ili dobici, dok se deo zadržava u komapniji kao neraspoređena dobit.)
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BAD_LINE_M:To establish a taxable income, expenses are acknowledged in the amounts defined in the income statement, in accordance with the MRS and the regulations in the area of accounting, with the exception of expenses for which the law provides another method of regulation.
BAD_LINE_M:Za utvrdivanje oporezive dobiti priznaju se rashodi u iznosima utvrdenim bilansom uspeha, u skladu sa MRS i propisima kojima se ureduje racunovodstvo, osim rashoda za koje je ovim zakonom propisan drugi nacin utvrdivanja.
BAD_LINE_E:To establish a taxable income, expenses are acknowledged in the amounts defined in the income statement, in accordance with the MRS and the regulations in the area of accounting, with the exception of expenses for which the law provides another method of regulation Š5Ë. Dividends or earnings are paid out of the net profits, while one portion is retained in the company as retained earnings.
BAD_LINE_E:Za utvrđivanje oporezive dobiti priznaju se rashodi u iznosima utvrđenim bilansom uspeha, u skladu sa MRS i propisima kojima se uređuje računovodstvo, osim rashoda za koje je ovim zakonom propisan drugi način utvrđivanja Š5Ë. ~~~ Iz neto dobiti isplaćuju se dividende ili dobici, dok se deo zadržava u komapniji kao neraspoređena dobit.
MATCH@M:(The manager has to pay attention to cash flow as much as to profits.===>Menadžer mora da obraca pažnju na protok novca najmanje isto toliko, kao i na dobitak.)
MATCH@E:(The manager has to pay attention to cash flow as much as to profits.===>Menadžer mora da obraća pažnju na protok novca naj manje isto toliko, kao i na dobitak.)
MATCH@M:(Namely, profits are not equal to cash flow, that is, the facts that the company earns profits does not ensure that the cash flow within it will be enough to maintain solvency.===>Naime, dobitak nije jednak protoku novca, odnosno cinjenica da kompanija posluje sa dobitkom, ne obezbeduje da ce protok novca u njoj biti dovoljan da se održi solventnost.)
MATCH@E:(Namely, profits are not equal to cash flow, that is, the facts that the company earns profits does not ensure that the cash flow within it will be enough to maintain solvency.===>Naime, dobitak nije jednak protoku novca, odnosno činjenica da kompanija posluje sa dobitkom, ne obezbeđuje da će protok novca u njoj biti dovoljan da se održi solventnost.)
MATCH@M:(The report on cash flows is a financial report that shows where the cash comes from (cash inflows) and how it is employed (cash outflows) for a given period, as well as what the cash balance turn was during the period - the net cash flow.===>Izveštaj o gotovinskim tokovima je finansijski izveštaj koji pokazuje odakle gotovina dolazi (gotovinski prilivi) i za šta se upotrebljava (gotovinski odlivi) za odredeni racunovodstveni period, kao i to, kakva je bila promena bilansa gotovine u toku tog perioda - kakvo je kretanje neto novcanog toka.)
MATCH@E:(The report on cash flows is a financial report that shows where the cash comes from (cash inflows) and how it is employed (cash outflows) for a given period, as well as what the cash balance turn was during the period the net cash flow.===>Izveštaj o gotovinskim tokovima je finansijski izveštaj koji pokazuje odakle gotovina dolazi (gotovinski prilivi) i za šta se upotrebljava (gotovinski odlivi) za određeni računovodstveni period, kao i to, kakva je bila promena bilansa gotovine u toku tog perioda kakvo je kretanje neto novčanog toka.)
MATCH@M:(It is the major source of information used in operational decision making concerning cash flow management, financial solvency control, as well as in interpreting the discrepancies between the financial results and the changes in cash amounts.===>Predstavlja osnovni izvor informacija koji se upotrebljava za donošenje operativnih odluka u vezi sa upravljanjem gotovinskim tokovima, za kontrolu finansijske solventnosti kompanije, kao i za interpretaciju razlika izmedu finansijskih rezultata i promena u iznosima gotovine.)
MATCH@E:(It is the major source of information used in operational decision making concerning cash flow management, financial solvency control, as well as in interpreting the discrepancies between the financial results and the changes in cash amounts.===>Predstavlja osnovni izvor informacija koji se upotrebljava za donošenje operativnih odluka u vezi sa upravljanjem gotovinskim tokovima, za kontrolu finansijske solventnosti kompanije, kao i za interpretaciju razlika između finansijskih rezultata i promena u iznosima gotovine.)
MATCH@M:(The analysis of financial reports is primarily focused upon the data presented in external reports, including additional ones.===>Analiza finansijskih izveštaja fokusirana je primarno na podatke date u eksternim izveštajima ukljucujuci i dodatne.)
MATCH@E:(The analysis of financial reports is primarily focused upon the data presented in external reports, including additional ones.===>Analiza finansijskih izveštaja fokusirana je primarno na podatke date u eksternim izveštajima uključujući i dodatne.)
MATCH@M:(The task of the analysis is to identify the major turns or key points in trends, amounts and relations between financial reports which are predominantly a sum of detailed financial information.===>Analiza treba da identifikuje glavne promene ili kljucne tacke u trendovima, iznosima i vezama izmedu finansi-jskih izveštaja koji su uglavnom zbir detaljnih finansijskih informacija.)
MATCH@E:(The task of the analysis is to identify the major turns or key points in trends, amounts and relations between financial reports which are predominantly a sum of detailed financial information.===>Analiza treba da identifikuje glavne promene ili ključne tačke u trendovima, iznosima i vezama između finansijskih izveštaja koji su uglavnom zbir detaljnih finansijskih informacija.)
MATCH@M:(The analysis of financial reports is an evaluation method determined by the company’s past, current and projected performance.===>Analiza finansijskih izveštaja je metod evaluacije odreden prošlim, tekucim i projekto-vanim performansama kompanije.)
MATCH@E:(The analysis of financial reports is an evaluation method determined by the companys past, current and projected performance.===>Analiza finansijskih izveštaja je metod evaluacije određen prošlim, tekućim i projektovanim performansama kompanije.)
MATCH@M:(The implementation of international standards of financial reporting improves the quality and comparability of financial reports; hence it promotes the consistency and reliability in financial reporting and makes it easier for the companies to raise capital at international market.===>Implementacija medunarodnih standarda finansijskog izveštavanja povecavaju kvalitet i uporedivost finansi-jskih izveštaja; otuda promoviše konzistentnost i pouzdanost u finansijskom izveštavanju i olakšava kompanijama medunarodno prikupljanje kapitala.)
MATCH@E:(The implementation of international standards of financial reporting improves the quality and comparability of financial reports; hence it promotes the consistency and reliability in financial reporting and makes it easier for the companies to raise capital at international market.===>Implementacija međunarodnih standarda finansijskog izveštavanja povećavaju kvalitet i uporedivost finansijskih izveštaja; otuda promoviše konzistentnost i pouzdanost u finansijskom izveštavanju i olakšava kompanijama međunarodno prikupljanje kapitala.)
MATCH@M:(They serve to coordinate different accounting aproaches, methods and notes in order to bring into accord the current accounting practice and the requirements of the global financial market, as well as specificalities in national legislatures, especially in the domain of tax systems harmonization, in the function ensuring the preconditions for the positive flow of economic development.===>odnosno njima se uskladuju razliciti racunovodstveni pristupi, metode i napomene radi ujednacavanja aktuelne racunovodstvene prakse i prema zahtevima globalnog finansijskog tržišta, kao i specificnostima nacionalnih zakondavsta-va, posebno u domenu harmonizacije poreskih sistema, a u funkciji obezbedenja preduslova za pozitivne tokove privrednog razvoja.)
MATCH@E:(The IFRS (IAS) standards Š7ËŠ8Ë present a global model of financial reports standardization. ~~~ They serve to co ordinate different accounting aproaches, methods and notes in order to bring into accord the current accounting practice and the requirements of the global financial market, as well as specificalities in national legislatures, especially in the domain of tax systems harmonization, in the function ensuring the preconditions for the positive flow of economic development.===>IFRS (IAS) standardi Š7ËŠ8Ë predstavljaju globalni model za stan dardizovanje finansijskih izveštaja, odnosno njima se usklađuju različiti računovodstveni pristupi, metode i napomene radi ujednačavanja aktuelne računovodstvene prakse i prema zahtevima globalnog finansijskog tržišta, kao i specifičnostima nacionalnih zakondavstava, posebno u domenu harmonizacije poreskih sistema, a u funkciji obezbeđenja preduslova za pozitivne tokove privrednog razvoja.)
MATCH@M:(The accounting policies are tools for business policy execution.===>Racunovodstvene politike predstavljaju jedan od instrumenata za realizaciju poslovne politike.)
MATCH@E:(The accounting policies are tools for business policy execution.===>Računovodstvene politike predstavljaju jedan od instrumenata za realizaciju poslovne politike.)
MATCH@M:(The selected accounting policies affect the balance sheet positions and, accordingly, the quality of financial reports and they are harmonized with the International Financial Reporting Standards (IFRS).===>Odabrane racunovodstvene politike uticu na pozicije bilansa stanja i pozicije bilansa uspeha, te na kvalitet finansi-jskih izveštaja i usaglašene su sa zahtevima Medunarodnih standarda finansijskog izveštavanja (MSFI).)
MATCH@E:(The selected accounting policies affect the balance sheet positions and, accordingly, the quality of financial reports and they are harmonized with the International Financial Reporting Standards (IFRS).===>Odabrane računovodstvene politike utiču na pozicije bilansa stanja i pozicije bilansa uspeha, te na kvalitet finansijskih izveštaja i usaglašene su sa zahtevima Međunarodnih standarda finansijskog izveštavanja (MSFI).)
MATCH@M:(It is necessary that, once adopted, the accounting policy be implemented consistently, and any deviations in the sense of change be tolerated in cases stipulated by law or by the body that administers the accounting standards, as well as in case the change would result in a more realic-tic presentation of positions.===>Neophodno je jednom prihvacenu racunovodstvenu politiku dosledno primenjivati, a odstupanje u smislu promene toleriše se u slucajevima kada to zahteva zakonska regulativa ili telo koje donosi racunovodstvene standarde, kao i u slucaju da bi promena dovela do realnijeg iskazivanja pozicija.)
MATCH@E:(It is necessary that, once adopted, the accounting policy be implemented consistently, and any deviations in the sense of change be tolerated in cases stipulated by law or by the body that administers the accounting standards, as well as in case the change would result in a more realictic presentation of positions.===>Neophodno je jednom prihvaćenu računovodstvenu politiku dosledno primenjivati, a odstupanje u smislu promene toleriše se u slučajevima kada to zahteva zakonska regulativa ili telo koje donosi računovodstvene standarde, kao i u slučaju da bi promena dovela do realnijeg iskazivanja pozicija.)
MATCH@M:(The companies that provide a detailed accounting disclosure tend to be larger, have a higher growth potential and use more loaned than own capital to finance their business operations.===>Kompanije koje obezbeduju opširno racunovodstveno obelodan-jivaje teže da budu vece, imaju veci potencijal za rast i koriste više pozajmljenog nego sopstvenog kapitala za finansiranje njihovih poslovnih operacija.)
MATCH@E:(The companies that provide a detailed accounting disclosure tend to be larger, have a higher growth potential and use more loaned than own capital to finance their business operations.===>Kompanije koje obezbeđuju opširno računovodstveno obelodanjivaje teže da budu veće, imaju veći potencijal za rast i koriste više pozajmljenog nego sopstvenog kapitala za finansiranje njihovih poslovnih operacija.)
MATCH@M:(Detailed accounting disclosures can also reduce any uncertainty related to the accounting practices of the companies and financial decision making, and thus facilitate the expansion of companies and improve their growth potential.===>Opširna racunovodstvena objavljivanja mogu takode da umanje svaku neizvestnost vezanu za racunovodstvene prakse kompanija i donošenje finansijkih odluka, te olakšaju širenje kompanija i povecanje potencijala rasta.)
MATCH@E:(Detailed accounting disclosures can also reduce any uncertainty related to the accounting practices of the companies and financial decision making, and thus facilitate the expansion of companies and improve their growth potential.===>Opširna računovodstvena objavljivanja mogu takođe da umanje svaku neizvestnost vezanu za računovodstvene prakse kompanija i donošenje finansijkih odluka, te olakšaju širenje kompanija i povećanje potencijala rasta.)
MATCH@M:(The function of accounting disclosure is to reduce the overall risk of the companies and consequently make it easier for them to raise the required capital in exchange markets which trade in shares and debt securities.===>Obezbedivanje racunovodstvenog obelodanjivanja teži da smanji ukupni nivo rizika kompanija i time obezbe-di kompanijama da na lakši nacin prikupe neophodni kapital na berzima na kojima se trguje akcijama i dužnickim hartijama od vrednosti.)
MATCH@E:(The function of accounting disclosure is to reduce the overall risk of the companies and consequently make it easier for them to raise the required capital in exchange markets which trade in shares and debt securities. ~~~ 4.===>Obezbeđivanje računovodstvenog obelodanjivanja teži da smanji ukupni nivo rizika kompanija i time obezbedi kompanijama da na lakši način prikupe neophodni kapital na berzima na kojima se trguje akcijama i dužničkim hartijama od vrednosti. 4.)
MATCH@M:(The analysis of financial information or the financial analysis means an analytical interpretation of available information contained primarily in the company balance sheet and income statement, as well as in specially created reports on financial flows.===>Analiza finansijskih informacija ili finansijska analiza je analiticka interpretacija raspoloživih informacija sadržanih prvenstveno u bilansu stanja i bilansu uspeha kompanija, kao i specijalno sastavljenim izveštajima o finansijskim tokovima.)
MATCH@E:(Financial ratio analysis as management technique The analysis of financial information or the financial analysis means an analytical interpretation of available information contained primarily in the company bal ance sheet and income statement, as well as in specially created reports on financial flows.===>Primena finansijske racio analize kao menadžerske tehnike interpretacija raspoloživih Analiza finansijskih informacija ili finansijska analiza je analitička informacija sadržanih prvenstveno u bilansu stanja i bilansu uspeha kompanija, kao i specijalno sastavljenim izveštajima o finansijskim tokovima.)
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BAD_LINE_M:The analysis of financial information or the financial analysis means an analytical interpretation of available information contained primarily in the company balance sheet and income statement, as well as in specially created reports on financial flows.
BAD_LINE_M:Analiza finansijskih informacija ili finansijska analiza je analiticka interpretacija raspoloživih informacija sadržanih prvenstveno u bilansu stanja i bilansu uspeha kompanija, kao i specijalno sastavljenim izveštajima o finansijskim tokovima.
BAD_LINE_E:Financial ratio analysis as management technique The analysis of financial information or the financial analysis means an analytical interpretation of available information contained primarily in the company bal ance sheet and income statement, as well as in specially created reports on financial flows.
BAD_LINE_E:Primena finansijske racio analize kao menadžerske tehnike interpretacija raspoloživih Analiza finansijskih informacija ili finansijska analiza je analitička informacija sadržanih prvenstveno u bilansu stanja i bilansu uspeha kompanija, kao i specijalno sastavljenim izveštajima o finansijskim tokovima.
MATCH@M:(This information allows for an insight into the current financial position of the company.===>Na osnovu ovih informacija stice se uvid u postojecu finansijsku poziciju kompanije.)
MATCH@E:(This information allows for an insight into the current financial position of the company.===>Na osnovu ovih informacija stiče se uvid u postojeću finansijsku poziciju kompanije.)
MATCH@M:(The insight into the financial position of the company is in turn the basis for making a host of different decisions, e.g., the decision on granting a loan to the company whose financial standing is analysed and assessed, aproval of issuing of securities of the companies, a possible need of the company to extend its business activities and engagement of additional funds from available sources, etc.===>Uvid u finansijsku poziciju kompaniju predstavlja osnovu za donošenje niza razlicitih odluka, kao što su npr. odluka o dodeli kredita kompaniji koja za koju se finasijska situacija analizira i ocenjuje, odobravanje emisije hartija od vrednosti kompanija, eventualnoj potrebi proširenja poslovne aktivnosti kompanije i ana-gažovanja dodatnih sredstava iz dostupnih izvora i sl.)
MATCH@E:(The insight into the financial position of the company is in turn the basis for making a host of different decisions, e.g., the decision on granting a loan to the company whose financial standing is analysed and assessed, aproval of issuing of securities of the companies, a possible need of the company to extend its business activities and engagement of additional funds from available sources, etc.===>Uvid u finansijsku poziciju kompaniju predstavlja osnovu za donošenje niza različitih odluka, kao što su npr. odluka o dodeli kredita kompaniji koja za koju se finasijska situacija analizira i ocenjuje, odobravanje emisije hartija od vrednosti kompanija, eventualnoj potrebi proširenja poslovne aktivnosti kompanije i anagažovanja dodatnih sredstava iz dostupnih izvora i sl.)
MATCH@M:(The ratio analysis is based on the study of various relations between logically related balance sheet items, including other information [9].===>Racio analiza se zasniva na izucavanju razlicitih odnosa izmedu logicki povezanih bilansnih stavki ukljucujuci i druge znacajne informacije [9].)
MATCH@E:(The ratio analysis is based on the study of various relations between logically related balance sheet items, including other information Š9Ë.===>Racio analiza se zasniva na izučavanju različitih odnosa između logički povezanih bilansnih stavki uključujući i druge značajne informacije Š9Ë.)
MATCH@M:(The title “ratio“ is an English word and means “relation“, therefore the ratio figures in the financial analysis show a relationship between two functionally related balance sheet positions.===>Naziv racio potice od engleske reci “ratio” koji u prevodu znaci “odnos” tako da racio brojevi u finansijskoj analizi predstavljaju odnos izmedu dve funkcionalno povezane bilansne pozicije.)
MATCH@E:(The title ratio is an English word and means relation, therefore the ratio figures in the financial analysis show a relationship between two functionally related balance sheet positions.===>Naziv racio potiče od engleske reči ratio koji u prevodu znači odnos tako da racio brojevi u finansijskoj analizi predstavljaju odnos između dve funkcionalno povezane bilansne pozicije.)
MATCH@M:(The basic purpose of ratio figures is to ensure the assessment of the company financial standing, as well as the trend towards the change in the financial standing of the company.===>Osnovna svrha racio brojeva je da omoguce ocenu finansijskog stanja kompanije, kao i trend promene finansijskog stanja kompanije.)
MATCH@E:(The basic purpose of ratio figures is to ensure the assessment of the company financial standing, as well as the trend towards the change in the financial standing of the company.===>Osnovna svrha racio brojeva je da omoguće ocenu finansijskog stanja kompanije, kao i trend promene finansijskog stanja kompanije.)
MATCH@M:(The required financial information may be presented in a number of forms, however, it includes the usual comparisons such as: comparisons of the same item for the company over a period of several years, comparison of the most important relationships within the same year, or comparisons of several companies that do business in the same industry (those that are comparable).===>Zahtevana finansijska informacija može da ima više formi ali ukljucuje uobicajena poredenja kao što su: poredenja iste stavke za kompaniju tokom niza godina, poredenje najznacajnijih odnosa u okviru iste godine ili poredenja poslovanja nekoliko kompanija koje posluju u istoj industrijskoj grani (koje su uporedive).)
MATCH@E:(The required financial information may be presented in a number of forms, however, it includes the usual comparisons such as: comparisons of the same item for the company over a period of several years, comparison of the most important relationships within the same year, or comparisons of several companies that do business in the same industry (those that are comparable).===>Zahtevana finansijska informacija može da ima više formi ali uključuje uobičajena poređenja kao što su: poređenja iste stavke za kompaniju tokom niza godina, poređenje najznačajnijih odnosa u okviru iste godine ili poređenja poslovanja nekoliko kompanija koje posluju u istoj industrijskoj grani (koje su uporedive).)
MATCH@M:(Financial reports are of primary importance for managerial assessment of the company results.===>Finansijski izveštaji imaju primaran znacaj za menadžersku ocenu rezultata kompanije.)
MATCH@E:(Financial reports are of primary importance for managerial assessment of the company results.===>Finansijski izveštaji imaju primaran značaj za menadžersku ocenu rezultata kompanije.)
MATCH@M:(The obtained results of this test are compared to the already set standards and assess the condition the company is at the moment.===>Dobijeni rezultat ovog testa poredi se sa unapred postavljenim standardom koji ocenjuje stanje u kojem se preduzece nalazi.)
MATCH@E:(The obtained results of this test are compared to the already set standards and assess the condition the company is at the moment.===>Dobijeni rezultat ovog testa poredi se sa unapred postavljenim standardom koji ocenjuje stanje u kojem se preduzeće nalazi.)
MATCH@M:(The Altman Z-score test, however, has certain weaknesses in that it cannot abstract accounting errors, and also in that it neglects the cash flow indicators, not always coincide should not be neglected.===>Altman-ov Z-score test ima i odredene nedostatke u tom smislu što nije u mogucnosti da apstrahuje racunovodstvene greške, a potom i što zanemaruje pokazatelje iz novcanog toka, jer ne treba zanemariti cinjenicu da se tokovi rentabiliteta i tokovi novca cesto ne podudaraju.)
MATCH@E:(The Altman Z-score test, however, has certain weaknesses in that it cannot abstract accounting errors, and also in that it neglects the cash flow indicators, since the fact that profitiability flows and cash flows do not always coincide should not be neglected.===>Altman-ov Z-score test ima i određene nedostatke u tom smislu što nije u mogućnosti da apstrahuje računovodstvene greške, a potom i što zanemaruje pokazatelje iz novcanog toka, jer ne treba zanemariti činjenicu da se tokovi rentabiliteta i tokovi novca često ne podudaraju.)
MATCH@M:(This test should be implemented as a supplement to the financial analysis and interpreted with ultimate caution.===>Ovaj test bi trebalo koristiti kao dopunu finansijske analize i veoma ga oprezno treba tumaciti.)
MATCH@E:(This test should be implemented as a supplement to the financial analysis and interpreted with ultimate caution.===>Ovaj test bi trebalo koristiti kao dopunu finansijske analize i veoma ga oprezno treba tumačiti.)
MATCH@M:(Another model that can be used in success or failure assessment is the Arghentie model of failure forcast.===>Za procenu uspešnosti ili neuspešnosti može se koristiti još i Argentijev model prognoziranja neuspeha.)
MATCH@E:(Another model that can be used in success or failure assessment is the Arghentie model of failure forcast.===>Za procenu uspešnosti ili neuspešnosti može se koristiti još i Argentijev model prognoziranja neuspeha.)
MATCH@M:(In Croatia, a BEX index is used as the business success indicator.===>U Hrvatskoj se koristi BEX indeks kao pokazatelj poslovne uspešnosti.)
MATCH@E:(In Croatia, a BEX index is used as the business success indicator Š13Ë. 5.===>U Hrvatskoj se koristi BEX indeks kao pokazatelj poslovne uspešnosti.)
MATCH@M:(As such, it plays a highly important role in the processes of mitigating information assymetry and maintenance of the financial system stability.===>Kao takvo, ono ima veoma važnu ulogu u procesima ublažavanja informacione asimetrije i održavanja stabilnosti finansijskog sistema.)
MATCH@E:(As such, it plays a highly important role in the processes of mitigating information assymetry and maintenance of the financial system stability.===>Kao takvo, ono ima veoma važnu ulogu u procesima ublažavanja informacione asimetrije i održavanja stabilnosti finansijskog sistema.)
MATCH@M:(On the other hand, the complexity of business transactions, the need for the presence of accounting options, an unethical conduct of of the participants in the reporting process etc., result in information in financial reporting often being far from economic reality.===>S druge strane, kompleksnost poslovnih transakcija, neophodnost postojanja racunovodstvenih opcija, neeticko ponašanje ucesnika u procesu izveštavanja i sl. imaju za posledicu da, neretko, u praksi informacije u finansi-jskim izveštajima odstupaju od ekonomske realnosti.)
MATCH@E:(On the other hand, the complexity of business transactions, the need for the presence of accounting options, an unethical conduct of of the participants in the reporting process etc., result in information in financial reporting often being far from economic reality.===>S druge strane, kompleksnost poslovnih transakcija, neophodnost postojanja računovodstvenih opcija, neetičko ponašanje učesnika u procesu izveštavanja i sl. imaju za posledicu da, neretko, u praksi informacije u finansijskim izveštajima odstupaju od ekonomske realnosti.)
MATCH@M:(The possible consequences of such reporting for the company, investors, financial markets and the accounting profession require that these issues be paid utmost attention both at the institutional level, in terms of supplying a desired quality, and on the level of finding a means for as reliable analysis of the quality of individual financial reports as possible.===>Moguce posledice takvog izveštavanja po kompaniju, investitore, finansijska tržišta i racunovodstvenu profesiju nalažu veoma ozbiljno bavljenje ovim problemima i na institucionalnom nivou, u smislu obezbedenja potrebnog kvaliteta, ali i na nivou pronalaženja nacina za što pouzdaniju analizu kvaliteta pojedinacnih finansijskih izveštaja.)
MATCH@E:(The possible consequences of such reporting for the company, investors, financial markets and the accounting profession require that these issues be paid utmost attention both at the institutional level, in terms of supplying a desired quality, and on the level of finding a means for as reliable analysis of the quality of individual financial reports as possible.===>Moguće posledice takvog izveštavanja po kompaniju, investitore, finansijska tržišta i računovodstvenu profesiju nalažu veoma ozbiljno bavljenje ovim problemima i na institucionalnom nivou, u smislu obezbeđenja potrebnog kvaliteta, ali i na nivou pronalaženja načina za što pouzdaniju analizu kvaliteta pojedinačnih finansijskih izveštaja.)
MATCH@M:(The assessment of the quality of financial reports requires the ability to identify information risks and this entails a broad range of accounting knowledge, the knowledge of specific features of different industries, groups, branches and individual companies, identification of business situations suitable for creative reporting as well as high analytical capability that even ex-ceedes the requirements of the standard traditional analysis of financial reports.===>Za ocenu kvaliteta finansijskih izveštaja neophodno je prepoznavanje informacionih rizika a to podrazumeva širok spektar racunovodstvenih znanja, poznavanje specificnosti privrednih oblasti, grupacija, grana i pojedinacnih kompanija, identifikovanje poslovnih situacija koje pogoduju kreativnom izvešta-vanju i posedovanje visokih analitickih sposobnosti, koje nadilaze zahteve standardne tradicionalne analize fi-nansijskih izveštaja.)
MATCH@E:(The assessment of the quality of financial reports requires the ability to identify information risks and this entails a broad range of accounting knowledge, the knowledge of specific features of different industries, groups, branches and individual companies, identification of business situations suitable for creative reporting as well as high analytical capability that even exceedes the requirements of the standard traditional analysis of financial reports. ~~~ The credibility of reported facts is of great importance for both internal and external users of financial reports.===>Za ocenu kvaliteta finansijskih izveštaja neophodno je prepoznavanje informacionih rizika a to podrazumeva širok spektar računovodstvenih znanja, poznavanje specifičnosti privrednih oblasti, grupacija, grana identifikovanje poslovnih situacija koje pogoduju kreativnom izveštavanju i posedovanje visokih analitičkih sposobnosti, koje nadilaze zahteve standardne tradicionalne analize finansijskih izveštaja. i pojedinačnih kompanija, Verodostojnost prikazanih podataka od velikog je značaja, kako za interne, tako i za eksterne korisnike finansijskih izveštaja.)
MATCH@M:(The implementation of international financial reporting standards improves the quality and comparability of financial reports; hence it promotes consistency and reliability in financial reporting and makes it easier for companies to raise capital on an international level.===>Implementacija medunarodnih standarda finansijskog izveštavanja povecava kvalitet i uporedivost finansijskih izveštaja; otuda promoviše konzistentnost i pouzdanost u finansijskom izvešta-vanju i olakšava kompanijama medunarodno prikupljanje kapitala.)
MATCH@E:(The implementation of international financial reporting standards improves the quality and comparability of financial reports; hence it promotes consistency and reliability in financial reporting and makes it easier for companies to raise capital on an international level.===>Implementacija međunarodnih standarda finansijskog izveštavanja povećava kvalitet i uporedivost finansijskih izveštaja; otuda promoviše konzistentnost i pouzdanost u finansijskom izveštavanju i olakšava kompanijama međunarodno prikupljanje kapitala.)
MATCH@M:(An important factor in improving the credibility of accounting information in financial reports is auditing.===>Jedan od važnih faktora za povecanje kredibiliteta racunovodstvenih informacija u finansijskim izvestaji-ma je obavljanje revizije.)
MATCH@E:(An important factor in improving the credibility of accounting information in financial reports is auditing.===>Jedan od važnih faktora za povećanje kredibiliteta računovodstvenih informacija u finansijskim izvestajima je obavljanje revizije.)
MATCH@M:(Auditing is a procedure of independent control of financial reports concerning one business entity - profit oriented, to form an opinion on it.===>Revizija predstavlja postupak nezavisnog ispitivanja finansijskih izveštaja koji se odnose na jedan poslovni subjekt - dobitno orijentisan, kako bi se formiralo mišljenje o tome.)
MATCH@E:(Auditing is a procedure of independent control of financial reports concerning one business entity profit oriented, to form an opinion on it.===>Revizija predstavlja postupak nezavisnog ispitivanja finansijskih izveštaja koji se odnose na jedan poslovni subjekt dobitno orijentisan, kako bi se formiralo mišljenje o tome.)
MATCH@M:(Once there were the “Big Five“, i.e., five auditing firms, and among the most successful was the Arthur Andersen firm.===>Nekada je postojala “Velika petorka”, odnosno pet revi-zorskih kuca, a medu najuspešnijim bila je revizorska kuca Arthur Andersen.)
MATCH@E:(Once there were the Big Five, i.e., five auditing firms, and among the most successful was the Arthur Andersen firm.===>Nekada je postojala Velika petorka, odnosno pet revizorskih kuća, a među najuspešnijim bila je revizorska kuća Arthur Andersen.)
MATCH@M:(The firm was most highly reputed among the big five, nevertheless, its reputation was damaged by the well known affair concerning the world energy supply giant Enron whose accounting, i.e., auditing was entrusted to the Arthur Andersen firm.===>Medutim, iako je ta kuca imala najbolju reputaciju u okviru velike petorke, njen ugled je skroz narušen aferom vec poznatom u vezi sa svet-skim energetskim gigantom - kompanijom Enron za cije je racunovodstvo odnosno reviziju bila zadužena revizorska kuca “Arthur Andersen”.)
MATCH@E:(The firm was most highly reputed among the big five, nevertheless, its reputation was damaged by the well known affair concerning the world energy supply giant Enron whose accounting, i.e., auditing was entrusted to the Arthur Andersen firm.===>Međutim, iako je ta kuća imala najbolju reputaciju u okviru velike petorke, njen ugled je skroz narušen aferom već poznatom u vezi sa svetskim energetskim gigantom kompanijom Enron za čije je računovodstvo odnosno reviziju bila zadužena revizorska kuća Arthur Andersen.)
MATCH@M:(While Enron was recording a fall in profits of 75% in 1997, the accounting reports drew a highly favourable picture of the company.===>Dok je 1997. godine Enron beležio pad profita od 75%, racunovodstveni izveštaji su izuzetno dobra finansijska slika te kompanije.)
MATCH@E:(While Enron was recording a fall in profits of 75% in 1997, the accounting reports drew a highly favourable picture of the company Š3ËŠ6Ë.===>Dok je 1997. godine Enron beležio pad profita od 75%, računovodstveni izveštaji su izuzetno dobra finansijska slika te kompanije Š3ËŠ6Ë.)
MATCH@M:(The enormous losses Enron suffered were presented in illegible footnotes hardly anybody noticed.===>Ogroman gubitak koje je Enron imao, prezen-tovani su u necitkim fusnotama koje je retko ko uocavao.)
MATCH@E:(The enormous losses Enron suffered were presented in illegible footnotes hardly anybody noticed.===>Ogroman gubitak koje je Enron imao, prezentovani su u nečitkim fusnotama koje je retko ko uočavao.)
MATCH@M:(The fall of Enron resulted into the fall of the Arthur Andersen auditing firm too, because they lost the licence to practice auditing on permanent basis and had to pay enormous fines for having verified false accounts and covered up evidence.===>Uz Enron je stradala revizorska kuca Arthur Andersen, jer je zbog verifikacije lažnih racuna i prikrivanja dokaza trajno izgubila pravo da se bavi revi-zorskim poslovima u Americi i dobila ogromne novcane kazne.)
MATCH@E:(The fall of Enron resulted into the fall of the Arthur Andersen auditing firm too, because they lost the licence to practice auditing on permanent basis and had to pay enormous fines for having verified false accounts and covered up evidence.===>Uz Enron je stradala revizorska kuća Arthur Andersen, jer je zbog verifikacije lažnih računa i prikrivanja dokaza trajno izgubila pravo da se bavi revizorskim poslovima u Americi i dobila ogromne novčane kazne.)
MATCH@M:(The affair with Enron simply damaged the reputation of corporate America and it logically resulted in a new law - Sarabanes Oxley Act, as promptly as 2002.===>Afera sa Enron-om, prosto je narušila reputaciju korporativne Amerike, te je logicno iza toga usvojen novi zakon - Sarbanes Oxley Act i to vec 2002. godine.)
MATCH@E:(The affair with Enron simply damaged the reputation of corporate America and it logically resulted in a new law Sarabanes Oxley Act, as promptly as 2002.===>Afera sa Enron-om, prosto je narušila reputaciju korporativne Amerike, te je logično iza toga usvojen novi zakon Sarbanes Oxley Act i to već 2002. godine.)
MATCH@M:(In the companies that are not subject to auditing, the quality of accounting information will depend on the management responsibility and the professional responsibility of the employees in the accounting department in charge of business bookkeeping and creating annual reports.===>Za preduzeca koja nisu obveznici revizije kvalitet racunovodstvenih informacija zavisice od odgovornosti menadžmenta i profesionalne odgovornosti lica u racunovodstvenoj službi koja je zadužena za vodenje psolovnih knjiga i formiranje godišnjeg obracuna.)
MATCH@E:(In the companies that are not subject to auditing, the quality of accounting information will depend on the management responsibility and the professional responsibility of the employees in the accounting department in charge of business bookkeeping and creating annual reports.===>Za preduzeća koja nisu obveznici revizije kvalitet računovodstvenih informacija zavisiće od odgovornosti menadžmenta i profesionalne odgovornosti lica u račun ovodstvenoj službi koja je zadužena za vođenje psolovnih knjiga i formiranje godišnjeg obračuna. ~~~ Pored navedenih, ograničenja su još i sledeća:)
MATCH@M:(Conclusion The trust in financial reports includes, among other things, educated accountants, standardized bases, harmonized principles, transparent and reliable data in financial reporting.===>Poverenje u finansijske izveštaje podrazumeva, eduko-vane racunovone, standardizovane osnove, harmoni-zo-vane principe, transparentne i poštene podatke finansi-jskog izveštavanja.)
MATCH@E:(Conclusion The trust in financial reports includes, among other things, educated accountants, standardized bases, harmonized principles, transparent and reliable data in financial reporting.===>Zaključak Poverenje u finansijske izveštaje podrazumeva, edukovane računovoñe, standardizovane osnove, harmoni-zovane principe, transparentne i poštene podatke finansijskog izveštavanja.)
MATCH@M:(The international standards of financial reporting allow for a higher safety of the investor in view of the capital flow on the global level.===>Medunarodni standardi fina-nsi-jskog izveštavanja omogucavaju vecu sigurnost investitorima u protok kapitala na globalnom nivou.)
MATCH@E:(The international standards of financial reporting allow for a higher safety of the investor in view of the capital flow on the global level.===>Međunarodni standardi fina-nsijskog izveštavanja omogućavaju veću sigurnost investitorima u protok kapitala na globalnom nivou.)
MATCH@M:(The ratios of the companies’ financial standing are widely used throughout the world, especially in the countries characterised by a developed market economy.===>Racija finansijskog položaja kompanija imaju veoma široku upotrebu u svetu, a posebno u zemljama koje karakteristike razvijena tržišna ekonomija.)
MATCH@E:(The ratios of the companies financial standing are widely used throughout the world, especially in the countries characterised by a developed market economy.===>Menadžeri mogu da preuveličaju njihove finansi jske figure, i drugo.)
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BAD_LINE_M:The ratios of the companies’ financial standing are widely used throughout the world, especially in the countries characterised by a developed market economy.
BAD_LINE_M:Racija finansijskog položaja kompanija imaju veoma široku upotrebu u svetu, a posebno u zemljama koje karakteristike razvijena tržišna ekonomija.
BAD_LINE_E:The ratios of the companies financial standing are widely used throughout the world, especially in the countries characterised by a developed market economy.
BAD_LINE_E:Menadžeri mogu da preuveličaju njihove finansi jske figure, i drugo.
MATCH@M:(Specially important in an adequate assessment of financial and earning position of companies is the skill of financial analysts in interpreting the obtained figures -results.===>Za adekvatnu ocenu finansijskog i prinosnog položaja kompanija od posebne je važnosti umešnost interpretacije dobijenih brojki - rezultata od strane finansi-jskih analiticara.)
MATCH@E:(The implementation of international accounting standards from Specially important in an adequate assessment of financial and earning position of companies is the skill of financial analysts in interpreting the obtained figures results.===>Racija finansijskog položaja kompanija imaju veoma široku upotrebu u svetu, a posebno u zemljama koje karakteristike razvijena tržišna ekonomija. ~~~ Za adekvatnu ocenu finansijskog i prinosnog položaja kompanija od posebne je važnosti umešnost interpretacije dobijenih brojki rezultata od strane finansijskih analitičara.)
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BAD_LINE_M:Specially important in an adequate assessment of financial and earning position of companies is the skill of financial analysts in interpreting the obtained figures -results.
BAD_LINE_M:Za adekvatnu ocenu finansijskog i prinosnog položaja kompanija od posebne je važnosti umešnost interpretacije dobijenih brojki - rezultata od strane finansi-jskih analiticara.
BAD_LINE_E:The implementation of international accounting standards from Specially important in an adequate assessment of financial and earning position of companies is the skill of financial analysts in interpreting the obtained figures results.
BAD_LINE_E:Racija finansijskog položaja kompanija imaju veoma široku upotrebu u svetu, a posebno u zemljama koje karakteristike razvijena tržišna ekonomija. ~~~ Za adekvatnu ocenu finansijskog i prinosnog položaja kompanija od posebne je važnosti umešnost interpretacije dobijenih brojki rezultata od strane finansijskih analitičara.
MATCH@M:(They are required (expected) to be well acquainted with the industry-specific conditions, as well as with any important characteristics of the business of the observed company.===>Od njih se zahteva (ocekuje) da dobro poznaju uslove koji su specificni za odredenu industrijsku granu, kao i sve znacajne karakteristike poslovanja, posmatrane kompanije.)
MATCH@E:(They are required (expected) to be well acquainted with the industry-specific conditions, as well as with any important characteristics of the business of the observed company.===>Od njih se zahteva (očekuje) da dobro poznaju uslove koji su specifični za određenu industrijsku granu, kao i sve značajne karakteristike poslovanja, posmatrane kompanije.)
MATCH@M:(Figures themselves do not tell much.===>Brojevi sami po se-bi ne govore mnogo.)
MATCH@E:(Figures themselves do not tell much.===>Brojevi sami po se-bi ne govore mnogo.)
MATCH@M:(The financial analysis allows for reports to be read by a large group of users for the purpose of assessment of the business of a certain company, as well as making various types of business decisions.===>Finansijska analiza omogucava citanje finansijskih izveštaja širokoj grupi korisnika u funkciji ocene poslovanja odredene kompanije, kao i donošenja razlicitih tipova poslovnih odluka.)
MATCH@E:(The financial analysis allows for reports to be read by a large group of users for the purpose of assessment of the business of a certain company, as well as making various types of business decisions.===>Finansijska analiza omogućava čitanje finansijskih izveštaja širokoj grupi korisnika u funkciji ocene poslovanja određene kompanije, kao i donošenja različitih tipova poslovnih odluka.)
MATCH@M:(Housing policy is a complex problem, which imposes the need for a multidisciplinary approach to define priorities and measures to consolidate the instruments for achieving positive results in this area.===>Stambena politika je kompleksan problem koji namece potrebu multidisciplinarnog pristupa definisanju prioriteta i mjera u cilju objedinjavanja instrumenata za postizanje pozitivnih rezultata u ovoj oblasti.)
MATCH@E:(Housing policy is a complex problem, which imposes the need for a multidisciplinary approach to define priorities and measures to consolidate the instruments for achieving positive results in this area.===>Stambena politika je kompleksan problem koji nameće potrebu multidisciplinarnog pristupa definisanju prioriteta i mjera u cilju objedinjavanja instrumenata za postizanje pozitivnih rezultata u ovoj oblasti.)
MATCH@M:(National housing strategy should define the vision and the directions of activities in Montenegro in this area.===>Nacionalna stambena strategija treba da definiše viziju i pravce djelovanja Crne Gore u ovoj oblasti.)
MATCH@E:(National housing strategy should define the vision and the directions of activities in Montenegro in this area.===>Nacionalna stambena strategija treba da definiše viziju i pravce djelovanja Crne Gore u ovoj oblasti. 1.)
MATCH@M:(Housing construction in Montenegro can certainly count on certain internal resources, such as all kinds of favorable conditions for intensification and improvement of housing construction in the following period, which were used in previous period to a greater or lower extent.===>Stambena izgradnja u Crnoj Gori svakako može da racuna na odredene interne potencijale, kao svojevrsne povoljne uslove za intenziviranje i unapredenje stambene gradnje u periodu koji slijedi, a koji su i u prethodnom periodu korišceni u vecoj ili manjoj mjeri.)
MATCH@E:(1. ~~~ Introduction Housing construction in Montenegro can certainly count on certain internal resources, such as all kinds of favorable conditions for intensification and improvement of housing construction in the following period, which were used in previous period to a greater or lower extent.===>Uvod Stambena izgradnja u Crnoj Gori svakako može da računa na određene interne potencijale, kao svojevrsne povoljne uslove za intenziviranje i unapređenje stambene gradnje u periodu koji slijedi, a koji su i u prethodnom periodu korišćeni u većoj ili manjoj mjeri.)
MATCH@M:(The significant housing construction potential includes: indisputable housing need, especially of young population and certain target groups; undisputed relevant spatial resources; development of partnership between public and private sector; existence of certain interest of strategic partners from the country and abroad for housing construction; the need to adjust to the European standards, especially in view of the energy efficiency of the buildings, the effect of construction production on employment and consumption of certain material goods.===>U znacajne potencijale stambene izgradnje u Crnoj Gori ubrajamo: nespornu potrebu za stanovima, narocito mlade populacije i odredenih ciljnih grupa; nesporno znacajne prostorne resurse; razvoj partnerstva izmedu javnog i privatnog sektora; postojanje odredene zainteresovanosti strateških partnera iz zemlje i inostranstva za stambenu izgradnju; potreba za us-aglašavanjem sa evropskim standardima, posebno u dijelu energetske efikasnosti objekata; uticaj gradevinske proizvodnje na zapošljavanje i potrošnju odredenih materijalnih dobara.)
MATCH@E:(The significant housing construction potential includes: indisputable housing need, especially of young population and certain target groups; undisputed relevant spatial resources; development of partnership between public and private sector; existence of certain interest of strategic partners from the country and abroad for housing construction; the need to adjust to the European standards, especially in view of the energy efficiency of the buildings, the effect of construction production on employment and consumption of certain material goods.===>U značajne potencijale stambene izgradnje u Crnoj Gori ubrajamo: nespornu potrebu za stanovima, naročito mlade populacije i određenih ciljnih grupa; nesporno značajne prostorne resurse; razvoj partnerstva između javnog i privatnog sektora; postojanje određene zainteresovanosti strateških partnera iz zemlje i inostranstva za stambenu izgradnju; potreba za usaglašavanjem sa evropskim standardima, posebno u dijelu energetske efikasnosti objekata; uticaj građevinske proizvodnje na zapošljavanje i potrošnju određenih materijalnih dobara.)
MATCH@M:(Among the main problems, limits and obstacles to housing construction in Montenegro, we recommend the following: deficiency of spatial planning documents; high costs of building land development; sensible deficiency of investment capital; long procedures and difficulties for resolving property issues; insufficient and low quality infrastructure; decrease of real estate market for living; low purchasing power of population; large number of unfinished flats and long period of construction.===>Medu osnovnim problemima, ogranicenjima i preprekama stambene izgradnje u Crnoj Gori izdvajamo sljedece: nedostatak prostorno-planskih dokumenata; visoki troškovi za uredenje gradevinskog zemljišta; osjetni nedostatak kapitala za investicije; duge procedure i teškoce pri rješavanju imovinsko-pravnih pitanja; nedovoljna i nekvalitetna infrastruktura; pad tržišta nekretnina za stanovanje; slaba platežna moc stanovništva; veliki broj nezavršenih stanova i dugi period izgradnje.)
MATCH@E:(Among the main problems, limits and obstacles to housing construction in Montenegro, we recommend the following: deficiency of spatial planning documents; high costs of building land development; sensible deficiency of investment capital; long procedures and difficulties for resolving property issues; insufficient and low quality infrastructure; decrease of real estate market for living; low purchasing power of population; large number of unfinished flats and long period of construction.===>Među osnovnim problemima, ograničenjima i preprekama stambene izgradnje u Crnoj Gori izdvajamo sljedeće: nedostatak prostorno-planskih dokumenata; visoki troškovi za uređenje građevinskog zemljišta; osjetni nedostatak kapitala za investicije; duge procedure i teškoće pri rješavanju imovinskopravnih pitanja; nedovoljna i nekvalitetna infrastruktura; pad tržišta nekretnina za stanovanje; slaba platežna moć stanovništva; veliki broj nezavršenih stanova i dugi period izgradnje.)
MATCH@M:(This document gives an overview of the existing housing fund in Montenegro and its basic characteristics based on the published results of the census of flats and households, which was published in 2003, considering the fact that data of the recently finished census, which was published in April 2011, are not available yet.===>U radu je dat osvrt na postojeci stambeni fond u Crnoj Gori i njegove osnovne karakteristike na osnovu objavljenih rezultata popisa stanova i domacinstava koji je obavljen 2003. godine, s obzirom da još uvijek nijesu dostupni podaci nedavno završenog popisa koji je obavljen u aprilu 2011. godine.)
MATCH@E:(This document gives an overview of the existing housing fund in Montenegro and its basic characteristics based on the published results of the census of flats and households, which was published in 2003, considering the fact that data of the recently finished census, which was published in April 2011, are not available yet.===>U radu je dat osvrt na postojeći stambeni fond u Crnoj Gori i njegove osnovne karakteristike na osnovu objavljenih rezultata popisa stanova i domaćinstava koji je obavljen 2003. godine, s obzirom da još uvijek nijesu dostupni podaci nedavno završenog popisa koji je obavljen u aprilu 2011. godine.)
MATCH@M:(Below is shown the current housing construction, as well as major participants in this process.===>Zatim je prikazana tekuca stambena izgradnja, kao i glavni ucesnici u tom procesu.)
MATCH@E:(Below is shown the current housing construction, as well as major participants in this process.===>Zatim je prikazana tekuća stambena izgradnja, kao i glavni učesnici u tom procesu.)
MATCH@M:(In addition, movement of the real estate market in Montenegro is analyzed.===>Takode, analizirano je kretanje na tržištu nekretnina u Crnoj Gori.)
MATCH@E:(In addition, movement of the real estate market in Montenegro is analyzed.===>Takođe, analizirano je kretanje na tržištu nekretnina u Crnoj Gori.)
MATCH@M:(The housing fund in Montenegro contains flats for permanent living, but also other housing units such as flats used for vacation and leisure, for performers of part time jobs in agriculture during the season, for exclusively commercial activities, as well as other occupied premises.===>Stambeni fond Crne Gore obuhvata stanove za stalno stanovanje, ali i druge stambene jedinice, kao što su stanovi koji se koriste za odmor i rekreaciju, u vrijeme sezonskih radova u poljoprivredi, za obavljanje iskljucivo poslovnih djelatnosti, kao i druge nastanjene prostorije.)
MATCH@E:(Status of existing housing fund in Montenegro The housing fund in Montenegro contains flats for permanent living, but also other housing units such as flats used for vacation and leisure, for performers of part time jobs in agriculture during the season, for exclusively commercial activities, as well as other occupied premises.===>Stanje postojećeg stambenog fonda u Crnoj Gori Stambeni fond Crne Gore obuhvata stanove za stalno stanovanje, ali i druge stambene jedinice, kao što su stanovi koji se koriste za odmor i rekreaciju, u vrijeme sezonskih radova u poljoprivredi, za obavljanje isključivo poslovnih djelatnosti, kao i druge nastanjene prostorije.)
MATCH@M:(According to the 2003 census, the housing fund of Montenegro is valued in amount of 253,135 of house units of which 55.3 % is in urban zone and 44.7% in other settlements.===>Prema popisu iz 2003. godine, stambeni fond Crne Gore je iznosio 253.135 stambenih jedinica od cega se 55,3% nalazilo u gradskim, a 44,7% u ostalim naseljima.)
MATCH@E:(According to the 2003 census, the housing fund of Montenegro is valued in amount of 253,135 of house units of which 55.3 % is in urban zone and 44.7% in other settlements.===>Prema popisu iz 2003. godine, stambeni fond Crne Gore je iznosio 253.135 stambenih jedinica od čega se 55,3% nalazilo u gradskim, a 44,7% u ostalim naseljima.)
MATCH@M:(In ownership of private individuals were around 98% of flats for permanent living.===>U vlasništvu fizickih lica je bilo oko 98% stanova za stalno stanovanje.)
MATCH@E:(In ownership of private individuals were around 98% of flats for permanent living.===>U vlasništvu fizičkih lica je bilo oko 98% stanova za stalno stanovanje.)
MATCH@M:(According to the preliminary results of the 2011census, the number of flats was increased to 316.083, i.e. for around 63.000 house units or for 25% compared to the 2003 census.===>Prema preliminarnim rezultatima popisa iz 2011. godine, broj stanova je povecan na 316.083, odnosno za oko 63.000 stambenih jedinica ili za 25% u odnosu na popis iz 2003. godine.)
MATCH@E:(According to the preliminary results of the 2011census, the number of flats was increased to 316.083, i.e. for around 63.000 house units or for 25% compared to the 2003 census.===>Prema preliminarnim rezultatima popisa iz 2011. godine, broj stanova je povećan na 316.083, odnosno za oko 63.000 stambenih jedinica ili za 25% u odnosu na popis iz 2003. godine.)
MATCH@M:(Based on same results, there are more than 505 flats per 1000 inhabitants (including vacation houses and other flats, which are not used for permanent living).===>Prema istim rezultatima na 1000 stanovnika ima nešto više od 505 stanova (ukljucujuci i vikendice i ostale stanove koji nijesu namijenjeni za stalno stanovanje).)
MATCH@E:(Based on same results, there are more than 505 flats per 1000 inhabitants (including vacation houses and other flats, which are not used for permanent living).===>Prema istim rezultatima na 1000 stanovnika ima nešto više od 505 stanova (uključujući i vikendice i ostale stanove koji nijesu namijenjeni za stalno stanovanje).)
MATCH@M:(In comparison to the census from 2003, there is a slightly increasing of flat share in urban zones, 56,36%.===>U odnosu na popis iz 2003. godine, neznatno je povecano ucešce stanova u gradskim naseljima, 56.36%.)
MATCH@E:(In comparison to the census from 2003, there is a slightly increasing of flat share in urban zones, 56,36%.===>U odnosu na popis iz 2003. godine, neznatno je povećano učešće stanova u gradskim naseljima, 56.36%.)
MATCH@M:(According to data of 2003, Montenegro disposed with 206,153 flats for permanent living (total area of 13,606,734 m).===>Prema podacima iz 2003. godine, Crna Gora je raspolagala sa 206.153 stanova za stalno stanovanje (ukupne površine 13.606.734 m2).)
MATCH@E:(According to data of 2003, Montenegro disposed with 206,153 flats for permanent living (total area of 13,606,734 m2).===>Prema podacima iz 2003. godine, Crna Gora je raspolagala sa 206.153 stanova za stalno stanovanje (ukupne površine 13.606.734 m2).)
MATCH@M:(In the structure of flats for permanent living by census from 2003 the largest part were two bedroom and three bedroom flats, and average number of rooms by flat is 2.65.===>U strukturi stanova za stalno stanovanje prema popisu iz 2003. godine najvece je bilo ucešce dvosobnih i trosobnih stanova, a prosjecan broj soba pao stanu je 2,65.)
MATCH@E:(In the structure of flats for permanent living by census from 2003 the largest part were two bedroom and three bedroom flats (Table 1), and average number of rooms by flat is 2.65.===>U strukturi stanova za stalno stanovanje prema popisu iz 2003. godine najveće je bilo učešće dvosobnih i trosobnih stanova (Tabela 1), a prosječan broj soba pao stanu je 2,65.)
MATCH@M:(According to same source, about 20% of flats are older than 50 years, and around 39% was built after 1980.===>Prema istom izvoru oko 20% stanova je starije od 50 godina, a oko 39% je izgradeno poslije 1980. godine.)
MATCH@E:(According to same source, about 20% of flats are older than 50 years, and around 39% was built after 1980.===>Prema istom izvoru oko 20% stanova je starije od 50 godina, a oko 39% je izgrađeno poslije 1980. godine.)
MATCH@M:(Of the total number of flats for permanent living, around 93% are flats in buildings from solid materials.===>Od ukupnog broja stanova za stalno stanovanje, oko 93% cine stanovi u zgradama od tvrdog materijala.)
MATCH@E:(Of the total number of flats for permanent living, around 93% are flats in buildings from solid materials.===>Od ukupnog broja stanova za stalno stanovanje, oko 93% čine stanovi u zgradama od tvrdog materijala.)
MATCH@M:(By percentage the most frequent are flats with sq. of 51-60 m, 15.62%, while there are equally presented flats with 3140 m2, 41-50 m, 61-70 m, 81-100 m, i.e. 12 up to 13%.===>Procentualno je najzastupljeniji broj stanova sa kvadraturom od 51-60 m2 sa 15,62%, dok su ravnomjerno zastupljeni stanovi sa 31-40 m2, 41-50 m2, 61-70 m2, 81-100 m2, odnosno sa 12 do 13%.)
MATCH@E:(By percentage the most frequent are flats with sq. of 51-60 m2 , 15.62%, while there are equally presented flats with 3140 m2, 41-50 m2, 61-70 m2, 81-100 m2, i.e. 12 up to 13%.===>Procentualno je najzastupljeniji broj stanova sa kvadraturom od 51-60 m² sa 15,62%, dok su ravnomjerno zastupljeni stanovi sa 31-40 m², 41-50 m², 61-70 m², 81-100 m², odnosno sa 12 do 13%.)
MATCH@M:(The average area of a flat is around 66 m, and the average area of a flat for one person is about 22 m, which is slightly lower compared to the average for the EU members from the Eastern bloc, while for other EU countries this ratio is 30- 40 m2.===>Prosjecna površina stana je oko 66 m2, a prosjecna površina stana na jedno lice iznosi oko 22 m2, što je nešto manje od prosjeka za clanice EU iz istocnog bloka, dok je za ostale EU zemlje taj odnos od 30- 40 m2.)
MATCH@E:(The average area of a flat is around 66 m2, and the average area of a flat for one person is about 22 m2, which is slightly lower compared to the average for the EU members from the Eastern bloc, while for other EU countries this ratio is 30- 40 m2 Š1Ë.===>Prosječna površina stana je oko 66 m², a prosječna površina stana na jedno lice iznosi oko 22 m², što je nešto manje od prosjeka za članice EU iz istočnog bloka, dok je za ostale EU zemlje taj odnos od 30- 40 m² Š1Ë.)
MATCH@M:(In relation to equipment installation, about 88% of flats have plumbing installations, about 99% have electrical installations, bathroom is part of around 82% residential flats, and toilet is in more than 76%.===>U odnosu na opremljenost instalacijama, oko 88% stanova ima vodovodne instalacije, oko 99% ima elek-troinstalacije, kupatilo ima oko 82% stalno nastanjenih stanova, a nužnik ima nešto više od 76%.)
MATCH@E:(In relation to equipment installation, about 88% of flats have plumbing installations, about 99% have electrical installations, bathroom is part of around 82% residential flats, and toilet is in more than 76%.===>Struktura stanova za stalno stanovanje prema popisu iz 2003. godine U odnosu na opremljenost instalacijama, oko 88% stanova ima vodovodne instalacije, oko 99% ima elektroinstalacije, kupatilo ima oko 82% stalno nastanjenih stanova, a nužnik ima nešto više od 76%.)
MATCH@M:(Connected to public water supply are around 67% flats, while public sewerage is available to around 39% flats for permanent living; central-floor heating is present in around 3.7% flats, and no installations are characteristic of around 1% flats.===>Na javni vodovod prikljuceno je oko 67% stanova, dok je na javnu kanalizaciju prikljuceno oko 39% stanova za stalno stanovanje; centralno-etažno grijanje ima oko 3,7% stanova, a bez ikakvih instalacija je nešto oko 1% stanova.)
MATCH@E:(Connected to public water supply are around 67% flats, while public sewerage is available to around 39% flats for permanent living; central-floor heating is present in around 3.7% flats, and no installations are characteristic of around 1% flats.===>Na javni vodovod priključeno je oko 67% stanova, dok je na javnu kanalizaciju priključeno oko 39% stanova za stalno stanovanje; centralno-etažno grijanje ima oko 3,7% stanova, a bez ikakvih instalacija je nešto oko 1% stanova.)
MATCH@M:(According to the 2003 census, the number of 37,160 of flats are registered for vacation and leisure, of the total area of 1,977,028 m2, of which the largest number are flats in vacation houses.===>Prema popisu iz 2003. godine registrovano je 37.160 stanova za odmor i rekreaciju ukupne površine 1.977.028 m2, od kojih se najveci broj odnosio na stanove u vikend kucama.)
MATCH@E:(Structure of flats for permanent living based on the census 2003 According to the 2003 census, the number of 37,160 of flats are registered for vacation and leisure, of the total area of 1,977,028 m2, of which the largest number are flats in vacation houses (Table 2).===>Prema popisu iz 2003. godine registrovano je 37.160 stanova za odmor i rekreaciju ukupne površine 1.977.028 m², od kojih se najveći broj odnosio na stanove u vikend kućama (Tabela 2).)
MATCH@M:(Comparing the population with the number of house units in the previous period, we conclude that in 1991 the ratio of population and house units was 3.6 resi-dent/house unit, and in 2003 this ratio was 2.4 resident/house unit, which indicates the improvement of the housing situation and an increase in the number of house units in that period.===>Uporedujuci broj stanovnika sa brojem stambenih jedinica u prethodnom periodu, zakljucujemo da je u 1991. godini odnos broja stanovnika i stambenih jedinica bio 3,6 stanovnika/stam. jed., a u 2003. godini je taj odnos 2,4 stanovnika/stam. jed, što ukazuje na poboljšanja stambene situacije i porast broja stambenih jedinica u tom periodu.)
MATCH@E:(Structure of flats for vacation and leisure Comparing the population with the number of house units in the previous period, we conclude that in 1991 the ratio of population and house units was 3.6 resident/house unit, and in 2003 this ratio was 2.4 resident/house unit, which indicates the improvement of the housing situation and an increase in the number of house units in that period.===>Struktura stanova za odmor i rekreaciju Upoređujući broj stanovnika sa brojem stambenih jedinica u prethodnom periodu, zaključujemo da je u 1991. godini odnos broja stanovnika i stambenih jedinica bio 3,6 stanovnika/stam. jed., a u 2003. godini je taj odnos 2,4 stanovnika/stam. jed, što ukazuje na poboljšanja stambene situacije i porast broja stambenih jedinica u tom periodu.)
MATCH@M:(According to the data from Monstat, Montenegro disposed, closing with 2009 of the house fund of around 228,000 flats, which means that the number of flats was significantly higher than the number of households in the same year (around 183,000), i.e. on 1,000 of population there were around 350 flats (average of EU is 430 flats).===>Prema podacima Monstata, Crna Gora je zakljucno sa 2009.	godinom, raspolagala stambenim fondom od oko 228.000 stanova, što znaci da je broj stanova bio znacajno veci od broja domacinstava u istoj godini (oko 183.000), odnosno da je na 1.000 stanovnika bilo oko 350 stanova (prosjek zemalja EU je 430 stanova).)
MATCH@E:(According to the data from Monstat, Montenegro disposed, closing with 2009 of the house fund of around 228,000 flats, which means that the number of flats was significantly higher than the number of households in the same year (around 183,000), i.e. on 1,000 of population there were around 350 flats (average of EU is 430 flats).===>Prema podacima Monstata, Crna Gora je zaključno sa 2009. godinom, raspolagala stambenim fondom od oko 228.000 stanova, što znači da je broj stanova bio značajno veći od broja domaćinstava u istoj godini (oko 183.000), odnosno da je na 1.000 stanovnika bilo oko 350 stanova (prosjek zemalja EU je 430 stanova).)
MATCH@M:(This figure does not include vacation houses and presents the sum of flats for permanent living by the 2003 census and the number of flats for permanent living obtained from Monstat yearly research (for 2004, 2005, 2006, 2007, 2008 and 2009).===>Ovaj podatak ne ukljucuje vikendice i predstavlja zbir stanova za stalno stanovanje prema popisu iz 2003. godine i broja stanova za stalno stanovanje dobijenih na osnovu Monstat-ovih godišnjih istraživanja (za 2004, 2005, 2006, 2007, 2008 i 2009. godinu).)
MATCH@E:(This figure does not include vacation houses and presents the sum of flats for permanent living by the 2003 census and the number of flats for permanent living obtained from Monstat yearly research (for 2004, 2005, 2006, 2007, 2008 and 2009).===>Ovaj podatak ne uključuje vikendice i predstavlja zbir stanova za stalno stanovanje prema popisu iz 2003. godine i broja stanova za stalno stanovanje dobijenih na osnovu Monstat-ovih godišnjih istraživanja (za 2004, 2005, 2006, 2007, 2008 i 2009. godinu).)
MATCH@M:(However, despite the data that Montenegro has more housing units than the total number of households, all the population structure has a need to solve the housing problem.===>Medutim, i pored podatka da u Crnoj Gori ima više stambenih jedinica od ukupnog broja domacinstava, sve strukture stanovništva imaju potrebu da riješe stambeni problem.)
MATCH@E:(However, despite the data that Montenegro has more housing units than the total number of households, all the population structure has a need to solve the housing problem.===>Međutim, i pored podatka da u Crnoj Gori ima više stambenih jedinica od ukupnog broja domaćinstava, sve strukture stanovništva imaju potrebu da riješe stambeni problem.)
MATCH@M:(The demand for flats for lease is high in the entire area of Montenegro, and especially in the developed areas of Montenegro (Podgorica and coast).===>Tražnja za stanovima u zakup je visoka u svim podrucjima Crne Gore, a posebno u razvijenim podrucjima Crne Gore (Podgorica i primorje).)
MATCH@E:(The demand for flats for lease is high in the entire area of Montenegro, and especially in the developed areas of Montenegro (Podgorica and coast).===>Tražnja za stanovima u zakup je visoka u svim područjima Crne Gore, a posebno u razvijenim područjima Crne Gore (Podgorica i primorje).)
MATCH@M:(It is also significant in underdeveloped areas, because of a deficient or insufficient offer.===>Ona je znacajna i u nerazvijenim podrucjima, zbog oskudne ili nedostajuce ponude.)
MATCH@E:(It is also significant in underdeveloped areas, because of a deficient or insufficient offer.===>Ona je značajna i u nerazvijenim područjima, zbog oskudne ili nedostajuće ponude.)
MATCH@M:(According to public data from the Montenegrian agency for real estate for 2010, 1,964 of citizens of Montenegro had in their ownership more than five flats per citizen.===>Prema zvanicnim podacima Uprave za nekretnine za 2010.	godinu, 1.964 gradana Crne Gore posjeduju više od po pet stanova.)
MATCH@E:(According to public data from the Montenegrian agency for real estate for 2010, 1,964 of citizens of Montenegro had in their ownership more than five flats per citizen.===>Prema zvaničnim podacima Uprave za nekretnine za 2010. godinu, 1.964 građana Crne Gore posjeduju više od po pet stanova.)
MATCH@M:(The number of citizens who have two flats is 44,744, three flats 13,120, 4,976 have four flats, and 1,795 have five flats.===>Po dva stana ima 44.744 gradana, tri stana 13.120, cetiri 4.976, a pet 1.795 gradana.)
MATCH@E:(The number of citizens who have two flats is 44,744, three flats 13,120, 4,976 have four flats, and 1,795 have five flats.===>Po dva stana ima 44.744 građana, tri stana 13.120, četiri 4.976, a pet 1.795 građana.)
MATCH@M:(Also, based on the same source in Montenegro the number of total housing units is 243,397 - the area of 14.55 mil m2.===>Takode, prema istom izvoru, u Crnoj Gori ukupno ima 243.397 stambenih jedinica - površine 14,55 miliona kvadrata.)
MATCH@E:(Also, based on the same source in Montenegro the number of total housing units is 243,397 the area of 14.55 mil m2.===>Takođe, prema istom izvoru, u Crnoj Gori ukupno ima 243.397 stambenih jedinica - površine 14,55 miliona kvadrata.)
MATCH@M:(The data mentioned above refer to floor units of buildings, which are in cadastre of real estate registered as housing space, but it is estimated that their number is higher than specified by 10 to 20% because there are no real estate cadastres on the whole territory of Montenegro.===>Radi se o etažnim jedinicama objekata koje su u katastru nepokretnosti evidentirane kao stambeni prostori, ali se procjenjuje da je njihov broj veci od navedenog od 10 do 20% zato što ne postoji katastar nepokretnos-ti na cijeloj teritoriji Crne Gore.)
MATCH@E:(The data mentioned above refer to floor units of buildings, which are in cadastre of real estate registered as housing space, but it is estimated that their number is higher than specified by 10 to 20% because there are no real estate cadastres on the whole territory of Montenegro.===>Radi se o etažnim jedinicama objekata koje su u katastru nepokretnosti evidentirane kao stambeni prostori, ali se procjenjuje da je njihov broj veći od navedenog od 10 do 20% zato što ne postoji katastar nepokretnosti na cijeloj teritoriji Crne Gore.)
MATCH@M:(From the taxes on property income and property rights, € 2,156,489 was charged in 2010.===>Od poreza po osnovu prihoda od imovine i imovinskih prava, u 2010. godini naplaceno je 2.156.489 €.)
MATCH@E:(From the taxes on property income and property rights, ¡ 2,156,489 was charged in 2010.===>Od poreza po osnovu prihoda od imovine i imovinskih prava, u 2010. godini naplaćeno je 2.156.489 ¡.)
MATCH@M:(Of these, legal entities paid €2.08 mil and individuals paid €70,438.===>Od toga su pravna lica platila 2,08 miliona €, a fizicka lica 70.438 €.)
MATCH@E:(Of these, legal entities paid ¡2.08 mil and individuals paid ¡70,438.===>Od toga su pravna lica platila 2,08 miliona ¡, a fizička lica 70.438 ¡.)
MATCH@M:(The government has recently announced a plan to increase the collection of taxes based on the income from property and property rights, i.e. rental of flats and business premises, regarding a relatively small amount of charged taxes in 2010 (compared to the number of flats and business premises).===>Iz Vlade je nedavno najavljen plan povecanja naplate poreza po osnovu prihoda od imovine i imovinskih prava, odnosno izdavanja stanova i poslovnih prostora, s obzirom na relativno mali iznos naplacenog poreza u 2010.godini (u odnosu na broj stanova i stambenih prostora).)
MATCH@E:(The government has recently announced a plan to increase the collection of taxes based on the income from property and property rights, i.e. rental of flats and business premises, regarding a relatively small amount of charged taxes in 2010 (compared to the number of flats and business premises).===>Iz Vlade je nedavno najavljen plan povećanja naplate poreza po osnovu prihoda od imovine i imovinskih prava, odnosno izdavanja stanova i poslovnih prostora, s obzirom na relativno mali iznos naplaćenog poreza u 2010.godini (u odnosu na broj stanova i stambenih prostora).)
MATCH@M:(According to the data on the number and area of constructed flats in the period from 1999 to 2009 the total number of constructed flats is 32,604, with a total area of 2,245,000 m.===>Prema podacima o broju i povr[ini izgra|enih stanova u periodu 1999. do 2009. godine ukupno su izgradena 32.604 stana, ukupne površine 2.245.000 m2.)
MATCH@E:(According to the data on the number and area of constructed flats in the period from 1999 to 2009 (Table 3) the total number of constructed flats is 32,604, with a total area of 2,245,000 m2.===>Prema podacima o broju i površini izgrađenih stanova u periodu 1999. do 2009. godine (Tabela 3) ukupno su izgrađena 32.604 stana, ukupne površine 2.245.000 m². d o G e r e j m . d e J Vrsta stana i n b o s o v D i n b o s o r T i n b o s o r o v t e Č i i n b o s o t e P i ć e v i e r e j n o s r a G i n b o s o n d e j Br. ~~~ Br. ~~~ Br. ~~~ Br.)
BAD_LINE_=============================================================
BAD_LINE_M:According to the data on the number and area of constructed flats in the period from 1999 to 2009 the total number of constructed flats is 32,604, with a total area of 2,245,000 m.
BAD_LINE_M:Prema podacima o broju i povr[ini izgra|enih stanova u periodu 1999. do 2009. godine ukupno su izgradena 32.604 stana, ukupne površine 2.245.000 m2.
BAD_LINE_E:According to the data on the number and area of constructed flats in the period from 1999 to 2009 (Table 3) the total number of constructed flats is 32,604, with a total area of 2,245,000 m2.
BAD_LINE_E:Prema podacima o broju i površini izgrađenih stanova u periodu 1999. do 2009. godine (Tabela 3) ukupno su izgrađena 32.604 stana, ukupne površine 2.245.000 m². d o G e r e j m . d e J Vrsta stana i n b o s o v D i n b o s o r T i n b o s o r o v t e Č i i n b o s o t e P i ć e v i e r e j n o s r a G i n b o s o n d e j Br. ~~~ Br. ~~~ Br. ~~~ Br.
MATCH@M:(In the total structure of flats, dominant are two bedroom and three bedroom flats.===>U ukupnoj strukturi stanova dominantno ucešce zauzimaju dvosobni i trosobni stanovi.)
MATCH@E:(In the total structure of flats, dominant are two bedroom and three bedroom flats.===>Br. m² m² m² 594 1061 m² m² o n p u k u Br. m² Br. m² Br. O N P U K U m² Br. m² Br. m² Br. m² Br. m² 841 1092 1395 1491 1558 1622 % 25% 33% % 10% 2% % Tabela 3.)
BAD_LINE_=============================================================
BAD_LINE_M:In the total structure of flats, dominant are two bedroom and three bedroom flats.
BAD_LINE_M:U ukupnoj strukturi stanova dominantno ucešce zauzimaju dvosobni i trosobni stanovi.
BAD_LINE_E:In the total structure of flats, dominant are two bedroom and three bedroom flats.
BAD_LINE_E:Br. m² m² m² 594 1061 m² m² o n p u k u Br. m² Br. m² Br. O N P U K U m² Br. m² Br. m² Br. m² Br. m² 841 1092 1395 1491 1558 1622 % 25% 33% % 10% 2% % Tabela 3.
MATCH@M:(It is obvious that an intensive growth in the previous period has significantly intensified the housing construction, so the number of less than 2,000 newly built flats in 2003 increased to 3,400 units in 2007, i.e. to over 5,800 units in 2009.===>Ocigledno je da je intenzivni rast u prethodnom periodu znacajno intenzivirao stambenu gradnju, pa je broj od nepunih 2.000 novoizgradenih stanova u 2003. godini povecan na oko 3.400	jedinica u 2007. godini, odnosno na preko 5.800 jedinica u 2009. godini.)
MATCH@E:(It is obvious that an intensive growth in the previous period has significantly intensified the housing construction, so the number of less than 2,000 newly built flats in 2003 increased to 3,400 units in 2007, i.e. to over 5,800 units in 2009.===>Očigledno je da je intenzivni rast u prethodnom periodu značajno intenzivi rao stambenu gradnju, pa je broj od nepunih 2.000 novoizgrađenih stanova u 2003. godini povećan na oko 3.400 jedinica u 2007. godini, odnosno na preko 5.800 jedinica u 2009. godini.)
MATCH@M:(From previous presented table it is obvious that intensive growth in previous period has significantly intensified housing construction.===>Iz prethodno prezentovane tabele je ocigledno da je intenzivni rast u prethodnom periodu znacajno intenzivirao stambenu gradnju.)
MATCH@E:(From previous presented table it is obvious that intensive growth in previous period has significantly intensified housing construction.===>Iz prethodno prezentovane tabele je očigledno da je intenzivni rast u prethodnom periodu značajno intenzivirao stambenu gradnju.)
MATCH@M:(The number of less then 2.000 new built flats in 2003 is increased on around 3.400 units in 2007, i.e. on over 5.800 units in 2009 (which is by 3,800 units more than in 2003).===>Broj od nepunih 2.000 novoizgradenih stanova u 2003. godini je povecan na oko 3.400	jedinica u 2007. godini, odnosno na preko 5.800 jedinica u 2009. godini (što je za 3.800 jedinica više u odnosu na 2003. godinu).)
MATCH@E:(The number of less then 2.000 new built flats in 2003 is increased on around 3.400 units in 2007, i.e. on over 5.800 units in 2009 (which is by 3,800 units more than in 2003).===>Broj od nepunih 2.000 novoizgrađenih stanova u 2003. godini je povećan na oko 3.400 jedinica u 2007. godini, odnosno na preko 5.800 jedinica u 2009. godini (što je za 3.800 jedinica više u odnosu na 2003. godinu).)
MATCH@M:(By comparing the number of built flats with the estimated number of inhabitants, we conclude that in 2007 there were was 5.5 built flats per 1,000 inhabitants, i.e. 9.2 built flats in 2009.===>Uporedujuci broj završenih stanova sa procijenjenim brojem stanovnika zakljucujemo da je u 2007. godini na 1.000 stanovnika bilo 5,5 završenih stanova, odnosno 9,2 završenih stanova u 2009. godini.)
MATCH@E:(By comparing the number of built flats with the estimated number of inhabitants Š2Ë, we conclude that in 2007 there were was 5.5 built flats per 1,000 inhabitants, i.e. 9.2 built flats in 2009.===>Upoređujući broj završenih stanova sa procijenjenim brojem stanovnika Š2Ë zaključujemo da je u 2007. godini na 1.000 stanovnika bilo 5,5 završenih stanova, odnosno 9,2 završenih stanova u 2009. godini.)
MATCH@M:(We would like to emphasize that Monstat still does not have data on the number of flats for permanent living for 2010 so this year is not included in the total data.===>Navodimo da Monstat još uvijek ne raspolaže podatkom o broju stanova za stalno stanovanje za 2010. godinu, te ta godina nije ukljucena u ukupni podatak.)
MATCH@E:(We would like to emphasize that Monstat still does not have data on the number of flats for permanent living for 2010 so this year is not included in the total data.===>Navodimo da Monstat još uvijek ne raspolaže podatkom o broju stanova za stalno stanovanje za 2010. godinu, te ta godina nije uključena u ukupni podatak. 3.)
MATCH@M:(By selling the social housing fund, in the nineties of the last century, Montenegro started its privatization and reduced the public housing fund to a minimum.===>Prodajom društvenog stambenog fonda, devedesetih godina prošlog vijeka, u Crnoj Gori je došlo do njegove privatizacije i svodenja javnog stambenog fonda na minimum.)
MATCH@E:(3. ~~~ Managing and maintainance of housing fund By selling the social housing fund, in the nineties of the last century, Montenegro started its privatization and reduced the public housing fund to a minimum.===>Upravljanje i održavanje stambenog fonda Prodajom društvenog stambenog fonda, devedesetih godina prošlog vijeka, u Crnoj Gori je došlo do njegove privatizacije i svođenja javnog stambenog fonda na minimum.)
MATCH@M:(The expected financial effects of privatization of housing fund, due to low formed purchase prices, are almost completely absent, which prevent the rapid consolidation of the state and the transition to a new housing policy.===>Ocekivani finansijski efekti privatizacije stambenog fonda, zbog nisko formiranih otkupnih cijena, su gotovo potpuno izostali, što je onemogucilo brzo kon-solidovanje stanja i prelazak na novu stambenu politiku.)
MATCH@E:(The expected financial effects of privatization of housing fund, due to low formed purchase prices, are almost completely absent, which prevent the rapid consolidation of the state and the transition to a new housing policy.===>Očekivani finansijski efekti privatizacije stambenog fonda, zbog nisko formiranih otkupnih cijena, su gotovo potpuno izostali, što je onemogućilo brzo konsolidovanje stanja i prelazak na novu stambenu politiku.)
MATCH@M:(The general statement is that the state of the housing fund is not satisfactory.===>Opšta je konstatacija da stanje stambenog fonda nije na zadovoljavajucem nivou.)
MATCH@E:(The general statement is that the state of the housing fund is not satisfactory.===>Opšta je konstatacija da stanje stambenog fonda nije na zadovoljavajućem nivou.)
MATCH@M:(The purchase of flats and changes in the legislation, the obligation to maintain the housing fund is within the exclusive jurisdiction of the condominium ownership, which are quite inert in this issue.===>Otkupom stanova i promjenom zakonske regulative, obaveza održavanja stambenog fonda je u iskljucivoj nadležnosti etažnih vlasnika, koji su prilicno inertni po tom pitanju.)
MATCH@E:(The purchase of flats and changes in the legislation, the obligation to maintain the housing fund is within the exclusive jurisdiction of the condominium ownership, which are quite inert in this issue. ~~~ Table 3.===>Otkupom stanova i promjenom zakonske regulative, obaveza održavanja stambenog fonda je u isključivoj nadležnosti etažnih vlasnika, koji su prilično inertni po tom pitanju.)
MATCH@M:(According to information collected from municipalities for the needs of this Strategy, in the register of owners of residential buildings and managers of buildings in 2010 there are (in 10 municipalities which provide data from the registers) 1,461 residential buildings and 1,295 registered managers, among whom there is a certain number of temporary (compulsory) managers.===>Prema informacijama prikupljenim od opština za potrebe ove Strategije, u registrima vlasnika, stambenih zgrada i upravnika u 2010. godini se (u 10 opština koje su dostavile podatke iz ovog registra) nalazi 1.461 stambena zgrada, a 1.295 registrovanih upravnika, medu kojima je i odredeni broj privremenih (prinudnih) upravnika.)
MATCH@E:(Number and area (in 000 m2) of built flats in Montenegro (1999 -2009.) ~~~ According to information collected from municipalities for the needs of this Strategy, in the register of owners of residential buildings and managers of buildings in 2010 there are (in 10 municipalities which provide data from the registers) 1,461 residential buildings and 1,295 registered managers, among whom there is a certain number of temporary (compulsory) managers.===>Prema informacijama prikupljenim od opština za potrebe ove Strategije, u registrima vlasnika, stambenih zgrada i upravnika u 2010. godini se (u 10 opština koje su dostavile podatke iz ovog registra) nalazi 1.461 stambena zgrada, a 1.295 registrovanih upravnika, među kojima je i određeni broj privremenih (prinudnih) upravnika.)
MATCH@M:(For a large number of buildings there are no named management bodies in accordance with the law, because this number of registered managers includes the managers of entrance.===>Za veliki broj zgrada nijesu imenovani organi upravljanja u skladu zakonom, jer su ovim brojem reg-istrovanih upravnika obuhvaceni i upravnici ulaza.)
MATCH@E:(For a large number of buildings there are no named manage ment bodies in accordance with the law, because this number of registered managers includes the managers of entrance.===>Za veliki broj zgrada nijesu imenovani organi upravljanja u skladu zakonom, jer su ovim brojem registrovanih upravnika obuhvaćeni i upravnici ulaza.)
MATCH@M:(Examples of the municipalities are diverse.===>Primjeri po opštinama su raznoliki.)
MATCH@E:(Examples of the municipalities are diverse.===>Primjeri po opštinama su raznoliki.)
MATCH@M:(In order to improve the quality of the housing fund, the Minicipality of Podgorica has founded the Agency for housing d.o.o. Podgorica, which deals with maintenance of residential buildings.===>U cilju podizanja kvaliteta održavanja stambenog fonda, Glavni grad Podgorica je osnovao Agenciju za stanovanje d.o.o. Podgorica, koja se bavi održavanjem stambenih objekata.)
MATCH@E:(In order to improve the quality of the housing fund, the Minicipality of Podgorica has founded the Agency for housing d.o.o. Podgorica, which deals with mainte nance of residential buildings.===>U cilju podizanja kvaliteta održavanja stambenog fonda, Glavni grad Podgorica je osnovao Agenciju za stanovanje d.o.o. ~~~ Podgorica, koja se bavi održavanjem stambenih objekata.)
MATCH@M:(The main objective of the foundation of the Agency was the realization of a project for improving the living conditions in residential buildings.===>Osnovni cilj osnivanja Agencije je bio realizacija projekta poboljšanja uslova stanovanja u stambenim zgradama.)
MATCH@E:(The main objective of the foundation of the Agency was the realization of a project for improving the living conditions in residential buildings.===>Osnovni cilj osnivanja Agencije je bio realizacija projekta poboljšanja uslova stanovanja u stambenim zgradama.)
MATCH@M:(The project is designed to improve housing conditions so that 50% of the estimated value on works on maintenance of common areas of buildings is provided by capital budget, while the flat owners provide the remaining 50%.===>Projekat poboljšanja uslova stanovanja osmišljen je tako da se 50% sredstava predracunske vrijednosti radova na održavanju zajednickih djelova stambenih zgrada obezbjeduje iz budžeta glavnog grada, dok preostalih 50% obezbjeduju sami etažni vlasnici.)
MATCH@E:(The project is designed to improve housing conditions so that 50% of the estimated value on works on maintenance of common areas of buildings is provided by capital budget, while the flat owners provide the remaining 50%.===>Projekat poboljšanja uslova stanovanja os mišljen je tako da se 50% sredstava predračunske vrijednosti radova na održavanju zajedničkih djelova stambenih zgrada obezbjeđuje iz budžeta glavnog grada, dok preostalih 50% obezbjeđuju sami etažni vlasnici.)
MATCH@M:(All the previous year the problem was the lack of interest of flat owners, so every year significantly less work was realized than possible with the financial assets provided by budget of Municipality of Podgorica and the technical capacity of the Agency for living.===>Svih prethodnih godina problem je predstavljala nezainteresovanost etažnih vlasnika, pa je svake godine realizovano znatno manje radova nego što su dozvoljavala finansijska sredstva predvidena budžetom Glavnog grada i tehnicki kapaciteti Agencije za stanovanje.)
MATCH@E:(All the previous year the problem was the lack of interest of flat owners, so every year significantly less work was realized than possible with the financial assets provided by budget of Municipality of Podgorica and the technical capacity of the Agency for living.===>Svih prethodnih godina problem je predstavljala nezainteresovanost etažnih vlasnika, pa je svake godine realizovano znatno manje radova nego što su dozvoljavala finansijska sredstva predviđena budžetom Glavnog grada i tehnički kapaciteti Agencije za stanovanje.)
MATCH@M:(Thus in 2006, €233,180 was allocated for these purposes, only €30,339 € was realized, while in 2010, €350,000 was planned and €196.400 was realised, which is only 56% of the planned assets.===>Tako je u 2006. godini bilo opredijeljeno 233.180 €, a realizovano samo 30.339 €, dok je u 2010. godini planirano 350.000 € a realizovano 196.400 €, što je samo 56% od planiranih sredstava.)
MATCH@E:(Thus in 2006, ¡233,180 was allocated for these purposes, only ¡30,339 ¡ was realized, while in 2010, ¡350,000 was planned and ¡196.400 was realised, which is only 56% of the planned assets. ~~~ 4.===>Tako je u 2006. godini bilo opredijeljeno 233.180 ¡, a realizovano samo 30.339 ¡, dok je u 2010. godini planirano 350.000 ¡ a realizovano 196.400 ¡, što je samo 56% od planiranih sredstava. 4.)
MATCH@M:(According to the data from Monstat, the share of the value of construction of residential buildings in relation to total value of construction work, in the period from 2005 to 2009 ranged from 33% to 50%.===>Pema podacima Monstata, ucešce vrijednosti izgradnje stambenih zgrada u odnosu na ukupnu vrijednost gradevinskih radova, u periodu od 2005. do 2009. godine kretalo se od 33% do 50%.)
MATCH@E:(Current housing construction in Montenegro and major participants in it According to the data from Monstat (Table 4), the share of the value of construction of residential buildings in relation to total value of construction work, in the period from 2005 to 2009 ranged from 33% to 50%.===>Tekuća stambena izgradnja i glavni učesnici u njoj Pema podacima Monstata (Tabela 4), učešće vrijednosti izgradnje stambenih zgrada u odnosu na ukupnu vrijednost građevinskih radova, u periodu od 2005. do 2009. godine kretalo se od 33% do 50%.)
MATCH@M:(In the period of record value of construction works, the share of residential construction was about 45%.===>U periodu rekordne vrijednosti izvedenih gradevinskih radova ucešce stambene izgradnje iznosilo je oko 45%.)
MATCH@E:(In the period of record value of construction works (2008), the share of residential construction was about 45%.===>U periodu rekordne vrijednosti izvedenih građevinskih radova (2008. godina) učešće stambene izgradnje iznosilo je oko 45%.)
MATCH@M:(After that year there is a decrease in the total value of construction works, but also the increase in the share of work values on residential buildings.===>Nakon te godine nastupa pad ukupne vrijednosti gradevinskih radova, ali i rast ucešca vrijednosti radova na stambenim zgradama.)
MATCH@E:(After that year there is a decrease in the total value of construction works, but also the increase in the share of work values on residential buildings.===>Nakon te godine nastupa pad ukupne vrijednosti građevinskih radova, ali i rast učešća vrijednosti radova na stambenim zgradama.)
MATCH@M:(Regarding this, the construction activity and therefore the housing construction, significant recovery is ahead.===>S tim u vezi, gradevinskoj aktivnosti, a samim tim stambenoj izgradnji, tek predstoji znacajniji oporavak.)
MATCH@E:(Regarding this, the construction activity and therefore the housing construction, significant recovery is ahead.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Regarding this, the construction activity and therefore the housing construction, significant recovery is ahead.
BAD_LINE_M:S tim u vezi, gradevinskoj aktivnosti, a samim tim stambenoj izgradnji, tek predstoji znacajniji oporavak.
BAD_LINE_E:Regarding this, the construction activity and therefore the housing construction, significant recovery is ahead.
BAD_LINE_E:
MATCH@M:(The value of the new contracts on buildings in the IV quarter of 2010 is higher by 168,4% in relation to the same quarter last year, while it is higher by 295,6% in relation to the III quarter of the same year.===>Vrijednost novih ugovora na zgradama u IV kvartalu 2010. godine je veca za 168,4% u odnosu na isti kvartal prošle godine, dok je za 295,6% veca u odnosu na III kvartal iste godine.)
MATCH@E:(Value of construction works in thousand ¡ Š3Ë The value of the new contracts on buildings in the IV quarter of 2010 is higher by 168,4% in relation to the same quarter last year, while it is higher by 295,6% in relation to the III quarter of the same year.===>Vrijednost izvedenih građevinskih radova u hilj. ¡ ~~~ Š3Ë Grafikon 1.)
BAD_LINE_=============================================================
BAD_LINE_M:The value of the new contracts on buildings in the IV quarter of 2010 is higher by 168,4% in relation to the same quarter last year, while it is higher by 295,6% in relation to the III quarter of the same year.
BAD_LINE_M:Vrijednost novih ugovora na zgradama u IV kvartalu 2010. godine je veca za 168,4% u odnosu na isti kvartal prošle godine, dok je za 295,6% veca u odnosu na III kvartal iste godine.
BAD_LINE_E:Value of construction works in thousand ¡ Š3Ë The value of the new contracts on buildings in the IV quarter of 2010 is higher by 168,4% in relation to the same quarter last year, while it is higher by 295,6% in relation to the III quarter of the same year.
BAD_LINE_E:Vrijednost izvedenih građevinskih radova u hilj. ¡ ~~~ Š3Ë Grafikon 1.
MATCH@M:(According to the data from Monstat on the housing construction, it can be concluded that there is a constant growth trend of finished flats from 2114 flats in 2005 to 5,825 flats in 2009, which represents a total increase by around 175%.===>Prema podacima Monstata o stambenoj izgradnji, može se zakljuciti da postoji stalan trend rasta broja završenih stanova od 2114 stanova u 2005. godini do 5.825 stanova u 2009. godini, što predstavlja ukupno povecanje oko 175%.)
MATCH@E:((2009 = 100) Š5Ë According to the data from Monstat on the housing construction (Table 5), it can be concluded that there is a constant growth trend of finished flats from 2114 flats in 2005 to 5,825 flats in 2009, which represents a total increase by around 175%. ~~~ This trend is reflected in the Graph 1.===>Prema podacima Monstata o stambenoj izgradnji (Tabela 5), može se zaključiti da postoji stalan trend rasta broja završenih stanova od 2114 stanova u 2005. godini do 5.825 stanova u 2009. godini, što predstavlja ukupno povećanje oko 175%.)
MATCH@M:(Based on the data, it should be emphasized that 30% flats were in residential buildings, while 70% flats were in private houses (except in years of intensive construction activities in 2008 when the share of flats in residential buildings was slightly smaller. about 20%).===>Na osnovu podataka treba istaci i da je 30% stanova bilo u stambenim zgradama, dok je 70% stanova bilo u privatnim kucama (osim u godini intezivne gradevinske djelatnosti 2008. godine, kada je ucešce stanova u stambenim zgradama bilo nešto manje i iznosilo oko 20%).)
MATCH@E:(Based on the data, it should be emphasized that 30% flats were in residential buildings, while 70% flats were in private houses (except in years of intensive construction activities in 2008 when the share of flats in residential buildings was slightly smaller. about 20%).===>Na osnovu podataka treba istaći i da je 30% stanova bilo u stambenim zgradama, dok je 70% stanova bilo u privatnim kućama (osim u godini intezivne građevinske djelatnosti 2008. godine, kada je učešće stanova u stambenim zgradama bilo nešto manje i iznosilo oko 20%).)
MATCH@M:(These can be the consequences of large inflows of foreign direct investments in the real estate market, when the foreign citizens have directed the priority of investment on flats in private houses.===>Ovo može biti posledica velikog priliva stranih direktnih investicija u tržište nekretnina, kada su strani državljani prioritet ulaganja usmjeravali na stanove u privatnim kucama.)
MATCH@E:(These can be the consequences of large inflows of foreign direct investments in the real estate market, when the foreign citizens have directed the priority of investment on flats in private houses.===>Ovo može biti posledica velikog priliva stranih direktnih investicija u tržište nekretnina, kada su strani državljani prioritet ulaganja usmjeravali na stanove u privatnim kućama.)
MATCH@M:(In the same period the number of unfinished flats grew from 11,570 flats in 2005 to 15,135 unfinished flats in 2009.===>U istom periodu je došlo i do rasta broja nezavršenih stanova od 11.570 stanova u 2005. godini do 15.135 nezavršenih stanova u 2009. godini.)
MATCH@E:(In the same period the number of unfinished flats grew from 11,570 flats in 2005 to 15,135 unfinished flats in 2009 (Table 5).===>U istom periodu je došlo i do rasta broja nezavršenih stanova od 11.570 stanova u 2005. godini do 15.135 nezavršenih stanova u 2009. godini (Tabela 5).)
MATCH@M:(From the ratio of number of unfinished to finished flats, it can be seen that there is a trend of decrease in this ratio from 5,47 in 2005 to 2,6 in 2010.===>Iz odnosa broja nezavršenih i završenih stanova, vidi se da postoji trend pada ovog odnosa od 5.47 u 2005. godini do 2.6 u 2010. godini.)
MATCH@E:(From the ratio of number of unfinished to finished flats, it can be seen that there is a trend of decrease in this ratio from 5,47 in 2005 to 2,6 in 2010.===>Stambena izgradnja Š3Ë Iz odnosa broja nezavršenih i završenih stanova, vidi se da postoji trend pada ovog odnosa od 5.47 u 2005. godini do 2.6 u 2010. godini.)
MATCH@M:(From the mentioned table we can also notice that the dominant numbers of unfinished flats are in private buildings (12,688, i.e. around 84%).===>Iz pomenute tabele je takode vidljivo da je pretežan broj nezavršenih stanova u privatnim zgradama (12.688, odnosno oko 84%).)
MATCH@E:(From the mentioned table we can also notice that the dominant numbers of unfinished flats are in private buildings (12,688, i.e. around 84%).===>Iz pomenute tabele je takođe vidljivo da je pretežan broj nezavršenih stanova u privatnim zgradama (12.688, odnosno oko 84%).)
MATCH@M:(It is most likely that the predominant number of this flats, though unfinished, is occupied, because the owners did not have the resources to finish them.===>Najvjerovatnije je da je pretežan broj ovih stanova, iako nezavršen, useljen, jer vlasnici nijesu imali sredstava da ih završe.)
MATCH@E:(It is most likely that the predominant number of this flats, though unfinished, is occupied, because the owners did not have the resources to finish them.===>Najvjerovatnije je da je pretežan broj ovih stanova, iako nezavršen, useljen, jer vlasnici nijesu imali sredstava da ih završe.)
MATCH@M:(Unfinished flats in residential buildings (2,447, i.e. around 16%), probably are not finished, because the contractors did not have sufficient funds to finish them, regarding the fact that the sales of flats in 2009 were reduced because of economic crisis.===>Nezavršeni stanovi u stambenim zgradama (2.447, odnosno oko 16%), vjerovatno nijesu završeni, jer izvodaci nijesu imali dovoljno sredstava da ih završe, s obzirom da je prodaja stanova u 2009. godini, zbog poznate ekonomske krize, smanjena.)
MATCH@E:(Unfinished flats in residential buildings (2,447, i.e. around 16%), probably are not finished, because the contractors did not have sufficient funds to finish them, regarding the fact that the sales of flats in 2009 were reduced because of economic crisis.===>Nezavršeni stanovi u stambenim zgradama (2.447, odnosno oko 16%), vjerovatno nijesu završeni, jer izvođači nijesu imali dovoljno sredstava da ih završe, s obzirom da je prodaja stanova u 2009. godini, zbog poznate ekonomske krize, smanjena.)
MATCH@M:(The major participants in the process of housing construction are: investors, architect and construction companies - contractors.===>Glavni ucesnici u procesu stambene izgradnje su: investitori, projektanti i gradevinska preduzeca-izvodaci radova.)
MATCH@E:(The major participants in the process of housing construction are: investors, architect and construction companies contractors.===>Glavni učesnici u procesu stambene izgradnje su: investitori, projektanti i građevinska preduzeća-izvođači radova.)
MATCH@M:(Besides these participants in the process of housing construction there are also: banks, financial institutions, authorities which in the process provide legal procedure, consultants, etc.===>Pored ovih aktera, u procesu stambene izgradnje ucestvuju: banke, finansijske institucije, organi koji u upravnom postupku sprovode pravnu proceduru, konsultanti itd.)
MATCH@E:(Besides these participants in the process of housing construction there are also: banks, financial institutions, authorities which in the process provide legal procedure, consultants, etc.===>Pored ovih aktera, u procesu stambene izgradnje učestvuju: banke, finansijske institucije, organi koji u upravnom postupku sprovode pravnu proceduru, konsultanti itd.)
MATCH@M:(Investors in housing construction may be both legal entities and private individuals.===>U ulozi investitora u stambenoj izgradnji javljaju se pravna i fizicka lica.)
MATCH@E:(Investors in housing construction may be both legal entities and private individuals.===>U ulozi investitora u stambenoj izgradnji javljaju se pravna i fizička lica.)
MATCH@M:(Legal entities are very often both investors and contractors, i.e. construction company that builds flats for market.===>Pravna lica su vrlo cesto istovremeno i investitori i izvodaci, odnosno gradevinske kompanije koje grade stanove za tržište.)
MATCH@E:(Legal entities are very often both investors and contractors, i.e. construction company that builds flats for market.===>Pravna lica su vrlo često istovremeno i investitori i izvođači, odnosno građevinske kompanije koje grade stanove za tržište.)
MATCH@M:(The financing of their activity in the field of housing construction is based on equity investments (company and/or buyers), credit and/or mortgage debt and partly on public-private partnership (when the municipalities or the state participate in the project with the land and exemption from payment of fees for utility equipment).===>Finansiranje njihove aktivnosti u oblasti izgradnje stanova zasniva se na ulaganju vlasnickog kapitala (firme i/ili kupaca stanova), kreditnom i/ili hipotekarnom zaduženju i dje-limicno na javno-privatnom partnerstvu (kada opština ili država ucestvuju u projektu sa zemljištem i oslobadanjem od placanja naknada za komunalno opremanje).)
MATCH@E:(The financing of their activity in the field of housing construction is based on equity investments (company and/or buyers), credit and/or mortgage debt and partly on public-private partnership (when the municipalities or the state participate in the project with the land and exemption from payment of fees for utility equipment).===>Finansiranje njihove aktivnosti u oblasti izgradnje stanova zasniva se na ulaganju vlasničkog kapitala (firme i/ili kupaca stanova), kreditnom i/ili hipotekarnom zaduženju i djelimično na javno-privatnom partnerstvu (kada opština ili država učestvuju u projektu sa zemljištem i oslobađanjem od plaćanja naknada za komunalno opremanje).)
MATCH@M:(Despite the initial development of credit markets in the period since 2005, the economic crisis has significantly slowed the development and imposed numerous obligations and insurance to borrowers, which resulted in the increase of problems for investors in the closure of the financial constructions and their turning to advance payment from flat buyers.===>I pored pocetnog razvoja kreditnog tržišta u periodu od 2005. godine, ekonomska kriza je ovaj razvoj znatno usporila i nametnula brojne obaveze i osiguranja korisnicima kredita, što je uslovilo sve vece probleme investitora u pogledu zatvaranja finansijske konstrukcije i njihovo okretanje avansnim uplatama kupaca stanova.)
MATCH@E:(Despite the initial development of credit markets in the period since 2005, the economic crisis has significantly slowed the development and imposed numerous obligations and insurance to borrowers, which resulted in the increase of problems for investors in the closure of the financial constructions and their turning to advance payment from flat buyers.===>I pored početnog razvoja kreditnog tržišta u periodu od 2005. godine, ekonomska kriza je ovaj razvoj znatno usporila i nametnula brojne obaveze i osiguranja korisnicima kredita, što je uslovilo sve veće probleme investitora u pogledu zatvaranja finansijske konstrukcije i njihovo okretanje avansnim uplatama kupaca stanova.)
MATCH@M:(In terms of the effects of financial crises, investors-con-tractors are faced with the liquidity problem in the absence of bank support for the realization of the launched projects and regarding this, with the problem of blocked assets in unfinished buildings, which ultimately resulted in decreasing of prices of newly built flats.===>U uslovima djelovanja finansijske krize investitori-iz-vodaci suoceni su sa problemom nelikvidnosti u odsustvu bankarske podrške za realizaciju zapocetih projekata i, s tim u vezi, problemom blokiranih sredstava u nezavršenim objektima, što je u krajnjem prouzrokovalo smanjenje cijena novoizgradenih stanova.)
MATCH@E:(In terms of the effects of financial crises, investors-contractors are faced with the liquidity problem in the absence of bank support for the realization of the launched projects and regarding this, with the problem of blocked assets in unfinished buildings, which ultimately resulted in decreasing of prices of newly built flats.===>U uslovima djelovanja finansijske krize investitori-izvođači suočeni su sa problemom nelikvidnosti u odsustvu bankarske podrške za realizaciju započetih projekata i, s tim u vezi, problemom blokiranih sredstava u nezavršenim objektima, što je u krajnjem prouzrokovalo smanjenje cijena novoizgrađenih stanova.)
MATCH@M:(According to the Law on Spatial Planning and Constructions (Official paper CG 51/08), specially treated are family residential buildings (buildings intended for residential areas to 500 m and a maximum of four separate residential units) whose construction was exempted from review of technical documentation and supervision obligations, and the conditions which have to be obliged by the responsible architect in this case are lower (bachelors degree instead of specialist degree), which all contribute to lower costs of construction.===>Prema važecem Zakonu o uredenju prostora i izgradnji objekata (Sl. list CG 51/08) posebno se tretiraju porodicne stambene zgrade (zgrada namijenjena za stanovanje površine do 500 m2 i sa najviše cetiri zasebne stambene jedinice) cija je izgradnja oslobodena revizije tehnicke dokumentacije i obaveze vršenja nadzora, a i uslovi koje moraju ispunjavati odgovorni projektanti u ovom slucaju su nešto niži (diploma becelora umjesto diplome specijaliste), što sve utice na manje troškove izgradnje.)
MATCH@E:(Housing construction Š3Ë 4.650 3.773 15.688 2.409 13.279 1.196 1.038 5.825 1.637 4.188 15.135 2.447 12.688 1.191 1.015 According to the Law on Spatial Planning and Constructions (Official paper CG 51/08), specially treated are family residential buildings (buildings intended for residential areas to 500 m2 and a maximum of four separate residential units) whose construction was exempted from review of technical documentation and supervision obligations, and the conditions which have to be obliged by the responsible architect in this case are lower (bachelors degree instead of specialist degree), which all contribute to lower costs of construction.===>Prema važećem Zakonu o uređenju prostora i izgradnji objekata (Sl. list CG 51/08) posebno se tretiraju porodične stambene zgrade (zgrada namijenjena za stanovanje površine do 500 m² i sa najviše četiri zasebne stambene jedinice) čija je izgradnja oslobođena revizije tehničke dokumentacije i obaveze vršenja nadzora, a i uslovi koje moraju ispunjavati odgovorni projektanti u ovom slučaju su nešto niži (diploma bečelora umjesto diplome specijaliste), što sve utiče na manje troškove izgradnje.)
MATCH@M:(Investors in these buildings are usually individuals who financed the construction from their own savings and/or mortgage loans.===>Investitori ovakvih zgrada su najcešce fizicka lica koja finansiraju izgradnju sop-stvenom uštedevinom i /ili hipotekarnim kreditom.)
MATCH@E:(Investors in these buildings are usually individuals who financed the construction from their own savings and/or mortgage loans.===>Investitori ovakvih zgrada su najčešće fizička lica koja finansiraju izgradnju sopstvenom ušteđevinom i /ili hipotekarnim kreditom.)
MATCH@M:(Information about holders of construction activities contains the number of subjects, number of employees, income as well as amount of gains or losses.===>Informacije o nosiocima gradevinske djelatnosti obuh-vataju broj subjekata, broj zaposlenih radnika, prihod, kao i u visinu dobitaka ili gubitaka.)
MATCH@E:(Information about holders of construction activities contains the number of subjects, number of employees, income as well as amount of gains or losses.===>Informacije o nosiocima građevinske djelatnosti obuhvataju broj subjekata, broj zaposlenih radnika, prihod, kao i u visinu dobitaka ili gubitaka.)
MATCH@M:(In the research which was conducted for the needs of preparation of the Strategy of construction development in Montenegro until 2020, based on available data from the Central Registry of the Commercial Court, the Fund for Pension and Disability insurance and Tax Administration, a database was created on commercial entities working in operatives-contractors, in production and/or trading of building materials and planning.===>U istraživanju koje je sprovedeno za potrebe izrade Strategije razvoja gradevinarstva u Crnoj Gori do 2020. godine, na osnovu dostupnih podataka iz Centralnog registra Privrednog suda, Fonda penzijsko-invalidskog osiguranja i Poreske uprave, napravljena je baza podataka o privrednim subjektima koji rade u operativi - izvodaci radova, u proizvodnji i/ili trgovini gradevinskim materijalima i projektovanju.)
MATCH@E:(In the research which was conducted for the needs of preparation of the Strategy of construction development in Montenegro until 2020, based on available data from the Central Registry of the Commercial Court, the Fund for Pension and Disability insurance and Tax Administration, a database was created on commercial entities working in operatives-contractors, in production and/or trading of building materials and planning.===>U istraživanju koje je sprovedeno za potrebe izrade Strategije razvoja građevinarstva u Crnoj Gori do 2020. godine, na osnovu dostupnih podataka iz Centralnog registra Privrednog suda, Fonda penzijsko-invalidskog osiguranja i Poreske uprave, napravljena je baza podataka o privrednim subjektima koji rade u operativi - izvođači radova, u proizvodnji i/ili trgovini građevinskim materijalima i projektovanju.)
MATCH@M:(According to these data, at the end of 2008 there were registered 2,632 subjects in construction activities, which deal with the building, their concentration was highest in the southern region, then in the middle, and the lowest was in the northern region of Montenegro.===>Prema tim podacima na kraju 2008. godine bila su reg-istrovana 2.632 subjekta iz gradevinske djelatnosti koja su se bavila gradenjem, pri cemu je njihova koncentracija bila najveca u južnom regionu, zatim u središnjem i najmanja u sjevernom regionu Crne Gore.)
MATCH@E:(According to these data, at the end of 2008 there were registered 2,632 subjects in construction activities, which deal with the building, their concentration was highest in the southern region, then in the middle, and the lowest was in the northern region of Montenegro.===>Prema tim podacima na kraju 2008. godine bila su registrovana 2.632 subjekta iz građevinske djelatnosti koja su se bavila građenjem, pri čemu je njihova koncentracija bila najveća u južnom regionu, zatim u središnjem i najmanja u sjevernom regionu Crne Gore.)
MATCH@M:(However, this number does not represent a real view of the situation in the areas, because only about 50% of the subjects were considered as active subjects in the conducted research.===>Medutim, ovaj broj ne predstavlja pravi prikaz stanja u ovoj oblasti, jer se tek oko 50% ovih subjekata smatralo aktivnim subjektima u sprovedenom istraživanju.)
MATCH@E:(However, this number does not represent a real view of the situation in the areas, because only about 50% of the subjects were considered as active subjects in the conducted research.===>Međutim, ovaj broj ne predstavlja pravi prikaz stanja u ovoj oblasti, jer se tek oko 50% ovih subjekata smatralo aktivnim subjektima u sprovedenom istraživanju.)
MATCH@M:(The data on the number of companies can give a wrong image of the real situation, because there is a large number of parts of foreign companies or companies whose founders or cofounders are foreign legal entities and private individuals founded in order of achieving the right on properties or achieving the easier payment operations between Montenegro and surrounding countries.===>Podaci o broju privrednih društava mogu dati pogrešnu sliku realnog stanja, jer postoji veliki broj djelova stranih društava ili društava ciji su osnivaci ili suosnivaci strana pravna i fizicka lica osnovana radi ostvarivanja prava na nekretninana ili ostvarivanja lakšeg platnog prometa izmedu Crne Gore i država u okruženju.)
MATCH@E:(The data on the number of companies can give a wrong image of the real situation, because there is a large number of parts of foreign companies or companies whose founders or cofounders are foreign legal entities and private individuals founded in order of achieving the right on properties or achieving the easier payment operations between Montenegro and surrounding countries.===>Podaci o broju privrednih društava mogu dati pogrešnu sliku realnog stanja, jer postoji veliki broj djelova stranih društava ili društava čiji su osnivači ili suosnivači strana pravna i fizička lica osnovana radi ostvarivanja prava na nekretninana ili ostvarivanja lakšeg platnog prometa između Crne Gore i država u okruženju.)
MATCH@M:(The construction activity of companies that operate in Montenegro, can also be illustrated by the average number of employees in the construction activities and finished effective hours of employees.===>Gradevinska aktivnost firmi koje djeluju u Crnoj Gori može se, osim toga, ilustrovati i kroz prosjecan broj zaposlenih u gradevinskoj djelatnosti i izvršene efektivne casove zaposlenih.)
MATCH@E:(The construction activity of companies that operate in Montenegro, can also be illustrated by the average number of employees in the construction activities and finished effective hours of employees (Table 6).===>Građevinska aktivnost firmi koje djeluju u Crnoj Gori može se, osim toga, ilustrovati i kroz prosječan broj zaposlenih u građevinskoj djelatnosti i izvršene efektivne časove zaposlenih (Tabela 6).)
MATCH@M:(The table shows that since 2005 to 2008 there is a trend of growth in the employees’ number and in the growth of effective working hours with the concurrent growth of productivity, while in 2009 there is decrease in productivity, which intensively continues in 2010.===>Iz priloženog se vidi da od 2005. do 2008. godine postoji trend rasta broja radnika i rast broja efektivnih radnih sati uz istovremeni rast produktivnosti, dok u 2009. dolazi do manjeg pada produktivnosti, a koji se in-tezivnije nastavlja u 2010. godini.)
MATCH@E:(Number of employees and finished effective hours Š8Ë The table shows that since 2005 to 2008 there is a trend of growth in the employees number and in the growth of effective working hours with the concurrent growth of productivity, while in 2009 there is decrease in productivity, which intensively continues in 2010.===>Broj zaposlenih i izvršeni efektivni časovi Š8Ë Iz priloženog se vidi da od 2005. do 2008. godine postoji trend rasta broja radnika i rast broja efektivnih radnih sati uz istovremeni rast produktivnosti, dok u 2009. dolazi do manjeg pada produktivnosti, a koji se intezivnije nastavlja u 2010.)
MATCH@M:(Even at the time of the SFRY, the real estate business on the Montenegrin coast was a very attractive source of income for many individuals and public companies at the time.===>Još u vrijeme SFRJ, poslovanje sa nekretninama na crnogorskom primorju je predstavljalo veoma primamljiv izvor zarade mnogih pojedinaca i društvenih firmi toga vremena.)
MATCH@E:(Even at the time of the SFRY, the real estate business on the Montenegrin coast was a very attractive source of income for many individuals and public companies at the time.===>Još u vrijeme SFRJ, poslovanje sa nekretninama na crnogorskom primorju je predstavljalo veoma primamljiv izvor zarade mnogih pojedinaca i društvenih firmi toga vremena.)
MATCH@M:(The first buyers of real estate in Montenegro, at that time, were mostly from the former Yugoslavian republics (Serbia, Bosnia and Herzegovina, Macedonia).===>Prvi kupci nekretnina u Crnoj Gori, u to vrijeme, najvecim dijelom su bili iz nekadašnjih Jugoslovenskih republika (Srbija, Bosna i Hercegovina, Makedonija).)
MATCH@E:(The first buyers of real estate in Montenegro, at that time, were mostly from the former Yugoslavian republics (Serbia, Bosnia and Herzegovina, Macedonia).===>Prvi kupci nekretnina u Crnoj Gori, u to vrijeme, najvećim dijelom su bili iz nekadašnjih Jugoslovenskih republika (Srbija, Bosna i Hercegovina, Makedonija).)
MATCH@M:(Towards the end of the seventies and eighties, the mass purchase and construction of real estate in Montenegro was commenced by the citizens who have lived in Western Europe countries or in other republics of former Yugoslavia.===>Krajem sedamdesetih i tokom osamdesetih godina, masovnu kupovinu i izgradnju nekretnina u Crnoj Gori zapocinju njeni državljani koji su živjeli u zemljama zapadne Evrope ili u drugim republikama stare Jugoslavije.)
MATCH@E:(Towards the end of the seventies and eighties, the mass purchase and construction of real estate in Montenegro was commenced by the citizens who have lived in Western Europe countries or in other republics of former Yugoslavia.===>Krajem sedamdesetih i tokom osamdesetih godina, masovnu kupovinu i izgradnju nekretnina u Crnoj Gori započinju njeni državljani koji su živjeli u zemljama zapadne Evrope ili u drugim republikama stare Jugoslavije.)
MATCH@M:(In addition, this group includes buyers who have worked and lived abroad (Germany, Switzerland, Austria and USA).===>Takode, toj grupi pripadaju i kupci koji su radili i živjeli u inostranstvu (Njemacka, [vajcarska, Austrija i SAD).)
MATCH@E:(In addition, this group includes buyers who have worked and lived abroad (Germany, Switzerland, Austria and USA).===>Takođe, toj grupi pripadaju i kupci koji su radili i živjeli u inostranstvu (Njemačka, Švajcarska, Austrija i SAD).)
MATCH@M:(In the early nineties of the last century first foreign investors and buyers of real estate came to Montenegro.===>Pocetkom devedesetih godina prošlog vijeka, u Crnu Goru pocinju da dolaze prvi strani investitori i kupci nekretnina.)
MATCH@E:(In the early nineties of the last century first foreign investors and buyers of real estate came to Montenegro.===>Početkom devedesetih godina prošlog vijeka, u Crnu Goru počinju da dolaze prvi strani investitori i kupci nekretnina.)
MATCH@M:(The market began to develop very quickly, but wartime events, which took place in the former Yugoslavian, influenced the slowdown of the process.===>Tržište pocinje da se razvija veoma brzo, ali ratna zbivanja koja su se odvijala na podrucju stare Jugoslavije su uticala na usporavanje tog procesa.)
MATCH@E:(The market began to develop very quickly, but wartime events, which took place in the former Yugoslavian, influenced the slowdown of the process.===>Tržiste počinje da se razvija veoma brzo, ali ratna zbivanja koja su se odvijala na području stare Jugoslavije su uticala na usporavanje tog procesa.)
MATCH@M:(However, despite this, the real estate market was nevertheless constantly developing, because the number of domestic buyers was not reduced, nor was the number of buyers who were citizens of or born in Montenegro and lived abroad.===>Medutim, i pored toga, tržište nekretnina se konstantno razvijalo, jer se broj domacih kupaca nije smanjivao, kao ni broj kupaca koji su bili državljani ili porijeklom iz Crne Gore, a živjeli u inostranstvu.)
MATCH@E:(However, despite this, the real estate market was nevertheless constantly developing, because the number of domestic buyers was not reduced, nor was the number of buyers who were citizens of or born in Montenegro and lived abroad.===>Međutim, i pored toga, trzište nekretnina se konstantno razvijalo, jer se broj domaćih kupaca nije smanjivao, kao ni broj kupaca koji su bili državljani ili porijeklom iz Crne Gore, a živjeli u inostranstvu.)
MATCH@M:(Towards the end of the nineties and at the beginning of the new century, the first interested buyers from abroad began arriving (Russians, British, Irish, Norwegians).===>Krajem devedesetih godina i pocetkom novog vijeka, poceli su da dolaze i prvi zainteresovani kupci iz inostranstva (Rusi, Britanci, Irci, Norvežani).)
MATCH@E:(Towards the end of the nineties and at the beginning of the new century, the first interested buyers from abroad began arriving (Russians, British, Irish, Norwegians).===>Krajem devedesetih godina i početkom novog vijeka, počeli su da dolaze i prvi zainteresovani kupci iz inostranstva (Rusi, Britanci, Irci, Norvežani).)
MATCH@M:(At the end of 2001 began what we call the “explosion“of real estate market in Montenegro.===>Krajem 2001. godine zapocinje ono što nazivamo “eksplozijom“ tržišta nekretnina u Crnoj Gori.)
MATCH@E:(At the end of 2001 began what we call the explosionof real estate market in Montenegro.===>Krajem 2001. godine započinje ono što nazivamo eksplozijom tržišta nekretnina u Crnoj Gori.)
MATCH@M:(In the period from 2004 to 2005, many foreign agencies, mostly from England and Ireland, started to work on the territory of Montenegro.===>U periodu od 2004. do 2005. godine, mnoge strane agencije, najviše iz Engleske i Irske, pocele su sa radom na teritoriji Crne Gore.)
MATCH@E:(In the period from 2004 to 2005, many foreign agencies, mostly from England and Ireland, started to work on the territory of Montenegro.===>U periodu od 2004. do 2005. godine, mnoge strane agencije, najviše iz Engleske i Irske, počele su sa radom na teritoriji Crne Gore.)
MATCH@M:(Foreign companies started a significant number of investments on the system “ready to rent”, especially in the cities on the coast.===>Strane kompanije zapocinju veliki broj investicija po sistemu “readž to rent”, narocito u gradovima na primorju.)
MATCH@E:(Foreign companies started a significant number of investments on the system ready to rent, especially in the cities on the coast.===>Strane kompanije započinju veliki broj investicija po sistemu ready to rent, naročito u gradovima na primorju.)
MATCH@M:(Along with the increase in the buyers’ interest, starts the increase in prices.===>Uporedo sa povecavanjem interesovanja kupaca, pocinje i rast cijena.)
MATCH@E:(Along with the increase in the buyers interest, starts the increase in prices.===>Uporedo sa povećavanjem interesovanja kupaca, počinje i rast cijena.)
MATCH@M:(During this period the average price of newly built flats in Montenegro amounted to 639 €/m (2004), i.e. 813 €/m (2005).===>U tom periodu prosjecna cijena stanova novogradnje u Crnoj Gori je iznosila 639 €/m2 (2004. godine), odnosno 813 €/m2 (2005. godine).)
MATCH@E:(During this period the average price of newly built flats in Montenegro amounted to 639 ¡/m2 (2004), i.e. 813 ¡/m2 (2005).===>U tom periodu prosječna cijena stanova novogradnje u Crnoj Gori je iznosila 639 ¡/m² (2004. godine), odnosno 813 ¡/m² (2005. godine).)
MATCH@M:(In the following period, the housing market in Montenegro was developing very dynamically, reaching its heyday in 2008.===>U narednom periodu, stambeno tržište u Crnoj Gori se razvijalo veoma dinamicno, dostižuci svoj vrhunac u 2008. godini.)
MATCH@E:(In the following period, the housing market in Montenegro was developing very dynamically, reaching its heyday in 2008.===>U narednom periodu, stambeno tržište u Crnoj Gori se razvijalo veoma dinamično, dostižući svoj vrhunac u 2008. godini.)
MATCH@M:(Movements on this market were particularly intense in Podgorica and the coastal region.===>Kretanja na tom tržištu su posebno bila intenzivna u Podgorici i na primorju.)
MATCH@E:(Movements on this market were particularly intense in Podgorica and the coastal region.===>Kretanja na tom tržištu su posebno bila intenzivna u Podgorici i na primorju.)
MATCH@M:(The reasons for the increase in real estate prices in the period of 2005-2007 were a large foreign demand, household income growth with the growth of housing approved loans, the decrease in interest rates and the growth of capital markets.===>Razlozi rasta cijena nekretnina u periodu 2005. - 2007. godine su bili velika inostrana tražnja, rast dohotka stanovništva uz rast odobrenih stambenih kredita, pad kamatnih stopa i rast tržišta kapitala.)
MATCH@E:(The reasons for the increase in real estate prices in the period of 2005-2007 were a large foreign demand, household income growth with the growth of housing approved loans, the decrease in interest rates and the growth of capital markets Š9Ë.===>Razlozi rasta cijena nekretnina u periodu 2005. - 2007. godine su bili velika inostrana tražnja, rast dohotka stanovništva uz rast odobrenih stambenih kredita, pad kamatnih stopa i rast tržišta kapitala Š9Ë.)
MATCH@M:(According to official statistics, the average price of newly built flats in Montenegro in 2008 rose by more than 40% in just two years amounting to 1,530 €/m (in 2006 it amounted to 1,087 €/m).===>Prema zvanicnim podacima statistike, prosjecna cijena novoizgradenih stanova u Crnoj Gori je u 2008. godini porasla za više od 40% u samo dvije godine i iznosila je 1.530 €/m2 (u 2006. godini je iznosila 1.087 €/m2).)
MATCH@E:(According to official statistics, the average price of newly built flats in Montenegro in 2008 rose by more than 40% in just two years amounting to 1,530 ¡/m2 (in 2006 it amounted to 1,087 ¡/m2) Š5Ë.===>Prema zvaničnim podacima statistike, prosječna cijena novoizgrađenih stanova u Crnoj Gori je u 2008. godini porasla za više od 40% u samo dvije godine i iznosila je 1.530 ¡/m² (u 2006. godini je iznosila 1.087 ¡/m²) Š3Ë .)
MATCH@M:(According to the analysis of the CBCG, the average square meter of living space in May 2008 in Podgorica was 1,738,3 €/m.===>Prema analizi CBCG, prosjecni kvadratni metar stambenog prostora u maju mjesecu 2008. godine u Podgorici je iznosio 1.738,3 €/m2.)
MATCH@E:(According to the analysis of the CBCG, the average square meter of living space in May 2008 in Podgorica was 1,738,3 ¡/m2 Š3Ë.===>Prema analizi CBCG, prosječni kvadratni metar stambenog prostora u maju mjesecu 2008. godine u Podgorici je iznosio 1.738,3 ¡/m².)
MATCH@M:(According to the same analysis, the average price per square meter of living space in Budva amounted to 3,036 €.===>Prema istoj analizi, prosjecna cijena metra kvadratnog stambenog prostora u Budvi je iznosila 3.036 €.)
MATCH@E:(According to the same analysis, the average price per square meter of living space in Budva amounted to 3,036 ¡.===>Prema istoj analizi, prosječna cijena metra kvadratnog stambenog prostora u Budvi je iznosila 3.036 ¡.)
MATCH@M:(The interest rate (nominal and effective active) on loans in the period in 2003 -2008 significantly declined, which contributed to the growth of approving of housing loans.===>Kamatna stopa (efektivna i nominalna aktivna) na kredite u periodu 2003. god. - 2008. god. je znacajno padala, što je uticalo na rast odobrenih stambenih kredita.)
MATCH@E:(The interest rate (nominal and effective active) on loans in the period in 2003 -2008 significantly declined, which contributed to the growth of approving of housing loans.===>Kamatna stopa (efektivna i nominalna aktivna) na kredite u periodu 2003. god. - 2008. god. je značajno padala, što je uticalo na rast odobrenih stambenih kredita.)
MATCH@M:(Thus, from January 2005 until June of 2008, it declined by 42.9% (from 13.8% to 9.23%).===>Tako je od januara mjeseca 2005. godine do juna mjeseca 2008. godine pala za 42,9% (sa 13,8% na 9,23%).)
MATCH@E:(Thus, from January 2005 until June of 2008, it declined by 42.9% (from 13.8% to 9.23%).===>Tako je od januara mjeseca 2005. godine do juna mjeseca 2008. godine pala za 42,9% (sa 13,8% na 9,23%).)
MATCH@M:(With the decrease in effective interest rates at the same time increased the number of approved mortgage loans and their share in the total household loans to individuals.===>Sa padom efektivnih kamatnih stopa istovremeno je rastao broj odobrenih stambenih kredita, kao i njihovo ucešce u ukupnim kreditima odobrenim stanovništvu.)
MATCH@E:(With the decrease in effective interest rates at the same time increased the number of approved mortgage loans and their share in the total household loans to individuals.===>Sa padom efektivnih kamatnih stopa istovremeno je rastao broj odobrenih stambenih kredita, kao i njihovo učešće u ukupnim kreditima odobrenim stanovništvu.)
MATCH@M:(Namely, since the third quarter of 2005 until the second quarter of 2008, the housing loans increased by 36.7 times, while in the same period, the total loans to individuals increased by 10.62 times.===>Naime, od treceg kvartala 2005. godine do drugog kvartala 2008. godine, stambeni krediti su porasli 36,7 puta, dok su u istom periodu ukupni krediti dati fizickim licima porasli 10,62 puta.)
MATCH@E:(Namely, since the third quarter of 2005 until the second quarter of 2008, the housing loans increased by 36.7 times, while in the same period, the total loans to individuals increased by 10.62 times.===>Naime, od trećeg kvartala 2005. godine do drugog kvartala 2008. godine, stambeni krediti su porasli 36,7 puta, dok su u istom periodu ukupni krediti dati fizičkim licima porasli 10,62 puta.)
MATCH@M:(Thus, the share of housing loans in the total loans approved to individuals increased from 7.25 % to 25.02% in the second quarter of 2008, i.e. from 13.36% to 41.46%, if under the item housing loans we refer also to the mortgage loans.===>Tako je ucešce stambenih kredita u ukupnim kreditima odobrenih fizickim licima sa 7,25 % poraslo na 25,02% u drugom kvartalu 2008. godine, odnosno sa 13,36% na 41,46%, ako pod stavkom stambenih kredita osim osnovnih stambenih kredita ubrojimo i hipotekarne kredite.)
MATCH@E:(Thus, the share of housing loans in the total loans approved to individuals increased from 7.25 % to 25.02% in the second quarter of 2008, i.e. from 13.36% to 41.46%, if under the item housing loans we refer also to the mortgage loans.===>Tako je učešće stambenih kredita u ukupnim kreditima odobrenih fizičkim licima sa 7,25 % poraslo na 25,02% u drugom kvartalu 2008. godine, odnosno sa 13,36% na 41,46%, ako pod stavkom stambenih kredita osim osnovnih stambenih kredita ubrojimo i hipotekarne kredite Š9Ë .)
MATCH@M:(Along with the development of the banking sector and the real estate market in this period there was a significant development of capital markets (as a significant factor of real estate development).===>Uporedo sa razvojem bankarskog sektora i tržišta nekretnina, u ovom periodu je došlo do znacajnog razvoja i tržišta kapitala (kao znacajnog faktora razvoja tržišta nekretnina).)
MATCH@E:(Š9Ë Along with the development of the banking sector and the real estate market in this period there was a significant development of capital markets (as a significant factor of real estate development).===>Uporedo sa razvojem bankarskog sektora i tržišta nekretnina, u ovom periodu je došlo do značajnog razvoja i tržišta kapitala (kao značajnog faktora razvoja tržišta nekretnina).)
MATCH@M:(The turnover on the capital market in 2007 compared to 2005 was 3.5 times higher.===>Promet ostvaren na tržištu kapitala u 2007. godini u odnosu na 2005. godinu bio je 3,5 puta veci.)
MATCH@E:(The turnover on the capital market in 2007 compared to 2005 was 3.5 times higher.===>Promet ostvaren na tržištu kapitala u 2007. godini u odnosu na 2005. godinu bio je 3,5 puta veći.)
MATCH@M:(Money from the sale of the property was invested in the purchase of securities on the capital market, so that the achieved high yields can be used as a good finance basis for the purchase or resale of new properties.===>Novac ostvaren prodajom na tržištu nekretnina je investiran u kupovinu hartija od vrijednosti na tržištu kapitala, da bi visoki prinosi ostvareni na njemu služili kao dobra finanasijska podloga za kupovinu novih nekretnina ili njihovu preprodaju.)
MATCH@E:(Money from the sale of the property was invested in the purchase of securities on the capital market, so that the achieved high yields can be used as a good finance basis for the purchase or resale of new properties.===>Novac ostvaren prodajom na tržištu nekretnina je investiran u kupovinu hartija od vrijednosti na tržištu kapitala, da bi visoki prinosi ostvareni na njemu služili kao dobra finanasijska podloga za kupovinu novih nekretnina ili njihovu preprodaju.)
MATCH@M:(In the first half of 2008, there was a significant decrease in investment in the capital market, which had an impact on the real estate market and prices.===>U prvoj polovini 2008. godine došlo je do znacajnog pada investicija na tržištu kapitala, što je imalo uticaja na tržište i cijene nekretnina.)
MATCH@E:(In the first half of 2008, there was a significant decrease in investment in the capital market, which had an impact on the real estate market and prices.===>U prvoj polovini 2008. godine došlo je do značajnog pada investicija na tržištu kapitala, što je imalo uticaja na tržište i cijene nekretnina.)
MATCH@M:(In the last two years, with the global financial crisis, the real estate market in Montenegro has experienced a ” fall“ in terms of the scope of realization and the level of selling prices.===>U posljednje dvije godine, sa globalnom finansijskom krizom, tržište nekretnina u Crnoj Gori je doživjelo „pad“ u smislu obima realizacije i nivoa prodajnih cijena.)
MATCH@E:(In the last two years, with the global financial crisis, the real estate market in Montenegro has experienced a fall in terms of the scope of realization and the level of selling prices.===>U posljednje dvije godine, sa globalnom finansijskom krizom, tržište nekretnina u Crnoj Gori je doživjelo pad u smislu obima realizacije i nivoa prodajnih cijena.)
MATCH@M:(However, it is obvious that most expected decrease in real estate prices missed.===>Ipak, ocigledno je da je najviše ocekivani pad cijena nekretnina izostao.)
MATCH@E:(However, it is obvious that most expected decrease in real estate prices missed.===>Ipak, očigledno je da je najviše očekivani pad cijena nekretnina izostao.)
MATCH@M:(Now, it is difficult to assess the level of the real estate market in Montenegro, because according to all sources of information, transactions are significantly reduced.===>U ovom momentu je teško procijeniti nivo tržišta nekretnina u Crnoj Gori jer su, po svim izvorima informacija, transakcije znacajno smanjene.)
MATCH@E:(Now, it is difficult to assess the level of the real estate market in Montenegro, because according to all sources of information, transactions are significantly reduced.===>U ovom momentu je teško procijeniti nivo tržišta nekretnina u Crnoj Gori jer su, po svim izvorima informacija, transakcije značajno smanjene.)
MATCH@M:(This kind of information and orientation can be provided by CEB’s project ”1.000+ flats“ launched at the end of the 2010 with the offer of affordable flats by the average prices below 1,000 €/m.===>Svojevrsnu informaciju i orijentir može da pruži CEB-ov projekat „1.000+ stanova“ pokrenut krajem 2010. godine sa ponudom pristupacnih stanova po prosjecnim cijenama ispod 1.000 €/m2.)
MATCH@E:(This kind of information and orientation can be provided by CEBs project 1.000+ flats launched at the end of the 2010 with the offer of affordable flats by the average prices below 1,000 ¡/m2.===>Svojevrsnu informaciju i orijentir može da pruži CEB-ov projekat 1.000+ stanova pokrenut krajem 2010. godine sa ponudom pristupačnih stanova po prosječnim cijenama ispod 1.000 ¡/m².)
MATCH@M:(The coefficient of availability of real estate, as the ratio of the average price per square meter and the average net wage in Montenegro (applied to newly constructed flats), and according to the latest data from 2010 amounts to 2.5.===>Koeficijenat dostupnosti nekretnina, kao odnos prosjecne cijene metra kvadratnog i prosjecne neto zarade u Crnoj Gori (primijenjen na novoizgradene stanove), a prema najnovijim podacima za 2010. godinu iznosi 2.5.)
MATCH@E:(Prices of newly built flats Š3Ë The coefficient of availability of real estate, as the ratio of the average price per square meter and the average net wage in Montenegro (applied to newly constructed flats), and according to the latest data from 2010 amounts to 2.5 Š10, 11Ë.===>Cijene stanova novogradnje Š3Ë Koeficijenat dostupnosti nekretnina, kao odnos prosječne cijene metra kvadratnog i prosječne neto zarade u Crnoj Gori (primijenjen na novoizgrađene stanove), a prema najnovijim podacima za 2010. godinu iznosi 2.5 Š10, 11Ë.)
MATCH@M:(In relation to data from 2008, the reduction of the ratio is about 56%, which is a result of decrease in flat prices and a slight increase in net wages.===>U odnosu na podatke iz 2008 godine, smanjenje koeficijenta iznosi oko 56%, što je posljedica pada cijene stanova i neznatnog rasta neto plata.)
MATCH@E:(In relation to data from 2008, the reduction of the ratio is about 56%, which is a result of decrease in flat prices and a slight increase in net wages.===>U odnosu na podatke iz 2008 godine, smanjenje koeficijenta iznosi oko 56%, što je posljedica pada cijene stanova i neznatnog rasta neto plata.)
MATCH@M:(A significant “fall” of the real estate market in Montenegro came, among the other things, because of the absence of mortgage financing from mother banks, which was almost stopped along with financial crisis.===>Na znacajan „pad“ tržišta nekretnina u Crnoj Gori došlo je, izmedu ostalog, i zbog izostajanja hipotekarnog fi-nansiranja od strane maticnih banaka, koje je gotovo prekinuto finansijskom krizom.)
MATCH@E:(A significant fall of the real estate market in Montenegro came, among the other things, because of the absence of mortgage financing from mother banks, which was almost stopped along with financial crisis.===>Na značajan pad tržišta nekretnina u Crnoj Gori došlo je, između ostalog, i zbog izostajanja hipotekarnog finansiranja od strane matičnih banaka, koje je gotovo prekinuto finansijskom krizom.)
MATCH@M:(The banking sector was very impaired by withdrawing of deposits in the amount of 400 mil € by local clients in the period of severe crisis.===>Bankarski sektor je bio veoma oslabljen povlacenjem 400 miliona € depozita lokalnih klijenata u periodu jake krize.)
MATCH@E:(The banking sector was very impaired by withdrawing of deposits in the amount of 400 mil ¡ by local clients in the period of severe crisis.===>Bankarski sektor je bio veoma oslabljen povlačenjem 400 miliona ¡ depozita lokalnih klijenata u periodu jake krize.)
MATCH@M:(In the meantime, the situation has improved in part.===>U meduvremenu, situacija se djelimicno poboljšala.)
MATCH@E:(In the meantime, the situation has improved in part.===>U međuvremenu, situacija se djelimično poboljšala.)
MATCH@M:(Commercial banks have started again with offers of long-term mortgage loans with a repayment period of 15 - 25 years, the interest rates of 10 to 13% and a required minimum of deposit of 20% of the loan amount.===>Komercijalne banke su ponovo ušle u ponudu dugorocnih hipotekarnih kredita, sa periodom otplate od 15 - 25 godina, kamatnom stopom od 10 do 13% i obaveznim depozitom od minimum 20% iznosa kredita.)
MATCH@E:(Commercial banks have started again with offers of long-term mortgage loans with a repayment period of 15 - 25 years, the interest rates of 10 to 13% and a required minimum of deposit of 20% of the loan amount.===>Komercijalne banke su ponovo ušle u ponudu dugoročnih hipotekarnih kredita, sa periodom otplate od 15 - 25 godina, kamatnom stopom od 10 do 13% i obaveznim depozitom od minimum 20% iznosa kredita.)
MATCH@M:(According to current laws, there are no special restrictions on the purchase of real estate in Montenegro.===>Po važecim zakonima, u Crnoj Gori ne postoje nikakve posebne restrikcije za kupovinu nekretnina u Crnoj Gori.)
MATCH@E:(According to current laws, there are no special restrictions on the purchase of real estate in Montenegro.===>Po važećim zakonima, u Crnoj Gori ne postoje nikakve posebne restrikcije za kupovinu nekretnina u Crnoj Gori.)
MATCH@M:(Every foreign buyer may become the owner of the property (houses, flats, estates) in Montenegro, in the same way as its nationals.===>Svaki inostrani kupac može postati vlasnik nekretnine (kuce, stana, imanja) u Crnoj Gori, na isti nacin kao i njeni gradani.)
MATCH@E:(Every foreign buyer may become the owner of the property (houses, flats, estates) in Montenegro, in the same way as its nationals.===>Svaki inostrani kupac može postati vlasnik nekretnine (kuće, stana, imanja) u Crnoj Gori, na isti način kao i njeni građani.)
MATCH@M:(The only difference in the process of purchasing the property between foreign and domestic buyers is in the purchase of land without buildings.===>Jedina razlika u procesu kupovine nekretnine, izmedu stranih i domacih kupaca, postoji u slucaju kupovine zemljišta bez izgradenih objekata.)
MATCH@E:(The only difference in the process of purchasing the property between foreign and domestic buyers is in the purchase of land without buildings.===>Jedina razlika u procesu kupovine nekretnine, između stranih i domaćih kupaca, postoji u slučaju kupovine zemljišta bez izgrađenih objekata.)
MATCH@M:(In the case of a foreign citizen, he is required to register the company, which becomes the owner of the land as long as a facility is not built on it.===>U slucaju stranog državljanina neophodno je registrovati kompaniju, koja postaje vlasnik zemlje dok se na njoj ne izgradi objekat.)
MATCH@E:(In the case of a foreign citizen, he is required to register the company, which becomes the owner of the land as long as a facility is not built on it.===>U slučaju stranog državljanina neophodno je registrovati kompaniju, koja postaje vlasnik zemlje dok se na njoj ne izgradi objekat.)
MATCH@M:(After that, the property can be transferred to the individual name, following simple instructions.===>Poslije toga, vlasništvo se može prenijeti na ime pojedinca, uz jednostavnu proceduru.)
MATCH@E:(After that, the property can be transferred to the individual name, following simple instructions.===>Poslije toga, vlasništvo se može prenijeti na ime pojedinca, uz jednostavnu proceduru.)
MATCH@M:(According to unofficial estimates, foreigners own more than 1,5 mil m of real estate in Montenegro (of which most of the coast), which is about 10% of residential property.===>Prema nezvanicnim procjenama, stranci posjeduju više od 1,5 miliona m2 nekretnina u Crnoj Gori (od cega najveci dio na primorju), što je oko 10% ukupne stambene svojine.)
MATCH@E:(According to unofficial estimates, foreigners own more than 1,5 mil m2 of real estate in Montenegro (of which most of the coast), which is about 10% of residential property.===>Prema nezvaničnim procjenama, stranci posjeduju više od 1,5 miliona m² nekretnina u Crnoj Gori (od čega najveći dio na primorju), što je oko 10% ukupne stambene svojine.)
MATCH@M:(In addition, more than 20 thousand hectares of land is also owned by foreigners, which is about 1.5% of the territory of Montenegro.===>Pored toga, više od 20 hiljada hektara zemlje takode posjeduju stranci, što je oko 1,5% teritorije Crne Gore.)
MATCH@E:(In addition, more than 20 thousand hectares of land is also owned by foreigners, which is about 1.5% of the territory of Montenegro.===>Pored toga, više od 20 hiljada hektara zemlje takođe posjeduju stranci, što je oko 1,5% teritorije Crne Gore.)
MATCH@M:(The growth rate of real estate sales to non-residents during the period 2004-2008 amounted to 104.4% (2004), 547.16% (2005), 382.05% (2006) and 51.27% (2007).===>Stopa rasta prodaje nekretnina nerezidentima je u periodu 2004 - 2008. godine iznosila 104,4% (2004. godine), 547,16% (2005. godine), 382,05% (2006. godine) i 51,27% (2007. godine).)
MATCH@E:(The growth rate of real estate sales to non-residents during the period 2004-2008 amounted to 104.4% (2004), 547.16% (2005), 382.05% (2006) and 51.27% (2007).===>Stopa rasta prodaje nekretnina nerezidentima je u periodu 2004 - 2008. godine iznosila 104,4% (2004. godine), 547,16% (2005. godine), 382,05% (2006. godine) i 51,27% (2007. godine).)
MATCH@M:(The heyday of real estate purchases by non-residents in Montenegro was recorded in 2007 when the turnover of real estate in Montenegro by non-residents amounted to €514,357,000.98, after which starts a reduction in the net inflow of foreign direct investment in real estate.===>Vrhunac kupovine nekretnina od strane nerezidenata u Crnoj Gori je zabilježen u 2007. godini, kada je ostvareni promet nepokretnosti u Crnoj Gori od strane nerezidenata iznosio 514.357.000,98 €, poslije cega dolazi do smanjenja neto priliva stranih direktnih investicija u nekretnine.)
MATCH@E:(The heyday of real estate purchases by non-residents in Montenegro was recorded in 2007 when the turnover of real estate in Montenegro by non-residents amounted to ¡514,357,000.98, after which starts a reduction in the net inflow of foreign direct investment in real estate.===>Vrhunac kupovine nekretnina od strane nerezidenata u Crnoj Gori je zabilježen u 2007. godini, kada je ostvareni promet nepokretnosti u Crnoj Gori od strane nerezidenata iznosio 514.357.000,98 ¡, poslije čega dolazi do smanjenja neto priliva stranih direktnih investicija u nekretnine.)
MATCH@M:(One of the most important factors on the real estate market is the amount of taxes on real estate sales and taxes on real estate ownership.===>Jedan od veoma važnih faktora kretanja na tržištu nekretnina je i visina poreza na promet nepokretnosti i poreza na posjedovanje nepokretnosti.)
MATCH@E:(One of the most important factors on the real estate market is the amount of taxes on real estate sales and taxes on real estate ownership.===>Jedan od veoma važnih faktora kretanja na tržištu nekretnina je i visina poreza na promet nepokretnosti i poreza na posjedovanje nepokretnosti.)
MATCH@M:(In comparison with the environment, we can conclude that the tax rate on real estate in Montenegro is still liberal (3%), and that is not a limiting factor in the real estate market development.===>U poredenju sa okruženjem, možemo zakljuciti da je poreska stopa na promet nepokretnosti u Crnoj Gori i dalje liberalna (3%), te da nije ogranicavajuci faktor ravoja tržišta nekretnina.)
MATCH@E:(In comparison with the environment, we can conclude that the tax rate on real estate in Montenegro is still liberal (3%), and that is not a limiting factor in the real estate market development.===>U poređenju sa okruženjem, možemo zaključiti da je poreska stopa na promet nepokretnosti u Crnoj Gori i dalje liberalna (3%), te da nije ograničavajući faktor ravoja tržišta nekretnina.)
MATCH@M:(Tax on the real estate in Montenegro is determined by local government, to whom belongs the whole income tax (which is provided with a high degree of fiscal decentralization).===>Porez na nepokretnosti u Crnoj Gori odreduju lokalne samouprave, kojima u cjelosti pripada prihod od poreza (cime je obezbijeden visok stepen fiskalne decentralizacije).)
MATCH@E:(Tax on the real estate in Montenegro is determined by local government, to whom belongs the whole income tax (which is provided with a high degree of fiscal decentralization).===>Porez na nepokretnosti u Crnoj Gori određuju lokalne samouprave, kojima u cjelosti pripada prihod od poreza (čime je obezbijeđen visok stepen fiskalne decentralizacije).)
MATCH@M:(The tax rate is proportional and the local government decides the cost of taxes based on the type of real estate, but shall not be less than 0.10%, or higher than 1.00% of the market value of real estate, while there are no special rates for non-residents.===>Stopa poreza je proporcionalna i lokalna samouprava odlucuje koliki ce porez biti na osnovu vrste nepokretnosti, ali ne smije biti manja od 0,10%, niti veca od 1,00% tržišne vrijednosti nepokretnosti, pri cemu nijesu odredene posebne stope za nerezidente.)
MATCH@E:(The tax rate is proportional and the local government decides the cost of taxes based on the type of real estate, but shall not be less than 0.10%, or higher than 1.00% of the market value of real estate, while there are no special rates for non-residents.===>Stopa poreza je proporcionalna i lokalna samouprava odlučuje koliki će porez biti na osnovu vrste nepokretnosti, ali ne smije biti manja od 0,10%, niti veća od 1,00% tržišne vrijednosti nepokretnosti, pri čemu nijesu određene posebne stope za nerezidente.)
MATCH@M:(Since the real estate market is by its nature very unpredictable, and time series on the movement of the market in Montenegro do not exist, except for statistical monitoring of prices of newly built flats (on semi-annual basis), more accurate projections of future trends in this market cannot be given.===>S obzirom da je tržište nekretnina po svojoj prirodi vrlo nepredvidivo, a vremenske serije o kretanju ovog tržišta u Crnoj Gori ne postoje, izuzev statistickog pracenja cijena stanova novogradnje (na polugodišnjoj osnovi), preciznije projekcije o buducim kretanjima na ovom tržištu nije moguce dati.)
MATCH@E:(Since the real estate market is by its nature very unpredictable, and time series on the movement of the market in Montenegro do not exist, except for statistical monitoring of prices of newly built flats (on semi-annual basis), more accurate projections of future trends in this market cannot be given.===>S obzirom da je tržište nekretnina po svojoj prirodi vrlo nepredvidivo, a vremenske serije o kretanju ovog tržišta u Crnoj Gori ne postoje, izuzev statističkog praćenja cijena stanova novogradnje (na polugodišnjoj osnovi), preciznije projekcije o budućim kretanjima na ovom tržištu nije moguće dati.)
MATCH@M:(According to some unofficial estimates, in the next short-term period there can still be expected a stagnation on the real estate market.===>Prema nekim nezvanicnim procjenama, u narednom kracem periodu se i dalje može ocekivati stagnacija na tržištu nekretnina.)
MATCH@E:(According to some unofficial estimates, in the next short-term period there can still be expected a stagnation on the real estate market.===>Prema nekim nezvaničnim procjenama, u narednom kraćem periodu se i dalje može očekivati stagnacija na tržištu nekretnina.)
MATCH@M:(In addition, no significant price correction should be expected because of the famous impact of the so-called Histeryzis effects (rigidity in the downward price movement).===>Takode, ne treba ocekivati znacajniju korekciju cijena zbog poznatog djelovanja tzv. Histerezis efekta (rigidnost u kretanju cijena naniže).)
MATCH@E:(In addition, no significant price correction should be expected because of the famous impact of the so-called Histeryzis effects (rigidity in the downward price movement).===>Takođe, ne treba očekivati značajniju korekciju cijena zbog poznatog djelovanja tzv. Histerezis efekta (rigidnost u kretanju cijena naniže).)
MATCH@M:(This is all the more so because the expected price decrease did not occur even after the first and strongest effects of two decisive factors for the market in Montenegro: the decline in demand of residents for real estate and appearance of the global financial crisis.===>Ovo utoliko prije što se ocekivani pad cijena nije desio ni poslije prvog i najjaceg dejstva dva opredjeljujuca faktora za tržište u Crnoj Gori: pad tražnje nerezidenata za nekretninama i pojava globalne finansijske krize.)
MATCH@E:(This is all the more so because the expected price decrease did not occur even after the first and strongest effects of two decisive factors for the market in Montenegro: the decline in demand of residents for real estate and appearance of the global financial crisis.===>Ovo utoliko prije što se očekivani pad cijena nije desio ni poslije prvog i najjačeg dejstva dva opredjeljujuća faktora za tržište u Crnoj Gori: ~~~ pad tražnje nerezidenata za nekretninama i pojava globalne finansijske krize. 6.)
MATCH@M:(The housing fund of Montenegro, by its structure and quality represents, on the one side, a significant economic factor, as immovable property of great value and durability, which through the creation of better conditions of life contributes to the increase in labor productivity and the overall economic development.===>Stambeni fond Crne Gore, po svojoj strukturi i kvalitetu predstavlja, sa jedne strane, znacajan ekonomski faktor, kao nepokretno dobro velike vrijednosti i trajnosti, koje kroz stvaranje boljih uslova života utice i na povecanje proizvodnosti rada, odnosno na ukupni privredni razvoj.)
MATCH@E:(6. ~~~ Conclusion The housing fund of Montenegro, by its structure and quality represents, on the one side, a significant economic factor, as immovable property of great value and durability, which through the creation of better conditions of life contributes to the increase in labor productivity and the overall economic development.===>Zaključak Stambeni fond Crne Gore, po svojoj strukturi i kvalitetu predstavlja, sa jedne strane, značajan ekonomski faktor, kao nepokretno dobro velike vrijednosti i trajnosti, koje kroz stvaranje boljih uslova života utiče i na povećanje proizvodnosti rada, odnosno na ukupni privredni razvoj.)
MATCH@M:(On the other side, the developed real estate market encourages the construction of flats, improving of the housing fund and thus affects the production and employment.===>Sa druge strane, razvijeno tržište nekretnina podstice izgradnju stanova, unapredenje stambenog fonda i na taj nacin utice na proizvodnju i zapošljavanje.)
MATCH@E:(On the other side, the developed real estate market encourages the construction of flats, improving of the housing fund and thus affects the production and employment.===>Sa druge strane, razvijeno tržište nekretnina podstiče izgradnju stanova, unapređenje stambenog fonda i na taj način utiče na proizvodnju i zapošljavanje.)
MATCH@M:(The basic characteristics of the housing fund in Montenegro are mainly privately owned, relatively small average areas (around 66 m), relatively uniform presence of all sizes of flats and the average age about 30 years.===>Osnovne karakteristike stambenog fonda Crne Gore su pretežno privatno vlasništvo, relativno male prosjecne površine (oko 66 m2), realtivno ujednacena zastupljenost svih velicina stanova i prosjecna starost oko 30 godina.)
MATCH@E:(The basic characteristics of the housing fund in Montenegro are mainly privately owned, relatively small average areas (around 66 m2), relatively uniform presence of all sizes of flats and the average age about 30 years.===>Osnovne karakteristike stambenog fonda Crne Gore su pretežno privatno vlasništvo, relativno male prosječne površine (oko 66 m²), realtivno ujednačena zastupljenost svih veličina stanova i prosječna starost oko 30 godina.)
MATCH@M:(In addition, from the ratio between the number of households and the number of flats it can be seen that the total number of flats per household increased from 1.4 according to the census from 2003, to 1.6 flats/households according to preliminary data from census from 2011, which to some extent indicates the inconsistent distribution by the certain categories of population.===>Osim toga, iz odnosa broja domacinstava i broja stanova vidi se da je broj ukupnih stanova po domacinstvu porastao sa 1,4 prema popisu iz 2003. godine, na 1,6 stanova/domacinstvu prema preliminarnim podacima popisa iz 2011. godine, što u odredenoj mjeri ukazuje i na neujednacenu raspodjelu po pojedinim kategorijama stanovništva.)
MATCH@E:(In addition, from the ratio between the number of households and the number of flats it can be seen that the total number of flats per household in creased from 1.4 according to the census from 2003, to 1.6 flats/households according to preliminary data from census from 2011, which to some extent indicates the inconsistent distribution by the certain categories of population.===>Osim toga, iz odnosa broja domaćinstava i broja stanova vidi se da je broj ukupnih stanova po domaćinstvu porastao sa 1,4 prema popisu iz 2003. godine, na 1,6 stanova/domaćinstvu prema preliminarnim podacima popisa iz 2011. godine, što u određenoj mjeri ukazuje i na neujednačenu raspodjelu po pojedinim kategorijama stanovništva.)
MATCH@M:(The interest in the real estate market in Montenegro in the past has led to significant investments in the housing construction and stimulating effects on the development of this economic activity through the establishment of many businesses in the construction sector.===>Interesovanje za tržište nekretnina u Crnoj Gori u prethodnom periodu je dovelo do znacajnijeg ulaganja u izgradnju stanova i podsticajno djelovalo na razvoj ove privredne djelatnosti kroz osnivanje brojnih privrednih subjekata u oblasti gradevinarstva.)
MATCH@E:(The interest in the real estate market in Montenegro in the past has led to significant investments in the housing construction and stimulating effects on the development of this economic activity through the establishment of many businesses in the construction sector.===>Interesovanje za tržište nekretnina u Crnoj Gori u prethodnom periodu je dovelo do značajnijeg ulaganja u izgradnju stanova i podsticajno djelovalo na razvoj ove privredne djelatnosti kroz osnivanje brojnih privrednih subjekata u oblasti građevinarstva.)
MATCH@M:(In order to respond promptly to the increase in demand and achieve higher profit, thanks to high market prices of housing, particularly in attractive areas and locations, there has been an intensive development of construction companies.===>U želji da se što prije odgovori na povecanje tražnje i ostvari što veci profit, zahvaljujuci visokim tržišnim cijenama stambenog prostora, narocito na atraktivnim podrucjima i lokacijama, došlo je do intezivnog razvoja gradevinskih privrednih subjekata.)
MATCH@E:(In order to respond promptly to the increase in demand and achieve higher profit, thanks to high market prices of housing, particularly in attractive areas and locations, there has been an intensive development of construction companies.===>U želji da se što prije odgovori na povećanje tražnje i ostvari što veći profit, zahvaljujući visokim tržišnim cijenama stambenog prostora, naročito na atraktivnim područjima i lokacijama, došlo je do intezivnog razvoja građevinskih privrednih subjekata.)
MATCH@M:(Improvement and development of the housing market aims, other than settling the basic housing needs, at creating opportunities for stirring the development of specific forms of tourism.===>Unapredenje i razvoj stambenog tržišta, ima za cilj, osim podmirenja osnovnih stambenih potreba i stvaranje mogucnosti za podsticanje razvoja specificnih oblika turizma.)
MATCH@E:(Improvement and development of the housing market aims, other than settling the basic housing needs, at creating opportunities for stirring the development of specific forms of tourism.===>Unapređenje i razvoj stambenog tržišta, ima za cilj, osim podmirenja osnovnih stambenih potreba i stvaranje mogućnosti za podsticanje razvoja specifičnih oblika turizma.)
MATCH@M:(Satisfying both of these goals is impossible without analyzing and defining the strategic directions in the field of the social housing policy, on one side, and strategic directions to improve residential real estate market, on the other.===>Zadovoljenje oba navedena cilja nije moguce bez analize i definisanja strateških pravaca u oblasti socijalne stambene politike, sa jedne strane, i strateških pravaca unapredenja tržišta rezidencijalnih nekretnina, sa druge strane.)
MATCH@E:(Satisfying both of these goals is impossible without analyzing and defining the strategic directions in the field of the social housing policy, on one side, and strategic directions to improve residential real estate market, on the other.===>Zadovoljenje oba navedena cilja nije moguće bez analize i definisanja strateških pravaca u oblasti socijalne stambene politike, sa jedne strane, i strateških pravaca unapređenja tržišta rezidencijalnih nekretnina, sa druge strane.)
MATCH@M:(Towards the end of 2010 Montenegro has made steps in this direction creating a comprehensive National housing strategy of Montenegro and Research studies for residential real estate market.===>Crna Gora je u tom pravcu krajem 2010. godine pristupila izradi Nacionalne stambene strategije Crne Gore i Istraživacke studije za tržište rezidencijalnih nekretnina.)
MATCH@E:(Towards the end of 2010 Montenegro has made steps in this direction creating a comprehensive National housing strategy of Montenegro and Research studies for residential real estate market.===>Crna Gora je u tom pravcu krajem 2010. godine pristupila izradi Nacionalne stambene strategije Crne Gore i Istraživačke studije za tržište rezidencijalnih nekretnina.)
MATCH@M:(The National housing strategy established a vision of the housing sector, which includes a sustainable housing sector, which will, on the developed housing market, allow everyone to get a quality flat appropriate to their own economic power, and for the most endangered to provide an appropriate mechanism for assistance.===>Nacionalnom stambenim strategijom je utvrdena vizija stambenog sektora koja podrazumijeva održiv stambeni sektor, koji ce na razvijenom stambenom tržištu omoguciti svima da dodu do kvalitetnog stana primjerenog njihovoj sopstvenoj ekonomskoj moci, a za najugroženije obezbijediti odgovarajuce mehanizme po-moci.)
MATCH@E:(The National housing strategy established a vision of the housing sector, which includes a sustainable housing sector, which will, on the developed housing market, al low everyone to get a quality flat appropriate to their own economic power, and for the most endangered to provide an appropriate mechanism for assistance.===>Nacionalnom stambenim strategijom je utvrđena vizija stambenog sektora koja podrazumijeva održiv stambeni sektor, koji će na razvijenom stambenom tržištu omogućiti svima da dođu do kvalitetnog stana prim jerenog njihovoj sopstvenoj ekonomskoj moći, a za najugroženije obezbijediti odgovarajuće mehanizme pomoći.)
MATCH@M:(Companies are defined as the meeting places of many interest groups whose goals are often opposed.===>Kompanije se definisu kao steciste brojnih interesnih grupa ciji su ciljevi cesto suprostavljeni.)
MATCH@E:(Companies are defined as the meeting places of many interest groups whose goals are often opposed.===>Kompanije se definišu kao stecište brojnih interesnih grupa čiji su ciljevi često suprostavljeni.)
MATCH@M:(The two main groups, focusing on the banking sector, are shareholders who demand high yields and creditors who are primarily guided by the principle of safety and preservation of the deposit.===>Dve osnovne grupe, fokusirajuci se na hankarski sektor, jesu akcionari koji zahtevaju visoke prinose, i s druge strane poverioci koji su pre svega vodjeni principom sigurnosti i ocuvanjem depozita.)
MATCH@E:(The two main groups, focusing on the banking sector, are shareholders who demand high yields and creditors who are primarily guided by the principle of safety and preservation of the deposit.===>Dve osnovne grupe, fokusirajući se na bankarski sektor, jesu akcionari koji zahtevaju visoke prinose, i s druge strane poverioci koji su pre svega vodjeni principom sigurnosti i očuvanjem depozita.)
MATCH@M:(Their interests, goals and motives require from management quick, agile and flexible planning and control of business performance.===>Njihovi interesi, ciljevi i motivi stavljanju pred menadžment zahteve za hrzo, agilno i fleksibilno planiranje i kontrolu poslovnih performansi.)
MATCH@E:(Their interests, goals and motives require from management quick, agile and flexible planning and control of business performance.===>Njihovi interesi, ciljevi i motivi stavljanju pred menadžment zahteve za brzo, agilno i fleksibilno planiranje i kontrolu poslovnih performansi.)
MATCH@M:(To adequately manage the financial performance of banks it is important to identify the appropriate system of financial planning and control, and establish an information system developed with a detailed accounting subsystem.===>Za adekvatno upravljanje finansijskim performansama hanke važno je identifikovati sistem poslovnih performansi i uspostaviti informacioni sistem sa detaljno razvijenim racunovodstvenim podsistemom.)
MATCH@E:(To adequately manage the financial performance of banks it is important to identify the appropriate system of financial planning and control, and establish an information system developed with a detailed accounting subsystem.===>Za adekvatno upravljanje finansijskim performansama banke važno je identifikovati sistem poslovnih performansi i uspostaviti informacioni sistem sa detaljno razvijenim računovodstvenim podsistemom.)
MATCH@M:(There are increasing demands of various stakeholders in the accounting sense of a number of accounting reports and accounting information, as well as their frequency.===>Zahtevi razlicitih interesnih grupa prema racunovodstvu se povecavaju, u smislu sve veceg hroja racunovodstvenih izvestaja i racunovodstvenih informacija, kao i njihove ucestalosti.)
MATCH@E:(There are increasing demands of various stakeholders in the accounting sense of a number of accounting reports and accounting information, as well as their frequency.===>Zahtevi različitih interesnih grupa prema računovodstvu se povećavaju, u smislu sve većeg broja računovodstvenih izveštaja i računovodstvenih informacija, kao i njihove učestalosti.)
MATCH@M:(The accounting information system is the starting point for planning and control the processes in banks.===>Racunovodstveni sistem informisanja je ishodiste za procese planiranja i kontrole u bankama. 1.	Uvod)
MATCH@E:(The accounting information system is the starting point for planning and control the processes in banks.===>Računovodstveni sistem informisanja je ishodište za procese planiranja i kontrole u bankama. 1.)
MATCH@M:(Namely, the control is a function that ensures, on the basis of appropriate analyses and information, that the business of a bank institution be conducted consistent to the plan of the set goals and tasks.===>Naime, kontrola je funkcija koja osigurava, a na osnovu odgovarajucih analiza i informacija, da se poslovanje bankarskog preduzeca sprovodi u skladu s planom postavljenih ciljeva i zadataka.)
MATCH@E:(Namely, the control is a function that ensures, on the basis of appropriate analyses and information, that the business of a bank institution be conducted consistent to the plan of the set goals and tasks.===>Naime, kontrola je funkcija koja osigurava, a na osnovu odgovarajućih analiza i informacija, da se poslovanje bankarskog preduzeća sprovodi u skladu s planom postavljenih ciljeva i zadataka.)
MATCH@M:(The focus in the process of collecting and preparation of leading relevant information is on the integration and coordination of all the sections of the business system of the bank towards achieving the major goals of the overall system of the company.===>Putem obuhvatanja i pripremanja vodecih relevantnih informacija, težište je na integraciji i koordinaciji svih delova poslovnog sistema bankarskog preduzeca ka glavnim ciljevima celokupnog sistema preduzeca.)
MATCH@E:(The focus in the process of collecting and preparation of leading relevant information is on the integration and coordination of all the sections of the business system of the bank towards achieving the major goals of the overall system of the company.===>Putem obuhvatanja i pripremanja vodećih relevantnih informacija, težište je na integraciji i koordinaciji svih delova poslovnog sistema bankarskog preduzeća ka glavnim ciljevima celokupnog sistema preduzeća.)
MATCH@M:(Of predominant role for a quality financial decision making is a system development of accounting as an information centre for the overall banking financial business operations, linking planned tasks with the information system and leading a target-oriented company.===>Za donošenje kvalitetnih finansijskih odluka od primarnog je znacaja sistematski razvoj racunovodstva kao informacionog centra za ukupno finansijsko poslovanje banaka, povezivanje planskih zadataka sa informacionom sistemom i vodjenje ciljno orjentisanog preduzeca.)
MATCH@E:(Of predominant role for a quality financial decision making is a system development of accounting as an information centre for the overall banking financial business operations, linking planned tasks with the information system and leading a target-oriented company.===>Za donošenje kvalitetnih finansijskih odluka od primarnog je značaja sistematski razvoj računovodstva kao informacionog centra za ukupno finansijsko poslovanje banaka, povezivanje planskih zadataka sa informacionom sistemom i vodjenje ciljno orjentisanog preduzeća.)
MATCH@M:(Control is not exclusively a registrator, but also a navigator and innovator of the bank’s activities.===>Kontrola nije iskljucivo registrator vec i navigator i inovator aktivnosti banke.)
MATCH@E:(Control is not exclusively a registrator, but also a navigator and innovator of the banks activities.===>Kontrola nije isključivo registrator već i navigator i inovator aktivnosti banke.)
MATCH@M:(As regards their contents, accounting reports, i.e., information are prepared in such a manner that they should serve as basis for decision making.===>Racunovodstveni izveštaji tj. informacije sadržinski su pripremljene kao osnova za donošenje odluka,)
MATCH@E:(As regards their contents, accounting reports, i.e., information are prepared in such a manner that they should serve as basis for decision making. ~~~ Their users are management and decision-making bodies.===>Računovodstveni izveštaji tj. informacije sadržinski su pripremljene kao osnova za donošenje odluka, odnosno njihovi korisnici su nosioci organi upravljanja i odlučivanja.)
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BAD_LINE_M:As regards their contents, accounting reports, i.e., information are prepared in such a manner that they should serve as basis for decision making.
BAD_LINE_M:Racunovodstveni izveštaji tj. informacije sadržinski su pripremljene kao osnova za donošenje odluka,
BAD_LINE_E:As regards their contents, accounting reports, i.e., information are prepared in such a manner that they should serve as basis for decision making. ~~~ Their users are management and decision-making bodies.
BAD_LINE_E:Računovodstveni izveštaji tj. informacije sadržinski su pripremljene kao osnova za donošenje odluka, odnosno njihovi korisnici su nosioci organi upravljanja i odlučivanja.
MATCH@M:(The contents of accounting information is functionally dependent on the object it refers to, on the time aspect and on the management body.===>Sadržina racunovodstvenih informacija je u funkcionalnoj zavisnosti od objekata na koje se odnosi, od vremenskog aspekta i od nosilaca organa upravljanja.)
MATCH@E:(The contents of accounting information is functionally dependent on the object it refers to, on the time aspect and on the management body.===>Sadržina računovodstvenih informacija je u funkcionalnoj zavisnosti od objekata na koje se odnosi, od vremenskog aspekta i od nosilaca organa upravljanja.)
MATCH@M:(Namely, information differs in view of what it informs on, and when, how and to whom it is directed.===>Naime, informacije se razlikuju u zavisnosti od toga o cemu informišu, kako, kada i kome se upucuju.)
MATCH@E:(Namely, information differs in view of what it informs on, and when, how and to whom it is directed.===>Naime, informacije se razlikuju u zavisnosti od toga o čemu informišu, kako, kada i kome se upućuju.)
MATCH@M:(Thus information can be classed as: information as basis for action in performance and as performance control, strategic and operational accounting information for the needs of planning, information as basis for managerial and business decision making on the operations and business of the bank, etc.===>Prema tome, razlikuju se: informacije kao osnova akcije za izvodjenje i kao kontrola izvodjenja, strateške i operativne racunovodstvene informacije za potrebe planiranja, informacije kao osnova upravljackog i poslovnog odlucivanja o radu i poslovanju banke i sl.)
MATCH@E:(Thus information can be classed as: information as basis for action in performance and as performance control, strategic and operational accounting information for the needs of planning, information as basis for managerial and business decision making on the operations and business of the bank, etc.===>Prema tome, razlikuju se: informacije kao osnova akcije za izvodjenje i kao kontrola izvodjenja, strateške i operativne računovodstvene informacije za potrebe planiranja, informacije kao osnova upravljačkog i poslovnog odlučivanja o radu i poslovanju banke i sl.)
MATCH@M:(In modern market business conditions, competitiveness means a fast and efficient response to the market demands, a profitability and solvency projection and, accordingly, making adequate decisions promptly, which is impossible without a modern information technology implementation.===>Konkurentnost u savre-menim tržišnim uslovima privredjivanja podrazume-va brzo i efikasno reagovanje na zahteve tržišta, projekciju rentabilnosti, likvidnosti i u tom smislu brzo donošenje adekvatnih odluka, što je nezamislivo bez primene savremene informaticke tehnologije.)
MATCH@E:(Š1Ë In modern market business conditions, competitiveness means a fast and efficient response to the market demands, a profitability and solvency projection and, accordingly, making adequate decisions promptly, which is impossible without a modern information technology implementation.===>Š1Ë Konkurentnost u savremenim tržišnim uslovima privredjivanja podrazumeva brzo i efikasno reagovanje na zahteve tržišta, projekciju rentabilnosti, likvidnosti i u tom smislu brzo donošenje adekvatnih odluka, što je nezamislivo bez primene savremene informaticke tehnologije.)
MATCH@M:(The role of information technology is no longer to only create and communicate as much and as high a quality information as possible, but ot improve the managers’ knowledge of business events through analysis, interpretation and explanation, all in order that strategic competitive advantage of the bank should be achieved.===>Uloga informacione tehnologije više nije samo da stvori i prenese što brojnije i kvalitetnije informacije, vec da poboljša znanje menadžera o poslovnim dogadjaji-ma putem analize, tumacenja i objašnjenja, radi stvaranja strateške prednosti banke u odnosu na svoje konkurente.)
MATCH@E:(The role of information technology is no longer to only create and communicate as much and as high a quality information as possible, but ot improve the managers knowledge of business events through analysis, interpretation and explanation, all in order that strategic competitive advantage of the bank should be achieved.===>Uloga informacione tehnologije više nije samo da stvori i prenese što brojnije i kvalitetnije informacije, već da poboljša znanje menadžera o poslovnim dogadjajima putem analize, tumačenja i objašnjenja, radi stvaranja strateške prednosti banke u odnosu na svoje konkurente. 2.)
MATCH@M:(Every decision can be good only as far as its information basis is good, hence the quality of decisions in bank management depends on the extent to which the basis of decision making can be optimized.===>S obzirom na to svaka odluka može da bude samo toliko dobra koliko i njena informaciona osnova, kvali-tet odluka bankarskog menadžmenta takodje zavisi od toga u kojoj meri se uspešno mogu optimizirati osnove odlucivanja.)
MATCH@E:(2. ~~~ Accounting as information system Every decision can be good only as far as its information basis is good, hence the quality of decisions in bank management depends on the extent to which the basis of decision making can be optimized.===>Računovodstvo kao sistem informisanja S obzirom na to svaka odluka može da bude samo toliko dobra koliko i njena informaciona osnova, kvalitet odluka bankarskog menadžmenta takodje zavisi od toga u kojoj meri se uspešno mogu optimizirati osnove odlučivanja.)
MATCH@M:(Thus information becomes a strategic resource of management.===>Informacije tako postaju strategijski resurs menadžmenta.)
MATCH@E:(Thus information becomes a strategic resource of management.===>Informacije tako postaju strategijski resurs menadžmenta.)
MATCH@M:(Besides, the information system serves primarily to collect, store and distribute relevant information.===>Pri tome, informacioni sistem treba da služi, pre svega, obuhvatanju, cuvanju i distribuciji relevantnih informacija.)
MATCH@E:(Besides, the information system serves primarily to collect, store and distribute relevant information.===>Pri tome, informacioni sistem treba da služi, pre svega, obuhvatanju, čuvanju i distribuciji relevantnih informacija.)
MATCH@M:(In other words, the information system is expected to ensure that right information is always available in the right place and in the right time.===>Drugim recima, od informacionog sistema se ocekuje da omoguci da prave informacije stoje na raspolaganju na pravom mestu i u pravo vreme.)
MATCH@E:(In other words, the information system is expected to ensure that right information is always available in the right place and in the right time.===>Drugim rečima, od informacionog sistema se očekuje da omogući da prave informacije stoje na raspolaganju na pravom mestu i u pravo vreme.)
MATCH@M:(An adequate management-information system basically consists of two interrelated components: accounting and reporting.===>Adekvatan upravljacko-infor-macioni sistem u osnovi cine dva povezana dela: racunovodstvo i izveštavanje.)
MATCH@E:(An adequate management-information system basically consists of two interrelated components: accounting and reporting Š1Ë Š2Ë Š7Ë.===>Adekvatan upravljačko-informacioni sistem u osnovi čine dva povezana dela: računovodstvo i izveštavanje Š1Ë Š2Ë Š7Ë.)
MATCH@M:(A constant challenge faced by managers, consultants and researchers is how to bring functional activity into accord with discipline and to simultaneously support the corporate strategy.===>Trajni izazov sa kojim se suocavaju menadžeri, kon-sultanti i istraživaci je kako da se uskladi funkcionalna aktivnost i disciplina jedna sa drugom i istovremeno da podrška korporativnoj strategiji.)
MATCH@E:(A constant challenge faced by managers, consultants and researchers is how to bring functional activity into accord with discipline and to simultaneously support the corporate strategy.===>Trajni izazov sa kojim se suočavaju menadžeri, konsultanti i istraživači je kako da se uskladi funkcionalna aktivnost i disciplina jedna sa drugom i istovremeno dâ podrška korporativnoj strategiji.)
MATCH@M:(One difficulty in harmonizing strategy and management accounting, including management control and performance measurement, refers not only to the dynamic nature in different strategic contexts but also to dissemination of different aspects of strategy among both academics and practitioners.===>Deo težine uskladivanja strategije i upravljackog racunovodstva, ukljucujuci i kontrolu upravljanja i merenja performansi odnosi se ne samo na dinamicnu prirodu u razlicitim kontekstima strategije vec i na širenje razlicitih pogleda strategije i kod akademika i prakticara.)
MATCH@E:(One difficulty in harmonizing strategy and management accounting, including management control and performance measurement, refers not only to the dynamic nature in different strategic contexts but also to dissemination of different aspects of strategy among both academics and practitioners.===>Deo težine usklađivanja strategije i upravljačkog računovodstva, uključujući i kontrolu upravljanja i merenja performansi odnosi se ne samo na dinamičnu prirodu u različitim kontekstima strategije već i na širenje različitih pogleda strategije i kod akademika i praktičara.)
MATCH@M:(An optimum information funding needs the bank accounting to be the leading tool. It is especially necessary that the decision makers in the bank have at any time relevant and verified information on the results at their disposal, so that every decision maker should be in a position to make an exact measurement of the consequences of the outcomes of certain decisions.===>Za optimalno informaciono fundiranje odluka bankarskog menadžmenta treba da se izgradi racunovodstvo banke koje bi predstavljalo vodeci instrument. Posebno je neophodno osigurati da nosiocima odlucivanja u banci u svako vreme stoje na raspolaganju relevantne i istinite informacije o rezultatima, kako bi svaki nosilac odluka mogao egzaktno da izmeri konsekvence rezultata pojedinih odluka.)
MATCH@E:(It is especially necessary that the decision makers in the bank have at any time relevant and verified information on the results at their disposal, so that every decision maker should be in a position to make an exact measurement of the consequences of the outcomes of certain decisions.===>Posebno je neophodno osigurati da nosiocima odlučivanja u banci u svako vreme stoje na raspolaganju relevantne i istinite informacije o rezultatima, kako bi svaki nosilac odluka mogao egzaktno da izmeri konsekvence rezultata pojedinih odluka.)
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BAD_LINE_M:An optimum information funding needs the bank accounting to be the leading tool. It is especially necessary that the decision makers in the bank have at any time relevant and verified information on the results at their disposal, so that every decision maker should be in a position to make an exact measurement of the consequences of the outcomes of certain decisions.
BAD_LINE_M:Za optimalno informaciono fundiranje odluka bankarskog menadžmenta treba da se izgradi racunovodstvo banke koje bi predstavljalo vodeci instrument. Posebno je neophodno osigurati da nosiocima odlucivanja u banci u svako vreme stoje na raspolaganju relevantne i istinite informacije o rezultatima, kako bi svaki nosilac odluka mogao egzaktno da izmeri konsekvence rezultata pojedinih odluka.
BAD_LINE_E:It is especially necessary that the decision makers in the bank have at any time relevant and verified information on the results at their disposal, so that every decision maker should be in a position to make an exact measurement of the consequences of the outcomes of certain decisions.
BAD_LINE_E:Posebno je neophodno osigurati da nosiocima odlučivanja u banci u svako vreme stoje na raspolaganju relevantne i istinite informacije o rezultatima, kako bi svaki nosilac odluka mogao egzaktno da izmeri konsekvence rezultata pojedinih odluka.
MATCH@M:(It is for this reason that accounting is expected to enable that the results of the decisions in the company be transparent, to disggreagate the overall success and then reaggregate it according to relevant dimensions.===>Stoga, od racunovodstva se ocekuje da omoguci da rezultati odluka u preduzecu budu transparentni, da disagregira celokupni uspeh i potom da isti reagregira prema relevantnim dimenzijama.)
MATCH@E:(It is for this reason that accounting is expected to enable that the results of the decisions in the company be transparent, to disggreagate the overall success and then reaggregate it according to relevant dimensions.===>Stoga, od računovodstva se očekuje da omogući da rezultati odluka u preduzeću budu transparentni, da disagregira celokupni uspeh i potom da isti reagregira prema relevantnim dimenzijama.)
MATCH@M:(The basis of internal accounting oriented towards decision making in operatonal controlling is the preparation of information for budgeting and the comparison of planned and achieved values.===>Osnovu internog racunovodstva orijentisanog ka odlukama u operativnom kontrolingu cini priprema informacija za budžetiranje i poredjenje planskih i ostvarenih velicina.)
MATCH@E:(The basis of internal accounting oriented towards decision making in operatonal controlling is the preparation of information for budgeting and the comparison of planned and achieved values.===>Osnovu internog računovodstva orijentisanog ka odlukama u operativnom kontrolingu čini priprema informacija za budžetiranje i poredjenje planskih i ostvarenih veličina.)
MATCH@M:(Here, the implementation of computer centres and computer software must not be neglected since it is only in this manner that a host of relevant data on business transactions can be processed.===>Pri tome se ne može izostaviti pri-mena usluga racunskih centara i kompjuterskih softvera, jer se samo na taj nacin može obraditi masa relevantnih podataka po poslovnim transakcijama.)
MATCH@E:(Here, the implementation of computer centres and computer software must not be neglected since it is only in this manner that a host of relevant data on business transactions can be processed.===>Pri tome se ne može izostaviti primena usluga računskih centara i kompjuterskih softvera, jer se samo na taj način može obraditi masa relevantnih podataka po poslovnim transakcijama.)
MATCH@M:(Reporting refers to the overall information at the disposal of decision makers in specific intervals either not on call or in case of specific needs.===>Izve-štavanje obuhvata celokupnost informacija koje nosiocima odlucivanja u posebnim intervalima bez poziva ili u slucaju konkretnih potreba stoje na raspolaganju.)
MATCH@E:(Reporting refers to the overall information at the disposal of decision makers in specific intervals either not on call or in case of specific needs.===>Izveštavanje obuhvata celokupnost informacija koje nosiocima odlučivanja u posebnim intervalima bez poziva ili u slučaju konkretnih potreba stoje na raspolaganju.)
MATCH@M:(This is accounting information prepared in an appropriate form of tables or graphs.===>Pri tome, radi se o informacijama iz racunovodstva koje su pripremljene u odgovarajucoj formi tabelarnih ili grafickih prikaza.)
MATCH@E:(This is accounting information prepared in an appropriate form of tables or graphs.===>Pri tome, radi se o informacijama iz računovodstva koje su pripremljene u odgovarajućoj formi tabelarnih ili grafičkih prikaza.)
MATCH@M:(Furthermore, market analyses, interest rate related foracasts and competitive forecasts as well as any other information coming from economic environment are viewed as parts of reports.===>Pored toga, i analize tržišta, prognoze vezane za kamatu i konjunkturne prognoze kao i sve druge informacije iz privrednog okruženja banke posmatraju se kao delovi izveštaja.)
MATCH@E:(Furthermore, market analyses, interest rate related foracasts and competitive forecasts as well as any other information coming from economic environment are viewed as parts of reports.===>Pored toga, i analize tržišta, prognoze vezane za kamatu i konjunkturne prognoze kao i sve druge informacije iz privrednog okruženja banke posmatraju se kao delovi izveštaja.)
MATCH@M:(Due to an abundant and permanent flow of information that decision makers receive, the purpose of reports is not always seen in a general presentation of correct and adequate information on any possible relevant facts, but rather in the sense of limiting information ascesis and avoidance of verbosity.===>Zbog velikog priliva informacija koji permanentno deluju na nosioce odlucivanja ne vidi se svrha formiranja izveštaja uopšteno u sagledavanju pravih i odgovarajucih informacija o svim mogucim relevantama, vec više u smislu ogranicavanja informacionih askeza (odricanja) i izbegavanja preopširnosti.)
MATCH@E:(Functions in the process of control cycle Due to an abundant and permanent flow of information that decision makers receive, the purpose of reports is not always seen in a general presentation of correct and adequate information on any possible relevant facts, but rather in the sense of limiting information ascesis and avoidance of verbosity.===>Funkcije u procesu ciklusa kontrole Zbog velikog priliva informacija koji permanentno deluju na nosioce odlučivanja ne vidi se svrha formiranja izveštaja uopšteno u sagledavanju pravih i odgovarajućih informacija o svim mogućim relevantama, već više u smislu ograničavanja informacionih askeza (odricanja) i izbegavanja preopširnosti.)
MATCH@M:(The question therefore is; who needs what information, how highly differentiated and how often?===>Dakle, postavlja se pitanje: kome su neophodne neke informacije, koliko diferencirane i koliko cesto?)
MATCH@E:(The question therefore is; who needs what information, how highly differentiated and how often?===>Dakle, postavlja se pitanje: kome su neophodne neke informacije, koliko diferencirane i koliko često?)
MATCH@M:(Here, for example, a three-level scheme can be created of the need for the preparation, production and implementation of information.===>Pri tome, može se kreirati , na primer, trostepena šema potreba za pripremu, proizvodnju i primenu informacija.)
MATCH@E:(Here, for example, a three-level scheme can be created of the need for the preparation, production and implementation of information.===>Pri tome, može se kreirati , na primer, trostepena šema potreba za pripremu, proizvodnju i primenu informacija.)
MATCH@M:(Only a smaller chunk of information necessary to decision makers is at disposal regularly, without prior request.===>Samo jedan manji deo informacija, koje su neophodne nosiocima odluka, stavlja se na raspolaganje redovno, bez prethodnog zahtevanja.)
MATCH@E:(Only a smaller chunk of information necessary to decision makers is at disposal regularly, without prior request.===>Samo jedan manji deo informacija, koje su neophodne nosiocima odluka, stavlja se na raspolaganje redovno, bez prethodnog zahtevanja.)
MATCH@M:(Any other information is released only on concrete request for individual cases, where two cases should be distinguished: information that was already produced and available and information that incur high costs and is accordingly released only in case of concrete demand.===>Sve druge informacije se daju samo po konkretnim zahtevima za pojedine slucajeve, pri cemu treba razlikovati dva slucaja: informacije koje su vec proizvedene i stavljene na raspolaganje i informacije koje prouzrokuju visoke troškove, te se ispostavljaju iskljucivo po konkretnoj potrebi.)
MATCH@E:(Any other information is released only on concrete request for individual cases, where two cases should be distinguished: information that was already produced and available and information that incur high costs and is accordingly released only in case of concrete demand.===>Sve druge informacije se daju samo po konkretnim zahtevima za pojedine slučajeve, pri čemu treba razlikovati dva slučaja: informacije koje su već proizvedene i stavljene na raspolaganje i informacije koje prouzrokuju visoke troškove, te se ispostavljaju isključivo po konkretnoj potrebi.)
MATCH@M:(Illustration 1 clearly shows a cause-consequence relation between planning and control, whereas the basis of these processes are the activities of forecasting, defining alternatives in accordance with the present problems, consequences, goals to be achieved and potential prospects.===>Na osnovu ilustracije br.1. jasno se uocava da su planiranje i kontrola u uzrocno-posledicnom odnosu, dok osnovu ovih procesa cine aktivnosti prognoziranja, definisanje alternativa shodno postojecim problemima, konsekvencama, ciljevima koji se žele ostvariti i mogucim perspektivama.)
MATCH@E:(Illustration 1 clearly shows a cause-consequence relation between planning and control, whereas the basis of these processes are the activities of forecasting, defining alternatives in accordance with the present problems, consequences, goals to be achieved and potential prospects Š9Ë.===>Na osnovu ilustracije br.1. jasno se uočava da su planiranje i kontrola u uzročno-posledičnom odnosu, dok osnovu ovih procesa čine aktivnosti prognoziranja, definisanje alternativa shodno postojećim problemima, konsekvencama, ciljevima koji se žele ostvariti i mogućim perspektivama Š9Ë.)
MATCH@M:(On defining the desired course of action the activities are implemented accompanied with a necessary performance analysis by comparison of outcomes and set standards.===>Nakon definisanja željenog pravca delovanja, aktivnosti se implementiraju uz obaveznu analizu performansi poredenjem rezultata i uspostavljenih standarda.)
MATCH@E:(On defining the desired course of action the activities are implemented accompanied with a necessary performance analysis by comparison of outcomes and set standards.===>Nakon definisanja željenog pravca delovanja, aktivnosti se implementiraju uz obaveznu analizu performansi poređenjem rezultata i uspostavljenih standarda. 3.)
MATCH@M:(Planning is one of the most important functions in ensuring continuity in banking. On the basis of available information, their intuition and readiness to take risks, the bank management select the option they deem to be the best among a number of business options.===>Planiranje je jedna od najznacajnijih funkcija za obezbedenje kontinuiteta u poslovanju banke, jer menadžeri banke izmedu više poslovnih opcija biraju onu za koju, prema informacijama koje su im dostupne, intuiciji i spremnosti da preuzmu rizik, smatraju da ce biti najbolja.)
MATCH@E:(On the basis of available information, their intuition and readiness to take risks, the bank management select the option they deem to be the best among a number of business options.===>Pod strategijskim planiranjem podrazumeva se instrument koji bi potencijale pretvorio u prednosti u odnosu na konkurenciju i izbegao opasnosti koje prete opstanku banaka.)
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BAD_LINE_M:Planning is one of the most important functions in ensuring continuity in banking. On the basis of available information, their intuition and readiness to take risks, the bank management select the option they deem to be the best among a number of business options.
BAD_LINE_M:Planiranje je jedna od najznacajnijih funkcija za obezbedenje kontinuiteta u poslovanju banke, jer menadžeri banke izmedu više poslovnih opcija biraju onu za koju, prema informacijama koje su im dostupne, intuiciji i spremnosti da preuzmu rizik, smatraju da ce biti najbolja.
BAD_LINE_E:On the basis of available information, their intuition and readiness to take risks, the bank management select the option they deem to be the best among a number of business options.
BAD_LINE_E:Pod strategijskim planiranjem podrazumeva se instrument koji bi potencijale pretvorio u prednosti u odnosu na konkurenciju i izbegao opasnosti koje prete opstanku banaka.
MATCH@M:(Highly important for the certainty of the future business success is planning as a dynamic innovative part of control, especially related to strategic planning.===>Izuzetan znacaj za sigurnost buduceg uspeha u poslovanju banke je u planiranju kao dinamickom inovativnom delu kontrole, koji se posebno odnosi na strategijsko planiranje.)
MATCH@E:(Highly important for the certainty of the future business suc cess is planning as a dynamic innovative part of control, especially related to strategic planning.===>4. ~~~ Računovodstveni izveštaj i i planiranje Koncept strateškog planiranja i pozicioniranja samo je početni deo poslovne strategije Š6Ë.)
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BAD_LINE_M:Highly important for the certainty of the future business success is planning as a dynamic innovative part of control, especially related to strategic planning.
BAD_LINE_M:Izuzetan znacaj za sigurnost buduceg uspeha u poslovanju banke je u planiranju kao dinamickom inovativnom delu kontrole, koji se posebno odnosi na strategijsko planiranje.
BAD_LINE_E:Highly important for the certainty of the future business suc cess is planning as a dynamic innovative part of control, especially related to strategic planning.
BAD_LINE_E:4. ~~~ Računovodstveni izveštaj i i planiranje Koncept strateškog planiranja i pozicioniranja samo je početni deo poslovne strategije Š6Ë.
MATCH@M:(Strategic planning is a tool implemented to translate “potentials“ into advantages over competition and avoid threats to the bank survival.===>Pod strategijskim planiranjem podrazumeva se instrument koji bi “potencijale” pretvorio u prednosti u odnosu na konkurenciju i izbegao opasnosti koje prete opstanku banaka.)
MATCH@E:(Strategic planning is a tool implemented to translate potentials into advantages over competition and avoid threats to the bank survival.===>U mnogim slučajevima strategija proizlazi iz interakcije između menadžmenta, zaposlenih i okruženja.)
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BAD_LINE_M:Strategic planning is a tool implemented to translate “potentials“ into advantages over competition and avoid threats to the bank survival.
BAD_LINE_M:Pod strategijskim planiranjem podrazumeva se instrument koji bi “potencijale” pretvorio u prednosti u odnosu na konkurenciju i izbegao opasnosti koje prete opstanku banaka.
BAD_LINE_E:Strategic planning is a tool implemented to translate potentials into advantages over competition and avoid threats to the bank survival.
BAD_LINE_E:U mnogim slučajevima strategija proizlazi iz interakcije između menadžmenta, zaposlenih i okruženja.
MATCH@M:(Such potentials are, for example, building closer relations to clients, openness to clients, image, creativity, broad presence, innovative strengths, etc.===>Takvi potencijali su npr. približavanje komitentima, iskrenost prema komitentima, imidž, kreativnost, široka prisutnost, snaga inovativnosti itd.)
MATCH@E:(Such potentials are, for example, building closer relations to clients, openness to clients, image, creativity, broad presence, innovative strengths, etc.===>Shodno tome, u nekim izuzetnim slučajevima, strategije se mogu razlikovati od prvobitno planirane strategije od strane rukovodstva.)
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BAD_LINE_M:Such potentials are, for example, building closer relations to clients, openness to clients, image, creativity, broad presence, innovative strengths, etc.
BAD_LINE_M:Takvi potencijali su npr. približavanje komitentima, iskrenost prema komitentima, imidž, kreativnost, široka prisutnost, snaga inovativnosti itd.
BAD_LINE_E:Such potentials are, for example, building closer relations to clients, openness to clients, image, creativity, broad presence, innovative strengths, etc.
BAD_LINE_E:Shodno tome, u nekim izuzetnim slučajevima, strategije se mogu razlikovati od prvobitno planirane strategije od strane rukovodstva.
MATCH@M:(The definition of the strategic orientations in the development of the bank has to include the following vital elements:===>U definisanju strategijskih pravaca razvoja banke, neophodno je ukljuciti sledece bitne elemente:)
MATCH@E:(The definition of the strategic orientations in the development of the bank has to include the following vital elements: 1.===>Računovodstveno planiranje predstavlja postupak projekcije raznih vrsta planiranja, čime se ostvaruju sledeće menadžerske funkcije: ~~~ 1.)
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BAD_LINE_M:The definition of the strategic orientations in the development of the bank has to include the following vital elements:
BAD_LINE_M:U definisanju strategijskih pravaca razvoja banke, neophodno je ukljuciti sledece bitne elemente:
BAD_LINE_E:The definition of the strategic orientations in the development of the bank has to include the following vital elements: 1.
BAD_LINE_E:Računovodstveno planiranje predstavlja postupak projekcije raznih vrsta planiranja, čime se ostvaruju sledeće menadžerske funkcije: ~~~ 1.
MATCH@M:(1.	Bank profile definition===>1.	Definisanje profila banke;)
MATCH@E:(Bank profile definition 2.===>Definisanje profila banke; 2.)
MATCH@M:(2.	Analysis of macroeconomic environment===>2.	Analiza makroekonomskog okruženja;)
MATCH@E:(Analysis of macroeconomic environment 3.===>Analiza makroekonomskog okruženja; 3.)
MATCH@M:(1.	Stable and long-term profitable business with an adequate protection of capital, on one hand, and the clients’ and shareholders’ interests, on the other;===>1.	Stabilno i dugorocno profitabilno poslovanje uz adekvatnu zaštitu kapitala sa jedne strane, odnosno interesa klijentana i akcionara banke sa druge strane;)
MATCH@E:(Stable and long-term profitable business with an adequate protection of capital, on one hand, and the clients and shareholders interests, on the other; 2.===>1. ~~~ Stabilno i dugoročno profitabilno poslovanje uz adekvatnu zaštitu kapitala sa jedne strane, odnosno interesa klijentana i akcionara banke sa druge strane; 2.)
MATCH@M:(2.	Growth of market share through strengthening financial potentials;===>2.	Rast tržišnog ucešca jacanjem finansijskog potencijala;)
MATCH@E:(Growth of market share through strengthening fi nancial potentials; 3.===>Rast tržišnog učešča jačanjem finansijskog po tencijala; 3.)
MATCH@M:(3.	Strengthening deposit base;===>3.	Jacanje depozitne baze;)
MATCH@E:(Strengthening deposit base; 4.===>Jačanje depozitne baze; 4.)
MATCH@M:(4.	Growth of active accounts of both citizens and economy;===>4.	Rast aktivnih racuna stanovništva i privrede;)
MATCH@E:(Growth of active accounts of both citizens and economy; 5.===>Rast aktivnih računa stanovništva i privrede; 5.)
MATCH@M:(5.	Growth in credit portfolio;===>5.	Rast kreditnog portfolija;)
MATCH@E:(Growth in credit portfolio; 6.===>Rast kreditnog portfolija; 6.)
MATCH@M:(6.	Improving the quality of bank products;===>6.	Unapredenje kvaliteta bankarskih proizvoda;)
MATCH@E:(Improving the quality of bank products; 7.===>Unapređenje kvaliteta bankarskih proizvoda; 7.)
MATCH@M:(7.	Maintaining the business rating;===>7.	Održavanje poslovnog rejtinga;)
MATCH@E:(Maintaining the business rating; 8.===>Održavanje poslovnog rejtinga; 8.)
MATCH@M:(8.	A long-term implementation of the social responsibility concept.===>8.	Dugorocna primena koncepta društvene odgovornosti.)
MATCH@E:(A long-term implementation of the social respon sibility concept.===>Dugoročna primena koncepta društvene odgo vornosti.)
MATCH@M:(The managers are assumed to formally analyse competitive advantages and provide an appropriate assessment of distribution and resource exploitation as part od their developmental strategy.===>Pretpostavlja se da menadžeri formalno analiziraju konkurentske prednosti i svrsishodnu procenu raspo-dele i korišcenja resursa, kao dela strategije razvoja.)
MATCH@E:(The managers are assumed to formally analyse competitive advantages and provide an appropriate assessment of distribution and resource exploitation as part od their developmental strategy.===>Pretpostavlja se da menadžeri formalno analiziraju konkurentske prednosti i svrsishodnu procenu raspodele i korišćenja resursa, kao dela strategije razvoja.)
MATCH@M:(Formal information systems will ensure such an analysis.===>Formalni informacioni sistemi ce omoguciti takvu analizu.)
MATCH@E:(Formal information systems will ensure such an analysis.===>Formalni informacioni sistemi će omogućiti takvu analizu.)
MATCH@M:(The implementation of strategies also assumes a broad analysis of economic, quantitative and qualitative information.===>Implementacija strategija isto tako podrazu-meva široku analizu ekonomskih, kvantitativnih i kvalitativnih informacija.)
MATCH@E:(The implementation of strategies also assumes a broad analysis of economic, quantitative and qualitative information.===>Implementacija strategija isto tako podrazumeva široku analizu ekonomskih, kvantitativnih i kvalitativnih informacija.)
MATCH@M:(Finally, in an effort to achieve a sustainable and competitive advantage, they track the results of the discrete managerial choices and a strategic resource of accumulation and implementation, which depend on the production and implementation of an efficiently designed information management system.===>Konacno, tražeci da se postigne održiva konkurentska prednost prati se rezultat diskrecionih menadžerskih izbora i strateški resurs akumulacije i upotrebe, što zavisi od proizvodnje i prime-ne efikasno dizajniranog sistema za upravljanje informacijama.)
MATCH@E:(Finally, in an effort to achieve a sustainable and competitive advantage, they track the results of the discrete managerial choices and a strategic resource of accumulation and implementation, which depend on the production and implementation of an efficiently designed information management system.===>Konačno, tražeći da se postigne održiva konkurentska prednost prati se rezultat diskrecionih menadžerskih izbora i strateški resurs akumulacije i upotrebe, što zavisi od proizvodnje i primene efikasno dizajniranog sistema za upravljanje informacijama.)
MATCH@M:(Strategy is regarded as organizationally based in the decisionmaking and implementing processes, it is viewed as complex, dynamic and manyfold.===>Strategija se smatra organizaciono zasnovanom u procesima donošenja odluka i sprovodenja, smatra se složenom, dinamicanom i višestrukom.)
MATCH@E:(Strategy is regarded as organizationally based in the decisionmaking and implementing processes, it is viewed as complex, dynamic and manyfold.===>Strategija se smatra organizaciono zasnovanom u procesima donošenja odluka i sprovođenja, smatra se složenom, dinamičanom i višestrukom.)
MATCH@M:(Consequently, in certain specific cases, strategies may differ from the strategy originally planned by the management.===>Shodno tome, u nekim izuzetnim slucajevima, strategije se mogu razlikovati od prvobitno planirane strategije od strane rukovodstva.)
MATCH@E:(Consequently, in certain specific cases, strategies may differ from the strategy originally planned by the management.===>Planiranje treba da obuhvati sledeće segmente:)
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BAD_LINE_M:Consequently, in certain specific cases, strategies may differ from the strategy originally planned by the management.
BAD_LINE_M:Shodno tome, u nekim izuzetnim slucajevima, strategije se mogu razlikovati od prvobitno planirane strategije od strane rukovodstva.
BAD_LINE_E:Consequently, in certain specific cases, strategies may differ from the strategy originally planned by the management.
BAD_LINE_E:Planiranje treba da obuhvati sledeće segmente:
MATCH@M:(The implementation of international standards of financial reporting improves the quality and comparability of financial reports, thus promoting consistency and reliability in financial reporting and making it easier for companies to raise capital on an international level.===>Implementacija medunarodnih standarda finansijskog izveštavanja povecava kvalitet i uporedivost finansij-skih izveštaja, te otuda promoviše konzistentnost i pouzdanost u finansijskom izveštavanju i olakšava kompanijama medunarodno prikupljanje kapitala.)
MATCH@E:(The implementation of international standards of financial reporting improves the quality and comparability of financial reports, thus promoting consistency and reliability in financial reporting and making it easier for companies to raise capital on an international level.===>Implementacija međunarodnih standarda finansijskog izveštavanja povećava kvalitet i uporedivost finansijskih izveštaja, te otuda promoviše konzistentnost i pouzdanost u finansijskom izveštavanju i olakšava kompanijama međunarodno prikupljanje kapitala.)
MATCH@M:(In case balance sheet and income statement are regarded as related to their projected (planned) balances, the quality of this information is higher.===>Ukoliko se bilans stanja i bilans uspeha posmatraju u odnosu na svoje projektovane (planske) bilanse, kva-litet ovih informacija još više se povecava.)
MATCH@E:(In case balance sheet and income statement are regarded as related to their projected (planned) balances, the quality of this information is higher.===>Ukoliko se bilans stanja i bilans uspeha posmatraju u odnosu na svoje projektovane (planske) bilanse, kvalitet ovih informacija još više se povećava.)
MATCH@M:(In its projection of profits and financial situation - solvency of the bank, financial planning comprises the planned balance sheet and the planned income statement, as well as the cash flow plan.===>Finansijsko planiranje obuhvata planski bilans uspeha i planski bilans stanja i plan novcanih tokova, u svojoj projekciji dobitka i finansijske situacije - solventnosti i likvidnosti banke.)
MATCH@E:(In its projection of profits and financial situation solvency of the bank, financial planning comprises the planned balance sheet and the planned income statement, as well as the cash flow plan.===>Finansijsko planiranje obuhvata planski bilans uspeha i planski bilans stanja i plan novčanih tokova, u svojoj projekciji dobitka i finansijske situacije solventnosti i likvidnosti banke.)
MATCH@M:(The basic accounting reports (statements) from the past, the balance sheet and income statement make the starting point in the projections of planned balances.===>Bilans stanja i bilans uspeha kao osnovni racunovodstveni izveštaji (iskazi) iz prošlosti, predstavljaju polaznu osnovu za projekciju planskih bilansa.)
MATCH@E:(The basic accounting reports (statements) from the past, the balance sheet and income statement make the starting point in the projections of planned balances.===>Bilans stanja i bilans uspeha kao osnovni računovodstveni izveštaji (iskazi) iz prošlosti, predstavljaju polaznu osnovu za projekciju planskih bilansa.)
MATCH@M:(Thus they confirm or challenge the justifiability of assumptions on the anticipated future business results and the financial standing of the bank.===>Time, se potvrdjuje ili negira opravdanost pretpostavki o pred-vidjenim buducim poslovnim rezultatima i finansij-skom stanju banke.)
MATCH@E:(Thus they confirm or challenge the justifiability of assumptions on the anticipated future business results and the financial standing of the bank Š10Ë.===>Time, se potvrdjuje ili negira opravdanost pretpostavki o predvidjenim budućim poslovnim rezultatima i finansijskom stanju banke Š10Ë.)
MATCH@M:(The extent to which the planned balances will coincide with the future real business results of the bank depends on the level of accuracy of the starting premises adopted.===>U kojoj meri ce se planski bilansi podudarati sa buducim stvarnim rezultatima poslovanja banke, zavisi od stepena tacnosti usvojenih polaznih premisa.)
MATCH@E:(The extent to which the planned balances will coincide with the future real business results of the bank depends on the level of accuracy of the starting premises adopted.===>U kojoj meri će se planski bilansi podudarati sa budućim stvarnim rezultatima poslovanja banke, zavisi od stepena tačnosti usvojenih polaznih premisa.)
MATCH@M:(Hence it is necessary that the bank should have as adequate data and information as possible at its disposal, not only on these balances, but on a broader scale, for the purpose of continual improvement of the quality of its premises.===>Zbog toga je neophodno da banka raspolaže sa što adekvatnijim podacima i informacijama, ne samo o ovim bilansima, vec i šire, zarad kontinuiranog poboljšanja kvaliteta usvojenih premisa.)
MATCH@E:(Hence it is necessary that the bank should have as adequate data and information as possible at its disposal, not only on these balances, but on a broader scale, for the purpose of continual improvement of the quality of its premises.===>Zbog toga je neophodno da banka raspolaže sa što adekvatnijim podacima i informacijama, ne samo o ovim bilansima, već i šire, zarad kontinuiranog poboljšanja kvaliteta usvojenih premisa.)
MATCH@M:(As the starting point in management, the planning process serves to define the bank’s goals and the methods of business execution.===>Procesom planiranja kao polaznom osnovom upravljanja definišu se ciljevi banke i nacini poslovne realizacije.)
MATCH@E:(As the starting point in management, the planning process serves to define the banks goals and the methods of business execution.===>Procesom planiranja kao polaznom osnovom upravljanja definišu se ciljevi banke i načini poslovne realizacije.)
MATCH@M:(Namely, goals and tasks are set to be accomplished in order that the bank should do business efectively and efficiently.===>Naime, postavljaju se ciljevi i zadaci koje treba ostvariti, kako bi “banka” poslovala efektivno i efikasno.)
MATCH@E:(Namely, goals and tasks are set to be accomplished in order that the bank should do business efectively and efficiently.===>Naime, postavljaju se ciljevi i zadaci koje treba ostvariti, kako bi banka poslovala efektivno i efikasno.)
MATCH@M:(In other words, the bank performs the processes of strategic and operational planning.===>Drugim recima, sprovodi se strategijsko i operativno planiranje.)
MATCH@E:(In other words, the bank performs the processes of strategic and operational planning.===>Drugim rečima, sprovodi se strategijsko i operativno planiranje.)
MATCH@M:(Strategic planning is an organized process of activities which employes the employees, the management team and the board of directors of the bank.===>Pod strategijskim planiranjem se podrazumeva organizovan proces aktivnosti u kojem ucestvuju zaposleni, menadžment tim i upravni odbor banke.)
MATCH@E:(Strategic planning is an organized process of activities which employes the employees, the management team and the board of directors of the bank.===>Pod strategijskim planiranjem se podrazumeva organizovan proces aktivnosti u kojem učestvuju zaposleni, menadžment tim i upravni odbor banke.)
MATCH@M:(Strategic planning should be permanent and objective.===>Strategijsko planiranje treba da bude kontinuirano i objektivno.)
MATCH@E:(Strategic planning should be permanent and objective.===>Strategijsko planiranje treba da bude kontinuirano i objektivno.)
MATCH@M:(The end result is the definition of the bank’s long-term developmental orientation and goals as well as of periods of short-term implementation and achieving specific goals using a certain technique and tactics that will help the bank achieve its long-term objectives.===>Krajnji rezultat je odredjivanje dugorocnih pravaca razvoja i ciljeva banke i perioda kratkorocne primene i ostvarivanja specificnih ciljeva uz korišcenje odredjene tehnike i taktike, koje ce omoguciti banci da ostvari svoje dugorocne ciljeve.)
MATCH@E:(The end result is the definition of the banks long-term developmental orientation and goals as well as of periods of short-term implementation and achieving specific goals using a certain technique and tactics that will help the bank achieve its long-term objectives.===>Krajnji rezultat je odredjivanje dugoročnih pravaca razvoja i ciljeva banke i perioda kratkoročne primene i ostvarivanja specifičnih ciljeva uz korišćenje odredjene tehnike i taktike, koje će omogućiti banci da ostvari svoje dugoročne ciljeve.)
MATCH@M:(Operational plans are elaborated strategic plans, precise statements on their realization for the overall aspects of the bank, for all the business functions of the bank incorporated into an integrated business plan, its outcoms being the balance sheet and the planned income statement.===>Operativni planovi predstavljaju razradjene strategijske planove, odnosno preciziranje njihovog ostvarenja za ukupne aspekte poslovanja banke, za sve poslovne funkcije banke sažete u jedinstven poslovni plan, a ishod ovoga su planski bilans stanja i planski bilans uspeha.)
MATCH@E:(Operational plans are elaborated strategic plans, precise statements on their realization for the overall aspects of the bank, for all the business functions of the bank incorporated into an integrated business plan, its outcoms being the balance sheet and the planned income statement.===>Operativni planovi predstavljaju razradjene strategijske planove, odnosno preciziranje njihovog ostvarenja za ukupne aspekte poslovanja banke, za sve poslovne funkcije banke sažete u jedinstven poslovni plan, a ishod ovoga su planski bilans stanja i planski bilans uspeha.)
MATCH@M:(Planning is one of the vital functions in ensuring the continuity in the bank’s business, since in the planning process, among a number of alternatives and on the basis of available information, their intuition and their readiness to take risks, the managers select the alterna-===>Planiranje je jedna od vitalnih funkcija za obezbedje-nje kontinuiteta u poslovanju banke, jer menadžeri planiranjem izmedju više alternativa biraju onu, za koju, prema informacijama koje im stoje na raspolaganju, intuiciji i spremnosti za preuzimanje rizika koji je imanentan bankarskom poslovanju, smatraju da ce biti najuspešnija.)
MATCH@E:(Planning is one of the vital functions in ensuring the continuity in the banks business, since in the planning process, among a number of alternatives and on the basis of available information, their intuition and their readiness to take risks, the managers select the alternative they believe will be most successful.===>Planiranje je jedna od vitalnih funkcija za obezbedjenje kontinuiteta u poslovanju banke, jer menadžeri planiranjem izmedju više alternativa biraju onu, za koju, prema informacijama koje im stoje na raspolaganju, intuiciji i spremnosti za preuzimanje rizika koji je imanentan bankarskom poslovanju, smatraju da će biti najuspešnija.)
MATCH@M:(The most important and a highly complex task of the management in the process of bank management is creating the strategic plan for managing the capital of the bank and its development.===>Najvažniji i veoma kompleksan zadatak menad'men-ta u procesu upravljanja bankom predstavlja sastavljanje strateškog plana za upravljanje kapitalom banke i njegovim razvojem.)
MATCH@E:(The most important and a highly complex task of the management in the process of bank management is creating the strategic plan for managing the capital of the bank and its development.===>Najvažniji i veoma kompleksan zadatak menadžmenta u procesu upravljanja bankom predstavlja sastavljanje strateškog plana za upravljanje kapitalom banke i njegovim razvojem.)
MATCH@M:(In devising a strategic plan, it is necessary that an assessment of capital, as well as the needs for capital be made, proportional to a specific risk profile of the bank and its capability of risk management.===>Pri izradi strateškog plana, neophodno je izvršiti procenu kapitala, kao i potreba za kapitalom koje su proporcionalne specificnom profilu rizika banke i njenim sposobnostima upravljanja rizicima.)
MATCH@E:(In devising a strategic plan, it is necessary that an assessment of capital, as well as the needs for capital be made, proportional to a specific risk profile of the bank and its capability of risk management.===>Pri izradi strateškog plana, neophodno je izvršiti procenu kapitala, kao i potreba za kapitalom koje su proporcionalne specifičnom profilu rizika banke i njenim sposobnostima upravljanja rizicima.)
MATCH@M:(The starting point in the process of planning the bank capital, is the analysis of economic environment and a potential income the bank can earn, where most attention is paid to the current capital structure, and especially to the potential of capital generation on an internal level.===>U procesu planiranja banke kapitala treba poci od ispitivanja ekonomske sredine i moguce zarade banke, pri cemu se znacaj daje tekucoj strukturi kapitala a posebno mogucnosti generisanja kapitala na internom nivou.)
MATCH@E:(The starting point in the process of planning the bank capital, is the analysis of economic environment and a potential income the bank can earn, where most attention is paid to the current capital structure, and especially to the potential of capital generation on an internal level.===>U procesu planiranja banke kapitala treba poći od ispitivanja ekonomske sredine i moguće zarade banke, pri čemu se značaj daje tekućoj strukturi kapitala a posebno mogućnosti generisanja kapitala na internom nivou.)
MATCH@M:(The anticipation of the need for additional capital makes it easier for the bank management to raise additional capital under favourable conditions, and this is most important and conditioned by the current returns on bank’s capital.===>Predvidanje potrebe za dodatnim kapitalom olakšava menadžment timu banke da pribavi pod povoljnim uslovima dodatni kapital, a to je primarno, uslovljeno tekucim prinosom na kapital banke.)
MATCH@E:(The anticipation of the need for additional capital makes it easier for the bank management to raise additional capital under favourable conditions, and this is most important and conditioned by the current returns on banks capital.===>Predviđanje potrebe za dodatnim kapitalom olakšava menadžment timu banke da pribavi pod povoljnim uslovima dodatni kapital, a to je primarno, uslovljeno tekućim prinosom na kapital banke.)
MATCH@M:(It is very important that the bank should establish an adequate system of monitoring risk exposure, as well as of how a changeable risk profile affects the need for capital.===>Veoma je znacajno da banka uspostavi adekvatan sistem za pracenje o izloženosti rizicima, kao i o tome kako promenljivi profil rizika banke utice na potrebu za kapitalom.)
MATCH@E:(It is very important that the bank should establish an adequate system of monitoring risk exposure, as well as of how a changeable risk profile affects the need for capital.===>Veoma je značajno da banka uspostavi adekvatan sistem za praćenje o izloženosti rizicima, kao i o tome kako promenljivi profil rizika banke utiče na potrebu za kapitalom.)
MATCH@M:(It is in this sense that management accounting is expected to create reports on the bank management risk exposure and submit them to the top management of the bank or to the board of directors.===>U tom smislu, od upravljackog racunovodstva strategijske orijentacije ocekuje se da formira izve-štaje o upravljackoj izloženosti banke rizicima, te prezentira iste višem rukovodstvu banke ili upravnom odboru.)
MATCH@E:(It is in this sense that management accounting is expected to create reports on the bank management risk exposure and submit them to the top management of the bank or to the board of directors.===>U tom smislu, od upravljačkog računovodstva strategijske orijentacije očekuje se da formira izveštaje o upravljačkoj izloženosti banke rizicima, te prezentira iste višem rukovodstvu banke ili upravnom odboru.)
MATCH@M:(The purpose of these reports is to enable the assessment of the bank’s future needs for capital, needs based on the identified risk profile, so that the bank can make the necessary corrections in its strategic plan.===>Svrha tih izveštaja je da omoguce procenu buducih potreba banke za kapitalom koje su zasnovane na identifikovanom profilu rizika i da shodno tome, banka izvrši potrebne korekcije u svom strateškom planu.)
MATCH@E:(The purpose of these reports is to enable the assessment of the banks future needs for capital, needs based on the identified risk profile, so that the bank can make the necessary corrections in its strategic plan.===>Svrha tih izveštaja je da omoguće procenu budućih potreba banke za kapitalom koje su zasnovane na identifikovanom profilu rizika i da shodno tome, banka izvrši potrebne korekcije u svom strateškom planu.)
MATCH@M:(The bank management sets a new task to the strategically oriented management accounting: to form an adequate procedure for two purposes: (1) permanent tracking and maintenance of the existing capital and (2) assessment of the need for new capital.===>Menadžment banke pred strategijski orijentisano upravljacko racunovodstvo postavlja novi zadatak: formiranje adekvatne procedure za dve svrhe: (1) kontinuirano pracenje i održavanje postojeceg kapitala i (2) procena potrebe za novim kapitalom.)
MATCH@E:(The bank management sets a new task to the strategically oriented management accounting Š1Ë: to form an adequate procedure for two purposes: (1) permanent tracking and maintenance of the existing capital and (2) assessment of the need for new capital.===>Menadžment banke pred strategijski orijentisano upravljačko računovodstvo Š1Ë postavlja novi zadatak: formiranje adekvatne procedure za dve svrhe: (1) kontinuirano praćenje i održavanje postojećeg kapitala i (2) procena potrebe za novim kapitalom.)
MATCH@M:(Especially important in the process of bank capital planning is that the bank management decides either in favour of the former option that is a demand for profit maximization, or in favour of the latter option whose priority is the bank survival and growth.===>U procesu planiranja kapitala banke od velikog znacaja je da se menadžment banke opredeli da li je za prvu opciju koja predstavlja zahtev za maksimizacijom profita, ili je to druga opcija koja prioritet daje opstanku i rastu banke.)
MATCH@E:(Especially important in the process of bank capital planning is that the bank management decides either in favour of the former option that is a demand for profit maximization, or in favour of the latter option whose priority is the bank survival and growth.===>Opšte pretpostavke za efikasno budžetiranje i prognozu jesu sledeće: ~~~ U procesu planiranja kapitala banke od velikog značaja je da se menadžment banke opredeli da li je za prvu opciju koja predstavlja zahtev za maksimizacijom profita, ili je to druga opcija koja prioritet daje opstanku i rastu banke.)
MATCH@M:(Useful for these purposes in defining an adequate level of capital implementing different scenarios and techniques can be the findings of the bank auditors on the extent to which the bank is protected in case of emergencies.===>U tu svrhu mogu da posluže rezultati koji su obavili kontrolori banke o tome u kom nivou je banka bila obezbedena za nepredvidene dogadaje a pri odredivanju adekvatnog nivoa kapitala uz pomoc razlicitih scenarija i tehnika.)
MATCH@E:(Useful for these purposes in defining an adequate level of capital implementing different scenarios and techniques can be the findings of the bank auditors on the extent to which the bank is protected in case of emergencies.===>U tu svrhu mogu da posluže rezultati koji su obavili kontrolori banke o tome u kom nivou je banka bila obezbeđena za nepredviđene događaje a pri određivanju adekvatnog nivoa kapitala uz pomoć različitih scenarija i tehnika.)
MATCH@M:(The key reports in the accounting budgeting process are the projected balance sheet and the projected income statement.===>Kljucni izveštaji u procesu racunovodstvenog budžetiranja jesu projektovani bilans stanja i projektovani bilans uspeha.)
MATCH@E:(The key reports in the accounting budgeting process are the projected balance sheet and the projected income statement.===>Ključni izveštaji u procesu računovodstvenog budžetiranja jesu projektovani bilans stanja i projektovani bilans uspeha.)
MATCH@M:(The projections of balance sheet and income statement are usually focused on a period not longer than five years.===>Projekcija bilansa stanja i bilansa uspeha se uobicajeno fokusira najduže na period od pet godina.)
MATCH@E:(The projections of balance sheet and income statement are usually focused on a period not longer than five years.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The projections of balance sheet and income statement are usually focused on a period not longer than five years.
BAD_LINE_M:Projekcija bilansa stanja i bilansa uspeha se uobicajeno fokusira najduže na period od pet godina.
BAD_LINE_E:The projections of balance sheet and income statement are usually focused on a period not longer than five years.
BAD_LINE_E:
MATCH@M:(The aim of the projected balance sheet is to show in which way the financially presented planned business activities affect the partial sections of property, capital, the bank’s liabilities and the financial position of the bank.===>Cilj projektovanog bilansa stanja je da prikaže kako planirane poslovne aktivnosti finansijski prezentova-ne uticu na parcijalne delove imovine, kapitala, obaveza banke, kao i na finansijski položaj banke.)
MATCH@E:(The aim of the projected balance sheet is to show in which way the financially presented planned business activities affect the partial sections of property, capital, the banks liabilities and the financial position of the bank.===>Cilj projektovanog bilansa stanja je da prikaže kako planirane poslovne aktivnosti finansijski prezentovane utiču na parcijalne delove imovine, kapitala, obaveza banke, kao i na finansijski položaj banke.)
MATCH@M:(In the divisionally structured banking company, the budgeting basis is the responsibility centre.===>U divizionalno strukturiranom bankarskom preduze-cu bazu budžetiranja predstavlja centar odgovornosti.)
MATCH@E:(In the divisionally structured banking company, the budgeting basis is the responsibility centre.===>U divizionalno strukturiranom bankarskom preduzeću bazu budžetiranja predstavlja centar odgovornosti.)
MATCH@M:(In view of this, it is logical to devise business plans starting from the income centre and the expenditure centre and continue to profit and investment centres, finalizing the process on the level of the company, by creating the general budget.===>U tom smislu, logicno je u izradi poslovnih planova poceti od centra prihoda i centra troškova, a potom nastaviti ka profitnim ili investicionim centrima, sa finalizacijom procesa na nivou preduzeca izradom glavnog budžeta.)
MATCH@E:(In view of this, it is logical to devise business plans starting from the income centre and the expenditure centre and continue to profit and investment centres, finalizing the process on the level of the company, by creating the general budget.===>U tom smislu, logično je u izradi poslovnih planova početi od centra prihoda i centra troškova, a potom nastaviti ka profitnim ili investicionim centrima, sa finalizacijom procesa na nivou preduzeća izradom glavnog budžeta.)
MATCH@M:(To do this, it is necessary that planned accounting reports be devised per responsibility centres, which is the competence of management accounting.===>Za to je neophodno formirati planske racunovodstvene izveštaje po centrima odgovornosti, što je u nadležnosti upravljackog racunovodstva.)
MATCH@E:(To do this, it is necessary that planned accounting reports be devised per responsibility centres, which is the competence of management accounting.===>Za to je neophodno formirati planske računovodstvene izveštaje po centrima odgovornosti, što je u nadležnosti upravljačkog računovodstva.)
MATCH@M:(Strategic planning is a tool meant to translate the bank “potentials“ into real advantage over competition and avoid threats for the survival of banks.===>Strategijsko planiranje je instrument koji treba da “potencijale” banke prebaci u realne prednosti u odnosu na konkurenciju i izbegne opasnosti koje prete opstanku banaka.)
MATCH@E:(Strategic planning is a tool meant to translate the bank potentials into real advantage over competition and avoid threats for the survival of banks.===>Strategijsko planiranje je instrument koji treba da potencijale banke prebaci u realne prednosti u odnosu na konkurenciju i izbegne opasnosti koje prete opstanku banaka.)
MATCH@M:(The bank potentials are the following: building closer relations with clients for the purpose of satisfying their sophisticated needs, bank image, creativity, flexibility, innovative power, and other.===>Kao potencijale banke možemo navesti sledece: približavanje komitentima banke radi zadovoljenja njihovih sofisticiranih potreba, imidž banke, kreativnost, fleksibilnost, snaga inovativnosti i drugo.)
MATCH@E:(The bank potentials are the following: building closer relations with clients for the purpose of satisfying their sophisticated needs, bank image, creativity, flexibility, innovative power, and other.===>Kao potencijale banke možemo navesti sledeće: približavanje komitentima banke radi zadovoljenja njihovih sofisticiranih potreba, imidž banke, kreativnost, fleksibilnost, snaga inovativnosti i drugo.)
MATCH@M:(The role of management accounting is to communicate among the budgetary goals, achieved goals, and satisfaction; hence it is a significant strategic information potential for the creation of motivational signals in the long run.===>Upravljacko racunovodstvo ima ulogu komuniciranja izmedu budžetskih ciljeva, postignutih ostvarenja i zadovoljstva po tom osnovu, te u tom smislu predstavlja znacajan strateški informacioni potencijal za kreiranje motivacionih signala, posmatrano na duži vremenski period.)
MATCH@E:(The role of management accounting is to communicate among the budgetary goals, achieved goals, and satisfaction; hence it is a sig nificant strategic information potential for the creation of motivational signals in the long run.===>Upravljačko računovodstvo ima ulogu komuniciranja između budžetskih ciljeva, postignutih ostvarenja i zadovoljstva po tom osnovu, te u tom smislu predstavlja značajan strateški informacioni potencijal za kreiranje motivacionih signala, posmatrano na duži vremenski period.)
MATCH@M:(Therefore it is necessary that a requirement should be satisfied that all responsible for the budget process define goals in the budget on realistic bases.===>U tom smislu, neophodno je da bude ispunjen zahtev da nosioci budžetskog procesa definišu ciljeve u budžetu na realnim osnovama.)
MATCH@E:(Therefore it is necessary that a requirement should be satisfied that all responsible for the budget process define goals in the budget on realistic bases.===>U tom smislu, neophodno je da bude ispunjen zahtev da nosioci budžetskog procesa definišu ciljeve u budžetu na realnim osnovama.)
MATCH@M:(Strategic business units in the bank are engaged in search of the means to achieve and maintain the competitive advantage.===>Strategijske poslovne jedinice u banci bave se iznalaženjem sredstava za sticanje i održavanje konkurentske prednosti.)
MATCH@E:(Strategic business units in the bank are engaged in search of the means to achieve and maintain the competitive advantage.===>Strategijske poslovne jedinice u banci bave se iznalaženjem sredstava za sticanje i održavanje konkurentske prednosti.)
MATCH@M:(The manner in which a strategic business unit will ensure a competitive advantage and achieve the bank’s goals on the way is defined by the strategic business unit plan.===>Nacin na koji ce strategijska poslovna jedinica osigurati konkurentsku prednost a da pritom ostvari ciljeve banke definiše se planom strategijske poslovne jedinice.)
MATCH@E:(The manner in which a strategic business unit will ensure a competitive advantage and achieve the banks goals on the way is defined by the strategic business unit plan.===>Način na koji će strategijska poslovna jedinica osigurati konkurentsku prednost a da pritom ostvari ciljeve banke definiše se planom strategijske poslovne jedinice.)
MATCH@M:(A typical business unit of the bank is a profit centre (e.g. bank branch) and it is necessary that separate plans be devised for them.===>Tipicnu strategijsku poslovnu jedinicu za banku predstavljaju profitni centri (npr. filijale banke), te je za njih neophodno praviti posebne planove.)
MATCH@E:(A typical business unit of the bank is a profit centre (e.g. bank branch) and it is necessary that separate plans be devised for them. ~~~ 5.===>Tipičnu strategijsku poslovnu jedinicu za banku predstavljaju profitni centri (npr. filijale banke), te je za njih neophodno praviti posebne planove. 5.)
MATCH@M:(The process of control entails measuring the achieved goal values and taking collective actions if necessary.===>Proces kontrole predstavlja merenje ostvarenih ciljnih velicina i preduzimanje korektivnih akcija ukoliko je to neophodno.)
MATCH@E:(Accounting in the function of control The process of control entails measuring the achieved goal values and taking collective actions if necessary.===>Racunovodstvo u funkciji kontrole Proces kontrole predstavlja merenje ostvarenih ciljnih veličina i preduzimanje korektivnih akcija ukoliko je to neophodno.)
MATCH@M:(From the financial aspect, the control is conducted in a numbar of phases: 1. standard identification 2. performance measuring 3. comparing performance to standards and 4. evaluation of performance and taking appropriate action.===>Sa finansijskog aspekta, kontrola se sprovodi u nekoliko faza: 1. identifikovanje standarda, 2. merenje performansi, 3. poredjenje performansi sa standardima i 4. evaluacija performansi i preduzimanje odgovarajucih akcija.)
MATCH@E:(From the financial aspect, the control is conducted in a numbar of phases: 1. standard identification 2. performance measuring 3. comparing performance to standards and 4. evaluation of performance and taking appropri ate action Š3ËŠ4Ë.===>Sa finansijskog aspekta, kontrola se sprovodi u nekoliko faza: ~~~ 1. identifikovanje standarda, 2. merenje performansi, 3. poredjenje performansi sa standardima i 4. evaluacija performansi i preduzima nje odgovarajućih akcija Š3Ë Š4Ë.)
MATCH@M:(For an efficient operation of a control system on the bank level that should allow for a quality bank management, it is necessary that an overall internal control system be established.===>Za efikasno funkcio-nisanje sistema kontrola na nivou banke koji treba da omoguci kvalitetno upravljanje bankom neophodno je uspostavljanje potpunog sistema internih kontrola.)
MATCH@E:(For an efficient operation of a control system on the bank level that should allow for a quality bank management, it is necessary that an overall internal control system be established.===>Za efikasno funkcionisanje sistema kontrola na nivou banke koji treba da omogući kvalitetno upravljanje bankom neophodno je uspostavljanje potpunog sistema internih kontrola.)
MATCH@M:(The complexity of the internal control systems depends on several factors: bank size, scope of business, type of business bank is engaged in, risk in each business sector, the scope of individual transactions, controls carried out by the executive directors of the bank and of branches, the scope of decentralisation and organizational structure.===>Složenost sistema internih kontrola zavisi od nekoliko faktora: velicine banke, obima poslovanja, vrste poslova koje banka obavlja, rizika u svakoj oblasti poslovanja, obima pojedinacnih transakcija, kontrola koje sprovode izvršni direktori banke i filijala, obima decentralizacije i organizacione strukture.)
MATCH@E:(The complexity of the internal control systems depends on several factors: bank size, scope of business, type of business bank is engaged in, risk in each business sector, the scope of individual transactions, controls carried out by the executive directors of the bank and of branches, the scope of decentralisation and organizational structure.===>Složenost sistema internih kontrola zavisi od nekoliko faktora: veličine banke, obima poslovanja, vrste poslova koje banka obavlja, rizika u svakoj oblasti poslovanja, obima pojedinačnih transakcija, kontrola koje sprovode izvršni direktori banke i filijala, obima decentralizacije i organizacione strukture.)
MATCH@M:(It is the obligation of the bank management to provide control that will ensure the safety of the founders’ invested capital and especially the safety of deposits.===>Rukovodstvo banke treba da obezbedi kontrolu koja ce omoguciti sigurnost uloženih sredstava osnivaca, a posebno sigurnost depozitnih sredstava.)
MATCH@E:(It is the obligation of the bank management to provide control that will ensure the safety of the founders invested capital and especially the safety of deposits.===>Rukovodstvo banke treba da obezbedi kontrolu koja će omogućiti sigurnost uloženih sredstava osnivača, a posebno sigurnost depozitnih sredstava.)
MATCH@M:(The activities of internal control should be twofold: preventive and repressive.===>Dejstvo interne kontrole treba da bude dvojako- preventivno i represivno.)
MATCH@E:(The activities of internal control should be twofold: preventive and repressive.===>Dejstvo interne kontrole treba da bude dvojako- preventivno i represivno.)
MATCH@M:(Acting preventivelly, the internal control is expected to prevent irregularities in business and contribute to the organizational settlement in the bank which will in turn alleviate all the potential situations that may turn into irregularities.===>Kroz preventivno dejstvo interna kontrola treba da spreci pojavu nepravilnosti u poslovanju i da doprinese organizacionom sredjivanju u banci koje treba da otkloni sve potencijalne mogucnosti za pojavu nepravilnosti.)
MATCH@E:(Acting preventivelly, the internal control is expected to prevent irregularities in business and contribute to the organizational settlement in the bank which will in turn alleviate all the potential situations that may turn into irregularities.===>Kroz preventivno dejstvo interna kontrola treba da spreči pojavu nepravilnosti u poslovanju i da doprinese organizacionom sredjivanju u banci koje treba da otkloni sve potencijalne mogućnosti za pojavu nepravilnosti.)
MATCH@M:(The repressive activity of the internal control is reflected in that as a detective control, it investigates the business to reveal possible irregularities, undertakes appropriate actions to alleviate the consequences of these irregularities (illegal actions) and creates an opportunity for starting a disciplinary action against the person responsible.===>Represivno dejstvo interne kontrole ispoljava se u tome što ona kao detektivna kontrola kroz istraživanje poslovanja otkriva nepravilnosti, preduzima odgovarajuce mere za otklanjanje posledica koje su nastale pocinjenim nepravilnostima (nedozvoljenim radnjama) i stvara mogucnosti za pokretanje di-sciplinskeog postupka protiv odgovornih lica.)
MATCH@E:(The repressive activity of the internal control is reflected in that as a detective control, it investigates the business to reveal possible irregularities, undertakes appropriate actions to alleviate the consequences of these irregularities (illegal actions) and creates an opportunity for starting a disciplinary action against the person responsible.===>Represivno dejstvo interne kontrole ispoljava se u tome što ona kao detektivna kontrola kroz istraživanje poslovanja otkriva nepravilnosti, preduzima odgovarajuće mere za otklanjanje posledica koje su nastale počinjenim nepravilnostima (nedozvoljenim radnjama) i stvara mogućnosti za pokretanje disciplinskeog postupka protiv odgovornih lica.)
MATCH@M:(In view of the fact that the internal control service largely leans upon accounting in its work, it can be rightly deemed as one of the most important functions of accounting.===>S obzirom na cinjenicu da se interna kontrolna služba u svom radu u velikoj meri oslanja na racunovodstvo, može se s pravom reci da je interna kontrola jedna od najznacajnijih funkcija racunovodstva.)
MATCH@E:(In view of the fact that the internal control service largely leans upon accounting in its work, it can be rightly deemed as one of the most important functions of accounting.===>S obzirom na činjenicu da se interna kontrolna služba u svom radu u velikoj meri oslanja na računovodstvo, može se s pravom reći da je interna kontrola jedna od najznačajnijih funkcija računovodstva.)
MATCH@M:(The basic presumption here is that accounting disposes of an appropriate evidence on business and also allows for other controls for the purpose of testing the efficiency of the bank.===>Pritom je osnovna pretpostavka da racunovodstvo raspolaže uredno vodjenom evidencijom o poslovanju , kao i da omogucuje i druga kontrolna ispitivanja radi utvrdji-vanja efikasnosti u poslovanju banke.)
MATCH@E:(The basic presumption here is that accounting disposes of an appropriate evidence on business and also allows for other controls for the purpose of testing the efficiency of the bank.===>Pritom je osnovna pretpostavka da računovodstvo raspolaže uredno vodjenom evidencijom o poslovanju , kao i da omogućuje i druga kontrolna ispitivanja radi utvrdjivanja efikasnosti u poslovanju banke.)
MATCH@M:(The following can be implemented for the purposes of financial control: 1. budgetary control, 2. financial indicator analysis, 3. financial auditing.===>Za potrebe finansijske kontrole mogu se primeniti: 1. budžetska kontrola, 2. analliza finansijskih indikatora, 3. finansijska revizija.)
MATCH@E:(The following can be implemented for the purposes of financial control: 1. budgetary control, 2. financial indicator analysis, 3. financial auditing.===>Za potrebe finansijske kontrole mogu se primeniti: ~~~ 1. budžetska kontrola, 2. analliza finansijskih indikatora, 3. finansijska revizija.)
MATCH@M:(The control importance of accounting is fully meaningful only on condition all accounting activities are performed accurately, timely and correctly.===>Kontrolni znacaj racunovodstva dolazi do punog izražaja iskljucivo ako se svi racunovodstveni poslovi obavljaju tacno, blagovremeno i ispravno.)
MATCH@E:(The control importance of accounting is fully meaningful only on condition all accounting activities are performed accurately, timely and correctly.===>Kontrolni značaj računovodstva dolazi do punog izražaja isključivo ako se svi računovodstveni poslovi obavljaju tačno, blagovremeno i ispravno.)
MATCH@M:(Hence the accounting activities have to be systematically controlled by the bank’s authorities so that accounting should make a valid basis for internal control.===>Stoga, rad racunovodstva takodje mora biti sistematski kontroli-san, od strane odgovarajucih organa banke, kako bi racunovodstvo predstavljalo validnu osnovu za internu kontrolu.)
MATCH@E:(Hence the accounting activities have to be systematically controlled by the banks authorities so that accounting should make a valid basis for internal control.===>Stoga, rad računovodstva takodje mora biti sistematski kontrolisan, od strane odgovarajućih organa banke, kako bi računovodstvo predstavljalo validnu osnovu za internu kontrolu.)
MATCH@M:(The control importance of the accounting unit can especially be observed through: the control importance of financial evidence, the control importance of reports, and the control importance of bookkeeping accounts.===>Kontrolni znacaj celine racunovodstva posebno se može posmatrati kroz: kontrolni znacaj finansijske evidencije, kontrolni znacaj izveštaja i kontrolni znacaj knjigovodstvenih racuna.)
MATCH@E:(The control importance of the accounting unit can especially be observed through: the control importance of financial evidence, the control importance of reports, and the control importance of bookkeeping accounts.===>Kontrolni značaj celine računovodstva posebno se može posmatrati kroz: kontrolni značaj finansijske evidencije, kontrolni značaj izveštaja i kontrolni značaj knjigovodstvenih računa.)
MATCH@M:(Furthermore, the effect of the implementation of modern technique upon control importance of accounting should be taken into consideration.===>Pored toga, treba sagledati uti-caj primene savremene tehnike na kontrolni znacaj racunovodstva.)
MATCH@E:(Furthermore, the effect of the implementation of modern technique upon control importance of accounting should be taken into consideration.===>Pored toga, treba sagledati uticaj primene savremene tehnike na kontrolni značaj računovodstva.)
MATCH@M:(The accounting is the basis of systematically processed data (systematic financial records) which make a very important basis for the control procedures of authorised services.===>U knjigovodstvu se nalaze sistematski sredjeni podaci (sistematska finansijska evidencija) koji cine veoma znacajnu osnovu za kontrolne postupke odgovarajucih službi..)
MATCH@E:(The accounting is the basis of systematically processed data (systematic financial records) which make a very important basis for the control procedures of authorised services.===>U knjigovodstvu se nalaze sistematski sredjeni podaci (sistematska finansijska evidencija) koji čine veoma značajnu osnovu za kontrolne postupke odgovarajućih službi..)
MATCH@M:(Creating an adequate reporting system, that is, the use of a number of interrelated and time-comparable reports, adds to the control importance of the internal reporting service.===>Formiranje adekvatnog sistema izveštavanja, odnosno upotreba veceg broja izveštaja medjusobno povezanih i vremenski uporedivih, pojacava kontrolini znacaj službe internog izveštavanja.)
MATCH@E:(Creating an adequate reporting system, that is, the use of a number of interrelated and time-comparable reports, adds to the control importance of the internal reporting service Š1Ë.===>Formiranje adekvatnog sistema izveštavanja, odnosno upotreba većeg broja izveštaja medjusobno povezanih i vremenski uporedivih, pojačava kontrolini značaj službe internog izveštavanja Š1Ë.)
MATCH@M:(The basic links in the data control are the contos (accounts).===>Osnovne karike u kontroli podataka predstavljaju konta (racuni).)
MATCH@E:(The basic links in the data control are the contos (accounts).===>Osnovne karike u kontroli podataka predstavljaju konta (računi).)
MATCH@M:(A precondition for strengthening the control importance of the contos themselves is a credible documentation.===>Preduslov za jacanje kontrolnog znacaja samih konta predstavlja verodostojna dokumentacija.)
MATCH@E:(A precondition for strengthening the control importance of the contos themselves is a credible documentation.===>Preduslov za jačanje kontrolnog značaja samih konta predstavlja verodostojna dokumentacija.)
MATCH@M:(The balance sheet account containing elements that do not correspond to the contents of that account has no control importance because it is not homogenous.===>Saldo bilansnog racuna koji sadrži elemente koji ne odgovaraju sadržini tog konta nema kontrolni znacaj, jer nije homogen.)
MATCH@E:(The balance sheet account containing elements that do not correspond to the contents of that account has no control importance because it is not homogenous.===>Saldo bilansnog računa koji sadrži elemente koji ne odgovaraju sadržini tog konta nema kontrolni značaj, jer nije homogen.)
MATCH@M:(A balance account (conto) that is not integral has not conteol importance since it does not report the real state due to lack of certain transactions that change the account turnover.===>Saldo bilansnog racuna (konta) koji nije integralan, takodje ne poseduje nikakav kontrolni znacaj, jer on ne iskazuje realno stanje zbog nedostatka odredjenih transakcija koje menjaju promet na racunu.)
MATCH@E:(A balance account (conto) that is not integral has not conteol importance since it does not report the real state due to lack of certain transactions that change the account turnover.===>Saldo bilansnog računa (konta) koji nije integralan, takodje ne poseduje nikakav kontrolni značaj, jer on ne iskazuje realno stanje zbog nedostatka odredjenih transakcija koje menjaju promet na računu.)
MATCH@M:(The term “control independent on banking business process“ means internal and external auditing.===>Pod pojmom »kontrola nezavisna od procesa bankarskog poslovanja« podrazumeva se interna i eksterna revizija.)
MATCH@E:(The term control independent on banking business process means internal and external auditing.===>Pod pojmom »kontrola nezavisna od procesa bankarskog poslovanja« podrazumeva se interna i eksterna revizija.)
MATCH@M:(Internal auditing is part of bank management function that explores assesses and improves internal control.===>Interna revizija je deo funkcije upravljanja bankom koje ispituje, ocenjuje i unapredjuje internu kontrolu.)
MATCH@E:(Internal auditing is part of bank management function that explores assesses and improves internal control.===>Interna revizija je deo funkcije upravljanja bankom koje ispituje, ocenjuje i unapredjuje internu kontrolu.)
MATCH@M:(As part of the management system, internal auditing has to be appropriately organized.===>Kao deo upravljackog sistema banke interna revizija mora biti adekvatno organi-zovana.)
MATCH@E:(As part of the management system, internal auditing has to be appropriately organized.===>Kao deo upravljačkog sistema banke interna revizija mora biti adekvatno organizovana.)
MATCH@M:(The need for internal auditing is more pronounced in big banks that have a dislocated network of branches for the sales of banking products.===>Potreba za internom revizijom izraženija je kod velikih banaka koje imaju dislociranu mrežu svojih filijala za prodaju bankarskog proizvoda.)
MATCH@E:(The need for internal auditing is more pronounced in big banks that have a dislocated network of branches for the sales of banking products.===>Potreba za internom revizijom izraženija je kod velikih banaka koje imaju dislociranu mrežu svojih filijala za prodaju bankarskog proizvoda.)
MATCH@M:(The task of internal auditing is to prevent illegal activities in order to avoid consequences and damage for the institution and for its clients, or at least to diminish them as much as possible.===>Zadatak interne revizije je da se sprece nedozvoljene radnje, kako bi se izbegle posledice i štete za instituciju i njene komi-tente ili bar smanje na manji moguci nivo.)
MATCH@E:(The task of internal auditing is to prevent illegal activities in order to avoid consequences and damage for the institution and for its clients, or at least to diminish them as much as possible.===>Zadatak interne revizije je da se spreče nedozvoljene radnje, kako bi se izbegle posledice i štete za instituciju i njene komitente ili bar smanje na manji mogući nivo.)
MATCH@M:(The internal auditing of a bank has to be committed to checking the economic purpose of the business flow: e.g., its task is to devise propositions for improvements and rationalizations in organizational procedures, to aid reduce the costs of bank property and personnel.===>Interna revizija jedne banke mora se posvetiti proveri ekonomske svrhe toka poslovanja: npr. na njoj je da razvije predlo-ge poboljšanja i racionalizacije kod postupaka organizacije, da pomogne ostvarenju smanjenja troškova imovine i personala banke.)
MATCH@E:(The internal auditing of a bank has to be committed to checking the economic purpose of the business flow: e.g., its task is to devise propositions for improvements and rationalizations in organizational procedures, to aid reduce the costs of bank property and personnel.===>Interna revizija jedne banke mora se posvetiti proveri ekonomske svrhe toka poslovanja: npr. na njoj je da razvije predloge poboljšanja i racionalizacije kod postupaka organizacije, da pomogne ostvarenju smanjenja troškova imovine i personala banke.)
MATCH@M:(Shortly speaking, internal auditing is not restrained in any way as regards the objects of auditing: although the tasks are the same, as a rule, banks differ by the premises, focuses, and the intensity of the achieved level of technology introduced.===>U globalu, interna revizija nema granice u odnosu na objekte provere: iako su postavke zadataka u suštini po pravilu iste, ipak se od banke do banke razlikuju objekti, težište i intenzitet dostignutog stepena uvedene tehnologije.)
MATCH@E:(Shortly speaking, internal auditing is not restrained in any way as regards the objects of auditing: although the tasks are the same, as a rule, banks differ by the premises, focuses, and the intensity of the achieved level of technology introduced.===>U globalu, interna revizija nema granice u odnosu na objekte provere: iako su postavke zadataka u suštini po pravilu iste, ipak se od banke do banke razlikuju objekti, težište i intenzitet dostignutog stepena uvedene tehnologije.)
MATCH@M:(Managers and independent external auditors should cooperate as their goals coincide: they have to create and distribute the financial reports that present a truthful review of the outcomes property flow and the general standing of the bank.===>Menadžeri i nezavisni eksterni revizori treba da rade kooperativno, pošto imaju iste ciljeve: sastavljanje i distribuciju finansijskih izveštaja koji predstavljaju istinit pregled ostvarenog rezultata, kretanje imovine i opšte stanje banke.)
MATCH@E:(Managers and independent external auditors should cooperate as their goals coincide: they have to create and distribute the financial reports that present a truthful review of the outcomes property flow and the general standing of the bank.===>Menadžeri i nezavisni eksterni revizori treba da rade kooperativno, pošto imaju iste ciljeve: sastavljanje i distribuciju finansijskih izveštaja koji predstavljaju istinit pregled ostvarenog rezultata, kretanje imovine i opšte stanje banke.)
MATCH@M:(The overall company plan, the planned goals and tasks should serve as basis and tool of performance management control and analysis.===>Ukupan plan preduzeca, planom postavljeni ciljevi i zadaci treba da posluže kao obavezna osnova i instrument izvodjenja, upravljanja, kontrole i analize.)
MATCH@E:(The overall company plan, the planned goals and tasks should serve as basis and tool of performance management control and analysis.===>Ukupan plan preduzeća, planom postavljeni ciljevi i zadaci treba da posluže kao obavezna osnova i instrument izvodjenja, upravljanja, kontrole i analize.)
MATCH@M:(The accounting control and analytical information on the principles of well organized feedback become a tool for the compny’s business system management and orientation towards the set goals.===>Racunovodstvene, kontrolne i analiticke informacije, na principima dobro organizovanog povratnog dejstva postaju sredstvo za upravljanje i usmeravanje poslovnog sistema preduzeca prema postavljenom cilju.)
MATCH@E:(The accounting control and analytical information on the principles of well organized feedback become a tool for the compnys business system management and orientation towards the set goals.===>Računovodstvene, kontrolne i analitičke informacije, na principima dobro organizovanog povratnog dejstva postaju sredstvo za upravljanje i usmeravanje poslovnog sistema preduzeća prema postavljenom cilju.)
MATCH@M:(The accounting control of the achieved outcomes in the banking business is based on the budget, hence it is often called the budgetary control.===>Racunovodstvena kontrola ostvarenih rezultata poslovanja banke je zasnovana na budžetu, te se stoga cesto i naziva budžetska kontrola.)
MATCH@E:(The accounting control of the achieved outcomes in the banking business is based on the budget, hence it is often called the budgetary control.===>Računovodstvena kontrola ostvarenih rezultata poslovanja banke je zasnovana na budžetu, te se stoga često i naziva budžetska kontrola.)
MATCH@M:(Generally speaking, the importance of accounting is twofold.===>Nacelno govoreci, znacaj racunovodstva javlja se u dva vida.)
MATCH@E:(Conclusion Generally speaking, the importance of accounting is twofold.===>Zaključak Načelno govoreći, značaj računovodstva javlja se u dva vida.)
MATCH@M:(On one hand, through its activities accounting autonomously tracks irregularities in the operations of the bank as a whole, hence it has a role of a control body.===>Sa jedne strane, racunovodstvo svojom ak-tivnošcu, samostalno, otkriva nepravilnosti u radu banke u celini, odnosno racunovodstvo ima ulogu kontrolnog organa.)
MATCH@E:(On one hand, through its activities accounting autonomously tracks irregularities in the operations of the bank as a whole, hence it has a role of a control body.===>Sa jedne strane, računovodstvo svojom aktivnošću, samostalno, otkriva nepravilnosti u radu banke u celini, odnosno računovodstvo ima ulogu kontrolnog organa.)
MATCH@M:(On the other hand, accounting makes basis for the activities of other control bodies in the bank, in that it allows for a detailed insight into the flows of the entire banking business.===>Sa druge strane, racunovodstvo cini osnov za rad drugih kontrolnih organa u banci time što im omogucava detaljan uvid u tokove celokupnog poslovanja banke.)
MATCH@E:(On the other hand, accounting makes basis for the activities of other control bodies in the bank, in that it allows for a detailed insight into the flows of the entire banking business.===>Sa druge strane, računovodstvo čini osnov za rad drugih kontrolnih organa u banci time što im omogućava detaljan uvid u tokove celokupnog poslovanja banke.)
MATCH@M:(In this way the control function of accounting is expressed indirectly through the activities of other bodies.===>Time je kontrolni znacaj racunovodstva izražen posredno, kroz rad drugih organa.)
MATCH@E:(In this way the control function of accounting is expressed indirectly through the activities of other bodies.===>Time je kontrolni značaj računovodstva izražen posredno, kroz rad drugih organa.)
MATCH@M:(Lately, and primarily due to the economic crisis, the primary management activity - planning is rather pronounced in banks, as is the accounting planning (budgeting), as a tool in the realization of annual planning, especially in the cost management segment.===>U poslednje vreme, u prvom redu zbog prisustva ekonomske krize, primarna upravljacka aktivnost-plani-ranje je veoma izrazena u bankama, kao i racunovodstveno planiranje (budžetiranje) kao instrument u realizaciji godišnjeg planiranja, posebno u segmentu upravljanja troškovima.)
MATCH@E:(Lately, and primarily due to the economic crisis, the primary management activity planning is rather pronounced in banks, as is the accounting planning (budgeting), as a tool in the realization of annual planning, especially in the cost management segment.===>U poslednje vreme, u prvom redu zbog prisustva ekonomske krize, primarna upravljačka aktivnost-planiranje je veoma izrazena u bankama, kao i računovodstveno planiranje (budžetiranje) kao instrument u realizaciji godišnjeg planiranja, posebno u segmentu upravljanja troškovima.)
MATCH@M:(There is no efficient bank management without appropriate planning and this in turn is meaningless without an appropriate control.===>Efikasnog upravljanja bankom nema bez dobrog planiranja, a ono je opet nesvr-sishodno bez odgovarajuce kontrole.)
MATCH@E:(There is no efficient bank management without appropriate planning and this in turn is meaningless without an appropriate control.===>Efikasnog upravljanja bankom nema bez dobrog planiranja, a ono je opet nesvrsishodno bez odgovarajuće kontrole.)
MATCH@M:(The strategic control requires an active monitoring of the environment and gathering quality external information.===>Strategijska kontrola zahteva aktivno pracenje okruženja i pribavljanje kvalitetnih eksternih informacija.)
MATCH@E:(The strategic control requires an active monitoring of the environment and gathering quality external information.===>Strategijska kontrola zahteva aktivno praćenje okruženja i pribavljanje kvalitetnih eksternih informacija.)
MATCH@M:(The capital analysis and planning are critical factors for the management in achieving desired goals.===>Analiza i planiranje kapitala predstavljaju kriticne elemente za ostvarenje željenih ciljeva od strane menadžmenta banke.)
MATCH@E:(The capital analysis and planning are critical factors for the management in achieving desired goals.===>Analiza i planiranje kapitala predstavljaju kritične elemente za ostvarenje željenih ciljeva od strane menadžmenta banke.)
MATCH@M:(The key factor of the strategic planning process is the analysis of the present and the future equity capital as regards strategic goals.===>Kljucni cinilac procesa strateškog planiranja predstavlja analiza postojeceg i buduceg obaveznog kapitala u odnosu na strateške ciljeve.)
MATCH@E:(The key factor of the strategic planning process is the analysis of the present and the future equity capital as regards strategic goals.===>Ključni činilac procesa strateškog planiranja predstavlja analiza postojećeg i budućeg obaveznog kapitala u odnosu na strateške ciljeve.)
MATCH@M:(As a manegement function, control is not a registrar of current banking activities, but is rather a navigateor and innovator of business activities to be performed in the future.===>Kontrola kao upravljacka funkcija nije registrator tekucih aktivnosti banke, vec je navigator i inovator poslovnih aktivnosti koje ce se tek odvijati u buducnosti.)
MATCH@E:(As a manegement function, control is not a registrar of current banking activities, but is rather a navigateor and innovator of business activities to be performed in the future.===>Kontrola kao upravljačka funkcija nije registrator tekućih aktivnosti banke, već je navigator i inovator po slovnih aktivnosti koje će se tek odvijati u budućnosti.)
MATCH@M:(The bank manager is expected to create various reports for various types of business decisions: on an annual level, on a semi-annual level, on a quarterly, and on a monthly levels.===>Od menadžera banke ocekuje se kreiranje razlicitih izveštaja za razlicite tipove poslovnih odluka i to: na godišnjem nivou, polugodišnje, kvartalno i mesecno.)
MATCH@E:(The bank manager is expected to create various reports for various types of business decisions: on an annual level, on a semi-annual level, on a quarterly, and on a monthly levels.===>Od menadžera banke očekuje se kreiranje različitih izveštaja za različite tipove poslovnih odluka i to: na godišnjem nivou, polugodišnje, kvartalno i mesečno.)
MATCH@M:(The higher the risk and uncertainty in business on the financial market, the higher the demands for reporting on the performance of the bank, as well as for forecasting information.===>Što je veci stepen rizika i neizvesnosti u poslovanju na finansijskom tržištu, veci su zahtevi za izveštavanjem o ostvarenim perforamansama banke, kao i za prognostickim informacijama)
MATCH@E:(The higher the risk and uncertainty in business on the financial market, the higher the demands for reporting on the performance of the bank, as well as for forecasting information.===>Što je veći stepen rizika i neizvesnosti u poslovanju na finansijskom tržištu, veći su zahtevi za izveštavanjem o ostvarenim perforamansama banke, kao i za prognostičkim informacijama Uspešno strateško upravljanje bankom ne može se realizovati bez adekvatne informacione podrške upravljačkog računovodstva.)
BAD_LINE_=============================================================
BAD_LINE_M:The higher the risk and uncertainty in business on the financial market, the higher the demands for reporting on the performance of the bank, as well as for forecasting information.
BAD_LINE_M:Što je veci stepen rizika i neizvesnosti u poslovanju na finansijskom tržištu, veci su zahtevi za izveštavanjem o ostvarenim perforamansama banke, kao i za prognostickim informacijama
BAD_LINE_E:The higher the risk and uncertainty in business on the financial market, the higher the demands for reporting on the performance of the bank, as well as for forecasting information.
BAD_LINE_E:Što je veći stepen rizika i neizvesnosti u poslovanju na finansijskom tržištu, veći su zahtevi za izveštavanjem o ostvarenim perforamansama banke, kao i za prognostičkim informacijama Uspešno strateško upravljanje bankom ne može se realizovati bez adekvatne informacione podrške upravljačkog računovodstva.
MATCH@M:(A successful strategic management of the bank cannot be effected without an adequate information support of the management accounting.===>Uspešno strateško upravljanje bankom ne može se re-alizovati bez adekvatne informacione podrške upravljackog racunovodstva.)
MATCH@E:(A successful strategic management of the bank cannot be effected without an adequate information support of the management accounting.===>Drugim rečima, akcenat u zadovoljavanju informacionih potreba strateškog menadžmenta, upravljačko računovodstvo treba da stavi na sledeće aktivnosti:)
BAD_LINE_=============================================================
BAD_LINE_M:A successful strategic management of the bank cannot be effected without an adequate information support of the management accounting.
BAD_LINE_M:Uspešno strateško upravljanje bankom ne može se re-alizovati bez adekvatne informacione podrške upravljackog racunovodstva.
BAD_LINE_E:A successful strategic management of the bank cannot be effected without an adequate information support of the management accounting.
BAD_LINE_E:Drugim rečima, akcenat u zadovoljavanju informacionih potreba strateškog menadžmenta, upravljačko računovodstvo treba da stavi na sledeće aktivnosti:
MATCH@M:(An adequate synchronisation of the functions of financial reporting planning and control together with a powerful information support is not enough; what is necessary is also a quality banking management to govern all the business activities of the bank in the achievement of strategic and other goals.===>Adekvatna sinhronizacija funkcija - finansijskog izveštavanja, planiranja i kontrole uz snažnu informaticku podršku, nije dovoljna, vec je neophodan i kvalitetan bankarski menadžment koji ce upravljati svim poslovnim aktivnostima banke u realizaciji strateških i drugih ciljeva.)
MATCH@E:(An adequate synchronisation of the functions of financial reporting planning and control together with a powerful information support is not enough; what is necessary is also a quality banking management to govern all the business activities of the bank in the achievement of strategic and other goals.===>Adekvatna sinhronizacija funkcija - finansijskog izveštavanja, planiranja i kontrole uz snažnu informatičku podršku, nije dovoljna, već je neophodan i kvalitetan bankarski menadžment koji će upravljati svim poslovnim aktivnostima banke u realizaciji strateških i drugih ciljeva.)
MATCH@M:(Here, we also challenge present research to incorporate this concept into the domain of project risk management.===>Takode predstavlja i poziv da se ovaj koncept ukljuci u oblast upravljanja projektnim rizikom.)
MATCH@E:(Here, we also challenge present research to incorporate this concept into the domain of project risk management.===>Takođe predstavlja i poziv da se ovaj koncept uključi u oblast upravljanja projektnim rizikom.)
MATCH@M:(The formulation of vulnerability has usually common though contested meaning.===>Formulacija ranjivosti ima upošteno sasvim obicno, mada sporno znacenje.)
MATCH@E:(The formulation of vulnerability has usually common though contested meaning.===>Formulacija ranjivosti ima upošteno sasvim obično, mada sporno značenje.)
MATCH@M:(It is explained as a degree to which a system is susceptible to harm and incapable to cope with its adverse effects.===>Definiše se kao stepen do koga je sistem podložan oštecenju i nesposoban da se nosi sa negativnim posledicama tog oštecenja.)
MATCH@E:(It is explained as a degree to which a system is susceptible to harm and incapable to cope with its adverse effects.===>Definiše se kao stepen do koga je sistem podložan oštećenju i nesposoban da se nosi sa negativnim posledicama tog oštećenja.)
MATCH@M:(But the concept seems not fully operational.===>Izgleda da ovaj koncept nije potpuno operativan.)
MATCH@E:(But the concept seems not fully operational.===>Izgleda da ovaj koncept nije potpuno operativan.)
MATCH@M:(The challenges confronted to make it operational are to develop a robust method for its assessment; afterwards to promote adequate strategies for vulnerability reduction.===>Ono što treba da se ucini da bi on bio operativan jeste da se razvije jedan cvrst model za njegovu procenu, pa da se zatim uvedu odgovarajuce strategije za smanjenje ranjivosti.)
MATCH@E:(The challenges confronted to make it operational are to develop a robust method for its assessment; afterwards to promote adequate strategies for vulnerability reduction.===>Ono što treba da se učini da bi on bio operativan jeste da se razvije jedan čvrst model za njegovu procenu, pa da se zatim uvedu odgovarajuće strategije za smanjenje ranjivosti.)
MATCH@M:(Depending on a purpose of assessment as well as on specific environments, methods for vulnerability assessment do not show commonness among themselves, even not among the same scientific disciplines.===>U zavisnosti od svrhe procene i od okruženja, metodi za procenu ranjivosti se medusobno razlikuju, cak i u okviru iste naucne discipline.)
MATCH@E:(Depending on a purpose of assessment as well as on specific environments, methods for vulnerability assessment do not show commonness among themselves, even not among the same scientific disciplines.===>U zavisnosti od svrhe procene i od okruženja, metodi za procenu ranjivosti se međusobno razlikuju, čak i u okviru iste naučne discipline.)
MATCH@M:(The main objectives of this paper are to establish common ground for vulnerability and identify potential framework developments for project risk management.===>Glavni ciljevi ovog rada jesu da se uspostavi zajednicki osnov ranjivosti i identifikuju koraci za uspostavljanje potencijalnog okvira za upravljanje projektnim rizikom. 1.	Uvod)
MATCH@E:(The main objectives of this paper are to establish common ground for vulnerability and identify potential framework developments for project risk management. ~~~ 1.===>Glavni ciljevi ovog rada jesu da se uspostavi zajednički osnov ranjivosti i identifikuju koraci za uspostavljanje potencijalnog okvira za upravljanje projektnim rizikom. 1.)
MATCH@M:(1.	Introduction Integrating analysis of vulnerability into traditional risk management approach seems to be a promising step in effective risk response planning.===>Integrisanje analize ranjivosti u tradicionalni pristup upravljanju rizikom predstavlja dobar korak u planiranju efektivnog odgovora na rizik.)
MATCH@E:(Introduction Integrating analysis of vulnerability into traditional risk management approach seems to be a promising step in effective risk response planning.===>Uvod Integrisanje analize ranjivosti u tradicionalni pristup upravljanju rizikom predstavlja dobar korak u planiranju efektivnog odgovora na rizik.)
MATCH@M:(According to number of scientific publications on the Web of Science, increasing interest in concept of vulnerability is present among various disciplines.===>Prema nekolikim naucnim publikacijama na Naucnoj mreži (Web of Science), u velikom broju razlicitih disciplina javlja se interesovanje za koncept ranjivosti.)
MATCH@E:(According to number of scientific publications on the Web of Science, increasing interest in concept of vulnerability is present among various disciplines.===>Prema nekolikIm naučnim publikacijama na Naučnoj mreži (Web of Science), u velikom broju različitih disciplina javlja se interesovanje za koncept ranjivosti.)
MATCH@M:(The main purpose of this paper is to identify characteristics of vulnerability and key issues for its complete understanding in order to make this concept suitable for project environment.===>Glavni cilj ovog rada jeste da identifikuje karakteristike ranjivosti i kljucna pitanja od znacaja za njeno potpuno razumevanje da bi ovaj koncept mogao da odgovara projektnom okruženju.)
MATCH@E:(The main purpose of this paper is to identify characteristics of vulnerability and key issues for its complete understanding in order to make this concept suitable for project environment.===>Glavni cilj ovog rada jeste da identifikuje karakteristike ranjivosti i ključna pitanja od značaja za njeno potpuno razumevanje da bi ovaj koncept mogao da odgovara projektnom okruženju.)
MATCH@M:(As we progress further in our research topic, we aim to build a coherent conceptual framework integrated with traditional project risk management methods that can be effectively used by project risk managers.===>U daljem bavljenju našom temom u istraživanju, pokušacemo da izgradimo koherentan konceptualni okvir koji se uklapa u metode tradicionalnog upravljanja projektima i koji ce menadžeri projektnog rizika moci efektivno da pri-menjuju.)
MATCH@E:(As we progress further in our research topic, we aim to build a coherent conceptual framework integrated with traditional project risk management methods that can be effectively used by project risk managers.===>U daljem bavljenju našom temom u istraživanju, pokušaćemo da izgradimo koherentan konceptualni okvir koji se uklapa u metode tradicionalnog upravljanja projektima i koji će menadžeri projektnog rizika moći efektivno da primenjuju.)
MATCH@M:(Having the mentioned purposes in mind, we start our paper by describing the project and its specific environment.===>Imajuci u vidu naše ciljeve, rad pocinjemo definisa-njem projekta i njegovog specificnog okruženja.)
MATCH@E:(Having the mentioned purposes in mind, we start our paper by describing the project and its specific environment.===>Imajući u vidu naše ciljeve, rad počinjemo definisanjem projekta i njegovog specifičnog okruženja.)
MATCH@M:(Afterwards, we make a brief review on traditions of project risk management highlighting a need for introduction of vulnerability.===>Zatim sledi kratak pregled tradicionalnih postupaka u upravljanju projektnim rizikom s naglaskom na potrebi da se uvede ranjivost.)
MATCH@E:(Afterwards, we make a brief review on traditions of project risk management highlighting a need for introduction of vulnerability.===>Zatim sledi kratak pregled tradicionalnih postupaka u upravljanju projektnim rizikom s naglaskom na potrebi da se uvede ranjivost.)
MATCH@M:(The second and the third parts are dedicated to better understandings of vulnerability among different research areas and current approaches to assess vulnerability.===>U drugom i trecem poglavlju pokušavamo da bolje osvetlimo ranjivost u razlicitim oblastima istraživanja i savremene pristupe u proceni ranjivosti.)
MATCH@E:(The second and the third parts are dedicated to better understandings of vulnerability among different research areas and current approaches to assess vulnerability.===>U drugom i trećem poglavlju pokušavamo da bolje osvetlimo ranjivost u različitim oblastima istraživanja i savremene pristupe u proceni ranjivosti.)
MATCH@M:(The fourth part addresses vulnerability issues that need to be adapted for project environment.===>Cetvrto poglavlje posveceno je pitanjima ranjivosti koja treba prilagoditi projektnom okruženju.)
MATCH@E:(The fourth part addresses vulnerability issues that need to be adapted for project environment.===>Četvrto poglavlje posvećeno je pitanjima ranjivosti koja treba prilagoditi projektnom okruže nju.)
MATCH@M:(As this paper is conceptual framework, we conclude it with confrontation of challenges of the next step of our future research process.===>Kako ovaj rad predstavlja konceptualni okvir, zakljucujemo ga navodeci izazove koji nas cekaju u narednom koraku u našim buducim istraživanjima.)
MATCH@E:(As this paper is conceptual framework, we conclude it with confrontation of challenges of the next step of our future research process. ~~~ 2.===>Kako ovaj rad predstavlja konceptualni okvir, zaključujemo ga navodeći izazove koji nas čekaju u narednom koraku u našim budućim istraživanjima. 2.)
MATCH@M:(When considering project environment, it is essential to define what really project is.===>Kada se posmatra projektno okruženje, važno je da se definiše šta je stvarno projekat.)
MATCH@E:(Background When considering project environment, it is essential to define what really project is.===>Osnovni podaci Kada se posmatra projektno okruženje, važno je da se definiše šta je stvarno projekat.)
MATCH@M:(Its uniqueness is mirrored in unique, specific target values, environment, resources, management styles and other parameters that constitute a project system.===>Ta jedinstvenost se ogleda u jedinstvenim, specificnim ciljnim vrednostima, okruženju, resursima, stilovima upravljanja i drugim parametrima koji cine projektni sistem.)
MATCH@E:(Its uniqueness is mirrored in unique, specific target values, environment, resources, management styles and other parameters that constitute a project system.===>Jedinstvenost i privremenost su karakteristike koje razlikuju projekat od svakodnevnih aktivnosti. ~~~ Ta jedinstvenost se ogleda u jedinstvenim, specifičnim ciljnim vrednostima, okruženju, resursima, stilovima upravljanja i drugim parametrima koji čine projektni sistem.)
BAD_LINE_=============================================================
BAD_LINE_M:Its uniqueness is mirrored in unique, specific target values, environment, resources, management styles and other parameters that constitute a project system.
BAD_LINE_M:Ta jedinstvenost se ogleda u jedinstvenim, specificnim ciljnim vrednostima, okruženju, resursima, stilovima upravljanja i drugim parametrima koji cine projektni sistem.
BAD_LINE_E:Its uniqueness is mirrored in unique, specific target values, environment, resources, management styles and other parameters that constitute a project system.
BAD_LINE_E:Jedinstvenost i privremenost su karakteristike koje razlikuju projekat od svakodnevnih aktivnosti. ~~~ Ta jedinstvenost se ogleda u jedinstvenim, specifičnim ciljnim vrednostima, okruženju, resursima, stilovima upravljanja i drugim parametrima koji čine projektni sistem.
MATCH@M:(As projects get more complex, managerial activities whose primary function is directed to distribution of information and keeping a project schedule on its track, have become fully inherent in project execution.===>Kako projekti postaju složeniji, menadžerske aktivnosti cija je primarna funkcija usmerena na širenje informacija i održavanje projektnog plana na zadatom pravcu postaju nerazdvojiv deo realizacije projekta.)
MATCH@E:(As projects get more complex, managerial activities whose primary function is directed to distribution of information and keeping a project schedule on its track, have become fully inherent in project execution.===>Kako projekti postaju složeniji, menadžerske aktivnosti čija je primarna funkcija usmerena na širenje informacija i održavanje projektnog plana na zadatom pravcu postaju nerazdvojiv deo realizacije projekta.)
MATCH@M:(While it is a specific system whose components are rarely linked in a way that causality can be easily explained, one of the most suitable methods to describe project system is using a system thinking method.===>Ma koliko da je to specificni sistem ciji su elementi retko povezani na nacin da se uzrocno-posledicna veza medu njima može lako objasniti, jedan od najprikladnijih metoda za opisivanje projektnog sistema je metod sistemskog mišljenja.)
MATCH@E:(While it is a specific system whose components are rarely linked in a way that causality can be easily explained, one of the most suitable methods to describe project system is using a system thinking method.===>Ma koliko da je to specifični sistem čiji su elementi retko povezani na način da se uzročno-posledična veza među njima može lako objasniti, jedan od najprikladnijih metoda za opisivanje projektnog sistema je metod sistemskog mišljenja.)
MATCH@M:(This method is high exploratory and it enables decomposition of a project from its smallest to its general parameters without loosing a sense of a whole.===>Ovaj metod je vrlo istraživacki po prirodi i omogucava da se projekat razloži od najmanjih do uopštenih parametara, a da se pri tom ne izgubi smisao celine.)
MATCH@E:(This method is high exploratory and it enables decomposition of a project from its smallest to its general parameters without loosing a sense of a whole.===>Ovaj metod je vrlo istraživački po prirodi i omogućava da se projekat razloži od najmanjih do uopštenih parametara, a da se pri tom ne izgubi smisao celine.)
MATCH@M:(Considering this composition, we are able to understand a project mechanism.===>Ako uvažimo ovakvu strukturu, razumecemo mehanizam projekta.)
MATCH@E:(Considering this composition, we are able to understand a project mechanism.===>Ako uvažimo ovakvu strukturu, razumećemo mehanizam projekta.)
MATCH@M:(Going through its phases, project actors use resources and other inputs to perform project tasks and achieve deliverables.===>Dok se projekat razvija kroz svoje faze, ucesnici projekta koriste resurse i druge inpute da bi ostvarili projektne zadatke i dobili proizvod.)
MATCH@E:(Going through its phases, project actors use resources and other inputs to perform project tasks and achieve deliverables.===>Dok se projekat razvija kroz svoje faze, učesnici projekta koriste resurse i druge inpute da bi ostvarili projektne zadatke i dobili proizvod.)
MATCH@M:(Projects consist of a large number of stakeholders, tasks, objectives and other components, and they all are correlated; that correlation is characterized either as physical, geographical, logical or cyber.===>Projekti imaju veliki broj stejkholdera, zadataka, ciljeva i drugih elemenata i svi su oni medusobno povezani; ova korelacija može da bude fizicka, geografska, logicka ili sajber korelacija.)
MATCH@E:(Projects consist of a large number of stakeholders, tasks, objectives and other components, and they all are correlated; that correlation is characterized either as physical, geographical, logical or cyber Š18Ë.===>Projekti imaju veliki broj stejkholdera, zadataka, ciljeva i drugih elemenata i svi su oni međusobno povezani; ova korelacija može da bude fizička, geografska, logička ili sajber korelacija Š18Ë.)
MATCH@M:(Because of numerous project components and their interdependent multinatural links, project by itself is a very complex system.===>Zahvaljujuci velikom broju projektnih komponenti i njihovim medu-zavisnim multi-naturalnim vezama, sam projekat predstavlja veoma složen sistem.)
MATCH@E:(Because of numerous project components and their interdependent multinatural links, project by itself is a very complex system.===>Zahvaljujući velikom broju projektnih komponenti i njihovim među-zavisnim multi-naturalnim vezama, sam projekat predstavlja veoma složen sistem.)
MATCH@M:(Relying on a fact that a project is a system whose operations are influenced by conditions in other external systems, its complexity is even larger.===>Ako se uzme u obzir da je projekat sistem cije su operacije pod uticajem okolnosti koje vladaju u drugim spoljnim sistemima, njegova složenost postaje još veca.)
MATCH@E:(Relying on a fact that a project is a system whose operations are influenced by conditions in other external systems, its complexity is even larger.===>Ako se uzme u obzir da je projekat sistem čije su operacije pod uticajem okolnosti koje vladaju u drugim spoljnim sistemima, njegova složenost postaje još veća.)
MATCH@M:(The complexity, on one side, enables project to provide a unique and competitive deliverable.===>Ova složenost, s jedne strane, omogucava projektu da ostvari jedinstveni i konkurentan proizvod.)
MATCH@E:(The complexity, on one side, enables project to provide a unique and competitive deliverable.===>Ova složenost, s jedne strane, omogućava projektu da ostvari jedinstveni i konkurentan proizvod.)
MATCH@M:(On the other side, it makes success more unpredictable.===>S druge strane, cini da njegova uspešnost bude još neizvesnija.)
MATCH@E:(On the other side, it makes success more unpredictable.===>S druge strane, čini da njegova uspešnost bude još neizvesnija.)
MATCH@M:(On their way to provide a deliverable, projects are exposed to any internal and/or external risky events that prevent them to reach their objectives.===>U procesu stvaranja svog proizvoda, projekti su izloženi svakakvim unutrašnjim i/ili spoljnim rizicnim dogadajima koji ih sprecavaju da postignu svoj cilj.)
MATCH@E:(On their way to provide a deliverable, projects are exposed to any internal and/or external risky events Š3Ë that prevent them to reach their objectives.===>U procesu stvaranja svog proizvoda, projekti su izloženi svakakvim unutrašnjim i/ili spoljnim rizičnim događajima Š3Ë koji ih sprečavaju da postignu svoj cilj.)
MATCH@M:(Thus, our research process is also focused on a negative connotation of a risk.===>Stoga je proces našeg istraživanja usmeren na negativne konotacije rizika.)
MATCH@E:(Thus, our research process is also focused on a negative connotation of a risk.===>Stoga je proces našeg istraživanja usmeren na negativne konotacije rizika.)
MATCH@M:(Risky events hinder project to reach its targeted values.===>Rizicni dogadaji sprecavaju projekat da postigne svoje ciljne vrednosti.)
MATCH@E:(Risky events hinder project to reach its targeted values.===>Rizični događaji sprečavaju projekat da postigne svoje ciljne vrednosti.)
MATCH@M:(Firstly, risk is identified and analyzed in order to plan a proper risk response strategy.===>Prvo, rizik se identifikuje i analizira da bi se planirala odgovarajuca strategija odgovora na rizik.)
MATCH@E:(Firstly, risk is identified and analyzed in order to plan a proper risk response strategy.===>Prvo, rizik se identifikuje i analizira da bi se planirala odgovarajuća strategija odgovora na rizik.)
MATCH@M:(Strategies are monitored and new risks are reassessed.===>Strategije se prate i novi rizici se ponovo procenjuju.)
MATCH@E:(Strategies are monitored and new risks are reassessed.===>Strategije se prate i novi rizici se ponovo procenjuju.)
MATCH@M:(For completing each step, numerous methods are developed.===>Za svaki korak razvijen je veliki broj metoda.)
MATCH@E:(For completing each step, numerous methods are developed.===>Za svaki korak razvijen je veliki broj metoda.)
MATCH@M:(Still, many limits in their application are present.===>Ipak, u njihovoj primeni postoji mnogo ogranicenja.)
MATCH@E:(Still, many limits in their application are present.===>Ipak, u njihovoj primeni postoji mnogo ograničenja.)
MATCH@M:(As this paper is not directly focused on a problem of project risk methods, more details can be found in a research paper written by Marle and Gidel.===>Pošto se ovaj rad ne bavi problemom metoda projektnog rizika, više o toj temi može se procitati u radu Marle i Gi-del.)
MATCH@E:(As this paper is not directly focused on a problem of project risk methods, more details can be found in a research paper written by Marle and Gidel.===>Pošto se ovaj rad ne bavi problemom metoda projektnog rizika, više o toj temi može se pročitati u radu Marle i Gidel Š22Ë.)
MATCH@M:(Our research highlights a shortage of existing project risk methods that are focused on a single risk and generally do not consider propagation of negative changes through a system.===>U našem radu isticemo nedovoljan broj postojecih metoda projektnog rizika koji su usmereni na jedan jedini rizik i uglavnom ne uzimaju u obzir širenje negativnih promena kroz sistem.)
MATCH@E:(Š22Ë. ~~~ Our research highlights a shortage of existing project risk methods that are focused on a single risk and generally do not consider propagation of negative changes through a system.===>U našem radu ističemo nedovoljan broj postojećih metoda projektnog rizika koji su usmereni na jedan jedini rizik i uglavnom ne uzimaju u obzir širenje negativnih promena kroz sistem.)
MATCH@M:(In order to bridge this gap, we go towards a current risk management tradition and include both multiple stressors and extent to which the effect is propagated until it reaches its final impact.===>Da bismo premostili ovaj jaz, okrenucemo se sadašnjoj tradiciji u upravljanju rizikom i ukljucicemo kako višestruke stresore tako i stepen do koga se odredeni uticaj širi dok ne zada konacni udarac.)
MATCH@E:(In order to bridge this gap, we go towards a current risk management tradition and include both multiple stressors and extent to which the effect is propagated until it reaches its final impact.===>Da bismo premostili ovaj jaz, okrenućemo se sadašnjoj tradiciji u upravljanju rizikom i uključićemo kako višestruke stresore tako i stepen do koga se određeni uticaj širi dok ne zada konačni udarac.)
MATCH@M:(To open up a link between a cause and final impact, concept of vulnerability seems like a natural next phase in project risk management path of evolution.===>Ako otvorimo pitanje veze izmedu uzroka i konacnog uticaja, koncept ranjivosti izgleda kao prirodna naredna faza u razvoju upravljanja projektom.)
MATCH@E:(To open up a link between a cause and final impact, concept of vulnerability seems like a natural next phase in project risk management path of evolution.===>Ako otvorimo pitanje veze između uzroka i konačnog uticaja, koncept ranjivosti izgleda kao prirodna naredna faza u razvoju upravljanja projektom.)
MATCH@M:(As the traditional project risk methodology is focused on a decision about risk mitigation in a time tp , vulnerability analysis tries to predict conditions of a system in times t1,t2, ¦ ¦ -tn caused by a change in a time tp.===>Kako je tradicionalna metodologija upravljanja projektom usme-rena na odlucivanje o ublažavanju rizika u vremenu tp, analizom ranjivosti pokušavamo da predvidimo stanje sistema u vremenu tj, t2,...tn izazvano prome-nom u vremenu tp.)
MATCH@E:(As the traditional project risk methodology is focused on a decision about risk mitigation in a time t0 , vulnerability analysis tries to predict conditions of a system in times t1,t2, …tn caused by a change in a time t0.===>Kako je tradicionalna metodologija upravljanja projektom usmerena na odlučivanje o ublažavanju rizika u vremenu t0, analizom ranjivosti pokušavamo da predvidimo stanje sistema u vremenu t1, t2,...tn izazvano promenom u vremenu t0.)
MATCH@M:(Integrating vulnerability in a traditional project risk methods will enable observation of a project in a whole by explaining the reason why some risks become risky events and how the effect of their occurrences is propagated through system until it changes the final project values.===>Ugradnja ranjivosti u tradicionalne metode projektnog rizika omogucice da se sagleda projekat u celini, tako što ce se objasniti razlozi zbog kojih neki rizici postaju rizicni dogadaji i kako se po-sledice njihove pojave šire kroz sistem dok ne promene konacne ciljne vrednosti.)
MATCH@E:(Integrating vulnerability in a traditional project risk methods will enable observation of a project in a whole by explaining the reason why some risks become risky events and how the effect of their occurrences is propagated through system until it changes the final project values.===>Ugradnja ranjivosti u tradicionalne metode projektnog rizika omogućiće da se sagleda projekat u celini, tako što će se objasniti razlozi zbog kojih neki rizici postaju rizični događaji i kako se posledice njihove pojave šire kroz sistem dok ne promene konačne ciljne vrednosti.)
MATCH@M:(Although the approach seems very promising, numerous limits for its implementation are still present.===>Iako izgleda da ovaj pristup obecava, još uvek postoje mnoga ogranicenja u njegovoj primeni.)
MATCH@E:(Although the approach seems very promising, numerous limits for its implementation are still present.===>Iako izgleda da ovaj pristup obećava, još uvek postoje mnoga ograničenja u njegovoj primeni.)
MATCH@M:(Firstly, it is hard to include or identify indicators that are relevant while defining one system.===>Prvo, kad se definiše sistem, nije lako ukljuciti ili identifikovati pokazatelje koji su relevantni.)
MATCH@E:(Firstly, it is hard to include or identify indicators that are relevant while defining one system.===>Prvo, kad se definiše sistem, nije lako uključiti ili identifikovati pokazatelje koji su relevantni.)
MATCH@M:(Also, prediction in time tp suffers low accuracy.===>Isto tako, predvidanja u vremenu tp nisu mnogo precizna.)
MATCH@E:(Also, prediction in time t0 suffers low accuracy.===>Isto tako, predviđanja u vremenu t0 nisu mnogo precizna.)
MATCH@M:(Vulnerability runs even greater uncertainty because it estimates conditions somewhere in the further future trying to capture changes and shape future states.===>Ranjivost još više doprinosi neizvesnosti zato što procenjuje stanje u nekoj daljoj buducnosti u pokušaju da obuhvati promene i oblikuje buduca stanja.)
MATCH@E:(Vulnerability runs even greater uncertainty because it estimates conditions somewhere in the further future trying to capture changes and shape future states.===>Ranjivost još više doprinosi neizvesnosti zato što procenjuje stanje u nekoj daljoj budućnosti u pokušaju da obuhvati promene i oblikuje buduća stanja.)
MATCH@M:(Besides all the difficulties, the concept exists in numerous scientific disciplines.===>Pored svih teškoca, ovaj koncept ipak postoji u brojnim naucnim disciplinama.)
MATCH@E:(Besides all the difficulties, the concept exists in numerous scientific disciplines.===>Pored svih teškoća, ovaj koncept ipak postoji u brojnim naučnim disciplinama.)
MATCH@M:(Some disciplines (E.g. Global Environmental Change, Disaster Management, etc.) have a long history of its application; but the concept is still not fully developed and consolidated.===>Neke discipline (na primer, Globalne promene u okruženju, Upravljanje katastrofama, itd.) primenjuju ga vec dugo; ali sam koncept još uvek nije potpuno razvijen i konsolidovan.)
MATCH@E:(Some disciplines (E.g. Global Environmental Change, Disaster Management, etc.) have a long history of its application; but the concept is still not fully developed and consolidated.===>Neke discipline (na primer, Globalne promene u okruženju, Upravljanje katastrofama, itd.) primenjuju ga već dugo; ali sam koncept još uvek nije potpuno razvijen i konsolidovan.)
MATCH@M:(Thus, the main objective of this paper is to understand and make a foundation for development of a concept of project vulnerability.===>Stoga je glavni cilj ovog rada da shvati i izgradi temelj koncepta projektne ranjivosti.)
MATCH@E:(Thus, the main objective of this paper is to understand and make a foundation for development of a concept of project vulnerability.===>Stoga je glavni cilj ovog rada da shvati i izgradi temelj koncepta projektne ranjivosti.)
MATCH@M:(For that purpose, we benchmark different concepts to find commonness and differences in a language of vulnerability.===>U tom smislu poredi-mo razlicite koncepte da bismo utvrdili zajednicke osobine i razlicitosti u jeziku ranjivosti.)
MATCH@E:(For that purpose, we benchmark different concepts to find commonness and differences in a language of vulnerability.===>U tom smislu poredimo različite koncepte da bismo utvrdili zajedničke osobine i različitosti u jeziku ranjivosti.)
MATCH@M:(The second part is dedicated to attempts and stakes to make the concept operational.===>Drugi deo je posvecen pokušajima i uslovima da se ovaj koncept operacionalizuje.)
MATCH@E:(The second part is dedicated to attempts and stakes to make the concept operational.===>Drugi deo je posvećen pokušajima i uslovima da se ovaj koncept operacionalizuje.)
MATCH@M:(Then, we translate identified issues into project environment and conclude the work with perspectives of our future research processes.===>Onda prevodimo identifikovana pitanja u projektno okruženje i završavamo rad sa perspektivom naših buducih istraživanja.)
MATCH@E:(Then, we translate identified issues into project environment and conclude the work with perspectives of our future research processes.===>Onda prevodimo identifikovana pitanja u projektno okruženje i završavamo rad sa perspektivom naših budućih istraživanja. 3.)
MATCH@M:(A term of vulnerability is found in numerous scientific disciplines: from economy, engineering, environmental sciences, transport to social sciences.===>Termin ranjivost koristi se u mnogim naucnim disciplinama: od ekonomije, inženjeringa/mašinstva, zaštite živorne sredine, saobracaja, do društvenih nauka.)
MATCH@E:(3. ~~~ Vulnerability A term of vulnerability is found in numerous scientific disciplines: from economy, engineering, environmental sciences, transport to social sciences.===>Ranjivost Termin ranjivost koristi se u mnogim naučnim disciplinama: od ekonomije, inženjeringa/mašinstva, zaštite živorne sredine, saobraćaja, do društvenih nauka.)
MATCH@M:(Although the term is widely theoretically elaborated, it still lacks on constant, common meanings.===>Iako je u teorijskom smislu ovaj termin vrlo razraden, on još uvek nema svoje konstantno, uobicajeno znacenje.)
MATCH@E:(Although the term is widely theoretically elaborated, it still lacks on constant, common meanings.===>Iako je u teorijskom smislu ovaj termin vrlo razrađen, on još uvek nema svoje konstantno, uobičajeno značenje.)
MATCH@M:(Because of its ambiguity, the concept of vulnerability is applied for many research purposes.===>Zbog svoje nejasnosti, koncept ranjivosti se koristi u mnoge svrhe u istraživanjima.)
MATCH@E:(Because of its ambiguity, the concept of vulnerability is applied for many research purposes.===>Zbog svoje nejasnosti, koncept ranjivosti se koristi u mnoge svrhe u istraživanjima.)
MATCH@M:(As a result, various objectives, methods and contexts where applied have led to even greater divergences in its understanding.===>To ima za posle-dicu da su mnogi ciljevi, metodi i konteksti, tamo gde su primenjeni, doveli do još veceg šarenila u njegovom znacenju.)
MATCH@E:(As a result, various objectives, methods and contexts where applied have led to even greater divergences in its understanding.===>To ima za posledicu da su mnogi ciljevi, metodi i konteksti, tamo gde su primenjeni, doveli do još većeg šarenila u njegovom značenju.)
MATCH@M:(For example, research processes undertaken in pure natural systems differ from research processes in social or engineering systems.===>Na primer, istraživacki procesi sprovedeni u cisto prirodnim sistemima razlikuju se od istraživanja u društvenim ili mašinskim sistemima.)
MATCH@E:(For example, research processes undertaken in pure natural systems differ from research processes in social or engineering systems.===>Na primer, istraživački procesi sprovedeni u čisto prirodnim sistemima razlikuju se od istraživanja u društvenim ili mašinskim sistemima.)
MATCH@M:(As there are no systems that operate independently from others, efficient research processes require consideration of vulnerability arising in interaction of multi-natural systems.===>Nijedan sistem ne funkcioniše nezavisno od drugih, stoga efikasni istraživacki procesi zahtevaju da se razmišlja o ranjivosti koja se javlja u multi-naturalnim sistemima.)
MATCH@E:(As there are no systems that operate independently from others, efficient research processes require consideration of vulnerability arising in interaction of multi-natural systems.===>Nijedan sistem ne funkcioniše nezavisno od drugih, stoga efikasni istraživački procesi zahtevaju da se razmišlja o ranjivosti koja se javlja u multi-naturalnim sistemima.)
MATCH@M:(The word “vulnerable” has its root in Latin vulnerare that means: “to wound” or “susceptibility to being wounded”.===>Rec „ranjiv“ vuce korene iz latinskog vulnerare što znaci „raniti, povrediti“ ili „osetljivost na ranjavanje“.)
MATCH@E:(The word vulnerable has its root in Latin vulnerare that means: to wound or susceptibility to being wounded.===>Reč ranjiv vuče korene iz latinskog vulnerare što znači raniti, povrediti ili osetljivost na ranjavanje.)
MATCH@M:(The definition refers to harmful events or perturbations versus consequences.===>Ova definicija se odnosi na štetne dogadaje ili smetnje u odnosu na njihove posledice.)
MATCH@E:(The definition refers to harmful events or perturbations versus consequences.===>Ova definicija se odnosi na štetne događaje ili smetnje u odnosu na njihove posledice.)
MATCH@M:(The word by itself has no meaning.===>Sama po sebi, ova rec nema nikakvo znacenje.)
MATCH@E:(The word by itself has no meaning.===>Sama po sebi, ova reč nema nikakvo značenje.)
MATCH@M:(It primarily lacks on answer to the question: vulnerable to what.===>U prvom redu, ona ne može da odgovori na pitanje: ranjiv u odnosu na šta?)
MATCH@E:(It primarily lacks on answer to the question: vulnerable to what.===>U prvom redu, ona ne može da odgovori na pitanje: ranjiv u odnosu na šta?)
MATCH@M:(Starting from the late 1980s, the vulnerability analyses have become more specific.===>Od kasnih 1980ih analize ranjivosti postale su specificnije.)
MATCH@E:(Starting from the late 1980s, the vulnerability analyses have become more specific.===>Od kasnih 1980ih analize ranjivosti postale su specifičnije.)
MATCH@M:(Different contexts have defined different research purposes and directions.===>Razliciti konteksti doveli su do razvoja razlicitih pravaca i ciljeva istraživanja.)
MATCH@E:(Different contexts have defined different research purposes and directions.===>Različiti konteksti doveli su do razvoja različitih pravaca i ciljeva istraživanja.)
MATCH@M:(So, we can isolate two extreme approaches:===>Stoga se mogu razlikovati dva ekstremna pristupa:)
MATCH@E:(So, we can isolate two extreme approaches Š11Ë: 1.===>Stoga se mogu razlikovati dva ekstremna pristupa Š11Ë: ~~~ 1.)
MATCH@M:(1.	Outcome-related.===>1.	Pristupi koji se odnose na ishod.)
MATCH@E:(Outcome-related.===>Pristupi koji se odnose na ishod.)
MATCH@M:(Research processes whose purpose is to identify potential negative effects that change predefined system values (e.g. vulnerability to famine);===>Istraživanja ciji je cilj da identifikuju potencijalne negativne efekte koji menjaju unapred definisane vrednosti sistema (na primer, ranjivost na pretnju gladi);)
MATCH@E:(Research processes whose purpose is to identify potential negative effects that change predefined system values (e.g. vulnerability to famine); 2.===>Istraživanja čiji je cilj da identifikuju potencijalne negativne efekte koji menjaju unapred definisane vrednosti sistema (na primer, ranjivost na pretnju gladi); 2.)
MATCH@M:(2.	Hazard-oriented.===>2.	Pristupi orijentisani na opasnosti.)
MATCH@E:(Hazard-oriented.===>Pristupi orijentisani na opasnosti.)
MATCH@M:(Research processes that follow this approach are used to identify one hazard and assess vulnerability to occurrence of different risky events that correspond to observing hazard (e.g. vulnerability to occurrence of extreme natural events such as Tsunami).===>Istraživanja koja koriste ovaj pristup identifikuju jednu opasnost i procenjuju ranjivost prema pojavi razlicitih rizicnih dogadaja koji odgovaraju posmatra-nju opasnosti (na primer, ranjivost na pojavu ekstremnih prirodnih dogadaja kao što je cunami itd.).)
MATCH@E:(Research processes that follow this approach are used to identify one hazard and assess vulnerability to occurrence of different risky events that correspond to observing hazard (e.g. vulnerability to occurrence of extreme natural events such as Tsunami).===>Istraživanja koja koriste ovaj pristup identifikuju jednu opasnost i procenjuju ranjivost prema pojavi različitih rizičnih događaja koji odgovaraju posmatranju opasnosti (na primer, ranjivost na pojavu ekstremnih prirodnih događaja kao što je cunami itd.).)
MATCH@M:(Besides the stake that different purposes require consideration of vulnerability in different manners, there is also a problem with understanding of its connotation.===>Pored rizika što razliciti ciljevi uslovljavaju da se ranjivost posmatra na razlicite nacine, postoji i problem razumevanja njene konotacije.)
MATCH@E:(Besides the stake that different purposes require consideration of vulnerability in different manners, there is also a problem with understanding of its connotation.===>Pored rizika što različiti ciljevi uslovljavaju da se ranjivost posmatra na različite načine, postoji i problem razumevanja njene konotacije.)
MATCH@M:(Vulnerability, by most authors, has a negative connotation.===>Po velikom broju autora, ranjivost ima negativnu konotaciju.)
MATCH@E:(Vulnerability, by most authors, has a negative connotation.===>Po velikom broju autora, ranjivost ima negativnu konotaciju.)
MATCH@M:(It is usually defined as a degree to which a system is susceptible to, and unable to cope with, adverse impacts.===>Obicno se definiše kao stepen do kog je sistem izložen negativnim uticajima i nesposoban da se nosi sa njima.)
MATCH@E:(It is usually defined as a degree to which a system is susceptible to, and unable to cope with, adverse impacts Š28; 23Ë.===>Obično se definiše kao stepen do kog je sistem izložen negativnim uticajima i nesposoban da se nosi sa njima Š28;23Ë.)
MATCH@M:(There are three key parameters present in all formulations: exposure, sensitivity and resilience.===>U svim formulacijama nalaze se tri kljucna parametra: izloženost, osetljivost i elasticnost.)
MATCH@E:(There are three key parameters present in all formulations: exposure, sensitivity and resilience. ~~~ 1.===>U svim formulacijama nalaze se tri ključna parametra: izloženost, osetljivost i elastičnost. 1.)
MATCH@M:(1.	Exposure is portrayed in stresses and perturbations that are experienced by a system.===>1.	Izloženost se ogleda u stresnim dogadajima i smetnjama koje sistem preživljava.)
MATCH@E:(Exposure is portrayed in stresses and perturbations that are experienced by a system.===>Izloženost se ogleda u stresnim događajima i smetnjama koje sistem preživljava.)
MATCH@M:(Stresses and perturbations are characterized in terms of magnitude, frequency, duration and areal extent of the hazard.===>Stresovi i smetnje se odreduju u smislu magnitude, ucestalosti, trajanja i stvarnog stepena opasnosti.)
MATCH@E:(Stresses and perturbations are characterized in terms of magnitude, frequency, duration and areal extent of the hazard Š8Ë. 2.===>Stresovi i smetnje se određuju u smislu magnitude, učestalosti, trajanja i stvarnog stepena opasnosti Š8Ë. 2.)
MATCH@M:(2.	Sensitivity is a degree to which a system is expected to be modified by stresses.===>2.	Osetljivost predstavlja stepen do koga se ocekuje da ce sistem biti promenjen pod uticajem stresova.)
MATCH@E:(Sensitivity is a degree to which a system is expect ed to be modified by stresses. ~~~ 3.===>Osetljivost predstavlja stepen do koga se očekuje da će sistem biti promenjen pod uticajem stresova. 3.)
MATCH@M:(3.	Resilience defines how quickly a system recovers to a state defined as a well-being.===>3.	Elasticnost odreduje koliko brzo ce sistem moci da se oporavi do stanja koje se može definisati kao dobro.)
MATCH@E:(Resilience defines how quickly a system recovers to a state defined as a well-being.===>Elastičnost određuje koliko brzo će sistem moći da se oporavi do stanja koje se može definisati kao dobro.)
MATCH@M:(It must be noted that a generic meaning of parameters in certain research reports still have both negative and positive connotation.===>Vredi napomenuti da genericko znacenje parametara u izveštajima o nekim istraživanjima i dalje zadržava i pozitivnu i negativnu konotaciju.)
MATCH@E:(It must be noted that a generic meaning of parameters in certain research reports still have both negative and positive connotation Š23; 9; 12Ë.===>Vredi napomenuti da generičko značenje parametara u izveštajima o nekim istraživanjima i dalje zadržava i pozitivnu i negativnu konotaciju Š23;9;12Ë.)
MATCH@M:(It is clear that different contexts have different aspects on vulnerability independently of a research area.===>Jasno je da razliciti konteksti imaju razlicite aspekte u odnosu na ranjivost nezavisno od oblasti istraživanja.)
MATCH@E:(It is clear that different contexts have different aspects on vulnerability independently of a research area.===>Jasno je da različiti konteksti imaju različite aspekte u odnosu na ranjivost nezavisno od oblasti istraživanja.)
MATCH@M:(Our analysis of vulnerability starts from a domain of Environmental Sciences since it is the pioneer in this concept development.===>U našoj analizi ranjivosti polazimo od oblasti Nauke o zaštiti životne sredine pošto je s njom i poceo razvoj ovog koncepta.)
MATCH@E:(Our analysis of vulnerability starts from a domain of Environmental Sciences since it is the pioneer in this concept development.===>U našoj analizi ranjivosti polazimo od oblasti Nauke o zaštiti životne sredine pošto je s njom i počeo razvoj ovog koncepta.)
MATCH@M:(In a domain of Disaster management vulnerability is considered as a concept dependant on hazardous events.===>U oblasti Upravljanja katastrofama ranjivost se shvata kao koncept koji zavisi od opasnih dogadaja.)
MATCH@E:(In a domain of Disaster management vulnerability is considered as a concept dependant on hazardous events.===>U oblasti Upravljanja katastrofama ranjivost se shvata kao koncept koji zavisi od opasnih događaja.)
MATCH@M:(Later researches include assessment of vulnerability not particularly to extreme events but also to all stresses and shocks that somehow disturb system’s well-being.===>Kasnija istraživanja obuhvataju i procenu ranjivosti ne posebno u slucaju ekstremnih dogadaja, ali svakako u odnosu na sve stresne dogadaje i šokove koji na odredeni nacin ometaju dobro stanje sistema.)
MATCH@E:(Later researches include assessment of vulnerability not particularly to extreme events but also to all stresses and shocks that somehow disturb systems well-being.===>Kasnija istraživanja obuhvataju i procenu ranjivosti ne posebno u slučaju ekstremnih događaja, ali svakako u odnosu na sve stresne događaje i šokove koji na određeni način ometaju dobro stanje sistema.)
MATCH@M:(The interest in extension of this concept of vulnerability, from extreme natural hazards to global climate change, has increased after the environmental adaptation and mitigation policies had become priority.===>Interesovanje za širenje ovog koncepta ranjivosti od ekstremnih prirodnih opasnosti do globalnih klimatskih promena poraslo je nakon što su politike prilago-davanja i ublažavanja uticaja na životnu sredinu dobile prioritetni znacaj.)
MATCH@E:(The interest in extension of this concept of vulnerability, from extreme natural hazards to global climate change, has increased after the environmental adaptation and mitigation policies had become priority Š15Ë.===>Interesovanje za širenje ovog koncepta ranjivosti od ekstremnih prirodnih opasnosti do globalnih klimatskih promena poraslo je nakon što su politike prilagođavanja i ublažavanja uticaja na životnu sredinu dobile prioritetni značaj Š15Ë.)
MATCH@M:(The research approach in this area views environmental system as a source of hazardous events versus social system as a subject to be affected.===>Pristup u istraživanjima u ovoj oblasti posmatra sistem prirodne sredine kao izvor opasnih dogadaja u odnosu na društveni sistem koji ce biti izložen tim opasnostima.)
MATCH@E:(The research approach in this area views environmental system as a source of hazardous events versus social system as a subject to be affected.===>Pristup u istraživanjima u ovoj oblasti posmatra sistem prirodne sredine kao izvor opasnih događaja u odnosu na društveni sistem koji će biti izložen tim opasnostima.)
MATCH@M:(As the largest number of risky events associated with natural hazards cannot be prevented, there is little chance for adaptive strategies.===>Pošto veliki broj rizicnih dogadaja povezanih s prirodnim hazardima nije moguce spreciti, male su šanse za razvijanje nekih strategija prilagodavanja.)
MATCH@E:(As the largest number of risky events associated with natural hazards cannot be prevented Š10Ë, there is little chance for adaptive strategies.===>Pošto veliki broj rizičnih događaja povezanih s prirodnim hazardima nije moguće sprečiti Š10Ë, male su šanse za razvijanje nekih strategija prilagođavanja.)
MATCH@M:(Thus, the analysis of vulnerable elements and system activities is directed to choice of proper mitigation strategies and protection of preferred system values.===>Stoga je analiza ranjivih elemenata i aktivnosti sistema usmerena na izbor odgovarajucih strategija ublažavanja i zaštite najce-njenijih vrednosti sistema.)
MATCH@E:(Thus, the analysis of vulnerable elements and system activities is directed to choice of proper mitigation strategies and protection of preferred system values.===>Stoga je analiza ranjivih elemenata i aktivnosti sistema usmerena na izbor odgovarajućih strategija ublažavanja i zaštite najcenjenijih vrednosti sistema.)
MATCH@M:(As changes in the environment are reflected on social systems and the linkage between ecological and social systems cannot be formulated in a “single universally accepted way”, there is no single defined way to choose approach, key parameters or corresponding indicators to define vulnerability.===>Pošto se promene u okruženju odražavaju na društvene sisteme i veza izmedu ekoloških i društvenih sistema se ne može formulisati na „jedinstven univerzalno prihvacen nacin“, ne postoji ni jedinstveni definisa-ni nacin za odabir pristupa, kljucnih parametara ili odgovarajucih pokazatelja da bi se definisala ranjivost.)
MATCH@E:(As changes in the environment are reflected on social systems and the linkage between ecological and social systems cannot be formulated in a single universally accepted way Š5Ë, there is no single defined way to choose approach, key parameters or corresponding indicators to define vulnerability.===>Pošto se promene u okruženju odražavaju na društvene sisteme i veza između ekoloških i društvenih sistema se ne može formulisati na jedinstven univerzalno prihvaćen način Š5Ë, ne postoji ni jedinstveni definisani način za odabir pristupa, ključnih parametara ili odgovarajućih pokazatelja da bi se definisala ranjivost.)
MATCH@M:(The choice depends on special needs and leading ideas that research follows.===>Izbor zavisi od posebnih potreba i ideja vodilja kojih se istraživanja drže.)
MATCH@E:(The choice depends on special needs and leading ideas that research follows.===>Izbor zavisi od posebnih potreba i ideja vodilja kojih se istraživanja drže.)
MATCH@M:(One group of approaches does not consider integrative socio-ecological system.===>Jedna grupa pristupa ne uzima u obzir integrativni društveno-ekološki sistem.)
MATCH@E:(One group of approaches does not consider integrative socio-ecological system.===>Jedna grupa pristupa ne uzima u obzir integrativni društveno-ekološki sistem.)
MATCH@M:(The supporters of this thinking follow the idea that exogenous risky factors are distinguished from endogenous risky factors.===>Sledbe-nici ovog stava smatraju da se egzogeni rizicni faktori razlikuju od endogenih faktora rizika.)
MATCH@E:(The supporters of this thinking follow the idea that exogenous risky factors are distinguished from endogenous risky factors Š11Ë.===>Sledbenici ovog stava smatraju da se egzogeni rizični faktori razlikuju od endogenih faktora rizika Š11Ë.)
MATCH@M:(While exogenous risky factors are considered as incontrollable, endogenous risky factors constitute intrinsic vulnerability.===>Smatra se da se egzogeni rizicni faktori ne mogu kontrolisati, ali da endogeni rizicni faktori predstavljaju prirodenu ranjivost.)
MATCH@E:(While exogenous risky factors are considered as incontrollable, endogenous risky factors constitute intrinsic vulnerability.===>Smatra se da se egzogeni rizični faktori ne mogu kontrolisati, ali da endogeni rizični faktori predstavljaju prirođenu ranjivost.)
MATCH@M:(Researches focused on exploration of factors that constitute intrinsic vulnerability as a property of one system have a relative long history in evolutionary path of this concept.===>Istraživanja usmerena na ispitivanje faktora koji cine prirodenu ranjivost kao svojstvo jednog sistema relativno dugo su prisutna u razvoju ovog koncepta.)
MATCH@E:(Researches focused on exploration of factors that constitute intrinsic vulnerability as a property of one system have a relative long history in evolutionary path of this concept.===>Istraživanja usmerena na ispitivanje faktora koji čine prirođenu ranjivost kao svojstvo jednog sistema relativno dugo su prisutna u razvoju ovog koncepta.)
MATCH@M:(Thus, factors of the intrinsic vulnerability are seen as a result of the absence of entitlements, institutional structures, and perception of insecurity or as a result of a cumulative pressure of hazards and vulnerability.===>Tako se faktori prirodene ranjivosti posmatra-ju kao posledica nepostojanja ovlašcenja, institucionalnih struktura, i percepcije nesigurnosti ili kao posledica kumulativnog pritiska opasnosti i ranjivosti.)
MATCH@E:(Thus, factors of the intrinsic vulnerability are seen as a result of the absence of entitlements Š14Ë, institutional structures Š8Ë, and perception of insecurity Š14Ë or as a result of a cumulative pressure of hazards and vulnerability Š6Ë.===>Tako se faktori prirođene ranjivosti posmatraju kao posledica nepostojanja ovlašćenja Š14Ë, institucionalnih struktura Š8Ë, i percepcije nesigurnosti Š14Ë ili kao posledica kumulativnog pritiska opasnosti i ranjivosti Š6Ë.)
MATCH@M:(The newest trend seems more promising and it switches a focus of observation from hazardous event to vulnerable element of a system taking into account coupled existence of pressure and vulnerability.===>Izgleda da najnoviji trend više obecava, a on pomera fokus posmatranja sa opasnih dogadaja na ranjive elemente sistema uzimajuci u obzir paralelno prisustvo pritiska i ranjivosti.)
MATCH@E:(The newest trend seems more promising and it switches a focus of observation from hazardous event to vulnerable element of a system taking into account coupled existence of pressure and vulnerability.===>Izgleda da najnoviji trend više obećava, a on pomera fokus posmatranja sa opasnih događaja na ranjive elemente sistema uzimajući u obzir paralelno prisustvo pritiska i ranjivosti.)
MATCH@M:(This approach is dominant in works of Turner and his colleagues where they also tend to describe how vulnerability propagates through the system over the time and what potential trade-offs of values are.===>Ovakav pristup dominira u radovima Turner i njegovih kolega pri cemu oni takode teže da pokažu kako se ranjivost vremenom širi kroz sistem i kakvi su potencijalni ishodi ovakvih sukoba vrednosti.)
MATCH@E:(This approach is dominant in works of Turner and his colleagues Š28Ë where they also tend to describe how vulnerability propagates through the system over the time and what potential trade-offs of values are.===>Ovakav pristup dominira u radovima Turner i njegovih kolega Š28Ë pri čemu oni takođe teže da pokažu kako se ranjivost vremenom širi kroz sistem i kakvi su potencijalni ishodi ovakvih sukoba vrednosti.)
MATCH@M:(Evolution in research approaches in domain of Environmental Changes gives a major basis for better understanding of vulnerability in other contexts.===>Evolucija pristupa u istraživanjima u oblasti Promena u životnoj sredini obezbeduje stabilnu osnovu za bolje shvatanje ranjivosti u drugim kontekstima.)
MATCH@E:(Evolution in research approaches in domain of Environmental Changes gives a major basis for better understanding of vulnerability in other contexts.===>Evolucija pristupa u istraživanjima u oblasti Promena u životnoj sredini obezbeđuje stabilnu osnovu za bolje shvatanje ranjivosti u drugim kontekstima.)
MATCH@M:(Although other studies may look very distant, actually they share the same concept postulates.===>Iako druge studije mogu da deluju kao daleke, one u stvari imaju iste postulate ovog koncepta.)
MATCH@E:(Although other studies may look very distant, actually they share the same concept postulates.===>Iako druge studije mogu da deluju kao daleke, one u stvari imaju iste postulate ovog koncepta.)
MATCH@M:(The question of differences is a question of research orientation.===>Razlika je samo u orijentaciji u istraživanju.)
MATCH@E:(The question of differences is a question of research orientation.===>Razlika je samo u orijentaciji u istraživanju.)
MATCH@M:(The field of crime narrowly follows the idea developed in the field of natural disasters.===>Oblast kriminala drži se striktno ideje razvijene u oblasti prirodnih katastrofa.)
MATCH@E:(The field of crime narrowly follows the idea developed in the field of natural disasters.===>Oblast kriminala drži se striktno ideje razvijene u oblasti prirodnih katastrofa.)
MATCH@M:(Similarly to identification of crime factors, researchers in a domain of mental health tend to identify causes of different types of mental disorders.===>Slicno identifikovanju faktora kriminala, istraživaci u oblasti mentalnog zdravlja pokušavaju da identifikuju uzroke razlicitih vrsta mentalnih poremecaja.)
MATCH@E:(Resilience is a degree of recovery over the time. ~~~ Similarly to identification of crime factors, researchers in a domain of mental health tend to identify causes of different types of mental disorders Š31Ë.===>Slično identifikovanju faktora kriminala, istraživači u oblasti mentalnog zdravlja pokušavaju da identifikuju uzroke različitih vrsta mentalnih poremećaja Š31Ë.)
MATCH@M:(The research process starts with identified disorder and defines patterns of stresses and shocks that cause observed disorder.===>Istraživanje pocinje od identifikovanog poremecaja i definiše strukture stresova i šokova koji izazivaju poremecaj koji se posmatra.)
MATCH@E:(The research process starts with identified disorder and defines patterns of stresses and shocks that cause observed disorder.===>Istraživanje počinje od identifikovanog poremećaja i definiše strukture stresova i šokova koji izazivaju poremećaj koji se posmatra.)
MATCH@M:(The aim of vulnerability analysis in a field of road transportation does not differ significantly from the concept in the mental health.===>Cilj analize ranjivosti u oblasti automobilskog saobracaja ne razlikuje se mnogo od ovog koncepta u oblasti mentalnog zdravlja.)
MATCH@E:(The aim of vulnerability analysis in a field of road transportation does not differ significantly from the concept in the mental health.===>Cilj analize ranjivosti u oblasti automobilskog saobraćaja ne razlikuje se mnogo od ovog koncepta u oblasti mentalnog zdravlja.)
MATCH@M:(As transportation systems are closely related to the concept of reliability, authors view vulnerability as a lack of reliability.===>Saobracajni sistemi su tesno povezani sa konceptom pouzdanosti, stoga autori po-smatraju ranjivosst kao nedostatak pouzdanosti.)
MATCH@E:(As transportation systems are closely related to the concept of reliability, authors view vulnerability as a lack of reliability.===>Saobraćajni sistemi su tesno povezani sa konceptom pouzdanosti, stoga autori posmatraju ranjivosst kao nedostatak pouzdanosti.)
MATCH@M:(Thus, the vulnerability of transport systems is defined as “susceptibility to incidents that can result in considerable reductions of road network serviceability”.===>Tako se ranjivost saobracajnih sistema definiše kao „podložnost incidentima koji mogu da dovedu do znacajnog opadanja uslužnosti putne mreže".)
MATCH@E:(Thus, the vulnerability of transport systems is defined as susceptibility to incidents that can result in considerable reductions of road network serviceability Š4Ë.===>Tako se ranjivost saobraćajnih sistema definiše kao podložnost incidentima koji mogu da dovedu do značajnog opadanja uslužnosti putne mrežeŠ4Ë.)
MATCH@M:(Very similar approaches and purposes are found in all infrastructural researches including information sciences too.===>Veoma slicni pristupi i ciljevi zapažaju se u svim istraživanjima infrastrukture, ukljucujuci i informatiku.)
MATCH@E:(Very similar approaches and purposes are found in all infrastructural researches including information sciences too.===>Veoma slični pristupi i ciljevi zapažaju se u svim istraživanjima infrastrukture, uključujući i informatiku.)
MATCH@M:(Finally, in a context of project management, the concept of vulnerability is on its beginning of the evolutionary path.===>Konacno, u kontekstu upravljanja projektima, koncept ranjivosti je na pocetku svog razvoja.)
MATCH@E:(Finally, in a context of project management, the concept of vulnerability is on its beginning of the evolutionary path.===>Konačno, u kontekstu upravljanja projektima, koncept ranjivosti je na početku svog razvoja.)
MATCH@M:(As in other contexts, project vulnerability is defined as an extent to which a system responds to a hazardous event.===>Kao i u drugim kontekstima, ranjivost projekta se definiše kao stepen do koga sistem reaguje na hazardni dogadaj.)
MATCH@E:(As in other contexts, project vulnerability is defined as an extent to which a system responds to a hazardous event Š34; 32Ë.===>Kao i u drugim kontekstima, ranjivost projekta se definiše kao stepen do koga sistem reaguje na hazardni događaj Š34;32Ë.)
MATCH@M:(The need for project vulnerability is introduced by Zhang in order to explain the project role in mediating between risk occurrences and final consequences.===>Potrebu za ranjivošcu projekta uvodi Zhang da bi objasnio ulogu projekta u posredovanju izmedu pojava rizika i konacnih posledica.)
MATCH@E:(The need for project vulnerability is introduced by Zhang in order to explain the project role in mediating between risk occurrences and final consequences.===>Potrebu za ranjivošću projekta uvodi Zhang da bi objasnio ulogu projekta u posredovanju između pojava rizika i konačnih posledica.)
MATCH@M:(By understanding project and its malfunctions, this approach enables identification of project constraints to withstand or cope with effects of risky events.===>Time što razume projekat i njegovo loše funkcionisanje, ovaj pristup omogucava da se identifikuju ogranicenja projekta da se odupre ili da se nosi sa efektima rizicnih dogadaja.)
MATCH@E:(By understanding project and its malfunctions, this approach enables identification of project constraints to withstand or cope with effects of risky events.===>Time što razume projekat i njegovo loše funkcionisanje, ovaj pristup omogućava da se identifikuju ograničenja projekta da se odupre ili da se nosi sa efektima rizičnih događaja.)
MATCH@M:(These findings are directed to development of adaptive strategies or strategies of vulnerability mitigation.===>Ovi zakljucci vode razvoju strategija prilagodavanja ili strategija za ublažavanje ranjivosti.)
MATCH@E:(These findings are directed to development of adaptive strategies or strategies of vulnerability mitigation.===>Ovi zaključci vode razvoju strategija prilagođavanja ili strategija za ublažavanje ranjivosti.)
MATCH@M:(Unlike the strategies for risk reduction in traditional project risk approaches, those strategies are focused on improvement in project management in order to protect system from multiple stresses and keep a system in a balanced well-being state counting on effect propagation.===>Za razliku od strategija za smanjenje rizika karakteristicnih za tradicionalne pristupe projektnom riziku, ove strategije se fokusiraju na poboljšanja u upravljanju projektima s ciljem da zaštite sistem od višestrukih stresova i održe ga u uravnoteženom dobrom stanju uzimajuci u obzir širenje efekata.)
MATCH@E:(Unlike the strategies for risk reduction in traditional project risk approaches, those strategies are focused on improvement in project management in order to protect system from multiple stresses and keep a system in a balanced well-being state counting on effect propagation.===>Za razliku od strategija za smanjenje rizika karakterističnih za tradicionalne pristupe projektnom riziku, ove strategije se fokusiraju na poboljšanja u upravljanju projektima s ciljem da zaštite sistem od višestrukih stresova i održe ga u uravnoteženom dobrom stanju uzimajući u obzir širenje efekata.)
MATCH@M:(While there are many differences in vulnerability approaches between contexts and within concepts themselves, certain commonalities exist.===>U pristupima ranjivosti izmedu konteksta i unutar samih konteksta postoje mnoge razlike, ali neke zajednicke karakteristike ipak postoje.)
MATCH@E:(While there are many differences in vulnerability approaches between contexts and within concepts themselves, certain commonalities exist.===>U pristupima ranjivosti između konteksta i unutar samih konteksta postoje mnoge razlike, ali neke zajedničke karakteristike ipak postoje.)
MATCH@M:(Adaptation has evolved as a need to response to brand new sets of circumstances.===>Prilagoda-vanje se razvilo kao potreba da se odgovori na potpuno nov skup okolnosti.)
MATCH@E:(Adaptation has evolved as a need to response to brand new sets of circumstances.===>Prilagođavanje se razvilo kao potreba da se odgovori na potpuno nov skup okolnosti.)
MATCH@M:(Adaptation tends to extend a range of varieties with which it can cope and it is achieved through changes in management activities, organization and other settings.===>Prilagodavanje teži da proširi opseg razlicitih uticaja s kojima može da se nosi, a postiže se putem promena u aktivnostima menadžmenta, u organizaciji i u drugim oblastima.)
MATCH@E:(Adaptation tends to extend a range of varieties with which it can cope and it is achieved through changes in management activities, organization and other settings.===>Prilagođavanje teži da proširi opseg različitih uticaja s kojima može da se nosi, a postiže se putem promena u aktivnostima menadžmenta, u organizaciji i u drugim oblastima.)
MATCH@M:(The strategy is very rarely applied in systems that are not policy-driven systems.===>Ova strategija se veoma retko primenjuje u sistemima kojima se ne upravlja primenom mera politike.)
MATCH@E:(The strategy is very rarely applied in systems that are not policy-driven systems.===>Ova strategija se veoma retko primenjuje u sistemima kojima se ne upravlja primenom mera politike.)
MATCH@M:(Strategies of mitigation are evolved by experiences in dealing with known and understood stresses and disturbances.===>Strategije ublažavanja razvile su se na osnovu iskustva u bavljenju poznatim stresovima i poremecajima kojie smo vec dobro shvatili.)
MATCH@E:(Strategies of mitigation are evolved by experiences in dealing with known and understood stresses and disturbances.===>Strategije ublažavanja razvile su se na osnovu iskustva u bavljenju poznatim stresovima i poremećajima kojie smo već dobro shvatili.)
MATCH@M:(It seems that all attempts to make this concept operational are very intuitive and based on particular objectives and questions addressed.===>Izgleda da su svi pokušaji da se ovaj koncept ucini operativnim u velikoj meri intuitivni i zasnovani na posebnim ciljevima i pitanjima koja se razmatraju.)
MATCH@E:(It seems that all attempts to make this concept operational are very intuitive and based on particular objectives and questions addressed. ~~~ 4.===>Izgleda da su svi pokušaji da se ovaj koncept učini operativnim u velikoj meri intuitivni i zasnovani na posebnim ciljevima i pitanjima koja se razmatraju. 4.)
MATCH@M:(Finding suitable metrics of vulnerability is a central research challenge.===>Glavni izazov za istraživanje jeste kako naci odgovarajucu metriku ranjivosti.)
MATCH@E:(Assessment of vulnerability Finding suitable metrics of vulnerability is a central research challenge.===>Procena ranjivosti Glavni izazov za istraživanje jeste kako naći odgovarajuću metriku ranjivosti.)
MATCH@M:(While there are many attempts, most of them are adapted for specific, particular research purposes.===>Pokušaja je mnogo, ali vecina je prilagodena specificnim, posebnim ciljevima istraživanja.)
MATCH@E:(While there are many attempts, most of them are adapted for specific, particular research purposes.===>Pokušaja je mnogo, ali većina je prilagođena specifičnim, posebnim ciljevima istraživanja.)
MATCH@M:(A single method has not been established yet.===>Neki jedinstveni metod još nije uspostavljen.)
MATCH@E:(A single method has not been established yet.===>Neki jedinstveni metod još nije uspostavljen.)
MATCH@M:(Researching existing literature on vulnerability assessment, we have found that the first reason that it is hardly measurable is that the concept of vulnerability is not completely clarified.===>Pregledom postojece literature o proceni ranjivosti ustanovili smo da je prvi raazlog što se ona jedva može meriti to što koncept ranjivosti još uvek nije potpuno razjašnjen.)
MATCH@E:(Researching existing literature on vulnerability assessment, we have found that the first reason that it is hardly measurable is that the concept of vulnerability is not completely clarified.===>Pregledom postojeće literature o proceni ranjivosti ustanovili smo da je prvi raazlog što se ona jedva može meriti to što koncept ranjivosti još uvek nije potpuno razjašnjen.)
MATCH@M:(The word “vulnerability” by itself has numerous meanings and its semantic overflow produces numerous definitions.===>Rec „ranjivost“ sama po sebi ima veliki broj znacenja i takvo semanticko obilje omogucava stvaranje velikog broja definicija.)
MATCH@E:(The word vulnerability by itself has numerous meanings and its semantic overflow produces numerous definitions.===>Reč ranjivost sama po sebi ima veliki broj značenja i takvo semantičko obilje omogućava stvaranje velikog broja definicija.)
MATCH@M:(On the other side, no definitions explain mechanism of parameters that constitute vulnerability.===>S druge strane, ni jedna definicija ne objašnjava mehanizam parametara koji cine ranjivost.)
MATCH@E:(On the other side, no definitions explain mechanism of parameters that constitute vulnerability.===>S druge strane, ni jedna definicija ne objašnjava mehanizam parametara koji čine ranjivost.)
MATCH@M:(Lack of theory guidance complicates its expression as a mathematical function.===>Nedostatak teorijskih okvira ne dozvoljava da se ona napiše kao matematicka funkcija.)
MATCH@E:(Lack of theory guidance complicates its expression as a mathematical function.===>Nedostatak teorijskih okvira ne dozvoljava da se ona napiše kao matematička funkcija.)
MATCH@M:(Second important stake in establishing metrics is that vulnerability is not directly observable phenomenon; its relevant parameters and corresponding indicators are hardly captured.===>Drugi znacajan momenat u uspostavljanju metrike jeste da ranjivost nije pojava koja se može neposredno posmatrati; parametre koji su relevantni za nju i odgovarajuce pokazatelje jedva je moguce zapaziti.)
MATCH@E:(Second important stake in establishing metrics is that vulnerability is not directly observable phenomenon Š24Ë; its relevant parameters and corresponding indicators are hardly captured.===>Drugi značajan momenat u uspostavljanju metrike jeste da ranjivost nije pojava koja se može neposredno posmatrati Š24Ë; parametre koji su relevantni za nju i odgovarajuće pokazatelje jedva je moguće zapaziti.)
MATCH@M:(Without indicators, metrics does not exist.===>Bez pokazatelja metrike nema.)
MATCH@E:(Without indicators, metrics does not exist.===>Bez pokazatelja metrike nema.)
MATCH@M:(Considering that “vulnerability is complex, dynamic, compounding and cumulative, sometimes irreversible and frequently impossible to contain”, establishment of vulnerability indicators faces numerous limits.===>Ako se uzme u obzir da je „ranjivost složena, dinamicna, kumulativna, ponekad ireverzibilna i cesto ju je nemoguce uhvatiti“ , uspostavljanje pokazatelja ranjivosti nailazi na veliki broj ogranicenja.)
MATCH@E:(Considering that vulnerability is complex, dynamic, compounding and cumulative, sometimes irreversible and frequently impossible to contain Š1Ë, establishment of vulnerability indicators faces numerous limits.===>Ako se uzme u obzir da je ranjivost složena, dinamična, kumulativna, ponekad ireverzibilna i često ju je nemoguće uhvatiti Š11Ë, uspostavljanje pokazatelja ranjivosti nailazi na veliki broj ograničenja.)
MATCH@M:(First, vulnerability of one system arises from interaction with other systems but also from malfunctions of its own system mechanisms.===>Prvo, ranjivost jednog sistema proizilazi iz njegove interakcije sa drugim sistemima, ali i iz lošeg funkcionisanja njegovih sopstvenih mehanizama.)
MATCH@E:(First, vulnerability of one system arises from interaction with other systems but also from malfunctions of its own system mechanisms.===>Prvo, ranjivost jednog sistema proizilazi iz njegove interakcije sa drugim sistemima, ali i iz lošeg funkcionisanja njegovih sopstvenih mehanizama.)
MATCH@M:(It makes a relevant area of observation very wide and requires a large number of indicators to be included.===>Time relevantna oblast posmatranja postaje sve šira i zahteva da se ukljuci veliki broj pokazatelja.)
MATCH@E:(It makes a relevant area of observation very wide and requires a large number of indicators to be included.===>Time relevantna oblast posmatranja postaje sve šira i zahteva da se uključi veliki broj pokazatelja.)
MATCH@M:(As large fields of observation include numerous indicators and most of them are impossible to be captured, the method suffers a risk being not holistic.===>Pošto velike oblasti posmatranja obuhvataju brojne pokazatelje a vecinu njih je nemoguce odrediti, postoji rizik da metod ne bude holisticki.)
MATCH@E:(As large fields of observation include numerous indicators and most of them are impossible to be captured, the method suffers a risk being not holistic.===>Pošto velike oblasti posmatranja obuhvataju brojne pokazatelje a većinu njih je nemoguće odrediti, postoji rizik da metod ne bude holistički.)
MATCH@M:(In addition, indicators are often chosen according to certain needs and preferences of research sponsors.===>Pored toga, pokazatelji se cesto biraju u skladu sa odredenim potrebama i preferencama sponzora istraživanja.)
MATCH@E:(In addition, indicators are often chosen according to certain needs and preferences of research sponsors.===>Pored toga, pokazatelji se često biraju u skladu sa određenim potrebama i preferencama sponzora istraživanja.)
MATCH@M:(Vulnerability indicators are functions of observable variables, thus a question of arguments used for their establishment is mandatory.===>Pokazatelji ranjivosti jesu funkcije varijabli koje se mogu posmatrati, stoga je pitanje argumenata koji se koriste za njihovo uspostavljanje mandatoran.)
MATCH@E:(Vulnerability indicators are functions of observable variables Š15Ë, thus a question of arguments used for their establishment is mandatory.===>Pokazatelji ranjivosti jesu funkcije varijabli koje se mogu posmatrati Š15Ë, stoga je pitanje argumenata koji se koriste za njihovo uspostavljanje mandatoran.)
MATCH@M:(The real difficulty is that element, group of elements, sub-system or system is vulnerable to multiple stresses so vulnerability is manifested in various trajectories.===>Stvarna teškoca je u tome što su jedan element, grupa elemenata, podsistem ili sistem ranjivi na veliki broj ili mnogostruke stresove, tako da se ranjivost manifestu-je na razlicitim pravcima.)
MATCH@E:(The real difficulty is that element, group of elements, sub-system or system is vulnerable to multiple stresses so vulnerability is manifested in various trajectories.===>Stvarna teškoća je u tome što su jedan element, grupa elemenata, podsistem ili sistem ranjivi na veliki broj ili mnogostruke stresove, tako da se ranjivost manifestuje na različitim pravcima.)
MATCH@M:(Some trajectories do not necessary lead to material damage as not all coping strategies are based upon financial or material investments.===>Neki od ovih pravaca ne vode neophodno do materijalne štete, kao što nisu ni sve strategije za borbu protiv rizika zasnovane na finansij-skim ili materijalnim investicijama.)
MATCH@E:(Some trajectories do not necessary lead to material damage as not all coping strategies are based upon financial or material investments.===>Neki od ovih pravaca ne vode neophodno do materijalne štete, kao što nisu ni sve strategije za borbu protiv rizika zasnovane na finansijskim ili materijalnim investicijama.)
MATCH@M:(The other significant challenge confronted is the implication of system governance to occurrence and mitigation of vulnerability.===>Drugi znacajan izazov jeste implikacija vladanja sistemom u odnosu na nastajanje ranjivosti ili njeno ublažavanje.)
MATCH@E:(The other significant challenge confronted is the implication of system governance to occurrence and mitigation of vulnerability.===>Drugi značajan izazov jeste implikacija vladanja sistemom u odnosu na nastajanje ranjivosti ili njeno ublažavanje.)
MATCH@M:(Successful methodology must not neglect those intangible variables, although their values are hard to be defined.===>Uspešna metodologija ne sme da zanemari ove neopipljive varijable, iako se njihove vrednosti teško mogu definisati.)
MATCH@E:(Successful methodology must not neglect those intangible variables, although their values are hard to be defined.===>Uspešna metodologija ne sme da zanemari ove neopipljive varijable, iako se njihove vrednosti teško mogu definisati.)
MATCH@M:(Besides incorporation of intangible variables, vulnerability is a dynamic concept and its structure is changed over time.===>Pored ukljucivanja neopipljivih varijabli, ranjivost predstavlja dinamicni koncept i njena struktura se vremenom menja.)
MATCH@E:(Besides incorporation of intangible variables, vulnerability is a dynamic concept and its structure is changed over time.===>Pored uključivanja neopipljivih varijabli, ranjivost predstavlja dinamični koncept i njena struktura se vremenom menja.)
MATCH@M:(It means that the future system parameters are usually different from present parameters.===>To znaci da se buduci parametri sistema obicno razlikuju od sadašnjih.)
MATCH@E:(It means that the future system parameters are usually different from present parameters.===>To znači da se budući parametri sistema obično razlikuju od sadašnjih.)
MATCH@M:(Those changes are caused either by cumulative vulnerabilities, occurrences of new risky events, changes in trends or all of them together.===>Ove promene izazvane su ili kumulativnim ranjivostima, pojavom novih rizicnih dogadaja, prome-nama u trendovima ili svim tim zajedno.)
MATCH@E:(Those changes are caused either by cumulative vulnerabilities, occurrences of new risky events, changes in trends or all of them together.===>Ove promene izazvane su ili kumulativnim ranjivostima, pojavom novih rizičnih događaja, promenama u trendovima ili svim tim zajedno.)
MATCH@M:(Being aware of potential limits and failures, certain authors found necessary to establish indicators and conceptualize them as standards.===>Svesni potencijalnih ogranicenja i neuspeha, neki autori su smatrali da je neophodno uspostaviti pokazatelje i konceptualizovati ih kao standarde.)
MATCH@E:(Being aware of potential limits and failures, certain authors found necessary to establish indicators and conceptualize them as standards Š17; 30Ë.===>Svesni potencijalnih ograničenja i neuspeha, neki autori su smatrali da je neophodno uspostaviti pokazatelje i konceptualizovati ih kao standarde Š17;30Ë.)
MATCH@M:(In most cases, vulnerability indicators present current state and estimate potential changes somewhere in the future.===>U vecini slucajeva, pokazatelji ranjivosti pokazuju sadašnje stanje i procenjuju potencijalne promene negde u buducnosti.)
MATCH@E:(In most cases, vulnerability indicators present current state and estimate potential changes somewhere in the future Š15Ë.===>U većini slučajeva, pokazatelji ranjivosti pokazuju sadašnje stanje i procenjuju potencijalne promene negde u budućnosti Š15Ë.)
MATCH@M:(We have found just few works on vulnerability assessment that concern dynamic characteristics of vulnerability.===>Naišli smo samo na nekoliko radova o proceni ranjivosti u kojima se opisuju dinamicke karakteristike ranjivosti.)
MATCH@E:(We have found just few works on vulnerability assessment that concern dynamic characteristics of vulnerability Š19Ë.===>Naišli smo samo na nekoliko radova o proceni ranjivosti u kojima se opisuju dinamičke karakteristike ranjivosti Š19Ë.)
MATCH@M:(The next important question while assessing vulnerability is a question of measurement scales.===>Naredno važno pitanje koje se postavlja prilikom pro-cene ranjivosti jeste pitanje skale za merenje.)
MATCH@E:(The next important question while assessing vulnerability is a question of measurement scales.===>Naredno važno pitanje koje se postavlja prilikom procene ranjivosti jeste pitanje skale za merenje.)
MATCH@M:(Since there is no single universal way of vulnerability definition, measurement scales are dependant on types and purposes of research processes.===>Pošto ne postoji jedinstven, univerzalan nacin za definisanje ranjivosti, ove skale zavise od vrste i ciljeva istraživanja.)
MATCH@E:(Since there is no single universal way of vulnerability definition, measurement scales are dependant on types and purposes of research processes Š15Ë.===>Pošto ne postoji jedinstven, univerzalan način za definisanje ranjivosti, ove skale zavise od vrste i ciljeva istraživanja Š15Ë.)
MATCH@M:(It implies that the value of vulnerability can be expressed as an absolute measure.===>To znaci da se vrednost ranjivosti može izraziti kao apsolutna mera.)
MATCH@E:(It implies that the value of vulnerability can be expressed as an absolute measure.===>To znači da se vrednost ranjivosti može izraziti kao apsolutna mera.)
MATCH@M:(Absolute measure is a potential or actual financial or any material loss.===>Apsolutna mera predstavlja potencijalni ili stvarni finansijski ili bilo kakav materijalni gubitak.)
MATCH@E:(Absolute measure is a potential or actual financial or any material loss.===>Apsolutna mera predstavlja potencijalni ili stvarni finansijski ili bilo kakav materijalni gubitak.)
MATCH@M:(Sometimes, its expression is an interval.===>Ponekad se može izraziti kao interval.)
MATCH@E:(Sometimes, its expression is an interval.===>Ponekad se može izraziti kao interval.)
MATCH@M:(As many authors follow the idea that assessment of vulnerability makes sense only if it supports making decisions, comparability is said to be a “key notion of vulnerability”.===>Pošto mnogi autori soje na stanovištu da procena ranjivosti ima smisla samo u slucaju odlucivanja, kaže se da je uporedivost „kljucni pojam ranjivosti“.)
MATCH@E:(As many authors follow the idea that assessment of vulnerability makes sense only if it supports making decisions, comparability is said to be a key notion of vulnerability Š16; 33Ë.===>Pošto mnogi autori soje na stanovištu da procena ranjivosti ima smisla samo u slučaju odlučivanja, kaže se da je uporedivost ključni pojam ranjivosti Š16;33Ë.)
MATCH@M:(In that case, it is expressed as a relative number or excess over thresholds.===>U tom slucaju ranjivost se izražava kao relativni broj ili mnogo veca vrednost u odnosu na prag.)
MATCH@E:(In that case, it is expressed as a relative number or excess over thresholds Š20Ë.===>U tom slučaju ranjivost se izražava kao relativni broj ili mnogo veća vrednost u odnosu na prag Š20Ë.)
MATCH@M:(Although the vulnerability assessment is rather a theoretical concept, some steps to make it operational are established.===>Iako je procena ranjivosti u velikoj meri teorijski pojam, ustanovljeni su neki koraci da se ona ucini operativnom.)
MATCH@E:(Although the vulnerability assessment is rather a theoretical concept, some steps to make it operational are established.===>Iako je procena ranjivosti u velikoj meri teorijski pojam, ustanovljeni su neki koraci da se ona učini operativnom.)
MATCH@M:(They must illustrate the present condition as a whole, as well as potential future states of a system.===>Oni moraju da pokažu sadašnje stanje u celini, kao i potencijalna buduca stanja sistema.)
MATCH@E:(They must illustrate the present condition as a whole, as well as potential future states of a system.===>Oni moraju da pokažu sadašnje stanje u celini, kao i potencijalna buduća stanja sistema. 5.)
MATCH@M:(Existing state of the art on project vulnerability proves that this concept, though attractive, has not been examined by many project researchers.===>Sadašnje stanje u vezi sa ranjivošcu projekta pokazuje da se ovim konceptom, ma kako da je privlacan, nije bavilo mnogo autora.)
MATCH@E:(5. ~~~ Concept of vulnerabilityin a project context Existing state of the art on project vulnerability proves that this concept, though attractive, has not been examined by many project researchers.===>Koncept ranjivosti u kontekstu projekta Sadašnje stanje u vezi sa ranjivošću projekta pokazuje da se ovim konceptom, ma kako da je privlačan, nije bavilo mnogo autora.)
MATCH@M:(Pioneer work on project vulnerability by Zhang gave us the initial sight of project vulnerability; but his work remains on the level of conceptual understanding and attempts to identify sources of project vulnerability.===>Pionirski rad o ranjivost projekta koji je zapoceo Zhang omogucio nam je prvi uvid u ranjivost projekta, ali je njegov rad ostao na nivou konceptualnog razumevanja i pokušaja da se identifikuju izvori ranjivosti projekta.)
MATCH@E:(Pioneer work on project vulnerability by Zhang Š34Ë gave us the initial sight of project vulnerability; but his work remains on the level of conceptual understanding and attempts to identify sources of project vulnerability.===>Pionirski rad o ranjivost projekta koji je započeo Zhang Š34Ë omogućio nam je prvi uvid u ranjivost projekta, ali je njegov rad ostao na nivou konceptualnog razumevanja i pokušaja da se identifikuju izvori ranjivosti projekta.)
MATCH@M:(Our thinking of vulnerability rests primarily on research conducted in Ecole Centrale Paris.===>Naša razmišljanja o ranjivosti oslanjaju se prvenstveno na istraživanja sprovedena u Ecole Central Paris.)
MATCH@E:(Our thinking of vulnerability rests primarily on research conducted in Ecole Centrale Paris Š21; 32Ë.===>Naša razmišljanja o ranjivosti oslanjaju se prvenstveno na istraživanja sprovedena u Ecole Central Paris Š21;32Ë.)
MATCH@M:(The concept is particularly adapted to a context of project complexity.===>Ovaj koncept je posebno prilagoden kontekstu projektne ranjivosti.)
MATCH@E:(The concept is particularly adapted to a context of project complexity.===>Ovaj koncept je posebno prilagođen kontekstu projektne ranjivosti.)
MATCH@M:(Although basic framework is established, further improvements are necessary for its wider application.===>Iako je osnovni okvir uspostavljen, da bi dobio širu primenu neophodna su dalja usavršavanja.)
MATCH@E:(Although basic framework is established, further improvements are necessary for its wider application.===>Iako je osnovni okvir uspostavljen, da bi dobio širu primenu neophodna su dalja usavršavanja.)
MATCH@M:(Relying on the existing knowledge on project vulnerability and vulnerability concepts in other concepts mentioned above, this work aims to provide a theoretical basis for its better understanding.===>Oslanjajuci se na postojece znanje o ranjivosti projekta i konceptima ranjivosti u drugim konceptima koje smo naveli, u ovom radu želimo da damo teorijsku osnovu za njegovo bolje razumevanje.)
MATCH@E:(Relying on the existing knowledge on project vulnerability and vulnerability concepts in other concepts mentioned above, this work aims to provide a theoretical basis for its better understanding.===>Oslanjajući se na postojeće znanje o ranjivosti projek ta i konceptima ranjivosti u drugim konceptima koje smo naveli, u ovom radu želimo da damo teorijsku osnovu za njegovo bolje razumevanje.stoga težimo da uvedemo konsolidovane pojmove /termine u jedan koherentan okvir ranjivosti; kako napredujemo u našem istraživanju, naš cilj je da ovaj koncept učinimo potpuno primenljivim tako da ga menadžeri projektnog rizika mogu koristiti.)
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BAD_LINE_M:Relying on the existing knowledge on project vulnerability and vulnerability concepts in other concepts mentioned above, this work aims to provide a theoretical basis for its better understanding.
BAD_LINE_M:Oslanjajuci se na postojece znanje o ranjivosti projekta i konceptima ranjivosti u drugim konceptima koje smo naveli, u ovom radu želimo da damo teorijsku osnovu za njegovo bolje razumevanje.
BAD_LINE_E:Relying on the existing knowledge on project vulnerability and vulnerability concepts in other concepts mentioned above, this work aims to provide a theoretical basis for its better understanding.
BAD_LINE_E:Oslanjajući se na postojeće znanje o ranjivosti projek ta i konceptima ranjivosti u drugim konceptima koje smo naveli, u ovom radu želimo da damo teorijsku osnovu za njegovo bolje razumevanje.stoga težimo da uvedemo konsolidovane pojmove /termine u jedan koherentan okvir ranjivosti; kako napredujemo u našem istraživanju, naš cilj je da ovaj koncept učinimo potpuno primenljivim tako da ga menadžeri projektnog rizika mogu koristiti.
MATCH@M:(Thus, we tend to incorporate consolidated terms into a coherent project vulnerability framework; as we progress in our research, we aim to make this concept fully capable for application by project risk managers.===>Stoga težimo da uvedemo konsolidovane pojmove /termine u jedan koherentan okvir ranjivosti; kako napredujemo u našem istraživanju, naš cilj je da ovaj koncept ucinimo potpuno primenljivim tako da ga menadžeri projektnog rizika mogu koristiti.)
MATCH@E:(Thus, we tend to incorporate consolidated terms into a coherent project vulnerability framework; as we progress in our research, we aim to make this concept fully capable for application by project risk managers.===>Uobičajena definicija ranjivosti u drugim kontekstima odgovara i projektima.)
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BAD_LINE_M:Thus, we tend to incorporate consolidated terms into a coherent project vulnerability framework; as we progress in our research, we aim to make this concept fully capable for application by project risk managers.
BAD_LINE_M:Stoga težimo da uvedemo konsolidovane pojmove /termine u jedan koherentan okvir ranjivosti; kako napredujemo u našem istraživanju, naš cilj je da ovaj koncept ucinimo potpuno primenljivim tako da ga menadžeri projektnog rizika mogu koristiti.
BAD_LINE_E:Thus, we tend to incorporate consolidated terms into a coherent project vulnerability framework; as we progress in our research, we aim to make this concept fully capable for application by project risk managers.
BAD_LINE_E:Uobičajena definicija ranjivosti u drugim kontekstima odgovara i projektima.
MATCH@M:(The common definition of vulnerability in other contexts is also suitable for projects.===>Uobicajena definicija ranjivosti u drugim kontekstima odgovara i projektima.)
MATCH@E:(The common definition of vulnerability in other contexts is also suitable for projects.===>Stoga smo usvojili definiciju ranjivosti u negativnom smislu: stepen do koga je sistem podložan negativnim efektima i nespreman da se nosi s njima Š28;23Ë.)
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BAD_LINE_M:The common definition of vulnerability in other contexts is also suitable for projects.
BAD_LINE_M:Uobicajena definicija ranjivosti u drugim kontekstima odgovara i projektima.
BAD_LINE_E:The common definition of vulnerability in other contexts is also suitable for projects.
BAD_LINE_E:Stoga smo usvojili definiciju ranjivosti u negativnom smislu: stepen do koga je sistem podložan negativnim efektima i nespreman da se nosi s njima Š28;23Ë.
MATCH@M:(The deviations are results of system’s incapability of neutralizing the effect or/and lack of awareness of impact propagation and potential strategies for its mitigation.===>Ova odstupanj a rezultat su nesposobnosti sistema da neutrališe efekat ili/i nemanje svesti o širenju ovog efekta i potencijalnim strategijama za njegovo ublažavanje.)
MATCH@E:(The deviations are results of systems incapability of neutralizing the effect or/and lack of awareness of impact propagation and potential strategies for its mitigation.===>Ova odstupanja rezultat su nesposobnosti sistema da neutrališe efekat ili/i nemanje svesti o širenju ovog efekta i potencijalnim strategijama za njegovo ublažavanje.)
MATCH@M:(While traditional project risk methodology is interested in likelihood of a risk to become an event and its direct impact, vulnerability is dedicated to analysis of system’s capacity to absorb shocks and adapt capacities to neutralize effects with minimal residual risks.===>Tradicionalna metologija za upravljanje rizikom inte-resuje se za verovatnocu da rizik postane dogadaj i da proizvede efekat, dok je ranjivost okrenuta analizi sposobnosti sistema da upije šokove i prilagodi svoje sposobnosti da neutrališe te efekte uz minimalne po-sledice.)
MATCH@E:(While traditional project risk methodology is interested in likelihood of a risk to become an event and its direct impact, vulnerability is dedicated to analysis of systems capacity to absorb shocks and adapt capacities to neutralize effects with minimal residual risks.===>Tradicionalna metologija za upravljanje rizikom interesuje se za verovatnoću da rizik postane događaj i da proizvede efekat, dok je ranjivost okrenuta analizi sposobnosti sistema da upije šokove i prilagodi svoje sposobnosti da neutrališe te efekte uz minimalne posledice.)
MATCH@M:(In other words, traditional methodologies are used to analyze severity of a risky event in a time tp for a choice of a risk mitigation strategy; vulnerability analysis estimates global gravity of the chosen strategy in time ti, t2, ..., tn.===>Drugim recima, tradicionalne metodologije koriste se u analizi ozbiljnosti rizicnog dogadaja u vremenu to da bi se izabrala strategija za ublažavanje rizika; analiza ranjivosti procenjuje globalnu ozbiljnost izabrane strategije u vremenu t1, t2...tn.)
MATCH@E:(In other words, traditional methodologies are used to analyze severity of a risky event in a time t0 for a choice of a risk mitigation strategy; vulnerability analysis estimates global gravity of the chosen strategy in time t1, t2, …, tn.===>Drugim rečima, tradicionalne metodologije koriste se u analizi ozbiljnosti rizičnog događaja u vremenu t0 da bi se izabrala strategija za ublažavanje rizika; analiza ranjivosti procenjuje globalnu ozbiljnost izabrane strategije u vremenu t1, t2...tn.)
MATCH@M:(This implies that the concept of vulnerability is an extention to traditional project risk methodologies.===>Ovo znaci da koncept ranjivosti u stvari predstavlja proširenje tradicionalnih metodologija projektnog rizika.)
MATCH@E:(This implies that the concept of vulnerability is an extention to traditional project risk methodologies.===>Ovo znači da koncept ranjivosti u stvari predstavlja proširenje tradicionalnih metodologija projektnog rizika.)
MATCH@M:(Thus, the first dimension of vulnerability is exposure.===>Stoga je prva dimenzija ranjivosti izloženost.)
MATCH@E:(Thus, the first dimension of vulnerability is exposure.===>Stoga je prva dimenzija ranjivosti izloženost.)
MATCH@M:(Exposure is defined as all risky events that are potentially hazard for project progress.===>Izloženost se de-finiše kao svaki rizicni dogadaj koji predstavlja potencijalnu opasnost za napredak projekta.)
MATCH@E:(Exposure is defined as all risky events that are potentially hazard for project progress.===>Izloženost se definiše kao svaki rizični događaj koji predstavlja potencijalnu opasnost za napredak projekta.)
MATCH@M:(While traditional project risk methodology considers if the risky event is internally or externally generated, vulnerability analysis is not interested in nature and sources of risky events.===>Tradicionalna metodologija projektnog rizika posmatra da li je rizicni dogadaj interne ili eksterne prirode, dok analizu ranjivosti ne zanima priroda niti izvori rizicnih dogadaja.)
MATCH@E:(While traditional project risk methodology considers if the risky event is internally or externally generated Š3Ë, vulnerability analysis is not interested in nature and sources of risky events.===>Tradicionalna metodologija projektnog rizika posmatra da li je rizični događaj interne ili eksterne prirode Š3Ë, dok analizu ranjivosti ne zanima priroda niti izvori rizičnih događaja.)
MATCH@M:(Exposure is used to define expectation that negative impact will affect the system.===>Izloženost se koristi za definisanje ocekivanja da ce negativni dogadaj uticati na sistem.)
MATCH@E:(Exposure is used to define expectation that neg ative impact will affect the system.===>Izloženost se koristi za definisanje očekivanja da će negativni događaj uticati na sistem.)
MATCH@M:(The magnitude of the impact is defined by the magnitude of a risky event, but its gravity is determined by sensitivity.===>Magnituda uti-caja definiše se magnitudom rizicnog dogadaja, ali njegova ozbiljnost se definiše osetljivošcu.)
MATCH@E:(The magnitude of the impact is defined by the magnitude of a risky event, but its gravity is determined by sensitivity.===>Magnituda uticaja definiše se magnitudom rizičnog događaja, ali njegova ozbiljnost se definiše osetljivošću.)
MATCH@M:(Sensitivity is defined as nature and degree to which a project system is adversely affected by certain risky events.===>Osetljivost se opisuje kao priroda i stepen do kog projektni sistem trpi negativni uticak odredenih rizicnih dogadaja.)
MATCH@E:(Sensitivity is defined as nature and degree to which a project system is adversely affected by certain risky events.===>Osetljivost se opisuje kao priroda i stepen do kog projektni sistem trpi negativni uticak određenih rizičnih događaja.)
MATCH@M:(The sensitivity is expressed by desired value and level of tolerance that is called threshold.===>Osetljivost se izražava željenom vrednošcu i nivoom tolerancije koja se naziva prag.)
MATCH@E:(The sensitivity is expressed by desired value and level of tolerance that is called threshold.===>Osetljivost se izražava željenom vrednošću i nivoom tolerancije koja se naziva prag.)
MATCH@M:(If the negative effect exceeds threshold, project is said to be incapable to self organize or adapt to that impact.===>Ako negativni uti-caj prevazilazi prag, smatra se da projekat nije sposoban da se samoorganizuje ili prilagodi takvom uticaju.)
MATCH@E:(If the negative effect exceeds threshold, project is said to be incapable to self organize or adapt to that impact.===>Ako negativni uticaj prevazilazi prag, smatra se da projekat nije sposoban da se samoorganizuje ili prilagodi takvom uticaju.)
MATCH@M:(The system requires new measures to be applied.===>Sistem zahteva primenu novih mera.)
MATCH@E:(The system requires new measures to be applied.===>Sistem zahteva primenu novih mera.)
MATCH@M:(According to the whole project adaptive capacities, decision maker tends to choose the one strategy that effectively recovers a system from failures.===>Prema sposobnostima prilagodavanja celokupnog projekta, donosilac odluke teži da izabere onu strategiju koja pomaže da se sistem efikasno oporavi od neuspeha.)
MATCH@E:(According to the whole project adaptive capacities, decision maker tends to choose the one strategy that effectively recovers a system from failures.===>Prema sposobnostima prilagođavanja celokupnog projekta, donosilac odluke teži da izabere onu strategiju koja pomaže da se sistem efikasno oporavi od neuspeha.)
MATCH@M:(The adaptive capacity is the third dimension of vulnerability: non - resiliency.===>Sposobnost prilagodavanja predstavlja trecu dimenziju ranjivosti: neelasticnost.)
MATCH@E:(The adaptive capacity is the third dimension of vulnerability: non - resiliency.===>Sposobnost prilagođavanja predstavlja treću dimenziju ranjivosti: neelastičnost.)
MATCH@M:(According to the mentioned definition, vulnerability is a function of: exposure, sensitivity and adaptive capacity.===>Prema pomenutoj definiciji, ranjivost predstavlja funkciju: izloženosti, osetljivosti i sposobnosti prilagodavanja.)
MATCH@E:(According to the mentioned definition, vulnerability is a function of: exposure, sensitivity and adaptive capacity (Eq. ~~~ (1)).===>Prema pomenutoj definiciji, ranjivost predstavlja funkciju: izloženosti, osetljivosti i sposobnosti prilagođavanja (jednačina (1)).)
MATCH@M:(Exposure and sensitivity constitute potential impact.===>Izloženost i osetljivost oznacavaju potencijalni udar-efekat.)
MATCH@E:(Exposure and sensitivity constitute potential impact (Eq. ~~~ (2)).===>Izloženost i osetljivost označavaju potencijalni udar-efekat (jednačina (2)).)
MATCH@M:(Thus, vulnerability is a function of potential impact and adaptive capacity.===>Stoga ranjivost predstavlja funkciju potencijalnog uticaja i sposobnosti prilagiodavanja.)
MATCH@E:(Thus, vulnerability is a function of potential impact and adaptive capacity (Eq. ~~~ (3)).===>Stoga ranjivost predstavlja funkciju potencijalnog uticaja i sposobnosti prilagiođavanja (jednačina (3)).)
MATCH@M:(Those simple conceptual functions are expressed just to describe the way vulnerability elements are related.===>Ove jednostavne konceptualne funkcije napisane su samo da bi se opisao odnos izmedu elementata ranjivosti.)
MATCH@E:(Those simple conceptual functions are expressed just to describe the way vulnerability elements are related.===>Ove jednostavne konceptualne funkcije napisane su samo da bi se opisao odnos između elementata ranjivosti.)
MATCH@M:(Nevertheless, the functions are not directly operational.===>Ipak, ove funkcije nisu neposredno operativne.)
MATCH@E:(Nevertheless, the functions are not directly operational.===>Ipak, ove funkcije nisu neposredno operativne.)
MATCH@M:(Although the meaning of term “vulnerability” is somehow theoretically understood, it is not operational as long as its measurement system is not established.===>Iako se znacenje termina „ranjivost“ može na neki nacin teorijski razumeti, ono nije operativno sve dok se ne uspostavi njegov merni sistem.)
MATCH@E:(Although the meaning of term vulnerability is somehow theoretically understood, it is not operational as long as its measurement system is not established.===>Iako se značenje termina ranjivost može na neki način teorijski razumeti, ono nije operativno sve dok se ne uspostavi njegov merni sistem.)
MATCH@M:(Taking into account that vulnerability is not directly observable phenomenon, measurement system cannot be established without defining the purpose.===>Ranjivost je pojava koja se ne može neposredno opažati, a sistem za me-renje se ne može uspostaviti ukoliko se ne definiše njegov cilj.)
MATCH@E:(Taking into account that vulnerability is not directly observable phenomenon, measurement system cannot be established without defining the purpose.===>Ranjivost je pojava koja se ne može neposredno opažati, a sistem za merenje se ne može uspostaviti ukoliko se ne definiše njegov cilj.)
MATCH@M:(Besides many reasons why vulnerability is measured, the purpose of our further research is outcome-oriented.===>Pored velikog broja razloga zašto se ranjivost meri, svrha naših buducih istraživanja okrenuta je rezultatima.)
MATCH@E:(Besides many reasons why vulnerability is measured Š15Ë, the purpose of our further research is outcome-oriented.===>Pored velikog broja razloga zašto se ranjivost meri Š15Ë, svrha naših budućih istraživanja okrenuta je rezultatima.)
MATCH@M:(Thus, our tendencies are to identify vulnerable project elements, tasks and processes and propose strategies that mostly contribute to the balance of project parameters.===>Stoga su naše namere da identifi-kujemo ranjive elemente projekta, projektne zadatke i procese i da predložimo strategije koje bi u najvecoj meri doprinele ravnoteži izmedu projektnih parametara.)
MATCH@E:(Thus, our tendencies are to identify vulnerable project elements, tasks and processes and propose strategies that mostly contribute to the balance of project parameters.===>Stoga su naše namere da identifikujemo ranjive elemente projekta, projektne zadatke i procese i da predložimo strategije koje bi u najvećoj meri doprinele ravnoteži između projektnih parametara.)
MATCH@M:(As there are polemics about parameters that define project success, we claim that they all can be captured in a “Golden Triangle” that consists of: schedule, cost and quality.===>Postoje polemike u vezi s parametrima kojima se definiše uspeh projekta, ali mi tvrdimo da se svi oni mogu obuhvatiti „zlatnim trouglom“ koji cine: plan, trošak i kvalitet.)
MATCH@E:(As there are polemics about parameters that define project success Š2Ë, we claim that they all can be captured in a Golden Triangle that consists of: schedule, cost and quality.===>Postoje polemike u vezi s parametrima kojima se definiše uspeh projekta Š2Ë, ali mi tvrdimo da se svi oni mogu obuhvatiti zlatnim trouglom koji čine: plan, trošak i kvalitet.)
MATCH@M:(To make a complete project vulnerability framework, we need to identify relevant indicators that can explain concept in a whole.===>Da bi se napravio potpun okvir projektne ranjivosti, potrebno je da identifikujemo relevantne pokazatelje koji mogu da objasne koncept kao celimu.)
MATCH@E:(To make a complete project vulnerability framework, we need to identify relevant indicators that can explain concept in a whole.===>Da bi se napravio potpun okvir projektne ranjivosti, potrebno je da identifikujemo relevantne pokazatelje koji mogu da objasne koncept kao celimu.)
MATCH@M:(A structure and key indicators, in dynamic and complex systems such as a project is, are hard to be captured.===>Struktura i kljucni pokazatelji u dinamicnim i složenim sistemima kao što je projekat, ne mogu se lako obuhvatiti.)
MATCH@E:(A structure and key indicators, in dynamic and complex systems such as a project is, are hard to be captured.===>Struktura i ključni pokazatelji u dinamičnim i složenim sistemima kao što je projekat, ne mogu se lako obuhvatiti.)
MATCH@M:(In order to catch a sense of whole, we propose to avoid a traditional thinking of breaking down a problem and observe project through system thinking.===>Da bi se stekao pojam o celini, predlažemo da se izbegne tradicionalno razmišljanje o razlaganju problema na delove i da se projekat posmatra kroz sistemsko razmišljanje.)
MATCH@E:(In order to catch a sense of whole, we propose to avoid a traditional thinking of breaking down a problem and observe project through system thinking.===>Da bi se stekao pojam o celini, predlažemo da se izbegne tradicionalno razmišljanje o razlaganju problema na delove i da se projekat posmatra kroz sistemsko razmišljanje.)
MATCH@M:(System thinking is a heuristic discipline for seeing a project system through multiple levels and interrelationships between components that constitute those levels.===>Sistemsko razmišljanje je heuristicka disciplina u kojoj se projektni sistem posmatra kroz nekoliko nivoa i medusobnih odnosa izmedu elemenata koji cine te nivoe.)
MATCH@E:(System thinking is a heuristic discipline Š27Ë for seeing a project system through multiple levels and interrelationships between components that constitute those levels.===>Sistemsko razmišljanje je heuristička disciplina Š27Ë u kojoj se projektni sistem posmatra kroz nekoliko nivoa i međusobnih odnosa između elemenata koji čine te nivoe.)
MATCH@M:(Resting on the work by Vidal, project as a system is separated into phases.===>Kako u svom radu navodi Vidal, projekat kao sistem podeljen je na faze.)
MATCH@E:(Resting on the work by Vidal Š32Ë, project as a system is separated into phases (Figure 1).===>Kako u svom radu navodi Vidal Š32Ë, projekat kao sistem podeljen je na faze (slika 1).)
MATCH@M:(Phases consist of certain project values and objectives that are to be achieved.===>Faze se sastoje od odredenih projektnih vrednosti i ciljeva koje treba postici.)
MATCH@E:(Phases consist of certain project values and objectives that are to be achieved.===>Faze se sastoje od određenih projektnih vrednosti i ciljeva koje treba postići.)
MATCH@M:(Project values and objectives are provided through operational tasks managed by project management processes.===>Projektne vrednosti i ciljevi daju se kroz operativne zadatke kojima upravljaju procesi projektnog menadžmenta.)
MATCH@E:(Project values and objectives are provided through operational tasks managed by project management processes.===>Projektne vrednosti i ciljevi daju se kroz operativne zadatke kojima upravljaju procesi projektnog menadžmenta.)
MATCH@M:(And finally, management processes and operational tasks are performed by resources and different types of inputs.===>I konacno, procesi upravljanja i operativni zadaci ostvaruju se primenom resursa i razlicitih vrsta inputa.)
MATCH@E:(And finally, management processes and operational tasks are performed by resources and different types of inputs.===>I konačno, procesi upravljanja i operativni zadaci ostvaruju se primenom resursa i različitih vrsta inputa.)
MATCH@M:(Observing a project system in this way allows us to underlie structures of project components and their interactions that shape conditions under which some types of risky events become likely and opportunities to cope with their adverse effects.===>Ako projekat posma-tramo na ovaj nacin, moci cemo da odredmo strukture projektnih elemenata i njihovih interakcija kojima se stvaraju uslovi u kojima su neke vrste rizicnih dogadaja verovatne kao i prilike da se projekat bori sa njihovim nepovoljnim efektima.)
MATCH@E:(Observing a project system in this way allows us to underlie structures of project components and their interactions that shape conditions under which some types of risky events become likely Š27Ë and opportunities to cope with their adverse effects.===>Ako projekat posmatramo na ovaj način, moći ćemo da odredmo strukture projektnih elemenata i njihovih interakcija kojima se stvaraju uslovi u kojima su neke vrste rizičnih događaja verovatne Š27Ë kao i prilike da se projekat bori sa njihovim nepovoljnim efektima.)
MATCH@M:(5.===>5.)
MATCH@E:(5.===>5.)
MATCH@M:(This work is primarily focused on better understanding of a concept of vulnerability in order to define project vulnerability framework.===>Cilj ovog rada prvenstveno je bolje razumevanje koncepta ranjivosti u cilju definisanja okvira projektne ranjivosti.)
MATCH@E:(Conclusion and perspectives This work is primarily focused on better understanding of a concept of vulnerability in order to define project vulnerability framework.===>Zaključak i perspektive Cilj ovog rada prvenstveno je bolje razumevanje koncepta ranjivosti u cilju definisanja okvira projektne ranjivosti.)
MATCH@M:(For that purpose we have presented a broad state of the art on the basis of different aspects of vulnerability.===>U tom cilju izvršili smo širi uvid u stanje stvari uzimajuci u obzir razlicite aspekte ranjivosti.)
MATCH@E:(For that purpose we have presented a broad state of the art on the basis of different aspects of vulnerability.===>U tom cilju izvršili smo širi uvid u stanje stvari uzimajući u obzir različite aspekte ranjivosti.)
MATCH@M:(As concept is considered as theoretical, we have reviewed current attempts and stakes to make it operational.===>Koncept se smatra teorijskim, stoga smo izvršili pregled trenutnih pokušaja da se on operacionalizuje.)
MATCH@E:(As concept is considered as theoretical, we have reviewed current attempts and stakes to make it operational.===>Koncept se smatra teorijskim, stoga smo izvršili pregled trenutnih pokušaja da se on operacionalizuje.)
MATCH@M:(Indeed, this broad state of the art and a proposition of a new conceptual framework are trying to make clear issues on project vulnerability.===>Zaista, ovaj širi prikaz stanja i predlog novog koncep-cijskog okvira imaju za cilj da jasno opišu ranjivost projekta.)
MATCH@E:(Indeed, this broad state of the art and a proposition of a new conceptual framework are trying to make clear issues on project vulnerability.===>Identifikovana i naglašena struktura koncepta otvara pitanja koja će biti tema naših narednih istraživanja:)
BAD_LINE_=============================================================
BAD_LINE_M:Indeed, this broad state of the art and a proposition of a new conceptual framework are trying to make clear issues on project vulnerability.
BAD_LINE_M:Zaista, ovaj širi prikaz stanja i predlog novog koncep-cijskog okvira imaju za cilj da jasno opišu ranjivost projekta.
BAD_LINE_E:Indeed, this broad state of the art and a proposition of a new conceptual framework are trying to make clear issues on project vulnerability.
BAD_LINE_E:Identifikovana i naglašena struktura koncepta otvara pitanja koja će biti tema naših narednih istraživanja:
MATCH@M:(Surprised with the crisis situation, without proper cost management, most companies resorted to rapid cost reduction strategies.===>Zatecena kriznom situacijom, hez odgovarajuceg upravljanja troškovima, vecina kompanija je pocela da prihegava hrzim strategijama redukcije troškova.)
MATCH@E:(Surprised with the crisis situation, without proper cost management, most companies resorted to rapid cost reduction strategies.===>Zatečena kriznom situacijom, bez odgovarajućeg upravljanja troškovima, većina kompanija je počela da pribegava brzim strategijama redukcije troškova.)
MATCH@M:(As revenues fell, and cash flow was reduced, the companies of all sizes have established a stringent controls of every major expense as the first answer to the crisis.===>Kako su prihodi pali i novcani tok se smanjio, kompanije svih velicina su kao prvi odgovor na krizu uspostavile strogu kontrolu svakog velikog rashoda.)
MATCH@E:(As revenues fell, and cash flow was reduced, the companies of all sizes have established a stringent controls of every major expense as the first answer to the crisis.===>Kako su prihodi pali i novčani tok se smanjio, kompanije svih veličina su kao prvi odgovor na krizu uspostavile strogu kontrolu svakog velikog rashoda.)
MATCH@M:(The strategies that companies have implemented in this period had a more or less profound effect on their business.===>Strategije koje su kompanije primenile u tom periodu ostavile su manje ili više duhoke tragove na njihovo poslovanje.)
MATCH@E:(The strategies that companies have implemented in this period had a more or less profound effect on their business.===>Strategije koje su kompanije primenile u tom periodu ostavile su manje ili više duboke tragove na njihovo poslovanje.)
MATCH@M:(This paper analyzes the most frequently used strategies for cost reduction applied during the 2008/2010 crisis in companies around the world, describes a logical sequence of events and consequence, which follows their implementation, and proposes that a new proactive approach to cost management and cost reduction in companies be introduced, which should support stable business in good times as well as in bad times.===>U ovom radu analizirane su najcešce korišcene strategije redukcije troškova primenjene u vreme krize 2008/2010. u kompanijama širom sveta, opisan je logican sled dogadaja i posledica koji prati njihovu primenu i dat je predlog za uvodenje novog proaktivnog pristupa upravljanju troškovima i njihovoj redukciji u kompanijama, a koji hi trehalo da podrži stahilno poslovanje kompanija i u dohrim i u lošim vremenima.)
MATCH@E:(This paper analyzes the most frequently used strategies for cost reduction applied during the 2008/2010 crisis in companies around the world, describes a logical sequence of events and consequence, which follows their implementation, and proposes that a new proactive approach to cost management and cost reduction in companies be introduced, which should support stable business in good times as well as in bad times. ~~~ 1.===>U ovom radu analizirane su najčešće korišćene strategije redukcije troškova primenjene u vreme krize 2008/2010. u kompanijama širom sveta, opisan je logičan sled događaja i posledica koji prati njihovu primenu i dat je predlog za uvođenje novog proaktivnog pristupa upravljanju troškovima i njihovoj redukciji u kompanijama, a koji bi trebalo da podrži stabilno poslovanje kompanija i u dobrim i u lošim vremenima. 1.)
MATCH@M:(Cost reduction is a normal activity in any company and means the activities of cost tracking and evaluation performed by the manager for the purpose of their reducing.===>Redukcija troškova predstavlja uobicajenu aktivnost u svakoj kompaniji i podrazumeva obavljanje aktivnosti pracenja i procene troškova u cilju njihovog snižavanja od strane menadžera.)
MATCH@E:(Introduction Cost reduction is a normal activity in any company and means the activities of cost tracking and evaluation performed by the manager for the purpose of their reducing.===>Uvod Redukcija troškova predstavlja uobičajenu aktivnost u svakoj kompaniji i podrazumeva obavljanje aktivnosti praćenja i procene troškova u cilju njihovog snižavanja od strane menadžera.)
MATCH@M:(These activities can be part of a formal programme established in a company as a whole, or they may be of informal nature and restrained to one depertment or one individual.===>Ove aktivnosti mogu biti deo formalnog programa uspostavljenog u kompaniji kao celini, ili mogu biti neformalne prirode i ogranicene na jedno odeljenje ili pojedinca.)
MATCH@E:(These activities can be part of a formal programme established in a company as a whole, or they may be of informal nature and restrained to one depertment or one individual.===>Ove aktivnosti mogu biti deo formalnog programa uspostavljenog u kompaniji kao celini, ili mogu biti neformalne prirode i ograničene na jedno odeljenje ili pojedinca.)
MATCH@M:(In the periods of crisis, it is the cost reduction that managers pay special attention to, as a basic strategy of business survival.===>U vreme krize, menadžeri posebnu pažnju posvecuju upravo sniženju troškova, kao osnovnoj strategiji opstanka poslovanja.)
MATCH@E:(In the periods of crisis, it is the cost reduction that managers pay special attention to, as a basic strategy of business survival.===>U vreme krize, menadžeri posebnu pažnju posvećuju upravo sniženju troškova, kao osnovnoj strategiji opstanka poslovanja.)
MATCH@M:(The period of recession is characterised by the fall in incomes and in cash flows, which forces the companies of all sizes to impose a strict control over any large expenses in their struggle to survive.===>Vreme krize se karakteriše padom prihoda i smanjenjem novcanih tokova, usled cega kompanije svih velicina uspostavljaju strogu kontrolu svakog velikog rashoda u pokušaju da opstanu.)
MATCH@E:(The period of recession is characterised by the fall in incomes and in cash flows, which forces the companies of all sizes to impose a strict control over any large expenses in their struggle to survive.===>Vreme krize se karakteriše padom prihoda i smanjenjem novčanih tokova, usled čega kompanije svih veličina uspostavljaju strogu kontrolu svakog velikog rashoda u pokušaju da opstanu.)
MATCH@M:(The question is, however, to what extent thus developed cost reduction strategies implemented in site in the course of the crisis can bring benefits for the companies implementing them.===>Medutim, postavlja se pitanje koliko tako razvijene strategije redukcije troškova, primenjene na licu mesta u toku trajanja same krize donose u stvari dobrobit kompanijama koje ih primenjuju.)
MATCH@E:(The question is, however, to what extent thus developed cost reduction strategies implemented in site in the course of the crisis can bring benefits for the companies implementing them.===>Međutim, postavlja se pitanje koliko tako razvijene strategije redukcije troškova, primenjene na licu mesta u toku trajanja same krize donose u stvari dobrobit kompanijama koje ih primenjuju.)
MATCH@M:(This paper presents the most frequently implemented cost reduction strategies to which companies resort in the recession times, highlights the negative aspects of their implementation, as well as proposes possible solutions and change in the approach to cost reduction in companies, in order that optimum results be achieved in different conditions of business doing.===>U ovom radu predstavljene su najcešce korišcene strategije redukcije troškova kojima kompanije pribegavaju u vreme krize, date su negativne strane njihove primene, kao i predlozi mogucih rešenja i promene pristupa redukciji troškova u kompanijama, kako bi se postigli optimalni rezultati u razlicitim uslovima poslovanja.)
MATCH@E:(This paper presents the most frequently implemented cost reduction strategies to which companies resort in the recession times, highlights the negative aspects of their implementation, as well as proposes possible solutions and change in the approach to cost reduction in companies, in order that optimum results be achieved in different conditions of business doing.===>U ovom radu predstavljene su najčešće korišćene strategije redukcije troškova kojima kompanije pribegavaju u vreme krize, date su negativne strane njihove primene, kao i predlozi mogućih rešenja i promene pristupa redukciji troškova u kompanijama, kako bi se postigli optimalni rezultati u različitim uslovima poslovanja. 2.)
MATCH@M:(Surprised by an unexpected crisis situation, the fall in cash flows and in revenues, pressed by the time and the need to react promptly, they are in a situation of an imminent need to make the company survive by reducing costs.===>Zateceni neocekivanom kriznom situacijom, smanjenim prilivima gotovine i prihoda, pritisnuti vremenom i potrebom brzog reagovanja, oni se nalaze u situaciji neminovne potrebe za obezbedenjem opstanka kompanije putem snižavanja troškova.)
MATCH@E:(Surprised by an unexpected crisis situation, the fall in cash flows and in revenues, pressed by the time and the need to react promptly, they are in a situation of an imminent need to make the company survive by reducing costs.===>Zatečeni neočekivanom kriznom situacijom, smanjenim prilivima gotovine i prihoda, pritisnuti vremenom i potrebom brzog reagovanja, oni se nalaze u situaciji neminovne potrebe za obezbeđenjem opstanka kompanije putem snižavanja troškova.)
MATCH@M:(These strategies result from the so-called reactive approach to crisis situations, where the management of the company finds it most important to instantly reduce the costs of their operations in order to ensure the company survival.===>Ove strategije proisticu iz tzv. reaktivnog pristupa kriznim situacijama, kada je menadžmentu kompanija najvažnije da trenutno snizi troškove svog poslovanja u cilju obezbedenja opstanka.)
MATCH@E:(These strategies result from the so-called reactive approach to crisis situations, where the management of the company finds it most important to instantly reduce the costs of their operations in order to ensure the company survival.===>Ove strategije proističu iz tzv. reaktivnog pristupa kriznim situacijama, kada je menadžmentu kompanija najvažnije da trenutno snizi troškove svog poslovanja u cilju obezbeđenja opstanka.)
MATCH@M:(This is the case of a classic top-down approach to cost reduction where the top management defines a sum in terms of the amount of money by which the costs should be reduced, discusses the main cost categories and advises the lower level management to perform adequate reductions to achieve a necessary target amount of savings.===>U ovom slucaju radi se o klasicnom odozgo-nadole pristupu snižavanju troškova u kome top menadžment odreduje sumu u vidu novcanog iznosa za koju troškovi treba da se smanje, razmatra glavne kategorije troškova i daje direktivu menadžmentu donjih nivoa da sprovede odgovarajuce redukcije kako bi se postigao utvrdeni neophodni ciljni iznos uštede.)
MATCH@E:(This is the case of a classic top-down approach to cost reduction where the top management defines a sum in terms of the amount of money by which the costs should be reduced, discusses the main cost categories and advises the lower level management to perform adequate reductions to achieve a necessary target amount of savings.===>U ovom slučaju radi se o klasičnom odozgo-nadole pristupu snižavanju troškova u kome top menadžment određuje sumu u vidu novčanog iznosa za koju troškovi treba da se smanje, razmatra glavne kategorije troškova i daje direktivu menadžmentu donjih nivoa da sprovede odgovarajuće redukcije kako bi se postigao utvrđeni neophodni ciljni iznos uštede.)
MATCH@M:(The selection criteria in such situations include primarily the answers to the following questions:===>Kriterijumi odabira u ovakvim situacijama ukljucuju pre svega odgovore na sledeca pitanja:)
MATCH@E:(The selection criteria in such situations include primarily the answers to the following questions: 1.===>Kriterijumi odabira u ovakvim situacijama uključuju pre svega odgovore na sledeća pitanja: ~~~ 1.)
MATCH@M:(1.	Will the costs be reduced low enough?===>1.	Da li ce se troškovi dovoljno sniziti?)
MATCH@E:(Will the costs be reduced low enough?===>Da li će se troškovi dovoljno sniziti?)
MATCH@M:(2.	Can their reduction be performed promptly enough?===>2.	Da li se njihovo snižavanje može obaviti dovoljno brzo?)
MATCH@E:(Can their reduction be performed promptly enough?===>Da li se njihovo snižavanje može obaviti dovolj no brzo?)
MATCH@M:(3.	Will the company be able to survive that reduction?===>3.	Da li kompanija može da preživi to sniženje?)
MATCH@E:(Will the company be able to survive that reduc tion?===>Da li kompanija može da preživi to sniženje?)
MATCH@M:(The selection criteria rarely include the following question:===>Kriterijumi odabira retko ukljucuju pitanje:)
MATCH@E:(The selection criteria rarely include the following question: 1.===>Kriterijumi odabira retko uključuju pitanje: ~~~ 1.)
MATCH@M:(1.	Will the company profit in a long term if it performs a short-term cost reduction now, due to the recession?===>1.	Da li ce kompaniji biti bolje na duže staze, ako sada realizuje kratkorocno sniženje troškova usled pojave krize?)
MATCH@E:(Will the company profit in a long term if it performs a short-term cost reduction now, due to the recession?===>Da li će kompaniji biti bolje na duže staze, ako sada realizuje kratkoročno sniženje troškova usled pojave krize?)
MATCH@M:(The implementation of reactive strategies in facing the consequences of a recession is mainly oriented towards short-term effects and a short-term gain for the companies implementing them.===>Primena reaktivnih strategija u suocavanju sa posledi-cama krize uglavnom je usmerena na kratkorocne efekte i kratkorocnu dobrobit kompanija koje ih primenju-ju.)
MATCH@E:(Effects of the most frequently implemented cost reduction strategies in a recession The implementation of reactive strategies in facing the consequences of a recession is mainly oriented towards short-term effects and a short-term gain for the companies implementing them.===>Efekti najčešće korišćenih strategija redukcije troškova u doba krize Primena reaktivnih strategija u suočavanju sa posledicama krize uglavnom je usmerena na kratkoročne efekte i kratkoročnu dobrobit kompanija koje ih primenjuju.)
BAD_LINE_=============================================================
BAD_LINE_M:The implementation of reactive strategies in facing the consequences of a recession is mainly oriented towards short-term effects and a short-term gain for the companies implementing them.
BAD_LINE_M:Primena reaktivnih strategija u suocavanju sa posledi-cama krize uglavnom je usmerena na kratkorocne efekte i kratkorocnu dobrobit kompanija koje ih primenju-ju.
BAD_LINE_E:Effects of the most frequently implemented cost reduction strategies in a recession The implementation of reactive strategies in facing the consequences of a recession is mainly oriented towards short-term effects and a short-term gain for the companies implementing them.
BAD_LINE_E:Efekti najčešće korišćenih strategija redukcije troškova u doba krize Primena reaktivnih strategija u suočavanju sa posledicama krize uglavnom je usmerena na kratkoročne efekte i kratkoročnu dobrobit kompanija koje ih primenjuju.
MATCH@M:(Namely, viewed in a long term, none of the mentioned cost reduction strategies earns the company any benefits.===>Naime, posmatrano na dugi rok, nijedna od pome-nutih strategija redukcije troškova ne donosi kompanijama nikakvu korist.)
MATCH@E:(Namely, viewed in a long term, none of the mentioned cost reduction strategies earns the company any benefits.===>Naime, posmatrano na dugi rok, nijedna od pomenutih strategija redukcije troškova ne donosi kompanijama nikakvu korist.)
MATCH@M:(On the contrary, in a long-term perspective, companies face problems caused by the lack of necessary resources, primarily human resources, and then the consequences of the existing employees? reduced productivity, their inadequate education and innovation of knowledge, lost enthusiasm, and finally, the negative effects of lagging behind technological development, undeveloped or weakened market position, reduction in the income profitability, all of which in the long run increase the costs necessary to pay to make up for what is missed.===>Upravo suprotno, na dugi rok, kompanije se suocavaju sa problemima uzrokovanim nestašicama potrebnih resursa, pre svega kadrovskih, zatim sa posledicama smanjene produktivnosti postojecih zaposlenih, njihove nedovoljne edukacije i inoviranja znanja, izgubljenog entuzijazma, kao i negativnim efektima zaostajanja za tehnološkim razvojem, neizgradene ili oslabljene tržišne pozicije, smanjenja profi-tabilnosti prihoda, što sve kasnije povecava troškove potrebne da se nadoknadi propušteno.)
MATCH@E:(On the contrary, in a long-term perspective, companies face problems caused by the lack of necessary resources, primarily human resources, and then the consequences of the existing employees reduced productivity, their inadequate education and innovation of knowledge, lost enthusiasm, and finally, the negative effects of lagging behind technological development, undeveloped or weakened market position, reduction in the income profitability, all of which in the long run increase the costs necessary to pay to make up for what is missed.===>Upravo suprotno, na dugi rok, kompanije se suočavaju sa problemima uzrokovanim nestašicama potrebnih resursa, pre svega kadrovskih, zatim sa posledicama smanjene produktivnosti postojećih zaposlenih, njihove nedovoljne edukacije i inoviranja znanja, izgubljenog entuzijazma, kao i negativnim efektima zaostajanja za tehnološkim razvojem, neizgrađene ili oslabljene tržišne pozicije, smanjenja profitabilnosti prihoda, što sve kasnije povećava troškove potrebne da se nadoknadi propušteno.)
MATCH@M:(It producess by far the most negative consequences for the productivity and business operations of the company in general.===>Daje najnegativnije posledice po produktivnost i poslovanje kompanije uopšte.)
MATCH@E:(It producess by far the most negative consequences for the productivity and business operations of the company in general.===>Daje najnegativnije posledice po produktivnost i poslovanje kompanije uopšte.)
MATCH@M:(It is reflected in the fear and uncertainty felt by the employees and, accordingly, in a dramatic fall in productivity.===>Reflektuje se kroz pojavu straha i nesigurnosti zaposlenih i sa njima povezano drasticno smanjenje produktivnosti.)
MATCH@E:(It is reflected in the fear and uncertainty felt by the employees and, accordingly, in a dramatic fall in productivity.===>Reflektuje se kroz pojavu straha i nesigurnosti zaposlenih i sa njima povezano drastično smanjenje produktivnosti.)
MATCH@M:(A tense, uncertain and stressful work environment results in reduced creativity and enthusiasm in the employees.===>Napeta, nesigurna i stresna radna sredina dovodi do smanjene kreativnosti i entuzijazma zaposlenih.)
MATCH@E:(A tense, uncertain and stressful work environment results in reduced creativity and enthusiasm in the employees.===>Napeta, nesigurna i stresna radna sredina dovodi do smanjene kreativnosti i entuzijazma zaposlenih.)
MATCH@M:(The loss suffered by the company in this case equals to the missed profits it would have earned had it been the first to realize the investment, whose results are now enjoyed by the competition.===>Gubitak koji kompanija u ovom slucaju trpi ravan je propuštenom profitu koji bi ostvarivala da je ona prva re-alizovala investiciju, a koji umesto nje sada ostvaruje konkurencija.)
MATCH@E:(The loss suffered by the company in this case equals to the missed profits it would have earned had it been the first to realize the investment, whose results are now enjoyed by the competition.===>Gubitak koji kompanija u ovom slučaju trpi ravan je propuštenom profitu koji bi ostvarivala da je ona prva realizovala investiciju, a koji umesto nje sada ostvaruje konkurencija.)
MATCH@M:(This is especially true for a company that happens to be relatively young or insufficiently affirmed, built, well-known or present in the market.===>Ovo narocito važi u slucaju kompanije koja je mlada, ili još nedovoljno afirmisana, izgradena, poznata i zastupljena na tržištu.)
MATCH@E:(This is especially true for a company that happens to be relatively young or insufficiently affirmed, built, well-known or present in the market.===>Ovo naročito važi u slučaju kompanije koja je mlada, ili još nedovoljno afirmisana, izgrađena, poznata i zastupljena na tržištu.)
MATCH@M:(In implementing this strategy companies have to find a balance with the competition.===>Kompanije pri sprovode-nju ove strategije moraju da pronadu balans sa konkurencijom.)
MATCH@E:(In implementing this strategy companies have to find a balance with the competition.===>Kompanije pri sprovođenju ove strategije moraju da pronađu balans sa konkurencijom.)
MATCH@M:(Market is a dynamic category and this especially applies in case the competition is in a position to have a more powerful campaign even in a recession period and to invest into research and development.===>Tržište je dinamicna kategorija i ovo narocito važi u slucaju da konkurencija i u vreme krize sprovodi jacu kampanju i vrši ulaganja u istraživanje i razvoj.)
MATCH@E:(Market is a dynamic category and this especially applies in case the competition is in a position to have a more powerful campaign even in a recession period and to invest into research and development.===>Tržište je dinamična kategorija i ovo naročito važi u slučaju da konkurencija i u vreme krize sprovodi jaču kampanju i vrši ulaganja u istraživanje i razvoj.)
MATCH@M:(4.	Effects of the most frequently implemented cost reduction strategies in a recession and challenges in the postcrisis period===>4.	Posledice najcešce korišcenih strategija redukcije troškova u doba krize i izazovi postkriznog perioda)
MATCH@E:(Effects of the most frequently implemented cost reduction strategies in a recession and challenges in the postcrisis period 5.===>)
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BAD_LINE_M:4.	Effects of the most frequently implemented cost reduction strategies in a recession and challenges in the postcrisis period
BAD_LINE_M:4.	Posledice najcešce korišcenih strategija redukcije troškova u doba krize i izazovi postkriznog perioda
BAD_LINE_E:Effects of the most frequently implemented cost reduction strategies in a recession and challenges in the postcrisis period 5.
BAD_LINE_E:
MATCH@M:(With the recovery of the merket, companies are in such a situation that they have a growing need to increase their income, however, due to having implemented the most frequently implemented cost reduction strategies during a recession, they no longer have the necessary human and technical resources to achieve that.===>Sa oporavkom tržišta, kompanije se nalaze u takvoj situaciji da imaju rastucu potrebu da povecaju prihode, ali usled primene najcešce korišcenih strategija redukcije troškova u doba krize, nemaju potrebne ljudske i tehnicke resurse za to.)
MATCH@E:(Remedy to the consequences of the most frequently implemented cost reduction strategies in a recession With the recovery of the merket, companies are in such a situation that they have a growing need to increase their income, however, due to having implemented the most frequently implemented cost reduction strategies during a recession, they no longer have the necessary human and technical resources to achieve that.===>Posledice najčešće korišćenih strategija redukcije troškova u doba krize i izazovi postkriznog perioda Sa oporavkom tržišta, kompanije se nalaze u takvoj situaciji da imaju rastuću potrebu da povećaju prihode, ali usled primene najčešće korišćenih strategija redukcije troškova u doba krize, nemaju potrebne ljudske i tehničke resurse za to.)
BAD_LINE_=============================================================
BAD_LINE_M:With the recovery of the merket, companies are in such a situation that they have a growing need to increase their income, however, due to having implemented the most frequently implemented cost reduction strategies during a recession, they no longer have the necessary human and technical resources to achieve that.
BAD_LINE_M:Sa oporavkom tržišta, kompanije se nalaze u takvoj situaciji da imaju rastucu potrebu da povecaju prihode, ali usled primene najcešce korišcenih strategija redukcije troškova u doba krize, nemaju potrebne ljudske i tehnicke resurse za to.
BAD_LINE_E:Remedy to the consequences of the most frequently implemented cost reduction strategies in a recession With the recovery of the merket, companies are in such a situation that they have a growing need to increase their income, however, due to having implemented the most frequently implemented cost reduction strategies during a recession, they no longer have the necessary human and technical resources to achieve that.
BAD_LINE_E:Posledice najčešće korišćenih strategija redukcije troškova u doba krize i izazovi postkriznog perioda Sa oporavkom tržišta, kompanije se nalaze u takvoj situaciji da imaju rastuću potrebu da povećaju prihode, ali usled primene najčešće korišćenih strategija redukcije troškova u doba krize, nemaju potrebne ljudske i tehničke resurse za to.
MATCH@M:(The cost reductions performed by some managers in a crisis period were aimed at survival or at achieving certain savings by the top management, not for the efficiency purposes.===>Sprovedene redukcije troškova od strane pojedinih menadžera u vreme krize uradene su u interesu opstanka ili ostvarivanja utvrdene potrebne uštede od strane top menadžmenta, a ne u interesu efikasnosti.)
MATCH@E:(The cost reductions performed by some managers in a crisis period were aimed at survival or at achieving certain savings by the top management, not for the efficiency purposes.===>Sprovedene redukcije troškova od strane pojedinih menadžera u vreme krize urađene su u interesu opstanka ili ostvarivanja utvrđene potrebne uštede od strane top menadžmenta, a ne u interesu efikasnosti.)
MATCH@M:(The reduced productivity can well be raised to a higher level in certain business units, however, it is neither sustainable nor efficient.===>Smanjena produktivnost takode možda može da se podigne na viši nivo u pojedinim poslovnim jedinicama, ali ona nije ni održiva ni efikasna.)
MATCH@E:(The reduced productivity can well be raised to a higher level in certain business units, however, it is neither sustainable nor efficient.===>Smanjena produktivnost takođe možda može da se podigne na viši nivo u pojedinim poslovnim jedinicama, ali ona nije ni održiva ni efikasna.)
MATCH@M:(The departments with insufficient staff or finances may do business successfully in the present period, however, they are incapable of growing further.===>Odeljenja sa nedovoljnim brojem osoblja ili nedovoljnim finansijama možda mogu da posluju dobro u tekucem periodu, ali su nesposobna da ostvare dalji rast.)
MATCH@E:(The departments with insufficient staff or finances may do business successfully in the present period, however, they are incapable of growing further.===>Odeljenja sa nedovoljnim brojem osoblja ili nedovoljnim finansijama možda mogu da posluju dobro u tekućem periodu, ali su nesposobna da ostvare dalji rast.)
MATCH@M:(The budgets, the personnel and the plans for long-term projects in marketing, technology, infrastructure and other areas are rather poor at the moment.===>Budžeti, kadrovi i planovi za dugorocne projekte u marketingu, tehnologiji, infrastrukturi i drugim oblastima su trenutno veoma tanki.)
MATCH@E:(The budgets, the personnel and the plans for long-term projects in marketing, technology, infrastructure and other areas are rather poor at the moment.===>Budžeti, kadrovi i planovi za dugoročne projekte u marketingu, tehnologiji, infrastrukturi i drugim oblastima su trenutno veoma tanki.)
MATCH@M:(They are not inadequate only from the aspect of achieving their pre-recession levels, but also from the aspect of the time required.===>Oni nisu samo neodgovarajuci sa aspekta dostizanja njihovih nivoa pre krize, vec i sa aspekta potrebnog vremena.)
MATCH@E:(They are not inadequate only from the aspect of achieving their pre-recession levels, but also from the aspect of the time required.===>Oni nisu samo neodgovarajući sa aspekta dostizanja njihovih nivoa pre krize, već i sa aspekta potrebnog vremena.)
MATCH@M:(There is no zest any longer.===>Polet je izgubljen.)
MATCH@E:(There is no zest any longer.===>Polet je izgubljen.)
MATCH@M:(Knowledge is lost.===>Znanje je izgubljeno.)
MATCH@E:(Knowledge is lost.===>Znanje je izgubljeno.)
MATCH@M:(Some of these is lost forever, most part will take more time to be created anew.===>Neko zauvek, a vecem delu ce trebati više vremena da se ponovo stvori.)
MATCH@E:(Some of these is lost forever, most part will take more time to be created anew.===>Neko zauvek, a većem delu će trebati više vremena da se ponovo stvori.)
MATCH@M:(In a recession, too, the market share may have fallen in importance to the second position on the company?s list of priorities, however, with the recovery, management again faces the challenge to retain or increase the market share.===>Takode, za vreme krize, tržišno ucešce je možda palo na drugo mesto prioriteta kompanije, ali, sa oporavkom, menadžmentu postaje ponovo izazov da li zadržati ili povecati tržišni udeo.)
MATCH@E:(In a recession, too, the market share may have fallen in importance to the second position on the companys list of priorities, however, with the recovery, management again faces the challenge to retain or increase the market share.===>Takođe, za vreme krize, tržišno učešće je možda palo na drugo mesto prioriteta kompanije, ali, sa oporavkom, menadžmentu postaje ponovo izazov da li zadržati ili povećati tržišni udeo.)
MATCH@M:(In an inreasing number of business segments the competition becomes fiercer.===>Konkurencija se povecava u sve vecem broju poslovnih segmenata.)
MATCH@E:(In an inreasing number of business segments the competition becomes fiercer.===>Konkurencija se povećava u sve većem broju poslovnih segmenata.)
MATCH@M:(Weaker businesses perish, the stronger become even more aggressive.===>Slabiji biznisi nestaju, a snažniji postaju još agresivniji.)
MATCH@E:(Weaker businesses perish, the stronger become even more aggressive.===>Slabiji biznisi nestaju, a snažniji postaju još agresivniji.)
MATCH@M:(The traditional sources of capital, lenders and investors are still cautious, which makes it even more important for the company to earn revenues.===>Tradicionalni izvori kapitala, zajmodavci i investitori, još uvek su obazrivi, što cini još važnijim za kompaniju da ostvaruje prihode.)
MATCH@E:(The traditional sources of capital, lenders and investors are still cautious, which makes it even more important for the company to earn revenues.===>Tradicionalni izvori kapitala, zajmodavci i investitori, još uvek su obazrivi, što čini još važnijim za kompaniju da ostvaruje prihode.)
MATCH@M:(After a great gap, nothing can be continued where it stopped.===>Nakon velikog jaza, ništa ne može odmah da se nastavi tamo gde je stalo.)
MATCH@E:(After a great gap, nothing can be continued where it stopped.===>Nakon velikog jaza, ništa ne može odmah da se nastavi tamo gde je stalo.)
MATCH@M:(In the simplest cases, it needs time to only bring the employees into the pre-crisis condition.===>U najjednostavnijim slucajevima, potrebno je vreme samo da se zaposleni dovedu u svoje pretkrizno stanje.)
MATCH@E:(In the simplest cases, it needs time to only bring the employees into the pre-crisis condition.===>U najjednostavnijim slučajevima, potrebno je vreme samo da se zaposleni dovedu u svoje pretkrizno stanje.)
MATCH@M:(In a large number of cases, however, teams are disbanded and building them again may prove to be a very difficult task.===>U mnogim slucajevima, medutim, timovi su raspušteni i može biti veoma teško da se ponovo izgrade.)
MATCH@E:(In a large number of cases, however, teams are disbanded and building them again may prove to be a very difficult task.===>U mnogim slučajevima, međutim, timovi su raspušteni i može biti veoma teško da se ponovo izgrade.)
MATCH@M:(Training the staff again takes time ... months, years.===>Ponovno obucavanje osoblja traži vreme...mesece, godine.)
MATCH@E:(Training the staff again takes time ... months, years.===>Ponovno obučavanje osoblja traži vreme...mesece, godine.)
MATCH@M:(The time elapses.===>Vreme istice.)
MATCH@E:(The time elapses.===>Vreme ističe.)
MATCH@M:(The postponed project may now prove to be unnecessary, useless.===>Odloženi projekti sada mogu biti nepotrebni, beskorisni.)
MATCH@E:(The postponed project may now prove to be unnecessary, useless.===>Odloženi projekti sada mogu biti nepotrebni, beskorisni.)
MATCH@M:(At least the returns on investments changed, as the competition and substitute products went on.===>Barem prinosi na investicije su se pro-menili, kako su konkurencija i proizvodi supstituti otišli dalje.)
MATCH@E:(At least the returns on investments changed, as the competition and substitute products went on.===>Barem prinosi na investicije su se promenili, kako su konkurencija i proizvodi supstituti otišli dalje.)
MATCH@M:(Cutting the marketing and sales budgets means the loss of presence in the market and this needs time to build again.===>Presecanja budžeta marketinga i prodaje znace i gubitak tržišnog prisustva, koje se mora ponovo izgraditi vremenom.)
MATCH@E:(Cutting the marketing and sales budgets means the loss of presence in the market and this needs time to build again.===>Presecanja budžeta marketinga i prodaje znače i gubitak tržišnog prisustva, koje se mora ponovo izgraditi vremenom.)
MATCH@M:(The consequences of the reactive approach to crisis are serious.===>Posledice reaktivnog delova-nja na pojavu krize su veoma velike.)
MATCH@E:(The consequences of the reactive approach to crisis are serious.===>Posledice reaktivnog delovanja na pojavu krize su veoma velike.)
MATCH@M:(The companies are in a situation that they have to just forget what is lost and are forced to invest more resources only to raise the business to the pre-crisis level.===>Kompanije se nalaze u situaciji prevazilaženja izgubljenog i prinudene su da ulažu više resursa samo u cilju podizanja poslovanja na nivo pre krize.)
MATCH@E:(The companies are in a situation that they have to just forget what is lost and are forced to invest more resources only to raise the business to the pre-crisis level.===>Kompanije se nalaze u situaciji prevazilaženja izgubljenog i prinuđene su da ulažu više resursa samo u cilju podizanja poslovanja na nivo pre krize.)
MATCH@M:(Not to mention that the competition may have gone further on during the recession period.===>A da ne govorimo o tome, da li je konkurencija i u vreme krize otišla dalje.)
MATCH@E:(Not to mention that the competition may have gone further on during the recession period.===>A da ne govorimo o tome, da li je konkurencija i u vreme krize otišla dalje. 5.)
MATCH@M:(The post-crisis world is changed, the markets are changed, some of them to such an extent that the company may never be able to return to them.===>Nakon krize svet je promenjen, tržišta su promenjena, neka možda cak do te mere, da se na njih kompanija možda više nikada nece moci vratiti.)
MATCH@E:(The post-crisis world is changed, the markets are changed, some of them to such an extent that the company may never be able to return to them Š2Ë.===>Saniranje posledica najčešće korišćenih strategija redukcije troškova u doba krize Nakon krize svet je promenjen, tržišta su promenjena, neka možda čak do te mere, da se na njih kompanija možda više nikada neće moći vratiti Š2Ë.)
BAD_LINE_=============================================================
BAD_LINE_M:The post-crisis world is changed, the markets are changed, some of them to such an extent that the company may never be able to return to them.
BAD_LINE_M:Nakon krize svet je promenjen, tržišta su promenjena, neka možda cak do te mere, da se na njih kompanija možda više nikada nece moci vratiti.
BAD_LINE_E:The post-crisis world is changed, the markets are changed, some of them to such an extent that the company may never be able to return to them Š2Ë.
BAD_LINE_E:Saniranje posledica najčešće korišćenih strategija redukcije troškova u doba krize Nakon krize svet je promenjen, tržišta su promenjena, neka možda čak do te mere, da se na njih kompanija možda više nikada neće moći vratiti Š2Ë.
MATCH@M:(The companies that implemented a number of, or all the most frequently implemented cost reduction strategies in a recession are now facing three biggest problems: the lack of resources, the insufficient profitability of income and the loss of zest in the employees.===>Kompanije koje su primenjivale neke, ili sve od najcešce korišce-nih strategija redukcije troškova u doba krize suocavaju se sada sa tri najveca problema: nedostatkom resursa, nedovoljnom profitabilnošcu prihoda i gubitkom poleta zaposlenih.)
MATCH@E:(The companies that implemented a number of, or all the most frequently implemented cost reduction strategies in a recession are now facing three biggest problems: the lack of resources, the insufficient profitability of income and the loss of zest in the employees.===>Kompanije koje su primenjivale neke, ili sve od najčešće korišćenih strategija redukcije troškova u doba krize suočavaju se sada sa tri najveća problema: nedostatkom resursa, nedovoljnom profitabilnošću prihoda i gubitkom poleta zaposlenih.)
MATCH@M:(In a post-recession period, therefore, companies must first aim to find remedy to the consequences of implementing reactive cost reduction strategies in a recession period, in order that they should be able to continue further business.===>Dakle, u postkriznom periodu, kompanije moraju da se prvo usmere na saniranje po-sledica primene reaktivnih strategija redukcije troškova u vreme krize, da bi mogle kasnije da nastave dalje.)
MATCH@E:(In a post-recession period, therefore, companies must first aim to find remedy to the consequences of implementing reactive cost reduction strategies in a recession period, in order that they should be able to continue further business.===>Dakle, u postkriznom periodu, kompanije moraju da se prvo usmere na saniranje posledica primene reaktivnih strategija redukcije troškova u vreme krize, da bi mogle kasnije da nastave dalje.)
MATCH@M:(In order to optimize the resources, the primary task for the managements of the companies is to redesign the key business processes and carefully define priorities in order that they should include some earlier profits.===>U cilju optimizacije resursa, menadžment kompanija prvo mora da redizajnira kljucne poslovne procese i odredi pažljivo prioritete kako bi obuhvatio i neke rane dobitke.)
MATCH@E:(In order to optimize the resources, the primary task for the managements of the companies is to redesign the key business processes and carefully define priorities in order that they should include some earlier profits.===>U cilju optimizacije resursa, menadžment kompanija prvo mora da redizajnira ključne poslovne procese i odredi pažljivo prioritete kako bi obuhvatio i neke rane dobitke.)
MATCH@M:(It is also necessary that they should change priorities in their work, implement resources where they are needed and when they are needed.===>Takode, potrebno je da promeni prioritete u radu, da primeni resurse tamo gde su potrebni onda kada su potrebni.)
MATCH@E:(It is also necessary that they should change priorities in their work, implement resources where they are needed and when they are needed.===>Takođe, potrebno je da promeni prioritete u radu, da primeni resurse tamo gde su potrebni onda kada su potrebni.)
MATCH@M:(The management must not rely on previous assumptions.===>Ne sme da se oslanja na prethodne pretpostavke.)
MATCH@E:(The management must not rely on previous assumptions.===>Ne sme da se oslanja na prethodne pretpostavke.)
MATCH@M:(It is in this phase that the management has to identify and eliminate the losses of all the seven vital resources: time, people, space, energy, knowledge, finances and materials.===>U ovoj fazi, menadžment treba da identifikuje i eliminiše gubitke svih sedam vitalnih resursa: vremena, ljudi, prostora, energije, znanja, fi-nansija i materijala.)
MATCH@E:(It is in this phase that the management has to identify and eliminate the losses of all the seven vital resources: time, people, space, energy, knowledge, finances and materials.===>U ovoj fazi, menadžment treba da identifikuje i eliminiše gubitke svih sedam vitalnih resursa: vremena, ljudi, prostora, energije, znanja, finansija i materijala.)
MATCH@M:(They should include their employees throughout the company into a formalized continual improvement programme and train them in the fields of efficiency concepts and tools, after which they can plan the next business cycle.===>Treba da ukljuci svoje zaposlene širom kompanije u formalizovan program kontinual-nog usavršavanja i da ih trenira u oblasti koncepata i alata efikasnosti, nakon cega može da planira sledeci poslovni ciklus.)
MATCH@E:(They should include their employees throughout the company into a formalized continual improvement programme and train them in the fields of efficiency concepts and tools, after which they can plan the next business cycle.===>Treba da uključi svoje zaposlene širom kompanije u formalizovan program kontinualnog usavršavanja i da ih trenira u oblasti koncepata i alata efikasnosti, nakon čega može da planira sledeći poslovni ciklus.)
MATCH@M:(In order that profitable income be increased, it is necessary that the company management should continue the process of the income flows analysis and identify the most and the least profitable ones.===>U cilju povecanja profitabilnih prihoda, menadžment kompanije mora da nastavi sa procesom analize tokova prihoda kako bi pronašao one koji su najviše i najmanje profitabilni.)
MATCH@E:(In order that profitable income be increased, it is necessary that the company management should continue the process of the income flows analysis and identify the most and the least profitable ones.===>U cilju povećanja profitabilnih prihoda, menadžment kompanije mora da nastavi sa procesom analize tokova prihoda kako bi pronašao one koji su najviše i najmanje profitabilni.)
MATCH@M:(They should be oriented to the most profitable ones and correct or abandon the least profitable.===>Treba da se usmeri na najprofita-bilnije i da popravi ili napusti one koji su najmanje profitabilni.)
MATCH@E:(They should be oriented to the most profitable ones and correct or abandon the least profitable.===>Treba da se usmeri na najprofitabilnije i da popravi ili napusti one koji su najmanje profitabilni.)
MATCH@M:(Here, good acquisitions may also prove to be a good solution, including the acquisition of businesses and the production lines.===>U tom smislu, i realizacija dobrih akvizicija je takode put, ukljucujuci kupovinu biznisa i proizvodnih linija.)
MATCH@E:(Here, good acquisitions may also prove to be a good solution, including the acquisition of businesses and the production lines.===>U tom smislu, i realizacija dobrih akvizicija je takođe put, uključujući kupovinu biznisa i proizvodnih linija.)
MATCH@M:(Every industrial segment accepts consolidation to a certain extent.===>Svaki industrijski segment prihvata konsolidaciju do izvesnog stepena.)
MATCH@E:(Every industrial segment accepts consolidation to a certain extent.===>Svaki industrijski segment prihvata konsolidaciju do izvesnog stepena.)
MATCH@M:(Agressive promotion and sales with an absolute accuracy in terms of market segments upset by industrial consolidation and change will significantly contribute to achieving this goal and increasing the income profitability.===>Agresivna promocija i prodaja sa apsolutnom preciznošcu na tržišnim segmentima koji su uzdrmani industrijskom konsolidacijom i promenom umnogome ce doprineti ostvarenju ovog cilja i povecanju profitabilnosti prihoda.)
MATCH@E:(Agressive promotion and sales with an absolute accuracy in terms of market segments upset by industrial consolidation and change will significantly contribute to achieving this goal and increasing the income profitability.===>Agresivna promocija i prodaja sa apsolutnom preciznošću na tržišnim segmentima koji su uzdrmani industrijskom konsolidacijom i promenom umnogome će doprineti ostvarenju ovog cilja i povećanju profitabilnosti prihoda.)
MATCH@M:(A re-assessment of the market will reveal new income flows and new opportunities.===>Ponovna procena tržišta ce otkriti nove tokove prihoda i nove mogucnosti.)
MATCH@E:(A re-assessment of the market will reveal new income flows and new opportunities.===>Ponovna procena tržišta će otkriti nove tokove prihoda i nove mogućnosti.)
MATCH@M:(The markets underwent changes and the company management has to be aware of that; certain markets have even lived through dramatic turmoils and now present an entirely new situation the company faces and has to develop an adequate business strategy for.===>Tržišta su prošla kroz promene i menadžment kompanije toga mora da bude svestan, neka su cak doživela drasticne preokrete i predstavljaju potpuno novu situaciju sa kojom se kompanija susrece i za koju je potrebno da razvije odgovarajucu poslovnu strategiju.)
MATCH@E:(The markets under went changes and the company management has to be aware of that; certain markets have even lived through dramatic turmoils and now present an entirely new situation the company faces and has to develop an adequate business strategy for.===>Tržišta su prošla kroz promene i menadžment kompanije toga mora da bude svestan, neka su čak doživela drastične preokrete i predstavljaju potpuno novu situaciju sa kojom se kompanija susreće i za koju je potrebno da razvije odgovarajuću poslovnu strategiju.)
MATCH@M:(In order that the zest and enthusiasm in the employees should be awaken again, it is important to know that during the recession, the employees have lost trust into the company and its management.===>U cilju vracanja poleta i entuzijazma zaposlenih, treba znati da u periodu trajanja krize, zaposleni gube poverenje u kompaniju i menadžment.)
MATCH@E:(In order that the zest and enthusiasm in the employees should be awaken again, it is important to know that during the recession, the employees have lost trust into the company and its management.===>U cilju vraćanja poleta i entuzijazma zaposlenih, treba znati da u periodu trajanja krize, zaposleni gube poverenje u kompaniju i menadžment.)
MATCH@M:(The zest is lost.===>Polet je izgubljen.)
MATCH@E:(The zest is lost.===>Polet je izgubljen.)
MATCH@M:(Hence it is urgent that positive connections and relations with labour force should be re-established.===>Zato je od urgentne važnosti uspostaviti ponovo pozitivne veze i odnose sa radnom snagom.)
MATCH@E:(Hence it is urgent that positive connections and relations with labour force should be re-established.===>Zato je od urgentne važnosti uspostaviti ponovo pozitivne veze i odnose sa radnom snagom.)
MATCH@M:(This may be difficult, nevertheless, it has to be done.===>Ovo može biti teško, ali se mora uraditi.)
MATCH@E:(This may be difficult, nevertheless, it has to be done.===>Ovo može biti teško, ali se mora uraditi.)
MATCH@M:(In order to achieve this, the manager has to face the disturbances the employees have suffered.===>Da bi ovo postigao, menadžment mora da se suoci sa poremecajima kroz koje su zaposleni prošli.)
MATCH@E:(In order to achieve this, the manager has to face the disturbances the employees have suffered.===>Da bi ovo postigao, menadžment mora da se suoči sa poremećajima kroz koje su zaposleni prošli.)
MATCH@M:(He has to listen carefully to what his team are saying and observe their feelings.===>Mora da sluša pažljivo šta njegov tim govori i posmatra kako se tim oseca.)
MATCH@E:(He has to listen carefully to what his team are saying and observe their feelings.===>Mora da sluša pažljivo šta njegov tim govori i posmatra kako se tim oseća.)
MATCH@M:(It may take the employee a considerable time to overcome the stress of being made redundant as it results into the loss of trust.===>Može biti potrebno mnogo vremena da se prevazide stres od otpuštanja obzirom da on vodi ka gubitku po-verenja.)
MATCH@E:(It may take the employee a considerable time to overcome the stress of being made redundant as it results into the loss of trust.===>Može biti potrebno mnogo vremena da se prevaziđe stres od otpuštanja obzirom da on vodi ka gubitku poverenja.)
MATCH@M:(It is necessary that steps be taken with a well analysed plan of recovery, before things are left to their own course.===>Neophodno je preduzeti akcije sa dobro razmotrenim planom oporavka, pre nego da se dozvoli da stvari krenu svojim tokom.)
MATCH@E:(It is necessary that steps be taken with a well analysed plan of recovery, before things are left to their own course.===>Neophodno je preduzeti akcije sa dobro razmotrenim planom oporavka, pre nego da se dozvoli da stvari krenu svojim tokom.)
MATCH@M:(The key element is a proper selection of priorities and the provision of resources to make progress with, as well as creating appropriate work conditions in which each employee will have clearly defined goals and tasks, followed by adequate resources necessary in their unobstructed accomplishment.===>Kljucni element je dobar odabir prioriteta i obezbedenje resursa sa kojima ce se ostvariti progres, obezbedivanje odgovarajucih uslova rada u kojima ce svaki zaposleni imati tacno definisa-ne ciljeve i zadatke, pracene adekvatnim resursima neophodnim za njihovo nesmetano izvršenje.)
MATCH@E:(The key element is a proper selection of priorities and the provision of resources to make progress with, as well as creating appropriate work conditions in which each employee will have clearly defined goals and tasks, followed by adequate resources necessary in their unobstructed accomplishment.===>Ključni element je dobar odabir prioriteta i obezbeđenje resursa sa kojima će se ostvariti progres, obezbeđivanje odgovarajućih uslova rada u kojima će svaki zaposleni imati tačno definisane ciljeve i zadatke, praćene adekvatnim resursima neophodnim za njihovo nesmetano izvršenje.)
MATCH@M:(Enthusiasm and collaboration are necessary so that new zest should be born again.===>Potreban je entuzijazam i saradnja kako bi ponovo pridobili polet.)
MATCH@E:(Enthusiasm and collaboration are necessary so that new zest should be born again.===>Potreban je entuzijazam i saradnja kako bi ponovo pridobili polet.)
MATCH@M:(Good management will result into trust and enthusiasm building again.===>Dobro upravljanje ce dovesti do ponovne izgradnje poverenja i entuzijazma.)
MATCH@E:(Good management will result into trust and enthusiasm building again.===>Dobro upravljanje će dovesti do ponovne izgradnje poverenja i entuzijazma.)
MATCH@M:(Of great help can be the launching of ambitious projects.===>U tome ce mnogo pomoci pokretanje ambicioznih projekata.)
MATCH@E:(Of great help can be the launching of ambitious projects.===>U tome će mnogo pomoći pokretanje ambicioznih projekata.)
MATCH@M:(Instead of only restarting the usual technological, marketing, manufacturing and other business projects, the company management should turn them into the next generation projects, overcoming the previous goals and setting the new goals, which will enhance motivation in the employees.===>Umesto da samo restartuje ustaljene tehnološke, marketinške, proizvodne i druge poslovne projekte, menadžment kompanije treba da ih pretvori u projekte sledece generacije, preskakanjem prethodnih ciljeva i postavljanjem sledecih ciljeva, cime se znacajno podiže motivacija zaposlenih.)
MATCH@E:(Instead of only restarting the usual technological, marketing, manufacturing and other business projects, the company management should turn them into the next generation projects, overcoming the previous goals and setting the new goals, which will enhance motivation in the employees.===>Umesto da samo restartuje ustaljene tehnološke, marketinške, proizvodne i druge poslovne projekte, menadžment kompanije treba da ih pretvori u projekte sledeće generacije, preskakanjem prethodnih ciljeva i postavljanjem sledećih ciljeva, čime se značajno podiže motivacija zaposlenih.)
MATCH@M:(There is a danger in this phase from linking to the infinite costs of the existing, outdated projects that will not bring anything good in the future but will only hinder the growth and development of the company.===>Opasnost u ovoj fazi postoji od vezivanja za bespovratne troškove postojecih prevazide-nih projekata, koji nece doneti ništa dobro u buducnosti, vec ce delovati samo kao ogromna kocnica rastu i razvoju kompanije.)
MATCH@E:(There is a danger in this phase from linking to the infinite costs of the existing, outdated projects that will not bring anything good in the future but will only hinder the growth and development of the company.===>Opasnost u ovoj fazi postoji od vezivanja za bespovratne troškove postojećih prevaziđenih projekata, koji neće doneti ništa dobro u budućnosti, već će delovati samo kao ogromna kočnica rastu i razvoju kompanije.)
MATCH@M:(It is the task of the management to prevent this in that they will devote some time to determining what is currently the best and change the project goals accordingly.===>Menadžment treba da ovo spre-ci tako što ce odvojti vreme da utvrdi šta je sada najbolje i promeni projektne ciljeve u skladu sa tim.)
MATCH@E:(It is the task of the management to prevent this in that they will devote some time to determining what is currently the best and change the project goals accordingly.===>Menadžment treba da ovo spreči tako što će odvojti vreme da utvrdi šta je sada najbolje i promeni projektne ciljeve u skladu sa tim.)
MATCH@M:(It will, of course, be necessary to run new calculations of returns on investments and make adequate adjustments.===>Naravno, bice potrebno uraditi i nove proracune prinosa na investicije i odgovarajuca prilagodavanja.)
MATCH@E:(It will, of course, be necessary to run new calculations of returns on investments and make adequate adjustments.===>Naravno, biće potrebno uraditi i nove proračune prinosa na investicije i odgovarajuća prilagođavanja.)
MATCH@M:(New decisions made on the basis of new information are the drivers of growth and development in this phase.===>Nove odluke na osnovu novih informacija su pokretac rasta i razvoja u ovoj fazi.)
MATCH@E:(New decisions made on the basis of new information are the drivers of growth and development in this phase.===>Nove odluke na osnovu novih informacija su pokretač rasta i razvoja u ovoj fazi. 6.)
MATCH@M:(In order that the described negative consequences of the reactive cost reduction strategies implementation with the onset of the crisis be avoided, the best companies employ a strategically proactive approach to cost management and reduction which allows for steady business doing, without turbulences and negative effects, in both good times and in the times of crisis.===>Da bi se izbegle opisane negativne posledice primene kratkorocnih reaktivnih strategija redukcije troškova sa pojavom krize, najbolje kompanije primenjuju strateški proaktivni pristup upravljanju i redukciji troškova koji im obezbeduje stabilno poslovanje bez turbulencija i negativnih efekata kako u dobrim, tako i u kriznim vremenima.)
MATCH@E:(6. ~~~ Proactive approach to cost reduction In order that the described negative consequences of the reactive cost reduction strategies implementation with the onset of the crisis be avoided, the best companies employ a strategically proactive approach to cost management and reduction which allows for steady business doing, without turbulences and negative effects, in both good times and in the times of crisis.===>Proaktivni pristup redukciji troškova Da bi se izbegle opisane negativne posledice primene kratkoročnih reaktivnih strategija redukcije troškova sa pojavom krize, najbolje kompanije primenjuju strateški proaktivni pristup upravljanju i redukciji troškova koji im obezbeđuje stabilno poslovanje bez turbulencija i negativnih efekata kako u dobrim, tako i u kriznim vremenima.)
MATCH@M:(In good times, a proactive approach of strategic management and cost reduction ensures companies an adequate stability and readiness for action in the times of crisis without the danger of facing the negative effects of a rash, aggressive, short-term and random, unplanned reduction of costs, the costs that are of vital importance for the company survival, growth and development.===>Proaktivni pristup strateškog kompanijama obezbeduje odgovarajucu stabilnost i spremnost za delovanje u kriznim vremenima bez opasnosti od suocavanja sa negativnim efektima brzopletog, nasilnog, kratkorocnog i nasumicnog, neplaniranog snižavanja troškova, troškova koji su od vitalnog znacaja za opstanak, rast i razvoj kompanije.)
MATCH@E:(In good times, a proactive approach of strategic management and cost reduction ensures companies an adequate stability and readiness for action in the times of crisis without the danger of facing the negative effects of a rash, aggressive, short-term and random, unplanned reduction of costs, the costs that are of vital importance for the company survival, growth and development Š2Ë.===>Proaktivni pristup strateškog upravljanja i redukcije troškova u dobrim vremenima kompanijama obezbeđuje odgovarajuću stabilnost i spremnost za delovanje u kriznim vremenima bez opasnosti od suočavanja sa negativnim efektima brzopletog, nasilnog, kratkoročnog i nasumičnog, neplaniranog snižavanja troškova, troškova koji su od vitalnog značaja za opstanak, rast i razvoj kompanije Š2Ë.)
MATCH@M:(The question is: which costs can be reduced?===>Postavlja se pitanje: Koje troškove možemo sniziti?)
MATCH@E:(The question is: which costs can be reduced?===>Postavlja se pitanje: ~~~ Koje troškove možemo sniziti?)
MATCH@M:(In a planned, proactive, strategic approach to cost reduction the companies will reduce only those costs that are clearly defined as unnecessary from the aspect of the customer value.===>Pri planskom, proaktivnom, strateškom pristupu redukciji troškova, kompanije ce redukovati samo one troškove precizno odredene kao nepotrebne sa stanovišta vrednosti potrošaca.)
MATCH@E:(In a planned, proactive, strategic approach to cost reduction the companies will reduce only those costs that are clearly defined as unnecessary from the aspect of the customer value.===>Pri planskom, proaktivnom, strateškom pristupu redukciji troškova, kompanije će redukovati samo one troškove precizno određene kao nepotrebne sa stanovišta vrednosti potrošača.)
MATCH@M:(Hence the strategic cost reduction should be approached from the marketing perspective in that if the management of the company wants to establish what is unnecessary, worthless, dispensable in the company, they have to know the customer perception of the value.===>Dakle, preporucuje se strateškoj redukciji troškova prici sa marketinške perspektive u smislu da ako menadžment kompanije želi da utvrdi šta je to što je nepotrebno, bezvredno, suvišno u kompaniji, on mora da zna šta je vrednost iz perspektive potrošaca.)
MATCH@E:(Hence the strategic cost reduction should be approached from the marketing perspective in that if the management of the company wants to establish what is unnecessary, worthless, dispensable in the company, they have to know the customer perception of the value.===>Dakle, preporučuje se strateškoj redukciji troškova prići sa marketinške perspektive u smislu da ako menadžment kompanije želi da utvrdi šta je to što je nepotrebno, bezvredno, suvišno u kompaniji, on mora da zna šta je vrednost iz perspektive potrošača.)
MATCH@M:(In case the company really learns and knows what does not bring any value to customers, it will know precisely what it can get rid of.===>Ako kompanija zaista otkrije i zna šta je to što ne donosi vrednost potrošacima, tada ce tacno znati i šta je to cega može da se reši.)
MATCH@E:(In case the company really learns and knows what does not bring any value to customers, it will know precisely what it can get rid of.===>Ako kompanija zaista otkrije i zna šta je to što ne donosi vrednost potrošačima, tada će tačno znati i šta je to čega može da se reši.)
MATCH@M:(Otherwise, it will only reduce costs regardless of their importance from the ultimate aspect of business doing and the consequences this act may cause.===>U suprotnom, samo ce vršiti redukciju troškova, nevezano za njihov znacaj sa krajnjeg aspekta poslovanja i posle-dice koje mogu da nose.)
MATCH@E:(Otherwise, it will only reduce costs regardless of their importance from the ultimate aspect of business doing and the consequences this act may cause.===>U suprotnom, samo će vršiti redukciju troškova, nevezano za njihov značaj sa krajnjeg aspekta poslovanja i posledice koje mogu da nose.)
MATCH@M:(The practice has shown that business doing with successful programmes of permanent cost reduction can result into earning as much as a half of the annual profit due to the very cost reductions.===>U praksi se pokazalo da poslovanja sa uspešnim programima neprekidne redukcije troškova mogu ostvariti i polovinu svog povecanja godišnjeg profita direktno zahvaljujuci sniženju troškova.)
MATCH@E:(Practice has shown that businesses with successful programmes of permanent cost reduction may achieve as much as half of their increase in annual profit directly due to the cost reduction.===>U praksi se pokazalo da poslovanja sa uspešnim programima neprekidne redukcije troškova mogu ostvariti i polovinu svog povećanja godišnjeg profita direktno zahvaljujući sniženju troškova.)
MATCH@M:(Besides, what is especially important in the conditions of recession is that such businesses stabilize faster in a situation of economic failure or deterioration.===>Pored toga, a što je posebno znacajno u uslovima ekonomske krize, ovakvi biznisi se brže sta-bilizuju u situaciji ekonomskog pada, odnosno pogoršanja.)
MATCH@E:(Besides, what is especially important in the conditions of recession is that such businesses stabilize faster in a situation of economic failure or deterioration.===>Pored toga, a što je posebno značajno u uslovima ekonomske krize, ovakvi biznisi se brže stabilizuju u situaciji ekonomskog pada, odnosno pogoršanja.)
MATCH@M:(Also, companies with a strict cost discipline adapt more easily in the conditions of introducing new technologies in the fields of production or services, as well as in case competition has suddenly become fiercer.===>Kompanije sa jakom troškovnom disciplinom lakše se prilagodavaju i u slucajevima uvodenja novih tehnologija u domenu proizvodnje ili usluga, kao i kod iznenadnog zaoštravanja konkurencije.)
MATCH@E:(Also, companies with a strict cost discipline adapt more easily in the conditions of introducing new technologies in the fields of production or services, as well as in case competition has suddenly become fiercer Š3Ë.===>Kompanije sa jakom troškovnom disciplinom lakše se prilagođavaju i u slučajevima uvođenja novih tehnologija u domenu proizvodnje ili usluga, kao i kod iznenadnog zaoštravanja konkurencije Š3Ë.)
MATCH@M:(In this case, the procurement of raw materials, semiproducts and products is continual, throughout a year, however, at the same, previously contracted prices, regardless of their possible change over a year.===>Nabavka sirovina, poluproizvoda i proizvoda se u ovom slucaju vrši kontinualno tokom cele godine, ali po istim prethodno ugovorom utvrdenim cena-ma, bez obzira na njihovu mogucu promenu kasnije u toku godine.)
MATCH@E:(In this case, the procurement of raw materials, semiproducts and products is continual, throughout a year, however, at the same, previously contracted prices, regardless of their possible change over a year.===>Nabavka sirovina, poluproizvoda i proizvoda se u ovom slučaju vrši kontinualno tokom cele godine, ali po istim prethodno ugovorom utvrđenim cenama, bez obzira na njihovu moguću promenu kasnije u toku godine.)
MATCH@M:(The new, changed price will be of effect only for the new customers, not for the company that has an already signed contract with the supplier.===>Nova promenjena cena ce važiti samo za nove kupce, ali ne i za kompaniju koja ima prethodno sklopljen ugovor sa dobavljacem.)
MATCH@E:(The new, changed price will be of effect only for the new customers, not for the company that has an already signed contract with the supplier.===>Nova promenjena cena će važiti samo za nove kupce, ali ne i za kompaniju koja ima prethodno sklopljen ugovor sa dobavljačem.)
MATCH@M:(By a simple announcement of a tender on the Internet the company can collect a large number of offers and select the most favourable ones.===>Jednostavnim objavljivanjem tendera preko Interneta, kompanija sebi omogucava prikupljanje veceg broja ponuda i odabir najpovoljnije.)
MATCH@E:(By a simple announcement of a tender on the Internet the compa ny can collect a large number of offers and select the most favourable ones.===>Jednostavnim objavlji vanjem tendera preko Interneta, kompanija sebi omogućava prikupljanje većeg broja ponuda i odabir najpovoljnije.)
MATCH@M:(Savings can also be achieved by reducing transaction costs, reducing the costs of storing unnecessary stocks, shortening the time required to respond to the market demands, etc.===>Uštede se ostvaruju i u pogledu smanjenih troškova transakcije, smanjenih troškova držanja nepotrebnih zaliha, skracenja vremena reagovanja na potrebe tržišta, i dr.)
MATCH@E:(Savings can also be achieved by reducing transaction costs, reducing the costs of storing unnecessary stocks, shortening the time required to respond to the market demands, etc.===>Uštede se ostvaruju i u pogledu smanjenih troškova transakcije, smanjenih troškova držanja nepotrebnih zaliha, skraćenja vremena reagovanja na potrebe tržišta, i dr. 2.)
MATCH@M:(It includes both internal and external transport.===>To ukljucuje i unutrašnji i spoljašnji transport.)
MATCH@E:(It includes both internal and external transport.===>To uključuje i unutrašnji i spoljašnji transport.)
MATCH@M:(The costs are included in the raw material transport from the supplier to the factory warehouse.===>Troškovi su ukljuceni u transport sirovina od dobavljaca do skladišta fabrike.)
MATCH@E:(The costs are included in the raw material transport from the supplier to the factory warehouse.===>Troškovi su uključeni u transport sirovina od dobavljača do skladišta fabrike.)
MATCH@M:(They can be assigned either to the supplier or to the customer.===>Mogu se voditi na samog dobavljaca ili kupca.)
MATCH@E:(They can be assigned either to the supplier or to the customer.===>Mogu se voditi na samog dobavljača ili kupca.)
MATCH@M:(Furthermore, the transport of raw materials and semiproducts takes place within the factory during the work process itself, which also incures transportation costs.===>Dalje, u samom procesu rada, ta-kode se vrši transport nabavljenih sirovina i poluproizvoda u okviru same fabrike, što takode ukljucuje troškove transporta.)
MATCH@E:(Furthermore, the transport of raw materials and semiproducts takes place within the factory during the work process itself, which also incures transportation costs.===>Dalje, u samom procesu rada, takođe se vrši transport nabavljenih sirovina i poluproizvoda u okviru same fabrike, što takođe uključuje troškove transporta.)
MATCH@M:(Final products are then transported to large distributor companies, then to retail objects and finaly to the customers.===>Gotovi proizvodi se zatim transportuju do velikih distributera, zatim do maloprodajnih objekata i konacno do potrošaca.)
MATCH@E:(Final products are then transported to large distributor companies, then to retail objects and finaly to the customers.===>Gotovi proizvodi se zatim transportuju do velikih distributera, zatim do maloprodajnih objekata i konačno do potrošača.)
MATCH@M:(For example, goods are loaded into 12 ton containers, and a 30% loaded container is never dispatched.===>Npr., roba se pakuje u kontejnere od 12 tona i ne šalje se 30% pun kontejner.)
MATCH@E:(For example, goods are loaded into 12 ton containers, and a 30% loaded container is never dispatched.===>Npr., roba se pakuje u kontejnere od 12 tona i ne šalje se 30% pun kontejner. 3.)
MATCH@M:(The results are presented in a generalized form, thus allowing for comparison between production units of different industries.===>Rezultati se daju u opštoj formi, koja omogucava poredenje proizvodnih jedinica razlicitih industrija.)
MATCH@E:(The results are presented in a generalized form, thus allowing for comparison between production units of different industries.===>Rezultati se daju u opštoj formi, koja omogućava poređenje proizvodnih jedinica različitih industrija.)
MATCH@M:(As such, the OEE measure is frequently used as a key indicator of performance.===>Kao takva, OEE mera se cesto koristi kao kljucni indikator performansi.)
MATCH@E:(As such, the OEE measure is frequently used as a key indicator of performance.===>Kao takva, OEE mera se često koristi kao ključni indikator performansi. 5.)
MATCH@M:(5.	Packaging - refers to the optimization of the primary and the secondary packagings in order to ensure the safety of the product during the loading, unloading and transport, as well as the product attractivenes itself.===>5.	Pakovanje - odnosi se na optimizaciju primarnog i sekundarnog pakovanja, kako bi se osigurala bezbed-nost proizvoda u toku utovara, istovara i transporta i sama privlacnost proizvoda.)
MATCH@E:(5. ~~~ Packaging: refers to the optimization of the primary and the secondary packagings in order to ensure the safety of the product during the loading, unloading and transport, as well as the product attractivenes itself.===>Pakovanje odnosi se na optimizaciju primarnog i sekundarnog pakovanja, kako bi se osigurala bezbednost proizvoda u toku utovara, istovara i transporta i sama privlačnost proizvoda.)
MATCH@M:(Savings in the costs of packaging can be achieved in different ways, taking into account all the parame-tres, such as the product shape and size, its toughness, waterproof qualities, user-friendliness etc.===>Uštede u troškovima pa-kovanja mogu se postici na razne nacine uzimajuci u obzir sve parametre, kao što su oblik i velicina proizvoda, jacina, vodootpornost, lakoca upotrebe i drugo.)
MATCH@E:(Savings in the costs of packaging can be achieved in different ways, taking into account all the parame tres, such as the product shape and size, its toughness, waterproof qualities, user-friendliness etc.===>Uštede u troškovima pakovanja mogu se postići na razne načine uzimajući u obzir sve parametre, kao što su oblik i veličina proizvoda, jačina, vodootpornost, lakoća upotrebe i drugo.)
MATCH@M:(The savings in this domain are primarily achieved via the packaging design and the choice of materials.===>Pre svega, uštede se u ovom domenu ostvaruju preko dizajna pakovanja i odabira materijala.)
MATCH@E:(The savings in this domain are primarily achieved via the packaging design and the choice of materials.===>Pre svega, uštede se u ovom domenu ostvaruju preko dizajna pakovanja i odabira materijala. 6.)
MATCH@M:(They provide accurate information in the following areas: material planning, production planning, finance planning, sales planning, on the basis of which it is possible to select the best solutions.===>Oni obezbeduju precizne informacije u sledecim oblastima, na osnovu kojih je moguce doneti najbolja rešenja: planiranje materijala, planiranje proizvodnje, planiranje finansija, planiranje prodaje.)
MATCH@E:(They provide accurate information in the following areas: material planning, production planning, finance planning, sales planning, on the basis of which it is possible to select the best solutions. ~~~ 8.===>Oni obezbeđuju precizne informacije u sledećim oblastima, na osnovu kojih je moguće doneti najbolja rešenja: planiranje materijala, planiranje proizvodnje, planiranje finansija, planiranje prodaje. 8.)
MATCH@M:(The following business activities are most frequently outsourced to use the benefits of a permanent cost reduction: personnel services, bookkeeping services, manufacturing services.===>Najcešce se ugovaraju sa spolj-nim stranama sledece poslovne aktivnosti u cilju korišcenja navedenih beneficija ostvarivanja trajne redukcije troškova: kadrovske usluge, knjigovodstvene usluge, proizvodne usluge.)
MATCH@E:(The following business activities are most frequently outsourced to use the benefits of a permanent cost reduction: personnel services, bookkeeping services, manufacturing services.===>Najčešće se ugovaraju sa spoljnim stranama sledeće poslovne aktivnosti u cilju korišćenja navedenih beneficija ostvarivanja trajne redukcije troškova: kadrovske usluge, knjigovodstvene usluge, proizvodne usluge.)
MATCH@M:(One of the key elements of success in cost reduction is that this idea has to be acceptable.===>Jedan od kljucnih elemenata uspešnosti ostvarenja ideje redukcije troškova jeste da ona mora da bude prihvatljiva.)
MATCH@E:(One of the key elements of success in cost reduction is that this idea has to be acceptable.===>Jedan od ključnih elemenata uspešnosti ostvarenja ideje redukcije troškova jeste da ona mora da bude prihvatljiva.)
MATCH@M:(The idea is accepted when everybody who has to implement and support the idea are included in its generation and evaluation.===>Prihvatanje ideje se dešava onda kada su oni koji moraju da implementiraju i podrže ideju ukljuceni u njeno generisanje i evaluaciju.)
MATCH@E:(The idea is accepted when everybody who has to imple ment and support the idea are included in its generation and evaluation. ~~~ 7.===>Prihvatanje ideje se dešava onda kada su oni koji moraju da implementiraju i podrže ideju uključeni u njeno generisanje i evaluaciju. 7.)
MATCH@M:(Formulating reactive cost reduction strategies brings short-term effects.===>Formulisanje reaktivnih strategija redukcije troškova donosi kratkorocne efekte.)
MATCH@E:(Conclusions and recommendations Formulating reactive cost reduction strategies brings short-term effects.===>Zaključci i preporuke Formulisanje reaktivnih strategija redukcije troškova donosi kratkoročne efekte.)
MATCH@M:(Urgent cost reductions are useful in reducing the money outflows, however, if the structural changes are not implemented in the manner in which companies generally function, they will not last.===>Hitne redukcije troškova su korisne za smanjenje odliva novca, medutim, ukoliko nisu ucinjene strukturne promene na nacin na koji kompanije u stvari funkcionišu, one nece biti trajne.)
MATCH@E:(Urgent cost reductions are useful in reducing the money outflows, however, if the structural changes are not implemented in the manner in which companies generally function, they will not last.===>Hitne redukcije troškova su korisne za smanjenje odliva novca, međutim, ukoliko nisu učinjene strukturne promene na način na koji kompanije u stvari funkcionišu, one neće biti trajne.)
MATCH@M:(The results are often poorer than expected and the majority of these strategies will not result in a permanent, that is, sustainable cost reduction.===>Rezultati su cesto manji od ocekivanih i vecina ovih strategija nece rezultirati u trajnoj, odnosno, održivoj redukciji troškova.)
MATCH@E:(The results are often poorer than expected and the majority of these strategies will not result in a permanent, that is, sustainable cost reduction.===>Rezultati su često manji od očekivanih i većina ovih strategija neće rezultirati u trajnoj, odnosno, održivoj redukciji troškova.)
MATCH@M:(Besides, history shows that a considerable percentage of companies that cut costs during a recession by cutting the major cost incurrers discover that their costs are even higher in the post-crisis period than they used to be before.===>Pored toga, istorija pokazuje da znacajan procenat kompanija koje smanjuju troškove u periodu krize tako što smanjuju glavne nosioce troškova, otkriju da su njihovi troškovi u stvari viši posle krize nego što su bili pre nje.)
MATCH@E:(Besides, history shows that a considerable percentage of companies that cut costs during a recession by cutting the major cost incurrers discover that their costs are even higher in the post-crisis period than they used to be before.===>Pored toga, istorija pokazuje da značajan procenat kompanija koje smanjuju troškove u periodu krize tako što smanjuju glavne nosioce troškova, otkriju da su njihovi troškovi u stvari viši posle krize nego što su bili pre nje.)
MATCH@M:(The most successful companies implement the strategic cost reduction and increase profits before the crisis and change their method of business doing in order that they should become even more efficient when harder times come.===>Najbolje kompanije pristupaju strateškoj redukciji troškova i povecanju profita pre krize i menjaju nacin poslovanja, kako bi postale još efikasnije kada dodu teža vremena.)
MATCH@E:(The most successful companies implement the strategic cost reduction and increase profits before the crisis and change their method of business doing in order that they should become even more efficient when harder times come.===>Najbolje kompanije pristupaju strateškoj redukciji troškova i povećanju profita pre krize i menjaju način poslovanja, kako bi postale još efikasnije kada dođu teža vremena.)
MATCH@M:(The companies that are proactive in their approach to cost management and reduction in both bad and good times, achieve significantly better long-term outcomes in comparison with those whose approach to economic cycles is reactive.===>Kompanije koje su proaktivne u svom pristupu upravljanju i redukciji troškova, kako u lošim, tako i u dobrim vremenima, mnogo bolje rezultate ostvaruju posmatrano na dugi rok, nego kompanije koje reaktivno prilaze ekonomskim ciklusima.)
MATCH@E:(The companies that are proactive in their approach to cost management and reduction in both bad and good times, achieve significantly better long-term outcomes in comparison with those whose approach to economic cycles is reactive.===>Kompanije koje su proaktivne u svom pristupu upravljanju i redukciji troškova, kako u lošim, tako i u dobrim vremenima, mnogo bolje rezultate ostvaruju posmatrano na dugi rok, nego kompanije koje reaktivno prilaze ekonomskim ciklusima.)
MATCH@M:(They make around 99% of the total number of enterprises within these countries and employ more than two-thirds of the available workforce.===>Ona cine oko 99% u ukupnom broju preduzeca jedne zemlje i zapošljavaju preko dve trecine radno sposobnog stanovništva.)
MATCH@E:(They make around 99% of the total number of enterprises within these countries and employ more than two-thirds of the available workforce.===>Ona čine oko 99% u ukupnom broju preduzeća jedne zemlje i zapošljavaju preko dve trećine radno sposobnog stanovništva.)
MATCH@M:(This paper analyses the growth and survival of SMEs and the problems of their development.===>U ovom radu se analizira rast i preživljavanje MSP-a, kao i problemi sa kojima se ova preduzeca susrecu tokom svog razvoja.)
MATCH@E:(This paper analyses the growth and survival of SMEs and the problems of their development.===>U ovom radu se analizira rast i preživljavanje MSP-a, kao i problemi sa kojima se ova preduzeća susreću tokom svog razvoja.)
MATCH@M:(In the end of the paper, the marketing orientation as a foundation for steady growth and development of SMEs is emphasized, as well as the need for implanting the marketing concept into cultural norms of these enterprises.===>Na kraju rada ukazuje se na znacaj marketing orijentacije kao osnove za stabilan rast i razvoj MSP-a i potrebe za usadivanjem marketing koncepta u kulturološke norme ovih preduzeca. 1.	Uvod)
MATCH@E:(In the end of the paper, the marketing orientation as a foundation for steady growth and development of SMEs is emphasized, as well as the need for implanting the marketing concept into cultural norms of these enterprises.===>Na kraju rada ukazuje se na značaj marketing orijentacije kao osnove za stabilan rast i razvoj MSP-a i potrebe za usađivanjem marketing koncepta u kulturološke norme ovih preduzeća. 1.)
MATCH@M:(Nevertheless, the main criterion for the size categorization of an enterprise is quantitative and is focused on the number of employees.===>Medutim, pristup koji se ustalio, kako u domacoj, tako i u evropskoj praksi, je kvantitativan i to sa aspekta broja zaposlenih.)
MATCH@E:(Nevertheless, the main criterion for the size categorization of an enterprise is quantitative and is focused on the number of employees.===>Međutim, pristup koji se ustalio, kako u domaćoj, tako i u evropskoj praksi, je kvantitativan i to sa aspekta broja zaposlenih.)
MATCH@M:(According to this categorization, there are: (1) micro enterprises (1-9 employees), (2)	small enterprises (10-49 employees), medium enterprises (50-249 employees) and large enterprises (250 or more employees).===>U tom smislu, najcešca podela je ona koja razgranicava preduzeca na: mikro preduzeca (1-9 zaposlenih), mala preduzeca (10-49 zaposlenih), srednja preduzeca (50-249 zaposlenih) i velika preduzeca (250 i više zaposlenih).)
MATCH@E:(According to this categorization, there are: (1) micro enterprises (1-9 employees), (2) small enterprises (10-49 employees), medium enterprises (50-249 employees) and large enterprises (250 or more employees).===>U tom smislu, najčešća podela je ona koja razgraničava preduzeća na: mikro preduzeća (1-9 zaposlenih), mala preduzeća (10-49 zaposlenih), srednja preduzeća (50-249 zaposlenih) i velika preduzeća (250 i više zaposlenih).)
MATCH@M:(SMEs, which represent the first three categories listed, i.	e. up to 249 employees, are the main force of the development of market economies.===>Mala i srednja preduzeca (prve tri pobrojane kategorije, odnosno do 249 zaposlenih) predstavljaju glavnu razvojnu snagu razvijenih tržišnih privreda.)
MATCH@E:(SMEs, which represent the first three categories listed, i.e. up to 249 employees, are the main force of the development of market economies.===>Mala i srednja preduzeća (prve tri pobrojane kategorije, odnosno do 249 zaposlenih) predstavljaju glavnu razvojnu snagu razvijenih tržišnih privreda.)
MATCH@M:(They usually make a large majority of the total number of companies, which makes them the fundamental driver of entrepreneurship and the whole economy.===>Ona obicno cine veliku vecinu ukupnog broja preduzeca, usled cega predstavljaju osnovni pokretac preduzetništva i privrede u celini.)
MATCH@E:(They usually make a large majority of the total number of companies, which makes them the fundamental driver of entrepreneurship and the whole economy.===>Ona obično čine veliku većinu ukupnog broja preduzeća, usled čega predstavljaju osnovni pokretač preduzetništva i privrede u celini.)
MATCH@M:(This is the main reason why it is necessary to understand more comprehensively the manner in which they operate, as well as their growth dynamics and development problems.===>Ovo je i osnovni razlog zbog koga je neophodno u vecoj meri razumeti nacin funkcionisanja MSP-a, odnosno nacin i dinamiku njihovog rasta, ali i probleme sa kojima se suocavaju tokom svog razvoja.)
MATCH@E:(This is the main reason why it is necessary to understand more comprehensively the manner in which they operate, as well as their growth dynamics and development problems.===>Ovo je i osnovni razlog zbog koga je neophodno u većoj meri razumeti način funkcionisanja MSP-a, odnosno način i dinamiku njihovog rasta, ali i probleme sa kojima se suočavaju tokom svog razvoja.)
MATCH@M:(In-depth knowledge on these issues will greatly increase the chances of long-term growth and development of SMEs, and therefore the whole economic system in which they operate.===>Bolje razu-mevanje ove problematike ce u velikoj meri povecati šanse dugorocnog rasta i razvoja MSP-a, a samim tim i privreda u okviru kojih se ova preduzeca nalaze.)
MATCH@E:(In-depth knowledge on these issues will greatly increase the chances of long-term growth and development of SMEs, and therefore the whole economic system in which they operate.===>Bolje razumevanje ove problematike će u velikoj meri povećati šanse dugoročnog rasta i razvoja MSP-a, a samim tim i privreda u okviru kojih se ova preduzeća nalaze. 2.)
MATCH@M:(SMEs are a very important economic segment of each country and their primary role is similar throughout the world.===>MSP predstavljaju veoma znacajan privredni segment svake države, pri cemu je njihova osnovna uloga slicna za svaku zemlju u kojoj ona deluju.)
MATCH@E:(2. ~~~ The importance of SMEs in a market economy SMEs are a very important economic segment of each country and their primary role is similar throughout the world.===>Značaj MSP-a u tržišnoj ekonomiji MSP predstavljaju veoma značajan privredni segment svake države, pri čemu je njihova osnovna uloga slična za svaku zemlju u kojoj ona deluju.)
MATCH@M:(Although not a large number of employees are working in small or medium enterprises, a large number of these enterprises causes that the majority of workforce within each country is working in an enterprise of this size.===>Iako nemaju veliki broj zaposlenih, MSP zbog svoje masovnosti, u ukupnoj sumi zapošljavaju obicno vecinu radno sposobne snage u zemlji,)
MATCH@E:(Although not a large number of employees are working in small or medium enterprises, a large number of these enterprises causes that the majority of workforce within each country is working in an enterprise of this size.===>Iako nemaju veliki broj zaposlenih, MSP zbog svoje masovnosti, u ukupnoj sumi zapošljavaju obično većinu radno sposobne snage u zemlji, čime značajno utiču na porast stope zaposlenosti.)
MATCH@M:(This means that SMEs do contribute significantly to the total employment rate.===>cime znacajno uticu na porast stope zaposlenosti.)
MATCH@E:(This means that SMEs do contribute significantly to the total employment rate.===>Pored ove uloge, njihova bitna uloga se mo že sagledati i kroz njihovo preduzetničko delovanje, u doprinosu podizanju ukupnog nivoa konkurentnosti zemlje.)
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BAD_LINE_M:This means that SMEs do contribute significantly to the total employment rate.
BAD_LINE_M:cime znacajno uticu na porast stope zaposlenosti.
BAD_LINE_E:This means that SMEs do contribute significantly to the total employment rate.
BAD_LINE_E:Pored ove uloge, njihova bitna uloga se mo že sagledati i kroz njihovo preduzetničko delovanje, u doprinosu podizanju ukupnog nivoa konkurentnosti zemlje.
MATCH@M:(In addition to this role, their other role can be seen through their entrepreneurial activities and contribution to raising the overall level of competitiveness.===>Pored ove uloge, njihova bitna uloga se može sagledati i kroz njihovo preduzetnicko delovanje, u doprinosu podizanju ukupnog nivoa konkurentnosti zemlje.)
MATCH@E:(In addition to this role, their other role can be seen through their entrepreneurial activities and contribution to raising the overall level of competitiveness.===>To se ostvaruje njihovom brojnošću, kroz povećanu ponudu različitih proizvoda i usluga Š16Ë.)
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BAD_LINE_M:In addition to this role, their other role can be seen through their entrepreneurial activities and contribution to raising the overall level of competitiveness.
BAD_LINE_M:Pored ove uloge, njihova bitna uloga se može sagledati i kroz njihovo preduzetnicko delovanje, u doprinosu podizanju ukupnog nivoa konkurentnosti zemlje.
BAD_LINE_E:In addition to this role, their other role can be seen through their entrepreneurial activities and contribution to raising the overall level of competitiveness.
BAD_LINE_E:To se ostvaruje njihovom brojnošću, kroz povećanu ponudu različitih proizvoda i usluga Š16Ë.
MATCH@M:(SMEs are also very important in international context because their main characteristics, such as flexibility and networking ability, are enabling them to be a strong competitive threat to a number of large multinational and transnational corporations in various aspects of their operations.===>MSP su izuzetno znacajna i na medunarodnom planu, jer svojom fleksibilnošcu i sposobnošcu medusobnog povezivanja mogu predstavljati veoma snažnu konkurenciju velikim multinacionalnim i transnacionalnim korporacijama u pojedinim segmentima njihovog poslovanja.)
MATCH@E:(This is accomplished by their massiveness, as well as their increased offer of competitive products and services Š16Ë. SMEs are also very important in international context because their main characteristics, such as flexibility and networking ability, are enabling them to be a strong competitive threat to a number of large multinational and transnational corporations in various aspects of their operations.===>MSP su izuzetno značajna i na međunarodnom planu, jer svojom fleksibilnošću i sposobnošću međusobnog povezivanja mogu predstavljati veoma snažnu konkurenciju velikim multinacionalnim i transnacionalnim korporacijama u pojedinim segmentima njihovog poslovanja.)
MATCH@M:(Because of their size, SMEs are usually more adaptable and better prepared for the changes in their environment.===>Zbog svoje velicine, preduzeca manjih dimenzija su obicno adaptabilnija i spremnija na promene u okruženju.)
MATCH@E:(Because of their size, SMEs are usually more adaptable and better prepared for the changes in their environment.===>Zbog svoje veličine, preduzeća manjih dimenzija su obično adaptabilnija i spremnija na promene u okruženju.)
MATCH@M:(Their proximity to markets enable them to obtain information regarding their environment in a much more simple manner., which allows them to respond more promptly in comparison with their larger counterparts and make all the necessary changes in their organization and processes in a timely manner.===>Zbog svoje neposredne blizine tržiši-ma koja opslužuju, mnogo lakše i obicno pravovremeno dolaze do informacija koje su relevantne za njih ili okruženje u kome posluju. Ovo im dalje omogucava da odreaguju pre konkurencije i izvrše promene u sopstvenom uredenju ili u nacinu funkcionisanja.)
MATCH@E:(Their proximity to markets enable them to obtain information regarding their environment in a much more simple manner., which allows them to respond more promptly in comparison with their larger counterparts and make all the necessary changes in their organization and processes in a timely manner Š24Ë. SMEs are one of the driving forces of economic development in already developed market economies.===>Zbog svoje neposredne blizine tržišima koja opslužuju, mnogo lakše i obično pravovremeno dolaze do informacija koje su relevantne za njih ili okruženje u kome posluju. ~~~ Ovo im dalje omogućava da odreaguju pre konkurencije i izvrše promene u sopstvenom uređenju ili u načinu funkcionisanja Š24Ë. ~~~ MSP predstavljaju jednu od vodećih snaga ekonomskog razvoja u razvijenim tržišnim ekonomijama.)
MATCH@M:(while their characteristics enable them to be much more flaxible than large companies, which is one of the main preconditions for adaptability to changes in the environment.===>Njihove specificnosti im omogucavaju da budu daleko fleksibilnija od velikih preduzeca, što je jedan od osnovnih uslova adaptabilnosti na promene u relevantnom okruženju.)
MATCH@E:(They stimulate initiative, inventiveness and entrepreneurship, while their characteristics enable them to be much more flaxible than large companies, which is one of the main preconditions for adaptability to changes in the environment.===>Ona stimulišu inicijativu, inventivnost i ukupan preduzetnički duh. ~~~ Njihove specifičnosti im omogućavaju da budu daleko fleksibilnija od velikih preduzeća, što je jedan od osnovnih uslova adaptabilnosti na promene u relevantnom okruženju.)
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BAD_LINE_M:while their characteristics enable them to be much more flaxible than large companies, which is one of the main preconditions for adaptability to changes in the environment.
BAD_LINE_M:Njihove specificnosti im omogucavaju da budu daleko fleksibilnija od velikih preduzeca, što je jedan od osnovnih uslova adaptabilnosti na promene u relevantnom okruženju.
BAD_LINE_E:They stimulate initiative, inventiveness and entrepreneurship, while their characteristics enable them to be much more flaxible than large companies, which is one of the main preconditions for adaptability to changes in the environment.
BAD_LINE_E:Ona stimulišu inicijativu, inventivnost i ukupan preduzetnički duh. ~~~ Njihove specifičnosti im omogućavaju da budu daleko fleksibilnija od velikih preduzeća, što je jedan od osnovnih uslova adaptabilnosti na promene u relevantnom okruženju.
MATCH@M:(These are only some of the reasons why a large number of SMEs exist in all developed countries, thus indicating their extreme importance.===>Ovo su samo neki od razloga zbog kojih veliki broj MSP-a egzistira u svim razvijenim tržišnim ekonomijama, što ujedno i ukazuje na njihov izuzetan znacaj.)
MATCH@E:(These are only some of the reasons why a large number of SMEs exist in all developed countries, thus indicating their extreme importance.===>Ovo su samo neki od razloga zbog kojih veliki broj MSP-a egzistira u svim razvijenim tržišnim ekonomijama, što ujedno i ukazuje na njihov izuzetan značaj.)
MATCH@M:(In the year 2005, within the EU-27, almost 20 millions of enterprises were active within the nonfinancial sector, out of which 99.8% were SMEs.===>U 2005. godini, unutar EU-27 bilo je aktivno skoro 20 miliona preduzeca unutar nefinansijskog sektora, od cega su 99,8% cinila MSP.)
MATCH@E:(In the year 2005, within the EU-27, almost 20 millions of enterprises were active within the nonfinancial sector, out of which 99.8% were SMEs.===>U 2005. godini, unutar EU-27 bilo je aktivno skoro 20 miliona preduzeća unutar nefinansijskog sektora, od čega su 99,8% činila MSP.)
MATCH@M:(Their share in employment was 67.1% of available workplaces at that moment, while their value added amounted to 57.6% of the total value added.===>Njihov udeo u zapošljavanju je iznosio 67,1% svih radnih mesta, dok je njihova dodata vrednost cinila 57,6% ukupne dodate vredno-sti.)
MATCH@E:(Their share in employment was 67.1% of available workplaces at that moment, while their value added amounted to 57.6% of the total value added.===>Njihov udeo u zapošljavanju je iznosio 67,1% svih radnih mesta, dok je njihova dodata vrednost činila 57,6% ukupne dodate vrednosti.)
MATCH@M:(In 2005, SMEs within EU-27 employed 4.3 persons on average.===>MSP unutar EU-27 su tokom 2005. godine zapošljavala u proseku 4,3 osobe.)
MATCH@E:(In 2005, SMEs within EU-27 employed 4.3 persons on average.===>MSP unutar EU-27 su tokom 2005. godine zapošljavala u proseku 4,3 osobe.)
MATCH@M:(e.g. the highest average of 12 employees per SME was in Slovakia, while the lowest average of 3 employees per SME was in Czech Republic (data from 2004) and Greece.===>Npr. najveci prosek zaposlenih u MSP imala je Slovacka sa 12 osoba, dok su najmanji prosek od 3 osobe imale Ceška (podatak iz 2004. godine) i Grcka.)
MATCH@E:(This average had significant variations between the member countries, e.g. the highest average of 12 employees per SME was in Slovakia, while the lowest average of 3 employees per SME was in Czech Republic (data from 2004) and Greece Š22Ë.===>)
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BAD_LINE_M:e.g. the highest average of 12 employees per SME was in Slovakia, while the lowest average of 3 employees per SME was in Czech Republic (data from 2004) and Greece.
BAD_LINE_M:Npr. najveci prosek zaposlenih u MSP imala je Slovacka sa 12 osoba, dok su najmanji prosek od 3 osobe imale Ceška (podatak iz 2004. godine) i Grcka.
BAD_LINE_E:This average had significant variations between the member countries, e.g. the highest average of 12 employees per SME was in Slovakia, while the lowest average of 3 employees per SME was in Czech Republic (data from 2004) and Greece Š22Ë.
BAD_LINE_E:
MATCH@M:(The importance of SMEs for the overall economy of Serbia is also high.===>Znacaj MSP-a za ukupnu ekonomiju Srbije je takode veliki.)
MATCH@E:(The importance of SMEs for the overall economy of Serbia is also high.===>Značaj MSP-a za ukupnu ekonomiju Srbije je takođe veliki.)
MATCH@M:(The SMEs sector is becoming an increasingly important segment of the economy during the structural reforms implementation, specificially its function of reviving the overall economic growth, job creation and poverty reduction.===>U Srbiji, MSP sektor postaje sve znacajniji segment ekonomije u sprovodenju strukturnih reformi, posebno u funkciji oživljavanja ukupnog privrednog rasta, otvaranja novih radnih mesta i smanjenja stope siromaštva.)
MATCH@E:(The SMEs sector is becoming an increasingly important segment of the economy during the structural reforms implementation, specificially its function of reviving the overall economic growth, job creation and poverty reduction.===>U Srbiji, MSP sektor postaje sve značajniji segment ekonomije u sprovođenju strukturnih reformi, posebno u funkciji oživljavanja ukupnog privrednog rasta, otvaranja novih radnih mesta i smanjenja stope siromaštva.)
MATCH@M:(SMEs are therefore very important for the success of the transition process in Serbia, although the fact is that the economic results of the transition are far from expected.===>Zbog toga su MSP od velikog znacaja za uspešnu implementaciju celokupnog procesa tranzicije u kome se naša zemlja nalazi, iako su ekonomski rezultati tranzicije daleko od ocekivanih.)
MATCH@E:(SMEs are therefore very important for the success of the transition process in Serbia, although the fact is that the economic results of the transition are far from expected.===>Zbog toga su MSP od velikog značaja za uspešnu implementaciju celokupnog procesa tranzicije u kome se naša zemlja nalazi, iako su ekonomski rezultati tranzicije daleko od očekivanih.)
MATCH@M:(The SME sector in Serbia is the most profitable segment of the economy.===>MSP sektor u Srbiji predstavlja najprofitabilniji segment privrede.)
MATCH@E:(The SME sector in Serbia is the most profitable segment of the economy.===>MSP sektor u Srbiji predstavlja najprofitabilniji segment privrede.)
MATCH@M:(Before doing so, it is most important to comprehend that the growth is a quantitative and development is a qualitative category.===>pri cemu je potrebno prethodno razumeti da je rast kvantitativna, a razvoj kvalitativna kategorija.)
MATCH@E:(Before doing so, it is most important to comprehend that the growth is a quantitative and development is a qualitative category.===>Ključni pokazatelji preduzeća prema veličini u Srbiji za 2007. godinu Š13Ë Značaj MSP-a nedvosmisleno ukazuje na potrebu proučavanja njihovog rasta i razvoja, kao osnovnih dimenzija njihovog funkcionisanja, pri čemu je potrebno prethodno razumeti da je rast kvantitativna, a razvoj kvalitativna kategorija.)
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BAD_LINE_M:Before doing so, it is most important to comprehend that the growth is a quantitative and development is a qualitative category.
BAD_LINE_M:pri cemu je potrebno prethodno razumeti da je rast kvantitativna, a razvoj kvalitativna kategorija.
BAD_LINE_E:Before doing so, it is most important to comprehend that the growth is a quantitative and development is a qualitative category.
BAD_LINE_E:Ključni pokazatelji preduzeća prema veličini u Srbiji za 2007. godinu Š13Ë Značaj MSP-a nedvosmisleno ukazuje na potrebu proučavanja njihovog rasta i razvoja, kao osnovnih dimenzija njihovog funkcionisanja, pri čemu je potrebno prethodno razumeti da je rast kvantitativna, a razvoj kvalitativna kategorija.
MATCH@M:(Knowledge on the dynamics of these categories will greatly facilitate the process of their control, which will contribute to the reduction of the rate of their deterioration.===>Razumevanje dinamike ovih kategorija ce u velikoj meri olakšati upravljanje njima, što ce u krajnoj instanci smanjiti stopu njihovog propadanja.)
MATCH@E:(Knowledge on the dynamics of these categories will greatly facilitate the process of their control, which will contribute to the reduction of the rate of their deterioration.===>Razumevanje dinamike ovih kategorija će u velikoj meri olakšati upravljanje njima, što će u krajnoj instanci smanjiti stopu njihovog propadanja. 3.)
MATCH@M:(The nature of small dimensions of these enterprises implies the need for growth as a basic condition for their survival and further development.===>Priroda malih dimenzija ovih preduzeca uslovljava potrebu za rastom kao uslovom njihovog preživljavanja i daljeg razvoja.)
MATCH@E:(The nature of small dimensions of these enterprises implies the need for growth as a basic condition for their survival and further development.===>Priroda malih dimenzija ovih preduzeća uslovljava potrebu za rastom kao uslovom njihovog preživljavanja i daljeg razvoja.)
MATCH@M:(Simon and Bonini have studied 500 largest companies in the U.S. in the period 1954-1956 and concluded that there was no difference in growth rates between companies of different sizes.===>Simon i Bonini su proucavali 500 najvecih preduzeca u SAD-u periodu 1954-1956 i zakljucili da ne postoji razlika u stopi rasta izmedu preduzeca razlicite velicine.)
MATCH@E:(Simon and Bonini Š23Ë have studied 500 largest companies in the U.S. in the period 1954-1956 and concluded that there was no difference in growth rates between companies of different sizes.===>Simon i Bonini Š23Ë su proučavali 500 najvećih preduzeća u SAD-u periodu 1954-1956 i zaključili da ne postoji razlika u stopi rasta između preduzeća različite veličine.)
MATCH@M:(Evans has, however, come to a completely opposite conclusion.===>Evans je medutim došao do sasvim suprotnog zakljucka.)
MATCH@E:(Evans Š5, 6Ë has, however, come to a completely opposite conclusion.===>Evans Š5, 6Ë je međutim došao do sasvim suprotnog zaključka.)
MATCH@M:(He has found that the growth rate negatively correlated with the size of enterprise, i.e. small companies grow faster than larger ones.===>On je ustanovio da je stopa rasta u negativnoj korelaciji sa velicinom preduzeca, odnosno da mala preduzeca rastu brže od velikih.)
MATCH@E:(He has found that the growth rate negatively correlated with the size of enterprise, i.e. small companies grow faster than larger ones.===>On je ustanovio da je stopa rasta u negativnoj korelaciji sa veličinom preduzeća, odnosno da mala preduzeća rastu brže od velikih.)
MATCH@M:(This conclusion has been also obtained by Hall, who observed only manufacturing firms.===>Do ovog zakljucka je takode došao i Hall, koji je posmatrao samo proizvodna preduzeca.)
MATCH@E:(This conclusion has been also obtained by Hall Š8Ë, who observed only manufacturing firms.===>Do ovog zaključka je takođe došao i Hall Š8Ë, koji je posmatrao samo proizvodna preduzeća.)
MATCH@M:(The survival of companies is also a topic that has obtained a particular interest by scholars in recent years.===>Preživljavanje preduzeca je takode tema koja je bila od velikog interesovanja za istraživace u proteklim godinama.)
MATCH@E:(The survival of companies is also a topic that has obtained a particular interest by scholars in recent years.===>Preživljavanje preduzeća je takođe tema koja je bila od velikog interesovanja za istraživače u proteklim godinama.)
MATCH@M:(The results of the research into manufacturing companies have shown that the survival rate of newly established companies is higher than the rate of their deterioration.===>Rezultati istraživanja proizvodnih preduzeca su pokazali da je stopa preživljavanja novoosnovanih preduzeca veca od stope njihovog propadanja.)
MATCH@E:(The results of the research into manufacturing companies have shown that the survival rate of newly established companies is higher than the rate of their deterioration Š3Ë.===>Rezultati istraživanja proizvodnih preduzeća su pokazali da je stopa preživljavanja novoosnovanih preduzeća veća od stope njihovog propadanja Š3Ë.)
MATCH@M:(Headd and Kirchhoff conducted a study in the U.S. in the period 1992-2002 and came to many conclusions that are of great importance for understanding the growth dynamics and survival of SMEs.===>Headd i Kirchhoff su sproveli istraživanje na teritoriji SAD-a u periodu 1992-2002 i došli do brojnih zakljucaka koji imaju veliku važnost za razumevanje dinamike rasta i preživljavanja malih i srednjih preduzeca.)
MATCH@E:(Headd and Kirchhoff Š9Ë conducted a study in the U.S. in the period 1992-2002 and came to many conclusions that are of great importance for understanding the growth dynamics and survival of SMEs.===>Headd i Kirchhoff Š9Ë su sproveli istraživanje na teritoriji SAD-a u periodu 1992-2002 i došli do brojnih zaključaka koji imaju veliku važnost za razumevanje dinamike rasta i preživljavanja malih i srednjih preduzeća.)
MATCH@M:(We highlight a few of them:===>Ovde izdvajamo samo neke od njih:)
MATCH@E:(We highlight a few of them: 1.===>Ovde izdvajamo samo neke od njih:)
MATCH@M:(1.	The number of SMEs in which the increase in em-poloyees is recorded is similar to the number of SMEs in which the decrease in employees is evident.===>1.	Broj MSP-a u kojima je evidentiran rast broja zaposlenih je slican broju MSP-a u kojima je za-beleženo smanjene broja zaposlenih.)
MATCH@E:(The number of SMEs in which the increase in empoloyees is recorded is similar to the number of SMEs in which the decrease in employees is evident.===>1. ~~~ Broj MSP-a u kojima je evidentiran rast broja zaposlenih je sličan broju MSP-a u kojima je zabeleženo smanjene broja zaposlenih. 2.)
MATCH@M:(2.	One cannot speak of the regularities from the empirical point of view according to which SMEs are rapidly growing in their first years of existance, after which the decline of this rate takes place.===>2.	Ne može se empirijski govoriti o zakonitosti po kojoj MSP rapidno rastu u prvim godinama postojanja, a onda se ova stopa rasta obavezno smanjuje.)
MATCH@E:(2. ~~~ One cannot speak of the regularities from the empirical point of view according to which SMEs are rapidly growing in their first years of existance, after which the decline of this rate takes place.===>Ne može se empirijski govoriti o zakonitosti po kojoj MSP rapidno rastu u prvim godinama postojanja, a onda se ova stopa rasta obavezno smanjuje. 3.)
MATCH@M:(3.	The survival rates of SMEs are similar in different time periods.===>3.	Stope preživljavanja MSP-a su slicne u razlicitim vremenskim periodima.)
MATCH@E:(3. ~~~ The survival rates of SMEs are similar in different time periods. ~~~ 4.===>Stope preživljavanja MSP-a su slične u različitim vremenskim periodima. 4.)
MATCH@M:(4.	Significant correlation between industries that have a high rate of growth and SMEs within these industries that also have a high rate of growth has not been discovered.===>4.	Nije pronadena znacajna korelacija izmedu industrija koje imaju veliku stopu rasta i MSP-a u toj industriji koje imaju veliku stopu rasta.)
MATCH@E:(Significant correlation between industries that have a high rate of growth and SMEs within these industries that also have a high rate of growth has not been discovered. ~~~ 5.===>Nije pronađena značajna korelacija između industrija koje imaju veliku stopu rasta i MSP-a u toj industriji koje imaju veliku stopu rasta. 5.)
MATCH@M:(5.	Industries with a large number of fast growing SMEs also have a large number of SMEs that are shrinking rapidly.===>5.	Industrije sa velikim brojem MSP-a koja brzo rastu imaju i veliki broj MSP-a koja se brzo smanjuju.)
MATCH@E:(Industries with a large number of fast growing SMEs also have a large number of SMEs that are shrinking rapidly.===>Industrije sa velikim brojem MSP-a koja brzo rastu imaju i veliki broj MSP-a koja se brzo smanjuju.)
MATCH@M:(All these facts reflect the growth and survival of SMEs.===>Sve ove cinjenice na odreden nacin oslikavaju rast i preživljavanje MSP-a.)
MATCH@E:(All these facts reflect the growth and survival of SMEs.===>Sve ove činjenice na određen način oslikavaju rast i preživljavanje MSP-a.)
MATCH@M:(Nevertheless, in addition to the growth dimension, it is very important to take a closer look on the development dimension of SMEs, i.e. the problems faced by SMEs during their development.===>Medutim, pored dimenzije rasta, veoma je važno sagledati i dimenziju razvoja MSP-a, odnosno probleme sa kojima se suocavaju MSP tokom svog razvoja.)
MATCH@E:(Nevertheless, in addition to the growth dimension, it is very important to take a closer look on the development dimension of SMEs, i.e. the problems faced by SMEs during their development. ~~~ 4.===>Međutim, pored dimenzije rasta, veoma je važno sagledati i dimenziju razvoja MSP-a, odnosno probleme sa kojima se suočavaju MSP tokom svog razvoja. 4.)
MATCH@M:(The problems faced by SMEs during their functioning and development are numerous.===>Problemi sa kojima se MSP suocavaju tokom svog funkcionisanja i razvoja su brojni.)
MATCH@E:(Development problems of SMEs The problems faced by SMEs during their functioning and development are numerous.===>Problemi razvoja MSP-a Problemi sa kojima se MSP suočavaju tokom svog funkcionisanja i razvoja su brojni.)
MATCH@M:(When problems are known, as well as their causes, the decision-making process regarding management actions that will contribute to avoiding or solving the issue an stake, is far easier.===>Kada su problemi poznati i kada su poznati njihovi uzroci, proces donošenja odluka o izboru skupa upravljackih akcija, kojima ce se problem izbeci ili sanirati, postaje daleko lakši.)
MATCH@E:(When problems are known, as well as their causes, the decision-making process regarding management actions that will contribute to avoiding or solving the issue an stake, is far easier.===>Kada su problemi poznati i kada su poznati njihovi uzroci, proces donošenja odluka o izboru skupa upravljačkih akcija, kojima će se problem izbeći ili sanirati, postaje daleko lakši.)
MATCH@M:(It has been concluded in many studies that the two primary causes of SMEs bankruptcy are the lack of adequate managerial skills and lack of financial resources.===>U velikom broju istraživanja konstatovano je da su dva primarna uzroka prestanka funkcionisanja MSP-a: nedostatak adekvatnih menadžerskih veština i nedostatak finansijskih sredstava.)
MATCH@E:(It has been concluded in many studies that the two primary causes of SMEs bankruptcy are the lack of adequate managerial skills and lack of financial resources Š26Ë.===>U velikom broju istraživanja konstatovano je da su dva primarna uzroka prestanka funkcionisanja MSPa: nedostatak adekvatnih menadžerskih veština i nedostatak finansijskih sredstava Š26Ë.)
MATCH@M:(These are two main problems faced by SMEs in all market economies, which among other things supports the fact that SMEs need external support, i.e. outsourcing, primarily in the form of information and knowledge related to various aspects of the firm?s operations (management, finances, marketing, production, etc).===>Ovo su dva osnovna problema sa kojima se suocavaju MSP u svim tržišnim ekonomijama, što izmedu ostalog potkrepljuje cinjenicu da je za MSP neophodna spoljna podrška, odnosno neophodna je primena autsorsinga, pre svega u vidu znanja i informacija koji se odnose na razlicite aspekte funkcionisanja preduzeca (menadžment, finansije, marketing, proizvodnja, itd).)
MATCH@E:(These are two main problems faced by SMEs in all market economies, which among other things supports the fact that SMEs need external support, i.e. outsourcing, primarily in the form of information and knowledge related to various aspects of the firms operations (management, finances, marketing, production, etc).===>Ovo su dva osnovna problema sa kojima se suočavaju MSP u svim tržišnim ekonomijama, što između ostalog potkrepljuje činjenicu da je za MSP neophodna spoljna podrška, odnosno neophodna je primena autsorsinga, pre svega u vidu znanja i informacija koji se odnose na razli čite aspekte funkcionisanja preduzeća (menadžment, finansije, marketing, proizvodnja, itd).)
MATCH@M:(In other words, in contemporary conditions, SMEs are often not capable of developing and acting independently in the market.===>Drugim reci-ma, u savremenim uslovima poslovanja MSP cesto nisu u stanju da se razvijaju samostalno, odnosno da samostalno nastupaju na tržištu.)
MATCH@E:(In other words, in contemporary conditions, SMEs are often not capable of developing and acting independently in the market.===>Drugim rečima, u savremenim uslovima poslovanja MSP često nisu u stanju da se razvijaju samostalno, odnosno da samostalno nastupaju na tržištu.)
MATCH@M:(However, the survey that was conducted during November and December 2006 in the EU-27 on a sample of 16,339 SMEs revealed different results.===>Medutim, istraživanje koje je sprovedeno tokom novembra i decembra 2006. godine, u 27 zemalja EU, na uzorku od 16339 MSP-a, pokazalo je drugacije rezultate.)
MATCH@E:(However, the survey that was conducted during November and December 2006 in the EU-27 on a sample of 16,339 SMEs revealed different results Š25Ë.===>Međutim, istraživanje koje je sprovedeno tokom novembra i decembra 2006. godine, u 27 zemalja EU, na uzorku od 16339 MSP-a, pokazalo je drugačije rezultate Š25Ë.)
MATCH@M:(This research has indicated that limited purchasing power (46% of the sample), inadequate legislation (36% of the sample), lack of workforce (35% of the sample), and high labour costs (33% of the sample), are the most common problems that SMEs face.===>Ovim istraživanjem se došlo do zakljucka da su ogranicena kupovna moc stanovništva (46% uzorka), neadekvatna zakonska regulativa (36% uzorka), nedostatak radne snage (35% uzorka), kao i visoka cena radne snage (33% uzorka) najcešci problemi sa kojima se MSP suocavaju.)
MATCH@E:(This research has indicated that limited purchasing power (46% of the sample), inadequate legislation (36% of the sample), lack of workforce (35% of the sample), and high labour costs (33% of the sample), are the most common problems that SMEs face.===>Ovim istraživanjem se došlo do zaključka da su ograničena kupovna moć stanovništva (46% uzorka), neadekvatna zakonska regulativa (36% uzorka), nedostatak radne snage (35% uzorka), kao i visoka cena radne snage (33% uzorka) najčešći problemi sa kojima se MSP suočavaju.)
MATCH@M:(In the fifth place, inadequate infrastructure has been revealed (23% of the sample), while the lack of financial resources (21% of the sample) has been found in the sixth place, which is totally atypical when it comes to development problems of SMEs.===>Na petom mestu se našla neadekvatna infrastruktura (23% uzorka), dok se nedostatak finansijskih sredstava (21% uzorka) našao tek na šestom mestu, što je u potpunosti atipicno kada su u pitanju razvojni problemi MSP-a.)
MATCH@E:(In the fifth place, inadequate infrastructure has been revealed (23% of the sample), while the lack of financial resources (21% of the sample) has been found in the sixth place, which is totally atypical when it comes to development problems of SMEs.===>Na petom mestu se našla neadekvatna infrastruktura (23% uzorka), dok se nedostatak finansijskih sredstava (21% uzorka) našao tek na šestom mestu, što je u potpunosti atipično kada su u pitanju razvojni problemi MSP-a.)
MATCH@M:(The problem list continued with new technologies implementation (17% of the sample), new forms of organizing implementation (16% of the sample), and finally the lack of adequate managers (11% of the sample).===>Lista problema se nastavlja implementacijom novih tehnologija (17% uzorka), implementacijom novih formi organizovanja (16% uzorka) i nedostatkom kvalitetnih menadžera (11% uzorka).)
MATCH@E:(The problem list continued with new technologies implementation (17% of the sample), new forms of organizing implementation (16% of the sample), and finally the lack of adequate managers (11% of the sample).===>Lista problema se nastavlja implementacijom novih tehnologija (17% uzorka), implementacijom novih formi organizovanja (16% uzorka) i nedostatkom kvalitetnih menadžera (11% uzorka). ~~~ Legenda:)
MATCH@M:(On the other hand, research studies conducted in this country show that the lack of financial resources is one of the main problems of SMEs development; e.g. research conducted by the Agency for SMEs and Entrepreneurship Development in 2006 in order to determine the major problems of SMEs and entrepreneurs in Serbia.===>S druge strane, istraživanja koja se sprovode u našoj zemlji pokazuju da je nedostatak finansijskih sredstava jedan od osnovnih problema razvoja MSP-a. Kao primer, navešcemo istraživanje koje je tokom 2006. godine realizovala Agencija za razvoj malih i srednjih preduzeca i preduzetništva, sa ciljem da utvrdi najvece probleme poslovanja MSP-a i preduzetnika na teritoriji Republike Srbije.)
MATCH@E:(Development problems of SMEs within EU-27 in 2006 for SMEs the Agency On the other hand, research studies conducted in this country show that the lack of financial resources is one of the main problems of SMEs development; e.g. research conducted by and Entrepreneurship Development in 2006 in order to determine the major problems of SMEs and entrepreneurs in Serbia Š4Ë.===>Problemi razvoja MSP-a u EU-27 tokom 2006. godine S druge strane, istraživanja koja se sprovode u našoj zemlji pokazuju da je nedostatak finansijskih sredstava jedan od osnovnih problema razvoja MSP-a. ~~~ Kao primer, navešćemo istraživanje koje je tokom 2006. godine realizovala Agencija za razvoj malih i srednjih preduzeća i preduzetništva, sa ciljem da utvrdi najveće probleme poslovanja MSP-a i preduzetnika na teritoriji Republike Srbije Š4Ë.)
MATCH@M:(The study included 1,404 respondents who provide employment to a total of 14,485 people, which makes 13 employees per firm on average.===>Istraživanje je obuhvatilo 1404 ispitanika koji angažuju ukupno 14485 zaposlenih, odnosno prosecno 13 zaposlenih po firmi.)
MATCH@E:(The study included 1,404 respondents who provide employment to a total of 14,485 people, which makes 13 employees per firm on average.===>Istraživanje je obuhvatilo 1404 ispitanika koji angažuju ukupno 14485 zaposlenih, odnosno prosečno 13 zaposlenih po firmi.)
MATCH@M:(The results have shown that the biggest problems for respondents are:	lack of financial resources (38.5%), legislation (27.5%), lack of market information (9.4%), lack of skilled labour (9.4%), non-compliance with the standards (7.1%), lack of information on technologies (4.1%).===>Rezultati istraživanja su pokazali da su najveci problemi za anketirane: nedostatak sredstava (38,5%), zakonska regulativa (27,5%), nedostatak tržišnih informacija (9,4%), nedostatak kvalifikovane radne snage (9,4%), neuskladenost sa standardima (7,1%), nedostatak informacija o tehnologijama (4,1%).)
MATCH@E:(The results have shown that the biggest problems for respondents are: lack of financial resources (38.5%), legislation (27.5%), lack of market information (9.4%), lack of skilled labour (9.4%), non-compliance with the standards (7.1%), lack of information on technologies (4.1%).===>Rezultati istraživanja su pokazali da su najveći problemi za anketirane: nedostatak sredstava (38,5%), zakonska regulativa (27,5%), nedostatak tržišnih informacija (9,4%), nedostatak kvalifikovane radne snage (9,4%), neusklađenost sa standardima (7,1%), nedostatak informacija o tehnologijama (4,1%). ~~~ Legenda:)
MATCH@M:(Based on the presented results, we conclude that the problems faced by SMEs are numerous, but mostly generic, i.e. these problems are inherent in the very nature of SMEs.===>Na bazi predstavljenih rezultata sprovedenih istraživanja, možemo konstatovati da su problemi sa kojima se suocavaju MSP brojni, ali istovremeno i da su u pitanju uglavnom genericki problemi, odnosno problemi koji su imanentni prirodi MSP-a.)
MATCH@E:(Development problems of SMEs within Serbia in 2006 Š4Ë Based on the presented results, we conclude that the problems faced by SMEs are numerous, but mostly generic, i.e. these problems are inherent in the very nature of SMEs.===>Slika 2. ~~~ Problemi razvoja MSP-a u Srbiji tokom 2006. godine Š4Ë Na bazi predstavljenih rezultata sprovedenih istraživanja, možemo konstatovati da su problemi sa kojima se suočavaju MSP brojni, ali istovremeno i da su u pitanju uglavnom generički problemi, odnosno problemi koji su imanentni prirodi MSP-a.)
MATCH@M:(Nevertheless, in addition to the above mentioned problems that represent the specific hindrance in SMEs development, the evident lack of marketing orientation is also a factor that contributes to the growth and development slowdown.===>Medutim, pored navedenih problema koji predstavljaju kocnicu razvoja MSP-a, nedostatak orijentacije ka ciljnom tržištu, odnosno marketing orijentacije, ta-kode može da predstavlja faktor usporavanja rasta i razvoja preduzeca.)
MATCH@E:(Nevertheless, in addition to the above mentioned problems that represent the specific hindrance in SMEs development, the evident lack of marketing orientation is also a factor that contributes to the growth and development slowdown.===>Međutim, pored navedenih problema koji predstavljaju kočnicu razvoja MSP-a, nedostatak orijentacije ka ciljnom tržištu, odnosno marketing orijentacije, takođe može da predstavlja faktor usporavanja rasta i razvoja preduzeća.)
MATCH@M:(All companies, regardless of their size, need to adopt the marketing concept as a basis of their growth and development.===>Sva preduzeca, bez obzira na velicinu, moraju da usvoje marketing koncept kao osnov svog rasta i razvoja.)
MATCH@E:(All companies, regardless of their size, need to adopt the marketing concept as a basis of their growth and development.===>Sva preduzeća, bez obzira na veličinu, moraju da usvoje marketing koncept kao osnov svog rasta i razvoja. 5.)
MATCH@M:(In other words, marketing orientation must be deeply embedded in the organizational culture in order to come to life in practice.===>Drugim recima, marketing orijentacija mora da bude duboko usadena u kulturu preduzeca, kako bi zaživela u praksi.)
MATCH@E:(In other words, marketing orientation must be deeply embedded in the organizational culture in order to come to life in practice.===>Drugim rečima, marketing orijentacija mora da bude duboko usađena u kulturu preduzeća, kako bi zaživela u praksi.)
MATCH@M:(In this regard, many authors advocate marketing orientation as a set of values and beliefs that are deeply incorporated in the culture of an organization.===>U tom smislu, brojni autori govore o marketing orijentaciji kao o skupu vrednosti i verovanja koje su duboko usadene u kulturu jedne organizacije)
MATCH@E:(In this regard, many authors advocate marketing orientation as a set of values and beliefs that are deeply incorporated in the culture of an organization.===>U tom smislu, brojni autori govore o marketing orijentaciji kao o skupu vrednosti i verovanja koje su duboko usađene u kulturu jedne organizacije i koje usmeravaju ponašanje svih članova te organizacije Š18, 27Ë, odnosno o permanentnoj orijentaciji preduzeća prema stvaranju i isporučivanju superiornih vrednosti svojim potrošačima Š17Ë.)
BAD_LINE_=============================================================
BAD_LINE_M:In this regard, many authors advocate marketing orientation as a set of values and beliefs that are deeply incorporated in the culture of an organization.
BAD_LINE_M:U tom smislu, brojni autori govore o marketing orijentaciji kao o skupu vrednosti i verovanja koje su duboko usadene u kulturu jedne organizacije
BAD_LINE_E:In this regard, many authors advocate marketing orientation as a set of values and beliefs that are deeply incorporated in the culture of an organization.
BAD_LINE_E:U tom smislu, brojni autori govore o marketing orijentaciji kao o skupu vrednosti i verovanja koje su duboko usađene u kulturu jedne organizacije i koje usmeravaju ponašanje svih članova te organizacije Š18, 27Ë, odnosno o permanentnoj orijentaciji preduzeća prema stvaranju i isporučivanju superiornih vrednosti svojim potrošačima Š17Ë.
MATCH@M:(This will allow for them to become more competitive due to the establishment of connections with their customers, distributors and suppliers.===>pri cemu ce takode postati konkutentni usled povezivanja sa svojim potošacima, distributerima i dobavljacima.)
MATCH@E:(This will allow for them to become more competitive due to the establishment of connections with their customers, distributors and suppliers Š2Ë.===>Marketing orijentacija omogućava organizacijama da razviju sposobnosti koje će im pomoći da definišu interne procese i povežu ih sa okruženjem, pri čemu će takođe postati konkutentni usled povezivanja sa svojim potošačima, distributerima i dobavljačima Š2Ë.)
BAD_LINE_=============================================================
BAD_LINE_M:This will allow for them to become more competitive due to the establishment of connections with their customers, distributors and suppliers.
BAD_LINE_M:pri cemu ce takode postati konkutentni usled povezivanja sa svojim potošacima, distributerima i dobavljacima.
BAD_LINE_E:This will allow for them to become more competitive due to the establishment of connections with their customers, distributors and suppliers Š2Ë.
BAD_LINE_E:Marketing orijentacija omogućava organizacijama da razviju sposobnosti koje će im pomoći da definišu interne procese i povežu ih sa okruženjem, pri čemu će takođe postati konkutentni usled povezivanja sa svojim potošačima, distributerima i dobavljačima Š2Ë.
MATCH@M:(These organizations fully understand the importance of using information on customers and competitors when forming their own strategies.===>Ove organizacije u potpunosti razumeju znacaj kori-šcenja informacija o potrošacima i konkurentima prilikom formiranja sopstvenih strategija.)
MATCH@E:(These organizations fully understand the importance of using information on customers and competitors when forming their own strategies.===>Ove organizacije u potpunosti razumeju značaj korišćenja informacija o potrošačima i konkurentima prilikom formiranja sopstvenih strategija.)
MATCH@M:(Thus, they are able to create a better offer and deliver more value to their target markets than their competitors.===>Na ovaj nacin, one su u stanju da stvore bolju ponudu i isporuce vecu vrednost na svojim ciljnim tržištima, u odnosu na njihovu konkurenciju.)
MATCH@E:(Thus, they are able to create a better offer and deliver more value to their target markets than their competitors Š11Ë.===>Na ovaj način, one su u stanju da stvore bolju ponudu i isporuče veću vrednost na svojim ciljnim tržištima, u odnosu na njihovu konkurenciju Š11Ë.)
MATCH@M:(Considering that the market orientation is a distinctive type of resource within the organization, it enables the organization to develop a specific competitive advantage, which is hard to imitate, causing it to become sustainable competitive advantage.===>S obzirom da je marketing orijentacija distinktivna vrsta resursa u organizaciji, ona joj omogucava da razvije specificnu konkurentnu prednost, koju je teško kopirati, usled cega ona dobija epitet održive konkurentske prednosti.)
MATCH@E:(Considering that the market orientation is a distinctive type of resource within the organization, it enables the organization to develop a specific competitive advantage Š14Ë, which is hard to imitate, causing it to become sustainable competitive advantage Š12Ë.===>S obzirom da je marketing orijentacija distinktivna vrsta resursa u organizaciji, ona joj omogućava da razvije specifičnu konkurentnu prednost Š14Ë, koju je teško kopirati, usled čega ona dobija epitet održive konkurentske prednosti Š12Ë.)
MATCH@M:(Based on aforementioned, it is quite clear that marketing orientation is the basis of growth and development of all enterprises, especially SMEs, which are far more sensitive to the market changes because of their size.===>Na bazi svega što je navedeno, jasno je da marketing orijentacija predstavlja bazu za rast i razvoj svih pred-uzeca, a posebno MSP-a, koja su zbog svoje velicine daleko osetljivija na promene koje se dešavaju na tržištu.)
MATCH@E:(Based on aforementioned, it is quite clear that marketing orientation is the basis of growth and development of all enterprises, especially SMEs, which are far more sensitive to the market changes because of their size.===>Na bazi svega što je navedeno, jasno je da marketing orijentacija predstavlja bazu za rast i razvoj svih preduzeća, a posebno MSP-a, koja su zbog svoje veličine daleko osetljivija na promene koje se dešavaju na tržištu.)
MATCH@M:(Therefore, the pressure toward firms to implement marketing concept in all their processes actually originates from the increased level of competition in the market.===>Naravno, pritisak koji usmerava preduzeca da implementiraju marketing koncept u sve svoje procese zapravo potice od povecanja nivoa konkurencije na posmatranom tržištu.)
MATCH@E:(Therefore, the pressure toward firms to implement marketing concept in all their processes actually originates from the increased level of competition in the market.===>Naravno, pritisak koji usmerava preduzeća da implementiraju marketing koncept u sve svoje procese zapravo potiče od povećanja nivoa konkurencije na posmatranom tržištu.)
MATCH@M:(It is clear today more than ever that it is virtually impossible to achieve long-term economic position internationally without strong SMEs.===>Danas je više nego ikada ranije svima jasno da je bez jakih malih i srednjih preduzeca prakticno nemoguce ostvariti dugorocnu ekonomsku poziciju na medunarodnom planu.)
MATCH@E:(Conclusion It is clear today more than ever that it is virtually impossible to achieve long-term economic position internationally without strong SMEs.===>Zaključna razmatranja Danas je više nego ikada ranije svima jasno da je bez jakih malih i srednjih preduzeća praktično nemoguće ostvariti dugoročnu ekonomsku poziciju na međunarodnom planu.)
MATCH@M:(Their outstanding entrepreneurial role makes them a solid basis for the development of a country?s overall economy, through attracting foreign direct investments, employment reduction, increase in GDP and exports, as well as many other things.===>Zbog svoje izrazite preduzetnicke uloge, ona cine solidnu osnovu za razvoj celokupne ekonomije jedne zemlje, putem privlacenja direktnih stranih investicija, smanjivanja stope nezaposlenosti, povecanja BDP-a i izvoza, kao i još mnogih drugih stvari.)
MATCH@E:(Their outstanding entrepreneurial role makes them a solid basis for the development of a countrys overall economy, through attracting foreign direct investments, employment reduction, increase in GDP and exports, as well as many other things.===>Zbog svoje izrazite preduzetničke uloge, ona čine solidnu osnovu za razvoj celokupne ekonomije jedne zemlje, putem privlačenja direktnih stranih investicija, smanjivanja stope nezaposlenosti, povećanja BDP-a i izvoza, kao i još mnogih drugih stvari.)
MATCH@M:(The importance of SMEs is primarily reflected in their percentage of the total population of firms; e.g. in the EU over 99% of all enterprises are SMEs.===>Znacaj MSP-a se pre svega oslikava u njihovom procentu u ukupnoj populaciji preduzeca. Npr. u EU preko 99% svih preduzeca cine MSP.)
MATCH@E:(The importance of SMEs is primarily reflected in their percentage of the total population of firms; e.g. in the EU over 99% of all enterprises are SMEs.===>Značaj MSP-a se pre svega oslikava u njihovom procentu u ukupnoj populaciji preduzeća. ~~~ Npr. u EU preko 99% svih preduzeća čine MSP.)
MATCH@M:(Between 2002 and 2007, their number increased by 2 million, while the number of large companies rose by only 2,000.===>Izmedu 2002. i 2007. godine, njihov broj je porastao za 2 miliona, dok je broj velikih preduzeca porastao za svega 2000.)
MATCH@E:(Between 2002 and 2007, their number increased by 2 million, while the number of large companies rose by only 2,000.===>Između 2002. i 2007. godine, njihov broj je porastao za 2 miliona, dok je broj velikih preduzeća porastao za svega 2000.)
MATCH@M:(About two-thirds of all employees work in SMEs. Their contribution to employment growth during the period 2002-2007 amounted to 84%.===>Oko dve trecine svih zaposlenih radi u malim i srednjim preduzecima, pri cemu je njihov doprinos rastu zaposlenosti u periodu 2002-2007. godine iznosio 84%.)
MATCH@E:(About two-thirds of all employees work in SMEs. ~~~ Their contribution to employment growth during the period 2002-2007 amounted to 84% Š1Ë.===>Oko dve trećine svih zaposlenih radi u malim i srednjim preduzećima, pri čemu je njihov doprinos rastu zaposlenosti u periodu 2002-2007. godine iznosio 84% Š1Ë.)
MATCH@M:(Based on these facts, the motivaton, as well as interest in researching issues regarding the growth and development, as basic dimensions of SMEs functioning, ought to be clear.===>Na bazi ovih cinjenica jasna je motivacija, kao i inte-resovanje za istraživanje problematike rasta i razvoja MSP-a kao osnovnih dimenzija njihovog funkcionisa-nja.)
MATCH@E:(Based on these facts, the motivaton, as well as interest in researching issues regarding the growth and development, as basic dimensions of SMEs functioning, ought to be clear.===>Na bazi ovih činjenica jasna je motivacija, kao i interesovanje za istraživanje problematike rasta i razvoja MSP-a kao osnovnih dimenzija njihovog funkcionisanja.)
MATCH@M:(Without healthy SMEs, the economy of any country cannot achieve long-term development and secure itself a stable position in the world that is increasingly changing.===>Bez zdravih preduzeca malih dimenzija, privreda jedne zemlje ne može da se razvija u dugorocnom pogledu i da obezbeduje sebi stabilnu poziciju u svetu koji se sve više menja.)
MATCH@E:(Without healthy SMEs, the economy of any country cannot achieve long-term development and secure itself a stable position in the world that is increasingly changing.===>Bez zdravih preduzeća malih dimenzija, privreda jedne zemlje ne može da se razvija u dugoročnom pogledu i da obezbeđuje sebi stabilnu poziciju u svetu koji se sve više menja.)
MATCH@M:(In fact, radical changes of business environment, which are manifested by numerous discontinuities and turbulent changes of business environment, justify the implementation of significant structural changes in principles of business activities.===>Naime, radikalne promene poslovnog okruženja, u kome se ispoljavaju brojni diskontinuiteti i turbulentne izmene uslova poslovanja, neminovno namecu sprovodenje znacajnih strukturnih promena u nacinu poslovanja.)
MATCH@E:(In fact, radical changes of business environment, which are manifested by numerous discontinuities and turbulent changes of business environment, justify the implementation of significant structural changes in principles of business activities.===>Naime, radikalne promene poslovnog okruženja, u kome se ispoljavaju brojni diskontinuiteti i turbulentne izmene uslova poslovanja, neminovno nameću sprovođenje značajnih strukturnih promena u načinu poslovanja.)
MATCH@M:(In addition, the application of strategic management concepts, within the necessary structural changes, represents a rational analytical framework to challenges from the environment.===>Pri tome, primena koncepata strategijskog menadžmenta, u sklopu neophodnih strukturnih promena, predstavlja racionalan analiticki okvir za odgovore na izazove iz okruženja.)
MATCH@E:(In addition, the application of strategic management concepts, within the necessary structural changes, represents a rational analytical framework to challenges from the environment.===>Pri tome, primena koncepata strategijskog menadžmenta, u sklopu neophodnih strukturnih promena, predstavlja racionalan analitički okvir za odgovore na izazove iz okruženja.)
MATCH@M:(In order to achieve distinctive competitive advantage and satisfaction of diminishing consumer demands, it is necessary to implement a comprehensive business restructuring process, to a large extent based on market restructuring.===>Pre svega kroz obezbedenje dis-tinktivne konkurentske prednosti i satisfakcije sve zahtevnijih potrošaca, u novoizmenjenim tržišnim uslovima pada tra'nje, jaca potreba za implementacijom sveobuhvatnih procesa poslovnog restrukturiranja koje je u znacajnoj meri zasnovano na tržišnom restrukturiranju.)
MATCH@E:(In order to achieve distinctive competitive advantage and satisfaction of diminishing consumer demands, it is necessary to implement a comprehensive business restructuring process, to a large extent based on market restructuring.===>Pre svega kroz obezbeđenje distinktivne konkurentske prednosti i satisfakcije sve zahtevnijih potrošača, u novoizmenjenim tržišnim uslovima pada tražnje, jača potreba za implementacijom sveobuhvatnih procesa poslovnog restrukturiranja koje je u značajnoj meri zasnovano na tržišnom restrukturiranju.)
MATCH@M:(Specifically, market restructuring, which includes a series of structural changes in market orientation and marketing activities, may provide a new strategic leverage, that is, through innovation of the business portfolio, the structure of the target market and marketing mix instruments, contribute to the survival and further growth and development of numerous business entities.===>Naime, tržišno restrukturiranje, koje obuhvata niz strukturnih promena u tržišnoj orijentaciji i marketing aktivnostima, može da obezbedi novi strategijski leveridž, odnosno da se kroz inovacije poslovnog portfolija, strukture ciljnih tržišta i kombinaciju instrumenata marketinga, doprinese opstanku i daljem rastu i razvoju brojnih privrednih subjekta.)
MATCH@E:(Specifically, market restructuring, which includes a series of structural changes in market orientation and marketing activities, may provide a new strategic leverage, that is, through innovation of the business portfolio, the structure of the target market and marketing mix instruments, contribute to the survival and further growth and development of numerous business entities. ~~~ 1.===>Naime, tržišno restrukturiranje, koje obuhvata niz strukturnih promena u tržišnoj orijentaciji i marketing aktivnostima, može da obezbedi novi strategijski leveridž, odnosno da se kroz inovacije poslovnog portfolija, strukture ciljnih tržišta i kombinaciju instrumenata marketinga, doprinese opstanku i daljem rastu i razvoju brojnih privrednih subjekta. 1.)
MATCH@M:(The current global financial crisis has led to many changes in the ways macroeconomic policy is implemented, however, also in the ways the business of numerous econimoc entities are conducted.===>Aktuelna globalna finansijska kriza dovela je do brojnih promena u nacinu vodenja makroekonomske politike, ali i do promena u nacinu upravljanja poslovanjem brojnih privrednih subjekta.)
MATCH@E:(Introduction The current global financial crisis has led to many changes in the ways macroeconomic policy is implemented, however, also in the ways the business of numerous econimoc entities are conducted.===>Uvod Aktuelna globalna finansijska kriza dovela je do brojnih promena u načinu vođenja makroekonomske politike, ali i do promena u načinu upravljanja poslovanjem brojnih privrednih subjekta.)
MATCH@M:(Certain solutions, “impossible“ only one or two years ago, have today become a reality.===>Neka rešenja, koja su bila «nezamisliva» sve do pre jedne ili dve godine, postala su danas realnost.)
MATCH@E:(Certain solutions, impossible only one or two years ago, have today become a reality.===>Neka rešenja, koja su bila «nezamisliva» sve do pre jedne ili dve godine, postala su danas realnost.)
MATCH@M:(Simultaneously, numerous “verified“ solutions, successfully applied in the past period, do not ensure favourable results today.===>Istovremeno, brojni “prov-ereni recepti”, koji su uspešno primenjivani u ranijem periodu, danas ne daju željene rezultate.)
MATCH@E:(Simultaneously, numerous verified solutions, successfully applied in the past period, do not ensure favourable results today.===>Istovremeno, brojni provereni recepti, koji su uspešno primenjivani u ranijem periodu, danas ne daju željene rezultate.)
MATCH@M:(Thus, for example, in the USA, the country that was a champion of market fundamentalism, the state became a co-owner of a number of leading companies (and banks) through powerful financial injections, and the “neutral“ economic policy was replaced by a vigorous interventionism in many an economic sector.===>Tako na primer u SAD, “bastionu” tržišnog fundamentalizma i liberalne ekonomije, država je kroz snažne finansijske injekcije postala suvlasnik nekih vodecih kompanija (i banaka), a “neutralna” ekonomska politika je zamenje-na snažnim intervencionizmom u mnogim sferama privrede.)
MATCH@E:(Thus, for example, in the USA, the country that was a champion of market fundamentalism, the state became a co-owner of a number of leading companies (and banks) through powerful financial injections, and the neutral economic policy was replaced by a vigorous interventionism in many an economic sector.===>Tako na primer u SAD, bastionu tržišnog fundamentalizma i liberalne ekonomije, država je kroz snažne finansijske injekcije postala suvlasnik nekih vodećih kompanija (i banaka), a neutralna ekonomska politika je zamenjena snažnim intervencionizmom u mnogim sferama privrede.)
MATCH@M:(By June 2009, the USA intervened with resources that amounted to 6.3% their GDP, Great Britain spent as much as 17.7%, and Germany intervened with 4.2% of its gross product.===>SAD su intervenisale sredstvima koja iznose 6,3% njihovog GDP, Velika Britanija je intervenisala cak sa 17,7%, a Nemacka sa 4,2% svog bruto proizvoda, i to do juna 2009. godine.)
MATCH@E:(By June 2009, the USA intervened with resources that amounted to 6.3% their GDP, Great Britain spent as much as 17.7%, and Germany intervened with 4.2% of its gross product Š8Ë.===>SAD su intervenisale sredstvima koja iznose 6,3% njihovog GDP, Velika Britanija je intervenisala čak sa 17,7%, a Nemačka sa 4,2% svog bruto proizvoda, i to do juna 2009. godine Š8Ë.)
MATCH@M:(Starting from the analysis of different concepts of business planning and experiences in carrying out restructuring processes, the aim of this paper is to provide an answer as to how companies in the conditions of global economic crisis implement modern concepts of strategic management and market restructuring to proactively and successfully respond to the shocks coming from external environmens, that is, how companies can ensure success in business in these new market conditions without implementing the standard methods of cutting on costs, reducing the number of employees and sales of their property.===>Polazeci od analize razlicitih koncepata poslovnog planiranja i iskustava u sprovodenju procesa restrukturiranja, težnja ovog rada je da pokuša da pruži odgovor, kako preduzeca, u uslovima svetske finansi-jske krize, pomocu implementacije savremenih koncepta strategijskog upravljanja i tržišnog restrukturiranja mogu proaktivno i uspešno da odgovore na šokove iz eksternog okruženja, odnosno kako ne ogranicavajuci se na standardne metode «kresanja» troškova, smanjenja broja zaposlenih i prodaju imovine, kompanije mogu da obezbede uspešno poslovanje u novonastalim tržišnim okolnostima.)
MATCH@E:(Starting from the analysis of different concepts of business planning and experiences in carrying out restructuring processes, the aim of this paper is to provide an answer as to how companies in the conditions of global economic crisis implement modern concepts of strategic management and market restructuring to proactively and successfully respond to the shocks coming from external environmens, that is, how companies can ensure success in business in these new market conditions without implementing the standard methods of cutting on costs, reducing the number of employees and sales of their property.===>Polazeći od analize različitih koncepata poslovnog planiranja i iskustava u sprovođenju procesa restrukturiranja, težnja ovog rada je da pokuša da pruži odgovor, kako preduzeća, u uslovima svetske finansijske krize, pomoću implementacije savremenih koncepta strategijskog upravljanja i tržišnog restrukturiranja mogu proaktivno i uspešno da odgovore na šokove iz eksternog okruženja, odnosno kako ne ograničavajući se na standardne metode «kresanja» troškova, smanjenja broja zaposlenih i prodaju imovine, kompanije mogu da obezbede uspešno poslovanje u novonastalim tržišnim okolnostima.)
MATCH@M:(Namely, one of the starting hypotheses in this paper is that market restructuring that entails a succession of structural changes in the market orientation and marketing activities is one of the key solutions in resolving a plethora of problems arising due to negative effects of the world financial crisis in the modern conditions of business operations.===>Naime, jedna od polaznih hipoteza ovoga rada je da tržišno restrukturiranje, koje obuhvata niz strukturnih promena u tržišnoj orijentaciji i marketing aktivnostima, predstavlja u savremenim uslovima poslovanja, jedan od kljucnih nacina prevazilaženja brojnih problema koji namecu negativni efekti svetske finansijske krize.)
MATCH@E:(Namely, one of the starting hypotheses in this paper is that market restructuring that entails a succession of structural changes in the market orientation and marketing activities is one of the key solutions in resolving a plethora of problems arising due to negative effects of the world financial crisis in the modern conditions of business operations.===>Naime, jedna od polaznih hipoteza ovoga rada je da tržišno restrukturiranje, koje obuhvata niz strukturnih promena u tržišnoj orijentaciji i marketing aktivnostima, predstavlja u savremenim uslovima poslovanja, jedan od ključnih načina prevazilaženja brojnih problema koji nameću negativni efekti svetske finansijske krize.)
MATCH@M:(Since the development of this country in the period to come should be based on the creation of a more efficient economic structure in which the production of exchangeable goods (especially manufacturing industry, high and medium-high technologies characterised by higher added value) will be assigned a more important role, it is important that a number of structural changes be conducted in the domain of market-oriented business of the economic entities in Serbia.===>S obzirom da bi razvoj naše zemlje u narednom periodu trebalo da bude zasnovan na stvaranju efikasnije privredne strukture, u kojoj ce znatno vecu ulogu nego do sada imati proizvodnja razmenljivih proizvoda (posebno preradivacke industrije, narocito visokih i srednje-visokih tehnologija, koje karakteriše veca dodatna vrednost), od bitnog znacaja je sprovesti niz strukturnih promena u oblasti tržišnog poslovanja privrednih subjekata iz Srbije.)
MATCH@E:(Since the development of this country in the period to come should be based on the creation of a more efficient economic structure in which the production of exchangeable goods (especially manufacturing industry, high and medium-high technologies characterised by higher added value) will be assigned a more important role, it is important that a number of structural changes be conducted in the domain of market-oriented business of the economic entities in Serbia.===>S obzirom da bi razvoj naše zemlje u narednom periodu trebalo da bude zasnovan na stvaranju efikasnije privredne strukture, u kojoj će znatno veću ulogu nego do sada imati proizvodnja razmenljivih proizvoda (posebno prerađivačke industrije, naročito visokih i srednje-visokih tehnologija, koje karakteriše veća dodatna vrednost), od bitnog značaja je sprovesti niz strukturnih promena u oblasti tržišnog poslovanja privrednih subjekata iz Srbije.)
MATCH@M:(In view of all the above listed, the second chapter of the paper will present a detailed analysis of the basic concepts of planning the development behaviour of a company, as well as the characteristics of the strategic management concept.===>Imajuci sve navedeno u vidu, u drugom delu radu su detaljnije analizirani osnovni koncepti planiranja razvojnog ponašanja preduzeca, kao i karakteristike koncepta strategijskog upravljanja.)
MATCH@E:(In view of all the above listed, the second chapter of the paper will present a detailed analysis of the basic concepts of planning the development behaviour of a company, as well as the characteristics of the strategic management concept.===>Imajući sve navedeno u vidu, u drugom delu radu su detaljnije analizirani osnovni koncepti planiranja razvojnog ponašanja preduzeća, kao i karakteristike koncepta strategijskog upravljanja.)
MATCH@M:(The third chapter of the paper focuses upon the impact of the world financial crisis on the methods of business planning and especially on designing the access to the market.===>U trecem delu rada posebna pažnja bila je usmerena ka uticaju svetske finansijske krize na nacin poslovnog planiranja i narocito koncipiranja tržišnog nastupa.)
MATCH@E:(The third chapter of the paper focuses upon the impact of the world financial crisis on the methods of business planning and especially on designing the access to the market.===>U trećem delu rada posebna pažnja bila je usmerena ka uticaju svetske finansijske krize na način poslovnog planiranja i naročito koncipiranja tržišnog nastupa.)
MATCH@M:(The current conditions of business doing in which the vital interests of many a company’s survival is endangered require prompt and concrete proactive actions to be applied.===>Naime, postojeci uslovi poslovanja, u kojima su ugroženi vitalni interesi opstanka mnogih preduzeca, zahtevaju brze i konkretne proaktivne akcije.)
MATCH@E:(The current conditions of business doing in which the vital interests of many a companys survival is endangered require prompt and concrete proactive actions to be applied.===>Naime, postojeći uslovi poslovan 1 Ovaj rad je deo istraživačkih projekata pod šiframa 179015 (Izazovi i perspektive strukturnih promena u Srbiji:)
BAD_LINE_=============================================================
BAD_LINE_M:The current conditions of business doing in which the vital interests of many a company’s survival is endangered require prompt and concrete proactive actions to be applied.
BAD_LINE_M:Naime, postojeci uslovi poslovanja, u kojima su ugroženi vitalni interesi opstanka mnogih preduzeca, zahtevaju brze i konkretne proaktivne akcije.
BAD_LINE_E:The current conditions of business doing in which the vital interests of many a companys survival is endangered require prompt and concrete proactive actions to be applied.
BAD_LINE_E:Naime, postojeći uslovi poslovan 1 Ovaj rad je deo istraživačkih projekata pod šiframa 179015 (Izazovi i perspektive strukturnih promena u Srbiji:
MATCH@M:(The fifth chapter is dedicated to the problems of defining the company business as basis for implementing a market restructuring process.===>Peti deo se bavi problematikom definisanja biznisa preduzeca kao osnove za sprovoden-je procesa tržišnog restrukturiranja.)
MATCH@E:(The fifth chapter is dedicated to the problems of defining the company business as basis for implementing a market restructuring process.===>Peti deo se bavi problematikom definisanja biznisa preduzeća kao osnove za sprovođenje procesa tržišnog restrukturiranja.)
MATCH@M:(Finally, in the conclusion chapter, the authors stress the importance and role the market restructuring can and must play in the modern conditions of business operations in which the negative effects of the world financial and economic crises are still sorely felt.===>Na kraju, u sklopu zakljucaka ukazano je na znacaj i ulogu koje tržišno restrukturiranje može i mora da ima u savremenim uslovi-ma poslovanja u kojima se još uvek ispoljavaju negativni efekti svetske finansijske i ekonomske krize.)
MATCH@E:(Finally, in the conclusion chapter, the authors stress the importance and role the market restructuring can and must play in the modern conditions of business operations in which the negative effects of the world financial and economic crises are still sorely felt.===>Na kraju, u sklopu zaključaka ukazano je na značaj i ulogu koje tržišno restrukturiranje može i mora da ima u savremenim uslovima poslovanja u kojima se još uvek ispoljavaju negativni efekti svetske finansijske i ekonomske krize. 2.)
MATCH@M:(The concepts, methods and techniques of the developmental behaviour of the company evolved over time.===>Koncepti, metodi i tehnike planiranja razvojnog ponašanja preduzeca su evoluirali tokom vremena.)
MATCH@E:(2. ~~~ Evolution of business planning concept The concepts, methods and techniques of the developmental behaviour of the company evolved over time.===>Evolucija koncepta poslovnog planiranja Koncepti, metodi i tehnike planiranja razvojnog ponašanja preduzeća su evoluirali tokom vremena.)
MATCH@M:(Under the impact of numerous factors, primarily of the changes in the environment and accumulated knowledge and experience, the formal system of planning has gradually changed and improved.===>Pod uticajem brojnih faktora, a pre svega promena u okruženju, te akumuliranog znanja i iskustva, formalni sistem planiranja postepeno je menjan i unapredivan.)
MATCH@E:(Under the impact of numerous factors, primarily of the changes in the environment and accumulated knowledge and experience, the formal system of planning has gradually changed and improved Š7Ë.===>Pod uticajem brojnih faktora, a pre svega promena u okruženju, te akumuliranog znanja i iskustva, formalni sistem planiranja postepeno i unapređivan Š7Ë.)
MATCH@M:(In case a longer time period was taken into consideration, a unilateral extrapolation of the existing trends was made.===>Ukoliko je razmatran duži vremenski period, vršila se jednostrano ek-strapolacija postojecih trendova.)
MATCH@E:(In case a longer time period was taken into consideration, a unilateral extrapolation of the existing trends was made.===>Ukoliko je razmatran duži vremenski period, vršila se jednostrano ekstrapolacija postojećih trendova.)
MATCH@M:(Alongside the annual financial plan, tactical plans for individual functional sectors were devised.===>Uporedo sa godišnjim finansijskim planom sacinjavani su takticki planovi za pojedina funkcionalna podrucja.)
MATCH@E:(Alongside the annual financial plan, tactical plans for individual functional sectors were devised.===>Uporedo sa godišnjim finansijskim planom sačinjavani su taktički planovi za pojedina funkcionalna područja.)
MATCH@M:(This model of planning does not mean the absence of strategic thinking.===>Ovaj model planiranja ne podrazumeva odsustvo strategijskog razmišljanja.)
MATCH@E:(This model of planning does not mean the absence of strategic thinking.===>Ovaj model planiranja ne podrazumeva odsustvo strategijskog razmišljanja.)
MATCH@M:(Strategies, however, are only implicitly present, which makes the concept acceptable mainly in the conditions of steady and easily predictable market environment, primarily in case of small, functionally organized companies.===>Medutim, strategije su samo implicirano prisutne, što koncept cini prihvatljivim uglavnom u uslovima stabilnog i lako predvidljivog tržišnog okruženja, i to pre svega kad su u pitanju manja, funkcionalno organizovana preduzeca.)
MATCH@E:(Strategies, however, are only implicitly present, which makes the concept acceptable mainly in the conditions of steady and easily predictable market environment, primarily in case of small, functionally organized companies.===>Međutim, strategije su samo implicirano prisutne, što koncept čini prihvatljivim uglavnom u uslovima stabilnog i lako predvidljivog tržišnog okruženja, i to pre svega kad su u pitanju manja, funkcionalno organizovana preduzeća.)
MATCH@M:(In the 1960s and at in the early 1970s, a large number of companies in the USA and in other developed countries abandoned the budget-based planning system in favour of the long-term planning concept.===>Tokom šezdesetih i pocetkom sedamdesetih godina veliki broj kompanija u SAD, a i u drugim razvijenim zemljama, je odbacio budžetski baziran sistem planiranja i oslonio se na koncept dugorocnog planiranja.)
MATCH@E:(In the 1960s and at in the early 1970s, a large number of companies in the USA and in other developed countries abandoned the budget-based planning system in favour of the long-term planning concept.===>Tokom šezdesetih i početkom sedamdesetih godina veliki broj kompanija u SAD, a i u drugim razvijenim zemljama, je odbacio budžetski baziran sistem planiranja i oslonio se na koncept dugoročnog planiranja.)
MATCH@M:(The longterm planning system allowed for an insight into financial implications of the existing trends.===>Sistemom dugorocnog planiranja bilo je omoguceno sagledavanje finansijskih implikacija postojecih trendova.)
MATCH@E:(The longterm planning system allowed for an insight into financial implications of the existing trends.===>Sistemom dugoročnog planiranja bilo je omogućeno sagledavanje finansijskih implikacija postojećih tren dova.)
MATCH@M:(Nevertheless, plans were considerably shorter-termed than anybody cared to admit.===>Ipak, planovi su bili mnogo kratkorocniji nego što je to bilo ko želeo da prizna!)
MATCH@E:(Nevertheless, plans were considerably shorter-termed than anybody cared to admit.===>Ipak, planovi su bili mnogo kratkoročniji nego što je to bilo ko želeo da prizna!)
MATCH@M:(The prime attention was paid to the year to come, since the first year of the long-term plan was at the same time strictly budgeted.===>Prevashodna pažnja je bila usmerena na nastupajucu godinu, s obzirom da je prva godina dugorocnog plana bila istovremeno striktno budžetirana.)
MATCH@E:(The prime attention was paid to the year to come, since the first year of the long-term plan was at the same time strictly budgeted.===>Prevashodna pažnja je bila usmerena na nastupajuću godinu, s obzirom da je prva godina dugoročnog plana bila istovremeno striktno budžetirana.)
MATCH@M:(Besides, performance measuring in the first year was a basis for the majority of awards and recognition for the management.===>Osim toga, merenje rezultata u prvoj godini, bio je osnov za vecinu nagrada i priznanja menadžmenta.)
MATCH@E:(Besides, per formance measuring in the first year was a basis for the majority of awards and recognition for the management.===>Osim toga, merenje rezultata u prvoj godini, bio je osnov za većinu nagrada i priznanja menadžmenta.)
MATCH@M:(Later, everything is much easier and deviations from the plan could be justified by numerous reasons.===>Kasnije sve postaje lakše i odstupanja od plana se mogu pravdati brojnim razlozima.)
MATCH@E:(Later, everything is much easier and deviations from the plan could be justified by numerous reasons.===>Kasnije sve postaje lakše i odstupanja od plana se mogu pravdati brojnim razlozima.)
MATCH@M:(Massive weaknesses of this business planning system brought forth the development and implementation of a new concept - strategic planning.===>Brojni nedostaci ovog sistema poslovnog planiranja, ubrzo su uticali na razvoj i implementaciju novog koncepta - strategijskog planiranja.)
MATCH@E:(Massive weaknesses of this business planning system brought forth the development and implementation of a new concept strategic planning.===>Brojni nedostaci ovog sistema poslovnog planiranja, ubrzo su uticali na razvoj i implementaciju novog koncepta - strategijskog planiranja.)
MATCH@M:(The long-term planning based on long procedures and on the assumption that the future will be only a continuation of the past trends was one of the first “victims“ of dicontinuity in the development, characteristic of the mid-1970s.===>Dugorocno planiranje bazirano na dugim procedurama i pretpostavci da ce buducnost predstavljati nastavak trendova iz prošlosti, bilo je jedno od prvih “žrtava” pojave diskontinuiteta u razvoju, koje je karakterisalo sredinu sedamdesetih godina.)
MATCH@E:(The long-term planning based on long procedures and on the assumption that the future will be only a continuation of the past trends was one of the first victims of dicontinuity in the development, characteristic of the mid-1970s.===>Dugoročno planiranje bazirano na dugim procedurama i pretpostavci da će budućnost predstavljati nastavak trendova iz prošlosti, bilo je jedno od prvih žrtava pojave diskontinuiteta u razvoju, koje je karakterisalo sredinu sedamdesetih godina.)
MATCH@M:(First the petroleum shocks, then changes in the raw material prices, the shortages of certain materials, fierce inflation and recession and the rise of interest rates are only some of the phenomena characteristic of the environment in that period.===>Najpre naftni šokovi, zatim promene cena sirovina, nedostatak pojedinih materijala, te bujanje inflacije i recesija, kao i rast kamatnih stopa su samo neki od fenomena koji su karakterisali okruženje u ovom periodu.)
MATCH@E:(First the petroleum shocks, then changes in the raw material prices, the shortages of certain materials, fierce inflation and recession and the rise of interest rates are only some of the phenomena characteristic of the environment in that period.===>Najpre naftni šokovi, zatim promene cena sirovina, nedostatak pojedinih materijala, te bujanje inflacije i recesija, kao i rast kamatnih stopa su samo neki od fenomena koji su karakterisali okruženje u ovom periodu.)
MATCH@M:(In response, and for the purpose of adapting to newly emerged conditions of business, the business planning system underwent certain changes the focus of which was shifted from growth management to a centralized resource management.===>Kao odgovor, a u cilju prilagodavanja novonastalim uslovima privredivanja, došlo je do promena u sistemu poslovnog planiranja, ciji je fokus pomeren sa upravljanja rastom na centralizovano upravljanje resursima.)
MATCH@E:(In response, and for the purpose of adapting to newly emerged conditions of business, the business planning system underwent certain changes the focus of which was shifted from growth management to a centralized resource management.===>Kao odgovor, a u cilju prilagođavanja novonastalim uslovima privređivanja, došlo je do promena u sistemu poslovnog planiranja, čiji je fokus pomeren sa upravljanja rastom na centralizovano upravljanje resursima.)
MATCH@M:(In this context, the focus of activities was on: the analysis of the existing business and, primarilly, market situation and the assessment of competition (through a precise identification and assessment of opportunities and threats from the environment, and the assessment of strengths and weaknesses of the company as well as its comparative advantages in comparison with the competition), the generation, discussion and assessment of numerous strategic options, devising strategic market plans and setting the tasks for individual SBJs, and not in a uniform way as was the case in the long-term planning system.===>U tom kontekstu, težište aktivnosti bilo je na: analizi postojece poslovne, a pre svega tržišne situacije i oceni konkurencije (kroz preciznu identifikaciju i ocenu šansi i pretnji iz okruženja, te ocenu snaga i slabosti kompanija, kao i komparativnih prednosti u odnosu na konkurenciju), te generisanju, razmatranju i oceni brojnih strategijskih opcija, zatim izradi strategijskih tržišnih planova i utvrdivanju zadataka pojedinih SBJ i to ne na unificiran nacin, kao što je to bio slucaj u sistemu dugorocnog planiranja.)
MATCH@E:(In this context, the focus of activities was on: the analysis of the existing business and, primarilly, market situation and the assessment of competition (through a precise identification and assessment of opportunities and threats from the environment, and the assessment of strengths and weaknesses of the company as well as its comparative advantages in comparison with the competition), the generation, discussion and assessment of numerous strategic options, devising strategic market plans and setting the tasks for individual SBJs, and not in a uniform way as was the case in the long-term planning system Š10Ë.===>U tom kontekstu, težište aktivnosti bilo je na: analizi postojeće poslovne, a pre svega tržišne situacije i oceni konkurencije (kroz preciznu identifikaciju i ocenu šansi i pretnji iz okruženja, te ocenu snaga i slabosti kompanija, kao i komparativnih prednosti u odnosu na konkurenciju), te generisanju, razmatranju i oceni brojnih strategijskih opcija, zatim izradi strategijskih tržišnih planova i utvrđivanju zadataka pojedinih SBJ i to ne na unificiran način, kao što je to bio slučaj u sistemu dugoročnog planiranja Š10Ë.)
MATCH@M:(The last, fourth phase in the evolution of the developmental planning system is strategic management meant to overcome certain weaknesses, i.e., improve the strengths of the preceding planning concept.===>Poslednju, cetvrtu fazu, u evoluciji sistema razvojnog planiranja predstavlja strategijsko upravljanje, kojim se pokušavaju da prevladaju odredene slabosti, odnosno pojacaju prednosti prethodnog koncepta planiranja.)
MATCH@E:(The last, fourth phase in the evolution of the developmental planning system is strategic management meant to overcome certain weaknesses, i.e., improve the strengths of the preceding planning concept.===>Poslednju, četvrtu fazu, u evoluciji sistema razvojnog planiranja predstavlja strategijsko upravljanje, kojim se pokušavaju da prevladaju određene slabosti, odnosno pojačaju prednosti prethodnog koncepta planiranja.)
MATCH@M:(The emergence of strategic manageent is dated in the 1980s when the environmental challenges increased.===>Nastajanje strategijskog upravljanja se uglavnom vezuje za osamdesete godine u kojima su izazovi okruženja postali još veci.)
MATCH@E:(The emergence of strategic manageent is dated in the 1980s when the environmental challenges increased Š2Ë.===>Nastajanje strategijskog upravljanja se uglavnom vezuje za osamdesete godine u kojima su izazovi okruženja postali još veći Š2Ë.)
MATCH@M:(In the first place, in the conditions of “slow“ economic growth manifested in this period, the pressures of competition has become heavier.===>U prvom redu, u uslovima “sporog” ekonomskog rasta koji se manifestuje u ovom razdoblju, pritisci konkurencije postaju izraženiji.)
MATCH@E:(In the first place, in the conditions of slow economic growth manifested in this period, the pressures of competition has become heavier.===>U prvom redu, u uslovima sporog ekonomskog rasta koji se manifestuje u ovom razdoblju, pritisci konkurencije postaju izraženiji.)
MATCH@M:(Simultaneously, technological progress, market globalization, deregulation in external economic relations, reduced role of the state, high energy costs, changes in demographic factors and numerous other factors have become new challenges.===>U isto vreme, tehnološki napredak, globalizacija tržišta, deregulacija u ekonomskim odnosima sa inostranstvom, smanjena uloga države, visoki troškovi energije, promene demografskih faktora i brojni drugi faktori predstavljaju nove izazove.)
MATCH@E:(Simultaneously, technological progress, market globalization, deregulation in external economic relations, reduced role of the state, high energy costs, changes in demographic factors and numerous other factors have become new challenges.===>U isto vreme, tehnološki napredak, globalizacija tržišta, deregulacija u ekonomskim odnosima sa inostranstvom, smanjena uloga države, visoki troškovi energije, promene demografskih faktora i brojni drugi faktori predstavljaju nove izazove.)
MATCH@M:(All these result into a fierce and complex competition, where achieving and maintaining competitive advantages becomes really hard to accomplish.===>Kao rezultat svega toga, konkurentska borba postaje izuzetno oštra i kompleksna, a ostvarivanje ili održanje konkurentske prednosti veoma teško.)
MATCH@E:(All these result into a fierce and complex competition, where achieving and maintaining competitive advantages becomes really hard to accomplish.===>Kao rezultat svega toga, konkurentska borba postaje izuzetno oštra i kompleksna, a ostvarivanje ili održanje konkurentske prednosti veoma teško.)
MATCH@M:(In order to overcome the perceived weaknesses and face the increasing challenge, the planning system evolved towards focusing upon finding competitive advantages.===>U cilju prevazilaženja uocenih slabosti i suocavanja sa sve vecim izazovima, sistem planiranja je evoluirao u pravcu fokusiranja procesa planiranja prema pronalaženju konkurentskih prednosti.)
MATCH@E:(In order to overcome the perceived weaknesses and face the increasing challenge, the planning system evolved towards focusing upon finding competitive advantages.===>U cilju prevazilaženja uočenih slabosti i suočavanja sa sve većim izazovima, sistem planiranja je evoluirao u pravcu fokusiranja procesa planiranja prema pronalaženju konkurentskih prednosti.)
MATCH@M:(This primarily means recongizing the changes in the key factors of business success, in the needs of individual market segments, in competition strategies and finally, in the managers’ demands.===>To, u prvom redu, podrazumeva sagledavanje promena u kljucnim faktorima poslovnog uspeha, potrebama pojedinih tržišnih segmenata, strategijama konkurencije, te u za-htevima menadžera.)
MATCH@E:(This primarily means recongizing the changes in the key factors of business success, in the needs of in dividual market segments, in competition strategies and finally, in the managers demands.===>To, u prvom redu, podrazumeva sagledavanje promena u ključnim faktorima poslovnog uspeha, potrebama pojedinih tržišnih segmenata, strategijama konkurencije, te u zahtevima menadžera.)
MATCH@M:(Certain authors, Ansoff in the first place, highlight the importance of strategic position management and competence planning, that is added to strategic planning.===>Pojedini autori, a najpre I. Ansoff ukazuju na znacaj upravljanja strategijskom pozicijom i planiranje sposobnosti, koje se “dodaje” strategijskom planiranju.)
MATCH@E:(Certain authors, Ansoff Š1Ë in the first place, highlight the importance of strategic position management and competence planning, that is added to strategic planning.===>Pojedini autori, a najpre I. Ansoff Š1Ë ukazuju na značaj upravljanja strategijskom pozicijom i planiranje sposobnosti, koje se dodaje strategijskom planiranju.)
MATCH@M:(With the change in the turbulent level, it is necessary that new competencies of the company be planned.===>Sa promenom turbulentnog nivoa, potrebno je planirati nove sposobnosti preduzeca.)
MATCH@E:(With the change in the turbulent level, it is necessary that new competencies of the company be planned.===>Sa promenom turbulentnog nivoa, potrebno je planirati nove sposobnosti preduzeća.)
MATCH@M:(It is in this context that the importance of strategic issues management (i.e., the timely response to an identified problem, independently of the regular strategic planning cycle) is stressed, together with the management via weak signals or management on the basis of „surprise“.===>U tom kontekstu se takode ukazuje na znacaj upravljanja strategijskim pitanjima (tj. pravovremenog reagovanja na uoceni problem, nezavisno od redovnog ciklusa strategijskog planiranja), zatim na upravljanje putem slabih signala ili upravljanja na bazi “iznenadenja”.)
MATCH@E:(It is in this context that the importance of strategic issues management (i.e., the timely response to an identified problem, independently of the regular strategic planning cycle) is stressed, together with the management via weak signals or management on the basis of surprise Š16Ë.===>U tom kontekstu se takođe ukazuje na značaj upravljanja strategijskim pitanjima (tj. pravovremenog reagovanja na uočeni problem, nezavisno od redovnog ciklusa strategijskog planiranja), zatim na upravljanje putem slabih signala ili upravljanja na bazi iznenađenja Š16Ë .)
MATCH@M:(The essence of strategic management is in fact the perception of effects of different present decisions in the light of their possible and likely consequences in the future.===>Suštinu strategijskog upravljanja u osnovi cini sagledavanje efekata razlicitih sadašnjih odluka u svetlu njihovih mogucih i verovatnih reperkusija u buducnosti.)
MATCH@E:(The essence of strategic management is in fact the perception of effects of different present decisions in the light of their possible and likely consequences in the future.===>Suštinu strategijskog upravljanja u osnovi čini sagledavanje efekata različitih sadašnjih odluka u svetlu njihovih mogućih i verovatnih reperkusija u budućnosti.)
MATCH@M:(It includes avoiding identified dangers and orientation towards exploiting the existing strengths and competences of the company.===>To obuhvata izbegavanje uocenih opasnosti i usmeren-je ka korišcenju postojecih mogucnosti i sposobnosti preduzeca.)
MATCH@E:(It includes avoiding identified dangers and orientation towards exploiting the existing strengths and competences of the company.===>To obuhvata izbegavanje uočenih opasnosti i usmerenje ka korišćenju postojećih mogućnosti i sposobnosti preduzeća.)
MATCH@M:(Naturally, this does not imply that strategic management is only a method of risk avoiding or minimizing.===>Naravno, to ne znaci da je strategijsko upravljanje nacin izbegavanja ili minimiziranja rizika.)
MATCH@E:(Naturally, this does not imply that strategic management is only a method of risk avoiding or minimizing.===>Naravno, to ne znači da je strategijsko upravljanje način izbegavanja ili minimiziranja rizika.)
MATCH@M:(On the contrary, it includes risk acceptance.===>Naprotiv, ono ukljucuje prihvatanje rizika.)
MATCH@E:(On the contrary, it includes risk acceptance.===>Naprotiv, ono uključuje prihvatanje rizika.)
MATCH@M:(This system of planning tends to allow for making decisions which will in turn provide an adequate response to “unpredictable“ future, on the basis of the best information available at the moment.===>Pri tome se kroz ovaj sistem planiranja teži da se na osnovu najboljih trenutno raspoloživih informacija, donesu odluke koje sada treba da obezbede adekvatni odgovor na “nepredvidljivu” buducnost.)
MATCH@E:(This system of planning tends to allow for making decisions which will in turn provide an adequate response to unpredictable future, on the basis of the best information available at the moment.===>Pri tome se kroz ovaj sistem planiranja teži da se na osnovu najboljih trenutno raspoloživih informacija, donesu odluke koje sada treba da obezbede adekvatni odgovor na nepredvidljivu budućnost.)
MATCH@M:(Having in mind that the plan implementation is the competence of operations managers, the planning process itself has to develop via a combination of „top-down“ and „bot-tom operations level-up“ approaches, so that a full understanding of agreed plans and a motivation of operations managers for their execution are ensured.===>Imajuci u vidu da je implementacija planova u ingerenciji menadžera na operativnom nivou, sam proces planiranja mora se odvijati kroz kombinaciju pristupa od “vrha nadole” i “od najnižih operativnih nivoa ka vrhu”, kako bi se obezbedilo puno razumevanje utvrdenih planova i motivacija operativnih menadžera za njegovo izvršenje.)
MATCH@E:(Having in mind that the plan implementation is the competence of operations managers, the planning process itself has to develop via a combination of top-down and bottom operations level-up approaches, so that a full understanding of agreed plans and a motivation of operations managers for their execution are ensured.===>Imajući u vidu da je implementacija planova u ingerenciji menadžera na operativnom nivou, sam proces planiranja mora se odvijati kroz kombinaciju pristupa od vrha nadole i od najnižih operativnih nivoa ka vrhu, kako bi se obezbedilo puno razumevanje utvrđenih planova i motivacija operativnih menadžera za njegovo izvršenje.)
MATCH@M:(Basically, strategic planning here is closely related to the current business operationsand orchestration of all the activities in the scope of strategic frameworks set on the company level.===>U osnovi rec je o tesnom povezivanju strategijskog planiranja sa tekucim poslovanjem i orkestraciji svih aktivnosti u sklopu strateških okvira utvrdenih na nivou preduzeca.)
MATCH@E:(Basically, strategic planning here is closely related to the current business operationsand orchestration of all the activities in the scope of strategic frameworks set on the company level.===>U osnovi reč je o tesnom povezivanju strategijskog planiranja sa tekućim poslovanjem i orkestraciji svih aktivnosti u sklopu strateških okvira utvrđenih na nivou preduzeća. 3.)
MATCH@M:(The crisis present in certain world financial markets culminated in the first half of 2008, when the largest and most important exchange markets collapsed and almost all inter-bank short-term crediting ceased.===>Kriza, koja se ispoljavala na pojedinim svetskim finan-sijskim tržišta, kulminirala je u prvoj polovini oktobra 2008. godine, kada je došlo do kraha na najvecim berzama i gotovo potpune obustave medubankarskog kratkorocnog kreditiranja.)
MATCH@E:(3. ~~~ Effects of world financial crisis upon business planning and business operations concept The crisis present in certain world financial markets culminated in the first half of 2008, when the largest and most important exchange markets collapsed and almost all inter-bank short-term crediting ceased.===>Uticaj svetske finansijske krize na koncept poslovnog planiranja i poslovanja Kriza, koja se ispoljavala na pojedinim svetskim finansijskim tržišta, kulminirala je u prvoj polovini oktobra 2008. godine, kada je došlo do kraha na najvećim berzama i gotovo potpune obustave međubankarskog kratkoročnog kreditiranja.)
MATCH@M:(The financial markets were dominated by lack of trust, in many cases even by panic.===>Finansijskim tržištima zavladalo je nepoverenje, a u mnogim slucajevima i panika.)
MATCH@E:(The financial markets were dominated by lack of trust, in many cases even by panic.===>Finansijskim tržištima zavladalo je nepoverenje, a u mnogim slučajevima i panika.)
MATCH@M:(Evaluations differ, however, it appears that the major causes of the crisis lie in the collapse of real estate market in the USA where it was not possible for the creditors to get their money back.===>Mada postoje razlicite ocene, cini se da osnovni uzroci krize leže u krahu tržišta nekretnina u SAD i nemogucnosti kreditora da naplate svoja potraživanja.)
MATCH@E:(Evaluations differ, however, it appears that the major causes of the crisis lie in the collapse of real estate market in the USA where it was not possible for the creditors to get their money back.===>Mada postoje različite ocene, čini se da osnovni uzroci krize leže u krahu tržišta nekretnina u SAD i nemogućnosti kreditora da naplate svoja potraživanja.)
MATCH@M:(The spread of the crisis was especially intensified by an entirely liberated USA financial market in which the trade in the so-called financial derivatives (performed by banks, investment funds, hypothecary and insurance companies and similar financial institutions) was not regulated in an adequate manner.===>Narastanju krize, doprinelo je potpuno liberalizovano finansijsko tržište SAD, u kome je trgovina tzv. finansijskim derivatima (od strane banaka, investicionih fondova, hipotekarnih i osiguravajucih društava i slicnih fi-nansijskih institucija) nije bila adekvatno regulisana.)
MATCH@E:(The spread of the crisis was especially intensified by an entirely liberated USA financial market in which the trade in the socalled financial derivatives (performed by banks, investment funds, hypothecary and insurance companies and similar financial institutions) was not regulated in an adequate manner.===>Narastanju krize, doprinelo je potpuno liberalizovano finansijsko tržište SAD, u kome je trgovina tzv. finansijskim derivatima (od strane banaka, investicionih fondova, hipotekarnih i osiguravajućih društava i sličnih finansijskih institucija) nije bila adekvatno regulisana.)
MATCH@M:(The negative effects of the crisis in the USA promptly spread to other financial markets throughout the world as well as to the economies of leading countries.===>Negativni efekti krize u SAD vrlo brzo su se proširili na ostala finansijska tržišta u svetu i ekonomije vodecih zemalja.)
MATCH@E:(The negative effects of the crisis in the USA promptly spread to other financial markets throughout the world as well as to the economies of leading countries.===>Negativni efekti krize u SAD vrlo brzo su se proširili na ostala finansijska tržišta u svetu i ekonomije vodećih zemalja.)
MATCH@M:(This resulted in the bankruptcy of many a respectable financial institution and banks, or in their recapitalization by the state sector.===>To je dovelo do stecaja mnogih uglednih fi-nansijskih institucija i banaka i/ili njihove dokapital-izacije od strane državnog sektora.)
MATCH@E:(This resulted in the bankruptcy of many a respectable financial institution and banks, or in their recapitalization by the state sector.===>To je dovelo do stečaja mnogih uglednih finansijskih institucija i banaka i/ili njihove dokapitalizacije od strane državnog sektora.)
MATCH@M:(In almost no time, the consequences of the global financial crisis spread to the real sector and were reflected primarily in the fall of the effective current demand for a large number of products and services.===>Posledice svetske finansijske krize su se vrlo brzo prelile u realni sektor, a ispoljile su se prevashodno kroz smanjene efektivne tekuce tražnje za velikim brojem proizvoda i usluga.)
MATCH@E:(In almost no time, the consequences of the global financial crisis spread to the real sector and were reflected primarily in the fall of the effective current demand for a large number of products and services.===>Posledice svetske finansijske krize su se vrlo brzo prelile u realni sektor, a ispoljile su se prevashodno kroz smanjene efektivne tekuće tražnje za velikim brojem proizvoda i usluga.)
MATCH@M:(The result of these negative trends in the financial and real sectors was that the economies of practically all the leading world economies have consequently suffered recession.===>Usled toga, kao posledica negativnih kretanja u finan-sijskom i realnom sektoru ekonomije, prakticno svih vodecih privreda sveta, ušle su u recesiju.)
MATCH@E:(The result of these negative trends in the financial and real sectors was that the economies of practically all the leading world economies have consequently suffered recession.===>Usled toga, kao posledica negativnih kretanja u finansijskom i realnom sektoru ekonomije, praktično svih vodećih privreda sveta, ušle su u recesiju.)
MATCH@M:(Towards the end of 2008, the consequences of this crisis were present worldwide and were felt by actually all the players on financial markets, by the economies and finally, by citizens and employees.===>Krajem 2008. godine, posledice ove krize su prisutne širom sveta i njih osecaju, prakticno svi ucesnici na finansijskim tržištima, te privreda, kao i gradani i zaposleni.)
MATCH@E:(Towards the end of 2008, the consequences of this crisis were present worldwide and were felt by actually all the players on financial markets, by the economies and finally, by citizens and employees.===>Krajem 2008. godine, posledice ove krize su prisutne širom sveta i njih osećaju, praktično svi učesnici na finansijskim tržištima, te privreda, kao i građani i zaposleni.)
MATCH@M:(Hence the governments of many countries undertook various measures to exit the crisis, and the state intervention in the finance sector became evident again, after many years, even in the USA where the concept of neoliberalism and abandoning the role of the state in economy were for years axiomatic in the economic policy implementation.===>Stoga su vlade mnogih zemalja preduzele razlicite mere za savladivanje krize, a državna intervencija u oblasti finansija ponovo je, nakon mnogo godina postala vidno prisutna, cak i u SAD, u kojoj su koncept neoliberalizma i odbacivanja uloge države u oblasti privrede, bili aksiomi dugi niz godina vodenja ekonomske politike.)
MATCH@E:(Hence the governments of many countries undertook various measures to exit the crisis, and the state intervention in the finance sector became evident again, after many years, even in the USA where the concept of neoliberalism and abandoning the role of the state in economy were for years axiomatic in the economic policy implementation.===>Stoga su vlade mnogih zemalja preduzele različite mere za savlađivanje krize, a državna intervencija u oblasti finansija ponovo je, nakon mnogo godina postala vidno prisutna, čak i u SAD, u kojoj su koncept neoliberalizma i odbacivanja uloge države u oblasti privrede, bili aksiomi dugi niz godina vođenja ekonomske politike.)
MATCH@M:(At the beginning of 2009, the negative effects of the global economic crisis spread to the economy and finances of Serbia, too.===>Pocetkom 2009. godine negativni efekti svetske ekonomske krize “prelili” su se i na ekonomiju i finan-sije Srbije.)
MATCH@E:(At the beginning of 2009, the negative effects of the global economic crisis spread to the economy and finances of Serbia, too.===>Početkom 2009. godine negativni efekti svetske ekonomske krize prelili su se i na ekonomiju i finansije Srbije.)
MATCH@M:(They are primarily reflected in the export-oriented production, financial market trends and budget revenues.===>Oni se ispoljavaju prevashodno na izvozno orijentisanu proizvodnju, kretanja na finansijskim tržištima, te na ostvarivanje prihoda budžeta.)
MATCH@E:(They are primarily reflected in the export-oriented production, financial market trends and budget revenues.===>Oni se ispoljavaju prevashodno na izvozno orijentisanu proizvodnju, kretanja na finansijskim tržištima, te na ostvarivanje prihoda budžeta.)
MATCH@M:(Over time, the negative effects of the global financial crises have increased and strongly affected the ovarall economic trends and the business operations of the Serbian companies.===>Kako vreme prolazi, tako negativni efekti svetske finansi-jske postaju sve veci i snažno uticu na ukupna privredna kretanja i poslovanje preduzeca Srbije.)
MATCH@E:(Over time, the negative effects of the global financial crises have increased and strongly affected the ovarall economic trends and the business operations of the Serbian companies.===>Kako vreme prolazi, tako negativni efekti svetske finansi jske postaju sve veći i snažno utiču na ukupna privredna kretanja i poslovanje preduzeća Srbije.)
MATCH@M:(A large number of companies encounter the placement crisis, insolvency, problems in debt repayment, and the cases of dis-countinuing production and massive redundancies are no longer rare.===>Mnoga preduzeca se susrecu sa krizom plasmana, nelikvidnošcu, problemima u otplati dugova, a sve cešci su slucajevi obustavljanja proizvodnje i otpuštanja zaposlenih.)
MATCH@E:(A large number of companies encounter the placement crisis, insolvency, problems in debt repayment, and the cases of discountinuing production and massive redundancies are no longer rare.===>Mnoga preduzeća se susreću sa krizom plasmana, nelikvidnošću, problemima u otplati dugova, a sve češći su slučajevi obustavljanja proizvodnje i otpuštanja zaposlenih.)
MATCH@M:(After the recession that was evident from the end of 2008 and over the entire 2009, the Serbian economy records a slight recovery and the first signs of exiting crisis, nevertheless, the situation is still far from desired.===>I mada privreda Srbije u 2010. godini, nakon recesije koja se ispoljavala od kraja 2008. i tokom cele 2009. godine, pocinje da beleži blagi oporavak i prve znake izlaska iz recesije, situacija je daleko od povoljne.)
MATCH@E:(Source: RSO KC 10.29.12.10 After the recession that was evident from the end of 2008 and over the entire 2009, the Serbian economy records a slight recovery and the first signs of exiting crisis, nevertheless, the situation is still far from desired.===>Izvor: ~~~ Podaci RZS KC 10 29.12. ~~~ I mada privreda Srbije u 2010. godini, nakon recesije koja se ispoljavala od kraja 2008. i tokom cele 2009. godine, počinje da beleži blagi oporavak i prve znake izlaska iz recesije, situacija je daleko od povoljne.)
MATCH@M:(The indicators of basic economic trends in Serbia in the 2008-2010 period are presented in Table 1.===>Pokazatelji osnovnih privrednih kretanja u Srbiji u periodu 2008-2010. godine prikazani su u Tabeli 1.)
MATCH@E:(The indicators of basic economic trends in Serbia in the 2008-2010 period are presented in Table 1.===>Pokazatelji osnovnih privrednih kretanja u Srbiji u periodu 2008-2010. godine prikazani su u Tabeli 1.)
MATCH@M:(The level of domestic demand is still rather low, which with the problems of insolvency and of an exceptionally long period of receivable collection limits the chances for a more successful business of a large number of econim-ic entities.===>Nivo domace tražnje je još uvek nizak, što uz prisutnu nelikvidnost i iznimno dug period naplate potraživanja limitira mogucnosti uspešnijeg poslovanja znacajnog broja privrednih subjekata.)
MATCH@E:(The level of domestic demand is still rather low, which with the problems of insolvency and of an exceptionally long period of receivable collection limits the chances for a more successful business of a large number of econimic entities.===>Nivo domaće tražnje je još uvek nizak, što uz prisutnu nelikvidnost i iznimno dug period naplate potraživanja limitira mogućnosti uspešnijeg poslovanja značajnog broja privrednih subjekata.)
MATCH@M:(Simultaneously, the trends on the labour market are still unfavourable and no visible positive trends have been observed so far.===>Istovremeno, kretanja na tržištu rada su još uvek nepovoljna i za sada ne uocavaju vidniji pozitivni pomaci.)
MATCH@E:(Simultaneously, the trends on the labour market are still unfavourable and no visible positive trends have been observed so far.===>Istovremeno, kretanja na tržištu rada su još uvek nepovoljna i za sada ne uočavaju vidniji pozitivni pomaci.)
MATCH@M:(The existing global economic crisis brought forth the implementation of the concept of intensive change in a company’s business planning and business operations, in resposne to environmental shocks.===>Postojeca svetska finansijska kriza aktualizirala je pri-menu koncepta intenzivnih promena u poslovnom planiranju i poslovanju preduzeca, kao odgovor na šokove iz okruženja.)
MATCH@E:(The existing global economic crisis brought forth the implementation of the concept of intensive change in a companys business planning and business operations, in resposne to environmental shocks.===>Postojeća svetska finansijska kriza aktualizirala je primenu koncepta intenzivnih promena u poslovnom planiranju i poslovanju preduzeća, kao odgovor na šokove iz okruženja.)
MATCH@M:(Business planning, based on the concept of gradual and incremental transformations gave way to the concept of radical change in which the appeals for intensive restructuring processes are dominant.===>Poslovno planiranje, zasnovano na konceptu gradualnih i inkrementalnih transformacija je prepustio mesto konceptu radikalnih promena, u kome središnje mesto zauzimaju zalaganja za “intenzivne” procese restrukturiranja.)
MATCH@E:(Business planning, based on the concept of gradual and incremental transformations gave way to the concept of radical change in which the appeals for intensive restructuring processes are dominant.===>Poslovno planiranje, zasnovano na konceptu gradualnih i inkrementalnih transformacija je prepustio mesto konceptu radikalnih promena, u kome središnje mesto zauzimaju zalaganja za intenzivne procese restrukturiranja.)
MATCH@M:(Restructuring processes meant to bring a crucial change of the entire “anatomy“ and “physiology“ of the company in a rather short period proved to be extremely painful.===>Veoma su izraženi procesi restrukturiranja kroz koje se, u relativno kratkom roku, pokušava izvršiti korenita promena celokupne “anatomije i fiziologije” preduzeca.)
MATCH@E:(Restructuring processes meant to bring a crucial change of the entire anatomy and physiology of the company in a rather short period proved to be extremely painful.===>Veoma su izraženi procesi restrukturiranja kroz koje se, u relativno kratkom roku, pokušava izvršiti korenita promena celokupne anatomije i fiziologije preduzeća.)
MATCH@M:(Namely, in the modern conditions of changed business environment, numerous turbulent changes and discontinuities, change in customers’ habits, fierce competition, etc., a radical move is necessary to change the so far prevailing method of company establishment and operations.===>Naime, u savremenim uslovima promenjenog eksternog okruženja, brojnih turbulentnih promena i diskontinuiteta, promena u navikama potrošaca, oštre konkurencije i sl., neophodno izvršiti radikalan “rez” u pogledu dosadašnjeg nacina konstituisanja i funkcionisanja preduzeca.)
MATCH@E:(Namely, in the modern conditions of changed business environment, numerous turbulent changes and discontinuities, change in customers habits, fierce competition, etc., a radical move is necessary to change the so far prevailing method of company establishment and operations.===>Naime, u savremenim uslovima promenjenog eksternog okruženja, brojnih turbulentnih promena i diskontinuiteta, promena u navikama potrošača, oštre konkurencije i sl., neophodno izvršiti radikalan rez u pogledu dosadašnjeg načina konstituisanja i funkcionisanja preduzeća.)
MATCH@M:(A significantly large number of companies have tried to resolve problems through organizational change (primarily through the employee number rationalization) and through financial restructuring.===>Znacajan broj preduzeca pokušao je da savlada teškoce kroz organizacione promene (prevashodno kroz racionalizaciju broja zaposlenih) i finansijsko restrukturiranje.)
MATCH@E:(A significantly large number of companies have tried to resolve problems through organizational change (pri marily through the employee number rationalization) and through financial restructuring.===>Značajan broj preduzeća pokušao je da savlada teškoće kroz organizacione promene (prevashodno kroz racionalizaciju broja zaposlenih) i finansijsko re strukturiranje.)
MATCH@M:(Unfortunately, the steps towards offensive changes in the strategy of the company in which the market restructuring processes are to occupy a central position, are largely missing.===>Nažalost, napori ka ofanzivnijim prom-enama izmene strategije preduzeca, u kome procesi tržišnog restrukturiranja treba da zauzmu jedno od središnjih mesta, su u velikoj meri, izostali.)
MATCH@E:(Unfortunately, the steps towards offensive changes in the strategy of the company in which the market restructuring processes are to occupy a central position, are largely missing. ~~~ 4.===>Nažalost, napori ka ofanzivnijim promenama izmene strategije preduzeća, u kome procesi tržišnog restrukturiranja treba da zauzmu jedno od središnjih mesta, su u velikoj meri, izostali. 4.)
MATCH@M:(One of the evident effects of the global world devastation is an intensive degradation of business in numerous national companies that were forced to reduce placement of their products (services) and even withdraw from numerous world markets, often reducing their production to only 40-50% of capacities installed.===>Jedan od vidljivijih efekata globalne svetske devastacije je intenzivna degradacija poslovanja brojnih domacih preduzeca, koja su bila prinudena da smanje plasman svojih proizvoda (usluga), pa cak da se povuku sa brojnih svetskih tržišta, svodeci svoju proizvodnju ne retko na svega 40-50% instaliranih kapaciteta.)
MATCH@E:(Market restructuring as response to new challenges One of the evident effects of the global world devastation is an intensive degradation of business in numerous national companies that were forced to reduce placement of their products (services) and even withdraw from numerous world markets, often reducing their production to only 40-50% of capacities installed.===>Tržišno restrukturiranje kao odgovor na nove izazove Jedan od vidljivijih efekata globalne svetske devastacije je intenzivna degradacija poslovanja brojnih domaćih preduzeća, koja su bila prinuđena da smanje plasman svojih proizvoda (usluga), pa čak da se povuku sa brojnih svetskih tržišta, svodeći svoju proizvodnju ne retko na svega 40-50% instaliranih kapaciteta.)
MATCH@M:(All this has had negative effects upon the overall economic trends in Serbia, especially in 2009 and even in 2010.===>Sve to je imalo negativne posledice na ukupna privredna kretanja u Srbiji, narocito u 2009. pa i 2010. godini.)
MATCH@E:(All this has had negative effects upon the overall economic trends in Serbia, especially in 2009 and even in 2010.===>Sve to je imalo negativne posledice na ukupna privredna kretanja u Srbiji, naročito u 2009. pa i 2010. godini.)
MATCH@M:(The global economic crisis has had a dramatic effect upon the Serbian economy.===>Globalna ekonomska kriza je znacajno potresla privredu Srbije.)
MATCH@E:(The global economic crisis has had a dramatic effect upon the Serbian economy.===>Globalna ekonomska kriza je značajno potresla privredu Srbije.)
MATCH@M:(Following a succession of years of dynamic growth rates, based largely on consumption (instead on investments), a relatively high inflow of capital from privatization processes, and an ever increasing number of credits and growing indebtedness, the world crisis induced a fall in the economic activity, which in turn resulted in the rise in the already high unemployment rate.===>Nakon više godina dinamicnih stopa rasta, zasnovanih vecim delom na potrošnji (umesto na investicijama), relativno visokom prilivu kapitala po osnovu privatizacije, te snažnom porastu kredita i zaduživanja, svetska kriza je indukovala pad privredne aktivnosti, što je imalo za posledicu povecanje ionako velike nezaposlenosti.)
MATCH@E:(Following a succession of years of dynamic growth rates, based largely on consumption (instead on investments), a relatively high inflow of capital from privatization processes, and an ever increasing number of credits and growing indebtedness, the world crisis induced a fall in the economic activity, which in turn resulted in the rise in the already high unemployment rate.===>Nakon više godina dinamičnih stopa rasta, zasnovanih većim delom na potrošnji (umesto na investicijama), relativno visokom prilivu kapitala po osnovu privatizacije, te snažnom porastu kredita i zaduživanja, svetska kriza je indukovala pad privredne aktivnosti, što je imalo za posledicu povećanje ionako velike nezaposlenosti.)
MATCH@M:(The existing key econimic problems of Serbia are primarily found in the real sector of economy, in inadequate structural changes as well as in insufficient level of company restructuring and modernization of production capacities in the first decade of the 21st century.===>Postojeci kljucni ekonomski problemi Srbije leže prvenstveno u realnom sektoru privrede, u neadekvatnim strukturnim promenama i nedovoljnom restrukturiranju preduzeca i modernizaciji proizvodnih kapaciteta tokom prve decenije 21. veka.)
MATCH@E:(The existing key econimic problems of Serbia are primarily found in the real sector of economy, in inadequate structural changes as well as in insufficient level of company restructuring and modernization of production capacities in the first decade of the 21st century.===>Postojeći ključni ekonomski problemi Srbije leže prvenstveno u realnom sektoru privrede, u neadekvatnim strukturnim promenama i nedovoljnom restrukturiranju preduzeća i modernizaciji proizvodnih kapaciteta tokom prve decenije 21. veka.)
MATCH@M:(A specific problem is that the development of exchangeable goods was neglected during the period of intensive transition changes (after 2000).===>Poseban problem predstavlja cinjenica da je u periodu sprovodenja intenzivnih tranzicionih promena (nakon 2000. godine) razvoj razmenljivih proizvoda bio zanemaren.)
MATCH@E:(A specific problem is that the development of exchangeable goods was neglected during the period of intensive transition changes (after 2000).===>Poseban problem predstavlja činjenica da je u periodu sprovođenja intenzivnih tranzicionih promena (nakon 2000. godine) razvoj razmenljivih proizvoda bio zanemaren.)
MATCH@M:(A large number of real sector companies remained stuck in the production of their traditional, at best cosmetically innovated products that, viewed from the global market point of view, are technologicaly obsolete in numerous cases and incompatible with the changed market requirements, etc.===>Veliki deo preduzeca iz realnog sektora ostao je na proizvodnji svojih tradicionalnih, u najboljem slucaju “kozmeticki” inoviranih, proizvoda koji su, posmatrano sa svetskog stanovišta, u brojnim slucajevima tehnološki zastareli, neprilagodeni izmenjenim tržišnim zahtevima, i sl.)
MATCH@E:(A large number of real sector companies remained stuck in the production of their traditional, at best cosmetically innovated products that, viewed from the global market point of view, are technologicaly obsolete in numerous cases and incompatible with the changed market requirements, etc.===>Veliki deo preduzeća iz realnog sektora ostao je na proizvodnji svojih tradicionalnih, u najboljem slučaju kozmetički inoviranih, proizvoda koji su, posmatrano sa svetskog stanovišta, u brojnim slučajevima tehnološki zastareli, neprilagođeni izmenjenim tržišnim zahtevima, i sl.)
MATCH@M:(The structure of offer is such that it does not stand any chances even in “normal“ market conditions, and even less so in the conditions of exceptionally fierce marker relations that gradually, but inevitably, gain in importance in the cases of extreme market conditions.===>U pitanju je struktura ponude koja nema realne šanse za veci uspeh ni u „normalnim“ tržišnim uslovima, a narocito ne u uslovima izuzetno zaoštrenih tržišnih odnosa, koji postepeno, ali neminovno dobijaju na znacaju u slucajevima ekstremnih tržišnih okolnosti.)
MATCH@E:(The structure of offer is such that it does not stand any chances even in normal market conditions, and even less so in the conditions of exceptionally fierce marker relations that gradually, but inevitably, gain in importance in the cases of extreme market conditions.===>U pitanju je struktura ponude koja nema realne šanse za veći uspeh ni u normalnim tržišnim uslovima, a naročito ne u uslovima izuzetno zaoštrenih tržišnih odnosa, koji postepeno, ali neminovno dobijaju na značaju u slučajevima ekstremnih tržišnih okolnosti.)
MATCH@M:(According to the assessments of the European Bank for Restructuring and Development (EBRD) for Serbia at the end of 2020, the rate for the “company restructuring“ indicator remained on a low level of 2+ and is the same as in 2005, the evidence that there has been no progress in this field in the last five years.===>Prema oceni Evropske banke za obnovu i razvoj (EBRD) za Srbiju krajem 2010. godine, ocena indikatora “restrukturiranje preduzeca”, ostala je na niskom nivou od 2+ i potpuno ista kao i 2005. godine, što svedoci da u ovoj oblasti nije bilo napretka tokom poslednjih pet godina.)
MATCH@E:(According to the assessments of the European Bank for Restructuring and Development (EBRD) for Serbia at the end of 2020 Š6Ë, the rate for the company restructuring indicator remained on a low level of 2+ and is the same as in 2005, the evidence that there has been no progress in this field in the last five years.===>Prema oceni Evropske banke za obnovu i razvoj (EBRD) za Srbiju krajem 2010. godine Š6Ë, ocena indikatora restrukturiranje preduzeća, ostala je na niskom nivou od 2+ i potpuno ista kao i 2005. godine, što svedoči da u ovoj oblasti nije bilo napretka tokom poslednjih pet godina.)
MATCH@M:(A slow company restructuring is a major reason for a slow dynamics of industrial production and of a very limited change in the scope and structure of Serbian exports.===>Sporo restrukturiranje pre-duzeca glavni je razlog sporog dinamiziranja industrijske proizvodnje i vrlo ogranicenih promena obima i strukture izvoza Srbije.)
MATCH@E:(A slow company restructuring is a major reason for a slow dynamics of industrial production and of a very limited change in the scope and structure of Serbian exports.===>Sporo restrukturiranje preduzeća glavni je razlog sporog dinamiziranja industrijske proizvodnje i vrlo ograničenih promena obima i strukture izvoza Srbije.)
MATCH@M:(A potential solution can be a process of market restuctur-ing of companies, since the company in market economy has a value only on condition it has a share in the market and is capable of making profit in a given business environment.===>Potencijalno rešenje može predstavljati proces tržišnog restrukturiranja preduzeca, jer preduzece u tržišnoj privredi vredi samo ako ima tržište i u stanju da je, u datom poslovnom ambijentu, ostvaruje profit.)
MATCH@E:(A potential solution can be a process of market restucturing of companies, since the company in market economy has a value only on condition it has a share in the market and is capable of making profit in a given business environment.===>Potencijalno rešenje može predstavljati proces tržišnog restrukturiranja preduzeća, jer preduzeće u tržišnoj privredi vredi samo ako ima tržište i u stanju da je, u datom poslovnom ambijentu, ostvaruje profit.)
MATCH@M:(Hence it is desirable that new strategic leverage is ensured through market restructuring, i.e., that the improvements in the business portfolio, in the market structure and a combination of marketing tools be employed to improve the market position, i.e., the value of the company.===>Stoga je poželjno da se uz pomoc tržišnog restrukturiranja obezbedi novi strategijski leveridž, tj. da se kroz inovacije poslovnog portfolija, strukture ciljnih tržišta i kombinaciju instrumenata marketinga, poboljša tržišna pozicija, odnosno vrednost preduzeca.)
MATCH@E:(Hence it is desirable that new strategic leverage is ensured through market restructuring, i.e., that the improvements in the business portfolio, in the market structure and a combination of marketing tools be employed to improve the market position, i.e., the value of the company.===>Stoga je poželjno da se uz pomoć tržišnog restrukturiranja obezbedi novi strategijski leveridž, tj. da se kroz inovacije poslovnog portfolija, strukture ciljnih tržišta i kombinaciju instrumenata marketinga, poboljša tržišna pozicija, odnosno vrednost preduzeća.)
MATCH@M:(Consequently, market restructuring should be an indispensable component of a broader process of the company’s response to negative effects of the world financial crisis.===>Shodno tome, tržišno restrukturiranje mora biti sastavni, nezaobilazni deo šireg procesa odgovora preduzeca na negativne efekte svetske finansijske krize.)
MATCH@E:(Consequently, market restructuring should be an indispensable component of a broader process of the companys response to negative effects of the world financial crisis.===>Shodno tome, tržišno restrukturiranje mora biti sastavni, nezaobilazni deo šireg procesa odgovora preduzeća na negativne efekte svetske finansijske krize.)
MATCH@M:(In addition, in the process of implementing extensive structural changes in the comapny, market restructuring has to be a starting point.===>Pri tome, u sklopu procesa sprovodenja opsežnih strukturnih promena u preduzecu, tržišno restrukturiranje mora da zauzme polazišno mesto.)
MATCH@E:(In addition, in the process of implementing extensive structural changes in the comapny, market restructuring has to be a starting point.===>Pri tome, u sklopu procesa sprovođenja opsežnih strukturnih promena u preduzeću, tržišno restrukturiranje mora da zauzme polazišno mesto.)
MATCH@M:(Namely, the method of overcoming the problem and change implementation in the domain of market restructuring will largely precondition the flow of management, organizational, production and financial processes.===>Naime, od nacina prevazilaženja problema i sprovodenja promena u domenu tržišnog restrukturiranja u velikoj meri zavisi odvijanje procesa upravljackog organizacionog, proizvodnog i finansi-jskog restrukturiranja.)
MATCH@E:(Namely, the method of overcoming the problem and change implementation in the domain of market restructuring will largely precondition the flow of management, organizational, production and financial processes.===>Naime, od načina prevazilaženja problema i sprovođenja promena u domenu tržišnog restrukturiranja u velikoj meri zavisi odvijanje procesa upravljačkog organizacionog, proizvodnog i finansijskog restrukturiranja.)
MATCH@M:(Such an attitude is in the first place conditioned by the fact that the processes of market restructuring best mirror the role of marketing and set up marketing-based business operations.===>Ovakav stav u prvom redu opre-deljuje cinjenica da se kroz procese tržišnog restrukturiranja najneposrednije i najdirektnije ispoljava uloga marketinga i uspostavlja poslovanje zasnovano na marketing konceptu.)
MATCH@E:(Such an attitude is in the first place conditioned by the fact that the processes of market restructuring best mirror the role of marketing and set up marketing-based business operations.===>Ovakav stav u prvom redu opredeljuje činjenica da se kroz procese tržišnog restrukturiranja najneposrednije i najdirektnije ispoljava uloga marketinga i uspostavlja poslovanje zasnovano na marketing konceptu.)
MATCH@M:(Marketing means the market analysis and customer needs satisfaction, and these have to be identified already in the first step.===>Marketing podrazumeva analizu tržišta i zadovoljenju potreba potrošaca, koje u prvom koraku treba identifikovati.)
MATCH@E:(Marketing means the market analysis and customer needs satisfaction, and these have to be identified already in the first step.===>Marketing podrazumeva analizu tržišta i zadovoljenju potreba potrošača, koje u prvom koraku treba identifikovati.)
MATCH@M:(All these are predominantly meant to radically improve the effectiveness of business operations, satisfy the market demand and achieve competitive advantage.===>Time se prevashod-no želi postici radikalno unapredenje efektivnosti poslovanja, zadovoljenje zahteva tržišta i sticanja konkurentskih prednosti.)
MATCH@E:(All these are predominantly meant to radically improve the effectiveness of business operations, satisfy the market demand and achieve competitive advantage.===>Time se prevashodno želi postići radikalno unapređenje efektivnosti poslovanja, zadovoljenje zahteva tržišta i sticanja konkurentskih prednosti.)
MATCH@M:(The market restructuring strategy entails the defining of basic methods to make the company flexible in meeting the needs of the environment and achieve competitive advantage in a redefined market, business sector and/or a changed busines portfolio, through a succession of structural changes in the market orientation and marketing activities.===>Strategija tržišnog restrukturiranja obuhvata definisanje bazicnih nacina da se, kroz niz strukturnih promena u tržišnoj orijentaciji i marketing aktivnostima, preduzece osposobi za fleksibilno zadovoljenje potreba okruženja i ostvarivanje konkurentske prednosti na redefinisanom tržištu, podrucju poslovanja i/ili izmenjenom programskom port-foliju.)
MATCH@E:(The market restructuring strategy entails the defining of basic methods to make the company flexible in meeting the needs of the environment and achieve competitive advantage in a redefined market, business sector and/or a changed busines portfolio, through a succession of structural changes in the market orientation and marketing activities.===>Strategija tržišnog restrukturiranja obuhvata definisanje bazičnih načina da se, kroz niz strukturnih promena u tržišnoj orijentaciji i marketing aktivnostima, preduzeće osposobi za fleksibilno zadovoljenje potreba okruženja i ostvarivanje konkurentske prednosti na redefinisanom tržištu, području poslovanja i/ili izmenjenom programskom portfoliju.)
MATCH@M:(It is the formulation, selection and implementation of these changes that make the core of a successful market restructuring process implementation.===>Upravo formulisanje, izbor i implementacija ovih promena predstavlja srž uspešnog sprovodenja procesa tržišnog restrukturiranja.)
MATCH@E:(It is the formulation, selection and implementation of these changes that make the core of a successful market restructuring process implementation.===>Upravo formulisanje, izbor i implementacija ovih promena predstavlja srž uspešnog sprovođenja procesa tržišnog restrukturiranja.)
MATCH@M:(This is an extremely complex set of issues, especially in view of the negative effects of the world financial crisis and the conditions in the economic environment of Serbia, however, also of the actual situation in companies that were not adequately prepared, either managerially or technologically, for new, crisis-characterised, business conditions.===>Rec je o izuzetno kompleksnom setu pitanja i problema, posebno ako se imaju u vidu negativne efekte svetske finansijske krize i stanje u privrednom okruženju Srbije, ali i zatecena situacija u preduzecima, koja nisu bila adekvatno pripremljena ni menadžerski ni tehnološki za nove, krizne, uslove poslovanja.)
MATCH@E:(This is an extremely complex set of issues, especially in view of the negative effects of the world financial crisis and the conditions in the economic environment of Serbia, however, also of the actual situation in companies that were not adequately prepared, either managerially or technologically, for new, crisis-characterised, business conditions.===>Reč je o izuzetno kompleksnom setu pitanja i problema, posebno ako se imaju u vidu negativne efekte svetske finansijske krize i stanje u privrednom okruženju Srbije, ali i zatečena situacija u preduzećima, koja nisu bila adekvatno pripremljena ni menadžerski ni tehnološki za nove, krizne, uslove poslovanja.)
MATCH@M:(It is in view of the number of problems and barriers the national companies encounter especially in the conditions of the negative effects of the world economic crisis that a need emerges to implement numerous structural changes.===>Upravo imajuci u vidu brojnost problema i prepreka sa kojima se susrecu domaca preduzeca, posebno u uslovi-ma ispoljavanja negativnih efekata svetske finansijske krize, javlja se potreba sprovodenja brojnih strukturnih promena.)
MATCH@E:(It is in view of the number of problems and barriers the national companies encounter especially in the conditions of the negative effects of the world economic crisis that a need emerges to implement numerous structural changes.===>Upravo imajući u vidu brojnost problema i prepreka sa kojima se susreću domaća preduzeća, posebno u uslovi ma ispoljavanja negativnih efekata svetske finansijske krize, javlja se potreba sprovođenja brojnih strukturnih promena.)
MATCH@M:(This is especially important in case of companies undergoing problems or business crisis, with their competitiveness in business being endangered.===>Ovo je od posebnog znacaja kada su u pitanju preduzeca koja se nalaze u problemima ili krizi poslovanja, a cija je konkurentnost poslovanja ugrožena.)
MATCH@E:(This is especially important in case of companies undergoing problems or business crisis, with their competitiveness in business being endangered.===>Ovo je od posebnog značaja kada su u pitanju preduzeća koja se nalaze u problemima ili krizi poslovanja, a čija je konkurentnost poslovanja ugrožena.)
MATCH@M:(Permanent efforts should also be made towards establishing modern organizational structures, rationalizing the number of employees, improving the employee motivation and care about the key personnel of the company (human resources), openness towards new initiatives, “learning organization“ concept-based changes, etc.===>Takode stalni napori moraju biti usmereni ka uspostavljanju savremenih organizacionih struktura, racionalizaciji broja zaposlenih, unapredenju motivacije zaposlenih i staranju o kljucnim kadrovima pre-duzeca (ljudskim resursima), otvorenosti prema novim inicijativama i promenama zasnovanim na konceptu “organizacije koja uci”, itd.)
MATCH@E:(Permanent efforts should also be made towards establishing modern organizational structures, rationalizing the number of employees, improving the employee motivation and care about the key personnel of the company (human resources), openness towards new initiatives, learning organization concept-based changes, etc.===>Takođe stalni napori moraju biti usmereni ka uspostavljanju savremenih organizacionih struktura, racionalizaciji broja zaposlenih, unapređenju motivacije zaposlenih i staranju o ključnim kadrovima preduzeća (ljudskim resursima), otvorenosti prema novim inicijativama i promenama zasnovanim na konceptu organizacije koja uči, itd.)
MATCH@M:(All the above said proves that the issue of business restructuring has to be approached in a planned manner and highly scrupulously and that a developmental behaviour of the domestic companies should to a higher extent be based on the modern strategic management practice, including the business restructuring strategies.===>Sve ovo ukazuje da se pitanju poslovnog restrukturiranja mora pristupiti na planski nacin i uz posebnu skrupuloznost, a da se razvojno ponašanje domacih preduzeca treba više zasnivati na savremenoj praksi iz oblasti strategijskog upravljanja, ukljucujuci tu i strategije poslovnog restrukturiranja.)
MATCH@E:(All the above said proves that the issue of business restructuring has to be approached in a planned manner and highly scrupulously and that a developmental behaviour of the domestic companies should to a higher extent be based on the modern strategic management practice, including the business restructuring strategies.===>Sve ovo ukazuje da se pitanju poslovnog restrukturiranja mora pristupiti na planski način i uz posebnu skrupuloznost, a da se razvojno ponašanje domaćih preduzeća treba više zasnivati na savremenoj praksi iz oblasti strategijskog upravljanja, uključujući tu i strategije poslovnog restrukturiranja.)
MATCH@M:(A complex process such as market restructuring should be implemented according to a plan, with an aim to minimize external unfavourable impacts coming from the business environment, stressing the high internal strengths of the company.===>Složen proces kao što je tržišno restrukturiranje treba planski izvesti, sa ciljem da se minimiziraju eksterni nepovoljni uticaji iz poslovnog okruženja, uz potenci-ranje jakih internih strana preduzeca.)
MATCH@E:(A complex process such as market restructuring should be implemented according to a plan, with an aim to minimize external unfavourable impacts coming from the business environment, stressing the high internal strengths of the company.===>Složen proces kao što je tržišno restrukturiranje treba planski izvesti, sa ciljem da se minimiziraju eksterni nepovoljni uticaji iz poslovnog okruženja, uz potenciranje jakih internih strana preduzeća.)
MATCH@M:(The condition of competition in a branch depends on five basic factors, namely: intensity of competition, possibility of a product substiture emergence, conditions of access, negotiating strength of customers and the negotiating strengths of suppliers.===>Stanje konkurencije u nekoj grani zavisi od pet osnovnih faktora, a to su: intenzitet konkurencije; mogucnost pojave supstitut proizvoda; uslovi ulaska; pregovaracka snaga kupaca i pregovaracka snaga dobavljaca.)
MATCH@E:(The condition of competition in a branch depends on five basic factors, namely Š11, p. 45Ë: intensity of competition, possibility of a product substiture emergence, conditions of access, negotiating strength of customers and the negotiating strengths of suppliers.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The condition of competition in a branch depends on five basic factors, namely: intensity of competition, possibility of a product substiture emergence, conditions of access, negotiating strength of customers and the negotiating strengths of suppliers.
BAD_LINE_M:Stanje konkurencije u nekoj grani zavisi od pet osnovnih faktora, a to su: intenzitet konkurencije; mogucnost pojave supstitut proizvoda; uslovi ulaska; pregovaracka snaga kupaca i pregovaracka snaga dobavljaca.
BAD_LINE_E:The condition of competition in a branch depends on five basic factors, namely Š11, p. 45Ë: intensity of competition, possibility of a product substiture emergence, conditions of access, negotiating strength of customers and the negotiating strengths of suppliers.
BAD_LINE_E:
MATCH@M:(It ranges from intensive, in branches such as software industry, telecommunications, recycling, to medium, in branches such as field servicing and equipment, refreshment drinks and drugstores, to textile industry where there is no space for high cash returns.===>On se krece od intenzivnog, u granama kao što su softverska industrija, telekomunikacije, reciklaža, preko srednje intenzivnog u granama kao što su terensko servisiranje i oprema, osvežavajuca pica i drogerije, do tekstilne industrije gde nema prostora za visoke povracaje novca.)
MATCH@E:(It ranges from intensive, in branches such as software industry, telecommunications, recycling, to medium, in branches such as field servicing and equipment, refreshment drinks and drugstores, to textile industry where there is no space for high cash returns.===>Zbirna snaga ovih sila određuje profitni potencijal te grane. ~~~ On se kreće od intenzivnog, u granama kao što su softverska industrija, telekomunikacije, reciklaža, preko srednje intenzivnog u granama kao što su terensko servisiranje i oprema, osvežavajuća pića i drogerije, do tekstilne industrije gde nema prostora za visoke povraćaje novca.)
MATCH@M:(On a competitive market, manouvring for the purpose of finding a better position is unlimitted and an access to the branch is rather easy.===>Na konkurentskom tržištu, manevrisanje za bolji položaj je neograniceno i ulaz u granu je veoma lak.)
MATCH@E:(On a competitive market, manouvring for the purpose of finding a better position is unlimitted and an access to the branch is rather easy.===>Na konkurentskom tržištu, manevrisanje za bolji položaj je neograničeno i ulaz u granu je veoma lak.)
MATCH@M:(This type of industrial structure, however, offers poor chances of a long-term profitability.===>Medutim, ova vrsta industrijske strukture nudi slabe izglede za dugorocnu profitabilnost.)
MATCH@E:(This type of industrial structure, however, offers poor chances of a long-term profitability.===>Međutim, ova vrsta industrijske strukture nudi slabe izglede za dugoročnu profitabilnost.)
MATCH@M:(The weaker the collective forces, the stronger the opportunity for a more superior individual characteristic.===>[to su slabije kolektivne snage to je jaca mogucnost za superiorniju individualnu karakteristiku.)
MATCH@E:(The weaker the collective forces, the stronger the opportunity for a more superior individual characteristic.===>Što su slabije kolektivne snage to je jača mogućnost za superiorniju individualnu karakteristiku.)
MATCH@M:(The knowledge of the fundamental sources of competition pressure creates an opportunity to perform the preparatory activities for the company management who will define the strategic programme of work in the conditions of unfavourable market conditions.===>Poznavanje fundamentalnih izvora konkurentnog pritiska obezbeduje pripremne radove za menadžment preduzeca, koji ce definisati strategijski program rada u uslovima nepovoljnih tržišnih okolnosti.)
MATCH@E:(The knowledge of the fundamental sources of competition pressure creates an opportunity to perform the preparatory activities for the company management who will define the strategic programme of work in the conditions of unfavourable market conditions.===>Poznavanje fundamentalnih izvora konkurentnog pritiska obezbeđuje pripremne radove za menadžment preduzeća, koji će definisati strategijski program rada u uslovima nepovoljnih tržišnih okolnosti.)
MATCH@M:(The strategic programme highlights the critical strengths and weaknesses of the company, prompts the positioning of the company within the branch, discovers the sectors where strategic change may prove most lucrative and highlights the points where economic trends are most promising, whether as opportunities or as threats.===>Strategijskim programom se isticu kriticne snage i slabosti preduzeca, pokrece pozicioniranje preduzeca u grani, otkrivaju podrucja gde strateške promene mogu biti najlukrativni-je, i isticu mesta gde privredni trendovi obecavaju najviše bilo kao mogucnosti bilo kao pretnje.)
MATCH@E:(The strategic programme highlights the critical strengths and weaknesses of the company, prompts the positioning of the company within the branch, discovers the sectors where strategic change may prove most lucrative and highlights the points where economic trends are most promising, whether as opportunities or as threats.===>Strategijskim programom se ističu kritične snage i slabosti preduzeća, pokreće pozicioniranje preduzeća u grani, otkrivaju područja gde strateške promene mogu biti najlukrativnije, i ističu mesta gde privredni trendovi obećavaju najviše bilo kao mogućnosti bilo kao pretnje.)
MATCH@M:(The first approach takes the branch structure as a given and adjusts the strengths and weaknesses of the company to it.===>Prvi pristup uzima strukturu grane kao datu i uskladuje sa njom prednosti i slabosti preduzeca.)
MATCH@E:(The first approach takes the branch structure as a given and adjusts the strengths and weaknesses of the company to it.===>Prvi pristup uzima strukturu grane kao datu i usklađuje sa njom prednosti i slabosti preduzeća.)
MATCH@M:(Strategy can be viewed as building a defence from competition as well as searching for a position within the branch where the forces are weakest.===>Strategija se može sagledati kao izgradivanje odbrane od konkurencije i kao traženje pozicije u grani gde su te sile najslabije.)
MATCH@E:(Strategy can be viewed as building a defence from competition as well as searching for a position within the branch where the forces are weakest.===>Strategija se može sagledati kao izgrađivanje odbrane od konkurencije i kao traženje pozicije u grani gde su te sile najslabije.)
MATCH@M:(The knowledge on the company’s competences and the effects of competition factors will help identify the sectors in which the company should confront the competition, as well as those it should avoid.===>Znanje o mogucnostima preduzeca i o uticaj u konkurentnih faktora ce “osvetliti” podrucja gde bi pre-duzece trebalo da se suprostavi konkurenciji, a gde bi trebalo da je izbegne.)
MATCH@E:(The knowledge on the companys competences and the effects of competition factors will help identify the sectors in which the company should confront the competition, as well as those it should avoid.===>Znanje o mogućnostima preduzeća i o uticaju konkurentnih faktora će osvetliti područja gde bi preduzeće trebalo da se suprostavi konkurenciji, a gde bi trebalo da je izbegne.)
MATCH@M:(In case the company is a manufacturer with low production costs, it may choose to confront powerful buyers, provided they are not sold the products subject to competition, i.e., it may reduce the threat from a product substitute.===>Ako je preduzece proizvodac sa niskim troškovima proizvodnje, onda može izabrati da se suoci sa mocnim kupcima, s tim da im se ne prodaju proizvodi koji su podložni konkurenciji, tj. smanjiti opasnost od supstitut proizvoda.)
MATCH@E:(In case the company is a manufacturer with low production costs, it may choose to confront powerful buyers, provided they are not sold the products subject to competition, i.e., it may reduce the threat from a product substitute.===>Ako je preduzeće proizvođač sa niskim troškovima proizvodnje, onda može izabrati da se suoči sa moćnim kupcima, s tim da im se ne prodaju proizvodi koji su podložni konkurenciji, tj. smanjiti opasnost od supstitut proizvoda.)
MATCH@M:(When the forces driving the competition are defeated, the company may think of the strategy which is offensive in nature.===>Kada se savladaju sile koje pokrecu konkurenciju, pre-duzece može razmisliti o strategiji koja sa sobom nosi ofanzivu.)
MATCH@E:(When the forces driving the competition are defeated, the company may think of the strategy which is offensive in nature.===>Kada se savladaju sile koje pokreću konkurenciju, preduzeće može razmisliti o strategiji koja sa sobom nosi ofanzivu.)
MATCH@M:(Innovations in marketing may improve the identification of the brand, or make the product diverse from any other.===>Inovacije u marketingu mogu poboljšati identifikaciju robne marke, ili u suprotnom da ucini da se proizvod razlikuje.)
MATCH@E:(Innovations in marketing may improve the identification of the brand, or make the product diverse from any other.===>Inovacije u marketingu mogu poboljšati identifikaciju robne marke, ili u suprotnom da učini da se proizvod razlikuje.)
MATCH@M:(Capital investments into large scale capacities or vertical integration affect access barriers.===>Kapitalne investicije u kapacitete velikog obima ili u vertikalnu integraciju uticu na ulazne barijere.)
MATCH@E:(Capital investments into large scale capacities or vertical integration affect access barriers.===>Kapitalne investicije u kapacitete velikog obima ili u vertikalnu integraciju utiču na ulazne barijere.)
MATCH@M:(The balance of forces is partly a result of external factors, and partly is under the control of the company.===>Ravnoteža sila je delimicno rezultat eksternih faktora a delimicno je pod kontrolom pre-duzeca.)
MATCH@E:(The balance of forces is partly a result of external factors, and partly is under the control of the company.===>Ravnoteža sila je delimično rezultat eksternih faktora a delimično je pod kontrolom preduzeća.)
MATCH@M:(The industrial revolution is strategically important because it brings forth the change in the competition sources.===>Industrijska evolucija je strateški važna zato što sa sobom donosi promene u izvorima konkurencije.)
MATCH@E:(The industrial revolution is strategically important because it brings forth the change in the competition sources.===>Industrijska evolucija je strateški važna zato što sa sobom donosi promene u izvorima konkurencije.)
MATCH@M:(In the pattern of the product life cycle, for example, growth rates change; product differentiation falls as the business matures and the company tends to integrate vertically.===>U obrascu životnog ciklusa proizvoda, na primer, men-jaju se stope rasta, diferencijacija proizvoda je u padu kada biznis postaje zreliji i preduzece ima tendenciju da se integriše vertikalno.)
MATCH@E:(In the pattern of the product life cycle, for example, growth rates change; product differentiation falls as the business matures and the company tends to integrate vertically.===>U obrascu životnog ciklusa proizvoda, na primer, menjaju se stope rasta, diferencijacija proizvoda je u padu kada biznis postaje zreliji i preduzeće ima tendenciju da se integriše vertikalno.)
MATCH@M:(The products and technologies that in the past were “top“ in the world came to be interpreted, copied by the competition, and thus made widely applicable.===>Proizvode i tehnologije koje su u prošlosti bile „hit“ inovacije u svetu konkurenti su poceli da interpretiraju, kopiraju i time obezbeduju da oni imaju široku pri-menu.)
MATCH@E:(The products and technologies that in the past were top in the world came to be interpreted, copied by the competition, and thus made widely applicable.===>Proizvode i tehnologije koje su u prošlosti bile hit inovacije u svetu konkurenti su počeli da interpretiraju, kopiraju i time obezbeđuju da oni imaju široku primenu.)
MATCH@M:(The space of time required to copy the product is shortened, and this resulted into the standardization of high technology products.===>Period vremena koji je bio potreban da se proizvod imitira je skracen, tako da je pocelo da dolazi do standardizacije proizvoda visoke tehnologije.)
MATCH@E:(The space of time required to copy the product is shortened, and this resulted into the standardization of high technology products Š17, p. 429Ë.===>Period vremena koji je bio potreban da se proizvod imitira je skraćen, tako da je počelo da dolazi do standardizacije proizvoda visoke tehnologije Š17, str. 429Ë.)
MATCH@M:(Hence the developed industry of high technologies underwent a vertical integration, both in production and in the software development.===>U tom smislu je u razvijenoj industriji informacionih tehnologija došlo do vertikalne integracije, kako u proizvodnji tako i u razvoju softvera.)
MATCH@E:(Hence the developed industry of high technologies underwent a vertical integration, both in production and in the software development.===>U tom smislu je u razvijenoj industriji informacionih tehnologija došlo do vertikalne integracije, kako u proizvodnji tako i u razvoju softvera.)
MATCH@M:(This very important trend significantly increases the scope of economy as well as the amount of necessary capital to compete in the branch, which in turn raises the access barriers and may force certain minor competitors out of the business.===>Ovaj veoma znacajan trend znatno uvecava obim ekonomije kao i kolicinu neophodnog kapitala da bi se konkurisalo u grani, što povecava ulazne barijere i može izbaciti neke manje konkurente iz grane.)
MATCH@E:(This very important trend significantly increases the scope of economy as well as the amount of necessary capital to compete in the branch, which in turn raises the access barriers and may force certain minor competitors out of the business.===>Ovaj veoma značajan trend znatno uvećava obim ekonomije kao i količinu neophodnog kapitala da bi se konkurisalo u grani, što povećava ulazne barijere i može izbaciti neke manje konkurente iz grane.)
MATCH@M:(The process of defining a new strategic orientation must not be rigid, that is, strategic organization has to be adaptable, since this is a precondition for creating a long-term competitive advantage.===>Proces definisanja nove strategijske orijentacije ne sme biti rigidan, odnosno strategijsku orijentaciju mora odlikovati adaptibilnost, jer je to preduslov za kreiranje konkurentske prednosti u dužem roku.)
MATCH@E:(The process of defining a new strategic orientation must not be rigid, that is, strategic organization has to be adaptable, since this is a precondition for creating a long-term competitive advantage Š13, p. 566Ë.===>Proces definisanja nove strategijske orijentacije ne sme biti rigidan, odnosno strategijsku orijentaciju mora odlikovati adaptibilnost, jer je to preduslov za kreiranje konkurentske prednosti u dužem roku Š13, str. 566Ë.)
MATCH@M:(Obviously, the trends marked as highest priority trends from the strategic point of view are those affecting the majority of competition sources in the branch.===>Ocigledno, trendovi koji nose oznaku najvišeg prioriteta sa strateške tacke su oni koji uticu na vecinu važnih izvora konkurencije u grani.)
MATCH@E:(Obviously, the trends marked as highest priority trends from the strategic point of view are those affecting the majority of competition sources in the branch.===>Očigledno, trendovi koji nose oznaku najvišeg prioriteta sa strateške tačke su oni koji utiču na većinu važnih izvora konkurencije u grani.)
MATCH@M:(The competition analysis can also be applied to anticipate a possible profitability of a branch.===>Analiza konkurencije može se takode koristiti za predvidanje eventualne profitabilnosti neke grane.)
MATCH@E:(The competition analysis can also be applied to anticipate a possible profitability of a branch.===>Analiza konkurencije može se takođe koristiti za predviđanje eventualne profitabilnosti neke grane.)
MATCH@M:(In long-term planning, the task of the company is to explore each competition factor, predict the magnitude of each cause and then devise a complete picture of the profit potential of the branch.===>U dugorocnom planiranju, zadatak preduzeca je da istraži svaki faktor konkurentnosti, predvidi amplitudu svakog uzroka, i da se onda konstruiše potpunu sliku profitnog potencijala grane.)
MATCH@E:(In long-term planning, the task of the company is to explore each competition factor, predict the magnitude of each cause and then devise a complete picture of the profit potential of the branch.===>U dugoročnom planiranju, zadatak preduzeća je da istraži svaki faktor konkurentnosti, predvidi amplitudu svakog uzroka, i da se onda konstruiše potpunu sliku profitnog potencijala grane.)
MATCH@M:(An illustration can be a business in solar heating, conducted today by a large number of companies, however, none with the leading role in the market.===>Kao ilustracija može poslužiti posao sa solarnim grejanjem, kojim se danas u Evropi bavi na desetine preduzeca, ali nijedna sa vodecom ulogom na tržištu.)
MATCH@E:(An illustration can be a business in solar heating, conducted today by a large number of companies, however, none with the leading role in the market.===>Kao ilustracija može poslužiti posao sa solarnim grejanjem, kojim se danas u Evropi bavi na desetine preduzeća, ali nijedna sa vodećom ulogom na tržištu.)
MATCH@M:(The access is easy, the competitors struggle to ensure the position of solar heating as replacement for the conventional hrating methods.===>Ulazak je lak, konkurenti se bore da ustolice solarno grejanje kao zamenu za konvencionalne metode grejanja.)
MATCH@E:(The access is easy, the competitors struggle to ensure the position of solar heating as replacement for the conven tional hrating methods.===>Ulazak je lak, konkurenti se bore da ustoliče solarno grejanje kao zamenu za konvencionalne metode grejanja.)
MATCH@M:(The potential of this branch will largely depend on the shape of the future access barriers, on the improvent of the branch position over the substitutes, on the intensity of competition and on the strength of both the customers and the suppliers.===>Potencijal ove grane ce u velikoj meri zavisiti od oblika buducih ulaznih barijera, od poboljšanja pozicije grane u odnosu na substitute, od intenziteta konkurencije i od snage koju pose-duju kupci i dobavljaci.)
MATCH@E:(The potential of this branch will largely depend on the shape of the future access barriers, on the improvent of the branch position over the substitutes, on the intensity of competition and on the strength of both the customers and the suppliers.===>Potencijal ove grane će u velikoj meri zavisiti od oblika budućih ulaznih barijera, od poboljšanja pozicije grane u odnosu na substitute, od intenziteta konkurencije i od snage koju poseduju kupci i dobavljači.)
MATCH@M:(A feedback effect upon these factors will come from the following factors: establishing the brand identity, a significant level of the economy of scope or a level of experience in the production of equipment achieved via technological progress, as well as the cost of capital.===>Na ove karakteristike ce povratno uticati sledeci faktori: uspostavljanje identiteta robne marke, znacajan nivo ekonomije obima ili nivo iskustva u proizvodnji opreme postignut tehnološkim napretkom, kao i cena kapitala.)
MATCH@E:(A feedback effect upon these factors will come from the following factors: establishing the brand identity, a significant level of the economy of scope or a level of experience in the production of equipment achieved via technological progress, as well as the cost of capital.===>Na ove karakteristike će povratno uticati sledeći faktori: uspostavljanje identiteta robne marke, značajan nivo ekonomije obima ili niiskustva u proizvodnji opreme postignut vo tehnološkim napretkom, kao i cena kapitala.)
MATCH@M:(The framework for the branch competition analysis has direct advantages in conceiving the diversification strategy.===>Okvir za analizu granske konkurencije ima direktne prednosti u koncipiranju diversifikacione strategije.)
MATCH@E:(The framework for the branch competition analysis has direct advantages in conceiving the diversification strategy.===>Okvir za analizu granske konkurencije ima direktne prednosti u koncipiranju diversifikacione strategije.)
MATCH@M:(This provides a map for an answer to a complex question which is inseparable from diversification oriented decisions:What is the potential of the target business?===>To obezbeduje mapu za odgovor na kompleksno pitanje koje je nerazdvojivo od diversifikacionih odluka: Koji je potencijal ciljnog biznisa?)
MATCH@E:(This provides a map for an answer to a complex question which is inseparable from diversification oriented decisions:What is the potential of the target business?===>To obezbeđuje mapu za odgovor na kompleksno pitanje koje je nerazdvojivo od diversifikacionih odluka: ~~~ Koji je potencijal ciljnog biznisa?)
MATCH@M:(Theodor Levitt advocates avoiding myopia, i.e., he pleads for a productivity-oriented definition of the branch.===>Teodor Levit, zastupa izbegavanje kratkovi-dosti tj. produktivno orijentisanu definiciju grane.)
MATCH@E:(Theodor Levitt Š9, p.26Ë advocates avoiding myopia, i.e., he pleads for a productivity-oriented definition of the branch.===>Teodor Levit Š9, str. 26Ë, zastupa izbegavanje kratkovidosti tj. produktivno orijentisanu definiciju grane.)
MATCH@M:(Numerous other authors stressed the need to look over the product in the function of defining the business, over the borders of potential international competition and outside the current list of direct competitors, all for the purpose of exploiting the new markets, where the most important motive is the fear of overlooking the latent sources of competition.===>Mnogi drugi autori su naglasili potrebu da pogledaju preko proizvoda u funkciji definisanja biznisa, kroz granice potencijalne medunarodne konkurencije, i izvan trenutne liste neposrednih konkurenta, a sve u cilju eksploatacije novih tržišta, gde je najznacajniji motiv bojazan da se previde latentni izvori konkurentnosti.)
MATCH@E:(Numerous other authors stressed the need to look over the product in the function of defining the business, over the borders of potential international competition and outside the current list of direct competitors, all for the purpose of exploiting the new markets, where the most important motive is the fear of overlooking the latent sources of competition.===>Mnogi drugi autori su naglasili potrebu da pogledaju preko proizvoda u funkciji definisanja biznisa, kroz granice potencijalne međunarodne konkurencije, i izvan trenutne liste neposrednih konkurenta, a sve u cilju eksploatacije novih tržišta, gde je najznačajniji motiv bojazan da se previde latentni izvori konkurentnosti.)
MATCH@M:(A large number of managers exclusively concentrate upon their direct competitors in their struggle for the market share, so they fail to understand that they also fight for both their customers and their suppliers in the negotiation process.===>Veliki broj menadžera se iskljucivo koncentriše na svoje direktne konkurente u borbi za podelu tržišta, tako da propuste da shvate da se oni takode bore i za svoje kupce i dobavljace u procesu pregovaranja.)
MATCH@E:(A large number of managers exclusively concentrate upon their direct competitors in their struggle for the market share, so they fail to understand that they also fight for both their customers and their suppliers in the negotiation process.===>Veliki broj menadžera se isključivo koncentriše na svoje direktne konkurente u borbi za podelu tržišta, tako da propuste da shvate da se oni takođe bore i za svoje kupce i dobavljače u procesu pregovaranja.)
MATCH@M:(Similarly, they neglect paying attention to new competitors, as well as to the threat coming from new products that can successfully substitute their own products.===>Takode, oni zanemaruju da obrate pažnju na nove konkurente kao i na pretnju od novih proizvoda koji mogu uspešno supstituisati njihove proizvode.)
MATCH@E:(Similarly, they neglect paying attention to new competitors, as well as to the threat coming from new products that can successfully substitute their own products.===>Takođe, oni zanemaruju da obrate pažnju na nove konkurente kao i na pretnju od novih proizvoda koji mogu uspešno supstituisati njihove proizvode.)
MATCH@M:(The key issue for the growth, and even for the survival, is to closely watch the position that is less exposed to the direct attack of the competitor, regardless of whether they are newly established or long present in the market, and consequently less vulnerable as regards customers, suppliers and new substitutes of the produt.===>Kljucna stvar za rast, pa cak i za opstanak, je da se stavi pod prismotru pozicija koja je manje izložena za direktan napad konkurenta, bilo da su odavno osnovani ili su novi, i koja je manje ranjiva od strane kupaca, dobavljaca, i novih substituta proizvoda.)
MATCH@E:(The key issue for the growth, and even for the survival, is to closely watch the position that is less exposed to the direct attack of the competitor, regardless of whether they are newly established or long present in the market, and consequently less vulnerable as regards customers, suppliers and new substitutes of the produt.===>Ključna stvar za rast, pa čak i za opstanak, je da se stavi pod prismotru pozicija koja je manje izložena za direktan napad konkurenta, bilo da su odavno osnovani ili su novi, i koja je manje ranjiva od strane kupaca, dobavljača, i novih substituta proizvoda.)
MATCH@M:(A position should be established that can take on various forms, such as: building solid relations with best customers, product differentiation on the market, forward or backward integration and taking over the technological leadership.===>Treba uspostaviti takvu poziciju koja može uzeti mnoge oblike kao što su: izgradnja solidnih odnosa sa najboljim kupcima, diferencijacija proizvoda na tržištu, integrisanje unapred ili unazad kao i preuzimanje tehnološkog vodstva.)
MATCH@E:(A position should be established that can take on various forms, such as: building solid relations with best customers, product differentiation on the market, forward or backward integration and taking over the technological leadership.===>Treba uspostaviti takvu poziciju koja može uzeti mnoge oblike kao što su: izgradnja solidnih odnosa sa najboljim kupcima, diferencijacija proizvoda na tržištu, integrisanje unapred ili unazad kao i preuzimanje tehnološkog vođstva.)
MATCH@M:(Companies must be flexible in order that they should respond promptly to the challenges coming from competition as well as to market changes.===>Preduzeca moraju biti fleksibilna da brzo odgovore na izazove konkurenata i tržišne promene.)
MATCH@E:(Companies must be flexible in order that they should respond promptly to the challenges coming from competition as well as to market changes.===>Preduzeća moraju biti fleksibilna da brzo odgovore na izazove konkurenata i tržišne promene.)
MATCH@M:(They must constantly improve the landmarks of their operations to achieve best practice, but also to be agressive in order that they should become efficient, and they themselves have to nurture certain most important features to remain leaders.===>Ona moraju konstantno unapredivati repere poslovanja da bi postigli najbolju praksu, ali i da nastupaju agresivno da bi stekli efikasnost, i sami moraju gajiti nekoliko najvažnijih konkurentnih osobina kako bi ostali lideri.)
MATCH@E:(They must con stantly improve the landmarks of their operations to achieve best practice, but also to be agressive in order that they should become efficient, and they themselves have to nurture certain most important features to remain leaders.===>Ona moraju konstantno unapređivati repere poslovanja da bi postigli najbolju praksu, ali i da nastupaju agresivno da bi stekli efikasnost, i sami moraju gajiti nekoliko najvažnijih konkurentnih osobina kako bi ostali lideri.)
MATCH@M:(Positioning is abandoned as too static for the today’s dynamic markets and technological changes.===>Pozicioniranje je odbaceno kao suviše staticno za današnja dinamicna tržišta i tehnološke promene.)
MATCH@E:(Positioning is abandoned as too static for the todays dynamic markets and technological changes.===>Pozicioniranje je odbačeno kao suviše statično za današnja dinamična tržišta i tehnološke promene.)
MATCH@M:(In accordance with the new dogma, rivals can quickly copy any market position, hence competitive advantage is at best temporary.===>U skladu sa novom dogmom, rivali mogu brzo da kopiraju bilo koju tržišnu poziciju, pa je konkurentna prednost u najboljem slucaju privremena.)
MATCH@E:(In accordance with the new dogma, rivals can quickly copy any market position, hence competitive advantage is at best temporary.===>U skladu sa novom dogmom, rivali mogu brzo da kopiraju bilo koju tržišnu poziciju, pa je konkurentna prednost u najboljem slučaju privremena.)
MATCH@M:(Therefore the company must timely identify new opportunities, or threats, and develop a planned approach to their exploitation, or minimization.===>Preduzece treba da blagovremeno otkriva nove šanse, odnosno opasnosti, te da planski pristupa njihovom iskorišcavanju, odnosno minimiziranju.)
MATCH@E:(Therefore the company must timely identify new opportunities, or threats, and develop a planned approach to their exploitation, or minimization.===>Preduzeće treba da blagovremeno otkriva nove šanse, odnosno opasnosti, te da planski pristupa njihovom iskorišćavanju, odnosno minimiziranju.)
MATCH@M:(As the task of the strategy is to make the developmental behaviour of the company concrete in the domain of business efficiency, that is, to orient its activities towards real needs and real tools, it is important that the analysis of relevant parametres should provide a business-competitive profile of the company.===>Pošto strategija treba da konkretizuje razvojno ponašanje preduzeca u domenu efikasnosti poslovanja, odnosno da usmeri njegovu aktivnost na prave potrebe i prave instrumente, znacajno je da se analizom relevantnih parametara dode do poslovno-konkurentskog profila preduzeca.)
MATCH@E:(As the task of the strategy is to make the developmental behaviour of the company concrete in the domain of business efficiency, that is, to orient its activities towards real needs and real tools, it is important that the analysis of relevant parametres should provide a business-competitive profile of the company.===>Pošto strategija treba da konkretizuje razvojno ponašanje preduzeća u domenu efikasnosti poslovanja, odnosno da usmeri njegovu aktivnost na prave potrebe i prave instrumente, značajno je da se analizom relevantnih parametara dođe do poslovno-konkurentskog profila preduzeća.)
MATCH@M:(Hence the business definition becomes the definition of the market that makes the basis of the business.===>Otuda, definisanje posla (biznisa) svodi se na definisanje tržišta koje cini bazu poslovanja.)
MATCH@E:(Hence the business definition becomes the definition of the market that makes the basis of the business.===>Otuda, definisanje posla (biznisa) svodi se na definisanje tržišta koje čini bazu poslovanja.)
MATCH@M:(The most important approach to business definition includes the benefits and functions for the customers, clusters of customers and technology and also a fourth dimension that refers to the stage in the system of added value to the product.===>Najznacajniji pristup definisanju biznisa ukljucuje koristi ili funkcije za kupce, grupe kupaca i tehnologiju i cetvrtu dimenziju koja se odnosi na stadijum u sistemu dodate vrednosti na proizvodu.)
MATCH@E:(The most important approach to business definition includes the benefits and functions for the customers, clusters of customers and technology and also a fourth dimension that refers to the stage in the system of added value to the product.===>Najznačajniji pristup definisanju biznisa uključuje koristi ili funkcije za kupce, grupe kupaca i tehnologiju i četvrtu dimenziju koja se odnosi na stadijum u sistemu dodate vrednosti na proizvodu.)
MATCH@M:(The first dimension refers to identifying the benefits the customer expects, hence a set of functions the product has for the customer, rather than the product or a service.===>Prva dimenzija se odnosi na identifikovanje koristi koje kupac ocekuje, te umesto proizvoda ili usluge, analizira se skup funkcija za potrošaca koje proizvod poseduje.)
MATCH@E:(The first dimension refers to identifying the benefits the customer expects, hence a set of functions the product has for the customer, rather than the product or a service.===>Prva dimenzija se odnosi na identifikovanje koristi koje kupac očekuje, te umesto proizvoda ili usluge, analizira se skup funkcija za potrošača koje proizvod poseduje.)
MATCH@M:(The second dimension (customer cluster) stresses the need to recognize the market segment that will, due to its characteristics, be the focus of the company orientation.===>Druga dimenzija (grupa kupaca) upucuje na potrebu da se prepozna tržišni segment koji ce po svojim karakteristikama biti u fokusu orijentacije preduzeca.)
MATCH@E:(The second dimension (customer cluster) stresses the need to recognize the market segment that will, due to its characteristics, be the focus of the company orientation.===>Druga dimenzija (grupa kupaca) upućuje na potrebu da se prepozna tržišni segment koji će po svojim karakteristikama biti u fokusu orijentacije preduzeća.)
MATCH@M:(The technological dimension refers to the analysis of alternative methods of satisfying the needs, i.e., problems of customers.===>Tehnološka dimenzija se odnosi na razmatranje alternativnih nacina zadovoljavanja datih potreba, odnosno problema kupaca.)
MATCH@E:(The technological dimension refers to the analysis of alternative methods of satisfying the needs, i.e., problems of customers.===>Tehnološka dimenzija se odnosi na razmatranje alternativnih načina zadovoljavanja datih potreba, odnosno problema kupaca.)
MATCH@M:(Hence it is important that an adequate technology is adopted for the purpose of achieving competitive advantages in the market.===>Otuda je bitno da se u cilju sticanja konkurentskih prednosti na tržištu opredeli odgovarajuca tehnologija.)
MATCH@E:(Hence it is important that an adequate technology is adopted for the purpose of achieving competitive advantages in the market.===>Otuda je bitno da se u cilju sticanja konkurentskih prednosti na tržištu opredeli odgovarajuća tehnologija.)
MATCH@M:(In defining the company business it is necessary that the stage the business presents in the overall phases of value adding from raw materials to finished product completion be taken into consideration.===>Pri definisanju biznisa preduzeca potrebno je i da se uzme u obzir stadijum koji biznis predstavlja u ukupnim fazama dodavanja vrednosti od sirovina do kompletiranja finalnog proizvoda.)
MATCH@E:(In defining the company business it is necessary that the stage the business presents in the overall phases of value adding from raw materials to finished product completion be taken into consideration.===>Pri definisanju biznisa preduzeća potrebno je i da se uzme u obzir stadijum koji biznis predstavlja u ukupnim fazama dodavanja vrednosti od sirovina do kompletiranja finalnog proizvoda.)
MATCH@M:(In respect to this framework the company defines its goals connecting its present business and its prospective business, however, it also helps managers’ better perception of the market conditions, the position of the company in relation to the customers and competition as well as efficiency in business operations.===>Uvažavaj uci ovaj okvir preduzece definiše ciljeve povezujuci sadašnji i potencijalni biznis pre-duzeca, ali i doprinosi da menadžeri bolje percipiraju stanje na tržištu, položaj preduzeca u odnosu na kupce i konkurenciju kao i efikasnost obavljanja biznisa.)
MATCH@E:(In respect to this framework the company defines its goals connecting its present business and its prospective business, however, it also helps managers better perception of the market conditions, the position of the company in relation to the customers and competition as well as efficiency in business operations.===>Uvažavajući ovaj okvir preduzeće definiše ciljeve povezujući sadašnji i potencijalni biznis preduzeća, ali i doprinosi da menadžeri bolje percipiraju stanje na tržištu, položaj preduzeća u odnosu na kupce i konkurenciju kao i efikasnost obavljanja biznisa. 6.)
MATCH@M:(The need for intensive change implementation in business, largely based on market restructuring becomes ever more urgent in order that the company should survive and develop, primarily through ensuring a distinctive competitive advantage, on one hand, and satisfy ever more demanding customers, on the other, in the newly changed market conditions of fall in aggregate demand.===>U cilju opstanka i razvoja preduzeca, pre svega kroz obezbedenje distinktivne konkurentske prednosti, sa jedne strane, i satisfakcije sve zahtevnijih potrošaca sa druge strane, u novoizmenjenim tržišnim uslovima pada agregatne tražnje, jaca potreba za implementacijom “intenzivnih” promena u poslovanju, u velikoj meri zasnovanih na tržišnom restrukturiranju.)
MATCH@E:(6. ~~~ Concluding considerations The need for intensive change implementation in business, largely based on market restructuring becomes ever more urgent in order that the company should survive and develop, primarily through ensuring a distinctive competitive advantage, on one hand, and satisfy ever more demanding customers, on the other, in the newly changed market conditions of fall in aggregate demand.===>Zaključna razmatranja U cilju opstanka i razvoja preduzeća, pre svega kroz obezbeđenje distinktivne konkurentske prednosti, sa jedne strane, i satisfakcije sve zahtevnijih potrošača sa druge strane, u novoizmenjenim tržišnim uslovima pada agregatne tražnje, jača potreba za implementacijom intenzivnih promena u poslovanju, u velikoj meri zasnovanih na tržišnom restrukturiranju.)
MATCH@M:(Namely, market restructuring that entails a succession of structural changes in market orientation and marketing activities is meant to enable companies to be flexible in satisfying the changed environmental needs and achieve competitive advantage in a redefined market, business sector and/or altered programme portfolio.===>Naime, tržišno restrukturiranje, koje obuhvata niz strukturnih promena u tržišnoj orijentaciji i marketing aktivnostima, može da omoguci preduzecima da se osposobe za fleksibilno zadovoljenje izmenjenih potreba okruženja i ostvarivanje konkurentske prednosti na redefinisanom tržištu, podrucju poslovanja i/ili izmen-jenom programskom portfoliju.)
MATCH@E:(Namely, market restructuring that entails a succession of structural changes in market orientation and marketing activities is meant to enable companies to be flexible in satisfying the changed environmental needs and achieve competitive advantage in a redefined market, business sector and/or altered programme portfolio.===>Naime, tržišno restrukturiranje, koje obuhvata niz strukturnih promena u tržišnoj orijentaciji i marketing aktivnostima, može da omogući preduzećima da se osposobe za fleksibilno zadovoljenje izmenjenih potreba okruženja i ostvarivanje konkurentske prednosti na redefinisanom tržištu, području poslovanja i/ili izmenjenom programskom portfoliju.)
MATCH@M:(One of the key preconditions of success here, even in the conditions of global crisis and recession is the (re)definition of a concrete business of the company which will, together with an optimum developmental strategy, improve its market position.===>Pri tome, jedna od kljucnih pretpostavki poslovnog uspeha, cak i u uslovima globalne krize i recesije, predstavlja (re)definisanje konkretnog biznisa preduzeca, koje ce uz optimalnu razvojnu strategiju unaprediti njegovu tržišnu poziciju.)
MATCH@E:(One of the key preconditions of success here, even in the conditions of global crisis and recession is the (re)definition of a concrete business of the company which will, together with an optimum developmental strategy, improve its market position Š4Ë.===>Pri tome, jedna od ključnih pretpostavki poslovnog uspeha, čak i u uslovima globalne krize i recesije, predstavlja (re)definisanje konkretnog biznisa preduzeća, koje će uz optimalnu razvojnu strategiju unaprediti njegovu tržišnu poziciju Š4Ë.)
MATCH@M:(Having in mind that the management activities help make the market dimension of the current and developmental business operations concrete, it is necessary that considerable changes in the mix of business functions be made, in accordance with the changes in the environment and, by this analogy, the prevailing business practice in developed market economies.===>Imajuci u vidu da se kroz menadžment aktivnosti konkretizuje tržišna dimenzija tekuceg i razvojnog poslovanja, neophodno je da dode do znacajnih promena u miksu poslovnih funkcija, a shodno promenama okruženja i analogno prevladavajucoj poslovnoj praksi u razvijenim tržišnim privredama.)
MATCH@E:(Having in mind that the management activities help make the market dimension of the current and developmental business operations concrete, it is necessary that considerable changes in the mix of business functions be made, in accordance with the changes in the environment and, by this analogy, the prevailing business practice in developed market economies.===>Imajući u vidu da se kroz menadžment aktivnosti konkretizuje tržišna dimenzija tekućeg i razvojnog poslovanja, neophodno je da dođe do značajnih promena u miksu poslovnih funkcija, a shodno promenama okruženja i analogno prevladavajućoj poslovnoj praksi u razvijenim tržišnim privredama.)
MATCH@M:(The changes in the company business, starting from the basic hypothesis of this paper, must not be focused exclusively upon financial restructuring carried out via sales of part of the assets to repay accumulated debts, upon reducing the number of employees and a stricter control (and rationalization) of total costs of business operations, where the first victims are the marketing costs, especially advertizing.===>Promene u poslovanju preduzeca, polazeci od osnovne hipoteze ovoga rada, ne smeju da se fokusiraju iskljucivo na finansijsko restrukturiranje, koje se sprovodi kroz prodaju delova aktive za nagomilane dugove, smanjenje broja zaposlenih, kao i pojacanom kontrolom i (racionalizacijom) troškova ukupnog poslovanja, pri cemu su cesto prvi na meti troškovi marketinga, a posebno oglašavanja.)
MATCH@E:(The changes in the company business, starting from the basic hypothesis of this paper, must not be focused exclusively upon financial restructuring carried out via sales of part of the assets to repay accumulated debts, upon reducing the number of employees and a stricter control (and rationalization) of total costs of business operations, where the first victims are the marketing costs, especially advertizing.===>Promene u poslovanju preduzeća, polazeći od osnovne hipoteze ovoga rada, ne smeju da se fokusiraju isključivo na finansijsko restrukturiranje, koje se sprovodi kroz prodaju delova aktive za nagomilane dugove, smanjenje broja zaposlenih, kao i pojačanom kontrolom i (racionalizacijom) troškova ukupnog poslovanja, pri čemu su često prvi na meti troškovi marketinga, a posebno oglašavanja.)
MATCH@M:(The existing business conditions in which the vital interests of survival od numerous companies are threatened, require prompt and concrete actions.===>Postojeci uslovi poslovanja, u kojima su ugroženi vitalni interesi opstanka mnogih preduzeca, zahtevaju brze i konkretne proaktivne akcije.)
MATCH@E:(The existing business conditions in which the vital interests of survival od numerous companies are threatened, require prompt and concrete actions.===>Postojeći uslovi poslovanja, u kojima su ugroženi vitalni interesi opstanka mnogih preduzeća, zahtevaju brze i konkretne proaktivne akcije.)
MATCH@M:(It is necessary to opt for searching for an altered vision and defining new objectives and proactive strategies to transform the problems induced by changes in external environment into opportunities.===>Neophodno je posegnuti ka traženju izmenjene vizije, te definisanju novih ciljeva i proak-tivnih strategija, kojim ce se problemi, izazvani prome-nama u eksternom okruženju, transformisati u šanse.)
MATCH@E:(It is necessary to opt for searching for an altered vision and defining new objectives and proactive strategies to transform the problems induced by changes in external environment into opportunities.===>Neophodno je posegnuti ka traženju izmenjene vizije, te definisanju novih ciljeva i proaktivnih strategija, kojim će se problemi, izazvani promenama u eksternom okruženju, transformisati u šanse.)
MATCH@M:(In accordance with the principles of strategic management, companies should attempt to identify new opportunities, or threats and devise a planned approach to their exploitation, or minimization.===>U skladu sa principima strategijskog upravljanja, pre-duzeca treba da pokušaju da otkriju nove šanse, odnosno opasnosti, te da planski pristupa njihovom iskorišcavanju, odnosno minimiziranju.)
MATCH@E:(In accordance with the principles of strategic management, companies should attempt to identify new opportunities, or threats and devise a planned approach to their exploitation, or minimization.===>U skladu sa principima strategijskog upravljanja, preduzeća treba da pokušaju da otkriju nove šanse, odnosno opasnosti, te da planski pristupa njihovom iskorišćavanju, odnosno minimiziranju.)
MATCH@M:(The change in the developmental strategy and in the defining of the market restructuring strategy, and, on this basis, the change in internal organization and the method of human resource exploitation and the rationalization of costs of business operations and change in the financing pattern are all meant to proactively support the improvement of the existing market position and the overall business position of companies.===>Kroz izmenu razvojne strategije i definisanje strategije tržišnog restrukturiranja, i na bazi toga promene interne organizacije i nacina korišcenja ljudskih resursa, te racionalizaciju troškova poslovanja i promena u nacinu finansiranja, treba proaktivno delovati na poboljšanja postojeceg tržišnog položaja i ukupne poslovne pozicije kompanija.)
MATCH@E:(The change in the developmental strategy and in the defining of the market restructuring strategy, and, on this basis, the change in internal organization and the method of human resource exploitation and the rationalization of costs of business operations and change in the financing pattern are all meant to proactively support the improvement of the existing market position and the overall business position of companies.===>Kroz izmenu razvojne strategije i definisanje strategije tržišnog restrukturiranja, i na bazi toga promene interne organizacije i načina korišćenja ljudskih resursa, te racionalizaciju troškova poslovanja i promena u načinu finansiranja, treba proaktivno delovati na poboljšanja postojećeg tržišnog položaja i ukupne poslovne pozicije kompanija.)
MATCH@M:(Furthermore, the implementation of these must not be restricted to only those firms that are in difficulties, but must become a reality of successful companies too.===>Pri tome, implementacija ovih primena ne sme se ograniciti samo na firme u teškocama, vec mora da postane realnost i uspešnih kompanija.)
MATCH@E:(Furthermore, the implementation of these must not be restricted to only those firms that are in difficulties, but must become a reality of successful companies too.===>Pri tome, implementacija ovih primena ne sme se ograničiti samo na firme u teškoćama, već mora da postane realnost i uspešnih kompanija.)
MATCH@M:(The explosive development of IC technologies, which is the most obvious in the development of the Internet and mobile telephony, caused the often traditionally oriented PPOs (public postal operators) to opt for the development of their core activity in the field of integrated IT solutions.===>Eksplozivni razvoj informaciono-komunikacionih tehnologija, koji je najviše prepoznatljiv u svetskoj ekspanziji Interneta i mobilne telefonije, doveo je do toga da se, cesto previše tradicionalno orijentisani, javni poštanski operatori opredele za razvoj svoje bazicne delatnosti u domenu integrisanih tehnološko-informatickih rešenja.)
MATCH@E:(The explosive development of IC technologies, which is the most obvious in the development of the Internet and mobile telephony, caused the often traditionally oriented PPOs (public postal operators) to opt for the development of their core activity in the field of integrated IT solutions.===>Eksplozivni razvoj informaciono-komunikacionih tehnologija, koji je najviše prepoznatljiv u svetskoj ekspanziji Interneta i mobilne telefonije, doveo je do toga da se, često previše tradicionalno orijentisani, javni poštanski operatori opredele za razvoj svoje bazične delatnosti u domenu integrisanih tehnološko-informatičkih rešenja.)
MATCH@M:(Following the specific requirements of the users, who ceased to use the traditional written communication owing to the electronic access channels (Internet and mobile communications, i.e. e-mails and SMS messages), the POs have no other option but to facilitate the electronic communication of users in order to keep letter-mail items within their systems and thus protect their income.===>S obzirom na specificne zahteve korisnika, koji su zahvaljujuci elektronskim pristupnim kanalima - Internet i mobilnoj komunikaciji, odnosno elektronskoj pošti i SMS porukama, prestali da koriste tradicionalnu pisanu komunikaciju, poštanskim operatorima ne preostaje ništa drugo nego da omoguce elektronsku komunikaciju korisnika u svrhu održanja pismonosnih pošiljaka u svojim sistemima, odnosno zaštite svojih prihoda.)
MATCH@E:(Following the specific requirements of the users, who ceased to use the traditional written communication owing to the electronic access channels (Internet and mobile communications, i.e. e-mails and SMS messages), the POs have no other option but to facilitate the electronic communication of users in order to keep letter-mail items within their systems and thus protect their income.===>S obzirom na specifične zahteve korisnika, koji su zahvaljujući elektronskim pristupnim kanalima Internet i mobilnoj komunikaciji, odnosno elektronskoj pošti i SMS porukama, prestali da koriste tradicionalnu pisanu komunikaciju, poštanskim operatorima ne preostaje ništa drugo nego da omoguće elektronsku komunikaciju korisnika u svrhu održanja pismonosnih pošiljaka u svojim sistemima, odnosno zaštite svojih prihoda.)
MATCH@M:(The two systems which enable users to send the electronic data are Registered Electronic Mail (REM) and Hybrid Mail (HM).===>Dva sistema koja omogucavaju korisnicima elektronsko slanje podataka su registrovna elektronska po[ta (REP) i hibridna po[ta (HP).)
MATCH@E:(The two systems which enable users to send the electronic data are Registered Electronic Mail (REM) and Hybrid Mail (HM).===>Dva sistema koja omogućavaju korisnicima elektronsko slanje podataka su registrovna elektronska pošta (REP) i hibridna pošta (HP).)
MATCH@M:(The implementation of the model of integration of these two systems, that is reflected in the use of integrated electronic access channels and which is the subject of this paper, has significant economic effects and technical justification for the public postal operator.===>Primena modela integracije ova dva sistema, koji se ogleda u korišcenju zajednickih elektronskih pristupnih kanala i koji je predmet ovog rada, ima znacajne ekonomske efekte i tehnološko-tehnicku opravdanost za javnog poštanskog operatora.)
MATCH@E:(The implementation of the model of integration of these two systems, that is reflected in the use of integrated electronic access channels and which is the subject of this paper, has significant economic effects and technical justification for the public postal operator.===>Primena modela integracije ova dva sistema, koji se ogleda u korišćenju zajedničkih elektronskih pristupnih kanala i koji je predmet ovog rada, ima značajne ekonomske efekte i tehnološko-tehničku opravdanost za javnog poštanskog operatora. 1.)
MATCH@M:(Registered Electronic Mail (REM) is a type of electronic service that ensures an integrated electronic data exchange between end users on the principles of the exchange of registered mail in a physical form.===>Regislrovana elektronska pošta (REP) je takva vrsta elektronske usluge koja omogucava potpunu elektronsku razmenu podataka izmedu krajnjih korisnika po principima razmene registrovane pošte u fizickoj formi.)
MATCH@E:(1. operations of the public postal operators REM and HM systems Registered Electronic Mail (REM) is a type of electronic service that ensures an integrated electronic data exchange between end users on the principles of the exchange of registered mail in a physical form.===>Funkcionisanje sistema REP i HP javnog poštanskog operatora Registrovana elektronska pošta (REP) je takva vrsta elektronske usluge koja omogućava potpunu elektronsku razmenu podataka između krajnjih korisnika po principima razmene registrovane pošte u fizičkoj formi.)
MATCH@M:(The basic features of this service are that it is entirely electronic and provides a reliable and certified data exchange between the mailer, the service provider and the mailee.===>Osnovne karakteristike ove usluge su da je ona u u potpunosti elektronska i da obezbeduje pouzdanu i sertifikovanu razmenu podataka izmedu pošiljaoca pošte, pružaoca usluge i primaoca pošte.)
MATCH@E:(The basic features of this service are that it is entirely electronic and provides a reliable and certified data exchange between the mailer, the service provider and the mailee.===>Osnovne karakteristike ove usluge su da je ona u u potpunosti elektronska i da obezbeđuje pouzdanu i sertifikovanu razmenu podataka između pošiljaoca pošte, pružaoca usluge i primaoca pošte.)
MATCH@M:(In comparison with the traditional service od mail exchange, the REM system provides the service of confidential electronic communication that contains bothe the mailing evidence and receiving mail evidence between previously authenticated users.===>U odnosu na tradicionalnu uslugu razmene elektronske pošte, sistem REP obezbeduje uslugu poverljive elektronske komunikacije koja sadrži evidenciju slanja i prijema pošte izmedu prethodno au-tentifikovanih korisnika.)
MATCH@E:(In comparison with the traditional service od mail exchange, the REM system provides the service of confidential electronic communication that contains bothe the mailing evidence and receiving mail evidence between previously authenticated users.===>U odnosu na tradicionalnu uslugu razmene elektronske pošte, sistem REP obezbeđuje uslugu poverljive elektronske komunikacije koja sadrži evidenciju slanja i prijema pošte između prethodno autentifikovanih korisnika.)
MATCH@M:(Evidence and archival of all the events and operations is performed in each section of the REM system, in the transfer or exchange of electronic mail, thus ensuring a reliable tracking of the mail status.===>U svakom delu sistema REP, prilikom prenosa ili razmene elektronske pošte, vrši se evidentiranje i arhiviranje svih dogadaja i operacija i na taj nacin se omogucava pouzdano pracenje statusa pošte.)
MATCH@E:(Evidence and archival of all the events and operations is performed in each section of the REM system, in the transfer or exchange of electronic mail, thus ensuring a reliable tracking of the mail status.===>U svakom delu sistema REP, prilikom prenosa ili razmene elektronske pošte, vrši se evidentiranje i arhiviranje svih događaja i operacija i na taj način se omogućava pouzdano praćenje statusa pošte.)
MATCH@M:(Hence the REM system can be said to be an electronic version of traditional registered mail in the physical form, significantly improved through strict authentication procedures and a high level of protection of the mail integrity and confidentiality, which provides irrevocable evidence on all the events and operations in the system implementing modern cryptographic technologies.===>Zbog toga se može reci da je sistem REP elektronska verzija tradicionalne registrovne pošte u fizickoj formi, znacajno unapredena strogim procedurama au-tentifikacije i visokim stepenom zaštite integriteta i po-verljivosti pošte, koja obezeduje neporecive evidencije o svim dogadajima i operacijama u sistemu primenom savremenih kriptografskih tehnologija.)
MATCH@E:(Hence the REM system can be said to be an electronic version of traditional registered mail in the physical form, significantly improved through strict authentication procedures and a high level of protection of the mail integrity and confidentiality, which provides irrevocable evidence on all the events and operations in the system implementing modern cryptographic technologies.===>Zbog toga se može reći da je sistem REP elektronska verzija tradicionalne registrovne pošte u fizičkoj formi, značajno unapređena strogim procedurama autentifikacije i visokim stepenom zaštite integriteta i poverljivosti pošte, koja obezeđuje neporecive evidencije o svim događajima i operacijama u sistemu primenom savremenih kriptografskih tehnologija.)
MATCH@M:(At the congress held in Seoul in 1994, the Universal Postal Union - UPU adopted a decision on forming the Telematics Cooperative.===>Svetski poštanski savez (Universal Postal Union -UPU) je na kongresu održanom 1994. godine u Seulu doneo odluku o formiranju Telematik kooperative (Telematics Cooperative).)
MATCH@E:(Š1Ë,Š3Ë,Š4Ë. ~~~ At the congress held in Seoul in 1994, the Universal Postal Union UPU (www.upu.int) adopted a decision on forming the Telematics Cooperative.===>Š1Ë, Š3Ë, Š4Ë Svetski poštanski savez (Universal Postal Union UPU, www.upu.int) je na kongresu održanom 1994. godine u Seulu doneo odluku o formiranju Telematik kooperative (Telematics Cooperative).)
MATCH@M:(The reason for establishing the Cooperative is to help postal operators improve business processes through the modern information and communication technologies implementation.===>Razlog njenog formiranja je pružanje pomoci poštanskim operatorima u unapredenju poslovnih procesa kroz primenu i korišce-nje savremenih informaciono-komunikacionih tehnologija.)
MATCH@E:(The reason for establishing the Cooperative is to help postal operators improve business processes through the modern information and communication technologies implementation.===>Razlog njenog formiranja je pružanje pomoći poštanskim operatorima u unapređenju poslovnih procesa kroz primenu i korišće nje savremenih informaciono-komunikacionih tehnologija.)
MATCH@M:(The task of the Telematics Cooperative is to collaborate with postal operators in developing new electronic products and services to be offered to customers.===>Zadatak Telematik kooperative je saradnja sa poštanskim operatorima na razvoju novih elektronskih proizvoda i usluga koji bi se ponudili korisnicima.)
MATCH@E:(The task of the Telematics Cooperative is to collaborate with postal operators in developing new electronic products and services to be offered to customers.===>Zadatak Telematik kooperative je saradnja sa poštanskim operatorima na razvoju novih elektronskih proizvoda i usluga koji bi se ponudili korisnicima.)
MATCH@M:(The Telematics Cooperative includes three work groups:===>U okviru Telematik kooperative postoje tri radne grupe:)
MATCH@E:(The Telematics Cooperative includes three work groups: 1.===>U okviru Telematik kooperative postoje tri radne grupe: ~~~ 1.)
MATCH@M:(1.	The international Mail Services - IMS User Group.===>1.	Grupa za medunarodne poštanske usluge (The International Mail Services - IMS User Group).)
MATCH@E:(The international Mail Services IMS User Group.===>Grupa za međunarodne poštanske usluge (The International Mail Services IMS User Group).)
MATCH@M:(The task of the IMS group is to define the strategies and business processes for the electronic tracking of mail (EMS, letters and packages) in the international postal handling.===>Zadatak IMS grupe je definisanje strategije i poslovnih procesa sistema za elektronsko pracenje pošiljaka (EMS, pisama i paketa) u medunarodnom poštanskom saobracaju.)
MATCH@E:(The task of the IMS group is to define the strategies and business processes for the electronic tracking of mail (EMS, letters and packages) in the international postal handling. ~~~ 2.===>Zadatak IMS grupe je definisanje strategije i poslovnih procesa sistema za elektronsko praćenje pošiljaka (EMS, pisama i paketa) u međunarodnom poštanskom saobraćaju. 2.)
MATCH@M:(2.	The International Financial Services - IFS User Group.===>2.	Grupa za medunarodne finansijske usluge (The International Financial Services - IFS User Group).)
MATCH@E:(The International Financial Services IFS User Group.===>Grupa za međunarodne finansijske usluge (The International Financial Services IFS User Group).)
MATCH@M:(The task of the IFS group is to define strategies and business processes for the international money transfer systems.===>Zadatak IFS grupe je definisanje strategije i poslovnih procesa sistema za medunarodni elektronski transfer novca.)
MATCH@E:(The task of the IFS group is to define strategies and business processes for the international money transfer systems.===>Zadatak IFS grupe je definisanje strategije i poslovnih procesa sistema za međunarodni elektronski transfer novca. 3.)
MATCH@M:(3.1	Subgroup for UPU standard S43 “Secure Electronic Postal Services - SEPS Interface Specification“ whose task is to define the interface for the Electronic Postal Certification Mark - EPCM and other S43 services such as Postal Registered Electronic Mail - PReM.===>3.1.	Podgrupa za UPU standard S43 „Secure Electronic Postal Services - SEPS Interface Specification“ koji definiše interfejs za elektronsku poštansku marku (Electronic Postal Certification Mark - EPCM) i druge S43 elektronske usluge, kao što je poštanska re-gistrovana elektronska pošta - PREP (Postal Registered Electronic Mail - PReM).)
MATCH@E:(The Advanced Electronic Services User Group AES User Group that comprises the following subgroups: 3.1 Subgroup for UPU standard S43 Secure Electronic Postal Services SEPS Interface Specification whose task is to define the interface for the Electronic Postal Certification Mark EPCM and other S43 services such as Postal Registered Electronic Mail PReM.===>Podgrupa za UPU standard S43 Secure Electronic Postal Services SEPS Interface Specification koji definiše interfejs za elektronsku poštansku marku (Electronic Postal Certification Mark EPCM) i druge S43 elektronske usluge, kao što je poštanska registrovana elektronska pošta PREP (Postal Registered Electronic Mail PReM). ~~~ 3.2. ~~~ Podgrupa za Globalnu hibridnu poštu (Glo bal Hybrid Mail). ~~~ 3.3. ~~~ Podgrupa za RFID (Radio Frequency Identi fication).)
BAD_LINE_=============================================================
BAD_LINE_M:3.1	Subgroup for UPU standard S43 “Secure Electronic Postal Services - SEPS Interface Specification“ whose task is to define the interface for the Electronic Postal Certification Mark - EPCM and other S43 services such as Postal Registered Electronic Mail - PReM.
BAD_LINE_M:3.1.	Podgrupa za UPU standard S43 „Secure Electronic Postal Services - SEPS Interface Specification“ koji definiše interfejs za elektronsku poštansku marku (Electronic Postal Certification Mark - EPCM) i druge S43 elektronske usluge, kao što je poštanska re-gistrovana elektronska pošta - PREP (Postal Registered Electronic Mail - PReM).
BAD_LINE_E:The Advanced Electronic Services User Group AES User Group that comprises the following subgroups: 3.1 Subgroup for UPU standard S43 Secure Electronic Postal Services SEPS Interface Specification whose task is to define the interface for the Electronic Postal Certification Mark EPCM and other S43 services such as Postal Registered Electronic Mail PReM.
BAD_LINE_E:Podgrupa za UPU standard S43 Secure Electronic Postal Services SEPS Interface Specification koji definiše interfejs za elektronsku poštansku marku (Electronic Postal Certification Mark EPCM) i druge S43 elektronske usluge, kao što je poštanska registrovana elektronska pošta PREP (Postal Registered Electronic Mail PReM). ~~~ 3.2. ~~~ Podgrupa za Globalnu hibridnu poštu (Glo bal Hybrid Mail). ~~~ 3.3. ~~~ Podgrupa za RFID (Radio Frequency Identi fication).
MATCH@M:(The Postal registered electronic mail (PReM) is to provide a confidential and certified electronic communication between the mailer, the public postal operator and the mailee.===>Poštanska registrovana elektronska pošta (PREP) treba da obezbedi poverljivu i sertifikovanu elektronsku komunikaciju izmedu pošiljaoca, javnog poštanskog operatora i primaoca.)
MATCH@E:(3.5 Subgroup for Case Study Knowledge Base The Postal registered electronic mail (PReM) is to provide a confidential and certified electronic commu nication between the mailer, the public postal operator and the mailee.===>Poštanska registrovana elektronska pošta (PREP) treba da obezbedi poverljivu i sertifikovanu elektronsku komunikaciju između pošiljaoca, javnog poštanskog operatora i primaoca.)
MATCH@M:(In addition, similarly to the REM system, the PReM system is to provide evidence and archival of all the events and operations in the system.===>Pored ovoga, slicno kao i kod sistema REP, sistem PREP mora da obezbedi i evidentiranje i arhiviranje svih dogadaja i operacija u sistemu.)
MATCH@E:(In addition, similarly to the REM system, the PReM system is to provide evidence and archival of all the events and operations in the system.===>Pored ovoga, slično kao i kod sistema REP, sistem PREP mora da obezbedi i evidentiranje i arhiviranje svih događaja i operacija u sistemu.)
MATCH@M:(The architecture of the PReM system is defined using the conceptual model that consists of mailer, mailee, authorized third parties, authorized public postal operators of both the mailer and the mailee and the distribution point of the Trust list of public postal operators.===>Arhitektura sistema PREP se definiše pomocu konceptualnog modela koji se sastoji od pošiljaoca, primaoca, autorizovanih trecih lica, javnih poštanskih operatora primaoca i pošiljaoca i tacke distribucije liste „poverljivih“ (Trust) javnih poštanskih operatora.)
MATCH@E:(Š1Ë The architecture of the PReM system is defined using the conceptual model that consists of mailer, mailee, authorized third parties, authorized public postal operators of both the mailer and the mailee and the distribution point of the Trust list of public postal operators.===>Š1Ë Arhitektura sistema PREP se definiše pomoću konceptualnog modela koji se sastoji od pošiljaoca, primaoca, autorizovanih trećih lica, javnih poštanskih operatora primaoca i pošiljaoca i tačke distribucije liste poverljivih (Trust) javnih poštanskih operatora.)
MATCH@M:(The data on the mailer and/or mailee are stored in the Directory Server of the public postal operator and accessible to registered users following different criteria (electronic address or name and surname).===>Podaci o pošiljaocu i/ili primaocu su smešteni u serve-ru adresa (Directory Server) javnog poštanskog operatora i njima mogu pristupati registrovani korisnici po razlicitim kriterij umima (elektronska adresa ili ime i prezime).)
MATCH@E:(The data on the mailer and/or mailee are stored in the Directory Server of the public postal operator and accessible to registered users following different criteria (electronic address or name and surname).===>Podaci o pošiljaocu i/ili primaocu su smešteni u serveru adresa (Directory Server) javnog poštanskog operatora i njima mogu pristupati registrovani korisnici po različitim kriterijumima (elektronska adresa ili ime i prezime).)
MATCH@M:(To identify the authorized public postal operator of the mailee, the PReM system conceptual model assumes the presence of the point of exchange of “confiden-tial/trust“ public postal operators which contains the list of public postal operators maintained and announced by the Universal Postal Union.===>Da bi se identifikovao autorizovani javni poštanski operator primaoca, konceptualni model sistema PREP podrazumeva postojanje tacke raz-mene liste „poverljivih“ javnih poštanskih operatora u kojoj se nalazi lista javnih poštanskih operatora koju održava i oglašava Svetski poštanski savez.)
MATCH@E:(To identify the authorized public postal operator of the mailee, the PReM system conceptual model assumes the presence of the point of exchange of confidential/trust public postal operators which contains the list of public postal operators maintained and announced by the Universal Postal Union.===>Da bi se identifikovao autorizovani javni poštanski operator primaoca, konceptualni model sistema PREP podrazumeva postojanje tačke razmene liste poverljivih javnih poštanskih operatora u kojoj se nalazi lista javnih poštanskih operatora koju održava i oglašava Svetski poštanski savez.)
MATCH@M:(The mailer and mailee may be users of the same or different public postal operators.===>Pošiljalac i primalac mogu biti korisnici istog ili razlicitih javnih poštanskih operatora.)
MATCH@E:(The mailer and mailee may be users of the same or different (this model is presented in figure 1) public postal operators.===>Pošiljalac i primalac mogu biti korisnici istog ili različitih (ovaj model je prikazan na slici 1) javnih poštanskih operatora.)
MATCH@M:(Evidence generation of all the operations and transactions is the core characteristic of the PReM system.===>Vodjenje evidencija svih operacija i transakcija je suštinska karakteristika sistema PREP.)
MATCH@E:(Evidence generation of all the operations and transactions is the core characteristic of the PReM system.===>Vođenje evidencija svih operacija i transakcija je suštinska karakteristika sistema PREP.)
MATCH@M:(In order that these be provided, it is necessary that all the participants in the PReM mail forwarding process should be identified (mailer, mailee, mailer’s and mailee’s public postal operators) as well as that irrevocability of transactions between the participants in the PReM mail transfer be present.===>Da bi se to obez-bedilo, neophodno je da se svi ucesnici u procesu pre-nosa PREP pošte autentifikuju (pošiljalac, primalac, javni poštanski operatori primaoca i pošiljaoca), kao i da postoji neporecivost transakcija izmedu ucesnika u prenosu PREP pošte.)
MATCH@E:(In order that these be provided, it is necessary that all the participants in the PReM mail forwarding process should be identified (mailer, mailee, mailers and mailees public postal operators) as well as that irrevocability of transactions between the participants in the PReM mail transfer be present.===>Da bi se to obezbedilo, neophodno je da se svi učesnici u procesu prenosa PREP pošte autentifikuju (pošiljalac, primalac, javni poštanski operatori primaoca i pošiljaoca), kao i da postoji neporecivost transakcija između učesnika u prenosu PREP pošte.)
MATCH@M:(In view of the above, several authentication models can be implemented:===>U tom smislu postoji nekoliko modela autentifikacije:)
MATCH@E:(In view of the above, several authentication models can be implemented: 1.===>U tom smislu postoji nekoliko modela autentifikacije: ~~~ 1.)
MATCH@M:(1.	Password-based authentication.===>1.	Autentifikacija koja se bazira na lozinki.)
MATCH@E:(Password-based authentication.===>Autentifikacija koja se bazira na lozinki.)
MATCH@M:(The use of user name and password or any other authentication mechanism with two factors is the first level of authentication model.===>Korišcenje korisnickog imena i lozinke ili nekog drugog mehanizma autentifikacije sa dva faktora je prvi nivo modela autentifikacije.)
MATCH@E:(The use of user name and password or any other authentication mechanism with two factors is the first level of authentication model.===>Korišćenje korisničkog imena i lozinke ili nekog drugog mehanizma autentifikacije sa dva faktora je prvi nivo modela autentifikacije.)
MATCH@M:(The first step in this type of basic authentication is the access to service that means a direct authentication so that the public postal operator can check the identity of mailer or mailee.===>Kod ovog tipa osnovne autentifikacije neophodan prvi korak je pristup usluzi koji podrazu-meva direktnu identifikaciju kako bi javni poštanski operator proverio identitet primaoca ili pošiljaoca.)
MATCH@E:(The first step in this type of basic authentication is the access to service that means a direct authentication so that the public postal operator can check the identity of mailer or mailee. ~~~ 2.===>Kod ovog tipa osnovne autentifikacije neophodan prvi korak je pristup usluzi koji podrazumeva direktnu identifikaciju kako bi javni poštanski operator proverio identitet primaoca ili pošiljaoca. 2.)
MATCH@M:(2.	Electronic signature using electronic cerificate.===>2.	Elektronsko potpisivanje korišcenjem elektronskih sertifikata.)
MATCH@E:(Electronic signature using electronic cerificate.===>Elektronsko potpisivanje korišćenjem elektronskih sertifikata.)
MATCH@M:(This authentication model is not used only with mailer and mailee, but also with the public postal operator.===>Ovaj model autentifikacije se ne primenju-je samo kod primaoca ili pošiljaoca vec i kod javnog poštanskog operatora.)
MATCH@E:(This authentication model is not used only with mailer and mailee, but also with the public postal operator.===>Ovaj model autentifikacije se ne primenjuje samo kod primaoca ili pošiljaoca već i kod javnog poštanskog operatora.)
MATCH@M:(The format and rules the electronic signature should satisfy are defined in RFC 5280 and the European Directive 1999/93/EC.===>Format i pravila koje elektronski potpis treba da ispuni su definisani u RFC 5280 i Evropskoj direktivi 1999/93/EC.)
MATCH@E:(The format and rules the electronic signature should satisfy are defined in RFC 5280 and the European Directive 1999/93/EC.===>Format i pravila koje elektronski potpis treba da ispuni su definisani u RFC 5280 i Evropskoj direktivi 1999/93/EC. 3.)
MATCH@M:(3.	Qualified electronic signature using qualified electronic certificate.===>3.	Kvalifikovano elektronsko potpisivanje korišcenjem kvalifikovanih elektronskih sertifikata.)
MATCH@E:(3. ~~~ Qualified electronic signature using qualified electronic certificate.===>Kvalifikovano elektronsko potpisivanje korišćenjem kvalifikovanih elektronskih sertifikata.)
MATCH@M:(This authentication model is the highest level of identity management applied to the postal registered electronic mail users.===>Ovaj model autentifikacije je najviši nivo upravljanja identitetom koji može biti primenjen na korisnike sistema poštanske registrovane elektronske pošte.)
MATCH@E:(This authentication model is the highest level of identity management applied to the postal registered electronic mail users.===>Ovaj model autentifikacije je najviši nivo upravljanja identitetom koji može biti primenjen na korisnike sistema poštanske registrovane elektronske pošte.)
MATCH@M:(In accordance with the RFC3739, ETSITS 101 862 and the European Directive 199/93/EC, the user of the qualified electronic certificate has to identify himself in a direct contact on occasion of certificate issuing, whereas the medium for certificate storage has to be consistent with the Secure Signature Creation Device (defined in European Committe for Standardization, CEN/ISSS workshop Agreement CWA14169).===>U skladu sa RFC3739, ETSI TS 101 862 i Evropskom direktivom 1999/93/EC korisnik kvalifikovanog elektronskog ser-tifikata se mora identifikovati u direktnom kontaktu prilikom izdavanja sertifikata, dok medijum za sme-štanje sertifikata mora biti u skladu sa Secure Signature Creation Device (defined in European Committee for Standardization, CEN/ISSS Workshop Agreement CWA14169).)
MATCH@E:(In accordance with the RFC3739, ETSI TS 101 862 and the European Directive 199/93/EC, the user of the qualified electronic certificate has to identify himself in a direct contact on occasion of certificate issuing, whereas the medium for certificate storage has to be consistent with the Secure Signature Creation Device (defined in European Committe for Standardization, CEN/ISSS workshop Agreement CWA14169).===>U skladu sa RFC3739, ETSI TS 101 862 i Evropskom direktivom 1999/93/EC korisnik kvalifikovanog elektronskog sertifikata se mora identifikovati u direktnom kontaktu prilikom izdavanja sertifikata, dok medijum za smeštanje sertifikata mora biti u skladu sa Secure Signature Creation Device (defined in European Committee for Standardization, CEN/ISSS Workshop Agreement CWA14169).)
MATCH@M:(The implementation of different authentication models and identity management depend on the PReM service provider policy, however, the above-defined authentication models are recommended.===>Primena razlicitih modela autentifikacije i upravljanja identitetom zavise od politike pružaoca usluge PREP, ali se preporucuju prethodno definisani modeli autenti-fikacije.)
MATCH@E:(Š1Ë The implementation of different authentication models and identity management depend on the PReM service provider policy, however, the above-defined authentication models are recommended.===>Š1Ë Primena različitih modela autentifikacije i upravljanja identitetom zavise od politike pružaoca usluge PREP, ali se preporučuju prethodno definisani modeli autentifikacije.)
MATCH@M:(It is certainly the right of the PReM service provider to choose the level of security mechanisms he wishes to implement in his PReM system.===>Svakako, na pružaocu usluge PREP je da odabere koji nivo sigurnosnih mehanizama želi da primeni u svom sistemu PREP.)
MATCH@E:(It is certainly the right of the PReM service provider to choose the level of security mechanisms he wishes to implement in his PReM system.===>Svakako, na pružaocu usluge PREP je da odabere koji nivo sigurnosnih mehanizama želi da primeni u svom sistemu PREP.)
MATCH@M:(It is on the basis of the security mechanisms implementation that the level of trust among different public postal operators is determined.===>Nivo poverenja izmedu razlicitih javnih poštanskih operatora se upravo odreduje na osnovu primenjenih mehanizama autentifikacije.)
MATCH@E:(It is on the basis of the security mechanisms implementation that the level of trust among different public postal operators is determined.===>Nivo poverenja između različitih javnih poštanskih operatora se upravo određuje na osnovu primenjenih mehanizama autentifikacije.)
MATCH@M:(Hybrid mail (HM) is a type of partially electronic mail exchange where, contrary to the traditional manner of mail forwarding, the mail contents is forwarded and transmitted in an electronic form, printed and packaged on a location in the vicinity of the delivery destination and finaly delivered to the mailee in a physical form.===>Hibridna pošta (HP) je takva vrsta delimicno elektronske razmene pošte gde se, za razliku od tradicionalnog nacina prenosa pošiljaka, sadržaj pošte šalje i prenosi u elektronskoj formi, štampa i pakuje na lokaciji koja je blizu destinacije dostavljanja i, na kraju, isporucuje primaocu u fizickoj formi.)
MATCH@E:(Hybrid mail (HM) is a type of partially electronic mail exchange where, contrary to the traditional manner of mail forwarding, the mail contents is forwarded and transmitted in an electronic form, printed and packaged on a location in the vicinity of the delivery destination and finaly delivered to the mailee in a physical form.===>Hibridna pošta (HP) je takva vrsta delimično elektronske razmene pošte gde se, za razliku od tradicionalnog načina prenosa pošiljaka, sadržaj pošte šalje i prenosi u elektronskoj formi, štampa i pakuje na lokaciji koja je blizu destinacije dostavljanja i, na kraju, isporučuje primaocu u fizičkoj formi.)
MATCH@M:(In this way, the combined electronic and physical method of mail delivery includes the technological phases of receipt, processing and preparation of electronic data, mail printing, putting the mail into envelope or packing it, addressing and delivery.===>Na ovaj nacin kombinovani elektronski i fizicki nacin dostavljanja pošiljaka u sebi sadrži tehnološke faze prijema, obrade i pripreme elektronskih podataka, štampanja pošte, kovertiranja ili pakovanja pošte, adresiranja i dostavljanja pošte.)
MATCH@E:(In this way, the combined electronic and physical method of mail delivery includes the technological phases of receipt, processing and preparation of electronic data, mail printing, putting the mail into envelope or packing it, addressing and delivery.===>Na ovaj način kombinovani elektronski i fizički način dostavljanja pošiljaka u sebi sadrži tehnološke faze prijema, obra de i pripreme elektronskih podataka, štampanja pošte, kovertiranja ili pakovanja pošte, adresiranja i dostavljanja pošte.)
MATCH@M:(Although the exploitation of the earliest hybrid mail systems dates back to the 1980s, it is only with the expansion of the Internet that its development has been intensified.===>Iako je eksploatacija prvih sistema hibridne pošte pocela još osamdesetih godina XX veka, tek je ekspanzija Interneta dovela do njenog inte-zivnog razvoja.)
MATCH@E:(Although the exploitation of the earliest hybrid mail systems dates back to the 1980s, it is only with the expansion of the Internet that its development has been intensified.===>Iako je eksploatacija prvih sistema hibridne pošte počela još osamdesetih godina XX veka, tek je ekspanzija Interneta dovela do njenog intezivnog razvoja.)
MATCH@M:(This development was guided by the simplicity of sending the hybrid mail via the Internet, but also by a significant cost reduction in transposrt and processing.===>Ovaj razvoj je bio voden jednostavnošcu slanja hibridne pošte putem Interneta, ali i znacajnim smanjenjem troškova transporta i prerade.)
MATCH@E:(This development was guided by the simplicity of sending the hybrid mail via the Internet, but also by a significant cost reduction in transposrt and processing.===>Ovaj razvoj je bio vođen jednostavnošću slanja hibridne pošte putem Interneta, ali i značajnim smanjenjem troškova transporta i prerade.)
MATCH@M:(Without an integrative approach to service delivery, however, postal operators are unable to achieve a full potential of hybrid mail; consequently their success in the market is limitted.===>Medutim, bez integrativnog pristupa pružanju usluga poštanski operatori ne mogu da dostignu pun potencijal hibridne pošte, a samim tim njihov uspeh na tržištu je ogranicen.)
MATCH@E:(Without an integrative approach to service delivery, however, postal operators are unable to achieve a full potential of hybrid mail; consequently their success in the market is limitted.===>Međutim, bez integrativnog pristupa pružanju usluga poštanski operatori ne mogu da dostignu pun potencijal hibridne pošte, a samim tim njihov uspeh na tržištu je ograničen.)
MATCH@M:(The integration with the delivery network requires that the postal operator produce the mail in such a way that it is transport-, processing, and delivery-optimized.===>Integracija sa mrežom dostave zahteva da poštanski operator proizvodi pošiljku na taj nacin da je ona optimizovana za transport, preradu i dostavu.)
MATCH@E:(The integration with the delivery network requires that the postal operator produce the mail in such a way that it is transport-, processing, and delivery-optimized.===>Integracija sa mrežom dostave zahteva da poštanski operator proizvodi pošiljku na taj način da je ona optimizovana za transport, preradu i dostavu.)
MATCH@M:(This means that the system decides where, when and how the mail will be printed.===>To znaci da se u sistemu odreduju gde ce se, kada i kako pošta štampati.)
MATCH@E:(This means that the system decides where, when and how the mail will be printed.===>To znači da se u sistemu određuju gde će se, kada i kako pošta štampati.)
MATCH@M:(The option of where mail will be printed implies the implementation of the distributed hybrid mail (DHM), i.e., the use of a number of distributive centres for mail printing and packaging, as well as the option of selecting one centre on the basis of the quality of its equippment or address data.===>Korišcenje opcije gde ce se pošta štampati podrazumeva implementaciju distribuirane hibridne pošte (DHP), odnosno korišcenje više distribuiranih centara za štampanje i pakovanje pošte, kao i mogucnosti izbora jednog centra na osnovu njegove opremljenosti ili adresnih podataka.)
MATCH@E:(The option of where mail will be printed implies the implementation of the distributed hybrid mail (DHM), i.e., the use of a number of distributive centres for mail printing and packaging, as well as the option of selecting one centre on the basis of the quality of its equippment or address data.===>Korišćenje opcije gde će se pošta štampati podrazumeva implementaciju distribuirane hibridne pošte (DHP), odnosno korišćenje više distribuiranih centara za štampanje i pakovanje pošte, kao i mogućnosti izbora jednog centra na osnovu njegove opremljenosti ili adresnih podataka. ~~~ Š2Ë, Š3Ë, Š4Ë.)
MATCH@M:(Within the scope of activities of the Universal Postal Union (UPU) the RL253 - Hybrid Mail regulations were prepared, for hybrid mail standardization on the world level.===>U okviru aktivnosti Svetskog poštanskog saveza (UPU) u domenu elektronskih poštanskih usluga pripremljena je regulativa RL253 - Hybrid Mail, koja se bavi standardizacijom hibridne pošte na svetskom nivou.)
MATCH@E:(Š2Ë,Š3Ë,Š4Ë Within the scope of activities of the Universal Postal Union (UPU) the RL253 Hybrid Mail regulations were prepared, for hybrid mail standardization on the world level.===>U okviru aktivnosti Svetskog poštanskog saveza (UPU) u domenu elektronskih poštanskih usluga pripremljena je regulativa RL253 Hybrid Mail, koja se bavi standardizacijom hibridne pošte na svetskom nivou.)
MATCH@M:(Namely, more than 80 member states of the Universal Postal Union offer hybrid mail services in different forms and shapes.===>Naime, više od 80 clanica Svetskog poštanskog saveza nudi usluge hibridne pošte u razlicitim formama i oblicima.)
MATCH@E:(Namely, more than 80 member states of the Universal Postal Union offer hybrid mail services in different forms and shapes.===>Naime, više od 80 članica Svetskog poštanskog saveza nudi usluge hibridne pošte u različitim formama i oblicima.)
MATCH@M:(Hence the Universal Postal Union recognized the hybrid mail domain as a growing market for the postal industry in the period to come.===>Zbog toga je Svetski poštanski savez prepoznao domen hibridne pošte kao rastuce tržište za poštansku industriju u narednom periodu.)
MATCH@E:(Hence the Universal Postal Union recognized the hybrid mail domain as a growing market for the postal industry in the period to come.===>Zbog toga je Svetski poštanski savez prepoznao domen hibridne pošte kao rastuće tržište za poštansku industriju u narednom periodu.)
MATCH@M:(Futhermore, in the current conditions of the world economy as well as under a growing intention to rationalize the world energy consumprion and protect the environmental, hybrid mail fits perfectly as a business solution for the world postal organization in the 21st century.===>Pored toga, pod okolnostima trenutnog stanja svetske ekonomije, kao i rastuce intencije racionalnog korišcenja svetske energije i zaštite životne sredine, hibridna pošta se savršeno uklapa kao poslovno rešenje za svet-sku poštansku organizaciju u 21. veku.)
MATCH@E:(Futhermore, in the current conditions of the world economy as well as under a growing intention to rationalize the world energy consumprion and protect the environmental, hybrid mail fits perfectly as a business solution for the world postal organization in the 21st century.===>Pored toga, pod okolnostima trenutnog stanja svetske ekonomije, kao i rastuće intencije racionalnog korišćenja svetske energije i zaštite životne sredine, hibridna pošta se savršeno uklapa kao poslovno rešenje za svetsku poštansku organizaciju u 21. veku.)
MATCH@M:(The Global Hybrid Mail (GHM) project is based on the idea of forming a global hybrid mail network that would allow for the member states of the Universal Postal Union to offer hybrid mail services beyond their borders.===>Projekat Globalne hibridne pošte (Global Hybrid Mail -GHM) se zasniva na ideji formiranja mreže globalne hibridne pošte, koja bi omogucila clanicama Svetskog poštanskog saveza da ponude usluge hibridne pošte i preko svojih granica.)
MATCH@E:(The Global Hybrid Mail (GHM) project is based on the idea of forming a global hybrid mail network that would allow for the member states of the Universal Postal Union to offer hybrid mail services beyond their borders.===>Projekat Globalne hibridne pošte (Global Hybrid Mail GHM) se zasniva na ideji formiranja mreže globalne hibridne pošte, koja bi omogućila članicama Svetskog poštanskog saveza da ponude usluge hibridne pošte i preko svojih granica.)
MATCH@M:(Owing to this network, end users would be in a position to access the network of international postal services via the Internet.===>Krajnji korisnici bi, zahvaljujuci ovoj mreži, bili u mogucnosti da pristupe mreži medunarodnih poštanskih usluga putem Interneta.)
MATCH@E:(Owing to this network, end users would be in a position to access the network of international postal services via the Internet.===>Krajnji korisnici bi, zahvaljujući ovoj mreži, bili u mogućnosti da pristupe mreži međunarodnih poštanskih usluga putem Interneta.)
MATCH@M:(Hence the Universal Postal Union has already defined hybrid mail as a possible postal service within the Letter Post Regulations.===>Zbog toga je Svetski poštanski savez vec definisao hibridnu poštu kao mogucu poštansku uslugu u okviru regulativa poštanskog pisma - Letter Post Regulations.)
MATCH@E:(Hence the Universal Postal Union has already defined hybrid mail as a possible postal service within the Letter Post Regulations.===>Zbog toga je Svetski poštanski savez već definisao hibridnu poštu kao moguću poštansku uslugu u okviru regulativa poštanskog pisma Letter Post Regulations.)
MATCH@M:(The next step in the GHM project is to define an integral regulatory framework and a business model for the Global Hybrid Mail network operations.===>Sledeci korak u projektu GHM je definisanje potpunog regula-tivnog okvira i poslovnog modela za rad mreže Globalne hibridne pošte.)
MATCH@E:(The next step in the GHM project is to define an integral regulatory framework and a business model for the Global Hybrid Mail network operations.===>Sledeći korak u projektu GHM je definisanje potpunog regulativnog okvira i poslovnog modela za rad mreže Globalne hibridne pošte.)
MATCH@M:(The additional potentials of the Global Hybrid Mail network could be its integration with the electronic postal mark (EPCM) and other technologies for safe communication of electronic documents for the purpose of supporting the definition and development of a hybrid version of registered electronic mail.===>Dodatne mogucnosti mreže Globalne hibridne pošte bi mogle da budu integracija sa elektronskom poštanskom markom (EPCM) i drugim tehnologijama za bezbednu komunikaciju elektronskim dokumentima radi podrške definisanju i razvoju hibridne verzije registrovane elektronske pošte.)
MATCH@E:(The additional potentials of the Global Hybrid Mail network could be its integration with the electronic postal mark (EPCM) and other technologies for safe communication of electronic documents for the purpose of supporting the definition and development of a hybrid version of registered electronic mail.===>Dodatne mogućnosti mreže Globalne hibridne pošte bi mogle da budu integracija sa elektronskom poštanskom markom (EPCM) i drugim tehnologijama za bezbednu komunikaciju elektronskim dokumentima radi podrške definisanju i razvoju hibridne verzije registrovane elektronske pošte. 2.)
MATCH@M:(Electronic business (e-business) is defined as purchase and sales of information, products or services via a computer network and as a support to any types of business transactions via a digital (electronic) infrastructure, that is, via electronic access channels.===>Elektronsko poslovanje (e-poslovanje, e-bussiness) se definiše kao kupovina i prodaja informacija, proizvoda ili usluga putem racunarske mreže i podrška za bilo koju vrstu poslovnih transakcija putem digitalne (elektronske) infrastrukture, odnosno posredstvom elektronskih pristupnih kanala.)
MATCH@E:(2. ~~~ Electronic business models in electronic access channel management Electronic business (e-business) is defined as purchase and sales of information, products or services via a computer network and as a support to any types of business transactions via a digital (electronic) infrastructure, that is, via electronic access channels.===>Modeli elektronskog poslovanja u funkciji upravljanja elektronskim pristupnim kanalima Elektronsko poslovanje (e-poslovanje, e-bussiness) se definiše kao kupovina i prodaja informacija, proizvoda ili usluga putem računarske mreže i podrška za bilo koju vrstu poslovnih transakcija putem digitalne (elektronske) infrastrukture, odnosno posredstvom elektronskih pristupnih kanala.)
MATCH@M:(A mass development and implementation of the Internet as one of the most widely spread electronic access channels have motivated an increasing number of users, who are in search of a more economic and a more efficient manner of work, to exploit the opportunities offered by electronic business.===>Masovni razvoj i pri-mena Interneta, kao jednog od najrasprostranjenijih elektronskih pristupnih kanala, uticali su na motivaciju sve veceg broja korisnika da, u potrazi za ekonomicnijim i efikasnijim radom, koriste i mogucnosti koje pruža elektronsko poslovanje.)
MATCH@E:(A mass development and implementation of the Internet as one of the most widely spread electronic access channels have motivated an increasing number of users, who are in search of a more economic and a more efficient manner of work, to exploit the opportunities offered by electronic business.===>Masovni razvoj i primena Interneta, kao jednog od najrasprostranjenijih elektronskih pristupnih kanala, uticali su na motivaciju sve većeg broja korisnika da, u potrazi za ekonomičnijim i efikasnijim radom, koriste i mogućnosti koje pruža elektronsko poslovanje.)
MATCH@M:(Electronic business entails the exchange of standardized electronic messages between physical and legal entities in the procedures of negotiations, contracting, purchase, sales, payments, communication with administration and courts and performing other legally allowed business transactions.===>Elektronsko poslovanje predstavlja razmenu standardizovanih elektronskih poruka izmedu fizickih i pravnih lica u postupku pregovaranja, ugovaranja, kupovine, prodaje, placa-nj a, komunikacije sa upravom i sudovima i vršenju drugih poslovnih transakcija, cija primena je zakonom dozvoljena.)
MATCH@E:(Electronic business entails the exchange of standardized electronic messages between physical and legal entities in the procedures of negotiations, contracting, purchase, sales, payments, communication with administration and courts and performing other legally allowed business transactions.===>Elektronsko poslovanje predstavlja razmenu standardizovanih elektronskih poruka između fizičkih i pravnih lica u postupku pregovaranja, ugovaranja, kupovine, prodaje, plaćanja, komunikacije sa upravom i sudovima i vršenju drugih poslovnih transakcija, čija primena je zakonom dozvoljena.)
MATCH@M:(It is based on an efficient and modern organization of work, adjusted to implementation of modern information and communication technologies, use of the Internet in performing a majority of business transactions, organization and implementation of the modern information system, implementation of electronic signature and using the cryptographic mechanisms of protection.===>Ono se zasniva na efikasnoj i modernoj organizaciji rada, prilagodenoj primeni savremenih informaciono-komunikacionih tehnologija, korišce-nju Interneta u obavljanju vecine poslovnih transakcija, organizaciji i primeni savremenog informacionog sistema, primeni elektronskog potpisa i korišcenju kri-pografskih mehanizama zaštite.)
MATCH@E:(It is based on an efficient and modern organization of work, adjusted to implementation of modern information and communication technologies, use of the Internet in performing a majority of business transactions, organization and implementation of the modern information system, implementation of electronic signature and using the cryptographic mechanisms of protection.===>Ono se zasniva na efikasnoj i modernoj organizaciji rada, prilagođenoj primeni savremenih informaciono-komunikacionih tehnologija, korišćenju Interneta u obavljanju većine poslovnih transakcija, organizaciji i primeni savremenog informacionog sistema, primeni elektronskog potpisa i korišćenju kripografskih mehanizama zaštite.)
MATCH@M:(Electronic business differs from traditional business doing in that it eliminates time differences and geographical distance between business partners in the procedures of ordering, payment and delivery of goods and services.===>Elektronsko poslovanje se razlikuje u odnosu na tradicionalno poslovanje na taj nacin što eliminiše problem vremenske razlike i geografske udaljenosti medu poslovnim partnerima u postupku narucivanja, placanja i isporuke robe i usluga.)
MATCH@E:(Š5Ë Electronic business differs from traditional business doing in that it eliminates time differences and geographical distance between business partners in the procedures of ordering, payment and delivery of goods and services.===>Š5Ë Elektronsko poslovanje se razlikuje u odnosu na tradicionalno poslovanje na taj način što eliminiše problem vremenske razlike i geografske udaljenosti među poslovnim partnerima u postupku naručivanja, plaćanja i isporuke robe i usluga.)
MATCH@M:(The business boundaries are in this way extended to goods and services that did not exist earlier -electronic products.===>Na ovaj nacin se granice poslovanja proširuju na robu i usluge koje ranije nisu postojale - elektronske proizvode.)
MATCH@E:(The business boundaries are in this way extended to goods and services that did not exist earlier electronic products.===>Na ovaj način se granice poslovanja proširuju na robu i usluge koje ranije nisu postojale elektronske proizvode.)
MATCH@M:(The electronic business provides quality products to its customers, adjusted to their needs and at lower prices and a higher quality service.===>Korišcenjem elektronskog poslovanja potrošaci dobijaju kvalitetnije proizvode prilagodene njihovim potrebama i to po nižim cenama i uz bolji kvalitet usluge.)
MATCH@E:(The electronic business provides quality products to its customers, adjusted to their needs and at lower prices and a higher quality service.===>Korišćenjem elektronskog poslovanja potrošači dobijaju kvalitetnije proizvode prilagođene njihovim potrebama i to po nižim cenama i uz bolji kvalitet usluge.)
MATCH@M:(The task of this electronic business model is to expand the market and satisfy the needs of the existing customers both in the domain of sales of goods and services and in the domains of providing information, services and support in exploitation.===>Zadatak ovog modela elektronskog poslovanja je širenje tržišta, kao i zadovoljenje potrebe postojecih korisnika, kako u domenu prodaje robe i usluga, tako i domenima pružanja informacija, usluga i podrške u eksploataciji.)
MATCH@E:(The task of this electronic business model is to expand the market and satisfy the needs of the existing customers both in the domain of sales of goods and services and in the domains of providing information, services and support in exploitation.===>Zadatak ovog modela elektronskog poslovanja je širenje tržišta, kao i zadovoljenje potrebe postojećih korisnika, kako u domenu prodaje robe i usluga, tako i domenima pružanja informacija, usluga i podrške u eksploataciji.)
MATCH@M:(This model includes services of fast and reliable communication, sophisticated design and data validity attestation.===>Ovaj model pod-razumeva usluge brze i pouzdane komunikacije, sofisticiranog dizajna i provere validnosti podataka.)
MATCH@E:(This model includes services of fast and reliable communication, sophisticated design and data validity attestation.===>Ovaj model podrazumeva usluge brze i pouzdane komunikacije, sofisticiranog dizajna i provere validnosti podataka.)
MATCH@M:(The basic form of this model of electronic business are automated on-line shops.===>Osnovna forma ovog modela elektronskog poslovanja su automatizovane on-line prodavnice.)
MATCH@E:(The basic form of this model of electronic business are automated on-line shops.===>Osnovna forma ovog modela elektronskog poslovanja su automatizovane on-line prodavnice.)
MATCH@M:(The advantages of this business model are the following: time saving, high competitiveness, lower prices of goods, services and transactions.===>Prednosti ovog modela poslovanja su: ušteda vremena, visoka konkurentnost, niže cene robe, usluga i transakcija.)
MATCH@E:(The advantages of this business model are the following: time saving, high competitiveness, lower prices of goods, services and transactions.===>Prednosti ovog modela poslovanja su: ušteda vremena, visoka konkurentnost, niže cene robe, usluga i transakcija.)
MATCH@M:(C2B - customer to business electronic business is a model of electronic business in which the customer orders a product or a service from the servce provider in that he places his order with the appropriate budget via electronic access channels, upon which the service provider places his offer.===>C2B - elektronsko poslovanje izmedu korisnika i kompanija (customer to business), koje predstavlja model elektronskog poslovanja u kojem korisnik zah-teva proizvod ili uslugu od pružaoca usluge tako što putem elektronskih pristupnih kanala postavlja svoj zahtev sa odgovarajucim budžetom, na koji onda pru-žalac usluge daje ponudu.)
MATCH@E:(2. ~~~ C2B customer to business electronic business is a model of electronic business in which the customer orders a product or a service from the servce provider in that he places his order with the appropriate budget via electronic access channels, upon which the service provider places his offer.===>C2B elektronsko poslovanje između korisnika i kompanija (customer to business), koje predstavlja model elektronskog poslovanja u kojem korisnik zahteva proizvod ili uslugu od pružaoca usluge tako što putem elektronskih pristupnih kanala postavlja svoj zahtev sa odgovarajućim budžetom, na koji onda pružalac usluge daje ponudu.)
MATCH@M:(B2B - business to business electronic business is a model of electronic business that implies the use of electronic access channels for sales or purchasing, as well as for a less expensive, faster and more reliable cooperation between business partners.===>B2B - elektronsko poslovanje izmedu kompanija (business to business), koje predstavlja model elektronskog poslovanja koji podrazumeva korišcenje elektronskih pristupnih kanala za kupovinu ili prodaju, kao i jeftiniju, bržu i pouzdaniju saradnju poslovnih partnera.)
MATCH@E:(3. ~~~ B2B business to business electronic business is a model of electronic business that implies the use of electronic access channels for sales or purchasing, as well as for a less expensive, faster and more reliable cooperation between business partners.===>B2B elektronsko poslovanje između kompanija (business to business), koje predstavlja model elektronskog poslovanja koji podrazumeva korišćenje elektronskih pristupnih kanala za kupovinu ili prodaju, kao i jeftiniju, bržu i pouzdaniju saradnju poslovnih partnera.)
MATCH@M:(This model is oriented towards a more efficient electronic support to the existing business activities and a high level of operation in the exchange of information, goods and services.===>Ovaj model je orijentisan ka efikasnijoj elektronskoj podršci postojecim poslovnim aktivnostima i visokom stepenu operativnosti u razmeni informacija, roba i usluga.)
MATCH@E:(This model is oriented towards a more efficient electronic support to the existing business activities and a high level of operation in the exchange of information, goods and services.===>Ovaj model je orijentisan ka efikasnijoj elektronskoj podršci postojećim poslovnim aktivnostima i visokom stepenu operativnosti u razmeni informacija, roba i usluga.)
MATCH@M:(The most common environment for the development of this electronic business model is the Extranet.===>Najcešce okruženje za razvoj ovog model elektronskog poslovanja je extranet.)
MATCH@E:(The most common environment for the development of this electronic business model is the Extranet.===>Najčešće okruženje za razvoj ovog model elektronskog poslovanja je extranet.)
MATCH@M:(C2C - customer to customer electronic business is a model in which users perform the sales of goods among themselves, using electronic access channels.===>C2C - elektronsko poslovanje izmedu korisnika (customer to customer), koji predstavlja model u kojem korisnici medusobno vrše prodaju robe putem elektronskih kanala.)
MATCH@E:(4. ~~~ C2C customer to customer electronic business is a model in which users perform the sales of goods among themselves, using electronic access channels.===>C2C elektronsko poslovanje između korisnika (customer to customer), koji predstavlja model u kojem korisnici međusobno vrše prodaju robe putem elektronskih kanala.)
MATCH@M:(Basically, this model can be titled C2B2C as well, since the mediator charges commission, and the best example of this model is the eBay.===>U suštini ovaj model bi se mogao nazvati i C2B2C obzirom da posrednik naplacuje proviziju, a najbolji primer ovog modela je eBay.)
MATCH@E:(Basically, this model can be titled C2B2C as well, since the mediator charges commission, and the best example of this model is the eBay.===>U suštini ovaj model bi se mogao nazvati i C2B2C obzirom da posrednik naplaćuje proviziju, a najbolji primer ovog modela je eBay.)
MATCH@M:(B2A - business to administration electronic business is a model that includes a large number of services in the fields of social welfare, employment, public registres, etc.===>B2A - elektronsko poslovanje izmedu kompanija i državnih organa (business to administration), koji predstavlja model elektronskog poslovanja koji ukljucuje veliki broj usluga u oblastima socijalna zaštite, zapošljavanja, javnih registra i dr.)
MATCH@E:(5. ~~~ B2A business to administration electronic business is a model that includes a large number of services in the fields of social welfare, employment, public registres, etc.===>)
BAD_LINE_=============================================================
BAD_LINE_M:B2A - business to administration electronic business is a model that includes a large number of services in the fields of social welfare, employment, public registres, etc.
BAD_LINE_M:B2A - elektronsko poslovanje izmedu kompanija i državnih organa (business to administration), koji predstavlja model elektronskog poslovanja koji ukljucuje veliki broj usluga u oblastima socijalna zaštite, zapošljavanja, javnih registra i dr.
BAD_LINE_E:5. ~~~ B2A business to administration electronic business is a model that includes a large number of services in the fields of social welfare, employment, public registres, etc.
BAD_LINE_E:
MATCH@M:(C2G - consumer to government electronic business is a model that includes a large number of services in the following areas: social insurance (provision of information and cash payments), health care (making appointments, provision of information on illnesses and payment of health care services), education (provision of information and distance learning), taxes (submission of tax declarations and tax payment).===>C2G - elektronsko poslovanje izmedu potrošaca i uprave (consumer to government), koji predstavlja model koji ukljucuje veliki broj usluga u sledecim oblastima: socijalno osiguranje (davanje informacija i novcane isplate), zdravstvo (zakazivanje pregleda, davanje informacija o bolestima i placanje zdravstvenih usluga), obrazovanje (davanje informacija i ucenje na daljinu), porezi (podnošenje poreskih prijava i placanje poreza).)
MATCH@E:(6. ~~~ C2G consumer to government electronic business is a model that includes a large number of services in the following areas: social insurance (provision of information and cash payments), health care (making appointments, provision of information on illnesses and payment of health care services), education (provision of information and distance learning), taxes (submission of tax declarations and tax payment).===>B2A elektronsko poslovanje između kompanija i državnih organa (business to administration), koji predstavlja model elektronskog poslovanja koji uključuje veliki broj usluga u oblastima socijalna zaštite, zapošljavanja, javnih registra i dr. C2G elektronsko poslovanje između potrošača i uprave (consumer to government), koji predstavlja model koji uključuje veliki broj usluga u sledećim oblastima: socijalno osiguranje (davanje informacija i novčane isplate), zdravstvo (zakazivanje pregleda, davanje informacija o bolestima i plaćanje zdravstvenih usluga), obrazovanje (davanje informacija i učenje na daljinu), porezi (podnošenje poreskih prijava i plaćanje poreza).)
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BAD_LINE_M:C2G - consumer to government electronic business is a model that includes a large number of services in the following areas: social insurance (provision of information and cash payments), health care (making appointments, provision of information on illnesses and payment of health care services), education (provision of information and distance learning), taxes (submission of tax declarations and tax payment).
BAD_LINE_M:C2G - elektronsko poslovanje izmedu potrošaca i uprave (consumer to government), koji predstavlja model koji ukljucuje veliki broj usluga u sledecim oblastima: socijalno osiguranje (davanje informacija i novcane isplate), zdravstvo (zakazivanje pregleda, davanje informacija o bolestima i placanje zdravstvenih usluga), obrazovanje (davanje informacija i ucenje na daljinu), porezi (podnošenje poreskih prijava i placanje poreza).
BAD_LINE_E:6. ~~~ C2G consumer to government electronic business is a model that includes a large number of services in the following areas: social insurance (provision of information and cash payments), health care (making appointments, provision of information on illnesses and payment of health care services), education (provision of information and distance learning), taxes (submission of tax declarations and tax payment).
BAD_LINE_E:B2A elektronsko poslovanje između kompanija i državnih organa (business to administration), koji predstavlja model elektronskog poslovanja koji uključuje veliki broj usluga u oblastima socijalna zaštite, zapošljavanja, javnih registra i dr. C2G elektronsko poslovanje između potrošača i uprave (consumer to government), koji predstavlja model koji uključuje veliki broj usluga u sledećim oblastima: socijalno osiguranje (davanje informacija i novčane isplate), zdravstvo (zakazivanje pregleda, davanje informacija o bolestima i plaćanje zdravstvenih usluga), obrazovanje (davanje informacija i učenje na daljinu), porezi (podnošenje poreskih prijava i plaćanje poreza).
MATCH@M:(B2E - business to employee electronic business is a model that provides the employees in companies with an access to varied information and services via electronic access channels.===>B2E - elektronsko poslovanje izmedu kompanija i zaposlenih (business to employee), koji predstavlja model elektronskog poslovanja koji zaposlenima u kompanijama omogucava dostupnost razlicitim informacijama i uslugama putem elektronskih pristupnih kanala.)
MATCH@E:(7. ~~~ B2E business to employee electronic business is a model that provides the employees in companies with an access to varied information and services via electronic access channels.===>B2E elektronsko poslovanje između kompanija i zaposlenih (business to employee), koji predstavlja model elektronskog poslovanja koji zaposlenima u kompanijama omogućava dostupnost različitim informacijama i uslugama putem elektronskih pristupnih kanala.)
MATCH@M:(This channel is most frequently the Intranet, that is, an internal web portal accessed by the employees via a local computer network.===>Taj kanal je najcešce intranet, odnosno interni web portal kojem pristupaju zaposleni u kompaniji putem lokalne racunarske mreže.)
MATCH@E:(This channel is most frequently the Intranet, that is, an internal web portal accessed by the employees via a local computer network.===>Taj kanal je najčešće intranet, odnosno interni web portal kojem pristupaju zaposleni u kompaniji putem lokalne računarske mreže.)
MATCH@M:(This model also provides for the integration of the internal segment of business with the B2B or B2C models.===>Ovaj model obezbeduje i integraciju internog segmenta poslovanja sa B2B ili B2C modelom.)
MATCH@E:(This model also provides for the integration of the internal segment of business with the B2B or B2C models.===>Ovaj model obezbeđuje i integraciju internog segmenta poslovanja sa B2B ili B2C modelom.)
MATCH@M:(It is in this way that a permanent replication of data between the internal and the external data sources is ensured, as well as data analysis and support in making decisions for the purpose of increasing the scope or quality of services.===>Na taj nacin se omogucava permanentna replikacija podataka izmedu internih i eksternih izvora podataka, analiza podataka i podrška prilikom odlucivanja u cilju povecanja obima ili kvaliteta usluga.)
MATCH@E:(It is in this way that a permanent replication of data between the internal and the external data sources is ensured, as well as data analysis and support in making decisions for the purpose of increasing the scope or quality of services.===>Na taj način se omogućava permanentna replikacija podataka između internih i eksternih izvora podataka, analiza podataka i podrška prilikom odlučivanja u cilju povećanja obima ili kvaliteta uslu ga.)
MATCH@M:(The aim of this type of electronic business is to improve the efficiency and eliminate costs incurred in case the internal and the external systems are separated.===>Ovaj vid elektronskog poslovanja ima za cilj povecanje efikasnosti i eliminisanje troškova koji se javljaju ukoliko su interni i eksterni segmenti odvojeni.)
MATCH@E:(The aim of this type of electronic business is to improve the efficiency and eliminate costs incurred in case the internal and the external systems are separated.===>Ovaj vid elektronskog poslovanja ima za cilj povećanje efikasnosti i eliminisanje troškova koji se javljaju ukoliko su interni i eksterni segmenti odvojeni.)
MATCH@M:(The electronic access channels for using and payment of the services of integrated systems of registered and hybrid electronic mail can be effected in various ways, which largely depends on the type of device the user accesses, but also on the location from which an access is made.===>Elektronski pristupni kanali za korišcenje i placanje usluga integrisanih sistema registrovane elektronske i hibridne pošte mogu se realizovati na više nacina, što uveliko zavisi od tipa uredaja kojim korisnik pristupa uslugama ali i od lokacije sa koje se pristupa.)
MATCH@E:(The electronic access channels for using and payment of the services of integrated systems of registered and hybrid electronic mail can be effected in various ways, which largely depends on the type of device the user accesses, but also on the location from which an access is made.===>Elektronski pristupni kanali za korišćenje i plaćanje usluga integrisanih sistema registrovane elektronske i hibridne pošte mogu se realizovati na više načina, što uveliko zavisi od tipa uređaja kojim korisnik pristupa uslugama ali i od lokacije sa koje se pristupa.)
MATCH@M:(Using these universal electronic access channels of the integrated REM and HM systems it is possible to access different services offered by these two systems, but also to pay for the services.===>Korišcenjem univerzalnih elektronskih pristupnih kanala integrisanih sistema REP i HP moguce je pristupiti razlicitim uslugama ova dva sistema, ali i izvršiti placanje usluga.)
MATCH@E:(Using these universal electronic access channels of the integrated REM and HM systems it is possible to access different services offered by these two systems, but also to pay for the services.===>Korišćenjem univerzalnih elektronskih pristupnih kanala integrisanih sistema REP i HP moguće je pristupiti različitim uslugama ova dva sistema, ali i izvršiti plaćanje usluga.)
MATCH@M:(The Internet, as an electronic access channel offers different methods of user access, such as web-oriented application, electronic mail client or application for large users.===>Internet kao pristupni elektronski kanal podrazumeva razlicite nacine pristupa korisnika kao što je web orijentisana aplikacija, klijent elektronske pošte ili aplikacija za velike korisnike.)
MATCH@E:(As can be seen in Table 1, the Internet, as an electronic access channel offers different methods of user access, such as web-oriented application, electronic mail client or application for large users.===>Kao što se može videti iz tabele 1., Internet kao pristupni elektronski kanal podrazumeva različite načine pristupa korisnika kao što je web orijentisana aplikacija, klijent elektronske pošte ili aplikacija za velike korisnike.)
MATCH@M:(Simultaneously, the method of payment for the services of the integrated REM and HM systems via the Internet can be directly on-line, from the user’s bank account, by using a credit, a debit or a loyalty card, by sending an SMS message, or indirectly, by payment for the use of the Internet access service.===>Istovremeno, nacin placanja usluge integrisanih sistema REP i HP putem Interneta može biti direktno on-line sa racuna u banci korisnika, korišcenjem kreditne, debitne ili lo-jaliti kartice, slanjem SMS poruke ili indirektno placanjem racuna za korišcenje usluge Internet pristupa.)
MATCH@E:(Simultaneously, the method of payment for the services of the integrated REM and HM systems via the Internet can be directly on-line, from the users bank account, by using a credit, a debit or a loyalty card, by sending an SMS message, or indirectly, by payment for the use of the Internet access service.===>Istovremeno, način plaćanja usluge integrisanih sistema REP i HP putem Interneta može biti direktno on-line sa računa u banci korisnika, korišćenjem kreditne, debitne ili lojaliti kartice, slanjem SMS poruke ili indirektno plaćanjem računa za korišćenje usluge Internet pristupa.)
MATCH@M:(Payments via the Internet electronic access channel means either a prepaid (characteristic of payments from bank accounts, by an SMS message or a loyalty card), or a postpaid manner of payment (characteristic of payments by a credit or debit cards or indirectly, with the Internet services bill).===>Placanje racuna putem Internet elektronskog pristupnog kanala podrazumeva bilo prepaid (karakteristicno kod placanja sa racuna u banci, SMS porukom ili lo-jaliti karticom), bilo postpaid nacin placanja (karakteristicno za placanje kreditnom ili debitnom karticom ili indirektno uz racun za Internet usluge).)
MATCH@E:(Payments via the Internet electronic access channel means either a prepaid (characteristic of payments from bank accounts, by an SMS message or a loyalty card), or a postpaid manner of payment (characteristic of payments by a credit or debit cards or indirectly, with the Internet services bill).===>Plaćanje računa putem Internet elektronskog pristupnog kanala podrazumeva bilo prepaid (karakteristično kod plaćanja sa računa u banci, SMS porukom ili lojaliti karticom), bilo postpaid način plaćanja (karakteristično za plaćanje kreditnom ili debitnom karticom ili indirektno uz račun za Internet usluge).)
MATCH@M:(Billing integrated services, in case payments are made indirectly, payments of the Internet services bill, may be upon service (in which case a number of transactions or services that are provided monthly is evidenced), or lump sum payment, the so-called flat rate service.===>Tarifiranje integrisanih usluga, u slucaju da se placanje vrši indirektno uz racun za Internet usluge, može biti po usluzi (tada se evidentira broj mesecno obavljenih transakcija, odnosno usluga) ili paušalno, tzv. flat rate usluga.)
MATCH@E:(Billing integrated services, in case payments are made indirectly, payments of the Internet services bill, may be upon service (in which case a number of transactions or services that are provided monthly is evidenced), or lump sum payment, the so-called flat rate service.===>Tarifiranje integrisanih usluga, u slučaju da se plaćanje vrši indirektno uz račun za Internet usluge, može biti po usluzi (tada se evidentira broj mesečno obavljenih transakcija, odnosno usluga) ili paušalno, tzv. flat rate usluga.)
MATCH@M:(Universal electronic access channels for an integrated access to services of the integrated REM and HM (DHM) systems.===>Univerzalni elektronski pristupni kanali za objedinjeni pristup uslugama integrisanih sistema REP i HP (DHP).)
MATCH@E:(Universal electronic access channels for an integrated access to services of the integrated REM and HM (DHM) systems.===>Univerzalni elektronski pristupni kanali za objedinjeni pristup uslugama integrisanih sistema REP i HP (DHP). mikro i makro plaćanje.)
MATCH@M:(As an electronic access channel, mobile telephony offers the user an opportunity of using a wide variety of interfaces.===>Mobilna telefonija kao elektronski pristupni kanal pruža mogucnost korišcenja veoma razlicitih interfej-sa od strane korisnika.)
MATCH@E:(As an electronic access channel, mobile telephony offers the user an opportunity of using a wide variety of interfaces.===>Mobilna telefonija kao elektronski pristupni kanal pruža mogućnost korišćenja veoma različitih interfejsa od strane korisnika.)
MATCH@M:(Starting from the IVR, or a contact centre to which, in the same way as in fixed telephony, the users access and communicate via a voice channel, to SMS messages, to WAP Internet portal or a specialsed mobile application for bill payment.===>Pocev od govornog automata, odnosno kontakt centra kojem, kao i kod fiksne tele-fonije, korisnici pristupaju i komuniciraju putem govornog kanala, pa do SMS poruka, WAP Internet portala ili specijalizovane mobilne aplikacije za placanje racuna.)
MATCH@E:(Starting from the IVR, or a contact centre to which, in the same way as in fixed telephony, the users access and communicate via a voice channel, to SMS messages, to WAP Internet portal or a specialsed mobile application for bill payment.===>Počev od govornog automata, odnosno kontakt centra kojem, kao i kod fiksne telefonije, korisnici pristupaju i komuniciraju putem govornog kanala, pa do SMS poruka, WAP Internet portala ili specijalizovane mobilne aplikacije za plaćanje računa.)
MATCH@M:(In case of mobile telephony, or in case of payments in mobile banking, there is a difference between micro and macro payments.===>Kada je u pitanju mobilna telefonija, odnosno nacini placanja u mobilnom bankarstvu, razlikuju se mikro i makro placanje.)
MATCH@E:(In case of mobile telephony, or in case of payments in mobile banking, there is a difference between micro and macro payments.===>)
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BAD_LINE_M:In case of mobile telephony, or in case of payments in mobile banking, there is a difference between micro and macro payments.
BAD_LINE_M:Kada je u pitanju mobilna telefonija, odnosno nacini placanja u mobilnom bankarstvu, razlikuju se mikro i makro placanje.
BAD_LINE_E:In case of mobile telephony, or in case of payments in mobile banking, there is a difference between micro and macro payments.
BAD_LINE_E:
MATCH@M:(In the former case, the payment is effected from the account of the mobile subscriber (prepaid or postpaid) by which the bill for mobile telephony increases for the amount to be paid for the bill of the integrated REM and HM system service.===>Kod prvog nacina naplata racun se vrši sa racuna mobilnog pretplatnika (prepaid ili postpaid) cime se uvecava racun za korišcenje mobilne telefonije na racun placanja usluge integrisanih sistema REP i HP.)
MATCH@E:(In the former case, the payment is effected from the account of the mobile subscriber (prepaid or postpaid) by which the bill for mobile telephony increases for the amount to be paid for the bill of the integrated REM and HM system service.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In the former case, the payment is effected from the account of the mobile subscriber (prepaid or postpaid) by which the bill for mobile telephony increases for the amount to be paid for the bill of the integrated REM and HM system service.
BAD_LINE_M:Kod prvog nacina naplata racun se vrši sa racuna mobilnog pretplatnika (prepaid ili postpaid) cime se uvecava racun za korišcenje mobilne telefonije na racun placanja usluge integrisanih sistema REP i HP.
BAD_LINE_E:In the former case, the payment is effected from the account of the mobile subscriber (prepaid or postpaid) by which the bill for mobile telephony increases for the amount to be paid for the bill of the integrated REM and HM system service.
BAD_LINE_E:
MATCH@M:(Due to a relatively limited indebtedness of the mobile user, thie model is suitable for the prepaid method of payment for the integrates services of the REM and HM systems.===>Ovaj nacin je, zbog relativne ogranicenosti zaduženja mobilnog korisnika, podesan za prepaid nacin placanja integrisane usluge sistema REP i HP.)
MATCH@E:(Due to a relatively limited indebtedness of the mobile user, thie model is suitable for the prepaid method of payment for the integrates services of the REM and HM systems.===>)
BAD_LINE_=============================================================
BAD_LINE_M:Due to a relatively limited indebtedness of the mobile user, thie model is suitable for the prepaid method of payment for the integrates services of the REM and HM systems.
BAD_LINE_M:Ovaj nacin je, zbog relativne ogranicenosti zaduženja mobilnog korisnika, podesan za prepaid nacin placanja integrisane usluge sistema REP i HP.
BAD_LINE_E:Due to a relatively limited indebtedness of the mobile user, thie model is suitable for the prepaid method of payment for the integrates services of the REM and HM systems.
BAD_LINE_E:
MATCH@M:(This type of payment is suitable for both prepaid and postpaid payments of integrated services of the REM and HM systems as it does not affect the mobile telephony services bill.===>Ovaj nacin placanja, obzirom da ne utice na racun za korišcenje mobilne telefonije, podesan je kako za prepaid, tako i za postpaid nacin placanja integrisanih usluga sistema REP i HP.)
MATCH@E:(This type of payment is suitable for both prepaid and postpaid payments of integrated services of the REM and HM systems as it does not affect the mobile telephony services bill.===>Ovaj način je, zbog relativne ograničenosti zaduženja mobilnog korisnika, podesan za prepaid način plaćanja integrisane usluge sistema REP i HP.)
BAD_LINE_=============================================================
BAD_LINE_M:This type of payment is suitable for both prepaid and postpaid payments of integrated services of the REM and HM systems as it does not affect the mobile telephony services bill.
BAD_LINE_M:Ovaj nacin placanja, obzirom da ne utice na racun za korišcenje mobilne telefonije, podesan je kako za prepaid, tako i za postpaid nacin placanja integrisanih usluga sistema REP i HP.
BAD_LINE_E:This type of payment is suitable for both prepaid and postpaid payments of integrated services of the REM and HM systems as it does not affect the mobile telephony services bill.
BAD_LINE_E:Ovaj način je, zbog relativne ograničenosti zaduženja mobilnog korisnika, podesan za prepaid način plaćanja integrisane usluge sistema REP i HP.
MATCH@M:(Self-service devices, too, can serve as electronic access channels to access the services of the REM and HM integrated systems.===>Samouslužni uredaji, takode, mogu biti elektronski pristupni kanal za pristup uslugama integrisanih sistema REP i HP.)
MATCH@E:(Self-service devices, too, can serve as electronic access channels to access the services of the REM and HM integrated systems.===>Samouslužni uređaji, takođe, mogu biti elektronski pristupni kanal za pristup uslugama integrisanih sistema REP i HP.)
MATCH@M:(These devices, depending on their hardware properties and a primary method of use, are be called ATMs, postomats, automatic cash machines etc., and they enable the access to services via a user application of the device itself, while payment is made using a credit, a debit or a loyalty card.===>Ovi uredaji, koji se u zavisnosti od hardverskih karakteristika i primarnog nacina korišcenja mogu nazivati bankomati, postomati, automati i sl., omogucavaju pristup uslugama putem korisnicke aplikacije samog uredaja, dok se za placanje koristi kreditna, debitna ili lojaliti kartica.)
MATCH@E:(These devices, depending on their hardware properties and a primary method of use, are be called ATMs, postomats, automatic cash machines etc., and they enable the access to services via a user application of the device itself, while payment is made using a credit, a debit or a loyalty card.===>Ovi uređaji, koji se u zavisnosti od hardverskih karakteristika i primarnog načina korišćenja mogu nazivati bankomati, postomati, automati i sl., omogućavaju pristup uslugama putem korisničke aplikacije samog uređaja, dok se za plaćanje koristi kreditna, debitna ili lojaliti kartica.)
MATCH@M:(In case the self-servise device is used to access services, the most common way of payment is prepaid, that is, the user pays for the service prior to using it.===>Ukoliko se samouslužni uredaj koristi za pristup uslugama, najcešci nacin placanja je prepaid, odnosno korisnik pre korišcenja usluge izvršava njeno placanje.)
MATCH@E:(In case the selfservise device is used to access services, the most common way of payment is prepaid, that is, the user pays for the service prior to using it.===>Ukoliko se samouslužni uređaj koristi za pristup uslugama, najčešći način plaćanja je prepaid, odnosno korisnik pre korišćenja usluge izvršava njeno plaćanje.)
MATCH@M:(The self-service device, however, can serve for postpaid payments of bills for using the services of integrated REM and HM systems (e.g. the overall monthly debits).===>Medutim, samouslužni uredaj može služiti i za postpaid placanje racuna za korišcenje usluga integrisanih sistema REP i HP (npr.. celokupnog mesecnog zaduženja).)
MATCH@E:(The self-service device, however, can serve for postpaid payments of bills for using the services of integrated REM and HM systems (e.g. the overall monthly debits).===>Međutim, samouslužni uređaj može služiti i za postpaid plaćanje računa za korišćenje usluga integrisanih sistema REP i HP (npr.. celokupnog mesečnog zaduženja).)
MATCH@M:(Finally, the implementation of two-way cable-distribution systems (CDS) on the basis of which various bidirectional services were developed (cable Internet, interactive television), opened the prospects for using a television set as an interface of a electronic access channel.===>Najzad, implementacijom dvosmernih kablovsko-di-stributivnih sistema (KDS) na kojima su se razvile razlicite bidirekcione usluge (kablovski internet, interaktivna televizija), širom su otvorena vrata za korišcenje televizijskog prijemnika kao interfejsa pristupnog elektronskog kanala.)
MATCH@E:(Finally, the implementation of two-way cable-distribution systems (CDS) on the basis of which various bidirectional services were developed (cable Internet, interactive television), opened the prospects for using a television set as an interface of a electronic access channel.===>Najzad, implementacijom dvosmernih kablovsko-distributivnih sistema (KDS) na kojima su se razvile različite bidirekcione usluge (kablovski internet, interaktivna televizija), širom su otvorena vrata za korišćenje televizijskog prijemnika kao interfejsa pristupnog elektronskog kanala.)
MATCH@M:(Namely, interactive television, that is, the application of an electronic program guide of a digital television set (or an analogue television receiver combined with an appropriate set-top box) is an electronic access channel for using the services of the REM and HM integrated systems.===>Naime, interaktivna televizija, odnosno aplikacija elektronskog programskog vodica digitalnog televizijskog prijemnika (ili analognog televizijskog prijemnika u kombinaciji sa odgovarajucim set-top boksom), predstavlja elektronski pristupni kanal za korišcenje usluga integrisanih sistema REP i HP.)
MATCH@E:(Namely, interactive television, that is, the application of an electronic program guide of a digital television set (or an analogue television receiver combined with an appropriate set-top box) is an electronic access channel for using the services of the REM and HM integrated systems.===>Naime, interaktivna televizija, odnosno aplikacija elektronskog programskog vodiča digitalnog televizijskog prijemnika (ili analognog televizijskog prijemnika u kombinaciji sa odgovarajućim set-top boksom), predstavlja elektronski pristupni kanal za korišćenje usluga integrisanih sistema REP i HP.)
MATCH@M:(Payment for the service can be either on-line, using the credit, debit or loyalty cards, sending an SMS message, or indirectly, paying the bill for the cable-distribution system services.===>Nacin placanja usluge može biti on-line korišce-njem kreditne, debitne ili lojaliti kartice, slanjem SMS poruke ili indirektno preko racuna za usluge kablov-sko-distributivnog sistema.)
MATCH@E:(Payment for the service can be either on-line, using the credit, debit or loyalty cards, sending an SMS message, or indirectly, paying the bill for the cable-distribution system services.===>Način plaćanja usluge može biti on-line korišćenjem kreditne, debitne ili lojaliti kartice, slanjem SMS poruke ili indirektno preko računa za usluge kablovsko-distributivnog sistema.)
MATCH@M:(As seen in the table, contrary to the Internet that supports almost all models of electronic business (C2C, C2B, C2G, B2C, B2B, B2E, G2C) and is a universal infrastructure for electronic business, mobile and fixed telephonies, a selfservice device and interactive television are electronic access channels for individual users - citizens that use these devices to access the integrated services of the REM and HM integrated systems, communicating with other users, legal entities, or state administration, local autonomy and administration (C2C, C2B, C2G).===>Kao što se iz tabele može videti, za razliku od Interneta koji podržava gotovo sve modele elektronskog poslovanja (C2C, C2B, C2G, B2C, B2B, B2E, G2C) predstavljajuci univerzalnu infrastrukturu elektronskog poslovanja, mobilna i fiksna telefonija, samouslužni uredaj i interaktivna televizija predstavljaju elektronski pristupni kanal za pojedinacne korisnike - gradane, koji na ovaj nacin pristupaju objedinjenim uslugama integrisanih sistema REP i HP, komunicirajuci za drugim korisnicima, pravnim licima ili državnom upravom, lokalnom samoupravom i administracijom (c2C, C2B, C2G).)
MATCH@E:(As seen in the table, contrary to the Internet that supports almost all models of electronic business (C2C, C2B, C2G, B2C, B2B, B2E, G2C) and is a universal infrastructure for electronic business, mobile and fixed telephonies, a selfservice device and interactive television are electronic access channels for individual users citizens that use these devices to access the integrated services of the REM and HM integrated systems, communicating with other users, legal entities, or state administration, local autonomy and administration (C2C, C2B, C2G).===>Kao što se iz tabele može videti, za razliku od Interneta koji podržava gotovo sve modele elektronskog poslovanja (C2C, C2B, C2G, B2C, B2B, B2E, G2C) predstavljajući univerzalnu infrastrukturu elektronskog poslovanja, mobilna i fiksna telefonija, samouslužni uređaj i interaktivna televizija predstavljaju elektronski pristupni kanal za pojedinačne korisnike građane, koji na ovaj način pristupaju objedinjenim uslugama integrisanih sistema REP i HP, komunicirajući za drugim korisnicima, pravnim licima ili državnom upravom, lokalnom samoupravom i administracijom (C2C, C2B, C2G).)
MATCH@M:(The integration of the REM and HM systems of public postal operator offers the following significant advantages to the users of once individual, non-integrated systems:===>Integracija sistema REP i HP javnog poštanskog operatora korisnicima ranije pojedinacnih, neintegrisanih sistema omogucava sledece znacajne prednosti:)
MATCH@E:(The REM and HM systems integration in electronic access channel optimization The integration of the REM and HM systems of public postal operator offers the following significant advantages to the users of once individual, non-integrated systems: 1.===>Integracija sistema REP i HP sa ciljem optimizacije elektronskih pristupnih kanala Integracija sistema REP i HP javnog poštanskog operatora korisnicima ranije pojedinačnih, neintegrisanih sistema omogućava sledeće značajne prednosti:)
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BAD_LINE_M:The integration of the REM and HM systems of public postal operator offers the following significant advantages to the users of once individual, non-integrated systems:
BAD_LINE_M:Integracija sistema REP i HP javnog poštanskog operatora korisnicima ranije pojedinacnih, neintegrisanih sistema omogucava sledece znacajne prednosti:
BAD_LINE_E:The REM and HM systems integration in electronic access channel optimization The integration of the REM and HM systems of public postal operator offers the following significant advantages to the users of once individual, non-integrated systems: 1.
BAD_LINE_E:Integracija sistema REP i HP sa ciljem optimizacije elektronskih pristupnih kanala Integracija sistema REP i HP javnog poštanskog operatora korisnicima ranije pojedinačnih, neintegrisanih sistema omogućava sledeće značajne prednosti:
MATCH@M:(1.	Option of choice of the integrated access of these two systems, as to whether they need to perform an integrated electronic communication, that is, to send the recipient the registered electronic mail, or they want the electronically sent mail to be delivered in a physical form, through a hybrid mail system.===>1.	Mogucnost izbora na integrisanom pristupu ova dva sistema, da li žele da obave potpunu elektronsku komunikaciju, odnosno da primaocu pošalju registrova-nu elektronsku poštu ili žele da se elektronski poslata pošta dostavi u fizickoj formi kroz sistem hibridne pošte.)
MATCH@E:(Option of choice of the integrated access of these two systems, as to whether they need to perform an integrated electronic communication, that is, to send the recipient the registered electronic mail, or they want the electronically sent mail to be delivered in a physical form, through a hybrid mail system.===>1. ~~~ Mogućnost izbora na integrisanom pristupu ova dva sistema, da li žele da obave potpunu elektronsku komunikaciju, odnosno da primaocu pošalju registrovanu elektronsku poštu ili žele da se elektronski poslata pošta dostavi u fizičkoj formi kroz sistem hibridne pošte.)
MATCH@M:(It is in this way that added value is obtained for the users of these systems who have an opportunity, due to the integration of the systems, to choose both the method of delivery and the characteristics of their mail, and in a simplified way.===>Na ovaj nacin, dobija se dodatna vrednost za korisnike ovih sistema, koji na jednostavan nacin, zahvaljujuci izvršenoj integraciji, mogu da odaberu kako nacin isporuke tako i karakteristike svoje pošte.)
MATCH@E:(It is in this way that added value is obtained for the users of these systems who have an opportunity, due to the integration of the systems, to choose both the method of delivery and the characteristics of their mail, and in a simplified way. ~~~ 2.===>Na ovaj način, dobija se dodatna vrednost za korisnike ovih sistema, koji na jednostavan način, zahvaljujući izvršenoj integraciji, mogu da odaberu kako način isporuke tako i karakteristike svoje pošte. 2.)
MATCH@M:(2.	Option of choice of the speed of mail delivery and attributes.===>2.	Mogucnost izbora brzine dostavljanja i atributa pošiljke.)
MATCH@E:(Option of choice of the speed of mail delivery and attributes.===>Mogućnost izbora brzine dostavljanja i atributa pošiljke.)
MATCH@M:(The speed of mail delivery is highest in the REM system, followed by the DHM system, and lowest in the HM system.===>Brzina dostavljanja pošiljke je najveca kod sistema REP, potom kod sistema DHP, dok je najmanja kod sistema HP.)
MATCH@E:(The speed of mail delivery is highest in the REM system, followed by the DHM system, and lowest in the HM system.===>Brzina dostavljanja pošiljke je najveća kod sistema REP, potom kod sistema DHP, dok je najmanja kod sistema HP.)
MATCH@M:(This is understandable because communication in the REM system is entirely electronic, in the DHM system it is electronic to a large degree, while in the HM system electronic communication and physical delivery are present in equal degrees.===>Ovo je razumljivo jer je komunikacija u sistemu REP u potpunosti elektronska, u sistemu DHP je vecim delom elektronska a delom se zasniva na fizickom dostavljanju pošte, dok je u sistemu HP podjednako zastupljena elektronska komunikacija i fizicka dostava.)
MATCH@E:(This is understandable because communication in the REM system is entirely electronic, in the DHM system it is electronic to a large degree, while in the HM system electronic communication and physical delivery are present in equal degrees.===>Ovo je razumljivo jer je komunikacija u sistemu REP u potpunosti elektronska, u sistemu DHP je većim delom elektronska a delom se zasniva na fizičkom dostavljanju pošte, dok je u sistemu HP podjednako zastupljena elektronska komunikacija i fizička dostava.)
MATCH@M:(On the other hand, the opportunity to manage the mail attributes which is mostly reflected in an additional personalization, in the choice of the type of an envelope and the manner in which the mail will be put into it, in the use of colour print and in, perhaps, additional annexes and information is best in the HM system, slightly inferior in the DHM system and the least in the REM system.===>Sa druge strane, mogucnost upravljanja atributima pošiljke, koja se najviše ogleda u dodatnoj personalizaciji, izboru tipa koverte i nacina kovertiranja pošiljke, korišcenju štampe u boji, kao i u, eventualno, dodatnim prilozima i informacijama, najveca je kod sistema HP, nešto manja kod sistema DHP i najmanja kod sistema REP.)
MATCH@E:(On the other hand, the opportunity to manage the mail attributes which is mostly reflected in an additional personalization, in the choice of the type of an envelope and the manner in which the mail will be put into it, in the use of colour print and in, perhaps, additional annexes and information is best in the HM system, slightly inferior in the DHM system and the least in the REM system.===>Sa druge strane, mogućnost upravljanja atributima pošiljke, koja se najviše ogleda u dodatnoj personalizaciji, izboru tipa koverte i načina kovertiranja pošiljke, korišćenju štampe u boji, kao i u, eventualno, dodatnim prilozima i informacijama, najveća je kod sistema HP, nešto manja kod sistema DHP i najmanja kod sistema REP. 3.)
MATCH@M:(3.	Cost reduction in mail delivery using the REM system delivery channels, with retaining the technology of mail delivery in a physical form via the HM system to those users who are not willing to receive their mail in an electronic form.===>3.	Smanjenje troškova dostavljanja pošte korišcenjem dostavnih kanala sistema REP, uz zadržavanje tehnologije dostavljanja pošte u fizickom obliku kroz sistem HP onim korisnicima koji nisu spremni da primaju poštu elektronski.)
MATCH@E:(3. ~~~ Cost reduction in mail delivery using the REM system delivery channels, with retaining the technology of mail delivery in a physical form via the HM system to those users who are not willing to receive their mail in an electronic form.===>Smanjenje troškova dostavljanja pošte korišćenjem dostavnih kanala sistema REP, uz zadržavanje tehnologije dostavljanja pošte u fizičkom obliku kroz sistem HP onim korisnicima koji nisu spremni da primaju poštu elektronski.)
MATCH@M:(This option is very important for the large REM and HM (DHM) system users (of “billing“ type) because they are offered a simple way in which they can choose the format in which their mail is to be delivered - electronically or in a traditional way.===>Ova mogucnost je veoma bitna velikim korisnicima („billing“ tipa) integrisanih sistema REP i HP (DHP) koji na jednostavan nacin mogu da odaberu format dostavljanja pošte - elektronskim putem ili na tradicionalni nacin.)
MATCH@E:(This option is very important for the large REM and HM (DHM) system users (of billing type) because they are offered a simple way in which they can choose the format in which their mail is to be delivered electronically or in a traditional way.===>Ova mogućnost je veoma bitna velikim korisnicima (billing tipa) integrisanih sistema REP i HP (DHP) koji na jednostavan način mogu da odaberu format dostavljanja pošte elektronskim putem ili na tradicionalni način.)
MATCH@M:(Such users are mostly large telecommunication companies, electrical energy distribution service providers, utility companies, business banks, insurance companies or local tax administrations that generate a large amount of mail on a monthly basis.===>Ti korisnici su najcešce velike telekomuni-kacione kompanije, pružaoci usluge distribucije elektricne energije, komunalna preduzeca, poslovne banke, osiguravajuca društva ili lokalne poreske administracije, koji na mesecnom nivou generišu veliku kolicinu pošiljaka.)
MATCH@E:(Such users are mostly large telecommunication companies, electrical energy distribution service providers, utility companies, business banks, insurance companies or local tax administrations that generate a large amount of mail on a monthly basis. ~~~ 4.===>Ti korisnici su najčešće velike telekomunikacione kompanije, pružaoci usluge distribucije električne energije, komunalna preduzeća, poslovne banke, osiguravajuća društva ili lokalne poreske administracije, koji na mesečnom nivou generišu veliku količinu pošiljaka. 4.)
MATCH@M:(4.	A faster delivery of mail using the REM system delivery channels and consequently faster and better economic, i.e., financial effects the post has to achieve: a faster collection, reduction in the market marketing time or a more efficiend distribution of information.===>4.	Brže dostavljanje pošte korišcenjem dostavnih kanala sistema REP, pa samim tim i brži i veci ekonomski tj. finansijski efekti koje ta pošta treba da ostvari: brža naplata racuna, smanjenje vremena marketiranja tržišta ili efikasnije informisanje.)
MATCH@E:(A faster delivery of mail using the REM system delivery channels and consequently faster and better economic, i.e., financial effects the post has to achieve: a faster collection, reduction in the market marketing time or a more efficiend distribution of information.===>Brže dostavljanje pošte korišćenjem dostavnih kanala sistema REP, pa samim tim i brži i veći ekonomski tj. finansijski efekti koje ta pošta treba da ostvari: brža naplata računa, smanjenje vremena marketiranja tržišta ili efikasnije informisanje.)
MATCH@M:(At the same time, by using the REM and HM systems potentials for mail personalization and inserting advertising flyers, the system users are given an opportunity to efficiently manage the marketing campaigns and earn additional incomes (specific financial effects).===>Istovremeno, korišcenjem potencijala sistema HP ili DHP za personalizaciju pošiljke i insertovanje reklamnih flajera, korisnicima sistema je ostavljena mogucnost efikasnog upravljanja marketinškim kampanjama i ostvarivanja dodatnog prihoda (posebni finansijski efekti).)
MATCH@E:(At the same time, by using the REM and HM systems potentials for mail personalization and inserting advertising flyers, the system users are given an opportunity to efficiently manage the marketing campaigns and earn additional incomes (specific financial effects).===>Istovremeno, korišćenjem potencijala sistema HP ili DHP za personalizaciju pošiljke i insertovanje reklamnih flajera, korisnicima sistema je ostavljena mogućnost efikasnog upravljanja marketinškim kampanjama i ostvarivanja dodatnog prihoda (posebni finansijski efekti).)
MATCH@M:(5.	Mail archival option.===>5.	Mogucnost arhiviranja pošte.)
MATCH@E:(Mail archival option.===>Mogućnost arhiviranja pošte.)
MATCH@M:(The option of mail archival offers the system users two types of facilities.===>Postojanje opcije ar-hiviranja pošte korisnicima sistema omogucava dve vrste pogodnosti.)
MATCH@E:(The option of mail archival offers the system users two types of facilities.===>Postojanje opcije arhiviranja pošte korisnicima sistema omogućava dve vrste pogodnosti.)
MATCH@M:(First, the REM system allows the user a subsequent access to the digital archives which are electronically signed and assigned a time stamp.===>Prvo, kroz sistem REP korisniku je omoguceno da naknadno pristupiti digitalnim arhivama, koje su elektronski potpisane i koje imaju dode-ljen vremenski žig.)
MATCH@E:(First, the REM system allows the user a subsequent access to the digital archives which are electronically signed and assigned a time stamp.===>Prvo, kroz sistem REP korisniku je omogućeno da naknadno pristupiti digitalnim arhivama, koje su elektronski potpisane i koje imaju dodeljen vremenski žig.)
MATCH@M:(Second, the HM or DHM systems allow the user to receive the duplicate of his mail in an easy and user-friendly manner.===>Drugo, kroz sistem HP ili DHP korisniku je na lak i pristupacan nacin omoguceno izdavanje i dostavljanje duplikata pošte.)
MATCH@E:(Second, the HM or DHM systems allow the user to receive the duplicate of his mail in an easy and user-friendly manner.===>Drugo, kroz sistem HP ili DHP korisniku je na lak i pristupačan način omogućeno izdavanje i dostavljanje duplikata pošte.)
MATCH@M:(6.	Environmental protection as a result of the REM system implementation due to the reductions in exploitation of paper forms and pollutant gases emissions in the transport of mail in a physical form, on one hand, and prevention of digital divisions and human rights protection for those mailees who do not use electronic communications and still receive their mail in a physical form via the HM or DHM systems, on the other.===>6.	Zaštitu životne sredine korišcenjem sistema REP usled smanjene ekploatacije papirnih formi i emisije štetnih gasova nastalih transportom pošiljaka u fizickoj formi sa jedne strane, odnosno sprecavanje digitalnih podela i zaštita ljudskih prava za one primaoce koji ne koriste elektronski nacin komunikacije i koji i dalje primaju poštu u fizickoj formi iskljucivo kroz sistem HP ili DHP, sa druge strane.)
MATCH@E:(6. ~~~ Environmental protection as a result of the REM system implementation due to the reductions in exploitation of paper forms and pollutant gases emissions in the transport of mail in a physical form, on one hand, and prevention of digital divisions and human rights protection for those mailees who do not use electronic communications and still receive their mail in a physical form via the HM or DHM systems, on the other.===>Zaštitu životne sredine korišćenjem sistema REP usled smanjene ekploatacije papirnih formi i emisije štetnih gasova nastalih transportom pošiljaka u fizičkoj formi sa jedne strane, odnosno sprečavanje digitalnih podela i zaštita ljudskih prava za one primaoce koji ne koriste elektronski način komunikacije i koji i dalje primaju poštu u fizičkoj formi isključivo kroz sistem HP ili DHP, sa druge strane.)
MATCH@M:(These facilities are an additional motive to large users of the REM and HM (DHM) integrated systems to join the environmental protection campaign, and simultaneously retain the same traditional method of mail delivery to their clients.===>Ove pogodnosti su dodatni motiv velikim korisnicima integrisanih sistema REP i HP (DHP) da se ukljuce u akciju zaštite životne sredine, ali i da istovremeno, zadrže neizmenjeni, tradicionalni nacin dostavljanja pošte svojim klijentima.)
MATCH@E:(These facilities are an additional motive to large users of the REM and HM (DHM) integrated systems to join the environmental protection campaign, and simultaneously retain the same traditional method of mail delivery to their clients. ~~~ 7.===>Ove pogodnosti su dodatni motiv velikim korisnicima integrisanih sistema REP i HP (DHP) da se uključe u akciju zaštite životne sredine, ali i da istovremeno, zadrže neizmenjeni, tradicionalni način dostavljanja pošte svojim klijentima. 7.)
MATCH@M:(7.	An option for the user to track the mail sent via the REM system electronic access channels to be prepared and delivered via the HM or DHM systems, first through the REM system, then through the subsystem for data receiving, processing and preparation in the HM (DHM) system and finally through the track and trace system of the public postal operator.===>7.	Mogucnost korisnika da poštu, koja je poslata pristupnim kanalima sistema REP sa namerom da se njena priprema i dostavljanje izvrši kroz sistem HP ili DHP, prati prvo kroz sistem REP, potom kroz podsi-stem za prijem, obradu i pripremu podataka u sistemu HP (DHP), a zatim i kroz track and trace sistem javnog poštanskog operatora.)
MATCH@E:(An option for the user to track the mail sent via the REM system electronic access channels to be prepared and delivered via the HM or DHM systems, first through the REM system, then through the subsystem for data receiving, processing and preparation in the HM (DHM) system and finally through the track&trace system of the public postal operator.===>Mogućnost korisnika da poštu, koja je poslata pristupnim kanalima sistema REP sa namerom da se njena priprema i dostavljanje izvrši kroz sistem HP ili DHP, prati prvo kroz sistem REP, potom kroz podsistem za prijem, obradu i pripremu podataka u sistemu HP (DHP), a zatim i kroz track&trace sistem javnog poštanskog operatora.)
MATCH@M:(It is in this way that the users, regardless of the method of mail delivery, retain a very important option to use the services of tracking their mail status which is very important for building up trust between the service provider and the service user.===>Na ovaj nacin korisnici, bez obzira na izbor nacina dostavljanja pošte, zadržavaju vrlo bitnu mogucnost korišcenja usluge pracenja statusa svoje pošte koja je bitna za jacanje poverenja pružao-ca i korisnika usluge.)
MATCH@E:(It is in this way that the users, regardless of the method of mail delivery, retain a very important option to use the services of tracking their mail status which is very important for building up trust between the service provider and the service user.===>Na ovaj način korisnici, bez obzira na izbor načina dostavljanja pošte, zadržavaju vrlo bitnu mogućnost korišćenja usluge praćenja statusa svoje pošte koja je bitna za jačanje poverenja pružaoca i korisnika usluge.)
MATCH@M:(On the other hand, the integration of the REM and HM systems offers numerous advantages to public postal operators, among which the following stand out:===>Sa druge strane integracija sistema REP i HP donosi i mnogobrojne prednosti javnim poštanskim operatorima medu kojima se mogu izdvojiti sledece:)
MATCH@E:(On the other hand, the integration of the REM and HM systems offers numerous advantages to public postal operators, among which the following stand out Š6Ë, Š7Ë, Š8Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë, Š13Ë: 1.===>Sa druge strane integracija sistema REP i HP donosi i mnogobrojne prednosti javnim poštanskim operatorima među kojima se mogu izdvojiti sledeće Š6Ë, Š7Ë, Š8Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë, Š13Ë: tem integrisanih elektronskih pristupnih kanala.)
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BAD_LINE_M:On the other hand, the integration of the REM and HM systems offers numerous advantages to public postal operators, among which the following stand out:
BAD_LINE_M:Sa druge strane integracija sistema REP i HP donosi i mnogobrojne prednosti javnim poštanskim operatorima medu kojima se mogu izdvojiti sledece:
BAD_LINE_E:On the other hand, the integration of the REM and HM systems offers numerous advantages to public postal operators, among which the following stand out Š6Ë, Š7Ë, Š8Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë, Š13Ë: 1.
BAD_LINE_E:Sa druge strane integracija sistema REP i HP donosi i mnogobrojne prednosti javnim poštanskim operatorima među kojima se mogu izdvojiti sledeće Š6Ë, Š7Ë, Š8Ë, Š9Ë, Š10Ë, Š11Ë, Š12Ë, Š13Ë: tem integrisanih elektronskih pristupnih kanala.
MATCH@M:(1.	Both large users of the “billing“ type and physical entities of the “mailing“ type are in a position to receive their mail in a simple way, via the integrated electronic access channels.===>1. Jednostavan prijem po[te kako velikih korisnika („billing“ tipa) tako i fizi~kih lica („mailing“ tipa) putem integrisanih elektronskih pristupnih kanala.)
MATCH@E:(Both large users of the billing type and physical entities of the mailing type are in a position to receive their mail in a simple way, via the integrated electronic access channels.===>Mogućnost različite obrade i čuvanja podataka tj. pošiljaka: priprema pošiljaka u različitim formatima u sistemu HP, odnosno arhiviranje i čuvanje u sistemu REP.)
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BAD_LINE_M:1.	Both large users of the “billing“ type and physical entities of the “mailing“ type are in a position to receive their mail in a simple way, via the integrated electronic access channels.
BAD_LINE_M:1. Jednostavan prijem po[te kako velikih korisnika („billing“ tipa) tako i fizi~kih lica („mailing“ tipa) putem integrisanih elektronskih pristupnih kanala.
BAD_LINE_E:Both large users of the billing type and physical entities of the mailing type are in a position to receive their mail in a simple way, via the integrated electronic access channels.
BAD_LINE_E:Mogućnost različite obrade i čuvanja podataka tj. pošiljaka: priprema pošiljaka u različitim formatima u sistemu HP, odnosno arhiviranje i čuvanje u sistemu REP.
MATCH@M:(In this way, the existing users still feel that they use the “old“ mailing systems they are used to, while the new users accept this integrated approach easily since they are offered the option of choice of the delivery method, together with the facility of tracking the status and monitoring the performance of both systems.===>Postojeci korisnici usluga sistema REP ili HP, na ovaj nacin zadržavaju osecaj da i dalje koriste svoje „stare“ sisteme za slanje pošte, dok novi korisnici vrlo lako prihvataju integrisani pristup obzirom da im na raspolaganju stoji mogucnost izbora nacina dostavljanja pošte, uz pracenje statusa i istovremeno monitorisanje performansi oba sistema.)
MATCH@E:(In this way, the existing users still feel that they use the old mailing systems they are used to, while the new users accept this integrated approach easily since they are offered the option of choice of the delivery method, together with the facility of tracking the status and monitoring the performance of both systems.===>Za javnog poštanskog operatora je veoma bitno da ponudi sve dodatne usluge arhiviranja, čuvanja, obrade, pretrage, naknadnog pristupa, ponovnog slanja, formatiranja i personalizacije pošte, što mu je značajno olakšano integracijom dodatnih usluga koje su karakteristične za pojedinačne sisteme REP i HP (DHP).)
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BAD_LINE_M:In this way, the existing users still feel that they use the “old“ mailing systems they are used to, while the new users accept this integrated approach easily since they are offered the option of choice of the delivery method, together with the facility of tracking the status and monitoring the performance of both systems.
BAD_LINE_M:Postojeci korisnici usluga sistema REP ili HP, na ovaj nacin zadržavaju osecaj da i dalje koriste svoje „stare“ sisteme za slanje pošte, dok novi korisnici vrlo lako prihvataju integrisani pristup obzirom da im na raspolaganju stoji mogucnost izbora nacina dostavljanja pošte, uz pracenje statusa i istovremeno monitorisanje performansi oba sistema.
BAD_LINE_E:In this way, the existing users still feel that they use the old mailing systems they are used to, while the new users accept this integrated approach easily since they are offered the option of choice of the delivery method, together with the facility of tracking the status and monitoring the performance of both systems.
BAD_LINE_E:Za javnog poštanskog operatora je veoma bitno da ponudi sve dodatne usluge arhiviranja, čuvanja, obrade, pretrage, naknadnog pristupa, ponovnog slanja, formatiranja i personalizacije pošte, što mu je značajno olakšano integracijom dodatnih usluga koje su karakteristične za pojedinačne sisteme REP i HP (DHP).
MATCH@M:(It is very important for the public postal operator to offer all the additional services of mail archival, storage, processing, search, subsequent access, repeated mailing, formatting and personalization which he will find much easier due to the integration of additional services characteristic of the individual REM and HM (DHM) systems.===>Za javnog poštanskog operatora je veoma bitno da ponudi sve dodatne usluge arhiviranja, cuvanja, obrade, pretrage, naknadnog pristupa, ponovnog slanja, formatiranja i personalizacije pošte, što mu je znacajno olakšano integracijom dodatnih usluga koje su karakteristicne za pojedinacne sisteme REP i HP (DHP).)
MATCH@E:(It is very important for the public postal operator to offer all the additional services of mail archival, storage, processing, search, subsequent access, repeated mailing, formatting and personalization which he will find much easier due to the integration of additional services characteristic of the individual REM and HM (DHM) systems.===>)
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BAD_LINE_M:It is very important for the public postal operator to offer all the additional services of mail archival, storage, processing, search, subsequent access, repeated mailing, formatting and personalization which he will find much easier due to the integration of additional services characteristic of the individual REM and HM (DHM) systems.
BAD_LINE_M:Za javnog poštanskog operatora je veoma bitno da ponudi sve dodatne usluge arhiviranja, cuvanja, obrade, pretrage, naknadnog pristupa, ponovnog slanja, formatiranja i personalizacije pošte, što mu je znacajno olakšano integracijom dodatnih usluga koje su karakteristicne za pojedinacne sisteme REP i HP (DHP).
BAD_LINE_E:It is very important for the public postal operator to offer all the additional services of mail archival, storage, processing, search, subsequent access, repeated mailing, formatting and personalization which he will find much easier due to the integration of additional services characteristic of the individual REM and HM (DHM) systems.
BAD_LINE_E:
MATCH@M:(3.	A significant operations improvement and simplification and a less expensive exploitation of integrated systems using the following options: a simultaneous data processing and different users’ mail generating either in electronic or in physical forms; an easy mail processing (electronic data processing, sorting, clustering, inserting bar-codes and OCR inscriptions, addressing, archival); automatic mail transmission (to various devices for printing and packaging in different hybrid mail distribution centres, in different printing formats); mail delivery management (the options of mail delivery in either electronic or physical form, in a desired time space, in different physical formats, automatic marking of undelivered mail, or generating the status of undelivered or rejected registered electronic mail, the analysis of the address of undelivered mail and an option of subsequent delivery); the option of document archival and delivery of mail duplicate; the option of organizing various marketing campaigns via different direct mail services with an option of choosing the form in which the mail will be delivered.===>3.	Znacajno povecanje operativnosti i pojednostavljenje i pojeftinjenje eksploatacije integrisanih sistema kroz korišcenje sledecih mogucnosti: istovremeno procesiranje podataka i generisanje pošiljaka razlicitih korisnika bilo u elektronskoj, bilo u fizickoj formi; laka obrada pošiljaka (obrada elektronskih podataka, sortiranje, grupisanje, umetanje bar-kodova i OCR zapisa, adresiranje, arhiviranje); automatsko transporto-vanje pošiljaka (do razlicitih mašina za štampanje i pakovanje u razlicitim distributivnim centrima hibridne pošte, u razlicitim formatima za štampanje); upravljanje dostavom pošte (mogucnost dostavljanja pošiljaka u elektronskoj ili fizickoj formi, u željenom vremenskom opsegu, u razlicitim fizickim formatima, automatsko obele'avanje neurucene pošte, odnosno ge-nerisanje statusa neurucene ili odbijene registrovane elektronske pošte, analiza adrese neurucene fizicke pošte i mogucnost ponovnog urucenja); mogucnost arhiviranja dokumenata i izdavanja duplikata pošte; mogucnost organizovanja razlicitih marketinških kampanja kroz razlicite usluge direktne pošte sa mogucnošcu izbora forme dostavljanja pošte.)
MATCH@E:(The option of different methods of data, or mail, processing and storage: the preparation of mail in dif 3. ~~~ A significant operations improvement and simplification and a less expensive exploitation of integrated systems using the following options: a simultaneous data processing and different users mail generating either in electronic or in physical forms; an easy mail processing (electronic data processing, sorting, clustering, inserting bar-codes and OCR inscriptions, addressing, archival); automatic mail transmission (to various devices for printing and packaging in different hybrid mail distribution centres, in different printing formats); mail delivery management (the options of mail delivery in either electronic or physical form, in a desired time space, in different physical formats, automatic marking of undelivered mail, or generating the status of undelivered or rejected registered electronic mail, the analysis of the address of undelivered mail and an option of subsequent delivery); the option of document archival and delivery of mail duplicate; the option of organizing various marketing campaigns via different direct mail services with an option of choosing the form in which the mail will be delivered.===>Značajno povećanje operativnosti i pojednostavljenje i pojeftinjenje eksploatacije integrisanih sistema kroz korišćenje sledećih mogućnosti: istovremeno procesiranje podataka i generisanje pošiljaka različitih korisnika bilo u elektronskoj, bilo u fizičkoj formi; laka obrada pošiljaka (obrada elektronskih podataka, sortiranje, grupisanje, umetanje bar-kôdova i OCR zapisa, adresiranje, arhiviranje); automatsko transportovanje pošiljaka (do različitih mašina za štampanje i pakovanje u različitim distributivnim centrima hibridne pošte, u različitim formatima za štampanje); upravljanje dostavom pošte (mogućnost dostavljanja pošiljaka u elektronskoj ili fizičkoj formi, u željenom vremenskom opsegu, u različitim fizičkim formatima, automatsko obeležavanje neuručene pošte, odnosno generisanje statusa neuručene ili odbijene registrovane elektronske pošte, analiza adrese neuručene fizičke pošte i mogućnost ponovnog uručenja); mogućnost arhiviranja dokumenata i izdavanja duplikata pošte; mogućnost organizovanja različitih marketinških kampanja kroz različite usluge direktne pošte sa mogućnošću izbora forme dostavljanja pošte. 4.)
MATCH@M:(4.	A significant cost reductions in planning, designing, development, exploitation, maintenance and management of electronic access channels and information systems, that is, a significant economic justification, due to the integration of the REM and HM (DHM) systems using universal electronic access channels and sections of information system that can be used for the needs of two systems (e.g., subsystem for supervision and subsystem for collecting).===>4.	Znacajno smanjenje tro[kova planiranja, projekto-vanja, razvoja, eksploatacije, održavanja i upravljanja elektronskim pristupnim kanalima i informacionim sistemima, odnosno znacajna ekonomska opravdanost, zahvaljujuci integraciji sistema REP i HP (DHP) kroz korišcenje univerzalnih elektronskih pristupnih kanala i delova informacionog sistema koji se mogu koristiti za potrebe dva sistema (kao npr. podsistema za nadzor i upravljanje i podsistema za naplatu).)
MATCH@E:(4. ~~~ A significant cost reductions in planning, designing, development, exploitation, maintenance and management of electronic access channels and information systems, that is, a significant economic justification, due to the integration of the REM and HM (DHM) systems using universal electronic access channels and sections of information system that can be used for the needs of two systems (e.g., subsystem for supervision and subsystem for collecting).===>Značajno smanjenje troškova planiranja, projektovanja, razvoja, eksploatacije, održavanja i upravljanja elektronskim pristupnim kanalima i informacionim sistemima, odnosno značajna ekonomska opravdanost, zahvaljujući integraciji sistema REP i HP (DHP) kroz korišćenje univerzalnih elektronskih pristupnih kanala i delova informacionog sistema koji se mogu koristiti za potrebe dva sistema (kao npr. podsistema za nadzor i upravljanje i podsistema za naplatu).)
MATCH@M:(5.	An option of integrating the REM and HM (DHM) integrated systems subsystem for supervision and subsystem for collecting into an integrated information system of the public postal operator, thus gaining control over all technological and information resources, process optimization and cost reduction, and improving economic profitability.===>5. Mogucnost integracije podsistema za nadzor i upra-(„billing“ tipa) tako i fizickih lica („mailing“ tipa) pu- vljanje i podsistema za naplatu integrisanih sistema REP i HP u jednistveni informacioni sistem javnog poštanskog operatora, cime se postiže kontrola svih tehnoloških i informacionih resursa, optimizacija procesa i smanjenje troškova, odnosno povecava ekonomska isplativost.)
MATCH@E:(An option of integrating the REM and HM (DHM) integrated systems subsystem for supervision and subsystem for collecting into an integrated information system of the public postal operator, thus gaining control over all technological and information resources, process optimization and cost reduction, and improving economic profitability.===>Mogućnost integracije podsistema za nadzor i upravljanje i podsistema za naplatu integrisanih sistema REP i HP u jednistveni informacioni sistem javnog poštanskog operatora, čime se postiže kontrola svih tehnoloških i informacionih resursa, optimizacija procesa i smanjenje troškova, odnosno povećava ekonomska isplativost.)
MATCH@M:(The integration of management and control elements of the systems with the operator’s information system (implementation of electronic business models and strategies) which contains the software for enterprise resource management - ERP, customer relation management - ERM1 and supply chain management - SCM, is a powerful information integration that results into an easier and efficient managemnt of an integrated system, reliability improvement, profitability and productivity, reduces costs of development, explotation and maintenance, and also provides control of all the technological and information resources as well as process and cost optimization.===>Integracija upravljacko-kontrol-nih elemenata sistema sa informacionim sistemom operatora (primena modela i strategija elektronskog poslovanja) u kojem se nalaze softveri za upravljanje resursima preduzeca - ERP, upravljanje odnosima sa klijentima - CRM i upravljanje lancem snabdevanja - SCM, predstavlja snažnu informaticku integraciju koja dovodi do lakšeg i efikasnog upravljanja integri-sanim sistemom, povecanja pouzdanosti, profitabilno-sti i produktivnosti, smanjuje troškove razvoja, eksploatacije i održavanja, ali i obezbeduje kontrolu svih tehnoloških i informacionih resursa i optimizaciju procesa i troškova.)
MATCH@E:(The integration of management and control elements of the systems with the operators information system (implementation of electronic business models and strategies) which contains the software for enterprise resource management ERP, customer relation management - ERM1 and supply chain management SCM, is a powerful information integration that results into an easier and efficient managemnt of an integrated system, reliability improvement, profitability and productivity, reduces costs of development, explotation and maintenance, and also provides control of all the technological and information resources as well as process and cost optimization.===>Integracija upravljačko-kontrolnih elemenata sistema sa informacionim sistemom operatora (primena modela i strategija elektronskog poslovanja) u kojem se nalaze softveri za upravljanje resursima preduzeća ERP, upravljanje odnosima sa klijentima CRM1 i upravljanje lancem snabdevanja SCM, predstavlja snažnu informatičku integraciju koja dovodi do lakšeg i efikasnog upravljanja integrisanim sistemom, povećanja pouzdanosti, profitabilnosti i produktivnosti, smanjuje troškove razvoja, eksploatacije i održavanja, ali i obezbeđuje kontrolu svih tehnoloških i informacionih resursa i optimizaciju procesa i troškova. 6.)
MATCH@M:(6.===>6.)
MATCH@E:(6.===>Metode projektovanja Glavnih promena postojećeg sistema Odobenje projekta Definisanje i dokumentovanje potrebnih fajlova Specifikacija programa Projekat kolekcije izvornih podataka Definisanje ulaznih zahteva i dokumentacije Definisanje interfejsova Interfejs korisnik mašina Definisanje potrebnih procesa i dokumentacije Definisanje potrebnih izlaza i dokumentacije Mogućnost kontrole Slika 1:)
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BAD_LINE_M:6.
BAD_LINE_M:6.
BAD_LINE_E:6.
BAD_LINE_E:Metode projektovanja Glavnih promena postojećeg sistema Odobenje projekta Definisanje i dokumentovanje potrebnih fajlova Specifikacija programa Projekat kolekcije izvornih podataka Definisanje ulaznih zahteva i dokumentacije Definisanje interfejsova Interfejs korisnik mašina Definisanje potrebnih procesa i dokumentacije Definisanje potrebnih izlaza i dokumentacije Mogućnost kontrole Slika 1:
MATCH@M:(A significant improvements in profitability, competitiveness, success and a better market positioning of a modern public postal operator, due to the implementation of the universal electronic access channels and the REM and HM systems integration.===>Znacajno povecanje profitabilnosti, konkurentnosti, uspešnosti i bolje tržišno pozicioniranje savreme-nog javnog poštanskog operatora, zahvaljujuci prime-ni modela univerzalnih elektronskih pristupnih kanala i integraciji sistema REP i HP.)
MATCH@E:(6. ~~~ A significant improvements in profitability, competitiveness, success and a better market positioning of a modern public postal operator, due to the implementation of the universal electronic access channels and the REM and HM systems integration. ~~~ 4.===>Značajno povećanje profitabilnosti, konkurentnosti, uspešnosti i bolje tržišno pozicioniranje savremenog javnog poštanskog operatora, zahvaljujući primeni modela univerzalnih elektronskih pristupnih kanala i integraciji sistema REP i HP. 4.)
MATCH@M:(All the reasons for the introduction of integrated electronic access channels of the REM and HM systems are marginal in comparison with the cost on transaction (economic aspects of optimization).===>Svi razlozi uvodenja integrisanih elektronskih pristupnih kanala sistema REP i HP su sporedni u odnosu na cenu koštanja po obavljenoj transakciji (ekonomski aspekti optimizacije).)
MATCH@E:(Cost optimization of integrated REM and HM systems electronic access channels All the reasons for the introduction of integrated electronic access channels of the REM and HM systems are marginal in comparison with the cost on transaction (economic aspects of optimization).===>Optimizacija troškova integrisanih elektronskih pristupnih kanala sistema REP i HP Svi razlozi uvođenja integrisanih elektronskih pristupnih kanala sistema REP i HP su sporedni u odnosu na cenu koštanja po obavljenoj transakciji (ekonomski aspekti optimizacije).)
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BAD_LINE_M:All the reasons for the introduction of integrated electronic access channels of the REM and HM systems are marginal in comparison with the cost on transaction (economic aspects of optimization).
BAD_LINE_M:Svi razlozi uvodenja integrisanih elektronskih pristupnih kanala sistema REP i HP su sporedni u odnosu na cenu koštanja po obavljenoj transakciji (ekonomski aspekti optimizacije).
BAD_LINE_E:Cost optimization of integrated REM and HM systems electronic access channels All the reasons for the introduction of integrated electronic access channels of the REM and HM systems are marginal in comparison with the cost on transaction (economic aspects of optimization).
BAD_LINE_E:Optimizacija troškova integrisanih elektronskih pristupnih kanala sistema REP i HP Svi razlozi uvođenja integrisanih elektronskih pristupnih kanala sistema REP i HP su sporedni u odnosu na cenu koštanja po obavljenoj transakciji (ekonomski aspekti optimizacije).
MATCH@M:(For the purposes of cost optimization analysis, a graph is used, and it shows that the cost of one transaction (banking in this case) via the Internet or via the WAP service of the mobile telephony is by as much as 97% lower compared to the cost of transacaction in the bank branch office!===>Za analizu optimizacije troškova koristimo dijagram, sa kojeg se vidi da je cena jedne transakcije (u konkretnom slucaju bankarske) koja je uradena preko Interneta ili putem WAP servisa mobilne telefonije cak za 97% jeftinija od ce-ne transakcije koja je sprovedena u ekspozituri banke!)
MATCH@E:(For the purposes of cost optimization analysis, a graph in Figure 2 is used, and it shows that the cost of one transaction (banking in this case) via the Internet or via the WAP service of the mobile telephony is by as much as 97% lower compared to the cost of transacaction in the bank branch office!===>Za analizu optimizacije troškova koristimo dijagram na slici 2. sa kojeg se vidi da je cena jedne transakcije (u konkretnom slučaju bankarske) koja je urađena preko Interneta ili putem WAP servisa mobilne telefonije čak za 97% jeftinija od cene transakcije koja je sprovedena u ekspozituri banke Š14Ë!)
MATCH@M:(This can be easily understood because, in case of access via the Internet or via the mobile telephony, the user himslef acts as a liquidator, he purchases and maintains his equipment (computer or mobile phone) and covers all the costs of connection with the bank (advantages of electronic business, i.e., using electronic access channels).===>Ovo jer razumljivo jer je, u slucaju pristupa preko Interneta ili putem mobilne telefonije, korisnik sam svoj likvidator, sam kupuje i održava svoju opremu (racunar ili mobilni telefon) i snosi sve troškove ostvarivanja elektronske konekcije sa bankom (prednosti elektronskog poslovanja, odnosno korišcenja elektronskih pristupnih kanala).)
MATCH@E:(Š14Ë This can be easily understood because, in case of access via the Internet or via the mobile telephony, the user himslef acts as a liquidator, he purchases and maintains his equipment (computer or mobile phone) and covers all the costs of connection with the bank (advantages of electronic business, i.e., using electronic access channels).===>Ovo jer razumljivo jer je, u slučaju pristupa preko Interneta ili putem mobilne telefonije, korisnik sam svoj likvidator, sam kupuje i održava svoju opremu (računar ili mobilni telefon) i snosi sve troškove ostvarivanja elektronske konekcije sa bankom (prednosti elektronskog poslovanja, odnosno korišćenja elektronskih pristupnih kanala).)
MATCH@M:(The relations among costs of transactions effected via the counter vs. the electronic access channel are also applied in the public postal operator’s business cost optimization incurred during the use of integrated electronic access channels of the REM and HM systems.===>Odnos cena transakcija koja se obave putem šaltera i elektronskog pristupnog kanala primenjujemo i kod optimizacije troškova poslovanja javnog poštanskog operatora koji nastaju u slucaju korišcenja integrisnih elektronskih pristupnih kanala sistem REP i HP.)
MATCH@E:(The relations among costs of transactions effected via the counter vs. the electronic access channel, presented in the graph in Figure 2, are also applied in the public postal operators business cost optimization incurred during the use of integrated electronic access channels of the REM and HM systems.===>Odnos cena transakcija koja se obave putem šaltera i elektronskog pristupnog kanala, prikazan na dijagramu sa slike 2., primenjujemo i kod optimizacije troško va poslovanja javnog poštanskog operatora koji nastaju u slučaju korišćenja integrisnih elektronskih pristupnih kanala sistem REP i HP.)
MATCH@M:(The number of processed letter-mail (received, processed, transported and delivered) in a physical, traditional form in 2010 in the PE of PTT communications “Srbija“ approximated 290,000,000, and the cost of processing for one letter amounted to 25 dinars.===>Utvrdeno je da kod JP PTT saobracaja „Srbija“ broj pismonosnih pošiljaka koje se procesiraju (prime, obrade, transportuju i dostavljaju) u fizickoj tj. tradicionalnoj formi u 2010. godini iznosio približno 290.000.000, a da je cena koštanja procesiranja jednog pisma oko 25 dinara.)
MATCH@E:(The number of processed letter-mail (received, processed, transported and delivered) in a physical, traditional form in 2010 in the PE of PTT communications Srbija approximated 290,000,000, and the cost of processing for one letter amounted to 25 dinars.===>Utvrđeno je da kod JP PTT saobraćaja Srbija broj pismonosnih pošiljaka koje se procesiraju (prime, obrade, transportuju i dostavljaju) u fizičkoj tj. tradicionalnoj formi u 2010. godini iznosio približno 290.000.000, a da je cena koštanja procesiranja jednog pisma oko 25 dinara Š15Ë.)
MATCH@M:(The plan of the company for 2011 is to develop integrated REM and HM systems using integrated electronic access channels, among them the contact centre, the self-service device (postomat) and the Internet primarily.===>Plan ovog preduzeca je da tokom 2011. razvije integri-sane sisteme REP i HP sa objedinjenim elektronskim pristupnim kanalima, u prvom redu kontakt centar, samuslužni uredaj (postomat) i Internet.)
MATCH@E:(Š14Ë The plan of the company for 2011 is to develop integrated REM and HM systems using integrated electronic access channels, among them the contact centre, the self-service device (postomat) and the Internet primarily.===>Š14Ë Plan ovog preduzeća je da tokom 2011. razvije integrisane sisteme REP i HP sa objedinjenim elektronskim pristupnim kanalima, u prvom redu kontakt centar, samuslužni uređaj (postomat) i Internet.)
MATCH@M:(In order to forecast cost reductions in the business of this operator in the next five years, it is possible to assume the amount of that will, instead in a physical form, be realized via an electronic access channel.===>Kako bi se uradilo predvidanje smanjenja troškova poslovanja ovog operatora u narednih pet godina moguce je pretpostaviti procenat tj. broj pošiljaka koje ce, umesto u fizickom obliku, biti realizovane putem nekog od ele-kronskih pristupnih kanala.)
MATCH@E:(In order to forecast cost reductions in the business of this operator in the next five years, it is possible to assume the amount of that will, instead in a physical form, be realized via an electronic access channel.===>Kako bi se uradilo predviđanje smanjenja troškova poslovanja ovog operatora u narednih pet godina moguće je pretpostaviti procenat tj. broj pošiljaka koje će, umesto u fizičkom obliku, biti realizovane putem nekog od elekronskih pristupnih kanala.)
MATCH@M:(The integration of REM and HM systems provides for the optimization of costs, hence it is highly economically justified in the conditions of implementation of integrated electronic access channels of the two systems.===>Integracija sistema REP i HP omogucava optimizaci-ju troškova, odnosno ima znacajnu ekonomsku opravdanost prilikom korišcenja zajednickih elektronskih pristupnih kanala dva sistema.)
MATCH@E:(Conclusion The integration of REM and HM systems provides for the optimization of costs, hence it is highly economically justified in the conditions of implementation of integrated electronic access channels of the two systems.===>Zaključak Integracija sistema REP i HP omogućava optimizaciju troškova, odnosno ima značajnu ekonomsku opravdanost prilikom korišćenja zajedničkih elektronskih pristupnih kanala dva sistema.)
MATCH@M:(These channels can be implemented in a number of ways, depending on the type of device the user chooses to access the services, but also on the location from which the user accesses these services.===>Ovi kanali se mogu realizovati na više nacina, što zavisi od tipa uredaja kojim korisnika pristupa uslugama, ali i od lokacije sa koje se pristupa.)
MATCH@E:(These channels can be implemented in a number of ways, depending on the type of device the user chooses to access the services, but also on the location from which the user accesses these services.===>Ovi kanali se mogu realizovati na više načina, što zavisi od tipa uređaja kojim korisnika pristupa uslugama, ali i od lokacije sa koje se pristupa.)
MATCH@M:(The observed model of integrated electronic access channels classifies the following accesses: the Internet, the mobile and fixed telephonies, self-service device, and a two-way CDS system.===>Posmatrani model zajednickih elektronskih pristupnih kanala klasifikuje sledece pristupe: Internet, mobilna i fiksna telefonija, uredaj za samousluživanje korisnika i dvosmerni KDS sistema.)
MATCH@E:(The observed model of integrated electronic access channels classifies the following accesses: the Internet, the mobile and fixed telephonies, self-service device, and a two-way CDS system.===>Posmatrani model zajedničkih elektronskih pristupnih kanala klasifikuje sledeće pristupe: ~~~ Internet, mobilna i fiksna telefonija, uređaj za samousluživanje korisnika i dvosmerni KDS sistema.)
MATCH@M:(Contrary to the Internet that supports nearly all the models of electronic business and makes a universal infrastructure for electronic business operations, the mobile and fixed telephonies, self-service device and interactive television are the access channels for individual users - citizens, to access the integrated services of the REM and HM integrated systems, communicate with other users, legal entities or state administration, local autonomy and administration.===>Za razliku od Interneta koji podržava gotovo sve modele elektronskog poslovanja predstavljajuci univerzalnu infrastrukturu elektronskog poslovanja, mobilna i fiksna telefonija, samouslužni uredaj i interaktivna televizija predstavljaju elektronski pristupni kanal za pojedinacne korisnike - gradane, koji na ovaj nacin pristupaju objedinjenim uslugama integrisanih sistema REP i HP, komunicirajuci za drugim korisnicima, pravnim licima ili državnom upravom, lokalnom samoupravom i administracijom.)
MATCH@E:(Contrary to the Internet that supports nearly all the models of electronic business and makes a universal infrastructure for electronic business operations, the mobile and fixed telephonies, self-service device and interactive television are the access channels for individual users citizens, to access the integrated services of the REM and HM integrated systems, communicate with other users, legal entities or state administration, local autonomy and administration.===>Za razliku od Interneta koji podržava gotovo sve modele elektronskog poslovanja predstavljajući univerzalnu infrastrukturu elektronskog poslovanja, mobilna i fiksna telefonija, samouslužni uređaj i interaktivna televizija predstavljaju elektronski pristupni kanal za pojedinačne korisnike građane, koji na ovaj način pristupaju objedinjenim uslugama integrisanih sistema REP i HP, komunicirajući za drugim korisnicima, pravnim licima ili državnom upravom, lokalnom samoupravom i administracijom.)
MATCH@M:(The model of REM and HM systems integration described in this paper allows for the postal operator to increase the scope of his services and consequently his income: due to the integration of the system, the reception of mail of large users (“billing“ type) and physical entities (“mailing“ type) via integrated electronic access channels is simplified, they offer an option of different ways of data or mail processing and storage, there is a significant cost reduction in planning, designing, development, exploitation, maintemence and management of universal electronic access channels and sections of the information system (subsystem for supervision and subsystem for collection).===>Model integracija sistema REP i HP, prikazan u ovom radu, omogucava poštanskom operatoru višestruko uvecanje obima usluga, a samim tim i prihoda: zahvaljujuci integraciji sistema omogucen je jednostavan prijem pošte velikih korisnika („billing“ tipa) i fizickih lica („mailing“ tipa) putem integrisanih elektronskih pristupnih kanala, postoji mogucnost razlicite obrade i cuvanja podataka tj. pošiljaka, postoji znacajno smanjenje troškova planiranja, projektovanja, razvoja, eksploatacije, održavanja i upravljanja univerzalnih elektronskih pristupnih kanala i delova informacionog sistema (podsistema za nadzor i upravljanje i podsistema za naplatu).)
MATCH@E:(The model of REM and HM systems integration described in this paper allows for the postal operator to increase the scope of his services and consequently his income Š12Ë: due to the integration of the system, the reception of mail of large users (billing type) and physical entities (mailing type) via integrated electronic access channels is simplified, they offer an option of different ways of data or mail processing and storage, there is a significant cost reduction in planning, designing, development, exploitation, maintemence and management of universal electronic access channels and sections of the information system (subsystem for supervision and subsystem for collection).===>Model integracija sistema REP i HP, prikazan u ovom radu, omogućava poštanskom operatoru višestruko uvećanje obima usluga, a samim tim i prihodaŠ12Ë: zahvaljujući integraciji sistema omogućen je jednostavan prijem pošte velikih korisnika (billing tipa) i fizičkih lica (mailing tipa) putem integrisanih elektronskih pristupnih kanala, postoji mogućnost različite obrade i čuvanja podataka tj. pošiljaka, postoji značajno smanjenje troškova planiranja, projektovanja, razvoja, eksploatacije, održavanja i upravljanja univerzalnih elektronskih pristupnih kanala i delova informacionog sistema (podsistema za nadzor i upravljanje i podsistema za naplatu).)
MATCH@M:(Due to the implementation of integrated electronic access channels (the Internet, self-service devices and contact centre) of the REM and HM systems, the cost optimization model implemented on the scope of services provided by the PE of PTT communications “Srbija“ in the five-year period and based on the 2010 data, produces such econonic effects that result in cost reductions in the business of this public postal operator ranging from 15% to 40%.===>Model optimizacije troškova usled korišce-nja integrisanih elektronskih pristupnih kanala (Interneta, samouslužnih uredaja i kontakt centra) sistema REP i HP, primenjen na obimu usluga JP PTT saobracaja „Srbija“ u periodu od pet godina i baziran na podacima iz 2010. godine, proizvodi takve ekonomske efekte koji dovode do smanjenja troškova poslovanja javnog poštanskog operatora u opsegu od 15- 40%.)
MATCH@E:(Due to the implementation of integrated electronic access channels (the Internet, self-service devices and contact centre) of the REM and HM systems, the cost optimization model implemented on the scope of services provided by the PE of PTT communications Srbija in the five-year period and based on the 2010 data, produces such econonic effects that result in cost reductions in the business of this public postal operator ranging from 15% to 40%.===>Model optimizacije troškova usled korišćenja integrisanih elektronskih pristupnih kanala (Interneta, samouslužnih uređaja i kontakt centra) sistema REP i HP, primenjen na obimu usluga JP PTT saobraćaja Srbija u periodu od pet godina i baziran na podacima iz 2010. godine, proizvodi takve ekonomske efekte koji dovode do smanjenja troškova poslovanja javnog poštanskog operatora u opsegu od 15- 40%.)
MATCH@M:(They refer to improving the performance in terms of achieving greater efficiency and effectiveness, the quality of service and responsibility in relation to all stakeholders, as well as to the evaluation of outcomes.===>Oni se odnose na poboljšanje performansi u smislu postizanja vece efikasnosti i efektivnosti, na kvalitet usluge i odgovornost u odnosu prema svim stejkholderima, kao i na vrednovanje izlaza (outcome).)
MATCH@E:(They refer to improving the performance in terms of achieving greater efficiency and effectiveness, the quality of service and responsibility in relation to all stakeholders, as well as to the evaluation of outcomes.===>Oni se odnose na poboljšanje performansi u smislu postizanja veće efikasnosti i efektivnosti, na kvalitet usluge i odgovornost u odnosu prema svim stejkholderima, kao i na vrednovanje izlaza (outcome).)
MATCH@M:(This paper aims to highlight the importance of applying the model of quality management in terms of evaluating the efficiency and effectiveness of non-profit organizations, which implies competitive sustainability in the market.===>Ovaj rad ima za cilj da istakne važnost primene modela menad'menta kvalitetom sa aspekta vrednovanja efikasnosti i efektivnosti neprofitnih organizacija, što implicira konkurentnu odr'ivost na tržištu.)
MATCH@E:(This paper aims to highlight the importance of applying the model of quality management in terms of evaluating the efficiency and effectiveness of non-profit organizations, which implies competitive sustainability in the market.===>Ovaj rad ima za cilj da istakne važnost primene modela menadžmenta kvalitetom sa aspekta vrednovanja efikasnosti i efektivnosti neprofitnih organizacija, što implicira konkurentnu održivost na tržištu. 1.)
MATCH@M:(The field of work of non-profit organizations lies between the state institutions and the organizations under a direct state control and jurisdiction, on one hand, and the private sector that has a free access to the market, on the other.===>Oblast delovanja neprofitnih organizacija pozicioni-rana je izmedu državnih institucija i organizacija koje su pod direktnom kontrolom i nadležnošcu države, s jedne strane i privatnog sektora koji slobodno ucestvuje na tržištu, s druge.)
MATCH@E:(1. ~~~ Introduction The field of work of non-profit organizations lies between the state institutions and the organizations under a direct state control and jurisdiction, on one hand, and the private sector that has a free access to the market, on the other.===>Uvod Oblast delovanja neprofitnih organizacija pozicionirana je između državnih institucija i organizacija koje su pod direktnom kontrolom i nadležnošću države, s jedne strane i privatnog sektora koji slobodno učestvuje na tržištu, s druge.)
MATCH@M:(The role and the importance of non-profit organizations significantly differs from the above mentioned institutions since they base their activities on the principle of primary non-profitability, which is not characteristic of either state or private types of ownership.===>Uloga i znacaj neprofitnih organizacija bitno se razlikuje od pomenutih segmenata, jer one svoje aktivnosti baziraju na principu primarne ne-profitabilnosti, što nije svojstveno ni državnoj niti privatnoj svojini.)
MATCH@E:(The role and the importance of non-profit organizations significantly differs from the above mentioned institutions since they base their activities on the principle of primary non-profitability, which is not characteristic of either state or private types of ownership.===>Uloga i značaj neprofitnih organizacija bitno se razlikuje od pomenutih segmenata, jer one svoje aktivnosti baziraju na principu primarne neprofitabilnosti, što nije svojstveno ni državnoj niti privatnoj svojini.)
MATCH@M:(The noble goals of these organizations also distinguish them from other entities in the society.===>Plemeniti ciljevi ovih organizacija cine takode znacajnu razliku u poslovanju neprofitnih organizacija u odnosu na ostale entitete u društvu.)
MATCH@E:(The noble goals of these organizations also distinguish them from other entities in the society.===>Plemeniti ciljevi ovih organizacija čine takođe značajnu razliku u poslovanju neprofitnih organizacija u odnosu na ostale entitete u društvu.)
MATCH@M:(Hence an affective and quality system of management in nonprofitable organizations is dedicated to continual improvement of performance and customer satisfaction, where outcome assessment is one of basic preconditions.===>Stoga efektivan i kvalitetan sistem upravljanja u neprofitnim organizacijama treba da bude posvecen kontinuiranim poboljšanjima performansi i zadovoljstvu korisnika, pri cemu se kao nužnost namece i vrednovanje rezultata.)
MATCH@E:(Hence an affective and quality system of management in nonprofitable organizations is dedicated to continual improvement of performance and customer satisfaction, where outcome assessment is one of basic preconditions.===>Stoga efektivan i kvalitetan sistem upravljanja u neprofitnim organizacijama treba da bude posvećen kontinuiranim poboljšanjima performansi i zadovoljstvu korisnika, pri čemu se kao nužnost nameće i vrednovanje rezultata.)
MATCH@M:(A competitive advantage in the market is possible to achieve only if a quality management system is established, a system that is dynamic and able to adapt and change in accordance with the customer/user needs, requirements and expectations.===>Kompetititvna prednost na tržištu moguca je samo ukoliko je izgraden kvalitetan menadžment sistem koji je dinamican i osposobljen da se adaptira i menja u skladu sa potrebama, zahtevima i vanjima potrošaca/korisnika.)
MATCH@E:(A competitive advantage in the market is possible to achieve only if a quality management system is established, a system that is dynamic and able to adapt and change in accordance with the customer/user needs, requirements and expectations Š1Ë. 2.===>Kompetititvna prednost na tržištu moguća je samo ukoliko je izgrađen kvalitetan menadžment sistem koji je dinamičan i osposobljen da se adaptira i menja u skladu i vanjima potrošača/korisnikaŠ1Ë. sa potrebama, zahtevima 2.)
MATCH@M:(In the conditions of an increased competition, the changed value systems and, consequently, the increased customer requirements, quality has become a fundamental factor of survival in the market, of profitability and of an overall development.===>U uslovima povecane konkurencije, promenjenih vred-nosnih sistema i, u skladu sa tim, povecanih zahteva korisnika kvalitet je postao fundamentalni faktor opstanka na tržištu, profitabilnosti i ukupnog razvoja.)
MATCH@E:(Quality and the problem of non-profit organizations services evaluation In the conditions of an increased competition, the changed value systems and, consequently, the increased customer requirements, quality has become a fundamental factor of survival in the market, of profitability and of an overall development.===>Kvalitet i problem evaluacije usluga neprofitnih organizacija U uslovima povećane konkurencije, promenjenih vrednosnih sistema i, u skladu sa tim, povećanih zahteva korisnika kvalitet je postao fundamentalni faktor opstanka na tržištu, profitabilnosti i ukupnog razvoja.)
MATCH@M:(In order to survive in the market, organizations are forced to employ all their skills in the management of the business.===>Da bi opstale na tržištu, organizacije treba da svoje veštine asimiluju sa upravljanjem u poslovanju.)
MATCH@E:(In order to survive in the market, organizations are forced to employ all their skills in the management of the business.===>Da bi opstale na tržištu, organizacije treba da svoje veštine asimiluju sa upravljanjem u poslovanju.)
MATCH@M:(As regards the time dimension, the effectiveness of organizational competitiveness can be achieved by creating and evaluation of the values of the service, delivery and market performances, which in a sense results into excellence in work.===>U odnosu na vremensku dimenziju, efektivnost organizacione kom-petitivnosti može se postici pomocu kreiranja i ocenji-vanja vrednosti usluge, isporuke i tržišnih performansi^], što na izvestan nacin vodi ka izvrsnosti u radu.)
MATCH@E:(As regards the time dimension, the effectiveness of organizational competitiveness can be achieved by creating and evaluation of the values of the service, delivery and market performances Š1Ë (Summers, 2009), which in a sense results into excellence in work.===>U odnosu na vremensku dimenziju, efektivnost organizacione kompetitivnosti može se postići pomoću kreiranja i ocenjivanja vrednosti usluge, isporuke i tržišnih performansiŠ1Ë (Summers, 2009.), što na izvestan način vodi ka izvrsnosti u radu.)
MATCH@M:(It is for this reason that many onganizations implement various strategies such as team work, quality assurance, quality management and service quality assessment.===>U tom smislu mnoge organizacije koriste razlicite strategije, kao što su timski rad, obezbedenje kvaliteta, kvalitetno upravljanje i ocenu kvaliteta usluga.)
MATCH@E:(It is for this reason that many onganizations implement various strategies such as team work, quality assurance, quality management and service quality assessment.===>U tom smislu mnoge organizacije koriste različite strategije, kao što su timski rad, obezbeđenje kvaliteta, kvalitetno upravljanje i ocenu kvaliteta usluga.)
MATCH@M:(A. Anderson et al., perceive that certain organizations have already recognized the importance of an effective quality management for the purpose of achieving a competitive advantage in the market, which is important from the aspect of competitive sustainability.===>A. Anderson,et.al. prime-cuju da su neke organizacije vec prepoznale znacaj efektivnog upravljanja kvalitetom u cilju dostizanja kompetitivne prednosti na tržištu, što je znacajno sa aspekta konkurentske održivosti.)
MATCH@E:(A. Anderson et al., (1994) Š2Ë perceive that certain organizations have already recognized the importance of an effective quality management for the purpose of achieving a competitive advantage in the market, which is important from the aspect of competitive sustainability.===>A. Anderson,et.al. (1994.)Š2Ë primećuju da su neke organizacije već prepoznale značaj efektivnog upravljanja kvalitetom u cilju dostizanja kompetitivne prednosti na tržištu, što je značajno sa aspekta konkurentske održivosti.)
MATCH@M:(A fiercer competition and the global business operations that penetrates into the non-profit sector too impose certain increased demands in comparison with the formal evaluation of a completed project, which means the relevant output measurements and a continual collecting of data for any projects under way, whereas the former focus was mainly on inputs.===>Povecana konkurencija i globalno poslovanje koje zadire i u pore neprofitnog sektora ima povecane zahteve u odnosu na formalnu evaluaciju okoncanog projekta, što podrazumeva relevantna merenja izlaza i kontinualno prikupljanje podataka za sve projekte koji su u toku, dok je raniji fokus bio uglavnom usmeren na inpute.)
MATCH@E:(A fiercer competition and the global business operations that penetrates into the non-profit sector too impose certain increased demands in comparison with the formal evaluation of a completed project, which means the relevant output measurements and a continual collecting of data for any projects under way, whereas the former focus was mainly on inputs.===>Povećana konkurencija i globalno poslovanje koje zadire i u pore neprofitnog sektora ima povećane zahteve u odnosu na formalnu evaluaciju okončanog projekta, što podrazumeva relevantna merenja izlaza i kontinualno prikupljanje podataka za sve projekte koji su u toku, dok je raniji fokus bio uglavnom usmeren na inpute.)
MATCH@M:(In certain cases, external consultants prepare periodical evaluations to estimate the effect of the non-profits’ programmes, services and activities.===>U odredenim slucajevima eksterni konsultanti izraduju i periodicne evaluacije kako bi se procenio uticaj i efekat njihovih programa, usluga i aktivnosti.)
MATCH@E:(In certain cases, external consultants prepare periodical evaluations to estimate the effect of the non-profits programmes, services and activities.===>U određenim slučajevima eksterni konsultanti izrađuju i periodične evaluacije kako bi se procenio uticaj i efekat njihovih programa, usluga i aktivnosti.)
MATCH@M:(The practice so far has proved that such data are most frequently collected on demand of the founders, rarely for the purpose of either the analysis conducted by the organization itself or the improvement of further operations.===>Dosadašnja praksa je pokazala da se ovi podaci najcešce prikupljaju na zahtev osnivaca, a retko za sopstvenu analizu i upotrebu u cilju unapredenja poslovanja.)
MATCH@E:(The practice so far has proved that such data are most frequently collected on demand of the founders, rarely for the purpose of either the analysis conducted by the organization itself or the improvement of further operations.===>Dosadašnja praksa je pokazala da se ovi podaci najčešće prikupljaju na zahtev osnivača, a retko za sopstvenu analizu i upotrebu u cilju unapređenja poslovanja.)
MATCH@M:(What is essential, however, is that the measurement results should be used in managerial decision making so that the available resources, methods and approaches allow for achieving improved efficiency and effectiveness and ensure benefits for all the stakeholders.===>Medutim, kljucno je da rezultati merenja budu upotrebljeni za donošenje menadžerskih odluka, kako bi raspoloživi resursi, metode i pristupi omogucili postizanje unapredenja efektivnosti i efikasnosti i obezbedili benefite svim stejkholderima.)
MATCH@E:(What is essential, however, is that the measurement results should be used in managerial decision making so that the available resources, methods and approaches allow for achieving improved efficiency and effectiveness and ensure benefits for all the stakeholders.===>Međutim, ključno je da rezultati merenja budu upotrebljeni za donošenje menadžerskih odluka, kako bi raspoloživi resursi, metode i pristupi omogućili postizanje unapređenja efektivnosti i efikasnosti i obezbedili benefite svim stejkholderima.)
MATCH@M:(In view of the complexity of the system approach to quality and its diversity as regards the areas in which it is implemented, two aspects are important.===>S obzirom na kompleksnost sistemskog pristupa kvalitetu i njegovu raznolikost u odnosu na oblasti u kojima se primenjuje znacajna su dva aspekta.)
MATCH@E:(In view of the complexity of the system approach to quality and its diversity as regards the areas in which it is implemented, two aspects are important.===>S obzirom na kompleksnost sistemskog pristupa kvalitetu i njegovu raznolikost u odnosu na oblasti u kojima se primenjuje značajna su dva aspekta.)
MATCH@M:(One refers to the management model meant to improve the effectiveness and efficincy of the organizations whose primary purpose is care about people; the other refers to the implementation of the adopted system approach in management that will be adjusted to organizational mission, vision and values and on the basis of which the non-profit organizations will be in a position to meet the requirements set before them by the founder or a sponsor.===>Prvi se odnosi model upravljanja koji ce omoguciti unapredenje efektivnosti i efikasnosti organizacija cija je primarna svrha briga o ljudima, a drugi na implementaciju usvojenog sistemskog pristupa u upravljanju koji ce biti u skladu sa organizacionom misijom, vizijom i vrednos-tima i na osnovu kog ce neprofitne organizacije moci da odgovore zahtevima koje pred njih postavlja sam osnivac ili donator.)
MATCH@E:(One refers to the management model meant to improve the effectiveness and efficincy of the organizations whose primary purpose is care about people; the other refers to the im plementation of the adopted system approach in management that will be adjusted to organizational mission, vision and values and on the basis of which the non-profit organizations will be in a position to meet the requirements set before them by the founder or a sponsor.===>Prvi se odnosi model upravljanja koji će omogućiti unapređenje efektivnosti i efikasnosti organizacija čija je primarna svrha briga o ljudima, a drugi na implementaciju usvojenog sistemskog pristupa u upravljanju koji će biti u skladu sa organizacionom misijom, vizijom i vrednostima i na osnovu kog će neprofitne organizacije moći da odgovore zahtevima koje pred njih postavlja sam osnivač ili donator.)
MATCH@M:(The quality implementation and improvement are based on the learning of the organization itself, on its strengths and capabilities for improvement.===>Implementacija i unapredenje kvaliteta bazira se na ucenju o samoj organizaciji, o njenim snagama i mogucnostima za unapredenje.)
MATCH@E:(The quality implementation and improvement are based on the learning of the organization itself, on its strengths and capabilities for improvement.===>Implementacija i unapređenje kvaliteta bazira se na učenju o samoj organizaciji, o njenim snagama i mogućnostima za unapređenje.)
MATCH@M:(In order that they should be respectable, non-profit organizations should aim to provide a quality service to their clients and prove they work up to high standards.===>Da bi bile respekta-bilne, neprofitne organizacije treba da imaju za cilj da obezbede kvalitetnu uslugu svojim korisnicima i da pokažu da rade po visokim standardima.)
MATCH@E:(In order that they should be respectable, non-profit organizations should aim to provide a quality service to their clients and prove they work up to high standards.===>Da bi bile respektabilne, neprofitne organizacije treba da imaju za cilj da obezbede kvalitetnu uslugu svojim korisnicima i da pokažu da rade po visokim standardima.)
MATCH@M:(This requirement is imperative because non-profit organizations are expected to be accountable to the legislator, the founders, the sponsors, the trustees and finally to the public.===>Ovaj zahtev se postavlja kao imperativ i iz razloga što neprofitne organizacije treba da budu odgovorne prema zakonodavcu, osnivacima, donatorima, poverenicima i javnosti.)
MATCH@E:(This requirement is imperative because non-profit organizations are expected to be accountable to the legislator, the founders, the sponsors, the trustees and finally to the public.===>Ovaj zahtev se postavlja kao imperativ i iz razloga što neprofitne organizacije treba da budu odgovorne prema zakonodavcu, osnivačima, donatorima, poverenicima i javnosti.)
MATCH@M:(As an advanced method of managing a non-profit organization, the quality system implementation provides a continual monitoring and evaluation of performance as well as collecting objective evidence in the form of documents and data in order that the organization can evaluate itself and constantly improve the quality of its services.===>Implementacija sistema kvaliteta kao napredni nacin vodenja neprofitne organizacije obezbeduje da se stalnim pracenjem i evaluacijom performansi i prikupljanjem objektivnih dokaza u formi zapisa i podataka, organizacija preispituje i kontinuirano poboljšava kvalitet svojih usluga.)
MATCH@E:(As an advanced method of managing a non-profit organization, the quality system implementation provides a continual monitoring and evaluation of performance as well as collecting objective evidence in the form of documents and data in order that the organization can evaluate itself and constantly improve the quality of its services.===>Implementacija sistema kvaliteta kao napredni način vođenja neprofitne organizacije obezbeđuje da se stalnim praćenjem i evaluacijom performansi i prikupljanjem objektivnih dokaza u formi zapisa i podataka, organizacija preispituje i kontinuirano poboljšava kvalitet svojih usluga.)
MATCH@M:(In adapting to numerous requirements for service quality improvement, non-profit organizations attempt to prove that their programmes contribute to a positive change in the lives of the people, while the priority in the 1990s was only the monitoring of outcomes and expenses.===>Prilagodavajuci se brojnim zahtevima za unapredenje kvaliteta usluge, neprofitne organizacije moraju da dokažu da njihovi programi doprinose pozitivnoj promeni u životima ljudi, dok je prioritet devedesetih godina dvadesetog veka bilo samo pracenje rezultata i troško-va.)
MATCH@E:(Different models and approaches to improving of non-profit organizations quality the quality of non-profit organizations In adapting to numerous requirements for service quality improvement, non-profit organizations attempt to prove that their programmes contribute to a positive change in the lives of the people, while the priority in the 1990s was only the monitoring of outcomes and expenses Š4Ë.===>Organizacije koje ne raspolažu adekvatnom tehnologijom (znanje, veštine, tehnike, hardver i softver) obično imaju poteškoća u kreiranju, implementaciji i evaluaciji svojih usluga ili rezultata.)
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BAD_LINE_M:In adapting to numerous requirements for service quality improvement, non-profit organizations attempt to prove that their programmes contribute to a positive change in the lives of the people, while the priority in the 1990s was only the monitoring of outcomes and expenses.
BAD_LINE_M:Prilagodavajuci se brojnim zahtevima za unapredenje kvaliteta usluge, neprofitne organizacije moraju da dokažu da njihovi programi doprinose pozitivnoj promeni u životima ljudi, dok je prioritet devedesetih godina dvadesetog veka bilo samo pracenje rezultata i troško-va.
BAD_LINE_E:Different models and approaches to improving of non-profit organizations quality the quality of non-profit organizations In adapting to numerous requirements for service quality improvement, non-profit organizations attempt to prove that their programmes contribute to a positive change in the lives of the people, while the priority in the 1990s was only the monitoring of outcomes and expenses Š4Ë.
BAD_LINE_E:Organizacije koje ne raspolažu adekvatnom tehnologijom (znanje, veštine, tehnike, hardver i softver) obično imaju poteškoća u kreiranju, implementaciji i evaluaciji svojih usluga ili rezultata.
MATCH@M:(Hence the requirements and expectations from non-profit organizations actually precondition their flexibility and liabilities, their re-examination and restructuring in terms of making important managerial decisions meant to facilitate the quality system implementation.===>Stoga, zahtevi i ocekivanja od neprofitnih organizacija uslovljavaju njihovu fleksibilnost i odgovornost, preispitivanje i prestrukturisanje u smislu donošenja važnih menadžment odluka koje ce pomoci u implementaciji sistema kvaliteta.)
MATCH@E:(Hence the requirements and expectations from non-profit organizations actually precondition their flexibility and liabilities, their re-examination and restructuring in terms of making important managerial decisions meant to facilitate the quality system implementation.===>Uzimajući u obzir sve razloge zbog kojih je neophodno primeniti model unapređenja kvaliteta u neprofitnom sektoru, kao i sve benefite i ograničenja koja stoje na putu impementaciji ovih pristupa, ipak se može reći da se većina evropskih neprofitnih organizacija već opredelila za neki od standarda kvaliteta koji im omogućava unapređenje performansi i veću efektivnostŠ4Ë.)
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BAD_LINE_M:Hence the requirements and expectations from non-profit organizations actually precondition their flexibility and liabilities, their re-examination and restructuring in terms of making important managerial decisions meant to facilitate the quality system implementation.
BAD_LINE_M:Stoga, zahtevi i ocekivanja od neprofitnih organizacija uslovljavaju njihovu fleksibilnost i odgovornost, preispitivanje i prestrukturisanje u smislu donošenja važnih menadžment odluka koje ce pomoci u implementaciji sistema kvaliteta.
BAD_LINE_E:Hence the requirements and expectations from non-profit organizations actually precondition their flexibility and liabilities, their re-examination and restructuring in terms of making important managerial decisions meant to facilitate the quality system implementation.
BAD_LINE_E:Uzimajući u obzir sve razloge zbog kojih je neophodno primeniti model unapređenja kvaliteta u neprofitnom sektoru, kao i sve benefite i ograničenja koja stoje na putu impementaciji ovih pristupa, ipak se može reći da se većina evropskih neprofitnih organizacija već opredelila za neki od standarda kvaliteta koji im omogućava unapređenje performansi i veću efektivnostŠ4Ë.
MATCH@M:(A successful introduction and implementation of quality standards depend on five predictors: organizational culture, management support, technology, involvement and access to funds.===>Uspešno uvodenje i primena standarda kvaliteta zavise od pet prediktora: organizacione kulture, podrške rukovodstva, tehnologije, ukljucenosti i pristupa fondovima.)
MATCH@E:(A successful introduction and implementation of quality standards depend on five predictors: organizational culture, management support, technology, involvement and access to funds.===>U praksi su zastupljeni različiti modeli i pristupi u unapređenju kvaliteta neprofitnih organizacija, od kojih neki obuhvataju sve aspekte vođenja organizacije i sve njene aktivnosti, dok postoje i standardi kvaliteta koji se tiču samo određenih aspekata poslovanja.)
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BAD_LINE_M:A successful introduction and implementation of quality standards depend on five predictors: organizational culture, management support, technology, involvement and access to funds.
BAD_LINE_M:Uspešno uvodenje i primena standarda kvaliteta zavise od pet prediktora: organizacione kulture, podrške rukovodstva, tehnologije, ukljucenosti i pristupa fondovima.
BAD_LINE_E:A successful introduction and implementation of quality standards depend on five predictors: organizational culture, management support, technology, involvement and access to funds.
BAD_LINE_E:U praksi su zastupljeni različiti modeli i pristupi u unapređenju kvaliteta neprofitnih organizacija, od kojih neki obuhvataju sve aspekte vođenja organizacije i sve njene aktivnosti, dok postoje i standardi kvaliteta koji se tiču samo određenih aspekata poslovanja.
MATCH@M:(In addition to the efforts made in accepting and adapting to change, the management support should be reflected in the provision of feedback information as to the extent to which the advances are made towards achieving the goal.===>Podrška rukovodstva, pored uloženog napora u adaptaciju i prihvatanje promena, treba da se ogleda i u pružanju povratnih informacija u kojoj je meri nacinjen napredak u postizanju cilja.)
MATCH@E:(In addition to the efforts made in accepting and adapting to change, the management support should be reflected in the provision of feedback information as to the extent to which the advances are made towards achieving the goal.===>Takođe, jedan broj organizacija neprofitnog sektora implementira generičke modele sistema kvaliteta, druge se opredeljuju za specifične standarde koji uređuju konkretne delatnosti, a takođe je moguće razviti i sopstvene (inhouse) sisteme.)
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BAD_LINE_M:In addition to the efforts made in accepting and adapting to change, the management support should be reflected in the provision of feedback information as to the extent to which the advances are made towards achieving the goal.
BAD_LINE_M:Podrška rukovodstva, pored uloženog napora u adaptaciju i prihvatanje promena, treba da se ogleda i u pružanju povratnih informacija u kojoj je meri nacinjen napredak u postizanju cilja.
BAD_LINE_E:In addition to the efforts made in accepting and adapting to change, the management support should be reflected in the provision of feedback information as to the extent to which the advances are made towards achieving the goal.
BAD_LINE_E:Takođe, jedan broj organizacija neprofitnog sektora implementira generičke modele sistema kvaliteta, druge se opredeljuju za specifične standarde koji uređuju konkretne delatnosti, a takođe je moguće razviti i sopstvene (inhouse) sisteme.
MATCH@M:(Effective managers in the organization communicate the value of new business practice and take any steps necessary that the employees implement the planned activities in practice.===>Efektivni menadžeri komuniciraju u organizaciji vrednost nove poslovne prakse i preduzimaju sve što je potrebno da bi zaposleni implementirali u praksi ono što je planirano.)
MATCH@E:(Effective managers in the organization communicate the value of new business practice and take any steps necessary that the employees implement the planned activities in practice.===>U zavisnosti od toga koji model primenjuju, neprofitne organizacije svoje sisteme proveravaju eksternim ocenjivanjem ili sertifikacijom, ili sa druge strane, samoevaluacijom. 4.)
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BAD_LINE_M:Effective managers in the organization communicate the value of new business practice and take any steps necessary that the employees implement the planned activities in practice.
BAD_LINE_M:Efektivni menadžeri komuniciraju u organizaciji vrednost nove poslovne prakse i preduzimaju sve što je potrebno da bi zaposleni implementirali u praksi ono što je planirano.
BAD_LINE_E:Effective managers in the organization communicate the value of new business practice and take any steps necessary that the employees implement the planned activities in practice.
BAD_LINE_E:U zavisnosti od toga koji model primenjuju, neprofitne organizacije svoje sisteme proveravaju eksternim ocenjivanjem ili sertifikacijom, ili sa druge strane, samoevaluacijom. 4.
MATCH@M:(Making allowances for all the reasons that make the implementation of the quality improvement model in the non-profit sector necessary, as well as for all the benefits and restraints that hinder the implementation of these approaches, it can still be maintained that the majority of the European non-profit organizations have already adopted certain quality standards that allow them to improve their performance as well as their affectiveness.===>Uzimajuci u obzir sve razloge zbog kojih je neophodno primeniti model unapredenja kvaliteta u neprofitnom sektoru, kao i sve benefite i ogranicenja koja stoje na putu impementaciji ovih pristupa, ipak se može reci da se vecina evropskih neprofitnih organizacija vec opre-delila za neki od standarda kvaliteta koji im omogucava unapredenje performansi i vecu efektivnost.)
MATCH@E:(Making allowances for all the reasons that make the implementation of the quality improvement model in the non-profit sector necessary, as well as for all the benefits and restraints that hinder the implementation of these approaches, it can still be maintained that the majority of the European non-profit organizations have already adopted certain quality standards that allow them to improve their performance as well as their affectiveness Š4Ë.===>Različiti modeli i pristupi u unapređenju kvaliteta neprofitnih organizacija Prilagođavajući se brojnim zahtevima za unapređenje kvaliteta usluge, neprofitne organizacije moraju da dokažu da njihovi programi doprinose pozitivnoj promeni u životima ljudi, dok je prioritet devedesetih godina dvadesetog veka bilo samo praćenje rezultata i troškovaŠ4Ë.)
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BAD_LINE_M:Making allowances for all the reasons that make the implementation of the quality improvement model in the non-profit sector necessary, as well as for all the benefits and restraints that hinder the implementation of these approaches, it can still be maintained that the majority of the European non-profit organizations have already adopted certain quality standards that allow them to improve their performance as well as their affectiveness.
BAD_LINE_M:Uzimajuci u obzir sve razloge zbog kojih je neophodno primeniti model unapredenja kvaliteta u neprofitnom sektoru, kao i sve benefite i ogranicenja koja stoje na putu impementaciji ovih pristupa, ipak se može reci da se vecina evropskih neprofitnih organizacija vec opre-delila za neki od standarda kvaliteta koji im omogucava unapredenje performansi i vecu efektivnost.
BAD_LINE_E:Making allowances for all the reasons that make the implementation of the quality improvement model in the non-profit sector necessary, as well as for all the benefits and restraints that hinder the implementation of these approaches, it can still be maintained that the majority of the European non-profit organizations have already adopted certain quality standards that allow them to improve their performance as well as their affectiveness Š4Ë.
BAD_LINE_E:Različiti modeli i pristupi u unapređenju kvaliteta neprofitnih organizacija Prilagođavajući se brojnim zahtevima za unapređenje kvaliteta usluge, neprofitne organizacije moraju da dokažu da njihovi programi doprinose pozitivnoj promeni u životima ljudi, dok je prioritet devedesetih godina dvadesetog veka bilo samo praćenje rezultata i troškovaŠ4Ë.
MATCH@M:(In practice, various models and approaches in the non-profit organizations quality improvement are implemented; some of them include all the aspects of organizational management and all its activities, whereas some quality standards refer to only certain aspects of operations.===>U praksi su zastupljeni razliciti modeli i pristupi u unapredenju kvaliteta neprofitnih organizacija, od kojih neki obuhvataju sve aspekte vodenja organizacije i sve njene aktivnosti, dok postoje i standardi kvaliteta koji se ticu samo odredenih aspekata poslovanja.)
MATCH@E:(In practice, various models and approaches in the non-profit organizations quality improvement are implemented; some of them include all the aspects of organizational management and all its activities, whereas some quality standards refer to only certain aspects of operations.===>Stoga, zahtevi i očekivanja od neprofitnih organizacija uslovljavaju njihovu fleksibilnost i odgovornost, preispitivanje i prestrukturisanje u smislu donošenja važnih menadžment odluka koje će pomoći u implementaciji sistema kvaliteta.)
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BAD_LINE_M:In practice, various models and approaches in the non-profit organizations quality improvement are implemented; some of them include all the aspects of organizational management and all its activities, whereas some quality standards refer to only certain aspects of operations.
BAD_LINE_M:U praksi su zastupljeni razliciti modeli i pristupi u unapredenju kvaliteta neprofitnih organizacija, od kojih neki obuhvataju sve aspekte vodenja organizacije i sve njene aktivnosti, dok postoje i standardi kvaliteta koji se ticu samo odredenih aspekata poslovanja.
BAD_LINE_E:In practice, various models and approaches in the non-profit organizations quality improvement are implemented; some of them include all the aspects of organizational management and all its activities, whereas some quality standards refer to only certain aspects of operations.
BAD_LINE_E:Stoga, zahtevi i očekivanja od neprofitnih organizacija uslovljavaju njihovu fleksibilnost i odgovornost, preispitivanje i prestrukturisanje u smislu donošenja važnih menadžment odluka koje će pomoći u implementaciji sistema kvaliteta.
MATCH@M:(Also, a number of organizations in the non-profit sector implement generic models of the quality system, others adopt specific standards concerning concrete activities, and there are still some that develop their own in-house systems.===>Takode, jedan broj organizacija neprofitnog sektora implementira genericke modele sistema kvaliteta, druge se opre-deljuju za specificne standarde koji ureduju konkretne delatnosti, a takode je moguce razviti i sopstvene (inhouse) sisteme.)
MATCH@E:(Also, a number of organizations in the non-profit sector implement generic models of the quality system, others adopt specific standards concerning concrete activities, and there are still some that develop their own in-house systems.===>Uspešno uvođenje i primena standarda kvaliteta zavise od pet prediktora: organizacione kulture, podrške rukovodstva, tehnologije, uključenosti i pristupa fondovima.)
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BAD_LINE_M:Also, a number of organizations in the non-profit sector implement generic models of the quality system, others adopt specific standards concerning concrete activities, and there are still some that develop their own in-house systems.
BAD_LINE_M:Takode, jedan broj organizacija neprofitnog sektora implementira genericke modele sistema kvaliteta, druge se opre-deljuju za specificne standarde koji ureduju konkretne delatnosti, a takode je moguce razviti i sopstvene (inhouse) sisteme.
BAD_LINE_E:Also, a number of organizations in the non-profit sector implement generic models of the quality system, others adopt specific standards concerning concrete activities, and there are still some that develop their own in-house systems.
BAD_LINE_E:Uspešno uvođenje i primena standarda kvaliteta zavise od pet prediktora: organizacione kulture, podrške rukovodstva, tehnologije, uključenosti i pristupa fondovima.
MATCH@M:(In accordance with the model they implement, non-profit organizations evaluate their systems either through external evaluation or through certification, or, on the other hand, through a self-evaluation process.===>U zavisnosti od toga koji model pri-menjuju, neprofitne organizacije svoje sisteme prover-avaju eksternim ocenjivanjem ili sertifikacijom, ili sa druge strane, samoevaluacijom.)
MATCH@E:(In accordance with the model they implement, non-profit organizations evaluate their systems either through external evaluation or through certification, or, on the other hand, through a self-evaluation process.===>Podrška rukovodstva, pored uloženog napora u adaptaciju i prihvatanje promena, treba da se ogleda i u pružanju povratnih informacija u kojoj je meri načinjen napredak u postizanju cilja.)
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BAD_LINE_M:In accordance with the model they implement, non-profit organizations evaluate their systems either through external evaluation or through certification, or, on the other hand, through a self-evaluation process.
BAD_LINE_M:U zavisnosti od toga koji model pri-menjuju, neprofitne organizacije svoje sisteme prover-avaju eksternim ocenjivanjem ili sertifikacijom, ili sa druge strane, samoevaluacijom.
BAD_LINE_E:In accordance with the model they implement, non-profit organizations evaluate their systems either through external evaluation or through certification, or, on the other hand, through a self-evaluation process.
BAD_LINE_E:Podrška rukovodstva, pored uloženog napora u adaptaciju i prihvatanje promena, treba da se ogleda i u pružanju povratnih informacija u kojoj je meri načinjen napredak u postizanju cilja.
MATCH@M:(The earliest theories on the quality of services and their dimensions were postulated in the 1980s.===>Prve teorije o kvalitetu usluga i njihovim dimenzijama postavljene su osamdesetih godina.)
MATCH@E:(The organiza The earliest theories on the quality of services and their dimensions were postulated in the 1980s.===>Standardi za primenu i ocenu kvaliteta neprofitnih organizacija Prve teorije o kvalitetu usluga i njihovim dimenzijama postavljene su osamdesetih godina.)
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BAD_LINE_M:The earliest theories on the quality of services and their dimensions were postulated in the 1980s.
BAD_LINE_M:Prve teorije o kvalitetu usluga i njihovim dimenzijama postavljene su osamdesetih godina.
BAD_LINE_E:The organiza The earliest theories on the quality of services and their dimensions were postulated in the 1980s.
BAD_LINE_E:Standardi za primenu i ocenu kvaliteta neprofitnih organizacija Prve teorije o kvalitetu usluga i njihovim dimenzijama postavljene su osamdesetih godina.
MATCH@M:(Groonroos offered two dimensions of quality: the technical and the functional.===>Groonroos je predstavio dve dimenzije kvaliteta: tehnicku i funkcionalnu^].)
MATCH@E:(Groonroos offered two dimensions of quality: the technical and the functional Š5Ë.===>Groonroos je predstavio dve dimenzije kvaliteta: tehničku i funkcionalnuŠ5Ë.)
MATCH@M:(The technical quality refers to the outcome of the service delivered, whereas the functional quality deals with the service delivery process.===>Tehnicki kvalitet se odnosi na rezultat dobijene usluge, a funkcionalni na proces pružanja usluge.)
MATCH@E:(The technical quality refers to the outcome of the service delivered, whereas the functional quality deals with the service delivery process.===>Tehnički kvalitet se odnosi na rezultat dobijene usluge, a funkcionalni na proces pružanja usluge.)
MATCH@M:(A most widely used service quality assessment model -SERVQUAL (abbreviated from: service quality) consists of five quality determinants (tangibility - the presence of physical elements (service materialization), reliability - the ability to deliver the promised service in an adequate manner, responsibility - responsiveness, readiness to help and deliver a service promptly, credibility - employees’ knowledge and competence, assurances, and empathy - delivery of personalized service, viewing customer as an individual).===>Jedan od najrasprostanjenijih modela za ocenu kvaliteta usluge - SERVQUAL (skraceno od: service quality) sastoji se od pet determinanti kvaliteta (opipljivost -prisustvo fizickih elemenata (materijalizacija usluge), pouzdanost - sposobnost da se obecana usluga isporuci na odgovarajuci nacin, odgovornost - brižljivost, spremnost da se pomogne i pruži brza usluga, sigurnost - znanje i sposobnost zaposlenih, poverenje u njih, i saosecanje (empatija) - pružanje personalizovane usluge, posmatranje korisnika kao pojedinca).)
MATCH@E:(A most widely used service quality assessment model SERVQUAL (abbreviated from: service quality) consists of five quality determinants Š6Ë (tangibility the presence of physical elements (service materialization), reliability the ability to deliver the promised service in an adequate manner, responsibility responsiveness, readiness to help and deliver a service promptly, credibility employees knowledge and competence, assurances, and empathy delivery of personalized service, viewing customer as an individual).===>Jedan od najrasprostanjenijih modela za ocenu kvaliteta usluge SERVQUAL (skraćeno od: service quality) sastoji se od pet determinanti kvalitetaŠ6Ë (opipljivost prisustvo fizičkih elemenata (materijalizacija usluge), pouzdanost sposobnost da se obećana usluga isporuči na odgovarajući način, odgovornost brižljivost, spremnost da se pomogne i pruži brza usluga, sigurnost znanje i sposobnost zaposlenih, poverenje u njih, i saosećanje (empatija) pružanje personalizovane usluge, posmatranje korisnika kao pojedinca).)
MATCH@M:(The SERVQUAL methodology requires that 22 pairs of questions be formulated, of which customers are expected to answer a series of 22 questions prior to consuming a service, in order to measure expectations, and to answer another series of 22 questions concerning the quoted categories, after they have consumed the service, to measure the experience, i.e., the consumers’ perceptions (attitudes) of the service provided.===>SERVQUAL metodologija zahteva da se formulišu 22 para pitanja, od kojih se ispitanicima prvo postavlja jedna serija od 22 pitanja pre korišcenja usluge, cime se mere ocekivanja, a zatim, nakon korišcenja usluge, druga serija od 22 pitanja po navedenim kategorijama, cime se mere iskustva, odnosno percepcije (stavovi) korisnika o izvršenoj usluzi.)
MATCH@E:(The SERVQUAL methodology requires that 22 pairs of questions be formulated, of which customers are expected to answer a series of 22 questions prior to consuming a service, in order to measure expectations, and to answer another series of 22 questions concerning the quoted categories, after they have consumed the service, to measure the experience, i.e., the consumers percep tions (attitudes) of the service provided.===>SERVQUAL metodologija zahteva da se formulišu 22 para pitanja, od kojih se ispitanicima prvo postavlja jedna serija od 22 pitanja pre korišćenja usluge, čime se mere očekivanja, a zatim, nakon korišćenja usluge, druga serija od 22 pitanja po navedenim kategorijama, čime se mere iskustva, odnosno percepcije (stavovi) korisnika o izvršenoj usluzi.)
MATCH@M:(Although this model dates back to 1985 and is a most widely implemented model in service quality assessment by a large number of service providing organizations, it is subject to much criticism, primarily from the conceptual and the methodological aspects.===>Iako je ovaj model, postavljen 1985. godine, model sa najširom primenom u merenju kvaliteta usluga velikog broja uslužnih organizacija, on doživljava i brojne kritike, pre svega sa konceptualnog i metodološkog aspekta.)
MATCH@E:(Although this model dates back to 1985 and is a most widely implemented model in service quality assessment by a large number of service providing organizations, it is subject to much criticism, primarily from the conceptual and the methodological aspects.===>Iako je ovaj model, postavljen 1985. godine, model sa najširom primenom u merenju kvaliteta usluga velikog broja uslužnih organizacija, on doživljava i brojne kritike, pre svega sa konceptualnog i metodološkog aspekta.)
MATCH@M:(One of the basic points of criticism is about the number and meanings of the quality determinants, namely, its applicability in different service activities.===>Jedna od osnovnih primedaba je broj i znacenje determinanti kvaliteta, odnosno njegova primenjivost u razlicitim uslužnim de-latnostima.)
MATCH@E:(One of the basic points of criticism is about the number and meanings of the quality determinants, namely, its applicability in different service activities.===>Jedna od osnovnih primedaba je broj i značenje determinanti kvaliteta, odnosno njegova primenjivost u različitim uslužnim delatnostima. je moguće modifikovati SERVQUAL model i prilagoditi ga karakteristikama usluga u specifičnoj uslužnoj delatnosti.)
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BAD_LINE_M:One of the basic points of criticism is about the number and meanings of the quality determinants, namely, its applicability in different service activities.
BAD_LINE_M:Jedna od osnovnih primedaba je broj i znacenje determinanti kvaliteta, odnosno njegova primenjivost u razlicitim uslužnim de-latnostima.
BAD_LINE_E:One of the basic points of criticism is about the number and meanings of the quality determinants, namely, its applicability in different service activities.
BAD_LINE_E:Jedna od osnovnih primedaba je broj i značenje determinanti kvaliteta, odnosno njegova primenjivost u različitim uslužnim delatnostima. je moguće modifikovati SERVQUAL model i prilagoditi ga karakteristikama usluga u specifičnoj uslužnoj delatnosti.
MATCH@M:(Therefore, it is possible to modify the SERVQUAL model to adjust it to the characteristics of services in a specific service provision activity.===>Stoga je moguce modifikovati SERVQUAL model i prilagoditi ga karakteristikama usluga u specificnoj uslužnoj delatnosti.)
MATCH@E:(Therefore, it is possible to modify the SERVQUAL model to adjust it to the characteristics of services in a specific service provision activity.===>Stoga Da bi se opredelile za najadekvatniji standard kvaliteta u okviru postojećih sistema, neprofitne organizacije treba da odgovore na sledeća pitanja koja mogu da im olakšaju donošenje odlukeŠ7Ë: (cid:)
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BAD_LINE_M:Therefore, it is possible to modify the SERVQUAL model to adjust it to the characteristics of services in a specific service provision activity.
BAD_LINE_M:Stoga je moguce modifikovati SERVQUAL model i prilagoditi ga karakteristikama usluga u specificnoj uslužnoj delatnosti.
BAD_LINE_E:Therefore, it is possible to modify the SERVQUAL model to adjust it to the characteristics of services in a specific service provision activity.
BAD_LINE_E:Stoga Da bi se opredelile za najadekvatniji standard kvaliteta u okviru postojećih sistema, neprofitne organizacije treba da odgovore na sledeća pitanja koja mogu da im olakšaju donošenje odlukeŠ7Ë: (cid:
MATCH@M:(The generic models of quality systems entail standards relating to the entire business and ensuring a quality comparison with other organizations within a sector.===>Genericki modeli sistema kvaliteta neprofitnih organizacija obuhvataju standarde koji se odnose na celokup-no poslovanje i koji obezbeduju kvalitativno poreden-je sa drugim organizacijama u okviru sektora.)
MATCH@E:(The generic models of quality systems entail standards relating to the entire business and ensuring a quality comparison with other organizations within a sector.===>Generički modeli sistema kvaliteta neprofitnih organizacija obuhvataju standarde koji se odnose na celokupno poslovanje i koji obezbeđuju kvalitativno poređenje sa drugim organizacijama u okviru sektora.)
MATCH@M:(The most frequent are the following: the ISO 9001 standard and the business excellence model (European Foundation for Quality Management (EFQM) Excellence Model).===>Ovde najcešce spadaju: standard ISO 9001 i model poslovne izvrsnosti (Evropska fondacija za menadžment kvaliteta - European Foundation for Quality Management (EFQM) Excellence Model).)
MATCH@E:(The most frequent are the following: the ISO 9001 standard and the business excellence model (European Foundation for Quality Management (EFQM) Excellence Model).===>Ovde najčešće spadaju: standard ISO 9001 i model poslovne izvrsnosti (Evropska fondacija za menadžment kvaliteta - European Foundation for Quality Management (EFQM) Excellence Model).)
MATCH@M:(The quality standards related to only certain aspects of business include:	(1) service quality standard (“Customer first" standard - the British national certification service quality standard.===>Standardi kvaliteta koji se ticu samo odredenih aspeka-ta poslovanja obuhvataju: (1) standard za kvalitet usluge (standard „Customer first" - britanski nacionalni sertifikacioni standard za kvalitet usluge.)
MATCH@E:(The quality standards related to only certain aspects of business include: (1) service quality standard (Customer first standard the British national certification service quality standard Š8Ë.===>Standardi kvaliteta koji se tiču samo određenih aspekata poslovanja obuhvataju: (1) standard za kvalitet usluge (standard Customer first britanski nacionalni sertifikacioni standard za kvalitet uslugeŠ8Ë.)
MATCH@M:(It can be implemented by any organization in any industry); (2) standard for employees (“Investors in People“ - the British national standard related to human resource management and employee development).===>Moguce je primeniti ga u svim organizacijama u okviru svih delat-nosti.); (2) standard za zaposlene (standard “Investors in People”- britanski nacionalni standard koji se odnosi na menadžment ljudskih resursa i razvoj zaposlenih).)
MATCH@E:(It can be implemented by any organization in any industry); (2) standard for employees (Investors in People the British national standard related to human resource management and employee development) Š9Ë.===>Moguće je primeniti ga u svim organizacijama u okviru svih delatnosti.); (2) standard za zaposlene (standard Investors in People britanski nacionalni standard koji se odnosi na menadžment ljudskih resursa i razvoj zaposlenih)Š9Ë.)
MATCH@M:(The most frequently implemented quality standard in the non-profit sector organizations is the British PQASSO standard (Practical Quality Assurance System for Small Organizations1).===>Najzastupljenija primena standarda kvaliteta u organizacijama neprofitnog sektora jeste britanski standard PQASSO (Practical Quality Assurance System for Small Organisations1 - Prakticni sistem obezbedenja kvaliteta za male organizacije).)
MATCH@E:(The most frequently implemented quality standard in the non-profit sector organizations is the British PQASSO standard (Practical Quality Assurance System for Small Organizations1) Š10Ë.===>Najzastupljenija primena standarda kvaliteta u organizacijama neprofitnog sektora jeste britanski standard PQASSO (Practical Quality Assurance System for Small Organisations1 Praktični sistem obezbeđenja kvaliteta za male organizacije)Š10Ë.)
MATCH@M:(It can be implemented in the organizations of various profiles - in the fields of social welfare, environmental protection, health care and charities.===>Mogu ga koristiti organizacije razlicitih profila - iz oblasti socijalne zaštite, zaštite životne sredine, zdravstva ili milosrdne organizacije.)
MATCH@E:(It can be implemented in the organizations of various profiles in the fields of social welfare, environmental protection, health care and charities.===>Standard PQASSO je osmišljen tako da pomoću samoevaluacije podstakne veću uključenost i odgovornost svih u organizaciji da se kroz diskusiju planiraju promene i razvijaju ideje o efikasnijem radu organizacije.)
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BAD_LINE_M:It can be implemented in the organizations of various profiles - in the fields of social welfare, environmental protection, health care and charities.
BAD_LINE_M:Mogu ga koristiti organizacije razlicitih profila - iz oblasti socijalne zaštite, zaštite životne sredine, zdravstva ili milosrdne organizacije.
BAD_LINE_E:It can be implemented in the organizations of various profiles in the fields of social welfare, environmental protection, health care and charities.
BAD_LINE_E:Standard PQASSO je osmišljen tako da pomoću samoevaluacije podstakne veću uključenost i odgovornost svih u organizaciji da se kroz diskusiju planiraju promene i razvijaju ideje o efikasnijem radu organizacije.
MATCH@M:(In other European countries, this standard was adjusted to certain specific features, and adapted to be implemented in Hungary (under the name of MINTA) and Croatia (named SOKNO - the Structure of Quality Assurance for Nonprofit Organizations, published by the TREF network), and it can also be applied in Japan, India and Bangladesh.===>U ostalim zemljama Evrope ovaj standard je, nakon prilag odavanja specificnostima, adaptiran za primenu u Madarskoj (pod nazivom MINTA) i Hrvatskoj (pod nazivom SOKNO - Sustav osiguranja kvalitete za neprofitne organizacije, objavljen od strane mreže TREF), a isto tako se koristi i u Japanu, Indiji i Bangladešu.)
MATCH@E:(In other European countries, this standard was adjusted to certain specific features, and adapted to be implemented Š11Ë in Hungary (under the name of MINTA) and Croatia (named SOKNO the Structure of Quality Assurance for Nonprofit Organizations, published by the TREF network) Š12Ë, and it can also be applied in Japan, India and Bangladesh Š13Ë.===>)
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BAD_LINE_M:In other European countries, this standard was adjusted to certain specific features, and adapted to be implemented in Hungary (under the name of MINTA) and Croatia (named SOKNO - the Structure of Quality Assurance for Nonprofit Organizations, published by the TREF network), and it can also be applied in Japan, India and Bangladesh.
BAD_LINE_M:U ostalim zemljama Evrope ovaj standard je, nakon prilag odavanja specificnostima, adaptiran za primenu u Madarskoj (pod nazivom MINTA) i Hrvatskoj (pod nazivom SOKNO - Sustav osiguranja kvalitete za neprofitne organizacije, objavljen od strane mreže TREF), a isto tako se koristi i u Japanu, Indiji i Bangladešu.
BAD_LINE_E:In other European countries, this standard was adjusted to certain specific features, and adapted to be implemented Š11Ë in Hungary (under the name of MINTA) and Croatia (named SOKNO the Structure of Quality Assurance for Nonprofit Organizations, published by the TREF network) Š12Ë, and it can also be applied in Japan, India and Bangladesh Š13Ë.
BAD_LINE_E:
MATCH@M:(The PQASSO standard is created in such a manner that it uses self-evaluation to encourage a broader commitment and responsibility of all members of the organization to plan changes and develop ideas for a more efficient work of the organization, and through discussion.===>Standard PQASSO je osmišljen tako da pomocu samoevaluacij e podstakne vecu ukljucenost i odgovornost svih u organizaciji da se kroz diskusiju planiraju promene i razvijaju ideje o efikasnijem radu organizacije.)
MATCH@E:(The PQASSO standard is created in such a manner that it uses self-evaluation to encourage a broader commitment and responsibility of all members of the organization to plan changes and develop ideas for a more efficient work of the organization, and through discussion.===>Efekti i koristi od primene pomenutog standarda u neprofitnoj organizaciji biće mnogostrukiŠ14Ë:)
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BAD_LINE_M:The PQASSO standard is created in such a manner that it uses self-evaluation to encourage a broader commitment and responsibility of all members of the organization to plan changes and develop ideas for a more efficient work of the organization, and through discussion.
BAD_LINE_M:Standard PQASSO je osmišljen tako da pomocu samoevaluacij e podstakne vecu ukljucenost i odgovornost svih u organizaciji da se kroz diskusiju planiraju promene i razvijaju ideje o efikasnijem radu organizacije.
BAD_LINE_E:The PQASSO standard is created in such a manner that it uses self-evaluation to encourage a broader commitment and responsibility of all members of the organization to plan changes and develop ideas for a more efficient work of the organization, and through discussion.
BAD_LINE_E:Efekti i koristi od primene pomenutog standarda u neprofitnoj organizaciji biće mnogostrukiŠ14Ë:
MATCH@M:(The findings of the study that dealt with the reasons for the quality programme implementation as well as the challenges and restraints in its implementation, conducted in the non-profit sector organizations in Great Britain, have shown that the majority of organizations are motivated to implement quality via various and numerous internal and external factors.===>Rezultati studije, koja se bavi razlozima za implementaciju programa kvaliteta, kao i izazovima i ogranicenjima u njegovoj implementaciji, a koja je sprovedena u okviru organizacija neprofitnog sektora u Velikoj Britaniji, pokazuju da vecinu organizacija za implementaciju kvaliteta motivišu razliciti i mnogobrojni interni i eksterni faktori.)
MATCH@E:(The findings of the study that dealt with the reasons for the quality programme implementation as well as the challenges and restraints in its implementation, conducted in the non-profit sector organizations in Great Britain, have shown that the majority of organizations are motivated to implement quality via various and numerous internal and external factors Š15Ë.===>Rezultati studije, koja se bavi razlozima za implementaciju programa kvaliteta, kao i izazovima i ograničenjima u njegovoj implementaciji, a koja je sprovedena u okviru organizacija neprofitnog sektora u Velikoj Britaniji, pokazuju da većinu organizacija za implementaciju kvaliteta motivišu različiti i mnogobrojni interni i eksterni faktoriŠ15Ë.)
MATCH@M:(According to the participants in the study, the reasons to adopt the quality programme, among other things, are: the necessity of a structured approach in the development of the organization, the delivery of a highest possible quality service to the customers, the understanding of how the customers perceive “the best practice“, the stabilization after the periods of crisis.===>Ucesnici studije kao razloge za usvajanje programa kvaliteta naveli su i: neophodnost strukturisanog pristupa u razvoju organizacije, pružanje najkvalitetnije usluge korisnicima, razumevanje kako korisnici doživljavaju “najbolju praksu”, uspostavljanje stabilnosti nakon kriznih perioda.)
MATCH@E:(According to the participants in the study, the reasons to adopt the quality programme, among other things, are: the necessity of a structured approach in the development of the organization, the delivery of a highest possible quality service to the customers, the understanding of how the customers perceive the best practice, the stabilization after the periods of crisis.===>Učesnici studije kao razloge za usvajanje programa kvaliteta naveli su i: neophodnost strukturisanog pristupa u razvoju organizacije, pružanje najkvalitetnije usluge korisnicima, razumevanje kako korisnici doživljavaju najbolju praksu, uspostavljanje stabilnosti nakon kriznih perioda.)
MATCH@M:(The non-profit organizations that implemented one of the quality programmes stress the following benefits: the opportunity to affect the performance and improve it, a better relationship with the external environment, a higher reputation within the sector and a better relationship with partner organizations.===>Neprofitne organizacije koje su implementirale neki od programa kvaliteta isticu sledece benefite: mogucnost uticaja na performanse i njihovo unapredenje, bolji odnos sa eksternim okruženjem, bolja reputacija u okviru sektora i bolji odnos sa partnerskim organizacijama.)
MATCH@E:(The non-profit organizations that implemented one of the quality programmes stress the following benefits: the opportunity to affect the performance and improve it, a better relationship with the external environment, a higher reputation within the sector and a better relationship with partner organizations.===>Neprofitne organizacije koje su implementirale neki od programa kvaliteta ističu sledeće benefite: mogućnost uticaja na performanse i njihovo unapređenje, bolji odnos sa eksternim okruženjem, bolja reputacija u okviru sektora i bolji odnos sa partnerskim organizacijama.)
MATCH@M:(The limitations in the implementation of the quality idea in the respondent organizations are most frequently reflected in: the lack of information on the available quality programmes that can be implemented in the non-profit sector, the non-conformity of qualty programmes to the organization (its structure, mission, vision, processes, activities), and also in a poor employee commitment and engagement in the field of quality, which is most often the consequence of a lack of commitment, engagement and dedicaton of their superiors.===>Ogranicenja u implementaciji ideje kvaliteta u ispitivanim organizacijama se najcešce ogledaju u: neinformisanosti o raspoloživosti programa kvaliteta koji je moguce primeniti u neprofitnom sektoru, neuskladenosti programa kvaliteta sa organizacijom (njenom strukturom, misijom, vizijom, procesima, aktivnostima), a takode, kao ogranicenje navodi se i nedovoljna posvecenost i angažovanje zaposlenih na polju kvaliteta, što je najcešce prouzrokovano neopredeljenošcu i nedovoljnim angažovanjem i požrtvovanošcu nadredenih.)
MATCH@E:(The limitations in the implementation of the quality idea in the respondent organizations are most frequently reflected in: the lack of information on the available quality programmes that can be implemented in the non-profit sector, the non-conformity of qualty programmes to the organization (its structure, mission, vision, processes, activities), and also in a poor employee commitment and engagement in the field of quality, which is most often the consequence of a lack of commitment, engagement and dedicaton of their superiors.===>Ograničenja u implementaciji ideje kvaliteta u ispitivanim organizacijama se najčešće ogledaju u: neinformisanosti o raspoloživosti programa kvaliteta koji je moguće primeniti u neprofitnom sektoru, neusklađenosti programa kvaliteta sa organizacijom (njenom strukturom, misijom, vizijom, procesima, aktivnostima), a takođe, kao ograničenje navodi se i nedovoljna posvećenost i angažovanje zaposlenih na polju kvaliteta, što je najčešće prouzrokovano neopredeljenošću i nedovoljnim angažovanjem i požrtvovanošću nadređenih.)
MATCH@M:(As regards the survey of the quality standards implementation in certain non-profit organizations in Great Britain, it would be interesting to compare these results with the findings of the study the co-author of this paper, M. Ivanovi] conducted in 2010.===>U okviru prikaza implementacije standarda kvaliteta u nekim neprofitnim organizacijama u Velikoj Britaniji, zanimljivo bi bilo komparirati rezultate istraživanja koje je koautor Ivanovi] M. sprovela 2010. god.)
MATCH@E:(As regards the survey of the quality standards imple mentation in certain non-profit organizations in Great Britain, it would be interesting to compare these results with the findings of the study the co-author of this paper, M. Ivanović conducted in 2010. ~~~ The target group of the study were the non-profit organization on the territory of Serbia.===>U okviru prikaza implementacije standarda kvaliteta u nekim neprofitnim organizacijama u Velikoj Britaniji, zanimljivo bi bilo komparirati rezultate istraživanja koje je koautor Ivanović M. sprovela 2010. god. Ciljna grupa za koju je rađeno istraživanje bile su neprofitne organizacije na prostoru Srbije.)
MATCH@M:(Among the questions in the questionnaire one dealt with the quality system implementation and outcome assessment.===>Medu anketnim pitanjima koja su bila predmet istraživanja bilo je sadržano i pitanje u vezi sa implementacijom sistema kvaliteta i vrednovanjem rezultata.)
MATCH@E:(Among the questions in the questionnaire one dealt with the quality system implementation and outcome assessment.===>Među anketnim pitanjima koja su bila predmet istraživanja bilo je sadržano i pitanje u vezi sa implementacijom sistema kvaliteta i vrednovanjem rezultata.)
MATCH@M:(The majority of responses to the question on whether organizations implemented any of the quality system models were negative.===>Na postavljeno pitanje da li su organizacije implementirale neki od modela sistema kvaliteta vecina njih je odgovorila negativno.)
MATCH@E:(The majority of responses to the question on whether organizations implemented any of the quality system models were negative.===>Na postavljeno pitanje da li su organizacije implementirale neki od modela sistema kvaliteta većina njih je odgovorila negativno.)
MATCH@M:(A general conclusion as to the responses can be drawn after a tabular and graphic survey presented hereinafter.===>Opšti zakljucak u odnosu na odgovore može se izvesti posle tabelarnog i grafickog pregleda koji su prikazani u nastavku.)
MATCH@E:(A general conclusion as to the responses can be drawn after a tabular and graphic survey presented hereinafter.===>Opšti zaključak u odnosu na odgovore može se izvesti posle tabelarnog i grafičkog pregleda koji su prikazani u nastavku.)
MATCH@M:(As can be learned from the survey, the majority of respondent organizations, as many as 61%, do not even think of a possibility to implement a quality system, while only 10% of the organizations have implemented the ISO 9001 standard.===>Kao što se vidi u prikazu vecina anketiranih organizacija, cak 61% i ne razmišlja o mogucnosti implementiranja sistema kvaliteta, dok je samo 10% njih implementiralo standard ISO 9001.)
MATCH@E:(As can be learned from the survey, the majority of respondent organizations, as many as 61%, do not even think of a possibility to implement a quality system, while only 10% of the organizations have implemented the ISO 9001 standard.===>Kao što se vidi u prikazu većina anketiranih organizacija, čak 61% i ne razmišlja o mogućnosti implementiranja sistema kvaliteta, dok je samo 10% njih implementiralo standard ISO 9001.)
MATCH@M:(The attitudes of these same respondent organizations as regards the correlation between the quality system and the image and position building were, however, opposite to the previously presented decisions on the implementation of any of the quality system models.===>Medutim, gledišta istih anketiranih organizacija u vezi sa korelacijom izmedu sistema kvaliteta i izgradnje imidža i pozicioniranja bila su u suprotnosti sa prethodno predstavljenim odlukama o implementaciji nekog od modela sistema kvaliteta.)
MATCH@E:(The chart of the quality system implementation in the NO in Serbia The attitudes of these same respondent organizations as regards the correlation between the quality system and the image and position building were, however, opposite to the previously presented decisions on the implementation of any of the quality system models.===>Grafički prikaz implementacije sistema kvaliteta u NO u Srbiji Međutim, gledišta istih anketiranih organizacija u vezi sa korelacijom između sistema kvaliteta i izgradnje imidža i pozicioniranja bila su u suprotnosti sa prethodno predstavljenim odlukama o implementaciji nekog od modela sistema kvaliteta.)
MATCH@M:(As regards the question on which factors affect the building of a favourable image and the positioning of nonprofit organizations in public, all the observed elements were rated as very important (the average marks range from 4.62 to 4.83), with the quality culture rated as a highly important factor (average 4.79).===>Na pitanje koji faktori uticu na formiranje dobrog imidža i na pozicioniranje neprofitnih organizacija u javnosti, svi ispitivani elementi se ocenjuju kao vrlo znacajni (raspon prosecnih ocena se krece od 4.62 - 4.83), pri cemu je kultura kvaliteta ocen-jena kao veoma znacajan faktor (prosek 4.79).)
MATCH@E:(As regards the question on which factors affect the build ing of a favourable image and the positioning of nonprofit organizations in public, all the observed elements were rated as very important (the average marks range from 4.62 to 4.83), with the quality culture rated as a highly important factor (average 4.79).===>Na pitanje koji faktori utiču na formiranje dobrog imidža i na pozicioniranje neprofitnih organizacija u javnosti, svi ispitivani elementi se ocenjuju kao vrlo značajni (raspon prosečnih ocena se kreće od 4.62 4.83), pri čemu je kultura kvaliteta ocenjena kao veoma značajan faktor (prosek 4.79).)
MATCH@M:(Answering the question on the importance of the defined factors presented on the table for the positioning of non-profit organizations, a majority of respondents highly rated (the average 4.74) the issue of quality standard implementation and the quality culture building.===>Takode, i na pitanje o znacaju definisanih faktora predstavljenih na tabeli za pozicioniranje neprofitnih organizacija, vecina ispitanika visoko je kotirala (prosek, 4.74) pitanje primene standarda kvaliteta i izgradnje kulture kvaliteta.)
MATCH@E:(The chart of the average rates of the importance of factors affect ing the image and positioning of non-profit organizations Answering the question on the importance of the defined factors presented on the table for the positioning of non-profit organizations, a majority of respondents highly rated (the average 4.74) the issue of quality standard implementation and the quality culture building.===>Grafički prikaz proseka ocena važnosti faktora koji utiču na imidž i pozicioniranje neprofitnih organizacija Takođe, i na pitanje o značaju definisanih faktora predstavljenih na tabeli za pozicioniranje neprofitnih organizacija, većina ispitanika visoko je kotirala (prosek, 4.74) pitanje primene standarda kvaliteta i izgradnje kulture kvaliteta.)
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BAD_LINE_M:Answering the question on the importance of the defined factors presented on the table for the positioning of non-profit organizations, a majority of respondents highly rated (the average 4.74) the issue of quality standard implementation and the quality culture building.
BAD_LINE_M:Takode, i na pitanje o znacaju definisanih faktora predstavljenih na tabeli za pozicioniranje neprofitnih organizacija, vecina ispitanika visoko je kotirala (prosek, 4.74) pitanje primene standarda kvaliteta i izgradnje kulture kvaliteta.
BAD_LINE_E:The chart of the average rates of the importance of factors affect ing the image and positioning of non-profit organizations Answering the question on the importance of the defined factors presented on the table for the positioning of non-profit organizations, a majority of respondents highly rated (the average 4.74) the issue of quality standard implementation and the quality culture building.
BAD_LINE_E:Grafički prikaz proseka ocena važnosti faktora koji utiču na imidž i pozicioniranje neprofitnih organizacija Takođe, i na pitanje o značaju definisanih faktora predstavljenih na tabeli za pozicioniranje neprofitnih organizacija, većina ispitanika visoko je kotirala (prosek, 4.74) pitanje primene standarda kvaliteta i izgradnje kulture kvaliteta.
MATCH@M:(The most important factors the respondents stressed are raising the political establishment awareness of the importance of non-profit organizations for the development of the society and for observing ethical norms.===>Primarni faktori koje su ispitanici istakli jesu podizanje svesti politickog establišmenta o znacaju neprofitnih organizacija za razvoj društva i poštovanje etickih normi.)
MATCH@E:(The most important factors the respondents stressed are raising the political establishment awareness of the importance of non-profit organizations for the development of the society and for observing ethical norms.===>Primarni faktori koje su ispitanici istakli jesu podizanje svesti političkog establišmenta o značaju neprofitnih organizacija za razvoj društva i poštovanje etičkih normi.)
MATCH@M:(Employee education is also considered to be an important factor for the positioning of non-profit organizations.===>Edukacija zaposlenih takode se smatra važnim faktorom za pozicioniranje neprofitnih organizacija.)
MATCH@E:(Employee education is also considered to be an important factor for the positioning of non-profit organizations.===>Edukacija zaposlenih takođe se smatra važnim faktorom za pozicioniranje neprofitnih organizacija.)
MATCH@M:(Although the majority of non-profit organizations deem the issue of quality systems to be highly important and contributing to a better positioning, only 10% of them have implemented the ISO 9001 quality model.===>Iako vecina ispitanih neprofitnih organizacija pitanje sistema kvaliteta smatra izuzetno važnim za izgradnju imidža i postizanje konkurentske prednosti, što doprinosi boljem pozicioniranju, samo 10% njih je implementiralo model kvaliteta ISO 9001.)
MATCH@E:(Although the majority of non-profit organizations deem the issue of quality systems to be highly important and contributing to a better positioning, only 10% of them have implemented the ISO 9001 quality model.===>Iako većina ispitanih neprofitnih organizacija pitanje sistema kvaliteta smatra izuzetno važnim za izgradnju imidža i postizanje konkurentske prednosti, što doprinosi boljem pozicioniranju, samo 10% njih je implementiralo model kvaliteta ISO 9001.)
MATCH@M:(This finding that can also be explained by the management reluctance to make such a decision for numerous reasons: lack of inventiveness, fear from change, lack of responsibility, inclination to improvising and unwillingness to share responsibility, should certainly be the reason for certain other research in order to get an insight into the existing dilemmas and resignation.===>Ovakav rezultat, koji bi mogao da se objasni i nespremnošcu menadžmenta da donese takvu odluku iz više razloga: neinventivnost, strah od promena, neodgovornost, sklonost ka improvizaciji i nespremnost za podelu odgovornosti, svakako bi trebalo da bude povod i za neka druga istraživanja koja bi rasvetlila postojece dileme i rezignaciju.)
MATCH@E:(This finding that can also be explained by the management reluctance to make such a decision for numerous reasons: lack of inventiveness, fear from change, lack of responsibility, inclination to improvising and unwillingness to share responsibility, should certainly be the reason for certain other research in order to get an insight into the existing dilemmas and resignation.===>Ovakav rezultat, koji bi mogao da se objasni i nespremnošću menadžmenta da donese takvu odluku iz više razloga: neinventivnost, strah od promena, neodgovornost, sklonost ka improvizaciji i nespremnost za podelu odgovornosti, svakako bi trebalo da bude povod i za neka druga istraživanja koja bi rasvetlila postojeće dileme i rezignaciju.)
MATCH@M:(The approach to quality management implementation in the Serbian non-profit organizations is still negative, which significantly reduces their final outcomes.===>Pristup primeni upravljanja kvalitetom u srpskim neprofitnim organizacijama i dalje je negativan, što znacajno umanjuje njihove krajnje rezultate.)
MATCH@E:(The approach to quality management implementation in the Serbian non-profit organizations is still negative, which significantly reduces their final outcomes.===>Pristup primeni upravljanja kvalitetom u srpskim neprofitnim organizacijama i dalje je negativan, što značajno umanjuje njihove krajnje rezultate.)
MATCH@M:(In order that such a situation should be changed, it is necessary that proactively oriented non-profit organizations in Serbia accept and implement some of the quality management models.===>Da bi se to stanje promenilo, proaktivno orijentisane neprofitne organizacije u Srbiji moraju da prihvate i primene neki od modela upravljanja kvalitetom.)
MATCH@E:(In order that such a situation should be changed, it is necessary that proactively oriented non-profit organizations in Serbia accept and implement some of the quality management models.===>Da bi se to stanje promenilo, proaktivno orijentisane neprofitne organizacije u Srbiji moraju da prihvate i primene neki od modela upravljanja kvalitetom.)
MATCH@M:(Quality management means quality revolution or a shift in the business paradigm that some theoreticians metaphorically term a new way of thinking in managing organizations.===>Upravljanje kvalitetom predstavlja revoluciju kvaliteta, ili paradigmu promena u poslovanju, koju neki teoreticari metaforicno nazivaju i novi nacin mišljenja u upravljanju organizacijama.)
MATCH@E:(Quality management means quality revolution Š16Ë or a shift in the business paradigm that some theoreticians metaphorically term a new way of thinking in managing organizations Š17Ë.===>Upravljanje kvalitetom predstavlja revoluciju kvaliteta Š16Ë, ili paradigmu promena u poslovanju, koju neki teoretičari metaforično nazivaju i novi način mišljenja u upravljanju organizacijama Š17Ë.)
MATCH@M:(Thus understood service quality of non-profit organizations can serve harmonize the non-profit business criteria with the European criteria.===>Tako shvacen kvalitet usluga neprofitnih organizacija može usaglasiti kriterijume neprofitnog poslovanja sa evropskim.)
MATCH@E:(Thus understood service quality of non-profit organizations can serve harmonize the non-profit business criteria with the European criteria.===>Tako shvaćen kvalitet usluga neprofitnih organizacija može usaglasiti kriterijume neprofitnog poslovanja sa evropskim.)
MATCH@M:(The focus upon customers and their requirements, upon the processes, and upon the team work [18] should be the basis of all the quality management models implementation.===>Fokusiranost na korisnike i njihove zahteve, na procese, kao i na timski rad, treba da bude zajednicki imenitelj svih primen-jenih modela upravljanja kvalitetom.)
MATCH@E:(The focus upon customers and their requirements, upon the processes, and upon the team work Š18Ë should be the basis of all the quality management models implementation. ~~~ 5.===>Fokusiranost na korisnike i njihove zahteve, na procese, kao i na timski radŠ18Ë, treba da bude zajednički imenitelj svih primenjenih modela upravljanja kvalitetom. 5.)
MATCH@M:(It is important that non-profit organizations give a serious thought to the sustainable development.===>Neprofitne organizacije treba ozbiljno da razmisle o održivom razvoju.)
MATCH@E:(Conclusion It is important that non-profit organizations give a serious thought to the sustainable development.===>Zaključak Neprofitne organizacije treba ozbiljno da razmisle o održivom razvoju.)
MATCH@M:(The authors recommend that non-profit organizations implement one of the process models of quality management if they want to achieve better performance and higher efficiency and effectiveness.===>U cilju ostvarenja što boljih performansi i postizanja vece efikasnosti i efektivnosti preporuka autora ovoga rada jeste da neprofitne organizacije treba da primene neki od procesnih modela upravljanja kvalitetom.)
MATCH@E:(The authors recommend that non-profit organizations implement one of the process models of quality management if they want to achieve better performance and higher efficiency and effectiveness.===>U cilju ostvarenja što boljih performansi i postizanja veće efikasnosti i efektivnosti preporuka autora ovoga rada jeste da neprofitne organizacije treba da primene neki od procesnih modela upravljanja kvalitetom.)
MATCH@M:(The practice so far has proved that a properly implemented quality system allows for the evaluation of all performances, hence their improvement too.===>A kako je pokazala dosadašnja praksa, i potvrdu je moguce naci i u brojnim strucnim casopisima, pravilno implementirani sistem kvaliteta omogucava vrednovanje svih performansi, a time i njihovo poboljšavanje.)
MATCH@E:(The practice so far has proved that a properly implemented quality system allows for the evaluation of all performances, hence their improvement too.===>A kako je pokazala dosadašnja praksa, i potvrdu je moguće naći i u brojnim stručnim časopisima, pravilno sistem kvaliteta omogućava vrednovanje svih performansi, a time i njihovo poboljšavanje Š19Ë. implementirani Stoga, bez obzira na brojne poteškoće na koje mogu naići neprofitne organizacije u procesu merenja performansi, efikasnosti i efektivnosti, važno je da se svaki pojedinac, zaposleni odnosi odgovorno prema onome što radi i da teži permanentnom poboljšanju kvaliteta svojih usluga i procesa.)
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BAD_LINE_M:The practice so far has proved that a properly implemented quality system allows for the evaluation of all performances, hence their improvement too.
BAD_LINE_M:A kako je pokazala dosadašnja praksa, i potvrdu je moguce naci i u brojnim strucnim casopisima, pravilno implementirani sistem kvaliteta omogucava vrednovanje svih performansi, a time i njihovo poboljšavanje.
BAD_LINE_E:The practice so far has proved that a properly implemented quality system allows for the evaluation of all performances, hence their improvement too.
BAD_LINE_E:A kako je pokazala dosadašnja praksa, i potvrdu je moguće naći i u brojnim stručnim časopisima, pravilno sistem kvaliteta omogućava vrednovanje svih performansi, a time i njihovo poboljšavanje Š19Ë. implementirani Stoga, bez obzira na brojne poteškoće na koje mogu naići neprofitne organizacije u procesu merenja performansi, efikasnosti i efektivnosti, važno je da se svaki pojedinac, zaposleni odnosi odgovorno prema onome što radi i da teži permanentnom poboljšanju kvaliteta svojih usluga i procesa.
MATCH@M:(Regardless of a large number of problems non-profit organizations encounter in the process of measuring their performance, efficiency and effectiveness, it is important that each individual employee be accountable for the work he/she performs and strive towards a permanent improvement of the quality of services and processes they provide.===>Stoga, bez obzira na brojne poteškoce na koje mogu naici neprofitne organizacije u procesu merenja performansi, efikasnosti i efektivnosti, važno je da se svaki pojedinac, zaposleni odnosi odgovorno prema onome što radi i da teži permanentnom poboljšanju kvaliteta svojih usluga i procesa.)
MATCH@E:(Regardless of a large number of problems non-profit organizations encounter in the process of measuring their performance, efficiency and effectiveness, it is important that each individual employee be accountable for the work he/she performs and strive towards a permanent improvement of the quality of services and processes they provide.===>)
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BAD_LINE_M:Regardless of a large number of problems non-profit organizations encounter in the process of measuring their performance, efficiency and effectiveness, it is important that each individual employee be accountable for the work he/she performs and strive towards a permanent improvement of the quality of services and processes they provide.
BAD_LINE_M:Stoga, bez obzira na brojne poteškoce na koje mogu naici neprofitne organizacije u procesu merenja performansi, efikasnosti i efektivnosti, važno je da se svaki pojedinac, zaposleni odnosi odgovorno prema onome što radi i da teži permanentnom poboljšanju kvaliteta svojih usluga i procesa.
BAD_LINE_E:Regardless of a large number of problems non-profit organizations encounter in the process of measuring their performance, efficiency and effectiveness, it is important that each individual employee be accountable for the work he/she performs and strive towards a permanent improvement of the quality of services and processes they provide.
BAD_LINE_E:
MATCH@M:(The key role here is the role of the management of non-profit organizations.===>U tom smislu kljucnu ulogu može i treba da odigra menadžment neprofitnih organizacija.)
MATCH@E:(The key role here is the role of the management of non-profit organizations.===>Razmišljajući u tom pravcu, Drücker ističe Š20Ë:)
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BAD_LINE_M:The key role here is the role of the management of non-profit organizations.
BAD_LINE_M:U tom smislu kljucnu ulogu može i treba da odigra menadžment neprofitnih organizacija.
BAD_LINE_E:The key role here is the role of the management of non-profit organizations.
BAD_LINE_E:Razmišljajući u tom pravcu, Drücker ističe Š20Ë:
MATCH@M:(In his contemplations concerning this matter, Drücker stresses: The task of management is not to make everybody boss, but to make everyone a contributor.===>Razmišljajuci u tom pravcu, Drücker istice: Zadatak menadžmenta nije da svakog ucini šefom, vec da od svakog stvori onog koji doprinosi.)
MATCH@E:(In his contemplations concerning this matter, Drücker stresses Š20Ë: The task of management is not to make everybody boss, but to make everyone a contributor.===>Zadatak menadžmenta nije da svakog učini šefom, već da od svakog stvori onog koji doprinosi.)
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BAD_LINE_M:In his contemplations concerning this matter, Drücker stresses: The task of management is not to make everybody boss, but to make everyone a contributor.
BAD_LINE_M:Razmišljajuci u tom pravcu, Drücker istice: Zadatak menadžmenta nije da svakog ucini šefom, vec da od svakog stvori onog koji doprinosi.
BAD_LINE_E:In his contemplations concerning this matter, Drücker stresses Š20Ë: The task of management is not to make everybody boss, but to make everyone a contributor.
BAD_LINE_E:Zadatak menadžmenta nije da svakog učini šefom, već da od svakog stvori onog koji doprinosi.
MATCH@M:(The knowledge that the impact of people on the composition of drinking water can be directly linked to overall consumption and that problems such as scarcity and water pollution can be better understood and addressed by looking at the supply chain as a whole resulted in the creation of the “water footprint ” concept.===>Saznanje da se uticaj ljudi na sastav pitke vode može neposredno povezati sa ukupnom potrošnjom i da se problemi poput oskudice i zagadenja vode mogu bolje razumeti i rešiti posmatranjem lanca proizvodnje i snabdevanja kao celine, doveli su do stvaranja koncepta „vodenog otiska“.)
MATCH@E:(The knowledge that the impact of people on the composition of drinking water can be directly linked to overall consumption and that problems such as scarcity and water pollution can be better understood and addressed by looking at the supply chain as a whole resulted in the creation of the water footprint concept.===>Saznanje da se uticaj ljudi na sastav pitke vode može neposredno povezati sa ukupnom potrošnjom i da se problemi poput oskudice i zagađenja vode mogu bolje razumeti i rešiti posmatranjem lanca proizvodnje i snabdevanja kao celine, doveli su do stvaranja koncepta vodenog otiska.)
MATCH@M:(The water footprint is an indicator of direct and indirect water consumption by a producer or a consumer.===>Vodeni otisak je indikator direktnog i indirektnog korišcenja vode proizvodaca i potrošaca.)
MATCH@E:(The water footprint is an indicator of direct and indirect water consumption by a producer or a consumer.===>Vodeni otisak je indikator direktnog i indirektnog korišćenja vode proizvođača i potrošača.)
MATCH@M:(The mission of water footprint is to promote water footprint transition to sustainable, equitable and efficient use of freshwater resources worldwide.===>Misija vodenog otiska jeste promovisanje tranzicije ka održivom, pravicnom i efikasnom korišcenju resursa slatke vode širom sveta.)
MATCH@E:(The mission of water footprint is to promote water footprint transition to sustainable, equitable and efficient use of freshwater resources worldwide. ~~~ 1.===>Misija vodenog otiska jeste promovisanje tranzicije ka održivom, pravičnom i efikasnom korišćenju resursa slatke vode širom sveta. 1.)
MATCH@M:(Water is a renewable, however, a scarce natural resource.===>Voda je obnovljiv, ali ogranicen prirodni resurs.)
MATCH@E:(Introduction Water is a renewable, however, a scarce natural resource.===>Uvod Voda je obnovljiv, ali ograničen prirodni resurs.)
MATCH@M:(The above listed data, however, do not reveal the significant differences in water consumprion among the regions of the continent.===>Medutim, navedeni podaci prekrivaju znacajne razlike u korišcenju vode prema regionima kontinenta.)
MATCH@E:(The above listed data, however, do not reveal the significant differences in water consumprion among the regions of the continent.===>Međutim, navedeni podaci prekrivaju značajne razlike u korišćenju vode prema regionima kontinenta.)
MATCH@M:(Contrary to this, public supplies primarily lean on ground waters due to their generally superior quality.===>Nasuprot tome, javna snabdevanja prevas-hodno se oslanjaju na podzemne vode zbog njihovog, uglavnom, boljeg kvaliteta.)
MATCH@E:(Contrary to this, public supplies primarily lean on ground waters due to their generally superior quality (Figure 1).===>Nasuprot tome, javna snabdevanja prevashodno se oslanjaju na podzemne vode zbog njihovog, uglavnom, boljeg kvaliteta (Slika 1).)
MATCH@M:(While almost all the water used in energy production returns into the watercourse, this does not apply for a large portion of water pumped to MBonsm?perinnuin be used in agriculture.===>Gotovo sva voda koja se koristi u proizvodnji energije vraca se u vodotok, dok to ne važi za veci deo vode crpljene za poljoprivredu.)
MATCH@E:(While almost all the water used in energy production returns into the watercourse, this does not apply for a large portion of water pumped to be used in agriculture Š4,5Ë. Figure 1.===>Gotovo sva voda koja se koristi u proizvodnji energije vraća se u vodotok, dok to ne važi za veći deo vode crpljene za poljoprivredu Š4, 5Ë. ~~~ Slika 1.)
MATCH@M:(The warning treshold, on the basis of which the regions that are not endangered by this problem are differentiated from those suffering shortages of water, amounts to 20%, whereas the shortage of water is serious in the regions where the WEI exceeds 40%.===>Prag upozorenja, na osnovu kog se razlikuju oblasti koje nisu ugrožene ovim problemom od oblasti sa nestašicom vode, iznosi 20 %, dok je nestašica vode ozbiljna u oblastima gde IEV prevazilazi 40 %.)
MATCH@E:(The warning treshold, on the basis of which the regions that are not endangered by this problem are differentiated from those suffering shortages of water, amounts to 20%, whereas the shortage of water is serious in the regions where the WEI exceeds 40% Š5,6Ë. Figure 2.===>Prag upozorenja, na osnovu kog se razlikuju oblasti koje nisu ugrožene ovim problemom od oblasti sa nestašicom vode, iznosi 20 %, dok je nestašica vode ozbiljna u oblastima gde IEV prevazilazi 40 % Š5, 6Ë.)
MATCH@M:(The solution to the shortage by pumping still larger quantities of water from the surface and ground watercourses is short-termed as overuse of water has a highly negative impact upon the quality and quantity of the remaining water, as well as upon ecosystems that depend on it.===>Rešenje oskudice vode crpljenjem još vecih kolicina vode iz površinskih i podzemnih tokova jeste kratkorocno buduci da prekomerno korišcenje vode ima vrlo negativan uticaj na kvalitet i kolicinu preostale vode, kao i na ekološke sisteme koji zavise od nje.)
MATCH@E:(WEI in Europe towards the end of 1980s/beginning of 1990s compared to the latest available years (1998-2007), source: EEA The solution to the shortage by pumping still larger quantities of water from the surface and ground watercourses is short-termed as overuse of water has a highly negative impact upon the quality and quantity of the remaining water, as well as upon ecosystems that depend on it.===>Slika 2. IEV u Evropi krajem osamdesetih/početkom devedesetih godina XX veka u poređenju sa poslednjim raspoloživim godinama (1998-2007.), izvor EEA Rešenje oskudice vode crpljenjem još većih količina vode iz površinskih i podzemnih tokova jeste kratkoročno budući da prekomerno korišćenje vode ima vrlo negativan uticaj na kvalitet i količinu preostale vode, kao i na ekološke sisteme koji zavise od nje.)
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BAD_LINE_M:The solution to the shortage by pumping still larger quantities of water from the surface and ground watercourses is short-termed as overuse of water has a highly negative impact upon the quality and quantity of the remaining water, as well as upon ecosystems that depend on it.
BAD_LINE_M:Rešenje oskudice vode crpljenjem još vecih kolicina vode iz površinskih i podzemnih tokova jeste kratkorocno buduci da prekomerno korišcenje vode ima vrlo negativan uticaj na kvalitet i kolicinu preostale vode, kao i na ekološke sisteme koji zavise od nje.
BAD_LINE_E:WEI in Europe towards the end of 1980s/beginning of 1990s compared to the latest available years (1998-2007), source: EEA The solution to the shortage by pumping still larger quantities of water from the surface and ground watercourses is short-termed as overuse of water has a highly negative impact upon the quality and quantity of the remaining water, as well as upon ecosystems that depend on it.
BAD_LINE_E:Slika 2. IEV u Evropi krajem osamdesetih/početkom devedesetih godina XX veka u poređenju sa poslednjim raspoloživim godinama (1998-2007.), izvor EEA Rešenje oskudice vode crpljenjem još većih količina vode iz površinskih i podzemnih tokova jeste kratkoročno budući da prekomerno korišćenje vode ima vrlo negativan uticaj na kvalitet i količinu preostale vode, kao i na ekološke sisteme koji zavise od nje.
MATCH@M:(It is necessary that requirements be reduced in order that the quantities of water people pump should be reduced to a minimum and the efficiency of water use be improved.===>Neophodno je da se smanje zahtevi ne bi li se kolicine vode koju ljudi crpe svele na najmanju mogucu meru, kao i da se poveca efikasnost korišcenja vode.)
MATCH@E:(It is necessary that requirements be reduced in order that the quantities of water people pump should be reduced to a minimum and the efficiency of water use be improved Š4,5,7Ë. 3.===>Neophodno je da se smanje zahtevi ne bi li se količine vode koju ljudi crpe svele na najmanju moguću meru, kao i da se poveća efikasnost korišćenja vode Š4, 5, 7Ë. 3.)
MATCH@M:(3.	grey water footprint. 1.	The blue water footprint refers to the drinking water consumption from the global water resources (surface water and ground water).===>1.	Plavi vodeni otisak odnosi se na potrošnju pitke vode iz globalnih plavih resursa vode (površinska voda i podzemna voda).)
MATCH@E:(The blue water footprint refers to the drinking water consumption from the global water resources (surface water and ground water).===>Plavi vodeni otisak odnosi se na potrošnju pitke vode iz globalnih plavih resursa vode (površinska voda i podzemna voda).)
MATCH@M:(The consumption of drinkable water includes evaporation, water integration into products where it does return to the same watershed or does not return there over the same period of the year.===>Potrošnja pitke vode obuhvata ispa-ravanje, ugradnju u proizvode i nevracanje u isti sliv ili nevracanje u istom periodu godine.)
MATCH@E:(The consumption of drinkable water includes evaporation, water integration into products where it does return to the same watershed or does not return there over the same period of the year. ~~~ 2.===>Potrošnja pitke vode obuhvata isparavanje, ugradnju u proizvode i nevraćanje u isti sliv ili nevraćanje u istom periodu godine. 2.)
MATCH@M:(2.	The green water footprint signifies the quantity of consumed water from the global green water resources (rainwater stored in the soil as moisture).===>2.	Zeleni vodeni otisak oznacava kolicinu potrošene vode iz globalnih zelenih resursa vode (kišnica uskladištena u zemljištu kao vlaga) .)
MATCH@E:(The green water footprint signifies the quantity of consumed water from the global green water resources (rainwater stored in the soil as moisture).===>Zeleni vodeni otisak označava količinu potrošene vode iz globalnih zelenih resursa vode (kišnica uskladištena u zemljištu kao vlaga) .)
MATCH@M:(3.	The grey water footprint describes the quantity of water that is polluted due to the production of goods and services for individuals or a social community.===>3.	Sivi vodeni otisak podrazumeva kolicinu vode koja je zagadena usled proizvodnje roba i usluga za pojedince ili društvenu zajednicu.)
MATCH@E:(The grey water footprint describes the quantity of water that is polluted due to the production of goods and services for individuals or a social community.===>Sivi vodeni otisak podrazumeva količinu vode koja je zagađena usled proizvodnje roba i usluga za pojedince ili društvenu zajednicu. 3.)
MATCH@M:(1. The individual water footprint refers to the overall quantity of drinking water an individual consumes directly or indirectly.===>1.  Individualni vodeni otisak predstavlja ukupnu koli~inu pitke vode koju direktno i indirektno upotrebi pojedina osoba.)
MATCH@E:(The individual water footprint refers to the overall quantity of drinking water an individual consumes directly or indirectly.===>Individualni vodeni otisak predstavlja ukupnu količinu pitke vode koju direktno i indirektno upotrebi pojedina osoba.)
MATCH@M:(The direct water consumption is the water consumed by the individual at home.===>Direktna potro[nja vode je voda koju pojedinac koristi kod ku]e.)
MATCH@E:(The direct water consumption is the water consumed by the individual at home.===>Direktna potrošnja vode je voda koju pojedinac koristi kod kuće.)
MATCH@M:(The indirect water consumption is the total quantity of drinking water used in the production of goods and services that this individual consumes.===>Indirektna potro[nja vode je ukupna koli~ina pitke vode koja se upotrebljava za proizvodnju roba i usluga koje koristi taj potro[ a~.)
MATCH@E:(The indirect water consumption is the total quantity of drinking water used in the production of goods and services that this individual consumes Š3Ë.===>Indirektna potrošnja vode je ukupna količina pitke vode koja se upotrebljava za proizvodnju roba i usluga koje koristi taj potrošač Š3Ë.)
MATCH@M:(In the 1997-2001 period, the average water footprint in the world was 1,240m3 water per capita annually.===>U periodu 1997-2001.godina, prose~ni vodeni otisak u svetu iznosio je 1.240 m³ vode po osobi godi[nje.)
MATCH@E:(In the 1997-2001 period, the average water footprint in the world was 1,240m3 water per capita annually Š9Ë. 2.===>U periodu 1997-2001.godina, prosečni vodeni otisak u svetu iznosio je 1.240 m³ vode po osobi godišnje Š9Ë. 2.)
MATCH@M:(2.	The corporate water footprint is defined as the total quantity of drinking water directly or indirectly used in business doing and business support.===>2.	Korporativni vodeni otisak se definiše kao ukupna kolicina pitke vode koja se direktno ili indirektno koristi za obavljanje i podržavanje biznisa.)
MATCH@E:(The corporate water footprint is defined as the total quantity of drinking water directly or indirectly used in business doing and business support.===>Korporativni vodeni otisak se definiše kao ukupna količina pitke vode koja se direktno ili indirektno koristi za obavljanje i podržavanje biznisa.)
MATCH@M:(The direct corporate water footprint is the quantity of water the producer uses in manufacturing or ancillary activities, whereas the indirect water footprint refers to the consumption of water in the producer’s supply chain.===>Direktni korporativni vodeni otisak je kolicina vode koju upotrebljava proizvodac za proizvodnju ili pomocne delat-nosti, dok indirektni podrazumeva potrošnju vode u lancu snabdevanja proizvodaca.)
MATCH@E:(The direct corporate water footprint is the quantity of water the producer uses in manufacturing or ancillary activities, whereas the indirect water footprint refers to the consumption of water in the producers supply chain Š3Ë.===>Direktni korporativni vodeni otisak je količina vode koju upotrebljava proizvođač za proizvodnju ili pomoćne delatnosti, dok indirektni podrazumeva potrošnju vode u lancu snabdevanja proizvođača Š3Ë.)
MATCH@M:(The increase in the water consumption and the excessive use of water systems has already resulted into a dramatic deterioration of aqueous ecosystems worldwide.===>Povecanje potrošnje vode i preterana upotreba vodnih sistema vec ima za posledicu dramaticno pogoršanje akvatornih ekosistema u svetu.)
MATCH@E:(The increase in the water consumption and the excessive use of water systems has already resulted into a dramatic deterioration of aqueous ecosystems worldwide.===>Povećanje potrošnje vode i preterana upotreba vodnih sistema već ima za posledicu dramatično pogoršanje akvatornih ekosistema u svetu.)
MATCH@M:(This imbalance resulted in freshwater no longer being available in certain regions.===>Taj poremecaj je doveo do toga da slatka voda nije dostupna u nekim regionima.)
MATCH@E:(This imbalance resulted in freshwater no longer being available in certain regions.===>Taj poremećaj je doveo do toga da slatka voda nije dostupna u nekim regionima.)
MATCH@M:(The consequence of the overconsumption of water will be manifold; at the very exit, the offers fall due to considerably higher prices for drinking water.===>Posledica preterane upotrebe vode bice višeslojna, vec od izlaza, ponude padaju na znatno višim cenama za pitku vodu.)
MATCH@E:(The consequence of the overconsumption of water will be manifold; at the very exit, the offers fall due to considerably higher prices for drinking water.===>Posledica preterane upotrebe vode biće višeslojna, već od izlaza, ponude padaju na znatno višim cenama za pitku vodu.)
MATCH@M:(This means that companies will have to separate the management of the risk of high direct water consumption at their own sites from that of indirect water consumption in their supply chains.===>To znaci da kompanije moraju da posebno upravljaju rizikom visoke direktne potrošnje vode na svojim lokacijama i indirektne potrošnje vode u svojim lancima snabdevanja.)
MATCH@E:(This means that companies will have to separate the management of the risk of high direct water consumption at their own sites from that of indirect water consumption in their supply chains Š10Ë. 3.===>To znači da kompanije moraju da posebno upravljaju rizikom visoke direktne potrošnje vode na svojim lokacijama i indirektne potrošnje vode u svojim lancima snabdevanja Š10Ë. 3.)
MATCH@M:(3.	The national water footprint indicates the quantity of water used in goods and services, consumed by the members of a certain nation.===>3.	Nacionalni vodeni otisak pokazuje kolika se kolicina vode upotrebljava za robe i usluge koje troše pripadnici odredene nacije.)
MATCH@E:(The national water footprint indicates the quantity of water used in goods and services, consumed by the members of a certain nation.===>Nacionalni vodeni otisak pokazuje kolika se količina vode upotrebljava za robe i usluge koje troše pripadnici određene nacije.)
MATCH@M:(There are the internal and the external national water footprints.===>Razlikuju se unutrašnji i spo-ljašnji nacionalni vodeni otisak.)
MATCH@E:(There are the internal and the external national water footprints Š3,9Ë.===>Razlikuju se unutrašnji i spoljašnji nacionalni vodeni otisak Š3, 9 Ë.)
MATCH@M:(The internal national water footprint is defined as the use of domestic water resources in the production of goods and services consumed by the citizens of a certain nation.===>Unutrašnji nacionalni vodeni otisak definiše se kao ko-rišcenje domacih resursa vode za prozvodnju dobara i usluga koje troše stanovnici te zemlje.)
MATCH@E:(The internal national water footprint is defined as the use of domestic water resources in the production of goods and services consumed by the citizens of a certain nation.===>Unutrašnji nacionalni vodeni otisak definiše se kao korišćenje domaćih resursa vode za prozvodnju dobara i usluga koje troše stanovnici te zemlje.)
MATCH@M:(It is the sum of the annual quantity of water from the domestic water resources used in agriculture, in the industrial sector and in the households, reduced for the quantity of exported virtual water related to the exports of national products.===>To je suma godišnje kolicine vode iz domacih vodnih resursa upotre-bljene u poljoprivredi, industrijskom sektoru i domacinstvima koja je umanjena za kolicinu izvezene virtualne vode povezane sa izvozom domacih proizvoda.)
MATCH@E:(It is the sum of the annual quantity of water from the domestic water resources used in agriculture, in the industrial sector and in the households, reduced for the quantity of exported virtual water related to the exports of national products Š3,9Ë.===>To je suma godišnje količine vode iz domaćih vodnih resursa upotrebljene u poljoprivredi, industrijskom sektoru i domaćinstvima koja je umanjena za količinu izvezene virtualne vode povezane sa izvozom domaćih proizvoda Š3, 9Ë.)
MATCH@M:(The external national water footprint is the annual quantity of foreign water resources used in other countries in the production of goods and services imported and consumed by the citizens of a certain country.===>Spoljašnji nacionalni vodeni otisak predstavlja godišnju kolicinu inostranih vodnih resursa upotrebljenih u drugim zemljama za proizvodnju roba i usluga koje uvoze i troše stanovnici jedne zemlje.)
MATCH@E:(The external national water footprint is the annual quantity of foreign water resources used in other countries in the production of goods and services imported and consumed by the citizens of a certain country.===>Spoljašnji nacionalni vodeni otisak predstavlja godišnju količinu inostranih vodnih resursa upotrebljenih u drugim zemljama za proizvodnju roba i usluga koje uvoze i troše stanovnici jedne zemlje.)
MATCH@M:(It is equal to the difference between the quantity of virtual water imported into the country reduced for the quantity of virtual water exported to other countries (the reexport of imported products).===>Jednaka je razlici kolicine uvezene virtualne vode u zemlju umanjene za kolicinu izvezene virtualne vode u druge zemlje (radi se o reeksportu uvezenih proizvoda).)
MATCH@E:(It is equal to the difference between the quantity of virtual water imported into the country reduced for the quantity of virtual water exported to other countries (the reexport of imported products) Š3,9Ë.===>Jednaka je razlici količine uvezene virtualne vode u zemlju umanjene za količinu izvezene virtualne vode u druge zemlje (radi se o reeksportu uvezenih proizvoda) Š3, 9Ë. 1.)
MATCH@M:(In rich countries, people generally consume more goods and services, which is immediately reflected into a bigger water footprint.===>U bogatim državama, ljudi uopšte uzevši konzumiraju više roba i usluga, što se odmah pretvara u veci vodeni oisak.)
MATCH@E:(In rich countries, people generally consume more goods and services, which is immediately reflected into a bigger water footprint.===>U bogatim državama, ljudi uopšte uzevši konzumiraju više roba i usluga, što se odmah pretvara u veći vodeni oisak.)
MATCH@M:(It is not, however, only the scope of consumption that affects the people’s demend for water.===>Ali, ne utice samo obim potrošnje na to kolika je potražnja ljudi za vodom.)
MATCH@E:(It is not, however, only the scope of consumption that affects the peoples demend for water.===>Ali, ne utiče samo obim potrošnje na to kolika je potražnja ljudi za vodom.)
MATCH@M:(Also relevant is the contents of the consumer basket because the production of certain goods requires large quantities of water (beef meat, rice).===>Takode je relevantan sastav potrošacke korpe zato što je za proizvodnju nekih dobara potrebno mnogo vode (govede meso, piri-nac).)
MATCH@E:(Also relevant is the contents of the consumer basket because the production of certain goods requires large quantities of water (beef meat, rice).===>Takođe je relevantan sastav potrošačke korpe zato što je za proizvodnju ne kih dobara potrebno mnogo vode (goveđe meso, pirinač).)
MATCH@M:(In many poor countries, the combination of unfavourable climate conditions (massive evaporation) and bad practices in agriculture (resulting into a low water productivity) contribute to a big water footprint.===>U mnogim siromašnim državama kombinacija nepovoljnih klimatskih uslova (veliko isparavanje) i loša praksa u poljoprivredi (s posledicno niskom vodnom produktivnošcu) doprinose velikom vodenom otisku.)
MATCH@E:(In many poor countries, the combination of unfavourable climate conditions (massive evaporation) and bad practices in agriculture (resulting into a low water productivity) contribute to a big water footprint.===>U mnogim siromašnim državama kombinacija nepovoljnih klimatskih uslova (veliko isparavanje) i loša praksa u poljoprivredi (s posledično niskom vodnom produktivnošću) doprinose velikom vodenom otisku.)
MATCH@M:(The basic factors affecting bad agricultural practice, and consequently a big water footprint, are the inadequate price of water, subsidies, the implementation of an inefficient water technology and the lack of insight into simple water saving measures employed by farmars.===>Osnovni cinioci koji uticu na lošu poljoprivrednu praksu, pa stoga i na veliki vodeni otisak, jesu neodgovarajuca cena vode, postojanje subvencija, primena neefikasne vodne tehnologije i nemanje uvida u jednostavne mere štednje vode kod poljoprired-nika.)
MATCH@E:(The basic factors affecting bad agricultural practice, and consequently a big water footprint, are the inadequate price of water, subsidies, the implementation of an inefficient water technology and the lack of insight into simple water saving measures employed by farmars.===>Osnovni činioci koji utiču na lošu poljoprivrednu praksu, pa stoga i na veliki vodeni otisak, jesu neodgovarajuća cena vode, postojanje subvencija, primena neefikasne vodne tehnologije i nemanje uvida u jednostavne mere štednje vode kod poljoprirednika.)
MATCH@M:(The impact of different determinants varies from one country to another.===>Uticaj razlicitih determinanti varira od države do države.)
MATCH@E:(The impact of different determinants varies from one country to another.===>Uticaj različitih determinanti varira od države do države.)
MATCH@M:(The water footprint per capita in the USA is big partly because the consumption of meat is high (three times as high as the average world consumption of meat).===>Vodeni otisak po glavi stanovnika u SAD velik je delimicno i zato što je velika potrošnja mesa (tri puta je veca od prosecne svetske potrošnje mesa).)
MATCH@E:(The water footprint per capita in the USA is big partly because the consumption of meat is high (three times as high as the average world consumption of meat).===>Vodeni otisak po glavi stanovnika u SAD velik je delimično i zato što je velika potrošnja mesa (tri puta je veća od prosečne svetske potrošnje mesa).)
MATCH@M:(The water footprint per capita in Iran is relatively big due to a low yield of crops and partly due to evaporation.===>Vodeni otisak po glavi stanovnika Irana relativno je velik delom zbog niskih prinosa useva a delom zbog velikog isparavanja.)
MATCH@E:(The water footprint per capita in Iran is relatively big due to a low yield of crops and partly due to evaporation Š9Ë.===>Vodeni otisak po glavi stanovnika Irana relativno je velik delom zbog niskih prinosa useva a delom zbog velikog isparavanja Š9Ë.)
MATCH@M:(The problems concerning water are closely related to the structure of the global economy.===>Problemi povodom vode cesto su usko povezani sa strukturom globalne ekonomije.)
MATCH@E:(The problems concerning water are closely related to the structure of the global economy.===>Problemi povodom vode često su usko povezani sa strukturom globalne ekonomije.)
MATCH@M:(A large number of countries have significantly reduced their water footprint by importing water-intensive goods from other countries.===>Mnoge zemlje znacajno su smanjile svoj vodeni otisak uvozom vodno intenzivnih dobara iz drugih zemalja.)
MATCH@E:(A large number of countries have significantly reduced their water footprint by importing water-intensive goods from other countries.===>Mnoge zemlje značajno su smanjile svoj vodeni otisak uvozom vodno intenzivnih dobara iz drugih zemalja.)
MATCH@M:(This in turn increases the burden on the water resources in the countries - exporters of such products, where there is frequently a lack of mechanisms for preservation and prudent management of water.===>To pak povecava opterecenje vodnih resursa u zemljama izvoznicama takvih proizvoda, gde cesto nedostaju mehanizmi ocuvanja i mudrog upravljanja vodom.)
MATCH@E:(This in turn increases the burden on the water resources in the countries exporters of such products, where there is frequently a lack of mechanisms for preservation and prudent management of water Š11,12Ë.===>To pak povećava opterećenje vodnih resursa u zemljama izvoznicama takvih proizvoda, gde često nedostaju mehanizmi očuvanja i mudrog upravljanja vodom Š11, 12Ë.)
MATCH@M:(Not only the governments, but also the consumers, business entities and the communities of the civil society can play an important role in achieving a better management of water resources.===>Ne samo vlade, nego i potrošaci, poslovni subjekti i zajednice civilnog društva mogu da imaju znacajnu ulogu u postizanju boljeg upravljanja vodnim resursima.)
MATCH@E:(Not only the governments, but also the consumers, business entities and the communities of the civil society can play an important role in achieving a better management of water resources Š12,13,14Ë. Figure 3.===>Ne samo vlade, nego i potrošači, poslovni subjekti i zajednice civilnog društva mogu da imaju značajnu ulogu u postizanju boljeg upravljanja vodnim resursima Š12, 13, 14Ë. ~~~ Slika 3.)
MATCH@M:(Eight countries - India, China, the USA, Russia, Indonesia, Nigeria, Brasil and Pakistan -together have a 50% share in the global water footprint.===>Osam država - Indija, Kina, SAD, Rusija, Indonezija, Nigerija, Brazil i Pakistan - zajedno imaju udeo od 50% u ukupnom globalnom vodenom otisku.)
MATCH@E:(Eight countries India, China, the USA, Russia, Indonesia, Nigeria, Brasil and Pakistan together have a 50% share in the global water footprint.===>Osam država Indija, Kina, SAD, Rusija, Indonezija, Nigerija, Brazil i Pakistan zajedno imaju udeo od 50% u ukupnom globalnom vodenom otisku.)
MATCH@M:(However, as the population of India makes 17% of the world population, the share of this country’s population in the global water footprint is only 13%.===>Ali, pošto stanovništvo Indije cini 17% svetske populacije, ucešce žitelja te zemlje u globalnom vodenom otisku je samo 13%.)
MATCH@E:(However, as the population of India makes 17% of the world population, the share of this countrys population in the global water footprint is only 13%.===>Ali, pošto stanovništvo Indije čini 17% svetske popu lacije, učešće žitelja te zemlje u globalnom vodenom otisku je samo 13%.)
MATCH@M:(The population of the USA is characterised with the biggest per capita water footprint in the world - 2,480 m, whereas China has a relatively low annual water footprint of 700m per capita.===>Stanovništvo SAD ima najveci vodeni otisak u svetu po glavi stanovnika godišnje -2.480 m3, dok Kina ima relativno nizak godišnji vodeni otisak od 700 m3 po glavi stanovnika.)
MATCH@E:(The population of the USA is characterised with the biggest per capita water footprint in the world 2,480 m3, whereas China has a relatively low annual water footprint of 700m3 per capita.===>Stanovništvo SAD ima najveći vodeni otisak u svetu po glavi stanovnika godišnje 2.480 m³, dok Kina ima relativno nizak godišnji vodeni otisak od 700 m³ po glavi stanovnika.)
MATCH@M:(Countries differ both in the size of the water footprint and in its composition.===>Medu državama postoje razlike kako po velicini nacionalnog vodenog otiska, tako i po njegovom sastavu.)
MATCH@E:(Countries differ both in the size of the water footprint and in its composition (Figure 4) Š9Ë. Figure 4.===>Među državama postoje razlike kako po veličini nacionalnog vodenog otiska, tako i po njegovom sastavu (Slika 4) Š9Ë.)
MATCH@M:(Thus the consumption of industrial products contributes significantly to the total water footprint of the USA (32%), but not in India (2%).===>Tako potrošnja industrijskih proizvoda veoma znacajno doprinosi ukupnom vodenom otisku SAD (32%), ali ne i u Indiji (2%).)
MATCH@E:(Thus the consumption of industrial products contributes significantly to the total water footprint of the USA (32%), but not in India (2%).===>Tako potrošnja industrijskih proizvoda veoma značajno doprinosi ukupnom vodenom otisku SAD (32%), ali ne i u Indiji (2%).)
MATCH@M:(The contribution of external water footprint to the total water footprint is rather high in Japan (65%) in comparison with the USA (18.4%), China (6.5%) and India (1.6%).===>Doprinos eksternog vodenog otiska ukupnom vodenom otisku veoma je velik u Japanu (65%) u poredenju sa SAD (18, 4%), Kinom (6,5%) i Indijom (1,6%).)
MATCH@E:(The contribution of external water footprint to the total water footprint is rather high in Japan (65%) in comparison with the USA (18.4%), China (6.5%) and India (1.6%).===>Doprinos eksternog vodenog otiska ukupnom vodenom otisku veoma je velik u Japanu (65%) u poređenju sa SAD (18, 4%), Kinom (6,5%) i Indijom (1,6%) Š9Ë. 3.)
MATCH@M:(The water footprint of a product is defined as the total quantity of freshwater used directly or indirectly in the manufacturing of a product.===>Vodeni otisak proizvoda definiše se kao ukupna kolicina slatke vode koja se koristi direktno ili indirektno za stvaranje proizvoda.)
MATCH@E:(3.3 Product waterprint The water footprint of a product is defined as the total quantity of freshwater used directly or indirectly in the manufacturing of a product Š3Ë.===>Vodeni otisak proizvoda Vodeni otisak proizvoda definiše se kao ukupna količina slatke vode koja se koristi direktno ili indirektno za stvaranje proizvoda Š3Ë.)
MATCH@M:(The analysis of technological procedures allows for calculating the quantity of water used in the production of certain types of goods.===>Analizom tehnoloških postupaka moguce je da se izracuna koliko vode se troši. za prozvodnju pojedinih vrsta dobara.)
MATCH@E:(The analysis of technological procedures allows for calculating the quantity of water used in the production of certain types of goods.===>Analizom tehnoloških postupaka moguće je da se izračuna koliko vode se troši. za prozvodnju pojedinih vrsta dobara.)
MATCH@M:(The quantification of water consumption per product provides an insight into an uneconomical consumption of water and stress the need to improve the technological processes.===>Kvantifikovanje potrošnje vode po proizvodu omog-cuje da se sagleda neracionalna potrošnja vode i ukaže na potrebu poboljšanja tehnoloških procesa.)
MATCH@E:(The quantification of water consumption per product provides an insight into an uneconomical consumption of water and stress the need to improve the technological processes.===>Kvantifikovanje potrošnje vode po proizvodu omogćuje da se sagleda neracionalna potrošnja vode i ukaže na potrebu poboljšanja tehnoloških procesa. 4.)
MATCH@M:(An international network of governments, corporations, non-government organization and the United Nations bodies was established in 2008 - the Water Footprint Network - to coordinate the efforts in the development and dissemination of knowledge of the water footprint concept and methods.===>Godine 2008. uspostavljena je medunarodna mreža vlada, korporacija, nevladinih organizacija i tela Ujedinjenih nacija - Water Footprint Network radi koordinacije napora za razvoj i širenje znanja o konceptu i metodima vodenog otiska.)
MATCH@E:(4. ~~~ Waterprint mission An international network of governments, corporations, non-government organization and the United Nations bodies was established in 2008 the Water Footprint Network to coordinate the efforts in the development and dissemination of knowledge of the water footprint concept and methods Š3Ë.===>Misija vodenog otiska Godine 2008. uspostavljena je međunarodna mreža vlada, korporacija, nevladinih organizacija i tela Ujedinjenih nacija Water Footprint Network radi koordinacije napora za razvoj i širenje znanja o konceptu i metodima vodenog otiska Š3Ë. - unapređenjem koncepta vodeni otisak, koji je prostorno i vremenski eksplicitni indikator direktnog i indirektnog korišćenja vode od strane potrošača i proizvođača; - promovisanjem koncepta vodenog otiska kod zajednica ljudi, državnih organa i preduzeća i njihovim razumevanjem kako potrošnja roba i usluga, kao i proizvodni lanaci deluju na korišćenje vode i utiču na pitku vodu, i - podsticanjem vidova menadžmenta vodom koji smanjuju negativne ekološke i društvene uticaje vodenog otiska zajednica ljudi, država i preduzeća. 5.)
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BAD_LINE_M:An international network of governments, corporations, non-government organization and the United Nations bodies was established in 2008 - the Water Footprint Network - to coordinate the efforts in the development and dissemination of knowledge of the water footprint concept and methods.
BAD_LINE_M:Godine 2008. uspostavljena je medunarodna mreža vlada, korporacija, nevladinih organizacija i tela Ujedinjenih nacija - Water Footprint Network radi koordinacije napora za razvoj i širenje znanja o konceptu i metodima vodenog otiska.
BAD_LINE_E:4. ~~~ Waterprint mission An international network of governments, corporations, non-government organization and the United Nations bodies was established in 2008 the Water Footprint Network to coordinate the efforts in the development and dissemination of knowledge of the water footprint concept and methods Š3Ë.
BAD_LINE_E:Misija vodenog otiska Godine 2008. uspostavljena je međunarodna mreža vlada, korporacija, nevladinih organizacija i tela Ujedinjenih nacija Water Footprint Network radi koordinacije napora za razvoj i širenje znanja o konceptu i metodima vodenog otiska Š3Ë. - unapređenjem koncepta vodeni otisak, koji je prostorno i vremenski eksplicitni indikator direktnog i indirektnog korišćenja vode od strane potrošača i proizvođača; - promovisanjem koncepta vodenog otiska kod zajednica ljudi, državnih organa i preduzeća i njihovim razumevanjem kako potrošnja roba i usluga, kao i proizvodni lanaci deluju na korišćenje vode i utiču na pitku vodu, i - podsticanjem vidova menadžmenta vodom koji smanjuju negativne ekološke i društvene uticaje vodenog otiska zajednica ljudi, država i preduzeća. 5.
MATCH@M:(Considering the notion that recruitment requires search, attraction and provision of pool of candidates who are to be further subjected to a process of selection the result of which will be selection of those candidates who best meet the requirements, the team of experts from the Career Center set a framework for making the selection process in four phases.===>Kada se ima u vidu da regrutovanje podrazume-va potragu, privlacenje i kreiranje jedne baze kandidata koji ce potom proci kroz proces selekcije da bi se izabrali oni kandidati koji u najvecoj meri zadovoljavaju zahteve, tim strucnjaka iz Centra za razvoj karijere postavio je okvire za proces izbora koji ce teci u cetiri faze.)
MATCH@E:(Considering the notion that recruitment requires search, attraction and provision of pool of candidates who are to be further subjected to a process of selection the result of which will be selection of those candidates who best meet the requirements, the team of experts from the Career Center set a framework for making the selection process in four phases.===>Kada se ima u vidu da regrutovanje podrazumeva potragu, privlačenje i kreiranje jedne baze kandidata koji će potom proći kroz proces selekcije da bi se izabrali oni kandidati koji u najvećoj meri zadovoljavaju zahteve, tim stručnjaka iz Centra za razvoj karijere postavio je okvire za proces izbora koji će teći u četiri faze.)
MATCH@M:(It is this paper’s objective to describe and present the selection process for the purpose of which one of the best known and most often applied methods of multicriteria decision making is being used i.e. the AHP Method (the Analytic Hierarchy Process Method).===>Cilj ovog rada je da opise i predstavi proces selekcije u kome se primenjuje jedan od najpoznatijih i najcešce primenjivanih metoda odlucivanja pomocu vise kriterijuma, AHP metod (metod analiticke hijerarhije). 1.	Uvod)
MATCH@E:(It is this papers objective to describe and present the selection process for the purpose of which one of the best known and most often applied methods of multicriteria decision making is being used i.e. the AHP Method (the Analytic Hierarchy Process Method).===>Cilj ovog rada je da opiše i predstavi proces selekcije u kome se primenjuje jedan od najpoznatijih i najčešće primenjivanih metoda odlučivanja pomoću više kriterijuma, AHP metod (metod analitičke hijerarhije).)
MATCH@M:(Working in the direction of setting and fulfilling the already set goal: “From the students to the students - from the Faculty to the Faculty” the Career Center published this announcement for recruiting students-volunteers studying at the Faculty of Economics-Skopje, thus following the European initiatives for creating a better society in which students can really make a difference by becoming active within the frameworks of their high-educational institution.===>Orijentisan u svom radu na postavljanje i postizanje vec postavljenog cilja: “Od studenata studentima - od fakulteta fakultetu“, Centar za razvoj karijere je objavio ovaj konkurs za regrutovanje studenata-volontera koji studiraju na Ekonomskom fakultetu u Skoplju i time sledio evropsku inicijativu za stvaranje boljeg društva u kome ce studenti zaista moci nešto da promene tako što ce aktivno ucestvovati u radu u okviru svoje visokoškolske institucije.)
MATCH@E:(Working in the direction of setting and fulfilling the already set goal: From the students to the students from the Faculty to the Faculty the Career Center published this announcement for recruiting students-volunteers studying at the Faculty of Economics-Skopje, thus following the European initiatives for creating a better society in which students can really make a difference by becoming active within the frameworks of their high-educational institution.===>Od studenata studentima od fakulteta fakultetu, Centar za razvoj karijere je objavio ovaj konkurs za regrutovanje studenata-volontera koji studiraju na Ekonomskom fakultetu u Skoplju i time sledio evropsku inicijativu za stvaranje boljeg društva u kome će studenti zaista moći nešto da promene tako što će aktivno učestvovati u radu u okviru svoje visokoškolske institucije.)
MATCH@M:(The precondition for the students becoming eligible for applying to this announcement, was to have completed the first year of their studies, and the required application documents were the following ones: 1.===>Preduslov za prijavljivanje na konkurs bio je da su zainteresovani studenti završili prvu godinu studija, a bila su potrebna sledeca dokumenta: 1.)
MATCH@E:(The precondition for the students becoming eligible for applying to this announcement, was to have completed the first year of their studies, and the required application documents were the following ones: 1.===>Preduslov za prijavljivanje na konkurs bio je da su zainteresovani studenti završili prvu godinu studija, a bila su potrebna sledeća dokumenta: ~~~ 1.)
MATCH@M:(Certificate for being a student at the Faculty (with specified year of studies); 2.===>Uverenje da je student ovog fakulteta (i na kojoj je godini studija); 2.)
MATCH@E:(Certificate for being a student at the Faculty (with specified year of studies); 2.===>Uverenje da je student ovog fakulteta (i na kojoj je godini studija); 2.)
MATCH@M:(Short CV (Curriculum Vitae); 3.===>Kratka radna biografija (Curriculum Vitae); 3.)
MATCH@E:(Short CV (Curriculum Vitae); 3.===>Kratka radna biografija (Curriculum Vitae); 3.)
MATCH@M:(Recommendation issued form one Professor; and 4.===>Preporuka jednog profesora i 4.)
MATCH@E:(Recommendation issued form one Professor; and 4.===>Preporuka jednog profesora i 4.)
MATCH@M:(In order to make the right selection of students-volunteers, a team of three experts at the Faculty of Economics-Skopje (Head of the Career Center, Vice-Dean of Academic Affairs and an Assistant at Organizational Sciences and Management, at the subjects Management Science and Economical and Mathematical Methods and Models, the Assistant being certified in the Republic of Macedonia as a Human Resources Professional) set a framework for carrying out the selection process in four phases.===>Da bi se napravio valjan izbor studenata-volontera, tim sastavljen of tri strucnjaka na ekonomskom fakultetu u Skoplju (šef Centra za razvoj karijere, prodekan za studentska pitanja i asistent na Organizacionim naukama i menadžmentu, na predmetima nauka o upravljanju i Ekonomski i matematicki metodi i modeli, asistent sertifikovan u Republici Makedoniji kao strucnjak za ljudske resurse) napravio je okvire za proces selekcije koji treba da tece u cetiri faze.)
MATCH@E:(In order to make the right selection of students-volunteers, a team of three experts at the Faculty of EconomicsSkopje (Head of the Career Center, Vice-Dean of Academic Affairs and an Assistant at Organizational subjects Sciences and Management, at Management and Mathematical Methods and Models, the Assistant be and Economical Science the ing certified in the Republic of Macedonia as a Human Resources Professional) set a framework for carrying out the selection process in four phases.===>Da bi se napravio valjan izbor studenata-volontera, tim sastavljen of tri stručnjaka na ekonomskom fakultetu u Skoplju (šef Centra za razvoj karijere, prodekan za studentska pitanja i asistent na Organizacionim naukama i menadžmentu, na predmetima nauka o upravljanju i Ekonomski i matematički metodi i modeli, asistent sertifikovan u Republici Makedoniji kao stručnjak za ljudske resurse) napravio je okvire za proces selekcije koji treba da teče u četiri faze.)
MATCH@M:(In the first phase of the selection process, the submitted application documents are to be inspected; in the second phase the ranking is to be made by application of the AHP Method; the third phase is the phase when the candidates are to be interviewed (for this purpose a structured interview is to be applied) and in the last, fourth phase the final selection of candidates is to be made, in accordance with the suitability of their profile for the volunteers’ vacancies.===>U prvoj fazi procesa selekcije vrši se pregled primljenih dokumenata; u drugoj se vrši rangiranje primenom AHP metoda; treca faza je faza u kojoj se studenti pozivaju na razgovor (za ovu svrhu primenjen je struktuirani intervju), a u cetvrtoj, poslednjoj fazi, vrši se izbor kandidata i skladu s tim koliko njihove karakteristike odgovaraju poslu volontera.)
MATCH@E:(In the first phase of the selection process, the submitted application documents are to be inspected; in the second phase the ranking is to be made by application of the AHP Method; the third phase is the phase when the candidates are to be interviewed (for this purpose a structured interview is to be applied) and in the last, fourth phase the final selection of candidates is to be made, in accordance with the suitability of their profile for the volunteers vacancies.===>U prvoj fazi procesa selekcije vrši se pregled primljenih dokumenata; u drugoj se vrši rangiranje primenom AHP metoda; treća faza je faza u kojoj se studenti pozivaju na razgovor (za ovu svrhu primenjen je struktuirani intervju), a u četvrtoj, poslednjoj fazi, vrši se izbor kandidata i skladu s tim koliko njihove karakteristike odgovaraju poslu volontera.)
MATCH@M:(This paper is structured as follows: besides the introduction in Section 1, the second part gives a short overview of both the recruitment process as well as the selection process.===>Struktura ovog rada je sledeca: posle uvoda u poglavlju 1, u drugom poglavlju nalazi se kratak pregled procesa regrutacije i procesa selekcije.)
MATCH@E:(This paper is structured as follows: besides the introduction in Section 1, the second part gives a short overview of both the recruitment process as well as the selection process.===>Struktura ovog rada je sledeća: posle uvoda u poglavlju 1, u drugom poglavlju nalazi se kratak pregled procesa regrutacije i procesa selekcije.)
MATCH@M:(The third part provides a detailed presentation of the four phases applied during the selection process, whereas the concluding remarks are given in Section 4.===>U trecem delu su detaljno predstavljene sve cetiri faze procesa selekcije, a u 4. poglavlju data su zakljucna razmatranja.)
MATCH@E:(The third part provides a detailed presentation of the four phases applied during the selection process, whereas the concluding remarks are given in Section 4.===>U trećem delu su detaljno predstavljene sve četiri faze procesa selekcije, a u 4.)
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BAD_LINE_M:The third part provides a detailed presentation of the four phases applied during the selection process, whereas the concluding remarks are given in Section 4.
BAD_LINE_M:U trecem delu su detaljno predstavljene sve cetiri faze procesa selekcije, a u 4. poglavlju data su zakljucna razmatranja.
BAD_LINE_E:The third part provides a detailed presentation of the four phases applied during the selection process, whereas the concluding remarks are given in Section 4.
BAD_LINE_E:U trećem delu su detaljno predstavljene sve četiri faze procesa selekcije, a u 4.
MATCH@M:(Recruitment and selection of new candidates are two pretty complex processes that are difficult to be successfully realized, even when well focused.===>Regrutovanje i selekcija su dva prilicno složena procesa koje je teško uspešno sprovesti, cak i kada su dobro fokusirani.)
MATCH@E:(Recruitment and selection Recruitment and selection of new candidates are two pretty complex processes that are difficult to be successfully realized, even when well focused.===>Regrutovanje i selekcija Regrutovanje i selekcija su dva prilično složena procesa koje je teško uspešno sprovesti, čak i kada su dobro fokusirani.)
MATCH@M:(The organization which tries to carry out both of the processes at the same time will probably not carry out any of the two.===>Organizacija koja pokuša da sprovede oba ova procesa istovremeno verovatno nece uspeti da sprovede ni jedan ni drugi.)
MATCH@E:(The organization which tries to carry out both of the processes at the same time will probably not carry out any of the two Š6Ë. 2.1.===>Organizacija koja pokuša da sprovede oba ova procesa istovremeno verovatno neće uspeti da sprovede ni jedan ni drugi Š6Ë. 2.)
MATCH@M:(Recruitment is a process of attracting candidates for vacancies, the candidates possessing knowledge, abilities, skills and personality features necessary for task performance.===>Regrutovanje predstavlja proces privlacenja kandidata na upražnjena mesta, i to kandidata koji poseduju znanje, sposobnosti, veštine i osobine licnosti neophodne za obavljenje ove grupe zadataka.)
MATCH@E:(The recruitment process Recruitment is a process of attracting candidates for vacancies, the candidates possessing knowledge, abilities, skills and personality features necessary for task performance.===>Proces regrutovanja Regrutovanje predstavlja proces privlačenja kandidata na upražnjena mesta, i to kandidata koji poseduju znanje, sposobnosti, veštine i osobine ličnosti neophodne za obavljenje ove grupe zadataka.)
MATCH@M:(Recruitment can also be defined as practice or activity carried out by the organization for the purpose of identifying and attracting its potential employees.===>Regrutovanje se može definisati i kao postupak ili aktivnost koju organizacija sprovodi da bi identifikovala i privukla potencijalne radnike.)
MATCH@E:(Recruitment can also be defined as practice or activity carried out by the organization for the purpose of identifying and attracting its potential employees Š1Ë.===>Regrutovanje se može definisati i kao postupak ili aktivnost koju organizacija sprovodi da bi identifikovala i privukla potencijalne radnike Š1Ë.)
MATCH@M:(However, it is not only that the recruitment process intends to attract large number of candidates.===>Ipak, proces regrutovanja nema za cilj da privuce veliki broj kandidata.)
MATCH@E:(However, it is not only that the recruitment process intends to attract large number of candidates.===>Ipak, proces regrutovanja nema za cilj da privuče veliki broj kandidata.)
MATCH@M:(Namely, if the process creates a multitude of non-qualified candidates, the organization should make greater efforts for selecting people, and this selection would fill in small number of job positions.===>Naime, ako se tokom procesa prijavi ogroman broj kandidata koji ne poseduju željene kvalifikacije, organizacija ce imati više muke da napravi izbor, a takva selekcija ce za rezultat imati mali broj popunjenih radnih mesta.)
MATCH@E:(Namely, if the process creates a multitude of non-qualified candidates, the organization should make greater efforts for selecting people, and this selection would fill in small number of job positions.===>Naime, ako se tokom procesa prijavi ogroman broj kandidata koji ne poseduju željene kvalifikacije, organizacija će imati više muke da napravi izbor, a takva selekcija će za rezultat imati mali broj popunjenih radnih mesta.)
MATCH@M:(What is often used as basis for assessing the number of required applications for the purpose of selecting the right candidates is the Pyramid of Recruitment Benefit.===>Kao baza za procenu broja željenih prijava da bi se izabrao pravi kandidat cesto se koristi Piramida koristi u regrutovanju.)
MATCH@E:(What is often used as basis for assessing the number of required applications for the purpose of selecting the right candidates is the Pyramid of Recruitment Benefit (Figure 1), details can be found in Š10Ë.===>Kao baza za procenu broja željenih prijava da bi se izabrao pravi kandidat često se koristi Piramida koristi u regrutovanju (slika 1), a detalji se mogu naći u Š10Ë.)
MATCH@M:(However, as Barber points out, it is important that employers do not consider the recruitment process to be finished at the point at which a pool of applications has been received.===>Znacajno je ipak, kako ukazuje Barber, da poslodavci ne pomisle da je proces regrutovanja završen u trenutku kada se dobije baza prijava na konkurs.)
MATCH@E:(Pyramid of Recruitment Benefit However, as Barber Š1Ë points out, it is important that employers do not consider the recruitment process to be finished at the point at which a pool of applications has been received.===>Piramida koristi u regrutovanju Značajno je ipak, kako ukazuje Barber Š1Ë, da poslodavci ne pomisle da je proces regrutovanja završen u trenutku kada se dobije baza prijava na konkurs.)
MATCH@M:(It continues during the short-listing and interviewing stages and is only complete when an offer is made and accepted.===>Ovaj proces se nastavlja kroz faze užeg izbora i razgovora sa kandidatima i završava se tek onda kada se da ponuda i dobije odgovor na nju.)
MATCH@E:(It continues during the short-listing and interviewing stages and is only complete when an offer is made and accepted.===>Ovaj proces se nastavlja kroz faze užeg izbora i razgovora sa kandidatima i završava se tek onda kada se da ponuda i dobije odgovor na nju.)
MATCH@M:(Until that time there is an ongoing need to ensure that a favorable impression of the organization and an employer is maintained in the minds of those whose services they wishe to secure.===>Sve do tada postoji stalna potreba da se stvori dopadljiva predstava o organizaciji i da poslodavac ostane zapamcen medu onima cije usluge želi da obezbedi.)
MATCH@E:(Until that time there is an ongoing need to ensure that a favorable impression of the organization and an employer is maintained in the minds of those whose services they wishe to secure.===>Sve do tada postoji stalna potreba da se stvori dopadljiva predstava o organizaciji i da poslodavac ostane zapamćen među onima čije usluge želi da obezbedi.)
MATCH@M:(There are two fundamental sources of candidate recruitment: the first one consists of external recruitment i.e. recruitment of candidates outside the organization, those who are present at the actual labour market, whereas the second one refers to internal recruitment i.e. attraction of potential candidates in the organization itself.===>Postoje dva osnovna izvora za regrutovanje kandidata: prvi je eksterno regrutovanje, t.j., regrutovanje kandidata van organizacije, onih koji se nalaze na stvarnom tržištu radne snage, a drugi se odnosi na interno regrutovanje, t.j., privlacenje potencijalnih kandidata u samoj organizaciji.)
MATCH@E:(There are two fundamental sources of candidate recruitment: the first one consists of external recruitment i.e. recruitment of candidates outside the organization, those who are present at the actual labour market, whereas the second one refers to internal recruitment i.e. attraction of potential candidates in the organization itself, for more details see Š6 and 11Ë. 2.2.===>Postoje dva osnovna izvora za regrutovanje kandidata: prvi je eksterno regrutovanje, t.j., regrutovanje kandidata van organizacije, onih koji se nalaze na stvarnom tržištu radne snage, a drugi se odnosi na interno regrutovanje, t.j., privlačenje potencijalnih kandidata u samoj organizaciji. ~~~ Više detalja može se naći u Š6 i 11Ë. 2.)
MATCH@M:(Selection is a procedure that is implemented in accordance with previously determined standardized methods and techniques, standard for certain  job position, for the purpose of selecting those ones  who best suit the needs of the organization.===>Selekcija predstavlja postupak koji se sprovodi u skladu sa prethodno utvrdenim standardizovanim metodima i tehnikama, standardom za odredeno radno mesto, a cilj je da se izaberu oni koji u najvecoj meri odgovaraju potrebama organizacije.)
MATCH@E:(Selection is a procedure that is implemented in accordance with previously determined standardized methods and techniques, standard for certain job position, for the purpose of selecting those ones who best suit the needs of the organization.===>Selekcija predstavlja postupak koji se sprovodi u skladu sa prethodno utvrđenim standardizovanim metodima i tehnikama, standardom za određeno radno mesto, a cilj je da se izaberu oni koji u najvećoj meri odgovaraju potrebama organizacije.)
MATCH@M:(The selection covers evaluation and candidates’ assessment in terms of their work performance as well as projections about their future success at the job position and the working organization.===>Proces selekcije obuhvata evaluaciju i procenu kandidata u smislu njihovog ucinka u radu kao i na osnovu projekcije o njihovoj uspešnosti u buducem radu na radnom mestu u radnoj organizaciji.)
MATCH@E:(The selection covers evaluation and candidates assessment in terms of their work performance as well as projections about their future success at the job position and the working organization.===>Proces selekcije obuhvata evaluaciju i procenu kandidata u smislu njihovog učinka u radu kao i na osnovu projekcije o njihovoj uspešnosti u budućem radu na radnom mestu u radnoj organizaciji.)
MATCH@M:(The organization is the one that decides who is to be selected and who is not, in accordance with the strategy, the organization culture and the concrete job requirements.===>U skladu sa svojom strategijom, organizacionom kulturom i zahtevima konkretnog posla organizacija odlucuje ko ce biti izabran, a ko nece.)
MATCH@E:(The organization is the one that decides who is to be selected and who is not, in accordance with the strategy, the organization culture and the concrete job requirements Š4Ë.===>U skladu sa svojom strategijom, organizacionom kulturom i zahtevima konkretnog posla organizacija odlučuje ko će biti izabran, a ko neće Š4Ë. 1.)
MATCH@M:(The selection methods and procedures for collecting relevant data can be divided into two larger groups:===>Metodi u selekciji i postupci u prikupljanju relevantnih podataka mogu se podeliti u dve velike grupe:)
MATCH@E:(The selection methods and procedures for collecting relevant data can be divided into two larger groups: 1.===>Metodi u selekciji i postupci u prikupljanju relevantnih podataka mogu se podeliti u dve velike grupe: ~~~ 2.)
MATCH@M:(Conventional methods and sources of data are the following ones: application form, Letter of Intent, short curriculum vitae (CV), documents and education degree diplomas, recommendations, psychological tests, interview, case tests, centers for individual potential assessment etc.===>Konvencionalni metodi i izvori podataka su sledeci: formular za prijavu, pismo o namerama, kratka radna biografija (CV), dokumenti i diplome o stecenom zvanju, preporuke, psihološki testovi, razgovor, testovi slucaja, centri za procenu potencijala pojedinca, i sl.)
MATCH@E:(Conventional methods and sources of data are the following ones: application form, Letter of Intent, short curriculum vitae (CV), documents and education degree diplomas, recommendations, psychological tests, interview, case tests, centers for individual potential assessment etc.===>Konvencionalni metodi i izvori podataka su sledeći: formular za prijavu, pismo o namerama, kratka radna biografija (CV), dokumenti i diplome o stečenom zvanju, preporuke, psihološki testovi, razgovor, testovi slučaja, centri za procenu potencijala pojedinca, i sl.)
MATCH@M:(Unlike the standard methods and sources of data, the unconventional methods and sources of data refer to: polygraph examinations, graph analysis, drugs examination, astrology etc.===>Za razliku od standardnih metoda i izvora podataka, nekonvencionalni metodi i izvori podataka odnose se na: ispitivanja na poligrafu, analizu rukopisa, test na drogu, astrologiju, itd.)
MATCH@E:(Unlike the standard methods and sources of data, the unconventional methods and sources of data refer to: polygraph examinations, graph analysis, drugs examination, astrology etc.===>Za razliku od standardnih metoda i izvora podataka, nekonvencionalni metodi i izvori podataka odnose se na: ispitivanja na poligrafu, analizu rukopisa, test na drogu, astrologiju, itd.)
MATCH@M:(Before carrying out the recruitment and the selection of students-volunteers activities, it is necessary that we determine the policies and strategies regarding volunteering.===>Pre nego što se sprovedu procesi regrutovanja i selekcije studenata-volontera, potrebno je da se odrede politike i strategije koje se odnose na volontiranje.)
MATCH@E:(The four phases of the selection process Before carrying out the recruitment and the selection of students-volunteers activities, it is necessary that we determine the policies and strategies regarding volunteering.===>Četiri faze procesa selekcije Pre nego što se sprovedu procesi regrutovanja i selekcije studenata-volontera, potrebno je da se odrede politike i strategije koje se odnose na volontiranje.)
MATCH@M:(What is visible in our Announcement for recruiting stu-dents-volunteers, published at the web site of the Faculty of Economics-Skopje, on 20.05.2011 is that we are applying the internal source of recruitment.===>Ono što se jasno sagledava u našem konkursu za prijem studenata-volontera, objavljenom na web-stranici Ekonomskog fakulteta u Skoplju 20. maja 2011. godine jeste da mi primenjujemo interni izvor u regrutovanju.)
MATCH@E:(What is visible in our Announcement for recruiting students-volunteers, published at the web site of the Faculty of Economics-Skopje1, on 20.05.2011 is that we are applying the internal source of recruitment.===>)
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BAD_LINE_M:What is visible in our Announcement for recruiting stu-dents-volunteers, published at the web site of the Faculty of Economics-Skopje, on 20.05.2011 is that we are applying the internal source of recruitment.
BAD_LINE_M:Ono što se jasno sagledava u našem konkursu za prijem studenata-volontera, objavljenom na web-stranici Ekonomskog fakulteta u Skoplju 20. maja 2011. godine jeste da mi primenjujemo interni izvor u regrutovanju.
BAD_LINE_E:What is visible in our Announcement for recruiting students-volunteers, published at the web site of the Faculty of Economics-Skopje1, on 20.05.2011 is that we are applying the internal source of recruitment.
BAD_LINE_E:
MATCH@M:(In the section that follows the four phases of the selection process are going to be explained in detail.===>Cetiri faze procesa selekcije bice detaljno opisane u narednom odeljku.)
MATCH@E:(In the section that follows the four phases of the selection process are going to be explained in detail. ~~~ 3.1.===>Kao planirana akcija, strategija upravlja celokupnim procesom regrutovanja i selekcije zato što ona određuje sledeće:)
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BAD_LINE_M:In the section that follows the four phases of the selection process are going to be explained in detail.
BAD_LINE_M:Cetiri faze procesa selekcije bice detaljno opisane u narednom odeljku.
BAD_LINE_E:In the section that follows the four phases of the selection process are going to be explained in detail. ~~~ 3.1.
BAD_LINE_E:Kao planirana akcija, strategija upravlja celokupnim procesom regrutovanja i selekcije zato što ona određuje sledeće:
MATCH@M:(Out of these two options, and in accordance with the circled symbols in the form of identification, it was necessary to select the appropriate one.===>Bilo je potrebno odabrati jednu od ove dve opcije, a u skladu sa zaokruženim simbolima na identifikacionom formularu.)
MATCH@E:(The candidate has not submitted the required ap plication documents; Out of these two options, and in accordance with the circled symbols in the form of identification, it was necessary to select the appropriate one.===>Ono što se jasno sagledava u našem konkursu za prijem studenata-volontera, objavljenom na web-stranici Ekonomskog fakulteta u Skoplju1 20. maja 2011. godine jeste da mi primenjujemo interni izvor u regrutovanju.)
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BAD_LINE_M:Out of these two options, and in accordance with the circled symbols in the form of identification, it was necessary to select the appropriate one.
BAD_LINE_M:Bilo je potrebno odabrati jednu od ove dve opcije, a u skladu sa zaokruženim simbolima na identifikacionom formularu.
BAD_LINE_E:The candidate has not submitted the required ap plication documents; Out of these two options, and in accordance with the circled symbols in the form of identification, it was necessary to select the appropriate one.
BAD_LINE_E:Ono što se jasno sagledava u našem konkursu za prijem studenata-volontera, objavljenom na web-stranici Ekonomskog fakulteta u Skoplju1 20. maja 2011. godine jeste da mi primenjujemo interni izvor u regrutovanju.
MATCH@M:(All the candidates who submitted the complete application documents qualified in phase two.===>Svi kandidati koji su podneli sve dokumente za prijem kvalifikovali su se za ulazak u drugu fazu.)
MATCH@E:(All the candidates who submitted the complete application documents qualified in phase two.===>Prednosti internih izvora u regrutovanju su, po nama, sledeći:)
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BAD_LINE_M:All the candidates who submitted the complete application documents qualified in phase two.
BAD_LINE_M:Svi kandidati koji su podneli sve dokumente za prijem kvalifikovali su se za ulazak u drugu fazu.
BAD_LINE_E:All the candidates who submitted the complete application documents qualified in phase two.
BAD_LINE_E:Prednosti internih izvora u regrutovanju su, po nama, sledeći:
MATCH@M:(In the second phase - candidates ranking, our team determined 7 criteria and 5 sub-criteria for each of the criteria according to which candidates were to be ranked, and prepared a form for their assessment.===>U drugoh fazi - fazi rangiranja kandidata, naš tim je definisao 7 kriterijuma i po 5 potkriterijuma za svaki kriterijum na osnovu kojih ce se kandidati rangirati i pripremio je formular za ocenjivanje kandidata.)
MATCH@E:(Second phase - candidates ranking: analytic hierarchy process (AHP) method In the second phase candidates ranking, our team determined 7 criteria and 5 sub-criteria for each of the criteria according to which candidates were to be ranked, and prepared a form for their assessment.===>Druga faza rangiranje kandidata: metod procesa analitičke hijerarhije (AHP) U drugoh fazi fazi rangiranja kandidata, naš tim je definisao 7 kriterijuma i po 5 potkriterijuma za svaki kriterijum na osnovu kojih će se kandidati rangirati i pripremio je formular za ocenjivanje kandidata.)
MATCH@M:(In order to be capable of determining the importance of each criterion we implemented the multicriteria method called Analytic Hierarchy Process (AHP) Method.===>Da bismo odredili znacaj svakog kriterijuma, primenili smo višekriterijumski metod koji se zove Metod procesa analiticke hijerarhije (AHP).)
MATCH@E:(In order to be capable of determining the importance of each criterion we implemented the multicriteria method called Analytic Hierarchy Process (AHP) Method.===>Da bismo odredili značaj svakog kriterijuma, primenili smo višekriterijumski metod koji se zove Metod procesa analitičke hijerarhije (AHP).)
MATCH@M:(In part 3.2.1 we give a short overview of the AHP Method, whereas the appropriate AHP model which represents a simplified image of reality is presented in part 3.2.2.===>U odeljku 3.2.1. predstavljen je kratak prikaz AHP metoda, a odgovarajuci AHP metod koji predstavlja pojednostavljenu sliku u realnosti predstavljen je u odeljku 3.2.2.)
MATCH@E:(In part 3.2.1 we give a short overview of the AHP Method, whereas the appropriate AHP model which represents a simplified image of reality is presented in part 3.2.2. ~~~ 3.2.1.===>U odeljku 3.2.1. predstavljen je kratak prikaz AHP metoda, a odgovarajući AHP metod koji predstavlja pojednostavljenu sliku u realnosti predstavljen je u odeljku 3.2.2. 3.2.1.)
MATCH@M:(The Analytic Hierarchy Process is a powerful and flexible decision making process which is helpful in setting priorities and making the best decision when both qualitative and quantitative aspects of a decision need to be considered.===>Proces analiticke hijerarhije predstavlja mocan i elastican proces odlucivanja pomocu koga se mogu postaviti prioriteti i doneti najbolje odluke u slucajevima kada treba uzeti u obzir i kvalitativne i kvantitativne aspekte odluke.)
MATCH@E:(The analytic hierarchy process The Analytic Hierarchy Process Š7Ë is a powerful and flexible decision making process which is helpful in setting priorities and making the best decision when both qualitative and quantitative aspects of a decision need to be considered.===>Proces analitičke hijerarhije Proces analitičke hijerarhije Š7Ë predstavlja moćan i elastičan proces odlučivanja pomoću koga se mogu postaviti prioriteti i doneti najbolje odluke u slučajevima kada treba uzeti u obzir i kvalitativne i kvantitativne aspekte odluke.)
MATCH@M:(The method of application can be explained in four steps:===>Nacin primene može se objasniti u cetiri koraka:)
MATCH@E:(The method of application can be explained in four steps Š9Ë: 1.===>Način primene može se objasniti u četiri koraka Š9Ë: ~~~ 1.)
MATCH@M:(1.	Define the problem and determine the kind of knowledge sought.===>1.	Definisanje problema i odredivanje vrste znanja koja se traži.)
MATCH@E:(Define the problem and determine the kind of knowledge sought.===>Definisanje problema i određivanje vrste znanja Četiri faze procesa selekcije biće detaljno opisane u narednom odeljku. 3.)
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BAD_LINE_M:1.	Define the problem and determine the kind of knowledge sought.
BAD_LINE_M:1.	Definisanje problema i odredivanje vrste znanja koja se traži.
BAD_LINE_E:Define the problem and determine the kind of knowledge sought.
BAD_LINE_E:Definisanje problema i određivanje vrste znanja Četiri faze procesa selekcije biće detaljno opisane u narednom odeljku. 3.
MATCH@M:(2.	Structure the decision hierarchy from the top with the goal of the decision, then objectives from a broad perspective, through the intermediate levels (criteria on which subsequent elements depend) to the lowest level (which usually is a set of the alternatives).===>2.	Struktuisanje hijerarhije odlucivanja od vrha, sa ciljem odluke, onda ciljevima sagledanim iz široke perspektive, preko srednjih nivoa (kriterijumi od kojih zavise naredni elementi) do najnižeg nivoa (koji obicno predstavlja skup alternativa).)
MATCH@E:(Structure the decision hierarchy from the top with the goal of the decision, then objectives from a broad perspective, through the intermediate levels (criteria on which subsequent elements depend) to the lowest level (which usually is a set of the alternatives).===>Struktuisanje hijerarhije odlučivanja od vrha, sa ciljem odluke, onda ciljevima sagledanim iz široke perspektive, preko srednjih nivoa (kriterijumi od kojih zavise naredni elementi) do najnižeg nivoa (koji obično predstavlja skup alternativa).)
MATCH@M:(3.	Construct a set of pairwise comparison matrices.===>3.	Konstruisanje skupa uparenih matrica poredenja.)
MATCH@E:(Construct a set of pairwise comparison matrices.===>Konstruisanje skupa uparenih matrica poređenja.)
MATCH@M:(Each element in an upper level is used to compare the elements in the level immediately below with respect to it.===>Svaki element na gornjem nivou koristi se za poredenje elemenata koji se nalaze na nivou neposredno ispod njega.)
MATCH@E:(Each element in an upper level is used to compare the elements in the level immediately below with respect to it. ~~~ 4.===>Svaki element na gornjem nivou koristi se za poređenje elemenata koji se nalaze na nivou neposredno ispod njega. 4.)
MATCH@M:(4.	Use the priorities obtained from the comparisons to weigh the priorities in the level immediately below.===>4.	Korišcenje prioriteta dobijenih iz ovih poredenja da bi se odredili prioriteti na neposredno nižem nivou.)
MATCH@E:(Use the priorities obtained from the comparisons to weigh the priorities in the level immediately below.===>Korišćenje prioriteta dobijenih iz ovih poređenja da bi se odredili prioriteti na neposredno nižem nivou.)
MATCH@M:(Do this for every element.===>Ovo se radi za svaki element.)
MATCH@E:(Do this for every element.===>Ovo se radi za svaki element.)
MATCH@M:(Then for each element in the level below add its weighed values and obtain its overall or global priority.===>Onda svakom elementu na nižem nivou treba dodati njegove ponderisane vrednosti i tako dobiti njegov ukupni ili globalni prioritet.)
MATCH@E:(Then for each element in the level below add its weighed values and obtain its overall or global priority.===>Onda svakom elementu na nižem nivou treba dodati njegove ponderisane vrednosti i tako dobiti njegov ukupni ili globalni prioritet.)
MATCH@M:(Continue this process of weighing and adding until the final priorities of the alternatives in the bottommost level are obtained.===>Ovaj proces ponderisanja i dodavanja treba nastaviti dok se ne dobiju konacni prioriteti alternativa na najnižem nivou.)
MATCH@E:(Continue this process of weighing and adding until the final priorities of the alternatives in the bottommost level are obtained.===>Ovaj proces ponderisanja i dodavanja treba nastaviti dok se ne dobiju konačni prioriteti alternativa na najnižem nivou.)
MATCH@M:(To make comparisons, we need a scale of numbers that indicates how many times more important or dominant one element is over another element with respect to the criterion or property with respect to which they are compared.===>Da bi poredenje moglo da se vrši, potrebna je skala brojeva koja pokazuje koliko puta je jedan element znacajniji ili dominantniji u odnosu na kriterijum ili koliko je data osobina znacajnija u odnosu na onu s kojom se poredi.)
MATCH@E:(To make comparisons, we need a scale of numbers that indicates how many times more important or dominant one element is over another element with respect to the criterion or property with respect to which they are compared.===>Da bi poređenje moglo da se vrši, potrebna je skala brojeva koja pokazuje koliko puta je jedan element značajniji ili dominantniji u odnosu na kriterijum ili koliko je data osobina značajnija u odnosu na onu s kojom se poredi.)
MATCH@M:(On the basis of the determined 7 criteria, being the following ones: structure of CV, computer skills, foreign languages, student’s motivation to volunteer at the Faculty of Economics-Skopje, clear and precise expression skills, creativity and initiative, as well as the subcriteria for each of the above listed criterion (poor, good, average, very good and excellent) we developed our AHP model that will enable us do the candidates ranking.===>Na osnovu 7 odredenih kriterijuma, a to su: sastav CV, kompjuterske veštine, znanje stranih jezika, motivacija studenata da rade kao volonteri na Ekonomskom fakultetu u Skoplju, jasno i precizno izražavanje, kreativnost i inicijativa2, kao i na osnovu potkriterijuma za svaki od navedenih kriterijuma (loš, dobar, prosecan, vrlo dobar i odlican) razvijen je naš AHP model pomocu koga se vrši rangiranje kandidata.)
MATCH@E:(AHP based model for ranking student-volunteers On the basis of the determined 7 criteria, being the following ones: structure of CV, computer skills, foreign languages, students motivation to volunteer at the Faculty of Economics-Skopje, clear and precise expression skills, creativity and initiative2, as well as the subcriteria for each of the above listed criterion (poor, good, average, very good and excellent) we developed our AHP model that will enable us do the candidates ranking (Figure 2).===>Model za rangiranje studenata-volontera zasnovan na AHP Na osnovu 7 određenih kriterijuma, a to su: sastav CV, kompjuterske veštine, znanje stranih jezika, motivacija studenata da rade kao volonteri na Ekonomskom fakultetu u Skoplju, jasno i precizno izražavanje, kreativnost i inicijativa2, kao i na osnovu potkriterijuma za svaki od navedenih kriterijuma (loš, dobar, prosečan, vrlo dobar i odličan) razvijen je naš AHP model pomoću koga se vrši rangiranje kandidata (slika 2).)
MATCH@M:(By using the Saaty’s scale that consists of 9 degrees, we make the necessary comparison regarding the stated criteria and sub-criteria in pairs and by calculating the model we get the appropriate values for each of them.===>Primenom Saaty 9-stepene skale vrše se neophodna poredenja u skladu sa postavljenim kriterijumima i potkriterijumima u parovima i izracunavanjem modela moguce je dobiti odgovarajuce vrednosti za svaki od njih.)
MATCH@E:(By using the Saatys scale that consists of 9 degrees, we make the necessary comparison regarding the stated criteria and sub-criteria in pairs and by calculating the model we get the appropriate values for each of them.===>Primenom Saaty 9-stepene skale vrše se neophodna poređenja u skladu sa postavljenim kriterijumima i potkriterijumima u parovima i izračunavanjem modela moguće je dobiti odgovarajuće vrednosti za svaki od njih.)
MATCH@M:(For the purpose of assessing the candidates and rank them appropriately we made a form that besides filling in the candidate’s name and surname, his/her index number and gender, it is necessary that for each of the 7 criteria for which 5 sub-criteria are given, and in accordance with the collected data about the candidate, the appropriate assessment sub-criteria be circled.===>Da bi se kandidati procenili i valjano rangirali napravljen je formular u kome, pored upisanih imena i prezimena kandidata, broja indeksa i pola, treba zaokružiti odgovarajuci potkriterijum procene za svaki od 7 kriterijuma za koji je dato 5 potkriterijuma, u skladu sa prikupljenim podacima o kandidatu.)
MATCH@E:(For the purpose of assessing the candidates and rank them appropriately we made a form that besides filling in the candidates name and surname, his/her index number and gender, it is necessary that for each of the 7 criteria for which 5 sub-criteria are given, and in accordance with the collected data about the candidate, the appropriate assessment sub-criteria be circled.===>Da bi se kandidati procenili i valjano rangirali napravljen je formular u kome, pored upisanih imena i prezimena kandidata, broja indeksa i pola, treba zaokružiti odgovarajući potkriterijum procene za svaki od 7 kriterijuma za koji je dato 5 potkriterijuma, u skladu sa prikupljenim podacima o kandidatu.)
MATCH@M:(In the same form, it is necessary to fill in the results from the assessment i.e. the rank of the candidate got with the AHP method, which serves for the purpose of deciding whether to invite the candidate to an interview or not.===>Na istom formularu potrebno je upisati rezultate procene, t.j., mesto koje je kandidat dobio na osnovu AHP metoda, a to sve služi za procenu da li kandidata treba pozvati na razgovor ili ne.)
MATCH@E:(In the same form, it is necessary to fill in the results from the assessment i.e. the rank of the candidate got with the AHP method, which serves for the purpose of deciding whether to invite the candidate to an interview or not.===>Na istom formularu potrebno je upisati rezultate procene, t.j., mesto koje je kandidat dobio na osnovu AHP metoda, a to sve služi za procenu da li kandidata treba pozvati na razgovor ili ne.)
MATCH@M:(At the end of the form, it is necessary that the evaluators (the expert team) state their name and surname, the position they hold, and sign the form.===>Na kraju formulara potrebno je da ocenjivaci (ekspertski tim) upišu svoje ime i prezime, položaj na kome se nalaze i da potpišu formular.)
MATCH@E:(At the end of the form, it is necessary that the evaluators (the expert team) state their name and surname, the position they hold, and sign the form.===>Na kraju formulara potrebno je da ocenjivači (ekspertski tim) upišu svoje ime i prezime, položaj na kome se nalaze i da potpišu formular.)
MATCH@M:(3.3.	Third phase - interviewing===>3.3.	Treca faza - razgovor s kandidatima)
MATCH@E:(Third phase - interviewing 4.===>Treća faza razgovor s kandidatima 4.)
MATCH@M:(For each of these criteria we made questions that each of the candidates is to be asked, and in accordance with the candidate’s response the criteria are to be valued (as follows: 0-in-sufficiently; 1-less than acceptable; 2-acceptable; 3-more than acceptable; 4-outstanding).===>Za svaki od ovih kriterij uma sastavljena su pitanja koja ce se postaviti svakom kandidatu, a u skladu s kandidatovim odgovorima vrednovace se i kriterijumi (ovim redom: 0 - nedovoljno; 1- manje od prihvatljivog; 2 - prihvatljivo; 3 - vrlo prihvatljivo; 4 - izvanredno).)
MATCH@E:(For each of these criteria we made questions that each of the candidates is to be asked, and in accordance with the candidates response the criteria are to be valued (as follows: 0-insufficiently; 1-less than acceptable; 2-acceptable; 3more than acceptable; 4-outstanding).===>Za svaki od ovih kriterijuma sastavljena su pitanja koja će se postaviti svakom kandidatu, a u skladu s kandidatovim odgovorima vrednovaće se i kriterijumi (ovim redom: ~~~ 0 nedovoljno; 1- manje od prihvatljivog; 2 prihvatljivo; 3 vrlo prihvatljivo; 4 izvanredno).)
MATCH@M:(In order to be capable of assessing the candidates we prepared a form in which the above mentioned criteria are to be evaluated.===>Za procenu kandidata pripremljen je formular u kome se vrednuju gore navedeni kriterijumi.)
MATCH@E:(In order to be capable of assessing the candidates we prepared a form in which the above mentioned criteria are to be evaluated.===>Za procenu kandidata pripremljen je formular u kome se vrednuju gore navedeni kriterijumi. 3.)
MATCH@M:(According to the results from the interview and the recommendation from one course professor, the candidate can be selected as a volunteer at the Faculty of Economics-Skopje, not accepted as a volunteer, or put on the waiting list.===>Na osnovu rezultata intervjua i preporuke jednog profesora koji mu predaje, kandidat ce biti ili izabran za volontera na Ekonomskom fakultetu u Skoplju, ili nece biti izabran, ili ce biti stavljen na listu cekanja.)
MATCH@E:(3.4. ~~~ Fourth phase - selecting students-volunteers and informing them According to the results from the interview and the recommendation from one course professor, the candidate can be selected as a volunteer at the Faculty of Economics-Skopje, not accepted as a volunteer, or put on the waiting list (Figure 3).===>Četvrta faza selekcija studenata-volontera i obaveštavanje primljenih kandidata Na osnovu rezultata intervjua i preporuke jednog profesora koji mu predaje, kandidat će biti ili izabran za volontera na Ekonomskom fakultetu u Skoplju, ili neće biti izabran, ili će biti stavljen na listu čekanja (slika 3).)
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BAD_LINE_M:According to the results from the interview and the recommendation from one course professor, the candidate can be selected as a volunteer at the Faculty of Economics-Skopje, not accepted as a volunteer, or put on the waiting list.
BAD_LINE_M:Na osnovu rezultata intervjua i preporuke jednog profesora koji mu predaje, kandidat ce biti ili izabran za volontera na Ekonomskom fakultetu u Skoplju, ili nece biti izabran, ili ce biti stavljen na listu cekanja.
BAD_LINE_E:3.4. ~~~ Fourth phase - selecting students-volunteers and informing them According to the results from the interview and the recommendation from one course professor, the candidate can be selected as a volunteer at the Faculty of Economics-Skopje, not accepted as a volunteer, or put on the waiting list (Figure 3).
BAD_LINE_E:Četvrta faza selekcija studenata-volontera i obaveštavanje primljenih kandidata Na osnovu rezultata intervjua i preporuke jednog profesora koji mu predaje, kandidat će biti ili izabran za volontera na Ekonomskom fakultetu u Skoplju, ili neće biti izabran, ili će biti stavljen na listu čekanja (slika 3).
MATCH@M:(It is in this phase that the candidates are to be informed about the result they achieved.===>U ovoj fazi kandidate treba obavestiti o rezultatima koje su postigli.)
MATCH@E:(It is in this phase that the candidates are to be informed about the result they achieved.===>U ovoj fazi kandidate treba obavestiti o rezultatima koje su postigli.)
MATCH@M:(In this paper we presented how the processes of recruitment and selection can be carried out in a high-education institution for the purpose of selecting students -volunteers who will participate in the institution’s operations.===>U ovom radu predstavili smo kako se proces regruto-vanja i selekcije može sprovesti u jednoj visokoškolskoj instituciji sa ciljem odabira studenata-volontera koji ce ucestvovati u radu ove institucije.)
MATCH@E:(Results from the selection process In this paper we presented how the processes of recruitment and selection can be carried out in a high-education institution for the purpose of selecting students volunteers who will participate in the institutions operations.===>Rezultati procesa selekcije U ovom radu predstavili smo kako se proces regrutovanja i selekcije može sprovesti u jednoj visokoškolskoj instituciji sa ciljem odabira studenata-volontera koji će učestvovati u radu ove institucije.)
MATCH@M:(The selection process was presented with its four phases including the multicriteria AHP method, whereas the results that we will get are going to be subject topic in the next article.===>Proces selekcije je predstavljen sa svoje cetiri faze, ukljucujuci višekriterijumski AHP met od, a rezultati koje cemo dobiti bice tema narednog rada.)
MATCH@E:(The selection process was presented with its four phases including the multicriteria AHP method, whereas the results that we will get are going to be subject topic in the next article.===>Proces selekcije je predstavljen sa svoje četiri faze, uključujući višekriterijumski AHP metod, a rezultati koje ćemo dobiti biće tema narednog rada.)
MATCH@M:(The work presents the analysis of the influence of economic crises on certain segments of culture in chosen developed cultures with the stress on financial resources.===>U radu je data analiza uticaja ekonomske krize na pojedine segmente kulture u izabranim razvijenim zemljama sa akcentom na izvorima finansiranja.)
MATCH@E:(The work presents the analysis of the influence of economic crises on certain segments of culture in chosen developed cultures with the stress on financial resources.===>U radu je data analiza uticaja ekonomske krize na pojedine segmente kulture u izabranim razvijenim zemljama sa akcentom na izvorima finansiranja.)
MATCH@M:(The work also analyses the complex situation caused by problems on the cultural market in Serbia as well as the importance of entrepreneurship in culture for finding additional financial resources for funding culture.===>Takođe je analizirana složena situacija usled ispoljenih problema na tržištu kulture u Srbiji, kao i značaj preduzetništva u kulturi u pronalaženju dopunskih izvora finansiranja kulture. 1.	Uvod)
MATCH@E:(The work also analyses the complex situation caused by problems on the cultural market in Serbia as well as the importance of entrepreneurship in culture for finding additional financial resources for funding culture. ~~~ 1.===>Takođe je analizirana složena situacija usled ispoljenih problema na tržištu kulture u Srbiji, kao i značaj preduzetništva u kulturi u pronalaženju dopunskih izvora finansiranja kulture. 1.)
MATCH@M:(1.	Introduction The condition and prospects of the culture market should be viewed in a macroeconomic environment in which it operates.===>Stanje i prespektive tržišta kulture neophodno je sagledati u makroekonomskom okruženju u okviru koga ono funkcioniše.)
MATCH@E:(Introduction The condition and prospects of the culture market should be viewed in a macroeconomic environment in which it operates.===>Uvod Stanje i prespektive tržišta kulture neophodno je sagledati u makroekonomskom okruženju u okviru koga ono funkcioniše.)
MATCH@M:(The underdevelopment and stagnation of the culture market in Serbia is a result of a decades long crisis in this country, which was additionally aggravated by the global economic crisis.===>Nerazvijenost i stagnacija tržišta kulture u Srbiji posledica je dugogodišnje krize u našoj zemlji što je dodatno pojačano globalnom ekonomskom krizom.)
MATCH@E:(The underdevelopment and stagnation of the culture market in Serbia is a result of a decades long crisis in this country, which was additionally aggravated by the global economic crisis.===>Nerazvijenost i stagnacija tržišta kulture u Srbiji posledica je dugogodišnje krize u našoj zemlji što je dodatno pojačano globalnom ekonomskom krizom.)
MATCH@M:(Modern macroeconomic trends in Serbia are the result of a long lasting poor policies, wars, sanctions, delayed transition, problematic privatization.===>Savremena makroekonomska kretanja u Srbiji rezultat su višegodišnjeg delovanja loše vođene politike, ratova, sankcija, zakasnele tranzicije, problematične privatizacije.)
MATCH@E:(Modern macroeconomic trends in Serbia are the result of a long lasting poor policies, wars, sanctions, delayed transition, problematic privatization.===>Savremena makroekonomska kretanja u Srbiji rezultat su višegodišnjeg delovanja loše vođene politike, ratova, sankcija, zakasnele tranzicije, problematične privatizacije.)
MATCH@M:(The crisis Serbia has suffered for the last twenty years, permeated by the negative impacts of the global economic crisis that spilled over to this country too, revealed all economic weaknesses and resulted into a general economic uncertainty accompanied with social displeasure.===>Kriza u kojoj se Srbija nalazi već dve decenije isprepletana negativnim uticaj ima globalne ekonomske krize, koja se prelila i na našu zemlju, razotkrila je sve unutrašnje ekonomske slabosti i dovela do opšte ekonomske nesigurnosti praćene socijalnim nezadovoljstvom.)
MATCH@E:(The crisis Serbia has suffered for the last twenty years, permeated by the negative impacts of the global economic crisis that spilled over to this country too, revealed all economic weaknesses and resulted into a general economic uncertainty accompanied with social displeasure.===>Kriza u kojoj se Srbija nalazi već dve decenije isprepletana negativnim uticajima globalne ekonomske krize, koja se prelila i na našu zemlju, razotkrila je sve unutrašnje ekonomske slabosti i dovela do opšte ekonomske nesigurnosti praćene socijalnim nezadovoljstvom.)
MATCH@M:(These economic conditions have certainly affected the field of culture in a most negative manner.===>Ovakva ekonomska situacija imala je drastične negativne posledice u oblasti kulture.)
MATCH@E:(These economic conditions have certainly affected the field of culture in a most negative manner.===>Ovakva ekonomska situacija imala je drastične negativne posledice u oblasti kulture.)
MATCH@M:(The topic of this paper hence is the effects of economic crisis upon the conditions in culture in general, and upon the culture market in particular.===>Stoga je predmet analize ovoga rada uticaj ekonomske krize na stanje u kulturi uopste i na na tržište kulture.)
MATCH@E:(The topic of this paper hence is the effects of economic crisis upon the conditions in culture in general, and upon the culture market in particular.===>Stoga je predmet analize ovoga rada uticaj ekonomske krize na stanje u kulturi uopste i na na tržište kulture.)
MATCH@M:(The effects of this impact will primarily be analysed from the aspect of the financial source problems on the example of the selected developed countries in order to get an insight into the opportunities to resolve this unfavourable situation the culture in Serbia.===>Efekti tog uticaja biće analizirni pre svega sa aspekta problema izvora finansiranja na primeru odabranih razvijenih zemalja da bi se sagledale mogućnosti za razrešenje nepovoljne situacije u kojoj se nalazi kultura u Srbiji.)
MATCH@E:(The effects of this impact will primarily be analysed from the aspect of the financial source problems on the example of the selected developed countries in order to get an insight into the opportunities to resolve this unfavourable situation the culture in Serbia.===>Efekti tog uticaja biće analizirni pre svega sa aspekta problema izvora finansiranja na primeru odabranih razvijenih zemalja da bi se sagledale mogućnosti za razrešenje nepovoljne situacije u kojoj se nalazi kultura u Srbiji.)
MATCH@M:(The effects of culture and cultural values upon the economic development of a country have been the topis of many an academic and empiric work.===>Stručna literatura obiluje teorijskim i empirijskim radovima posvećenim uticaju kulture i kulturnih vred-nosti na ekonomski razvoj zemlje.)
MATCH@E:(The effects of culture and cultural values upon the economic development of a country have been the topis of many an academic and empiric work.===>Stručna literatura obiluje teorijskim i empirijskim radovima posvećenim uticaju kulture i kulturnih vrednosti na ekonomski razvoj zemlje.)
MATCH@M:(The studies on the economic effects of culture and art are the instrument for planning the cultural life and stimulating public financing of the cultural institutions’ activities.===>Studije ekonomskih efekata kulture i umetnosti predstavljaju instrument planiranja kulturnog razvoja i stimulisanja javnog finansiranja aktivnosti kulturnih institucija.)
MATCH@E:(The studies on the economic effects of culture and art are the instrument for planning the cultural life and stimulating public financing of the cultural institutions activities.===>Studije ekonomskih efekata kulture i umetnosti predstavljaju instrument planiranja kulturnog razvoja i stimulisanja javnog finansiranja aktivnosti kulturnih institucija.)
MATCH@M:(Distinguished among the key cultural factors that determine the economic performance are the employment and the earnings of the culture sector itself, the elements of cultural heritage viewed in terms of real property, as well as cultural tourism.===>Među ključnim kulturnim faktorima koji determinišu ekonomske performanse izdvajaju se zaposlenost i prihodi samog sektora kulture, elementi kulturne baštine posmatrani u svojstvu realne imovine, kao i kulturni turizam.)
MATCH@E:(Distinguished among the key cultural factors that determine the economic performance are the employment and the earnings of the culture sector itself, the elements of cultural heritage viewed in terms of real property, as well as cultural tourism (Herrero et al., 2006).===>Među ključnim kulturnim faktorima koji determinišu ekonomske performanse izdvajaju se zaposlenost i prihodi samog sektora kulture, elementi kulturne baštine posmatrani u svojstvu realne imovine, kao i kulturni turizam. (Herrero et al., 2006).)
MATCH@M:(Myerscough has proved that direct investments into the sectors of art and culture stimulate spending/consumption in other sectors, which contributes to the country’s overall economic and social development.===>Myerscough je dokazao da direktni izdaci na sektor umetnosti i kulture podstiču potrošnju u drugim sektorima, značajnim delom i za prilive koji potiču od državnih -čime se doprinosi celokupnom ekonomskom i društvenom razvoju zemlje.)
MATCH@E:(Myerscough (1998) has proved that direct investments into the sectors of art and culture stimulate spending/consumption in other sectors, which contributes to the countrys overall economic and social development.===>Myerscough (1998) je dokazao da direktni izdaci na sektor umetnosti i kulture podstiču potrošnju u drugim sektorima, čime se doprinosi celokupnom ekonomskom i društvenom razvoju zemlje.)
MATCH@M:(On the other hand, scientific works dealing with the problem of counter effects, i.e., the effects of economic trends upon the sector of culture are relatively rare.===>Sa druge strane, relativno su redi naučni radovi koji se bave problematikom suprotnog, tj. uticaja ekonomskih kretanja na oblast kulture.)
MATCH@E:(On the other hand, scientific works dealing with the problem of counter effects, i.e., the effects of economic trends upon the sector of culture are relatively rare.===>Sa druge strane, relativno su ređi naučni radovi koji se bave problematikom suprotnog, tj. uticaja ekonomskih kretanja na oblast kulture.)
MATCH@M:(If it is possible to prove that there is a feedback between culture and economy, the analyses of positive economic effects of the cultural development become meaningless in the unfavourable economic conditions.===>Ukoliko je moguće dokazati da postoji povratna sprega kulture i ekonomije, razmatranja pozitivnih ekonomskih efekata kulturnog razvoja gube svrsishodnost u nepovoljnim ekonomskim uslovima.)
MATCH@E:(If it is possible to prove that there is a feedback between culture and economy, the analyses of positive economic effects of the cultural development become meaningless in the unfavourable economic conditions.===>Ukoliko je moguće dokazati da postoji povratna sprega kulture i ekonomije, razmatranja pozitivnih ekonomskih efekata kulturnog razvoja gube svrsishodnost u nepovoljnim ekonomskim uslovima.)
MATCH@M:(In its broadest sense, culture is understood as a set of traditions, beliefs, valuations and respective patterns of behaviour when taken as a set of features of a given, already defined group.===>Kultura se u najširem smislu shvata kao skup tradicija, verovanja, vrednovanja i odgovarajućih obrazaca ponašanja kada se uzima kao skup obeležja jedne date, unapred odredene grupe.)
MATCH@E:(Effects of macroeconomic environment on the culture market In its broadest sense, culture is understood as a set of traditions, beliefs, valuations and respective patterns of behaviour when taken as a set of features of a given, already defined group.===>Uticaj makro-ekonomskog ambijenta na tržište kulture Kultura se u najširem smislu shvata kao skup tradicija, verovanja, vrednovanja i odgovarajućih obrazaca ponašanja kada se uzima kao skup obeležja jedne date, unapred određene grupe.)
MATCH@M:(As a trade (activity), culture is described as a set of human activities employed in producing and reproducing knowledge, artistic values and beliefs (including religious beliefs) and preferences as to values.===>Kada se radi o kulturi kao de-latnosti,ona se uzima kao onaj skup ljudskih aktivnosti kojima se proizvode i reprodukuju znanja, umetničke vrednosti i verovanja (uključujući religijska) i vrednos-na opredeljenja.)
MATCH@E:(As a trade (activity), culture is described as a set of human activities employed in producing and reproducing knowledge, artistic values and beliefs (including religious beliefs) and preferences as to values.===>Kada se radi o kulturi kao delatnosti,ona se uzima kao onaj skup ljudskih aktivnosti kojima se proizvode i reprodukuju znanja, umetničke vrednosti i verovanja (uključujući religijska) i vrednosna opredeljenja.)
MATCH@M:(This is the broadest understanding of culture as an activity which, among other things, includes educational, artistic and religious institutions, as well as a number of science-, art- and religion-oriented media.===>To je najšire shvatanje kulture kao de-latnosti koje, uz ostalo, obuhvata obrazovne, umetnic-ke i religijske ustanove, kao i deo medija okrenut nau-ci,umetnosti i religiji.)
MATCH@E:(This is the broadest understanding of culture as an activity which, among other things, includes educational, artistic and religious institutions, as well as a number of science-, art- and religion-oriented media (Madžar, 2004, p.23).===>To je najšire shvatanje kulture kao delatnosti koje, uz ostalo, obuhvata obrazovne, umetničke i religijske ustanove, kao i deo medija okrenut nauci,umetnosti i religiji ( Madžar 2004. str 23).)
MATCH@M:(In a number of areas economic conditions do affect the sector of culture in a country.===>Moguće je izdvojiti više područja delovanja ekonomske situacije na oblast kulture u jednoj zemlji.)
MATCH@E:(In a number of areas economic conditions do affect the sector of culture in a country.===>Moguće je izdvojiti više područja delovanja ekonomske situacije na oblast kulture u jednoj zemlji.)
MATCH@M:(Since the direct effect of unfavourable economic trends is primarily reflected in the reduced incomes of cultural institutions, this analysis will primarily focus upon the sources for financing culture.===>Budući da se direktan uticaj nepovoljnih ekonomskih kretanja prvenstveno reflektuje kroz smanjenje prihoda kulturnih institucija akcenat naše analize će biti pre svega na izvorima finansiranja kulture.)
MATCH@E:(Since the direct effect of unfavourable economic trends is primarily reflected in the reduced incomes of cultural institutions, this analysis will primarily focus upon the sources for financing culture.===>Budući da se direktan uticaj nepovoljnih ekonomskih kretanja prvenstveno reflektuje kroz smanjenje prihoda kulturnih institucija akcenat naše analize će biti pre svega na izvorima finansiranja kulture.)
MATCH@M:(The sources of income of cultural institutions are in the first place their own earnings, however, there are substantial inflows coming from state institutions and agencies, from the economic sector, physical entities and foundations and legacies.===>Izvori prihoda kulturnih institucija vezuju se za sopstvenu zaradu, ali organa i agencija, privrednog sektora, fizičkih lica i zadužbina i fondacija.)
MATCH@E:(The sources of income of cultural institutions are in the first place their own earnings, however, there are substantial inflows coming from state institutions and agencies, from the economic sector, physical entities and foundations and legacies.===>Izvori prihoda kulturnih institucija vezuju se za sopstvenu zaradu, ali značajnim delom i za prilive koji potiču od državnih organa i agencija, privrednog sektora, fizičkih lica i zadužbina i fondacija.)
MATCH@M:(The stress on the own sources of culture introduces the term culture market which provokes both positive and negative reactions.===>Insistiranje na sopstvenim izvorima kulture uvodi termin tržište kulture, koji izaziva i pozitivne i negativne reakcije.)
MATCH@E:(The stress on the own sources of culture introduces the term culture market which provokes both positive and negative reactions.===>Insistiranje na sopstvenim izvorima kulture uvodi termin tržište kulture, koji izaziva i pozitivne i negativne reakcije.)
MATCH@M:(The implementation of the culture market threatens to neglect the interests of artists, art, culture, for one and only goal - to make money.===>Uvođenjem tržišta kulture preti opasnost da se zanemare interesi umetni-ka, umetnosti, kulture, pred jednim jedinim ciljem da se ostvari novac.)
MATCH@E:(The implementation of the culture market threatens to neglect the interests of artists, art, culture, for one and only goal to make money.===>Uvođenjem tržišta kulture preti opasnost da se zanemare interesi umetnika, umetnosti, kulture, pred jednim jedinim ciljem da se ostvari novac.)
MATCH@M:(Similarly, it is rather difficult to value the works of art.===>Takođe, veoma je teško vrednovati umetnička dela.)
MATCH@E:(Similarly, it is rather difficult to value the works of art.===>Takođe, veoma je teško vrednovati umetnička dela.)
MATCH@M:(On the other hand, the effect of the financial crisis was that the funds for public financing of culture have significantly shrunk, threatening the survival of many of its segments.===>Sa druge strane finansijska kriza je uticala na značajno smanjenje iznosa sredstava javnog finansiranja kulture ugrožavajući opstanak mnogih njenih segmenata.)
MATCH@E:(On the other hand, the effect of the financial crisis was that the funds for public financing of culture have significantly shrunk, threatening the survival of many of its segments.===>Sa druge strane finansijska kriza je uticala na značajno smanjenje iznosa sredstava javnog finansiranja kulture ugrožavajući opstanak mnogih njenih segmenata.)
MATCH@M:(It is in such a situation that the introduction of culture market and entrepreneurship in culture are justified.===>U takvoj situaciji ima mes-ta uvođenju tržišta kulture i preduzetništva u kulturi.)
MATCH@E:(It is in such a situation that the introduction of culture market and entrepreneurship in culture are justified.===>U takvoj situaciji ima mesta uvođenju tržišta kulture i preduzetništva u kulturi.)
MATCH@M:(A logical starting point in studying the impact of the economic upon the cultural spheres are the financial sources of cultural institutions.===>Logično polazište izučavanja uticaja ekonomske na kulturnu sferu jesu finansijski izvori kulturnih institucija.)
MATCH@E:(A logical starting point in studying the impact of the economic upon the cultural spheres are the financial sources of cultural institutions.===>Logično polazište izučavanja uticaja ekonomske na kulturnu sferu jesu finansijski izvori kulturnih institucija.)
MATCH@M:(The differences in the method of defining and classifying the categories of expenditures allocated to culture make a comparative analysis among countries extremely difficult.===>Razlike u načinu definisanja i razvrstavanja kategorija izdataka za kulturu značajno otežavaju spro-vođenje njihove komparativne analize između zemalja.)
MATCH@E:(The differences in the method of defining and classifying the categories of expenditures allocated to culture make a comparative analysis among countries extremely difficult.===>Razlike u načinu definisanja i razvrstavanja kategorija izdataka za kulturu značajno otežavaju sprovođenje njihove komparativne analize između zemalja.)
MATCH@M:(A majority of previously conducted research within which a comparison was made between these expenditures on an international level classifies culture and art as follows: museums and galleries, theatres, visual arts, festivals, support to literature promotion and creation as well as support to film production.===>Većina prethodno sprovedenih istraživanja u okviru kojih je vršeno poređenje ovih izdataka na internacionalnom nivou pod pojmovima kulture i umet-nosti podrazumeva: muzeje i galerije, pozorišta, vizuelne umetnosti, festivale, podršku promociji i kreaciji literature i podršku filmskoj produkciji.)
MATCH@E:(A majority of previously conducted research within which a comparison was made between these expenditures on an international level classifies culture and art as follows: museums and galleries, theatres, visual arts, festivals, support to literature promotion and creation as well as support to film production.===>Većina prethodno sprovedenih istraživanja u okviru kojih je vršeno poređenje ovih izdataka na internacionalnom nivou pod pojmovima kulture i umetnosti podrazumeva: muzeje i galerije, pozorišta, vizuelne umetnosti, festivale, podršku promociji i kreaciji literature i podršku filmskoj produkciji.)
MATCH@M:(The falling trend in public financing of culture and art was recorded as early as 1990s in the majority of member countries of the European Organization for Economic Cooperation and Development (OECD).===>U većini zemalja Organizacije za ekonomsku saradnju i razvoj (OECD) je već tokom ‘90-ih godina zabeležen silazni trend u pogledu javnog finansiranja kulture i umetnosti.)
MATCH@E:(The falling trend in public financing of culture and art was recorded as early as 1990s in the majority of member countries of the European Organization for Economic Cooperation and Development (OECD).===>Kao prvo, nadležna ministarstva za kulturu sve učestalije ograničavaju subvencije za kulturu.)
BAD_LINE_=============================================================
BAD_LINE_M:The falling trend in public financing of culture and art was recorded as early as 1990s in the majority of member countries of the European Organization for Economic Cooperation and Development (OECD).
BAD_LINE_M:U većini zemalja Organizacije za ekonomsku saradnju i razvoj (OECD) je već tokom ‘90-ih godina zabeležen silazni trend u pogledu javnog finansiranja kulture i umetnosti.
BAD_LINE_E:The falling trend in public financing of culture and art was recorded as early as 1990s in the majority of member countries of the European Organization for Economic Cooperation and Development (OECD).
BAD_LINE_E:Kao prvo, nadležna ministarstva za kulturu sve učestalije ograničavaju subvencije za kulturu.
MATCH@M:(This trend was especially visible in the United States of America, contrary to Germany and Ireland in which the endowments for cultural purposes were significantly increased over the same period.===>Takav trend je posebno došao do izražaja u Sjedinjenim Američkim Državama, nasuprot Nemačkoj i Irskoj u kojima su izdaci za kulturne namene u istom periodu značajno povećani.)
MATCH@E:(This trend was especially visible in the United States of America, contrary to Germany and Ireland in which the endowments for cultural purposes were significantly increased over the same period.===>Kao drugo, niži, lokalni organi vlasti redukuju iznos sredstava namenjen finansiranju svoje kulturne politike, čime se dodatno opterećuju budžeti institucija za kulturu.)
BAD_LINE_=============================================================
BAD_LINE_M:This trend was especially visible in the United States of America, contrary to Germany and Ireland in which the endowments for cultural purposes were significantly increased over the same period.
BAD_LINE_M:Takav trend je posebno došao do izražaja u Sjedinjenim Američkim Državama, nasuprot Nemačkoj i Irskoj u kojima su izdaci za kulturne namene u istom periodu značajno povećani.
BAD_LINE_E:This trend was especially visible in the United States of America, contrary to Germany and Ireland in which the endowments for cultural purposes were significantly increased over the same period.
BAD_LINE_E:Kao drugo, niži, lokalni organi vlasti redukuju iznos sredstava namenjen finansiranju svoje kulturne politike, čime se dodatno opterećuju budžeti institucija za kulturu.
MATCH@M:(The interpretation of the data on the national spending in the field of culture, however, is closely connected to broader socio-economic and political systems of a respective country.===>Ipak, tumačenje podataka o nacionalnoj potrošnji u oblasti kulture je neraskidivo povezano sa širim društveno-ekonomskim i političkim uređenjem zemlje na koju se oni odnose.)
MATCH@E:(The interpretation of the data on the national spending in the field of culture, however, is closely connected to broader socio-economic and political systems of a respective country.===>)
BAD_LINE_=============================================================
BAD_LINE_M:The interpretation of the data on the national spending in the field of culture, however, is closely connected to broader socio-economic and political systems of a respective country.
BAD_LINE_M:Ipak, tumačenje podataka o nacionalnoj potrošnji u oblasti kulture je neraskidivo povezano sa širim društveno-ekonomskim i političkim uređenjem zemlje na koju se oni odnose.
BAD_LINE_E:The interpretation of the data on the national spending in the field of culture, however, is closely connected to broader socio-economic and political systems of a respective country.
BAD_LINE_E:
MATCH@M:(For example, the fact that the estimated public expenditure for culture in 2000 amounted to 85 dollars per capita in Germany and only 6 dollars per capita in the USA is explained by a different ratio in the participation of the private and public sectors in the economies of these two countries.===>Na primer, činjenica da su u 2000. godini procenjeni javni rashodi za kulturu iznosili 85 dolara po stanovniku u Nemačkoj i svega 6 dolara po stanovniku u Sjedinjenim Američkim Državama objašnjava se različitim odnosom učešća privatnog i javnog sektora u ekonomijama dveju zemalja.)
MATCH@E:(For example, the fact that the estimated public expenditure for culture in 2000 amounted to 85 dollars per capita in Germany and only 6 dollars per capita in the USA is explained by a different ratio in the participation of the private and public sectors in the economies of these two countries (National Endowments for the Arts, 2000, p.1).===>)
BAD_LINE_=============================================================
BAD_LINE_M:For example, the fact that the estimated public expenditure for culture in 2000 amounted to 85 dollars per capita in Germany and only 6 dollars per capita in the USA is explained by a different ratio in the participation of the private and public sectors in the economies of these two countries.
BAD_LINE_M:Na primer, činjenica da su u 2000. godini procenjeni javni rashodi za kulturu iznosili 85 dolara po stanovniku u Nemačkoj i svega 6 dolara po stanovniku u Sjedinjenim Američkim Državama objašnjava se različitim odnosom učešća privatnog i javnog sektora u ekonomijama dveju zemalja.
BAD_LINE_E:For example, the fact that the estimated public expenditure for culture in 2000 amounted to 85 dollars per capita in Germany and only 6 dollars per capita in the USA is explained by a different ratio in the participation of the private and public sectors in the economies of these two countries (National Endowments for the Arts, 2000, p.1).
BAD_LINE_E:
MATCH@M:(In the unfavourable economic conditions, the public sources of endowments to cultural institutions and events are impared in two ways.===>Javni izvori finansiranja kulturnih institucija i dešavanja su u nepovoljnim ekonomskim uslovima ugroženi po dva osnova.)
MATCH@E:(In the unfavourable economic conditions, the public sources of endowments to cultural institutions and events are impared in two ways.===>)
BAD_LINE_=============================================================
BAD_LINE_M:In the unfavourable economic conditions, the public sources of endowments to cultural institutions and events are impared in two ways.
BAD_LINE_M:Javni izvori finansiranja kulturnih institucija i dešavanja su u nepovoljnim ekonomskim uslovima ugroženi po dva osnova.
BAD_LINE_E:In the unfavourable economic conditions, the public sources of endowments to cultural institutions and events are impared in two ways.
BAD_LINE_E:
MATCH@M:(First, the ministries in charge of culture increasingly cut the subsidies for culture.===>Kao prvo, nadležna ministarstva za kulturu sve učestalije ograničavaju subvencije za kulturu.)
MATCH@E:(First, the ministries in charge of culture increasingly cut the subsidies for culture.===>)
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BAD_LINE_M:First, the ministries in charge of culture increasingly cut the subsidies for culture.
BAD_LINE_M:Kao prvo, nadležna ministarstva za kulturu sve učestalije ograničavaju subvencije za kulturu.
BAD_LINE_E:First, the ministries in charge of culture increasingly cut the subsidies for culture.
BAD_LINE_E:
MATCH@M:(Second, the lower level, local governments reduce the funds meant to fund their cultural policies, thus additionally burdening the budgets of cultural institutions.===>Kao drugo, niži, lokalni organi vlasti redukuju iznos sredstava namenjen finansiranju svoje kulturne politike, čime se dodatno opterećuju budžeti institucija za kulturu.)
MATCH@E:(Second, the lower level, local governments reduce the funds meant to fund their cultural policies, thus additionally burdening the budgets of cultural institutions.===>)
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BAD_LINE_M:Second, the lower level, local governments reduce the funds meant to fund their cultural policies, thus additionally burdening the budgets of cultural institutions.
BAD_LINE_M:Kao drugo, niži, lokalni organi vlasti redukuju iznos sredstava namenjen finansiranju svoje kulturne politike, čime se dodatno opterećuju budžeti institucija za kulturu.
BAD_LINE_E:Second, the lower level, local governments reduce the funds meant to fund their cultural policies, thus additionally burdening the budgets of cultural institutions.
BAD_LINE_E:
MATCH@M:(In the conditions when the population finds it more and more difficult to solve the problems of making the ends meet, the arguments in favour of public funding for culture gain very little support.===>U uslovima otežanog rešavanja egzistencijalnih pitanja značajnog dela populacije, argumenti u prilog javnog finansiranja oblasti kulture imaju veoma slabu potporu.)
MATCH@E:(In the conditions when the population finds it more and more difficult to solve the problems of making the ends meet, the arguments in favour of public funding for culture gain very little support.===>U uslovima otežanog rešavanja egzistencijalnih pitanja značajnog dela populacije, argumenti u prilog javnog finansiranja oblasti kulture imaju veoma slabu potporu.)
MATCH@M:(Faced with the current economic crisis, the majority of European countries resort to reducing the expenditures from the state budget for cultural purposes.===>Suočene sa ak-tuelnom ekonomskom krizom, većina evropskih zemalja se odlučuje na smanjenje izdvajanja sredstava iz državnog budžeta za kulturne svrhe.)
MATCH@E:(Faced with the current economic crisis, the majority of European countries resort to reducing the expenditures from the state budget for cultural purposes.===>Suočene sa aktuelnom ekonomskom krizom, većina evropskih zemalja se odlučuje na smanjenje izdvajanja sredstava iz državnog budžeta za kulturne svrhe.)
MATCH@M:(In 2010, such restrictions were carried out, among others, in Estonia (the reduction of budget by 9% followed a significaant raise of the tax rate for added value in 2009, which is brought into connection with the fall in the rate of visits to museums by about 30%), Belgium (4.4 million euros were “frozen“, whereas further grants are currently out of the question), Germany (certain federal states reduced their expenditures, primarily for the film industry, by about 15%), Spain and Portugal.===>Tokom 2010. godine, ovakva smanjenja su sprovedena, između ostalog, u Estoniji (smanjenje budžeta od 9% usledilo je nakon značajnog povećanja stope poreza na dodatu vrednost u 2009. godini, koje se dovodi u vezu sa padom stope posećivanja muzeja za oko 30%), Belgiji (4,4 miliona evra je «zamrznuto», uz trenutnu nemogućnost daljeg odobravanja subvencija), Nemačkoj (pojedine savezne države su smanjile svoje izdatke, prvenstveno za filmsku umetnost za oko 15%), Španiji i Portugaliji.)
MATCH@E:(In 2010, such restrictions were carried out, among others, in Estonia (the reduction of budget by 9% followed a significaant raise of the tax rate for added value in 2009, which is brought into connection with the fall in the rate of visits to museums by about 30%), Belgium (4.4 million euros were frozen, whereas further grants are currently out of the question), Germany (certain federal states reduced their expenditures, primarily for the film industry, by about 15%), Spain and Portugal.===>Tokom 2010. godine, ovakva smanjenja su sprovedena, između ostalog, u Estoniji (smanjenje budžeta od 9% usledilo je nakon značajnog povećanja stope poreza na dodatu vrednost u 2009. godini, koje se dovodi u vezu sa padom stope posećivanja muzeja za oko 30%), Belgiji (4,4 miliona evra je «zamrznuto», uz trenutnu nemogućnost daljeg odobravanja subvencija), Nemačkoj (pojedine savezne države su smanjile svoje izdatke, prvenstveno za filmsku umetnost za oko 15%), [paniji i Portugaliji. (SICA Dutsh Centre for International Cultural Activities , 2010, str. 1-2) U Velikoj Britaniji se gotovo sve oblasti kulture i umetnosti suočavaju sa opasnošću finansijske neodrživosti. ~~~ Interesantno je da su do sada sprovedena smanjivanja izdataka relativno više pogodila umetnost u odnosu na oblasti sporta i medija.)
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BAD_LINE_M:In 2010, such restrictions were carried out, among others, in Estonia (the reduction of budget by 9% followed a significaant raise of the tax rate for added value in 2009, which is brought into connection with the fall in the rate of visits to museums by about 30%), Belgium (4.4 million euros were “frozen“, whereas further grants are currently out of the question), Germany (certain federal states reduced their expenditures, primarily for the film industry, by about 15%), Spain and Portugal.
BAD_LINE_M:Tokom 2010. godine, ovakva smanjenja su sprovedena, između ostalog, u Estoniji (smanjenje budžeta od 9% usledilo je nakon značajnog povećanja stope poreza na dodatu vrednost u 2009. godini, koje se dovodi u vezu sa padom stope posećivanja muzeja za oko 30%), Belgiji (4,4 miliona evra je «zamrznuto», uz trenutnu nemogućnost daljeg odobravanja subvencija), Nemačkoj (pojedine savezne države su smanjile svoje izdatke, prvenstveno za filmsku umetnost za oko 15%), Španiji i Portugaliji.
BAD_LINE_E:In 2010, such restrictions were carried out, among others, in Estonia (the reduction of budget by 9% followed a significaant raise of the tax rate for added value in 2009, which is brought into connection with the fall in the rate of visits to museums by about 30%), Belgium (4.4 million euros were frozen, whereas further grants are currently out of the question), Germany (certain federal states reduced their expenditures, primarily for the film industry, by about 15%), Spain and Portugal.
BAD_LINE_E:Tokom 2010. godine, ovakva smanjenja su sprovedena, između ostalog, u Estoniji (smanjenje budžeta od 9% usledilo je nakon značajnog povećanja stope poreza na dodatu vrednost u 2009. godini, koje se dovodi u vezu sa padom stope posećivanja muzeja za oko 30%), Belgiji (4,4 miliona evra je «zamrznuto», uz trenutnu nemogućnost daljeg odobravanja subvencija), Nemačkoj (pojedine savezne države su smanjile svoje izdatke, prvenstveno za filmsku umetnost za oko 15%), [paniji i Portugaliji. (SICA Dutsh Centre for International Cultural Activities , 2010, str. 1-2) U Velikoj Britaniji se gotovo sve oblasti kulture i umetnosti suočavaju sa opasnošću finansijske neodrživosti. ~~~ Interesantno je da su do sada sprovedena smanjivanja izdataka relativno više pogodila umetnost u odnosu na oblasti sporta i medija.
MATCH@M:(An interesting fact is that the reduction of expenditures so far have hit art to a relatively higher extent compared to the segments of sports and media.===>Interesantno je da su do sada sprovedena smanjivanja izdataka relativno više pogodila umetnost u odnosu na oblasti sporta i medija.)
MATCH@E:(An interesting fact is that the reduction of expenditures so far have hit art to a relatively higher extent compared to the segments of sports and media.===>Takav trend je posebno došao do izražaja u Sjedinjenim Američkim Državama, nasuprot Nemačkoj i Irskoj u kojima su izdaci za kulturne namene u istom periodu značajno povećani.)
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BAD_LINE_M:An interesting fact is that the reduction of expenditures so far have hit art to a relatively higher extent compared to the segments of sports and media.
BAD_LINE_M:Interesantno je da su do sada sprovedena smanjivanja izdataka relativno više pogodila umetnost u odnosu na oblasti sporta i medija.
BAD_LINE_E:An interesting fact is that the reduction of expenditures so far have hit art to a relatively higher extent compared to the segments of sports and media.
BAD_LINE_E:Takav trend je posebno došao do izražaja u Sjedinjenim Američkim Državama, nasuprot Nemačkoj i Irskoj u kojima su izdaci za kulturne namene u istom periodu značajno povećani.
MATCH@M:(Practically, there is an increasing number of people who support the attitude that the entire cultural sector should be left to an entirely market method of financing.===>Praktično, sve je više pristalica stanovišta prema kome bi celokupan sektor kulture u ovoj zemlji trebao biti prepušten isključivo tržišnom načinu finansiranja.)
MATCH@E:(Practically, there is an increasing number of people who support the attitude that the entire cultural sector should be left to an entirely market method of financing.===>Ipak, tumačenje podataka o nacionalnoj potrošnji u oblasti kulture je neraskidivo povezano sa širim društvenoekonomskim i političkim uređenjem zemlje na koju se oni odnose.)
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BAD_LINE_M:Practically, there is an increasing number of people who support the attitude that the entire cultural sector should be left to an entirely market method of financing.
BAD_LINE_M:Praktično, sve je više pristalica stanovišta prema kome bi celokupan sektor kulture u ovoj zemlji trebao biti prepušten isključivo tržišnom načinu finansiranja.
BAD_LINE_E:Practically, there is an increasing number of people who support the attitude that the entire cultural sector should be left to an entirely market method of financing.
BAD_LINE_E:Ipak, tumačenje podataka o nacionalnoj potrošnji u oblasti kulture je neraskidivo povezano sa širim društvenoekonomskim i političkim uređenjem zemlje na koju se oni odnose.
MATCH@M:(In the Netherlands, for example, the state budget allocated for the culture was reduced by 20% (about 200 million euros) in 2010.===>U Holandiji, na primer, tokom 2010. godine sprovedeno je smanjenje državnog budžeta za kulturu od 20% (oko 200 miliona evra).)
MATCH@E:(In the Netherlands, for example, the state budget allocated for the culture was reduced by 20% (about 200 million euros) in 2010.===>U Holandiji, na primer, tokom 2010. godine sprovedeno je smanjenje državnog budžeta za kulturu od 20% (oko 200 miliona evra).)
MATCH@M:(Here, the largest portion of this reduction refers to live arts, whereas the fields of cultural heritage and amateur arts retained the major portion of the previously allocated funds from the public sources.===>Pri tome, najveći deo ovog smanjenja odnosi se na žive umetnosti, dok je u oblastima kulturnog nasleđa i amaterskih umetnosti zadržan najveći deo prethodno pripadajućih sredstava iz javnih izvora.)
MATCH@E:(Here, the largest portion of this reduction refers to live arts, whereas the fields of cultural heritage and amateur arts retained the major portion of the previously allocated funds from the public sources.===>Pri tome, najveći deo ovog smanjenja odnosi se na žive umetnosti, dok je u oblastima kulturnog nasleđa i amaterskih umetnosti zadržan najveći deo prethodno pripadajućih sredstava iz javnih izvora.)
MATCH@M:(On the other hand, Sweden decided in favour of a somewhat different approach to solving the problem of reduced ability to finance culture, in comparison to other European countries.===>Sa druge strane, Švedska se odlučila za nešto drugačiji pristup rešavanju problema smanjene mogućnosti finansiranja kulture, u poređenju sa većinom drugih evropskih zemalja.)
MATCH@E:(On the other hand, Sweden decided in favour of a somewhat different approach to solving the problem of reduced ability to finance culture, in comparison to other European countries.===>Sa druge strane, [vedska se odlučila za nešto drugačiji pristup rešavanju problema smanjene mogućnosti finansiranja kulture, u poređenju sa većinom drugih evropskih zemalja.)
MATCH@M:(Namely, while smaller cities reduced their own expenditures for culture, an increase in the budgets for culture was achieved on the regional level as well as on the levels of bigger cities.===>Naime, dok su manji gradovi re-dukovali sopstvena izdavanja za kulturu, na regionalnom, ali čak i na nivou većih gradova, je ostvareno povećanje budžeta za kulturu.)
MATCH@E:(Namely, while smaller cities reduced their own expenditures for culture, an increase in the budgets for culture was achieved on the regional level as well as on the levels of bigger cities.===>Naime, dok su manji gradovi redukovali sopstvena izdavanja za kulturu, na regionalnom, ali čak i na nivou većih gradova, je ostvareno povećanje budžeta za kulturu.)
MATCH@M:(This means the recognition of the innovative role of culture and of creative industries, however, to the detriment of the traditional forms of art that previously prevailed.===>Time je prepoznata inovativna uloga kulture i kreativnih industrija, ali na uštrb tradicionalnih oblika umetnosti koji su prethodno preovlađivali.)
MATCH@E:(This means the recognition of the innovative role of culture and of creative industries, however, to the detriment of the traditional forms of art that previously prevailed.===>Time je prepoznata in ovativna uloga kulture i kreativnih industrija, ali na uštrb tradicionalnih oblika umetnosti koji su prethodno preovlađivali.)
MATCH@M:(A similar tendency is observed in Norway, where the state budget for culture was increased in that very 2010.===>Slična tendencija je prisutna u Norveškoj, gde je državni budžet za kulturu upravo povećan tokom 2010. godine.)
MATCH@E:(A similar tendency is observed in Norway, where the state budget for culture was increased in that very 2010.===>Slična tendencija je prisutna u Norveškoj, gde je državni budžet za kulturu upravo povećan tokom 2010. godine.)
MATCH@M:(According to the research, the cultural institutions in the United States of America recorded a 5-30% fall in the income from the membership fees and sales of tickets in 2008.===>Istraživanja pokazuju da su tokom 2008. godine kulturne institucije u Sjedinjenim Američkim Državama zabeležile pad prihoda po osnovu članarina i prodatih ulaznica u iznosu od 5-30%.)
MATCH@E:(According to the research, the cultural institutions in the United States of America recorded a 5-30% fall in the income from the membership fees and sales of tickets in 2008.===>Istraživanja pokazuju da su tokom 2008. godine kulturne institucije u Sjedinjenim Američkim Državama zabeležile pad prihoda po osnovu članarina i prodatih ulaznica u iznosu od 5-30%.)
MATCH@M:(Other forms of earnings, such as earnings from renting facilities and commercial sales were also reduced by 10-20%.===>Ostali oblici prihoda, poput prihoda od izdavanja prostora i komercijalne prodaje su takođe smanjeni za 10-20%.)
MATCH@E:(Other forms of earnings, such as earnings from renting facilities and commercial sales were also reduced by 10-20%.===>Ostali oblici prihoda, poput prihoda od izdavanja prostora i komercijalne prodaje su takođe smanjeni za 10-20%.)
MATCH@M:(Here, the reduction in total incomes from the sales of cultural institutions is a result of a combined effect of the reduced sales scope and the service prices.===>Pri tome, smanjenje ukunih prihoda od prodaje kulturnih institucija je rezultantna kombi-novanog delovanja smanjenja obima prodaje, ali i ce-na usluga.)
MATCH@E:(Here, the reduction in total incomes from the sales of cultural institutions is a result of a combined effect of the reduced sales scope and the service prices.===>Pri tome, smanjenje ukunih prihoda od prodaje kulturnih institucija je rezultantna kombinovanog delovanja smanjenja obima prodaje, ali i cena usluga.)
MATCH@M:(In gloomy times, tickets for cultural events are considered to be luxury goods, hence the demand that their price should be lowered.===>Ulaznice za kulturna dešavanja se u teškim ekonomskim uslovima smatraju luksuznim dobrom, zbog čega se javlja potreba za smanjenjem njihove cene.)
MATCH@E:(In gloomy times, tickets for cultural events are considered to be luxury goods, hence the demand that their price should be lowered.===>Ulaznice za kulturna dešavanja se u teškim ekonomskim uslovima smatraju luksuznim dobrom, zbog čega se javlja potreba za smanjenjem njihove cene.)
MATCH@M:(Besides, the terms of granting credit lines become increasingly stricter, while the institutions - the credit users face the problem of money flows necessary to repay loans regularly.===>Pored toga, zaoštravaju se uslovi odobravanja kreditnih linija, dok se institucije koje su već korisnici kredita suočavaju sa problemom dovoljnosti novčanih tokova za redovno izmirenje preuzetih obaveza.)
MATCH@E:(Besides, the terms of granting credit lines become increasingly stricter, while the institutions the credit users face the problem of money flows necessary to repay loans regularly.===>Pored toga, zaoštravaju se uslovi odobravanja kreditnih linija, dok se institucije koje su već korisnici kredita suočavaju sa problemom dovoljnosti novčanih tokova za redovno izmirenje preuzetih obaveza.)
MATCH@M:(One method of mitigating the negative effect of the reduction in the average amount of donations upon the financial standing of cultural institutions can be attracting as many individual sponsors as possible, through marketing activities.===>Način za ublažavanje negativnog efekta smanjenja prosečnog iznosa donacija na finansijski položaj kulturnih institucija može biti privlačenje što većeg broja pojedinačnih donatora, posredstvom marketinških aktivnosti.)
MATCH@E:(One method of mitigating the negative effect of the reduction in the average amount of donations upon the financial standing of cultural institutions can be attracting as many individual sponsors as possible, through marketing activities.===>)
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BAD_LINE_M:One method of mitigating the negative effect of the reduction in the average amount of donations upon the financial standing of cultural institutions can be attracting as many individual sponsors as possible, through marketing activities.
BAD_LINE_M:Način za ublažavanje negativnog efekta smanjenja prosečnog iznosa donacija na finansijski položaj kulturnih institucija može biti privlačenje što većeg broja pojedinačnih donatora, posredstvom marketinških aktivnosti.
BAD_LINE_E:One method of mitigating the negative effect of the reduction in the average amount of donations upon the financial standing of cultural institutions can be attracting as many individual sponsors as possible, through marketing activities.
BAD_LINE_E:
MATCH@M:(The employees in the cultural sector are especially badly hit by the economic crisis.===>Zaposleni u oblasti kulture su posebno pogođeni kriznom ekonomskom situacijom.)
MATCH@E:(The employees in the cultural sector are especially badly hit by the economic crisis.===>)
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BAD_LINE_M:The employees in the cultural sector are especially badly hit by the economic crisis.
BAD_LINE_M:Zaposleni u oblasti kulture su posebno pogođeni kriznom ekonomskom situacijom.
BAD_LINE_E:The employees in the cultural sector are especially badly hit by the economic crisis.
BAD_LINE_E:
MATCH@M:(The entrepreneur in culture is the one who proposes projects, gives innitiative for the realization of certain ideas, regardless of whether they are profitable or not, raises funds to finance the completion of his project, and provide the fees for himself as the project author and executor.===>Preduzetnik u kulturi sam predlaže projekte, nosilac je inicijativa za realizaciju određenih ideja, bilo da su one profitne ili neprofitne, te da fandrejzingom ostvari novac za realizaciju svog projekta, ali i honorar za samog sebe kao za autora i realizatora projekta.)
MATCH@E:(The entrepreneur in culture is the one who proposes projects, gives innitiative for the realization of certain ideas, regardless of whether they are profitable or not, raises funds to finance the completion of his project, and provide the fees for himself as the project author and executor. ([ešić, M., Stajković, B., Beograd, 2007, p.116).===>Preduzetnik u kulturi sam predlaže projekte, nosilac je inicijativa za realizaciju određenih ideja, bilo da su one profitne ili neprofitne, te da fandrejzingom ostvari novac za realizaciju svog projekta, ali i honorar za samog sebe kao za autora i realizatora projekta.([ešić M., Stajković B.,Beograd 2007., str.116).)
MATCH@M:(The stress should be on private publishing, music and video production companies, web-site agencies, agencies for mediation in culture, artisan shops for the repair and restauration of antiquities, paintings, for binding old and rare books.===>Trebalo bi akcenat staviti na privatno izdavaštvo, muzičke ili video produkcijske kuće, web-site agencije, agencije za posredovanje u kulturi, zanatske radnje za popravku i restauraciju antikviteta, slika, koričenje starih i retkih knjiga.)
MATCH@E:(The stress should be on private publishing, music and video production companies, web-site agencies, agencies for mediation in culture, artisan shops for the repair and restauration of antiquities, paintings, for binding old and rare books.===>Trebalo bi akcenat staviti na privatno izdavaštvo, muzičke ili video produkcijske kuće, web-site agencije, agencije za posredovanje u kulturi, zanatske radnje za popravku i restauraciju antikviteta, slika, koričenje starih i retkih knjiga.)
MATCH@M:(It is also possible to set up galleries, bookstores, agencies providing eduactional services such as courses in ballet, acting, painting, etc.===>Takođe se mogu osnivati galerije, knjižare, agencije za obrazovne usluge kao što su studija baleta, glume, slikarstva i t.d.)
MATCH@E:(It is also possible to set up galleries, bookstores, agencies providing eduactional services such as courses in ballet, acting, painting, etc.===>Takođe se mogu osnivati galerije, knjižare, agencije za obrazovne usluge kao što su studija baleta, glume, slikarstva i t.)
MATCH@M:(According to the methodology of the Statistical Office of the Republic of Serbia, the notion of culture covers cinemas, theatres, broadcasting corporations, archives, libraries, museums, publishing industry, philcharmonic and symphony orchestras and registered cultural real estates.===>Shodno metodologiji Zavoda za statistiku Republike Srbije, pojam kulture objedinjuje bioskope, pozorišta, radio i televizijske stanice, arhive, biblioteke, muzeje, izdavačku delatnost, filharmonije i simfonijske orkestre i nepokretna registrovana kulturna dobra.)
MATCH@E:(Effects of crisis upon the cultural situation in Serbia According to the methodology of the Statistical Office of the Republic of Serbia, the notion of culture covers cinemas, theatres, broadcasting corporations, archives, libraries, museums, publishing industry, philcharmonic and symphony orchestras and registered cultural real estates.===>Uticaj krize na stanje kulture u Srbiji Shodno metodologiji Zavoda za statistiku Republike Srbije, pojam kulture objedinjuje bioskope, pozorišta, radio i televizijske stanice, arhive, biblioteke, muzeje, izdavačku delatnost, filharmonije i simfonijske orkestre i nepokretna registrovana kulturna dobra.)
MATCH@M:(The Law on the Budget of the Republic of Serbia for the year 2011 provides the same amount for the cultural purposes in an absolute sense, however, its relative participation is reduced to 0.446%.===>Zakonom o budžetu Republike Srbije u 2011. godini namenjen je isti iznos sredstava za kulturne namene u apsolutnom smislu, ali je njegovo relativno učešće smanjeno na 0,0446%.)
MATCH@E:(The Law on the Budget of the Republic of Serbia for the year 2011 provides the same amount for the cultural purposes in an absolute sense, however, its relative participation is reduced to 0.446%.===>Zakonom o budžetu Republike Srbije u 2011. godini namenjen je isti iznos sredstava za kulturne namene u apsolutnom smislu, ali je njegovo relativno učešće smanjeno na 0,0446%.)
MATCH@M:(On the basis of the comparative budget for the culture of the Ministry of Finance RS, a significant tendency of fall can be observed in the 2006-2011 period.===>Na osnovu uporednog bud`eta kulture Ministarstva za finansije RS mo`e se uo~iti veoma zna~ajna tendencija pada subvencija u periodu 2006-2011. godine.)
MATCH@E:(On the basis of the comparative budget for the culture of the Ministry of Finance RS, a significant tendency of fall can be observed in the 2006-2011 period.===>Pri tome, istraživanja pokazuju da je najveći broj radnika kulturnih institu Na osnovu uporednog budžeta kulture Ministarstva za finansije RS može se uočiti veoma značajna tendencija pada subvencija u periodu 2006-2011. godine.)
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BAD_LINE_M:On the basis of the comparative budget for the culture of the Ministry of Finance RS, a significant tendency of fall can be observed in the 2006-2011 period.
BAD_LINE_M:Na osnovu uporednog bud`eta kulture Ministarstva za finansije RS mo`e se uo~iti veoma zna~ajna tendencija pada subvencija u periodu 2006-2011. godine.
BAD_LINE_E:On the basis of the comparative budget for the culture of the Ministry of Finance RS, a significant tendency of fall can be observed in the 2006-2011 period.
BAD_LINE_E:Pri tome, istraživanja pokazuju da je najveći broj radnika kulturnih institu Na osnovu uporednog budžeta kulture Ministarstva za finansije RS može se uočiti veoma značajna tendencija pada subvencija u periodu 2006-2011. godine.
MATCH@M:(In the domain of specialised services, the largest portion of finances is allocated to creativity, primarily film-making (35.8%), literature (19.3%) and international cooperation in creativity (19.6%).===>Me|u specijalizovanim uslugama, najve]i deo sredstava opredeljen je za stvarala[tvo, prvenstveno kinematografiju (35,8%), knji`evnost (19,3%) i me|unarodnu saradnju u stvarala[tvu (19,6%).)
MATCH@E:(In the domain of specialised services, the largest portion of finances is allocated to creativity, primarily film-making (35.8%), literature (19.3%) and international cooperation in creativity (19.6%).===>Među specijalizovanim uslugama, najveći deo sredstava opredeljen je za stvaralaštvo, prvenstveno kinematografiju (35,8%), književnost (19,3%) i međunarodnu saradnju u stvaralaštvu (19,6%). ~~~ Tabela br.1 :)
MATCH@M:(In accordance with their political, legal and financial authority to govern the cultural development on their territories, cities allocate part of their budgets to finance cultural institutions in the domains of the employees’ earnings, investments, technical equipment and maintenance, cultural manifestations funding, etc.===>U skladu sa svojim političkim, zakonskim i finansijskim autoritetom da upravljaju kulturnim razvojem na svojim teritorij ama, gradovi izdvajaju deo svog budžeta za finansiranje ustanova kulture u domenu zarada zaposlenih, investicionih ulaganja, tehničkog opremanja i održavanja, izdvajanja sredstava za kulturne manifestacije i slično.)
MATCH@E:(In accordance with their political, legal and financial authority to govern the cultural development on their territories, cities allocate part of their budgets to finance cultural institutions in the domains of the employees earnings, investments, technical equipment and maintenance, cultural manifestations funding, etc.===>U skladu sa svojim političkim, zakonskim i finansijskim autoritetom da upravljaju kulturnim razvojem na svojim teritorijama, gradovi izdvajaju deo svog budžeta za finansiranje ustanova kulture u domenu zarada zaposlenih, investicionih ulaganja, tehničkog opremanja i održavanja, izdvajanja sredstava za kulturne manifestacije i slično.)
MATCH@M:(According to the results of the analysis of the cultural policies on a representative sample in the cities in Serbia, the average participation of expenditures for culture in the total budget amounted to 8.07% in 2009, while this same participation was 6.52% in 2006.===>Prema rezultatima analize kulturnih politika na reprezentativnom uzorku gradova Srbije, prosečno procentualno učešće izdataka za kulturu u ukupnom budžetu iznosilo je 8,07% u 2009. godini, dok je isto učešće u 2006. godini iznosilo oko 6,52%.)
MATCH@E:(According to the results of the analysis of the cultural policies on a representative sample in the cities in Serbia, the average participation of expenditures for culture in the total budget amounted to 8.07% in 2009, while this same participation was 6.52% in 2006.===>Prema rezultatima analize kulturnih politika na reprezentativnom uzorku gradova Srbije, prosečno procentualno učešće izdataka za kulturu u ukupnom budžetu iznosilo je 8,07% u 2009. godini, dok je isto učešće u 2006. godini iznosilo oko 6,52%.)
MATCH@M:(They serve, together with the data on the public, and then the private sources of financing, to position the cultural sector in relation to other sectors of the national economy in the analysis.===>Njima se, uporedo sa podacima o javnim, a zatim privatnim izvorima finansiranja, sektor kulture pozi-cionira u analizi u odnosu na sektore nacionalne ekonomije.)
MATCH@E:(They serve, together with the data on the public, and then the private sources of financing, to position the cultural sector in relation to other sectors of the national economy in the analysis.===>Njima se, uporedo sa podacima o javnim, a zatim privatnim izvorima finansiranja, sektor kulture pozicionira u analizi u odnosu na sektore nacionalne ekonomije.)
MATCH@M:(According to the data of the Statistical Office of the Republic of Serbia, the level of the net earnings in the cultural sector in Serbia is characterised by a constant rise over the first decade of the 21st century.===>Prema podacima Republičkog zavoda za statistiku, nivo neto zarade u kulturnim delatnostima u Srbiji karakteriše kontinuirani rast tokom prve decenije XXI veka.)
MATCH@E:(According to the data of the Statistical Office of the Republic of Serbia, the level of the net earnings in the cultural sector in Serbia is characterised by a constant rise over the first decade of the 21st century.===>Prema podacima Republičkog zavoda za statistiku, nivo neto zarade u kulturnim delatnostima u Srbiji karakteriše kontinuirani rast tokom prve decenije XXI veka.)
MATCH@M:(As regards individual segments within the culture, a relatively highest level of earnings is achieved in the publishing industry.===>Posmatrano po pojedinim oblastima unutar kulture, relativno najveći nivo zarada ostvaruje se u izdavačkoj delatnosti.)
MATCH@E:(As regards individual segments within the culture, a relatively highest level of earnings is achieved in the publishing industry.===>Posmatrano po pojedinim oblastima unutar kulture, relativno najveći nivo zarada ostvaruje se u izdavačkoj delatnosti.)
MATCH@M:(The lowest level and the most dramatic fluctuations over time are observed in the filmmaking industry and broadcasting, sound recording and release.===>Najniži nivo i najizraženije oscilacije tokom vremena prisutne su u oblasti kinematografske i televizijske produkcije, snimanja zvučnih zapisa i izdavanja mizučkih zapisa.)
MATCH@E:(The lowest level and the most dramatic fluctuations over time are observed in the filmmaking industry and broadcasting, sound recording and release.===>Najniži nivo i najizraženije oscilacije tokom vremena prisutne su u oblasti kinematografske i televizijske produkcije, snimanja zvučnih zapisa i izdavanja mizučkih zapisa.)
MATCH@M:(Out of the total of nineteen sectors of activities in this country, the culture occupies the eleventh position according to the amount of the employees’ average earnings, below the sectors of health and social care and education.===>Od ukupno devetnaest sektora delatnosti u našoj zemlji, delatnosti kulture se, prema podacima iz drugog kvartala 2011. godine, nalaze na jedanaestom mestu prema visini prosečne neto zarade zaposlenih, iza sektora zdravstvene i socijalne zaštite i obrazovanja.)
MATCH@E:(Out of the total of nineteen sectors of activities in this country, the culture occupies the eleventh position according to the amount of the employees average earnings, below the sectors of health and social care and education.===>Od ukupno devetnaest sektora delatnosti u našoj zemlji, delatnosti kulture se, prema podacima iz drugog kvartala 2011. godine, nalaze na jedanaestom mestu prema visini prosečne neto zarade zaposlenih, iza sektora zdravstvene i socijalne zaštite i obrazovanja.)
MATCH@M:(It is evident, however, that as of 2008, the average net earnings of employees in the cultural sector rise following the falling rate, which can be understood as an indicator of their fall in the period to come.===>Ipak, uočljivo je da, počev od 2008. godine, prosečne neto zarade zaposlenih u oblasti kulture rastu po opadajućoj stopi, što se može smatrati potencijalnim indikatorom njihovog pada u predstojećem periodu.)
MATCH@E:(It is evident, however, that as of 2008, the average net earnings of employees in the cultural sector rise following the falling rate, which can be understood as an indicator of their fall in the period to come.===>Ipak, uočljivo je da, počev od 2008. godine, prosečne neto zarade zaposlenih u oblasti kulture rastu po opadajućoj stopi, što se može smatrati potencijalnim indikatorom njihovog pada u predstojećem periodu.)
MATCH@M:(Due to the simultaneous fall in the overall employment at the time, the share of the cultural sectror in the number of the employed rose from 1.7% at the beginning, to 2.2% at the end of the observed period.===>Kako je istovremeno ostvaren značajan pad ukupne zaposlenosti, učešće kulturne delatnosti u broju zaposlenih je poraslo sa 1,7% na početku, na 2,2% na kraju posmatra-nog perioda.)
MATCH@E:(Due to the simultaneous fall in the overall employment at the time, the share of the cultural sectror in the number of the employed rose from 1.7% at the beginning, to 2.2% at the end of the observed period.===>Kako je istovremeno ostvaren značajan pad ukupne zaposlenosti, učešće kulturne delatnosti u broju zaposlenih je po 1 Podaci za 2010. godinu se odnose na prosečnu neto zaradu tokom prvih šest meseci godine. raslo sa 1,7% na početku, na 2,2% na kraju posmatranog perioda.)
BAD_LINE_=============================================================
BAD_LINE_M:Due to the simultaneous fall in the overall employment at the time, the share of the cultural sectror in the number of the employed rose from 1.7% at the beginning, to 2.2% at the end of the observed period.
BAD_LINE_M:Kako je istovremeno ostvaren značajan pad ukupne zaposlenosti, učešće kulturne delatnosti u broju zaposlenih je poraslo sa 1,7% na početku, na 2,2% na kraju posmatra-nog perioda.
BAD_LINE_E:Due to the simultaneous fall in the overall employment at the time, the share of the cultural sectror in the number of the employed rose from 1.7% at the beginning, to 2.2% at the end of the observed period.
BAD_LINE_E:Kako je istovremeno ostvaren značajan pad ukupne zaposlenosti, učešće kulturne delatnosti u broju zaposlenih je po 1 Podaci za 2010. godinu se odnose na prosečnu neto zaradu tokom prvih šest meseci godine. raslo sa 1,7% na početku, na 2,2% na kraju posmatranog perioda.
MATCH@M:(A substantial fall in employment is recorded in the publishing industry, whereas in the other segments the number of employees remains relatively steady, with slight fluctuations over time.===>Značajan pad zaposlenosti beleži izdavačaka delatnost, dok je u ostalim oblastima broj zaposlenih relativno stabilan, uz manje oscilacije u toku vremena.)
MATCH@E:(A substantial fall in employment is recorded in the publishing industry, whereas in the other segments the number of employees remains relatively steady, with slight fluctuations over time.===>Pripremljeno prema podacima Republičkog zavoda za statistiku (http://webrzs.stat.gov.rs) Posmatrano po pojedinim oblastima delatnosti kulture, relativno najveći broj zaposlenih (oko 32% u proseku) odnosi se na programske aktivnosti i emitovanje.)
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BAD_LINE_M:A substantial fall in employment is recorded in the publishing industry, whereas in the other segments the number of employees remains relatively steady, with slight fluctuations over time.
BAD_LINE_M:Značajan pad zaposlenosti beleži izdavačaka delatnost, dok je u ostalim oblastima broj zaposlenih relativno stabilan, uz manje oscilacije u toku vremena.
BAD_LINE_E:A substantial fall in employment is recorded in the publishing industry, whereas in the other segments the number of employees remains relatively steady, with slight fluctuations over time.
BAD_LINE_E:Pripremljeno prema podacima Republičkog zavoda za statistiku (http://webrzs.stat.gov.rs) Posmatrano po pojedinim oblastima delatnosti kulture, relativno najveći broj zaposlenih (oko 32% u proseku) odnosi se na programske aktivnosti i emitovanje.
MATCH@M:(Reliable findings on the effects of macroeconomic trends upon the cultural development are obtained from the analysis of the levels and trends of respective indicators, in terms of the number of cultural institutions per individual segments of culture, the number of their visitors and users, the number of manifestations organized in them etc.===>Pouzdane zaključke o uticaju makroekonomskih kretanja na razvoj kulture pruža analiza nivoa i trenda kretanja odgovarajućih indikatora, u smislu broja kulturnih institucija po pojedinim oblastima kulture, broja njihovih posetilaca i korisnika, broja organizovanih manifestacija u njima i slično.)
MATCH@E:(Reliable findings on the effects of macroeconomic trends upon the cultural development are obtained from the analysis of the levels and trends of respective indicators, in terms of the number of cultural institutions per individual segments of culture, the number of their visitors and users, the number of manifestations organized in them etc.===>Grafikon br. 2 Kretanje broja zaposlenih u pojedinim oblastima delatnosti kulture u periodu 2001-2010. godine turnih institucija po pojedinim oblastima kulture, broja njihovih posetilaca i korisnika, broja organizovanih manifestacija u njima i slično.)
BAD_LINE_=============================================================
BAD_LINE_M:Reliable findings on the effects of macroeconomic trends upon the cultural development are obtained from the analysis of the levels and trends of respective indicators, in terms of the number of cultural institutions per individual segments of culture, the number of their visitors and users, the number of manifestations organized in them etc.
BAD_LINE_M:Pouzdane zaključke o uticaju makroekonomskih kretanja na razvoj kulture pruža analiza nivoa i trenda kretanja odgovarajućih indikatora, u smislu broja kulturnih institucija po pojedinim oblastima kulture, broja njihovih posetilaca i korisnika, broja organizovanih manifestacija u njima i slično.
BAD_LINE_E:Reliable findings on the effects of macroeconomic trends upon the cultural development are obtained from the analysis of the levels and trends of respective indicators, in terms of the number of cultural institutions per individual segments of culture, the number of their visitors and users, the number of manifestations organized in them etc.
BAD_LINE_E:Grafikon br. 2 Kretanje broja zaposlenih u pojedinim oblastima delatnosti kulture u periodu 2001-2010. godine turnih institucija po pojedinim oblastima kulture, broja njihovih posetilaca i korisnika, broja organizovanih manifestacija u njima i slično.
MATCH@M:(A limitation in conducting a comprehensive analysis of quantitative indicators of cultural institutions in Serbia is the lack of data on the annual basis in certain segments.===>Ograničenje za sprovođenje sveobuhvatne empirijske analize kvantitativnih pokazatelja kulturnih ustanova u Srbiji predstavlja nedostatak podataka na godišnjoj osnovi u pojedinim oblastima.)
MATCH@E:(A limitation in conducting a comprehensive analysis of quantitative indicators of cultural institutions in Serbia is the lack of data on the annual basis in certain segments.===>Ograničenje za sprovođenje sveobuhvatne empirijske analize kvantitativnih pokazatelja kulturnih ustanova u Srbiji predstavlja nedostatak podataka na godišnjoj osnovi u pojedinim oblastima.)
MATCH@M:(Due to specific characteristics, the periods in which observations are made and data are collected in different areas of culture differ.===>Usled specifičnih karateristika, različita je periodika posmatranja i prikupljanja podataka iz različitih oblasti kulture.)
MATCH@E:(Due to specific characteristics, the periods in which observations are made and data are collected in different areas of culture differ.===>Usled specifičnih karateristika, različita je periodika posmatranja i prikupljanja podataka iz različitih oblasti kulture.)
MATCH@M:(Namely, the annual statistical reports cover the activities of theatres, cinemas and broadcasting corporations in Serbia, as well as media and publishing houses.===>Naime, godišnjim statističkim izveštajima obuhvaćene su aktivnosti pozorišta, bisokopa i radio i TV stanica u Srbiji, kao i štampe i izdavačke delatnosti.)
MATCH@E:(Namely, the annual statistical reports cover the activities of theatres, cinemas and broadcasting corporations in Serbia, as well as media and publishing houses.===>Naime, godišnjim statističkim izveštajima obuhvaćene su aktivnosti pozorišta, bisokopa i radio i TV stanica u Srbiji, kao i štampe i izdavačke delatnosti.)
MATCH@M:(On the other hand, the data on libraries, museums, art galleries and archives are published on a three-year basis.===>Sa druge strane, podaci o bibliotekama, muzejima, umetničkim galerijama i arhivima se publikuju na trogodišnjoj osnovi.)
MATCH@E:(On the other hand, the data on libraries, museums, art galleries and archives are published on a three-year basis (Statistical Office of Serbia, 2010, p.416).===>Sa druge strane, podaci o bibliotekama, muzejima, umetničkim galerijama i arhivima se publikuju na trogodišnjoj osnovi (RZS, 2010, str. 416).)
MATCH@M:(Similarly, there is the issue of incomparability of data not only between individual segments, but also between time periods within one cultural segment.===>Takođe, pristuran je problem međusobne neuporedi-vosti podataka ne samo između pojedinih oblasti, već i između vremenskih perioda unutar jedne kulturne oblasti.)
MATCH@E:(Similarly, there is the issue of incomparability of data not only between individual segments, but also between time periods within one cultural segment.===>Takođe, pristuran je problem međusobne neuporedivosti podataka ne samo između pojedinih oblasti, već i između vremenskih perioda unutar jedne kulturne oblasti.)
MATCH@M:(For example, the data on the number of users and readers of the library holding until 1980 refer to the real number of readers; from 1983, they refer to the number of visits for the purpose of taking out the library materials.===>Na primer, podaci o broju korisnika i čitalaca fonda biblioteka se do 1980. godine odnose na stvarni broj čitalaca, a od 1983. godine na broj poseta radi uzimanja bibliotečkog materijala.)
MATCH@E:(For example, the data on the number of users and readers of the library holding until 1980 refer to the real number of readers; from 1983, they refer to the number of visits for the purpose of taking out the library materials.===>Na primer, podaci o broju korisnika i čitalaca fonda biblioteka se do 1980. godine odnose na stvarni broj čitalaca, a od 1983. godine na broj poseta radi uzimanja bibliotečkog materijala.)
MATCH@M:(This significantly shortens the time within which the available data can be tracked to generate adequate conclusions.===>Time se značajno skraćuje vremenski period u okviru kog raspoloživi podaci mogu biti praćeni radi generisanja odgovarajućih zaključaka.)
MATCH@E:(This significantly shortens the time within which the available data can be tracked to generate adequate conclusions.===>Time se značajno skraćuje vremenski period u okviru kog raspoloživi podaci mogu biti praćeni radi generisanja odgovarajućih zaključaka. (RZS, 2009, str. 405) Grafikon br.3 :)
MATCH@M:(Having in mind the above listed methodological problems, a limited number of indicators is selected to track the effects of economic trends on the development of culture in Serbia.===>Imajući u vidu navedene metodološke probleme, izabran je ograničeni broj indikatora u funkciji praćenja uticaja ekonomskih kretanja na razvoj kulture u Srbiji.)
MATCH@E:(As of the 2005/2006 theatre season, data for Kosovo and Metohija are missing Having in mind the above listed methodological problems, a limited number of indicators is selected to track the effects of economic trends on the development of culture in Serbia.===>Pripremljeno prema podacima Republičkog zavoda za statistiku (http://webrzs.stat.gov.rs) Imajući u vidu navedene metodološke probleme, izabran je ograničeni broj indikatora u funkciji praćenja uticaja ekonomskih kretanja na razvoj kulture u Srbiji.)
BAD_LINE_=============================================================
BAD_LINE_M:Having in mind the above listed methodological problems, a limited number of indicators is selected to track the effects of economic trends on the development of culture in Serbia.
BAD_LINE_M:Imajući u vidu navedene metodološke probleme, izabran je ograničeni broj indikatora u funkciji praćenja uticaja ekonomskih kretanja na razvoj kulture u Srbiji.
BAD_LINE_E:As of the 2005/2006 theatre season, data for Kosovo and Metohija are missing Having in mind the above listed methodological problems, a limited number of indicators is selected to track the effects of economic trends on the development of culture in Serbia.
BAD_LINE_E:Pripremljeno prema podacima Republičkog zavoda za statistiku (http://webrzs.stat.gov.rs) Imajući u vidu navedene metodološke probleme, izabran je ograničeni broj indikatora u funkciji praćenja uticaja ekonomskih kretanja na razvoj kulture u Srbiji.
MATCH@M:(The data available show that the number of theatres in Serbia has been relatively steady over time.===>Raspoloživi podaci pokazuju da je broj pozorišta u Srbiji relativno stabilan u toku vremena.)
MATCH@E:(The data available show that the number of theatres in Serbia has been relatively steady over time.===>Raspoloživi podaci pokazuju da je broj pozorišta u Srbiji relativno stabilan u toku vremena.)
MATCH@M:(The number of theatre goers, however, has in the first decade of the 21st century been at a considerably lower level in comparison with the 1950s, 1980s, and especially 1970s seasons.===>Ipak, broj posetilaca u pozorištima je tokom prve decenije XXI veka na značajno nižem nivou u poređenju sa sezonama tokom ‘50-ih, ‘80-ih, a naročito ‘70-ih godina prošlog veka.)
MATCH@E:(The number of theatre goers, however, has in the first decade of the 21st century been at a considerably lower level in comparison with the 1950s, 1980s, and especially 1970s seasons.===>Ipak, broj posetilaca u pozorištima je tokom prve decenije XXI 2 Podacima su obuhvaćena profesionalna, amaterska i dečija pozorišta.)
BAD_LINE_=============================================================
BAD_LINE_M:The number of theatre goers, however, has in the first decade of the 21st century been at a considerably lower level in comparison with the 1950s, 1980s, and especially 1970s seasons.
BAD_LINE_M:Ipak, broj posetilaca u pozorištima je tokom prve decenije XXI veka na značajno nižem nivou u poređenju sa sezonama tokom ‘50-ih, ‘80-ih, a naročito ‘70-ih godina prošlog veka.
BAD_LINE_E:The number of theatre goers, however, has in the first decade of the 21st century been at a considerably lower level in comparison with the 1950s, 1980s, and especially 1970s seasons.
BAD_LINE_E:Ipak, broj posetilaca u pozorištima je tokom prve decenije XXI 2 Podacima su obuhvaćena profesionalna, amaterska i dečija pozorišta.
MATCH@M:(A dramatic fall in the number of visits is certainly one indicator of a changed cultural environment in the modern stage of the country’s development.===>Drastično smanjenja posećenost pozorišta je svakako jedan od indikatora izmenjenog kulturnog ambijenta u savremenoj etapi razvoja zemlje.)
MATCH@E:(A dramatic fall in the number of visits is certainly one indicator of a changed cultural environment in the modern stage of the countrys development.===>Počev od pozorišne sezone 2005/06 izostaju podaci za Kosovo i Metohiju. veka na značajno nižem nivou u poređenju sa sezonama tokom 50-ih, 80-ih, a naročito 70-ih godina prošlog veka.)
BAD_LINE_=============================================================
BAD_LINE_M:A dramatic fall in the number of visits is certainly one indicator of a changed cultural environment in the modern stage of the country’s development.
BAD_LINE_M:Drastično smanjenja posećenost pozorišta je svakako jedan od indikatora izmenjenog kulturnog ambijenta u savremenoj etapi razvoja zemlje.
BAD_LINE_E:A dramatic fall in the number of visits is certainly one indicator of a changed cultural environment in the modern stage of the countrys development.
BAD_LINE_E:Počev od pozorišne sezone 2005/06 izostaju podaci za Kosovo i Metohiju. veka na značajno nižem nivou u poređenju sa sezonama tokom 50-ih, 80-ih, a naročito 70-ih godina prošlog veka.
MATCH@M:(Namely, according to the data of 2009, the deviation in the number of museums is rather small in comparison with 1982.===>Naime, prema podacima iz 2009. godine, veoma je malo ostupanje u broju muzeja u poređenju sa 1982. godinom.)
MATCH@E:(Namely, according to the data of 2009, the deviation in the number of museums is rather small in comparison with 1982.===>Naime, prema podacima iz 2009. godine, veoma je malo ostupanje u broju muzeja u poređenju sa 1982. godinom.)
MATCH@M:(The number of visitors during 2009, however, is more than twice as small as at the beginning of the 1980s.===>Međutim, broj posetilaca tokom 2009. godine je više nego dvostruko manji u odnosu na početak ž80-ih godina prošlog veka.)
MATCH@E:(The number of visitors during 2009, however, is more than twice as small as at the beginning of the 1980s.===>Međutim, broj posetilaca tokom 2009. godine je više nego dvostruko manji u odnosu na početak ž80-ih godina prošlog veka. ~~~ Grafikon br.5 :)
MATCH@M:(The available data show a continual falling trend in the number of cinemas in Serbia.===>Raspoloživi podaci ukazuju na kontinuirani trend pada broja bioskopa u Srbiji.)
MATCH@E:(The available data show a continual falling trend in the number of cinemas in Serbia.===>Kretanje broja muzeja i broja njihovih posetilaca u Srbiji3 trend pada broja bioskopa u Srbiji.)
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BAD_LINE_M:The available data show a continual falling trend in the number of cinemas in Serbia.
BAD_LINE_M:Raspoloživi podaci ukazuju na kontinuirani trend pada broja bioskopa u Srbiji.
BAD_LINE_E:The available data show a continual falling trend in the number of cinemas in Serbia.
BAD_LINE_E:Kretanje broja muzeja i broja njihovih posetilaca u Srbiji3 trend pada broja bioskopa u Srbiji.
MATCH@M:(While in 1980 there were 518 cinemas in Serbia, in 2009 this number was reduced to only 117.===>Dok je 1980. godine postojalo 518 bioskopa u zemlji, 2009. godine je ovaj broj sveden na svega 117.)
MATCH@E:(While in 1980 there were 518 cinemas in Serbia, in 2009 this number was reduced to only 117.===>Dok je 1980. godine postojalo 518 bioskopa u zemlji, 2009. godine je ovaj broj sveden na svega 117.)
MATCH@M:(Despite this tendency, the number of their users decreases in comparison with the late 1980s and the beginning of 1990s.===>Uprkos takvoj tendenciji, smanjuje se broj njihovih korisnika u poređenju sa krajem ‘80-ih i početkom ‘90-ih godina.)
MATCH@E:(Despite this tendency, the number of their users decreases in comparison with the late 1980s and the beginning of 1990s.===>Uprkos takvoj tendenciji, smanjuje se broj njihovih korisnika u poređenju sa krajem 80-ih i početkom 90-ih godina.)
MATCH@M:(For example, archives in this country recorded 12622 users in 1987, while only 8184 users two decades later, i.e., in 2008.===>Na primer, arhivi u našoj zemlji su brojali 12622 korisnika 1987. godine, a svega 8184 korisnika oko dve decenije kasnije, tj. 2008. godine.)
MATCH@E:(For example, archives in this country recorded 12622 users in 1987, while only 8184 users two decades later, i.e., in 2008.===>Na primer, arhivi u našoj zemlji su brojali 12622 korisnika 1987. godine, a svega 8184 korisnika oko dve decenije kasnije, tj. 2008. godine.)
MATCH@M:(Long-term management of the cultural development of the society is one of the most complex fields in the work of the Government of Serbia, one that requires that balance be established, not so much between competition, goals and priorities as it happens in other segments of public practical policy, but between the competition of the vision of the role the culture plays in a society.===>Dugoročno upravljanje kulturnim razvojem društva predstavlja jedan od najsloženijih domena Vlade Srbije, koji zahteva uspostavljanje balansa, ne toliko između konkurencije, ciljeva i prioriteta kao u drugim oblastima javne praktične politike, koliko između konkurencije vizije o ulozi kulture u društvu.)
MATCH@E:(Long-term management of the cultural development of the society is one of the most complex fields in the work of the Government of Serbia, one that requires that balance be established, not so much between competition, goals and priorities as it happens in other segments of public practical policy, but between the competition of the vision of the role the culture plays in a society.===>Dugoročno upravljanje kulturnim razvojem društva predstavlja jedan od najsloženijih domena Vlade Srbije, koji zahteva uspostavljanje balansa, ne toliko između konkurencije, ciljeva i prioriteta kao u drugim oblastima javne praktične politike, koliko između konkurencije vizije o ulozi kulture u društvu.)
MATCH@M:(This means that ideological concepts of modern cultural policies in Serbia should be based on establishing the balance between creativity, market efficiency and effectiveness and the satisfaction of social and cultural needs of the society.===>To znači da idejni koncepti savremenih kulturnih politika u Srbiji treba da se zasnivaju na uspostavljanju ravnoteže između kreativnosti, tržišne efikasnosti i efektivnosti i zadovoljenja socijalnih i kulturnih potreba društva.)
MATCH@E:(This means that ideological concepts of modern cultural policies in Serbia should be based on establishing the balance between creativity, market efficiency and effectiveness and the satisfaction of social and cultural needs of the society.===>To znači da idejni koncepti savremenih kulturnih politika u Srbiji treba da se zasnivaju na uspostavljanju ravnoteže između kreativnosti, tržišne efikasnosti i efektivnosti i zadovoljenja socijalnih i kulturnih potreba društva.)
MATCH@M:(This also means establishing the balance between the protection and improvement of the cultural heritage, enhancing modern production and creating conditions for the development of a dynamic and varied cultural life on the entire territory of the country.===>To takođe podrazumeva uspostavljanje balansa između zaštite i unapređenja kulturne baštine, podsticanja savremene umetničke produkcije i stvaranja uslova za razvoj dinamičnog i raznovrsnog kulturnog života na ukupnoj teritoriji države.)
MATCH@E:(This also means establishing the balance between the protection and improvement of the cultural heritage, enhancing modern production and creating conditions for the development of a dynamic and varied cultural life on the entire territory of the country.===>To takođe podrazumeva uspostavljanje balansa između zaštite i unapređenja kulturne baštine, podsticanja savremene umetničke produkcije i stvaranja uslova za razvoj dinamičnog i raznovrsnog kulturnog života na ukupnoj teritoriji države.)
MATCH@M:(Hence conducting the cultural policy in Serbia, as in any other modern, democratic state founded on the peoples’ will, requires both visionary skills and the knowledge of the strategies and tools by which visions can be made concrete and realized to meet the needs of the society as a whole, and also the needs of specific social groups.===>Zato vođenje kulturne politike u Srbiji, kao i u svakoj savremenoj demokratskoj državi utemeljenoj na volji naroda, zahteva vizionarske sposobnosti, ali i znanje o strategijama i instrumentima sa kojima se vizije mogu konkretizovati i ostvariti u skladu sa potrebama društva u celini, kao i posebnih društvenih grupa.)
MATCH@E:(Hence conducting the cultural policy in Serbia, as in any other modern, democratic state founded on the peoples will, requires both visionary skills and the knowledge of the strategies and tools by which visions can be made concrete and realized to meet the needs of the society as a whole, and also the needs of specific social groups (\ukić, 2010, pp. 401-402).===>Zato vođenje kulturne politike u Srbiji, kao i u svakoj savremenoj demokratskoj državi utemeljenoj na volji naroda, zahteva vizionarske sposobnosti, ali i znanje o strategijama i instrumentima sa kojima se vizije mogu konkretizovati i ostvariti u skladu sa potrebama društva u celini, kao i posebnih društvenih grupa ( \ukić, 2010, str 401-402).)
MATCH@M:(The state should stimulate entrepreneurship in culture by favourable loans and tax reliefs in order that budget should be relieved from expenditures for culture in those segments that can then be left to entrepreneurs, who will in turn start the activities on a commercial basis and use their own funds to finance their development.===>Država bi trebalo da stimuliše preduzetništvo u kulturi povoljnim kreditima i poreskim olakšicama kako bi rasteretila budžetska izdvajanja za kulturu u onim segmentima, koji se mogu prepustiti preduzetnicima da na komercijalnoj osnovi pokrenu aktivnosti i obezbede sopstvenim sredstvima njihov razvoj.)
MATCH@E:(The state should stimulate entrepreneurship in culture by favourable loans and tax reliefs in order that budget should be relieved from expenditures for culture in those segments that can then be left to entrepreneurs, who will in turn start the activities on a commercial basis and use their own funds to finance their development.===>Država bi trebalo da stimuliše preduzetništvo u kulturi povoljnim kreditima i poreskim olakšicama kako bi rasteretila budžetska izdvajanja za kulturu u onim segmentima, koji se mogu prepustiti preduzetnicima da na komercijalnoj osnovi pokrenu aktivnosti i obezbede sopstvenim sredstvima njihov razvoj.)
MATCH@M:(This especially applies to the music and video-production companies, ceramics studios, festival organization agencies, galleries, bookshops, ballet and acting schools, etc.===>Misli se pre svega na muzičke i video-produkcijske kuće, keramičarski studio, agencije za organizaciju festivala, galerije, knjižare, studija baleta, glume i t.d.)
MATCH@E:(This especially applies to the music and video-production companies, ceramics studios, festival organization agencies, galleries, bookshops, ballet and acting schools, etc.===>Misli se pre svega na muzičke i video-produkcijske kuće, keramičarski studio, agencije za organizaciju festivala, galerije, knjižare, studija baleta, glume i t.d.)
MATCH@M:(There are, however, such segments of culture as museums or theatres that cannot be exclusively left to the market.===>Postoje međutim segmenti kulture poput muzeja, pozorišta koji se ne mogu isključivo prepustiti tržištu.)
MATCH@E:(There are, however, such segments of culture as museums or theatres that cannot be exclusively left to the market.===>Postoje međutim segmenti kulture poput muzeja, pozorišta koji se ne mogu isključivo prepustiti tržištu.)
MATCH@M:(These segments are of importance for our national identity and the state has to pay more attention to them and find ways to increase the funds to finance their activities in order that their survival should not be endangered.===>Ti segmenti su od značaja za naš nacionalni identitet i država im mora posvetiti više pažnje i naći način povećanja sredstava za njihovo finansiranje kako se ne bi ugrozio njihov opstanak.)
MATCH@E:(These segments are of importance for our national identity and the state has to pay more attention to them and find ways to increase the funds to finance their activities in order that their survival should not be endangered.===>Ti segmenti su od značaja za naš nacionalni identitet i država im mora posvetiti više pažnje i naći način povećanja sredstava za njihovo finansiranje kako se ne bi ugrozio njihov opstanak.)
MATCH@M:(Cultural institutions, no less than the entrepreneurs themselves, will have to undertake a number of marketing steps in order to succeed.===>Kulturne ustanove kao i sami preduzetnici moraju pre-duzeti niz marketinških aktivnosti kako bi bili uspešni.)
MATCH@E:(Cultural institutions, no less than the entrepreneurs themselves, will have to undertake a number of marketing steps in order to succeed.===>Kulturne ustanove kao i sami preduzetnici moraju preduzeti niz marketinških aktivnosti kako bi bili uspešni.)
MATCH@M:(Project promoters have to make effort to approach the prospective users of their services to achieve market success.===>Nosioci projekata moraju se potruditi da dopru do zainteresovanih kupaca svojih usluga kako bi imali tržišni uspeh.)
MATCH@E:(Project promoters have to make effort to approach the prospective users of their services to achieve market success. ~~~ 4.===>Nosioci projekata moraju se potruditi da dopru do zainteresovanih kupaca svojih usluga kako bi imali tržišni uspeh. 4.)
MATCH@M:(Financing cultural institutions becomes an increasingly difficult task in unfavourable economic conditions, nevertheless, several measures can be identified towards relieving the problems of the lack of finances.===>Iako u nepovoljnim ekonomskim uslovima postoji veoma sužen prostor za finansiranje kulturnih institucija, moguće je identifikovati više mera kojima se ublažavaju problemi nedostatka finansijskih sredstava.)
MATCH@E:(Conclusion Financing cultural institutions becomes an increasingly difficult task in unfavourable economic conditions, nevertheless, several measures can be identified towards relieving the problems of the lack of finances.===>Zaključak Iako u nepovoljnim ekonomskim uslovima postoji veoma sužen prostor za finansiranje kulturnih institucija, moguće je identifikovati više mera kojima se ublažavaju problemi nedostatka finansijskih sredstava.)
MATCH@M:(The possible suggestions especially list: intensifying cooperation between cultural institutions, encouraging the projects of mutual marketing and sharing resources, provision of more favourable terms of credit-based financing, reducing procedural requirements in competing for funds and encouraging these institutions to find solutions through cooperation with non-profit organizations outside the cultural sector.===>U tom smislu, kao mogući predlozi posebno se izdvajaju: intenziviranje saradnje kulturnih institucija, podsticanje projekata zajedničkog marketinga i podele resursa, obezbeđenje povoljnijih uslova kreditnog finansiranja, smanjenje proceduralnih zahteva pri konkurisanju za dodelu materijalnih sredstava i ohrabrivanje ovih institucija za pronalaženje rešenja u saradnji sa neprofitnim organizacijama izvan oblasti kulture.)
MATCH@E:(The possible suggestions especially list: intensifying cooperation between cultural institutions, encouraging the projects of mutual marketing and sharing resources, provision of more favourable terms of credit-based financing, reducing procedural requirements in competing for funds and encouraging these institutions to find solutions through cooperation with non-profit organizations outside the cultural sector.===>U tom smislu, kao mogući predlozi posebno se izdvajaju: intenziviranje saradnje kulturnih institucija, podsticanje projekata zajedničkog marketinga i podele resursa, obezbeđenje povoljnijih uslova kreditnog finansiranja, smanjenje proceduralnih zahteva pri konkurisanju za dodelu materijalnih sredstava i ohrabrivanje ovih institucija za pronalaženje rešenja u saradnji sa neprofitnim organizacijama izvan oblasti kulture.)
MATCH@M:(It entails projections of budgets and prospective scenarios lasting for several years, strategic decision-making on priorities when using limited funds, but also a continual informing the government bodies, the employees and all the stakeholders of the organization on the coming challenges and alternatives in making choices.===>Pod njim se podrazumevaju višegodišnje projekcije budžeta i potencijalnih finansijskih scenarija, strateško odlučivanje o prioritetima pri korišćenju ograničenih sredstava, ali i kontinuirano informisanje organa upravljanja, zaposlenih i svih stejkholdera organizacije o predstojećim izazovima i alternativama izbora.)
MATCH@E:(It entails projections of budgets and prospective scenarios lasting for several years, strategic decision-making on priorities when using limited funds, but also a continual informing the government bodies, the employees and all the stakeholders of the organization on the coming challenges and alternatives in making choices.===>)
BAD_LINE_=============================================================
BAD_LINE_M:It entails projections of budgets and prospective scenarios lasting for several years, strategic decision-making on priorities when using limited funds, but also a continual informing the government bodies, the employees and all the stakeholders of the organization on the coming challenges and alternatives in making choices.
BAD_LINE_M:Pod njim se podrazumevaju višegodišnje projekcije budžeta i potencijalnih finansijskih scenarija, strateško odlučivanje o prioritetima pri korišćenju ograničenih sredstava, ali i kontinuirano informisanje organa upravljanja, zaposlenih i svih stejkholdera organizacije o predstojećim izazovima i alternativama izbora.
BAD_LINE_E:It entails projections of budgets and prospective scenarios lasting for several years, strategic decision-making on priorities when using limited funds, but also a continual informing the government bodies, the employees and all the stakeholders of the organization on the coming challenges and alternatives in making choices.
BAD_LINE_E:
MATCH@M:(Finally, it must always be kept in mind that economic trends are not the only determinant of modern developments in culture.===>Konačno, treba imati u vidu da ekonomski trendovi nisu jedina determinanta savremenih dešavanja u kulturi.)
MATCH@E:(Finally, it must always be kept in mind that economic trends are not the only determinant of modern developments in culture.===>Konačno, treba imati u vidu da ekonomski trendovi nisu jedina determinanta savremenih dešavanja u kulturi.)
MATCH@M:(In addition to the change in the pattern of financing culture from public and private sources, globally viewed, evident are the demographic, technological changes, as well as changes in the manner in which people spend their leisure time.===>Pored promene obrasca finansiranja kulture iz javnih i privatnih izvora, globalno posmatrano, uočljive su demografske, tehnološke, ali i promene u pogledu načina korišćenja slobodnog vremena ljudi.)
MATCH@E:(In addition to the change in the pattern of financing culture from public and private sources, globally viewed, evident are the demographic, technological changes, as well as changes in the manner in which people spend their leisure time.===>Pored promene obrasca finansiranja kulture iz javnih i privatnih izvora, globalno posmatrano, uočljive su demografske, tehnološke, ali i promene u pogledu načina korišćenja slobodnog vremena ljudi.)
MATCH@M:(In order to survive in the conditions induced by all the above listed factors, cultural institutions themselves are forced to change and adjust the method in which they work.===>Da bi opstale u uslovima delovanja svih navedenih faktora, i same kulturne institucije su prinuđene da menjaju i prilagođava-ju način svog delovanja.)
MATCH@E:(In order to survive in the conditions induced by all the above listed factors, cultural institutions themselves are forced to change and adjust the method in which they work. ~~~ (Helicon, 2009b, p.3) REFERENCES Š1Ë \ukić, V. (2010)===>Da bi opstale u uslovima delovanja svih navedenih faktora, i same kulturne institucije su prinuđene da menjaju i prilagođavaju način svog delovanja. (Helicon (2009b), str. 3).)

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EVAL_EXTRA:UDC 005 ISSN 1820-0222 2008 - 47-48 Number 47-48, Year XIII April 2008.
EVAL_EXTRA:Publisher Faculty of Organizational Sciences - Belgrade Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Markovi ć, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of Interna tional Department Jovan Filipovi ć, Ph.D. Čedomir Nestorovi ć, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petovi ć, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Econ omics, Podgorica, Montenegro Jasmina Omerbegovi ć Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrovi ć - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sci ences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakuli ć, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknovi ć, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipovi ć, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak R epublic Milica Bulaji ć, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarovi ć, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Educat ion, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenkovi ć Andrej Novovi ć Address Belgrade, Jove Ili ća 154 Tel./fax.
EVAL_EXTRA:381 11 3950874 E-mail: manage¿fon.bg.ac.yu http://management.fon.bg.ac.yu/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl.
EVAL_EXTRA:ed.)
EVAL_EXTRA:COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS 4 Power Factors and Negotiation Strategies Milan Stamatović, Nebojša Zakić, Ilija Nikolić 13 Earned Value Management Wayne F. Abba 19 Modern Management in the Defense System Aleksandar Majstorović, Marko Andrejić 28 Differential Responses to Managerial Incentives among Workers: Case Study Khalid Alrawi 39 Structural and Dynamic Aspects of Virtual Organizations Ivan Stefanović, Sloboda Prokić 44 Competitiveness trough Entrepreneurship: an International Analysis Isabel Martins, Ana Martins, Orlando Petiz 60 The Transport Policy between Regulation and Liberalisation Ljubinko Dedović 65 Marketing and Management Support Region Innovations within Human Resource Management Ivana Butoracová [indleryová 72 Marketing Activities of Faculties Beba Rakić, Mira Rakić 79 Marketing Beer - A Greek Brewerys Case Study Evangelia Blery, Eutyhia Kamaterou 87 Correlations between some Quality Management Practices and Internal Knowledge Transfer Dragan Manasijević, @ivan @ivković, Ivan Mihajlović Power factors and negotiation strategies UDC 005.21:005.574 Milan Stamatović, Nebojša Zakić, Ilija Nikolić UNION university, Faculty of Enterpreneurship, Belgrade The paper explains the major elements of negotiations, key power factors of negotiating skills, the selection of a proper enterpreneurial strategy as well as significant ethic issues.
EVAL_EXTRA:According to Robinson and Volkov, negotiation is a process in which negotiators lay their objectives at the negotiating table, share information and search for effective alternatives Š2Ë. Duening and Sherrill view negotiating as a process in which two or several parties attempt to reach an agreement in a situation characterised by a certain level of real or possible disagreement Š3Ë.
EVAL_EXTRA:2. ~~~ Elements of negotiation Negotiating normally consists of the following elements: 1.
EVAL_EXTRA:In its core, negotiating is an exchange of information. ~~~ This information is directed and organized so as to convince the other party to see it the way we do.
EVAL_EXTRA:Although the real nature of information planning (which particular information will be needed) changes from one negotiation session to another, the following preparation of information is usually required in order that a favourable outcome be produced: Defining goals: What do we want to achieve?
EVAL_EXTRA:What are our goals?
EVAL_EXTRA:
EVAL_EXTRA:Defining information required to support our goals: How can we build a convincing case that will be in favour of our goals?
EVAL_EXTRA:Which facts and figures do we need?
EVAL_EXTRA:Defining information required to challenge the other partys arguments: Can we predict what they will want?
EVAL_EXTRA:How can we challenge the arguments they are going to produce?
EVAL_EXTRA:After we have offered our arguments, how are they going to answer?
EVAL_EXTRA:What can we do to refute their arguments or their attempts to undermine our position?
EVAL_EXTRA:How shall we define our initial claim and our limitations?
EVAL_EXTRA:If we prepare information carefully, we may make wise decisions as to which extent our claim will be taken as reasonable, having in mind that we will have to make concessions, but that we achieve our goal.
EVAL_EXTRA:Negotiators should collect information on their counterparty, their goals, style, reputation, etc.
EVAL_EXTRA:The role of constitutive boards may be summarised as follows: As their direct experience about the other party is rather limited, constitutive boards tend to believe that the goals set for the negotiations are not difficult to achieve.
EVAL_EXTRA:It appears that constitutive boards are almost always unreasonable and expect more than can be achieved.
EVAL_EXTRA:As they usually do not hear the other partys arguments directly, constitutive boards do not see the reason to change their initial claims.
EVAL_EXTRA:Hence, the negotiators always have to point out to their boards what is it that is possible and reasonable in negotiations, otherwise the expectations may slip the control.
EVAL_EXTRA:Constitutive boards appreciate and award a well done job, as well as criticize and punish the results contrary to expected.
EVAL_EXTRA:These include: Pesuasiveness.
EVAL_EXTRA:Good logic, good communication skills (eye contact, clear voice) and a strong personal committment to goals enhances persuasiveness.
EVAL_EXTRA:Consistency.
EVAL_EXTRA:Consistency helps good negotiators to discover that there are many perhaps, it is possible or it depends, behind the initial no.
EVAL_EXTRA:Integrity and character.
EVAL_EXTRA:Similarly, we must decide upon the importance of relationships between the negotiators.
EVAL_EXTRA:Each negotiation has relationship outcomes as well as the basic relations of negotiations the way we negotiate now will affect the quality of our relationships in the future.
EVAL_EXTRA:According to Savage, Blair and Sorenson Š4Ë, there are basically four main negotiating strategies, depending on what we find important basic outcomes or relationship outcomes, and these are presented in Figure 1.
EVAL_EXTRA:There may be a number of reasons: The negotiator is not really concerned with basic issues, but wants the other party to give him something else.
EVAL_EXTRA:The negotiator is willing to trade the possible basic outcomes in the present negotiations for a greater advantage in the future negotiations.
EVAL_EXTRA:The negotiator cares deeply about the relationship and does not wish to increase tensions by a possible conflict about current issues.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Strategy 1 STEADY COLLABORATION Both outcomes important Situation 1 Basic outcome very important : YES Relationship outcome very important: YES Strategy 2 OPEN INFERIORITY Priority given to relationship outcome Situation 2 Basic outcome very important : NO Relationship outcome very important: YES Strategy 3 FIERCE COMPETITION Priority given to basic outcome Situation 3 Basic outcome very important : YES Relationship outcome very important: NO Strategy 4 ACTIVE EVASION OF NEGOTIATION Neither outcome is important Situation 4 Basic outcome very important : NO Relationship outcome very important: NO Figure 1.
EVAL_EXTRA:Four negotiating strategies Active evasion.
EVAL_EXTRA:These points are the following: The first point is the target point that marks where the negotiator would like to conclude the negotiations.
EVAL_EXTRA:Although a better planning of the target point leads to a greater willingness to stick to it during negotiations, any valid argument may lead to setting a reasonable target point.
EVAL_EXTRA:The second point is the resistance point.
EVAL_EXTRA:The advantage of the resistance point, especially the one set in advance, is that it enables the negotiator to resist being drawn into the business he will later be unhappy about.
EVAL_EXTRA:The third point is the presence of the best alterna tive (BATNA).
EVAL_EXTRA:Table 1 Bargain scope definition the buyers standpoint (in 000) Initial offer Target point Best alternative Resistance point RSD 200 RSD 250 RSD 270 RSD 300 These four points make the negotiators bargain range.
EVAL_EXTRA:Similarly, it is obvious that we should plan our own target points and the resistance points in advance, so that we could be confident of our planning and understand that we might have to change these estimations when we obtain information on the others. an initial offer should be made that leaves the negotiator space to make cessions, at the same time offering an agreement that is equal, if not better, to someones target point.
EVAL_EXTRA:For example, when the initial offer is determined, experience tells us that such 3.
EVAL_EXTRA:Here we list a number of unethical behaviours that may be encountered in negotiations: Selective disclosing and exaggerating.
EVAL_EXTRA:Giving emphasis to one side of the case while neglecting the other.
EVAL_EXTRA:Incorrect presentation.
EVAL_EXTRA:The negotiator is deliberately dishonest in relation to a desired agreement or resistance point.
EVAL_EXTRA:Forgery.
EVAL_EXTRA:Giving false information.
EVAL_EXTRA:Misleading.
EVAL_EXTRA:In its stronger forms, misleading may turn into fraud, when negotiators confirm the facts, the events or the work which are, simply, false.
EVAL_EXTRA:Deliberate and direct evil doing.
EVAL_EXTRA:Ethical reasoning must include the following factors: The negotiator has to realize that other factors of unethical behaviour may affect everybody, even most honest people.
EVAL_EXTRA:Competition, greed, opportunity to gain advantage, especially when we forget that what we are doing now may punish us in the future, distort our efforts in various ways.
EVAL_EXTRA:Negotiators have to define their limitations in advance.
EVAL_EXTRA:This personal code is generally shaped by personal standards of honesty and integrity, by religion and philosophy and often by painful consequences of their own or somebody others unethical conduct.
EVAL_EXTRA:Negotiators have to realize that defining ethical boundaries in conflicts or in negotiations is not absolute.
EVAL_EXTRA:As we said above, a certain amount of legitimate dishonesty is often considered appropri REFERENCE Š1Ë Gulliver P., Disputes and Negotiations: A CrossCultural Perspective, Academic Press, New York, Š2Ë Robinson W., Volkov V., Supporting the Negotiation Life Cycle, Communications of the ACM, 41(5), 95-102, 1998 Š3Ë Duening T. N., Sherrill W. W., Entrepreneurism, Atomic Dog, Cinncinati, 2006 Š4Ë Savage G.T., Blair J.D., Sorenson R.L., Consider both relationships and substance when negotiating strategically, Academy of Management Executive, 3, 37-47, 1989 Š5Ë Fisher R., Ury W., Patton B., Getting to Yes: Negotiating Agreement Without Giving in, Houghton Mifflin Books, 1991 Š6Ë Menkel-Meadow, C., Toward another view of legal negotiation: the structure of problem solving, UCLA Law Review, 31(4), 754-842, 1984 Š7Ë Cramton P. C., Dees G. J., Promoting honesty in negotiation: an exercise in practical ethics, Business Ethics Quarterly, Volume 3, Issue 4.
EVAL_EXTRA:1993 ate in negotiations.
EVAL_EXTRA:The following basic components must be taken into consideration when planning and executing any kind of negotiations: Understanding major elements of negotiating cor rectly.
EVAL_EXTRA:Role of key power factors in negotiating.
EVAL_EXTRA:Importance of basic outcomes as well as relation ship outcomes for both parties.
EVAL_EXTRA:Ethical principles and their implementation in ne gotiating.
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EVAL_EXTRA:Earned Value Management From Government Contracts to the Project Management Universe UDC 005.8 Wayne F. Abba Earned Value Management originated in the 1960s as a technique to manage large contracts in the United States Department of Defense.
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EVAL_EXTRA:Integrated Project Management The story begins in the 1960s, when Defense projects often produced unsatisfactory results. ~~~ Late delivery and cost overruns were common.
EVAL_EXTRA:By 1964 the Army, Navy and Air Force had developed about ten different versions.1 That complicated business for defense contractors because each new contract brought with it a new requirement that specified how the contractor would manage the work.
EVAL_EXTRA:Management and Reporting Problems Earned Value Management became defense policy in 1967.
EVAL_EXTRA:By the end of 1990 it was clear that the program was a disaster.3 The Defense Secretary declared This program cannot be sustained unless I ask Congress for more money and bail the contractors out.
EVAL_EXTRA:No one can tell me exactly how much more it will cost to keep this program going. ~~~ And I do not believe a bailout is in the national interest.
EVAL_EXTRA:If we cannot spend the taxpayers' money wisely, we will not spend it.4 The contract was terminated for default, meaning the contractors were required to repay the government more than a billion dollars.
EVAL_EXTRA:When a higher court decided that the termination was based on contractor performance and overruled the judge, he finally heard the EVM testimony in 2001.5 In August of that year he reversed his previous judgments and found in favor of the government.
EVAL_EXTRA:When Sweden and the United Kingdom took note of these developments and began using EVM, the countries created the International Performance Management Council as a forum to exchange information.6 Through cooperation a foundation of mutual trust and respect has been built, not only among the governments but also among their contractors.
EVAL_EXTRA:Each year since, OMB has continued to refine the requirements and has both penalized and rewarded agencies based on the quality of their business cases and EVM implementation.7 The Role of Industry When the author began his work at the Office of the Secretary of Defense, the government-industry rela tionship was adversarial. ~~~ The more he learned about the reasons for the tension, the more he realized that industry complaints were justified.
EVAL_EXTRA:As a result, the American National Standards Institute issued the worlds first integrated project management standard in 1998.8 In 1999, DoD incorporated the standard in its acquisition regulations.
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EVAL_EXTRA:The Role of Professional Associations Professional associations are very important in project management.
EVAL_EXTRA:In 2005 PMI published the Practice Standard for Earned Value Management, making this management technique accessible to some 250,000 PMI members worldwide.9 International Trends Australia has more than ten years of successful experience with EVM as a government regulation.
EVAL_EXTRA:Along the way, typical issues arise: Should government or industry assume the leading role?
EVAL_EXTRA:The Future of EVM Where will EVM go in the future?
EVAL_EXTRA:REFERENCES 1.
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EVAL_EXTRA:Fox, J. R., Roots of Earned Value System, The Measurable News, published by the Performance Management Association (now the Project Management Institute College of Performance Management), March 1996, pp. 9-12.
EVAL_EXTRA:Department of Defense Instruction 7000.2, Performance Measurement for Selected Acquisitions, December 22, 1967 (canceled; replaced by DoD Regulation 5000.2-R, Mandatory Procedures for Major Defense Acquisition Programs and Major Automated Information System Acquisition Programs, Part 3.3.4.3, March 15, 1996). ~~~ A-12 Administrative 3.
EVAL_EXTRA:U.S. Department of Defense, Department of the Inquiry, Navy, Memorandum for the Secretary of the Navy by Chester Paul Beach: Office of the Secretary of the Navy, November 28, 1990. ~~~ 4.
EVAL_EXTRA:Secretary of Defense to the Secretary of the Navy, Status of A-12 Carrier-Based Strike Aircraft Program, December 14, 1990.
EVAL_EXTRA:5. ~~~ The author testified as an expert witness for the US government in the fifth A-12 trial. ~~~ 6.
EVAL_EXTRA:The author drafted and negotiated on behalf of the US Department of Defense the Memorandum of Agreement with the defense organizations of Australia and Canada and served as the first chair of the International Performance Management Council.
EVAL_EXTRA:7. ~~~ See www.whitehouse.gov/omb/.
EVAL_EXTRA:8. ~~~ ANSI Standard EIA-748 is available through the American National Standards Institute webstore, http://webstore.ansi.org/.
EVAL_EXTRA:9. ~~~ The PMI Practice Standard for Earned Value the Project Management Management Institute website, www.pmi.org. is available at Government cannot operate the same way.
EVAL_EXTRA:Modern Management in the Defense System UDC 005:355.45 Dr Aleksandar Majstorović, Dr Marko Andrejić Military Academy, Belgrade The bases on which the plans in the defense systems are founded are usually rather uncertain due to dynamic change in the system, particularly to its close or farther environment.
EVAL_EXTRA:In the approaching period, the management in the Republic of Serbia defense system gains in importance and must actively and publicly take on the role of the front unit.1 In order that military managers should successfully cope with the growing problems, it is necessary that there exist a long-term conception of development with a built in organizational aspect, that candidates for military man agers be carefully selected and that they undergo continual education and qualification processes.
EVAL_EXTRA:The prevailing choice of methods is not impartial enough and reduces (almost eliminates) the impact of public transparency to a significant degree.2 It is generally established that there are two global types of managers in our practice: those well acquainted with work with people; those well familiar with technology of the work the people they manage are engaged in.
EVAL_EXTRA:Two problems arise in theory (and operational practice) related to adequate selection of military managers: insufficient number of candidates (alternatives) who meet the set requirements; biased and non-optimized selection of one among a 1 Majstorović, a: and Andrejić, M.: Savremeno upravljanje ljudskim resursima u sistemu odbrane (Modern Human Resource Management in Defense System) , the Tenth International Conference Quality and Reliability Management, DQM Faculty of Civil Engineering Belgrade, June 2007, p. 422.
EVAL_EXTRA:2 Majstorović, A.: Državna revizija u sistemu odbrane, Economics and Finance Institute, Beograd, 2008, p. 144. number of candidates who meet the requirements, as well as incorrect ranking of other candidates.
EVAL_EXTRA:The fundamental principles upon which the relations within defence system, especially those between the manager and other members are built are as follows: not all the members of the system are included into decision making on all the important issues of the system; the manager plays an organizational- technological-coordination role in order that the tasks are accomplished effectively, efficiently and economically; the manager helps all the work group members in the process of creating and liberating their will, creativeness and abilities, in order that they are adequately trained to achieve high performance and take an active part in improving management itself and the overall functioning of the system.3 In this sense, the most important features of a modern military manager are the following: the requirement to change both himself and others; collecting information, identifying problems, decision making in problem solving and their actual problem solving; translating solutions to the problems into decisions and actions; organizational frame within which he acts: he acts from the position that gives him power within the pyramidal structure, as well as responsibility.
EVAL_EXTRA:In addition to overall human qualities (emotional and academic intelligence, energy, creativity, decisiveness and firm character) the managers in the defense system should be gifted with some specific traits, characteristic of the men and environment in this country, such as capability of selecting and developing personnel, knowledge of people and their problems, correct estimation of their abilities.4 The manager is always expected to be a leader, that is, to command great personal authority and power and to be able to conduct all the management functions and processes (planning, organizing, personnel, guidance, control, analysis, coordination, task assignment) successfully.
EVAL_EXTRA:In addition to the abovementioned, the manager is expected to identify problems promptly, deeply and broadly, diagnosing them 3 Majstorović, A. and Andrejić, M., Teorijski aspekti upravljanja ljudskim resursima u sistemu odbrane, Novi glasnik br. 2/2007, Vojnoizdavaćki zavod Baograd, 2007, pp. 71-72.
EVAL_EXTRA:4 Majstorović, A. and Andrejić, M., Teorijski aspekti upravljanja ljudskim resursima u sistemu odbrane, Novi glasnik br. 2/2007, Vojnoizdavaćki zavod Baograd, 2007, p. 74. briefly, making a difference between what is important and what is not and to always move efficiently across the defence system.
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EVAL_EXTRA:The modern managers personality in the defense system today must be a set of different qualities the minimal scope of which will be the following: 1. moral qualities: highly developed social awareness and social feeling; sence of economics, decisiveness, enterpreneurship; sense for responsibility; 2. intellectual skills: methodic approach in reasoning and acting; objectivity; realism and practical sense; capability of persuading others; 3. physical qualities: physical and psychical health; vitality; endurance; agreable appearance; 4. knowledge and experience: general education as well as knowledge of skills and managerial work as well as work in schools for managers, experience in educational work.
EVAL_EXTRA:Projections of knowledge necessary to the modern manager in the defense system Knowledge in its broadest sense means a set of contents on a subject or a phenomenon and their definitions founded on the truth.5 The military manager is required to master the knowledge necessary to any other manager, but also knowledge specific of managing a military organizational system and the organization of modern work in them.
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EVAL_EXTRA:5 Nadoveza, B., Majstorović, A. and Milojević, I.: Raćunovodstvo i upravljanje troškovima, Mladost, Beograd, 2006, p. 16.
EVAL_EXTRA:One possible classification of knowledge required of the military manager is presented in the following table.6 Generally speaking, there are general managers and expert managers in the defense system.
EVAL_EXTRA:Junior managers may encounter some problems in practice, the problems that are not manifested in their inappropriate technical knowledge and education, but in their problematic inclusion into the work group collective as well as in their somewhat limited possibilities to actively and purposefully perform there.7 6 After: Majstorović, A. and Andrejić, M: Savremeno upravljanje ljudskim resursima u sistemu odbrane (Modern Human Resource Management in Defense System) , the Tenth International Conference Quality and Reliability Management, DQM Faculty of Civil Engineering Belgrade, June 2007, p. 423.
EVAL_EXTRA:7 Majstorović, A.: Revizija poslovanja sistema odbrane, doctoral thesis, Faculty of Trade and Banking BK, Beograd, 2007, p. 122.
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EVAL_EXTRA:Classification of knowledge required of military manager KNOWLEDGE ACCORDING TO PURPOSE - basic knowledge; - auxiliary knowledge; - back up knowledge; KNOWLEDGE ACCORDING TO ORIGIN - knowledge acquired by education in the educational system; - knowledge acquired through practice in doing some jobs; - knowledge acquired through permanent education during work; KNOWLEDGE ACCORDING TO UNIVERSALITY - mutual for all mamnagers; - specific of a certain activity or organizational type; - very specific knowledge, related to very concrete types of activities; KNOWLEDGE ACCORDING TO SCIENTIFIC FIELDS AND PROBLEM SOLVING AREAS - general knowledge in the field of organization; - general management knowledge; - knowledge in techno logy and organization of the field in which the problem is solved through team work; - public relations knowledge; - knowledge in the field of acquaintance with the internal and external military and other fields; - knowledge in psychology, social psychology and communication with people; - specialized knowledge in the field of team work and team managing; - specialized knowledge in the field of project management; - methodology knowledge; - knowledge in the field od planning (predicting, decision making an d devising plans); - knowledge of information technology and disciplines closely related; - knowledge from the analysis of internal and external environment; The importance, role and tasks of managers in the defense system The job of the manager at any level in the defense system is specific, sensitive and complex and his position can be shown in the following way: 1. ~~~ There is no certain promotion if the given sequence of goals is absent.
EVAL_EXTRA:6. ~~~ Each new position requires new capabilities, new knowledge, new work, new results and new reputation.
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EVAL_EXTRA:If planning is reduced to mere routine or satisfying formal obligations, without a defined conception of development, in the system or in its part, it will be meaningless.8 Some of the changes and uncertainties to which we should adapt the development of management, the way of thinking, acting and behaviour in the defence system can be globally expressed in the following way: The representatives of states, frontiers and their sovereignty become only administrative categories, the power centres being shifted to powerful lobist groups, of whose decisions the states are merely informed; 8 Majstorović, A.: Revizija poslovanja sistema odbrane, doctoral thesis, Faculty of Trade and Banking BK, Beograd, 2007, p. 172. The 21st century is announced a century of knowledge, and the millenium we entered will be qualified by the nomad life of labour force; A new world architecture is formed from modular units existentially capable of surviving locally, however not powerful enough to affect the environment (region) and incapable of survive by themselves on a global plane, especially not in the paths leading to significant sources of raw materials energy paths; Unification of world business; A world government is formed, a world military force, a world religion, a unique language and a unique currency are introduced; The world has become small, a global village and each point in it is easily accessible; The world changes fast, so it is not easy to follow the changes; The worls has become complex and interdependent, even very complex and extremely interdependent; Temporary and flexible organizations are promoted; Clear and partial regulations are accepted, controls of results, not processes; State frontiers and frames are surpassed, external and international organizations are established; Transparent behaviour, cooperative relations and shallow organizational structure are developed; A growing primacy of ideas over manual work; A growing knowledge processing, a reduced data processing; More and more is being done in managing people, compared to managing processes, since technicaltechnological achievements and results of automatization and robotics facilitate manufacture management; Team work gains advantage over individual work, especially in the areas of research, development and management; There is an increasing stress upon free time and personal health management, not work management ...9 Perhaps more than the global changes listed above, the acting and thinking of people is affected by the present changes which are emerging worldwide, faster or more slowly: the rise in the living standard, higher level of education, general accessibility of information.
EVAL_EXTRA:The manager is always required to: define the organizational policy he makes; gather a group of people to make an organization ca pable of functioning and producing results; f ind a way to obtain a maximum from the members of the working team.
EVAL_EXTRA:A good manager is not merely a spontaneous product of nature; in order to be such he needs education, and this education means a long and painful effort in which the family, school, organization he works with and state participate.10 Managers education projection in the defense system Education of managers is a complex problem that cannot be solved in haste, but by long-termed and persistant work.
EVAL_EXTRA:Forming and development of managers personality is influenced by numerous factors, such as: (cid:41) family, school, social organizations and political parties and associations; (cid:41) people he works with the company within which he works and acquires working and life experience; (cid:41) his immediate superior who imposes his own exam ple on a young manager; (cid:41) institutions for additional training (within the de fense system or outside it).
EVAL_EXTRA:9 Majstorović, A.: Revizija poslovanja sistema odbrane (Review of Defence Systems), Defence Technologies Symposium OTEH, Boegrad, October, 2007.
EVAL_EXTRA:10 Majstorović, A. and Andrić, M.: Planiranje, programiranje i budžetiranje u sistemu odbrane (Planning, Programming and Budgeting in the Defense System), the 34th Symposium on Operational Research SYM-OP-IS 2007, Zlatibor, September, 2007.
EVAL_EXTRA:Possible techniques and methods of training a modern manager are: rotation among a number of jobs and organizational levels (experience); assisstance (work as an assisstant to a senior manag er); education in its broadest sense and on different lev els; group education directed towards solving (with perception reorganization) unprogrammed problems that require knowledge of the problem, knowledge of the groups and experience.
EVAL_EXTRA:Therefore, a systemic, organized and continual education of managers has an aim to: (cid:41) enlarge and enrich their knowledge of sciences and humanities, significant for modern management and for improving the work organization in work collectives; (cid:41) refine methods, techniques and skills of manage ment and organization of work; (cid:41) broaden the mind and establish correct attitudes and views, enhance their initiative in developing healthy relationships within the organization and between the organization and the society.
EVAL_EXTRA:The following questions should be answered: (cid:41) is the aim of education to prepare new people to work in managerial positions education of young managers (importance, essence and basic principles of management and organization, acquiring skills and habits in implementing certain sophisticated techniques and methods, development of attitudes and relations with people, training for Himan Resource Management HRM); (cid:41) do we tend to educate the present junior and medium level of management in order to prepare space for executing higher levels of managerial duties, bearing more responsibility education for the purpose of improving certain techniques and methods; (cid:41) is the aim of education to improve the present managers in order that they do their present job more efficiently education for the purpose of improvement (learning about the relevant achievements in scientific development for the purposes of more precise predicting, decision making, taking actions, breaking with the cases of staleness, of work blindness, improving the present methodology by mastering certain techniques and skills, forming new views as regards work and people, training people to prevent achieving a plateau in developing managerial personnel).
EVAL_EXTRA:In terms of educational aims and the management level, the focus is set upon the following: in junior managers and those at lower levels, at acquiring knowledge in order to adopt the principles of modern management and broaden views; in medium level managers, at adopting techniques and skills that can be readily implemented, as well as at acquiring certain attitudes as regards these etchniques (stress is on exchange of experience and attitudes); in top managers, at discussions on establishing business policies of the defense system on the global level.
EVAL_EXTRA:In this sense, the possible forms of education are: schools for managers; courses and seminars; conferences; experience exchange groups; correspondence studies (open universities); individualised work (lack of spare time and ability to cope with an increasing quantity of writtwn material and documents).
EVAL_EXTRA:Normally, there are three groups of results: visible results, those that can easily be perceived and quantified; results that cannot be measured, but are globally visible, e.g., functioning of the modern organization of work; results that are not so visible, but can be felt, such as improved interpersonal relationships, greater satisfaction of the staff, higher work morale, etc.
EVAL_EXTRA:What is most criticized in our practice of selection and apointment of managers is the following: in most cases people are not familiar with the criteria and the weight of criteria on which they were selected; it is often remarked that the selection was biased; there are cases when it is obvious that the selection was conditioned by factors other than work place and the needs of the group; the subordinates protest strongly against any sign of protection in selecting the manager.
EVAL_EXTRA:The decisions on the appointment of manager might be significantly improved if decision makers were presented the materials on: the directly superior officers views; the attitude of the group the candidate is to manage; data and attitudes of experts (psychologist, human resource manager ...).
EVAL_EXTRA:In addition to these, the following should be analysed and observed: competence (absolute and relative) for management, the work results achieved so far and the superiors recommendations; knowledge of people and of the organization and process technology in the relevant field; acceptance from the part of wider environment; acceptance from the part of the staff he is to manage; reputation and authority in his profession; work habits; knowledge, education; experiance; method and management style he uses in his work; way of speaking (brief, distinct, clearly understandable, commands the terminology of the field he manages); techniques of submitting data to the superiors, the method and intensity of presenting his organizational system in internal setting; the method and intensity of presenting his organizational system (entity) to subjects outside his organizational entity; charisma: ability to estimate who will do certain work in a most efficient way; suggestiveness, ability to negotiate and assure, to transmit his own will to the others and encourage others to willingly collaborate and act, all based on self-confidence, self-discipline and strong will; optimistic in nature; appearance and the way he dresses, etc.11 The preparation for manager promotion requires a situational approach conditioned by all the managers qualities, specific features of the new workplace and the work group that is engaged in the preparations.
EVAL_EXTRA:The individual preparation plan may include: 11 After: Majstorović, A. and Andrejić, M.: Savremeno upravljanje ljudskim resursima u sistemu odbrane (Modern Human Resource Management in Defense System) , the Tenth International Conference Quality and Reliability Management, DQM Faculty of Civil Engineering Belgrade, June 2007, p. 423. education at workplace; changing jobs within organization according to the plan made in advance rotation; temporary substituting the superiors; courses; work outside the organization (internship and prac tice); scholarships, expert exchanges and visits; special tasks (committe work, work on plans, analy ses amd expert opinions) other elements requiring continual and systematic education.
EVAL_EXTRA:Generations of young officers are increasingly better educated, both technically and in the IT area and in any other way. ~~~ They are familiar with the general trends in the environment and have alternatives in terms of employment.
EVAL_EXTRA:LITERATURE 1.
EVAL_EXTRA:Lerner, A. Principi kibernetike, NIP Tehnička knjiga, Beograd, 1970. ~~~ 2.
EVAL_EXTRA:Majstorović A, Reforma sistema odbrane Srbije i Međunarodna konferencija Crne Gore, Ekonomskog direktorata NATO na globalnu temu: Ekonomske dimenzije u izgradnji savremenih institucija odbrane, Berlin, SR Nemačka, septembar 2004.
EVAL_EXTRA:Majstorović A, Sistem planiranja rashoda odbrane, Međunarodni simpozijum Ministarstva odbrane SCG i Združenog Generalštaba SAD-a na globalnu temu Planiranje, budžetiranje i izvršavanje rashoda odbrane, Beograd, februar 2005. ~~~ 4.
EVAL_EXTRA:Majstorović A, Obračun naknada prema klasifikaciji Ujedinjenih nacija, Međunarodni seminar u organizaciji Skandinavskog međunarodnog centra za odbrambene studije, Oslo, Kraljevina Norveška, april 2005. ~~~ 5.
EVAL_EXTRA:Majstorović A, Revizija poslovanja sistema odbrane, Međunarodni seminar u organizaciji Inspektorata odbrane SCG i Generalnog revizora Ministarstva kopnene vojske SAD-a, Beograd, septembar 2005. ~~~ 6.
EVAL_EXTRA:Majstorović A. i M. Andrejić, Savremeno upravljanje ljudskim resursima u sistemu odbrane, 10. međunarodna konferencija Upravljanje kvalitetom i pouzdanošću, DQM Građevinski fakultet Beograd, jun 2007. ~~~ 7.
EVAL_EXTRA:Majstorović A. i Andrić M, Planiranje, programiranje i budžetiranje u sistemu odbrane, 34. simpozijum o operacionim istraživanjima SYM-OPIS 2007.
EVAL_EXTRA:Zlatibor, septembar 2007. ~~~ 8.
EVAL_EXTRA:Majstorović A, Revizija poslovanja sistema odbrane, Simpozijum o odbrambenim tehnologijama - OTEH 2007, Beograd, oktobar 2007. ~~~ 9.
EVAL_EXTRA:Grupa autora, Savremena organizacija rada, Rad, Beograd, 1969. ~~~ 10.
EVAL_EXTRA:Berglez, J. Odabrana poglavlja iz rukovođenja i komandovanja, CVT[ KoV JNA, Zagreb, 1985. ~~~ 11.
EVAL_EXTRA:Dessler G, Osnovi menadžmenta ljudskih resur sa, četvrto izdanje, Data status, Beograd, 2007. ~~~ 12.
EVAL_EXTRA:Zelenović D, Tehnologija organizacije industrijskih sistema - preduzeća, Naučna knjiga, Beograd, 1995. ~~~ 12.
EVAL_EXTRA:Laslo J, Koncepcije poslovne politike, Ekonomski glasnik broj 3, Savez društava ekonomista Bosne i Hercegovine za teoretska i praktična ekonomska pitanja, Sarajevo, 1986.
EVAL_EXTRA:Differential Responses to Managerial Incentives among Workers: Case Study UDC 005.32 005.66 Khalid Alrawi Al-Ain University of Science and Technology College of Business Administration MBA Program Director There is considerable interest and debate over the effectiveness of managerial incentives MI.
EVAL_EXTRA:Therefore, there is a need for research to examine the effects of promotional activities on cultural groups within countries. ~~~ (John and Malhorta, 1993).
EVAL_EXTRA:Cultural values can be quite different from organization to organization, in some, employees may care deeply about money, but in others they may care more about technological innovation or employee well-being.
EVAL_EXTRA:Managerial Incentives and the Potential Impact on Culture The majority of past studies on the effectiveness of MI have focused on monetary issues.
EVAL_EXTRA:Monetary incentives (e.g., increasing salary) tends to provide fairly immediate rewards to the employee and they are transactional in character, non-monetary incentives (e.g., shifting to new post) tend to involve delayed rewards and are more relationship-based. ~~~ (Tomer, 2001).
EVAL_EXTRA:These benefits are further classified as tangible incentives (monetary incentives) or intangible incentives (non-monetary incentives).Consistent with such understanding, the benefits of value expression, exploration and entertainment can be classified as intangible incentives.
EVAL_EXTRA:Each ethnic group constitutes a unique community because of common culture. ~~~ (Lee, Fairhurst, and Dillard, 2002).
EVAL_EXTRA:The appropriateness of these dimensions for this study is supported by the suggestion that there are specific relationships between (Hofstedes) cultural dimensions and the appropriate promotional policy (Kale and McIntyre, 1991).Indeed, one of the aims of this study is to verify whether there are any relationships between the cultural dimensions and employees responses to MI.
EVAL_EXTRA:Indeed, privileges and status symbol are both expected and desired (Hofstede, 1991).Employees in such cul tures were thus likely to be more responsive to incentives that contain differential treatment.
EVAL_EXTRA:A financial incentive may create dissatisfaction if they feel that it inadequately reflects their contributions. quality of the We would predict that group work will motivate employees more when the countrys culture scores high on criterion.
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EVAL_EXTRA:In fact, some authorities believe that the most effective method of influencing organizational culture may be through the reward system. cross-cultural studies on MI include age, gender, income and level of education.
EVAL_EXTRA:It should be that reliability levels varied slightly between the ethnic groups. ~~~ Research Methodology and Analysis The two ethnic groups Indians and Egyptians are selected for investigation.
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EVAL_EXTRA:Overall, the results support the independence of the constructs Using AMOS 4.0, the key results of the standardized solution are shown in table (3).
EVAL_EXTRA:These results provide strong conformity support for the CVSCALE and its use in studying the hypothesized constructs With regards to composite reliability, all the estimates were ranging from 0.76 to 0.82 (Table3).
EVAL_EXTRA:These results are evidence of the scales convergent validity.
EVAL_EXTRA:In addition, whilst the average variance extracted for each dimension was only moderate at 0.50, they do satisfy the minimum acceptable level, thus the results provide support for the independence of the dimensions.
EVAL_EXTRA:Having confirmed the reliability and validity of the CVSCALE, responses to the scale are then aggregated for analysis.
EVAL_EXTRA:For the whole sample, an average score for each cultural dimension is computed for both ethnic groups.
EVAL_EXTRA:The score is calculated as the average of the individual items of each cultural dimension answered by the respondents of each ethnic group.
EVAL_EXTRA:This approach reflects the flexibility of the CVSCALE in that it allows culture to be measured at the individual level but analyzed at an appropriate aggregate level.
EVAL_EXTRA:Thus, individual respondents may differ from the average of their group but will remain appropriate for analysis.
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EVAL_EXTRA:The average scores are then compared to classify the relative cultural values of the two ethnic groups on each dimension Although the absolute difference appears small, based on conventional statistical standards there are significant differences between the two ethnic groups on all of the cultural dimensions (P <0.05), except for uncertainty avoidance.
EVAL_EXTRA:Thus, a total of 10 regressions were conducted (Table 5). ~~~ Results show that the regression models generally have a poor fit since the reduction in the -2 log likelihood values and the R2 values are relatively low.
EVAL_EXTRA:However, the omnibus test of model coefficients indicates that coefficients were significant for 5 of the model (p<0.05).
EVAL_EXTRA:Within the significant models, promotion type was consistently shown to have a significant and negative relationship with incentive type: high power distance (B = -1.57, p=0.00), high uncertainty avoidance (B = -1.30, p = 0.00), individualism (B = -0.93, p = 0.00), self-esteem (B = -1.35, p = (0.00), and time orientation (B = -1.03, p = 0.00).
EVAL_EXTRA:These results indicate that for each significant dimension, intangible incentives are associated with the choice of non-monetary incentives and tangible incentives are associated with the choice of monetary incentives.
EVAL_EXTRA:The covariates of gender, age and income were generally found to be insignificant.
EVAL_EXTRA:The only exception is that higher income was found to be associated with the choice of non-managerial incentives under the individualism dimension (B = 1.26, p = 0.02).
EVAL_EXTRA:However, it is first necessary to discuss the stimuli and measurement scale.
EVAL_EXTRA:This is summarized in Table 6 and Appendix (B). and across different acculturation groupings.
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EVAL_EXTRA:The current study only focused on employee motivation with a particular package of incentives, and other types of variables in other industries or economic sectors that may apply differently.
EVAL_EXTRA:Therefore, the study could be further extended by considering the use of alternative measures and stimuli, for example: culture may also be measured by using Hofsteds (1990) or the alternatives that have been proposed (e.g., Furr, Liu and Sudharshan, 2000).
EVAL_EXTRA:REFERENCES Š1Ë Adler, N., (1991), Managing cross cultural Transitions, Group and Organization Studies, Vol.6, No.3, pp341-356.
EVAL_EXTRA:Š2Ë Au, Y., (1999), Intra-Cultural Variation: Evidence and Implications for International business, Journal of International Business Studies, 30(4), 798-813.
EVAL_EXTRA:Š3Ë Adler, J., (2002), International Dimensions of Organizational Behavior, 4th Ed, South-Western, 174-177. ~~~ Š4Ë Allen, T. and Katz, R., (2002), Managing Technical Sloan Professionals and Organizations, Management Review, Summer 54-55. Š5Ë Au, Y., (1999), Intra-cultural variation, Evidence and Implications for international business, journal of International Business Studies, 30(40,798-813. ~~~ Š6Ë Ambrose, L. and Kulik, T. (1999), Old friends, new the 1990s, Journal of faces, Motivation Management, 25,231-237. in Š7Ë Bluedom, A. et al., (1992), How many things you like to do at Once?
EVAL_EXTRA:Academy Of Management Executive, Vol.6 (November), pp 17-26.
EVAL_EXTRA:Š8Ë Bond, H.,(1988), Finding universal dimensions of Individual Variation in multinational Studies of values, Journal of Personality and social Psychology, 55(6), 1009-15.
EVAL_EXTRA:Š9Ë Bochner, S., and Hesketh, B., (1994), Power Distance, Individualism/Collectivism, and job-related Attitudes in a Culturally Diverse Work group, Journal of Cross-Cultural Psychology, 23(June), 233-57.
EVAL_EXTRA:Š10Ë Batra,R., and Ahtola,O.,(1990), Measuring the Hedonic and Utilitarian Sources of consumer attitudes, Marketing letters,2 (2), 159-70 Š11Ë Chandon, P., Wansink, B., and Laurent, G., (2000), A benefit Congruency Framework of Sales Promotion Effectiveness, Journal of Marketing, 64(October), 65-81. ~~~ Š12Ë Commings, G. (2001), Organization Development and Change, 7th Ed, South-Western. and Worley, C., Š13Ë Calder, J., Phillips, L., and Tybout, A., (1981), Desining Research for Application, Journal of Consumer Research, 8 (September), 197-207. ~~~ Š14Ë Clark, T., (1990), International Marketing and National Character, A Review and Proposal for an Integrative Theory, Journal of Marketing, 54(October), 66-79. ~~~ Š15Ë Gerstner, C. and Day, D. (1994), Cross Cultural Comparison of Leadership Prototype, Leadership Quarterly, Vol.5, pp 122-134.
EVAL_EXTRA:Š16Ë Hofstede, G., (1991), Culture and Organizations, Software of the Mind.
EVAL_EXTRA:Berkshire England, McGrawHill Book Company.
EVAL_EXTRA:Š17Ë Hofstede, G., (1993), Cultural Constraints in Management Theory, Academy of Management Executive, February, 7, 81-94. ~~~ Š18Ë Higgins, M, and McAllaster, C., (2002), Want innovation?
EVAL_EXTRA:Then use cultural artifacts that support it, Organizational Dynamics, 31, 74-84. ~~~ Š19Ë Jarvis, S., (2002), Ethnic sites draw new ad wave, Marketing news August, 5, 4.
EVAL_EXTRA:Š20Ë John, M, and Malhorta, N. (1993), Culture and Consumer Behavior, toward an Understanding of cross-cultural consumer behavior in international marketing, Journal of International Consumer Marketing, 6(2), 91-127. ~~~ Š21Ë Kanfer, R. and Kantrowitz, M., (2001), Job search and Employment, Journal of Applied Psychology, 86,837-855.
EVAL_EXTRA:Š22Ë Klineberg, I., (1968), Future Time Perspective and the Preference for Delayed Reward, Journal of Personality and Social Psychology, 8(), 253-257.
EVAL_EXTRA:Š23Ë Kale,H., and McIntyre,R.,(1991), Distribution in Diverse Cultures, Channel Relationships International Marketing review,5(3), 31-45.
EVAL_EXTRA:Š24Ë Lenartowicz, T., and Roth, K., (1999), A framework for culture assessment, journal of International business studies, 30(4), 781-98. ~~~ Š25Ë Latham, P.,(2001), the importance of understanding and changing employee outcome experiences for gaining commitment to an organizational Coal, Personnel Psychology,54,707-716. ~~~ Š26ËLee, Eun-Ju., Fairhurst, A., and Dillard, S., (2002), Usefulness of Ethnicity in International Consumer Marketing, Journal of International Consumer Marketing, 14, (4), 25-48.
EVAL_EXTRA:Š27Ë Lewis, D., (1996), When culture Collide: Managing successfully Across Cultures, London, Nicholas Barclay Publishing.
EVAL_EXTRA:Š28Ë Locke, E., (2000), Principles of Organizational Behavior, Blackwell, Oxford, England.
EVAL_EXTRA:Š29Ë Lawler, E., (1981), Pay and organizational Effectiveness, Reading MA, Addison-Wesley.
EVAL_EXTRA:Š30Ë Meyer, E., (2001), Radical change, the quiet way (changing corporate culture), Harvard Business review, October, 92-104.
EVAL_EXTRA:Š31Ë Nakata, C., and Sivakumar, K.,(2001), Instituting the marketing concept in a Multinational Setting, Journal of Academy of Marketing Science, 29(Summer), 255-75. ~~~ Š32Ë Rheem, H., (2000), The effect of Incentive Contract, Accounting Review, July, pp299-326. ~~~ Š33Ë Simon, K., and Mark, U., (2002), Sales promotion Effectiveness, The Impact of Culture at an EthnicGroup Level, Working Paper, University of New South Wales, Australia.
EVAL_EXTRA:Š34Ë Schermerhorn, J.et al., (2003), Organizational Behavior, John Wiley &Sons, Inc, USA.
EVAL_EXTRA:Š35Ë Steers, R. et al., (1992), Cross Cultural Management Research, Journal of Management Inquiry, (December), pp325-326.
EVAL_EXTRA:Š36Ë Schein.E., (1990), Organizational Culture, American Psychologist, Vol.45, pp109-119.
EVAL_EXTRA:Š37Ë Stewart, b.and Gregersen, H., (1999), The right way to Manage Expats, Harvard Business Review (March/April).
EVAL_EXTRA:Š38Ë Sagie, A.et al., (1996), The Structure and Strength of achievement motivation, of Organizational Behavior, 17, 431-445. ~~~ Journal Š39Ë Spears, N., Lin, X., and Mowen, J.,(2001), Time orientation in the United State, China and Mexico, Measurement and Insights for Promotional Strategy, Journal of International Consumer Marketing, 13, (1),,57-75. ~~~ Š40Ë Tomer, J., (2001), Understanding HighPerformance Work Systems, the joint contribution of Economics and HRM, Journal of SocioEconomics, 30, 63-73.
EVAL_EXTRA:Š41Ë Sondergaard, M., (1994), Research Note, Hofstedes Consequences: A study of Reviews, Citations and Replications, Organization Studies, 15 (3), 447-56. ~~~ Š42Ë Uncle, M. and Kwok, S., (2002), Sales Promotion Effectiveness (working paper), School of Marketing, University of New South Wales, Australia.
EVAL_EXTRA:Š43Ë Usunier, J., (2000), Marketing Across Cultures, 3rd Ed, England, Prentice-Hall.
EVAL_EXTRA:Š44Ë Yoo, B. et al., (2001), Measuring Cultural Values, Development and Validation of CVSCALE, working paper, Georgia State University.
EVAL_EXTRA:Š45Ë Yoo, B., and Donthu,N.,(2002), The effects of marketing education and individual cultural values on marketing ethics of students, Journal of Marketing Education, 24(2),92-104. ~~~ Š46Ë Yoo, B., Donthu, N., and Lenartowicz, T., (2001), Measuring Cultural Values, Development and Validation of CVSCALE, working paper, Georgia State university.
EVAL_EXTRA:3.
EVAL_EXTRA:In particular, use is made of the CVSCALE proposed by Yoo, Donthu and lenartowicz (2001).It consist of 26items, measured by 5-point Likert scales, relating to Hofesteds five cultural dimensions.
EVAL_EXTRA:The CVSCALE is useful for analyzing cultural values in a heterogeneous country like the UAE and thus, the scale is particularly relevant for this study. ~~~ Furthermore, the items of the scale have been adapted to suit the employee context.
EVAL_EXTRA:4.
EVAL_EXTRA:Structural and dynamic aspects of virtual organizations UDK 005.71-021.131 Ivan Stefanović, Sloboda Prokić This paper depicts the basic characteristics of virtual organizations and some of their structural and dynamic aspects of functioning.
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EVAL_EXTRA:Basic characteristics of virtual organzations There are no results within virtual organization.
EVAL_EXTRA:The only business results are created by the customer, who converts the efforts and the costs into the income and the profit, willingly exchanging his buying power for the products or services of the organization.Š2Ë This is the basic premise upon which the logics that supports the emergence and developmet of virtual organizations should be based on.
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EVAL_EXTRA:In the conditions of fast changes it is necassary that the decision making process is as close as possible to the execution process.
EVAL_EXTRA:As regards the processes it is permeated with, the organizational structure may be viewed in two ways (Figure 1): as part of business process that flows through it; and as a business process environment Š7Ë. Figure 1.
EVAL_EXTRA:Dynamic aspects of virtual organizations The essence of virtual organization is the restructuring process.
EVAL_EXTRA:The theory of the virtual organization design and implementation that describes dynamic mechanisms is founded on three synthetised notions Š6Ë: work on the project has been completed, to continue with the previously agreed distribution of profit and possible mutual property. ~~~ The virtual organizations life cycle is presented in Figure 3. ~~~ Figure 3. ~~~ Virtual organizations life cycle Š11Ë.
EVAL_EXTRA:They are part of a long-term structure of virtual organizations and a way to overcome typical barriers in cooperation. ~~~ The following coordination roles may be distinguished: The network trainer is in charge of overall management, infrastructure development, conflict management and defining relationships among network partners; The broker is responsible for the customer relations management (CRM), acquisition of offers and other market specific tasks; The task manager designs the configuration of a specific value chain, i.e., a short-term project network; The project manager is in charge of offer transaction, process management and, if necessary, project planning and management; The auditor takes care about the aspects of competition, especially about auditing and inspection (quality guarrantee).
EVAL_EXTRA:The In-/Outsourcing manager presents the interests of his organization to other partners. the network consisting of relevant, previously existing industrial structures, e.g., relations with partners in confidential cooperation or in the resources market, etc; virtual business doing, that is, cooperative processes that combine competences and resources during the period necessary to realise (materialize) the value; and value, as a force that makes the virtual organization restructure.
EVAL_EXTRA:The virtual organizations life cycle can be described through four phases: task identification in the environment, network forming, project execution and network disintegration Š11Ë. Opportunity identification starts with market research, or the identification of demand for certain products or services.
EVAL_EXTRA:For the defined jobs in the project designing those members are chosen that offer the most favourable terms or are found trustworthy on the basis of the previous experience Š5Ë. Project execution is a phase involving all the activities related to achieving the set project goals, that is, fulfilling the contracted obligations of a virtual organization as a whole, but also those of its individual members, as project subcontractors.
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EVAL_EXTRA:Network disintegration is the final phase in the virtual organizations life cycle and it starts at the moment the Figure 4.
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EVAL_EXTRA:Roles within virtual organization Š3Ë. 5.
EVAL_EXTRA:REFERENCE Š1Ë Child J.: Organizational Design and Performance: Contigency Theory and Beyond, in: Burack Elmer H., Negandhi Anant R. (eds.), Organization Design: Theoretical Perspectives and Empirical Findings, The Comparative Administration Research Institute, Kent State University, Ohio, 1977.
EVAL_EXTRA:Š2Ë Drucker F. Peter, Moj pogled na menadžment: ideje koje su unapredile menadžment, Adizes, Novi Sad, 2006. ~~~ Š3Ë Göransson, A., & Schuh, G. (1997).
EVAL_EXTRA:Das netzwerkmanagement in der virtuellen fabrik.
EVAL_EXTRA:In G. Müller-Stewens (Ed.), Virtualisierung von organisationen (pp. 61-81).
EVAL_EXTRA:Stuttgart: SchäfferPoeschel.
EVAL_EXTRA:Š4Ë Groth L.: Future Organizational Design: The Scope for the IT Based Enterprise, Wiley & Sons, New York, 1999.
EVAL_EXTRA:Š5Ë Jaško O., Stefanović I.: Virtualne organizacije kao savremeno rešenje za upravljanje projektima, IX internacionalni simpozijum iz projektnog menadžmenta, YUPMA, Zlatibor, 13-15. jun 2005.
EVAL_EXTRA:Š6Ë Katzy, B.R. (1998), Design and Implementation of Virtual Organisations, Working Paper Series, 98.002, University BW Munich.
EVAL_EXTRA:Š7Ë Kirikova M., Flexibility of Organizational Structures for Flexible Business Processes, Department of Systemy Theory and Design, Riga Technical Latvia, http://lamswww.epfl.ch/conference/bpmds05/program/ University, Š8Ë Mowshowitz, A. (1999).
EVAL_EXTRA:The switching principle in virtual organization. eJoV - the Journal for Networks and Virtual Organizations, 1, 6-18. ~~~ Š9Ë Robbins, S. P. (2001).
EVAL_EXTRA:Organizational Behavior.
EVAL_EXTRA:Prentice-Hall, Inc., Upper Saddle River, New Jersey.
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EVAL_EXTRA:Š10Ë Saabeel W.,Verduijn T.M., Hagdorn L., Kumar K.: A Model of Virtual Organization: A Structure and Process Perspective, Virtual Organization Net, Vol. 4, No. 1, http://www.virtual-organization.net Š11Ë Strader T.J., Lin F., Shaw M.J.: Information Structure for Electronic Virtual Organization Management, Decision Support Systems, No. 23, 1998.
EVAL_EXTRA:Š12Ë Wigand, R., Picot, A., and Reichwald, R. (1997), Information, organisation and management: Expanding markets and corporate boundaries, New York: John Wiley & Sons.
EVAL_EXTRA:Competitiveness through Entrepreneurship: an International Analysis UDC 005.332.4:005.96 Isabel Martins Jean Piaget University of Cape Verde Ana Martins Glamorgan Business School, UK Orlando Petiz European Industrial and International Research Centre (NEEII) University of Minho, Portugal During the last decade there has been a vocal discussion pertaining to economic growth.
EVAL_EXTRA:Culture, leadership and change: the basis of entrepreneurship. ~~~ 2.1 Culture and leadership There is a strong relationship between entrepreneurship and organizational change.
EVAL_EXTRA:He can also be seen as the economic agent who internalized both the importance and the capacity of making decisions about the different perspectives, (Ibid.op.cit.), namely: The perspective of directing and making the people aware through strategic thinking The operational perspective which entails current, consistent and flexible practices The business and organizational intuition perspective dealing with both potential and real opportunities and threats.
EVAL_EXTRA:This responsibility, however, is the result of the symbiosis of various contexts namely, professional, personal and social. ~~~ As far as the allocation of available resources, the decisions faced by the entrepreneur constructs are governed by efficiency (Herbert and Link, 1989).
EVAL_EXTRA:Observable Behavouiral Norms 1 2.
EVAL_EXTRA:Group Norms 3.
EVAL_EXTRA:Ground Rules 6.
EVAL_EXTRA:Climate 7.
EVAL_EXTRA:Shared meaning 10.
EVAL_EXTRA:1 For this purpose, the author uses language, customs and traditions as examples. ~~~ 2 The ideological principle, which serves as a guideline for stakeholders 3 Cognitive shared parameters which guide perceptions through the use of a common language among team members, which are also used as socialization processes. ~~~ 4 Ideas, feelings and team images which develop as a form of self identification of the group.
EVAL_EXTRA:Senge views leadership as an internal capacity inherent to the human community so as to prepare its own future sustaining of the very process of change. ~~~ Furthermore, such a process is inexorably linked to the vision of leadership as is set out by Drucker (in Schein, 2001).
EVAL_EXTRA:It is within this perspective that innovative processes are launched which, in turn, nurture all objectives.
EVAL_EXTRA:Hence, we share the opinion that this approach adds value to the overall analysis of the tendency and reinforcement of entrepreneurship. ~~~ 5 The author links this concept with the latest ideas, the designs and formulations of products or services which, in turn, created value for clients, thus highlighting customer loyalty. ~~~ 6This refers to the ability to turn ideas into applicable forms of extremely high standards which, in turn, are to be used by clients. ~~~ 7 Refer to the alliances within the core business promoting nuclear competencies which, thus, created added value for customers, thereby, opening doors and widening horizons for the organization. ~~~ 8 Power tools include information, resources and support. ~~~ (Kanter, 1983:159).
EVAL_EXTRA:Therefore, within this scenario, we are of the opinion that it is possible to bypass such complexities through an attempt to answer the following questions: (cid:190) What does change imply? (cid:190) How to implement a change process? (cid:190) How to quantify the change results?
EVAL_EXTRA:10 In this context, we refer the reader to chapter 10 of the handbook, Strategia, sucesso em Portugal, by Freire (1997a), Lisbon: Verbo, as well as, Appendix 10 of , Cultura Organizacional e Liderança.
EVAL_EXTRA:We are, therefore, led to think that this type of change is relevant in the process of innovation, namely, at the social and organisational levels.
EVAL_EXTRA:They are crucial, as they lead to other types of changes and innovation, namely technological change, notwithstanding its incremental and radical position.
EVAL_EXTRA:According to Dubini and Aldrich, entrepreneurship is related to social capital.
EVAL_EXTRA:This implies taking into account human beings specific characteristics in order to analyse the organisation internally as well as externally11. ~~~ Both the notion and the importance of entrepreneurship have undergone profound alterations especially in the last decade.
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EVAL_EXTRA:The performance of companies can be seen and measured through a wide lens, amongst which are the following: (cid:190) Management capacity (cid:190) Growth capacity and sustainable development (cid:190) Capacity to enlarge market quotas, paying special attention to external markets (cid:190) Strategic management capacity The change phenomenon and subsequently the innovation phenomenon are both linked to the abovementioned capacities.
EVAL_EXTRA:In the second stage of analysis it was decided to choose only five of these forty three so as to demonstrate a more cohesive and concentrated analysis. ~~~ Moreover, age group and gender were also taken into consideration and analysed according to the selected five variables.
EVAL_EXTRA:These variables are described as follows: i) openness of character receptiveness to new circumstances, cultures, challenges.
EVAL_EXTRA:The respondents perception of this dimension will, on the one hand, demonstrate the degree of sensitivity towards this dimension and on the other hand, convey the individuals perception of how the organization promotes a greater degree of entrepreneurial behaviour through this perception. ii) continuous learning enthusiasm towards enriching the individuals knowledge and know how.
EVAL_EXTRA:The respondents perception, on the one hand, conveys the will to pursue the lifelong learning approach and to be imbued with this culture promoting entrepreneurial thinking, and on the other hand, the degree to which the organization nurtures this approach. iii) individual competitiveness persons ability to be demanding on him/herself and also in relation to the other colleagues/employees.
EVAL_EXTRA:The extent to which the individual has inner will and drive to search for challenging situations as well as the extent to which the organization instils this ability in order to promote a high degree of entrepreneurial behaviour. iv) imagination-creativity: the link between entrepreneurial behaviour and the individuals capacity to introduce innovative ideas as well as the degree to which the organization enriches and promotes the individuals entrepreneurial thinking with reference to this capacity.
EVAL_EXTRA:This will enhance the individuals awareness and receptiveness towards organizational change. v) person at the centre the importance of the individual as well as individuality in the organization and its link to enhancing entrepreneurial behaviour on the part of the individuals..
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EVAL_EXTRA:3.3 Data presentation 3.3.1 Introduction The data pertaining to the three different institutions was analysed using SPSS 11.5 for Windows; these three institutions all have very different cultures and are situated in very different geographic areas, entailing a population with specific characteristics albeit the data are not entirely comparable but we endeavoured to compare and thus identify a common base.
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EVAL_EXTRA:3.3.2 Analysis of the individual at Jean Piaget University of Cape Verde The first variable considered to be most pertinent was the Openness of character.
EVAL_EXTRA:In this way, the results obtained in relation to variables, the genders and age groups, were as follows: Openness of Character in personal life Openness of Character Total little some reasonable complete Gender Female Male Total Table 1: Openness of Character * Gender Crosstabulation (Source: the authors) If one compares the questions according to the gender and age group, several differences emerge.
EVAL_EXTRA:The female gender is more tolerant and sensitive towards this question.
EVAL_EXTRA:It is not our aim to provide an answer to this issue but indeed it can be considered for future research.
EVAL_EXTRA:Due to our dissatisfaction with these results we pose the following question: can this be related to the patriarchal culture?
EVAL_EXTRA:If this is the case, it seems that the type of culture and social structure imposes certain rhythms upon the actual entrepreneurship mental model.
EVAL_EXTRA:This is most alarming. ~~~ Continuous Learning in personal life (Unit of analysis) Continuous Learning little some reasonable complete Total Gender Female Male Total Table 2: Continuous Learning* Crosstabulation Source: (Authors) As far as this variable is concerned we shall analyse it in terms of the following criteria: the majority of the population opts for the choice reasonable, the male respondents weigh 72% which is high in spite of the female responses weighing 62%.
EVAL_EXTRA:Individual competitiveness in personal life Count Individual competitiveness Total little reasonable complete Gender Female Male Total Table 3: Individual competitiveness* Gender Crosstabulation Source: (Authors) This variable moves away from the previous one, in that both genders focus on reasonable - which coincides with the average of the variable, this is shown by the 75% of the female responses and 55,5% male responses.
EVAL_EXTRA:Thus, these results indicate that individualism adopts a prominent role in the entrepreneurial context.
EVAL_EXTRA:This contradicts the theory which focuses on cooperativism and collectivism.
EVAL_EXTRA:With reference to age, regardless of the age group, the results indicate a reasonable value weighing 58,82%, If we join the answers complete, we confirm that the combined percentage adds up to 68% which is highly significant.
EVAL_EXTRA:Imagination and Creativity in personal life Count Imagination and Creativity Total some reasonable complete Gender Female Male Total Table 4: Source: (Authors) Imagination and Creativity * Gender Crosstabulation In general, the responses in relation to the imagination and creativity of the respondents demonstrate that 68% are in favour of reasonable and some 32% are in complete agreement.
EVAL_EXTRA:In the analysis of gender, the male respondents predominate and comprise 78% of the findings while the female respondents total 63%.
EVAL_EXTRA:The age group demonstrates similar findings.
EVAL_EXTRA:Person at the centre in personal life Count Person at Centre Total some reasonable completeh Gender Female Male Total Table 5: Person at the centre* Gender Crosstabulation Source: (Authors) This variable presents surprising findings but which were to be anticipated given the nature of the socio-economic reality and the weak infrastructure at their disposal.
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EVAL_EXTRA:3.3.3 Analysis of the individual at University of Minho Openness of Character in personal life We are of the opinion that the findings concerning this variable are of interest as the total number of respondents which show reasonable and complete agreement reach 73%.
EVAL_EXTRA:This demonstrates that variables importance.
EVAL_EXTRA:Comparing the behaviour of the male with the female gender the findings are somewhat different, even though these exhibit reasonable and complete indicators, as 84% of the males consider it as being of importance and 68% of females share the same opinion.
EVAL_EXTRA:This can be analysed as a personality trait inducing aggressive behaviour.
EVAL_EXTRA:Continuous Learning in personal life Count Continuous learning Total Very little little some reasonable complete Gender Female Male Total Table 7: Continuous Learning* Gender Crosstabulation Source: (Authors) The findings from this variable are similar to openness of character in that 77% of the respondents consider it to be of importance.
EVAL_EXTRA:Individual Competitiveness in personal life Count Individual Competitiveness Total none Very little little some reasonable complete Gender Female Male Total Gender Female Male Total Table 8: Individual Competitiveness * Gender Crosstabulation Source: (Authors) Due to the findings obtained in the previous variables, we decided to divide this variable in three sections.
EVAL_EXTRA:If we ignore the second sec Count Openness of Character Total little some reasonable complete Table 6: Openness of Character * Gender Crosstabulation Source: (Authors) tion we are aware that in general terms only 18% of the respondents answered little agreement in contrast to the 43% which we find in the third block.
EVAL_EXTRA:These findings allow us to conclude that the population under analysis can not be considered as being individualistic and instead is in favour of cooperation and of group work, which is a relevant finding. the rest of the variables, they do nevertheless demonstrate that there is a desire to avoid placing the person at the centre of the issues. ~~~ However, we insist in the need to improve these indicators.
EVAL_EXTRA:Analysis of the individual at Lusíada University in Porto Imagination and Creativity in personal life Count Imaginationand creativity Total Very little little some reasonable complete Gender Female Male Total Table 9: Imagination and Creativity * Gender Crosstabulation Source: (Authors) We were once again surprised by these findings, as 69% of the respondents consider this variable as being of utmost importance, and only 6% of the same population give it assess it as being very little and little.
EVAL_EXTRA:Person at the centre in personal life Openness of Character in personal life Count Openness of Character Total some reasonable complete Gender Female Male Total Table 11: Openness of Character * Gender Crosstabulation Source: (Authors) This variable shows data similar to those of Cape Verde.
EVAL_EXTRA:In analysis of the age group it is evident that the respondents in the age group 25-30 are seen to be more negative than the others.
EVAL_EXTRA:If we take into account that this group is in the peak of their productivity, than this indicator is somewhat alarming as it shows that the people dont have an open mental model, one which is based on cooperation, dialogue and listening to others.
EVAL_EXTRA:Count Person centre Total at the None Very little little some reasonable complete Table 10: Person at the centre* Gender Crosstabulation Source: (Authors) An analysis of these findings shows that the highest scale of the responses constitutes 40%, these being reasonable and complete.
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EVAL_EXTRA:However 36% of the respondents are average, these being some; whereas, 24% of the findings are concentrated in the none, very little and little.
EVAL_EXTRA:Although these values are of less quality in comparison to Gender Continuous Learning in personal life Female Male Total Count Continuous Learning Total little some reasonable complete Gender Female Male Total Table 12: Continuous Learning * Gender Crosstabulation Source: (Authors) The general behaviour of the respondents is similar to that of gender.
EVAL_EXTRA:If one adds a part of the percentage referring to those indecisive respondents but who answered reasonable we ascertain that this percentage will rise, this therefore, can be seen as an alarming indicator.
EVAL_EXTRA:It may be an indicator of a reduced aggressive entrepreneurial and business behaviour.
EVAL_EXTRA:In terms of age group, there is little to highlight except that those between 26 and 27 years old tend to react in a more negative manner.
EVAL_EXTRA:Individual Competitiveness in personal life Person at the centre in the organization Person at the centre in personal life Count none Very little little some reasonable complete Gender Female Male Total Table 15: Person at the centre* Gender Crosstabulation Source: (Authors) The behaviour of the different genders is surprising.
EVAL_EXTRA:Analysis of the individual in the organization at University Jean Piaget of Cape Verde Openness of character in organizations in Cape Verde Count openness of character in the organization Total Little Some reasonable complete Gender Female Male Total Table 16: Openness of character in the organization * Gender Crosstabulation Source: (Authors) In general, with reference to this variable, it can be stressed that 76% responded reasonable and complete agreement while 24% chose little and some.
EVAL_EXTRA:Count Individual Competitiveness Total none little some reasonable complete Gender Female Male Total Total Table 13: Individual Competitiveness *Gender Crosstabulation Source: (Authors) This variable shows a significant distinction between genders.
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EVAL_EXTRA:Imagination and Creativity in personal life Count Imagination and creatividade Total some reasonable complete Gender Female Male Total Table 14: Imagination and Creativity* Gender Crosstabulation Source: (Authors) This variable we find that only 27% of the respondents show complete agreement.
EVAL_EXTRA:In terms of an analysis according to gender we ascertain that the male sector gives a weight of 33% to complete agreement whereas the female sector gives 20%.
EVAL_EXTRA:In accordance with those percentages we are of the opinion that the population suffers from a deficit of creativity and imagination and thus does not allow for the revitalization of the entrepreneurship capacity.
EVAL_EXTRA:In terms of age group, there is little to highlight.
EVAL_EXTRA:Continuous Learning in organization Count Imagination and Creativity in the Organization Count continuous learning in organization Total little some reasonable complete Gender Female Male Total imagination in the organization Total little some reasonable complete Gender Female Male Total Table 17: continuous learning in the organization * Gender Crosstabulation Source: (Authors) The positive values relating to this variable are situated at the level of reasonable and complete agreement.
EVAL_EXTRA:Individual Competitiveness in the Organization Count Individual competitiveness in the organization Total some reasonable complete Gender Female Male Total Table 18: Individual competitiveness in the organization *Gender Crosstabulation Source: (Authors) In general terms, the respondents demonstrate that they are in some and reasonable agreement with this variable as 92% of the population conveys a less convincing response as opposed to the remaining 8% who are in complete agreement with the variable in relation to the variables importance.
EVAL_EXTRA:This results from the fact that the individual is not conscious of this variable and this lack of consciousness leads to the lack of awareness of the need for the individual to participate within the organization. ~~~ In relation to the age, albeit there seems to be a similar behaviour in all age groups, we observe that the respondents between the 22 and 23 years old, are, in turn, essentially discordant.
EVAL_EXTRA:Table 19: Imagination in the organization * Gender Crosstabulation Source: (Authors) This variable represents an identical behaviour as the abovementioned variable of Competitiveness as 92% of the respondents demonstrate little agreement towards this variable.
EVAL_EXTRA:Person at the Centre of analysis in the Organization Count person at centre in the organization Total None Little Some Reasonable Complete Gender Female Male Total Table 20: Person at centre in the organization * Gender Crosstabulation Source: (Authors) This variable seemed to be of great importance.
EVAL_EXTRA:In terms of the age group, the behaviour is identical.
EVAL_EXTRA:3.3.6 Analysis of the individual in the organization at University of Minho Openness of Character in the Organization In view of the above findings, we share the opinion that such a situation stems from the low level of intellectual and physical development.
EVAL_EXTRA:Thus, as the years go by, the people are more receptive to the needs and the importance of continuous training.
EVAL_EXTRA:Gender Female Male Total Individual Competitiveness in the Organization Count Individual Competitiveness in the organization Total none Very little little some reasonable complete Gender Female Male Total Table 23: Individual Competitiveness in the organization *Gender Crosstabulation Source: (Authors) This variable demonstrates that, regardless of gender and age, there is an entrenched worry in relation to the categories of some and reasonable.
EVAL_EXTRA:In this way, this variable seems to convey little importance in relation to the respondents in analysis.
EVAL_EXTRA:Thus, if collegiality is considered to be one of the strongest components of entrepreneurship, then how can the responses be interpreted?
EVAL_EXTRA:In view of these results, we are convinced that the course syllabi of the Management and Human Resource Management Degrees are not launching the roots for entrepreneurship.
EVAL_EXTRA:Imagination and Creativity in the Organization Count Imagination and creativity in the organization Total Very little little some reasonable complete Gender Female Male Total Table 24: Imagination and Creativity in the organization* Gender Crosstabulation Source: (Authors) In terms of the gender behaviour we can verify that 68% of the respondents consider that this variable to be interesting and very interesting.
EVAL_EXTRA:However, the female sector continues to attribute more attention to it in view of 27% of these respondents are complete agreement in contrast to the male respondents in this category which total 10% .
EVAL_EXTRA:It is here that we encounter yet another diverging aspect between the genders, regardless of age group, which can be considered significant in terms of the behaviour analysis.
EVAL_EXTRA:Count Openness of character in the organization Total Very little little Some reasonable complete Table 21: Openness of Character in the organization* Gender Crosstabulation Source: (Authors) As far as gender is concerned there are different behaviour patterns.
EVAL_EXTRA:In a general sense the female respondents are in agreement as 36% show a complete agreement with the variable.
EVAL_EXTRA:In contrast with the male respondents, these do not go above 19%.
EVAL_EXTRA:However, in general terms, 39% of the respondents provide a negative answer and 39% show little or some agreement.
EVAL_EXTRA:According to our interpretation this may signify that openness of character may be an obstacle to the entrepreneurship dynamics.
EVAL_EXTRA:Continuous learning in the Organization Count Continuous learning in the organization Total none very little little some reasonable complete Gender Female Male Total Table 22: Continuous learning in the organization *Gender Crosstabulation Source: (Authors) The male respondents continue to attribute less importance to continuous learning, as reflected in fact 10% of the respondents are in complete agreement while 33% of the same respondents disagree or simply show some agreement.
EVAL_EXTRA:Gender Male none Female Person at the centre in the Organization Count Person at centre in the organization Total Very little little some reasonable complete Total Table 25: Person at the centre in the organization * Gender Crosstabulation Source: (Authors) With reference to this variable, it is considered strange that 80% of the respondents should demonstrate their agreement.
EVAL_EXTRA:Thus, seeing that this variable considers the person as being the centre of importance, this may indeed lead to the concentration of power.
EVAL_EXTRA:This concentration does not however facilitate the sharing of power which can lead to a negative impact upon the organizations performance in the future.
EVAL_EXTRA:Thus, in view of the fact that the responses none, very little, and little do not go beyond 20%, we can infer that both genders represent an identical tendency and attribute equal importance to individualism in the realm of entrepreneurship.
EVAL_EXTRA:In this way, this demonstrates the way to sustain and nurture the entrepreneurial capacity.
EVAL_EXTRA:On the other hand, taking into the age group into consideration, it can be inferred that the behaviours are similar which thus leads to the need for structural change in the thought processes.
EVAL_EXTRA:3.3.7 Analysis of the individual in the organization at Lusíada University in Porto Openness of Character in the Organization Count Openness of character in organizations Total Very little some reasonable complete Gender Female Male Total Table 26: Openness of Character in the organization* Gender Crosstabulation Source: (Authors) On the one hand it can be inferred that the differences in behaviour are similar in relation to both genders.
EVAL_EXTRA:On the other hand, the response tendency orients itself towards valuing the variable as 70%, thus classifying this variable, in general terms, due to the responses being in reasonable and complete agreement.
EVAL_EXTRA:This fact is somewhat astonishing. ~~~ In terms of the age group, the level of relevant physical maturity, however, continues to be expressed through the less positive responses, such as, some and reasonable.
EVAL_EXTRA:Continuous Learning in the Organization Count Continuous learning in the organization Total Very little little some reasonable complete Sexo dos inquiridos Feminino Masculino Total Table 27: Continuous Learning in the organization* Gender Crosstabulation Source: (Authors) It is astonishing that 33% of the respondents are against the importance of continuous learning in the institution as opposed to 17% which is complete agreement.
EVAL_EXTRA:Individual Competitiveness in the Organization Count Individual competitiveness in the organization Total none little some reasonable complete Gender Female Male Total Table 28: Individual Competitiveness in the organization* Gender Crosstabulation Source: (Authors) In general terms, 60% of the respondents demonstrate that they are in favour of the individual competitiveness.
EVAL_EXTRA:This percentage appears to contradict the entrepreneurial capacity.
EVAL_EXTRA:We share the opinion that if the individual creativity is not collectively diffused, shared and matured it will not present positive effects.
EVAL_EXTRA:However, the fact that this behaviour is shared by both genders is also considered strange.
EVAL_EXTRA:Imagination and Creativity in the Organization Count Imagination and creativity in the organization Total none some reasonable complete Gender Female Male Total Table 29: Imagination and Creativity in the organization* Gender Crosstabulation Source: (Authors) This variable is considered to be one of the base elements for the construction and actual building of the entrepreneurial capacity; albeit some disquiet stems from the findings obtained.
EVAL_EXTRA:In general terms this is due to fact that the respondents attributed an average importance.
EVAL_EXTRA:However, as we analyse the genders we verify that the male respondents have a greater tendency towards imagination and creativity compared to the females as 40% of the male findings focus on complete agreement as opposed to the 16% of the female findings.
EVAL_EXTRA:However, in general terms, this variable is not valued by all.
EVAL_EXTRA:This allows us to infer that entrepreneurship is not nurtured through the findings obtained in relation to this variable.
EVAL_EXTRA:In an analysis according to the age groups we verify that the behaviour is similar even though a lower importance is given by the older respondents.
EVAL_EXTRA:Person at the Centre in the Organization Count Person at the centre in the organization Total none Very little little some reasonable complete Gender Female Male Total Table 30: Person at the Centre in the organization* Gender Crosstabulation Source: (Authors) This variable produces some dissatisfaction in relation to the findings because in general terms, 83% of the respondents are in favour of its importance.
EVAL_EXTRA:The categories complete, reasonable and some agreement represent 83% of the findings.
EVAL_EXTRA:In this way, the remaining 17% of the findings represent the levels of none, very little and little which lead us to infer that individualism starts to be highly adhered to and which then becomes an obstacle in the entrepreneurial production in Portugal.
EVAL_EXTRA:A few differences were encountered in an analysis of the findings according to gender.
EVAL_EXTRA:The male findings reveal that 93% are in complete agreement with this variable, in the categories of some, reasonable, complete agreement while the female findings represent 73% in this variable.
EVAL_EXTRA:The negative responses add up to 27%.
EVAL_EXTRA:In general, different levels of entrepreneurship are related to the behaviour differences and which, in turn, are more evident in the female findings. ~~~ The latter shows a greater tendency and sensitivity towards entrepreneurship.
EVAL_EXTRA:The behaviours are identical in terms of the age groups as there are no divergences in relation to the abovementioned factors in analysis.
EVAL_EXTRA:BIBLIOGRAPHY ACS, Zoltan J. and David B. Audretsch (eds.), 1993, Small Firms and Entrepreneurship: An East-West Perspective, Cambridge: Cambridge University Press.
EVAL_EXTRA:ALDRICH, Howard, 2000, Learning Together, National Differences in Entrepreneurship Research, in Donald Sexton and Hans Landstrom (eds.), Handbook of Entrepreneurship, London: Blackwell Publishers, pp. 5-25.
EVAL_EXTRA:ALDRICH, Howard E. and Catherine Zimmer, 1986, Entrepreneurship through Social Networks, in Howard E. Aldrich (ed.), Population Perspectives on Organizatios, Uppsala: Acta Universitatis Upsaliensis, pp. 13-28.
EVAL_EXTRA:ALMEIDA, Paul and Bruce Kogut, 1997, The Exploration of Technological Diversity and the Geographic Localization of Innovation, Small Business Economics, 9(1), 21-31.
EVAL_EXTRA:AUDRETSCH, D. B., 1995, Innovation and Industry Evolution, Cambridge: MIT Press.
EVAL_EXTRA:AUDRETSCH, David (2002), Entrepreneurship: A Survey of the Literature, London, Institute for Development Strategies, Indiana University & Center for Economic Policy Research (CEPR), July 2002.
EVAL_EXTRA:AUDRETSCH, David B. and Roy Thurik, 2002, Linking Entrepreneurship to Growth, OECD STI Working Paper, 2081/2. ~~~ AUDRETSCH, David B. and Roy Thurik, 2001, Whats New about the New Economy?
EVAL_EXTRA:Sources of Growth in the Managed and Entrepreneurial Economies, 2001, Industrial and Corporate Change, 10(1), 267-315. ~~~ BELASCO, James, A. Teaching the Elephant to Dance.
EVAL_EXTRA:Empowering change in your Organization.
EVAL_EXTRA:London: Century Business CHIAVENATO, Idalberto (1994), Administração: Teoria, Processo e Prática, 2ª Edição, São Paulo, McGraw-Hill.
EVAL_EXTRA:DALF, Richard (1999), Teoria e projecto das organizações, 6ª edição, Rio de Janeiro, LTC Livros Técnicos e Científicos Editora, SA.
EVAL_EXTRA:DUARTE, Helena (2003), Dinâmicas de Empreendedorismo e Inovação, in Empreendedorismo e Inovação Tecnológica: Plataformas para o Desenvolvimento Regional, Braga, Tecminho e Universidade do Minho, pp. 35.39.
EVAL_EXTRA:DUBINI, Paola and Howard E. Aldrich, 1991, Personal and Extended Networks are Central to the Entrepreneurial Process, Journal of Business Venturing, 6, 305-313. ~~~ FOELSTER, Stefan, 2000, Do Entrepreneurs Create Jobs?
EVAL_EXTRA:Small Business Economics, 14(2), 137148. ~~~ HOFSTEDE, G. (1991), Cultures and Organizations.
EVAL_EXTRA:Intercultural Cooperation and its Importance for Survival.
EVAL_EXTRA:Software of the Mind.
EVAL_EXTRA:London: Harper CollinsPublishers.
EVAL_EXTRA:HOLMES, Thomas J. and James A. Schmitz, Jr., 1990, A Theory of Entrepreneurship and its Application to the Study of Business Transfers, Journal of Political Economy, 98(4), 265-294. ~~~ KANTER, Rosabeth Moss (2003), Thriving Locally in the Global Economy, Harvard Business Review, August, Vol. 81, No.8, pp. 119-127.
EVAL_EXTRA:KANTER, Rosabeth Moss (1983), The Change Masters.
EVAL_EXTRA:London: International Thomson Business Press.
EVAL_EXTRA:MILLÁN, Antonio Leal (coord) (1999), El factor humano en las relaciones laborales, Madrid, Ediciones Pirámide.
EVAL_EXTRA:Organisation for Economic Co-Operation and Development (OECD), 1998, Fostering Entrepreneurship, Paris: OECD.
EVAL_EXTRA:Organization for Economic Co-Operation and Development (OECD), 2000, Employment Outlook, Paris: OECD.
EVAL_EXTRA:PETERS, Tom and Waterman, Robert, H. Jnr. ~~~ (1982).
EVAL_EXTRA:In Search of Excellence.
EVAL_EXTRA:London: Harper Collins.
EVAL_EXTRA:PETERS, Tom and Austin, Nancy. ~~~ (1985).
EVAL_EXTRA:A Passion for Excellence.
EVAL_EXTRA:The Leadership difference.
EVAL_EXTRA:London: Harper Collins.
EVAL_EXTRA:PETERS, Tom. ~~~ (1989).
EVAL_EXTRA:Thriving on Chaos.
EVAL_EXTRA:London: Pan.
EVAL_EXTRA:PETIZ, O. e Correia, I. (2004), As pequenas e médias e empresas e o empreendedorismo: que realidade.
EVAL_EXTRA:Universidade do Minho, Paper não publicado.
EVAL_EXTRA:ROBERT, Michel e CORDEIRO, René (1997), Estratégia de Inovação de Produtos, pura e simples: como o Processo de Inovação Estratégica ajuda a sua empresa a ultrapassar os concorrentes, Lisoba, Difusão Cultural.
EVAL_EXTRA:SCHEIN, Edgar (1997), Organizational Culture and Leadership.
EVAL_EXTRA:2nd ed. California: Jossey-Bass.
EVAL_EXTRA:SENGE, Peter (1992), La Quinta Disciplina: El arte y la práctica de la organización abierta al aprendizage, Barcelona, Granica.
EVAL_EXTRA:SENGE, Peter (2001), The Dance of Change.
EVAL_EXTRA:The challenges of sustaing momentum in learning organizations.
EVAL_EXTRA:London: Nicholas Brealey.
EVAL_EXTRA:STACEY, Ralph (1998), Pensamento estratégico e gestão da mudança, Lisboa, Publicações Dom Quixote.
EVAL_EXTRA:UHLANER, L.M., A.R. Thurik and J. Hutjes, 2002, Post-materialism as a cultural factor influencing entrepreneurial activity across nations, ERIM Report ERS-2002-62STR, Erasmus University Rotterdam.
EVAL_EXTRA:2483 or 3749 ; Fax (+34) 93 204 8105, Email: DOLAN@ESADE.EDU c.v.: www.arrakis.es/čdolan/dolancv.html In reflecting over the values below, think about work and life in the 21st Century.
EVAL_EXTRA:Values and action principles which really affect and influence my every day life… My personal life The organisation in which I work none very important none very important Happiness Love - sensitivity Open-mindedness Continuous practical Learning Harmony - aesthetics Adventure - bravery Friendliness Coherence Individual competitiveness Effective communication Confidence (rely on) Collaboration - companionship Family care 1. ~~~ 2. ~~~ 3. ~~~ 4. ~~~ 5. ~~~ 6. ~~~ 7. ~~~ 8. ~~~ 9. ~~~ 10. ~~~ 11. ~~~ 12. ~~~ 13. ~~~ 14. ~~~ Money - material survival 15. ~~~ 16. ~~~ Results efficiency 17. ~~~ Emotional empathy 18. ~~~ Work-Life balance 19. ~~~ Professional ethics 20. ~~~ Happiness (search for) 21. ~~~ Adaptive flexibility 22. ~~~ Generosity sharing 23. ~~~ Dignity / Humbleness 24. ~~~ Utopia - ideal Equality (no discrimination) 25. ~~~ Imagination - creativity 26. ~~~ Integrity 27. ~~~ Justice - social responsibility 28. ~~~ Person at the centre 29. ~~~ 30. ~~~ Freedom - initiative 31. ~~~ Order - organisation 32. ~~~ 33. ~~~ 34. ~~~ 35. ~~~ Respect for people 36. ~~~ Respect for the environment 37. ~~~ 38. ~~~ Health 39. ~~~ 40. ~~~ 41. ~~~ 42.
EVAL_EXTRA:43. ~~~ Passion - illusion Pragmatism - realism Technical professionalism Emotional enjoyment Sacrifice - austerity Security-prudence Serenity Process simplification Transparency - sincerity Patience- tenacity 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 a. Age:…..
EVAL_EXTRA:b. Gender (M/F): ….
EVAL_EXTRA:c. Place of residence (city/town): ..……………………………..
EVAL_EXTRA:The transport policy between regulation and liberalisation UDC 338.47(4) 005.51/.52:656(4) Prof. Dr. Ljubinko Dedović Faculty of Economics, Podgorica An active academic debate on whether the state should interfere on the transport market and influence the development of transport has been going on in the developed countries for quite a long time now.
EVAL_EXTRA:The debate on the role of the state in regulating the transport market became vigorous in the last two decades of the 20th century, however, its beginnings date back to the 19th century ŠDante Flore, V., Economics of Maritime Transport and State Intervention in the Maritime business, Institute of Economics, Zagreb, 1966, p. 83Ë.
EVAL_EXTRA:3.
EVAL_EXTRA:Liberalization The views on the necessity of liberalization in the field of transport market are becoming more and more evident in the modern economic practice ŠOn economy liberalization trend, see: Bajec, J., Joksimović, Lj., Modern Economic Systems, Faculty of Economy, Belgrade, 2006, pp. 117-119Ë.
EVAL_EXTRA:These views are supported, on one hand, by the suboptimal functioning of transport system and the disfunction of the existing transport market, and, on the other hand, by the positive results of liberalization measures introduced by a majority of countries with highly developed market economy.
EVAL_EXTRA:Generally, Baum considers the claims for further liberalisation well founded for a number of reasons ŠBaum, H., Possibilities and Limits of Regulation in Transport Policy, op.cit., pp. 103-104Ë: 1) The basic principle of transport policy should be the efficiency of transport.
EVAL_EXTRA:The growth in the transports of goods means intensifying of competition and creating conditions for a larger scope of transport.
EVAL_EXTRA:This enhances the flexibility of transport companies in the structural change process and ensures economic and technical progress. ~~~ 3) By the depolitisation of the conditions of competition the transport companies are given a chance to approach the commercial management in a more serious way.
EVAL_EXTRA:With the stabilization of work conditions, transport companies would no longer be in a position to carry the main burden of opposing goals of economic policy. ~~~ 4) The basic problem in the debates on liberalisation is the railways system.
EVAL_EXTRA:The preceding liberalisation requires the railways to start an offensive policy, as well as the intervention and concentration strategy on the market, where the railways system has an advantage in providing services. ~~~ 5) Politicians would have to abandon the idea that the objectives of economic policy are to be achieved only through regulation, since such policy has already proved rather ineffective.
EVAL_EXTRA:If some carriers are to perform special services not possible in the conditions of competition, then the state should pay for these services political prices in the form of specific and adequate reimbursement. ~~~ 6) Concealed competition, which sometimes involves illegal actions, would be revealed and would become public.
EVAL_EXTRA:The concentration tendency would weaken and the possibilities for the companies to reach optimal size would increase. ~~~ 7) The negative external effects (pollution, noise, road accidents) could be efficiently reduced implementing limitations, sanctions and criteria intensifying.
EVAL_EXTRA:It is more or less obvious that regulation may have a negative impact upon the costs and quality of transport ŠRask, L., O., International Goods Transport Regulation, ECMT, Berlin, 1985, p. 186Ë.
EVAL_EXTRA:In creating the transport policy in European countries in transition we must not neglect the international aspect; in other words, the objective need to include these countries into coordinated activities undertaken within the European Union.
EVAL_EXTRA:REFERENCE Š1Ë Aberle, G., An Overview of European Transport Policy Objectives and Measures, ECMT, Berlin, 1985. ~~~ Š2Ë Bajec, J., Joksimović, Lj., Savremeni privredni sistemi, Ekonomski fakultet, Beograd, 2006.
EVAL_EXTRA:Š3Ë Bass, T., C., Passenger Transport: Regulation Of International Transprot, ECMT, Berlin, 1985. ~~~ Š4Ë Baum, H., Possibilities And Limits Of Regulation In Transport Policy, ECMT, Paris, 1983. ~~~ Š5Ë Božić, V., Novaković, S., Ekonomija saobraćaja, Ekonomski fakultet, Beograd, 2006. ~~~ Š6Ë Dante Flore, V., Ekonomika pomorskog transporta i državna intervencija u pomorstvu, Ekonomski institut, Zagreb, 1966.
EVAL_EXTRA:Š7Ë Rask, L., O., International Goods Transport Regulation, ECMT, Berlin, 1985. ~~~ Marketing and Management Support for Region Innovations within Human Resource Management UDK 005.591.6 332.14(437.6) Ivana Butoracová, [indleryová Continual changes of regional global and local environment demend that new appropriate methods of area directing be found.
EVAL_EXTRA:It set ambitious objectives and goals to the Union in order to create the conditions for full employment, to improve quality and productivity at work, and to promote social cohesion and an inclusive labor market. ~~~ Furthermore, the strategy was focused upon again by the Brussels European Council of 22 and 23 March 2005.
EVAL_EXTRA:1. ~~~ Current Status of Regional Management and Marketing in Slovakia Planning is a typical feature of effective human work.
EVAL_EXTRA:2. ~~~ Performance of Regional Policy of EU within Slovak Conditions and Challenges At the end of the 1990s, the Ministry of regional development and building was given the power to control and guide the regional policy in the Slovak republic and its regions.
EVAL_EXTRA:Regional Management in Relation to Human Resource Sector Innovations and Challenges Regional management is related to: innovations and management of sector and intersector processes by qualified human resources on the basis of regional performers ideas having in mind the regional conditions, planning and managing of development intentions and processes, providing of regional interaction in order to increase the interregional identity and competition, activation, strengthening and use of human sources, interaction and coordination of regional sources from the aspect of quality, personal and organizational improvement.
EVAL_EXTRA:Regional Marketing in Relation to European Regional Standards In relation to regional management, it is necessary to present the regional marketing as a managerial method, a tool, enabling effective realization of good ides in the market in order to maximize the satisfaction of the final customer needs and wishes through the process of change as well as to minimize the risk of failure and provide prosperity.
EVAL_EXTRA:Figure 2: Slovak regions divided according to the economy status (31.12.2001) Source: Regional development of Slovakia (2004) From all possible descriptions, we would like to consider especially the human resource potential.
EVAL_EXTRA:
EVAL_EXTRA:Figure 3: Human potential within Slovak regions according to knowledge structure Source: Regional development of Slovakia (2004) The process of implementation of the innovations within the human resources sector depends upon many factors including education level and qualifications necessary to perform the work offered.
EVAL_EXTRA:4. ~~~ Human Resource Sector and Regional Policy of EU - General European Framework Non-discrimination has become a fundamental principle of the European Union.
EVAL_EXTRA:LITERATURE FALTAN, L. et al. Regionálny rozvoj Slovenska východiská a súčasný stav.
EVAL_EXTRA:Bratislava: SAV, 2005, ISBN 80-85544-35-0.
EVAL_EXTRA:KR[KO, M. Inovačný potenciál IQ spoločnosti. http://www.hnonline.sk 13.11.2003.
EVAL_EXTRA:KREKÁČ, M. Od ?udských zdrojov k ?udskému kapitálu.
EVAL_EXTRA:SME, 15.3.2005, s.11.
EVAL_EXTRA:MOROVSKÁ, I. Uplatnenie marketingu a regionálneho marketingu pre zvyšovanie vzdelanostnej úrovne regiónov.
EVAL_EXTRA:In: Znalostné determinanty regionálneho rozvoja.
EVAL_EXTRA:Prešov: PU, 2007.
EVAL_EXTRA:ISBN 808068-695-6 MRVOVÁ, K.: Rešpektovanie individualít jednotlivých generačných skupín v procese výučby a personálnom manažmente.
EVAL_EXTRA:In: Zborník príspevkov zo sympózia doktorandov.
EVAL_EXTRA:Sympózium manažment ´06. ~~~ 1. vyd. @ilina : @ilinská univerzita v @iline, 2006.
EVAL_EXTRA:348 s.
EVAL_EXTRA:ISBN:80-8070572-0 PČOLINSKÁ, L.: Značka, imidž a identita Európskej Únie.
EVAL_EXTRA:In: Zborník výstupov vedeckovýskumného projektu VEGA č.
EVAL_EXTRA:1/3811/0 Analýza a rozvoj obchodných a marketingových aktivít malých a stredných podnikov košického a prešovského kraja v podmienkach jednotného trhu Európskej únie..
EVAL_EXTRA:November 2007, ISBN 978-80-2252475-9 RÁKO[, J.: Zhodnotenie inovačných aktivít malých a stredných podnikov plynúcich z integrácie SR do EÚ.
EVAL_EXTRA:In: MEKON 2006.
EVAL_EXTRA:Ostrava : V[B - TU, 2006.
EVAL_EXTRA:ISBN 80-248-1013-1. ~~~ [IRÁ, E. Manažment znalostí a znalostní pracovníci.
EVAL_EXTRA:In: Zborník z medzinárodnej Ba?ovej doktorandskej konferencie.
EVAL_EXTRA:Zlín: UTB, 2007.
EVAL_EXTRA:ISBN 807318-529-9. ~~~ [TEFKO, T. Akademické marketingové inštrumentárium v marketingu vysokej školy.
EVAL_EXTRA:Bratislava: Royal Service, 2003.
EVAL_EXTRA:262 s.
EVAL_EXTRA:ISBN 80-968379-5-8.
EVAL_EXTRA:Marketing activities of faculties UDC 658.8:37 Beba Rakić, Mira Rakic Faculty of Business stufies Megatrend University, Belgrade The purpose of this paper is to present the key marketing activities of faculties.
EVAL_EXTRA:Introduction In a hyper-competitive environment, faculties (both state and privately owned) are supposed to be marketing oriented. ~~~ Marketing is directed to a dialogue between the organization and its clients, that is, school and students and their parents Š1, p.31Ë.
EVAL_EXTRA:After the introductory part, we analyse target segments, relationship marketing, positioning and Target market segments and Stakeholders selection; Relationship marketing Positioning and services differatiation strategie definition Tactic decisions marketing mix tools Students, pupils, parents, adoult, Organisations and public ; Establishing and maintaining Relationships with partners Creation and delivery of value - benefit (education, knowledge, etc.)
EVAL_EXTRA:Services, teachers (and other employees), physical evidence, prices, distribution, integrated marketing communication. ~~~ Figure 1. ~~~ Crucial marketing decisions of faculties differentiation of faculties services.
EVAL_EXTRA:In order that marketing activities of faculties be affective, it is necessary that two key questions in marketing management be answered: Who are our customers?
EVAL_EXTRA:What do customers recognize as value?
EVAL_EXTRA:There are four groups that benefit from the education system: pupils/students, parents, owners of schools/faculties and the society in general Šafter: 1Ë. Theoreticalpractical knowledge guides the individuals, the organizations and the economy.
EVAL_EXTRA:The research results Šadapted after: 10-13Ë show that the student preferences of a particular faculty are affected by: courses/subjects (a total number of courses, optional, compulsory, desired, number of credits per course), curricula (subject, objective, research methods characteristic of a course), the institutions reputation (quality and expertise), facultys accreditation, people (lecturers, other employees and alumni information on graduated students), quality level of teaching staff (average or above average), quality of lectures and other teaching methods, opportunity of acquisition both theoretical and practical knowledge; group size number of students per group, possibility of getting a job on graduating (recogni tion of the diploma by future employers), price (scholarship fee, possibilities of delayed payment, necessary efforts in education process, distance from home, transport and living costs), integrated communications (public relations, publicizing academic research, scientific results of lecturers and students; advertizing in local and national printed media, advertizing in electronic media and other ways of integrated marketing communications) site (faculty location, other possibilities at loca tion) general atmosphere at the faculty, faculty type (old or modern, traditional or tech nologically oriented), recognizing previous qualifications.
EVAL_EXTRA:Students may take into consideration even more personal factors, such as: the distance between home and faculty (including the time needed to reach university, public transport, parking lot) views and recommendations of family and friends as regards the faculty choice, friends choice of faculty Šafter 10Ë. 3.
EVAL_EXTRA:The three crucial components of marketing orientation are the following: 1. consumer orientation; 2. competition orientation; and 3. interfunctional collaboration Š15Ë. Orientation towards consumers means that the employees at the faculty (management, deans, teaching staff, administration and others) study and recognize the demand and preferences of target markets, therefore create and deliver superior value Šafter: 15Ë.
EVAL_EXTRA:The faculties competition orientation is determined by the following factors: survey of the competitive faculties, permanent analysis of other faculties activities by the dean and the management, impact of information of the activities of teachers at other faculties on improving teaching, facultys response to new initiatives/cevelopment of new faculties, higher rank compared to other faculties Šafter: 15Ë. sis of information on parents requests at the faculty departments meetings, and towards promoting the facultys image; analysis of information in view of marketing activities with teachers teachers are not paid only to give lectures; they should give a hand in recruiting/enrolling prospective students; key elements in composing the programme curriculum or new initiatives are parents and students demands Šafter 15Ë.
EVAL_EXTRA:
EVAL_EXTRA:Šafter: 15Ë. ~~~ The level of interfunctional coordination is determined by the following factors: contribution of all departments to the facultys marketing activities, teaching staff collaboration towards improving the facultys image; marketing should not be solely responsibility of the management; analy Numerous authors emphasize the necessity and importance of theory and practice to be closely related, but also the problems of the faculties that are more theory than practice oriented.
EVAL_EXTRA:Šafter: 17Ë.
EVAL_EXTRA:A graduate student should command both (be both a theoretician and a practitioner).
EVAL_EXTRA:In which way can he acquire this knowledge?
EVAL_EXTRA:Positioning and differentiation of faculty provided services A large number of authors list seven tools of marketing mix (the so-called 7Ps) in service marketing.
EVAL_EXTRA:Faculties provide the following services: For students an opportunity to acquire knowledge and specializing aided by modern curricula and methods, additional programmes (foreign language learning, work on computer etc.; For adults seminars (having in mind the necessity and importance of continuous education and professional learning); For organizations research and consulting.
EVAL_EXTRA:
EVAL_EXTRA:Privately owned and state faculties (for self-supporting students) may decide upon: reduced prices of services (scholarship fees) compared to other competitive faculties, as well as more relaxed terms of payment (in installments, throughout the school year) in order to attract a larger number of students, or high prices, in order to ensure a higher standard of working in smaller groups.
EVAL_EXTRA:Whether it is concrete premises or a virtual room, the conditions of studying and the equipment should clearly prove that the service given is expert, that the faculty takes its role for serious, investing in the place Š6Ë. Faculties may distinguish themselves on the basis of geographical distribution e.g. by adopting distance learning.
EVAL_EXTRA:Faculties may establish and maintain public relations by way of the following: publications brochures, annual reports, bulletins, journals (of international and/or national reputation) etc; events meetings and symposia (of international and/or national reputation), presentations of works and results of the teachers and/or students from the faculty, the awards obtained (of international or national reputation), anniversaries, sponsorships, press conferences; newsletters, speeches etc.
EVAL_EXTRA:According to Olins Š20, pp. 244-245Ë: competition among the high education institutions is cruel.
EVAL_EXTRA:The rules for maintaining service brands Šadapted after: 20Ë are: Organizing activities related to brands; different organizational brands should communicate and understand what brand is, so that the employees can, and are willing to offer quality services; Training and motivating the emploees to live the brand; Behaviour in accordance with the promises given to consumers (students, parents) and all public segments: Employees for the brand exert the greatest influence on the service quality, creating and maintaining the brand image; Consistence and coherence; Respect for clients especially students they are not just the profit gaining units (indexes numbers), but young people that can affect the facultys success; Listening to clients accentuating services and replies to complaints; Following the exaample that comes from the top.
EVAL_EXTRA:The bases of faculties positioning are: qualiuty services an opportunity to study, acquire theoretical and practical knowledge and specialize (on the basis of courses/subjects, curricula and methods) and products textbooks, collections of works of faculty teachers; people teaching staff (reputation, scientific and research results, lecturing quality, communication with students and other clients, replies to students enquiries and/or complaints); teachers conduct, conduct of student services as well as other services at the faculty; delivery process (service delivery) the process of conveying knowledge (methodology ex catedra, interactivity, discussion groups, seminars, control tests, etc.); communication process with teachers (during lectures, councelling, by e-mail); communication with student service (when entering faculty/school year, taking exam, etc. in the office or by e-mail); physical evidence space (enough space for students, theatres, rooms, teachers, cabinets, library, study-rooms, student club), parking lots, group size, equipment (computers, overhead projectors, video beam, etc), atmosphere at the faculty, etc; price scholarship fees, possibilities of deferred payment; distribution channels/place site (location) of faculty and/or electronic channels virtual faculty (possibilities of online sales of services and/or service delivery virtual rooms and lectures/practice); integrated marketing communications (public relations, advertising in local and national press, by electronic media; communication by the internet by website, e-mails; recommendations provided by family, friends and graduate students as regards faculty, etc.).
EVAL_EXTRA:The basic effects of holistic marketing activities of faculties are the following: for students education and science; for adults specialzation (having in mind the necessity and importance of continuous education and professional specialization); for other organizations research and consulting services; for faculties educated and satisfied graduate stu dents, favourable image (of faculty) and profit; for the country expert employees.
EVAL_EXTRA:LITERATURE Š1Ë Harvey, J. and H. Busher, Marketing schools and con sumer choice, International Journal of Educational Management 10/4, pp. 2632, 1996. ~~~ Š2Ë Vasiljev, S. Marketing principi, Birografika, Subotica, 2001. ~~~ Š3Ë Filipović, V. Marketing i tržište, FON, Beograd, 1997. ~~~ Š4Ë Filipović, V., M. Kostić, Marketing teorija i praksa, FON, Beograd, 2005. ~~~ Š5Ë Rakić, B. Marketing, Megatrend univerzitet, Beograd, 2005.
EVAL_EXTRA:Š6Ë Eccles, G. Marketing the corporate university or enter prise academy, The Journal of Workplace Learning, Vol. 16 No. 7, pp. 410-418, 2004.
EVAL_EXTRA:Š7Ë Veljković, S. Marketing usluga, Centar za izdavački de latnost Ekonomskog fakulteta, Beograd, 2006.
EVAL_EXTRA:Š8Ë Rakić, B., M. Rakić, Uloga znanja u smanjenju siro maštva u zemljama u tranziciji, Rezimei/Međunarodna naučna konferencija: Uloga obrazovanja u smanjenju posledica siromaštva na decu u zemljama u tranziciji, Institut za pedagoška istraživanja, Beograd, str.
EVAL_EXTRA:46, Beograd, 2007. ~~~ Š9Ë Ministarstvo prosvete, Strategija razvoja obrazovanja odraslih u Republici Srbiji, http://www.mps.sr.gov.yu/code/navigate.php?Id=306200 7.
EVAL_EXTRA:Š10Ë Soutar, G. and J. Turner, Students preferences for university: a conjoint analysis, The International Journal of Educational Management, 16/1, pp. 40-45, 2002.
EVAL_EXTRA:Š11Ë Krampf, R., A. Heinlein, Developing marketing strategies and tactics in higher education through target market research, Decisions Sciences, Vol. 12, No. 2, pp. 175-93, 1981.
EVAL_EXTRA:Š12Ë Maringe, F. University and course choice Implications for positioning, recruitment and marketing, International Journal of Educational Management, Vol. 20 No. 6, pp. 466-479, 2006.
EVAL_EXTRA:Š13Ë OBrien, E. and K. Deans, Educational supply chain: a tool for strategic planning in tertiary education?
EVAL_EXTRA:Marketing Intelligence & Planning, 14/2, pp. 3340, 1996.
EVAL_EXTRA:Š14Ë Grönroos, C. ~~~ From marketing mix to relationship marketing towards a paradigm shift in marketing, Management Decision, 35/4, pp. 322339, 1997. ~~~ Š15Ë Oplatka, I. and J. Hemsley-Brown, The incorporation of market orientation in the school culture - An essential aspect of school marketing, International Journal of Educational Management, Vol. 21 No. 4, pp. 292-305, 2007.
EVAL_EXTRA:Š16Ë Harvard Business School HBS, Field studies, November 20, from the World Wide Web http://www.hbs.edu/mba/recruiting/connect/fieldstudies.html, 2007. ~~~ Š17Ë Bennis, W. and J. O'Toole, How Business Schools Lost their Way, Harvard Busines Review, May, 96-104, 2005.
EVAL_EXTRA:Š18Ë Ind, N. ~~~ Living the Brand, Kogan Page, London, 2001.
EVAL_EXTRA:Š19Ë Rotfeld, H. Misplaced marketing - When marketing misplaces the benefits of Education, Journal of Consumer Marketing, Vol. 16, pp. 415-417, 1999.
EVAL_EXTRA:Š20Ë Olins, V. O brendu, Profile, Beograd, 2003.
EVAL_EXTRA:Marketing Beer A Greek Brewerys Case Study UDC 658.8:663.4(495) Evangelia Blery, Eutyhia Kamaterou The purpose of this paper is to examine the issues related to the promotion and marketing of Heineken, the famous Dutch beer, which in Greece is produced by the Athenian Brewery S.A. ~~~ The case study method was employed because its fundamental characteristic is the focus on a particular setting or event.
EVAL_EXTRA:Introduction Heineken is a favourable beer in Greece produced by the Athenian Brewery S.A. ~~~ The company was established in Athens in 1963 and in 1981 got the licence from H. Heineken & Co brewery in the Nederland to produce the beer.
EVAL_EXTRA:H. Heineken & Co brewery was established in 1863, in the Nederland by Gerard Adrian Heineken.
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EVAL_EXTRA:Europe in 2004 leaded global brewing industry with 35.1% of the global beer production However, the consumption of beer in the European countries has been dipping slightly in recent years (BMC, 2005).
EVAL_EXTRA:There are three principal types of beer: lagers, ales and stouts Lagers are served chilled, ales are brown in color, they are drunk at an ambient temperature and stouts are heavy, dark-colored beers (Nwabueze and Zoe, 2001).
EVAL_EXTRA:2. ~~~ Literaure review 2.1 The Global Beer Market The global beer market showed a compound annual growth of 2.1% in the time period between 1999 and The European beer market is complex with many external elements influencing it.
EVAL_EXTRA:In addition, it is influenced by fluctuations in import-export policy (i.e. protection of domestic brands) the economic situation, buying power, making investments and market orientation (Dumicic et al., 2003) 2.2 Competition In The Beer Market Beer is the predominant alcoholic drink in most of the European countries and has a large share of alcoholic drinks in all markets (Dumicic et al, 2003).
EVAL_EXTRA:2.3 Marketing Practices In The International Beer Industry The analysis of the brewing industry enables several characteristics to be emphasized and highlighted.
EVAL_EXTRA:In addition, the creation and maintenance of a strong portfolio and a clear positioning strategy are critical in sustaining competitive advantage. ~~~ Furthermore, the role of branding is important since it is an excellent defense against price competition.
EVAL_EXTRA:3.
EVAL_EXTRA:Researsh methodology 3.1 Case Study Approach Since the aim is to examine the marketing practices employed by a certain company, the Athenian Brewery S.A., to promote Heineken beer in the market, the case study method is employed, since its fundamental characteristic is the focus on a particular setting or event (Stake, 1995).
EVAL_EXTRA:3.3 Data Collection Methods In-depth interviews are considered to be the most valuable data collection method (Lincoln and Guba, 1985).
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EVAL_EXTRA:The company values are: Respect, enjoyment and passion for quality Packaging is important for Heineken, thus it gives special attention to the materials it uses.
EVAL_EXTRA:Thus, a SWOT analysis is performed to identify the companys strengths and weaknesses as well as its business opportunities and possible threats: Heineken is continually renewing its packaging for marketing reasons and to communicate to the consumers the various events which it sponsors.
EVAL_EXTRA:Weaknesses Heinekens consumers are mainly men. ~~~ Women do not drink a lot of beer because they consider that it has a bitter taste and a lot of calories.
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EVAL_EXTRA:In Figure 1, SWOT analysis is presented.
EVAL_EXTRA:W (cid:214) Its consumers are mainly men because women do not drink a lot of beer since they consider it has a lot of calories and a bitter taste (cid:214) It does not have line extensions (cid:214) Higher price same taste S (cid:214) Heineken is a premium lager beer. (cid:214) It is keeping high quality and the (cid:214) Modern (cid:214) The materials used can be recycled (cid:214) All its packages have an aluminum and do not pollute the environment. packaging, renewed. continually coating so that the beer can freeze quickly. (cid:214) Packaging consumers sponsored. communicates the various to events (cid:214) Well-organized distribution system. (cid:214) Consumers can buy fresh beers and not beers that have remained in the shops for months. (cid:214) Always pays attention to customers (cid:214) Regularly upgrading its mechanical complaints. equipment. (cid:214) Exports in Albany and FYROM (cid:214) The first to introduce in the Greek market a domestic apparatus for serving beer. (cid:214) New campaign promotional to convince women not only to taste the beer but to consider it as an alcoholic drink which is not only an advantage of men but it is also suitable for women. (cid:214) The decrease in consumers (cid:214) Changes in consumers buying income alcohol for habits and preference Ready To Drink (RTD) products or even substit utes for as refreshments, fruit juices and mineral water.
EVAL_EXTRA:T such Take in Figure 1 O 4.5 The ?arketing Mix The marketing mix is also known as the 'four Ps'.
EVAL_EXTRA:This is presented in a successful promotional campaign titled: Openers Campaign together with the popular Heinekens bottle-opener. ~~~ Furthermore, there is Heineken Paco, a new pioneering green aluminum bottle with a very modern style and design.
EVAL_EXTRA:In addition, it conducts outdoors and Internet campaigns. ~~~ Furthermore, the company places advertisements in newspapers and in magazines.
EVAL_EXTRA:However, it sponsors very famous athletic events such as the Champions League, where no violent incidents occur. ~~~ Furthermore, for its promotion, the company issues advertising brochures and organizes events.
EVAL_EXTRA:About the 80% of the budget for advertising goes into sponsoring. created During its sponsorship in the Champions League the company site ChampionsPlanet.com, where spectators could send comments and photos.
EVAL_EXTRA:Then the best were selected and presented in the site. a special web People The companys success is also due to its well-trained employees who respect and obey the values of the company and they are doing their best to achieve customer satisfaction. ~~~ 5.
EVAL_EXTRA:As (IOBE, 2001) mentioned competition in the Greek beer market is severe. ~~~ Furthermore, the economic situation and the falling income is a threat because consumers will spend less on entertainment.
EVAL_EXTRA:REFERENCES (1999) BMC (2005) Global Beer Report: A Worldview (2005) Beverage Marketing Corporation November 2005.
EVAL_EXTRA:Doyle P. (1994)
EVAL_EXTRA:Marketing Management & Strategy, New Jersey: Prentice Hall.
EVAL_EXTRA:Dumicic K., Renko S, Renko N. (2003), A case study of the Croatian beer market structure and performances British Food Journal, Vol. 105, No 3, pp 193-203, IOBE (2001), The Greek beer industry and market (2001), Foundation for Economic and Industrial Research (IOBE), December, 2005.
EVAL_EXTRA:Marketing Research: Kent, R.A. and Application, Measurement, Method International Thompson Business Press, London.
EVAL_EXTRA:Kotler, P. (1994).
EVAL_EXTRA:Marketing Management Analysis, Planning, Implementation and Control, New Jersey: Prentice Hall.
EVAL_EXTRA:Lincoln, Y.S. and Guba, E.G. (1985)
EVAL_EXTRA:Naturalistic Inquiry, CA Sage, Newbury Park. ~~~ Mason, J. (1996)
EVAL_EXTRA:Qualitative Researching, CA Sage, London.
EVAL_EXTRA:Minichiello V., Aroni, R., Timewell, E. and Alexander, L. (1990)
EVAL_EXTRA:In-depth Interviewing: Researching People, Longman Creshire, Melbourne.
EVAL_EXTRA:Nwabueze U., Zoe C. L., (2001) The journey for survival: the case of new product development in the brewery industry, Journal of Product & Brand Management, Vol 10, No. 6, pp. 382-397.
EVAL_EXTRA:Patton M.Q. (1990) ~~~ Qualitative Evaluation and Research Methods, 2nd e.d.s., CA Sage, Newbury Park.
EVAL_EXTRA:Stake, R. (1995), The art of case study research, CA Sage, Newbury Park Strategic Direction (2003) 'Three cheers for Coors Light: A surprise success in the Puerto Rico beer market, Volume 19 Number 4, pp. 8-10.
EVAL_EXTRA:Vignali C., Vrontis D. (2000)
EVAL_EXTRA:Survey research in the UK beer industry, British Food Journal, Vol. 102 No. 5/6, 2000, pp. 371-378.
EVAL_EXTRA:Correlations between sime qyality management practices and internal knowledge transfer UDC 005.6:005.94 Dragan Manasijević, @ivan @ivković, Ivan Mihajlović University of Belgrade, Faculty of Engineering in Bor, VJ 12, 19210 Bor, Srbija This paper analyzes the relationship between the degree of implementation of the different quality management (QM) practices, knowledge transfers and firms performance.
EVAL_EXTRA:The total value chain of the product is thus viewed as one system, and so it must be viewed, for the purpose of its optimisation; after all, such a quality of the product should be achieved that will satisfy the customer Š12Ë. Schonberger Š13Ë maintains that, in accordance with QM, the firm is actually a part of the supplier-customer chain.
EVAL_EXTRA:The process control means explaining organizational tasks to people who are to accomplish them, as well as investigation into the sources of unintentional errors Š14Ë. 2.2 Knowledge transfer According to Darr Š15Ë, knowledge transfer is defined as a learning proces in which one organizational unit learns from the experience of the others.
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EVAL_EXTRA:Postulating hypotheses and modelproposed 3.1 QM team work and internal knowledge transfer Structuring the firm into work teams is one of the basic principles of QM.
EVAL_EXTRA:Instead, they have to use some other ways of communication that mean a greater extent of adapting mutually Š6Ë. Dean and Evans Š12Ë maintain that the QM team effectiveness consists of achieving the goals in quality area timely and of strengthening the relations within the team itself as well as within the organization as a whole.
EVAL_EXTRA:To calculate and analyse data (LISREL-Linera Structural Relationship) program was applied Š30Ë. ~~~ The assumed hypothetical model of positive impact of certain quality management components: team work (T), autonomy (A), and process control (PC) upon the internal knowledge exchange (transfer) (IKT) as well as a beneficial impact of IKT upon the firms business operations (BO) is presented in Figure 1. creativity and transmission are increased and, finally, conditions are formed that workers collaborate well with less effort Š6Ë.
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EVAL_EXTRA:Hypothetical model of certain areas of quality management impact upon the internal knowledge transfer and the firms business operations The values presented in Figure 1 mean the following: T1, T2, T3 variables from the questionnaire team work indicators (T).
EVAL_EXTRA:A1, A2, A3, A4 variables from the questionnaire autonomy indicators (a) PC1, PC2, PC3, PC4, Pc5 indicators from the questionnaire process control indicators (PC) IKT1, IKT2, IKT3, IKT4, IKT5 variables from the questionnaire indicators of internal knowledge sharing (transfer) (IKT) B1, B2, B3, B4, B5 variables from the questionnaire business operations indicators (BO) T, A, PC, IKT, and B latent variables of team work, autonomy, process control, internal knowledge transfer and business operations, whose cause-effect relationaships are subject of our research.
EVAL_EXTRA:The GFI lies within the values 0 to 1.
EVAL_EXTRA:Figure 2 shows the calculated path coefficients (correlation) between the variables observed.
EVAL_EXTRA:Figure 3 shows the calculated T-coefficient values: Figure 3. t-values in the model observed The calculated t-values prove the hypotheses H1, H3, and H4.
EVAL_EXTRA:REFERENCE Š1Ë Filippini, R, Operations management research: some reflections on evolution, models and empirical studies in OM International Journal of Operations and Production Management, Vol. 17, No. 7, pp. 655670 1997 Š2Ë Chen, W. H., The human side of total quality management in Taiwan: leadership and human resource management, International Journal of Quality and Reliability Management, Vol. 14, No. 1, pp. 2445, Š3Ë Corbett, L. M., Rastrick, K. N., Quality performance and organizational culture: A New Zealand study, International Journal of Quality and Reliability Management, Vol. 17, No.1, pp. 1426, 2000 Š4Ë Haynak, H., The relationship between total quality management practices and their effects on firm performance, Journal of Operations Management, Vol. 21, pp. 405435, 2003 Š5Ë Molina, L. M., Llorens-Montes, J. Ruiz-Moreno, J. A., Relationship between quality management practices and knowledge transfer, Journal of Operations Management, Vol. 25, pp. 682701, 2007 Š6Ë Grant, R. M., Organization Science, Vol. 7, No. 4, pp.375387, 1996 Š7Ë Dean, J. W., Bowen, D.E., Management theory and total quality: Improving research and practice through theory development, Academy of Management Review, Vol. 19 No. 3, pp. 392418, 1994 Š8Ë Hackman, J. R., Wageman, R., Total Quality Management: Empirical, conceptual and practical issues, Administrative Science Quarterly, Vol. 40, pp. 309342, 1995 Š9Ë Sousa, R., Voss, C. A., Quality management re-visited: a reflective review and agenda for future research, Journal of Operations Management, Vol. 20, pp. 91109, 2002 Š10Ë Saraph, J. V., Benson, G., Schroeder, R.G., An instrument for measuring the critical factors of quality management, Decision Science, Vol. 20 pp. 810829, Š11Ë Flynn, B. B., Schroeder, R. G., Sakakibara, S., A framework for quality management research and an associated measurement instrument, Journal of Operations Management, Vol. 11, pp. 339366, 1994 Š12Ë Dean, J. W., Evans, J. R., Total Quality Management, Organization and Strategy.
EVAL_EXTRA:Wet Publishing Co., St. Paul.
EVAL_EXTRA:1994.
EVAL_EXTRA:Š13Ë Schonberger, R. J., Building a Chain of Customers., Free Press, New York 1990.
EVAL_EXTRA:Š14Ë Ahire, S. L., Dreyfus, P., The impact of design management and process management on quality: an empirical investigation, Journal of Operation Management, Vol. 18, pp. 549575, 2000 Š15Ë Darr, E. D., Argote, L., Epple, D., Management Science, Vol. 41 No. 11 pp. 17501762, 1995. in Š16Ë Hansen, M. T., Knowledge Networks: Explaining Effective Knowledge Sharing in Multiunit Companies, Organization Science, Vol. 13 No. 3 pp. 232248, 2002.
EVAL_EXTRA:Š17Ë Krone, K. J., Jablin, F. M., Putman, L. L., Communication theory and organizational communication.
EVAL_EXTRA:In: Krone, K. J., Putman, L.L., Roberts, K. H., Porter, L. M. (Eds.), Handbook of organizational communication: an interdisciplinary perspective.
EVAL_EXTRA:Sage, Newbury Park, CA. 1987.
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EVAL_EXTRA:Š18Ë Sparkes, J. R., Miyake, M., Knowledge transfer and human resource development practices: Japanese firms in Brazil and Mexico, International Business Review, Vol. 9 pp. 599612, 2000 Š19Ë Hedlund, G., A model of knowledge management and the n-form corporation Strategic Management Journal, Vol. 15 pp. 7390, 1994 Š20Ë Dougherty, D., Organizing practice-based knowledge service organizations.
EVAL_EXTRA:Academy of Management Proceedings, paper TIM: C1. ~~~ 2001.
EVAL_EXTRA:Š21Ë Crossan, M. M., Lane, H. W., White, R. E., An organizational learning framework: from intuition to institution, Academy of Management Review, Vol. 24 No. 3, pp. 522537, 1999 Š22Ë Brown, J. S., Duguid, P., Knowledge and Organization: A Social-Practice Perspective, Organization Science, Vol. 12, No.2, pp. 195213, 2001 Š23Ë Orlikowski, W. J., Knowing in Practice: Enacting a Collective Capability in Distributed Organizing, Organization Science, Vol. 13, pp. 249273, 2002 Š24Ë Grant, R. M., The knowledge-based view of the firm: Implications for management practice, Long Range Planning, Vol. 30, No.3, pp. 450454, 1997 Š25Ë Teece, D. J., Strategies for Managing Knowledge Assets: the Role of Firm Structure and Industrial Context, Long Range Planning, Vol. 33, pp. 3554, Š26Ë Morris, T., Asserting property rights: Knowledge codification in the professional service firm, Human Relations, Vol. 54, No. 7, pp. 819838, 2001 Š27Ë ODell, C., Grayson, C. J., If Only We Knew What We Know: Identification and Transfer of Internal Best Practices, California Management Review, Vol. 40, No. 3, pp. 154174, 1998.
EVAL_EXTRA:Š28Ë G. Szulanski, G., Exploring internal stickiness: impediments to the transfer of best practice within the firm, Strategic Management Journal, Vol.17, pp. 2743, 1996 Š29Ë Murray, J.Y., Kotabe, M., Sourcing strategies of U.S. service companies: a modified transaction-cost analysis, Strategic Management Journal Vol. 20, pp.791809, 1999.
EVAL_EXTRA:Š30Ë http://www.ssicentral.com/lisrel/index.html Current project such and these 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 Internal transfer of knowledge Mark how often different kinds of knowledge, skills, techniques, information, etc.
EVAL_EXTRA:Are transferred or shared among work groups.
EVAL_EXTRA:1 = never, 7 = to a large extent 1. goals, responsibilities or activities of the group 2.
EVAL_EXTRA:Specific requirements of the as predicting sales, market studies and customer needs analysis 3.
EVAL_EXTRA:Procedures presented in practical writing knowledge necessary to procedures start (interpretation, term explaining, adapting to situation...) ~~~ 4.
EVAL_EXTRA:Areas that proved most successful their application 5.
EVAL_EXTRA:Clear recommendations and tricks in improving operations Business operations Answer the following questions, having in mind the situation in your firm in the past three years.
EVAL_EXTRA:Compared with the competition, how would you estimate the performance of your firm in terms of the following aspects?
EVAL_EXTRA:1 = much worse than competition, 7 = much better than competition 1.Profitability of the firm measured by the profits of acquiring assets 2.
EVAL_EXTRA:Profitability of the firm the profits measured by obtained own resources 3.
EVAL_EXTRA:Profitability of the firm measured by profits obtained from sales 4.
EVAL_EXTRA:Placement of main products at the market 5.
EVAL_EXTRA:Increase in sales of main products 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 in through work 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 Appendix A: Questionnaire Please mark (according to you) the extent to which you agree/disagree with the statements presented in the table and referring to the level of implementation of certain quality management areas in your firm.
EVAL_EXTRA:Team work 1 = strongly disagree, 7 = strongly agree 1.Management encourages team work 2.
EVAL_EXTRA:Our firm uses team work to solve problems 3.
EVAL_EXTRA:Interfunctional team and group are implemented in our firm Autonomy 1 = strongly disagree , 7 = strongly agree 1.Workers have control and responsibility for their work 2.
EVAL_EXTRA:Workers are motivated to seek solutions to problems they encounter in their work 3.
EVAL_EXTRA:Workers autonomy in decision making increases 4.
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EVAL_EXTRA:Workers have control and responsibility for their work Process control 1 = strongly disagree , 7 = strongly agree 1.We implement statistical methods to estimate and control quality 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 to Organizational include ensure 2. processes mechanisms quality 3.
EVAL_EXTRA:New products/services design processes guarantee their final quality Variations 4. employees responsible for conducting different processes in the firm are acquainted and skilled in using the process control techniques 5. in accomplishing tasks and processes within the firm are viewed as a way of business improvement Book review D.F. Spulber, Global Competitive Strategy, Cambridge University Press, 2007 The global competitive strategy means superior per formances as compared to the competition on both the national and the international markets.
EVAL_EXTRA:Dr Maja Levi-Jakšić ESTIEM Case Study Show WELCOME is not the first word which welcomed participants of Case Study Show 2008, but the sentence Are you ready for new challenge?
EVAL_EXTRA:For the second time on the Faculty of Organizational Sciences hasty cravats could be seen, as messengers of new challenges.
EVAL_EXTRA:The very thought of realization Case Study Show was born by young students which were ready for new chal lenges, keen on new experiences, opportunities, chances and knowledge.
EVAL_EXTRA:The idea was born, and the spirit was spreading.
EVAL_EXTRA:ESTIEM (European Students of Industrial Engineering and Management) and his representors of local group in Belgrade,which works on Faculty of Organisational Sciences,they were ready to respond on challenges which were set in front of them and once again to connect best with the bests-companies and students.
EVAL_EXTRA:ESTIEM is europian student organisation with general and productive management,established in Netherlands in 1990.
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EVAL_EXTRA:Belgrade with his local group got the opportunity to interweave in net of europian ideas which goal is to connect students of all countries and to integrate expiriences,knowledge,abilities,wishes and smiles In different seminars,workshops,projects,competitions and journeys which realises on international level,our students had a chance to see and learn how is studiing in Europe and to bring over some ideas in our desks.ESTIEM momentary assembles over of 45.000 active students,from 24 countries which operate in 65 local groups. spite of all obstacles which intrude in society where we live.
EVAL_EXTRA:Local group ESTIEM Belgrade exists since 2005 ,in 2007 got the status of full-time member.Today counds around 50 members which are students of Faculty of Organisational Sciences which from the day of establishmend contribute development of global ESTIEM and raising studies on a higher level,with their creative ideas and initiative.Through different projects, droup has a goal to ennoble course of study with new themes and practical use of knowledge.
EVAL_EXTRA:Some of the projects,that we realised until now ,stand as the witnesses of our ides and wishes.
EVAL_EXTRA:ESTIEM LG Belgrade succeeded to realise successfully next projects: Case Study section-as the goal has advancement of students practical knowledge from a territory of man agement through lectury and methods of learning , through solving case study.
EVAL_EXTRA:Motivation weekend-wants to gether representors of ESTIEM during the work and during the rest.
EVAL_EXTRA:Represents perfect opportunity to raise new ideas through game and smile.
EVAL_EXTRA:TIMES-the bigest europian competition of students in solving case studies.
EVAL_EXTRA:CR Coordination meeting-gathering of most successfull students of global ESTIEM.
EVAL_EXTRA:Activity week gathering of students in Belgrade and Novi Sad from all parts of Europe with goal to make the acquaintance with Serbian culture and habits.Everyone of us desirously is waiting opportunity to show Europe his country,culture,habits and life Lecturing of proficient from different area ,who are always welcomed to share knowledge and experiences with students.
EVAL_EXTRA:Workshops and trenings (How to erite good CV and motivational letter , Goal-setting A Skill For Life...). ~~~ This is not the end of the ideas.
EVAL_EXTRA:Case Study Show Show What You Know was the slogan that 2007. gathered for the first time companies and sudents who were ready for new chalenges.
EVAL_EXTRA:Untill now its the bigest project that LG Belgrade realised trough great support.
EVAL_EXTRA:Project itself was born in 2006. and its goal was to gather students od final years of Faculty of organisational sciences and confront them with claims of modern business of the most outstanding domestic and world companies.
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EVAL_EXTRA:The best srudents had the chance to get an emplyment and companies to charish a helathy employee politics and to give employment to the best.
EVAL_EXTRA:Case study represents a modern way of studiing that demands of students to itegrate their theoretical knowl edges for a short time and solv real problems.
EVAL_EXTRA:Companies gave case studies in the spite of their needs, and students faithfully answered to their demands.
EVAL_EXTRA:Selection of students is based on their CV-s and their motivacional letter, and companies give cases from diferent areas of their business.
EVAL_EXTRA:Students also chose companies as they wish.
EVAL_EXTRA:Project case study show 2007 contained the first steps of our idea.
EVAL_EXTRA:Beside the most corageous students, last year participated these companies: LOreal, Saga, Uniqa, Daimler Chrysler i Coca-Cola HBC.
EVAL_EXTRA:Case studies who, last year, gave mentioned comapanies were most from the area of PR, IT, marketing and logistic.
EVAL_EXTRA:Students had the chance to solve their case in seven days, and the presentaion of their solutions lasted for three days.
EVAL_EXTRA:Project got the support of the Peoples office, but it also had grait media attention and spnsors support.With us were Doncafe and MCDonalds, and to make the whole story complete, we owe great appreciation to media support (Radio3, Biznis&Finansije, Radio Index, E-magazin, Ekonometar, Monopolist, Preduzeće, Market, Politikin Magazin, Infostud...).
EVAL_EXTRA:Also, young potentials got their chance.
EVAL_EXTRA:We recorded the great response of high school puples. ~~~ And now their majority are students of Faculty of organistional sciences.
EVAL_EXTRA:But the story doesnt end here.
EVAL_EXTRA:Company Show was the one more chance, and for those who werent involved in Case Study Show, they could come to the presentaion of the company and leave their CV.
EVAL_EXTRA:With Company Show comapnies succeeded to accomplish interaction with all sudents, and also to present themselves to the public.
EVAL_EXTRA:After the project two students got the job in LOreal company, one in Coca-Cola, and all companies re sumed cooperation, with students who solved their case, trough meny workshops and trainings.
EVAL_EXTRA:Project Case Study Show 2008 is realised succesfully, for the second time .
EVAL_EXTRA:Old idea and experience got us to spread our limits.
EVAL_EXTRA:This year the story is expanded for the foreign students too.
EVAL_EXTRA:We gathered 80 serbian and 20 foreign students.
EVAL_EXTRA:In this way we oppened new chances and opportunities.
EVAL_EXTRA:For our students to work in teams of international caracter, to exchange knowledges and expiriance, and companies to cooperate with foreign students, and in that way to ensure themselves promotion all over the Europe.
EVAL_EXTRA:This year companies participants spreaded .
EVAL_EXTRA:As last year with Case Study Show faithfully there were CocaCola HBC i LOreal, but the value of the project realised companies who participated for the first time this year Hemofarm Logica, Holcim i Delta Maxi Group.
EVAL_EXTRA:In this way companies show one public responsible menagement,and with that they are positive in the consciousness of the students, their potential emplyees.
EVAL_EXTRA:Trough case studies and their solutions, representors of the companies have clear access to the method and the way of thinking of every individual. ~~~ How they react on the work under preassure and function in teamwork, all that relives the process of selection and reduces the probability of mistake.
EVAL_EXTRA:For them that solutions represent real threasure of fresh and original ideas and opinions that are possible to apply in pracitce.
EVAL_EXTRA:Also this year we got numerous support.
EVAL_EXTRA:We owe grand appreciation to the Fculty of organisational sciences, support of the Peoples office of the president, all companies that participated in project, PR agency Pleon Olaf&McAteer, Foreign Inestors Council, to the media who enabled our promotion and of course to students without who this projech wouldnt have any scence.
EVAL_EXTRA:This years story was just the ouverture for Case Study Show 2009. new names, chalenges, ideas and success es are waiting for us next year too.
EVAL_EXTRA:Are you ready for new chalenges?
EVAL_EXTRA:ESTIEM LG Beograd Fakultet organizacionih nauka, Jove Ilića 154, 11000 Beograd; Kontakt telefoni: 011/3950 873, 064/265 28 38, 063/771 52 53, Faks:011/461 221; office¿estiem.org.yu, www.estiem.org.yu; Matični broj: 17641913, PIB: 104277015, @iro račun: 125000000173063231 Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt).
EVAL_EXTRA:3. ~~~ SUBTITLE (example: COMPARATIVE ANALYSES) σ2 ( r p ) = E ( [ r p i , − E r ( p )] ) (12) n ∑ = i All equations type in one column, numerated at the right side, as illustrated. ~~~ 4.
EVAL_EXTRA:CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2]
EVAL_EXTRA:Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3]
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EVAL_EXTRA:Protic D., Simulation of work on Airport Belgrade.
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EVAL_EXTRA:Proceedings of work, SINFF-N, page 75 -81.
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EVAL_EXTRA:Zlatibor UDC 005 ISSN 1820-0222 2008 - 49-50 Number 49-50, Year XIII December 2008.
EVAL_EXTRA:Faculty of Organizational Sciences - Belgrade Publisher Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Markovi ć, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of Inte rnational Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of E conomics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Science s, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slova k Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Edu cation, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950874 E-mail: manage¿fon.bg.ac.yu http://management.fon.bg.ac.yu/ Journal is publish ed quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl.
EVAL_EXTRA:ed.)
EVAL_EXTRA:COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS The value of general methods, quantitative techniques and management models in professionalizing management Gheorghe Savoiu, Ondrej Jaško, @ivko Dulanovic, Mladen Cudanov, Viorel Craciuneanu Value based working capital level Gregorz Michalski The human resource management positioning in the new Economy Ivana Jošanov Potentials of project financing projects Sladjana Benkovic Does a financial leverage determine the cost of debt: the case of Slovenia Primož Dolenc, Igor Stubelj Implementation of advertising strategy Slavica Stanic Development of Slovenian selfgovernment in the new public management perspective Uroš Pinteric Raspberry marketing channel on the example of Arilje Cooperative and Jugoprom factory Katica Radosavljevic Approaches to non-verbal communication in the management of organization Martina Ferencova Mutual funds as a long-term financial source of the enterprise Jelena Ciric, Slobodan Moraca, Danijela Gracanin The role of HRM function in Serbian companies: challenges and limitations Biljana Bogicevic Milikic Managing risk: factoring influence on the enterprise value Gregorz Michalski Carbon market Milica Latinovic The effects of fiscal policy on development of companies Mihajlo Babin The value of general methods, quantitative techniques and management models in professionalizing management UDC 005.22 658.012.2 Gheorghe Savoiu1, Ondrej Jaško2, @ivko Dulanović2, Mladen Čudanov2 Viorel Craciuneanu1, 1Faculty of Econ omic Science, University of Pite sti 2Faculty of Organizational Sciences, University of Belgrade The economic organization has been considered, over the last two or even three decades, to be an open system structured into essential subsystems.
EVAL_EXTRA:To the frame of reference generated by the functions or attributes of management a number of further approaches have been added to management, as a process, in accordance with the dominant aspect, which has been treated as such in the managerial literature, be they of factorial, methodological, economic, informational, organizational, qualitative or successive nature.
EVAL_EXTRA:A.Functional, through managerial attributes 1.planning or prognosis of organization 2. coherent organizing of the activities 3.decision on organizations optimization 4.stimulating the labour resources 5.control of the organization C.Methodological, through the state of the system 1.understanding the current state of the system 2.defining the desired state of the system 3.determining the contradiction between the states 4.decision of solving the contradiction E.Informational, through databases 1.searching the available information 2.selection/completion of useful information B. Factorial, through inputs and outputs 1.evaluation of the inputs influence 2.re-evaluation through competing organizations 3.quantification of information from the stakeholders* 4.evaluation of the outputs influence 5.efficiency rates of the optimal transformation into outputs D. Economic, through the needs -resources correlation 1. determination of needs 2. analysis of available resources 3. optimal allotment of resources 4. utilization of resources and satisfying the needs F. Organizational, through managerial rules 1. coherent assembly of rules, regulations and norms 2. summing up the methods of training and stimulation 3.principles of setting up responsibility 4.defining the set of cooperation relationships H. Logical seriate arrangement of activ ities of the processes 1. activities of projecting (adjusting) the processes 2. activities of organizing the processes 3. activities of current direction of the processes 4. activities of optimizing the decision in the processes 3.processing the useful information 4.transmitting the results of the processing G.Qualitative, through control** 1. planning (plan) 2. action (act) 3. verification-control (check) 4. executing (do) Table 1 Criteria for approaching the process of management, and its stage-structured content Remarks: * In the first stage, the information is quantified from the stakeholders in the internal milieu (shareholders, associates, employees and the managers at the various levels of the organization), and in the second stage, from the stakeholders in the external milieu (suppliers, creditors, customers). ** Management as a qualitative process (Edward Deming).
EVAL_EXTRA:2.
EVAL_EXTRA:Thus, in a first partitioning of an operational type, specific to the managerial literature written in English, five types of active subsystems are identified in the organization: the production subsystem, where inputs are tur ned into outputs; the supportive subsystem, which ensures the totality of the inputs in the external milieu (i.e. human, material, related to energy, informational, etc.), but also the placement of the outputs towards the same milieu, thus materializing the external connexions of the organization; the subsystem of conservation (the maintenance subsystem), where the mechanisms of recruiting and training, of social adjustment and motivation, in keeping with the norms of the organization, are reunited; * This type of systemic structuring of management was developed, after 1970, as part of the open systems school, which included some of the most prestigious repressentatives of contemporary compared management, such as Anant Neyhardi, S.D. Prosad, Bernard Estafeu, Rosalie Tung, etc. the subsystem of adaptation / adjustment (the adaptive subsystem), which elaborates the corrective measures, meant to adapt the system after researching into the influences in the external environment/milieu. the management subsystem, which directs/guides the activities of the other subsystems of the organization, through ensuring the functions of planning, organizing, decision-making, stimulation and control. ~~~ The second systemic partitioning of the organization results from the combination and relations among the human entities, groups and managers, which in turn create the other three vital subsystems: the individual subsystem, the group one, and that of the managers.
EVAL_EXTRA:This system influences all dimensions of organizational structure and managerial tasks.Š6Ë The decisional subsystem, represented by the ensemble of the decisions made and enforced, is conditioned by the quality of all the other subsystems, and represents the most active part of the system; it directs the development of the organization and triggers the personnels actions, thus constituting the determining factor in increasing the organizations efficacy.
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EVAL_EXTRA:That diversity has, as explanatory variables, both the objective factors that influence the organization (the resources available, the information already known, the quality of the human factor, etc.), and the subjective factors, mainly generated by the managers ability to cope with competition, conjuncture, instability, i.e. the permanent changes in the organizations business milieu.
EVAL_EXTRA:The self-limitation caused by the managers restricted ability, or his lack of skill and competence is a millennial tribute serenely paid to those competent, and mainly to their scrupulousness in evaluating their own skillessness.* If the fact is almost unanimously admitted that the fundamental means of scientific interpretation is the one provided by the method, then the limits imposed upon managerial analysis by the method used are, naturally, all the more important.
EVAL_EXTRA:Within the entire scope of management, emphasis is laid on the degree of process-wise formalization, as being one of a relatively reduced type, and on the non-rigid formulations specific to this many-sided, yet coherent combination of principles, ideas, orientations, procedures and case studies that synthetise the body of the method.Š11Ë A management method is prevalently applicative as part of an organization, and implies a subsequent similarity as far as the specific procedures and techniques are concerned, in order to quantify and compare results, or measure them against one another, in time, in space, and from an organizational standpoint.
EVAL_EXTRA:The category of the methods also includes a lot of subclasses of techniques based on scientific notions, which are used in applying the theoretical knowledge of management (from the technique of operational rese * I still remember the days when the scribes would leave blanks on a page (Confucius, in Analects). arch, to the technique of modelling by means of network-shaped graphs, or to various stochastic or simulation techniques, etc.).
EVAL_EXTRA:The same managerial technique is frequently utilized as part of several methods, which can more than once increase the degree of confusion between methods and techniques in contemporary management.
EVAL_EXTRA:Cassette no. ~~~ 2 -the method of previsional management (MP) is synthesized in the fact that the organizations objectives are made explicit over a long term, and that it involves the strategy or rational choice (i.e. based on studies) of the main objectives, of the necessary actions, and the apportioning/earmarking of the resources over a long term, in order to make possible the efficient fitting of the organization into the economic milieu, the policies, or its manner of organizing and coordinating the various activities, a kind of tactics or action iterated within the strategic constraints and the quantified objectives or targets proposed by the organization; -the method of management through objectives (MPO) has emerged as a solution to fighting functional deviations, starting from the idea that an organizations success and development depend on the correlation of its objectives with the objectives of the organizational subdivisions, and the employees own ones, as in a genuine control panel, as the very essence of the method lies in accurately and correctly setting a small number of such objectives (inter-correlated goals), for each hierarchal level, and each organizational subdivision; -the method of management through exception (MPE) has gained recognition as a consequence of the increase in the organizations dynamics, of the informational explosion, and the augmentation of the complexity of the management processes, and is represented by a system of identification, communication and rapid signalization addressed to the hierarchically superior manager, a system which entails the necessity for the latters periodical intervention; as a rule, the manager becomes apparently inactive, as his/her reaction is only visible for evolutions exceeding the admissible limits of tolerance statistically determined, through using the dispersion of the past values, and the tests of a t or F type, centered on the Student repartition (by means of the chart values of t), or on the Fisher-Snedecor repartition (by means of the chart values of F resulting from the function F = σ12 / σ22); -the method of management through projects (MPP) is characterized through the limited duration of any project, through the innovational character, and through the fact it helps solve a number of complex, precisely defined problems, and its stages are defining the project through its objectives, its scope and impact criteria, as well as the assessment of the final results; appointing the project manager, making up the team and systematically well-individualized concept concerning delegation of authority, and transforms the employees into collaborators, which makes it imperative that, apart from being assigned tasks, they are delegated the power of making decisions; this is a mixed method, simultaneously through the system, through the objectives, through exception, and through results, or on the product; -the method of management through innovation (MPI) is characterized by a permanent effort of renewing the organizations activity, in keeping with the demands of the market; special attention is paid to the incentives meant to help introduce innovative ideas, as the motto of the organization applying this method was new and different; -the method of management through consensus (MPC) unfurls gradually and in all the structures of the organization, being centered on the group decision, which increases its effectiveness and materializes in a high degree of employee involvement in all the major problems of the organizations management, as well as an accelerated process of application of the decision, thus becoming the corollary of modern Japanese management.
EVAL_EXTRA:4.
EVAL_EXTRA:All the broad classes of methods are ever more frequently structured in a relatively far-fetched, strained manner as aggregates of techniques, while the methods and the techniques are increasingly utilized in ever more diverse combinations by the managers, starting from the disadvantages of individual application of any method or technique, from the capacity of homogeneous ensembles of techniques grouped into methods of satisfying multifunctional managerial needs, up to the permanent desire of managers to achieve methodical and technical improvement or professionalization. monitoring the project are essential factors in the successful unfolding of the project; -the method of management on the product (MPPr) provides a novel, unexampled structure, of a three-dimensional type, adding to the two-functional, simultaneously hierarchical and functional structure, the structure of leading through the product; it has been generated by the variegated spectrum of a product manufactured by some organizations, and includes all the aspects concerning the product, all along its existence, from the concept stage up to the assimilation of a new one; the product manager intervenes in the information flows, in order to see to the conception and agree to the programs and the objectives of the product, by checking the production process, with a view to optimally using the factors of production; -the method of management through budgets (MPB) is a planning and control model specific to those activities where the objectives are especially financial, and so its form of expression is accountancy-related, i.e. by means of monetary units, the budgets being achieved starting from the principle of participation in construction and execution, of the realism of both the incomes and expenses recorded, as well as the principle of the flexible planning; -the method of management through results (MPR) is specific to the empiric managerial school, and represents an organized manner of obtaining certain results, as a consequence of the evolution and the leaders activity assessment, in the process of accomplishing some objectives; it rests on concrete reality, and turns to account the interdependence between results and efforts in order to ensure the efficiency of the activity, but also incurring the risk of failing to adjust to the changes that take place in social and economic life; hence, the method can be temporarily applied in efficient, powerful organizations, but is inadequate for those having technical and economic difficulties; -the method of management through systems (MPS) underlines the fact that the development of the big, modern organizations is similar to that of natural organisms, being accompanied, in a parallel, by a considerable increase in the volume of the management processes, which are permanently systematized and simplified through procedure-related provisions as to the content and succession of the activities, through automated methods, through networked systems (logically integrated schemes of activities and relations of precedence); -the method of collegial management (MC), or management centered on collaboration, is based on a REFERENCES Š1Ë Dulanović, @., Jaško, O (2007), Osnovi organizacije poslovnih sistema, Fakultet organizacionih nauka, Beograd, pp. 89.
EVAL_EXTRA:Š2Ë Fayol, H., (1916) Administration industrielle et générale, Bulletin de la Société de lIndustrie Minérale, No. 10, 5-164.
EVAL_EXTRA:Š3Ë Petit, T., (1967) A Behavioral Theory of Management The Academy of Management Journal, Vol. 10, No. 4, pp. 341.
EVAL_EXTRA:Š4Ë Nicolescu, O., Verboncu, I., (1998), Profitul si decizia managerialã, Editura Tribuna Economicã, Bucuresti, pp. 38.
EVAL_EXTRA:Š5Ë Dulanović, @., Jaško, O (2005), Organizaciona struktura i promene, Fakultet organizacionih nauka, Beograd, pp. 216.
EVAL_EXTRA:Š6Ë Čudanov, M., (2007) Projektovanje organizacije i IKT, Zadužbina Andrejević, Beograd, pp. 27.
EVAL_EXTRA:Š7Ë Puiu, A., (2004), Management analize si studii comparative, Editura Independenta Economicã, Pitesti, pp. 176-178. ~~~ Š8Ë Ruginã, A. M., (1992), Un miracol economic în România e încã posibil, Editura Porto-Franco, Galati, pp. 23-25 Š9Ë Odobleja, S., (1984), Introducere în logica rezonanâei, Editura Scrisul românesc, Craiova, pp. 45 Š10Ë Various authors, (2001), Dictionar de economie, editia a II-a, Editura Economicâ, Bucuresti, pp. 282-283 Š11Ë Dumitrescu, M., Altâr, M., Bran, P., Bârbulescu, C., Russu, C., Stolojan, Th., (1990), Enciclopedia conducerii întreprinderii, Editura Stiintifica si Enciclopedicâ, Bucuresti.
EVAL_EXTRA:Š12Ë Sâvoiu G., (2007), Statistica.
EVAL_EXTRA:Un mod stiintific de gândire, Editura Universitarâ, Bucuresti, pp.13,19-23.
EVAL_EXTRA:Value based target working capital level UDK 005.915 658.14/.17 Grzegorz Michalski1 The basic financial purpose of corporation is creation of its value.
EVAL_EXTRA:Liquidity management requires that a sufficient balance of cash and other working capital assets - receivables and inventories should be ensured2. ~~~ If the level of liquid assets is not adequate, it enhances the companys operating risk loss of liquidity.
EVAL_EXTRA:Liquidity level vs. profitability source: own study. ~~~ At the same time (as we can see at fig. 1), surplus liquid assets may negatively affect the companys profitability.
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EVAL_EXTRA:Firstly, it is possible to check how it affects the net profit and its relation to equity, total assets, or anoth 1 Grzegorz Michalski PhD, Wroclaw University of Economics, Department of Corporate Finance and Value Management, ul. ~~~ Komandorska 118/120, pok.
EVAL_EXTRA:1-Z (KFPiZW), PL53-345 Wroclaw, Poland, Grzegorz.Michalski¿ue.wroc.pl; http://michalskig.ue.wroc.pl/ 2 Graham J.E., Firm Value and Optimal Level of Liquidity, Garland, New York 2001, pp. 4-6. er item of assets.
EVAL_EXTRA:Liquid assets influence on value of the corporation where FCFF = free cash flows to firm; ∆NWC = net working capital growth; k = cost of the capital financing the corporation; and t = the forecasted lifetime of the corporation and time to generate single FCFF.
EVAL_EXTRA:Again, the optimal variant was one that assumed a medium liquidity level as applying such level of liquidity ensures potentially the highest increase in the companys value measured by ∆V. ~~~ If the level of liquid assets is too low, it downsizes the sales thus discouraging clients with an overly restrictive trade credit policy.
EVAL_EXTRA:NWC = CA − CL = AAR + ZAP + G − AAP (1) Where: NWC = Net Working Capital, CA = Current Assets, CL = Current Liabilities, AAR = Accounts Receivables, ZAP = Inventory, G = Cash and Cash Equivalents, AAP = Accounts Payables.
EVAL_EXTRA:Accordingly, we use equation, based on the premise that a firms value is the sum of its discounted future free cash flows to the firm. ∆ V p = n ∑ = t ∆ FFCF t ( ) + t k , (2) Where: ∆Vp = Firm Value Growth, ∆FCFFt = Future Free Cash Flow to Firm Growth in Period t, k = Discount Rate3.
EVAL_EXTRA:Future free cash flow we have as: FCFF t = ( CR t − FC WD − VC t − NCE ) −× 1( + T ) NCE ∆− NWC t − Capex t (3) Where: CRt = Cash Revenues on Sales, FCWD = Fixed Costs, VCt = Variable Costs in Time t, NCE = Non Cash Expeses (i.e. Depreciation), T = Effective Tax Rate, DNWC = Net Working Capital Growth, Capex = Operational Investments Growth.
EVAL_EXTRA:Source: own study 3 To estimate changes in cash management, we accept discount rate equal to the average weighed cost of capital (WACC).
EVAL_EXTRA:Such changes and their results are strategic and long term, although they refer to cash and short term area decisions ŠT.S. Maness 1998, s.
EVAL_EXTRA:62-63Ë. 4 ŠM.H. Miller 1966, s.
EVAL_EXTRA:417-418Ë. 5 We define risk as the probability of obtaining a different effect than anticipated.
EVAL_EXTRA:Companies hold speculative cash to benefit from chance.
EVAL_EXTRA:Chance is the positive part of the risk equation, or the probability of obtaining an effect that is better than anticipated. ~~~ 2.
EVAL_EXTRA:Value based strategy in working capital management The issue discussed here attempts to address the question of which net working capital management strategy should be applied to bring the best results for a specific type of business.
EVAL_EXTRA:Financial decisions of a company always focus on selecting the anticipated level of benefits in conditions of risk and uncertainty.
EVAL_EXTRA:The company can choose one of the three policies: a) an aggressive policy whereby a major portion of the companys fixed demand and the entirety of its volatile demand for financing current assets is satisfied with short-term financing.
EVAL_EXTRA:Aggressive strategy Source: own study b) a moderate policy aiming to adjust the period when financing is needed to the period when the company requires given assets.
EVAL_EXTRA:As a result of such approach, a fixed portion of current assets is financed with longterm funds, while the volatile portion of these assets is financed with short-term funds. c) a conservative policy whereby both fixed and volatile levels of current assets are maintained with long-term financing.
EVAL_EXTRA:There are three major policies available: a) an aggressive policy whereby the level of tangible assets is minimised and a restrictive approach to merchant lending is applied.
EVAL_EXTRA:Insufficient transactional cash levels may disrupt settlement of liabilities and as a result negatively affect the companys reputation. b) a moderate policy whereby the level of current assets, and in particular inventories and cash, is held on an average level. c) a conservative policy whereby a high level of current assets (and especially inventories and cash) is maintained at the company and ensuring a high level of receivables by using a liberal trade creditors recovery policy.
EVAL_EXTRA:3. ~~~ Value based strategy in cash management The most liquid current assets are cash balances.
EVAL_EXTRA:Based on observation of current inflows and outflows of the company, it may be noticed that there are four basic situations at the company in terms of operational cash flows: 1. when future inflows and outflows are foreseeable and inflows exceed outflows, 2. when future inflows and outflows are foreseeable and outflows exceed inflows, 3. when future inflows and outflows are foreseeable but it is impossible to determine which are in excess of which, 4. when future inflows and outflows are not foresee able.
EVAL_EXTRA:BAT model Fig. 8.
EVAL_EXTRA:Miller-Orr Model Source: P. J. Beehler, Contemporary Cash Management, J. Willey & Sons, New York 1978, p. 193.
EVAL_EXTRA:Source: P. J. Beehler, Contemporary Cash Management, J. Willey & Sons, New York 1978, p. 191.
EVAL_EXTRA:6 ŠM.
EVAL_EXTRA:H. Miller 1984Ë also: ŠG.
EVAL_EXTRA:
EVAL_EXTRA:Michalski 2005Ë. Reacting to the situation when the cash balance at the company reaches the upper or lower limit, the management board buys or sells (external) short-term securities, opens or closes short-term deposits and/or repays or raises a short-term loan in order to restore the *. target cash balance Cmo This model is used traditionally in such a manner that the management board of the company first specifies the lower limit of cash L that it finds acceptable. ~~~ This value is specified subjectively based on experience of the company managers.
EVAL_EXTRA:The target cash balance according to the Miller-Orr model is calculated based on the formula for C*mo: In this model, after setting the target cash balance C* mo the upper limit U* is determined as a difference between triple target cash balance and double lower control limit.
EVAL_EXTRA:Stone Model If the cash balance exceeds the upper external limit H1 or the lower external limit H0, the management board analyses future cash inflows by projecting future cash balance by calculating the S level. ~~~ If the S level (determining the cash balance after n days from the moment of surpassing either of the external control limits) continues to surpass any of the internal limits, the management board should prevent variations from the target balance by purchase or disposal of securities in the amount sufficient for the cash balance at the company to be restored to its optimal level Cs*.
EVAL_EXTRA:At the time of exceeding the external control limit, the management board of the company forecast future inflows and outflows.
EVAL_EXTRA:Cash budget is most often prepared several periods in advance subject to the companys information capabili Source: own study 6 Moir L., Managing corporate liquidity, Woodhead, Glenlake/Amacom, New York 1999, pp. 11-39. ties and needs.
EVAL_EXTRA:However, there are no reasons why cash budgets should not be prepared for six weeks or six biweekly periods.
EVAL_EXTRA:In any case, the rolling wave planning is used, which requires that subsequent periods be added to the budget on an ongoing and regular basis so that at any one time the company has a forecast for the fixed number of forecast periods (namely, if the budget is prepared for 8 biweekly periods, then it should be adequately extended when required so that a sixteen-week budget is available at any time).
EVAL_EXTRA:This requirement ensures for the budget to be constantly valid and applicable. ~~~ Six-month budgets are most frequently prepared based on monthly time bands.
EVAL_EXTRA:For some companies it is absolutely necessary to determine inflows and outflows for individual weeks and sometimes even days. ~~~ The more detailed the control of cash inflows and outflows, the more probable the precise and correct control of cash flow levels.
EVAL_EXTRA:When developing a cash budget, it is a matter of top priority to hold a forecast of the companys sales revenues.
EVAL_EXTRA:Preparing such forecast is the primary and at the same time the hardest task.
EVAL_EXTRA:Next, the demand arising from the held fixed assets and inventories, resulting from production of goods for sale, is forecast.
EVAL_EXTRA:This information is combined with information on delays in recovery of receivables.
EVAL_EXTRA:Also tax due dates, interest due dates, and other factors are taken into account. ~~~ 5.
EVAL_EXTRA:Piotrowska 1997, p. 57Ë: Z b ×−= s × ln Π×××× vsQC KP × bz (4) LCL ×−= s × ln × Π×× sGk * × bspKP (5) Where: LCL = Low Cach Level (Precautionary Cash Level), k = Cost of Capital, G* = Average Size of One Cash Transfer8 which are the basis of standard deviation calculation, P = the Sum of all Cash Inflows and Outflows in the Period, s = Standard Deviation of Daily Net Cash Inflows/Outflows, Kbsp = Cost of Cash Lack.
EVAL_EXTRA:
EVAL_EXTRA:For the firm X, precautionary cash level is: LCL ×−= × ln × 18,0 × × Π× = 42. = 0 = NWC When cash outflows and inflows volatility is 0, precautionary cash balance is also 0: LCL Then we can estimate net working capital growth: ∆ The standard deviation is 35,466 and tax rate is 20%.
EVAL_EXTRA:So, we can estimate yearly alternative cost precautionary cash reserves and the influence on the value of the firm: ∆ 42,961 LCL LCL ∆−= tCF ∆= − = = NWC =× k 42. × 18.0 = 733,25 TCC ∞ ; = ∆− CF = t ...1 − T 1( ) ∆=∆ V 257−= 330, CF t ∆+ ( CF t = ) ∞= ...1 k −× 1( T ) −= 961,142 42. −+ × 733,25 18.0 8.0 = Where: zb = Safety Stock, C = Cost of Inventories (in percentage), Q = One Order Quantity, v = Cost of Inventories (Price), P = Yearly Demand for Inventories, s = Standard Deviation of Inventory Spending, Kbz = Cost of Inventories Lack.
EVAL_EXTRA:It is also possible to apply the following equation to determine minimal cash level ŠG.
EVAL_EXTRA:Michalski 2006Ë: ŠM.
EVAL_EXTRA:H. Miller 1984Ë also: ŠG.
EVAL_EXTRA:Michalski 2005Ë.
EVAL_EXTRA:In Beranek model and Baumol models, G* is twice optimal cash level.
EVAL_EXTRA:In Stone and Miller-Orr models, the average transfer G* is assigned from real historic data or from its anticipation.
EVAL_EXTRA:8 Moir L., Managing corporate liquidity, Woodhead, Glenlake/ /Amacom, New York 1999, pp. 11-39.
EVAL_EXTRA:6. ~~~ Speculative cash balance management - option approach All firms do not necessarily hold speculative cash balances. ~~~ Speculative cash is held in order to utilize the positive part of the risk equation.
EVAL_EXTRA:The entrepreneur can choose from one of two possibilities: He can to invest in the firm activity, for example, he can purchase in foreign exchange, or He can decide to hold cash (national currency).
EVAL_EXTRA:So, if an entrepreneur has cash for 10,000 foreign exchange units, his expected value of the benefit of holding in national currency (in cash) by one day, will be: × PLN05.0 PLN 5.0 ,10 90. × E(benefit) benefit × ip = 04.0 n = ∑ = i PLN .1 × + ≈ The daily alternative cost of capital financing for the firm is: %18 %05.0 = Therefore, we can also express it for 10,000 foreign exchange units: = 000,10%05.0 PLN5 × This means that the expected benefit is 199.9 PLN.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Second, cash balances 9 ŠS.
EVAL_EXTRA:E. Beck 1993Ë. Cash we can compare to American option without expiration date.
EVAL_EXTRA:Other near to cash assets can be compared to European option, see: ŠJ. ~~~ Ingersoll 1992, pp. 5-6, and S. E. Beck 1993Ë.
EVAL_EXTRA:The right to faster acquisition has a value, and such value gives base to have speculative cash balances.
EVAL_EXTRA:Costs of expectation on realization of other options can cause loss that is not recovered by future earnings from these (less liquid than cash) assets, see: ŠS. ~~~ E. Beck 2005Ë. are held to use chances that are created by the positive part of the risk equation. ~~~ Next, cash balances are the result of the operating needs of the firm. ~~~ In this article, we analyze the relation between these types of cash balances and risk.
EVAL_EXTRA:REFERENCE Š1Ë BEEHLER P. J., Contemporary Cash Management, J. Willey & Sons, New York 1978.
EVAL_EXTRA:Š2Ë BAUMOL W., The Transactions Demand for Cash: An Inventory Theoretic Approach, Quarterly Journal of Economics, October 1952, p. 545-556. ~~~ Š3Ë BECK S. E., D. R. STOCKMAN, Money as Real Options in a Cash-in-Advance Economy, Economics Letters, 2005, vol. 87, pp. 337-345. ~~~ Š4Ë BECK S. E., The Option Value of Money, Working Paper nr 93-15, University of Delavare, Newark 1993.
EVAL_EXTRA:Š5Ë BERANEK W., Analysis for Financial Decisions, R. D. IRWIN, Homewood 1963, chpt.
EVAL_EXTRA:11. ~~~ Š6Ë INGERSOLL J., S. A. ROSS, Waiting to Invest: Investment and Uncertainty, Journal of Business, 1992, 65:1-29, pp. 5-6.
EVAL_EXTRA:Š7Ë MANESS T.S., J.T. ZIETLOW, Short-Term Financial Management, Dryden Press, Fort Worth 1998. ~~~ Š8Ë MILLER M. H., D. ORR, Mathematical Models for Financial Management, [w:] Frontiers of Financial Management, South Western Publishing Co., Cincinati, 1984, pp. 238-239. ~~~ Š9Ë MILLER M.H., D. ORR, A model of the demand for money by firms, Quarterly Journal of Economics, Aug 66, Vol. 80 Issue 3, pp. 417-418.
EVAL_EXTRA:Š10Ë MILLER T. W., B. K. STONE, The Value of Short-Term Cash Flow Forecasting Systems, Advances in Working Capital Management, JAI Press Inc., Londyn 1996, vol. 3, pp. 3-63. ~~~ Š11Ë SCHERR F. C., Modern Working Capital Management.
EVAL_EXTRA:Text and Cases, Prentice Hall, Englewood Cliffs 1989. ~~~ Š12Ë STONE B., The Use of Forecasts and Smoothing in Control - Limit Models for Cash Management, Financial Management, wiosna 1972, pp. 72-84. ~~~ Š13Ë BRIGHAM E.F., Daves P.R., Intermediate Financial Management, Thomson, Mason 2004. ~~~ Š14Ë GRAHAM J.E., Firm Value and Optimal Level of Liquidity, Garland, New York 2001. ~~~ Š15Ë MANESS T.S., J.T. Zietlow, Short-Term Financial Management, Dryden Press, Fort Worth 1998. ~~~ Š16Ë MOIR L., Managing corporate liquidity, Woodhead, Glenlake/Amacom, New York 1999. ~~~ Š17Ë SCHERR F. C., Modern Working Capital Management.
EVAL_EXTRA:Text and Cases, Prentice Hall, Englewood Cliffs 1989.
EVAL_EXTRA:Grzegorz Michalski PhD Department of Corporate Finance and Value Management Wroclaw University of Economics http://michalskig.ue.wroc.pl/ Grzegorz.Michalski¿ue.wroc.pl The human resource management positioning in the new economy UDC 005.96 Ivana Jošanov1 1 The Business College of Professional Studies, Novi Sad The development of information-communication technologies and the Internet has instigated the economic growth in highly developed countries, which is known in literature as the new economy.
EVAL_EXTRA:If we make a comparison between the classic and the new economies, we can observe the following sequence of evolutionary changes Š12Ë: the business environment leaves the local and physical milieu and becomes global and virtual; the so far physical and tangible business resources become increasingly part of a network and are therefore intangible; periodical and gradual changes in the classic economy accelerate and become permanent and unpredictable; the so far dominant mass production is increasingly replaced by individual production which is to meet individual demands, and computer networks and electronic exchange of information are becoming an inseparable part of a new business environment.
EVAL_EXTRA:Therefore the new economy models are created through adapting the existing models, making changes in the following fields Š21Ë: the business infrastructure moves from the phys ical towards electronic, network infrastructure; the traditional hierarchy business organization is replaced by a new organic, modular and virtual organization; instead of traditional models we now have innovative models, based on electronic business operations; the business strategy changes and abandons the chain for the network values; new management models require new manageri al profiles; and new metrics of analysing the business models performances are developed.
EVAL_EXTRA:This is why probably most successful managers of the new economy are relatively young people, those who managed to get free from the experiences that were long considered to be indispensable in the organization of a successful model of doing business. ment, related to the company strategy, in which people are the resources to be actively managed in accordance to the long-term interests of the organization Š2Ë.
EVAL_EXTRA:2.
EVAL_EXTRA:Thus it is held that personnel files focus on work, contrary to the HRM, which brings a radically new approach to the employee manage The move from collectivism to individualism in this case corresponds with the transformations going on in the past two decades, when the companies practice shifted from a primarily administrative to a mostly active, strategic role it plays in practice.
EVAL_EXTRA:In accordance to the abovementioned, the key elements related to the activities concerning the HRM are formulated by Bloisi Š2Ë in the following way: it is necessary to ensure that the right team of employees be available, in the right place and in the right time; the employers encourage the employees to use the already established system of promotion to analyse their own ambitions and capabilities, and hence develop appropriate strategies respective to their ambitions; innovative organizations that adapt easily to the market should be flexible towards the changes in management in order to continuously improve their development; and administration should function in such a way as to ensure a regular and appropriate pay, and the employees files should be updated on a regular basis and suit the objectives of the companys organization.
EVAL_EXTRA:3. ~~~ The digital strategy concept Every business organization has a goal or a reason they exist for.
EVAL_EXTRA:The specific features of digital strategy are reflected in the creation of a general plan to formulate digital activities, the completion of which will serve to establish the direction and execution of digitally supported goals Š4Ë. information-communicational New technologies (ICT) on the Internet infrastructure ensured the customers the access to free or very inexpensive information easily, so that they are now informed in a much better way.
EVAL_EXTRA:Therefore the IBM defines a list of key factors of success: an acceptable strategy that has a full support from the top management of the company; a clear objective with creating leng-term rela tions with customers and new values; introduction of full implementation of the Internet and its technologies; and adaptable and integrated business processes and infrastructure.
EVAL_EXTRA:Their training results were 4 per cent superior to those of people trained in classic schoolrooms. to act as organized groups Undertaking complex activities such as work on creating mutual knowledge is based on the establishment of social relations among the employees as a basis for the individuals Š13Ë. Dissemination of information in the company, based on a mutual space in which the individuals can collaborate, helps surpass the barriers that separated some organizational units and individuals.
EVAL_EXTRA:Companies increasingly evolve towards those based on knowledge, and the intellectual potentials of the employees, enriched by the ICT values, make the greatest corporate value Š17Ë. De Cieri and Kramar Š6Ë define strategic human re source management as a path of planned development of human resouces with the activities the purpose of which is to enable the organization to achieve its goals.
EVAL_EXTRA:Of specific interest are individual knowledge and the resources of the corporate collec tive knowledge that are the result od the growing specialization in acquiring as large a fund of knowledge as possible in a direct field of interest, but in the other fields as well Š9Ë. Powerful services for supplying the required knowledge are becoming ever more innovative and enable the clients to undertake various creative activities Š18Ë.
EVAL_EXTRA:The review of these categories is as follows: The first category is related to the development and programming of Web applications.
EVAL_EXTRA:The application software director is in charge of the development of multimedia solutions in the electronic business, the programmer-analyst uses various ICTs necessary for the development of the Web site, whereas the electronic commerce designer works on the developmet and maintenance of the various products of the electronic commerce.
EVAL_EXTRA:The work in the category of systems and solutions of electronic commerce is directed towards information systems lying behind the electronic commerce applications (developed by the employees from the first category).
EVAL_EXTRA:Thus we here encounter the project manager, the team manager, the electronic business development manager, the system architect, the electronic commerce specialist, the system administrator, the system analyst, the database analyst, the database designer, the database administrator, the system engineer, the web administrator, the safety and risk consultant, the electronic commerce architect, the logistics manager and the system tester.
EVAL_EXTRA:The employed in the third of the categories are to ensure the detailed descriptions, the system requirements, the business processes analysis and the cost and benefit analysis related to the knowledge of solutions and activities in electronic commerce.
EVAL_EXTRA:The names of work positions in this category are the business solutions manager, the business development manager, the electronic commerce product engineer, the business system analyst and the electronic commerce system analyst.
EVAL_EXTRA:The highest growth is recorded in the category of sales and consulting activities.
EVAL_EXTRA:The names of work positions we find here are: the business manager, the electronic business development manager, the marketing and business development manager, the top editor of contents, the electronic commerce specialist, the specialist engaged in the call-centre, the electronic business safety consultant, the electronic commerce consultant, the employment consultant, the PR consultant, the ICT consultant, the ERP/CRM consultant (i.e., the business programme packages consultant), the marketing manager, the electronic commerce accounting manager, the sales manager, the sales person and the supply manager.
EVAL_EXTRA:The work positions in the new economy companies, related to senior management are classed into the category called strategic planning.
EVAL_EXTRA:The positions are called the vicepresident in electronic commerce, the general manager in electronic commerce, the senior manager, the executing manager in electronic commerce, the business manager in planning, the business manager in communications, the business strategist in electronic commerce, the national business strategist and the credit manager.
EVAL_EXTRA:The category of jobs in education and training can be divided into 2 groups of jobs: the first group provides training for the employees and the companys business partners, while the other group includes people working in regional educational or training institutions.
EVAL_EXTRA:The names of work positions are: the instructor or tutor of electronic commerce, the training manager, the lecturer, and the professor of electronic commerce/electronic business.
EVAL_EXTRA:The category related to research includes more than 20 fields of research, and the names of the work positions are the researcher in electronic commerce, of either academic or occupational direction.
EVAL_EXTRA:Finally, the task of last category of professionals in legal matters is to establish laws and prepare the government policy in the electronic commerce field.
EVAL_EXTRA:
EVAL_EXTRA:Bibliography Š1Ë Awad E. (2007): Electronic Commerce: From Vision to Fulfillment (3rd ed.), Pearson Prentice Hall Š2Ë Bloisi W. (2007): An Introduction to Human Resource Management, McGraw-Hill Š3Ë Blount, Y., T. Castleman, T., P. Swatman (2003): Linking eCommerce and Human Resource Strategies: A Case Study in Large Australian Retail Bank, Zbornik radova 16th eCommerce Conference: eTransformation: 1-14 Š4Ë Certo S.C., M.W. Certo (2000): Digital Dimensioning: Finding the Ebusiness in Your Business, Mc Graw-Hill Š5Ë Chan E.S.K., P.M.C. Swatman (2000): Electronic Commerce Careers: A Preliminary Survey of the Online Marketplace, Zbornik radova 13th eCommerce Conference: Electronic Commerce: The End of the Beginning: 1-20 Š6Ë De Cieri, H., R. Kramar (2003): Human Resource Management in Australia: Strategy, People, Performance,Sydney, McGraw-Hill Australia Pty Limited.
EVAL_EXTRA:Š7Ë Farhoomand A., P. Lovelock (2001): Global e-Commerce: Text and Cases, Prentice Hall: Pearson Education Asia Pte Ltd Š8Ë Gardner, M., G. Palmer (1997): Employment Relations Industrial Relations and Human in Australia, South Resource Management Melbourne, Macmillan Education Australia Pty Ltd. Š9Ë Grimshaw, D., H. Beynon (2002): The restructuring of career paths in large service sector organizations: delayering, upskilling and ploarisation, Sociological Review 50(1): 89-116.
EVAL_EXTRA:Š10Ë James, P., D. Dibben, P (2002).
EVAL_EXTRA:Modern HRM: does it have a human face?, Society in Transition 33(2): 213-226.
EVAL_EXTRA:
EVAL_EXTRA:Š11Ë Jošanov B. (2006): Elektronsko poslovanje, Viša poslovna škola, Novi Sad Š12Ë Mintzberg H., J.B. Quinn (1998): The Strategy Process: Concepts and Contexts, Prentice Hall International Edition Š13Ë Nahapiet, J., S. Ghoshal (1998) Social capital, intellectual capital, and the organizational advantage, Academy of Management Review, Vol. 23: 242-266 Š14Ë Nelson J. (2006): Contours for a new business strategy, New Zeland Management, February Š15Ë Panian @.
EVAL_EXTRA:(2002): Izazovi elektroničkog poslovanja, Narodne novine, Zagreb Š16Ë Porter, M. E. (2001): Strategy and the Internet, Harvard Business Review Vol. 79 (Issue 3): 62-79 Š17Ë Plant R. (2000): eCommerce: Formulation of Strategy, Prentice Hall HTR Š18Ë Rajala R., M. Westerlund (2005): Business Models: A New Perspective on KnowledgeIntensive Services in the Software Industry, Zbornik radova 18th eConference: eIntegration in Action: 1-15 Š19Ë Riemer K. (2004): The Role Of Social Capital In Managing Relationships With eCommerce Suppliers, Zbornik radova 17th eConference: eGlobal: 1-16 Š20Ë Spremić M. i elektroničko poslovanje, Narodne novine, Zagreb Š21Ë Srića V., J. Muller (2001): Put k elektroničkom poslovanju, Sinergija, Zagreb Š22Ë Stata R. (1989): Organizational Learning The Key to Management Innovation, Sloan Mangement Review, Spring Š23Ë Torrington D., L. Hall, S. Taylor (2002): Human Resource Management (5th edition), Pearson Education Limited (2004): Menadžment Potentials of project financing projects UDC 005.8 Sladjana Benković Faculty of Organizational Sciences, Beograd, benko¿fon.bg.ac.yu XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:This model takes into consideration only the investment justifiability and the results of projects, not the previous period of the companyžs activity. ~~~ The increasing number of investors in the Republic of Serbia, as well as an increasing demand for investing in industrial and infrastructural projects gave rise to project financing as a model of financing.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:In addition to reducing the project and the financial risks, there are a lot of important advantages of project financing, among which Š2Ë are: (cid:190) the sponsor has an opportunity to obtain the capital for a certain project which he himself cannot provide; (cid:190) the project is an easier way to obtain guarantees that the sponsor might not get himself; (cid:190) in case the sponsor's credit rating is low, and the project is good, chances are better that he can raise capital and obtain favourable conditions for his project; (cid:190) financial burden in servicing the debt is much lower for the investor; (cid:190) the project can easily comply with certain investment regulations the sponsor may have difficulties to comply with; (cid:190) the sponsor finds it easier to avoid certain problems (e.g., blame in case the project fails, etc.); (cid:190) the costs per investor(s) are significantly low er; etc.
EVAL_EXTRA:
EVAL_EXTRA:This is because their sources of capital are most often rather scarce, but also because of the possibility to Š2Ë: (cid:190) avoid the balance sheet encumberment; (cid:190) avoid to report the debt so that it does not affect the shares price, i.e., avoid financial response; (cid:190) avoid the fall in the sponsor's credit rating due to the existing liabilities; As regards the project investors, we should point out to an increasing interest in joint projects that is present worldwide.
EVAL_EXTRA:Numerous factors motivate people to enter the project execution jointly with partners, the most frequent of which are the following: (cid:190) the project is beyond the financial or manage ment means of just one enterprise; (cid:190) a lower risk exposure for each participant in the project execution; (cid:190) it is financially more reasonable to invest joint ly with another enterprise: (cid:190) one or more partners enjoy rating reliefs.
EVAL_EXTRA:Some of the most important elements are as follows Š2Ë: (cid:190) a satisfactory feasibility study and financial plan; both should be based on realistic premises, and be able to conform to the capital market conditions, such as interest rates, inflation, etc. (cid:190) an adequate insurance cost of the future proj ect; (cid:190) an estimation of real consumption and the price of power resources that must be supplied for the implementation of the project; (cid:190) an adequate market for the future product or service; (cid:190) determining the need and the time of investment as regards the materials involved in the project construction; (cid:190) selecting an experienced and reliable contractor to do the job; (cid:190) selecting an experienced and reliable manage ment; (cid:190) incorporating only tested technological compo nent into the project; (cid:190) closing a contract to the satisfaction of all the contracting parties; (cid:190) all the most important sponsors should be in volved in the creation of the SPV (cid:190) limit the direct responsibility in the risky phases (cid:190) the project plan should incorporate the project of the project execution and effecting. solution as well; (cid:190) the project should promise a guaranteed profit; (cid:190) environmental risks should be acceptable for all the parties participating in the project.
EVAL_EXTRA:In case the project is executed abroad, it is necessary to take into consideration certain factors, such as: (cid:190) a stable and friendly political environment; (cid:190) the opportunities of obtaining the licences, con tracts and rights; (cid:190) the acceptability of the estimated political risk; (cid:190) risks related to raising capital and the conversion of capital are evaluated and are acceptable for the investor; (cid:190) chances for protection from criminal activities; (cid:190) the rule of laws that protects the enterprise, property and rights related to the investment itself.
EVAL_EXTRA:4. ~~~ Consolidating the project financing sources The financial instruments that can be used in the acquisition of the project fixed assets vary.
EVAL_EXTRA:Therefore the capital structure of the company set up for the purpose of project execution is defined according to four elements: the type of financial instruments; the extent to which the financial instrument participates in the capital structure; the method of obtaining certain financial instruments; an adequate conceptual relationship, characteristic of financial instruments (for example, grace-period, the repayment period or the government's guarantee to participate in project financing up to a certain amount).
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:The reasons that the capital owners do not invest a large amount of capital in such projects are Š15Ë: (cid:190) the need to minimize the project risk; (cid:190) allocating their limited amounts of capital in other, possibly more profitable projects; (cid:190) raising the internal revenue rate to the capital engaged by reducing the capital share as long as the interest rate on the credit is lower than the internal profitability rate of the capital; (cid:190) lack of assets to invest more capital, and (cid:190) increasing the working capital share.
EVAL_EXTRA:In infrastructure projects financing, the government representatives should especially take into consideration the following four elements: (cid:190) the completion of the construction phase, to gether with the budget allocated for the costs; (cid:190) especially sensitive activities and qualitative performances during the operational phase; (cid:190) the presence of services and products character istic of the project in public; (cid:190) a low cycle of costs accompanying the project it self.
EVAL_EXTRA:The political risk stems from the possibilities of emergence of some political disturbances, such as war, revolution, assets expropriation, changes in tax policy, currency depreciation, problems in controlling foreign trade, export limitations and any other activities of the government that may have an impact upon the project profitability Š6Ë. Political risks may be extraordinary high, especially in developing countries, with unstable governments Š8Ë, therefore the changes within the government may influence not only the project policy, but also the project sponsorship.
EVAL_EXTRA:The price risk is the one that is directly related to a later defined price of a product or a service provided upon the completion of the project.
EVAL_EXTRA:Normally, the price is always subject to certain corrections by the state, which consequently takes on respective obligations as to co-financing, which is often ob served in charges imposed for the motorway toll, or in some similar way of co-financing.
EVAL_EXTRA:Bot project financing model Building and transfer of buildings, plants and factories is a specific form of project financing and is based on financing on the BOT model. ~~~ The BOT model is based on the contract on the construction and financing of the entire facility, the building, the plant or the workshop, on using the facility and later transferring it to the ownership of the state (the issuer of rights, most often to the state that is the concession issuer) upon the expiry of the period not longer than 30 years.
EVAL_EXTRA:The first successful BOT project was the Suez Canal, completed in 1868 Š7Ë. ~~~ Numerous other BOT projects followed.
EVAL_EXTRA:Due to the length of the period the concessioner's financial assets are engaged, the BOT project loans in the majority of cases enjoy a long maturity period and higher interest rates compared to other commercial business loans Š6Ë. BOT projects are financed on the basis of the capital sources that may be of different origin, i.e., may be both the capital and the loan.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë Benković S, Budžetiranje kapitala, FON, Beograd, 2007. ~~~ Š2Ë Fabozzi J. F, Peterson P. P, Financial Management and Analysis, John Willey & Sons, Inc, New Jersey, 2003.
EVAL_EXTRA:Š3Ë Euromoney, Institutional Investor PLC, London, 2008.
EVAL_EXTRA:Š4Ë Culp, C. L: The art of risk management: Alternative risk transfer, capital structure, andconvergence of insurance and capital markets, J. Wiley, New York, 2002.
EVAL_EXTRA:Š5Ë Merna T. and Dubey R: Financial engineering in the procurement of projects,Asia Law & Practice, Hong Kong, 1998.
EVAL_EXTRA:Š6Ë Lang.
EVAL_EXTRA:L. H. P: Project finance in Asia, NorthHolland, Amsterdam, 1998.
EVAL_EXTRA:Š7Ë Levy, S. M: Build, operate, transfer: Paving the way tomorrow's infrastructure, J. Wiley, New York, 1996.
EVAL_EXTRA:Š8Ë Tam C. M: Financial commitments of BOT projects, International Journal of Project Management, 17(6), 1999.
EVAL_EXTRA:Š9Ë Tiong R. L. K: Competitive advantage of equity in BOT tender, Journal of Construction Management, 121(3), 1995a. Š10Ë Tiong R. L. K: Risks and garanties in BOT tender, Journal of Construction Management, 121(2), 1995b. Š11Ë Tiong R. L. K: CSFs in competitive tendering and negotiation model for BOT projects,Journal of Construction Management, 122(3), 1996.
EVAL_EXTRA:Š12Ë Tiong R. L. M. and Alum J: Financial commitments for BOT projects, International Journal of Project Management, 16(2), 1997.
EVAL_EXTRA:Š13Ë UNIDO, ¨Industry and Development - Global Report 1991/92¨, Vienna, 1991. ~~~ Š14Ë UNIDO ¨BOT Guidelines¨, Vienna, 1996.
EVAL_EXTRA:Š15Ë Xueqing Z: Finanacial Viability Analaysis and Capital Structure Optimization in Privatized Public Infrastruture Projects, Journal of Construction Management, 656(6), 2005.
EVAL_EXTRA:The case of slovenia UDK 005.915 347.72028(497.1) Primož Dolenc and Igor Stubelj University of Primorska, Faculty of management Koper XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:We denote companies that use debt capital as financial leveraged companies. ~~~ Higher the financial leverage, higher the risk of the company and higher (in normal terms) the cost of debt.
EVAL_EXTRA:
EVAL_EXTRA:3.
EVAL_EXTRA:Hypothesis, restraints and academic value of the research The main focus of the research was to test the following hypothesis: H1: In Slovenia the fundamental financial logic holds; companies with higher financial risk (i.e. higher financial leverage) have significantly higher cost of debt.
EVAL_EXTRA:Following our hypothesis we needed the (estimate for) cost of debt (in percentage) on case and on yearly basis (so, cross section and longitudinal data). ~~~ Unfortunately, such data is not publicly available, neither in individual yearly reports of selected companies nor in any of the available databases.
EVAL_EXTRA:So, the estimated cost of debt of the company i in year t was calculated as: r t,id = I D − 1t,i t,i , (1) where: - dri,t … estimated cost of debt for the company i in the year t, - Ii,t … interests paid by the company i in the year t and - Di,t-1 … the value of debt of the company i in the end of year t-1.
EVAL_EXTRA:Analytically, this can be expressed as: r t,id = ∆ I t,i ∆ D t,i , (2) year t, where: dri,t … estimated cost of debt for the company i in the ∆Ii,t … (interests paid by the company i in the year t) (interests paid by the company i in the year t-1) and ∆Di,t … (the value of debt of the company i in the end of year t) - (the value of debt of the company i in the end of year t-1).
EVAL_EXTRA:We still tested the relationship between estimated cost of debt and financial leverage2 controlled for time and cluster specific effects, so we tested in fact: = ⋅+ βα FL a rˆ t,i − γ ⋅Γ+⋅+ 1t,i t i CLU i , (3) where: FLi, t-1 … financial leverage of company i in the year t-1, β … effect of financial leverage on cost of debt, ti … time dimension of the data for company i, γ … time specific effect on cost of debt, CLUi … set of dummy variables to represent the clustering, and G … the matrix of regression coefficients for cluster dimension of the data.
EVAL_EXTRA:
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EVAL_EXTRA:Table 1: Descriptive statistics for the first set of data FV dri,t N Min Max Mean 17,63 0,40% 244,84 15,98% 86,08 5,20% Standard deviation 65,71 2,55% As it can be noted the variability of the data is quite high, and to some level also unexpected.
EVAL_EXTRA:Table 2: Descriptive statistics for filtered first set of data FV dri,t N Min Max Mean 17,63 2,69% 244,84 6,82% 90,18 4,62% Standard deviation 66,71 1,22% With filtering the data we eliminated from the analysis the tails of the data, ending up with a set of observations with relatively normal levels of estimated cost of debt and financial leverage.
EVAL_EXTRA:Results are presented in Table 3.
EVAL_EXTRA:Table 3: Results of regression analysis for filtered first set of data Regression coefficients 0,0441 -0,0006 0,0071 -0,0146 Model = rˆ t,ia α β ⋅+ γ ⋅+ ⋅Γ+ t,i FL t i CLU i * - significant at 5% * - significant at 10% t statistics R2 F statistics 0,32 5,28 5,730** -1,313 3,411** -2,327* Sig. of the regression 0,02 DW statistics 1,33 As we can clearly see, the hypothesis cannot be confirmed with the use of this set of data.
EVAL_EXTRA:Table 4: Descriptive statistics for the second set of data FV dri,t N Min Max Mean 17,63 -61,38% 244,84 228,06% 85,96 5,61% Standard deviation 69,23 43,06% Obviously this methodology has even more drawbacks as the first one.
EVAL_EXTRA:Table 5: Descriptive statistics for filtered second set of data FV dri,t N Min Max Mean 25,26 4,17% 158,71 9,79% 76,90 6,46% Standard deviation 56,56 1,99% Even though we ended up with only 8 observations, the cluster analysis shows that (again) two groups of corporations should be taken into consideration (see Figure 2).
EVAL_EXTRA:We denote companies that use debt capital as financial leveraged companies. ~~~ Higher the financial leverage, higher the risk of the company and higher (in normal terms) the cost of debt.
EVAL_EXTRA:However, after we filtered the data, we could find some form of possible correlation between the two variables, but the relationship was not statisti Table 6: Results of regression analysis for filtered second set of data Model = rˆ t,ia α β ⋅+ γ ⋅+ ⋅Γ+ t,i FL t i CLU i Regression coefficients 0,1205 -0,0003 0,0062 -0,0642 * - significant at 5% ** - significant at 10% t statistics R2 F statistics 0,62 2,17 2,055 -0,960 0,445 -1,743 Sig. of the regression 0,23 DW statistics 2,40 1 Analytically financial leverage is calculated as the quotient between EBIT (earnings before interests and taxes) and EBT (earnings before taxes).
EVAL_EXTRA:4 Because of the calculation method we lost about one third of available data. ~~~ 5 Without any consideration to statistical significance, though. cally significant due to a very low number of observations (n=8) in this analysis.
EVAL_EXTRA:REFERENCES Š1Ë Barnes, A.J. 1964.
EVAL_EXTRA:A Pedagogic Note on Cost of Capital.
EVAL_EXTRA:Journal of Finance 19(1): 65-85.
EVAL_EXTRA:Š2Ë Baumol, W., and M.G. Durton.
EVAL_EXTRA:1967.
EVAL_EXTRA:The Firms Optimal Debt-Equity Combination and the Cost of Capital.
EVAL_EXTRA:Quarterly Journal of Economics 81(4): 547-578.
EVAL_EXTRA:Š3Ë Baxter, N. 1967.
EVAL_EXTRA:Leverage Risk of Ruin and the Cost of Capital.
EVAL_EXTRA:Journal of Finance 22(3):395-403 Š4Ë Brigham, E.F., and M.C. Ehrhardt.
EVAL_EXTRA:2005.
EVAL_EXTRA:Financial Management: Theory and Practice.
EVAL_EXTRA:Ohio: Thomson, South-Western.
EVAL_EXTRA:Š5Ë Dhaliwal, D., S. Heutzman and O.Z. Li.
EVAL_EXTRA:2005.
EVAL_EXTRA:Taxes, Leverage, and the Cost of Capital.
EVAL_EXTRA:Available at SSRN: http://ssrn.com/abstract=842024. ~~~ Š6Ë Dolenc, P. 2006.
EVAL_EXTRA:Doubtful sustainability of public finances in Slovenia.
EVAL_EXTRA:Prague Economic Papers 15(3): 268-281.
EVAL_EXTRA:Š7Ë Durand, D. 1960.
EVAL_EXTRA:The Use of Debt and Equity Fund in Business: Trends and Problems of Measurment.
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EVAL_EXTRA:New York: The Free Press at Glence: 230-245.
EVAL_EXTRA:Š8Ë Elliot, J.V. 1980 The Cost of Capital and U.S. Capital Investment: A Test of Alternative Concepts.
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EVAL_EXTRA:Š9Ë Haley, C.W. 1966.
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EVAL_EXTRA:Journal of Financial and Statistical Analysis 1(4): 160-180.
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EVAL_EXTRA:Š12Ë Kraus, A. and R. Litzenberger. ~~~ 1973.
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EVAL_EXTRA:Journal of Finance 28(3):911-922 Š13Ë Modigliani, F., and M. Miller.
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EVAL_EXTRA:The Cost of Capital, Corporation Finance and the Theory of Investment.
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EVAL_EXTRA:Š15Ë Schell, L.D., C.W. Haley.
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EVAL_EXTRA:Introduction to Financial Management.
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EVAL_EXTRA:New York: McGraw-Hill.
EVAL_EXTRA:Š16Ë Scott, J.J. 1977.
EVAL_EXTRA:Bankruptcy, Secured Debt and Optimal Capital Structure.
EVAL_EXTRA:Journal of Finance 32(1): 60-72.
EVAL_EXTRA:Š17Ë Solomon, E. 1963.
EVAL_EXTRA:Leverage and the Cost of Capital.
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EVAL_EXTRA:Š18Ë Stewart, B.G. 1999.
EVAL_EXTRA:The Quest for Value: a Guide for Senior Managers.
EVAL_EXTRA:New York: HarperBusiness.
EVAL_EXTRA:Š19Ë Stubelj, I. 2008.
EVAL_EXTRA:The Valuation of Slovene Publicly Traded companies with a Valuation Model Based on Expected Earnings and Growth Opportunities.
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EVAL_EXTRA:Š20Ë Tirole, J. 2006.
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EVAL_EXTRA:Princeton: Princeton University Press.
EVAL_EXTRA:Corresponding Author Primož Dolenc, assistant professor University of Primorska, Faculty of management Koper Cankarjeva 5, SI6104 Koper email: primoz.dolenc¿fm-kp.si Figure 1: Dendrogram using Ward Method for filtered first set of data Figure 2: Dendrogram using Ward Method for filtered second set of data Figure 3: Scatterplot between financial leverage and estimated cost of debt Implementation of advertising strategy UDC 659.11 Slavica Stanić JP @eleznice Srbije, Belgrade One of the most important components of an integrated marketing communications program is the advertising.
EVAL_EXTRA:Defining the goals of advertizing Defining the advertizing campaign issue The advertizing strategy has to allow for the process of communication between the company and prospective customers in order that such an attitude be created towards certain products and services, so as they should be favoured in the market1. ~~~ The entire procedure of creating and executing the adverising messages has to be based on the results of a complex marketing research (research into the market, into motivation, into an appropriate wording od the message, media, etc.).
EVAL_EXTRA:In order that the advertizing strategy should be efficiently realized, it is necessary to determine the procedure of promotional activities execution: define the issue of the advertizing campaign; define the target audience; collect any relevant information and define the key idea of the message; create and position a genuine advertizing mes sage.
EVAL_EXTRA:The advertizing campaign is a set of interlinked and coordinated marketing activities directed towards a specific issue and idea that apperas in various media, in a designed period of time2. ~~~ The defining of the genuine issue on which the entire advertizing campaign will be based is the main task of the advertizing strategy.
EVAL_EXTRA:When defining the target audience it is especially important to determine the following: the users attitude towards the 1 Dr Savo Vasiljevic, Upravljanje marketingom železnice 1999, p.425 2 Burnet, J., Moriarty, S., Introduction to Marketing Communications - An Integrated Approach, 2003, p.251 products that are the subject of advertizing campaign; the prevailing factors in the choice of a certain brand; and the extent to which their needs are satisfied.
EVAL_EXTRA:As regards the type of the target audience to which the message is directed, it is necessary to define the following elements: the key idea and contents of the message; the way of promoting the message; the term in which the message is to be broadcast; the media to be used in message broadcasting.
EVAL_EXTRA:I am said to be one of the most proliferous creators of great ideas, however, in my long career I have not come to more than 20 such ideas, if that many at all3. ~~~ Although the task od creating a genuine and interesting idea to present a product is a really difficult one, numerous ideas have become a basis of successful advertizing campaigns, as is the case of the Pepsi Generation promotional campaign, with the variations that followed, The taste of a new generation and Generation next.
EVAL_EXTRA:The process of a unique advertizing message creation is a very important task the accomplishment of which meets the following conditions: stating the message contents; defining the message structure and form; selecting the message.
EVAL_EXTRA:The message focusing upon the rational approach advocates the development of practical and functional 3 Burnet, J., Moriarty, S., Introduction to Marketing Communications An Integrated Approach, 2003, p.251 4 Burnet, J., Moriarty, S., Introduction to Marketing Communications An Integrated Approach, 2003, p.251 5 George E.Belch & Michael A. Belch, Advertising and Promotion: An Integrated Marketing Communications Perspective, 2003, p.256 needs for certain products or services.
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EVAL_EXTRA:A host of information circulates the media, however, media planners usually need more information on the company than they have access to at the moment.
EVAL_EXTRA:The lack of information is generally characteristic of smaller advertisers who for different reasons are unable to acquire the required information, so their decisions are frequently based on limited or obsolete data.
EVAL_EXTRA:Some information remains unavailable due to the fact that it is either imposible to conduct the necessary research in a given period of time or the price is too high.
EVAL_EXTRA:Figure1: Media plan Market analysis Setting media objectives (cid:206) (cid:206) (cid:206) Defining and implementing media strategy Effectiveness evaluation Source: George E.Belch & Michael A. Belch, Advertising and Promotion: An Integrated Marketing Communications Perspective, 2003, p.306 The problem of inadequate terminology arises as a result od using different methods and discrepancies in the standards in media research, and sometimes even different terms are used as synonyms, which makes the confusion greater.
EVAL_EXTRA:2.2 The media strategy determining, implementation and effectiveness evaluation Media planners make a decision on the selection of the appropriate media strategy they will use to achieve the set media objectives.
EVAL_EXTRA:The media planners use three methods for that purpose: the continuity method, the interruption/time-out method and the pulsation method (Figure 2). \ . . . . . . . . . . . . Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Figure 2 : Media scheme methods Source: George E.Belch & Michael A. Belch, Advertising and Promotion: An Integrated Marketing Communications Perspective, 2003, str.316 - The continuity method is used in lasting, constant advertizing which may be daily, weekly or monthly, regardles of coinciding with the period of demand for the product.
EVAL_EXTRA:This strategy is mostly used in advertising chemicals, food and other products.
EVAL_EXTRA:- The interruption method is a form of interrupted periods of advertizing, depending on the season of demand for certain products or services.
EVAL_EXTRA:For example, banks usually use the media services during a better part of the year, excluding the summer period.
EVAL_EXTRA:- The pulsation method is a combination of the above two methods. ~~~ Here, there is a continuity in advertizing, with the intensity of advertizing activity increasing in certain periods.
EVAL_EXTRA:He recommends the following tactics for increasing the effectiveness of the advertizing results: to achieve an effective frequency of advertizing messages, it is necessary to analyse the set media objectives. instead of the average frequency of the advertizing messages, it is necessary to determine the frequency minimum for achieving effective advertizing results, and then gradually increase the scope of the covered target public and the frequency level. ~~~ 6 George E.Belch & Michael A. Belch, Advertising and Promotion: An Integrated Marketing Communications Perspective, 2003, p.255 Some media strategies require that certain types of media be used, such as is the case with television, which is, due to the picture and sound, by far a more influential medium in rousing different emotions in spectators compared with some other media.
EVAL_EXTRA:The effectiveness of media strategy is determined by two factors: a successful achievement of the set media objec tives; a contribution of the media plan to the overall achievement of the set marketing and communication objectives REFERENCE Š1Ë Burnet, J., Moriarty, S., Introduction to MarketingCommunications An Integrated Approach, Prentice- Hall, New Jersey, 1998.
EVAL_EXTRA:Š2Ë Dawn Iacobucci, Bobby J.Calder, Kellogg on Integrated Marketing, John Wiley & Sons, Inc.Hoboken, New Jersey, 2002.
EVAL_EXTRA:Š3Ë Don E.Schultz & Heidi Schultz, IMC, The Next Generation: Five Steps for Delivering Financial Integrated Returns, The McGraw-Hill Companies, New York, 2003.
EVAL_EXTRA:Š4Ë Don E.Schultz, Stanly I.Tannenbaum, Robert F.Lauterborn, Marketing Communications: Putting It Together & Making It Work, NTC Publishing Group, Chicago, 1993.
EVAL_EXTRA:Š5Ë Džefkins, F., Oglašavanje, Clio, Beograd, 2003. ~~~ Š6Ë Evans J.R., Berman B., Marketing, Prentice Hall International, USA, 1997. ~~~ Š7Ë Filipović, V., Marketing i tržište, Fakultet organizacionih nauka, Beograd, 1997.
EVAL_EXTRA:Š8Ë George E.Belch & Michael A. Belch, Advertising and Promotion: An Integrated Marketing Communications Perspective, Sixth edition, McGraw-Hill/Irwin, New York, 2003. ~~~ Š9Ë Hansted K., Hemanth, M. G., Integrated Marketing Communications, A Valuable Tool in Emerging Markets, Integrated Communications, Northwestern University, 2000. ~~~ Š10Ë Husted S.W., Variable D.L., Lowry J.R., Principles of Modern Marketing, Allyn and Bacon, Boston, 1989. ~~~ Š11Ë Yastrow S., Fully integrated Marketing, Communications, Journal Northwestern University, 2000. ~~~ Š12Ë McArthur, D.N., Griffin T., A Marketing Management View of Integrated Marketing Communications, Journal of Advertising Research, 1997. ~~~ Š13Ë Milisavljević M., Marketing, Savremena administracija, Beograd, 2003. ~~~ Journal of of Integrated Š14Ë Monye, S.O., The Handbook of International Marketing Communications, Blackwell Business, USA, 2000. ~~~ Š15Ë Olson J.C., (1990), Consumer behavior and Marketing Strategy, Irwin, USA, 1990. ~~~ Š16Ë Ostrow Josep W., What Level frequency?, Advertising Age, str. ~~~ 13-18, 1995. ~~~ Š17Ë Rakić B., Marketing, Megatrend univerzitet primenjenih nauka, Beograd, 2002. ~~~ Š18Ë Stanić S., Primena koncepta integrisanih marketing komunikacija, magistarska teza Beograd, 2007. ~~~ Š19Ë Stanton, W.J., Etzel, M.J., Walker, B.J., Fundamentals of Marketing, McGraw-Hill Inc., USA, 1994. ~~~ Š20Ë Vasiljević S., Upravljanje marketingom železnice, Saobraćajni fakultet i @elnid, str.
EVAL_EXTRA:432, Beograd, 1999. ~~~ Š21Ë Wells, W., Burnet, J., Moriarty S., Advertising Principles and Practices, Prentice Hall, New Jersey, 2000.
EVAL_EXTRA:Uroš Pinterič, University and Research Centre Novo mesto, uros.pinteric¿gmail.com XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:In order to additionally support the argument about political nature of local development in Slovenia we can describe the case of Koper municipality (its area was not changed from the initial situation in 1993).
EVAL_EXTRA:In every cycle of establishing new municipalities (1994, 1998, 2002, 2006) there were many attempts to divide Koper into smaller municipalities, some of those attempts were initiated even by National Assembly and Koper citizens refused such ideas on referenda.
EVAL_EXTRA:This can be supported by the research on use of e-mail in Slovenian public administration. ~~~ Where basic finding was that institution of public administration are not answering citizens e-mails despite they are legally requested to do so.
EVAL_EXTRA:Legislative reforms of public sector in slovenia In first years after the independence the strategies for the reform were placed.
EVAL_EXTRA:During 1996 - 1999 period the process of decentralization of decision making and organizational structures started, strive for professionalization was obvious, the inclusion of improvement of vertical and horizontal coordination of work happened and much clearer division of work between parliament and government was seen.
EVAL_EXTRA:Some most important laws that were accepted or significantly changed are: Law on civil servants, Law on system of payments in public sector, Law on public agencies and public structural funds, Law on Local government and changes of General Administrative procedure act. Basic characteristic of change in this part was more accountability of public sector and higher level of transparency that was requested especially in public spending concerning payments of civil servants and public procurements.
EVAL_EXTRA:3.2. ~~~ Reforms after 2004: Re-politization of public administration reforms Reforms of Slovenian public administration after 2004 need some additional explanation to readers.
EVAL_EXTRA:In 1998 number of municipalities grew to 192 and later on in 2002 to 193. ~~~ Increasing number of municipalities caused serious reorganisation of local governance especially with correlated growing financial and human resources needs.
EVAL_EXTRA:In these cases it was only logical solution to split form the centre and establish new municipality with independent financial resources form taxes and granted state support.
EVAL_EXTRA:Despite initial effect in first and second kind of establishment of new municipalities are similar the difference is more than evident when one observe long run development success.
EVAL_EXTRA:Regions in Slovenia will (according to the current situation) cause additional bureaucratization of local administrative processes instead of shift towards providing better administrative environment for the development of local governance and social inclusion into local policy processes. ~~~ 6.
EVAL_EXTRA:Bibliography Š1Ë Kovač, P., Tradicionalno in novo upravljanje javnega sektorja primer upravnih enot, Javna uprava, 35(1999) 29-48. ~~~ Š2Ë Kovač, P., Novi javni management in slovenska uprava, M. Brezovšek in M. Haček (eds), Upravna kultura, Fakulteta za družbene vede, Ljubljana, 2004, 177-196. ~~~ Š3Ë Lane, J. E., The Public Sector, Sage publications, London, Thousand Oaks, New Delhi, 1995.
EVAL_EXTRA:Š4Ë Osborne, D., Gaebler, T., Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector, Plume/Penguin Books, New York, London, Victoria, Toronto, Auckland, 1993. ~~~ Š5Ë Pinteri, U., Benda, N., Belak, B., Modernizacija slovenskih občinskih uprav: izbrane teme, URS Novo mesto, Novo mesto, 2008.
EVAL_EXTRA:Š6Ë Snellen, I. (2003): Matching ICT networks and PA networks: Lessons to be learned, In A. Salminen (ed.), Governing networks: EGPA Yearbook, IOS Press, Amsterdam, 2003, 129-141.
EVAL_EXTRA:Š7Ë Vintar, M., Kunstelj, M., Leben, A., Benchmarking the Quality of Slovenian Life-Event Portals, In E. Löffler and M. Vintar (eds), Improving the Quality of East and West European Public Services, Ashgate, Hampshire, Burlington, 2004, 208-221.
EVAL_EXTRA:Š8Ë Vlaj, S., Lokalna samouprava: teorija in praksa, Fakulteta za upravo, Ljubljana, 2006.
EVAL_EXTRA:Š9Ë @urga, G., Kakovost državne uprave, FDV, Ljubljana, 2001. ~~~ Raspberry marketing channel on the example of arilje cooperative and jugoprom factory UDC 658.8:634.711(149.11) Mr Katica Radosavljević Faculty of Economics, Arilje The paper is an attempt to explain the complexity of the internal relations governing the agricultural produce.
EVAL_EXTRA:CATEGORY Number of actve bushes Yield Total production National production Imports Total quantities at disposal Industry consumption Consumption in human Per inhabitant Total national Loss Exports Total consumption Average market price Currency rate UNIT OF MEASURE 1.000 bushes 12.996 13.519 4.14 56.00 56.00 0.03 56.00 1.32 1.17 0.12 2.49 2.80 50.71 56.00 35.34 66.84 Kg/bush 1.000 tons 1.000 tons 1.000 tons 1.000 tons 1.000 tons 1.000 tons Kg/inhabitant 1.000 tons 1.000 tons 1.000 tons 1.000 tons din/kg din/$USD 4.14 53.81 54.00 11.66 14.753 15.293 16.354 4.83 78.97 79.00 0.00 79.00 3.03 5.13 1.10 8.16 3.95 66.86 79.00 93.09 57.27 5.27 77.78 78.00 0.19 78.00 4.98 11.06 1.12 16.05 3.89 57.84 78.00 73.81 64.19 6.15 93.98 94.00 0.19 94.00 3.99 7.26 0.73 11.24 4.70 78.04 94.00 80.11 57.43 (Projection) 17.000 4.71 80.00 80.00 0.30 80.00 3.50 5.50 1.10 9.00 1.00 70.00 80.00 95.00 58.00 1 The Republic Statistical Institute, Customs Administration, Industrial and human nutrition use, calculated by the USAID method, loss estimated Together with blackberry, raspberry is one of the most recognizable Serbian brands in the world.
EVAL_EXTRA:- Comparative analysis of raspberry production in the world 2 DESCRIPTION Raspberry sort Potential annual production of raspberry (t) Form of lots organization Type of plantations Standards on the lots Use of machinery Succession Protection control CHILE Miker 45.000 - 55.000 Large lots SERBIA Vilamet, Miker 55.000 - 80.000 Small lots Old and new plantations Old plantations with few new ones EU, USA, Japanese YUS High level 100% 100% Low level Start Impossible POLAND Polana 45.000 Grouping into larger lots New plantations Beginnings of setting the USA and Japanese EU, new 70% 90% With their effective placement of raspberry on the world market the Arilje Cooperative and the Jugprom, d.o.o company improved Serbian quotation significantly.
EVAL_EXTRA:The company Jugprom d.o.o, Leskovac, was set up in 1984 as a private carrier.
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EVAL_EXTRA:Frozen raspberry exports in the 2002 do 2005 period3 Year 2002. ~~~ 2003. ~~~ 2004. ~~~ 2005.
EVAL_EXTRA:SWOT analysis of the conditions and capabilities of the Arilje Cooperative4 STRENGTHS - picking period lasts 50 days (due to differences in height above sea level) - fair and correct relationship with suppliers - quality products - vicinity of supply source - hygienic conditions of work - concern about the employees - the greatest lager capacity in Serbia OPPORTUNITIES - building long-term cooperation with export buyers - lower cost of workforce - improving Serbia's reputation in the world WEAKNESS ES - lower level of promotive activities THREATS - high level of competition - long way Serbia has to go to join the EU - new standards and processing technologies 3 www.fao.org 4 Authors own presentation The production of raspberry is subject to oscillations, however, we can talk of the production growth trend due to the implementation of a modern method of growth.
EVAL_EXTRA:- SWOT analysis of the conditions and capabilities of Jugprom d.o.o.5 STRENGTHS WEAKNESS ES - lack of raw materials base in the south of Serbia THREATS - high level of competition - long way Serbia has to go to join the EU - picking period lasts ABOUT 25 days - fair and correct relationship with suppliers - quality products - vicinity of supply source - hygienic conditions of work - concern about the employees - own transport vehicles OPPORTUNITIES - building long-term cooperation with export buyers - lower cost of workforce - improving Serbia's reputation in the world The following tables show the percentage of the raspberry programme shares of Jugprom, d.o.o. and Arilje Cooperative in sales for the year 2006, in which Jugprom,d.o.o sold 500 tons, and Arilje Cooperative sold 3,500 tons of raspberry.
EVAL_EXTRA:Participation of Jugprom d.o.o. raspberry programme in percentages6 number Program title Purpose 1.
EVAL_EXTRA:2. ~~~ 3.
EVAL_EXTRA:4.
EVAL_EXTRA:Deep frozen rolend raspberry (whole fruit) Deep frozen groats raspberry (groundraspberry) Deep frozen bruch raspberry Deep frozen block raspberry Cakes, bakery industry, yogurts, jams Jams, marmelade, toppings, jellies, yogurts, aromas yogurts juices % perticipation in 2006 50% 35% 10% 5% Table 7.
EVAL_EXTRA:Participation of Arilje Cooperative raspberry programme in percentages7 Number Program title Purpose 1.
EVAL_EXTRA:2.
EVAL_EXTRA:3. ~~~ 4.
EVAL_EXTRA:Deep frozen rolend raspberry (whole fruit) Deep frozen groats raspberry (ground raspberry) Deep frozen bruch raspberry Deep frozen block raspberry Cakes, bakery industry, yogurts, jams Jams, marmelade, toppings, jellies, yogurts, aromas yogurts juices % participation in 2006 55% 40% 2% 3% 5 Authors own presentation 6 Authors own presentation 7 Authors own presentation The entire production programmes in both cold-storage plants, are in the growth stage, since the demand for raspberry in the world steadily increases.
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EVAL_EXTRA:
EVAL_EXTRA:The problem of prices in agriculture can be described as rather complex and sensitive, from the points of view of both the consumers and the producers and the state, since it is on the issue of prices that their interest clash, and these interests are different and often opposing to one another. ~~~ All the freely formed prices are extremely dynamic and changeable. ~~~ They are especially important in observing the phenomenon of prices disparity.
EVAL_EXTRA:- Izvozna cena maline8 Year 1998.
EVAL_EXTRA:1999.
EVAL_EXTRA:2000.
EVAL_EXTRA:2001.
EVAL_EXTRA:2002.
EVAL_EXTRA:2003.
EVAL_EXTRA:2004.
EVAL_EXTRA:2005.
EVAL_EXTRA:2006. ~~~ Export price of raspberry in EUR/kg 1,167 0,997 0,948 0,843 1,094 1,35 1,64 1,4 1,55 8 Source:www.serbiafood.co.yu,www.poljoprivreda.co.yu Table 9.
EVAL_EXTRA:Sales price of raspberry9 Year 1998. ~~~ 1999. ~~~ 2000. ~~~ 2001. ~~~ 2002. ~~~ 2003. ~~~ 2004. ~~~ 2005.
EVAL_EXTRA:2006. ~~~ Export price of raspberry in EUR/kg 1,167 0,997 0,948 0,843 1,094 1,35 1,64 1,4 1,55 Table 10 Comparative analysis of fall and growth in the purchasing and exports prices of raspberry10 Year Purchasing price of raspberry in EUR/kg 0,545 0,733 0,697 0,613 Difference in amounts fo purchasing prices EUR/Kg +0,023 +0,188 -0,036 -0,084 Export price EUR/Kg 1,094 1,35 1,64 1,40 Difference in amounts of export prices EUR/Kg +0,251 +0,256 +0,29 -0,24 From the above presented comparative analysis a conclusion can be drawn that the rise and fall o channel may be the absence of HACCP and EUREPGAP standards.
EVAL_EXTRA:This disproportion in prices further results into a fall in the production of fresh raspberry, since the producer is not stimulated to develop the business.
EVAL_EXTRA:Thus a greater impact upon buyers and a longer-term cooperation are achieved, gaining significant sources of information along the way. and Bulgarian raspberry, The companies, the subject of our analysis, calculate the raspberry and raspberry products costs, in the following manner (example : average costs of yield 2007).
EVAL_EXTRA:9 Source:www.serbiafood.co.yu,www.poljoprivreda.co.yu 10 Authors own presentation CALCULATIONS FOR D/F RASPBERRY ORIGINAL A. 1.
EVAL_EXTRA:Raw materials price eur/kg (95 din) 1 eur = 79 din. ~~~ 2.
EVAL_EXTRA:Costs of purchase eur/kg 3.
EVAL_EXTRA:Loss of weight 1% to purchase price eur/kg 4.
EVAL_EXTRA:Loss of weight freeze-processing max. ~~~ 7% TOTAL A 1,358 B. 1.
EVAL_EXTRA:Receipt, unload, freeze, shake, ,package,int. trans., electricity,water,gas eur / kg (PLATE) TOTAL B 0,055 C. 1.
EVAL_EXTRA:Packaging for receipt for 2 years eur/kg TOTAL C 0,020 TOTAL 1,433 1,202 0,060 0,012 0,084 0,055 0,020 The deep frozen (D/F) raspberry original makes the first stage of processing, which entails the change of fresh raspberry into the frozen form, without finishing processing. ~~~ 1.
EVAL_EXTRA:A 1.
EVAL_EXTRA:2.
EVAL_EXTRA:
EVAL_EXTRA:CALCULATIONS FOR D/F RASPBERRY ROWLAND 4?2,5 A. 1.
EVAL_EXTRA:2.
EVAL_EXTRA:Shaking up, manipul.
EVAL_EXTRA:Eur /kg Processing, packaging. eur /kg TOTAL A B. 1.
EVAL_EXTRA:Packaging:box,bag, tape,stretch foil eur/kg TOTAL B C. 1. ~~~ Transport TOTAL C PRICE FOR D/Z RASPBERRY ORIGINAL TOTAL 0,005 0,350 0,355 0,006 0,006 0,004 0,004 1,433 1,798 0,005 0,250 0,255 0,006 0,006 0,004 0,004 1,433 1,698 0,005 0,200 0,205 0,006 0,006 0,004 0,004 1,433 1,648 The D/F raspberry original is transformed into Rawland raspberry and is packed into cardboard packaging of 10 kg each (4 bags of 2.5 kilos each).
EVAL_EXTRA:B C 1.
EVAL_EXTRA:
EVAL_EXTRA:The cost of transport. ~~~ A 1.
EVAL_EXTRA:CALCULATIONS FOR D/F RASPBERRY (BRUCH) Shaking up, manipul.
EVAL_EXTRA:Eur /kg Processing, packaging. eur /kg A. 1.
EVAL_EXTRA:2. ~~~ TOTAL A 0,326 B. 1.
EVAL_EXTRA:TOTAL B 0,052 C. 1. ~~~ Packaging:box,bag, tape,stretch foil eur/kg Transport - eur/kg TOTAL C 0,004 SALES PRICE FOR D/F RASPBERRY ORIGINAL TOTAL 1,815 The D/F raspberry of the bruch type contains 50% of whole fruits, 25% of industrial litter and 25% of raspberry groats (ground raspberry).
EVAL_EXTRA:0,005 0,321 0,052 0,004 1,433 CALCULATIONS FOR D/F RASPBERY GROATS - OF ALREADY SEPARATED MASS A. SHAKE UP, MANIPULATION SELECTING FROM THE MASS FOR GROATS 0,005 0,100 TOTAL A 0,105 EUR/KG EUR/KG GROUNDING 0,037 TOTAL B 0,037 EUR/KG PACKAGING:CARDBOARD BOX,PE BAG,TAPE, STRETCH FOIL EUR/KG 0,055 TOTAL C 0,055 TRANSPORT EUR/KG 0,004 TOTAL D 0,004 PRICE OF D/F RASPBERRY ORIGINAL 1,433 1,634 EUR/KG 1. ~~~ 2. ~~~ 1.
EVAL_EXTRA:CALCULATIONS FOR D/Z RASPBERRY BLOCK SHAKE UP, MANIPULATION EUR/KG GROUNDING, PACKAGING A. 1.
EVAL_EXTRA:2. ~~~ TOTAL A 0,090 B. 1.
EVAL_EXTRA:2. ~~~ TOTAL B 0,012/0,055 C. 1.
EVAL_EXTRA:PACKAGING: - KRAFT PAPER BAG 25/1 CARDBOARD BOX,PE BAG,TAPE, FOIL - EUR/KG TRANSPORT - EUR/KG TOTAL C 0,004 PRICE OF D/Z RASPBERRY ORIGINAL 1,433 TOTAL kraft paper bag 1,539 TOTAL cardboard box 1,582 0,005 0,085 0,012 0,055 0,004 The block raspberry is whatever remains of D/F raspberry Rowland, the D/F bruch raspberry and the D/F groats raspberry.
EVAL_EXTRA:Promotion in the marketing channels The position and the role of promotion are very important.
EVAL_EXTRA:The company uses the telephone and the Internet facilities to contact the mediators, and also uses the medium in addition to short marketing channels.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë Berman B., Marketing Channels, John Wiley & Sons, Inc., New York, 2004. ~~~ Š2Ë Dawson J., Trade and Competition Oriented Developments in EEA, u zborniku Izazovi menadžmenta i marketinga u globalnom okruženju, Ekonomski fakultet Beograd, 1998. ~~~ Š3Ë H. Evan Drummond, John Wgoodwin, Agricultural Economics, Prentice Hall, New Yersey, 2001. ~~~ Š4Ë Kotler, R, Marketing management, Prentice Hall, 2004.
EVAL_EXTRA:Š5Ë Lovreta S. Opravdanost izgradnje veletržnice na mikrolokaciji u Beogradu Ekonomski Fakultet, Beograd 2003. ~~~ Š6Ë Lovreta S., Projekat: Strategija i politioka trgovine Republoke Srbije Vlada Republike Srbije i Ekonomski Fakultet, Beograd 2003 Š7Ë Walker B. an Haynes J., Marketing Channels and Institutions, Selected Reading Grid Inc, Ohio, 1978. ~~~ Š8Ë Republički zavod za statistiku, Uprava carina, Industrijska i potrošnja za ljudsku ishranu, izračunati po metodi USAID, gubitak procenjen www.minpolj.sr.gov.yu www.fao.org www.ekonomist.co.yu www.serbiafood.co.yu, www.poljoprivreda.co.yu Approaches to Non-verbal Communication in the Management of Organisation UDC 005.57:159.925 658.310.42(437.6) Martina Ferencová XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:Proxemics (the language of distances) pays attention the position of communicators in space and the maintenance of mutual distance (intimate, personal, social, public; Bašistová Treščáková, 2007, p.93-95). to All components of non-verbal communication are objects of interest of many scientific reflections due to their uniqueness.
EVAL_EXTRA:
EVAL_EXTRA:Graph 1 Eye contact of the superior in communication with the subordinate Source: Own graph Of a total number of the respondents 49 % stated that the superior looks directly into their eyes in communication with them.
EVAL_EXTRA:9% of the respondents selected the option intent, long-lastning look without turning away.
EVAL_EXTRA:39 % of the respondents from the department A, and 24% of the respondents from the department B said the superior avoids eye contact with them.
EVAL_EXTRA:Suggestions and recommendations in the field of non-verbal communication Scientific studies prove that a person perceives approximately 80 % of information by sight.The act of looking signifies interest in the object and the other way round.Our culture requires eye contact in communication.The fact that the superior and the subordinate look directly into the eyes in communication (49% of the respondents selected this option) indicates interest in feedback, which can be highly appraised in an organisation.
EVAL_EXTRA:On the other hand the superior´s avoidance of eye contact in communication (in total 30% of the respondents chose this option) could result into the subordinate´s feeling of insecurity and give the impression of superior´s disinterest.This could cause communication breakdown and conflicts at the workplace.Thus, it is necessary to prevent such undesirable phenomena by for example communication training sessions.
EVAL_EXTRA:They can highlight ,question,gloss or utterly deny the content of the information.
EVAL_EXTRA:Seminár Š1Ë BA[ISTOVÁ, A. TRE[ČAKOVÁ, J.: Vybrané kapitoly z mana érskej psychológie.
EVAL_EXTRA:1. vyd.
EVAL_EXTRA:Karola Bartolomejského, 2007.
EVAL_EXTRA:ISBN 978-80-89138-66-1 Š2Ë BUTORAC, D.: Marketingová komunikácia v spojení s brand mana mentom budovanie značky SABI.
EVAL_EXTRA:In: Nové trendy v marketingu.
EVAL_EXTRA:Trnava: UCM FMK, 2008. s.86-98.
EVAL_EXTRA:ISBN: 808105-006-0 Š3Ë BUTORACOVÁ [INDLERYOVÁ, : Aplikácia psychológie práce na vedenie projektového tímu.
EVAL_EXTRA:In: Psychológia práce 2006 Zborník príspevkov.
EVAL_EXTRA:Košice: SAV, 2006.
EVAL_EXTRA:ISBN: 80-969628-0-9 I. Š4Ë FERJENČIK, J.: Komunikácia v organizáciách.
EVAL_EXTRA:1. vyd.
EVAL_EXTRA:
EVAL_EXTRA:Bratislava: Ekonóm, 2001.
EVAL_EXTRA:ISBN 80-2251415-2 Š5Ë KERUL, R.: Marketing Support to the Management of Regional Development Trends and SMEs Innovations in Slovakia.
EVAL_EXTRA:In: Zborník vedeckých prác katedry ekonómie a ekonomiky ANNO 2008.
EVAL_EXTRA:Prešov: Prešovská univerzita v Prešove, 2008.
EVAL_EXTRA:ISBN: 80-8068-798-4.
EVAL_EXTRA:Š6Ë KOTULIč, R., ADAMIšIN, P. 2003.
EVAL_EXTRA:Perspektívy In-Store komunikácie na prelome milénia.
EVAL_EXTRA:In: Marketingová panoráma, roč.
EVAL_EXTRA:1, 2006, č.
EVAL_EXTRA:3, s.3536, ISSN: 1336-1864 Š7Ë MOROVSKÁ, I.: Marketingová komunikácia a jej úloha v regionálnom marketingu.
EVAL_EXTRA:In: Zborník z medzinárodnej vedeckej konferencie Nové trendy v marketingu.
EVAL_EXTRA:Trnava: UCaM, FMK, 2008. s.
EVAL_EXTRA:276 - 281.
EVAL_EXTRA:ISBN 978-80-8105-006-0 Š8Ë MRVOVÁ, K.: Marketingová analýza v orientácii na podnik cestovného ruchu.
EVAL_EXTRA:In: Zborník referátov a príspevkov &#8211; VEDECKÉ KONFERENCIE.
EVAL_EXTRA:Dni otvorených dverí.
EVAL_EXTRA:Bratislava: Centrum ?alšieho vzdelávania Ekonomickej univerzity, 2006.
EVAL_EXTRA:ISBN 80-2252175-2 Š9Ë BUTORACOVÁ [INDLERYOVÁ, : Aplikácia psychológie práce na vedenie projektového tímu.
EVAL_EXTRA:In: Psychológia práce 2006 Zborník príspevkov.
EVAL_EXTRA:Košice: SAV, 2006.
EVAL_EXTRA:ISBN: 80-969628-0-9.
EVAL_EXTRA:I. Š10Ë TEJ, J.: Súčasné trendy vo výchove k podnikaniu.
EVAL_EXTRA:In: Pedagogická profesia v kontexte aktuálnych spoločenských zmien : (riziká, problémy, perspektívy).
EVAL_EXTRA:Prešov: Fakulta humanitných a prírodných vied Prešovskej univerzity, 2001, s. ~~~ 368-372. ~~~ ISBN 80-8068-037-X PhDr.
EVAL_EXTRA:PaedDr..
EVAL_EXTRA:Martina Ferencová, PhD.
EVAL_EXTRA:University of Prešov in Prešov, Faculty of Management mferencova¿centrum.sk Mutual funds as a long-term financing source of the enterprise UDC 347.72.028:330.142.211 336.1.07 Mr Jelena ]irić1, Mr Slobodan Morača2, Msc Danijela Gračanin3 1Faculty of Technical Sciences, Novi Sad, Trg Dositeja Obradovića 6 2Faculty of Technical Sciences, Novi Sad, Trg Dositeja Obradovića 6, boban¿iis.ns.ac.yu 3Faculty of Technical Sciences, Novi Sad, Trg Dositeja Obradovića 6, gracanin¿iis.ns.ac.yu XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:Companies are advised to make efforts to atract mutual funds which are considered to be long-term capital sources and the best way to do that is doing business transparently and constantly improving business results.This would contribute to reducing costs of company financing, improving the current market position, as well as capturing new market segments, improving the quality of the products and services, and financing new development projects.
EVAL_EXTRA:Diversification means that the mutual fund portfolio contains various issuers securities, by which the risk is reduced in case some issuers financial results prove to be unfavourable. ~~~ This is so because the share of their securities in the entire portfolio is small, so they cannot induce any serious harm to the whole of the portfolio. ~~~ 3.
EVAL_EXTRA:The mutual funds phenomenon 2.1 Mutual funds on developed countries financial markets and on those of former socialist countries of Europe The mutual funds phenomenon is so widely spread that their net property worldwide at the end of 2007 amounted to $26.2 trillion, and the number of open mutual funds reached 66,350.
EVAL_EXTRA:The expected revenues are high and range from 15% to 20% annually, over a 5 to 7 year period, however, these investments are highly risky and amounts of less than $200 million are rarely invested.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:In the former socialist countries, in which the financial market has come to life in the last 10 to 15 years, there was a real battle going on between multinational corporations and venture funds concerning the takeover of the companies that could, with a substantial financial injection and professional management, be successfully restructured and sold in a later period, at a prospectively high profit for the investors.
EVAL_EXTRA:The investment logics of venture funds says that during a number of years of presence in the company, these funds invest rather substantial sums of capital and supply the necessary management knowledge, in order to raise the market value of the company they took over.
EVAL_EXTRA:Then, the shares of the cured company are sold at the stock exchange at a price several times higher than the innitial, purchase price, and the venture funds withdraw from the ownership in the company, taking their share in the income in proportion to the funds invested (about 80% of profit belongs to the The first mutual fund in Serbia was founded in February 2007. ~~~ It was a balanced fund, and all the rest were the funds for raising the value of property.
EVAL_EXTRA:Recently, the SEAF fund (Small Enterprise Assistance Fund) came to Serbia. ~~~ This is a fund providing aid to small enterprises.
EVAL_EXTRA:It should be pointed out that on financial markets in the region, where investment funds have been around for a number of years, the revenue rate amounts between 20% and 30% on an annual level, which is several times more compared to the average annual interest rate on fixed-term deposits with commercial banks. ~~~ A larger number of investment funds on the domicile financial market and a larger amount of raised capital will ensure that investment funds, according to their investment objectives, invest into various sectors, activities, enterprises that have already shown high productivity or that are still to develop.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë Benz, C., Di Teresa, P., Kinnel, R., Morningstar Guide to Mutual Funds 5-star Strategies for Success, John Wiley & Sons, Inc. (2003)
EVAL_EXTRA:Š2Ë Dugalić, V., [timac, M., Osnove berzanskog poslovanja, Beograd, (2006) Š3Ë Investment Company Institute Fact Book, A Review of Trends and Activity in the Investment Company Industry, 46th edition, (2006) Š4Ë Levy, H., Fundamentals of Investments, Pearson Education, (2002) Š5Ë Malinić, D., Finansijsko izveštavanje preduslov aktivnosti finansijskog tržišta, 37. simpozijum Saveza računovođa i revizora Srbije, Zlatibor, (2006) Š6Ë Van Horne, J., Fundamentals of Financial Management 12th edition, Pearson Education, (2004) Š7Ë Zakon o investicionim fondovima, Službeni glasnik Republike Srbije br. 46/06 Š8Ë Zakon o tržištu hartija od vrednosti i drugih fin. ~~~ Instrumenata, Sl.
EVAL_EXTRA:Glasnik R Srbije br. 46/06 Š9Ë [oškić, D., Hartije od vrednosti: upravljanje portfoliom i investicioni fondovi, Ekonomski fakultet, Čigoja štampa, Beograd, (2001) The role of hrm function in serbian companies: challenges and limitations UDC 005.96(497.11) Dr Biljana Bogićević Milikić Faculty of Economy, University of Belgrade, Serbia, bbiljana¿eunet.yu XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:2.
EVAL_EXTRA:(Source: Adapted after Dessler, G., 2000, Human Resource Management, 8th ed. Prentice Hall, p. 14) Figure 1: Challenges the managers face Among the trends that have significant implications for the HRM surely most important are the following: the slowdown of economic growth, the Internet revolution, the globalisation, the changes in legislation and the changes in the labour force characteristics (Bernardin, Russel, 1998; Fisher et al., 1993; GomezMejia et al., 2001; Dressler, 2000).
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Some companies collaborate with foreign companies on specific projects, or dislodge pro duction into other countries.
EVAL_EXTRA:Ownership type Private State Mixed Total Share in the total number of included companies 57.9 % 26.3% 15.8% 100% Table 1.
EVAL_EXTRA:Ownership structure in the processed sample 3.2.
EVAL_EXTRA:Line management Line management in coordination with the HRM sector HRM sector in coordination with management HRM sector Salaries Recruitment and selection Training and development Industrial relations Downsizing 45.16 33.33 36.67 53.85 36.67 22.58 23.33 13.33 15.38 36.67 25.8 33.33 19.23 6.45 13.33 16.67 11.54 6.66 Table 2.
EVAL_EXTRA:Thirdly, compared to the US model of HRM, the findings show that the HRM departments in Serbia are overstaffed the ratio is 1.9 employed in the HRM department per 100 employees, compared to the 0.8 ratio inntensification of the linking trend among the companies worldwide is a significant challenge for the HRM function in terms of creating a balance between the need to conduct a uniform HRM strategy and policy on the level of the entire company and the need to comply with the local regulations and customs.
EVAL_EXTRA:Changes in legislation. ~~~ One of the most important sources of the HRM function developmeve department (service).
EVAL_EXTRA:That is why more and more companies worldwide find international human resources management increasingly important.
EVAL_EXTRA:The development of the HRM function will require that this function be absolutely independent, its scope of work be well defined and the specialists in certain HRM areas be trained, apart from their work in the company. ~~~ Sixthly, if we analyse the HRM function in the Serbian companies from the point of view of comparative human resource management, i.e., to find out whether we are closer to the European or to the American companies, or we are absolutely specific, the situation becomes rather complax.
EVAL_EXTRA:The divergence observed can be axplained by several factors, such as: the role and competence of the HRM professionals, institutional and cultural factors (Sparrow, Hiltrop, 1997; Holden, 2001; Hoffman, 1999; Rollinson, Broadfield, 2002; Schuler et al., 2001; Hofstede, 1980; GomezMejia et al., 2001; Schwartz, 1004; Schuler, Rogovsky, 1998).
EVAL_EXTRA:These findings coincide with the findings in the previous article (Clark at al., 1999, p. 529) in which, on the basis of the review of articles published in the leading journals in the fields of human resources management, organisational conduct management and other relevant journals in the fields of social sciences, we established that according to almost 50% articles, the reasons for the differences or similarities observed in the HRM practices are the cultural (21.8%) and the institutional (19%) contexts or the combination (10.4%) of the two. ~~~ The fact, however, that an increasing number of companies in Serbia introduce the HRM department as an independent organizational unit, and that a majority of them are engaged in certain crucial HRM activities may be taken as a promising sign of convergence towards the American model.
EVAL_EXTRA:Conclusion and implications for the management This work is an attempt to understand the position and role of the HRM function in Serbia today.
EVAL_EXTRA:According to the research findings, some changes did hapen in the past years as regards the organizational independence of the HRM function and its gaining professional potential.
EVAL_EXTRA:That is why more and more companies worldwide find international human resources management increasingly important. ~~~ Changes in legislation.
EVAL_EXTRA:One of the most important sources of the HRM function developmeaken with some reserve, due to several limitations.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë Anders, G., »Better, faster, prettier«, Wall Street Journal, November 22 (1999) 6.
EVAL_EXTRA:Š2Ë Becker, B.E., Huselid, M.A., Ulrich, D., The HR Scorecard: Linking People, Strategy and Performance, Boston, Massachusetts: Harvard Business School Press, 2001.
EVAL_EXTRA:Š3Ë Bernardin, H.J., Russell, J.A., Human Resource Management: An Experential Approach, Irwin: McGraw-Hill, 1998.
EVAL_EXTRA:Š4Ë Brewster, C., Larsen, H.H., »Human resource management in Europe: evidence from ten countries«, The International Journal of Human Resource Management, Vol. 3, Issue3, December (1999) 409-434.
EVAL_EXTRA:
EVAL_EXTRA:Š5Ë Brewster, C., Mayrhofer, W., Morley, M. (eds.), Human Resource Management in Europe: Evidence of Convergence?, Elsevier ButterworthHeinemann, 2004.
EVAL_EXTRA:Š6Ë Cascio, W.F., Managing Human Resources: Productivity, Quality of Work Life, Profits, 4th ed., McGraw-Hill, 1995.
EVAL_EXTRA:Š7Ë Clark, T., Gospel, H., Montgomery, J., »Running on the spot?
EVAL_EXTRA:A review of twenty years of research on the management of human resources in comparative and international perspective«, The International Journal of Human Resource Management, Vol. 10, Issue 3, June (1999) 520-544.
EVAL_EXTRA:Š8Ë Dessler, G., Human Resource Management, 8th ed, Prentice Hall, 2000.
EVAL_EXTRA:Š9Ë Dulebohn, J.H., Ferris, G.R., Stodd, J.T., »The History and Evolution of Human Resource Management« u G.R. Ferris, S.D. Rosen, D.T. Barnum (eds.), Handbook of Human Resource Management, Blackwell Publishers, (1995) 18-41. ~~~ Š10Ë Fisher, C.D., Schoenfeldt, L.F., Shaw, J.B., Human Resource Management, 2nd edition, Houghton Mifflin Company, 1993. ~~~ Š11Ë Fitz-enz, J., Davison, B., How to Measure Human Resources Management, 3rd edition, McGraw-Hill, 2002. ~~~ Š12Ë Gomez-Mejia, L.R., Fostering a strategic partnership between operations and human resources, Scarsdale, NY: Work in America Institute, 1994.
EVAL_EXTRA:Š13Ë Gomez-Mejia, L.R., Balkin, D.B., Cardy, R.L., Managing Human Resources, 3rd ed., Prentice Hall, 2001.
EVAL_EXTRA:Š14Ë Heneman, H.G:Jr., »Toward a general conceptual system of industrial relations: How do we get there?« u G. Somers (ed), Essays in industrial relations theory, Ames, IA: Iowa State University Press (1969) 1-25.
EVAL_EXTRA:Š15Ë Hoffman, A., »Institutional evolution and change: environmentalism and the U.S. chemical industry«, Academy of Management Journal, 42(1999), pp. 351-371.
EVAL_EXTRA:Š16Ë Hofstede, G., »Motivation, leadership and organization: Do American theories apply abroad?« Organizational Dynamics, 9(1980) 42-46.
EVAL_EXTRA:Š17Ë Hofstede, G., Cultures Consequences: International Differences in Work-Related Values, Abridged edition, Sage Publications, 1984.
EVAL_EXTRA:Š18Ë Hofstede, G., Cultures Consequences, Thousand Ouks, CA: Sage Publications, 2001. ~~~ Š19Ë Holden, L., »International human resource management«, in Ian Beardwell and Len Holden (eds.), Human Resource Management: a contemporary approach, third edition, Prentice Hall, (2001) 633-678.
EVAL_EXTRA:Š20Ë Lawler III, E.E., Ulrich, D., Fitz-enz, J., Madden V, J.C., Human Resources Business Process Outsourcing, San Francisco: Jossey-Bass, 2004. ~~~ Š21Ë Reaves, C.C., Quantitative Research for the Behavioral Sciences, John Wiley and Sons, Inc, 1992. ~~~ Š22Ë Rollinson, D., Broadfield, A., Organisational Behaviour and Analysis, 2nd ed., Prentice Hall, 2002.
EVAL_EXTRA:Š23Ë Schuler, R., Jackson, S., Jackofsky, E., Slocum, J., »Managing Human resource in Mexico: A Cultural Understanding«, in Albrecht M. (ed), International HRM: Managing Diversity in the Workplace, London: Blackwell, (2001) 245-270.
EVAL_EXTRA:Š24Ë Schuler, R., Rogovsky, N., »Understanding Compensation Practice Variations across Firms: The Impact of National Culture«, Journal of International Business Studies, 29.1(1998) 159-177. »Beyond Š25Ë Individualism/Collectivism: Cultural Dimensions of Values«, in Kim, N., Triandis, H.C., Kagitcibasi, C., Choi, S.C., and Yoon, G. (eds.)
EVAL_EXTRA:Individualism and Collectivism: Theory, Method and Applications, London: Sage, (1994) 85-119.
EVAL_EXTRA:Š26Ë Sparrow, P., Hiltrop, J.M., »Redefining the Field of European Human Resource Management: A Battle between National Mindsets and Forces of Business Transition«, Human Resource Management, Summer, Vol. 36, No. 2 (1997) 201219.
EVAL_EXTRA:Š27Ë Triandis, H.C., Individualism & Collctivism, Boulder, Oxford: Westview Press, 1995.
EVAL_EXTRA:Š28Ë Tyson, S., York, A., Human Resource Management, 3rd edition, Made Simple Books, 1996.
EVAL_EXTRA:Schwartz, S.H., New c1 See: 1991 Survey of Human Resources Trends, p. 18 2 See Human Resource Compensation Survey, 1993, Dearfield, III: William M. Mercer, Inc; see also Human to Resource Compensation Management, July 22, 1993, pp. 228-229 Survey, Bulletin Managing risk: factoring influence on the enterprise value UDC 005.334 Grzegorz Michalski 1 The basic financial purpose of an enterprise is maximization of its value.
EVAL_EXTRA:There is many varieties of the factoring enterprise, most beneficial of a point of view of the functionality of the enterprise exist, there is a full-service factoring which is embracing with ones scope three functions: (a) financial (the immediate payment for financial documents received from the enterprise using the factoring and later cribbing purchased amounts due from the debtor), FACTORING Source: own study Fig. 1.
EVAL_EXTRA:Influence of the factoring on the operating cycle (CO) 1 Grzegorz Michalski PhD, Wroclaw University of Economics, Komandorska 118/120, p. Z-1, KFPiZW, PL53-345 Wroclaw, Poland, michalskig@ue.wroc.pl; http://michalskig.ue.wroc.pl; tel.
EVAL_EXTRA:0048503452860, fax 0048717181717.
EVAL_EXTRA:2 L. Stecki, The Factoring in the commercial practice (in Polish: Faktoring w praktyce handlowej, Dom Organizatora TNOiK, Toruñ 1995, s.
EVAL_EXTRA:52. (b) lowering the risk (guarantee, consisting in moving on of factor of the risk of trade credit resulting from the impossibility of cribbing the liability from the customer using the purchase on the principle), Factoring is sometimes misused synonymously with financing of accounts receivable process.
EVAL_EXTRA:Exchange of assets about unsure of the size to the influences devoid of the Source: own study. uncertainty. (c) services (the factor leads to the thing and on behalf of accounting for the customer accountants connected with the accounts receivable management).
EVAL_EXTRA:Relation of the length of the operating cycle to the firm value The effectiveness of operating cycle management decisions and the level of assets can be measured in a few ways.
EVAL_EXTRA:Second, assess Fig. 3.
EVAL_EXTRA:The providing services of the factoring, named institution is a factor. ~~~ Fig. 4. a scheme is describing action of the factoring in the case of applying the promotion method.
EVAL_EXTRA:Source: A. Skowronek -Mielczarek, Sources of financing the SME (in Polish: Ma³e i œrednie przedsiêbiorstwa: Ÿród³a finansowania), C.H. Beck, Warsaw 2003, s.
EVAL_EXTRA:98 3 A. Skowronek-Mielczarek, Ma³e i œrednie przedsiêbiorstwa. (cid:143)ród³a finansowania , C.H. Beck, Warszawa 2003, p. 99.
EVAL_EXTRA:4 The topic of nonfinancial functions of the factoring and more accurate discussing its types contain: J. Grzywacz, The Factoring (in Polish: Faktoring), Difin, Warsaw 2001, p.42 -103.
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EVAL_EXTRA:In addition to major benefits, such as reducing investing funds in the net working capital and reduction of costs of collecting receivables, using the factoring is connected with such burdens as5: interests, in the case of providing credit, similar with height up to a bank loan, the front-end fees dependent on the limit of fac toring, commission for assuming the risk of the bankruptcy of recipients depends on the level of the assessed risk, administrative commissions depend on the amounts of the liability, for providing additional services in the scope of the bookkeeping, the debt collection, the term credit rating of debtors, of monitoring debtors of the enterprise and the consultancy. ~~~ Moreover, for the firms weakening contacts with customers can have grave consequences.
EVAL_EXTRA:In order to estimate the cost of this solution, one should divide the per cent of the discount by the per cent of the amount get from the sale after applying the factoring, that is: 5 T. S³oñski, Financing current financial decisions (In Polish: Finansowanie dzia³alnoœci bie¿¹ cej), [in:] SME Finance (in Polish: Finanse ma³ych i œrednich przedsiêbiorstw), W. Pluta (ed.), PWE, Warszawa 2004, p. 186189.
EVAL_EXTRA:Efektivni troškovi faktoringa =  +   %5 %95    =− %73,50 Next, knowing that the average payment is finding its way to the enterprise after 45 days, and at the assumption that the year has 360 days, we receive the effective annual cost of the factoring: Nominalni troškovi faktoringa = %5 %95 = 26,5 %.
EVAL_EXTRA:NPV +↓⇐ NWC ]D[ ∑ ↓ ]B[ ∆−= ( − −⇐ n = t t roškovi ( š +↓⇐ [C]A[ ) ↓⇐+ n k ]D[ ć ) ( −×↓ ] ↓−⇐ ]D[ ) T −    Troškovi primene faktoringa    Costs of the vindication of the amount due ŠAË, lowering, can influence lowering of costs (but they must not, if the cost connected with the factoring exceeds them), and it influences value of forecast financial flows and the firm value.
EVAL_EXTRA:Data concerning the example is in Table 1.
EVAL_EXTRA:Influence of the factoring on the firm value CR (Cash revenues) CE (Cash expenses) NCE (non-cash expenses) EBIT (earnings before interest and taxes) NOPAT (net operating profit after taxes) NCE (non-cash expenses) ?
EVAL_EXTRA:NWC (net working capital growth) Capex (capital expenditures) CF(1…n-1) RCP ICC fixed assets without the factoring 316,8 353,2 with the factoring change 7,2 -7,2 286,092 280,26 -5,832 286,092 280,26 -5,832 Accounts receivable Inventory Cash nonfinancial current liabilities ke (rate of the cost of the shareholders equity) kd (rate of the cost of the debt) participation of the debt in capital (D/(D+E)) CF(0) CF(n) Rate of the cost of capital Expected period (in years) NPV Source: hypothetical data without the factoring 21,6 30% 11% 50% -451,6 737,692 19% 846,7047442 with the factoring 21,6 29% 10% 50% change -0,01 -0,01 -391,6 671,86 19% -65,832 -0,00905 915,1060078 68,40126361 In this example was assumed that a full factoring was being considered.
EVAL_EXTRA:REFERENCES Š1Ë Grzywacz J., The Factoring (in Polish: Faktoring), Difin, Warsaw 2001.
EVAL_EXTRA:Š2Ë Hundley G., C. K. Jacobson, S. Ho Park, Effects of Profitability and Liquidity on R&D Intensity: Japanese and U.S. Companies Compared; The Academy of Management Journal, Vol. 39, No. 6, 1996.
EVAL_EXTRA:Š3Ë Kalberg J. G., K. L. Parkinson, Corporate liquidi ty: Management and Measurement, IRWIN, Homewood 1993.
EVAL_EXTRA:Š4Ë Pluta W., Michalski G., Short-term capital man agement (in Polish: Krótkoterminowe zarzadzanie kapitalem), CHBeck, Warsaw 2005.
EVAL_EXTRA:Š5Ë Sierpinska M., D. Wedzki, Managing the financial liquidity in the enterprise (in Polish: Zarzadzanie plynnoscia finansowa w przedsiebiorstwie), WN PWN, Warsaw 2002.
EVAL_EXTRA:Š6Ë Sizer J., Some Implications for Operational Research in the Area of Inflation as It Affects a Companys Profitability and Liquidity, Operational Research Quarterly (1970-1977), Vol. 28, No. 1, Part 2, 1977, p. 125-137.
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EVAL_EXTRA:Š7Ë Skowronek-Mielczarek A., Sources of financing the SME (in Polish: Male i srednie przedsiebiorstwa: zródla finansowania), C.H. Beck, Warsaw 2003.
EVAL_EXTRA:Š8Ë Slonski T., Financing current financial decisions (In Polish: Finansowanie dzialalnosci biezacej), Šin:Ë SME Finance (in Polish: Finanse malych i srednich przedsiebiorstw), W. Pluta (ed.), PWE, Warszawa 2004.
EVAL_EXTRA:Š9Ë Stecki L., The Factoring in the commercial practice (in Polish: Faktoring w praktyce handlowej, Dom Organizatora TNOiK, Torun 1995.
EVAL_EXTRA:Carbon Market UDC 339.54:502.174/.175 Milica Latinović Faculty of Organizational Sciences, latinovicm¿fon.bg.ac.yu XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:Proponents of corporate social responsibility are keen to demonstrate that the businesses have responsibilities beyond the production of goods, services and profit making, and that socially responsible businesses can help solve important social and environmental problems.
EVAL_EXTRA:The carbon transactions are the contracts by which one party accepts the obligation to pay to the other party a certain amount of money in return for a stipulated amount of emission credits which the purchaser can use for his purposes Š5Ë. Carbon transactions can be classed into two categories Š5Ë: (cid:190) Emission permits, or credits, such as AAU1 and EUA2.
EVAL_EXTRA:One regime under which they are assigned and disposed of is the so-called cap-and-trade3 regime. ~~~ 1 Assigned Amount Units (AAUs) the assigned quantity is a total quantity of pollutant gases (GHG) which the Annex B countries (members of OECD, Central and Eastern Serbia and the Russian Federation) are permitted to emit in accordance to the Kyoto Protocole (AA), whereas the Assigned Quantity Unit is a unit to be used in trading, and equals the quantity of 1 ton of carbon-dioxide Š13Ë. 2 European Union Allowances (EUA) the quantity unit allowing the emission of 1 ton of carbon-dioxide.
EVAL_EXTRA:This credit, too, was approved of following the emission credit transaction scheme (EU ETS) Š12Ë. 3 Cap-and-trade the scheme by which a limit is set to the total amount of GHG emission, after which the companies are granted emission permits in the form of emission credits Š9Ë. (cid:190) Transactions based on projects are those by which the purchaser participates in finansing the project meant to reduse the emission of gases causing the greenhouse effect, i.e., gases responsible for global warming.
EVAL_EXTRA:There is a number of emission credit transaction schemes at the moment, and they are binding for the companies from certain industry branches. ~~~ Failing to comply with the quoted obligations incurs penalties the companies will have to pay.
EVAL_EXTRA:This they can do by the realization of a project by which the GH gases emission in another Annex B country is reduces or eliminated. ~~~ Each ERU equals one ton of carbon-dioxide and is regarded as achieving the emission objectives defined in the Kyoto Protocole.
EVAL_EXTRA:In addition to these international regulations guided by the Kyoto Protocole, there are other regulatieons, 4 EU Emissions Trading Scheme EU ETS independent from the Protocole, such as regulations created in the U.S.A. and Australia.
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EVAL_EXTRA:In order that the volume and the importance of a growing carbon market be clearly understood, Table 1 presents the facts on the volume of emission trading, the number of projects for the project based transactions, as well as facts related to emission credit (amounts) transactions Š5Ë. Table 1: Volume of emission credit trading in the 1998 2004 period Vignette volume by 2012 Number of transactions 1998-2004 1998-2004 293.611.881 64.870.588 151.890.882 61.394.093 139.148.129 2.299.050 1.493.870 98.445 7.218.183 2.088.408 Average volume of transaction 1998-2004 848.589 1.234.885 1.209.984 14.093 9.436 300.830.064 66.958.996 1.125 267.405 Total amount of project based transactions: 1.Transactions under the Kyoto Protocole 2.
EVAL_EXTRA:Voluntary engagement 3.
EVAL_EXTRA:Retail market Emission credit trading Total value of carbon market transactions 4.
EVAL_EXTRA:In 2006, 90% of purchasing transactions were performed by the private sector participants from Europe. ~~~ Contrary to the CDM implemented projects, the projects implemented following the Joint Implementation Mechanism were domonated by the public sector buyers from the Netherlands, Denmark and Austria.
EVAL_EXTRA:Their share in the overall scope of effected transactions amounted to 92% in 2006, whereas in 2004 and 2005 it was around 80%.
EVAL_EXTRA:If the project based transactions were observed cummulatively, the European countries share on this market amounts to 70%, whereas the share of Japan is around 30% Š1Ë.
EVAL_EXTRA:In transactions generating emission reductions and in accordance with the Kyoto Protocole, we make out two classes of transactions Š5Ë: Transactions by which the buyer takes on the risk of registration, i.e., the buyer purchases the Verified Emission Reductions (VER6), and will continue to purchase them although the project is not registered according to CDM or JI; Transactions by which the seller takes on the largest portion of registration risk, the buyer purchases CER or ERU and can waive the contract under certain conditions, is the project fails to register.
EVAL_EXTRA:Among the key determinants collected from the players on the carbon market Lecocq quotes the following Š5Ë: (cid:190) The project sponsors credit rating and experience, as well as the reliability of the project itself; (cid:190) The confidence in the quality of carbon resources management and consequently the delivery of emission credits during the life cycle of the project; (cid:190) The contract structure; (cid:190) The emission reduction vignettes (only a few are capable of meeting the demands of the protocole); (cid:190) The verification and the potential certification costs; (cid:190) The host countrys support and willingness to cooperate; (cid:190) The additional ecologic and social benefits.
EVAL_EXTRA:Emission credit market Emission permits can be traded on four markets.
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EVAL_EXTRA:The government negotiated with companies on the issue of the Agreements related to climate changes (CCA), and the companies agreed to set ener 5 About 85% of reporting on the corporate social responsibility is related to climatic changes.
EVAL_EXTRA:The majority of reports present information on the amount of GH gases emission resulting directly from the companys operations, while only a small number reports on indirect amount of GH gases emissions.
EVAL_EXTRA:The sources of indirect GHG emissions used in reporting are the amount of electricity purchase, transport or emission resulting from the use of products or services a company offers.
EVAL_EXTRA:Many companies report on the basis of a wide range of activities conducted for the purposes of reducing the emission of gases that cause global warming Š2Ë. 6 Verified Emission Reductions (VER) the unit or reduction of GHG emission verified by an independent auditor, but that has not passed the verification procedure to obtain CER or ERU according to the Kyoto Protocole.
EVAL_EXTRA:One VER equals the amount of one metric ton of carbon-dioxide equivalent. gy related objectives in the form of absolute amounts or percentage limitations, either related to the GHG emission or to these companies energy consumption, in exchange for 80% exemption from taxation related to industrial or commercial energy consumption7.
EVAL_EXTRA:In April 2004, the European Parliament passed a directive relating the EU ETS with the Kyoto Protocole, in that the introduction of ERU and CER credits into the EU ETS market became possible under certain conditions Š5Ë. 7 Climate Change Levy In the second year of its presence on the European Emissions Trading Scheme the overall scope of credit trading reached 1.1 million of emission credits, or €18.7 billion which is three times as much compared to the first year in which the overall value of trading amounted to €6 billion.
EVAL_EXTRA:One of the most significant contributions of this market is that the market players became aware of the limitations as regards carbon, contrary to the period prior to the formation of this market, when their emissions of carbon were unlimited.
EVAL_EXTRA:Various studies confirmed that these activities led to real reduction of carbon-dioxide emissions Š1Ë.
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EVAL_EXTRA:The size of the2006 market shows a rise compared to the size of 2005 market. ~~~ The trading scope increased by 3.3 times compared to 2005, whereas the total value of the transactions effected increased by 3.8 times compared to the previous year.
EVAL_EXTRA:There is a positive effect of the selection of credits created using CDM mechanisms by the perticipants voluntarily involved in the carbon market.
EVAL_EXTRA:A low level of correlation between carbon and corporative debtor securities, shares and goods is observed Š5Ë. Institutional investors, especially pension funds, are in some countries obliged to report on the social responsibility and environment protection, and show how much they 8 NSW Greenhouse Abatement Scheme (GGAS) have taken these into consideration when investing their capital.
EVAL_EXTRA:Above all, the development of this market contributes to environmental protection and the companies that are involved in it announce their resolution to behave in a socially responsible manner. ~~~ BIBLIOGRAPHY Š1Ë Capoor, K. and Ambrosi, P., State and Trends of the Carbon Market, The World Bank, 2007.
EVAL_EXTRA:Downloaded from http://carbonfinance.org/docs/Carbon_Trends_2007-_FINAL__May_2.pdf Š2Ë Kolk, A., Van der Veen, M., Pinkse, J and Fortanier, F., KPMG International Survey of Corporate Responsibility Reporting 2005, Research conducted by University of Amsterdam and KPMG Global Sustainability ServicesTM.
EVAL_EXTRA:Downloaded from http://www.kpmg.com.au/Portals/0/KPMG%20Survey%202005_3.pdf Š3Ë Kwong, R. New products and players in carbon credit market, Hong Kong, 2008., Downloaded from http://www.ft.com/cms/s/0/16fdd722-12f1-11dd8d91-0000779fd2ac,dwp_uuid=3c093daa-edc111db-8584-000b5df10621.html?nclick_check=1 Š4Ë Labatt, S. and White, R. R., Carbon Finance: The Financial Implications of Climate Change, John Wiley & Sons, 2007.
EVAL_EXTRA:Š5Ë Lecocq, Franck.
EVAL_EXTRA:State and Trends of the Carbon Market 2004.
EVAL_EXTRA:Washington, DC, USA: World Bank Publications, 2005.
EVAL_EXTRA:Š6Ë Longden, C., Carbon: a new asset class?, 2007.
EVAL_EXTRA:Downloaded from http://jefingreen.blogspot.com/2007/12/carbon-new-asset-class.html Š11Ë Emissions trading tn pick up in 07, European Power News, 2006. ~~~ Downloaded from www.epnmagazine.com Š7Ë Mansanet-Bataller, M., Angel Pardo, A. and Enric Valor, E., CO2 Prices, Energy and Weather The Energy Journal; 28(3), 2007, 73-93. ~~~ Š8Ë Stubbs, C. and Lockwood, D., Carbon Emissions Management, Risk Management, 54(8), 2007, 42-48.
EVAL_EXTRA:Š9Ë Yamin, F., Climate Change and Carbon Markets : A Handbook of Emissions Reduction Mechanisms.
EVAL_EXTRA:Toronto, Canada, 2005.
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EVAL_EXTRA:Š10Ë http://www.chicagoclimatex.com/content.jsf?id=1 Š12Ë http://www.orbeo.com/-Glossary-.html?lettre=E Š13Ë http://www.orbeo.com/-Glossary-.html?lettre=A Š14Ë http://unfccc.int/kyoto_protocol/mechanisms/joint_implementation/items/1674.php Š15Ë http://unfccc.int/kyoto_protocol/mechanisms/clean_development_mechanism/items/2718.php The effects of fiscal policy on development of companies UDC 005.336.4 Mihajlo Babin Faculty of economics, finances and adminitration The research within this work is aimed at determining the effects of allocating larger funds for university education upon the development of companies.
EVAL_EXTRA:The relationship between the university education and economy should function on the feed-back principle: 1. a quality and efficient university education enhances the development and improvement of the competitiveness of economy 2. by employing university graduates economy gives a feed-back information on the quality of the existing study curricula, or on the necessity that these curricula should be adapted to the changing demands of economy. ~~~ 2.
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EVAL_EXTRA:It is necessary that the limit (a given amount in percentage) be established to which the company expenditure for financing doctoral studies and permanent training programmes would be exempt from the tax base of the corporate capital gains tax (tax deductions).
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EVAL_EXTRA:3. the approval of tax incentives is reversible, since certain forms of tax incentives (among which the solution proposed) are of temporary character they last only until the market has improved the resources allocation. ~~~ 4. part of the resources allocation is transferred from the public into the private sector thus promoting the competition among universities and colleges, which has a positive effect upon improving the quality of study programmes. ~~~ 4.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë Tanzi V., Schuknecht L., Reconsidering the fiscal role of government: The international perspective, The American Economic Review, Vol. 87, No. 2, 1997.
EVAL_EXTRA:Š2Ë Popović D., Poresko pravo- opšti deo, Cekos, Beograd, 2006.
EVAL_EXTRA:Š3Ë Vlada Republike Srbije, Uredba o finansiranju, normativima i standardima rada univerziteta i fakulteta za delatnosti koje se finansiraju iz budžeta, Službeni glasnik Republike Srbije, 12/2002, 100/2004, 26/ 2005.
EVAL_EXTRA:Š4Ë N.G.Mankju, Principi ekonomije, Beograd, Ekonomski fakultet, 2005.
EVAL_EXTRA:Š5Ë Burda i Viploš, Makroekonomija, Evropski udžbenik, Beograd, 2004.
EVAL_EXTRA:Š6Ë Stiglitz J. E. , Ekonomija javnog sektora, Ekonomski fakultet, Beograd, 2004. ~~~ Š7Ë Schuknecht L., Fiscal policy cycles and public exin developing countries, Public penditure Choice, 102, 2000.
EVAL_EXTRA:Š8Ë Feldstein M., Effects of taxes on economic be havior, NBER Working paper 13745, 2008.
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EVAL_EXTRA:Š9Ë Glennerster H., The state of welfare: The economics of social spending, Oxford: Oxford University Press, 1998 Š10Ë Barr N., The economics of welfare state(3rd ed.), Oxford: Oxford University Press, 1998.
EVAL_EXTRA:Š11Ë Johnstone D. B., Cost sharing in higher education: tuition, financial assistance and accessibilitz in a comparative perspective, Cyech Sociological Review, Vol. 39, No. 3, 351- 374, 2003.
EVAL_EXTRA:Š12Ë Vossensteyn H., Fiscal stress: Worlwide Trends finance, NASFAA, in higher education vol. 34, No.1, 2004.
EVAL_EXTRA:Š13Ë Schwartz G., Ter- Minassian T., (2000), The distribution effects of public expenditure, Journal of economic surveys, Vol. 14, No.3.
EVAL_EXTRA:Š14Ë Musgrave R., Reconsidering the fiscal role of government, The American Economic Review, Vol. 87, No. 2., 1997.
EVAL_EXTRA:Š15Ë Medina Cas S., Ota R., Big government, high debt and fiscal adjustment in small states, IMF Working Paper 08/ 39, 2008.
EVAL_EXTRA:Š16Ë Hillman A., Public finance and public policy, Cambridge University Press, New York, 2003. ~~~ Š17Ë Vickery W., Meaningfully defining deficits and debt, The American Economic Review, Vol. 82, No. 2, str.
EVAL_EXTRA:305- 310, 1992.
EVAL_EXTRA:Š18Ë Kopcke R., (ed.), The macroeconomics of fiscal policy, The MIT Press, 2006.
EVAL_EXTRA:Š19Ë Becker V.G., Human Capital: A Theoretical and empirical analysis with special references to education, NBER, Columbia University Press, 1975.
EVAL_EXTRA:Š20Ë Rothbard M., The myth of neutral taxation, Cato Journal, Vol. 1, No. 2, 1981.
EVAL_EXTRA:Book review F. Malerba, F. S. Brusoni, ed., Perspectives on Innovation, Cambridge University Press, 2007 T he book is a collection of works of eminent and widely known scientists in the field of technology and innovation management, as well as in industrial engineering.
EVAL_EXTRA:Richard Nelson, Jan Fagerberg, Timothy Bresnahan, Bengt-Ake Lundvall, Giovanni Dosi, Stan Metcalfe these are only some of the authors that dedicated their work to eight basic areas: innovation and economic growth, microdynamics of innovation processes, innovation and industrial dynamics, innovation and institutions, the relationship among innovation, organization and business strategy, innovation and entrepreneurship, innovation and the university system, innovation and public policy.
EVAL_EXTRA:Already in the introduction of the book the editors point out that the discussion on innovation will remain an issue of the hour and be in the focus of academics and practitioners attention in the future.
EVAL_EXTRA:New developments and results, as well as answers to numerous open-ended questions are to be expected. ~~~ The selection among the titles of some issues and the book structure are a contribution in themselves, dince upon a many a decade of research from various aspects and using a number of approaches, there arises the issue of the basic theoretical framework of this field.
EVAL_EXTRA:The authors deal with the innovation and the economic growth in the first section of the book, and this is simultaneously one of the earliest fields of study, primarily in the economic science.
EVAL_EXTRA:We have long been aware that technology is the main source of economic growth.
EVAL_EXTRA:The contribution of Marx ans Schumpeter serves as the foundations in the study of this relationship, after which comes a period of no significant results, until the times when this topic becomes a subject of study of Christopher Freeman, Nathan Rosenberg, Richard Nelson, Moses Abramovitz and others, whose research findings make a basis and an incentive for a new swing in this field.
EVAL_EXTRA:Thus the foundations were built for a new theory of growth that contributed to obtaining results in the ensuing economic growth.
EVAL_EXTRA:However, numerous questions are still unanswered and they attract the attention of the scientists, such as a crucial question: which are the ways the innovation conditions the economic growth and developmet; what causes the unequal development that is reflected in the non-uniform income and productivity recorded by some countries in comparison to the others as well as which analytical tools are necessary to understand economic growth.
EVAL_EXTRA:Attention should certainly be paid to a set of questions related to a selection of an adequate level of research macro, mezzo, or micro as related to the study of the influence of technology and innovation upon the economic growth and development.
EVAL_EXTRA:Which is the way to achieve thoroughness in the study and does the modern theory provide a satisfactory answer?
EVAL_EXTRA:In his contribution to this book Bart Vespargen systemically puts and monitors the development of the various growth theories in the last fifty years, stressing the basic antagonism of the neo-classic and evolutionary theories .
EVAL_EXTRA:The neoclassic growth theory is usually related to the contribution of Robert Solow, presented in his article published 1956, at the time when other works with similar concepts appeared, which basically promote the basic message of neo-classical approach that says that economy is viewed as a set of a large number of selfish actors who are perfectly informed and who trade their goods and services in order that they should maximize their individual profits.
EVAL_EXTRA:Solow points out that it is in such circimastances that balance, stable and unchanged conditions are achieved in which work productivity remains unchanged as well.
EVAL_EXTRA:Although the accumulation of capital the substitution of work for the capital may lead to a short-term growth in producivity, it does not pay in the long run.
EVAL_EXTRA:This theory concludes that every growth in productivity is a result of the impact of exogenic factors, the development of science and technology, for example.
EVAL_EXTRA:In terms of economic policy a conclusion is drawn that a long-term economic growth with full employment can be realised as long as the market forces are allowed to act freely.
EVAL_EXTRA:The central hypothesis of post-Keynsianism that the sustainable economic growth demands an extensive state intervention has been at least temporarily neglected.
EVAL_EXTRA:As it was difficult to understand the explanation that the long-term economic growth is based on non-economic factors and since the practice disproved the hypothesis that given the same conditions everybody will make a long-term progress to an equal extent, a new theory of growth emerged during the 1980s and 1990s, strongly relying on formal mathematical methods.
EVAL_EXTRA:The central hypothesis of this new theory says that individual investment into new technologies brings positive effects, not only as regards the investor himself, but also because it results into spillovers, hence the effects of the falling revenues to investments, which is the key hypothesis of Solows model, will assume a directly opposite direction.
EVAL_EXTRA:Contrary to the stationary state of balance, the new theories introduced the model of moving balance in which the growth is achieved on the basis of encouraging investments into new technology (of knowledge) and the spill-overs from these investments.
EVAL_EXTRA:The analysis of innovation processes has long been focal to the researchers, there are arguments on the importance of the model of the pushing technology and the dominant demand model, as well as of the linear and chain models.
EVAL_EXTRA:Linking innovation to industrial dynamics is discussed as a separate issue and the importance of this field in the last decades is stressed.
EVAL_EXTRA:One topic of discussions is also the dynamics of certain branches development in relation to the analysis of life cycles and to the extent of innovation in the new, compared to the already established firms.
EVAL_EXTRA:As to the impact of innovations upon the firms organization and strategy, the authors point out the increasing importance of this link in establishing a new theory and practice of modern firms business.
EVAL_EXTRA:Special attention is paid to the issues of cooperation and joint strategies of firms that work rogether in order to use the joint resources, competences and capabilities to achieve competitive advantage.
EVAL_EXTRA:Entrepereneurship is the environment for successful innovations so an entire chapter is dedicated to the analysis of entrepereneurship which is approached in different technology, sector, local and national contexts.
EVAL_EXTRA:A very important field of research is the analysis of the particular role of universities in the innovation processes, therefore this issue is thoroughly analysed in the light of the fundamental contribution of the universities by developing scientific knowledge, but also by the different roles the universities play in diffusion and commercialization of new knowldge.
EVAL_EXTRA:Universities are expected to increasingly undertake enterpreneural roles in launching innovations, the so-called spin-offs.
EVAL_EXTRA:Entrepereneurship based on the contributions of the university is discussed as a separate field, where there are also analysed the performances that can serve to measure the achievement and contribution of the university.
EVAL_EXTRA:The performances are to be clearly defined, the question is whether they are scientific publications, patents, innovation launching, trained academics reasearchers (number), or practitioners (who are capable of implementing new technologies).
EVAL_EXTRA:The key issue that is analysed refers to the type of data, the indicators and the methods that can be used in measuring the output of university research.
EVAL_EXTRA:The contribution of knowledge and the knowledge based economy in the public policy shaping is the focus of a separate part of the book that deals with the macro aspects of the public policy in the light of the new role of innovation and technology in economic growth and development.
EVAL_EXTRA:The conclusions are drawn that openness, interdisciplinary approach, a dynamic character and cultivation of difference in approaches are the key features of the innovation and growth fields.
EVAL_EXTRA:B. Laperche, D. Uzundis, N.V. Tunzelmann, ed., The Genesis of Innovation Systemic Linkages Between Knowledge and the Market, Edward Elgar, 2008 T echnologic innovation and entrepereneurship are the bases of the economy and society of the modern times, and the development of science and knowledge are the basic incentives and the strenghts to achieve modern growth.
EVAL_EXTRA:A holistic, systemic approach to innovation and development points to a set of relevant factors, relations and influences that help produce new technologies of products, services and processes, new markets, new organizational and managerial practices.
EVAL_EXTRA:This general, holistic approach is presented in this book in three genaral parts.
EVAL_EXTRA:The first is about the key links in the emergence and development of innovation and about the knowledge factor within this process; the second describes the innovation networks in the basis of which is a military complex, while the third is concerned with the systemic linkage between knowledge and the market.
EVAL_EXTRA:Sixteen authors present their research conducted at universities, institutes, research centres in France, Spain, Switzerland, Australia, the U.S.A., Greece and The United Kingdom.
EVAL_EXTRA:The book The Genezis of Innovation shows that the relations and linkages established within the networks of various actors are of essential importance for the success of innovation and of achieving social development.
EVAL_EXTRA:The conclusion of the analysis is that special actors in this network, such as the state and the companies, have their specific and respective responsibilities and roles, however, they simultaneously accomplish important tasks in the processes of knowledge and technology diffusion, coordination and standardization.
EVAL_EXTRA:Institutional and entrepreneural networks play a fundamental role related to employers-entrepreneurs and employees in order that all the complex goals of modern innovative business should be achieved.
EVAL_EXTRA:A permanent innovative corporate strategy needs a continuous inflow of scientific and technologic inputs.
EVAL_EXTRA:The selection of the location for the firm is one of the preconditions of a succesfull strengthening of its innovative capacities, the findings have shown.
EVAL_EXTRA:Location is very important if the firm is to access new markets and complex networks that include other relevant organizations, research centres and other institutions.
EVAL_EXTRA:Creating permanent, systemic relations within the networks becomes the conditio sine qua non, due to the permanent pressure to improve the products, services, and processes, which creates the conditions of a continuous competition on the market.
EVAL_EXTRA:The costs and risks related to the building up of competences, knowledge acquisition and the development of new technologies rise, and endless innovations and change are becoming the reality of the modern times and the only path to achieving competitive advantage.
EVAL_EXTRA:It is in such circumstances that the issue of collaboration within a network becomes essential and in this book it is paid special attention to, especially in the discussion of the issue of the benefit from outsourcing and independent units, clusters, corporate strategies, decentralisation, external benefits and external investments, relations among the firms of different sizes and innovations, transaction costs, direct foreign investments etc.
EVAL_EXTRA:The issue of appropriateness of the research is dealt with from the point of view of the typology of reasearch activities in the context of the knowledge based economy.
EVAL_EXTRA:The state system for research and development were subject to fundamental change after the 1980s.
EVAL_EXTRA:By the adoption of the Lisboa strategy, European countries adopted the principles governing the knowledge based economy and society. ~~~ The change observed in the domain of research and development are primarily a decisive orientation towards the needs of the economy and society, as well as towards the protection of the research findings, and a better link with the private sector.
EVAL_EXTRA:An increasing level of networking when conducting innovative activities calls for ever more subtle approaches in the intellectual property protection.
EVAL_EXTRA:Marc Isabelle analyses the issue of the relationship between the protection and an open access to knowledge as contrasting strategies.
EVAL_EXTRA:The research have shown that a greater stress on the intellectual property protection in the public research organizations results in conflicts in the scientific communication among the organizations themselves as well as within laboratories.
EVAL_EXTRA:Alfredo Ilardi and Blandine Leperche investigate into the possibility of establishing of an integrated patent system of Europe.
EVAL_EXTRA:They point out that the efforts in the harmonization of the domain of intellectual property protection have been present in Europe for more than a century and that they fit into the globalization models.
EVAL_EXTRA:The main obstacles in achieving the goals of harmonization are said to be related to the conflict of interests.
EVAL_EXTRA:One interesting issue that is analysed is the role of the political and economic power in the innovation processes.
EVAL_EXTRA:Particular attention is paid to the research into the conditions of free market economy in encouraging innovative processes.
EVAL_EXTRA:The research findings clearly state that military programmes and military industry are one of key sources of innovation that marked the development of the civil society economy throughout the post-war period.
EVAL_EXTRA:Their role is proved to be more important than the contribution of large corporations or the regulatory influence of the state.
EVAL_EXTRA:Starting from the importance and the central role that the research and development within military sector has in generating radical innovations in developed economies, the second part of the book is entirely devoted to the analysis and function of innovation systems in the military and civil sectors.
EVAL_EXTRA:Claude Serfati analyses the achievent of innovations in the military sector that were implemented in the civil sector, and this direction of influence is called the spin-off.
EVAL_EXTRA:The conclusion is drawn that the number of transfers from one sector to another is almost equal.
EVAL_EXTRA:The situation changes after the 1980s, the transfer of new technologies from the commercial into the military sector is ever more important, and this is marked as a spin-in.
EVAL_EXTRA:This opposite direction of the innovation spill-over resulted from the fact that the countries with large military budgets were experiencing the falls in their competitive power, while the countries with modest military budgets became more competitive.
EVAL_EXTRA:The representatives of the first group were the U.S.A., France, and the United Kingdom, whereas the other group included Germany, Japan, Sweden.
EVAL_EXTRA:The commercial technologies have improved to such a great extent that they began to be implemented for the military purposes.
EVAL_EXTRA:Their low price and high fidelity are adapted to the decreasing allocations for the military budgets to such a great extent that these technologies became extremely important.
EVAL_EXTRA:A new concept that is developed is the dual implementation of technology which is different from the technological spill-off from one sector into another.
EVAL_EXTRA:The dual implementation of technology that also means the development and implementation of technology for both military and space purposes is increasingly thought about, together with the possibilities that they be used in the civil sector.
EVAL_EXTRA:Elena Castro Martinez et al. analyse a growing orientation towards commercialisation in the state owned military laboratories.
EVAL_EXTRA:The establishment of the Defence Diversification Agency in the United Kingdom is linked with the commercialisation processes in military research and is part of the effort to reform the state research projects, primarily by introducing the principle of greater value for the money invested.
EVAL_EXTRA:The third part od the book deals with the systemic linkages and relations on the local level, which are part of a long chain connecting knowledge and the market.
EVAL_EXTRA:Dimitri Uzunidis explores the innovative environment that, according to him, is based on the interactivity among firms, institutions and human resources.
EVAL_EXTRA:There is a separate part in which Boutillier, Laperche and Uzunidis study entrepreneurship as a specific type of innovation.
EVAL_EXTRA:Their research deal with why Schumpeters approach to entrepreneurship can no longer be considered prevailing, pointing out that innovative environment and concrete geographical, historical and other sets of circumstances are important in accomplishing the entrepreneurial function.
EVAL_EXTRA:The potential of resources that are at entrepreneurs disposal is no longer a stable precondition of his success, but the entrepreneurial success depends on the networks the entrepreneur creates.
EVAL_EXTRA:The author calls this set of different factors the organic entrepreneurial square where time limits and territorial dependance stand out as key dimensions of the enterpreneurial function.
EVAL_EXTRA:Paul Sommers deals with the issue of clusters and other forms of linkage among firms.
EVAL_EXTRA:He quotes a classical model of clusters set up by Michael Porter, where the focus lies in the competition going on among the firms within a certain industry in which they all struggle to meet the customers needs, as well as among the suppliers of these firms, who are linked by the locations they are at.
EVAL_EXTRA:Other approaches, however, stress the importance of collaboration among the firms and the key institutions belonging to a regional cluster.
EVAL_EXTRA:Both these approaches stress that the firms and institutions in a cluster are well aware of their interdependance and that they use competitive or collaborative mechanisms to achieve advantages of such dependance.
EVAL_EXTRA:Sommers concludes in that he offers the possibilities of varied strategic alternatives for the clusters based on research activities.
EVAL_EXTRA:In such cases there is a high level of dependance on powerful state or regional organizations for development so as to achieve both short-term and long-term goals.
EVAL_EXTRA:The Genesis of Innovation presents valuable research and conclusions, the most significant among which is the necessity that a holistic, systemic approach to innovation is necessary, since the innovation systems at all levels are in fact open-ended systems whose strength lies in the thickness of internal relations and links, but also in their capabilities of changing and adapting in accordance with the external principles of development.
EVAL_EXTRA:Dr Maja Levi-Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade ANALYSES) Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt).
EVAL_EXTRA:3. ~~~ SUBTITLE (example: COMPARATIVE σ2 ( r p ) = E ( [ r p i , − E r ( p )] ) (12) n ∑ = i All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2]
EVAL_EXTRA:Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. ~~~ Proceedings of work, SINFF-N, page 75 -81.
EVAL_EXTRA:Zlatibor UDC 005 ISSN 1820-0222 Number 51, Year XIV April 2009.
EVAL_EXTRA:Faculty of Organizational Sciences - Belgrade Publisher Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Markovi ć, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of Internation al Department Jovan Filipović, Ph.D. Editorial Board: Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economic s, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Science s, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Lesk ovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belg rade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Repub lic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950 868 E-mail: manage¿ fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820 -0222 = Management (Engl.
EVAL_EXTRA:ed.)
EVAL_EXTRA:COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS The learning organization: Model of organizational structure or the characteristic of the organization Mirjana Petković Elecrtonic negotiation Systems (ENS) Vojkan Vasković, Dario Kršić Managing action programs for organization development Ljubomir Drakulevski, Leonid Nakev Upgrading direct marketing by using the CRM concept Ivana Domazet, Jovan Zubović, Božo Drašković Business intelligence model for sales analysis Suzana Djukić, Ljiljana Kašćelan Pluralism in creative organizational development management Slavica Petrović The corporate social responsibility and stakeholder management Biljana Predić, Maja Ivanović-Djukić Analysis Motivation of Management chemes A. S. HUMENNE Miloš Hitka, Maria Sirotiakova The Learning Organization: Model of Organizational Structure or the Characteristic of the Organization UDC 005.71 Mirjana Petković Faculty of Economics, Belgrade The paper draws on the dilemma of whether a learning organization is a new model of organizational design, or is just a composite of certain characteristics which need to be developed in the existing and, within literature and practice, known models of organizational structure.
EVAL_EXTRA:In order that bureaucratic organizations shouild learn, it is important that self-awareness of the necessity to learn be developed to a greater extent than it is today.Š4Ë The starting premise in this work is that the learning organization is not a specific model of organizational structure, but a characteristic of a model that can be manifested in different forms (functional, divisional, network, matrix model, etc.).
EVAL_EXTRA:The structure of an organization is important in its learning, however, there are other conditions besides the structure that are to be met, and they also affect the employees behaviour: motivation, carrer management, the learning climate and culture, leadership, etc. ~~~ This author plans to, first, explain organizational learning and the learning process, then to define the concept of the learning organization, and, finally, to try to solve the above dilemma.
EVAL_EXTRA:Hence organizational learning is generative learning, and includes five new learning technologies: Š13Ë Systems thinking brings systems perspective into the perception of phenomena and processes in an organization.
EVAL_EXTRA:Š14Ë 3.
EVAL_EXTRA:The majority of studies on organizational learning largely deal with the same activities in the learning process, the only difference being that different authors group them differently, therefore literature lists the models of learning process structures in three phases (creation, dissemination, application) or in four phases (acquisition, information distribution, information interpretation, memorizing).Š15Ë Basically, there is no significant difference between these two models, therefore an integral organizational learning model can be created and structured into four phases: it starts with the creation of knowledge (1), continues with the knowledge dissemination throughout the organization (2), then knowledge is memorised (3) and finally applied (4), as presented in Figure 1.
EVAL_EXTRA:Inputs knowledge dissemi- organizational knowledge outputs (inform.) creation nation memory application (perform.) Experien Figure 1: The learning model Phase one: knowledge creation organizations collect information from internal and external sources, then process and interpret it.
EVAL_EXTRA:A formula to create a learning organization (LO) goes as follows: LO = Leader with vision x Plan/Metrics x Information x Inventiveness x Implementation.
EVAL_EXTRA:It is with pleasure that the author of this paper states that she is not in the minority, since modern literature lists a large number of authors whose approach to the development of new theories and concepts in management and organization is similar to hers.Š20Ë BIBLIOGRAPHY Š1Ë Miles, E.R, Snow, C. Ch, Mathews, A. J, Miles G., Coleman J. H, Organizing in the Knowledge Age: Anticipating the Cellular Form, in Osland J., Kolb D., Rubin I., The Organizational Behavior Reader, Prentice Hall, 2001.
EVAL_EXTRA:Š2Ë Aleksić Mirić A, ,,Primena analize društvenih mreža u istraživanjima organizacionog dizajna, XXXV Simpozijum o operacionim istraživanjima SimOpIs (2008) Š3Ë Dierkes, M., Berthoin Antal,A.,Child, J., No naka,I., Handbook of Organizational Knowledge, Oxford University Press, 2001 Š4Ë Ibid Š5Ë Luthans F., Organiyational Behavior, McGraw-Hill, New York, 1989. ~~~ Š6Ë Greenberg J., Baron R., Ponašanje u organi zacijama-Razumevanje i upravljanje ljudskom stranom rada, @elnid, Beograd, 1998.
EVAL_EXTRA:Š7Ë E.Nevis, A.DiBella, J.Gould, (1995), Understanding Organizations as Learning Systems, Sloan Management Review, Winter Š8Ë Senge P., The Fifth discipline: The Art and Practice of the Learning Organization, Doubleday, 1990.
EVAL_EXTRA:Š9Ë Ibd Š10Ë Petković M, Aleksić A,,,Perspektive eksplo racije i eksploatacije u procesu redizajna, Menadžment tehnologije i inovacija: Ključni faktor superiornih operacija i konkurentnosti, ISBN 86 7680- 096 0. str.
EVAL_EXTRA:33-38 (2006) Š11Ë Gareth Morgan, Images of Organization, Sa ge Publications , Inc 2006 Š12Ë Nonaka, I., 1991, »The Knowledge Creating Company«, Harvard Business Review, NovDec: 96; Nonaka, I., 1994, »A Dynamic Theory of Organizational Knowledge Creation«, Organization Science, Vol, 5, No.1, 1437; Nonaka, I., Takeutchi, H., 1995, The Knowledge Creating Company, New York: McGrawHill Š13Ë Senge P., The Fifth discipline: The Art and Practice of the Learning Organization, Doubleday, 1990.
EVAL_EXTRA:Š14Ë Bird B., Enterpreneurial Behavior, Scott, Foresman and Company Glenvim, Illinois, 1989.
EVAL_EXTRA:Š15Ë E.Nevis, A.DiBella, J.Gould, (1995), Understanding Organizations as Learning Systems, Sloan Management Review, Winter Š16Ë Peter M. Senge, The Fifth discipline: The Art and Practice of the Learning Organization, Doubleday, 1990., s 19 Š17Ë More on this Petković M., Organizaciono po našanje sa menadžmentom ljudskih resursa, CID, Ekonomski fakultet, Beograd, 2008.
EVAL_EXTRA:Š18Ë Daft R., Essentials of Organization Theory and Design, South-Western College Publishing, 1998., str.
EVAL_EXTRA:346 Š19Ë Dierkes, M., Berthoin Antal,A.,Child, J., Nonaka,I., Handbook of Organizational Knowledge, Oxford University Press, 2001 Š20Ë Grant, R.M., 2008, The Future ofManage ment: Where is Gary Hamel Leading Us?
EVAL_EXTRA:Long Range Planning (41), 469 428.
EVAL_EXTRA:Electronic Negotiation Systems (ENS) UDC 005.574 ; 004.738.5:339 Doc. dr Vojkan Vasković1, Dario Kršić2 1 The Technical Faculty of Bor 2 Magistrand of the Faculty of Political Sciences E-business is a broad concept, in which business partners are connected by use of modern information-communication technologies (ICT).
EVAL_EXTRA:The ENS can be defined as a software using the Internet technologies, positioned on the Internet and characterized by one or more following properties: a) supports decision-making and giving concessions; b) proposes offers and agreements; c) evaluates and critically analyses offers and counteroffers; d) provides a structural arrangement and organization of the process; e) provides information and expert opinion; f) facilitates and organizes communication; g) helps in preparations of agreements; h) provides access to negotiation knowledge.
EVAL_EXTRA:Passive systems facilitate communication and interaction of users situated in different places. ~~~ They help them present their ideas, offers and arguments.
EVAL_EXTRA:ENS functions and activities Functions Transfer and storage Browsing and retrieval Formatting, presentation i interaction Activities Communication, presentation and interaction Infromation transfer among heterogeneous systems; storage in arrayed systems; safety Retrieval, selection, comparison and collecting shared information Data formatting for use in other systems; data vizualization, presentation of alternative data, user -system interaction Functions Decision-making problem formulation Technical data on the decision maker Strategies and tactics Forming and evaluation of offers and messages Analysis of the partners What if, sensitivity and analysis of stability Process, history and their evaluation Search for knowledge and its application Negotiations protocoles Strategies and tactics Activities Decision-making and negotiator problem Decision-making problem formulating and analysis; viable alternatives; decision -making space, measuring Technical data on decision makers description notions; desires; alternative comparison measures; negotiators models and styles Evaluation and selection of initial strategies and tactics Process Forming offers and concessions: message and argument analysis; argumentation models Shaping and cheking of the models of negotiating parties; evaluation and anticipation of t heir behaviour Offer and counteroffer analysis; balance analysise; possible agreements evaluation Knowledge Shaping the negotiations history; process analysis; evaluation progress/regress; history based anticipation Access to external information and their use, knowledge of the situations in negotiations and the problems emerging in the course of the process; comparati ve analysis Specification and observing the plan in the negotiation rules Estimation of the other partys strategies and tactics in negotiations; change of strategies and tactics Source: Gregory E. Kersten: E-negotiation systems: Interaction of people and technologies to resolve conflicts, http://interneg.concordia.ca/interneg/research/papers/2004/08.pdf The use and the impact of passive systems upon the negotiation process and its outcomes has also been studied.
EVAL_EXTRA:Other researchers perceived the presence of prejudices when it comes to negotiations via e-mail, i.e., temporary simultaneity, bridges burnt, the information circle and the malicious imputation.1 ENS review In order that the differences among the passive, active and proactive ENS be better understood, we will give some examples of the existing systems developed at the Concordia University SimpleNS, Inspire, Aspire and eAgora.
EVAL_EXTRA:A different, active system Inspire was developed in 1995, as part of the InterNeg research programme. ~~~ Since 1996 it has been used to conduct anonymous bilateral negotiations.
EVAL_EXTRA:The system uses a threefold negotiation model: 1. prenegotiations; 2. egotiations; and 3. a phase following reaching the agreement (negotiations termination).
EVAL_EXTRA:If the compromise was not successful, the system proposes entering the negotiations 1 L. Thompson, J. Nadler: Negotiation via Information Technology: Theory and Application, Journal of Social Studies, no. ~~~ 58/2002, pp. 109-124. termination phase.
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EVAL_EXTRA:The advice is based upon: 1. the rules of negotiations derived from literature; 2. the status of the actual negotiation process; and 3. information on the negotiator stored in the database of one user.
EVAL_EXTRA:The equipment used by 2 Introduction to Videoconferencing, http://www.video.ja.net/intro/ the participants in a video conference may come from different manufacturers and may vary in terms of model and size.
EVAL_EXTRA:As regards the type of communication network, the desktop video conference can be conducted in the following two ways: a) by an analogous video conference via a modem the modem and an analogous telephone line are used to connect the computer with another personal computer, i.e., the participant that uses similar communication equipment. b) using digital networks digital networks ensure a high quality of picture and sound transmission.
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EVAL_EXTRA:These conferences have become a commonplace in the business world, at least when the negotiations including lower stakes are concerned. ~~~ In the world of foreign affairs they can be used as a modernized version of the so-called napkin diplomacy.
EVAL_EXTRA:Communication is carried out on a number of levels: Communication within the organization; Communication between organizations (bilateral); Communication among organizations (multilateral, network communication); Communication with local leaders; Communication with and among decision makers; Communication with the media; Communication between the conflicting parties.
EVAL_EXTRA:REFERENCE Š1Ë Gregory E. Kersten: E-negotiation systems: Interaction of people and technologies to resolve conflicts, http://interneg.concordia.ca/interneg/research/papers/2004/08.pdf Š2Ë L. Thompson, J. Nadler: Negotiation via Infor mation Technology: Theory and Application, Journal of Social Studies, br. 58/2002.
EVAL_EXTRA:Š3Ë Branko Rakita: Direktna prodaja i poslovno pregovaranje na inostranim tržištima, Plasman i tržište - Naučno-stručni časopis za permanentno obrazovanje kadrova, Beograd, br. 34/2000.
EVAL_EXTRA:Š4Ë The Impact of the e-Economy on European Enterprises: Economic Analysis and Policy Implications, http://www.eeuropestandards.org/Docs/COM_2001_711%20du%202911-2001-EN.pdf Š5Ë The e-Economy in Europe Conference, http://europa.eu.int/comm/enterprise/events/eeconomy/index.htm Š6Ë David Rothkopf: Cyberpolitik: The Changing Nature of Power in the Information Age, Journal of International Affairs, 2/1998.
EVAL_EXTRA:Š7Ë e-Learning Site - Negotiation Analysis: http://www.negotiation.hut.fi Š8Ë C. Richards: Distance Education On-Campus Learning and E-Learning Convergences: An Australian Exploration, International Journal on e-Learning, br. 1, 2000.
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EVAL_EXTRA:Š9Ë Fred Charles Iklé: How Nation Negotiate, Fre derick A. Praeger, NewYork/Washington/London, 1968.
EVAL_EXTRA:Š10Ë R. Fišer, V. Juri: Kako stići do DA, Mono & Mañana, Beograd, 2005.
EVAL_EXTRA:Š11Ë Introduction to Videoconferencing, http://www.video.ja.net/intro/ Š12Ë @ivorad Kovačević: Međunarodno pregovara nje, Filip Višnjić / Diplomatska akademija MSP SCG, Beograd, 2004.
EVAL_EXTRA:Š13Ë James R. Silkenat, Jeffrey M. Aresty: International Busines Negotiations: A Comparsion of Cross-Cultural Issues ans Succesful Approaches, American Bar Association, Chicago, 1994.
EVAL_EXTRA:Š14Ë David Bollier: The Rise of Netpolitik, The Aspen Institute, Washington, 2003.
EVAL_EXTRA:Š15Ë Paul Walker: A Chronology of Game Theory, http://www.econ.canterbury.ac.nz/hist.htm Š16Ë Berglund Center for Internet Studies, http://bcis.pacificu.edu/journal/2002/03/editorial.php Š17Ë www.management.org.yu/pdf/issues.pdf Š18Ë http://www.carleton.ca/e-mer ge/v2_art/v2_art1/9.html Š19Ë http://www.isn.ethz.ch/onlinepubli/publihouse/infosecurity/volume_7/a2/A2_index.htm, authors: Sheryl J. Brown and Margarita S. Studemeister Š20Ë http://www.usip.org/oc/virtual_dipl.html.)
EVAL_EXTRA:Š21Ë http://www bsac.eecs.berkeley.edu/čwarneke/pubs/cbnp_workshop-summary.html Š22Ë http://www.cse.ohio-state.edu/sie fast/nest/nest_webpage/ALineInTheSand.html Š23Ë http://www.eng.ohio-sta te.edu/news/coe_news/nie/nie752/feature_wires.html Š24Ë http://www-bsac.eecs.berkeley.edu/archi ve/users/warneke-brett/SmartDust/ Š25Ë http://robotics.eecs.berkeley.edu/čpi ster/SmartDust/ Š1Ë http://www.csis.org/ics/dia/concept.htm Managing Action Programs for Organization Development UDC 005.332.3 prof. dr Ljubomir Drakulevski, asis. mr Leonid Nakov Univerzitet Sv. ~~~ Kiril I Metodij, Ekonomski Fakultet, Skopje, drakul¿eccf.ukim.edu.mk; lnakov¿eccf.ukim.edu.mk XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008.
EVAL_EXTRA:The prevailing focus of this programs should be placed in the organizational dimensions that constitute the core competence and competitive advantage The goal of any organizational development intervention is to create a methodological approach in order to effect change in the target organization, or in a specific organizational section, and reframe the structure, context and the behavior of the specific organization.
EVAL_EXTRA:Action research model In the theory of management exist two classical types of intervention models in the field of organizational development2: (cid:34) The planning model and (cid:34) The action research model Evolutionary, the strategy for action science in organizational development was defined and vigorously advanced by the work of Kurt Lewin, back in 1946, and also by Chris Argyris, Donald Schon, John Dewey and others.
EVAL_EXTRA:The organizational framework of the action programs for organizational development is placed in the action research model, that differs from the traditional planning model in the following respects3: It is a cyclical or iterative process, meaning that the results from the interventions are fed back in such a way that further changes and improvements can be implemented The very research signals the aim of generating knowledge which can be applied in other organizational settings While planning model presumes a so called one off intervention, the action research model emphasizes the cyclical character of the organizational change and development.
EVAL_EXTRA:Fundamentally, the purpose of each action program is to increase the organizational effectiveness, by the ap 2 Cummings T and Worley C., Organizational Development and Change, West Publishing Company, Minneapolis/St. Paul, 8th ed., 2004, p.223 3 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 4 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.16 plication of the organizational development value and techniques.
EVAL_EXTRA:Therefore, the primary challenge of managers and change agents is to manage the above mentioned action programs, in order to direct the changes within the scope of the organization development.
EVAL_EXTRA:The organizational perspective of the action research bears the following dimensions5: a. Pragmatic and concerned with addressing practi cal issues b. Democratic, both in the sense of involving people and in seeking to enable people to create their own knowledge in learning organizations c. Extended epistemology of many ways of know ing and valuing, propositional and conceptual d. Value oriented in terms of contribution economic, political, psychological, spiritual and ecological e.
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EVAL_EXTRA:The action research model Phases Stage 1 Stage 2 Stage 3 Key executive perception of problems Consultation with behavioral scientist consultant Data gathering and diagnosis by consultant Further data gathering Feedback to key client or client group 5 Reason P. and McArdle L. K., Action Research and Organizational Development, Organizational Development, Sage Publications, 2005, p.5 6 Paton R. A. and McCalman J., Change Management - A Guide to Effective Implementation, Sage Publications, 3rd ed., 2008, p.217 Phases Stage 1 Stage 2 Stage 3 Joint action planning Data gathering Feedback to client group Discussion and work on data feedback and data by client group Action planning Action (new behavior) Data gathering Feedback Discussion and work on feedback and emerging data Action planning Action Source: Regents of the University of California, Reprinted from California Management Review, XII(2):26, Fig. 1 he popularity of the action research model grew in the 70s, owing to the intensive usage of the participative management and the concept of organization development.
EVAL_EXTRA:As a phenomenological, i.e. qualitative management technique, action research possesses the characteristics7 of being: Subjective, as seen by the eyes of the study par ticipant Interactive Value laden Inductive Showing interaction of factors Context bound and Imposes situational theory The organizational dimension of the action research states that it links a highly persuasive demonstration of the linkage between the change program and the achieved performances.
EVAL_EXTRA:The original proof of this is the true that those individuals that participated directly in the change interventions are easily inclined to ac 7 Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006, p.316 cept the so-called the cause-and-effect relationship, that has been developed during the usage of the action research model. ~~~ 1.1.1.
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EVAL_EXTRA:The relationship of the organizational perspective of action research and the action change programs is conducted through 2 types of principles9: (cid:34) The research principles, which suggest the need for being creative in defining the real research question, generating theoretical concepts from the field, integrating concepts with the real life assumptions, manipulating and using multiple perspectives, verifying interpretations with perspectives in the field and treating the research setting as a case study (cid:34) The change principles, that refer to developing a collaborative relationship, conceptualizing the need of the changes to be made, changing the behavior and recognizing that expectations amplify or reduce resistances 2.1.
EVAL_EXTRA:Action programs in the model of organizational change The model of organizational changes that emphasizes the necessity of the action change programs consists of the following phases10: I Anticipating the need of change meaning that managers must anticipate the need for undertaking changes through action programs.
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EVAL_EXTRA:The need for change must be felt by the majority of employees in order to convince them to adopt the new behavior II Developing the consultant client relationship this phase predominantly determines the overall success or failure of the action program.
EVAL_EXTRA:It is important to stress that the leader of the change initiative can be a non manager, or even a person from outside the organization III The diagnostic phase where actual collection of data, relevant to the situation perceived to be the problem, takes place.
EVAL_EXTRA:This phase sets the stage for the action programs, in the scope of the long-range strategies and techniques IV Action Plans, strategies and techniques where various interventions, activities or programs, aimed at resolving problems and increasing organization effectiveness, take place.
EVAL_EXTRA:In the framework of this phase are placed the so called theories of action, as programs, patterns, designs, sets of rules 8 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.455 9 Cunningham J. B., Action Research and Organizational Development, Praeger Publications, 1993, p.243 10 Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001, p.16 or propositions that people use to design and carry out their actions.
EVAL_EXTRA:This phase ends with the implementation of the action programs V Self renewal, monitoring and stabilizing for assessing the effectiveness of the change programs in attaining the stated objectives.
EVAL_EXTRA:Indication of success is when the system develops capability to maintain innovation without outside support VI Continuous improvement process the most important issue in this phase is determining the existence or not of the capacity of the leader to deal effectively with the use of power, and at the same time to achieve the organization vision A useful method to increase the potential of the action programs for organization development, in the model of organizational change, is to increase the range or the depth of the available data, by interview or questionnaire, as a fundament for a better prepared action programs. ~~~ 2.2.
EVAL_EXTRA:An effective indicator of the effects of the action programs is the level of direct or indirect reinforcement to maintain the reached modified behavior, the higher the direct reinforcement is, the lower tend to be the indirect reinforcement techniques, as a non desired state.
EVAL_EXTRA:11 Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001, p.567 The organization perspective of the action research represents a major change from the traditional methods of management development and training.
EVAL_EXTRA:LITERATURE Š1Ë Beckhard R., Organization Development: Strategies and Models, Addison Wesley, Reading, Mass, 1969 Š2Ë Cummings T.G. and Worley C.G., Organizational Development and Change, West Publishing Company, Minneapolis/St. Paul, 8th ed., 2004 Š3Ë Cunningham J. B., Action Research and Organizational Development, Praeger Publications, 1993 Š4Ë Graetz F, Rimmer M., Lawrence A. and Smith A., Managing Organizational Change, John Wiley & Sons Australia Ltd., 2 ed., 2006 Š5Ë Harvey D. and Brown R.D., An Experimental Approach to Organizational Development, Prentice Hall International, 6th ed., 2001 Š6Ë Huczynski A. and Buchanan D., Organizational Behaviour, Prentice Hall International, 4th ed., 2001 Š7Ë Kogut B. and Zander U., Knowledge of the firm, combinative capabilities and the replication of technology, Organization Science, 1992, 3 (3) Š8Ë Pasmore A. W., Participation, Individual Development and Organization Change, Organizational Dynamics, June 1992, 18 (2) Š9Ë Paton R. A. and McCalman J., Change Management A Guide to Effective Implementation, Sage Publications, 3rd ed., Š10Ë Reason P. and McArdle L. K., Action Research and Organizational Development, Organizational Development, Sage Publications, 2005 Š11Ë Steward T. A., Rate Your Readiness for Change, Fortune, February 1994 Š12Ë Townley B., Cooper D.J., Oakes L., Performance Measures and the rationalization of the organizations, Organization Studies, 2003, 24 (7), Š13Ë Waddell D. M., Cummings T.G. and Worley C.G., Organization Development and Change, Nelson Thomson Learning, Melbourne, 2000 Upgrading Direct Marketing by Using the CRM Concept UDC 004.738.5:658.8 mr Ivana Domazet, mr Jovan Zubović, dr Božo Drašković Institute of Economics, ivanad¿ien.bg.ac.yu , jovanz¿ien.bg.ac.yu, dbozo¿ien.bg.ac.yu XI International Symposium SymOrg 2008.
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EVAL_EXTRA:2. ~~~ Features and concepts of direct marketing Direct marketing is an activity by which a direct relationship between the company and a customer is created, its basic features being: 1. the direct marketing is interactive, which means that there is a two-way communication, i.e., a mutual contact between the participants (the company and the customer) in the communication process; 2. the direct marketing implies (prompt) response or customers reaction.
EVAL_EXTRA:Compared to the mass marketing (marketing based on varied forms of mass communication with customers), the direct marketing has a number of advantages (1, pp. 315-319): Precise aiming (targeting) addressing specific, well defined target segments of existing and prospective consumers; Controlability a possibility to control the media, message and other elements of the direct marketing campaign, such as the timing of activity, costs, etc.; Personalization a possibility of addressing consumers on an individual basis; on the basis of a historical analysis of purchases, a psychographic analysis and an updated and well-developed database it is possible to create messages in such a way that they appear to be made to measure of each individual customer.
EVAL_EXTRA:Invisibility of strategy direct marketing is good in concealing the marketers strategy from the competition. ~~~ Economising modern database management systems allow direct marketers to select the best prospective buyers (prospects) for any product they wish to sell, and therefore reduce costs by the unit of order.
EVAL_EXTRA:Possibility of cross-sales analysing the database of the existing buyers of a given product, direct marketers can obtain information on the customers possible needs for other products; Possibility of creating long-term relationships with customers on the basis of updated and well-developed databases, the real, loyal and profitable customers can be identified with whom the company should create closer contacts and develop permanent relations; Possibility of integration with other elements of the marketing communication system direct marketing is easily supplemented by other elements of promotive and marketing mix, allowing for a welldevised and integrated marketing communication.
EVAL_EXTRA:The basic media of direct marketing are: mailed media (direct mail and catalogues); printed media (newspapers and magazines), and electronic media (telephone, radio, television, ca ble television, the Internet).
EVAL_EXTRA:The most commonly mentioned direct marketing concepts in this context are as follows: Relationship marketing; Customer Relationship Management (CRM); Retention marketing; Licenced marketing; Loyalty marketing; Database marketing; Interdependent marketing; One-to-one marketing; Frequency marketing; Partnership marketing; Real-time marketing. ~~~ 2.1.
EVAL_EXTRA:The importance of customers (and other partners) is stressed in a large number of cases, as is the development of long-term relationships with them, however, too much attention is paid to various sections of programmes and strategies, instead of their analysing as a whole. ~~~ Therefore some authors stress the types of rewards the companies are to ensure, others pay perticular attention to the customer cycle and the relationship marketing position within the organizational structure, while others still highlight the components and elements of the relation marketing, however, without a defined strategy and program, etc.
EVAL_EXTRA:The basic three are the following: Tactical level (similar to the activities in improving sales); Strategic level (stress on the development of part nership relations with customers); Philosophical level (reflects the essence of the marketing philosophy the whole organization focuses upon the delivery of total satisfaction to customers and maintanance of its own business).
EVAL_EXTRA:Hence it is of vital importance to consider the elementary dimensions of the Customer Relationship Management (2, pp. 81-86): (cid:190) Customer selection; (cid:190) Customer acquisition; (cid:190) Customer retention; (cid:190) Customer growth.
EVAL_EXTRA:A valid CRM has to: identify factors that contribute to a successful cus tomer relationship; create a customer relationship practice; adopt measures necessary to make a good CRM; develop a customer -friendly relationship; suggest questions to be put to customers in order to solve a problem; propose a solution to the customers complaining about the service; monitor all the sales aspects, as well as support to customers.
EVAL_EXTRA:The necessary elements in building a fruitful customer relationship are: knowledge (market and customers appreciation); targeting, i.e., offer stremlining and adapting; sales (customer acquisition); service (customer retention).
EVAL_EXTRA:Therefore the process of successful CRM concept implementation can be observed through (3): strategy development; information analysis; needs identification (appreciation of customers, their needs and desires); change definition (corporative revolution from a reactive towards a proactive approach); building the future (building the corporate business and technical structures to deliver the expected benefits to the customers); measuring results and improving the CRM system.
EVAL_EXTRA:A research carried out in the EU in 2006 confirmed that the firms without a developed CRM: lose an average of 50 percent of their clients over the period of five years; about 65 percent lost clients have actually left be cause of bad service and communication; the costs of acquiring a new customer are five times the costs of retaining the old one.
EVAL_EXTRA:Whereas the firms with a developed CRM concept: grow approximately 60 percent faster compared to the competition without a developed CRM; expand their market by the rate of 6 percent annu ally; charge 10 percent plus for their products; realize the return on investment (ROI) of 12 per cent; a 5 percent increase in the customer loyalty may result in a 25-85 percent increase in profitability.
EVAL_EXTRA:The efficiency of the CRM process, which should be integrated through marketing, sales, and customer relationships means (5): identification of factors contributing to successful customer relations; development of the customer relationship practice; development of customer-friendly processes; devising questions that will help solving potential customers problems in a most adequate way; suggesting the solution to the customers complain ing about a product/service; sales monitoring as well as customer support.
EVAL_EXTRA:The basic structure of the CRM is three-fold: Operational basic business processes (marketing, sales, services); Analytical serves as support in the analysis of customers behaviour and conducts the business philosophy and technology; Collaborative provides contacts with customers by way of telephone, fax, the Internet, mail, direct contacts, etc.
EVAL_EXTRA:The customer relationships management chain is based upon four steps: definition of offer value; segmentation, targeting and positioning; business operations and delivery systems; measuring and feedback.
EVAL_EXTRA:They comprise (6, pp. 124 126): Top management, leadrship and vision oriented, expert and competent, aware of the value and importance of services marketing and long-term relationship development; Project team to introduce a concept into the organizational business practice, for the service providing companies that have not implemented it so far; Designing an appropriate micro- and macro-organizational structure of the company oriented to customers and to services; A governing service corporate culture; Appropriate technical-technological preconditions (primarily as regards the development of a data basis and information technology); Availability of the required human resources on various levels, the key factor being the persons that interact with clients; The necessary capital.
EVAL_EXTRA:The basic elements of the long-term relationships development stem from the elements necessary for a proper functioning of marketing in the field of services, and they are the following: Getting to know the consumers, their needs and desires, their characteristics, the influence of certain factors upon their conduct; Marketing, i.e., market-oriented thinking; Achievements of modern concepts that place the emphasis upon the customer relationships nurturing; Company capabilities and needs; Understanding the role and importance of every individual included in the service creation and delivery processes; Long-term way of thinking and behaviour; Operations are conducted company-wide.
EVAL_EXTRA:Hence the process of long-term relationships development can be divided into the following steps: Data base formation; Customer identification and classification; Customer personalization; Customer differentiation according to their values and needs; Interaction with customers; A service process adjustment, treating every customer as an individual through direct contact or automated process; Loyalty program creation rewards and added values; Continuous concept improvement (control, meas uring and feedback information).
EVAL_EXTRA:In the analysis of strengths and weaknesses in the concept implementation special attention should be paid to the following potential problems (7, 106): An assumption that the customer does want longterm relationships to be built (perhaps there is no reason whatsoever that the customer would ever want to go back to the seller, or the customer chooses to avoid being dependent on the seller); An assumption that a client (individual) is willing to interact and act together.
EVAL_EXTRA:An assumption that an individuals satisfaction is sufficient per se; If clients are transferred to higher classes and are notified as to how important they are for the company, their expectations grow higher; A problem not to hurt the clients that are not the top ones, either as regards their profile, or the attention paid to them by the company, however their contribution is important; A problem of change in the rules governing the relationships with key clients-donors that may cause confusion; Certain awards are introduced that prove to be unnecessary, since the clients would act in the same way even without them, therefore this is unnecessary cost; Sometimes clients build a relationship, not because they are loyal, but because they have no other choice, i.e., there are no appropriate substitutes.
EVAL_EXTRA:Especially important in developing the long-term relationships are the following types of communication with customers: direct contact (by telephone or in person); direct mail; Internet and e-mail In addition to these, the importance of certain promotional mass media (advertizing in the first place) and word-of-mouth advertizing must be understood.
EVAL_EXTRA:There are, however, some limits in the communication with customers and some rules that have to be observed (7, p. 207): do not innitiate interaction with the customer with out a clearly defined aim; do not ask the customer the same question more than once; carry out the interaction in between two customers choices (purchases); start interaction not with the product, but with a customer; interaction should be direct and adjusted to the concrete customer; make sure the customer (always) welcomes the in teraction; a good approach is to use a principle (and technology) of mass adjustment to reduce the costs and make the message personal; protect the customers privacy; innitiate the dialogue by putting at disposal a phone number to be dialled free, or printing the web site address on whatever is connected with the company (business cards, memeranda, billboards, etc.); make sure the customer is well aware of the value of the interaction, otherwise it will not serve its purpose; take care of the customers time (you cannot learn everything about the customer at once).
EVAL_EXTRA:Establishing a dialogue with the customer is important because: dialogue is a means to acquire information; information is translated into knowledge (that is, knowing the customer and his/her wishes and needs); knowledge serves as basis to adjusting the offer and achieving customer growth; efficient and effective action brings customers sat isfaction, customers trust and familiarity; customers satisfaction, trust, and commitment bring in their loyalty; loyalty brings profit. company to search for new, more efficient and more effective ways to enter the market, because the market performance of the company depends primarily upon how successful it is in meeting the customers needs, thus creating loyalty and consequently the growth in profits.
EVAL_EXTRA:4. ~~~ CONCLUSION The interaction with customers innitiates the companys profitability and the customers satisfaction, since modern, highly competitive, business conditions require the The key factors of the CRM concept success are the customers expectations the firms should anticipate.
EVAL_EXTRA:REFERENCE Š1Ë Hanić Hasan, Principi marketinga, Beogradska Bankarska Akademija, Beograd, 2006. ~~~ Š2Ë Domazet I., J. Zubović, CRM (Customer Relationship Management) a factor of global competitiveness improvement (81-86), Medjunarodna naučna konferencijaManagement and Marketing und Management and Marketing Under Globalization /International Scientific, Ekonomski fakultet, Beograd, 2007. ~~~ Š3Ë www.crm-forum.com Š4Ë Milisavljević M., Maričić B., Gligorijević M., Osnovi marketinga, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2004. ~~~ Š5Ë www.en.wikipedia.org Š6Ë Maričić R. Branko, Ponašanje potrošača, Centar za izdavačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2005. ~~~ Š7Ë Veljković Saša, Marketing usluga, Centar za iz davačku delatnost Ekonomskog fakulteta u Beogradu, Beograd, 2006. ~~~ Š8Ë Filipović V., Kostić Milica, Marketing menadžment-teorija i praksa, FON - Institut za menadžment, Beograd, 2003. ~~~ Š9Ë Rose S. Peter, Hundgins C. Sylvia, Bankarski menadžment i finansijske usluge, Data status, 2005. ~~~ Š10Ë Kotler Phillip, A Framework for Marketing Management, Prentice Hall, New Jersey, 2003.
EVAL_EXTRA:Business Intelligence Model for Sales Analysis UDC 005.94 ; 005.52:658.8 MSc Suzana \ukić1, prof. dr Ljiljana Kašćelan2 1HERMES SoftLab Crna Gora 2Faculty of Economics, Podgorica As the technology is progressing and the dynamism of business environment is changing, not only the market competition keeps growing but the customers are starting to dominate the approach to the product.
EVAL_EXTRA:This paper is elaborating on a concept of sale business intelligence analytic system in a trading firm Š3Ë; this includes: Identifying basic decision processes needed to analyze the sale of the company.
EVAL_EXTRA:When trying to make deliberate decisions people do the following: consider all known available options; use the greatest available amount of data; carefully consider possible costs and benefits of every option; meticulously analyze the probability of various outcomes; invest the greatest possible amount of rational reasoning based on all abovementioned phases.
EVAL_EXTRA:Such a model makes the following analyses possible: Analyzing profit, income and sales according to customers, groups of products and years.
EVAL_EXTRA:Analyzing sales according to producers, shops and years.
EVAL_EXTRA:Doing a comparative analysis of profit according to years, brand groups and customers. ~~~ Analyzing income, profit and cost according to products, shops, regions and years.
EVAL_EXTRA:The records in the fact table are compressed in order to improve performance, while the dimension tables have fewer records, but these are bigger.
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EVAL_EXTRA:According to Š4Ë, we observe the realization of the data mart through the following phases: Definition phase. ~~~ Generation phase. ~~~ Data loading phase.
EVAL_EXTRA:Picture 3.1 Star schema Sales 1 Picture 3.2 Star schema Sales 2 Picture 3.3 Mapping the fact table Prodaja The generation phase includes configuration, validation, script and object generation.
EVAL_EXTRA:Case study For these analyses we used data from a trade company from Podgorica that sells chemical products in retail shops in six towns and also offers wholesale sale of its products.
EVAL_EXTRA:In the abovementioned example we can notice that there is no date for years before 2005 so the column for the preceding period for the first quarter of 2005 is empty, producing the number 1 in the rankings. ~~~ On the other hand, the profit in the second quarter of 2005 has increased by 20.33 per cent compared to the first quarter of the same year.
EVAL_EXTRA:Picture 4.1 Analysis of profit, income and quantity of sold items according to customers, groups of products and years Picture 4.2 Graphical presentation of profit according to regions Picture 4.3 Analysis of sold quantities of products according to producers, shops and years Picture 4.4 Analysis of profit according to months and shops in selected years Picture 4.5 Comparative analysis of profit according to years, product groups and customers Picture 4.6 Analysis of income, profit, cost per product, shop, region and year Picture 4.7 Analysis of profit by quarters Picture 4.8 Analysis of profit according to months and products in selected years 1 Picture 4.9 Analysis of profit according to months and products in selected years 2 These analyses can clearly tell the acquisition department about periods when it is pointless to purchase a particular product or when they should focus on getting new stocks.
EVAL_EXTRA:REFERENCES: Š1Ë Balaban N., Ristić @.: Poslovna inteligencija, Ekonomski fakultet, Subotica, 2006 Š2Ë ]irić, B.: Poslovna inteligencija, Data status, Beograd, 2006 Š3Ë \ukić, S., Model sistema poslovne inteligencije za analizu prodaje, magistarski rad, Ekonomski fakultet, Podgorica Š4Ë Oracle Warehouse Builder Users Guide 10g Release 1 (10.1), PDF version, Š5Ë Oracle Business Intelligence Discoverer Administration Guide, Release 10g, PDF version Š6Ë Kašćelan, Lj., Kreiranje OLAP modela u Oracle Discoverer-u, INFO-M, Br. 13/2005, str.
EVAL_EXTRA:18-22 Pluralism in Creative Organizational Development Management UDC 005.342:005.412 Prof. dr Slavica P. Petrović Faculty of Economics, University of Kragujevac, e-mail: pslavica¿kg.ac.yu XI International Symposium SymOrg 2008.
EVAL_EXTRA:Introduction Broadly speaking, pluralism in organizational development management should be understood as: a) appreciation of different perceptions and interpretations of the management problem situations under consideration, and b) an appropriate combined use of various methodologies, methods, models, and techniques in structuring the management problem situations and problem solving.
EVAL_EXTRA:Dealing with pluralism in purposeful managing the relevant problem areas in organizations means: analysing the relationship between pluralism as a distinctive Management Science development strategy, that is, systems thinking, and the strategies of isolationism, imperialism and pragmatism, and analysing basic pluralistically-systemic theoretical, methodological and applicable developments. ~~~ 2.
EVAL_EXTRA:The efforts to determine the nature of pluralism in the systems erea and to find out whether pluralism is the best practice of improving systems thinking stemmed, on one hand, from a certain lack of trust in the success of the traditional Management Science (MS), and, on the other hand, from an evident development of Organizational cybernetics, the soft systems approaches and the critically-systemic alternatives to the ortodox traditional MS. Each of the mentioned theoreticalmethodological alternatives was claimed to significantly contribute to the building of MS. Efforts were also made to investigate into how the relationship between the traditional MS and these alternative theoretical-methodological developments can be best explained scientifically and used in such a way so that MS should be most fruitfully applied in organizations and in the society.
EVAL_EXTRA:1 As the paradigm commonly means the apprehension of the world accepted by the csientific community, that is, a set of ideas, hypotheses, beliefs that lead its scientific activity, the incompatibility of paradigms could be presented in the following way: groups relying on different paradigms, when looking from the same point in the same direction, see different things Š10, 1970, p. 150Ë. ~~~ The pragmatist strategy develops the MS joining the best elements of trends that seem to even contradict each otehr, in accord with the criterion of practical applicability.
EVAL_EXTRA:The pluralistic vision means a continuous presence of a certain veriety of trends within the MS. Theoretical, methodological and practical developments will be mutually shaped.
EVAL_EXTRA:Contrary to the above analysed options for the MS, the pluralistic strategy is understood as offering excellent chances for a successful development of the MS. As regards the views on the paradigmatic incompatibility, pluralism is, at least in a preliminary manner, defended by the arguments that different theoreticalmethodological MS developments are necessary as a support to different antropologically established cognitive human interests Š3, 1972Ë: the technical interest in anticipation and control is supported by hard and cybernetic approaches, the practical interest in broadening mutual understanding of relevant stakeholders is supported by soft systems approaches, and the emancipatory interest in relieving the limitations imposed by power relations is supported by critical systems approaches.
EVAL_EXTRA:3. ~~~ Pluralistic systemic theoretical-method ological and applicable developments The three basic, relevant formal expressions of the pluralistic systems thinking and practice development may be specified and studied: a) System of Systems Methodologies, b) Total Systems Intervention, and c) Multimethodology.
EVAL_EXTRA:In the first place, the System of Systems Methodology (SiSiM) is a central instrument of the reasearc directed: theoretically, towards explaining the relationships between varied systemic founded methodologies and practically, towards identifying the achievement in the application of systems methodologies of management problem situations structuring in different problem contexts in organizations Š9, 1984, pp. 473 486; 4, 1990, pp. 657 668; 7, 2006 a, pp. 868 - 878Ë.
EVAL_EXTRA:The two basic dimensions of management problem situations in organizations are the following: a) the system dimension defines the nature of the system within which the problems under considerations are located, and b) the participant dimension determines the nature of the relations between the participants interested in the management problems situation and its improvement.
EVAL_EXTRA:Š16, 2006, p. 350; 17, 2007, p. 214Ë.: Figure 1.
EVAL_EXTRA:The System of Systems Methodology Indeed, hard systems thinking, that is, positivistic-functionalist approaches, e.g., classic Operational Research, System Analysis, System Engineering, are geared to the problems located within relatively simple-unitary contexts, as it is assumed that it is easy to identify indirect goals in the system under consideration, and that it can be modelled mathematically; Socio-technical and Situational Approaches, Systems Dynamics, Organizational Cybernetics, Theory and Methodology of Complexity as structuralist-functionalist approaches to designing complex adaptive systems are associated with the complex-unitary contexts, as they are deliberately focused upon understanding problem situations as extremely complex systems; Different soft systems approaches of the interpretative peradigm of systems thinking, e.g., Identifying and Testing of strategic hypotheses, the Interactive Management, Strategic Choice Approach, the Methodology of Soft Systems, Interactive Planning, Robustness Analysis, the Development and Analysis of Strategic Options, are identified with simple-pluralistic and complexpluralistic contexts; The forced problem contexts correspond with emancipatory systems approaches, e.g., the Critical Heuristics of the Systems, the Synergy Integration of the Team, and certain more recent post-modernist methodological developments.
EVAL_EXTRA:A particular, relevant pluralistic theoretical, methodological and applicable development in the Systems Movement is represented by the Total Systems Intervention (TSI) Š2, 1991, pp. 45 60; 6, 2000, pp. 368 373; 8, 2006 b, pp. 647 - 657Ë. Understood as a meta-methodology, the TSI could conduct academic research and counsel practitioners on which methodological approach is most beneficial in problem situations they deal with.
EVAL_EXTRA:The basic liabilities of critical systems thinking primarily identified as: critical and social awareness, human welfare and emancipation, and complementarism at academic and methodologi cal levels are incorporated into the TSI.
EVAL_EXTRA:Relevant organizational aspects and problems, highlighted by means of metaphors, may be linked with respective systems methodologies for intervention conduct. that varied vital aspects of organizations and their problems be identified and stressed.
EVAL_EXTRA:Different systems metaphors and methodologies may be used in a complementary manner in order The pluralism underlying the TSI is operationalized in each of its three key phases Figure 2.
EVAL_EXTRA:Š16, 2006, pp. 526Ë: Figure 2.
EVAL_EXTRA:A special, vital strength of the TSI is to link: pluralism in the creativity phase research into the management problem situations via different perspectives, that is, different conceptions of the world, with pluralism in the selection and implementation phases an appropriate management of different combined methodologies.
EVAL_EXTRA:Important for determining the context of the Multimethodology are: 1. the real world problem situation under consider ation, 2. the theories and methodologies available, and 3. the agents who make a selection and undertake intervention into a respective problem situation.
EVAL_EXTRA:Similarly, the overall context of Multimethodology is determined by the relationships established between: agents and methodologies/techniques, agents and problem situation, methodologies/techniques and the situation in question.
EVAL_EXTRA:Of course, any methodology or conceptual frame of ideas are, in reality, at the disposal of the agents, that is, those who use them in dealing with the problem situation Š12, 1997 b, p. 428Ë. Leaning on the theories and methodologies available, the conceptual system of intellectual resources is built up of the following two conceptual frames relevant for methodologies integration: 1. the conceptual frame for mapping methodolo gies, and 2. the conceptual frame for decomposition of methodologies.
EVAL_EXTRA:The conceptual frame for methodology mapping is the view that Multimethodology has to be expressed in the categories of two key properties of intervention: the multidimensional character of the problem situation under consideration a material, social, and personal worlds, and different types of activities to be undertaken understanding, analysis, estimation and action taking.
EVAL_EXTRA:Critical thinking is carried out through four phases: understanding problem situation as it is, analysis as to why it is as it is, estimating how the situation can be creatively changed, and acting towards generating change.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë Checkland, P. B, 1985, From optimizing to learning: a development of systems thinking for the 1990s, Journal of the Operational Research Society, Vol. 36, No. 9, pp. 757 - 767.
EVAL_EXTRA:Š2Ë Flood, R. L. and Jackson, M. C., 1991, Creative Problem Solving - Total Systems Intervention, John Wiley and Sons, Chichester.
EVAL_EXTRA:Š3Ë Habermas, J., 1972, Knowledge and Human Interests, Heinemann, London.
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EVAL_EXTRA:Š4Ë Jackson, M. C., 1990, Beyond a system of sys tems methodologies, Journal of the Operational Research Society, Vol. 41, pp. 657 - 668.
EVAL_EXTRA:Š5Ë Jackson, M. C., 1995, Present positions and fu ture prospects in Management Science, in: Understanding the Process of Operational Research - Collected Readings, Edited by Keys, P., John Wiley and Sons, Chichester, pp. 303 321.
EVAL_EXTRA:Š6Ë Jackson, M. C., 2000, Systems Approaches to Management, Kluwer/Plenum, New York.
EVAL_EXTRA:Š7Ë Jackson, M. C., 2006 a, Beyond problem struc turing methods: reinventing the future of OR/MS, Journal of the Operational Research Society, Vol. 57, pp. 868 - 878.
EVAL_EXTRA:Š8Ë Jackson, M. C., 2006 b, Creative Holism: A Critical Systems Approach to Complex Problem Situations, Systems Research and Behavioral Science, Vol. 23, No. 5, pp. 647 - 657.
EVAL_EXTRA:Š9Ë Jackson, M. C. and Keys, P., 1984, Towards a system of systems methodologies, Journal of the Operational Research Society, Vol. 35, pp. 473 - 486.
EVAL_EXTRA:Š10Ë Kuhn, T. S., 1970, The Structure of Scientific Revolutions, The 2nd edn., University of Chicago Press, Chicago.
EVAL_EXTRA:Š11Ë Mingers, J., 1997 a, Multi-paradigm Multimethodology, in: Multimethodology The Theory and Practice of Combining Management Science Methodologies, Edited by Mingers, J. and Gill, A., John Wiley and Sons, Chichester, pp. 1 - 20.
EVAL_EXTRA:Š12Ë Mingers, J., 1997 b, Towards Critical Pluralism, in: Multimethodology - The Theory and Practice of Combining Management Science Methodologies, Edited by Mingers, J. and Gill, A., John Wiley and Sons, Chichester, pp. 407 - 440.
EVAL_EXTRA:Š13Ë Mingers, J., 2006, Realising Systems Thinking Knowledge and Action in Management Science, Springer, New York.
EVAL_EXTRA:Š14Ë Mingers, J. C. and Brocklesby, J., 1997, Multimethodology: towards a framework for mixing methodologies, Omega, Vol. 25, No. 5, pp. 489 - 509.
EVAL_EXTRA:Š15Ë Morgan, G., 1997, Images of Organization, SAGE Publications, London.
EVAL_EXTRA:Š16Ë Petrović, S. P., 2006, Sistemsko mišljenje, Sistemske metodologije, Autorsko izdanje, Kragujevac.
EVAL_EXTRA:Š17Ë Petrovic, S. P., 2007, Systems Approaches to Solving Practical Problems, The 22nd European Conference on Operational Research EURO XXII, Prague, Czech Republic, July 8 - 11, 2007, p. 214.
EVAL_EXTRA:Š18Ë Petrovic, S. P., 2008, Coherent Pluralism in Managing Problem Situations, The 18th Triennial Conference of the International Federation of Operational Research Societies, IFORS 2008, Sandton, Johannesburg, South Africa, July 13 - 18, 2008, p. 77.
EVAL_EXTRA:Š19Ë Schwaninger, M., 2004, Methodologies in Conflict: Achieving Synergies between System Dynamics and Organizational Cybernetics, Systems Research and Behavioral Science, Vol. 21, No. 4, pp. 411 - 431.
EVAL_EXTRA:Š20Ë Tsoukas, H., 1993, The road to emancipation is through organizational development: a critical evaluation of Total Systems Intervention, Systems Practice, Vol. 6, pp. 53 - 70.
EVAL_EXTRA:The Corporate Social Responsibility and Stakeholder Management UDC 005.35 ; 347.72.032 dr Biljana Predić1, mr Maja Ivanović-Djukić2 1 Faculty of Economics Niš bpredic¿ptt.yu1 2 Faculty of Economics Niš maja.djukic¿eknfak.ni.ac.yu XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008. ~~~ Belgrade, Serbia Over the past decade, enterprises are put under a strong pressure of different stakeholder groups and there have been a lot of ethical and social problems such as murder crimes, smoking at the workplace, AIDS at the workplace, sexual harassment at the workplace etc.
EVAL_EXTRA:Liberalization of foreign trade has simultaneously resulted into an enormous increase in foreign trade transactions. ~~~ These transactions caused vast investments and eliminated the financial barriers, thus enhancing the mobility of multinational corporations.
EVAL_EXTRA:2. ~~~ Social responsibility concepts and stakeholder management development The corporate social responsibility (CSR) means a serious concern about the impact of the companys activity upon the society.
EVAL_EXTRA:
EVAL_EXTRA:The companys key liabilities, according to him, are of economic, legal, ethical and philantropis nature, which he represents in the form of a pyramid, therefore the social responsibility pyramid is born Š3 pp. 36-54Ë. Figure 1: The Social responsibility pyramid Source: Archie C.: Business and Society: Ethics and Stakeholder Management, South-Western College Publishing, Cincinati, Ohio, 1966, p. 39.
EVAL_EXTRA:For example, Preston quotes that 4 interest groups were identified in the General Electric Company as early as 1930: customers, employees, shareholders and social commuity. ~~~ Their interests had to be taken into consideration since their influence upon the companys successful performance was great Š5 pp. 361-375Ë.
EVAL_EXTRA:Therefore he defines stakeholders in the following way: Š6 pp. 364-369Ë (cid:190) Stakeholders are groups whose support help the company survive; (cid:190) Stakeholders may be any group or individual that affects or is affected by the performance in the organizational objectives achievement.
EVAL_EXTRA:A need for responsible behaviour of the company Economy and society are two interrelated factors that are mutually preconditioned.
EVAL_EXTRA:Therefore, by a responsible behaviour towards the society the companies create better business conditions, acquire resources by the transformation of which they create greater value, build higher reputation, and consequently achieve a more favourable competitive position. ~~~ The importance of responsible behaviour is further stressed by the following: moral obligations, sustainability, work licence and reputation.
EVAL_EXTRA:Andy Neely and Chris Adams depict the relationships between the company and its stakeholders in the following way: according to them, the stakeholders exert a certain influence upon the companys business operations and contribute to its achievements.
EVAL_EXTRA:
EVAL_EXTRA:The graphical presentation of the prism is the following: Figure 2: Performance prism Source: Andy Neely and Chris Adams: The Performance Prism Perspective, Journal of Cost Management, 1-2/2001, pp. 7-15 Hence, to ensure a positive influence of stakeholders upon the companys business operations it is necessary to identify their objectives (as sources of satisfaction).
EVAL_EXTRA:
EVAL_EXTRA:The competitive context consists of a number of elements Š1 pp. 78-94Ë: (cid:190) the quality and quantity of important inputs material and human resources (e.g. transport infrastructure, etc); (cid:190) rules and innitiatives that guide the competition (such as the intellectual property protection policy, transparency, safety against corruption, investment incentives, etc.); (cid:190) the volume and sophistication of demend, under the impact of such issues as the quality product standards and security, customer rights, fair relations with suppliers, etc.; (cid:190) local industries support, such as providers, equipment and parts manufacturers etc.
EVAL_EXTRA:It is necessary that organizations define the scope of a minimal level of obligations they will always honour to their stakeholders and the society as a whole Š8 p. 195Ë. ~~~ On one hand, the level of socially responsible behaviour depends on the ethics of the management and the employees in the organization.
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EVAL_EXTRA:Some of the key rules every company should observe are the following Š3 p.59Ë. (cid:190) manufacture and sell products that do not threat customers lives; (cid:190) avoid polluting water; (cid:190) observe the law in all aspects of business operations; (cid:190) promote sincerity, honesty, ethical behaviour among the employees; (cid:190) do not abuse advertising and commercials; (cid:190) grow environmentally-friendly relations; (cid:190) protect employees from sexual harassment; (cid:190) react promptly to customers problems; (cid:190) provide health care for the employees; (cid:190) give away money to charity and education improvement; (cid:190) use nuclear-free materials; (cid:190) continually upgrade the quality; etc.
EVAL_EXTRA:It was first implemented by Amy Domini, in 1990, in her analysis of 800 U.S.A. companies which she ranked according to the criteria of product quality, customer relations, results in environment protection standards implementation, philantropic behaviour, employee relations, etc. ~~~ Š9 p.51Ë. ~~~ It is important that simultaneously a legal act (code of ethics) be established to regulate the behaviour of all the employes in the organization towards the stakeholders and the society in general (customers in general, unions, etc.).
EVAL_EXTRA:REFERENCE Š1Ë Porter M. & Kramer M.: Strategy and Society: The Link Between Competitive Advantage and Corporate Cocial Resposibility, Harvard Business Review, 8 12/2006.
EVAL_EXTRA:Š2Ë Predić B. Djukić M.: Značaj društvene odgovornosti preduzeća, Ekonomske teme 10/2007.
EVAL_EXTRA:Ekonomski fakultet Niš Š3Ë Archie C.: Business and Society: Ethics and Stakeholder Management, South-Western College Publishing, Cincinnati, Ohaio, 1996.
EVAL_EXTRA:Š4Ë Cooper S.: Shareholder Wealth or Societal Welfar: A Stakeholder perspective, u knjizi Arnold G., Davies M.: Value based Management, Context and Application, John Wiley and Sons, 2000.
EVAL_EXTRA:Š5Ë Preston LE:Stakeholder management and corporate performance, 1994.
EVAL_EXTRA:Journal of Behavioral Economics Š6Ë Freeman E., Wicks A.,Parmar B: Stakeholder Theory and The Corporate Objective Revisited, Organization Science, Vol. 15, No. 3, May-June 2004.
EVAL_EXTRA:Š7Ë Neely A., Adams C.:The Performance Prism Perspective, Journal of Cost Management, 12/2001 Š8Ë Johnson G., Scholes K.: Exploring Corporate strategy: Text and Cases, Financial Times Prentice Hall, 2002.
EVAL_EXTRA:Š9Ë Pearce J.A. Robinson R.B.: Strategic Management, Formulation, Implementation and Control, McGraw Hill International Editions Analisis Motivasion of Management CHEMES A. S. HUMENNÉ UDC 005.32:331.101.3 Miloš Hitka1, Mária Sirotiaková2 1Faculty of Wood Sciences and Technologies in Zvolen 2Faculty of Economics in Poprad XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008.
EVAL_EXTRA:To be motivated means more than just to be happy or satisfied at work; motivated people try to do their best not for somebody elses sake but for themselves.
EVAL_EXTRA:2.
EVAL_EXTRA:Humenné.
EVAL_EXTRA:Within the scope of social care, the plant catering and health care exceed the regulations of the law, in that various types of recreational and sport activities, social assistance in serious cases, financial allowances to support culture, sport and services or recreation are organized and financed.
EVAL_EXTRA:To assess the factors, they had a five grades scale at their dispos al and the importance of individual motivational factors and satisfaction with their actual state were listed down from number 5 to 1. ~~~ The questionnaire had two functions: it provided information about an actual state of motivation in the company and at the same time it included the requirements of employees in this area.
EVAL_EXTRA:3 Results and discussion 3.1 Analysis of motivational factors Taking the differences into consideration we selected three positions worker, THZ and supervisor.
EVAL_EXTRA:Table 1 Analysed motivational factors Prestige Attitude of a supervisor Individual decision making Self-realization Social benefits Fair assessment of an employee Stress /stress elimination at place of work Seq.
EVAL_EXTRA:n. Motivational factor 1.
EVAL_EXTRA:2. ~~~ 3.
EVAL_EXTRA:4. ~~~ 5. ~~~ 6.
EVAL_EXTRA:8. ~~~ 9. ~~~ 10.
EVAL_EXTRA:11. ~~~ Working hours 12.
EVAL_EXTRA:Working environment 13.
EVAL_EXTRA:Working output 14.
EVAL_EXTRA:Working process 15. ~~~ Seq.
EVAL_EXTRA:n. Motivational factor 16.
EVAL_EXTRA:Atmosphere at place of work 17.
EVAL_EXTRA:Good working group Additional financial remuneration 18.
EVAL_EXTRA:19.
EVAL_EXTRA:Physical intensity of work 20.
EVAL_EXTRA:Job security Communication at place of work 21.
EVAL_EXTRA:22.
EVAL_EXTRA:Trade name Opportunity to utilize own abilities 23.
EVAL_EXTRA:Mental stress Scope of employment and its type 24.
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EVAL_EXTRA:Acquaintance with working result 25.
EVAL_EXTRA:26.
EVAL_EXTRA:27.
EVAL_EXTRA:28.
EVAL_EXTRA:29.
EVAL_EXTRA:30.
EVAL_EXTRA:Company vision Region development Education and personal development Relation of the company towards environment Free time Acknowledgement Basic pay Powers The respondents assessed the required and the actually perceived level of motivation of individual motivational factors by the means of a grade scale from one to five.
EVAL_EXTRA:Table 2 Comparison of required and actually perceived motivation by THZ Atmosphere at place of work Good working group Additional financial remuneration Physical intensity of work Job security Communication at a place of work Trade name Opportunity to utilize own abilities Scope of employment and its type Acquaintance with working result Seq.
EVAL_EXTRA:n. Motivational factor 1. ~~~ 2.
EVAL_EXTRA:3.
EVAL_EXTRA:4.
EVAL_EXTRA:8.
EVAL_EXTRA:9.
EVAL_EXTRA:10. ~~~ 11.
EVAL_EXTRA:
EVAL_EXTRA:Working hours 12.
EVAL_EXTRA:Working environment 13.
EVAL_EXTRA:Working output 14.
EVAL_EXTRA:Working process 15.
EVAL_EXTRA:16.
EVAL_EXTRA:17.
EVAL_EXTRA:18.
EVAL_EXTRA:19.
EVAL_EXTRA:20. ~~~ 21.
EVAL_EXTRA:22. ~~~ 23.
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EVAL_EXTRA:Mental stress 24.
EVAL_EXTRA:25.
EVAL_EXTRA:26.
EVAL_EXTRA:27.
EVAL_EXTRA:28.
EVAL_EXTRA:29.
EVAL_EXTRA:30.
EVAL_EXTRA:Powers Prestige Attitude of a supervisor Individual decision making Self-realization Social benefits Fair assessment of an employee Stress / stress elimination at a place of work Company vision Region development Education and personal development Relation of the company towards environment Free time Acknowledgement Basic pay Required Actual Difference state 4,54 4,62 4,70 3,54 4,68 4,49 3,89 4,46 4,41 4,38 4,22 4,41 4,54 4,49 4,38 3,68 4,73 4,16 4,00 4,35 4,70 4,49 4,38 4,30 4,32 4,32 4,32 4,22 4,43 4,70 state 3,08 3,32 2,30 3,22 2,73 2,95 3,41 2,68 3,46 3,11 3,81 3,19 3,62 3,19 2,59 2,70 3,24 3,05 3,05 2,92 2,43 2,78 2,73 3,16 2,54 2,95 3,49 3,41 2,49 1,92 P - S 1,46 1,30 2,40 0,32 1,95 1,54 0,48 1,78 0,95 1,27 0,41 1,22 0,92 1,30 1,79 0,98 1,50 1,10 0,95 1,43 2,27 1,71 1,65 1,14 1,78 1,37 0,83 0,81 1,90 2,78 Graph 1 Required and actually perceived level of motivation by THZ The THZ working in CHEMES a. s., Humenné also marked the basic pay, fair assessment of an employee and additional financial remuneration as poor motivational factors.
EVAL_EXTRA:Table 3 Comparison of required and actually perceived motivation by supervisors Seq. ~~~ n. Motivational factor 1. ~~~ 2. ~~~ 3. ~~~ 4. ~~~ 5. ~~~ 6. ~~~ 7. ~~~ 8. ~~~ 9. ~~~ 10. ~~~ 11. ~~~ 12. ~~~ 13. ~~~ 14.
EVAL_EXTRA:15. ~~~ 16.
EVAL_EXTRA:17.
EVAL_EXTRA:18.
EVAL_EXTRA:19. ~~~ 20.
EVAL_EXTRA:21. ~~~ 22.
EVAL_EXTRA:Atmosphere at a place of work Good working group Additional financial remuneration Physical intensity of work Job security Communication at place of work Trade name Opportunity to utilize own abilities Scope of employment and its type Acquaintance with working result Working hours Working environment Working output Working process Powers Prestige Attitude of a supervisor Individual decision making Self-realization Social benefits Fair assessment of an employee Stress / stress elimination at a place of work Required Actual Difference state 4,65 4,65 4,41 3,18 4,59 4,29 3,88 4,29 4,18 4,29 3,82 4,00 4,29 4,00 4,06 3,53 4,47 4,06 4,06 3,94 4,59 3,94 state P - S 3,12 1,53 1,06 3,59 1,53 2,88 3,35 -0,17 1,65 2,94 1,53 2,76 0,29 3,59 3,24 1,05 0,83 3,35 1,35 2,94 3,29 0,53 1,18 2,82 0,58 3,71 0,59 3,41 2,82 1,24 0,59 2,94 1,29 3,18 3,35 0,71 0,82 3,24 0,82 3,12 1,88 2,71 2,65 1,29 Seq. ~~~ n. Motivational factor 23.
EVAL_EXTRA:24. ~~~ 25. ~~~ 26.
EVAL_EXTRA:27.
EVAL_EXTRA:28. ~~~ 29. ~~~ 30.
EVAL_EXTRA:Mental stress Company vision Region development Education and personal development Relation of the company towards environment Free time Acknowledgement Basic pay Required Actual Difference state 3,82 3,88 4,00 4,24 3,82 3,88 4,41 4,71 state P - S 3,00 0,82 1,00 2,88 1,59 2,41 3,24 1,00 0,53 3,29 0,82 3,06 1,76 2,65 2,59 2,12 Graph 2 Required and actually perceived level of motivation by supervisors In the relationship between the importance of motivators and employees´ satisfaction we observed the dissatisfaction in the group of supervisors as well as in the groups of THZ and workers with issues such as basic pay, additional financial remuneration and fair assessment.
EVAL_EXTRA:3.2 Creation of groups of motivationally oriented employees We made a statistic verification of motivational factors by means of cluster analysis.
EVAL_EXTRA:In order to analyze the similarities in the motivational profiles of employees for individual job groups (worker, THZ, supervisor) we applied the method of agglomerate hierarchic clustering. Its principle is that a group of elements gradually converge together, the nearest elements converge and in next steps more and more far-distant ones join.
EVAL_EXTRA:Graph 3 Hierarchic cluster analyses of motivational profiles of THZ and supervisors of CHEMES, a. s., Humenné Motivators of individual groups are very similar.
EVAL_EXTRA:The basic pay as a motivator occupies the top position in almost all groups, in groups number 4 and 5 its average value is 5. the members of the fifth group consider the factor of money the most important one, all three motivators are positioned at the top of the list and have a maximum average value 5.
EVAL_EXTRA:It is necessary to realize that if there are bad working relations at work place, the employees do not feel good in their collective and they are stressed, it influences their work performance and finally the business results of the company.
EVAL_EXTRA:Table 4 Summary of most motivating factors for a group of THZ employees + supervisors Scope of employment and its type 6. ~~~ 7.
EVAL_EXTRA:Working output 8. ~~~ Company vision 9.
EVAL_EXTRA:Additional financial remuneration 10.
EVAL_EXTRA:Job security 6. ~~~ Additional financial remuneration 7. ~~~ Opportunity to utilize own abilities 8.
EVAL_EXTRA:9.
EVAL_EXTRA:Acknowledgement 10.
EVAL_EXTRA:Acquaintance with working result Fair assessment of an employee Job security Average s. ~~~ n. Motivational factor 4,67 4,60 4,60 4,53 4,53 1st group of THZ + supervisors Average s. ~~~ n. Motivational factor s.
EVAL_EXTRA:n. Motivational factor 4,88 1.
EVAL_EXTRA:Atmosphere at a place of work 4,88 2.
EVAL_EXTRA:Fair assessment of an employee 4,75 3.
EVAL_EXTRA:Good working group 4.
EVAL_EXTRA:Attitude of a supervisor 4,75 5.
EVAL_EXTRA:Communication at a place of work 4,63 2nd group of THZ + supervisors s.
EVAL_EXTRA:n. Motivational factor 1.
EVAL_EXTRA:Good working group 2.
EVAL_EXTRA:3. ~~~ Basic pay 4. ~~~ Atmosphere at a place of work 5.
EVAL_EXTRA:Attitude of a supervisor 3rd group of THZ + supervisors Average s. ~~~ n. Motivational factor s.
EVAL_EXTRA:n. Motivational factor 1.
EVAL_EXTRA:Basic pay 4,64 2.
EVAL_EXTRA:Opportunity to utilize own abilities 4,55 3.
EVAL_EXTRA:Communication at a place of work 4,55 4,45 4.
EVAL_EXTRA:Working output 5.
EVAL_EXTRA:Individual decision making 4,45 4th group of THZ + supervisors Average s.
EVAL_EXTRA:n. Motivational factor s.
EVAL_EXTRA:n. Motivational factor 5,00 1.
EVAL_EXTRA:Basic pay 4,92 2. ~~~ 3.
EVAL_EXTRA:Good working group 4,83 4.
EVAL_EXTRA:Additional financial remuneration 4,83 5.
EVAL_EXTRA:Acknowledgement 4,83 5th group of THZ + supervisors s.
EVAL_EXTRA:n. Motivational factor 1.
EVAL_EXTRA:Additional financial remuneration 5,00 5,00 2.
EVAL_EXTRA:5,00 3.
EVAL_EXTRA:Basic pay 4.
EVAL_EXTRA:Good working group 4,88 4,88 5. ~~~ Average s. ~~~ n. Motivational factor Fair assessment of an employee Job security Job security Fair assessment of an employee 6. ~~~ 7. ~~~ Additional financial remuneration 8. ~~~ 9. ~~~ Attitude of a supervisor 10.
EVAL_EXTRA:Powers Job security 6.
EVAL_EXTRA:Attitude of a supervisor 7.
EVAL_EXTRA:Fair assessment of an employee 8.
EVAL_EXTRA:Atmosphere at a working place 9.
EVAL_EXTRA:Communication at a working place 10.
EVAL_EXTRA:Education and personal development Average 4,63 4,63 4,63 4,50 4,50 Average 4,47 4,47 4,47 4,40 4,33 Average 4,45 4,36 4,36 4,36 4,27 Average 4,83 4,75 4,67 4,67 4,67 Average 4,88 6.
EVAL_EXTRA:Working hours 4,88 7.
EVAL_EXTRA:Attitude of a supervisor 4,75 8.
EVAL_EXTRA:Opportunity to utilize own abilities 4,75 9.
EVAL_EXTRA:Mental stress 10.
EVAL_EXTRA:The results of cluster analyses showed that not only currently implemented motivational factors must be developed but also it is necessary to create some space for application of other critical motivators. ~~~ At present the company motivates all its employees in the same way and implements the motivational factors such as: remuneration and assessment, education and communication.
EVAL_EXTRA:REFERENCES Š1Ë Bajcura, A.: Teória a prax riadenia v súčas ných podmienkach rozvoja ekonomiky.
EVAL_EXTRA:Bratislava: Vydavate?stvo a nakladate?stvo ROH, 1985 Š2Ë Heller, R.: Príručka manažéra.
EVAL_EXTRA:Ikar, Bratislava 2005, ISBN 80-551-0882-X Š3Ë Hitka, M.: Metodika analýzy motivátorov v podnikoch DSP.
EVAL_EXTRA:TU Zvolen, 2004.
EVAL_EXTRA:ISBN 80228-1331-1 Š4Ë Koubek, J.: Personální práce v malých pod nicích.
EVAL_EXTRA:Grada, Praha 1996, ISBN 80-247-0602-4 Š5Ë Kolektívna zmluva na rok 2007, interný mater iál, odbor personálnych činností CHEMES, a.s. Š6Ë http://www.dieradosveta.sk Š7Ë http://www.wikipedia.org Š8Ë http://www.xenium.sk Note: This work is a result of solution of the project titled VEGA 1/4647/07 Dynamic Model of Human Potential Motivation Book review CONTROVERSIES OF LEADERSHIP Leposava Grubić Nešić (2008), Knowing How to be a Leader, Novi Sad: AB Print, ISBN 978-86-907943-1-7 Questioning the theory and practice of leadership is important for a number of reasons.
EVAL_EXTRA:These are, most often, the requirements of the task, the expectations and the behaviours of the persons of the same rank and of the employees, the given organizational policy and culture. ~~~ A broader interpretation within this theory is offered in Hersey-Blanchards situational model of leadership oriented towards the study of the followers willingness to take responsibilities, skills, capabilities and experience required to accomplish a task.
EVAL_EXTRA:She infers the differences in the behaviours of the male and female leaders on the basis of the identification and self-authorisation criteria. ~~~ Here she states that men leaders, opposite to women, identify themselves with others more easily (similar to them B. R. Nj.), especially in cases of non-ethical behaviour; they also have a higher perception of self-authorisation, i.e., the feeling that they command more authority compared to others.
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EVAL_EXTRA:Doc. dr Biljana Ratković Njegovan (Prof. dr Maja Levi Jakšić) Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
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EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2]
EVAL_EXTRA:Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. ~~~ Proceedings of work, SINFF-N, page 75 -81.
EVAL_EXTRA:Zlatibor UDC 005 ISSN 1820-0222 2009 - 52 Number 52, Year XIV September 2009.
EVAL_EXTRA:Faculty of Organizational Sciences - Belgrade Publisher Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Markovi ć, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of Interna tional Department Jovan Filipović, Ph.D. Editorial Board: Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Econ omics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sci ences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak R epublic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Educat ion, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950 868 E-mail: manage¿ fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820 -0222 = Management (Engl.
EVAL_EXTRA:ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Diversity of specific quantitative, statistical and social methods, techniques and management models in management system Gheorghe Savoiu, Ondrej Jaško, Mladen Čudanov Operational risk management in financial services and the new Basel accord Vesna Bogojević Arsić Metadata and website design for statistical data dissemination Miroslav Hudec, Pavol Buchler Advantages and disadvantages of project financing Sladjana Benković, Miloš Milosavljević Process approach as a basis for BSC implementation and improving of organizational performance Zoran Radojević, Ivan Stefanović, Dragana Velimirović Advertiser perception of the internet as a marketing communication vehicle: Case study Khalid Alrawi The strategy of the international monetary fund in financing its member countries Slobodan Marković, Biljana Lazić Bond yields and yields variations on bonds in Montenegro Vladimir Kašćelan, Borko Božović Diversity of Specific Quantitative, Statistical and Social Methods, Techniques and Management Models in Management Sistem UDC: 005.3 Gheorghe Savoiu1, Ondrej Jaško2, Mladen Čudanov2 1Faculty of Economic Science, University of Pitesti 2Faculty of Organizational Sciences, University of Belgrade The application of specific methods of various backgrounds in management increases over time.
EVAL_EXTRA:The methods of stimulating the personnels creativity within the organization, as a result of an interweaving with the psycho-sociological disciplines, as well as those of communication and public relations, combine some simple, yet efficient techniques in many concrete situations, which call for creativity; their relevance here is that of establishing new relations between people, things and ideas Š1Ë, and also creating new connections: a1. the technique of forcing thinking, or Alex Osborns checklist consists in reviewing all the aspects of a problem or issue, on the basis of a list, the aims of which are primarily to facilitate transforming the problem through operations used in a different manner, or bearing a different sense, such as similarity, modification, augmentation, diminution, replacement, rearrangement, reversing, combination and dissociation; furthermore, it can generate different perspectives on the respective problem; a2. the technique of the list of attributes or of the qualitative list consists in drawing a list of attributes or qualities that an object or a problem has, then trying to change or modify each attribute or group of attributes in a number of modalities as large as possible (it is the modern variant of Alex Osborns list, developed by Robert Platt Crawford). a3. the technique of the case studs represents the simplest, yet most efficient variant of making the participants directly confront a real-life, genuine situation, taken as a typical example, representative of a whole set of challenging, problem-posing situations and events; a4. the technique of the question why?, and the technique of repeatable questions represent another two very techniques of creativity stimulation, consisting in developing a subject by means of questions; the former, which is quite old and comes from Asia, helps to solve the problem that eluded the managers attention, in a first stage, as the latter is a bit more nuanced, and the questions are asked to emphasize a certain direction, be it causal, relational, successive, oscillating, etc.; a5. the technique of the cause and effect diagram, similar to the fishbone-maps technique, which gives the possibility of evincing the sources of a problem, issue, event or result, being used as a group technique, as a creative process of generating, organizing and attentively analysing the causal mechanism of an effect, both major (i.e. the main causes), and minor (i.e. the secondary causes); a6. the technique of solving the problems in a processrelated manner, using seven steps structures the reaction to a certain problem in several steps, which cover the function of managerial decision-making, in four major steps, i.e. planning the decision (in keeping with the following steps: step I identifying the problem and the necessary changes, as well as minutely describing the problem, step II describing the processes and relationships through drawing a map, setting the performance standards, step III making a diagram that includes the causes and effects of the problem, or a tree of the problem, and step IV conceiving a detailed action plan starting from the solutions found), implementing the decision (exclusively through step V, i.e. communication of the plan to the parties involved, and to the parties interested, as well as application of the steps planned, and monitorizing that application), evaluation of the impact of the decision made (which only consists of step VI, i.e. review and evaluation of implementation and of the changes produced through comparing them to the performance standards), and the final step, i.e. improvement, or adjustment of the effects of a future decision (made up of a single step, step VII, i.e. reflection on the basis of the new information, evaluation of the entire process, and improvement of it, where a similar future situation needs better results). a7. the technique of free association is based on the flow of the conscious ideas that can be inferred, and along the network of associations of a linear type (in accordance with the principle the each idea that emerges through association starts from the previous idea), and also of a radial type (each new idea has its origin in the central idea, not in the previous one hence the name of this technique, star bursting or stellar explosion). a8. the technique of the metaphor, or the technique of lateral thinking, consists in representing the problem in a non-conventional manner, which resignifies it in order to change the participants mood, their rhythm of work, in order to stimulate creativity through novelty and the sheer challenge of the task, to underline the practical side of the process, as the technique generates strong artistic and jocular / play-related implications, and assuming a written form (story, essay, etc), graphical (diagrams, collage, etc.), spatial or three-dimensional (sculptures, model constructions, etc.), sonorous (tunes, songs, etc.), kinetic (drama, mimicry, etc.). a9. brainstorming Š2Ë is a two-step technique, the former step pursuing the generation of ideas and their expression as freely as possible, without any judgment/evaluation being done, and the latter seeks to create a free, associative atmosphere, that of a creative group, through assessing the quality of the ideas after all the ideas have been expressed.
EVAL_EXTRA:The essence of brainstorming lies in separating and specifying / lending precision to the psychological operations present in the act of creation, so as to maximized the efficiency of each of those, gradually turning the organization into a milieu/ environment favourable to idea-production and contagion through chain-association (by means of creative groups). a10. the Frisco technique is a staged variant of brainstorming that is characterized by the fact that the participants plays roles imposed upon them (managerial roles in essence), which cover a certain dimension of the managerial personality, from a multiplied perspective, offering new solutions for the complex and difficult problems of the organization, by using simple and efficient ways.
EVAL_EXTRA:Acting is based on different parts, in keeping with the colour of the hat chosen, and so the technique of the thinking hats becomes one belonging to the interactive type, derived from brainstorming, yet retaining the elements characterizing it as a technique of stimulation of the participants creativity; A11.brainwriting is different from brainstorming through the mandatory written form of the generation and capturing of the ideas, thus desinhibiting the fear of ridicule, the dominating tendencies of certain people, the potential conflicting situations, etc. a12. the technique of the nominal group takes over, in order to annul the effect of antagonistic arguments, the best of both brainstorming and brainwriting, but in addition presupposes using a group made up of people who do not know one another, and who were brought together in order to solve a certain problem; a13. the technique of the Philips 66 reunion represents a temporally condensed variant of brainstorming, in which the object of consultation is not merely individuals, but teams made up of (usually 6) individuals; the duration of the talks is very short, as a consequence of allotting at most one minute per participant in order to express their opinions); a14. the technique of the panel reunion is a participative management technique, the grounding of which remains the permanent dialogue, having the character of a debate between two groups of people who met to make certain decisions concerning the range of problems specific to the organization.
EVAL_EXTRA:The frequent case when the panel reunion is applied is reflected by the activity of the boards of administration in their relations with the shareholders general assembly; a15.
EVAL_EXTRA:Very much as Osborns brainstorming is recommended when there are several ideas, so Gordons technique is recommended for selecting one single idea, or in identifying an entirely new solution; a16. synectics, a technique developed by the same William Gordon, also called the method of the analogies, brings together completely different elements to formulate ideas and hypotheses, through the reasoning of analogy (its name comes from Greek synectikos, which can be translated as bringing together various/ different elements, which in fact suggests the very fundamental principle of the method, namely the association of apparently unrelated ideas).
EVAL_EXTRA:Specific statistical methods connected to efficiency B. ~~~ The specific statistical methods of managerial analysis starting from the criteria of efficiency are the result of integrating careful statistics and economics with ecological analysis within the contemporary methodical arsenal of the organization manager, and they include: b1. the method of energy analysis, which is based on the method of the energy balance, focuses on assessing the potential of energy conservation, establishing an optimal level of that potential, and consequently on setting up an optimal managerial decision regarding the conservation of energy by having recourse to coherent measures. ~~~ Cassette no 1.
EVAL_EXTRA:The general equation of a quantitative energy balance is a reflection of the content of the first principle of thermodynamics, which is expressed in a nutshell by the following formulation: the sum of all the quantities of energy entering (SWI) the contour of the flow of executing the product or of the firms activity (defining energies of every form, expressed in the equivalent of only one form of energy) is equal to the sum of all the amounts of energy coming out (SWE) of the same contour: S WI = S WE .
EVAL_EXTRA:As part of the energy that comes in (SWI) two major components are defined, namely the energy effectively entered into the contour from the outside, and the thermal energy generated from the inside through exothermal chemical reactions (when such energies occur effective ly); likewise, within the energy gone out (SWE) two other significative components are defined, through the effectively used energy, and the energy lost from the contour.
EVAL_EXTRA:The energy used or valued in a useful / efficient manner within the contour of the flow of executing the product is, in its turn, divided in two components, in keeping with the main technological flow, directly generating the product of the firm, and other processes or secondary flows of the firm.
EVAL_EXTRA:Thence several conceptualizations appear Š5Ë, useful for making the energy analysis, defined as energy efficiency rate: 1. the global efficiency rate = the efficiently used energy / the energy coming from the outside, and generated within the contour, 2. the internal global efficiency rate = the efficiently used energy in the main technological flow / the energy coming from the outside, and generated within the contour, 3. the economic efficiency rate = the efficiently used energy / the energy entering the contour from the outside, 4. the internal economic efficiency rate = the energy efficiently used in the main technological flow / the energy entering the contour from the outside.
EVAL_EXTRA:The specific consumption (cX) of energy W for executing a unit of product x, realized in the total quantity Q, is a final indicator significative for the energy balance, defined by the relation: c x = SW / Q x . b2. the method if exergetic analysis appeared with a view to improving the method of the energy balances, as a means of investigation and calculation having energy and ecological implications.
EVAL_EXTRA:Exergy evinces the quality of energy, a type of energy being all the more valuable as it contains more exergy.
EVAL_EXTRA:Anergy underlines, in the current stage of scientific knowledge, the lack of the capacity of transforming a certain kind of energy.
EVAL_EXTRA:The general equation of a exergy balance validates both the principle of the conservation of energy, and the quantitative energy balance (or energy balance proper), and the principle of the degradation of energy during the irre¬versible transformations, and is virtually identical to the equation of the energy balance, except fort he fact that each component of energy is in turn divided, within the exergy balance, into exergy (E) and anergy (A), so that: W = E + A , and S W = S (E + A) Thus appear the exergy deficits (DE), and the anergy surpluses (DA) at the exit from the contour of the flow of execution of the product, or of the firms activity, the former indicating the size of the transformations irreversibility, and being equal to the latter within the contour (DE) = (DA).
EVAL_EXTRA:The exergy deficit (DE) can be reduced through managerial decisions aiming at thermodynamic improvements of the contour, the rational direction of the energy flows, augmenting the efficiency of the energy transformation rates, and through turning to account the secondary energy resources. b3. the analysis of the restrictions and of the synchronous production, initiated by Goldratt Eliyahu, develops a set of programmes that organize and structure the activities within the economic processes, in the natural hypothesis of the limitation of the resources, tools and materials, machinery and equipment, personnel, and of any other restrictions which can affect the possibility for an organization to realize a certain production programme, thus laying the foundation of a new specific management method, briefly designated by the name of the method of the restriction analysis.
EVAL_EXTRA:In analysing restrictions the following notions are also used: drum, buffer, and rope.
EVAL_EXTRA:If the production system contains a tight spot, this is the best checking point, and it will be called a drum, because it sets the rhythm in which the rest of the system (or those parts that it influences) works (or beats).
EVAL_EXTRA:Putting and maintaining, before the tight spot, a buffer appears as an immediate necessity, in order to permanently ensure something to work on, as the production of this tight spot determines the firms turnover.
EVAL_EXTRA:Likewise, within the flow, communication will be made upstream, in order to prevent a large stock forming, which would immobilize the firms money.
EVAL_EXTRA:However, the support of information, or negentropy, appears as being a practical solution by means of extending, through knowledge, the traditional resources available, or via substituting them for new resources. b5. value analysis Š8Ë or value engineering constitutes one of the most interesting specific management techniques, which ensures the necessary balance between the use values projected, and the costs due/appropriate to their execution; they are defined through expressly analysing the product, the function of the product and its use value.
EVAL_EXTRA:The range of the problems related to dimensioning the functions, from both the technical and the economic standpoint, is determinant in value analysis.
EVAL_EXTRA:The correct evaluation of the level to which a function is realized, by means of the characteristic measuring units, is called the technical dimensioning of the product function.
EVAL_EXTRA:The economic dimensioning of the functions presupposes the analysis of the product submitted to value analysis, from the producers point of view, determining the means or resources consumed for the realization of the product, as well as its cost.
EVAL_EXTRA:In applying value analysis, the following steps are taken in economic practice: the stage of the preparatory measurements, the analysis of the social need, the analysis and evaluation of the existing situation, the conception or re-conception of the product, approval of the optimal solution, the execution, and the checking of the application.
EVAL_EXTRA:Value analysis represents a method having a very special character of generalization.
EVAL_EXTRA:The method of value analysis, or value engineering, can be applied to any product, organization, and even managerial system, going beyond its boundaries, and proving apt to successfully being tailored for the whole social and political system.
EVAL_EXTRA:Value analysis or value engineering imposes a new type of approach in organization management, responding to the components of the system through the intermediary of their functionality, and ignoring managerial procedures, and even the existing organizational structures, built exclusively on productive-constructive bases, which can lead to obtaining spectacular results, to improving the performances of the system, and increasing its economic potential.
EVAL_EXTRA:This brief historical sketch of value analysis emphasizes perhaps one of the most promising specific management methods, in the perspective of an expected resource crisis.
EVAL_EXTRA:In order for the product to work properly in the conditions when substitute materials were used, all of them had to be re-designed.Š9Ë The theory of value analysis, succinctly described by L.D. Miles, presupposed defining the notion of product value starting from the difference of content which that notion involved, for the buyer, and for the producer.
EVAL_EXTRA:The two notions can merge into only one simple notion, that of value, which additionally implies the conclusion that the value of the product can be augmented either through diminishing the value-for-the-producer, or the cost value, or through increasing the value-for-the-buyer, or multiplied through both variants, cumulated in point of effects.
EVAL_EXTRA:This is, succinctly and in rather general terms, the concept of value elaborated at the General Electric Company, which also achieved, over a very short interval, important annual savings.
EVAL_EXTRA:This procedure of analysis of the firm General Electric was taken over by the Ford corporation, after 1958, and then by the companies coordinated by the Department of the USA Air Force, and, subsequently, by an increasing number of American companies, and, beginning with the year 1960, by some European firms.
EVAL_EXTRA:Nearly a decade after the emergence of the method, new extended solutions appeared at General Electric.
EVAL_EXTRA:To begin with, the typology of values was diversified, so the theory acknowledged the existence of four categories of values, namely: use value, estimation value, cost value, and exchange value.
EVAL_EXTRA:The first two categories synthesize the minimal costs necessary in order to configure the defining functional and psycho-sensorial attributes or characteristics of the product.
EVAL_EXTRA:In estimating quality by means of value, the product is redefined as the ensemble of utilities, and of relationships with its users.
EVAL_EXTRA:The other values, bringing together the production costs, or those recognized through exchange, are evaluations realized not in proportion to the material costs, but rather in proportion to the satisfaction the buyer gets after using the product.
EVAL_EXTRA:A first significant result of the method was that many manufacturers were tempted to use substitute materials.
EVAL_EXTRA:L.D. Miles set up a team made up of specialists coming from various compartments involved in designing a product, with a view to methodically and systematically analyzing the value of the designed and manufactured product. ~~~ In the sixth decade of the last century, H. Erlicher, who had, in the meantime, become the Secretary of the Armed Forces, used his position to extend the method of value analysis.
EVAL_EXTRA:Yet, the method was simultaneously utilized by the USA Navy Office, who initiated a target-programme aimed at reducing the costs of the ships and adjoining equipment, as early as the design phase, which yielded excellent results in the years 1955 and 1956.
EVAL_EXTRA:The year 1956 was in fact the year when value analysis, now alternatively defined as value engineering in the activity of design, substantially developed thanks to the US Secretary of Defence, Robert McNamara.
EVAL_EXTRA:Using value analysis led to eliminating many unjustified costs, in direct proportion to the use value of the product; in only five years, the amount saved rose to something like over $14 million..
EVAL_EXTRA:Value analysis is also defined through a number of fundamental principles: I the principle of functional analysis, in keeping with which the functional characteristics are much more important than the structural ones, II the principle of the double dimensioning of the functions, namely their technical dimension expressed through specific technical measuring units, and the economic dimension expressed through costs, III the principle of the maximization of the ratio between the use value and cost (increasing the products competitiveness through maximizing the use value in parallel to minimizing the costs), IV the principle of the final hierarchization of the products functions, starting from the simple relation of ordering S* = S S / P, where S* represents the average rank of importance, of the individual level of importance S allotted through order numbers, resulting from the number of analysis matrixes of the P type (assigning the level of importance is called up in proportion to the number of functions that define the product) Š10Ë V the principle of the systemic approach to use value, as the newly created products, on the whole, respond to certain individual/social needs, but not at any rate their subsets or components parts.
EVAL_EXTRA:
EVAL_EXTRA:Specific statistical methods connected to previsioning Revisions represent an interesting sociological answer, but mainly a mathematical and statistical one, given to management in order to help it design and plan decision-making and organizational alternatives more easily, either as individual techniques, or as ensembles of techniques that are rather various, yet homogeneous through the object predicted: c1. the Delphi technique provides contiguity in solving a problem, by the agency of addressing questionnaires, or even rounds of questionnaires, to people who are at a considerable distance from one another (as a rule, experts in the domain under investigation, and, more rarely, a number of people who are directly interested); the aim of this technique is also to extract an organizations problems, and in order to make sure the initiative or the move will work, it is imperative to clearly establish the domain and the precise delimitation of the problem, the judicious choice of the participants, the processing, the synthesis, the interpretation and the presentation of the answers with a lot of competency, as well as allowing the participants sufficient time to answer; c2. the set of the technological previsioning techniques comprises various techniques, from the technique of the scenarios, the pattern technique, the morphological technique, the technique of the matrix of discoveries, possessing a higher degree of use in the organizations managerial practice, to the technique of technological prevision through analogy, the technique of the precursory events, the technique of international comparation, and even the technique of opinion polls / canvassing, whose utilization is relatively lower in point of frequency.
EVAL_EXTRA:The technique of the matrix of discoveries makes predictions through combining only two factors (either both technical or technological, or one technical or technological and the other economic); c3. the set of the techniques of trend estimation combines the statistic techniques of adjustment and extrapolation of the chronological series of data; c4. the set of the techniques of stochastic and econometric modelling puts into effect variegated statistical and mathematical techniques, starting, in principal, from the technique of self-regressive modelling and the technique of econometric modelling.
EVAL_EXTRA:The typical methods of the managerial activity are the methods of maximal organizational generalization, and they include: d1. the meeting, or reunion (both names, although different, designating the same institutionalized form of dialogue, taking place in keeping with pre-established rules, where, through the confrontation of the participants opinions, regulations and rules are set/established, and decisions are made; simultaneously, it also becomes the solution that usually serves the communication problems); d3. the control panel is a useful technique, notably in top organization management, interested in possessing synthetically, simple and prompt situations concerning the general state, as well as the organizations time and space performance.
EVAL_EXTRA:
EVAL_EXTRA:This integration of natural phenomena and their consequences is mathematically specified as exposure: Risk = Hazard x Vulnerability x Value. d2. the delegation (a decision that transfers tasks to the collaborators, especially in the periods of managerial over-occupation, and develops a favourable climate for amplification of the subordinates initiative); Evaluating the social and economic impacts of natural catastrophes involves a number of different disciplines ranging from earth and weather sciences, to management, economics, mathematics, statistics, physics, engi neering, demography, etc.
EVAL_EXTRA:REFERENCES Š1Ë Dumitrescu, M., Altar, M., Bran, P., Barbulescu, C., Russu, C., Stolojan, Th., (1990), Enciclopedia conducerii întreprinderii, Editura Stiintifica si Enciclopedica, Bucuresti.
EVAL_EXTRA:Š2Ë Osborn, A.,(1980), Wake Up Your Mind!
EVAL_EXTRA:101 Ways To Develop Creativeness, Charles Scribners Sons New York, (an edition reprinted after the original 1952 variant), page 34.
EVAL_EXTRA:The authors synthetic formulation best describes the essence of the method: If you try to get, at the same time, from the same tap, warm water and cold water, all youll get will be lukewarm water.
EVAL_EXTRA:If you try to criticize and at the same time create, you will not be able to criticize dispassionately, nor will you be able to generate ideas with enough warmth.
EVAL_EXTRA:Š3Ë Edward de Bono,(1970), Lateral Thinking: Creativity Step by Step, Harper and Row, New York.
EVAL_EXTRA:Š4Ë Gordon,W.,(1961),Synectics: The Development of Creative Capacity, Harper and Row, New York.
EVAL_EXTRA:Š5Ë Preda, G., Lutu, M.,(1998) Management si know-how.
EVAL_EXTRA:Utilizarea eficienta a resurselor energetice si materiale, Editura S.C. Romcartexim S.A., Bucuresti, , pp.100-135. ~~~ Š6Ë Z.,Rant, (1964), Exergie end Anergie.
EVAL_EXTRA:Wissenschaftliche Zeitschrift der TU Dresden, pp.1145-1149. ~~~ Š7Ë Naftanaila, I., (2004), Managementul restrictiilor.
EVAL_EXTRA:Sinteza, Editura A.S.E., Bucuresti, pp 4 5.
EVAL_EXTRA:Š8Ë Value analysis developed as a result of an initiative appeared in the 1950s, within the American firm General Electric.
EVAL_EXTRA:The supply director of theat firm, namely H. Erlicher, remarked that in many cases coming back to the original projects, for which scarce material were provided, was not justified, as the new products functioned as well as the older ones, and especially at much smaller prices.
EVAL_EXTRA:The target of reducing the costs in the conditions of a qualitative level that was at least constant, established as a poit of reference, was transmitted as an objective to L.D.Miles, the head of the supply service of on eof the companys divisions, based in Baltimore.
EVAL_EXTRA:Taking into account a number of aspects concerning the costs of the current products, but also the costs of the new products, in 1947, L.D.Miles elaborated a specific, functiononal and systematic method of management for decreasing costs, which he called value analysis.
EVAL_EXTRA:Š9Ë If L.D. Miles used the name of value analysis, or search for value, subsequently the Navy Office of the American Fleet used the term of value engineering in order to describe value analysis in the design / project stage.
EVAL_EXTRA:Thus a confusion appeared, which lasted for a long time.
EVAL_EXTRA:The terms in question are utilized to indicate the stage for which the procedure is applied (i.e. an already existing product, or at the level of product con¬ception/design).
EVAL_EXTRA:Š10Ë Ionita, I., (1984), Analiza valorii, Editura Stiintifica si Enciclopedica, Bucuresti, pp.11.
EVAL_EXTRA:Š11Ë Danaiata, I., Bibu, N. A., Prediscan, M., (2002), teoretice, Editura Mirton, Management.Bazele Timisoara, pp. 295-296 Š12Ë Iwan, W.D, (1998), Mitigation Emerges as Major Strategy for Reducing Losses Caused by Natural Disasters, Science Vol 284, pp. 1947 1963.
EVAL_EXTRA:Š13Ë Grothmann,T.,Reusswig, F.,(2006), People at Risk of Flooding: Why Some Residents Take Precautionary Action While Others do not, Natural Hazards 38: 101120, DOI 10.1007/s11069-005-8604-6.
EVAL_EXTRA:Operational Risk Management in Financial Services and the nev Basel Accord UDC: 005.334 Vesna Bogojević Arsić Fakultet organizacionih nauka, Jove Ilića 154, Beograd, bogojevic¿fon.bg.ac.yu XI International Symposium SymOrg 2008.10th-13th- September 2008.
EVAL_EXTRA:
EVAL_EXTRA:Since January 2005, the new capital requirements require financial services institutions to implement robust systems for the collection and tracking of data. ~~~ As a result of that, the biggest financial institutions have started devoting significant resources to identify, measure, analyze, report and mitigate this potentially catastrophic risk class.
EVAL_EXTRA:Strategic and reputational risks are not included in this definition.
EVAL_EXTRA:The four operational risk categories are further clarified as follows: People, Process, Systems and, External.
EVAL_EXTRA:Table 1: Basel Business Line Classification INVESTMENT BANKING BANKIING OTHERS Corporate Finance Trading and Sales Retail banking Commercial banking Payment and Settlement Agency Services and Custody) Asset Management Retail Brokerage Table 2: Basel Loss Event Type Classification Event-Type Category (Level 1) 1.
EVAL_EXTRA:
EVAL_EXTRA:Internal Fraud 2.
EVAL_EXTRA:External Fraud 3.
EVAL_EXTRA:Employment Practices&Workplace Safety 4.
EVAL_EXTRA:Clients, Products&Business Practices 5.
EVAL_EXTRA:Damage to Physical Assets Subcategories (Level 2) Unauthorized Activity Theft and Fraud Theft and Fraud Systems and Fraud Employee Relations Safe Environment Diversity&Discrimination Suitability, Disclosure&Fiduciary Improper Business or Market Practices Product Flaws Selection, Sponsorhip&Exposure Advisory Activity Disasters and other events 6.
EVAL_EXTRA:The New Capital Accord identifies three methods for calculating operational risk capital charge, with increasingly sophistication and advanced qualitative criteria: On the other hand, standardized approach suggests that different business lines are assigned individual gross activity measures and the regulators determine the appropriate fixed multiple (beta) to calculate the regulatory capital requirement.
EVAL_EXTRA:Basic Indicator Approach (BIA), (2) Standardized Approach (STA) and, (3) Advanced Measurement Approach (AMA).
EVAL_EXTRA:
EVAL_EXTRA:The values of the betas for the corporate finance (ß1) trading and sales (ß2) and payment and settlement (ß5) are 18%; for the commercial banking (ß4) and agency services (ß6) are 15% and; for the retail banking (ß3), asset management (ß7) and retail brokerage (ß8) are 12%.
EVAL_EXTRA:Table 3: Mapping of Business Lines Level 1 Corporate Finance Trading & Sales Level 2 Corporate Finance Municipal/Government Finance Merchant Banking Advisory Services Sales Market Making Proprietary Positions Treasury Activity Groups Mergers and acquisitions, underwriting, privatizations, securitization, research, debt (government, high yield), equity, syndications, IPO, secondary private placements Fixed income, equity, foreign exchanges, commodities, credit, funding, own position securities, lending and repos, brokerage, debt, prime brokerage Retail Banking Retail lending and deposits, banking services, trust and estates Retail banking Private Banking Card Services Private lending and deposits, banking services, trust and investment advice Merchant/commercial/corporate cards, private labels and retail Commercial Banking Payment and Settlement* Commercial Banking Project finance, real estate, export finance, trade finance, factoring, leasing, lending, guarantees, bills of exchange External Clients Payments and collections, funds transfer, clearing and settlement Level 1 Agency Services Asset Management Level 2 Custody Corporate Agency Corporate Trust Discretionary Fund Management Non-Discretionary Fund Management Activity Groups Escrow, depository receipts, securities lending (customers) corporate actions Issuer and paying agents Pooled, segregated, retail, institutional, closed, open, private equity Pooled, segregated, retail, institutional, closed, open Retail Brokerage Retail Brokerage Execution and full service Source: BCBS, International Convergned of Capital Measurement, Annex 8, pp. 302 * Payment and settlement losses related to a banks own activities would be incorporated in the loss experience of the affected business line.
EVAL_EXTRA:According to advanced measurement approach, there is a range of internal approaches currently under development, which may be broadly categorized as: Internal Measurement Approach (IMA), Loss Distribution Approach (LDA) and, Scorecard Approaches.
EVAL_EXTRA:In order to qualify for the advanced measurement approach, the approach must have a sound quantitative basis. internal efforts to allocate economic, as opposed to regulatory capital.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Allocating capital based on simple aggregate activity measures, fails to distinguish between well-run and poorly-run units.
EVAL_EXTRA:The basic components of the operational risk framework are: (1) Risk identification&assessment, (2) Risk quantification & measurement, (3) Risk analysis, monitor & reporting, (4) Risk capital allocation and, (5) Risk management & mitigation.
EVAL_EXTRA:Operational Capital at Risk (CaR) (both regulatory and economic capital) is calculated for every line of business, to protect for unexpected losses at a certain time horizon and percentile, e.g., 1 year 99.9% operational VaR. Risk management & mitigation consists of sophisticated alternative risk financing and transfer arrangements (through insurance programs), as well as updated business continuity plans.
EVAL_EXTRA:The information support for operational risk management The data needed for operational risk management is insufficient and inconsistent.
EVAL_EXTRA:5.2. ~~~ External data provision and operational risk management Operational risk data is unique in the financial world because operational risk events often occur in private, out of the public eye.
EVAL_EXTRA:The use of external loss data can also strengthen and extend the knowledge that has been gleaned from internal data gathering. ~~~ With more public understanding of the magnitude and frequency of operational risk events, stakeholders will become less sensitive to these events and not use operational risk losses as a proxy for bad management.
EVAL_EXTRA:A typical time horizon is one year. ~~~ The better the data, the more reliable the resulting VaR figures are.
EVAL_EXTRA:Finally, possible correlations between operation risks and market and credit risk should be investigated as well. services institutions serious and careful operational risk consideration, can lead to relief of capital charges and reduced corporate insurance premiums. ~~~ 7.
EVAL_EXTRA:Finally, financial REFERENCES Š1Ë Chorafas, D.N., Operational Risk Control with II Basic Principles and Capital Basel Requirements, Elsevier Butterworth-Heinemann, Oxford, 2004.
EVAL_EXTRA:Š2Ë Basel Committee on Banking Supervision, International Convergence of Capital Measurement and Capital Standard A revisted framework Comprehensive version, Basel, June 2006, http://www.bis.org Š3Ë Condamin, L., Louisat, J.P., and Naim, P., Risk Quantification Management, Diagnosis and Hedging, Wiley&Sons Ltd, West Sussex, 2006.
EVAL_EXTRA:Š4Ë Hussain, A., Managing Operational Risk in Financial Markets, Butterworth-Heinemann, Oxford, 2000.
EVAL_EXTRA:Š5Ë Todinov, M., Realibility and Risk Models Setting Realiability Requirements, Wiley&Sons Ltd, West Sussex, 2005.
EVAL_EXTRA:Metadata and Website Design for Statistical Data Dissemination UDC: 004.738.12:519.22 Miroslav Hudec, Pavol Büchler INFOSTAT, Institute of Informatics and Statistics, Bratislava, Slovakia Dissemination of statistical data targeting to web-based audience is one of inevitable requirements for statistical organisations.
EVAL_EXTRA:Such navigation helps users to obtain adequate data more efficiently.
EVAL_EXTRA:
EVAL_EXTRA:MF/013261/2008-132 on the way of design of information systems and websites for public administration (national regulation).
EVAL_EXTRA:Figure 2: Selected domain of indicators and municipality MO[/MIS Figure 2 contains also metadata but the main stress in on data.
EVAL_EXTRA:The website was realised in frame of the European Urban Audit project.
EVAL_EXTRA:All indicators are same for both years which allow compact presentation of surveys.
EVAL_EXTRA:In the case of older censuses (19211971) the selected paper documents were used as data sources.
EVAL_EXTRA:They were digitised and transformed into HTML format.
EVAL_EXTRA:Figure 4: The territory navigation tree, list of tables and the selected table of results 1991 census This table presents quantitative values in intersection of one regular and one hierarchical subdivision of categories and shows their relation to both subdivisions of categories.
EVAL_EXTRA:Grid lines are used to make easier to perceive differences in the lengths of bars.
EVAL_EXTRA:The Y-axis starts at zero value, what means that bar length expresses nominal values.
EVAL_EXTRA:In response to the requests, changes in the Censuses website could be realised.
EVAL_EXTRA:The common points are analysed with regards to fuse descrip Management of Statistical Information Systems (MSIS), Geneva, 2007.
EVAL_EXTRA:Š5Ë Hudec M., Web aplikacije za prezentovanje sta tističkih podataka, Symorg, Zlatibor, 2006.
EVAL_EXTRA:Š6Ë Ivory M., Megraw R., Evolution of Web Site Design Patterns, ACM, Transactions on Information systems, V. 23, N0.
EVAL_EXTRA:4/2005 (463-497), New York, 2005.
EVAL_EXTRA:Š7Ë Inmon W., ONeil B., Fryman L., Business Metadata - Capturing Enterprise Knowledge, Morgan Kaufmann Publishers, 2007.
EVAL_EXTRA:Š8Ë Nordbotten S., Metadata about editing and accuracy for end-users, Statistical data editing - inpact on data quality, Volume 3 (186-194), United Nations Statistical Commission and Economic Commission for Europe, United Nations, New York and Geneva, 2006.
EVAL_EXTRA:Š9Ë Schrey E., Web-based data dissemination services of the statistical information system Genesis, Joint UNECE/Eurostat/OECD Meeting the Management of Statistical Information Systems (MSIS), Geneva, 2004. on Š10Ë United Nations Statistical Commission and Economic Commission for Europe, Guidelines for internet, Conference of European statisticians, Geneva, 2000. statistical metadata on the Š11Ë United Nations Statistical Commission and Economic Commission for Europe, Best practices in designing websites for dissemination of statistics, Conference of European statisticians, Geneva, 2001.
EVAL_EXTRA:Š12Ë Ward D., Draft metadata content standards for statistical metadata on the internet, Joint UNECE/Eurostat/OECD work session on statistical metadata (METIS), Geneva, 2004.
EVAL_EXTRA:Š13Ë http://www.iaidq.org/main/glossary.shtml, accessed on February, 2008. tive metadata with metadata for search and navigation into appropriate website design.
EVAL_EXTRA:REFERENCES Š1Ë Doucek P., Metainformační systémy a jejich úloha v rozhodovacím procesu, Statistika N0.
EVAL_EXTRA:4/2005 (344-352), ČSU, Praha, 2005.
EVAL_EXTRA:Š2Ë Few S, Show me the numbers Design tables and graphs to enlighten, Analytic Press, Oakland, 2004. ~~~ Š3Ë Hudec M., Practical experience towards designing websites for presentation of statistical data, Joint UNECE/Eurostat/OECD Meeting the Management of Statistical Information Systems (MSIS), Sofia, 2006. on Š4Ë Hudec M., Büchler P., Presentation of population and housing censuses in Slovakia on the website, Joint UNECE/Eurostat/OECD Meeting on the Advantages and Ddisadvantages of Project Financing UDC: 005.8 Slađana Benković1, Miloš Milosavljević1 1Fakultet of Organizational Sciences, Belgrade The initial decisions on the project involves many issues of great importance.
EVAL_EXTRA:Therefore, it is important to know that, even if the project financing is possible, it does not mean that the project should be realised in that particulat way.
EVAL_EXTRA:The advantages and disadvantages of such financing modalities have to be carefully analysed, in order that the decision be made as to which of the above mentioned two modalities will bring more benefits to the project stakeholders, and to the company itself, too.
EVAL_EXTRA:Š3Ë 4.
EVAL_EXTRA:Advantages of project financing of the project The financial evaluation of infrastructure and capitalintensive projects is complex.
EVAL_EXTRA:In addition to reducing the project and the financial risks, there are still a number of other important advantages of project financing, among which are Š2Ë: (cid:190) the sponsor has the opportunity to obtain the required capital to complete the project which he himself cannot ensure; (cid:190) it is easier for the project to get the guarantees the sponsor would otherwise have difficulties in obtaining; (cid:190) in case of the creditors low credit worthiness, and the project is good, chances are better that financial funds and more favourable conditions for the project are obtained; (cid:190) the financial load per investor related to the debt servicing is considerably smaller; (cid:190) the project can comply with certain investment regulations that the sponsor himself would find hard to satisfy; (cid:190) it is easier for the sponsor to avoid certain prob lems (e.g., blame in case of failure, etc.); (cid:190) the costs per investor are considerably lower, etc.
EVAL_EXTRA:The resons are normally their limited capital sources, but also Š2Ë: (cid:190) avoiding the burdening of their balance sheets; (cid:190) avoiding to disclose the debt so that it does not affect the share price, i.e., avoiding financial reaction; (cid:190) avoiding the fall in the sponsors credit worthiness due to the concrete debt; (cid:190) limiting direct responsibility in the risk laden stages of the project execution and putting into effect.
EVAL_EXTRA:The factors influencing entering the project execution with partners are numerous, the most common being the following: (cid:190) the project is beyond the financial or manage ment capacities of only one company; (cid:190) the financing risk is lower for each of the partic ipants in the execution of the project; (cid:190) it is financially more justifiable to enter the joint venture with another company; (cid:190) one or a number of partners enjoy tax relief.
EVAL_EXTRA:The advantages of such a project financing are reflected in: Š3Ë (cid:190) achieving economic rent; (cid:190) achieving economy of scope; (cid:190) risk distribution; (cid:190) increase in debt capacity; (cid:190) reduced overall assets costs; (cid:190) arbitrary placement of free cash flow; (cid:190) reducing the cost of solving the financial deviations from what was planned and agreed upon; (cid:190) reducing regulatory costs. a) Achieving economic rent One special advantage of the project financing is reflected in applying this financing model in natural resources exploiting, especially in the period when these resources are possible to store, or are obtained at relatively low cost.
EVAL_EXTRA:Project financing also has the advantage of allowing the sponsors the disposal of a generated cash flow necessary for project debts servicing, while earning the investors the return on the capital invested. b) Achieving economy of scope Project financing is especially applicable in cases of two or more manufacturers joining forces to build a new plant in the presence of the economy of scope in production.
EVAL_EXTRA:A similar example would be one of companies situated in a highly industrialized area, where they can agree on cooperation in terms of forming a joint venture.
EVAL_EXTRA:Thus they can rationalize in purchasing the energy necessary for heating and joint sales of the electric power to the local power plant. c) Risk distribution A joint venture contributes and allows the sponsors to share the project risk.
EVAL_EXTRA:Consequently, in order to reduce the sponsors exposure to risk, the sponsor or the host country for the project may search for one or a number of partners to form a joint venture. d) Increase in debt capacity The project financing of a company allows it for the project sponsor to finance the project through the credit sources of financing.
EVAL_EXTRA:The indebtedness level compared to the funds invested the project realizes depends on the collateral level, that is, the risk the credit worthiness participants are exposed to, the project type or the profitability. e) Reduced overall assets costs Whenever the project financing contributes to solving overheads problems important in solving a concrete problem, the project will be in a position to raise funds at a cost lower than that gained by the sponsors.
EVAL_EXTRA:The project organization can obtain a higher level of indebtedness in comparison to the funds invested than the sponsors would be able to realize and maintain themselves, as the future project capital costs will benefit from trading debts at lower costs, in exchange for equity capital. f) Placement of free cash flow The project units life cycle is limited, therefore its dividend policy is defined by contract at the moment any external capital financing is negotiated.
EVAL_EXTRA:
EVAL_EXTRA:In case the investors agree to allow the funds to be used for any additional investment enterprise of the project unit, their dues are stipulated to amount to the compensation they earn, that is, to the dividend. g) Reducing the costs of resolving financial disorders The structure of project liabilities is less complex than the structure of the sponsors overall liabilities.
EVAL_EXTRA:This is the consequence of the fact that the traditional organization, over a period of time, has a tendency to accumulate a large number of receivables, including those for the pensions, which can be rather heavy in case of the company insolvency.
EVAL_EXTRA:On the other hand, independent project units with one debt class, especially if the debt is recorded by a smaller number of sophisticated financial institutions, has a tendency to rise out of financial disorders more easily.
EVAL_EXTRA:Hence one more advantage that is reflected in the fact that the separation of the project property from the other property owned by the sponsor, isolates the creditor from the risk of the sponsors sudden bancruptcy. h) Reducing regulatory costs Certain types of projects, such as joint investment, include legal and regulatory costs that are more easily handled by experienced sponsors; consequently, they are less expensive.
EVAL_EXTRA:Therefore, it is important that some of the disadvantages of project financing be also pointed out. a) Complexity Project financing is founded upon a set of contracts that require the negotiations with all the participants engaged in the project.
EVAL_EXTRA:An important feature of negotiations in the analysis of project financing is the time necessary to negotiate, and it is by a rule by far longer than with the traditional direct financing. b) Indirect credit support The debt costs in project financing are higher compared to those in direct financing, for all the borrowers, without exemption, which is the result of an indirect credit support.
EVAL_EXTRA:Cautious about what might happen in some unexpected conditions, the creditors often require a premium of 50 to 100 percent basis points, depending on the contract between the borrower and the lender. c) Higher transaction costs Due to its high complexity, project financing requires higher transaction costs compared to those incurred in direct financing.
EVAL_EXTRA:The higher transaction costs reflect the contracting costs that are part of the project financial structure designing.
EVAL_EXTRA:They result from the analysis and introduction of different taxes characteristic of the project, as well as from numerous legal issues, such as the documentation dealing with the stock issue and a consequent ownership of the project, the documentation related to borrowings, etc.
EVAL_EXTRA:The end goal of project financing is to raise enough assets necessary for the project to be operationalized and a high enough profit so that the invested funds can be easily paid back.
EVAL_EXTRA:The result of the credit support from other participants, project financing allows for a higher level of relations between the debt and the project company capital than the project sponsor could achieve through internal financing.
EVAL_EXTRA:Furthermore, we must also take into consideration the fact that the project leverage is often twice as high compared with corporate balances, conequently leading to a higher financial risk, but to higher returns as well, provided the project is successful.
EVAL_EXTRA:REFERENCE Š1Ë Benković S, Budžetiranje kapitala, FON, Beograd, 2007. ~~~ Š2Ë Fabozzi J. F, Peterson P. P, Financial Management and Analysis, John Willey & Sons, Inc, New Jersey, 2003. ~~~ Š3Ë Finnerty D. John, Project Financing, John Willey & Sons, New Jersey, 2007. ~~~ Š4Ë Euromoney, Institutional Investor PLC, London, 2008. ~~~ Š5Ë Chen A.H, Kensinger J.W and Martin J.D, Project Financing as a Means of Preserving Financial Flexibility, Working Paper, Austin, Texas: University of Texas, 1989.
EVAL_EXTRA:Š6Ë Culp, C. L, The art of risk management: Alternative risk transfer, capital structure, and convergence of insurance and capital markets, J. Wiley, New York, 2002.
EVAL_EXTRA:Š7Ë Merna T. and Dubey R, Financial engineering in the procurement of projects, Asia Law & Practice, Hong Kong, 1998.
EVAL_EXTRA:Š8Ë Lang. ~~~ L. H. P, Project finance in Asia, North Holland, Amsterdam, 1998.
EVAL_EXTRA:Š9Ë Levy, S. M, Build, operate, transfer: Paving the way tomorrows infrastructure, J. Wiley, New York, 1996. ~~~ Š10Ë Salman Shah & Thakor V. Anjan, Optimal Capital Structure and Project Finance, Finance, 2004, No. 0411041.
EVAL_EXTRA:Š11Ë Tam C. M, Financial commitments of BOT proj ects, International Journal of Project Management, 17(6), 1999.
EVAL_EXTRA:Š12Ë Tiong R. L. K, Competitive advantage of equity in BOT tender, Journal of Construction Management, 121(3), 1995a. Š13Ë Tiong R. L. K, Risks and garanties in BOT tender, Journal of Construction Management, 121(2), 1995b. Š14Ë Tiong R. L. K, CSFs in competitive tendering and negotiation model for BOT projects, Journal of Construction Management, 122(3), 1996.
EVAL_EXTRA:Š15Ë Tiong R. L. M. and Alum J, Financial commit ments for BOT projects, International Journal of Project Management, 16(2), 1997. ~~~ Š16Ë UNIDO, ¨Industry and Development Global Report 1991/92¨, Vienna, 1991. ~~~ Š17Ë UNIDO ¨BOT Guidelines¨, Vienna, 1996.
EVAL_EXTRA:Š18Ë Xueqing Z, Finanacial Viability Analaysis and Capital Structure Optimization in Privatized Public Infrastruture Projects, Journal of Construction Management, 656(6), 2005.
EVAL_EXTRA:Process Approach as a Basis for BSC Implementation and Improving of Organizational Performance UDC: 005.21:005.336.1 ; 005.52 Zoran Radojević1, Ivan Stefanović2, Dragana Velimirović3 1Faculty of Organizational Sciences, University of Belgrade 2College of Business Economics and Entrepreneurship, Belgrade 3 Business Studies College , Čačak The implementation of process approach as a method of managing organization is sometimes a needed and sometimes a necessary condition for the implementation of BSC which is a complex concept of measurement of organizational performance.
EVAL_EXTRA:The organizations focus on its key processes enables their permanent improvement. ~~~ This process improvement is in the function of satisfying the requirements and desires of its customers.
EVAL_EXTRA:The process approach impact upon the BSC concept and organizational performance A successful implementation of the BSC concept as an organizational performance measuring system means that a number od conditions have to be satisfied beforehand.
EVAL_EXTRA:Let us list only some of them Š7, pp. 193-194Ë: administrative expenses/total income (%); production process period (number); timely deliveries (%); average leading time (number); leading time, product development (number); leading time, from order to delivery (number); leading time, suppliers (number); leading time, manufacturing (number); decision making average time (number); supplies turnover (number); productivity improvement (%); IT capacity in the company (number); IT capacity/number of employees (number); changes in IT supplies (in currency units or %); IT costs/administrative expenses (%); manufacturing process impact upon environment (number); the product use impact upon environment (num ber); costs of wrong decision making/management in come (%); flawlessly fulfilled contracts (number); administrative expenses/number of employed (in currency units), etc. ~~~ From the standpoint of the process approach, where all the processes can be classed as eithr basic or subsidiary processes, however, a logical conclusion can be inferred that the performance indicators will not be used in measuring all, but only basic processes, which can further be divided into three basic process groups: inovations, operations (manufacturing process) and post sales services Š5, p.91Ë. ~~~ These three groups of processes can be understood as sub-areas of the internal processes area and each can be appointed performance indicators.
EVAL_EXTRA:These are Š6Ë: 1.
EVAL_EXTRA:This level is characterised by: absence of clear procedures and defined execution standards; absence of adequate documentation; unequal knowledge and skills of employees; the process sussess depends exclusively upon the experience of the manager and the process team. ~~~ 2.
EVAL_EXTRA:It is characterised by: non-standard approaches in implementation and gradual running-up of the system; documenting certain parts of procedures and data (on this level it is usually said what should be done, not how it should be performed); all processes are structured according to the basic manner of functioning. ~~~ 3.
EVAL_EXTRA:This level is characterized by: standards and procedures institutionalization; presence of accompanying documentation for all major processes; consistent data collection and reporting through out the organization; a developed process management training system.
EVAL_EXTRA:4.
EVAL_EXTRA:This level is characterised by: data collection and storage in integrated databases; establishment of mechanisms for permanent process improvement; continual enhancement of inventiveness in all members of the organization, for the purpose of process development; abandoned attitudes on the process success; the stress is on the success of the people and the system.
EVAL_EXTRA:The TPS has three desirable outputs Š17Ë: to supply the client with a highest quality vehicle, at a lowest possible price, and in reasonable time; to secure the employees satisfaction at work, safe work place and correct work relations; to ensure that the company is flexible enough to respond to the market needs, earn profits through the activities of reducing the costs and secure a long term prosperity.
EVAL_EXTRA:
EVAL_EXTRA:The basics of the TPS are built on the standardization for the purpose of securing a steady method of work and a consistent quality.
EVAL_EXTRA:The members of Toyota tend to continually improve their standardized processes and procedures in order to ensure the best quality, improve efficiency and eliminate costs.
EVAL_EXTRA:This is known as Kaizen and is implemented in each area of the companys operations.
EVAL_EXTRA:The basis of the Toyota system is made up of the Toyota production system and the TSM (Toyota Service Marketing).
EVAL_EXTRA:The Toyota production system is the worlds most famous modular programme. ~~~ It tends to Š17Ë: reduce redundancies of any kind, such as unneces sary motions, tools, etc; achieve a balanced work load in order to avoid peak burdens and idle motion by planning every minute, by a constant visual control and by a strict adherence to the piece-by-piece production; control and maintain a balanced time dynamics: standardization of production process and each individual step within this process; identify latent problems, find counter-measures and thus prevent their repetition from the start.
EVAL_EXTRA:The above quoted characteristics of the Toyota production system lead to the practice of a just in time (JIT) delivery of goods (and services) where they are needed and when they are needed.
EVAL_EXTRA:To make its concern with the customers more complete, Toyota developed the so-called Toyota Service Marketing (TSM) programme that deals with the postsales activities.
EVAL_EXTRA:The TSM is one of the Toyotas strengths worldwide that guarantees the customers satisfaction and a high quality of repairs.
EVAL_EXTRA:The challenge today is the TSM implementation throughout the Toyotas repair net and creating a highest quality network operated by the manufacturer.
EVAL_EXTRA:Concern about the customer makes the basis of the Toyotas TSM programme.
EVAL_EXTRA:The entire philosophy of this post-sales programme can be observed through a presentation on Figure 1. ~~~ In the centre (area 1) are the so-called Toyotas customer oriented processes.
EVAL_EXTRA:The employees, the objects and all the internal procedures that represent the operations elements (area 2) are focused upon the execution of the core processes.
EVAL_EXTRA:The business management in the post-sales operations sector pays due attention to the aspect of operations management (area 3).
EVAL_EXTRA:The achieved outputs here are measured via respective performance, primarily the profit.
EVAL_EXTRA:Customer oriented activity circles In the post sales activities, the importance of the Toyota Customer oriented processes notion (Figure 1) is seen in the defining of the processes such as: the contact with clients procedure, motor failure repair procedures, claim resolving procedure, administrative work, maintenance and repairs, clients, etc.
EVAL_EXTRA:In the TSM manual each process is presented by a respective flow chart and a textual description of this same process.
EVAL_EXTRA:A description of a documented claim resolving procedure can be presented in the following way Š16Ë: 1.
EVAL_EXTRA:The serviceman should maintain an open line for 2.
EVAL_EXTRA:The repair appointment making procedure All the processes in Toyota are, of course, defined in detail, in order that their performance should be monitored more easily.
EVAL_EXTRA:Monitoring is achieved by appropriate measurings.
EVAL_EXTRA:The measurings, however, are not carried out just for the sake of monitoring performance, but rather for the purpose of getting new knowledge of the extent to which the previously set goals are achieved.
EVAL_EXTRA:To monitor the efficiency of business operations and the extent to which the goals are achieved Toyota uses the key performance indicators (KPI).
EVAL_EXTRA:The implementation of these indicators helps the management guide and improve their business.
EVAL_EXTRA:In the automobile post-sales processes these indicators are classed as: a) the client turnover indicators (number of visits of clients, number of repair orders, serviced cars at the expense of the client, etc.), b) post-sales success indicators and c) financial indicators.
EVAL_EXTRA:The KPI examples that refer to the post-sales service success indicators are: spare parts sales indicators, client turnover indicators, delivery indicators, the repair specialist capacity indicators, etc.
EVAL_EXTRA:All the above mentioned parts and indicators of the service success indicators are important in monitoring the execution of the set goals, but also for the future planning.
EVAL_EXTRA:The method of monitoring the planned and the realized values of spare parts sales, as one success indicator, are shown in Figure 3.
EVAL_EXTRA:Chart of spare parts sales results This example clearly shows that Toyota pays a lot of attention to its processes, especially to those directly related to customers.
EVAL_EXTRA:It is important to point out that Toyota allocates large funds in the development of its employees.
EVAL_EXTRA:All the activities Toyota undertakes resulted in a continual growth in sales on the global lev el as well as in the satisfactory levels of financial performance.
EVAL_EXTRA:We can only stress that the earned income of the Toyota company in the last three years records a continual growth (including the year 2008 when the recession was global).
EVAL_EXTRA:The data on the earned income are illustrated in Figure 4 Š15Ë. Figure 4.
EVAL_EXTRA:On the other hand, it highlights the importance of the BSC concept implementation, as well as the important relationships between the process approach and the BSC. ~~~ REFERENCE Š1Ë Grupa autora, Sistem menadžmenta kvalitetom u BSC okruženju, Kvalitet, br. 1-2, Beograd, 2008. ~~~ Š2Ë Helmrich, K., Janbrink, S., Edenback., B., Nova švedska organizaciona filozofija: GTO, Prometej, Novi Sad, 1997.
EVAL_EXTRA:Š3Ë Kaplan, R., How the Balanced Scorecard Complements the McKinsey 7-S Model, Strategy & Leadership, Vol. 33, No. 3, 2005.
EVAL_EXTRA:Š4Ë Kaplan, R., Norton, D., The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Boston, Massachusetts, 1996.
EVAL_EXTRA:Š5Ë Kaplan, R., Norton, D., The Strategy-Focused Scorecard Organizations: How Balanced Companies Thrive the New Business Environment, Harvard Business School Press, Boston, Massachusetts, 2001. in Š6Ë Kloppenborg, T., Petrick, J., Managing Project Quality, Management Concepts, Virginia, USA, 2002.
EVAL_EXTRA:Š7Ë Pešalj, B., Merenje performansi preduzeća: tradicionalni i savremeni koncepti, Ekonomski fakultet, Beograd, 2006.
EVAL_EXTRA:Š8Ë Radojević, Z., Organizacioni model sistema održavanja prema zahtevima serije standarda ISO 9000, Management, br. 5, 1997.
EVAL_EXTRA:Š9Ë Radojević, Z., Model optimizacije proizvodnog programa proizvodnje sa primerom iz prakse, I Međunarodni simpozijum Industrijsko inženjerstvo '96, Beograd, 1996.
EVAL_EXTRA:Š10Ë Radović, M., Karapandžić, S., Inženjering procesa, Fakultet organizacionih nauka, Beograd, 2005. ~~~ Š11Ë Rentzhog, O., Temelji preduzeća sutrašnjice: procesima usmerena poslovna Prometej, Novi Sad, 2000. filozofija, Š12Ë Stefanović, I., Fleksibilne organizacione strukture, Magistarska teza, Fakultet organizacionih nauka, Beograd, 2007. ~~~ Š13Ë Stefanović, I., Restrukturiranje kao metod sanacije akutne organizacione krize, Nauka i biznis, br. 3-4, 2007.
EVAL_EXTRA:Š14Ë [krinjar, R., Indihar Štemberger, M., Hernaus, T., The Impact of Business Process Orientation on Organizational Performance, Proceedings of the 2007 Informing Science and IT Education Joint Conference, 2007.
EVAL_EXTRA:Š15Ë www.hoovers.com/toyota (datum pristupa: 01.04.2009.)
EVAL_EXTRA:Š16Ë www.toyota.co.jp/en/environmental_rep/03/man age04.htp l Š17Ë www.toyota.com.au/about/toyota-production system (datum pristupa: 24.03.2009.)
EVAL_EXTRA:Advertiser Perception of the Internet as a Marketing Communication Vehicle: Case Study UDC: 004.5:659 Khalid Alrawi Al-ain University of Science & Technology Po Box 64141, UAE E-mail : kalrawi47¿hotmail.com For most established businesses, the Web's main role is either to reduce costs or to add value for existing customers, but it also has a potential role in customer acquisition, and in the case of a web startup.
EVAL_EXTRA:The aim of this research is to find out how the Internet is impacting advertising.
EVAL_EXTRA:There is an opportunity not only in the United States for the Internet Advertising Industry but as more countries hook to the Internet, the opportunities will increase abroad as well.
EVAL_EXTRA:The table below (Table2) shows the Emerging 20 Nations as identified by Inter¿active week.
EVAL_EXTRA:
EVAL_EXTRA:Since advertising started on the Internet in 1994, advertising agencies have had to answer client questions regarding online advertising and web site development.
EVAL_EXTRA:(Bikes & Brynjolfsson, 2000). advertisements, hyperlinks, search engine registration, and tie-in promotions (Figure 3).
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:The researcher believes that the potential negative effects of waiting can be neutralized by improving the waiting experience.
EVAL_EXTRA:Customers may feel negative affect as a result of waiting, but this did not necessarily impact on their evaluation of the web material itself as long as the waiting time was signaled and expected.
EVAL_EXTRA:Improving trust and reducing concerns are two distinct approaches to managing customer information.
EVAL_EXTRA:The researcher believes that when managing customer information, improving trust is more effective than efforts to reduce concern.
EVAL_EXTRA:The solution they propose is a radical shift towards more cooperative interaction between a business and its customers.
EVAL_EXTRA:4. ~~~ Customers attitudes towards advertising on the web The first step to web site success is to attract initial visits to the web site.
EVAL_EXTRA:Those that seem to generate the most traffic are banner Retaining visitors is an even bigger challenge than attracting them.
EVAL_EXTRA:Surfers will move on to the next web site if their entertainment or information needs are not met.
EVAL_EXTRA:Travelocity also facilitates online hassle-free purchases (Dans & Pauwels, 2001). ~~~ Once advertising goals have been established, decisions about how to advertise should be made.
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EVAL_EXTRA:5. ~~~ Research methodology This study aims particularly to answer the following question: Is there any statistical significant benefit by advertising through the Internet in both Banking and Insurance Sector as far as management is concerned?
EVAL_EXTRA:When respondents are asked to rank seven media in terms of their value as a source of advertising, the web was placed near the bottom. ~~~ The researcher compared Internet users and non-users to determine if there were differences between these two sectors in their attitudes towards technology and information versus entertainment needs.
EVAL_EXTRA:The calculation of the Means, Standard Deviation, and the Variance for this second sample is as follows: With such result nearly to zero, again the conclusion is that there is no significant effect for advertising through the Internet, and the H0 hypothesis is correct. ~~~ 6.
EVAL_EXTRA:The researcher's point of view is that the future challenge would not only be to understand how each medium and format works, but also how they integrate together. ~~~ REFERENCES Š1Ë Ang, L., and Buttle, F., (2006), CRM software applications and Business Performance, Database Marketing & Customer Strategy Management, Vol. 14.
EVAL_EXTRA:No. 1, pp. 4-16.
EVAL_EXTRA:Š2Ë Adam, S., Mulye, R., Deans, R., and Palihawadana, D.,(2002), E-marketing in Perspective: A Three Country Comparison of Business use of the Internet, Journal of Marketing Intelligence and Planning, Vol. 20, No.2, pp.243-251.
EVAL_EXTRA:Š3Ë Selnes, F., and James, S., (2003), Promoting Relationship Learning, Journal of Marketing, Vol.67, (July), pp. 80-95.
EVAL_EXTRA:Š4Ë Anderson, D. (2000).
EVAL_EXTRA:Creating and Nurturing a Premier E-Business.
EVAL_EXTRA:Journal of Interactive Marketing 14 (3), 67 - 73.
EVAL_EXTRA:Š5Ë Adam, S.,(2002), A Model of Web Use in Direct and Online Marketing, Journal of Electronic Markets and Business Media, Vol. 12, No. 4, pp. 262-269.
EVAL_EXTRA:Š6Ë Bellizzi, J., (2000), Drawing prospects to E-comof Advertising merce Websites, Journal research,(January-April),43-53.
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EVAL_EXTRA:Š7Ë Bakos, Y, & Brynjolfsson, E., (2000), Bundling and Competition on the Internet, Marketing Science, 19(1), 63-82.
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EVAL_EXTRA:Š8Ë Barwise, P. (2001), TV, PC or Mobile?
EVAL_EXTRA:Future media for consumer E-commerce.
EVAL_EXTRA:Business Strategy Review, 12(1), 35-42. ~~~ Š9Ë Barwise, P. & Strong, C. (2002), Permission - Based Interactive Mobil Advertising, Journal of Marketing (Forthcoming).
EVAL_EXTRA:16 (1).
EVAL_EXTRA:Š10Ë Cheng,W., Kam, C., and Ricky C.,(2003), Publications in Major Marketing Journals, Journal of Marketing Education, Vol. 25, No. 2, pp. 163-76.
EVAL_EXTRA:Š11Ë Christensen, C; & Tedlow, S. (2000), Patterns of Disruption in Retailing, HBR, (Jan - Feb), 42 - 45.
EVAL_EXTRA:Š12Ë Daniel, M., and Grimshaw, J., (2002), An Exploratory Comparison of Electronic Commerce Adoption in Large and Small Enterprises, Journal of Information Technology, Vol. 17, pp. 133-147.
EVAL_EXTRA:Š13Ë Dolan, J., & Moon, Y., (2000), Pricing and Market making on the Internet, Journal of Interactive Marketing, 14(2), 56-73.
EVAL_EXTRA:Š14Ë Dans, E., & Pauwels, K., (2001), Internet Marketing the news: Levering Brand Equity from marketplace to marketplace, Journal of Brand Management, 8(4-5), 303-314.
EVAL_EXTRA:Š15Ë Hornby, G., Goulding, P., & Poon, S ., (2002), Perceptions of Export Barriers And Cultural Issues: The SMEs E-commerce Experience, Journal of Electronic Commerce Research, Vol.3, No. 4, pp.213-226.
EVAL_EXTRA:Š16Ë Emmanouilides, C., & Hammond, K., (2000), Internet Usage, Predictors of Active Users, and Frequency, of Use, Journal of Interactive Marketing, 14 (spring) (2), 17-2.
EVAL_EXTRA:Š17Ë Fader, S., & Hardie, S., (2001), Forecasting Repeat sales at CDNow: A Case Study, Interfaces, 31(12), 94-107.
EVAL_EXTRA:Š18Ë Hamid, M., and George, T., (2005), The Internet and Internationalization of Smaller Manufacturing Enterprises, Journal of Global Marketing, Vol. 18, No. (3/4), pp.79-93.
EVAL_EXTRA:Š19Ë Harris, J., and Kimberly, T.,(2003), The Case for Greater Agency in Strategic Partnerships, Journal of Advertising Research, Vol. 43, no. ~~~ 4, pp. 346-352.
EVAL_EXTRA:Involvement Š20Ë Hammond, K., (2001), e-commerce 2000-2010: What experts Predict, Business Strategy Review, 12(1), 43-50.
EVAL_EXTRA:Š21Ë Hoffman, L., & Novak, P., (2000), How to Acquire Customers on the web, Harvard Business Review, (May-June), 179-188.
EVAL_EXTRA:Š22Ë Lehmann, R., (2005), Journal Evolution and The Development of Marketing, Journal of Public Policy and Marketing, Vol.24, (Spring), pp. 137-42.
EVAL_EXTRA:Š23Ë Lanz, J., (2002), Worst Information Technology Practices in Small to Mid-size Organization, The CPA Journal, Vol. 72, No. 4, pp. 71-74.
EVAL_EXTRA:Š24Ë Lacobucci, D., Arabie, P., & Bodapati, A., (2000), Recommendation Agents on the Internet, Journal of Interactive Marketing, 14(July), (3), 2-11.
EVAL_EXTRA:Š25Ë Mittal,V., Lawrence, F., and Feisal, M.,(2008), Publish the Prosper: The Financial Impact of Publishing By Marketing Faculty, Journal of Marketing Science, Vol. 27, No. 3, pp. 430-42.
EVAL_EXTRA:Š26Ë McAlister, L., (2005), Unleashing Potential, Journal of Marketing, Vol. 69, (October), pp.16-17.
EVAL_EXTRA:Š27Ë Quayle, M.,(2002), E-commerce: The Challenge for UK SMEs in The Twenty-first Century, International Journal of Operations & Production Management, Vol. 22, No. (9-10), pp. 1148-1161.
EVAL_EXTRA:Š28Ë Trifts, V., & Haubl, G., (2000), Consumer decisions making in on line shopping Environments: The effects of interactive decision aid, Marketing Science, 19(winter) (1), 4-21.
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EVAL_EXTRA:Š29Ë Van, M., and Bekker, J.,(2003), A framework and Methodology for Evaluating E-commerce web site, Journal Electronic Networking Application & Policy, Vol. 13, No. 5, pp. 330-341.
EVAL_EXTRA:Š30Ë Woonbong, Na., Roger, M., and Youngseok, S., (2003), How Businesses Buy Advertising Agency Services: A Way to Segment Advertising Agencies Market?
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EVAL_EXTRA:The Strategz of the International Monetary Fund (IMF) in Financing its Member countries UDC: 339.732.4 Dr Slobodan Marković, dipl ecc Biljana Lazić Faculty of Foreign Trade, Novi Sad, Faculty of Foreign Trade Novi Sad, The twentieth century was marked by numerous changes whose consequences and effects we can still notice and feel.
EVAL_EXTRA:The International Monetary Fund is a set of international agreements and institutions that regulate international liquidity, the convertibility of one currency into another or into reserve holdings, as well as external balance regulatory procedures.
EVAL_EXTRA:Š4, p.258] we can also say that the international monetary system comprises all the agreements on the international payment structures, the institutions and regulations that govern, convey and control these payments.
EVAL_EXTRA:The international monetary system objectives are primarily as follows: stabilization of overall economic activities and price levels; uniform development of international trade; employment and real income growth; exchange rate stability; multilateral payment system fostering, etc.
EVAL_EXTRA:The key institutions through which the international monetary system works and achieves its objectives are: The International Monetary Fund; The European Central Bank and The Bank for International Settlements.
EVAL_EXTRA:It is important to mention other international monetary conventions, unions, regional trusts, clearing organizations etc. too.
EVAL_EXTRA:They are also active within the international monetary system and facilitate its work.
EVAL_EXTRA:The above interpretation refers to the international aspect of the monetary standard, however, it is important to point out that it can also refer to national institutions and methods of payment in the transactions within one country.The key instituti short-term loans credits to the member countries for the purpose of improving their balances of payment and regulating international payments on the basis of settling their liabilities and collecting receivables.
EVAL_EXTRA:
EVAL_EXTRA:Š4, p. 260]The paper will be devoted solely to the method of functioning of the International Monetary Fund and its importance in the international economic trends.
EVAL_EXTRA:
EVAL_EXTRA:Further, the key objectives of the IMF will be highlighted, as well as its organizational structure and the competencies of its bo the World War I, the Great Economic Crisis in 1930s, the massive destructions during the world War II, made it necessary that a unique, international cooperative institution should be established for the purpose of dealing with crucial economic issues.
EVAL_EXTRA:The representatives of 44 countries in the world met at Bretton Woods, in July, 1944 and concluded an agreement on establishing a specialized United Nations agency, to be called the International Monetary Fund, and whose headquarters was to be in Washington.
EVAL_EXTRA:The IMF Statute was adopted in December 1945 and the member countries agreed that the surveillance and management in three important spheres should be the liability of the IMF, namely Š1, p. 163]: Regulations related to the foreign exchange policy and limitations as to payments on the basis of current balance of payment transactions; Supplying member countries with the financial resources to correct and prevent payments disbalances; and roviding a forum where member countries can discuss and cooperate in solving the international monetary issues.
EVAL_EXTRA:The Fund is expected to avoid the fixed pattern in granting aid to its members and to reduce a too strong an impact of highly developed countries when important decisions are to be made. ~~~ In accordance with the Statute adopted, come of the most important objectives the IMF will try to achieve continually are: promoting international monetary cooperation; supporting member countries in resolving various problems, primarily financial ones; maintaining the forein currency stability; growth and fostering a multilateral payment sys tem on current transactions; clearing foreign currency limitations in order to promote international trade; fostering income growth, high rate employment, development of manufacturing capacities based on the growth of international trade; financial support to member countries in order that they avoid balance of payment disbalance and difficulties.
EVAL_EXTRA:The IMF organizational structure For the purposes of a comprehensive analysis, we will briefly quote the IMF basic bodies.
EVAL_EXTRA:According to the Statute, the organizational structure of the Fund is made up of: The Assembly of Governors; The Executive Board; The Managing Director; The Council.
EVAL_EXTRA:Š4, p. 260]The paper will be devoted solely to the method of functioning of the International Monetary Fund and its importance in the international economic trends.
EVAL_EXTRA:Further, the key objectives of the IMF will be highlighted, as well as its organizational structure and the competencies of its boaid in that 25 percent of the quota is paid in special drawing rights, while 75 percent is paid in the national currency of a respective country, and this is the amount the fund keeps as assets on the account with the member countrys Central bank.
EVAL_EXTRA:The quota may be said to represent the importance and pow er of a certain country in the worlds economy, and is at the same time the benchmark in all the financial relations between the member countries and the Fund.
EVAL_EXTRA:The body in charge in the Fund does an audit on the quotas periodically and state whether it is necessary that the quotas of certain countries should be raised and in which manner the increase should be distributed among the member countries, to mutual satisfaction.
EVAL_EXTRA:The quotas may be increased only in case the member country improves its position and its relative share in the overall world economy, otherwise the desired increase is not possible.
EVAL_EXTRA:This issue is a frequent subject of debates in the fund, since it is impossible to satisfy the desires and interests of all the member countries. ~~~ Therefore the rise in quotas was usually in favour of highly developed countries, and to the disadvantage of the developing countries.
EVAL_EXTRA:The size of the quota determines: The volume of loan the country can get from the Fund; The number of votes the country has when it comes to deciding in the Fund (when joining the fund, each country is granted 250 initial votes, and at each 100,000 special drawing rights of its quota it gets one more vote); The countrys participation in the allocation of special drawing rights (the country with a higher quota is entitled to a larger number of issued SDR).
EVAL_EXTRA:U.S.A (17.6%) 2.
EVAL_EXTRA:Japan (6.5%) 3.
EVAL_EXTRA:Germany (6.2%) 1.
EVAL_EXTRA:France (5.1%) 2.
EVAL_EXTRA:Great Britain (5.1%) 3.
EVAL_EXTRA:Italy (3.36%) 7.
EVAL_EXTRA:Saudi Arabia (3.3%) 8.
EVAL_EXTRA:Canada (3.02%) 9.
EVAL_EXTRA:China (3.03%) 10.
EVAL_EXTRA:The loans are by all means an important additional source of finances.
EVAL_EXTRA:Over the decades of the Funds activities, two arrangements of borrowing have especially been important: General arrangement to borrow (GAB) and New arrangement to borrow (NAB).
EVAL_EXTRA:
EVAL_EXTRA:Chart of member countries participating in GAB, with the amounts of assets put at the disposal of the IMF Š5, p. 404] The GAB member countries USA German Bundesbank Japan France Great Britain The National Bank Of Switzerland Amount (in SDR billions) 4,250.00 2,380.00 2,125.00 1,700.00 1,700.00 1,020.00 Amount (in SDR billions) 892.50 850.00 595.00 382.50 The gAB member countries Canada The Netherlands Belgium Sveriges Riksbank Total: 17,000.00 Agreement on association with Saudi Arabia 1,500.00 The potential amount of assets the Fund is entitled to use within the GAB can be found to amount to 17 billion of special drawing rights, with the additional 1.5 billion put at disposal by Saudi Arabia, within the associate agreement.
EVAL_EXTRA:The need for this additional source of financing resulted from frequent crises and the increasing financial needs of the member countries.
EVAL_EXTRA:Today, this arrangement has a form of a credit agreement between the fund and 26 countries that lend their funds under specific, agreed conditions.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Chart of member countries participating in NAB, with the amounts of assets put at the disposal of the NAB member countries Amount (in SDR bilions) 341.00 340.00 340.00 1,302.00 379.00 1,761.00 340.00 665.00 850.00 1,540,00 Kuwait Luksemburg Malesia The Netherlands Norway Saudi Arabia Singapur Spain Sveriges Riksbank The National Bank of Switzerland Tailand Great Britain USA Total: 34,000.00 340,00 2.549.00 6.640.00 IMF Š5, p. 405] NAB member countries Australia Austria The Central Bank of Chile Belgium Canada Denmark The German Bundesbank Finland France Monetary government of Hong Kong Italiy Japan Korea Amount (in DSR billions) 801.00 408.00 340.00 957,00 1,381.00 367.00 3,519.00 340,00 2,549,00 340.00 1,753.00 3,519.00 340.00 The conclusion can be drawn that the countries presented above provide the total of 34 billion special drawing rights which the Fund is entitled to use within the New arrangement to borrow if the need for additional financial assets arises.
EVAL_EXTRA:We distinguish among the three most common types of rates and taxes: Commission this is applied to all the transactions of purchasing currency from the fund, other than purchase within the reserve tranche is paid at the moment of transaction, in the amount of 0.5% of its value.
EVAL_EXTRA:Tax on stand-by and expanded agreements is paid in the amount of 0.25%, however, only at the unused amount of borrowed funds, at the beginning of every twelve-month period.
EVAL_EXTRA:Time tax is paid on the amount of stand-by funds that resulted from the purchase of convertible currency from the Fund, paid for by the national currency, and which the fund keeps in the currency of the member country.
EVAL_EXTRA:It is important to point out that as early as 1972 the special drawing rights have been implemented by the Fund as the accounting unit in its transactions, and are now largely used in the transactions of numerous other international institutions.
EVAL_EXTRA:Over time, the value of the special drawing rights was defined differently, to be based today on the values of the worlds four key currencies: the US dollar, the British pound sterling, the Japanese yen and the euro.
EVAL_EXTRA:The so-called currency basket includes the currencies of five member countries of the Fund that achieve the largest scale exports in a five-year period, and these are: the U.S.A., Great Britain, Germany, Japan and France.
EVAL_EXTRA:4.
EVAL_EXTRA:The International Monetary Fund will grant the necessary budgets only after they have been satisfied that the stabilization programme, mutually agreed upon between the Fund and the member country, to be conducted in the respectve country is justified and efficient.
EVAL_EXTRA:The Fund may grant the resources in the form of: Regular drawing rights Drawings within financial facilities.
EVAL_EXTRA:4.1. ~~~ Regular drawing rights and stand-by arrangements The regular drawing rights within the IMF primarily include the reserve tranche and the four credit tranches.
EVAL_EXTRA:The credit tranches are distinguished in the following way: The first credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 100% to 125% of its quota.
EVAL_EXTRA:The second credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 125% to 150% of its quota.
EVAL_EXTRA:The third credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 150% to 175% of its quota.
EVAL_EXTRA:The fourth credit tranche the drawings that increase the Funds reserves in the member countrys national currency to the amount from 175% to 200% of its quota.
EVAL_EXTRA:These funds are especially granted in two cases: Š3, p. 37] When the economies of the member countries suffer a disbalance of payment due to the structural disorders in production and on the market, and when the price and cost dispabalnce is largely present; When the economies of the member countries are characterised by a slow growth and an inherently poor state of the balance of payment which makes the active growth policy impossible to pursue.
EVAL_EXTRA:The Enhanced Access Policy means a greater opportunity of access to the IMF resources.
EVAL_EXTRA:In introducing this form of financing the main idea is that the policy be temporary in character and that it be implemented up to the moment of the increase in the member countries quotas, because it is then that the conditions for drawing larger sums of resources within the regular drawing rights arise. ~~~ The Supplementary Financing Facility is such a form of financing deficit suffering member countries that need more resources than they can qualify for within regular arrangements, and with longer periods of use and pay back periods.
EVAL_EXTRA:The policy of conditionality was introduced into the regular financial resources approval procedure in the 1960s and means a certain security for the Fund that the member countries will use the funds in accordance with the previously defined conditions and that they will pay the money back in an agreed period of time. ~~~ The Structural Adjustment Facility was introduced for the purpose of providing financial support to developing, low income countries, on a concession basis in the period from 1981 till 1991.
EVAL_EXTRA:Furthermore, one objective was also the improvement of relationships and political dialogue between these countries and the IMF.
EVAL_EXTRA:These countries were entitled to use the resources to the amount of up to 50% of their national quota value, in two tranches, under extremely favourable conditions.
EVAL_EXTRA:
EVAL_EXTRA:The question is: is this really a starting point in the countrys recovery or is it something virtually different?
EVAL_EXTRA:This is the issue the IMF and the highly developed countries, on one side, and the developing countries, on the other, have never reached an egreement about.
EVAL_EXTRA:5. ~~~ The IMF policy of conditionality The policy of conditionality the IMF pursues in granting resources and providing aid to the member countries is a most commonly criticised and challenged The member countries that were in a position to use the resources provided by the Fund in any way are generally severe critics of the conditionality policy.
EVAL_EXTRA:These countries maintain that the fund pays little heed to the real and current situation in the problem experiencing country, but rather implements a fixed programme of stabilization measures that is expected to ensure positive outcomes.
EVAL_EXTRA:Š7, p. 205] 7.
EVAL_EXTRA:The past and the present relationships between the IMF and Serbia At the Bretton Woods conference, when the IMF and the World Bank were established, one of the participants was the then SFRY.
EVAL_EXTRA:Š9] 8.
EVAL_EXTRA:The very fact that the U.S.A. may veto a large number of important decisions, related, among other, to the admission of new member countries, increasing certain quotas or granting resources to the member countries, reveals that the US and other powerful countries largely control the Funds operations and direct its activities for the purpose of achieving their own objectives.
EVAL_EXTRA:The fact that the IMF really offers a range of opportunities to member countries to use the financing resources in the form of reserve tranche which is unconditioned and automatic, the four credit tranches and numerous facilities is undisputable.
EVAL_EXTRA:A specialized international institution, the IMF has obviously so far granted financial and expert support to numerous member countries, made efforts to improve their balance of payment positions and stabilize their economies.
EVAL_EXTRA:The facts show that in certain cases the Fund succeeded in its efforts, however, in a large number of countries it only caused more serious problems and deeper economic crises the results of which hit the pauperized population the hardest.
EVAL_EXTRA:Š3Ë Janev I., UN i međunarodne ekonomske i finansijske institucije, Institut za političke studije, Beograd, 2004. god.
EVAL_EXTRA:Š4Ë Ognjanović V., Međunarodno bankarstvo, Grifon, Podgorica, 2004. god.
EVAL_EXTRA:Š5Ë Prekajac Z., Međunarodna ekonomija, Futura, Novi Sad, 2005. god. ~~~ Š6Ë Ristić @., Komazec M., Radičić M., Menadžment finansijske ekonomije, Institut za ekonomsku nauku, Novi Sad, 2002. god. ~~~ Š7Ë Stojanović I., Međunarodni ekonomski odnosi, REFERENCE Š1Ë Acin \., Međunarodni ekonomski odnosi, Pigmalion, Novi Sad, 2003. god. ~~~ Š2Ë Bjelica V., Raičević B., Radičić M., Babić B., Radmilović S., Finansije u teoriji i praksi, Stylos, Novi Sad, 2006. god. ~~~ Megatrend, Beograd, 2005. god.
EVAL_EXTRA:Š8Ë Internet, www.imf.org Š9Ë Internet, www.nbs.co.yu Bond Yields and Yields Vaeiations on Bonds in Montenegro UDC: 336.761(497.16) dr Vladimir Kašćelan1, mr Borko Božović2 1Faculty of Economics, Podgorica 2The Central Bank of Montenegro The issue discussed is bond yields and yields variations on bonds in Montenegro.
EVAL_EXTRA:The yields on certain series are graphically presented as follows. ~~~ Graph no.
EVAL_EXTRA:1 Yields on FFCS bonds Yield on OB05, anually 1.
EVAL_EXTRA:The primary one is that there was almost no trading with bonds before 2005, therefore, the 2005 2008 period may be absolutely representative for the analyses. ~~~ As far as the formula for yield calculation is concerned, various approaches are possible; however, here we will do the annualization observing a complex interest account and on a (real) premise that the year lasts 365 days.
EVAL_EXTRA:We will use the so-called effective annual yield.
EVAL_EXTRA:The formula goes as follows: (1 + discount/price)365/number of days till maturity 1 (1) On calculating the yields, we present three curious sets of facts: 1.
EVAL_EXTRA:2. ~~~ The yields differ greatly from one FFCS bond set to the other.
EVAL_EXTRA:For example, in OB05, the yields amounted up to about 40%, then fell to 20%, to rise again up to over 100%.
EVAL_EXTRA:In OB06-OB08 they remained around 1520% for quite a long period (depending on the series), to rise dramatically a couple of months prior to maturity.
EVAL_EXTRA:The yield on OB10 was for a long time steady, Yield on OB06, anually Yield on OB16, anually Yield on OB07, anually Yield on OB17, anually Yield on OB08, anually Source: Montenegrostockexchange, NEX exchange, authors calculations Graph no.
EVAL_EXTRA:2 - Yields on PiO bonds Yield on P08P, anually Yield on OB10, anually Yield on bonds PiO, anually Yield on OB15, anually Source: Montenegrostockexchange, NEX exchange, authors calculations 2.
EVAL_EXTRA:Possible reasons for yield growth Let us first consider the yield amount.
EVAL_EXTRA:The yields on bonds must be compared to any other classes of assets (with risks comparison, which, at least to a rational investor, gives a complete layout of the investment.) ~~~ Let us then compare the bonds under study with other classes of assets available in Montenegro. ~~~ As far as shares are concerned, setting a relationship there is problematic.
EVAL_EXTRA:
EVAL_EXTRA:If we compare the case of Montenegro to that case, the situation would be the same, which would be an absolute 1 However, Montenegro cannot do it, because it uses the euro, actually the foreign currency, as an official means of payment.
EVAL_EXTRA:1 Credit ratings, long-term debt in foreign currency, 2005-2008 period Societe Generale OTP Bank source: S&P date rating until 15.11.06.
EVAL_EXTRA:AA- 15.11.06.
EVAL_EXTRA:AA 15.02.08.
EVAL_EXTRA:
EVAL_EXTRA:AA- Source: Bloomberg source: S&P rating date no until 30.07.08. rating 30.07.08.
EVAL_EXTRA:BBB+ 17.11.08.
EVAL_EXTRA:BBB Nova Ljubljanska banka source: Moodys date rating until 24.04.07.
EVAL_EXTRA:A2 24.04.07.
EVAL_EXTRA:Aa3 Hypo International AG source: Moodys date rating until 28.03.07.
EVAL_EXTRA:Aa2 28.03.07.
EVAL_EXTRA:A2 Montenegro rating source: S&P date until 27.03.07.
EVAL_EXTRA:BB 27.03.07.
EVAL_EXTRA:They should. ~~~ This, however, is not the case in Montenegro.
EVAL_EXTRA:In case of bonds, as discount securities, we have both the demand and the offer, with various economic sectors as owners or as prospective owners. ~~~ (Primary owners are those that are first indemnified by the State by way of bonds.)
EVAL_EXTRA:Let us note that both the offer and the demand are incomparably greater in case of fixed term deposit accounts (in amounts, as well as in the number of participants, especially on the side of the capital offer), as regards offer and demand on the bond side.
EVAL_EXTRA:As regards such relationships, we could conclude that the yield on fixed term deposit accounts are lower due to greater offer, and a relatively low demand2.
EVAL_EXTRA:All these, however, do not answer the question: why is the relationship between the offer and the demand on two observed instruments such, i.e., which are the forces behind those offers and demands?
EVAL_EXTRA:Over a four year period, from 2005 to 2008, about 80 million euros were trad include the primary 3 As to the primary trading, it here means the primary sales of municipality bonds as well as the bonds for the road system rehabilitation.
EVAL_EXTRA:Also, we here trading with bonds of NLB Montenegrobank, although the stock exchanges (for no known reasons) do not include this fact.
EVAL_EXTRA:As to other types of bonds, although their innitialization is named issuing, these are actually teh so-called dry emissions (without new money, i.e., as debt securitization), therefore there is no primary sales of other types of bonds. ~~~ ed.
EVAL_EXTRA:The figure includes both primary and secondary trading3.
EVAL_EXTRA:Having in mind the number of working days at the stock exchange (about one thousand), we can calculate that, by a working day, 80 thousand euros were traded, with only 50 transactions by a working day.
EVAL_EXTRA:As regards the total number of transactions and the stock exchange trading, the number of transactions with bonds amounts to 9%, whereas bonds transactions participation amounts to 5,5%.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Not to mention how small the bond market (capitalization) is and how small a number of players in the market is.
EVAL_EXTRA:Insolvency repudiates investors who do not believe that they will be able to cash (at not much lower a price) the bonds if they happen to need the cash before the maturity date.
EVAL_EXTRA:On the other hand, they know that they can cash the deposit before the end of the fixed-term period, however, with a loss of interest.
EVAL_EXTRA:4 In practice, commissions are ¡10-15.
EVAL_EXTRA:As the non-coupon bond duration, by definition, equals the bond maturity itself, that would leave us little space for any productive analysis. ~~~ Let us, then, analyse the yield variations on OB05OB08, OB10, OB15-OB17, P08P, P09P, P10D and P11P series.
EVAL_EXTRA:We will survey the period 2005-2008, using the standard deviation and variation coefficient as indicators. ~~~ We are, of course, aware of the shortcomings of the indicators we use, however we believe they are the most intuitive, and they will, on the other hand, serve well enough in the concrete case, regardless of their shortcomings.
EVAL_EXTRA:Table no.2 Yield variations, the Montenegro state bonds Bond series Standard deviation, % Variation coefficient, % One regularity that can be observed is that the standard deviation falls in the series that mature later.
EVAL_EXTRA:
EVAL_EXTRA:Let us now look at, e.g., debtor securities issued by the US Treasury7.
EVAL_EXTRA:The observation period is the years 1990-2008.
EVAL_EXTRA:Graph no. ~~~ 3 Yield on American debtor securities, % OB05 OB06 OB07 OB08 OB10 OB15 OB16 OB17 P08P P09P P10D P11P 17.9 13.7 5.2 2.9 3.6 3.7 2.6 2.0 246.1 16.4 7.8 7.0 37.7 50.4 29.8 20.2 30.7 63.7 46.6 42.1 69.8 33.7 20.5 19.8 Source: Nex exchange and Montenegrostock exchange; \authors calculations Source: The US Treasury 5 Generally, this is a disadvantage for any active investor into bonds. ~~~ In fact, it is here that the interest rate risk essence is.
EVAL_EXTRA:6 The probability that the bond will be kept till the maturity date is rather real and comparable, since the depositors in principle do not make fixedterm deposits to break the deal lated..
EVAL_EXTRA:7 It is clear that the USA cannot be compared to Montenegro, both in the size and in economy, and in the size and the level of development of money markets.
EVAL_EXTRA:Table no. ~~~ 3 Yield variations,the US Treasury securities Maturity Standard deviation, % Variation coefficient, % 1-month 3-month 6-month 1-year 2-year 3-year 5-year 7-year 10-year 20-year 30-year 61.1 44.6 43.0 40.7 37.1 34.0 29.2 26.6 24.3 17.0 19.7 Souce: The US Treasury; authors calculations 1.5 1.8 1.8 1.8 1.8 1.7 1.5 1.5 1.4 1.0 1.3 We will point out that the standard deviation and the variation coefficient depend on the observation period.
EVAL_EXTRA:Primarily, it is the monetary policy of the FED, the US Central Bank.
EVAL_EXTRA:In place of conclusion: Interest rate risk as investors problem in Montenegro In the end, it must be pointed out that the interest rate risk, at least so far, has not been the primary risk and a big problem of those who invest in bonds.
EVAL_EXTRA:The reason is simple: trading is low, a vast majority of investors chooses to keep the bonds until the maturity date.
EVAL_EXTRA:There is a large number of primary owners that decid ed to keep the bonds until their maturity date.
EVAL_EXTRA:Or, in the majority of other cases, a new buyer will keep them until theeir maturity date, or, using the 1:1 parity, buy portions of state property, or pay taxes, or electricity supply bills and the option of resale and yield by capital gain comes last. ~~~ (Resale can be a solution when the bond has left the deep discounts and its worth comes to ¡0.9 or ¡0.95, with the maturity date far ahead, therefore it seems a better solution to sell at that price and recover liquidity, than wait for the maturity of the bonds.
EVAL_EXTRA:And even among this small number of bonds they possess, the majority are classified as securities that are kept until the maturity date.
EVAL_EXTRA:In such a case, according to the International accounting standards (that is,formally), the investor is not obliged to adjust the change in the value of the bonds in balance statements, which is fully justified and is only a proof of the economic essence of the phenomenon.
EVAL_EXTRA:REFERENCE Š1Ë Fabozzi, F. J. ~~~ The Handbook of Fixed Income Securities, Mc Graw-Hill, 6th ed., 2001 Š2Ë Božović, B. Rizici investiranja u obveznice sa osvrtom na rizik promjene kamatne stope, magistarski rad, Ekonomski fakultet, Podgorica, 2009 Š3Ë sites: www.montenegroberza.com, www.nex.cg.yu, www.bloomberg.com, www.ustreas.gov. Book review Manufacturing Operations Strategy - osvrt Hill, T. Hill, Manufacturing Operations Strategy, Palgrave Macmillan, 2009 In the practice of a large number of companies strategic development is related to the marketing decisions that primarily define the character and the trends of the strategic future, whereas the operations follow this set path and occupy the position in the tail of the process.
EVAL_EXTRA:In the absence of operations strategy, they are destined to perish, their survival is endangered, hence the probablility that their market share could ever rise at all is very small.
EVAL_EXTRA:In conclusion, it is necessary that the strategic operations management be consolidated, both theoretically and in practice. ~~~ Special attention is paid to the development of operations strategy and the principles and methods underlying every step leading to its creation are elaborated thoroughly.
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EVAL_EXTRA:Dr Maja Levi-Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:1.
EVAL_EXTRA:INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
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EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4.
EVAL_EXTRA:CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2]
EVAL_EXTRA:Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. ~~~ Proceedings of work, SINFF-N, page 75 -81.
EVAL_EXTRA:Zlatibor UDC 005 ISSN 1820-0222 2009 - 53 Number 53, Year XIV December 2009.
EVAL_EXTRA:Publisher Faculty of Organizational Sciences - Belgrade Dean Nevenka @arkić Joksimović, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, B elgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Educati on, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl.
EVAL_EXTRA:ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Effective cost management and customer profitability measurement Vesna Milićević, Bojan Ilić How the australian government assists the building and construction industry to be soccialy responsible Sonja Petrović-Lazarević, Violet Lazarević Application of multivariate analysis methods in ranking on thr example of western Balkan countries Milica Bulajić, Dragana Kragulj Communication methods in the city government G2C service Djordje Mazunjanin, Zorica Bogdanović, Mirjana Despotović Organizational development of higher education and the competent model in the Bologna reform of studies Tatjana Devjak, Srečko Devjak Effects of fiscal policy the maintenance of macroeconomic stability in Serbia in the period 2001 - 2007 Mihajlo Babin E-commerce, Slovenian attorneys and social responsibility in search of a link Dolores Modič, Malči Grivec Implementation of the adaptive system in electronic learning Svetlana Jevremović Survive - to Thrive Jan Snoelj Effective Cost Management and Customer Profitability Measurement UDC: 005:657.471 ; 657.05 Prof. dr Vesna Milićević, Prof. dr Bojan Ilić Faculty of Organizational Sciences in Belgrade The paper shows the relationship between the effective cost management and the profitability measurements per customer (customer profitability), which is a more recent perception from the point of view of the company cost management,as well as, in the long run, from the point of view of the marketing management too, in the context of long-term customer relations management.
EVAL_EXTRA:The value for customers is measured by the price they are willing to pay, as well as by the extent to which they are satisfied with the companys products and services Š1Ë. Efficient companies tend to use a minimum of scarce resources in order that their outputs satisfy the needs of their customers, with continual towards improvement.
EVAL_EXTRA:The constituents of non-profit organizations, among them those with a developed management practice, who manage costs successfully, do the evaluations by supporting the organizations that prefer monetary donations, dedicating their time and other resources to this job. tendencies In order that the cost management be effective, it is necessary that it should promote a proactive attitude that, basically, the product and services costs largely depend on the managerial teams decisions.
EVAL_EXTRA:Thus, for example, the cause of significantly higher production costs per output unit may be related to inefficient work, excess material failure, deffective equipment or inadequate production methods. easily both in case of introducing new technologies in the area of production or services and in case of competition being suddenly sharper than before.
EVAL_EXTRA:The top managers in the companies worldwide increasingly accept this attitude and decide that the cost discipline, in terms of the programmes of permanent cost reduction, should be the programme that may even become the core of the company competence.
EVAL_EXTRA:The companies observing a strict cost discipline tend to adjust more 1. ~~~ Elimination of waste, spending and redundance; i.e., of unreasonable 2.
EVAL_EXTRA:Introducing new technology when it is effective; 4. ~~~ Creating virtual business operations via the Internet Š3Ë.
EVAL_EXTRA:This is especially important when it comes to the need for the increase in the efficiency of organizations and their stronger orientation towards placement their products and services on export markets. ~~~ The cost-effectiveness analysis compares alternative courses of action in achieving certain specific organizational goals, from the aspect of their costs and effectiveness.
EVAL_EXTRA:It aids managers to make an adequate choice among the alternatives, ensures that the selected activity course will earn good value for the money higher that any other activity course and generally contributes to a more reasonable allocation and use of resources.
EVAL_EXTRA:Of specific importance is an adequate estimate of costs that must include both the real and the opportunity costs for each option.
EVAL_EXTRA:Integrated approach to information the to business The cost management is based on an integrated approach information.
EVAL_EXTRA:
EVAL_EXTRA:The complexity of any of these dimensions will affect the costs. the diversity of An important aspect of modern management is certainly its proactivity, orientation towards the future and respect for the necessity of change.
EVAL_EXTRA:Cost management also respects the specific features of service companies.
EVAL_EXTRA:Service firms usually have either little supplies or no supplies at all.
EVAL_EXTRA:Following the financial measures, the non-financial factors mirror the current and the prospective standing of the company measured from three additional views of the performance balanced scorecard Š6Ë: (1) customers view market share and market share growth, customer service, timely delivery, customer satisfaction, brand recognition, market position; (2) of internal business processes view high quality product, product innovations, growth in productivity, life cycle, waste reduction; and (3) innovation and learning view human resources development, managers competence and integrity, ethics and corporate culture, education and training, innovation, new products, new methods of production.
EVAL_EXTRA:In the conditions of change in the business environment, the companys cost management system must be more dynamic in order to cope with both the fast-changing environment and the growing diversity of products and production processes for the purpose of facilitating the strategy implementation Š5Ë. New challenges, from both the theoretical and practical aspects, confront cost management in the strategic sense, in terms of implementation of new technologies, technologies, numerically controlled machines and robots, the consequences of which are a considerable reduction of labour share in the product costs structure.
EVAL_EXTRA:Similar is the case of electronic business costs. especially high 5.
EVAL_EXTRA:Importance of customer based cost accounting Modern cost managemnt largely relies on the activity based costing.
EVAL_EXTRA:In cost accounting per activities, indirect costs are allocated to activities via the cost activators, then the activities are factually linked to the cost objects, which supplies the managers with reliable information on costs. increasing importance With the of customer satisfaction and with the strategies oriented towards capturing the market, the costs of marketing, sales, and distribution become significantly higher.
EVAL_EXTRA:The initial information on the basis of activities used in the analysis of products/services of the company can be used to measure the contribution to the profitability of principal customers.
EVAL_EXTRA:Customer-based cost accounting is an analysis of activity costs on each level directed to particular customer services.
EVAL_EXTRA:It is also possible to quantify the customer life-time value.
EVAL_EXTRA:It is the current net value of all the anticipated profits earned from that particular customer. industry The measurement of profitability and profitability per customer management on the basis of an activity-based profitability analysis is presented in Fifure 1.
EVAL_EXTRA:It is essential that a customer profitability analysis be conducted, that should provide the managers with adequate information for customer value assessment.
EVAL_EXTRA:Next, they should evaluate other relevant factors prior to defining concrete activities, appropriate to each customer/user of services.
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EVAL_EXTRA:REFERENCE Š1Ë Hilton, R., Mahler, M., Selto, F., Cost Management, Strategies for Business Decisions, Irwin, McGraw-Hill, International Edition, 2000 Š2Ë Milićević, V., Ilić, B., Značaj novijih kategorija troškova sa stanovišta savremenog menadžmenta, Direktor br.5-6, 2005.
EVAL_EXTRA:Š3Ë Shim, J. K., Siegel, J.G., Cost Reduction and Control Best Practices, Institute of Management and Administration, John Wiley & Sons, Inc., Hoboken, New Jersey, 2006 Š4Ë Hirschey M., Pappas J., Whigham, D., Managerial Economics, European Edition, Harcourt Brace&Company Limited, London, Š5Ë Blocher, E., Stout, D., Stokins, G., Chen, K., Cost Management, a Strategic Emphasis, McGraw-Hill, Irwin, Boston, 2008 Š6Ë Kaplan, R., Norton D., The Balanced Scorecard, Harvard Business School Press, Boston, 1996 Š7Ë Porter, M., Competitive Advantage, Creating and Systaining Superior Performance, The Free Press, New York, 1985 Š8Ë Png, I., Managerial Economics, Blackwell Publishing, Malden, Oxford, Melbourne, Berlin, Š9Ë Atkinson, A., Banker, R., Kaplan, R., Mark Young, S., Management Accounting, Prentice Hall, Upper Saddle River, New Jersey, 2001 Figure 1. ~~~ Customer-based profitability measurement and management From the point of view of customer-based profitability management, it is important that the Figure presents four types of customers. ~~~ In the bottom left square are the customers sensitive to prices, asking primarily low prices of products and discounts, therefore the net margins are low, the service costs are also low, therefore they can be profitable customers. ~~~ Next, the upper right square shows the customers that count on the high costs of service (often due to considerable technical and sales support), however, they can also be profitable, if the net margin achieved by the sales to these customers compensates in excess the costs of all the necessary resources.
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EVAL_EXTRA:How the Australian Government Assists the Building and Construction Industry to be Sociality Responsible UDC: 35.072.2(94) ; 347.72.032(94) ; 005.35:69(94) Sonja Petrovic-Lazarevic, Violet Lazarevic Faculty of Business and Economics Monash University, Melbourne, Australia At present every country in the world is trying to minimise the negative effects of the economic crisis.
EVAL_EXTRA:The paper ends with concluding remarks and future research directions. ~~~ The research findings are useful to the academics, practitioners and governments. ~~~ 2.
EVAL_EXTRA:Literature review 2.1. ~~~ Corporate social responsibility socially responsible Corporate Social Responsibility is becoming important to research because of its growing importance in influencing behaviour (Blumenthal and Bergstrom, 2002).
EVAL_EXTRA:In addition, customers experience more satisfaction from their experiences with firms that employ corporate social responsibility initiatives (Luo and Bhattacharya, 2006). ~~~ Corporate social responsibility activities implemented by an organization are seen as contributing to the future by ensuring that there is an environment within which to operate in the future (Middlemiss, 2002).
EVAL_EXTRA:
EVAL_EXTRA:The reason to choose Queensland was that we have had an immediate access to the real source of actions undertaken, and have interviewed the person Queensland has established the Integrated Planning Act (1999) to protect environment.
EVAL_EXTRA:
EVAL_EXTRA:This is done through the PQC Certificate of Registration (Prequalification PQC, 2003). ~~~ PQC Certificate of Registration (P=pretender; Q=qualification; C=criteria) includes various systems in place such as Environmental Management Standard and quality management related systems.
EVAL_EXTRA:The Environmental Management Standard (ISO 14001 EMS) indicates the environmental responsibility.
EVAL_EXTRA:It covers financial, technical, safety and environment criteria that have to be satisfied and submitted with a tender.
EVAL_EXTRA:It also implies the application of sustainability practices in an effort to help future generations meet their needs (Petrovic-Lazarevic, 2009).
EVAL_EXTRA:Further, the environment criteria are related to health and safety.
EVAL_EXTRA:Australian standards AS/NZS 4804:2001, occupational, health and safety management systems and AS/NZS/ISO 14001:2004 EMS, are closely related; both are government endorsed standards designed to guide organizations in establishing healthy working environments, and subsequently providing a framework for the application of metrics to measures, evaluate and improve performance.
EVAL_EXTRA:(The authors are grateful to Mr Frank Ellison, Quality Assurance and Environment, Watpac Construction Australia for his help in finding the adequate information and constructive suggestions of how to improve the paper.)
EVAL_EXTRA:REFERENCES Š1Ë Aupperle, K.E., Carroll, A.B., and Hatfield, J.D. (1985) ~~~ An empirical examination of the relationship between corporate social responsibility and profitability, Academy of Management Journal, 28 (2): 446-463.
EVAL_EXTRA:Š2Ë Blumenthal, D. and Bergstrom, A.J. (2002)
EVAL_EXTRA:Brand councils that care: Towards the convergence of branding and corporate social responsibility, Brand Management, 10 (4): 327-341.
EVAL_EXTRA:Š3Ë Bowen, H.R. (1953), Social Responsibilities of the Businessman, New York: Harper & Row.
EVAL_EXTRA:Š4Ë Built Environment - Curriculum Context (2004), http://www.det.wa.edu.au/education/cmis/eval/ curriculum/pathfinders/ybe/index.htm, Assesses 19/01/2009.
EVAL_EXTRA:Š5Ë Capaldi, N. (2005)
EVAL_EXTRA:Corporate social responsi bility and the bottom line, International Journal of Social Economics, 32 (5): 408-423.
EVAL_EXTRA:Š6Ë Carroll, A.B. (1991)
EVAL_EXTRA:Corporate social perform ance measurement: A comment on methods for evaluating an elusive construct, in L.E. Post (ed.), Research in Corporate Social Performance and Policy, (12): 385-401.
EVAL_EXTRA:Š7Ë Cole, R. (2003)
EVAL_EXTRA:Reform of Occupational Health and Safety: Volume 6, Final Report of the Royal Commission into the Building and Construction Industry, February, Construction Safety Alliance (2003) Analysis of Safety Programs of 16 Large Construction Companies, Online, available at https://engineering.purdue.edu/CSA/publications/FallPotts; Assessed 17/09/2007. ~~~ Š8Ë Crowther, D. (2000)
EVAL_EXTRA:The dialects of corporate value management, in Arnold, G. and Davis, M. (Eds), Value Based Management: Context and Application, Wiley, Chicester: 105-132.
EVAL_EXTRA:Š9Ë DeFillipi, R.J. (1982) ~~~ Conceptual framework and strategies for corporate social involvement research, in L.E. Preston (ed.), Research in Corporate Social Performance and Policy, JAI Press, Greenwich, Connecticut, No. 4.
EVAL_EXTRA:Š10Ë General Environment (2008) http://ec.eu ropa.eu/dgs/environment/index_en.htm; Assessed 19/01/2009. ~~~ Š11Ë Hart, S. (1995)
EVAL_EXTRA:A natural resource based view of the firm, Academy of Management Review, 20 (4): 986-1014. ~~~ Š12Ë Green Building Council Australia (2002),http://www.gbca.org.au/; Assessed 19/01/2009. ~~~ Š13Ë Hillebrandt, P.M. (1985)
EVAL_EXTRA:Economic Theory and the Construction Industry, Macmillan, Houndmills. ~~~ Š14Ë Houghton, N. (1998)
EVAL_EXTRA:Ecologically Sustainable Development: indicators and decision processes, Research Report No.319.63, ARRB Transport Research Ltd, Vermont, Australia.
EVAL_EXTRA:Š15Ë Integrated Planning Act (1999) http://www.dip.qld.gov.au/ipa; Assessed 18/01/2009. ~~~ Š16Ë International Environmental Law and Policy Series (1993) The Earth Summit: the United Nations Conference on Environment and Development, Graham & Trotman/Martinus Nijhoff, London.
EVAL_EXTRA:Š17Ë Johri, L.M., and Sahasakmontri, K. (1998) ~~~ Green marketing of cosmetics and toiletries in Thailand, Journal of Consumer Marketing, 15 (3): 265-282.
EVAL_EXTRA:Š18Ë Kitchin, T. (2003)
EVAL_EXTRA:Corporate social responsi bility: A brand explanation, Brand Management, 10 (4-5): 312-326.
EVAL_EXTRA:Š19Ë Langerak, F. (1998) ~~~ Exploratory results on the antecedents and consequences of green marketing, Journal of Market Research Society, 40 (4): 323-333.
EVAL_EXTRA:Š20Ë Luo, X. and Bhattacharya, C.B. (2006) ~~~ Corporate social responsibility, customer satisfaction and market value, Journal of Marketing, 70 (3): 1-18.
EVAL_EXTRA:Š21Ë Maignan, I. (2001)
EVAL_EXTRA:Consumers perception of corporate social responsibilities: A cross-cultural comparison, Journal of Business Ethics, 30 (1): 57-72.
EVAL_EXTRA:Š22Ë Middlemiss, N. (2002)
EVAL_EXTRA:Authentic not cosmetic: CSR as brand enhancement, Brand Management, 10 (4-5): 353-361.
EVAL_EXTRA:Š23Ë Mohr, L.A., Webb, D.J., and Harris, K.E. (2001) ~~~ Do consumers expect companies to be socially responsible?
EVAL_EXTRA:The impact of corporate social responsibility on buying behaviour, Journal of Consumer Affairs, 35 (1): 45-73.
EVAL_EXTRA:Implementation of Changes in Values, Strategy and Policy, CD Rom, pp. 1418-1427.
EVAL_EXTRA:Š34Ë Petrovic-Lazarevic, S. (2002) ~~~ Challenges of Leadership in Yugoslav Building and Construction Industry, International Conference of the Global Business and Technology Association, Rome, in N. Delener, C. Chao (eds) Beyond Boundaries, 940-946. ~~~ Š24Ë Morris, S.A. (1997)
EVAL_EXTRA:Environmental pollution Š35Ë Petrovic-Lazarevic, S., Perry, M. and Rajan, R. and competitive advantage: an exploratory study of U.S. industrial goods manufacturers, Academy of Management Proceedings: 411-415.
EVAL_EXTRA:Š25Ë Nalewaik, A. and Venters, V. (2008) ~~~ Costs and benefits of building green, AACE International Transactions, DEV.02: 1-9.
EVAL_EXTRA:Š26Ë NATA (2005) http://www.nata.asn.au; Assessed 19/01/2009.
EVAL_EXTRA:Š27Ë Orlitzky, M., Schmidt, F.L., and Rynes, S.L. (2003) ~~~ Corporate social and financial performance, Organization Studies, 24 (3): 403-441.
EVAL_EXTRA:Š28Ë Oyewole, P. (2001), Social costs of environmental justice associated with the practice of green marketing, Journal of Business Ethics, 29 (1): 239-251.
EVAL_EXTRA:Š29Ë Petrovic-Lazarevic, S. (2009) ~~~ Good Corporate Citizenship in the Australian Construction Industry, Corporate Governance (forthcoming) Š30Ë Petrovic-Lazarevic, S. (2008) ~~~ The Development of Corporate Social Responsibility in the Australian Construction Industry, Construction Management and Š1Ë Economics, 26(2): 93-101.
EVAL_EXTRA:Š31Ë Petrovic-Lazarevic, S. (2005) ~~~ Governance and global effectiveness of the Serbian economy, European Business Review, 17(2): 133-143.
EVAL_EXTRA:Š32Ë Petrovic-Lazarevic, S. (2004) ~~~ Corporate Governance in the Building and Construction Industry in Callender, G, Jamieson D, Williams C. (eds.) ~~~ Governance by Accident or Design, Vine Yard Publications Perth, 115-124.
EVAL_EXTRA:Š33Ë Petrovic-Lazarevic, S. (2003)
EVAL_EXTRA:Change of Governance as a Key Factor of Adding Value to Serbian Economy, GBATA 2003, International Conference: Challenging the Frontiers in Global Business and Technology: (2007) Improving Occupational Health and Safety Measures in the Australian Construction Industry, Zagreb International Review of Economics & Business, 10(1): 17-34.
EVAL_EXTRA:Š36Ë Podnar, K. and Golob, U. (2007)
EVAL_EXTRA:CSR expecta tions: the focus of corporate marketing, Corporate Communications: An International Journal, 12 (4): 326-340.
EVAL_EXTRA:Š37Ë Prequalification PQC(2003) Š38Ë http://www.publicworks.qld.gov.au/services/pre qual.cfm; Assessed 19/01/2009. ~~~ Š39Ë Preston, L.E. and Post, J.E. (1975) ~~~ Private Management and Policy, Prentice-Hall, Englewood Cliffs.
EVAL_EXTRA:Š40Ë Quazi, A.M. and OBrien, D. (2000) ~~~ An empirical test of a cross-national model of corporate social responsibility, Journal of Business Ethics, 25 (1): 33-51.
EVAL_EXTRA:Š41Ë Rex, E. and Baumaann, H. (2007) ~~~ Beyond eco labels: what green marketing can learn from conventional marketing, Journal of Cleaner Production, 15 (6): 567-576.
EVAL_EXTRA:Š42Ë Russo, M.V. and Fouts, P.A. (1997) ~~~ A re source-based perspective on corporate environmental performance and profitability, Academy of Management Journal, 40 (3): 534-559.
EVAL_EXTRA:Š43Ë Waddock, S., and Smith, N. (2000)
EVAL_EXTRA:Corporate social responsibility audits: Doing well by doing good, Sloan Management Review, 41 (2): 75-83.
EVAL_EXTRA:Š44Ë Walsh, J.P., Weber, K., and Margolis, J.D. (2003)
EVAL_EXTRA:Social issues and management: Our lost cause found, Journal of Management, 29 (6): 859-881.
EVAL_EXTRA:Š45Ë World Health Organization (2009) http://www.who.int/phe/en; Assessed 19/01/2009.
EVAL_EXTRA:Application of Multivariate Analysis Methods in Ranking of the Example of Western Balkan Countries UDC: 339.92(497.11) Milica Bulajić1, Dragana Kragulj2 Faculty of Organizational Sciences, Beograd 1mild¿fon.bg.ac.yu 2kragulj¿fon.bg.ac.yu XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008.
EVAL_EXTRA:The common market that has so far operated on the basis of 31 bilateral free trade agreements the countries in the region concluded between each other in the past years, turns into an integrated Agreement characterised by Š4Ë: Further liberalization and cancellation of any quantitative limitations (with the exemption of armament and military equipment); The non-discrimination principle (which means that all the products are entitled to equal treatment); The principle of origin (which provides that the CEFTA product is treated as domestic when exported to export markets); Introduction of diagonal cummulation (meaning that the products manufactured in one member country of the Agreement are taken as domestic products, regardless of whether they are partially or fully manufactured in that respective country); The protection and compensation measures are defined in accordance with the World Trade Organization and national legislative regulations.
EVAL_EXTRA:3.
EVAL_EXTRA:Each national economy, especially in the transition countries is faced with the problems of defining the economic policy and goals prioritizing.
EVAL_EXTRA:The Western Balkan countries are very similar in their features.
EVAL_EXTRA:These are small scope economies, insufficiently competitive due to an inadequate adjustment to the European and international standards and norms, with the trade balance and budget deficits and a certain, somewhere high, inflation rate, and especially high unemployment rate.
EVAL_EXTRA:They are characterized by an unsatisfactory infrastructure, the working capital is scarce, the grey economy share is high, the standard of living is rather poor.
EVAL_EXTRA:The data are shown for the CEFTA member countries (Kosovo not included) for a five-year period, from 2001 to 2005, and on the following macroeconomic indicators: Albania B&H Croatia Macedonia Moldova Montenegro Serbia 6.50 4.70 6.00 6.00 5.50 3.50 2.10 3.30 2.20 2.00 14.60 15.88 15.00 14.60 14.20 -7.90 -6.60 -4.90 -4.90 -3.80 4.80 4.20 2.40 8.40 6.20 91.80 19.50 11.70 10.10 16.50 12.20 13.20 14.60 18.50 20.80 -1.40 -4.00 -2.70 -0.30 2.00 6.10 7.80 6.60 7.30 7.10 9.80 5.30 11.70 12.50 13.50 1.70 6.80 7.90 8.10 7.30 -0.50 -2.00 0.20 0.40 -0.70 -0.20 1.70 2.30 3.70 4.10 28.00 9.50 6.70 4.30 1.80 19.50 21.60 22.90 22.40 17.00 .
EVAL_EXTRA:1.93 3.16 2.10 3.10 4.50 3.80 3.30 6.00 5.50 1.90 -0.20 1.00 0.70 3.60 42.70 42.00 42.00 43.10 44.10 -5.80 -4.00 -2.20 -0.60 0.90 3.80 5.20 4.50 3.80 4.30 4.90 2.20 1.50 2.10 3.30 22.30 22.50 19.50 13.80 12.70 -6.50 -5.20 -4.60 -4.90 -4.10 -4.10 0.90 2.80 4.10 4.00 5.50 2.30 1.10 -0.40 0.50 30.50 31.90 36.70 37.00 37.30 -7.20 -5.70 -1.10 0.00 . ~~~ GNP the gross national product (the rate of change compared to the previous year); URC the unemployment rate (percentage of working age population); BUDBAL the budget balance (the gross national income percentage). ~~~ Table 1.
EVAL_EXTRA:Macroeconomic indicators for the CEFTA member countries GNP01 GNP02 GNP03 GNP04 GNP05 IRC01 IRC02 IRC03 IRC04 IRC05 URC01 URC02 URC03 URC04 URC05 BUDBAL01 BUDBAL02 BUDBAL03 BUDBAL04 BUDBAL05 Although rather similar to one another, the economies of the observed countries do reveal some differences.
EVAL_EXTRA:Component Table 2.
EVAL_EXTRA:The factor loading matrix The values of linear combinations (scores) for the countries subject to this analysis are calculated for each principal component. ~~~ The values of the scores are presented in Table 3. ~~~ PC 1. ~~~ PC 2. ~~~ PC 3.
EVAL_EXTRA:PC 4. ~~~ Albania B&H -0.62391 1.8154 -0.00443 0.77483 -0.53567 -0.62875 -1.21536 0.00713 Croatia Macedonia Moldova Montenegro Serbia -0.64151 0.87862 -0.0586 0.68713 -0.98362 -0.75765 2.13387 -0.40962 -0.00204 -1.03228 0.0618 -0.32163 -0.99295 1.43525 -0.74846 0.91542 -0.37706 -1.15152 0.19068 1.58492 Table 3.
EVAL_EXTRA:The obtained I-distance values represent the measure of similarities and differences between the countries observed, on the basis of the economic indicators presented in Table 1. ~~~ The I-distance can also be viewed as an indicator of the transition level achieved.
EVAL_EXTRA:Rank Country Croatia 1. ~~~ Albania 2. ~~~ Macedonia 3.
EVAL_EXTRA:Montenegro 4. ~~~ Moldova 5.
EVAL_EXTRA:Bosnia and 6.
EVAL_EXTRA:Herzegovina Serbia 7. ~~~ I-distance 0.42 1.42 5.69 8.52 10.44 12.91 13.59 Table 4.
EVAL_EXTRA:I-distance Rank Country 1.13 Bulgaria 2.91 Romania Albania 3.49 Serbia and Montenegro 4.74 5.16 Croatia 5.25 Bosnia & Hercegovina 5.33 1. ~~~ 2. ~~~ 3. ~~~ 4. ~~~ 5. ~~~ 6. ~~~ 7.
EVAL_EXTRA:Š9Ë 7.
EVAL_EXTRA:REFERENCE Š1Ë Ivanović B., Teorija klasifikacije, Institut za ekonomiku i industriju, Beograd, 1977.
EVAL_EXTRA:Š2Ë Kovačić Z., Multivarijaciona analiza, Ekonomski fakultet, Beograd, 1998. ~~~ Š3Ë Kragulj D., Jednak S., Bulajić M., Investment climate and Foreign Direct Investments in New Members States and South East European Countries, The World Bank and Ministry of Economy and Finance of Greece, conference Structuring Regulatory Frameworks for Dynamic and Competitive South Eastern European Markets, Athens, Greece, december 2006. ~~~ Š4Ë Kragulj D., Jednak S., CEFTA i strane direktne investicije, XI Internacionalni simpozijum iz projektnog menadžmenta, Zbornik radova: Projektni menadžer-profesija budućnosti, YUPMA, Zlatibor, 6-8 jun 2007.
EVAL_EXTRA:Š5Ë Kragulj, D., Delić, M., Procena ekonomskih tokova u zemljama Jugoistočne Evrope primenom I-odstojanja; 31.
EVAL_EXTRA:Simpozijum o operacionim istraživanjima SYM-OP-IS 2004; Zbornik radova 5 - 8; Iriški Venac; 14.09.17.10.2004.
EVAL_EXTRA:Š6Ë Norusis M.J., SPSS/PC+ V4.0 Advanced Statistics V 2.0, SPSS Inc, Chicago.
EVAL_EXTRA:1990. ~~~ Š7Ë http://www.mfa.gov.yu/Policy/Multilaterala/EU/anal ize_e/cards_e.html Š8Ë http://www.ekonomist.co.yu/magazin/em206/tem/te m1.htm Š9Ë http://ino.komora.net/RegionJIE/CEFTA2006/tabid /1942/Default.aspx Communication Methods in the City Government G2C Service UDC: 35.077:004.738 mr \orđe Mazinjanin1, mr Zorica Bogdanović2, dr Marijana Despotović 1 PTT Communications Public Company Srbija, Beograd, Srbija 2 Faculty of Organizational Sciences, Beograd, Srbija The subject of work is the analysis of the communication between the government and the citizens in the e-service of the local government.
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EVAL_EXTRA:The integrated desk model A review of the citizen government communication in e-business In order that a favourable image of the e-government and citizen cooperation should be created it is necessary that special attention be paid that the services via all distribution channels are good and efficient regardless of the channel the client used to access the service. ~~~ The Internet is only one possibility for the users to communicate with their government. ~~~ In addition to this one, there are the telephone (GPRS), fax, e-mail and personal services.
EVAL_EXTRA:The citizens interest in using the e-government services is shown in Figure 2.
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EVAL_EXTRA:Š5Ë. IV.
EVAL_EXTRA:The central space of the page, contains two major modules: a) Service information; b) News; 5. ~~~ The page bottom.
EVAL_EXTRA:The conceptual layout of the city government home page The municipal government home page is divided into several modules arranged in such a manner that functionality, simplicity of use and clear view of contents are achieved.
EVAL_EXTRA:The basic elements of the port page are as follows: 1.
EVAL_EXTRA:The heading, divided into the following units: a) The citys logo, simultaneously a link to the home page; b) Selection of the language of presentation; in addition to Serbian, the port is designed in the English and the German languages too; c) A module for searching through the site con tents; d) The horizontal menu, containing links to the basic contents of the presentation; 2. ~~~ The left side vertical menu, including: a) Appropriate links to pages containing elemen tary information and projects realised in the municipal government, as well as the major acts related to the government operations; b) The city call centre; this module will be ex plained in detail hereinafter; c) Municipal current news, the module containing current information related to the municipal government activities; 3. ~~~ The right side vertical menu contains: a) News files; b) Useful links to the contents of the site and outside the site; Figure 6.
EVAL_EXTRA:The City of Belgrade port (www.beograd.org.yu) V. Citu government call centre The functionality principle of the city government call centre provides that the main entity of all the business processes should be the end user (caller) Š6Ë.
EVAL_EXTRA:In order that the operations of the Belgrade call centre be explained, two major types of functions are shown: base module is responsible for three functions: Organization of the base of information required 1.
EVAL_EXTRA:Answering the citizens enquiries by providing information on certain functions and services of city Services (agencies), in such a manner that they are fully resolved within the call centre head office; 2. ~~~ Responding to the citizens claims by directing orders to the Services (agencies) to service the citizens claims following their procedures and the accepted service standards, and inform the call centre head office of the results upon the completion of the job.
EVAL_EXTRA:General model of e-government call centre functionality (C1), Claim Application Any claims the caller sends may be classed into four categories: (C2), Proposition (C3) and Information, on the basis of which the caller is forwarded the appropriate information as to the further course of dealing with his/her enquiry, however, not necessarily via the same channel the caller has used to make the enquiry Š7Ë. One way of forwarding information is the internal one.
EVAL_EXTRA:The knowledge to provide a reply to the claim; Organization of the knowledge base containing information on city services and the city in general; Organization of issue base that contains and updates information on all the issues resolved in the past and on the basis of which a solution is offered (e.g. by the script method) to the operator in order that he can resolve the repeated claims.
EVAL_EXTRA:It is in this manner that the city receives a uniform information and an insight into all the aspects of public utilities operations, which can be used for the purpose of accomplishing their control, management and planning function(s) Š6Ë. Communication methods integration within the call centre In order that the communication between the citizens and the public administration in Belgrade be improved the Belgrade Call Centre the BCC has been designed.
EVAL_EXTRA:The citizen contacts the centre on the basis of one call system, and, in case of a telephone contact, uses an easily memorable and free of charge number. ~~~ All claims are automatically registred and Figure 9 shows the internal structure and infrastructure of the Belgrade Call Centre Š1Ë.
EVAL_EXTRA:The call center can be understood as the framework for an integrated communication between the citizens and the city government, allowing for a high level of interactivity. filed and make up the basis for the analyses, statistics and devising the investment and development plan(s).
EVAL_EXTRA:The public administration, as the pillar of the state and the indicator of the governmental bodies work, has to implement new technologies in its work if its goals are the prosper Figure 8. ~~~ The Belgrade Call Centre architecture REFERENCE Š1Ë Mazinjanin \., Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave, magistarska teza, FON, 2007 Š2Ë Mazinjanin \., Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave Š3Ë Mazinjanin \., Tehnologija komunikacije vlade i građana u elektronskom poslovanju , Beograd 2004. ~~~ Š4Ë Ministarstvo nauke i zaštite životne sredine, Strategija razvoja informacionog društva u Republici Srbiji, Beograd 2006. ~~~ Š5Ë Stanković S., Internet call centar u funkciji elektronskog poslovanja, Magistarski rad, FON, Beograd 2005. ~~~ Š6Ë Štab izgradnje Beogradskog pozivnog centra, Beogradski pozivni centar: Projektni zadatak za izradu Glavnog projekta Beogradskog pozivnog centra, Beograd 2006.
EVAL_EXTRA:Š7Ë CPU, Projekat procesa i rada Beogradskog pozivnog centra, Beograd 2006. ~~~ Š8Ë Anđelić B., Poduhvat uspostavljanja elektronske državne administracije u Republici Srbiji, Beograd 2002. ~~~ Š9Ë Andrejić S., Izrada Web portala grada, Specijalistički rad, FON Beograd 2005. ~~~ Š10Ë Atkinson R., Digitalna vlada: Sledeći korak u rekonstruisanju Savezne vlade, Beograd 2000.
EVAL_EXTRA:Š11Ë Republički zavod za statisktiku, Upotreba in formaciono-komunikacionih tehnologija u Republici Srbiji 2008, Beograd, 2008 Š12Ë Anttiroiko A., Strategic knowledge management in local government, Electronic governmet: design, applications and management, editor Ake Gronlund, Idea group publishing, Š13Ë Axelsson K., Melin U., Persson A., Communication analysis of public forms, International Journal of Public Information Systems, vol 3, 2007 Š14Ë Gant, J. P., Gant, D. B. Web portal functional ity and state government e-service.
EVAL_EXTRA:Proceedings of the 35th Hawaii International Conference on System Sciences - 2002 Figure 10.
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EVAL_EXTRA:Communication process flow within call centre ity of the government, the progress of the country, and the satisfaction of its citizens.
EVAL_EXTRA:Organizatonal Development of Higher Education and the Competent Model in the Bologna Reform of Studies UDC: 378.014.3(4) Tatjana Devjak1, Srečko Devjak2 1Ljubljana University, Faculty of Pedagogy 2Ljubljana University, Faculty of Administration Ever since 1988 the European countries have implemented the Bologna reform, based on the declarations submitted by the EU member countries ministers of higher education.
EVAL_EXTRA:The trend established shows that the European countries and institutions are willing to learn one from another and thet the mobilitty of both students and teachers increasingly contributes to a growing understanding of a real European identity.
EVAL_EXTRA:In order that the curricula be better understood and compared within the Tuning project a specific methodology was created that defines five key sets of approaches in the subject/disciplinary areas: (1) general competences or transferable skills; (2) subjectspecific competences, (3) the role of ECTS as a credit accumulating system; (4) approaches to studying, teaching and assessment; (5) the role of improving The adjustment project in Europe was conducted within the Tuning project1 which was highly successful, since, in addition to the work load to the students, it introduced a component of learning results (outcomes) which jointly define the ECTS in a most com 1 The Tuning project includes over one hundred European universities and is directed towards designing concrete suggestions in the execution of the Bologna process on the level of higher education institutions and certain subject areas.
EVAL_EXTRA:The project has recently spread from Europe to Latin America and central Asia (gonzales and Wagenaar, 2007) quality in the education process, with an emphasis on the systems based on national institutional quality culture (Gonzales and Wagenaar, 2007).
EVAL_EXTRA:All these five sets of approaches allow for the universities to tune their curricula without giving up their autonomy and simultaneously enhance their competence and inovation.
EVAL_EXTRA:The issue to solve is how to implement the competent model to improve the opportunities of the graduate students to find employment.
EVAL_EXTRA:Or, as Gonzales and Wagenaar (2007:54) maintain, competences are a dynamic combination of knowledge, understanding, skill, and abilities, therefore the development of competences is the objective of the programmes of education.
EVAL_EXTRA:2 The teaching, curricula outcomes /results ar what the student will be capable of knowning, understanding or producing upon completing his studies.
EVAL_EXTRA:Thus, in the higher education curricula reform we encounter certain new elements that we have to observe as logically interrelated, which is shown in the following chart: Chart 1: Degree programmes reform planning and development Source: Tancig, S. (2007).
EVAL_EXTRA:Ljubljana: Faculty of Pedagogy UL, 24.
EVAL_EXTRA:Thus descriptors act as a significant guide in designing the degree programme competences and objectives, as well as the study achievements. ~~~ (Tancig, 2007:26). the setting of objectives and study achievements of the programme course units that in turn define the teaching methods and the methods of testing knowledge.
EVAL_EXTRA:Competences are classed as general, or generic and subject-specific.
EVAL_EXTRA:Instrumental, or applicable competences: cognitive, methodological, technological and linguistic competences; 2. ~~~ Interpersonal, or mutual competences: an individuals abilities, such as behaviour in the society and capability of collaboration; 3. ~~~ Systemic competences: abilities and skills that require entire systems (a combination of understanding, cleverness, knowledge with an overall acquisition of applicable knowledge and interpersonal competences).
EVAL_EXTRA:The competence design has to be in accord with a particular study level, i.e., its descriptor; in other words, the descriptors must be translated to degree programmes competences, whereas these in turn are to be translated to objectives, and finally to achievements.
EVAL_EXTRA:The degree programmes competencies precondition The identification of generic and subject-specific competences is a process that requires an agreement among the graduate students, employers and academics as regards each academic area.
EVAL_EXTRA:Although the selection of the most adequate generic competences differs to some extent due to the specific nature of a particu Chart 2: Study results and competences in degree programmes Izvor: Gonzales, J. and Wagenaar, R. (2007). ~~~ Metodologija projekta Tuning. ~~~ V: Devjak, T. i Zgaga, P. (ed.). ~~~ Prispevki k posodobitvi študijskih programov II.
EVAL_EXTRA:Ljubljana: Faculty of Pedagogy, 57. lar area, the authors (Prav tam) claim that the typical academic competences, such as analytical and synthesis skills, as well as the learning and problem solving skills, are identified as most important in each of the areas.
EVAL_EXTRA:Other generic competences, such as the skill of applying the knowledge in practice, the skill of adapting to new situations, concern about quality, ability to control information, autonomous acting, team work, organization, work planning, oral and written communication in mother tongue as well as individual skills were assessed by both the graduates and the employers as primarily important for finding employment.
EVAL_EXTRA:The research conducted by these authors shows that more attention should be paid to a specific number of generic competences in order that the students preparations for future work should be as good as possible3. ~~~ The subject-specific competences as part of the project were already defined for nine areas and the European countries reached the agreement about what comprises the essence of each area.
EVAL_EXTRA:As said above, competences are referent points in creating curricula and assessment methods.
EVAL_EXTRA:The curricula creation allows for flexibility and autonomy, however, 3 A detailed reserach was conducted on the Faculty of pedagogy at the University of Ljubljana, in 2004.
EVAL_EXTRA:Razdevšek Pu?ko and Rugelj, 2007:43). they simultaneously offer a common language in describing the curricular objectives.
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EVAL_EXTRA:3. ~~~ Lessons learned from recognizing the need to develop organizational enviroment for a successful implementation of the Bologna reform The Faculty of Administration was among the first at the University of Ljubljana and in Slovenia to introduce and develop the Bologna programme.
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EVAL_EXTRA:A valuable aid in setting the criteria and objectives is provided by the standards promoted by the following institutions: A broad national association, e.g., University of Ljubljana, by developing and observing their own standards; International e.g., EAPAA (European Association for Public Administration Accreditation), where the Faculty accredited the second level ADMINISTRATION programme (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel, 2007); institutions, Partner-educational institutions with which the Faculty of administration jointly conducts the degree programmes and issues joint diplomas: Program Management in administration with the Faculty of Organizational Sciences in Belgrade (DRAKULI], M., DEVJAK, S., BRAČEK, A., Pravni život, 2007a); the FINAC program (accounting and public finances) with partner faculties at the universities in Roterdam, Prague and Banska Bistrica (DRAKULI], M., DEVJAK, S., BRAČEK, A., Upravna misel, 2007b) Institutions that employ graduate students.
EVAL_EXTRA:The Faculty of administration implements the idea of partnership in various areas: In the academic community where partnership is understood in a similar way by both pedagogic, non-pedagogic staff and by the students who decide upon mutual objectives and values; With the partner educational and research institutions when they jointly carry out the degree programmes and research work; Employers who employ the graduate students that take an active part in the educational (e.g., student practice, seminars and diploma works) and research processes (e.g., joint and individual research, European projects) in order that they should approximate the competent model to their human resources needs; The graduate students that make the link between the faculty and the profession, inform the faculty on the adequacy of the competent models of degree programmes and take the problems of profession to the academic milieu, or enhance the development of educational work or research activities.
EVAL_EXTRA:REFERENCES Š1Ë Common European Principles fot Teacher Competences and Qualifications (2005). http://europa.eu.int/comm/education/policies/2010/testingconf-en.html Š1Ë DRAKULI], M., DEVJAK, S., BRAČEK, A. (2007a) Joint programmes of public administration as an answer to external pressures : case study of a joint master programme: Management in administration.
EVAL_EXTRA:Prav. život, let. ~~~ 56, št. ~~~ 10, str.
EVAL_EXTRA:677-689. ~~~ Š1Ë DRAKULI], M., DEVJAK, S., BRAČEK, A. (2007b) Development of public administration education and curriculum in South East Europe.
EVAL_EXTRA:V: VINTAR, Mirko (ur.), KOVAČ, Polonca (ur.).
EVAL_EXTRA:Trends in development of public administration in South East Europe, (Upravna misel).
EVAL_EXTRA:Ljubljana: Faculty of Administration; [s. l.]: NISPAcee (The Network of Institutes and Schools of Public Administration in Central and Eastern Europe), str.
EVAL_EXTRA:232-250. ~~~ Š1Ë Gonzales, J. in Wagenaar, R. (2007).
EVAL_EXTRA:Metodologija projekta Tuning.
EVAL_EXTRA:V: Devjak, T. in Zgaga, P. (ur.).
EVAL_EXTRA:Prispevki k posodobitvi študijskih programov II.
EVAL_EXTRA:Ljubljana: Pedagoška fakulteta.
EVAL_EXTRA:Š1Ë Key Competenciec (2002).
EVAL_EXTRA:Survey 5.
EVAL_EXTRA:Brusseles: Eurydice, European Unit.
EVAL_EXTRA:Š1Ë Medveš, Z. (2006).
EVAL_EXTRA:Informativni in formativni nivo v kurikularnem načrtovanju.
EVAL_EXTRA:Vzgoja in izobraževanja, 37, 1, 19-21. ~~~ Š1Ë Razdevšek Pučko, C. in Rugelj, J. (2007).
EVAL_EXTRA:Competencies in Teacher Education.
EVAL_EXTRA:V: Tancig, S. in Devjak, T. (ur): Prispevki k posodobitvi pedagoških študijskih programov.
EVAL_EXTRA:Ljubljana: Pedagoška fakulteta.
EVAL_EXTRA:Š1Ë Svetlik, I. (2006).
EVAL_EXTRA:On competences.
EVAL_EXTRA:V: Vzgoja in izobraževanje, let. ~~~ 37, št. ~~~ 1, str. ~~~ 4-12. ~~~ Š1Ë Tancig, S. (2007).
EVAL_EXTRA:Generic and Subject-Specific Competencies in Education.
EVAL_EXTRA:V: Tancig, S. in Devjak, T. (ur): Prispevki k posodobitvi pedagoških študijskih programov.
EVAL_EXTRA:Ljubljana: Pedagoška fakulteta.
EVAL_EXTRA:Š1Ë Zgaga, P. (2005)
EVAL_EXTRA:Učni izidi in kompetence.
EVAL_EXTRA:V: Devjak, T. (ur).
EVAL_EXTRA:Parterstvo fakultete in vzgojno-izobraževalnih zavodov: izobraževanjepraksaraziskovanje.
EVAL_EXTRA:Ljubljana: Pedagoška fakulteta, 17 26.
EVAL_EXTRA:Š1Ë Teze za prenovo pedagoških študijskih pro gramov (2004). http://www.pef.unilj.si/strani/bologna/dokumenti/prenova-pedagstudijev.pdf Effects of Fiscal Policy on the Maintenance of Macroeconomic Stability in Serbia in the 2001-2007.
EVAL_EXTRA:Period UDC: 338.23:336.22(497.11)2001/2007 Mihajlo Babin Faculty of Economics, finance and administration, Beograd This paper presents the research conducted to find out the effects of fiscal policy in Serbia over the 2001-2007 period.
EVAL_EXTRA:A particular problem in identifying the effects of fiscal policy was the result of the different levels of budgetary balance calculated on the basis of different methodologies (the National Bank of Serbia NBS methodology, the International Monetary Chart 1. ~~~ (Dragutinović, 2007) 1 The balance of payments current account deteriorated in 2004, however the reduction trend continued in 2005. ~~~ Fund IMF methodology, the Ministry of Finance MoF methodology) chart 12 Therefore it is quite possible that, according to one methodology, the budgetary balance may be balanced and even in surplus, whereas according to another, it may show a deficit of 2-3% GNP.
EVAL_EXTRA:The expansive quality of the fiscal policy measures is based on the increase in the wages in the public sector and the commencement of the National Investment Plan implementation. member (EU countries The 2006 budgetary balance (-1.5% GNP) in Serbia is comparable to the average balance in the European Union 27) (www.ec.europa.eu/eurostat) which was -1.6% GNP in 2006.
EVAL_EXTRA:The Serbian fiscal policy being predominantly cyclic did not produce an unfavourable impact upon the growth of public debt; on the contrary, the share of the public debt in the GNP continually decreased (by the debt repayments made possible due to the high level of inflow in the capital balance and the debt release by the foreign creditors), therefore, measured by the Mastricht criteria, the condition of public finances is absolutely stable.
EVAL_EXTRA:Besides the public debt reduction in an absolute amount, there was an additional factor of continuaous GNP growth, which further reduced the share of public debts in the GNP.
EVAL_EXTRA:The public debt share in the GNP was reduced from 102.2% GNP at the end of 2001 to 29.4% GNP at the end of 2007 (www.mfin.sr.gov.rs).
EVAL_EXTRA:With the creation of an additional pressure upon the aggregate demand, the expansive nature of the fiscal policy proved to be a further problem to the National Bank of Serbia implementation of the disinflation policy.
EVAL_EXTRA:The 2 The Ministry of Finance did not apply the internationally comparable GFS methodology used by the IMF. ~~~ 3 The fiscal policy measures in Serbia will, due to their effects upon the trends of macroeconomic variables in 2007 and 2008, be based on the data for 2006, which will be supplemented by a comparative analysis of fiscal policies in other countries. ~~~ 4 With a faster productivity growth as a result of structural reforms, improvement of exports realization and high external capital inflows .
EVAL_EXTRA:The ratio between the budgerary balance level change and the current account level is 1:1, which means the budgetary balance fall by 1% GNP results in the fall of the current balance by 1% GNP.
EVAL_EXTRA:Hence a conclusion can be drawn that an expansive fiscal policy affects the national economic operations to a smaller extent, i.e., that the predominant effect of an expansive fiscal policy is the increase in the imports of commercial goods.
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EVAL_EXTRA:Š2Ë Glytos N. (1997), Remaining behaviour of temporary and permanent migrants: The case of Greeks in Germany and Australia, Labor, 11.
EVAL_EXTRA:Š3Ë Boone P., (1995), Politics and the effectiveness of foreign aid, National Bureau of Economic Research, Working Paper No. 5308.
EVAL_EXTRA:Š4Ë IMF, (2008), Republic of Serbia: Selected issues, IMF Country Report No. 08/55.
EVAL_EXTRA:Š5Ë Svetska banka, (2004), Srbija i Crna Gora: Republika Srbija, Program za ekonomski rast i zapošljavanje, Izveštaj br. 29258.
EVAL_EXTRA:Š6Ë Schuknecht L., (2000), Fiscal policy cycles and public expenditure in developing countries, Public Choice, 102. ~~~ Š7Ë IMF Fiscal Affairs Department (2006), approved by T. Ter- Minassian, Fiscal adjustment for Stability and Growth.
EVAL_EXTRA:Š8Ë Tanzi V. (2005), The economic role of the state in the 21st century, Cato journal, 25, 3.
EVAL_EXTRA:Š9Ë Purfield C. (2003), Fiscal adjustment in transition countries: Evidence from the 1990s, IMF Working Paper No. 03/36 Š10Ë Park H, (2006), Expenditure composition and distortionary tax for equitable economic growth, IMF Working Paper 06/165.
EVAL_EXTRA:Š11Ë Perotti R., (2002), Estimating the effects of fiscal policy in OECD countries, ENEPRA Working Paper No. 15.
EVAL_EXTRA:Š12Ë Feldstein M. (2002), Is there a role for discretionary fiscal policy- comment, Federal Reserve Conference.
EVAL_EXTRA:Š13Ë Hammermann F., Flanagan M., (2007), What explains persistent inflation differentials across transition economies?, IMF Working Paper 07/189 Š14Ë European Commission, (2000), Public finances for in EMU-2000, Directorate General Economic Affaires.
EVAL_EXTRA:Š15Ë Joumard I., (2001), Tax systems in European Union countries, OECD Economics Department Working Papers No. 301.
EVAL_EXTRA:Š16Ë Manasse P., (2006), Procyclical Fiscal Policy: Shocks, Rules and Institutions- A View from MARS, IMF Working Paper 06/27. www.nbs.yu www.mfin.sr.gov.yu www.ec.europa.eu/eurostat In 2007, the total net inflow of current transfers amounted to $ 4,250,000, the major portion being the remittances (www.nbs.org.rs).
EVAL_EXTRA:There is a direct ratio between the increase in the trend of public revenues by a generated value added tax and the trends of two largest groups of public expenditures: a. expenditures for the employees and b. subsidies and transfers.
EVAL_EXTRA:REFERENCE Š1Ë Dragutinović D., (2007), Moć i nemoć mometarne politike u uspostavljanju ravnoteže između platnobilansnih ciljeva inflacije, FREN, Kvartalni monitor br. 11. i ciljeva E-commerce, Slovenian Attorneys and Social Responsibility in Search of a Link UDC: 004.738.5:347.9(497.4) Dolores Modic¹, Malči Grivec² ¹School of Business and Management Novo mesto, dolores.modic¿guest.arnes.si ² School of Business and Management Novo mesto, malci.grivec¿guest.arnes.si XI International Symposium SymOrg 2008. ~~~ 10th-13th- September 2008.
EVAL_EXTRA:The term social responsibility is generaly used in connection to private entities, whereas the role of the state and public organisations is often forgotten. ~~~ Attorneys around the world have realized the impact of increased competiveness also in the legal areas and are therefore trying to adopt to the new demands of the »market« also via e-commerce.
EVAL_EXTRA:The term social responsibility is generaly used in connection to private entities, whereas the role of the state and public organisations is often forgotten. ~~~ Attorneys around the world have realized the impact of increased competiveness also in the legal areas and are therefore trying to adopt to the new demands of the »market« also via e-commerce.
EVAL_EXTRA:Considering interaction of subjects of electronic business we separate electronic business (Kovačič, Groznik, Ribič 2005): 1. between companies and consumers (B2C), 2. between companies (B2B), 3. between consumers (C2C), 4. between companies and state administration (B2G), 5. between citizens and state administration (C2G) and 6. inside state administration (G2G).
EVAL_EXTRA:These levels are (Prešern 2006): local computer network (cid:190) 1st level: inner business processes, without connection to the Internet, since it comprises only of business processes inside the company, but it requires (LAN).
EVAL_EXTRA:Consequence of this level are faster, cheaper and better execution of business functions as keeping track of materials, general ledger, balance sheets. (cid:190) 2nd level: processes with buyers and suppliers, which are not only about management of inner business processes, but also about relations with buyers and suppliers.
EVAL_EXTRA:Result of this level is quick and safe distribution of documents to and from business partners and better response time to anticipations of consumers. (cid:190) 3rd level: e-trading, where we upgrade technology necessary in previous levels with the ability to pay over the Internet.
EVAL_EXTRA:2.1 Electronic databases Database is a group of equally formatted data, that we are keeping and using with the help of computer (Gradišar and Resinovič 1999) respectively is a group of connected files, that are organized and stored as a component of organizations computer supported information system (Gradišar and Resinovič 1998).
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EVAL_EXTRA:Advantages of electronic archives are said to be (Skeniranje in elektronska obdelava dokumentov in Toplišek 1998): (cid:190) minimal costs of archiving, (cid:190) minimally need for physical place, (cid:190) documents are stored on an electronic medium, that allows quick access, (cid:190) containing of exact data without redundancy of data or superfluous doublings, (cid:190) adaptability (cid:190) enables efficient work, (cid:190) unlimited for making safety copies, (cid:190) preservation of quality of electronic document, in comparison to paper documents inertness to impacts of environment (water, fire, moisture, light), (cid:190) controlled access to archive documents on differ ent levels of rights and assurance of safety.
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EVAL_EXTRA:Among the reasons for this trend we can also find numerous other reasons, especially e-mail communication (Harris 2001): (cid:190) simple use, (cid:190) particular computer knowledge is not necessary, (cid:190) we can send e-mail quickly and without addition al costs of (physical) delivery, (cid:190) we can send e-mail to multiple addresses at the same time, (cid:190) e-mail can be sent from outside of the office (e.g. from home), (cid:190) e-mail can be printed and adds to archives, (cid:190) use of e-mail is conditioned by the manner of business in todays world and ever increasing demands of customers for such communication.
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EVAL_EXTRA:We found a further 39 web pages (or 37,15% of web pages), that we analysed in a restricted scope (membership, market advantages, publicistic activity).
EVAL_EXTRA:4.
EVAL_EXTRA:Electronic archives and attorneys in Slovenia First we asked interviewees about archives, its shape and reasons for it.
EVAL_EXTRA:Picture 3: Period of use of electronic archives in law firms in Slovenia Considering, that electronic archive is bringing numerous advantages to its users, we were trying to ascertain also the reasons behind its introduction. ~~~ 88 % of the law firms listed speed of access to data as the main reason.
EVAL_EXTRA:Picture 2: Documents in electronic archives Picture 4: Reason of use of electronic archive by law firms in Slovenia Picture 3 also leads us to infer about inconsistency of answers, because saving of time as an advantage of the electronic archives is listed by »only« 56 % of attorneys.
EVAL_EXTRA:Use of E mails and veb pages among attorneys in Slovenia We determined in the theory already, that second level of electronic business comprises e-mail and web pages.
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EVAL_EXTRA:Picture 6: The use of e-mail for communication with clients Concerning web pages of law firms we must first emphasize, that the admissibility/permissibility of attorneys web presentation in Slovenia was a long time subject of numerous debates, also because of connection with problems of advertisment of attorneys services.
EVAL_EXTRA:Individual problems in this field are repeating everywhere (in our country and elsewhere ).
EVAL_EXTRA:4) Membership in proffesional organizations and associations (except for the Bar Association)- 19 %, (majority of attorneys of course lists membership in the Bar Association of Slovenia), 5) Attorneys and their presentation - 95,2% (in picture 5 a more detailed presentation of the information on attorneys is given).
EVAL_EXTRA:Picture 8: Attorneys with web pages(as result of database analysis) According to attorneys the web page does not contribute essentially to the recognition of the law firm, which is visible also on picture 9.
EVAL_EXTRA:Most frequent data, that appear on web pages are : 1) general short presentation of office - 82,5%, 2) telephone number - 100 %, number of the fax - 98 %, e-mail adress - 98 %, address - 100 % and map 80,6%, indication of official hours - 76,12%, indication of languages in which they do business - 46 % 3) The field in which law firms engage in - 95,2% (and their specification - 68,2%), Picture 10: Incidence of some informations concerning individual attorneys 6) connection to other web pages - 58,7% 7) Web pages in foreign languages (English - 49 %, German - 24 %, Italian - 8 %, other languages appear in restricted number are : French, Russian Serbian, Croatian and Spanish ) Picture 11: Web pages available also in foreign languages(according to database) We also indicate following good practices.: 1) electronic forms for first legal advice or electronic forms for ordering an appointment at attorneys office, 2) pre-prepared samples of certain statements (for example statement concerning car crashes), that they are available on the web pages and clients fill them in in advance, .
EVAL_EXTRA:3) description of the procedure at attorneys or indication of documents and proofs, that the clients must or should submit, 4) a more detailed specification of fields in which attorneys engage in (can be a big help to uneducated clients), 5) some applications E-attorney are available to clients on their web pages , 6) interactive maps (some law firms are extraordinarily innovative in indicating their location to their (potential) clients).
EVAL_EXTRA:On the other hand, attorneys use more and more e-mail communication We should emphasise that the modernization of judicial system is a part of the project The modernisation of the judiciary system.
EVAL_EXTRA:Between its goals we can find the following: 1) The rise of efficiency of the judicial system, 2) The modernization of information structure and services, 3) Introduction of e-judiciary and others e-services in the field of administration of justice, 4) The implementation of electronic business of the judiciary and 5) The rise of productivity of the employees.
EVAL_EXTRA:The modernization of the judiciary of course did not start with this project.
EVAL_EXTRA:Individual processes occured before the project, and some of them were quite successful.
EVAL_EXTRA:Among them we should mention, for instance Eland registry, that has approximately million hits a year.
EVAL_EXTRA:Judicial delayes were with it reduced rather successfully (Modic 2007).
EVAL_EXTRA:The data showes , that today 91 % of attorneys uses E-land registry.
EVAL_EXTRA:Some other e-services were also emphasised beside the above mentioned: E-register of companies, Ajpes… In research we separately emphasised the project E-execution (money claim on line), where we speak only of execution based on a reliable charter.
EVAL_EXTRA:In spite of all the advantages, the project only lounched in January of this year (with a six months delay).
EVAL_EXTRA:The research showed, that 97,6 % of interviewed attorneys intend to use the service. ~~~ 95 % of all asked law firms also support further introduction of new e-service in the judiciary.
EVAL_EXTRA:Among the options the most supported are the E-land proposal (85,7 % of asked) and E-civil procedure (59,5 % of asked).
EVAL_EXTRA:However during the research of the present some possible proposals appeared: 1) The preparation of a strategy of introduction of electronic business of attorneys, that would serve as a guideline to attorneys in introduction of ebusiness.
EVAL_EXTRA:3) The Bar Association should purchase a programme for electronic business of law firms (cheaper aquittement, compatability) 4) Deliberation concerning setting up a model web page, that would enable all attorneys a uniform presentation in accordance with rules. ~~~ 5) The attorneys should communicate the web address of their law offices to the Bar Association or IUS-info to allow a formation of a completer base, which could be used by their potential clients by providing them a more complete information.
EVAL_EXTRA:What else could be a better demonstration of their responsibility toward their environment and stakeholdersØ 8. ~~~ BIBLIOGRAPHY Š1Ë Gradišar, M. and Resinovič G., Informatika v poslovnem okolju, Ekonomska fakulteta, Ljubljana, 1999. ~~~ Š2Ë Harris R. B.).
EVAL_EXTRA:Counseling clients over the Internet.
EVAL_EXTRA:Computer and Internet Lawyer, 18 (2001) 4 21.
EVAL_EXTRA:Dosegljivo: Š3Ë Jerman-Blažič, B. and al. Elektronsko poslovanje na internetu, Gospodarski vestnik, Ljubljana, 2001.
EVAL_EXTRA:Š4Ë Kaučič, I. and Grad, F. Ustavna ureditev Slovenije, GV Založba, Ljubljana, 2007.
EVAL_EXTRA:Š5Ë Kotler, P., Management trženja, GV Založba, Ljubljana, 2004.
EVAL_EXTRA:Š6Ë Kovačič, A. et al., Prenova in informatizacija poslovanja, Ekonomska fakulteta, Ljubljana, 2004. ~~~ Š11Ë Prešern, S., Poslovna informatika in internet za podjetnike in managerje e-poslovanje, e-trgovanje, e-plačevanje, e-podpis, e-zaščita, mstoritve, samozaložba S. Prešern, Ljubljana, 2006.
EVAL_EXTRA:Š12Ë Raziskava Slovenian Lawyers and Electronic Commerce.
EVAL_EXTRA:Available at: http://www2.arnes.si/črzjtopl/usa/anketa.htm Š7Ë Kovačič, A., Groznik A. and Ribič M., Temelji elektronskega poslovanja, Ekonomska fakulteta, Ljubljana, 2005.
EVAL_EXTRA:Š13Ë Republika Slovenija: Zakon o elektronskem poslovanju in elektronskem podpisu, ZEPEPUPB1, Uradni list.
EVAL_EXTRA:RS, št. ~~~ 98/2004.
EVAL_EXTRA:Š8Ë Makarovič, B. et al., Internet in pravo : izbrane teme s komentarjem Zakona o elektronskem poslovanju in elektronskem podpisu, Pasadena, Ljubljana, 2001.
EVAL_EXTRA:Š9Ë Modic, D., Ali je slovensko pravosodje pripravljeno na projekt e-pravosodjaØ, in V. Rajkovič et al. (ed), .Ustvarjalna organizacija, Moderna organizacija, Kranj, 2007, 1260-1266.
EVAL_EXTRA:Š14Ë Republika Slovenija: Attorneys Act, Zodv, Uradni list RS.št. Ur.l. RS, št.
EVAL_EXTRA:18/1993 Š15Ë Skeniranje in elektronska obdelava dokumentov.
EVAL_EXTRA:Available at: http://www.laser-com.si/skeniranje-elektronskiarhiv.htm Š16Ë Toplišek, J., Pravna zmogljivost elektronske pošte, Pravna praksa 16 (1997) 15-26. ~~~ Š10Ë Odvetniška zbornica Slovenije, Kodeks odvet Š17Ë Toplišek, J., Elektronsko poslovanje, Atlantis, niške etike.
EVAL_EXTRA:Available at: http://www.odvzb.si/default.aspx?cid=2&aid=12 Ljubljana, 1998. ~~~ Š18Ë Toplišek, J., Spletna predstavitev slovenskega odvetnika, Odvetnik 99 (1999) 13-20.
EVAL_EXTRA:Impementation of the Adaptive System in Elektronic Learning UDC: 37.018.43:004.738.4 Svetlana Jevremović College of Technological Sciences [abac kacaj¿sezampro.rs The paper presents one solution in the development of the adaptive system of electronic learning in the personalized environment LMS Moodle.
EVAL_EXTRA:1. ~~~ The learning management systems High availability capablity of serving thousands The Learning Management Systems (LMS) are independent systems implemented in web technologybased education.
EVAL_EXTRA:These parametres allow for the monitoring of the development of each individual student or group at any given moment, as well as for a reliable measurement and analysis of the results at the end of the education process. and learning The literature quotes several similar concepts which are frequently used as synonyms to the LMS: course management systems (CMS), virtual learning environments (VLE) content management systems(LCMS).
EVAL_EXTRA:Some of the presently available LMS on the market are: Moodle, WebCT, Bazzar, College, eLearner, First Class, Intra Learn, Lotus Learning Space, Lotus Same Time, Tutor, dot LRN, Fledge, Ilias Š9Ë. Unitl 2006, Blackboard and WebCT were separate commercial products, since then they have operated jointly Š14Ë. ~~~ The Moodle is developed and is is still developing as an open code project. ~~~ 1.1.
EVAL_EXTRA:The basic features of this system can be summed up as follows: of users simultaneously.
EVAL_EXTRA:Scalability capability to support an increasing number of users without failing in performance User-friendly an opportunity for the user (student or teacher) to master the use of the system in a short time Interoperability capability of integrating with the existing software Stability a stable version of the Moodle software ensures uninterrupted services to the student and teacher populations Safety it is a quality of the system that it is not a higher safety risk in comparison to other components of the information system. ~~~ The above-mentioned features were sufficient for the authors to decide upon using this learning management system in this work.
EVAL_EXTRA:The data are stored in only one database: MySQL and PostgreSQL, however, Oracle, Access, Interbase, ODBC and others can also be used Š17Ë. Moodle is not the adaptive education MLS Š3Ë, however, in this work it is adapted only to the methodology area, without software changes.
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EVAL_EXTRA:The Felder-Silverman model defines the following learning styles Š5Ë: The module graph (Figure 1) typical of group 1 shows the following: active and reflexive learning style sensor and intuitive learning style visual and verbal learning style sequential and global learning style The lessons within the module are grouped acord ing to their respective priority.
EVAL_EXTRA:The student-beginner follows the linear path in mastering the lessons.
EVAL_EXTRA:Relations between the activities in the Moodle system and the learning styles Š5Ë The values of the atributes within one group are similar, whereas they differ significantly from group to group.
EVAL_EXTRA:Content adaptation and ontent cluster-based navigation Adaptability is implemented on the contents level (content-adaptation) as well as on the link level (linkadaptation) Š1Ë. Group 1 (beginner level students) The module includes a preliminary test as well as a final achievement test.
EVAL_EXTRA:Navigation is conditioned by the final test results.
EVAL_EXTRA:Group 1 is offered only a short introduction into the topic to be studied, which suits the students without any previous knowledge (Figure 2).
EVAL_EXTRA:Each course week can contain the content description. modules Mk 2. lessons Li 3. tests Tj Figure 1.
EVAL_EXTRA:Group 1 module graph Figure 2.
EVAL_EXTRA:The look of one part of the course In the contents part the student is introduced to the lessons titles grouped within one module.
EVAL_EXTRA:Actual examples are given after each lesson, as in this way they facilitate the understanding of the learning contents and enhance learning.
EVAL_EXTRA:Lessons are linked by a precondition relation defining which lessons or clusters must be covered prior to moving on to the next lesson.
EVAL_EXTRA:It is important for the student-beginner that the number of examples be as large as possible.
EVAL_EXTRA:Each example has comments put in curly parentheses with short explanations of each line of the programme code, which the student-beginner will find very important for understanding the programme.
EVAL_EXTRA:There are no limits for the student as regards the defined deadlines.
EVAL_EXTRA:The Group 1 students take the exam part by part.
EVAL_EXTRA:Group 2 includes a broader version of the course unit Applet Writing Framework with additional information on the applet-writing tools.
EVAL_EXTRA:The student is offered a selection of sites where he/she can learn more about the applet-writing tools (Figure 4).
EVAL_EXTRA:The intermediate level students are recommended some useful links on the Internet.
EVAL_EXTRA:The click on the chosen link automatically opens the web location whose contents are recommended by the teacher/tutor.
EVAL_EXTRA:The student prefers practical work to theory. ~~~ Group 3 The Group 3 module graph (Figure 5) shows that there is no limitations as to the third group students (students with a higher level of previous knowledge) mobility across the modules.
EVAL_EXTRA:Group 2 Figure 3.
EVAL_EXTRA:Group 2 module graph Figure 5.
EVAL_EXTRA:The Group 3 module graph 4.
EVAL_EXTRA:Results and discussion The basic characteristics of students for each group according to the defined styles are presented in Table 2. modules Mk 2. lessons Li 3. tests Tj The module graph (Figure 3) typical of Group 2 shows the following: Lessons are grouped within the module according to their respective priority.
EVAL_EXTRA:The intermediate level student can take a rendom access to the lessons within a module, whereas random mobility across the modules is not allowed.
EVAL_EXTRA:The module includes a preliminary test as well as a final achievement test.
EVAL_EXTRA:Proceeding to the next module is possible only upon passing the final test from the previous module.
EVAL_EXTRA:Additional information for Framework Table 2.
EVAL_EXTRA:Study groups and styles Adaptability is implemented on the contents level as well as on the level of links by way of certain adaptation methods and techniques. ~~~ At the end of the course, 82 per cent of the students claimed that they found the Moodle easy to use and understand. ~~~ 92 per cent of students maintained that learning in an adaptive environment and at a self-adjusted pace improves their achievement at both the preliminary and the final tests.
EVAL_EXTRA:The mood and motivation for learning are significantly improved in all three group students, whereas in the control group students such improvement was not observed.
EVAL_EXTRA:The model is easy to implement on the existing open-source systems for on-line learning.
EVAL_EXTRA:A detailed review of the adaptive methods and techniques of electronic education is systematized and presented.
EVAL_EXTRA:Each group followed a respective course, specially geared to their needs.
EVAL_EXTRA:Achievement at tests in the adaptive environment of electronic learning Conclusion The paper defines a model of electronic distance-learning adaptive system.
EVAL_EXTRA:REFERENCE Š1Ë Brusilovsky, P. (1996) ~~~ Methods and techniques of adaptive hypermedia.
EVAL_EXTRA:Journal on User Modeling and User-Adapted Interaction, 6, 87-129.
EVAL_EXTRA:Š2Ë Brusilovsky, P., Wade V., Conlan O., From Learning Objects to Adaptive Content Services for E-Learning, School of Information Sciences University of Pittsburgn, Knowledge & Data Engineering Research Group, Department of Computer Science Trinity Colledge Dublin Ireland.
EVAL_EXTRA:Š3Ë Brusilovsky, P., & Peylo, C. (2003) ~~~ Adaptive and intelligent Web-based educational systems.
EVAL_EXTRA:International Journal of Artificial Intelligence in Education, 13(2-4), 159-172. ~~~ Š4Ë Brusilovsky P., (2001) Adaptive hypermedia.
EVAL_EXTRA:User Modeling and User Adapted Interaction, Ten Year Anniversary Issue (A. Kobsa, ed.), 11 (1/2) , 87-110. ~~~ Š5Ë Barać, D., Bogdanović, Z., Damjanović, S., Implementacija personalizovanog sistema elektronskog učenja, Telekomunikacioni forum TELFOR 2008, Beograd.
EVAL_EXTRA:Š6Ë Conlan, O., Hockemeyer, C., Wade, V., & Albert, D. (2002) ~~~ Metadata driven approaches to facilitate adaptivity in personalized eLearning systems.
EVAL_EXTRA:Journal of Information and Systems in Education, 1, 38-44. ~~~ Š7Ë Conlan, O., Hockemeyer, C., Wade, V., Albert, D., Gargan, M. (2002) ~~~ An Architecture for Integrating Adaptive Hypermedia Service with Open Learning Environments.
EVAL_EXTRA:World Conference on Educational Multimedia, Hypermedia & Telecommunications (ED-MEDIA02).
EVAL_EXTRA:Š8Ë Dagger D., Wade V., Conlan O., (2005).
EVAL_EXTRA:Personalisation for All: Making Adaptive Course Composition Easy, Educational Technology & Society, 8 (3), 9-25.
EVAL_EXTRA:ISSN 1436-4522 Š9Ë De Bra, P.& Calvi, L. (1998) ~~~ AHA: A Generic Adaptive Hypermedia System.
EVAL_EXTRA:Proceedings of the 2nd Workshop on Adaptive Hypertext and Hypermedia.
EVAL_EXTRA:Pittsburgh, USA, pp. 1-10. ~~~ Š10Ë De Bra, P., Brusilovsky, P., & Houben, G. (1999) ~~~ Adaptive hypermedia: from systems to framework. ~~~ ACM Computing Surveys, 31. ~~~ Š11Ë Devedžić V. (2006)
EVAL_EXTRA:Semantic Web and Education, Monograph, Springer, Berlin Heidelberg New York, 2006. ~~~ Š12Ë Felder, R.M., Silverman, L.K. (1988) ~~~ Learning and Teaching Styles in Engineering Education, Engineering Education, vol.78, no.7, pp. 674-681. ~~~ Š13Ë Graf S. (2005) ~~~ Fostering Adaptivity in ELearning Platforms: A Meta-Model Supporting Adaptive Courses, CELDA 2005, pp.440-443.
EVAL_EXTRA:Š14Ë Jevremović, S. (2008) ~~~ Implementacioni aspekti adaptivnog elektronskog obrazovanja, magistarska teza, FON, Beograd.
EVAL_EXTRA:Š15Ë Kobsa, A. (2001) ~~~ Generic user modeling systems.
EVAL_EXTRA:User Modeling and User Adapted Interaction, 11(1-2), 49-63. ~~~ Š16Ë Paramythis A., Loidl-Reisinger S. (2004)
EVAL_EXTRA:Adaptive Learning Environments and eLearning Standards, Electronic Journal of eLearning, vol. 2, no.1, pp.181-194.1 Survive-to-Thrive UDC: 005.51/.52 Jan Snoeij Chair EMEA Manufacturing Enterprise Solutions (MESA) Principal Consultant, Logica Given the current economical crisis, surviving seems to be first thing for many manufacturers.
EVAL_EXTRA:This paper has been presented at the SPIN09 conference in Belgrade on November 5, 2009 Introduction Survive-to-Thrive was the theme of the European Conference of MESA International, held on October 27 28, 2009 in Utrecht, The Netherlands as well.
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EVAL_EXTRA:Transparency and visibility There is a clear need of transparency and visibility Š3Ë in order to streamline production and other business processes and workflows.
EVAL_EXTRA:It implies the application of highly integrated information systems with rapid flows of accurate data.
EVAL_EXTRA:Integration of the plant and the enterprise are key for success.
EVAL_EXTRA:To achieve transparency and visibility throughout the supply chain and manufacturing processes, a consistent (corporate) strategy and policy is required with clear strategic and operational objectives.
EVAL_EXTRA:The regulatory requirements are expanded year by year. ~~~ While the General Food Law Š1Ë is about timeliness of information, deliver proof within four hours, Sarbanes-Oxley Š2Ë is requiring reliability of information. supporting In this approach, business and manufacturing processes, organization and tools, of which Manufacturing IT is just one, must be aligned.
EVAL_EXTRA:Information need in supply chain & manufacturing The need for information is role dependent.
EVAL_EXTRA:Metrics Focus VP Operations Plant manager Return on assets Manufacturing costs Across plants Within a plant across processes Goal Profitability Operational excellence Maintenance manager Asset availability efficiency Within assets Reliable assets Production manager Planner/scheduler Yield, cycle times Manufacturing process Optimized manufacturing processes Changeovers compliance to plan Within supply chain Efficient fulfillment Information need per role A plant manager is responsible for just a single factory, while engineering and operations are looking at the systems within that single plant.
EVAL_EXTRA:They have different metrics, focus and goals (see Figure 3). people in time on their mobile device that something is expected to go wrong.
EVAL_EXTRA:The next step will be predictive metrics, full of intelligence and location independent, warning the responsible An important prerequisite is that the production process is completely understood and that we really know how to control it.
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EVAL_EXTRA:REFERENCES Š1Ë Official Journal of the European Communities, Regulation (EC) No 178/2002 of the European Parliament and of the Council of 28 January 2002 laying down the general principles and requirements of food law, establishing the European Food Safety Authority and laying down procedures in matters of food safety, February 1, 2002 Š2Ë One hundred and seventh Congress of the Unites States of America at the second session, An Act To protect investors by improving the accuracy and reliability of corporate disclosures made pursuant to the securities laws, and for other purposes, January 23, 2002 Š3Ë Mathijs Philips, Jan Snoeij and Lorenzo Pengo, Plant Floor Visibility, a joint Logica Microsoft Whitepaper, November 2006 Š4Ë Instrument Society of America (ISA), Enterprise-Control System Integration, Part 1: Models and Terminology, July 15, 2000 Š5Ë Instrument Society of America (ISA), Enterprise-Control System Integration, Part 3: Activity Models of Manufacturing Operations Management, June 6, 2005 Š6Ë U.S. Census Bureaus International Data Base, online access: www.census.gov/ipc/www/idb/ Š7Ë Kaj Grichnik and Conrad Winkler, Manufacturing's 'Make or Break' moment, strategy+business magazine, May 8, 2008 Book review Managing Change Bernard Burnes, Managing Change, Prentice Hall, 2009 A Review On more than six hundred pages, the book offers a thorough and comprehensive review of an ever intriguing area of change management.
EVAL_EXTRA:It is a normal state of affairs.
EVAL_EXTRA:Other research point to certain types of change and the extent to which they succeeded, and the results show that the projects concerning the change in organizational culture in the largest European, Asian, and American companies were inefficient in as many as 90 per cent cases.
EVAL_EXTRA:We always start from the fact that the organizations, i.e., managers have numerous opportunities of choice when they are to make a decision on what and when they are to introduce change; therefore, the issues of decision and choice management the change management model for organizational change are paid special attention to. ~~~ In the 1960s 1970s period, the dominant ap proach to organizational change related to the planned changes with a range of methods, techniques and procedures to conduct in practice.
EVAL_EXTRA:The change process is essentially a process of learning, not a method of changing organization al structure or practice.
EVAL_EXTRA:The emerging change, the book says, is a long-term, complex and incremental process of designing change over time and it should be analysed thoroughly and contextually.
EVAL_EXTRA:The focal point of this approach are the organizational culture and the organizational learning, and the managers role is not to plan or conduct the change per se, but to design a longterm process of change by creating an organizational culture and climate that enhances research, learning and risk taking.
EVAL_EXTRA:The key point is the development of the employees, who are entitled to great freedom and are especially motivated to take responsibility to identify the needs for change and to carry it out.
EVAL_EXTRA:Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:1.
EVAL_EXTRA:INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2]
EVAL_EXTRA:Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. ~~~ Proceedings of work, SINFF-N, page 75 -81.
EVAL_EXTRA:Zlatibor UDC 005 ISSN 1820-0222 CONTENTS Number 54, Year XV March 2010.
EVAL_EXTRA:Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl.
EVAL_EXTRA:ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences Business intelligence system development over document meta data in an organization Milija Suknović, Miloš Jovanović, Boris Delibašić, Milan Vukićević Managerial implications of target costing Vesna Milićević, Bojan Ilić A model of supply chain with possible transshipments between retails Mohamed Abu Gaben, Slobodan Krčevinac, Mirko Vujošević Four dam pillars against the erroneous spreadsheets Konstantin Kostić Human resources in the drive towards creativity and organizational innovation Isabel Martins, Orlando Petiz, Ana Martins Internationalization of retail Iva N. Joksimović The role of conjoint analysis in the new product price sensibility research Marija Kuzmanović, Tijana Obradović Developing a system of indicators for local community results from the developmental planning point of view Jože Benčina, Srečko Devjak Is development issues understanding a condition and an object of social responsibility for is in Serbia Mila Mitić Management of market and life environment protection Ružica Milovanović Business Intelligence System Development Over Document Meta Data in the Oorganization UDC 005. ~~~ 21. ~~~ 352 (497. ~~~ 4) Milija Suknović, Miloš Jovanović, Boris Delibašić, Milan Vukićević Faculty of Organizational Sciences, Belgrade Business intelligence is an active field of research and practice.
EVAL_EXTRA:Busines intelligence over documentation data in the organization The digitalization era shows that the traditional methods of data storing are inefficient.
EVAL_EXTRA:The disadvantages are that the digital records depend on the computer and on the electronic devices that make it possible for us to use them. ~~~ As far as the media forms are concerned, they have all found their digital match, from the text, to images, to sound, to film, etc.
EVAL_EXTRA:
EVAL_EXTRA:Since the document is a unit in defining business processes, each document stores the data that describe it additionally (time of creation, creation site, changes over time, users accessing to data, etc.). ~~~ It is important to differentiate between the basic data the document contains and the data describing the document itself (metadata).
EVAL_EXTRA:Although the BI area is widely applied in practice, which can be seen in numerous reports and publications, the ap On the basis of these guidelines a data warehouse was built the description of which will be presented further on in this paper.
EVAL_EXTRA:In order to ensure a flexible analysis that includes the necessary and potentially useful reports, we will structure the data on the documents into the following concepts (subjects, according to Inmon): Basic data on the document Time of creation, change and usage of the document, Type of the document, Department of the company document user Partner with whom the document is exchanged, Event (action) over the document.
EVAL_EXTRA:Since it is sometimes useful to include this data (contained in the given docu the granular structure of the warehouse as an elementary (atomic) unit of reporting.
EVAL_EXTRA:The selection of the granularity level is a critical decision of the architecture, since it restrains the possible analyses, while significantly affecting the performances.
EVAL_EXTRA:The time dimension is equal for both granulation levels.
EVAL_EXTRA:In the Event table it refers to the time a certain action over the document is conducted, Figure 2.
EVAL_EXTRA:The schema of data warehouse BI DMS solution ment) into the analysis, an appropriate site to do it will be a warehouse.
EVAL_EXTRA:The architecture of the warehouse schema is presented in Figure 2.
EVAL_EXTRA:The table simultaneously defines The tables with the Error suffix are the replicas of the original tables that contain only the data that are automatically found to contain errors or inconsistencies in the process of data clearing.
EVAL_EXTRA:3.4.
EVAL_EXTRA:4.
EVAL_EXTRA:Directly implemented in the BI DMS solution are: predefined reports; dynamic reports, and the OLAP analysis with drill-down and drill through options, whereas the basis is set for further building of: key performance indicators (KPI) models for finding logics in the data (data mining), control boards (dashboards), etc.
EVAL_EXTRA:As the DMS is used by clients from various fields of business, the set of required reports appears to be clientspecific. ~~~ The situation is really more convenient as the Figure 3.
EVAL_EXTRA:The report on the trends in offers, in closed contracts and in tenders insights into the documentation and standard reports are rather similar for different users.
EVAL_EXTRA:One example of how the OLAP cube is used through the Microsoft Excel Pivot table is presented in Figure 5. ~~~ Figure 5. ~~~ The example of the OLAP cube use through the Microsoft Excel Pivot table.
EVAL_EXTRA:Finally, there remains a set of open-ended problems that can be further explored and solved, such as: measuring the indicators of the data quality and improvements of the automatic error identification, using the statistical tools and the tools used for processing a non-structured text; monitoring the BI system implementation and proposing new reports that would correspond to the identified patterns in user behaviors; creating a port for the access to the business in telligence functionalities; merging with the reporting system from other ar eas of business operations; implementation of methods and techniques for data mining, in order to identify the dependencies in the usage and creation of the company documents. ~~~ Achievements in these research paths would complete the vision of a successful implementation of the business intelligence in this area and further contribute to the theory and the practice in the business intelligence field.
EVAL_EXTRA:Nonfunctional requests System responds promptly to the rquest for reports Minimum encumberment of transaction systems User-friendly applications for non-computer expert personnel Easy implementation (adjustment) for a new DMS application user Implementation efforts Created indices over the critical attributes of the tables Denormalised tables in the warehouse Preagregation of data in the OLAP cube Staging base creation prior to transformation into warehouse Automatic starting ETL procedures at night Using MS Excel application in the OLAP analysis Retrieving the report from the internet browser, via web application Vizualisation of analyses in the form of graphs ETL procedures are adjusted by XML file transformation Clearing procedures are isolated as separate SQL files, easy to add new clearing procedures to Table 1.
EVAL_EXTRA:The Nonfunctional requirements and solutions in the BI DMS solution REFERENCE Š1Ë Čupić M., Suknović M. (2008), Odlučivanje, šesto iz danje, Fakultet organizacionih nauka, Beograd Š2Ë Zakon o elektronskom potpisu (2004), Republika Srbija, URL: http://www.parlament.sr.gov.yu/content/lat/akta/akta_detalji.asp?Id=190&t=Z Š3Ë Becejski-Vujaklija D., Delibašić B., Jovanović (2009), Business intelligence model for electronic documents archive, XXIII EURO konferencija, Bon, Nemačka Š4Ë Jovanović M., Delibašić B., Suknović M., BečejskiVujaklija D., Vukićević M. (2008), Primena poslovne inteligencije na oblast sistema upravljanja dokumentima SYMORG 2008 Š5Ë Inmon William (2005), Building the Data Warehouse, 4th ed, Wiley Publishing Š6Ë Kimbal R., Ross M. (2002), The Data Warehouse Toolkit, John Wiley & Sons Š7Ë Biere Mike (2003), Business Intelligence for the Enterprise, Prentice Hall PTR Š8Ë Chaudhuri S., Dayal U. (1997), An overview of data warehousing and OLAP technology, ACM SIGMOD Record 26, p65-74.
EVAL_EXTRA:Š9Ë Larson Brian (2006), Delivering Business Intelligence with Microsoft SQL Server 2005, McGraw-Hill/Osborne Š10Ë Loshin David (2003), Business Intelligence: The Savvy Managers Guide, Morgan Kaufmann Š11Ë Turban E., Aronson J.E., Liang TP., Sharda R. (2007), Decision support and business intelligence systems, 8th edition, Pearson Prentice Hall Managerial implication of target costing UDC 005.51 ; 657.05 Prof.dr. Vesna Milićević, prof. ~~~ Dr. Bojan Ilić Faculty of Organizational Sciences, Belgrade In this paper we start from the multidimensional character of the companys objectives and the importance of achieving the targeted profit from the business success and the company development standpoints.
EVAL_EXTRA:The findings of the empiric research of the behavioural theory show that five goals are of special importance in making decisions as to the production and costs.
EVAL_EXTRA:These are: production goals, sales goals, market share, the goal related to stocks and the profit-related goal Š2Ë.
EVAL_EXTRA:The production goal, which largely presents the requirements of the coalition members directly involved in the production, does not only relate to the level of production, but also to the changes in various periods in terms of achieving steady employment and successful planning.
EVAL_EXTRA:These relations are expressed by the following equation: Ctc = Stc Ptc Target costing is done for each product component too.
EVAL_EXTRA:1) by introducing new production technology, by implementing advanced cost management techniques, such as activity based costing and by achieving higher productivity; 2) by redesigning a product or a service, since decisions related to designing affect the whole life cycle of costs and can contribute to a significant reduction in total costs.
EVAL_EXTRA:The analysis of the target costing implementation shows that it is conducted in five steps: 1) defining market cost; 2) determining desired profit; 3) computing target cost; 4) implementing value engineering to identify the ways of reducing production costs; 5) implementing kaizen costing and operational control for further cost reductions Š14Ë.
EVAL_EXTRA:The aim of the analysis is to determine the desired balance of functionality and costs. ~~~ The desired level of performances for each function is achieved by keeping the costs of all the functions below the target costs level.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:The importance of target costing as a particular managerial tool is especially evident in the conditions of the global economic crisis and recovery. ~~~ From the point of view of management, cost reduction and achievement of target profit is,in this context, of vital importance.
EVAL_EXTRA:REFERENCES Š1Ë Salvatore D., Managerial Economics in a Global Economy, Oxford University Press, 2006 Š2Ë Bridge J., Dodds J., Planning and the Growth of the Firm, Croom Helm, London, 1978 Š3Ë Galbraith J. K., The New Industrial State, New American Library, 1971 Š4Ë Drucker P., The Practice of Management, Pan Books Ltd. London, 1968 Š5Ë Marris R., Wood A. (editors), The Corporate Economy, MacMillan, London, 1973 Š6Ë Milićević, V., Ilić, B., Kompleksnost merenja i povećanja profitabilnosti preduzeća, Ekonomski vidici, br.3, 2005.
EVAL_EXTRA:Š7Ë Imai, M., Kaizen:The Key to Japans Competitive Success, Random House Business Division, New York, 1994 Š8Ë www.toyota,com Š9Ë www.kodak.com Š10Ë www.boeing.com Š11Ë www.konicaminolta.com Š12Ë www.honda.co.jp Š13Ë www.intel.com Š14Ë Blocher, E., Stout, D., Cokins, G., Chen, K., Cost Management, a Strategic Emphasis, McGraw-Hill, Irwin, Boston, 2008 Š15Ë Camp.R., Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance, Productivity Press, 2006 Š16Ë www.olympus.com Š17Ë www. nissan-global.com A Model of Supply Chain with Possible Transshipmens Between Retails UDC: 005.552.1 ; 658.7/.8 Mohamed Abu Gaben1, Slobodan Krčevinac2, Mirko Vujošević2 1Al Quds Open University, Gaza, Palestine, mohamedgubeen¿yahoo.com 2Faculty of Organizational Sciences, Beograd, mirkov¿fon.bg.ac.yu XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:A mathematical model was developed for minimizing total inventory cost when demand is deterministic. ~~~ The model was implemented using the AMPL modelling language.
EVAL_EXTRA:Optimal solutions for different scenarios, i.e. different sets of deterministic demand, are obtained using this model. ~~~ These solutions are used as input data for new model which finds a compromise solution to minimizing the total regret.
EVAL_EXTRA:The classic rules of supply and the appropriate transportation models do not assume the redistribution of supplies among the retailers, that is, transshipment to the retail facility from another one. ~~~ The shortage in supplies lasts as long as the delivery arrives from a supplier or from a distribution centre (DC).
EVAL_EXTRA:The findings and the analysis of these are presented in the fourth chapter, whereas the fifth chapter offers brief concluding remarks related to the research the findings of which are presented below.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:10.
EVAL_EXTRA:Time flow in the supply chain In order to examine the effectivity of the compromise solution, the function of the multiscenario model objective is defined as the total regret taken as a sum of regrets per scenario. ~~~ The regret per scenario is in turn defined as the difference between the costs incurred when a compromise solution is applied to this scenario and the costs incurred in applying the optimum solution to the scenario. ~~~ 3.
EVAL_EXTRA:Mathematical model In formulating a multiscenario model we will use the notation adjusted to the requirements of the AMPL modelling language, Š5Ë. 3.1 Notation Indices and sets K set of all the scenarios indexed by k, W set of all distribution centres indexed by w, I set of all RS points indexed by i and j, T set of time periods indexed by t ; t = 1 denotes the period 1.
EVAL_EXTRA:Input parametres n number of time intervals, sw unit cost of delivery from the supplier to the distribution centre w, cwi unit cost of delivery from the distribution centre w to the RF i, fij unit cost of redistribution from RF i to RF j, u unit cost of shortage in supplies, gw fixed costs added to the w distribution centre location, dik nario, D the factor ensuring that deliveries from the supplier are effected upon the expiry of five t demand in RF i in the t period for the k sce periods, hi initial inventories in RF i, qt = Ì1, if the t period is the period in which the supplier delivers to distribution centres, 0, otherwise Í vw initial inventories in the distribution centre w Managerial variables t the quantity redistributed from RF i to RF j in Xijk the period t for the scenario k; Ywi centre w to RF i in the period t; t the quantity delivered from the distribution t the quantity delivered from the supplier to the Zw distribution centre w in the period t; Performances t the amount of shortage od stocks in RF i, at the Ok the amount of minimum costs (optimum value) for the scenario k; Pik end of the period t for the scenario k; Rk regret per scenario k; Uik riod t for the scenario k, 0 otherwise Í 3.2.
EVAL_EXTRA:Similarly, the data must reflect the realistic fact that in everyday practice it is cheaper for the RF to order goods directly from the distribution centre, rather than through another retail facility, which can be written as follows: cwj < cwi + fij , ∀ w, i, j in addition, for the transshipments to be economically meaningful, it is necessary that the transshipment costs be lower than the storage charges in one RF and the shortages costs in another.
EVAL_EXTRA:This requirement can be written as follows: fij < fii + u, ∀ i , j To simplify the presentation, we decided to model the demand in the RF as an independent random variable with a normal distribution where the means and variances for the facilities differ, however not much, since RF are supposed to operate in similar markets.
EVAL_EXTRA:Independence in this case means that the demand in one RF does not affect the demand in another.
EVAL_EXTRA:It is also assumed that the demand in one facility cannot be transferred to another.
EVAL_EXTRA:To illustrate this supply chain we chose a single supplier, single distribution centre and five retail facilities (A, B, C, D, E) network. ~~~ Table 1 shows the parametres used to generate demand in each of these objects.
EVAL_EXTRA:RF Mean Standard deviation A B C D E Table 1.
EVAL_EXTRA:TRANSSHIPMENT.mod set SCENARIO; # scenarios set DISTCENTR; # distribution centres set MP; # retail facilities set PERIOD; param numperiods>=0; param costsw ÌDISTCENTRÍ >=0; param costwf ÌDISTCENTR, MPÍ >=0; param costff ÌMP, MPÍ >=0; param short>=0; param fixed ÌDISTCENTRÍ >=0; param demand ÌMP, PERIOD,SCENARIOÍ >=0; param weight >=0; param initial Inventory Ìi in MPÍ>=0; param shipping period Ìt in PERIODÍ binary; param initial InventoriesDCÌw in DISTCENTRÍ>=0; param optimal Ìs in SCENARIOÍ>=0; var shortamt Ìi in MP, t in PERIOD, s in SCENARIOÍ>=0; var shipff Ìi in MP, j in MP, t in PERIOD, s in SCENARIOÍ>=0; var shipwf Ìw in DISTCENTR, i in MP, t in PERIODÍ>=0; var shipsw Ìw in DISTCENTR, t in PERIODÍ>=0; var shortage Ìi in MP, t in PERIOD,s in SCENARIOÍ binary; var regret Ìs in SCENARIOÍ; minimize total regret: sum Ìs in SCENARIOÍ regretŠsË; #objective function (1) subject to Regret per Each Scenario Ìz in SCENARIOÍ: regretŠzË= (sum Ìw in DISTCENTRÍ (fixedŠwË)+ sum Ìi in MPÍ (initial InventoriesŠiË*costffŠi,iË + sum Ìt in PERIODÍ (short*shortamtŠi,t,zË+ sum Ìw in DISTCENTRÍ (costswŠwË*shipswŠw,tË+costwfŠw,iË*shipwfŠw,i,tË)+ sum Ìj in MPÍ costffŠi,jË*shipffŠi,j,t,zË))) - optimalŠzË; # regret (2) subject to Previous Demand1 Ìi in MP, t in 2..numperiods, s in SCENARIOÍ: sumÌw in DISTCENTRÍ shipwfŠw,i,tË + sumÌj in MPÍ shipffŠj,i,t-1,sË >= demand Ši,t1,sË; # constraint (3) subject to Previous Demand2 Ìt in 6..numperiods, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipswŠw,tË>= sumÌt-5..t-1, i in MPÍ (Shipment periodŠtË*demandŠi,t,sË); # constraing (4) subject to Balance in Period1 Ìi in MP, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipwfŠw,i,1Ë + initial InventoriesŠiË - demandŠi,1,sË sum Ìj in MPÍ shipffŠi,j,1,sË + shortamtŠi,1,sË=0; # constraint (5) subject to Balance Ìi in MP, t in 2..numperiods, s in SCENARIOÍ: sum Ìw in DISTCENTRÍ shipwfŠw,i,tË+sum Ìj in MPÍ shipffŠj,i,t-1,sË - demandŠi,t,sË - sum Ìj in MPÍ shipffŠi,j,t,sË + shortamtŠi,t,sË=0; # constraint (6) subject to shiplimit Ìi in MP, t in PERIOD, s in SCENARIOÍ: sum Ìj in MPÍ shipffŠi,j,t,sË<=weight*(1-shortageŠi,t,sË); # constraint (7) subject to shortagelimit Ìi in MP, t in PERIOD, s in SCENARIOÍ: shortamtŠi,t,sË <=demandŠi,t,sË * shortageŠi,t,sË ; # constraint (8) subject to shiplimitfromDC Ìw in DISTCENTR, t in PERIODÍ: sum Ìi in MPÍ shipwfŠw,i,tË<=initial InventoriesDCŠwË+sum Ìt2 in 1..t-1Í (shipswŠw,t2Ë - sumÌi in MPÍ shipwfŠw,i,t2Ë); # constraint (9) subject to ShipToDC Ìw in DISTCENTR, t in PERIODÍ: weight*Shipping periodŠtË >= shipswŠw,tË; # constraint (10) The following listing is a database type .dat containing the input data for the AMPL Model1.
EVAL_EXTRA:TRANSSHIPMENT AMPL Model1.
EVAL_EXTRA:
EVAL_EXTRA:TRANSSHIPMENT.dat set SCENARIO:=1 2 3 4 5; set WRHSE:= W; set FACIL:= A B C D E; set TIME:=1 2 3 4 5 6 7 8 9 10; param numperiods:= 10; param initialInventoryDC:= W 0; param costsw := W 2; param short:= 25; param fixed:= W 10000; param weight:= 10000; param optimal := 1 74450 2 78805 3 81698 4 79836 5 82178; param initInventories:= A 0 B 0 C 0 D 0 E 0; param costff (tr): A B C D E:= A 1 2 3 4 5 B 2 1 2 3 4 C 3 2 1 2 3 D 4 3 2 1 2 E 5 4 3 2 1; param shipping period:= 1 1 2 0 3 0 4 0 5 0 6 1 7 0 8 0 9 0 10 0; param costwf (tr): W:= A 1 B 1 C 1 D 1 E 1; param demand := Š*,*,1Ë: 1 2 3 4 5 6 7 8 9 10:= A 85 107 91 96 89 131 109 114 89 123 B 75 97 81 86 79 60 82 84 84 82 C 71 91 79 97 95 67 99 71 103 96 D 97 118 102 111 125 84 116 116 118 104 E 110 142 118 131 153 94 119 131 108 127 Š*,*,2Ë: 1 2 3 4 5 6 7 8 9 10:= A 75 95 96 84 105 104 96 122 102 107 B 66 91 96 67 95 96 91 96 100 87 C 72 95 107 91 90 86 73 85 87 89 D 97 114 101 100 114 111 112 121 127 107 E 163 139 141 132 170 102 124 121 133 152 Š*,*,3Ë: 1 2 3 4 5 6 7 8 9 10:= A 93 113 103 77 106 114 98 116 107 106 B 90 96 103 92 81 80 101 75 91 94 C 99 87 88 94 101 81 99 89 77 76 D 110 123 123 100 125 90 123 115 115 106 E 145 123 139 141 156 148 154 121 123 158 Š*,*,4Ë: 1 2 3 4 5 6 7 8 9 10:= A 117 114 89 107 109 100 106 115 99 103 B 101 106 110 86 95 75 96 90 84 93 C 95 108 100 90 93 95 97 86 91 83 D 116 101 102 122 107 84 124 110 93 112 E 134 113 130 152 115 124 136 142 136 126 Š*,*,5Ë: 1 2 3 4 5 6 7 8 9 10:= A 98 97 96 110 103 114 114 96 100 131 B 89 104 72 102 84 95 87 72 88 103 C 85 98 96 89 87 89 95 86 90 81 D 101 103 102 101 105 120 110 115 104 100 E 104 165 95 146 133 153 118 163 130 109; AMPL Model1.
EVAL_EXTRA:TRANSSHIPMENT.dat 4.
EVAL_EXTRA:Results of the experiment Model1.TRANSSHIPMENT.mod The with Model1.TRANSSHIPMENT.dat input data was devised on the Intel Pentium 4 (Northwood), 2 GHz, 1GB DDR-SDRAM.
EVAL_EXTRA:A GLPSOL solver, component part of Open Source of the GLPK package (GNU Linear Programming Kit) was used, and this is meant for solving the problems of linear and mixed even number programming Š6Ë.
EVAL_EXTRA:The package consists of a large number of GLPK API routines written in the C language and can be retrieved from the user application.
EVAL_EXTRA:The GLPSOL solver can be used autonomously for solving problems formulated in the following formats: LP/MIP model in GNU LP format, LP/MIP problem in fixed MPS format, LP/MIP problem in freeMPS format, LP/MIP problem in CPLEX LP format, LP/MIP model written in GNU MathProg model ling language.
EVAL_EXTRA:2.
EVAL_EXTRA:3.
EVAL_EXTRA:Optimization results Total costs Total Regret % Difference Transshipm ent allowed case No transshipm ent case Determinis tic case 5.77 % 5.23 % - - The deterministic case was expected to display minimum costs, since the future demand is known precisely.
EVAL_EXTRA:A more thor ough analysis of the two cases, however, can be conducted by observing the storage policy and the frequency of stock-outs.
EVAL_EXTRA:The results of the analysis are shown in Table 3.
EVAL_EXTRA:Optimization results analysis Number Frequency of of shortages shortages Maximum shortage amount Transshipment allowed case No transshipment case 3,56 % 6,67 % Average value of shortage amount 7,25 12,8 A conclusion can be drawn that the number of shortages almost doubles when transshipment is not allowed, since the RF has to meet an increased demand in a given period and hence stores the inventory ordered for the future periods, and this may reasult in shortages in other RFs.
EVAL_EXTRA:Table 4.
EVAL_EXTRA:Optimization results analysis Average inventory quantity stored over a period Transshipment allowed case No transshipment case 14,89 27,83 As seen in Table 4, there is a significant difference in the inventory quantity stored in the RFs.
EVAL_EXTRA:Delivery analysis Transshipment allowed case No transshipment case Total delivery to DC Total delivery to RF Mean value of deliveries to RF Standard deviation of quantity delivered 106,33 21,47 108,78 23,21 On the basis of the data from Table 5 we can conclude that the quantities of goods delivered to DC or RFs are only slightly smaller in the transshipment allowed case.
EVAL_EXTRA:A crucially substantial improvement of the model would be an explicit introduction of the stohastic programming method instead of the scenario method, however, the introduction of a significantly larger number of scenarios would also prove to be interesting.
EVAL_EXTRA:REFERENCE Š1Ë Chopra, S., Meindl P., Supply Chain management Strategy, planning, and opertaion.
EVAL_EXTRA:Prentice Hall, Upper Saddle River, 2001. ~~~ Š2Ë Voss, S., Woodruff D.I., Introduction to computational optimization models for production planning in supply chain, Springer Verlag, Berlin, 2003. ~~~ Š3Ë Herer, Y. Lateral Stock Transshipments in a TwoLocation Inventory System with Fixed and Joint Replenishment Costs , Naval Research Logistics, 46, 525-547, 1999.
EVAL_EXTRA:Š4Ë Robinson, L. W, Optimal and Approximate Policies in Multiperiod, Multilocation Inventory Models with Transshipments, Operations Research, 38, 278-295,1990.
EVAL_EXTRA:Š5Ë ŠFourer, R., AMPL, A Modeling Language for Mathematical Programming , Danvers, MA: Boyd and Fraser Publishing, 1993.
EVAL_EXTRA:Š6Ë http://www.gnu.org/software/glpk/, 2007 Four Dampillars against the Errone ous Spreadsheets UDC: 004.94 ; 005.311.6 Prof dr Konstantin Kostić Faculty of Organizational Sciences, Belgrade A review of the papers from past EuSpRIG conferences shows that they may be classed into four distinct areas: tools, education, auditing and management..
EVAL_EXTRA:Introduction User-friendly, flexible and widely applicable, spreadsheets are used to support numerous business functions and frequently take roles for which the implementation of any other solutions would be too slow or too expensive.
EVAL_EXTRA:As a result, the spreadsheets have silently grown into the key components in the analyses and reporting processes in numerous organizations, including the critical areas of financial reporting. ~~~ 2.
EVAL_EXTRA:Tools Spreadsheets are generally approached as intuitive tools which are deceptively user-friendly and, although they are widely used in organizations, it often turns out that the information obtained is incorrect.
EVAL_EXTRA:Spreadsheet itself has certain limitations that prevent the development of complex business models, however, the spreadsheet user (creator) himself may lack the necessary skills in developing such a model.
EVAL_EXTRA:There is ample evidence that errors in spreadsheets are usual and by no means trivial.
EVAL_EXTRA:The number of errors in spreadsheets is proportional to the number of errors occurring in other intellectual activities and they are caused by the fundamental limitations of the human intellect, not only by carelessness.
EVAL_EXTRA:The warning be careful cannot by itself eliminate errors, nor can it reduce them to at least an acceptable level.
EVAL_EXTRA:The research so far, presented in the papers at the annual conferences of the EurSpRIG European Spreadsheets Risk Interest Group can be classed into four groups: Tools methodologies and software used in spreadsheet modelling Education raising awareness, training and research Audit methods and software toold in spreadsheet auditing Management standards and controls in development management The first letters of the names of these areas make up the word TEAM.
EVAL_EXTRA:This proved to be rather apt, since the thus created word further explains that the team work is the key to solving spreadsheet problems in corporations: implementation of development tools, training the users in order to raise their awareness of the errors in spreadsheets, an appropriate organization and implementation of the spreadsheet auditing processes, as well as adopting a clear managerial policy to support standards and controls.
EVAL_EXTRA:There is undoubtedly a need to define and implement a structured approach in the model design, using the software tools that would serve as guidelines to the spreadsheet creator, so that he should avoid (or prevent) possible error situations, as well as document his activities.
EVAL_EXTRA:Among the papers presented at the conferences so far there were some that advocate the use of programme languages to code the logic of the models and then design the spreadsheet interface in rows and columns together with its in-built logic.
EVAL_EXTRA:One author advocates the implementation of a mathematics area known as the theory of categories Š13Ë.
EVAL_EXTRA:The theory of categories, as well as logic, is a tool for studying mathematical and computer concepts and is focuses upon the form rather than upon the contents.
EVAL_EXTRA:A large number of participants at the conferences insisted on the need to create methods based on the principles of software engineering.
EVAL_EXTRA:They argue that the implementation of these principles of software engineering which would make spreadsheet engineering has a potential to improve the performance of spreadsheets programmers, reduce the frequency and gravity of errors in spreadsheets, improve the manipulation with spreadsheets in time.
EVAL_EXTRA:Rajalingham, Chadwick and Knight Š14Ë propose the application of tools that create Jackson structures to obtain a graphic type of spreadsheets description in the course of 1 Spreadsheet models can be presented in the form identical to the data structure diagram Jackson structure which is used in software engineering. their development1.
EVAL_EXTRA:This allows for an easy check of the logic and a reverse spreadsheet engineering in its Jackson structure.
EVAL_EXTRA:Hence every spreadsheet model can be defined by its canonic form that will remain intact even when the spreadsheet form suffers cosmetical changes.
EVAL_EXTRA:There is a lot of spreadsheet software on the market.
EVAL_EXTRA:The list of the best known software can be seen at the website http://en.wikipedia.org/wiki/List_of_spreadsheet_software.
EVAL_EXTRA:New spreadsheet alternatives have also been proposed at the conferences.
EVAL_EXTRA:The combination of the most recent object technologies with new approaches are indeed genuine alternatives to spreadsheets that are directed towards responding to the so far identified resistance to spreadsheets.
EVAL_EXTRA:For example, the XBRL (Extensible Business Reporting Language) is the language for electronic communication of financial data that revolutionized the financial reporting worldwide.
EVAL_EXTRA:It is used in the preparation, analysis and communication of financial information.
EVAL_EXTRA:The XBRL is an application of XML for business information and uses the structure to describe the data, make them instantly operable, interactive and intelligent.
EVAL_EXTRA:As regards the spreadsheet documentation, the proper documentation: Describes the substance and method of model implementation in that it allows the others to implement the model, but is useful in reactivating the model after a period of time it was idle. ~~~ Reduces the risk of discontinuing the use of the model because only one man or a limited number of people know how to use it and have trust in it.
EVAL_EXTRA:Reduces the number of irritating stoppages to the person responsible for further development of the model.
EVAL_EXTRA:The documentation should include the facts such as: what the model serves for, what it can do, how it does what it does, which premises are included in its design, which constants are used and where they lie, who developed the model and when, who modified the model after it was put to use, and when he did it, the presence of macros and their purpose.
EVAL_EXTRA:The systematis implementation of Excel comments may be viewed as an efficient method of spreadsheets documentation. ~~~ 3.
EVAL_EXTRA:Education In order to design and implement an efficient spreadsheet solution, it is important that one should know how to do the work so that the data may be turned into useful information.
EVAL_EXTRA:The knowledge of this know-how is al ready present in the organization.
EVAL_EXTRA:The knowledge of technique is achieved through training.
EVAL_EXTRA:If the technical knowledge does not take the knowledge of how to work into account, the solutions will not be optimal.
EVAL_EXTRA:A most efficient spreadsheet system management in an organization is the result of the training based on working out the solutions to concrete problems (task-based management).
EVAL_EXTRA:Using one and only approach the user is being trained how to solve a concrete problem using the spreadsheet tools, contrary to the approach where the spreadsheet tools and techniques are studied independently of any concrete problem.
EVAL_EXTRA:The trainers that favour the task-based approach are experienced as to the manner in which the spreadsheets are actually used in real situations.
EVAL_EXTRA:They combine their experience with the clients knowledge of the business environment.
EVAL_EXTRA:This is a better way compared to dry and boring theorizing on how the spreadsheets should be used.
EVAL_EXTRA:At the end of the training the attendant: (cid:57) Completed his task (cid:57) Set the system for future tasks (cid:57) Learned about the solutions to some of his problems (cid:57) Worked on an actual spreadsheet The attendant learned the task-related mechanic techniques, as well as the rationale of implementing these individual techniques in task situations.
EVAL_EXTRA:The task-based training is neither the only type of training, nor is it the most popular one.
EVAL_EXTRA:A largely widespread type of training is the general training where the trainees are introduced to the spreadsheet programme package, since the attendants are usually people who already use spreadsheets for various purposes.
EVAL_EXTRA:The third type of the training is most common and includes the users that have never had any formal training concerning spreadsheets.
EVAL_EXTRA:They learned how to use spreadsheets at work, from their predecessors or colleagues, or are entirely self-taught.
EVAL_EXTRA:A quality training in using spreadsheets is offered at the Faculty of Organizational Sciences in Belgrade and at a number of other faculties.
EVAL_EXTRA:The training in how to work with spreadsheets, however, displays a rather poor approach to spreadsheets: Spreadsheets are presented as simple expressions of likewise simple accounting models Spreadsheets are easy to learn and their intellectual contents are limited Students became familiar with spreadsheets even before they enter university and thus acquired wrong habits that are difficult to correct at university.
EVAL_EXTRA:The greatest problem, however, may be how to convince the lecturers that the training for work in spreadsheets requires an entirely different approach which is not based only on the changes in the teaching contents, but in the teaching methods, too.
EVAL_EXTRA:A solution may be to encourage them to use the feedback loop RESEARCH LECTURE STUDENTS LEARN.
EVAL_EXTRA:4. ~~~ Audit The types of testing are numerous and the majority of them cannot reduce the errors to the point at which there are no singnificant errors in the spreadsheet.
EVAL_EXTRA:Here we mention some of the test types: 1.
EVAL_EXTRA:Testing along spreadsheet development Testing ap plications, unit (module) testing, integral testing. ~~~ 2.
EVAL_EXTRA:Spreadsheet observation Review of tables in spreadsheet in order to get the impression of logic.
EVAL_EXTRA:3. ~~~ Error scanning software Software that browses the spreadsheet searching for errors on the basis of the built-in detection rules in the software.
EVAL_EXTRA:The automatic error scanning tools are similar to spell-checkers and grammar-checkers in the text processing programmes.
EVAL_EXTRA:Excell has the built-in tools for error detection under the commands Tools, Error Checking.
EVAL_EXTRA:These tools are rather simple, but limited.
EVAL_EXTRA:There are several commercial tools available in spreadsheet auditing: SpACE (Spreadsheet Audit for Customs & Excise), OAK (Operis Analysis Kit), Spreadsheet Detective and Spreadsheet Professional, and others.
EVAL_EXTRA:Much more sophisticated scanners are now available on the market.
EVAL_EXTRA:The web site containing the list of such is http://www.sysmod.com/sslinks.htm#auditing. products 4.
EVAL_EXTRA:Auditing The option that is in Excell activated by the Tools, Formula Auditing commands.
EVAL_EXTRA:Such commands allow us to select the links of the formula with the previous cells the result of the formula depends on, that is, with all the cells to which the value of the formula observed serves as input data.
EVAL_EXTRA:One problem with the real auditing is the question on which section of spreadsheet is audited.
EVAL_EXTRA:The most obvious candidate for auditing is the most risky section which includes complex formulas and links among the worksheets of the work ledger.
EVAL_EXTRA:While the errors are more likely to occur in this type of formulae in comparison with the ordinary formulae, by the law of probability, there is probably a larger number of errors in ordinary formulae than in the complex ones (the ordinary ones are more numerous) will occur.
EVAL_EXTRA:Very complex, but also very expensive automated auditing softwares for spreadsheets are now available on the market.
EVAL_EXTRA:5. ~~~ Testing through performance The tester tests a number of sets of input values to find out whether the spreadsheet produces (or does not produce) correct results.
EVAL_EXTRA:Here, typical and extreme values (paranoid testing) can be used.
EVAL_EXTRA:The problem here is how we can know whether the values obtained are accurate and correct.
EVAL_EXTRA:In the best case, there are possibilities to compare the resulting values to the already known values.
EVAL_EXTRA:A mathematical model would be welcome that can yield values which could be expected as a result in the spreadsheet, too.
EVAL_EXTRA:Without such values for comparison, testing through performance is meaningless.
EVAL_EXTRA:6. ~~~ Logic inspection The inspector examines all the cells with formulae, searching for errors.
EVAL_EXTRA:For practical reasons, we recommend the team inspection: an individual usually manages to detect fewer than half the number of all the errors present.
EVAL_EXTRA:In this case the reduction of all the errors cannot be requested, since this is impossible to do.
EVAL_EXTRA:Therefore a reasonable limit is set, in accordance with the importance of spreadsheet in business decision making.
EVAL_EXTRA:The inspection process should consist of seven steps: 1.
EVAL_EXTRA:Planning.
EVAL_EXTRA:Provision of materials, getting the peer and working out the meetings schedule.
EVAL_EXTRA:2. ~~~ Discussing the meeting agenda.
EVAL_EXTRA:Presenting software, role delegation, process description. ~~~ 3.
EVAL_EXTRA:Preparation.
EVAL_EXTRA:Inspectors check the spreadsheet individually.
EVAL_EXTRA:The aim is not to detect errors, but to understand software modules.
EVAL_EXTRA:Many inspection methods, however, detect errors as early as this phase. ~~~ 4.
EVAL_EXTRA:Inspectors meeting.
EVAL_EXTRA:The task is to detect and explain errors.
EVAL_EXTRA:Nothing else is discussed.
EVAL_EXTRA:The meeting has to be reasonably short, so that concentration should not weaken. ~~~ 5.
EVAL_EXTRA:Improving the process.
EVAL_EXTRA:Inspection has to produce a feed-back information to the guide process inspection of the firm.
EVAL_EXTRA:Each inspection must generate a statistics on the time consumed, errors detected and the gravity of error. ~~~ 6.
EVAL_EXTRA:Processing.
EVAL_EXTRA:The remedy to /repair of the software is effected after the meeting. ~~~ 7.
EVAL_EXTRA:Monitoring.
EVAL_EXTRA:Ensuring that the change is correctly made. ~~~ 5.
EVAL_EXTRA:Management There are many, some argue too many, issues related to spreadsheet management which should be taken into consideratin by the organizational policy.
EVAL_EXTRA:There are the issues of choice and of adopting a set of controls that should be analysed over a reasonable time interval.
EVAL_EXTRA:These may be the spreadsheet version controls, the insight and self-auditing during the spreadsheet creation, team review and close inspection of spreadsheets models, the documentation policy, the use of proven models as templates, as well as recording usual errors and their storage at set sites such as corporate knowledge bases.
EVAL_EXTRA:In order that only a small number of these requirements be met it is necessary to ensure the support of the firm top management and create a strategy to establish good practice based on the reasonable selection of standards. ~~~ Such a standard can be found in the CobiT (Control Objectives for Information and Related Technology) approach.
EVAL_EXTRA:The CobiT is a set of tools that helps business managers to understand and manage the risk related to introducing new technology.
EVAL_EXTRA:It also demonstrates to the interested parties or stakeholders how well the job was done.
EVAL_EXTRA:The CobiT is based on the best international practice of IT management.
EVAL_EXTRA:The CobiT ensures a generic framework for all the main IT processes.
EVAL_EXTRA:It does not necessarily specify spreadsheets.
EVAL_EXTRA:However, this generic framework can be applied to all IT development solutions, from the entire ERP system to a relatively simple spreadsheet.
EVAL_EXTRA:Project approval Defining and documenting necessary files Programme specification Source data collection project Defining input requirements and documentation Defining interfaces User-machine interface Defining necessary processes and documentation Defining necessary outputs and documentation Opportunity of control Accessibility as key factor of design Measures of IT integrity in software programme application Software application testing User manuals and other logistic material Re-evaluation of system project The CobiT approach is based on the Maturity model of the software development possibilities, defined by the Software Engineering Institute. ~~~ The Maturity model offers a method for a quantitative expression of the level of IT control procedures on the 0 (non-existent) to 5 (optimized) scale.
EVAL_EXTRA:The management used the Maturity model to map the current status of: Their own organization Best practices or an overall state of practice in their industry International standards For example, the Provision and Maintenance of Software control is described as follows: and to determine where the organization desires to be as regards those levels.
EVAL_EXTRA:The control of the IT processes of provision and maintenance of software that satisfies the business requirements of function automation for the purpose of an efficient support to business processes is ensured by the definitions of functional and operational requirements and the phase implementation with clearly set performance and takes into account: Functional testing and adopting Application controls and security requirements Documentation requirements Software application life cycle Company infromation structure Methodology of development system life cycle User-machine interface Package adjustment This is backed up by 17 detailed goals of control, covering: Design methods Principal changes in the existing system Figure 1: CoBIT Maturity Model The development and maintenance processes control of spreadsheet models and applications that satisfy the business needs to obtain accurate business models and error-free analyses in order to efficiently support business processes is provided by defining the specific features of functional and operational requirements as well as by a phase implementation with clear performance and takes into account: design methods protection and data storage requirements testing and adopting documentation requirements.
EVAL_EXTRA:Conclusion In order that an appropriate spreadsheet information system be provided in an organization, it is necessary to improve four areas of intellectual activity: TOOLS adopt the methodology of the structural description of the data and their connexity as a basis of the business model description which is further developed in the spreadsheet; select an adequate software for the spreadsheet; ensure the spreadsheet documentation; EDUCATION select the most suitable user (creator) training and establish an appropriate system of permanent education together with research; AUDITING establish a spreadsheet audit system implementing most recent auditing tools (software); MANAGEMENT adopt standards and controls related to the management of versions, storage, usage of templates, spreadsheet systems performance measurement and continual improvement.
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EVAL_EXTRA:REFERENCE Š1Ë Panko R Spreadsheet Errors: What We Know.
EVAL_EXTRA:What We Think We Can Do.
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EVAL_EXTRA:Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0802.3457 Š2Ë Rajalingham K, Chadwick D, Knight B: Classification of Spreadsheet Errors Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4224 Š3Ë Hawker A: Building Financial Accuracy into Spreadsheets, Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4219 Š4Ë Ayalew Y, Clermont M, Mittermeir R: Detecting Errors in Spreadsheets, Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.1740 Š5Ë Rajalingham K, Chadwick D, Knight B; A Structured Methodology for Spreadsheet Modelling.
EVAL_EXTRA:Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4218 Š6Ë Butler R Risk Assessment for Spreadsheet Developments (HM Customs and Excise) Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000. http://arxiv.org/abs/0805.4236 Š7Ë Chan H Q Chen Y: Visual Checking Of Spreadsheets Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, July 2000. http://arxiv.org/abs/0805.2189 Š8Ë Cleary P M: How Important Are Spreadsheets To Organisations?
EVAL_EXTRA:Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, UK, July 2000.
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EVAL_EXTRA:Š9Ë Chadwick D Stop the Subversive Spreadsheet.
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EVAL_EXTRA:Proceedings of 1st International Symposium on Spreadsheet Risks, EUSPRIG2000, Greenwich, July 2000. http://arxiv.org/abs/0712.2594 Š10Ë Chadwick D., Sue R.: Teaching Spreadsheet Development Using Peer Audit and Self-Audit Methods for Reducing Errors, Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.1514 Š11Ë Butler R J: Applying the Cobit® Control Framework to Spreadsheet Developments Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.0609 Š12Ë O'Beirne P: Euro Conversion in Spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š13Ë Paine J: Safer Spreadsheets With Model Master Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.3690 Š14Ë Rajalingham K, Chadwick D, Knight B: An Evaluation of the Quality of a Structured Spreadsheet Development Methodology Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.1516 Š15Ë Raffensperger J: New Guidelines for Writing spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001.
EVAL_EXTRA:Š16Ë Ettema H, Janssen P, de Swart J: Assurance By Control Around Is A Visible Alternative To The Traditional Approach Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001. http://arxiv.org/abs/0801.4775 Š17Ë Knight D,: A Real alternative to spreadsheets Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š18Ë Nixon D, O'Hara M: Spreadsheet Auditing Proceedings of 2nd International Symposium on Spreadsheet Risks, EUSPRIG2001, Amsterdam, Holland, July 2001 Š19Ë Chadwick D: Training Gamble Leads To Corporate Grumble Proceedings of 3rd International Symposium on Spreadsheet Risks the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002 Š20Ë Banks D., Monday A.: Interpretation as a Factor in Understanding Flawed Spreadsheets Proceedings of 3rd International Symposium on Spreadsheet Risks -the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0801.1856 Š21Ë Grossman T.: Spreadsheet Engineering: A Research Framework Proceedings of 3rd International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0711.0538 Š22Ë Clermont M., Hanin C., Mittermeir R.: A Spreadsheet Auditing Tool Evaluated In An Industrial Context Proceedings of 3d International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0805.1741 Š23Ë Chadwick D., Knight B.: The Subversive Spreadsheet Proceedings of 3d International Symposium on Spreadsheet Risks the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002.
EVAL_EXTRA:Š24Ë Butler R.: Losing At Spreadsheet Roulette Proceedings of 3rd International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002 Š25Ë Croll G.: A Typical Spreadsheet Audit Approach Proceedings of 3d International Symposium on Spreadsheet Risks - the Hidden Corporate Gamble, EUSPRIG 2002, Cardiff, Wales, UK, July 2002. http://arxiv.org/abs/0712.2591 Human Resources in the Drive Towards Creativity and Organisational Innovation UDC: 005.96 Dr Isabel Martins1 , Dr Orlando Petiz2, Dr Ana Martins3 1 HRM/OB Division, University of Glamorgan, Wales in UK 2 School of Economics and Management, Department of Economics, University of Minho in Portugal 3 Learning and Professional Development Division, University of Glamorgan, Wales in UK Innovation is the cornerstone of competitive advantage.
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EVAL_EXTRA:For this, it is necessary to adopt the practices of a range of measures which lead to entrepreneurial re-structuring.
EVAL_EXTRA:This emphasizes the measures of change within the different components of the organisation, as well as implementing an innovative culture based on quality which will be broad ranging and affect all aspects of the organisation.
EVAL_EXTRA:In this way, entrepreneurial flexibility has to be based on the creative individual and views that intelligence is the major ingredient of bringing about flexibility.
EVAL_EXTRA:With these new attitudes, policies and practices the innovative organisation neutralizes obsolete processes and products focusing instead on its potential.
EVAL_EXTRA:Therefore, in this quest for excellence, new core competencies have to be sought after.
EVAL_EXTRA:These must take into account all employees and not only those whose technical or conceptual competencies are more visible.
EVAL_EXTRA:However, due to the constant and abrupt economic, social, technical and technological changes seen in the entrepreneurial contexts, it is vital to question what type of flexibility is more easily adaptable to the systems of constant change.
EVAL_EXTRA:Therefore, there are some pillars which are vital for these foundations, namely, commitment, tolerance, involvement willingness to take risk, all of which will ensure these organisations are more complex and less bureaucratic. ~~~ 1.
EVAL_EXTRA:Introduction Economic globalisation as well as the dissemination of new technologies has created a direct and indirect impact on both the life cycle and dynamism of organisations.
EVAL_EXTRA:Nowadays, this impact is much more unpredictable, turbulent and buoyant.
EVAL_EXTRA:Within this context, organisations will need to adopt a new lifestyle philosophy.
EVAL_EXTRA:In order to identify new sources of competitive advantage most organisations need to revisit their mission and objectives, at both strategic and operational levels.
EVAL_EXTRA:Organisations require to redefine their behaviour in order to fight obsolescence of their competitive advantage within this constant evolution of both contextual and transactional environments.
EVAL_EXTRA:This behaviour should be more decisive and pro active, in so far as listening to the client and the competitor as well as in conceptualising and adopting new management paradigms.
EVAL_EXTRA:In this way, client satisfaction, scanning the competitive environment, revisiting its ethical values and implementing an innovative culture from within the organisation, are all sources of inspiration and sustainable creativity of organisational innovation. more decisive, namely, listening carefully to the client as well as to the competitor.
EVAL_EXTRA:Such listening is in turn linked to innovative behaviour.
EVAL_EXTRA:Nevertheless, on the whole companies tend to ignore the importance of listening and fail to see its economic and social value.
EVAL_EXTRA:This paper will reflect upon organisational behaviour, culture and values so as to compare the traditional organisational paradigm with the new paradigm, i.e. of dynamic vocation, evolutionary and transforming just as the new organisation theory professes it to be.
EVAL_EXTRA:The aim of this paper is to highlight the importance of entrepreneurial dynamism which fosters innovation as a way of being and sees the intangible resources as the new source of creating sustainable value.
EVAL_EXTRA:Three organisations located in the North of Portugal will be analysed.
EVAL_EXTRA:This paper is essentially concerned with new technical trends adopted by successful companies.
EVAL_EXTRA:Therefore, the paper will begin by contextualising various concepts related to organisational culture and innovation.
EVAL_EXTRA:Thereafter, a reflection will be made upon the reality of three Portuguese organisations located in the northern region of Portugal based on this theory.
EVAL_EXTRA:Nowadays dynamism and company longevity are threatened by the contextual and transactional environments which, as the economic globalisation evolves, become ever more buoyant, turbulent and unpredictable.
EVAL_EXTRA:However, this process can be slowed down or stopped by the adoption of entrepreneurial behaviour which is 2.
EVAL_EXTRA:Knowledge management There is a need to adopt a new management paradigm, i.e. knowledge management paradigm.
EVAL_EXTRA:Knowledge management, according to Carter and Scarbrough (2001) is related to the frailties and vulnerabilities inherent in the organisational competitive advantages.
EVAL_EXTRA:In the recent past, organisations failed to have sustainable characteristics absence of knowledge management paradigm.
EVAL_EXTRA:In this way, knowledge management is a practice (Halawi, Aronson and McCarthy, 2005: 75) and can be defined as the way in which knowledge is created, shared, distributed and utilised in order to attain organisational objectives (Serrano and Fialho, 2005: 4).
EVAL_EXTRA:However, it is not simple to offer a definition of knowledge management.
EVAL_EXTRA:In addition to the complexities of the issues involved therein, it has also been the target of various interpretations.
EVAL_EXTRA:However, knowledge management also allowed for catapulting different elements within the organisation, namely, at structural, social and human levels (Seemann, cited in Halawi, Aronson and McCarthy, 2005).
EVAL_EXTRA:Knowledge management strategies entail two approaches, i.e. codification and personalization.
EVAL_EXTRA:In codification, databases store codified knowledge allowing for easy company access and use (Hansen et al., 1999: 107, cited in Carter and Scarbrough, 2001).
EVAL_EXTRA:Personalization reveals that knowledge is inherently linked to the person who developed and shared it.
EVAL_EXTRA:Unlike the economies of the past, current organisations are more exposed to international competition.
EVAL_EXTRA:In this way, the need arose to identify and privilege other sources of competitive advantage.
EVAL_EXTRA:Consequently, according to Serrano and Fialho (2005: 4), knowledge management can be seen as the convergence between the bureaucratic organisational culture and information technologies which it uses.
EVAL_EXTRA:Due to this mutation of cultures as well as the behaviour of organisations, the notions of knowledge employee, learning organisations, and organisational learning all gain much more consistency and more relevance in the everyday occurrences within an organisation. ~~~ Furthermore, Carter and Scarbrough (2001) corroborate that knowledge management may take various forms, namely, (i) intellectual capital; (ii) knowledge assets as well as (iii) workplace and organisational learning .
EVAL_EXTRA:Indeed, knowledge is considered the only meaningful economic resource in the knowledge society rather than capital or labour.
EVAL_EXTRA:Senge (1990) maintains that organisations cannot function as knowledgebased organisations because they suffer from learning disabilities.
EVAL_EXTRA:Therefore, it is believed that companies must innovate or else they will perish. ~~~ Furthermore, Rowley (1999) posits that the core competency enabling organisations to survive, resides in their ability to adapt, learn and change.
EVAL_EXTRA:For Yang (2003:242), knowledge and learning are attributed a new conceptual framework in that (h)olistic theory defines knowledge as a social construct with three distinctive and interrelated facets—explicit, implicit, and emancipatory knowledge.
EVAL_EXTRA:Emancipatory knowledge is based on motivational levels, feelings and emotions towards the external circumstances surround ing the individual.
EVAL_EXTRA:Implicit knowledge is based on the individuals experiences, actions and behaviour.
EVAL_EXTRA:Explicit knowledge is codified knowledge which arises from the individuals interpretation of the event.
EVAL_EXTRA:These three facets are holistic in that they are both contradictory and complementary to each other.
EVAL_EXTRA:Client satisfaction is a permanent source of inspiration for entrepreneurial innovation.
EVAL_EXTRA:Both the client and/or consumer are a touching stone in the innovation process.
EVAL_EXTRA:In this way the new economy based on knowledge has also taken this fact into account.
EVAL_EXTRA:Even though in this respect innovation depends more on the market comparatively speaking to any other type of innovation (Drucker, 1998).
EVAL_EXTRA:3.
EVAL_EXTRA:Entrepreneurial organisational culture and innovation Within the economic globalisation context, the process of constructing competitive advantage, is turbulent, unpredictable and rapidly changing, thus demanding that organisational senility be eradicated.
EVAL_EXTRA:This perspective leads to the transformation of entrepreneurial organisations, which according to Santos (1997a:6), can in turn be lighter, more flexible, cooperative and sensitive to organisational culture and the values of an organisation are essential to the creation of organisational identity through a sharing culture (Santos, 1998:244).
EVAL_EXTRA:The adoption and sharing of these values and trends are at the root of the eradication of organisational senility and can also be regarded as the seed for innovation.
EVAL_EXTRA:In view of this, the production and management of this entrepreneurial organisational culture fosters a feeling of identity.
EVAL_EXTRA:This creates distinctive organisational characteristics.
EVAL_EXTRA:This culture creates homogenized behaviour patterns which arise from different group elements and thus produces strong interactions and interdependencies (Schein, 1997a, 1997b, 1997c and Daft, 1999).
EVAL_EXTRA:Furthermore, Schein (1997a) proposes an integrated model to relate different variables, among which learning and organisational culture are viewed as the base for organisational success.
EVAL_EXTRA:It is within this change perspective based on intangibles that Stata (1989) sets forth the idea that the only sustainable source of all competitive advantages is rate of organisational learning.
EVAL_EXTRA:Although, Haas and Hansen (2005) insist upon the use of coded and personal knowledge as these view the existence of a direct relationship between knowledge, gains and competitive advantages (Handzic and Chaimungkalanont, 2004).
EVAL_EXTRA:The business world currently accepts that business quality depends on the quality and characteristics of its employees which, in turn, leads to business excellence.
EVAL_EXTRA:Competition is rife and, is often, disloyal arising from instability in market conditions, namely at the level of surplus capacity of world production.
EVAL_EXTRA:Such a situation, and parallel to that market, provokes deep alterations at the behavioural level, both for the producer and the consumer.
EVAL_EXTRA:(Druhl, 2001:382) is centered on the living-systems approach.
EVAL_EXTRA:This approach is based on the individual learning and social interactions prevalent in organisations.
EVAL_EXTRA:Furthermore, in this systems/quantum paradigm organisational change strategies nurture the individuals ability for self-discovery, enhance communication and encourage teamwork.
EVAL_EXTRA:Various issues which warrant reflection have arisen in the literature and these are linked to the structure of those pre-requisites which lead to organisational success.
EVAL_EXTRA:In this regard, the debate revolves around intensive goods within knowledge which result from innovation, but which also lead to new innovation processes.
EVAL_EXTRA:This perception considers innovation as a guarantee to business success, although, despite the application, production and diffusion of knowledge, the alteration characteristics of demand and investment patterns are strategic for both the implementation and success of innovation processes.
EVAL_EXTRA:In this way, organisational success and longevity include the capacity of offering the client a product adequate to the clients needs.
EVAL_EXTRA:In this regard, Peters and Austin (1988:159) highlight that competition is seen as the continuous engine for innovation although Freire (1995) regards competition as engine for development.
EVAL_EXTRA:In these perspectives two non-coincidental, although complimentary parts, can be identified converging towards organisational development processes. ~~~ Furthermore, it is understood that competition is indeed important when implementing innovation policies.
EVAL_EXTRA:Within a different perspective, Hamel (1998b) is fully aware of the importance inherent in both quality and globalization; he emphasizes the turnover of those variables and highlights a different one which is related to the revolution in the fundamental changes within the context of a new business paradigm.
EVAL_EXTRA:Hamel further corroborates that one has to bet on differences seeing that in this unstable world, the main challenge is not to achieve productive efficiency in capital intensive industries but instead to free innovation power in creative intensive industries (Hamel, 1998a:47).
EVAL_EXTRA:In this way Hamel (1998b) corroborates that visionaries are worthy of analysis.
EVAL_EXTRA:The contemporary world does not adhere to fortuitous situations and that innovation does not result from isolated geniuses but instead from activists inherent in organisations.
EVAL_EXTRA:In order for these to be genuinely different, innovation needs to be regarded as an added value and also as a source of value.
EVAL_EXTRA:The classical paradigm, i.e. the top-down approach is considered as planned change.
EVAL_EXTRA:This approach has mostly revealed to be unsuccessful as lower-level managers were not included in the change process.
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EVAL_EXTRA:The bottom-up approach to change, also known as systems/quantum paradigm Schein (1997a and 1997b) emphasises the importance of cultural change and believes that the sharing of pre-established suppositions in organisations may lead to such objectives and may thus create cascades of innovation.
EVAL_EXTRA:Mejía (2000) concurs with this set of ideas and further highlights that organisational culture is a way of cultivating human knowledge from which one can establish the capacity to mould individual behaviour in favour of a common goal through sharing of the same technology, language, rules, knowledge, sanctions and compensations.
EVAL_EXTRA:Within this line of thought, Barros (2003) postulates that organisational culture is a source which controls and conditions human behaviour.
EVAL_EXTRA:Thus, Barros focuses on the concept of organisational behaviour, viewing it as an activity that studies the way people behave, including how to predict, understand and monitor their behavior.
EVAL_EXTRA:We believe that this reality leads to an imposed conditioning on group elements.
EVAL_EXTRA:Rego and Cunha (2003) further corroborate that organisational culture is a strong factor influencing both employees behaviour and motivating them to be creative and innovative.
EVAL_EXTRA:Notwithstanding the importance of the abovementioned viewpoints, it seems that competitiveness is based on productive gains.
EVAL_EXTRA:Thus, industrial policies have been object of various analyses and it is assumed that doing by knowing alone does not guarantee business success.
EVAL_EXTRA:In this way, sustained competitiveness is based on dynamic factors which, Maximiniano Martins (1998:165 and 1997:69) regards as not directly productive, such as design, quality, energy, environment, research and development, strategic marketing, internal organisation, health and safety, human capital, innovation, technological context, product differentiation.
EVAL_EXTRA:This author further highlights that the industrial policy, in its aim to modernize the business sector, should be proactive.
EVAL_EXTRA:Thus, there is a need to aid the construction of infrastructures to support industrial development, namely at the level of human resource development, creation of technological schools, diverse support services to industry and the creation of various entities offering scientific-technological support.
EVAL_EXTRA:Thus, taking into account knowing-doing, Maximiniano Martins (1998: 165,6) is in favour of an interdependence between productive and societal systems, through its increasing immaterial and knowledge the devaluation of intensive strategic base and is in also favour of an economic intelligence as a form of responding to structural vulnerability.
EVAL_EXTRA:Although Oliveira Martins (1998:230) corroborates with opinion of Maximiniano Martins, the former believes education and industry to be two fundamental variables to re launch competitiveness in Portugal.
EVAL_EXTRA:In this way, Oliveira Martins further believes that to educate is to awaken autonomy and responsibility, but it also leads to actively respond to the creative social needs.
EVAL_EXTRA:Thus, taking into account the economic changes which are occurring in the labour market, investment in education needs to be strategic and should be followed by quality parameters, motivation factors and mobilization, factors which are conducive to economic and social cohesion.
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EVAL_EXTRA:4.
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EVAL_EXTRA:The primary data analisis and discussion of findings In order to integrate and relate the organisational context to its competitors, organisations necessarily are required to aim at satisfying the client; in so doing, the focus should on the drive towards achieving innovative behaviour.
EVAL_EXTRA:This article will reflect on the findings gathered from three Portuguese organisations which are part of the traditional transformation sector.
EVAL_EXTRA:These organisations have different dimensions but are still considered Small and Medium Enterprises (SMEs).
EVAL_EXTRA:The organisations in this analysis are referred to as Case A, Case B and Case C. Case A belongs to the traditional textile sector, whilst Cases B and C belong to production and sales of spares in the Motorcar Industry.
EVAL_EXTRA:Their dimension is two hundred and sixty (260) employees, forty-two (42) employees, fifty-one (51) employees respectively.
EVAL_EXTRA:The sample incorporated all employees.
EVAL_EXTRA:The response rate of valid questionnaires can be broken down into 74%, 66,6% and 43% respectively.
EVAL_EXTRA:In the abovementioned organisations, the sample entailed all the employees as the objective was to carry out of the cross section analysis thereby assessing the perceptions thereof.
EVAL_EXTRA:Thus, after gaining permission from these organisations, the authors placed the questionnaires personally at these organisations and in turn a employee from each organisation was responsible to distribute the questionnaires accordingly.
EVAL_EXTRA:However, the response rates obtained (valid questionnaires can be broken down into 74%, 66,6% and 43%, Cases A, B and C respectively), not all employees completed the questionnaires distributed. ~~~ Moreover, despite this response rate, the wider collaboration efforts on the part of the administration employees demonstrated their involvement and responded to our needs.
EVAL_EXTRA:The data gathered and included in this paper, were analysed using SPSS.
EVAL_EXTRA:One of the questions asked was related to identifying the organisations empoyees, according to the age group, with the objective of ascertaining how many employees were part of the Design, the R&D and also the Sales/Marketing.
EVAL_EXTRA:The responses are summarized in the following table: Table 1: Employee Roles in the organisations (May 2006) EMPLOYEE ROLES Top management employees R&D/Design/Re search Middle management Administrative employees Commercial/Mar keting employees Manufacturing employees Low employees Total skilled Case A (%) 0,00 Case B (%) 14,29 Case C (%) 9,09 1.08 0,00 0,00 1.61 7,14 4,55 3.22 10,71 18,18 1.08 3,57 54,55 93.01 64,29 13,64 0,00 0,00 0,00 100,00 100,00 100,00 Reflecting on the table above, we ascertain that Case A organisation merely allocates 1,08% of its total employees to Commercial and Marketing and R&D/ Design/Research.
EVAL_EXTRA:On the other hand the other organisations which are smaller, allocate 0% to R&D/ Design/Research, whereas they allocate 3,57% e 54,55%, to the Commercial and Marketing employees, these percentages are higher than those within the same scale, in Case A.
EVAL_EXTRA:If we exclude the organisation in Case C which is concerned with both producing as well as marketing its products, hence the high percentage of people allocated to Commercial/Marketing sectors; all the other organisations exhibit low figures.
EVAL_EXTRA:On the other hand, Case A demonstrates 1,08% for R&D/ Design/Research, whereas the other organisations totally neglect these figures.
EVAL_EXTRA:REFERENCES Š1Ë Barros, R. - Influência da Cultura Organizacional no PMO, http://www.Kebconsultoria.com.br/arquivos/cultura pmo.ppt, 2003 Š2Ë Carter, C. and Scarbrough, H. - Towards a second generation of KM?
EVAL_EXTRA:Education, Training Vol. 43, No. 4/5, pp. 215-224, 2001 Š3Ë Daft, R. - Teoria e projecto das organizações, 6th Edition, Rio de Janeiro, LTC Editora, 1999 Š4Ë Drucker, P. - The Discipline of Innovation, Harvard Business Review, November-December 1998, pp. 149-157, 1998 Š5Ë Druhl, K., Langstaff, J. and Monson, N. - Towards a Synthesis of the Classical and Quantum Paradigms Vedic Science as a Holistic Approach to Organizational Change , Journal of Organisational Change Management, Vol. 14 No. 4, pp. 379-407, Š5Ë Freire, A. - Gestão Empresarial Japonesa, Lisboa, Verbo Editora, 1995 Š6Ë Haas, M. R. and Hansen, M. T. - When Using Knowledge can Hurt Performance: The Value of Organisational capabilities in a Management, Consulting Company, Strategic Management Journal, Vol. 26, Issue 1, pp. 01-24, 2005.
EVAL_EXTRA:Š7Ë Halawi, L, Aronson, J. E. and McCarthy, R. V. Resources-Based View of Knowledge Management for Competitive Advantage, The Electronic Journal of knowledge Management, Vol. 3, Issue 2, pp. 75-86, available online at www.ejkm.com, 2005 Š8Ë Hamel, G. - Faça você mesmo uma Revolução, Executive Digest, Ano 4, nº 49, Novembro de 1998, Lisboa, pp. 46-52, 1998a Š9Ë Hamel, G. - Uma lufada de ar fresco na estratégia, Executive Digest, Número 50, Dezembro de 1998, Lisboa, pp. 80-81, 1998b Š10Ë Handzic, M. and Chaimungkalanont, M. Enhancing Organisational Creativity Through Socialisation, The Electronic Journal of Knowledge Management, Volume 2, Issue 1, 57-64, available online at www.ejkm.com, 2004 Š11Ë Maximiniano, M. - Apoios à indústria portuguesa, Anuário da Economia Portuguesa 1997, Lisboa, Associação Portuguesa de Economistas, pp. 67-71, Š12Ë Maximiniano, M. - Política Industrial, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 164-167, 1998 Š13Ë Mejía, Ramírez F.- El desarrollo de una cultura organizacional de compartición del conocimiento,http://dois.mimas.ac.uk/DoIS/data/A rticles/juljuljiky.2000:v:4:p:4088.html, 2000 Š14Ë Oliveira Martins, G. - A aposta na educação, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 229-232, 1998 Š15Ë Peters, T.and Austin, N. - A Paixão pela Excelência, Lisboa, Pensamento Editorial Livreiros, Ldª, 1988 Š16Ë Rowley, J. - What is knowledge management?
EVAL_EXTRA:Library Management, Volume 20, Number 8, 416419, 1999 Š17Ë Rego, Arménio, Cunha, Miguel Pina - A essência da liderança, Lisboa, Editora RH, 2003 Š18Ë Santos, Francisco Lopes dos - O papel da motivação do empresário no planeamento estratégico das PMEs, Anuário da Economia Portuguesa 1998, Lisboa, Ordem dos Economistas, pp. 241-244, 1998 Š19Ë Schein, Edgar - Organisational Culture and Leadership, 2ª ed. California, Jossey-Bass, 1997a Š20Ë Schein, Edgar - Organisational Learning: What is New?, MIT Sloan School of Management, 1997b Š21Ë Schein, Edgar - Three Cultures of Management: The Key to Organisational Learning in the 21 Century, MIT Sloan School of Management, 1997c Š22Ë Serrano, A. and Fialho, C. - Gestão do Conhecimento: O novo paradigma das organizações, 2ª Edição Aumentada, Lisboa, FCA-Editora de Informática, 2005 Š23Ë Stata, R. - Organisational Learning: the key to management innovation, Sloan Management Review, Spring: 63-74, 1989 Š24Ë Yang, B. - Holistic Learning Theory and Implications for Human Resource Development, Advances in Developing Human Resources; Vol 6; No. 2, 241-262, 2003 Internationalization of Retail UDC: 339.94:658.87 Iva N. Joksimović Delta sport, Belgrade The focus of the paper is on the development and positioning of the brands, based on international retail chains practice.
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EVAL_EXTRA:Planning and implementation of marketing communication and analysis of brand performance have been discussed in the paper.
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EVAL_EXTRA:These values (dimensions) can refer to:1 The process content; The process outcomes; and The process framework.
EVAL_EXTRA:The process content is characterised by three dimensions: The form of the internationalization process; Temporary phases or the order the process fol lows; Resources transformation and technology trans fers within the process.
EVAL_EXTRA:The dimension or value containing the process outcomes is: The process outcomes.
EVAL_EXTRA:Three dimensions that can be discussed, and refer to the process framework, are: The value system on which the managerial deci sions are based; The process scope; The prevailing environmental conditions and the situational circumstances.
EVAL_EXTRA:1 Š1Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006.
EVAL_EXTRA:2. ~~~ Dimensions of retail internationalization process contents Form of retail internationalization process There are four broad forms of international retail activities processes: functional, territorial, temporal and structural.
EVAL_EXTRA:Phases of retail networks internationalization process The retail internationalization process can be hypothetically presented as a several phase process.
EVAL_EXTRA:The key phases are the following:2 Pre-entry Entry Post-entry development Assimilation Exit The amount of time for each of the phases changes from one firm to another.
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EVAL_EXTRA:The exit can be of many types, from a complete withdrawal, to the firm reducing its activities.
EVAL_EXTRA:Figure 1. ~~~ The process form 2 Burt S, Mellahi K, Jackson P, Sparks L: Retail Internationalization and Retail Failure, International Review of Retail, Vol. 12, 2002.
EVAL_EXTRA:Resource transformation and knowledge transfer within the retail network internationalization process The internationalization process causes the resource transformation within a firm as the firm does business in export market.
EVAL_EXTRA:The examples of such mechanisms are the following:3 Economies of scale, scope and imitation differ in speed and intensity from country to country.
EVAL_EXTRA:The economies of scale in purchasing refer to the size of the market and the supply sector structure, both of which vary significantly in every country.
EVAL_EXTRA:Social mechanisms of communication and decision-making in the firm vary from one country to another.
EVAL_EXTRA:For example, Lidl, the retailer granting a discount for food produce, has a highly centralised managerial control, while DM, the retailer offering a discount for medical products, has a decentralized decision-making structure.
EVAL_EXTRA:The differences in transaction costs related to the decisions on alternative organizational structures, e.g., on franchising, subsiduaries or daughter firms in full ownership or mergers.
EVAL_EXTRA:In honouring different transaction costs, Marks & Spencer implemented different organizational structures in different countries.
EVAL_EXTRA:Variations, within one country, in the social mechanisms of power relations that control the interaction with the customer environment, public policy agencies and firms.
EVAL_EXTRA:The Western retailers entering China encountered difficulties in adapting to the different nature of both social relations and power relations, even to the extent that some of them, especially Ahold and Obbies, withdrew from the market.
EVAL_EXTRA:The differences in the managerial skills of a relevant capacity to do business in another country and to transfer organizational skills to the whole markets.
EVAL_EXTRA:The aspects to this resource transformation and knowledge transfer are various:4 Transfers in the firm necessary in establishing a new formula on a new market in individually developed as well as in acquired shops; Transfer of knowledge within the firm, gained from the experience on a new market; Transfers to other firms and from other firms that do business on the same market.
EVAL_EXTRA:In terms of operational aspects of the firm, these three aspects of resources transformation and technology transfer operate on two levels: The level of key or basic format and the relations that 3 Š5Ë Dawson J: Strategy and Opportunism in European Retail Internationalozation, British Journal of Management, 12 (4), 2001.
EVAL_EXTRA:4 Š9Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006. define it, as well as its development, for example, the hypermarket, the shops offering facilities to customers, etc.
EVAL_EXTRA:In analysing the internationalization impact, it is necessary to identify:5 Impact types Impact processes and Impact intensity level.
EVAL_EXTRA:4.
EVAL_EXTRA:Internationalization impacts Each of these impact types has its allied processes; thus, for example, the trade management processes and the retail management are important in identifying the competition impacts, whereas the critical processes of the sales channels management and logistic, technology flow management and suppliers management are important for the changes in the demand chain efficiency. ~~~ We have clear interactions between these outcomes and the internal aspects of the internationalization process, especially resource transformation and the knowledge transfer within the firm.
EVAL_EXTRA:5 Š9Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006. tomer culture is important.
EVAL_EXTRA:Scope of the retail networks internationalization Every retail internationalization process has to adapt to the scope factor.
EVAL_EXTRA:REFERENCE Š1Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006.
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EVAL_EXTRA:Š2Ë Burt S, Mellahi K, Jackson P, Sparks L: Retail Failure, Internationalization International Review of Retail, Vol. 12, 2002. and Retail Š3Ë Mellahi K, Jackson P, Sparks L: An Exploratory Study into Failure in Successful organizations, British Journal of Management, Vol. 13, 2002.
EVAL_EXTRA:Š4Ë Currah A, Wrigley N: Networks of Organizational Learning and Adoptation in Retail TNCs, Global Networks, 4 (1), 2004.
EVAL_EXTRA:Š5Ë Dawson J: Strategy and Opportunism in European Retail Internationalozation, British Journal of Management, 12 (4), 2001.
EVAL_EXTRA:Š6Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006.
EVAL_EXTRA:Š7ËWrigley N, Coe N.M, Currah A: Globalizing Retail: Distribution-based in Conseptualizing Transnational Corporation (TNC), Progess Human Geography, 29 (4), 2005. the Š8Ë Florida R, Kenny M: Transfer and Replication of Organizational Capabilities, Oxford University Press, 2002.
EVAL_EXTRA:Š9Ë Dawson J, Larke R, Mukoyama M: Strategic Issues in International Retailing, Routledge, London, 2006.
EVAL_EXTRA:Š13Ë Burt S, Mellahi K, Jackson P, Sparks L: Retail Failure, Internationalization International Review of Retail, Vol. 12, 2002. and Retail Š14Ë Fill C: Marketing communication, FT Prentice Hill, Harlow, 2005.
EVAL_EXTRA:Š15Ë Filipović V, Kostić - Stanković M: Marketing menadžment, FON- Menadžment, Beograd, 2007.
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EVAL_EXTRA:Š16Ë Hollensen S: Global Marketing - A Decision-ori ented approach, Prentice Hall, London, 2007.
EVAL_EXTRA:Š17Ë McGoldrick P: Retail Marketing, The McGraw Hill Companies, London, 2002.
EVAL_EXTRA:Š18Ë Pahalad C.K, Ramaswamy V: The Future of Competition: Co-creating Unique Value with Customers, Harvard Business School Press, Boston, 2004.
EVAL_EXTRA:Š19Ë Petkovic G: Modeli za donošenje odluka u trgovini, Ekonomski fakultet Beograd, 1998.
EVAL_EXTRA:Š20Ë Podnar K, Golob U: CSR expecations: the focus of corporate marketing, Corporate Communications, International Journal, 2007.
EVAL_EXTRA:Š20Ë Rakita B: Međunarodni marketing, Ekonomski fakultet, Beograd, 2005.
EVAL_EXTRA:Š10Ë Nisbett R. E: The Geography of Thought, Free Š21Ë Walters D, Hanrahan J: Retail Strategy, Planning Press, New York, 2003.
EVAL_EXTRA:Š11Ë Ducroq C: La nouvelle distribution, Dunod, Paris, 2003.
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EVAL_EXTRA:Š12Ë Bennett R: International Marketing, Kogan Page, London, 2005. and Control, Macmillan Business, 2000.
EVAL_EXTRA:Š22Ë Wrigley N, Coe N.M, Currah A: Globalizing Retail: Conseptualizing the Distribution-based Transnational Corporation (TNC), Progess in Human Geography, 29 (4), 2005.
EVAL_EXTRA:The Role of Conjoint Analysis in the New Product Price Sensibility Research UDC: 658.8.031 ; 338.516.49 Marija Kuzmanović, Tijana Obradović Faculty of Organizational Sciences It is very important that in the new product development process we should be able to predict its sales price.
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EVAL_EXTRA:Pricing research can use a number of methods, varying in accordance to their capability of providing quality information on the customer preferences, which in turn affect price elasticity. ~~~ The direct observation, the van Westendorp method, the traditional conjoint analysis, the discrete choice modelling are only some of the methods that allow for getting an insight into the customer behaviour.
EVAL_EXTRA:Formally, price elasticity is a ratio between the percentage change of the quantity of the product demanded and the percentage change in price, and can be expressed as follows: = E % % ∆ ∆ q p = ∆ q q / ∆ p p / = ∆ q p ∆ p q ⋅ , where q and p are the quantity and price of the product, respectively.
EVAL_EXTRA:3. ~~~ Price sensitivity research methods The practice knows a number of methods used in defining price sensitivity.
EVAL_EXTRA:3.) ~~~ Which price would be low enough to make the quality of the product disputable? (too inexpensive) 4.) ~~~ Which price would be high enough to make you abandon the idea of buying the product? (too expensive) On the basis of the responses, each of the questions is assigned a cummulative distribution of frequencies which are entered into the graph, where the x-axis denotes the price, and the y-axis shows the number of respondents.
EVAL_EXTRA:The name of the method comes from its very nature, namely, the product attributes are CONsidered JOINTly.
EVAL_EXTRA:One reason for this is that the customer does not make a decision on purchase on the basis of just one characteristic, but takes into consideration all the characteristics of the product simultaneously.
EVAL_EXTRA:Using a 10 point scale where 0 means certainly NOT and 10 certainly YES, answer the following: Which is the probability that you buy a printer of the following characteristics...
EVAL_EXTRA:Utility calculation process The total utility of the product j for the i respondent can be expressed as follows: U ij kLK = ∑∑ = l k = xβ ikl jkl where K is the total number of attributes, k = 1, ..., K, Lk is the number of k-attribute levels, l = 1, ..., Lk, and ßikl is the utility of the l- level of k- attribute for the i-respondent (i- segment).
EVAL_EXTRA:The variable xjkl takes the value l if the l-level of k-attribute is presented in the j profile, otherwise, it takes the value of 0.
EVAL_EXTRA:In calculating the part-worth utilities the traditional conjoint analysis commonly uses the least square method and the monotonic regression (analysis).
EVAL_EXTRA:The conjoint data can be used in determining the price sensitivity, but also all the other attributes included in the research.
EVAL_EXTRA:The part-worth utilities of each of the price levels offer a unique measure of the market or a marketsegment sensibility to the change in price.
EVAL_EXTRA:When interactions between price and other attributes are calculated, it is possible to determine whether and in which manner the price sensitivity varies in relation to brand and other attributes.
EVAL_EXTRA:The price sensitivity of a brand with a strong image is usually lesser compared to that of an unknown brand.
EVAL_EXTRA:The part-worth utilities can further be used to obtain a range of useful information on customer preferences, such as the attribute relative importance, the customer utility functions, the preference shares, as well as to define a model to simulate the customer choice behaviour for the predicting purposes. = R β β ikl − ikl , * A relative attribute importance is a measure to which the attribute impacts the customers choice and equals the difference between the greatest and the least utilities of the level of a given attribute, namely: where l is the level with the highest utility value, and l* is the level of the lowest value for the utility within the k-attribute.
EVAL_EXTRA:The utility function helps determine the individual sensitivities of the attribute value perceived to the change in its values. ~~~ These functions are unique for any individual customer. ~~~ The flatter the function, the lesser the attribute sensitivity.
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EVAL_EXTRA:Method Direct research PSM Presented options One product for all respondents One product Traditional Conjoint analysis CBC Sets of product characteristics (attrributes) Real and hypothetical products.
EVAL_EXTRA:Set of products described by price and characteristics.
EVAL_EXTRA:Questions put to respondents How much are you willing to pay for...? The highest and the lowest price levels percieved Product evaluation and ranking Assumptions Respondents know how much they are willing to pay.
EVAL_EXTRA:The range of acceptable prices is known for each respondent.
EVAL_EXTRA:Respondents are aware of the attributes they prefer.
EVAL_EXTRA:Which of the products offered would you buy? (choice from the set of offered products, with the possibility of choosing the option none) Models realistic purchase conditions.
EVAL_EXTRA:Focus Intention to purchase a product at one price Price Attributes, Price Products, Price Information obtained One price Optimum or fair price as well as acceptable range of price Optimum combination of attributes Part-worth utilities of attributes, including the price Optimum product Prospective market share. ~~~ Attribute sensitivity in competitive conditions and a potential market share Table 1: Comparative review of price sensitivity reasearch methods The Conjoint analysis is both a technique appropriate for defining the new product prices and a good tool to gather data on preferences for the potential products attributes in the early phases of a new product development, but throughout its life cycle as well.
EVAL_EXTRA:REFERENCE Š1Ë Duke, C.R., Matching Appropriate Pricing Strategy with Markets and Objectives, Journal of Product and Brand Management, 3 (2) (1994) 1527.
EVAL_EXTRA:Š2Ë Green, P.E., Krieger, A.M., Whats Right with Conjoint Analysis?, Marketing Research, 14(1) (2002).
EVAL_EXTRA:Š3Ë Harmon, R.R., and Laird, G.L., Linking Marketing Strategy to Customer Value: Implications for Technology Marketers, Kocaoglu, et al. (Eds), Innovation in Technology Management: The Key to Global Leadership, PICMET, July 1997, 896-900.
EVAL_EXTRA:Š4Ë Jamieson, L.F., Bass, F.M., Adjusting Stated Intention Measures to Predict Trial Purchase of New Products: A Comparison of Models and Methods, Journal of Marketing Research, 26 (1989) 336-45.
EVAL_EXTRA:Š5Ë Kuzmanović, M., Primena Conjoint analize u definisanju marketing strategije, Menadžment, FON, 2005, 28-35 Š6Ë Kuzmanović, M., Kvantitativne metode u upravl janju marketingom: Primena conjoint analize, Društvo operacionih istraživača, 2006.
EVAL_EXTRA:Š7Ë Kuzmanović, M., To the Optimal Marketing Strategy Using Conjoint Simulation, SEEMAR06, 2006.
EVAL_EXTRA:Š8Ë Kuzmanović, M., The Nonstandard Algorithm for Constructing Efficient Conjoint Experimental Designs, Yugoslav Journal of Operations Research, 18(1) (2008).
EVAL_EXTRA:Š9Ë Louviere, J., Analyzing Decision Making: Metric Conjoint Analysis, Sage University Papers Series on Quantitative Applications in the Social Sciences, No 67, Newbury Park, California, 1988.
EVAL_EXTRA:Š10Ë Mahajan, V., Muller, E., Bass F., New Product Diffusion Models in Marketing: A Review and Directions for Research, Journal of Marketing, 54 (1990).
EVAL_EXTRA:Š11Ë Rao, V.R., Pricing Research in Marketing: The State of the Art, Journal of Business, 57 (1) (1984).
EVAL_EXTRA:Š12Ë Sullivan, P., Comparing Price Sensitivity Research Models for New Products, Portland State University, August 2003.
EVAL_EXTRA:Developing a System of Indicators for Local Community Results from the Developmental Planning Point of View UDC: 005.92 Jože Benčina1, Srečko Devjak2 1University of Ljubljana, Faculty of Administration 2University of Ljubljana, Faculty of Administration XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:Introduction Developmental planning and hence formulation and ensuring the prosperity of communities (local communities, regions, states) is one of the central topics in regional development considerations. ~~~ The desired outcomes should be planned (strategically, tactically), and the achievements should be controlled.
EVAL_EXTRA:This is the reason that in the numerous strategies of the Slovenian municipalities we practically cannot find any integral strategic documents that would contain all the elements necessary for a successfil implementa tion of strategies and timely reactions in case they might be departed from for any reasons.
EVAL_EXTRA:In order that this situation be resolved, it is necessary that the approach be consolidated, that the selected objectives be clearly defined and that the tools for data gathering Figure 1: Strategy formulation and implementation Š20Ë and processing, as well as for the reporting of outcomes, be provided.
EVAL_EXTRA:This must act on two levels: set of indicators ensures access to appropriate indicators, ensures the maintenance of the set of indicators (setting new ones, adjustment of the existing and leaving out the unnecessary ones), ensures access to data sources for the indicator value calculation, indicator structure allows for the building of a hierarchical organiza tional structure and the hierarchical indicator structure, supports (completing) structures with data, aggregates values by structure, presents the results on all the defined levels of the structure.
EVAL_EXTRA:The survey begins with four examples of indicators from Slovenia, the index of developmental threats to Slovenian municipalities Š17Ë, the index of development potential of Slovenian municipalities Š13Ë, and the financial indicators of the municipality Š5Ë.
EVAL_EXTRA:This set of examples is completed with the national indicators for local authorities and partnerships in the United Kingdom Š15Ë, indicators for regional development monitoring in the Alps Š19Ë, and the system of strategic assets of the cities Š16Ë.
EVAL_EXTRA:We use these examples to give a detailed review of good practice and the core of the problem of IT logistics for a performance indicator system of a local community.
EVAL_EXTRA:The index of developmental threats, together with the Law on municipality financing Š21Ë is taken as a measure for co-financing investments by the state.
EVAL_EXTRA:Development level: a. GNP per inhabitant (20012003) b. Gross tax base on income per inhabitant (2001 2003) formal (registered) employment rate(20022004) c. GNV econom.soc/employee (20022004) d. 2. ~~~ Developmental threats: e.
EVAL_EXTRA:f. population age index (20022004) g. number of population supplied with sewerage system registered unemployment rate (20022004) (census 2002) Development opportunities: 3. h.
EVAL_EXTRA:Average number of years of education (census 2002) i. number of work places per work active population in j. the region (20022004) share of the area of the Natura region 2000 (status 2004) k. population density of the region (census 2002) The key advantages of the model are that the number of indicators can be controlled and that the data are available.
EVAL_EXTRA:
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EVAL_EXTRA:A short survey of two examples of indicators in the Slovenian environment already reveals a range of problems we encounter in the models of measuring performance and classification of local communities: content analysis of issues is missing, as is the cause-effect analysis, the relationships between initiatives and/or measures for improving performance, there is no guarrantee of consistency, seemingly similar approaches may result in different findings, there is no consistent context of indicators from which consistent subsets of indicators could be chosen, data are gathered from different sources, there is no mechanism which could make the input data gathering simple and prompt, indicator aggregating algorythms are different, there are no aggregating tools, that is, they are available only to the indicator creators.
EVAL_EXTRA:The following two cases of indicators are presented as two more approaches that try to highlight the contents as well as to assign the content value to the performance.
EVAL_EXTRA:Figure 2: Chart of indicator calculation systems for municipalities in RS Š18Ë The given examples of indicators are, similarly to the European competitiveness index Š8Ë, performance oriented and are in no way attached to development potentials and factors.
EVAL_EXTRA:They tell the community in which areas it lags, but do not explain what steps should be undertaken so that performance be better.
EVAL_EXTRA:In defining the expectations for results we are, by a rule, oriented towards the end-values of indicators that express the desired objectives. ~~~ Territorial communities are complex systems where numerous factors affecting the expected results should be taken into consideration.
EVAL_EXTRA:The growth of capital is related to the crucial strategic issues that make the starting point for both the strategic planning of a community and the creation of the system of indicators for monitoring the achievement of the set objectives.
EVAL_EXTRA:The Balanced Scorecard System for Public Sector (BSC) The planning system has to link the planning steps into the activity, validation and adjustment cycles.
EVAL_EXTRA:Before we continue discussing the balanced scorecard, we would like to point out that this system is comple mentary with the excellence models (EFQM, CAF, Š6Ë), where the excellence models are oriented towards quality provision and achievement, while the balanced scorecard is oriented towards strategy formulating and implementation (Figure 3) Š4Ë, Š12Ë.
EVAL_EXTRA:Both approaches intersect in the area of performance measurement.
EVAL_EXTRA:The ultimate objectives of a territorial community are related to the community members quality of living (Figure 4).
EVAL_EXTRA:
EVAL_EXTRA:The above mentioned perspectives for strategy formulation may be too generalized, and the additional problem is that the standard BSC form is already rather widespread, therefore the features of the standard model came to be taken as the standard form of treating the issue.
EVAL_EXTRA:Hence the author of the above chart proposes that the perspectives be renamed and makes the link with the original BSC perspectives: governance and engagement (cid:197)(cid:198) learning communi ty / learning and growth, community governance processes (cid:197)(cid:198) community performance (task and project accomplishment) / processes, processes and strategies (cid:197)(cid:198) community ecconomy /finances, quality of living (cid:197)(cid:198) community priorities (desired outputs) / parties.
EVAL_EXTRA:A key advantage appears to be that the perspectives are rather generalized, but are much easier to understand in practice. ~~~ The balanced scorecard for a territorial community shows three levels of activity: planning the performance deciding in favour of suc cessful performance, accomplishing tasks and projects towards achieving planned results, developing competences provision of finances and growth of other types of assets.
EVAL_EXTRA:The objectives and the performance are then integrated upwards, in accordance with the community structure; namely, a number of local communities follows mutual regional objectives, a number of regions follow the state objectives ... the structure of units and their goals (indicators) may be rather complex and branching, hence such an approach can be introduced into a community only accompanied by an appropriate IT support.
EVAL_EXTRA:The model was implemented in the web IT solution1; to acces the system it is necessary to provide a user name and a password, which a curious reader can do on the web adress at the bottom.
EVAL_EXTRA:The Local Community Indicator System Model On the operational level, the local community indicator system model includes the functions presented in the example of the financial indicators for the municipality (Figure 3), as follows: indicator definition (meaning, calculation method, da ta source); database for indicator calculation; indicator value calculation tools; methods and tools for consistency validation and the set of indicators rationalization.
EVAL_EXTRA:Significant differences among local communities do make it impossible to consolidate the system entirely, however, it is 1http://www.sqrbrowse.com/scorecards_beta/ necessary that a comparison be possible among the communities with similar characteristics. ~~~ IT Solution for Organizational Tree and for Balanced Bcorecard Tree Each organizational or a local community unit contributes to the system with its own organizational structure and the chosen indicator structure.
EVAL_EXTRA:Hence it was necessary that we first analyse the roles in the system. ~~~ The result of the investigation into the problem was the definition of the perspectives of the balanced scorecard system (Figure 7).
EVAL_EXTRA:In the field of reasearch we contributed the structure of the perspectives of the balanced scorecards systems for local communities and the solution to aggregating the values to the tree structure of the organizations and the indicators.
EVAL_EXTRA:In the former case, we will continue our research and search for the balanced scorecard solutions to individual areas of the communal activities, while in the latter case we will introduce and test new methods for indicator aggregation and the presentation of performance.
EVAL_EXTRA:The applicative development of a full solution will require much work and funding.
EVAL_EXTRA:The provision of sources for the development would certainly be much easier if cooperation among institutions from various countries were established.
EVAL_EXTRA:The environment we offer for an exchange of knowledge and experience is the forum on the balanced scorecards solutions2. ~~~ REFERENCE Š1Ë Benčina, J., The use of fuzzy logic in coordinating investment projects in the public sector, Proceedings of Rijeka School of Economics: Journal of Economics and Business, Rijeka, 25/1 (2007) 113-136.
EVAL_EXTRA:Š2Ë Benčina, J., Web-based decision support system for the public sector comprising linguistic variables, Informatica, Ljubljana, 31/3 (2007) 311-323. ~~~ Š3Ë Benčina, J., Fuzzy trees in group decision support systems, Yugoslav journal of operations research, Beograd, (2009).
EVAL_EXTRA:Š4Ë Brinker, D., Das Modell der European Foundation of Quality Management (EFQM) und die Balanced Scorecards (BCS) abgestimmt einsetzen, 2007, <http://www.dbcconsult.de/downloads/EFQM%20und%20BSC.pdf>, accessed 10.08.2008.
EVAL_EXTRA:Š5Ë Devjak, S., Peček, B., Koncepcija i razvojni program sistema pokazatelja budžetskog poslovanja u slovenačkim opštinama.
EVAL_EXTRA:Management, Beograd, 7/32, (2003) 58-65. ~~~ Š6Ë The EFQM Excellence Model, 2008, <http://www.efqm.org>, accessed 10.08.2008.
EVAL_EXTRA:Š7Ë Epstein, P., Wray, L.: Community Balanced Scorecard and Effective Community Governance, Community Indicators Consortium Conference, Jacksonville, Florida, 2007, <www.resultsthatmatter.net/site/model/CommBalScd _CIC_Mar07-rev2_web.ppt>, dostop 07.08.2008.
EVAL_EXTRA:Š8Ë Huggins, R., Davies, W.: European Competitiveness Index 2006, Robert Huggins Associates Ltd, Pontypridd, 2006, <http://www.cforic.org/downloads.php>, accessed 11.08.2008 2http://www.sqrbrowse.com/scorecards_beta/ Š9Ë Huggins, R., Izushi, H., Davies, W., Shougui, L., World Knowledge Competitiveness Index, Cardiff, Centre for International Competitiveness, Cardiff School of Management, University of Wales Institute, 2008, <http://www.cforic.org/downloads.php>, accessed 11.08.2008. ~~~ Š10Ë Kaplan, R.S., Norton, D.P., The strategy-focused or ganization : how balanced scorecard companies thrive in the new business environment, Harvard Business School Press, Boston, 2001. ~~~ Š11Ë Kavaš, D., et.
EVAL_EXTRA:al., Razvoj orodij za oblikovanje in spremljanje politike regionalnega razvoja: raziskovalni projekt, Ljubljana, Inštitut za ekonomska raziskovanja: Center za mednarodno konkurenčnost: Urbanistični inštitut Republike Slovenije, 2005.
EVAL_EXTRA:Š12Ë Kovač, P., Integracija modela odličnosti EFQM in sistema uravnoteženih kazalnikov BSC v javni upravi, Uprava, Ljubljana, 6/1 (2008) 57-76. ~~~ Š13Ë Modri trak, Razvojni potencial slovenskih občin, @upanska akademija, 2008, <http://www.zupanskaakademija.si/index.php?m=4&x=izpisi>, accessed 05.08.2008.
EVAL_EXTRA:Š14Ë Niven, Paul R.: Balanced scorecard step-by-step for government and nonprofit agencies, Hoboken, Wiley, 2003.
EVAL_EXTRA:Š15Ë New Performance Framework for Local Authorities & Local Authority Partnerships: Single Set of National Indicators, Department for Communities and Local Government, London, 2007, <http://www.communities.gov.uk/publications/localgovernment/nationalindicator>, accessed 06.08.2008.
EVAL_EXTRA:Š16Ë Cities of the future, global competition, local leader ship, PriceWaterhouse Coopers, 2005, <http://www.pwc.com/extweb/pwcpublications.nsf/do cid/6d6e19f6db793518ca25712d002a2e4a> accessed 06.08.2008.
EVAL_EXTRA:Š17Ë Pečar, J., Kavaš, D., Metodologija izračuna indeksa razvojne ogroženosti za obdobje od 2007 do 2013, Delovni zvezek 6, UMAR, Ljubljana, 2006.
EVAL_EXTRA:Š18Ë Peček Bojan, Diskretne simulacije upravnih postop kov, Doktorska disertacija, Ekonomska fakulteta, Ljubljana, 2008. ~~~ Š19Ë Schönthaler, K., Andrian-Werburg, S., Spremljanje regionalnega razvoja v Alpah s pomočjo kazalnikov, DIAMONT, Projekt Interreg IIIB, Program Območje Alp, 2006, <http://www.uibk.ac.at/diamont/downloads/workpackages/folder_wp7_slovene. pdf>, accessed 05.08.2008 Š20Ë Wheelen, T.L., Hunger, J.D., Strategic management and business policy: entering 21st century global society, 6th ed., Addison-Wesley, Reading, 1998.
EVAL_EXTRA:Š21Ë Zakon o spremembah in doplnitvah zakona o finan ciranju občin, Uradni list RS, št.
EVAL_EXTRA:57/2008, 24. člen, 2008. ~~~ IS Development Issues Understanding - a Condition and an Object of Social Responsibility for IS in Serbia UDC: 007:004 Mila Mitić Mihajlo Pupin Institute, Belgrade XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:Demand for social Responsibility for IS in serbia Information systems bring changes to both an individual, an organization and a society.
EVAL_EXTRA:There are, however, arguments that IT are not ethically neutral, that they include the implicit rules of the profession of their creators, the industries that sell, install and support them (Š1Ë, Š2Ë).
EVAL_EXTRA:Moreover, the lack of coordination between the presumptions implicitly built into the IT and the IS and those of their users are usually taken to be the causes of numrous failures of IS implementation projects in the developing countries.
EVAL_EXTRA:There are also arguments, that integrating IT with the systems of human activities is the basic problem in the IT area and that the real cause of a high percentage of failed IS is the neglect of human environment, that is, of the entire social context (Š13Ë).
EVAL_EXTRA:The direct IS users are usually left out of a decision making process concerning IS development.
EVAL_EXTRA:The information system, apart from having an impact upon its direct users, frequently affects other interested parties (stakeholders), whose interests, however, often fail to be taken into consideration in the IS development process.
EVAL_EXTRA:There is evidence that the errors related to the IS development tend to be repeated and that many seem to have learned how not to succeed with IS.
EVAL_EXTRA:One reason that the IS fail in a large number of cases is peoples' unwillingness to learn from the errors and take on the responsibility for the failure.
EVAL_EXTRA:To eliminate this irresponsible and unethical behaviour that harms both the society in general and its individual members, it is necassary that a mechanism of social responsibility for IS should be established.
EVAL_EXTRA:2.
EVAL_EXTRA:2.1.
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EVAL_EXTRA:Besides, organization generally lives longer than an individual.
EVAL_EXTRA:3. ~~~ Understanding of IS Development issues - condition of responsibility for IS The common understanding of reality is an element of a universal basis of responsibility for IS (Š2Ë).
EVAL_EXTRA:The IS development method often defines the role, the liabilities and the responsibilities of the participants in the IS development.
EVAL_EXTRA:For example, according to the method that assumes that there is an objective reality characterised by order, the designer is an expert that analyses the problem, finds the proper answer and offers a solution, namely, he is responsible for IS.
EVAL_EXTRA:4.
EVAL_EXTRA:Understanding of IS Development issues - object Of responsibility for IS Knowledge for life and work is becoming increasingly important, hence knowledge is considered to be a must, the object of social responsibility (Š13Ë).
EVAL_EXTRA:To meet the criteria for getting higher degrees and titles in the field of research and science, many IS researchers often choose to deal with simple issues, even in cases when they are aware that it is necessary to conduct more difficult and more complex research (Š16Ë).
EVAL_EXTRA:The consequence is that the society is left not only without proper solutions to real problems, but is often quite unaware that these problems are present.
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EVAL_EXTRA:Wis development in serbia and social responsibility Social responsibility is, by a rule, delegated in advance.
EVAL_EXTRA:5.1.
EVAL_EXTRA:5.2.
EVAL_EXTRA:5.3.
EVAL_EXTRA:Why should he be granted that power and what is his right to behave so?
EVAL_EXTRA:5.4.
EVAL_EXTRA:System approach to WIS development In 2001, the develpment of WIS was approached in a systemic manner.
EVAL_EXTRA:5.5.
EVAL_EXTRA:The HISD approach did not correspond to the new approach the WIS development.
EVAL_EXTRA:Furthermore, the HISD development was commenced without taking into account that a project under the same title had already been developed once, that the planned software was already developed, but was not implemented, although it was highly appreciated by the prospective users, on occasions of its presentations. to The HISD development commenced with the development of the simulation model for the purposes of management in the river Drina basin, although one such model is already in use in the basin (the only model out of many developed that has for years been in use in the basin - see 5.1.).
EVAL_EXTRA:In the review of the project, the key decision makers were in a dilemma about wahat was being done on the project and why.
EVAL_EXTRA:They, however, were not willing to start a debate on serious problems highlighted in the preliminary statement of the organization-participant in the project execution (Š18Ë).
EVAL_EXTRA:In spite of all these, the project was continued.
EVAL_EXTRA:The problems mentioned above point to serious problems in the approach to IS development: Can the goals of the development projects of related IS be achieved through uncoordinated work?
EVAL_EXTRA:What are the reasons to forget the past, to not even mention it?
EVAL_EXTRA:Why is there no desire to learn from one's own errors?
EVAL_EXTRA:Is there an awareness that such unwillingness only hinders achievement of the desired goals?
EVAL_EXTRA:Is the existing knowledge an obstacle for openess to other knowledge and different opinions?
EVAL_EXTRA:5.6.
EVAL_EXTRA:6.
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EVAL_EXTRA:REFERENCE Š1Ë Avgerou, C. Information Systems and Global Diversity, Oxford University Press, Oxford, 2002 Š2Ë Stahl, B. C. Responsibility and Information Systems in the Developing World: Is Responsibility a Universal Concept Generally Applicable to IS or Do We Need Different Standards for Different Places?, 4th BITWorld Conference, Cairo, 2001 Š3Ë du Plooy, N. F.
EVAL_EXTRA:The Social Responsibility of Information Systems Developers, in S. Clarke, E. Coakes, M.G. Hunter and A. Wenn (eds.), SocioTechnical and Human Cognition Elements of Information Systems, IGI Publishing, Hershey, 2002 Š4Ë Stahl, B. C., Responsible Management of Information Systems, Idea Group Publishing, Hershey, 2004 Š5Ë Stahl, B. C. Accountability and Reflective Responsibility in Information Systems, in C. Zielinski, P. Duquenoy and K. Kimppa (eds.), The Information Society: Emerging Landscapes, Proceedings of a Conference on Landscapes of ICT and Social Accountability, 2005, Springer, New York, 2006 Š6Ë Stahl, B. C. Ontology, Life-world, and Responsibility in IS, in R. Sharman, R. Kishore and R. Ramesh (eds.), Ontologies: A Handbook of Principles, Concepts and Applications in Information Systems, Springer, 2007 Š7Ë Lee, A.S. Thinking about Social Theory and Philosophy for Information Systems, in J. Mingers and L. Willcocks (eds.), Social Theory and Philosophy for Information Systems, John Wiley & Sons, Chichester, 2004 Š8Ë Hanseth, O. and E. Monteiro, Understanding Information Infrastructure, Manuscript for book, Š9Ë Mason, R. O. and I.I. Mitroff, A Program for Research on Management Information Systems, Management Science, Vol. 19, No. 5, pp 475 487, Š10Ë Bostrom, R. P. and J. S. Heinen, MIS Problems an Failures: A Socio-Technical Perspective - Part I: The Causes, MIS Quarterly, Vol. 1, No. 3, pp 17 32, 1977 Š11Ë Hirschheim, R., and H.K. Klein, Four Paradigms of Systems Development, Communication of the ACM, Vol. 32, No. 10, pp 1199-1216, 1989 Information Š12Ë Ciborra, C. Encountering information systems as a phenomenon, in C. Avgerou, C. Ciborra and F. Land (eds), The Social Study of Information and Communication Technology: Innovation, Actors, and Contexts, Oxford University Press, Oxford, Š13Ë Magnani, L.
EVAL_EXTRA:The Ethical Significance of the Interest in Information and Knowledge, The Second Asia-Pacific Computing and Philosophy Conference: Computer Ethics in Asia-Pacific, Chulalongkorn University, Bangkok, Thailand, Š14Ë Checkland, P. and S. Holwell, Information, Systems and Information Systems: Making Sense of the Field, John Wiley & Sons, New York, 1997 Š15Ë von Foerster, H. Responsibilities of Competence, in H. von Foerster, Understanding Understanding: Essays on Cybernetics and Cognition, Springer, New York, 2002 Š16Ë Carola, L. Development and Status of the Information Systems / Wirtschaftsinformatik Discipline - An Interpretive Evaluation of Interviews with Renowned Researchers: Part II Results Information Systems Discipline, ICB Research Reports, No. 3, University DuisburgEssen, Institute for Computer Science and Business Information Systems, 2005 Š17Ë Mitic, M. Strateški plan razvoja Vodoprivrednog informacionog sistema VPC Dunav: Analiza intervjua - prikaz, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2002 poljoprivrede, Š18Ë Andelic, M., M. Mitic i B. Ivancevic-Pejovic, Mišljenje o recenziji Studije Hidro-informacioni sistem Drina - Simulacioni model II faza, mišljenje uradeno za Republicku direkciju za vode Ministarstva i vodoprivrede Republike Srbije, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2006 Š19Ë Andelic, M. i M. Mitic, Idejni projekat integralnog informacionog sistema za životnu sredinu Savezne Republike Jugoslavije, projekat raden za Savezno ministarstvo za razvoj, nauku i životnu sredinu, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2000 šumarstva Š20Ë Javno vodoprivredno preduzece Srbijavode, Planska osnova razvoja Vodoprivrednog informacionog sistema, Beograd, 2001 Š21Ë Mitic, M. Razvoj informacionog sistema za potrebe odvodnjavanja - šta i kako dalje?, prezentacija radena za JVP Vode Vojvodine, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2005 Š22Ë Mitic, M., Uvodenje Vodoprivrednog informacionog sistema u Republici Srbiji - Analiza uspešnosti projekta sa stanovišta korisnika rezultata projekta, analiza uradena za Republicku direkciju za vode Ministarstva poljoprivrede, šumarstva i vodoprivrede Republike Srbije, Institut Mihajlo Pupin, Centar za sistemske analize, Beograd, 2007 Management of Market and Life Environment Protection UDC: 005.6:502 Ružica Milovanović Faculty of Economics, Kragujevac XI International Symposium SymOrg 2008, 10th - 13th.
EVAL_EXTRA:The success the company has made in the positioning of its competitiveness and profitability is directly related to the expertese of the management and their competence in bringing the needs and the offer into accord Š2Ë. Creating and maintaining advantage over the competition is a result of a permanent process (Figure 1).
EVAL_EXTRA:In order to meet the customers needs in a profitable way, the manufacturers use the information technologies to establish and maintain contacts with their suppliers and other agents, among which are not only the sup 1 Product Life Cycle pliers of raw materials and semi-finished products, but also the consulting or credit granting firms (Figure 2).
EVAL_EXTRA:The computer analysis of the marketing system has shown that the modern mans diet should include not only health-safe food, but also the nutriments that have an additional positive effect upon human health.
EVAL_EXTRA:The additives to the nutriments, use dto make them functional food are: probiotics3, prebiotics4, antioxidants, vegetable fibres, mineral matter, vitamins.
EVAL_EXTRA:A higher standard of living in these countries resulted in an 2 Refers to the nutriments that, besides their basic, nutritive, value, produce an additional positive effect upon human health.
EVAL_EXTRA:3 Fermented sausages, when produced as functional food, contain probiotic bacteria.
EVAL_EXTRA:These are probiotiv organisma, types: Bifidobacterium Spp. and some species from the Lactobacillus family.
EVAL_EXTRA:4 These are indigestible ingredients that stimulate the activity of one or several species of bacteria (diet fibres). increased demand for meat, eggs and milk.
EVAL_EXTRA:In 1985, an average Chinese consumed 20 kilos of meat annually; today, the quantity exceeded 60 kilos. ing adequate regulations in environment management and in creating a favourable social climate to ensure stimulative conditions for environmental protection.
EVAL_EXTRA:Besides, an increasing portion of national income is allocated for working out the solutions to the environmental protection issues.
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EVAL_EXTRA:The term used in the estimate of the ecological ststus of packaging is the ecological balance and includes two groups of criteria: technological and economic eligibility of the unit of packaging and ecological acceptability of the unit of packaging.
EVAL_EXTRA:To pack a product, such packaging is used whose properties satisfy technological requirements The selected packaging is then assessed from the economic point of view and valuated according to the techno-economic criteria.
EVAL_EXTRA:According to the data obtained from the Statistical Institute of Serbia, the Recycling Agency and the independent researchers, the data on the waste materials collected, the recycling, the production, the exports and the imports in Serbia in 2005 were as follows: On the basis of the data a conclusion can be drawn that the imports of paper exceeded the exports to a great extent, as is the case of collected and recycled paper, though only a portion of collected paper was recycled.
EVAL_EXTRA:The advantages of our market for this type of business are as follows: Strategic positioning on the markets of Europe, Asia and the Near East, Duty-free access to the free-trade area in South east Europe (6*107 customers), Serbia is not a European Union memeber; greater flexibility and advantages in investing, The lowest tax rate on profit in Europe, Trained and non-expensive work force, Relatively stable economy, Table 1.
EVAL_EXTRA:Scope of secondary materials market in tons 7 http://www.ekoforum.org Stable monetary policy and prompt implementa tion of macroeconomic laws, Liberal regulations in foreign trade and foreign in vestments, and Relatively simple procedures of setting up a business and starting production, including the nonresidents stay regime, firm registration and customs duties.
EVAL_EXTRA:4. ~~~ Conclusion A continual improvement of the knowledge and work productivity is the fundamental imperative of the modern economy as well as the most important factor in the global competition of companies, where the main role is played by large corporations.
EVAL_EXTRA:IT are the basic module in achieving technological advantage and adequate protection of environment.
EVAL_EXTRA:REFERENCE Š1Ë Day G. S, Wensley R, Assessing advantage: a framework for diagnosing competitive superiority, Journal of Marketing, 1988.
EVAL_EXTRA:Š2Ë Drucker P. F, Management: Tasks, responsibilities and practices, Harper & Row, 1973. ~~~ Š3Ë Kukrika M, Formula za siguran uspeh, Tesla Comerc, Subotica, 2000. ~~~ Š4Ë Mann J, Thornton P, Micro electronics, marketing, Industrial Management, Data Systems, jul/avgust, 1981. ~~~ Š5Ë Petrović N, Ekološka svest kao osnova održivog razvoja, Zbornik radova Menadžment, tehnologije i inovacije, Beograd, 2006. ~~~ Š6Ë Vujković I, Ambalaža, Tehnološki fakultet Novosadskog Univerziteta, Novi Sad, 2002.
EVAL_EXTRA:Š7Ë International Organisation for Standardization, Standardi: 14001, 14004, 14010, 14011, 14012, http://www.iso.org Book review Entrepreneurship, Growth and Public Policy Zoltan Acs, David Audretsch, Robert Strom: Entrepreneurship, Growth and Public Policy, Cambridge University Press, 2009 the book three basic parts of titled Entrepreneurship, Growth and Public Policy, brought together eighteen authors around the key theme areas that thoroughly explore the main topic presented in the title.
EVAL_EXTRA:The first part, The Role of Entrepreneurship in Innovations, points to a novel and enhancing approach in dealing with the already classical topic of innovations and entrepreneurship, focusing upon entrepreneurship as an indispensable factor in achieving innovation, competitiveness and economic growth.
EVAL_EXTRA:The authors claim that the European Union takes entrepreneurship to be the basis for the generation of growth, employment and competitiveness in the T he global economy.
EVAL_EXTRA:The U.S.A. is also increasingly in favour of entrepreneurship; in the policies and strategies they adopt they expressly state that it is in the incentive of entrepreneurship that a new driving force of economic growth lies, as well as the key to surpass the crisis.
EVAL_EXTRA:In the second part of the book, titled Linking Entrepreneurship to Growth, a large number of authors contributed the articles that define all the relevant instruments and mechanisms in entrepreneurship that foster the relationship among the science, the technology and the practice as the crucial paradigms of development and growth.
EVAL_EXTRA:The entrepreneurial efforts primarily guide the research and development towards those areas in which the best results are achieved and value is created as closely related to the peoples needs.
EVAL_EXTRA:Entrepreneurship is responsible for linking all relevant factors in the earliest stages of the idea of products, the services and the processes in order that the innovation process should flow on efficiently and effectively towards the implementation and diffusion of concrete innovation.
EVAL_EXTRA:Entrepreneurship is in the focus of the efforts to achieve efficient commercialisation, create the environment for successful business operations with the acquisition of both tangible and intangible resources required material, financial and human.
EVAL_EXTRA:This means new employees, new investments, the activities of funds and banks, and consequently a new wave of economic growth and development.
EVAL_EXTRA:In this part entrepreneurship is defined as a driving force and accellerator that does not allow for the particles of potential purposeful activity meant to generate new value, to scatter and fall to the bottom of social and economic trends, as a residue, or to drift unemployed on the surfice, as a stagnate water.
EVAL_EXTRA:On the contrary, as an accellerator, entrepreneurship lifts them up, disperses them, connects them and mobilizes them, preventing any staleness, idling or inactivity characteristic of the states of defensiveness and absence of initiative so prevailingly present in the conditions of crisis and depression in the economy as well in the society.
EVAL_EXTRA:T he third part deals with politics and brings articles and reports on linking relevant facts of development on the economic and social levels as well as highlights the specific role entrepreneurship plays in creating entrepreneurial economy.
EVAL_EXTRA:The entrepreneurial economy is defined as the economy in which the entrepreneurial capital, as well as a physical, human and knowledge capitals represent a significant source of economic growth (p.8).
EVAL_EXTRA:The role of Joseph Schumpeter, the leading theoretician in the field of entrepreneurship who set the theory of creative destruction as early as 1911, is specific. ~~~ Schumpeter maintains that the new firms with entrepreneurial charge will replace the old, obsolete and exhausted firms, leading to intensive innovative activities, which will, in turn, result in a higher level of economic growth. ~~~ According to Schumpeter, what makes the entrepreneurs different from other people engaged in economic activities is the willingness to wrestle with innovations and change.
EVAL_EXTRA:More precisely, Schumpeter argues that The role of the entrepreneur is to reform or transofrm the stale frames of production in a revolutionary manner, making use of inventiveness, or, better still, the unexploited and untested technological opportunity for manufacturing new goods or producing the old goods in a new way.... ~~~ Schumpeter also points out all the difficulties accompanying such an effort, giving entrepreneurship special emphasis.
EVAL_EXTRA:He states that entrepreneurship is, in fact, a specific and significant social function, primarily because it deals with the issues outside the routine tasks and familiar relationships known to everybody within the organization, fighting significnt resistance to such activities along its way.
EVAL_EXTRA:B uilding on the works of the classics and the Nobel Prize winners Robert Solow, Edith Penrose, Joseph Schumpeter, Richard Nelson, Milton Friedman, John Maynard Keynes and others, the editors and the authors of this edition deserve to be praized for having recognized and explored the crucial issues of the relationship in individual entrepreneurial efforts, entrepreneurship as a broader context and the social policy and strategy.
EVAL_EXTRA:In the research of the environment, special attention is paid to those elements of public policy that strengthen the pillars of society which support the incentives to a greater stability in the conditions of entrepreneurial operations.
EVAL_EXTRA:Universities are analysed as crucial agents in introducing innovation and in the development of new business endevours.
EVAL_EXTRA:The role of universities is viewed in two key directions, as educational institutions and as the promoters of research and development; hence, in addition to the support they give to a broader entrepreneurship in the society, they themselves are the centres in which a high level of entrepreneurial activity takes place.
EVAL_EXTRA:As regards the high levels of risk and uncertainty accompanying any entrepreneurial activity, the impact of the environment becomes crucial for the support to the sensitive entrepreneurial organism in the development phase.
EVAL_EXTRA:Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:1.
EVAL_EXTRA:INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2]
EVAL_EXTRA:Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3]
EVAL_EXTRA:Protic D., Simulation of work on Airport Belgrade.
EVAL_EXTRA:Proceedings of work, SINFF-N, page 75 -81. ~~~ Zlatibor UDC 005 ISSN 1820-0222 2010 - 55 CONTENTS Corporate social integration electronic business and public policies Selena Pješivac, Aleksandar Marković Management accounting statements for the purpose of decision making in banks Draginja P. Djurić Production strategy and competitiveness of the dates industry in the United Arab Emirates Khalid Alrawi Implementation of the concession mechanism for infrastructure development Miloš Milosavljević, Sladjana Benković The application of integral approach in local development planning Rade Ivanković, Mirjana Miljanović E employment and human resource management Svetlana Mitrović Determination of the time and quality frame of the bussines negotiation process and its internal structure Dragan Gruevski Management consulting for SME sector from client perspective Dragan Dukić, Ivica Nikolić High technology as a source of competitive advantages Aleksandra Tošović Stevanović Number 55, Year XV June 2010.
EVAL_EXTRA:Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl.
EVAL_EXTRA:ed.)
EVAL_EXTRA:COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences Corporate social integration - electronic business and public policies UDC: 005.35 ; 35.077:004.738 SelenaPješivac*, Aleksandar Marković ** University of Belgrade, Faculty of organisational sciences * selena.pjesivac¿seea.gov.rs, ** markovic.aleksandar¿fon.rs The concepts of socially responsible business and socially responsible behaviour are part of a broad CSR (Corporate Social Responsibility) system of values.
EVAL_EXTRA:It is necessary that the concept of corporate be redefined, starting from its ethymology: the word corps is of French origin, first appeared in the XIV century from the Latin word corpus (body). ~~~ It is of military origin and signifies: a) a separate branch or unit of military forces with special purpose; b) a tactical unit of a country's military forces, larger than a division, but smaller than the army, under the command of a general and consisting of at least two divisions and several subsidiary troops for action; c) a body composed of people acting together and having a common objective .
EVAL_EXTRA:The analysis of the socially responsible electronic business in the function of public policy practices includes the following aspects Š5Ë: a) the assessment of the electronic business impact upon environment (EIA, Environment Impact Assessment); b) the assessment of the electronic business impact upon society (SIA, Social Impact Assessment); c) the assessment of the electronic business upon technology development (TIA, Technology Impact Assessment); d) the assessment of the electronic business impact upon health (HIA, Health Impact Assessment). ~~~ Firstly, the Internet is an ideal medium for initiatives that are not enforced by legal regulations.
EVAL_EXTRA:The socially responsible electronic business is the e-business as a function of the corporate social integration which is concerned with the following criteria of impact upon the society: a) economic, ecological, cultural and social impact of a company, an organization, an institution and its/their services upon a wider social community and stakeholderses with whom the company/organization/institution communicates via information and communication technologies; b) economic, ecological, cultural and social impact of a company, an organization, an institution and its/their services upon a wider social community and stakeholderses with whom the company/organization/institution exchanges information and services via information and communication technologies; c) ecological, cultural and social impact of a company, an organization, an institution and its/their services upon a wider social community and stakeholderses with whom the company/organization/institution builds relationships, and whose communication/interaction requires the use of the computer network.
EVAL_EXTRA:The Internet is also regarded as a space suitable for a social innovation Š6Ë (Alakeson et al., 2003:23).
EVAL_EXTRA:3.
EVAL_EXTRA:A decisive factor for an efficient and socially responsible electronic business in the e-Government is the information symmetry, the theory opposite to that of information asymmetry Š22Ë (Lee, H. et al., 2004:1975-86; Chen et al., 2000:436-43; Lai, F. et al., 2007:728).
EVAL_EXTRA:The results of the CSR realization in the electronic business can be classed into four categories Š28Ë (Codagnone, C., Wimmer, M.A., 2007:16), as follows: e-Government, information and communication technologies and sustainable development, information society, Internet economics. ~~~ A specific feature of the research into the socially responsible electronic business is in its interdisciplinary character, hence the need for an integrated approach.
EVAL_EXTRA:Such an approach requires the competencies of the experts from various disciplines resulting into innovations and new solutions. ~~~ Moreover, it is a challenge to go from one discipline to the research and analysis of the interaction of a variety of aspects and their holistic interactions, which presents e-Government as a socio-technical system Š28Ë (Codagnone, C. and Wimmer, M., 2007:14).
EVAL_EXTRA:In order that an adequate level of social innovation be achieved in the fields of electronic business, e-Government and the Internet economy it is necessary to: Research into the needs of the public sector for new concepts, frameworks and solutions; Place emphasis on the innovative solutions that can be developed within the public sector (for example, database on the energy consumed in public facilities, energy balances of cities and municipalities); Highlight the innovative application solutions that allow for the implementation of energy efficient technologies in the public sector (for example, tracking and measuring the savings in public lighting via digital technologies); Evaluate and analyse the extent to which the issues of energy efficiency are present at the state administration websites, given the complex factors that mutually affect the objectivity of facts as well as the specific interests in a given context; Contribute personally to the international stan dardization and to integration efforts; Perform a knowledge transfer and improve the competencies of the ICT sector in the eGovernment field; Accept the position of a precursor-pioneer and a promoter of socially innovative solutions in the public sector. ~~~ The category is defined as a set of attributes (dimensions) that lead to a holistic understanding of eGovernment Š28Ë (Codagnone, C. and Wimmer, M., 2007:185).
EVAL_EXTRA:Their relations of interaction define the specific criteria of the socially responsible electronic business, and these are: the state administration / ICT relations: show the manner in which state institutions use ICT in their work and services, whether the interactions are internal or interinstitutional; the state administration / society relations: define the quality of interaction between the state administration and society; this quality is also defined by the public services, the e-participation of citizens, orientation towards the user, the users' expectations that the institutions provide services in a traditional way instead in the on-line environment, etc; the state administration / economy relations: define whether and in which way the institutions achieve their goals, whether they do it efficiently and effectively, whether they provide value for money, whether they take into account the cost/benefit analysis and whether they resort to modernization to reduce their costs; the society / ICT relations: define in which way and whether citizens use the ICT in their daily activities, what the problems of social changes are and what their impact upon digital stratification, informatic illiteracy, dependance on the ICT is; the state administration / economy / ICT interaction relationship: shows the manner in which institutions improve their efficiency and effectiveness through the ICT implementation; the modernization through the ICT implementation is based upon economic factors; the interactions within institutions and between institutions; the focus today is upon the modernization from the economic point of view; the state administration / society / economy interaction: shows the manner in which institutions improve their effectiveness and efficiency in their interactions with their users, through organizational change and modernization; this category focuses, among other things, upon efficiency, as well as upon other areas of interaction with those users that do not use the ICT; the state administration /society / ICT / economy relationship: achieves improved effectiveness and efficiency as it implements the social values via the modernization of all interactions with the users in that it implements the ICT extensively.
EVAL_EXTRA:The electronic business in e-Government resulted in the standardization and automatization of business processes, as well as in a more proactive approach of the institutions and organizations themselves as regards the right of the public to know/to be informed.
EVAL_EXTRA:The greatest benefit from electronic business is enjoyed by the citizens since now they are in a position to actively participate in almost all the processes of public concern. ~~~ Such is also the right to the access to the information normally available to the state organs in the administration of public control.
EVAL_EXTRA:The first decade of the twenty-first century was characterised by two big changes: One is - globalization.
EVAL_EXTRA:It came as a result of the interdependence of world economies. The other is - technological e-volution, the result of the technological revolution of the 1990s.
EVAL_EXTRA:Integrated Marketing Communications, Prentice Hall, Financial Times, str.5 -720 Š2Ë Porter, M.E. & Kramer, M.R. (2002) ~~~ The competitive advantage of corporate philanthropy, Harvard Business Review, 80 (12), str. ~~~ 57-68 Š3Ë Mesanović, E. (2005)
EVAL_EXTRA:Corporate Social Responsibility: Leading aspects of CSR Concept in Bosnia and Herzegovina, Masters degree Š4Ë ŠonlineË dostupno na: http://www.brainyquote.com/words/co/corporate148395.html Šdatum poslednjeg pristupa 1.03.2010.
EVAL_EXTRA:Ë Š5Ë ŠonlineË dostupno na: http://www.ia ia.org/modx/index.php?id=151 ŠDatum poslednjeg pristupa 7.03.2010.Ë Š6Ë Alakeson, V. , Aldrich, T., Goodman, J., Jorgensen, B. & Miller, P. (2003)
EVAL_EXTRA:Digital Europe: Social Responsibility in the Information Society.
EVAL_EXTRA:Report to the European Community.
EVAL_EXTRA:Forum for the Future, March 2003., str. ~~~ 13-26 ŠonlineË dostupno na http://www.digital-eu.org/uploadstore/theme_reports/social_report.pdf Š7Ë ŠonlineË dostupno na: http://www.google.org Šdatum poslednjeg pristupa 1.03.2010.
EVAL_EXTRA:Ë Š8Ë Cingula M. & Čalopa, M (2006) Rethinking of entrepreneurship: towards social responsibility, Journal of Information and organizational sciences, 30 (2), str.199-204, Faculty of organization and informatics, University of Zagreb, Varaždin, Croatia ŠonlineË. dostupno na: http://hrcak.srce.hr/index.php?show=clanak&id_clanak_jezik=32933 Šdatum poslednjeg pristupa 18.12.2008.Ë Š9Ë Capriotti, P. & Moreno, A. (2006)
EVAL_EXTRA:Corporate ci tizenship and public relations: The importance and interactivity of social responsibility issues on corporate website, Public relation Review, 33, March Š10Ë ŠonlineË dostupno na: http://www.earthho ur.org/news/sr:sr/article?id=eh1913134051125176621 Šdatum poslednjeg pristupa 1.9.2009Ë Š11Ë World Bank/DevComm-SDO (2003) Mazurkiewich, P. Corporate Environmental Responisibility: Is a common CSR framework possible?
EVAL_EXTRA:Svetska banka, str.
EVAL_EXTRA:1-18 ŠonlineË dostupno na: http://siteresources.worldbank.org/EXTDEVCOMSUSDEVT/R esources/csrframework.pdf datum poslednje posete 17.05.2009 Šdatum poslednjeg pristupa 2.05.2009.Ë Š12Ë Valentino, B. (2008)
EVAL_EXTRA:MBA Toolkit for CSR: CSR and Public Relations China CSR, 3 (2), February, str.16 ŠonlineË dostupno na: www.chinacrs.com Šdatum poslednjeg pristupa 28.11.2008.Ë Š13Ë Turk, V. (2003)
EVAL_EXTRA:E-business and CSR the busi ness case for the new economy.
EVAL_EXTRA:Corporate responsibility challenges and opportunities for ebusiness and ICT companies, Wuppertal Institute for Climate, Environment and Energy, Germany.
EVAL_EXTRA:ŠonlineË dostupno na: http://www.ne nanet.at/index_en.php/filemanager/download/66/Tuerk_SA03.pdf Šdatum poslednjeg pristupa 12.05.2009Ë Š14Ë Putnam, R. (1995) ~~~ Tuning in, tuning out : the strange disappearance of social capital in America, Political Science and Politics, Washington DC (op.cit) .
EVAL_EXTRA:ŠonlineË dostupno na: http://www.digital-eu.org/uploadstore/theme_reports/social_report.pdf Šdatum poslednjeg pristupa 31.05.2008.Ë Š15Ë Corporate Social Responsibility.
EVAL_EXTRA:A government Update.
EVAL_EXTRA:First published May 2004.
EVAL_EXTRA:Department of Trade and Industry UK. dostupno na www.csr.gov.uk Šdatum poslednjeg pristupa 1.07.2008.
EVAL_EXTRA:Ë Š16Ë Habermas, J. (1969) ~~~ Javno mnjenje.
EVAL_EXTRA:Beograd.
EVAL_EXTRA:Kultura Š17Ë Sitarski, M. et al., (2007), Internet i javna sfera u Srbiji, Centar za proučavanje informacionih tehnologija Beogradske otvorene škole, Beograd, str.
EVAL_EXTRA:9-17 Š18Ë Susnstein C. R.(2004) ~~~ Democracy and Filtering, Communications of the ACM, Dec2004, 47 ( 12), str.
EVAL_EXTRA:57-59, Database: Ebsco, Business Source Complete Š19Ë Prusak,L. & Cohen, D. (2001) ~~~ How to Invest in Social Capital, Harvard Business Review, 79 (6), str. ~~~ 86-93 Š20Ë Poster M. (1995)
EVAL_EXTRA:CyberDemocracy: Internet and the Public Sphere.
EVAL_EXTRA:ŠonlineË http://www.hnet.uci.edu/mposter/writings/nternet.html Šdatum poslednjeg pristupa 31.05.2008Ë Š21Ë Tornatzky, L.G. and Fleischer, M. (1990), The Processes of Technological Innovation, Lexington Books, Lexington, MA.
EVAL_EXTRA:Š22Ë Lee, H., Padmanabhan, V. and Whang, S. (2004) ~~~ Information distortion in a supply chain: the bullwhip effect, Management Science 50(12), str. ~~~ 1875-86.
EVAL_EXTRA:Š23Ë Anthony,W.P. and Gales, L.M. (2002), Organi zation Theory: A Strategic Approach, 6th ed., Prentice Hall, Upper Saddle River, Nj.
EVAL_EXTRA:Š24Ë Stigler, G.J. (1961) ~~~ The economics of information, Journal of Political Economy, 69 (3), str. ~~~ 213-225 Š25Ë Lai, F. et al.(2007) ~~~ On network exteralities, e-bu siness adoption and information assymetry.
EVAL_EXTRA:Emerald Group Publishing Limited, Industrial management & Data Systems, 107 (5), str. str.728-746.
EVAL_EXTRA:Š26Ë Scrinivasan,R. et al. (2004), First in, First out?
EVAL_EXTRA:The effects of network externalities on pioeer survival, Journal of Marketing, 68 (1), str.41-58 Š27Ë Metcalfe B. (1995), Metcalfes Law: a network becomes more valuable as it reach more users, InfoWorld, 17 (4), str.53 Š28Ë Codagnone, C. and Wimmer M. A. (2007)
EVAL_EXTRA:Road mapping eGovernment RTD 2020: Visions and Research Measures towards European Citizenship and Innovative Government, (Eds.). eGovRTD2020 Project Consortium.
EVAL_EXTRA:ŠonlineË http://www.egovrtd2020.org/EGOVRTD2020/FinalBook.pdf Šdatum poslednjeg pristupa 1.02.2009.Ë Š29Ë Wimmer, M.A. (2007)
EVAL_EXTRA:Roadmap for future rese arch and implementations in eGovernment in Codagnone, C. and Wimmer M. A. (Eds.)
EVAL_EXTRA:Roadmapping eGovernment RTD 2020: Visions and Research Measures towards European Citizenship and Innovative Government, (Eds.). eGovRTD2020 Project Consortium.
EVAL_EXTRA:ŠonlineË dostupno na: http://www.egovrtd2020.org/EGOVRTD2020/FinalBook.pdf Šdatum poslednjeg pristupa 1.02.2009.Ë Š30Ë Intelligent Energy Europe, Ademe, Evaluation and Monitoring of energy efficiency in the New EU Member Countries and the EU-25, Paris, 2007, p.18 Available at: http://www.odysseeindicators.org/publications/PDF/brochure.pdf ŠAccessed 4.01.2009Ë Š31Ë COM (2005) 12 final Š32Ë C OM (2006) 136 i2010 Management Accounting Statements for the Purpose of Decision Making in Banks UDC: 657.375.05:336.71 ; 005.52:005.33 Draginja P. Djurić Banca Intesa The influence of the environment on bank development resulted in a new trend of banking services development, and this in turn resulted into a range of information necessary for bank management to monitor certain aspects of business, do risk assessment, better market positioning in a competitive environment, but also improve in quality business decision-making.
EVAL_EXTRA:In other words, it is necessary that the bank management dispose of quality and up-to-date information, both from the environment and from within the bank business system. (PIS) ~~~ This can explain why the importance of the so-called Professional Information System, meant to improve the flexibility and efficiency of banking business, is growing.
EVAL_EXTRA:
EVAL_EXTRA:It is for these reasons that the management accounting and reporting system is in practice often extended to the fields of: strategic management, where the stress is put upon the provision of information and data necessary for strategic (long-term) decision making; performance management, concerned with the development of business (operational) decision making through performance management within the organization; and the field of risk management, where the set goals are achieved through the development of the practices of identifying, measuring, managing and reporting on risk exposures.
EVAL_EXTRA:In this context, the primary objective of the established management accounting and reporting system in a business bank is to provide an adequate support to the top management in the process of:1 Strategy formulation; Business activities planning and defining; Optimal use of scarce resources and efficient business decision making; Preserving the banks business property.
EVAL_EXTRA:Consistent with other roles in the present organizational scheme of the bank, the role of the individuals in charge of the management 1 Bhimani, A. (2006) ~~~ Contemporary Issues in Management Accounting, Oxford University Press: Oxford. accounting and reporting system functioning is twofold.
EVAL_EXTRA:Figure 1: Basic factors of the management accounting and reporting system and the information flow2 Figure 2: Review of basic reports generated in the management accounting and reporting system3 4.
EVAL_EXTRA:When dealing with complex international financial organizations, the management accounting and reporting system is normally based on a standardized 2 @arkić-Joksimović N. Upravljanje finansijama, FON, Beograd, 2008. ~~~ 3 @arkić-Joksimović N. Upravljanje finansijama, FON, Beograd, 2008.
EVAL_EXTRA:Figure 3: Reporting flow of subsiduary company towards parent banking group4 methodology that allows for creating unified forms that will in turn make the comparison of presented information possible.
EVAL_EXTRA:The standard methodology implementation assumes:5 standardized database forming and mainte nance; standardized reports creating and submitting; implementing international accounting stan dards in reporting; reporting in local currency; and using the English language as the language of communication.
EVAL_EXTRA:4 Arnold A., Hope B. Accounting for Management Decision, Prentice Hall, London, 1990.
EVAL_EXTRA:5 Davis, S. and Albright, T. (2004) ~~~ An investigation of the effect of Balanced Scorecard implementation on financial performance, Management Accounting Research, 15, pp. 135-153. ~~~ The last decade has witnessed significant changes in the business bank budgeting process.
EVAL_EXTRA:Figure 5: A strategic (three year) plan creation process7 6 Hopper, T., Northcott, D. and Scapens, D. (eds)
EVAL_EXTRA:(2007), Issues in Management Accounting, 3rd edition, FT/Prentice Hall: Harlow.6 7 Arnold A., Hope B. Accounting for Management Decision, Prentice Hall, London, 1990.
EVAL_EXTRA:It is not (un)usual that organizations use a number of forms of strategic plan presentation.
EVAL_EXTRA:Structurally, the strategic plan is composed of two parts one is qualitative and the other is quantitative.
EVAL_EXTRA:Figure 6: Abstract of the strategic plan qualitative part8 (a) Basic macroeconomic indicators (b) SWOT analysis 8 Davis, S. and Albright, T. (2004) ~~~ An investigation of the effect of Balanced Scorecard implementation on financial performance, Management Accounting Research, 15, pp. 135-153. (c)
EVAL_EXTRA:More precisely, the qualtitative plan displays several-year (most frequently three year) projections:9 the balance sheet position, followed by the com ments on anticipated trends; the income statement position, with a special account on the trends of net operational income, operational costs, operational income and the expenses for reserving; basic performance indicators, including: a) Profitability indicators ROA returns on total assets ROE returns on bank equity b) Interest rate margins indicators Interestbearing assets/total assets Average interest rate on interest bearing assets Average interest rate on interest bearing liabilities (sources of financing) 9 Major, M. (2007) ~~~ Activity based costing and management: a critical review, in Hopper, T., Northcott, D. and Scapens, R. (eds)
EVAL_EXTRA:Issues in Management Accounting, 3rd edition, FT Prentice Hall: Harlow. c) Capital adequacy indicators Total capital/total assets Capital assets/total assets d) Growth trend indicators Total assets growth rate Interest bearing assets growth rate Loan growth rate Deposit growth rate e) Liquidity indicators Total loans/deposits Total loans/deposits+capital The capital, where it is necessary that in all the projection years the criterion of minimum capital level stipulated by law is satisfied.
EVAL_EXTRA:REFERENCE Š1Ë Bhimani, A. (2006) ~~~ Contemporary Issues in Management Accounting, Oxford University Press: Oxford.
EVAL_EXTRA:Š2Ë C. Gowthrope, Upravljačko računovodstvo, Data Status, Beograd, 2009.
EVAL_EXTRA:Š3Ë Chenhall, R. H. (2006)
EVAL_EXTRA:The contingent design of performance measures in Bhimani, A. (ed.) ~~~ Contemporary Issues in Management Accounting, Oxford University Press: Oxford.
EVAL_EXTRA:Š4Ë Hopper, T., Northcott, D. and Scapens, D. (eds)
EVAL_EXTRA:(2007), Issues in Management Accounting, 3rd edition, FT/Prentice Hall: Harlow.
EVAL_EXTRA:Š5Ë Parmenter, D. (2007)
EVAL_EXTRA:Performance measure ment, Financial Management, February, pp. 3233. ~~~ Š6Ë @arkić-Joskimović N., Milićević V. Finansijska racia u funkciji poslovnog odlučivanja, Poslovna politika, septembar, 1995. ~~~ Š7Ë @arkić-Joksimović N. Upravljanje finansijama, FON, Beograd, 2008. ~~~ Š8Ë The Institute of Certified Management Accountants (ICMA).
EVAL_EXTRA:Š9Ë The top managemnt level in this context most often includes the top menagement as well as mambers of the Managing Board of the bank.
EVAL_EXTRA:Š10Ë Major, M. (2007) ~~~ Activity based costing and management: a critical review, in Hopper, T., Northcott, D. and Scapens, R. (eds)
EVAL_EXTRA:Issues in Management Accounting, 3rd edition, FT Prentice Hall: Harlow.
EVAL_EXTRA:Š11Ë Davis, S. and Albright, T. (2004) ~~~ An investigation of the effect of Balanced Scorecard implementation on financial performance, Management Accounting Research, 15, pp. 135-153. ~~~ Š12Ë Arnold A., Hope B. Accounting for Management Decision, Prentice Hall, London, 1990.
EVAL_EXTRA:Š13Ë Thomas, R. J. (1999)
EVAL_EXTRA:What machines cant do: politics and technology in the industrial enterprise, in Mackenzie, D. and Wajcman, J. (eds)
EVAL_EXTRA:The social shaping of technology, (2nd edition) Open University Press: Maidenhead.
EVAL_EXTRA:Production Strategy and competitiveness of the Date industry in the United Arab Emirates UDC: 005.21:Š338.45:634.613(536.2) Professor Khalid Alrawi Al-Ain University of Science and Technology College of Business Administration E-Mail: Kalrawi47¿hotmail.com This exploratory research will provide an overview of strategic management in the Date industry in the United Arab Emirates.
EVAL_EXTRA:For Grant (2008), the firm needs to identify the profit opportunities in its external environment.
EVAL_EXTRA:The United Arab Emirates is one of the largest producers of dates in the world. ~~~ People in the Emirates are among the largest consumers of this product, and many are connoisseurs.
EVAL_EXTRA:In the discussion the heads of departments in the company claimed that in the United Arab Emirates, small (fewer than 59 employees) and medium sized (60-199 employees) enterprises - According to the Chamber of Commerce and Industry Classification to date have not lived up to their potential for a number of reasons.
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EVAL_EXTRA:Organizational success depends on a reasonable agreement on these issues.
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EVAL_EXTRA:The management strategy is concerned with the failure of similar enterprises caused by lack of consisten cy with either the internal or external environment.
EVAL_EXTRA:In addition, the managements strategic implementation task is complicated by the managements expectation that managers take the broad companys goals and strategies and translate them into specific actions that are responsive to the needs of the working environment. ~~~ The six steps defined by Robbins and Coulter (2005), are regarded as the means by which the strategic process is accomplished.
EVAL_EXTRA:The companys management faces threats in its environment. ~~~ The main threat for the present management may come from new products or services from other companies whose aim is to minimize our companys competitive advantage. enough to respect the limits of the diverse local constituencies, as well as pragmatic enough to achieve the expected strategy outcome, and creative enough to balance the diverse internal and external demands of constraints.
EVAL_EXTRA:2.
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EVAL_EXTRA:Improving access to technological networks of international standards can be very expensive and beyond the reach for many of them including the Date Factory. ~~~ Which is better, a two-way distinction between internal and external influences or the four- way SWOT taxonomy?
EVAL_EXTRA:The action decided upon must be sensitive 3.
EVAL_EXTRA:Figure (1) is a framework between the companys environment and its Strategy.
EVAL_EXTRA:The ''Date Factory'' Objectives Structure System Strategy The Industry Environment - Internal - External Figure (1): Framework between Company Environment and Strategy The purpose of this renewal strategy for the management is to stabilize operations, utilization of resources and capabilities to improve the level of competition in the market.
EVAL_EXTRA:Strategic choices can be expressed by two basic questions: - What to compete?
EVAL_EXTRA:- How to compete?
EVAL_EXTRA:These three elements contribute to the fourth element of success (i.e., effective implementation).
EVAL_EXTRA:In general, these are the four elements for this company to implement the strategy successfully and to achieve its objectives.
EVAL_EXTRA:Figure (2), shows the elements of a successful strategy for an enterprise.
EVAL_EXTRA:Implemented Strategy Effective Goals in the Long-Term Competitive Environmen Evaluating Resources Figure (2): Elements of success for a Strategy One of the Mangers said that, unfortunately, the government policy towards the medium-sized enterprises has not been as extensive or as effective as it should and could be.
EVAL_EXTRA:The undertaking of a major new infrastructure expansion program should, by reducing production costs, provide a very significant stimulus to the private sector in vestment.
EVAL_EXTRA:To assure that this incentive is not neutralized by insufficient consumer demand, the Saudi authorities should seriously consider establishing a Dual Track development model focused on achieving a more balanced economy (Stanley, 2003).
EVAL_EXTRA:9.
EVAL_EXTRA:Each of the following three views of strategy provides a different answer to the question how can companies acquire and leverage competitive advantage and sustain that advantage over time?
EVAL_EXTRA:- A Corporate strategy-based view degree of competitiveness in an industry determines firm performance.
EVAL_EXTRA:From different strategies available the most important ones probably are the following: 1- Quality: The new strategies for the management to follow require a commitment to quality that would support its products and its goodwill in the local markets and abroad.
EVAL_EXTRA:These two strategies are to determine what the Factory should be in or wants to be in. - A Business Strategy-based view firm-specific differences in capabilities create performance differences among firms.
EVAL_EXTRA:In this respect the following two strategies may be suitable to the company in the long-run, to open new markets abroad, and therefore increase its market share. ~~~ 3- Management roles and thinking in constantly questioning, challenging, stirring up, and changing things in a way that forces adaptation and learning. ~~~ 4- Going International in the future through opening foreign markets, and diversifying the product portfolio.
EVAL_EXTRA:The aims of the above two strategies are to enhance the management competition in its businesses.
EVAL_EXTRA:- A Functional Strategy-based view institutional forces, such as economic reforms and government policy, contribute to differences in the firm performance.
EVAL_EXTRA:Examples of two strategies to follow by the management are: 5- Meet customer short-haul needs at competitive price and cost.
EVAL_EXTRA:REFERENCES Š1Ë Aaker, A., (2004), Leveraging the Corporate Brand, California Management Review, Vol. 46, Spring, pp. 6-18.
EVAL_EXTRA:Š2Ë Borgonovo, E., (2006), Measuring Uncertainty Importance: Investigation and Comparison of Alternative Approaches, Risk Management, Vol. 26, No.5, pp. 1349-1362. ~~~ Š3Ë - Bieber, M., et al.,(2002), Toward Virtual Community Knowledge Evolution, Journal of Management Information Systems, Vol. 18, No. 4, pp. 11-36. ~~~ Š4Ë Chamber of Commerce, Annual Reports, 2008, Al Ain, UAE.
EVAL_EXTRA:Š5Ë Dane, E., and Pratt, G,(2007), Exploring Intuition and its Role in Managerial Decision Making, Academy of Management Review, Vol.32, No. 1, pp. 33-54. ~~~ Š6Ë Demeter, K.,(2003), Manufacturing Strategy and of International Competitiveness, Production Economics,81/82, 205.
EVAL_EXTRA:Journal Collaboration Š7Ë Dudley, S., (2000), Rethinking Concepts, Concerns and Interorganizational Relationship, International Journal of Organization Theory and Behavior, Vol. 3, No. (3-4), pp. 275-282. ~~~ Š8Ë Grant, R., (2008), Contemporary Strategy Analysis, in Blackwell Publishing, p.29.
EVAL_EXTRA:Š9Ë Grant, R., (2003), Strategic in a Turbulent Environment: Evidence from the Oil and Gas Majors, Strategic Management Journal, Vol. 14, (June), p. 491-517.
EVAL_EXTRA:Š10Ë Gadiesh, O., and Gilbert, J., (2001), Transforming Corner-office, Strategy into Frontline Action, Harvard business Review, (May), pp.73-80.
EVAL_EXTRA:Š11Ë Harris, J., and Blair, E.,(2006), Functional Compatibility Risk and Consumer Preference for Product Bundles, Journal of the Academy of Marketing Science, Vol. 34, No. 1, pp. 19-26. ~~~ Š12Ë Harris, J., and Kimberly, T.,(2003), The case for Greater Agency in Strategic Partnerships, Journal of Advertising Research, Vol. 34, No. 4, pp. 43-53. ~~~ Involvement Š13Ë Hoegl, M and Gemuenden, H., (2001), Teamwork Quality and The Success of Innovative Projects: a Theoretical Concept and Empirical Evidence, Organization Science, Vol. 12, No. 4, pp. 435-450 Š14Ë Hopp, J et al, (2004), Benefits of Skill Chaining in Serial Production Lines with Cross-trained Workers, Management Science, Vol. 50, No. 1, pp. 83-98.
EVAL_EXTRA:Š15Ë Moeran, B., (2005), Tricks of the Trade: The Performance and Interpretation of Authenticity, Journal of Management Studies, Vol. 42, No. 5, pp. 901-922.
EVAL_EXTRA:Š16Ë Nickerson, A., and Zenger, R., (2004), A Knowledgebased Theory of the Firm-The Problem Solving Perspective, Organization Science, 15: 617-632.
EVAL_EXTRA:Š17Ë Nerkar, A., and Roberts, W., (2004), Technological and Product- Market Experience and The Success of New Product the Pharmaceutical Industry, Strategic Management Journal, 25:779-799.
EVAL_EXTRA:Introductions In Š18Ë Ottesen, G., and Gronhaug, K., (2002), Managers Understanding of Theoretical Concepts: The Case of Market Orientation, European Journal of Marketing, Vol. 36, No.11/12, pp. 1209-24.
EVAL_EXTRA:Š19Ë Pfeffer, J., and Sutton, I., (2006), Evidence Based Management, Harvard Business Review, Vol. 48, No. 1, pp. 62-74. ~~~ Š20Ë Porter, M., (1996), What is strategy?
EVAL_EXTRA:Harvard Business Review, (November-December), p.64.
EVAL_EXTRA:Š21Ë Robbins, S., and Coulter, M., (2005), Management, 8th Ed, Person, Ch 8.
EVAL_EXTRA:Š22Ë Rosenkopf, L., and Almeida, P., (2003), Overcoming Local Search Through Alliances and Mobility, Management Science, 49: 751-766.
EVAL_EXTRA:Š23Ë mith, C., (2005), Corporate Social Responsibility: Whatever or How?
EVAL_EXTRA:California Management Review, Vol.45, no. ~~~ 4, pp. 52-76.
EVAL_EXTRA:Š24Ë Stanley, M., (2003), Global Economic Forum, 23 May 2003; and Robert Looney, Thailands Taxonomic: A New Asian Paradigm Strategic Insights, Vol.2, No.12, (December), p.17.
EVAL_EXTRA:Š25Ë Santos, M., and Eisenhardt, M, (2005), Organizational Boundaries and Theories of Organization, Organization Science, 16:491-508. ~~~ Š26Ë Wheelen, T., and Hunger, J., (2006), Strategic Management Business Policy, 8th Ed, Prentice Hall, pp.112-13. ~~~ Š27Ë Yip, G., (2004), Using Strategy To Change Your Business Model, Business Strategy Review, Vol.15, No. 2, pp.17-24.
EVAL_EXTRA:Š28Ë Yang, K, et al, (2003), An Exploratory Analysis of Flexible Workday Policies in a Job Shop, International Journal of Production Research, Vol. 41, No. 8, pp. 1721-1737.
EVAL_EXTRA:Implementation of the Concession Mechanism for Infrastructure Development UDC: 339.727.22:338.49(497.11) Miloš Milosavljević¹, Slađana Benković² ¹ Faculty of Organizational Sciences, Belgrade ² Faculty of organizational sciences, Belgrade The development of infrastructure is one of the key indicators of the entitys economic development potential, whether the entity is corporation, industry, national or supranational economy.
EVAL_EXTRA:This is explained by the fact that public spending has no impact upon the public sector efficiency, and is funded from distorsive taxes that have a negative effect upon the scope of private investments, through the systems of reducing the total return on investments. achieve the economy of scope in a more adequate way, that is, to avoid rival relations and acrimony which sometimes characterises the conventional models of project execution. ~~~ Instead, they ensure that all parties collaborate to the benefit of the infrastructural project.
EVAL_EXTRA:A large number of both practitioners and academics maintain that it is only the partnership between the public and private sectors (PPP) that can be sustainable in the long run Š20Ë. Private initiative is no novelty in the developed countries; in Great Britain it is used to a lerge extent Š26Ë.
EVAL_EXTRA:It is not, however, likely that the private financial initiative will entirely replace the traditional way of financing infrastructure projects from public sources. ~~~ It is more likely that it will more or less serve to diminish the gap between the needs for infrastructure and the potentials of individual national economies in meeting these needs.
EVAL_EXTRA:The goals are most frequently to 3.
EVAL_EXTRA:The concessions and BOT models require an active collaboration and support from the concedent, a stable political and economic climate, a defined and stable legal environment, a convertible currency, as well as other conditions the investors expect anyway. the private the public and The state and quasi-state bodies create the legislative and overall conceptual framework for the development of the concession as an element of the partnership between sectors.
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EVAL_EXTRA:In principle, the state has to: 1) Define and create a general environment for the development of public-private partnership, 2) Be actively involved in the selection of the private agent, and 3) Monitor the execution of infrastructure projects directly or indirectly.
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EVAL_EXTRA:The open procedure, where any interested party may take part in the tender procedure, The restricted procedure, where any interested party may take part in the pre-tender qualifications.
EVAL_EXTRA:If the party qualifies, they can submit their tender, The negotiation tender procedure, similar to the restricted procedure, but allowing for an opportunity of post-tender negotiations on contractual specifications.
EVAL_EXTRA:Generally, the regulatory framework in the European countries, according to Š8Ë, defines three key procedures in a tender type selection: The commonest solution is to establish an interdisciplinary team that will continually monitor and control the development of the project and the quality of the serv ices provided.
EVAL_EXTRA:The risk allocation in the infrastructure projects financing is not an abstract phenomenon. ~~~ Usually, the risks taken by the public or by the private sector are defined imperatively, by law or by contract, agreed upon by both the concession holder and the conceder.
EVAL_EXTRA:REFERENCE Š1Ë Abdou, O.A (1999).
EVAL_EXTRA:Managing construction risks, Journal of Architectural Engineering, 2(1), 3-10 Š2Ë Aschauer, D. (1989).
EVAL_EXTRA:Public investment and productivity growth in the Group of Seven, Economic Perspectives, Federal Reserve Bank of Chicago, pages 17-25. ~~~ Š3Ë Benković, S., and Milosavljević, M., (2009).
EVAL_EXTRA:Advantages and Disadvantages of Project Financing, Management, No 52 Š4Ë Canning, D. and Fay, M. (1993).
EVAL_EXTRA:The effect of Transportation Networks on Economic Growth.
EVAL_EXTRA:Columbia University.
EVAL_EXTRA:Discussion Paper Series.
EVAL_EXTRA:Š5Ë David, A.K., & Fernando, P.N. (1995).
EVAL_EXTRA:The BOT Option: Conflicts and Compromises, Energy Policy, 23 (8), pp 669-675.
EVAL_EXTRA:Š6Ë Deloitte, (2009).
EVAL_EXTRA:Closing Americas Infrastructure Gap: The Role of Public Private Partnership, A Deloitte Research Study Š7Ë Easterly, W., & Rebelo, S., (1993).
EVAL_EXTRA:Fiscal policy and economic growth: An empirical investigation, Journal of Monetary Economics, Elsevier, vol. 32(3), pages 417-458, December.
EVAL_EXTRA:Š8Ë European Commission, (2003).
EVAL_EXTRA:Guidelines for Successful Public Private Partnership, Brusseles: European Commission.
EVAL_EXTRA:Š9Ë European Commission, (2004).
EVAL_EXTRA:Green Paper on Public-Private Partnerships and Community Law an Public Contracts and Concessions, Brusseles: European Commission.
EVAL_EXTRA:Š10Ë Jupe, R. (2009).
EVAL_EXTRA:A fresh start or the worst of all worlds?
EVAL_EXTRA:A critical financial analysis of the performance and regulation of Network Rail in Britains privatised railway system, Critical perspectives on Accounting, 20 (2), 175-204 Š11Ë Kerf, M., Gray, R.D., Irwin, T., Levesque, C, Taylor, R. (1998).
EVAL_EXTRA:Concessions for infrastructure: A guide to their design and award, Washington D.C.: World Bank technical paper No. 399 Š12Ë Ketz, J.E., (2003).
EVAL_EXTRA:Hidden Financial Risk: Understanding Off-Balance Sheet Accounting, New Jersey: John Willey and Sons, Inc. Š13Ë Koch, C., & Buser, M., (2006).
EVAL_EXTRA:Emerging Metagovernance as an Institutional Framework for Public Private Partnership in Denmark, International Journal of Project Management, 24 (7), pp 548-556 Š14Ë Kumaraswamy, M.M., and Zhang, X.Q., (2001).
EVAL_EXTRA:Governmental Role in BOT-led Infrastructure Dvelopment, International Journal of Project Management, Vol. 19, pp 195-205 Š15Ë Kwak, Y.H., Chih, Y.Y., and Ibbs, C.W., (2009).
EVAL_EXTRA:Towards a Comprehensive Understanding of Public Private Partnerships for Infrastructure Development, California Management Review, Vol. 51, No 2, pp 59-62 Š16Ë Landau, D., (1986).
EVAL_EXTRA:Government and Economic Growth in the Less Developed Countries: An Empirical Study for 1960-1980, Economic Development and Cultural Change, University of Chicago Press, Vol. 35/1, pp 35-75 Š17Ë Li, S., and Filer, L., (2007).
EVAL_EXTRA:The Effects of the Governance Environment on the Choice of Investment Mode and the Strategic Implications, Journal of World Business, Vol. 42, Issue 1, pp 82-83 Š18Ë Merna, T. and Njiru, C., (2002).
EVAL_EXTRA:Financing Infrastructure Projects, London: Thomas Telford Š19Ë Milgrom, P., North, D., and Weingast, B., (1990).
EVAL_EXTRA:The Role of Institutions in the Revival of Trade: The Law Merchant, Private Judges, and the Champagne Fairs.
EVAL_EXTRA:Economics and Politics, Vol. 2 Š20Ë Miller, J.B., (1999).
EVAL_EXTRA:Applying Multiple project Procurement Methods to a Portfolio of Infrastructure Projects, Procurement Systems: A Guide to Best Practice in Construction, E&N Spon Š21Ë Miller, R., and Lessard, D., (2003).
EVAL_EXTRA:The Strategic Management of Large Engineering Project: Shaping institutions, Risks, and Governance, Massachusetts Institute of Technology, IMEC Research Group, p 3 Š22Ë Milosavljevic, M. and Benkovic, S. (2009).
EVAL_EXTRA:Modern Aspects of Public Private Partnership, Perspectives of Innovations, Economics and Business, Vol. 3, pp. 25-28 Š23Ë Munnell, A. (1990).
EVAL_EXTRA:Why has productivity growth declined?
EVAL_EXTRA:Productivity and public investment, New England Economic Review, Federal Reserve Bank of Boston, issue Jan, pages 3-22.
EVAL_EXTRA:Š24Ë National Audit Office, (2003).
EVAL_EXTRA:PFI: Construction performance, www.nao.gov.uk. Š25Ë Smit, H., and Trigeorgis, L., (2009).
EVAL_EXTRA:Valuing Infrastructure Investment: An Option Games Approach, California Management Review, 51 (2) Š26Ë Winch, G.M., (2000).
EVAL_EXTRA:Institutional reform in British construction: partnering and private finance.
EVAL_EXTRA:Building Research and Information 28 (2), 141-155. ~~~ Š27Ë Zakon o koncesijama, Službeni glasnik RS, br. 20/97, 22/97 i 25/97 Š28Ë Zou, P., Zhang, G., & Wang J., (2007).
EVAL_EXTRA:Understanding the key risks in construction projects in China, Intenational Journal of Project Management, 25, 601-614 The Application of Integral Approach in Local Development Planning UDC: 332.14(497.6) ; 005.51/.52 Rade Ivanković1, Mirjana Miljanović2 1 Faculty of Manufacture and Management, Trebinje 2 Faculty of Manufacture and Management, Trebinje The changed living conditions and current issues of concern call for a different approach in problem solving from the point of view of both local administration and citizens.
EVAL_EXTRA:Because in doing this we: (cid:132) clearly establish what is necessary to be done in or der that our development goals be achieved; (cid:132) determine the priorities in the decision-mking process; (cid:132) allocate the possibly scarce resources upon the ac tivities that will bring us most benefit; (cid:132) keep planning in contact with the context global, national and regional; (cid:132) provide the means to communicate with others; (cid:132) provide a coherent/appropriate guide for imple mentation on a daily basis.
EVAL_EXTRA:The strategy is actually the end result of strategic planning Š4Ë. Strategic planning or strategic framework development is always related to a wider image.
EVAL_EXTRA:The Trebinje municipality uses it to: (cid:132) analyse the situation or the context in which it operates (social, political, economic, ecological), so that it can (cid:132) understand the context and is able to formulate the vision of its own development, (cid:132) identify a problem or problems within the situations the municipality deems itself capable of coping with, (cid:132) select its operational goals, (cid:132) manage its resources (finances, human resources, time) in a rational way, (cid:132) formulate its vision statement based on the prob lem(s) analysis and identification, (cid:132) analyse its strengths and weaknesses in dealing with a specific problem, (cid:132) identify opportunities and threats in the environ ment that may affect its operations, (cid:132) determine the priorities of its operations, (cid:132) review the strategic options in achieving goals and select the most appropriate ones, (cid:132) structure and organize itself in an adequate manner.
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EVAL_EXTRA:To create the Development Strategy of the Trebinje municipality the methodology of participatory planning was used, developed and recommended by the World Bank, including the following phases Š4Ë: (cid:132) phase 1: activity organization; (cid:132) phase 2: current standing analysis, the PEST and SWOT analyses; (cid:132) phase 3: definition of the vision, the strategic and operational plans; (cid:132) phase 4: measure and project identification; (cid:132) phase 5: preparation for the strategy implementation.
EVAL_EXTRA:3.
EVAL_EXTRA:Geographical position and natural features: (cid:132) area: 904km2; (cid:132) climate: mediterranean and continental-highland; (cid:132) estimated population:33,120; (cid:132) population density: 37inhabitants/km2; Economic situation Evident is a substantial improvement in the ratio between the number of firms and the number of inhabitants, from 1:60 in 2004 to 1:42 in 2007, which is mainly the result of the growth in the number of entrepreneurial businesses.
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EVAL_EXTRA:Business Environment Conditions The poll among the companies and entrepreneural businesses carried out in May 2008 revealed the following facts about the business environment: (cid:132) the most serious problems in business development are grey economy and criminal, followed by financial problems (for joint stock companies it is the access to loans, followed by ensuring a steady market/quality buyers and high taxes; for entrepreneurs, criminal is a major problem, and then the access to loans, high taxes and corruption); (cid:132) seventy-five percent of the companies claim that Trebinje makes a satisfactory, a good or a very good place to do business in; 60% of firms would recommend the Trebinje municipality to the others, as an adequate locality to set up a firm; (cid:132) as many as two thirds of the companies do not make use of the services for the business development; the services that they lack most are the introduction of the quality system and standards, then the management and the human resource management, then marketing ... (cid:132) only 7% firms plan to move their business (in total or only partly) out of the Trebinje municipality, as many as 84% owners/managers from the sample do not belong to any expert or business associations, 45% companies have some sort of cooperation with local firms from the same sector (business development, borrowing equipment, marketing); (cid:132) the companies are generally satisfied with the quality of the municipality administration services (61% entrepreneurs have so far not complained about the work of municipal bodies or staff); (cid:132) the costs of renting premises and documents legalization are rated as apropriate; the entrepreneurs maintain that all the other costs could be lower.
EVAL_EXTRA:Area and Infrastructure The results of the poll conducted among the citizens in May 2007 show that they are most satisfied with electrical power supply, but highly dissatisfied by road maintenance, the water supply and the sewage system. (cid:132) The three major problems in Trebinje related to road infrastructure and traffic communications with the surrounding regions are soon to be solved.
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EVAL_EXTRA:The beginning of the construction of the Gacko Foča road is planned for this year, as well as the solution to the Čemerno saddle (the works have already commenced). (cid:132) The execution of the power supply system develop ment and reconstruction project is to begin soon. (cid:132) The problem of technical water has not been worked out yet, which is a serious problem, especially in farming and wine production, where water has a significant share in the overall costs. (cid:132) The waste water purification network covers only a limited number of urban settlements, while the secondary sewage system does not exist in a largest part of the municipality area. (cid:132) According to the local communities representatives estimates, there is a regular electrical power supply in all the households in 12 local communities, in 95% households in 2 local communities, and in 90% households in 4 local communities.
EVAL_EXTRA:An average of one-sixth of the electrical energy produced in this plant is used in the region of eastern Herzegovina, and one-twelth on the area of the Trebinje municipality. (cid:132) As regards fixed telephony, all the households in six local communities are covered with this network, half of these being urban, and half being rural local communities.
EVAL_EXTRA:Strenghts: (cid:132) The city at the junction of three borders, close to ports, airports and well-known tourist destina tions; known for its natural and geographical properties, one of the most attractive healthy life and holiday sites in Southeastern Europe; (cid:132) Managing and production centre of the energy supply sector, a strategically most important sector of the RS and B&H; (cid:132) Fast, effective, and dynamic development of wine production industry; (cid:132) Mild Mediterranean climate, and every inch of arable land could be irrigated; (cid:132) Unique cultural heritage and tradition; (cid:132) Responsible and efficient social welfare.
EVAL_EXTRA:Weaknesses: (cid:132) Remote from major administrative and economic centres, still difficult freight and passenger transport to Dubrovnik and Ploče; (cid:132) Demographic ageing, all the working-age population move to the city, young people leave the area, those who succeed do not come back; (cid:132) Human resources are not prepared for the challenges of the new economy, the project approach and entrepreneurship; (cid:132) The existing economy structure is not sustainable in either a middle term or a long-term period; an insufficiently developed private sector cannot carry the burden of employment until a new economy structure has been created; unfavourable enterpreneurial and investment climate; (cid:132) Sustaining and promoting the cultural heritage are too dependent on an ever more scarce budgetary and sponsorship funds; (cid:132) A system of lasting capital programming and budgeting is not established.
EVAL_EXTRA:Opportunities: (cid:132) Promotion of natural, religious and cultural heritage, especially as part of regional, cross-border tourist offer; (cid:132) Attracting strategic investors in tourism and farm ing and food industry; (cid:132) Large infrastructure (construction) projects in im mediate vicinity; (cid:132) A proactive project approach to the RS Development Fund budget (especially to economic and social component); (cid:132) A proactive project approach to pre-accesson funds (IPA) of the European Union (especially to the cross-border cooperation component CBC); (cid:132) Focused and creative engagement of intellectual, political and economic capital of the diaspora for the promotion and development of Trebinje.
EVAL_EXTRA:Threats: (cid:132) The probability of a substantial decline in jobs, even in short term, in the leading economy sectors (manufactoring industry and energy supply); (cid:132) Lack of adjustment and interrelation (somewhere even the absence) of public policies, funds and institutions (among the EU, the OHR, the state, the entities and the local level) that should accellerate and facilitate structural reforms in both the economy and the society; (cid:132) Uncontrolled increasing demand for building land may result in losing the highest quality farming land; (cid:132) Water and air pollution by the Thermal power plant and the Gacko mine may seriously endanger the Trebinje orientation towards the development of farming and food industry and tourism; (cid:132) An increasing number of the socially threatened, an increasing pressure upon social funds, an ever higher demand for health care services, ... due to an unfavourable age structure of the population; (cid:132) Uncontrolled intensive housing and business premises construction may result in an irreparable harm to natural, cultural and architectural heritage of Trebinje. seeks in to achieve 5.
EVAL_EXTRA:Development vision Methodologically, the development vision is the ideal an entity its development.
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EVAL_EXTRA:6.
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EVAL_EXTRA:This allows us to precisely understand the impact of the project upon the achievement of strategic and operational goals.
EVAL_EXTRA:Similarly, we are in a position to timely identify the possible deviations and take corrective actions.
EVAL_EXTRA:The development office will monitor the defined indicators and thus control the achievement of goals, col DEVELOPMENT VISION: Trebinje until the zear 2020: Towards the end of the second decade of the new millenium Trebinje ranks among the most attractive towns in Southeastern Europe, for creative enterprises and recreational life, for business investments and personal fulfillment.
EVAL_EXTRA:The cource of development inspiration and attraction of Trebinje is a unique accord of the spiritual and the secular, the cultural and natural heritage, the Mediterranean and the continental, the urban and the rural, the old and the new.
EVAL_EXTRA:Such an accord makes Trebinje into a rejuvenated, creative, entrepreneurial community that attracts and retains young, telented, educated and successful people.
EVAL_EXTRA:It is in this way that Trebinje, in addition to the already created image of the place that produces the cheapest clean energy, becomes identified as an environment ensuring the highest quality life, offering the most entertaining holidays, produces the best wines and the healthiest food in RS, B&H and in the Balkans.
EVAL_EXTRA:A sustainable local economy and competitive economic structure are created that optimally take advantage of the Trebinje strengths in the opportunities provided by the new global economy STRATEGIC GOALS Rejuvenated and advanced community that attracts the young the successful and takes care of the old and threatened Inspiring living environment with preserved cultural and natural heritage and prestigeous infrastrusture OPERATIVNI CILJEVI 1.1 Successfully performed restructuring in the energy sector and manufacturing industry 1.1 Farming and food industry 1.1 A trend of positive natural growth rate of population established 1.1 A proactive adjustment of employs and engages at least 1,500 people by 2012 1.1 Reached the critical mass of entrepreneurs and organizations in tourism and creative industries, by 2012 1.1 At least three larger economic investments attracted by 2012 knowledge and skills to the new economic structure in the region ensured 1.1 Quality spare time of citiyens 1.1 Improved health and social welfare of the population 1.1 The space and architectural accord of new business and housing infrastructure with the cultural and natural environment of Trebinje 1.1 Cultural and natural heritage of Trebinje explored, promoted and valuated as part of world heritage 1.1 Sustainable development ensured by responsible management of environment by using the natural potentials of karst 1.1 Achieved a high level of citizens satisfaction as regards the infrastructure and services provided by the local administration 1.1 Achieved a full traffic and communication link with the coastal and continental environments lecting and analysing the data necessary for their verification within the strategy updating activity, as well as within the project monitoring and evaluation.
EVAL_EXTRA:New 20-30 firms a year means that approximately one new firm will be started per 1000 inhabitants. ~~~ For comparison purposes, in the Istra district, 3-4 new firms are established per 1000 inhabitants.
EVAL_EXTRA:2017. ~~~ 10.500-11.000 12.000-13.000 Given that large privatized companies suffer significant losses, the trend of downsizing is expected to continue in the period of their restructuring, until 2012. ~~~ According to the dynamics so far, this amounts to 4% or 200 employees annually.
EVAL_EXTRA:333 miliona ¡ 375-400 mil. ¡ 0.55-0.66 mlrd ¡ In the already mentioned large privatized companies a decline in income is anticipated.
EVAL_EXTRA:2007. ~~~ 2012.
EVAL_EXTRA:Demographic Rejuvenation Indicator Approximately 320 people die in Trebinje every year, and, due to the ageing population, there is a tendency that the rate of deaths increases. today 2012. ~~~ 2017. newborn babies* newborn babies newborn babies 10-15 10-15 young educated married couples young educated married couples *average for 2005; 2006 and 2007 The plan is to have 330 new born babies in 2012, and 380 babies in 2017 (the number of babies born at Trebinje in 1999).
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EVAL_EXTRA:In such a context, the key challenges the new strategy should focus on include Š4Ë: (cid:132) transforming the comparative location and resource strengths which Trebinje undoubtedly has at disposal, into competitive advantages of a new Trebinje economy; (cid:132) establishing a sustainable economy structure that will make use of the Trebinje competitive advantages in that it will support the human resources development, entrepreneurship and small and medium-sized enterprises; (cid:132) restructuring the energy sector and manufacturing industry; (cid:132) strategic management of the area and infrastructure that will ensure a coordinated spread of the city, the protection of cultural and natural heritage, the development of business zones and the protection of high quality soil; (cid:132) changing the negative demographic trends and en suring a steady demographic rejuvenation; (cid:132) strategic adjustment of education, culture and sports to the opportunities and demands of the new economy; (cid:132) readiness to respond to the expected, increasingly evident health care and social demands of the citizens.
EVAL_EXTRA:REFERENCE Š1Ë Certo S., Certo T., Moderni menadžment, 10. izdan je.
EVAL_EXTRA:MATE, d.o.o., Zagreb, 2008. ~~~ Š2Ë Thompson A., Strateški menadžment - u potrazi za konkurentskom prednošću, MATE, d.o.o., Zagreb, 2008. ~~~ Š3Ë Wren D., Voich D., Menadžment - proces, struktura i ponašanje, Grmeč-Privredni pregled, Beograd, 1994.
EVAL_EXTRA:Š4Ë Izvod iz Strategije razvoja opštine Trebinje 2009 2017. godine, koja je usvojena 30.01.2009. godine.
EVAL_EXTRA:E-Employment and Human Resource Management UDC: 004.738.5:331.5 ; 005.96 Svetlana Mitrović, M.A.
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EVAL_EXTRA:All the organizational sectors as well as the organization as a whole have to adapt to the global structural changes and the requirements of the period.2 The development of information technologies and communication networking websites has had an impact upon the organizational functioning and business operations.
EVAL_EXTRA:There are many other services websites offer, such as: (cid:190) Searching through job listins by key words, job categories and location; (cid:190) guidelines and suggestions in writing professional biographies, with an opportunity of free entry into the CV database; (cid:190) counselling on career planning and develop ment; (cid:190) getting information on scheduling various kinds of education and training; (cid:190) career fairs and other useful information.
EVAL_EXTRA:The broad band Internet, the ADSL and a modern communication software allow for an increased number of computer equipment users to start their own businesses or do from home (eWorking). their business The environment in which the human resource management operates is constantly changing, the changes being evident in the character of work and employ Job seekers, users of the Internet are well acquainted with how its use may contribute that employment be more efficient.
EVAL_EXTRA:As to the EMPLOYERS, the use of the Internet in recruiting new staff helps: The professional biography can become an e-biography on condition it is: (cid:190) organize distance working and collaboration with employees at geographically dispersed locations; (cid:190) announce vacancies to a large audience; (cid:190) get a larger number of candidates qualified for the job, promptly and easily; (cid:190) use adequate software to achieve quality em ployment.
EVAL_EXTRA:As regards the JOB SEEKERS, the use of the Internet helps them: (cid:190) published on the Internet Web version (HTML), ASCII format version, version for electronic processing; (cid:190) sent by e-mail; (cid:190) sent written on paper, scanned and stored into the computer system.
EVAL_EXTRA:The employment websites and on-line social networking websites often offer suggestions on how to write an e-professional biography. (cid:190) screen the e-job market with the job offers at specialized employment websites and on-line social networking websites; It is important that the applicants for the vacancies send the data from their professional biography in the format required by the employer. (cid:190) compose and promote their professional biogra phies; (cid:190) contact the employer directly, as promptly as possible; (cid:190) autonomously work from home, (eWorking).
EVAL_EXTRA:Several are listed below: (cid:190) jobs that are done working from home, eWorking; (cid:190) jobs in virtual organizations and teams; (cid:190) webmaster, professional web designer jobs and other jobs.3 3.1 On-line job offers In the employment segment the Internet helps the employers announce job offers in a less expensive way, with no time or geographical limitations.
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EVAL_EXTRA:Registered network users can obtain more information on virtual workplaces on the following links: (cid:190) http://www.eworkplace-mn.com, (cid:190) http://twitter.com/eWorkPlaceMN, (cid:190) http://www.linkedin.com/in/eworkplacemn. LinkedIn is a business-oriented social networking website.
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EVAL_EXTRA:LinkedIn makes it possible for its users to: (cid:190) manage publicly available information; (cid:190) search for business partners and clients; (cid:190) create projects and collaborate in their execu tion; (cid:190) gather information and share databases in prob lem solving; (cid:190) search for the best talents for the organization; (cid:190) gain new knowledge; (cid:190) distribute job announcements, etc.
EVAL_EXTRA:The LinkedIn offers professional services in recruitment, in job announcement and in their search by the key word, by the country or by the post code.
EVAL_EXTRA:Facing the challenges of technology development and market requires that the managers be qualified to promptly adjust the work processes and the organizational functioning to the changed conditions of business.4 A long experience in the human resource management, and in the research into the employment issues at home and abroad, motivated the author of this paper to adapt the activities and the entire process of employment with an active implementation of information technologies and communication networking websites to the individuals in search for jobs.
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EVAL_EXTRA:The e-employment model is conducted through the following activities: (cid:190) the employer states the need for human re sources; (cid:190) the source for recruiting human resources is de fined; (cid:190) e-announcement of vacancies follows; (cid:190) e-applications from the potential job candidates are collected; (cid:190) on-line selection of potential candidates is con ducted; (cid:190) selection of candidates follows; (cid:190) the newly-employed starts to work; (cid:190) e-insurance application for the employee is filed.
EVAL_EXTRA:In forming the proposal for the fill up, it is necessary that the following questions be answered: (cid:190) Which are the competencies (qualifications and capabilities) that the candidate must have to be perform certain jobs? (cid:190) Which is the way of filling up the vacancy?
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:The chart of the e-employment model5.
EVAL_EXTRA:The vacancy can be filled up temporarily or permanently, depending on the type and the duration of the given activities. (cid:190) Skills, proficiency/knowledge and competencies: knowledge of foreign languages, data on additional knowledge and qualifications the individual has, with an emphasis upon the social, organizational, computer, technical, artistic and other skills, knowledge and competencies; (cid:190) Additional information: references etc.; (cid:190) Enclosures: transferring electronic data (personal documentation, references)6 Figure 2.
EVAL_EXTRA:The employers e-offer of jobs website E-applications from potential candidates.
EVAL_EXTRA:It consists of obligatory and optional questions and includes the following categories of presentation: (cid:190) Personal data: name, surname, age, gender, home address, telephone number, e-mail address, etc; (cid:190) Work experience: the employment history, the name and industry the employer is engaged in, the workpost title, core activities and responsibilities; (cid:190) Education and professional improvement: the education-improvement period, the name of educational institution, field of expertise, occupation, title, average mark/achievement, state examination, etc; Figure 3.
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EVAL_EXTRA:Lewis (1985) stresses three selection criteria: (cid:190) Organizational criteria; (cid:190) Department or functional criteria; and (cid:190) Individual workpost criteria.8 The most often quoted selection criteria are the following: education, type and level of qualification, work experience, character traits, skills and specific knowledge.
EVAL_EXTRA:The shortlisted potential candidates on the e-list are given instructions for the online selection. ~~~ The selection is discontinued for the potential candidates that fail to obtain required results in one of the ensuing phases of selection and the reasons are stated for such a decision.
EVAL_EXTRA:The tests used in the employment process are classed as: intelligence tests, proficiency tests, aptitude tests, special competency tests, training ability tests, achievement tests, personality tests, etc.9 The tests the employers use most are the following: Online proficiency tests the candidates with work experience are often submitted to proficiency tests to see whether their knowledge meets the requirements of the workpost.
EVAL_EXTRA:These can be classed into two categories: the tests that measure general mental capabilities or general intelligence and those that measure specific abilities and potentials. success in a job or organization and the resistance to someones personality being measured at all.
EVAL_EXTRA:The candidates that applied are notified by e-mail, with the exception of those candidates that are presented to the employer. ~~~ They are informed on the final decision via the cell-phone, the Internet phone (VoIP) or Skype.
EVAL_EXTRA:In order that the employee exercise his labour relations rights, the human resource manager fills in the forms (e-file of taking up or discontinuing employment, health ensurance e-file, social security efile) and sends them to respective organizations, the National Employment Office (NSZ), the Pension and Disable persons Insurance Fund (PIO) and the registry office of health-care insurance.
EVAL_EXTRA:4.2 The advantages of the model of e-employment implementation in the human resource management The proposed model of e-employment is a new organizational model that makes use of the information and communication technologies in the employment segment.
EVAL_EXTRA:It connects the employment subjects in a dynam (cid:190) The e-employment process is automated, the entire documentation is centralized, in electronic form; (cid:190) The paper forms and documents are replaced by HTLM documents; (cid:190) E-announcement of vacancies is cheaper; (cid:190) E-application of potential candidates; (cid:190) E-filing of potential candidates and job seeking persons; (cid:190) Analysis of a large number of e-applications for jobs; (cid:190) Faster and easier identification of the most eligi ble potential candidates for selection purposes; (cid:190) Identifying and recruiting the most eligible ex perts; (cid:190) E-notification of potential candidates on their sta tus; (cid:190) Implementation of the Internet service in the on line selection among potential candidates; (cid:190) On-line communication between the employer and the potential candidates, persons seeking the job, the National Employment Office and the employee insurance companies; (cid:190) Improving communication and cooperation among the employment subjects on the job market; (cid:190) The employment subjects are in a position to network and use the necessary databases and the documents needed for the purpose of an effective conducting of the process; (cid:190) Flexibility of the model, its adjustment and devel opment to suit the users needs; (cid:190) Efficient and higher quality employment.12 5.
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EVAL_EXTRA:REFERENCE Š1Ë Mitrović,S. E-zapošljavanje, Monography, Zadužbina Andrejević, Special Issues Edition, Beograd, 2008.
EVAL_EXTRA:Š2Ë ]amilović,S. i Vujić, V. Osnove menadžmenta ljudskih resursa, Tekon, Beograd, 2007.
EVAL_EXTRA:Š3Ë Mitrović, S. E-zapošljavanje ljudskih resursa u Srbiji, Collection of papers, Symposium on computer sciences and information technologies, YU Info, Kopaonik, 2008. ~~~ Š4Ë Bosanac, D. Primena novih tehnologija u upravl janju ljudskim resursima, Pravni informator, Online edition of the journal, br. 11, Beograd, Š5Ë Mitrović, S. Internet i zapošljavanje ljudskih resursa, magisterial thesis, Fakultet organizacionih nauka, Beograd 2007. ~~~ Š6Ë Decision 2241/2004/EC of the European Parliament and the Council of 15 December 2004 on the Common Framework of the Community for the Transparency of qualifications, knowledge and skills (Europass) Š7Ë Kodeks poslovne etike Službeni glasnik RS, br. 1/2006 Š8Ë Lewis, C. (1985) ~~~ Employee Selection.
EVAL_EXTRA:London.
EVAL_EXTRA:Hutchinson.
EVAL_EXTRA:Š9Ë Torrington, D. i Taylor, S.H.L. Menadžment ljudskih resursa, SP Print, Novi Sad fifth edition, Beograd, 2004. ~~~ Š10Ë Maravić, J. Testiranje putem Interneta, Edupoint Journal, no.
EVAL_EXTRA:34, Zagreb, 2005. ~~~ Š11Ë Gejts, B., Poslovanje brzinom misli, Prometej, Novi Sad, 2001.
EVAL_EXTRA:Š12Ë Mitrović, S. E-zapošljavanje, The InfoM Journal, no.
EVAL_EXTRA:30, Beograd, 2009.
EVAL_EXTRA:Determination of the Time and Quality Frame of the Bussines Negotiation Process and its Internal Structure UDC: 005.574 Dragan Gruevski1 1St. Kliment Ohridski University Faculty of Administration and Information Systems Management Bitola, Republic of Macedonia What does it mean to negotiate in the world of business, anyway?
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EVAL_EXTRA:Such determination of the problem, emphasizes the predominantly explorative character of this work. ~~~ (How do the situation factors exercise their influence?
EVAL_EXTRA:4. ~~~ Relevance and scientific justification of the research Today, there is a huge amount of material, experiences, models, patterns, rules and acts about the negotiation worldwide.
EVAL_EXTRA:(William, M.:1955: Pruitt, G.D :1981; Micik, P. : 1988; Plenkovic, P.: 1991; Tudor, G. :1992; Ninberg, H.: 1993; Gnjato, V.: 2003; Mandic, T.:2003; Lax A.D and Sebenius K.J. : 2003; Harvey, B: 2008) Many schools were popularized; many methods and approaches were offered as the best ones.
EVAL_EXTRA:Explorations generated by analysis of profiles, conclusions and acts of previously distinguished managers, systematized personal experiences and 2.) ~~~ Classical experiments, psycho-metrical and other tests in the aim of evaluating the relations between established variables.
EVAL_EXTRA:(X2 = 7.62 > 5.99 *0.05 / s.s. 2).
EVAL_EXTRA:Namely, the estimated values show that the attitude and the approach during the negotiation among traders as well as among service providers is very similar, but they have different time duration. (t = 2.69 > 2.57 *0.01) The explanation of this involves two probable reasons: 1) the longer time of negotiation probably. ~~~ Neither they nor the level of originality in their experience and skill gained by their everyday practice to haggle, bargain, shopping, sales and 2) the different types of goods (items of trade) impose the different times for negotiation because many questions are to be answered about their quality, price, conditions stipulations of payment, stipulations of refusal of goods, servicing and guaranties, transport etc.
EVAL_EXTRA:Neither they neither the level of their legitimate power.
EVAL_EXTRA:(X2 = 4.24 < 5.99 / s.s. 2) But this stands quite on the contrary relating to the above mentioned researches.
EVAL_EXTRA:How to describe this obvious contradiction?! The explanation emerges from the essence of the interaction of communication relations and their complexity (Rogers; Bern, Janakov; Beshka; Mandic).
EVAL_EXTRA:REFERENCES Š1Ë Becker, F.E; Wormann, J: Mastering Comunication at Work , McGrawHil, New York, 2007 Š2Ë Gnjato, V. :Sastanci - interesno komuniciranje, Zagreb, Alinea, 2003.
EVAL_EXTRA:Š3Ë Krech D.; Crutchfield R.; Ballachey E. : Individual in society - A textbook of socioal psychology, New York, McCraw - Hill Book Company, Inc., 1962.
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EVAL_EXTRA:Š4Ë Lazaroski, J. : Ramkovna skica za proucuvanje na odnosot megu odnesuvaweto i strukturata na licnosta, Vo: Nikola Petrov, ed. Prosvetno delo br. 4 i 5, Skopje, SPDRM, 1992.
EVAL_EXTRA:Š5Ë Ludlow, R. & Panton, F. : The essence of EFFECTIVE COMMUNICATION, Pretice Hall Europe, 1992.
EVAL_EXTRA:Š6Ë Lax A.D and Sebenius K.J. : 3 D Negotiating, Harvard Business Review,2003.
EVAL_EXTRA:Š7Ë Mandic, T. : Komunikologija psihologija komu nikacije, Beograd, CLIO, 2003.
EVAL_EXTRA:Š8Ë Micic.
EVAL_EXTRA:P. : Kako voditi poslovne razgovore, Beograd, P&N, 1988 Š9Ë Nirnberg.
EVAL_EXTRA:X. : Vestina na pregovaranjeto, Skopje, Kultura, 1993.
EVAL_EXTRA:Š10Ë Plenkovic, M.: Poslovna komunikologija, Zagreb, Alinea,1991 Š11Ë Pruitt, G.D. : Negotiation Behavior, New York, Academic Press, 1981.
EVAL_EXTRA:Š12Ë Tudor, G. : Kompletan pregovarac , umijece poslovnog pregovaranja, Zagreb, Consult, 1992 Š13Ë William, M: Proactive Selling Control the Process Win the Sale, AMACOM, NewYork,1955 Š14Ë Haris E.T&Nelson,D.M: Appilied Organizational Communication, third edition,LEA, New York, Š15Ë Harvey, B: Tork & Grunts Guide To Effective Negotiations, MC Business,London, 2008 Tab.1 The profile of the average negotiator in Macedonia Regarding the above mentioned variables only the issue of the decision making risk is seriously elaborated (Stoner, Kogan & Wallach, Miller, Moscovici & Zavalloni, De Goulleu).
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EVAL_EXTRA:Management Consulting for SMEE Sector from Client Perspective UDC: 005.942:334.7 Dr Dragan Dukić1, Dr Ivica Nikolić2 1 Philip MAKON Consulting Agency Novi Sad 2Faculty of Real Estate Management Belgrade The paper analyzes the views of the owners and managers of small and medium-sized enterprises on management consulting in the transitional circumstances in Serbia.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:These problems can be classed into two categories Š6, p.16Ë, namely: The problem to ascertain the quality of the service provider/deliverer (consultant) prior to purchasing the very service, and The validation of the quality of the service upon its execution.
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EVAL_EXTRA:In the provision of the management consulting (MC) services, the relations between the consultant as a service provider and the client as a service beneficiary may be twofold (Figure 2), namely: Direct direct communication prior to, during and after the service is provided, and Indirect the service itself, in the way it is delivered and absorbed, in its quality, value, intelligibility, satisfaction, etc., is a type of specific communication between the client and the consultant.
EVAL_EXTRA:Figure 2.
EVAL_EXTRA:A starting point of the analysis is the need and wish to answer some of the following questions Š3, p.186Ë: How and on which basis do the clients purchase management consulting (MC) services?
EVAL_EXTRA:How do they organize to accept management ad vice from external experts?
EVAL_EXTRA:How do the firms and their managers benefit from these services?
EVAL_EXTRA:How do clients in their organizations percieve the consultants and which are the consequences (often negative) of such perceptions?
EVAL_EXTRA:How is the need for external management consulting services received among the managers in firms?
EVAL_EXTRA:How can we understand (potentially differently) the implementation of MC among managers in different contexts?
EVAL_EXTRA:Which are the consequences of consulting implementation in the client firm and how did such results come?
EVAL_EXTRA:In which way and under which circumstances can consultants help their clients through learning and knowledge development?
EVAL_EXTRA:How do the forms of consultant-client relations develop over time?
EVAL_EXTRA:Which are the characteristics of successful task ing for the consultants?
EVAL_EXTRA:Which are the capabilities the consultants must have in order that they convince the client that they are able to provide a quality service and in order that they really deliver such a service?
EVAL_EXTRA:How do the clients estimate and value the con sulting engagement performance?
EVAL_EXTRA:3.1. ~~~ What precedes consulting engagement The activities preceding the consulting engagement are of great importance for an efficient execution of the project the consultant is engaged in. ~~~ Among other things, they include: the recognition of the need for a consulting service, the description of the consulting project task, goals included, the decision on what kind of service and what type of consultant are required, recruiting an appropriate and qualified consultant, closing a contract with the consultant or the agency/company.
EVAL_EXTRA:The aims of the task description are the following: To enable the consultant to clearly and fully un derstand the task he is assigned.
EVAL_EXTRA:To explain what the consultant is expected to do.
EVAL_EXTRA:To explain the importance and the complexity of the job.
EVAL_EXTRA:To define the obligations of both the consultant and the client and specify the manner in which the project or process will be managed.
EVAL_EXTRA:To prevent any ambiguity about what is to be achieved in the end.
EVAL_EXTRA:The usual questions the task description has to answer are the following: Why is a certain service necessary?
EVAL_EXTRA:Which are the expected results?
EVAL_EXTRA:Which goals are necessary to achieve?
EVAL_EXTRA:Which methods should be implemented in the work?
EVAL_EXTRA:Which skills are required?
EVAL_EXTRA:Who has to be included?
EVAL_EXTRA:Which period of time is required to achieve the goals?
EVAL_EXTRA:Is there a deadline by which the task has to be ac complished?
EVAL_EXTRA:Can the products of the process be quantified?
EVAL_EXTRA:How shall we know that the task will be accom plished in a satisfactory way?
EVAL_EXTRA:In which way will information be gathered in the course of the task accomplishment?
EVAL_EXTRA:What will the costs be?
EVAL_EXTRA:The following lists only the general instructions with general points: Description of the situation general information on the project or task context.
EVAL_EXTRA:Here the reasons for which the task or the project are important are stated and an insight into broader activities whose part the project/task is is given.
EVAL_EXTRA:Purpose the task or project goal is explicitely stated, as well as the reasons for which external aid is necessary.
EVAL_EXTRA:Task or project goals all individual goals and tasks are specified here.
EVAL_EXTRA:How clearly the goals and the tasks are defined will depend on how well the problem is analysed and which level of expertise is required.
EVAL_EXTRA:Project or task description here the task is broadly described.
EVAL_EXTRA:Data is given on the client or the project or task beneficiaries, as well as the explanations as to what/whom it will affect and the location where the task will be accomplished. Timeline it is important that the date of the beginning and the date of the completion of the project or task be clearly stated.
EVAL_EXTRA:Finally, it is important for the purposes of monitoring during the process.
EVAL_EXTRA:Liability in order that the management and control be efficient, it is necessary to specify who will be responsible and for what during the project or task execution.
EVAL_EXTRA:It is in this way that responsibility is fostered and confusion is prevented as to the roles and responsibilities of the consultant and the team leader in the organization.
EVAL_EXTRA:Communication it is important that the communication channels and who the team leaders of both parties are be clearly stated in the task description.
EVAL_EXTRA:Authority levels here the authority for each level of decision-making in the organization is assigned, so that the consultant can turn to right people to clarify certain issues.
EVAL_EXTRA:Qualification and experience required it is important that the knowledge and experience required to accomplish the task be clearly defined.
EVAL_EXTRA:The consultants competences include the skills (technical as well as those related to certain behaviours), knowledge, and attitudes. ~~~ The more accurately the required competences are described, the easier it will be to the consultants to evaluate themselves before they accept the task.
EVAL_EXTRA:Relevant policies it is often necessary that the consultant be given an insight into the internal policies and procedures, but also into the external ones, important for the project or task execution.
EVAL_EXTRA:In this way the consultants are given an opportunity to prepare better.
EVAL_EXTRA:Project or task execution framework the description of the expected project or task realization.
EVAL_EXTRA:It is on the basis of these, as well as on the basis of the description of other important elements of the project, that the consultants can suggest the way they will work and the methods and techniques they will use.
EVAL_EXTRA:Expected outcomes focusing upon what the management consulting process should result in, the results (consulting products).
EVAL_EXTRA:Here the most important indicators are also stated Š18, pp. 31,32Ë. Reporting plan and mechanisms in this part various types of reports required on different levels of the task or project execution are stated.
EVAL_EXTRA:It is important that the form and type of the expected reports (written, oral, or both), the intervals and to whom they should be submitted be stipulated, too.
EVAL_EXTRA:Cost-budget in the majority of cases, the organization-client will allocate a certain sum for the job being done by the consultant.
EVAL_EXTRA:The strategy is a set of rules and decisions guiding the organizational behaviour and is really intangible and abstract in concept, providing no direct or concrete results as to the organizational performance Š1, p.31Ë. Greiner and Metzger Š12, p.7Ë defined management consulting as ... contracted and delivered consulting service to organizations by specially trained and qualified people, who objectively and autonomously help the client organization identify the problems of management, analyse them, and who propose adequate solutions and also help implement the solutions.
EVAL_EXTRA:According to the same authors, such business competencies which are on a higher level compared to the core competences, are called strategic capabilities/competencies and are characterised by three specific features: They present the value for the customer, They are superior to those of the competition, and They are difficult to immitate or replicate.
EVAL_EXTRA:The relationship among the competence, strategic competence and key competencies can be presented as on Figure 3.
EVAL_EXTRA:3.3.
EVAL_EXTRA:Management consulting performance measuring In case the consultant offers inadequate counsel, the consequences the client experiences may vary, from the decreasing growth rate, to the crisis situation Competence Client-consultant communication Client collaboration and inclusion Core competencies breadth Technical knowledge Problem definition (identification) Integrity and honesty Ability to understand the client Marketing Setting reasonable expectations No. of quotes in literature Authors quoting competence Bobrow(1998), Bowers and Degler(1999), Czerniawska(1999), Ford(1979), Hegyi-Gioia(1999), Popovich(1995), Riley(1999) Bowers and Degler(1999), Czerniawska(1999), Dowling(1993), Hegyi-Gioia(1999), Popovich(1995), Riley(1999) Bowers and Degler(1999), Czerniawska(1999), Dowling(1993), Ford(1979), Popovich(1995) Bowers and Degler(1999), Czerniawska(1999), Dowling(1993), Ford(1979), Popovich(1995) Bobrow(1998), Bowers and Degler(1999), Ford(1979), Hegyi-Gioia(1999) Bobrow(1998), Bowers and Degler(1999), Hegyi-Gioia(1999), Ford(1979) Bobrow(1998), Bowers and Degler(1999), Riley(1999) Bobrow(1998), Bowers and Degler(1999), Czerniawska(1999) Bobrow(1998), Ford(1979), Hegyi-Gioia(1999) Table 1.
EVAL_EXTRA:Strategic competencies, from the clients point of view, leading to the management consulting outstanding performance academic literature analysis emergence, to the bancruptcy of the organization.
EVAL_EXTRA:In case the results of the consultant engage Activity-based consulting Result-based consulting The need for consulting intervention is not defined Performance is not estimated No specific or measurable goals No efforts are made to prepare the participants in the consulting process to achieve results No efforts are made to ensure the implementation supportive working environment No efforts are made to establish partnerships with key managers No result measuring or cost-benefit analysis are conducted Planning an reporting on consulting intervention is focused on inputs Intervention is related to specific business needs Effective performance estimate Specific and measurable goals are defined Results/expectations are communicated to stakeholders /participants Business environment is prepared to support implementation Partnership with key managers and clients is established Resultas are measured and cost-benefit analzsis is conducted Planning an reporting on consulting intervention is focused on outputs Table 2.
EVAL_EXTRA:Hence the consultants should deal with their clients with the sense of strong ethical responsibility: They should consider the clients interests as a priority; They must provide a real benefit to the client; They must not abuse the clients trust.
EVAL_EXTRA:Consultants strategic competencies clients standpoint The literature review (Table 1) shows some consultants strategic competences identified by the clients.
EVAL_EXTRA:Rationality 4.
EVAL_EXTRA:Expertise 6.
EVAL_EXTRA:Objectivity 10.
EVAL_EXTRA:He can do it in that he hires consultant(s) for small projects, which mean not so much work and not so high costs. ~~~ If satisfied with the results, he can continue and extend the collaboration.
EVAL_EXTRA:Implementation of the proposed solutions We see that both financial and non-financial performance indicators are listed.
EVAL_EXTRA:The result is that the majority of strategic competencies affect both financial and non-financial indicators. Management consulting : s r o t a c i d n i e c n a m r o f r e P y r e v i l e d e c i v r e s s l a o g d e e r g a g n i v e i h c A n o i t c a f s i t a s t n e i l C l a i c n a n i f e l b a r u s a e m g n i v e i h c A s t l u s e r t n e i l c n i r u o i v a h e b s e e y o l p m E n o i t a z i n a g r o d e s o p o r p f o n o i t a t n e m e l p m I s n o i t u l o s i y l e m Strategic competencies: T Innovativeness and creativity Integrity and honesty Rationality Efficient problem solving Expertise Ability to identify problem/opporttunity Client/consultant communication Quality of service Objectivity Value adding to client organization value adding Knowledge of business environment Consultants own success 5.
EVAL_EXTRA:Hence it is of great importance that the consultants should be capable of understanding the client correctly and fullfilling his expectations as accurately as possible. ~~~ The smaller the clients firm, the greater entrepreneural spirit and management style; therefore, it can be taken for certain that the owners and managers of small and medium-sized enterprises are entrepreneurs.
EVAL_EXTRA:REFERENCE Š1Ë Ansoff, H.I., Implanting Strategic Management, Prentice-Hall International, Englewood Cliffs, Nj., 1984.
EVAL_EXTRA:Š2Ë Bergholz, H., Do more than fix my company, Journal of Management Consulting, November, Vol. 10 No. 4, pp. 29-33, 1999.
EVAL_EXTRA:Š3Ë Buono, A.F. et all.
EVAL_EXTRA:Management Consulting: Introducing the Client, Scandinavian Journal of Management, Volume 22, Issue 2, p.186-187, 2006.
EVAL_EXTRA:Š4Ë Buono, A.F., Developing Knowledge and Value in Management Consulting, Greenwich, Conn. : Information Age Publishing, 2002.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Š5Ë Buono, A.F., Creative Consulting: Innovative Š17Ë Kipping, M. & Engwall, L., Management Perspectives on Management Consulting, Greenwich: Information Age Publishing, 2004.
EVAL_EXTRA:Š6Ë Clark, T., Managing Consultants, Consultancy as the Management of Impressions, Open University Press, Buckingham, 1995.
EVAL_EXTRA:Š7Ë Czerniawska, F., The Trusted Firm: How Consulting Firms Build Successful Client Relationships, John Wiley & Sons, Chichester, England, 2007. ~~~ Š8Ë Easley, C.F. J., Harding, C.F., Client vs consult ant, Journal of Management Consulting, November, Vol. 10 No. 4, p.3-8, 1999.
EVAL_EXTRA:Š9Ë Fincham, R.
EVAL_EXTRA:The consultant-client relationship: critical perspectives on the management of organizational change, Journal of Management Studies, 36(3): 331-351, 1999.
EVAL_EXTRA:Š10ËFincham, R., & Clark, T., Critical Consulting, Oxford: Blackwell Business, 2002.
EVAL_EXTRA:Š11Ë Gladwell, M., The talent myth - Are smart people overrated?, The New Yorker, July 22, p.28, 2002. ~~~ Š12Ë Greiner, L.E. and Metzger, R.O., Consulting to Management, Prentice-Hall, Englewood Cliffs, Nj., 1983. ~~~ Š13Ë Hamel, G., Prahalad, C.K., Competing for the Future, Harvard Business School Press, Boston, 1994. ~~~ Š14Ë Hubbard, G., Pocknee, G., Taylor, G.A., Practical Australian Strategy, Prentice-Hall, Sydney, 1997.
EVAL_EXTRA:Š15Ë Javidan, M. Core competence: what does it mean in practice?, Long Range Planning, Vol. 31 No. 1, pp. 60-71, 1998.
EVAL_EXTRA:Š16Ë Kaplan, R.S., Norton, D.P., The balanced scorecard measures that drive performance, Harvard Business Review, January-February, pp. 71-9, 1992.
EVAL_EXTRA:Consulting. ~~~ The Emergence and Dynamics of a Knowledge Industry, Oxford University Press, Oxford, 2002.
EVAL_EXTRA:Š18Ë Kumar, V., Simon, A. and Kimberley, N., Strategic capabilities which lead to management consulting success, Management Decisions, Vol. 38 Nos 1 and 2, pp. 24-35, 2000.
EVAL_EXTRA:Š19Ë McKenna, C., The Worlds Newest Profession: Management Consulting in the Twentieth Century, Cambridge University Press, Cambridge, U.K., 2006.
EVAL_EXTRA:Š20Ë Monteleone, F., Anyone need a consultant?, Computerworld, 31 January,Vol. 34 No. 5, p. 52, 2000.
EVAL_EXTRA:Š21Ë Niewiem, S., Richter, A., The Changing Balance of Power in the Consulting Market.
EVAL_EXTRA:Business Strategy Review, Spring, Vol. 15 Issue 1, p8-13, 2004.
EVAL_EXTRA:Š22Ë Philips, J., The consultants scorecard: tracking results and bottom-line impact of consulting projects, McGraw-Hill Companies Inc., New York, 2000.
EVAL_EXTRA:Š23Ë Schein, E.H., The concept of client from a process consultation perspective, Journal of Organizational Change Management, Vol. 10 No. 3, pp. 202-216, 1997.
EVAL_EXTRA:Š24Ë Simon, A., Kumar, V., Clients views on strategic capabilities which lead to management consulting success, Management Decision, 39/5, p.362372, 2001.
EVAL_EXTRA:Š25Ë Simon, G.A., What to share? , Journal of Management Consulting, November, Vol. 9 No. 4, p.79, 1997.
EVAL_EXTRA:Š26Ë Sturdy, A., The Consultancy Process - an Insecure Business, Journal of Management Studies, 34(3): 389-413, 1997.
EVAL_EXTRA:Š27Ë http://www.feaco.org/en/index-action marketInformation.html High Technology as a Source of Competitive Advantages UDC: 005.591.6 ; 334.71:004 ; 658.11:004 Mr Aleksandra Tošović-Stevanović Faculty of Business studies, Belgrade All economies generate or exploit new technology and knowledge, but some are more intense in this process than others.
EVAL_EXTRA:Technology is a process, technique or methodology materialized in the product design or in manufacture or service providing processes that transforms the inputs of labour, capital, information, material and energies into the outputs of a greater value Š3Ë. Technology refers to the processes in which the organization transforms the labour, capital, materials and infromation into products and services Š3Ë. Technological changes have an important role in the competitive dynamics.
EVAL_EXTRA:The high technology properties are Š3Ë: high and increasing capital, educational, scientific and information intensity; low and declining energy and resource intensity; low and declining, and in certain cases (clean technologies) no harmful effects upon natural and social environment; high capital-earning capacity; low vulnerability to crises and marginal effects of crises in the environment; the shortness of life cycle of the products, goods and services as well as of technological systems and processes; high income elasticity of demand; high and increasing flexibility of reproductive sys tems and processes; high educational needs, especially for highly quali fied workforce and creative work; a major importance of state intervention in all the phases of creating, development and implementation of high technologies and their products; low import demands and creating a low or temporary import dependence, primarily within international or global systems.
EVAL_EXTRA:4.
EVAL_EXTRA:Four groups of manufacturing industries are recognized as a result Š2Ë: 1.high technologies 2. medium-high technologies 3. medium-low technologies 4. low technologies The evolution going on within that frame is possible to witness on the example of the most highly developed OECD countries in the modern world economy.
EVAL_EXTRA:Among the high technology industries, a relatively slow growth was recorded only in office equipment and in computers Š7Ë. High and medium-high R&D-intensive industries made up more than two thirds of the total industrial exports of the OECD countries in 2005.
EVAL_EXTRA:In Japan and in Gremany, the exports of economic activities of medium-high technologies include machinery and equipment, motor vehicles, chemicals, etc. ~~~ Technology-intensive exports and high technology exports are responsible for a majority of growth in trade in the last decade of the twentieth century.
EVAL_EXTRA:Graph 1.
EVAL_EXTRA:Growth of industry on the basis of economic and technology intensity, OECD (1996-2005).
EVAL_EXTRA:
EVAL_EXTRA:The HTI are based on the model identifying four input indicators: National orientation (NO) the evidence that the country undertakes steps to become technologically competitive, which is shown by the countrys explicit or implicit strategies that involve cooperation between the public and the private sectors.
EVAL_EXTRA:Socio-economic infrastructure (SE) social and economic institutions supporting and sustaining physical, human, organizational, and economic resources important for a modern, technology based country.
EVAL_EXTRA:The indicators include the presence of dynamic capital markets, the growth in foreign investments and the state investments into education.
EVAL_EXTRA:Technology infrastructure (TI) social and economic institutions directly contributing to the countrys capacity to develop, manufacture and place new technology.
EVAL_EXTRA:The indicators show the presence of the systems for intellectual property protection, the scope in which the R&D activities are oriented towards implementation in economy, competitiveness in high technology development and the capacity to develop qualified scientists and engineers.
EVAL_EXTRA:Production capacity (PC) physical and human resources dedicated to creating industrial products and efficiency in using these resources.
EVAL_EXTRA:The HTI are based on the model identifying three output indicators as well Š9Ë: Technological position in industry and capacity of high technology products exporting (TS), Technological importance in the export mix (TE), Rate of technology changes (RTC).
EVAL_EXTRA:7.
EVAL_EXTRA:The result also reflect significant differences among a number of new and transitional economies Š9Ë. Figure 1 shows the production capacities of high technologies in 2005 and the projection in the following 15 years.
EVAL_EXTRA:Five groups of countries are presented on the scale from 10 to 50, where 10 presents the countries in which there is basically no production, whereas 50 presents the countries with considerable industrial activity with the products of technology advantages on the inter national market.
EVAL_EXTRA:Great Britain, Switzerland, Sweden, the uSA, Germany, and Australia show productive capacities exceeding the anticipated future production capacities.
EVAL_EXTRA:The anticipated rise in the production capacity of Asia and South America is highest.
EVAL_EXTRA:These measures contribute to getting a broader insight of the global technological competitiveness.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:Present vs Future (15 years): high technology production capacity in 2005. ~~~ 8.
EVAL_EXTRA:The network assisted learning process itself is primarily affected by the characteristics of the learners themselves (their competences, ambition sharing) and types of realtions Š11Ë. Strategic alliances are designed for the purpose of improving or dramatically changing the position due to the development of new technologies, new products and new markets.
EVAL_EXTRA:The elementary reasons for forming strategic alliances are as follows Š11Ë: better access to capital; larger technical critical mass; risk and responsibility sharing; better relationships with strategic partners; benefits from technology transfer; reduced costs for research and development; implementation of distributive skills; access to marketing strengths; access to technology; standardization; usage of side products; training in management.
EVAL_EXTRA:There are three basic types of strategic alliances Š4Ë: corpotare cooperation; joint technological development; outsourcing.
EVAL_EXTRA:Outsourcing creates direct and indirect opportunities for the access to the business partners knowledge and skills, technologies, competencies, strategic orientation Š4Ë. Strategic alliances can achieve a sustainable competitive advantage on condition the cooperation involves the learning transfer.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:REFERENCE Š1Ë Afuah, A. Innovation Management.
EVAL_EXTRA:Strategies, Implementation, and Profits, Oxford University Press, 1998 Š2Ë Hatzichronoglou, T. Revision of the High Technology Sector and Product Classification,OECD Science, Technology and Industry Working Papers, 1997/2 Š3Ë Kotlica, S. Osnovi tehnološkog menadžmenta, Megatrend univerzitet primenjenih nauka, Beograd, 2005 Š4Ë Narayanan, V. K. Managing Technology and Innovation for Competitive Advantage, Prentice Hall, 2001 Š5Ë OECD Globalisation of Industry.
EVAL_EXTRA:Overview and Sector Reports, OECD, Paris, 1996 Š6Ë OECD The changing nature of manufacturing.
EVAL_EXTRA:Science, Technology and Industry Scoreboard, OECD, Paris, 2005 Š7Ë OECD Staying Competitive in the Global Economy Moving Up the Value Chain, OECD, Paris, 2007 Š8Ë Pilat, D., A. Cimper, K. Olsen and C. Webb The Changing Nature of Manufacturing in OECD Economies, STI Working Paper, OECD, Paris, Š9Ë Porter, A. L. (eds)
EVAL_EXTRA:High tech indicators: technology-based competitiveness of 33 nations 2005 final report, Technology policy and assessment center Georgia Institute of technology, 2006 Š10Ë Radman, G. i dr, Razvoj inovativnosi i tehnologije, Nacionalno vijeće za Konkurentnost, Zagreb, 2003 Š11Ë Cvetković, S., Ribać, S. Strategijske alijanse i in ovaciona sposobnost preduzeća, Ekonomske teme, 2004 Book review Research Methods in Business Studies P. Ghuari, K. Gronhaug, Research Methods in Business Studies, Prentice Hall, 2010 According to the authors introductory notes, the book is intended primarily for the students at the MBA programmes, master studies and for researchoriented undergraduate students.
EVAL_EXTRA:Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:1.
EVAL_EXTRA:INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] ~~~ Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade.
EVAL_EXTRA:Proceedings of work, SINFF-N, page 75 -81. ~~~ Zlatibor 2010 - 56 Number 56, Year XV September 2010.
EVAL_EXTRA:Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl.
EVAL_EXTRA:ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Impact of management upon organizational network Effectiveness Ondrej Jaško, Ana Jaško, Mladen Čudanov Risks of project financing Slađana Benković, Miloš Milosavljević Search engine optimization: understanding key elements of high page ranking Marko Urh Project portfolio management Petar Jovanović, Tatjana Rudić, Vesna [obajić, Marko Makarić Development of higher environmental education program Nataša Petrović Ecodesign in the context of customers and producers point of view Matjaž Maletič, Damjan Maletič, Boštjan Gomišček Value-at-risk estimation with multivariate garch models Nebojša Nikolić, Vesna Manojlović Three-dimensional (3d) contribution matrix of sustainability strategy, brand value and financial-market results in car-industry Dženis Bajramović You tube: knowledge management and new media services Igor Jovanovski External measures of managers success to create shareholder value Milan Čupić Impact of Management Upon Organizational Network Effectiveness UDC: 005.72 Ondrej Jaško1, Ana Jaško2 Mladen Čudanov1, 1 Faculty of Organizational Sciences Belgrade, jasko¿fon.rs 2 Institute of Economics Sciences Belgrade, ana.jasko¿ien.bg.ac.rs XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia This paper explores the process of managing organizational networks and explains the impact that management has on the effectiveness of organizational networks.
EVAL_EXTRA:2.
EVAL_EXTRA:2.1 Participants networks that are managed The most frequent form in practice, and the simplest one, is the participant management.
EVAL_EXTRA:Network administration organization (NAO model) The third form of network management is the network administration organization or a NAO model.
EVAL_EXTRA:Homophily was often offered as an explanation why certain actors are attractive for each other and why the form of relationships is a network (Monge and Contractor, 2003; Powel et al., 2005). ~~~ In any case, in objective-oriented networks, not only the organizational, but also the objectives on the network level, lead the organizational activity.
EVAL_EXTRA:Recommendations for the network management process development The final issue in this work is the network development.
EVAL_EXTRA:6. ~~~ REFERENCE Š1Ë Williamson, Oliver E. 1975.
EVAL_EXTRA:Markets and hierarchies: Analysis and antitrust implications New York: Free Press.
EVAL_EXTRA:Š2Ë Perrow, Charles.
EVAL_EXTRA:1961.
EVAL_EXTRA:The analysis of goals in complex organizations.
EVAL_EXTRA:American Sociological Review 26:68899.
EVAL_EXTRA:Š3Ë Powell, Walter W. 1990.
EVAL_EXTRA:Neither market nor hierarchy: Network forms of organization.
EVAL_EXTRA:In Research in organizational behavior, ed. Barry M. Staw and Cummings L. L., vol. 12, 295336.
EVAL_EXTRA:Greenwich,CT: JAI Press.
EVAL_EXTRA:Š4Ë Powell, Walter W., Douglas R. White, Kenneth W. Koput, and Jason Owen-Smith.
EVAL_EXTRA:2005.
EVAL_EXTRA:Network dynamics and field evolution: The growth of interorganizational collaboration in the life sciences.
EVAL_EXTRA:American Journal of Sociology 110:1132205.
EVAL_EXTRA:Š5Ë Salancik, Gerald.
EVAL_EXTRA:1995.
EVAL_EXTRA:Wanted: A good theory of network organization.
EVAL_EXTRA:Administrative Science Quarterly 40:3459.
EVAL_EXTRA:Š6Ë Agranoff, Robert, and Michael McGuire.
EVAL_EXTRA:2003.
EVAL_EXTRA:Collaborative public management: New strategies for local governments Washington, DC: Georgetown Univ. Press.
EVAL_EXTRA:Š7Ë Kenis, Patrick, and Keith G. Provan.
EVAL_EXTRA:2006.
EVAL_EXTRA:The control of public networks.
EVAL_EXTRA:International Public Management Journal 9:22747.
EVAL_EXTRA:Š8Ë Provan, Keith G., Amy Fish, and Joerg Sydow.
EVAL_EXTRA:2007.
EVAL_EXTRA:Interorganizational networks at the network level: A review of the empirical literature on whole networks.
EVAL_EXTRA:Journal of Management 33:479516.
EVAL_EXTRA:Š9Ë Chaskin, Robert J., Prudence Brown, Sudhir Venkatesh, and Avis Vidal.
EVAL_EXTRA:2001.
EVAL_EXTRA:Building community capacity New York: Aldine de Gruyter.
EVAL_EXTRA:Š10Ë Venkatraman, N., and Chengteh Lee.
EVAL_EXTRA:2004.
EVAL_EXTRA:Preferential linkage and network evolution: A conceptual model and empirical test in the U.S. video game sector.
EVAL_EXTRA:Academy of Management Journal 47:87692 Š11Ë Gerlach, Michael L. 1992.
EVAL_EXTRA:Alliance capitalism: Š21Ë McEvily, Bill, and Akbar Zaheer.
EVAL_EXTRA:2004. ~~~ The social organization of Japanese business Berkeley, CA: University of California Press.
EVAL_EXTRA:Š12Ë Uzzi, Brian.
EVAL_EXTRA:1999.
EVAL_EXTRA:Embeddedness in the making of financial capital: How social relations and networks benefit firms seeking financing.
EVAL_EXTRA:American Sociological Review 64:481505.
EVAL_EXTRA:Š13Ë Inzerilli, Giorgio.
EVAL_EXTRA:1990.
EVAL_EXTRA:The Italian perspective: Flexible organization and social management.
EVAL_EXTRA:International Studies of Management and Organization 20:621.
EVAL_EXTRA:Š14Ë Lazerson, Mark.
EVAL_EXTRA:1995. ~~~ A new phoenix?
EVAL_EXTRA:Modern putting-out in the Modena knitwear industry.
EVAL_EXTRA:Administrative Science Quarterly 40:3459.
EVAL_EXTRA:Š15Ë Jones, Candace, and Robert J. DeFillippi.
EVAL_EXTRA:1996.
EVAL_EXTRA:Back to the future in film: Combining industry and self-knowledge to meet career challenges of the 21st century.
EVAL_EXTRA:Academy of Management Executive 10 (4): 89104.
EVAL_EXTRA:Architects of trust: The role of network facilitators in geographical clusters.
EVAL_EXTRA:In Trust and distrust in organizations, ed. R. Kramer and K. Cook, 189213.
EVAL_EXTRA:New York: Russell Sage Foundation.
EVAL_EXTRA:Š22Ë Provan, Keith G., and H. Brinton Milward..
EVAL_EXTRA:2004. ~~~ Cooperation and compromise: A network response to conflicting institutional pressures in community mental health.
EVAL_EXTRA:Nonprofit and Voluntary Sector Quarterly 33:489514.
EVAL_EXTRA:Š23Ë Evan, William M., and Paul Olk.
EVAL_EXTRA:1990. ~~~ R&D con sortia: A new U.S. organizational form.
EVAL_EXTRA:Sloan Management Review 31:3746.
EVAL_EXTRA:Š24Ë ŠËFaerman, Sue R., David P. McCaffrey, and David van Slyke.
EVAL_EXTRA:2001. ~~~ Understanding interorganizational cooperation: Public-private collaboration in regulating financial market innovation.
EVAL_EXTRA:Organization Science 12:37288.
EVAL_EXTRA:Š25Ë Burn, Shawn M. 2004.
EVAL_EXTRA:Groups: Theory and prac Š16Ë Weiner, Bryan J., and Jeffrey A. Alexander.
EVAL_EXTRA:1998. tice Toronto, Ontario: Thomson-Wadsworth.
EVAL_EXTRA:The challenges of governing public-private community health partnerships.
EVAL_EXTRA:Health Care Management Review 23 (2): 3955.
EVAL_EXTRA:Š17Ë Teisman, Geert R., and Erik-Hans Klijn.
EVAL_EXTRA:2002.
EVAL_EXTRA:Partnership arrangements: Governmental rhetoric or governance scheme?
EVAL_EXTRA:Public Administration Review 62:197205.
EVAL_EXTRA:Š18Ë Graddy, Elizabeth A., and Bin Chen.
EVAL_EXTRA:2006.
EVAL_EXTRA:Influences on the size and scope of networks for social service delivery.
EVAL_EXTRA:Journal of Public Administration Research and Theory 16:53352.
EVAL_EXTRA:Š19Ë Human, Sherrie E., and Keith G. Provan.
EVAL_EXTRA:2000.
EVAL_EXTRA:Legitimacy building in the evolution of small-firm networks: A comparative study of success and demise.
EVAL_EXTRA:Administrative Science Quarterly 45:32765.
EVAL_EXTRA:Š20Ë Koza, Mitchell P., and Arie Y. Lewin.
EVAL_EXTRA:1999.
EVAL_EXTRA:The coevolution of network alliances: A longitudinal analysis of an international professional service network.
EVAL_EXTRA:Organization Science 10:63853.
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EVAL_EXTRA:Š26Ë Van de Ven, Andrew H. 1976.
EVAL_EXTRA:On the nature, for mation, and maintenance of relations among organizations.
EVAL_EXTRA:Academy of Management Review 1:2436 Š27Ë Monge, Peter R., and Noshir S. Contractor.
EVAL_EXTRA:2003.
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EVAL_EXTRA:Theories of communication networks New York: Oxford Univ. Press Š28Ë Graddy, Elizabeth A., and Bin Chen.
EVAL_EXTRA:2006.
EVAL_EXTRA:Influences on the size and scope of networks for social service delivery.
EVAL_EXTRA:Journal of Public Administration Research and Theory 16:53352.
EVAL_EXTRA:Š29Ë Isett, Kimberley R., and Keith G. Provan.
EVAL_EXTRA:2005.
EVAL_EXTRA:The evolution of interorganizational network relationships over time: Does sector matter?
EVAL_EXTRA:Journal of Public Administration Research and Theory 15:14965.
EVAL_EXTRA:Š30Ë Raab, Joerg, and H. Brinton Milward.
EVAL_EXTRA:2003.
EVAL_EXTRA:Dark networks as problems.
EVAL_EXTRA:Journal of Public Administration Research and Theory 13:41339 Risks of Project Financing UDC: 005.334:005.8 ; 336.581 Benković Slađana1 , Miloš Milosavljević1 1Faculty of Organizational Sciences, Belgrade Project financing is a model of financing the projects based on the analysis of the feasibility of the project itself, since only the projects whose generated money inflow from the project is high enough to allow for the repay of invested funds are considered eligible.
EVAL_EXTRA:Š4Ë contractors Material and power suppliers entrepreneur (product/service purchaser) constructors construction risk technology risk Material and power supply risk Entrepreneurs risk Project guidance and maintenance risk Contract on construction works Contract on material and power supply Entrepreneur s contract Contract on project guidance and PROJECT COMPANY Debt/capital ratio debt collaterals / insurance Other project risks International sponsor International financing institutions Political risk/ state risk Export supporting multilateral agencias Figure 1.
EVAL_EXTRA:Project finance risk classification There is a number of risk classifications in project finance.
EVAL_EXTRA:Are the prospective buyers of these products/serv ices financially eligible enough to purchase them?
EVAL_EXTRA:Do other players on the market encounter any spe cific troubles?
EVAL_EXTRA:Are the prices offered by the constructor and the material and power supplier realistic enough?
EVAL_EXTRA:Are there any factors that might hinder the normal operation of the project in the effectuation period?
EVAL_EXTRA:Hence the commercial risk assessment incorporates the following aspects: the project appropriateness analysis, the project completion risk, the environmental protection risk, the operational risk, the income risk, the material and power supply risk, the force majeure risk and the project contracts adjustment risk.
EVAL_EXTRA:The other important element connected to the project completion risk deals with the technical process incorporated in the project itself.
EVAL_EXTRA:Hence this aspect of risk will be of considerable interest to creditors, since it will answer the questions such as: Š6Ë The environmental protection risk refers to the effects the project may cause by the postponement of the development of its design or by its unavoidable redesign due to the failure to incorporate new standards and regulations.
EVAL_EXTRA:Š6Ë Is there a market for the project product or service? ~~~ What is the competition on the market like and are any changes anticipated in the future?
EVAL_EXTRA:Is the projected price of the product/service ade quate in comparison with the competition? ~~~ Can any structural changes on the market be foreseen and which would be the effects of such changes?
EVAL_EXTRA:To special risks belong the activities of aggressive environmental groups that may endanger the project. d) Operational risk Operational risks refer to the factors that may impact the project execution in the operational phase (in the period the project is put into effect).
EVAL_EXTRA:The key operational risks are: technology risk, general operation of the project, operational costs exceeding risk, project availability risk and the risk related to project maintenance. e) Technology risk The technology risk refers to the technologies defined in the project documentation, but that do not work according to their specification or become prematurely inapplicable.
EVAL_EXTRA:This problem is characteristic of the projects in the information technology sector. f) General operation of the project This risk refers to the case when the project performances are inadequate due to poor operational management.
EVAL_EXTRA:The investors prefer the contractors in charge of project guidance to be simultaneously the project investors, since in that case their committment to the project is stronger. g) Risk of exceeding operational costs Two largest groups of costs in any project are the supplier costs and the debt servicing costs and they should be fixed.
EVAL_EXTRA:The standard approach in the project company cost control (maintenance, personnel, premises, expences following the construction period) is to determine the budget for such types of costs within the final financial construction. h) Periods when the project is not in operation There are periods when the project is not in operation (regular maintenance or unexpected disruptions in operation) and then it does not earn income and in some cases even has to pay penalties.
EVAL_EXTRA:The risk refers to the cases when the project is not in operation in a period longer that anticipated and hence is not in a position to earn the planned revenues. i) Maintenance The maintenance risk is managed by the contractor, according to the contract on project guidance and maintenance.
EVAL_EXTRA:The major risks as regards maintenance result from the fact that: maintenance may last longer than innitially planned, the costs may be higher than expected, the money flow may be slowed down compared to the maintenance costs, and, finally, the extent to which the equipment is used is higher than expected. j) Income risk The income risk refers to the danger that the project will fail to generate the income high enough to cover the expenses, to service debts, and to achieve the planned rates of returns on invested assets.
EVAL_EXTRA:If the end result of the project is based on the concession for services, the risk is related to the number of the service users. k) Supplies risk In order that the project execution be successful it is necessary that a continuous supplies of power, material and other inputs be effected at reasonable prices, since that can be the crucial moment in the manufacturing of products or service provision planned in the project execution.
EVAL_EXTRA:If, however, the mineral resources are the main input to the project or the project is based on their extraction, there is a risk that they will not be used to a satisfactory degree, therefore it is necessary that a classification is made having in mind the possibilities of renewal and the quantity estimated. l) Force majeure risk The force majeure risk refers to the factors from the domain of force majeure, such as strikes, floods, fires or catastrophic technical errors that can reduce the capacities or temporarily or poermanently stop the project. ~~~ The project is also exposed to risk of force majeure during the effectuation period. ~~~ Lenders sometimes insist that they be protected against this form of force majeure. ~~~ Š6Ë When drawing project contracts, the force majeure risk can prove to be a sensitive issue.
EVAL_EXTRA:The term permanently refers to a period of one year and longer. m) Risk of project contract discrepancies A special type of risk may be a result of the discrepancies of project contracts.
EVAL_EXTRA:Š9Ë 3.2.
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EVAL_EXTRA:REFERENCE Š1Ë Benković S, Milosavljević M: Prednosti i nedostaci projektnog finansiranja, Menagement, No. 52, pp. 31-39, 2009.
EVAL_EXTRA:Š2Ë Bis R, Financing Innovation: A Project Finance Approach to Funding Patentable Innovation, Intellectual Property & Technology Law Journal, Vol. 21, No. 11, pp.14-22, 2009.
EVAL_EXTRA:Š3Ë Brealy A. R, Cooper A. I, Habib A. M, Using Project Finance Infrastructure Investments, Journal of Applied Corporative Finance, Vol. 9.3, pp. 25-38, 1996. to Found Š4Ë Fabozzi, J. F, Peterson, P. P, Financial Management and Analysis, John Willy & Sons, Inc, New Yerse, 2003.
EVAL_EXTRA:Š5Ë Farrel L. M, Principal agency risk in project fiJournal of Project nance, Management, No. 21.
EVAL_EXTRA:pp. 547-561, 2003.
EVAL_EXTRA:International Š6Ë Finnerty D. J, Project financing - Asset-Based Financial Engineering, John Wiley & sons, Inc, New Jersay, 2007. ~~~ Š7Ë Froud J, The Private Finance Initiative: risk, uncertainty and the state, Accounting, Organizations and Society, No. 28, pp. 567-589, 2003.
EVAL_EXTRA:Š8Ë Gary L, Managing Project Risk, Harvard Business school Publishing Corporation, pp. 3, 2005. ~~~ Š9Ë Gatti S, Project Finance in Theory and Practice, Designing, Structuring and Financing Private and Public Projects, Elsevier Inc, Oxford, 2008. ~~~ Š10Ë Grimsey D, Lewis M. K, Evaluating the risk of public private partnership for infrastructure projects, International Journal of Project Management, No. 20, pp. 107-118, 2002.
EVAL_EXTRA:Š11Ë Kobrin Political S, Managing Risk Assessment,University of California Press, Berkely, CA, USA, 1982. ~~~ Š12Ë Tinsley R, Advanced project finance:structuring the risk, Euromoney books, London, 2000. ~~~ Š13Ë Zulhabri I, Torrance J, Efficient risk allocation in project finance, Planning & Surveying, University of Technology MARA, Faculty of Architecture, Selangor, Malaysia, pp. 19, 2005.
EVAL_EXTRA:Š14Ë Woody W. B, Pourian H, Risk assessment and options in project finance, Project Management Journal, No. 23, 1992.
EVAL_EXTRA:Š15Ë Yescombe E, Principles of project finance, Academic Press, London, 2002.
EVAL_EXTRA:Š16Ë www.moodys.com, januar 2010.
EVAL_EXTRA:Š17Ë www.standardandpoors.com, januar 2010. ~~~ Search Engine Optimization: Understanding Key Elements of High Page Ranking UDC: 005.591.1:004.738.12 Marko Urh University of Maribor, Faculty of Organizational Sciences, marko.urh¿fov.uni-mb.si XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia The paper deals with the importance of web page optimization.
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EVAL_EXTRA:Some of them are listed here Š8Ë: allows a quick, efficient and rational world market entry, communication with consumers is efficient and di rectly oriented, the costs of promotion are much lower and by that also ROI, web page is seen all over the world, internet allows a specific measurement of success, customers information is easy to get, your products and services are visible 24 hours a day, 7 days a week and 365 days in a year, other.
EVAL_EXTRA:Now, among all the web page visits that are conducted in the United States that were immediately preceded by a search engine search, Google is responsible for the majority Š10Ë. Figure 1: Search engine market share Š2Ë 73 percent of search engine users never look beyond the first page of returned results.
EVAL_EXTRA:Accordingly, the competition for high ranking for popular user queries is now extremely intense Š4Ë. Company could have a high search engine ranking either by web page optimization or by ad words that are payable.
EVAL_EXTRA:World Regions Africa Asia Europe Middle East North America Latin America/Caribbean Population (2009 Est.)
EVAL_EXTRA:991.002.342 3.808.070.503 803.850.858 202.687.005 340.831.831 586.662.468 Internet Users (Dec. 31.2000) 4.514.400 114.304.000 105.096.093 3.284.800 108.096.800 18.068.919 Internet Users (Latest Data) 67.371.700 738.257.230 418.029.796 57.425.046 252.908.000 179.031.479 Penetration (% Population) 6,8 % 19,4 % 52,0 % 28,3 % 74,2 % 30,5 % Growth 2000-2009 1.392,4 % 545,9 % 297,8 % 1.648,2 % 134,0 % 890,8 % Oceania/Australia World Total 34.700.201 6.767.805.208 7.620.480 20.970.490 360.985.492 1.733.993.741 60,4 % 25,6 % 175,2 % 380,3 % Table 1.
EVAL_EXTRA:World Internet Usage and Population Statistics Š3Ë We can expect a continuous growth of internet users.
EVAL_EXTRA:One of the important reasons is easier way of doing everydays stuff, Time and money savings have the greatest impact on internet usage besides social factors.
EVAL_EXTRA:Understanding who your target audience is and what they are searching for can greatly increase the effectiveness of a search engine optimization campaign Š5Ë. Off-line optimization is usually carried out by a process of increasing the healthy links that are directed to the page, which we want to increase the number of visits.
EVAL_EXTRA:Price and competition for certain keywords, is the largest in the area where they are most searches for individual words.
EVAL_EXTRA:The smaller the search, the less competition and prices, as shown in Figure 2 when choosing keywords is necessary to choose the correct keywords and taking into account the resources we have available and the frequency of the searches.
EVAL_EXTRA:Figure 2: Long tail of keywords search frequency in SEO.
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EVAL_EXTRA:Users exchange textual information, pictures, video content and other information Social Networks It is becoming more and more important that you are present on these social networks because they are also a part of search engines ranking list.
EVAL_EXTRA:With the help of social networks we can further increase the awareness and promotion of our products, events… Now days, Facebook, YouTube, Flicker and Twitter, and especially corporate blogs, have a big and leading role in a social networks world.
EVAL_EXTRA:2.3. ~~~ Other aspect of optimization The purpose of most web pages is to be visible to visitors online.
EVAL_EXTRA:Links between the pages are made with a help of connections that use »anchor text« for connecting words. ~~~ Pictures on the web page have a great impact on psychology.
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EVAL_EXTRA:Some spiders fetch entire pages; other are easily bored and look at only some of the content Š6Ë. Research and experience in this field shows us that most of the users are attracted to the web pages that are located at the top of the first page.
EVAL_EXTRA:A main feature of a well and good designs web page which also includes off-page optimization has the following advantages Š9Ë: better brand promotion, online sales increase, increase of ROI, better competitive advantage, better ranking in the search engines list, long-term effects, increase of web page visits, other.
EVAL_EXTRA:LITERATURE Š1Ë Enge E., Spencer, S., Fishkin R. Stricchiola J., The Art of SEO: Mastering Search Engine Optimization (Theory in Practice) (Paperback), OReilly Media, Inc, Sebastopol, 2010.
EVAL_EXTRA:Š2Ë Evans, M.P., Analysing Google rankings through search engine optimization data, Internet Research, Emerald Group Publishing Limited, Vol. 17 No. 1, (2007) pp. 21-37.
EVAL_EXTRA:Š3Ë Internet World Stats, Internet Usage Statistics - The Internet Big Picture, http://www.internetworldstats.com/stats.htm (2.2.2010).
EVAL_EXTRA:Š4Ë Jansen, B.J., Spink, A., How are we searching the world wide web?
EVAL_EXTRA:A comparison of nine search engine transaction logs, Information Processing and Management, No. 42, (2006), pp. 248-63.
EVAL_EXTRA:Š5Ë Kristopher, B.J., Search Engine Optimization: Your Visual Blueprint for Effective Internet Marketing, Wiley Publishing, Inc, Indianapolis, 2008. ~~~ Š6Ë Lieb, R., The Truth About Search Engine Optimization, Pearson Education, Inc., New Jersey, 2009.
EVAL_EXTRA:Š7Ë Lutze, H. F., The Findability Formula: The Easy, Non-Technical Approach to Search Engine Marketing, John Wiley & Sons, Inc, Hoboken, New York, 2009. ~~~ Š8Ë Red Orbit, Izdelava spletnih strani, http://www.redorbit.com/storitve/izdelava-spletnih-strani/ (27.12.2009).
EVAL_EXTRA:Š9Ë Red Orbit, Storitve s področja optimizacije spletnih strani, http://www.optimizacija.eu/storitve.php?gclid=CP DG58qXmp8CFQ0TzAodQUSMng (5.1.2010).
EVAL_EXTRA:Š10Ë Smith, J., Be #1 on Google: 52 Fast and Easy Search Engine Optimization Tools to Drive Customers to Your Web Site, McGraw-Hill, 2010.
EVAL_EXTRA:Project Portfolio Management UDC: 005.8 ; 005.311.12:519.865 Petar Jovanović1, Tatjana Rudić2, , Vesna [obajić1, Marko Makarić1 1The Project Management College, Belgrade 2Mikromace Group, Podgorica The paper presents the basic characteristics of the project portfolio management process and the process itslef.
EVAL_EXTRA:The basic objectives of the project portfolio management are as follows: Optimization of project portfolio results; Adjusting the projects and programmes with the organizational strategy, Selection of projects and programmes to be executed; Defining the priorities of projects and programmes; Stopping or discontinuation of certain projects or programmes; Coordination of internal and external resources; and organizational learning between projects and programmes (8).
EVAL_EXTRA:Hence the portfolio consists of the projects that meet the following requirements (7): Projects are to be adjusted to the organizational strategy and goals; Projects are to be consistent with the organizational values and culture; Projects are to contribute to the positive money flow in the organization; Projects are to effectively implement the human and material resources of the organization; Projects do not contribute to organizational functioning in just one point of time; they are to contribute to the future results too.
EVAL_EXTRA:The portfolio creation is a continual process that includes the selection and the prioritization of projects and programmes to create the portfolio, and then a continuous monitoring and the re 3.
EVAL_EXTRA:Generally, the project portfolio management process incorporates the following subprocesses: a) Project selection and prioritization and project portfolio definition, B) Portfolio review, maintenance and reconstruction; c) Project portfolio management implementation (execution of projects and programmes in the portfolio); d) Monitoring the execution of individual projects, programmes and the entire portfolio (14).
EVAL_EXTRA:If the selection and prioritization are said to be the initial stages of the project portfolio management process, it should be pointed out that these phases partially overlap and condition each other, thus making the entire project portfolio management process continuous and highly complex, with certain activities and substages that overlap or repeat. a) Project selection and prioritization The project selection and prioritization is the initial stage in which the characteristics and contributions of the proposed projects are compared to the set selection criteria, in order that the project portfolio be created.
EVAL_EXTRA:These primarily refer to: Defining the available resources; Defining the required and available budget; Defining the acceptable risk for the company, etc.
EVAL_EXTRA:The project selection and prioritization process and and the project portfolio definition cover the following basic phases: Preparation of project propositions; Defining the benefits from the project and setting criteria; Estimation of possible risks; Defining available resources and financial means; Assessing the extent to which the project is in accord with the defined organizational strategies; Ranking projects according to the set criteria and prioritizing; Selection of projects and defining the project portfolio (14).
EVAL_EXTRA:The selection phase completed, we have at disposal a set of projects and programmes adjusted to the organizational strategic objectives. ~~~ The ensuing procedure of selection and ranking is to help determine which projects and programmes will constitute the project portfolio.
EVAL_EXTRA:Forming the project portfolio completes the project selection and prioritization phase. b) Portfolio review, maintenance and reconstruction The definition of the project portfolio is followed by the execution of individual projects and programmes that are part of the portfolio.
EVAL_EXTRA:The project portfolio maintenance and improvement is a continuous task, executed all along the project portfolio execution, these two processes being interrelated and inter-dependent to a large extent. c) Portfolio projects and programmes execution The defined project portfolio, i.e., the projects and programmes it consists of, have to be executed in order to derive the benefits for the organization and achieve strategic objectives.
EVAL_EXTRA:Thus they link the execution of individual projects and programmes with the achievement of the overall organizational goals and control the achievement of these objectives. d) Monitoring execution of individual projects and programmes and of entire portfolio The final stage in the project portfolio management process consists of a continual monitoring and control of the execution of individual projects and programmes as well as of the entire portfolio.
EVAL_EXTRA:REFERENCES Š1Ë Callahan K., Brooks L.: Essentials of Strategic Project Management, John Willey & Sons Inc., 2004.
EVAL_EXTRA:Š2Ë Cusumano M.A., Nobeoko K.: Thinking beyond, The Free Press, New York, 1998.
EVAL_EXTRA:Š3Ë Frigenti E., Comninos D.: The Practice of Project Management a guide to the business focused approach, Kogan Page, London, 2002.
EVAL_EXTRA:Š4Ë Gareis R.: Programme Management and Project Portfolio Management: New Competencies of Project-Oriented Organization, PMI Symposium, Houston, 2000.
EVAL_EXTRA:Š5Ë Kendall G.I., Rollins S.C.: Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed, International Institute for Learning and J.Ross Publishing, Florida, 2003.
EVAL_EXTRA:Š6Ë Kerzner, H.: Project Management: A Systems Approach to Planning, Scheduling and Controlling, Ninth Edition, John Willey & Sons, 2006.
EVAL_EXTRA:Š7Ë Levine H.A.: Project Portfolio Management: A Practical Guide to Selecting Projects, Managing Portfolios and Maximizing Benefits, John Willey & Sons, 2005.
EVAL_EXTRA:Š8Ë Petrović D.: Koncept multiprojektnog upravljanja u preduzeću, doktorska disertacija, FON, Beograd, 2003.
EVAL_EXTRA:Š9Ë Petrović D.: Model upravljanja portfoliom pro jekata, VII Internacionalni simpozijum iz projektnog menadžmenta YUPMA 2003, Zlatibor, 2003.
EVAL_EXTRA:Š10Ë Turner J. R.: The Handbook of Project-based Management: Improving the Process for Achieving Strategic Objectives, Mcgraw-Hill Professional, 1998 Š11Ë Wideman R.M.: A Management Framework for Project, Program and Portfolio Integration, Trafford Publishing, 2004.
EVAL_EXTRA:Š12Ë Williams D., Parr T.: Enterprise Programme Management: Delivering Value, Palgrave Macmillan, 2004 Š13Ë A Guide to the Project Management Body of Knowledge, PMBOK Guide Fourth Edition, Project Management Institute, Pennsylvania, USA, 2008 Š14Ë Jovanović P.: Upravljanje projektom, V[PM, Beograd, 2010.
EVAL_EXTRA:Š15Ë Jovanović P.: Savremeni menadžment, V[PM, Beograd, 2009.
EVAL_EXTRA:Š16Ë Grundy T., Brown L.: Strategic project management Creating Organizational Breakthroughs, Thomson Learning, UK, 2002 Š17Ë Gareis R.: Happy projects!, MANZ Verlag, Vienna, 2005.
EVAL_EXTRA:Š18Ë Jovanović P., @ivković D., Jovanović F.: Menadžment i projektni menadžment, V[PM, Beograd, 2008.
EVAL_EXTRA:Development of Higher Environmental Education Program UDC: 37.033:502/504 Nataša Petrović1 1Fakultet organizacionih nauka u Beogradu Education for Sustainable Development is an investment in our future… each respective country should ensure that appropriate resources are made available for its development - World Summit on Sustainable Development: Plan of Implementation (2002).
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EVAL_EXTRA:Programme areas described in Agenda 21 are: a. Reorienting education towards sustainable development.
EVAL_EXTRA:PROGRAMME AREAS A. Reorienting education towards sustainable development Basis for action Education, including formal education, public awareness and training should be recognized as a process by which human beings and societies can reach their fullest potential.
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EVAL_EXTRA:Objectives Recognizing that countries, regional and international organizations will develop their own priorities and schedules for implementation in accordance with their needs, policies and programmes, the following objectives are proposed: (cid:123) Efforts should focus on reducing the high illiteracy levels and redressing the lack of basic education among women and should bring their literacy levels into line with those of men. (cid:123) To achieve environmental and development awareness in all sectors of society on a world-wide scale as soon as possible. (cid:123) To strive to achieve the accessibility of environmental and development education, linked to social education, from primary school age through adulthood to all groups of people. (cid:123) To promote integration of environment and development concepts, including demography, in all educational programmes, in particular the analysis of the causes of major environment and development issues in a local context, drawing on the best available scientific evidence and other appropriate sources of knowledge, and giving special emphasis to the further training of decision makers at all levels.
EVAL_EXTRA:Objectives The following objectives are proposed: (cid:123) To establish or strengthen vocational training programmes that meet the needs of environment and development with ensured access to training opportunities, regardless of social status, age, gender, race or religion. (cid:123) To promote a flexible and adaptable workforce of various ages equipped to meet growing environment and development problems and changes arising from the transition to a sustainable society. (cid:123) To strengthen national capacities, particularly in scientific education and training, to enable Governments, employers and workers to achieve their environmental and development objectives and to facilitate the transfer and assimilation of new environmentally sound, socially acceptable and appropriate technology and know-how. (cid:123) To ensure that environmental and human ecological considerations are integrated at all manageri al levels and in all functional management areas, such as marketing, production and finance.
EVAL_EXTRA:Activities (cid:123) Countries, with the support of the United Nations system, should identify workforce training needs and assess measures to be taken to meet those needs. (cid:123) National professional associations are encouraged to develop and review their codes of ethics and conduct to strengthen environmental connections and commitment. (cid:123) Countries and educational institutions should integrate environmental and developmental issues into existing training curricula and promote the exchange of their methodologies and evaluations. (cid:123) Countries should encourage all sectors of society, such as industry, universities, government officials and employees, non-governmental organizations and community organizations, to include an environmental management component in all relevant training activities, with an emphasis on meeting immediate skill requirements through short-term formal and in-plant vocational and management training. (cid:123) Countries should strengthen or establish practical training programmes for graduates from vocational schools, high schools and universities, in all countries, to enable them to meet labour market requirements and to achieve sustainable livelihoods. (cid:123) Governments are encouraged to consult people in isolated situations, whether geographically, culturally or socially, to ascertain their needs for training to enable them to contribute more fully to developing sustainable work practices and lifestyles. (cid:123) Governments, industry, trade unions, and consumers should promote an understanding of the interrelationship between good environment and good business practices. (cid:123) Countries should develop a service of locally trained and recruited environmental technicians able to provide local people and communities, particularly in deprived urban and rural areas, with the services they require, starting from primary environmental care. (cid:123) Countries should enhance the ability to gain access to, analyse and effectively use information and knowledge available on environment and development. (cid:123) Aid agencies should strengthen the training component in all development projects, emphasizing a multidisciplinary approach, promoting awareness and providing the necessary skills for transition to a sustainable society. (cid:123) Existing networks of employers and workers organizations, industry associations and non-governmental organizations should facilitate the exchange of experience concerning training and awareness programmes. (cid:123) Governments, in cooperation with relevant international organizations, should develop and implement strategies to deal with national, regional and local environmental threats and emergencies, emphasizing urgent practical training and awareness programmes for increasing public preparedness. (cid:123) The United Nations system, as appropriate, should extend its training programmes, particularly its environmental training and support activities of employers and workers organizations.
EVAL_EXTRA:3.
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EVAL_EXTRA:
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EVAL_EXTRA:A framework for curriculum development for higher environmental education A framework for curriculum development for higher environmental education, especially good higher environmental education involves certain knowledge, skills and values. (cid:123) The knowledge needed for higher environmental education has to be about: (cid:123) The planet Earth as a finite system and the elements that constitute the planetary environment. (cid:123) The resources of the Earth, particularly soil, water, minerals, etc., and their distribution and role in supporting living organisms. (cid:123) The nature of ecosystems and biomes, their health, and their interdependence within the biosphere. (cid:123) The dependence of humans on the environmental resources for life and sustenance. (cid:123) The sustainable relationship of native societies to the environment. (cid:123) The implications of the resource distribution in determining the nature of societies and the rate and character of economic development. (cid:123) Characteristics of the development of human societies including nomadic, hunter gatherer, agricultural, industrial and post-industrial, and the impact of each on the natural environment. (cid:123) The role of science and technology in the development of societies and the impact of these technologies upon the environment. (cid:123) Philosophies and patterns of economic activity and their different impacts upon the environment, societies and cultures. (cid:123) The process of urbanization and its implications. (cid:123) The interconnectedness of present world politi cal, economic, environmental and social issues. (cid:123) Aspects of differing perspectives and philosophies concerning the ecological and human environments. (cid:123) Cooperative international and national efforts to find solutions to common global issues, and to implement strategies for a more sustainable future. (cid:123) The implications for the global community of the political, economic and socio-cultural changes needed for a more sustainable future. (cid:123) Processes of planning, policy-making and action for sustainability by governments, businesses, non-governmental organizations and the general public.
EVAL_EXTRA:Skills needed for higher environmental education include: (cid:123) Frame appropriate questions to guide relevant study and research. (cid:123) Define such fundamental concepts as environment, community, development and technology, and apply definitions to local, national and global experience. (cid:123) Use a range of resources and technologies in ad dressing questions. (cid:123) Assess the nature of bias and evaluate different points of view. (cid:123) Develop hypotheses based on balanced information, critical analysis and careful synthesis, and test them against new information and personal experience and beliefs. (cid:123) Communicate information and viewpoints effec tively. (cid:123) Work towards negotiated consensus and cooper ative resolution of conflict. (cid:123) Develop cooperative strategies for appropriate action to change present relationships between environmental preservation and economic development.
EVAL_EXTRA:Values needed for higher environmental education are: (cid:123) An appreciation of the resilience, fragility and beauty of nature and the interdependence and equal importance of all life forms. (cid:123) An appreciation of the dependence of human life on the resources of a finite planet. (cid:123) An appreciation of the role of human ingenuity and individual creativity in ensuring survival and the search for appropriate and sustainable progress. (cid:123) An appreciation of the power of human beings to modify the environment. (cid:123) A sense of self-worth and rootedness in ones own culture and community. (cid:123) A respect for other cultures and recognition of the interdependence of the human community. (cid:123) A global perspective and loyalty to the world community. (cid:123) A concern for disparities and injustices, a commitment to human rights and to the peaceful resolution of conflict. (cid:123) An appreciation of the challenges faced by the human community in defining the processes needed for sustainability and in implementing the changes needed. (cid:123) A sense of balance in deciding among conflicting priorities. (cid:123) Personal acceptance of a sustainable lifestyle and a commitment to participation in change. (cid:123) A realistic appreciation of the urgency of the challenges facing the global community and the complexities that demand long-term planning for building a sustainable future. (cid:123) A sense of hope and a positive personal and social perspective on the future. (cid:123) An appreciation of the importance and worth of individual responsibility and action.
EVAL_EXTRA:The aim of a good higher environmental education is to: (cid:123) Acquire skills, assess and apply complex management concepts in order to solve todays and tomorrows environmental challenges. (cid:123) Gain knowledge in environmental sciences and their practical application. (cid:123) Train soft skills by working in international and interdisciplinary teams. (cid:123) Combine a theoretical orientation with practical project work. modeling, geographic information systems (GIS) and data management. (cid:123) Corporate social responsibility, logical framework analysis, life cycle assessment (LCA), and energy analysis and planning. (cid:123) Use different tools for project design, environmental monitoring, quality control and evaluation as well as planning. (cid:123) Train in using cost-benefit and cost-effectiveness methods. (cid:123) Understanding of the social and political implications of planning and management within the environmental field. (cid:123) Understanding of the relationships between companies and stakeholders, the environmental challenges facing businesses operating on international markets, and an introduction to various types of environmental regulations.
EVAL_EXTRA:Instead of conclusion: competencies of graduates of higher environmental education program for sustainable development (cid:123) Give a range of practical techniques in such areas as environmental planning, environmental policy, environmental management systems (EMS), Competency checklist of graduates of higher environmental education program for sustainable development is given in table below (table1).
EVAL_EXTRA:No. 1.
EVAL_EXTRA:Apply environmental Competency science and technology 2.
EVAL_EXTRA:Apply environmental management principles Performance Criteria o The impact of human activities on the environment is clearly understood and applied to environmental auditing. o The interaction of ecosystems is clearly understood and applied to environmental auditing. o General methods of environmental protection are understood and applied to environmental auditing. o Monitoring and measurement techniques for environmental management are understood and applied to environmental auditing. o Environmental managament principles are understood and applied correctly within the context of a given business/industry sector. o The intent and requirement of each clause of ISO 14001, or equivalent applicable environmental standard, can be described in the context of a given business/industry sector. o The relationship between environmental sciencies and environmental management principles and the environmental standards is explained within the context of a given business/industry sector. o Environmental procedures are documented in accordance with the environmental standard and environmental management principles. o Environmental procedures are implemented in accordance with the environmental standard and environmental management principles. o The environmental standard and its application are appropriate in the business/industry sector. o Evidence needed to demonstrate conformity to the requirements of the environmental standard is identified and collected. o The effectiveness of the entire environmental management system is evaluated within the context of a given business/industry sector. o The relationship between legal compliance and conformity to the environmental management system is demonstrated in the context of an audit in a given business/industry sector. o Environmental management tools such as aspect/impact evaluation, life cycle assessment, and environmental performance evaluation, are used appropriately within the context of a given business/industry sector. ~~~ 3. ~~~ Apply environmental o The product realisation processes and supporting activities are systems to different operational processes 4. ~~~ Understand the application of environmental systems to different operational processes evaluated effectively in order to establish their environmental impact and verify the degree of conformity to the environmental management system. o Process-based activities and associated inputs, outputs, controls, and resources, are understood in different organizational contexts. o The product realization processes and supporting activities are evaluated effectively in order to establish their environmental impact and verify the degree of conformity to the environmental management system. o Process-based activities and associated inputs, outputs, controls, and resources, are understood in different organizational contexts. ~~~ 5. ~~~ Assess the risk of o The level of risk for each environmental impact is assessed to significant environmental impacts and activities identified in the context of the organizations EMS management system determine significance. o The risk assessment methodology used is soundly and scientifically and/or impact based, and is documented within the EMS system. o The risk assessment methodology used is appropriate to the business type or industry sector. ~~~ Table1.
EVAL_EXTRA:(1996). ~~~ Report Assessing Environmental Education in the United States and the Implementation of the National Environmental Education Act of 1990. ~~~ NEEAC, Washington, DC.
EVAL_EXTRA:Š2Ë North America Association for Environmental Education. ~~~ (1996).
EVAL_EXTRA:Environmental Education Materials: Guidelines for Excellence.
EVAL_EXTRA:NAAEE , Rock Spring, GA.
EVAL_EXTRA:Š3Ë North America Association for Environmental Education.
EVAL_EXTRA:(2002). ~~~ Guidelines for Excellence in Nonformal Environmental Education Program Development and Implementation. (draft) ~~~ NAAEE, Rock Spring, GA.
EVAL_EXTRA:Š4Ë Petrović, N. (2005).
EVAL_EXTRA:Environmental Education: Case of Postgraduate Environmental Management Studies on Faculty of Organizational Sciences, Serbia and Montenegro.
EVAL_EXTRA:Collection of Works, 8th Toulon Verona Conference, Palermo, Italy.
EVAL_EXTRA:Š5Ë Petrović, N., M. Milićević (2006).
EVAL_EXTRA:Collection of Works, 9th Toulon Verona Conference, Paisley, Scotland.
EVAL_EXTRA:Š6Ë Petrović, N., M. Milićević (2007).
EVAL_EXTRA:Higher good Environmental Education.
EVAL_EXTRA:Collection of Works, 10th Toulon Verona Conference, Thessaloniki, Greece.
EVAL_EXTRA:Š7Ë Petrović, N. (2009).
EVAL_EXTRA:Ekološki menadžment.
EVAL_EXTRA:Š8Ë UNCED (1992).
EVAL_EXTRA:Agenda 21: Programme of Action for Sustainable Development.
EVAL_EXTRA:Rio Declaration on Environment and Development.
EVAL_EXTRA:N.Y.: United Nations.
EVAL_EXTRA:Š9Ë UNDP, UNESCO, UNICEF, World Bank (1990).
EVAL_EXTRA:Final Report of the World Conference on Education for All: Meeting Basic Learning Needs, Jomtien, Thailand, 5-9 March 1990, New York, Inter-Agency Commission for the World Conference on Education for All.
EVAL_EXTRA:Š10Ë UNESCO (1978).
EVAL_EXTRA:Final Report Intergovernmental Conference on Environmental Education.
EVAL_EXTRA:Organized by UNESCO in Cooperation with UNEP, Tbilisi, USSR, 14-26 October 1977, Paris: UNESCO ED/MD/49.
EVAL_EXTRA:Š11Ë UNESCO-UNEP. ~~~ (1978).
EVAL_EXTRA:Final Report Intergovernmental Conference on Environmental Education.
EVAL_EXTRA:Organized by UNESCO in Cooperation with UNEP, Tbilisi, USSR, 14-26 October 1997, Paris: UNESCO Š12Ë UNESCO-UNEP (1976).
EVAL_EXTRA:The Belgrade Charter.
EVAL_EXTRA:Connect: UNESCOUNEP Environmental Newsletter, Vol. 1 (1) pp. 1-2.
EVAL_EXTRA:Š13Ë UNESCO (1998).
EVAL_EXTRA:Environment and Society: Education and Public Awareness for Sustainability.
EVAL_EXTRA:Proceedings of the Thessaloniki International Conference.
EVAL_EXTRA:Paris: UNESCO.
EVAL_EXTRA:Ecodesign in the Context of Customers and Producers Point of Wiew UDC: 005.6:502 ; 658.56 ; 005.53:502.1 ; 366.626 Matjaž Maletič1, Damjan Maletič2, Boštjan Gomišček3 1University of Maribor, Faculty of Organizational Sciences, matjaz.maletic¿fov.uni-mb.si 2University of Maribor, Faculty of Organizational Sciences, damjan.maletic¿fov.uni-mb.si 3University of Maribor, Faculty of Organizational Sciences, bostjan.gomiscek¿fov.uni-mb.si XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia The present study reviews the attitudes and behaviours of the customers toward products which are respectful for the environment.
EVAL_EXTRA:1.
EVAL_EXTRA:The assumption is that product-related environmental information, in combination with preconditions such as environmental awareness, knowledge and atti tudes, will lead customers to make informed choices when purchasing products Š31Ë. Environmentally conscious design (eco-design) is particularly important in manufacturing industry, and many design methods and tools have been developed to support eco-design Š27Ë.
EVAL_EXTRA:
EVAL_EXTRA:Accordingly, traditional product-centred approaches alone are not capable of providing sufficient change.
EVAL_EXTRA:Highly creative, informed and sensitive design interventions are necessary for the development of alternative solutions that are ecologically responsible, socially relevant, aesthetically pleasing, economically viable, technologically appropriate, and individually satisfying Š33Ë. Leire and Thidell Š31Ë suggest that further research is needed on how enhanced knowledge on the environmental consequences of products and consumption would infiuence consumers actual use of the information.
EVAL_EXTRA:Corporate focus: towards eco-efficiency It is important to listen to customer requirements to obtain market needs and make them reflect on the product design Š34Ë. Green product attributes may be environmentally sound production processes, responsible product uses, or product elimination, which customers compare with those possessed by competing conventional products Š35,42Ë.
EVAL_EXTRA:Picture 1: Focus on product development from the customers point of view Quality, usability and practicality seem to be the most important factors from the customers point of view.
EVAL_EXTRA:All the other answers indicate a positive attitude of respondents to the environment as they include only characteristics that are related to environmental protection. ~~~ Furthermore, the responednts ranked the five given criteria by importance in the following order: the possibility of recycling, energy consumption in use, the environmental impact at the end use of product, the use of environmentally friendly materials and environmentally friendly manufacturing process.
EVAL_EXTRA:Picture 3: Would you like to see more environmental ly friendly products on the market?
EVAL_EXTRA:3.3.
EVAL_EXTRA:The results of the producer survey The results related to the surveyed organizations will be presented in the following section. ~~~ The survey covers small (7%), medium-sized (23%) and large (70%) organizations and it provides evi dence on producers activities towards environmental issues.
EVAL_EXTRA:Picture 4: Standards related to environmental management systems We were interested to seeing to what extent proposed criteria (Picture 5) influence the decision to introduce EMS standards.
EVAL_EXTRA:Picture 6: What are the main benefits of EcoDesign activities?
EVAL_EXTRA:4.
EVAL_EXTRA:It is also indicated that environmental concern is reflected in the attitude of customers to product development as well. ~~~ 86 percent of respondents identified the importance of environmental protection in product development as very important (score 5).
EVAL_EXTRA:Environmental or green marketing has been seen as a tool towards sustainable development and satisfaction of different stakeholders Š25Ë. Results indicate a positive attitude of respondents toward intention to purchase green products as well.
EVAL_EXTRA:However, it should be considered that customers who prefer the benefits of environmentally friendly products may not necessarily have motivation to purchase them Š11Ë. Author suggests that for these customers any brand will do, hence there is no environmental information search involved when it comes to choosing their brands and green product labelling may not be meaningful to them.
EVAL_EXTRA:These customers would perhaps trade off product attributes such as quality, warranty and performance in their product alternatives evaluation and selection process Š12Ë. Mintel Š37Ë found that despite pro-environmental attitudes, intention to recycle, concern about pollution and willingness to pay more for environmentally-friendly products, few customers translated these attitudes into regular green buying behavior.
EVAL_EXTRA:As stated by Shamma and Hassan Š50Ë, social and environmental responsibility is a dimension that needs to be clearly communicated to both customers and the general public. social and environmental Results from our research indicate that waste minimization, emissions, energy and production are the key areas where organizations see the benefits of environmentally friendly design.
EVAL_EXTRA:With regard to environmentally friendliness, organizations should consider, particularly: the focus should not be only on environmentally friendliness, but rather on the quality and usuability of the product, green products should be comparable in price, brand, usability and performance to traditional products, organization should seek to meet and represent green approaches by improving quality characteristics with respect to durability, usability, innovations, … of products, organization should support the green purchase decision by providing benefits on the field of environmental protection (human health, climate changes, bio nutrition, …) it is important to bring together the concepts of production and consumption; interaction of organization to market should be considered and there is a substantial potential for improvements, organizations should consider the corporate social responsibility (CSR) as a possible route to gain enhanced reputation and competitive advantage at organizational level as well.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë Amacher, G.S., Koskela, E., and Markku Ollikainend, M., Environmental quality competition and eco-labeling, Journal of Environmental Economics and Management, 47 (2004) 284306. ~~~ Š2Ë Ammenberg, J., and Sundin, E., Products in environmental management systems: drivers, barriers and experiences, Journal of Cleaner Production, 13/4 (2005) 405-415. ~~~ Š3Ë Bird, E., and Prentis, H., (1998) Customers The Forgotten Stakeholders, Proceedings of the 3rd International Conference Towards Sustainable Product Design, London, 1998. ~~~ Š4Ë Bhamra, T.A., Ecodesign: the search for new strategies in product development, Proc Inst Mech Eng, BJ Eng Manuf, 218 (2004) 55769. ~~~ Š5Ë Brezet, H., Houtzager, B., Overbeeke, R., Rocha, C., and Silvester, S., Evaluation of 55 POEM Subsidy Projects, Product Oriented Environmental Management, Delft Technical University, Internal report, 2000. ~~~ Š6Ë Carley, M., and Spapens, P., Sharing the world: sustainable living and global equity in the 21st century, London, Earthscan, 1998.
EVAL_EXTRA:Š7Ë Cook, H., Product management: value, quality, cost, price, profits and organization, HE Cook: Kluwer Academic Press, 1997. ~~~ Š8Ë Cooper, T., Product development implications of sustainable consumption, The Design Journal, 3/3 (2000) 46-57. ~~~ Š9Ë Cronin, J., Brady M, and Hult, G., Assessing the effects of quality, value, and customer satisfaction on consumer behavioral intentions in service environments, Journal of Retailing, 76(2) (2000) 193218.
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EVAL_EXTRA:A model for DFE Management programs, Doctoral dissertation, The International Institute for Industrial Environmental Economics, Sweeden: Lund University, 2001.
EVAL_EXTRA:Š25Ë Kärnä, J., Hansen, E., and Juslin, H., Social re sponsibility in environmental marketing planning, European Journal of Marketing, 37/(5/6) (2003) 848-871.
EVAL_EXTRA:Š26Ë Karničar Šenk, M., Metlikovič, P., Maletič, M., and Gomišček, B.,Development of new product/process : development procedure for SMEs, Organizacija (Kranj), 43/2 (2010), 76-85. ~~~ Š27Ë Kobayashi, H., A systematic approach to eco-innovative product design based on life cycle planning, Advanced Engineering Informatics, 20 (2006) 113125. why do people act environmentally and what are the barriers to pro-environmental behaviour?, Environmental Educational Research, 8/3 (2002) 239-60. ~~~ Š29Ë Kumar, S., and Putnam, V., Cradle to cradle: reverse logistics strategies and opportunities across three industry sectors, International Journal of Production Economics 115 (2008) 305315. ~~~ Š30Ë Lee, K., Integrating environmental aspects into product development, ISO Management Systems, 2/6 (2002) 13-6. ~~~ Š31Ë Leire, C., and Thidell, Å., Product-related envi ronmental information to guide consumer purchases e a review and analysis of research on perceptions, understanding and use among Nordic consumers, Journal of Cleaner Production 13 (2005) 1061-1070.
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EVAL_EXTRA:Š53Ë Tukker, A.,and Tischner, U., (editors), New busi ness for old Europe, Product services, sustainability and competitiveness.
EVAL_EXTRA:Sheffield, UK:Greenleaf Publishing Ltd., 2006.
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EVAL_EXTRA:Š58Ë Zeng, S.X., Tam, C.M.,Tam, V.W.Y., and Deng, Z.M., Towards implementation of ISO 14001 environmental management systems in selected industries in China, Journal of Cleaner Production, 13 (2005) 64556.
EVAL_EXTRA:Value-at-Risk Estimation with Multivariate Garch Models UDC: 005.334:336.76 ; 330.43 Nebojša Nikolić1, Vesna Manojlović2 1 Banca Intesa a.d., Beograd, nebojsa.nikolic¿bancaintesabeograd.com 2 Faculty of Organizational Sciences, Belgrade, vesnam¿fon.rs XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia Value-at-Risk (VaR) method has been accepted globally by both risk managers and regulators as a tool to identify and control exposure to financial market risk.
EVAL_EXTRA:Moreover, market risk management should be con related ducted as a regular activity of a bank, under the jurisdiction of the risk management unit and independently from the trading sector Š3Ë. Current regulatory standards in Serbia require the banks to measure and report market risk in its trading book, as well as to hold capital to cover potential losses.
EVAL_EXTRA:The procedures for calculating these capital charges are in good part based on the Standardized Approach of Basel II. ~~~ Moreover, Serbian banks are required to fully adopt Basel II standards by 2011, which would stimulate banks to use more advanced approaches in the future in order to reduce their capital charges.
EVAL_EXTRA:
EVAL_EXTRA:Generally, VaR models have to deal with four mathematical components: The VaR modeling technique is based on two main approaches.
EVAL_EXTRA:Consequently, the hypothetical portfolio return at time t, given N assets, is defined as the weighted sum of portfolio constituent returns: (2) It is important to note that the VaR measure represents one-day-ahead forecast of loss.
EVAL_EXTRA:The VaR1-α is defined in monetary units, so that the variation ∆pt+1 observed for a portfolio will only be less than VaR with a probability of α where (1- α) represents confidence level: (3) The choice of a suitable portfolio distribution for modeling of asset and portfolio returns is an essential step in estimating VaR.
EVAL_EXTRA:Thus, when we assume that returns follow a Normal distribution with mean µt and volatility σt Equation (3) can be changed to: (4) 1 The choice of the holding period depends on the characteristics of the portfolio that is held by a bank and the use of VaR.
EVAL_EXTRA:For example, if the positions changes quickly, the short horizon will be appropriate.
EVAL_EXTRA:If the purpose is to provide an accurate benchmark measure of downside risk, the horizon should be also ideally less than the average period for major portfolio rebalancing. ~~~ 2 As a result in such applications one needs to forecast the covariance matrix of all the assets in portfolio.
EVAL_EXTRA:Consequently, estimation of VaR will have to deal with n time series and to form corresponding covariance matrix.
EVAL_EXTRA:3 Breach is captured each time when the tomorrows realized loss incurred in portfolio is greater than todays estimate of VaR This shows that the right inequality side of equation (4) is the quantile of the standard Normal distribution expressed as Zα = -Z1-α .
EVAL_EXTRA:Thus, the VaR amount of money by univariate estimation methodology is calculated: (5) If the VaR is defined as percentage relative to portfolio value as %VaRt,1-α = VaRt,1-α / pt then we have: (6) In practice, instead of working with (5) which denotes so-called absolute VaR, we can assume that µt=0 and use the relative VaR defined as: (7) The relative VaR does not require that we know the first moment of Normal distribution µ. ~~~ Furthermore, as we are dealing with a shorter time periods, one day return frequency, the difference between absolute and relative VaR will be fairly small.
EVAL_EXTRA:Thus the equation (7) becomes: (8) where the vector of asset weights in portfolio is w = (w1, ..., wn)T, Pt denotes the current portfolio value and V represents the corresponding covariance matrix of the portfolios assets returns.
EVAL_EXTRA:Another alternative way of calculating VaR using multivariate framework employs vector of position values P = ŠP1, P2,…,PnËT of portfolio constituents instead of vector of corresponding assets weights w: Thus we have multivariate form of a relative VaR denoted by the equation: (9) Empirical evidence has shown that the assumption of normally distributed returns is usually not justified.
EVAL_EXTRA:Thus, the idea is to affect each component of variance covariance matrix: (11) The accommodation is done through adjusted vector of ∼∼ position values P where additional multiplier term which includes the effect of taking into account estimated degrees of freedom separately for each corresponding asset in portfolio: (12) The quantile terms for denoted by now depend on the chosen confidence level, α, as well as on the number of degrees of freedom of portfolio component.
EVAL_EXTRA:Figure 1: Periods of high and low volatility The volatility clustering effect can be explicitly handled by GARCH i.e. generalized autoregressive conditional heteroskedasticity models5. ~~~ The GARCH models are able to capture the sophisticated effects in the volatility behavior.
EVAL_EXTRA:Univariate GARCH (1,1). ~~~ Assuming that the residuals are conditionally normally distributed, a GARCH (p,q) model can be specified as follows: (13) (14) (15) where The Equation (13) indicates that the return at time t, rt, is composed of deterministic part µt, and a random one εt.
EVAL_EXTRA:The εt ÿs tands for the innovation at time t and it represents a sequence random shocks with mean zero and variance shown in Equation (14).
EVAL_EXTRA:As a result conditional variance at time t represented by Equation (15) is specified as a function of three factors: constant ωthe variance estimated in the previous period σ2τ=1 and the squared ε2τ=1 innovation at t-1.
EVAL_EXTRA:Thus the conditional variance estimate in a certain period is a weighted mean of longterm variance, the expected variance for the previous period, and a shock for the last period.
EVAL_EXTRA:The estimate of the unconditional, i.e. theoretical long-term, value of variance is implied by the model.
EVAL_EXTRA:If such a value exists, it will represent the unconditional expected value such that and the following will be obtained: (16) The majority of applications of the GARCH models are based upon the GARCH (1, 1) which is the most widely used GARCH model in practice. ~~~ The main reason for this is that, most often, GARCH (1, 1) fits the data acceptably well.
EVAL_EXTRA:4 the key difference between unconditional and conditional models is related to the fact that the former gives a constant as an estimates while the latter needs a specification model and regression technique dependent on time for an estimate to be done. ~~~ 5 Heteroskedasticity means time-changing variance and it is in contrast to the constant variance notion.
EVAL_EXTRA:Conditional indicates that the predictions obtained are based upon the information available in the previous period, so for example, the current level of volatility reflects the current level of uncertainty generated by past shocks.
EVAL_EXTRA:Autoregressive refers to the method used to model conditional heteroskedasticity which is based on variance self regression.
EVAL_EXTRA:Finally, generalized refers to a particular type of model which was introduced as a generalization of the first autoregressive conditional variance (ARCH) model.
EVAL_EXTRA:Thus, the autoregressive conditional heteroskedasticity models therefore allow predicting future volatility by using a regression based upon the past values of volatility estimates.
EVAL_EXTRA:VECH multivariate GARCH (1,1).
EVAL_EXTRA:A common specification of the VECH model according to Š8Ë is given as: (17) (18) where is the vector of mean returns and is the vector of random shocks which conditional variance is represented by the n-by-n matrix Vt.
EVAL_EXTRA:In the multivariate GARCH specification, the model parameters A and B are positive definite, nby-n matrices and W is n-by-1 matrix.
EVAL_EXTRA:The art of building multivariate GARCH models is to specify the dependence of Vt on the past in such a way that Vt always remains symmetric and positive definite.
EVAL_EXTRA:The Equation (18) can be represented in a VECH operator form as: (19) where the VECH operator takes the upper triangular portfolio of a matrix and stacks each element into a vector with a single column Š14Ë.
EVAL_EXTRA:For example, in the two asset case we have VECH ( Vt ) = Š σ1,1 , σ1,2 , σ1,3 ËT where σi, i,t represents conditional variances at time t of the each asset in portfolio.
EVAL_EXTRA:The terms σi, j,t for i ≠ j denotes the conditional, time dependent, covariances between the asset returns.
EVAL_EXTRA:The Equation (19) in the matrix form for the two variable becomes: (21) (22) (23) It can be inferred that conditional variances and conditional covariances depend on the lagged values of all of the conditional variances of, and conditional covariances between, as well as the lagged squared shock values and the error cross-products Š19Ë.
EVAL_EXTRA:The number of parameters in VECH model is ( N× ( N + 1) + N2 × ( N + 1)2 ) / 2. ~~~ In the two variable case presented above the number of parameters of this model is 21. ~~~ Furthermore, the specification of Vt is not guaranteed to be positive semi-definite.
EVAL_EXTRA:Š11Ë Diagonal VECH multivariate GARCH (1,1).
EVAL_EXTRA:In the further VECH development, according to Š8Ë, the diagonal VECH (DVECH) has been suggested.
EVAL_EXTRA:The most common simplification has been to restrict attention to cases when matrices A and B of the Equation (19) are diagonal matrices.
EVAL_EXTRA:This special case can be written as: Equivalently, 6 Constant Conditional Correlation model (24) (20) where and the and must all be symmetric matrices such that has positive diagonal elements and all other matrices have non-negative diagonal elements.
EVAL_EXTRA:This reduces the number of parameters to be estimated to 3N × (N+1) / 2, or 9 parameters in the two asset and we have: (15).
EVAL_EXTRA:As a result, this model has K(K+5)/2 parameters, moreover this specification guaranties positive definiteness and identification of Vt.Š11Ë The CCC-mGARCH(1,1) model is often a useful starting point from which to proceed to more complex models.
EVAL_EXTRA:Let us denote by r the T observations of matrix which comprises of n assets.
EVAL_EXTRA:PCA will give up to k uncorrelated stationary variables, called the principal components, where each component is being a simple linear combination of the original returns.
EVAL_EXTRA:At the same time it is stated exactly how much of the total variation in the original system of risk factors is explained by each principal component.
EVAL_EXTRA:Each principal component is ordered according to the amount of variation it explains Š1Ë.
EVAL_EXTRA:The results of PCA are sensitive to rescaling of the data and so it is standard practice to normalize the data before the analysis, for example assuming Normal distribution we subtract the sample mean and divide it by the sample standard deviation.
EVAL_EXTRA:If we define the diagonal matrix V=š σ1 2 ć as a matrix of the empirical variances of vector rt the standardized returns zt are given as: 2,…, σn (31) Equivalently, (25) (26) (27) (28) By doing this, model implies that we return a uGARCH (1,1) model for each of the volatility terms, but there is also a covariance term that has to be estimated by maximum likelihood method underlying multivariate distribution.
EVAL_EXTRA:Consequently, conditional covariance matrix is of the form: (29) (30) where R is constant, positive-definite correlation matrix and Dt is a diagonal volatility matrix with elements satisfying univariate GARCH (1,1) given by Equation then the V represents unconditional covariance matrix of zt matrix .
EVAL_EXTRA:This matrix can be decomposed as: (32) where P is the orthonormal eigenvectors matrix which each column corresponds to the eigenvalue λi where i = 1,..,n. Matrix ΛΛ is the diagonal matrix of the eigenvalues of V such that ΛΛ = diagš š λ,…, λn ćis ranked in descending order λ1 > λ2…> λn.
EVAL_EXTRA:Hence V can be written as: (33) where denotes Cholesky decomposed component of matrix V. Matrix L satisfies: (34) According to Š9Ë, denote by yt the vector of principal components of zt, which is defined by: by applying the linear transformation Equation (35) to the conditional residuals zt.
EVAL_EXTRA:In the orthonormal basis of principal components Equation (18) then reads: (41) Where and for .
EVAL_EXTRA:The purpose of stated equation is the ability to estimate separately each principal component of the conditional covariance matrix of principal components with respect to information set ψt-1.
EVAL_EXTRA:Since the principal components are orthogonal, it is reasonable to assume ∼∼ that the matrix V is diagonal.
EVAL_EXTRA:In this case, the process given by Equation (18) can be estimated separately for each principal component which gives a set of n independent scalar equation of the GARCH (1,1) form. ~~~ Once we estimate the set of parameters in Equation (41) we can apply the inverse transformation: (35) (42) This expression can be interpreted as the return of a portfolio that assigns weight yij to the j-th security.
EVAL_EXTRA:Since principal components have the property that they are uncorrelated, this implies that during the modeling of the covariance matrix we can ignore the covariance terms and hence model the variance by each principal component separately.
EVAL_EXTRA:Consequently the problem reduces to a series of univariate estimations using GARCH (1,1) model.
EVAL_EXTRA:Another important property of this analysis is that the variance of each principal component is the corresponding eigenvalue.
EVAL_EXTRA:Note that: (36) The unconditional covariance matrix of Equation (35) becomes: (37) since Equation (33) holds, yt is cross-sectionally uncorrelated and each component has a unit variance.
EVAL_EXTRA:Since each zt = L yt coordinate of zt can be written as a linear combination of the principal components: (38) where i=1,…n and l i,j and are the elements of L.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:On the other hand, conditionally on the information available at t-1, the vector of standardized residuals zt has a zero mean and a covariance matrix Vt.
EVAL_EXTRA:That is: (39) where, for any t, the matrix Vt is positive definite and measurable with respect to the information set ψt-1 so we have that: (40) Assuming that the conditional covariance Vt follows Equation (18) the multivariate VECH process, we can employ the orthonormal basis of principal components to retrieve the series of conditional covariance matrices in the original basis of standardized returns.
EVAL_EXTRA:This allows us to estimate VaR in multivariate framework in most efficient way with loosing no information.
EVAL_EXTRA:Š22Ë ∼∼ The estimation of the elements of V is computationally much simpler and faster than the original conditional variance-covariance matrix Vt.
EVAL_EXTRA:The dimensionality of the problem is thus reduced to estimation of only n parameters.
EVAL_EXTRA:In practice, the most widely used approach to fitting GARCH models to data is maximum likelihood estimation (MLE) method7. ~~~ In this paper, we consider application of MLE method with Normal and Student t distribution as an underlying assumptions.
EVAL_EXTRA:The log-likelihood function underlying standard Students-t distribution reduces to: 7 The maximization is performed by using a modified NewtonRaphson procedure (43) (44) 4.
EVAL_EXTRA:In order to evaluate the models, equally weighted hypothetical portfolio, that has been constructed and used in VaR estimation analysis, comprises of: (cid:57) 5 stocks, denominated in RSD, continuously traded on Belgrade Stock Exchange, namely: AGBN, AIKB, ENHL, PRBN and TIGR. (cid:57) 3 foreign exchange positions: EUR, USD and CHF position.
EVAL_EXTRA:The exchange rate for these foreign exchange currencies, with respect to RSD. (cid:57) 2 zero-coupon treasuries bonds continuously traded on Belgrade Stock Exchange: A2010, A2011.
EVAL_EXTRA:The first matures at 31. may 2010 and the second matures at 31. may 2011. feed data from BELEX The price time series for those 10 portfolio positions are obtained stream (www.belex.rs).
EVAL_EXTRA:Data price time series ranges from 20.
EVAL_EXTRA:September 2007 to 11. ~~~ September 2009.
EVAL_EXTRA:This means that each of ten portfolio positions approximately captures 10% of total portfolio amount on the daily basis. ~~~ Moreover, since the portfolio is constructed upon components denominated in different currencies, the arithmetic return is calculated after price time series of each portfolio components were transformed to be expressed in RSD currency.
EVAL_EXTRA:Count … Date 21/09/2007 24/09/2007 25/09/2007 26/09/2007 27/09/2007 28/09/2007 01/10/2007 02/10/2007 03/10/2007 04/10/2007 … 31/08/2009 01/09/2009 02/09/2009 03/09/2009 04/09/2009 07/09/2009 08/09/2009 09/09/2009 10/09/2009 11/09/2009 AGBN 0.313% 1.697% 4.170% 0.292% 0.444% -1.915% 0.454% -0.458% -0.078% -0.203% … -0.255% -3.809% -2.135% 0.339% 0.383% 7.484% 1.629% -1.726% 1.160% 1.447% EUR USD TIGR A2010 A2011 ENHL CHF AIKB 0.013% -0.223% -1.016% 4.356% 0.399% -0.721% -0.588% -0.687% -0.468% -0.771% -0.753% -0.563% 0.106% -0.116% -0.249% -0.721% 0.325% 0.332% 0.058% 0.053% 0.168% 0.062% 0.532% 0.390% 0.000% -0.119% 0.043% -0.651% -0.991% -0.267% -0.237% 0.057% 1.028% -0.222% -0.102% 0.243% 0.557% -0.404% -0.500% 0.043% … … 5.646% 0.068% -0.228% 0.296% 0.445% -0.328% -0.150% -0.616% 0.186% 1.159% -1.693% 0.309% -0.113% 0.082% 2.786% 0.062% 0.209% 4.544% -0.275% -0.097% -0.648% 3.889% -0.255% -0.117% -0.159% 0.056% -0.987% -0.550% 0.060% -0.531% 6.531% 6.339% 0.138% -0.143% 1.984% -2.645% -0.194% 1.499% 1.077% -0.152% -0.915% -0.062% -0.717% -1.016% 0.352% -0.093% -0.369% 0.498% -0.926% … … 1.139% 0.000% 3.041% -1.460% -1.639% -3.111% 2.294% -1.222% 0.149% 2.475% 0.439% 0.000% 4.627% 2.732% 9.130% 0.957% 4.444% -2.100% 0.738% 3.766% 3.129% 0.919% Table 1: Periods of high and low volatility PRBN 1.079% -1.598% -0.488% -0.223% 1.578% -0.565% -0.637% 0.331% -2.056% -0.501% -0.487% 2.099% -0.249% -0.249% 3.374% 0.044% 0.046% -0.219% 1.332% 0.703% -0.913% 0.812% 0.532% 0.691% -0.188% 0.043% 0.686% -0.237% -0.237% 0.455% 0.813% -0.102% 1.357% -0.832% -0.573% … … 0.433% 1.883% -0.123% 0.340% -0.238% 2.826% 0.219% 0.529% -0.637% 0.309% 0.645% 0.000% 1.472% 0.029% 0.114% 1.658% -0.003% -0.097% 0.029% -0.424% 0.815% 0.331% 1.112% -0.048% 0.027% 0.133% 0.325% 0.138% 0.279% 0.501% 0.016% 0.254% 0.106% 0.230% … … … PORTFOLIO 0.811% -0.074% 0.342% 1.069% 0.378% -0.194% -0.072% -0.213% 0.125% -0.055% … 0.614% 0.001% -0.337% 0.289% 0.562% 0.864% 0.757% 0.471% 0.585% 1.169% 8 Backtesting represents the routine of comparing daily profits and losses, the trading outcomes, with model generated VaR estimate to gauge the accuracy of it.
EVAL_EXTRA:Results, or in other words outputs, of backtesting are recognized as the number of exceptions i.e. VaR breaches.
EVAL_EXTRA:The exception is captured each time when the amount of loss in trading portfolio of the bank exceeds the estimated VaR for that day.
EVAL_EXTRA:Backtesting routine involves systematically comparing the history of VaR forecasts with their associated portfolio profits and losses The whole data range shown in the Table 1 is divided into two parts: I. Initial estimation period II.
EVAL_EXTRA:September 2008. ~~~ Consequently, the first VaR results, with different multivariate GARCH methods, are calculated underlying the data from the initial estimation period, since those returns are used as an initial input for the first estimate of VaR. ~~~ Moreover, the equal weights of portfolio constituents used are imposed with respect to prices of positions on the last day, 16. ~~~ September 2008, of initial estimation period.
EVAL_EXTRA:AGBN AIKB ENHL PRBN TIGR A2010 A2011 19,700 Position* -0.0001 Mean -0.0006 Median 0.0072 St. Deviation 6.8521 Kurtosis 0.4914 Skewness -2.83% Minimum 2.96% Maximum 164.63 Jarque-Bera stat. p-value 0.001 Student's-t DoF 2.729 Count *Stocks: indicates the number of stocks held.
EVAL_EXTRA:Treasuries: indicates the face value in foreign currency. ~~~ Foreign exchange: indicates position in foreign currency. ~~~ Portfolio: position is expressed in RSD. ~~~ Evaluation date: 16.september 2008.
EVAL_EXTRA:1,000 -0.0049 -0.0030 -0.0020 -0.0028 0.0338 0.0295 8.0507 4.6927 0.3920 1.0467 -9.24% -11.18% 10.02% 18.18% 311.36 36.25 0.001 0.001 2.248 3.137 USD EUR 23,600 16,600 -0.0002 -0.0002 -0.0004 -0.0003 0.0086 0.0065 4.6473 7.9607 0.2447 -0.0529 -2.83% -3.11% 2.96% 2.53% 28.38 258.8 0.001 0.001 3.835 5.210 CHF 26,300 0.0000 -0.0009 0.0075 5.3011 0.3045 -2.84% 2.94% 59.02 0.001 4.142 -0.0034 -0.0023 0.0262 7.0192 0.4425 -8.69% 12.70% 176.43 0.001 2.356 -0.0030 -0.0019 0.0230 11.3229 0.2308 -12.91% 12.79% 723.7 0.001 2.074 1,300 -0.0026 0.0000 0.0327 4.9855 0.1347 -9.71% 10.00% 41.82 0.001 7.022 18,600 0.0000 -0.0005 0.0070 6.2435 0.2762 -2.83% 2.96% 112.76 0.001 2.588 PORTFOLIO 12,945,751 -0.0024 -0.0025 0.0126 9.8930 0.8791 -3.91% 7.76% 527.13 0.001 3.454 Table 2: Summary statistics of the initial estimation period VaR estimation period comprises of the second part of 250 returns in Table 3 ranging from 251st to 500th return i.e. from 17. ~~~ September 2008 up to 11. ~~~ September 2009.
EVAL_EXTRA:Table 3. provides summary statistics for the VaR estimation period calculated on last day in observation period.
EVAL_EXTRA:The Table 3 shows that the average daily return is about zero percent, or at least negligibly small compared to the sample standard deviation.
EVAL_EXTRA:This is why the mean is often set at zero when modeling daily assets and portfolio returns.
EVAL_EXTRA:The Jarque-Bera statistic for testing normality indicates that in this period there is only one portfolio component ENHL whose returns followed Normal distribution.
EVAL_EXTRA:For all other portfolio assets including portfolio itself, the null hypothesis of normality is rejected at any level of significance. ~~~ Moreover, there is again an evidence of significant kurtosis and negative skewness.
EVAL_EXTRA:Again, from relatively low values of DoF is observed which confirms that there is a relatively high kurtosis observed in data. ~~~ Furthermore, the maximum and minimum statistics are quite large in absolute value indicating the presence of extreme returns.
EVAL_EXTRA:AGBN AIKB CHF ENHL PRBN TIGR A2010 A2011 19,700 Position* 0.0012 Mean 0.0008 Median 0.0076 St. deviation 6.9532 Kurtosis -0.3024 Skewness -3.83% Minimum 2.54% Maximum 166.6 Jarque-Bera p-value 0.001 Student's-t DoF 2.9426 Count *Stocks: indicates the number of stocks held. ~~~ Treasuries: indicates the face value in foreign currency. ~~~ Foreign exchange: indicates position in foreign currency. ~~~ Portfolio: position is expressed in RSD.
EVAL_EXTRA:Evaluation date: 11.september 2009.
EVAL_EXTRA:1,000 -0.0008 -0.0005 0.0000 -0.0021 0.0458 0.0404 4.6752 3.1247 -0.0071 0.2818 -10.02% -13.28% 10.06% 17.14% 0.16141 32.5408 0.500 0.001 3.1941 22.4680 USD EUR 23,600 16,600 0.0008 0.0008 -0.0001 0.0004 0.0127 0.0067 4.2339 8.0631 -0.5650 0.2012 -3.60% -3.94% 2.34% 4.80% 17.54 280.32 0.0033 0.001 5.6813 2.1119 0.0000 0.0000 0.0444 5.4526 0.1811 -16.43% 18.75% 64.02 0.001 2.7164 1,300 0.0004 0.0000 0.0299 4.2895 0.2881 -9.00% 10.13% 20.778 0.002 2.6883 18,600 0.0012 0.0011 0.0082 10.2635 -0.2036 -4.22% 4.59% 551.3 0.001 2.4930 -0.0006 -0.0005 0.0478 4.9877 0.0782 -18.91% 19.33% 41.41 0.001 4.2697 26,300 0.0011 0.0007 0.0095 8.5446 -0.6077 -5.32% 3.49% 335.6 0.001 2.3693 PORTFOLIO 12,935,346 0.0001 0.0007 0.0103 7.5034 0.0866 -4.78% 5.18% 211.56 0.001 3.9368 Table 3: Summary statistics of the VaR estimation It is important to note that for each of 250 rolling windows summary statistics, DoF for Student-t distribution, together with all required VaR parameters such are recalculated to include return innovation effect from each rolling window into VaR estimates.
EVAL_EXTRA:Figure 5: mCGARCHVaRn multivariate constant correlation GARCH (1,1) assuming normally distributed returns Figure 6: mCGARCHVaRt multivariate constant correlation GARCH (1,1) assuming Students-t distributed returns Figure 7: mOGARCHVaRn multivariate constant correlation GARCH (1,1) assuming Students-t distributed returns Figure 8: mOGARCHVaRt multivariate constant correlation GARCH (1,1) assuming Students-t distributed returns The graphical results are shown above depict the evaluated VaR models together with the incurred profits/losses of the hypothetical portfolio.
EVAL_EXTRA:VaR esti mates are shown as a two envelope red lines which stand on the both, profit and losses side of each figure.
EVAL_EXTRA:Breach is seized each time when blue line representing profit/loss, breaks through lower VaR envelope on the loss side.
EVAL_EXTRA:Table 4: VaR breaches in the empirical analysis The number of exceptions with respect to 99% VaR ranges from 0 to 6 out of 250 observations, which is approximately close to expected number 250 · 0.01 = 2.5, imposed by confidence level. ~~~ At the 1st day and 58th day of VaR calculation, the breaches are reached in almost each multivariate GARCH VaR technique.
EVAL_EXTRA:In the period ranging from 16. ~~~ December 2008 to 16.
EVAL_EXTRA:June 2009 no ex ceptions were recorded.
EVAL_EXTRA:Consequently, it can be noticed that exceptions with respect to presented VaR models occur frequently around the same dates, which raises a doubt that there could have been some external market shocks.
EVAL_EXTRA:However, to get a better insight into the performance of the risk models, we proceed with formal statistical testing and interpretation of the obtained VaR results.
EVAL_EXTRA:The decision making rules concerning the acceptance or rejection of the null hypotheses are based on the corresponding likelihood ratio test statistics and a significance level of 5%. ~~~ In Table 5 the pvalues, shown in brackets, are the probabilities which indicate failure rates significantly different from probability of one percent, at 95% Kupiec test level.
EVAL_EXTRA:The bank must meet, on a daily basis, a market risk capital requirement expressed as the higher of: a) its previous day 10-day VaR number measured according to the specified parameters b) an average of the daily 10-day VaRs measures on each of the preceding sixty trading days multiplied by a multiplication factor (k+p). ~~~ Where k is usually set to 3, whereas p stands for potential increase in multiplication factor due to poor backtesting results9.
EVAL_EXTRA:Table 6: Capital requirements for market risk 9 For more details see Š3Ë Figure 5: Capital requirements comparison for all four methods.
EVAL_EXTRA:The capital requirements time expansion is gathered on the Figure 5.
EVAL_EXTRA:The comparison shows, that within first 60 days, there are a higher capital requirements revealed then in the period after 60th day.
EVAL_EXTRA:The period after 60th day indicates stable decrease in capital requirements The mCGARCHVaRt keeps its volatile nature and there are a few outliers captured around 152nd, 170th, 185th and 240th day.
EVAL_EXTRA:By inspection mCGARCHVaRn has the lowest capital requirement for market risk.
EVAL_EXTRA:Its time line is stable up to the last VaR estimation day which indicates that some reasonable theoretically imposed limit on the market risk capital requirement would not be exceeded.
EVAL_EXTRA:On the other hand, there is an evidence, for all four methods, of a slight upward increase of the capital requirement trend lines which would perhaps indicate commencement of another volatile period for hypothetical portfolio profits and losses.
EVAL_EXTRA:In this paper a set of multivariate GARCH models, which represent advanced quantitative VaR estimation techniques, is discussed, empirically evaluated and tested. ~~~ Furthermore, Normal and Students -t distributional assumptions are met and investigated within those VaR techniques.
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EVAL_EXTRA:A Capital-Asset Pricing Model with Time-Varying Covariances.
EVAL_EXTRA:Journal of Political Economy 96(1) , 116-31.
EVAL_EXTRA:Š9Ë Božović, M. (2009).
EVAL_EXTRA:PhD thesis: Risks in Commodity and Currency Markets.
EVAL_EXTRA:Barcelona: Universitat Pampeu Fabra.
EVAL_EXTRA:Š10Ë Brooks, C. (2002).
EVAL_EXTRA:Introductory Econometrics for Finance.
EVAL_EXTRA:Cambridge: Cambridge University Press.
EVAL_EXTRA:Š11Ë Danielsson, J. (2006).
EVAL_EXTRA:Risk Modelling: Leacture Notes MS. risk.lse.ac.uk/upf .
EVAL_EXTRA:Š12Ë Dowd, K. (2002).
EVAL_EXTRA:Mearusing Market Risk.
EVAL_EXTRA:Chichester: John Wiley & Sons Ltd,. of Derivatives .
EVAL_EXTRA:Š13Ë Engle, R. (2001).
EVAL_EXTRA:GARCH (1,1): The use of Š18Ë National Bank of Serbia.
EVAL_EXTRA:(2008). ~~~ Decision on ARCH/GARCH models in Applied Exonometrics.
EVAL_EXTRA:Journal of Economic Perspectives, Volume 15 , 157-168.
EVAL_EXTRA:Š14Ë Engle, R., & Sheppard, K. (2002).
EVAL_EXTRA:Theoretical and Empirical Properties of Dynamic Conditional Correlation Multivariate GARCH.
EVAL_EXTRA:San Diego: University of California.
EVAL_EXTRA:Š15Ë Hendricks, D., & Hirtle, B. (1997).
EVAL_EXTRA:Bank Capital Requirements for Market Risk: The Internal Models Approach.
EVAL_EXTRA:Economic Policy Review .
EVAL_EXTRA:Š16Ë Jorion, P. (2007).
EVAL_EXTRA:Value at Risk: the new benchmark for managing financial risk.
EVAL_EXTRA:Third Edition.
EVAL_EXTRA:New York: McGraw-Hill.
EVAL_EXTRA:Š17Ë Kupiec, P. (1995).
EVAL_EXTRA:Techniques for Verifying the Accuracy of Risk Measurement Models.
EVAL_EXTRA:Journal Risk Management by Banks.
EVAL_EXTRA:RS Official Gazette , No.129/2007, 63/2008 and 112/2008. ~~~ Š19Ë Silvennoinen, A., & Terasvirta, T. (2008).
EVAL_EXTRA:Multivariate GARCH models.
EVAL_EXTRA:Working Paper Series in Economics and Finance No. 669 .
EVAL_EXTRA:Š20Ë Simone Manganelli, R. E. (2001, August).
EVAL_EXTRA:Value at risk models in finance.
EVAL_EXTRA:European Central Bank: Working paper no.75 .
EVAL_EXTRA:Š21Ë Tsay, R. (2002).
EVAL_EXTRA:Analysis of Financial Time Series.
EVAL_EXTRA:Canada: John Wiley & Sons, Inc. Š22Ë Weide, R. v. (2002).
EVAL_EXTRA:GO-GARCH: A Multivariate Generalized Orthogonal GARCH Model.
EVAL_EXTRA:Journal of Applied Econometrics, Vol.17, 549-564.
EVAL_EXTRA:Three-dimensional (3d) Contribution Matrix of Mustainability Strategy, Brand Value and Financial-market Results in Car-industry UDC: 005.51:629.33 Dženis Bajramović 1 1 Faculty of Economics, Niš,Doctoral thesis, dzenis.bajramovic¿hotmail.com XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia Financial and world economic crisis from the end of 2008 and the past 2009 had, without doubt, a very bad impact on the worlds automotive giants, with significant reduction in demand.
EVAL_EXTRA:The notion of sustainable development was first mentioned at the UN meeting held in Rio de Janeiro in 1992; however, it was interpreteted in a way that the sustainable development can by no means hinder the economic growth. ~~~ Rather, it is to be its inte gral part, and the balance between the two should be possible and unavoidable.
EVAL_EXTRA:Š6Ë Thus on 12th December, 2008 the European Parliament adopted a climate and energy package of six items, one item being that the CO2 emissions from individual cars be reduced to 130 g/km by 2015. ~~~ The procedure was planned to be gradual, which means that by 2012, the manufacturers should be limited to 65% of the planned maximum emission in 2015.
EVAL_EXTRA:Oil prices in US dollars per barrel, prior and during (after) the financial crisis Š8Ë It is evident that the normalization of the economic crisis effects results in the rise of oil price.
EVAL_EXTRA:2.
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EVAL_EXTRA:5.
EVAL_EXTRA:Table 1. ~~~ Positions of car manufacturers according to DJSI index from 2002 to 2009 Š10Ë Toyota Mercedes Benz BMW Honda Ford Volkswagen Audi Hyundai Porsche Ferrari Lexus Nissan Table 2. ~~~ Brand positioning of car manufacturers as regards 100 best known brands in the world in the 2001-2009 period, according to InterBrand.
EVAL_EXTRA:It is, however, worth mentioning that Volkswahens brand Audi moved from the 81st position in 2008 to the 65th position in 2009, without investing significantly into RI nor into sustainability concept. ~~~ This is only a short-term affair, though, and the trend will continue until the moment when stricter laws have been enacted, and, on the other hand, as we have already stated, this brand will, as a member of a prospectively sustainable competitor, certainly just adopt the technical solutions of their competition and surpass any complications.
EVAL_EXTRA:Due to mainly the sustainability concept, this manufacturer managed to jump from the 20th position in 2008 to the 18th position in 2009. ~~~ All the above-mentioned leads to a conclusion that there is a direct implication of the sustainability strategy and the holistic marketing upon the brand (trade mark) position on a global level, on the example of BMW at least.
EVAL_EXTRA:Figure 2.
EVAL_EXTRA:Three-dimenzional (3D) matrix of the sustain ability strategy, brand value and financial and market contributions to the company In the presented matrix of the interrelations of the three mentioned factors and the possible two conditions of each of them, 8 factual positions (cubes) can be identified in which the company may find itself.
EVAL_EXTRA:Figure 3: Strategic position (cube) 1 in the 3D matrix The company observes only the margin of legal regulations as regards social responsibility and consequently does not invest much into resources and RI. ~~~ Due to low investments, solid financial results are achieved in the short term, however these results are not sustainable in the long term.
EVAL_EXTRA:Figure 4: Strategic position (cube) 2 in the 3D matrix Figure 6: Strategic position (cube) 4 in the 3D matrix The company invests large assets into RI and works out the solutions with which it goes ahead of the legal regulations, however, it has an unfavourable reputation with the customers and has to devote itself to the brand value and the quality of service, that is, to move to cube 7 for a short time period, since due to larger investments into quality, image and reputation it will lose some of the profit. ~~~ Thus conditions will emerge that the company should move to cube 8 for a longterm period. ~~~ Citroen is one company that can represent such a strategic position.
EVAL_EXTRA:Moving to cube 7, however, means larger investments into RI, which would cause a fall in the financial results, therefore it is unlikely that companies will opt for such a step. ~~~ They will rather copy from the competition and remain on the edge of the legal regulations (i.e., in cube 6).
EVAL_EXTRA:The examples of such a position can be found in the business operations and the strategic positioning of BMW and Daimler (Mercedes).
EVAL_EXTRA:It must, however, be clear that these companies are forced to invest largely into RI, otherwise they could encounter the problems similar to those Porche has.
EVAL_EXTRA:The company has a highly valuable brand and invests large assets and resources into the sustainability strategy, i.e., into RI. ~~~ Figure 10: Strategic position (cube) 8 in the 3D matrix The company achieves good financial results supplying a large market.
EVAL_EXTRA:Š13Ë 5.
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EVAL_EXTRA:REFERENCE Š1Ë Uvod u Europsku Uniju, Mate, Zagreb, str. ~~~ 246, Š2Ë Drucker, P. B2B brend menadžment, Asse, Novi Sad, p. 312, 2007 Š3Ë Kotler, F. Upravljanje marketingom, Mate, Zagreb, p. 17, 2008 Š4Ë Stanković, Lj., Marketing, Ekonomski fakultet u Nišu, p. 24, 2008 Š5Ë Koshevrin, I. ~~~ The Neoclassical Theory of Production and Distribution, Problems of Economics, pp. 19-20, 1988 Š6Ë Richard, Dž.
EVAL_EXTRA:Poslovna Etika, Filip Višnjić, Beograd, pr. ~~~ 243, 2003 Š7Ë European Parliament Adopts Climate and Energy Package (2008), http://www.ieep.eu/, pristupljeno 20.02.2010 Š8Ë Graph plotted on the basis of the data from http://www.opec.org/home/basket.aspx, accessed 26.06.2010 Š9Ë Classification on the basis of the classification in Milisavljević M., Strategijski marketing, Ekonomski fakultet u Beogradu, Beograd, p. 198-199, 2006 Š10Ë Table drawn on the basis of the data for the period 2000-2009, http://www.sustainability-index.com, accessed 11.4.2010 Š11Ë According to InterBrand data, http://www.inter brand.com/best_global_brands.aspx, accessed 24.2.2010 Š12Ë Annual Report 2009, http://www.daimler.com/Projects/c2c/channel/documents/1813321_DAI_2009_Annual_Report.pdf , accessed 28.06.2010 Š13Ë FY2010 Financial Results, http://www.toyota.co.jp/en/ir/financial_results/2010/year_end/presentation.pdf, accessed 28.06.2010 You Tube: Knowledge Management and New Media Services UDC: 005.94 ; 004.738.1 Igor Jovanovski Faculty of Education Bitola I_jovanovski_dh¿yahoo.com XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia This work it about the acquisition, sharing, and dissemination of knowledge using information technology and new media services.
EVAL_EXTRA:This paper will focus on the possibilities of integration New Media services such as YouTube, and creating and sharing knowledge (as an illustrative example of New Media) within a pragmatic framework.
EVAL_EXTRA:Suggestions for the effective integrating of New Media will be researched.
EVAL_EXTRA:Web 2.0 more engaging and playful approaches, provides new formats for creative expression, and encourages learners to experiment with different, innovative, ways of articulating (decoding) their thoughts and ideas.
EVAL_EXTRA:The Learning 2.0 landscape itself is also shaped by experimentation, collaboration and empowerment, allowing learners and teachers to discover new ways of actively and creatively developing their individual competences.
EVAL_EXTRA:1.
EVAL_EXTRA:The Internet provides an additional and very effective medium for creating, sharing, communicating knowledge.1 Since 2003, the Internet has seen impressive growth in end user-driven applications such as blogs, podcasts, wikis, social networking websites, search engines, auction websites, games, Voice over IP and peer-to-peer services.
EVAL_EXTRA:Old media defined as incorporating forms of communication priorto the digital world such as radio, television and printed material and being predominantly linear in nature.
EVAL_EXTRA:In summary, OReilly (2005) states that, .Web 2.0. stands for the idea that the Internet is evolving from a collection of static pages into a vehicle for software services, especially those that foster self-publishing, participation, and collaboration.3 Web 2.0 refers to the range of digital applications that enable interaction, collaboration and sharing between users.
EVAL_EXTRA:2.2 Social Networking Services Social Networking Services.
EVAL_EXTRA:M., (2006), A Handbook of HRM practice, 10 th Edition, London and Philadelphia: Kogan Page, p. 174 2 Redecer.
EVAL_EXTRA:C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities, p. 19 3 Kwan.
EVAL_EXTRA:R., et al. (2008), Enhancing LearningThrough Technology, Research on Emerging Technologies and Pedagogies, London: World Scientific Publishing Co. Pte.
EVAL_EXTRA:Ltd., p 33/35 prise blogs, photos, videos, images, and audio content (OECD, 2007; Cachia, 2008).
EVAL_EXTRA:Prominent examples of social networking services include: (cid:190) Facebook and MySpace (for social networking/socialising), (cid:190) LinkedIn (for professionalnetworking), and (cid:190) Elgg2 (for knowledge accretion and learning).
EVAL_EXTRA:The English version of Wikipedia is the biggest, with 2,573,854 articles in October 2008.27.4 Tagging and social bookmarking Tagging and social bookmarking.
EVAL_EXTRA:Using tags, a photo of a tree could be categorised with both tree and larch, for example.5 This process of organising information through user-generated tags has become known as folksonomy.
EVAL_EXTRA:The types of content that can be tagged vary from: (cid:190) blogs (Technorati); (cid:190) books (Amazon); (cid:190) pictures (Flickr); (cid:190) podcasts (Odeo); (cid:190) videos (YouTube), to even tagging of tags (Pascu, 2008; Anderson, 2007).
EVAL_EXTRA:Media Sharing Services Media Sharing Services.
EVAL_EXTRA:Examples include: 4 Redecer.
EVAL_EXTRA:C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities, p 19 -20 5 Anderson.
EVAL_EXTRA:P., JISC Technology and Standards Watch, Feb. 2007, p 10 (cid:190) Flickr (photos); (cid:190) iTunes (podcasts and vodcasts); (cid:190) Slideshare (presentations); (cid:190) DeviantArt (art work); (cid:190) Scribd (documents) and (cid:190) YouTube (video).
EVAL_EXTRA:Podcasts are audio recordings, usually in MP3 format, of talks, interviews and lectures, which can be played either on a desktop computer or on a wide range of handheld MP3 devices7( example http://www.eslpod.com/website/index_new.html), while vodcast are online delivery of video (example http://www.vodcasts.tv/vc.php).8 Podcasting allows listeners to conveniently keep up-todate with recent audio or video content; vodcasts are video versions of podcasts (online delivery of video).
EVAL_EXTRA:Compared to other social computing services, however, podcasting is less popular: only around 2% of Internet users in Europe used it in 2007 (Pascu, 2008).9 Slideshare (presentations), http://www.slideshare.net/ allow us to upload and share your PowerPoint & Keynote presentations, Word & PDF documents on SlideShare.10 DeviantArt (art work), http://www.deviantart.com/ is an online community showcasing various forms of usermade artwork.11 Scribd (documents), http://www.scribd.com/ is a document - sharing website which allows users to post documents of various formats, and embed them into a web page using its iPaper format.
EVAL_EXTRA:Some 70% of the online population downloads video streams, the majority of which, however, comprise professionally produced videos. ~~~ Below 1% of the visits to popular video sharing sites result in content creation; only some 0.16 % of visits to YouTube are from those creative people uploading their videos.13 YouTube is a popular video sharing website where users can upload, view, and share video clips.
EVAL_EXTRA:C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities, p 21 7 Anderson.
EVAL_EXTRA:P, JISC Technology and Standards Watch, Feb. 2007, p 10 8 Anderson.
EVAL_EXTRA:P, JISC Technology and Standards Watch, Feb. 2007, p 10 9 Redecer.
EVAL_EXTRA:
EVAL_EXTRA:C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities, p 21 10 Slideshere, Retrieved April 15, 2010 from: http://www.slideshare.net/ 11 Deviantart, Retrieved April 15, 2010 from:http://www.deviantart.com/ 12Scribd, Retrieved April 15, 2010 from: http://www.scribd.com/ 13 Redecer.
EVAL_EXTRA:C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities, p 21 14 Kwan.
EVAL_EXTRA:R., et al. (2008), Enhancing LearningThrough Technology, Research on Emerging Technologies and Pedagogies, London: World Scientific Publishing Co. Pte.
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EVAL_EXTRA:51% of users go to YouTube weekly or more often, and 52 percent of 1834 year-olds share videos often with friends and colleagues (YouTube Fact Sheet).15 Using YouTube Video can be a powerful educational and motivational tool.
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EVAL_EXTRA:From instructional videos to an online space to share student authored New Media.16 Example and illustration: Many higher education institutions are embracing social networking services to present their institution to society and to connect with current and prospective learners.17 In December 2008, there were 1,360 university channels on YouTube and many learning-related topic groups.18 The University of California, Berkley, USA, was the first to make full course lectures freely available through YouTube.
EVAL_EXTRA:It runs its own channel as a YouTube partner and provides over 500 video lessons (hours of content),19 like in iTunes.20 In addition, on You Tube exist edu channels from different University21, and, if FON (Sumorg 2010) have channel on You Tube, then we could record and share our presentation (video) on You Tube, with three simple steps using Camtasi Studio22 (with Bluetooth headset connections).23 (cid:190) Record (cid:190) Edit (cid:190) Share24, or in the future, production of HD lessons in full HD format and designing of a system for broadcasting over network distribution from youngest Microsoft system engineer Marko Calasan.
EVAL_EXTRA:Suggested is that educators need to go beyond treating video sharing sites as only virtual libraries and instead emphasize the features more aligned with 15 YouTube Fact Sheet, Retrieved April 15, 2010 from: http://www.youtube.com/t/fact_sheet 16 Kwan.
EVAL_EXTRA:R., et al. (2008), Enhancing LearningThrough Technology, Research on Emerging Technologies and Pedagogies, London: World Scientific Publishing Co. Pte.
EVAL_EXTRA:Ltd., p 33/35 17 Barkley,The University of California, Retrieved April 15, 2010 from: http://berkeley.edu/ 18 Redecer.
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EVAL_EXTRA:C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities, p 21 19Barkley,The University of California, Retrieved April 15, 2010 from: http://berkeley.edu/ 20 Barkley on iTunes Retrieved April 15, 2010 from: http://itunes.berkeley.edu/ 21 You Tube Edu, Retrieved April 15, 2010 from: http://www.youtube.com/channels?s=ytedu_mv 22 TechSmith, Camtasia Studio product tour Retrieved April 15, 2010 from: http://www.techsmith.com/camtasia/features.asp 23 Bluetooth is a proprietary open wireless technology standard for exchanging data over short distances (using short length radio waves) from fixed and mobile devices 24 TechSmith, Camtasia Studio product tour Retrieved April 15, 2010 from: http://www.techsmith.com/camtasia/features.asp 25 Future trends http://www.youtube.com/watch?v=bEDK00vydik&feature=player_embedded social interactivity and participation irrespective of place or time.
EVAL_EXTRA:REFERENCES Š1Ë Armstrong.
EVAL_EXTRA:M., (2006), A Handbook of HRM prac tice, 10 th Edition, London and Philadelphia: Kogan Page Š2Ë Anderson.
EVAL_EXTRA:P., JISC Technology and Standards Watch, Feb. 2007 Š3Ë Barkley, The University of California, http://berke ley.edu/ Š4Ë Barkley on iTunes, http://itunes.berkeley.edu/ Š5Ë Deviant art, http://www.deviantart.com/ Š6Ë Kwan.
EVAL_EXTRA:R., et al. (2008), Enhancing LearningThrough Technology, Research on Emerging Š7Ë Redecer.
EVAL_EXTRA:
EVAL_EXTRA:C., et al. (2009), Learning 2.0:The Impact of Web 2.0 Innovationson Education and Training in Europe, Luxembourg: Office for Official Publications of the European Communities Š8Ë Slideshere, http://www.slideshare.net/ Š9Ë Scribd, http://www.scribd.com/ Š10Ë Technologies and Pedagogies, London: World Scientific Publishing Co. Pte.
EVAL_EXTRA:Ltd. Š11Ë Tech Smith, Camtasia Studio product tour, http://www.techsmith.com/camtasia/features.asp Š12Ë YouTube Fact Sheet, http://www.youtube.com/t/fact_sheet Š13Ë You Tube Edu, http://www.youtube.com/chan nels?s=ytedu_mv External Measures of Managers Success to Create Shareholder Value UDC: 005.915:347.725 Milan Čupić Faculty of Economics, Kragujevac External value measures are the favorite tools of modern investors and managers to assess current and prospective companys ability to achieve the goal of maximizing shareholder value.
EVAL_EXTRA:Similar findings were obtained in the developing countries, where the investors are ready to pay 20-40% more for the shares with a good corporate management Š2Ë. Modigliani and Miller studied the impact of managers upon the share prices.
EVAL_EXTRA:Capital expenses; 3. ~~~ Net operating profit after taxes or NOPAT; 4. ~~~ Returns rate to new investments Š15Ë.
EVAL_EXTRA:The MVA is the difference between the market value of the company and the book value of the capital invested into the company, and is calculated using the following model: MVA = Market value of the company - Invested capital (1) The MVA allows for the assessment of the effects the management of the company achieves investing the capital it is entrusted.
EVAL_EXTRA:Since the market value of the borrowed capital in practice generally approximates its book value, the following method can also be implemented to establish the MVA: MVA = Market value of shares - Capital subscribed by shareholders (2) As to the invested capital, it is generally defined as a sum of financial assets obtained from a variety of external sources, as well as by the profit accumulation, for the purpose of investing into further business operations of the company.
EVAL_EXTRA:In the Stern Stewart & Company they maintain that the MVA is equal to the present value of all the future EVAs, namely: EVA n MVA = ‡ + + + k 1( = i t ) t (3) Starting from the formulae 1 and 3, it is clear that the market value of the company may be maximized if the present value of the future EVA is maximized, which can be seen in the following formula:The first research Market value = Capital invested EVA n + ‡ + t + + k ) 1( = i t (4) into the correlation between the EVA and the MVA was conducted by the Stern Stewart Company analysts in 1989, on a sample of 613 companies from the list of 1000 most successful companies in the U.S.A.
EVAL_EXTRA:One way to surpass these problems is to compute the excess returns (ER) using the following formula: ER = Value created - Value expected (5) The created value is equal to the present value of all money inflows the shareholders achieved (e.g., dividends), accrued for the current market share value.
EVAL_EXTRA:The MBR is most frequently computted using the following formula: MBR = Market value of the company Capital invested (6) Similarly to the formula used to compute the MVA and due to the assumprion that the market value of the borrowed capital approximates its book value, the MBR can in practice be computed using the following formula: MBR = Market value of shares Capital subscribed by shareholders (7) Regardless of the formula employed, this indicator is considered to be the expression of the market estimation of the company prospects, namely, the managers achievement on the value creation plan.
EVAL_EXTRA:Consequently, the MBR can be calculated in the following way: MBR = ROE - g ke - g (8) where ke = the cost of equity, and g = the anticipated growth rate of the company (profits and/or dividends).
EVAL_EXTRA:The correlation between the MBR and the P/E ratio is also stressed, which is evident in the following formula: MBR = ROE × P/E ratio (9) The MBR can be expected to rise with the rise of the ROE and the P/E ratios.
EVAL_EXTRA:This is not unusual if we have in mind that the MVA and the MBR, although they rank companies differently as regards their capacity to create value, mark these same companies as creators or destructors of value. ~~~ Above mentioned are a number of theoretical and in practice partially proven views as regards the power of the MBR to create value, or success of the management.
EVAL_EXTRA:4.
EVAL_EXTRA:Total shareholder return The total shareholder return (TSR) is generally calculated using the following formula: Two basic elements of the total shareholder return (value) can be identified in the above formula: a) the dividend rate, as a ratio between the dividend and the price per share, and b) the percentile change in the share price (percenage of capital gain or loss).
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:The TSR is therefore possible to calculate using the following formula: TS R = Growth rate of EBITDA + % change of P/E ratio + % change in FCF (11) Although they seem to be meaningful, both the system of value creation and the formula 11, developed by the BCG company, have certain flaws.
EVAL_EXTRA:Figure 2.
EVAL_EXTRA:Outstanding among these are the following: The TSR does not bring together the capital invested into the company and the shareholder returns.
EVAL_EXTRA:It is for this reason that companies that had different amounts of equity at disposal and achieved the same shareholder returns may have the same TSRs. larger than the cost of capital.
EVAL_EXTRA:
EVAL_EXTRA:This problem is especially evident in comparing the companies with the same TSR, but belonging to different risk classes.
EVAL_EXTRA:It is difficult to estimate to what extent the movements of share prices and the TSR are the result of the management decisions and activities, and how much they are under the impact of other factors, especially the investors expectations that could be over-optimistic or over-pessimistic.
EVAL_EXTRA:The question then is to what extent the TSR is capable of measuting the preformance of management and the intrinsic value of the company.
EVAL_EXTRA:The TSR is under a strong impact of the length of the selected period of observation, i.e., the TSR defined for a one-year period may significantly differ from that defined for a longer period of time.
EVAL_EXTRA:The TSR does not take into account the cost of the employed capital, that is, the desired shareholder return rate.
EVAL_EXTRA:According to one, WAI is calculated in the following manner: WA I = ∆MC - E P + Dividende - ∆EC (12) Some elements of the formula 12 require a brief explanation: The change in the market capitalization of the company (∆MC) is defined by comparing the market capitalisations at the end and at the beginning of the measuring period.
EVAL_EXTRA:The expected return (EP) is determined by multiplying the market capitalization at the beginning of the measuring period by the cost of equity.
EVAL_EXTRA:The new issues of shares (∆EC), that is, shares issued during the measuring period, are calculated as an output of the values of the shares issued and the cost of equity.
EVAL_EXTRA:The other approach to calculating WAI is presented in formula 13: WA I = (TSR - k) × MC0 (13) where k = cost of capital, and MC0 = market capitalization at the beginning of the day.
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EVAL_EXTRA:REFERENCE Š1Ë Arnold, G., Corporate Financial Management, Pearson Education Ltd., 2005.
EVAL_EXTRA:Š2Ë Barton, D., Wong, S.C.Y., Improving board per formance in emerging markets, The McKinsey Quarterly 2006, no. ~~~ 1: 35-43.
EVAL_EXTRA:Š3Ë Bodie, Z., Kane, A., Marcus, A.J., Investments, McGraw Hill, 2005. ~~~ Š4Ë Coombes, P., Watson, M., Three surveys on cor porate governance, The McKinsey Quarterly 2000, no. ~~~ 4: 74-77.
EVAL_EXTRA:Š5Ë De Wet, JHvH, EVA versus traditional accounting measures of performance as drivers of shareholder value a comparative analysis, Meditari Accountancy Research, Vol. 13, no.
EVAL_EXTRA:2: 1-16.
EVAL_EXTRA:Š6Ë Deelder, B., Goedhart, M.H., Agrawal, A., A better way to understand TRS, McKinsey Quarterly 2008, no. ~~~ 28: 26-30.
EVAL_EXTRA:Š7Ë Dobbs, R., Koller, T., Measuring stock market perfomance, The McKinsey Quarterly 2005 special edition: Value and performance: 17-27.
EVAL_EXTRA:Š8Ë Fernandez, P., Valuation Methods and Shareholder Value Creation, Elsevier Science, 2002.
EVAL_EXTRA:Š9Ë Keef, S., Roush, M., Does MVA measure up?
EVAL_EXTRA:Financial Management, vol. 31, issue 4: 20-21.
EVAL_EXTRA:Š10Ë Mauboussin, M.J., In Defense of Shareholder Value. www.lmcm.com/pdf/InDefenseofShareholderValu e.pd, accessed 20.07.2010.
EVAL_EXTRA:Š11Ë Olsen, E., Plaschke, F., Stelter, D., Avoiding the Cash Trap, The 2007 BCG Value Creators Report. accessed to www.bcg.com., on 01.06.2010.
EVAL_EXTRA:Š12Ë Olsen, E., Plaschke, F., Stelter, D., Missing Link: Focusing Corporate Strategy on Value Creation, The 2008 BCG Value Creators Report. www.bcg.com., accessed 01.06.2010.
EVAL_EXTRA:Š13Ë Ramana, D.V., Market Value Added and Economic Value Added: Some Empirical Evidences, Social Science Research Network Working Paper Series (December, 2005).
EVAL_EXTRA:Š14Ë Shapiro, A., In Defense of Shareholder Value, L.E.K Consluting Shareholder Value Insights, Vol. 22.
EVAL_EXTRA:(January 2003):1-8.
EVAL_EXTRA:Š15Ë Stern, E., Pigott, J., Introduction to the Wealth Added Index: A New performance Measurement and Strategic Planning Platform, http://www.sternstewart.com/research/Introductio n_to_the_Wealth_Added_Index_A_New%20Perf ormance_Measurement_and_Strategic_Planning_ Platform.pdf, accessed 10.07.2010.
EVAL_EXTRA:Š16Ë Velez-Pareja, I., Value creation and its measure ment: a critical look at EVA, Social Science Research Network Working Paper Series (August, 2001).
EVAL_EXTRA:Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:1.
EVAL_EXTRA:INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2]
EVAL_EXTRA:Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade. ~~~ Proceedings of work, SINFF-N, page 75 -81.
EVAL_EXTRA:Zlatibor 2010 - 57 Number 57, Year XV December 2010.
EVAL_EXTRA:Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950 868 E-mail: manage¿fon.rs http://management.fon.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl.
EVAL_EXTRA:ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Knowledge based economy the base of economic growthand development Sandra Jednak, Dragana Kragulj Project management and the creation of economic policyguidelines at the sub-national level Walter Scherrer Importance of strategic management accounting for bank management Snežana Knežević, Miloš Milosavljević, Veljko Dmitrović Budgetary changes at local level in Slovenia in crisis Uroš Pinterič Zero waste as a new concept for sustainable waste management Nataša Petrović, Sonja Išljamović, Veljko Jeremić Measuring competitiveness as a precondition of economic management Nikola Milović New paradigm of management: the commitment to innovation and sustainable competitive adventage Valentina Malešević Conceptual basis of policy of competitiveness under the conditions of the Slovak economics Jaroslava Hečkova, Alexandra Chapčakova, Ivana Butoracova Data envelopment analysis and its application in education Violeta Cvetkoska Knowledge Based Economy the Base of Economic Growth and Development UDC: 005.94 ; 330.341:005.336.4 Sandra Jednak1, Dragana Kragulj1 1Faculty of Organizational Sciences, Belgrade Economic development is a complex social process.
EVAL_EXTRA:Knowledge as factor of economic growth and development There are numerous factors of economic growth and development of a country or a region.
EVAL_EXTRA:The impact of all the three types of capital upon the economic process and social wealth is illustrated in Figure 1.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:The impact of physical, natural and human capital upon economic process and social wealth Source: Barbier B. Edward, The Role of Natural Resources in Economic Development, University of Wyoming, 2003, p. 255.
EVAL_EXTRA:It is used in the production process and affects both production and the environment. ~~~ It has a crucial impact upon the growth of social wealth.
EVAL_EXTRA:Human capital (Kh) includes knowledge, skills, competences, and abilities of labour force necessary in the production process.
EVAL_EXTRA:It ensures research and development that leads to technical and technological innovation and larger social wealth.
EVAL_EXTRA:Natural capital (Kn) or natural resources are materials and energy consumptive inputs used in production.
EVAL_EXTRA:Appropriately oriented, natural capital supports the population to employ ecology to contribute to the health of people and their safe life, thus increasing social wealth.
EVAL_EXTRA:Tt is necessary that economic policies be improved and business activities and profitable processes be maintained. ~~~ It is also necessary that employment should be increased, but also the level of knowledge, to stimulate the development of new products and processes and hence improve productivity, production and the amount of social wealth.
EVAL_EXTRA:A flexible financial market generates venture capital to finance the innovation of the company. ~~~ 3) Labour market flexibility is important because of the presence of technological change.
EVAL_EXTRA:The possibility of migration between different jobs and a flexible labour market include life-long learning and ensure permanent improvement and education. ~~~ 4) The ICT skills are essential for the ICT sector as well as all other sectors that implement new technologies.
EVAL_EXTRA:In the EU they amount to 25% of the total research and development of the entire economy; 2) Common market allows for the economy of scope and a larger market for ICT diffusion to develop.
EVAL_EXTRA:The lack of appropriate regimes, however, may end in the market fragmentation, especially in the fields of intellectual rights protection, of standardization and of security; 3) The Small and Medium-sized Enterprise sector makes a majority of the European economy.
EVAL_EXTRA:An integrated e-Business policy should stimulate firms to implement ICT to a larger extent; 4) ICT implementation by the government and the availability of modern on-line services can increase the ICT implementation and productivity.
EVAL_EXTRA:Hence the Lisbon Strategy was amended and improved in March 2005.
EVAL_EXTRA:The report on the goals accomplished and the results of the Lisbon Strategy implementation was prepared under the leadership of Wim Koka, in 2005, therefore it was named Kokas report.
EVAL_EXTRA:The report showed that the set goals were not achieved to the extent they were expected and planned to be achieved.
EVAL_EXTRA:Š3Ë Graph 1.
EVAL_EXTRA:The living standard in the USA was higher. ~~~ In the 1980s this gap decreased, to increase again in 1990s.
EVAL_EXTRA:In 2005 the gap in the living standards between the USA and the EU15 amounted to 30%, whereas it was 35% for the EU25. ~~~ The USA has always had a higher economic growth rate, except in late 1990s and at the beginning of 2007, when the economic crisis in the American economy started.
EVAL_EXTRA:Graph 2.
EVAL_EXTRA:Growth rate of real GDPs of EU and USA, year per year percentage change, 2000-2011 period Source: Eurostat In order that the strategic goal of the EU, the rise in the economic growth and employment, be achieved, it is necessary that labour productivity be higher.
EVAL_EXTRA:Graph 3. ~~~ Labour productivity per working hour in EU and USA, GDP (PPP) EU-15=100, 2000-2009 period.
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EVAL_EXTRA:Š6Ë 5.
EVAL_EXTRA:REFERENCE Š1Ë Barbier B. Edward, The Role of Natural Resources in Economic Development, University of Wyoming, 2003, http://homepage.univie.ac.at/adusei.jumah/natural_r esources.pdf Š2Ë Cook P., Leydesdorff L., Regional Development in the Knowledge-Based Economy: The Construction of Advantage, Journal of Technology Transfer, 31: 5-15, 2006.
EVAL_EXTRA:Š3Ë Eurostat Š4Ë Growth and Opportunity Prioritising Economic Reform in Europe, HM TREASURY, February 2005, http://www.berr.gov.uk/files/file25094.pdf Š5Ë i2010 High Level Group, The Economic Impact of ICT: Evidence and Questions, Information Space, Innovation & Investment in R&D, Inclusion, 20 April 2006, http://ec.europa.eu/information_society/eeurope/i2010/docs/high_level_group/i2010_benc hmarking_framework.pdf Š6Ë Jednak J., Ekonomija Evropske unije, BPŠ VŠSS, Beograd, 2010.
EVAL_EXTRA:Š7Ë Jednak S., Kragulj D., Jednak D., Znanje kao fak tor privrednog razvoja, SYMORG 2010, 2010.
EVAL_EXTRA:Š8Ë Kesner-Škreb Marina, Lisabonska strategija, Institut za javne finansije, Zagreb, Pojmovnik, UDK 331.5:364.23(4-67EU) Š9Ë Kragulj D., Ekonomija osnovi mikroekonomske i makroekonomske analize, Beograd, 2010.
EVAL_EXTRA:Š10Ë Lavrnchenko O., Bonchuk T., Knowledge and Information as a Basis of Societys Economic Development, http://fse.tibiscus.ro/anale/Lucrari2009/086.%20La vrinchenko,%20Bonchuk.pdf Š11Ë OECD, Working Party on the Information Economy: New Perspectives on ICT Skills and Employment, 2004.
EVAL_EXTRA:Summary, http://www.fes.hr/Ebooks/pdf/Economic%20Development/10.pdf Š14Ë Rahimić Z., Kožo A., Building and Development of the Knowledge Based Economy in Bosnia and Herzegovina, 2009, http://ideas.repec.org/a/osi/journl/v5y2009p111122.html Š15Ë Republički zavod za razvoj Srbije, Strategije, Š12Ë Papanek G., Economic Growth versus Economic www.razvoj.gov.rs Development, Periodica Polythecnikca Ser.Soc.Man. SCI, Vol.10, No.2, pp. 201-213, 2002., http://www.pp.bme.hu/so/2002_2/pdf/so2002_2_02. pdf Š13Ë Plostajner Z., Briski A., Economic Development Š16Ë Tang S., Knowledge as Production Factor: Toward a Unified Theory Of Economic Growth, http://iaps.cass.cn/UploadFile/2005102203439560.p df Š17Ë Towards a Green and Innovative Economy, 2009. http://ec.europa.eu/archives/growthandjobs_2009 on the Local and Regional Level: Workshop Š18Ë Transition Report 2008, EBRD.
EVAL_EXTRA:Project Management and the Creation of Economic Policy Guidelines at the Sub-national Level UDC: 005.8 ; 338.24 Walter Scherrer University of Salzburg, Department of Economics and Social Science walter.scherrer¿sbg.ac.at XII International Symposium SymOrg 2010, 09.
EVAL_EXTRA:Defining the Public Interest and Measuring Project Success A marked difference to private business sector projects is the difficulty to define the public interest.
EVAL_EXTRA:A further problem with the CEPG-project is the difficulty to attribute actual economic performance to the strategies suggested by the project.
EVAL_EXTRA:A regions economic performance depends on a variety of influencing factors which are not under the control of the regions authorities.
EVAL_EXTRA:These challenges are: managing multiple stakeholders, adapting to a changing political landscape, understanding local politics, dealing with public scrutiny, and dealing with personnel constraints In public sector projects usually several stakeholders from other agencies and outside the public sector with varied interests are involved.
EVAL_EXTRA:The inclusion and management of a multitude of stakeholders has turned out to be a major challenge in CEPG-projects (see Scherrer Š7Ë) and will therefore be dealt with in more detail in section 3.
EVAL_EXTRA:2.3.
EVAL_EXTRA:Project types can be distinguished according to various dimensions, e.g. according to: the project initiation and project operation: inter nal vs. external projects; the size of the project in terms of resources and time required for the project; the projects degree of uniqueness: pioneer proj ects vs. routine projects; the nature of the endeavour: the project task may be well defined in advance with a limited amount of possible modes of delivery (closed task) vs. projects which are characterised by a variety of possible modes of delivery (open task); and the degree of social complexity of the project: low complexity projects due to a small number of stakeholders involved with only moderate differences of interests and approaches to problem solving, simple modes of causation and thus relatively low risk to accomplish project goals vs. highly complex projects requiring interdisciplinary cooperation, being politically controversial, and involving many stakeholders with diverging interests.
EVAL_EXTRA:Diagram 1: Project types; Source Kuster Š2Ë, translated and adjusted by W.S. Pioneer projects entail fundamental consequences for the organisation undertaking the project.
EVAL_EXTRA:Summing up: Project management is a useful tool for handling a CEPG-project The analysis showed that project management is a useful tool to for handling the process of creating economic policy guidelines at the sub-national level.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë Joyce, P., Strategic management for the public serv ices, Open University Press, Buckingham, 1999. ~~~ Š2Ë Kuster, J. et al. (eds), Handbuch Projektmanagement, 2. ~~~ ed., Springer, Berlin 2008. ~~~ Š3Ë Lock, D., Project management, 9. ~~~ ed., Gower, Aldershot, 2007.
EVAL_EXTRA:Š4Ë Niskanen, W. A., The opportunities for political entrepreneurship, in: W. A. Niskanen (ed.), Policy analysis and Public Choice, Edward Elgar, Cheltenham, 1998, 321-328. ~~~ Š5Ë PMI Project Management Institute, Project Management Body of Knowledge (PMBOK), 4th edition, 2008. ~~~ Š6Ë PMI Project Management Institute, Five challenges and trends affecting how project management works in todays public sector, http://www.pmi.org/Pages/default.aspx, download: 2010-04-03.
EVAL_EXTRA:Š7Ë Scherrer, W., Administrative and politico-econom ic Issues of creating strategic economic policy guidelines at the sub-national level, in: M. Vintar and P. Pevcin (eds.), Contemporary Issues in Public Policy and Administrative Organisation in South-East Europe, University of Ljubljana, Ljubljana, 2009, 203-219.
EVAL_EXTRA:Š8Ë Wirick, D., Public-Sector Project Management.
EVAL_EXTRA:Meeting the Challenges and Achieving Results, John Wiley, Hoboken/N.J., 2009.
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EVAL_EXTRA:Importance of Strategic Management Accounting for Bank Management UDC: 005.51:336.71 ; 007:336.71]:004 Snežana Knežević¹, Miloš Milosavljević¹, Veljko Dmitrović¹, ¹Faculty of Organizational Sciences, Belgrade As part of significant dynamic changes in the banking sector, the aim of this paper is to identify the information portfolio for strategic management in Serbian banks.
EVAL_EXTRA:1. ~~~ Introduction Strategic decisions refer to the conduct strategy and actually define the level to which a bank is developed, the profits distribution, the capitalization level, the decisions on reorganization, the development of the existing and the introduction of new bank products, etc. ~~~ The complexity of the strategic management accounting techniques themselves in the banks goes far beyond those quoted and described in the academic studies so far Š1Ë.
EVAL_EXTRA:Strategic management accounting as support function to strategic management The strategic management accounting is a modern academic response to the impulses created by a dynamic business environment.
EVAL_EXTRA:All the activities classed as primary activities and logistic acitivities are included in designing the product or the service for the customer, and hence in the resulting value creation for the customer Š8Ë. Specific aspects of the analysis refer to the theoretical approach that explicitly links the supply chain re-configuration with the change in profits resulting from the strategic decisions implemented Š9Ë.
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EVAL_EXTRA:Certain studies point to the fact that the majority of strategic management accounting features has long become inherent to banks and other business organizations Š10Ë. Strategically oriented management accounting is a source of information oriented towards management, concerned with the future rather than with the past, especially oriented towards strategic business units and to the most important resources of banking business operations their own capital as a guarantee, the human resources and the investments.
EVAL_EXTRA:A reliable accounting information system should ensure the following: 1. information gathering, classifying and processing at lowest costs; 2. prompt provision of various surveys, financial reports and tax returns; 3. generating of valid accounting information of suffi cient scope; 4. prevention of thefts and any other financial misuse, i.e. reducing these to the least possible amount; 5. comparison of current and previous financial reports or those accomplished with targeted values.
EVAL_EXTRA:The strategically oriented management accounting is expected to provide a strong information support that will allow for the execution of preventive measures for the purpose of eliminating ineffective business results In this sense it is necessary that the management accounting be first incorporated into the banks accounting system, and then assigned a strategic role.
EVAL_EXTRA:The bank capital can be observed from various points of view, namely: (1) organizational capital as a method of banks business doing; (2) intellectual capital which primarily includes human resources; and (3) capital in the form of clients and customers of the bank. valid information to be used in defining the alternate directions of strategic activities, primarily for a strategic positioning of the bank.
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EVAL_EXTRA:Risk management should be a daily activity of the managers of respective business fields of the bank. ~~~ The bank management should also introduce an adequate internal control which will include internal auditing too.
EVAL_EXTRA:A strategically oriented management accountant can be called the information-for-the- future manager and is expected to supply the banks top management with Significant innovation on the financial market that emerged in the last few years and the internationalization of financial flows have radically changed the nature of banking.
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EVAL_EXTRA:The information system that will support the strategic orientation of management accounting includes elementary subsystems for: planning and analysis of bank costs; planning and analysis of bank income, expenditure and profits; planning and analysis of bank capital; identifying risk profile and the banks need for capital; monitoring the competition among banks, in relation to non-banking institutions; provision of specific profitability analyses; planning and analysis of cash flows; monitoring and conducting executive actions; coordination with the accounting and marketing information systems for the purpose of the analysis of the current clients and customers, as well as an insight into prospective banks clients; ecological and other issues of socially responsible business.
EVAL_EXTRA:This requires that three types of activities should be performed: risk identification; quantitative statement of risks (if this risk is immanent to the particular type of risk); risk exposure controlling.
EVAL_EXTRA:This accounting is in turn one type of early identification information system that signals possible opportunities and threats. ~~~ Namely, however important the what happened may be, the what will happen is more important.
EVAL_EXTRA:REFERENCE Š1Ë Scapens, R.W., and Bromwich, M. (2001).
EVAL_EXTRA:Editorial report: management accounting research: the first decade, Management Accounting Research, 12 (2), pp. 245-254.
EVAL_EXTRA:Š2Ë Tillmann, K. and Goddard, A. (2008). ~~~ Strategic management accounting and sense-making in a multinational company, Management Accounting Research 19, pp. 80-102.
EVAL_EXTRA:Š3Ë Bouwens, J., Abernethy, M.A., (1996). ~~~ The consequences of costumerisation on management accounting system design, Accounting Organizations and Society, 25, pp. 221-241.
EVAL_EXTRA:Š4Ë Hyvonen, J. (2007). ~~~ Strategy, performance measurement techniques and information technology of the firm and their links to organizational performance, Management Accounting Research, 18, pp. 343-366.
EVAL_EXTRA:Š5Ë Simmonds K., (1981) The Fundamentals of Strategic Management Accounting, London.
EVAL_EXTRA:Š6Ë Bromwich, M., and Bhimani, A. I., (1994), Management Accounting — Pathways to Progress, London.
EVAL_EXTRA:Š7Ë Guilding, C. and Pike, R. (1990), Intangible Marketing Assets: A Managerial Accounting Perspective.
EVAL_EXTRA:Accounting & Business Research, 21 (18), pp. 41-9. ~~~ Š8Ë Dess, G., Lampkin, T., and Eisner B. (2007).
EVAL_EXTRA:Strategijski menadžment.
EVAL_EXTRA:Beograd: Data Status.
EVAL_EXTRA:Š9Ë Shank, J. K., Lawler, W. C. and Carr, L. P. (2004).
EVAL_EXTRA:The Profit Impact of Value Chain Reconfiguration: Blending Strategic Cost Management (SCM) and Acton-Profit-Linkage (Apl) Perspective.
EVAL_EXTRA:Advances in Management Accounting, 12. ~~~ Š10Ë Lord, B. (1996).
EVAL_EXTRA:Strategic management accounting: the emperors new clothes?
EVAL_EXTRA:Management Accounting Research,7, pp 347-366. ~~~ Š11Ë Seal, W., Garrison, R. and Noreen, E. (2006).
EVAL_EXTRA:Management Accounting, New Jersey: McGrawHill.
EVAL_EXTRA:Š12Ë Chenhall, R. (1997).
EVAL_EXTRA:Reliance on manufacturing performance measures, total quality management and organizational performance, Management Accounting Research, 8, pp. 187-206. ~~~ Š13Ë Perera, S., Harrison, G. and Poole, M., (1997).
EVAL_EXTRA:Customer-focused manufacturing strategy and the use of operations-based non-financial performance measures: research notes, Accounting Organizations and Society, 18 (1), pp. 81-100. a Š14Ë Markovski S. Kedev B. (2002).
EVAL_EXTRA:Smetkovodstvo na menadžmentot, Skoplje: Ekonomski fakultet, pp. 17-32.
EVAL_EXTRA:Š15Ë Kaplan, R.S., 1998.
EVAL_EXTRA:Creating New Management Practice through Innovation Action Research, Journal of Management Accounting Research, 10, pp. 89-118.
EVAL_EXTRA:Š16Ë Labro, E. & Tuomela, T.S. (2003).
EVAL_EXTRA:On bringing more action into management accounting research: Process considerations based on two constructive case studies.
EVAL_EXTRA:European Accounting Review, 12 (3), pp. 409-442. ~~~ Š17Ë Kasanen, E., Lukka, K. & Siitonen, A., (1993).
EVAL_EXTRA:The Constructive Approach in Management Accounting Research, Journal of Management Accounting Research, 5, pp. 243-264. ~~~ Š18Ë Ittner, C.D & Larcker, D.F., (2002).
EVAL_EXTRA:Empirical managerial accounting research: are we just describing management consulting practice, European Accounting Review, 11 (4), pp. 787-794. ~~~ Š19Ë Blacher J.E., Stout E.D., Cokins G., Chen H.K.(2008).
EVAL_EXTRA:Cost Management A Strategic Emphasis.
EVAL_EXTRA:New Jersey: McGraw Hill.
EVAL_EXTRA:Š20Ë Hopper T., Northcott D., Scapens R. (2007).
EVAL_EXTRA:Issues un Management Accointing.
EVAL_EXTRA:London: Pearson, Education Limited.
EVAL_EXTRA:Š21Ë Dent, J.F., (1990).
EVAL_EXTRA:Strategy, organization and control: some possibilities for accounting research.
EVAL_EXTRA:Accounting Organizations and Society 15 (1/2), pp. 325.
EVAL_EXTRA:Š22Ë Ahrens, T., (1997).
EVAL_EXTRA:Strategic interventions of management accountants: everyday practice of British and German brewers.
EVAL_EXTRA:The European Accounting Review 6 (4), pp. 557588.
EVAL_EXTRA:Š23Ë Knežević, S.: Strategijsko odlučivanje u bankama na osnovu informacija upravljačkog računovodtsva, Beograd: Beogradska poslovna škola, 2006.
EVAL_EXTRA:Š24Ë Bhimani, A. ~~~ And Langfield-Smith, K. (2007).
EVAL_EXTRA:Structure, formality and the importance of financial and non-financial information in strategy development and implementation.
EVAL_EXTRA:Management Accounting Research, 18, pp. 3-31.
EVAL_EXTRA:Budgetary Changes at Local Level in Slovenia in Crisis UDC: 336.14:352(497.4)2008 ; 338.124.4(497.4) Uroš Pinterič School of Advanced Social Studies, Nova Gorica uros.pinteric¿fuds.si XII International Symposium SymOrg 2010, 09.
EVAL_EXTRA:Statistical region Goriška Gorenjska Osrednjeslovenska Savinjska Koroška Podravska Pomurska Zasavska Posavska Notranjsko-kraška Obalnokraška Jugovzhodna Slovenija Table 1: List of municipalities Higher share of employees in agriculture in region (as share of employees in agriculture compared to total active population) Brda Vodice Moravče Solčava Prevalje Starše Moravske Toplice Trbovlje Brežice Postojna Hrpelje Kozina [kocjan Lower share of employees in agriculture in region (as share of employees in agriculture compared to total active population) Ajdovščina [kofja Loka Mengeš Nazarje Mežica Hoče Slivnica Lendava Hrastnik Krško Cerknica Piran Straža Source: Š2Ë None of selected municipalities has special status of city municipality (that brings special position in local government system in Slovenia), however in some cases there are differences in size (area as well as population).
EVAL_EXTRA:2. ~~~ Measuring effects of economic crisis on local budgets Economic crisis seems to be most frequent phrase in 2008/10.
EVAL_EXTRA:Second, opposite pole is system of state intervention in market economy, generally to prevent few important market failures, such as negative exteralies, providing so called public goods where private economy is not interested or it can ride on natural or created monopoly where demand is irrelevant and consequently service is not provided adequately or prices are not optimized by market.
EVAL_EXTRA:Personal income tax rates shall drop only in 2008 and fall even lower in 2009, Real estate tax together with interest rate tax shall get lower in 2008 as well.
EVAL_EXTRA:Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica National average 39,6% 39,7% 22,6% 35% 50,4% 48,5% 10,8% 33,3% 39% 46,7% 31,8% 41,3% 19,1% 29,5% 40,1% 57,9% 23,4% 32,8% 31,4% 27,6% 41% 25,6% 49% 22% 40,4% 37,7% 41% 26,5% 20,8% 34,7% 44,7% 11,6% 32,2% 42,5% 44,1% 29,2% 44% 19,7% 24,7% 37,7% 60,5% 23,7% 31,2% 30% 29,5% 47,3% 34,9% 40,9% 31,3% 39,3% 54,8% 54,2% 53,8% 28,6% 45,6% 51,7% 56,7% 50,7% 61,8% 68% 55,2% 64,3% 54,2% 57,3% 52,9% 60,6% 69,7% 62,3% 58,9% 42,7% 62,4% 62% 52,2% 54,2% 51,7% 58,1% 56,3% 41,2% 34,4% 58,9% 51,6% 45,8% 57,1% 60% 52,4% 54,2% 62,8% 37% 47,3% 72,3% 66,2% 58,4% 57,3% 49,1% 37,8% 46,6% 55,2% 43,6% 56,9% 49,4% Table 2: Personal income tax Š1Ë Real estate and financial taxation indirectly shows how much can people and economy effort bigger expenses.
EVAL_EXTRA:While other locations kept their average interest rates. ~~~ Measured via real estate tax income that is paid in the municipality where sold real estate exists).
EVAL_EXTRA:Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k.
EVAL_EXTRA:Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice Lendava 0,6% 1,6% 2,6% 5,3% 9,9% 3,2% 0,1% 1,5% 1,2% 1% 0,6% 2,3% 1,2% 1,1% 1,1% 1,9% 3,7% 4% 3,8% 2,9% 0% 2,6% 1,8% 1,1% 0,7% 4,1% 1,7% 1,5% 1,2% 2,3% 5,2% 8% 2,9% 2,4% 0,5% 1,5% 1,3% 1,1% 1% 3,4% 1,7% 1,3% 2% 1,4% 3,7% 7,6% 3,2% 2,2% 0,3% 1,5% 1,1% 0,5% 0,4% 3,1% 1% 1,1% Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica National average 1,8% 4,5% 0,7% 1,6% 1,6% 0,9% 1,9% 0,8% 2,6% 1,5% 2,8% Table 3: Real estate and other financial taxes 1,8% 3% 1,1% 1,8% 1,7% 1,1% 1,7% 0,6% 3% 1,2% 2,7% 2,4% 4,1% 1,2% 2,5% 1,7% 1,2% 1,5% 0,6% 3,1% 2,3% 3,3% 1,7% 6,2% 1,6% 1,7% 1,3% 0,9% 1,1% 0,7% 2% 1,8% 2,6% Š1Ë Government subsidies are in opposite relation with personal income tax in relation to change of legislation in 2007.
EVAL_EXTRA:Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k.
EVAL_EXTRA:Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica National average 25,6% 20,5% 14,4% 3,9% 9,1% 6,9% 80,3% 38,8% 31,1% 27,5% 20,6% 20% 51,5% 29,8% 38,7% 3,5% 61,7% 28,8% 34,5% 20,5% 16,4% 21,2% 8,7% 21,9% 18,8% 24,4% 21,5% 19,6% 5,1% 1,7% 5,1% 78% 34,5% 25,2% 22,2% 33% 16,8% 54.5% 31,4% 34,5% 3,9% 61,4% 29,6% 33,9% 21,4% 13,8% 23% 13% 24,3% 18,7% 11,9% 4,8% 6,8% 5,7% 1,4% 2,8% 28,8% 13% 7,7% 8,1% 10,1% 3,1% 13,5% 15,1% 4,6% 0,3% 17,4% 6% 10% 6,6% 3,8% 2,6% 8,7% 8,9% 7,4% 3,6% 0,9% 9,9% 5,6% 3% 2,5% 46% 16,2% 3,5% 18,7% 8,9% 8,7% 46,4% 17,1% 5,8% 0,8% 21,3% 8,4% 18,5% 3,4% 3,7% 2,5% 5,7% 7,5% 7,9% Š1Ë Table 4: Government subsidies On the expenditure side of local budgets salaries are one of main expenses in municipalities.
EVAL_EXTRA:Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k.
EVAL_EXTRA:Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica National average 6,6% 4,5% 4,2% 7,4% 4,1% 5,5% 9,8% 5,8% 7,5% 5,6% 8,2% 5,9% 4,6% 9,7% 7,8% 6,2% 3,2% 4,5% 5,1% 5,4% 5,3% 4,7% 7,7% 2,6% 5,6% 6,1% 4,1% 3,6% 6,7% 3,4% 5,6% 12,7% 4,8% 7,1% 5,2% 5,8% 6,7% 4,1% 5,6% 6,6% 4,9% 3% 4,1% 4,3% 5% 6,2% 6,2% 6% 3% 5% 5,8% 3,6% 4,5% 7,1% 5% 4,9% 10,4% 3,4% 6,9% 4,8% 8,2% 5,7% 4,5% 9% 4,9% 6,4% 3,3% 5,1% 5,3% 5,2% 5,7% 6,3% 4,1% 3,8% 5,2% 6% 4,1% 3,6% 6,5% 6,7% 5,6% 8,6% 3,3% 6,9% 4,2% 7,7% 4,7% 3,2% 6,1% 5,8% 6,1% 3,5% 4,1% 4,5% 4,1% 4,5% 5,5% 5% 3,4% 4,9% Table 5: Salaries and other payments to employees (without social subsidies and other current expenses) Š1Ë As well as salaries of municipal civil servants also social transfers to private sector and households are slowly lower and lower and in this sense until 2008 it is not possible to confirm that economic crisis demanded any serious measures taken by local authorities in order to protect social stability of areas.
EVAL_EXTRA:Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k.
EVAL_EXTRA:Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica 41,6% 34,4% 26,1% 40,7% 33% 30% 33,4% 38,7% 36,3% 35,4% 37,8% 37,6% 34,3% 31,4% 29,5% 36,3% 26,9% 28,4% 29,5% 29,5% 32,8% 32,4% 25,2% 44,1% 30,5% 29,8% 36,2% 38,3% 32,8% 22,8% 23,9% 23,6% 29% 42,2% 32,5% 37,4% 29,7% 32,8% 25,6% 34,5% 38% 24,5% 15,4% 23,8% 29,4% 36,2% 34,1% 31% Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica National average 37,6% 32% 37,5% 37,5% 40,3% 36,2% 36,3% 52,9% 38,8% 36,7% 25,7% 38,6% 20,9% 38,5% 44,1% 30,4% 23,5% 36,6% 39,5% 27,1% 32,4% 43,6% 33,1% 42,8% 35,3% 30,9% 24% 35,4% 37,4% 27,9% 38,2% 27,3% 35,6% 35,1% 35,3% 35,5% 30,5% 36,5% 38,5% 26,8% 27,5% 35,5% 31% 17,2% 29,8% 27,8% 35,3% 34,3% 29,5% 27,8% 26,7% 29% 33,2% 24,4% 27% 33% Table 6: Social transfers Š1Ë Until 2008, national average shows that municipalities are increasing their investments into local economy or into own municipal projects.
EVAL_EXTRA:Brda Ajdovščina Hrpelje-Kozina Piran Vodice [k.
EVAL_EXTRA:Loka Solčava Nazarje Prevalje Mežica Starše Hoče-Slivnica Moravske Toplice Lendava Moravče Mengeš @užemberk Trebnje Brežice Krško Trbovlje Hrastnik Postojna Cerknica National average Table 7: Investments 16,7% 40,2% 38,2% 15,2% 34% 40,2% 38,8% 19,7% 16,6% 7,7% 23,2% 17,4% 40,7% 31,2% 32,2% 30,5% 32% 27% 8,4% 13,7% 32,2% 47,7% 21,8% 58% 27,4% 26,9% 37,9% 39,6% 26,8% 44,7% 36,7% 29% 27% 20,5% 9% 10,1% 13,6% 43,9% 56,1% 25,1% 27,5% 38,4% 27,3% 28,4% 23,1% 20,1% 26,6% 38,4% 53,1% 31,3% 28,3% 46,9% 31,6% 31,2% 30,4% 42% 43,2% 28% 34,4% 18,2% 16,% 23,7% 42% 26,6% 37,2% 34.3% 36,1% 28,5% 30,4% 35,5% 31,1% 20,4% 44,4% 48,1% 33,6% 28,6% 42,1% 47,7% 23,3% 19,1% 34,1% 59,2% 33% 37,1% 35,6% 36,7% 39,6% 58,1% 33,7% 32,6% 33,7% 29,5% 30,3% 46,3% 45,5% 49,1% 35,3% 45,4% 49,7% 36,3% Š1Ë 4.
EVAL_EXTRA:REFERENCES Š1Ë http://www.mf.gov.si/slov/fin_loksk/obrazec_P _P1/real_P_P1.htm Š2Ë Slovenske občine v številkah 2009 http://www.stat.si/doc/pub/Obcine2009/OBCINE% 202009.pdf Zero Waste as a New Concept for Sustainable Waste Management UDC: 005.6:502.131.1 ; 628.4 Nataša Petrović1, Sonja Išljamović2, Veljko Jeremić3 1,2,3Fakultet organizacionih nauka u Beogradu The generation of waste has been one of the most prevalent and least thought about byproduct of human activity in history.
EVAL_EXTRA:Solutions to the problems created by waste must first address the way in which waste is perceived. justify to The economic perspective is that waste is an externality to the industria1 process.
EVAL_EXTRA:Municipalities and their taxpayers are also victims of increasing waste management costs, particularly in the sitting, building, and operation of high technology landfills. ~~~ The concept of sustainable development, widely adopted after the Report of the World Commission on Environment and Developments 1987 report, Our Common Future, reflects the interdependence of environmental, economic, and societal issues.
EVAL_EXTRA:The U.S. Environmental Protection Agency (EPA) also determined that Source reduction and recycling can reduce greenhouse gas emissions at the manufacturing stage, increase forest carbon sequestration, and avoid landfill methane emissions, Š6Ë. EPA determined that energy use and greenhouse gas emissions were reduced the most by eliminating waste and the reuse of materials.
EVAL_EXTRA:Zero Waste strives for: 100% Resource Efficiency; Zero Solid & Hazardous Waste; Zero Emissions - to air, water or soil; Zero Waste in Production & Admin Activities; Zero Waste in Product Life; Zero Toxics: - to reduce risks to nature, - the presence of toxics creates hazardous waste. ~~~ 3.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:- The waste management hierarchy, Š1Ë Ecosystems recycle every kind of waste, and the concept itself of waste is no longer appropriate.
EVAL_EXTRA:To eliminate or reduce waste, we can use the cyclical pattern modeled by nature as the most efficient, less costly, and most profitable, which avoids systematic deterioration of the environment.
EVAL_EXTRA:Figure 2.
EVAL_EXTRA:Nature life cycle and cyclical system 4.
EVAL_EXTRA:Objective 1 Reduce - Work with Residents and Businesses to Eliminate Waste Strategy 1: Expand educational and technical assistance programs 1.
EVAL_EXTRA:3.
EVAL_EXTRA:
EVAL_EXTRA:Objective 2 Reuse Develop Infrastructure beyond Recycling Strategy 1 Expand opportunities for reuse of used materials and products 1.
EVAL_EXTRA:Objective 3 Offer Recycling and Composting Services to All Strategy 1 Expand Recycling Services 1.
EVAL_EXTRA:Objective 4 - Incentives and Support for Zero Waste Initiatives Strategy 1 Establish Rate-Based Incentives and Disincentives to Reduce Land filling 1.
EVAL_EXTRA:An example of a possible progression from rate in centives to mandates is presented as follows: a. Stage 1 - In the first stage of this plan, create a progressive multi-stage rate structure tied to measurable material reduction goals to ensure that both residents and businesses that waste less pay less.
EVAL_EXTRA:b. Stage 2 - Beginning in stage two, implement first stage rate structure incentives, targeted at high priority waste materials to be reduced.
EVAL_EXTRA:Evaluate mid-year progress and move to stage two rate structures if insufficient progress has been achieved.
EVAL_EXTRA:c. Stage 3 - Beginning in stage three, if progress meets operational reduction targets, then maintain rate structures.
EVAL_EXTRA:If not, then advance to higher stage rate structures for another six-month trial, reporting back, twice each year until stage 4.
EVAL_EXTRA:d. Stage 4 - If, by the end of stage 3, designated materials have not been decreased, following implementation of progressive rate structure and periodic reporting, then consider adopting bans or mandates with fines to require proper handling of those materials which have not been successfully reduced. ~~~ 3.
EVAL_EXTRA:Establish target for the full avoided disposal costs to be basis for evaluating economics of Zero Waste programs and policies Strategy 3 Educate and engage the community to support Zero Waste initiatives 1.
EVAL_EXTRA:Objective 5 -Lead by Example and Advocate Zero Waste Strategy 1 Maintain a Public Advisory Review Body for Zero Waste Policy 1.
EVAL_EXTRA:Undertake a coordinated effort with regional cooperation, to support state and national efforts to adopt: Extended producer responsibility; Deposit programs; funding of zero waste initiatives through statewide or regional landfill surcharges and product charges; Full cost accounting for waste disposal; Packaging levies (e.g., on plastic bags); Minimum recycled content standards for addi tional products; Design for the environment programs; Green procurement and green building guide lines for the public sector; National measuring, monitoring and reporting in achieving zero waste goals; and New mechanisms for financial assurance for post-post-closure liabilities for landfills.
EVAL_EXTRA:Leverage the investments of the private sector by adopting supportive policies and providing technical assistance and support letters for independent financing and/or grants. ~~~ The more that nonprofits and private companies invest in expansion of reuse, recycling and composting programs, the less is needs to invest.
EVAL_EXTRA:2.
EVAL_EXTRA:3.
EVAL_EXTRA:REFERENCES Š1Ë Cherubini, F., Bargigli, S., Ulgiati, S.: Life cycle assessment of urban waste management: Energy performances and environmental impacts, Waste Management 28, pp.25522564, 2008. sredinu, Zbornik Š2Ë Petrović, N., Petrović, B.: Uticaji proizvoda na radova XXXI životnu Simpozijuma o operacionim istraživanjima SYMOP-IS 2004, Rudarsko-geološki fakultet Univerziteta u Beogradu, Iriški Venac, Fruška gora, 2004.
EVAL_EXTRA:Š3Ë Petrović, N.: Merenje ekološke podobnosti proizvoda.
EVAL_EXTRA:Zbornik radova (editor dr Dragan Radojević, 86-82183-07-2) XXXIII Simpozijuma o operacionim istraživanjima SYM ISBN: OP-IS 2006, Institut Mihailo Pupin, Banja Koviljača, 2006.
EVAL_EXTRA:Š4Ë Petrović, N.: Environmental Managament for Business, Book of Abstracts of the International Conference Business and Globalization - KEEFP 2007, University St. Kliment Ohridski, Faculty of Economics - Prilep, Ohrid, Republic of Macedonia, 2007.
EVAL_EXTRA:Š5Ë UN Conference on the Human Environment.
EVAL_EXTRA:Draft Declaration on the Human Environment.
EVAL_EXTRA:United Nations Environment Programme; 1972.
EVAL_EXTRA:Annex I. http://www.unep.org. Š6Ë U.S. Environmental Protection Agency, Office of Solid Waste, Solid Waste Management and Greenhouse Gases: a Life-Cycle Assessment of Emissions and Sinks, May 2002, 2nd edition, EPA530-R-02-006, page ES-9.
EVAL_EXTRA:Š7Ë http://www.zwia.org/standards.html Š8Ë http://www.zerowaste.com Measuring Competitiveness as a Precondition of Economic Management UDC: 338:339.137.2(497.16)2007đ2010 ; 330.341.1(497.16) mr.
EVAL_EXTRA:3.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Table 1.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Weighting three subindices within different phases of development Subindex A: Basic conditions B: Efficiency C: Inovations Economy established on basic factors % Economy established on efficiency factors% Economy established on innovation factors % In order that it should be specified which phase of development a country is, the GCI measuring methodology has been extended to include two more criteria.
EVAL_EXTRA:Table 2 presents the per capita GDP level used to define the development phase the country is in. Source: WEF Table 2.
EVAL_EXTRA:
EVAL_EXTRA:Income level used to define the country development phase Development stage Phase 1: Economy established on basic factors Transition from phase 1 to phase 2 Phase 2: Economy established on efficiency factors Transition from phase 2 to pha se 3 Phase 3: Economy established on innovation factors GDP per capita (US$) < 2.000 2.000-3.000 3.000-9.000 9.000-17.000 > 17.000 Source: WEF The countries in between the quoted development phases are considered to be in the transition process.
EVAL_EXTRA:The success of the countries and their position on the competitiveness scale is based on: a) greater openness of the market; b) macroeconomic stability; c) removal of barriers to competition; d) improved business environment. ~~~ The position of Montenegro and the survey of the three previous years stressed a steady improvement of the competitiveness level and the position on the scale.
EVAL_EXTRA:Table 3.
EVAL_EXTRA:Global competitiveness, top 10, 2007-2009. ~~~ Year 1. ~~~ 2. ~~~ 3. ~~~ 4. ~~~ 5. ~~~ 6. ~~~ 7. ~~~ 8. ~~~ 9.
EVAL_EXTRA:10. ~~~ USA Switzerland Denmark Sweden Germany Finland Singapore Japan Great Britain Netherlands USA Switzerland USA Denmark Sweden Singapore Finland Germany Netherlands Japan Japan Canada Singapore Sweden Denmark Finland Germany Switzerland Canada Netherlands Source: WEF 4.
EVAL_EXTRA:The above table shows that certain EU countries are positioned among the top most competitive countries in According to the 2009 WEF Report, Montenegro climbed to position 62 measured by the Global Competitiveness Index, its total rate being 4.2.
EVAL_EXTRA:
EVAL_EXTRA:Global competitiveness report 2007-2009, Montenegro 2007/131 Global competitiveness index Subindex A: Basic requirements Pillar 1: Institutions Pillar 2: Infrastructure Pillar 3: Macroeconomic stability Pillar 4: Health care and primary education Subindex B: Efficiency Pillar 5: Higher education and training Pillar 6: Goods market effi ciency Pillar 7: Labour market efficiency Pillar 8: Financial market efficiency Pillar 9: Technological readiness Pillar 10: Market size Subindex C: Inovation Pillar 11: Business sophistication Pillar 12: Innovation The knowledge of the development phases of certain countries and making comparisons with them the impact factors for the move to a higher level of development are stressed.
EVAL_EXTRA:The WEF Report is the fifth and the last survey assess 2007/7 3.91 4.47 3.69 2.79 5.40 6.00 3.60 3.71 3.89 4.42 4.75 3.53 1.31 3.18 3.68 2.69 2008/134 2008/7 2009/134 2009/7 4.1 4.5 4.1 2.7 5.5 5.8 3.9 4.2 4.2 4.5 5.0 4.0 1.9 3.3 3.7 3.0 4.2 4.4 4.3 3.0 4.6 5.8 4.1 4.2 4.3 4.5 5.0 4.1 2.2 3.6 3.8 3.3 Source: WEF ing the progress achieved in pursuing the Lisbon Strategy goals in economic and structural reforms.
EVAL_EXTRA:Innovation is important for economic development.
EVAL_EXTRA:The challenge in this area is even greater for technologically advanced countries in this field.
EVAL_EXTRA:Liberalization: Setting up common market.
EVAL_EXTRA:State aid and Competition policy.
EVAL_EXTRA:7. ~~~ Lisbon review of Montenegro position, 2008-2010 Table 5 presents the positions of the candidate countries, the prospective candidates for the EU membership and the East-European countries for the 2008-2010 period.
EVAL_EXTRA:The progress of prospective candidates for the EU membership is evident, which proves the quality and the scope of positive changes in the economies that wish to be part of the EU.
EVAL_EXTRA:Table 5.
EVAL_EXTRA:Measuring progress of prospective candidates, 2008-2010 Croatia Montenegro Azerbaian Turkey Russia Kazakhstan Ukraine Georgia Macedonia, FYR Moldavia Serbia Tajikistan Armenia Kyrgystan Albania B&H EU 27 Position Index 4.10 3.96 3.88 3.82 3.82 3.70 3.69 3.66 3.53 3.50 3.44 3.35 3.29 3.23 3.12 3.12 4.73 Montenegro Croatia Azerbaian Turkey Macedonia, FYR Georgia Russia Kazakhstan Ukraine Serbia Armenia Albania Tajikistan Kyirgystan B&H EU 27 Position Index 4.19 4.18 4.02 3.85 3.79 3.78 3.75 3.67 3.62 3.51 3.50 3.47 3.38 3.20 3.07 4.81 F E W : e c r u o S Among the eleven East-European countries non-members of the EU, with the mark of 4.19, Montenegro is closest to achieving the goals of the Lisbon Strategy of economic and structural reforms.
EVAL_EXTRA:Š7Ë.
EVAL_EXTRA:8.
EVAL_EXTRA:The lowest scores are found in the areas of market size (position 124), infrastructure (position 93), business sophistication (position 80). the results in Measuring the competitiveness enables the economists to identify the basic problems in development as well as to make suggestions to the creators of macroeconomic policy as to how they should act in certain situations.
EVAL_EXTRA:REFERENCE Š1Ë The Global Competitiveness Report © 2009 World Economic Forum2009-2010. ~~~ Š2Ë Lovrinčević @eljko; Mikulić Davor; Rajh Edo, Usporedba pokazatelja konkurentnosti hrvatskog gospodarstva - objektivni statistički pokazatelji i subjektivne percpecije, Zagreb, Mate d.o.o. , 2007. ~~~ Š3Ë Cvetanović S., \urovic G., , Privredni razvoj, Ekonomski fakultet Podgorica, Podgorica.
EVAL_EXTRA:1996. ~~~ Š4Ë Strategija Evropa 2020 godine,Evropska komisija, Brisel, 3.3.2010 COM (2010) 2020. ~~~ Š5Ë World Economic Forum, The Lisbon Review, 2010. ~~~ Š6Ë Dr. \urica A. , , Međunarodni ekonomski odnosi , Pigmalion, Novi Sad.
EVAL_EXTRA:2003 Š7Ë \urovic G., , Crna Gora : od spoljnotrgovinske ka fakultet evropskoj Podgorica,study material, Podgorica. ~~~ 2009.
EVAL_EXTRA:Ekonomski uniji, Š8Ë Ekonomist, vol.44, Evropske integracije kako dalje?, Savez ekonomista Srbije i Crne Gore, Beograd.
EVAL_EXTRA:2006.
EVAL_EXTRA:New Paradigm of Management: the Commitment to Innovation and Sustainable Competitive Advantage UDC: 005.32:331.101.3 ; 005.96 Valentina Malešević Information and Communication College, Belgrade The environment in which companies operate in the 21st century requires management to respond to the challenges relating to entirely new paradigms of management processes, primarily to employees in the direction of maintaining strategic performance and competitive advantage.
EVAL_EXTRA:With an accellerating rhythm of changes, an increasing number of companies are found on the wrong side of the change curve, and a competitive advantage is likely to expire even much faster1. ~~~ Overtaking the competition is not so much a consequence of market power as it is a result of skillful negotiations.
EVAL_EXTRA:The majority of the todays managemnt patterns are somewhat different from the ones 1 Whether we talk abour airlines, generally known trade marks, tv networks, pharmaceutical companies, car manufacturers.
EVAL_EXTRA:2 In the past, the customer loyalty used to result from ample reasearc costs and limited information so the companies often profited from the customers ignorance.
EVAL_EXTRA:3 A well known Henry Fords sentence used to illustrate that in the early twentieth century the plain workers intelligence was belittled.
EVAL_EXTRA:Unfortunately, some managers today can still be identified with that managerial dogma about the resource that is not timely employed and encouraged. prevailing in the previous generations, while the environment has suffered enormous changes.
EVAL_EXTRA:The new method of linking these groups may be considered an innovation of management Š1, p.20Ë. Major advances in the management practice often lead to important changes that make it difficult to competition to respond to.
EVAL_EXTRA:For example: operational innovation: IT infrastructure, outsourcing5 and offshoring can still be benchmarked; product innovation: things can be imitated immediately; strategy innovation: products-brands at low prices, low-cost airlines that spread at highest speed or are benchmarked.
EVAL_EXTRA:The majority of directors find it easier to recognize the merits of the business model that brings a general tumult than do away with the basic principles of fundamental attitudes on managemnt Š1,p.34Ë The modern environment is characterised by one important feature: an uncontrolled accelerating rate of change.
EVAL_EXTRA:4 It would be as if you imagined to weave a Persian rug from a few threads of silkŠ1, p.31Ë 5 Synergy is not in any longer, outsourcing is.
EVAL_EXTRA:
EVAL_EXTRA:The managers used to believe that 2+2=5.
EVAL_EXTRA:Now, 5+2=7, since the more subsidiary operations you do outside the firm, the more value you get.
EVAL_EXTRA:The new model settles gradually.
EVAL_EXTRA:It is estimated that from 1998-2000 a number of companies that outsource production trippled.
EVAL_EXTRA:Š2, p. 221Ë 6 IBM, Apple, Nissan, Kodak, Sony, General Motors ... experience 7 The management is often more prone to risk in order to avoid losses instead to risk in order to earn profits.
EVAL_EXTRA:The result is that a large number of organizations operate below their real potentials Š1, p.57Ë. Fully engaged Non-engaged Disengaged ready and able to contribute to the companys success; high level of discretional investment in the form of additional work and energy; prospective innovators; rarely absent from work; often used as synonym for motivated and loyal worker; adopt companys goals as their own and make best efforts to achieve them; emotionally committed to company, optimistic in viewing the companys future; important and valuable ambassadors of the company. not goal-oriented; task oriented; assigned a task, they accomplish the task, switch off until the next task; feel their contribution is not valued and paying accordingly; no productive relationships with managers and collaborators; do not implement thir inventiveness and creativity; potential not used. absent, switched off even when at work; often pessimistic in changes and creation or adoption of new ideas; high level of absenteeism; spread negative effect including prospective customers, consumers; prone to undermining work atmosphere and have impact upon non-engaged workers; potential carriers of high risks that can seriously harm the company. ~~~ Table 1.
EVAL_EXTRA:Employee committment level Committed-engaged Non-engaged Disengaged % share 22% 66% 11% Table 2.
EVAL_EXTRA:Employee structure according to engagement level Source: according to 2008 Towers Perrin data Š4, p. 4Ë In recent literature on the human resources management there is a concept of adequate and inadequate human potentials.
EVAL_EXTRA:One of these values is the Passion Creativity Enterprising spirit Knowledge and intellect Hard work Obedience They know no barriers and do not give up.
EVAL_EXTRA:Passion is a secret element that turns intention into achievement.
EVAL_EXTRA:Their passion is contagious and turns the initiative of one person into a mass movement.
EVAL_EXTRA:They are curious, uninhibited.
EVAL_EXTRA:They do not fear unknown, they are optimistic and enterprising.
EVAL_EXTRA:35% 25% They look out for new challenges.
EVAL_EXTRA:They do not wait to be told to do something.
EVAL_EXTRA:They are always in search of new ways to increase the companys value.
EVAL_EXTRA:20% They are talented, smart. ~~~ They are willing to invest into the improvement of their skills and they generate good practice.
EVAL_EXTRA:Companies want to have them.
EVAL_EXTRA:15% Hard-working employees are responsible, they never take an easier path.
EVAL_EXTRA:They are conscientious and well organized.
EVAL_EXTRA:They know how to pay attention to instructions and behave according to the rules. ~~~ 5% 0% Table 3: Hierarchal succession of human potentials that contribute to competitive advantage Source: Authors own plot on the basis of the data Š1, p. 59Ë employee relation or the participation of engaged, committed workers in the structure of the total number of employees.
EVAL_EXTRA:The employees become the primary significant stakeholders of the company since really engaged employees make better ambassadors of the companys brand than any slogans or a promotion of the brand itself Š6, p.2Ë. Recruiting as many fully committed employees as possible is based on the condition that the managers themselves possess a high hierarchal level of competences and a new paradigm of relations towards employees. ~~~ They are the primary drivers to the committment compared to all the others in the organization.
EVAL_EXTRA:This condition can be followed by the elements that make a necessary framework for the management towards committment: The challenge before the todays management is to create and modernize the system approach to encourage the employees to engage all their creative skills at work, on a daily basis.
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EVAL_EXTRA:This is a condition without which competitive advantage and sustainable growth cannot be achieved. working milieu with all the necessary tools; favourable structure of intellectual and qualified employees; positive and incentive, innovative atmosphere; incentives through innovated programmes (carefully planned and still more carefully executed); continuous information flow and exceptional transparency; reduction of hierarchal levels and bureaucratic formality and extending of authority and responsibility.
EVAL_EXTRA:An incentive, innovative atmosphere and incentive programmes are significantly interrelated elements since human motivation is a complex category. ~~~ It has been the subject matter of organizational studies for more than five decades and numerous theories have evolved.
EVAL_EXTRA:In case of internal motivation, the activity is a benefit in itself, whereas in case of external motivation, the benefit, the reward and the praise are expected to come after the activity has been accomplished. ~~~ The better the manager understands the behaviour of the members of his organization, their system of values, or what activates them, the more influence he will have upon their behaviour and the more he will be able to adjust it to achieve the organizational goals Š5, p. 382Ë.
EVAL_EXTRA:Similarly, the new management paradigm includes a necessity that management acts through important segments of committed relations with the employee in the process of creating a positive and innovative work atmosphere. ~~~ It is necessary: that they spend a substantial amount of time with their employees9 in order that they should share in the daily efforts to achieve mutual goals, foster mutual trust and understand their employees system of value; that a favourable, incentive environment be created in which the individuals will improve their advantages, creativity and offer innovative solutions10; to define excellence as a challenge for each employee and reward it with praize, prestige, title, through modern incentive programmes11, and not only with money. to encourage innovation in all the lines of business operations.
EVAL_EXTRA:Creativity and innovativeness have to be incited and valued on all levels; that principles be developed that will inspire and motivate people, develop ideas that will permeate their work places with positive and creative energy.
EVAL_EXTRA:This means that a vision should be developed and ensured for each member of the organization that activates the talented and the ambitious; that the employee is allowed to develop his/her identity and the system of value and yet satisfy his/her need to belong and to retain corporate identity, to create such a relationship with the employees that builds trust through expertise.
EVAL_EXTRA:New business philosophies, new management paradigms in these companies resulted in a maximum committment among their employees. ~~~ 8 The research carried out by the Incentive Research Federation (IRF) Š11Ë 2001 and Š12Ë 2007 have indicated a steady growth of the market and expenditures of the USA companies.
EVAL_EXTRA:According to this source, companies spent around $ 26.9 billion in 2001 and $ 46.08 billion in 2007 for the incentive programmes of prize travels. ~~~ 9 Jeffrey Immelt, the General Electrics chairman and CEO, spends about 40% of his time with the employees; other members of management do that too Š2, p. 165Ë. 10 In the absence of such an environment chances are that even that small number of committed employees leave the company.
EVAL_EXTRA:The fact is that a majority of people do not leave the company, they leave the manager. ~~~ 11 A large number of research in this field, among them Stolovich H. Š13Ë, P. R. Ricci and S. M. Holand, Š14Ë, Š15Ë, based on motivation theories and incentive programmes, are just about the implementation of this method in improving the committment towards achieving business goals. ~~~ 12 According to the reviews of the Fortune magazine, they are top companies by a number of criteria, especially as companies in which the em ployees are highly satisfied.
EVAL_EXTRA:WHOLE FOODS COMPANY, Austin, Texas, USA Organic food chain of shops / 194 in total / more than 30,000 employed.
EVAL_EXTRA:REFERENCE Š1Ë G. Hamel, B. Breen,.
EVAL_EXTRA:The Future of Management Harvard Business Press.
EVAL_EXTRA:2007. ~~~ Š2Ë J.Riderstrale, K.Nordstrom. Karaoke kapitalizam: menadžment za čovečanstvo.
EVAL_EXTRA:Plato, Beograd 2003.
EVAL_EXTRA:Š3Ë V. Čen Kim, R. Mobornj, Strategija plavog okeana.
EVAL_EXTRA:Asee Books, Novi Sad.
EVAL_EXTRA:2007.
EVAL_EXTRA:Š4Ë Schveyer, A. ~~~ The Economics of Engagement, Human Capital Institute, Enterprise Engagement Alliance, 2009. ~~~ Š5Ë Certo, S.S., Certo, S.T., Moderni menadžment, Mate, Zagreb, 2008. ~~~ Š6Ë T.Mamula, Upravljanje odnosima: zaposleni kao stejkholder.
EVAL_EXTRA:MASMI Beograd, 2010.www.masmi.rs, Š7Ë R.A. Noe, J.R.Hollenbeck, B. Gerhart, P.M:Wright.
EVAL_EXTRA:Menadžment ljudskih potencijala.
EVAL_EXTRA:Mate, Zagreb.
EVAL_EXTRA:2006. ~~~ Š8Ë C., Donaldson, Employee Disengagement Costs $31.5 billion.
EVAL_EXTRA:Human Resources Magazine, Australia, April.
EVAL_EXTRA:2005 Š9Ë Anderson, E. R., Hear, F.,J., Bush, J. A., Profesionalni menadžment prodaje.
EVAL_EXTRA:Privredni pregled, Beograd, 2001.
EVAL_EXTRA:Š10Ë.G, Dessler, Osnovi menadžmenta ljudskih resur sa, Data Status Beograd, 2007. ~~~ Š11Ë Incentive Federation,A study of the Incenitve Merchandise and Travel Marketplace.
EVAL_EXTRA:Westerfield, New Jersy, Incentive Federation, Inc.; 2001.
EVAL_EXTRA:Š12Ë Incentive Federation, , A study of the Incenitve Merchandise and Travel Marketplace, Westerfield, New Jersy, Incentive Federation, Inc. 2007.
EVAL_EXTRA:Š13Ë Stolovitch, H., Incentives, motivation and workplace performance.
EVAL_EXTRA:Research and best practices.
EVAL_EXTRA:New York SITE Foundation, 2002.
EVAL_EXTRA:Š14Ë Peter.R. Ricci and Stephen M. Holland, Incentive travel: recreation as a motivational medium, Tourism management, Elsevier, 1992., Š15Ë The Recognitional Council Group, The Time for Employee Recognition and Rewards Programs Is Now.
EVAL_EXTRA:Incentive Marketing Association.
EVAL_EXTRA:2009.
EVAL_EXTRA:Conceptual Basis of Policy of Competitiveness under the Conditions of the Slovak Economics UDC: 338.22 (437.6) ; 339.137.2 Jaroslava Hečková1 Alexandra Chapčáková2 Ivana Butoracová [indlerová3 1Fakulta manažmentu Prešovskej univerzity, Slovakia, e-mail: jheckova¿yahoo.com; 2Faculty of Management University of Presov, Slovakia, e-mail: chapcakova¿yahoo.com; 3Faculty of Management, University of Presov, Slovakia, e-mail: ivkasindleryova¿yahoo.com The paper is devoted to justification of legitimacy of creation and application of policy of competitiveness in comparison with industrial policy and taking the real key factors of competitiveness, preferences and instruments of competitiveness policy into account it defines the conceptual basis of policy of competitiveness appropriate to the conditions of the Slovak economics.
EVAL_EXTRA:Diagram 1.
EVAL_EXTRA:By this reason, the National strategic reference framework of SR as a draft document for policy strategy of competitiveness of economics of SR has been worked out, approved by the Government of the Slovak Republic on December 21, 2006 and officially adopted by the European Commission on August 17, 2007, which document enables the interconnection of the given policies and instruments including a creation of balanced economic legislation (in accordance with the EU legislation) on one hand, and on the other hand, it represents the basic strategic document of SR for utilization of means from funds of the European Union in 2007-2013.
EVAL_EXTRA:Diagram 2 shows the structure of technological and innovation policy.
EVAL_EXTRA:Diagram 2.
EVAL_EXTRA:According to our opinion, the program contents of industrial research and development would be focused to three main areas Š4Ë, Š8Ë as it follows: 1) Research and development focused to achievement of high value added The aim of the given group of industrial research and development will be to contribute to the increase of value added of industrial production in SR.
EVAL_EXTRA:It is desirable to utilize the intensifying factors including research and development in the long-term horizon, so that the portion of value added on gross production in processing industry to increase by 2020 to the level of 35%.
EVAL_EXTRA:The important motivation factor for business sphere in the area of fulfillment of aims of technological and innovation policy is to be an application of Operational program Competitiveness and economic growth1, which has earmarked EUR 772 millions for this area. ~~~ 1 Operational program Competitiveness and economic growth (OP C&EG) is based on the National strategical reference framework of SR (NSRF of SR) for 2007-2013, including all basic policies of the European Community for economic, social and territorial cohesion (Strategic general principles of Community for cohesion; Strategy of competitiveness of Slovakia up to 2010, Lisbon s strategy for SR and connected set of integrated principles for 2005 2008 approved by the Commission in the area of support of economic growth and labour occasions in Europe; industrial and energy policy of the EU as well as the strategy of the EU for provision of sustainable development).
EVAL_EXTRA:The priority lines of OP C&ED with focus to support of innovations and new technologies are to fulfill long-term vision of economic and strategic development of the country, which NSRF defines as General convergency of economics of SR to the average of the EU 15 by sustainable development.
EVAL_EXTRA:The strategy of fulfillment of outlined vision results from this, defined as Considerable improvement of competitiveness and performance of regions and Slovak economics while respecting sustainable development up to 2013.
EVAL_EXTRA:OP C&ED works out the specific priority of NSRF Support of competitiveness of business undertakings and services especially through innovations through priority line 1 Innovation and growth of competitiveness, priority line 2 Power engineering and priority line 3 Tourism, which are classified within NSRF hierarchically as a specific priority under the strategic priority 2. ~~~ Knowledge economics.
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EVAL_EXTRA:Table 1: Draft measures and forms of execution of strategy of technological catching up.
EVAL_EXTRA:Measures Execution form Measures for creation of marketconforming incentives Deregulation and liberalization of market environment Application of selection process of entry into market and exiting it Application of transparency of tax system Measures in the area of tax policy Option of deduction of expenses for research from legal corporate income tax basis Selective application of tax allowances of PZI inflow with emphasis on support of longterm oriented investments generating additional investments Measures in the area of improvement of material infrastructure Completion of transport, logistic and telecommunication network Completion of technologic networks Support of technologic institutions, state research and development capacities Measures in the area of technological infrastructure Establishing of technological centers Creation of information channels Measures in the area of development of human capital Support of international exchange of scientific knowledge Development of customer electronic commercial modules for MSP Support of business-making and innovation within the framework of education and trainings system Continuous improvement of quality of common and university education Support of university education from the point of view of creation of a basis of research activities Interconnection of qualification basis and activities of state education system with the needs of private sector System recovery of financial flows in the entire economics with direct connection to legislation Measures in the area of financial infrastructure Availability of short-term loans for financing of contracted production and investment loands for implementation of investment projects Selective subsidizing of loans at possibly successful technologically-oriented investments Establishment of technological loan funds Preparation of implementation of programs of financial support of technologically oriented MSP Source: Š3, p. 94Ë Based on complexity of draft measures, it results that implementing innovation of approach to conceptual basis of technological and innovation policy would be a multidimensional process.
EVAL_EXTRA:Thus, the following can be considered to be its determinants: í continuous developing and expanding of investment background of economics based on purposeful combination of transfer of knowledge from abroad and universally supported development of science, research and development in Slovakia, í permanent development of learning of population reflecting the dynamic needs of new technological manner of production, exchange and information communication, í systematic building of technological and information infrastructure enabling and supporting the diffusion of new knowledge and innovations from domestic and foreign sources, í implementation of economic policy which supports the creation of necessary space for continuous enhancement of economics structure by new elements through its instruments based on implementation of innovations and establishing of new, innovations-oriented companies, í systematic survey of possible futures in the form of visions, prognoses, strategies, plans and programs enabling to identify possible trends of varying reality in due time and to response to them in a certain advance, í application of principle of participation based in which all the relevant structures and interest groups representatives of science and research, business sphere, employees, regional self-government participate along with government as necessary assumption of objectification of development goals, as well as of harmonization of interests and motivation of the subjects participating in their implementation.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë BOBÁKOVÁ, V. 2001.
EVAL_EXTRA:Konkurenčná schopnost ekonomiky.
EVAL_EXTRA:In: Acta Oeconomica Cassoviensia N°5, 2001, č.
EVAL_EXTRA:5, s.
EVAL_EXTRA:37-45. ~~~ ISSN 80-225-1407-1 Š2Ë EUROPEAN COMMISSION. ~~~ 2003.
EVAL_EXTRA:Raising EU R&D Intensity: Improving the Effectiveness of Public Support Mechanism for Private Sector Research and Development.
EVAL_EXTRA:Report to the European Commission by an Independent Directorate-General for Research Information and Communication Unit.
EVAL_EXTRA:Brussels: European Commission, 2003.
EVAL_EXTRA:Š3Ë HEČKOVÁ, J.: Koncepcia technologickej politiky.
EVAL_EXTRA:In: Ekonomika a spoločnos?, roč. ~~~ 9, 2008, č. ~~~ 1, s. ~~~ 87-95.
EVAL_EXTRA:ISSN 1335-7069 Š4Ë HEČKOVÁ, J.: Súčasný stav slovenského priemyslu a perspektívy jeho ?alšieho rozvoja.
EVAL_EXTRA:Prešov: Fakulta manažmentu Prešovskej univerzity v Prešove, 2008, 162 s.
EVAL_EXTRA:ISBN 978-80-8068-746-5 Š5Ë HEČKOVÁ, J. CHAPČÁKOVÁ, A.: Teoretické východiská problematiky konkurenčnej schopnosti ekonomiky.
EVAL_EXTRA:In: Zborník vedeckých prác katedry ekonómie a ekonomiky ANNO 2008 (Ed.: Kotulič, R.).
EVAL_EXTRA:Prešov: Prešovská univerzita v Prešove, 2008, s.
EVAL_EXTRA:196-209. ~~~ ISBN 978-80-8068-798-4 dostupné na internete: http://www.pulib.sk/elpub/FM/Kotulic7/index.html 6Ë KLAS, A. 2006.
EVAL_EXTRA:Inovácie a konkurenčná schopnos?.
EVAL_EXTRA:In: Konkurencieschopnos? slovenskej a českej ekonomiky stav a perspektívy: Zborník príspevkov zo slovenskočeskej vedeckej konferencie konanej pod záštitou podpredsedu vlády SR pre európske záležitosti, ?udské práva a menšiny p. Pála Csákyho.
EVAL_EXTRA:Bratislava: Ekonomický ústav SAV, 2006.
EVAL_EXTRA:ISBN 80-7144-148-1 Š7Ë OUTRATA, R.: Konkurenčná schopnos? a procesy konvergencie vo svetovej ekonomike.
EVAL_EXTRA:In: Ekonomický časopis, roč. ~~~ 48, 2000, č. ~~~ 6, s. ~~~ 705-727.
EVAL_EXTRA:ISSN 0013-3035 Š8Ë [IKULA, M. a kol.: Determinanty formovania priemyselnej politiky v podmienkach globalizácie a integrácie.
EVAL_EXTRA:Bratislava: Ústav slovenskej a svetovej ekonomiky SAV, 2003.
EVAL_EXTRA:ISBN 80-7144-134-1 Š9Ë [IKULA, M.: Konkurencieschopnos? v súradniciach globalizácie.
EVAL_EXTRA:In: Ekonomický časopis, roč. ~~~ 54, 2006, č. ~~~ 10, s. ~~~ 965-982.
EVAL_EXTRA:ISSN 0013-3035 Data Envelopment Analysis and its Application in Education UDC: 005.336.1:378 ; 005.311.12;519.2 Violeta Cvetkoska1 1Faculty of Economics - Skopje, vcvetkoska¿eccf.ukim.edu.mk XII International Symposium SymOrg 2010, 09. ~~~ 12 june 2010. ~~~ Zlatibor, Serbia Data Envelopment Analysis (DEA) is a relatively new nonparametric approach for evaluating the performance of complex entities called Decision Making Units (DMUs) which convert multiple inputs into multiple outputs.
EVAL_EXTRA:2. ~~~ Efficiency and data envelopment analysis Fried, H. O., Lovell, C.A.K., and Schmidt, S.S., in Š34Ë explain that the interest in measuring efficiency has two reasons.
EVAL_EXTRA:100% efficiency is attained for any Decision Making Unit (DMU) only when: (a) None of its outputs can be increased without either increasing one or more of its inputs or decreasing some of its other outputs (b) None of its inputs can be decreased without either Decreasing some of its outputs or Increasing some of its other inputs. sufficiently large that issues of degrees of freedom, etc., were not a serious problem despite the numerous input and output variables used in the study.
EVAL_EXTRA:While trying to respond to this situation, Rhodes called Coopers attention to Farrells seminal article, Š33Ë. Charnes, Cooper and Rhodes extended Farrells work and succeeded in establishing DEA as a basis for efficiency analysis.
EVAL_EXTRA:Details of the project are described in Charnes, Cooper and Rhodes Š20Ë.
EVAL_EXTRA:A brief history of DEA can be found in Š21Ë. Thanassoulis, E., in Š63Ë points out that DEA is one of the methods of performance measurement which support type of information such as: identification of good operating practices for dis semination; most productive operating scale sizes; the scope for efficiency savings in resource use and/or for output augmentation; most suitable role model operating units an ineffi cient unit may emulate to improve its performance; the marginal rates of substitution between the fac tors of production and; Productivity change over time by each operating unit and by the most efficient of the operating units at each point in time. ~~~ 3.
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EVAL_EXTRA:Formally, for each k, max h s k ∑ = = r Yu rk rk (1) m −∑ = i = ik r i rj rk = m subject to, ∑ s Yu ∑ Xv ,0≥urk ,0≥vrk = ik Xv ik ij ≤ ,0 j=1,.....,n (2) (3) r=1,....,s (4) i=1,....,m (5) The optimal value of hk is the efficiency score of the kth decision making unit.
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EVAL_EXTRA:In Š44Ë is given a simple example of five universities (A, B, C, D, E) producing two outputs, y1 (for example, the number of graduates achieving good degrees) and y2 (for example, the number of graduates going into employment) using the input x (for example, the number of undergraduates).
EVAL_EXTRA:Fig. 1 plots the ratio of output y1 to x against the ratio of output y2 to x, and the piecewise linear boundary which joins up universities A, B, C and D is the production frontier.
EVAL_EXTRA:All DMUs on the frontier are efficient since none can produce more of both outputs (for a given input level) than any other unit on the frontier.
EVAL_EXTRA:In contrast, university E, which lies inside the frontier, is inefficient, and the ratio OE/OE measures university Es efficiency relative to the other DMUs in the data set.
EVAL_EXTRA:Fig.1.
EVAL_EXTRA:Diagrammatic representation of an output oriented DEA The CRS assumption can be relaxed and the DEA model can be easily modified to incorporate variable returns to scale (VRS), see Banker, Charnes, & Cooper Š7Ë.
EVAL_EXTRA:While choice of orientation does not affect efficiencies under CRS, it does under the assumption of VRS, see Coelli, Rao, & Battese Š24Ë, although it has been shown only to have a slight influence in many cases, see Coelli & Perelman Š23Ë. Basic DEA models and extensions to DEA models can be found in Š15Ë, Š22Ë, Š25Ë, Š26Ë. DEA was initially been used to investigate the relative efficiency of not-for-profit organizations, only to quickly spread to profit-making organizations.
EVAL_EXTRA:Strenghts and limitations of DEA A few of the characteristics that make DEA a powerful tool are: It is based on a distance function approach and hence can handle multiple outputs and multiple inputs; It doesnt require an assumption of a functional form relating inputs to outputs. ~~~ DMUs are directly compared against a peer or combination of peers. ~~~ Inputs and outputs can have very different units.
EVAL_EXTRA:An analyst should keep these limitations in mind when choosing whether or not to use DEA.
EVAL_EXTRA:Since DEA is an extreme point technique, noise (even symmetrical noise with zero mean) such as measurement error can cause significant problems.
EVAL_EXTRA:DEA is a good at estimating relative efficiency of a DMU but it converges very slowly to absolute efficiency.
EVAL_EXTRA:In other words, it can tell you how well you are doing compared to your peers but not compared to e theoretical maximum.
EVAL_EXTRA:Since DEA is a nonparametric technique, statistical hypothesis tests are difficult and are the focus of ongoing research. ~~~ Since a standard formulation of DEA creates a separate linear program for each DMU, large problems can be computationally intensive.
EVAL_EXTRA:For application of DEA in the context of the evaluation of education providers in the primary and secondary sectors see Bessent and Bessent Š11Ë, Bessent et al. Š10Ë, Bradley et al. Š12Ë, Chalos and Cherian Š14Ë, Davutyan et al. Š28Ë, Fare et al. Š32Ë, Ganley and Cubbin Š36Ë, Jesson et al. Š40Ë, Lovell et al. Š50Ë, Kirjavainen and Loikkanen Š46Ë, Mancebon and Mar Molinero Š52Ë, Mayston and Jesson Š53Ë, Norman and Stoker Š55Ë, Ray Š57Ë, Smith and Mayston Š61Ë and Thanassoulis and Dunstan Š62Ë. Steve Bradley, Geraint Johnes and Jim Millington in Š12Ë calculate the technical efficiencies, based upon multiple outputs school exam performance and attendance rates of all secondary schools in England over the period 1993-1998.
EVAL_EXTRA:Selected suggestions on improving performance are offered. ~~~ The roles of heterogeneity and centralization are also highlighted.
EVAL_EXTRA:
EVAL_EXTRA:Studies which examine the efficiency of the higher education sectors of various countries such as the UK, the USA, Canada, Finland, Israel, Australia and China have fallen into two main groups: 1. those which have examined the efficiency of a particular department, programme or activity, see (Beasley Š8Ë, Š9Ë; Coelli et al., Š24Ë; Haksever & Muragishi Š37Ë; Johnes, Š43Ë; Johnes & Johnes Š41Ë, Š42Ë; Korhonen, Tainio & Wallenius Š49Ë; Madden, Savage & Kemp Š51Ë; Tomkins & Green Š66Ë, and 2. those which have examined the performance of the entire HEI, see (Ahn et al., Š2Ë; Ahn & Seiford Š1Ë; Athanassopoulos & Shale Š5Ë; Avkiran Š6Ë; Breu & Raab Š13Ë; El Mahgary & Lahdelma Š30Ë; Johnes Š44Ë; Ng & Li Š54Ë).
EVAL_EXTRA:For recent studies see (Ng & Li, Š54Ë; Johnes and Yu in Š45Ë).
EVAL_EXTRA:Two alternative approaches have been taken in a small number of empirical studies: 1. to evaluate the performance of all departments within one university, see (Arcelus & Coleman Š4Ë; Friedman & Sinuany-Stern Š35Ë, Sinuany-Stern et.
EVAL_EXTRA:al. Š60Ë), and 2. to analyse the performance of higher education sectors across states or countries, see (Breu & Rabb Š13Ë; Kocher, Luptácik & Sutter Š47Ë).
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EVAL_EXTRA:Mean technical efficiencies computed from department level studies vary as follows: 50 to 60% for UK economics departments, see Johnes & Johnes Š41Ë, Š42Ë; around 70% in UK departments of chemistry and physics, see Beasley Š8Ë; 65 to 82% in Australian departments of economics, see Madden et al., Š51Ë; 72% in economics research units in Finland, see Korhonen et al., Š49Ë; and 82 to 87% in the administration sector of Australian universities, see Coelli et al., Š24Ë. Evidence from HEI level studies suggests that mean technical efficiency varies from around 70 to 80%, see Ahn & Seiford Š1Ë, Ng & Li Š54Ë, to well over 90%, see Ahn et al., Š2Ë; Athanassopoulos & Shale, Š5Ë; Avkiran, Š6Ë; Breu & Raab, Š13Ë; Johnes Š43Ë, Š44Ë.
EVAL_EXTRA:Several researches focused on efficiency of university research transfer, see Anderson, T.R., Daim, T. U., Lavoie, F. F., Š3Ë, Siegel and Phan Š59Ë, Thursby and Kemp Š64Ë, Thursby and Thursby Š65Ë.
EVAL_EXTRA:Applications of DEA in the context of education are surveyed in Table 1. Table 1.
EVAL_EXTRA:Applications of DEA in the context of education 1 Number of teachers in each province 2 Number of classrooms in each province 3 Average score of students from each province in the high school entrance examination 4 Standard deviation of the above-mentioned quantitative examinations scores 5 Standard deviation of the above-mentioned verbal examinations scores 6 Number of high school students in each province 7 Average (quantitative examination) score of students from each province in the university entrance examination 8 Average verbal examination score of students from each province in the university entrance examination 9 Staff time is measured using a measure of the full-time staff to student ratio (STAFF) 10 The quality of the staff input is reflected by the percentage of the faculty with the associate professor position of higher (STAFFQ) 11 Research funding is measured using research expenditure (FUNDS) 12 Index of library books 13 Index of the area of the buildings 14 Index measuring the proportion of all students who are postgraduates 15 Index of the total number of research publications 16 Index of research publications per member of academic staff (RESPP) 17 Index of the prestige of the HEI 7.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë Ahn, T., & Seiford, L. M., Sensitivity of data envelopment analysis to models and variable sets in a hypothesis test setting: The efficiency of university operations.
EVAL_EXTRA:In Y. Ijiri (Ed.), Creative and innovative approaches to the science of management (pp. 191?208), Westport, Connecticut: Quorum Books, 1993.
EVAL_EXTRA:Š2Ë Ahn, T., Arnold, V., Charnes, A., & Cooper,W.W., DEA and ratio efficiency analyses for public institutions of higher learning in Texas, Research in Governmental and Nonprofit Accounting, 5, 165?185, 1989.
EVAL_EXTRA:Š3Ë Anderson, T.R., Daim, T. U., Lavoie, F. F., Technovation 27, (2007), 306-318. ~~~ Š4Ë Arcelus, F. J., & Coleman, D. F., An efficiency review of university departments.
EVAL_EXTRA:International Journal of Systems Science, 28(7), (1997), 721?729.
EVAL_EXTRA:Š5Ë Athanassopoulos, A. D., & Shale, E. (1997).
EVAL_EXTRA:Assessing the comparative efficiency of higher education institutions in the UK by means of data envelopment analysis.
EVAL_EXTRA:Education Economics, 5(2), (1997) 117?134.
EVAL_EXTRA:Š6Ë Avkiran, N. K., Investigating technical and scale efficiencies of Australian universities through data envelopment analysis.
EVAL_EXTRA:Socio-Economic Planning Sciences, 35(1), (2001), 57?80.
EVAL_EXTRA:Š7Ë Banker, R. D., Charnes, A., & Cooper, W. W., Some models for estimating technical and scale inefficiencies analysis, Management Science, 30(9), (1984), 10781092 envelopment in data Š8Ë Beasley, J. E., Comparing university departments, Omega, 18, (1990), 171?183.
EVAL_EXTRA:Š9Ë Beasley, J. E., Determining the teaching and research efficiencies, Journal of the Operational Research Society, 46(4), (1995), 441?452.
EVAL_EXTRA:Š10Ë Bessent, A.M., Bessent, E. W., Kennington, E.W., Reagan, B., An application of mathematical programming to assess the productivity in the Houston independent school district, Management Science 28, (1982) 1355-1367. ~~~ Š11Ë Bessent, A.M., Bessent, E.W., Determining the comparative efficiency of schools through data envelopment analysis, Educational Administration Quarterly16, (1980), 57-75.
EVAL_EXTRA:Š1Ë Bradley S., Johnes, G., Millington, J., The effect of competition on the effficiency of secondary schools in England. ~~~ European Journal of Operational Research 135, (2001), 545-568.
EVAL_EXTRA:Š13Ë Breu, T. M., & Raab, R. L., Efficiency and perceived quality of the nations Top 25 national universities and national liberal arts colleges: An application of data envelopment analysis to higher education, Socio-Economic Planning Sciences, 28(1), (1994), 33?45 Š14Ë Chalos, P., Cherian, J., An application of data envelopment analysis to public sector performance measurement and accountability, Journal of Accounting and Public Policy 14, (1995), 143-160.
EVAL_EXTRA:Š15Ë Charnes A, Cooper WW, Lewin AY, Seiford LM.
EVAL_EXTRA:Data envelopment analysis: theory, methodology and application.
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EVAL_EXTRA:Š16Ë Charnes, A., Cooper, W. W., & Rhodes, E., Measuring the efficiency of DMUs, European Journal of Operational Research, 2, (1978), 429-444.
EVAL_EXTRA:Š17Ë Charnes, A., Cooper, W. W., & Rhodes, E., Evaluating program and managerial efficiency: An application of DEA to program follow-through, Management Science, 27(6), (1981), 668697.
EVAL_EXTRA:Š18Ë Charnes, A., Cooper, W.W., and Rhodes, E., A Data Envelopment Analysis Approach to Evaluation of the Program Follow Through Experiments in U.S. Public School Education, Management Science Research Report No. 432, Carnegie-Mellon University, School of Urban and Public Affairs, Pittsburg, PA., 1978 Š19Ë Charnes, A., Cooper, W.W., and Rhodes, E., Short Communication: Measuring the Efficiency of Decision Making Units, European Journal of Operational Research 3, (1979), p.339.
EVAL_EXTRA:Š20Ë Charnes, A., Cooper, W.W., and Rhodes, E., Evaluating Program and Managerial Efficiency: An Application of Data Envelopment Analysis to Program Follow Through, Management Science 27, (1981), pp. 668-697.
EVAL_EXTRA:Š21Ë Charnes, A., Cooper, W.W., and Rhodes, E., Preface to topics in Data Envelopment analysis, Annals of Operations Research 2, pp. 59-94, 1985.
EVAL_EXTRA:Š22Ë Charnes, A., Cooper, W.W., Lewin, A.Y., Seiford, L.M., Data Envelopment Analysis: Theory, Methodology, and Application, Kluwer Academic Publishers, 1993.
EVAL_EXTRA:Š23Ë Coelli, T., & Perelman, S., A comparison of parametric and non-parametric distance functions: With application to European railways, European Journal of Operational Research, 117, (1999) 326339.
EVAL_EXTRA:Š24Ë Coelli, T., Rao, D. S. P., & Battese, G. E., An introduction to efficiency and productivity analysis.
EVAL_EXTRA:Norwell, MA: Kluwer Academic 1998.
EVAL_EXTRA:Š25Ë Cooper, W.W., Seiford, L.M., Tone,K., Data Envelopment analysis: A comprehensive Text with Models, Applications, References and DEA-Solver Software, Kluwer Academic Publishers, 2002.
EVAL_EXTRA:Š26Ë Cooper, W.W., Seiford, L.M., Zhu, J. (Eds.), Handbook on Data Envelopment Analysis. ~~~ Springer, Dordrecht, 2004.
EVAL_EXTRA:Š27Ë Dantzig, G. B., Maximization of a linear function of variables subject to linear inequalities.
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EVAL_EXTRA:Š28Ë Davutyan, N., Demir, M., Polat.S. Assessing the efficiency of Turkish secondary education: Heterogeneity, centralization, and scale diseconomies, Socio-Economic Planning Sciences 44, (2010), 35-44.
EVAL_EXTRA:Š29Ë Debreu, G., The Coefficient of Resource Utilization, Econometrica 19 (3), (1951), 273-292.
EVAL_EXTRA:Š30Ë El Mahgary, S., & Lahdelma, R., Data envelopment analysis: Visualizing the results, European Journal of Operational Research, 85, (1995), 700?710.
EVAL_EXTRA:Š31Ë Emrouznejad, A. Parker, B. ~~~ And G. Tavares, Evaluation of research in efficiency and productivity: survey and analysis of the 30 years of scholarly literature in DEA, Journal of Socio-Economics Planning Science, 42(3), (2008), 151-157. ~~~ Š32Ë Fare, R., Grosskopf, S., Weber, W.L., Measuring school district performance, Public Finance Quarterly 17, (1989), 409-428. ~~~ Š33Ë Farrell, M., The measurement of productive efficiency Journal of the Royal Statistical Society, Series A, 120, (1957), 253281.
EVAL_EXTRA:Š34Ë Fried, H.O., Lovell, C.A.K, Schmidt, S.S., The Measurement Productive Efficiency: Techniques and Applications, Oxford University Press, 1993. of Š35Ë Friedman, L., & Sinuany-Stern, Z., Scaling units via the canonical correlation analysis in the data envelopment analysis context, European Journal of Operational Research, 100, (1997), 629?637.
EVAL_EXTRA:Š36Ë Ganley, J.A., Cubbin, J.S., Public Sector Efficiency Measurement: Applications of Data Envelopment Analysis.
EVAL_EXTRA:Elsevier, Amsterdam, 1992.
EVAL_EXTRA:Š37Ë Haksever, C., & Muragishi, Y., Measuring value in MBA programmes.
EVAL_EXTRA:Education Economics, 6(1), (1998), 11?25.
EVAL_EXTRA:Š38Ë Hanushek, E. A., Interpreting recent results on schooling in developing countries, World Bank Research Observer 10 (2), (1995), 227-246. ~~~ Š39Ë Hanushek, E.A., The economics of schooling, Journal of Economic Literature 24, (1986), 11471177.
EVAL_EXTRA:Š40Ë Jesson, D., Mayston, D., Smith, P., Performance assessment in the education sector: Educational and economic perspectives, Oxford Review of Education 13, (1987), 249-267.
EVAL_EXTRA:Š41Ë Johnes, G., & Johnes, J., Apples and oranges: The aggregation problem in publications analysis, Socientometrics, 25(2), (1992), 353?365.
EVAL_EXTRA:Š42Ë Johnes, G., & Johnes, J., Measuring the research performance of UK economics departments: An application of data envelopment analysis, Oxford Economic Papers, 45, (1993), 332?347.
EVAL_EXTRA:Š43Ë Johnes, J., Measuring teaching efficiency in higher education: An application of data envelopment analysis to Economics graduates from UK universities, European Journal of Operational Research, 174, (2006), 443?456.
EVAL_EXTRA:Š44Ë Johnes, J., Data envelopment analysis and its application to the measurement of efficiency in higher education, Economic of Education Review 25, (2006), 273-288.
EVAL_EXTRA:Š45Ë Johnes, J., Yu, Lu., Measuring the research performance of Chinese higher education institutions using data envelopment analysis, China Economic Review 19, (2008), 679-696 Š46Ë Kirjavainen, T., Loikkannen, H. A., Efficiency differences of Finnish senior secondary schools: An application of DEA and tobit analysis, Economics of Education Review 17, (1998), 377-394.
EVAL_EXTRA:Š47Ë Kocher, M. G., Luptácik, M., & Sutter, M., Measuring productivity of research in economics: A cross-country study using DEA.
EVAL_EXTRA:Department of Economics Working Paper, Vol. 77: Vienna University of Economics & B. A, 2001.
EVAL_EXTRA:Š48Ë Koopmans, T.C., An Analysis of Production as an Efficient Combination of Activities, in T. C. Koopmans, ed., Activity Analysis of Production and Allocation, Cowles Commissions for Research in economics, Monograph No. 13.
EVAL_EXTRA:New Zork: John Wiley and Sons, Inc. 1951.
EVAL_EXTRA:Š49Ë Korhonen, P., Tainio, R., & Wallenius, J., Value efficiency analysis of academic research.
EVAL_EXTRA:European Journal of Operational Research, 130, (2001), 121?132.
EVAL_EXTRA:Š50Ë Lovell, C.A.K., Walters, L.C., Wood, L.L., Stratified models of education production using modified DEA and regression analysis.
EVAL_EXTRA:In: Charnes,A., Cooper,W.W., Lewin, A. Y., Seiford, L.M., (Eds.), Data Envelopment Analysis: Theory Methodology and Applications.
EVAL_EXTRA:Kluwer, Massachussets, 1994.
EVAL_EXTRA:Š51Ë Madden, G., Savage, S., & Kemp, S., Measuring public sector efficiency: A study of economics departments at Australian Universities.
EVAL_EXTRA:Education Economics, 153?167, 1997.
EVAL_EXTRA:Š52Ë Mancebon, M.J., Mar Molinero, C., Performance in primary schools.
EVAL_EXTRA:Discussion Paper 98-139, (1998), Department of Management, University of Southampton.
EVAL_EXTRA:Š53Ë Mayston, D., Jesson, D., 1988.
EVAL_EXTRA:Developing models of educational accountability, Oxford Review of Education 4, (1988), 321-339.
EVAL_EXTRA:Š54Ë Ng, Y. C., & Li, S. K., Measuring the research performance of Chinese higher education institutions: An application of data envelopment analysis, Education Economics, 8(2), (2000) 139?156.
EVAL_EXTRA:Š55Ë Norman, M., Stoker, B., Data Envelopment Analysis: The Assessmentof Performance.
EVAL_EXTRA:Willey, Chichester, 1991.
EVAL_EXTRA:Š56Ë Pastor, J. T., Ruiz, J. L., & Sirvent, I., A statistical test for nested radial DEA models.
EVAL_EXTRA:Operations Research, 50(4), (2002), 728735.
EVAL_EXTRA:Š57Ë Ray, S.C., Resource use efficiency in public schools: A study of Connecticut data, Management Science 37, (1991), 1620-1628.
EVAL_EXTRA:Š58Ë Rhodes, E. L., Data Envelopment analysis and Related Approaches for Measuring the Efficiency of Decision Making Units with an Application to Program Follow through in U.S.,Education, unpublished Ph.D., thesis, Carnegie-Mellon University, School of Urban and Public Affairs, Pittsburg, PA, 1978.
EVAL_EXTRA:Š59Ë Siegel, D.S., Phan, P.H., Analyzing the Effectiveness of University Technology Transfer: Implications for Entrepreneurship Education (No. 0426).
EVAL_EXTRA:Rensselaer Polytechnic Institute, Troy, 2004. ~~~ Š60Ë Sinuany-Stern, Z., Mehrez, A., Barboy, A., Academic departments efficiency via DEA, Computers and Operations Research 21, (1994), 543-556. ~~~ Š61Ë Smith, P., Mayston, D., Measuring efficiency in the public sector, Omega 15, (1987), 181-189. ~~~ Š62Ë Thanassoulis, E., Dunstan, P., Guiding schools to improved performance using data envelopment analysis, Journal of the Operational Research Society 45, (1994), 1247-1262.
EVAL_EXTRA:Š63Ë Thanassoulis, E., Introduction to the Theory and Application of Data Envelopment Analysis: A Foundation Text with Integrated Software, Springer-Verlag New York, LLC, 2001. ~~~ Š64Ë Thursby, J.G., Kemp, S., University technology transfer: a DEA analysis.
EVAL_EXTRA:In: Kantarelis, D., (Ed.), Business and Economics for the 21st Century, vol. 2, Business and Economics Society International, Worcester, MA, pp. 303311, 1998 Š65Ë Thursby, J.G., Thursby, M.C., Who is selling the Ivory Tower?
EVAL_EXTRA:Sources of growth in university licensing, Management Science 48 (1), (2002), 90104. ~~~ Š66Ë Tomkins, C., & Green, R. (1988).
EVAL_EXTRA:An experiment in the use of DEA for evaluating the efficiency of UK university departments of accounting.
EVAL_EXTRA:Financial Accountability and Management, 4(2), (1988), 147-164.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Book review Innovation Management P.K.Amed, C.D. Shepherd, Innovation Management, Prentice Hall, 2010 In this book, modern management is presented as ori es of development leaning on the key organizational areas that are the leaders in development, with a special insight into the supply chain as a broader context that has an impact upon innovation.
EVAL_EXTRA:It may be external or internal, and the orga ented towards meeting the varied and specific customers needs.
EVAL_EXTRA:The concluding chapters deal with the structural process nizations capacity to adopt external innovation and knowledge is called the absorption capacity.
EVAL_EXTRA:Explanations in the knowledge economy domain start from modern, evolution theories as well as from theories of trade. ~~~ In the regions where knowledge and learning accumulate chances are bigger that innovation will result.
EVAL_EXTRA:Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:1.
EVAL_EXTRA:INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
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EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] ~~~ Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade.
EVAL_EXTRA:Proceedings of work, SINFF-N, page 75 -81. ~~~ Zlatibor UDC 005 ISSN 1820-0222 2011 - 58 Number 58, Year XVI March 2011.
EVAL_EXTRA:Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Board: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950 868 E-mail: manage¿ fon.bg.ac.rs http://management.fon.bg.ac.rs Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl.
EVAL_EXTRA:ed.) ~~~ COBISS.SR-ID 112265484 CONTENTS Competitive strategies in the conditions of digital economy Vesna Milićević, Bojan Ilić Ecological footprint as indicator of students environmentalawareness level at Faculties of organizational sciences, University of Belgrade of Maribor Nataša Petrović, Sonja Išljamović, Veljko Jeremić, Drago Vuk, Marjan Senegačnik Decision making criteria for outsourcing or insourcing of it service provision in public sector Dalibor Stanimirović, Mirko Vintar The efficacy of public-private partnership at infrastructure improving Sladjana Benković Measuring effectivness of KM projects Prabhakar Tunuguntla, Sanja Berjan Management of receivables in function of support to business success Snežana P. Knežević, Veljko Dmitrović, Marko Jovanović, Tijana Obradović Hybrid public-private partnership models Vladimir Poznanić, Miloš Milosavljević Modeling the fraud-like investment founds by Petri Nets Daniel Ciuiu University leader and quality in higher education C. Rusu Copyright © 2004 by Faculty of Organizational Sciences Book review Maja Levi Jakšić Competitive Strategies in the Conditions of Digital Economy UDC: 339.137.2:005.21 ; 004.738.5:339Ë::005 Vesna Milićević, Bojan Ilić Faculty of Organizational Sciences University of Belgrade The work deals with the complexity of creating and implementation of a competitive strategy in the conditions of digital economy.
EVAL_EXTRA:An increasing number of firms involve their customers into the product design process in order to view their needs from the real world. ~~~ This often means an integration of marketing and research and development funstions Š3Ë.
EVAL_EXTRA:Also important is the managerial decision making in the domain of pricing Š11Ë. lately Characteristically, many companies have achieved a considerable business success implementing, alongside the traditional business, a new model of electronic commerce.
EVAL_EXTRA:REFERENCE Š1Ë Schwartz E., Webonomics,-Nine Essential Principles for Growing Your Business on the World Wide Web, Penguin Books, 1997 Š2Ë Certo S., Modern Management, Prentice Hall, Upper Saddle River New Jersey, 2003 Š3Ë Rust R.,.Moorman C.,.Bhalla G., Rethinking Marketing, Harvard Business Review, January.February, 2010 Š4Ë D. Kaplan R., Norton D., The Balaced Scorecard, Harvard Bussines School Press, Boston, 1996 Š5Ë Dr Milićević V., Novi pristupi i modeli merenja performansi poslovanja, Računovodstvo,br 5-6, 2005.
EVAL_EXTRA:
EVAL_EXTRA:Š6Ë Beitler A. M., Strategic Organizational Change-A Practicioneržs Guide For Managers and Consultants, Practitioner Press International, Greensboro, 2006 Š7Ë Sharp S., Competitive Intelligence Advantage How to Minimize Risk, Avoid Surprises and Grow Your Business in a Changing World, John Wiley&Sons, Inc. Hoboken, New Jersey, 2009 Š8Ë Johansson B., Karlsson C., Stough R. (editors), The Economy: Entrepreneurship, Clusters and Policy - Advances in Spatial Science, Spirnger, 2010 Emerging Digital Š9Ë Choi S.Y., Stahl D.O., Whinston, A.B., The Economics of Electronic Commerce, Macmillan, Indianapolis, 1977 Š10Ë Guthrie P., The Human Factor, Business 2.0, August, 2000 Š11Ë Ilić B., Milićević V., Integrative Approach to the Contemporary Pricing Strategies, The Scientific Journal Facta Universitatis, Series: Economics and Organization, Vol. 2, No. 3, 2005 Š12Ë www..walmart.com, accessed: March 2011.
EVAL_EXTRA:Š13Ë www..alcatel-lucent.com, accessed: March 2011.
EVAL_EXTRA:Š14Ë http://samsungeuforum20011.com, accessed: March 2011.
EVAL_EXTRA:Š15Ë Evans P., Wurster T., Blown to Bits: How the New Economics of Information Transforms Strategy, Harvard Business School Press, Boston, Š16Ë www.sap.com/industries/consumer/pdf/cpgmar ket.pdf, accessed: March 2011 Š17Ë Porter M., Competitive Advantage, Creating and Sustaining Superior Performance, The Free Press, New York, 1985 Š18Ë Hax A., Wilde D., The Delta Model: Adaptive Management for a Changing World, Sloan Management Review, Winter, 1999 Š19Ë Negropont, N., Biti digitalan, Clio, Beograd:,1998.
EVAL_EXTRA:Š20Ë Davenport, T., Leibold, M., Voelpel, S., Strategic Management the Innovation EconomyStrategy Approaches and Tools for Dynamic Innovation Capabilities, Erlangen: Publicis, Wiley, 2006 in Š21Ë Cohn, J., Katzenbach, J., Vlak, G., Finding and Grooming Breakthrough Innovations, Harvard Business Review, December, 2008 Š22Ë www.businessweek.com/innovation, v accessed: March 2011.
EVAL_EXTRA:Š23Ë www..apple.com/investor/, accessed: March 2011.
EVAL_EXTRA:Ecological Footprint as Indicator of Students Environmental Awareness Level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor UDC: 502.12 ; 37.033:504.06 Nataša Petrović1, Sonja Išljamović2, Veljko Jeremić3, Drago Vuk4, Marjan Senegačnik5 1,2,3 Faculty of Organizational Sciences in Belgrade 4,5 Faculty of Organizational Sciences in Maribor The Ecological Footprint is a complex sustainability indicator that answers a simple question: How much of the Earths resources is demanded to support humankind lifestyle and activities?
EVAL_EXTRA:Ecological Footprint (EF) is used to translate consumption and waste flow data into a measurement of the bio logically productive area required to sustain that flow.
EVAL_EXTRA:In this research Ecological Footprint was used as input feature that provides an effective heuristic and pedagogic tool, at courses of Environmental Management and Technological Systems and Principles of Ecology, for capturing current resource use of students of the Faculties of Organizational Science, University of Belgrade and University of Maribor. ~~~ 2.
EVAL_EXTRA:These objectives provide the foundation for much of what has been done in the field since 1978: To foster clear awareness of and concern about economic, social, political, and ecological interdependence in urban and rural areas; To provide every person with opportunities to acquire the knowledge, values, attitudes, commitment, and skills needed to protect and improve the environment; To create new patterns of behavior of individuals, groups, and society as a whole towards the environment, Š26Ë. Environmental educations essence is in its role in the education for a sustainable future.
EVAL_EXTRA:This kind of education (for sustainable development) is learner-centered, providing learners with opportunities to construct their own understandings through hands-on, minds on investigations. ~~~ Learners are engaged in direct experiences and are challenged to use higher-order thinking skills.
EVAL_EXTRA:Education for sustainable development supports the development of an active learning community where learners share ideas and expertise, and prompt continued inquiry.
EVAL_EXTRA:The following Š9Ë: Biodiversity land, Bioproductive land (Arable land, Pasture land and Forested land), Bioproductive sea space, Built land, Energy land.
EVAL_EXTRA:Relying on Oslo Methodology, Ecological Footprint can be defined as, Š1Ë: a method for calculating and evaluating the environmental impact of the consumption of goods and services; an indicator that provides a simplified demonstration of significant environmental impacts from various types of consumption; a tool for environmental impact assessment when considering different alternatives in a political/administrative decision-making process, or for reporting on the state of the environment in a regions.
EVAL_EXTRA:The Ecological Footprint is a resource accounting tool that measures how much biologically productive land and sea is available on Earth, and how much of this area is appropriated for human use.
EVAL_EXTRA:The Ecological Footprint clarifies the relationship of resource use to equity by explicitly tying individuals and groups activities to ecological demands, Š30Ë.
EVAL_EXTRA:
EVAL_EXTRA:It compares human consumption of natural resources with planet Earths ecological capacity to regenerate them.
EVAL_EXTRA:Calculating Ecological Footprint we make effort to measure how much biologically productive area is required to produce the yearly resource flows consumed by the residents of a region (a city, a country, or the world), to absorb wastes or emissions (especially CO2), and to host the built infrastructure in that region, Š4Ë.
EVAL_EXTRA:Results of statistical analysis for students of Faculty of Organizational Sciences, University of Belgrade Environmental Management course is taught at the third year of undergraduate studies at the Faculty of Organizational Sciences, University of Belgrade.
EVAL_EXTRA:These improvements include the creation of new patterns of student behavior in their relationship with environment. focused on In order to evaluate results of survey, we used statistical software package SPSS 17.
EVAL_EXTRA:Results of statistical analysis for students of Faculty of Organizational Sciences, University of Maribor Survey was conducted on the sample of 43 freshmen students at Faculty of organizational sciences, University of Maribor.
EVAL_EXTRA:Our results implied that male students use car far more frequently then female stu dents. ~~~ In addition, they more often use car with high fuel consumption.
EVAL_EXTRA:Same conclusion was made comparing variables How much percent of food you throw away and how much percent of food that you buy is locally grown or season food. ~~~ Results implied no statistically significant difference between genders (χ2=1.273, df=2, p>0.05; respectively, χ2=2.927, df=4, p>0.05).
EVAL_EXTRA:5.
EVAL_EXTRA:In recent papers, it is often cited that level of parental education is significantly correlated with childrens environmental awareness. ~~~ However, in our research no significant difference between students with different parental education background was noted.
EVAL_EXTRA:This finding clearly shows that Slovenia has excellent educational system concerning environmental issues, especially in elementary and high school. ~~~ Also, results showed that female students are ecologically more aware than male students.
EVAL_EXTRA:Although, results didnt reached statistically significance, trend that female students are far more dedicated to environmental protection is obvious. ~~~ In particular we have to mention results concerning issues of car using.
EVAL_EXTRA:Further on, they more often use car with high fuel consumption. ~~~ In addition, our analysis points out that both male students and female students are dedicated to the trend of healthy and organically grown food.
EVAL_EXTRA:Also, their diet is mostly based on locally grown food, which implies high level of ecological perception and healthy life trend in Slovenia.
EVAL_EXTRA:In order to this, we can conclude that higher education institutions have to contribute to further development of environmental awareness and formal environmental education, by achieving following goals: Acquire skills, assess and apply complex management concepts in order to solve todays and tomorrows environmental challenges. Gain knowledge in environmental sciences and their practical application.
EVAL_EXTRA:Train soft skills by working in international and in terdisciplinary teams.
EVAL_EXTRA:Combine a theoretical orientation with practical project work.
EVAL_EXTRA:Give a range of practical techniques in such areas as environmental planning, environmental policy, environmental management systems (EMS), modeling, geographic information systems (GIS) and data management.
EVAL_EXTRA:Corporate social responsibility, logical framework analysis, life cycle assessment (LCA), and energy analysis and planning.
EVAL_EXTRA:Use different tools for project design, environmental monitoring, quality control and evaluation as well as planning.
EVAL_EXTRA:Train in using cost-benefit and cost-effectiveness methods.
EVAL_EXTRA:REFERENCES Š1Ë Aall, C., Norland, I.T., (2002): Report no.
EVAL_EXTRA:1/02, The Ecological Footprint of the City of Oslo Results and Proposals for the Use of the Ecological Footprint in Local Environmental Policy.
EVAL_EXTRA:Program for Research and Documentation for a Sustainable Society (ProSus), Centre for Development and the Environment University of Oslo, Western Norway Research Institute.
EVAL_EXTRA:Š2Ë Brundliand, G.H., (1989): Our Common Future: The and World Commission on Environment Development.
EVAL_EXTRA:N.Y.: Oxford University Press.
EVAL_EXTRA:Š3Ë Ewing, B., Oursler, A., Reed, A., Moore, D., Goldfinger, S., Wackernagel, M., (2009): The Ecological Footprint Atlas 2009, Global Footprint Network.
EVAL_EXTRA:Š4Ë Haberl, H., Erb K., Krausmann, F., (2001): How to calculate and interpret ecological footprints for long periods of time: the case of Austria 19261995.
EVAL_EXTRA:Š5Ë Išljamović S., Jeremić V., Jovičić S., (2009): Primena statističkih metoda u cilju utvrđivanja ekološke svesti studenata Univerziteta u Beogradu, SYM-OP-IS 2009, Ivanjica.
EVAL_EXTRA:Š6Ë Išljamović S., Jeremić V., Petrović N., (2010): Merenje dobrog ekološkog obrazovanja, SYMOP-IS 2010, Tara.
EVAL_EXTRA:Š7Ë Jeremić V., Išljamović S., Petrović N., (2010): A one concept for measuring results of environmental education for sustainability: ecological footprint, 13th Toulon-Verona Conference, Organizational Excellence in Service, Coimbra, Portugal.
EVAL_EXTRA:Š8Ë Jeremić V., Išljamović S., Petrović N., Radojičić Z., (2010): Ekootisak kao indikator socio-ekonomske razvijenosti zemalja Evropske Unije, SYM-OP-IS 2010, Tara.
EVAL_EXTRA:Š9Ë Living Planet Report 2010, (2010): WWF International.
EVAL_EXTRA:
EVAL_EXTRA:(Editors: Pollard, D., Almond, R., Duncan, E., Grooten, R., Hadeed L., Jeffries,B., McLellan, R.). in the United States and Š10Ë NEEAC, (1996): Report Assessing Environmental Education the Implementation of the National Environmental Education Act of 1990, NEEAC, Washington, DC.
EVAL_EXTRA:Š11Ë North America Association for Environmental Education, (1996): Environmental Education Materials: Guidelines for Excellence, NAAEE , Rock Spring, GA.
EVAL_EXTRA:Š12Ë North America Association for Environmental Education, (2002): Guidelines for Excellence in Nonformal Environmental Education Program Development and (draft) NAAEE, Rock Spring, GA.
EVAL_EXTRA:Implementation, Š13Ë Peller, A., Goldfinger, S., Wackernagel, M., (2007): for Global Footprint Network, Science Enviroment & Sustanble Society, Vol.4, No 1.
EVAL_EXTRA:Š14Ë Petrović, N., (2005): Environmental Education: Case of Postgraduate Environmental Management Studies on Faculty of Organizational Sciences, Serbia and Montenegro, Collection of Works, 8th Toulon Verona Conference, Palermo, Italy.
EVAL_EXTRA:Š15Ë Petrović, N., (2009): Ekološki menadžment, Fakultet organizacionih nauka, Beograd.
EVAL_EXTRA:Š16Ë Petrović, N., (2010): Development of higher environmental education program, Management, Faculty of Organizational Sciences, Belgrade.
EVAL_EXTRA:Š17Ë Petrović, N., Milićević, M., (2006): Education For Sustainable Development, Collection of Works, 9th Toulon Verona Conference, Paisley, Scotland.
EVAL_EXTRA:Š18Ë Petrović, N., Milićević, M., (2007): Higher good Environmental Education, Collection of Works, 10th Toulon Verona Conference, Thessaloniki, Greece.
EVAL_EXTRA:Š19Ë Ranđelović, D. (2006): Reforma obrazovanja, ekološka edukacija i leap proces, Nacionalni i lokalni ekološki planovi, EKOIST2006.
EVAL_EXTRA:Š20Ë Rees, W.E., (1992): Ecological footprints and appropriated carrying capacity: what urban economics leaves out.
EVAL_EXTRA:Environment and Urbanization 4(2), 121130.
EVAL_EXTRA:Š21Ë Trumić, M., Petrović, N., Radojičić, Z.: Ekološka svest u formalnom osnovnom obrazovanju Republike Srbije, XXXVII Symposium on Operation Research, SYM-OP-IS 2009, Ivanjica, September 2009, str.
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EVAL_EXTRA:Š22Ë UNCED, (1992): Agenda 21: Programme of for Sustainable Development, Rio Action Declaration on Environment and Development.
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EVAL_EXTRA:Š23Ë UNDP, UNESCO, UNICEF, World Bank, (1990): Final Report of the World Conference on Education for All: Meeting Basic Learning Needs, Jomtien, Thailand, 5-9 March 1990, New York, Inter-Agency Commission the World Conference on Education for All. for Š24Ë UNESCO, (1978): Final Report intergovernmental Conference on Environmental Education, Organized by UNESCO in Cooperation with UNEP, Tbilisi, USSR, 14-26 October 1977, Paris: UNESCO ED/MD/49.
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EVAL_EXTRA:(1978): Š27Ë UNESCO-UNEP, Final Report Intergovernmental Conference on Environmental Education, Organized in Cooperation with UNEP, Tbilisi, USSR, 14-26 October 1997, Paris: UNESCO. by UNESCO Š28Ë United Nations (2002): Report of the World Summit Sustainable Development.
EVAL_EXTRA:Johannesburg, South Africa, 26 August - 4 September 2002.
EVAL_EXTRA:New York: United Nations. on Š29Ë Wackernagel, M., Monfreda, C., Schulz, N.B., Erb, K.H., Haberl, H., Krausmann, F., (2004): Calculating national and global ecological footprint time series: resolving concep- tual challenges.
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EVAL_EXTRA:Retrieved December 22, 2010.
EVAL_EXTRA:
EVAL_EXTRA:Decision Making Criteria for Outsourcing or Onsourcing of IT Service Provision in Public Sector UDC: 005:351.076(497.4) ; 007:004Ë:658 Dalibor Stanimirović, Mirko Vintar Institute for Administration Informatization, University of Ljubljana, Faculty of administration, Šdalibor.stanimirovic¿fu.uni-lj.siË, Šmirko.vintar¿fu.uni-lj.siË XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia The study focuses on the uncharted area of the Slovenian public sector.
EVAL_EXTRA:In Slovenia, the use of competitive tendering and outsourcing of IT services has been growing rapidly, many will say unfoundedly and irrationally; the reported expenditures on contracting out in the public sector in the last years have doubled reaching in the time of global economic and financial crises, roughly estimated, tens of millions of euros.
EVAL_EXTRA:1.
EVAL_EXTRA:It did not take long, 1 Here it is necessary to mention that, when talking about outsourcing in a strict sense, we primarily have in mind an outside provision of certain business processes or services, however, still within the boundaries of the country in which the organization that transferred some processes to outside providers, works; when talking about outsourcing in a broad sense, we think of the transfer of business processes and services to entities in some other country.
EVAL_EXTRA:In such cases, the terms offshoring or dislocalisation are often used although they have no direct connections with outsourcing in the public sector.
EVAL_EXTRA:In this paper, outsourcing will be primarily studied in its stricter sense, namely, withing the countrys boundaries.
EVAL_EXTRA:For either outside or inside performance we use the English terms outsourcing and insourcingwhich are equal in meaning; namely, both terms are part of very rich Anglophone economic terminology. however, for the enthusiasm for these so-called revolutionary invention to expire.
EVAL_EXTRA:According to the experts, the in-depth scientific research should use analyses, the primarily socio-eco 2 The hollowing out effect is a common term for a set of negative results usually incurred by a loss of autonomy of one or more organizations.
EVAL_EXTRA:This effect may be caused by the acquisition of the organization or by joining by another organization.
EVAL_EXTRA:The term also applies to outsourcing since the transfer of services ans/or business processes, sometimes even key ones, to outside providers may result in losing control and management, losing financial means, competences, organizational vision, trust, knowledge, creative potential and culture capital in the organization.
EVAL_EXTRA:In some cases, we can talk of a hollowing-out effect in an example of a broader social phenomenon, environment or even the whole state, which in the globalization area sets a rather serious problem (excessive moving of production and other operations to other states offshoring, etc.) ~~~ Š6Ë. nomic criteria and the Cost-benefit analysis, as well as the Balanced Scorecard to offer above all more conceptual and longer-term solutions to the problems posed Š2Ë, Š3Ë.
EVAL_EXTRA:Outsourcing 2.1 Definition of outsourcing The concept of outsourcing is burdened by numerous connotations and prejudices.
EVAL_EXTRA:Organizational reasons (cid:190) Organizational transformation, (cid:190) Improvement of efficiency with a focus on core competencies. ~~~ 2.
EVAL_EXTRA:Business improvement (cid:190) Improvement of business results, (cid:190) Improvement of managerial skills and increase of control.
EVAL_EXTRA:3. ~~~ Financial reasons (cid:190) Reducing investments into ownership and set ting the capital free to be invested further, (cid:190) Acquisition of new capital with the transfer of material resources to outside provider.
EVAL_EXTRA:4.
EVAL_EXTRA:Incomes (cid:190) New market opportunities via the outside providers network, (cid:190) Acceleration of organizational growth using the outside providers potential.
EVAL_EXTRA:5.
EVAL_EXTRA:Costs (cid:190) Cost reductions due to higher cost efficiency of the outside provider, (cid:190) Fixed costs transformation into variable costs.
EVAL_EXTRA:6.
EVAL_EXTRA:
EVAL_EXTRA:Personnel reasons (cid:190) Employees are given chances for career devel opment, (cid:190) Increase in employees commitment and ef forts in the non-core organizational competencies.
EVAL_EXTRA:Costs (cid:190) Rise of unpredicted costs, (cid:190) Fixed price of services contracted with the out side provider that really falls over a longer time span, especially in the IT services area.
EVAL_EXTRA:2.
EVAL_EXTRA:Labour force (cid:190) Employees feel threatened, fear from losing jobs, lack of motivation to work, (cid:190) Fall in productivity, weaker organizational cli mate and culture.
EVAL_EXTRA:3.
EVAL_EXTRA:Technology, technological knowledge (cid:190) Loss of core knowledge in organization, fall in the intellectual capital of the organization, hollowing-out effect, (cid:190) Wrong estimate and transfer of organizational core competences to outside providers.
EVAL_EXTRA:4.
EVAL_EXTRA:Information (cid:190) Discretion is threatened, possible loss of confi dential information, (cid:190) The ouside provider conceals information on potential problems until it is too late.
EVAL_EXTRA:5.
EVAL_EXTRA:Dependance on outside providers (cid:190) Loss of control over the outside provider and consequently over business processes, (cid:190) The outside provider has too much power, especially in very complex outsourcing projects.
EVAL_EXTRA:6.
EVAL_EXTRA:
EVAL_EXTRA:In-house resistance (cid:190) The outsourcers distrust in outside provider may pose a serious threat to the relationship, (cid:190) Passive attitude and lack of interest among individuals within the outsourcers organization in the outsourcing project.
EVAL_EXTRA:The decisions in complex problem solving have to be made on the basis of a larger number of relevant qualitative and quantitative criteria; 2. ~~~ The subjectivity aspect of the decision-making person has to include potential ambiguities; that is, the lack of information in judging has to be valued and calculated into the overall decision-making process; 3. ~~~ The model must be shaped in such a way that in its inplementation phase, in making concrete decisions, it has to allow for the use and comparison between different alternatives, having in mind the definition of the goal, as well as the selection of key criteria and subcriteria.
EVAL_EXTRA:Figure 1: Methodological framework of the multiple criteria decision making model development Given all the necessary conditions that have to be met as well as the above mentioned model characteristics, the Analytical Hierarchy Process model (hereinafter: AHP model) is selected for the needs of IT services outsourcing in the public sector.
EVAL_EXTRA:The analysis of all its characteristics and the assessment of its adequacy has proved that this model meets all the previously defined requirements (numerous similar models are used in similarly structured problems in the field of multiple criteria decision making, such as: ANP Analytic Network Process, ELEKTRE, PROMETHEE, etc, which are usually the extention of the AHP model and serve as a corrective to calculate more precise and more reliable results).
EVAL_EXTRA:Decision making in the given framework of rational and efficient business in the public sector always has the same objectives, namely, to find the best solution out of the group of offered solutions, on the basis of given criteria Š12Ë. ple process of making comparisons between different valuations, which is further used in ranking the solutions achieved in the course of the decision-making process.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:The simplest way, used in problem structuring, is hierarchally constructed from three segments (Figure 2): Goals are set to the highest level; Criteria are set to the medium level; Solutions are set on the third, lowest level.
EVAL_EXTRA:6.1 Saaty model in multiple criteria decision making LEVEL 1 lately become The Saaty© application is based on the AHP model that has incraesingly popular.
EVAL_EXTRA:The entire decision-making process is based on conducting a sim 3 The version of the Saaty© application used in this paper was designed by Dimitrij Rejja, Andrej Mrvar and Dean Lamper.
EVAL_EXTRA:The application is based on the previous programme platform, devised for the DOS operational system.
EVAL_EXTRA:A new version of the Saaty© application allows for both student and professional use Š13Ë. LEVEL 2 LEVEL 3 Figure 2: Decision-making hierarchy in outsourcing Reja, 2002, p. 14 The above structure allows for the classification of elements in terms of their importance and ranks them into their appropriate levels that would meet the selected criteria and bring the organization to the set goals.
EVAL_EXTRA:Costs 2.
EVAL_EXTRA:Competences 3.
EVAL_EXTRA:Quality 4.
EVAL_EXTRA:Risk 6.
EVAL_EXTRA:Organization 7.
EVAL_EXTRA:Development 8.
EVAL_EXTRA:Mathematical computing using Saaty procedure (IT services outsourcing) 6.3.1 Comparison of criteria The first step in the Saaty procedure is the comparison between the prepared and afore-selected criteria.
EVAL_EXTRA:The general comparison scale is shown below: 1 criteria i and j are equally important 2 criterium i is slightly more important than cri terion j 3 criterium i is substantially more important than criterion j 4 criterion i is significantly more important than criterion j 5 criterion i is absolutely more important than criterion j The comparisons can be assigned with values 2,4,6,8 if we cannot make a decision on the basis of the values from the above quoted scale.
EVAL_EXTRA:Criteria Costs Competencies Quality Customer satisfaction Risk Organiztion Development Innovation Costs Competencies Quality Customer satisfaction Risk Organization Development Innovation 1:2 3:1 1:2 1:3 1:3 2:1 2:1 2:1 1:3 1:3 1:2 1:3 1:3 1:2 3:1 1:3 1:3 1:2 1:2 2:1 1:3 1:2 1:3 1:2 1:2 3:1 3:1 3:1 2:1 2:1 3:1 3:1 3:1 3:1 3:1 3:1 1:2 2:1 2:1 Figure 3: Positive reciprocal matrix 2:1 2:1 2:1 1:3 1:2 1:2 1:2 3:1 2:1 2:1 1:3 1:2 2:1 6.3.2 Relative and absolute comparison of criteria In Saaty procedure, criteria can be compared in a number of ways (Figure 4).
EVAL_EXTRA:Type of criteria Relative ratio X Absolute values less is better Absolute values more is better Figure 4: Possible methods of comparison between criteria The relative method serves to compare pairs of values and, on the basis of the comparison, to rate the differences among them Š18Ë.
EVAL_EXTRA:
EVAL_EXTRA:Ratio between criteria Costs Competencies 2:1 X 9:1 1:9 Figure 5: Relative comparison of costs and competencies criteria As shown in Figure 6, the Saaty model allows for a relative comparison of individual criteria among each other, too, taking into account the possible solutions (alternatives).
EVAL_EXTRA:Criteria Competencies Outsourcing Insourcing Outsourcing Insourcing 1:2 2:1 Figure 6: Reciprocal matrix for relative comparison of competencies criterion and the highest individual value in two potential solutions (alternatives) The absolute comparison (Figure 7): absolute comparison refers to a certain rating of the criteria.
EVAL_EXTRA:Criteria Costs Less is better Outsourcing Insourcing 500,000 350,000 Figure 7: Absolute comparison between criteria 6.3.3 Preferential relations and utility functions The selection, the rating and the weighting of criteria is followed in the Saaty procedure by a calculation of the utility function.
EVAL_EXTRA:In the multiple criteria decision making we deal with two highly important notions Š19Ë: Preferential relation S (preferable to ...): xSy Utility function ω (x) which measures the preference level for the solution x which in the concrete case means that we know which solution we prefer (we know the preferential relation), but we cannot assign or determine any deffinite value to the solution (we do not know the utility functions).
EVAL_EXTRA:The calculation of the individual value of the matrix Š20Ë: Aω = λω where λ is the highest single value of the matrix A, ω is the adherent single vector5.
EVAL_EXTRA:The single value that belongs to the obtained single vector is calculated using the formula: aik * akj = aij The extent to which the comparisons of criteria are mutually reconciled can be calculated for each reciprocal positive matrix.
EVAL_EXTRA:On the basis of this deviation the consistency index I is worked out: λ= m ⇔ Using this index, the AHP computes the consistency ratio CR: λ = The A matrix is characterised by the following features (Figure 3): values one are distributed along the diagonal, symetrical values are inverse.
EVAL_EXTRA:Using a positive reciprocal matrix, a single vector that belongs to a single value can be calculated in a number of ways: An accurate method raising method matrix is raised to a certain big enough power and then we sum the power and normalize it by rows, so that the sum is 1.
EVAL_EXTRA:The ratings in the matrix are interconnected, hence at least an approximate transitivity is present: Where IR is a random index obtained from randomly generated positive reciprocal matrices.
EVAL_EXTRA:The random index IR (random index Table 1). m IR 0.50 0.58 0.90 1.12 1.24 1.32 1.41 1.45 Table 1: Random index 4 Such a matrix is called a positive reciprocal matrix symetrical values on either side of the main diagonal are reciprocal numbers.
EVAL_EXTRA:Rj criterion (j = 1..m) Xj solution (i = i..n) ω i criterion j advantages (j = i..m) qij advantage of solution i per criterion j Pj joint advantage of solution i per all criteria 2.
EVAL_EXTRA:The result of the Saaty procedure are the matrix Q and the vector . ~~~ Matrix Q R1 R2 3 … R3 … Q X1 … …. …. … … X2 … qij Xi … Xn j … Rj … P1 m Rm P2 Pi Pn 3.
EVAL_EXTRA:The advantage of the solution i is: We choose the solution i because it has the highest value Pi.
EVAL_EXTRA:REFERENCES Š1Ë, Š15Ë Chapman, Robert B., Andrade, Kathleen R., Andrade, Kathleen.
EVAL_EXTRA:Insourcing After the Outsourcing: MIS Survival Guide.
EVAL_EXTRA:AMACOM, 1997.
EVAL_EXTRA:Š2Ë Grembergen, W. Van, Bruggen, R. Van.
EVAL_EXTRA:Measuring and improving corporate information technology through the balanced scorecard, The Electronic Journal of IS Evaluation, Vol. 1, Issue 1, 1997.
EVAL_EXTRA:Š3Ë Kaplan, R. S., Norton, D. P. Uravnoteženi sistem kazalnikov, Ljubljana, Gospodarski vestnik, 2000.
EVAL_EXTRA:Š4Ë, Š7Ë, Š15Ë Greaver, Maurice F. Strategic Outsourcing: A Structured Approach to Outsourcing Decisions and Initiatives.
EVAL_EXTRA:AMACOM, 1999.
EVAL_EXTRA:Š5Ë Ellram, Lisa M., Arnold B. Maltz, Outsourcing: Implications for Supply Management, Tempe, Center for Advanced Purchasing Studies, 1997, str. ~~~ 2.
EVAL_EXTRA:Š6Ë Business process outsourcing.
EVAL_EXTRA:ŠURL: http://www.outsourcing-research.com/ban ners/pwc/bpoeur.pdfË, 12. ~~~ 12. ~~~ 2009.
EVAL_EXTRA:Š8Ë 2000 Outsourcing Index.
EVAL_EXTRA:Strategic Insights Into U.S. Outsourcing.
EVAL_EXTRA:ŠURL: http://www.outsourcing.com/common/index2000.jspË, 18. ~~~ 12. ~~~ 2009.
EVAL_EXTRA:Š9Ë, Š15Ë Bongard, Stefan.
EVAL_EXTRA:Outsourcing Entscheidungen in der Informationsverarbeitung.
EVAL_EXTRA:Entwicklung eines computergestützten PortfolioInstrumentariums.
EVAL_EXTRA:Wiesbaden.
EVAL_EXTRA:Deutscher Universität Verlag, 1994, str. ~~~ 480.
EVAL_EXTRA:Š10Ë Chen, Shu-Jen, Hwang, C. L., Hwang, Frank P. Fuzzy multiple attribute decision making: Methods and applications, Springer-Verlag (Berlin and New York), 1992.
EVAL_EXTRA:Š11Ë Saaty, Thomas L. ~~~ The Analytic Hierarchy Process.
EVAL_EXTRA:RWS Publications, Pittsburgh, 1988. ~~~ Š12Ë, Š13Ë, Š14Ë, Š17Ë Reja, Dimitrij.
EVAL_EXTRA:Implementacija Saatyevega večkriterijskega odločitvenega procesa, Diplomsko delo, Fakulteta za družbene vede, Ljubljana, 2002. ~~~ Š15Ë Willcocks, Leslie P., Lacity, Mary C. Information systems outsourcing in theory and practice. ~~~ Journal of Information Technology, 10 (4), 1995, str.
EVAL_EXTRA:203-207. ~~~ Š16Ë, Š18Ë Saaty, Thomas L., Vargas Luis G. Decision Making in Economic, Political, Social and Technological Environments.
EVAL_EXTRA:RWS Publications, Pittsburgh, 1994. ~~~ Š19Ë Mrvar, Andrej.
EVAL_EXTRA:Saatyev večkriterijski odločitveni postopek, Fakulteta za družbene vede, Ljubljana, 1999. ~~~ Š20Ë Pandey, Vivek, Bansal, Veena.
EVAL_EXTRA:A Decision Making Framework for IT Outsourcing using the Analytic Hierarchy Process, 2003.
EVAL_EXTRA:The Efficacy of Public-Private Partnership Implementation in Infrastructure Improving UDC: 338.49:336.13 Slađana Benković1 1Faculty of Organizational Sciences, Belgrade Public-private partnership is a concept that evolves.
EVAL_EXTRA:They all have their roots in the English language.
EVAL_EXTRA:Thus we often find terms such as: Š10Ë (cid:190) Private Participation in Infrastructure imposed by the World Bank experts, and rarely used outside the financial-developmental sector except in South Corean project financing programmes. (cid:190) Private-Sector Participation, a term most often used in the development and banking sector. (cid:190) Privately Financed Projects, a term most often used by Australian experts, hence it is encountered chiefly in that area. (cid:190) Private Finance Initiative, a term coming from Great Britain and now frequently used in Japan and Malaysia. (cid:190) Public-private Partnership (PPP or P3), a term characteristic of the United States of America region.
EVAL_EXTRA:Š1Ë 2.
EVAL_EXTRA:
EVAL_EXTRA:According to Finerty (2007), a typical financial contract concluded on the public-private financing concept has the following characteristics: Š5Ë (cid:190) The contract defines the obligation of the financially liable party to complete the project and, for that purpose, to provide all the funds necessary to complete the project successfully; (cid:190) On completion of the project, i.e., since the moment its exploitation begins, the financially liable party is obliged to ensure that the built facility works.
EVAL_EXTRA:The expected cash equivalents should siffice to meet the due expenses even in case the project fails due to force majeure, or any other similar reasons; (cid:190) The guarantees that in case the works are stopped and additional capital necessary to put the project into operation needs to be raised, the financially liable parties shall provide the capital through insurance premia, advance payments for future delivery or in any other way.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:The general postulates that allow for the understanding and facilitate prioritizing in the selection of an adequate structure of public-private finance start from the notion that: Š4Ë (cid:190) Each public-private partnership structure has its strengths and weaknesses that must be identified and integrated; (cid:190) Public-private partnership does not ensure that the problems will be solved promptly and is implemented in cases of apparent and clear benefits, in relation to the traditional direct financing; (cid:190) The public-private partnership structures must be adapted as regards the sector and the context of implementation; (cid:190) The desired impact and the expected benefit of the public-private partnership concept implementation has a decisive role in the selection of the structure and plan of financing.
EVAL_EXTRA:The following Table Š4Ë presents the basic characteristics of the implementation of the public-private partnership model, with the implementation proposed for a specific sector.
EVAL_EXTRA:The selection of the appropriate structure is a complex task and is based on individual project characteristics and needs.
EVAL_EXTRA:Public-private partnership model Contracting provision of services BOT Major characteristics of the public-private partnership model Public-private partnership model implementation Strengths of the public-private Weaknesses of the public-private partnership model partnership model Concluding contract with a private entity for the design and construction of a public facility; Facility is funded and is the ownership of the public sector ; The key motive for such contracting is the transfer of design and construction risks Concluding contract with a private sector entity for the design, construction, and managing of a public facility during a defined period of time, upon which the facility is transferred to the public sector; Facility is funded by the public sector and is public ownership during the contract period; The key motive for such contracting is the risk transfer with the risk of project design and construction.
EVAL_EXTRA:Suitable for large projects with small operational requirements; Suitable for large projects in which the public sector tends to retain operational liability Transfer of project design and construction risks; The model has a potential to accelerate construction programme; Possible conflict between the planned and the ecological requirements; Operational risk can be higher; The start-up phase is highly critical; Not atrractive for financing by the private sector Suitable for projects with considerable operational contents ; Especially suitable for the water supply and waste treatment projects; Transfer of project design, construction and realization risks; The model has a potential to accelerate construction programme; Transfer of risk affects the adoption of cost approach to project cycle; The model promotes the innovation of the private sector and higher value of invested capital; The model fosters the improvement of the quality of business operations and maintenance ; Possible conflict between the planned and the ecological requirements; Contracts are more complex and tender process is longer; Requires a system of monitoring the management and operations; The cost of new entrance into business if the entity fails to satisfy ; Not attractive for private financing, imposes the need of long-term financing to the public sector; DBFO Concession Contracting certain risk-bearing works Concluding contract with a private entity for the design, the construction, business operations and financing of the facility for a defined period upon which the facility is returned to the public sector; The facility is the ownership of the private sector during the contracted period by which it covers the expences through public subsidies; The key motive is using private financing and transfer of the risks of project design, construction and work; Different varieties of liabilities are included.
EVAL_EXTRA:Same as for DBFO, except when the private sector covers the expences via charging the service to the consumers; The key motive is the polluter pays principle, followed by private financing, and transfer of operational, design and construction, risks.
EVAL_EXTRA:Concluding contract with a private entity for the design and construction of a public facility; The facility is funded and is the ownership of the public sector; The key motive for such contracting is the transfer of design and construction risks.
EVAL_EXTRA:The model is suitable for projects with considerable operational contents; The model is especially suitable for road building, water supply networks and waste treatment projects; Same as for the BOT model; The model attracts finances from the private sector; It especially attracts debtor finance; It provides a predictable and consistent cost profile; Increases the potential of the accelerated construction programme; Risk transfer is larger, which encourages the private entity to adopt the cost principle during the project design phase; Possible conflict between the planned and the ecological requirements; Contract can be more complex and the tender procedure can be londer; Requires a system of monitoring the management and operations; Cost of new entrance into business if the entity fails to satisfy; Guarantees for financing may be required; Requires a system of management replacement/change; The model is suitable for the projects allowing for charging the consumers for use; Especially suitable for road building, water supply networks and waste treatment projects; Same as for DBFO model; Facilitates the polluter pays principle implementation; Raises the demand risk level and helps generate the income of the third party; Transfer of design and construction risk; The model has a potential to accelerate construction programme; Suitable for large projects with small operational requirements; Suitable for large projects in which the public sector tends to retain operational liability.
EVAL_EXTRA:Same as for DBFO model; Model can be politically unacceptable; Requires a more effective use of alternatives/replacemen ts, for example, alternative routes, alternative options of waste disposal; Possible conflict between the planned and the ecological requirements; Operational risk may increase; The start-up phase is critical; Not attractive for private finance Public-private partnership creates a platform for exploring, forming, financing, and construction of new infrastructure projects that would otherwise be for decades delayed or would never be built.
EVAL_EXTRA:Š6Ë 3.
EVAL_EXTRA:4. ~~~ Implementation of public-private partnership model in water-power supply projects realization Public-private partnership has been a model of financing the water-power supply sector for decades.
EVAL_EXTRA:5. ~~~ Implementation of public-private partnership model in landfil projects realization The implementation of public-private partnership is stimulated in those sectors in which the burden on the public sector has increased significantly.
EVAL_EXTRA:6.
EVAL_EXTRA:REFERENCE Š1Ë Akintoye A, Beck M, Hardcastle C: Public Private Partnerships: Managing Risks and Opportunities, Blackwell Publishing Company, 2003.
EVAL_EXTRA:Š2Ë Benković S, Milosavljević M, Barjaktarović Rakočević S: Partnerstvo javnog i privatnog kapitala u finansiranju infrastrukturnih projekata, Megatrend revija, Vol. 7 (2), 2010.
EVAL_EXTRA:Š3Ë Deloitte: Closing Americas Infrastructure Gap: The Role of Public Private Partnership, A Deloitte Research Study, 2009.
EVAL_EXTRA:Š4Ë European Commission: Guidelines for Successful Public-Private Partnerships, January 2003.
EVAL_EXTRA:Š5Ë Finerty J: Project Financing-Asset Based Financial Engineering, Wiley & Sons Inc, New Jersey, 2007.
EVAL_EXTRA:Š6Ë Gil N, Beckman S: Infrastructure Meets Business: Building New Bridges, Mending Old Ones, California Management Review, Vol. 51, No. 2, 2009.
EVAL_EXTRA:Š7Ë Jupp B: Working Together: Creating a Better Environment for Cross-sector Partnership, Demos, London, 2000, pp. 13-14.
EVAL_EXTRA:Š8Ë Merna T, Njiru C: Financing Infrastructure Projects, Thomas Telford Publishing, London, 2002.
EVAL_EXTRA:Š9Ë Miller J. B: Applying Multiple project Procurement Methods to a Portfolio of Infrastructure Projects, Procurement Systems: A Guide to Best Practice in Construction, E&N Spon, 1999.
EVAL_EXTRA:Š10Ë Mullin S: Public-Private Partnerships and State Economic Development, US Economic Development Administration, Philadelphia, 2004.
EVAL_EXTRA:Š11Ë The World Bank and the International Finance By meeting these preconditions the ultimate goal of partnership is achieved the improved project efficien Corporation: Investing in the Environment, The World Bank, Washington, D.C, 1992.
EVAL_EXTRA:Measuring Effectivness of KM Projects UDC: 005.94/.95 ; 330.341:005.336.4 Prabhakar Tunuguntla 1, Sanja Berjan 2 1 Al Gihaz Contracting, KSA, prabhakar.tu¿gmail.com 2 Coca Cola HBC, sanjaberjan¿hotmail.com XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia In todays ever changing global economy organizations are finding it difficult to stay competitive.
EVAL_EXTRA:Introduction At the very beginning of this article we give basic definitions of terms which will be used: measure is A reference standard or sample used for the quantitative comparison of properties, e.g., the standard kilogram is maintained as a measure of mass, while metric is A system of related measures that facilitates the quantification of some particular characteristic. ~~~ It is obvious that measure with no comparison gives very little or no information at all, thus this paper will deal with metrics for Knowledge Management (KM) initiatives.
EVAL_EXTRA:House of Quality, (Hauser & Clausing 1988) 2.
EVAL_EXTRA:Balance Scorecard, (Kaplan and Norton 1996) 4.
EVAL_EXTRA:Intangible Asset Monitor (IAM), (Karl-Erik Sveiby 1986-87) 5.
EVAL_EXTRA:Scandia Navigator, (Edvinsson&Malone 1997) 6. ~~~ IC Index (Roos, Dragonetti&Edvinsson 1998) 7.
EVAL_EXTRA:Technology Broker (brooking 1996) 8.
EVAL_EXTRA:Citation-weighted Patents (Hall, Jaffe&Trajtenberg 2000) Some of these methods will be disscuses here, while others are beyod the scope of this paper. objectives and define which best practices can be successfully implemented.
EVAL_EXTRA:Example of House of Quality is available at http://www.qfdonline.com/templates/qfd-and-house-of-quality-templates/.
EVAL_EXTRA:More details are available at http://www.qfdi.org/ . ~~~ This tool concentrates on maximizing customer satisfaction by translating customers needs into business processes throughout company. ~~~ Furthermore, it compares with competition and optimizes features which are delivering biggest competitive advantage to the company.
EVAL_EXTRA:Similarities and differences are explained by author of IAM himself, website http://www.sveiby.com/articles/BSCandIAM.html.
EVAL_EXTRA:Therefore BSC users will probably develop non-financial indicators that are different from those using the Intangible Assets Monitor. ~~~ Swedish insurance company Scandia published in 1994, together with annual report, additional report called Visualizing Intellectual Capital in Skandia (Skandia, 1995) which opened new area in the field of measuring intellectual capital.
EVAL_EXTRA:Picture 1: Scandia Navigator (Source: Visualizing Intellectual Capital in Skandia, Supplement to Scandias 1994 Annual Report) 3.
EVAL_EXTRA:Quantifying KM benefits Wen-der Yu et.al (Quantifying benefits of knowledge management system - A case study of an engineering consulting firm, published in ISARC 2006) developed quantitative benefit models for KM systems.
EVAL_EXTRA:Where in data was collected through questionnaires answered by KM system users. (1) ~~~ Time benefit Saving of time (TB) required to solve a problem with KMS (NDS) compared to with the time required in the traditional process (NDT) TB% = (NDT -NDS) X 100/ NDT (2) Man Hour benefit Saving of man-hours required (MHB) to solve a problem with KMS (STT) compared with the man hours required in the traditional process (TTT).
EVAL_EXTRA:MHB% = (TTT STT) * 100 / TTT TTT = NDT * (MPT * OT * ∆%) + (MNT * MTT * MPNT) STT= ΣORTS + HRTS + FATS Where, TTT is total man hours required to solve problem traditionally NDT is working days required for traditional problem solving process MPT is number of participants in traditional process OT average daily working hours of meeting participants ∆% is the average percentage of daily working hours spent by meeting participants in solving problem MNT is the total number of meting required to solve problem MTT is total number of meeting required to solve problem (3) Cost benefit The cost benefit measures difference of cost between traditional approach (TTC) and KMS (STC) approach.
EVAL_EXTRA:CB% = (TTC STC)* 100/TTT TTC = ŠNDT*(MPT*OT* ?%) + (MNT*MTT*MPT)Ë * EAP STC = ŠΣORTS + FATSË* EAP Where, EAP is the average hourly salary of the participants ($/hr) TTC is the total cost of problem solving in traditional approach ($) STC is total cost of problem solving in KMS approach 4.
EVAL_EXTRA:2.
EVAL_EXTRA:Intangible benefits like increased customer satisfaction, quality of decisions, employee satisfaction etc. ~~~ Tangible Costs are categorized into: Purchase cost, Implementation cost (including change manage ment), Maintenance cost.
EVAL_EXTRA:
EVAL_EXTRA:Cost avoidance (cost avoidance is term used to describe those costs that are avoided by selecting a particular alternative To summarize the model following table is prepared: Year s g n i v a S t s o C e c n a d i o v A t s o C s t s o C Purchase Development Transition Maintenance Purchase Development Transition Maintenance Sub Total (1) Purchase Development Transition Maintenance Sub Total (2) Return Per Year (1-2) s w o l F n I h s a C s w o l f t u O h s a C ROI = (A-B)/B Total A B (A-B) 5.
EVAL_EXTRA:Methodology to determine impact of KM projects on financial results The earlier methods that are used to determine ROI and benefit quantification used qualitative data as input.
EVAL_EXTRA:ROCE is Calculated as, ROCE Market Beta (ββ) Beta is a statistical measure which indicates risk of a stock.
EVAL_EXTRA:As Knowledge management is mostly internal affair of a company, Return on Capital Employed (ROCE) is considered as a measure instead of market price (used in Event study methodology) Methodology Step - 1: Event Window Event window is the period during which firms ROCE is observed.
EVAL_EXTRA:Quarterly ROCEs before implementation is estimation window and Quarterly ROCEs after implementation is started as post event window Event window 1 Š-1, 0, +1Ë Event window 2 Š-2, 0, +2Ë Event window 3 Š-4, 0, +4Ë Event window 4 Š-8, 0, +8Ë Step 2: Estimation of normal return Normal return is expected ROCE if the KM project is not implemented.
EVAL_EXTRA:ROCEE = βf * ROCEI Where, ROCEE = Expected / Normal ROCE of firm that is studied βf = Market Beta of firm ROCEI = Industrial average of ROCE Step 3: Calculation of abnormal return Abnormal returns are the returns from the capital employed because of KM implementation.
EVAL_EXTRA:
EVAL_EXTRA:ROCEA = ROCEO - ROCEE Where, ROCEA = Abnormal ROCE of firm that is studied ROCEO = Observed ROCE ROCEE = Estimated / normal ROCE Step 4: Calculation of cumulative abnormal return (CAR) Cumulative Abnormal return on Capital employed is calculated as ROCE CAR = T2 π i= T1 (1+ROCEAi) * (1+ROCEA(i-1))-1Ë Where, ROCEAi is abnormal ROCE of ith quarter ROCEA(i-1) is cumulative product of abnormal returns of all quarters prior to ith quarter 6.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë A. Kankanhalli, B.C.Y. Tan, Knowledge management metrics: A review and directions for future research (2005) Š2Ë Chris Collison, Geoff Parcell, Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations , Willey (2001, 2004) Š3Ë John Ragsdale, The ROI of Knowledge management Building a case for KM investments An Executive insight from Service Support Professional association, (2008) Š4Ë Kimiz Dalkir, Knowledge Management in Theory and Practice, Elsevier Butterworth-Heinemann (2005) Š5Ë Luthy, D.H. Intellectual capital and its measurement, paper presented at the Asian Pacific Interdisciplinary Research in Accounting (APIRA) Conference, Osaka, (1998) Š6Ë Scandia, Visualizing Intellectual Capital in Skandia, Supplement to Scandias 1994 Annual Report, (1995) Managing Knowledge-Based Initiatives, Elsevier Butterworth-Heinemann (2008) Š8Ë Tom Tobin, The insiders guide to Knowledge Š7Ë Stacy Land, management RIO, A service white paper (2003) Management of Receivables in Function of Support to Business Success UDC: 658.14/.17 ; 657.21 Snežana P. Knežević, Veljko Dmitrović, Marko Jovanović, Tijana Obradović Faculty of Organizational Sciencies, Belgrade The aim of this study is to identify the fundamental segments for the proper receivables management.
EVAL_EXTRA:The sold products, goods or services mean income for the company, and will mean an inflow when the sales are cashed. (the most important issue in an accounting dealing with income is to define the moment in which the incomes are recognized.
EVAL_EXTRA:Contrary to this, that is, in the circumstances when the company takes the money from the customers before it delivers the goods or a service to them, it is liable to deliver these goods or services in a defined period of time. ~~~ Every company will tend to collect their receivables as soon as possible and without losing their customers.
EVAL_EXTRA:Identifying key segments of receivables management Circulating assets are made up of three parts, namely: 1) stock supplies, 2) receivables from customers and other receivables, and 3) cash and cash equivalents.
EVAL_EXTRA:The liquidity of assets is defined by: 1) the time span in which the assets will be transformed into money (cash); 2) the number of phases one type of assets has to pass in order that it should be transformend into cash; 3) the risk level that these assets will ever be transformed into liguid assets.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:The moment of recording the unrecovered receiv ables from customers; and 2. ~~~ Valuating of unrecovered receivables from cus tomers.
EVAL_EXTRA:Relevant for the valuation of receivables is the net re8alized value, that is, in practice (1) invoice value, or (2) invoice value reduced for the amount of estimated sum that is considered unrecoverable. ~~~ (Pointed out by Marko Fabris, consultant.) ~~~ An important issue that has to be answered is: in which way should a company report the receivables from cus tomers in its financial statements. ~~~ This is sometimes rather difficult since part of these will remain uncollected.
EVAL_EXTRA:When accounts are classified by maturity, anticipated losses for receivables are identified by adding a percentage on the basis of previous experience, as a total for each category. ~~~ The longer the period of customers debt, the lesser the probability that the debt will be collected.
EVAL_EXTRA:Generally speaking, the receivables analysis should include the folowing aspects: Two methods can be implemented to write off the unrecovered debts: (1) the method of direct write-off; and (2) the method of reconciliation/settlement. a) receivables structure according to maturity; b) receivables structure by debtors (customers); In case of the method of direct write-off, if the company finds that an account is not negotiable, it assigns it to expenditures, due to the fact that receivables are valueless, that is, the company deals with the income statement. ~~~ The implementation of the reconciliation method in entering various (impaired) receivables means that the level of uncollected receivables is assessed at the end of every accounting period.
EVAL_EXTRA:The analysis of receivables is a basic precondition of an adequate receivables managemnt and for that purpose the company should work out an audit of receivables by currency (maturity), which will serve as a report on the maturity distribution of uncollected receivables. ~~~ (When auditing the financial documentation of a company for which they are conducting the auditing activity, the auditors pay special attention to the analysis of the age and quality of receivables from customers.
EVAL_EXTRA:It is important to note that in identifying the risks for the receivables from customers balance sheet position the audi c) receivables structure according to the amounts due; d) receivables structure according to the type of the business transaction they refer to products and service or for each group of similar products and services; e) receivables structure according to the territory they were incurred on, that is, according to geographical regions; f) structure of key debtors (customers).
EVAL_EXTRA:3. ~~~ Credit policy and receivables liquidity rating The creation of credit policy is an important segment of an adequate receivables management.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:The formula to calculate this coefficient is the following: (1) where: ART = accounts receivables turnover; NISC = net income from sales (net incomes from sales make the total sales reduced for the discounts and returns of products and goods) on credit (without changes in stocks of performances); NARCOB = net accounts receivable from cus tomers upon the opening balance; NARCCB = net accounts receivable from cus tomers upon the closing balance.
EVAL_EXTRA:This indicator is calculated using the following formula: In order to improve the sales conditions the company offers a broad range of commercial and financial discounts.
EVAL_EXTRA:(2) where: APRC = average period of receivable collection; NDY = number of days per year; ARTC = accounts receivable turnover coefficient.
EVAL_EXTRA:Two financial ratios are used to estimate the receivables liquidity from customers, i.e., the estimate on collection data: 1) coefficient of accounts receivable If the collection period is inordinately long, it may result in the company having to borrow the short-term assets.
EVAL_EXTRA:For this to be obtained, the following conditions are to be met: 1. both receivables are in currency or other exchangeable assets of the same nature and quality; 2. both receivables are mature; 3. a compensation statement or a written submision for compensation is given in; 4. the receivables are mutual; 5. the receivables are compensatory (without any le gal restrictions).
EVAL_EXTRA:These are: 1. cedent, or assigner the creditor passing his claim to the other person (old creditor); 2. cessionary, or receiver representing the person to whom receivables are transferred (new creditor); 3. cessus the debtor.
EVAL_EXTRA:The general rules that apply to the expiry are the following: with the expiry of debts, the right to claim that a certain liability should be met expires itself; expiry is the state of affairs when the legally defined period in which the creditor is in a position to demand that the liability be met is over; the court cannot rule on expiry if the debtor does not claim it.
EVAL_EXTRA:(Cases such as expiry of debts, compulsory settlement, final court ruling etc. are those possible cases in which a direct write-off of receivables is performed, by entering them into the liability side and deleting the debtor from the business books. ~~~ For the tax purposes, and in accordance with the the ruling legislative in the national environment Š7Ë, the write-off of individual receivables is allowed in that they are assigned to expenditures. ~~~ This does not apply to the receivables due from the persons that are also creditors, under the following conditions: these receivables were previously included into the debtors income; these receivables are written-off in the tax payers books as uncollectable; the tax payer submits the evidence that he has not succeeded in collecting these receivables under a court decision.
EVAL_EXTRA:Receivables can be collected in various ways: in contract-defined terms upon maturity; by defined activities towards collecting, in case the buyer does not meet his liability in due term; by bill of exchange the company negotiates with the bank; through the court procedure when the company sues the buyer.
EVAL_EXTRA:574-618. ~~~ Š2Ë @arkić Joksimović N., Knežević S., Dmitrović V., Andrić T. Kupci kao važan faktor za rast biznisa u uslovima globalizacije, Međunarodna konferencija Biznis i globalizacija, Ohrid, 2007.
EVAL_EXTRA:Š3Ë Videti: http://www.dnb.com. Š4Ë Videti šire: Higgins C. R. Analysis for Financial Management, McGraw-Hill, New York, 2009, str.
EVAL_EXTRA:59-86. ~~~ Š5Ë Zakon o obligacionim odnosima, Službeni list SFRJ, br. 29/78, 39/85, 45/89, 57/89, i Službeni list SRJ, br. 31/93, član 374. ~~~ Š6Ë @arkić Joksimović N., Bojević Arsić V. Računovodstvo, Fakultet organizacionih nauka, Beograd, 2009, str. ~~~ 101-106. ~~~ Š7Ë Zakon o porezu na dobit preduzeća, Službeni glasnik Republike Srbije, br. 25/01, 80/02, 43/03 i 84/04.
EVAL_EXTRA:Š8Ë Horngren T. C., Harrison Jr. T. W. Financial and Managerial Accounting, Pearson, Prentice Hall, New Jersey, 2008 Š9Ë Higgins C. R. for Financial Management, McGraw-Hill, New York, 2009, str. ~~~ 59-86, Analysis Š10Ë Kimmel P. D., Weygandt J. J., Kieso D. E. Financial Accounting Tools for Business Decision Making, John Wiley & Sons, Inc., New York, 2007.
EVAL_EXTRA:Š11Ë Meigs R. F., Meigs B. W. Računovodstvo: Temelj poslovnog odlučivanja, (Accounting: The basis for Business Decisions), Mate, Zagreb, prevod, 1993.
EVAL_EXTRA:Š12Ë Međunarodni standardi finansijskog izveštavanja, IFRS 8 segmenti poslovanja, Savez računovođa i revizora Srbije, Beograd, 2009. ~~~ Š13Ë Međunarodni standardi finansijskog izveštavanja, IAS (International Accounting Standards) 1 prezentacija finansijskih izveštaja, Savez računovođa i revizora Srbije, Beograd, 2009. ~~~ Š14Ë Praktična primena MSFI u Republici Srbiji, grupa autora, Savez računovođa i revizora Srbije, Beograd, 2008. ~~~ Š15Ë Subramanyam K. R., Wild J. J. Financial Statement Analysis, Mc Graw-Hill, New York, 2009. ~~~ Š16Ë Vaassen E. H. J. Accounting Information Systems A Managerial Approach, John Wiley & Sons, New York, 2002. ~~~ Š17Ë Zakon o porezu na dobit preduzeća, Službeni glasnik Republike Srbije, br. 25/01, 80/02, 43/03 i 84/04. ~~~ Š18Ë @arkić-Joksimović N., Knežević S., Dmitrović V., Andrić T. Kupci kao važan faktor za rast biznisa u uslovima globalizacije, Međunarodna konferencija Biznis i globalizacija, Ohrid, oktobar 19-20, 2007. ~~~ Š19Ë @arkić-Joksimović N. Upravljanje finansijama, Fakultet organizacionih nauka, Beograd, 2009. ~~~ Š20Ë @arkić-Joksimović N., Bogojević V. Računovodst-vo, Fakultet organizacionih nauka, Beograd, 2009. ~~~ Š21Ë Zakon o obligacionim odnosima, Službeni list SFRJ, br. 29/78, 39/85, 45/89, 57/89, i Službeni list SRJ, br. 31/93.
EVAL_EXTRA:Š22Ë @arkić-Joksimović N., Bogojević V. Analiza finansijskih performansi preduzeća, Fakultet organizacionih nauka, Beograd, 1998. ~~~ Š23Ë Sopranzetti J. B. Selling accounts receivable and the under investment problem The Quarterly Review of Economics and Finance 39, 1999, 291301.
EVAL_EXTRA:Š24Ë Bougheas S., Matent S., Misen P. Corporate trade credit and inventories: New evidence of a trade-off from accounts payable and receivable, Journal of Banking Finance, 2008.
EVAL_EXTRA:Hybrid Public Private Partnership Models UDC: 338.49:336.13 ; 334.723 Vladimir Poznanić¹, Miloš Milosavljević² ¹ Faculty of Economics, Belgrade ² Faculty of Organizational Sciences, Belgrade In numerous reports, studies and analysis public-private partnerships are considered to be a key tool for the development of infrastructure and consequently the overall national economy.
EVAL_EXTRA:The preconditions refer to creating an adequate legal and business environment for the development of the pub lic-private partnership project Š13Ë. This, however, does not mean that it is a sufficient condition for the public-private partnership project implementation.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:Generic model of business relations in public-private partnership Š14Ë 4.
EVAL_EXTRA:This is for the reason that bidders are ready to accept the competitive tension and deliver the infrastructure facility or service in a more economical manner than in case there is no competition whatsoever Š7Ë. Competitive partnership can be implemented when the specific nature of the project allows for the ex ante allocation of resources.
EVAL_EXTRA:Figure 2 presents the prospects of the hybrid public-private partnership models development.
EVAL_EXTRA:It is important to note that they are mutually exclusive, however, in certain specific circumstances, they may be complementary.
EVAL_EXTRA:Then they can be used simultaneously to improve the efficiency and effectiveness of contracting.
EVAL_EXTRA:Figure 2.
EVAL_EXTRA:Hybrid public-private partnership models The hybridization options listed in the above-presented model do not close the list.
EVAL_EXTRA:REFERENCES Š1Ë Miller, J.B. Applying Multiple project Procurement Methods to a Portfolio of Infrastructure Projects, Procurement Systems: A Guide to Best Practice in Construction, E&N Spon, 1999.
EVAL_EXTRA:Š2Ë Milosavljevic, M. and Benkovic, S. Modern Aspects of Public Private Partnership, Perspectives of Innovations, Economics and Business, Vol. 3, pp 2528, 2009. ~~~ Š3Ë Kwak, Y. H. Chih Y. Y. and Ibbs C. W.
EVAL_EXTRA:Towards a Comprehensive Understanding of Public Private Partnerships for Infrastructure Development, California Management Review, Vol.51, No.2, 2009 Š4Ë Martimor, D. and Pouyet, J.
EVAL_EXTRA:To Build or Not to Build: Normative and Positive Theories of Publicprivate Partnership, International Journal of Industrial Organization, Volume 26, Issue 2, pp 393411, 2008.
EVAL_EXTRA:Š5Ë Minow, M. Public and private partnerships: Accounting for the new religion.
EVAL_EXTRA:Harvard Law Review.
EVAL_EXTRA:Vol. 116, pp 1229-1237, 2003.
EVAL_EXTRA:Š6Ë Grimsey, D. and Lewis, M.
EVAL_EXTRA:Are Public Private Partnership Value for Money?: Evaluating alternative approaches and comparing academic and practitioner views, Accounting Forum, Vol. 29, Issue 4, pp 345-378, 2005.
EVAL_EXTRA:Š7Ë Hodge, G. and Greve, C.
EVAL_EXTRA:The Challenge of Public Private Partnerships: Learning from International Exerience, Edward Elgar Publishing Ltd, 2005.
EVAL_EXTRA:Š8Ë HM Treasury PFI: Meeting the Investment Challenge, (Accessible online at: www.hm-treasury.gov.uk/media/648B2/PFI_604.pdf), 2003. ~~~ Š9Ë Akintoye, A. Beck, M. and Hardcastle, C. Public Private Partnerships: Managing Risks and Opportunities, Blackwell Publishing Company, 2003.
EVAL_EXTRA:Š10Ë Hemming, R. Public-Private Partnerships, Government Guarantees, and Fiscal Risk, International Monetary Fund, Washington, DC, 2006. ~~~ Š11Ë The World Bank, World Bank Group Private Sector Development Strategy Implementation Progress Report, Washington DC, 2003. ~~~ Š12Ë European Commission, Guidelines for Successful Public Private Partnership, 2003. ~~~ Š13Ë Milosavljević, M. i Benković, S. Implementacija mehanizma koncesije za razvoj infrastrukture, Management časopis za teoriju i praksu menadžmenta, Vol. 55, str.
EVAL_EXTRA:35-42, 2010.
EVAL_EXTRA:Š14Ë Zulhabri I, Torrance J, Efficient Risk Allocation in Project Finance, Planning & Surveying, Universiti Teknologi MARA, Faculty of Architecture, Selangor, Malaysia, pp 19, 2005.
EVAL_EXTRA:Š15Ë Deloitte, Closing Americas Infrastructure Gap: The Role of Public Private Partnership, A Deloitte Research Study, www.deloitte.com, 2009.
EVAL_EXTRA:Š16Ë Merna, T. and Njiru, C. Financing Infrastructure Projects, Thomas Telford Publishing, London, 2002.
EVAL_EXTRA:Š17Ë Grimsey, D. and Lewis, M. Public Private in Partnerships: The Worldwide Revolution Infrastructure Provision and Project Finance, Edward Elgar Publishing Ltd, 2004.
EVAL_EXTRA:Š18Ë Iimi, A. (Un)Bundling Public-Private Partnership Contracts in the Water Sector: Competition in Auction and Economy of Scale in Operation, The World Bank Policy Research Paper 4459, Finance, Economics and Urban Development Department, pp 18, 2008.
EVAL_EXTRA:Modeling the Fraud-like Investment Founds by Petri Nets UDC: 336.1.07 ; 658:004.42.045 ; 519.179.2 Daniel Ciuiu1, 2 1Technical University of Civil Engineering, Bucharest, Romania 2Romanian Institute for Economic Forecasting, Bucharest, Romania e-mail: dciuiu¿yahoo.com XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia In this paper we model the fraud-like investment founds using place-transition Petri nets.
EVAL_EXTRA:Introduction Definition 1 (Š6Ë).
EVAL_EXTRA:It is called Petri net the triplet N = 1) S and T are disjoint sets. ×∪×⊂ STTSF is a binary relation. , where: ( )F,T,SN = Definition 2 (Š6Ë).
EVAL_EXTRA:Let be a Petri net.
EVAL_EXTRA:Φ≠∪ TS 1) N is nonempty if . ∪= TSX 2) N is finite if is finite .
EVAL_EXTRA:Φ=∩ ∪=∈ x x TSXx 3) is pure if for any we have , š ćF ćF ) ( ) ∈ ∈ y,xXy x where and . = Xy,x ∈ x y and 4) is simple if for any such that š x,yXy ∈= x ∈= ( x = x = y we have .
EVAL_EXTRA:Xx ∈ Φ= The element is isolated if . x ∪ x y Definition 3 (Š6Ë).
EVAL_EXTRA:2) is the capacity function of the Petri š ć∞∪→ ∗N S:K net.
EVAL_EXTRA:F:W ∗→ N is the weight function of the Petri net. ~~~ 3) In this case S is called the places set, and T is called the transitions set.
EVAL_EXTRA:If the functions K and W are constant 1, S is the conditions set, T is the events set, and the obtained Petri net is a condition-event Petri net. t − ( )W,K,F,T,S=Σ Let a place-transition Petri net and Tt ∈ one of its transitions.
EVAL_EXTRA:We denote by , and − ∆t the functions and such t ( ) )t,sWs ( )s = that , and . −t +t , + ∗ ∗→ → N ∆ F: t, F:t Z ( ) ( ( ) )s,tWs + + − =∆ = t t s t t )W,K,F,T,S=Σ Definition 4 (Š6Ë).
EVAL_EXTRA:Let be a place-transition Petri net.
EVAL_EXTRA:It is called mark of the net a function ( ) ( )sKsM ≤ S:M . such that for any we have ∗→ N Ss∈ ( ( − Graphically the places of a place-transition Petri net are represented by circles, the transitions by rectangles and the arcs (the elements of ) by oriented lines.
EVAL_EXTRA:Definition 5 (Š6Ë).
EVAL_EXTRA:Let (S,T,F,K,W) be a place-transition Petri net. ~~~ Tt ∈ 1) A transition ( ) )t,sWsM ≥ ) ( is enabled to fire at the mark M t (or it has concession at the mark M) if for any ( we have (the resources of the precedents are large enough), and for any we have ( ) ( )sKs,tWsM + (if we add the resources produced by t to its successors we do not exceed the capacity). ∈ ∈ ≤ s s t 2) The mark M' is produced by firing of the transition t at the mark M if for any ( ( ) )t,sWsMsM ( ) ′ = − ( ( ) )s,tWsMsM ( ) ′ = + ( ) ( )sMsM = ′ have . ∈ s t we have s ∈ t and for any , and for the other we have Ss∈ we ′ Σ [ ΣtM [ MtM [ ( ) Σ tMTtM,T The first part of the above definition is the enabling rule and the second part is the firing rule.
EVAL_EXTRA:We denote by the fact that the transition t is enabled to fire at the mark M and by he fact that the mark M' is produced by firing of the transition t at the mark M. ~~~ We denote also by . ~~~ If there is no confusion about the Petri net Σ can be omitted. ~~~ Definition 6(Š6Ë).
EVAL_EXTRA:Let Σ be a place-transition Petri net and M a mark of it. ~~~ 1) ∗∈ Tw exist the marks M0 = M, M1,..., Mn such that is a sequence of transitions from M if there ćΣ ∈= š [ i and .
EVAL_EXTRA:We denote this by MtM i Σ + 1i t... − 1n = tw t [ ΣwM .
EVAL_EXTRA:2) The mark M' is accessible from M if there exists a sequence of transitions w as above such that nMM =′ [ MwM ′ .
EVAL_EXTRA:We denote this by . ~~~ Σ In the above definition we accept also the empty se[ M quence λ: we have and .
EVAL_EXTRA:M Σλ [ ΣλM Definition 7(Š6Ë).
EVAL_EXTRA:A marked place-transition Petri net [ ( ( ) ∈∀ MM sMSs is without contact if ( ) ( ))sKs,tWsM ( ) ( + ≤ . t,sW ] )( ∈∀ )( ∈∀ Tt ) ( ⇒ ) ≥ Therefore if a transition is not enabled to fire at a given mark this happens only because of the lack of resources, not because of overtake a capacity.
EVAL_EXTRA:Definition 9(Š6Ë).
EVAL_EXTRA:Let Σ be a place-transition Petri net TA ⊆ without contact, M a mark of it and . ~~~ 1) A is a set of transitions parallel enabled to fire at Mt the mark M (in Σ) if . ≤ ∑ − ∈ At 2) The mark M' is produced by parallel firing of the set of transitions A at the mark M (in Σ) if MM ∆∑+ t . =′ ∈ At Remark 1.
EVAL_EXTRA:The above definition is given only for Petri nets without contact, but this definition can be extendM ed by the condition (condition to not overtake the capacities). ∑+ ∈ At K ≤ + t )W,K,F,T,S=Σ Definition 10(Š6Ë).
EVAL_EXTRA:Let a place-transićn š T = s tion Petri net with and .
EVAL_EXTRA:The incidence matrix of Σ is the m × n matrix IΣ such that for any ćm m,1i = S = ( )i j s ( ,..., n,1j = ( ) j,i and ∆= ,..., š t s Σ I t t .
EVAL_EXTRA:Theorem 1(Š6Ë).
EVAL_EXTRA:The mark M2 is accessible from M1 if and only if f there exists a n vector f such that . + IMM = ⋅ Σ From the proof of the above theorem we know (see Š6Ë) that fi is the number of appearances of ti in w such that MwM [ . ~~~ Σ )W,K,F,T,S=Σ ( Definition 11(Š6Ë).
EVAL_EXTRA:Let be a placetransition Petri net with the incidence matrix IΣ . ~~~ 1) The vector with integer components J is an S in 2) The support of the S invariant J is the set JT ⋅ Σ I = variant if . ć0 . š s JS ∈ = ≠ P J i i 3) The S invariant J is nonnegative if .
EVAL_EXTRA:4) The S invariant J > 0 is minimal if there exists not J ≥ J an S invariant J' such that . ~~~ 5) The place-transition Petri net generated by the S << 'J ( )'W,'K,'F,'T,'S ' =Σ where invariant J is the Petri net S =′ JP a) . ∪= 'T 'S'S b) . ( ( ) )'S'T ×∪×∩= F'F 'T'S c) . ~~~ 'SK'K = d) .
EVAL_EXTRA:'FW'W = e) . ) ( ⋅ T 'MgMg From the existence of positive S invariants we can conclude that we can give weights to the places by a vector g such that for any marks M and M accessible from M we have (see Š6Ë).
EVAL_EXTRA:Therefore for any initial mark M0 (which represents the initial resources of the modeled system) the weighted resources of the part of the system represented by Pj remains constant.
EVAL_EXTRA:If the invariant is minimal then the weights are minimal for the involved places. = T ⋅ The set of S invariants is a Z module i.e. it has the properties of a vector space, but instead of a field we have only a ring, namely Z. )W,K,F,T,S=Σ ( D efinition 12(Š6Ë).
EVAL_EXTRA:Let be a placetransition Petri net with the incidence matrix IΣ.
EVAL_EXTRA:1) The vector with n integer components J is a T in 2) The support of the T invariant J is the set I J =⋅Σ variant if . ć0 JT ∈ ≠ = š t i P J i .
EVAL_EXTRA:3) The T invariant J is nonnegative if . ~~~ 4) The T invariant J > 0 is minimal if there exists no J ≥ J T invariant J' such that . ~~~ 'J << 5) The place-transition Petri net generated by the where T invariant J is the Petri net ( )'W,'K,'F,'T,'S ' =Σ JP'T = a) . ∪ 'T'T 'S b) . ( ( )'S'T ) F'F 'T'S c) . ~~~ 'SK'K = d) . ~~~ 'FW'W = e) . = ×∪×∩= ) ( Suppose there exists a positive T invariant J and for a given mark M there exists a sequence of transitions from M that contains the transitions of PJ with the corresponding multiplicities of J, and only these transi tions.
EVAL_EXTRA:If there exists no sequence of transitions from M as above for a minimal T invariant M can not be reproduced after a finite number of transitions.
EVAL_EXTRA:Example 1(Š6Ë).
EVAL_EXTRA:
EVAL_EXTRA:Consider the following producer-consumer model: Picture 1: Petri net for a producer-consumer model In the above Petri net the interpretation of the elements is as follows. s1 is a signal that the producer is ready to produce. s2 is a signal that the producer is ready to send the products. s3 is a buffer (capacity is ). s4 is a signal that the consumer is ready to receive the products. s5 is a signal that the consumer is ready to consume. t1 is the production activity. t2 is the sending to buffer activity. t3 is the receiving from buffer activity. t4 is the consumption activity. )T M = ( 0,1,2,0,1 The transitions t1 and t3 are parallel enabled to fire at the initial mark .
EVAL_EXTRA:After firing t3 this transition is no more enabled to fire: it must be fired first t4: effective consumption. ~~~ I =Σ − The incidence matrix is       ( ⋅ x,x,0,x,x2 The S invariants are with ( )T0,0,0,1,2 the minimal S invariants and . ( )T1,1,0,1,2 ( )T1,1,0,0,0 g = We notice that we can take ,      −  )T − − = J . which can be considered as an equilibrium between offer and demand.
EVAL_EXTRA:J = ( x,x,x,x ( )T2,2,1,1 The T invariants are with the minimal T invariant .
EVAL_EXTRA:Therefore if we fire two times the sequence t3 , t4 we empty the buffer, and after we fire t1 and t2 we reproduce the initial mark. )T We present now some extensions of the Petri nets. , ( Definition 13(Š6Ë).
EVAL_EXTRA:A Petri net with priorities is a couple )ρΣ=γ where Σ is a Petri net and ρ is a partial order relation on the transitions set T. ~~~ The signification of the order relation ρ is that if t1ρt2 the transition t2 has higher priority in firing than t1.
EVAL_EXTRA:A transition t is p enabled to fire at the mark M (in ) L [ ΣtM if and for any t' such that we have not tρt'.
EVAL_EXTRA:We denote this by . p, [ Σ'tM [ tM γ A mark M' is p produced by firing of the transition t at the mark M if and .
EVAL_EXTRA:We denote this [ 'MtM p,γ by . [ 'MtM Σ [ tM γ p, ( )Q,Σ=γ Definition 14(Š6Ë).
EVAL_EXTRA:A Petri net controlled by queues is a couple where Σ is a Petri net and Q is the set of queues with transitions that appear only once in the queue. ( )Q,Σ=γ Qq ∈ Let a Petri net controlled by queues, M a mark of Σ and a queue with above properties.
EVAL_EXTRA:The transition t is Q enabled to fire at (M, q), and we [ tM ∑ , if and t is the first transidenote it by tion enabled to fire in q. [ ΣtM Q, iQ,Σ ( )'q,'M , if , )'q,'M ( and q' is obtained from q as follows: Q'q ∈ If M' is a mark of Σ and is a queue with above ( )q,M ′ ′ is Q produced by firing properties we say that of the transition t at (M,q), and we denote it by )[ )[ ( ( tq,M tq,M [ 'MtM Σ (a) We remove t from q (b) We add to the end of q all the transitions enabled to fire at the mark M' that are not already in the queue (in an arbitrary order) iQ,Σ (c) With the transitions from the obtained queue by (a) and (b) that are not enabled to fire at the mark M' 3,1i = we do the following step depending on : (c1) remain in the queue until a possible removing (when it becomes possible at the step (a)) (c2) they are removed from the queue (c3) they are removed from the queue from the beginning to the first transition enabled to fire at the mark M'.
EVAL_EXTRA:TA ⊆ Definition 15(Š6Ë).
EVAL_EXTRA:Let Σ be a Petri net, M a mark of it and . is a maximal set of transitions parallel enabled to fire at M (in Σ) if it is a set of transitions parallel enabled to fire at M and for any the set A ∪ has no more this property. −∈ ATt šćt Definition 16(Š6Ë).
EVAL_EXTRA:Let Σ be a Petri net, M a mark of it, TA ⊆ 1) t is max-enabled to fire at (M,A) in Σ, and we de Tt ∈ and . )[ ( tA,M note it by , if: [ ΣtM a) .
EVAL_EXTRA:At ∈ b) . max ∑ , 2) (M', B) is max-produced by firing of the transition t max at (M, A) in Σ, and we denote it by (M', A), if: )[tA,M ( ,∑ )[ ( tA,M a) . ∑ [ max , 'MtM Σ b) . šć šć − − tA tAif = B šć Φ= − tAifC c)    Φ≠ , where is any arbitrary set of transitions parallel enabled to fire at M'. = ( Inp,QA , Definition 17(Š6Ë).
EVAL_EXTRA:A nondeterministic finite automaton is a quintuple , where , Q Inp and Out are nonempty finite sets representing the set of the states, the set of the entries and respectively the set of exits, is the transition function and is the initial state. )0q, δ Q: q0 ∈ →× ( Out Inp Q )Q ,Out P × δ = ( )A,Σ=γ ( Inp,QA , Definition 18(Š6Ë).
EVAL_EXTRA:A Petri net controlled by finite automata, shortened APTN, is a couple where Σ )0q, δ is a place-transition Petri net and is a nondeterministic finite automaton such that: T 1) , ; 2) For any and we have ( )U,q ) δ∈′ we have (consistency in decision). ∈ T U P (unlocking by A); ( ) š ćΦ− ( )T Qq ∈ ) Φ≠ Qq ∈ Ut ∈ 3) For any , and Inp P= ( δ U,q ( ) š ćΦ− Out = ∈ T U P ( q,t ,Out )A,Σ=γ ( Definition 19(Š6Ë).
EVAL_EXTRA:Let be an , APTN a state of A, M a mark and t a transition of Σ.
EVAL_EXTRA:1) t is a enabled to fire at (M,q) (in γ), and we de)[ ( tq,M note this by , if there exist a state q' of γ a, ( )MT,q ( ) ) ( δ∈ 'q,t A such that . ( )q,M ′ ′ at (M,q) (in γ), and we denote this by )[ ) ( )MT,q ( ) ( ( )'q,'M δ∈ tq,M a,γ ∆+ tM'M . is a produced by firing of the transition t , if and ( 'q,t 2) = 2.
EVAL_EXTRA:The model Consider the following place-transition Petri net system: Picture 2: Petri net for a fraud-like investment found In the above Petri net the interpretation of the elements is as follows. s1 is the fictive capital. s2 is the sum that will be invested in a fictive invest ment (capacity is a). s3 is a signal to possible investors (capacity is 1). s4 is the expected benefit for the organizer. s5 is the first deposit of the organizer (the place where the money from investors are deposited). s6 is the place from where the organizer simulates that the game is not over. t7 is the final account of the organizer. t1 is the extracting operation from the fictive capital. t2 is the fictive investment. t3 is the effective investment. t4 is the copying of the final benefit. t5 is the collapse of the found. ≤ < ps pe Remark 2. ~~~ In the above model we have b > a (in fact b >> a), a đ pe and . ps is the target benefit of the organizer, pe is the real benefit of the organizer, a is the average rate of subscripted money from population and is the false benefit rate of the game. b − a pe + a We can add to the above Petri net the places s8 and s9, and the transitions t6 and t7 analogous to the places s6 and s7, and the transitions t4 and t5: the sequence s7, t6, s8, t7, s9 is identical to the sequence s5, t4, s6, t5, s7 .
EVAL_EXTRA:The initial mark is M = ( 0,0,0,ps,0,0,cf )T (1) . ~~~ The incidence matrix is − pe pe b − − a a − a a b − a            =Σ I b − a a            . (2) J IT =⋅Σ The S invariants obtained by solving the linear system (the transposed relation from definition 11) are of the form    b2,Jba,J,J a J,J,J,J   J1  T . ( ) + − = −       J (3) We notice that the S invariant J is nonnegative only if J1 = , obtaining in this case the minimal S invariant ( )T1,1,1,1,0,0,0 J = .
EVAL_EXTRA:An interesting thing is that the Petri net generated by this minimal S invariant is the chain →→→→→ of places and transitions t → : the investment found consists by tacking mon5 ey from the investors (place s4) and deposit to the places5, and then moving to the place s6 and finally to the place s7. s s s s t t The only T invariant is with all the components equal to 0 (PJ = F for any T invariant J).
EVAL_EXTRA:This means that no mark (including the initial one) can be reproduced after a finite number of steps. ⋅ a − − = = − = − = b a M M pe M1 ,a,a ( cf ( cf ( cf +− +⋅− ,0,pe,pe ⋅+− 2a ps,0,a,pe 0,0,0,ps,1,0b )T0,0,a,a ( cf )T0,0,0,ps,0 )T Firstly the only transition enabled to fire is t1 and it produces the mark .
EVAL_EXTRA:Next the only transition enabled to fire is t2 and it produces the mark .
EVAL_EXTRA:Now there exist two enabled to fire transitions which are also parallel enabled to fire: t1 and t3.
EVAL_EXTRA:Even the Petri net evolution is sequential using first the transition t1 or the transition ,ba2 M t3, even it is parallel the final mark is ps,0,a .
EVAL_EXTRA:This above sequence (t2 and next the subsequence t1 and t3) is applied until we obtain the )T0 mark .
EVAL_EXTRA:In this moment there are two transitions parallel enabled to fire: t2 and t4.
EVAL_EXTRA:If we do not apply at the final 0,0,pe step t1 the obtained mark is ps,0 , and t2 is replace by t1 between the above parallel enabled to fire transitions.
EVAL_EXTRA:The parallelism holds on until we apply the transition t2 and next the transition t1, or we apply the transition t4 and we repeat the transition t5 until the mark of s6 is 0.
EVAL_EXTRA:When we apply t2 the transition t3 is not enabled to fire because we have .
EVAL_EXTRA:After we apply t1 the only transition enabled to fire remains t4 or t5 (if t4 was applied).
EVAL_EXTRA:Next we apply t5 until the mark of s6 is 0.
EVAL_EXTRA:If the mark of s6 is 0 the only transition enabled to fire is t2, and next t1. ~~~ In all the above cases we obtain the final mark M and none of the above transitions is now enabled to fire: the game failed. )pe,0,0,pe ++⋅− ps,1,a,pe ,0,pe,pe −⋅ ab3 a ba2 ( cf ( cf )T0 ⋅+ pe ps pe M < − b a − − − = = a ⋅ ⋅ š ć1tA = Because at any time all the enabled to fire transitions are parallel enabled to fire we can consider the model of Petri net under maximum strategy: when the mark is the initial one .
EVAL_EXTRA:For this reason we can consider also the model of Petri net controlled by finite automata: we take ć1 0 q,qQ = š ( ( ) = U,q q,t ć ∈ ifUt (4) (5) š U t, ∉ ) δ , t , , ( δ Uq ( U,q δ ) ) = = ć š ( ∈ ifUtqt , š ćUt ( ∈ q,t ) ) . ∈ t UtorU ∈ , and (5) (5) š ć0qQ = Of course, we can consider above and the corresponding δ, but we have used two states for the automaton to point out the stages of the investment found: the collection of money from the investors (transitions t1, t2 and t3) and the simulation of the continuity of the found (transitions t4 and t5).
EVAL_EXTRA:The above marks M4 and M6 are obtained by solving the equations ( MM fc 0,0,pe,pe ps,0,a,cf and ′ f ) T −′ − = − = I ⋅ Σ (6) − = ( − cf ps,1,a,cf MM (6) with the variables cf′, f′1, f′2, f′3, f′4 and , respectively cf′′, f′′1, f′′2, f′′3, f′′4 and f′′5. pe,0,0,pe f Σ I − ) T = ⋅ If we denote the final mark of s1 by Y and the total invested sum by X we obtain (7) += cY    c , b3 −⋅ a = cf  ⋅ X1  ba2 +⋅− where and if we add elements as in remark 2 the coefficient 3 of in (7) increases by 1 for each set of two places and two transitions. b a If we classify investment founds using the regression line 7 (see Š4Ë) the fraud-like ones will be classify in classes with large coefficients of the explanatory variable .
EVAL_EXTRA:For only one class these points can be also outliers. ++C 3.
EVAL_EXTRA:Applications We define in the header petri.h two classes: tranz and marc.
EVAL_EXTRA:Class marc has the marks as objects and the integers properties nrloc (the same as for tranz), nrtrp (number of transitions enabled to fire), val (the integer vector representing the current mark of the Petri net), cap (the integer vector representing the capaci ties of the nodes) and ltrp (the integer vector representing the list of transitions enabled to fire).
EVAL_EXTRA:The methods are analogous to class tranz: in constructor the capacities are initialized with -1 (with the signification of infinite capacity) and the marks with 0.
EVAL_EXTRA:The method init, having an integer argument (the number of places) is analogous to the method citire of class tranz: we use it to read the capacities and the initial mark.
EVAL_EXTRA:This is the reason that we have called it init instead of citire.
EVAL_EXTRA:Tacking into account the final mark of s1 we can consider two transitions: first with the weight of the arc ba2 and second one with the weight of the arc (we take into account that a đ pe). +⋅− cf −⋅ ab3 To define a Petri net with priorities we do not need to consider the above total relation: it is enough to consider only a partial order relation between the transitions that can be parallel enabled to fire at a given moment.
EVAL_EXTRA:Therefore the partial relation is such that t1 has higher priority than t3 and t4, and t2 has higher priority than t4. ~~~ In our program we define the class priortranz that is derived from tranz and it has in addition the properties nrsucc, the integer number of the transitions with higher priority and lsucc the list of these transitions.
EVAL_EXTRA:The constructor of priortranz call first the parent constructor, and next initializes the list of successors. the method citire is defined in a similar way.
EVAL_EXTRA:Consider in the Petri net of the previous section: 1) 2) b = a = and ps = , ps = , a = and , , cf = cf = . b = .
EVAL_EXTRA:Solution: 1) We have a đ ps, and from here we obtain pe = ps = )T99,0,0 99 and the final mark . = 2) In this case we have not a đ ps: . +∗ ( ,0,1,3, and the final mark is We obtain ( = ,0,0,2,1,7, pe =∗ )T .
EVAL_EXTRA:All the above final marks are in the form M6 and verify (7).
EVAL_EXTRA:(Rapoarte Example 3.
EVAL_EXTRA:Consider 21 existing investment founds in April 2000 lunare ale Asociatiei Administratorilor de Fonduri în 1996 đ 1997 đ 1998 đ 1999 đ 2000 đ 2001 đ 2002 đ 2003 đ 2004 đ 2005 đ 2006 đ 2007 đ 2008 đ 2009, Š15Ë).
EVAL_EXTRA:Because we have not the data on the total invested sum, consider as explanatory variable the number of investors (the hypothesis is that the above sum is proportional to this number).
EVAL_EXTRA:As resulting variable we consider the row VAN in the Excel table, expressed in millions lei.
EVAL_EXTRA:The results are in the following table.
EVAL_EXTRA:Table1: The 21 investment founds in April 2000 Found X Y Found X Y Found X Y Found X Y Active Clasic Capital Plus FNI Tezaur Active Dinamic FCEx FON FMT Active Junior FDI Galat¸i Fortuna Classic UNOPC ALPHA ARDAF Armonia FIDE Fortuna Gold FIG FVG FNA Stabilo ++C We apply the program of classification using polynomial regression from Ciuiu, 2007.
EVAL_EXTRA:The degree of the polynomial is 1 (regression lines).
EVAL_EXTRA:If we consider + = two classes we obtain the first class . .10+ . − , containing the investment founds Active Junior and ALPHA.
EVAL_EXTRA:The other investment founds are in the first class. and the second class .
EVAL_EXTRA:Y =Y X X + − X −= . . If we consider three classes we obtain the first class with the investment Y founds FON, Fortuna Gold and FVG, the second class Y with the investment founds Active Junior and ALPHA, and the third . class with the other investment founds. . . −= .11 X X Y = + We notice that if we increase the number of classes from 3 to 10 it remains one of the classes containing only the investment founds Active Junior and ALPHA.
EVAL_EXTRA:The coefficient of X for the regression line corresponding to the class containing FNI is 11.74369 for 4 classes, 11.7062 for 5 classes, 12.58743 for 6 classes, 11.28776 for 7 or 8 classes, respectively 11.34757 for 9 or 10 classes. ~~~ 4.
EVAL_EXTRA:Next there are considered p1 and p2 as explanatory variables (in fact, because of nonlinearity the real explanatory variables are nonlinear functions of p1 and p2), and the resulting variable C the total inventory cost. ~~~ Using one of the obtained regressions the optimal cost is obtained in both cases for the minimum point of f. ( 1, ppf C = )2 The operators *= and += are defined in the header petri.h tacking into account that the multiplication has higher priority than the sum: in any Petri net (common or an extension of it) we must check first if a transition is enabled to fire at a given mark and only if it is indeed enabled to fire we it is fired to obtain a new mark.
EVAL_EXTRA:In Š3Ë it is used the software CPN Tools and in Š5Ë there are used the softwares PED and FUNlite Petri net simulator for the Petri nets.
EVAL_EXTRA:But our header allows us to make classes for extensions of the Petri nets as colored Petri nets (see Š3,9,14Ë), stochastic Petri nets (see Š11,9,14Ë) or timed Petri nets (see Š8Ë) using the heritage mechanism.
EVAL_EXTRA:In the heritage mechanism for the Petri nets with priorities the parent classes are declared in the header petri.h virtual for using multiple heritage.
EVAL_EXTRA:In fact, in practice the used Petri nets are not only simple extensions of Petri nets: for instance we can use a temporal Petri net with priorities.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë Acostâchioaie, D., Programare C s¸i C++ pentru Linux, Ed. Polirom, Ias¸i, 2002.
EVAL_EXTRA:Š2Ë Albu, L. L., A Model to Estimate Spatial Distribution of Informal Economy, Romanian Journal of Economic Forecasting, Vol. 9, No. 4 (2008) 111-124.
EVAL_EXTRA:Š3Ë Andrić, B., Makajić-Nicolić, D., Stefanović, B. and Vujošević, M., Modeling inventory control process using colored Petri nets, Proceedings of the 7-th Balkan Conference on Operational Research, Constanta, Romania (May 25-28 2005) 3-10. ~~~ Š4Ë Ciuiu, D., Pattern Classification using Polynomial and Linear Regression, Proceedings of the International Conference Trends and Challenges in Applied Mathematics, Technical University of Civil Engineering, Bucharest, Romania (June 20-23 2007) 153-156. ~~~ Š5Ë Heiner, M., Deussen, P. and Spranger, J., A Case Study n Design and Verification of Manufacturing System Control Software with Hierarchical Petri Nets, The International Journal of Advanced Manufacturing Technologies, Vol. 15, No. 2 (1999) 139-152.
EVAL_EXTRA:Š6Ë Jucan,T., and T¸iplea, F.L., Ret¸ele Petri.
EVAL_EXTRA:Teorie s¸i practicâ, Ed. Academiei, Bucures¸ti, 1999.
EVAL_EXTRA:Š7Ë Jula, D., Introducere în Econometrie, Ed. Professional Consulting, Bucures¸ti, 2003.
EVAL_EXTRA:Š8Ë Maciel, P., Barros, E. and Rosenstiel, W., A Petri Net Model for Hardware/Software Codesign, Design Automation for Embedded Systems, Vol. 4, No. 4 (1999) 243-310.
EVAL_EXTRA:Š9Ë Makajić-Nicolić, D. and Vujošević, M., An Application of Colored Petri Nets to Business Reengineering, Proceedings of the 6-th Balkan Research, Conference Thessaloniki, Greece (May 22-25 2002) 263-272.
EVAL_EXTRA:Operational on Š10Ë Saporta, G., Probabilités, Analyse des Donées et Statistique, Editions Technip, Paris, 1990. ~~~ Š11Ë Srinivasa Raghavan, N.R. and Roy, D., A Stochastic Petri Net Approach for Inventory Rationing in Multi—Echelon Supply Chains, Journal of Heuristics, Vol 11, No. 5-6 (2005) 421446. ~~~ Š12Ë Voineagu, V. et all, Teorie s¸i practic? econometric?, Meteor Press, Bucures¸ti, 2007. ~~~ Š13Ë Zhiwu Li and Na Wei, Deadlock Control of Flexible Manufacturing Systems via InvariantControlled Elementary Siphons of Petri Nets, The International Journal of Advanced Manufacturing Technologies, Vol. 33, No. 1-2 (2007) 24-35.
EVAL_EXTRA:Š14Ë Zimmermann, A. and Hommel, G., Modeling and Evaluation of Manufacturing Systems using Dedicated Petri Nets, The International Journal of Advanced Manufacturing Technologies, Vol. 15, No. 2 (1999) 132-138.
EVAL_EXTRA:Š15Ë Rapoarte lunare ale Asociatiei Administratorilor de Fonduri în 1996 đ 1997 đ 1998 đ 1999 đ 2000 đ 2001 đ 2002 đ 2003 đ 2004 đ 2005 đ 2006 đ 2007 đ 2008 đ 2009,, www.kmarket.ro/fonduri/fonduri.php. University Leader and Quality in Higher Education UDC: 005.94 ; 378.1 C. Rusu, PhD Professor, Technical University Gheorghe Asachi of Ias¸i, Romania crusu¿cetex.tuiasi.ro XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia Apstract.
EVAL_EXTRA:The characterization of the leaders in Romanian higher education where does not exist research in the aria.
EVAL_EXTRA:1.
EVAL_EXTRA:Way?
EVAL_EXTRA:The reality knowing and understanding the enviroment (E) (Fig.1) The reality of quality imput in the university (XQI) Students applicants (S) Professors and administration staff (S) Material resources assets (A) Information resources (I) Finance resources (F) Theoretical competences of students Quality of research projects Customer satisfaction Student satisfaction University management integrity Decision transparency of university management The compare the quality output of the university with: internal standards, external standards, internal objectives indicative measurable, competitors, history date etc. (B) ~~~ The reality of quality HE process (HEP) Educational process technology Motivation system in the univer sity The university discipline, proce dures Procedures and process assess ment Students evaluation and the process Staff evaluation Assets utilization The reality output result of the uni versity Practical competences of stu dents University change cause disintegration wich is manifested in what we call problem because university system is composed of subsystems (faculty, departments subsystem support: library, social services for students etc.) and this subsystem do not change in the same speed. ~~~ Which is the solution?
EVAL_EXTRA:The university system is healty when it can deal with change without falling apart.
EVAL_EXTRA:Do you have the courage to see what is doing in our (your) school?
EVAL_EXTRA:Going mediocraticy The leader keep seeing for a diagnostic result The rates lag far behind in socio-economic realities.
EVAL_EXTRA:
EVAL_EXTRA:Service for university development The leader need to evaluate: vision, mission and strategies from the university Ground the new objectives and startegies for uni versity Creating new university programs Assuming the risk of the solution promoted Assessing, controlling, coordinating quality of edu cational process Search new needs of competence Curricula design by customer competence needs Search university customer satisfaction Making ground the new internal quality standards Innovating solution for quality imput unproving in HE These are not political decision, only sound business decision.
EVAL_EXTRA:A University leader is a thumb. ~~~ What does a thumb do?
EVAL_EXTRA:The leader need to mobilize, energize, empower people to fight with reality, to implement his solution (moraly ethical social response) Will be necessary to develop a new generation of higher managers wich have to pay attention to: social responsibility, ethics and moral aspects, individual versus cooperation, business orientention, degree curricula change, balance between tradition and modern new teaching technology, cross disciplinary teaching, risk avertion, communication with the internal and external environment, interpersonal staff cooperation Passion (respondes) of the staff: developing the competition to all the level, university management as a team, management by performance, green sustenability, cloth relation with HR corporate sector and allumini, value added by training - new competences (knowledge) theoretical and practical, opportunity costs in HE, selectiveness.
EVAL_EXTRA:The questionnaire was related to: how respondents perceived the reality from univer sities regarding the quality of entries in the system the quality of the educational process the quality of the results solutions for improving the quality of the manage ment solutions from universities methods used by university leaders for training / involvement / motivation of staff in universities, for implementation of the solution proposed by the leaders For reasons of space we refer only to the analysis of some aspects of staff training by the leaders.
EVAL_EXTRA:The structure of the respondents is: Structure for teaching positions: Age structure: Structure by gender: Structure by leadership position of the leaders: Structure in term of management practice: 3.
EVAL_EXTRA:Conclusion To bring about and implement new solution in the university you need leaders and strong leadership In this period some university managers do not realise that the employees are an asset, not just an expense.
EVAL_EXTRA:The limits of the proposed questionnaire analysis are related to: the standard of other prestigious universitie, we believe that it was differed from one respondent to another; retaining teachers to talk about home things.
EVAL_EXTRA:REFERENCES Š1Ë Adizes, I. ~~~ Leading the leaders, The Adizes Institute Publishing, Santa Barbara C.A., 2004 Š2Ë Adler N.J.
EVAL_EXTRA:The arts and leadership: Now that we can do anything, what will we do?
EVAL_EXTRA:Academy of Management Lerning and Education, 5(4):466499, 2006 Š3Ë Dervitsiotis Kostas N.
EVAL_EXTRA:The importance of conversations-for-action for effective strategic management University of Piraeus, Greece, Total Quality Management, vol.13, no.8, 2002 Š4Ë Deselnicu D.C., Rusu C., Swiger JA - Leadership performance and quality management in roman ian SMEs: a case study -In 2nd international conference on business, management and economics E-Conference proceedings, cesme, Izmir-Turkey.
EVAL_EXTRA:ISSN 13061089, 2006 Š5Ë Dowlatshahi S. Total quality management in higher education: a case study Department of Information and Decision Sciences, College of Business Administration, The University of Texas, USA, Total Quality Management, vol.7, no.2, 1996 Š6Ë Galgano Alberto Quality: mind and heart in the organization Galgano & Associates, Milano, Italy, Total Quality Management, vol.13, no.8, Š7Ë Gopal K. Kanji Can total quality management Š14Ë Rusu,C. - Principles for the Evaluation of the help innovation?
EVAL_EXTRA:Centre for Quality and Innovation, Sheffield Hallam University, Hallamshire Business Park, UK, Total Quality Management, vol7, no.1, 1996 Š8Ë Griffith D.A., Cavusgil S.T. & Xu S. Emerging themes in international business research Journal of International Business Studies, 39(7): 1220-1235, 2008 Š9Ë Mangematin V. & Baden-Fuller C. Global con tests in the production of business knowledge: Regional centres and individual business schools Long Range Planning, 41(1):117-139, 2008 Š10Ë Morgan H., Harkins P. & Goldsmith M.
EVAL_EXTRA:The art and practice of leadership coaching: 131-137, NY: John Wilwy & Sons, 2005 Š11Ë Rusu, B., Rusu C. - Evaluation Results in the University: Management, Teaching Staff, Level of Students Satisfaction -Proceedings of 1st International Conference European Dimension in Quality Assurance.
EVAL_EXTRA:Technical University Gh.
EVAL_EXTRA:Asachi Iasi, Romania, 2001 pg.276 ISBN 973590-581-7 Š12Ë Rusu,C. - The modernisation of engineering education in Romania in the process of transition towards a free market economy - International Congress of Engineering Deans Industry leaders, Melbourne, Australia, 3 6 July 1995 Š13Ë Rusu C. - Aplicarea conceptelor managementului calitatii in invatamantul superior -Quality Assurance in the Romanian Technical Higher Education, Iasi, 1997, P.19-31, ISBN:-973-917847-2.
EVAL_EXTRA:Individual Activity of Teaching Staff, The Dynamics of Quality in Learning Universities Quality Management in Higher Education, Proceedings of The 4rd International Seminar on the Quality Management in Higher Education, Ia?i, România, June 14-15, 2004.
EVAL_EXTRA:Š15Ë Rusu,C. - The University Regarded as a Cybernetic System, The Dynamics of Quality in Learning Universities -Quality Management in Higher Education, Proceedings of The 4rd International Seminar on the Quality Management in Higher Education, Ia?i, România, June 14-15, 2004.
EVAL_EXTRA:
EVAL_EXTRA:Š16Ë Rusu C. - From the managemeny quality to the quality of management -The 4the international seminar on quality management in higher education, Sinaia, Romania si publicate in volumul Conference Procededings, Ed. Performantica Iasi, ISBN: 973-730-225-7, 2006 Š17Ë Rusu C. - Implementation of quality costs in Romanian higher education -Gh.
EVAL_EXTRA:Asachi Tehnical University of Iasi Romania, 12-14 june 2008 Proceedings of the 5th International Seminar on the Quality Management Higher Education Tulcea, Romania Š18Ë Rusu C. - Quality cost in Romanian higher educa tion -Gh.
EVAL_EXTRA:Asachi Tehnical University of Iasi Romania, 12-14 june 2008 Proceedings of the 5th International Seminar on the Quality Management Higher Education Tulcea, Romania Š19Ë Zairi Mohamed Beyond TQM implementation: the new paradigm of TQM sustainability School of Management, University of Bradford, UK, Total Quality Management, vol.13, no.8, 2002 Book review Encyclopedia of Technology and Innovation Management V.K. Narayanan, G.C.OConnor, ed., (Encyclopedia of Technology and Innovation Management), John Wiley, 2010 T his voluminous issue that spreads over more than five hundred pages and seven theme areas presents the technology and innovation management as an autonomous scientific field, which is what editors and authors point out already in the introductory chapter.
EVAL_EXTRA:Statistic and dynamic models of innovation are presented through the contributions of a number of authors in creating these models. ~~~ Thus we find the analyses of the Schumpeter model, the Albernathy-Clark model, the Henderson-Clark model, the Utterback-Albernathy model, the TushmanRosenkoff model, and the Foster S-curve.
EVAL_EXTRA:A special chapter is devoted to the basic concepts of technology and innovation management on the organizational level. ~~~ The absorptive capacity, learning and establishment of innovative competencies are linked to the organization and stressed as a key factor of innovation success and technology dynamics.
EVAL_EXTRA:Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:1.
EVAL_EXTRA:INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4. ~~~ CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] ~~~ Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade.
EVAL_EXTRA:Proceedings of work, SINFF-N, page 75 -81. ~~~ Zlatibor UDC 005 ISSN 1820-0222 Number 59, Year XVI June 2011.
EVAL_EXTRA:Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, P h.D. Editor in Chie f Ale ksandar Marković, Ph.D. Editor of Inte rna l Department Ondrej Jaško, Ph.D. Editor of International Department Jov an Filipović, Ph.D. Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Editorial Boa rd: Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Manag ement is being regula rly reviewe d in DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Nov ović Address Belgrade , Jov e Ilića 154 Tel./fax.
EVAL_EXTRA:381 1 1 3950 868 E-mail: manage¿ fon.bg.ac.rs http://ma nag ement.fon. bg.a c.rs Journal is published quarterly Printed by Sigra Star, Be lgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl.
EVAL_EXTRA:ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Management Accounting in Achieving Competitive Advantage and Bank Controlling Snežana P. Knežević, Sladjana Barjaktarović Rakočević, Draginja \urić Planning of Social Corporate Responsibility Campaign Milica Kostić Stanković, Dragana Makajić Nikolić, Milica Slijepčević Measuring the Quality of Banking Services in Banks Operating in Lybia Mohamed M. Alsakit Abulgasem, Radmila Janičić, Vinka Filipović, Mirjana Gligorijević Climate Changes and Green Information Technologies Nataša Petrović, Mirjana Drakulić, Vladimir Vujin, Ratimir Drakulić, Veljko Jeremić Certification of Project Managers Based on IPMA and PMI Models through Conforming to ISO 17024 : 2003 Danijela Toljaga Nikolić, Vladimir Obradović, Marko Mihić Hidden Markov Models for Analyzing Medical Time Series in Order to Detect Nosocomial Pneumonia Marek Opuszko, Johannes Ruhland, Franziska Oroszi, Michael Hartmann, Martin Specht Cloud Computing in Science and Higher Education Vladimir Vujin Assesment on Implementation of Basel II Rules in Serbian Banking Division Lidija Barjaktarović, Dejan Ječmenica Interest of the Population in Electronic Communication in the Health services Provision Research Results Marina Jovanović Milenković Small and Medium Enterprises Economic Development Drivers Miroslav Gveroski, Aneta Risteska, Stevčo Dimeski Management Accounting in Achieving Competitive Advantage and Bank Controlling UDC: 657.05 ; 005.521:336.71 Snežana P. Knežević, Slađana Barjaktarević Rakočević Faculty of Organizational Sciences Draginja \urić, Banca Intesa Our aim in this paper is to present a relatively complete theoretical and practical accounting system intended to meet the needs of strategic decision-making in banks, which acts in the form of managerial accounting to adress the internal and the external environments in which the bank operates.
EVAL_EXTRA:Management accounting system in planning and measuring financial performance The concept of strategy means the implementation of a formal system of information management.
EVAL_EXTRA:In order that a proper design of a strategically oriented management accounting should be achieved in banks, we propose the model presented in Figure 1.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:2.
EVAL_EXTRA:3.
EVAL_EXTRA:Which rewards and/or penalties should be linked to the achievement of the performance standards? practice, as the goals are basically opposite: larger returns means taking greater risks and vice versa.
EVAL_EXTRA:The information horizons of management accounting in the realization function is extended to the following strategic goals of the bank: Identifying opportunities and weaknesses from the aspects of cost component (bank product price), relative market share and the amount and structure of the fees and commissions; Trends in expanding or narrowing the banks scope of business on the national or foreign markets, in the domain of financial indicators; Comparison of achieved strategic goals and tasks with the planned ones; types and causes of deviations, and taking corrective measures to eliminate negative deviations.
EVAL_EXTRA:For the purpose of the financial performance analysis it is necessary that financial projections are set on the balance sheet and income statement positions with anticipated trends, as well as the projection of the following business performance indicators: a) Indicators of banks capability of earning income: Returns on Assets (ROA) ratio; Return on Equity (ROE) ratio; b) Indicators of interest margin: Interest bearing assets / total assets; Average interest rate on interest bearing assets; Average interest rate on interest bearing liabilities. c) Indicators of capital adequacy: Total capital / total assets; Capital assets / total assets.
EVAL_EXTRA:This is, however, far from easy to achieve in d) Indicators of growth rates: Total assets growth rate; Interest bearing assets growth rate, Credit growth rate; Deposit growth rate; Income frowth rate; Profit growth rate e) Solvency indicators: Total credits / deposits; Total credits / deposits +capital. f) In addition to the rate of returns on equity capital of the bank the following indicators are used in assessment of the banks ability to earn and the quality of returns: Yield difference from other revenues and other ex penditures; Yield before extra items and tax. g) Other important indicators: Š1Ë, Š7Ë, Š8Ë (Current deposits Previous deposits) / Previous deposits; (Current credits Previous credits) / Previous credits; Debts / Net value; Low credit quality / Low credit quality and dis count; Credits / Deposits; Regulatory capital / Risk weghted assets; Revenues from sales / Number of employees in the bank; Profit before tax / Number of employees in the bank Net interest profit /average earned assets from in terest; Reservations for credit losses / Average credit portfolio; General expenditures and reservations for losses / Average total assets; Operations expenditures / Average (assets); Regulatory capital / Risk weighted assets.
EVAL_EXTRA:The Balanced Scorecard concept is also worth mentioning in the context of strategic planning. ~~~ It shows the intention to preserve the balance between the short-term and long-term goals, between financial and non-financial measures, as well as between lagging and leading indicators.
EVAL_EXTRA:In the banks business performance assessment it is important to define the criteria from a number of aspects: First Financial perspective: revenue management, market share, profitability capacities, assets management; Second Clients perspective: reach the client before the others, client profitability, client retention, specific financial services; Third Prospect of internal business process information system creation, information support to management, maintaining business quality.
EVAL_EXTRA:
EVAL_EXTRA:Bank controlling instruments The key issue for the management of any organization is how good is its performance? grated into a complex hierarchally structured regulation model, Figure 3.
EVAL_EXTRA:In this sense, the following is expected from the institutionalized cycle of bank controlling: Firstly, to formulate the strategic and operational goals underlying the profit oriented business philosophy and translate them into strategic and operational plan values; Secondly, to systematically compare the achieved values with the planned values, on all the planning levels, and perform an analysis of deviation trends in the segments in which they are identified; Thirdly, to assert or state precisely, from an organizational aspect, who is responsible for the planning, what should be planned, when and with which tools planning should be carries out and controlled.
EVAL_EXTRA:The bank controlling system is simultaneously a managerial system where the activities of planning and control are not conducted in an isolated way, but are inte The strategic bank controlling is a complex function that, in addition to planning, performs a selection of risks immanent to banking business, by which the reality and planning processes are simplified.
EVAL_EXTRA:The control process is conducted by the short-term measurements of the achieved financial performances and redirecting activities in case discrepancies appear between the real and the desired positions. mation on the force of changing conditions that impact or will impact the events, both in the bank itself and in the environment in which it operates.
EVAL_EXTRA:
EVAL_EXTRA:In order that these courses direct the events in an efficient manner, it is necessary that bank managers dispose of valid infor The strategically oriented management accounting is no revolutionary information model made up for the needs of management.
EVAL_EXTRA:REFERENCE Š1Ë Bonin, P. J., Hasan, I., Wachtel, P. (2005), Bank performance efficiency and ownership in transition countries, Journal of Banking&Finance 29, ss.
EVAL_EXTRA:31-53. ~~~ Š2Ë Cobb, I., Helliar, C., Innes J., (1995), Management in bank, Management accounting Accounting Research 6, ss. ~~~ 155-175. change Š3Ë Gumbus, A., Luron, B/, (2002), The balanced scorecard at Philips Electronics, Strategic Finance, 45, ss. ~~~ 47-49. ~~~ Š4Ë Kloten, N., Heinrich, Von Stein, J., (1993), GeldBank - Borsenwesen, Schaffer Poeschel Verlag, Stuttgart.
EVAL_EXTRA:Š5Ë Knežević, S., (2001) Računovodstvo u funkciji upravljanja bankama, Računovodstvo 4, Savez računovođa i revizora Srbije, Beograd, ss. ~~~ 21-30.
EVAL_EXTRA:Š6Ë Knežević, S., Milosavljević, M., Dmitrović, V. (2010): Značaj strategijskog upravljačkog računovodstva za upravljanje bankama, časopis Management 57, Fakultet Organizacionih Nauka, Beograd, ss.23-29. ~~~ Š7Ë Lin, S-W., Shine, Y-R., Chen, S-C., (2009), Applying enhanced data mining approaches in predicting bank performance: A case of Taiwanese Commercial banks, Expert System with Applications 36, ss.
EVAL_EXTRA:11543-11551. ~~~ Š8Ë Otchere, I., (2005.), Do privatized banks in middle and low income countries perform better than rival banks?
EVAL_EXTRA:An intra industry analysis of bank privatization, Journal of Banking & Finance 29, ss. ~~~ 20672093. ~~~ Š9Ë Rhee, M., Mehra, S. (2006), Aligning operations, marketing, and competitive strategies to enhanse performance: An empirical test in the retail banking industry, Omega - The International Journal of Management Science 34, ss.
EVAL_EXTRA:505-515. ~~~ Š10Ë Wilson, M. S. R., (1999), Accounting for marketing, CIMA, International Thomson Business Press, New York.
EVAL_EXTRA:Š11Ë Wright, G., (2001), Strategic Decision Making, John Wiley & Sons, New York.
EVAL_EXTRA:Š12Ë Wu, C-R., Lin, C-T., Tsai, P-H., (2010), Evaluationg business performance of wealth management banks, European Journal of Operational Research, 207, ss. ~~~ 871-979.
EVAL_EXTRA:Š13Ë Wilson S.M.R.,(1999): Accounting for Marketing, International Thomson Business Press, New York.
EVAL_EXTRA:Planning of Social Corporate Responsibility Campaign with Multiple Special Event UDC: 005.35 ; 005.511:659.1 Milica Kostić Stanković1, Dragana Makajić-Nikolić1, Milica, Slijepćevič2 1 University of Belgrade, Faculty of Organizational Sciences, Belgrade, Serbia 2 Dunav Osiguranje Company In an effort to achieve good operating results, business systems largely adopt precisely defined methodologies for business decision making.
EVAL_EXTRA:The GP models that can be applied in college and university courses timetabling are described in Š3Ë and Š4Ë.
EVAL_EXTRA:The problem of time scheduling and balancing sports events over a large number of venues and its modelling using GP is described in Š5Ë.
EVAL_EXTRA:The GP models of medical personnel distribution are presented in Š6Ë and Š7Ë, whereas in Š8Ë the problem of employee distribution is also dealt with applying the GP, this time in the field of marketing.
EVAL_EXTRA:In Š9Ë the authors describe the GP model applied in the optimization of the time schedule of manufacturing processes to ensure a maximum performance and minimize the period of resources engagement.
EVAL_EXTRA:The paper ends with the conclusive remarks and the description of the future research. ~~~ Planning of Social Corporate Responsibility Campaign with Multiple Special Event UDC: 005.35 ; 005.511:659.1 Milica Kostić Stanković1, Dragana Makajić-Nikolić1, Milica, Slijepćevič2 1 University of Belgrade, Faculty of Organizational Sciences, Belgrade, Serbia 2 Dunav Osiguranje Company In an effort to achieve good operating results, business systems largely adopt precisely defined methodologies for business decision making.
EVAL_EXTRA:In a socially responsible business practice, the most significant areas of decision making are: the selection of initiatives that will support social goals and the selection of programme plans for their implementation.
EVAL_EXTRA:In this paper, the methodology of planning a specific campaign witha multiple special event of socially responsible business practice of the Insurance Company Dunav Osiguranje is presented. ~~~ The Goal Programming model of the decision making process regarding the selection of the optimal campaign implementation method will be presented. ~~~ 1.
EVAL_EXTRA:Introduction Building connections with the social community is of paramount importance in the corporate and the public relation strategies.
EVAL_EXTRA:In the last two decades we have witnessed the emergence of an increasing number of organizational initiatives in the field of social responsibility, adopting the do a good deed concept as a corporate social norm and an evident transition from giving as an obligation to give to giving as a corporate strategy.
EVAL_EXTRA:Until the 1990s, the decisions on the selection of activities to promote the organization and earn a positive publicity were based on the need to do something good in order to make a good impression.
EVAL_EXTRA:In the 1990s, a large number of organizations turned to essentially differently motivated activities in building corporate identity, image and reputation, in accordance with a new model of corporate behaviour: do what is best for the good of the society act towards the society in a responsible manner Š1Ë .
EVAL_EXTRA:Adopting a new system of doing business has imposed the need to develop and introduce specialized methodologies for planning and conducting concrete campaigns.
EVAL_EXTRA:The methodology devised by the authors of this paper deals with the planning of a concrete activity of socially responsible business with the need for a continuous repetition of the same special event on different geographical locations, and in a given time period.
EVAL_EXTRA:It is to a considerable extent based on the fact that the decision-making process in a socially responsible business is performed on different hierarchal levels in different phases: strategic, executive and operational levels, as well as on the principles of the special event organization.
EVAL_EXTRA:In cases the event realization is conditioned with the time period longer than one day, there emerges a problem of scheduling the event over a certain period of time.
EVAL_EXTRA:In order to solve the problem of the time schedule of a socially beneficial campaign a unique mathematical model of goal programming was devised Š2Ë, and will be described in this paper.
EVAL_EXTRA:The time scheduling problem has already been solved using the goal programming (GP).
EVAL_EXTRA:The GP models that can be applied in college and university courses timetabling are described in Š3Ë and Š4Ë.
EVAL_EXTRA:The problem of time scheduling and balancing sports events over a large number of venues and its modelling using GP is described in Š5Ë.
EVAL_EXTRA:The GP models of medical personnel distribution are presented in Š6Ë and Š7Ë, whereas in Š8Ë the problem of employee distribution is also dealt with applying the GP, this time in the field of marketing.
EVAL_EXTRA:In Š9Ë the authors describe the GP model applied in the optimization of the time schedule of manufacturing processes to ensure a maximum performance and minimize the period of resources engagement.
EVAL_EXTRA:Due to the specific nature of the time scheduling problem in case of socially beneficial campaign events dealt with in this work, the time scheduling problem is defined as a system of distinct representatives (SDR) Š10Ë, Š11Ë and Š12Ë.
EVAL_EXTRA:Following the introductory part, the second chapter will highlight the importance of socially responsible business behaviour and the third chapter will describe a socially responsible campaign titled SVITAC (firefly).
EVAL_EXTRA:The fourth and the fifth chapters deal with the campaign objectives formulation and the goal programming model.
EVAL_EXTRA:It is suggested that internal teams should be assembled to design plans. ~~~ In addition to the employees, these teams will include the employees from other organizational units.
EVAL_EXTRA:For the purposes of media coverage, the following activities were carried out: The special event of donating the first quota of the firefly gadgets was organized in Belgrade.
EVAL_EXTRA:In addition to the presence of special guests (public opinion leaders or popular persons), the media were invited to be present; The invitation letter to the media was written and distributed and an announcement for the media was distributed afterwards with photographs of the donation event; Media visits of the Company representatives were organized for the purpose of the campaign promotion; In case of donating the gadgets to the first-form pupils in other cities in Serbia, it was organized through the coordination of all the project participants, the invitation letter was prepared and distributed to the media, as well as a scenario and statement for the media, for each particular city.
EVAL_EXTRA:All the participants in the campaign, on the local level, were acquainted with the entire material, among them: directors of the schools in which the gadgets were donated for the entire district, heads of school directorates, representatives of the traffic police and the directors of the Dunav Insurance Company branches; Prior to all these, a letter was sent to all the school directorates, on the basis of which the time of all the distribution events were scheduled for the territory of the whole of Serbia.
EVAL_EXTRA:The distribution campaign started with the distribution of the first quota in the Borislav Pekić elementary school in the Novi Beograd municipality. ~~~ The special event was organized at 9:30, 11th December, 2009.
EVAL_EXTRA:Espacially important effect of the campaign is that the gadgets were warmly received by those they were meant for, the little first-form pupils. ~~~ They promised they would always take the gadgets with them and try to observe the traffic ragulations in order that they should be as safe as possible. ~~~ 4.
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EVAL_EXTRA:
EVAL_EXTRA:Formally, it is necessary that the set D i should be defined.
EVAL_EXTRA:The continuity can be formally expressed by the requirement that the time interval between two distributions be at the most: (1) The number of cities in which the campaign is conducted depends on the Companys financial and organizational abilities.
EVAL_EXTRA:When this decision is made, it is possible ć to define a set of k cities: . ,..., = A A š , A A k 4.2. ~~~ Coordinating the participants in the campaign In the second phase it is necessary to coordinate all the participants of the campaign in a given city, that is de On the basis of (1) a conclusion can be drawn that the distribution will be organized in an interval not longer than the largest integer (number) that is smaller or equal to in case the number of days planned to conduct the campaign n is larger than the number of cities k, that is, each day (even more distributions in the same day) when n is smaller than k. n k − − The first problem to be solved here is to determine a different time term for each of k cities, that is, determine the different elements of the sets of possible terms for the firefly distribution in each of the cities, Di, i=1,...,k.
EVAL_EXTRA:In accordance with the above introduced notation, let y1 be the term (date) in which the FIREFLY campaign k will be carried out in the i-city, . y D i , i 1,..., ∈ = i The condition of continuity can be written as follows: 1,..., r i , k i , − ≥ ≠ = y y j j , i j (2) In order to model the continuity requirement, it is necessary that k(k 1) be introduced by binary variables . δ ij 1,..., k i , i j , ≠ = j , where m is the value that is always higher than yi yj.
EVAL_EXTRA:In the problem of firefly distribution, the parametre m has a real interpretation and means a maximum time interval between two distributions.
EVAL_EXTRA:If timetabling is done for all of the n days, the value of the parametre m is n 1.
EVAL_EXTRA:This parametre, however, allows for defining the time schedule for a shorter period as well.
EVAL_EXTRA:If m = q 1, q < n, then, in the observed period of n days, with the respective values of the parametres r and p (see the subtitle below) the timetable for the period of q days will be obtained.
EVAL_EXTRA:Now the condition that the campain should be carried out on a different day and in relatively equal time intervals can be written as follows: y i y i − − − ⋅ δ y m j ij δ − ⋅ y r ij j + ⋅ − r (1 + ⋅ − m (1 δ ij δ ij ) ) ≤ ≥ 0, 0, i i , , = = j j 1,..., 1,..., k i , k i , ≠ ≠ j , j , (3) (4) Since the variable is the term (date) on which the campaign will be carried out in the i-city, it is possible to define the arrangement between certain cities.
EVAL_EXTRA:Thus, for example, the condition means that the distri y≤ y bution in the city number 7 cannot be arranged before the distribution in the city number 3 is completed.
EVAL_EXTRA:The uniformity can formally be expressed by the requirement that the number of distributions in one day should not exceed:   k =     n (5) p .
EVAL_EXTRA:In order that the uniformity requirement should be modelled, it is necessary to introduce auxiliary binary variables Š19Ë: k s D , 1,..., ∈ = i , isx The condition of uniformity can now be written as follows: ∑ is x ∑k p s D , 1,..., k (6) ∈ s D ∈ 1, = = ≤ i x is (7) = i The condition (6) ensures that the distribution is effected exactly once in each city, while the condition (7) ensures that the campaign is carried out in a uniform way. ~~~ 5.
EVAL_EXTRA:Prior to formulating the model it is necessary that additional parametres be introduced.
EVAL_EXTRA:In modelling continuity and uniformity two types of variables were introduced: the integer that represents the term (date) when the campaign will be organized in the i-city, and that denotes whether the distribution is in the city i on the day s or not.
EVAL_EXTRA:The relation that connects these two variables is: ∑i − y ⋅ s x is 1,..., 0, = = k i (8). ∈ s D In the campain participants coordination phase, a set Di is defined, the set of terms in which the firefly distribution can be organized in a i-city (i=1,...,k).
EVAL_EXTRA:On the basis of all Di, the parametre can be defined as follows: k s D , 1,..., isa ∈ = i , Now the condition that the firefly distribution can be organized in each city only on a day when it is possible can be expressed by the condition: ∑ is a x is ∈ s D 1,..., (9) 1, = = k i On the basis of the already introduced parametres, goals and conditions, the following WGP model is formulated: k k ∑ ∑ = j i = 1, j ≠ − w d ij − ij + i min = z p.o. k k ∑ ∑ = i j = 1, ≠ j + w d ij + ij + i ∑ ∈ s D + v d s + s + ⋅ − (1 r δ ij ) − d + ij ≤ 0, − ⋅ − 1) (1 δ ij ) + d − ij ≥ 0, , , δ ij j n ( j = p s D (21) , ∈ − ⋅ − − n y y 1) ( j i ≠ = k i i j 1,..., , , + δ − − ⋅ y y r ij j i = ≠ k i i j , , 1,..., ∑k x is ∑ is x ∑ is a x is − d s ∈ s D 1, 1, = − = = + = d + s i i = i ∈ s D 1,..., k 1,..., k ∑i − y ∈ s D ≥ y i 0, i δ ij ∈ ⋅ s x is = 0, i = 1,..., k = k 1,..., = i j š0,1ć, , 1,..., k i , ≠ j x is ∈ š0,1ć, i = 1,..., k s D , ∈ + d ij , d − ij ≥ 0, i j , = 1,..., k i , ≠ j d d , , + s − s ≥ 0, ∈ s D The function of the goal is the minimum deviation from the set goals (3), (4) and (7).
EVAL_EXTRA:5.1.
EVAL_EXTRA:Campaign is organized during the whole month; 2. ~~~ Campaign is organized during the first two weeks in Septemper; 3. ~~~ Campaign is organized in the last two weeks in September.
EVAL_EXTRA:The data shown in Table 1 were obtained in direct contacts: Table 1.
EVAL_EXTRA:Availability of heads of school directorates City Valjevo Zajecar Zrenjanin Jagodina Zvecan Kragujevac Krusevac Nis Novi Sad Pozarevac Days in the week Friday Tuesday and Wednesday Monday Wednesday and Thursday Friday Wednesday Wednesday Monday, Wednesday and Monday and Tuesday Wednesday and Thursday On the basis of the heads availability criterion ,a date calendar was devised for September, when the campaign is possible to be organized in the chosen cities.
EVAL_EXTRA:Table 2 presents the table of input parametres that contains 21 work days.
EVAL_EXTRA:All holidays were left out, and so was the 1st September since on that day only the central celebration is held.
EVAL_EXTRA:Table 2 o v e j l a V r a c e j a Z . o N e t y a a D D 2/09 3/09 1 6/09 7/09 8/09 9/09 10/09 1 13/09 14/09 1 10 15/09 1 11 16/09 12 17/09 1 13 20/09 14 21/09 1 15 22/09 1 16 23/09 17 24/09 1 18 27/09 19 28/09 1 20 29/09 1 21 30/09 n i n a j n e r Z a n i d o g a J n a c e v Z c a v e j u g a r K c a v e s u r K s i N d a S i v o N c a v e r a ž o P The optimum time periods for the SVITAC distribution in the cities, for all three scenarios (Table 3), were obtained by applying the mathematical model of goal programming described in this paper.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Table 3.
EVAL_EXTRA:Timetable of FIREFLY distribution o i r a n e c S o i r a n e c S Valjevo Zajecar Zrenjanin Jagodina Zvecan Kragujevac Krusevac Vranje Nis Novi Sad Požarevac o i r a n e c S Figure 1 presents the timetable of the 1st scenario by which the fireflies are distrubuted throughout September: S cenario 1 s n o i t u b i r t s d i f o o N 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 days Figure 1.
EVAL_EXTRA:Solution to 1st scenario Figure 2 presents the timetable of the 2nd and 3rd scenarios, the timetably by which the fireflies are distributed during the first (blue) or during the second (red) halves of September. s n o i t u b i r t s d i f o o N 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 days Scenario 2 Scenario 3 Figure 2.
EVAL_EXTRA:REFERENCE Š1Ë Kotler P, Lee N, Corporate Social Responsibility: Doing the most Good for Your Company and Your Cause, 4th edition, John Wiley and Sons, Inc. Hoboken, New Jersey 2005.
EVAL_EXTRA:Š2Ë Schniederjans M. J, Goal programming methodology and applications. ~~~ Kluwer publishers, Boston, 1995.
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EVAL_EXTRA:Corrected reprint of the 1989. edition Š18Ë Fialaa J, Kratochvíla J, Proskurowskib A, Systems of distant representatives, Discrete Applied Mathematics 145, pp 306 316, 2005. ~~~ Š19Ë Nemhauser G. L, Wolsey L. A, Integer and combinatorial optimization, Wiley-Interscience, New York, NY, 1988.
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EVAL_EXTRA:Measuring the Quality of Banking Services in Banks Operating in Libya UDC: 658.8:336.71(612) ; 005.6:336.717(612) Mohamed M. Alsakit Abulgasem1, Radmila Janičić1, Vinka Filipović1, Mirjana Gligorijević2 1 Faculty of Organizational Sciences, University of Belgrade 2 Faculty of Economics, University of Belgrade The aim of the study is to measure the service quality of the banking system in Libya and to determine the importance of the service quality items.
EVAL_EXTRA:The study concludes that understanding the clients expectations is very important in the provision of a better banking service quality as well as in achieving clients satisfaction. ~~~ Furthermore, the measurement of service quality and the clients perception of the service are considered to be the main approach to the development and improvement of the banking service quality.
EVAL_EXTRA:The last study written in Arabic that was used was the case study of Nagy Mohal, where he examined the measuring of the banking services quality offered by commercial banks in Jordan (1998).
EVAL_EXTRA:The study about service quality determinants and the effectiveness in the real estate brokerage industry done by Johnson, L.L., Dotom, M.J. and Dunlop, B.J. (1988) was consulted at some points.
EVAL_EXTRA:One source was found in the paper written by Joseph, M., McClure, C. and Joseph, B. (1999) that dealt with the service quality in the banking sector.
EVAL_EXTRA:Quality factor Tangibles Reliability Responsive ness Assurance Empathy Total Table 1 Correlation coefficient alpha Expectations Perceptions 0.79 0.89 0.68 0.61 0.60 0.71 0.77 0.73 0.71 0.78 0.74 0.74 It is indicated that the existence of a relationship between all dimensions of the quality model is the most important indicator of validity.
EVAL_EXTRA:H2: The quality of service in the banking sector will affect the processes of providing services, customer experience and the results of services provided. choosing your current bank Mean rank Table 2 Advertising Location recommendation of others service charges or fees service quality.
EVAL_EXTRA:N 3.50 3.81 1.82 1.73 4.14 N= 325 Kendall's w = .522 Chi-Square = 678.4 df = 4 Asymp.
EVAL_EXTRA:Sig. = .000 Table 2 shows us that the value of Chi-Square is 678.4.
EVAL_EXTRA:It is statistically significant at the 0.000 level degree of freedom 4 and that confirms that the service quality influences the whole process of banking service in Libya.
EVAL_EXTRA:It has been found that the quality of services had the highest average level of 4.14.
EVAL_EXTRA:Therefore the researcher proves that the hypothesis is true and that the quality of service has the impact on the process of banking service.
EVAL_EXTRA:H3: There is a difference in the level of quality banking services as perceived by consumers, depending on the age and years of experience of the bank. Table 3 MEAN RANKES AGES N Tangibles Reliability Responsiveness Assurance Empathy than21 21-34 35-49 50-64 65 t0 more Chi-Square df Asymp.
EVAL_EXTRA:Sig. 162.05 160.70 163.00 168.94 150.08 .636 .959 190.14 164.90 157.80 163.14 135.00 3.426 .489 207.50 168.23 161.13 149.11 135.00 143.88 164.93 166.27 163.01 151.50 8.187 1.249 .085 .870 157.90 161.03 166.80 165.92 144.21 .849 .932 From the above table the results of the first part of the third hypothesis can be seen - that all the values of Ka 2 are not statistically significant at the 0.05 level, indicating that there was no difference in the provision of services to customers as regards their age in all dimensions of the actual quality of services.
EVAL_EXTRA:N years of banks Chi-Square df Asymp.
EVAL_EXTRA:Sig Table 4 Mean Rank P.Tangibles P.Reliability P.Responsiveness P.Assurance P.Empathy 196.55 191.35 175.82 121.71 47.497 .000 190.32 169.81 163.73 133.78 .000 193.96 171.35 146.40 134.91 29.529 .000 204.54 199.73 150.29 120.04 59.579 .000 203.96 226.69 128.27 124.44 62.343 .000 The second part of the third hypothesis takes into consideration the age and experience of the bank.
EVAL_EXTRA:
EVAL_EXTRA:The results show that banks need to improve their tangibles, reliability, responsiveness, assurance and empathy as this will contribute to a better service quality.
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EVAL_EXTRA:Climate Changes and Green Information Technologies UDC: 007:004Ë:551.5 ; 502.131.1:551.583 Nataša Petrović, Mirjana Drakulić, Vladimir Vujin, Ratimir Drakulić, Veljko Jeremić Faculty of Organizational Sciences in Belgrade The control of climate changes is one of the greatest historical challenges facing humanity in the 21st century.
EVAL_EXTRA:As a result of population increase and economic development, humans have exerted a considerable impact on the earth and are facing a series of incompatibilities among the natural resources, environment, and economy, such as the dichotomy of population growth and depression of resources and environment deterioration Š17, 18Ë.
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EVAL_EXTRA:Climate changes might result from natural factors and processes or from human activities: Human causes include burning fossil fuels, cutting down forests, and developing land for farms, cities, and roads.
EVAL_EXTRA:These activities all release greenhouse gases into the atmosphere. Natural causes include changes in the Earths orbit, the suns intensity, the circulation of the ocean and the atmosphere, and volcanic activity.
EVAL_EXTRA:For example, heat waves are expected to become more common, severe, and longer lasting. ~~~ Some storms are likely to become stronger and more frequent, increasing the chances of flooding and damage in coastal communities.
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EVAL_EXTRA:Therefore, global warming will continually increase in the future due to the time scales associated with the cli Many impacts can be reduced, delayed or avoided by mitigation.
EVAL_EXTRA:Defining green information technologies The concept of Green IT consists of two main building blocks green and information technology.
EVAL_EXTRA:In contrast to harmful effects on the environment, Green IT can have positive impacts, with the potential to reduce global emissions by 15% Š22Ë. Green IT refers to information technology that addresses environmental sustainability Š21Ë.
EVAL_EXTRA:The act obligated a number of member states (and invited those who are not) to Š4Ë: is 2009. intensify efforts in implementing green growth strategies as part of crisis response; encourage green investment and sustainable management of natural resources.
EVAL_EXTRA:Thus, it was decided to maket further efforts in the fileld of efficiency and effectiveness of climate policy mix, including market instruments, regulations and policies in order to change behaviour and encourage the involvement of private sector; encourage national reforms and policies, in order to avoid or eliminate those that are environmentally harmful and opposed to the green growth; ensure coordination of green growth measures of labour market policy and human capital formation as well as international cooperation of participants.
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EVAL_EXTRA:During the 2011 OECD already organized several meetings and conferences that directly or indirectly affected the information society, the low-carbon society, climate change and the use of Green IT Š4Ë: 05-Jan 03-Feb Climate Policy and Technological Innovation and Transfer: An Overview of Trends and Recent Empirical Results Fisheries and climate change: governments must plan for social and economic consequences 11-Feb- Cities central to climate change response 06-May 14-Apr- Cities and Carbon Market Finance 19-Apr Cities and carbon markets: Press conference and roundtable event The age of carbon is over.
EVAL_EXTRA:Renewable energies are the only viable source if we want to protect life, says Ángel Gurría, the 25th Anniversary of the Spanish Energy Club, Madrid European Union for many years tried to confront and counter the numerous agents which disrupt the environment.
EVAL_EXTRA:Soon after, the first act of the Seveso Directive 82/501/EEC Original (Seveso I Council Directive of 24 June 1982 on the major-accident hazards of certain industrial activities) was adopted and initiated the entire explosion of activities Š2Ë. Green information technologies, rapidly after the formation of awareness of their risk to the environment have become the subject of EU regulation.
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EVAL_EXTRA:Information systems and ecological sustainability.
EVAL_EXTRA:The Journal of Systems and Information Technology, 10, pp. 186?201, 2008.
EVAL_EXTRA:Š2Ë Drakulić M., \.
EVAL_EXTRA:Krivokapić, R. Drakulić.
EVAL_EXTRA:Ekološko pravo, WUS Austrija, Poljoprivredni fakultet, Fakultet organizacionih nauka, 2010.
EVAL_EXTRA:Š3Ë Elliot, S., D. Binney.
EVAL_EXTRA:Environmentally sustainable ICT: Developing corporate capabilities and an industry-relevant IS research agenda, Paper presented at the Pacific Asia Conference on Information Systems (PACIS), Suzhou, China, 2008.
EVAL_EXTRA:Š4Ë Environement, Change, http://www.oecd.org/topic/0,3699,en_2649_34361_ 1_1_1_1_37465,00.html Climate Š5Ë Environment: Commission proposes revised laws on recycling and use of hazardous substances in electrical and electronic equipment, http://europa.eu/rapid/pressReleasesAction.do?reference=IP/08/1878&format=HTML&aged=0&language=EN&guiLanguage=en#fn1 Š6Ë Feldman M. ~~~ The greening of HPC.
EVAL_EXTRA:HPCwire, Retrieved April the http://www.hpcwire.com/features/The_Greening_ of_HPC.html, 2008. ~~~ 2011, from 30, Š7Ë Glasson J., R. Therivel, A. Chadwick.
EVAL_EXTRA:Introduction to environmental impact assessment (3rd ed), London: UCL Press, 1994.
EVAL_EXTRA:Š8Ë GLRI.
EVAL_EXTRA:Globally responsible leadership.
EVAL_EXTRA:A call for engagement,http://www.globallyresponsibleleaders.net/images/stories/grli/english.pdf, The for Management European Development, 2005. ~~~ Foundation Š9Ë Gonsalves A. Dell to Move to Greener Notebook Displays.
EVAL_EXTRA:Retrieved May 5, 2011, from the http://www.informationweek.com/story/showArtic le.jhtml?articleID=210603749, 2008.
EVAL_EXTRA:Š10Ë Hoover J. N. IBM gets into IT-Enables green consulting.
EVAL_EXTRA:Retrieved APRIL 19, 2011, from http://www.informationweek.com/story/showArti cle.jhtml?articleID=210101861, 2008.
EVAL_EXTRA:Š11Ë IBM.
EVAL_EXTRA:Big Green Innovations.
EVAL_EXTRA:Retrieved May 4, 2011, from http://www03.ibm.com/technology/greeninnovations/, 2009. ~~~ Š12Ë IDC.
EVAL_EXTRA:Green IT - Understanding its role and opportunities.
EVAL_EXTRA:IDC.com, Retrieved April 9, 2011, from http://www.idc.com/research/greenit.jsp, 2009. ~~~ Š13Ë Jenkin T. A., J. Webster, L. McShane.
EVAL_EXTRA:An agenda for Green information technology and systems research, Information and Organization 21, pp. 1740, 2011. ~~~ Š14Ë LaMonica M. Microsoft funds research for computer energy efficiency.
EVAL_EXTRA:CNET News.com, Retrieved April the http://news.cnet.com/8301-11128_3-993022554.html?tag=mncol, 2008. ~~~ 2011, from 30, Š15Ë Milićević V., B. Ilić.
EVAL_EXTRA:Competitive Strategies in the Conditions of Digital Economy, Management, Faculty of Organizational Sciences Belgrade, Belgrade, pp. 5-13, 2011.
EVAL_EXTRA:Š16Ë Petrović N., M. Knežević. @ivotna sredina i informacione računari, InfoM, časopis za tehnologije i multimedijalne sisteme, god. ~~~ 6, sv. ~~~ 23/2007, Fakultet organizacionih nauka, Beograd, 2007, str. ~~~ 28-30. ~~~ Š17Ë Petrović N. Ekološki menadžment, Fakultet orga nizacionih nauka, Beograd, 2009. ~~~ Š18Ë Petrović N., S. Išljamović, V. Jeremić, D. Vuk, M. Senegačnik.
EVAL_EXTRA:Ecological Footprint as Indicator of Students Environmental Awareness Level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor, Management, Faculty of Organizational Sciences Belgrade, Belgrade, pp. 15-21, 2011.
EVAL_EXTRA:Š19Ë Riha S., L. Levitan, J. Hutson.
EVAL_EXTRA:Environmental impact assessment: The quest for a holistic picture, Third National IPM Symposium, 1996.
EVAL_EXTRA:Š20Ë Selin H., VanDeveer D. S., Raising Global Standards: Hazardous Substances and E-Waste Management the European Union, http://www.brown.edu/Administration/News_Bur eau/2006-07/06-074.pdf in Š21Ë Siegler, K., B., Gaughan.
EVAL_EXTRA:A practical approach to Green IT, Webinar, Retrieved April, 4, 2011 from the http://www.itmanagement.com/land/green-itwebinar/?tfso=2058, 2008.
EVAL_EXTRA:Š22Ë Studies on WEEE, http://ec.europa.eu/environ ment/waste/weee/studies_weee_en.htm Š23Ë The Climate Group.
EVAL_EXTRA:SMART 2020: Enabling the low carbon economy in the information age, Paper presented at the The Global Sustainability Initiative, Brussels, Belgium, 2008. ~~~ Š24Ë Watson, R. T., M. C. Boudreau, A. Chen, M. H. Huber.
EVAL_EXTRA:Green IS: Building sustainable business practices.
EVAL_EXTRA:In R. T. Watson (Ed.), Information Systems.
EVAL_EXTRA:Athens, GA, USA: Global Text Project, 2008.
EVAL_EXTRA:Š25Ë West J. E. ~~~ The green grids datacenter metrics Experience from the field.
EVAL_EXTRA:HPCwire, Retrieved May 5, 2011, http://www.hpcwire.com/features/The_Green_Gr ids_Datacenter_Metrics.html, 2008. ~~~ Š26Ë World Commission on Environment and Development.
EVAL_EXTRA:Our Common Future.
EVAL_EXTRA:Oxford: Oxford University Press, 1987.
EVAL_EXTRA:Certification of Project Managers Based on IPMA and PMI Models Through Conforming to ISO 17024:20031 UDC: 355.134.1:005-051 ; 005.963:005.8 Danijela Toljaga-Nikolić, Vladimir Obradović, Marko Mihić Faculty of Organizational Sciences, Belgrade The paper presents an analysis of the certification of project managers based on IPMA and PMI models, with special emphasis on their coconformity to the ISO 17024:2003 standard. ~~~ 1.
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EVAL_EXTRA:According to the SRPS ISO 10006:2007 standard, project organization is to be supplied with complete staff (item 5.2.4) since the quality and performance of the project depend on the staff that participate in it (item 6.2.1) In this paper we will draw attention on a substantial activity in the field of organization and activities of the project organizations themselves, as well as on the organization and conduct of their programs for certification of project managers; this is the activity of making the organization and the certification programs comply with the requirements of relevant international standards.
EVAL_EXTRA:2. ~~~ Implementation of project management project The project management organizations, both international and national ones, are conceived in such a manner that they welcome individuals and organizations that employ the project approach in their operations, organize congresses, symposia, meetings, on which oc The implementation of project management concept allows for the company management to efficiently execute the projects that comply with its strategic goals.
EVAL_EXTRA:Managing the project execution, the manager deals with the key factors, manages the total time span re 1 The paper presents the findings of the research on the project of Basic research, register number 179081, financed by the Serbian Ministry of Education and Science quired to complete the project, the financial assets and other resources.
EVAL_EXTRA:An important segment in each of these areas, calling for attention, is the project quality management. ~~~ There are two aspects of its implementation, one dealing with the project processes, and the other, concerned with the project product.
EVAL_EXTRA:The standard was devised by the ISO/CASCO committe for conformity assessment, and developed by the Committee for standards in the field of quality management system KS A176. ~~~ In this country, the standard is published as SRPS ISO/IEC 17024:2005 Conformity Assessment General requirements for bodies operating certification of persons (ISO/IEC 17024:2003 Conformity Assessment General requirements for bodies operating certification of persons).
EVAL_EXTRA:Item 5.2.1. of the ISO 17024:2003 standard stipulates the general requirements for assessoers: They should be knowledgeable of the respective certification scheme; They should have a comprehensive knowledge of the respective examination methods and exam documents; They should be competent in the field in which the examination is conducted; They should be capable of communicating in the exam language, both orally and in writing; They should be free of any interests so that they should be capable of making impartial and non-discriminatory decisions (assessments).
EVAL_EXTRA:Š4Ë Š8Ë Additional requirements for the assessors defined by IPMA, stipulated in Š4Ë are as follows: They should hold one of IPMA certificates at the moment of engagement (except the first assessor); They should be nominated by their assessors; They continually work on their professional devel opment; They undergo a certain training.
EVAL_EXTRA:The elements and requirements of the ISO 17024:2003 standard are implemented by IPMA in the ICRG document, however with some modifications given below: 1) Instead of the term examination (item 3.9. in ISO 17024:2003), the term assessment is used, and instead of the term examiner (item 3.10. in ISO 17024:2003) the term assessor is used.
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EVAL_EXTRA:They are: The assessment of the candidate is to be performed by the certification body on the basis of information collected exclusively during the certification process.
EVAL_EXTRA:The assessor does not participate in the preparation or training of the candidate undergoing the certification process.
EVAL_EXTRA:The candidate that completes the certification process successfully is awarded a certificate and is entered into the IPMA Registry of certificate holders.
EVAL_EXTRA:The validity of certificates is 5 years, upon which period it is necessary that the recertification process for the same level, or the certification process for a new level are commenced.
EVAL_EXTRA:The validation and revalidation of certification bodies is the responsibility of the Certification Validation Management Board. ~~~ The purpose is to certify that the validation process complies with the IPMA regulations, that the ICRG and ICB documents are implemented correctly and and to ensure that the quality level remains constant.
EVAL_EXTRA:Each of the four presented levels comprises and verifies an adequate education of the candidate and his/her competence (Figure 1).
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:Competence levels in the IPMA model IPMA level A® Certified Projects Director shall be able to manage a complex portfolio of projects or program.
EVAL_EXTRA:IPMA level B® Certified Senior Project Manager shall be able to manage complex projects.
EVAL_EXTRA:IPMA level C® Certified Project Manager shall be able to manage projects with limited complexity.
EVAL_EXTRA:IPMA level D® Certified Project Manager Associate shall be able to apply the knowledge in project management as member of the team in a project under way.
EVAL_EXTRA:According to Š6Ë, by the end of 2009, more than 110,000 certificates following the IPMA model were issued to project managers and assistants all over the world, and the number of certified candidates planned for 2010 is presented per levels in Figure 2.
EVAL_EXTRA:Figure 2.
EVAL_EXTRA:Certification on the PMI model PMI certificates for project managers As an international organization with more than 40 years of experience in supporting the project management profession, PMI offers an opportunity to individuals educated and experienced in this field to acquire an internationally recognized certificate of their competence.
EVAL_EXTRA:The family of credentials cosists of: Certified Associate in Project Management CAPM® Scheduling Professional PMI-SP® PMI Risk Management Professional PMI-RPM® Project Management Professional PMP® Program Management Professional PgMP® The PMI certificates certify a persons skill and committment in doing the work in the field of project management.
EVAL_EXTRA:The candidates seeking the PMP ® certificate are expected to be: responsible for all the project aspects during the projects life-cycle; able to coordinate the operations of multifunctional teams engaged in the project execution; able to demonstrate the necessary knowledge and experience in the implementation of certain methodologies in project management.
EVAL_EXTRA:The PMP ® holders thus earn a large number of benefits: the PMP® holders reputation is higher both in their organizations and in the global project management community; the organizations that employ the PMP ® holder can thus make use of the PMP program accreditation on ISO 17024:2003 requirements as an argument that makes that person more qualified and more competent and capable; it is ensured that the PMP ® holder will be recognized within the global business community.
EVAL_EXTRA:It is clear that, since this type of certification was introduced in 1984, the number of persons that recognize the importance of being a PMP ® holder constantly increases. ~~~ This means that the advantages of this certificate in this profession is globally recognized.
EVAL_EXTRA:Figure 4. ~~~ Difference in earnings of project managers, PMP ® holders and non-PMP ® holders in USA, PMI survey, 2007 Š7Ë Reaccreditation after every 5 years is an imperative and so is the obligation to maintain the certification program quality in order that the credibility of professional certificates should be preserved.
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EVAL_EXTRA:All this highlights the interest the project management professionals show in certification, as well as the recognition of the importance of the certificate the organizations that hire them show. ~~~ Therefore it is the interest of international organizations such as IPMA or PMI, as well as national associations, to offer the prospective candidates an opportunity of certification, devised and conducted on the basis of world standards. ~~~ REFERENCE Š1Ë Crawford, L. H. A Global Approach to Project Management, Proceedings of the 1997. ~~~ AIPM National Conference, pp 220-228, Gold Coast, 1997.
EVAL_EXTRA:Š2Ë Geist, R. ~~~ The PMI® Credentials & Evaluation methods, IPMA Expert Seminar 2009, Celje, Slovenija, 17-18. september 2009. ~~~ Š9Ë SRPS ISO 10006:2007 - Sistemi menadžmenta kvalitetom Uputstva za menadžment kvalitetom u projektima, Institut za standardizaciju Srbije, Beograd, 2007. ~~~ Š10Ë SRPS ISO 9000:2007 - Sistemi menadžmenta kvalitetom Osnove i rečnik, Institut za standardizaciju Srbije, Beograd, 2007 Š3Ë ICB - IPMA Competence Baseline, Version 3.0, IP Š11Ë Wuttke, T. Whats Next in PMIs Certifications?, MA, 2006. ~~~ PMI Chapter Meeting, Stuttgart, june 2005.
EVAL_EXTRA:Š4Ë ICRG IPMA Certification Regulation and Š12Ë Zakon o akreditaciji, Službeni glasnik RS broj Guidelines, version 3.10, IPMA, september 2010.
EVAL_EXTRA:73/10 od 12.10.2010. ~~~ Š5Ë IPMA Certification Yearbook 2008, editors: Schmehr, W. and Knoepfel, H, Version 1.01, IPMA, march 2009.
EVAL_EXTRA:Š6Ë Mihić, M. i Petrović, D. Strateški aspekt projekt menadžmenta, Management, Vol. XI, br. 41, FON, Beograd, str.
EVAL_EXTRA:43-51, 2006. ~~~ Š7Ë Redden, B. and Bates, T. Certification update, PMI Leadership Institute Meeting, Hong Kong, 27-28. january 2007.
EVAL_EXTRA:Š8Ë SRPS ISO/IEC 17024:2005 - Ocenjivanje usaglašenosti - Opšti zahtevi za tela koja vrše sertifikaciju osoba, Zavod za standardizaciju, Beograd, 2005.
EVAL_EXTRA:Š13Ë http://www.ansi.org/about_ansi/overview/ overview.aspx?menuid=1 pristup 08.04.2011.
EVAL_EXTRA:Š14Ë http://www.pmi.org/en/Certification/PMICertifications-and-ISO-Accreditation.aspx pristup 10.04.2011.
EVAL_EXTRA:Š15Ë http://www.pmi.org/passport/march07/break ingnews.html pristup 10.04.2011.
EVAL_EXTRA:Š16Ë http://www.ipma.ch/certification/pages/default.as px pristup 11.04.2011. ~~~ Hidden Markov Models for Analyzing Medical Time Series in Order to Detect Nosocomial Pneumonia UDC: 007:616-083 ; 519.863 ; 519.246.8 Marek Opuszko1, Johannes Ruhland1, Franziska Oroszi2, Michael Hartmann2 · Martin Specht2, Friedrich-Schiller1 1University Jena (FSU), Germany,Department of Information Systems marek.opuszko¿uni-jena.de, j.ruhland¿wiwi.uni-jena.de 2University Hospital Jena, Germany XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia Pneumonia - as an inflammatory illness of the lung - is a dangerous and often fatal disease.
EVAL_EXTRA:Based on a two years dataset, collected at a large ICU, we investigate a new method for time series processing in order to develop an early warning system for developing pneumonia.
EVAL_EXTRA:The system focuses on the preonset phase of the disease to extrapolate the futures course.
EVAL_EXTRA:The paper is structured as follows: In Section 2 we will give an overview of the given data and its structure.
EVAL_EXTRA:Score Point Table 1: CPIS Input Valuation Abundant Patchy or diffuse Purulent Localized > 38.9 or < 36 (> 4,000 or < 11,000) and ≥ 500 band forms ≤ 240 and no ARDS positive Input Feature Tracheal Secretions Rare Radiographic infiltrates Fever (°C) Leukocytosis Absent ≥ 36.5 and ≤ 38.4 > 38.4 and ≤ 38.9 ≥ 4,000 and ≤ 11,000 < 4,000 or > 11,000 Oxygenation (PaO2/FIO2) Microbiology > 240 or accurate respiratory distress syndrome (ARDS) Negative As shown in Table 1 the CPIS is an integer score containing 6 score components (tracheal secretions, radiographic infiltrates, fever, leukocytosis, oxygenation, and semi-quantitive cultures of tracheal aspirates - microbiology) (Pugin et al, 1991).
EVAL_EXTRA:Furthermore various time series contained gaps and were extremely sparse as many stays on the ICU were very short. ~~~ Moreover the data was highly unbalanced as the group of nonpneumonic cases is extremely overrepresented.
EVAL_EXTRA:HMMs have been successfully used in data mining for many decades in speech recognition (Rabiner, 1989)(Manning and Schütze, 2005) as well as many other subjects, for instance bioinformatics (Gascuel and Moret, 2001) (Bystroff and Krogh, 2008).
EVAL_EXTRA:The random variable x(t) is the hidden state at time t(x(t) ∈ ÌX1, X2, X3, X4Í).
EVAL_EXTRA:Each state X1,…, X4 has a transition distribution represented by the solid arks in Picture 1.
EVAL_EXTRA:Here aij is the probability of transitioning from state i to state j in the next step. ~~~ Moreover the random variable y(t) is the emission at a time t(y(t) ∈ Ìy1, y2, y3, y4, y5, y6Í).
EVAL_EXTRA:1 This is resultant to the temporal measure limitations of some components of the CPIS.
EVAL_EXTRA:Picture 1: Structural graph of the HMM Regarding our assumptions in Section 2 we defined a CPIS of ≥ 6 equal condition red.
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EVAL_EXTRA:This problem the viterbi algorithm.(Forney, 1973)(Rabiner, 1989) Thus we can gain more information about the course of a pneumonia disease. solved by using is 4.
EVAL_EXTRA:The likelihood of a given CPIS sequence using the forward-backward algorithm which will be used to classify sequences.
EVAL_EXTRA:The simulation for a particular sequence started with a first random emission and was stopped if a CPIS ≥ 6 was observed. ~~~ In consideration of the fact that the generated sequences have different lengths, all sequences were aligned around the reaction day.
EVAL_EXTRA:Picture 2: Simulated vs. Real Time Series 5.
EVAL_EXTRA:Bayes formula will yield P(HRđo): P ( λ HR đ o ) = oP ( đ oP đ ( ⋅ P ) HR λ HR + λ HR ⋅ P ) HR λ oP ( đ LR ⋅ ) P LR (1) PLR and PHR are the usual a priori probabilities taken from general health statistics at the ICU.
EVAL_EXTRA:Onset of pneumonia is forecasted, if the probability for reaching hidden state red or observed emission CPIS > 6 exceeds a threshold, i.e. P(red, t + 1) > CF2 or P(CP IS > 6, t + 1) > CF2 More sophisticated rules can be formed such as: P(red, t + 1) > CF2P (x, t + 1) or for all other hidden states x and a relative threshold of CF2 We shall limit our discussion in this paper to the first case.
EVAL_EXTRA:According to Picture 3 the whole process works as follows: 1.
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EVAL_EXTRA:Classification for HR and LR.
EVAL_EXTRA:Tuning the system To finally run forecasts, the model faces another crucial question: How shall Errors be treated correctly to gain an optimal result?
EVAL_EXTRA:A fundamental trade off may be seen between three types of errors: therefore the reaction day will be hardly predicted.
EVAL_EXTRA:On the other hand no false prediction will occur. ~~~ Additionally 3 parameters P1, P2 and P3 are added to the target function to penalize the 3 quality functions if their values do not reach a minimum level. ~~~ This can be used to set lower bounds for the arrangements accuracy.3 Error Class 1 - false negatives: The system has failed to identify the reaction day.
EVAL_EXTRA:Error Class 2 - false positives 1: The system has identified a reaction day for a pneunomic patient at the wrong point in time.
EVAL_EXTRA:Error Class 3 - false positives 2: The system has iden tified a reaction day for a non-pneunomic patient. ~~~ Medical practice will rank class 1-errors more serious than class 3 and both far more serious than class 2.
EVAL_EXTRA:Now two possible ways in defining CF1 and CF2 exist, as a first solution, the treating physician may define the two parameters as a fixed constant.
EVAL_EXTRA:To solve this problem we introduce a target function F = F (CF1, CF2) in which 3 different quality functions have to be weighted to meet the users pretensions: Quality function QF1, representing the percentage of correct predicted reaction days on conditions: model κ and values CF1 and CF2.
EVAL_EXTRA:Quality function QF2, representing the percentage of false predicted reaction days for cases with pneumonia on conditions: κ, CF1, CF2.
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EVAL_EXTRA:Quality function QF3, representing the percentage of false predicted reaction days for cases without pneumonia on conditions: κ, CF1, CF2. , ( CFF w w CF kQF đ ( kQF đ ( ⋅ ⋅ ⋅ = w ) CF CF , CF CF , kQF ( − − ) ) − PPP − đ CF , CF ) − (2) The target function F reflects the trade-off in having many predicted reaction days paid with many false predictions on the other hand.
EVAL_EXTRA:Especially the range of low values of CF2 showed a dramatically increase in errors going along with a more or less stable number of correct predictions. ~~~ It is clear that all quality functions directly depend on the choice of CF1 and CF2.
EVAL_EXTRA:For instance, if CF1 is set to 1, a classification to HR is virtually never accepted and 3 e.g. penalizing a result with to much failed predictions Picture 4: Optimization surfaces of QF3 and QF1 Table 2 depicts the results in every error class.
EVAL_EXTRA:It is an advantage of our method that (through the choice of threshold CF1 and CF2) the value of α can be adjusted, which will also determine β (vice versa). ~~~ The method moreover shows, that an adjustment of α errors is possible with simultaneously having a remarkable stable β error.
EVAL_EXTRA:Classification model Training method Standard BaumWelch Training Enhanced Training (Genetic Algorithm) Overall results Method Reaction Day correctly predicted κ, Weight setting 1 κ, Weight setting 2 κ, Weight setting 3 Trivial method 1 (y5, t → y6, t + 1) Trivial Method 2 (Slope) 41.6% 63.8% 43.2% 44.3% 31.6% Table 2: Experimental results Cases with pneumonia (N=79) 82% Cases without pneumonia (N=285) 69.8% 83% 73.5% Error class 2: Reaction day was predicted too early 6.9% 11.6% 20.1% 21.7% Error class 3: Reaction day way predicted wrongly 6.5% 9.3% 6.5% 13.8% 15.2% 10.4% Summary The test arrangement introduced in this work can be understood as a novel approach for processing and predicting medical data.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë Baum LE., Petrie T., Soules G., Weiss N. (1970) ~~~ A maximization technique occurring in the statistical analysis of probabilistic functions of markov chains.
EVAL_EXTRA:The Annals Statistics 41(1):164171, URL http://www.jstor.org/stable/2239727 of Mathematical Š2Ë Buncher C.R., Succop P.A., Dietrich K.N. (1991)
EVAL_EXTRA:Structural equation modeling in environmental risk assessment.
EVAL_EXTRA:Environ Health Perspect 90:209213 Š3Ë Bystroff C., Krogh A. (2008) ~~~ Hidden markov models for prediction of protein features.
EVAL_EXTRA:In: Protein Structure Prediction, Humana Press, Methods in Molecular Biology, vol 413, pp 173198, DOI 10.1007/978-1-59745-574-9 URL http://www.springerlink.com/content/g4111p427501 74r2/ 7, Š4Ë Chapman P., Clinton J., Kerber R., Khabaza T., Reinartz T., Shearer C., Wirth R. (2000) ~~~ Crisp-dm 1.0 step-by-step data mining guide.
EVAL_EXTRA:Tech. rep., The CRISP-DM consortium, URL http://www.crispdm.org/CRISPWP-0800.pdf Š5Ë Forney G.D. (1973) ~~~ The viterbi algorithm.
EVAL_EXTRA:Proceedings of the IEEE 61(3):268278, URL http://ieeexplore.ieee.org/xpls/abs all.jsp?arnumber=1450960 Š6Ë Gascuel O., Moret B.M.E. (eds) (2001)
EVAL_EXTRA:Algorithms in Bioinformatics, First International Workshop, WABI 2001, Aarhus, Denmark, August 28-31, 2001, Proceedings, Lecture Notes in Computer Science, vol 2149, Springer Š7Ë Heyland D.K., Cook D.J., Griffith L., Keenan S.P., Brun-Buisson C. (1999) ~~~ The attributable morbidity and mortality of ventilator-associated pneumonia in the critically ill patient.
EVAL_EXTRA:The Canadian Critical Trials Group.
EVAL_EXTRA:Am J Respir Crit Care Med 159:12491256 Š8Ë Manning C.D., Schütze H. (2005)
EVAL_EXTRA:Foundations of statistical natural language processing, 8th edn. MIT Press, Cambridge, Mass.
EVAL_EXTRA:Š9Ë NN (2005) Guidelines for the management of adults with hospital-acquired, ventilator-associated, and healthcare-associated pneumonia.
EVAL_EXTRA:Am J Respir Crit Care Med 171:388416 Š10Ë Oroszi F. (2008) ~~~ Einsatz von Data Mining Verfahren Anwendungsfall Pneumonie-Früherkennung.
EVAL_EXTRA:PhD thesis, Friedrich-Schiller-Universität Jena auf medizinischen Daten Š11Ë Pugin J., Auckenthaler R., Mili N., Janssens J.P., Lew P.D., Suter P.M. (1991) ~~~ Diagnosis of ventilator-associated pneumonia by bacteriologic analysis of bronchoscopic and nonbronchoscopic blind bronchoalveolar lavage fluid.
EVAL_EXTRA:Am Rev Respir Dis 143:1121 1129 Š12Ë Rabiner L.R. (1989) ~~~ A tutorial on hidden markov models and selected applications in speech recognition.
EVAL_EXTRA:In: Proceedings of the IEEE, pp 257286 Š13Ë Rabiner, L. R., and Juang, B. H. (1986), An Introduction to Hidden Markov Models, IEEE Acousfics, Speech & Signal Processing ,Magazine, 3, 1-16.
EVAL_EXTRA:Š14Ë Rea-Neto A., Youssef N.C., Tuche F., Brunkhorst F., Ranieri V.M., Reinhart K., Sakr Y. (2008)
EVAL_EXTRA:Diagnosis of ventilator-associated pneumonia: a systematic review of the literature.
EVAL_EXTRA:Crit Care 12:R56 Š15Ë Tejerina E., Frutos-Vivar F., Restrepo M.I., Anzueto A., Abroug F., Palizas F., Gonzalez M., DÉmpaire G., Apezteguia C., Esteban A. (2006) ~~~ Incidence, risk factors, and outcome of ventilatorassociated pneumonia.
EVAL_EXTRA:J Crit Care 21:5665 Š16Ë Ting K.M., Witten I.H. (1997) ~~~ Stacked generalization: when does it work.
EVAL_EXTRA:In: in Procs.
EVAL_EXTRA:International Joint Conference on Artificial Intelligence, Morgan Kaufmann, pp 866 871 Š17Ë Wolpert D. (1992)
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EVAL_EXTRA:Stacked generalization.
EVAL_EXTRA:Neural Networks 5:241259 Cloud Computing in Science and Higher Education UDC: 007:004Ë:001 ; 007:004Ë:378 Vladimir Vujin Faculty of Organizational Sciences, Belgrade This paper presents a model of IT infrastructure systems for scientific research and education in higher education institutions based on the concept of cloud computing.
EVAL_EXTRA:One of major properties of the CC concept is scalability, and the key technology that ensures it is virtualization Š2Ë. Virtualization separates the physical IT infrastructure from the services and applications it contains, thus allowing for a greater efficiency and flexibility.
EVAL_EXTRA:Depending on which technologies are delivered to the user, the CC services can be classed into three basic categories, as shown in Figure 1: a) IaaS Infrastructure as a service comprises delivery of standardized infrastructure services via the network such as servers, data storage systems, routers, b) PaaS Platform as a service is an integral computing platform consisting of operating system, middleware and a set of application solutions, c) SaaS Software as a service is the realization of a complete application solution used as a service at the request of the user. ~~~ Public CC publically available services are actually an outsourcing concept, i.e., the idea that organizations (institutions, companies, ...) should only rent cloud services from the providers, without being engaged in administration and maintenance.
EVAL_EXTRA:It is in this way that one CC is used by a number of organizations, hence its title: public; Private CC (internal cloud or compans cloud) internal services that take advantage of the CC technologies, where they themselves are owners of their own private CC and administrate, maintain and use it by themselves; Hybrid CC a combination of public and private clouds.
EVAL_EXTRA:Certain services make use of outsourcing, using a public cloud, other are still in the internal control domain.
EVAL_EXTRA:Community CC services are controlled and are used by a group of organizations sharing mutual interests.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:CC categories Figure 2.
EVAL_EXTRA:The CC introduction and implementation models , Figure 2, are the following: 3.
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EVAL_EXTRA:The problem becomes especially alarming when such a system of electronic education is accessed by an increasing number students and lecturers Š6Ë Š7Ë The best answer that information technologies can give to users of higher education institutions and their computing centres is to develop an IT infrastructure model based on the CC concept.
EVAL_EXTRA:The logical architecture of the private CC model is presented in Figure 3.
EVAL_EXTRA:Figure 3.
EVAL_EXTRA:The present system, presented in Figure 4, has functioned successfully for the past year and is currently used by the first-year undergraduate studies students, teachers and associates at the FOS.
EVAL_EXTRA:The infrastructure for the realization of the distance learning education system is made up of one computer server with the Fedora operating system with a Linux kernel module KVM (Kernel Virtual Machine) that allows for the creation of three virtual servers: Database server on which the PostgreSQL is in stalled; Web server on which Apache with the PHP and the Moodle LMS are installed; Server for web conferences on which Open Meetings is installed.
EVAL_EXTRA:The present distance learning IT infrastructure model Figure 5.
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EVAL_EXTRA:LITERATURE Š1Ë Loma Uden and Ernesto Damiani, The future of Elearning: E-learning ecosystem, Proceedings of the first IEEE International Conference on Digital Ecosystems and Technologies, Cairns, Australia, 2007, pp. 113-117.
EVAL_EXTRA:Š2Ë Vouk, M., Averritt, S., Bugaev, M., Kurth, A., Peeler, A., Schaffer, H., Sills, E., Stein, S., Thompson,J.: Powered by VCL Using Virtual Computing Laboratory (VCL) Technology to Power Cloud Computing.
EVAL_EXTRA:In: Proceedings of the 2nd International Conference on the Virtual Computing Initiative (ICVCI08).
EVAL_EXTRA:(May 1617 2008) In: Advanced Š3Ë Dong, B., Zheng, Q., Yang, J., Li, H., Qiao,M.: An E-learning Ecosystem Based on Cloud Computing Infrastructure.
EVAL_EXTRA:Learning Technologies, 2009. ~~~ ICALT 2009.
EVAL_EXTRA:Ninth IEEE International Conference on.
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EVAL_EXTRA:(July 2009) 125 127 Š4Ë Foster, I., Zhao, Y., Raicu, I., Lu, S.: Cloud Computing and Grid Computing 360-Degree Compared.In: Proceedings of the Grid Computing EnvironmentsWorkshop (GCE08), Austin, Texas, USA (Nov.16 2008) Š5Ë Cayirci, E., Rong, C., Huiskamp, W., Verkoelen, C.: Snow Leopard Cloud: A Multi-national Education Training and Experimentation Cloud and Its Security Challenges.
EVAL_EXTRA:In: Proceedings of the 1st International Conference on Cloud Computing (CloudCom 2009), Beijing, China (Dec. 14 2009) Š6Ë Rajkumar Buyya, Chee Shin Yeo, and Srikumar Venugopal, Market-Oriented Cloud Computing: Operating Systems Principles (SOSP03), New York, USA (Oct. 1922 2003) Š11Ë Srinivasa Rao V, Nageswara Rao N K, E Kusuma Kumari, Cloud Computing: An overview, Journal of Theoretical Information Technology, Vol. 9.
EVAL_EXTRA:No.1, November 2009. applied and Š12Ë S.T.A. Pickett and M.L. Cadenasso, The Ecosystem as a Multidimensional Concept: Meaning, Model, and Metaphor Ecosystems, Ecosystems Journal, Springer, New York, 2002, 5, pp. 1-10.
EVAL_EXTRA:Š13Ë Rahul Bakhshi, Deepak John, Cloud Computing the IT Ecosystem, SETLabs Transforming Briefings, Infosys, Vol. 7.
EVAL_EXTRA:No. 7, 2009 page 3-10 Š14Ë Milić, M. Despotović, D. Barać, Cloud computing kao infrastruktura za obrazovanje na daljinu, Proceedings International Symposium, Faculty of Organizational Sciences, Jun 2010. cd, XII from Š15Ë Tatjana Devjak, Srečko Devjak, Organizacioni razvoj visokog školstva i kompetentni model u bolonjskoj reformi studija, Međunarodni časopis za teoriju i praksu menadžmenta Management 53, 2009 Vision, Hype, and Reality for Delivering IT Services as Computing Utilities, Proceedings of the 10th IEEE International Conference on High Performance Computing and Communications, Dalian, China, 2008, pp.5-13. ~~~ Š7Ë Bertino, E. (2009)
EVAL_EXTRA:Privacy-preserving Digital Identity Management for Cloud Computing. ~~~ IEEE Data Engineering Bulletin, 32, p. 21-27.
EVAL_EXTRA:Š8Ë Eddy Caron , Frederic Desprez , David Loureiro , Adrian Muresan, Cloud Computing Resource Management through a Grid Middleware: A Case Study with DIET and Eucalyptus, 2009 IEEE International Conference on Cloud Computing, pp. 151-154, Bangalore, India, September 2009 Š9Ë Dong, B., Zheng, Q., Qiao, M., Shu, J., Yang, J.: BlueSky Cloud Framework: An E-Learning Framework Embracing Cloud Computing.
EVAL_EXTRA:In: Proceedings of the 1st International Conference on Cloud Computing (CloudCom 2009), Beijing, China (Dec. 14 2009) Š10Ë Barham, P., Dragovic, B., Fraser, K., Hand, S., Harris, T., Ho, A., Neugebauer, R., Pratt, I., Warfield, A.: Xen and The Art of Virtualization.
EVAL_EXTRA:In: Proceedings of the 19th ACM Symposium on Assesment on Implementation Basel II rules in Serbian Banking Division UDC: 339.972:336.71(497.11) Lidija Barjaktarović LbarjaktaroviC¿singidunum.ac.rs Dejan Ječmenica d.jecmenica¿wiener.co.rs Process of transformation is evident in developed and less developed countries and covers all areas of industry and social life.
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EVAL_EXTRA:In 1988, the Committee has decided to introduce a system for measuring capital adequacy, popular as the Basel agreement I. ~~~ Based on extensive cooperation with banks and other financial institutions, on 26th June 2004 the Committee released a new agreement on the capital, known as Basel II.
EVAL_EXTRA:Validating the fact that the financial services sector deals with the money of its clients, not its own, the first movement was with the regulation of banks, then other financial institutions 1. ~~~ It is important to stress that there has not yet been reached a sufficient system of unification and integration of European financial markets.
EVAL_EXTRA:1 Directives, as the most important documents in EU, during the harmonization of the legislation, are based on Basel II.
EVAL_EXTRA:The transformation is a permanent process that aims to convert the economic entities from state-planned system into a system of market regulation or corporate governance and business2. ~~~ In the core of the transformation are the changes in the way of thinking, business behaviour, decision-making and action of all subjects of economic and social life.
EVAL_EXTRA:Serbian banking sector recorded a positive financial result to the end of 2008 (slow profit growth starts in the last quarter of 2008 because in Serbia in October 2008 there are the effects of the global economic crisis starting to be felt; for the first nine months of 2009 2 In the light of current world crisis, developed countries, primarily the US and EU, move into the process of nationalization of banks and bank conversions from private property in the state-planned ( Marxs position in the capital on the road to communism is reviving), to rescue the banks and preserve customer confidence in the banking system primarily because of loss of strict separation of investment and commercial banking (primarily in the business management of high yield without considering the effects of potential risk). ~~~ On the other hand the problems faced by banks in the state-planned economy are the efficiency of financial resources, problems securing financial resources, and accumulated losses and problems. ~~~ 3 Source: web site The Association of the banks of Serbia and the National bank of Serbia. nine banks reported profit).
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EVAL_EXTRA:The overall level of the efficient business is at a lower level due to the high The operating plan for the introduction of international standards in the field of prudential banking supervision, is defined based on the fact that in the previous years actual macroeconomic conditions necessary for the introduction of these standards were made (such as the liberalization of financial markets, stabilization of 6 Up to 7th April 2009 170 million euros of loan subsidized credits were confirmed. ~~~ Banca Intesa a.d. Belgrade has been a leader and placed in the first quarter of 2009 112 million euros of the subsidized line (most of it was refinance of its own portfolio). ~~~ The nex was Commercial Bank a.d. Belgrade.
EVAL_EXTRA:It should be noted that the credit arrangement with the IMF was signed for a period of three years, and its payment is predicted to take place at once at the end of the use period of loans.
EVAL_EXTRA:The question is from which sources will the Republic of Serbia pay this back. ~~~ 7 The banking sector in Serbia, closing with 31/12/2008, kept a low indicator of foreign exchange risk of 8% (which is considerably less than 14.7% from 2007).
EVAL_EXTRA:8 Source: web site of the association of the banks of Serbia the financial system, restructuring of the banking industry and its capital, strengthening the supervisory functions of the National Bank of Serbia, the introduction of international accountant standards, etc.).
EVAL_EXTRA:Reviewing the results of the questionnaire on the implementation of the Basel II agreement (by the business banks) in Serbia, it can be concluded that the following problems arise in the implementation: the high costs of staff training and building of an information system, improvement of technology, development of models (including the decision on the best approach in accordance with the risk profile of the bank) and databases (the quality of databases, including the time, keeping historical data, understanding data, developing systems for reporting), and a lack of personnel9. ~~~ Also, considering the transparency of the process of introducing the Basel II agreement in Serbia, we can say that there is no official data on the progress of the first phase of the Operational Plan, ie. that deadlines for the adoption and approval of legislation are not met. ~~~ i.e. there are not any blueprints for the majority of regulations at the site of the National Bank of Serbia.
EVAL_EXTRA:BIBLIOGRAPHY Š1Ë Bankarstvo, specijalno izdanje br. 3.
EVAL_EXTRA:Sprsko bankarstvo 2008., Udruženje banaka Srbije, Beograd, 2009. ~~~ Š2Ë Barać, S., Stakić, B., Osnovi ekonomije, Univerzitet Singidunum, Beograd, str. ~~~ 270 - 356, 2008.
EVAL_EXTRA:Š3Ë Basel Committee on Banking Supervision: International Convergence of Capital Measurement and Capital Standards A revised framework, Bank for International Settelments, June 2004.
EVAL_EXTRA:Š4Ë Barjaktarović, L., Transformacija domaće banke u banku,Univerzitet savremenu evropsku Singidunum, Beograd,, 2009. ~~~ Š5Ë EU Directive 39/04, Official Journal of EU, 30.04.2004.
EVAL_EXTRA:Š6Ë EU Directive 48/06, Official Journal of EU, 30.06.2006.
EVAL_EXTRA:Š7Ë Jović, Z., Menadžment finansijskih institucija, Univerzitet Singidunum, Beograd, 2008. ~~~ Š8Ë Hadžić, M., Bankarstvo, Univerzitet Singidunum, Beograd, 2008.
EVAL_EXTRA:Š10Ë Wolf&McGill, Serbia Real Estate Market Projections, Belgrade, March 2008.
EVAL_EXTRA:Š11Ë www.nbs.rs Š12Ë www.ubs-asb.com 9 Source: web site of the National Bank of Serbia Interest of the Population in Electronic Communication in the Health Services Provision Research Results UDC: 005.346:614.2 ; 007:61Ë:004 Marina Jovanović Milenković1 1Faculty of Organizational Sciences, Belgrade The subject of this paper is to present the results of the implementation of electronic communications in one segment of the electronic health system that is currently under development in the Republic of Serbia.
EVAL_EXTRA:It can be described as a system that is complementary to the traditional system of health services delivery; it eliminates paper as a medium and ensures that all the data on the patient and his/her health status are recorded in an electronic format and are accessed promptly and efficiently via a computer network the Internet Š2Ë Š3Ë. 2. nformation and communication technology implementation in communication in the provision of health services Information and communication technologies offer great opportunities and have an impact upon national economies and the global competition.
EVAL_EXTRA:Information and communication technology is a means to achieve strategic goals in the health-care system Š4Ë, namely: development and improvement of management in all the elements of the system through decision making based on the facts provided by health-care workers, users, mediators and politicians; providing conditions for sustainable financing of the health-care system; measuring the key dimensions of the health-care system, such as availability, equality, quality, efficiency and sustainability.
EVAL_EXTRA:The basic principles of information and communication technologies are: preservation of privacy and confidentiality of the data on the health status of an individual; efficiency and usability of the health-care informa tion system; promotion of an optimal usage of health status da ta; and high quality of health-care related information.
EVAL_EXTRA:3. ~~~ Research into the implementation of application solution in the health-care system The health-care system is one of the most complex systems in a state.
EVAL_EXTRA:The implementation of these helps obtain the following Š8Ë: 3.1. ~~~ Subject and goals of implementation of application solutions When seeking the necessary information, the user becomes aware that the weaknesses in the health-care system are many and he/she wastes a lot of time to find and organize information.
EVAL_EXTRA:The lack of accessibility of all the information on the patient, e.g., laboratory findings, may result into medical errors or into an unnecessary repetition of laboratory tests. ~~~ This problem can be easily solved by using information systems that can communicate.
EVAL_EXTRA:The method used in data collection is the implementation of information and communication technologies a better and more direct exchange of knowledge and information between physicians, on the basis of patients electronic medical records; a more easily accessible patient-physician commu nication; a mass and interactive education of citizens in the field of desease prevention and treatment of patients; a more rational employment of capacities and a higher efficiency of use of equipment and technical resources through an automated integration of diagnostic and therapy information in the patients electronic medical record.
EVAL_EXTRA:The solution proposed means that basic parametres have to be defined to identify the target group of users, and these are: unified patient identifier; unified physician identifier; and unified health-care centre identifier.
EVAL_EXTRA:Functional organization of data flow in the application solution The key precondition for this application solution is the data flow organization.
EVAL_EXTRA:The data flow organization architecture is presented in Figure 1.
EVAL_EXTRA:With the implementation of this data flow organization the following is achieved: entry of system users data; data exchange between the system users; physicians insight into the consistency of data en try; entry of data on the patients health status into the electronic medical records; statistical processing of relevant parametres that are observed. ~~~ The sequence of the activities in the application solution implementation is presented in Figure 2. ~~~ Figure 1.
EVAL_EXTRA:Data flow organization architecture In the application solution the communication starts from the patient.
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EVAL_EXTRA:The application contains a database with the data entered: textual data basic data on the patient; numerical data laboratory values.
EVAL_EXTRA:The sequence of activities in application solution implementation 4.
EVAL_EXTRA:The research methodology is shown in Table 1.
EVAL_EXTRA:Realization period Research was conducted from September 2009 until September 2010 200 patients Sample size Target population Patients receiving Research field Table 1.
EVAL_EXTRA:Research methodology anticoagulant therapy Beograd Over a period of one year, patients were asked to record the INR values on a fortnight basis.
EVAL_EXTRA:The possible values are the following Š9Ë: when the INR value is lower than 1, it is necessary that the patient should see the physician. when the INR value is between 1 and 2, it is necessary that the weekly dose be encreased by 520%. when the INR value is between 3 and 3.5, it is necessary that the weekly dose be reduced by 5-15%. when the INR value is between 3.6 and 4, it is necessary that one dose be skipped and the weekly dose be reduced by 10-15%. when the INR value is between 4 and 5, it is necessary that one dose be skipped and the weekly dose be reduced by 10-20%. when the INR value exceeds 5, it is necessary that the patient should see the physician. the referent INR value is between 2.0 and 3.0.
EVAL_EXTRA:The following graph presents the control card with INR values of blood, entered by the patient.
EVAL_EXTRA:The entered data are automatically transferred into the patients electronic medical record.
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EVAL_EXTRA:Figure 4.
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EVAL_EXTRA:Table 2 presents the number of entries of INR values for a given patient as regards five time points.
EVAL_EXTRA:It is clear from the table that throughout the research period (one year) the patient checked his health status via the electronic communication with the physician.
EVAL_EXTRA:Table 2.
EVAL_EXTRA:The number of entered INR values as regards five points in time Time period After one month After four months After six months After ten months After one year Total entries made by the patient % 100% 100% 100% 100% 100% Chart 1. ~~~ Number of patients who entered INR values as regards time Table 3 illustrates the percentage of patients who eneterd the iNR values as regards the five time points. ~~~ Table 3.
EVAL_EXTRA:Number of patients who entered INR values Total number of patients who entered data monthly % 100% 85% 70,3% 59,26% 59,26% Not all patients, however, were active in entering the INR values into the system during the one year period.
EVAL_EXTRA:Figure 5.
EVAL_EXTRA:A review of INR values and a graph for a patient that discontinued recording after 6 months.
EVAL_EXTRA:The percentage of use of the computer and the mobile phone to enter the INR values is shown in chart 2.
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EVAL_EXTRA:The chart showing the percentage of use of the computer and the mobile phone to enter the INR values Conclusion The research conducted shows that the population is interested and that their attitude to the introduction of the electronic health-care system is positive.
EVAL_EXTRA:This is evident from the fact that the use of the mobile phone to access the application is easier for several reasons: access to application is possible right in time; access to application is possible regardless of the patients actual location; 82.7% of population use the mobile phone Š10Ë. Table 4 presents the percentage of patients who used the computer, or mobile phone to enter the INR values as regards the five time points.
EVAL_EXTRA:Table 4.
EVAL_EXTRA:The percentage of patients who used the computer, or mobile phone to enter the INR values Number of patients who entered data monthly Data entry via computer Data entry via mobile phone Numb er of patient s % Numb er of patien ts % 49% 102 51% 44% 95 40% 84 41% 69 41% 69 56% 60% 59% 59% Time period After one month After four months After six months After ten months After one year REFERENCE Š1Ë Princeton NJ., The eHealth Landscape, The Robert Wood Johnson Foundation, 2001, dostupno na www.rwjf.org/app/rw_publications_and_links/publi cationsPdfs/eHealth.pdf Š2Ë Biočanin R., Panić S., Kozomara R., Menadžment u e-zdravstvu, 35. nacionalna konferencija o kvalitetu, Kragujevac, 2008. ~~~ Š3Ë Blaya J., Fraser H., Holt B., E-Health Technologies Show Promise In Developing Countries, Health Affairs, 2010. ~~~ Š4Ë Karanović N., Uloga informaciono-komunikacionih tehnologija sistemu Republike Srbije, Ministarstvo zdravlja, Beograd, 2008. ~~~ (IKT) u zdravstvenom Š5Ë Fayn, J., Rubel, P., Toward a Personal Health Society in Cardiology, IEEE Transactions on Information Technology in Biomedicine, Volume 14 Issue: 2, 2010.
EVAL_EXTRA:Š6Ë Jiehui J., Zhuangzhi Y., Jun S. , Prabhu K., Freudenthal A., A mobile monitoring system of blood pressure for underserved in China by information and communication technology service, IEEE Transactions on Information Technology in Biomedicine, Volume 14 Issue 3, 2010.
EVAL_EXTRA:Š7Ë Frenk J., he Global Health System: Strengthening National Health Systems as the Next Step for Global Progress.
EVAL_EXTRA:PLoS Medicine, 2010. ~~~ Š8Ë Jovanović Milenković M., Milenković D., Radojičić Z., Vukmirović D., Primena web i SMS tehnologija u zdravstvu, Simpozijum o operacionim istraživanjima SYM-OP-IS 2010, Tara, 2010.
EVAL_EXTRA:Š9Ë Frančetić I., Bakran I., Huić M., Marčelo I., MakarAušperger K., Erdejić V., Antikoagulansi, trombolitici, antitrombociti, Zavod za kliničku farmakologiju, Klinika za unutrašnje bolesti KBC Rebro, Zagreb, 2007.
EVAL_EXTRA:Š10Ë Vukmirović D., Pavlović K., Šutić V., Upotreba informaciono-komunikacionih u Republici Srbiji, Republički zavod za statistiku Srbije, Beograd, 2010. tehnologija Small and Medium Enterprises Economic Development Drivers UDC: 330.34:334.012.63/.64 Miroslav Gveroski, Aneta Risteska, Stevčo Dimeski Faculty of Economics Prilep, m_gveroski¿yahoo.com Faculty of Economics Prilep, a_risteska¿yahoo.com Stopanska Banka AD Skopje, sdimeski¿stb.com.mk XII International Symposium SymOrg 2010, 09 - 12 June 2010, Zlatibor, Serbia Considering the fact that many of the countries are going through a transitional period, the drivers of development should be small and medium enterprises.
EVAL_EXTRA:Criterias average number of employees Dimension of enterprises small medium to 50 employees to 250 employees average incomes < of 8.000 wages < of 40.000 wages average of assets < of 6.000 wages < of 30.000 wages big more than employees > of 40.000 wages > of 30.000 wages Table 1: SMEs definition Š2Ë SMEs have a huge contribution for economics activities in the country and usually are appointing the question: What are the reasons and advantages of SMEs and why are they so important for country development?
EVAL_EXTRA:SMEs are expected to boost efficiency and growth and they lead the economy development because: SMEs constitute the most dynamic segment of many transition and developing economies they are engine of job creation SMEs boost the innovations, entrepreneurship , competition and flexibility important role in promoting growth and develop ment The other advantages of SMEs establishment are: direct control of the costs; easier and cheaper function control; more liberal and free lows for entering a foreign capital; faster noticing of the direction for more successful investments, innovations and market participation; team work; bigger responsibilities in work organization, etc.
EVAL_EXTRA:The other used term is business environment it gives attention to the role of business in creating investment and economic growth.
EVAL_EXTRA:Š3Ë cheaper and faster start ups better legislation and regulations availability of skills education and training for entrepreneurship getting more out of the single market tax relief financial support for SME strengthening the SME technological capacity developing stronger, more effective representation of SME interests one stop shop system strengthening the infrastructure for SME support 2. ~~~ Actuality with SMEs in Republic of Macedonia Private sector development has started since 1990.
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EVAL_EXTRA:Š7Ë The most important measures to improve the business climate and to increase the SMEs are: economic and political stability Considering the fact than SMEs have the important role of economy development the number of SME has been steadily increasing. 28,551 29,157 32,934 33,455 31,204 31,795 33,151 33,269 34,991 35,110 36,963 37,074 39,096 39,199 41,517 41,590 44,340 44,424 70,506 70,710 Table 2: Number of SMEs in Republic of Macedonia Š6Ë SMEs 9,703 All10,270 active Sector Agriculture, hunting and forestry Fishing Mining and quarrying Manufacturing Electricity, gas and water supply Construction Wholesale and retail sale; repair of vehicles, motorcycles and personal and household goods Hotels and restaurants Transport, storage and communication Financial intermediation Real estate, renting and business activities Public administration and defence; compulsory social security Education Health and social work Other community, social and personal service activities Private households employing domestic staff and undifferentiated production activities of households for own use Extra-territorial organizations and bodies Total small - - medium - Large - - - - - Table 3: The table below indicates the number of active enterprises in Republic of Macedonia by sectors and number of employed Š6Ë Financing of SMEs - The process of financing is important for enterprises existence.
EVAL_EXTRA:There are many resources for financing the SMEs in Republic of Macedonia but there is mainly need for: medium- and long term finance, especially for equipment purchase; working capital credit lines, including seasonal and sector specific; more complex products such as factoring, leasing and professional and affordable payment services; export financing, including reverse factoring, pre order purchase finance; And alternative financial instruments for small and medium sized companies are: real estate leasing long-term equipment purchase mortgages mezzanine finance private equity investment SMEs and Employment - one of the important advantages of SMEs is creating new working places.
EVAL_EXTRA:This illustrates the importance of SME sector for job creating (¾ or 75.7% of employ were employed in SME).Š4Ë Considering the advantages of establishing and functioning small and medium entreprises every national economy should make a reforms to develop them.
EVAL_EXTRA:SMEs and Foreign Trade Since independence trading with foreign countries has generated trade deficit, that is a big problem for the Macedonian economy and it is necessary to take measures for increasing the export and the main objective is to make Macedonian products more competitive on the foreign markets.
EVAL_EXTRA:Country German Russia Greece Serbia Bulgaria Italy Kosovo China Turkey Croatia Slovenia Great Britain Belgium Romania Switzerland Netherlands Spain Bosnia-Herzegovina Ukraine Austria Total export in thousand dollars January February 2010 86 807 1 737 32 705 26 443 43 900 27 003 51 606 11 196 6 432 18 039 5 253 6 350 20 134 2 477 1 872 8 270 8 685 9 852 3 391 401 019 Table 4: Countries in which Macedonia enterprises export in Š5Ë Unfortunately the SME operate mainly in the domestic markets, and have a very small percentage in export.
EVAL_EXTRA:Doing business report for 2006 and 2009.
EVAL_EXTRA:That reports include the following criteria: 3.
EVAL_EXTRA:Improving the business environment in Republic of Macedonia for SME development The Business climate in Republic of Macedonia has the main role for economic activities and for boosting the economy.
EVAL_EXTRA:An analysis of business climate in R. Macedonia was performed according to the dates from starting a business; dealing with construction permits; employing workers; registering property; getting credit; protecting investors; paying taxes; trading across borders; enforcing contracts; closing a business.
EVAL_EXTRA:Macedonia Easy of doing business (rank) 81 Starting a business Procedures (number) 13 Registering property Procedures (number) 6 Time (days) 48 Time (days) 74 Cost (% of income per capita) 11.3 Minimum capital (% of income per capita) 145.2 Dealing with licenses Procedures (number) 18 Time (days) 241 Cost (% of income per capita) 67.5 Cost ( % of property value) 3.6 Getting credit Strength of legal rights index (0-10) Depth of credit information index (06) 3 Public registry coverage (% of adults) 1.9 Private bureau coverage(% of adults) 0.0 Protecting investors Trading across borders Documents for export (number) Signatures for export (number) Time for export (days) 32 Documents for import (number) Signatures for import (number) Time for import (days) 35 Enforcing contracts Procedures (number) 27 Time (days) 509 Cost (% of debt) 32.8 Closing a business Time (year) 4 Cost (% of estate) 28 Recovery rate (cents on the dollar) 15.4 Hiring and firing workers Difficulty of hiring index (0-100) 61 Extent of disclosure index (0-10) 5 Rigidity of hours index (0-100) 60 Extent of director liability index (0-10) Difficulty of firing index(0-100) 40 Ease of shareholder suits index (0-10) Rigidity of employment index(0-100) 54 Strength of investor protection index Hiring cost (% of salary) 33 Firing cost(weeks of salary) 41 (0-10) 6.0 Paying taxes Payments (number) 54 Time (hours per year) 96 Total tax payable (% of gross profit) 40.1 Table 5: Doing business ranking - Republic of Macedonia in 2006 Š7Ë Source: Doing business report 2006 Macedonia Easy of doing business (rank) 71 Starting a business Procedures (number) 7 Time (days) 9 Cost (% of income per capita) 3.8 Minimum capital (% of income per capita) 0.0 Dealing with licenses Procedures (number) 21 Time (days) 198 Registering property Procedures (number) 6 Time (days) 66 Cost ( % of property value) 3.4 Getting credit Strength of legal rights index (0-10) Depth of credit information index (06) 4 Public registry coverage (% of adults) 6.5 Private bureau coverage(% of adults) 0.0 Protecting investors Cost (% of income per capita) 1.862.8 Hiring and firing workers Difficulty of hiring index (0-100) 50 Extent of disclosure index (0-10) 5 Rigidity of hours index (0-100) 60 Extent of director liability index (0-10) Trading across borders Documents for export (number) Time to export (days) 17 Cost to export (US$) 1.315 Documents to import (number) Time to import (days) 15 Cost to import (US$) 1.325 Enforcing contracts Procedures (number) 38 Time (days) 385 Cost (% of debt) 33.1 Closing a business Cost (% of estate) 28 Recovery rate (cents on the dollar) 16.7 Difficulty of firing index(0-100) 30 Ease of shareholder suits index (0-10) Time (year) 3.7 Rigidity of employment index(0-100) 47 Strength of investor protection index (0-10) 5.0 Paying taxes Firing cost(weeks of salary) 26 Payments (number) 40 Time (hours per year) 75 Total tax payable (% of gross profit) 18.4 Table 6: Doing business ranking - Republic of Macedonia Š7Ë As we can see from the data Republic of Macedonia has huge progress in starting a business (today you can start a business for 7 days thanks to the introduction of the one stop shop system) and paying taxes thanks to the tax reliefs.
EVAL_EXTRA:Š4Ë GDP (real growth rates) GDP (USD Bn) Inflation (December December) Inflation (average) Retail Price Index (December December) Retail Price Index (average) Unemployment Rate (in %) Budget deficit Money supply M1(percentages changes, December December) Money supply M2 (percentages changes, December December) Money supply M4 (percentages changes, December December) Weighted lending interest rates (in %,p.a) Weighted lending interest rates (in %,p.a) Average exchange rate MKD/EUR Average exchange rate MKD/USD Exports f.o.b (in million of USD) Imports f.o.b ( in million USD) Trade balance f.o.b ( in million USD) Current account balance ( in million USD) Current account balance (as % of GDP) Gross foreign reserves (stock, end period) Import coverage (gross foreign reserves/import f.o.b plus payments for services)in months Total external debt ( stock, end of period, in million of USD) Total debt services ( in million of USD) Total external debt (as % from GDP) 4,1 5,78 1,2 0,5 3,2 2,1 37,3 0,2 7,5 12,4 15,1 12,1 5,2 61,3 49,3 2.039,6 3.097,6 - 1.057,5 -81,5 -1,4 1.324,7 4,4 2.274,8 234,4 39,1 3,2% 6,2 2,9 3,2 2,9 3,9 35,9 - 0,56 17,1 31,5 24,9 11,3 4,7 61,2 48,8 2.396,3 3.681,5 -1.285,2 -23,7 -0,4 1.865,8 5,3 2.434,7 481,5 39,2 Table 7: Main economics indicators for Republic of Macedonia Š8Ë Conclusion The small and medium enterprises are the main factor for national economy development especially in developing countries where the processes of transitions are more and more frequent.
EVAL_EXTRA:In Republic of Macedonia a lot of measures are taken in order to provide SME development. improving the judicial system; declining the procedures and administrative bur dens; adequate access to finances and high interest rates; increasing the productivity, quality and competi tiveness of products; initiation of new technologies and transfer of know-how; entrepreneurial formal education (particularly in elementary and secondary schools); decreasing gap in the cooperation among educa tion and business sector decreasing the corruption and strong political in fluence legal protection of creditors and enforcement of laws in general increasing the investments in SMEs sector creaing a National strategy of the Government on development of SMEs SMEs support institutional infrastructure (Agency for Entrepreneurship promotion, Regional economics development centers, Entrepreneurship promotion agencies, Business incubators); cheaper and faster start up ( easier company registration with the establishment of one stop shops now operational and a reduction in company registration numbers ( only three required); relatively low cost, skilled labor; etc.
EVAL_EXTRA:REFERENCES Š1Ë Fiti T., Haxi-Vasileva Markovska V., (1994) Pretpriemnistvo i pretpriemnicki menaxment, Ekonomski fakultet Skopje, p. 60 Š2Ë Trade Companies Law, Official Gazzete of Republic of Macedonia, 28 / 96. ~~~ Š3Ë Small enterprises development, An international journal of microfinance and business development, MDG Publishing, december (2005), Volume 16.
EVAL_EXTRA:Š4Ë Status of and obstacles faced by the local SME sector, Foundation for SME development Regional Enterprises Support Centre, Bitola, report 2008 Š5Ë www.apprm.gov.mk Š6Ë www.crm.com.mk/1991-2002 State Statistical Office and from 2003 Central Registry Š7Ë www.doingbusiness.org Š8Ë www.stat.gov.mk Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions. ~~~ 1.
EVAL_EXTRA:INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
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EVAL_EXTRA:Use font Times Roman Bold 14 pt.
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EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
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EVAL_EXTRA:CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] ~~~ Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade.
EVAL_EXTRA:Proceedings of work, SINFF-N, page 75 -81. ~~~ Zlatibor UDC 005 ISSN 1820-0222 management Number 60, Year XVI September 2011.
EVAL_EXTRA:Publisher Faculty of Organizational Sciences - Belgrade Dean Mila n Martić, P h.D. Editor in Chie f Ale ksa ndar Marković, Ph.D. Editor of Internal Department Ondre j Ja ško, P h.D. Editor of International Department Jovan Filipović, P h.D. Editorial Board: Čedomir Nestorović, PhD, Faculty of Coimbra, Portugal Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović - Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović, PhD, Faculty of Organizational Sciences, Belgrade Manag ement is being regula rly reviewe d in DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Nov ović Addre ss Belg rade, Jove Ilića 154 Tel./fa x.
EVAL_EXTRA:381 1 1 3950 868 E-mail: manage¿ fon.bg.ac.rs http://mana gement.fon.bg.a c.rs Journal is published quarterly Printed by Sigra Star, Be lgra de CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl.
EVAL_EXTRA:ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS ICT as Crucial Component of Socio-Economic Development Veljko Jeremić, Aleksandar Marković, Zoran Radojičić Towards Framework for Higher Environmental Education Nataša Petrović, Mirjana Drakulić, Sonja Išljamović, Veljko Jeremić, Ratimir Drakulić The Influence of Cloud Computing Concept on Organizational Performance and Structure Mladen Čudanov, Jovan Krivokapić, Jovan Krunić Developing Mobile Application for Learning Japanese Language FONJAPGO Miloš Milutinović, Dušan Barać, Marijana Despotović-Zrakić, Aleksandar Marković, Božidar Radenković Communal Waste Management Case Study for Slovenia Aleš Gabršček, Sonja Išljamović What Use is Knowledge if there is no Understanding Gordana Jakić, Marija Novaković Virtual Reality in Distance Education and Marketing Communications Vesna Buha, Radmila Janičić, Vinka Filipović, Mirjana Gligorijević Biofuels and their Impact on Carbon Footprint Marjan Senegačnik, Drago Vuk, Nataša Petrović, Sonja Išljamović, Veljko Jeremić Boards of Directors Models and Role in Corporate Governance Jelena Nikolić, Jelena Erić Motivational Aspects of Corporate Culture in International Management Nevena Krasulja, Ivana Radojević Gujanica Book review Maja Levi Jakšić ICT as Crucial Component of Socio-economic Development UDC: 330.45:519.87 Veljko Jeremić, Aleksandar Marković, Zoran Radojičić Faculty of Organizational Sciences, University of Belgrade The aim of this paper is to present new ideas in evaluating socio-economic development of countries.
EVAL_EXTRA:1.
EVAL_EXTRA:This has proven to be quite useful since all the variables have a different type of measurement each Š6, 7Ë. I-distance is a metric distance in an n-dimensional space.
EVAL_EXTRA:This method has been proposed and defined in various publications that have appeared since 1963 by B. Ivanovic Š10Ë. Ivanovic created this method to rank countries according to their level of development on the basis of several indicators.
EVAL_EXTRA:Many socio-economic development indicators have been considered in the use of this method and the problem has been how to use all of them in order to calculate a single synthetic indicator which will represent the rank. ( k ( r T X = ( x kr ) s , s , , x = X ,..., X X ) For a selected set of variables k chosen to characterize the entities, the I-distance be and tween the two entities x e ,..., ) s ks ( d r s , i σ i x r is defined as: ) ∏ x ∑ D r s ( , ) ,..., ( (1) ji .12... ) x e r = where di (r,s) is the distance between the values of the variable Xi for er and es, e.g. the discriminate effect, ), d r s i ( 1,..., x ir x is (2) ∈ , − = ( ) k i = − − i = i = j − j r σi the standard deviation of Xi, and rji.12. ..j1 is a partial coefficient of correlation between Xi and Xj, (j<i), Š10, 11Ë.
EVAL_EXTRA:It is calculated through the following steps: 1. calculate the value of the discriminate effect of variable Xi (the most significant variable, which provides the largest amount of information on the phenomena needed to be ranked); Usage Quality Affordability 2. add the value of the discriminate effect of X2 which is not covered by X1; 3. add the value of the discriminate effect of X3 which is not covered by X1 and X2; 4. repeat the procedure for all variables Š12, 13Ë. Trade Internet users (per 100 people) Fixed broadband subscribers (% of total Internet subscribers) Residential fixed line tariff (US$/month) Mobile cellular prepaid tariff (US$/month) Fixed broadband Internet access tariff (US$/month) ICT goods exports (% of total goods exports) ICT goods imports (% of total goods imports) ICT service exports (% of total service exports) This I-distance fulfills all 13 conditions for defining the measures of distances and has proven useful in overcoming differences in measures.
EVAL_EXTRA:
EVAL_EXTRA:Thus, the use of the square I-distance is even more desirable Š3, 4, 11, 12Ë, which is given as: ) ∏ srD , ( k ∑ ) . ~~~ (3) ( ) = − r ji 12. ... − j ( srd , i σ i − i = j = i In order to rank the entities - countries in this case- in the observed set using the I-distance methodology, it is necessary to fix one entity as a referent: an entity with a minimal value for each indicator.
EVAL_EXTRA:In order to rank the countries, the following 14 variables have been used: Table 1.
EVAL_EXTRA:Indicators for determining ICT development level Telephone lines (per 100 people) Mobile cellular subscriptions (per 100 people) Fixed Internet subscribers (per 100 people) Personal computers (per 100 people) Access Applications E-government Web measure index Secure Internet servers (per 1 million people) The results achieved through the use of the I-distance ranking method are presented in Table 2.
EVAL_EXTRA:For all the others, ICT is out of reach.
EVAL_EXTRA:Table 2.
EVAL_EXTRA:The Results of the Square I-distance Method, I-distance Value and Rank Country The Netherlands Island Switzerland Sweden Denmark Luxembourg Estonia Great Britain France USA Austria Hungary Finland Spain The Czech Republic Belgium Australia German Portugal Japan Slovakia Brazil Cyprus Greece Lithuania Bulgaria Slovenia Poland Italia Latvia Macedonia Romania Country Serbia China India Russia I-distance I-distance Rank 63.253 60.240 59.878 58.462 58.149 55.058 54.663 54.299 52.905 51.082 50.931 49.781 46.639 45.600 44.882 44.266 43.574 42.550 41.962 38.362 37.898 37.875 35.355 34.010 33.302 32.938 32.595 30.730 30.123 29.998 26.994 25.071 I-distance Rank 23.883 21.760 17.374 15.399 I-distance This data set was further examined and a correlation coefficient of each indicator with the I-distance value was determined, the results of which are presented in Table 3 (Pearson correlation test has been used).
EVAL_EXTRA:Table 3.
EVAL_EXTRA:The Correlation between I-distance and Input Indicators Indicators Internet users (per 100 people) Secure Internet servers (per 1 million people) Personal computers (per 100 people) Fixed Internet subscribers (per 100 people) E-government Web measure index Fixed broadband Internet access tariff (US$/month) Residential fixed line tariff (US$/month) Telephone lines (per 100 people) Fixed broadband subscribers (% of total Internet subscribers) Mobile cellular prepaid tariff (US$/month) Mobile cellular subscriptions (per 100 people) ICT service exports (% of total service exports) ICT goods exports (% of total goods exports) ICT goods imports (% of total goods imports) r .861** .764** .763** .733** .711** .671** .654** .642** .513** .370* .280 .195 .126 .066 4.
EVAL_EXTRA:REFERENCES Š1Ë Cracolici MF, Cuffaro M and Nijkamp P (2010).
EVAL_EXTRA:The Measurement of Economic, Social and Environmental Performance of Countries: A Novel Approach.
EVAL_EXTRA:Social Indicators Research, 95(2):339-356.
EVAL_EXTRA:Š2Ë Davidson EA (2000).
EVAL_EXTRA:You cant eat GNP: Economics as if ecology mattered.
EVAL_EXTRA:Cambridge, MA: Perseus.
EVAL_EXTRA:Š3Ë Jeremic V, Isljamovic S, Petrovic N, Radojicic Z, Markovic A and Bulajic M (2011).
EVAL_EXTRA:Human development index and sustainability: Whats the correlation?
EVAL_EXTRA:Metalurgia International, 16(7):63-67.
EVAL_EXTRA:Š4Ë Jeremic V, Vukmirovic D, Radojicic Z and Djokovic A (2011).
EVAL_EXTRA:Towards a framework for evaluating ICT infrastructure of countries: a Serbian perspective.
EVAL_EXTRA:Metalurgia International, 16(9):15-18.
EVAL_EXTRA:Š5Ë Leung L Internet Connectedness and Information Literacy on Quality of Life.
EVAL_EXTRA:Social Indicators Research, 98(2):273-290. ~~~ (2010).
EVAL_EXTRA:Effects of Š6Ë Ivanovic B (1973).
EVAL_EXTRA:A method of establishing a list of development indicators.
EVAL_EXTRA:Paris: United Nations educational, scientific and cultural organization.
EVAL_EXTRA:Š7Ë Ivanovic B and Fanchette S (1973).
EVAL_EXTRA:Grouping and ranking of 30 countries of Sub-Saharan Africa, Two distance-based methods compared.
EVAL_EXTRA:Paris: United Nations educational, scientific and cultural organization.
EVAL_EXTRA:Š8Ë Jeremic V and Radojicic Z (2010).
EVAL_EXTRA:A New Approach in the Evaluation of Team Chess Championships of Quantitative Analysis in Sports, 6(3):Article 7.
EVAL_EXTRA:Rankings, Journal Š9Ë Al-Lagilli S, Jeremic V, Seke K, Jeremic D and Radojicic Z (2011).
EVAL_EXTRA:Evaluating the health of nations: a Libyan perspective.
EVAL_EXTRA:Libyan Journal of Medicine, 6:6021.
EVAL_EXTRA:Š10Ë Ivanovic B (1977).
EVAL_EXTRA:Classification Theory, Institute for Industrial Economic, Belgrade.
EVAL_EXTRA:Š11Ë Jeremic V, Bulajic M, Martic M and Radojicic Z (2011).
EVAL_EXTRA:A fresh approach to evaluating the academic universities.
EVAL_EXTRA:Scientometrics, 87(3):587-596. of world ranking Š12Ë Jeremic V, Seke K, Radojicic Z, Jeremic D, Markovic A, Slovic D and Aleksic A (2011).
EVAL_EXTRA:Measuring health of countries: a novel approach.
EVAL_EXTRA:HealthMED, In Press.
EVAL_EXTRA:Š13Ë Mihailovic N, Bulajic M and Savic G (2009). in Serbia.
EVAL_EXTRA:YUJOR, Ranking of banks 19(2):323334.
EVAL_EXTRA:Š14Ë http://data.worldbank.org/data-catalog/ICT-table Š15Ëhttp://webrzs.stat.gov.rs/WebSite/Public/PageVie w.aspx?pKey=205 Š16Ë Nita V (2011).
EVAL_EXTRA:An extended approach to e-inclusion and its implications for Romania.
EVAL_EXTRA:Romanian Journal of European Affairs, 11(1):63-80.
EVAL_EXTRA:Š17Ë Gholami R, Higon DA, Hanafizadeh P and Emrouznejad A (2010).
EVAL_EXTRA:Is ICT the key to development?
EVAL_EXTRA:Journal of Global Information Management, 18(1):66-83.
EVAL_EXTRA:Š18Ë Jung J (2008).
EVAL_EXTRA:Internet connectedness and its social origins: An ecological approach to postaccess digital Studies, 59(4):322339. divides.
EVAL_EXTRA:Communication Š19Ë Jung J (2008).
EVAL_EXTRA:Where do you go online?
EVAL_EXTRA:A comparison of internet connectedness via personal computers and mobile phoned in Japan.
EVAL_EXTRA:International Journal of Mobile Communications.
EVAL_EXTRA:7(1):2135.
EVAL_EXTRA:Š20Ëhttp://www.creativeclass.com/creative_class/2010/ 07/30/internet-connectivity-and-economic-development/ Š21Ë Petrovic N, Drakulic M, Vujin V, Drakulic R and Jeremic V (2011).
EVAL_EXTRA:Management, 16(59):3543.
EVAL_EXTRA:Š22Ë Petrovic N, Isljamovic S and Jeremic V (2010).
EVAL_EXTRA:Management, 15(57):39-45.
EVAL_EXTRA:Towards Framework for Higher Environmental Education UDC: 378.147:502/504 Nataša Petrović, Mirjana Drakulić, Sonja Išljamović, Veljko Jeremić, Ratimir Drakulić Faculty of Organizational Sciences, University of Belgrade Sustainable development concepts at the higher education level require that undergraduates from higher learning institutions receive adequate sustainable and environmental education.
EVAL_EXTRA:Learners are engaged in direct experiences and are challenged to use higher-order thinking skills Š20, 21Ë. Higher environmental education development emphasizes skills and habits that students can use throughout their life, in order to understand and act on environmental issues.
EVAL_EXTRA:Ultimately, it is about decisionmaking, critical thinking and citizenship, including acting as an environmentally literate citizen that involves adopting actions that reduce environmental stresses or affecting some conservation target Š17, 19Ë. Higher environmental education improves students awareness and understanding of sustainable development and most importantly, way to develop and implement preventive strategies to respond to environmental problems in the context of environmental protection and sustainable de velopment in their own communities and regions.
EVAL_EXTRA:What has to be offered in the program of good higher environmental education is interconnected with the wide range of requirements in professional life; therefore the program of higher environmental education is designed to meet these new sustainability challenges, by integrating inputs from the social and human sciences into the study of environmental planning and engineering, and by enabling students to visualize the engineers task from environmental perspectives Š17, 20, 21Ë.
EVAL_EXTRA:Therefore, good higher environmental education: Is learner-centred, providing students with opportunities to construct their own understandings through hands-on, minds-on investigations; Involves engaging learners in direct experiences and challenges them to use higher-order thinking skills as supportive of the development of an active learning community where learners share ideas and expertise and Prompt continued inquiry provides real-world contexts and issues from which concepts and skills can be used Š13Ë.
EVAL_EXTRA:3.
EVAL_EXTRA:
EVAL_EXTRA:In the traditional face-to-face learning and distance learning methods, little attention may be paid to the actual learning activities of the students Š23Ë. Flexible learning can be regarded as an approach that builds upon the traditional face-to-face learning methods and distance education practices whilst giving high priority to learner control. Knowledge Objectives Skills Values Aims o The resources of the o Frame of appropriate o An appreciation of the o Acquiring skills for Earth, particularly soil, water, minerals, etc., and their distribution and role in supporting living organisms. o The implications of the resource distribution in determining the nature of societies and the rate and character of economic development. o The role of science and technology in the development of societies and the impact of these technologies on environment. o Cooperative international and national efforts to find solutions to common global issues, and to implement strategies for a more sustainable future. o Processes of planning, policy-making and action for sustainability by governments, businesses, nongovernmental organizations and the public. questions to guide relevant study and research. o Defining such fundamental concepts as environment, community, development and technology, and applying definitions to local, national and global experience. o Assessing the nature of different bias and evaluating different points of view. o Developing hypotheses based on balanced information, critical analysis and careful synthesis, and testing them against new information and personal experience and beliefs. o Developing cooperative strategies for appropriate action to change present relationships between environmental preservation and economic development. assess and apply complex management concepts in order to solve today and tomorrows environmental challenges. o Gaining knowledge in environmental sciences and their practical application o Combining a theoretical orientation with practical project work. o Understanding of the social and political implications of planning and management within the environmental field. o Understanding of the relationships between companies and stakeholders, the environmental challenges facing businesses operating on international markets, and an introduction to various types of environmental regulations. dependence of human life on the resources of a finite planet. o An appreciation of the role of human ingenuity and individual creativity in ensuring survival and the search for appropriate and sustainable progress and an appreciation of the power of human beings to modify the environment. o A respect for other cultures and recognition of the interdependence of the human community, and a concern for disparities and injustices, a commitment to human rights and to the peaceful resolution of conflict. o An appreciation of the challenges faced by the human community in defining the processes needed for sustainability and in implementing the changes needed, but also a personal acceptance of a sustainable lifestyle and a commitment to participation in change. o An appreciation of the importance and worth of individual responsibility and action. Table 1.
EVAL_EXTRA:Objectives and aims for higher environmental education Š17Ë Fundamental characteristics of flexible learning must include Š6, 22, 26Ë: style of learning, learning goals, content, forms of teaching, delivery methods, entry qualifications, start/finish times, location, form of assessment.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:Therefore, students learning through the flexible model can expect to spend 23 hours more per week studying the materials, in addition to the time required for assignments, Š5, 16, 17Ë. Students enrolled in flexible model of this course are required to attend certain on-campus sessions during the semester.
EVAL_EXTRA:Regardless of their choice, all students enrolled on the Environmental Management course are provided with a learning package at the beginning of the semester, which consists of: a study guide containing key concepts, activities and references to readings; a reader consisting of a set of readings from books and journals; an assessment booklet outlining the assessment requirements; a study skills booklet describing essential study methods.
EVAL_EXTRA:Assessment for the course is based on completion of three assignments: Figure 2.
EVAL_EXTRA:REFERENCES Š1Ë America Association for Environmental Education, (1996), Environmental Education Materials: Guidelines for Excellence, NAAEE, Rock Spring, GA.
EVAL_EXTRA:Š2Ë Baltic agenda, Adopted at the 7th Ministerial Session of the Council of the Baltic Sea States, Nyborg, 1998, http://www.baltic21.org/?publications,1#83 Š3Ë Biggs, J., (1999).
EVAL_EXTRA:What the student does: teaching for Educ Res learning.
EVAL_EXTRA:Higher enhanced Dev;18(1):5575.
EVAL_EXTRA:Š4Ë Chawla, L., (1988).
EVAL_EXTRA:Childrens concern for the natuenvironment, Childrens Environments ral Quarterly, 5(3), 13-20. ~~~ Š5Ë Drakulić, M., Krivokapić, \., Drakulić, R., (2010).
EVAL_EXTRA:Ekološko pravo, WUS Austrija, Poljoprivredni fakultet, Fakultet organizacionih nauka.
EVAL_EXTRA:Š6Ë Gibbs, G. (1999).
EVAL_EXTRA:Using assessment strategically to change the way students learn.
EVAL_EXTRA:In: Brown S, Glasner A, editors.
EVAL_EXTRA:Assessment matters in higher education.
EVAL_EXTRA:Buckingham: The Society for Research into Higher Education and Open University Press.
EVAL_EXTRA:Š7Ë Gulcan C., Seda, H.N., (2010).
EVAL_EXTRA:Enhancing studentsenvironmental awareness, Procedia Social and Behavioral Sciences 2, 18301834, Elsevier.
EVAL_EXTRA:Š8Ë Išljamović, S., Jeremić, V., Jovičić, S., (2009a).
EVAL_EXTRA:Primena statističkih metoda u cilju utvrđivanja ekološke svesti studenata Univerziteta u Beogradu, SYM-OP-IS 2009, Ivanjica, Serbia.
EVAL_EXTRA:Š9Ë Išljamović, S., Jeremić, V., Petrović, N., (2009b).
EVAL_EXTRA:Ekološka svest studenata Univerziteta u Beogradu, SPIN 2009, Beograd, Serbia.
EVAL_EXTRA:Š10Ë Išljamović, S., Jeremić, V., Petrović, N., (2010).
EVAL_EXTRA:Merenje dobrog ekološkog obrazovanja, SYMOP-IS 2010, Tara, Serbia.
EVAL_EXTRA:Š11Ë Jeremic, V., Isljamovic, S., Petrovic, N. (2010).
EVAL_EXTRA:A one concept for measuring results of environmental education for sustainability: ecological footprint, 13th Toulon-Verona Conference, Organizational Excellence in Service, Coimbra, Portugal.
EVAL_EXTRA:Š12Ë Kostova, Z., Atasoy, E., (2008).
EVAL_EXTRA:Methods of Successful Learning in Environmental Education, Journal of Theory and Practice in Education, pp. 49-78. in the United States and Š13Ë NEEAC, (1996).
EVAL_EXTRA:Report Assessing Environmental Education the Implementation of the National Environmental Education Act of 1990, NEEAC, Washington, DC.
EVAL_EXTRA:Š14Ë North America Association for Environmental Education, (2002).
EVAL_EXTRA:Guidelines for Excellence in Non formal Environmental Education Program Development and (draft) NAAEE, Rock Spring, GA.
EVAL_EXTRA:Implementation, Š15Ë Petrović, N., (2005).
EVAL_EXTRA:Environmental Education: Case of Postgraduate Environmental Management Studies on Faculty of Organizational Sciences, Serbia and Montenegro, Collection of Works, 8th Toulon Verona Conference, Palermo, Italy.
EVAL_EXTRA:Š16Ë Petrović, N., (2009).
EVAL_EXTRA:Ekološki menadžment, Fakultet organizacionih nauka, Beograd.
EVAL_EXTRA:Š17Ë Petrović, N., (2010).
EVAL_EXTRA:Development of higher environmental education program, Management časopis za teoriju i praksu menadžmenta, vol. 15, iss. ~~~ 56, pp. 35-41 Š18Ë Petrović, N., Drakulić, M., Išljamović, S., Jeremić, V., Drakulić, R., (2011).
EVAL_EXTRA:METHODOLOGICAL IMPROVEMENT FOR HIGHER ENVIRONMENTAL EDUCATION: A FLEXIBLE APPROACH, Collection of Works, 14th Toulon Verona Conference, University of Alicante, Spain.
EVAL_EXTRA:Š19Ë Petrović, N., Išljamović, S., Jeremić, V., Vuk, D., Senegačnik, M., (2011).
EVAL_EXTRA:Ecological Footprint as Indicator of Students Environmental Awareness Level at Faculties of Organizational Sciences, University of Belgrade and University of Maribor, Management, Faculty of Organizational Sciences Belgrade, Belgrade, iss. ~~~ 58, pp. 15-21. ~~~ Š20Ë Petrović, N., Milićević, M., (2006).
EVAL_EXTRA:Education For Sustainable Development, Collection of Works, 9th Toulon Verona Conference, Paisley, Scotland.
EVAL_EXTRA:Š21Ë Petrović, N., Milićević, M., (2007).
EVAL_EXTRA:Higher good Environmental Education, Collection of Works, 10th Toulon Verona Conference, Thessaloniki, Greece.
EVAL_EXTRA:Š22Ë Ramsden, P., Dodds, A., (1989).
EVAL_EXTRA:Improving teaching and courses: A guide to evaluation.
EVAL_EXTRA:Australia: Centre for the Study of Higher Education, The University of Melbourne.
EVAL_EXTRA:Š23Ë Ranđelović, D., (2006).
EVAL_EXTRA:Reforma obrazovanja, ekološka edukacija i LEAP proces, Nacionalni i lokalni ekološki planovi, EKOIST2006. ~~~ Š24Ë Roth, R. E., (1976).
EVAL_EXTRA:A review of research related to environmental education, 1973-1976.
EVAL_EXTRA:Columbus, OH: ERIC Clearinghouse Science, Mathematics, and Environmental Education, Ohio State University. for Š25Ë Taylor, P., Joughin, G., (1997).
EVAL_EXTRA:What is flexible learning?
EVAL_EXTRA:In: Teaching through flexible learning resources.
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EVAL_EXTRA:Š26Ë Toohey, S., (1999).
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EVAL_EXTRA:N.Y.: United Nations.
EVAL_EXTRA:Š28Ë UNDP, UNESCO, UNICEF, World Bank, (1990).
EVAL_EXTRA:Final Report of the World Conference on Education for All: Meeting Basic Learning Needs, Jomtien, Thailand, 5-9 March 1990, New York, Inter-Agency Commission the World Conference on Education for All. for Š29Ë UNESCO, (1978).
EVAL_EXTRA:Final Report intergovernmental Conference on Environmental Education, Organized by UNESCO in Cooperation with UNEP, Tbilisi, USSR, 14-26 October 1977, Paris: UNESCO ED/MD/49.
EVAL_EXTRA:Š30Ë UNESCO, (1998).
EVAL_EXTRA:Environment and Society: Education and Public Awareness for Sustainability, Proceedings of the Thessaloniki International Conference.
EVAL_EXTRA:Paris: UNESCO.
EVAL_EXTRA:Š31Ë UNESCO-UNEP, (1976).
EVAL_EXTRA:The Belgrade Charter, Environmental Connect: UNESCOUNEP Newsletter, Vol. 1 (1) pp. 1-2.
EVAL_EXTRA:(1978).
EVAL_EXTRA:Š32Ë UNESCO-UNEP, Final Report Intergovernmental Conference on Environmental Education, Organized in Cooperation with UNEP, Tbilisi, USSR, 14-26 October 1997, Paris: UNESCO. by UNESCO Š33Ë United Nations Decade of Education for Sustainable Development (2009).
EVAL_EXTRA:Review of Contexts and Structures for Education for Sustainable Development, Learning for a sustainable world 2009.
EVAL_EXTRA:Š34Ë United Nations, (1972).
EVAL_EXTRA:Action Plan For The Human Environment, United Nations Conference On The Human Environment, Stockholm Š35Ë Voelker, A. M., (1973).
EVAL_EXTRA:Environmental educationRelated research, 1969-72.
EVAL_EXTRA:An Annotated bibiography.
EVAL_EXTRA:Madison, WI: Wisconsin University Center for Environmental Communications and Education Studies.
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EVAL_EXTRA:(1987), Our Common Future.
EVAL_EXTRA:Oxford: Oxford University Press.
EVAL_EXTRA:
EVAL_EXTRA:The Influence of Cloud Computing Concept on Organizational Performance and Structure UDC: 007:004Ë:005.72 Mladen Čudanov1, Jovan Krivokapić1, Jovan Krunić1 1 Fakultet organizacionih nauka u Beogradu The paper deals with the organizational aspects of the Cloud Computing concept implementation.
EVAL_EXTRA:Four types of systems are identified in which information and communication technologies are strategically implemented: Š2Ë systems that share information through technologically based systems with buyers/consumers and/or suppliers and change the nature of the relationships; systems that are more effective in integrating the use of information in the process of new value creation; systems enabling the organization to develop, produce, place on the market and deliver new or improved information-based products or services; systems supporting the managers with development and strategy implementation information, especially by integrating the relevant internal and external information obtained from the analysis.
EVAL_EXTRA:The costs related to hardware, software, labour force and associated services have constantly been rising globally since 2001Š6Ë, and have become an important item in the companys budget. ~~~ Consequently, it has become a trend among the managers responsible for the information systems (Chief Information Officer, CEO) that informatics-related jobs that do not support the major competency of the organization are outsourced from other firms for an adequate financial remuneration.
EVAL_EXTRA:It is for these reasons that cloud computing largely differs from the traditional approach, which is shown in the following table: Traditional approach Cloud computing approach Hardware is within the organization that also maintains it.
EVAL_EXTRA:Information resources (hardware and software are permanently available in the same quantity of resources, in smooth business conditions as well as in the moments of highest demand, i.e., greatest workload on the system.
EVAL_EXTRA:When resources are idle, traditional methods are used such as money returns or compensations.
EVAL_EXTRA:Hardware is with the service provider (public cloud) or partly with the provider (hybrid),or is entirely within the organization (private cloud).
EVAL_EXTRA:Information resources (hardware and software) are used in the form of service, whose capacities increase or decrease with the demand or organizational needs.
EVAL_EXTRA:Services are paid on a short-term principle in order to avoid unnecessary payments , for unused resources, which is not the case when infrastructure is physically owned.
EVAL_EXTRA:Traditional approach Cloud computing approach Organization pays for the maintenence of functionality of infrastructure, covers the disparities induced by unforseen circumstances, and is responsible for replacing obsolete components.
EVAL_EXTRA:Organization is responsible for and pays for depreciation.
EVAL_EXTRA:Using the cloud resources the organization abstracts all its worries and is focused only upon the amount of resources it uses and benefits and and price per unit of resources contracted with the provider of cloud services.
EVAL_EXTRA:Organization has no concerns about infrastructure depreciation in the cloud.
EVAL_EXTRA:Slow introduction of new capacities into production (selection, purchase and installation), lasting several months or a year on average.
EVAL_EXTRA:In modern business conditions, there is a high risk of large fixed (capital expences resulting into the situation of capital being trapped in the means of production.
EVAL_EXTRA:Capacities are expanded within a couple of seconds, by a couple of clicks.
EVAL_EXTRA:Business risk is by far lower due to extremely low capital costs that are transferred into operations costs, organization owns more money to do its core activity.
EVAL_EXTRA:Table 1 Differences between traditional and cloud IT approaches 3.
EVAL_EXTRA:Such a manner of business doing results in a growing scope of outsourcing activities that is sometimes viewed as even irrational and ungrounded Š13Ë. Figure 1 Model of responsive and agile organization Š7Ë The rise of ever more modern concepts of network and virtual organizations brings forth varied opportunities for the cloud computing concept implementation.
EVAL_EXTRA:Different forms of Business Intelligence (BI) and Business Process Management (BPM) are used for that purpose. ~~~ On one hand, they allow for the data transparency and visibility, however, they also control the data and information that circulate through and between companies.
EVAL_EXTRA:Figure 2 Cloud concept-based business structure (network) Š7Ë 4.
EVAL_EXTRA:The demand to provide the infrastructure that will be adjustable to the company needs to such an extent that the fixed costs of its development practically become variable can be satisfied by implementing the cloud computing concept in the manner presented in the Figure below: Figure 3 Traditional model of fixed costs Š7Ë The danger of substantial fixed investments into infrastructure is especially present in the ICT field, since technological change make technology obsolete much faster than in other industries.
EVAL_EXTRA:Figure 4 Capacity vs. implementation ratio (Amazon Web service documentation) Š21Ë 5.
EVAL_EXTRA:REFERENCES Š1Ë Nolan, R. and McFarlan F., Information Technology and the Board of Directors.
EVAL_EXTRA:Harvard Business Review, 83(10), pp. 96-106, 2005,.
EVAL_EXTRA:Š2Ë Ward J. and Peppard J., Strategic Planning for Information Systems, Chichester, UK: John Wiley & Sons, p.26, 2009.
EVAL_EXTRA:Š3Ë Henderson J.C, and Venkatraman N., Strategic alignment: Leveraging information technology for transforming organizations.
EVAL_EXTRA:IBM Systems Journal, 32/1, pp.4-16, 1993.
EVAL_EXTRA:Š4Ë Čudanov, M., Organizacija i strateška primena IKT-a. Beograd, Srbija: Zadužbina Andrejević, 2011.
EVAL_EXTRA:Š5Ë Mell, P. and Grance T., The NIST Definition of Cloud Computing.
EVAL_EXTRA:National Institute of Standards and Technology, 2009. ~~~ Š6Ë Cowhey, P. and Aronson J., Transforming Global Information and Communication Markets, Boston, USA: MIT Press, 2009. ~~~ Š7Ë Hugos M., Hulitzky, D., Business in the Cloud What Every Business Needs to Know About Cloud Computing, New Jersey, USA: John Wiley & Sons, 2010.
EVAL_EXTRA:Š8Ë Jaško, O, Jaško, A., Čudanov, M., Impact of Management Upon Organizational Network Effectiveness.
EVAL_EXTRA:Management časopis za teoriju i praksu menadžmenta, Vol. 56, pp.5-13, ISSN 1820-0222, 2010.
EVAL_EXTRA:Š9Ë Čudanov, M., Jaško, O. and Jevtić, M, Influence of Information and Communication Technologies on Decentralization of Organizational Structure, Computer Science and Information Systems Journal - COMSIS, 6(1), 93-108, 2009.
EVAL_EXTRA:Š10Ë Čudanov, M. and Jaško O. Adoption of information and communication technologies and dominant management orientation in organisations.
EVAL_EXTRA:Behaviour & Information Technology.
EVAL_EXTRA:Online first: http://www.informaworld.com/10.1080/0144929X. 2010.499520 .
EVAL_EXTRA:ŠAccessed 09 June 2011Ë, 2010. ~~~ Š11Ë Čudanov M, Projektovanje organizacije i IKT, Beograd, Srbija: Zadužbina Andrejević, 2007.
EVAL_EXTRA:Š12Ë Čudanov M., Jaško O. and Savoiu G., Interrelationships of Organization Size, Information and Communication Technology Adoption.
EVAL_EXTRA:Journal of Applied Quantitative Methods, 5/1, pp 29-40, 2010 Š13Ë Stanimirović, D. and Vintar M, Decision making criteria for outsourcing or onsourcing of IT service provision in public sector.
EVAL_EXTRA:Management časopis za teoriju i praksu menadžmenta, Vol..58, pp.65-69, ISSN 1820-0222, 2010 Š14Ë Yao, J., Chen, S., Wang, C., Levy, D. and Zic, J. Accountability as a Service for the Cloud - From Concept to Implementation with BPEL.
EVAL_EXTRA:Proceedings of 2010 IEEE 6th World Congress on Services, pp. 91-98, IEEE computer society, 2010. ~~~ Š15Ë Schwan, J. Open source software, cloud comput ing can save government money.
EVAL_EXTRA:Government Technology, June 26, 2009 (available online http://www.govtech.com/pcio/Open-SourceSoftware-Cloud.html).
EVAL_EXTRA:Š16Ë Osterwalder, A. ~~~ And Pigneur, Y. Business model generation.
EVAL_EXTRA:New Jersey, USA: John Wiley & Sons, p. 91.
EVAL_EXTRA:2010 Š17Ë Anderson, C. Free: The future of a radical price.
EVAL_EXTRA:New York, USA: Hyperion, 2009.
EVAL_EXTRA:Management časopis za teoriju i praksu menadžmenta, Vol. 59, pp.65-69, ISSN 1820-0222, 2010.
EVAL_EXTRA:Š19Ë Lagar-Cavilla, H.A., Whitney, J.A., Scannell, A., Patchin, P., Rumble, S.M., de Lara, E., Brudno, M. and Satyanarayanan M., SnowFlock: Rapid Virtual Machine Cloning for Cloud Computing.
EVAL_EXTRA:Proceedings of Eurosys, Apr. 2009.
EVAL_EXTRA:Š20Ë Iosup, A., Ostermann, S., Yigitbasi, N., Prodan, R., Fahringer, T. and D. Epema.
EVAL_EXTRA:Performance analysis of cloud computing services for manytasks scientic computing.
EVAL_EXTRA:IEEE Transactions on Parallel and Distributed Systems, 22(6), pp. 931945, 2011.
EVAL_EXTRA:Š21Ë Skilton M., Building Return On Investment From Cloud Computing, The Open Group, 2010. (available online http://www.opengroup.org/cloud/whitepapers/ccr oi/intro.htm ) Developing Mobile Application for Learning Japanese Language FONJAPGO UDC: 004.4:621.395.721.5 ; 811.521'243 Miloš Milutinović1, Dušan Barać1, Marijana Despotović-Zrakić1, Aleksandar Marković1, Božidar Radenković1 1Faculty of Organizational Sciences, University of Belgrade This paper presents a mobile application for learning the Japanese language FONJAPGO.
EVAL_EXTRA:The prevailing definition of omnipresent learning is the following: learn any place, any time Š1ËŠ2Ë. Mobile learning is a form of e-learning implementing wireless technologies to deliver learning contents and secure support Š1ËŠ3Ë.
EVAL_EXTRA:Using a mobile device in a learning context allows the students to learn anywhere, at any time Š4ËŠ5ËŠ6Ë. Accessibility to the Internet allows for a fast communication with other users, while the GPS functionality makes it possible to access the contents relevant for the learning goal linked with a particular learners location.
EVAL_EXTRA:It has also been proven that providing an opportunity to learn in an informal environment increases the amount of time the students invest in learning Š11Ë. Foreign language learning solutions employing modern technologies can be classed into three categories: desktop applications, on-line applications, mobile applications.
EVAL_EXTRA:More detail on these technologies can be found in Š1ËŠ2Ë.
EVAL_EXTRA:FONJAPGO application description The FONjapGO application has been developed in the Electronic of Organizational Sciences, University of Belgrade.
EVAL_EXTRA:Figure 1 presents the basic functionalities of the FONjAPGO application.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:Presentation of basic functionalities of FONJAPGO application 3.1.
EVAL_EXTRA:The three-layer architecture of the application is shown in Figure 2.
EVAL_EXTRA:Figure 2.
EVAL_EXTRA:The second component for communication with the Android system (Figure 3) additionaly abstracts the characteristics of the Android platform from the rest of the application and serves to: Store simple application data to be saved from session to session (the Android shared preferences system is used); Datafiles reading/parsing (from private storage space assigned to each Android application); Dynamic image reading; Presentation of short messages to the user; Provision, temporary storage and releasing audioclips of words (leaning on the component for communication with the web application). ~~~ Figure 3.
EVAL_EXTRA:Presentation of the component for commu nication with the Android system The role of the third component is to communicate with the web application and to access on-line resources (audio datafiles ).
EVAL_EXTRA:The role of the web application is twofold: Evidencing available languages and provision of these to the user during installation; Evidencing the user data in the database and filing reports on the results achieved in learning. ~~~ 3.2.
EVAL_EXTRA:The main screen of the application offers the user 4 cards with respective units (Figure 4): Learn; Word lists; Writing; Profile.
EVAL_EXTRA:Figure 4. ~~~ Presentation of the Learn card The first unit, Learn, ensures that the learning session can be started. ~~~ The user can see how many new words he is expected to learn within the active session.
EVAL_EXTRA:Figure 5.
EVAL_EXTRA:Presentation of Quizz activity The next unit, Word lists is presented in Figure 6.
EVAL_EXTRA:Figure 6.
EVAL_EXTRA:
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EVAL_EXTRA:Presentation of Word list card Figure 7.
EVAL_EXTRA:Presentation of the Japanese script learning unit Similarly to the kana idiograms unit, the unit of a number of kanji idiograms is supported.
EVAL_EXTRA:
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EVAL_EXTRA:Figure 9.
EVAL_EXTRA:Presentation of the window for a comparative survey of the users and the chosen rivals statistics The access options are also available by adjusting the application as well as help in using (Figure 10).
EVAL_EXTRA:Figure 8.
EVAL_EXTRA:Figure 10: Presentation of the Hiragana script explanation window 4.
EVAL_EXTRA:REFERENCE Š1Ë Chen, H.R. and Huang, H.L., User Acceptance of Mobile Knowledge Management Learning System: Design and Analysis, Educational Technology & Society.
EVAL_EXTRA:vol. 13, No.3, pp 70-77, 2010.
EVAL_EXTRA:Š2Ë Wang, M., Shen, R., Novak, D. and Pan, X., The impact of mobile learning on students learning behaviours and performance: Report from a large blended classroom, British Journal of Educational Technology, vol. 40, No.4, pp 673-695, 2009.
EVAL_EXTRA:Š3Ë Looi, C.-K., Seow, P., Zhang, B.H., So, H.-J., Chen, W. and Wong L.-H., Leveraging mobile technology for sustainable seamless learning, British Journal of Educational Technology.
EVAL_EXTRA:vol. 41 , No.2, pp 154-169, 2010.
EVAL_EXTRA:Š4Ë Sharples, M., The design of personal mobile technologies for lifelong learning, Computers & Education, vol. 34, No.3/4, pp 177193, 2000.
EVAL_EXTRA:Š5Ë Martin, S., Diaz, G., Sancristobal, E., Gil, R., Castro, M. and Peire, J., New technology trends in education: Seven years of forecasts and convergence, Computers & Education, vol. 57, No.3, pp. 1893-1906, 2011.
EVAL_EXTRA:Š6Ë Vavoula, G.
EVAL_EXTRA:And Sharples, M., Lifelong learning organisers: requirements for tools for supporting episodic and semantic learning, Educational Technology & Society.
EVAL_EXTRA:vol. 12, No. 3, pp 82-97, 2009.
EVAL_EXTRA:Š7Ë Arnone, M., Small, R., Chauncey, S. and McKenna, P., Curiosity, interest and engagement in technology-pervasive learning environments: a new research agenda, Educational Technology Research and Development, vol. 59, No. 2, pp 181-198, 2011.
EVAL_EXTRA:Š8Ë Moreno-Ger, P., Burgos, D., Sierra, L. and Fernández-Manjón, B. Educational Game Design for Online Education, Computers in Human Behavior vol. 24, No. 6, pp 2530-2540, 2008.
EVAL_EXTRA:Š9Ë Despotović, M., Savić, A., and Bogdanović, Z., e-education, Content management Management, vol. 11, No. 42, pp 55-61, 2006. in Š10Ë Jevremović, S., Implementation of the adaptive system in electronic learning, Management, vol. 14, No. 53, pp 57-61, 2009.
EVAL_EXTRA:Š11Ë Sandberg, J., Maris, M., and de Geus K., Mobile English learning: An evidence-based study with fifth graders, Computers & Education, vol. 57, No.1, pp 177193, 2011.
EVAL_EXTRA:Š12Ë Anaraki, F.B., A Flash-Based Mobile Learning System for Learning English as a Second Language, Proceedings of the 2009 International Conference on Computer Engineering and Technology, Society, Washington, DC, USA, 2009.
EVAL_EXTRA:IEEE Computer Š13Ë Chen, C.M. and Hsu, S.H., Personalized intelligent mobile learning system for supporting effective English learning, Educational Technology and Society, vol. 11, No.3, pp 153-180, 2008. the Fifth Š14Ë Petersen, S.A. ,Markiewicz, J.K., PALLAS: Personalised language learning on mobile devices, Proceedings of IEEE International Conference on Wireless, Mobile, and Ubiquitous Technology in Education, IEEE Computer Society, Washington, DC, USA, 2008.
EVAL_EXTRA:Š15Ë Vidas, T., Zhang, C., Christin, N.
EVAL_EXTRA:Toward a general collection methodology for Android devices, Digital Investigation, Vol. 8, Supp.1, pp 14-24, 2011.
EVAL_EXTRA:Communal Waste Management Case Study for Slovenia UDC: 005:628.4(497.4) ; 502.131.1:628.4(497.4) Aleš Gabršček1, Sonja Išljamović2 1EKO Plus d.o.o. [tore, Slovenia 2Faculty of Organizational Sciences, Belgrade The unprecedented quantities of waste produced today have critical environmental implications, from resource inefficiency and climate change to social injustice and local human health effects.
EVAL_EXTRA:In this process of waste transformation, everyone has to take part separating waste during collection.
EVAL_EXTRA:1.
EVAL_EXTRA:Given that communal waste is produced within the communal infrastructure in the houlseholds, the basic components of waste are as follows Š8,12Ë: organic waste (biological or biodegradable waste food remnants, waste from the garden, grass, leaves, cut off branches, trees, as well as paper packaging stained with food, paper napkins and ashes and soot from wood and coal used for heating); paper and cardboard (newspapers, books, journals, commercial printed materials, office paper, packaging paper, cleansing paper, crepe paper); plastics (packaging material, boxes, bottles, plastic bags, cling-films and other products made from plastics); glass (bottles, jars, drink packaging, pane glass); metal (metal pails, tins, aluminium, iron and other metals); textile and leather; other (dirt, ashes, street garbage, dust, unindentified materials).
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:Communal waste management goal pyramid The specific communal waste management goals are the following Š12Ë: Rational use of raw materials and energy and use of alternative fuels from wastes; Reducing the danger from disposed waste for the future generations; Making use of the knowledge of national experts and of economic potentials in establishing the waste management system; Implementation of a more efficient administrative and professional organization; Ensuring stable financial resources and incentive mechanisms to invest into and conduct activities following the polluter pays and/or user pays principle; Implementation of information system that covers all the waste flows, quantities and locations, the plants engaged in treatment, processing and reuse of waste material as well as waste disposal plants; Increasing the number of population included in the communal waste collection; Establishment of waste treatment standards; Waste reduction, reuse, recycling and regeneration; Reducing waste danger by implementing the best available techniques and by substituting chemicals that threaten the envitonment and the human health; Raising public awareness of the waste management on all the levels of the society; Sustainable waste management. ~~~ 2.3.
EVAL_EXTRA:Communal waste management principles The key principles to be taken into acount when establishing and implementing the communal waste management strategy can be viewed through Š1,4,15,20Ë: The principle of sustainable growth Sustainable growth is a balanced system of technical and technological, economic and social activities in the overall development that uses natural and created values on the principles of economy, sensibility and rationality for the purpose of preserving and improving the quality of the environment for the present and future generations.
EVAL_EXTRA:The principle of vicinity and regional approach to waste management The principle of vicinity assumes that waste should be treated or disposed of as close as possible to the spot it is created.
EVAL_EXTRA:The principle of vicinity should be observed in selecting the locations for the treatment plant and also disposal in order that an undesirable effect of waste transport be avoided, having in mind the need for the balance between the principles of vicinity and economic efficiency The principle of precaution The principle of precaution says that a danger of serious or irreparable damage, absence of full scientific reliability must not not be a reason for avoiding to undertake measures to prevent the environmental degradation in case of possible or real significant environmental impacts.
EVAL_EXTRA:The polluter pays principle The polluter pays principle means that the polluter has to bear the full costs incurred by endangering the environment.
EVAL_EXTRA:The hierarchy principle in waste management Hierarchy means the order of priority in waste management: (cid:123) Prevention and reduction of waste creation resource use minimization and the reduction of the amounts and/or danger of the waste created; (cid:123) Reuse reuse of the products for the same or similar purpose; (cid:123) Recycling waste re-treatment so that it should be used in the production of the same or a similar product; (cid:123) Exploitation exploitation of the waste value through various treatment technologies; (cid:123) Waste deposition in the absence of any other adequate solution, waste deposition into landfills.
EVAL_EXTRA:2.4.
EVAL_EXTRA:
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EVAL_EXTRA:For the purpose of an effective and efficient communal waste management some of the following concepts should be implemented Š12,16,17,19Ë: Reuse The product can be reused, for example, through the packaging design which will ensure its repeated use.
EVAL_EXTRA:In addition to the reduction of waste itself, reuse allows for the reduction of costs for both the manufacturers and the customers, energy and cost savings as well as savings in deposition costs.
EVAL_EXTRA:Recycling Recycling helps achieve highly important technical, ecological and economic effects (dramatic reduction of the amounts of industrial and communal waste that would otherwise have to be deposited to sanitary landfills, thereby extending the time these landfills have to be in use and significantly slowing down the process of natural resources depletion and the landfill emissions).
EVAL_EXTRA:The waste recycling system components involved in using the material and extraction of useful waste are the following: extracting various components on the spot of waste creation (from households, shops, institutions, collecting in the streets or in the centres where the recyclable waste is collected, preparation of recyclable material on the baling lines (paper, plastics), pressing (metal), trituration (glass).
EVAL_EXTRA:Composting Composting is described as a fast, but partial decomposition of moist, solid organic matter, food wastes, garden wastes, paper, cardboard, using aerobic microorganisms and in controlled conditions.
EVAL_EXTRA:Anaerobic digestion Anaerobic digestion is the decomposition of organic, biodegradable portion of solid waste into gasses with a high level of methane, produced by anaerobic decomposition or anaerobic fermentation in the reactor.
EVAL_EXTRA:The decomposition process gives gas, compost and water.
EVAL_EXTRA:Waste burning The waste burning technology includes the oxidation of inflammable matter contained in the waste.
EVAL_EXTRA:When energy using burning proves to be the most practical option in favour of the environment, it is necessary that the possibility be analysed for a combined production of heat and electrical energy to be produced for the purpose of improving the efficiency of the process.
EVAL_EXTRA:Pyrolysis Pyrolysis is a process through which organic waste is decomposed at high temperature and in the absence of air.
EVAL_EXTRA:In the process, organic waste matter is thermally decomposed, producing pyrolythic gas, oil and a solid phase rich in carbon. ~~~ Gasification Gasification is a high-temperature process of waste treatment by oxidation or in the presence of vapour to obtain inflammable gases.
EVAL_EXTRA:Gasification is still not a very widespread procedure in waste treatment due to the fact that the fuel has to be relatively homogenous in composition, which means that waste treatment here needs a pre-treatment process.
EVAL_EXTRA:Plasma process The plasma process is an alternative system of waste treatment (energy released by electrical discharge in an inert atmosphere).
EVAL_EXTRA:Inorganic matter vitrify upon melting, hence the it can be added to construction material or can be safely deposited.
EVAL_EXTRA:Waste as fuel Certain industrial processes and energy producing plants, such as production, operate under the conditions that allow for using the waste of high heating power instead of conventional fuels.
EVAL_EXTRA:Thermal plants and city plants that provide heating to cities can also serve as a significant infrastructure in waste burning.
EVAL_EXTRA:Physical-chemical waste treatment The physicalchemical way of waste treatment includes: neutralization, mineralization, solidification, oxidation, reduction, adsorption, distillation, ion exchange, reverse osmoses and other physical-chemical and chemical processes that reduce the hazardous characteristics of waste.
EVAL_EXTRA:Waste depositing to landfills Due to the waste composition, there are three basic types of landfills: (cid:123) non-hazardous waste landfills; (cid:123) inert waste landfills; (cid:123) hazardous waste landfills.
EVAL_EXTRA:The zero waste concept, the final instance in the waste management hierarchy, requires that subsidies for raw materials acquisition and waste management be abolished, that manufacturers be responsible for their products from cradle to cradle.
EVAL_EXTRA:The major problem Slovenia is facing is how to achieve this goal in an effective and efficient manner Š3Ë. Waste, naturally, is an environmental, economic and social challenge for the European Union which earns as much as ¡ 100 billion and employs between 1.2 and 1.5 million people in this sector.
EVAL_EXTRA:The Slovenian communal waste collection management operations programme is based on the following goals Š3,5Ë: installing collecting points for different types of communal waste per every 500 citizens in the densely populated areas; installing the collecting points for different types of communal waste according to the delivery system in each municipality, in every town with over 8,000 inhabitants; establishing the system of hazardous types of communal waste collecting and storage at every area with over 25,000 inhabitants; establishing a complementary system of collecting different types of communal waste via mobile and underground collection points; establishing a system of collecting organic waste from hoseholds and restaurants and its biological treatment; ensuring a biological processing of household organic waste in home composting units and in small municipal composting units in the inhabited areas with over 10 inhabitants/ha each. ~~~ 4.
EVAL_EXTRA:Instead of conclusion: an example of sustainable communal waste management the POTKO project In the last several years Slovenia has joined the European trend in the reduction of waste created from business activities and everyday living, and this resulted in an increase in recycling.
EVAL_EXTRA:Figure 2.
EVAL_EXTRA:The advantages of the POTKO system are as follows: System transparency; Increased quantities of collected sorted waste; Greater satisfaction of customers with community services and the utility company; Promoting the pay as much as you dispose of waste principle; Database establishment; Process automation; Logistics optimization; Reduction of the amount of the remaining waste Š6Ë.
EVAL_EXTRA:REFERENCE Š1Ë Life and Alliances in Solid Waste Management Contributions to Urban Sustainable Development, Cities, Vol. 18, No. 1, 2001.
EVAL_EXTRA:Š2Ë Convention on access to information, public participation in decision-making and access to justice in environmental matters, Aarhus, Denmark, 1998. http://www.moew.government.bg/recent_doc/aarhu s/cep43e.pdf Š3Ë EkoPLan, uspostave zajedničkog prekograničnog postupanja s otpadom i infrastrukturom u zaštiti okoliša, http://www.bistra.si/pdf/studija_izvedljivosti_HRV.pdf izvodljivosti Studija Š4Ë Fiorucci, P., Minciardi, R., Robba, M., Sacile, R. Solid waste management in urban areas Development and application of a decision support system, Resources, Conservation and Recycling 37 (2003) 3019/328, 2003.
EVAL_EXTRA:Š5Ë Gabršček A., Stojanovič, B. Popolno obvadovanje tokov komunalnih odpadkov projekt One Stop Tram, www.logistikaslo.si/data/upload/GabrscekčStojanovic.pdf, 2010. ~~~ Š6Ë Gabršček, A. Opolno obvladovanje tokov komunalnih odpadkov projekt POTKO, www.ekoplus.biz/dinamic/editor/FF54ZčEkočPlusčPOTKO. pdf, 2011. ~~~ Š7Ë Gabršček, A., Petrović, N. Način održivog upravljanja komunalnim otpadom, YUPMA, Zlatibor, 2011., Zbornik radova Š8Ë http://www.ecoserbia.com/vrste-otpada.html Š9Ë Ilić, M., Trumić, M. Upravljanje komunalnim otpadom u Srbiji stanje i perspektive, EKOIST 06, Sokobanja, 04-07.2006., Zbornik radova.
EVAL_EXTRA:Š10Ë Isoski, Z., Todić, D., Dodić, D.: Izrada lokalnog plana upravljanja komunalnim otpadom uz pri menu Arhuske kovencije, EKOIST Sokobanja, 04-07.2006., Zbornik radova.
EVAL_EXTRA:06, Š11Ë Jamnik @., M. [tucin, N. Petrović: Učešće javnosti u zaštiti životne sredine, Zbornik radova, SYMORG 2010, Fakultet organizacionih nauka, 2010.
EVAL_EXTRA:Š12Ë Ministarstvo životne sredine i prostornog planiranja, Način i postupak klasifikacije otpada, Srbija, 2010. ~~~ Š13Ë Naglič, S. Uvajanje elektronske tehnologije za sistem zbiranja mešanih komunalnih odpadkov v Snagi d.o.o., Univerza v Mariboru, Maribor, 2010.
EVAL_EXTRA:Š14Ë Petrović, N., Išljamović, S., Jeremić, V. Zero waste as a new concept for sustainable waste management, Management - časopis za teoriju i praksu menadžmenta, vol. 15, iss.
EVAL_EXTRA:57, 2010. ~~~ Š15Ë Pires, A., Martinho, G., Chang, N.B. Solid waste management in European countries: A review of Journal of systems Environmental Management Volume 92, Issue 4, 2011. techniques, analysis Š16Ë Pratap Singha, R., Singha, P., Araujoc, A.F., HakimiIbrahima, M., Sulaimanb, O. Management of urban solid waste: Vermicomposting a sustainable option, article in press, Resources, ConservationandRecycling, 2011.
EVAL_EXTRA:Š17Ë Rushbrook P.E., Finnecy, E.E. Planning for future waste management operations in developing countries, Waste Management&Research, Volume 16, Issue 1, 1988.
EVAL_EXTRA:Š18Ë Statistični urad Slovenia, www.stat.si Š19Ë Sundberg, J., Gipperth, P., Wene, C.O.
EVAL_EXTRA:A systems approach to municipal solid waste management: A Göteborg, Waste pilot Management&Research, Volume 12, Issue 1, 14. study of Š20Ë Zhang D.Q., Tan, S.K., Gersberg, R.M. Municipal solid waste management in China: Status, problems Journal of Environmental and challenges, Management Volume 91, Issue 8, 2010. what use is knowledge if there is no understanding?
EVAL_EXTRA:The Use of Terms Management and Organization in Masters and Specialists Dissertations, and Magisters and Doctoral Theses UDC: 378.147::81'373.237 Gordana Jakić1, Marija Novaković2 1,2 Faculty of Organizational Science, University of Belgrade 1gordanam¿fon.bg.ac.rs, 2marija.novakovic09¿gmail.com Good management and organization are the key factors of the success of any venture.
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EVAL_EXTRA:Š3Ë The terminology of a chosen scientific field is sometimes considered as a branch of applied science, but in fact, since it also has a much wider range than this, it stands for an area that is developing at a pace that is theoretically We emphasized the following needs as unquestionably crucial: The need to promote the use of a single expression for designating a concept; The need to choose one expression that designates a concept among the expressions that have already been in use and, in that way, prevent misinterpretation; The need to eliminate the already existing expressions that are linguistically unsatisfactory, The need to establish consistency with other scientific fields, and therefore, allow easier access to the varied fields of knowledge, improve precision of data and help subject experts in achieving and sharing more effective terminology. ~~~ 3.
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EVAL_EXTRA:Management appears with at least threefold function that is, the term appears as having three aspects: 1) A process that enables organizations to achieve their long - or short-term goals the process of managing certain businesses, ventures or systems in order to reach joint goals the most efficient way; 2) The managing team or individuals in a company, structure etc.; 3) A field of science which is multidisciplinary and deals with research of problems in managing certain ventures, businesses etc.
EVAL_EXTRA:Š6Ë 3.2.
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EVAL_EXTRA:The most common definitions of the term are the following: 1) Organization as a state of order in an institution, company, etc.; 2) Organization as a process the way, mode or action which regulates a system; distributing and connecting various and different elements into new units, or in other words, the act of managing administration, in order to achieve joint goals; 3) Organization as a structure, or organizations structure is, according to Henry Mintzberg,Š7Ë the sum total of the ways in which it divides its labour into distinct tasks and then achieves coordination among them; 4) Organization as a state means an organization as a whole referring to: bureaucracy, hierarchy, association, company, etc.
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EVAL_EXTRA:3.1. ~~~ Management Analyzing the titles of the specialist and masters degrees, magisters and doctoral theses, we determined that the term management appears in the following percentages: Management Total No. of papers Times used Percent Masters and specialists degree 14.05% Magister s thesis Doctora l thesis 21.23% 28.44% Table 1 General Statistics (term management) As shown in the table, management-related topics were dealt with in the highest percent in the doctoral theses (28.44%), followed by the magisters theses (21.23%), and finally, the specialists and masters degree dissertations (14.05%).
EVAL_EXTRA:Before we approached making further analysis of the corpus of the defined terms, we set the following frequency rates: Frequency rate 1 (Masters and specialists degree use of the term management (process team): times and percentage); term Frequency rate 2 (Magisters thesis use of the term management (process team): times and percentage); Frequency rate 3 (Doctoral thesis use of the term management (process team): times and percentage); Referring to the previously mentioned use of the term, this paper was limited to observing the application of the first two definitions management as a process and management as a team.
EVAL_EXTRA:The results obtained are as follows: Masters and specialists degree Total No. of papers: 1451 as process as team Times used Percent 14% 94.60% 5.40% Table 1.
EVAL_EXTRA:Frequency rate 1 Magisters thesis Total No. of papers: 259 as process as team 21.23% 89.09% 10.91% Table 2.
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EVAL_EXTRA:Frequency rate 2 Times used Percent Doctoral thesis Management: Total No. of papers: 109 as process as team Times used Percent 28.44% 87.10% 12.90% Table 3 Frequency rate 3 Use of the term management: The aim of this study was to establish consistency in the use of these two terms in comparison with the terms and their definitions given in ISO 9000 series of standards which have been translated into SRPS ISO 9000:2007 (Committee on Standards in the Translation Institute for Standardization of Serbia).
EVAL_EXTRA:We established the following criteria: 1) Proper use of the term 2) Weak or poor use of the term 3) Improper use of the term Term management Total no. of papers : 1819 Used in no. of papers properly poorly improperly 29 papers Frequency rate 2 (Magisters thesis use of the term organization (process institution - structure): times and percentage); Frequency rate 3 (Doctoral thesis use of the term organization (process institution - structure): times and percentage).
EVAL_EXTRA:(63.79%) (26.20%) (10.00%) Table 4 Times and percentage of proper, weak and poor use of the term The results obtained are as follows: Out of 1451 works we reviewed, the term management is used in 290 works: a) In 185 papers (63.79%) the term management is used properly. b) The term management is weakly or poorly used in 76 papers (26.20%) (for example, the term is sometimes confused with other terms). c) Improper use of the term is found in 29 papers (10.00%) (for example, the term is mixed with the other terms).
EVAL_EXTRA:Organization Total No. of papers Times used Percent Masters and specialists degree Magisters thesis Doctoral thesis 8.75% 18.53% 14.68% Table 5 General Statistics (term organization) As shown in Table 5, unlike the use of the term management, organization - related topics were dealt with in the highest percent in the magisters theses (18.53%), followed by the doctoral theses (14.68%), and finally, the specialists and masters degree dissertations (8.75%).
EVAL_EXTRA:We also set the following frequency rates: Frequency rate 1 (Masters and specialists degree use of the term organization (process institution - structure): times and percentage); Masters and specialists degree Total No. of papers: 1451 as as Organization Times used Percent 8.75% process institution structure 30.70% 40.15% 29.13% as Table 6.
EVAL_EXTRA:Frequency rate 1 Magisters thesis Total No. of papers: 259 as as 20.83% 18.53% Table 7.
EVAL_EXTRA:Frequency rate 2 52.08% process institution structure Doctoral thesis Total No. of papers: 109 as as as 18.53% as 14.67% Organization Times used Percent Organization Times used Percent 14.67% 1.83% 4.58% process institution structure Table 8.
EVAL_EXTRA:When we analyzed the use of the term organization in terms of proper, weak or poor and improper use of the term according to their definitions given in ISO 9000 series of standards translated into SRPS ISO 9000:2007, we distinguised the following: Term organization Total no. of works : 1819 Used in no. of works properly poorly improperly (90.05%) (6.28%) (3.66%) Table 9 Times and percentage of proper, weak and poor use of the term The term organization has only one equivalent in the Serbian language as found in the corpus analysed, which would be the noun organizacija with the adjective organizational (organizacioni/a/e) 4.3 Examples of the use of the terms: 3.3.1 Term management When we consider the translation of the term, it is evident that the situation is more complex.
EVAL_EXTRA:As such, it is incorrectly used because it is only a part of the process of management Š6, str.
EVAL_EXTRA:27Ë and, consequently, does not have the same meaning value.
EVAL_EXTRA:We found the following examples: Development of management in the process (razvoj upravljanja u procesu ), Strategic development management of small businesses (strateško upravljanjerazvojem malih preduzeća), Strategic Enterprise finance management (Strategijsko upravljanje finansija preduzeća), Quality management in business systems (Upravljanje kvalitetom u poslovnim sistemima), Technological innovation management (Upravljanje tehnološkim inovacijama), Management of Company development (Upravljanje razvojem preduzeća), Management of the economy development (Upravljanje razvojem privrede), Joint ventures project management (Upravljanje projektima zajedničkih ulaganja), Management of environmental products eligibility (Upravljanje ekološkom podobnošću proizvoda), Managing customer experience (Upravljanje doživljajem potrošača), Management of corporate communication in banking (Upravljanje poslovnom komunikacijom u bankarstvu), Customer relationship management (Upravljanje odnosima sa korisnicima), Key customers management (Upravljanje ključnim kupcima).
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EVAL_EXTRA:The most common collocations with the term in this sense are: a. Noun+ noun: Human resource management (menadžment ljudskih resursa), Development management (menadžment razvoja), Innovation management (Menadžment inovacija) b. Adjective + noun Entrepreneurial management (preduzetnički menadžment), Strategic technology management (strateški tehnološki menadžment), Intercultural Management (interkulturni menadžment).
EVAL_EXTRA:The use of the term management and organization together: Examples: Management of organizational changes (menadžment organizacionih promena), Management of business processes and organizational changes (menadžment poslovnih procesa i organizacione promene), Development of management in sport organizations (razvoj menadžmenta u sportskim organizacijama), The concept of management of organization by integrating strategic and project management (Koncept upravljanja organizacijom integrisanjem strateškog i projektnog menadžmenta) Managing Communications in the function of organizational change (Upravljanje komunikacijama u funkciji organizacionih promena).
EVAL_EXTRA:3.3.2.
EVAL_EXTRA:As a noun, it has the following forms: 1. organizacija or 2. organizovanje (gerund).
EVAL_EXTRA:1.
EVAL_EXTRA:Organization (Organizacija) The most common collocations with the term in this sense are: Designing (of the model) of organization (Oblikovanje (modela) organizacije), Optimizing organization (Optimizacija organizacije), a. Noun+ noun: The term organization analyzed in the corpus is used as an organization (followed by instrumental case) of : System (sistema) Costing (obračuna troškova) Securities market (tržišta hartija od vrednosti) Research (istraživanja), Exploitation of living edible resources (iskorišćavanja živih jestivih resursa) Production (proizvodnje) Preparation of production (pripreme proizvodnje) Linking science and education (povezivanja nauke i obrazovanja) b. Noun (gerund) + noun Projecting of organization (Projektovanje organizacije), Restructuring of organization (Restruktuiranje organizacije), Internal control organization factors (Faktori organizacije unutrašnje kontrole.)
EVAL_EXTRA:c. Adjective - noun Adjectives which qualify the term organization most often found are: Work organization (radna organizacija), Manufacturing process (proizvodna organizacija), Complex organization (složena organizacija), Staff organization (štabna organizacija) Systematic organization (sistematska organizacija) As in the function of an adjective we found the form organizational (organizacioni/o/a) as a noun qualifier: Organizational Development (Organizacioni razvoj), Organizational structure (Organizacione strukture), Organizational structuring (Organizaciono struktuiranje), The organizational aspect (Organizacioni aspekt,), Organizational model of business unit connectivity (Organizacioni model povezanosti poslovnih jedinica), Organizational Systems (Organizacioni sistemi), Organizational adaptation (Organizaciona adaptacija), 2.
EVAL_EXTRA:Organizing (organizovanje) As gerund (organizovanje) (followed by instrumental case) we found the following examples: Organizing of: Educational function (obrazovne funkcije), Quality control (kontrole kvaliteta), Scientific Research (naučno-istraživačkog rada) In one case we found the form: process of organizing (proces organizovanja).
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EVAL_EXTRA:After defining the terms management and organization, and obtaining data on their frequency of use in masters and specialists dissertations, and magisters and doctoral theses, and their translation equivalents in Serbian, the authors feel that there is still a need for the subject terms to be more precisely defined and appropriate translation adopted in order to avoid confusion and misuse of the terms.
EVAL_EXTRA:Furthermore, the authors are of the opinion the distinction between terms formed by calk translation and domestic terms is not strict, since in some instances it is difficult to distinguish what is literally translated from the term domestic terms.
EVAL_EXTRA:REFERENCES Š1Ë John Locke, Of The Understanding (1632-1704).
EVAL_EXTRA:Š2Ë http://dictionary.reference.com. Š3Ë Wright, S.E., Budin, G., Handbook of Terminology Management, Dubuc, R., Lauriston A., Terms and Context, John Benjamin Publishing Company, Amsterdam/Philadelphia, 1984.
EVAL_EXTRA:Š4Ë http://cnx.org/content/m33456/latest/ Š5Ë ISO 9000:2007 - Quality Management Systems Fundamentals and Vocabulary.
EVAL_EXTRA:Š6Ë Filipović, J., Djurić.
EVAL_EXTRA:M., Sistem menadžmenta kvaliteta, Beograd 2010, p.23.
EVAL_EXTRA:Š7Ë Mintzberg, H., The structuring of Organizations, Prentice Hall, US, 1979, www.provenmodels.com. Š8Ë JUS ISO 1087-1:2003 - Terminology work, Vocabulary, Part 1: Theory and application Virtual Reality in Distance Education and Marketing Communications UDC: 316.776:004.773 Vesna Buha 1, Radmila Janičić 2, Vinka Filipović 3, Mirjana Gligorijević 4 1National Employment Agency, 2, 3, Faculty of Organizational Sciences 4Faculty of Economics Since its beginnings, virtual reality as an environment has attracted considerable attention of many a user and hence allowed for varied information in the domains of marketing, PR, education ... to be accessible.
EVAL_EXTRA:The authors Efraim Turban, Ephraim McLean, James Wetherbie structured the implementation of this technology in different fields of work in the following way Industry Production Architecture Business Medicine Research and education Entertainment Application Training Design testing and interpretation of results Safety analysis Design of virtual prototypes Technical analysis Ergonomic analysis Virtual simulation of assembling, manufacture and maintenance Designing buildings and other structures Real estate presentation and valuation Advertizing Presentations in e-commerce Financial data presentation Surgeon training (on simulators) Medical data interpretation Planning surgical interventions Physiotherapy Virtual physics laboratories Gallaxy configurations Complex mathematics presentation Virtual museums Three-dimensional games with racing cars (on personal computers) Simulations of air battles (on personal computers) Arcadian games in virtual reality Skiing simulator Table 1 The same authors define virtual reality as Pseudo-3D interactive technology which gives the user the feeling that he/she is physically present in a world created by the computer.1 Which is the place of the example of virtual reality in the learning/distance learning context?
EVAL_EXTRA:The innovation themselves in the field of computer science and modern technologies used in teaching are not necessarily the cause of change in the methodolo 1 Efraim Turban, Ephraim McLean, James Wetherbie, Informaciona tehnologija za menadžment, Transformisanje poslovanja u digitalnu ekonomiju , Zavod za udžbenike i nastavna sredstva, Beograd, 2003. gy of work, however, they are often assumed to be the motive to additionally adjust methodology for the purpose of achieving an even higher quality process.
EVAL_EXTRA:Examples of virtual reality and their psychological-pedagogical classification. ~~~ From the psychological aspect, the examples analysed in the reasearch are based on learning following a model (learning by the example).
EVAL_EXTRA:According to literature, Bloom lists three levels of learning outputs: The cognitive level comprehension, application, knowledge, analysis, synthesis, evaluation The affective level attitudes, values, interests, perception, intentions The psychomotor level skills, motion, notation, manipulation The example analysed in this research belongs to the third, psychomotor level.
EVAL_EXTRA:Virtual people are the key figures in the multimodal interaction section, in probing into the virtual environment, and in the increase of the reality degree. ~~~ The most important goal of the Virtual Amusement Park is the expansion of the existing VLNET virtual environment, shared systems, and creating material that integrates several applications based on the virtual environment distributed.
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EVAL_EXTRA:The reason for this classification was to identify a possible difference between: respondents who use information technologies as a means to achieve other knowledge or achieve marketing, commercial and other goals (hypothetical management students) and respondents that regard information technology and other methodologies such as virtual reality to be a specific technology product (which it actually is) and assess its use value regardless of the concrete subject matter it works with (hypothetical IT students).
EVAL_EXTRA:The largest number of respondents belonged to the age group of 21-23 (39.17%), followed by the youngest students aged 18-20 (26.67%, and then the students aged 24-26 (20.83%), etc.
EVAL_EXTRA:The material presents a person that performs a succession of physical movements that the user observes and 2 http://vrlab.epfl.ch/Projects/projects_index.html http://vrlab.epfl.ch/Movies/Movies_index.html The largest number of respondents had used the computer for 3-5 years (40.3%), while others had used it for 6-8 years (22.7%); then follow the respondents who had worked on the computer for the last two years (18.5%).
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EVAL_EXTRA:The ranking of the media when infromation on the education domain is collected is shown in the following table: Meda Internet Web TV Specialized journals Daily papers Internet-mail Weakly magazines Radio Table 2 M 2.11 3.33 4.02 4.03 4.24 4.89 5.38 * Ranking was done on a 1-7 scale, where 1 is the first medium respondents choose.
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EVAL_EXTRA:There is a large number of indecisive, 33.6%, however, some maintain that this method is not successful (9.2%) or even very ineffective (0.8%).
EVAL_EXTRA:Similarly to the previous assessment, this method of subject matter presentation in distance learning was attractive to 57.5% respondents, while 26.7% participants rate it as not attractive; the rest are ineffective (15.8%).
EVAL_EXTRA:The structure of respondents on the basis of the study field who were asked to assess the appeal of the subject matter can be seen in the following table.
EVAL_EXTRA:P4 * P20 Crosstabulation Count appealing indecisive Management IT Other Total Table 3 Not appealing Total * the other group consists of the employees and the students of other departments at the faculty It is absolutely predictable, in the population included in this survey, that the Web as one of the Internet services tops the list of media the respondents use to get informed on the education.
EVAL_EXTRA:The Web is followed by the TV, specialized journals, daily papers, etc. ~~~ Assessment of Virtual Amusement Park presentation effectiveness Figure 1 Symetric Measures Nominal by Nominal N of Valid Cases Contingency Coefficient Value .175 In view of the example presented, the IT students are more attracted to the subject matter designed using the VR in comparison with the management students.
EVAL_EXTRA:The age of users that might be the target population for using the VR in the distance learning context Age 19-29 year olds 30-39 year olds do 18 year olds 40-49 year olds 50-59 year olds 60 and older Total f % 37.20 26.62 25.60 8.53 1.02 1.02 100.00 Table 4 *Table is plotted on the basis of the number of responses received. ~~~ On the basis of the data obtained a conclusion can be drawn that this type of material is meant primarily for young people in the period of studying (19-23 years old), then for people aged 30-39, and finally to the young people under the age of 18. ~~~ Virtual Amusement Park Assessment on the Ozgude scale of semantic differential.
EVAL_EXTRA:The respondents were asked to assess the extent to which this method of material presentation complies to acquisition of certain knowledge and skills.
EVAL_EXTRA:The results obtained reveal the fact that education is a field on which the respondents generally get informed through the Web, and then TV, specialized journals, daily papers, etc. ~~~ This information shows that the opportunity of an easy access to the material, the availability of the material at the time suitable to the user, the dynamics, the flexibility, are the facts that already place the Web into the focus of the users attention when they wish to get certain information and choose the educational institution that is to provide education service.
EVAL_EXTRA:Analysis of research results form the aspect of marketing mix The product The presentation of the Virtual Amusement Park was assessed as highly efficient, although a danger was recognized that fascination with technology and its potentials can cast a shadow upon the contents matter the technology/methodology deals with.
EVAL_EXTRA:The paper highlights the importance that companies be included into new information-communication flows, since this is the only way to keep up with modern business doing.4 Hence this paper highlights the opportunities for the modern technology implementation both in the field of education and in the field of business, as well as the importance of taking up the challenge by the management teams in the companies.
EVAL_EXTRA:Result analysis from the aspect of distance education This reasearch brings up the issue of VR assessment in the distance learning domain to some extent.
EVAL_EXTRA:Contrary to this, the attempts to simulate object recognition, natural language understanding and fine motor coordination, i.e., the processes that are intuitively considered to be simple, faced serious difficulties that have not yet been resolved in a satisfactory manner.5 The respondents strongly believe that VR can help master cognitive skills such as problem solving, planning and decision making, report devising, data analysis, project planning, marketing strategies creating.
EVAL_EXTRA:3Jednak S. i Kragulj D. Ekonomija zasnovana na znanju, osnova za rast i razvoj, Menadžment, časopisa za teoriju i praksu menadžmenta, Vol.15/57, pp. 5-13; 2010.
EVAL_EXTRA:4 Malešević V., Nova paradigma menadžmenta-od inovacija do kompetetivne prednosti, Menadžment, časopisa za teoriju i praksu menadžmenta, Vol.15/57, pp. 55-63; 2010.
EVAL_EXTRA:5 Aleksandar Kostić, Kognitivna psihologija, Zavod za udžbenike i nastavna sredstva Beograd, pp. 39; 2006.
EVAL_EXTRA:REFERENCE Š1Ë Timothy K. Shih, Tamkang University, Taiwan, Jason C. Hung, Future Directions in Distance Learning and Communication Technologies, Northern Taiwan Institute of Science and Technology, Taiwan ; Information Science Publishing, Hershey, London, Melbourne, Singapore, 2007. ~~~ Š2Ë Ruth Calvin Clark, Chopeta Lyons, Graphics for Learning Proven Guidelines for Planning, Designing, and Evaluating Visuals in Training Materials, Pfeiffer 2004. ~~~ Š3Ë Efraim Turban, Ephraim McLean, James Wetherbie, za menadžment, Transformisanje poslovanja u digitalnu ekonomiju, Zavod za udžbenike i nastavna sredstva, Beograd 2003. ~~~ Informaciona tehnologija Š4Ë Radenković, B., Radojičić, Z. i D. Vukmirović, Internet-tržište budućnosti, Menagement, časopis za teoriju i praksu menadžmenta, broj 2, FON, Beograd, 1996. ~~~ Š5Ë Aleksandar Kostić, Kognitivna psihologija, Zavod za udžbenike i nastavna sredstva Beograd, 2006. god. ~~~ Š6Ë OConnor, J. and G. Eamonn, Marketing and Information Technology, Pitman Publishing, London, 1997. ~~~ Š7Ë Maričić, B., Ponašanje potrošača, Savremena ad ministracija, Beograd, 1996. ~~~ Š8Ë Gordana Milosavljević, Svetlana Vukanović, Profesionalno obrazovanje na distancu, FON, Beograd 2000.
EVAL_EXTRA:Š9Ë Kim E. Dooley, Texas A&M University, USA, James R. Lindner, Texas A&M University, USA, Larry M. Dooley Texas A&M University, USA, Advanced Methods in Distance Education : Applications and Practices for Educators, Administrators, and Learners, Information Science Publishing, Hershey, London, Melbourne, Singapore, 2005.
EVAL_EXTRA:Š10Ë Philip Kotler, Kevin Lane Keller, Marketing menadžment, Data Status, Beograd, 2006.; Š11Ë Graf, S., Kinshuk, & Liu, T., Supporting Teachers in Identifying Students Learning Styles in Learning Management Systems: An Automatic Student Modelling Approach; Journal of Educational Technology & Society, 2009.
EVAL_EXTRA:Š12Ë Franzoni, A. & Assar, S.; Student Learning Styles Adaptation Method Based on Teaching Strategies and Electronic Media, Journal of Educational Technology & Society 2009.
EVAL_EXTRA:Š13Ë Voss, C., Developing an eService strategy, Business Strategy Review, Vol.11(1): 21-33, 2000.
EVAL_EXTRA:Š14Ë Weinberg, B. D., Dont keep your Internet customers waiting too long at the (virtual) front door, Journal of Interactive Marketing, Vol.14(1): 3039, 2000.
EVAL_EXTRA:Š15Ë Teas, R. K., Expectation, performance evaluation and consumers perceptions of quality, Journal of Marketing, Vol.57(4): 18-34, 1993.
EVAL_EXTRA:Š16Ë Parasuraman, ?., Zeithaml, V., Service Quality Delivery through Web Sites: A Critical Review of Extant Knowledge, Journal of the Academy of Marketing Science, Vol. 30(4): 362-375, 2002.
EVAL_EXTRA:Š17Ë Mandel, N., Johnson, E. J., Constructing preferences online: can web pages change what you want?
EVAL_EXTRA:MIT Ecommerce Forum, University of Pennsylvania, 1999. ~~~ Š18Ë Malesevic., V., New paradigm of magement from commitment to innovation and sustainable competitive advantage, Management journal for theory and practice of management, Vol.15/57, pp. 5563, 2010.
EVAL_EXTRA:Š19Ë Jednak S., Kragulj D., Economy base on knowledge base for growth and developmet, Management journal for theory and practice of management, Vol.15/57, pp. 5-13, 2010.
EVAL_EXTRA:Š20Ë Hoffman D. L., Novak T. P., Chatterjee P., Commercial scenarios for the web: opportunities and challenges, Journal of Computer Mediated Communication, Special issue on Electronic Commerce.
EVAL_EXTRA:1(3), 1995. ~~~ Š21Ë Hoffman D. L., The evolution will not be televised: introduction to the special issue on Marketing Science and the Internet.
EVAL_EXTRA:Marketing Science, Journal of Computer Mediated Communication, Vol.19(1): 1-3, 2000.
EVAL_EXTRA:Š22Ë Hoffman D. L., Novak T. P., Marketing in hypermedia computer-mediated environments: conceptual foundations, Journal of Marketing, Vol. 60(3): 50-68, 1996.
EVAL_EXTRA:Š23Ë Hoffman D. L., Novak T. P., A new marketing paradigm for electronic commerce, The Information Society, Vol. 13(1-3): pp.43-54, 1997.
EVAL_EXTRA:Š24Ë Ghose S., Dou W., Interactive functions and their impacts on the appeal of Internet presence site, Journal of Advertising research, Vol. 3: 29-43, 1998.
EVAL_EXTRA:Š25Ë Haeckel S. H., About the nature and future of interactive marketing, Journal of Interactive Marketing, Vol.13(1): 55-65, 1998.
EVAL_EXTRA:Š26Ë Haque H., Tarofder A. K., Rahman S., Raquib M. A., Electronic transaction of Internet banking and its perception of Malaysian online customers, African Journal of Business Management, Vol. 3(6): 248-259, 2009.
EVAL_EXTRA:Š27Ë Haubl G., Trifts V., Consumer decision making in online shopping environments: the effects of interactive decision aids, Marketing Science, Vol. 19(1): 4 Biofuels and Their Impact on Carbon Footprint UDC: 005 Marjan Senegačnika, Drago Vuka, Nataša Petrovića, Sonja Išljamovićb, Veljko Jeremićb a University of Maribor, Faculty of Organizational Sciences b University of Belgrade, Faculty of Organizational Sciences Environmental purposes particularly lower carbon footprint are one of the crucial motives for introduction of alternative automotive fuels.
EVAL_EXTRA:In 2009, 1 global hectare could absorb the CO2 released by burning approximately 1,750 liters of gasoline, Š10Ë. Calculating the footprint of carbon emissions in this way does not imply that biomass carbon sequestration is the key to resolving global climate change.
EVAL_EXTRA:
EVAL_EXTRA:Table 1 below presents the emission of CO2 for the most commonly used fuels: fuel type unit CO2 emitted per unit Petrol Gasoline Diesel 1 liter 1 liter 1 liter Oil (heating) 1 liter 2.3 kg 2.3 kg 2.7 kg 3 kg Table 1- CO2 emission per unit of fuel Š7,14Ë Parameters from Table1 in every day life can be presented as a more realistic example: if a car consumes 8 litres of diesel per 100 km, then a ride of 500 km distance consumes 5 x 8 = 40 litres diesel, which adds 40 x 2.7 kg = 108 kg CO2 to ones personal carbon footprint, Š11Ë. 2.
EVAL_EXTRA:These are two very different kinds of fuels. ~~~ Hydrogen can be used in two ways in conventional internal combustion engines or in fuel cells.
EVAL_EXTRA:The network of Figure 1.
EVAL_EXTRA:- Carbon footprint as a component of Ecological footprint, Š7Ë According the Ecological Footprint Atlas the carbon footprint is calculated as the amount of forest land required to absorb given carbon emissions, Š8Ë.
EVAL_EXTRA:
EVAL_EXTRA:However, it is often not so easy to compare different fuels.
EVAL_EXTRA:Changes in emissions of various pollutants when conventional diesel is substituted by pure biodiesel (B100) or mixture containing 80 per cent of petrodiesel and 20 per cent of biodiesel (B20).
EVAL_EXTRA:Pollutants are designated with abbreviations: HC total hydrocarbons, CO carbon monoxide, PM particulate matter, NOx nitrogen oxides and PAHC polyaromatic hydrocarbons Š13Ë When considering emissions of carbon dioxide, biofuels are viewed as carbon neutral fuels this means that they do not produce any net emissions of carbon dioxide.
EVAL_EXTRA:Figure 4.
EVAL_EXTRA:Simplified carbon dioxide balance a) for oil derivatives (fossil fuels) and b) for bioethanol Š14Ë. a) b) plant raw materials.
EVAL_EXTRA:Algae offer the highest yield per area unit as can be seen from Figure 3 Š20Ë. 5.
EVAL_EXTRA:Unfortunately, sugar cane requires tropic or at least subtropics climatic conditions and therefore is not an adequate culture for European countries. s e c r u o s e R l e u f o b r o f i n o i t c u d o r p f o e p y T l e u f o b i Sugar cane Corn Oil turnip Lygnocellulosis Bioethanol Algae Bioethanol Bioethanol Biodiesel Biodiesel . t a r e n e g l e u f o B i 1. ~~~ 1.
EVAL_EXTRA:1. ~~~ 2. ~~~ 3. / t u p t u o y g r e n E o i t a r t u p n I 1,3 2,5 2-36 - y r t n u o C Brazil USA EU * * Table 2.
EVAL_EXTRA:Comparison of biofuels produced from various sources (* - not yet available on the commercial scale).
EVAL_EXTRA:Biodiesel yield per area unit (liters/hectare) for various species: 1 - algae, 2 - coconut, 3 - oil palm, 4 - rapeseed, 5 - soybean, 6 - peanut, 7 sunflower, based on the literature data Š20Ë 6.
EVAL_EXTRA:The EU Directive clearly defines the procedure to calculate the total (net) emissions produced from the use of the fuel Š9Ë. Emissions are calculated when emission savings are subtracted from emissions produced EE E = − (1) prod sav Table 3 shows various contributions to emissions produced by the fuel production and use (Eprod) as well as energy savings (Esav) due to the use of biofuels.
EVAL_EXTRA:Emissions produced (Eprod) ecc emissions from cultivation of raw materials el ep emissions caused by land use change emissions from processing etd emissions from transport and distribution eu emissions from the fuel use Emissions savings (Esav) esca Emissions saving via the improved agricultural management eccs Emissions saving from the carbon capture and geological storage eccr Emissions saving from the carbon capture and replacement eee Emissions saving from excess electricity from cogeneration Table 3.
EVAL_EXTRA:Contributions to the total emissions of GHG for biofuel Š15-20Ë It can be clearly seen from Table 3 that many activities cause greenhouse gases emissions or can contribute to the saving of emissions.
EVAL_EXTRA:Saving of GHG emissions when fossil fuel (petrol, diesel fuel) is substituted by biofuel can be simply calculated by Eq. (2) ~~~ Š9Ë − E Saving E E F (2) = B F In Eq. (2) ~~~ EB designates total GHG emissions produced by biofuel (which are calculated through Eq. ~~~ (1)) and EF designates the total emissions of fossil fuel.
EVAL_EXTRA:REFERENCES Š1Ë Batanović V, Guberinić S & Petrović R (2011).
EVAL_EXTRA:System theoretic approach to sustainable development problems.
EVAL_EXTRA:Yugoslav Journal of Operations Research, 21(1): 1-10.
EVAL_EXTRA:Š2Ë Petrovic N, Isljamovic S, Jeremic V (2010).
EVAL_EXTRA:Zero waste as a new concept for sustainable development.
EVAL_EXTRA:Management - časopis za teoriju i praksu menadžmenta, 15(57): 39-45.
EVAL_EXTRA:Š3Ë Petrovic N, Drakulic M, Vujin V, Drakulic R, Jeremic V (2011).
EVAL_EXTRA:Management - časopis za teoriju i praksu menadžmenta, 16(59): 35-43.
EVAL_EXTRA:Š4Ë http://www.carbonfootprint.com/ Š5Ë Brent, G.F., Greenhouse gas implications of explosives and blasting, Proc.
EVAL_EXTRA:Rock Fragmentation by Blasting, Fragblast, 9 (2009) 673 681.
EVAL_EXTRA:Š6Ë Klemes, J., Pierucci, S., Carbon footprint and emission minimization, integration and management of energy sources, industrial application and case studies, Energy, 33 (2008) 14771479.
EVAL_EXTRA:Š7Ë WWF International, Living Planet Report, 2008.
EVAL_EXTRA:Š8Ë Ewing, B., Reed, A., Rizk, S., Goldfinger, S., Stechbart, M., Wackernagel, M., The Ecological Footprint Atlas 2008, Global Footprint Network, 2008.
EVAL_EXTRA:Š9Ë Kitzes, J., Peller, A., Goldfinger, S., Wackernagel, M., Current Methods for Calculating National Ecological Footprint Account, Science for Envoirment, Vol.1, No. 1, 2007.
EVAL_EXTRA:Š10Ë http://www.carbontrust.co. Š11Ë IEA, 2005.
EVAL_EXTRA:Emission facts: average carbon dioxide emissions resulting from gasoline and diesel fuel. <www.epa.gov/oms/climate/420f05001.htm>.
EVAL_EXTRA:Š12Ë Mondt, J.R. (2000): Cleaner cars: the history and technology of emission control since the 1960s, Society of Automotive Engineers, Inc. Š13Ë Pezdir, R. and Senegačnik, M: Introduction of Biodiesel in Slovenia, Proceedings of the 7th International Conference: Strategic Management and its Support by Information Systems, Čeladná, Czech Republic, 5.-6.
EVAL_EXTRA:September 2007.
EVAL_EXTRA:Technical University of Ostrava, Faculty of Economics, Ostrava, 81-89. ~~~ Š14Ë Vuk, D., Senegačnik, M., Mežnar, D. and Bitenc, I. (2008)
EVAL_EXTRA:Bioethanol as automotive fuel, Proceedings of the 27th International Conference on Organizational Sciences Development: Knowledge for Sustainable Development, Portorož, Slovenia, 19 21 March 2008.
EVAL_EXTRA:Založba Moderna organizacija, Kranj, 3097-3107. ~~~ Š15Ë Thamsiriroj, T. and Murphy, J.D. (2010).
EVAL_EXTRA:Can rape seed biodiesel meet the European Union sustainability criteria for biofuels?, Energy Fuels, Vol. 24, (2010) 1720-1730.
EVAL_EXTRA:Š16Ë Cherubini, F.; Bird N.D.; Cowie, A. Jungmeier, G.; Schladminger, B. & Woess-Gallasch, S. (2009).
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EVAL_EXTRA:Energy and greenhouse gas-based LCA of biofuel and bioenergy systems: Key issues, ranges recommendations, Resources Conservation and Recycling, Vol. 53, No. 8, (2009) 434-447, ISSN: 0921-3449 and Š17Ë Spatari, S.; Bagley, D.M. & MacLean, H.L., Life cycle evaluation of emerging lignocellulosic ethanol conversion technologies, Bioresource Technology, Vol. 101, No. 2, (2010) 654-667 Š18Ë ISO 14040 (2006): Environmental management Life cycle assessment -Principles and framework, International Organisation for Standardisation (ISO), Geneve Š19Ë ISO 14044 (2006): Environmental management Life cycle assessment -Requirements and guidelines, for Standardisation (ISO), Geneve International Organisation Š20Ë Directive 2009/28/EC of the European Parliament and of the Council of 23 April 2009 on the promotion of the use of energy from renewable sources and amending and subsequently repealing Directives 2001/77/EC and 2003/30/EC: Accessible on: http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=OJ:L:20 09:140:0016:0062:EN:PDF (accessed August 2011) Š21Ë Petrović N, Išljamović S, Jeremić V, Vuk D & Senegačnik M (2011).
EVAL_EXTRA:Management - časopis za teoriju i praksu menadžmenta, 16(58): 15-21.
EVAL_EXTRA:Indicator Š22Ë Išljamović S, Petrović N, Jeremić V, Vuk D & Senegačnik M (2011).
EVAL_EXTRA:30th annual international conference on organizational science development, Future organization, Portoroz, Slovenia. of Boards of Directors Models and Role in Corporate Governance UDC: 005.742:005.25 Mr Jelena Nikolić1, Mr Jelena Erić2 1Faculty of Economics, University in Kragujevac 2 Faculty of Economics, University in Kragujevac The main role of the board of directors as an internal corporate governance mechanism is to define the strategic orientation of a corporation, to provide monitoring and control of management in order to satisfy the owners and key stakeholders interests.
EVAL_EXTRA:The composition and leadership structure are different depending on the type of board. ~~~ These factors determine the way the board functions. ~~~ 1.
EVAL_EXTRA:2. ~~~ Role and importance of boards of directors as internal corporate governance mechanisms According to the OECD, corporate governance is a system by which corporations are guided and controlled and represents a set of relations between the board of directors, the management, and the shareholders Š13Ë. Strictly speaking, corporate governance can be understood as a set of internal arrangements that define relationsips between the owner and the manager.
EVAL_EXTRA:Corporate governance is seen as a set of relations between different participants in determining the company orientation and performance Š12Ë. Corporate governance is engaged in achieving the goals that are in the companys interest, controlling the results achieved and in the management accountability to well informed and actively involved owners Š9Ë.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:The internal mechanisms include the ownership structure and boards of directors, wheras the corporate control market and the legal system make up the external mechanisms Š2Ë. Internal and external mechanisms are interdependent, and the ownership structure as an internal mechanism has an impact upon the functioning of the board of directors and external mechnaisms.
EVAL_EXTRA:Corporate governance structure The basic role of the board of directors is to ensure a strategic management of the company, appoint and monitor the management and take adequate responsibility as regards the owners Š1Ë. Three key roles of the board of directors are perceived in the given context: the role of support, the role of control, and the strategic role Š17Ë.
EVAL_EXTRA:A one-tier board of directors is in charge of the following: defines the corporate goals, strategy, and plan; nominates, selects and evaluates the CEO; proposes prospective members of the board of di rectors; evaluates the work of the board of directors; sets the managers compensations; sets financial goals and performs the financial control of the company Š12Ë. Figure 3.
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EVAL_EXTRA:There are two types of onetier board of directors: The model of executive board of directors, most frequently employed in family owned companies, when the family members are members of both supervisory board and the board of directors, simultaneously; The model of non-executive board of directors, dominant in the U.S.A., where the majority of members of the board of directors are independent Š8Ë.
EVAL_EXTRA:To overcome this flaw, boards of directors appoint a leader from among the independent members of the board of directors. ~~~ He chairs the meetings of the board of directors in the situations when one and the same person holds the position of the president and a CEO (chief executive officer).
EVAL_EXTRA:1.
EVAL_EXTRA:In the given contex, one-tier boards of directors should include a larger number of outside, non-executive members, for the folowing reasons Š11Ë: Because of their experience and knowledge; Because of the personal contacts through which they can provide external resources; Because they are independent from the CEO; Only the non-executive members can ensure an adequate review and balance as regards the management.
EVAL_EXTRA:Maassen lists five major arguments in favour of the separation of the roles of the CEO and the president of the board Š11Ë: Implementation of the dual structure may result in the fall in the share prices if investors understand it as a negative signal.
EVAL_EXTRA:The reaction on the share market will be negative if the CEO has, at a position of the president of the board of directors, made a decision in favour of his personal interests and endan gered the interest of the company in general; Implementation of the dual structure may result in an inadequate review of the executive members shares, whereby the company may be exposed to risk; The company profitability improves considerably when the president of the board of directors is independent.
EVAL_EXTRA:To improve the performance of one-tier boards of directors it is necessary that attention should be paid to certain possible cases of abuses the members of one-tier boards of directors may commit.
EVAL_EXTRA:They may: Reduce the value for the owners through issuing shares at discount value or through selling the property to friends at a more favourable price than real one; Derive some personal benefits; Control autonomous consultants through extra perks or through negotiations on the compensation they are to receive; Control and affect the work of auditors through the appointment of auditors and setting the financial compensation for them; Tamper with financial statements; Issue biased reports on their own activities and control the activities of the shareholders assembly; Hold informal meetings with influential people that support the work of the board of directors. ~~~ 3.
EVAL_EXTRA:Figure 4.
EVAL_EXTRA:The key characteristics of two-tier board of directors are the following Š11Ë: The management function is separated from the control function; The allocation of responsibility between the super visory board and the board of directors is clear; The supervisory body is not under the direct influ ence of the management authority. ~~~ 1.
EVAL_EXTRA:The most important differences between the models of two-tier and one-tier boards of directors are presented in Table 1. ~~~ Modern literature generally recommends the implementation of the two-tier boards of directors, where the supervisory board and the board of directors are separated.
EVAL_EXTRA:ONE-TIER BOARDS OF TWO-TIER BOARDS OF DIRECTORS DIRECTORS Dispersion of ownershi and control Concentration of ownership Separation of ownership from control Integrating ownership and control Poor incentive for investors to be involved in the control process Control from the part of banks, partners and employees Climate in which hostile takeovers are not unusual Aversion towards hostile takeovers which are rather rare Other stakeholders interests are not taken into account Other stakeholders interests are taken into account Investor engagement is regulated by law and is related to formulating longterm strategies of the company Investor engagement is allowed only in case of obvious financial failures Takeovers may lead to forming monopoly Insider system may lead to secret agreements Table 1.
EVAL_EXTRA:Each of the abovementioned models of boards of directors has its own advantages and disadvantages. ~~~ Table 2, the Appendix to this papper, presents an international comparison of features, functions and types of boards of directors Š8Ë.
EVAL_EXTRA:A conclusion can be drawn that: a large number of countries implement a one-tier board of directors; a large number of companies do not allow the duality of the CEO and the president of the board of directors positions; the number of employees included in the boards of directors is small; the number of outside members included general ly exceeds 50%; the average size of the boards of directors is 9 to 13 members (the number is generally odd, because of voting when making decisions); the stress is on the function of control of the boards of directors.
EVAL_EXTRA:Character.
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EVAL_EXTRA:USA Canada Australia France Germ any Italiy Great Britain Netherlands Switzerland One-tier/twotier board of directors m odel % separated roles of CEO and president % Outside m em bers in board of directors % z em ployees in board of directors Board of directors size Board of directors function One-tier board of m anagem e nt m odel One-tier board of m anagem e nt m odel One-tier board of m anagem e nt m odel One-tier/twotier board of m anagem ent m odel Two-tier board of m anagem e nt m odel One-tier board of m anagem e nt m odel One-tier board of m anagem e nt m odel Two-tier board of One-tier board of m anagem ent m anagem ent m odel m odel 15% 66% 70% 0% 100% 100% 90% 100% 63% 77% 80% 75% 82% 100% 73% 50% 100% 89% Not present m em bers Control Not present m em bers M anagem e nt and control Not present m em bers Present Present Not present m em bers m em bers m em bers Control Control Control Control Not present m em bers M anagem e nt and control Not present Not present m em bers Control m em bers M anagem ent and control Table 2.
EVAL_EXTRA:International comparison of characteristics, functions and types of boards of directors REFERENCE Š1Ë Babić, V., (1998) Strategijska odgovornost upravnih odbora u procesu transformacije preduzeća, in Stefanović, @., (red.) Upravljanje ključnim aspektima transformacije preduzeća, Ekonomski fakultet, Kragujevac, str.
EVAL_EXTRA:54-61 Š2Ë Babić, V., (2006) Korporativno upravljanje u uslovima koncentracije i disperzije vlasnistva, in Babić, V., (red.) Korporativno upravljanje u tranziciji: vlasništvo, kontrola, menadžerske kompetencije, Ekonomski fakultet, Kragujevac, str.
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EVAL_EXTRA:1-33 Š3Ë Burns, M. L., Kim, B., Prescott, J.E., (2009) The Strategic Role of the Board: the Impact of Board Structure on Top Management Team Strategic Action Capability, Corporate Governance: An International Review, Vol. 17, No. 6, pp. 728-743 Š4Ë Daily, C. M., Dalton, D.R., (1994) Bankruptcy and Corporate Governance: The Impact of Board Composition and Structure, Academy of Management Journal, Vol. 37, No. 6, pp. 1603-1617 Š5Ë Daily, C. M., Dalton, D.R., (1995) CEO and Director Turnover in Failing Firms: an Illusion of Change, Strategic Management Journal, Vol. 16, No. 5, pp. 393-400 Š6Ë Daily, C. M., Dalton, D.R., Ellstrand, A.E., Johnson, J.L., (1998) Meta-analytic review of board composition, leadership structure and financial performance, Strategic Management Journal, Vol. 19, No. 3, pp. 269-290 Š7Ë Hans van Ees, Gabrielson, J., Huse M., (2009) Toward a Behavioral Theory of Boards and Corporate Governance, Corporate Governance: An international Review, Vol. 17, No. 3, pp. 307-319 Š8Ë Hilb, M., (2006) New Corporate Governance, Springer Berlin Heidelberg, New York Š9Ë Ingley C.B., Walt N.T., (2004) Corporate Governance, Institutional Investors and Conflict of Interest, Corporate Governance: An International Review, Vol. 12, No. 4, pp. 534-551 Š10Ë Leblanc, R., (2005) Assessing Board Leadership, Corporate Governance: An International Review, Vol. 13, No.5., pp. 654-666 Š11Ë Maassen, G., International Comparasion of Corporate Governance Models, Spencer Stuart, Elst (2000) An Š12Ë Monks, R., Minow, N., (2002) Corporate Governance, Blackwell Publishing, Oxford Š13Ë OECD, (2003) Stability Pact-Sout East Europe Compact for Reform, Investment, Integrity and Growt White Paper on Corporate Governance in Sout East Europe, www.oecd.org/dataoecd/9/21/20490351.pdf Š14Ë Rechner, P.L., Dalton, D.R., (1991) CEO Duality and Organizational Performance: A Longitudinal Analysis, Strategic Management Journal, Vol. 12, No. 2, pp.155-160 Š15Ë Rose, C., (2005) The Composition of Semi-TwoTier Corporate Boards and Firm Performance, Corporate Governance: An International Review, Vol. 13, No. 5, pp. 691-701 Š16Ë Stefanović, N., Stefanović, @., (2004) Struktura korporativnog upravljanja, in Babić, V., (red.) Korporativno upravljanje u tranziciji: vlasništvo, kontrola, menadžerske kompetencije, Ekonomski fakultet, Kragujevac, str.
EVAL_EXTRA:1-33 Š17Ë Zahra, S.A., Pearce, J.A., (1989) Board of Directors and Corporate Financial Performance: A Review and Integrative Model, Journal of Management, Vol. 15, No. 2, pp. 291-334 Š18Ë Zardkoohi, A., Kang, E., (2005) Board Leadership Structure and Firm Performance, Corporate Governance: An International Review, Vol. 13, No. 6, pp. 785-799 Motivational Aspects of Corporate Culture in International Management UDC: 005.32:331.101.3 Doc.
EVAL_EXTRA:Dr Nevena Krasulja1, M.Sc. Ivana Radojević (neé Gujanica)2 1 Metropolitan University, Faculty of Management, Belgrade 2 Metropolitan University, Faculty of Management, Belgrade This paper highlights the importance of work motivation..
EVAL_EXTRA:Generally speaking, motivation can be described as a process by which an individual is oriented to achieving certain goals, that in turn will satisfy not only his individual goals, but the organizational goals as well Š11Ë. Motivation involves incentive and guidance, but also the mainteneneance of the goal oriented behaviour.
EVAL_EXTRA:They neglected the fact that repre sentatives of every culture have their own mental frame from which they start in their interpretations of the world and events in their environment Š7Ë. Culture plays a very important role in creating needs, in their relative importance and in the manner in which these needs are satisfied.
EVAL_EXTRA:Also, it is assumed that every member of a society has a right to an interesting and creative job, adequate training, as well as an opportunity to participate in decision-making Š18Ë. Obligation norms represent the basic responsibility of every individual to the society in which they work and live.
EVAL_EXTRA:Each individual has to use their work to contribute to the societys further development and has to appreciate their work, regardless of its nature and character Š18Ë. Countries with a high index of obligation norms prefer the traditional work ethics.
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EVAL_EXTRA:The trends at the cross-cultural level indicate that satisfaction ranges from a high to a medium levels Š16Ë. Dramatic differences among the countries are evident only in case of the classification of the countries into highly developed and the developing countries.
EVAL_EXTRA:4.
EVAL_EXTRA:The former are bonuses, compensations, benefits and costs related to further education and qualification. ~~~ The latter involve the freedom in decisionmaking, a sensitive management practice and politics, free time, opportunities of further training in work and the effort recognition.
EVAL_EXTRA:In Hong-Kong, for example, the individual who enjoys an obviously better treatment from the part of the top manager may become a victim of jealousy and condemned, given the attribute of being a red-eye disease Š14Ë. High-context, collectivistic cultures are characterised by norms of behaviours expected of one in certain situations.
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EVAL_EXTRA:Cultural impact upon work and personality motivation concepts Organizational performance is a function of the employees contribution to the set organizational goals.
EVAL_EXTRA:Š4Ë.
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EVAL_EXTRA:Very popular have become special cards with dicsounts that enhance shopping both in the shops and via the catalogue sales Š13Ë. Comanies often adopt the practice of awards linked in a unique way to the business they are in.
EVAL_EXTRA:Global economic problems and hence the existing protectionist measures and attitudes of various countries make an obstacle to the developemnt of a global culture Š9Ë. Adler points out that every employee brings and reflects his/her ehnicity into the organization they work with Š2Ë. International managers may find their employees increasing insistence on their nationality and cultural heritage a specific problem.
EVAL_EXTRA:Š21Ë.
EVAL_EXTRA:In addition, those already employed in the organization should premanently be additionally educated and trained for the purpose of achieving a higher level of effectiveness. ~~~ The job should always be adapted to people, hence the programme of job redesigning has to be implemented in certain situations.
EVAL_EXTRA:Job redesigning, as regards the theory it is based on, may be oriented to creating opportunities to satisfy higher order needs (need hierarchy theory), increase intrapersonal job satisfaction (expectancy theory), insist on intangible job outputs (equality theory), provide for the employees to set goals on their own (goal setting theory), etc. ~~~ The researchers and authors from the sociology field have found that the more complex the job is, the greater challenge it proves to be for the employees, hence their motivation grows.
EVAL_EXTRA:REFERENCE Š1Ë A Rewarding Strategy, (2002).
EVAL_EXTRA:Business Europe, April 17, str.3.
EVAL_EXTRA:Š2Ë Adler, N.J. (2002), International Dimensions of South Western Organizational Behavior, Publishing, a Division of Thomson Learning, Canada, str. ~~~ 105, 148, 177.
EVAL_EXTRA:Š3Ë Ali, A., Al-Shakis, M. (1991): The Meaning of International of in Saudi Arabia, Work Manpower, 10(1), str.
EVAL_EXTRA:26-32. ~~~ Š4Ë Charles, K.R. and Marshall, L.H. (1992); Motivational Preferences of Caribbean Hotel Workers: An Exploratory Study, International Journal Hospitality Management, 4(3), str.
EVAL_EXTRA:25-9.
EVAL_EXTRA:Contemporary of Š5Ë Copeland, L., Griggs, L. (1985); Going international: How to make friends and deal effectively in the global place, New American Library, New York Š6Ë Chatterjee, S.R. and Pearson, C.A.L. (2002); Indian Managers in Transition: Orientations, Work Goals, Values and Ethics, Management International Review, 40, str.
EVAL_EXTRA:81-95. ~~~ Š7Ë DAndrade, R.G., Strauss, C. (1992), Human Motivatives and Cultural Models, Cambridge University Press, Cambridge, UK.
EVAL_EXTRA:Š8Ë England, G.W. (1986); National Work Meaning and Patterns-Constrains on Management Action, European Management Journal, 4, str.176-84.
EVAL_EXTRA:Š9Ë Fatehi, K. (2007), Managing Internationally: Succeding in Cultural Diverse World, Sage Publications, Calif., str.142.
EVAL_EXTRA:Š10Ë Gannon, J.M., Newman, K. (2003), The Blackwell Handbook of Cross-Cultural Management, Blackwell Publishers Inc., Malden, MA, USA, str.204.
EVAL_EXTRA:Š11Ë Greenberg, J., Baron, R.A. (1998), Ponašanje u organizacijama razumevanje i upravljanje ljudskom stranom rada, @elnid, Beograd, str.115.
EVAL_EXTRA:Š12Ë Harpaz, I. (1997); The Importance of Work Goals: An International Perspective, Journal of International Business Studies, 21,str.75-93.
EVAL_EXTRA:Š13Ë Huston, D.A. (2002); Shopping for Incentives, Review, Benefits Compensation March/April,str.
EVAL_EXTRA:75-9. and Š14Ë Hutchings, K., Mohanna, K.K. (2005), Knowledge Management in Developing Economies: A Cross Cultural and Institutional Approcah, Elvar Edgar Publishing Limited, Cheltenham, UK.
EVAL_EXTRA:Š15Ë Klaff, L.G. (2003); Getting Happy with the Rewards King, Workforce, April, str.46-50.
EVAL_EXTRA:Š16Ë Konopaske, R., Ivanevich, J.M. (2003), Global Management and Organizational Behavior, McGraw Hill, Irwin, New York, str.168.
EVAL_EXTRA:Š17Ë Markus, H.R., Kitayama, S. (1997); Culture and Self: Implications for Cognition, Emotion and Motivation, Psyhological Review, 98, str.224-253.
EVAL_EXTRA:Š18Ë MOW International Researc Team (1992),The Meaning of Work, London: Academic Press, str.138 Š19Ë Neisser, U. (1998), The Percieved Self: Ecological and Interpersonal Sources of Self Knowledge (Emory Symposia in Cognition), Cambridge University Press, UK.
EVAL_EXTRA:Š20Ë Ng,Q. (2002); Cash is King, but Health Benefits Are Also Welcome, Asia Computers Weekly, October 28,str.1.
EVAL_EXTRA:Š21Ë OBoyle, T.F. (April 1,1994); Bridgestone Discovers Purchase of US Firm Create Big Problem, The Wall Street Journal.
EVAL_EXTRA:Book review Crowds and Markets D. Easley, J. Kleinberg, Networks, Crowds and Markets, Cambridge University Press, 2010. ~~~ I n more that seven hundred pages, the authors present a new and a widely popular topic of networks and the connectedness of a globalized world.
EVAL_EXTRA:Dr Maja Levi Jakšić Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:1.
EVAL_EXTRA:INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4.
EVAL_EXTRA:CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2] ~~~ Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade.
EVAL_EXTRA:Proceedings of work, SINFF-N, page 75 -81. ~~~ Zlatibor UDC 005 ISSN 1820-0222 Number 61, Year XVI December 2011.
EVAL_EXTRA:Publisher Faculty of Organizational Sciences - Belgrade Dean Milan Martić, Ph.D. Editor in Chief Aleksandar Marković, Ph.D. Editor of Internal Department Ondrej Jaško, Ph.D. Editor of International Department Jovan Filipović, Ph.D. Editorial Board: Čedomir Nestorović, PhD, ESSEC Business School, Paris, France Dejan Petović, Ph.D., Faculty of Organizational Sciences, Belgrade Jasmina ]etković, PhD, Faculty of Economics, Podgorica, Montenegro Jasmina Omerbegović Bijelović, Ph.D., Faculty of Organizational Sciences, Belgrade dr Sonja Petrović-Lazarević, Ph.D., Department of Management, Monash University, Australia Milan Martić, Ph.D., Faculty of Organizational Sciences, Belgrade Goran Putnik, PhD, Univerzity of Minho, Portugal Mirjana Drakulić, Ph.D., Faculty of Organizational Sciences, Belgrade Miroslav Svatoš, Faculty of Economics, Chesh Milija Suknović, Ph.D., Faculty of Organizational Sciences, Belgrade Dobrivoje Mihailović, Ph.D., Faculty of Organizational Sciences, Belgrade Robert Leskovar, PhD, Faculty of Organizational Sciences, Kranj, Slovenia Siniša Nešković, PhD, Faculty of Organizational Sciences, Belgrade Roberto Biloslavo, PhD, Faculty for Management, Koper, Slovenia Vesna Milićević, PhD, Faculty of Organizational Sciences, Belgrade Stanka Setnikar Cankar, PhD, Faculty of Administration, Ljubljana, Slovenia Vinka Filipović, PhD, Faculty of Organizational Sciences, Belgrade Peter A. Delisle, Phd, Austin College Peter Bielik, Ph.D., Faculty of Economics and Management, Slovak Republic Milica Bulajić, PhD, Faculty of Organizational Sciences, Belgrade Vesna Bogojević Arsić, Ph.D, Faculty of Organizational Sciences, Belgrade Sladjana Barjaktarović Rakočević, PhD, Faculty of Organizational Sciences, Belgrade Management is being regularly reviewed in DEST DEST - Department of Education, Science and Training of Australia Ulrich Periodicals Technical Editor Milivoje Radenković Andrej Novović Address Belgrade, Jove Ilića 154 Tel./fax.
EVAL_EXTRA:381 11 3950 835 E-mail: manage¿fon.bg.ac.rs http://management.fon.bg.ac.rs/ Journal is published quarterly Printed by Sigra Star, Belgrade CIP Katalogizacija u publikaciji Narodna biblioteka Srbije, Beograd ISSN 1820-0222 = Management (Engl.
EVAL_EXTRA:ed.) ~~~ COBISS.SR-ID 112265484 Copyright © 2004 by Faculty of Organizational Sciences CONTENTS Corporate Governance in Serbian Banks Sladjana Barjaktarović Rakočević, Sladjana Benković, Snežana Knežević Structural and Cohesion Fund Projects of Regional Development European Union Dragana Kragulj, Miloš Parežanin Implementation and Restraints of Ratio Analysis of Financial Reports in Financial Decision Making Snežana Knežević, Sladjana Barjaktarović Rakočević, Draginja \urić Analysis of Existing Housing Fund and Current Housing Constriction with Focus on real Estate Market in Montenegro Jasmina ]etković, Snežana Rutešić, Miloš Knežević Accounting Information System in Banking Planning and Control Draginja \urić, Snežana Knežević, Sladjana Barjaktarović Rakočević Project Vulnerability: State of the Art and Propositions for Future Framework Development Sanja Jovičić, Franck Marle, Jean-Claude Bocquet, Marija Janković, Ludovic-Alexandre Vidal Cost Reduction in the Time of Crisis Tanja Milić Growth Dynamics and Development Problems of Small and Medium Enterprises Ivan Stefanović, Dragan Milošević Strategic Management Concept and Market Restructuring as a Response to new Challenges of the World Financial Crisis Ivana Domazet, Ivan Stošić, Jovan Zubović Cost Optimization of the REM and HP System Electronic Access Channels Mihailo Jovanović, Siniša Rankov Evaluation of Results of Nonprofit Organizations Milka Ivanović, Zorana Antić Sustainable Water Use in 21st Century Marko Barišić, Andrea Toth, Sanja \urić Recruitment and Selection of Student Volunteers: a Multicriteria Methodology Violeta Cvetkoska, Biljana Sekulovska-Gaber, Marijana Sekulovska Effects of Economic Crisis on Entrepreneurship in Culture Milica Kočović Corporate Governance in Serbian Banks UDC: 005.51:334.72.021(497.11) ; 005.334:336.71(497.11) Slađana Barjaktarović Rakočević1, Slađana Benković2, Snežana Knežević3 1,2,3University of Belgrade, Faculty of Organizational Sciences E-mail: sladjana¿fon.rs The question of corporate governance in banks was initiated again after the financial crisis in 2007 occurred.
EVAL_EXTRA:Similarly, new directions in research should be sought for as well as possible reforms of corporate governance in the post-crisis period. ~~~ An adequate corporate governance is undoubtedly of paramount importance for both companies and banks.
EVAL_EXTRA:Corporate governance entails a set of relations between the company management, the board of managers, the shareholders and other stakeholders Š20Ë. Observing the the principles of adequate corporate governance significantly contributes to the increase in the investors trust and consequently to their decisions as to investments.
EVAL_EXTRA:2.
EVAL_EXTRA:Important elements of an adequate corporate governance in banks are the following Š8Ë: Well established corporate strategy; Clear delegation of responsibilities, decision making and authority appropriate to the given level of business risk in the bank; Powerful function of financial risk management; Respect for certain corporate values, rules of business doing and behaviour code; Introduction of financial and managerial incentives to the board of managing directors and to employees, in the form of compensation, promotion and penalties; Transparency and an adequate information flow both internally and towards broader public.
EVAL_EXTRA:These differences primarilly refer to the following aspects of business Š13Ë: Banks have the function of creating solvency that results from liquidity gap between the two sides of the bank balance sheet.
EVAL_EXTRA:Hence an important lesson the regulators had to learn from the financial crisis is to require a stricter prudential regulation related to solvency risk in banks and management of that risk; Banks are institutions with a high level of leverage, that is, their capital structure differs significantly from that of corporations, since they are largely financed from debts; The bank balance sheets themselves are far less explicit and clear at first sight in comparison with the balance sheets of the companies in other industries; Banks are closely related one to another, due to the fact that they do a large portion of their business with other banks.
EVAL_EXTRA:Due to such a situation, the banking sector is highly subject to the domino effect, since problems in one bank are promptly spread to other banks in the system, and even broader; Due to the liquidity gap between assets and liabilities, banks may be endangered by the withdrawal of creditors, regardless of whether they are depositors, investors into credit securities, or other banks.
EVAL_EXTRA:Even a solvent bank can go out of business in case of collective, panicky withdrawal of its creditors; Due to all above listed, banks are, much more than other corporations, controlled and regulated institutions.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:Out of the banks owned by national entities, 8 are owned by the state as a majority owner or the largest individual shareholder, while 4 banks are owned by national private persons. ~~~ 76% of profits of the Serbian banking sector is in the banks owned by foreign shareholders, as well as 73% of total assets and 71% of total capital and the number of employees.
EVAL_EXTRA:Serbian economy is rather bankocentric, due to companies being generally financed from banking loans. ~~~ This fact is clearly evident from the fact that the share of banks in the overall balance sheet sum of the financial sector of Serbia amounts to around 91.8%, the share of financial leasing creditors amounts to 3.6%, the pension funds have a share of 0.04% (data comprised from Š11Ë and Š15Ë).
EVAL_EXTRA:Such provisions in the national law coincide with the Basel Committee recommendations for enhancing governance in the banks. ~~~ As regards ownership in the bank larger than 5%, regardless of whether it is a direct or indirect ownership, it has to be approved of by the National Bank of Serbia.
EVAL_EXTRA:As this is the issue that was not paid due attention to, in its special Decision on banking risks management, the National Bank of Serbia provided the obligation of adopting an adequate policy of earnings and other compensations to the employees, including compensations to the members of the boards of managing directors. this policy is considered to be adequate on condition it is based on the implementation of the business and the strategic policies of the bank, as well as the strategy and the policies in risk management, and on condition it enhances a reasonable and cautious risk taking Š17Ë.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:It is also to be expected that the new Law on Consumer Protection will raise corporate governance in the banks of Serbia to a higher level, as regards the protection of stakeholders interests Corporate governance is not a rounded and closed process; on the contrary, it is permanently amended and improved.
EVAL_EXTRA:REFERENCE Š1Ë Ananchotikul, S, Eichengreen B, Corporate governance reform in emerging markets: How much, why, and with what effects?, Journal of The Japanese and International Economies, 23, pp. 149176, 2009. for International Settlements, Š2Ë Bank http://www.bis.org, 2011 (novembar 2011).
EVAL_EXTRA:Š3Ë Basel Committee on Banking Supervision, Principles for enhancing corporate governance, 2010.
EVAL_EXTRA:Š4Ë Bebchuk L. A, Cohen A, Ferrell A, What Matters in Corporate Governance?, Review of Financial Studies, Vol. 22, No. 2, pp. 783-827, 2009.
EVAL_EXTRA:Š5Ë Beltratti A, Stulz M. R, Why Did Some Banks Perform Better during the Credit Crisis?
EVAL_EXTRA:A CrossCountry Study of the Impact of Governance and Regulation, ECGI Working Paper Series in Finance, Working Paper N°.
EVAL_EXTRA:254/2009, 2009.
EVAL_EXTRA:Š6Ë Caprio G, Laeven L, Levine R, Governance and Financial bank Intermediation, 16, pp. 584617, 2007. ~~~ Journal of valuation, Š7Ë Financial Stability Forum, FSF Principles for Sound Compensation Practices, 2009.
EVAL_EXTRA:Š8Ë Greunning H, Brajovic Bratanovic S, Analiza i up ravljanje bankovni rizicima, Mate, Zagreb, 2006 Š9Ë Knežević S, Barjaktarović Rakočević S, \urić D, Upravljačko računovodstvo u funkciji sticanja konkurentske prednosti i bankarski kontroling, Management- časopis za i praksu menadžmenta, vol. 16, br. 59, pp. 5-13, 2011. teoriju Š10Ë Köhler M, Ownership structure, regulation and the market for corporate control in the EU banking sector, European Journal of Law and Economics, DOI 10.1007/s10657-010-9174-y.
EVAL_EXTRA:Š11Ë Komisija za hartije od vrednosti Republike Srbije, Izveštaj o radu Komisije za hartije od vrednosti Republike Srbije i kretanjima na organizovanom tržištu hartija od vrednosti u Republici u periodu: januar decembar 2010. godine, www.sec.gov.rs Š12Ë Levine, R, The corporate governance of banks: A concise discussion of concepts and evidence, World Bank Policy Research Working Paper No. 3404. ~~~ 2003.
EVAL_EXTRA:Š13Ë Mülbert P. O, Corporate Governance of Banks after the Financial Crisis - Theory, Evidence, Reforms, European Corporate government institute, Working Paper N°.151/2010, 2010.
EVAL_EXTRA:Š14Ë Narodna banka Srbije, Izveštaj o stanju u finansi jskom sistemu, 2010.
EVAL_EXTRA:Š15Ë Narodna banka Srbije, Godišnji izveštaj o poslo vanju i rezultatima rada, 2010.
EVAL_EXTRA:Š16Ë Narodna banka Srbije, Izveštaj za II tromesečje 2011. godine, www.nbs.rs Š17Ë Narodna banka Srbije, Odluka o upravljanju rizici ma banke, 2011.
EVAL_EXTRA:Š18Ë Narodna banka Srbije, www.nbs.rs, 2011.
EVAL_EXTRA:Š19Ë Nikolić J, Erić J, Uloga i vrste upravnih odbora u korporativnom upravljanju, Management časopis za teoriju i praksu menadžmenta, vol. 16, br. 60, str.
EVAL_EXTRA:69-75, 2011. ~~~ Š20Ë OECD Principles of Corporate Governance, 2004.
EVAL_EXTRA:Š21Ë Staikouras P. K, Staikouras C. K, Agoraki M.-E. K, The effect of board size and composition on European bank performance, European Journal of Law and Economics, 23:127, DOI 10.1007/s10657-007-9001-2, 2007.
EVAL_EXTRA:Š22Ë Sullivan R. J, Spong K. R, Manager wealth concentration, ownership structure, and risk in commercial banks, Financial Intermediation, No. 16 pp. 229248, 2007. ~~~ Journal of Š23Ë Sun W, Stewart J, Pollard D, Corporate Governance and the Global Financial Crisis: International Perspectives, Cambridge University Press, 2011.
EVAL_EXTRA:Š24Ë Tandelilin E, Kaaro H, Mahadwartha P. A, Supriyatna, Corporate Governance, Risk Management and Bank Performance: Does Type of Ownership Matter?, EADN WORKING PAPER No. 34, 2007.
EVAL_EXTRA:Š25Ë Zakon o bankama Službeni glasnik RS br. 107/05 i Zakon o izmenama i dopunama Zakona o bankama Službeni glasnik RS br. 91/10.
EVAL_EXTRA:Structural and Cohesion Funds-projects of Regional Development of EU UDC: 332.1:336.1.07(4-672EU) ; 339.92(4-672EU) Dragana Kragulj, Miloš Parežanin Faculty of Organizational Sciences, University of Belgrade kragulj.dragana¿fon.bg.ac.rs The regional policy of the European Union provides a framework for financing a wide range of projects and investments with the aim of enhancing economic growth in the EU member states and their regions.
EVAL_EXTRA:
EVAL_EXTRA:Institutional framework of regional policy implementation There is a large number of bodies included in the decision-making procedure and the regional policy implementation.
EVAL_EXTRA:The classification of statistical regions is performed following the NUTS methodology (French: Nomenclature des unités territoriales statistiques NUTS), stipulated in the Union Decree No. 1059/2003 of the European Parliament and the council on adopting the common classification of territorial units for statistic purposes.
EVAL_EXTRA:On accessing the European Union, the statistical classification is officially recognized as NUTS regions of a new member state and, in accordance with the above quoted regulation, member states are not allowed to change the existing classification over the next three year period.
EVAL_EXTRA:Š4Ë Figure 1 shows that in case of the financial profitability of the project, the EU does not provide financial aid. ~~~ It also shows that economic analysis is of predominant importance for project acceptance, hence it will be paid special attention to in this paper.
EVAL_EXTRA:Š8Ë (1+n) = (1+r)*(1+i), (1) Among the income items in the final year under consideration there is the remaining investment value (e.g., undischarged debt, undischarged assets such as premises and plants, etc.). ~~~ The remaining value will be analysed only if it results into real returns for the investor.
EVAL_EXTRA:Š9Ë 6.
EVAL_EXTRA:To correct such deviations it is necessary that the following general rules should be applied: All input prices should be net, without VAT and other indirect taxes taxes paid by the project customers are then paid by the project owner to tax administration and the tax administration in turn returns these taxes to the customers in the form of public expenditures.
EVAL_EXTRA:The input prices, including earnings, should include all direct taxes employees get net earnings, the taxes go to the government that transfers them to the employees, the retired, their families, etc.
EVAL_EXTRA:The resources (support) obtained from public entities are transfer payments, hence they should be left out of the incomes in the economic analysis.
EVAL_EXTRA:Hence it is important that the project effect should be assessed in the following cases: It is necessary to check the losses of employment in other sectors as a result of the project: gross benefits from employment may overestimate the net effect.
EVAL_EXTRA:The project is sometimes said to maintain the jobs that would otherwise be lost.
EVAL_EXTRA:This type of the argument should be supported by an analysis of cost structure and competitiveness with and without the project.
EVAL_EXTRA:Certain goals of structural funds are oriented to concrete employment goals (e.g., the young, those long unemployed) and it can be important that different effects per target groups should be taken into consideration.
EVAL_EXTRA:In certain cases, in cases of no absolute currency convertibility, the parametre in the analysis is the conversion currency rate as an economic price of foreign currency. ~~~ The more the currency rate differs from the official exchange rate, the higher the likelihood of depreciation or appreciation, which may affect the project performance significantly.
EVAL_EXTRA:The SCF value is assessed on the basis of the export and import values, using the following equation: SCF=(M+X) / ((M + Tm) + (X - Tx)), (2) where M = imports, X = exports, Tm = import payments, and Tx = export payments.
EVAL_EXTRA:Š11Ë 7.
EVAL_EXTRA:A recommended risk assessment procedure is based on: Sensitivity analysis, as the first step, which means the effect of the anticipated changes in variables determining the costs and benefits of a project; The second step is a study of likelihood distribution for selected variables as well as calculations of anticipated value of the project performance indicator.
EVAL_EXTRA:Š12Ë 8.
EVAL_EXTRA:In Great Britain, around 250 000 small and mediumsized enterprises were supported through various measures in this countrys regions. ~~~ An efficient transportation system is a key factor of regional competitiveness and development.
EVAL_EXTRA:REFERENCES Š1Ë European Union regional polisy http://ec.europa.eu/regional_policy/thefunds/cohesion/index_en.cfm, polednji pristup, jun 2011.
EVAL_EXTRA:Š2Ë Mirić O., Regionalna politika evropske unije kao motor ekonomskog razvoja, Evropski pokret, Beograd 2009.
EVAL_EXTRA:Š3Ë Council Regulation (EC) No 1059/2003 of 26 May 2003 on the establishment of a common classification of territorial units for statistics (NUTS).
EVAL_EXTRA:Š4Ë Kirkpatrick, C.,Weiss, J., Cost Benefit Analysis and Project Appraisal in Developing Countries, Elgar, Cheltennan, 1996. ~~~ Š5Ë Council Regulation (EC) No 1083/2006 of 11 July 2006 laying down general provisions on the European Regional Development Fund, the European Social Fund and the Cohesion Fund and repealing Regulation (EC) No1260/1999. ~~~ Š6Ë European Commission, Financial and economic analysis of development projects, Office for Official Publications of the European Communities, Luxembourg, 1997. ~~~ Š7Ë Benković, S., Potentials of project financing proj ects, Management, 49-50, Faculty of Organizational Sciences, Belgrade, 2008. ~~~ Š8Ë Pohl, G., Mihaljek, D., Uncertainty and the dis crepancy between rate of return estimates at project appraisal and project completion, World Bank, Washington D.C.,1991. ~~~ Š9Ë Council Regulation (EC) No 1084/2006 of 11 July 2006 establishing a Cohesion Fund and repealing Regulation (EC) No 1164/94 Š10Ë Kohli, K.N., Economic analysis of investment projects: A practical approach, University Press for the Asian Development Bank, Oxford, 1993. ~~~ Š11Ë Florio, M., The economic rate of return of infra structures and regional policy in the European Union, in Annals of Public and Cooperative Economics, 1997.
EVAL_EXTRA:Š12Ë European Commission, Guide to COST-BENEFIT ANALYSIS of investment projects, Brussels, 2008. ~~~ Š13Ë European Commission, The Growth and Jobs Strategy and the Reform of European cohesion policy - Fourth progress report on cohesion COM page 281 final, Brussels, 2006.
EVAL_EXTRA:Š14Ë European Commission, Fifth progress report on economic and social cohesion: Growing regions, growing Europe, COM page 371, Brussels, 2008.
EVAL_EXTRA:Implementation and Restraints of Ratio Analysis of Financial Reports in Financial Decision Making UDC: 657.14/.17(047.32) ; 005.52:005.33 Snežana Knežević¹, Slađana Barjaktarović Rakočević², Draginja \urić³ ¹Faculty of Organizational Sciences in Belgrade ² Faculty of Organizational Sciences in Belgrade ³Banca Intesa knezevic.snezana¿fon.bg.ac.rs Financial ratios are used to compare the financial performance of companies during the period and comparisons between companies, focusing on similarities, differences and trends.
EVAL_EXTRA:Management accounting and decision making The accounting system is a vital component of the companys information system.
EVAL_EXTRA:Hence accountants are expected to identify the requirements of the users of financial information, on one hand, and the types of decisions, on the other Š1ËŠ2Ë. Financial reports are actually designed for general use, that is, they are not specific of one target group of users.
EVAL_EXTRA:Safety of shares statistical testing, etc. ~~~ Financial analysis incorporates the following segments: 1.
EVAL_EXTRA:In this country, the annual settlement for small and large companies includes: balance sheet; income statement; cash flow report; report on capital turns; notes accompanying financial reports; statistical annex Š12Ë.
EVAL_EXTRA:Gross margin/Profits I 1±2+ 4; 6.
EVAL_EXTRA:The report on the overall results for applying the total expence method is to disclose the following positions: Earnings and expences from current activities; Earnings and expenses affecting capital directly up on creation; Overall results over the given period; Profits pertaining to majority owners; Profits pertaining to minority owners; Earnings per share; Other important information.
EVAL_EXTRA:
EVAL_EXTRA:The company management decides: Which accounting methods will be implemented; Which information will be presented in the notes following financial reports; Which accounting assessments will be conducted; Which events or transactions will be acknowl edged; Other important information.
EVAL_EXTRA:The quantity and quality of notes are part of managerial decisions of the company concerning: The events they chose to present as important; The number of notes that will be presented in a balance position as regards the MRS/MSFI requirements, i.e., to which extent the report will go in view of details; Conditioned liabilities (contracted or future liabili ties); Financial forecasts Management Discussion and Analysis.
EVAL_EXTRA:The ratio analysis is based on the DuPont model (Du Pont Model, devised by F. Donaldson Brown) Illustration no.1.
EVAL_EXTRA:This model is actually the most frequently used model to illustrate the relations between profitability factors and ovaerall investments.
EVAL_EXTRA:The review of the ratio is presented in the following illustration: Factor Account Property turnover Profitability Interest rate burden Leverage Efficiency in taxing Name of ratio Solvency/Liquidity Net working capital Current solvency ratio Quick solvency ratio Cash ratio Cash burden rate Earnings/average property Earnings before interest and taxes/earnings Earnings before interest and taxes Expenses from interest/short -term liabilities Average income/average capital Tax expenses (Earnings before taxes Expenses from interest) Definition Current assets Short-term liabilities Current assets/Short -term liabilities Cash+Marketable securities+receivables/Short -term liabilities Cash/Short-term liabilities Current assets/Average daily operations expenses Factor Account Solvency Indebtedness ratio Debt-capital relation ratio Earnings on interest ratio (number of times) Cash coverage ratio Free cash flow Profitability Gross profit margins Profit margins Returns on total assets Returns on capital Aggregate liabilities/Aggregate assets Aggregate liabilities/Equity capital Earnings before interest and taxes/Expenses from interest Earnings before interest, taxes and amortization (depreciation)/Interests Cash dividends Gross profits/Net income Net profits/N et earnings Net profits/Average total assets Earnings available to owners of common stocks/Average equity capital* *(Equity capital at the beginning of reporting period+Equity capital at the end of the reporting period)/2 Market value Earnings per share Cost and earning ratio Market added value Divident returns on shares Dividend payment ratio Turnover of property Liability turnover Average period Stocks turnover Average age of stocks Total assets turnover Business risk Operational earnings variant coefficient Sales volatility coefficient Operational leverage level (Net profit Preferential dividends)/ Declared common shares ** **Weighted average number of common shares Market price per share/Earnings per share Market price of firms shares Own capital distributed by shareholders Dividends per share/Market price per share Dividends on common shares/Net profit Preferential dividends Net sales on credit/Average receivables from customers* *(Receivables at the beginning of reporting period+Receivables at the end of reporting period)/2 365 days/Receivables turnover Net sales/Average stocks** **Stocks at the beginning of reporting period+ Stocks at the end of reporting period/2 365 days/Stocks turnover Net earnings/Average total assets*** ***(Total assets at the beginning of reporting period+Total assets at the end of reporting period)/2 Standard deviation of earnings before interest and taxes/average earnings before interest and taxes Standard deviation of sales/Average sales Percentage of chan ge in earnings before interest and taxes/Percentage of sales The analysis of financial reports allows for reading financial reports to a large group of users.
EVAL_EXTRA:Forecasting the sustainable growth of the company; forecasting the future values and growth of earnings; Turnover forecasting.
EVAL_EXTRA:The Ratio analysis is useful in: Evaluation of performance; Environment analysis; Disclosure of the relation between activities and performance; Benchmarking with the companys previous period Benchmarking with the industry (average, leader in the branch) Implementation of Altman Z-score test to test a likelihood of the company bankruptcy; Often implemented in the procedure of financial analysis are the ratio figures with the model known as Altman Z-score test, developed in 1968 by Edward Altman for bancruptcy predictability.
EVAL_EXTRA:Quality of financial information and restraints in the ratio analysis implementation Financial reporting contributes to raising transparency of the capital market processes, of investors interests protection, and to raising the safety level in the decision-making process. ~~~ Š10Ë Š11Ë.
EVAL_EXTRA:The restraints in the implementation of the financial ratio analysis: Industry of the company is often difficult to identi fy; Accounting practices differ from one company to another, which may distort the value of the ratio; Deviations in the ratios in certain cases are difficult to define; Industry ratios may not be the desired targets; Published processes of industries are only guide lines, i.e., they are approximative in character; Seasonal effects on ratios; Incompleteness of ratios.
EVAL_EXTRA:In addition to the above listed, restrains are the following: (cid:123) Numerous large corporations maintain manifold business relations, hence it is difficult to identify the industry group the firm belongs to.
EVAL_EXTRA:A comparison of the ratio with the ratio values of other corporations may prove negligible; (cid:123) Financial reports are characterised by the implementation of historical costs where the effects of inflation are neglected; (cid:123) Ratios are static and they do not take into consideration the future trends, hence the assessment of the financial standing on the balance day and of the success in a given year can be useful only for conclusions concerning that particular period. (cid:123) Managers can sometimes exaggerate in presenting their financial figures, etc. the aspect of performance measuring of the company management is very important, because it is their performance that conditions the price of their shares.
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EVAL_EXTRA:The techniques of analysis are various due to various users, their different levels of knowledge, the variety of information necessary for decision making as well as due to the general nature of financial reports. ~~~ Financial reports are highly important for the managerial communication of results of the company to investors, creditors and analysts.
EVAL_EXTRA:REFERENCE Š1Ë Hopper, T., Northcott, D., Scapens, R.B.,1997.
EVAL_EXTRA:Issues in Management Accounting, Prentice Hall, London.
EVAL_EXTRA:Š2Ë Shim, K. J., Siegel, J., 2007.
EVAL_EXTRA:Financial al Management, Third Edition, McGraw Hill, London Š3Ë Ketz, J.E 2007.
EVAL_EXTRA:Hidden Financial Risk: undestand ing off balance sheet Accounting, John Wiley & Sons, Inc., New Yersey.
EVAL_EXTRA:Š4Ë Callahan, R. K., Stetz, S. G., Brooks, M.L., 2007: Project Management Accounting Budgeting, Tracking, and Reporting Costs and Profitabiliy, John Wiley & Sons, Inc., New Yersey.
EVAL_EXTRA:Š5Ë Zakon o porezu na dobit (Sl. glasnik RS, br. 25/2001, 80/2002, 43/2003 i 84/2004) Š6Ë www.
EVAL_EXTRA:Big4.com Š7Ë http://www.sec.gov/news/studies/2009/sox 404_study.pdf Š8Ë http://www.fasb.org/home - Financial Accounting Standard Board Š9Ë http://www.readyratios.com/?gclid=CIzVs_X3 qwCFcnwzAodzFiBXg Š10Ë http://www.ucp.org/uploads/media_items/ucp-au dited-financial-statements-10.original.pdf Š11Ë http://finance.hartford.gov/Shared%20Docum ents/Hartford,%20City%20ofGASB%20Financials-6-30-102%20final.pdf Š12Ë http://www.apr.gov.rs/ Š13Ë http://portal.wlw.hr/Default.aspx?sid=357 Analysis of Existing Housing Fund and Current Housing Construction With Focus on Real Estate Market in Montenegro UDC: 332.812(497.16) ; 005.52:005.33 Jasmina ]etković1, Snežana Rutešić1, Miloš Knežević1 1Faculty of Economics in Podgorica jasmina¿ac.me Although in Montenegro the right to having a flat is not defined by the Constitution, Montenegro, as a signatory of certain international agreements and conventions, is committed to approach this issue in accordance with undertaken obligations, with appreciation of all specificities caused by the historical legacy in this area and relatively limited opportunities which are consequences of the social system size.
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EVAL_EXTRA:Structure of flats Number of flats special rooms studio and 1- room 2 rooms 3 rooms 4 rooms 5 and more rooms flats of unknown structure TOTAL 2,570 37,421 62,077 60,753 29,079 14,228 206,153 Table 1.
EVAL_EXTRA:Structure of flats for vacation and Number of relax Flats in weekend houses Flats in family houses Flats in other buildings TOTAL flats 25,811 5,.724 5,625 37,160 Table 2.
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EVAL_EXTRA:The value of finished construction works in the IV quarter of 2010 is higher by 60,7% in relation to the same quarter in the last year, while it is higher by 51,3% in relation to the III quarter for same year (Graph 1). ~~~ Year TOTAL Residential buildings Non residential buildings Other buidlings * 130,104 100% 259,880 100% 285,345 100% 412,352 100% 362,430 100% 64,222 49,36% 85,175 32,77% 119.553 41,90% 183,242 44,44% 184,028 50.78% 20,996 16,14% 110,732 42,61% 97,351 34,12% 85,186 20,66% 58,418 16.12% 44,886 34,50% 63,973 24,62% 68,441 23,99% 143,924 34,90% 119,984 33.11% * transport infrastructure, pipelines, communication and electric lines, complex industrial constructions and other Table 4.
EVAL_EXTRA:Index of value of finished construction works 2009 = 100 Index of new contracts on buildings 2009 = 100 Graph 2.
EVAL_EXTRA:Index of new contracts on buildings in IV quarter in 2010.
EVAL_EXTRA:Index of value of finished construction works in IV quarter in 2010 ( 2009 = 100) Š4Ë growth of total built area of flats with an almost proportional growth and average area of flats.
EVAL_EXTRA:The ratio of the number of flats in residential buildings to private houses in EU ranges from 35% in Denmark to 75% in Lithuania, while for the most countries of EU this ratio is around 50% Š1Ë. ~~~ From Monstat data for 2009 it can be concluded that from the newly built 1,637 flats in residential buildings, only 962 flats are sold, i.e. around 60%.
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EVAL_EXTRA:NUMBER OF FINISHED FLATS YEAR TOTAL Flats in residential buildings Flats in private houses TOTAL Flats in residential buildings Flats in private houses 2.679 1.930 2.114 1.500 3.448 2.453 AREA OF FINISHED FLATS, in thous. m 2 NUMBER OF UNFINISHED FLATS TOTAL Flats in residential buildings Flats in private houses 13.344 1.673 11.671 AREA OF UNFINISHED FLATS, in thous. m 2 11.570 2.063 9.507 11.932 1.515 10.417 TOTAL Flats in residential buildings Flats in private houses 1.006 Table 5.
EVAL_EXTRA:According to the available data from 2010 Š6Ë the total number of registered legal entities that have construction activity as a predominant activity is 3,134 (under the code of activity 45). ~~~ It can be said that the identified characteristics of construction in Montenegro are also valid for the part regarding participants, contractors in housing construction Š7Ë: there are no large companies which are holders of development, only a small number of medium enterprises, and the rest are small enterprises, a small number of employees in companies with greater participation of non-resident labor, large short-term obligations which are on the level of constant property which is probably a guarantor for these loans, presence of large stocks in company business, lack of resources in companies, lack of available financial assets, no satisfactory level of mechanic equipment in most companies - outdated equipment and machinery, bad and inefficient organization, reduced productivity lack of quality staff insufficient number of qualified and highly professional staff, Difficulty in obtaining bank guarantees.
EVAL_EXTRA:Number of employees on construction place at the end of report quarter number of employees 2.343 3.525 3.522 4.200 3.665 6.783 Index 63,9 96,2 96,1 114,6 100,0 185,1 Year Finished effective hours in 000 hours 5,345 8,424 8,280 9,994 8,071 8,061 Index 66.2 104.4 102.6 123.8 100.0 99.9 Table 6.
EVAL_EXTRA:5.
EVAL_EXTRA:Analyses of movement on real estate market in Montenegro The real estate market in Montenegro has always been very attractive.
EVAL_EXTRA:The coefficient of availability of real estates, which measures the ratio of the average price per square meter and the average net wage in Montenegro was in 2008, for Podgorica, 4.09 and for Budva it was 7.61. the presented data point to the high cost of real estate in Montenegro at the time, and the relative unavailability of housing objects to employee population.
EVAL_EXTRA:According to recent data from Monstat, 2009 was characterised by buying and selling of 962 flats with a total useful area of 56,100 m2, and an average price of 1250 ¡/m2 Š10Ë.
EVAL_EXTRA:According to the same source, in the first half of the 2010 , 529 flats were sold with a total useful area of around 31,000 m2, at average prices of 1200 ¡/m2.
EVAL_EXTRA:In both cases, the highest price of housing spaces was in Bar and Budva (1400-1500 ¡/m2).
EVAL_EXTRA:These data indicate a significant decline in prices of newly built flats compared to the previous period.
EVAL_EXTRA:(Table 7). ~~~ Year Montenegro Podgorica Bar Budva Nikšić Other - 1,087 1,377 - 2,082 1,332 1,072 1,486 1,527 2,769 1,530 1,355 1,188 2,165 1,003 2,806 1,250 1,168 1,516 1,334 1,537 Table 7.
EVAL_EXTRA:Unfortunately, this increase in quantity has not been matched to their adequate development, among other things, due to certain limitating environmental factors (lack of trained labor, unavailability of loans for business improvement and investments in fixed assets, a strong impact of grey market, etc.) ~~~ However, the contemporary housing market is characterized by a significant decrease in demand, which is a consequence of the global economic crisis, which caused the decline in housing prices and aggravated the business of a larger number of small construction companies.
EVAL_EXTRA:Also, the Strategy determines the mission of the housing sector which is supposed to be a dynamic, organized, flexible and sustainable system, which will be supported by all participants (governments, local government financial and other institutions, companies) to develop the market and other mechanisms (different housing programs, subsidies, etc) and create opportunities so that households and individuals can satisfy their diverse housing needs Š12Ë. LITERATURA Š1Ë OTB Research Institute for the Built Environment, Housing Statistics in the European Union, Delft University of Technology, 2010. ~~~ Š2Ë Penev, G: Demographical trends in Montenegro from middle of 20 century and perspective until 2050, Podgorica, 2009.
EVAL_EXTRA:Š4Ë Statistical office of Montenegro Š3Ë Statistical office of Montenegro - Monstat, Statistical yearbook of Montenegro of 2010, Podgorica, 2010. ~~~ - Monstat, Construction activity in Montenegro in I, II, III and IV quarter of 2010, Podgorica, 2011. ~~~ Š5Ë Statistical office of Montenegro - Monstat, Construction activity in Montenegro in IV quarter of 2010., Podgorica, 2010.
EVAL_EXTRA:Š6Ë www.crps.me (December, 2010) Š7Ë Ministry for Spatial Planning and Environment Protection, Strategy of construction development in Montenegro until 2020, Podgorica, 2010. ~~~ Š8Ë Statistical office of Montenegro- Monstat, Monthly statistical overview, January 2011, Podgorica, 2011. ~~~ Š9Ë Fabris, N.; Kalezić, Z.: Analyses of real estate market, Central Bank of Montenegro, Podgorica, 2008.
EVAL_EXTRA:Š10Ë Statistical office of Montenegro - Monstat, Prices of newly built flats for 2009, Podgorica, 2010.
EVAL_EXTRA:Š11Ë Statistical office of Montenegro - Monstat, Prices of newly built flats in I half of year of 2010, Podgorica, 2010.
EVAL_EXTRA:Š12Ë Ministry of sustainable development and tourism, in Montenegro, strategy National housing Podgorica, 2011.
EVAL_EXTRA:Accounting Information System in Banking Planning and Control UDC: 005.51:336.71 ; 007:336.71]:004 Draginja \urić, Snežana Knežević, Slađana Barjaktarović Rakočević Banca Intesa Faculty of Organizational sciences in Belgrade knezevic.snezana¿fon.bg.ac.rs Modern economic theory looks beyond established, traditional frameworks when describing companies.
EVAL_EXTRA:1.
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EVAL_EXTRA:Introduction Modern bank capital management requires various information in real time: (cid:34) capital flow, (cid:34) financial balance (long-term and short-term), (cid:34) busines outcomes, (cid:34) financial performance, and (cid:34) other operational management information Banks need to develop a technique of strategic and operational control of tasks set in accordance with target values.
EVAL_EXTRA:An optimum information funding needs the bank accounting to be the leading tool.
EVAL_EXTRA:Hence accounting is expected to provide the following information: what are the banks earnings from certain transac tions; how high are interest rates in concrete transactions with clients; which are the costs of banking services, how large are they and and in which way are they incurred; which is the contribution to the company results made by certain types of transactions, client groups or business units; which business structure reveals the profits and risk profiles; which business conditions affect the quality of re sults, etc.
EVAL_EXTRA:Illustration 1.
EVAL_EXTRA:3.
EVAL_EXTRA:Planning as management process Planning is one of the most important functions in ensuring continuity in banking.
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EVAL_EXTRA:Projecting future business activities and identify ing business target results. ~~~ Strategic goals of the bank can be the following: 1.
EVAL_EXTRA:Organizational activities are undertaken to shape different interests, including specific strengths of the bank, as well as institutional pressures. ~~~ 4. ~~~ Accounting report and planning The strategic planning and positioning concept is only a starting point of a business strategy Š6Ë. ~~~ In many cases, strategy results from an interaction between the management, the employees, and the environment.
EVAL_EXTRA:Accounting planning is a procedure of projection of different types of planning, meant to peerform the following managerial functions: 1. by plan projections the management creates a vi sion of business in the future; 2. plans make basis for outcome evaluation; 3. plans are tools for coordination of activities in order that they be oriented towards the set strategic goals.
EVAL_EXTRA:Planning should include the following segments: 1. income and expenditure planning per bank prod ucts and business segments; 2. expenditure planning according to the type of expenditure on the bank or organizational unit level; 3. planning interest and non-interest income; 4. planning internal prices and interest rates; 5. cash flow planning; 6. planning in domestic currency and in a number of different currencies, and other. ~~~ An efficient management of the planning and outcome tracking processes requires a powerful information logistics, as well as development of internal models for outcome tracking on the level of the banking group (bank), on the segment level, on the level of bank product clusters, as well as on the level of business segment managers.
EVAL_EXTRA:As the basic sources of data for the information on activities and operations, the balance sheet and income statement are not the goal in themselves; they rather serve as an adequate tool in: planning, control, analysis, information, and management. especially if they are presented in a simplified form, concisely and neatly.
EVAL_EXTRA:As regards these, it is necessary to take into consideration the following important parametres, as a minimum requirement: profitability; solvency; adequacy of reserves; quality of assets; off-balance risk exposure; concentrations of certain types of risk exposure; operational risk; and efficieny of the bank tracking and control system.
EVAL_EXTRA:The analysis of the structure of capital for a number of successive periods can provide varied important information on the bank business operations: information on achieved rise (or fall) in profits; information on the value flow of assets; information on the impact of external factors upon banks business; an applied system of profit distribution; financing policy results, etc.
EVAL_EXTRA:A strategic plan for the bank capital should include at least the following data: banks needs for capital; desirable level of capital; external capital sources; anticipated capital investments, etc. ~~~ The process of planning the bank capital is expected to ensure that the capital structure should be consistent with the nature and the scope of the banks business.
EVAL_EXTRA:The annual capital plan is devised on the basis of the strategic plan for the bank capital management. ~~~ This plan includes the following important components: existing and planned sources as basis of the pro jected capital growth; the policy of profits distribution including the rate of dividend payment, i.e., capitalization on the basis of the earned and anticipated bank profits. sectors for which the growth of balance assets is forecasted; improvement of the existing banking activities, as well as planning a new set of offer of banking services; investments into modern technology, including ex pansion in the banking network; assessment of internal control and capital allocation in accordance with individual risks per individual bank activities; assessment of the banks need for capital, as well as a forecast of anticipated standing in the following period; calcualtions of a munimum returns on capital rate; quantitative and qualitative analyses of the existing and required resources of the banks internal and external capital.
EVAL_EXTRA:The general assumptions for an efficient budgeting and forecasting are the following: price stability in order to eliminate the risk of change in interest rates; stability of exchange rates; realistic growth of the banks balance potential; and strong information base, where the strategically-oriented management accounting has a dominant role.
EVAL_EXTRA:Three facts should be observed in the projection of the potential growth in the banks balance: 1. the development of the region in which the bank does business, 2. the banks developmental tendency in the previ ous period, and 3. an objective survey of the banks position on the financial market.
EVAL_EXTRA:The following reports generated by the bank can be used for the purposes of strategic accounting budgeting: monthly reports of the bank management on achievements and on cost efficiency, the domain of operational statistics; quarterly reports of the bank management on the dynamics of goal achievement; annual reports on the market share of both the bank and its branches, the domain of the marketing information system; ratio reports for the purposes of measuring performance and comparison with competition (banking and non-banking institutions), as well as of comparison per narrower organizational sections created by management accountants.
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EVAL_EXTRA:Hereinafter, the projected financial reports of the bank will be presented (Survey 1, Survey 2): Review 1: Projection of balance sheet Variable value Assets Net credits 31st Dec. I 8,486,676 9,707,400 10,131,937 10,573,209 11,138,945 11,733,022 Other interest bearing placements 1,377,483 1,078,600 1,125,771 1,174,801 1,237,661 1,303,669 Total interest bearing assets 9,864,159 10,786,000 11,257,707 11,748,010 12,376,605 13,036,691 Interest non-bearing assets 4,235,187 3,595,333 3,555,065 3,509,146 3,490,837 3,456,449 Total assets Liabilities 14,099,346 14,381,333 14,812,773 15,257,156 15,867,442 16,502,140 Non-interest bearing basic deposits 3,862,163 4,441,483 5,377,004 5,391,027 5,479,911 5,496,316 Interest bearing basic deposits 1,259,781 671,387 960,179 1,117,652 1,301,479 1,409,312 Other deposits Total deposits Credits (interest.) 8,181 51,645 64,012 65,744 68,499 140,931 5,130,125 5,164,515 6,401,195 6,574,423 6,849,889 7,046,559 992,109 992,200 Other liabilities (non-interest.) 396,765 298,929 711,244 730,491 761,099 782,951 Total liabilities 6,518,999 6,455,644 7,112,439 7,304,914 7,610,988 7,829,510 Reservations for potential losses per off-balance items 1,117,269 1,117,269 528,000 400,000 300,000 250,000 Own capital 6,463,078 6,808,420 7,172,334 7,552,242 7,956,455 8,422,630 Total capital and liabilities 14,099,346 14,381,333 14,812,773 15,257,156 15,867,442 16,502,140 Off-balance evidence 3,574,284 3,751,979 2,650,000 2,650,000 2,550,000 2,350,000 Business on behalf and for the third parties Issued payable guarantees: 1.
EVAL_EXTRA:Old 2.
EVAL_EXTRA:New 1,812,181 1,812,181 650,000 700,000 700,000 700,000 1,039,296 772,885 650,000 700,000 700,000 700,000 Issued performance guarantees: 1,389,798 1,389,798 1,400,000 1,300,000 1,200,000 1,000,000 1.
EVAL_EXTRA:Old 2.
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EVAL_EXTRA:New 194,125 1,195,673 1,400,000 1,300,000 1,200,000 1,000,00 Issued avals, backing guarantees 372,305 550,000 600,000 650,000 650,000 650,000 Review 2: Projection of income statement (in 000 dinars) 1st June Net income from interest rates 717,818 1,027,487 1,100,602 1,073,685 1,057,131 1,088,562 Incomes from compensations 521,290 807,311 900,493 914,621 975,813 1,179,275 Total income 1,239,108 1,834,798 2,001,095 1,988,306 2,032,945 2,267,837 Operational expenditures a) Earnings and compensation to employees b) Property and equipment 596,754 733,919 800,438 795,322 813,178 907,135 55,044 60,033 59,649 60,988 68,035 c) Other operations expenditures 429,836 642,179 700,383 695,907 711,531 793,743 Total operational expenditures Expenditures on the basis of loses on loans 1,431,143 1,560,854 1,550,879 1,585,697 1,768,913 (24,903) (8,661) (9,002) (11,541) (12,119) Income from securities sales 36,116 73,392 80,044 99,415 121,977 158,749 Profit/loss prior to tax from profit Profit tax Net profit/loss 501,950 528,945 545,845 580,765 669,792 70,273 74,052 70,960 75,500 87,073 431,677 454,893 474,885 505,266 582,719 The need to plan banking activities as segments of the management process is conditioned by the processes of deregulation and globalization of financial markets.
EVAL_EXTRA:These activities are meant to achieve three goals: operational plans that serve to specify the details on how the overall bank objectives can be achieved; long-term plans that cover the time horizon longer 1. an efficient management of bank resources (Do the right thing) 2. an effective use of bank opportunities on financial market (In the right way) 3. an adequate measuring of efficiency and productivity in banks; for this purpose the Malmquist index is used Š5ËŠ7ËŠ11Ë; it is used as support in the function of supervision over the banking sector as well as in strategic planning.
EVAL_EXTRA:From the aspect of purpose for which they are devised, the types of plans in the bank are the following: strategic plans on the bank level that serve to define the overall objectives of the bank and tend to adequately position the bank in the business environment; than three years; short-term plans that cover a one-year period, a quarter of the year, or a month; permanent plans meant to provide resources for repetitive activities; plans to be implemented in unique situations; specific, strictly specified plans.
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EVAL_EXTRA:Internal auditing provides support to the bank accounting for the purpose of a more efficient management and in this sense it assesses the efficiency of internal control in the banks organizational units.
EVAL_EXTRA:It can be observed from several aspects: the control of the achievement of the banking in stitution as a whole; the controlof the achievement of the banks profit and investment centres; the control of the achievement of the cost centre of the bank, where the criterion is the deviation from the anticipated costs and the beginning of the management process for a new cycle of the bank management.
EVAL_EXTRA:In other words, management accounting should put a stress in satisfying information needs of the strategic management on the following activities: 1. introducing a new structure of reporting to the bank management; quarterly and monthly reports; 2. introducing new information systems based on integration of planned information of both internal and external character; 3. introducing new control and rewarding systems as a measure for tracking performance in order that they should be improved.
EVAL_EXTRA:REFERENCE Š1Ë \urić, D., (2010), Izveštaji upravljačkog računovodstva za potrebe odlučivanja u poslovnoj praksi, Menadžment 55, str.
EVAL_EXTRA:17-24. ~~~ Š2Ë \urić, D., Knežević, P. S., Barjaktarović, R. S., (2011), Upravljačko računovodstvo u funkciji sticanja konkurentske prednosti i bankarski kontroling, Menadžment 59, str.
EVAL_EXTRA:5-15. ~~~ Š3Ë Fries, S., Neven, D., Seabright, P., (2002), Bank Performance in Transition Economices, EBRD.
EVAL_EXTRA:Š4Ë Fries, S., Taci, A., (2002), Banking Reform and Development in Transition Economies, EBRD.
EVAL_EXTRA:Š5Ë Grifell-Tatje, E., Lovell, C.A.K., (1996), Deregulation and productivity decline: The case of Spanish savings banks, European Economic Review 40, pp. 1281-1303.
EVAL_EXTRA:Š6Ë Hopkins, E.W., Hopkins, A.S., (1997), Strategic planing financial permormance relationships in banks: a causal examination, Strategic Management Journal 18:8, pp. 635-652. ~~~ Š7Ë Isik, I., (2008), Productivity, technology and efficiency of de novo banks: A counter evidence from Turkey, Journal of Multinational Financial management 18, pp. 427-442.
EVAL_EXTRA:Š8Ë Knežević, S., Milosavljević, M., Dimitrović, V., (2010), Značaj strategijskog upravljačkog računovodstva za upravljanje bankama, Menadžment, 57, pp. 23-29. ~~~ Š9Ë Kloten, N., Von Stein, J., (1999), Geld-Bank-und Borsenwesen, Schaffer-Poeschel Verug, Stuttgart.
EVAL_EXTRA:Š10Ë OECD, (2008), Rentabilite des banques comptes des banques 1996-2005. ~~~ Š11Ë Primorac, M., Troskot, Z., (2005), Mjerenje efikasnosti i produktivnosti hrvatskih banaka Malmquistovim indeksom promjene ukupne faktorske produktivnosti, Finansijska teorija i praksa 29 (4), str. ~~~ 367-383.
EVAL_EXTRA:Š12Ë Wu, Cheng-Ru, Lin, Chin-Tsai, Tsai, Pei-Hsuan., (2010), Evaluating Business Performance of wealth management banks, European Journal of Operational Research 207, pp. 971-979.
EVAL_EXTRA:Project Vulnerability: State of the Art and Propositions for Future Framework Development UDC: 005.334:005.8 Sanja Jovičić2, Franck Marle1, Jean-Claude Bocquet1, Marija Janković1, Ludovic-Alexandre Vidal1 1LaboratoireGénie Industriel, Ecole Centrale Paris, France 2Faculty of Organizational Sciences, University of Belgrade sanja.jovicic¿ecp.fr This paper reviews research studies of vulnerability in different scientific disciplines.
EVAL_EXTRA:It must be noted that just several works are present in a domain of industrial engineering and particularly in a field of project management Š32Ë. Benchmarking more then 30 articles about vulnerability in different research areas, we have found that terms used on a conceptual level as well as application practices are still very vague.
EVAL_EXTRA:Among numerous ways to define project, this paper adapts a definition that project is a temporary and unique endeavor undertaken to deliver result Š25; 21; 32Ë. Uniqueness and temporariness are the characteristics that make project different from everyday activities.
EVAL_EXTRA:The temporariness is manifested through defined beginning and end Š25Ë. Targeted values are project deliverables corresponding to service, product or extension of understandings, scientific contribution and other beneficial changes Š29Ë. Deliverable is directly provided by project operational activities.
EVAL_EXTRA:Managerial activities are organized into five main processes: initiation, planning, realization, control and monitoring and project closure Š25Ë. Project can be seen a system whose structure consists of several levels.
EVAL_EXTRA:Thus, project can be structured Š32Ë through: Project phases, Project values, objectives and goals, Project processes and activities, Project resources, actors, know-how, etc.
EVAL_EXTRA:With increasing complexity and importance of projects, the need to manage risk arises naturally Š21; 13Ë. Authors generally agree Š25; 21Ë that project risk is managed through four-step process.
EVAL_EXTRA:Here, research process es tend to identify social facts that are somehow conceptualized in the occurrence of crime among individuals or groups of individuals Š7Ë. as a level to which an entity, sub-system or system has been negatively changed.
EVAL_EXTRA:This is a synthesized list of issues that should be addressed while establishing a framework of project vulnerability: Vulnerability is multidisciplinary concept that consists of exposure (of an entity, sub-system, system) to stresses and disturbances, and difficulty in coping with them.
EVAL_EXTRA:Exposure is constituted of stresses, shocks and disturbances that are expected to have effects on an entity, sub-system or system.
EVAL_EXTRA:
EVAL_EXTRA:Sensitivity is defined Mostly mentioned strategies for reduction of vulnerability are: adaptation and mitigation.
EVAL_EXTRA:Its application is very present in natural systems and other systems that are exposed to unmanageable hazards; thus, mitigation is the only way to cope with.
EVAL_EXTRA:Analysis of vulnerability refers to a possible future harm.
EVAL_EXTRA:State of en entity, sub-system or system is always evaluated in a present moment.
EVAL_EXTRA:No vulnerability analysis provides a universal, accepted mechanism of key vulnerable parameters that could be used as a good base for designing methods to measure or assess vulnerability.
EVAL_EXTRA:Generally, the characteristics of steps are common and when applying them in the context of project, issues that need to be addressed are follows: The concept must be clarified on its theoretical level and defined in a way to be translated into a function.
EVAL_EXTRA:The vulnerability is contingent to certain hazardous events. ~~~ Hazards can be either external or internal.
EVAL_EXTRA:Vulnerability is a multi-scale and multi-natural concept.
EVAL_EXTRA:It means that vulnerability can be assessed on different levels of a project system.
EVAL_EXTRA:A multidimensional nature is determined by different nature of damages and different units that are used for its expression.
EVAL_EXTRA:The method must not neglect dynamic characteris tics of vulnerability.
EVAL_EXTRA:To make assessment of vulnerability valid, indicators and parameters must be carefully chosen.
EVAL_EXTRA:Thus, we adopt definition of vulnerability in negative terms: degree to which a system is susceptible to and unable to cope with adverse effects Š28; 23Ë. Relying on this definition and common characteristics mentioned earlier in this paper, vulnerability is influenced by the ability of a system to absorb shocks and autonomy to self-organize in order to recover from the initial impact Š11Ë. Vulnerability is manifested in potential deviations between planned/desired and actual project values.
EVAL_EXTRA:V = f (E, S, AC) PI = f (E, S) V = f (PI, AC) (1) (2) (3) Where V is vulnerability, E is exposure, AC is adaptive capacity, a PI is a potential impact.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:Steps in vulnerability identification using system thinking method Š32Ë 5.
EVAL_EXTRA:Resting on commonness in vulnerability concepts we synthesized its characteristics: Vulnerability is an extent to which a system is inca pable to cope with negative effects; t consists of: exposure, sensitivity and resilience; Vulnerability is changed over the time and not di rectly observable phenomenon; The concept lacks on metric system.
EVAL_EXTRA:The difficulty to build it arose from difficulties to identify relevant indicators of vulnerability.
EVAL_EXTRA:Concept of project vulnerability is partially under stood and developed.
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EVAL_EXTRA:Identified underlined structure of a concept opens up new questions that are focus of our future research: Identification and classification of factors that in fluence project vulnerability.
EVAL_EXTRA:Finding consensus about crucial vulnerability fac tors.
EVAL_EXTRA:Identify most common trade-offs of project values.
EVAL_EXTRA:Compare preferences in trade-offs and other vulnerability elements due to subjective and other specific issues that influence perception of vulnerability.
EVAL_EXTRA:REFERENCES Š1Ë Anderson, M.B. Vulnerability to disaster and sustainable development: A general framework.
EVAL_EXTRA:In: Munasinghe, M. Clarke, C. (Eds.), Disaster Prevention Sustainable Development: Economic and Policy Issues.
EVAL_EXTRA:International Decade for Natural Disaster Reduction and World Bank, pp. 41-60, 1995. for Š2Ë Angus, Y.G. Flett, P.D. Bowers, J.A. Developing a value-centred proposal for assessing project success, International Journal of Project Management 23 (2005), 428-436, 2005.
EVAL_EXTRA:Š3Ë Barber, R. Understanding internally generated risks in projects, International Journal of Project Management Volume 23 (Issue 8): Pages 584-590, 2005.
EVAL_EXTRA:Š4Ë Berdica, K.
EVAL_EXTRA:An introduction to road vulnerability: what has been done is done and should be done, Transport Policy 9 (2002), 117-127, 2002.
EVAL_EXTRA:Š5Ë Berkes, F. Folke, C. Linking social and ecological systems for resilience and sustainability.
EVAL_EXTRA:In: Berkes, F. Folke, C. (Eds.), Linking Social and Ecological Systems, Cambridge University Press, Cambridge, pp. 1-25, 1998.
EVAL_EXTRA:Š6Ë Blaikie, P.Cannon, T. Davis, I. Wisner, B.
EVAL_EXTRA:At Risk: Natural Hazards, Peoples Vulnerability and Disasters, Routledge, London, 1994. ~~~ Š7Ë Bowling, B, Racial harassment and the process of victimization.
EVAL_EXTRA:Conceptual and methodological implications for the local crime survey, British Journal of Criminology 33 (2), 1993. ~~~ Š8Ë Burton, I. Kates, R.W. White, G.F. ~~~ The Environment as Hazard, Guilford, New York, 1993. ~~~ Š9Ë Carpenter, S. Walker, B. Anderies, J.M. Abel, N. ~~~ From metaphor to measurement: resilience of what to what?
EVAL_EXTRA:Ecosystems 4, 765-781, 2001.
EVAL_EXTRA:Š10Ë Coburn, A.W. Spence, R.J.S. Pomonis, A. (A991) Disaster Mitigation.
EVAL_EXTRA:UNDP Disaster Management Training Programme.
EVAL_EXTRA:Š11Ë Dilley M. Boudreau T.E. ~~~ Coming to terms with vulnerability: a critique of the food security definition, Food Policy 26 (2001) 229-247, 2001.
EVAL_EXTRA:Š12Ë Folke, C. Resilience: the emergence of perspective for social-ecological systems analysis, Global Environmental Change 16 (3), 253-267, 2006.
EVAL_EXTRA:Š13Ë Gosh, S. Jintanapakanont, J. Identifying and assessing the critical risk factors in an underground rail project in Thailand: a factor analysis approach, International Journal of Project Management 22 (2004) 633643, 2004.
EVAL_EXTRA:Š14Ë Hewitt, K. Regions of Risk: A Geographical Introduction to Disasters, Longman, Harlow, 1997.
EVAL_EXTRA:Š15Ë Hinkel, J. Indicators of vulnerability and adaptive capacity: Towards a clarification of the science-policy interface, Global Environmental Change 21 (2011) 198-208, 2011.
EVAL_EXTRA:Š16Ë Ionescu, C. Klein, R.J.T. Hinkel, J. Kumar, K.S.K. Klein, R. ~~~ Towards a formal framework of vulnerability to climate change, Environmental Modelling and Assessment 14, pp 1-16, 2009.
EVAL_EXTRA:2007: Impacts, Adaptation Š17Ë IPCC, Summary for Policymakers.
EVAL_EXTRA:In: Palutikof, J. van der Linden, P. Hanson, C. (Eds.), Climate Change and Vulnerability.
EVAL_EXTRA:Contribution of Working Group II to the Intergovernmental Panel on Climate Change, Cambridge University Press, Cambridge, UK, pp. 7-22, 2007. the Fourth Assessment report of Š18Ë Johansson, J. Hassel, H.
EVAL_EXTRA:An approach for modelling interdependent infrastructures in the context of vulnerability analysis, Reliability Engineering and System Safety 95, 1335-1344, 2010. ~~~ Š19Ë Luers, A.L.
EVAL_EXTRA:The surface of vulnerability: an analytical framework for examining environmental change, Global Environmental Change 15, 214223, 2005.
EVAL_EXTRA:Š20Ë Luers, L.A. et al.
EVAL_EXTRA:A method for quantifying vulnerability, applied to the agricultural system of the Yaqui Valley, Mexico, Global Environmental Change 13, 255-267, 2003.
EVAL_EXTRA:Š21Ë Marle, F. Analysis of current project risk management methodologies and required improvements, Project Management Research Group, Laboratoire Génie Industriel, Ecole Centrale Paris: Working Paper, 2009.
EVAL_EXTRA:Š22Ë Marle, F. Gidel T. ~~~ An Analysis of Project Risk Management Methods and an Assistance to their Selection.
EVAL_EXTRA:Laboratoire Génie Industriel, Ecole Centrale Paris; Costech - EA 2223, Université Technologique de Compiègne, 2010. ~~~ Š23Ë McCarthy, J.J. Canziani, O.F. Leary, N.A. Dokken, D.J. White, K.S. (Eds.)
EVAL_EXTRA:Climate Change 2001 : Impacts, Adaptation and Vulnerability, Cambridge University Press, Cambridge, 2011.
EVAL_EXTRA:Š24Ë Patt, A.G. Schröter, D. de la Vega-Leinert, A.C. Klein, R.J.T. Vulnerability research and assessment to support adaptation and mitigation: Common themes from the diversity of approaches.
EVAL_EXTRA:In: Patt, A.G. Schröter, D. de la Vega-Leinert, A.C. Klein, R.J.T. (Eds).
EVAL_EXTRA:Environmental Vulnerability Assessment, Earthscan, London, UK, 2008.
EVAL_EXTRA:Š25Ë Project Management Institute A guide to the Project Management Body of Knowledge, 2000 ed Newtown Square, PA: Project Management Institute, 2004.
EVAL_EXTRA:Š26Ë Sen, A.K. Poverty and Famines: An Essay on Entitlement and Deprivation.
EVAL_EXTRA:Clarendon, Oxford, 1981. ~~~ Š27Ë Senge, P.M.
EVAL_EXTRA:The Fifth Discipline: The Art and Practice of Learning Organization, Doubleday, Broadway, New York, 1994. ~~~ Š28Ë Turner, B.L. Kasperson, R.E. Matson, P.A. McCarthy J.J. Corell, R.W. Cristensen, L. Eckley, N. Kasperson, J.X. Luers, A. Martello, M.L. Polsky, C. Pulsipher, A. Schiller, A. ~~~ A framework for vulnerability analysis in sustainability science, Proceedings of the National Academy of Sciences US 100, 8074-8079, 2003.
EVAL_EXTRA:Š29Ë Turner, JR. Müller, R.
EVAL_EXTRA:On the nature of the project as a temporary organization, International Journal of Project management 2003; 21(1):1-8, 2003.
EVAL_EXTRA:Š30Ë UNEP.
EVAL_EXTRA:Vulnerability indices: climate change impacts and adaptation, vol.3 of UNEP Policy Series, United Nations Environmental Programme.
EVAL_EXTRA:Nairobi, 2001. ~~~ Š31Ë Vanderveken, Y. Lhallucination: le rêve trauma tique du psychotique, Quarto 63, 57-60, 1997.
EVAL_EXTRA:Š32Ë Vidal, L-A. Thinking Project Management in the age of complexity.
EVAL_EXTRA:Particular Implications on Project Risk Management, Laboratoire Génie Industriel, Ecole Centrale Paris, Ph.D. Thesis, 2009.
EVAL_EXTRA:Š33Ë Wolf, S. Hinkel, J. Ionescu, C. Hofman, M. Bisaro, S. Linke, D. Klein, R.J.T. Vulnerability: a metaanalysis of definitions and methodologies.
EVAL_EXTRA:A clarification by formalisation ,Global Environmental Change, under review, 2010. ~~~ Š34Ë Zhang, H.
EVAL_EXTRA:A redefinition of the project risk process: Using vulnerability to open up the eventconsequence link, International Journal of Project Management, Volume 25, Issue 7, pp 694-701, 2007.
EVAL_EXTRA:Cost Reduction in the Time of Crisis UDC: 005.21:657.497.3(497.11)2008/2010 ; 338.124.4 Tanja Milić Faculty of Organizational Sciences, Belgrade tajci¿fon.bg.ac.rs The 2008/2010 period was very difficult for both employers and employees, all over the world, as well as in Serbia, and it is expected, according to estimates of experts, that the effects will be felt until 2014 and even later in some industries.
EVAL_EXTRA:2. ~~~ Most frequently implemented cost reduction strategies during recession The basic strategy the managers of all companies in the recession period resort to is the cost reduction strategy.
EVAL_EXTRA:The most frequently implemented cost reduction strategies in the 2008/2010 recession are as follows: The reduction of infinite expenditures such as training and education, fixed expenses, IT expenses, etc.
EVAL_EXTRA:Freezing and/or reducing compensation, i.e., earn ings, bonuses, insurance, etc.
EVAL_EXTRA:Dismissing employees.
EVAL_EXTRA:Postponing and/or cancelling capital expenses and/or investments.
EVAL_EXTRA:Reducing the costs of marketing, sales and product development, such as research and development, economic propaganda, travels, promotional materials and events, etc.
EVAL_EXTRA:2.
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EVAL_EXTRA:3.
EVAL_EXTRA:Strictly speaking, the following effects can be expected in case the mentioned cost reduction strategies are implemented: The reduction of infinite expenditures such as training and education, fixed expenses, IT expenses, etc., results in short-term savings that may be sufficient to ensure the companys survival at the moment of crisis, however, it limits and denies the employees further development and consequently the development of the company as a whole.
EVAL_EXTRA:Restrictions on technologies and employee development will be felt in a weakened competitiveness of the company in this domain, especially so if the competition manages to further invest into this segment of their operations, despite the crisis.
EVAL_EXTRA:Freezing and/or reduction of compensation, that is, earnings, bonuses, insurance, etc. will also result into short-term savings for the company, however, it will directly be reflected upon the employee motivation and will directly affect their performance.
EVAL_EXTRA:These will be reduced to a certain extent, however, not as much as in case of the employee dismissal strategy which may result in ever larger losses manifested in reduced production, increased waste products, failure, breakage, wastage in relation to the savings achieved by implementing this strategy.
EVAL_EXTRA:Employee dismissal as the next step in reducing costs in a recession has a dramatic effect upon a general state of employees in the company in the time of crisis.
EVAL_EXTRA:The lack of ideas and the opportunities for their realization may result in the talented individuals leaving the company, which most often is the case, and this means a massive loss for the company, one that it will have to compensate later.
EVAL_EXTRA:Regardless of the fact that it supports the efforts to achieve short-term savings, postponing and/or cancelling capital expenses and/or investments may have the effect of a missed or expired investment, where a larger loss results from the effect of a missed investment, one that the competition managed to realize first and thus was in a position to reap success in the post-crisis period.
EVAL_EXTRA:In case of an expired investment, that is, an investment that loses value and importance with the end of the crisis, the only loss suffered by the company equals the amount invested by the time the recession started.
EVAL_EXTRA:Reducing the costs of marketing, sales and the product development, such as reduction in investments into research and development, economic propaganda, travels, promotion materials and events, etc., whatever the short-term savings, may directly result into a weakened market position of the company and the loss of a future race with the competitors and this is the largest and the most dangerous fundamental loss the company can suffer.
EVAL_EXTRA:The company that lags behind the competition due to having implemented this strategy will face an increased danger of the loss of its market position, even during a recession. ~~~ The longer the recession, the more serious the above described long-term consequences of the implementation of the above listed strategies. ~~~ 4.
EVAL_EXTRA:It is in this period that the companies that have survived should pay special attention to customers who were left alone, take the advantage from the customer confusion and help them choose these companies, as their previous or alternative supplier left the market. ~~~ They should present themselves as the only solution to the customers problems, as the companies that will take care of them and their requirements.
EVAL_EXTRA:From the point of view of management as a scientific discipline it is necessary to stress the strategic importance of permanent programmes of cost reduction as opposed to spur-of-the- moment reaction to unfavourable events Š4Ë. Top managers worldwide increasingly adopt this point of view and make decisions that cost discipline, in terms of a continual cost reduction, should be a programme that can even become a core competence of the company.
EVAL_EXTRA:The practice has shown that business doing with successful programmes of permanent cost reduction can result into earning as much as a half of the annual profit due to the very cost reductions.
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EVAL_EXTRA:The key domains in which the cost reduction methods can be implemented to achieve significantly good results are given by the following cost allocation Š4Ë: Raw materials: 60% Fuel: 6% Labour force: 11% Advertising: 5% Logistics: 9% Taxes: 5% Below are presented the major domains of cost reduction in a manufacturing company Š1,4Ë: 1.Raw materials procurement: Bulk purchase allows for obtaining discounts when buying a larger quantity of raw materials, semiproducts or products compared to their individual prices.
EVAL_EXTRA:Hence it is important to find a most favourable supplier and buy the largest necessary quantity of raw materials, semiproducts and products.
EVAL_EXTRA:Opportunity purchase an opportunity to save by purchasing as you find goods at favourable prices, regardless of the current needs of the company for these particular goods.
EVAL_EXTRA:The disadvantage of this method of strategic cost reduction may be the increased storage costs, hence it is necessary that these costs be levelled with the potential savings achieved by opportunity purchase and that the profitability of such purchase be examined prior to the purchase itself.
EVAL_EXTRA:Make or buy refers to the assessment of costs necessary to produce a product by the company itself and their comparison with the acquisition cost of this same product at other suppliers.
EVAL_EXTRA:The savings are achieved by opting for a more cost-effective alternative.
EVAL_EXTRA:Annual contracts with fixed rates allow for the purchasing of raw materials, semiproducts and products on an annual basis and at a precisely fixed price.
EVAL_EXTRA:In view of the fact that the seasonal price variations are characteristic of a majority of raw materials, semiproducts and products, the largest savings can be achieved by contracting the procurement of a largest required quantity of raw materials, semiproducts and products at the time their prices are lowest.
EVAL_EXTRA:E-procurement this allows for substantial savings via an automation of the processes of identification, evaluation, negotiations and configuration of an optimum mix of suppliers, products and services using modern Internet technologies, which enhances the speed at which the company responds to newly arisen market conditions.
EVAL_EXTRA:2.
EVAL_EXTRA:Logistics: Route mapping refers to exploring possible means of transport of raw materials, semiproducts and products and the selection of the optimum one optimum in terms of costs and the required time.
EVAL_EXTRA:An optimum organization of the entire logistic chain is of substantial importance for the business.
EVAL_EXTRA:Full capacity essential in saving is the transport of fully loaded containers and other means of transport.
EVAL_EXTRA:3.
EVAL_EXTRA:Department stores and shops: Low stocks result in automatically low storage costs, less storage room required, less maintenance of this space, less equipment to regulate temperature and other conditions in the warehouse, a smaller number of employees in the warehouse, a smaller number of transport vehicles in the warehouse, lower transportation costs in the warehouse, etc.
EVAL_EXTRA:Facility management refers to permanent savings and cost reduction by introducing an optimum system for handling raw materials, required physical devices and the optimum plan of space arrangement to ensure an unobstructed flow of material.
EVAL_EXTRA:EOQ Economic Order Quantity the value that determines the level of stocks at which the total costs of ordering and storing stocks are lowest. ~~~ 4.
EVAL_EXTRA:Production process: Manufacturing includes an adequate allocation of jobs, machinery and materials to ensure a costeffective production where there will be no waste, failures, breakages, wastage or unnecessary waste of time caused by a poor organization of the manufacturing process.
EVAL_EXTRA:Automation the development of software industry brought forth new opportunities for permanent business cost reductions in the production process domain.
EVAL_EXTRA:Automation helped improve productivity, increase efficiency, reduce the labour force demand; it allowed for an early identification and correction of errors, safe operations, data collecting for the purpose of achieving better outputs, etc.
EVAL_EXTRA:OEE Overall Equipment Effectiveness refers to a hierarchy of measures focused on how effec tively the manufacturing operation is carried out.
EVAL_EXTRA:6. ~~~ Energy, fuel and water cost reductions in this domain are possible to achieve by a correct selection, monitoring and optimization of the equipment used in this domain: Engines Lighting Compressors (boosters) Fuels Recycling Waste water management 7.
EVAL_EXTRA:Information management: Company resources management with the rise of new technology it is today possible to manage the company resources in an optimum manner, by installing the software such as Oracle, BAAN, SAP.
EVAL_EXTRA:Human resources: Outsourcing a significant source of permanent strategic cost reductions today, primarily reflected in the savings in fixed costs, maintenance costs, legal obligations, an easy change of partners, lack of restraint to one geographical region.
EVAL_EXTRA:REFERENCES Š1Ë Cost Reduction and Control Best Practices: The Best Ways for a Financial Manager to Save Money, IOMA, 2006 Š2Ë Hart R., Cutting Costs Effectively in Recession and Recovery: Finding Hidden Potential, Making Trade-Offs and Managing the Process, Recession Storming Media, 2009 Š3Ë Ilić B., Milićević V., Menadžment troškova - strate gijski okvir, FON, Beograd, 2009.
EVAL_EXTRA:Š4Ë Milićević V., Ilić B., Effective Cost Management and Customer Profitability Measurement, Management, br. 53, Year XIV, FOS, Belgrade, December 2009 Š5Ë www.shumaonline.com, december 2010 Growth Dynamics and Development Problems of Small and Medium Enterprises UDC: 330.34:334.012.63/.64 ; 005.334 Ivan Stefanović1, Dragan Milošević2 1Petroleum Industry of Serbia NIS a.d. Novi Sad Ivan.Stefanovic¿NIS.RS 2Business Economy and Entrepreneurship College, Beograd Small and medium enterprises (SMEs) have a great significance for developed market economies and represent the basis of their economic development.
EVAL_EXTRA:
EVAL_EXTRA:1. ~~~ Introduction There are many categorizations by which small and medium enterprises (SMEs) can be defined. ~~~ These categorizations can be quantitative, as well as qualitative.
EVAL_EXTRA:Some of these indicators are illustrated in Table 1.
EVAL_EXTRA:Σ SMEs Micro 1-9 Small 10-49 Middle 50-249 Large >249 terprises, 63% of the total employment, while at the same time provided over 40% of total exports and 60% of total imports of the non-financial sector.
EVAL_EXTRA:Viewed from the prism of these data, it is clear that SMEs are the most profitable segment of the Serbian economy Š13Ë. ~~~ In 2007, SMEs (excluding entrepreneurs) accounted for 99.29% of the total number of employees.
EVAL_EXTRA:These data clearly emphasize the great importance of SMEs for the Serbian economy. ~~~ Table 2 shows some Serbian enterprise key indicators according to their size. ~~~ Number of enterprises (in millions) Share in percents (%) Number of employees (in millions) Share in percents (%) Value added (in billions of euro) Share in percents (%) Workforce productivity (1000 euros per employee) Share in percents (%) 19.65 19.60 18.04 100.0 99.8 91.8 1.35 6.9 126.7 85.0 100.0 67.1 37.5 29.6 26.1 20.6 100.0 57.6 20.9 18.9 0.21 1.1 21.3 16.8 17.8 42.3 36.4 100.0 86.1 29.9 70.7 38.7 91.5 44.8 105.9 0.04 0.2 41.7 32.9 42.4 54.4 128.6 Table 1.
EVAL_EXTRA:Enterprise key indicators according to their size within the nonfinancial business sector in EU-27 in 2005 Š22Ë It ought to be noted that the number of SMEs within the EU-27 in 2007 increased to a lesser extent and now amounts to 20,409,000 which is an impressive percentage when compared to 43,000 large enterprises Š1Ë.
EVAL_EXTRA:Based on these facts, one can easily comprehend the great importance of SMEs for the EU economy, primarily due to their share in the total number of enterprises. ~~~ This is why SMEs in the EU are usully called the backbone of economic development.
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EVAL_EXTRA:In 2006, SMEs (including entrepreneurs) accounted for 99.7% of the total number of en Total Number of enterprises 84,109 Micro 1-9 71,065 Small 10-49 Middle 50-249 Large >249 9,874 2,572 Number of employees Income (in millions of RSD) Gross value added (in millions of RSD) 1,097,913 146,307 203,091 271,543 5,079,482 886,631 1,213,891 1,013,667 476,972 1,965,2 1,062,559 120,500 200,105 226,341 515,611 Table 2: Enterprise key indicators according to their size within Serbia in 2007 Š13Ë The importance of SMEs clearly indicates the need for studying their growth and development as the basic dimensions of their long-term survival.
EVAL_EXTRA:3. ~~~ The growth and survival of SMEs Growth and survival are the main problems faced by SMEs.
EVAL_EXTRA:A similar conclusion came from Phillips and Kirchhoff Š19Ë, who have found that the survival rate increases along with the size of an enterprise and its age. ~~~ They have also found that this rate differs between different industries, as well as between different sizes of firms.
EVAL_EXTRA:Due to their specific nature, they are far more sensitive to the occurence of acute crisis situations than their larger counterparts. ~~~ Thus, the need to emphasize some of the common problems they face is desirable.
EVAL_EXTRA:They ought to have their own core competencies they must continue to develop and thus become competitively superior in their respective business. ~~~ They also need to establish different forms of cooperation with other individuals, companies and institutions in order to achieve the set objectives.
EVAL_EXTRA:Legend: 1 population purchasing power; 2 inadequate legislation; 3 lack of workforce; 4 high labor costs; 5 inadequate infrastructure; 6 lack of financial resources; 7 new technologies implementation; 8 new forms of organizing implementation; 9 lack of adequate managers.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:Legend: 1 lack of financial resources; 2 legislation; 3 lack of market information; 4 lack of skilled labour; 5 non-compliance with the standards; 6 lack of information on technologies Figure 2.
EVAL_EXTRA:5. ~~~ Marketing orientation as a basis of growth and development of SMEs Marketing orientation is a powerful source of sustainable competitive advantage for the following reasons: it is difficult to imitate all of its specifics, the firm focuses on finding opportunities for growth, and reduces the time delay between identifying and exploiting the growth opportunities Š15Ë. Implementation of the marketing orientation in the firm and its fostering require leaders to pre viously institutionalize the values and behaviours that are inextricably linked to marketing orientation Š14Ë.
EVAL_EXTRA:These values and beliefs direct the behavior of all organization members Š18, 27Ë, i.e. they are part of the permanent orientation of a firm towards creating and delivering superior values to its customers Š17Ë. Relying on the concept of organizational culture Š20, 21Ë, numerous scholars have observed the marketing orientation as a critical aspect of culture within the company Š10, 7Ë. Marketing orientation enables organizations to develop skills that will help them define their internal processes and link them with the environment.
EVAL_EXTRA:REFERENCES Š1Ë Audretsch, D. et al. (2009), First Section of the Annual Report on EU Small and Medium-sized Enterprises, EIM Business & Policy Research, Zoetermeer, January 12. ~~~ Š2Ë Day, G. (1994), Continuous Learning about Markets, California Management Review, 36, 931.
EVAL_EXTRA:Š3Ë Dunne, T., Roberts, M. J., Samuelson, L. (1988), The Growth and Failure of U.S. Manufacturing Plants, Quarterly Journal of Economics, 104, 671698.
EVAL_EXTRA:Š4Ë Ekspertni tim Republičkog zavoda za razvoj (2007), Izveštaj o malim i srednjim preduzećima i preduzetništvu 2006. godine, Ministarstvo ekonomije i regionalnog razvoja, Republički zavod za razvoj i Republička agencija za razvoj MSP i preduzetništva, Beograd.
EVAL_EXTRA:Š5Ë Evans, D. S. (1987), Tests of Alternative Theories of Firm Growth, Journal of Political Economy, 95(4), 657674.
EVAL_EXTRA:Š6Ë Evans, D.S. (1987), The Relationship Between Firm Growth, Size, and Age: Estimates for 10 Manufacturing Industries, Journal of Industrial Economics, 35, 567581.
EVAL_EXTRA:Š7Ë Gebhardt, G., Carpenter, G., Sherry, J. (2006), Creating a Market Orientation: A Longitudinal, Multifirm, Grounded Analysis of Cultural Transformation, Journal of Marketing, 70(4), 3755.
EVAL_EXTRA:Š8Ë Hall, B. (1987), The Relationship between Firm Size and Firm Growth in the U.S. Manufacturing Sector, Journal of Industrial Economics, 35, 583606.
EVAL_EXTRA:Š9Ë Headd, B., Kirchhoff, B. (2009), The Growth, Decline and Survival of Small Businesses: An Exploratory Study of Life Cycles, Journal of Small Business Management, 47(4), 531-550.
EVAL_EXTRA:Š10Ë Homburg, C., Pflesser, C. (2000), A Multiple-Layer Model of Market-Oriented Organizational Culture: Measurement Issues and Performance Outcomes, Journal of Marketing Research, 37(4), 449462.
EVAL_EXTRA:Š11Ë Hunt, S., Lambe, J. (2000), Marketings to Business Strategy: Market and International Contribution Orientation, Relationship Marketing Resourced-Advantage Theory, Journal of Management Review, 2(1), 1743.
EVAL_EXTRA:Š12Ë Hunt, S., Morgan, R. M. (1995), The Comparative Advantage Theory of Competition, Journal of Marketing, 59(April), 115. ~~~ Š13Ë Jakopin E. (redaktor) i dr. ~~~ (2008), Izveštaj o razvoju Srbije 2007. godine, Republički zavod za razvoj, Beograd.
EVAL_EXTRA:Š14Ë Jaworski, B. J., Kohli, A. K. (1993), Market Orientation: Antecedents and Consequences, Journal of Marketing, 57(3), 5370.
EVAL_EXTRA:Š15Ë Kirca, A. H., Jayachandran, S., Bearden, W. O. (2005), Market Orientation: A Meta-Analytic Review and Assessmentof Its Antecedents and Impacton Performance, Journal of Marketing, 69(2), 24-41.
EVAL_EXTRA:Š16Ë Milošević, D., Stefanović, I., Miletić, S. (2009), Metode formiranja i pravci razvoja MSP-a u savremenoj tržišnoj ekonomiji, Zbornik apstrakata, V Majska konferencija o strategijskom menadžmentu, Zaječar, 29-30. maj 2009. ~~~ Š17Ë Narver, J. C., Slater, S. F. (1990), The Effect of a Market Orientation on Business Profitability, Journal of Marketing, 54, 2035.
EVAL_EXTRA:Š18Ë Noble, C., Sinha, R., Kumar A. (2002), Market Orientation and Alternative Strategic Orientations: A Longitudinal Assessment of Performance Implications, Journal of Marketing, 66(4),2539.
EVAL_EXTRA:Š19Ë Phillips, B., Kirchhoff, B. (1989), Formation, Growth and Survival: Small Firm Dynamics in the U.S. Economy, Small Business Economics, 1(1), 6574.
EVAL_EXTRA:Š20Ë Schein, E. H. (1984), Coming to a New Awareness of Organizational Culture, Sloan Management Review, 26(Winter), 316.
EVAL_EXTRA:Š21Ë Schein, E. H. (1996).
EVAL_EXTRA:Culture: The Missing Concept in Organization Studies, Administrative Science Quarterly, 4(2), 229240. ~~~ Š22Ë Schmiemann, M. (2008), Enterprises by Size Class Overview of SMEs in the EU, Statistics in Focus, Eurostat, Luxembourg, 31/2008. ~~~ Š23Ë Simon, H., Bonini, C. (1958), The Size Distribution of Business Firms, American Economic Review, 58, 607617.
EVAL_EXTRA:Š24Ë Stefanović, I., Milošević, D., Miletić, S. (2009), Significance and Development Problems of SMEs in Contemporary Market Economy, Serbian Journal of Management, 4(1), 127-136. ~~~ Š25Ë The group of authors (2007), Survey of the Observatory of European SMEs, The Gallup Organization, Hungary.
EVAL_EXTRA:Š26Ë Watson J. (2003), The Potential Impact of Accessing Advice on SME Failure Rates, Proceedings of the 16th Annual Conference of Small Enterprise Association of Australia and New Zealand, Ballarat, 28 September-1 October 2003.
EVAL_EXTRA:Š27Ë Zhou, K., Yim, C., Tse D. (2005), The Effects of Strategic Orientations on Technology and MarketBased Breakthrough Innovations, Journal of Marketing, 69(2), 4260.
EVAL_EXTRA:Strategic Management Concept and Market Restructuring as a Response to New Challenges of the World Financial Crisis1 UDC: 005.591.4:339.13 ; 338.124.4(100) Ivana Domazet, Ivan Stošić, Jovan Zubović ivana.domazet¿ien.bg.ac.rs The negative effects of global financial and economic crises foster the application of modern concepts of strategic management.
EVAL_EXTRA:Furthermore, structural changes must not, according to the authors, be restricted to only defensive activities; on the con 1 this paper is part of research project under the codes 179015 (Challenges and prospects of structural changes in Serbia: Strategic orientation of economic development and adjusting to the EU requirements) and 47009 (European integrations and socio-economic changes in the economy of Serbia on its path to the EU) financed by the Ministry of Science and Technological Development of the Republic of Serbia. trary, they must primarily be oriented towards the implementation of offensive changes in business, largely based on market restructuring, which is the topis of the fourth chapter of this paper.
EVAL_EXTRA:
EVAL_EXTRA:The literature (e.g., Day Š3Ë, Ansoff Š1Ë, Todorović Š15Ë) dealing with this topis often quotes the four phases in the planning system evolution: budgetary planning long-term planning strategic planning strategic management Budgetary planning was primarily oriented towards creating a short-term, annual financial plan budget, within which revenues, expenditures and investment resources were projected.
EVAL_EXTRA:Hence the basic characteristics of the strategic management concept are the following Š3, pp.3,5.
EVAL_EXTRA:P 11Ë: External orientation The primary responsibility of strategic planning lies in its orientation towards an entire and direct environment as well as towards maintaining the same level of business competition with anticipated change.
EVAL_EXTRA:Strategy formulation Resolving problems the company encounters is based upon a broad implementation of strategies, most attention being paid to the issues of strategy formulation and selection of strategic options.
EVAL_EXTRA:Development of analytical methods meant to enable strategy generation, structuring and evaluation Especially significant progress has been made in the domain of planning techniques and concepts (the product and branch life cycle concept, experience curve and economy of scope concepts), analytical models of planning (portfolio, five factor model and technique scenario) and analytical techniques for strategic issues and assumptions identification (the concept of strauctural analysis of branch strategy groups, etc.).
EVAL_EXTRA:Orientation to action Formal plans, analyses, prognoses, and set tasks will be useless without an adequate implementation.
EVAL_EXTRA:Table 1.
EVAL_EXTRA:Indicators of basic economic trends in Serbia in 2008-2010 period (indices, previous year=100) Social product fixed prices 2002. ~~~ Physical scope of production Industry Agriculture Construction industry Wholesale and retail trade 105.5 101.1 108.5 104.2 96.9 87.9 101.0 80.1 101.51) 102.9 98.31) 88.11) Retail trade fixed prices 106.6 88.4 99.6 Export trade Exports in USD Imports in USD Empolyees Customer prices end of period Average real earnings total 124.3 124.0 99.9 108.6 103.9 76.0 70.7 94.5 106.6 100.2 117.4 104.2 95.1 110.3 100.7 1)Estimate for 2010.
EVAL_EXTRA:Without a marketing-based business it is not possible to satisfy the market demand, let alone ensure competitive advantages Š12, p.121Ë. Market restructuring is oriented towards market redefinition, towards the business sector, towards offer restructuring, change in the marketing strategies and the change of the marketing role in the mix of business functions.
EVAL_EXTRA:In accordance with the world practice, changes should be predominantly oriented towards: the company restructuring, therefore it is necessary that the strengths that define the present and future characteristics of the business milieu in the branch should be anticipated and analysed.
EVAL_EXTRA:1. changes in the companys business strategy oriented towards the transformation of the found, often obsolete business portfolio structure; 2. search for new target markets, market segments and market niches; 3. accelerated development of new and adaptation of the existing products and production structure; 4. product and business quality improvement based on the TQM paradigm, reengineering activities oriented towards the operations costs rationalization, e.g., through the JIT (Just-In-Time), CTR (Cycles Time Reduction), etc.
EVAL_EXTRA:The change in the market restructuring may be conditioned by Š15, p.68Ë: stagnation or disappearance of the existing target markets; shifting the boundaries of the critical success factors; erosion of competitive advantages; change in certain technological and input supply factors; emergence of new competition; development of new markets, etc.
EVAL_EXTRA:The structure of competitive environment directly affects the selection of orientation, method and rate of A cummulative strength of these forces determines the profit potential of the branch.
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EVAL_EXTRA:The manager creates the action plan that can include: Company positioning so that the best defence from competition forces be ensured; and/or Impact upon the balance of forces through strategic moves, whose task is to improve the company position; and/or Anticipating change in environemental factors in hope that the selection of an appropriate strategy for a new competition balance will help surprise competition.
EVAL_EXTRA:5.
EVAL_EXTRA:Defining company business as starting point in market restructuring Managers devote a lot of attention to defining their businesses, this being the most important step in strategy formulation.
EVAL_EXTRA:The analysis of each od the strategic options that determine the customer behaviour is necessary, and that means the following: Analyse and anticipate environment; Assess the strengths and the weaknesses of the company; Identify the critical business success factors; Define strategic options; Select the appropriate alternative; Institutionalize the implementation of the selected strategic option.
EVAL_EXTRA:REFERENCES Š1Ë Ansoff Igor: Management Strategy, McGraw-Hill, Boston, 1985.
EVAL_EXTRA:Š2Ë Dess G., Lumpin G i Eisner A, Strategic Management, Data status, Beograd, 2007.
EVAL_EXTRA:Š3Ë Day S. G. Strategic Management Planning, West Publishing Company, 1984.
EVAL_EXTRA:Š4Ë Domazet I., Faktor unapređenja konkurentske pozicije preduzeća - operativni menadžment, Anali Ekonomskog fakulteta u Subotici (journal no.
EVAL_EXTRA:18/2007), (str.93-101), Ekonomski fakultet u Subotici, Univerzitet u Novom Sadu, 2007. ~~~ Š5Ë Domazet I, Zubović J, Drašković B (2009) CRM koncept u funkciji unapredjenja direktnog marketinga, časopis Managemet, pp. 29-37, 4/2009. ~~~ Š6Ë EBRD Transition report for 2010. ~~~ Š7Ë Erić D, Stošić I, Brnjas Z, Strategijski menadžment u agrobiznisu, monografija, Institut ekonomskih nauka, Beograd, 2007. ~~~ Š8Ë IMF, Data on Public Intervention, 2009. ~~~ Š9Ë Levitt T. Marketing Myopia, Harvard Business Review, Sept - Oct. 1975.
EVAL_EXTRA:Š10Ë Porter M. E. Competitive Advantage, The Free Prees, New York, 1985.
EVAL_EXTRA:Š11Ë Porter M.: What is Strategy, Harvard Business Review, Nov.-Dec. 1996.
EVAL_EXTRA:Š12Ë Slatter S, Corporate Recovery, Penquin Books, New York, 2000.
EVAL_EXTRA:Š13Ë Stojanović-Aleksić V, Erić J, Šapić S, Definisanje strategijske orijentacije novih poduhvata u oblasti visokih tehnologija, Ekonomske Teme, Niš, no.
EVAL_EXTRA:4/2010.
EVAL_EXTRA:Š14Ë Arthur A. Thompson, Jr. and A. J. Strickland III: «Strategic Management, Concepts and Cases», 13th edition, McGraw-Hill, Boston, 2004.
EVAL_EXTRA:Š15Ë Todorović J., Stošić I. i Milosavljević S. : Perspektive procesa restrukturiranja u Srbiji, Savetovanje SEJ, June, Miločer, 2001. ~~~ Š16Ë de Wit B i Meyer R: «Strategy- Process, Content, Context» -III edition, Thompson 2004.
EVAL_EXTRA:Š17Ë Zubović J, Domazet I, Bradić-Martinović A, Globalization of Business Activities, in Babić and Maksimović, editors Inostrani kapital kao faktor razvoja zemalja u tranziciji, Ekonomski fakultet, Kragujevac, 2009.
EVAL_EXTRA:Cost Optimization of the REM and HM Systems Electronic Access Channels UDC: 005.591.1:656.8 ; 656.8:004.738.5 Mihailo Jovanović1, Siniša Rankov2 1PE of PTT communications Srbija mihailo.jovanovic¿ptt.rs 2Faculty of Business Studies, Megatrend University The global scope of letter-mail services which imply the manipulation by post in physical form is continuously diminishing.
EVAL_EXTRA:
EVAL_EXTRA:3.
EVAL_EXTRA:3.2 Subgroup for the Global Hybrid Mail 3.3 Subgroup for RFID Radio Frequency Identification 3.4 Subgroup for the Internet .post Top Level Domain TLD.
EVAL_EXTRA:The PReM system comprises the following features: secured message forwarding and delivery without compromising or change in the contents (mail integrity guaranteed) between authenticized and irrevocable users (mailer and mailee) and the PReM service provider public postal operator, evidence generation, due to which any important events in the system are recorded, event notification, by which individual recorded events or operations in the system are sent to corresponding parties in the process, archival of evidence, providing the storage and safekeeping of the evidence for possible further search or analysis, archival of messages, providing the storage and safekeeping of the PReM system messages for possible subsequent search or analysis and centralized search of authorized public postal operators, providing the centralized service of yellow pages with integral information on authorized public postal operators.
EVAL_EXTRA:Figure 1.
EVAL_EXTRA:The PReM system conceptual model in case mailer and mailee are users of different postal operators.
EVAL_EXTRA:Electronic business models are varied, among them Š5Ë: 1. ~~~ B2C business to customer electronic business that means the sales of goods or services to end users via electronic access channels.
EVAL_EXTRA:It is, however, possible to classify the electronic access channels for access to the REM and PM integrated systems in the following way: 1. electronic access channel via the Internet, 2. electronic access channel via mobile telephony, 3. electronic access channel via fixed telephony, 4. electronic access channel via user self-service de vices, 5. electronic access channel via two-way cable-distribution systems, that is, via interactive television (VoD video on demand, NVoD near video on demand).
EVAL_EXTRA:Table 1 presents a survey of electronic access channels of integrated systems, the interface electronic access channel, a possible method of payment for a service and the type of payment for the service.
EVAL_EXTRA:The latter method entails the order for payment of integrated services of the REM and HM systems from the bank account of the debit or a credit cards of the user. ~~~ Electronic access channel of integrated REM and HM (DHM) systems Internet Mobile telephony Fixed telephony Self-service device Interactive television electronic access channel interface Method of payment for Type of payment Electronic business service for service model web oriented application, electronic post client, application fro large users. WAP, SMS, mobile application, IVR, contact centre. ~~~ IVR, contact centre. Self-service device application.
EVAL_EXTRA:Electronic programme guide of a digital television connection. credit or debit card, bank account, SMS, loyalty card, internet service bill (on service or flat rate). micro payment, macro payment (bank account, credit or debit card). ~~~ Bill for fixed telephony services (on service or flat rate), račun u banci. credit or debit card, loyalty card. Bill for the CDS system services (on service or flat rate), credit or debit card, SMS, loyalty card. prepaid, postpaid. ~~~ C2C, C2B, C2G, B2C, B2B, B2E, G2C. prepaid, postpaid. prepaid, postpaid. prepaid, postpaid. prepaid, postpaid.
EVAL_EXTRA:C2C, C2B, C2G. C2C, C2B, C2G. C2C, C2B, C2G. C2C, C2B, C2G. Table 1.
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:
EVAL_EXTRA:In addition to the survey of electronic access channels for the REM and HM integrated systems, Table 1 presents a potential model of electronic business.
EVAL_EXTRA:3.
EVAL_EXTRA:5.
EVAL_EXTRA:These facilities are in fact value added services for the integrated system users. ferent formats is conducted in the HM system, and archival and storage are performed in the REM system.
EVAL_EXTRA:
EVAL_EXTRA:2.
EVAL_EXTRA:5.
EVAL_EXTRA:
EVAL_EXTRA:Š5Ë Figure 2.
EVAL_EXTRA:The graph of bank transaction costs de pending on the type of electronic access channel.
EVAL_EXTRA:Table 2 presents the parametres taken in this analysis for three different cases, i.e., forecasts (moderate, pessimistic, optimistic) based on the data available for the PE of PTT communications Srbija for 2010 (statistically basic year is 2010).
EVAL_EXTRA:The graph in Figure 3 shows that the cost reductions in the business of the PE of PTT communications Srbija in the five-year period, and according to forecasts, ranges from 1.5 to as much as 3.2 billion dinars.
EVAL_EXTRA:1 Blery, E.K.&Michalopoulos, M.G., 2006, An e-CRM application in the Greek telecommunications sector, Management journal for management thory and practice, vol. 11, no. ~~~ 44, pp. 55-60. ~~~ Š11Ë Year Internet Self-service device Contact centre Internet Self-service device Contact centre Internet Self-service device Contact centre % I II III Moderate forecast IV V number 17,400,000 34,800,000 43,500,000 52,200,000 58,000,000 % 1.5 4.5 number 4,350,000 8,700,000 11,600,000 13,050,000 14,500,000 % 3.5 number 10,150,000 20,300,000 26,100,000 31,900,000 34,800,000 Pessimistic forecast % number 8,700,000 17,400,000 23,200,000 26,100,000 29,000,000 % 2.5 3.5 number 2,900,000 5,800,000 7,250,000 8,700,000 10,150,000 % number 5,800,000 11,600,000 14,500,000 17,400,000 20,300,000 Optimistic forecast % number 20,300,000 40,600,000 58,000,000 66,700,000 72,500,000 % number 8,700,000 17,400,000 23,200,000 26,100,000 29,000,000 % number 11,600,000 23,200,000 31,900,000 37,700,000 43,500,000 Table 2.
EVAL_EXTRA:Percentage and number of transactions via integrated electronic access channels in the five-year period Figure 3.
EVAL_EXTRA:Cost reductions in the business of the PE of PTT communications Srbija in the conditions of in tegrated REM and HM systems electronic access channels implementation.
EVAL_EXTRA:Figure 4.
EVAL_EXTRA:Percentage of cost reductions in the business of the PE of PTT communications Srbija in the conditions of integrated REM and HM systems electronic access channels implementation.
EVAL_EXTRA:
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EVAL_EXTRA:5.
EVAL_EXTRA:REFERENCES Š1Ë Universal postal union, Postal registered e-mail (PReM) functional specifications draft, 2009.
EVAL_EXTRA:Š3Ë M. Jovanović, S. Rankov, Z. Mišić, Upravljanje sistemom distribuirane hibridne pošte JP PTT saobraćaja Srbija, XVII telekomunikacioni forum Telfor 2009., Beograd.
EVAL_EXTRA:Š4Ë M. Jovanović, V. Petrović, S. Rankov, P. Milošević, Z. Mišić, Distribuirana hibridna pošta integrisana usluga Pošte Srbije, XXVII simpozijum o novim tehnologijama u poštanskom i telekomunikacionom saobraćaju PosTel 2009., Beograd.
EVAL_EXTRA:Š5Ë dr \orđe Mazinjanin, Metode komunikacije vlade i građana u elektronskom poslovanju gradske uprave, Modeli i forme e-poslovanja, pp. 15-18, 2008.
EVAL_EXTRA:Š6Ë Projektni tim JP PTT saobraćaja Srbija, Projekat sistema hibridne pošte, 2002.
EVAL_EXTRA:Š7Ë mr Dragan Spasić, Profil kvalifikovanog elektronskog sertifikata, Centar za elektronsko poslovanje pošte, JP PTT saobraćaja Srbija, Telfor, 2008.
EVAL_EXTRA:Š8Ë Brian R. Smith and group of authors, iSeries e business handbook, IBM, 2001. ~~~ Š9Ë Madeep Singh, A primer on developing an e-business strategy, Western Illinois Univeristy USA, 2002. ~~~ Š10Ë Murrell G. Shields, E-business and ERP, John Wiley & Sons, 2001. ~~~ Š11Ë Blery, E.K.& Michalakopoulos, M.G. 2006, An e-CRM application in the Greek telecommunications sector, Management journal for management theory and practice, vol. 11, no. ~~~ 44, pp. 5560. ~~~ Š12Ë Zuzák, R. 2006, Analyses in the process of strategic management, Management - časopis za teoriju i praksu menadžmenta, vol. 11, no.
EVAL_EXTRA:42, pp. 4954. ~~~ Š13Ë Jill Dyshe, The CRM handbook: a business guide to customer relationship management, Addison Wesley, 2001. ~~~ Š14Ë Merrill Warkentin, Business to business electronic commerce: challenges and solutions, Mississippi University - USA, Idea Group Publishing, 2002.
EVAL_EXTRA:Š15Ë E-business strategy, Department of enterprise, trade and employment, 2004.
EVAL_EXTRA:Š16Ë dr Vojkan Vasković, Sistemi plaćanja u elektronskom poslovanju, Fakultet organizacionih nauka Beograd, 2007.
EVAL_EXTRA:Š2Ë Jacob Johnsen-Senior Consultant, Hybrid Mail, Š17Ë Godišnji izveštaj JP PTT saobraćaja Srbija za World Mail Review, Nov. 2008.
EVAL_EXTRA:2010. godinu. ~~~ Evaluation of Results of Nonprofit Organizations UDC: 005.6:061.2 ; 005.52:330.133.1 Milka Ivanović, Zorana Antić Belgrade Business College milka.ivanovic¿bbs.edu.rs The service sector is constantly growing in the global economy, and this imposes the need for a detailed improvement of service quality and presentation of results, since the requirements addressed to non-profit organizations are growing higher.
EVAL_EXTRA:Besides, the founders also expect the measurements that can facilitate the assessment of impacts upon a service or a project Š3Ë. Non-profit organizations are required to provide detailed information on the outcomes of their activities (the number of clients served, financial reports, project plans, the number of brochures distributed, the number of presentations organized, etc.).
EVAL_EXTRA:Besides, such an approach to operations allows for the organization to compare itself with other organizations in the non-profit sector, as well as to determine the extent to which the organization adjusts to the permanently developing standards and requirements. tions that do not dispose of adequate technology (knowledge, skills, techniques, hardware and software) usually face difficulties in creating, in the implementation and in the evaluation of their services or outcomes.
EVAL_EXTRA:4. ~~~ Standards for implementation and evaluation 3.
EVAL_EXTRA:In order that they should decide upon a most adequate quality standard within the existing systems, it is necessary that non-profit organizations answer the following questions meant to facilitate decision making Š7Ë: (cid:123) how far does the system address their main con cerns? (cid:123) how easily can the system be integrated with ex isting working practices? (cid:123) how sensitive is the system to the culture of the organisation? (cid:123) how simple or complex is the system?
EVAL_EXTRA:How does that fit our organisation? how resource intensive is the approach to implement?
EVAL_EXTRA:
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EVAL_EXTRA:
EVAL_EXTRA:This self-evalu 1 The PQASSO standard was published by the British association CES (Charities Evaluation Services) in 1997, and the third edition of the standard appeared in 2008.
EVAL_EXTRA:This standard, which promotes a continual quality improvement in the organization, includes 12 chapters and 3 levels. ation standard entails all business aspects, as do all other standards, however, it is specifically created for small and medium-sized non-profit organizations or for project teams in larger organizations.
EVAL_EXTRA:The effects and benefits from the application of the above mentioned standard in a non-profit organization will be manifold Š14Ë: A clearly defined and reconciled purpose of the organization; A better organized and coordinated organizational structure as well as management structure; A better response to the customer needs and the delivery of higher quality services; Improved team relations and internal communication; Motivated employees and volunteers that can develop their potentials within the organization; Higher recognition from the part of the local community, the users and the sponsors, and accordingly, a greater support in work.
EVAL_EXTRA:Table 1.
EVAL_EXTRA:The percentage of non-profit organizations that implemented the ISO 9001 quality system Graph 1.
EVAL_EXTRA:Table 2.
EVAL_EXTRA:The average of the importance ratings of the factors affecting the image and positioning of non-profit organizations ( a five-level rating scale ranging from 1 absolutely unimportant to 5 highly important) Graph 2.
EVAL_EXTRA:Modern times impose the need to reconsider the crucial role these organizations play in the society, which should additionally make them oriented towards more innovative, more responsible and higher quality services, which implies the need for their evaluation and selfevaluation. for a timely reaction, correction of possible errors and adjustment to the requirements coming from the environment, which all contribute to achieving competive advantages in the marketplace.
EVAL_EXTRA:The evidence can be found in numerous journals in this field Š19Ë.
EVAL_EXTRA:REFERENCES Š1Ë Summers D., Quality Management: Creating and Sustaining Organizational Effectiveness, Pearson Prentice Hall, New Jersey, 2009.
EVAL_EXTRA:Š2Ë Anderson, J.C., Rungtusanatham, M., Schroeder R. A., Theory of quality management underlining the Deming management method, Academy of Management Review, Vol.19, No,3, 2004., 472-509 Š3Ë Hatry, H., Lampkin, L., An agenda for action Outcome management in nonprofit organizations, The Urban Institute Washington, D.C., dec.2001.
EVAL_EXTRA:Š4Ë Poole D. L., Davis J. K.,,Reisman J., Nelson J. E., Improving the Quality of Outcome Evaluation Plans, Nonprofit Management & Leadership, 11(4), Summer 2001.
EVAL_EXTRA:Š5Ë Groonroos, C., Strategic Management and Marketing in the Service Sektor, Swedish School of Economic and Business Administration, Helsinki, 1982. ~~~ Š6Ë Foster S. T., Managing quality integrating the sup ply chain, 4th ed., Pearson, USA, 2004.str. 257.
EVAL_EXTRA:Š7Ëhttp://www.knowhownonprofit.org/organisation/qua lity/quality/models Š8Ëhttp://www.customerfirst.org/CustomerFirstStandar d.aspx The implementation of any quality standard model and the service quality evaluation creates an opportunity Š9Ëhttp://www.investorsinpeople.co.uk/needs/3min utes/pages/standardbeyond.aspx Š10Ë http://www.pqassoqualitymark.org.uk Š11Ë ECNL Study on Recent Public and Self-regulatory Initiatives and Accountability of Non-profit Organisations in the European Union, april 2009.
EVAL_EXTRA:Improving Transparency Š12Ëhttp://www.trenerski-forum.hr/hr/eticki-kodeks-i standardi-kvalitete/sokno Š13Ëhttp://www.oneworldtrust.org/csoproject/cso/initiatives/332/practical_quality_assurance_system_for_s mall_organisations_quality_mark_pqasso Š14Ë http://www.ces-vol.org.uk/index.cfm?pg=413 Š15Ë Cairns, B., Harris M., Hutchison R., Tricker M., Improving Performance?
EVAL_EXTRA:The Adoption and Implementation of Quality Systems in UK Nonprofits Centre for Voluntary Action Research, Aston Business School, Birmingham,England, november 2004 Š16Ë Spencer B., Models of Organization and Total Quality Management: Acomparison and critical evaluation, Academy of Management Review,1994.
EVAL_EXTRA:Vol.1 No 3 446-471 http://www.jstor.org/pss/258935, 20.02.2011.
EVAL_EXTRA:14.50 Š17Ë Horn, Reger, et.al., Academy of Management Review Vol.19.No.3.1994.
EVAL_EXTRA:Š18Ë Slater, R., Integrated process management, McGrow-Hill, 1991.
EVAL_EXTRA:Š19Ë Juran , J.M., Managerial Breakthrough, Mc Graw Hill, 1994. ~~~ Š20Ë Drucker, P., Postkapitalističko društvo, PS Grmeč Privredni pregled, 1995.
EVAL_EXTRA:Sustainable Water Use in 21st Century UDC: 005.52:628.1120?
EVAL_EXTRA:Marko Barišić1, Andrea Toth1, Sanja \urić1 1Faculty of Organizational Sciences in Belgrade barmar333¿yahoo.com Exposing the hidden links between consumption and the depletion of water can provide arguments for change and create a basis for formulating new strategies for water resource management.
EVAL_EXTRA:The demand of various sectors of economy for water frequently exceeds the local availability, which is likely to be further aggravated by the effects of climate changes Š1,2Ë. Exposing the hidden link between the consumption of water and the depletion of water can provide arguments for change and create a basis for formulating new water resource management strategiesŠ3Ë. 2.
EVAL_EXTRA:State and outlook The 2009 European Environment Agency (EEA) report on water resources reveals that the consumption of water in a large number of regions of the European continent is not sustainable Š4Ë. ~~~ Throughout the European continent, 81% of the total quantity of freshwater is pumped from surface waters such as lakes and rivers, to be mostly used in industry, energy production and agriculture.
EVAL_EXTRA:Exploitation of freshwater resources in Europe in 2009 by sectors (million m3/year), source: EEA In Europe as a whole, 44% of pumped water is used in the energy production, 24% is used in agriculture, 21% water is used in public water supply and 11% is used in industry.
EVAL_EXTRA:Thus in Southern Europe, 60% of the total quantity of pumped water goes to agriculture; in certain regions the quantity amounts to as high as 80% Š4,5Ë. Water exploitation index (WEI), the indicator of the annual water catchment expressed as a percentage of longterm disposable freshwater resources, shows that river watersheds are over-exploited, especially in the Mediterranean region in Europe (Figure 2).
EVAL_EXTRA:Water footprint concept The knowledge that the human effect upon the composition of drinking water can be directly related to the overall consumption and that the problems such as shortage and pollution of water can be better understood and resolved by observing the production and supply chain as a whole, resulted in 2002 in the creation of the water footprint concept as a water consumption indicator Š8Ë. 3.1 WATER FOOTPRINT STRUCTURE Water footprint has three components Š3Ë: 1. blue water footprint 2. green water footprint and 3. grey water footprint.
EVAL_EXTRA:1.
EVAL_EXTRA:3.
EVAL_EXTRA:3.2 Water footprint classification On the basis of the consumer categories as a criterion, the following types of water footprint can be distinguished Š3Ë: 1. individual water footprint 2. corporate water footprint and 3. national water footprint.
EVAL_EXTRA:1.
EVAL_EXTRA:The four major factors determining the countrys water footprint are the following: 1. scope of consumption (related to the gross nation al income), 2. consumption pattern (e.g., high compared to low consumption of meat), 3. climate (conditions of growing) and 4. agricultural practice (water use efficiency).
EVAL_EXTRA:The share of major consumers in the global water footprint, source: Hoekstra and Chapagain, 2007 Estimares are that the global water footprint amounts to 7,450 Gm3 annually.
EVAL_EXTRA:The biggest consumers of global water resources are India, China and the USA (Figure 3) Š9Ë. Absolute nimbers indicate that India is a country with the biggest water footprint in the world 987 Gm3 annually.
EVAL_EXTRA:National water footprint per capita and the share of different consumption categories of certain countries, source: Hoekstra and Chapagain, 2007 The consumption of industrial products in rich countries contributes to a relatively high degree to the total water footprint in comparison with the developing countries.
EVAL_EXTRA:Good examples to illustrate this are the following data Š15Ë: as much as 16,000 l of water is required to produce 1 kg of beef meat, 900-1,350 l of water is required to produce 1 kg of weat, 3,000 l of water of water is required to produce 1 kg of rice, 900 l of water of water is required to produce 1 kg of corn, 140 l of water of water is required to produce 1 cup of coffee, tThe production of 1 l of milk requires 1,000 l of wa ter, 10 l of orange juice needs 1 l of fuel for production and transport and 220 l of water for irrigation and washing the fruit.
EVAL_EXTRA:The water footprint mission means the promotion of transition towards a sustainable, fair and efficient use of freshwater resources worldwide Š15Ë: by improving the water footprint concept that is spatial and time explicit indicator of direct and indirect water consumption by the consumers and producers; by promoting the water footprint concept in the communities of people, state bodies and companies and their understanding the manner in which the consumption of goods and services, as well as production chains affect water consumption and drinkning water; and fostering those types of water management that reduce the negative ecological and social effects of the water footprint by the communities of people, states and companies.
EVAL_EXTRA:5. ~~~ Conclusion Water crisis could be avoided or its consequences for the overall development could be mitigated if the following principles on water sustainability be observed: reduction of the specific consumption of water in all the consumption spheres by gradual transition to technologies with compulsory recirculation and reuse of water, planning urban and industrial development in view of the available water resources, in accordance with the capacities of water management and the problems of water protection, protection of existing and potential drinkable water sources using the measures of spatial planning and economic policy, purification of industrial and communal waters prior to their sinking into watercourses as the most important measure of environmental protection and improvement, antierosive protection of watersheds and river regulation by regulation of banks as a precondition for the urbanization of settlements.
EVAL_EXTRA:REFERNCES Š1Ë Hoekstra A. Water scarcity and international trade: The need to extend the scope of water resources management, In: C. Bastian et al., Wasser Konfliktstoff Jahrhunderts, Universitätsverlag Winter, Heidelberg, pp 121-141, 2008. des 21.
EVAL_EXTRA:Š2Ë Hoekstra A.
EVAL_EXTRA:The relation between international trade and freshwater scarcity, Working Paper ERSD-2010-05, January 2010, World Trade Organization, Geneva, 2010.
EVAL_EXTRA:Š3Ë Hoekstra A, Chapagain A, Aldaya M, Mekonnen M. Water footprint Manual, Enschede, 2009. ~~~ Š4Ë European Environment Agency.
EVAL_EXTRA:Water resources across Europe, EEA Report No 2, Copenhagen, 2009. ~~~ Š5Ë The European environment state and outlook .
EVAL_EXTRA:Water resources: Quantity and flows.
EVAL_EXTRA:EEA, Copenhagen, 2010.
EVAL_EXTRA:Š6Ë European Environment Agency. @ivotna sredina u Evropi: stawe i izgledi u 2010. godini?. ~~~ EEA, Copenhagen, 2010. ~~~ Š7Ë Hoekstra A.
EVAL_EXTRA:The global dimension of water governance: Why the river basin approach is no longer sufficient and why cooperative action at global level is needed, Water, Vol. 3, No. 1, pp 21-46, 2011.
EVAL_EXTRA:Š8Ë Hoekstra A, Hung P. Virtual water trade: A quantification of virtual water flows between nations i relation to international crop trade, HIE Research Report No. 11, Delft, 2002.
EVAL_EXTRA:Š9Ë Hoekstra A, Chapagain A. Water footprints of nations: Water use by people as a function of their consumption pattern, Water Resources Management, Vol. 21, No. 1, pp 3548, 2007.
EVAL_EXTRA:Š10Ë Liu J, Orr S. Water footprint overview in the governmental, public policy, and corporate contexts, In: Lundqvist, J. (ed.)
EVAL_EXTRA:On the water front: Selections from the 2009 World Water Week in Stockholm, Stockholm International Water Institute, Stockholm, pp. 73-79, 2010.
EVAL_EXTRA:Š11Ë Chapagain A, Hoekstra A.
EVAL_EXTRA:The global component of freshwater demand and supply: An assessment of virtual water flows between nations as a result of trade in agricultural and industrial products, Water International, Vol. 33, No. 1, pp 19-32, 2008.
EVAL_EXTRA:Š12Ë Verkerk M, Hoekstra A, Gerbens-Leenes P. Global water governance: Conceptual design of global institutional arrangements, UNESCO-IHE Research report No. 26, Delft, 2008.
EVAL_EXTRA:Š13Ë SABMiller, WWF-UK.
EVAL_EXTRA:Water footprinting: Identifying & addressing water risks in the value chain, SABMiller, Woking, UK / WWF-UK, Goldalming, 2009.
EVAL_EXTRA:Š14Ë SABMiller, GTZ, WWF.
EVAL_EXTRA:Water futures: Working together for a secure water future, SABMiller, Woking, UK / WWF-UK, Goldalming, 2010.
EVAL_EXTRA:Š15Ë www.waterfootprint.org Recruitment and Selection of Student-volunteers: a Multicriteria Methodology UDC: 005.966.2:378.126 Violeta Cvetkoska, Biljana Sekulovska - Gaber, Marijana Sekulovska Faculty of Economics-Skopje vcvetkoska¿eccf.ukim.edu.mk SPIN 11, 01-02 november 2011, Belgrade, Serbia The Career Center operating within the frameworks of the Faculty of Economics-Skopje, Ss. ~~~ Cyril and Methodius University in Skopje, published an announcement for recruiting students-volunteers, thus giving the students an opportunity to actively participate in the Facultys operations and consequently add value to their studies.
EVAL_EXTRA:1.
EVAL_EXTRA:Introduction On the occasion of year 2011 announced by European Union as a European Year of Volunteering, under the motto: By volunteering we create better society, the Career Center at the Faculty of Economics-Skopje, Ss.
EVAL_EXTRA:Cyril and Methodius University in Skopje, published an announcement for recruiting students-volunteers who are to be engaged within the frameworks of the Facultys operations.
EVAL_EXTRA:Short essay (containing not more than 100 to 150 words) on the topic: I can change the world…I will start with myself…I WILL VOLUNTEER!.
EVAL_EXTRA:2.
EVAL_EXTRA:The experience of many companies shows that only 1/6 of the received applications are usually included in the detailed selection process; however these indicators can change in accordance with the number of interested candidates who apply at that moment Š4Ë. Figure 1.
EVAL_EXTRA:The selection process All the wise strategies and advanced technologies in the world would not be as effective as they actually are if right people do not stand behind them as their managers.
EVAL_EXTRA:Jack Welch (Former Chief Executive Officer of General Electric) One of the most important areas in human resource management is the selection of right people for right job positions.
EVAL_EXTRA:Standard-conventional, and 2. ~~~ Unconventional-alternative.
EVAL_EXTRA:The above mentioned methods and sources of data are explained in detail in Š3, 6 and 11Ë. 3.
EVAL_EXTRA:Strategy as planned action governs the whole recruitment and selection processes because it determines the following: (cid:123) What kind of students institution needs; (cid:123) Whether the students are to be recruited internally or externally i.e. from the organization or outside it; (cid:123) Whether the students are to adapt to the job or the job is to adapt to them; (cid:123) Whether the activities are to be directed to developing the students or towards using their actual competences; (cid:123) Whether individuals or team players are to be preferred; (cid:123) Which criteria and methodological tools are to be used during the selection.
EVAL_EXTRA:As advantages of the internal source of recruitment we outline the following ones: (cid:123) The student is well familiar with the institution, its strengths and weaknesses; (cid:123) It has positive influence on the internal motiva tion within the institution and (cid:123) It strengthens the perception that the institution takes care of good students.
EVAL_EXTRA:FIrst phase checking the submitted documentation Within the frameworks of this phase, our team prepared a form for identification of the documents submitted on behalf of the candidates. ~~~ What was required to be filled in this document was the name and surname of the candidate, his/her index number, and in the table that contained the list of the required documents, it was necessary to circle the symbol (cid:57) if the candidate submitted that document or the symbol x if the document was not submitted. ~~~ At the end of the form two options were given: 1. ~~~ The candidate submitted the required application documents; 2.
EVAL_EXTRA:1 http://www.eccf.ukim.edu.mk/ 3.2.
EVAL_EXTRA:The AHP is one of the most widely exploited decision making methods in cases when the decision (the selection of given alternatives and their prioritising) is based on several criteria/subcriteria Š2Ë. Complex decision problem solving, which this method uses, is based on the problem decomposition into a hierarchy structure which consists of the goal, the criteria, sub-criteria and the alternatives Š5Ë.
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EVAL_EXTRA:2.
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EVAL_EXTRA:3.
EVAL_EXTRA:The fundamental scale of values to represent the intensities of judgements is shown in Table 1. Importance intensity 2,4,6,8 Reciprocals Definition Equal importance Moderate importance of one over another Strong importance of one over another Very strong another Extreme importance of one over another Intermediate values Reciprocals for inverse comparison importance of one over Table 1.
EVAL_EXTRA:The Fundamental Scale More on AHP Method see in Š7, 8 and 9Ë. 3.2.2.
EVAL_EXTRA:2 From the submitted CV we evaluate the first three criteria (the structure of CV, the computer skills and foreign languages), and from the short essay we assess the students motivation to volunteer at the Faculty of Economics-Skopje, how clear and precise his/her expression is, as well as his/her creativity and initiative.
EVAL_EXTRA:Figure 2. ~~~ AHP Model for candidates ranking 3.3.
EVAL_EXTRA:Conclusion Within the frameworks of the third phase we decided to make a structured interview and for the purpose of doing this we focused on four criteria that are essential for the candidate becoming a volunteer at our institution, the criteria being the following ones: time management, confidentiality, personal communication and interpersonal skill and organizational skills.
EVAL_EXTRA:Figure 3.
EVAL_EXTRA:REFERENCES Š1Ë Barber, A.E., Recruiting Employees, Thousand Oaks, CA: Sage, 1998.
EVAL_EXTRA:Š2Ë Begicevic, N., Blazenka Divjak and Tihomir Hunjak, Prioritization of e-learning forms: a multicriteria methodology.
EVAL_EXTRA:Centarl European Journal of Operations Research, pp.1-15.
EVAL_EXTRA:Available at: http://www.springerlink.com/content/03111h2h3280 h556/fulltext.pdf, 2007 Š3Ë Bojadjioski, D., and Eftimov, Lj, Menadzment na covecki resursi, prvo izdanie, Ekonomski fakultetSkopje, 2009. ~~~ Š4Ë Gligorovska, E., Regrutacija i selekcija (priracnik), CS Global HR Academy, 2010. ~~~ Š5Ë Hunjak, T., and Jakov?evi?, D., AHP based model for bank performance evaluation and rating. ~~~ ISAHP, Berne, Switzerland, 2001.
EVAL_EXTRA:Š6Ë Noe, R.A., Hollenback, J.R., Gerhart, B., and Wright, P.M., Human resource management, The McGraw-Hill Companies, Inc., 2000. ~~~ Š7Ë Saaty, T. L., The Analytic Hierarchy Process, McGraw-Hill Book Co., N.Y., 1980. ~~~ Š8Ë Saaty, T.L., and Vargas, G. L., Decision Making in Economic, Political, Social and Technological Environments with the AHP.
EVAL_EXTRA:RWS Publications, Pittsburgh, PA, 1994. ~~~ Š9Ë Saaty, T.L., Decision making with the analytic hierarchy process.
EVAL_EXTRA:Int. J. Services Sciences, Vol. 1, No. 1, pp.83 98, 2008.
EVAL_EXTRA:Š10Ë Siber, F.B., Menadjment ljudskih potencijala, Zagreb, 1999. ~~~ Š11Ë Torrington, D., Hall, L., and Taylor, S., Human resource management, Pearson Education, 7 th ed, 2008.
EVAL_EXTRA:Effects of Economic Crisis on Entrepreneurship in Culture UDC: 330.322.1:008(497.11) ; 338.124.4 Kočović Milica Istitute of Insurance and Actuaries, Belgrade mickocovic¿gmail.com The subject of this work is the effect of macroeconomic environment on cultural market development level in a country.
EVAL_EXTRA:The current world economic crisis has just intensified the research into the problem of culture in a macroeconomic environment (Madden, 2009). ~~~ In view of the global pertinence of the issues of prospects of cultural development in unfavourable economic conditions, it is interesting to explore whether and to which extent the crisis was reflected upon the culture and art sectors, both in the selected developed countries and in Serbia.
EVAL_EXTRA:2.
EVAL_EXTRA:The alarming fact is that the reports on financing culture do not inform about the expenditures meant for libraries, archives, cultural heritage, professional improvement in the field of art, capital investments (e.g., building of a new theatre) and indirect financing through tax reliefs. ~~~ (Galloway, 200, pp. 7-9) The concept of culture the UNESCO defined for the purposes of an international comparability of economic statistics includes nine categories: cultural heritage, printed materials and literature, music, theatric art, audio media, audio-visual media, social activities, sports/games and environment/nature. ~~~ (Haydon, 2000).
EVAL_EXTRA:(SICA Dutch Centre for International Cultural Activities, 2010, pp. 1-2) Nearly all sectors of culture and art in Great Britain face the danger of financial unsustainability.
EVAL_EXTRA:(SICA Dutch Centre for International Cultural Activities, 2010, p.4) The reductions and restraints in the state expenditures hit different cultural segments differently.
EVAL_EXTRA:The problem of ensuring subsidies from the private sector, however, still remains. ~~~ (SICA Dutch Centre for International Cultural Activities, 2010, p3) The changes in the behaviour of the consumers of cultural contents, caused by an unfavourable economic environment, may have substantial negative effects for the financial position and the development opportunities of cultural institutions.
EVAL_EXTRA:An especially substantial fall was observed in corporate donations and sponsorships (20-50%), whereas the reduction in incomes coming from public sources amounted to 10%, with an expected tendency of further fall. ~~~ (Helicon, 2009b, p.4) In the conditions of the reduced interest of the public, the organizations that cover their operative expenses by advance sales of tickets are in a specifically sensitive position.
EVAL_EXTRA:In order to gain material savings, cultural institutions are forced not only to stop further hiring, but also to reduce compensation, reorganize and consolidate the existing jobs. ~~~ Furthermore, research show that the largest number of the employees in cultural institutions that are made redundant were actually engaged in administrative jobs, and only then in the jobs of artistic or educational nature. ~~~ (Helicon, 2009a, p.6) It is for the above described reasons that entrepreneurship gains in importance since numerous segments of culture are left to their own means and have to find ways of independent financing to survive.
EVAL_EXTRA:3.
EVAL_EXTRA:In a narrower sense, culture includes creative, artistic and entertainment activities, the work of libraries, and collections/legacies. archives, museums, galleries As regards culture financing in Serbia from public sources, the Law Amending the Law on the Budget of the Republic of Serbia for the year 2010 provides that subsidies for culture amount to 378-366 thousand dinars, which makes approximately 0.0485% of the total expenditures and spending finaced from the budget.
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EVAL_EXTRA:Table 1: Comparative survey of the culture budget for Table 2: Average net earnings of employees in selected 2006-2011 period (in 000 dinars) domains in Serbia in the 2000-2011 period Programme activities Specialized services Subsidies International mambership fees Transfers Grants 1558069 880000 1236422 670421 985153 1181759 1621037 551000 945690 332236 385802 378366 - - - - 40000 300000 325201 240600 180000 200000 128000 162800 102800 150000 170000 - Source: Ministry of Culture, Information and Information Society of the RS (2001),Bulletin, Beograd,p.71 In addition to the role of the central administration in financing cultural development, special role belongs to local autonomies, therefore it is of interest to get an insight into these.
EVAL_EXTRA:Dominant in the 2009 budget of the observed cities allocated for culture are the employees salaries (about 70%). ~~~ (Institute for the Study of Cultural Development of the RS, 2009, p.17) Viewed from an economic aspect, the condition of the cultural sector in a country is described, among all, by the data on the number of employees and their salaries in the sector.
EVAL_EXTRA:Cultural activity (broader interpretation) interpretation) Health Total Education Cultural activity (narrower Sector Year 2000 2389 2001 5840 2002 9208 2003 11500 2004 14108 2005 17443 2006 21707 2007 27759 2008 32746 2009 31733 2010 34142 20111 36919 Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) and social care The average annual earnings in the domain of culture in the observed period are relatively higher in comparison with the total average for all the segments subject to statistical survey.
EVAL_EXTRA:Graph 1: Trends of average net earnings in the cultural sector in Serbia in the 200-2011 period Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) 1 Data for 2010 refer to the average net earning over the first six months in the year The total number of employees in the sectors which can broadly be understood as the cultural sector has been rather steady in the 2000-2011 period.
EVAL_EXTRA:Table 3: Number of employees in legal entities and in the cultural sector in Serbia in the 2001-2011 period Number of employees Total number of employees in legal bodies in Serbia Year Number of employees in the cultural sector Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) Viewed in terms of individual fields of the cultural sector, a relatively largest number of employees (about 32% on average) are found in programme activities and broadcasting.
EVAL_EXTRA:Graph 2: Trends in the number of employees in individual fields of the cultural sector in the 2001-2011 period According to the results of the poll on personal spendings of the households in Serbia, an average share of spendings on culture and recreation is relatively steady, on the level of about 4.8% in the 2006-2010 period.
EVAL_EXTRA:(Statistical Office of Serbia, 2009, p.405).
EVAL_EXTRA:Graph 3: Number of theatres and of their visitors in Serbia2 Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) 2 The data include professional, amateur and childrens theateres.
EVAL_EXTRA:Graph 4: Number of museums and of their visitors in Serbia3 The findings are much more unfavourable if indicators concerning the cinema activities are observed.
EVAL_EXTRA:Here the number of visitors over this same period has become alarming.
EVAL_EXTRA:During 2009, the cinemas in Serbia recorded 1569 vistors, which is nineteen times a smaller number compared to 1980.
EVAL_EXTRA:Graph 6: Number of users, organized exhivitions and lectures in archives Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) The analysis of the trends of the selected values of the indicators of the number of museums and visits in Serbia over time leads to similar conslusions as regards the real situation in the cultural sector.
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EVAL_EXTRA:Graph 5: Number of cinemas and of their visitors in Serbia4 Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) 3 As of 2000, data for Kosovo and Metohija are missing 4 As of 2008, data for Kosovo and Metohija are missing Source: Plotted after the data of the Statistical Office of the Republic of Serbia (http://webrzs.stat.gov.rs) In case of archives in Serbia, data show that the scope of contents they provide rises, with slight fluctuations over time.
EVAL_EXTRA:The fact is that the negative effects of the global economic crisis in the developed European countries resulted in an increasing number of people who believe that the entire cultural sector should be left to the market type of financing. ~~~ Serbia, which is, according to the macroeconomic indicators, on a considerable lower level of development, should also search for sources of financing culture, alternative to the public system of financing in this sector.
EVAL_EXTRA:Furthermore, the state should stimulate entrepreneurship in culture to solve the problem of the lack of budget for financing culture. ~~~ Of special importance is the proactive approach of cultural institutions themselves, in both the short-term and the long-term time horizons.
EVAL_EXTRA:Država i Kultura, Čigoja štam pa, Beograd, pp. 401-402.
EVAL_EXTRA:Š2Ë Einarsson, A. (2008) ~~~ The economic impact of pub lic cultural expenditures on creative industries under increasing globalization, Bifröst Journal of Social Science, No. 2, pp. 27-46.)
EVAL_EXTRA:Š3Ë Galloway S. (2000) ~~~ Public Spending on the Arts within the UK, Centre for Cultural Policy Research, Glasgow (downloaded 08.08.2011. from: http://www.britishtheatreguide.info/news/CCPR%2 0Arts%20Spending%20Briefing.pdf) Š4Ë Granato, J., Inglehart, R., Leblang, D. (1996)
EVAL_EXTRA:The Effect of Cultural Values on Economic Development: Theory, Hypotheses and some Empirical Tests, American Journal of Political Science, Vol. 40, No.3, pp. 607-631.
EVAL_EXTRA:Š5Ë Haydon, B. (2000)
EVAL_EXTRA:Cultural Statistics within a Developed Statistics System (Australia and Canada), World Culture Report, Highlights, Part Five, UNESCO; Paris (downloaded 02.09.2011. from: http://www.unesco.org/culture/worldreport/ html_eng/wcrb51.shtml) Š6Ë Helicon (2009a) Arts and Recession: The Economic Recessionžs Impact on Cultural Organizations in Washington State, New York (downloaded 08.08.2011. from: http://www.arts.wa.gov/projects/documents/ArtsAnd-Recession.pdf) Š7Ë Helicon (2009b) «The Economic Recessionžs Impact on Cultural Organizations in the Puget Sound», New York, (downloaded 07.09.2011. from http://www.heliconcollab.net/ files/ Puget-SoundArts-Environmental-Scan.2009-03-09.pdf) Š8Ë Herrero, L.C., Sanz, J.A., Devesa, M., Bedate, A., Š16Ë Republički zavod za statistiku RS (2010) Barrio, M.J. (2006)
EVAL_EXTRA:The Economic Impact of Cultural Events a Case Study of Salamanca 2002, European Capital of Culture, European Urban and Regional Studies, No.13(1), pp. 41-57.
EVAL_EXTRA:Š9Ë Madden, C., (2009) Global Financial Crisis and Recession: Impact on the Arts, DžArt Report No.37, International Association of Arts Councils and Culture Agencies (IFACCA), Sydney Š10Ë Ministarstvo kulture, informisanja i informa cionog društva RS (2011) Informator o radu, Beograd Š11Ë Myerscough (1988) The Economic Importance of the Arts in Britain, Policy Studies Institute, London Š12Ë Madžar Lj.( 2004), Kultura kao činilac i ograničenje razvoja,Kultura i razvoj,Institut društvenih nauka,Beograd.
EVAL_EXTRA:Š13Ë National Endowment for the Arts (2000) International Data on Government Spending on the Arts, Note No.74, Research Division (downloaded 08.08.2011. from: http://www.nea.gov/research/notes/74.pdf) Š14Ë OžConnor, J., (1998) The Cultural Production Sector in Manchester, Research and strategy, Manchester Institute for Popular Culture, Manchester Statistički godišnjak Srbije 2010, Beograd Š17Ë Schuster M.D. (1985) ~~~ Supporting the Arts: An International Comparative Study.
EVAL_EXTRA:Canada, Federal Republic of Germany, France, Italy, Great Britain, Netherlands, Sweden, United States, National Endowment for the Arts, Massachusetts Š18Ë Shaw, P., (2000), Measuring the Impact of Culture?, Seminar Report, Arts Research Digest, Issue 20, Arts Research Limited Š19Ë SICA Dutsh Centre for International Cultural Activities (2010) «The economic crisis and the prospects for art and culture in Europe» (downloaded 07.09.2011. from: http://www.culturalpolicies.net/web/files/83/en/en_crisis_and_ prospects_for_art_and_culture_in_europe_oct201 0.pdf Š20Ë [ešić M.,Stojković B. (2007) ~~~ Kultura menadžment animacija marketing, Clio, Beograd, pp. 247-265.
EVAL_EXTRA:Š21Ë Zakon o budžetu Republike Srbije u 2011. godini, Sl. glasnik RS, no 20/2011 Š22Ë Zakon o izmenama i dopunama Zakona o budžetu Republike Srbije za 2010. godinu, Sl. glasnik RS, broj 91/2010 Š23Ë Zavod za proučavanje kulturnog razvitka RS (2009) Kulturne politike gradova Srbije: Kulturni resursi gradova uporedni prikaz, Beograd Š15Ë Republički zavod za statistiku RS (2009) Statistički godišnjak Srbije 2009, Beograd Š24Ë http://webrzs.stat.gov.rs Š25Ë http:// www.imo.hr Manual for Authors TITLE OF PAPER IN ENGLISH ( two lines at the most ) Marko Markovic1, Ivan Ivanoviæ2 1Faculty of Organizational Sciences in Belgrade 2Faculty of Economics in Belgrade Abstract - These are instructions for preparing papers that will be included in the jou rnal.
EVAL_EXTRA:Your papers should be prepared according to the instructions.
EVAL_EXTRA:1.
EVAL_EXTRA:INTRODUCTION Papers have to be written in English.
EVAL_EXTRA:Original papers should be typed one sided A4 format (210x297mm).
EVAL_EXTRA:Use margin 2,5 upper, 2 cm lower, left and right.
EVAL_EXTRA:Maximal length of paper is 8 pages including tables, text, pictures, literature and other appendices.
EVAL_EXTRA:Pages are numbered with graphite pencil in upper right corner.
EVAL_EXTRA:Send two copies of the paper (original + one copy) and diskette in format MS Word 6.0.
EVAL_EXTRA:If the last page of text is not filled up, the columns on the last page should be even, of the same length. . 2.
EVAL_EXTRA:SUBTITLE (SIMULATION MODEL) (example: SIMULATION MODEL) In the middle of the first page, after one empty line, insert English title of the paper.
EVAL_EXTRA:Use font Times Roman Bold 14 pt.
EVAL_EXTRA:The name of authors and the names of their institutions in font Times Roman 10 pt. should be centered as in the model given at the beginning of this instruction..
EVAL_EXTRA:Other parts type in two columns 0,5 cm in between.
EVAL_EXTRA:Paper is typed normal space and double space between paragraphs.
EVAL_EXTRA:Font Roman 10 pt is recommended.
EVAL_EXTRA:Beginning of the paragraph is typed at the very beginning of the columns.
EVAL_EXTRA:The title of the paper and names of authors are followed by short abstract in Italic.
EVAL_EXTRA:
EVAL_EXTRA:All subtitles are typed in Bold, capital letters same sized as in the previous text (not smaller than 10 pt). 3.
EVAL_EXTRA:SUBTITLE (example: COMPARATIVE ANALYSES) r ( σ2 = ) p E ( n ∑ = i [ r p i , − E r ( p )] ) (12) All equations type in one column, numerated at the right side, as illustrated. ~~~ 4.
EVAL_EXTRA:CONCLUSION All figures, tables or graphic presentations are adapted to the width of one column.
EVAL_EXTRA:If necessary, when the figures do not fit in one column, use the width of the page , and then continue as previously, in two columns.
EVAL_EXTRA:See the figure below.
EVAL_EXTRA:R[$] Figure 1.
EVAL_EXTRA:Graphic presentation of results t [s] REFERENCES Only the literature related to the problems and main ideas presented in paper should be including and ordinal numbers of the references type in angular brackets.
EVAL_EXTRA:Literature in text has to be quoted in angular brackets to the order of their quotation .
EVAL_EXTRA:For example in [5] it is shown that.
EVAL_EXTRA:The example of literature is shown below. [1] ~~~ Banks, J. and S.J. Carson., Discete - Event System Simulation Prentice - Hall, New - Jersey, 1984. [2]
EVAL_EXTRA:Bodily, S., Speadsheet Modeling as a Stepping Stone, Interfaces, vol. 16, No.5, pp 34-52 1986. [3] ~~~ Protic D., Simulation of work on Airport Belgrade.
EVAL_EXTRA:Proceedings of work, SINFF-N, page 75 -81.
EVAL_EXTRA:Zlatibor
EVAL_EXTRA:
MANUAL_NOTFOUND:Number 47-48, Year XIII April 2008.
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:4 Power Factors and Negotiation Strategies
MANUAL_NOTFOUND:Milan Stamatovic, Nebojsa Zakic, Ilija Nikolic
MANUAL_NOTFOUND:13 Earned Value Management
MANUAL_NOTFOUND:Wayne F. Abba
MANUAL_NOTFOUND:19 Modern Management in the Defense System
MANUAL_NOTFOUND:Aleksandar Majstorovic, Marko Andrejic
MANUAL_NOTFOUND:28 Differential Responses to Managerial Incentives among Workers: Case Study
MANUAL_NOTFOUND:Khalid Alrawi
MANUAL_NOTFOUND:39 Structural and Dynamic Aspects of Virtual Organizations
MANUAL_NOTFOUND:Ivan Stefanovic, Sloboda Prokic
MANUAL_NOTFOUND:44 Competitiveness trough Entrepreneurship: an International Analysis
MANUAL_NOTFOUND:Isabel Martins, Ana Martins, Orlando Petiz
MANUAL_NOTFOUND:60 The Transport Policy between Regulation and Liberalisation
MANUAL_NOTFOUND:Ljubinko Dedovic
MANUAL_NOTFOUND:65 Marketing and Management Support RegionInnovations within Human Resource Management
MANUAL_NOTFOUND:Ivana Butoracova Sindleryova
MANUAL_NOTFOUND:72 Marketing Activities of Faculties
MANUAL_NOTFOUND:Beba Rakic, Mira Rakic
MANUAL_NOTFOUND:79 Marketing Beer - A Greek Brewerys Case Study
MANUAL_NOTFOUND:Evangelia Blery, Eutyhia Kamaterou
MANUAL_NOTFOUND:87 Correlations between some Quality Management Practices and Internal Knowledge Transfer
MANUAL_NOTFOUND:Dragan Manasijevic, Zivan Zivkovic,Ivan Mihajlovic
MANUAL_NOTFOUND:Power factors and negotiation strategies
MANUAL_NOTFOUND:Milan Stamatovi], Neboj[a Zaki], Ilija Nikoli]
MANUAL_NOTFOUND:UNION university, Faculty of Enterpreneurship, Belgrade
MANUAL_NOTFOUND:The paper explains the major elements of negotiations, key power factors of negotiating skills, the selection of a proper enterpreneurial strategy as well as significant ethic issues.
MANUAL_NOTFOUND:1.	Defining negotiation
MANUAL_NOTFOUND:According to Robinson and Volkov, negotiation is a process in which negotiators lay their objectives at the negotiating table, share information and search for effective alternatives [2].
MANUAL_NOTFOUND:Duening and Sherrill view negotiating as a process in which two or several parties attempt to reach an agreement in a situation characterised by a certain level of real or possible disagreement.
MANUAL_NOTFOUND:2.	Elements of negotiation
MANUAL_NOTFOUND:Negotiating normally consists of the following elements:
MANUAL_NOTFOUND:3.	Power factors in negotiating
MANUAL_NOTFOUND:The following key factors act in such a way.
MANUAL_NOTFOUND:In its core, negotiating is an exchange of information.
MANUAL_NOTFOUND:This information is directed and organized so as to convince the other party to see it the way we do.
MANUAL_NOTFOUND:4.	Choosing negotiating strategy
MANUAL_NOTFOUND:Is the relationship outcome important for the manager?
MANUAL_NOTFOUND:Similarly, we must decide upon the importance of relationships between the negotiators. Each negotiation has relationship outcomes as well as the basic relations of negotiations - the way we negotiate now will affect the quality of our relationships in the future.
MANUAL_NOTFOUND:According to Savage, Blair and Sorenson, there are basically four main negotiating strategies, depending on
MANUAL_NOTFOUND:Active evasion.
MANUAL_NOTFOUND:Table 1 Bargain scope definition - the buyer’s standpoint (in 000)
MANUAL_NOTFOUND:These four points make the negotiator’s bargain range.
MANUAL_NOTFOUND:Similarly, it is obvious that we should plan our own target points and the resistance points in advance, so that we could be confident of our planning and understand that we might have to change these estimations when we obtain information on the others.
MANUAL_NOTFOUND:For example, when the initial offer is determined, experience tells us that such an initial offer should be made that leaves the negotiator space to make cessions, at the same time offering an agreement that is equal, if not better, to someone’s target point.
MANUAL_NOTFOUND:2.	Interests - focusing on interests, rather than to a position;
MANUAL_NOTFOUND:Separating people from problems.
MANUAL_NOTFOUND:5.	Negotiators’ ethics
MANUAL_NOTFOUND:Competition.
MANUAL_NOTFOUND:As we said above, a certain amount of “legitimate dishonesty“ is often considered appropriate in negotiations.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:Earned Value Management
MANUAL_NOTFOUND:From Government Contracts to the Project Management Universe
MANUAL_NOTFOUND:Wayne F. Abba
MANUAL_NOTFOUND:Earned Value Management originated in the 1960s as a technique to manage large contracts in the United States Department of Defense.
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:Integrated Project Management
MANUAL_NOTFOUND:The story begins in the 1960s, when Defense projects often produced unsatisfactory results.
MANUAL_NOTFOUND:Late delivery and cost overruns were common.
MANUAL_NOTFOUND:By 1964 the Army, Navy and Air Force had developed about ten different versions.
MANUAL_NOTFOUND:That complicated business for defense contractors because each new contract brought with it a new requirement that specified how the contractor would manage the work.
MANUAL_NOTFOUND:The central concept was “Earned Value Management” or EVM, an extremely powerful management technique that took project management to a new level.
MANUAL_NOTFOUND:Management and Reporting Problems
MANUAL_NOTFOUND:Earned Value Management became defense policy in 1967.
MANUAL_NOTFOUND:The A-12 Fiasco
MANUAL_NOTFOUND:By the end of 1990 it was clear that the program was a disaster.
MANUAL_NOTFOUND:The Defense Secretary declared “This program cannot be sustained unless I ask Congress for more money and bail the contractors out.
MANUAL_NOTFOUND:No one can tell me exactly how much more it will cost to keep this program going.
MANUAL_NOTFOUND:And I do not believe a bailout is in the national interest.
MANUAL_NOTFOUND:If we cannot spend the taxpayers' money wisely, we will not spend it.”4
MANUAL_NOTFOUND:The contract was terminated for default, meaning the contractors were required to repay the government more than a billion dollars.
MANUAL_NOTFOUND:When a higher court decided that the termination was based on contractor performance and overruled the judge, he finally heard the EVM testimony in 2001.
MANUAL_NOTFOUND:In August of that year he reversed his previous judgments and found in favor of the government.
MANUAL_NOTFOUND:International Interest in EVM
MANUAL_NOTFOUND:When Sweden and the United Kingdom took note of these developments andbegan using EVM, the countries created the International Performance Management Council as a forum to exchange information.
MANUAL_NOTFOUND:Through cooperation a foundation of mutual trust and respect has been built, not only among the governments but also among their contractors.
MANUAL_NOTFOUND:The Role of Government
MANUAL_NOTFOUND:Each year since, OMB has continued to refine the requirements and has both penalized and rewarded agencies based on the quality of their business cases and EVM implementation.
MANUAL_NOTFOUND:The Role of Industry
MANUAL_NOTFOUND:When the author began his work at the Office of the Secretary of Defense, the government-industry relationship was adversarial.
MANUAL_NOTFOUND:The more he learned about the reasons for the tension, the more he realized that industry complaints were justified.
MANUAL_NOTFOUND:As a result, the American National Standards Institute issued the world’s first integrated project management standard in 1998.
MANUAL_NOTFOUND:In 1999, DoD incorporated the standard in its acquisition regulations.
MANUAL_NOTFOUND:The Role of Professional Associations
MANUAL_NOTFOUND:Professional associations are very important in project management.
MANUAL_NOTFOUND:In 2005 PMI published the Practice Standard for Earned Value Management, making this management technique accessible to some 250,000 PMI members worldwide.
MANUAL_NOTFOUND:International Trends
MANUAL_NOTFOUND:Australia has more than ten years of successful experience with EVM as a government regulation.
MANUAL_NOTFOUND:Project Management in Transition
MANUAL_NOTFOUND:Along the way, typical issues arise:
MANUAL_NOTFOUND:Should government or industry assume the leading role?
MANUAL_NOTFOUND:The Future of EVM
MANUAL_NOTFOUND:Where will EVM go in the future?
MANUAL_NOTFOUND:Government cannot operate the same way.
MANUAL_NOTFOUND:Modern Management in the Defense System
MANUAL_NOTFOUND:Dr Aleksandar Majstorovi],Dr Marko Andrejic
MANUAL_NOTFOUND:Military Academy, Belgrade
MANUAL_NOTFOUND:The bases on which the plans in the defense systems are founded are usually rather uncertain due to dynamic change in the system, particularly to its close or farther environment.
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:In the approaching period, the management in the Republic of Serbia defense system gains in importance and must actively and publicly take on the role of the front unit.
MANUAL_NOTFOUND:In order that military managers should successfully cope with the growing problems, it is necessary that there exist a long-term conception of development with a built in organizational aspect, that candidates for military managers be carefully selected and that they undergo continual education and qualification processes.
MANUAL_NOTFOUND:The prevailing choice of methods is not impartial enough and reduces (almost eliminates) the impact of public - transparency to a significant degree.
MANUAL_NOTFOUND:Specific features of management in the defense system
MANUAL_NOTFOUND:The fundamental principles upon which the relations within defence system, especially those between the manager and other members are built are as follows: not all the members of the system are included into decision making on all the important issues of the system; the manager plays an organizational- technological-coordination role in order that the tasks are accomplished effectively, efficiently and economically; the manager helps all the work group members in the process of creating and liberating their will, creativeness and abilities, in order that they are adequately trained to achieve high performance and take an active part in improving management itself and the overall functioning of the system.
MANUAL_NOTFOUND:In addition to overall human qualities (emotional and academic intelligence, energy, creativity, decisiveness and firm character) the managers in the defense system should be gifted with some specific traits, characteristic of the men and environment in this country, such as capability of selecting and developing personnel, knowledge of people and their problems, correct estimation of their abilities.
MANUAL_NOTFOUND:The manager is always expected to be a leader, that is, to command great personal authority and power and to be able to conduct all the management functions and processes (planning, organizing, personnel, guidance, control, analysis, coordination, task assignment) successfully.
MANUAL_NOTFOUND:In addition to the abovementioned, the manager is expected to identify problems promptly, deeply and broadly, diagnosing them briefly, making a difference between what is important and what is not and to always move efficiently across the defence system.
MANUAL_NOTFOUND:The modern manager’s personality in the defense system today must be a set of different qualities the minimal scope of which will be the following:
MANUAL_NOTFOUND:1.	moral qualities: highly developed social awareness and social feeling; sence of economics, decisiveness, enterpreneurship; sense for responsibility;
MANUAL_NOTFOUND:2.	intellectual skills: methodic approach in reasoning and acting; objectivity; realism and practical sense; capability of persuading others;
MANUAL_NOTFOUND:3.	physical qualities: physical and psychical health; vitality; endurance; agreable appearance;
MANUAL_NOTFOUND:4.	knowledge and experience: general education as well as knowledge of skills and managerial work as well as work in schools for managers, experience in educational work.
MANUAL_NOTFOUND:Projections of knowledge necessary to the modern manager in the defense system
MANUAL_NOTFOUND:Knowledge in its broadest sense means a set of contents on a subject or a phenomenon and their definitions founded on the truth.
MANUAL_NOTFOUND:The military manager is required to master the knowledge necessary to any other manager, but also knowledge specific of managing a military organizational system and the organization of modern work in them.
MANUAL_NOTFOUND:One possible classification of knowledge required of the military manager is presented in the following table.
MANUAL_NOTFOUND:Generally speaking, there are general managers and expert managers in the defense system.
MANUAL_NOTFOUND:Junior managers may encounter some problems in practice, the problems that are not manifested in their inappropriate technical knowledge and education, but in their problematic inclusion into the work group - collective as well as in their somewhat limited possibilities to actively and purposefully perform there.
MANUAL_NOTFOUND:Classification of knowledge required of military manager
MANUAL_NOTFOUND:The importance, role and tasks of managers in the defense system
MANUAL_NOTFOUND:The job of the manager at any level in the defense system is specific, sensitive and complex and his position can be shown in the following way:
MANUAL_NOTFOUND:1.	There is no certain promotion if the given sequence of goals is absent.
MANUAL_NOTFOUND:If planning is reduced to mere routine or satisfying formal obligations, without a defined conception of development, in the system or in its part, it will be meaningless.
MANUAL_NOTFOUND:Perhaps more than the global changes listed above, the acting and thinking of people is affected by the present changes which are emerging worldwide, faster or more slowly: the rise in the living standard, higher level of education, general accessibility of information.
MANUAL_NOTFOUND:A good manager is not merely a spontaneous product of nature; in order to be such he needs education, and this education means a long and painful effort in which the family, school, organization he works with and state par-ticipate.
MANUAL_NOTFOUND:Managers education projection in the defense system
MANUAL_NOTFOUND:Education of managers is a complex problem that cannot be solved in haste, but by long-termed and persistant work.
MANUAL_NOTFOUND:The preparation for manager promotion requires a situational approach conditioned by all the manager’s qualities, specific features of the new workplace and the work group that is engaged in the preparations.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:The time before us requires the managers who clearly understand their position, role and task, their scope of work and their real power, the managers who develop and use teamwork, in contrast to those who „always know best and know everything“
MANUAL_NOTFOUND:Generations of young officers are increasingly better educated, both technically and in the IT area and in any other way.
MANUAL_NOTFOUND:They are familiar with the general trends in the environment and have alternatives in terms of employment.
MANUAL_NOTFOUND:Differential Responses to Managerial Incentives among Workers: Case Study
MANUAL_NOTFOUND:Khalid Alrawi
MANUAL_NOTFOUND:Al-Ain University of Science and Technology College of Business Administration MBA Program Director
MANUAL_NOTFOUND:There is considerable interest and debate over the effectiveness of managerial incentives MI.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Just as no two individual personalities are the same, no two organizational cultures are identical.
MANUAL_NOTFOUND:Cultural values can be quite different from organization to organization,
MANUAL_NOTFOUND:in some, employees may care deeply about money, but in others they may care more about technological innovation or employee well-being.
MANUAL_NOTFOUND:2.	Managerial Incentives and the Potential Impact on Culture
MANUAL_NOTFOUND:The majority of past studies on the effectiveness of MI have focused on monetary issues.
MANUAL_NOTFOUND:Monetary incentives (e.g., increasing salary) tends to provide fairly immediate rewards to the employee and they are transactional in character,
MANUAL_NOTFOUND:non-monetary incentives (e.g., shifting to new post) tend to involve delayed rewards and are more relationship-based.
MANUAL_NOTFOUND:These benefits are further classified as tangible incentives (monetary incentives) or intangible incentives (non-monetary in-centives).
MANUAL_NOTFOUND:Consistent with such understanding, the benefits of value expression, exploration and entertainment can be classified as intangible incentives.
MANUAL_NOTFOUND:Each ethnic group constitutes a unique community because of common culture.
MANUAL_NOTFOUND:The appropriateness of these dimensions for this study is supported by the suggestion that ‘’there are specific relationships between (Hofstede’s) cultural dimensions and the appropriate promotional policy’’ (Kale and McIntyre, 1991).
MANUAL_NOTFOUND:Indeed, one of the aims of this study is to verify whether there are any relationships between the cultural dimensions and employees responses to MI.
MANUAL_NOTFOUND:3.	Hypotheses
MANUAL_NOTFOUND:Indeed, privileges and status symbol are both expected and desired.
MANUAL_NOTFOUND:Employees in such cultures were thus likely to be more responsive to incentives that contain differential treatment.
MANUAL_NOTFOUND:A financial incentive may create dissatisfaction if they feel that it inadequately reflects their contributions.
MANUAL_NOTFOUND:We would predict that group work will motivate employees more when the country’s culture scores high on the quality of self-esteem criterion.
MANUAL_NOTFOUND:In fact, some authorities believe that the most effective method of influencing organizational culture may be through the reward system.
MANUAL_NOTFOUND:Figure (1): Summary of the Hypotheses
MANUAL_NOTFOUND:Research Methodology and Analysis
MANUAL_NOTFOUND:The two ethnic groups Indians and Egyptians are selected for investigation.
MANUAL_NOTFOUND:In regard to sociodemographic factors, common characteristics considered in cross-cultural studies on MI include age, gender, income and level of education.
MANUAL_NOTFOUND:It should be that reliability levels varied slightly between the ethnic groups.
MANUAL_NOTFOUND:Overall, the results support the independence of the constructs
MANUAL_NOTFOUND:Using AMOS 4.0, the key results of the standardized solution are shown in table (3).
MANUAL_NOTFOUND:These results provide strong conformity support for the CVSCALE and its use in studying the hypothesized constructs
MANUAL_NOTFOUND:Although the absolute difference appears small, based on conventional statistical standards there are significant differences between the two ethnic groups on all of the cultural dimensions (P less than 0.05), except for uncertainty avoidance.
MANUAL_NOTFOUND:and vice-versa for Egyptians.
MANUAL_NOTFOUND:4.	Summary and Conclusions
MANUAL_NOTFOUND:Limitations and Further Research
MANUAL_NOTFOUND:The current study only focused on employee motivation with a particular package of incentives, and other types of variables in other industries or economic sectors that may apply differently. Therefore, the study could be further extended by considering the use of alternative measures and stimuli, for example: culture may also be measured by using Hofsted’s (1990) or the alternatives that have been proposed.
MANUAL_NOTFOUND:1.	Increasing salary:
MANUAL_NOTFOUND:2.	Incentive Category stimuli:
MANUAL_NOTFOUND:3.	Incentive Plan stimuli:
MANUAL_NOTFOUND:4.	Culture:
MANUAL_NOTFOUND:In particular, use is made of the CVSCALE proposed by Yoo, Donthu and lenartowicz (2001).
MANUAL_NOTFOUND:It consist of 26-items, measured by 5-point Likert scales, relating to Hofested’s five cultural dimensions.
MANUAL_NOTFOUND:The CVSCALE is useful for analyzing cultural values in a heterogeneous country like the UAE and thus, the scale is particularly relevant for this study.
MANUAL_NOTFOUND:Furthermore, the items of the scale have been adapted to suit the employee context.
MANUAL_NOTFOUND:4.	Piece work and Profit Distribution:
MANUAL_NOTFOUND:Structural and dynamic aspects of virtual organizations
MANUAL_NOTFOUND:Ivan Stefanovi],Sloboda Proki]
MANUAL_NOTFOUND:This paper depicts the basic characteristics of virtual organizations and some of their structural and dynamic aspects of functioning.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Basic characteristics of virtual organzations
MANUAL_NOTFOUND:“There are no results within virtual organization.
MANUAL_NOTFOUND:The only business results are created by the customer, who converts the efforts and the costs into the income and the profit, willingly exchanging his buying power for the products or services of the organization.“
MANUAL_NOTFOUND:This is the basic premise upon which the logics that supports the emergence and developmet of virtual organizations should be based on.
MANUAL_NOTFOUND:3.	Virtual organization structure
MANUAL_NOTFOUND:Virtual organizations absolutely support such a logics of functioning.
MANUAL_NOTFOUND:4. Dynamic aspects of virtual organizations
MANUAL_NOTFOUND:The essence of virtual organization is the restructuring process.
MANUAL_NOTFOUND:The theory of the virtual organization design and implementation that describes dynamic mechanisms is founded on three synthetised notions:
MANUAL_NOTFOUND:The virtual organizations life cycle can be described through four phases: task identification in the environment, network forming, project execution and network disintegration.
MANUAL_NOTFOUND:Opportunity identification starts with market research, or the identification of demand for certain products or services.
MANUAL_NOTFOUND:For the defined jobs in the project designing those members are chosen that offer the most favourable terms or are found trustworthy on the basis of the previous experience.
MANUAL_NOTFOUND:Project execution is a phase involving all the activities related to achieving the set project goals, that is, fulfilling the contracted obligations of a virtual organization as a whole, but also those of its individual members, as project subcontractors.
MANUAL_NOTFOUND:When work on the project has been completed, to continue with the previously agreed distribution of profit and possible mutual property.
MANUAL_NOTFOUND:The virtual organization’s life cycle is presented in Figure 3.
MANUAL_NOTFOUND:They are part of a long-term structure of virtual organizations and a way to overcome typical barriers in cooperation.
MANUAL_NOTFOUND:Figure 4: Roles within virtual organization.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Competitiveness through Entrepreneurship: an International Analysis
MANUAL_NOTFOUND:Isabel Martins
MANUAL_NOTFOUND:Jean Piaget University of Cape Verde
MANUAL_NOTFOUND:Ana Martins
MANUAL_NOTFOUND:Glamorgan Business School, UK
MANUAL_NOTFOUND:Orlando Petiz
MANUAL_NOTFOUND:European Industrial and International Research Centre (NEEII) University of Minho, Portugal
MANUAL_NOTFOUND:During the last decade there has been a vocal discussion pertaining to economic growth.
MANUAL_NOTFOUND:Nevertheless, a consensus has not been reached among the different studies and various authors.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Culture, leadership and change: the basis of entrepreneurship.
MANUAL_NOTFOUND:2.1	Culture and leadership
MANUAL_NOTFOUND:There is a strong relationship between entrepreneurship and organizational change.
MANUAL_NOTFOUND:This responsibility, however, is the result of the symbiosis of various contexts namely, professional, personal and social.
MANUAL_NOTFOUND:As far as the allocation of available resources, the decisions faced by the entrepreneur constructs are governed by efficiency (Herbert and Link, 1989).
MANUAL_NOTFOUND:1.	Observable Behavouiral Norms 2.	Group Norms
MANUAL_NOTFOUND:5.	Ground Rules
MANUAL_NOTFOUND:6.	Climate
MANUAL_NOTFOUND:9.	Shared meaning
MANUAL_NOTFOUND:10.	Rooted metaphors or integrated symbols
MANUAL_NOTFOUND:1	For this purpose, the author uses language, customs and traditions as exam ples.
MANUAL_NOTFOUND:2	The ideological principle, which serves as a guideline for stakeholders
MANUAL_NOTFOUND:3	Cognitive shared parameters which guide perceptions through the use of a common language among team members, which are also used as socialization processes.
MANUAL_NOTFOUND:4	Ideas, feelings and team images which develop as a form of self identification of the group.
MANUAL_NOTFOUND:Senge views leadership as an internal capacity inherent to the human community so as to prepare its own future sustaining of the very process of change.
MANUAL_NOTFOUND:Furthermore, such a process is inexorably linked to the vision of leadership as is set out by Drucker (in Schein, 2001).
MANUAL_NOTFOUND:2.2	Culture and change
MANUAL_NOTFOUND:(Kanter, 1983:159).
MANUAL_NOTFOUND:Hence, we share the opinion that this approach adds value to the overall analysis of the tendency and reinforcement of entrepreneurship.
MANUAL_NOTFOUND:In this context, we refer the reader to chapter 10 of the handbook,
MANUAL_NOTFOUND:We are, therefore, led to think that this type of change is relevant in the process of innovation.
MANUAL_NOTFOUND:namely technological change, notwithstanding its incremental and radical position.
MANUAL_NOTFOUND:2.3	The relationship between change and entrepreneurship
MANUAL_NOTFOUND:This implies taking into account human being’s specific characteristics in order to analyse the organisation internally as well as externally.
MANUAL_NOTFOUND:This combined analysis is undertaken by a SWOT analysis.
MANUAL_NOTFOUND:Both the notion and the importance of entrepreneurship have undergone profound alterations especially in the last decade.
MANUAL_NOTFOUND:This change seems to be strategic as it shakes the communication structures.
MANUAL_NOTFOUND:The performance of companies can be seen and measured through a wide lens, amongst which are the following:
MANUAL_NOTFOUND:Management capacity
MANUAL_NOTFOUND:Growth capacity and sustainable development
MANUAL_NOTFOUND:Capacity to enlarge market quotas, paying special attention to external markets
MANUAL_NOTFOUND:Strategic management capacity
MANUAL_NOTFOUND:The change phenomenon and subsequently the innovation phenomenon are both linked to the abovementioned capacities.
MANUAL_NOTFOUND:3.	Empirical analysis
MANUAL_NOTFOUND:3.1	Methodology
MANUAL_NOTFOUND:The objective of this study is thus to ascertain the students’ perceptions of the training they receive at the three universities.
MANUAL_NOTFOUND:3.2	The questionnaire
MANUAL_NOTFOUND:In the second stage of analysis it was decided to choose only five of these forty three so as to demonstrate a more cohesive and concentrated analysis.
MANUAL_NOTFOUND:Moreover, age group and gender were also taken into consideration and analysed according to the selected five variables.
MANUAL_NOTFOUND:This will enhance the individual’s awareness and receptiveness towards organizational change.
MANUAL_NOTFOUND:Table 2:	Continuous Learning* Crosstabulation
MANUAL_NOTFOUND:person at the centre - the importance of the individual as well as individuality in the organization and its link to enhancing entrepreneurial behaviour on the part of the individuals..
MANUAL_NOTFOUND:3.3 Data presentation
MANUAL_NOTFOUND:3.3.1	Introduction
MANUAL_NOTFOUND:The data pertaining to the three different institutions was analysed using SPSS 11.5 for Windows; these three institutions all have very different cultures and are situated in very different geographic areas, entailing a population with specific characteristics
MANUAL_NOTFOUND:albeit the data are not entirely comparable but we endeavoured to compare and thus identify a common base.
MANUAL_NOTFOUND:3.3.2	Analysis of the individual at Jean Piaget, University of Cape Verde
MANUAL_NOTFOUND:The first variable considered to be most pertinent was the ‘Openness of character’.
MANUAL_NOTFOUND:In this way, the results obtained in relation to variables, the genders and age groups, were as follows:
MANUAL_NOTFOUND:This is most alarming.
MANUAL_NOTFOUND:Continuous Learning in personal life
MANUAL_NOTFOUND:As far as this variable is concerned we shall analyse it in terms of the following criteria: the majority of the population opts for the choice “reasonable”, the male respondents weigh 72% which is high in spite of the female responses weighing 62%.
MANUAL_NOTFOUND:This can thus be indicative of the major difference between genders.
MANUAL_NOTFOUND:Table 3: Individual competitiveness* Gender Crosstabulation
MANUAL_NOTFOUND:Table 4:	Imagination and Creativity * Gender Crosstabulation
MANUAL_NOTFOUND:Table 5:	Person at the centre* Gender Crosstabulation
MANUAL_NOTFOUND:Table 7: Continuous Learning* Gender Crosstabulation
MANUAL_NOTFOUND:This variable presents surprising findings but which were to be anticipated given the nature of the socio-economic reality and the weak infrastructure at their disposal.
MANUAL_NOTFOUND:3.3.3	Analysis of the individual at University of Minho
MANUAL_NOTFOUND:The findings from this variable are similar to openness of character in that 77% of the respondents consider it to be of importance.
MANUAL_NOTFOUND:Table 6: Openness of Character * Gender Crosstabulation
MANUAL_NOTFOUND:Table 8: Individual Competitiveness * Gender Crosstabulation
MANUAL_NOTFOUND:Due to the findings obtained in the previous variables, we decided to divide this variable in three sections.
MANUAL_NOTFOUND:If we ignore the second section we are aware that in general terms only 18% of the respondents answered “little” agreement in contrast to the 43% which we find in the third block.
MANUAL_NOTFOUND:These findings allow us to conclude that the population under analysis can not be considered as being individualistic and instead is in favour of cooperation and of group work, which is a relevant finding.
MANUAL_NOTFOUND:Imagination and Creativity in personal life
MANUAL_NOTFOUND:the rest of the variables, they do nevertheless demonstrate that there is a desire to avoid placing the person at the centre of the issues.
MANUAL_NOTFOUND:However, we insist in the need to improve these indicators.
MANUAL_NOTFOUND:3.3.4. Analysis of the individual at Lustada ments worth ^ntionrng.	University in Porto
MANUAL_NOTFOUND:Table 9: Imagination and Creativity * Gender Crosstabulation
MANUAL_NOTFOUND:Table 11: Openness of Character * Gender Crosstabulation
MANUAL_NOTFOUND:Table 10: Person at the centre* Gender Crosstabulation
MANUAL_NOTFOUND:Table 12: Continuous Learning * Gender Crosstabulation
MANUAL_NOTFOUND:We were once again surprised by these findings, as 69% of the respondents consider this variable as being of utmost importance, and only 6% of the same population give it assess it as being “very little ” and “little”.
MANUAL_NOTFOUND:Person at the centre in personal life
MANUAL_NOTFOUND:This variable shows data similar to those of Cape Verde.
MANUAL_NOTFOUND:The general behaviour of the respondents is similar to that of gender.
MANUAL_NOTFOUND:This variable shows a significant distinction between genders.
MANUAL_NOTFOUND:The behaviour of the different genders is surprising.
MANUAL_NOTFOUND:Therefore, we find a great difference between the genders.
MANUAL_NOTFOUND:3.3.5. Analysis of the individual in the organization at University Jean Piaget of Cape Verde
MANUAL_NOTFOUND:Openness of character in organizations in Cape Verde
MANUAL_NOTFOUND:In general, with reference to this variable, it can be stressed that 76% responded “reasonable” and “complete” agreement while 24% chose “little” and “some”.
MANUAL_NOTFOUND:This can be a positive indication.
MANUAL_NOTFOUND:The positive values relating to this variable are situated at the level of “reasonable” and “complete” agreement.
MANUAL_NOTFOUND:Individual Competitiveness in the Organization
MANUAL_NOTFOUND:This variable represents an identical behaviour as the abovementioned variable of Competitiveness as 92% of the respondents demonstrate little agreement towards this variable.
MANUAL_NOTFOUND:In general terms, the respondents demonstrate that they are in “some” and “reasonable” agreement with this variable as 92% of the population conveys a less convincing response as opposed to the remaining 8% who are in “complete” agreement with the variable in relation to the variable’s importance.
MANUAL_NOTFOUND:This results from the fact that the individual is not conscious of this variable and this lack of consciousness leads to the lack of awareness of the need for the individual to participate within the organization.
MANUAL_NOTFOUND:In relation to the age, albeit there seems to be a similar behaviour in all age groups, we observe that the respondents between the 22 and 23 years old, are, in turn, essentially discordant.
MANUAL_NOTFOUND:This variable seemed to be of great importance.
MANUAL_NOTFOUND:3.3.6 Analysis of the individual in the organization at University of Minho
MANUAL_NOTFOUND:Openness of Character in the Organization
MANUAL_NOTFOUND:The male respondents continue to attribute less importance to continuous learning, as reflected in fact 10% of the respondents are in “complete” agreement while 33% of the same respondents disagree or simply show “some” agreement.
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:APPENDIX 1
MANUAL_NOTFOUND:In reflecting over the values below, think about work and life in the 21st Century.
MANUAL_NOTFOUND:Values and action principles which really affect and influence my every day life
MANUAL_NOTFOUND:The transport policy between regulation and liberalisation
MANUAL_NOTFOUND:Prof. Dr. Ljubinko Dedovi]
MANUAL_NOTFOUND:Faculty of Economics, Podgorica
MANUAL_NOTFOUND:An active academic debate on whether the state should interfere on the transport market and influence the development of transport has been going on in the developed countries for quite a long time now.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The debate on the role of the state in regulating the transport market became vigorous in the last two decades of the 20th century, however, its beginnings date back to the 19th century.
MANUAL_NOTFOUND:2.	Regulation
MANUAL_NOTFOUND:Regulation of transport market is generally explained by the following arguments: (1) the character of the very market structure; (2) external effects; and (3) state interest.
MANUAL_NOTFOUND:3.	Liberalization
MANUAL_NOTFOUND:The views on the necessity of liberalization in the field of transport market are becoming more and more evident in the modern economic practice.
MANUAL_NOTFOUND:Generally, Baum considers the claims for further liberalisation well founded for a number of reasons:
MANUAL_NOTFOUND:This enhances the flexibility of transport companies in the structural change process and ensures economic and technical progress.
MANUAL_NOTFOUND:3)	By the depolitisation of the conditions of competition the transport companies are given a chance to approach the commercial management in a more serious way.
MANUAL_NOTFOUND:With the stabilization of work conditions, transport companies would no longer be in a position to carry the main burden of opposing goals of economic policy.
MANUAL_NOTFOUND:4)	The basic problem in the debates on liberalisation is the railways system.
MANUAL_NOTFOUND:The preceding liberalisation requires the railways to start an offensive policy, as well as the “intervention and concentration“ strategy on the market, where the railways system has an advantage in providing services.
MANUAL_NOTFOUND:5)	Politicians would have to abandon the idea that the objectives of economic policy are to be achieved only through regulation, since such policy has already proved rather ineffective.
MANUAL_NOTFOUND:If some carriers are to perform special services not possible in the conditions of competition, then the state should pay for these services “political prices“ - in the form of specific and adequate reimbursement.
MANUAL_NOTFOUND:6)	“Concealed competition“, which sometimes involves illegal actions, would be revealed and would become public.
MANUAL_NOTFOUND:The concentration tendency would weaken and the possibilities for the companies to reach optimal size would increase.
MANUAL_NOTFOUND:7)	The negative external effects (pollution, noise, road accidents) could be efficiently reduced implementing limitations, sanctions and criteria intensifying.
MANUAL_NOTFOUND:Here, market coordination always proved to be either inadequate, or its impact was weak.
MANUAL_NOTFOUND:It is more or less obvious that regulation may have a negative impact upon the costs and quality of transport.
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:Marketing and Management Support for Region Innovations within Human Resource Management
MANUAL_NOTFOUND:Ivana Butoracova, Sindleryova
MANUAL_NOTFOUND:Continual changes of regional global and local environment demend that new appropriate methods of area directing be found.
MANUAL_NOTFOUND:Prologue
MANUAL_NOTFOUND:It set ambitious objectives and goals to the Union in order to create the conditions for full employment, to improve quality and productivity at work, and to promote social cohesion and an inclusive labor market.
MANUAL_NOTFOUND:Furthermore, the strategy was focused upon again by the Brussels European Council of 22 and 23 March 2005.
MANUAL_NOTFOUND:1.	Current Status of Regional Management and Marketing in Slovakia
MANUAL_NOTFOUND:Planning is a typical feature of effective human work.
MANUAL_NOTFOUND:2.	Performance of Regional Policy of EU within Slovak Conditions and Challenges
MANUAL_NOTFOUND:At the end of the 1990’s, the Ministry of regional development and building was given the power to control and guide the regional policy in the Slovak republic and its regions.
MANUAL_NOTFOUND:Regional Management in Relation to Human Resource Sector Innovations and Challenges
MANUAL_NOTFOUND:Regional Marketing in Relation to European Regional Standards
MANUAL_NOTFOUND:In relation to regional management, it is necessary to present the regional marketing as a managerial method, a tool, enabling effective realization of good ides in the market
MANUAL_NOTFOUND:in order to maximize the satisfaction of the final customer needs and wishes through the process of change as well as to minimize the risk of failure and provide prosperity.
MANUAL_NOTFOUND:Regional marketing is a tool of planning, management and decision-making.
MANUAL_NOTFOUND:3.	Innovation Potential as a Tool of Regional Social Disparities Elimination
MANUAL_NOTFOUND:Regions of Slovakia and Their Potential for Innovation Activities
MANUAL_NOTFOUND:Figure 2: Slovak regions divided according to the economy status
MANUAL_NOTFOUND:From all possible descriptions, we would like to consider especially the human resource potential.
MANUAL_NOTFOUND:The process of implementation of the innovations within the human resources sector depends upon many factors including education level and qualifications necessary to perform the work offered.
MANUAL_NOTFOUND:4.	Human Resource Sector and Regional Policy of EU - General European Framework
MANUAL_NOTFOUND:Non-discrimination has become a fundamental principle of the European Union.
MANUAL_NOTFOUND:Marketing activities of faculties
MANUAL_NOTFOUND:Beba Raki], Mira Rakic
MANUAL_NOTFOUND:Faculty of Business stufies - Megatrend University, Belgrade
MANUAL_NOTFOUND:The purpose of this paper is to present the key marketing activities of faculties.
MANUAL_NOTFOUND:1.	Introduction In a hyper-competitive environment, faculties (both state and privately owned) are supposed to be marketing oriented.
MANUAL_NOTFOUND:“Marketing is directed to a dialogue between the organization and its clients, that is, school and students and their parents“ [1, p.31].
MANUAL_NOTFOUND:After the introductory part, we analyse target segments, relationship marketing, positioning and
MANUAL_NOTFOUND:Crucial marketing decisions of faculties differentiation of faculties’ services.
MANUAL_NOTFOUND:There are four groups that benefit from the education system: pupils/students, parents, owners of schools/fac-ulties and the society in general.
MANUAL_NOTFOUND:Theoretical-practical knowledge guides the individuals, the organizations and the economy.
MANUAL_NOTFOUND:2.	Target segments
MANUAL_NOTFOUND:3.	Relationship marketing
MANUAL_NOTFOUND:The three crucial components of marketing orientation are the following: 1. consumer orientation; 2. competition orientation; and 3. interfunctional collaboration.
MANUAL_NOTFOUND:Orientation towards consumers means that the employees at the faculty (management, deans, teaching staff, administration and others) study and recognize the demand and preferences of target markets, therefore create and deliver superior value.
MANUAL_NOTFOUND:Competirion orientation means that the employees at the faculty study and recognize strengths and weaknesses, capabilities and potentials of competiton.
MANUAL_NOTFOUND:The faculties’ competition orientation is determined by the following factors: survey of the competitive faculties, permanent analysis of other faculties’ activities by the dean and the management, impact of information of the activities of teachers at other faculties on improving teaching, faculty’s response to new initiatives/cevelopment of new faculties, higher rank compared to other faculties.
MANUAL_NOTFOUND:The level of interfunctional coordination is determined by the following factors: contribution of all departments to the faculty’s marketing activities, teaching staff collaboration towards improving the faculty’s image; marketing should not be solely responsibility of the management; analysis of information on parents’ requests at the faculty departments meetings, and towards promoting the faculty’s image; analysis of information in view of marketing activities with teachers - teachers are not paid only to give lectures; they should give a hand in recruiting/en-rolling prospective students; key elements in composing the programme curriculum or new initiatives are parents’ and students’ demands [after 15].
MANUAL_NOTFOUND:Numerous authors emphasize the necessity and importance of theory and practice to be closely related, but also the problems of the faculties that are more theory than practice oriented.
MANUAL_NOTFOUND:A graduate student should command both (be both a theoretician and a practitioner). In which way can he acquire this knowledge?
MANUAL_NOTFOUND:4.	Positioning and differentiation of faculty provided services
MANUAL_NOTFOUND:A large number of authors list seven tools of marketing mix (the so-called “7P’s“) in service marketing.
MANUAL_NOTFOUND:Whether it is concrete premises or a virtual room, the conditions of studying and the equipment should clearly prove that the service given is expert, that the faculty takes its role for serious, investing in the place.
MANUAL_NOTFOUND:Faculties may distinguish themselves on the basis of geographical distribution - e.g. by adopting distance learning.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Marketing Beer - A Greek Brewery’s Case Study
MANUAL_NOTFOUND:Evangelia Blery, Eutyhia Kamaterou
MANUAL_NOTFOUND:The purpose of this paper is to examine the issues related to the promotion and marketing of ‘Heineken’, the famous Dutch beer, which in Greece is produced by the Athenian Brewery S.A.
MANUAL_NOTFOUND:The case study method was employed because its fundamental characteristic is the "focus on a particular setting or event”.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Heineken is a favourable beer in Greece produced by the Athenian Brewery S.A. The company was established in Athens in 1963 and in 1981 got the licence from H. Heineken and Co brewery in the Nederland to produce the beer.H. Heineken and Co brewery was established in 1863, in the Nederland by Gerard Adrian Heineken.
MANUAL_NOTFOUND:There are three principal types of beer: lagers, ales and stouts.
MANUAL_NOTFOUND:Lagers are served chilled, ales are brown in color, they are drunk at an ambient temperature and stouts are heavy, dark-colored beers.
MANUAL_NOTFOUND:2.	Literaure review
MANUAL_NOTFOUND:2.1	The Global Beer Market
MANUAL_NOTFOUND:The global beer market showed a compound annual growth of 2.1% in the time period between 1999 and 2004.
MANUAL_NOTFOUND:Europe in 2004 leaded global brewing industry with 35.1% of the global beer production.
MANUAL_NOTFOUND:However, the consumption of beer in the European countries has been dipping slightly in recent years.
MANUAL_NOTFOUND:The European beer market is complex with many external elements influencing it.
MANUAL_NOTFOUND:In addition, it is influenced by fluctuations in import-export policy (i.e. protection of domestic brands) the economic situation, buying power, making investments and market orientation.
MANUAL_NOTFOUND:2.2	Competition In The Beer Market
MANUAL_NOTFOUND:Beer is the predominant alcoholic drink in most of the European countries and has a large share of alcoholic drinks in all markets.
MANUAL_NOTFOUND:2.3	Marketing Practices In The International Beer Industry
MANUAL_NOTFOUND:The analysis of the brewing industry enables several characteristics to be emphasized and highlighted.
MANUAL_NOTFOUND:In addition, the creation and maintenance of a strong portfolio and a clear positioning strategy are critical in sustaining competitive advantage.
MANUAL_NOTFOUND:Furthermore, the role of branding is important since it is an excellent defense against price competition.
MANUAL_NOTFOUND:3.	Researsh methodology
MANUAL_NOTFOUND:3.1	Case Study Approach
MANUAL_NOTFOUND:Since the aim is to examine the marketing practices employed by a certain company, the Athenian Brewery S.A., to promote Heineken beer in the market,
MANUAL_NOTFOUND:the case study method is employed, since its fundamental characteristic is the “focus on a particular setting or event”.
MANUAL_NOTFOUND:3.2	Sampling Method
MANUAL_NOTFOUND:In-depth interviews are considered to be the most valuable data collection method.
MANUAL_NOTFOUND:4.	The findings
MANUAL_NOTFOUND:4.1. General Information
MANUAL_NOTFOUND:Today the company has 1.400 employees.
MANUAL_NOTFOUND:The company’ values are: “Respect, enjoyment and passion for quality”
MANUAL_NOTFOUND:4.2	The Market
MANUAL_NOTFOUND:4.3	Competition
MANUAL_NOTFOUND:4.4	SWOT Analysis
MANUAL_NOTFOUND:Thus, a SWOT analysis is performed to identify the company’s strengths and weaknesses as well as its business opportunities and possible threats: Strengths
MANUAL_NOTFOUND:Packaging is important for Heineken, thus it gives special attention to the materials it uses.
MANUAL_NOTFOUND:Heineken is continually renewing its packaging for marketing reasons and to communicate to the consumers the various events which it sponsors.
MANUAL_NOTFOUND:Weaknesses Heineken’s consumers are mainly men.
MANUAL_NOTFOUND:Women do not drink a lot of beer because they consider that it has a bitter taste and a lot of calories.
MANUAL_NOTFOUND:Opportunities
MANUAL_NOTFOUND:Threats
MANUAL_NOTFOUND:Heineken is a premium lager beer.
MANUAL_NOTFOUND:It is keeping high quality and the same taste.
MANUAL_NOTFOUND:Modern packaging, continually renewed.
MANUAL_NOTFOUND:The materials used can be recycled and do not pollute the environment.
MANUAL_NOTFOUND:All its packages have an aluminum coating so that the beer can freeze quickly.
MANUAL_NOTFOUND:Packaging communicates to consumers the various events sponsored.
MANUAL_NOTFOUND:Well-organized distribution system.
MANUAL_NOTFOUND:Consumers can buy fresh beers and not beers that have remained in the shops for months.
MANUAL_NOTFOUND:Always pays attention to customers’ complaints. Regularly upgrading its mechanical equipment.
MANUAL_NOTFOUND:Its consumers are mainly men because women do not drink a lot of beer since they consider it has a lot of calories and a bitter taste.
MANUAL_NOTFOUND:It does not have line extensions.
MANUAL_NOTFOUND:Higher price.
MANUAL_NOTFOUND:Exports in Albany and FYROM.
MANUAL_NOTFOUND:The first to introduce in the Greek market a domestic apparatus for serving beer.
MANUAL_NOTFOUND:New promotional campaign to convince women not only to taste the beer but to consider it as an alcoholic drink which is not only an advantage of men but it is also suitable for women.The decrease in consumers’ incomeChanges in consumers buying habits and preference for Ready To Drink (RTD) products or even substit utes for alcohol such as refreshments, fruit juices and mineral water.
MANUAL_NOTFOUND:Marketing Mix
MANUAL_NOTFOUND:The marketing mix is also known as the 'four Ps'.
MANUAL_NOTFOUND:Product
MANUAL_NOTFOUND:This is presented in a successful promotional campaign titled: ‘Openers Campaign’ together with the popular Heineken’s bottle-opener.
MANUAL_NOTFOUND:Furthermore, there is ‘Heineken Paco’, a new pioneering green aluminum bottle with a very modern style and design.
MANUAL_NOTFOUND:Price
MANUAL_NOTFOUND:Place
MANUAL_NOTFOUND:Promotion
MANUAL_NOTFOUND:In addition, it conducts outdoors and Internet campaigns.
MANUAL_NOTFOUND:Furthermore, the company places advertisements in newspapers and in magazines.
MANUAL_NOTFOUND:However, it sponsors very famous athletic events such as the ‘Champions League’, where no violent incidents occur.
MANUAL_NOTFOUND:Furthermore, for its promotion, the company issues advertising brochures and organizes events.
MANUAL_NOTFOUND:About the 80% of the budget for advertising goes into sponsoring.
MANUAL_NOTFOUND:During its sponsorship in the Champions League the company created a special web site ‘ChampionsPlanet.com’, where spectators could send comments and photos.
MANUAL_NOTFOUND:Then the best were selected and presented in the site.
MANUAL_NOTFOUND:People
MANUAL_NOTFOUND:The company’s success is also due to its well-trained employees who respect and obey the values of the company and they are doing their best to achieve customer satisfaction.
MANUAL_NOTFOUND:5.	Discussion
MANUAL_NOTFOUND:As (IOBE, 2001) mentioned competition in the Greek beer market is severe.
MANUAL_NOTFOUND:Furthermore, the economic situation and the falling income is a threat because consumers will spend less on entertainment.
MANUAL_NOTFOUND:6.	The contribution of this study
MANUAL_NOTFOUND:Correlations between sime qyality management practices and internal knowledge transfer
MANUAL_NOTFOUND:Dragan Manasijevi], @ivan @ivkovi], Ivan Mihajlovi]
MANUAL_NOTFOUND:University of Belgrade, Faculty of Engineering in Bor, VJ12, 19210 Bor, Srbija
MANUAL_NOTFOUND:This paper analyzes the relationship between the degree of implementation of the different quality management (QM) practices, knowledge transfers and firm’s performance.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Quality management and knowledge transfers
MANUAL_NOTFOUND:2.1	Quality management
MANUAL_NOTFOUND:One of the basic ideas of QM is a premise that the firm functions as an integrated (unique) system .
MANUAL_NOTFOUND:The total value chain of the product is thus viewed as one system, and so it must be viewed, for the purpose of its optimisation; after all, such a quality of the product should be achieved that will satisfy the customer.
MANUAL_NOTFOUND:Schonberger maintains that, in accordance with QM, the firm is actually a part of the supplier-customer chain.
MANUAL_NOTFOUND:The process control means explaining organizational tasks to people who are to accomplish them, as well as investigation into the sources of unintentional errors.
MANUAL_NOTFOUND:2.2. Knowledge Transfer
MANUAL_NOTFOUND:According to Darr, knowledge transfer is defined as a learning proces in which one organizational unit learns from the experience of the others.
MANUAL_NOTFOUND:3.	Postulating hypotheses and model proposed
MANUAL_NOTFOUND:3.1	QM team work and internal knowledge transfer
MANUAL_NOTFOUND:Structuring the firm into work teams is one of the basic principles of QM.
MANUAL_NOTFOUND:Instead, they have to use some other ways of communication that mean a greater extent of adapting mutually.
MANUAL_NOTFOUND:Dean and Evans maintain that the QM team effectiveness “consists of achieving the goals in quality area timely and of strengthening the relations within the team itself as well as within the organization as a whole”.
MANUAL_NOTFOUND:H1.
MANUAL_NOTFOUND:3.2	QM autonomy and internal knowledge transfers
MANUAL_NOTFOUND:H2.
MANUAL_NOTFOUND:3.3	QM processes and internal knowledge transfer control
MANUAL_NOTFOUND:H3.
MANUAL_NOTFOUND:3.4	Knowledge transfer and profitability ratio
MANUAL_NOTFOUND:Thus, internal knowledge transfers help create a larger extent of familiar (mutual) terms and meanings understood by all the memebers of the firm, creativity and transmission are increased and, finally, conditions are formed that workers collaborate well with less effort.
MANUAL_NOTFOUND:H4.
MANUAL_NOTFOUND:4.	Research methodology
MANUAL_NOTFOUND:4.1	Sample and data gathering
MANUAL_NOTFOUND:4.2	Questionnaire design
MANUAL_NOTFOUND:4.2.1	Team work
MANUAL_NOTFOUND:4.2.2	Autonomy
MANUAL_NOTFOUND:4.2.3	Process control
MANUAL_NOTFOUND:4.2.4	Internal knowledge transfer
MANUAL_NOTFOUND:4.2.5	Business operations
MANUAL_NOTFOUND:We adopted the business operations measuring scale proposed by Murray and Kotabe.
MANUAL_NOTFOUND:5.	Results
MANUAL_NOTFOUND:To calculate and analyse data the LISREL880 (LISREL-Linera Structural Relationship) program was applied.
MANUAL_NOTFOUND:The assumed hypothetical model of positive impact of certain quality management components: team work (T), autonomy (A), and process control (PC) upon the internal knowledge exchange (transfer) (IKT) as well as a beneficial impact of IKT upon the firm’s business operations (BO) is presented in Figure 1.
MANUAL_NOTFOUND:Hypothetical model of certain areas of quality management impact upon the internal knowledge transfer and the firm’s business operations
MANUAL_NOTFOUND:The values presented in Figure 1 mean the following:
MANUAL_NOTFOUND:T1, T2, T3 - variables from the questionnaire - team work indicators (T).
MANUAL_NOTFOUND:AI,	A2, A3, A4 - variables from the questionnaire - autonomy indicators (a)
MANUAL_NOTFOUND:PC1, PC2, PC3, PC4, Pc5- indicators from the questionnaire - process control indicators (PC)
MANUAL_NOTFOUND:IKT1, IKT2, IKT3, IKT4, IKT5 - variables from the questionnaire - indicators of internal knowledge sharing (transfer) (IKT)
MANUAL_NOTFOUND:B1, B2, B3, B4, B5 - variables from the questionnaire -business operations indicators (BO)
MANUAL_NOTFOUND:T,	A, PC, IKT, and B - latent variables of team work, autonomy, process control, internal knowledge transfer and business operations, whose cause-effect relationaships are subject of our research.
MANUAL_NOTFOUND:Calculated path coefficients for the model observed
MANUAL_NOTFOUND:Figure 3 shows the calculated T-co-efficient values:
MANUAL_NOTFOUND:The calculated t-values prove the hypotheses H1, H3, and H4.
MANUAL_NOTFOUND:6.	Discussion
MANUAL_NOTFOUND:7.	Conclusion
MANUAL_NOTFOUND:Book review
MANUAL_NOTFOUND:D.F. Spulber, Global Competitive Strategy, Cambridge University Press, 2007
MANUAL_NOTFOUND:The global competitive strategy means superior performances as compared to the competition on both the national and the international markets.
MANUAL_NOTFOUND:Dr Maja Levi-Jaksic
MANUAL_NOTFOUND:Number 49-50, Year XIII December 2008.
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:5 The value of general methods, quantitative techniques and management models in professionalizing management
MANUAL_NOTFOUND:Gheorghe Savoiu, Ondrej Jasko, Zivko Dulanovic, Mladen Cudanov, Viorel Craciuneanu
MANUAL_NOTFOUND:13 Value based working capital level
MANUAL_NOTFOUND:Gregorz Michalski
MANUAL_NOTFOUND:23 The human resource management positioning in the new Economy
MANUAL_NOTFOUND:Ivana Josanov
MANUAL_NOTFOUND:31 Potentials of project financing projects
MANUAL_NOTFOUND:Sladjana Benkovic
MANUAL_NOTFOUND:the case of Slovenia
MANUAL_NOTFOUND:Primoz Dolenc, Igor Stubelj
MANUAL_NOTFOUND:49 Implementation of advertising strategy
MANUAL_NOTFOUND:Slavica Stanic
MANUAL_NOTFOUND:Uros Pinteric
MANUAL_NOTFOUND:63 Raspberry marketing channel on the example of Arilje Cooperative and ”Jugoprom” factory
MANUAL_NOTFOUND:Katica Radosavljevic
MANUAL_NOTFOUND:73 Approaches to non-verbal communication in the management of organization
MANUAL_NOTFOUND:Martina Ferencova
MANUAL_NOTFOUND:77 Mutual funds as a long-term financial source of the enterprise
MANUAL_NOTFOUND:Jelena Ciric, Slobodan Moraca, Danijela Gracanin
MANUAL_NOTFOUND:83 The role of HRM function in Serbian companies: challenges and limitations
MANUAL_NOTFOUND:Biljana Bogicevic Milikic
MANUAL_NOTFOUND:93 Managing risk: factoring influence on the enterprise value
MANUAL_NOTFOUND:Gregorz Michalski
MANUAL_NOTFOUND:101 Carbon market
MANUAL_NOTFOUND:Milica Latinovic
MANUAL_NOTFOUND:111 The effects of fiscal policy on development of companies
MANUAL_NOTFOUND:Mihajlo Babin
MANUAL_NOTFOUND:The value of general methods, quantitative techniques and management models in professionalizing management
MANUAL_NOTFOUND:Gheorghe Savoiu, Ondrej Jasko, Zivko Dulanovic, Mladen Cudanov Viorel Craciuneanu,
MANUAL_NOTFOUND:1	Faculty of Econ omic Science, University of Pite sti
MANUAL_NOTFOUND:2	Faculty of Organizational Sciences, University of Belgrade
MANUAL_NOTFOUND:The economic organization has been considered, over the last two or even three decades, to be an open system structured into essential subsystems.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Table 1 Criteria for approaching the process of management, and its stage-structured content
MANUAL_NOTFOUND:Remarks: * In the first stage, the information is quantified from the stakeholders in the internal milieu (shareholders, associates, employees and the managers at the various levels of the organization), and in the second stage, from the stakeholders in the external milieu (suppliers, creditors, customers).** Management as a qualitative process (Edward Deming).
MANUAL_NOTFOUND:2.	System approach applied on the management concept
MANUAL_NOTFOUND:The second systemic partitioning of the organization results from the combination and relations among the human entities, groups and managers, which in turn create the other three vital subsystems: the individual subsystem, the group one, and that of the managers.
MANUAL_NOTFOUND:This system influences all dimensions of organizational structure and managerial tasks.
MANUAL_NOTFOUND:The decisional subsystem, represented by the ensemble of the decisions made and enforced, is conditioned by the quality of all the other subsystems, and represents the most active part of the system;
MANUAL_NOTFOUND:it directs the development of the organization and triggers the personnel’s actions, thus constituting the determining factor in increasing the organization’s efficacy.
MANUAL_NOTFOUND:3.	The subsystem of management methods and techniques
MANUAL_NOTFOUND:That diversity has, as explanatory variables, both the objective factors that influence the organization (the resources available, the information already known, the quality of the human factor, etc.),
MANUAL_NOTFOUND:and the subjective factors, mainly generated by the manager’s ability to cope with competition, conjuncture, instability, i.e. the permanent changes in the organization’s business milieu.
MANUAL_NOTFOUND:The self-limitation caused by the manager’s restricted ability, or his lack of skill and competence is a millennial tribute serenely paid to those competent, and mainly to their scrupulousness in evaluating their own skilles-sness.
MANUAL_NOTFOUND:If the fact is almost unanimously admitted that the fundamental means of scientific interpretation is the one provided by the method, then the limits imposed upon managerial analysis by the method used are, naturally, all the more important.
MANUAL_NOTFOUND:Within the entire scope of management, emphasis is laid on the degree of process-wise formalization, as being one of a relatively reduced type, and on the non-rigid formulations specific to this many-sided, yet coherent combination of principles, ideas, orientations, procedures and case studies that synthetise the body of the method.
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:Value based target working capital level
MANUAL_NOTFOUND:Grzegorz Michalski
MANUAL_NOTFOUND:Liquidity management requires that a sufficient balance of cash and other working capital assets - receivables and inventories - should be ensured.
MANUAL_NOTFOUND:If the level of liquid assets is not adequate, it enhances the company’s operating risk - loss of liquidity.
MANUAL_NOTFOUND:Liquidity level vs. profitability
MANUAL_NOTFOUND:At the same time, surplus liquid assets may negatively affect the company’s profitability.
MANUAL_NOTFOUND:Firstly, it is possible to check how it affects the net profit and its relation to equity, total assets, or another item of assets.
MANUAL_NOTFOUND:Liquid assets influence on value of the corporation
MANUAL_NOTFOUND:Again, the optimal variant was one that assumed a “medium” liquidity level as applying such level of liquidity ensures potentially the highest increase in the company‘s value measured by AV.
MANUAL_NOTFOUND:If the level of liquid assets is too low, it downsizes the sales thus discouraging clients with an overly restrictive trade credit policy.
MANUAL_NOTFOUND:Accordingly, we use equation, based on the premise that a firm’s value is the sum of its discounted future free cash flows to the firm.
MANUAL_NOTFOUND:Companies invest in cash reserves for three basic reasons:
MANUAL_NOTFOUND:2.	Value based strategy in working capital management
MANUAL_NOTFOUND:Conservative strategy
MANUAL_NOTFOUND:The more aggressive the current asset investment policy, the higher risk.
MANUAL_NOTFOUND:3.	Value based strategy in cash management
MANUAL_NOTFOUND:The most liquid current assets are cash balances.
MANUAL_NOTFOUND:Based on observation of current inflows and outflows of the company, it may be noticed that there are four basic situations at the company in terms of operational cash flows:
MANUAL_NOTFOUND:1.	when future inflows and outflows are foreseeable and inflows exceed outflows,
MANUAL_NOTFOUND:2.	when future inflows and outflows are foreseeable and outflows exceed inflows,
MANUAL_NOTFOUND:3.	when future inflows and outflows are foreseeable but it is impossible to determine which are in excess of which,
MANUAL_NOTFOUND:4.	when future inflows and outflows are not foreseeable.
MANUAL_NOTFOUND:Beranek model
MANUAL_NOTFOUND:BAT model
MANUAL_NOTFOUND:Reacting to the situation when the cash balance at the company reaches the upper or lower limit, the management board buys or sells (external) short-term securities, opens or closes short-term deposits and/or repays or raises a short-term loan in order to restore the target cash balance Cmo.
MANUAL_NOTFOUND:This model is used traditionally in such a manner that the management board of the company first specifies the lower limit of cash L that it finds acceptable.
MANUAL_NOTFOUND:This value is specified subjectively based on experience of the company managers.
MANUAL_NOTFOUND:The target cash balance according to the Miller-Orr model is calculated based on the formula for Cmo:
MANUAL_NOTFOUND:In this model, after setting the target cash balance C mo the upper limit U is determined as a difference between triple target cash balance and double lower control limit.
MANUAL_NOTFOUND:Stone Model
MANUAL_NOTFOUND:If the cash balance exceeds the upper external limit Hj or the lower external limit H^, the management board analyses future cash inflows by projecting future cash balance by calculating the S level.
MANUAL_NOTFOUND:If the S level (determining the cash balance after n days from the moment of surpassing either of the external control limits) continues to surpass any of the internal limits, the management board should prevent variations from the target balance by purchase or disposal of securities in the amount sufficient for the cash balance at the company to be restored to its optimal level Cs.
MANUAL_NOTFOUND:This model is presented in Figure 4.
MANUAL_NOTFOUND:4.	Cash balance forecasting
MANUAL_NOTFOUND:Cash budget is most often prepared several periods in advance subject to the company’s information capabilities and needs.
MANUAL_NOTFOUND:Precautionary cash management - safety stock approach
MANUAL_NOTFOUND:When cash outflows and inflows volatility is 0, precautionary cash balance is also 0:
MANUAL_NOTFOUND:Speculative cash balance management -option approach
MANUAL_NOTFOUND:All firms do not necessarily hold speculative cash balances.
MANUAL_NOTFOUND:Speculative cash is held in order to utilize the positive part of the risk equation.
MANUAL_NOTFOUND:The entrepreneur can choose from one of two possibilities:
MANUAL_NOTFOUND:- He can to invest in the firm activity, for example, he can purchase in foreign exchange,or
MANUAL_NOTFOUND:- He can decide to hold cash (national currency).
MANUAL_NOTFOUND:So, if an entrepreneur has cash for 10,000 foreign exchange units, his expected value of the benefit of holding in national currency (in cash) by one day, will be:
MANUAL_NOTFOUND:This means that the expected benefit is 199.9 PLN.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:Second, cash balances are held to use chances that are created by the positive part of the risk equation.
MANUAL_NOTFOUND:Next, cash balances are the result of the operating needs of the firm.
MANUAL_NOTFOUND:In this article, we analyze the relation between these types of cash balances and risk.
MANUAL_NOTFOUND:The human resource management positioning in the new economy
MANUAL_NOTFOUND:Ivana Jo[anov
MANUAL_NOTFOUND:1 The Business College of Professional Studies, Novi Sad
MANUAL_NOTFOUND:The development of information-communication technologies and the Internet has instigated the economic growth in highly developed countries, which is known in literature as the new economy.
MANUAL_NOTFOUND:1.	The basics of new economy
MANUAL_NOTFOUND:This is why probably most successful managers of the new economy are relatively young people, those who managed to “get free“ from the experiences that were long considered to be indispensable in the organization of a successful model of doing business.
MANUAL_NOTFOUND:2.	The development of the hrm idea
MANUAL_NOTFOUND:Thus it is held that personnel files focus on work, contrary to the HRM, which brings a radically new approach to the employee manage-ment, related to the company strategy, in which people are the resources to be actively managed in accordance to the long-term interests of the organization [2].
MANUAL_NOTFOUND:The move from collectivism to individualism in this case corresponds with the transformations going on in the past two decades, when the companies’ practice shifted from a primarily administrative to a mostly active, strategic role it plays in practice.
MANUAL_NOTFOUND:3.	The digital strategy concept
MANUAL_NOTFOUND:Every business organization has a goal or a reason they exist for.
MANUAL_NOTFOUND:The specific features of digital strategy are reflected in the creation of a general plan to formulate digital activities, the completion of which will serve to establish the direction and execution of digitally supported goals.
MANUAL_NOTFOUND:New information-communicational technologies (ICT) on the Internet infrastructure ensured the customers the access to free or very inexpensive information easily, so that they are now informed in a much better way.
MANUAL_NOTFOUND:4.	Ict implementation in hrm
MANUAL_NOTFOUND:Dissatisfaction with work is usually connected with the design of work places.
MANUAL_NOTFOUND:Their training results were 4 per cent superior to those of people trained in classic schoolrooms.
MANUAL_NOTFOUND:Undertaking complex activities such as work on creating mutual knowledge is based on the establishment of social relations among the employees as a basis for the individuals to act as organized groups [13].
MANUAL_NOTFOUND:Dissemination of information in the company, based on a mutual space in which the individuals can collaborate, helps surpass the barriers that separated some organizational units and individuals.
MANUAL_NOTFOUND:5.	The digital strategy and the strategic human resource management
MANUAL_NOTFOUND:Companies increasingly evolve towards those based on knowledge, and the intellectual potentials of the employees, enriched by the ICT values, make the greatest corporate value.
MANUAL_NOTFOUND:De Cieri and Kramar define strategic human resource management as a path of planned development of human resouces with the activities the purpose of which is to enable the organization to achieve its goals.
MANUAL_NOTFOUND:Of specific interest are individual knowledge and the resources of the corporate collective knowledge that are the result od the growing specialization in acquiring as large a fund of knowledge as possible in a direct field of interest, but in the other fields as well [9].
MANUAL_NOTFOUND:Powerful services for supplying the required knowledge are becoming ever more innovative and enable the clients to undertake various creative activities [18].
MANUAL_NOTFOUND:6.	The work position structure in digital companies
MANUAL_NOTFOUND:7.	Concluding remarks
MANUAL_NOTFOUND:As such, they do not always comply with the prevailing ideas on the inclinations and demands of the employees.
MANUAL_NOTFOUND:Potentials of project financing projects
MANUAL_NOTFOUND:Sladjana Benkovic
MANUAL_NOTFOUND:Faculty of Organizational Sciences, Beograd, benko@fon.bg.ac.yu
MANUAL_NOTFOUND:The increasing number of investors in the Republic of Serbia, as well as an increasing demand for investing in industrial and infrastructural projects gave rise to project financing as a model of financing.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Advantages of project financing projects
MANUAL_NOTFOUND:As regards the project investors, we should point out to an increasing interest in joint projects that is present worldwide.
MANUAL_NOTFOUND:3.	Elements of project financing
MANUAL_NOTFOUND:4.	Consolidating the project financing sources
MANUAL_NOTFOUND:The financial instruments that can be used in the acquisition of the project fixed assets vary.
MANUAL_NOTFOUND:5.	Project capital structure
MANUAL_NOTFOUND:6.	Capital share on the basis of stock issue
MANUAL_NOTFOUND:7.	Project financing risk analysis
MANUAL_NOTFOUND:The political risk stems from the possibilities of emergence of some political disturbances, such as war, revolution, assets expropriation, changes in tax policy, currency depreciation, problems in controlling foreign trade, export limitations and any other activities of the government that may have an impact upon the project profitability.
MANUAL_NOTFOUND:Political risks may be extraordinary high, especially in developing countries, with unstable governments, therefore the changes within the government may influence not only the project policy, but also the project sponsorship.
MANUAL_NOTFOUND:The price risk is the one that is directly related to a later defined price of a product or a service provided upon the completion of the project. Normally, the price is always subject to certain corrections by the state, which consequently takes on respective obligations as to co-financing, which is often observed in charges imposed for the motorway toll, or in some similar way of co-financing.
MANUAL_NOTFOUND:8.	Bot project financing model
MANUAL_NOTFOUND:Building and transfer of buildings, plants and factories is a specific form of project financing and is based on financing on the BOT model.
MANUAL_NOTFOUND:The BOT model is based on the contract on the construction and financing of the entire facility, the building, the plant or the workshop, on using the facility and later transferring it to the ownership of the state (the issuer of rights, most often to the state that is the concession issuer) upon the expiry of the period not longer than 30 years.
MANUAL_NOTFOUND:The first successful BOT project was the Suez Canal, completed in 1868.
MANUAL_NOTFOUND:Numerous other BOT projects followed.
MANUAL_NOTFOUND:Due to the length of the period the concessioner's financial assets are engaged, the BOT project loans in the majority of cases enjoy a long maturity period and higher interest rates compared to other commercial business loans.
MANUAL_NOTFOUND:BOT projects are financed on the basis of the capital sources that may be of different origin, i.e., may be both the capital and the loan.
MANUAL_NOTFOUND:Does a financial leverage determine the cost of debt?
MANUAL_NOTFOUND:The case of Slovenia
MANUAL_NOTFOUND:Primož Dolenc and Igor Stubelj
MANUAL_NOTFOUND:University of Primorska, Faculty of management Koper
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008, 10th - 13th.
MANUAL_NOTFOUND:September 2008, Belgrade, Serbia
MANUAL_NOTFOUND:We denote companies that use debt capital as financial leveraged companies.
MANUAL_NOTFOUND:Higher the financial leverage, higher the risk of the company and higher (in normal terms) the cost of debt.
MANUAL_NOTFOUND:2.	Theoretical background
MANUAL_NOTFOUND:can afford high debt-equity ratios, i.e. higher financial leverage.
MANUAL_NOTFOUND:3.	Hypothesis, restraints and academic value of the research
MANUAL_NOTFOUND:The main focus of the research was to test the following hypothesis:
MANUAL_NOTFOUND:H1: In Slovenia the fundamental financial logic holds; companies with higher financial risk (i.e. higher financial leverage) have significantly higher cost of debt.
MANUAL_NOTFOUND:4.	Data and methodology
MANUAL_NOTFOUND:Following our hypothesis we needed the (estimate for) cost of debt (in percentage) on case and on yearly basis (so, cross section and longitudinal data).
MANUAL_NOTFOUND:Unfortunately, such data is not publicly available, neither in individual yearly reports of selected companies nor in any of the available databases.
MANUAL_NOTFOUND:So, the estimated cost of debt of the company i in year t was calculated as:
MANUAL_NOTFOUND:We still tested the relationship between estimated cost of debt and financial leverage controlled for time and cluster specific effects, so we tested in fact:
MANUAL_NOTFOUND:Analytically, this can be expressed as:
MANUAL_NOTFOUND:5.	Results and discussion
MANUAL_NOTFOUND:Table 1: Descriptive statistics for the first set of data
MANUAL_NOTFOUND:As it can be noted the variability of the data is quite high, and to some level also unexpected.
MANUAL_NOTFOUND:Table 2: Descriptive statistics for filtered first set of data
MANUAL_NOTFOUND:With filtering the data we eliminated from the analysis the “tails” of the data, ending up with a set of observations with relatively normal levels of estimated cost of debt and financial leverage.
MANUAL_NOTFOUND:Results are presented in Table 3.as (theoretical) explanatory factor of the cost of debt,
MANUAL_NOTFOUND:Table 3: Results of regression analysis for filtered first set of data
MANUAL_NOTFOUND:As we can clearly see, the hypothesis cannot be confirmed with the use of this set of data.
MANUAL_NOTFOUND:Table 4: Descriptive statistics for the second set of data
MANUAL_NOTFOUND:Obviously this methodology has even more drawbacks as the first one.
MANUAL_NOTFOUND:Table 5: Descriptive statistics for filtered second set of data
MANUAL_NOTFOUND:Even though we ended up with only 8 observations, the cluster analysis shows that (again) two groups of corporations should be taken into consideration (see Figure 2).
MANUAL_NOTFOUND:We denote companies that use debt capital as financial leveraged companies.
MANUAL_NOTFOUND:Higher the financial leverage, higher the risk of the company and higher (in normal terms) the cost of debt.
MANUAL_NOTFOUND:However, after we filtered the data, we could find some form of possible correlation between the two variables, but the relationship was not statisti-cally significant due to a very low number of observations (n=8) in this analysis.
MANUAL_NOTFOUND:Table 6: Results of regression analysis for filtered second set of data
MANUAL_NOTFOUND:Implementation of advertising strategy
MANUAL_NOTFOUND:Slavica Stani]
MANUAL_NOTFOUND:JP „Zeleznice Srbije Belgrade
MANUAL_NOTFOUND:One of the most important components of an integrated marketing communications program is the advertising.
MANUAL_NOTFOUND:1.	Defining the goals of advertizing
MANUAL_NOTFOUND:The advertizing strategy has to allow for the process of communication between the company and prospective customers in order that such an attitude be created towards certain products and services, so as they should be favoured in the market.
MANUAL_NOTFOUND:The entire procedure of creating and executing the adverising messages has to be based on the results of a complex marketing research (research into the market, into motivation, into an appropriate wording od the message, media, etc.).
MANUAL_NOTFOUND:1.1. Defining the advertizing campaign issue
MANUAL_NOTFOUND:The advertizing campaign is a set of interlinked and coordinated marketing activities directed towards a specific issue and idea that apperas in various media, in a designed period of time.
MANUAL_NOTFOUND:The defining of the genuine issue on which the entire advertizing campaign will be based is the main task of the advertizing strategy.
MANUAL_NOTFOUND:1.2. Defining the target audience
MANUAL_NOTFOUND:When defining the target audience it is especially important to determine the following: the users’ attitude towards the products that are the subject of advertizing campaign; the prevailing factors in the choice of a certain brand; and the extent to which their needs are satisfied.
MANUAL_NOTFOUND:1.3.	Defining the key idea
MANUAL_NOTFOUND:I am said to be one of the most proliferous creators of great ideas, however, in my long career I have not come to more than 20 such ideas, if that many at all“.
MANUAL_NOTFOUND:Although the task od creating a genuine and interesting idea to present a product is a really difficult one, numerous ideas have become a basis of successful advertizing campaigns, as is the case of the “Pepsi Generation“ promotional campaign, with the variations that followed, “The taste of a new generation“ and “Generation next“.
MANUAL_NOTFOUND:1.4.	Creating and positioning advertizing message
MANUAL_NOTFOUND:The message focusing upon the rational approach advocates the development of practical and functional needs for certain products or services.
MANUAL_NOTFOUND:2.	The media campaign of the company
MANUAL_NOTFOUND:Figure 1: Media plan
MANUAL_NOTFOUND:2. The media campaign of the company
MANUAL_NOTFOUND:The problem of inadequate terminology arises as a result od using different methods and discrepancies in the standards in media research, and sometimes even different terms are used as synonyms, which makes the confusion greater.
MANUAL_NOTFOUND:2.1 Market analysis and media objectives defining
MANUAL_NOTFOUND:2.2 The media strategy determining,implementation and effectiveness evaluation
MANUAL_NOTFOUND:Media planners make a decision on the selection of the appropriate media strategy they will use to achieve the set media objectives.
MANUAL_NOTFOUND:Here, there is a continuity in advertizing, with the intensity of advertizing activity increasing in certain periods.
MANUAL_NOTFOUND:Some media strategies require that certain types of media be used, such as is the case with television, which is, due to the picture and sound, by far a more influential medium in rousing different emotions in spectators compared with some other media.
MANUAL_NOTFOUND:Development of slovenian local self-government in the new public management perspective
MANUAL_NOTFOUND:PhD.
MANUAL_NOTFOUND:Uros Pinteric,
MANUAL_NOTFOUND:University and Research Centre Novo mesto, uros.pinteric@gmail.com
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008, 10th - 13th.
MANUAL_NOTFOUND:September 2008, Belgrade, Serbia
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Historical development of local self-government in slovenia
MANUAL_NOTFOUND:In order to additionally support the argument about political nature of local development in Slovenia we can describe the case of Koper municipality (its area was not changed from the initial situation in 1993). In every cycle of establishing new municipalities (1994, 1998,	2002, 2006) there were many attempts to divide Koper into smaller municipalities, some of those attempts were initiated even by National Assembly and Koper citizens refused such ideas on referenda.
MANUAL_NOTFOUND:This can be supported by the research on use of e-mail in Slovenian public administration.
MANUAL_NOTFOUND:Where basic finding was that institution of public administration are not answering citizens’ e-mails despite they are legally requested to do so.
MANUAL_NOTFOUND:3.	Legislative reforms of public sector in slovenia
MANUAL_NOTFOUND:In first years after the independence the strategies for the reform were placed.
MANUAL_NOTFOUND:During 1996 - 1999 period the process of decentralization of decision making and organizational structures started, strive for professionalization was obvious,
MANUAL_NOTFOUND:the inclusion of improvement of vertical and horizontal coordination of work happened and much clearer division of work between parliament and government was seen.
MANUAL_NOTFOUND:3.1.	Preparing for the EU - Reforms during 2000 and 2003
MANUAL_NOTFOUND:Some most important laws that were accepted or significantly changed are: Law on civil servants, Law on system of payments in public sector, Law on public agencies and public structural funds, Law on Local government and changes of General Administrative procedure act.
MANUAL_NOTFOUND:Basic characteristic of change in this part was more accountability of public sector and higher level of transparency that was requested especially in public spending concerning payments of civil servants and public procurements.
MANUAL_NOTFOUND:3.2.	Reforms after 2004: Re-politization of public administration reforms
MANUAL_NOTFOUND:Reforms of Slovenian public administration after 2004 need some additional explanation to readers.
MANUAL_NOTFOUND:4.	Political reforms of Slovenian local governance
MANUAL_NOTFOUND:In 1998 number of municipalities grew to 192 and later on in 2002 to 193.
MANUAL_NOTFOUND:Increasing number of municipalities caused serious reorganisation of local governance especially with correlated growing financial and human resources needs.
MANUAL_NOTFOUND:In these cases it was only logical solution to split form the centre and establish new municipality with independent financial resources form taxes and granted state support. Despite initial effect in first and second kind of establishment of new municipalities are similar the difference is more than evident when one observe long run development success.
MANUAL_NOTFOUND:4.1.	New local management?!
MANUAL_NOTFOUND:4.2.	Regionalization
MANUAL_NOTFOUND:5.	Concluding remarks
MANUAL_NOTFOUND:Raspberry marketing channel on the example of arilje cooperative and "jugoprom" factory
MANUAL_NOTFOUND:Mr Katica Radosavljevic
MANUAL_NOTFOUND:Faculty of Economics, Arilje
MANUAL_NOTFOUND:- Raspberry production balance
MANUAL_NOTFOUND:Together with blackberry, raspberry is one of the most recognizable Serbian brands in the world.
MANUAL_NOTFOUND:- Comparative analysis of raspberry production in the world
MANUAL_NOTFOUND:With their effective placement of raspberry on the world market the Arilje Cooperative and the Jugprom, d.o.o company improved Serbian quotation significantly.
MANUAL_NOTFOUND:1.1.	Specific nature of products and marketing channels structure
MANUAL_NOTFOUND:- Frozen raspberry exports in the 2002 do 2005 period3
MANUAL_NOTFOUND:The production of raspberry is subject to oscillations, however, we can talk of the production growth trend due to the implementation of a modern method of growth.
MANUAL_NOTFOUND:The following tables show the percentage of the rasp- Jugprom,d.o.o sold 500 tons, and Arilje Cooperative berry programme shares of Jugprom, d.o.o. and Arilje sold 3,500 tons of raspberry.
MANUAL_NOTFOUND:- Participation of Arilje Cooperative raspberry programme in percentages
MANUAL_NOTFOUND:The entire production programmes in both cold-storage plants, are in the growth stage, since the demand for raspberry in the world steadily increases.
MANUAL_NOTFOUND:1.2.	Price problems and marketing channels relations
MANUAL_NOTFOUND:The problem of prices in agriculture can be described as rather complex and sensitive, from the points of view of both the consumers and the producers and the state, since it is on the issue of prices that their interest clash, and these interests are different and often opposing to one another.
MANUAL_NOTFOUND:All the freely formed prices are extremely dynamic and changeable.
MANUAL_NOTFOUND:They are especially important in observing the phenomenon of prices disparity.
MANUAL_NOTFOUND:Table 10 - Comparative analysis of fall and growth in the purchasing and exports prices of raspberry
MANUAL_NOTFOUND:From the above presented comparative analysis a conclusion can be drawn that the rise and fall o channel may be the absence of HACCP and EUREPGAP standards.
MANUAL_NOTFOUND:Thus a greater impact upon buyers and a longer-term cooperation are achieved, gaining significant sources of information along the way.
MANUAL_NOTFOUND:The companies, the subject of our analysis, calculate the raspberry and raspberry products costs, in the following manner (example : average costs of yield 2007).
MANUAL_NOTFOUND:The deep frozen (D/F) raspberry original makes the first stage of processing, which entails the change of fresh raspberry into the frozen form, without finishing processing.
MANUAL_NOTFOUND:A
MANUAL_NOTFOUND:B
MANUAL_NOTFOUND:C
MANUAL_NOTFOUND:The D/F raspberry original is transformed into Rawland raspberry and is packed into cardboard packaging of 10 kg each (4 bags of 2.5 kilos each).
MANUAL_NOTFOUND:A
MANUAL_NOTFOUND:B
MANUAL_NOTFOUND:C
MANUAL_NOTFOUND:1.	The cost of transport.
MANUAL_NOTFOUND:The D/F raspberry of the bruch type contains 50% of whole fruits, 25% of industrial litter and 25% of raspberry groats (ground raspberry).
MANUAL_NOTFOUND:The block raspberry is whatever remains of D/F raspberry Rowland, the D/F bruch raspberry and the D/F groats raspberry.
MANUAL_NOTFOUND:1.3.	Promotion in the marketing channels
MANUAL_NOTFOUND:The position and the role of promotion are very important.
MANUAL_NOTFOUND:The company uses the telephone and the Internet facilities
MANUAL_NOTFOUND:to contact the mediators, and also uses the “medium“ in addition to short marketing channels.
MANUAL_NOTFOUND:Approaches to Non-verbal Communication in the Management of Organisation
MANUAL_NOTFOUND:Martina Ferencova
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008, 10th - 13th.
MANUAL_NOTFOUND:September 2008, Belgrade, Serbia
MANUAL_NOTFOUND:They send out information about emotions (fear, joy, suprise etc.).
MANUAL_NOTFOUND:However ,it is determined by upbringing and acquired by experience to a larger extent (nodding head , pointing finger etc.).
MANUAL_NOTFOUND:Proxemics (the language of distances) pays attention to the position of communicators in space and the maintenance of mutual distance (intimate, personal, social, public; Basistova -Trescâkovâ, 2007, p.93-95).
MANUAL_NOTFOUND:All components of non-verbal communication are objects of interest of many scientific reflections due to their uniqueness.
MANUAL_NOTFOUND:The aim of the paper
MANUAL_NOTFOUND:Research methodology
MANUAL_NOTFOUND:Research question
MANUAL_NOTFOUND:Research sample
MANUAL_NOTFOUND:Analysis of research results
MANUAL_NOTFOUND:Graph 1 Eye contact of the superior in communication with the subordinate Source.: Own graph
MANUAL_NOTFOUND:Of a total number of the respondents 49 % stated that the superior looks directly into their eyes in communication with them. 9% of the respondents selected the option - intent, long-lastning look without turning away.
MANUAL_NOTFOUND:Graph 2 Distance in communication Source:Own graph
MANUAL_NOTFOUND:Hypotheses verification
MANUAL_NOTFOUND:Suggestions and recommendations in the field of non-verbal communication
MANUAL_NOTFOUND:Scientific studies prove that a person perceives approximately 80 % of information by sight. The act of looking signifies interest in the object and the other way round.
MANUAL_NOTFOUND:Our culture requires eye contact in communica-tion.The fact that the superior and the subordinate look directly into the eyes in communication (49% of the respondents selected this option) indicates interest in feedback, which can be highly appraised in an organisation.
MANUAL_NOTFOUND:On the other hand the superior's avoidance of eye contact in communication (in total 30% of the respondents chose this option) could result into the subordinate's feeling of insecurity and give the impression of superior's disinterest.
MANUAL_NOTFOUND:This could cause communication breakdown and conflicts at the workplace.Thus, it is necessary to prevent such undesirable phenomena by for example communication training sessions.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:Mutual funds as a long-term financing source of the enterprise
MANUAL_NOTFOUND:Mr Jelena Ciric, Mr Slobodan Moraca2, Msc Danijela Gracanin
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008, 10th - 13th.
MANUAL_NOTFOUND:September 2008, Belgrade, Serbia
MANUAL_NOTFOUND:Companies are advised to make efforts to atract mutual funds which are considered to be long-term capital sources and the best way to do that is doing business transparently and constantly improving business results.
MANUAL_NOTFOUND:This would contribute to reducing costs of company financing, improving the current market position, as well as capturing new market segments, improving the quality of the products and services, and financing new development projects.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The facilities offered by mutual funds are numerous, such as:
MANUAL_NOTFOUND:2.	Diversification means that the mutual fund portfolio contains various issuers’ securities, by which the risk is reduced in case some issuers’ financial results prove to be unfavourable.
MANUAL_NOTFOUND:This is so because the share of their securities in the entire portfolio is small, so they cannot induce any serious harm to the whole of the portfolio.
MANUAL_NOTFOUND:2.	The mutual funds phenomenon
MANUAL_NOTFOUND:2.1	Mutual funds on developed countries financial markets and on those of former socialist countries of Europe
MANUAL_NOTFOUND:The mutual funds phenomenon is so widely spread that their net property worldwide at the end of 2007 amounted to $26.2 trillion, and the number of open mutual funds reached 66,350.
MANUAL_NOTFOUND:2.2	Mutual funds on the Serbian financial market
MANUAL_NOTFOUND:The investment logics of venture funds says that during a number of years of presence in the company, these funds invest rather substantial sums of capital and supply the necessary management knowledge, in order to raise the market value of the company they took over. Then, the shares of the “cured“ company are sold at the stock exchange at a price several times higher than the innitial, purchase price, and the venture funds withdraw from the ownership in the company, taking their share in the income in proportion to the funds invested (about 80% of profit belongs to the investors, the rest goes to the professional management).
MANUAL_NOTFOUND:The first mutual fund in Serbia was founded in February 2007.
MANUAL_NOTFOUND:It was a balanced fund, and all the rest were the funds for raising the value of property.
MANUAL_NOTFOUND:2.3	Mutual funds as long-term financing source of domicile enterprises
MANUAL_NOTFOUND:Recently, the SEAF fund (Small Enterprise Assistance Fund) came to Serbia.
MANUAL_NOTFOUND:This is a fund providing aid to small enterprises.
MANUAL_NOTFOUND:2.4	Conditions for a more important role of mutual funds on the Serbian financial market
MANUAL_NOTFOUND:3.	CONCLUSION
MANUAL_NOTFOUND:It should be pointed out that on financial markets in the region, where investment funds have been around for a number of years, the revenue rate amounts between 20% and 30% on an annual level, which is several times more compared to the average annual interest rate on fixed-term deposits with commercial banks.
MANUAL_NOTFOUND:A larger number of investment funds on the domicile financial market and a larger amount of raised capital will ensure that investment funds, according to their investment objectives, invest into various sectors, activities, enterprises that have already shown high productivity or that are still to develop.
MANUAL_NOTFOUND:The role of hrm function in serbian companies: challenges and limitations
MANUAL_NOTFOUND:Dr Biljana Bogićević Milikić
MANUAL_NOTFOUND:Faculty of Economy, University of Belgrade, Serbia
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008, 10th - 13th.
MANUAL_NOTFOUND:September 2008, Belgrade, Serbia
MANUAL_NOTFOUND:2.	Modern tendencies in the hrm function development
MANUAL_NOTFOUND:Figure 1: Challenges the managers face
MANUAL_NOTFOUND:Among the trends that have significant implications for the HRM surely most important are the following: the slowdown of economic growth, the Internet revolution, the globalisation, the changes in legislation and the changes in the labour force characteristics.
MANUAL_NOTFOUND:Some companies collaborate with for-duction into other countries.
MANUAL_NOTFOUND:3.1.	Research methodology
MANUAL_NOTFOUND:3.2.	Research findings
MANUAL_NOTFOUND:Authority in decision making in the HR; field (% of companies)
MANUAL_NOTFOUND:3.3.	Discussion
MANUAL_NOTFOUND:Thirdly, compared to the US model of HRM, the findings show that the HRM departments in Serbia are overstaffed - the ratio is 1.9 employed in the HRM department per 100 employees, compared to the 0.8 ratio inntensification of the linking trend among the companies worldwide
MANUAL_NOTFOUND:The development of the HRM function will require that this function be absolutely independent, its scope of work be well defined and the specialists in certain HRM areas be trained, apart from their work in the company.
MANUAL_NOTFOUND:Sixthly, if we analyse the HRM function in the Serbian companies from the point of view of comparative human resource management, i.e., to find out whether we are closer to the European or to the American companies, or we are absolutely specific, the situation becomes rather complax.
MANUAL_NOTFOUND:The divergence observed can be axplained by several factors, such as: the role and competence of the HRM professionals, institutional and cultural factors.
MANUAL_NOTFOUND:These findings coincide with the findings in the previous article (Clark at al., 1999, p. 529) in which, on the basis of the review of articles published in the leading journals in the fields of human resources management, organisational conduct management and other relevant journals in the fields of social sciences, we established that according to almost 50% articles, the reasons for the differences or similarities observed in the HRM practices are the cultural (21.8%) and the institutional (19%) contexts or the combination (10.4%) of the two.
MANUAL_NOTFOUND:The fact, however, that an increasing number of companies in Serbia introduce the HRM department as an independent organizational unit, and that a majority of them are engaged in certain crucial HRM activities may be taken as a promising sign of convergence towards the American model.
MANUAL_NOTFOUND:4.	Conclusion and implications for the management
MANUAL_NOTFOUND:This work is an attempt to understand the position and role of the HRM function in Serbia today.
MANUAL_NOTFOUND:Managing risk: factoring influence on the enterprise value
MANUAL_NOTFOUND:Grzegorz Michalski
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:There is many varieties of the factoring enterprise, most beneficial of a point of view of the functionality of the enterprise exist, there is a full-service factoring which is embracing with one’s scope three functions:
MANUAL_NOTFOUND:Factoring is sometimes misused synonymously with financing of accounts receivable process.
MANUAL_NOTFOUND:Exchange of assets about unsure of the size to the influences devoid of the uncertainty.
MANUAL_NOTFOUND:Fig. 3.
MANUAL_NOTFOUND:2.	Relation of the length of the operating cycle to the firm value
MANUAL_NOTFOUND:The effectiveness of operating cycle management decisions and the level of assets can be measured in a few ways.
MANUAL_NOTFOUND:3.	Influence of the factoring the value of the company
MANUAL_NOTFOUND:The providing services of the factoring, named institution is a factor.
MANUAL_NOTFOUND:Fig. 4. a scheme is describing action of the factoring in the case of applying the promotion method.
MANUAL_NOTFOUND:Fig. 4.
MANUAL_NOTFOUND:Moreover, for the firms weakening contacts with customers can have grave consequences.
MANUAL_NOTFOUND:In order to estimate the cost of this solution, one should divide the per cent of the discount by the per cent of the amount get from the sale after applying the factoring, that is:
MANUAL_NOTFOUND:Next, knowing that the average payment is finding its way to the enterprise after 45 days, and at the assumption that the year has 360 days, we receive the effective annual cost of the factoring:
MANUAL_NOTFOUND:So cost of the factoring applied by the firm, is considerable and it is likely that it is exceeding the cost of financing this company.
MANUAL_NOTFOUND:Costs of the vindication of the amount due [A], lowering, can influence lowering of costs (but they must not, if the cost connected with the factoring exceeds them), and it influences value of forecast financial flows and the firm value.
MANUAL_NOTFOUND:Influence of the factoring on the firm value
MANUAL_NOTFOUND:In this example was assumed that a full factoring was being considered.
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:The basic financial purpose of an enterprise is maximization of its value.
MANUAL_NOTFOUND:Summary
MANUAL_NOTFOUND:The basic financial purpose of an enterprise is maximization of its value.
MANUAL_NOTFOUND:Carbon Market
MANUAL_NOTFOUND:Milica Latinovi]
MANUAL_NOTFOUND:Faculty of Organizational Sciences
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008, 10th - 13th.
MANUAL_NOTFOUND:September 2008, Belgrade, Serbia
MANUAL_NOTFOUND:Proponents of corporate social responsibility are keen to demonstrate that the businesses have responsibilities beyond the production of goods, services and profit making,
MANUAL_NOTFOUND:and that socially responsible businesses can help solve important social and environmental problems.
MANUAL_NOTFOUND:All this led to the growth of market called “carbon market”,
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	The carbon market structure
MANUAL_NOTFOUND:The carbon transactions are the contracts by which one party accepts the obligation to pay to the other party a certain amount of money in return for a stipulated amount of emission credits which the purchaser can use for his purposes [5].
MANUAL_NOTFOUND:Carbon transactions can be classed into two categories:
MANUAL_NOTFOUND:Emission permits, or credits, such as AAU and EUA.
MANUAL_NOTFOUND:One regime under which they are assigned and disposed of is the so-called cap-and-trade regime.
MANUAL_NOTFOUND:1	Assigned Amount Units (AAUs) — the assigned quantity is a total quantity of pollutant gases (GHG) which the Annex B countries (members of OECD, Central and Eastern Serbia and the Russian Federation) are permitted to emit in accordance to the Kyoto Protocole (AA), whereas the Assigned Quantity Unit is a unit to be used in trading, and equals the quantity of 1 ton of carbon-dioxide [13].
MANUAL_NOTFOUND:2	European Union Allowances (EUA) — the quantity unit allowing the emission of 1 ton of carbon-dioxide.
MANUAL_NOTFOUND:This credit, too, was approved of following the emission credit transaction scheme (EU ETS) [12].
MANUAL_NOTFOUND:3	Cap-and-trade — the scheme by which a limit is set to the total amount of GHG emission, after which the companies are granted emission permits in the form of emission credits.
MANUAL_NOTFOUND:Transactions based on projects are those by which the purchaser participates in finansing the project meant to reduse the emission of gases causing the greenhouse effect, i.e., gases responsible for global warming.
MANUAL_NOTFOUND:There is a number of emission credit transaction schemes at the moment, and they are binding for the companies from certain industry branches.
MANUAL_NOTFOUND:Failing to comply with the quoted obligations incurs penalties the companies will have to pay.
MANUAL_NOTFOUND:3.	Carbon market segments
MANUAL_NOTFOUND:This they can do by the realization of a project by which the GH gases emission in another Annex B country is reduces or eliminated.
MANUAL_NOTFOUND:Each ERU equals one ton of carbon-dioxide and is regarded as achieving the emission objectives defined in the Kyoto Protocole.
MANUAL_NOTFOUND:In order that the volume and the importance of a growing carbon market be clearly understood, Table 1 presents the facts on the volume of emission trading, the number of projects for the project based transactions, as well as facts related to emission credit (amounts) transactions [5].
MANUAL_NOTFOUND:4.	THE CARBON MARKET PLAYERS
MANUAL_NOTFOUND:In 2006, 90% of purchasing transactions were performed by the private sector participants from Europe.
MANUAL_NOTFOUND:5.	Project based transactions structure
MANUAL_NOTFOUND:In transactions generating emission reductions and in accordance with the Kyoto Protocole, we make out two classes of transactions [5]:
MANUAL_NOTFOUND:6.1.	Price features
MANUAL_NOTFOUND:7.	Emission credit market
MANUAL_NOTFOUND:Emission permits can be traded on four markets.
MANUAL_NOTFOUND:7.1.	The UK Emissions Trading Scheme
MANUAL_NOTFOUND:6 Verified Emission Reductions (VER) — the unit or reduction of GHG emission verified by an independent auditor, but that has not passed the verification procedure to obtain CER or ERU according to the Kyoto Protocole.
MANUAL_NOTFOUND:One VER equals the amount of one metric ton of carbon-dioxide equivalent.
MANUAL_NOTFOUND:7.2.	The European Union Emission Trading Scheme
MANUAL_NOTFOUND:In April 2004, the European Parliament passed a directive relating the EU ETS with the Kyoto Protocole, in that the introduction of ERU and CER credits into the EU ETS market became possible under certain conditions [5].
MANUAL_NOTFOUND:In the second year of its presence on the European Emissions Trading Scheme the overall scope of credit trading reached 1.1 million of emission credits, or €18.7 billion which is three times as much compared to the first year in which the overall value of trading amounted to €6 billion.
MANUAL_NOTFOUND:7.3.	The Chicago Climate Exchange (CCX)
MANUAL_NOTFOUND:7.4.	The New South Wales GHG Abatement Scheme
MANUAL_NOTFOUND:The size of the2006 market shows a rise compared to the size of 2005 market.
MANUAL_NOTFOUND:The trading scope increased by 3.3 times compared to 2005, whereas the total value of the transactions effected increased by 3.8 times compared to the previous year.
MANUAL_NOTFOUND:8.	Carbon market development
MANUAL_NOTFOUND:A low level of correlation between carbon and corporative debtor securities, shares and goods is observed [5].
MANUAL_NOTFOUND:Institutional investors, especially pension funds, are in some countries obliged to report on the social responsibility and environment protection, and show how much they have taken these into consideration when investing their capital.
MANUAL_NOTFOUND:Fundamentally, we can say there is no limited amount of carbon.
MANUAL_NOTFOUND:9.	Conclusion
MANUAL_NOTFOUND:All these affects their investment decisions.
MANUAL_NOTFOUND:Above all, the development of this market contributes to environmental protection and the companies that are involved in it announce their resolution to behave in a socially responsible manner.
MANUAL_NOTFOUND:The effects of fiscal policy on development of companies
MANUAL_NOTFOUND:Mihajlo Babin
MANUAL_NOTFOUND:Faculty of economics, finances and adminitration
MANUAL_NOTFOUND:The research within this work is aimed at determining the effects of allocating larger funds for university education upon the development of companies.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The relationship between the university education and economy should function on the feed-back principle:
MANUAL_NOTFOUND:1.	a quality and efficient university education enhances the development and improvement of the competitiveness of economy
MANUAL_NOTFOUND:2.	by employing university graduates economy gives a feed-back information on the quality of the existing study curricula, or on the necessity that these curricula should be adapted to the changing demands of economy.
MANUAL_NOTFOUND:2.	Effects of increase of funds for university education upon the development of companies
MANUAL_NOTFOUND:1.	Doctoral studies
MANUAL_NOTFOUND:2.	Permanent training programmes
MANUAL_NOTFOUND:3.	Possible solutions to the issue of increasing funds for university education
MANUAL_NOTFOUND:The proposed solution has four advantages compared to that of the increase in the public expenditures:
MANUAL_NOTFOUND:3.	the approval of tax incentives is reversible, since certain forms of tax incentives (among which the solution proposed) are of temporary character -they last only until the market has improved the resources allocation.
MANUAL_NOTFOUND:4.	part of the resources allocation is transferred from the public into the private sector thus promoting the competition among universities and colleges, which has a positive effect upon improving the quality of study programmes.
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:The Learning Organization: Model of Organizational Structure or the Characteristic of the Organization
MANUAL_NOTFOUND:Mirjana Petković, Faculty of Economics, Belgrade
MANUAL_NOTFOUND:The paper draws on the dilemma of whether a learning organization is a new model of organizational design, or is just a composite of certain characteristics which need to be developed in the existing and, within literature and practice, known models of organizational structure.
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:In order that bureaucratic organizations shouild learn, it is important that self-awareness of the necessity to learn be developed to a greater extent than it is today.141
MANUAL_NOTFOUND:The starting premise in this work is that the "learning organization" is not a specific model of organizational structure, but a characteristic of a model that can be manifested in different forms (functional, divisional, network, matrix model, etc.).
MANUAL_NOTFOUND:The structure of an organization is important in its learning, however, there are other conditions besides the structure that are to be met, and they also affect the employees' behaviour: motivation, carrer management, the learning climate and culture, leadership, etc.
MANUAL_NOTFOUND:This author plans to, first, explain organizational learning and the learning process, then to define the concept of the learning organization, and, finally, to try to solve the above dilemma.
MANUAL_NOTFOUND:1. Organizational learning
MANUAL_NOTFOUND:2. Types of organizational learning
MANUAL_NOTFOUND:Hence organizational learning is generative learning, and includes five new learning technologies:
MANUAL_NOTFOUND:• Systems thinking brings systems perspective into the perception of phenomena and processes in an organization.
MANUAL_NOTFOUND:3. The organizational learning process
MANUAL_NOTFOUND:The majority of studies on organizational learning largely deal with the same activities in the learning process, the only difference being that different authors group them differently, therefore literature lists the models of learning process structures in three phases (creation, dissemination, application) or in four phases (acquisition, information distribution, information interpretation, me-morizing).[15]
MANUAL_NOTFOUND:Basically, there is no significant difference between these two models, therefore an integral organizational learning model can be created and structured into four phases: it starts with the creation of knowledge (1), continues with the knowledge dissemination throughout the organization (2), then knowledge is memorised (3) and finally applied (4), as presented in Figure 1.
MANUAL_NOTFOUND:Figure 1: The learning model
MANUAL_NOTFOUND:Phase one: knowledge creation - organizations collect information from internal and external sources, then process and interpret it.
MANUAL_NOTFOUND:4. The learning organization
MANUAL_NOTFOUND:A formula to create a learning organization (LO) goes as follows:
MANUAL_NOTFOUND:LO = Leader with vision x Plan/Metrics x Information x Inventiveness x Implementation.
MANUAL_NOTFOUND:On the other hand, shallow structures are a priori considered appropriate to learn (Figure 2).
MANUAL_NOTFOUND:Figure 2: The Learning organization's evolution
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:It is with pleasure that the author of this paper states that she is not in the minority, since modern literature lists a large number of authors whose approach to the development of new theories and concepts in management and organization is similar to hers.
MANUAL_NOTFOUND:Electronic Negotiation Systems (ENS)
MANUAL_NOTFOUND:Doc. dr Vojkan Vasković, The Technical Faculty of Bor
MANUAL_NOTFOUND:Dario Kršić, Magistrand of the Faculty of Political Sciences
MANUAL_NOTFOUND:E-business is a broad concept, in which business partners are connected by use of modern information-communication technologies (ICT).
MANUAL_NOTFOUND:Functions and activities of ENS
MANUAL_NOTFOUND:The ENS can be defined as a software using the Internet technologies, positioned on the Internet and characterized by one or more following properties:
MANUAL_NOTFOUND:a) supports decision-making and giving concessions;
MANUAL_NOTFOUND:b) proposes offers and agreements;
MANUAL_NOTFOUND:c) evaluates and critically analyses offers and counteroffers;
MANUAL_NOTFOUND:d) provides a structural arrangement and organization of the process;
MANUAL_NOTFOUND:e) provides information and expert opinion;
MANUAL_NOTFOUND:f) facilitates and organizes communication;
MANUAL_NOTFOUND:g) helps in preparations of agreements;
MANUAL_NOTFOUND:h) provides access to negotiation knowledge.
MANUAL_NOTFOUND:1. Passive systems - facilitate communication and interaction of users situated in different places.
MANUAL_NOTFOUND:They help them present their ideas, offers and arguments.
MANUAL_NOTFOUND:The use and the impact of passive systems upon the negotiation process and its outcomes has also been studied.
MANUAL_NOTFOUND:Other researchers perceived the presence of prejudices when it comes to negotiations via e-mail, i.e., "temporary simultaneity", "bridges burnt", the information circle and the "malicious imputation".
MANUAL_NOTFOUND:ENS review
MANUAL_NOTFOUND:In order that the differences among the passive, active and proactive ENS be better understood, we will give some examples of the existing systems developed at the Concordia University - SimpleNS, Inspire, Aspire and eAgora.
MANUAL_NOTFOUND:A different, active system Inspire was developed in 1995, as part of the InterNeg research programme.
MANUAL_NOTFOUND:Since 1996 it has been used to conduct anonymous bilateral negotiations.
MANUAL_NOTFOUND:The system uses a threefold negotiation model:
MANUAL_NOTFOUND:1. prenegotiations;
MANUAL_NOTFOUND:2. egotiations; and
MANUAL_NOTFOUND:3. a phase following reaching the agreement (negotiations termination).
MANUAL_NOTFOUND:If the compromise was not successful, the system proposes entering the negotiations termination phase.
MANUAL_NOTFOUND:The advice is based upon:
MANUAL_NOTFOUND:1. the rules of negotiations derived from literature;
MANUAL_NOTFOUND:2. the status of the actual negotiation process; and
MANUAL_NOTFOUND:3. information on the negotiator stored in the database of one user.
MANUAL_NOTFOUND:Then, the user may ask the Atin for advice concerning possible strategies.
MANUAL_NOTFOUND:Negotiations via video conferences (Video conferencing)
MANUAL_NOTFOUND:The equipment used by the participants in a video conference may come from different manufacturers and may vary in terms of model and size.
MANUAL_NOTFOUND:The codec provides video conferencing via telephone (in case of desktop negotiations).
MANUAL_NOTFOUND:Next year the same was created for the Windows.
MANUAL_NOTFOUND:As regards the type of communication network, the desktop video conference can be conducted in the following two ways:
MANUAL_NOTFOUND:a) by an analogous video conference via a modem - the modem and an analogous telephone line are used to connect the computer with another personal computer, i.e., the participant that uses similar communication equipment.
MANUAL_NOTFOUND:b) using digital networks - digital networks ensure a high quality of picture and sound transmission.
MANUAL_NOTFOUND:Nowadays videobeams are increasingly used.
MANUAL_NOTFOUND:These conferences have become a commonplace in the business world, at least when the negotiations including lower stakes are concerned.
MANUAL_NOTFOUND:In the world of foreign affairs they can be used as a modernized version of the so-called "napkin diplomacy".
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:Communication is carried out on a number of levels:
MANUAL_NOTFOUND:• Communication within the organization;
MANUAL_NOTFOUND:• Communication between organizations (bilateral);
MANUAL_NOTFOUND:• Communication among organizations (multilateral, network communication);
MANUAL_NOTFOUND:• Communication with local leaders;
MANUAL_NOTFOUND:• Communication with and among decision makers;
MANUAL_NOTFOUND:• Communication with the media;
MANUAL_NOTFOUND:• Communication between the conflicting parties.
MANUAL_NOTFOUND:Managing Action Programs for Organization Development
MANUAL_NOTFOUND:prof. dr Ljubomir Drakulevski, asis. mr Leonid Nakov
MANUAL_NOTFOUND:Univerzitet "Sv. Kiril I Metodij", Ekonomski Fakultet, Skopje, drakul@eccf.ukim.edu.mk; lnakov@eccf.ukim.edu.mk
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:for organizational improvement.
MANUAL_NOTFOUND:3. The prevailing focus of this programs should be placed in the organizational dimensions that constitute the core competence and competitive advantage
MANUAL_NOTFOUND:The goal of any organizational development intervention is to create a methodological approach in order to effect change in the target organization, or in a specific organizational section, and reframe the structure, context and the behavior of the specific organization.
MANUAL_NOTFOUND:1. Action research model
MANUAL_NOTFOUND:In the theory of management exist two classical types of intervention models in the field of organizational development:
MANUAL_NOTFOUND:• The planning model and
MANUAL_NOTFOUND:• The action research model
MANUAL_NOTFOUND:Evolutionary, the strategy for action science in organizational development was defined and vigorously advanced by the work of Kurt Lewin, back in 1946, and also by Chris Argyris, Donald Schon, John Dewey and others.
MANUAL_NOTFOUND:The organizational framework of the action programs for organizational development is placed in the action research model, that differs from the traditional planning model in the following respects:
MANUAL_NOTFOUND:It is a cyclical or iterative process, meaning that the results from the interventions are fed back in such a way that further changes and improvements can be implemented
MANUAL_NOTFOUND:The very research signals the aim of generating knowledge which can be applied in other organizational settings
MANUAL_NOTFOUND:While planning model presumes a so called "one - off" intervention, the action research model emphasizes the cyclical character of the organizational change and development.
MANUAL_NOTFOUND:Fundamentally, the purpose of each action program is to increase the organizational effectiveness, by the application of the organizational development value and techniques.
MANUAL_NOTFOUND:1.1. Relationship between action research and organizational development
MANUAL_NOTFOUND:The organizational perspective of the action research bears the following dimensions:
MANUAL_NOTFOUND:a. Pragmatic and concerned with addressing practical issues
MANUAL_NOTFOUND:b. Democratic, both in the sense of involving people and in seeking to enable people to create their own knowledge in learning organizations
MANUAL_NOTFOUND:c. Extended epistemology of many ways of knowing and valuing, propositional and conceptual
MANUAL_NOTFOUND:d. Value oriented in terms of contribution - economic, political, psychological, spiritual and ecological
MANUAL_NOTFOUND:e. Developmental - from tentative beginnings toward more significant influence
MANUAL_NOTFOUND:4. The introduction of change allows a new approach to be adopted
MANUAL_NOTFOUND:Table 1. The action research model
MANUAL_NOTFOUND:The popularity of the action research model grew in the 70's, owing to the intensive usage of the participative management and the concept of organization development.
MANUAL_NOTFOUND:As a phenomenological, i.e. qualitative management technique, action research possesses the characteristics of being:
MANUAL_NOTFOUND:• Subjective, as seen by the eyes of the study participant
MANUAL_NOTFOUND:• Interactive
MANUAL_NOTFOUND:• Value laden
MANUAL_NOTFOUND:• Inductive
MANUAL_NOTFOUND:• Showing interaction of factors
MANUAL_NOTFOUND:• Context bound and
MANUAL_NOTFOUND:• Imposes situational theory
MANUAL_NOTFOUND:The organizational dimension of the action research states that it links a highly persuasive demonstration of the linkage between the change program and the achieved performances.
MANUAL_NOTFOUND:The original proof of this is the true that those individuals that participated directly in the change interventions are easily inclined to accept the so-called the cause-and-effect relationship, that has been developed during the usage of the action research model.
MANUAL_NOTFOUND:1.1.1. Reconfigurable organization
MANUAL_NOTFOUND:2. Action change programs
MANUAL_NOTFOUND:The relationship of the organizational perspective of action research and the action change programs is conducted through 2 types of principles:
MANUAL_NOTFOUND:• The research principles, which suggest the need for being creative in defining the real research question, generating theoretical concepts from the field, integrating concepts with the real life assumptions, manipulating and using multiple perspectives, verifying interpretations with perspectives in the field and treating the research setting as a case study
MANUAL_NOTFOUND:• The change principles, that refer to developing a collaborative relationship, conceptualizing the need of the changes to be made, changing the behavior and recognizing that expectations amplify or reduce resistances
MANUAL_NOTFOUND:2.1. Action programs in the model of organizational change
MANUAL_NOTFOUND:The model of organizational changes that emphasizes the necessity of the action change programs consists of the following phases:
MANUAL_NOTFOUND:I Anticipating the need of change - meaning that managers must anticipate the need for undertaking changes through action programs.
MANUAL_NOTFOUND:The need for change must be felt by the majority of employees in order to convince them to adopt the new behavior
MANUAL_NOTFOUND:II Developing the consultant - client relationship.
MANUAL_NOTFOUND:This phase predominantly determines the overall success or failure of the action program.
MANUAL_NOTFOUND:It is important to stress that the leader of the change initiative can be a non manager, or even a person from outside the organization
MANUAL_NOTFOUND:III The diagnostic phase - where actual collection of data, relevant to the situation perceived to be the problem, takes place.
MANUAL_NOTFOUND:This phase sets the stage for the action programs, in the scope of the long-range strategies and techniques
MANUAL_NOTFOUND:IV Action Plans, strategies and techniques - where various interventions, activities or programs, aimed at resolving problems and increasing organization effectiveness, take place.
MANUAL_NOTFOUND:In the framework of this phase are placed the so called theories of action, as programs, patterns, designs, sets of rules or propositions that people use to design and carry out their actions.
MANUAL_NOTFOUND:This phase ends with the implementation of the action programs
MANUAL_NOTFOUND:V Self - renewal, monitoring and stabilizing - for assessing the effectiveness of the change programs in attaining the stated objectives.
MANUAL_NOTFOUND:Indication of success is when the system develops capability to maintain innovation without outside support
MANUAL_NOTFOUND:VI Continuous improvement process - the most important issue in this phase is determining the existence or not of the capacity of the leader to deal effectively with the use of power, and at the same time to achieve the organization vision.
MANUAL_NOTFOUND:A useful method to increase the potential of the action programs for organization development, in the model of organizational change, is to increase the range or the depth of the available data, by interview or questionnaire, as a fundament for a better prepared action programs.
MANUAL_NOTFOUND:2.2. Dynamics of the action programs
MANUAL_NOTFOUND:An effective indicator of the effects of the action programs is the level of direct or indirect reinforcement to maintain the reached modified behavior,
MANUAL_NOTFOUND:the higher the direct reinforcement is, the lower tend to be the indirect reinforcement techniques, as a non desired state.
MANUAL_NOTFOUND:8. Repeat the cycle - fresh data gathering and feedback of results of change
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:The organization perspective of the action research represents a major change from the traditional methods of management development and training.
MANUAL_NOTFOUND:The fundamental action research model consists of 16 phases, organized in 3 stages,
MANUAL_NOTFOUND:Upgrading Direct Marketing by Using the CRM Concept
MANUAL_NOTFOUND:mr Ivana Domazet, mr Jovan Zubovic, dr Božo Draskovic
MANUAL_NOTFOUND:Institute of Economics, ivanad@icn.hg.ac.yu , jovan7@ien.hg.ac.yu, dho7o@ien.hg.ac.yu
MANUAL_NOTFOUND:1. Introduction
MANUAL_NOTFOUND:2. Features and concepts of direct marketing
MANUAL_NOTFOUND:Direct marketing is an activity by which a direct relationship between the company and a customer is created, its basic features being:
MANUAL_NOTFOUND:1. the direct marketing is interactive, which means that there is a two-way communication, i.e., a mutual contact between the participants (the company and the customer) in the communication process;
MANUAL_NOTFOUND:2. the direct marketing implies (prompt) response or customer's reaction.
MANUAL_NOTFOUND:Compared to the mass marketing (marketing based on varied forms of mass communication with customers), the direct marketing has a number of advantages (1, pp. 315-319):
MANUAL_NOTFOUND:• Precise aiming (targeting) - addressing specific, well defined target segments of existing and prospective consumers;
MANUAL_NOTFOUND:• Controlability - a possibility to control the media, message and other elements of the direct marketing campaign, such as the timing of activity, costs, etc.;
MANUAL_NOTFOUND:• Personalization - a possibility of addressing consumers on an individual basis; on the basis of a historical analysis of purchases, a psychographic analysis and an updated and well-developed database it is possible to create messages in such a way that they appear to be "made to measure" of each individual customer.
MANUAL_NOTFOUND:• Invisibility of strategy - direct marketing is good in concealing the marketer's strategy from the competition.
MANUAL_NOTFOUND:• Economising - modern database management systems allow direct marketers to select the best prospective buyers (prospects) for any product they wish to sell, and therefore reduce costs by the unit of order.
MANUAL_NOTFOUND:• Possibility of cross-sales - analysing the database of the existing buyers of a given product, direct marketers can obtain information on the customers' possible needs for other products;
MANUAL_NOTFOUND:• Possibility of creating long-term relationships with customers - on the basis of updated and well-developed databases, the "real", loyal and profitable customers can be identified with whom the company should create closer contacts and develop permanent relations;
MANUAL_NOTFOUND:• Possibility of integration with other elements of the marketing communication system - direct marketing is easily supplemented by other elements of promotive and marketing mix, allowing for a well-devised and integrated marketing communication.
MANUAL_NOTFOUND:The basic media of direct marketing are:
MANUAL_NOTFOUND:• mailed media (direct mail and catalogues);
MANUAL_NOTFOUND:• printed media (newspapers and magazines), and
MANUAL_NOTFOUND:• electronic media (telephone, radio, television, cable television, the Internet).
MANUAL_NOTFOUND:The most commonly mentioned direct marketing concepts in this context are as follows:
MANUAL_NOTFOUND:• Relationship marketing;
MANUAL_NOTFOUND:• Customer Relationship Management (CRM);
MANUAL_NOTFOUND:• Retention marketing;
MANUAL_NOTFOUND:• Licenced marketing;
MANUAL_NOTFOUND:• Loyalty marketing;
MANUAL_NOTFOUND:• Database marketing;
MANUAL_NOTFOUND:• Interdependent marketing;
MANUAL_NOTFOUND:• One-to-one marketing;
MANUAL_NOTFOUND:• Frequency marketing;
MANUAL_NOTFOUND:• Partnership marketing;
MANUAL_NOTFOUND:• Real-time marketing.
MANUAL_NOTFOUND:2.1. Relationship marketing:
MANUAL_NOTFOUND:The importance of customers (and other partners) is stressed in a large number of cases, as is the development of long-term relationships with them, however, too much attention is paid to various sections of programmes and strategies, instead of their analysing as a whole.
MANUAL_NOTFOUND:Therefore some authors stress the types of rewards the companies are to ensure, others pay perticular attention to the customer cycle and the relationship marketing position within the organizational structure, while others still highlight the components and elements of the relation marketing, however, without a defined strategy and program, etc.
MANUAL_NOTFOUND:The basic three are the following:
MANUAL_NOTFOUND:• Tactical level (similar to the activities in improving sales);
MANUAL_NOTFOUND:• Strategic level (stress on the development of partnership relations with customers);
MANUAL_NOTFOUND:• Philosophical level (reflects the essence of the marketing philosophy - the whole organization focuses upon the delivery of total satisfaction to customers and maintanance of its own business).
MANUAL_NOTFOUND:2.2. Customer Relationship Management (CRM)
MANUAL_NOTFOUND:Hence it is of vital importance to consider the elementary dimensions of the Customer Relationship Management (2, pp. 81-86):
MANUAL_NOTFOUND:• Customer selection;
MANUAL_NOTFOUND:• Customer acquisition;
MANUAL_NOTFOUND:• Customer retention;
MANUAL_NOTFOUND:• Customer growth.
MANUAL_NOTFOUND:A valid CRM has to:
MANUAL_NOTFOUND:• identify factors that contribute to a successful customer relationship;
MANUAL_NOTFOUND:• create a customer relationship practice;
MANUAL_NOTFOUND:• adopt measures necessary to make a good CRM;
MANUAL_NOTFOUND:• develop a customer -friendly relationship;
MANUAL_NOTFOUND:• suggest questions to be put to customers in order to solve a problem;
MANUAL_NOTFOUND:• propose a solution to the customers complaining about the service;
MANUAL_NOTFOUND:• monitor all the sales aspects, as well as support to customers.
MANUAL_NOTFOUND:The necessary elements in building a fruitful customer relationship are:
MANUAL_NOTFOUND:• knowledge (market and customers appreciation);
MANUAL_NOTFOUND:• targeting, i.e., offer stremlining and adapting;
MANUAL_NOTFOUND:• sales (customer acquisition);
MANUAL_NOTFOUND:• service (customer retention).
MANUAL_NOTFOUND:Therefore the process of successful CRM concept implementation can be observed through (3):
MANUAL_NOTFOUND:• strategy development;
MANUAL_NOTFOUND:• information analysis;
MANUAL_NOTFOUND:• needs identification (appreciation of customers, their needs and desires);
MANUAL_NOTFOUND:• change definition (corporative revolution - from a reactive towards a proactive approach);
MANUAL_NOTFOUND:• building the future (building the corporate business and technical structures to deliver the expected benefits to the customers);
MANUAL_NOTFOUND:• measuring results and improving the CRM system.
MANUAL_NOTFOUND:A research carried out in the EU in 2006 confirmed that the firms without a developed CRM:
MANUAL_NOTFOUND:• lose an average of 50 percent of their clients over the period of five years;
MANUAL_NOTFOUND:• about 65 percent lost clients have actually left because of bad service and communication;
MANUAL_NOTFOUND:• the costs of acquiring a new customer are five times the costs of retaining the old one.
MANUAL_NOTFOUND:Whereas the firms with a developed CRM concept:
MANUAL_NOTFOUND:• grow approximately 60 percent faster compared to the competition without a developed CRM;
MANUAL_NOTFOUND:• expand their market by the rate of 6 percent annually;
MANUAL_NOTFOUND:• charge 10 percent plus for their products;
MANUAL_NOTFOUND:• realize the return on investment (ROI) of 12 percent;
MANUAL_NOTFOUND:• a 5 percent increase in the customer loyalty may result in a 25-85 percent increase in profitability.
MANUAL_NOTFOUND:The efficiency of the CRM process, which should be integrated through marketing, sales, and customer relationships means (5):
MANUAL_NOTFOUND:• identification of factors contributing to successful customer relations;
MANUAL_NOTFOUND:• development of the customer relationship practice;
MANUAL_NOTFOUND:• development of customer-friendly processes;
MANUAL_NOTFOUND:• devising questions that will help solving potential customers' problems in a most adequate way;
MANUAL_NOTFOUND:• suggesting the solution to the customers complaining about a product/service;
MANUAL_NOTFOUND:• sales monitoring as well as customer support.
MANUAL_NOTFOUND:The basic structure of the CRM is three-fold:
MANUAL_NOTFOUND:• Operational - basic business processes (marketing, sales, services);
MANUAL_NOTFOUND:• Analytical - serves as support in the analysis of customers' behaviour and conducts the business philosophy and technology;
MANUAL_NOTFOUND:• Collaborative - provides contacts with customers by way of telephone, fax, the Internet, mail, direct contacts, etc.
MANUAL_NOTFOUND:3. The long-term customer relationships development strategy
MANUAL_NOTFOUND:The customer relationships management chain is based upon four steps:
MANUAL_NOTFOUND:• definition of offer value;
MANUAL_NOTFOUND:• segmentation, targeting and positioning;
MANUAL_NOTFOUND:• business operations and delivery systems;
MANUAL_NOTFOUND:• measuring and feedback.
MANUAL_NOTFOUND:They comprise (6, pp. 124 - 126):
MANUAL_NOTFOUND:• Top management, leadrship and vision oriented, expert and competent, aware of the value and importance of services marketing and long-term relationship development;
MANUAL_NOTFOUND:• Project team to introduce a concept into the organizational business practice, for the service providing companies that have not implemented it so far;
MANUAL_NOTFOUND:• Designing an appropriate micro- and macro-organizational structure of the company oriented to customers and to services;
MANUAL_NOTFOUND:• A governing service corporate culture;
MANUAL_NOTFOUND:• Appropriate technical-technological preconditions (primarily as regards the development of a data basis and information technology);
MANUAL_NOTFOUND:• Availability of the required human resources on various levels, the key factor being the persons that interact with clients;
MANUAL_NOTFOUND:• The necessary capital.
MANUAL_NOTFOUND:The basic elements of the long-term relationships development stem from the elements necessary for a proper functioning of marketing in the field of services, and they are the following:
MANUAL_NOTFOUND:• Getting to know the consumers, their needs and desires, their characteristics, the influence of certain factors upon their conduct;
MANUAL_NOTFOUND:• Marketing, i.e., market-oriented thinking;
MANUAL_NOTFOUND:• Achievements of modern concepts that place the emphasis upon the customer relationships nurturing;
MANUAL_NOTFOUND:• Company capabilities and needs;
MANUAL_NOTFOUND:• Understanding the role and importance of every individual included in the service creation and delivery processes;
MANUAL_NOTFOUND:• Long-term way of thinking and behaviour;
MANUAL_NOTFOUND:• Operations are conducted company-wide.
MANUAL_NOTFOUND:Hence the process of long-term relationships development can be divided into the following steps:
MANUAL_NOTFOUND:• Data base formation;
MANUAL_NOTFOUND:• Customer identification and classification;
MANUAL_NOTFOUND:• Customer personalization;
MANUAL_NOTFOUND:• Customer differentiation according to their values and needs;
MANUAL_NOTFOUND:• Interaction with customers;
MANUAL_NOTFOUND:• A service process adjustment, treating every customer as an individual through direct contact or automated process;
MANUAL_NOTFOUND:• Loyalty program creation - rewards and added values;
MANUAL_NOTFOUND:• Continuous concept improvement (control, measuring and feedback information).
MANUAL_NOTFOUND:In the analysis of strengths and weaknesses in the concept implementation special attention should be paid to the following potential problems (7, 106):
MANUAL_NOTFOUND:• An assumption that the customer does want longterm relationships to be built (perhaps there is no reason whatsoever that the customer would ever want to go back to the seller, or the customer chooses to avoid being dependent on the seller);
MANUAL_NOTFOUND:• An assumption that a client (individual) is willing to interact and act together.
MANUAL_NOTFOUND:An assumption that an individual's satisfaction is sufficient per se;
MANUAL_NOTFOUND:• If clients are transferred to "higher classes" and are notified as to how important they are for the company, their expectations grow higher;
MANUAL_NOTFOUND:• A problem not to "hurt" the clients that are not the "top" ones, either as regards their profile, or the attention paid to them by the company, however their contribution is important;
MANUAL_NOTFOUND:• A problem of change in the rules governing the relationships with key clients-donors that may cause confusion;
MANUAL_NOTFOUND:• Certain awards are introduced that prove to be unnecessary, since the clients would act in the same way even without them, therefore this is unnecessary cost;
MANUAL_NOTFOUND:• Sometimes clients build a relationship, not because they are loyal, but because they have no other choice, i.e., there are no appropriate substitutes.
MANUAL_NOTFOUND:The change in the situation may result into negative effects, since the majority will leave.
MANUAL_NOTFOUND:Especially important in developing the long-term relationships are the following types of communication with customers:
MANUAL_NOTFOUND:• direct contact (by telephone or in person);
MANUAL_NOTFOUND:• direct mail;
MANUAL_NOTFOUND:• Internet and e-mail
MANUAL_NOTFOUND:In addition to these, the importance of certain promotional mass media (advertizing in the first place) and word-of-mouth advertizing must be understood.
MANUAL_NOTFOUND:There are, however, some limits in the communication with customers and some rules that have to be observed (7, p. 207):
MANUAL_NOTFOUND:• do not innitiate interaction with the customer without a clearly defined aim;
MANUAL_NOTFOUND:• do not ask the customer the same question more than once;
MANUAL_NOTFOUND:• carry out the interaction in between two customer's choices (purchases);
MANUAL_NOTFOUND:• start interaction not with the product, but with a customer;
MANUAL_NOTFOUND:• interaction should be direct and adjusted to the concrete customer;
MANUAL_NOTFOUND:• make sure the customer (always) welcomes the interaction;
MANUAL_NOTFOUND:• a good approach is to use a principle (and technology) of mass adjustment to reduce the costs and make the message personal;
MANUAL_NOTFOUND:• protect the customer's privacy;
MANUAL_NOTFOUND:• innitiate the dialogue by putting at disposal a phone number to be dialled free, or printing the web site address on whatever is connected with the company (business cards, memeranda, billboards, etc.);
MANUAL_NOTFOUND:• make sure the customer is well aware of the value of the interaction, otherwise it will not serve its purpose;
MANUAL_NOTFOUND:• take care of the customer's time (you cannot learn everything about the customer at once).
MANUAL_NOTFOUND:Establishing a dialogue with the customer is important because:
MANUAL_NOTFOUND:• dialogue is a means to acquire information;
MANUAL_NOTFOUND:• information is translated into knowledge (that is, knowing the customer and his/her wishes and needs);
MANUAL_NOTFOUND:• knowledge serves as basis to adjusting the offer and achieving customer growth;
MANUAL_NOTFOUND:• efficient and effective action brings customers' satisfaction, customers' trust and familiarity;
MANUAL_NOTFOUND:• customers' satisfaction, trust, and commitment bring in their loyalty;
MANUAL_NOTFOUND:• loyalty brings profit.
MANUAL_NOTFOUND:4. Conclusion
MANUAL_NOTFOUND:The interaction with customers innitiates the company's profitability and the customers' satisfaction, since mod-company to search for new, more efficient and more effective ways to enter the market, because the market performance of the company depends primarily upon how successful it is in meeting the customers' needs, thus creating loyalty and consequently the growth in profits.
MANUAL_NOTFOUND:The key factors of the CRM concept success are the customers' expectations the firms should anticipate.
MANUAL_NOTFOUND:Business Intelligence Model for Sales Analysis
MANUAL_NOTFOUND:MSc Suzana Dukic, HERMES SoftLab Crna Gora
MANUAL_NOTFOUND:prof. dr Ljiljana Kascelan, Faculty of Economics, Podgorica
MANUAL_NOTFOUND:As the technology is progressing and the dynamism of business environment is changing, not only the market competition keeps growing but the customers are starting to dominate the approach to the product.
MANUAL_NOTFOUND:1. Introduction
MANUAL_NOTFOUND:This paper is elaborating on a concept of sale business intelligence analytic system in a trading firm Ê3]; this includes:
MANUAL_NOTFOUND:• Identifying basic decision processes needed to analyze the sale of the company.
MANUAL_NOTFOUND:2. Identification of decision models
MANUAL_NOTFOUND:When trying to make deliberate decisions people do the following:
MANUAL_NOTFOUND:• consider all known available options;
MANUAL_NOTFOUND:• use the greatest available amount of data;
MANUAL_NOTFOUND:• carefully consider possible costs and benefits of every option;
MANUAL_NOTFOUND:• meticulously analyze the probability of various outcomes;
MANUAL_NOTFOUND:• invest the greatest possible amount of rational reasoning based on all abovementioned phases.
MANUAL_NOTFOUND:3. Data mart implementation
MANUAL_NOTFOUND:Such a model makes the following analyses possible:
MANUAL_NOTFOUND:• Analyzing profit, income and sales according to customers, groups of products and years. • Analyzing sales according to producers, shops and years.
MANUAL_NOTFOUND:• Doing a comparative analysis of profit according to years, brand groups and customers.
MANUAL_NOTFOUND:• Analyzing income, profit and cost according to products, shops, regions and years.
MANUAL_NOTFOUND:The records in the fact table are compressed in order to improve performance,
MANUAL_NOTFOUND:while the dimension tables have fewer records, but these are bigger.
MANUAL_NOTFOUND:According to [4], we observe the realization of the data mart through the following phases:
MANUAL_NOTFOUND:• Definition phase.
MANUAL_NOTFOUND:• Generation phase.
MANUAL_NOTFOUND:• Data loading phase.
MANUAL_NOTFOUND:Picture 3.1 Star schema "Sales" 1
MANUAL_NOTFOUND:Picture 3.2 Star schema "Sales" 2
MANUAL_NOTFOUND:Picture 3.3 Mapping the fact table "Prodaja"
MANUAL_NOTFOUND:The generation phase includes configuration, validation, script and object generation.
MANUAL_NOTFOUND:4. Case study
MANUAL_NOTFOUND:For these analyses we used data from a trade company from Podgorica
MANUAL_NOTFOUND:that sells chemical products in retail shops in six towns and also offers wholesale sale of its products.
MANUAL_NOTFOUND:In the abovementioned example we can notice that there is no date for years before 2005 so the column for the preceding period for the first quarter of 2005 is empty, producing the number 1 in the rankings.
MANUAL_NOTFOUND:On the other hand, the profit in the second quarter of 2005 has increased by 20.33 per cent compared to the first quarter of the same year.
MANUAL_NOTFOUND:The 4.9 example shows seasonal oscillations.
MANUAL_NOTFOUND:Picture 4.1 Analysis of profit, income and quantity of sold items according to customers, groups of products and years
MANUAL_NOTFOUND:Picture 4.2 Graphical presentation of profit according to regions
MANUAL_NOTFOUND:Picture 4.3 Analysis of sold quantities of products according to producers, shops and years
MANUAL_NOTFOUND:Picture 4.4 Analysis of profit according to months and shops in selected years
MANUAL_NOTFOUND:Picture 4.5 Comparative analysis of profit according to years, product groups and customers
MANUAL_NOTFOUND:Picture 4.6 Analysis of income, profit, cost per product, shop, region and year
MANUAL_NOTFOUND:Picture 4.7 Analysis of profit by quarters
MANUAL_NOTFOUND:Picture 4.8 Analysis of profit according to months and products in selected years 1
MANUAL_NOTFOUND:Picture 4.9 Analysis of profit according to months and products in selected years 2
MANUAL_NOTFOUND:These analyses can clearly tell the acquisition department about periods when it is pointless to purchase a particular product or when they should focus on getting new stocks.
MANUAL_NOTFOUND:5. Conclusion
MANUAL_NOTFOUND:Pluralism in Creative Organizational Development Management
MANUAL_NOTFOUND:Prof. dr Slavica P. Petrović
MANUAL_NOTFOUND:Faculty of Economics, University of Kragujevac, e-mail: pslavica@kg.ac.yu
MANUAL_NOTFOUND:1. Introduction
MANUAL_NOTFOUND:Broadly speaking, pluralism in organizational development management should be understood as:
MANUAL_NOTFOUND:a) appreciation of different perceptions and interpretations of the management problem situations under consideration, and
MANUAL_NOTFOUND:b) an appropriate combined use of various methodologies, methods, models, and techniques in structuring the management problem situations and problem solving.
MANUAL_NOTFOUND:Dealing with pluralism in purposeful managing the relevant problem areas in organizations means:
MANUAL_NOTFOUND:• analysing the relationship between pluralism as a distinctive Management Science development strategy, that is, systems thinking, and the strategies of isolationism, imperialism and pragmatism, and
MANUAL_NOTFOUND:• analysing basic pluralistically-systemic theoretical, methodological and applicable developments.
MANUAL_NOTFOUND:2. Pluralistic strategy of systemic thinking and practice development
MANUAL_NOTFOUND:The efforts to determine the nature of pluralism in the systems erea and to find out whether pluralism is the best practice of improving systems thinking stemmed, on one hand, from a certain lack of trust in the success of the traditional Management Science (MS), and, on the other hand, from an evident development of Organizational cybernetics, the soft systems approaches and the critically-systemic alternatives to the ortodox traditional MS.
MANUAL_NOTFOUND:Each of the mentioned theoretical-methodological alternatives was claimed to significantly contribute to the building of MS.
MANUAL_NOTFOUND:Efforts were also made to investigate into how the relationship between the traditional MS and these alternative theoretical-methodological developments can be best explained scientifically and used in such a way so that MS should be most fruitfully applied in organizations and in the society.
MANUAL_NOTFOUND:The pragmatist strategy develops the MS joining the best elements of trends that seem to even contradict each otehr, in accord with the criterion of practical applicability.
MANUAL_NOTFOUND:The pluralistic vision means a continuous presence of a certain veriety of trends within the MS.
MANUAL_NOTFOUND:Theoretical, methodological and practical developments will be mutually shaped.
MANUAL_NOTFOUND:Contrary to the above analysed options for the MS, the pluralistic strategy is understood as offering excellent chances for a successful development of the MS.
MANUAL_NOTFOUND:As regards the views on the paradigmatic incompatibility, pluralism is, at least in a preliminary manner, defended by the arguments that different theoretical-methodological MS developments are necessary as a support to different antropologically established cognitive human interests [3, 1972]:
MANUAL_NOTFOUND:• the technical interest in anticipation and control is supported by hard and cybernetic approaches,
MANUAL_NOTFOUND:• the practical interest in broadening mutual understanding of relevant stakeholders is supported by soft systems approaches, and
MANUAL_NOTFOUND:• the emancipatory interest in relieving the limitations imposed by power relations is supported by critical systems approaches.
MANUAL_NOTFOUND:3. Pluralistic systemic theoretical-methodological and applicable developments
MANUAL_NOTFOUND:The three basic, relevant formal expressions of the pluralistic systems thinking and practice development may be specified and studied:
MANUAL_NOTFOUND:a) System of Systems Methodologies,
MANUAL_NOTFOUND:b) Total Systems Intervention, and
MANUAL_NOTFOUND:c) Multimethodology.
MANUAL_NOTFOUND:In the first place, the System of Systems Methodology (SiSiM) is a central instrument of the reasearc directed:
MANUAL_NOTFOUND:• theoretically, towards explaining the relationships between varied systemic founded methodologies and
MANUAL_NOTFOUND:• practically, towards identifying the achievement in the application of systems methodologies of management problem situations structuring in different problem contexts in organizations [9, 1984, pp. 473 - 486; 4, 1990, pp. 657 - 668; 7, 2006 a, pp. 868 - 878].
MANUAL_NOTFOUND:The two basic dimensions of management problem situations in organizations are the following:
MANUAL_NOTFOUND:a) the system dimension - defines the nature of the system within which the problems under considerations are located, and
MANUAL_NOTFOUND:b) the participant dimension - determines the nature of the relations between the participants interested in the management problems situation and its improvement.
MANUAL_NOTFOUND:Figure 1. The System of Systems Methodology
MANUAL_NOTFOUND:Indeed,
MANUAL_NOTFOUND:• hard systems thinking, that is, positivistic-functionalist approaches, e.g., classic Operational Research, System Analysis, System Engineering, are geared to the problems located within relatively simple-unitary contexts, as it is assumed that it is easy to identify indirect goals in the system under consideration, and that it can be modelled mathematically;
MANUAL_NOTFOUND:• Socio-technical and Situational Approaches, Systems Dynamics, Organizational Cybernetics, Theory and Methodology of Complexity as structuralist-functionalist approaches to designing complex adaptive systems are associated with the complex-unitary contexts, as they are deliberately focused upon understanding problem situations as extremely complex systems;
MANUAL_NOTFOUND:• Different soft systems approaches of the interpretative peradigm of systems thinking, e.g.,
MANUAL_NOTFOUND:Identifying and Testing of strategic hypotheses, the Interactive Management, Strategic Choice Approach, the Methodology of Soft Systems, Interactive Planning, Robustness Analysis, the Development and Analysis of Strategic Options, are identified with simple-pluralistic and complex-pluralistic contexts;
MANUAL_NOTFOUND:• The forced problem contexts correspond with emancipatory systems approaches, e.g., the Critical Heuristics of the Systems, the Synergy Integration of the Team, and certain more recent post-modernist methodological developments.
MANUAL_NOTFOUND:A particular, relevant pluralistic theoretical, methodological and applicable development in the Systems Movement is represented by the Total Systems Intervention (TSI) [2, 1991, pp. 45 - 60; 6, 2000, pp. 368 - 373; 8, 2006 b, pp. 647 - 657].
MANUAL_NOTFOUND:Understood as a meta-methodology, the TSI could conduct academic research and counsel practitioners on which methodological approach is most beneficial in problem situations they deal with.
MANUAL_NOTFOUND:The basic liabilities of critical systems thinking - primarily identified as:
MANUAL_NOTFOUND:• critical and social awareness,
MANUAL_NOTFOUND:• human welfare and emancipation, and
MANUAL_NOTFOUND:• complementarism at academic and methodological levels are incorporated into the TSI.
MANUAL_NOTFOUND:Certain crucial principles operationalized in the TSI are:
MANUAL_NOTFOUND:• Relevant organizational aspects and problems, highlighted by means of metaphors, may be linked with respective systems methodologies for intervention conduct.
MANUAL_NOTFOUND:• Different systems metaphors and methodologies may be used in a complementary manner in order that varied vital aspects of organizations and their problems be identified and stressed.
MANUAL_NOTFOUND:The pluralism underlying the TSI is operationalized in each of its three key phases - Figure 2. [16, 2006, pp. 526]:
MANUAL_NOTFOUND:Figure 2. The Total Systems Intervention
MANUAL_NOTFOUND:A special, vital strength of the TSI is to link:
MANUAL_NOTFOUND:• pluralism in the creativity phase - research into the management problem situations via different perspectives, that is, different conceptions of the world, with
MANUAL_NOTFOUND:• pluralism in the selection and implementation phases - an appropriate management of different combined methodologies.
MANUAL_NOTFOUND:Important for determining the context of the Multimethodology are:
MANUAL_NOTFOUND:1. the real world problem situation under consideration,
MANUAL_NOTFOUND:2. the theories and methodologies available, and
MANUAL_NOTFOUND:3. the agents who make a selection and undertake intervention into a respective problem situation.
MANUAL_NOTFOUND:Similarly, the overall context of Multimethodology is determined by the relationships established between:
MANUAL_NOTFOUND:• agents and methodologies/techniques,
MANUAL_NOTFOUND:• agents and problem situation,
MANUAL_NOTFOUND:• methodologies/techniques and the situation in question.
MANUAL_NOTFOUND:Figure 3. The Multimethodology context
MANUAL_NOTFOUND:Of course, any methodology or conceptual frame of ideas are, in reality, at the disposal of the agents, that is, those who use them in dealing with the problem situation [12, 1997 b, p. 428].
MANUAL_NOTFOUND:Leaning on the theories and methodologies available, the conceptual system of intellectual resources is built up of the following two conceptual frames relevant for methodologies integration:
MANUAL_NOTFOUND:1. the conceptual frame for mapping methodologies, and
MANUAL_NOTFOUND:2. the conceptual frame for decomposition of methodologies.
MANUAL_NOTFOUND:The conceptual frame for methodology mapping is the view that Multimethodology has to be expressed in the categories of two key properties of intervention:
MANUAL_NOTFOUND:• the multidimensional character of the problem situation under consideration - a material, social, and personal worlds, and
MANUAL_NOTFOUND:• different types of activities to be undertaken -understanding, analysis, estimation and action taking.
MANUAL_NOTFOUND:Critical thinking is carried out through four phases:
MANUAL_NOTFOUND:• understanding problem situation as it is,
MANUAL_NOTFOUND:• analysis as to why it is as it is,
MANUAL_NOTFOUND:• estimating how the situation can be creatively changed, and
MANUAL_NOTFOUND:• acting towards generating change.
MANUAL_NOTFOUND:4. Conclusion
MANUAL_NOTFOUND:The Corporate Social Responsibility and Stakeholder Management
MANUAL_NOTFOUND:dr Biljana Predić, Faculty of Economics Nis bprcdic@ptt.yu
MANUAL_NOTFOUND:mr Maja Ivanović-Djukić, Faculty of Economics Nis maja.dfukic@eknfak.ni.ac.yu
MANUAL_NOTFOUND:Over the past decade, enterprises are put under a strong pressure of different stakeholder groups and there have been a lot of ethical and social problems such as murder crimes, smoking at the workplace, AIDS at the workplace, sexual harassment at the workplace etc.
MANUAL_NOTFOUND:Liberalization of foreign trade has simultaneously resulted into an enormous increase in foreign trade transactions.
MANUAL_NOTFOUND:These transactions caused vast investments and eliminated the financial barriers, thus enhancing the mobility of multinational corporations.
MANUAL_NOTFOUND:On the contrary, it may significantly increase its competitive advantage.
MANUAL_NOTFOUND:2. Social responsibility concepts and stakeholder management development
MANUAL_NOTFOUND:The corporate social responsibility (CSR) means a serious concern about the impact of the company's activity upon the society.
MANUAL_NOTFOUND:The company's key liabilities, according to him, are of economic, legal, ethical and philantropis nature, which he represents in the form of a pyramid, therefore the social responsibility pyramid is born [3 pp. 36-54].
MANUAL_NOTFOUND:Figure 1: The Social responsibility pyramid
MANUAL_NOTFOUND:This does not mean that there was no awareness of the presence and impact of interest groups before 1990s.
MANUAL_NOTFOUND:For example, Preston quotes that 4 interest groups were identified in the General Electric Company as early as 1930: customers, employees, shareholders and social commuity.
MANUAL_NOTFOUND:Their interests had to be taken into consideration since their influence upon the company's successful performance was great [5 pp. 361-375].
MANUAL_NOTFOUND:Therefore he defines stakeholders in the following way: [6 pp. 364-369]
MANUAL_NOTFOUND:• Stakeholders are groups whose support help the company survive;
MANUAL_NOTFOUND:• Stakeholders may be any group or individual that affects or is affected by the performance in the organizational objectives achievement.
MANUAL_NOTFOUND:3. A need for responsible behaviour of the company
MANUAL_NOTFOUND:Economy and society are two interrelated factors that are mutually preconditioned.
MANUAL_NOTFOUND:Therefore, by a responsible behaviour towards the society the companies create better business conditions, acquire resources by the transformation of which they create greater value, build higher reputation, and consequently achieve a more favourable competitive position.
MANUAL_NOTFOUND:The importance of responsible behaviour is further stressed by the following: moral obligations, sustainability, work licence and reputation.
MANUAL_NOTFOUND:Andy Neely and Chris Adams depict the relationships between the company and its stakeholders in the following way:
MANUAL_NOTFOUND:according to them, the stakeholders exert a certain influence upon the company's business operations and contribute to its achievements.
MANUAL_NOTFOUND:The graphical presentation of the prism is the following:
MANUAL_NOTFOUND:Figure 2: Performance prism
MANUAL_NOTFOUND:Hence, to ensure a positive influence of stakeholders upon the company's business operations it is necessary to identify their objectives (as sources of satisfaction).
MANUAL_NOTFOUND:The competitive context consists of a number of elements [1 pp. 78-94]:
MANUAL_NOTFOUND:• the quality and quantity of important inputs -material and human resources (e.g. transport infrastructure, etc);
MANUAL_NOTFOUND:• rules and innitiatives that guide the competition (such as the intellectual property protection policy, transparency, safety against corruption, investment incentives, etc.);
MANUAL_NOTFOUND:• the volume and sophistication of demend, under the impact of such issues as the quality product standards and security, customer rights, fair relations with suppliers, etc.;
MANUAL_NOTFOUND:• local industries' support, such as providers, equipment and parts manufacturers etc.
MANUAL_NOTFOUND:4. Social responsibility incentive measures
MANUAL_NOTFOUND:It is necessary that organizations define the scope of a minimal level of obligations they will always honour to their stakeholders and the society as a whole [8 p. 195].
MANUAL_NOTFOUND:On one hand, the level of socially responsible behaviour depends on the ethics of the management and the employees in the organization.
MANUAL_NOTFOUND:Some of the key rules every company should observe are the following [3 p.59].
MANUAL_NOTFOUND:• manufacture and sell products that do not threat customers lives;
MANUAL_NOTFOUND:• avoid polluting water;
MANUAL_NOTFOUND:• observe the law in all aspects of business operations;
MANUAL_NOTFOUND:• promote sincerity, honesty, ethical behaviour among the employees;
MANUAL_NOTFOUND:• do not abuse advertising and commercials;
MANUAL_NOTFOUND:• grow environmentally-friendly relations;
MANUAL_NOTFOUND:• protect employees from sexual harassment;
MANUAL_NOTFOUND:• react promptly to customers' problems;
MANUAL_NOTFOUND:• provide health care for the employees;
MANUAL_NOTFOUND:• give away money to charity and education improvement;
MANUAL_NOTFOUND:• use nuclear-free materials;
MANUAL_NOTFOUND:• continually upgrade the quality; etc.
MANUAL_NOTFOUND:It was first implemented by Amy Domini, in 1990, in her analysis of 800 U.S.A. companies which she ranked according to the criteria of product quality, customer relations, results in environment protection standards implementation, philantropic behaviour, employee relations, etc. [9 p.51].
MANUAL_NOTFOUND:It is important that simultaneously a legal act (code of ethics) be established to regulate the behaviour of all the employes in the organization towards the stakeholders and the society in general (customers in general, unions, etc.).
MANUAL_NOTFOUND:5. Conclusion
MANUAL_NOTFOUND:Analisis Motivasion of Management CHEMES A. S. HUMENNE
MANUAL_NOTFOUND:Milos Hitka, Faculty of Wood Sciences and Technologies in Zvolen
MANUAL_NOTFOUND:Maria Sirotiakova, Faculty of Economics in Poprad
MANUAL_NOTFOUND:To be motivated means more than just to be happy or satisfied at work;
MANUAL_NOTFOUND:motivated people try to do their best - not for somebody else's sake but for themselves.
MANUAL_NOTFOUND:2. The objective of the paper
MANUAL_NOTFOUND:Within the scope of social care, the plant catering and health care exceed the regulations of the law,
MANUAL_NOTFOUND:in that various types of recreational and sport activities, social assistance in serious cases, financial allowances to support culture, sport and services or recreation are organized and financed.
MANUAL_NOTFOUND:2.2 Formation of a questionnaire
MANUAL_NOTFOUND:To assess the factors, they had a five grades scale at their disposal and the importance of individual motivational factors and satisfaction with their actual state were listed down from number 5 to 1.
MANUAL_NOTFOUND:The questionnaire had two functions: it provided information about an actual state of motivation in the company and at the same time it included the requirements of employees in this area.
MANUAL_NOTFOUND:Table 1 Analysed motivational factors
MANUAL_NOTFOUND:3. Results and discussion
MANUAL_NOTFOUND:3.1. Analysis of motivational factors
MANUAL_NOTFOUND:Taking the differences into consideration we selected three positions - worker, THZ and supervisor.
MANUAL_NOTFOUND:The respondents assessed the required and the actually perceived level of motivation of individual motivational factors by the means of a grade scale from one to five.
MANUAL_NOTFOUND:Table 2 Comparison of required and actually perceived motivation by THZ
MANUAL_NOTFOUND:Graph 1 Required and actually perceived level of motivation by THZ
MANUAL_NOTFOUND:The THZ working in CHEMES a. s., Humenne also marked the basic pay, fair assessment of an employee and additional financial remuneration as poor motivational factors.
MANUAL_NOTFOUND:Table 3 Comparison of required and actually perceived motivation by supervisors
MANUAL_NOTFOUND:Graph 2 Required and actually perceived level of motivation by supervisors
MANUAL_NOTFOUND:In the relationship between the importance of motivators and employees' satisfaction we observed the dissatisfaction in the group of supervisors as well as in the groups of THZ
MANUAL_NOTFOUND:and workers with issues such as basic pay, additional financial remuneration and fair assessment.
MANUAL_NOTFOUND:3.2 Creation of groups of motivationally oriented employees
MANUAL_NOTFOUND:We made a statistic verification of motivational factors by means of cluster analysis.
MANUAL_NOTFOUND:In order to analyze the similarities in the motivational profiles of employees for individual job groups (worker, THZ, supervisor) we applied the method of agglomerate hierarchic clustering.
MANUAL_NOTFOUND:Its principle is that a group of elements gradually converge together, the nearest elements converge and in next steps more and more far-distant ones join.
MANUAL_NOTFOUND:Graph 3 Hierarchic cluster analyses of motivational profiles of THZ and supervisors
MANUAL_NOTFOUND:Motivators of individual groups are very similar.
MANUAL_NOTFOUND:The basic pay as a motivator occupies the top position in almost all groups, in groups number 4 and 5 its average value is 5.
MANUAL_NOTFOUND:The members of the fifth group consider the factor of money the most important one, all three motivators are positioned at the top of the list and have a maximum average value 5.
MANUAL_NOTFOUND:It is necessary to realize that if there are bad working relations at work place, the employees do not feel good in their collective and they are stressed,
MANUAL_NOTFOUND:it influences their work performance and finally the business results of the company.
MANUAL_NOTFOUND:Table 4 Summary of most motivating factors for a group of THZ employees + supervisors
MANUAL_NOTFOUND:4. Conclusion
MANUAL_NOTFOUND:The results of cluster analyses showed that not only currently implemented motivational factors must be developed but also it is necessary to create some space for application of other critical motivators.
MANUAL_NOTFOUND:At present the company motivates all its employees in the same way and implements the motivational factors such as: remuneration and assessment, education and communication.
MANUAL_NOTFOUND:Controversies of leadership
MANUAL_NOTFOUND:Book review
MANUAL_NOTFOUND:Leposava Grubic Nesic (2008), Knowing How to be a Leader, Novi Sad: AB Print, ISBN 978-86-907943-1-7
MANUAL_NOTFOUND:Questioning the theory and practice of leadership is important for a number of reasons.
MANUAL_NOTFOUND:These are, most often, the requirements of the task, the expectations and the behaviours of the persons of the same rank and of the employees, the given organizational policy and culture.
MANUAL_NOTFOUND:A broader interpretation within this theory is offered in Hersey-Blanchard's situational model of leadership oriented towards the study of the followers' willingness to take responsibilities, skills, capabilities and experience required to accomplish a task.
MANUAL_NOTFOUND:Women leaders.
MANUAL_NOTFOUND:She infers the differences in the behaviours of the male and female leaders on the basis of the identification and self-authorisation criteria.
MANUAL_NOTFOUND:Here she states that men leaders, opposite to women, identify themselves with others more easily (similar to them - B. R. Nj.), especially in cases of non-ethical behaviour; they also have a higher perception of self-authorisation, i.e., the feeling that they command more authority compared to others.
MANUAL_NOTFOUND:Women notice details; men see the whole.
MANUAL_NOTFOUND:Doc. dr Biljana Ratković Njegovan (Prof. dr Maja Levi Jakšić)
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:Number 52, Year XIV September 2009.
MANUAL_NOTFOUND:5 Diversity of specific quantitative, statistical and social methods, techniques and management models in management system
MANUAL_NOTFOUND:15 Operational risk management in financial services and the new Basel accord
MANUAL_NOTFOUND:Vesna Bogojevic Arsic
MANUAL_NOTFOUND:23 Metadata and website design for statistical data dissemination
MANUAL_NOTFOUND:Miroslav Hudec, Pavol Buchler
MANUAL_NOTFOUND:31 Advantages and disadvantages of project financing
MANUAL_NOTFOUND:Sladjana Benkovic, Milos Milosavljevic
MANUAL_NOTFOUND:41 Process approach as a basis for BSC implementation and improving of organizational performance
MANUAL_NOTFOUND:Zoran Radojevic, Ivan Stefanovic, Dragana Velimirovic
MANUAL_NOTFOUND:49 Advertiser perception of the internet as a marketing communication vehicle: Case study
MANUAL_NOTFOUND:Khalid Alrawi
MANUAL_NOTFOUND:61 The strategy of the international monetary fund in financing its member countries
MANUAL_NOTFOUND:Slobodan Markovic, Biljana Lazic
MANUAL_NOTFOUND:73 Bond yields and yields variations on bonds in Montenegro
MANUAL_NOTFOUND:Vladimir Kascelan, Borko Bozovic
MANUAL_NOTFOUND:Diversity of Specific Quantitative, Statistical and Social Methods, Techniques and Management Models in Management Sistem
MANUAL_NOTFOUND:Gheorghe Savoiu1, Ondrej Jasko2, Mladen Cudanov2
MANUAL_NOTFOUND:1Faculty of Economic Science, University of Pitesti 2Faculty of Organizational Sciences, University of Belgrade
MANUAL_NOTFOUND:The application of specific methods of various backgrounds in management increases over time.
MANUAL_NOTFOUND:A. The methods of stimulating the personnel’s creativity within the organization, as a result of an interweaving with the psycho-sociological disciplines, as well as those of communication and public relations, combine some simple, yet efficient techniques in many concrete situations, which call for creativity; their relevance here is that of establishing new relations between people, things and ideas [1],
MANUAL_NOTFOUND:and also creating new connections:
MANUAL_NOTFOUND:a1. the technique of forcing thinking, or Alex Osborn’s checklist consists in reviewing all the aspects of a problem or issue, on the basis of a list, the aims of which are primarily to facilitate transforming the problem through operations used in a different manner, or bearing a different sense, such as similarity, modification, augmentation, diminution, replacement, rearrangement, reversing, combination and dissociation; furthermore, it can generate different perspectives on the respective problem;
MANUAL_NOTFOUND:a2. the technique of the list of attributes or of the qualitative list consists in drawing a list of attributes or qualities that an object or a problem has, then trying to change or modify each attribute or group of attributes in a number of modalities as large as possible (it is the modern variant of Alex Osborn’s list, developed by Robert Platt Crawford).
MANUAL_NOTFOUND:a3. the technique of the case studs represents the simplest, yet most efficient variant of making the participants directly confront a real-life, genuine situation, taken as a typical example, representative of a whole set of challenging, problem-posing situations and events;
MANUAL_NOTFOUND:a4. the technique of the question “why?”, and the technique of repeatable questions represent another two very techniques of creativity stimulation, consisting in developing a subject by means of questions;
MANUAL_NOTFOUND:the former, which is quite old and comes from Asia, helps to solve the problem that eluded the manager’s attention, in a first stage, as the latter is a bit more nuanced, and the questions are asked to emphasize a certain direction, be it causal, relational, successive, oscillating, etc.;
MANUAL_NOTFOUND:a5. the technique of the cause and effect diagram, similar to the fishbone-maps technique, which gives the possibility of evincing the sources of a problem, issue, event or result, being used as a group technique, as a creative process of generating, organizing and attentively analysing the causal mechanism of an effect, both major (i.e. the main causes), and minor (i.e. the secondary causes);
MANUAL_NOTFOUND:a6. the technique of solving the problems in a process-related manner, using seven steps structures the reaction to a certain problem in several steps, which cover the function of managerial decision-making, in four major steps, i.e. planning the decision (in keeping with the following steps: step I - identifying the problem and the necessary changes, as well as minutely describing the problem, step II - describing the processes and relationships through drawing a map, setting the performance standards, step III - making a diagram that includes the causes and effects of the problem, or a “tree of the problem”, and step IV - conceiving a detailed action plan starting from the solutions found), implementing the decision (exclusively through step V, i.e. communication of the plan to the parties involved, and to the parties interested, as well as application of the steps planned, and monitorizing that application), evaluation of the impact of the decision made (which only consists of step VI, i.e. review and evaluation of implementation and of the changes produced through comparing them to the performance standards), and the final step, i.e. improvement, or adjustment of the effects of a future decision (made up of a single step, step VII, i.e. reflection on the basis of the new information, evaluation of the entire process, and improvement of it, where a similar future situation needs better results).
MANUAL_NOTFOUND:a7. the technique of free association is based on the flow of the conscious ideas that can be inferred, and along the network of associations of a linear type (in accordance with the principle the each idea that emerges through association starts from the previous idea), and also of a radial type (each new idea has its origin in the central idea, not in the previous one - hence the name of this technique, star bursting or “stellar explosion”).
MANUAL_NOTFOUND:a8. the technique of the metaphor, or the technique of lateral thinking, consists in representing the problem in a non-conventional manner, which resignifies it in order to change the participants’ mood, their rhythm of work, in order to stimulate creativity through novelty and the sheer challenge of the task, to underline the practical side of the process, as the technique generates strong artistic and jocular / play-related implications, and assuming a written form (story, essay, etc), graphical (diagrams, collage, etc.), spatial or three-dimensional (sculptures, model constructions, etc.), sonorous (tunes, songs, etc.), kinetic (drama, mimicry, etc.).
MANUAL_NOTFOUND:a9. brainstorming [2] is a two-step technique, the former step pursuing the generation of ideas and their expression as freely as possible, without any judgment/evaluation being done, and the latter seeks to create a free, associative atmosphere, that of a creative group, through assessing the quality of the ideas after all the ideas have been expressed.
MANUAL_NOTFOUND:The essence of brainstorming lies in separating and specifying / lending precision to the psychological operations present in the act of creation, so as to maximized the efficiency of each of those, gradually turning the organization into a milieu/ environment favourable to idea-production and contagion through chain-association (by means of creative groups).
MANUAL_NOTFOUND:a10. the Frisco technique is a “staged” variant of brainstorming that is characterized by the fact that the participants plays roles imposed upon them (managerial roles in essence), which cover a certain dimension of the managerial personality, from a multiplied perspective, offering new solutions for the complex and difficult problems of the organization, by using simple and efficient ways.
MANUAL_NOTFOUND:Acting is based on different parts, in keeping with the colour of the hat chosen, and so the technique of the thinking hats becomes one belonging to the interactive type, derived from brainstorming, yet retaining the elements characterizing it as a technique of stimulation of the participants’ creativity;
MANUAL_NOTFOUND:3.	Specific statistical methods connected to efficiency
MANUAL_NOTFOUND:Cassette no. 1
MANUAL_NOTFOUND:1.	the global efficiency rate = the efficiently used energy / the energy coming from the outside, and generated within the contour,
MANUAL_NOTFOUND:2.	the internal global efficiency rate = the efficiently used energy in the main technological flow / the energy coming from the outside, and generated within the contour,
MANUAL_NOTFOUND:3.	the economic efficiency rate = the efficiently used energy / the energy entering the contour from the outside,
MANUAL_NOTFOUND:4.	the internal economic efficiency rate = the energy efficiently used in the main technological flow / the energy entering the contour from the outside. b2. the method if exergetic analysis appeared with a view to improving the method of the energy balances, as a means of investigation and calculation having energy and ecological implications.
MANUAL_NOTFOUND:Exergy evinces the quality of energy, a type of energy being all the more valuable as it contains more exergy. Anergy underlines, in the current stage of scientific knowledge, the lack of the capacity of transforming a certain kind of energy.
MANUAL_NOTFOUND:Axiom II - In the reversible processes, exergy remains constant.
MANUAL_NOTFOUND:The general equation of a exergy balance validates both the principle of the conservation of energy, and the quantitative energy balance (or energy balance proper), and the principle of the degradation of energy during the irre-versible transformations, and is virtually identical to the equation of the energy balance, except fort he fact that each component of energy is in turn divided, within the exergy balance, into exergy (E) and anergy (A), so that:
MANUAL_NOTFOUND:W = E + A , and S W = S (E + A)
MANUAL_NOTFOUND:Thus appear the exergy deficits (DE), and the anergy surpluses (DA) at the exit from the contour of the flow of execution of the product, or of the firm’s activity, the former indicating the size of the transformation’s irreversibility, and being equal to the latter within the contour (DE) = (DA).
MANUAL_NOTFOUND:The exergy deficit (DE) can be reduced through managerial decisions aiming at thermodynamic improvements of the contour, the rational direction of the energy flows, augmenting the efficiency of the energy transformation rates, and through turning to account the secondary energy resources.
MANUAL_NOTFOUND:b3. the analysis of the restrictions and of the synchronous production, initiated by Goldratt Eliyahu, develops a set of programmes that organize and structure the activities within the economic processes, in the natural hypothesis of the limitation of the resources, tools and materials, machinery and equipment, personnel, and of any other restrictions which can affect the possibility for an organization to realize a certain production programme, thus laying the foundation of a new specific management method, briefly designated by the name of the method of the restriction analysis.
MANUAL_NOTFOUND:In analysing restrictions the following notions are also used: drum, buffer, and rope. If the production system contains a tight spot, this is the best checking point, and it will be called a drum, because it sets the rhythm in which the rest of the system (or those parts that it influences) works (or “beats”). Putting and maintaining, before the tight spot, a buffer appears as an immediate necessity, in order to permanently ensure something to work on, as the production of this tight spot determines the firm’s turnover. Likewise, within the flow, communication will be made upstream, in order to prevent a large stock forming, which would immobilize the firm’s money.Communication, called, in a graphical manner, a rope, can be formal, in the form of a programme, or informal, coming as free talks.
MANUAL_NOTFOUND:However, the support of information, or negentropy, appears as being a practical solution by means of extending, through knowledge, the traditional resources available, or via substituting them for new resources.
MANUAL_NOTFOUND:b5. value analysis or value engineering constitutes one of the most interesting specific management techniques, which ensures the necessary balance between the use values projected, and the costs due/appropriate to their execution; they are defined through expressly analysing the product, the function of the product and its use value.
MANUAL_NOTFOUND:In order for the product to work properly in the conditions when substitute materials were used, all of them had to be re-designed.[9]
MANUAL_NOTFOUND:The theory of value analysis, succinctly described by L.D. Miles, presupposed defining the notion of product value starting from the difference of content which that notion involved, for the buyer, and for the producer.
MANUAL_NOTFOUND:The two notions can merge into only one simple notion, that of value,which a function is realized, by means of the characteristic measuring units, is called the of the product function.
MANUAL_NOTFOUND:Value analysis is also defined through a number of fundamental principles:
MANUAL_NOTFOUND:Cassette no. 2
MANUAL_NOTFOUND:I	the principle of functional analysis, in keeping with which the functional characteristics are much more important than the structural ones,
MANUAL_NOTFOUND:II	the principle of the double dimensioning of the functions, namely their technical dimension expressed through specific technical measuring units, and the economic dimension expressed through costs,
MANUAL_NOTFOUND:III	the principle of the maximization of the ratio between the use value and cost (increasing the product’s competitiveness through maximizing the use value in parallel to minimizing the costs),
MANUAL_NOTFOUND:IV	the principle of the final hierarchization of the product’s functions, starting from the simple relation of ordering S* = S S / P, where S* represents the average rank of importance, of the individual level of importance S allotted through order numbers, resulting from the number of analysis matrixes of the P type (assigning the level of importance is called up in proportion to the number of functions that define the product) [10]
MANUAL_NOTFOUND:4.	Specific statistical methods connected to previsioning
MANUAL_NOTFOUND:E. The specific methods of management (e.g. weather disasters management)
MANUAL_NOTFOUND:This integration of natural phenomena and their consequences is mathematically specified as exposure:
MANUAL_NOTFOUND:Risk = Hazard x Vulnerability x Value.
MANUAL_NOTFOUND:Evaluating the social and economic impacts of natural catastrophes involves a number of different disciplines ranging from earth and weather sciences, to manage-neering, demography, etc.
MANUAL_NOTFOUND:7.	Conclusion
MANUAL_NOTFOUND:Operational Risk Management in Financial Services and the nev Basel Accord
MANUAL_NOTFOUND:Vesna Bogojevi] Arsi]
MANUAL_NOTFOUND:Since January 2005, the new capital requirements require financial services institutions to implement robust systems for the collection and tracking of data.
MANUAL_NOTFOUND:As a result of that, the biggest financial institutions have started devoting significant resources to identify, measure, analyze, report and mitigate this potentially catastrophic risk class.
MANUAL_NOTFOUND:It is a new, exciting area of risk management in the banking sector.
MANUAL_NOTFOUND:2.	Operational risk definition and categorization
MANUAL_NOTFOUND:Table 1: Basel Business Line Classification
MANUAL_NOTFOUND:Event-Type Category (Level 1)	Subcategories (Level 2)
MANUAL_NOTFOUND:Internal Fraud	Unauthorized Activity Theft and Fraud
MANUAL_NOTFOUND:External Fraud	Theft and Fraud Systems and Fraud
MANUAL_NOTFOUND:Employment PracticesandWorkplace Safety	Employee Relations Safe Environment DiversityandDiscrimination
MANUAL_NOTFOUND:Clients, ProductsandBusiness Practices	Suitability, DisclosureandFiduciary Improper Business or Market Practices Product Flaws Selection, SponsorhipandExposure Advisory Activity
MANUAL_NOTFOUND:Damage to Physical Assets	Disasters and other events
MANUAL_NOTFOUND:Table 2: Basel Loss Event Type Classification
MANUAL_NOTFOUND:3.	Basel treatment of operational risk
MANUAL_NOTFOUND:The New Capital Accord identifies three methods for calculating operational risk capital charge, with increasingly sophistication and advanced qualitative criteria:
MANUAL_NOTFOUND:(1)	Basic Indicator Approach (BIA),
MANUAL_NOTFOUND:(2)	Standardized Approach (STA) and,
MANUAL_NOTFOUND:(3)	Advanced Measurement Approach (AMA).
MANUAL_NOTFOUND:The charge may be expressed as follows 2, pp. 144:
MANUAL_NOTFOUND:On the other hand, standardized approach suggests that different business lines are assigned individual gross activity measures and the regulators determine the appropriate fixed multiple (beta) to calculate the regulatory capital requirement.
MANUAL_NOTFOUND:The total capital charge may be expressed as:
MANUAL_NOTFOUND:Table 3: Mapping of Business Lines
MANUAL_NOTFOUND:In order to qualify for the advanced measurement approach, the approach must have a sound quantitative basis.
MANUAL_NOTFOUND:Allocating capital based on simple aggregate activity measures, fails to distinguish between well-run and poorly-run units. However, these approaches are not out of line with the practice in many internal efforts to allocate economic, as opposed to regulatory capital.
MANUAL_NOTFOUND:4.	The operational risk framework
MANUAL_NOTFOUND:The basic components of the operational risk framework are:
MANUAL_NOTFOUND:(1)	Risk identificationandassessment,
MANUAL_NOTFOUND:(2)	Risk quantification and measurement,
MANUAL_NOTFOUND:(3)	Risk analysis, monitor and reporting,
MANUAL_NOTFOUND:(4)	Risk capital allocation and,
MANUAL_NOTFOUND:(5)	Risk management and mitigation.
MANUAL_NOTFOUND:Operational Capital at Risk (CaR) (both regulatory and economic capital) is calculated for every line of business, to protect for unexpected losses at a certain time horizon and percentile, e.g., 1 year - 99.9% operational VaR.
MANUAL_NOTFOUND:Risk management and mitigation consists of sophisticated alternative risk financing and transfer arrangements (through insurance programs), as well as updated business continuity plans.
MANUAL_NOTFOUND:5.	The information support for operational risk management
MANUAL_NOTFOUND:The data needed for operational risk management is insufficient and inconsistent.
MANUAL_NOTFOUND:5.1.	The internal operational risk database
MANUAL_NOTFOUND:5.2.	External data provision and operational risk management
MANUAL_NOTFOUND:Operational risk data is unique in the financial world because operational risk events often occur in private, out of the public eye.
MANUAL_NOTFOUND:The use of external loss data can also strengthen and extend the knowledge that has been gleaned from internal data gathering.
MANUAL_NOTFOUND:With more public understanding of the magnitude and frequency of operational risk events, stakeholders will become less sensitive to these events and not use operational risk losses as a proxy for bad management.
MANUAL_NOTFOUND:6.	Operational risk Quantification and capotal allocation
MANUAL_NOTFOUND:A typical time horizon is one year.
MANUAL_NOTFOUND:The better the data, the more reliable the resulting VaR figures are.
MANUAL_NOTFOUND:Finally, possible correlations between operation risks and market and credit risk should be investigated as well.
MANUAL_NOTFOUND:7.	Conclusions
MANUAL_NOTFOUND:Finally, financialservices institutions serious and careful operational risk consideration, can lead to relief of capital charges and reduced corporate insurance premiums.
MANUAL_NOTFOUND:Metadata and Website Design for Statistical Data Dissemination
MANUAL_NOTFOUND:Miroslav Hudec, Pavol Buckler
MANUAL_NOTFOUND:INFOSTAT, Institute of Informatics and Statistics, Bratislava, Slovakia
MANUAL_NOTFOUND:Dissemination of statistical data targeting web-based audience is one of essential task of statistical organisations.
MANUAL_NOTFOUND:2.	Metadata
MANUAL_NOTFOUND:Information is data in context.
MANUAL_NOTFOUND:Thereby, information is data plus description given by metadata.
MANUAL_NOTFOUND:3.	Website design
MANUAL_NOTFOUND:3.1 MOS/MIS
MANUAL_NOTFOUND:Figure 1: Key figures and navigation to municipalities - MOS/MIS
MANUAL_NOTFOUND:Figure 2: Selected domain of indicators and municipality - MOS/MIS
MANUAL_NOTFOUND:Figure 2 contains also metadata but the main stress in on data.
MANUAL_NOTFOUND:3.2 Urban Audit
MANUAL_NOTFOUND:The website was realised in frame of the European Urban Audit project. All indicators are same for both years which allow compact presentation of surveys.
MANUAL_NOTFOUND:3.3. Censuses
MANUAL_NOTFOUND:In the case of older censuses (19211971) the selected paper documents were used as data sources. They were digitised and transformed into HTML format.
MANUAL_NOTFOUND:Figure 4: The territory navigation tree, list of tables and the selected table of results -1991 census
MANUAL_NOTFOUND:This table presents quantitative values in intersection of one regular and one hierarchical subdivision of categories and shows their relation to both subdivisions of categories.
MANUAL_NOTFOUND:Grid lines are used to make easier to perceive differences in the lengths of bars. The Y-axis starts at zero value, what means that bar length expresses nominal values.
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:The common points are analysed with regards to fuse descriptive metadata with metadata for search and navigation into appropriate website design.
MANUAL_NOTFOUND:Advantages and Ddisadvantages of Project Financing
MANUAL_NOTFOUND:Slađana Benkovi], Miloš Milosavljevi]
MANUAL_NOTFOUND:1Fakultet of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:The initial decisions on the project involves many issues of great importance.
MANUAL_NOTFOUND:2.	Project Financing
MANUAL_NOTFOUND:The initial and the main characteristic of the the project financing model is the establishment of an entirely new company
MANUAL_NOTFOUND:3.	Direct and project financing relationship
MANUAL_NOTFOUND:Therefore, it is important to know that, even if the project financing is possible, it does not mean that the project should be realised in that particulat way. The advantages and disadvantages of such financing modalities have to be carefully analysed, in order that the decision be made as to which of the above mentioned two modalities will bring more benefits to the project stakeholders, and to the company itself, too.
MANUAL_NOTFOUND:The financial evaluation of infrastructure and capitalintensive projects is complex.
MANUAL_NOTFOUND:One special advantage of the project financing is reflected in applying this financing model in natural resources exploiting, especially in the period when these resources are possible to store, or are obtained at relatively low cost.
MANUAL_NOTFOUND:Project financing is especially applicable in cases of two or more manufacturers joining forces to build a new plant in the presence of the economy of scope in production.
MANUAL_NOTFOUND:A joint venture contributes and allows the sponsors to share the project risk.
MANUAL_NOTFOUND:The project financing of a company allows it for the project sponsor to finance the project through the credit sources of financing.
MANUAL_NOTFOUND:Whenever the project financing contributes to solving overheads problems important in solving a concrete problem, the project will be in a position to raise funds at a cost lower than that gained by the sponsors.
MANUAL_NOTFOUND:The project unit’s life cycle is limited, therefore its “dividend policy“ is defined by contract at the moment any external capital financing is negotiated.
MANUAL_NOTFOUND:The structure of project liabilities is less complex than the structure of the sponsor’s overall liabilities.
MANUAL_NOTFOUND:This is the consequence of the fact that the traditional organization, over a period of time, has a tendency to accumulate a large number of receivables, including those for the pensions, which can be rather heavy in case of the company insolvency. On the other hand, independent project units with one debt class, especially if the debt is recorded by a smaller number of sophisticated financial institutions, has a tendency to rise out of financial disorders more easily.
MANUAL_NOTFOUND:Certain types of projects, such as joint investment, include legal and regulatory costs that are more easily handled by experienced sponsors; consequently, they are less expensive.
MANUAL_NOTFOUND:Project financing is founded upon a set of contracts that require the negotiations with all the participants engaged in the project.
MANUAL_NOTFOUND:The debt costs in project financing are higher compared to those in direct financing, for all the borrowers, without exemption, which is the result of an indirect credit support.
MANUAL_NOTFOUND:Due to its high complexity, project financing requires higher transaction costs compared to those incurred in direct financing.
MANUAL_NOTFOUND:The higher transaction costs reflect the contracting costs that are part of the project financial structure designing. They result from the analysis and introduction of different taxes characteristic of the project, as well as from numerous legal issues, such as the documentation dealing with the stock issue and a consequent ownership of the project, the documentation related to borrowings, etc.The end goal of project financing is to raise enough assets necessary for the project to be operationalized and a high enough profit so that the invested funds can be easily paid back.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:The result of the credit support from other participants, project financing allows for a higher level of relations between the debt and the project company capital than the project sponsor could achieve through internal financing. Furthermore, we must also take into consideration the fact that the project leverage is often twice as high compared with corporate balances, conequently leading to a higher financial risk, but to higher returns as well, provided the project is successful.
MANUAL_NOTFOUND:Process Approach as a Basis for BSC Implementation and Improving of Organizational Performance
MANUAL_NOTFOUND:Zoran Radojevi]1, Ivan Stefanovic2, Dragana Velimirovic3
MANUAL_NOTFOUND:1Faculty of Organizational Sciences, University of Belgrade 2College of Business Economics and Entrepreneurship, Belgrade 3 Business Studies College, Cacak
MANUAL_NOTFOUND:The implementation of process approach as a method of managing organization is sometimes a needed and sometimes a necessary condition for the implementation of BSC which is a complex concept of measurement of organizational performance.
MANUAL_NOTFOUND:The organization’s focus on its key processes enables their permanent improvement.
MANUAL_NOTFOUND:This process improvement is in the function of satisfying the requirements and desires of its customers.
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:2.	The BSC concept and organizational performances measurement
MANUAL_NOTFOUND:3.	The process approach impact upon the BSC concept and organizational performance
MANUAL_NOTFOUND:A successful implementation of the BSC concept as an organizational performance measuring system means that a number od conditions have to be satisfied beforehand.
MANUAL_NOTFOUND:One is the process approach implementation.
MANUAL_NOTFOUND:From the standpoint of the process approach, where all the processes can be classed as eithr basic or subsidiary processes, however, a logical conclusion can be inferred that the performance indicators will not be used in measuring all, but only basic processes, which can further be divided into three basic process groups: inovations, operations (manufacturing process) and postsales services.
MANUAL_NOTFOUND:These three groups of processes can be understood as sub-areas of the internal processes area and each can be appointed performance indicators.
MANUAL_NOTFOUND:Indicators are then defined for each of the groups.
MANUAL_NOTFOUND:These are [6]:
MANUAL_NOTFOUND:5.	Case study: process approach implementation in the „Tojota“ company
MANUAL_NOTFOUND:1.	The serviceman should maintain an open line for contacts with the client.
MANUAL_NOTFOUND:The Toyota company income in the last three years
MANUAL_NOTFOUND:On the other hand, it highlights the importance of the BSC concept implementation, as well as the important relationships between the process approach and the BSC.
MANUAL_NOTFOUND:Advertiser Perception of the Internet as a Marketing Communication Vehicle: Case Study
MANUAL_NOTFOUND:Khalid Alrawi
MANUAL_NOTFOUND:Al-ain University of Science and Technology
MANUAL_NOTFOUND:For most established businesses, the Web's main role is either to reduce costs or to add value for existing customers, but it also has a potential role in customer acquisition, and in the case of a web startup.
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:2.	The role of advertising online
MANUAL_NOTFOUND:The demographic profile of the average user is changing as more people come online.
MANUAL_NOTFOUND:3.	The online adversting industry
MANUAL_NOTFOUND:The researcher believes that the potential negative effects of waiting can be neutralized by improving the waiting experience.Customers may feel negative affect as a result of waiting, but this did not necessarily impact on their evaluation of the web material itself as long as the waiting time was signaled and expected.
MANUAL_NOTFOUND:Improving trust and reducing concerns are two distinct approaches to managing customer information. The researcher believes that when managing customer information, improving trust is more effective than efforts to reduce concern.
MANUAL_NOTFOUND:4.	Customers attitudes towards advertising on the web
MANUAL_NOTFOUND:The first step to web site success is to attract initial visits to the web site.
MANUAL_NOTFOUND:Those that seem to generate the most traffic are banner advertisements, hyperlinks, search engine registration, and tie-in promotions (Figure 3).
MANUAL_NOTFOUND:Methods of Attracting Visitors to the Web Site
MANUAL_NOTFOUND:Retaining visitors is an even bigger challenge than attracting them. Surfers will move on to the next web site if their entertainment or information needs are not met.
MANUAL_NOTFOUND:Travelocity also facilitates online hassle-free purchases (Dans and Pauwels, 2001).
MANUAL_NOTFOUND:Once advertising goals have been established, decisions about how to advertise should be made.
MANUAL_NOTFOUND:Sales have dropped by 20%.
MANUAL_NOTFOUND:5.	Research methodology
MANUAL_NOTFOUND:This study aims particularly to answer the following question:
MANUAL_NOTFOUND:Is there any statistical significant benefit by advertising through the Internet in both Banking and Insurance Sector as far as management is concerned?
MANUAL_NOTFOUND:When respondents are asked to rank seven media in terms of their value as a source of advertising, the web was placed near the bottom.
MANUAL_NOTFOUND:The researcher compared Internet users and non-users to determine if there were differences between these two sectors in their attitudes towards technology and information versus entertainment needs.
MANUAL_NOTFOUND:Table (4): The Average answers distribution.
MANUAL_NOTFOUND:X, y: represents the total average answer of the selected sample in both sectors.
MANUAL_NOTFOUND:The calculation of the Means, Standard Deviation, and the Variance for this second sample is as follows:
MANUAL_NOTFOUND:With such result nearly to zero, again the conclusion is that there is no significant effect for advertising through the Internet, and the H0 hypothesis is correct.
MANUAL_NOTFOUND:6.	Limitation of the study
MANUAL_NOTFOUND:7.	Conclusions
MANUAL_NOTFOUND:The researcher's point of view is that the future challenge would not only be to understand how each medium and format works, but also how they integrate together.
MANUAL_NOTFOUND:The Strategy of the International Monetary Fund (IMF) in Financing its Member countries
MANUAL_NOTFOUND:Dr Slobodan Markovi], dipl ecc Biljana Lazi]
MANUAL_NOTFOUND:Faculty of Foreign Trade, Novi Sad,
MANUAL_NOTFOUND:Faculty of Foreign Trade Novi Sad
MANUAL_NOTFOUND:The twentieth century was marked by numerous changes whose consequences and effects we can still notice and feel.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The International Monetary Fund is a set of international agreements and institutions that regulate international liquidity, the convertibility of one currency into another or into reserve holdings, as well as external balance regulatory procedures. we can also say that the international monetary system comprises all the agreements on the international payment structures, the institutions and regulations that govern, convey and control these payments.
MANUAL_NOTFOUND:It is important to mention other international monetary conventions, unions, regional trusts, clearing organizations etc. too. They are also active within the international monetary system and facilitate its work.
MANUAL_NOTFOUND:1.1.	The IMF’s tasks and objectives
MANUAL_NOTFOUND:The Fund is expected to avoid the fixed pattern in granting aid to its members and to reduce a too strong an impact of highly developed countries when important decisions are to be made.
MANUAL_NOTFOUND:1.2.	The IMF organizational structure
MANUAL_NOTFOUND:2.	The IMF sources of financing
MANUAL_NOTFOUND:3.2.	Loans granted by the fund
MANUAL_NOTFOUND:Chart of member countries participating in NAB, with the amounts of assets put at the disposal of the IMF.
MANUAL_NOTFOUND:The conclusion can be drawn that the countries presented above provide the total of 34 billion special drawing rights which the Fund is entitled to use within the New arrangement to borrow if the need for additional financial assets arises.
MANUAL_NOTFOUND:3.3 Revenues from rates and taxes
MANUAL_NOTFOUND:3.4. Special drawing rights
MANUAL_NOTFOUND:It is important to point out that as early as 1972 the special drawing rights have been implemented by the Fund as the accounting unit in its transactions, and are now largely used in the transactions of numerous other international institutions. Over time, the value of the special drawing rights was defined differently, to be based today on the values of the world’s four key currencies: the US dollar, the British pound sterling, the Japanese yen and the euro. The so-called “currency basket“ includes the currencies of five member countries of the Fund that achieve the largest scale exports in a five-year period, and these are: the U.S.A., Great Britain, Germany, Japan and France.
MANUAL_NOTFOUND:[4, p. 263C
MANUAL_NOTFOUND:4.1.	Regular drawing rights and stand-by arrangements
MANUAL_NOTFOUND:The regular drawing rights within the IMF primarily include the reserve tranche and the four credit tranches.
MANUAL_NOTFOUND:4.2.	Drawings within financing facilities
MANUAL_NOTFOUND:In introducing this form of financing the main idea is that the policy be temporary in character and that it be implemented up to the moment of the increase in the member countries quotas, because it is then that the conditions for drawing larger sums of resources within the regular drawing rights arise.
MANUAL_NOTFOUND:The Supplementary Financing Facility is such a form of financing deficit suffering member countries that need more resources than they can qualify for within regular arrangements, and with longer periods of use and payback periods.
MANUAL_NOTFOUND:The Structural Adjustment Facility was introduced for the purpose of providing financial support to developing, low income countries, on a concession basis in the period from 1981 till 1991.
MANUAL_NOTFOUND:Furthermore, one objective was also the improvement of relationships and political dialogue between these countries and the IMF. These countries were entitled to use the resources to the amount of up to 50% of their national quota value, in two tranches, under extremely favourable conditions.
MANUAL_NOTFOUND:5.	The IMF policy of conditionality
MANUAL_NOTFOUND:The policy of conditionality the IMF pursues in granting resources and providing aid to the member countries is a most commonly criticised and challenged field of the Fund’s business activities.
MANUAL_NOTFOUND:The policy of conditionality was introduced into the regular financial resources approval procedure in the 1960’s and means a certain security for the Fund that the member countries will use the funds in accordance with the previously defined conditions and that they will pay the money back in an agreed period of time.
MANUAL_NOTFOUND:5.1.	Conditionality policy implementation and member countries’ critical attitudes
MANUAL_NOTFOUND:The question is: is this really a starting point in the country’s recovery or is it something virtually different? This is the issue the IMF and the highly developed countries, on one side, and the developing countries, on the other, have never reached an egreement about.
MANUAL_NOTFOUND:The member countries that were in a position to use the resources provided by the Fund in any way are generally severe critics of the conditionality policy.
MANUAL_NOTFOUND:6.	Critical account of certain aspects of the IMF activities
MANUAL_NOTFOUND:7.	The past and the present relationships between the IMF and Serbia
MANUAL_NOTFOUND:At the Bretton Woods conference, when the IMF and the World Bank were established, one of the participants was the then SFRY.
MANUAL_NOTFOUND:[9C
MANUAL_NOTFOUND:8.	Conclusion
MANUAL_NOTFOUND:The very fact that the U.S.A. may veto a large number of important decisions, related, among other, to the admission of new member countries, increasing certain quotas or granting resources to the member countries, reveals that the US and other powerful countries largely control the Fund’s operations and direct its activities for the purpose of achieving their own objectives.The fact that the IMF really offers a range of opportunities to member countries to use the financing resources in the form of reserve tranche which is unconditioned and automatic, the four credit tranches and numerous facilities is undisputable.
MANUAL_NOTFOUND:A specialized international institution, the IMF has obviously so far granted financial and expert support to numerous member countries, made efforts to improve their balance of payment positions and stabilize their economies. The facts show that in certain cases the Fund succeeded in its efforts, however, in a large number of countries it only caused more serious problems and deeper economic crises the results of which hit the pauperized population the hardest.
MANUAL_NOTFOUND:For example, in OB05, the yields amounted up to about 40%, then fell to 20%, to rise again up to over 100%. In OB06-OB08 they remained around 1520% for quite a long period (depending on the series), to rise dramatically a couple of months prior to maturity. The yield on OB10 was for a long time steady,
MANUAL_NOTFOUND:1Faculty of Economics, Podgorica 2The Central Bank of Montenegro
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The primary one is that there was almost no trading with bonds before 2005, therefore, the 2005 - 2008 period may be absolutely representative for the analyses.
MANUAL_NOTFOUND:On calculating the yields, we present three curious sets of facts:
MANUAL_NOTFOUND:Graph no. 1 - Yields on FFCS bonds
MANUAL_NOTFOUND:Graph no. 2 - Yields on PiO bonds
MANUAL_NOTFOUND:Possible reasons for yield growth
MANUAL_NOTFOUND:Let us first consider the yield amount.
MANUAL_NOTFOUND:The yields on bonds must be compared to any other classes of assets (with risks comparison, which, at least to a rational investor, gives a complete layout of the investment.)
MANUAL_NOTFOUND:Let us then compare the bonds under study with other classes of assets available in Montenegro.
MANUAL_NOTFOUND:As far as shares are concerned, setting a relationship there is problematic.
MANUAL_NOTFOUND:If we compare the case of Montenegro to that case, the situation would be the same, which would be an absolute nonsense.
MANUAL_NOTFOUND:However, Montenegro cannot do it, because it uses the euro, actually the foreign currency, as an official means of payment.
MANUAL_NOTFOUND:Table 1 - Credit ratings, long-term debt in foreign currency, 2005 -2008 period
MANUAL_NOTFOUND:Shouldn’t their deposits earn higher interests?
MANUAL_NOTFOUND:In case of bonds, as discount securities, we have both the demand and the offer, with various economic sectors as owners or as prospective owners.
MANUAL_NOTFOUND:(Primary owners are those that are first indemnified by the State by way of bonds.)
MANUAL_NOTFOUND:Let us note that both the offer and the demand are incomparably greater in case of fixed term deposit accounts (in amounts, as well as in the number of participants, especially on the side of the capital offer), as regards offer and demand on the bond side. As regards such relationships, we could conclude that the yield on fixed term deposit accounts are lower due to greater offer, and a relatively low demand.
MANUAL_NOTFOUND:Over a four year period, from 2005 to 2008, about 80 million euros were trad-
MANUAL_NOTFOUND:As to the primary trading, it here means the primary sales of municipality bonds as well as the bonds for the road system rehabilitation.
MANUAL_NOTFOUND:Also, we here include the primary trading with bonds of NLB Montenegrobank, although the stock exchanges (for no known reasons) do not include this fact. As to other types of bonds, although their initialization is named issuing, these are actually teh so-called dry emissions (without new money, i.e., as debt securitization), therefore there is no primary sales of other types of bonds. In practice, commissions are €10-15.
MANUAL_NOTFOUND:Insolvency repudiates investors who do not believe that they will be able to cash (at not much lower a price) the bonds if they happen to need the cash before the maturity date. On the other hand, they know that they can cash the deposit before the end of the fixed-term period, however, with a loss of interest.
MANUAL_NOTFOUND:3.	Yields variations
MANUAL_NOTFOUND:Although it is obvious that they are related.
MANUAL_NOTFOUND:As the non-coupon bond duration, by definition, equals the bond maturity itself, that would leave us little space for any productive analysis.
MANUAL_NOTFOUND:One regularity that can be observed is that the standard deviation falls in the series that mature later.
MANUAL_NOTFOUND:Table no. 3 - Yield variations,the US Treasury securities
MANUAL_NOTFOUND:Source: The US Treasury; authors’calculations
MANUAL_NOTFOUND:We will point out that the standard deviation and the variation coefficient depend on the observation period.
MANUAL_NOTFOUND:Hard to believe.
MANUAL_NOTFOUND:None of the factors, however, can fully explain the yield levels and changes.
MANUAL_NOTFOUND:In place of conclusion: Interest rate risk as investors’ problem in Montenegro
MANUAL_NOTFOUND:In the end, it must be pointed out that the interest rate risk, at least so far, has not been the primary risk and a big problem of those who invest in bonds.
MANUAL_NOTFOUND:And even among this small number of bonds they possess, the majority are “classified“ as securities that are kept until the maturity date. In such a case, according to the International accounting standards (that is,“formally“), the investor is not obliged to adjust the change in the value of the bonds in balance statements, which is fully justified and is only a proof of the economic essence of the phenomenon.
MANUAL_NOTFOUND:Manufacturing Operations Strategy - osvrt
MANUAL_NOTFOUND:In the practice of a large number of companies strategic development is related to the marketing decisions that primarily define the character and the trends of the strategic future, whereas the operations follow this set path and occupy the position in the tail of the process.
MANUAL_NOTFOUND:The book consists of twelve chapters with numerous analyses and presentations of case studies.
MANUAL_NOTFOUND:In the absence of operations strategy, they are destined to perish, their survival is endangered, hence the probablility that their market share could ever rise at all is very small. In conclusion, it is necessary that the strategic operations management be consolidated, both theoretically and in practice.
MANUAL_NOTFOUND:Special attention is paid to the development of operations strategy and the principles and methods underlying every step leading to its creation are elaborated thoroughly.
MANUAL_NOTFOUND:Number 53, Year XIV December 2009.
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:5 Effective cost management and customer profitability measurement
MANUAL_NOTFOUND:Vesna Milicevic, Bojan Ili]
MANUAL_NOTFOUND:13 How the australian government assists the building and construction industry to be soccialy responsible
MANUAL_NOTFOUND:Sonja Petrovic-Lazarevic, Violet Lazarevic
MANUAL_NOTFOUND:21 Application of multivariate analysis methods in ranking on thr example of western Balkan countries
MANUAL_NOTFOUND:Milica Bulajic, Dragana Kragulj
MANUAL_NOTFOUND:27 Communication methods in the city government G2C service
MANUAL_NOTFOUND:Djordje Mazunjanin, Zorica Bogdanovic, Mirjana Despotovic
MANUAL_NOTFOUND:35 Organizational development of higher education and the competent model in the Bologna reform of studies
MANUAL_NOTFOUND:Tatjana Devjak, Srecko Devjak
MANUAL_NOTFOUND:43 Effects of fiscal policy the maintenance of macroeconomic stability in Serbia in the period 2001 - 2007
MANUAL_NOTFOUND:Mihajlo Babin
MANUAL_NOTFOUND:47 E-commerce, Slovenian attorneys and social responsibility -in search of a link
MANUAL_NOTFOUND:Dolores Modic, Malci Grivec
MANUAL_NOTFOUND:57 Implementation of the adaptive system in electronic learning
MANUAL_NOTFOUND:Svetlana Jevremovic
MANUAL_NOTFOUND:63 Survive - to - Thrive
MANUAL_NOTFOUND:Jan Snoelj
MANUAL_NOTFOUND:Effective Cost Management and Customer Profitability Measurement
MANUAL_NOTFOUND:Prof. dr Vesna Mili]evi], Prof. dr Bojan Ilic
MANUAL_NOTFOUND:Faculty of Organizational Sciences in Belgrade
MANUAL_NOTFOUND:The paper shows the relationship between the effective cost management and the profitability measurements per customer (customer profitability), which is a more recent perception from the point of view of the company cost management,as well as, in the long run, from the point of view of the marketing management too, in the context of long-term customer relations management.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The value for customers is measured by the price they are willing to pay, as well as by the extent to which they are satisfied with the company’s products and services [1].
MANUAL_NOTFOUND:Efficient companies tend to use a minimum of scarce resources in order that their outputs satisfy the needs of their customers, with continual tendencies towards improvement.
MANUAL_NOTFOUND:The constituents of non-profit organizations, among them those with a developed management practice, who manage costs successfully, do the evaluations by supporting the organizations that prefer monetary donations, dedicating their time and other resources to this job.
MANUAL_NOTFOUND:In order that the cost management be effective, it is necessary that it should promote a proactive attitude that, basically, the product and services costs largely depend on the managerial teams’ decisions.
MANUAL_NOTFOUND:2.	Cost management and modern business operations
MANUAL_NOTFOUND:Management focuses upon three phases.
MANUAL_NOTFOUND:Thus, for example, the cause of significantly higher production costs per output unit may be related to inefficient work, excess material failure, deffective equipment or inadequate production methods.
MANUAL_NOTFOUND:The top managers in the companies worldwide increasingly accept this attitude and decide that the cost discipline, in terms of the programmes of permanent cost reduction, should be the programme that may even become the core of the company competence. Practice has shown that businesses with successful programmes of permanent cost reduction may achieve as much as half of their increase in annual profit directly due to the cost reduction.
MANUAL_NOTFOUND:The companies observing a strict cost discipline tend to adjust more easily both in case of introducing new technologies in the area of production or services and in case of competition being suddenly sharper than before.
MANUAL_NOTFOUND:We distinguish among the four basic and well defined categories of cost reduction:
MANUAL_NOTFOUND:1.	Elimination of waste, i.e., of unreasonable spending and redundance;
MANUAL_NOTFOUND:3.	Introducing new technology when it is effective;
MANUAL_NOTFOUND:4.	Creating virtual business operations via the Internet.
MANUAL_NOTFOUND:The prospects resulting from the engineering analysis of costs can be very important in managerial planning.
MANUAL_NOTFOUND:This is especially important when it comes to the need for the increase in the efficiency of organizations and their stronger orientation towards placement their products and services on export markets.
MANUAL_NOTFOUND:The cost-effectiveness analysis compares alternative courses of action in achieving certain specific organizational goals, from the aspect of their costs and effectiveness.
MANUAL_NOTFOUND:It aids managers to make an adequate choice among the alternatives, ensures that the selected activity course will earn good value for the money -higher that any other activity course and generally contributes to a more reasonable allocation and use of resources. Of specific importance is an adequate estimate of costs that must include both the real and the opportunity costs for each option.
MANUAL_NOTFOUND:3.	Integrated approach to information
MANUAL_NOTFOUND:The cost management is based on an integrated approach to business information.
MANUAL_NOTFOUND:The complexity of any of these dimensions will affect the costs.
MANUAL_NOTFOUND:An important aspect of modern management is certainly its proactivity, orientation towards the future and respect for the necessity of change.
MANUAL_NOTFOUND:Cost management also respects the specific features of service companies. Service firms usually have either little supplies or no supplies at all.
MANUAL_NOTFOUND:4.	Strategic cost management
MANUAL_NOTFOUND:Following the financial measures, the non-financial factors mirror the current and the prospective standing of the company measured from three additional views of the performance balanced scorecard [6]:
MANUAL_NOTFOUND:(1)	customer’s view - market share and market share growth, customer service, timely delivery, customer satisfaction, brand recognition, market position;
MANUAL_NOTFOUND:(2)	of internal business processes view - high quality product, product innovations, growth in productivity, life cycle, waste reduction; and
MANUAL_NOTFOUND:(3)	innovation and learning view - human resources development, manager’s competence and integrity, ethics and corporate culture, education and training, innovation, new products, new methods of production.
MANUAL_NOTFOUND:In the conditions of change in the business environment, the company’s cost management system must be more dynamic in order to cope with both the fast-changing environment and the growing diversity of products and production processes for the purpose of facilitating the strategy implementation [5].
MANUAL_NOTFOUND:New challenges, from both the theoretical and practical aspects, confront cost management in the strategic sense, in terms of implementation of new technologies, especially high technologies, numerically controlled machines and robots, the consequences of which are a considerable reduction of labour share in the product costs structure. Similar is the case of electronic business costs.
MANUAL_NOTFOUND:5.	Value based management
MANUAL_NOTFOUND:Together, these activities make up the generic value chain.
MANUAL_NOTFOUND:Elimination of the activities that add little or no value for the customers reduces the resources consumption and allows for the focusing upon the activities that increase the customer satisfaction.
MANUAL_NOTFOUND:6.	Importance of customer based cost accounting
MANUAL_NOTFOUND:Modern cost management largely relies on the activity based costing.
MANUAL_NOTFOUND:With the increasing importance of customer satisfaction and with the strategies oriented towards capturing the market, the costs of marketing, sales, and distribution become significantly higher.
MANUAL_NOTFOUND:7.	Customer based profitability management
MANUAL_NOTFOUND:Various activities often have different activators.
MANUAL_NOTFOUND:The measurement of profitability and profitability per customer management on the basis of an activity-based profitability analysis is presented in Fifure 1.
MANUAL_NOTFOUND:Customer-based profitability measurement and management
MANUAL_NOTFOUND:From the point of view of customer-based profitability management, it is important that the Figure presents four types of customers.
MANUAL_NOTFOUND:In the bottom left square are the customers sensitive to prices, asking primarily low prices of products and discounts, therefore the net margins are low, the service costs are also low, therefore they can be profitable customers.
MANUAL_NOTFOUND:Next, the upper right square shows the customers that count on the high costs of service (often due to considerable technical and sales support), however, they can also be profitable, if the net margin achieved by the sales to these customers compensates in excess the costs of all the necessary resources.
MANUAL_NOTFOUND:8.	Conclusion
MANUAL_NOTFOUND:How the Australian Government Assists the Building and Construction Industry to be Sociality Responsible
MANUAL_NOTFOUND:Sonja Petrovic-Lazarevic, Violet Lazarevic
MANUAL_NOTFOUND:Faculty of Business and Economics Monash University, Melbourne, Australia
MANUAL_NOTFOUND:At present every country in the world is trying to minimise the negative effects of the economic crisis.
MANUAL_NOTFOUND:1. Introduction
MANUAL_NOTFOUND:The paper ends with concluding remarks and future research directions.
MANUAL_NOTFOUND:2.	Literature review
MANUAL_NOTFOUND:2.1. Corporate social responsibility
MANUAL_NOTFOUND:Corporate Social Responsibility is becoming important to research because of its growing importance in influencing socially responsible behaviour (Blumenthal and Bergstrom, 2002).
MANUAL_NOTFOUND:In addition, customers experience more satisfaction from their experiences with firms that employ corporate social responsibility initiatives (Luo and Bhattacharya, 2006).
MANUAL_NOTFOUND:Corporate social responsibility activities implemented by an organization are seen as contributing to the future by ensuring that there is an environment within which to operate in the future (Middlemiss, 2002).
MANUAL_NOTFOUND:2.2. Building and construction industry
MANUAL_NOTFOUND:What is done in Australia?
MANUAL_NOTFOUND:The reason to choose Queensland was that we have had an immediate access to the real source of actions undertaken, and have interviewed the person who seemed to be the most eligible to providing the right information not only for Queensland, but Australia as well.
MANUAL_NOTFOUND:Queensland has established the Integrated Planning Act (1999) to protect environment.
MANUAL_NOTFOUND:This is done through the PQC Certificate of Registration (Prequalification PQC, 2003).
MANUAL_NOTFOUND:Australian standards AS/NZS 4804:2001, occupational, health and safety management systems and AS/NZS/ISO 14001:2004 EMS, are closely related;
MANUAL_NOTFOUND:both are government endorsed standards designed to guide organizations in establishing healthy working environments, and subsequently providing a framework for the application of metrics to measures, evaluate and improve performance.
MANUAL_NOTFOUND:It was along with the request of Rio Conference 1992 to establish a national strategy for sustainable development.
MANUAL_NOTFOUND:Conclusions
MANUAL_NOTFOUND:Application of Multivariate Analysis Methods in Ranking of the Example of Western Balkan Countries
MANUAL_NOTFOUND:Milica Bulaji], Dragana Kragulj
MANUAL_NOTFOUND:Faculty of Organizational Sciences, Beograd
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008.
MANUAL_NOTFOUND:10th-13th- September 2008.
MANUAL_NOTFOUND:Belgrade, Serbia
MANUAL_NOTFOUND:2.	The integrated free trade zone agreement
MANUAL_NOTFOUND:3.	Economic features of the south-eastern Europe region
MANUAL_NOTFOUND:4.	A balanced balance of payment.
MANUAL_NOTFOUND:Macroeconomic indicators for the CEFTA member countries
MANUAL_NOTFOUND:The data are shown for the CEFTA member countries (Kosovo not included) for a five-year period, from 2001 to 2005, and on the following macroeconomic indicators:
MANUAL_NOTFOUND:The factor loading matrix
MANUAL_NOTFOUND:Although rather similar to one another, the economies of the observed countries do reveal some differences.
MANUAL_NOTFOUND:4.	I-distance application in SEC countries ranking
MANUAL_NOTFOUND:The values of linear combinations (scores) for the countries subject to this analysis are calculated for each principal component.
MANUAL_NOTFOUND:The values of the scores are presented in Table 3.
MANUAL_NOTFOUND:Rang lista zemalja (2000-2003)
MANUAL_NOTFOUND:The obtained I-distance values represent the “measure” of similarities and differences between the countries observed, on the basis of the economic indicators presented in Table 1.
MANUAL_NOTFOUND:The I-distance can also be viewed as an indicator of the transition level achieved.
MANUAL_NOTFOUND:6.	The development prospects of the SECs region
MANUAL_NOTFOUND:7.	Conclusion
MANUAL_NOTFOUND:1	PTT Communications Public Company “Srbija”, Beograd, Srbija
MANUAL_NOTFOUND:2	Faculty of Organizational Sciences, Beograd, Srbija
MANUAL_NOTFOUND:The subject of work is the analysis of the communication between the government and the citizens in the e-service of the local government.
MANUAL_NOTFOUND:II.	E-government in Serbia
MANUAL_NOTFOUND:Number of citizens using the e-government services.
MANUAL_NOTFOUND:Citizen’s interest in using e-government services
MANUAL_NOTFOUND:III.	Comunication in G2C service
MANUAL_NOTFOUND:A. A review of the citizen - government communication in e-business
MANUAL_NOTFOUND:In order that a favourable image of the e-government and citizen cooperation should be created it is necessary that special attention be paid that the services via all distribution channels are good and efficient regardless of the channel the client used to access the service.
MANUAL_NOTFOUND:The Internet is only one possibility for the users to communicate with their government.
MANUAL_NOTFOUND:In addition to this one, there are the telephone (GPRS), fax, e-mail and personal services.
MANUAL_NOTFOUND:Internet.
MANUAL_NOTFOUND:IV.	The city government web port
MANUAL_NOTFOUND:The conceptual layout of the city government home page
MANUAL_NOTFOUND:The functionality principle of the city government call centre provides that the main entity of all the business processes should be the end user (“caller“) [6].
MANUAL_NOTFOUND:In order that the operations of the Belgrade call centre be explained, two major types of functions are shown:
MANUAL_NOTFOUND:1.	Answering the citizens’ enquiries by providing information on certain functions and services of city Services (agencies), in such a manner that they are fully resolved within the call centre head office;
MANUAL_NOTFOUND:2.	Responding to the citizens’ claims by directing orders to the Services (agencies) to service the citizens’ claims following their procedures and the accepted service standards, and inform the call centre head office of the results upon the completion of the job.
MANUAL_NOTFOUND:General model of e-government call centre functionality
MANUAL_NOTFOUND:Any claims the caller sends may be classed into four categories:	“Application“ (C1), “Claim“ (C2),“Proposition“ (C3) and “Information“, on the basis of which the caller is forwarded the appropriate information as to the further course of dealing with his/her enquiry, however, not necessarily via the same channel the caller has used to make the enquiry.
MANUAL_NOTFOUND:One way of forwarding information is the internal one.
MANUAL_NOTFOUND:It is in this manner that the city receives a uniform information and an insight into all the aspects of public utilities’ operations, which can be used for the purpose of accomplishing their control, management and planning function(s) [6].
MANUAL_NOTFOUND:A. Communication methods integration within the call centre
MANUAL_NOTFOUND:In order that the communication between the citizens and the public administration in Belgrade be improved the Belgrade Call Centre - the BCC has been designed.
MANUAL_NOTFOUND:(The services here means the city public utilities, secretariats, institutes, municipalities or any other companies in charge of any public concerns).
MANUAL_NOTFOUND:The citizen contacts the centre on the basis of one call system, and, in case of a telephone contact, uses an easily memorable and free of charge number.
MANUAL_NOTFOUND:All claims are automatically registred and filed and make up the basis for the analyses, statistics and devising the investment and development plan(s).
MANUAL_NOTFOUND:Figure 8. The Belgrade Call Centre architecture
MANUAL_NOTFOUND:Figure 9 shows the internal structure and infrastructure of the Belgrade Call Centre [1].
MANUAL_NOTFOUND:The call center can be understood as the framework for an integrated communication between the citizens and the city government, allowing for a high level of interactivity.
MANUAL_NOTFOUND:VI.	Conclusion
MANUAL_NOTFOUND:The public administration, as the pillar of the state and the indicator of the governmental bodies’ work, has to implement new technologies in its work if its goals are the prosperity of the government, the progress of the country, and the satisfaction of its citizens.
MANUAL_NOTFOUND:Organizatonal Development of Higher Education and the Competent Model in the Bologna Reform of Studies
MANUAL_NOTFOUND:The project has recently spread from Europe to Latin America and central Asia (gonzales and Wagenaar, 2007)
MANUAL_NOTFOUND:Ljubljana University, Faculty of Pedagogy 2Ljubljana University, Faculty of Administration
MANUAL_NOTFOUND:Ever since 1988 the European countries have implemented the Bologna reform, based on the declarations submitted by the EU member countries ministers of higher education.
MANUAL_NOTFOUND:1.	Background facts
MANUAL_NOTFOUND:The adjustment project in Europe was conducted within the Tuning project [6] which was highly successful, since, in addition to the work load to the students, it introduced a component of learning results (outcomes) which jointly define the ECTS in a most complex and a most efficient way.
MANUAL_NOTFOUND:In order that the curricula be better understood and compared within the Tuning project a specific methodology was created that defines five key sets of approaches in the subject/disciplinary areas: (1) general competences or transferable skills; (2) subject-specific competences, (3) the role of ECTS as a credit accumulating system; (4) approaches to studying, teaching and assessment; (5) the role of improving
MANUAL_NOTFOUND:2.	Competent model as objektive of curricula moderniyation
MANUAL_NOTFOUND:The individual is expected to be prepared to learn and make sense of a host of information.
MANUAL_NOTFOUND:The learning outcomes set the criteria for credit accumulation.
MANUAL_NOTFOUND:Thus, in the higher education curricula reform we encounter certain new elements that we have to observe as logically interrelated, which is shown in the following chart:
MANUAL_NOTFOUND:Chart 1: Degree programmes reform planning and development
MANUAL_NOTFOUND:Thus descriptors act as a significant guide in designing the degree programme competences and objectives, as well as the study achievements. (Tancig, 2007:26).
MANUAL_NOTFOUND:The competence design has to be in accord with a particular study level, i.e., its descriptor; in other words, the descriptors must be “translated“ to degree programmes competences, whereas these in turn are to be translated to objectives, and finally to achievements. The degree programmes competencies precondition the setting of objectives and study achievements of the programme course units that in turn define the teaching methods and the methods of testing knowledge. Competences are classed as general, or generic and subject-specific.
MANUAL_NOTFOUND:1.	Instrumental, or applicable competences: cognitive, methodological, technological and linguistic competences;
MANUAL_NOTFOUND:2.	Interpersonal, or mutual competences: an individual’s abilities, such as behaviour in the society and capability of collaboration;
MANUAL_NOTFOUND:(Prav tam:57.).
MANUAL_NOTFOUND:3.	Lessons learned from recognizing the need to develop organizational enviroment for a successful implementation of the Bologna reform
MANUAL_NOTFOUND:The Faculty of Administration was among the first at the University of Ljubljana and in Slovenia to introduce and develop the Bologna programme.
MANUAL_NOTFOUND:The programmes have been implemented and pursued for three years now, which allows for some evaluations to be made.
MANUAL_NOTFOUND:4.	In place of conclusion
MANUAL_NOTFOUND:Effects of Fiscal Policy on the Maintenance of Macroeconomic Stability in Serbia in the 2001-2007 period.
MANUAL_NOTFOUND:Mihajlo Babin
MANUAL_NOTFOUND:Faculty of Economics, finance and administration, Beograd
MANUAL_NOTFOUND:This paper presents the research conducted to find out the effects of fiscal policy in Serbia over the 2001-2007pe-riod.
MANUAL_NOTFOUND:2.	Effects of fiscal policy in the 2001-2007 period
MANUAL_NOTFOUND:1 The balance of payments current account deteriorated in 2004, however the reduction trend continued in 2005.
MANUAL_NOTFOUND:A particular problem in identifying the effects of fiscal policy was the result of the different levels of budgetary balance calculated on the basis of different methodologies (the National Bank of Serbia - NBS - methodology, the International Monetary Fund - IMF - methodology, the Ministry of Finance -MoF - methodology) - chart 1
MANUAL_NOTFOUND:Therefore it is quite possible that, according to one methodology, the budgetary balance may be balanced and even in surplus, whereas according to another, it may show a deficit of 2-3% GNP.
MANUAL_NOTFOUND:The expansive quality of the fiscal policy measures is based on the increase in the wages in the public sector and the commencement of the National Investment Plan implementation.
MANUAL_NOTFOUND:The 2006 budgetary balance (-1.5% GNP) in Serbia is comparable to the average balance in the European Union member countries (EU 27) (www.ec.europa.eu/eurostat) which was -1.6% GNP in 2006.
MANUAL_NOTFOUND:With a faster productivity growth as a result of structural reforms, improvement of exports realization and high external capital inflows
MANUAL_NOTFOUND:2	The Ministry of Finance did not apply the internationally comparable GFS methodology used by the IMF.
MANUAL_NOTFOUND:3	The fiscal policy measures in Serbia will, due to their effects upon the trends of macroeconomic variables in 2007 and 2008, be based on the data for 2006, which will be supplemented by a comparative analysis of fiscal policies in other countries.
MANUAL_NOTFOUND:Inflation reduction trend in the 2001-2007 period was not steady.
MANUAL_NOTFOUND:The ratio between the budgerary balance level change and the current account level is 1:1, which means the budgetary balance fall by 1% GNP results in the fall of the current balance by 1% GNP. Hence a conclusion can be drawn that an expansive fiscal policy affects the national economic operations to a smaller extent, i.e., that the predominant effect of an expansive fiscal policy is the increase in the imports of commercial goods.
MANUAL_NOTFOUND:3.	Public expenditures reduction.
MANUAL_NOTFOUND:In 2007, the total net inflow of current transfers amounted to $ 4,250,000, the major portion being the remittances (www.nbs.org.rs).
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:E-commerce, Slovenian Attorneys and Social Responsibility -in Search of a Link
MANUAL_NOTFOUND:Dolores Modic, Malci Grivec
MANUAL_NOTFOUND:1School of Business and Management Novo mesto, d.olores.m.odic@guest.arnes.si.
MANUAL_NOTFOUND:2 School of Business and Management Novo mesto, malci.grive.c@guest.arnes.si
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008.
MANUAL_NOTFOUND:10th-13th- September 2008.
MANUAL_NOTFOUND:Belgrade, Serbia
MANUAL_NOTFOUND:The term social responsibility is generaly used in connection to private entities, whereas the role of the state and public organisations is often forgotten.
MANUAL_NOTFOUND:Attorneys around the world have realized the impact of increased competiveness also in the legal areas and are therefore trying to adopt to the new demands of the »market« also via e-commerce.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The term social responsibility is generaly used in connection to private entities, whereas the role of the state and public organisations is often forgotten.
MANUAL_NOTFOUND:Attorneys around the world have realized the impact of increased competiveness also in the legal areas and are therefore trying to adopt to the new demands of the »market« also via e-commerce.
MANUAL_NOTFOUND:2.	Electronic business and its dimension
MANUAL_NOTFOUND:(Kotler 2004).
MANUAL_NOTFOUND:Considering interaction of subjects of electronic business we separate electronic business (Kovacic, Groznik, Ribic 2005):
MANUAL_NOTFOUND:1.	between companies and consumers (B2C),
MANUAL_NOTFOUND:2.	between companies (B2B),
MANUAL_NOTFOUND:3.	between consumers (C2C),
MANUAL_NOTFOUND:4.	between companies and state administration (B2G),
MANUAL_NOTFOUND:5.	between citizens and state administration (C2G) and
MANUAL_NOTFOUND:6.	inside state administration (G2G).
MANUAL_NOTFOUND:2.1	Electronic databases
MANUAL_NOTFOUND:Database is a group of equally formatted data, that we are keeping and using with the help of computer (Gradišar and Resinovic 1999)
MANUAL_NOTFOUND:respectively is a group of connected files, that are organized and stored as a component of organization’s computer supported information system (Gradišar and Resinovic 1998).
MANUAL_NOTFOUND:2.2	E-communication with customers
MANUAL_NOTFOUND:3.	Research on the use of electronic business of attorneys in Slovenia
MANUAL_NOTFOUND:3.1 Method of data gathering
MANUAL_NOTFOUND:We found a further 39 web pages (or 37,15% of web pages), that we
MANUAL_NOTFOUND:Picture 1: Forms of archive among law firms in Slovenia
MANUAL_NOTFOUND:4.	Electronic archives and attorneys in Slovenia
MANUAL_NOTFOUND:First we asked interviewees about archives, its shape and reasons for it.
MANUAL_NOTFOUND:Considering, that electronic archive is bringing numerous advantages to its users, we were trying to ascertain also the reasons behind its introduction.
MANUAL_NOTFOUND:88 % of the law firms listed speed of access to data as the main reason.
MANUAL_NOTFOUND:Picture 3 also leads us to infer about inconsistency of answers, because saving of time as an advantage of the electronic archives is listed by »only« 56 % of attorneys.
MANUAL_NOTFOUND:Law Office is also in use by 10 % of law firms.
MANUAL_NOTFOUND:5.	Use of E - mails and veb pages among attorneys in Slovenia
MANUAL_NOTFOUND:We determined in the theory already, that second level of electronic business comprises e-mail and web pages.
MANUAL_NOTFOUND:Picture 6: The use of e-mail for communication with clients
MANUAL_NOTFOUND:Picture 7: Percent of mentioning of market advantages and of publicistic activity
MANUAL_NOTFOUND:Picture 10: Incidence of some informations concerning individual attorneys
MANUAL_NOTFOUND:Picture 8: Attorneys with web pages(as result of database analysis)
MANUAL_NOTFOUND:According to attorneys the web page does not contribute essentially to the recognition of the law firm, which is visible also on picture 9.
MANUAL_NOTFOUND:Picture 9: Recognition of law firms as a result of of web pages
MANUAL_NOTFOUND:Most frequent data, that appear on web pages are :
MANUAL_NOTFOUND:1)	general short presentation of office - 82,5%,
MANUAL_NOTFOUND:2)	telephone number - 100 %, number of the fax - 98 %, e-mail adress - 98 %, address - 100 % and map -80,6%, indication of official hours - 76,12%, indication of languages in which they do business - 46 %
MANUAL_NOTFOUND:3)	The field in which law firms engage in - 95,2% (and their specification - 68,2%),
MANUAL_NOTFOUND:4)	Membership in proffesional organizations and associations (except for the Bar Association)- 19 %, (majority of attorneys of course lists membership in the Bar Association of Slovenia),
MANUAL_NOTFOUND:5)	Attorneys and their presentation - 95,2% (in picture 5 a more detailed presentation of the information on attorneys is given).
MANUAL_NOTFOUND:6)	connection to other web pages - 58,7%
MANUAL_NOTFOUND:7)	Web pages in foreign languages (English - 49 %, German - 24 %, Italian - 8 %, other languages appear in restricted number are : French, Russian Serbian, Croatian and Spanish )
MANUAL_NOTFOUND:We also indicate following good practices.:
MANUAL_NOTFOUND:1)	electronic forms for first legal advice or electronic forms for ordering an appointment at attorneys office,
MANUAL_NOTFOUND:2)	pre-prepared samples of certain statements (for example statement concerning car crashes), that they are available on the web pages and clients fill them in in advance, .
MANUAL_NOTFOUND:3)	description of the procedure at attorneys or indication of documents and proofs, that the clients must or should submit,
MANUAL_NOTFOUND:4)	a more detailed specification of fields in which attorneys engage in (can be a big help to uneducated clients),
MANUAL_NOTFOUND:5)	some applications “E-attorney” are available to clients on their web pages ,
MANUAL_NOTFOUND:6)	interactive maps (some law firms are extraordinarily innovative in indicating their location to their (potential) clients).
MANUAL_NOTFOUND:6.	E-service in the judiciary today and future prospects
MANUAL_NOTFOUND:On the other hand, attorneys use more and more e-mail communication
MANUAL_NOTFOUND:We should emphasise that the modernization of judicial system is a part of the project The modernisation of the judiciary system.
MANUAL_NOTFOUND:Between its goals we can find the following:
MANUAL_NOTFOUND:1)	The rise of efficiency of the judicial system,
MANUAL_NOTFOUND:2)	The modernization of information structure and services,
MANUAL_NOTFOUND:3)	Introduction of e-judiciary and others e-services in the field of administration of justice,
MANUAL_NOTFOUND:4)	The implementation of electronic business of the judiciary and
MANUAL_NOTFOUND:5)	The rise of productivity of the employees.
MANUAL_NOTFOUND:7.	A few proposals (en lieu of a conclusion)
MANUAL_NOTFOUND:However during the research of the present some possible proposals appeared:
MANUAL_NOTFOUND:1)	The preparation of a strategy of introduction of electronic business of attorneys, that would serve as a guideline to attorneys in introduction of ebusiness.
MANUAL_NOTFOUND:3)	The Bar Association should purchase a programme for electronic business of law firms (cheaper aquittement, compatability)
MANUAL_NOTFOUND:4)	Deliberation concerning setting up a model web page, that would enable all attorneys a uniform presentation in accordance with rules.
MANUAL_NOTFOUND:5)	The attorneys should communicate the web address of their law offices to the Bar Association or IUS-info to allow a formation of a completer base, which could be used by their potential clients by providing them a more complete information.
MANUAL_NOTFOUND:What else could be a better demonstration of their responsibility toward their environment and stakeholders.
MANUAL_NOTFOUND:Impementation of the Adaptive System in Elektronic Learning
MANUAL_NOTFOUND:College of Technological Sciences Sabac kacaj@sezampro.rs
MANUAL_NOTFOUND:The paper presents one solution in the development of the adaptive system of electronic learning in the personalized environment LMS Moodle.
MANUAL_NOTFOUND:1.	The learning management systems
MANUAL_NOTFOUND:The Learning Management Systems (LMS) are independent systems implemented in web technology-based education.
MANUAL_NOTFOUND:These parametres allow for the monitoring of the development of each individual student or group at any given moment, as well as for a reliable measurement and analysis of the results at the end of the education process.
MANUAL_NOTFOUND:The literature quotes several similar concepts which are frequently used as synonyms to the LMS: course management systems (CMS), virtual learning environments (VLE) and learning content management systems(LCMS).
MANUAL_NOTFOUND:Some of the presently available LMS on the market are: Moodle, WebCT, Bazzar, College, eLearner, First Class, Intra Learn, Lotus Learning Space, Lotus Same Time, Tutor, dot LRN, Fledge, Ilias [9].
MANUAL_NOTFOUND:Unitl 2006, Blackboard and WebCT were separate commercial products, since then they have operated jointly [14].
MANUAL_NOTFOUND:The Moodle is developed and is is still developing as an open code project.
MANUAL_NOTFOUND:1.1. LMS moodle
MANUAL_NOTFOUND:The above-mentioned features were sufficient for the authors to decide upon using this learning management system in this work.
MANUAL_NOTFOUND:The data are stored in only one database: MySQL and PostgreSQL, however, Oracle, Access, Interbase, ODBC and others can also be used [17].
MANUAL_NOTFOUND:Moodle is not the adaptive education MLS, however, in this work it is adapted only to the methodology area, without software changes.
MANUAL_NOTFOUND:2.	Methodology
MANUAL_NOTFOUND:The values of the atributes within one group are similar, whereas they differ significantly from group to group.
MANUAL_NOTFOUND:3.	Content adaptation and ontent cluster-based navigation
MANUAL_NOTFOUND:Adaptability is implemented on the contents level (content-adaptation) as well as on the link level (linkadaptation).
MANUAL_NOTFOUND:Figure 6. Achievement at tests in the adaptive environment of electronic learning
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:The paper defines a model of electronic distance-learning adaptive system.
MANUAL_NOTFOUND:Survive-to-Thrive
MANUAL_NOTFOUND:Chair EMEA Manufacturing Enterprise Solutions (MESA) Principal Consultant, Logica
MANUAL_NOTFOUND:This paper has been presented at the SPIN09 conference in Belgrade on November 5, 2009
MANUAL_NOTFOUND:Introduction Survive-to-Thrive was the theme of the European Conference of MESA International, held on October 27 - 28, 2009 in Utrecht, The Netherlands as well.
MANUAL_NOTFOUND:Trends and observations
MANUAL_NOTFOUND:Given the current economical crisis, surviving seems to be first thing for many manufacturers.
MANUAL_NOTFOUND:Globalization of the market will remain influencing everything.
MANUAL_NOTFOUND:The regulatory requirements are expanded year by year.
MANUAL_NOTFOUND:While the General Food Law [1] is about timeliness of information, deliver proof within four hours, Sarbanes-Oxley [2] is requiring reliability of information.
MANUAL_NOTFOUND:Transparency and visibility
MANUAL_NOTFOUND:Required alignment
MANUAL_NOTFOUND:In this approach, business and manufacturing processes, organization and supporting tools, of which Manufacturing IT is just one, must be aligned.
MANUAL_NOTFOUND:Supply Chain View VP Operations / COO
MANUAL_NOTFOUND:Information need in supply chain and manufacturing
MANUAL_NOTFOUND:The need for information is role dependent.
MANUAL_NOTFOUND:A plant manager is responsible for just a single factory, while engineering and operations are looking at the systems within that single plant.
MANUAL_NOTFOUND:They have different metrics, focus and goals (see Figure 3).
MANUAL_NOTFOUND:The next step will be predictive metrics, full of intelligence and location independent, warning the responsible people in time on their mobile device that something is expected to go wrong.
MANUAL_NOTFOUND:An important prerequisite is that the production process is completely understood and that we really know how to control it.
MANUAL_NOTFOUND:Blueprint and roadmap
MANUAL_NOTFOUND:Proven approach to Value Adding Roadmap
MANUAL_NOTFOUND:Other challenges
MANUAL_NOTFOUND:Labor shortages will provide another challenge.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:Book review
MANUAL_NOTFOUND:Managing Change
MANUAL_NOTFOUND:Bernard Burnes, Managing Change, Prentice Hall, 2009
MANUAL_NOTFOUND:On more than six hundred pages, the book offers a thorough and comprehensive review of an ever intriguing area of change management.
MANUAL_NOTFOUND:We always start from the fact that the organizations, i.e., managers have numerous opportunities of choice when they are to make a decision on what and when they are to introduce change; therefore, the issues of decision and choice management - the change management model for organizational change are paid special attention to.
MANUAL_NOTFOUND:In the 1960s - 1970s period, the dominant approach to organizational change related to the planned changes with a range of methods, techniques and procedures to conduct in practice.
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:Number 54, Year XV March 2010.
MANUAL_NOTFOUND:5 Business intelligence system development over document meta data in an organization
MANUAL_NOTFOUND:Milija Suknović, Miloš Jovanović,Boris Delibašić, Milan Vukićević
MANUAL_NOTFOUND:15 Managerial implications of target costing
MANUAL_NOTFOUND:Vesna Milićević, Bojan Ilić
MANUAL_NOTFOUND:21 A model of supply chain with possible transshipments between retails
MANUAL_NOTFOUND:Mohamed Abu Gaben, Slobodan Krčevinac, Mirko Vujošević
MANUAL_NOTFOUND:31 Four dam pillars against the erroneous spreadsheets
MANUAL_NOTFOUND:Konstantin Kostić
MANUAL_NOTFOUND:37 Human resources in the drive towards creativity and organizational innovation
MANUAL_NOTFOUND:Isabel Martins, Orlando Petiz, Ana Martins
MANUAL_NOTFOUND:43 Internationalization of retail
MANUAL_NOTFOUND:Iva N. Joksimović
MANUAL_NOTFOUND:51 The role of conjoint analysis in the new product price sensibility research
MANUAL_NOTFOUND:Marija Kuzmanović, Tijana Obradović
MANUAL_NOTFOUND:59 Developing a system of indicators for local community results from the developmental planning point of view
MANUAL_NOTFOUND:Jo'e Benčina, Srećko Devjak
MANUAL_NOTFOUND:69 Is development issues understanding -a condition and an object of social responsibility for is in Serbia
MANUAL_NOTFOUND:Mila Mitić
MANUAL_NOTFOUND:81 Management of market and life environment protection
MANUAL_NOTFOUND:Ružica Milovanović
MANUAL_NOTFOUND:Business intelligence system development over document meta data in an organization
MANUAL_NOTFOUND:Milija Suknovi], Milo[ Jovanovi], Boris Deliba[i], Milan Vuki]evi]
MANUAL_NOTFOUND:Faculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:Business intelligence is an active field of research and practice.
MANUAL_NOTFOUND:2.	Business intelligence over documentation data in the organization
MANUAL_NOTFOUND:The digitalization era shows that the traditional methods of data storing are inefficient.
MANUAL_NOTFOUND:The disadvantages are that the digital records depend on the computer and on the electronic devices that make it possible for us to use them.
MANUAL_NOTFOUND:As far as the media forms are concerned, they have all found their digital match, from the text, to images, to sound, to film, etc.
MANUAL_NOTFOUND:2.1.	Documentation metadata
MANUAL_NOTFOUND:Since the document is a unit in defining business processes, each document stores the data that describe it additionally (time of creation, creation site, changes over time, users accessing to data, etc.).
MANUAL_NOTFOUND:It is important to differentiate between the basic data the document contains and the data describing the document itself (metadata).
MANUAL_NOTFOUND:The image of the document filed in the DMS
MANUAL_NOTFOUND:Although the BI area is widely applied in practice, which can be seen in numerous reports and publications, the application of these systems over the data generated by the DMS was not identified in the publications available.
MANUAL_NOTFOUND:3.	Challenges solutions
MANUAL_NOTFOUND:On the basis of these guidelines a data warehouse was built the description of which will be presented further on in this paper.
MANUAL_NOTFOUND:3.1.	Data Warehouse Schema
MANUAL_NOTFOUND:In order to ensure a flexible analysis that includes the necessary and potentially useful reports, we will structure the data on the documents into the following concepts (subjects, according to Inmon):
MANUAL_NOTFOUND:Since it is sometimes useful to include this data (contained in the given docu-the granular structure of the warehouse as an elementary (atomic) unit of reporting. The selection of the granularity level is a critical decision of the architecture, since it restrains the possible analyses, while significantly affecting the performances.
MANUAL_NOTFOUND:The time dimension is equal for both granulation levels. In the Event table it refers to the time a certain action over the document is conducted,
MANUAL_NOTFOUND:Figure 2. The schema of data warehouse BIDMS solution
MANUAL_NOTFOUND:3.2.	Building OLAP cubes
MANUAL_NOTFOUND:3.3.	Establishing ETL procedures
MANUAL_NOTFOUND:3.4.	Quality of data
MANUAL_NOTFOUND:4.	User applications
MANUAL_NOTFOUND:As the DMS is used by clients from various fields of business, the set of required reports appears to be client-specific.
MANUAL_NOTFOUND:The situation is really more convenient as the insights into the documentation and standard reports are rather similar for different users.
MANUAL_NOTFOUND:One example of how the OLAP cube is used through the Microsoft Excel Pivot table is presented in Figure 5.
MANUAL_NOTFOUND:The example of the OLAP cube use through the Microsoft Excel Pivot table.
MANUAL_NOTFOUND:5.	Nonfunctional requirements in the BI DMS Solution
MANUAL_NOTFOUND:6.	Concluding remarks
MANUAL_NOTFOUND:The Nonfunctional requirements and solutions in the BI DMS solution
MANUAL_NOTFOUND:Achievements in these research paths would complete the vision of a successful implementation of the business intelligence in this area and further contribute to the theory and the practice in the business intelligence field.
MANUAL_NOTFOUND:Managerial implication of target costing
MANUAL_NOTFOUND:Prof.dr. Vesna Mili]ević, prof. Dr. Bojan Ilić
MANUAL_NOTFOUND:Faculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:In this paper we start from the multidimensional character of the company’s objectives and the importance of achieving the targeted profit from the business success and the company development standpoints.
MANUAL_NOTFOUND:1.	Introductory notes
MANUAL_NOTFOUND:2.	Relevance of kaizen costing
MANUAL_NOTFOUND:Standardization of practice is still very important, and management is in charge of improving the standards.
MANUAL_NOTFOUND:3.	Target costing and managerial decision making
MANUAL_NOTFOUND:These relations are expressed by the following equation:
MANUAL_NOTFOUND:Ctc = Stc - Ptc
MANUAL_NOTFOUND:Target costing is done for each product component too.
MANUAL_NOTFOUND:1)	by introducing new production technology, by implementing advanced cost management techniques, such as activity based costing and by achieving higher productivity;
MANUAL_NOTFOUND:2)	by redesigning a product or a service, since decisions related to designing affect the whole life cycle of costs and can contribute to a significant reduction in total costs.
MANUAL_NOTFOUND:The analysis of the target costing implementation shows that it is conducted in five steps:
MANUAL_NOTFOUND:1)	defining market cost;
MANUAL_NOTFOUND:2)	determining desired profit;
MANUAL_NOTFOUND:3)	computing target cost;
MANUAL_NOTFOUND:4)	implementing value engineering to identify the ways of reducing production costs;
MANUAL_NOTFOUND:5)	implementing kaizen costing and operational control for further cost reductions [14].
MANUAL_NOTFOUND:The aim of the analysis is to determine the desired balance of functionality and costs.
MANUAL_NOTFOUND:The desired level of performances for each function is achieved by keeping the costs of all the functions below the target costs level.
MANUAL_NOTFOUND:Figure 1 presents the relationship between the steady and the falling market prices in the business with intensive/high competition, target costing and kaizen [modified after 14].
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:A Model of Supply Chain with Possible Transshipmens Between Retails
MANUAL_NOTFOUND:Mohamed Abu Gaben, Slobodan Kr~evinac, Mirko Vujo[evi]
MANUAL_NOTFOUND:1Al Quds Open University, Gaza, Palestine, 2Faculty of Organizational Sciences, Beograd, m.i.rk.ov@fon.hg.ac.yu.
MANUAL_NOTFOUND:A mathematical model was developed for minimizing total inventory cost when demand is deterministic. The model was implemented using the AMPL modelling language. Optimal solutions for different scenarios, i.e. different sets of deterministic demand, are obtained using this model. These solutions are used as input data for new model which finds a compromise solution to minimizing the total regret.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The classic rules of supply and the appropriate transportation models do not assume the redistribution of supplies among the retailers, that is, transshipment to the retail facility from another one.
MANUAL_NOTFOUND:The shortage in supplies lasts as long as the delivery arrives from a supplier or from a distribution centre (DC).
MANUAL_NOTFOUND:2.	Problem description and formulation
MANUAL_NOTFOUND:The more different scenarios, the more optimum solutions.
MANUAL_NOTFOUND:(1) If a shortage exists in penod t, neither excess inventory nor transshipments can occur.
MANUAL_NOTFOUND:Time flow in the supply chain
MANUAL_NOTFOUND:In order to examine the effectivity of the compromise solution, the function of the multiscenario model objective is defined as the total regret taken as a sum of regrets per scenario.
MANUAL_NOTFOUND:The regret per scenario is in turn defined as the difference between the costs incurred when a compromise solution is applied to this scenario and the costs incurred in applying the optimum solution to the scenario.
MANUAL_NOTFOUND:3.	Mathematical model
MANUAL_NOTFOUND:In formulating a multiscenario model we will use the notation adjusted to the requirements of the AMPL modelling language, [5].
MANUAL_NOTFOUND:3.1 Notation
MANUAL_NOTFOUND:Indices and sets
MANUAL_NOTFOUND:K - set of all the scenarios indexed by k,
MANUAL_NOTFOUND:W - set of all distribution centres indexed by w,
MANUAL_NOTFOUND:I - set of all RS points indexed by i and j,
MANUAL_NOTFOUND:T - set of time periods indexed by t; t = 1 denotes the period 1.
MANUAL_NOTFOUND:Xjk - the quantity redistributed from RF i to RF j in the period t for the scenario k;
MANUAL_NOTFOUND:Ywj - the quantity delivered from the distribution centre w to RF i in the period t;
MANUAL_NOTFOUND:Zj - the quantity delivered from the supplier to the distribution centre w in the period t;
MANUAL_NOTFOUND:Performances
MANUAL_NOTFOUND:Ok - the amount of minimum costs (optimum value) for the scenario k;
MANUAL_NOTFOUND:Pik - the amount of shortage od stocks in RF i, at the end of the period t for the scenario k;
MANUAL_NOTFOUND:Rk - regret per scenario k;
MANUAL_NOTFOUND:Uik = [ 1 if there is a shortage in stocks in RF i in period t for the scenario k, 0 otherwise ]
MANUAL_NOTFOUND:The TRANSSHIPMENT model
MANUAL_NOTFOUND:TRANSSHIPMENT
MANUAL_NOTFOUND:Demand in retail facilities
MANUAL_NOTFOUND:3.3 Data
MANUAL_NOTFOUND:Similarly, the data must reflect the realistic fact that in everyday practice it is cheaper for the RF to order goods directly from the distribution centre, rather than through another retail facility, which can be written as follows:
MANUAL_NOTFOUND:3.4 AMPL model
MANUAL_NOTFOUND:AMPL Model1.TRANSSHIPMENTS
MANUAL_NOTFOUND:4.	Results of the experiment
MANUAL_NOTFOUND:A conclusion can be drawn that the number of shortages almost doubles when transshipment is not allowed, since the RF has to meet an increased demand in a given period and hence stores the inventory ordered for the future periods, and this may reasult in shortages in other RFs.
MANUAL_NOTFOUND:Optimization results
MANUAL_NOTFOUND:The deterministic case was expected to display minimum costs, since the future demand is known precisely.
MANUAL_NOTFOUND:As seen in Table 4, there is a significant difference in the inventory quantity stored in the RFs.
MANUAL_NOTFOUND:On the basis of the data from Table 5 we can conclude that the quantities of goods delivered to DC or RFs are only slightly smaller in the transshipment allowed case.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Suštinski značajno poboljšanje modela bilo bi ekspli-citno uvođenje metoda stohastičkog programiranja, umesto metoda scenarija, mada bi i uvođenje značajno većeg broja scenarija bilo interesantno.
MANUAL_NOTFOUND:Četiri stuba odbrane od spredšitova sa greškama
MANUAL_NOTFOUND:Prof dr Konstantin Kosti]
MANUAL_NOTFOUND:Pregled radova sa prošlih EuSpRIG konferencija pokazuju da se oni mogu razvrstati u četiri prepoznatljive oblasti: alat, obrazovanje, ispitivanje i menadžment. 1.	Uvod
MANUAL_NOTFOUND:Zahvaljujući svojoj lakoći korišćenja, fleksibilnosti i mogućnostima, spredšitovi se koriste kao podrška mnogim poslovnim funkcijama i cesto poprimaju uloge za koje bi primena nekih drugih rešenja bila suviše spora ili skupa.
MANUAL_NOTFOUND:Kao rezultat toga, spredšitovi su tiho postali kljucne komponente u procesima analiza i iz-veštavanja u mnogim organizacijama, uključujući kritične oblasti finansijskog izveštavanja.
MANUAL_NOTFOUND:Postoji velika evidencija o tome da su greške u spred-šitovima uobičajene i nisu trivijalne.
MANUAL_NOTFOUND:Količina greški u spredšitovima je srazmerna količini greški u drugim intelektualnim aktivnostima ljudi i one su uzrokovane fundamendalnim ograničenjima ljudskog intelekta, a ne samo ljudskom traljavošću.
MANUAL_NOTFOUND:Sama opaska „budi pažljiv“ ne može eliminisati greške ili ih bar redukovati do prihvatljivog nivoa.
MANUAL_NOTFOUND:Dosadašnja istraživanja, koja su prezentirana u radovima na godišnjim konferencijama Evropske interesne grupe za spredšit rizik (EurSpRIG - European Spreadsheet Risk Interest Group) mogu se svrstati u četiri grupe:
MANUAL_NOTFOUND:Tools (alat) - metodologije i softver za izradu spredši-tova
MANUAL_NOTFOUND:Education (obrazovanje) - podizanje svesti, obučavanje i istraživanje
MANUAL_NOTFOUND:Audit (ispitivanje) - metode i softverski alati za preispitivanje spredšitova
MANUAL_NOTFOUND:Management (menadžment) - standardi i kontrole za upravljanje razvojem
MANUAL_NOTFOUND:Prva slova naziva ovih oblasti čine reč TEAM (na engleskom znači tim).
MANUAL_NOTFOUND:To je ispalo zgodno jer se time ukazuje da je timski rad ključ rešavanja spredšit problema u korporacijama: korišćenje razvojnih alata, obučavanje korisnika radi podizanja svesti o greškama u spredšitovima, pravilno organizovati i primenji-vati procese ispitivanja spredšitova, kao i prihvatanje jasne menadžerske politike kojima će se podržati standardi i kontrole.
MANUAL_NOTFOUND:2. Alat
MANUAL_NOTFOUND:Spredšitovima se uglavnom prilazi kao intuitivnom alatu koji je varljivo lak za upotrebu i mada se naširoko koristi u organizacijama često ispadne da su dobi-jene informacije pogrešne.
MANUAL_NOTFOUND:Spredšit sam po sebi ima odredjene ograničenja koja sprečavaju razvijanje kompleksnih poslovnih modela kao što i sam korisnik spredšita (kreator) može da bude nevešt u razvijanju takvog modela.
MANUAL_NOTFOUND:Bez svake sumnje, postoji potreba da se definiše i pri-meni struktuirani pristup izrade modela uz pomoć softverskih alata kojima bi se rukovodio kreator spredšita kako bi koristio savete da izbegne (ili predu-predi) moguće situacije pogreški, kao i da dokumen-tuje svoje akcije.
MANUAL_NOTFOUND:Dosadašnji radovi na skupovima uključivali su i one koji zagovaraju korišćenje programskih jezika kojima bi se „kodirala“ logika modela i tek onda konstruisao interfejs spredšita u redovima i kolonama zajedno sa svojom uključujućom logikom.
MANUAL_NOTFOUND:Jedan autor zagovara korišćenje matematičke grane poznate kao „teorija kategorija“ [13].
MANUAL_NOTFOUND:Teorija kategorija, kao logika, je alat za proučavanje matematičkih i računarskih koncepata koja je više koncentrisana na formu nego na sadržinu.
MANUAL_NOTFOUND:Mnogi učesnici skupova su isticali potrebu stvaranja metoda koje se zasnivaju na principima softverskog in-ženjerstva.
MANUAL_NOTFOUND:Oni tvrde da primena principa softverskog inženjerstva - što bi činilo spredšit inženjerstvo - ima potencijal da poveća produktivnost spredšit programera, smanji učestanost i težinu greški u spredšitovima, unapredi manipulativnost spredšitovima u vremenu.
MANUAL_NOTFOUND:Rajalingham, Chadwick and Knight nude alat koji kreira Džeksonove strukture radi dobijanja grafičkog tipa opisa spredšita tokom razvoja.
MANUAL_NOTFOUND:Na tržištu se nalazi veliki broj spredšit softvera.
MANUAL_NOTFOUND:Lstu najpoznatijih spredšit softvera pogledajte na sajtu http://en.wikipedia.org/wiki/List_of_spreadshe-et_software.
MANUAL_NOTFOUND:Na skupovima su ponudjene i nove spredšit alternative.
MANUAL_NOTFOUND:Kombinacija najnovijih objektnih tehnologija sa novim pristupima nude istinske alternative spredšitovima koje idu u pravcu zadovoljavanja do sada identifikovanih otpora prema spredšitovima.
MANUAL_NOTFOUND:Na primer XBRL (Extensible Business Reporting Language) je jezik za elektronsku komunikaciju finansijskih podataka koji je revolucionizovao finan-sijsko izveštavanje širom sveta.
MANUAL_NOTFOUND:Koristi se za pripremu, analizu i komunikaciju finansijskih informacija.
MANUAL_NOTFOUND:XBRL je aplikacija XML-a za poslovne informacije i koristi strukturu da opiše podatke, čini ih odmah upotrebljivim, interaktivnim i inteligentnim.
MANUAL_NOTFOUND:U dokumentaciji treba da se navede: čemu služi model, šta on radi, kako to radi, koje su pretpostavke uključene u njegov dizajn, koje se konstante koriste i gde se one nalaze, ko i kada je razvio model, ko i kada je izvršio modifikacije modela posle njegovog stavljanja u upotrebu, postojanje makroa i njihova svrha.
MANUAL_NOTFOUND:Korišćenje Excel-ovih komentara na sistematičan način može da predstavlja jednu efikasnu metodu dokumentovanja spredšitova.
MANUAL_NOTFOUND:3. Poznavanje posla već postoji u organizaciji.
MANUAL_NOTFOUND:Poznavanje tehnike se stiče treningom.
MANUAL_NOTFOUND:Ako tehničko znanje ne uzima u obzir poznavanje posla, onda rešenja neće biti optimalna.
MANUAL_NOTFOUND:Najefikasniji menadžment spredšit sistema u jednoj organizaciji postiže se treningom koji se bazira na re-šavanju konkretnih problema (task-based management).
MANUAL_NOTFOUND:Taj pristup obučava korisnika kako da rešava konkretan problem spredšit alatima za razliku od pristupa izučavanja spredšit alata i tehnika nezavisno od bilo kog konkretnog problema.
MANUAL_NOTFOUND:Treneri koji koriste «task-based» pristup imaju iskustva u načinu kako se spredšitovi stvarno koriste u realnom svetu.
MANUAL_NOTFOUND:Oni kombinuju svoje iskustvo sa klijen-tovim poznavanjem poslovnog okruženja.
MANUAL_NOTFOUND:To je bolje od suvoparnog teoretisanja o tome kako bi trebalo koristiti spredšitove.
MANUAL_NOTFOUND:Na kraju treninga polaznik je:
MANUAL_NOTFOUND:V	Kompletirao svoj zadatak
MANUAL_NOTFOUND:V	Postavio sistem za buduće zadatke
MANUAL_NOTFOUND:V	Video je rešenja za neke od svojih problema
MANUAL_NOTFOUND:V	Radio je na aktuelnom spredšitu
MANUAL_NOTFOUND:Polaznik je učio, kako mehaničke tehnike vezane za zadatak, tako i rezon korišćenja tih pojedinačnih tehnika u datim situacijama.
MANUAL_NOTFOUND:«Task-based» trening nije jedini tip treninga i daleko od toga da je najpopularniji.
MANUAL_NOTFOUND:Mnogo rasprostranjeniji tip treninga je uopštena obuka upoznavanja sa spred-šit programskim paketom pošto se medju polaznicima obuke obično nalaze ljudi koji spredšit koriste u različite svrhe.
MANUAL_NOTFOUND:Treći tip «obuke» je najčešći, a obuhvata korisnike koji nikada nisu imali bilo kakvu formalnu obuku o spredšitovima.
MANUAL_NOTFOUND:Oni su naučili korišćenje spredšitova na poslu od svojih prethodnika ili kolega, ili su potpuno samouki.
MANUAL_NOTFOUND:Kvalietnu obuku korišćenja spredšitova daje Fakultet organizacionih nauka u Beogradu i još par drugih fakulteta.
MANUAL_NOTFOUND:Spredšitovi se predstavljaju kao prosti iskazi jednostavnih računovodstvenih modela
MANUAL_NOTFOUND:Spredšitovi su laki za učenje i njihov intelektualni sadržaj je ograničen
MANUAL_NOTFOUND:Student je učio o spredšitovima još pre univerziteta i time stekao pogrešne navike koje se ne ispravljaju na fakultetu.
MANUAL_NOTFOUND:4.	Ispitivanje
MANUAL_NOTFOUND:Postoje mnogobrojni tipovi testiranja od kojih većina nije dovoljna da smanji greške do tačke koja obezbe-djuje da nema značajnih greški u spredšitu.
MANUAL_NOTFOUND:Nabroja-ću neke od tipova.
MANUAL_NOTFOUND:1.	Testiranje tokom razvoja spredšita - Testiranje zahteva, testiranje jedinica (modula), integralno testiranje.
MANUAL_NOTFOUND:2.	Posmatranje spredšita - Pregled tabela u spredšitu da se stekne utisak logičnosti.
MANUAL_NOTFOUND:3.	Softver za skeniranje greški - softver koji pretražuje spredšit tražeći greške na osnovu pravila za pronalaženje koja su ugradjena u softver.
MANUAL_NOTFOUND:Alati za automatsko skeniranje greški slični su spel-čekeru i gramar-čekeru u programima ya obradu teksta.
MANUAL_NOTFOUND:Excel ima ugradjeni alat za pronalaženje greški pod komandama Tools, Error Checing.
MANUAL_NOTFOUND:Ovaj alat je veoma jednostavan ali ograničen.
MANUAL_NOTFOUND:Postoji nekoliko komercijalnih alata koji su raspoloživi za ispitivanje spredšitova: SpACE (Spreadsheet Audit for Customs and Excise), OAK (Operis Analysis Kit), Spreadsheet Detective and Spreadsheet Professional i drugi.
MANUAL_NOTFOUND:Mnogo sofisticiraniji skeneri se mogu naći na tržištu.
MANUAL_NOTFOUND:Web strana sa listom takvih proizvoda je http://www.sysmod.com/sslinks.htm#auditing.
MANUAL_NOTFOUND:4.	Auditing - opcija koja se kod Excela aktivira komandama Tools, Formula Auditing.
MANUAL_NOTFOUND:Ova komanda omogućava da izaberemo vezu formule sa prethodnim ćelijama od kojih zavisi rezultat formule, odnosno sa svim ćelijama kojima vrednost posmatrane ćelije služi kao ulazni podatak.
MANUAL_NOTFOUND:Jedan od problema sa istinskim oditingom je pitanje koji deo spredšita da se ispituje.
MANUAL_NOTFOUND:Najočigledniji kandidat za ispitivanje je „najriskantniji deo“ koji uključuje kompleksne formule i linkove medju radnim listovima radne knjige.
MANUAL_NOTFOUND:Medjutim, dok su greške verovatnije kod ovog tipa formula nego što je to slučaj kod običnih formula, po zakonu verovatnoće je verovatno više greški kod običnih formula nego kod kompleksnih formula. (običnih formula ima više).
MANUAL_NOTFOUND:Na tržištu postoje automatizovani auditing softveri za spredšito-ve, koji su veoma kompleksni ali i skupi.
MANUAL_NOTFOUND:5.	Testiranje izvršenjem - tester provera nekoliko setova ulaznih vrednosti da bi video da li spredšit proizvodi (ili ne proizvodi) korektne rezultate.
MANUAL_NOTFOUND:Pri tome se mogu koristiti tipične i ekstremna vrednosti (paranoidno testiranje).
MANUAL_NOTFOUND:Ovde se postavlja problem kako znati da su dobij ene vrednosti tačne.
MANUAL_NOTFOUND:Najbolje je kada postoji mogućnost da se rezultu-juče vrednosti uporedjuju sa unapred poznatim vrednostima.
MANUAL_NOTFOUND:Dobro bi bilo da postoji matematički model koji može da da vrednosti koje treba očekivati kao rezultat i u spredšitu.
MANUAL_NOTFOUND:Bez takvih vrednosti za uporedjivanje testiranje izvršenjem gubi smisao.
MANUAL_NOTFOUND:6. Inspekcija logike - inspektor ispituje sve ćelije sa formulama, tražeći greške.
MANUAL_NOTFOUND:Ovde se preporučuje timska inspekcija iz praktičnih razloga: pojedinac obično pronadje manje od polovine svih greški.
MANUAL_NOTFOUND:Pri tome se ne može zahtevati redukcija svih greški jer je to nemoguće.
MANUAL_NOTFOUND:Zato se postavlja jedna razumna granica u skladu sa značajem spredšita za donošenje poslovnih odluka.
MANUAL_NOTFOUND:Proces inspekcije treba da ima sedam koraka:
MANUAL_NOTFOUND:1.	Planiranje.
MANUAL_NOTFOUND:Priprema materijala, dobij anje sauče-snika i izrada rasporeda sastanaka.
MANUAL_NOTFOUND:2.	Razmatranje sadržaja sastanaka.
MANUAL_NOTFOUND:Predstavljanje softvera, raspodela uloga, opis procesa.
MANUAL_NOTFOUND:3.	Priprema.
MANUAL_NOTFOUND:Ispektori, radeći pojedinačno, ispituju spredšit.
MANUAL_NOTFOUND:Cilj nije da se otkriju greške već da se raz-umeju softverski moduli.
MANUAL_NOTFOUND:Medjutim, mnoge metode inspekcije otkriju greške već u ovoj fazi.
MANUAL_NOTFOUND:4.	Sastanak inspektora.
MANUAL_NOTFOUND:Zadatak je da se otkriju i objasne greške.
MANUAL_NOTFOUND:Ne diskutuje se ništa izvan toga.
MANUAL_NOTFOUND:Sastanak mora da bude razumno kratak da ne bi opala obazrivost.
MANUAL_NOTFOUND:5.	Unapredjenje procesa.
MANUAL_NOTFOUND:Inspekcija mora da proizvede povratnu informaciju za vodič procesa inspekcija firme.
MANUAL_NOTFOUND:Svaka inspekcija mora da generiše statistiku o utrošenom vremenu, nadjenim greškama i ozbiljnosti greški.
MANUAL_NOTFOUND:6.	Prerada.
MANUAL_NOTFOUND:Popravka softvera se vrši posle sastanka.
MANUAL_NOTFOUND:7.	Praćenje.
MANUAL_NOTFOUND:Osigurati da su promene učinjene pravilno.
MANUAL_NOTFOUND:5.	Menadžment
MANUAL_NOTFOUND:Postoji mnogo, neki kažu suviše mnogo, pitanja koja se odnose na menadžment spredšitova na koja treba obratiti pažnju politikom organizacije.
MANUAL_NOTFOUND:Postoje pitanja izbora i prihvatanja seta kontrola koja treba razmotriti u regularnim intervalima vremena.
MANUAL_NOTFOUND:To mogu da budu kontrole verzija spredšitova, uvida i samo-ispitiva-nja tokom izrade spredšitova, timsko preispitivanje i “pročešljavanje” spredšit modela, politika dokumento-vanja, korišćenje “proverenih” modela kao templejta, kao i beleženje uobičajenih greški i njihovo čuvanje na za to utvrdjenim mestima kao bazama korporativnog znanja.
MANUAL_NOTFOUND:Da bi se ostvario samo deo tih zahteva potrebno je obezbediti podršku menadžmenta preduzeca višeg nivoa i stvoriti strategiju za uspostavljanje dobre prakse zasnovane na razuman izbor standarda.
MANUAL_NOTFOUND:Takav standard se može naći u pristupu CobiT (Control Objectives for Information and related Technology).
MANUAL_NOTFOUND:CobiT je set alata koji pomaže poslovnim menadžerima da razumeju i upravljaju rizikom vezanim za uvodjenje nove tehnologije.
MANUAL_NOTFOUND:Takodje, on demonstrira zainteresovanima koliko dobro je ura-djen taj posao.
MANUAL_NOTFOUND:CobiT je zasnovan na medjunarodnoj najboljoj praksi IT mendžmena.
MANUAL_NOTFOUND:CobiT obezbedjuje generički okvir za sve glavne IT procese.
MANUAL_NOTFOUND:On ne spominje posebno spredšitove.
MANUAL_NOTFOUND:Me-djutim, taj generički okvir se može primeniti na sva IT razvojnih rešenja od celokupnog ERP sistema do relativno jednostavnog spredšita.
MANUAL_NOTFOUND:0	Ne postoji - Menadžment procesi se ne primenjuju
MANUAL_NOTFOUND:1	Inicijalni -Procesi su ad hok i dezorganizovani
MANUAL_NOTFOUND:2	Ponavljajući -Procesi prate regularne obrasce
MANUAL_NOTFOUND:3	Definisan - Procesi su dokumentovani
MANUAL_NOTFOUND:4	upravljani -Procesi se nadgledaju i mere
MANUAL_NOTFOUND:5	Optimiziran - Najbolja praksa se prati i automatizuje
MANUAL_NOTFOUND:Pristup CobiT se zasniva na „Maturity“ modelu za mogućnosti razvoja softvera koji je definisan od strane firme „Software Engineering Institute”.
MANUAL_NOTFOUND:«Maturiti» model nudi metodu za kvantitativno iskazivanje ste-pena IT kontrolnih procedura na skali od 0 (ne postoji) do 5 (otmiziran).
MANUAL_NOTFOUND:Menadžment koristi «Maturiti» model da mapira tekući status:
MANUAL_NOTFOUND:6.	Zaključak
MANUAL_NOTFOUND:Da bi se obezbedio svrsishodan spredšit informacioni sistem u jednoj organizaciji neophodno je unapredji-vati četiri oblasti intelektualnog delovanja:
MANUAL_NOTFOUND:ALAT - usvojiti metodologiju strukturnog opisa podataka i njihovih veza kao osnovu opisa poslovnog modela koji se potom razvija u spredsitu; odabrati adekvatan softver za spredšit; obezbediti dokumentovanje spredšita;
MANUAL_NOTFOUND:OBRAZOVANJE - Odabrati najpovoljniji način obuke korisnika (kreatora) spredšitova i uspostaviti svrsishodan sistem permanentnog obrazovanja u sprezi sa istraživanjima.
MANUAL_NOTFOUND:ISPITIVANJE - uspostaviti sistem ispitivanja (odi-tinga) spredsitova uz primenu najsavremenijih oditing alata (softvera);
MANUAL_NOTFOUND:MENADŽMENT - usvojiti standarde i kontrole u vezi sa upravljanjem verzijama, čuvanjem, korištenjem templejta, merenjem performansi spredšit sistema i kontinualnim unapredje-njem.
MANUAL_NOTFOUND:Ljudski resursi u funkciji unapre|ivanja kreativnosti organizacionih inovacija
MANUAL_NOTFOUND:Dr Isabel Martins, Dr Orlando Petiz2, Dr Ana Martins3
MANUAL_NOTFOUND:1	Odsek HRMB/OB, Univerzitet Glamorgan, Vels, Velika Britanija
MANUAL_NOTFOUND:2	Odeljenje za ekonomiju i menadžment, Ekonomski fakultet, Univerzitet Minho, Portugalija
MANUAL_NOTFOUND:3	Odeljenje za razvoj stručnjaka, Univerzitet Glamorgan, Vels, Velika Britanija
MANUAL_NOTFOUND:Inovacije predstavljaju temelj konkurentske prednosti.
MANUAL_NOTFOUND:Stoga je neophodno usvojiti određene mere pomoću kojih ćemo restruktuirati preduzetništvo.
MANUAL_NOTFOUND:Posebno su značajne mere uvođenja promena u različite segmente organizacije, kao i primena inovativne kulture širokog opsega, zasnovane na kvalitetu, koja će prožimati sve aspekte organizacije.
MANUAL_NOTFOUND:Na taj način, fleksibilnost preduzetništva će počivati na kreativnim pojedincima i na gledištu da je inteligencija najvažniji segment fleksibilnosti.
MANUAL_NOTFOUND:Uz ove nove stavove, politiku i praksu, inovativna organizacija će se otarasiti zastarelih procesa i proizvoda i umesto toga će se osloniti na svoje potencijale.
MANUAL_NOTFOUND:Stoga, u ovoj potrazi za izvrsnošću moramo da tragamo i za novim osnovnim kompetentnostima.
MANUAL_NOTFOUND:One moraju da obuhvate sve zaposlene, a ne samo one čija je tehnička i koncepcijska kompetentnost vidljivija.
MANUAL_NOTFOUND:Ipak, s obzirom na neprekidne i nagle ekonomske, društvene, tehničke i tehnološke promene u sferi preduzetništva, neophodno je zapitati se kakvu vrstu fleksibilnosti je najlakše primeniti u sistemu stalnih promena.
MANUAL_NOTFOUND:Stoga predlažemo neke stubove za temelj ovakvog pristupa, a to su posvećenost, tolerancija, anga'ovanost, spremnost da se rizikuje, a sve to čini da organizacija postane složenija i manje birokratska.
MANUAL_NOTFOUND:1.	Uvod
MANUAL_NOTFOUND:Globalizacija u privredi i širenje novih tehnologija utiče kako neposredno tako i posredno na životni ciklus i na dinamičnost organizacije.
MANUAL_NOTFOUND:U današnje vreme ovaj uticaj je manje predvidljiv, turbulentniji je i snažniji.
MANUAL_NOTFOUND:Organizacije ce u ovom kontekstu morati da usvoje novu životnu filozofiju.
MANUAL_NOTFOUND:Da bi mogle da identifikuju nove izvore konkurentne prednosti, većina organizacija ce morati da preispita svoju misiju i ciljeve, kako na strateškom, tako i na operativnom nivou.
MANUAL_NOTFOUND:Da bi se uspešno borile protiv zastarelih postupaka i stekle konkurentnu prednost u stalnom kretanju u okviru kontekstualnog i transakcionog okruženja, organizacije će morati da redefinišu svoje ponašanje.
MANUAL_NOTFOUND:Moraće da se ponašaju odlučnije i proaktivnije tako što će, s jedne strane, da osluškuju i klijente i konkurenciju, a s druge, da konceptualzuju i da usvoje nove paradigme upravljanja.
MANUAL_NOTFOUND:To znači da su zadovoljstvo klijenta, praćenje konkurencije u okruženju, preispitivanje etičkih vrednosti i primena inovativne kulture u samoj organizaciji izvori inspiracije i održive kreativnosti organizacione inovacije.
MANUAL_NOTFOUND:Danas su dinamičnost i dugovečnost kompanija ugrožene uticajem kontekstualnih i transakcionih okruženja koja sa širenjem globalizacije postaju sve snažnija, tur-bilentnija i nepredvidljivija.
MANUAL_NOTFOUND:Ipak, ovaj proces se može usporiti ili čak zaustaviti tako što ćemo usvojiti predu-zetnički način ponašanja koji je odlučniji; naime, oslu-škivačemo pažljivo i klijente i konkurenciju.
MANUAL_NOTFOUND:Sa svoje strane, ovakvo osluškivanje je povezano sa inovativnim ponašanjem.
MANUAL_NOTFOUND:Bez obzira na to, kompanije u celini obično zanemaruju značaj tog osluškivanja i stoga ne uviđaju njegovu ekonomsku i društvenu vrednost.
MANUAL_NOTFOUND:U ovom radu bavičemo se organizacionim ponašanjem, kulturom i vrednostima, tako što čemo porediti tradicionalnu organizacionu paradigmu sa novom paradigmom, t.j., paradigmom dinamičke vokacije, koja evoluira i menja se, upravo kako to postavlja nova teorija organizacije.
MANUAL_NOTFOUND:Naš cilj u ovom radu jeste da naglasimo značaj preduzetničke dinamičnosti koja inovaciju uzima kao način postojanja, a nematerijalne resurse posmatra kao nove izvore za stvaranje održive vrednosti.
MANUAL_NOTFOUND:Analiziračemo tri organizacije koje se nalaze na severu Portugalije.
MANUAL_NOTFOUND:U ovom radu prvenstveno se bavimo novim tehničkim tokovima koje su usvojile uspešne kompanije.
MANUAL_NOTFOUND:Stoga če-mo ovaj rad da započnemo kontekstualizacijom različitih koncepata vezanih za organizacionu kulturu i inovacije.
MANUAL_NOTFOUND:Potom čemo se u svetlu ove teorije osvrnuti na slučajeve tri portugalske organizacije na severu zemlje.
MANUAL_NOTFOUND:2.	Upravljanje znanjem
MANUAL_NOTFOUND:U novom vremenu, neophodna je nova paradigma upravljanja, naime, „paradigma upravljanja znanjem“.
MANUAL_NOTFOUND:Kako navode Carter i Scarbrough (2001), upravljanje znanjem se bavi krhkošču i ranjivošču koje su prirođene datoj konkurentnoj prednosti organizacije.
MANUAL_NOTFOUND:U nedavnoj prošlosti organizacije nisu raspolagale održivim kvalitetima karakterističnim za paradigmu upravljanja znanjem.
MANUAL_NOTFOUND:To bi značilo da upravljanje znanjem predstavlja jedan postupak (Halawi, Aronson i McCarthy, 2005:75) i da se može definisati kao „način na koji se znanje stvara, razmenjuje, raspoređuje i koristi da bi se postigli organizacioni ciljevi“ (Serrano i Fialho, 2005:4).
MANUAL_NOTFOUND:Ipak, definisati upravljanje znanjem nije baš jednostavno.
MANUAL_NOTFOUND:Pored složenosti problematike kojom se bavi, upravljanje znanjem je često podložno različitim tumačenjima.
MANUAL_NOTFOUND:U svakom slučaju, upravljanje znanjem nam omogućava da se posebno bavimo različitim segmentima unutar organizacije, na strukturnom, društvenom i ljudskom nivou (Seemann, citirano u Halawi, Aronson i McCarthy, 2005).
MANUAL_NOTFOUND:Strategije upravljanja znanjem podrazumevaju dva pristupa, kodifikaciju i personalizaciju.
MANUAL_NOTFOUND:U oblasti kodifikacije, u bazama podataka skladišti se kodifikova-no znanje kojem kompanije lako pristupaju i koriste ga (Hansen i dr., 1999:107, citirano u Carter i Scarbrough, 2001).
MANUAL_NOTFOUND:Personalizacija nam otkriva da je znanje po prirodi deo osobe koja ga stvara i razmenjuje.
MANUAL_NOTFOUND:Za razliku od privreda u prošlosti, današnje organizacije su izloženije međunarodnoj konkurenciji.
MANUAL_NOTFOUND:Stoga se javila potreba da se identifikuju i da se da prednost drugim izvorima konkurentne prednosti.
MANUAL_NOTFOUND:Tako se, kako navode Serrano i Fialho (2005:4), upravljanje znanjem može posmatrati kao spoj birokratske organizacione kulture i informacionih tehnologija koje ona koristi.
MANUAL_NOTFOUND:Zbog ovih promena kulture i zbog ponašanja organizacija, pojmovi kao što su zaposleni koji zna, organizacije koje uče i organizaciono učenje dobijaju na doslednosti i na značaju u svakodnevnom životu organizacije.
MANUAL_NOTFOUND:Sta više, Carter i Scarbrough (2001) potvrđuju da upravljanje znanjem može da poprima različite oblike, na primer, (i) intelektualni kapital,(ii)kapital u znanju i (iii) organizaciono učenje i učenje na radnom mestu.
MANUAL_NOTFOUND:Zaista, znanje se smatra jedni-nim smislenim privrednim resursom u društvu znanja, i to više nego kapital ili rad.
MANUAL_NOTFOUND:Senge (1990) tvrdi da organizacije ne mogu da funkcionišu kao organizacije zasnovane na znanju zato što nisu sposobne da uče.
MANUAL_NOTFOUND:Stoga se veruje da organizacije moraju da uvedu inovacije ili će nestati.
MANUAL_NOTFOUND:Sta više, Rowley (1999) tvrdi da se osnovna kompetentnost koja omogućava organizacijama da opstanu nalazi u njihovoj sposobnosti da se prilagođavaju, da uče i da se menjaju.
MANUAL_NOTFOUND:Kako kaže Yang (2003:242), znanje i učenje deo su novog kon-cepcijskog okvira po kojem „holistička teorija defini-še znanje kao društveni konstrukt koji ima tri posebne, a međusobno povezane strane - eksplicitno, implicitno i emancipatorno znanje.“
MANUAL_NOTFOUND:Emancipatorno znanje zasniva se na nivou motivacije, na osećanjima i stavovima prema spoljnim okolnostima koje okružuju pojedinca.
MANUAL_NOTFOUND:Implicitno znanje zasniva se na iskustvima, aktivnostima i ponašanju pojedinca.
MANUAL_NOTFOUND:Eksplicitno znanje jeste kodifikovano znanje koje proizila-zi iz toga kako pojedinac tumači događaj.
MANUAL_NOTFOUND:Ove tri strane su holističke po tome što su i suprotne i komplementarne jedna drugoj.
MANUAL_NOTFOUND:Zadovoljstvo klijenta predstavlja stalni izvor inspiracije za inovacije u preduzetništvu.
MANUAL_NOTFOUND:I klijent i/ili potrošač predstavljaju kamen temeljac u procesu inovacija.
MANUAL_NOTFOUND:Tako i nova ekonomija zasnovana na znanju posmatra ovu činjenicu.
MANUAL_NOTFOUND:Mada u ovom smislu inovacija zavisi više od tržišta nego od bilo koje druge vrste inovacije (Drucker, 1998).
MANUAL_NOTFOUND:3.	Preduzetnička organizaciona kultura i inovacije
MANUAL_NOTFOUND:U kontekstu ekonomske globalizacije, proces izgradnje konkurentne prednosti je turbulentan, nepredvidiv i veoma brzo se menja, što znači da organizacija sebi ne sme da dozvoli da se opusti.
MANUAL_NOTFOUND:Ovaj aspekt vodi transformaciji preduzetničkih organizacija, koje, kako navodi Santos (1997a:6), mogu da budu laganije strukture, fleksibilnije, kooperativne i osetljive na organizacionu kulturu a „vrednosti jedne organizacije su od presudnog značaja za stvaranje organizacionog identiteta putem kulture poštovanja zajedničkih vrednosti“ (Santos, 1998:244).
MANUAL_NOTFOUND:Usvajanje i poštovanje ovih vrednosti i pravaca leže u osnovi organizacionog truda da prevazi-đe učmalost, a mogu se posmatrati i kao seme nove inovacije.
MANUAL_NOTFOUND:U ovom pogledu, proizvodnja i upravljanje ove preduzetničke organizacione kulture ojačava ose-ćanje identiteta.
MANUAL_NOTFOUND:Time se stvaraju posebne organizacione karakteristike.
MANUAL_NOTFOUND:Ova kultura proizvodi homogeni-zovane modele ponašanja koji potiču od elemenata iz različitih grupa, a time dolazi i do snažnih interakcija i međusobne zavisnosti (Schein, 1997a, 1997b, 1997c i Daft, 1999).
MANUAL_NOTFOUND:Pored toga, Schein (1997a) predlaže jedan integralni model kojim bi se dovele u vezu različite varijable, među kojima se učenje i organizaciona kultura smatraju osnovom organizacione uspešnosti.
MANUAL_NOTFOUND:Upravo u okviru ove perspektive promene koja se zasniva na nematerijalnim vrednostima Stata (1989) iznosi ideju da stopa organizacionog učenja predstavlja jedini održivi izvor svih konkurentskih prednosti.
MANUAL_NOTFOUND:Mada, Haas i Hansen (2005) insistiraju na primeni kodiranog i ličnog znanja, pošto smatraju da postoji neposredna veza između znanja, postignuća i konkurentnih prednosti (Handzic i Chaimungkalanont, 2004).
MANUAL_NOTFOUND:U ovom trenutku poslovni svet se slaže da kvalitet poslovanja zavisi od kvaliteta i karakteristika zaposlenih, što, opet, vodi poslovnoj izvrsnosti.
MANUAL_NOTFOUND:Konkurencija je sveprisutna i cesto nelojalna, pošto proizilazi iz nestabilnosti uslova na tržištu, konkretno, na nivou viška kapaciteta proizvodnje u svetu.
MANUAL_NOTFOUND:Ovakva situacija, i istovremeno takvo tržište, izaziva duboke promene na nivou ponašanja, kod proizvođača, jednako kao i kod potrošača.
MANUAL_NOTFOUND:U literaturi se pojavio veliki broj pitanja koja treba razmotriti, a odnose se na strukturu preduslova koji treba da dovedu do organizacionog uspeha.
MANUAL_NOTFOUND:U tom smislu, debata se odvija oko značajne koristi od znanja koja proizilazi iz inovacija, ali koja i sama pokreće nove inovacione procese.
MANUAL_NOTFOUND:Ovakvo gledište posma-tra inovacije kao garanciju poslovnog uspeha, iako su, bez obzira na primenu, proizvodnju i difuziju znanja, promene u karakteristikama tražnje i modela investiranja od strateške važnosti i za primenu i za uspešnost procesa inovacija.
MANUAL_NOTFOUND:Na ovaj način uspeh i dugovečnost organizacije obuhvataju i sposobnost da se klijentu ponudi proizvod kakav mu je potreban.
MANUAL_NOTFOUND:U tom smislu, Peters i Austin (1988:159) naglašavaju da konkurencija predstavlja „stalni motor inovacija“, a i Freire (1995) smatra da je konkurencija motor razvoja.
MANUAL_NOTFOUND:U ovom pogledu, može se smatrati da ova dva aspekta, koja ne koincidiraju, ali su komplementarni, zajedno vode procesima organizacionog razvoja.
MANUAL_NOTFOUND:Sta više, smatra se da je u procesu primene politike inovacija konkurencija zaista važna.
MANUAL_NOTFOUND:U okviru jedne drugačije perspektive, Hamel (1998b) je potpuno svestan značaja koji imaju i kvalitet i glo-balizacija; on posebno ističe obrt ovih varijabli i još jednu koja se odnosi na „revoluciju“ u fundamentalnim promenama u kontekstu jedne nove poslovne paradigme.
MANUAL_NOTFOUND:Hamel još potvrđuje da se treba „kladiti“ na promene pošto „u ovom nestabilnom svetu glavni izazov ne predstavlja postići proizvodnu efikasnost u ka-pitalno-intenzivnim privrednim delatnostima, već dati slobodu moći inovacije u stvaralački-intenzivnim de-latnostima“ (Hamel, 1998a:47).
MANUAL_NOTFOUND:Na ovaj način Hamel (1998b) potvrđuje da vizionare vredi uzeti u obzir.
MANUAL_NOTFOUND:Sa-vremeni svet ne voli nepredviđene situacije, a inovacije ne donose izolovani genijalci, već su proizvod udruženog rada u okviru organizacija.
MANUAL_NOTFOUND:Da bi bile potpuno različite, inovacije treba posmatrati kao dodatu vred-nost i istovremeno kao izvor vrednosti.
MANUAL_NOTFOUND:Klasična paradigma, t.j., pristup s vrha na dole smatra se planiranom promenom.
MANUAL_NOTFOUND:Ovaj pristup se uglavnom pokazao neuspešnim, pošto menadžeri na nižim nivoima upravljanja nisu bili obuhvaćani procesom promena.
MANUAL_NOTFOUND:Pristup promenama odozdo-nagore, poznat i kao „si-stem/kvantum paradigma“ (Druhl, 2001:382) bazira se na pristupu pomoću živih sistema.
MANUAL_NOTFOUND:Schein (1997a i 1997b) naglašava značaj kulturne promene i smatra da poštovanje prethodno uspostavljenih „pretpostavki“ u organizaciji može da dovede do takvih ciljeva i da stoga prouzrokuje čitav vodopad inovacija.
MANUAL_NOTFOUND:Meji'a (2000) se slaže sa ovim mišljenjem i dodaje da organizaciona kultura predstavlja način kultivacije ljudskog znanja iz kojeg se može stvoriti sposobnost da se ljudsko ponašanje oblikuje u funkciji postizanja zajedničkog cilja tako što ćemo imati zajedničku tehnologiju, jezik, pravila, sankcije i kompenzacije.
MANUAL_NOTFOUND:U istom smislu Barros (2003) navodi da organizaciona kultura predstavlja izvor koji upravlja ljudskim ponašanjem i koji ga uslovljava.
MANUAL_NOTFOUND:Stoga se Barros fokusira na koncept organizacionog ponašanja i posmatra ga kao disciplinu koja proučava način na koji se ljudi ponašaju, uključujući i to kako se njihovo ponašanje može predvideti, razumeti i pratiti.
MANUAL_NOTFOUND:Mi verujemo da ova realnost vodi nametnutom uslovaljavanju članova grupe.
MANUAL_NOTFOUND:Rego i Cunha (2003) dalje potvrđuju da organizaciona kultura predstavlja snažan faktor koji utiče na ponašanje zaposlenih, a isto tako ih motivi-še da budu kreativni i inovativni.
MANUAL_NOTFOUND:Ne umanjujući značaj gorenavadenih stavova, izgleda da se konkurentnost zasniva na proizvodnim postignućima.
MANUAL_NOTFOUND:Tako je i politika industrije bila tema različitih analiza pa se došlo do zaključka da samo “raditi po znanju“ ne garantuje poslovni uspeh.
MANUAL_NOTFOUND:Naime, održiva konkurentnost zasniva se na dinamičkim faktorima za koje Maximiniano Martins (1998:165 i 1997:69) kaže da „nisu neposredno produktivni, kao što su to dizajn, kvalitet, energija, okruženje, istraživanje i razvoj, strateški marketing, unutrašnja organizacija, zdravstvena zaštita i bezbednost na radu, ljudski kapital, inovacije, tehnološki kontekst, diferencijacija proizvoda“.
MANUAL_NOTFOUND:Ovaj autor dalje naglašava da politika određene privredne delatnosti, ako želi da osavremeni poslovni sektor, treba da bude proaktivna.
MANUAL_NOTFOUND:Stoga postoji potreba da se pomogne u izgradnji infrastrukture koja će podržati razvoj industrije; naime, na nivou razvoja ljudskih resursa, to bi značilo osnivanje tehničkih škola, različitih usluga podrške industriji i stvaranje različitih tela koja bi obezbeđivala naučno-tehnološku podršku.
MANUAL_NOTFOUND:Tako, ako uzmemo u obzir devalvaciju vrednosti sintagme „znati pa raditi“, vidimo da se Maximiniano Martins (1998:165,6) zalaže za postojanje međuzavisnosti između proizvodnog i društvenog sistema putem „povećavanja njihove nematerijalne i znanstvene strateške osnove“ i podržava „ekonomsku inteligenciju“ kao oblik reakcije na strukturnu ranjivost.
MANUAL_NOTFOUND:Iako se Oliveira Martins (1998:230) slaže sa mišljenjem koje iznosi Maximiniano Martins, ipak veruje da su obrazovanje i industrija dve osnovne varijable pomoću kojih se u Portugaliji može ponovo uspostaviti konkurentnost.
MANUAL_NOTFOUND:S tim u vezi, Oliveira Martins veruje da „obrazovati nekoga znaci probuditi samostalnost i odgovornost, ali vodi i do toga da taj neko aktivno odgovori na kreativne društvene potrebe“.
MANUAL_NOTFOUND:Stoga, kada se uzmu u obzir ekonomske promene koje se odvijaju na tržištu rada, investiranje u obrazovanje mora da bude strateškog karaktera i treba da ide zajedno sa parametrima kvaliteta, faktorima motivacije i mobilizacije, faktorima koji vode privrednoj i društvenoj koheziji.
MANUAL_NOTFOUND:4.	Primarna analiza podataka i diskusija o rezultatima
MANUAL_NOTFOUND:Da bi objedinile i dovele u određeni odnos svoj organizacioni kontekst sa konkurencijom, organizacije moraju da zadovolje klijenta; da bi to postigle, treba da se usred-srede na to kako da nauče da se ponašaju inovativno.
MANUAL_NOTFOUND:U ovom radu bavićemo se rezultatima koje smo dobili u proučavanju tri portugalske organizacije koje su deo sektora tradicionalne transformacije.
MANUAL_NOTFOUND:Ove organizacije se razlikuju po veličini, ali i dalje spadaju u grupu malih i srednjih preduzeća (SME).
MANUAL_NOTFOUND:U ovoj analizi označićemo ih kao „Slučaj A“, „Slučaj B“ i „Slučaj C“.
MANUAL_NOTFOUND:Slučaj A pripada tradicionalnom sektoru tekstilne industrije, dok Slučaj B i Slučaj C pripadaju proizvodnji i prodaji rezervnih delova u automobilskoj industriji.
MANUAL_NOTFOUND:Imaju dvestašezdeset (260), četrdesetdva (42), odnosno pedesetjednog (51) zaposlenog.
MANUAL_NOTFOUND:Uzorak je obuhvatio sve zaposlene.
MANUAL_NOTFOUND:Procenat validnih odgovora (anketa) bio je 74%, 66,6%, odnosno 43%.
MANUAL_NOTFOUND:U gore pomenutim organizacijama uzorak je obuhvatio sve zaposlene pošto je cilj bio da se izvrši unakrsna analiza i da se ocene stavovi zaposlenih.
MANUAL_NOTFOUND:Pošto su dobili dozvolu od ovih organizacija, autori su lično done-li upitnike u organizacije i zadužili po jednog zaposlenog u svakoj organizaciji da ih podeli ostalima.
MANUAL_NOTFOUND:Ipak, procenat dobij enih odgovora (validnih 74%, 66,6%, odnosno 43% za Slučaj A, B, odnosno C) pokazao je da nisu svi zaposleni popunili upitnike koje su dobili.
MANUAL_NOTFOUND:Sta više, bez obzira na stopu odgovora, pokazalo se da je saradnja zaposlenih i njihova spremnost da odgovore bila veća u sektorima administracije.
MANUAL_NOTFOUND:Podaci koje smo prikupili i koje navodimo u ovom radu analizirani su pomoću SPSS.
MANUAL_NOTFOUND:Jedno od pitanja odnosilo se na identifikovanje zaposlenih u organizaciji u odnosu na starosnu grupu, a cilj je bio da se utvrdi koliko zaposlenih pripada projektnom birou, koliko R and D, a koliko radi u prodaji/mar-ketingu.
MANUAL_NOTFOUND:Odgovore prikazujemo na sledećoj tabeli:
MANUAL_NOTFOUND:Kad posmatramo gornju tabelu, uviđamo da je organizacija predstavljena kao Slučaj A rasporedila samo 1,08% ukupno zaposlenih u komercijalu i marketing i u R and D / projektovanje /istraživanje.
MANUAL_NOTFOUND:S druge strane, ostale dve organizacije koje su manje po obimu, rasporedile su 0% u R and D / projektovanje/istraživanje, ali zato 3,57%, odnosno 54,55% na komercijalne poslove i marketing.
MANUAL_NOTFOUND:Ovi procenti su veći u odnosu na istu strukturu, u poređenju sa Slučajem A.
MANUAL_NOTFOUND:Ako izostavimo organizaciju u Slučaju C koja se bavi i proizvodnjom i marketingom svojih proizvoda, pa stoga i ima toliko zaposlenih u sektorima komercijale i marketinga, brojke za ostale organizacije su male.
MANUAL_NOTFOUND:Moreover, the employees in the organisation - Case B, are all the same young age group or below.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Internationalization of Retail
MANUAL_NOTFOUND:Iva N. Joksimovic
MANUAL_NOTFOUND:Delta sport, Belgrade
MANUAL_NOTFOUND:The focus of the paper is on the development and positioning of the brands, based on international retail chains practice.
MANUAL_NOTFOUND:2.	Dimensions of retail internationalization process contents
MANUAL_NOTFOUND:Form of retail internationalization process
MANUAL_NOTFOUND:There are four broad forms of international retail activities processes: functional, territorial, temporal and structural.
MANUAL_NOTFOUND:Some retailers go international for a long time (for example, CandA in Europe).
MANUAL_NOTFOUND:The retail internationalization process can be hypothetically presented as a several phase process.
MANUAL_NOTFOUND:The key phases are the following:
MANUAL_NOTFOUND:The amount of time for each of the phases changes from one firm to another.
MANUAL_NOTFOUND:The process form
MANUAL_NOTFOUND:The internationalization process causes the resource transformation within a firm as the firm does business in export market.
MANUAL_NOTFOUND:In terms of operational aspects of the firm, these three aspects of resources transformation and technology transfer operate on two levels:
MANUAL_NOTFOUND:1.	The level of key or basic format and the relations that define it, as well as its development, for example, the hypermarket, the shops offering facilities to customers, etc.
MANUAL_NOTFOUND:3.	Outcomes dimensions of retail networ internationalization process
MANUAL_NOTFOUND:Managerial value systems
MANUAL_NOTFOUND:Each of these impact types has its allied processes; thus, for example, the trade management processes and the retail management are important in identifying the competition impacts, whereas the critical processes of the sales channels management and logistic, technology flow management and suppliers management are important for the changes in the demand chain efficiency.
MANUAL_NOTFOUND:We have clear interactions between these outcomes and the internal aspects of the internationalization process, especially resource transformation and the knowledge transfer within the firm.
MANUAL_NOTFOUND:Scope of the retail networks internationalization
MANUAL_NOTFOUND:Every retail internationalization process has to adapt to the scope factor.
MANUAL_NOTFOUND:Prevailing environmental and situational conditions
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:The Role of Conjoint Analysis in the New Product Price Sensibility Research
MANUAL_NOTFOUND:Marija Kuzmanovi], Tijana Obradovi]
MANUAL_NOTFOUND:Faculty of Organizational Sciences
MANUAL_NOTFOUND:It is very important that in the new product development process we should be able to predict its sales price.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Pricing research can use a number of methods, varying in accordance to their capability of providing quality information on the customer preferences, which in turn affect price elasticity.
MANUAL_NOTFOUND:The direct observation, the van Westendorp method, the traditional conjoint analysis, the discrete choice modelling are only some of the methods that allow for getting an insight into the customer behaviour.
MANUAL_NOTFOUND:2.	Demand elasticity, price sensitivity and customer value
MANUAL_NOTFOUND:3.	Price sensitivity research methods
MANUAL_NOTFOUND:The practice knows a number of methods used in defining price sensitivity.
MANUAL_NOTFOUND:3.1.	Direct observation research
MANUAL_NOTFOUND:3.2.	Van Westendorp method (VWSM)
MANUAL_NOTFOUND:3.	) Which price would be low enough to make the quality of the product disputable? (too inexpensive)
MANUAL_NOTFOUND:4.	) Which price would be high enough to make you abandon the idea of buying the product? (too expensive)
MANUAL_NOTFOUND:On the basis of the responses, each of the questions is assigned a cummulative distribution of frequencies which are entered into the graph, where the x-axis denotes the price, and the y-axis shows the number of respondents.
MANUAL_NOTFOUND:3.3.	Traditional Conjoint Analysis
MANUAL_NOTFOUND:Using a 10 point scale where 0 means certainly NOT and 10 certainly YES, answer the following:
MANUAL_NOTFOUND:Which is the probability that you buy a printer of the following characteristics...
MANUAL_NOTFOUND:Relations between the profile, the attribute and the attribute level
MANUAL_NOTFOUND:Profile assessment
MANUAL_NOTFOUND:Utility calculation process
MANUAL_NOTFOUND:A relative attribute importance is a measure to which the attribute impacts the customer’s choice and equals the difference between the greatest and the least utilities of the level of a given attribute, namely: where l is the level with the highest utility value, and l* is the level of the lowest value for the utility within the ^-attribute.
MANUAL_NOTFOUND:The utility function helps determine the individual sensitivities of the attribute value perceived to the change in its values.
MANUAL_NOTFOUND:The flatter the function, the lesser the attribute sensitivity.
MANUAL_NOTFOUND:Conjoint simulation and price sensitivity
MANUAL_NOTFOUND:The task of making choice from a set of alternatives offered
MANUAL_NOTFOUND:3.4.	The Choice Based Conjoint Analysis
MANUAL_NOTFOUND:There is a range of types of discrete choice models.
MANUAL_NOTFOUND:4.	Comparative review of methods
MANUAL_NOTFOUND:The Conjoint analysis is both a technique appropriate for defining the new product prices and a good tool to gather data on preferences for the potential products attributes in the early phases of a new product development, but throughout its life cycle as well.
MANUAL_NOTFOUND:Developing a System of Indicators for Local Community Results from the Developmental Planning Point of View
MANUAL_NOTFOUND:Joze Bencina1, Srecko Devjak2
MANUAL_NOTFOUND:University of Ljubljana, Faculty of Administration 2University of Ljubljana, Faculty of Administration
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008, 10th - 13th.
MANUAL_NOTFOUND:September 2008, Belgrade, Serbia
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:Developmental planning and hence formulation and ensuring the prosperity of communities (local communities, regions, states) is one of the central topics in regional development considerations.
MANUAL_NOTFOUND:The desired outcomes should be planned (strategically, tactically), and the achievements should be controlled.
MANUAL_NOTFOUND:This is the reason that in the numerous strategies of the Slovenian municipalities we practically cannot find any integral strategic documents that would contain all the elements necessary for a successfil implementation of strategies and timely reactions in case they might be departed from for any reasons. In order that this situation be resolved, it is necessary that the approach be consolidated, that the selected objectives be clearly defined and that the tools for data gathering survey and assessment of internal environment: structure, culture, sources	4-	Administration review: administration, top management	-&gt;	Survey and assessment of external environment: social, working and processing, as well as for the reporting of outcomes, be provided.
MANUAL_NOTFOUND:This must act on two levels:
MANUAL_NOTFOUND:Local communities performance measuring methods
MANUAL_NOTFOUND:Examples of indicators for local community performance evaluation
MANUAL_NOTFOUND:The survey begins with four examples of indicators from Slovenia, the index of developmental threats to Slovenian municipalities [17], the index of development potential of Slovenian municipalities [13], and the financial indicators of the municipality [5]. This set of examples is completed with the national indicators for local authorities and partnerships in the United Kingdom
MANUAL_NOTFOUND:ECONOMIC INDICATORS
MANUAL_NOTFOUND:Indicators, or indicator groups	D.-/ O
MANUAL_NOTFOUND:Infrastructure (point in total)	J
MANUAL_NOTFOUND:Nevv apartments in nr 1000	5
MANUAL_NOTFOUND:Economic performance \points inftotal)	4?J
MANUAL_NOTFOUND:Income tax for citizens	17.5
MANUAL_NOTFOUND:Gross returns of companies "population.	10
MANUAL_NOTFOUND:Number of employees/1000	10
MANUAL_NOTFOUND:Number of s.p./1000	5
MANUAL_NOTFOUND:Number of farmers 1000 (neg. cor.)	5
MANUAL_NOTFOUND:Development investments (points in total)
MANUAL_NOTFOUND:Building leases for non'residential objects nr-1000 rnliab.	7.5
MANUAL_NOTFOUND:TOTAL: ECONOMIC INDICATORS	60
MANUAL_NOTFOUND:HUMAN FACTOR
MANUAL_NOTFOUND:Individual indicator	■0/ /0
MANUAL_NOTFOUND:Demographic potential \point in total)	20
MANUAL_NOTFOUND:Number of children in kindergarten / 1000 inhab.	4
MANUAL_NOTFOUND:Number of elementary school children'IOOO inhab.	4
MANUAL_NOTFOUND:Number of weddings-1000	4
MANUAL_NOTFOUND:Weddings, divorces ratio	4
MANUAL_NOTFOUND:Education (point in total)	20
MANUAL_NOTFOUND:Number of pupils.'l 000 inhab.	5
MANUAL_NOTFOUND:Number of students-'1000 inhab.	5
MANUAL_NOTFOUND:Graduated from levels 4 and 5 1000 inhab.	5
MANUAL_NOTFOUND:Graduated from levels 6., 7. and higher 1000 inhab.	5
MANUAL_NOTFOUND:TOTAL HUMAN FACTOR INDICATORS	40
MANUAL_NOTFOUND:Corrective factor: 5 points as regards the sum of all the ranks are taken into consideration by the above calculation
MANUAL_NOTFOUND:The key advantages of the model are that the number of indicators can be controlled and that the data are available.
MANUAL_NOTFOUND:Figure 2: Chart of indicator calculation systems for municipalities in RS [18]
MANUAL_NOTFOUND:The given examples of indicators are, similarly to the European competitiveness index [8], performance oriented and are in no way attached to development potentials and factors. They tell the community in which areas it lags, but do not explain what steps should be undertaken so that performance be better.
MANUAL_NOTFOUND:Table 3: Communities- capita! and strategic issues concerning their growth)
MANUAL_NOTFOUND:In defining the expectations for results we are, by a rule, oriented towards the end-values of indicators that express the desired objectives.
MANUAL_NOTFOUND:Territorial communities are complex systems where numerous factors affecting the expected results should be taken into consideration.
MANUAL_NOTFOUND:The Balanced Scorecard System for Public Sector (BSC)
MANUAL_NOTFOUND:The planning system has to link the planning steps into the activity, validation and adjustment cycles.
MANUAL_NOTFOUND:Explanation
MANUAL_NOTFOUND:SE	strategy execution
MANUAL_NOTFOUND:SI	strategy implementation
MANUAL_NOTFOUND:SL	strategic learning
MANUAL_NOTFOUND:A key advantage appears to be that the perspectives are rather generalized, but are much easier to understand in practice.
MANUAL_NOTFOUND:The objectives and the performance are then integrated upwards, in accordance with the community structure; namely, a number of local communities follows mutual regional objectives, a number of regions follow the state objectives ...
MANUAL_NOTFOUND:the structure of units and their goals (indicators) may be rather complex and branching, hence such an approach can be introduced into a community only accompanied by an appropriate IT support.
MANUAL_NOTFOUND:Fuzzy Aggregation Tree
MANUAL_NOTFOUND:Local community scorecard solution model
MANUAL_NOTFOUND:The Local Community Indicator System Model
MANUAL_NOTFOUND:Significant differences among local communities do make it impossible to consolidate the system entirely, however, it is necessary that a comparison be possible among the communities with similar characteristics.
MANUAL_NOTFOUND:IT Solution for Organizational Tree and for Balanced Bcorecard Tree
MANUAL_NOTFOUND:Each organizational or a local community unit contributes to the system with its own organizational structure and the chosen indicator structure.
MANUAL_NOTFOUND:Discussion and conclusion
MANUAL_NOTFOUND:Hence it was necessary that we first analyse the roles in the system.
MANUAL_NOTFOUND:The result of the investigation into the problem was the definition of the perspectives of the balanced scorecard system (Figure 7).
MANUAL_NOTFOUND:Na istraživačkom području doprineli smo struktruri vidika sistema uravnoteženih indikatora za lokalne zajednice i rešenje za agregiranje vrednosti drvnoj strukturi organizacije i indikatora.
MANUAL_NOTFOUND:Kod prvog nastavićemo istraživački rad traženjem rešenja SUI za pojedinačne oblasti de-lovanja zajednice, a kod drugog uvođenjem i provera-vanjem novih metoda za agregiranje indikatora i predstavljanje rezultata.
MANUAL_NOTFOUND:Aplikativni razvoj celovitog rešenja nalagaće mnogo truda i znatna sredstva.
MANUAL_NOTFOUND:The environment we offer for an exchange of knowledge and experience is the forum on the balanced scorecards solutions2.
MANUAL_NOTFOUND:IS Development Issues Understanding - a Condition and an Object of Social Responsibility for IS in Serbia
MANUAL_NOTFOUND:Mihajlo Pupin Institute, Belgrade
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008, 10th - 13th.
MANUAL_NOTFOUND:September 2008, Belgrade, Serbia
MANUAL_NOTFOUND:1.	Demand for social Responsibility for IS in serbia
MANUAL_NOTFOUND:Information systems bring changes to both an individual, an organization and a society.
MANUAL_NOTFOUND:There are, however, arguments that IT are not ethically neutral, that they include the implicit rules of the profession of their creators, the industries that sell, install and support them ([1], [2]). Moreover, the lack of coordination between the presumptions implicitly built into the IT and the IS and those of their users are usually taken to be the causes of numrous failures of IS implementation projects in the developing countries.
MANUAL_NOTFOUND:Postoje gledišta da je integrisanje IT sa sistemima ljudskih aktivnosti osnovni problem u oblasti IS i da je zanemarivanje "ljudskog okruženja" tj. punog društvenog konteksta osnovni razlog velikog procenta neuspe-šnih IS ([3]).
MANUAL_NOTFOUND:Direktni korisnici IS često ne učestvuju u donošenju odluka o njegovom razvoju.
MANUAL_NOTFOUND:Informacioni sistem, osim na svoje direktne korisnike, često utiče i na druge zainteresovane grupe, čiji se interesi, međutim, često ne razmatraju u procesu razvoja IS.
MANUAL_NOTFOUND:2.	The meaning of social Responsibility for IS - points At issue
MANUAL_NOTFOUND:2.1.	The concept of "responsibility"
MANUAL_NOTFOUND:Uočeno je da se ponavljaju greške vezane za razvoj IS i da su izgleda mnogi naučili da ne uspeju sa IS.
MANUAL_NOTFOUND:Jednim od razloga brojnih neuspeha IS smatra se nespremnost da se uči iz grešaka i da se preuzme odgovornost za ne-uspeh.
MANUAL_NOTFOUND:Da bi se eliminisalo to neodgovorno i neetičkoponašanje, koje nanosi štetu društvu i njegovim članovima, potrebno je da se uspostavi mehanizam društvene odgovornosti za IS.
MANUAL_NOTFOUND:2.2.	The problems in responsibility delegation
MANUAL_NOTFOUND:2.3.	Responsibility for IS
MANUAL_NOTFOUND:3.	Understanding of IS Development issues - condition of responsibility for IS
MANUAL_NOTFOUND:The common understanding of reality is an element of a universal basis of responsibility for IS ([2]).
MANUAL_NOTFOUND:4.	Understanding of IS Development issues - object Of responsibility for IS
MANUAL_NOTFOUND:Knowledge for life and work is becoming increasingly important, hence knowledge is considered to be a must, the object of social responsibility ([13]).
MANUAL_NOTFOUND:To meet the criteria for getting higher degrees and titles in the field of research and science, many IS researchers often choose to deal with simple issues, even in cases when they are aware that it is necessary to conduct more difficult and more complex research ([16]). The consequence is that the society is left not only without proper solutions to real problems, but is often quite unaware that these problems are present.
MANUAL_NOTFOUND:5.	Wis development in serbia and social responsibility
MANUAL_NOTFOUND:Social responsibility is, by a rule, delegated in advance.
MANUAL_NOTFOUND:Software for hydrological modelling
MANUAL_NOTFOUND:5.2.	Studies and general designs
MANUAL_NOTFOUND:5.3.	The Modules
MANUAL_NOTFOUND:5.4.	System approach to WIS development
MANUAL_NOTFOUND:In 2001, the develpment of WIS was approached in a systemic manner.
MANUAL_NOTFOUND:5.5.	New HISD development project
MANUAL_NOTFOUND:The HISD approach did not correspond to the new approach to the WIS development. Furthermore, the HISD development was commenced without taking into account that a project under the same title had already been developed once, that the planned software was already developed, but was not implemented, although it was highly appreciated by the prospective users, on occasions of its presentations.
MANUAL_NOTFOUND:The HISD development commenced with the development of the simulation model for the purposes of management in the river Drina basin, although one such model is already in use in the basin (the only model out of many developed that has for years been in use in the basin - see 5.1.).
MANUAL_NOTFOUND:5.6.	European Union aid programmes
MANUAL_NOTFOUND:6.	Concluding remarks
MANUAL_NOTFOUND:Management of Market and Life Environment Protection
MANUAL_NOTFOUND:Ruzica Milovanovic
MANUAL_NOTFOUND:Faculty of Economics, Kragujevac
MANUAL_NOTFOUND:XI International Symposium SymOrg 2008, 10th - 13th.
MANUAL_NOTFOUND:September 2008, Belgrade, Serbia
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Market management
MANUAL_NOTFOUND:The success the company has made in the positioning of its competitiveness and profitability is directly related to the expertese of the management and their competence in bringing the needs and the offer into accord[2].
MANUAL_NOTFOUND:Creating and maintaining advantage over the competition is a result of a permanent process (Figure 1).
MANUAL_NOTFOUND:Figure 2: Coordinating system
MANUAL_NOTFOUND:In order to meet the customers’ needs in a profitable way, the manufacturers use the information technologies to establish and maintain contacts with their suppliers and other agents, among which are not only the sup-1 Product Life Cycle
MANUAL_NOTFOUND:A higher standard of living in these countries resulted in an increased demand for meat, eggs and milk.
MANUAL_NOTFOUND:In 1985, an average Chinese consumed 20 kilos of meat annually; today,	the quantity exceeded 60 kilos.
MANUAL_NOTFOUND:3.	Environmental protection management
MANUAL_NOTFOUND:To pack a product, such packaging is used whose properties satisfy technological requirements.
MANUAL_NOTFOUND:The selected packaging is then assessed from the economic point of view and valuated according to the techno-economic criteria.
MANUAL_NOTFOUND:According to the data obtained from the Statistical Institute of Serbia, the Recycling Agency and the independent researchers, the data on the waste materials collected, the recycling, the production, the exports and the imports in Serbia in 2005 were as follows:
MANUAL_NOTFOUND:On the basis of the data a conclusion can be drawn that the imports of paper exceeded the exports to a great extent, as is the case of collected and recycled paper, though only a portion of collected paper was recycled.
MANUAL_NOTFOUND:An industry accompanying all other sectors, the packaging production cannot stagnate,
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:A continual improvement of the knowledge and work productivity is the fundamental imperative of the modern economy as well as the most important factor in the global competition of companies, where the main role is played by large corporations. IT are the basic module in achieving technological advantage and adequate protection of environment.
MANUAL_NOTFOUND:5 Corporate social integration - electronic business and public policies
MANUAL_NOTFOUND:Selena Pjesivac, Aleksandar Markovic
MANUAL_NOTFOUND:17 Management accounting statements for the purpose of decision making in banks
MANUAL_NOTFOUND:Draginja P. Djuric
MANUAL_NOTFOUND:25 Production strategy and competitiveness of the dates industry in the United Arab Emirates
MANUAL_NOTFOUND:Khalid Alrawi
MANUAL_NOTFOUND:35 Implementation of the concession mechanism for infrastructure development
MANUAL_NOTFOUND:Milos Milosavljevic, Sladjana Benkovic
MANUAL_NOTFOUND:43 The application of integral approach in local development planning
MANUAL_NOTFOUND:Rade Ivankovic, Mirjana Miljanovic
MANUAL_NOTFOUND:53 E - employment and human resource management
MANUAL_NOTFOUND:Svetlana Mitrovic
MANUAL_NOTFOUND:63 Determination of the time and quality frame of the bussines negotiation process and its internal structure
MANUAL_NOTFOUND:Dragan Gruevski
MANUAL_NOTFOUND:69 Management consulting for SME sector from client perspective
MANUAL_NOTFOUND:Dragan Dukic, Ivica Nikolic
MANUAL_NOTFOUND:79 High technology as a source of competitive advantages
MANUAL_NOTFOUND:Aleksandra Tosovic Stevanovic
MANUAL_NOTFOUND:Corporate social integration - electronic business and public policies
MANUAL_NOTFOUND:SelenaPjesivac*, Aleksandar Markovic **
MANUAL_NOTFOUND:University of Belgrade, Faculty of organisational sciences
MANUAL_NOTFOUND:The concepts of socially responsible business and socially responsible behaviour are part of a broad CSR (Corporate Social Responsibility) system of values.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:It is necessary that the concept of corporate be redefined, starting from its ethymology: the word "corps" is of French origin, first appeared in the XIV century from the Latin word corpus (body).
MANUAL_NOTFOUND:2.	Electronic business as function of public policies
MANUAL_NOTFOUND:Firstly, the Internet is an ideal medium for initiatives that are not enforced by legal regulations.
MANUAL_NOTFOUND:3.	Information symmetry and network externality
MANUAL_NOTFOUND:A decisive factor for an efficient and socially responsible electronic business in the e-Government is the information symmetry, the theory opposite to that of information asymmetry.
MANUAL_NOTFOUND:4.	Social responsibility in e-government
MANUAL_NOTFOUND:A specific feature of the research into the socially responsible electronic business is in its interdisciplinary character, hence the need for an integrated approach.
MANUAL_NOTFOUND:Such an approach requires the competencies of the experts from various disciplines resulting into innovations and new solutions.
MANUAL_NOTFOUND:Moreover, it is a challenge to go from one discipline to the research and analysis of the interaction of a variety of aspects and their holistic interactions, which presents e-Government as a socio-technical system.
MANUAL_NOTFOUND:The category is defined as a set of attributes (dimensions) that lead to a holistic understanding of e-Government.
MANUAL_NOTFOUND:5.	Prospects of csr concept implementation in electronic business
MANUAL_NOTFOUND:The electronic business in e-Government resulted in the standardization and automatization of business processes, as well as in a more proactive approach of the institutions and organizations themselves as regards the right of the public to know/to be informed. The greatest benefit from electronic business is enjoyed by the citizens since now they are in a position to actively participate in almost all the processes of public concern.
MANUAL_NOTFOUND:Management Accounting Statements for the Purpose of Decision Making in Banks
MANUAL_NOTFOUND:Draginja P. Djuric
MANUAL_NOTFOUND:Banca Intesa
MANUAL_NOTFOUND:The influence of the environment on bank development resulted in a new trend of banking services development, and this in turn resulted into a range of information necessary for bank management to monitor certain aspects of business, do risk assessment, better market positioning in a competitive environment, but also improve in quality business decision-making.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:In other words, it is necessary that the bank management dispose of quality and up-to-date information, both from the environment and from within the bank business system. (PIS)
MANUAL_NOTFOUND:This can explain why the importance of the so-called Professional Information System, meant to improve the flexibility and efficiency of banking business, is growing.
MANUAL_NOTFOUND:2.	The management process and the management accounting and reporting system
MANUAL_NOTFOUND:It is for these reasons that the management accounting and reporting system is in practice often extended to the fields of: strategic management, where the stress is put upon the “provision“ of information and data necessary for strategic (long-term) decision making;
MANUAL_NOTFOUND:performance management, concerned with the development of business (operational) decision making through performance management within the organization; and the field of risk management, where the set goals are achieved through the development of the practices of identifying, measuring, managing and reporting on risk exposures.
MANUAL_NOTFOUND:Consistent with other roles in the present organizational scheme of the bank, the role of the individuals in charge of the management accounting and reporting system functioning is twofold.
MANUAL_NOTFOUND:3.	Elements of management accounting and reporting system in the business bank
MANUAL_NOTFOUND:4.	The strategic management segment
MANUAL_NOTFOUND:When dealing with complex international financial organizations, the management accounting and reporting system is normally based on a standardized methodology that allows for creating unified forms that will in turn make the comparison of presented information possible.
MANUAL_NOTFOUND:The last decade has witnessed significant changes in the business bank budgeting process.
MANUAL_NOTFOUND:Strategic and operative plan
MANUAL_NOTFOUND:It is not (un)usual that organizations use a number of forms of strategic plan presentation. Structurally, the strategic plan is composed of two parts - one is qualitative and the other is quantitative.
MANUAL_NOTFOUND:Total loans/deposits Total loans/deposits+capital
MANUAL_NOTFOUND:The capital, where it is necessary that in all the projection years the criterion of minimum capital level stipulated by law is satisfied.
MANUAL_NOTFOUND:6.	Conclusion
MANUAL_NOTFOUND:Production Strategy and competitiveness of the Date industry in the United Arab Emirates
MANUAL_NOTFOUND:Professor Khalid Alrawi
MANUAL_NOTFOUND:This exploratory research will provide an overview of strategic management in the ‘’Date industry ’’ in the United Arab Emirates.
MANUAL_NOTFOUND:2.	Al-Ain Date Factory
MANUAL_NOTFOUND:The United Arab Emirates is one of the largest producers of dates in the world.
MANUAL_NOTFOUND:People in the Emirates are among the largest consumers of this product, and many are connoisseurs.
MANUAL_NOTFOUND:3.	Mission of the ‘’Date Factory’’
MANUAL_NOTFOUND:4.	Goals of the ‘’Date Factory’’
MANUAL_NOTFOUND:5.	The Strategy of the ‘’Date Factory’’
MANUAL_NOTFOUND:6.	Management Implementation of Strategy
MANUAL_NOTFOUND:In addition, the management’s strategic implementation task is complicated by the management’s expectation that managers take the broad company’s goals and strategies and translate them into specific actions that are responsive to the needs of the working environment.
MANUAL_NOTFOUND:The six steps defined by Robbins and Coulter (2005), are regarded as the means by which the strategic process is accomplished.
MANUAL_NOTFOUND:The company’s management faces threats in its environment.
MANUAL_NOTFOUND:The main threat for the present management may come from new products or services from other companies whose aim is to minimize our company’s competitive advantage.
MANUAL_NOTFOUND:Which is better, a two-way distinction between internal and external influences or the four- way SWOT taxonomy?
MANUAL_NOTFOUND:The action decided upon must be sensitive enough to respect the limits of the diverse local constituencies, as well as pragmatic enough to achieve the expected strategy outcome, and creative enough to balance the diverse internal and external demands of constraints.
MANUAL_NOTFOUND:Improving access to technological networks of international standards can be very expensive and beyond the reach for many of them including the ‘’Date Factory’’.
MANUAL_NOTFOUND:7.	Leveraging ‘’Date Factory’’ Performance
MANUAL_NOTFOUND:The purpose of this renewal strategy for the management is to stabilize operations, utilization of resources and capabilities to improve the level of competition in the market.
MANUAL_NOTFOUND:8.	Building a Successful Strategy
MANUAL_NOTFOUND:These three elements contribute to the fourth	vestment.
MANUAL_NOTFOUND:To assure that this incentive is not neutralized element of success (i.e., effective implementation).
MANUAL_NOTFOUND:One of the Mangers said that, unfortunately, the government policy towards the medium-sized enterprises has not been as extensive or as effective as it should and could be.
MANUAL_NOTFOUND:9.	The Management New Strategy:
MANUAL_NOTFOUND:From different strategies available the most important ones probably are the following:
MANUAL_NOTFOUND:1-	Quality: The new strategies for the management to follow require a commitment to quality that would support its products and its goodwill in the local markets and abroad.
MANUAL_NOTFOUND:In this respect the following two strategies may be suitable to the company in the long-run, to open new markets abroad, and therefore increase its market share.
MANUAL_NOTFOUND:3-	Management roles and thinking in constantly questioning, challenging, stirring up, and changing things in a way that forces adaptation and learning.
MANUAL_NOTFOUND:4-	Going International in the future through opening foreign markets, and diversifying the product portfolio.
MANUAL_NOTFOUND:The aims of the above two strategies are to enhance the management competition in its businesses. -	A Functional Strategy-based view - institutional forces, such as economic reforms and government policy, contribute to differences in the firm performance.
MANUAL_NOTFOUND:Examples of two strategies to follow by the management are:
MANUAL_NOTFOUND:5-	Meet customer short-haul needs at competitive price and cost.
MANUAL_NOTFOUND:10.	Summary
MANUAL_NOTFOUND:Implementation of the Concession Mechanism for Infrastructure Development
MANUAL_NOTFOUND:Miloš Milosavljevic, Slađana Benković2
MANUAL_NOTFOUND:The development of infrastructure is one of the key indicators of the entity’s economic development potential, whether the entity is corporation, industry, national or supranational economy.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Economic justification of investing into infrastructure
MANUAL_NOTFOUND:This is explained by the fact that public spending has no impact upon the public sector efficiency, and is funded from distorsive taxes that have a negative effect upon the scope of private investments, through the systems of reducing the total return on investments.
MANUAL_NOTFOUND:A large number of both practitioners and academics maintain that it is only the partnership between the public and private sectors (PPP) that can be sustainable in the long run.
MANUAL_NOTFOUND:Private initiative is no novelty in the developed countries; in Great Britain it is used to a lerge extent.
MANUAL_NOTFOUND:It is not, however, likely that the private financial initiative will entirely replace the traditional way of financing infrastructure projects from public sources.
MANUAL_NOTFOUND:It is more likely that it will more or less serve to diminish the gap between the needs for infrastructure and the potentials of individual national economies in meeting these needs.
MANUAL_NOTFOUND:The goals are most frequently to achieve the economy of scope in a more adequate way, that is, to avoid rival relations and acrimony which sometimes characterises the conventional models of project execution.
MANUAL_NOTFOUND:Instead, they ensure that all parties collaborate to the benefit of the infrastructural project.
MANUAL_NOTFOUND:3.	Concessions and bot arrangements
MANUAL_NOTFOUND:4.	Conceder’s role in concession contract implementation
MANUAL_NOTFOUND:The concessions and BOT models require an active collaboration and support from the concedent, a stable political and economic climate, a defined and stable legal environment, a convertible currency, as well as other conditions the investors expect anyway.
MANUAL_NOTFOUND:The state and quasi-state bodies create the legislative and overall conceptual framework for the development of the concession as an element of the partnership between the public and the private sectors.
MANUAL_NOTFOUND:-retical and practical establishment of the concession process and the development of specific models to execute infrastructure projects is anticipated.
MANUAL_NOTFOUND:In principle, the state has to:
MANUAL_NOTFOUND:1)	Define and create a general environment for the development of public-private partnership,
MANUAL_NOTFOUND:2)	Be actively involved in the selection of the private agent, and
MANUAL_NOTFOUND:3)	Monitor the execution of infrastructure projects directly or indirectly.
MANUAL_NOTFOUND:4.1.	Creating an adequate investment and regulatory environment
MANUAL_NOTFOUND:4.2.	Creating proper institutions for the concession holder selection
MANUAL_NOTFOUND:4.3.	Active participation of public bodies in the project life cycle phases
MANUAL_NOTFOUND:The commonest solution is to establish an interdisciplinary team that will continually monitor and control the ices provided.
MANUAL_NOTFOUND:5.	Concession holder’s role in the concession contract implementation
MANUAL_NOTFOUND:The risk allocation in the infrastructure projects financing is not an abstract phenomenon.
MANUAL_NOTFOUND:Usually, the risks taken by the public or by the private sector are defined imperatively, by law or by contract, agreed upon by both the concession holder and the conceder.
MANUAL_NOTFOUND:6.	Conclusion
MANUAL_NOTFOUND:The Application of Integral Approach in Local Development Planning
MANUAL_NOTFOUND:Rade Ivankovi], Mirjana Miljanovi]2
MANUAL_NOTFOUND:1	Faculty of Manufacture and Management, Trebinje
MANUAL_NOTFOUND:2	Faculty of Manufacture and Management, Trebinje
MANUAL_NOTFOUND:The changed living conditions and current issues of concern call for a different approach in problem solving from the point of view of both local administration and citizens.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The strategy is actually the end result of strategic planning.
MANUAL_NOTFOUND:Strategic planning or strategic framework development is always related to a wider image.
MANUAL_NOTFOUND:2.	Methodology of developmet strategy creation
MANUAL_NOTFOUND:3.	Abstract from the socio-economic analysis
MANUAL_NOTFOUND:Economic situation
MANUAL_NOTFOUND:Evident is a substantial improvement in the ratio between the number of firms and the number of inhabitants, from 1:60 in 2004 to 1:42 in 2007, which is mainly the result of the growth in the number of entrepreneurial businesses.
MANUAL_NOTFOUND:Business Environment Conditions
MANUAL_NOTFOUND:Agriculture
MANUAL_NOTFOUND:Ecology
MANUAL_NOTFOUND:Area and Infrastructure
MANUAL_NOTFOUND:Social Infrastructure
MANUAL_NOTFOUND:5.	Swot analysis
MANUAL_NOTFOUND:6.	Development vision
MANUAL_NOTFOUND:Methodologically, the development vision is the ideal an entity seeks to achieve in its development.
MANUAL_NOTFOUND:7.	From strategic goals to projects
MANUAL_NOTFOUND:8.	Major suggestions in strategy implementation
MANUAL_NOTFOUND:9.	Strategy implementation monitoring and evaluation
MANUAL_NOTFOUND:Number of Firms Indicator
MANUAL_NOTFOUND:New 20-30 firms a year means that approximately one new firm will be started per 1000 inhabitants.
MANUAL_NOTFOUND:For comparison purposes, in the Istra district, 3-4 new firms are established per 1000 inhabitants.
MANUAL_NOTFOUND:Employment Indicator
MANUAL_NOTFOUND:Given that large privatized companies suffer significant losses, the trend of downsizing is expected to continue in the period of their restructuring, until 2012.
MANUAL_NOTFOUND:According to the dynamics so far, this amounts to 4% or 200 employees annually.
MANUAL_NOTFOUND:Local Economy Iincome Indicator
MANUAL_NOTFOUND:In the already mentioned large privatized companies a decline in income is anticipated.
MANUAL_NOTFOUND:Profitability and Productivity Indicator
MANUAL_NOTFOUND:Demographic Rejuvenation Indicator
MANUAL_NOTFOUND:Approximately 320 people die in Trebinje every year, and, due to the ageing population, there is a tendency that the rate of deaths increases.
MANUAL_NOTFOUND:The plan is to have 330 new born babies in 2012, and 380 babies in 2017 (the number of babies born at Trebinje in 1999).
MANUAL_NOTFOUND:10.	Conclusion
MANUAL_NOTFOUND:This paper deals with electronic employment.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:3.	E-employment
MANUAL_NOTFOUND:The environment in which the human resource management operates is constantly changing, the changes being evident in the character of work and employment, in education and knowledge innovation, in economic restructuring, demographic differences and the life style.
MANUAL_NOTFOUND:All the organizational sectors as well as the organization as a whole have to adapt to the global structural changes and the requirements of the period.
MANUAL_NOTFOUND:The development of information technologies and communication networking websites has had an impact upon the organizational functioning and business operations.
MANUAL_NOTFOUND:The sites announcing job offers abroad also display information on work licences, accommodation, social security etc.
MANUAL_NOTFOUND:The broad band Internet, the ADSL and a modern communication software allow for an increased number of computer equipment users to start their own businesses or do their business from home (eWorking).
MANUAL_NOTFOUND:Job seekers, users of the Internet are well acquainted with how its use may contribute that employment be more efficient.
MANUAL_NOTFOUND:3.1	On-line job offers
MANUAL_NOTFOUND:In the employment segment the Internet helps the employers announce job offers in a less expensive way, with no time or geographical limitations.
MANUAL_NOTFOUND:3.2	E-professional biography
MANUAL_NOTFOUND:The employment websites and on-line social networking websites often offer suggestions on how to write an e-professional biography.
MANUAL_NOTFOUND:It is important that the applicants for the vacancies send the data from their professional biography in the format required by the employer.
MANUAL_NOTFOUND:3.3	On-line social networking websites in e-employment
MANUAL_NOTFOUND:LinkedIn is a business-oriented social networking website.
MANUAL_NOTFOUND:The LinkedIn offers professional services in recruitment,
MANUAL_NOTFOUND:in job announcement and in their search by the key word, by the country or by the post code.
MANUAL_NOTFOUND:4.	Implementation of the E-employment concept
MANUAL_NOTFOUND:Facing the challenges of technology development and market requires that the managers be qualified to promptly adjust the work processes and the organizational functioning to the changed conditions of business.
MANUAL_NOTFOUND:A long experience in the human resource management, and in the research into the employment issues at home and abroad, motivated the author of this paper to adapt the activities and the entire process of employment with an active implementation of information technologies and communication networking websites to the individuals in search for jobs.
MANUAL_NOTFOUND:4.1 E-employment model activities
MANUAL_NOTFOUND:The vacancy can be filled up temporarily or permanently, depending on the type and the duration of the given activities.
MANUAL_NOTFOUND:E-applications from potential candidates.
MANUAL_NOTFOUND:In accordance with the business ethics code, the information on the candidates may be used solely for the purpose of their employment.
MANUAL_NOTFOUND:The most often quoted selection criteria are the following: education, type and level of qualification, work experience, character traits, skills and specific knowledge.
MANUAL_NOTFOUND:The shortlisted potential candidates on the e-list are given instructions for the online selection.
MANUAL_NOTFOUND:The selection is discontinued for the potential candidates that fail to obtain required results in one of the ensuing phases of selection and the reasons are stated for such a decision.
MANUAL_NOTFOUND:The tests used in the employment process are classed as: intelligence tests, proficiency tests, aptitude tests, special competency tests, training ability tests, achievement tests, personality tests, etc.9
MANUAL_NOTFOUND:The tests the employers use most are the following:
MANUAL_NOTFOUND:Online proficiency tests - the candidates with work experience are often submitted to proficiency tests to see whether their knowledge meets the requirements of the workpost.
MANUAL_NOTFOUND:These can be classed into two categories: the tests that measure general mental capabilities or general intelligence and those that measure specific abilities and potentials.
MANUAL_NOTFOUND:The online interview.
MANUAL_NOTFOUND:The candidate selection statement.
MANUAL_NOTFOUND:The candidates that applied are notified by e-mail, with the exception of those candidates that are presented to the employer.
MANUAL_NOTFOUND:They are informed on the final decision via the cell-phone, the Internet phone (VoIP) or Skype.
MANUAL_NOTFOUND:Employee e-filing.
MANUAL_NOTFOUND:In order that the employee exercise his labour relations rights, the human resource manager fills in the forms (e-file of taking up or discontinuing employment, health ensurance e-file, social security e-file) and sends them to respective organizations,
MANUAL_NOTFOUND:the National Employment Office (NSZ), the Pension and Disable persons Insurance Fund (PIO) and the registry office of health-care insurance.
MANUAL_NOTFOUND:4.2	The advantages of the model of e-employment implementation in the human resource management
MANUAL_NOTFOUND:The proposed model of e-employment is a new organizational model that makes use of the information and communication technologies in the employment segment.
MANUAL_NOTFOUND:It connects the employment subjects in a dynamic way.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Determination of the Time and Quality Frame of the Bussines Negotiation Process and its Internal Structure
MANUAL_NOTFOUND:Faculty of Administration and Information Systems Management Bitola, Republic of Macedonia
MANUAL_NOTFOUND:What does it mean to negotiate in the world of business, anyway?
MANUAL_NOTFOUND:Nevertheless, the elements of negotiation to reach divergent interests are present in each case.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Structure of the work
MANUAL_NOTFOUND:3. Issue and object of the research
MANUAL_NOTFOUND:Such determination of the problem, emphasizes the predominantly explorative character of this work.
MANUAL_NOTFOUND:(How do the situation factors exercise their influence?
MANUAL_NOTFOUND:Which are the main characteristics of these relations?)
MANUAL_NOTFOUND:4. Relevance and scientific justification of the research
MANUAL_NOTFOUND:Today, there is a huge amount of material, experiences, models, patterns, rules and acts about the negotiation worldwide.
MANUAL_NOTFOUND:Many schools were popularized; many methods and approaches were offered as the best ones.
MANUAL_NOTFOUND:5. Research hypothetical frame
MANUAL_NOTFOUND:6.	Method approach
MANUAL_NOTFOUND:Explorations generated by analysis of profiles, conclusions and acts of previously distinguished managers, systematized personal experiences and 2.)
MANUAL_NOTFOUND:Classical experiments, psycho-metrical and other tests in the aim of evaluating the relations between established variables.
MANUAL_NOTFOUND:7.	Conclusive anticipations
MANUAL_NOTFOUND:Namely, the estimated values show that the attitude and the approach during the negotiation among traders as well as among service providers is very similar, but they have different “time duration”. (t = 2.69 &gt; 2.57 *0.01) The explanation of this involves two probable reasons: 1) the “longer time of negotiation” probably.
MANUAL_NOTFOUND:Neither they nor the level of originality in their experience and skill gained by their everyday practice to haggle, bargain, shopping, sales and 2) the different types of goods (items of trade) impose the different times for negotiation because many questions are to be answered about their quality, price, conditions stipulations of payment, stipulations of refusal of goods, servicing and guaranties, transport etc.
MANUAL_NOTFOUND:Neither they neither the level of their legitimate power. (X2 = 4.24 less than5.99	/ s.s. 2) But this stands quite on the contrary relating to the above mentioned researches.
MANUAL_NOTFOUND:How to describe this obvious contradiction?!
MANUAL_NOTFOUND:The explanation emerges from the essence of the interaction of communication relations and their complexity.
MANUAL_NOTFOUND:But this is not the case with the level of tolerance of frustration.
MANUAL_NOTFOUND:Regarding the above mentioned variables only the issue of the decision making risk is seriously elaborated (Stoner, Kogan and Wallach, Miller, Moscovici and Zavalloni, De Goulleu).
MANUAL_NOTFOUND:Management Consulting for SMEE Sector from Client Perspective
MANUAL_NOTFOUND:Dr Dragan Duki]', Dr Ivica Nikoli]2
MANUAL_NOTFOUND:The paper analyzes the views of the owners and managers of small and medium-sized enterprises on management consulting in the transitional circumstances in Serbia.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Objectives and methodology
MANUAL_NOTFOUND:3.	Clients’ view of management consulting
MANUAL_NOTFOUND:3.1.	What precedes consulting engagement
MANUAL_NOTFOUND:The activities preceding the consulting engagement are of great importance for an efficient execution of the project the consultant is engaged in.
MANUAL_NOTFOUND:Among other things, they include: the recognition of the need for a consulting service, the description of the consulting project task, goals included, the decision on what kind of service and what type of consultant are required, recruiting an appropriate and qualified consultant, closing a contract with the consultant or the agency/company.
MANUAL_NOTFOUND:The consultants’ competences include the skills (technical as well as those related to certain behaviours), knowledge, and attitudes.
MANUAL_NOTFOUND:3.2.	Strategy and strategic competencies
MANUAL_NOTFOUND:The strategy is a set of rules and decisions guiding the organizational behaviour and is really intangible and abstract in concept, providing no direct or concrete results as to the organizational performance.
MANUAL_NOTFOUND:Greiner and Metzger defined management consulting as “... contracted and delivered consulting service to organizations by specially trained and qualified people, who objectively and autonomously help the client organization identify the problems of management, analyse them, and who propose adequate solutions and also help implement the solutions.“
MANUAL_NOTFOUND:3.3.	Management consulting performance measuring
MANUAL_NOTFOUND:In case the consultant offers inadequate counsel, the consequences the client experiences may vary, from the decreasing growth rate, to the crisis situation a emergence, to the bancruptcy of the organization.
MANUAL_NOTFOUND:4.	Research findings analysis
MANUAL_NOTFOUND:Reasons for consulting engagement
MANUAL_NOTFOUND:4.2.	Consultants’ strategic competencies - clients’ standpoint
MANUAL_NOTFOUND:The literature review shows some consultants’ strategic competences identified by the clients.
MANUAL_NOTFOUND:3.	Rationality
MANUAL_NOTFOUND:5.	Expertise
MANUAL_NOTFOUND:9.	Objectivity
MANUAL_NOTFOUND:12.	Colsuntant’s own success
MANUAL_NOTFOUND:4.3.	Consulting performance indicators - clients’ standpoint
MANUAL_NOTFOUND:He can do it in that he hires consultant(s) for small projects, which mean not so much work and not so high costs.
MANUAL_NOTFOUND:If satisfied with the results, he can continue and extend the collaboration.
MANUAL_NOTFOUND:6.	Implementation of the proposed solutions
MANUAL_NOTFOUND:We see that both financial and non-financial performance indicators are listed.
MANUAL_NOTFOUND:The result is that the majority of strategic competencies affect both financial and non-financial indicators.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:Hence it is of great importance that the consultants should be capable of understanding the client correctly and fullfilling his expectations as accurately as possible.
MANUAL_NOTFOUND:The smaller the client’s firm, the greater entrepre-neural spirit and management style; therefore, it can be taken for certain that the owners and managers of small and medium-sized enterprises are entrepreneurs.
MANUAL_NOTFOUND:High Technology as a Source of Competitive Advantages
MANUAL_NOTFOUND:Mr Aleksandra Tošovic-Stevanovic
MANUAL_NOTFOUND:Faculty of Business studies, Belgrade
MANUAL_NOTFOUND:All economies generate or exploit new technology and knowledge, but some are more intense in this process than others.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Technological changes
MANUAL_NOTFOUND:Technology is a process, technique or methodology -materialized in the product design or in manufacture or service providing processes - that transforms the inputs of labour, capital, information, material and energies into the outputs of a greater value.
MANUAL_NOTFOUND:Technology refers to the processes in which the organization transforms the labour, capital, materials and in-fromation into products and services.
MANUAL_NOTFOUND:Technological changes have an important role in the competitive dynamics.
MANUAL_NOTFOUND:In some cases, new technologies even lead to opening new markets.
MANUAL_NOTFOUND:3.	Characteristics of high technologies
MANUAL_NOTFOUND:4.	The oecd classification into four groups of technologies on the basis of the r and d intensity level
MANUAL_NOTFOUND:1.	high technologies
MANUAL_NOTFOUND:2.	medium technologies
MANUAL_NOTFOUND:3.	low technologies.
MANUAL_NOTFOUND:Four groups of manufacturing industries are recognized as a result:
MANUAL_NOTFOUND:1.	high technologies
MANUAL_NOTFOUND:2.	medium-high technologies
MANUAL_NOTFOUND:3.	medium-low technologies
MANUAL_NOTFOUND:4.	low technologies
MANUAL_NOTFOUND:The evolution going on within that frame is possible to witness on the example of the most highly developed OECD countries in the modern world economy.
MANUAL_NOTFOUND:5.	International trade vs technology intensity
MANUAL_NOTFOUND:Among the high technology industries, a relatively slow growth was recorded only in office equipment and in computers.
MANUAL_NOTFOUND:High and medium-high R and D-intensive industries made up more than two thirds of the total industrial exports of the OECD countries in 2005.
MANUAL_NOTFOUND:In Japan and in Gremany, the exports of economic activities of medium-high technologies include machinery and equipment, motor vehicles, chemicals, etc.
MANUAL_NOTFOUND:Technology-intensive exports and high technology exports are responsible for a majority of growth in trade in the last decade of the twentieth century.
MANUAL_NOTFOUND:6. New high technology exporters
MANUAL_NOTFOUND:7.	HTI indicators analysis
MANUAL_NOTFOUND:The result also reflect significant differences among a number of new and transitional economies.
MANUAL_NOTFOUND:8.	Forms of cooperation in the field of high technologies
MANUAL_NOTFOUND:The network assisted learning process itself is primarily affected by the characteristics of the learners themselves (their competences, ambition sharing) and types of realtions“.
MANUAL_NOTFOUND:Strategic alliances are designed for the purpose of improving or dramatically changing the position due to the development of new technologies, new products and new markets.
MANUAL_NOTFOUND:Outsourcing creates direct and indirect opportunities for the access to the business partner’s knowledge and skills, technologies, competencies, strategic orientation.
MANUAL_NOTFOUND:Strategic alliances can achieve a sustainable competitive advantage on condition the cooperation involves the learning transfer.
MANUAL_NOTFOUND:9.	Conclusion
MANUAL_NOTFOUND:Research Methods in Business Studies
MANUAL_NOTFOUND:P. Ghuari, K. Gronhaug, Research Methods in Business Studies, Prentice Hall, 2010
MANUAL_NOTFOUND:According to the authors’ introductory notes, the book is intended primarily for the students at the MBA programmes, master studies and for research-oriented undergraduate students.
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:Number 56, Year XV September 2010.
MANUAL_NOTFOUND:5 Impact of management upon organizational network Effectiveness
MANUAL_NOTFOUND:Ondrej Jasko, Ana Jasko, Mladen Cudanov
MANUAL_NOTFOUND:13 Risks of project financing
MANUAL_NOTFOUND:Sladana Benkovic, Milos Milosavljevic
MANUAL_NOTFOUND:23 Search engine optimization: understanding key elements of high page ranking
MANUAL_NOTFOUND:Marko Urh
MANUAL_NOTFOUND:28 Project portfolio management
MANUAL_NOTFOUND:Petar Jovanovic, Tatjana Rudic, Vesna Sobajic, Marko Makaric
MANUAL_NOTFOUND:35 Development of higher environmental education program
MANUAL_NOTFOUND:Natasa Petrovic
MANUAL_NOTFOUND:43 Ecodesign in the context of customers and producers point of view
MANUAL_NOTFOUND:Matja' Maletic, Damjan Maletic, Bostjan Gomiscek
MANUAL_NOTFOUND:53 Value-at-risk estimation with multivariate garch models
MANUAL_NOTFOUND:Nebojsa Nikolic, Vesna Manojlovic
MANUAL_NOTFOUND:69 Three-dimensional (3d) contribution matrix of sustainability strategy, brand value and financial-market results in car-industry D'enis Bajramovic
MANUAL_NOTFOUND:78 You tube: knowledge management and new media services
MANUAL_NOTFOUND:Igor Jovanovski
MANUAL_NOTFOUND:85 External measures of managers success to create shareholder value
MANUAL_NOTFOUND:Milan Cupic
MANUAL_NOTFOUND:Impact of Management Upon Organizational Network Effectiveness
MANUAL_NOTFOUND:Ondrej Jasko', Ana Jasko2 Mladen Cudanov',
MANUAL_NOTFOUND:XII International Symposium SymOrg 2010, 09 -12 June 2010, Zlatibor, Serbia
MANUAL_NOTFOUND:This paper explores the process of managing organizational networks and explains the impact that management has on the effectiveness of organizational networks.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Forms of network management
MANUAL_NOTFOUND:2.1	Participants - networks that are managed
MANUAL_NOTFOUND:The most frequent form in practice, and the simplest one, is the participant management.
MANUAL_NOTFOUND:2.2	Leading organization in network management
MANUAL_NOTFOUND:2.3.	Network administration organization (NAO model)
MANUAL_NOTFOUND:The third form of network management is the network administration organization or a NAO model.
MANUAL_NOTFOUND:3.	Network management and effectiveness
MANUAL_NOTFOUND:3.1.	Consensus on network objectives
MANUAL_NOTFOUND:Homophily was often offered as an explanation why certain actors are attractive for each other and why the form of relationships is a network.
MANUAL_NOTFOUND:In any case, in objective-oriented networks, not only the organizational, but also the objectives on the network level, lead the organizational activity.
MANUAL_NOTFOUND:3.2.	Need for competence on the network level
MANUAL_NOTFOUND:4.	Recommendations for the network management process development
MANUAL_NOTFOUND:The final issue in this work is the network development.
MANUAL_NOTFOUND:Risks of Project Financing
MANUAL_NOTFOUND:Benkovi] Slalana , Milo[ Milosavljevi]
MANUAL_NOTFOUND:1Faculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:Project financing is a model of financing the projects based on the analysis of the feasibility of the project itself, since only the projects whose generated money inflow from the project is high enough to allow for the repay of invested funds are considered eligible.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Risks in project financing
MANUAL_NOTFOUND:3.	Project finance risk classification
MANUAL_NOTFOUND:There is a number of risk classifications in project finance.
MANUAL_NOTFOUND:3.1.	Commercial risks
MANUAL_NOTFOUND:The environmental protection risk refers to the effects the project may cause by the postponement of the development of its design or by its unavoidable redesign due to the failure to incorporate new standards and regulations.
MANUAL_NOTFOUND:Operational risks refer to the factors that may impact the project execution in the operational phase (in the period the project is put into effect).
MANUAL_NOTFOUND:The technology risk refers to the technologies defined in the project documentation, but that do not work according to their specification or become prematurely inapplicable.
MANUAL_NOTFOUND:This risk refers to the case when the project performances are inadequate due to poor operational management.
MANUAL_NOTFOUND:Two largest groups of costs in any project are the supplier costs and the debt servicing costs and they should be fixed.
MANUAL_NOTFOUND:There are periods when the project is not in operation (regular maintenance or unexpected disruptions in operation) and then it does not earn income and in some cases even has to pay penalties.
MANUAL_NOTFOUND:The maintenance risk is managed by the contractor, according to the contract on project guidance and maintenance.
MANUAL_NOTFOUND:The income risk refers to the danger that the project will fail to generate the income high enough to cover the expenses, to service debts, and to achieve the planned rates of returns on invested assets.
MANUAL_NOTFOUND:In order that the project execution be successful it is necessary that a continuous supplies of power, material and other inputs be effected at reasonable prices, since that can be the crucial moment in the manufacturing of products or service provision planned in the project execution.
MANUAL_NOTFOUND:The force majeure risk refers to the factors from the domain of force majeure, such as strikes, floods, fires or catastrophic technical errors that can reduce the capacities or temporarily or poermanently stop the project.
MANUAL_NOTFOUND:The project is also exposed to risk of force majeure during the effectuation period.
MANUAL_NOTFOUND:Lenders sometimes insist that they be protected against this form of force majeure.
MANUAL_NOTFOUND:When drawing project contracts, the force majeure risk can prove to be a sensitive issue.
MANUAL_NOTFOUND:A special type of risk may be a result of the discrepancies of project contracts.
MANUAL_NOTFOUND:3.2.	Financial risks
MANUAL_NOTFOUND:3.3.	Political risks
MANUAL_NOTFOUND:If these conditions are not fulfilled, the political risk may increase significantly.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:Search Engine Optimization: Understanding Key Elements of High Page Ranking
MANUAL_NOTFOUND:XII International Symposium SymOrg 2010, 09 -12 June 2010, Zlatibor, Serbia
MANUAL_NOTFOUND:The paper deals with the importance of web page optimization.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Figure 1 shows us the most popular engines in USA and EU.
MANUAL_NOTFOUND:Now, among all the web page visits that are conducted in the United States that were immediately preceded by a search engine search, Google is responsible for the majority.
MANUAL_NOTFOUND:73 percent of search engine users never look beyond the first page of returned results.
MANUAL_NOTFOUND:Accordingly, the competition for high ranking for popular user queries is now extremely intense.
MANUAL_NOTFOUND:Company could have a high search engine ranking either by web page optimization or by ad words that are payable.
MANUAL_NOTFOUND:We can expect a continuous growth of internet users.
MANUAL_NOTFOUND:One of the important reasons is easier way of doing everyday’s stuff.
MANUAL_NOTFOUND:Time and money savings have the greatest impact on internet usage besides social factors.
MANUAL_NOTFOUND:2.	Search engine optimization
MANUAL_NOTFOUND:Understanding who your target audience is and what they are searching for can greatly increase the effectiveness of a search engine optimization campaign.
MANUAL_NOTFOUND:Off-line optimization is usually carried out by a process of increasing the healthy links that are directed to the page, which we want to increase the number of visits.
MANUAL_NOTFOUND:Price and competition for certain keywords, is the largest in the area where they are most searches for individual words. The smaller the search, the less competition and prices, as shown in Figure 2 when choosing keywords is necessary to choose the correct keywords and taking into account the resources we have available and the frequency of the searches.
MANUAL_NOTFOUND:2.1	‘On-page’ Optimization
MANUAL_NOTFOUND:Page File Size
MANUAL_NOTFOUND:Amount of Links
MANUAL_NOTFOUND:Title Tag
MANUAL_NOTFOUND:Interactive Web Page Features
MANUAL_NOTFOUND:URL (Uniform Resource Locators)
MANUAL_NOTFOUND:Images and Alt Text
MANUAL_NOTFOUND:Anchor Text of Internal Links and Headings
MANUAL_NOTFOUND:2.2	‘Off-page’ Optimization
MANUAL_NOTFOUND:User’s exchange textual information, pictures, video content and other information
MANUAL_NOTFOUND:Social Networks
MANUAL_NOTFOUND:It is becoming more and more important that you are present on these social networks because they are also a part of search engines ranking list.
MANUAL_NOTFOUND:With the help of social networks we can further increase the awareness and promotion of our products, events...
MANUAL_NOTFOUND:Now days, Facebook, YouTube, Flicker and Twitter, and especially corporate blogs, have a big and leading role in a social networks world.
MANUAL_NOTFOUND:Link Popularity of Specific Page
MANUAL_NOTFOUND:2.3.	Other aspect of optimization
MANUAL_NOTFOUND:The purpose of most web pages is to be visible to visitors online.
MANUAL_NOTFOUND:Optimization has two methods;
MANUAL_NOTFOUND:Links between the pages are made with a help of connections that use »anchor text« for connecting words.
MANUAL_NOTFOUND:3.	Conclusion
MANUAL_NOTFOUND:Some spiders fetch entire pages; other are easily bored and look at only some of the content.
MANUAL_NOTFOUND:Research and experience in this field shows us that most of the users are attracted to the web pages that are located at the top of the first page.
MANUAL_NOTFOUND:Project Portfolio Management
MANUAL_NOTFOUND:Petar Jovanovi], Tatjana Rudi]2, , Vesna [obaji], Marko Makari]
MANUAL_NOTFOUND:The Project Management College, Belgrade 2Mikromace Group, Podgorica
MANUAL_NOTFOUND:The paper presents the basic characteristics of the project portfolio management process and the process itslef.
MANUAL_NOTFOUND:2.	Project portfolio management - definition
MANUAL_NOTFOUND:The portfolio creation is a continual process that includes the selection and the prioritization of projects and programmes to create the portfolio, and then a continuous monitoring and the reconstruction of the portfolio in the sense of possible moving certain projects out of the portfolio or including new projects into it.
MANUAL_NOTFOUND:3.	Project portfolio management process
MANUAL_NOTFOUND:The project selection and prioritization is the initial stage in which the characteristics and contributions of the proposed projects are compared to the set selection criteria, in order that the project portfolio be created.
MANUAL_NOTFOUND:The selection phase completed, we have at disposal a set of projects and programmes adjusted to the organizational strategic objectives.
MANUAL_NOTFOUND:The ensuing procedure of selection and ranking is to help determine which projects and programmes will constitute the project portfolio.
MANUAL_NOTFOUND:The definition of the project portfolio is followed by the execution of individual projects and programmes that are part of the portfolio.
MANUAL_NOTFOUND:The defined project portfolio, i.e., the projects and programmes it consists of, have to be executed in order to derive the benefits for the organization and achieve strategic objectives.
MANUAL_NOTFOUND:The final stage in the project portfolio management process consists of a continual monitoring and control of the execution of individual projects and programmes as well as of the entire portfolio.
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:Development of Higher Environmental Education Program
MANUAL_NOTFOUND:1Fakultet organizacionih nauka u Beogradu
MANUAL_NOTFOUND:Education for Sustainable Development is an investment in our future... each respective country should ensure that appropriate resources are made available for its development’ - World Summit on Sustainable Development: Plan of Implementation.
MANUAL_NOTFOUND:2.	Promoting education, public awareness and training
MANUAL_NOTFOUND:PROGRAMME AREAS
MANUAL_NOTFOUND:A.	Reorienting education towards sustainable development
MANUAL_NOTFOUND:Basis for action
MANUAL_NOTFOUND:Education, including formal education, public awareness and training should be recognized as a process by which human beings and societies can reach their fullest potential.
MANUAL_NOTFOUND:Activities
MANUAL_NOTFOUND:Basis for action
MANUAL_NOTFOUND:Objective
MANUAL_NOTFOUND:Activities
MANUAL_NOTFOUND:Basis for action
MANUAL_NOTFOUND:4.	A framework for curriculum development for higher environmental education
MANUAL_NOTFOUND:A framework for curriculum development for higher environmental education, especially good higher environmental education involves certain knowledge, skills and values.
MANUAL_NOTFOUND:What has to be offered in the program of good higher environmental education is interconnected with the wide range of requirements in professional life;
MANUAL_NOTFOUND:therefore the program of higher environmental education is designed to meet these new sustainability challenges, by integrating inputs from the social and human sciences into the study of environmental planning and engineering.
MANUAL_NOTFOUND:5.	Instead of conclusion: competencies of graduates of higher environmental education program for sustainable development
MANUAL_NOTFOUND:Ecodesign in the Context of Customer’s and Producer’s Point of Wiew
MANUAL_NOTFOUND:Matja` Maleti~1, Damjan Maleti~2, Bo[tjan Gomi[~ek3
MANUAL_NOTFOUND:The present study reviews the attitudes and behaviours of the customers toward products which are “respectful” for the environment.
MANUAL_NOTFOUND:The assumption is that product-related environmental information, in combination with preconditions such as environmental awareness, knowledge and attitudes, will lead customers to make informed choices when purchasing products.
MANUAL_NOTFOUND:Environmentally conscious design (eco-design) is particularly important in manufacturing industry, and many design methods and tools have been developed to support eco-design.
MANUAL_NOTFOUND:2.1.	Customer focus: understanding customer behaviour
MANUAL_NOTFOUND:Highly creative, informed and sensitive design interventions are necessary for the development of alternative solutions that are ecologically responsible, socially relevant, aesthetically pleasing, economically viable, technologically appropriate, and individually satisfying.
MANUAL_NOTFOUND:This is known as the value-action gap.
MANUAL_NOTFOUND:Leire and Thidell suggest that further research is needed on how enhanced knowledge on the environmental consequences of products and consumption would infiuence consumers’ actual use of the information.
MANUAL_NOTFOUND:2.2.	Corporate focus: towards eco-efficiency
MANUAL_NOTFOUND:It is important to listen to customer requirements to obtain market needs and make them reflect on the product design.
MANUAL_NOTFOUND:Green product attributes may be environmentally sound production processes, responsible product uses, or product elimination, which customers compare with those possessed by competing conventional products.
MANUAL_NOTFOUND:Eco-efficiency may also be used in the identification of key ecodesign issues.
MANUAL_NOTFOUND:3.	Research results
MANUAL_NOTFOUND:3.1	Research methodology
MANUAL_NOTFOUND:3.2	The results of the customer survey
MANUAL_NOTFOUND:Quality, usability and practicality seem to be the most important factors from the customer’s point of view.
MANUAL_NOTFOUND:Furthermore, the responednts ranked the five given criteria by importance in the following order: the possibility of recycling, energy consumption in use, the environmental impact at the end use of product, the use of environmentally friendly materials and environmentally friendly manufacturing process.
MANUAL_NOTFOUND:3.3.	The results of the producer survey
MANUAL_NOTFOUND:The results related to the surveyed organizations will be presented in the following section.
MANUAL_NOTFOUND:The survey covers small (7%), medium-sized (23%) and large (70%) organizations and it provides evidence on producers’ activities towards environmental issues.
MANUAL_NOTFOUND:We were interested to seeing to what extent proposed criteria (Picture 5) influence the decision to introduce EMS standards.
MANUAL_NOTFOUND:77% of organizations produce environmentally friendly products, 23% do not.
MANUAL_NOTFOUND:4.	Discussion
MANUAL_NOTFOUND:All the other answers indicate a positive attitude of respondents to the environmental protection as they include only characteristics that are related to environmental protection.
MANUAL_NOTFOUND:It is also indicated that environmental concern is reflected in the attitude of customers to product development as well.
MANUAL_NOTFOUND:86 percent of respondents identified the importance of environmental protection in product development as very important (score 5).
MANUAL_NOTFOUND:Environmental or “green” marketing has been seen as a tool towards sustainable development and satisfaction of different stakeholders.
MANUAL_NOTFOUND:Results indicate a positive attitude of respondents toward intention to purchase green products as well.
MANUAL_NOTFOUND:However, it should be considered that customers who prefer the benefits of environmentally friendly products may not necessarily have motivation to purchase them [11].
MANUAL_NOTFOUND:Author suggests that for these customers any brand will do, hence there is no environmental information search involved when it comes to choosing their brands and green product labelling may not be meaningful to them.
MANUAL_NOTFOUND:These customers would perhaps trade off product attributes such as quality, warranty and performance in their product alternatives evaluation and selection process.
MANUAL_NOTFOUND:Mintel found that despite pro-environmental attitudes, intention to recycle, concern about pollution and willingness to pay more for environmentally-friendly products, few customers translated these attitudes into regular green buying behavior.
MANUAL_NOTFOUND:As stated by Shamma and Hassan, social and environmental responsibility is a dimension that needs to be clearly communicated to both customers and the general public.
MANUAL_NOTFOUND:Results from our research indicate that waste minimization, emissions, energy and production are the key areas where organizations see the benefits of environmentally friendly design.
MANUAL_NOTFOUND:5.	Conclusions
MANUAL_NOTFOUND:Value-at-Risk Estimation with Multivariate Garch Models
MANUAL_NOTFOUND:Nebojsa Nikolic , Vesna Manojlovic
MANUAL_NOTFOUND:XII International Symposium SymOrg 2010, 09 -12 June 2010, Zlatibor, Serbia
MANUAL_NOTFOUND:Value-at-Risk (VaR) method has been accepted globally by both risk managers and regulators as a tool to identify and control exposure to financial market risk.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Moreover, market risk management should be conducted as a regular activity of a bank, under the jurisdiction of the risk management unit and independently from the trading sector [3].
MANUAL_NOTFOUND:Current regulatory standards in Serbia require the banks to measure and report market risk in its trading book, as well as to hold capital to cover potential losses.
MANUAL_NOTFOUND:The procedures for calculating these capital charges are in good part based on the Standardized Approach of Basel II.
MANUAL_NOTFOUND:Moreover, Serbian banks are required to fully adopt Basel II standards by 2011, which would stimulate banks to use more advanced approaches in the future in order to reduce their capital charges.
MANUAL_NOTFOUND:2.	The value-at-risk framework
MANUAL_NOTFOUND:Generally, VaR models have to deal with four mathematical components:
MANUAL_NOTFOUND:The VaR modeling technique is based on two main approaches.
MANUAL_NOTFOUND:It is important to note that the VaR measure represents one-day-ahead forecast of loss.
MANUAL_NOTFOUND:The VaR1-a is defined in monetary units, so that the variation Apt+1 observed for a portfolio will only be less than VaR with a probability of a where (1- a) represents confidence level.
MANUAL_NOTFOUND:The choice of a suitable portfolio distribution for modeling of asset and portfolio returns is an essential step in estimating VaR.
MANUAL_NOTFOUND:Thus, when we assume that returns follow a Normal distribution with mean p and volatility Ot.
MANUAL_NOTFOUND:This shows that the right inequality side of equation (4) is the quantile of the standard Normal distribution expressed as Za = -Z1-a .
MANUAL_NOTFOUND:In practice, instead of working with (5) which denotes so-called “absolute” VaR, we can assume that pt=0 and use the “relative” VaR defined as:
MANUAL_NOTFOUND:The “relative” VaR does not require that we know the first moment of Normal distribution p. Furthermore, as we are dealing with a shorter time periods, one day return frequency, the difference between absolute and relative VaR will be fairly small.
MANUAL_NOTFOUND:Another alternative way of calculating VaR using multivariate framework employs vector of position values P = [P1, P2,...,Pn] of portfolio constituents instead of vector of corresponding assets weights w.
MANUAL_NOTFOUND:Empirical evidence has shown that the assumption of normally distributed returns is usually not justified.
MANUAL_NOTFOUND:Thus, the idea is to affect each component of variance covariance matrix.
MANUAL_NOTFOUND:The accommodation is done through adjusted vector of position values P where additional multiplier term which includes the effect of taking into account estimated degrees of freedom separately for each corresponding asset in portfolio.
MANUAL_NOTFOUND:The quantile terms now depend on the chosen confidence level, a, as well as on the number of degrees of freedom of portfolio component.
MANUAL_NOTFOUND:3.	The mulivariate garch modeling of value-at-risk
MANUAL_NOTFOUND:The volatility clustering effect can be explicitly handled by GARCH i.e. generalized autoregressive conditional heteroskedasticity models.
MANUAL_NOTFOUND:The GARCH models are able to capture the sophisticated effects in the volatility behavior.
MANUAL_NOTFOUND:The majority of applications of the GARCH models are based upon the GARCH (1, 1) which is the most widely used GARCH model in practice.
MANUAL_NOTFOUND:The main reason for this is that, most often, GARCH (1, 1) fits the data acceptably well.
MANUAL_NOTFOUND:In the two variable case presented above the number of parameters of this model is 21.
MANUAL_NOTFOUND:Furthermore, the specification of Vt is not guaranteed to be positive semi-definite.
MANUAL_NOTFOUND:By doing this, model implies that we return a uGARCH (1,1) model for each of the volatility terms, but there is also a covariance term that has to be estimated by maximum likelihood method underlying multivariate distribution.
MANUAL_NOTFOUND:The CCC-mGARCH(1,1) model is often a useful starting point from which to proceed to more complex models.
MANUAL_NOTFOUND:In practice, the most widely used approach to fitting GARCH models to data is maximum likelihood estimation (MLE) method.
MANUAL_NOTFOUND:In this paper, we consider application of MLE method with Normal and Student t distribution as an underlying assumptions.
MANUAL_NOTFOUND:4.	Empirical study and results
MANUAL_NOTFOUND:The first matures at 31. may 2010 and the second matures at 31. may 2011.
MANUAL_NOTFOUND:The price time series for those 10 portfolio positions are obtained from BELEX data feed stream (www.belex.rs).
MANUAL_NOTFOUND:Data price time series ranges from 20. September 2007 to 11. September 2009.
MANUAL_NOTFOUND:This means that each of ten portfolio positions approximately captures 10% of total portfolio amount on the daily basis.
MANUAL_NOTFOUND:Moreover, since the portfolio is constructed upon components denominated in different currencies, the arithmetic return is calculated after price time series of each portfolio components were transformed to be expressed in RSD currency.
MANUAL_NOTFOUND:The whole data range shown in the Table 1 is divided into two parts:
MANUAL_NOTFOUND:I.	Initial estimation period
MANUAL_NOTFOUND:Consequently, the first VaR results, with different multivariate GARCH methods, are calculated underlying the data from the initial estimation period, since those returns are used as an initial input for the first estimate of VaR.
MANUAL_NOTFOUND:Moreover, the equal weights of portfolio constituents used are imposed with respect to prices of positions on the last day, 16. September 2008, of initial estimation period.
MANUAL_NOTFOUND:VaR estimation period comprises of the second part of 250 returns in Table 3 ranging from 251st to 500th return i.e. from 17. September 2008 up to 11. September 2009.
MANUAL_NOTFOUND:For all other portfolio assets including portfolio itself, the null hypothesis of normality is rejected at any level of significance.
MANUAL_NOTFOUND:Moreover, there is again an evidence of significant kurtosis and negative skewness.
MANUAL_NOTFOUND:Again, from relatively low values of DoF is observed which confirms that there is a relatively high kurtosis observed in data.
MANUAL_NOTFOUND:Furthermore, the maximum and minimum statistics are quite large in absolute value indicating the presence of extreme returns.
MANUAL_NOTFOUND:It is important to note that for each of 250 “rolling windows” summary statistics, DoF for Student-t distribution, together with all required VaR parameters such are recalculated to include return innovation effect from each “rolling window” into VaR estimates.
MANUAL_NOTFOUND:The graphical results are shown above depict the evaluated VaR models together with the incurred profits/losses of the hypothetical portfolio.
MANUAL_NOTFOUND:VaR estimates are shown as a two
MANUAL_NOTFOUND:The number of exceptions with respect to 99% VaR ranges from 0 to 6 out of 250 observations, which is approximately close to expected number 250 • 0.01 = 2.5, imposed by confidence level.
MANUAL_NOTFOUND:At the 1st day and 58th day of VaR calculation, the breaches are reached in almost each multivariate GARCH VaR technique.
MANUAL_NOTFOUND:The decision making rules concerning the acceptance or rejection of the null hypotheses are based on the corresponding likelihood ratio test statistics and a significance level of 5%.
MANUAL_NOTFOUND:In Table 5 the p-values, shown in brackets, are the probabilities which indicate failure rates significantly different from probability of one percent, at 95% Kupiec test level.
MANUAL_NOTFOUND:Where k is usually set to 3, whereas p stands for potential increase in multiplication factor due to poor backtesting results.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:In this paper a set of multivariate GARCH models, which represent advanced quantitative VaR estimation techniques, is discussed, empirically evaluated and tested.
MANUAL_NOTFOUND:Furthermore, Normal and Student’s -t distributional assumptions are met and investigated within those VaR techniques.
MANUAL_NOTFOUND:Three-dimensional (3d) Contribution Matrix of Mustainability Strategy, Brand Value and Financial-market Results in Car-industry
MANUAL_NOTFOUND:1 Faculty of Economics, Nis, Doctoral thesis
MANUAL_NOTFOUND:XII International Symposium SymOrg 2010, 09 -12 June 2010, Zlatibor, Serbia
MANUAL_NOTFOUND:Financial and world economic crisis from the end of2008 and the past 2009 had, without doubt, a very bad impact on the world’s automotive giants, with significant reduction in demand.
MANUAL_NOTFOUND:The notion of “sustainable development“ was first mentioned at the UN meeting held in Rio de Janeiro in 1992; however, it was interpreteted in a way that the “sustainable development“ can by no means hinder the economic growth.
MANUAL_NOTFOUND:Rather, it is to be its integral part, and the balance between the two should be possible and unavoidable.
MANUAL_NOTFOUND:2.	Impact of legal provisions and oil market upon automobile industry
MANUAL_NOTFOUND:Thus on 12th December, 2008 the European Parliament adopted a climate and energy package of six items, one item being that the CO2 emissions from individual cars be reduced to 130 g/km by 2015.
MANUAL_NOTFOUND:The procedure was planned to be gradual, which means that by 2012, the manufacturers should be limited to 65% of the planned maximum emission in 2015.
MANUAL_NOTFOUND:It is evident that the normalization of the economic crisis effects results in the rise of oil price.
MANUAL_NOTFOUND:3.	Sustainability strategy contribution to business
MANUAL_NOTFOUND:It is, however, worth mentioning that Volkswahen’s brand Audi moved from the 81st position in 2008 to the 65th position in 2009, without investing significantly into RI nor into sustainability concept.
MANUAL_NOTFOUND:This is only a short-term affair, though, and the trend will continue until the moment when “stricter“ laws have been enacted, and, on the other hand, as we have already stated, this brand will, as a member of a “prospectively sustainable competitor“, certainly just adopt the technical solutions of their competition and surpass any complications.
MANUAL_NOTFOUND:Due to mainly the sustainability concept, this manufacturer managed to jump from the 20th position in 2008 to the 18th position in 2009.
MANUAL_NOTFOUND:All the above-mentioned leads to a conclusion that there is a direct implication of the sustainability strategy and the holistic marketing upon the brand (trade mark) position on a global level, on the example of BMW at least.
MANUAL_NOTFOUND:4.	Three-dimensional (3d) matrix
MANUAL_NOTFOUND:In the presented matrix of the interrelations of the three mentioned factors and the possible two conditions of each of them, 8 factual positions (cubes) can be identified in which the company may find itself.
MANUAL_NOTFOUND:The company observes only the margin of legal regulations as regards “social responsibility“ and consequently does not invest much into resources and RI.
MANUAL_NOTFOUND:Due to low investments, solid financial results are achieved in the short term, however these results are not sustainable in the long term.
MANUAL_NOTFOUND:However, on the other hand, the company achieves good financial and market results, even in the long term.
MANUAL_NOTFOUND:The company invests large assets into RI and works out the solutions with which it goes ahead of the legal regulations, however, it has an “unfavourable“ reputation with the customers and has to devote itself to the brand value and the quality of service, that is, to move to cube 7 for a short time period, since due to larger investments into quality, image and reputation it will lose some of the profit.
MANUAL_NOTFOUND:Thus conditions will emerge that the company should move to cube 8 for a longterm period.
MANUAL_NOTFOUND:Citroen is one company that can represent such a strategic position.
MANUAL_NOTFOUND:Moving to cube 7, however, means larger investments into RI, which would cause a fall in the financial results, therefore it is unlikely that companies will opt for such a step.
MANUAL_NOTFOUND:They will rather copy from the competition and remain on the edge of the legal regulations (i.e., in cube 6).
MANUAL_NOTFOUND:The company has a highly valuable brand and invests large assets and resources into the sustainability strategy, i.e., into RI.
MANUAL_NOTFOUND:The company achieves good financial results supplying a large market.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:You Tube: Knowledge Management and New Media Services
MANUAL_NOTFOUND:Igor Jovanovski
MANUAL_NOTFOUND:Faculty of Education - Bitola
MANUAL_NOTFOUND:XII International Symposium SymOrg 2010, 09 -12 June 2010, Zlatibor, Serbia
MANUAL_NOTFOUND:This work it about the acquisition, sharing, and dissemination of knowledge using information technology and new media services.
MANUAL_NOTFOUND:1.	Knowledge management
MANUAL_NOTFOUND:The Internet provides an additional and very effective medium for creating, sharing, communicating knowledge.
MANUAL_NOTFOUND:Since 2003, the Internet has seen impressive growth in end user-driven applications such as blogs, podcasts, wikis, social networking websites, search engines, auction websites, games, Voice over IP and peer-to-peer services.
MANUAL_NOTFOUND:2.	New media
MANUAL_NOTFOUND:Old media defined as incorporating forms of communication priorto the digital world
MANUAL_NOTFOUND:such as radio, television and printed material and being predominantly linear in nature.
MANUAL_NOTFOUND:2.1	Web 2.0
MANUAL_NOTFOUND:In summary, O’Reilly states that, .Web 2.0. stands for the idea that the Internet is evolving from a collection of static pages into a vehicle for software services, especially those that foster self-publishing, participation, and collaboration.
MANUAL_NOTFOUND:“Web 2.0” refers to the range of digital applications that enable interaction, collaboration and sharing between users.
MANUAL_NOTFOUND:2.2	Social Networking Services
MANUAL_NOTFOUND:Social Networking Services.
MANUAL_NOTFOUND:The English version of Wikipedia is the biggest, with 2,573,854 articles in October 2008.
MANUAL_NOTFOUND:Tagging and social bookmarking
MANUAL_NOTFOUND:Tagging and social bookmarking.
MANUAL_NOTFOUND:Using tags, a photo of a tree could be categorised with both ‘tree’ and ‘larch’, for example.
MANUAL_NOTFOUND:This process of organising information through user-generated tags has become known as ‘folksonomy’.
MANUAL_NOTFOUND:Media Sharing Services
MANUAL_NOTFOUND:Media Sharing Services.
MANUAL_NOTFOUND:Podcasting allows listeners to conveniently keep up-to-date with recent audio or video content; vodcasts are video versions of podcasts (online delivery of video).
MANUAL_NOTFOUND:Compared to other social computing services, however, podcasting is less popular: only around 2% of Internet users in Europe used it in 2007.
MANUAL_NOTFOUND:Slideshare (presentations) allow us to upload and share your PowerPoint and Keynote presentations, Word and PDF documents on SlideShare.
MANUAL_NOTFOUND:DeviantArt (art work)is an online community showcasing various forms of usermade artwork.11
MANUAL_NOTFOUND:Scribd (documents) is a document - sharing website which allows users to post documents of various formats, and embed them into a web page using its iPaper format.
MANUAL_NOTFOUND:3.	You tube
MANUAL_NOTFOUND:Some 70% of the online population downloads video streams, the majority of which, however, comprise professionally produced videos.
MANUAL_NOTFOUND:Below 1% of the visits to popular video sharing sites result in content creation; only some 0.16 % of visits to YouTube are from “those creative people uploading their videos”.
MANUAL_NOTFOUND:YouTube is a popular video sharing website where users can upload, view, and share video clips.
MANUAL_NOTFOUND:51% of users go to YouTube weekly or more often, and 52 percent of 1834 year-olds share videos often with friends and colleagues.
MANUAL_NOTFOUND:Using YouTube
MANUAL_NOTFOUND:Video can be a powerful educational and motivational tool.
MANUAL_NOTFOUND:From instructional videos to an online space to share student authored New Media.
MANUAL_NOTFOUND:Example and illustration:
MANUAL_NOTFOUND:Many higher education institutions are embracing social networking services to present their institution to society and to connect with current and prospective learners.
MANUAL_NOTFOUND:In December 2008, there were 1,360 university channels on YouTube and many learning-related topic groups.
MANUAL_NOTFOUND:The University of California, Berkley, USA, was the first to make full course lectures freely available through YouTube.
MANUAL_NOTFOUND:It runs its own channel as a YouTube partner and provides over 500 video lessons (hours of content), like in iTunes.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:Suggested is that educators need to go beyond treating video sharing sites as only virtual libraries and instead emphasize the features more aligned with social interactivity and participation irrespective of place or time.
MANUAL_NOTFOUND:External Measures of Manager’s Success to Create Shareholder Value
MANUAL_NOTFOUND:Milan Cupic
MANUAL_NOTFOUND:Faculty of Economics, Kragujevac
MANUAL_NOTFOUND:External value measures are the favorite tools of modern investors and managers to assess current and prospective company’s ability to achieve the goal of maximizing shareholder value.
MANUAL_NOTFOUND:1.	Introductory notes
MANUAL_NOTFOUND:Similar findings were obtained in the developing countries, where the investors are ready to pay 20-40% more for the shares with a good corporate management.
MANUAL_NOTFOUND:Modigliani and Miller studied the impact of managers upon the share prices.
MANUAL_NOTFOUND:2.	Capital expenses;
MANUAL_NOTFOUND:3.	Net operating profit after taxes or NOPAT;
MANUAL_NOTFOUND:4.	Returns rate to new investments.
MANUAL_NOTFOUND:2.	Market value added
MANUAL_NOTFOUND:The MVA is the difference between the market value of the company and the book value of the capital invested into the company.
MANUAL_NOTFOUND:The MVA allows for the assessment of the effects the management of the company achieves investing the capital it is entrusted.
MANUAL_NOTFOUND:Since the market value of the borrowed capital in practice generally approximates its book value, the following method can also be implemented to establish the MVA:
MANUAL_NOTFOUND:As to the invested capital, it is generally defined as a sum of financial assets obtained from a variety of external sources, as well as by the profit accumulation, for the purpose of investing into further business operations of the company.
MANUAL_NOTFOUND:In the Stern Stewart and Company they maintain that the MVA is equal to the present value of all the future EVAs, namely:
MANUAL_NOTFOUND:It is clear that the market value of the company may be maximized if the present value of the future EVA is maximized.
MANUAL_NOTFOUND:The first research into the correlation between the EVA and the MVA was conducted by the Stern Stewart Company analysts in 1989, on a sample of 613 companies from the list of 1000 most successful companies in the U.S.A.
MANUAL_NOTFOUND:Two weaknesses of the MVA are frequently pointed out:
MANUAL_NOTFOUND:One way to surpass these problems is to compute the excess returns (ER) using the following formula:
MANUAL_NOTFOUND:The created value is equal to the present value of all money inflows the shareholders achieved (e.g., dividends), accrued for the current market share value.
MANUAL_NOTFOUND:3.	M/B RATIO
MANUAL_NOTFOUND:Similarly to the formula used to compute the MVA and due to the assumprion that the market value of the borrowed capital approximates its book value.
MANUAL_NOTFOUND:Regardless of the formula employed, this indicator is considered to be the expression of the market estimation of the company prospects, namely, the managers achievement on the value creation plan.
MANUAL_NOTFOUND:The correlation between the MBR and the P/E ratio is also stressed.
MANUAL_NOTFOUND:The MBR can be expected to rise with the rise of the ROE and the P/E ratios.
MANUAL_NOTFOUND:This is not unusual if we have in mind that the MVA and the MBR, although they rank companies differently as regards their capacity to create value, mark these same companies as creators or destructors of value.
MANUAL_NOTFOUND:Above mentioned are a number of theoretical and in practice partially proven views as regards the power of the MBR to create value, or success of the management.
MANUAL_NOTFOUND:4.	Total shareholder return
MANUAL_NOTFOUND:Two basic elements of the total shareholder return (value) can be identified: a) the dividend rate, as a ratio between the dividend and the price per share, and b) the percentile change in the share price (percenage of capital gain or loss).
MANUAL_NOTFOUND:Although they seem to be meaningful, both the system of value creation and the formula 11, developed by the BCG company, have certain flaws.
MANUAL_NOTFOUND:5.	The wealth added index
MANUAL_NOTFOUND:Two methods are used to calculate WAI.
MANUAL_NOTFOUND:6.	Concluding remarks
MANUAL_NOTFOUND:Number 57, Year XV December 2010.
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:5 Knowledge based economy - the base of economic growthand development
MANUAL_NOTFOUND:Sandra Jednak, Dragana Kragulj
MANUAL_NOTFOUND:15 Project management and the creation of economic policyguidelines at the sub-national level
MANUAL_NOTFOUND:Walter Scherrer
MANUAL_NOTFOUND:23 Importance of strategic management accounting for bank management
MANUAL_NOTFOUND:Sne'ana Kneževic, Milos Milosavljevic, Veljko Dmitrovic
MANUAL_NOTFOUND:31 Budgetary changes at local level in Slovenia in crisis
MANUAL_NOTFOUND:Uros Pinteric
MANUAL_NOTFOUND:Natasa Petrovic, Sonja Isljamovic, Veljko Jeremic
MANUAL_NOTFOUND:47 Measuring competitiveness as a precondition of economic management
MANUAL_NOTFOUND:Nikola Milovic
MANUAL_NOTFOUND:Valentina Malesevic
MANUAL_NOTFOUND:65 Conceptual basis of policy of competitiveness under the conditions of the Slovak economics
MANUAL_NOTFOUND:Jaroslava Heckova, Alexandra Chapcakova, Ivana Butoracova
MANUAL_NOTFOUND:73 Data envelopment analysis and its application in education
MANUAL_NOTFOUND:Violeta Cvetkoska
MANUAL_NOTFOUND:Knowledge Based Economy - the Base of Economic Growth and Development
MANUAL_NOTFOUND:Sandra Jednak1, Dragana Kragulj1
MANUAL_NOTFOUND:1Faculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:Economic development is a complex social process.
MANUAL_NOTFOUND:2.	Knowledge as factor of economic growth and development
MANUAL_NOTFOUND:There are numerous factors of economic growth and development of a country or a region.
MANUAL_NOTFOUND:It is used in the production process and affects both production and the environment.
MANUAL_NOTFOUND:It has a crucial impact upon the growth of social wealth.
MANUAL_NOTFOUND:Human capital (Kh) includes knowledge, skills, competences, and abilities of labour force necessary in the production process. Appropriately oriented, natural capital supports the population to employ ecology to contribute to the health of people and their safe life, thus increasing social wealth.
MANUAL_NOTFOUND:Tt is necessary that economic policies be improved and business activities and profitable processes be maintained.
MANUAL_NOTFOUND:It is also necessary that employment should be increased, but also the level of knowledge, to stimulate the development of new products and processes and hence improve productivity, production and the amount of social wealth.
MANUAL_NOTFOUND:3.	European information society and knowledge-based economy
MANUAL_NOTFOUND:2)	Relevant is the implementation of efficient innovation systems meant to reduce the gap between the EU and the USA.
MANUAL_NOTFOUND:A flexible financial market generates venture capital to finance the innovation of the company.
MANUAL_NOTFOUND:3)	Labour market flexibility is important because of the presence of technological change.
MANUAL_NOTFOUND:The possibility of migration between different jobs and a flexible labour market include life-long learning and ensure permanent improvement and education.
MANUAL_NOTFOUND:4)	The ICT skills are essential for the ICT sector as well as all other sectors that implement new technologies.
MANUAL_NOTFOUND:These are:
MANUAL_NOTFOUND:In the EU they amount to 25% of the total research and development of the entire economy;
MANUAL_NOTFOUND:2)	Common market allows for the economy of scope and a larger market for ICT diffusion to develop.
MANUAL_NOTFOUND:The lack of appropriate regimes, however, may end in the market fragmentation, especially in the fields of intellectual rights protection, of standardization and of security;
MANUAL_NOTFOUND:3)	The Small and Medium-sized Enterprise sector makes a majority of the European economy.
MANUAL_NOTFOUND:An integrated e-Business policy should stimulate firms to implement ICT to a larger extent;
MANUAL_NOTFOUND:4)	ICT implementation by the government and the availability of modern on-line services can increase the ICT implementation and productivity.
MANUAL_NOTFOUND:4.	Lisbon strategy
MANUAL_NOTFOUND:Hence the Lisbon Strategy was amended and improved in March 2005. The report showed that the set goals were not achieved to the extent they were expected and planned to be achieved.
MANUAL_NOTFOUND:The living standard in the USA was higher.
MANUAL_NOTFOUND:In the 1980s this gap decreased, to increase again in 1990s.
MANUAL_NOTFOUND:In 2005 the gap in the living standards between the USA and the EU-15 amounted to 30%, whereas it was 35% for the EU-25.
MANUAL_NOTFOUND:The USA has always had a higher economic growth rate, except in late 1990s and at the beginning of 2007, when the economic crisis in the American economy started.
MANUAL_NOTFOUND:In order that the strategic goal of the EU, the rise in the economic growth and employment, be achieved, it is necessary that labour productivity be higher.
MANUAL_NOTFOUND:To achieve these goals requires a powerful and successful state management.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Project Management and the Creation of Economic Policy Guidelines at the Sub-national Level
MANUAL_NOTFOUND:Walter Scherrer
MANUAL_NOTFOUND:University of Salzburg, Department of Economics and Social Science
MANUAL_NOTFOUND:XII International Symposium SymOrg 2010, 09.
MANUAL_NOTFOUND:12, june 2010, Zlatibor, Serbia
MANUAL_NOTFOUND:2.1.	Defining the “Public Interest” and Measuring Project Success
MANUAL_NOTFOUND:A marked difference to private business sector projects is the difficulty to define the “public interest”.
MANUAL_NOTFOUND:A further problem with the CEPG-project is the difficulty to attribute actual economic performance to the strategies suggested by the project. A region’s economic performance depends on a variety of influencing factors which are not under the control of the region’s authorities.
MANUAL_NOTFOUND:2.2.	Five Challenges for Project Management in the Public Sector according to PMI
MANUAL_NOTFOUND:These challenges are: managing multiple stakeholders, adapting to a changing political landscape, understanding local politics, dealing with public scrutiny, and dealing with personnel constraints
MANUAL_NOTFOUND:In public sector projects usually several stakeholders from other agencies and outside the public sector with varied interests are involved.
MANUAL_NOTFOUND:The inclusion and management of a multitude of stakeholders has turned out to be a major challenge in CEPG-projects.
MANUAL_NOTFOUND:2.3.	Summing up: Public-sector projects can be more difficult than private-sector projects
MANUAL_NOTFOUND:3.	Features of a cepg-project
MANUAL_NOTFOUND:3.1.	Project deliverables
MANUAL_NOTFOUND:3.2.	Project type
MANUAL_NOTFOUND:“Pioneer projects” entail fundamental consequences for the organisation undertaking the project.
MANUAL_NOTFOUND:3.3.	Levels of project management
MANUAL_NOTFOUND:3.	4. Focusing the project’s scope and large numbers of stakeholders
MANUAL_NOTFOUND:3.5.	Summing up: Project management is a useful tool for handling a CEPG-project
MANUAL_NOTFOUND:The analysis showed that project management is a useful tool to for handling the process of creating economic policy guidelines at the sub-national level.
MANUAL_NOTFOUND:Importance of Strategic Management Accounting for Bank Management
MANUAL_NOTFOUND:Snežana Kneževic1, Miloš Milosavljevic1, Veljko Dmitrovic1,
MANUAL_NOTFOUND:IFaculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:As part of significant dynamic changes in the banking sector, the aim of this paper is to identify the information portfolio for strategic management in Serbian banks.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Strategic decisions refer to the conduct strategy and actually define the level to which a bank is developed, the profits distribution, the capitalization level, the decisions on reorganization, the development of the existing and the introduction of new bank products, etc.
MANUAL_NOTFOUND:The complexity of the strategic management accounting techniques themselves in the banks goes far beyond those quoted and described in the academic studies so far.
MANUAL_NOTFOUND:2.	Strategic management accounting as support function to strategic management
MANUAL_NOTFOUND:The strategic management accounting is a modern academic response to the impulses created by a dynamic business environment.
MANUAL_NOTFOUND:All the activities classed as primary activities and logistic acitivities are included in designing the product or the service for the customer, and hence in the resulting value creation for the customer.
MANUAL_NOTFOUND:Specific aspects of the analysis refer to the theoretical approach that explicitly links the supply chain re-configuration with the change in profits resulting from the strategic decisions implemented.
MANUAL_NOTFOUND:The strategically oriented management accounting is expected to provide a strong information support that will allow for the execution of preventive measures for of the bank.
MANUAL_NOTFOUND:Certain studies point to the fact that the majority of strategic management accounting features has long become inherent to banks and other business organizations.
MANUAL_NOTFOUND:Strategically oriented management accounting is a source of information oriented towards management, concerned with the future rather than with the past, especially oriented towards strategic business units and to the most important resources of banking business operations - their own capital as a guarantee, the human resources and the investments.
MANUAL_NOTFOUND:A reliable accounting information system should ensure the following:
MANUAL_NOTFOUND:1.	information gathering, classifying and processing at lowest costs;
MANUAL_NOTFOUND:2.	prompt provision of various surveys, financial reports and tax returns;
MANUAL_NOTFOUND:3.	generating of valid accounting information of sufficient scope;
MANUAL_NOTFOUND:4.	prevention of thefts and any other financial misuse, i.e. reducing these to the least possible amount;
MANUAL_NOTFOUND:5.	comparison of current and previous financial reports or those accomplished with targeted values.
MANUAL_NOTFOUND:In this sense it is necessary that the management accounting be first incorporated into the bank’s accounting system, and then assigned a strategic role.
MANUAL_NOTFOUND:3.	Actualization of importance of information for banks
MANUAL_NOTFOUND:The bank capital can be observed from various points of view, namely: (1) organizational capital as a method of bank’s business doing; (2) intellectual capital which primarily includes human resources; and (3) capital in the form of clients and customers of the bank.
MANUAL_NOTFOUND:A strategically oriented management accountant can be called the information-for-the- future manager and is expected to supply the bank’s top management with valid information to be used in defining the alternate directions of strategic activities, primarily for a strategic positioning of the bank.
MANUAL_NOTFOUND:The bank management should also introduce an adequate internal control which will include internal auditing too.
MANUAL_NOTFOUND:Significant innovation on the financial market that emerged in the last few years and the internationalization of financial flows have radically changed the nature of banking.
MANUAL_NOTFOUND:The role of an adequately designed strategic management accounting is crucial in a long-term management of the human resource and moneraty activities of the bank.
MANUAL_NOTFOUND:4.	Factors that impact the sma implementation into the bank information system
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:This accounting is in turn one type of “early identification“ information system that signals possible opportunities and threats.
MANUAL_NOTFOUND:Namely, however important the “ what happened“ may be, the “what will happen“ is more important.
MANUAL_NOTFOUND:Budgetary Changes at Local Level in Slovenia in Crisis
MANUAL_NOTFOUND:Uros Pinteric
MANUAL_NOTFOUND:School of Advanced Social Studies, Nova Gorica
MANUAL_NOTFOUND:XII International Symposium SymOrg 2010, 09. 12 june 2010. Zlatibor, Serbia
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Slovenia has 12 statistical regions
MANUAL_NOTFOUND:None of selected municipalities has special status of city municipality (that brings special position in local government system in Slovenia), however in some cases there are differences in size (area as well as population).
MANUAL_NOTFOUND:2.	Measuring effects of economic crisis on local budgets
MANUAL_NOTFOUND:Economic crisis seems to be most frequent phrase in 2008/10.
MANUAL_NOTFOUND:Second, opposite pole is system of state intervention in market economy, generally to prevent few important market failures, such as negative exter-alies,
MANUAL_NOTFOUND:providing so called public goods where private economy is not interested or it can ride on natural or created monopoly where demand is irrelevant and consequently service is not provided adequately or prices are not optimized by market.
MANUAL_NOTFOUND:Personal income tax rates shall drop only in 2008 and fall even lower in 2009,
MANUAL_NOTFOUND:Real estate tax together with interest rate tax shall get lower in 2008 as well.
MANUAL_NOTFOUND:3.	Empirical results
MANUAL_NOTFOUND:Real estate and financial taxation indirectly shows how much can people and economy effort bigger expenses.
MANUAL_NOTFOUND:While other locations kept their average interest rates.
MANUAL_NOTFOUND:Measured via real estate tax income that is paid in the municipality where sold real estate exists).
MANUAL_NOTFOUND:Government subsidies are in opposite relation with personal income tax in relation to change of legislation in 2007.
MANUAL_NOTFOUND:On the expenditure side of local budgets salaries are one of main expenses in municipalities.
MANUAL_NOTFOUND:As well as salaries of municipal civil servants also social transfers to private sector and households are slowly lower and lower and in this sense until 2008 it is not possible to confirm that economic crisis demanded any serious measures taken by local authorities in order to protect social stability of areas.
MANUAL_NOTFOUND:Until 2008, national average shows that municipalities are increasing their investments into local economy or into own municipal projects.
MANUAL_NOTFOUND:4.	Slovenian municipalities in times of economic crisis
MANUAL_NOTFOUND:Zero Waste as a New Concept for Sustainable Waste Management
MANUAL_NOTFOUND:Nata[a Petrovi], Sonja I[ljamovi], Veljko Jeremi]
MANUAL_NOTFOUND:l23Fakultet organizacionih nauka u Beogradu
MANUAL_NOTFOUND:Albert Einstein
MANUAL_NOTFOUND:Solutions to the problems created by waste must first address the way in which waste is perceived.
MANUAL_NOTFOUND:The economic perspective is that waste is an externality to the industrial process.
MANUAL_NOTFOUND:Municipalities and their taxpayers are also victims of increasing waste management costs, particularly in the sitting, building, and operation of high technology landfills.
MANUAL_NOTFOUND:The concept of sustainable development, widely adopted after the Report of the World Commission on Environment and Development’s 1987 report, Our Common Future, reflects the interdependence of environmental, economic, and societal issues.
MANUAL_NOTFOUND:2.	Definition of zero waste
MANUAL_NOTFOUND:The U.S. Environmental Protection Agency (EPA) also determined that “Source reduction and recycling can reduce greenhouse gas emissions at the manufacturing stage, increase forest carbon sequestration, and avoid landfill methane emissions”.
MANUAL_NOTFOUND:EPA determined that energy use and greenhouse gas emissions were reduced the most by eliminating waste and the reuse of materials.
MANUAL_NOTFOUND:3.	The hierarchy of zero waste
MANUAL_NOTFOUND:Ecosystems recycle every kind of waste, and the concept itself of ‘‘waste” is no longer appropriate.
MANUAL_NOTFOUND:Nature, for itself, has life cycles function without producing waste.
MANUAL_NOTFOUND:To eliminate or reduce waste, we can use the cyclical pattern modeled by nature as
MANUAL_NOTFOUND:the most efficient, less costly, and most profitable, which avoids systematic deterioration of the environment.
MANUAL_NOTFOUND:4.	Zero waste objectives and strategies
MANUAL_NOTFOUND:Objective 1 - Reduce - Work with Residents and Businesses to Eliminate Waste
MANUAL_NOTFOUND:Strategy 1: Expand educational and technical assistance programs
MANUAL_NOTFOUND:Objective 2 - Reuse - Develop Infrastructure beyond Recycling
MANUAL_NOTFOUND:Strategy 1 Expand opportunities for reuse of used materials and products
MANUAL_NOTFOUND:Objective 3 - Offer Recycling and Composting Services to All
MANUAL_NOTFOUND:Strategy 1 Expand Recycling Services
MANUAL_NOTFOUND:Objective 4 - Incentives and Support for Zero Waste Initiatives
MANUAL_NOTFOUND:Strategy 1 Establish Rate-Based Incentives and Disincentives to Reduce Land filling
MANUAL_NOTFOUND:7.	Establish target for the full avoided disposal costs to be basis for evaluating economics of Zero Waste programs and policies
MANUAL_NOTFOUND:Strategy 3 Educate and engage the community to support Zero Waste initiatives
MANUAL_NOTFOUND:Objective 5 -Lead by Example and Advocate Zero Waste
MANUAL_NOTFOUND:Strategy 1 Maintain a Public Advisory Review Body for Zero Waste Policy
MANUAL_NOTFOUND:2.	Leverage the investments of the private sector by adopting supportive policies and providing technical assistance and support letters for independent financing and/or grants.
MANUAL_NOTFOUND:The more that nonprofits and private companies invest in expansion of reuse, recycling and composting programs, the less is needs to invest.
MANUAL_NOTFOUND:Strategy 1 Update Waste Data
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Nikola Milovi]
MANUAL_NOTFOUND:Faculty of Economics, Podgorica
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Measuring competitiveness using gci methodology
MANUAL_NOTFOUND:3.	Phases of development and weighted index
MANUAL_NOTFOUND:In order that it should be specified which phase of development a country is, the GCI measuring methodology has been extended to include two more criteria.
MANUAL_NOTFOUND:The countries in between the quoted development phases are considered to be in the transition process.
MANUAL_NOTFOUND:4.	Global competitiveness report - the position of Montenegro
MANUAL_NOTFOUND:The above table shows that certain EU countries are positioned among the top most competitive countries in the world.
MANUAL_NOTFOUND:The success of the countries and their position on the competitiveness scale is based on: a) greater openness of the market; b) macroeconomic stability; c) removal of barriers to competition; d) improved business environment.
MANUAL_NOTFOUND:The position of Montenegro and the survey of the three previous years stressed a steady improvement of the competitiveness level and the position on the scale.
MANUAL_NOTFOUND:According to the 2009 WEF Report, Montenegro climbed to position 62 measured by the Global Competitiveness Index, its total rate being 4.2.
MANUAL_NOTFOUND:The knowledge of the development phases of certain countries and making comparisons with them the impact factors for the move to a higher level of development are stressed.
MANUAL_NOTFOUND:5.	Wef lisbon review
MANUAL_NOTFOUND:The WEF Report is the fifth and the last survey assessing the progress achieved in pursuing the Lisbon Strategy goals in economic and structural reforms.
MANUAL_NOTFOUND:6.	Areas of lisbon strategy analysis
MANUAL_NOTFOUND:3.	Liberalization: Setting up common market. State aid and Competition policy.
MANUAL_NOTFOUND:Among the eleven East-European countries non-members of the EU, with the mark of 4.19, Montenegro is closest to achieving the goals of the Lisbon Strategy of economic and structural reforms.
MANUAL_NOTFOUND:8.	Conclusion
MANUAL_NOTFOUND:On the basis of the facts presented a following conclusion can be drawn:
MANUAL_NOTFOUND:The lowest scores are found in the areas of “market size“ (position 124), “infrastructure“ (position 93), “business sophistication“ (position 80).
MANUAL_NOTFOUND:Measuring the competitiveness enables the economists to identify the basic problems in development as well as to make suggestions to the creators of macroeconomic policy as to how they should act in certain situations. [8]
MANUAL_NOTFOUND:New Paradigm of Management: the Commitment to Innovation and Sustainable Competitive Advantage
MANUAL_NOTFOUND:Valentina Malesevic
MANUAL_NOTFOUND:Information and Communication College, Belgrade
MANUAL_NOTFOUND:The environment in which companies operate in the 21st century requires management to respond to the challenges relating to entirely new paradigms of management processes, primarily to employees in the direction of maintaining strategic performance and competitive advantage.
MANUAL_NOTFOUND:With an acceller-ating rhythm of changes, an increasing number of companies are found on the wrong side of the change curve, and a competitive advantage is likely to expire even much faster.
MANUAL_NOTFOUND:Overtaking the competition is not so much a consequence of market power as it is a result of skillful negotiations.
MANUAL_NOTFOUND:2.	Management innovation as necessity
MANUAL_NOTFOUND:The majority of the today’s man-agemnt patterns are somewhat different from the ones prevailing in the previous generations, while the environment has suffered enormous changes.
MANUAL_NOTFOUND:The new method of linking these groups may be considered an innovation of management“.
MANUAL_NOTFOUND:Major advances in the management practice often lead to important changes that make it difficult to competition to respond to.
MANUAL_NOTFOUND:The majority of directors find it easier to recognize the merits of the business model that brings a general tumult than do away with the basic principles of fundamental attitudes on managemnt“
MANUAL_NOTFOUND:The modern environment is characterised by one important feature: an uncontrolled accelerating rate of change.
MANUAL_NOTFOUND:The strategic renewal, however, usually starts with an attempt to improve that initial advantage.
MANUAL_NOTFOUND:3.	Employee committment is a path to innovation
MANUAL_NOTFOUND:The perception of employee committment
MANUAL_NOTFOUND:The result is that a large number of organizations operate below their real potentials.
MANUAL_NOTFOUND:In recent literature on the human resources management there is a concept of adequate and inadequate human potentials.
MANUAL_NOTFOUND:3.2.	Management towards committment
MANUAL_NOTFOUND:One of these values is the employee relation or the participation of engaged, committed workers in the structure of the total number of employees.
MANUAL_NOTFOUND:“The employees become the primary significant stakeholders of the company since really engaged employees make better ambassadors of the company’s brand than any slogans or a promotion of the brand itself“.
MANUAL_NOTFOUND:The challenge before the today’s management is to create and modernize the system approach to encourage the employees to engage all their creative skills at work, on a daily basis.
MANUAL_NOTFOUND:This is a condition without which competitive advantage and sustainable growth cannot be achieved.
MANUAL_NOTFOUND:Recruiting as many fully committed employees as possible is based on the condition that the managers themselves possess a high hierarchal level of competences and a new paradigm of relations towards employees.
MANUAL_NOTFOUND:They are the primary drivers to the committment compared to all the others in the organization.
MANUAL_NOTFOUND:An incentive, innovative atmosphere and incentive programmes are significantly interrelated elements since human motivation is a complex category.
MANUAL_NOTFOUND:In case of internal motivation, the activity is a benefit in itself, whereas in case of external motivation, the benefit, the reward and the praise are expected to come after the activity has been accomplished.
MANUAL_NOTFOUND:The better the manager understands the behaviour of the members of his organization, their system of values, or what activates them, the more influence he will have upon their behaviour and the more he will be able to adjust it to achieve the organizational goals.
MANUAL_NOTFOUND:Similarly, the new management paradigm includes a necessity that management acts through important segments of committed relations with the employee in the process of creating a positive and innovative work atmosphere.
MANUAL_NOTFOUND:3.3.	Experience: from committment to innovation and competitive advantage
MANUAL_NOTFOUND:New business philosophies, new management paradigms in these companies resulted in a maximum committment among their employees.
MANUAL_NOTFOUND:WHOLE FOODS COMPANY, Austin, Texas, USA
MANUAL_NOTFOUND:Organic food chain of shops / 194 in total / more than 30,000 employed.
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:Conceptual Basis of Policy of Competitiveness under the Conditions of the Slovak Economics
MANUAL_NOTFOUND:Jaroslava Heckova1 - Alexandra Chapcakova2 - Ivana Butoracova Sindlerova3
MANUAL_NOTFOUND:The paper is devoted to justification of legitimacy of creation and application of policy of competitiveness in comparison with industrial policy and taking the real key factors of competitiveness, preferences and instruments of competitiveness policy into account it defines the conceptual basis of policy of competitiveness appropriate to the conditions of the Slovak economics.
MANUAL_NOTFOUND:1.	Legitimacy of policy of competitiveness
MANUAL_NOTFOUND:2.	Policy of competitiveness under the conditions of the Slovak economics
MANUAL_NOTFOUND:By this reason, the National strategic reference framework of SR as a draft document for policy strategy of competitiveness of economics of SR has been worked out, approved by the Government of the Slovak Republic on December 21, 2006 and officially adopted by the European Commission on August 17, 2007,
MANUAL_NOTFOUND:which document enables the interconnection of the given policies and instruments including a creation of balanced economic legislation (in accordance with the EU legislation) on one hand, and on the other hand, it represents the basic strategic document of SR for utilization of means from funds of the European Union in 2007-2013.
MANUAL_NOTFOUND:According to our opinion, the program contents of industrial research and development would be focused to three main areas as it follows:
MANUAL_NOTFOUND:1)	Research and development focused to achievement of high value added
MANUAL_NOTFOUND:The aim of the given group of industrial research and development will be to contribute to the increase of value added of industrial production in SR. It is desirable to utilize the intensifying factors including research and development in the long-term horizon, so that the portion of value added on gross production in processing industry to increase by 2020 to the level of 35%.
MANUAL_NOTFOUND:2)	Research and development ensuring standard innovation development
MANUAL_NOTFOUND:3)	Research and development supporting global problems handling
MANUAL_NOTFOUND:The important motivation factor for business sphere in the area of fulfillment of aims of technological and innovation policy is to be an application of Operational program Competitiveness and economic growth1, which has earmarked EUR 772 millions for this area.
MANUAL_NOTFOUND:Based on complexity of draft measures, it results that implementing innovation of approach to conceptual basis of technological and innovation policy would be a multidimensional process.
MANUAL_NOTFOUND:2.	Conclusion
MANUAL_NOTFOUND:Data Envelopment Analysis and its Application in Education
MANUAL_NOTFOUND:Violeta Cvetkoska1
MANUAL_NOTFOUND:1Faculty of Economics - Skopje
MANUAL_NOTFOUND:XII International Symposium SymOrg 2010, 09. 12 june 2010.  Zlatibor, Serbia
MANUAL_NOTFOUND:1.	Introduction Data Envelopment Analysis (DEA) is a relatively new “data oriented” mathematical approach for evaluating the performance of a set of peer entities called Decision Making Units (DMUs) which convert multiple inputs into multiple outputs.
MANUAL_NOTFOUND:2.	Efficiency and data envelopment analysis
MANUAL_NOTFOUND:Fried, H. O., Lovell, C.A.K., and Schmidt, S.S., explain that the interest in measuring efficiency has two reasons.
MANUAL_NOTFOUND:3.	Data envelopment analysis History
MANUAL_NOTFOUND:The data base was sufficiently large that issues of degrees of freedom, etc., were not a serious problem despite the numerous input and output variables used in the study.
MANUAL_NOTFOUND:While trying to respond to this situation, Rhodes called Cooper’s attention to Farrell’s seminal article,
MANUAL_NOTFOUND:Charnes, Cooper and Rhodes extended Farrell’s work and succeeded in establishing DEA as a basis for efficiency analysis.
MANUAL_NOTFOUND:4.	DEA methodology
MANUAL_NOTFOUND:Formally, for each k,
MANUAL_NOTFOUND:The optimal value of hk is the efficiency score of the kth decision -making unit.
MANUAL_NOTFOUND:The CRS assumption can be relaxed and the DEA model can be easily modified to incorporate variable returns to scale (VRS).
MANUAL_NOTFOUND:While choice of orientation does not affect efficiencies under CRS, it does under the assumption of VRS, although it has been shown only to have a slight influence in many cases.
MANUAL_NOTFOUND:DEA was initially been used to investigate the relative efficiency of not-for-profit organizations, only to quickly spread to profit-making organizations.
MANUAL_NOTFOUND:5.	Strenghts and limitations of DEA
MANUAL_NOTFOUND:6.	Applications of DEA in education - literature search
MANUAL_NOTFOUND:For application of DEA in the context of the evaluation of education providers in the primary and secondary sectors.
MANUAL_NOTFOUND:Steve Bradley, Geraint Johnes and Jim Millington calculate the technical efficiencies, based upon multiple outputs - school exam performance and attendance rates - of all secondary schools in England over the period 1993-1998.
MANUAL_NOTFOUND:Selected suggestions on improving performance are offered.
MANUAL_NOTFOUND:The roles of heterogeneity and centralization are also highlighted.
MANUAL_NOTFOUND:Studies which examine the efficiency of the higher education sectors of various countries such as the UK, the USA, Canada, Finland, Israel, Australia and China have fallen into two main groups:
MANUAL_NOTFOUND:1. those which have examined the efficiency of a particular department, programme or activity, and
MANUAL_NOTFOUND:2. those which have examined the performance of the entire HEI.
MANUAL_NOTFOUND:For recent studies.
MANUAL_NOTFOUND:Two alternative approaches have been taken in a small number of empirical studies:
MANUAL_NOTFOUND:1.	to evaluate the performance of all departments within one university, and
MANUAL_NOTFOUND:2.	to analyse the performance of higher education sectors across states or countries.
MANUAL_NOTFOUND:Mean technical efficiencies computed from department level studies vary as follows: 50 to 60% for UK economics departments; around 70% in UK departments of chemistry and physics; 65 to 82% in Australian departments of economics; 72% in economics research units in Finland; and 82 to 87% in the administration sector of Australian universities.
MANUAL_NOTFOUND:Evidence from HEI level studies suggests that mean technical efficiency varies from around 70 to 80%, to well over 90%.
MANUAL_NOTFOUND:Several researches focused on efficiency of university research transfer.
MANUAL_NOTFOUND:7.	Conclusion
MANUAL_NOTFOUND:Innovation Management
MANUAL_NOTFOUND:In this book, modern management is presented as ori-lented towards meeting the varied and specific customers’ needs.
MANUAL_NOTFOUND:The concluding chapters deal with the structural processes of development leaning on the key organizational areas that are the leaders in development, with a special insight into the supply chain as a broader context that has an impact upon innovation.
MANUAL_NOTFOUND:It may be external or internal, and the organization’s capacity to adopt external innovation and knowledge is called the absorption capacity.
MANUAL_NOTFOUND:Explanations in the knowledge economy domain start from modern, evolution theories as well as from theories of trade.
MANUAL_NOTFOUND:In the regions where knowledge and learning accumulate chances are bigger that innovation will result.
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:Number 58, Year XVI March 2011.
MANUAL_NOTFOUND:5 Competitive strategies in the conditions of digital economy
MANUAL_NOTFOUND:Vesna Milicevic, Bojan Ilic
MANUAL_NOTFOUND:Nataša Petrovic, Sonja Išljamovic, Veljko Jeremic, Drago Vuk, Marjan Senegacnik
MANUAL_NOTFOUND:23 Decision making criteria for outsourcing or insourcing of it service provision in public sector
MANUAL_NOTFOUND:Dalibor Stanimirovic, Mirko Vintar
MANUAL_NOTFOUND:37 The efficacy of public-private partnership at infrastructure improving
MANUAL_NOTFOUND:Sladjana Benkovic
MANUAL_NOTFOUND:43 Measuring effectivness of KM projects
MANUAL_NOTFOUND:Prabhakar Tunuguntla, Sanja Berjan
MANUAL_NOTFOUND:49 Management of receivables in function of support to business success
MANUAL_NOTFOUND:Sne'ana P. Kneževic, Veljko Dmitrovic, Marko Jovanovic, Tijana Obradovic
MANUAL_NOTFOUND:59 Hybrid public-private partnership models
MANUAL_NOTFOUND:Vladimir Poznanic, Miloš Milosavljevic
MANUAL_NOTFOUND:65 Modeling the fraud-like investment founds by Petri Nets
MANUAL_NOTFOUND:Daniel Ciuiu
MANUAL_NOTFOUND:75 University leader and quality in higher education
MANUAL_NOTFOUND:C. Rusu
MANUAL_NOTFOUND:80 Book review
MANUAL_NOTFOUND:Maja Levi Jakšic
MANUAL_NOTFOUND:Competitive Strategies in the Conditions of Digital Economy
MANUAL_NOTFOUND:Vesna Milicevic, Bojan Ilic
MANUAL_NOTFOUND:Faculty of Organizational Sciences University of Belgrade
MANUAL_NOTFOUND:The work deals with the complexity of creating and implementation of a competitive strategy in the conditions of digital economy.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Dynamic approach to competitive strategy creation and implementation
MANUAL_NOTFOUND:An increasing number of firms involve their customers into the product design process in order to view their needs from the real world.
MANUAL_NOTFOUND:This often means an integration of marketing and research and development funstions.
MANUAL_NOTFOUND:3.	Relevance of knowledge as resource
MANUAL_NOTFOUND:4.	Competitive advantages in the conditions of digital economy
MANUAL_NOTFOUND:Characteristically, the customer becomes the “king“ of new economy.
MANUAL_NOTFOUND:Also important is the managerial decision making in the domain of pricing.
MANUAL_NOTFOUND:Characteristically, many companies have lately achieved a considerable business success implementing, alongside the traditional business, a new model of electronic commerce.
MANUAL_NOTFOUND:In the conditions of digitalization the products are increasingly made to order, and information is highly personalized.
MANUAL_NOTFOUND:Importantly enough, the list contains a large number of Asian companies, innovative in global aspects.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Nata[a Petrovi]1, Sonja I[ljamovi]2, Veljko Jeremi]3, Drago Vuk4, Marjan Senega~nik5
MANUAL_NOTFOUND:The Ecological Footprint is a complex sustainability indicator that answers a simple question: How much of the Earth’s resources is demanded to support humankind lifestyle and activities?
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Ecological Footprint (EF) is used to translate consumption and waste flow data into a measurement of the biologically productive area required to sustain that flow. In this research Ecological Footprint was used as input feature that provides an effective heuristic and pedagogic tool, at courses of Environmental Management and Technological Systems and Principles of Ecology, for capturing current resource use of students of the Faculties of Organizational Science, University of Belgrade and University of Maribor.
MANUAL_NOTFOUND:2.	Importance of environmental education
MANUAL_NOTFOUND:Environmental education’s essence is in its role in the education for a sustainable future.
MANUAL_NOTFOUND:3.	Ecological footprint
MANUAL_NOTFOUND:The Ecological Footprint is a resource accounting tool that measures how much biologically productive land and sea is available on Earth, and how much of this area is appropriated for human use. The Ecological Footprint clarifies the relationship of resource use to equity by explicitly tying individuals’ and groups’ activities to ecological demands.
MANUAL_NOTFOUND:4.1.
MANUAL_NOTFOUND:Results of statistical analysis for students of Faculty of Organizational Sciences, University of Belgrade
MANUAL_NOTFOUND:Environmental Management course is taught at the third year of undergraduate studies at the Faculty of Organizational Sciences, University of Belgrade.
MANUAL_NOTFOUND:These improvements include the creation of new patterns of student behavior in their relationship with environment.
MANUAL_NOTFOUND:In order to evaluate results of survey, we used statistical software package SPSS 17.
MANUAL_NOTFOUND:Results of statistical analysis for students of Faculty of Organizational Sciences, University of Maribor
MANUAL_NOTFOUND:Survey was conducted on the sample of 43 freshmen students at Faculty of organizational sciences, University of Maribor.
MANUAL_NOTFOUND:In addition, they more often use car with high fuel consumption.
MANUAL_NOTFOUND:Same conclusion was made comparing variables “How much percent of food you throw away and how much percent of food that you buy is locally grown or season food”.
MANUAL_NOTFOUND:Results implied no statistically significant difference between genders (%2=1.273, df=2, p&gt;0.05; respectively, %2=2.927, df=4, p&gt;0.05).
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:In recent papers, it is often cited that level of parental education is significantly correlated with children’s environmental awareness.
MANUAL_NOTFOUND:However, in our research no significant difference between students with different parental education background was noted.
MANUAL_NOTFOUND:This finding clearly shows that Slovenia has excellent educational system concerning environmental issues, especially in elementary and high school.
MANUAL_NOTFOUND:Also, results showed that female students are ecologically more aware than male students.
MANUAL_NOTFOUND:Decision Making Criteria for Outsourcing or Onsourcing of IT Service Provision in Public Sector
MANUAL_NOTFOUND:Dalibor Stanimirovic, Mirko Vintar
MANUAL_NOTFOUND:Institute for Administration Informatization, University of Ljubljana, Faculty of administration
MANUAL_NOTFOUND:XII International Symposium SymOrg 2010, 09 -12 June 2010, Zlatibor, Serbia
MANUAL_NOTFOUND:The study focuses on the uncharted area of the Slovenian public sector.
MANUAL_NOTFOUND:In Slovenia, the use of competitive tendering and outsourcing of IT services has been growing rapidly, many will say unfoundedly and irrationally;
MANUAL_NOTFOUND:the reported expenditures on contracting out in the public sector in the last years have doubled reaching in the time of global economic and financial crises, roughly estimated, tens of millions of euros.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:It did not take long, however, for the enthusiasm for these so-called revolutionary invention to expire.
MANUAL_NOTFOUND:Organizations were unanimous in compalin-ing about an unpredictable rise in costs and an ever poorer quality of services provided by outsourcing.
MANUAL_NOTFOUND:According to the experts, the in-depth scientific research should use analyses, the primarily socio-economic criteria and the Cost-benefit analysis, as well as the Balanced Scorecard to offer above all more conceptual and longer-term solutions to the problems posed.
MANUAL_NOTFOUND:2.	Outsourcing
MANUAL_NOTFOUND:2.1	Definition of outsourcing
MANUAL_NOTFOUND:The concept of outsourcing is burdened by numerous connotations and prejudices.
MANUAL_NOTFOUND:3.	Reasons for introducing outsourcing
MANUAL_NOTFOUND:3.1	Advantages and benefits of outsourcing
MANUAL_NOTFOUND:3.2	Weaknesses and risks of outsourcing
MANUAL_NOTFOUND:4.	Outsourcing and IT
MANUAL_NOTFOUND:5.	Approaches to the development of a multiple criteria decision-making model
MANUAL_NOTFOUND:It will also facilitate the implementation of the designed model.
MANUAL_NOTFOUND:1.	The decisions in complex problem solving have to be made on the basis of a larger number of relevant qualitative and quantitative criteria;
MANUAL_NOTFOUND:2.	The subjectivity aspect of the decision-making person has to include potential ambiguities; that is, the lack of information in judging has to be valued and calculated into the overall decision-making process;
MANUAL_NOTFOUND:3.	The model must be shaped in such a way that in its inplementation phase, in making concrete decisions, it has to allow for the use and comparison between different alternatives, having in mind the definition of the goal, as well as the selection of key criteria and subcriteria.
MANUAL_NOTFOUND:Given all the necessary conditions that have to be met as well as the above mentioned model characteristics, the Analytical Hierarchy Process model (hereinafter: AHP model) is selected for the needs of IT services outsourcing in the public sector. The analysis of all its characteristics and the assessment of its adequacy has proved that this model meets all the previously defined requirements (numerous similar models are used in similarly structured problems in the field of multiple criteria decision making, such as: ANP - Analytic Network Process, ELEKTRE, PROMETHEE, etc, which are usually the extention of the AHP model and serve as a corrective to calculate more precise and more reliable results).
MANUAL_NOTFOUND:6.	Analytical hierchy process
MANUAL_NOTFOUND:Decision making in the given framework of rational and efficient business in the public sector always has the same objectives, namely, to find the best solution out of the group of offered solutions, on the basis of given criteria.
MANUAL_NOTFOUND:6.1 Saaty model in multiple criteria decision making
MANUAL_NOTFOUND:The Saaty© application is based on the AHP model that has lately become incraesingly popular.
MANUAL_NOTFOUND:The entire decision-making process is based on conducting a simple process of making comparisons between different valuations, which is further used in ranking the solutions achieved in the course of the decision-making process.
MANUAL_NOTFOUND:The above structure allows for the classification of elements in terms of their importance and ranks them into their appropriate levels that would meet the selected criteria and bring the organization to the set goals.
MANUAL_NOTFOUND:6.2 The selection and assessment of criteria
MANUAL_NOTFOUND:2.	Competences
MANUAL_NOTFOUND:3.	Quality
MANUAL_NOTFOUND:6.	Organization
MANUAL_NOTFOUND:7.	Development
MANUAL_NOTFOUND:8.	Innovation
MANUAL_NOTFOUND:Mathematical computing using Saaty procedure (IT services outsourcing)
MANUAL_NOTFOUND:6.3.1 Comparison of criteria
MANUAL_NOTFOUND:The first step in the Saaty procedure is the comparison between the prepared and afore-selected criteria.
MANUAL_NOTFOUND:The comparisons can be assigned with values 2,4,6,8 if we cannot make a decision on the basis of the values from the above quoted scale.
MANUAL_NOTFOUND:6.3.2	Relative and absolute comparison of criteria
MANUAL_NOTFOUND:In Saaty procedure, criteria can be compared in a number of ways.
MANUAL_NOTFOUND:The relative method serves to compare pairs of values and, on the basis of the comparison, to rate the differences among them.
MANUAL_NOTFOUND:The Saaty model allows for a relative comparison of individual criteria among each other, too, taking into account the possible solutions (alternatives).
MANUAL_NOTFOUND:The absolute comparison: absolute comparison refers to a certain rating of the criteria.
MANUAL_NOTFOUND:6.3.3	Preferential relations and utility functions
MANUAL_NOTFOUND:The selection, the rating and the weighting of criteria is followed in the Saaty procedure by a calculation of the utility function.
MANUAL_NOTFOUND:6.3.4	Comparison matrix A and utility ©
MANUAL_NOTFOUND:Using a positive reciprocal matrix, a single vector that belongs to a single value can be calculated in a number of ways:
MANUAL_NOTFOUND:1.	An accurate method - raising method - matrix is raised to a certain big enough power and then we sum the power and normalize it by rows, so that the sum is 1.
MANUAL_NOTFOUND:The ratings in the matrix are interconnected, hence at least an approximate transitivity is present.
MANUAL_NOTFOUND:The extent to which the comparisons of criteria are mutually reconciled can be calculated for each reciprocal positive matrix.
MANUAL_NOTFOUND:On the basis of this deviation the consistency index I is worked out.
MANUAL_NOTFOUND:Using this index, the AHP computes the consistency ratio CR; where Io is a random index obtained from randomly generated positive reciprocal matrices.
MANUAL_NOTFOUND:4	Such a matrix is called a positive reciprocal matrix - symetrical values on either side of the main diagonal are reciprocal numbers.
MANUAL_NOTFOUND:6	Saaty© application allows for the use of either approximate or accurate method
MANUAL_NOTFOUND:The random index IR (random index - Table 1).
MANUAL_NOTFOUND:The advantage of the solution i is:
MANUAL_NOTFOUND:We choose the solution i because it has the highest value Pi.
MANUAL_NOTFOUND:7.	Conclusion
MANUAL_NOTFOUND:The Efficacy of Public-Private Partnership Implementation in Infrastructure Improving
MANUAL_NOTFOUND:Sladana Benkovi]
MANUAL_NOTFOUND:1Faculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:Public-private partnership is a concept that evolves.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Public-private partnership structure and implementation
MANUAL_NOTFOUND:Public-private partnership creates a platform for exploring, forming, financing, and construction of new infrastructure projects that would otherwise be for decades delayed or would never be built.
MANUAL_NOTFOUND:3.	Implementation of public-private partnership models in traffic projects
MANUAL_NOTFOUND:4.	Implementation of public-private partnership model in water-power supply projects realization
MANUAL_NOTFOUND:Public-private partnership has been a model of financing the water-power supply sector for decades.
MANUAL_NOTFOUND:This led to the rise of large and diversified private utility companies.
MANUAL_NOTFOUND:5.	Implementation of public-private partnership model in landfil projects realization
MANUAL_NOTFOUND:The implementation of public-private partnership is stimulated in those sectors in which the burden on the public sector has increased significantly.
MANUAL_NOTFOUND:6.	Conclusion
MANUAL_NOTFOUND:By meeting these preconditions the ultimate goal of partnership is achieved - the improved project efficiency employing the resources in private sector ownership.
MANUAL_NOTFOUND:Measuring Effectivness of KM Projects
MANUAL_NOTFOUND:Prabhakar Tunuguntla 1, Sanja Berjan 2
MANUAL_NOTFOUND:XII International Symposium SymOrg 2010, 09 -12 June 2010, Zlatibor, Serbia
MANUAL_NOTFOUND:In today’s ever changing global economy organizations are finding it difficult to stay competitive.
MANUAL_NOTFOUND:1.	Introduction At the very beginning of this article we give basic definitions of terms which will be used: measure is “A reference standard or sample used for the quantitative comparison of properties, e.g., the standard kilogram is maintained as a measure of mass”, while metric is “A system of related measures that facilitates the quantification of some particular characteristic”.
MANUAL_NOTFOUND:It is obvious that measure with no comparison gives very little or no information at all, thus this paper will deal with metrics for Knowledge Management (KM) initiatives.
MANUAL_NOTFOUND:2.	KM metrics
MANUAL_NOTFOUND:1.	House of Quality
MANUAL_NOTFOUND:3.	Balance Scorecard
MANUAL_NOTFOUND:4.	Intangible Asset Monitor (IAM)
MANUAL_NOTFOUND:5.	Scandia Navigator
MANUAL_NOTFOUND:6.	IC Index
MANUAL_NOTFOUND:7.	Technology Broker
MANUAL_NOTFOUND:8.	Citation-weighted Patents
MANUAL_NOTFOUND:Some of these methods will be disscuses here, while others are beyod the scope of this paper.
MANUAL_NOTFOUND:This tool concentrates on maximizing customer satisfaction by translating customer’s needs into business processes throughout company.
MANUAL_NOTFOUND:Furthermore, it compares with competition and optimizes features which are delivering biggest competitive advantage to the company.
MANUAL_NOTFOUND:Main idea behind this method is to classify companies to be compared with, identify strategic objectives and define which best practices can be successfully implemented.
MANUAL_NOTFOUND:Similarities and differences are explained by author of IAM himself, prof. Sveiby at his website.
MANUAL_NOTFOUND:Therefore BSC users will probably develop non-financial indicators that are different from those using the Intangible Assets Monitor.”
MANUAL_NOTFOUND:Swedish insurance company Scandia published in 1994, together with annual report, additional report called “Visualizing Intellectual Capital in Skandia” which opened new area in the field of measuring intellectual capital.
MANUAL_NOTFOUND:3.	Quantifying KM benefits
MANUAL_NOTFOUND:Wen-der Yu et.al developed quantitative benefit models for KM systems.
MANUAL_NOTFOUND:Where in data was collected through questionnaires answered by KM system users.
MANUAL_NOTFOUND:(1)	Time benefit - Saving of time (TB) required to solve a problem with KMS (NDS) compared to with the time required in the traditional process.
MANUAL_NOTFOUND:(2)	Man Hour benefit - Saving of man-hours required (MHB) to solve a problem with KMS (STT) compared with the man hours required in the traditional process (TTT).
MANUAL_NOTFOUND:(3)	Cost benefit - The cost benefit measures difference of cost between traditional approach (TTC) and KMS (STC) approach.
MANUAL_NOTFOUND:4.	Estimation of ROI of KM projects
MANUAL_NOTFOUND:2.	Intangible benefits like increased customer satisfaction, quality of decisions, employee satisfaction etc.
MANUAL_NOTFOUND:Tangible Costs are categorized into: Purchase cost, Implementation cost (including change management), Maintenance cost.
MANUAL_NOTFOUND:3.	Cost avoidance (cost avoidance is term used to describe those costs that are avoided by selecting a particular alternative
MANUAL_NOTFOUND:5.	Methodology to determine impact of KM projects on financial results
MANUAL_NOTFOUND:The earlier methods that are used to determine ROI and benefit quantification used qualitative data as input.
MANUAL_NOTFOUND:Some of the terms used in the methodology are
MANUAL_NOTFOUND:ROCE is Calculated as,
MANUAL_NOTFOUND:Beta is a statistical measure which indicates risk of a stock.
MANUAL_NOTFOUND:Assumptions
MANUAL_NOTFOUND:4.	As Knowledge management is mostly internal affair of a company, Return on Capital Employed (ROCE) is considered as a measure instead of market price (used in Event study methodology)
MANUAL_NOTFOUND:Methodology
MANUAL_NOTFOUND:Step - 1: Event Window”
MANUAL_NOTFOUND:Event window is the period during which firm’s ROCE is observed.
MANUAL_NOTFOUND:Quarterly ROCEs before implementation is estimation window and Quarterly ROCEs after implementation is started as post event window
MANUAL_NOTFOUND:Step - 2: Estimation of normal return”
MANUAL_NOTFOUND:Normal return is expected ROCE if the KM project is not implemented.
MANUAL_NOTFOUND:Step - 3: Calculation of abnormal return”
MANUAL_NOTFOUND:Abnormal returns are the returns from the capital employed because of KM implementation.
MANUAL_NOTFOUND:Step - 4: Calculation of cumulative abnormal return (CAR)
MANUAL_NOTFOUND:6.	Conclusion
MANUAL_NOTFOUND:Management of Receivables in Function of Support to Business Success
MANUAL_NOTFOUND:Snežana P. Kneževic, Veljko Dmitrovic, Marko Jovanovic, Tijana Obradovic
MANUAL_NOTFOUND:Faculty of Organizational Sciencies, Belgrade
MANUAL_NOTFOUND:The aim of this study is to identify the fundamental segments for the proper receivables management.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The sold products, goods or services mean income for the company, and will mean an inflow when the sales are cashed.
MANUAL_NOTFOUND:(the most important issue in an accounting dealing with income is to define the moment in which the incomes are recognized.
MANUAL_NOTFOUND:Contrary to this, that is, in the circumstances when the company takes the money from the customers before it delivers the goods or a service to them, it is liable to deliver these goods or services in a defined period of time.
MANUAL_NOTFOUND:Every company will tend to collect their receivables as soon as possible and without losing their customers.
MANUAL_NOTFOUND:2.	Identifying key segments of receivables management
MANUAL_NOTFOUND:Circulating assets are made up of three parts, namely:
MANUAL_NOTFOUND:1)	stock supplies,
MANUAL_NOTFOUND:2) receivables from customers and other receivables, and
MANUAL_NOTFOUND:3) cash and cash equivalents.
MANUAL_NOTFOUND:The liquidity of assets is defined by:
MANUAL_NOTFOUND:1)	the time span in which the assets will be transformed into money (cash);
MANUAL_NOTFOUND:2)	the number of phases one type of assets has to pass in order that it should be transformend into cash;
MANUAL_NOTFOUND:3)	the risk level that these assets will ever be transformed into liguid assets.
MANUAL_NOTFOUND:1.	The moment of recording the unrecovered receivables from customers; and
MANUAL_NOTFOUND:2.	Valuating of unrecovered receivables from customers.
MANUAL_NOTFOUND:Relevant for the valuation of receivables is the net re8alized value, that is, in practice (1) invoice value, or (2) invoice value reduced for the amount of estimated sum that is considered unrecoverable.
MANUAL_NOTFOUND:(Pointed out by Marko Fabris, consultant.)
MANUAL_NOTFOUND:An important issue that has to be answered is: in which way should a company report the receivables from customers in its financial statements.
MANUAL_NOTFOUND:This is sometimes rather difficult since part of these will remain uncollected.
MANUAL_NOTFOUND:2.	The percentage of due receivables, i.e., more than 60 or 180 days, i.e., in accordance with the accounting policy.
MANUAL_NOTFOUND:Two methods can be implemented to write off the unrecovered debts: (1) the method of direct write-off; and (2) the method of reconciliation/settlement.
MANUAL_NOTFOUND:In case of the method of direct write-off, if the company finds that an account is not negotiable, it assigns it to expenditures, due to the fact that receivables are valueless, that is, the company deals with the income statement.
MANUAL_NOTFOUND:The implementation of the reconciliation method in entering various (impaired) receivables means that the level of uncollected receivables is assessed at the end of every accounting period.
MANUAL_NOTFOUND:The analysis of receivables is a basic precondition of an adequate receivables managemnt and for that purpose the company should work out an audit of receivables by currency (maturity), which will serve as a report on the maturity distribution of uncollected receivables.
MANUAL_NOTFOUND:(When auditing the financial documentation of a company for which they are conducting the auditing activity, the auditors pay special attention to the analysis of the age and quality of receivables from customers.
MANUAL_NOTFOUND:When accounts are classified by maturity, anticipated losses for receivables are identified by adding a percentage on the basis of previous experience, as a total for each category.
MANUAL_NOTFOUND:The longer the period of customers’ debt, the lesser the probability that the debt will be collected.
MANUAL_NOTFOUND:3.	Credit policy and receivables liquidity rating
MANUAL_NOTFOUND:The creation of credit policy is an important segment of an adequate receivables management.
MANUAL_NOTFOUND:In order to improve the sales conditions the company offers a broad range of commercial and financial discounts.
MANUAL_NOTFOUND:Two financial ratios are used to estimate the receivables liquidity from customers, i.e., the estimate on collection data: 1) coefficient of accounts receivable turnover and 2) the average receivables collection period.
MANUAL_NOTFOUND:This indicator is calculated using the following formula:
MANUAL_NOTFOUND:If the collection period is inordinately long, it may result in the company having to borrow the short-term assets.
MANUAL_NOTFOUND:4.	Other important issues
MANUAL_NOTFOUND:For this to be obtained, the following conditions are to be met:
MANUAL_NOTFOUND:1.	both receivables are in currency or other exchangeable assets of the same nature and quality;
MANUAL_NOTFOUND:2.	both receivables are mature;
MANUAL_NOTFOUND:3.	a compensation statement or a written submision for compensation is given in;
MANUAL_NOTFOUND:4.	the receivables are mutual;
MANUAL_NOTFOUND:5.	the receivables are compensatory (without any legal restrictions).
MANUAL_NOTFOUND:1.	cedent, or assigner - the creditor passing his claim to the other person (old creditor);
MANUAL_NOTFOUND:2.	cessionary, or receiver representing the person to whom receivables are transferred (new creditor);
MANUAL_NOTFOUND:3.	cessus - the debtor.
MANUAL_NOTFOUND:(Cases such as expiry of debts, compulsory settlement, final court ruling etc. are those possible cases in which a direct write-off of receivables is performed, by entering them into the liability side and deleting the debtor from the business books.
MANUAL_NOTFOUND:For the tax purposes, and in accordance with the the ruling legislative in the national environment, the write-off of individual receivables is allowed in that they are assigned to expenditures.
MANUAL_NOTFOUND:5.Conclusion
MANUAL_NOTFOUND:Hybrid Public Private Partnership Models
MANUAL_NOTFOUND:Vladimir Poznanic1, Milos Milosavljevic2
MANUAL_NOTFOUND:1	Faculty of Economics, Belgrade
MANUAL_NOTFOUND:2	Faculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:In numerous reports, studies and analysis public-private partnerships are considered to be a key tool for the development of infrastructure and consequently the overall national economy.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Concept and essential features of public-private partnership
MANUAL_NOTFOUND:3.	Business relations and contract relationships in public-private partnership
MANUAL_NOTFOUND:The preconditions refer to creating an adequate legal and business environment for the development of the public-private partnership project.
MANUAL_NOTFOUND:This, however, does not mean that it is a sufficient condition for the public-private partnership project implementation.
MANUAL_NOTFOUND:4.	Hybrid business relations varieties in public-private partnership
MANUAL_NOTFOUND:Hybrid models differ by the level of complexity of the very relations between the public and the private partners.
MANUAL_NOTFOUND:This is for the reason that bidders are ready to accept the competitive tension and deliver the infrastructure facility or service in a more economical manner than in case there is no competition whatsoever.
MANUAL_NOTFOUND:Competitive partnership can be implemented when the specific nature of the project allows for the ex ante allocation of resources.
MANUAL_NOTFOUND:The hybridization options listed in the above-presented model do not close the list.
MANUAL_NOTFOUND:5.	Conclusive discussions
MANUAL_NOTFOUND:Modeling the Fraud-like Investment Founds by Petri Nets
MANUAL_NOTFOUND:Daniel Ciuiu1’ 2
MANUAL_NOTFOUND:1Technical University of Civil Engineering, Bucharest, Romania
MANUAL_NOTFOUND:2Romanian Institute for Economic Forecasting, Bucharest, Romania
MANUAL_NOTFOUND:XII International Symposium SymOrg 2010, 09 -12 June 2010, Zlatibor, Serbia
MANUAL_NOTFOUND:In this paper we model the fraud-like investment founds using place-transition Petri nets.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Definition 1.
MANUAL_NOTFOUND:It is called Petri net the triplet N = (S, T, F), where:
MANUAL_NOTFOUND:1)	S and T are disjoint sets.
MANUAL_NOTFOUND:F c Sx T u Tx S is a binary relation.
MANUAL_NOTFOUND:Definition 2.
MANUAL_NOTFOUND:Let N = (S , T, F ) be a Petri net.
MANUAL_NOTFOUND:1)	N is nonempty if S u T ^ O.
MANUAL_NOTFOUND:2)	N is finite if is finite X = S u T.
MANUAL_NOTFOUND:Definition 3.
MANUAL_NOTFOUND:1)	(S,T,F) is a Petri net.
MANUAL_NOTFOUND:2)	K is the capacity function of the Petri net.
MANUAL_NOTFOUND:3)	W is the weight function of the Petri net.
MANUAL_NOTFOUND:In this case S is called the places set, and T is called the transitions set.
MANUAL_NOTFOUND:If the functions K and W are constant 1, S is the conditions set, T is the events set, and the obtained Petri net is a condition-event Petri net.
MANUAL_NOTFOUND:Definition 4.
MANUAL_NOTFOUND:Let X = (S, T , F, K , W )be a place-transition Petri net.
MANUAL_NOTFOUND:It is called mark of the net a function M such that for any s e S we have M(s)less than K(s).
MANUAL_NOTFOUND:Graphically the places of a place-transition Petri net are represented by circles, the transitions by rectangles and the arcs (the elements of ) by oriented lines.
MANUAL_NOTFOUND:Definition 7.
MANUAL_NOTFOUND:Definition 8.
MANUAL_NOTFOUND:Therefore if a transition is not enabled to fire at a given mark this happens only because of the lack of resources, not because of overtake a capacity.
MANUAL_NOTFOUND:Remark 1.
MANUAL_NOTFOUND:The above definition is given only for Petri nets without contact, but this definition can be extended by the condition M + X t + less than K (condition to not overtake the capacities).
MANUAL_NOTFOUND:Theorem 1.
MANUAL_NOTFOUND:The mark M2 is accessible from M1 if and only if there exists a n - vector f such that M 2 = M1 + Ix • f .
MANUAL_NOTFOUND:Suppose there exists a positive T - invariant J and for a given mark M there exists a sequence of transitions from M that contains the transitions of PJ with the corresponding multiplicities of J, and only these transitions.
MANUAL_NOTFOUND:If there exists no sequence of transitions from M as above for a minimal T -
MANUAL_NOTFOUND:invariant M can not be reproduced after a finite number of transitions.
MANUAL_NOTFOUND:Consider the following producer-consumer model:
MANUAL_NOTFOUND:The transitions tx and t3 are parallel enabled to fire at the initial mark M 0 = (l, 0, 2 , 1, 0 )T .
MANUAL_NOTFOUND:After firing t3 this transition is no more enabled to fire: it must be fired first t4: effective consumption.
MANUAL_NOTFOUND:We present now some extensions of the Petri nets.
MANUAL_NOTFOUND:Definition 13.
MANUAL_NOTFOUND:A Petri net with priorities is a couple Y= (X,p) where X is a Petri net and p is a partial order relation on the transitions set T.
MANUAL_NOTFOUND:The signification of the order relation p is that if t1pt2 the transition t2 has higher priority in firing than t1.
MANUAL_NOTFOUND:Definition 14.
MANUAL_NOTFOUND:A Petri net controlled by queues is a couple y = (X , Q ) where X is a Petri net and Q is the set of queues with transitions that appear only once in the queue.
MANUAL_NOTFOUND:Definition 17.
MANUAL_NOTFOUND:A nondeterministic finite automaton is a quintuple A = (Q , Inp, Out , 8, q0 ) , where, Q Inp and Out are nonempty finite sets representing the set of the states, the set of the entries and respectively the set of exits, 8 is the transition function and q is the initial state.
MANUAL_NOTFOUND:We can add to the above Petri net the places s8 and s9, and the transitions t6 and t7 analogous to the places s6 and s7, and the transitions t4 and t3: the sequence s7, t6, s8, t7, s9 is identical to the sequence s3, t4, s6, t3, s7 .
MANUAL_NOTFOUND:3.	Applications
MANUAL_NOTFOUND:We define in the C + + header ’’petri.h’’ two classes: ’’tranz’’ and ’’marc’’.
MANUAL_NOTFOUND:Class ’’marc’’ has the marks as objects and the integers properties ’’nrloc’’ (the same as for ’’tranz’’), ’’nrtrp’’ (number of transitions enabled to fire), ’’val’’ (the integer vector representing the current mark of the Petri net), ’’cap’’ (the integer vector representing the capaci-
MANUAL_NOTFOUND:To define a Petri net with priorities we do not need to consider the above total relation: it is enough to consider only a partial order relation between the transitions that can be parallel enabled to fire at a given moment.
MANUAL_NOTFOUND:Therefore the partial relation is such that t1 has higher priority than t3 and t4, and t2 has higher priority than t4.
MANUAL_NOTFOUND:In our C + + program we define the class ’’priortranz’’ that is derived from ’’tranz’’ and it has in addition the properties ’’nrsucc’’, the integer number of the transitions with higher priority and ’’lsucc’’ the list of these transitions.
MANUAL_NOTFOUND:The constructor of ’’priortranz’’ call first the parent constructor, and next initializes the list of successors.
MANUAL_NOTFOUND:the method ’’citire’’ is defined in a similar way.
MANUAL_NOTFOUND:4.	Conclusions
MANUAL_NOTFOUND:Next there are considered p1 and p2 as explanatory variables (in fact, because of nonlinearity the real explanatory variables are nonlinear functions of p1 and p2), and the resulting variable C - the total inventory cost.
MANUAL_NOTFOUND:Using one of the obtained regressions C = f (pl , p2 ) the optimal cost is obtained in both cases for the minimum point of f.
MANUAL_NOTFOUND:The operators ’’*=’’ and ’’+=’’ are defined in the header ’’petri.h’’ tacking into account that the multiplication has higher priority than the sum: in any Petri net (common or an extension of it) we must check first if a transition is enabled to fire at a given mark and only if it is indeed enabled to fire we it is fired to obtain a new mark.
MANUAL_NOTFOUND:University Leader and Quality in Higher Education
MANUAL_NOTFOUND:C. Rusu
MANUAL_NOTFOUND:Technical University “Gheorghe Asachi” of Iasi, Romania
MANUAL_NOTFOUND:XII International Symposium SymOrg 2010, 09 -12 June 2010, Zlatibor, Serbia
MANUAL_NOTFOUND:Apstract.
MANUAL_NOTFOUND:The characterization of the leaders in Romanian higher education where
MANUAL_NOTFOUND:does not exist research in the aria.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Why?
MANUAL_NOTFOUND:University change cause disintegration wich is manifested in what we call problem because university system is composed of subsystems (faculty, departments subsystem support: library, social services for students etc.) and this subsystem do not change in the same speed.
MANUAL_NOTFOUND:Which is the solution?
MANUAL_NOTFOUND:The leader keep seeing for a diagnostic result
MANUAL_NOTFOUND:The rates lag far behind in socio-economic realities.
MANUAL_NOTFOUND:Service for university development
MANUAL_NOTFOUND:These are not political decision, only sound business decision.
MANUAL_NOTFOUND:A University leader is a thumb.
MANUAL_NOTFOUND:What does a thumb do?
MANUAL_NOTFOUND:The leader need to mobilize, energize, empower people to fight with reality, to implement his solution (moraly - ethical - social response)
MANUAL_NOTFOUND:Will be necessary to develop a new generation of higher managers wich have to pay attention to: social responsibility, ethics and moral aspects, individual versus cooperation, business orientention, degree curricula change, balance between tradition and modern new teaching technology, cross disciplinary teaching, risk avertion, communication with the internal and external environment, interpersonal staff cooperation
MANUAL_NOTFOUND:Passion (respondes) of the staff: developing the competition to all the level, university management as a team, management by performance, green sustenability, cloth relation with HR corporate sector and allumini, value added by training - new competences (knowledge) theoretical and practical, opportunity costs in HE, selectiveness.
MANUAL_NOTFOUND:2.	Research methodology
MANUAL_NOTFOUND:For reasons of space we refer only to the analysis of some aspects of staff training by the leaders.
MANUAL_NOTFOUND:The structure of the respondents is:
MANUAL_NOTFOUND:Structure for teaching positions:
MANUAL_NOTFOUND:Age structure:
MANUAL_NOTFOUND:Structure by gender:
MANUAL_NOTFOUND:Structure by leadership position of the leaders:
MANUAL_NOTFOUND:Structure in term of management practice:
MANUAL_NOTFOUND:3.	Conclusion
MANUAL_NOTFOUND:To bring about and implement new solution in the university you need leaders and strong leadership
MANUAL_NOTFOUND:In this period some university managers do not realise that the employees are an asset, not just an expense.
MANUAL_NOTFOUND:Encyclopedia of Technology and Innovation Management
MANUAL_NOTFOUND:This voluminous issue that spreads over more than five hundred pages and seven theme areas presents the technology and innovation management as an “autonomous scientific field“, which is what editors and authors point out already in the introductory chapter.
MANUAL_NOTFOUND:Statistic and dynamic models of innovation are presented through the contributions of a number of authors in creating these models.
MANUAL_NOTFOUND:Thus we find the analyses of the Schumpeter model, the Albernathy-Clark model, the Henderson-Clark model, the Utterback-Albernathy model, the Tushman-Rosenkoff model, and the Foster S-curve.
MANUAL_NOTFOUND:A special chapter is devoted to the basic concepts of technology and innovation management on the organizational level.
MANUAL_NOTFOUND:The absorptive capacity, learning and establishment of innovative competencies are linked to the organization and stressed as a key factor of innovation success and technology dynamics.
MANUAL_NOTFOUND:Dr Maja Levi Jaksic
MANUAL_NOTFOUND:Number 59, Year XVI June 2011.
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:5 Management Accounting in Achieving Competitive Advantage and Bank Controlling
MANUAL_NOTFOUND:Sne'ana P. Kneževic, Sladjana Barjaktarovic -Rakocevic, Draginja Ðuric
MANUAL_NOTFOUND:15 Planning of Social Corporate Responsibility Campaign
MANUAL_NOTFOUND:Milica Kostic - Stankovic, Dragana Makajic -Nikolic, Milica Slijepcevic
MANUAL_NOTFOUND:25 Measuring the Quality of Banking Services in Banks Operating in Lybia
MANUAL_NOTFOUND:Mohamed M. Alsakit Abulgasem, Radmila Janicic, Vinka Filipovic, Mirjana Gligorijevic
MANUAL_NOTFOUND:Natasa Petrovic, Mirjana Drakulic, Vladimir Vujin, Ratimir Drakulic, Veljko Jeremic
MANUAL_NOTFOUND:45 Certification of Project Managers Based on IPMA and PMI Models through Conforming to ISO 17024 : 2003
MANUAL_NOTFOUND:Danijela Toljaga - Nikolic, Vladimir Obradovic, Marko Mihic
MANUAL_NOTFOUND:55 Hidden Markov Models for Analyzing Medical Time Series in Order to Detect Nosocomial Pneumonia
MANUAL_NOTFOUND:Marek Opuszko, Johannes Ruhland, Franziska Oroszi, Michael Hartmann, Martin Specht
MANUAL_NOTFOUND:Vladimir Vujin
MANUAL_NOTFOUND:71 Assesment on Implementation of Basel II Rules in Serbian Banking Division
MANUAL_NOTFOUND:Lidija Barjaktarovic, Dejan Jecmenica
MANUAL_NOTFOUND:79 Interest of the Population in Electronic Communication in the Health services Provision - Research Results
MANUAL_NOTFOUND:Marina Jovanovic - Milenkovic
MANUAL_NOTFOUND:87 Small and Medium Enterprises -Economic Development Drivers
MANUAL_NOTFOUND:Miroslav Gveroski, Aneta Risteska, Stevco Dimeski
MANUAL_NOTFOUND:Management Accounting in Achieving Competitive Advantage and Bank Controlling
MANUAL_NOTFOUND:Snežana P. Kneževic, Sladana Barjaktarevi] Rakocevic - Faculty of Organizational Sciences Draginja Ðuric, Banca Intesa
MANUAL_NOTFOUND:Our aim in this paper is to present a relatively complete theoretical and practical accounting system intended to meet the needs of strategic decision-making in banks, which acts in the form of managerial accounting to adress the internal and the external environments in which the bank operates.
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:1.	Management accounting system in planning and measuring financial performance
MANUAL_NOTFOUND:The concept of strategy means the implementation of a formal system of information management.
MANUAL_NOTFOUND:3.	Which rewards and/or penalties should be linked to the achievement of the performance standards?
MANUAL_NOTFOUND:This is, however, far from easy to achieve in practice, as the goals are basically opposite: larger returns means taking greater risks and vice versa.
MANUAL_NOTFOUND:The Balanced Scorecard concept is also worth mentioning in the context of strategic planning.
MANUAL_NOTFOUND:It shows the intention to preserve the balance between the short-term and long-term goals, between financial and non-financial measures, as well as between lagging and leading indicators.
MANUAL_NOTFOUND:In the bank’s business performance assessment it is important to define the criteria from a number of aspects:
MANUAL_NOTFOUND:First - Financial perspective: revenue management, market share, profitability capacities, assets management;
MANUAL_NOTFOUND:Second - Client’s perspective: reach the client before the others, client profitability, client retention, specific financial services;
MANUAL_NOTFOUND:Third - Prospect of internal business process - information system creation, information support to management, maintaining business quality.
MANUAL_NOTFOUND:On the same organizational level, in the analysis of profitability, expenditures and sales by regions, the Decision Support Systems are used.
MANUAL_NOTFOUND:2.	Bank controlling and bank strategy
MANUAL_NOTFOUND:The key issue for the management of any organization is „how good is its performance“?
MANUAL_NOTFOUND:The bank controlling system is simultaneously a managerial system where the activities of planning and control are not conducted in an isolated way, but are integrated into a complex hierarchally structured regulation model.
MANUAL_NOTFOUND:The strategic bank controlling is a complex function that, in addition to planning, performs a selection of risks immanent to banking business, by which the reality and planning processes are simplified.
MANUAL_NOTFOUND:3.	Profit centres as strategic business units in the bank
MANUAL_NOTFOUND:The control process is conducted by the short-term measurements of the achieved financial performances and redirecting activities in case discrepancies appear between the real and the desired positions.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:In order that these courses direct the events in an efficient manner, it is necessary that bank managers dispose of valid information on the force of changing conditions that impact or will impact the events, both in the bank itself and in the environment in which it operates.
MANUAL_NOTFOUND:The strategically oriented management accounting is no revolutionary information model made up for the needs of management.
MANUAL_NOTFOUND:Planning of Social Corporate Responsibility Campaign with Multiple Special Event
MANUAL_NOTFOUND:Milica Kosti] - Stankovi], Dragana Makajic-Nikoli], Milica, Slijepcevic
MANUAL_NOTFOUND:1	University of Belgrade, Faculty of Organizational Sciences, Belgrade, Serbia
MANUAL_NOTFOUND:2	“Dunav Osiguranje” Company
MANUAL_NOTFOUND:In an effort to achieve good operating results, business systems largely adopt precisely defined methodologies for business decision making.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Importance of socially responsible business behaviour
MANUAL_NOTFOUND:Socially responsible behaviour is most easily recognized in the public relations activities.
MANUAL_NOTFOUND:It is suggested that internal teams should be assembled to design plans.
MANUAL_NOTFOUND:In addition to the employees, these teams will include the employees from other organizational units.
MANUAL_NOTFOUND:3.	Description of the socially responsible event titled “firefly”
MANUAL_NOTFOUND:The distribution campaign started with the distribution of the first quota in the ’’Borislav Pekic” elementary school in the Novi Beograd municipality.
MANUAL_NOTFOUND:The special event was organized at 9:30, 11th December, 2009.
MANUAL_NOTFOUND:Espacially important effect of the campaign is that the gadgets were warmly received by those they were meant for, the little first-form pupils.
MANUAL_NOTFOUND:They promised they would always take the gadgets with them and try to observe the traffic ragulations in order that they should be as safe as possible.
MANUAL_NOTFOUND:4.	“Firefly” campaign planning methodology
MANUAL_NOTFOUND:4.1.	Defining the scope of the campaign
MANUAL_NOTFOUND:The number of cities in which the campaign is conducted depends on the Company’s financial and organizational abilities.
MANUAL_NOTFOUND:When this decision is made, it is possible to define a set of k cities: A = { Ai, A,, . . . , Ak } .
MANUAL_NOTFOUND:4.2.	Coordinating the participants in the campaign
MANUAL_NOTFOUND:In the second phase it is necessary to coordinate all the participants of the campaign in a given city, that is define the terms (days) in which they are all available.
MANUAL_NOTFOUND:4.3.	Time schedule of the campaign
MANUAL_NOTFOUND:4.3.1.	Continuity of the campaign
MANUAL_NOTFOUND:The first problem to be solved here is to determine a different time term for each of k cities, that is, determine the different elements of the sets of possible terms for the “firefly” distribution in each of the cities, Di, i=1,...,k.
MANUAL_NOTFOUND:4.3.2.	Uniformity of the campaign
MANUAL_NOTFOUND:5.	Timetabling model formulation
MANUAL_NOTFOUND:5.1.	Optimization results
MANUAL_NOTFOUND:1.	Campaign is organized during the whole month;
MANUAL_NOTFOUND:2.	Campaign is organized during the first two weeks in Septemper;
MANUAL_NOTFOUND:3.	Campaign is organized in the last two weeks in September.
MANUAL_NOTFOUND:On the basis of the heads’ availability criterion ,a date calendar was devised for September, when the campaign is possible to be organized in the chosen cities.
MANUAL_NOTFOUND:The optimum time periods for the SVITAC distribution in the cities, for all three scenarios, were obtained by applying the mathematical model of goal programming described in this paper.
MANUAL_NOTFOUND:6.	Conclusion
MANUAL_NOTFOUND:Measuring the Quality of Banking Services in Banks Operating in Libya
MANUAL_NOTFOUND:Mohamed M. Alsakit Abulgasem1, Radmila Jani~i]1, Vinka Filipovi]1, Mirjana Gligorijevi]2
MANUAL_NOTFOUND:1	Faculty of Organizational Sciences, University of Belgrade
MANUAL_NOTFOUND:2	Faculty of Economics, University of Belgrade
MANUAL_NOTFOUND:The aim of the study is to measure the service quality of the banking system in Libya and to determine the importance of the service quality items.
MANUAL_NOTFOUND:The study concludes that understanding the client’s expectations is very important in the provision of a better banking service quality as well as in achieving client’s satisfaction.
MANUAL_NOTFOUND:Furthermore, the measurement of service quality and the client’s perception of the service are considered to be the main approach to the development and improvement of the banking service quality.
MANUAL_NOTFOUND:Introduction
MANUAL_NOTFOUND:Literature review
MANUAL_NOTFOUND:The last study written in Arabic that was used was the case study of Nagy Mohal,
MANUAL_NOTFOUND:where he examined the measuring of the banking services quality offered by commercial banks in Jordan.
MANUAL_NOTFOUND:The study about service quality determinants and the effectiveness in the real estate brokerage industry done by Johnson, L.L., Dotom, M.J. and Dunlop, B. J. was consulted at some points. One source was found in the paper written by Joseph, M., McClure, C. and Joseph, B. that dealt with the service quality in the banking sector.
MANUAL_NOTFOUND:Research Hypothesis
MANUAL_NOTFOUND:Methodology of research
MANUAL_NOTFOUND:Result and Discussion.
MANUAL_NOTFOUND:It is indicated that the existence of a relationship between all dimensions of the quality model is the most important indicator of validity.
MANUAL_NOTFOUND:H3: There is a difference in the level of quality banking services as perceived by consumers, depending on the age and years of experience of the bank.
MANUAL_NOTFOUND:From the results of the first part of the third hypothesis can be seen - that all the values of Ka 2 are not statistically significant at the 0.05 level, indicating that there was no difference in the provision of services to customers as regards their age in all dimensions of the actual quality of services.
MANUAL_NOTFOUND:Recommendations
MANUAL_NOTFOUND:It is known that e-banking is one of the basic concepts of modern banking services and this approach improves the quality of banking.
MANUAL_NOTFOUND:Also, the second hypothesis has been confirmed, the quality of service in the banking sector will affect the processes of providing services, customer experience and the results of services provided.
MANUAL_NOTFOUND:The second part of the third hypothesis takes into consideration the age and experience of the bank.
MANUAL_NOTFOUND:Nata[a Petrovi], Mirjana Drakuli], Vladimir Vujin, Ratimir Drakuli], Veljko Jeremi]
MANUAL_NOTFOUND:Faculty of Organizational Sciences in Belgrade
MANUAL_NOTFOUND:The control of climate changes is one of the greatest historical challenges facing humanity in the 21st century.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:such as the dichotomy of population growth and depression of resources and environment deterioration.
MANUAL_NOTFOUND:Thus, IT energy spending has important implication for the environment.
MANUAL_NOTFOUND:2.	Environmental impact
MANUAL_NOTFOUND:3.	Climate changes
MANUAL_NOTFOUND:For example, heat waves are expected to become more common, severe, and longer lasting.
MANUAL_NOTFOUND:Some storms are likely to become stronger and more frequent, increasing the chances of flooding and damage in coastal communities.
MANUAL_NOTFOUND:4.	Responses to climate changes
MANUAL_NOTFOUND:4.1.	Adaptation
MANUAL_NOTFOUND:As already stated, there will be a great variety in how hard
MANUAL_NOTFOUND:4.2.	Mitigation
MANUAL_NOTFOUND:Therefore, global warming will continually increase in the future due to the time scales associated with the climate processes and feedbacks, even if greenhouse gas concentrations are stabilized.
MANUAL_NOTFOUND:Many impacts can be reduced, delayed or avoided by mitigation.
MANUAL_NOTFOUND:5.	The low carbon society and information technologies
MANUAL_NOTFOUND:6.	Defining green information technologies
MANUAL_NOTFOUND:The concept of Green IT consists of two main building blocks - “green” and “information technology”.
MANUAL_NOTFOUND:In contrast to harmful effects on the environment, “Green” IT can have positive impacts, with the potential to reduce global emissions by 15%.
MANUAL_NOTFOUND:Green IT refers to information technology that addresses environmental sustainability.
MANUAL_NOTFOUND:7.	International regulation
MANUAL_NOTFOUND:European Union for many years tried to confront and counter the numerous agents which disrupt the environment.
MANUAL_NOTFOUND:Soon after, the first act of the Seveso Directive 82/501/EEC Original (“Seveso I” Council Directive of 24 June 1982 on the major-accident hazards of certain industrial activities) was adopted and initiated the entire explosion of activities.
MANUAL_NOTFOUND:Green information technologies, rapidly after the formation of awareness of their risk to the environment have become the subject of EU regulation.
MANUAL_NOTFOUND:8.	The republic of Serbia - possible solutions
MANUAL_NOTFOUND:Certification of Project Managers Based on IPMA and PMI Models Through Conforming to ISO 17024:20031
MANUAL_NOTFOUND:Danijela Toljaga-Nikolic, Vladimir Obradovic, Marko Mihic
MANUAL_NOTFOUND:Faculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:The paper presents an analysis of the certification of project managers based on IPMA and PMI models, with special emphasis on their coconformity to the ISO 17024:2003 standard.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The project management organizations, both international and national ones, are conceived in such a manner that they welcome individuals and organizations that employ the project approach in their operations, organize congresses, symposia, meetings, on which occasions the participants will share and exchange their knowledge and experience.
MANUAL_NOTFOUND:According to the SRPS ISO 10006:2007 standard, “project organization is to be supplied with complete staff“ (item 5.2.4) since “the quality and performance of the project depend on the staff that participate in it“ (item 6.2.1)
MANUAL_NOTFOUND:In this paper we will draw attention on a substantial activity in the field of organization and activities of the project organizations themselves, as well as on the organization and conduct of their programs for certification of project managers; this is the activity of making the organization and the certification programs comply with the requirements of relevant international standards.
MANUAL_NOTFOUND:2.	Implementation of project management project
MANUAL_NOTFOUND:The paper presents the findings of the research on the project of Basic research, register number 179081, financed by the Serbian Ministry of Education and Science
MANUAL_NOTFOUND:The implementation of project management concept allows for the company management to efficiently execute the projects that comply with its strategic goals.
MANUAL_NOTFOUND:Managing the project execution, the manager deals with the key factors, manages the total time span required to complete the project, the financial assets and other resources.
MANUAL_NOTFOUND:An important segment in each of these areas, calling for attention, is the project quality management.
MANUAL_NOTFOUND:There are two aspects of its implementation, one dealing with the project processes, and the other, concerned with the project product.
MANUAL_NOTFOUND:3.	Certification of project managers
MANUAL_NOTFOUND:The standard was devised by the ISO/CASCO committe for conformity assessment, and developed by the Committee for standards in the field of quality management system KS A176.
MANUAL_NOTFOUND:In this country, the standard is published as SRPS ISO/IEC 17024:2005 Conformity Assessment - General requirements for bodies operating certification of persons (ISO/IEC 17024:2003 - Conformity Assessment - General requirements for bodies operating certification of persons).
MANUAL_NOTFOUND:4.	IPMA association
MANUAL_NOTFOUND:4.1.	Certification system and basic documents
MANUAL_NOTFOUND:The elements and requirements of the ISO 17024:2003 standard are implemented by IPMA in the ICRG document, however with some modifications given below:
MANUAL_NOTFOUND:1)	Instead of the term “examination“ (item 3.9. in ISO 17024:2003), the term “assessment“ is used, and instead of the term “examiner“ (item 3.10. in ISO 17024:2003) the term “assessor“ is used.
MANUAL_NOTFOUND:The validation and revalidation of certification bodies is the responsibility of the Certification Validation Management Board.
MANUAL_NOTFOUND:The purpose is to certify that the validation process complies with the IPMA regulations, that the ICRG and ICB documents are implemented correctly and and to ensure that the quality level remains constant.
MANUAL_NOTFOUND:4.2.	Certification levels of the IPMA program
MANUAL_NOTFOUND:By the end of 2009, more than 110,000 certificates following the IPMA model were issued to project managers and assistants all over the world.
MANUAL_NOTFOUND:5.	PMI organization
MANUAL_NOTFOUND:5.1.	Certification on the PMI model - PMI certificates for project managers
MANUAL_NOTFOUND:The PMI certificates certify a person’s skill and committment in doing the work in the field of project management.
MANUAL_NOTFOUND:It is clear that, since this type of certification was introduced in 1984, the number of persons that recognize the importance of being a PMP ® holder constantly increases.
MANUAL_NOTFOUND:This means that the advantages of this certificate in this profession is globally recognized.
MANUAL_NOTFOUND:Reaccreditation after every 5 years is an imperative and so is the obligation to maintain the certification program quality in order that the credibility of professional certificates should be preserved.
MANUAL_NOTFOUND:6.	Conclusion
MANUAL_NOTFOUND:All this highlights the interest the project management professionals’ show in certification, as well as the recognition of the importance of the certificate the organizations that hire them show.
MANUAL_NOTFOUND:Therefore it is the interest of international organizations such as IP-MA or PMI, as well as national associations, to offer the prospective candidates an opportunity of certification, devised and conducted on the basis of world standards.
MANUAL_NOTFOUND:Hidden Markov Models for Analyzing Medical Time Series in Order to Detect Nosocomial Pneumonia
MANUAL_NOTFOUND:Marek Opuszko, Johannes Ruhland, Franziska Oroszi, Michael Hartmann
MANUAL_NOTFOUND:Martin Specht, Friedrich Schiller
MANUAL_NOTFOUND:Pneumonia - as an inflammatory illness of the lung - is a dangerous and often fatal disease.
MANUAL_NOTFOUND:Based on a two years dataset, collected at a large ICU, we investigate a new method for time series processing in order to develop an early warning system for developing pneumonia. The system focuses on the preonset phase of the disease to extrapolate the future’s course.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The paper is structured as follows:
MANUAL_NOTFOUND:In Section 2 we will give an overview of the given data and its structure.
MANUAL_NOTFOUND:2.	Data
MANUAL_NOTFOUND:The CPIS is an integer score containing 6 score components (tracheal secretions, radiographic infiltrates, fever, leukocytosis, oxygenation, and semi-quantitive cultures of tracheal aspirates - microbiology).
MANUAL_NOTFOUND:Furthermore various time series contained gaps and were extremely sparse as many stays on the ICU were very short.
MANUAL_NOTFOUND:Moreover the data was highly unbalanced as the group of nonpneumonic cases is extremely overrepresented.
MANUAL_NOTFOUND:3.	Hidden Markov models
MANUAL_NOTFOUND:HMMs have been successfully used in data mining for many decades in speech recognition as well as many other subjects, for instance bioinformatics.
MANUAL_NOTFOUND:The random variable x(t) is the hidden state at time.
MANUAL_NOTFOUND:Each state X1,..., X4 has a transition distribution.
MANUAL_NOTFOUND:Here an is the probability of transitioning from state i to state j in the next step.
MANUAL_NOTFOUND:Moreover the random variable y(t) is the emission at a time.
MANUAL_NOTFOUND:Regarding our assumptions in Section 2 we defined a CPIS of &gt; 6 equal condition ”red”.
MANUAL_NOTFOUND:This problem is solved by using the viterbi algorithm.
MANUAL_NOTFOUND:Thus we can gain more information about the course of a pneumonia disease.
MANUAL_NOTFOUND:4.	The likelihood of a given CPIS sequence
MANUAL_NOTFOUND:using the forward-backward algorithm which will be used to classify sequences.
MANUAL_NOTFOUND:4.	CPIS simulation
MANUAL_NOTFOUND:The simulation for a particular sequence started with a first random emission and was stopped if a CPIS &gt; 6 was observed.
MANUAL_NOTFOUND:In consideration of the fact that the generated sequences have different lengths, all sequences were aligned around the reaction day.
MANUAL_NOTFOUND:5.	Test arrangement
MANUAL_NOTFOUND:-	Supervised learning should be used.
MANUAL_NOTFOUND:In both cases, the time series used for calibration will exclude the reaction day.
MANUAL_NOTFOUND:Bayes’ formula will yield P(HR\o): PLR and PHR are the usual a priori probabilities taken from general health statistics at the ICU.
MANUAL_NOTFOUND:Onset of pneumonia is forecasted, if the probability for reaching hidden state ”red” or observed emission ”CPIS &gt; 6” exceeds a threshold, i.e.
MANUAL_NOTFOUND:More sophisticated rules can be formed such as: P(”red” t + 1) &gt; CF2”P (x, t + 1) or for all other hidden states x and a relative threshold of CF2
MANUAL_NOTFOUND:We shall limit our discussion in this paper to the first case.
MANUAL_NOTFOUND:The whole process works as follows:
MANUAL_NOTFOUND:3.	Classification for ”HR” and ”LR”.
MANUAL_NOTFOUND:Tuning the system To finally run forecasts, the model faces another crucial question:
MANUAL_NOTFOUND:How shall Errors be treated correctly to gain an optimal result?
MANUAL_NOTFOUND:Medical practice will rank class 1-errors more serious than class 3 and both far more serious than class 2.
MANUAL_NOTFOUND:Now two possible ways in defining CF1 and CF2 exist,
MANUAL_NOTFOUND:as a first solution, the treating physician may define the two parameters as a fixed constant.
MANUAL_NOTFOUND:It is clear that all quality functions directly depend on the choice of CF1 and CF2.
MANUAL_NOTFOUND:For instance, if CF1 is set to 1, a classification to "HR" is virtually never accepted and therefore the reaction day will be hardly predicted.
MANUAL_NOTFOUND:On the other hand no false prediction will occur.
MANUAL_NOTFOUND:Additionally 3 parameters P1, P2 and P3 are added to the target function to penalize the 3 quality functions if their values do not reach a minimum level.
MANUAL_NOTFOUND:This can be used to set lower bounds for the arrangement’s accuracy.
MANUAL_NOTFOUND:The target function F reflects the trade-off in having many predicted reaction days paid with many false predictions on the other hand.
MANUAL_NOTFOUND:6.	Experimental results
MANUAL_NOTFOUND:Especially the range of low values of CF2 showed a dramatically increase in errors going along with a more or less stable number of correct predictions.
MANUAL_NOTFOUND:Table 2 depicts the results in every error class.
MANUAL_NOTFOUND:It is an advantage of our method that (through the choice of threshold CF1 and CF2) the value of a can be adjusted, which will also determine P (vice versa).
MANUAL_NOTFOUND:The method moreover shows, that an adjustment of a errors is possible with simultaneously having a remarkable stable P error.
MANUAL_NOTFOUND:The test arrangement introduced in this work can be understood as a novel approach for processing and predicting medical data.
MANUAL_NOTFOUND:Cloud Computing in Science and Higher Education
MANUAL_NOTFOUND:Vladimir Vujin
MANUAL_NOTFOUND:Faculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:This paper presents a model of IT infrastructure systems for scientific research and education in higher education institutions based on the concept of cloud computing.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Technological background
MANUAL_NOTFOUND:One of major properties of the CC concept is scalability, and the key technology that ensures it is virtualization.
MANUAL_NOTFOUND:Virtualization separates the physical IT infrastructure from the services and applications it contains, thus allowing for a greater efficiency and flexibility.
MANUAL_NOTFOUND:3.	Cloud computing in science and higher education
MANUAL_NOTFOUND:The problem becomes especially alarming when such a system of electronic education is accessed by an increasing number students and lecturers.
MANUAL_NOTFOUND:The best answer that information technologies can give to users of higher education institutions and their computing centres is to develop an IT infrastructure model based on the CC concept.
MANUAL_NOTFOUND:4.	IT infrastructure model in higher education institution
MANUAL_NOTFOUND:The node then performs all the actions.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Assesment on Implementation Basel II rules in Serbian Banking Division
MANUAL_NOTFOUND:Lidija Barjaktarovi], Dejan Je~menica
MANUAL_NOTFOUND:Process of transformation is evident in developed and less developed countries and covers all areas of industry and social life.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:In 1988, the Committee has decided to introduce a system for measuring capital adequacy, popular as the Basel agreement I.
MANUAL_NOTFOUND:Based on extensive cooperation with banks and other financial institutions, on 26th June 2004 the Committee released a new agreement on the capital, known as Basel II.
MANUAL_NOTFOUND:Validating the fact that the financial services sector deals with the money of its clients, not its own, the first movement was with the regulation of banks, then other financial institutions.
MANUAL_NOTFOUND:It is important to stress that there has not yet been reached a sufficient system of unification and integration of European financial markets.
MANUAL_NOTFOUND:2.	The banking market of the Republic of Serbia
MANUAL_NOTFOUND:The transformation is a permanent process that aims to convert the economic entities from state-planned system into a system of market regulation or corporate governance and business2.
MANUAL_NOTFOUND:In the core of the transformation are the changes in the way of thinking, business behaviour, decision-making and action of all subjects of economic and social life.
MANUAL_NOTFOUND:On the domestic banking market there is an extremely high level of competition.
MANUAL_NOTFOUND:Serbian banking sector recorded a positive financial result to the end of 2008 (slow profit growth starts in the last quarter of 2008 because in Serbia in October 2008 there are the effects of the global economic crisis starting to be felt; for the first nine months of 2009 nine banks reported profit).
MANUAL_NOTFOUND:However, the economy and population are faced with:
MANUAL_NOTFOUND:The overall level of the efficient business is at a lower level due to the high structural imbalance between banks in terms of financial strength and results of operations.
MANUAL_NOTFOUND:Experience shows that the state is helping the banks, not the economy.
MANUAL_NOTFOUND:3.	Conclusion
MANUAL_NOTFOUND:The operating plan for the introduction of international standards in the field of prudential banking supervision, is defined based on the fact that in the previous years actual macroeconomic conditions necessary for the introduction of these standards were made (such as the liberalization of financial markets, stabilization of the financial system, restructuring of the banking industry and its capital, strengthening the supervisory functions of the National Bank of Serbia, the introduction of international accountant standards, etc.).
MANUAL_NOTFOUND:Reviewing the results of the questionnaire on the implementation of the Basel II agreement (by the business banks) in Serbia, it can be concluded that the following problems arise in the implementation: the high costs of staff training and building of an information system, improvement of technology, development of models (including the decision on the best approach in accordance with the risk profile of the bank) and databases (the quality of databases, including the time, keeping historical data, understanding data, developing systems for reporting), and a lack of personnel.
MANUAL_NOTFOUND:Also, considering the transparency of the process of introducing the Basel II agreement in Serbia, we can say that there is no official data on the progress of the first phase of the Operational Plan, ie. that deadlines for the adoption and approval of legislation are not met. i.e. there are not any blueprints for the majority of regulations at the site of the National Bank of Serbia.
MANUAL_NOTFOUND:Interest of the Population in Electronic Communication in the Health Services Provision - Research Results
MANUAL_NOTFOUND:Marina Jovanovic Milenkovic1
MANUAL_NOTFOUND:1Faculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:The subject of this paper is to present the results of the implementation of electronic communications in one segment of the electronic health system that is currently under development in the Republic of Serbia.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:It can be described as a system that is complementary to the traditional system of health services delivery; it eliminates paper as a medium and ensures that all the data on the patient and his/her health status are recorded in an electronic format and are accessed promptly and efficiently via a computer network - the Internet.
MANUAL_NOTFOUND:2.	Information and communication technology implementation in communication in the provision of health services
MANUAL_NOTFOUND:Information and communication technologies offer great opportunities and have an impact upon national economies and the global competition.
MANUAL_NOTFOUND:3.	Research into the implementation of application solution in the health-care system
MANUAL_NOTFOUND:The health-care system is one of the most complex systems in a state.
MANUAL_NOTFOUND:3.1.	Subject and goals of implementation of application solutions
MANUAL_NOTFOUND:When seeking the necessary information, the user becomes aware that the weaknesses in the health-care system are many and he/she wastes a lot of time to find and organize information.
MANUAL_NOTFOUND:The lack of accessibility of all the information on the patient, e.g., laboratory findings, may result into medical errors or into an unnecessary repetition of laboratory tests.
MANUAL_NOTFOUND:This problem can be easily solved by using information systems that can communicate.
MANUAL_NOTFOUND:The method used in data collection is the implementation of information and communication technologies such as web applications and SMS services.
MANUAL_NOTFOUND:3.2.	Functional organization of data flow in the application solution
MANUAL_NOTFOUND:The key precondition for this application solution is the data flow organization.
MANUAL_NOTFOUND:In the application solution the communication starts from the patient.
MANUAL_NOTFOUND:4.	Research findings and analysis
MANUAL_NOTFOUND:Over a period of one year, patients were asked to record the INR values on a fortnight basis.
MANUAL_NOTFOUND:Not all patients, however, were active in entering the INR values into the system during the one year period.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:The research conducted shows that the population is interested and that their attitude to the introduction of the electronic health-care system is positive.
MANUAL_NOTFOUND:Small and Medium Enterprises - Economic Development Drivers
MANUAL_NOTFOUND:Miroslav Gveroski, Aneta Risteska, Stevco Dimeski
MANUAL_NOTFOUND:Faculty of Economics —Prilep
MANUAL_NOTFOUND:Faculty of Economics - Prilep
MANUAL_NOTFOUND:Stopanska Banka - AD Skopje
MANUAL_NOTFOUND:XII International Symposium SymOrg 2010, 09 -12 June 2010, Zlatibor, Serbia
MANUAL_NOTFOUND:Introduction Considering the fact that many of the countries are going through transitional period the drivers of development should be small and medium enterprises.
MANUAL_NOTFOUND:1.	SMEs and economy development
MANUAL_NOTFOUND:SMEs have a huge contribution for economics activities in the country and usually are appointing the question: What are the reasons and advantages of SMEs and why are they so important for country development?
MANUAL_NOTFOUND:The other used term is business environment
MANUAL_NOTFOUND:it gives attention to the role of business in creating investment and economic growth.
MANUAL_NOTFOUND:2.	Actuality with SMEs in Republic of Macedonia
MANUAL_NOTFOUND:Private sector development has started since 1990.
MANUAL_NOTFOUND:Considering the fact than SMEs have the important role of economy development the number of SME has been steadily increasing.
MANUAL_NOTFOUND:Financing of SMEs - The process of financing is important for enterprises existence.
MANUAL_NOTFOUND:SMEs and Employment - one of the important advantages of SMEs is creating new working places.
MANUAL_NOTFOUND:This illustrates the importance of SME sector for job creating (% or 75.7% of employ were employed in SME).
MANUAL_NOTFOUND:Considering the advantages of establishing and functioning small and medium entreprises every national economy should make a reforms to develop them.
MANUAL_NOTFOUND:SMEs and Foreign Trade - Since independence trading with foreign countries has generated trade deficit, that is a big problem for the Macedonian economy
MANUAL_NOTFOUND:and it is necessary to take measures for increasing the export and the main objective is to make Macedonian products more competitive on the foreign markets.
MANUAL_NOTFOUND:Unfortunately the SME operate mainly in the domestic markets, and have a very small percentage in export.
MANUAL_NOTFOUND:3.	Improving the business environment in Republic of Macedonia for SME development
MANUAL_NOTFOUND:The Business climate in Republic of Macedonia has the main role for economic activities and for boosting the economy.
MANUAL_NOTFOUND:An analysis of business climate in R. Macedonia was performed according to the dates from Doing business report for 2006 and 2009.
MANUAL_NOTFOUND:As we can see from the data Republic of Macedonia has huge progress in starting a business (today you can start a business for 7 days thanks to the introduction of the one stop shop system) and paying taxes thanks to the tax reliefs.
MANUAL_NOTFOUND:Conclusion The small and medium enterprises are the main factor for national economy development especially in developing countries where the processes of transitions are more and more frequent.
MANUAL_NOTFOUND:Number 60, Y ear XVI September 2011.
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:5 ICT as Crucial Component of Socio-Economic Development
MANUAL_NOTFOUND:Veljko Jeremic, Aleksandar Markovic, Zoran Radojicic
MANUAL_NOTFOUND:11 Towards Framework for Higher Environmental Education
MANUAL_NOTFOUND:Nataša Petrovic, Mirjana Drakulic, Sonja Išljamovic, Veljko Jeremic, Ratimir Drakulic
MANUAL_NOTFOUND:19 The Influence of Cloud Computing Concept on Organizational Performance and Structure
MANUAL_NOTFOUND:Mladen Cudanov, Jovan Krivokapic, Jovan Krunic
MANUAL_NOTFOUND:27 Developing Mobile Application for Learning Japanese Language -FONJAPGO
MANUAL_NOTFOUND:Miloš Milutinovic, Dušan Barac, Marijana Despotovic-Zrakic, Aleksandar Markovic, Božidar Radenkovic
MANUAL_NOTFOUND:35 Communal Waste Management - Case Study for Slovenia
MANUAL_NOTFOUND:Aleš Gabršcek, Sonja Išljamovic
MANUAL_NOTFOUND:43 What Use is Knowledge if there is no Understanding
MANUAL_NOTFOUND:Gordana Jakic, Marija Novakovic
MANUAL_NOTFOUND:51 Virtual Reality in Distance Education and Marketing Communications
MANUAL_NOTFOUND:Vesna Buha, Radmila Janicic, Vinka Filipovic, Mirjana Gligorijevic
MANUAL_NOTFOUND:61 Biofuels and their Impact on Carbon Footprint
MANUAL_NOTFOUND:Marjan Senegacnik, Drago Vuk, Natasa Petrovic, Sonja Išljamovic, Veljko Jeremic
MANUAL_NOTFOUND:69 Boards of Directors Models and Role in Corporate Governance
MANUAL_NOTFOUND:Jelena Nikolic, Jelena Eric
MANUAL_NOTFOUND:77 Motivational Aspects of Corporate Culture in International Management
MANUAL_NOTFOUND:Nevena Krasulja, Ivana Radojevic Gujanica
MANUAL_NOTFOUND:86 Book review
MANUAL_NOTFOUND:Maja Levi Jakšic
MANUAL_NOTFOUND:ICT as Crucial Component of Socio-economic Development
MANUAL_NOTFOUND:Veljko Jeremic, Aleksandar Markovic, Zoran Radojicic
MANUAL_NOTFOUND:Faculty of Organizational Sciences, University of Belgrade
MANUAL_NOTFOUND:The aim of this paper is to present new ideas in evaluating socio-economic development of countries.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	The i-distance method
MANUAL_NOTFOUND:This has proven to be quite useful since all the variables have a different type of measurement each.
MANUAL_NOTFOUND:I-distance is a metric distance in an n-dimensional space.
MANUAL_NOTFOUND:This method has been proposed and defined in various publications that have appeared since 1963 by B. Ivanovic.
MANUAL_NOTFOUND:Ivanovic created this method to rank countries according to their level of development on the basis of several indicators.
MANUAL_NOTFOUND:Many socio-economic development indicators have been considered in the use of this method and the problem has been how to use all of them in order to calculate a single synthetic indicator which will represent the rank.
MANUAL_NOTFOUND:For a selected set of variables XT = (X1, X2, ..., Xk ) chosen to characterize the entities, the I-distance between the two entities is defined as: D(r,s) where di (r,s) is the distance between the values of the variable Xi, e.g. the discriminate effect.
MANUAL_NOTFOUND:It is calculated through the following steps:
MANUAL_NOTFOUND:1.	calculate the value of the discriminate effect of variable Xt (the most significant variable, which provides the largest amount of information on the phenomena needed to be ranked);
MANUAL_NOTFOUND:2.	add the value of the discriminate effect of X2 which is not covered by X1;
MANUAL_NOTFOUND:3.	add the value of the discriminate effect of X3 which is not covered by X1 and X2;
MANUAL_NOTFOUND:4.	repeat the procedure for all variables.
MANUAL_NOTFOUND:This I-distance fulfills all 13 conditions for defining the measures of distances and has proven useful in overcoming differences in measures.
MANUAL_NOTFOUND:Thus, the use of the square I-distance is even more desirable.
MANUAL_NOTFOUND:In order to rank the entities - countries in this case- in the observed set using the I-distance methodology, it is necessary to fix one entity as a referent: an entity with a minimal value for each indicator.
MANUAL_NOTFOUND:3.	Results
MANUAL_NOTFOUND:This data set was further examined and a correlation coefficient of each indicator with the I-distance value was determined (Pearson correlation test has been used).
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:Towards Framework for Higher Environmental Education
MANUAL_NOTFOUND:Nata[a Petrovi], Mirjana Drakuli], Sonja I[ljamovi], Veljko Jeremi], Ratimir Drakuli]
MANUAL_NOTFOUND:Faculty of Organizational Sciences, University of Belgrade
MANUAL_NOTFOUND:Sustainable development concepts at the higher education level require that undergraduates from higher learning institutions receive adequate sustainable and environmental education.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:As a result of population growth and economic development, humans have exerted a considerable impact on the Earth and have become seriously incompatible with natural resources, environment and economy.
MANUAL_NOTFOUND:Many authors agree that good environmental education is crucial for achieving sustainable development.
MANUAL_NOTFOUND:At its core, environmental education strives to engage the global citizenry in new ways of thinking and acting in, with, and for the environment.
MANUAL_NOTFOUND:2.	Methodology of higher environmental education
MANUAL_NOTFOUND:Higher environmental education is learner-centered, providing learners with opportunities to construct their own understandings through hands-on, minds on investigations.
MANUAL_NOTFOUND:Higher environmental education development emphasizes skills and habits that students can use throughout their life, in order to understand and act on environmental issues.
MANUAL_NOTFOUND:Ultimately, it is about decisionmaking, critical thinking and citizenship, including acting as an environmentally literate citizen that involves adopting actions that reduce environmental stresses or affecting some conservation target.
MANUAL_NOTFOUND:Higher environmental education improves students’ awareness and understanding of sustainable development and most importantly, way to develop and implement preventive strategies to respond to environmental problems in the context of environmental protection and sustainable development in their own communities and regions.
MANUAL_NOTFOUND:3.	Flexible approach in higher education
MANUAL_NOTFOUND:In the traditional face-to-face learning and distance learning methods, little attention may be paid to the actual learning activities of the students.
MANUAL_NOTFOUND:Flexible learning can be regarded as an approach that builds upon the traditional face-to-face learning methods and distance education practices whilst giving high priority to learner control.
MANUAL_NOTFOUND:4.	Methodological improvement of environmental management course -a flexible approach
MANUAL_NOTFOUND:Therefore, students learning through the flexible model can expect to spend 2-3 hours more per week studying the materials, in addition to the time required for assignments.
MANUAL_NOTFOUND:Students enrolled in flexible model of this course are required to attend certain on-campus sessions during the semester.
MANUAL_NOTFOUND:This can facilitate student choice as to the focus and sequence of their learning activities.
MANUAL_NOTFOUND:5.	Conclusions
MANUAL_NOTFOUND:The Influence of Cloud Computing Concept on Organizational Performance and Structure
MANUAL_NOTFOUND:Mladen Cudanov, Jovan Krivokapi], Jovan Kruni]
MANUAL_NOTFOUND:1 Fakultet organizacionih nauka u Beogradu
MANUAL_NOTFOUND:The paper deals with the organizational aspects of the “Cloud Computing“ concept implementation.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Differences between the classical and “cloud computing“ approach to information and communication technologies in the organization
MANUAL_NOTFOUND:The costs related to hardware, software, labour force and associated services have constantly been rising globally since 2001, and have become an important item in the company’s budget.
MANUAL_NOTFOUND:Consequently, it has become a trend among the managers responsible for the information systems (Chief Information Officer, CEO) that informatics-related jobs that do not support the major competency of the organization are outsourced from other firms for an adequate financial remuneration.
MANUAL_NOTFOUND:3.	Impact of "cloud computing" on organizational structure
MANUAL_NOTFOUND:Such a manner of business doing results in a growing scope of “outsourcing“ activities that is sometimes viewed as even irrational and ungrounded.
MANUAL_NOTFOUND:The rise of ever more modern concepts of network and virtual organizations brings forth varied opportunities for the “cloud computing“ concept implementation.
MANUAL_NOTFOUND:Different forms of Business Intelligence (BI) and Business Process Management (BPM) are used for that purpose.
MANUAL_NOTFOUND:On one hand, they allow for the data transparency and visibility, however, they also control the data and information that circulate through and between companies.
MANUAL_NOTFOUND:4.	Impact of "cloud computing" on organizational performance
MANUAL_NOTFOUND:The demand to provide the infrastructure that will be adjustable to the company needs to such an extent that the fixed costs of its development practically become variable can be satisfied by implementing the “cloud computing“ concept in the manner presented in the Figure below:
MANUAL_NOTFOUND:The danger of substantial fixed investments into infrastructure is especially present in the ICT field, since technological change make technology obsolete much faster than in other industries.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Developing Mobile Application for Learning Japanese Language -FONJAPGO
MANUAL_NOTFOUND:Miloš Milutinovi], Dušan Bara], Marijana Despotovi]-Zraki],
MANUAL_NOTFOUND:Aleksandar Markovi], Božidar Radenkovi]
MANUAL_NOTFOUND:1Faculty of Organizational Sciences, University of Belgrade
MANUAL_NOTFOUND:This paper presents a mobile application for learning the Japanese language - FONJAPGO.
MANUAL_NOTFOUND:The prevailing definition of omnipresent learning is the following: ”learn any place, any time”.
MANUAL_NOTFOUND:Mobile learning is a form of e-learning implementing wireless technologies to deliver learning contents and secure support.
MANUAL_NOTFOUND:Using a mobile device in a learning context allows the students to learn anywhere, at any time.
MANUAL_NOTFOUND:Accessibility to the Internet allows for a fast communication with other users, while the GPS functionality makes it possible to access the contents relevant for the learning goal linked with a particular learner’s location.
MANUAL_NOTFOUND:The increase in the flow allows for combining different media types (video, images, text and sound).
MANUAL_NOTFOUND:2.	Mobile applications for foreign language learning
MANUAL_NOTFOUND:It has also been proven that providing an opportunity to learn in an informal environment increases the amount of time the students invest in learning.
MANUAL_NOTFOUND:Foreign language learning solutions employing modern technologies can be classed into three categories: desktop applications, on-line applications, mobile applications.
MANUAL_NOTFOUND:2.1.	Technologies in mobile application development
MANUAL_NOTFOUND:3.	FONJAPGO application description
MANUAL_NOTFOUND:The FONjapGO application has been developed in the Electronic business laboratory, Faculty of Organizational Sciences, University of Belgrade.
MANUAL_NOTFOUND:3.1.	Application architecture description
MANUAL_NOTFOUND:The role of the third component is to communicate with the web application and to access on-line resources (audio datafiles ).
MANUAL_NOTFOUND:3.2.	Application functionality description
MANUAL_NOTFOUND:The main screen of the application offers the user 4 cards with respective units.
MANUAL_NOTFOUND:The first unit, ’’Learn”, ensures that the learning session can be started.
MANUAL_NOTFOUND:The user can see how many new words he is expected to learn within the active session.
MANUAL_NOTFOUND:The next unit, ”Word lists” is presented in Figure 6.
MANUAL_NOTFOUND:Similarly to the kana idiograms unit, the unit of a number of kanji idiograms is supported.
MANUAL_NOTFOUND:Japanese is written in a combination of three scripts: hiragana, katakana, and kanji.
MANUAL_NOTFOUND:Kanji represents ideas or objects, hiragana expresses the grammatical relationships between them.
MANUAL_NOTFOUND:Katakana is used for words of foreign origin.
MANUAL_NOTFOUND:Like romaji, both hiragana and katakana characters represent one syllable and have no meaning other than the representation of sound.
MANUAL_NOTFOUND:Though Japanese is usually written in a combination of three scripts, Japanese sentences can be written in either hirauana or
MANUAL_NOTFOUND:The access options are also available by adjusting the application as well as help in using.
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:Communal Waste Management - Case Study for Slovenia
MANUAL_NOTFOUND:Ales Gabrscek, Sonja Isljamovic2
MANUAL_NOTFOUND:1EKO Plus d.o.o. Store, Slovenia
MANUAL_NOTFOUND:2Faculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:The unprecedented quantities of waste produced today have critical environmental implications, from resource inefficiency and climate change to social injustice and local human health effects.
MANUAL_NOTFOUND:In addition, the generation of waste has been one of the most prevalent byproducts of human activity in history.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.1.	Communal waste concept
MANUAL_NOTFOUND:2.2.	Communal waste management goals
MANUAL_NOTFOUND:2.3.	Communal waste management principles
MANUAL_NOTFOUND:2.4.	Communal waste management concept
MANUAL_NOTFOUND:3.	Communal waste management in Slovenia
MANUAL_NOTFOUND:The major problem Slovenia is facing is how to achieve this goal in an effective and efficient manner.
MANUAL_NOTFOUND:Waste, naturally, is an environmental, economic and social challenge for the European Union which earns as much as ?
MANUAL_NOTFOUND:100 billion and employs between 1.2 and 1.5 million people in this sector.
MANUAL_NOTFOUND:4.	Instead of conclusion: an example of sustainable communal waste management - the ?POTKO? project
MANUAL_NOTFOUND:In the last several years Slovenia has joined the European trend in the reduction of waste created from business activities and everyday living, and this resulted in an increase in recycling.
MANUAL_NOTFOUND:"What use is knowledge if there is no understanding?"
MANUAL_NOTFOUND:The Use of Terms Management and Organization in Master’s and Specialist’s Dissertations, and Magister’s and Doctoral Theses
MANUAL_NOTFOUND:Gordana Jakic, Marija Novakovic
MANUAL_NOTFOUND:Faculty of Organizational Science, University of Belgrade
MANUAL_NOTFOUND:Good management and organization are the key factors of the success of any venture.
MANUAL_NOTFOUND:2.	Terminology
MANUAL_NOTFOUND:The terminology of a chosen scientific field is sometimes considered as a branch of applied science, but in fact, since it also has a much wider range than this, it stands for an area that is developing at a pace that is - theoretically at least - equal to the fastest development in technology, society and science.
MANUAL_NOTFOUND:3.	Origin and definitions
MANUAL_NOTFOUND:3.1.	Management
MANUAL_NOTFOUND:Management appears with at least threefold function that is, the term appears as having three aspects:
MANUAL_NOTFOUND:1)	A process that enables organizations to achieve their long - or short-term goals - the process of managing certain businesses, ventures or systems in order to reach joint goals the most efficient way;
MANUAL_NOTFOUND:2)	The managing team or individuals in a company, structure etc.;
MANUAL_NOTFOUND:3)	A field of science which is multidisciplinary and deals with research of problems in managing certain ventures, businesses etc.
MANUAL_NOTFOUND:3.1.1	Management - ISO definition
MANUAL_NOTFOUND:3.2.	Organization
MANUAL_NOTFOUND:The most common definitions of the term are the following:
MANUAL_NOTFOUND:1)	Organization as a state of order in an institution, company, etc.;
MANUAL_NOTFOUND:2)	Organization as a process - the way, mode or action which regulates a system; distributing and connecting various and different elements into new units, or in other words, the act of managing - administration, in order to achieve joint goals;
MANUAL_NOTFOUND:3)	Organization as a structure, or organization’s structure is, according to Henry Mintzberg,[7] “the sum total of the ways in which it divides its labour into distinct tasks and then achieves coordination among them”;
MANUAL_NOTFOUND:4)	Organization as a state means an organization as a whole referring to: bureaucracy, hierarchy, association, company, etc.
MANUAL_NOTFOUND:3.2.1	Organization - ISO definition
MANUAL_NOTFOUND:4.	Corpus analysis
MANUAL_NOTFOUND:3.1.	Management
MANUAL_NOTFOUND:Analyzing the titles of the specialist and master’s degrees, magister’s and doctoral theses, we determined that the term management appears in the following percentages:
MANUAL_NOTFOUND:As shown in the table, management-related topics were dealt with in the highest percent in the doctoral theses (28.44%), followed by the magister’s theses (21.23%), and finally, the specialist’s and master’s degree dissertations (14.05%).
MANUAL_NOTFOUND:Referring to the previously mentioned use of the term, this paper was limited to observing the application of the first two definitions - management as a process and management as a team.
MANUAL_NOTFOUND:Use of the term management.
MANUAL_NOTFOUND:The aim of this study was to establish consistency in the use of these two terms in comparison with the terms and their definitions given in ISO 9000 series of standards which have been translated into SRPS ISO 9000:2007 (Committee on Standards in the Translation Institute for Standardization of Serbia).
MANUAL_NOTFOUND:We established the following criteria:
MANUAL_NOTFOUND:1)	Proper use of the term
MANUAL_NOTFOUND:2)	Weak or poor use of the term
MANUAL_NOTFOUND:3)	Improper use of the term
MANUAL_NOTFOUND:3.2.	Organization
MANUAL_NOTFOUND:As shown in Table 5, unlike the use of the term management, organization - related topics were dealt with in the highest percent in the magister’s theses (18.53%), followed by the doctoral theses (14.68%), and finally, the specialist’s and master’s degree dissertations (8.75%).
MANUAL_NOTFOUND:When we analyzed the use of the term organization in terms of proper, weak or poor and improper use of the term according to their definitions given in ISO 9000 series of standards translated into SRPS ISO 9000:2007, we distinguised the following:
MANUAL_NOTFOUND:The term organization has only one equivalent in the Serbian language as found in the corpus analysed, which would be the noun organizacija with the adjective organizational (organizacioni/a/e)
MANUAL_NOTFOUND:4.3 Examples of the use of the terms:
MANUAL_NOTFOUND:4.3.1	Term management
MANUAL_NOTFOUND:When we consider the translation of the term, it is evident that the situation is more complex.
MANUAL_NOTFOUND:As such, it is incorrectly used because it is only a part of the process of management [6, str. 27] and, consequently, does not have the same meaning value.
MANUAL_NOTFOUND:The use of the term management and organization together:
MANUAL_NOTFOUND:4.3.2.	Term organization
MANUAL_NOTFOUND:As a noun, it has the following forms:
MANUAL_NOTFOUND:1.	organizacija or 2. organizovanje (gerund).
MANUAL_NOTFOUND:1.	Organization (Organizacija)
MANUAL_NOTFOUND:The most common collocations with the term in this sense are:
MANUAL_NOTFOUND:a.	Noun+ noun:
MANUAL_NOTFOUND:2.	Organizing (organizovanje)
MANUAL_NOTFOUND:As gerund (organizovanje) (followed by instrumental case) we found the following examples:
MANUAL_NOTFOUND:In one case we found the form: process of organizing (proces organizovanja).
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:After defining the terms management and organization, and obtaining data on their frequency of use in master’s and specialist’s dissertations, and magister’s and doctoral theses, and their translation equivalents in Serbian, the authors feel that there is still a need for the subject terms to be more precisely defined and appropriate translation adopted in order to avoid confusion and misuse of the terms. Furthermore, the authors are of the opinion the distinction between terms formed by calk translation and domestic terms is not strict, since in some instances it is difficult to distinguish what is literally translated from the term ‘’domestic’’ terms.
MANUAL_NOTFOUND:Virtual Reality in Distance Education and Marketing Communications
MANUAL_NOTFOUND:Vesna Buha , Radmila Janicic, Vinka Filipovi], Mirjana Gligorijevi]
MANUAL_NOTFOUND:National Employment Agency, Faculty of Organizational Sciences, Faculty of Economics
MANUAL_NOTFOUND:Since its beginnings, virtual reality as an environment has attracted considerable attention of many a user and hence allowed for varied information in the domains of marketing, PR, education... to be accessible.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Definition and the beginnings of distance education
MANUAL_NOTFOUND:What does the term virtual mean?
MANUAL_NOTFOUND:The authors Efraim Turban, Ephraim McLean, James Wetherbie structured the implementation of this technology in different fields of work in the following way
MANUAL_NOTFOUND:The same authors define virtual reality as “Pseudo-3D interactive technology which gives the user the feeling that he/she is physically present in a world created by the computer.“
MANUAL_NOTFOUND:Which is the place of the example of virtual reality in the learning/distance learning context?
MANUAL_NOTFOUND:The innovation themselves in the field of computer science and modern technologies used in teaching are not necessarily the cause of change in the methodology of work, however, they are often assumed to be the motive to additionally adjust methodology for the purpose of achieving an even higher quality process.
MANUAL_NOTFOUND:Virtual reality as means in the teaching process
MANUAL_NOTFOUND:Examples of virtual reality and their psychological-pedagogical classification.
MANUAL_NOTFOUND:From the psychological aspect, the examples analysed in the reasearch are based on learning following a model (learning by the example).
MANUAL_NOTFOUND:The Internet, however, often offers the principle of support or reinforcement:
MANUAL_NOTFOUND:The example analysed in this research belongs to the third, psychomotor level.
MANUAL_NOTFOUND:1.	Research subject
MANUAL_NOTFOUND:2.	Research goal
MANUAL_NOTFOUND:4.	Starting hypotheses of the research
MANUAL_NOTFOUND:5.	Methods implemented in the research
MANUAL_NOTFOUND:Virtual people are the key figures in the multimodal interaction section, in probing into the virtual environment, and in the increase of the reality degree.
MANUAL_NOTFOUND:The most important goal of the Virtual Amusement Park is the expansion of the existing VLNET virtual environment, shared systems, and creating material that integrates several applications based on the virtual environment distributed.
MANUAL_NOTFOUND:The material presents a person that performs a succession of physical movements that the user observes and wishes to repeat.
MANUAL_NOTFOUND:The largest number of respondents belonged to the age group of 21-23
MANUAL_NOTFOUND:(39.17%), followed by the youngest students aged 18-20
MANUAL_NOTFOUND:(26.67%, and then the students aged 24-26
MANUAL_NOTFOUND:(20.83%), etc.
MANUAL_NOTFOUND:The largest number of respondents had used the computer for 3-5 years (40.3%), while others had used it for 6-8 years (22.7%); then follow the respondents who had worked on the computer for the last two years (18.5%).
MANUAL_NOTFOUND:7.	Result analysis
MANUAL_NOTFOUND:Similarly to the previous assessment, this method of subject matter presentation in distance learning was attractive to 57.5% respondents, while 26.7% participants rate it as not attractive; the rest are ineffective (15.8%). The structure of respondents on the basis of the study field who were asked to assess the appeal of the subject matter can be seen in the following table.
MANUAL_NOTFOUND:It is absolutely predictable, in the population included in this survey, that the Web as one of the Internet services tops the list of media the respondents use to get informed on the education.
MANUAL_NOTFOUND:The Web is followed by the TV, specialized journals, daily papers, etc.
MANUAL_NOTFOUND:In view of the example presented, the IT students are more attracted to the subject matter designed using the VR in comparison with the management students.
MANUAL_NOTFOUND:On the basis of the data obtained a conclusion can be drawn that this type of material is meant primarily for young people in the period of studying (19-23 years old), then for people aged 30-39, and finally to the young people under the age of 18.
MANUAL_NOTFOUND:8.	Conclusion
MANUAL_NOTFOUND:The results obtained reveal the fact that education is a field on which the respondents generally get informed through the Web, and then TV, specialized journals, daily papers, etc.
MANUAL_NOTFOUND:This information shows that the opportunity of an easy access to the material, the availability of the material at the time suitable to the user, the dynamics, the flexibility, are the facts that already place the Web into the focus of the users’ attention when they wish to get certain information and choose the educational institution that is to provide education service.
MANUAL_NOTFOUND:Result analysis from the aspect of the components of the attitude towards virtual reality
MANUAL_NOTFOUND:Analysis of research results form the aspect of marketing mix
MANUAL_NOTFOUND:The product - The presentation of the Virtual Amusement Park was assessed as highly efficient,
MANUAL_NOTFOUND:although a danger was recognized that “fascination“ with technology and its potentials can cast a shadow upon the contents matter the technology/methodology deals with.
MANUAL_NOTFOUND:The goal of the EU countries is to develop knowledge and modern technology -based economy.
MANUAL_NOTFOUND:The paper highlights the importance that companies be included into new information-communication flows, since this is the only way to keep up with modern business doing.
MANUAL_NOTFOUND:Hence this paper highlights the opportunities for the modern technology implementation both in the field of education and in the field of business, as well as the importance of taking up the challenge by the management teams in the companies.
MANUAL_NOTFOUND:Result analysis from the aspect of distance education
MANUAL_NOTFOUND:This reasearch brings up the issue of VR assessment in the distance learning domain to some extent.
MANUAL_NOTFOUND:Contrary to this, the attempts to simulate object recognition, natural language understanding and fine motor coordination, i.e., the processes that are intuitively considered to be simple, faced serious difficulties that have not yet been resolved in a satisfactory manner.“
MANUAL_NOTFOUND:The respondents strongly believe that VR can help master cognitive skills such as problem solving, planning and decision making, report devising, data analysis, project planning, marketing strategies creating.
MANUAL_NOTFOUND:Biofuels and Their Impact on Carbon Footprint
MANUAL_NOTFOUND:Marjan Senega~nik, Drago Vuk, Nata[a Petrovi], Sonja I[ljamovi], Veljko Jeremi]
MANUAL_NOTFOUND:University of Maribor, Faculty of Organizational Sciences
MANUAL_NOTFOUND:University of Belgrade, Faculty of Organizational Sciences
MANUAL_NOTFOUND:Environmental purposes - particularly lower carbon footprint - are one of the crucial motives for introduction of alternative automotive fuels.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:According the Ecological Footprint Atlas the carbon footprint is calculated as the amount of forest land required to absorb given carbon emissions.
MANUAL_NOTFOUND:In 2009, 1 global hectare could absorb the CO2 released by burning approximately 1,750 liters of gasoline.
MANUAL_NOTFOUND:Calculating the footprint of carbon emissions in this way does not imply that biomass carbon sequestration is the key to resolving global climate change.
MANUAL_NOTFOUND:Parameters from Tablel in every day life can be presented as a more realistic example: if a car consumes 8 litres of diesel per 100 km, then a ride of 500 km distance consumes 5 x 8 = 40 litres diesel, which adds 40 x 2.7 kg = 108 kg CO2 to one’s personal carbon footprint.
MANUAL_NOTFOUND:2.	Comparison of alternative driving modes
MANUAL_NOTFOUND:Hydrogen can be used in two ways - in conventional internal combustion engines or in fuel cells.
MANUAL_NOTFOUND:The network of hydrogen filling stations has not been organized yet and should be established.
MANUAL_NOTFOUND:3.	Emissions of oil derivatives
MANUAL_NOTFOUND:4.	Emissions of biofuels
MANUAL_NOTFOUND:When considering emissions of carbon dioxide, biofuels are viewed as carbon neutral fuels - this means that they do not produce any net emissions of carbon dioxide.
MANUAL_NOTFOUND:The process shown in Figure 4.b, of course, presents only a very simplified theoretical picture.
MANUAL_NOTFOUND:5.	Biofuels of first, second and third generations
MANUAL_NOTFOUND:Unfortunately, sugar cane requires tropic or at least subtropics climatic conditions and therefore is not an adequate culture for European countries.
MANUAL_NOTFOUND:thus presents a promising solution for future.
MANUAL_NOTFOUND:Algae offer the highest yield per area unit.
MANUAL_NOTFOUND:6.	Life cycle analysis
MANUAL_NOTFOUND:The EU Directive clearly defines the procedure to calculate the total (net) emissions produced from the use of the fuel.
MANUAL_NOTFOUND:Emissions are calculated when emission savings are subtracted from emissions produced
MANUAL_NOTFOUND:It can be clearly seen from Table 3 that many activities cause greenhouse gases emissions or can contribute to the saving of emissions.
MANUAL_NOTFOUND:7.	Conclusion
MANUAL_NOTFOUND:Boards of Directors Models and Role in Corporate Governance
MANUAL_NOTFOUND:Mr Jelena Nikoli], Mr Jelena Eri]
MANUAL_NOTFOUND:Faculty of Economics, University in Kragujevac
MANUAL_NOTFOUND:The main role of the board of directors as an internal corporate governance mechanism is to define the strategic orientation of a corporation, to provide monitoring and control of management in order to satisfy the owners ’ and key stakeholder’s interests.
MANUAL_NOTFOUND:The composition and leadership structure are different depending on the type of board.
MANUAL_NOTFOUND:These factors determine the way the board functions.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Role and importance of boards of directors as internal corporate governance mechanisms
MANUAL_NOTFOUND:According to the OECD, corporate governance is a system by which corporations are guided and controlled and represents a set of relations between the board of directors, the management, and the shareholders.
MANUAL_NOTFOUND:Strictly speaking, corporate governance can be understood as a set of internal arrangements that define re-lationsips between the owner and the manager.
MANUAL_NOTFOUND:Corporate governance is seen as a set of relations between different participants in determining the company orientation and performance.
MANUAL_NOTFOUND:Corporate governance is engaged in achieving the goals that are in the company’s interest, controlling the results achieved and in the management accountability to well informed and actively involved owners.
MANUAL_NOTFOUND:The internal mechanisms include the ownership structure and boards of directors, wheras the corporate control market and the legal system make up the external mechanisms.
MANUAL_NOTFOUND:Internal and external mechanisms are interdependent, and the ownership structure as an internal mechanism has an impact upon the functioning of the board of directors and external mechnaisms.
MANUAL_NOTFOUND:The basic role of the board of directors is to ensure a strategic management of the company, appoint and monitor the management and take adequate responsibility as regards the owners.
MANUAL_NOTFOUND:Three key roles of the board of directors are perceived in the given context: the role of support, the role of control, and the strategic role.
MANUAL_NOTFOUND:3.	One-tier board of directors model
MANUAL_NOTFOUND:To overcome this flaw, boards of directors appoint a leader from among the independent members of the board of directors.
MANUAL_NOTFOUND:He chairs the meetings of the board of directors in the situations when one and the same person holds the position of the president and a CEO (chief executive officer).
MANUAL_NOTFOUND:4.	Two-tier board of directors model
MANUAL_NOTFOUND:The most important differences between the models of two-tier and one-tier boards of directors are presented in Table 1.
MANUAL_NOTFOUND:Modern literature generally recommends the implementation of the two-tier boards of directors, where the supervisory board and the board of directors are separated.
MANUAL_NOTFOUND:Each of the abovementioned models of boards of directors has its own advantages and disadvantages.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Motivational Aspects of Corporate Culture in International Management
MANUAL_NOTFOUND:Doc.
MANUAL_NOTFOUND:Dr Nevena Krasulja, M.Sc. Ivana Radojevi] (nee Gujanica)
MANUAL_NOTFOUND:Metropolitan University, Faculty of Management, Belgrade
MANUAL_NOTFOUND:This paper highlights the importance of work motivation..
MANUAL_NOTFOUND:The word motivation comes from the Latin word “movere“, meaning “ to move“.
MANUAL_NOTFOUND:Generally speaking, motivation can be described as a process by which an individual is oriented to achieving certain goals, that in turn will satisfy not only his individual goals, but the organizational goals as well.
MANUAL_NOTFOUND:Motivation involves incentive and guidance, but also the mainteneneance of the goal oriented behaviour.
MANUAL_NOTFOUND:The pay and good interpersonal relations are ranked second and third, respectively.
MANUAL_NOTFOUND:Cultural impact upon motivation
MANUAL_NOTFOUND:They neglected the fact that representatives of every culture have their own “mental frame“ from which they start in their interpretations of the world and events in their environment.
MANUAL_NOTFOUND:Culture plays a very important role in creating needs, in their relative importance and in the manner in which these needs are satisfied.
MANUAL_NOTFOUND:3.	Importance of work in cross-cultural environment
MANUAL_NOTFOUND:Also, it is assumed that every member of a society has a right to an interesting and creative job, adequate training, as well as an opportunity to participate in decision-making“.
MANUAL_NOTFOUND:Obligation norms “represent the basic responsibility of every individual to the society in which they work and live.
MANUAL_NOTFOUND:Each individual has to use their work to contribute to the society’s further development and has to appreciate their work, regardless of its nature and character“.
MANUAL_NOTFOUND:Countries with a high index of obligation norms prefer the traditional work ethics.
MANUAL_NOTFOUND:The trends at the cross-cultural level indicate that satisfaction ranges from a high to a medium levels.
MANUAL_NOTFOUND:Dramatic differences among the countries are evident only in case of the classification of the countries into highly developed and the developing countries.
MANUAL_NOTFOUND:4.	Impact of culture upon employees’ attitude to rewards
MANUAL_NOTFOUND:The former are bonuses, compensations, benefits and costs related to further education and qualification.
MANUAL_NOTFOUND:The latter involve the freedom in decisionmaking, a “sensitive“ management practice and politics, free time, opportunities of further training in work and the effort recognition.
MANUAL_NOTFOUND:In Hong-Kong, for example, the individual who enjoys an obviously better treatment from the part of the top manager may become a victim of jealousy and condemned, given the attribute of being a “red-eye disease“.
MANUAL_NOTFOUND:High-context, collectivistic cultures are characterised by norms of behaviours expected of one in certain situations.
MANUAL_NOTFOUND:5.	Cultural impact upon work and personality motivation concepts
MANUAL_NOTFOUND:Organizational performance is a function of the employees’ contribution to the set organizational goals.
MANUAL_NOTFOUND:People work for different reasons.
MANUAL_NOTFOUND:6.	Organizational policy and rewarding practice
MANUAL_NOTFOUND:Very popular have become special cards with dicsounts that enhance shopping both in the shops and via the catalogue sales.
MANUAL_NOTFOUND:Comanies often adopt the practice of awards linked in a unique way to the business they are in.
MANUAL_NOTFOUND:7.	Conclusion
MANUAL_NOTFOUND:Global economic problems and hence the existing protectionist measures and attitudes of various countries make an obstacle to the developemnt of a global culture.
MANUAL_NOTFOUND:Adler points out that every employee brings and reflects his/her ehnicity into the organization they work with.
MANUAL_NOTFOUND:International managers may find their employees’ increasing insistence on their nationality and cultural heritage a specific problem.
MANUAL_NOTFOUND:In addition, those already employed in the organization should premanently be additionally educated and trained for the purpose of achieving a higher level of effectiveness.
MANUAL_NOTFOUND:The job should always be adapted to people, hence the programme of job redesigning has to be implemented in certain situations.
MANUAL_NOTFOUND:Job redesigning, as regards the theory it is based on, may be oriented to creating opportunities to satisfy higher order needs (need hierarchy theory), increase intrapersonal job satisfaction (expectancy theory), insist on intangible job outputs (equality theory), provide for the employees to set goals on their own (goal setting theory), etc.
MANUAL_NOTFOUND:The researchers and authors from the sociology field have found that the more complex the job is, the greater challenge it proves to be for the employees, hence their motivation grows.
MANUAL_NOTFOUND:Book review
MANUAL_NOTFOUND:Crowds and Markets
MANUAL_NOTFOUND:D. Easley, J. Kleinberg, Networks, Crowds and Markets, Cambridge
MANUAL_NOTFOUND:In more that seven hundred pages, the authors present a new and a widely popular topic of networks and the connectedness of a globalized world.
MANUAL_NOTFOUND:Dr Maja Levi Jaksic
MANUAL_NOTFOUND:Number 61, Year XVI December 2011.
MANUAL_NOTFOUND:CONTENTS
MANUAL_NOTFOUND:5 Corporate Governance in Serbian Banks
MANUAL_NOTFOUND:Sladjana Barjaktarovic Rakocevic, Sladjana Benkovic, Snežana Kneževic
MANUAL_NOTFOUND:15 Structural and Cohesion Fund - Projects of Regional Development European Union
MANUAL_NOTFOUND:Dragana Kragulj, Milos Pare'anin
MANUAL_NOTFOUND:25 Implementation and Restraints of Ratio Analysis of Financial Reports in Financial Decision Making
MANUAL_NOTFOUND:Snežana Kneževic, Sladjana Barjaktarovic Rakocevic, Draginja Ðuric
MANUAL_NOTFOUND:33 Analysis of Existing Housing Fund and Current Housing Constriction with Focus on real Estate Market in Montenegro
MANUAL_NOTFOUND:Jasmina Cetkovic, Snežana Rutesic, Milos Kneževic
MANUAL_NOTFOUND:43 Accounting Information System in Banking Planning and Control
MANUAL_NOTFOUND:Draginja Ðuric, Snežana Kneževic, Sladjana Barjaktarovic Rakocevic
MANUAL_NOTFOUND:55 Project Vulnerability: State of the Art and Propositions for Future Framework Development
MANUAL_NOTFOUND:Sanja Jovicic, Franck Marle, Jean-Claude Bocquet, Marija Jankovic, Ludovic-Alexandre Vidal
MANUAL_NOTFOUND:65 Cost Reduction in the Time of Crisis
MANUAL_NOTFOUND:Tanja Milic
MANUAL_NOTFOUND:73 Growth Dynamics and Development Problems of Small and Medium Enterprises
MANUAL_NOTFOUND:Ivan Stefanovic, Dragan Milosevic
MANUAL_NOTFOUND:79 Strategic Management Concept and Market Restructuring as a Response to new Challenges of the World Financial Crisis
MANUAL_NOTFOUND:Ivana Domazet, Ivan Stosic, Jovan Zubovic
MANUAL_NOTFOUND:89 Cost Optimization of the REM and HP System Electronic Access Channels
MANUAL_NOTFOUND:Mihailo Jovanovic, Sinisa Rankov
MANUAL_NOTFOUND:99 Evaluation of Results of Nonprofit Organizations
MANUAL_NOTFOUND:Milka Ivanovic, Zorana Antic
MANUAL_NOTFOUND:107 Sustainable Water Use in 21st Century
MANUAL_NOTFOUND:Marko Barisic, Andrea Toth, Sanja Ðuric
MANUAL_NOTFOUND:113 Recruitment and Selection of Student -Volunteers: a Multicriteria Methodology
MANUAL_NOTFOUND:Violeta Cvetkoska, Biljana Sekulovska-Gaber, Marijana Sekulovska
MANUAL_NOTFOUND:119 Effects of Economic Crisis on Entrepreneurship in Culture
MANUAL_NOTFOUND:Milica Kocovic
MANUAL_NOTFOUND:Corporate Governance in Serbian Banks
MANUAL_NOTFOUND:Sladana Barjaktarovi] Rakocevic, Sladana Benkovic, Snežana Kneževic
MANUAL_NOTFOUND:123University of Belgrade, Faculty of Organizational Sciences
MANUAL_NOTFOUND:The question of corporate governance in banks was initiated again after the financial crisis in 2007 occurred.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Similarly, new directions in research should be sought for as well as possible reforms of corporate governance in the post-crisis period.
MANUAL_NOTFOUND:An adequate corporate governance is undoubtedly of paramount importance for both companies and banks.
MANUAL_NOTFOUND:Corporate governance entails a set of relations between the company management, the board of managers, the shareholders and other stakeholders.
MANUAL_NOTFOUND:Observing the the principles of adequate corporate governance significantly contributes to the increase in the investors’ trust and consequently to their decisions as to investments.
MANUAL_NOTFOUND:2.	Literature survey
MANUAL_NOTFOUND:3.	Corporate governance in banking
MANUAL_NOTFOUND:4.	Characteristics of the banking sector in Serbia
MANUAL_NOTFOUND:Out of the banks owned by national entities, 8 are owned by the state as a majority owner or the largest individual shareholder, while 4 banks are owned by national private persons.
MANUAL_NOTFOUND:76% of profits of the Serbian banking sector is in the banks owned by foreign shareholders, as well as 73% of total assets and 71% of total capital and the number of employees.
MANUAL_NOTFOUND:Serbian economy is rather bankocentric, due to companies being generally financed from banking loans.
MANUAL_NOTFOUND:This fact is clearly evident from the fact that the share of banks in the overall balance sheet sum of the financial sector of Serbia amounts to around 91.8%, the share of financial leasing creditors amounts to 3.6%, the pension funds have a share of 0.04%.
MANUAL_NOTFOUND:5.	Corporate governance in banks in Serbia
MANUAL_NOTFOUND:Such provisions in the national law coincide with the Basel Committee recommendations for enhancing governance in the banks.
MANUAL_NOTFOUND:As regards ownership in the bank larger than 5%, regardless of whether it is a direct or indirect ownership, it has to be approved of by the National Bank of Serbia.
MANUAL_NOTFOUND:As this is the issue that was not paid due attention to, in its special Decision on banking risks management, the National Bank of Serbia provided the obligation of adopting an adequate policy of earnings and other compensations to the employees, including compensations to the members of the boards of managing directors.
MANUAL_NOTFOUND:this policy is considered to be adequate on condition it is based on the implementation of the business and the strategic policies of the bank, as well as the strategy and the policies in risk management, and on condition it enhances a reasonable and cautious risk taking.
MANUAL_NOTFOUND:6.	Conclusion
MANUAL_NOTFOUND:It is also to be expected that the new Law on Consumer Protection will raise corporate governance in the banks of Serbia to a higher level, as regards the protection of stakeholders’ interests
MANUAL_NOTFOUND:Corporate governance is not a rounded and closed process; on the contrary, it is permanently amended and improved.
MANUAL_NOTFOUND:Structural and Cohesion Funds-projects of Regional Development of EU
MANUAL_NOTFOUND:Dragana Kragulj, Milos Parezanin
MANUAL_NOTFOUND:Faculty of Organizational Sciences, University of Belgrade
MANUAL_NOTFOUND:The regional policy of the European Union provides a framework for financing a wide range of projects and investments with the aim of enhancing economic growth in the EU member states and their regions.
MANUAL_NOTFOUND:2.	Structural funds and the cohesion fund
MANUAL_NOTFOUND:A total of €55 billion is allocated for the purposes of achieving the goal of regional competitiveness.
MANUAL_NOTFOUND:3.	Institutional framework of regional policy implementation
MANUAL_NOTFOUND:There is a large number of bodies included in the decision-making procedure and the regional policy implementation.
MANUAL_NOTFOUND:The classification of statistical regions is performed following the NUTS methodology (French: Nomenclature des unités territoriales statistiques – NUTS), stipulated in the Union Decree No. 1059/2003 of the European Parliament and the council on adopting the common classification of territorial units for statistic purposes. On accessing the European Union, the statistical classification is officially recognized as NUTS regions of a new member state and, in accordance with the above quoted regulation, member states are not allowed to change the existing classification over the next three year period.
MANUAL_NOTFOUND:4.	Cost-benefit analysis of the project
MANUAL_NOTFOUND:5.	Financial analysis
MANUAL_NOTFOUND:Nevertheless, in certain cases the Commission may allow that certain costs incurred within the total costs prior to submitting the application, be also included.
MANUAL_NOTFOUND:Among the income items in the final year under consideration there is the remaining investment value (e.g., undischarged debt, undischarged assets such as premises and plants, etc.).
MANUAL_NOTFOUND:The remaining value will be analysed only if it results into real returns for the investor.
MANUAL_NOTFOUND:6.	Economic analysis of the project
MANUAL_NOTFOUND:In certain cases, in cases of no absolute currency convertibility, the parametre in the analysis is the conversion currency rate as an economic price of foreign currency.
MANUAL_NOTFOUND:The more the currency rate differs from the official exchange rate, the higher the likelihood of depreciation or appreciation, which may affect the project performance significantly.
MANUAL_NOTFOUND:The SCF value is assessed on the basis of the export and import values.
MANUAL_NOTFOUND:The same applies to the cost-benefit coefficient lower than 1.
MANUAL_NOTFOUND:7.	Risk assessment
MANUAL_NOTFOUND:8.	Effects of the EU regional policy
MANUAL_NOTFOUND:In Great Britain, around 250 000 small and mediumsized enterprises were supported through various measures in this country’s regions.
MANUAL_NOTFOUND:An efficient transportation system is a key factor of regional competitiveness and development.
MANUAL_NOTFOUND:9.	Conclusion
MANUAL_NOTFOUND:Implementation and Restraints of Ratio Analysis of Financial Reports in Financial Decision Making
MANUAL_NOTFOUND:Snežana Kneževic, Sladana Barjaktarovi] Rakocevic, Draginja Ðuric
MANUAL_NOTFOUND:1Faculty of Organizational Sciences in Belgrade 2 Faculty of Organizational Sciences in Belgrade 3Banca Intesa
MANUAL_NOTFOUND:Financial ratios are used to compare the financial performance of companies during the period and comparisons between companies, focusing on similarities, differences and trends.
MANUAL_NOTFOUND:2.	Management accounting and decision making
MANUAL_NOTFOUND:The accounting system is a vital component of the company’s information system.
MANUAL_NOTFOUND:Hence accountants are expected to identify the requirements of the users of financial information, on one hand, and the types of decisions, on the other.
MANUAL_NOTFOUND:Financial reports are actually designed for general use, that is, they are not specific of one target group of users.
MANUAL_NOTFOUND:5.	Implementation of selected alternatives;
MANUAL_NOTFOUND:8.	Safety of shares - statistical testing, etc.
MANUAL_NOTFOUND:Financial analysis incorporates the following segments:
MANUAL_NOTFOUND:3.	Financial reporting
MANUAL_NOTFOUND:5.	Gross margin/Profits 1+2+3-4;
MANUAL_NOTFOUND:18.	Earnings after tax (EAT) 16 - 17
MANUAL_NOTFOUND:Dividends or earnings are paid out of the net profits, while one portion is retained in the company as retained earnings.
MANUAL_NOTFOUND:The IFRS (IAS) standards present a global model of financial reports standardization.
MANUAL_NOTFOUND:4.	Financial ratio analysis as management technique
MANUAL_NOTFOUND:The ratio analysis is based on the DuPont model.
MANUAL_NOTFOUND:The analysis of financial reports allows for “reading“ financial reports to a large group of users.
MANUAL_NOTFOUND:Often implemented in the procedure of financial analysis are the ratio figures with the model known as Altman Z-score test, developed in 1968 by Edward Altman for bancruptcy predictability.
MANUAL_NOTFOUND:5.	Quality of financial information and restraints in the ratio analysis implementation
MANUAL_NOTFOUND:Financial reporting contributes to raising transparency of the capital market processes, of investors’ interests protection, and to raising the safety level in the decision-making process.
MANUAL_NOTFOUND:The credibility of reported facts is of great importance for both internal and external users of financial reports.
MANUAL_NOTFOUND:The imple-the aspect of performance measuring of the company management is very important, because it is their performance that conditions the price of their shares.
MANUAL_NOTFOUND:The techniques of analysis are various due to various users, their different levels of knowledge, the variety of information necessary for decision making as well as due to the general nature of financial reports.
MANUAL_NOTFOUND:Financial reports are highly important for the managerial communication of results of the company to investors, creditors and analysts.
MANUAL_NOTFOUND:Analysis of Existing Housing Fund and Current Housing Construction With Focus on Real Estate Market in Montenegro
MANUAL_NOTFOUND:Jasmina Cetkovic, Snežana Rutešic, Miloš Kneževic
MANUAL_NOTFOUND:Faculty of Economics in Podgorica
MANUAL_NOTFOUND:Although in Montenegro the right to having a flat is not defined by the Constitution, Montenegro, as a signatory of certain international agreements and conventions, is committed to approach this issue in accordance with undertaken obligations, with appreciation of all specificities caused by the historical legacy in this area and relatively limited opportunities which are consequences of the social system size.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Status of existing housing fund in Montenegro
MANUAL_NOTFOUND:3.	Managing and maintainance of housing fund
MANUAL_NOTFOUND:4.	Current housing construction in Montenegro and major participants in it
MANUAL_NOTFOUND:The value of finished construction works in the IV quarter of 2010 is higher by 60,7% in relation to the same quarter in the last year, while it is higher by 51,3% in relation to the III quarter for same year.
MANUAL_NOTFOUND:This trend is reflected in the growth of total built area of flats with an almost proportional growth and average area of flats.
MANUAL_NOTFOUND:The ratio of the number of flats in residential buildings to private houses in EU ranges from 35% in Denmark to 75% in Lithuania, while for the most countries of EU this ratio is around 50%.
MANUAL_NOTFOUND:From Monstat data for 2009 it can be concluded that from the newly built 1,637 flats in residential buildings, only 962 flats are sold, i.e. around 60%.
MANUAL_NOTFOUND:According to the available data from 2010 the total number of registered legal entities that have construction activity as a predominant activity is 3,134.
MANUAL_NOTFOUND:5.	Analyses of movement on real estate market in Montenegro
MANUAL_NOTFOUND:The real estate market in Montenegro has always been very attractive.
MANUAL_NOTFOUND:The coefficient of availability of real estates, which measures the ratio of the average price per square meter and the average net wage in Montenegro was in 2008, for Podgorica, 4.09 and for Budva it was 7.61.
MANUAL_NOTFOUND:the presented data point to the high cost of real estate in Montenegro at the time, and the relative unavailability of housing objects to employee population.
MANUAL_NOTFOUND:6.	Conclusion
MANUAL_NOTFOUND:Unfortunately, this increase in quantity has not been matched to their adequate development, among other things, due to certain limitating environmental factors (lack of trained labor, unavailability of loans for business improvement and investments in fixed assets, a strong impact of grey market, etc.)
MANUAL_NOTFOUND:However, the contemporary housing market is characterized by a significant decrease in demand, which is a consequence of the global economic crisis, which caused the decline in housing prices and aggravated the business of a larger number of small construction companies.
MANUAL_NOTFOUND:Also, the Strategy determines the mission of the housing sector which is supposed to be a dynamic, organized, flexible and sustainable system, which will be supported by all participants (governments, local government financial and other institutions, companies) to develop the market and other mechanisms (different housing programs, subsidies, etc) and create opportunities so that households and individuals can satisfy their diverse housing needs.
MANUAL_NOTFOUND:Accounting Information System in Banking Planning and Control
MANUAL_NOTFOUND:Draginja Ðuric, Snežana Kneževic, Sladana Barjaktarovi] Rakocevic
MANUAL_NOTFOUND:Banca Intesa
MANUAL_NOTFOUND:Faculty of Organizational sciences in Belgrade
MANUAL_NOTFOUND:Modern economic theory looks beyond established, traditional frameworks when describing companies.
MANUAL_NOTFOUND:Banks need to develop a technique of strategic and operational control of tasks set in accordance with target values.
MANUAL_NOTFOUND:Their users are management and decision-making bodies.
MANUAL_NOTFOUND:2.	Accounting as information system
MANUAL_NOTFOUND:3.	Planning as management process
MANUAL_NOTFOUND:3.	Projecting future business activities and identifying business target results.
MANUAL_NOTFOUND:Strategic goals of the bank can be the following:
MANUAL_NOTFOUND:Organizational activities are undertaken to shape different interests, including specific strengths of the bank, as well as institutional pressures.
MANUAL_NOTFOUND:4.	Accounting report and planning
MANUAL_NOTFOUND:The strategic planning and positioning concept is only a starting point of a business strategy.
MANUAL_NOTFOUND:In many cases, strategy results from an interaction between the management, the employees, and the environment.
MANUAL_NOTFOUND:Accounting planning is a procedure of projection of different types of planning, meant to peerform the following managerial functions:
MANUAL_NOTFOUND:1.	by plan projections the management creates a vision of business in the future;
MANUAL_NOTFOUND:2.	plans make basis for outcome evaluation;
MANUAL_NOTFOUND:3.	plans are tools for coordination of activities in order that they be oriented towards the set strategic goals.
MANUAL_NOTFOUND:An efficient management of the planning and outcome tracking processes requires a powerful information logistics, as well as development of internal models for outcome tracking on the level of the banking group (bank), on the segment level, on the level of bank product clusters, as well as on the level of business segment managers.
MANUAL_NOTFOUND:The process of planning the bank capital is expected to ensure that the capital structure should be consistent with the nature and the scope of the bank’s business.
MANUAL_NOTFOUND:The annual capital plan is devised on the basis of the strategic plan for the bank capital management.
MANUAL_NOTFOUND:Three facts should be observed in the projection of the potential growth in the bank’s balance:
MANUAL_NOTFOUND:1.	the development of the region in which the bank does business,
MANUAL_NOTFOUND:2.	the bank’s developmental tendency in the previous period, and
MANUAL_NOTFOUND:3.	an objective survey of the bank’s position on the financial market.
MANUAL_NOTFOUND:The need to plan banking activities as segments of the management process is conditioned by the processes of deregulation and globalization of financial markets.
MANUAL_NOTFOUND:These activities are meant to achieve three goals:
MANUAL_NOTFOUND:1.	an efficient management of bank resources (“Do the right thing“)
MANUAL_NOTFOUND:2.	an effective use of bank opportunities on financial market (“In the right way“)
MANUAL_NOTFOUND:3.	an adequate measuring of efficiency and productivity in banks; for this purpose the Malmquist index is used; it is used as support in the function of supervision over the banking sector as well as in strategic planning.
MANUAL_NOTFOUND:5.	Accounting in the function of control
MANUAL_NOTFOUND:Internal auditing provides support to the bank accounting for the purpose of a more efficient management and in this sense
MANUAL_NOTFOUND:it assesses the efficiency of internal control in the bank’s organizational units.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:In other words, management accounting should put a stress in satisfying information needs of the strategic management on the following activities:
MANUAL_NOTFOUND:1.	introducing a new structure of reporting to the bank management; quarterly and monthly reports;
MANUAL_NOTFOUND:2.	introducing new information systems based on integration of planned information of both internal and external character;
MANUAL_NOTFOUND:3.	introducing new control and rewarding systems as a measure for tracking performance in order that they should be improved.
MANUAL_NOTFOUND:Project Vulnerability: State of the Art and Propositions for Future Framework Development
MANUAL_NOTFOUND:Sanja Jovi~i], Franck Marle, Jean-Claude Bocquet, Marija Jankovi], Ludovic-Alexandre Vidal
MANUAL_NOTFOUND:LaboratoireGénie Industriel, Ecole Centrale Paris, France
MANUAL_NOTFOUND:Faculty of Organizational Sciences, University of Belgrade
MANUAL_NOTFOUND:This paper reviews research studies of vulnerability in different scientific disciplines.
MANUAL_NOTFOUND:It must be noted that just several works are present in a domain of industrial engineering and particularly in a field of project management.
MANUAL_NOTFOUND:Benchmarking more then 30 articles about vulnerability in different research areas, we have found that terms used on a conceptual level as well as application practices are still very vague.
MANUAL_NOTFOUND:2.	Background
MANUAL_NOTFOUND:Among numerous ways to define project, this paper adapts a definition that “project is a temporary and unique endeavor undertaken to deliver result”.
MANUAL_NOTFOUND:Uniqueness and temporariness are the characteristics that make project different from everyday activities.
MANUAL_NOTFOUND:The temporariness is manifested through defined beginning and end.
MANUAL_NOTFOUND:Targeted values are project deliverables corresponding to service, product or extension of understandings, scientific contribution and other beneficial changes.
MANUAL_NOTFOUND:Deliverable is directly provided by project operational activities.
MANUAL_NOTFOUND:Managerial activities are organized into five main processes: initiation, planning, realization, control and monitoring and project closure.
MANUAL_NOTFOUND:Project can be seen a system whose structure consists of several levels.
MANUAL_NOTFOUND:With increasing complexity and importance of projects, the need to manage risk arises naturally.
MANUAL_NOTFOUND:Authors generally agree that project risk is managed through four-step process.
MANUAL_NOTFOUND:3.	Vulnerability
MANUAL_NOTFOUND:Here, research processes tend to identify social facts that are somehow conceptualized in the occurrence of crime among individuals or groups of individuals.
MANUAL_NOTFOUND:Sensitivity is defined as a level to which an entity, sub-system or system has been negatively changed.
MANUAL_NOTFOUND:4.	Assessment of vulnerability
MANUAL_NOTFOUND:Hazards can be either external or internal.
MANUAL_NOTFOUND:5.	Concept of vulnerabilityin a project context
MANUAL_NOTFOUND:Thus, we adopt definition of vulnerability in negative terms: “degree to which a system is susceptible to and unable to cope with adverse effects”.
MANUAL_NOTFOUND:Relying on this definition and common characteristics mentioned earlier in this paper, vulnerability is influenced by the ability of a system to absorb shocks and autonomy to self-organize in order to recover from the initial impact.
MANUAL_NOTFOUND:Vulnerability is manifested in potential deviations between planned/de-sired and actual project values.
MANUAL_NOTFOUND:Conclusion and perspectives
MANUAL_NOTFOUND:Cost Reduction in the Time of Crisis
MANUAL_NOTFOUND:Tanja Mili]
MANUAL_NOTFOUND:Faculty of Organizational Sciences, Belgrade
MANUAL_NOTFOUND:The 2008/2010 period was very difficult for both employers and employees, all over the world, as well as in Serbia, and it is expected, according to estimates of experts, that the effects will be felt until 2014 and even later in some industries.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Most frequently implemented cost reduction strategies during recession
MANUAL_NOTFOUND:The basic strategy the managers of all companies in the recession period resort to is the cost reduction strategy.
MANUAL_NOTFOUND:3.	Effects of the most frequently implemented cost reduction strategies in a recession
MANUAL_NOTFOUND:The company that lags behind the competition due to having implemented this strategy will face an increased danger of the loss of its market position, even during a recession.
MANUAL_NOTFOUND:The longer the recession, the more serious the above described long-term consequences of the implementation of the above listed strategies.
MANUAL_NOTFOUND:5.	Remedy to the consequences of the most frequently implemented cost reduction strategies in a recession
MANUAL_NOTFOUND:It is in this period that the companies that have survived should pay special attention to customers who were left alone, take the advantage from the customer confusion and help them choose these companies, as their previous or alternative supplier left the market.
MANUAL_NOTFOUND:They should present themselves as the only solution to the customers? problems, as the companies that will take care of them and their requirements.
MANUAL_NOTFOUND:6.	Proactive approach to cost reduction
MANUAL_NOTFOUND:From the point of view of management as a scientific discipline it is necessary to stress the strategic importance of permanent programmes of cost reduction as opposed to spur-of-the- moment reaction to unfavourable events.
MANUAL_NOTFOUND:Top managers worldwide increasingly adopt this point of view and make decisions that cost discipline, in terms of a continual cost reduction, should be a programme that can even become a core competence of the company.
MANUAL_NOTFOUND:Below are presented the major domains of cost reduction in a manufacturing company:
MANUAL_NOTFOUND:7.	Conclusions and recommendations
MANUAL_NOTFOUND:Growth Dynamics and Development Problems of Small and Medium Enterprises
MANUAL_NOTFOUND:Ivan Stefanovi], Dragan Milo[evi]
MANUAL_NOTFOUND:Petroleum Industry of Serbia - NIS a.d. Novi Sad
MANUAL_NOTFOUND:Business Economy and Entrepreneurship College, Beograd
MANUAL_NOTFOUND:Small and medium enterprises (SMEs) have a great significance for developed market economies and represent the basis of their economic development.
MANUAL_NOTFOUND:1.	Introduction There are many categorizations by which small and medium enterprises (SMEs) can be defined.
MANUAL_NOTFOUND:These categorizations can be quantitative, as well as qualitative.
MANUAL_NOTFOUND:2.	The importance of SMEs in a market economy
MANUAL_NOTFOUND:This is accomplished by their massiveness, as well as their increased offer of competitive products and services.
MANUAL_NOTFOUND:SMEs are one of the driving forces of economic development in already developed market economies.
MANUAL_NOTFOUND:They stimulate initiative, inventiveness and entrepreneurship,
MANUAL_NOTFOUND:This average had significant variations between the member countries,
MANUAL_NOTFOUND:In 2007, SMEs (excluding entrepreneurs) accounted for 99.29% of the total number of employees.
MANUAL_NOTFOUND:These data clearly emphasize the great importance of SMEs for the Serbian economy.
MANUAL_NOTFOUND:Table 2 shows some Serbian enterprise key indicators according to their size.
MANUAL_NOTFOUND:It ought to be noted that the number of SMEs within the EU-27 in 2007 increased to a lesser extent and now amounts to 20,409,000 which is an impressive percentage when compared to 43,000 large enterprises.
MANUAL_NOTFOUND:Based on these facts, one can easily comprehend the great importance of SMEs for the EU economy, primarily due to their share in the total number of enterprises.
MANUAL_NOTFOUND:This is why SMEs in the EU are usully called ? the backbone of economic development?.
MANUAL_NOTFOUND:In 2006, SMEs (including entrepreneurs) accounted for 99.7% of the total number of enterprises, 63% of the total employment, while at the same time provided over 40% of total exports and 60% of total imports of the non-financial sector.
MANUAL_NOTFOUND:Viewed from the prism of these data, it is clear that SMEs are the most profitable segment of the Serbian economy.
MANUAL_NOTFOUND:The importance of SMEs clearly indicates the need for studying their growth and development as the basic dimensions of their long-term survival.
MANUAL_NOTFOUND:3.	The growth and survival of SMEs
MANUAL_NOTFOUND:Growth and survival are the main problems faced by SMEs.
MANUAL_NOTFOUND:A similar conclusion came from Phillips and Kirchhoff, who have found that the survival rate increases along with the size of an enterprise and its age.
MANUAL_NOTFOUND:They have also found that this rate differs between different industries, as well as between different sizes of firms.
MANUAL_NOTFOUND:4.	Development problems of SMEs
MANUAL_NOTFOUND:Due to their specific nature, they are far more sensitive to the occurence of acute crisis situations than their larger counterparts.
MANUAL_NOTFOUND:Thus, the need to emphasize some of the common problems they face is desirable.
MANUAL_NOTFOUND:They ought to have their own core competencies they must continue to develop and thus become competitively superior in their respective business.
MANUAL_NOTFOUND:They also need to establish different forms of cooperation with other individuals, companies and institutions in order to achieve the set objectives.
MANUAL_NOTFOUND:5.	Marketing orientation as a basis of growth and development of SMEs
MANUAL_NOTFOUND:Marketing orientation is a powerful source of sustainable competitive advantage for the following reasons: it is difficult to imitate all of its specifics, the firm focuses on finding opportunities for growth, and reduces the time delay between identifying and exploiting the growth opportunities.
MANUAL_NOTFOUND:Implementation of the marketing orientation in the firm and its fostering require leaders to previously institutionalize the values and behaviours that are inextricably linked to marketing orientation.
MANUAL_NOTFOUND:These values and beliefs direct the behavior of all organization members, i.e. they are part of the permanent orientation of a firm towards creating and delivering superior values to its customers.
MANUAL_NOTFOUND:Relying on the concept of organizational culture, numerous scholars have observed the marketing orientation as a critical aspect of culture within the company.
MANUAL_NOTFOUND:Marketing orientation enables organizations to develop skills that will help them define their internal processes and link them with the environment.
MANUAL_NOTFOUND:Conclusion
MANUAL_NOTFOUND:Strategic Management Concept and Market Restructuring as a Response to New Challenges of the World Financial Crisis
MANUAL_NOTFOUND:Ivana Domazet, Ivan Stošic, Jovan Zubovic
MANUAL_NOTFOUND:The negative effects of global financial and economic crises foster the application of modern concepts of strategic management.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:Furthermore, structural changes must not, according to the authors, be restricted to only defensive activities; on the contrary, they must primarily be oriented towards the implementation of offensive changes in business, largely based on market restructuring, which is the topis of the fourth chapter of this paper.
MANUAL_NOTFOUND:2.	Evolution of business planning concept
MANUAL_NOTFOUND:Budgetary planning was primarily oriented towards creating a short-term, annual financial plan - budget, within which revenues, expenditures and investment resources were projected.
MANUAL_NOTFOUND:3.	Effects of world financial crisis upon business planning and business operations concept
MANUAL_NOTFOUND:4.	Market restructuring as response to new challenges
MANUAL_NOTFOUND:Without a marketing-based business it is not possible to satisfy the market demand, let alone ensure competitive advantages.
MANUAL_NOTFOUND:Market restructuring is oriented towards market redefinition, towards the business sector, towards offer restructuring, change in the marketing strategies and the change of the marketing role in the mix of business functions.
MANUAL_NOTFOUND:In accordance with the world practice, changes should be predominantly oriented towards:
MANUAL_NOTFOUND:1.	changes in the company’s business strategy oriented towards the transformation of the found, often obsolete business portfolio structure;
MANUAL_NOTFOUND:2.	search for new target markets, market segments and market niches;
MANUAL_NOTFOUND:3.	accelerated development of new and adaptation of the existing products and production structure;
MANUAL_NOTFOUND:4.	product and business quality improvement based on the TQM paradigm, reengineering activities oriented towards the operations costs rationalization, e.g., through the JIT (Just-In-Time), CTR (Cycles Time Reduction), etc.
MANUAL_NOTFOUND:The structure of competitive environment directly affects the selection of orientation, method and rate of the company restructuring, therefore it is necessary that the strengths that define the present and future characteristics of the business milieu in the branch should be anticipated and analysed.
MANUAL_NOTFOUND:A cummulative strength of these forces determines the profit potential of the branch.
MANUAL_NOTFOUND:5.	Defining company business as starting point in market restructuring
MANUAL_NOTFOUND:Managers devote a lot of attention to defining their businesses, this being the most important step in strategy formulation.
MANUAL_NOTFOUND:6.	Concluding considerations
MANUAL_NOTFOUND:Cost Optimization of the REM and HM Systems Electronic Access Channels
MANUAL_NOTFOUND:Mihailo Jovanovic, Sinisa Rankov
MANUAL_NOTFOUND:PE of PTT communications „Srbija”
MANUAL_NOTFOUND:Faculty of Business Studies, Megatrend University
MANUAL_NOTFOUND:The global scope of letter-mail services which imply the manipulation by post in physical form is continuously diminishing.
MANUAL_NOTFOUND:1.	operations of the public postal operator’s REM and HM systems
MANUAL_NOTFOUND:3.	The Advanced Electronic Services User Group -AES User Group that comprises the following subgroups:
MANUAL_NOTFOUND:3.2	Subgroup for the Global Hybrid Mail
MANUAL_NOTFOUND:3.3	Subgroup for RFID - Radio Frequency Identification
MANUAL_NOTFOUND:3.4	Subgroup for the Internet .post Top Level Domain - TLD.
MANUAL_NOTFOUND:3.5	Subgroup for Case Study Knowledge Base
MANUAL_NOTFOUND:2.	Electronic business models in electronic access channel management
MANUAL_NOTFOUND:Electronic business models are varied, among them:
MANUAL_NOTFOUND:B2C – business to customer electronic business that means the sales of goods or services to end users via electronic access channels.
MANUAL_NOTFOUND:It is, however, possible to classify the electronic access channels for access to the REM and PM integrated systems in the following way:
MANUAL_NOTFOUND:1.	electronic access channel via the Internet,
MANUAL_NOTFOUND:2.	electronic access channel via mobile telephony,
MANUAL_NOTFOUND:3.	electronic access channel via fixed telephony,
MANUAL_NOTFOUND:4.	electronic access channel via user self-service devices,
MANUAL_NOTFOUND:5.	electronic access channel via two-way cable-distribution systems, that is, via interactive television (VoD - video on demand, NVoD - near video on demand).
MANUAL_NOTFOUND:Electronic access channel of integrated REM and HM (DHM) systems	electronic access channel interface	Method of payment for service	Type of payment for service	Electronic business model
MANUAL_NOTFOUND:The latter method entails the order for payment of integrated services of the REM and HM systems from the bank account of the debit or a credit cards of the user.
MANUAL_NOTFOUND:3.	The REM and HM systems integration in electronic access channel optimization
MANUAL_NOTFOUND:These facilities are in fact value added services for the integrated system users.
MANUAL_NOTFOUND:2. The option of different methods of data, or mail, processing and storage: the preparation of mail in different different formats is conducted in the HM system, and archival and storage are performed in the REM system.
MANUAL_NOTFOUND:4.	Cost optimization of integrated REM and HM systems electronic access channels
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Evaluation of Results of Nonprofit Organizations
MANUAL_NOTFOUND:Milka Ivanovi], Zorana Anti]
MANUAL_NOTFOUND:The service sector is constantly growing in the global economy, and this imposes the need for a detailed improvement of service quality and presentation of results, since the requirements addressed to non-profit organizations are growing higher.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:2.	Quality and the problem of non-profit organizations services evaluation
MANUAL_NOTFOUND:Besides, the founders also expect the measurements that can facilitate the assessment of impacts upon a service or a project.
MANUAL_NOTFOUND:Non-profit organizations are required to provide detailed information on the outcomes of their activities (the number of clients served, financial reports, project plans, the number of brochures distributed, the number of presentations organized, etc.).
MANUAL_NOTFOUND:Besides, such an approach to operations allows for the organization to compare itself with other organizations in the non-profit sector, as well as to determine the extent to which the organization adjusts to the permanently developing standards and requirements.
MANUAL_NOTFOUND:3.	Different models and approaches to improving the quality of non-profit organizations
MANUAL_NOTFOUND:The organizations that do not dispose of adequate technology (knowledge, skills, techniques, hardware and software) usually face difficulties in creating, in the implementation and in the evaluation of their services or outcomes.
MANUAL_NOTFOUND:4.	Standards for implementation and evaluation of non-profit organizations’ quality
MANUAL_NOTFOUND:This self-evaluation standard entails all business aspects, as do all other standards, however, it is specifically created for small and medium-sized non-profit organizations or for project teams in larger organizations.
MANUAL_NOTFOUND:The target group of the study were the non-profit organization on the territory of Serbia.
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Modern times impose the need to reconsider the crucial role these organizations play in the society, which should additionally make them oriented towards more innovative, more responsible and higher quality services, which implies the need for their evaluation and selfevaluation.
MANUAL_NOTFOUND:The implementation of any quality standard model and the service quality evaluation creates an opportunity for a timely reaction, correction of possible errors and adjustment to the requirements coming from the environment, which all contribute to achieving competive advantages in the marketplace.
MANUAL_NOTFOUND:Sustainable Water Use in 21st Century
MANUAL_NOTFOUND:Marko Barisic, Andrea Toth, Sanja Duric
MANUAL_NOTFOUND:Faculty of Organizational Sciences in Belgrade
MANUAL_NOTFOUND:Exposing the hidden links between consumption and the depletion of water can provide arguments for change and create a basis for formulating new strategies for water resource management.
MANUAL_NOTFOUND:1.	Introduction
MANUAL_NOTFOUND:The demand of various sectors of economy for water frequently exceeds the local availability, which is likely to be further aggravated by the effects of climate changes.
MANUAL_NOTFOUND:Exposing the hidden link between the consumption of water and the depletion of water can provide arguments for change and create a basis for formulating new water resource management strategies.
MANUAL_NOTFOUND:2.	State and outlook
MANUAL_NOTFOUND:The 2009 European Environment Agency (EEA) report on water resources reveals that the consumption of water in a large number of regions of the European continent is not sustainable.
MANUAL_NOTFOUND:In Europe as a whole, 44% of pumped water is used in the energy production, 24% is used in agriculture, 21% water is used in public water supply and 11% is used in industry.
MANUAL_NOTFOUND:Thus in Southern Europe, 60% of the total quantity of pumped water goes to agriculture; in certain regions the quantity amounts to as high as 80%.
MANUAL_NOTFOUND:Throughout the European continent, 81% of the total quantity of freshwater is pumped from surface waters such as lakes and rivers, to be mostly used in industry, energy production and agriculture.
MANUAL_NOTFOUND:Water exploitation index (WEI), the indicator of the annual water catchment expressed as a percentage of longterm disposable freshwater resources, shows that river watersheds are over-exploited, especially in the Mediterranean region in Europe.
MANUAL_NOTFOUND:3.	Water footprint concept
MANUAL_NOTFOUND:The knowledge that the human effect upon the composition of drinking water can be directly related to the overall consumption and that the problems such as shortage and pollution of water can be better understood and resolved by observing the production and supply chain as a whole, resulted in 2002 in the creation of the “water footprint“ concept as a water consumption indicator.
MANUAL_NOTFOUND:3.1	WATER FOOTPRINT STRUCTURE
MANUAL_NOTFOUND:Water footprint has three components:
MANUAL_NOTFOUND:1.	blue water footprint
MANUAL_NOTFOUND:2.	green water footprint and
MANUAL_NOTFOUND:3.2	Water footprint classification
MANUAL_NOTFOUND:On the basis of the consumer categories as a criterion, the following types of water footprint can be distinguished:
MANUAL_NOTFOUND:1.	individual water footprint
MANUAL_NOTFOUND:2.	corporate water footprint and
MANUAL_NOTFOUND:3.	national water footprint.
MANUAL_NOTFOUND:The four major factors determining the country’s water footprint are the following:
MANUAL_NOTFOUND:1.	scope of consumption (related to the gross national income),
MANUAL_NOTFOUND:2.	consumption pattern (e.g., high compared to low consumption of meat),
MANUAL_NOTFOUND:3.	climate (conditions of growing) and
MANUAL_NOTFOUND:4.	agricultural practice (water use efficiency).
MANUAL_NOTFOUND:Estimares are that the global water footprint amounts to 7,450 Gm annually.
MANUAL_NOTFOUND:The biggest consumers of global water resources are India, China and the USA.
MANUAL_NOTFOUND:Absolute nimbers indicate that India is a country with the biggest water footprint in the world - 987 Gm annually.
MANUAL_NOTFOUND:The consumption of industrial products in rich countries contributes to a relatively high degree to the total water footprint in comparison with the developing countries.
MANUAL_NOTFOUND:3.3	Product waterprint
MANUAL_NOTFOUND:4.	Waterprint mission
MANUAL_NOTFOUND:5.	Conclusion
MANUAL_NOTFOUND:Recruitment and Selection of Student-volunteers: a Multicriteria Methodology
MANUAL_NOTFOUND:Violeta Cvetkoska, Biljana Sekulovska - Gaber, Marijana Sekulovska
MANUAL_NOTFOUND:Faculty of Economics-Skopje
MANUAL_NOTFOUND:SPIN’ 11, 01-02 november 2011, Belgrade, Serbia
MANUAL_NOTFOUND:The Career Center operating within the frameworks of the Faculty of Economics-Skopje, Ss. Cyril and Methodius University in Skopje, published an announcement for recruiting students-volunteers, thus giving the students an opportunity to actively participate in the Faculty’s operations and consequently add value to their studies.
MANUAL_NOTFOUND:1.	Introduction On the occasion of year 2011 announced by European Union as a European Year of Volunteering, under the motto: “By volunteering we create better society”, the Career Center at the Faculty of Economics-Skopje, Ss. Cyril and Methodius University in Skopje, published an announcement for recruiting students-volunteers who are to be engaged within the frameworks of the Faculty’s operations.
MANUAL_NOTFOUND:Short essay (containing not more than 100 to 150 words) on the topic:
MANUAL_NOTFOUND:“I can change the world... I will start with myself.. .I WILL VOLUNTEER!”.
MANUAL_NOTFOUND:2.	Recruitment and selection
MANUAL_NOTFOUND:2.1.	The recruitment process
MANUAL_NOTFOUND:The experience of many companies shows that only 1/6 of the received applications are usually included in the detailed selection process;
MANUAL_NOTFOUND:however these indicators can change in accordance with the number of interested candidates who apply at that moment.
MANUAL_NOTFOUND:Jack Welch (Former Chief Executive Officer of General Electric)
MANUAL_NOTFOUND:One of the most important areas in human resource management is the selection of right people for right job positions.
MANUAL_NOTFOUND:1.	Standard-conventional, and
MANUAL_NOTFOUND:2.	Unconventional-alternative.
MANUAL_NOTFOUND:3.	The four phases of the selection process
MANUAL_NOTFOUND:3.1.
MANUAL_NOTFOUND:First phase - checking the submitted documentation
MANUAL_NOTFOUND:Within the frameworks of this phase, our team prepared a form for identification of the documents submitted on behalf of the candidates.
MANUAL_NOTFOUND:What was required to be filled in this document was the name and surname of the candidate, his/her index number, and in the table that contained the list of the required documents, it was necessary to circle the symbol “¦/” if the candidate submitted that document or the symbol “x” if the document was not submitted.
MANUAL_NOTFOUND:At the end of the form two options were given:
MANUAL_NOTFOUND:1.	The candidate submitted the required application documents;
MANUAL_NOTFOUND:2.	The candidate has not submitted the required application documents;
MANUAL_NOTFOUND:3.2.	Second phase - candidates ranking: analytic hierarchy process (AHP) method
MANUAL_NOTFOUND:3.2.1.
MANUAL_NOTFOUND:The analytic hierarchy process
MANUAL_NOTFOUND:The AHP is one of the most widely exploited decision making methods in cases when the decision (the selection of given alternatives and their prioritising) is based on several criteria/sub-criteria.
MANUAL_NOTFOUND:Complex decision problem solving, which this method uses, is based on the problem decomposition into a hierarchy structure which consists of the goal, the criteria, sub-criteria and the alternatives.
MANUAL_NOTFOUND:3.2.2.	AHP based model for ranking student-volunteers
MANUAL_NOTFOUND:Within the frameworks of the third phase we decided to make a structured interview and for the purpose of doing this we focused on four criteria that are essential for the candidate becoming a volunteer at our institution,
MANUAL_NOTFOUND:the criteria being the following ones: time management, confidentiality, personal communication and interpersonal skill and organizational skills.
MANUAL_NOTFOUND:3.4.	Fourth phase - selecting students-volunteers and informing them
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:Effects of Economic Crisis on Entrepreneurship in Culture
MANUAL_NOTFOUND:Ko~ovi] Milica
MANUAL_NOTFOUND:Istitute of Insurance and Actuaries, Belgrade
MANUAL_NOTFOUND:The subject of this work is the effect of macroeconomic environment on cultural market development level in a country.
MANUAL_NOTFOUND:The current world economic crisis has just intensified the research into the problem of culture in a macroeconomic environment.
MANUAL_NOTFOUND:In view of the global pertinence of the issues of prospects of cultural development in unfavourable economic conditions, it is interesting to explore whether and to which extent the crisis was reflected upon the culture and art sectors, both in the selected developed countries and in Serbia.
MANUAL_NOTFOUND:2.	Effects of macroeconomic environment on the culture market
MANUAL_NOTFOUND:The alarming fact is that the reports on financing culture do not inform about the expenditures meant for libraries, archives, cultural heritage, professional improvement in the field of art, capital investments (e.g., building of a new theatre) and indirect financing through tax reliefs.
MANUAL_NOTFOUND:The concept of culture the UNESCO defined for the purposes of an international comparability of economic statistics includes nine categories: cultural heritage, printed materials and literature, music, theatric art, audio media, audio-visual media, social activities, sports/games and environment/na-ture.
MANUAL_NOTFOUND:Nearly all sectors of culture and art in Great Britain face the danger of financial unsustainability.
MANUAL_NOTFOUND:The reductions and restraints in the state expenditures hit different cultural segments differently.
MANUAL_NOTFOUND:The problem of ensuring subsidies from the private sector, however, still remains.
MANUAL_NOTFOUND:The changes in the behaviour of the consumers of cultural contents, caused by an unfavourable economic environment, may have substantial negative effects for the financial position and the development opportunities of cultural institutions.
MANUAL_NOTFOUND:An especially substantial fall was observed in corporate donations and sponsorships (20-50%), whereas the reduction in incomes coming from public sources amounted to 10%, with an expected tendency of further fall.
MANUAL_NOTFOUND:In the conditions of the reduced interest of the public, the organizations that cover their operative expenses by advance sales of tickets are in a specifically sensitive position.
MANUAL_NOTFOUND:In order to gain material savings, cultural institutions are forced not only to stop further hiring, but also to reduce compensation, reorganize and consolidate the existing jobs.
MANUAL_NOTFOUND:Furthermore, research show that the largest number of the employees in cultural institutions that are made redundant were actually engaged in administrative jobs, and only then in the jobs of artistic or educational nature.
MANUAL_NOTFOUND:It is for the above described reasons that entrepreneurship gains in importance since numerous segments of culture are left to their own means and have to find ways of independent financing to survive.
MANUAL_NOTFOUND:3.	Effects of crisis upon the cultural situation in Serbia
MANUAL_NOTFOUND:In a narrower sense, culture includes creative, artistic and entertainment activities, the work of libraries, archives, museums, galleries and collections/legacies.
MANUAL_NOTFOUND:As regards culture financing in Serbia from public sources, the Law Amending the Law on the Budget of the Republic of Serbia for the year 2010 provides that subsidies for culture amount to 378-366 thousand dinars, which makes approximately 0.0485% of the total expenditures and spending finaced from the budget.
MANUAL_NOTFOUND:In addition to the role of the central administration in financing cultural development, special role belongs to local autonomies, therefore it is of interest to get an insight into these.
MANUAL_NOTFOUND:Dominant in the 2009 budget of the observed cities allocated for culture are the employees’ salaries (about 70%).
MANUAL_NOTFOUND:Viewed from an economic aspect, the condition of the cultural sector in a country is described, among all, by the data on the number of employees and their salaries in the sector.
MANUAL_NOTFOUND:The average annual earnings in the domain of culture in the observed period are relatively higher in comparison with the total average for all the segments subject to statistical survey.
MANUAL_NOTFOUND:The total number of employees in the sectors which can broadly be understood as the cultural sector has been rather steady in the 2000-2011 period.
MANUAL_NOTFOUND:Viewed in terms of individual fields of the cultural sector, a relatively largest number of employees (about 32% on average) are found in programme activities and broadcasting.
MANUAL_NOTFOUND:According to the results of the poll on personal spendings of the households in Serbia, an average share of spendings on culture and recreation is relatively steady, on the level of about 4.8% in the 2006-2010 period.
MANUAL_NOTFOUND:The analysis of the trends of the selected values of the indicators of the number of museums and visits in Serbia over time leads to similar conslusions as regards the real situation in the cultural sector.
MANUAL_NOTFOUND:The findings are much more unfavourable if indicators concerning the cinema activities are observed.
MANUAL_NOTFOUND:Here the number of visitors over this same period has become alarming. During 2009, the cinemas in Serbia recorded 1569 vistors, which is nineteen times a smaller number compared to 1980.
MANUAL_NOTFOUND:In case of archives in Serbia, data show that the scope of contents they provide rises, with slight fluctuations over time.
MANUAL_NOTFOUND:The fact is that the negative effects of the global economic crisis in the developed European countries resulted in an increasing number of people who believe that the entire cultural sector should be left to the market type of financing.
MANUAL_NOTFOUND:Serbia, which is, according to the macroeconomic indicators, on a considerable lower level of development, should also search for sources of financing culture, alternative to the public system of financing in this sector.
MANUAL_NOTFOUND:4.	Conclusion
MANUAL_NOTFOUND:Furthermore, the state should stimulate entrepreneurship in culture to solve the problem of the lack of budget for financing culture.
MANUAL_NOTFOUND:Of special importance is the proactive approach of cultural institutions themselves, in both the short-term and the long-term time horizons.
Line cnt read from manaul alignment file:42572
Line cnt read from eval alignment file (one line includes both languages):23703
Manual list src is 21286 big. Manual list tgt is 21286 big.
Eval list src is 23703 big (match=16406 eval_extra:7297). Eval list tgt is  7297 big.
ManualNotFound:4880
OkPrecisionCnt:15308 BadPrecisionCnt:1098
RECALL=0.770741
PRECISION=0.933073
